Much research within the field of MIS has been devoted to the use of collaborative technology by decision makers and the impact computer-mediated communication (CMC) has on collaborative work. Yet, there may be some unintended consequences for users of CMC, if someone involved in the joint effort decides to take the opportunity to deceive the others involved. In this chapter, we posit that CMC offers would-be deceivers advantages that otherwise do not exist with more traditional, richer media, using past research and established theories to help explain why. We review some of the findings from our ongoing research effort in this area and explain how difficult it is for computer users to detect deception, when it occurs. Finally, we discuss how the art of deception in computer-mediated collaboration potentially can affect both the current effort and future efforts of those involved, and we offer our thoughts on some of the factors CMC practitioners should consider when trying to combat computer-mediated deception.