Pygmalion Side Effects: Bowling a Strike

Many managers know of the Pygmalion Effect, in which our expectations not only influence how we see employee performance, but also influence the employee's performance. This happens because we telegraph our expectations through tiny cues that are out of our awareness. When people pick up these cues, their behavior tends toward our expectations, and our expectations become self-fulfilling prophecies.

You might know this from personal experience. Perhaps your supervisor expected the best of you, and you delivered, and felt great. Or perhaps you were expected to fail, and you did. It's difficult to excel when your supervisor thinks you're a loser.

But there's much more to it than the Pygmalion Effect — there are the Pygmalion Side Effects. Managers who leave in place employees whom they believe are poor performers risk lost productivity, higher turnover, and interpersonal conflict, not only among the poor performers, but among other employees, too.

For example, the people around Elise also pick up on Alton's low opinion of her, which influences their expectations and how they behave toward Elise. They're less accepting of her contributions, and they might come to distrust her and even dislike her. These Pygmalion Side Effects influence Elise's performance, perhaps even more than the original Pygmalion Effect.

And the team's Managers who leave poor
performers in place risk triggering
the Pygmalion Side Effects —
lost productivity among
other employeesperformance can degrade. With or without a spoken agreement, the team might isolate Elise, depriving itself of contributions she might have made. Team members might second-guess her work, or distrust her opinions, or they might even reject her valid contributions. Interpersonal conflict can erupt, and that can lead to defects and project delays.

The Pygmalion Side Effects are something like bowling a strike. The bowling ball itself knocks down some of the pins, but most of the pins are knocked down by other pins.

If you're a manager, what can you do about a poor performer?

Beware perceptions

Recognize that it's possible that you're seeing the performance as poorer than it is. You can clear this up only by greater first-person involvement with the work of your organization — the whole organization. Email and third-hand communications are not first-person involvement.

Change something — carefully

If there's a performance issue, your best options are training, reassignment, transfer, or termination. Leaving poor performers in place and hoping for the best isn't likely to work, and could threaten team performance.

Go for the root cause

In today's highly interconnected work teams, evaluating personal performance can be difficult. If someone isn't doing well, some of the rest of the team could be playing a role. If you terminate a "poor performer" when the root cause is actually elsewhere in the team, the team will likely produce a new "poor performer."

The next time you're thinking about someone's poor performance, try not to bowl a strike.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

For a discussion of the connection between confirmation bias and the Pygmalion effect, see "Confirmation Bias: Workplace Consequences Part II," Point Lookout for November 30, 2011.

For more on the Pygmalion Effect, see:

• J.S. Livingston, "Pygmalion in Management." Harvard Business Review, reprint #88509, in The Best of the Harvard Business Review, Harvard Business School Press, 1991.
• "Expectations May Alter Outcomes Far More Than We Realize," by Sharon Begley, in The Wall Street Journal, p. B1, November 7, 2003.

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Double Your Downsizing Damage

Some people believe that senior management is actually trying to hurt their company by downsizing. If they are they're doing a pretty bad job of it. Here's a handy checklist for evaluating the performance of your company's downsizers.

Trying to Do It Right the First Time Isn't Always Best

You've probably heard the slogan, "Do it right the first time." It makes sense for some kinds of work, but not for all. For more and more of the work done in modern organizations, doing it right the first time — or even trying to — might be the wrong way to go.

Business Fads and Their Value

Fads in business come and go, like fads anywhere. In business, though, their effects can be so expensive that they threaten the enterprise. Still, the ideas and methods that become fads can have intrinsic value. Where does that value come from? Where does it go?

How to Get Overwhelmed

Here's a field manual for those who want to get overwhelmed by all the work they have to do. If you're already overwhelmed, it might explain how things got that way.

Defect Streams and Their Sources

Regarding defects as elements of a stream provides a perspective that aids in identifying causes other than negligence. Examples of root causes are unfunded mandates, misallocation of the cost of procedure competence, and frequent changes in procedures.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming April 24: Antipatterns for Time-Constrained Communication: 1

Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.

And on May 1: Antipatterns for Time-Constrained Communication: 2

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info