I Can Read You Like a Book: The Craft of Reading Body Language

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Esmond Hunt
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1 I Can Read You Like a Book: The Craft of Reading Body Language By: Greg Hartley Mind at War Presented at: ACLEA 47 th Mid Year Meeting January 22 25, 2011 San Francisco, California

2 Greg Hartley Mind at War Shady Dale, GA Greg Hartley's expertise as an interrogator first earned him honors with the United States Army. More recently, it has drawn national level intelligence organizations and international Media to seek his insights about how to as well as why. He graduated from the U.S. Army Interrogation School, the Anti Terrorism Instructor Qualification Course, the Principle Protection Instructor Qualification Course, and SERE (Survival, Evasion, Resistance, Escape) school. Greg has trained government agencies, private investigators, human resource representatives, lawyers, and finance experts to read people and detect deception. Hartley has provided expert interrogation analysis for major network and cable television, as well as National Public Radio and prime print media such as The Washington Post and Philadelphia Enquirer. Important foreign media such as BBC and Der Spiegel have also relied on his commentary.

3 Body Language and Deception Greg Hartley Fight or Flight Head To Toe Impact On The Brain Baseline

4 Human Communication Verbal Vocal Nonverbal Vocal Pitch Tone Cadence Pronunciation Volume

5 Gestures Adaptors Regulators Illustrators Barriers Nonverbal Happy Sad Disgusted Angry Afraid Interested Universal Emotions

6 Face Brow Eyes Lips Brow Request for Approval Grief Muscle (Botox) Brow Beating Skepticism Interest Flash

7 Movement Blink Rate Lids as Barrier Pupil Dilation Drooping Lid Feel the PAIN Eyes Establish a Baseline Sensory Channel Questioning Control Questions Probing Questions Visual Auditory Cognitive Thought Emotion

8 Lips Fight or Flight Smiles - Genuine, Flight Attendant, Nervous, Amused Concentration Control of Emotion Stress Nose Forehead Jaw Rest of Face

9 Extremities Fidgeting Self-Grooming Regulating Illustrating Steepling Idiosyncratic Behavior - Useful Tool Barriering Non-Body Barriering Desk Book Clothing Status Keeper of the Flame

10 Human Communication Verbal - Servant of the Will Vocal - Up to Highest Bidder Nonverbal - Servant of the Mind Why are people such GOOD liars? Most are Not Good Liars Few People Have Skills to Detect Lies Social Pressure for Politeness Simply Placing Liar on Notice Allows Liar to Avoid Detection

11 Direct Follow Up Non-Pertinent Repeated Control Prepared Good Questions Leading Negative Compound Vague Bad Questions

12 Good Questioning/ Major Considerations Source s Knowledge: First Hand, Learned Indirectly, Merely Assumption, Identify Sources of Info Source s Style: Time, Event, Sequence Good Questions Direct Require Narrative Response Answered Adequately in Few Words Begin With a Basic Interrogative Provide Useful Info / Leads What Were You Doing on Tuesday, the 14th of July 1988?

13 Good Questions Hot Lead: On Target Answer Has Immediate Value, Affect Immediate Situation, Time Sensitive - Exploit Immediately Cold Lead: Answers Could Be of Immediate Value, Does Not Affect Immediate Situation - Write it Down, Exploit it Later Omission Commission Embellishment Types of Lies Each Has Inherent Weakness

14 Target Each Type of Lie Differently Omission - Forward and Backward Pass- Micro Interview Commission - The Devil is in the Details Embellishment - Who Else, When, How, Supporting Details for Timeline Often Break the Story What Makes a Good Liar? Smooth Personality Adaptability Intuition Well Rounded High White/Gray Matter Ratio Experience Poor Observation by Listener

15 Get Down to Business Transition from Baseline to Business Watch for Change in Behavior Schema Think Pare Down the Offending Behavior Bracket the Issue Surrounded by Deviation Increase the Pressure (Subtly) Indicators in Word Conditioning the Question Distancing Repeating Moral High Ground Redirecting to Earlier Answer

16 Indicators in Deed Eye Accessing Cue Deviation Volume Change Mouth/Ear Guarding Tone Shift Barrier Increase Fidget Increase/Decrease Posture Changes Demonstrative Behavior Request for Approval Time, Event, Sequence Time - Will Not Think Outside the Box; Tight Alibi with Little Room for Deviation; Skewed Questions Raise Level of Discomfort Event - Big Chunk Thinker; No Concept of Details; Too Many Details is an Indicator; Ask for Facts Sequence - Often Forgets to Take into Account Time Required to Accomplish Steps

17 Contact

H O W T O T E L L I F S O M E O N E I S LY I N G J O N S T E T S O N

H O W T O T E L L I F S O M E O N E I S LY I N G B Y J O N S T E T S O N THE KNOWLEDGE DISCUSSED in this book can be useful for managers, employers, and for anyone to use in everyday situations where telling