How Pet Projects Get Resources: Cleverness

It isn't surprising when some pet projects get resources — perhaps their nurturers answer to no one, or they abuse their authority. But some pet projects thrive even when their nurturers lack absolute power and seem to have done nothing wrong. Somehow they've found ways to feed their pets without violating organizational policy — or, at least, not much.

In last week's edition, we examined how nurturers of pet projects can abuse their authority to secure resources. Here are some methods that don't necessarily involve abuse of authority, but do depend on cleverness.

Legitimate circumvention of policy intent

Sometimes resources flow to pet projects by secretive redirection. In some cases this involves falsification of records, but sometimes the projects' nurturers have exploited flexibility or openings in organizational policy.

Since even the most primitive control systems involve several people, this technique usually requires collaboration among several individuals, which is difficult to arrange unless the activity is at least superficially legitimate. It's wise to regard these incidents as indicators of (possibly benign) policy defects.

Exchange of political favors

In an I-scratch-your-back-you-scratch-mine exchange, two people with access to resources trade those resources, nurturing each other's pets. On the surface, each resource-owner's contribution is legitimate.

Detecting this tactic is complicated when the exchange crosses supervisory boundaries, because it requires visibility at organizational levels higher than the supervisor of each party to the exchange. It's wise to regard these incidents as indicators of defects in compliance monitoring.

Scavenging, surplus and mistakes

Occasionally, possibly as a result of accounting errors, surplus or idle resources become available to anyone who wants them. For instance, some engineering consulting firms have internal R&D programs intended for development of expertise, but these programs can sometimes be deflected to pet projects.

In many Surplus or idle resources
sometimes become available
to anyone who wants theminstances, the losses to the organization resulting from deflecting these resources are acceptable. Detecting the deflection might not result in much advantage to the organization. But when internal development programs are a means of implementing important strategic decisions, monitoring the use of their resources to inhibit redirection to pet projects can add significant value to the program.

Gifts from above

At times — usually at the nurturer's request — the nurturer's supervisor might bestow a gift of resources on the pet project, knowing that the organization would not support the project to that extent through routine channels.

Motivations for such gifts can include a desire to assist the career of the subordinate, and a desire to see the pet project progress. Preventing these gifts might not be advisable, because prevention could conflict with the supervisor's appropriate independence.

By whatever means nurturers secure resources for their pets, they do so in contravention of organizational intent. Fortunately, pet projects do sometimes benefit the organization, and perhaps that's one reason why they're here to stay. First in this series   Top    Next Issue

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