Companies have a strong tool they can leverage to influence behaviour: rewards.

The problem then is not that companies cannot figure out how to increase employees collaboration, how to break down silos, how to foster innovation, or how to build a safe space for feedback. The problem is that the focus is – sometimes unintentionally – on a contrasting behaviour, which gets strenghtened with rewards.

Steve Kerr 1995 – On the folly of rewarding A, while hoping for B.

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