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Can intuition improve deception detection performance?
Abstract
Two studies examined the role of processing style (intuitive vs. deliberative processing) in a deception detection task. In the first experiment, a thin slicing manipulation was used to demonstrate that intuitive processing can lead to more accurate judgments of deception when compared with traditional deliberative forms of processing. In the second experiment, participants who engaged in a secondary (concurrent) task performed more accurately in a deception detection task than participants who were asked to provide a verbal rationale for each decision and those in a control condition. Overall, the results converge to suggest that intuitive processing can significantly improve deception detection performance.
... 655), relatively little is known about how different thinking processes influence customers' processing of frontline employees' emotional inauthenticity. Specifically, we propose that experiential processes may facilitate veracity judgments while more rational thinking processes may lead to over-thinking and inaccurate judgments (Albrechtsen et al., 2009;Hurd & Noller, 1988). ...
... In sum, our findings emphasize emotional intelligence as a measure of one's capacity to understand and manage emotions in themselves and others (Derksen et al., 2002), the application of which depends on situational demands and constraints. Our findings speak to prior research demonstrating the utility of experiential processes in interpersonal judgment (Albrechtsen et al., 2009;Ambady & Rosenthal, 1992;Palermo & Rhodes, 2002). Extending these findings, we were able to show how customer judgments of frontline employees' affective displays can also be facilitated when customers have high emotional intelligence. ...
Frontline service employees often feign positive displays during customer interactions to enhance service outcomes, but to what extent are customers aware of these inauthentic positive displays? The perception of inauthenticity involves a series of complex judgments, however, the influence of customers' different thinking processes on these judgments and the role of customer individual differences in emotional intelligence are seldom investigated. This article investigates how customer emotional intelligence influences the processing of frontline employees' inauthentic positive displays. Across three experimental studies, we find that experiential processes combine with high emotional intelligence to predict more accurate perceptions of frontline employees' inauthentic positive displays (Study 1). In contrast, rational processes interact with low emotional intelligence to predict less accurate perceptions (Study 2). We also find that high emotional intelligence and high dual thinking processes (both experiential and rational) predict more accurate perceptions of frontline employees' inauthentic positive displays (Study 3). These results extend knowledge of the important role of customers in detecting the frontline employee's inauthentic displays. Our findings have important practical implications for service settings where there are strong expectations for frontline employees to provide “service with a smile.”
... Moreover, the literature shows that honest behavior (HB) detection is better done with indirect predictions than direct judgments (Vrij et al., 2001;Ulatowska, 2014). It has also been observed that quick, automatic, and subjective decisions make it possible to differentiate between honest and dishonest people much better than premeditated, thoughtful, and objective judgments (DePaulo et al., 2003;Albrechtsen et al., 2009). Taking this information into account and based on the "by nature" classification, we could assert that liars and cheaters are more strategic. ...
According to the previous literature, only a few papers found better accuracy than a chance to detect dishonesty, even when more information and verbal cues (VCs) improve precision in detecting dishonesty. A new classification of dishonesty profiles has recently been published, allowing us to study if this low success rate happens for all people or if some people have higher predictive ability. This paper aims to examine if (dis)honest people can detect better/worse (un)ethical behavior of others. With this in mind, we designed one experiment using videos from one of the most popular TV shows in the UK where contestants make a (dis)honesty decision upon gaining or sharing a certain amount of money. Our participants from an online MTurk sample ( N = 1,582) had to determine under different conditions whether the contestants would act in an (dis)honest way. Three significant results emerged from these two experiments. First, accuracy in detecting (dis)honesty is not different than chance, but submaximizers (compared to maximizers) and radical dishonest people (compare to non-radicals) are better at detecting honesty, while there is no difference in detecting dishonesty. Second, more information and VCs improve precision in detecting dishonesty, but honesty is better detected using only non-verbal cues (NVCs). Finally, a preconceived honesty bias improves specificity (honesty detection accuracy) and worsens sensitivity (dishonesty detection accuracy).
... Furthermore, the unconscious thought is also able to recover remote associations between concepts (Zhonget al., 2008), tend to generate more consistent judgments (Nordgren & Dijksterhuis, 2009), distribute the attention among a wide range of characteristics (Dijkstra et al., 2013) and increases the capacity to detect deceptions (Albrechtsen et al.,2009). ...
The Unconscious Thought Theory (UTT), a theory about human thought, is able to bring a new perspective for the marketing field. Marketing researches appropriate from the conscious thought, which represents only 5% of our brain capacity. By the time UTT starts to be incorporated as a new lens for a wide range of marketing topics, the outcomes may bring important contributions and advances for the field. This article aims to better understand how marketing is using UTT in order to extent knowledge. The desk research procedure resulted in 6 categories relating UTT and marketing and show that there is an important gap related to the use of this theory as a new perspective for marketing well-explored issues.
