The Perils of Political Praise

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.

At your next opportunity to praise someone, think carefully about how you phrase it. If you were the praisee, how would it feel?  Top    Next Issue

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More about scope creep

Some Causes of Scope Creep  [September 4, 2002]

When we suddenly realize that our project's scope has expanded far beyond its initial boundaries á#8212â when we have that how-did-we-ever-get-here feeling á#8212â we're experiencing the downside of scope creep. Preventing scope creep starts with understanding how it happens.

Scopemonging: When Scope Creep Is Intentional  [August 22, 2007]

Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.

More Indicators of Scopemonging  [August 29, 2007]

Scope creep á#8212â the tendency of some projects to expand their goals á#8212â 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 Deck Chairs of the ``Em''Titanic``/Em'': Task Duration  [June 22, 2011]

Much of what we call ``Em''work``/Em'' is as futile and irrelevant as rearranging the deck chairs of the ``Em''Titanic``/Em''. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend task duration.

The Deck Chairs of the ``Em''Titanic``/Em'': Strategy  [June 29, 2011]

Much of what we call ``Em''work``/Em'' is about as effective and relevant as rearranging the deck chairs of the ``Em''Titanic``/Em''. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.

Ground Level Sources of Scope Creep  [July 18, 2012]

We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members á#8212â and others as well á#8212â can contribute to the problem.

Scope Creep and the Planning Fallacy  [February 19, 2014]

Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.

Scope Creep, Hot Hands, and the Illusion of Control  [February 26, 2014]

Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable to prevent it. Two cognitive biases á#8212â the "hot hand fallacy" and "the illusion of control" á#8212â might provide explanations.

Scope Creep and Confirmation Bias  [March 12, 2014]

As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.

On Planning in Plan-Hostile Environments: I  [April 23, 2025]

In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment.

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