Tag Archives: deception

Are you Situationally Aware?

Apollo Robbins

Apollo Robbins

“Inattentional blindness” is an example of distraction and unawareness of the present moment.
Apollo Robbins’ illustrated the potentially serious consequences of inattention in his interactive Las Vegas, USA show, “The Gentleman Thief.”

He tells “targets” in the audience that he is about to steal from them, then uses visual illusions, proximity manipulation, diversion techniques, and attention control, to complete his imperceptible heists.

Unlike in real life, Robbins returns belongings to owners.
Former US President Jimmy Carter’s Secret Service agents were among those who  reclaimed their belongings.

These illustrations help people improve perceptual capabilities.
This increased awareness can reduce traffic accidents, industrial mishaps, and security violations.

The U.S. Department of Defense deploys Robbins’ skills at its Special Operations Command research and training facility at Yale University.

Barton Whaley

Barton Whaley

Defense application of these perceptual manipulation skills were identified by Barton Whaley of the U.S. Naval Postgraduate School and Susan Stratton Aykroyd in their Textbook of Political-Military Counterdeception.

Their historical survey of deception and counter-deception practices noted that amateur magicians’ practices were more advanced than those used by U.S. political or military intelligence analysts in the 1970s.

Stephen Macknik

Stephen Macknik

SUNY Downstate’s Stephen Macknik and Susana Martinez-Conde collaborated with Robbins on Sleights of Mind: What the Neuroscience of Magic Reveals about Our Everyday Deception.

Their empirical results supported Robbins’s observation that the eye will follow an object moving in an arc without looking back to its point of origin.

This perceptual tendency enables Robbins to distract audience members and to remove their possessions from their bodies.

Susana Martinez-Conde

Susana Martinez-Conde

Perceptual errors in illusions can suggest diagnostic and treatment methods for brain trauma, autism, ADHD, and Alzheimer’s disease.

These conditions may improve when patients practice observing illusion performances because they learn to train their attention and to focus on the most important aspects of their environment.

At the same time, they can suppress distractions that lead to disorientation and “inattentional blindness” (intently focusing a single task while overlooking things in plain sight).

Richard Wiseman

Psychologist and illusionist Richard Wiseman of the University of Hertfordshire demonstrated inattentional blindness when viewers failed to notice environmental changes while they focused on a card trick. 

Wiseman used these perceptual anomalies as a metaphor.
He suggested that people can recognise opportunities in life when they intentionally increase their attention.

Daniel Levin

Daniel Levin

Daniel Simons

University of Illinois’s Daniel Simons and Daniel Levin of Vanderbilt University demonstrated that observers were unaware of a person in a gorilla suit walking near people passing a basketball .

With Harvard’s Christopher Chabris, Simons reported that half of the observers said they missed this unusual detail when they focused on counting the number of ball passes by one team.

Christopher Chabris

Christopher Chabris

However, the same people easily recognized the gorilla when they were not asked to focus on a distraction task.

Edward Vogel

This finding shows that most people are unable to effectively “multitask” because they have limited ability to hold a visual scene in short-term memory (VSTM), suggested University of Chicago’s Edward K. Vogel and Maro Machizawa of Hiroshima University and separately by Vanderbilt’s René Marois and J. Jay Todd.

Gustav Kuhn

Gustav Kuhn

Gustav Kuhn of University of London collaborated with illusionist Alym Amlani and Ronald Rensink of University of British Columbia to classify cognitive, perceptual, and physical contributors in Towards a Science of Magic:

  • Ronald Rensink

    Physical misdirection by a magician’s gaze or gesture,

  • Psychological misdirection with a motion or prolonged suspense,
  • Optical illusions that distort the size of an object,
  • Cognitive illusions to prolong an image after the object has been removed,
  • Physical force and mental force influence “freely chosen” cards.

Rene Marois-J Jay Todd

Perceptual and cognitive illusions can cause people not to see things that are present.
This effect can lead to overlooking interpersonal cues, life opportunities.
and more dangerously, inattention in traffic accidents, and victimization.

Mindful awareness helps people pay attention to the present experience and to opportunities and to  mitigate potential perceptual misinformation.

