Lying is, unfortunately, quite prevalent in everyday life. One prominent study found that people tell, on average, one or two lies every day. Negotiators are no exception. Deception is thus one of the intangibles that negotiators have to prepare for and take steps to prevent.

Many people assume that the solution is to get better at detecting deception. But humans are particularly inept at recognizing lies that are cloaked in flattery: we’re wired to readily accept information that conforms to our preexisting assumptions or hopes.

Is there anything you can do to ensure you’re not duped in a negotiation? Yes, if you focus on prevention rather than detection.

Ask the right questions: Most people like to think of themselves as honest. Yet many negotiators guard sensitive information that could undermine their competitive position. In other words, they lie by omission, failing to volunteer pertinent facts. The risk of not getting the whole story is why it’s so important to test your negotiating partners with direct questions. People are less likely to lie if questioners make pessimistic assumptions (“This business will need some new equipment soon, right?”) rather than optimistic ones (“The equipment is in good order, right?”). It seems to be easier for people to lie by affirming an untrue statement than by negating a true statement.

Watch for Dodging: Savvy counterparts often get around direct questions by answering not what they were asked but what they wish they’d been asked. And, unfortunately, we are not naturally gifted at detecting this sort of evasiveness. So take time after each response to consider whether it actually provided the information you sought. Only when the answer to that question is “yes” should you move on to the next issue.

Summing-up: Lying surrounds us —and can be a real impediment to the creation of value in negotiation. The good news is that deploying science-backed strategies can go a long way toward bringing out the best in negotiations —and in the parties involved.