The Black Hole of Blindspots

Part One:
Primping in Front of Smoke and Mirrors

I am an unreliable witness to my own existence.

― Russell Brand

In our last post we explored our metaphorical nose for sniffing out the evidence that doesn’t quite smell right: Keeping Your Nose Clean: BS Detection in a World of Fake News and Real Threats. Recognizing and acting on the stench of social media infused misinformation is not an elective but a mandatory requirement for maintaining an informed citizenry in a 21st Century Democracy. Fair enough.

But what about when we’re the messengers of our own research? What happens if our own personal biases compromise our findings? What does it matter if we’re connecting events, matching patterns, calling out questionable behaviors, and assessing the exposure of search targets in our case outcomes? Why show at the presentation if our research methods are not beyond reproach?

In this dispatch we reflect on fine-tuning the information filters that pass through all of us and onto those around us. These are the signals picked up through our words and actions that undermine our ability to investigate and compromise the success of our investigations.

In Part One, we’ll get acquainted with the blindspots — the self-defeating intuitions buried right under our noses (and our stars).  I believe that researchers and consultants have a special relationship with blindspots. It’s us agents of knowledge who need to test the limits of our own self-awareness. It’s at the root of our reputations and effectiveness. Only through a growing and continual pulse-taking of our unintended selves can we see our investigations through to the promise of resolution, justice, and a greater understanding of past events by the future histories we’re called on to inform.

On the Merits

Professions all have rites of passage. From passing the bar, to the CPA exam, to the laminated medical license in the exam room, there are a myriad of milestones and certifications to validate the quality of service delivered by a certified professional. There is no such credentialing for professional investigators. Our work must stand in place of any formal degree or accreditation process. It must stand on its own merits:

        • Doubt on the investigation’s sources and methods
        • Suspicion on the investigator’s motives for conducting it

There is one self-imposed quality check at the disposal of the investigator. The probing for one’s reflexive judgments or blindspots is the researcher’s equivalent to “Doctor, heal thyself.” More than one’s personal loyalties or internal biases, blindspots are the shadow elements that cast…

It’s not a passing coincidence that these two criteria are non-negotiable. They are the deal-breakers for producing credible recommendations drawn from sound research: The two gold standards from which hinge the independent judgment of the investigator.

Can You Look Bad Breath in the Face?

We are rarely the first to notice our own unadorned scents and odors. All but the closest friends and family are loath to let us in on this most universal of blindspots.  This private humbling packs some additional positive takeaways besides the need for breath mints. That’s when we exercise our sniffers as a form of entertainment.

There’s nothing escapist or recreational about getting closer to our own blindspots. Yet removing our own self-serving natures is essential for confronting our own limitations in:

A. Imagination: What’s being talked about in the discussions I’m excluded from? What’s my capacity to write a gossip column: (1) about me, and (2) without access to primary sources?

B. Perspective-taking: How am I being engaged in ways that bring optimal benefit to the other parties? Am I an emissary, broker, pawn, or stooge?

C. Wish-fulfillment: Where am I missing the subtext or nonverbal signals that deny or pushback on what I believe to be reasonable, deserved, or warranted? Can I remove my sense of how things should go from how they actually went?

All three play starring roles in the writing and production of plot twists we never see coming but the audience can sense from a mile away. Call it an overestimation of our talents. Overconfidence in our powers to influence. A tendency to get in our own way — even when walking a straight line. There’s no warm welcomes, smooth landings, or YouTube replays.

How else to explain our insatiable appetite for non-fictional crime stories? Do we believe the characters? Does it seem more or less likely that the well-reported narrative actually went down in the manner depicted in the Netflix, Hulu, or Amazon series? More times than not, it comes down to the frailties — to that realm of human weakness also known as a surplus of pride, a lack of self-awareness, and the shock ending that leads to the tragic fall of our antagonist. Why? A black hole of blindspots, that’s why.

There is, however, a deeper appreciation for the humility needed to endure and learn from the muted glare of blindspots. That living classroom lesson is easily transported to our role as researchers — a role that calls out for self-control, attentive listening, and not playing a starring role in our own insular narratives. These aren’t just codes of conduct and decorum. They are the very ambitions for truly excellent investigators to build on.

(Keep on Playing Those) War Games

While many of our own biases are exposed in our politics and expressed behaviors, blindspots land below the surface. They are the unknown-knowns. Their arrival time is also unknown and their blindsided landing zone is of little solace to the methodical and well-prepped. Well-resourced organizations have as much to protect as they have to imagine about the agents of surprise and disruption.

Some dedicate entire control centers and war rooms just to role play emergency attacks or adverse events that could expose a closely-held secret or compromise a key competitive advantage. These simulations are run in the name of risk management. Really what the participants are trying to do is anticipate the improbable harm that comes to organizations without the capacity to imagine these catastrophic off-the-radar scenarios.

Most war room maneuvers never live out beyond the darkest fantasies of their executioners. A few become false alarms. Some are legitimate enough to impose new fire drills or precautions needed to keep a lid on the potential dangers. All of them change the thinking of the risk professionals, competitive intelligence managers, and top executives who run through these paces. They improve their perspective-taking.

These exercises force them to look at the world from the outside and contentious views of those with much to gain from disrupting that world. We might not be stirred by the altruistic path of empathy when walking in the shoes of an enemy or adversary. But it is a critical to our own safety and preservation in conflicting, often hostile conditions that we can see them as an us. When we objectify our own positions we can better understand, relate to, and ultimately address those who wake each morning with the incentive to find and exploit our blindspots.


In our next installment, we’ll explore the more personal level of coming to terms with our blindspots: What that looks like in the context of “business as usual.” How we can take our own shortcomings on-board in order to raise our game as researchers. In our cases, this means…

          • Speaking with greater presence about events we didn’t attend,
          • Delegating to collaborators whose strengths include sparing us the investigative roles we’re not best suited to perform, and
          • Developing empathy for persons of interest who we may share little more than a unique assortment of blindspots.