Favouritism — how to spot it and what to do

Favouritism shows up when someone is treated better for reasons other than merit. It happens at work, in politics, in sports teams and even in schools. You might feel it as unfair advantages, skipped rules, or decisions that don’t match performance. This page helps you recognise favouritism, explains why it happens, and gives practical steps you can take.

Common signs of favouritism

Watch for repeated patterns. Someone getting promotions, perks, or public praise despite weaker results is a red flag. Look for rule exceptions: deadlines extended, warnings ignored, or resources redirected to one person or group. Meetings where certain voices always sway decisions or where feedback for some is ignored also point to bias. Finally, if complaints about the behaviour are dismissed without review, favouritism is likely influencing decisions.

Favouritism isn’t always loud. Sometimes it’s subtle: small favours, private conversations that shape outcomes, or an informal network that decides who gets opportunities. Pay attention to patterns over time rather than single incidents.

Why favouritism happens

People play favourites for many reasons: personal relationships, shared backgrounds, pressure to keep high performers happy, or political gain. In organisations, leaders sometimes pick safe or familiar choices instead of fair ones. In politics, favouritism can win loyalty. In sports or schools, coaches and teachers may unconsciously favour those they relate to. Bias, whether conscious or not, often drives these choices.

Understanding the cause helps with the right response. If favouritism is personal, direct conversation may help. If it’s structural—like a lack of transparent rules—you’ll need stronger steps like formal complaints or policy changes.

So what can you do when you see favouritism? Start by documenting specific examples: dates, actions, outcomes and witnesses. Clear notes make your case stronger and limit misunderstandings. If it’s safe, try a calm one-on-one conversation to raise the issue. Sometimes people don’t realise their actions look unfair.

If private talk doesn’t work or feels risky, use formal channels: HR, union reps, an ombudsman, or a trusted senior. Focus on facts and impact rather than accusations. Ask for transparent decision-making, clear criteria for promotions or rewards, and independent review of contested actions.

When you can, push for systemic fixes: published evaluation criteria, rotating assignment processes, and anonymous feedback systems. Those changes reduce room for favourites and protect everyone. If you’re in a leadership role, model fairness: explain decisions, apply rules consistently, and welcome diverse opinions.

Favouritism damages trust and morale, but clear evidence and measured action can fix it. Use facts, follow procedures, and push for transparency. That’s the quickest way to make things fairer for everyone.