... Observers in the deliberate judgment condition were instructed to think carefully, take as much time as needed, and judge each target's extraversion as accurately as possible. In the intuitive judgment condition, observers had to complete a concurrent task while watching targets' videotapes (a version of the n-back task; e.g., Albrechtsen, Meissner, & Susa, 2009), they had limited time to complete extraversion judgments, and they were asked to decide intuitively. ...
In this chapter, we present variants of Brunswik’s lens model aimed to understand whether, when, and why trait judgments are more or less accurate. After outlining the basic concepts of lens models, we describe exemplary studies which have applied the lens model to unravel personality expression and impression formation processes that lead to more or less accurate judgments. Next, we give an overview on factors that can influence the accuracy of trait judgments and explain these accuracy moderators within the lens model framework. We then describe an extension of the lens model, the dual lens model, that differentiates more controlled versus more automatic aspects on all levels of the lens model (i.e., personality self-concept, cues, personality judgments). We also briefly summarize further extensions and highlight the lens model as a flexible tool to study cue processes underlying accuracy and related interpersonal perception phenomena. Finally, we conclude the chapter by outlining suggestions for future lens model applications in accuracy research.
This chapter introduces the Meaningful Participatory Model of Conscious Leadership (MPMCL) as a systemic and holistic framework to better understand, communicate and teach Conscious Leadership, a key pillar and tenet of Conscious Capitalism (Mackey J, Sisodia RS, Conscious Capitalism: Liberating the Heroic Spirit of Business. Harvard Business Review Press, Boston, 2014). Mackey and Sisodia’s discussion of Conscious Leadership lacks a unifying pedagogical frame that ties it into the broader notion of Conscious Capitalism, necessary if it is to achieve its transformative potential within mainstream business schools and leadership education. The MPMCL uses the metaphor of meaning, consistent with Mackey and Sisodia’s view that conscious leaders are spiritually intelligent and play a key role in making work and life meaningful. After briefly summarising Conscious Leadership, the chapter reviews the concept of Spiritual Intelligence (SQ) before outlining the main parts of the MPMCL using the Systems theory constructs of Structure, Pattern and Process. The framework facilitates the incorporation of SQ into educational theory and pedagogy at a time when it can assist solving society’s complex social and environmental problems and enable the creation and growth of movements such as conscious capitalism that can potentially provide a solution for future generations.KeywordsSpiritual intelligenceConscious leadershipConscious capitalismMap of meaningLeadership education
“This book provides insights into the hidden role of intuitive expertise in financial decision-making. The authors show and discuss how expertise combined with intuitive judgments positively affect decision-making outcomes. The book builds on the latest academic studies in this emergent field. In combination with the academic perspective, the authors provide a field study that they conducted in the context of mergers and acquisitions (M&As), a common and critical strategic investment for companies. The interviews were carried out with experts and decision-makers in large and successful international companies (i.e., M&A experts, CEOs, CFOs, and board members). The book provides a solid theoretical and empirically based grounding of the topic. In addition, it offers suggestions to practitioners on how they can develop and nurture intuitive expertise in strategic investment decision-making. The report of the field study provides examples and quotes from interviews to visualize findings, thus helping practitioners gain understanding and insights from the text. The authors also discuss the downsides of intuitive expertise, such as biases and flawed decision-making. For scholars, students, and professionals, the book offers a concise and up-to-date summary of an emergent stream of research, exploring how cognition and judgment affect financial decision-making.” Source: Routledge webpage (2022-09-19)
Purpose
The purpose of this study is to explore the views of practicing negotiators on their experiences of deception and their strategies for detecting deceptive behavior. A thematic analysis of interview data complements the existing experimental literature on deception and negotiation. The authors compare the experiences of practicing negotiators with the results found in experimental studies and provide practical recommendations for negotiators and managers regarding the detection of deception.
Design/methodology/approach
Data was collected from 19 practicing commercial negotiators in France by way of semi-structured interviews. The transcribed data was analyzed by way of thematic analysis using the software NVivo 12. Experiences and behaviors identified in the negotiation literature as key factors for the detection of deception acted as a coding framework.