-*How to you maintain focus to reduce “inattentional blindness”?

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©Kathryn Welds

Collaboration Can Encourage Corruption, Lying

Damon Jones

Damon Jones

Many corporations encourage collaboration and make it part of culture statements and annual performance reviews.
Cisco Systems, for example, defined collaboration as “working across boundaries, building teams, managing conflict, earning trust, and recognizing good performance,” part of the CLEAD performance management and development system.

Mark Greenberg

Mark Greenberg

Ability to collaborate develops in childhood and is associated with positive life outcomes, demonstrated in a two decade longitudinal study of more than 750 Americans from kindergarten into adulthood by Penn State’s Damon Jones, Mark Greenberg and Daniel Max Crowley.

Daniel Max Crowley

Daniel Max Crowley

They found that kindergartners whose teachers rated them highly on social competence dimensions including:

Ori Weisel

Ori Weisel

Although collaborative settings may boost honesty due to increased observability, accountability, University of Nottingham’s Ori Weisel and Shaul Shalvi of Ben-Gurion University of the Negev showed that collaboration among equals can trigger corruption by lying, misreporting, and exaggerating performance.

Shaul Shalvi

Shaul Shalvi

They experimentally evaluated performance between 280 partners on a die rolling task for which they earned cash.
Player A privately rolled a die and reported the result to player B, who then privately rolled and reported the result.
Both players were paid only if they both reported the same results — for example, if both reported rolling “6”, each earned €6.

Robert S Feldman

Robert S Feldman

Players tended to inflate potential profit by misreporting actual outcomes, demonstrated by the proportion of reported matches.
The probability of rolling the same number in each round was one in six, or an average of 3.33 times in 20 rounds.
However, teams reported an average of 16.3 matches—nearly five times the expected number, demonstrating likely misrepresentation to achieve financial payoff.

Participants also lied even when they did not benefit, provided their partner benefitted.
Wiesel and Shalvi explained that “people are willing to pay the moral cost of lying even if they don’t stand to get any material benefit—the only benefit is the joy of collaboration.

Paul Ekman

Paul Ekman

When partners’ payoffs were not aligned, they were less likely to inaccurately report performance.
This finding suggests that participants were more likely to engage in “corrupt collaboration” when lying was financially advantageous to themselves and their partners.

Lying, one component of “corrupt collaboration,” occurs many times each day, according to University of Massachusetts’ Robert Feldman.
In fact, he found that two people getting acquainted lied an average of three times in ten minutes.

James Tyler

James Tyler

However, lying may not be detected in collaborative situations.
Feldman asserts that “no single or even combination of verbal or nonverbal behaviors accurately indicate when a person is lying… Most people have no better than a coin-flip chance of telling a lie from the truth….And many of the cues we think are associated with lying are unrelated to deception.”
This view is more pessimistic than  Paul Ekman’s contention that lying can be detected.

Andreas Reichert

Andreas Reichert

Besides being potentially difficult to detect in collaborative situations, lying can be contagious.
For example, volunteers were more likely to engage in their own deceptive behavior toward others as a result of being duped, in research by Purdue’s James M. Tyler, Robert S. Feldman of University of Massachusetts with Andreas Reichert of University of Konstanz.

Greg Willard

Greg Willard

Corrupt collaboration practices like lying may persist due to financial and other benefits.
In fact, people who lie also demonstrated more confidence, higher  achievement goals, positive affect, and composure during a stressful mock job interview scenario by Harvard’s Greg Willard and Richard Gramzow of Syracuse University.

However, when liars knew that their embellishments would be verified, their performance – and their prevarications – were reduced over time.
This finding suggests that visible monitoring seem to curb the potential downsides of collaboration in the workplace.

Richard Gramzow

Richard Gramzow

Despite collaboration’s purported positive effects on innovation, this teamwork approach can be accompanied by a side effect of enabling willful and reckless “corruption”, lying, and exaggeration.
However, this darker side of collaboration can be reduced by verifying the trust instilled in others.

-*How have you maximized the benefit of collaboration and team work while reducing the likelihood of developing “corrupt collaboration”?

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