Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 14;   April 5, 2006: When You Aren't Supposed to Say: II

When You Aren't Supposed to Say: II

by

Most of us have information that's "company confidential," or possibly even more sensitive than that. Sometimes people who try to extract that information use techniques based on misdirection. Here are some of them.

When we possess information that's "company confidential" or politically sensitive, protecting it can be a challenge, because seekers of that information can be very clever and persistent. This is Part II of a catalog of the methods they use. See "When You Aren't Supposed to Say: I," Point Lookout for March 29, 2006, for methods based on special resources. This article examines techniques that use misdirection to prompt the target to disclose valuable information. Some examples:

Trust-building
A mousetrapBy disclosing something that seems personal or sensitive, seekers can gain the trust of the target. They might offer information that disparages or even harms political foes. When you sense that someone trusts you too easily, consider the possibility that you're the target of a trust-building seeker of sensitive information.
Diversion
Illusionists commonly use diversion tactics. In the workplace, what happened to Mike might be typical (see "When You Aren't Supposed to Say: I," Point Lookout for March 29, 2006), but even a fire drill provides opportunities.Using misdirection, seekers
of information induce
their targets to willingly
disclose valuable information
Flirtation, flattery, and romance
When deftly used, flirtation, flattery, and romance are especially effective with those who are vulnerable or naïve. Between socially incompatible types, and when initiated by the more adept of the pair, these tactics could be indicators of information-seeking.
Bait
By saying something that's wrong or incomplete, or by setting up the target to demonstrate superior knowledge, the seeker might induce the target to disclose sensitive information. Because many high achievers dislike being corrected or being shown to have inferior skill, accepting correction with little comment and no resistance could be an indicator of this tactic.
Disinterest
Feigning disinterest, either by interruption or by appearing to be distracted, the seeker presents a cue to the target that what was just said was unimportant. Alternatively, the seeker might focus on an unimportant detail of the conversation to mislead the target about what the real point of interest is.
Relationship-building
Cultivating friendship over a relatively long period of time, especially when accompanied by a flow of useful information from the seeker to the target, could be an indicator of this tactic. Those most vulnerable have few friends and might even be isolated by internal politics. Managers who allow isolated individuals to remain so are creating a vulnerability to this tactic.
Conspiracy
By drawing the target into a secret relationship, the seeker forms a tight bond with the target. One famous example of this technique is Connie Chung's 1995 interview of Newt Gingrich's mother, in which she said, "Why don't you just whisper it to me, just between you and me?" When a seeker suggests confidentiality or secrecy, and revealing the information could be harmful to the target, the seeker could be using this technique.

The last group of tactics for uncovering sensitive information includes those that depend on inducing the target not to think critically. We'll explore them next time. Go to top Top  Next issue: When You Aren't Supposed to Say: III  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Some of these tactics, such as flirtation and bait, are even more effective when they're used in an indirect manner. See "The True Costs of Indirectness," Point Lookout for November 29, 2006, for more.

Your comments are welcome

Would you like to see your comments posted here? rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Communication at Work:

Dogs Fighting in a Wooded Clearing, by Frans SnydersMudfights
When we steer the discussion away from issues to attack the credibility, motives, or character of our debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical, and it leads to bad, expensive decisions that we'll probably regret.
The USS Indianapolis on July 10, 1945, off Mare IslandLong-Loop Conversations: Anticipation
In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop response time for exchanges can be a day or more, long-loop conversations generate misunderstanding, toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.
Word salad with font dressingVirtual Meetings: Indicators of Inattention
If you've ever led a virtual meeting, you're probably familiar with the feeling that some attendees are doing something else. Here are some indicators of inattention.
A question markI Don't Understand: I
When someone makes a statement or offers an explanation that's unclear or ambiguous, there are risks associated with asking for clarification. The risks can seem so terrifying that we decide not to ask. What keeps us from seeking clarification?
A dangerous curve in an icy roadAntipatterns for Time-Constrained Communication: II
Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of miscommunications. Here's Part II of a collection of antipatterns that arise in communication under time pressure, emphasizing those that depend on content.

See also Effective Communication at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Someone got the wrong information about which sneakers to wear on which feetComing April 30: On Planning in Plan-Hostile Environments: II
When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.
A dramatization of a mobbing incidentAnd on May 7: Subject Matter Bullying
Most workplace bullying tactics have analogs in the schoolyard — isolation, physical attacks, name-calling, and rumor-mongering are common examples. Subject matter bullying might be an exception, because it requires expertise in a sophisticated knowledge domain. And that's where trouble begins. Available here and by RSS on May 7.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfHlRlTgqCIXkUHBTner@ChacrEuHRQPYVKkOucGfoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.