Findings
A thematic analysis of the data revealed four themes related to the experience of deception that negotiators perceived as particularly important: the frequency, form, interpretation and consequences of deception. Further, the analysis revealed four factors that negotiators believed influenced their ability to detect deceptive communication: physical cues, such as body language and micro-expressions, and verbal cues, including contradictions and inconsistencies, emotional cues and environmental cues. Finally, the strategies described by negotiators to detect deception could be classified according to six themes: careful listening, asking questions, emotional intelligence, intuition, checking consistency and requesting evidence.
Research limitations/implications
This study elicited the views of commercial negotiators without collecting information from their negotiation counterparts. Hence, it was not possible to verify whether the reported detection of deceptive communication was accurate. Because of optimism bias, the participants in the sample were likely to overrate their ability to detect deception. In part, this was helpful because the negotiators spoke freely about their strategies for dealing with deceptive counterparts allowing the identification of techniques to improve the efficacy of detecting deceptive communication.
Practical implications
Participants overwhelmingly expressed that there is a lack of training on deception in negotiation. It is suggested that the results of this study inform the development of training courses on the detection of deception. In particular, it is recommended that training courses should cover the following topics: how to anticipate and avoid deceptive behavior; how to effectively respond to deceptive behavior; the role of emotional intelligence in detecting deceptive behavior; careful listening and asking questions; and the role of intuition in detecting deception.
Originality/value
Prior empirical studies on the detection of deception have not specifically investigated the range of self-reported strategies used by practicing negotiators to detect deceptive communication. This study addresses this gap. This study complements existing experimental works by widening the spectrum of potential variables that play a role in the effective detection of deceptive communication.
This chapter explores the third universal design activity: select one idea to implement. First, it discusses ways to determine if it is time to make the final selection or if we should defer a selection until we obtain more information. It then discusses ways to identify and eliminate bad ideas from good ideas. Finally, it describes methods for making a final selection from a list of good ideas.KeywordsIdea selectionDeferInformationEliminate ideasFeasibilityUsefulnessIntuitionHeuristicsMulti-criteria methods
In Principles
of Police Interrogation, Van Meter (1973) described the qualities of a good interrogator, which included such constructs as integrity, self-respect, and professional attitude. In addition, Van Meter suggested that individual prejudices should be left outside of the interrogation room, as a good interrogator must be impartial. He further elaborated:
I have told you to keep the purpose of the interrogation in mind, and to strive for the confession from your suspect. But you must remember that the person that you are talking to might not be guilty.... Maintain an impartial attitude throughout the interrogation, and you will not be put in the position of having to make excuses. After all, the courts try the person; you are only an investigator for the court, not the person who has to make the decision of guilt or innocence. By remaining impartial, you can also keep yourself on the sidelines, so to speak, and be in a better position to analyze the suspect’s reactions, your words and actions, and the facts in the case. You cannot think straight if you prejudge the person or if you become so personally involved in the case that you develop likes and dislikes. I have seen interrogators personally involved with a suspect, and they usually become very sensitive to the suspect and all that he says. This personal sensitivity often leads to harsh words and useless conversations with the suspect. (pp. 32–33)
Based on Unconscious Thought Theory (UTT) and a series of experimental and correlational studies, Dijksterhuis and his colleagues conclude that when making complex choices/decisions, conscious thought--deliberation while attention is directed at the problem--leads to poorer choices/decisions than "unconscious thought"--deliberation in the absence of conscious attention directed at the problem. UTT comprises six principles said to apply to decision making, impression formation, attitude formation and change, problem solving, and creativity. Because the implications of UTT for psychological research and theory are considerable, the authors critically examined these six principles (and the studies used to support them) in light of the extant scholarship on unconscious processes, memory, attention, and social cognition. Our examination reveals that UTT is a theory of the unconscious that fails to take into account important work in cognitive psychology, particularly in the judgment and decision making area. Moreover, established literatures in social psychology that contradict fundamental tenets of UTT and its empirical basis are ignored. The authors conclude that theoretical and experimental deficiencies undermine the claims of the superiority of unconscious thinking as portrayed by UTT. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A series of studies explored how sadness impacts the accuracy of social judgments. In Study 1, induced sadness led to reduced accuracy in judgments of teacher effectiveness from brief samples of nonverbal behavior (thin slices). In Study 2, sad participants showed reduced accuracy in judging relationship type from thin slices as well as diminished judgmental efficiency. Study 3 revealed that higher Beck Depression Inventory scores were associated with diminished accuracy on the Profile of Nonverbal Sensitivity. Finally, Study 4 tested the possibility that sadness impairs accuracy by promoting a more deliberative information-processing style. As expected, accuracy was higher among participants in a sad mood condition who completed the judgment task while simultaneously performing a distracting cognitive load task.
