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Lying and deception are common human activities and may occur in a wide variety of clinical contexts. These behaviours implicate higher neural systems within the brains of humans and other primates. Recent functional neuroimaging studies suggest that prefrontal and anterior cingulate cortices are particularly engaged during certain forms of deception, hence, that executive processes support deceit. Congruent with the latter position is the finding that lies take longer to execute than truthful responses. To date, no functional neuroimaging study has demonstrated brain regions exhibiting greater activation during truth telling (compared with lying). Although the latter may reflect a Type II error, it also supports the hypothesis that truthfulness comprises a relative baseline in human cognition and communication. Those psychiatric disorders particularly associated with the practice of deception are varied both in aetiology and the degree to which deceit is central to their conceptualisation. Nevertheless, the deceiving human is likely to be engaging components of their cognitive executive system, a proposal with implications for societal notions of responsibility and mitigation. A successful lie denotes a functioning executive.

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Intercollegiate athletics directors (ADs) in the United States are high-profile representatives of their departments and universities. Their publics include media, sponsors, donors, fans, faculty, students, and government officials. However, few studies have explored ADs from a public relations perspective, especially regarding their understandings of public relations. Therefore, the purpose of this study was to learn how ADs understand public relations in the context of their athletics departments. A phenomenological approach was used to pursue this purpose. In-depth interviews were conducted with 12 National Collegiate Athletic Association (NCAA) Division I ADs. Their transcripts were analyzed using comparative-analysis procedures. The findings show that the participants understand public relations as integrated impression management: a combination of image, message, and action/interaction. Integrated impression management ties into ideas from Goffman (1959), as well as systems theories of public relations. However, the results also imply that ADs do not necessarily separate public relations from other disciplines such as marketing.