When someone praises you publicly, instead of objectively reporting your praiseworthy deeds, the praise sometimes characterizes them in a particularly self-serving way. If you don't object to the characterization right then and there, you might seem to approve the characterization. If you do object, you risk appearing ungrateful. For the one praised, political praise can be lose-lose.
For example, suppose you had been ordered by your supervisor to cancel a project that you championed, and which you truly believe is essential to organizational success. You argued passionately against cancellation, but you failed. Your supervisor then required you to "explain the cancellation as being in the organization's best long-term interests." Several months later, in a meeting with you, your boss, his peers, and his supervisor, he praises you for your "courageous and selfless" decision to terminate the project voluntarily. You're disgusted by the misrepresentation, but what can you do?
When political praise happens once or rarely, it could be a mistake. But if the praiser has a pattern of doing this, it might be an act of intention. As such, it's unethical, because it's based on a deprivation of personal freedom.
Here's how it works: The praiser counts on the praisee's unwillingness to dispute the characterization, because of the praisee's desire to receive the benefits of the praise, or to avoid appearing petty or insubordinate. Thus, in exchange for meting out some (often grudging) praise, the praiser has an unchallenged opportunity to characterize the deed or decision so as to fit the praiser's agenda, which might be counter to the praisee's agenda. In effect, by praising someone magnanimously, the praiser advances the praiser's agenda.
What can you do?
- As the praisee
- Not much. Most praisee responses intended to dispute the characterization portion of political praise will seem petty and vindictive. The cost of trying to put things right usually exceeds the benefits by a substantial amount.
- As a bystander
- Bystanders have many more options. The more neutral the bystander's position seems relative to the dispute at hand, the more powerful will be any stated objections. Supervisors of political praisers
can deal with political praise
as a performance issueBy disputing any unfair characterization, while affirming the generously offered praise, the bystander will seem — and will actually be — fair and objective. The bystander thus elevates the ethical standard for the organization, and reduces the benefits of political praise.
- As a supervisor of a political praiser
- Supervisors of political praisers can deal with political praise as a performance issue. Require the praiser to apologize privately to the praisee, and to make a public statement correcting any unfair characterizations. Require advance approval of both the apology and the correcting statement, and let the praiser know that future incidents will be dealt with more severely.
For more about scope creep, see "Ground Level Sources of Scope Creep," Point Lookout for July 18, 2012; "More Indicators of Scopemonging," Point Lookout for August 29, 2007; "Scopemonging: When Scope Creep Is Intentional," Point Lookout for August 22, 2007; "Some Causes of Scope Creep," Point Lookout for September 4, 2002; "The Deck Chairs of the Titanic: Strategy," Point Lookout for June 29, 2011; and "The Deck Chairs of the Titanic: Task Duration," Point Lookout for June 22, 2011.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenioQfiXInKkzIsezdner@ChacQnCnfweBnNOGWtiZoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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Read more about this program. Here's an upcoming date
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Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.