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Red Herring

 

Disciplines > Negotiation > Negotiation tactics > Red Herring

Description | Example | Discussion | See also

 

Description

Lay a false trail that the other person will follow.

Make sure the trail goes away from the things you do not want them to discover.

If you want them to waste time, make the trail long.

If you want them to expend effort, make the trail difficult to follow (but with enough interesting clues to keep them sniffing.

You can highlight 'problems' which turn out not to be problems (after a degree of examination).

Be careful to retain credibility, for example by referencing the trail through other people.

Example

A company shows some interesting, but minor problems to an auditor, distracting them from the really serious issues that may be found elsewhere.

There might be a problem with the paintwork, let's look...No! The paintwork is, in fact, perfect.

Discussion

Laying a false trail leads people away from areas that you do not want them to see. To do this, the trail must be of sufficient interest that the other person misses any clues to other areas.

Red herrings are particularly useful when the activity is time-bound -- that is, time spent following the red herring is time that can not be spent in other areas.

Talking about problems that are not really problems has effects beyond distraction. For example, it may show you in a positive light as willing to highlight issues that may count against you. Also, the relief that problems are not problems creates a sense of closure that easily becomes agreement to the deal.

If the other person realizes that it is a deliberate red herring, they may be very unhappy about this, so it should either be cloaked carefully or you must be protected from any anger.

See also

Confusion principle, Red Herring (storytelling)

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Site Menu

| Home | Top | Quick Links | Settings |

Main sections: | Disciplines | Techniques | Principles | Explanations | Theories |

Other sections: | Blog! | Quotes | Guest articles | Analysis | Books | Help |

More pages: | Contact | Caveat | About | Students | Webmasters | Awards | Guestbook | Feedback | Sitemap | Changes |

Settings: | Computer layout | Mobile layout | Small font | Medium font | Large font | Translate |

 

 

Please help and share:

 

Quick links

Disciplines

* Argument
* Brand management
* Change Management
* Coaching
* Communication
* Counseling
* Game Design
* Human Resources
* Job-finding
* Leadership
* Marketing
* Politics
* Propaganda
* Rhetoric
* Negotiation
* Psychoanalysis
* Sales
* Sociology
* Storytelling
* Teaching
* Warfare
* Workplace design

Techniques

* Assertiveness
* Body language
* Change techniques
* Closing techniques
* Conversation
* Confidence tricks
* Conversion
* Creative techniques
* General techniques
* Happiness
* Hypnotism
* Interrogation
* Language
* Listening
* Negotiation tactics
* Objection handling
* Propaganda
* Problem-solving
* Public speaking
* Questioning
* Using repetition
* Resisting persuasion
* Self-development
* Sequential requests
* Storytelling
* Stress Management
* Tipping
* Using humor
* Willpower

Principles

+ Principles

Explanations

* Behaviors
* Beliefs
* Brain stuff
* Conditioning
* Coping Mechanisms
* Critical Theory
* Culture
* Decisions
* Emotions
* Evolution
* Gender
* Games
* Groups
* Habit
* Identity
* Learning
* Meaning
* Memory
* Motivation
* Models
* Needs
* Personality
* Power
* Preferences
* Research
* Relationships
* SIFT Model
* Social Research
* Stress
* Trust
* Values

Theories

* Alphabetic list
* Theory types

And

About
Guest Articles
Blog!
Books
Changes
Contact
Guestbook
Quotes
Students
Webmasters

 

| Home | Top | Menu | Quick Links |

© Changing Works 2002-
Massive Content — Maximum Speed