Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 20, Issue 18;   April 29, 2020: Intentionally Misreporting Status: II

Intentionally Misreporting Status: II


When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. Reporting the real situation can be so difficult, in part, because of fear, ambition, and self-delusion.
The lies inside the truth

Falsely negative reports and falsely positive reports are very different beasts. Because the vast majority of false status reports are falsely positive or falsely optimistic, let me first address falsely negative status reports. Then we can set them aside.

Falsely negative status reports are reports that shade the truth in a direction disfavored by the reports' recipients. In my experience, I've never witnessed an executive, a manager, or a project manager report intentionally falsely negative status for his or her own efforts. To do so would only invite criticism of the report's author. In my experience, falsely negative reports are rarely delivered through the usual channels. They're almost always delivered informally, confidentially, and rarely in writing. Falsely negative reports are almost always elements of campaigns intended to harm the careers of political rivals, or to transfer responsibility for failure from the author to someone else.

Nevertheless, those upon whom truthfully negative or disappointing status reports reflect poorly often assert that those status reports are inaccurate or false. It's usually a reasonable tactic for them to try. But when the author of the report has overall responsibility for the work in question, accusing that author of making a falsely negative report is an odd and puzzling tactic, because the author has little to gain and much to lose by reporting falsely that his or her own project is troubled.

So with the exception of their use in political warfare, falsely negative reports are of little interest. Let me now turn to falsely positive status reports.

Among false The temptation to shade a status
report in the favorable direction
can be as strong for the author
as it is harmful to the enterprise
status reports, the field of falsely positive status reports is by far the more fertile. Falsely positive reports are reports that shade the truth in the direction favored by the recipients. The temptation to shade the report in the favorable direction can be as strong for the author as it is harmful to the enterprise. Because the author's superiors can be just as susceptible to temptation as the author of the report, even when status report authors can resist temptation, they might be directed by their superiors to file a falsely positive report.

To understand these temptations, begin by surveying possible motivations. Among the usual motivations for shading status reports are fear, ambition, and self-delusion.

Fear might arise from the speculation, "If I report the awful truth, they'll kill the messenger — me." And so, to "manage" the risk of messenger killing, the author reports what the author believes the recipients want to hear.
If you work in an organization in which people fear reporting the truth, decision makers probably have a very distorted view of reality. The distortion arises from misinformation they receive from anyone who has been punished for delivering disappointing news, and from anyone who has witnessed such punishment. Even worse, "killing messengers" increases risk aversion in the subject population to such an extent that people decline to take even the most reasonable risks. [Brenner 2001] The result is a reshaping of the organization into a configuration that's unreasonably risk-averse. Moreover, managers can't manage the organization properly because their understanding of the organization's situation is incorrect.
Excessive ambition might lead to the hope that, "If I embellish the good, or conceal the bad, I might harvest some goodies and move on before they learn the truth." And so, to advance their careers as quickly as possible, the authors of some falsely positive status reports make their own output seem far better than it is by lying about it.
The consequences of this misrepresentation include some that are similar to the consequences of fear. For example, as a result of ambition-driven status reporting, management acquires a false sense of the state of the organization.
But it gets worse. As a result of the ambitions of authors of falsely positive status reports, management also acquires a false sense of who the top performers are. Because of this false sense, they misallocate responsibility and resources, promoting people who should be discharged, discharging people who should be promoted, and funding the wrong projects. With a greater share of the organizational power and resources in the control of ambitious liars, the future of the organization becomes increasingly clouded.
Self-delusion — believing that reality will inevitably conform to one's preferences — might tempt some to report falsely positive status. This temptation might arise from the belief that "If I embellish the good or conceal the bad, reality might catch up to my falsely positive report before anyone realizes the report was false." And so, to avoid accountability, unpleasantness, or "emergency review" meetings, or to create joy in their superiors' minds, report authors report what they think and fervently hope will become true real soon now.
Sometimes this approach works. When it does work, the benefit gained is minor, because no one ever becomes aware of catastrophes that don't happen. The recipients of the falsely positive report are unimpressed when the project catches up to the report, because they had been led to expect it. "Ho-hum" is their response.
But when this approach fails, it fails spectacularly. People ask questions: "What went wrong?" or, "I thought you said it was working, what happened?" Or, the dreaded, "When did you find out it wasn't working?" And "Why didn't you tell us immediately?" One lie leads to another and another and soon the subterfuge is revealed. The authors of such reports are lucky if they can remain in their jobs.

Even if you don't personally succumb to any of these temptations, remaining in an organization where these patterns are common can be a high-risk decision, because they threaten management effectiveness. If your supervisor directs you to report false positive status, you might have little choice but to comply, but recognize that the health of the enterprise is questionable. An early exit from the organization is advisable if you can find a way to make it happen in an acceptable manner. First in this series  Go to top Top  Next issue: New Virtual Meetings for Teams  Next Issue

303 Secrets of Workplace PoliticsIs 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


Comprehensive list of all citations from all editions of Point Lookout
[Brenner 2001]
Richard Brenner. "Never, Ever, Kill the Messenger," Point Lookout blog, November 7, 2001. Available here. Back

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

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

Scott McLellan, White House Press Secretary, 2003-2006Devious Political Tactics: Cutouts
Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts, operators can manipulate their environments while limiting their personal risk. How can you detect cutouts? And what can you do about them?
Small cage with canary used in testing for carbon monoxide after the Hollinger Mine fire on February 10, 1928On Being the Canary
Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are the risks? What are the risks of not raising the issue?
Comparison of energy consumption of compact fluorescent bulbs with incandescent bulbsWhat Insubordinate Nonsubordinates Want: II
When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
Franz Halder, German general and the chief of staff of the Army High Command (OKH) in Nazi Germany from 1938 until September 1942Capability Inversions and the Dunning-Kruger Effect
A capability inversion occurs when the person in charge of an effort is far less knowledgeable about the work involved or its purpose than are the people doing that work. In capability inversions, the Dunning-Kruger effect can intensify group dysfunction, sometimes severely disrupting the effort.
A meeting held in a long conference room.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 Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

The Leonard P. Zakim Bunker Hill BridgeComing May 29: Rescheduling: Project Factors
Rescheduling is what we do when we can no longer honor the schedule we have now. Of all causes of rescheduling, the more controllable are those found at the project level. Attending to them in one project can limit their effects on other projects. Available here and by RSS on May 29.
A switch in the tracks of a city tramwayAnd on June 5: The Reactive Rescheduling Cycle
When the current schedule is no longer viable, we reschedule. But rescheduling is unlike devising a schedule before work has begun. People know that we're "behind" and taking time to reschedule only makes things worse. Political pressure doesn't help. Available here and by RSS on June 5.

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:

Reprinting this article

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

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.