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Lies and Deception

In organisations, amongst other things, there is an expectation of the following from their members:

  1. that they agree to decisions made
  2. that they pass on necessary information
  3. that they stick to agreements and
  4. that they disclose mistakes.

However, if all employees met these named expectations, then:

  1. decisions could no longer be circumvented or cleverly adapted,
  2. retained information could not be used by the lower levels of the hierarchy for the clever direction of bosses,
  3. agreements would become a straight-jacket and a self-confinement, if the associated dialogue could no longer be accessed and
  4. mistakes could constantly attract attention and would, thus, undermine trust, where this would not be necessary at all if secret improvements were made.

In short, every organisation would immediately be worse off or not function at all anymore without lies and deception. What counts here, therefore, is that one must see the good in the bad just as much as the bad in the good. All trust between people and social systems would immediately collapse, if complete transparency, absolute honesty and unlimited openness were practiced. Which friendship, which relationship would survive if the other knew everything one ever thought and felt about them? Seen in this light, lies and deception are important elements which enable social co-existence. As with all phenomena, the solution is not morality or an appeal to morality, but the readiness to examine carefully in which regard the lack of transparency or the extenuation of circumstances are serving whom or what, or what things are useful or damaging.