Interpersonal Deception Theory

Assumptions of Interpersonal Deception Theory

Assumptions are the “givens” in a theory that underpin it but are not tested. IDT enumerates several assumptions about the nature of interpersonal communication and the nature of deception. It assumes, first, that interpersonal interactions place all parties in the simultaneous role of sender and receiver. As senders they must mentally create messages, encode those messages into verbal and nonverbal signals, observe other communicators' feedback and reactions as they speak, and adapt their ongoing communication to those reactions. As listeners, they must recognize and interpret another's messages, manage their outward demeanor, send feedback, and formulate their own upcoming turn at talk. There are several implications of this general depiction of the process of interpersonal communication. One is that it is a process, a continually changing stream of verbal and nonverbal signals that cannot be captured by a single snapshot. Another is that both sender and receiver are active, not passive, goal-oriented participants who anticipate, plan, and adapt as the interaction unfolds. Yet another is that sender and receiver perform several different communication functions at once, including generating and processing verbal messages, presenting self favorably, regulating turn taking, and managing emotional displays, among others. Yet another implication is that sender and receiver are interdependent. Each person's actions influence the other and cannot be understood without taking account of what the other is doing.

A central assumption regarding deception is that sizing up the credibility of other communicators is an inherent part of all interactions. Even though it typically occurs at a subconscious level, gauging another's truthfulness is an implicit part of all human encounters.

Another key assumption is that deception entails three classes of strategic, or deliberate, activity—information, behavior, and image management. Strategic actions are motivated and deliberate, whether for self-benefit (such as bilking someone of their savings) or for the benefit of [Page 552]another person (such as saving someone from embarrassment). However, Buller and Burgoon subscribe to the view that deception, as with other planned and overlearned behavior, can be strategic without being highly conscious. Information management refers to efforts to control the verbal contents of a message. Behavior management refers to efforts to control accompanying nonverbal behaviors to suppress any telltale signs of deceit and to appear “normal.” Image management refers to more general efforts to maintain credibility and to protect one's face if caught. Handled skillfully, these three classes of strategic activity should work together to create an overall believable communication performance. At the same time, other nonstrategic, or unintentional, behaviors—such as signs of nervousness, fear, or excessive behavioral control—may also occur, producing unnatural behavior, damaging performances, and undermining credibility.

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