For example, if you know how a team member speaks and acts when you discuss uncontentious topics and they're telling the truth, you're more likely to notice any changes in their speech or mannerisms when they're being deceitful. This should happen naturally, as you get to know them. Start by establishing a baseline for each of your team members. After all, the dishonest person is trying to prevent people from uncovering the truth. Identifying lying or cheating behavior is tricky. Once they feel that high, it can become the reason for future dishonesty. But instead of the cheater feeling guilt, shame or regret at their actions, they may get a kick or a high. The first instances of dishonest behavior may stem from anxiety, fear, or the chance of personal gain. Recognizing That Cheating ExistsĪs a manager, you need to recognize that this issue exists and may be present within your team or organization. There are three steps to tackling the issue: recognizing that the problem exists, identifying the tell-tale signs of dishonest behavior, and dealing with those behaviors. See the transcript of our video on the Duper's Delight here. This ripple effect can lead to an organizational culture that tolerates dishonesty.
And as the rewards of cheating become more widely known, the cheating itself can become more widespread, too. If other people collaborate with a cheater, or gain from the cheater's misdeeds, they can share in the high. In extreme cases, it can put a team or organization's stability and security at risk. įor some people, though, the rush becomes addictive and can lead to a vicious circle of destructive behavior that can impact reputations, damage workplace relationships, and even undermine careers. And this high is what can lead to a desire to repeat the behavior, sometimes to the point of addiction. Nerve cells release a shot of the neurotransmitter dopamine into the brain, which brings on pleasurable feelings of self-satisfaction. Research shows that a chemical change takes place within your brain when it perceives a beneficial action taking place. The high itself is more than just a superficial reaction to what you've done. More frequently, though, people may lie or cheat just for the duper's delight. Sometimes, people can be pushed toward cheating by anxiety, fear and pressure. For example, it can be exaggerating your management experience in an interview, "borrowing" items from the stationery cupboard, or logging more hours than you actually worked. The unethical or deceitful behavior of the cheater's high does not have to be severe or criminal. If there is anything remotely positive to take from this behavior, it's the finding that, in most cases, getting the high depends on their actions not directly harming anyone else. The rush they enjoy can lead them to repeat their dishonesty, even when there's no reward other than the high itself. The duper's delight is an emotional boost, or thrill, that some people get when they successfully cheat or deceive another person or organization.
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In this article, we explore why some people chase the duper's delight, and we look at how to identify it and deal with it. This has been described as the "duper's delight" or "cheater's high."
And, even more worryingly, some of these people actually get a buzz from unethical behavior, rather than feel guilt. However, studies also reveal that there are some people who lie with remarkable frequency – perhaps as often as once in every five interactions. Research shows that most of us tell lies from time to time, often fairly insignificant ones. But can you say, hand on heart, that you've never been a little untruthful at work? You'd probably react with shock if someone accused you of dishonesty.
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