A pet project is an effort that has captured organizational resources beyond the levels that correspond to its degree of organizational support. Usually we associate pet projects with specific individuals — those with some means of allocating resources to the project. In the metaphor, these individuals are "nurturing" or "keeping" their pets.
What motivates nurturers of pet projects? Here are some possibilities.
- Some nurturers adopt or conceive pet projects because they believe success will aid them in competition with peers for recognition, promotion and organizational prominence. They want to get ahead.
- Nurturers sometimes identify with their pets. Those who do identify make a direct connection between project travails and personal travails; between project failure and personal failure; and between project success and personal success.
- Some pet projects confer benefits on parties other than their nurturers, such as customers or suppliers. For instance, the pet project might lead to dramatically increased sales for a particular supplier if the project is adopted and expanded by the organization. The nurturers of these projects sometimes make arrangements with these beneficiaries to kick back some of those benefits to the nurturer, possibly in hidden and potentially illegal or unethical ways.
- Some nurturers find their pet projects so fascinating that they take great risks just to have the opportunity to pursue them. They're hooked.
- Nurturers Attaching oneself to someone's
pet project can be a risky
career movesometimes seek to differentiate themselves from colleagues in incontestable ways. They hope that their pet projects will demonstrate their personally unique capabilities, vision or insight.
- Involved in debates long ago, having had their own positions rejected, some nurturers pursue pet projects almost single-mindedly to prove the rightness of their past claims. This pursuit can endure even after those who opposed the nurturers have left the organization.
Since all of these motives are primarily personal, the focus of the nurturer's attention is also mostly personal. Attaching oneself to the pet projects of these nurturers can therefore be a risky career move, because the nurturer and anyone affiliated with the project can be reassigned, stigmatized or worse, when the organization discovers the project.
But there is one additional motivation that does create true opportunities both for the organization and its people. Some nurturers have a vision for what could be that transcends the present state of things. Unfortunately, from their position in the organization, they've so far been unable to persuade the organization of the importance of the vision. They might lack the skills of influence, or their genius might be so advanced that the organization simply cannot grasp the concept. For these nurturers, a pet project is the best available alternative.
Working for, collaborating with, supervising, or aiding these visionaries can be both stimulating and rewarding. The trick is identifying them.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenFVbmEtmoTAFjHzfRner@ChacVIdIQDmqvtdXgHsXoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Workplace Politics:
- Top Ten Signs of a Blaming Culture
- The quality of an organization's culture is the key to high performance. An organization with a blaming
culture can't perform at a high level, because its people can't take reasonable risks. How can you tell
whether you work in a blaming culture?
- When You're the Least of the Best: I
- The path to the pinnacle of many professions leads through an initiate or intern stage in which the
new professional plays a role designed to facilitate learning, especially from those more experienced.
For some, this role is frustrating and difficult. Comfort in the role makes learning its lessons easier.
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront
or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- The Power and Hazards of Anecdotes: I
- Anecdotes are short stories — sometimes just a single sentence. They're powerful tools of persuasion,
but they can also be dangerous, to both anecdote tellers and anecdote listeners.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAUkZjLvCycHwJxDSner@ChacinWpqrgVafKnMgpIoCanyon.com or (617) 491-6289, 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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.