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Principles of Deception and Counterdeception The Bernard Madoff Case Michael Bennett April 2009 All statements of fact, opinion, or analysis expressed are those of the author and do not reflect the official positions or views of the CIA or any other U.S. Government agency. Nothing in the contents should be construed as asserting or implying U.S. Government authentication of information or Agency endorsement of the authors’ views. This material has been reviewed by the CIA to prevent the disclosure of classified information.
Case Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ponzi Schemes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sources:  www.sec.gov  and http://en.wikipedia.org/wiki/Ponzi_scheme
Deception ,[object Object],[object Object],[object Object],[object Object],[object Object]
Means, Opportunity, and Motive ,[object Object],[object Object],[object Object],[object Object]
Deception Cycle Targets the Vulnerable Mind The Vulnerable Mind Analyst  or  decisionmaker Ambiguous, uncertain, inconsistent, contradictory, or missing information Flawed perceptions and judgments Decisions and actions that benefit the deceiver Deception story Channels, delays, and noise Reconstructed Story Deception Objective Deception planners exploit target’s, expectations, preconceptions, beliefs, fears, and biases. The deception story is presented to the target through multiple channels known to be monitored by the target. Target reconstructs the basic elements of the deceiver’s story, and since it is consistent with the target’s beliefs, it is accepted and acted upon in the manner the deceiver intended.
Why Does Deception Work? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Gilovich – Determinants of Questionable Beliefs Something from nothing Too much from too little Seeing what we want to see Believing what we are told The imagined agreement of others ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Seeing what we expect to see Cognitive Motivational/Social Source: Gilovich, T.,  How We Know What Isn’t So: The Fallibility of Human Reason in Everyday Life , 1991.
Impact of Cognitive Bias “ It was like a religion,” Wolfer says of the promise of steady returns, which would be echoed by other acolytes. “These people firmly believed in the  story.” –  Seattle Times Only about half of the money was taken out, the people say, indicating that many clients preferred Madoff's returns to Gruebel's advice. –  Seattle Times “ Many of our clients do not have the time, the ability, or the interest to meet the actual person who’s going to execute the trade or structure the investment.” –  Condé Nast Portfolio “ Madoff apparently figured out what industry insiders have known for years: More than agents, more than lawyers, business managers are the financial gatekeepers to Hollywood’s elite”. –  Condé Nast Portfolio “ In a social setting — that’s where it always happened,” said Jerry Reisman, a lawyer from Garden City, N.Y., who knew Mr. Madoff socially. “Country clubs, golf courses, locker rooms.  Recommendations, word of mouth. That’s how it was done.” –  New York Times ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Believing What We Are Told Seeing What We Expect To See Too Much From Too Little
Fundamental Principles of Deception All deception works within the context of what is true. All deception requires deceit. Deception depends on manipulating what the target registers. Deception Truth Deceit Misdirection Provides the target with real data and accurate information Provides the target with false data and wrong or misleading information Determines  where  and  when  the target’s attention is focused – what the target registers Influences how the target registers, processes, and perceives data and information and, ultimately, what the target believes and does Denial Blocks the target’s access to real data and accurate information Denying the target access to the truth is the prerequisite to all deception.
Principles of Deception and  Heuristics and Biases All deception works within the context of what is true. All deception requires deceit. Deception depends on manipulating what the target registers. Deception Principles Truth Deceit Misdirection Influences how the target registers, processes, and perceives data and information and, ultimately, what the target believes and does Denial Denying the target access to the truth is the prerequisite to all deception. The source of expectations, preconceptions, and beliefs Out of sight, out of mind Reinforcing the biases Diverting attention and reducing suspicion
Counterdeception ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Principles of Counterdeception Target’s observations The Prepared Mind The Prepared Organization Target’s decisions & actions Awareness Detection & exposure Discovery & penetration Negate or mitigate effects Exploit Target’s Perception & Understanding Know Yourself Know Your Adversary Know Your Channels Know Your Situation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Principles of Counterdeception Source: Bennett, M. and E. Waltz,  Counterdeception Principles and Applications for National Security , Artech House, Inc., 2007. Human reasoning capabilities Organizational measures
Characteristics of the Vulnerable Mind Cognitive Heuristics and Biases The Vulnerable Mind Something from nothing Too much from too little Seeing what we want to see Believing what we are told The imagined belief of others ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Seeing what we expect to see ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cultural Biases and Personal Experience Organizational Biases Gilovich’s Determinants of Belief Ambiguous,  inconsistent, contradictory, or missing information
