In recent years, as societies have become increasingly polarized, companies have been positioning themselves on contemporary and controversial social issues ever more frequently. Over the last few years, there has been a boom in publications on corporate social advocacy (CSA) and in particular in (mostly experimental) stakeholder surveys. This is the starting point for this paper, which goes on to present a theoretical framework and outline practical implications. The paper first discusses the impact of CSA on companies and societal polarization based on existing studies and theoretical considerations (neo-institutionalism). It is clear that CSA appears to be at best a placebo for companies, as large companies with heterogeneous stakeholders in particular are likely to lose more supporters than they gain through such practices. For society, CSA is a poison because it further drives societal polarization. Therefore, companies are not only exacerbating the problems they sought to solve by using CSA, but are also increasingly having to justify their decision not to use CSA. Thus, it appears that it is high time CSA is brought to an end in the interests of both companies and society as a whole. Lastly, concrete alternatives and ways out are outlined. In essence: A medicine to counteract the poison of CSA is presented.