We present a theory about human thought named the unconscious-thought theory (UTT). The theory is applicable to decision making, impression formation, attitude formation and change, problem solving, and creativity. It distinguishes between two modes of thought: unconscious and conscious. Unconscious thought and conscious thought have different characteristics, and these different characteristics make each mode preferable under different circumstances. For instance, contrary to popular belief, decisions about simple issues can be better tackled by conscious thought, whereas decisions about complex matters can be better approached with unconscious thought. The relations between the theory and decision strategies, and between the theory and intuition, are discussed. We end by discussing caveats and future directions.
© 2006 Association for Psychological Science.
Can you tell whether suspects are lying based on what they say, how they say it, how they sound when they say it, or how they look? Can you do so even without any special equipment, such as a polygraph to monitor physiological responses (Honts, this volume) or a camera to record interviews, which can then be studied in microscopic detail (O'Sullivan and Ekman, this volume)? These are the questions we will address in this chapter. Reading this chapter will not give anyone grounds for feeling smug about his or her deception detection prowess in forensic contexts (nor in any other contexts, for that matter). The study of verbal and non-verbal behavioural cues to deception is an inexact science, and probably always will be. We will offer hints, based on the current state of the science, about the kinds of behaviours that are more or less likely to intimate that a suspect may be lying. Our suggestions may be of some value in cases in which more definitive evidence, such as DNA, is not available or has not yet been uncovered. We hope our review will also prove useful in demonstrating why sweeping statements about perfect cues to deception are deserving of deep scepticism. There are two fundamental questions in the study of verbal and nonverbal cues to deception. First, are there any such cues? That is, are there any behaviours that indicate whether a person may be lying?
This research explored the relation of endogenous testosterone levels to behavior in brief social encounters. In four studies, 358 college students whose testosterone levels were known entered a room and (1) stood and spoke to a video camera, (2) stood and talked with an experimenter, (3) sat and talked with an interviewer, or (4) sat and talked with a peer. High-testosterone students entered more quickly, focused more directly on their targets, and displayed a more forward and independent manner. Results were similar for men and women. Correlates of testosterone are visible in thin slices of everyday behavior lasting only a few seconds. The effect of this behavior on a social interaction partner remains to be determined.
Although questions about how people respond to others' nonverbal cues have always been central to the study of nonverbal communication, the study of individual diVerences in accuracy of nonverbal cue processing, or interpersonal sensitivity, is a more recent endeavor. This chapter focuses on assessment of individual diVerences, emphasizing the major paradigms and instruments for assessing accuracy of nonverbal cue processing, and discussing characteristics of the stimuli and judgment methodologies (e.g. what state or trait is being judged, who is being judged, what cue channels are available, whether the cues are posed or spontaneous, whether judgment is done in live interaction or from standard stimuli, what judgment format is used, what criteria and methods are used for scoring). Relative advantages of diVerent approaches are discussed in terms of psychometric qualities, validity, and utility.
Can we train people to detect deception? It is the contention of this article that communication scholars should learn how to train law enforcement professionals on how to detect high stake lies, like those faced by police, judges, customs officials, immigration officials, and so forth. It is proposed that in order to know whether we can train or should bother to train people to detect deception, each training study must meet 6 challenges: (1) relevance, (2) high stakes, (3) proper training, (4) proper testing, (5) generalizability across situations, and (6) generalizability over time. Our quantitative review of the literature suggests that training does significantly raise lie detection accuracy rates. Meta-analytic findings indicate a mean effect size of r = .20 across 20 (11 published studies) paired comparisons of lie detection training versus the control group (i.e., those without some type of training). It should be noted that the majority of the studies that attempt to train lie detectors fall short on many of the above challenges. Current research in lie detection training may actually underestimate the ability to train lie detectors due to the stimulus materials employed in most experiments.
In this article we present a brief exposure method of assessing teachers' verbal and nonverbal behavior. Highly biased and unbiased teachers were videotaped addressing their classes, and judges rated randomized 10-s clips. Leakage, the transmission of more positive affect in controllable channels while negative affect is given away involuntarily in less controllable channels, was assessed by linear contrast analyses of three channels in a
leakage hierachy: transcript of speech content, face, and body. As hypothesized, biased teachers demonstrated systematic and substantial leakage effects in affective variables (factor-based, composite scores reflecting dogmatic behavior and negative affect), whereas unbiased teachers showed no leakage. As predicted, no leakage was found for any group in active teaching behavior, a nonaffective composite variable. Biased and unbiased teachers did not differ in comparisons for each separate channel. These findings are consistent with previous findings on differences between biased and unbiased teachers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)