Characteristics of the Vulnerable Organization “ Our staff lives to bring cases, particularly big and difficult cases…If we had more resources we could clearly do more.” -  Linda Chatman Thomsen, chief of the SEC’s enforcement division, Forbes.com “ The SEC also never shared information with Finra about the whistle-blower complaints against Madoff.” –  Forbes.com “ Our current fragmented regulatory system can allow bad actors to engage in misconduct outside the view and reach of some regulators.” –  Stephen Luparello, interim CFO of the Financial Industry Regulatory Authority, Forbes.com Limitations, weaknesses, and biases The Vulnerable Organization Rules, policies, and standard operating procedures to be effective and efficient Division of labor and specialization Hierarchical structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Large Organizations ,[object Object],[object Object]
The Best Defense ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ I am deeply concerned that Madoff is running a very sophisticated fraudulent pyramid scheme,” stated an October 2005 e-mail to the SEC from an anonymous “concerned investor” who claimed the suspicions led him or her to withdraw more than $5 million from  Madoff's investment fund. “ Although I cannot point to anything concrete, their returns of 12% to 18% annually for the last 20 years or so tells me something is wrong there,” the whistle-blower wrote. “If you can look into their operation, perhaps it will reveal a greater truth.” –  USAToday.com
Know Yourself ,[object Object],[object Object],[object Object],[object Object]
Know Your Adversary ,[object Object],[object Object],And yet, just about anybody who actually took the time to kick the tires of Mr. Madoff’s operation tended to run in the other direction. James R. Hedges IV, who runs an advisory firm called LJH Global Investments, says that in 1997 he spent two hours asking Mr. Madoff basic questions about his operation. “The explanation of his strategy, the consistency of his returns, the way he withheld information — it was a very clear set of warning signs,” said Mr. Hedges. When you look at the list of Madoff victims, it contains a lot of high-profile names — but almost no serious institutional investors or endowments. They insist on knowing the kind of information Mr. Madoff refused to supply. –  New York Times “ The more one has a reputation for honesty—the easier it is to lie convincingly.”   –  Michael Handel, War, Strategy, and Intelligence
Know Your Situation ,[object Object],[object Object],Asked how long it took him to figure out something was wrong, Markopolos said, “It took me five minutes to know that it was a fraud. It took me another almost four hours of mathematical modeling to prove that it was a fraud.” It was the performance line that Markopolos said caught his attention.  “As we know, markets go up and down, and his only went up. He had very few down months. Only four percent of the months were down months. And that would be equivalent to a baseball player in the major leagues batting .960 for a year. Clearly impossible. You would suspect cheating immediately.”   “ Maybe he was just good,” Kroft remarked. “ No one's that good,” Markopolos said. –  CBSNews.com
Know Your Channels ,[object Object],[object Object],[object Object],Credibility  is context dependent! Credibility must NEVER be taken for granted!
It’s Not Just Investment Fraud ,[object Object],[object Object],“ It just sounded too good to be true.” –  Condé Nast Portfolio
Thank You! ,[object Object]

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Madoff Rotary Presentation Apr23

  • 1. Principles of Deception and Counterdeception The Bernard Madoff Case Michael Bennett April 2009 All statements of fact, opinion, or analysis expressed are those of the author and do not reflect the official positions or views of the CIA or any other U.S. Government agency. Nothing in the contents should be construed as asserting or implying U.S. Government authentication of information or Agency endorsement of the authors’ views. This material has been reviewed by the CIA to prevent the disclosure of classified information.
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  • 6. Deception Cycle Targets the Vulnerable Mind The Vulnerable Mind Analyst or decisionmaker Ambiguous, uncertain, inconsistent, contradictory, or missing information Flawed perceptions and judgments Decisions and actions that benefit the deceiver Deception story Channels, delays, and noise Reconstructed Story Deception Objective Deception planners exploit target’s, expectations, preconceptions, beliefs, fears, and biases. The deception story is presented to the target through multiple channels known to be monitored by the target. Target reconstructs the basic elements of the deceiver’s story, and since it is consistent with the target’s beliefs, it is accepted and acted upon in the manner the deceiver intended.
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  • 10. Fundamental Principles of Deception All deception works within the context of what is true. All deception requires deceit. Deception depends on manipulating what the target registers. Deception Truth Deceit Misdirection Provides the target with real data and accurate information Provides the target with false data and wrong or misleading information Determines where and when the target’s attention is focused – what the target registers Influences how the target registers, processes, and perceives data and information and, ultimately, what the target believes and does Denial Blocks the target’s access to real data and accurate information Denying the target access to the truth is the prerequisite to all deception.
  • 11. Principles of Deception and Heuristics and Biases All deception works within the context of what is true. All deception requires deceit. Deception depends on manipulating what the target registers. Deception Principles Truth Deceit Misdirection Influences how the target registers, processes, and perceives data and information and, ultimately, what the target believes and does Denial Denying the target access to the truth is the prerequisite to all deception. The source of expectations, preconceptions, and beliefs Out of sight, out of mind Reinforcing the biases Diverting attention and reducing suspicion
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