22 Jun Ones personal possessions
Ones personal possessions in the office and the physical environment of the office itself offer cues, and they can be manipulated to create the intended percep- tion. Some people will meticulously decorate their offices in an attempt to man- age the impressions of their visitors. For instance, a manager may mount every award and plaque hes ever received on a “brag wall” to enhance his status. Although many of these decorations can reflect honest identity claims, some can be strategic and even deceptive.32 How many times have you been lured back to a car salesmans office to find an overabundance of religious symbols? How about cute kiddie photos? They seem to say, “You can trust me. Im a man of faith and a family man, and I would never give you a raw deal.” Personal effects in the office should be used as clues toward the bigger picture of who the real person is, but the impression they give off needs to be interpreted carefully.
Voice
Voice is another rich source of cues. Most relevant in detecting deception are the voices pitch, tone, and volume, as well as the responses onset and duration. Authorities have long known that deceptive answers have a slower onset than honest ones.
In addition, deceptive answers are likely to be longer and less specific than hon- est ones. The deceiver may be attempting to fill in the gap with needless material. Some see length as an attempt to make a deceptive answer more elaborate and thus more convincing than the deceiver knows it is. The answers length may also reflect the pauses and hesitations needed as the interviewee stumbles through the answer.
The final source of deception is pitch. Researchers have found that vocal pitch rises measurably in deceptive responses. While observers frequently could not say why they labeled such a response as deceptive, they knew it was, and research instruments could show the difference.33
In many interpersonal, managerial interactions, nonverbal elements are the source of most of the message. While not everything communicated nonverbally is done so consciously or intentionally, the unintentional signals may be as valid as the intentional ones and potentially more useful. Keep in mind, though, the suggestions about establishing a behavioral baseline for each person in specific situations. In addition, if deception is suspected, use that as an impetus for fur- ther investigation or at least caution, not as the final word.
Everything but the words themselves may be considered the domain of nonverbal communication. Every managerial interaction has nonverbal elements that add to or qualify the interaction. It is difficult to put precise meanings to nonverbal signals and they vary from culture to culture; however, when nonverbal signals contradict verbal ones, the nonverbal signals are usually the ones to trust.
Nonverbal cues have six functions: complementing, accenting, contradicting, repeating, regulating, and substituting. In addition, nonverbal cues add redun- dancy to the verbal message and increase the probability that the verbal message will be understood as intended by the sender.
Chapter 8 Nonverbal Communication Page 197
The study of movement includes gestures, posture, head movement, and walk. Gestures may include emblems, illustrators, affect displays, regulators, and adapters. The space around us and how we and others relate to it are also important. Four zones are presented and discussed in this chapter, but care must be taken in interpreting them because zones may differ among cultures. Inappropriate use of space may make a manager appear rude, while an accurate analysis indicates much about the importance of power in an organization.
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