Projection Errors at Work

One class of errors in judgment is what psychologists call projection errors. A projection error is the unconscious assumption that others think, feel, judge, or perceive more or less what we do. For instance, those who drink (abstain from) alcohol tend to overestimate (underestimate) the drinking habits of others. This phenomenon is common, but we tend to underestimate its importance at work.

Underestimating the incidence of projection errors is itself a projection error. For instance, those who believe that they make our work-related decisions only on solid, legitimate bases tend to believe that others do, too. On the other hand, those who believe that at times it is necessary to make decisions on more "convenient" bases, regard those who make only principled choices as weak and naïve. Because the more ruthless among us want to see themselves as strong, they project their own "weakness" on others, and conclude that most people operate in a straightforward manner. From whichever side of the fence we view our colleagues, we see their choices as relatively freer of projection errors than they actually are.

Here are three examples of situations in which projection errors tend to occur at work.

Negotiation

In negotiations, the assumption that the negotiation partner behaves rationally (by our own lights) is a common form of the error. For example, when we "sweeten" an offer, using incentives we believe will be attractive, we rarely consider the possibility that external constraints unrelated to the negotiation might prevent the acceptance of any offer whatsoever. When our offers are rejected, we label the rejections as irrational.

Keep an open mind about the motives of and constraints upon negotiation partners.

Performance reviews

Keep an open mind about
the motives of and constraints
upon negotiation partners

In performance reviews, the supervisor is at risk of making a projection error when some aspect of the subordinate's behavior happens to match a weakness of the supervisor. As a defense against his or her own feelings of fallibility, the supervisor might then "ding" the subordinate for the behavior that the supervisor unconsciously exhibits.

When undertaking a performance review, meditate on similarities between yourself and your subordinate. When you find a shared weakness, be especially alert to projection errors.

Workplace politics

Most of us, from time to time, have dark motives we hold in check, and dark thoughts on which we do not act. We feel bad about them, and sometimes we have uncomfortable feelings about them. To protect ourselves from this discomfort, we sometimes project these dark thoughts onto others. We attribute dark motives to rivals, whether or not we have evidence for such motives. Relationships suffer.

Your enemy might not really be your enemy. You might just be having difficulty with a part of yourself.

Projection errors abound elsewhere, too. To detect a possible projection error, look for strong reactions to people — positive or negative. When you find one, consider the possibility that the two of you share something of which you might not be fully aware.  Top    Next Issue

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

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.

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 Workplace Politics:

Devious Political Tactics: The False Opportunity

Workplace politics can make any environment dangerous, both to your career and to your health. This excerpt from my little catalog of devious political tactics describes the false opportunity, which appears to be a chance to perform, to contribute, or to make a real difference. It's often something else.

There Are No Micromanagers

If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

More Indicators of Scopemonging

Scope creep — the tendency of some projects to expand their goals — is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.

The Advantages of Political Attack: II

In workplace politics, attackers are often surprisingly successful with even the flimsiest assertions. Often, they prevail, in part, because they can choose the time and venue for their attacks. They also have the advantage of preparation. How can targets respond effectively?

Multi-Expert Consensus

Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact.

See also Workplace Politics and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming March 3: Risk Acceptance: One Path

When a project team decides to accept a risk, and when their project eventually experiences that risk, a natural question arises: What were they thinking? Cognitive biases, other psychological phenomena, and organizational dysfunction all can play roles. Available here and by RSS on March 3.

And on March 10: On Repeatable Blunders

When organizations make mistakes, they sometimes acknowledge them and learn how to avoid repeating them. And sometimes they conceal them or even deny they happened. When they conceal mistakes or deny they occurred, repetition is more likely. Available here and by RSS on March 10.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGBFYqdeDxZESDSsjner@ChacmtFQZGrwOdySPdSsoCanyon.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

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.