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There were about 6 scrum groups tackling the work, along with a few offshore groups. When management prompted everybody to "do whatever it takes" to provide the task on time, the teams at headquarters hunched down, working long hours and dealing with installing technical issues. The groups offshore in Ukraine, nevertheless, concerned they were in threat of losing their agreement, and they started cutting corners to fulfill management's needs.

"We kept expressing, 'Hey, we're not exactly sure we're going to make it,'" Kuhner said. "It's similar to any software application job, it's uncertain exactly how some of the important things are going to play out. And you can't just keep tossing individuals on it. A Good Read 's not going to help eventually." That's when management made what was perhaps its most significant error.

People weren't pleased. "It was both that it was a laughable amount that would not actually change how we were working, and likewise that people seemed like there wasn't really any quantity that might change [the result of the job]," Kuhner said. "I do not believe there's an amount at which people would have been like, 'Oh, yeah, that makes sense.'" The greatest concern with the reward, nevertheless, was that supervisors had misinterpreted their workers.

They didn't require a cash reward to work harder; they required their superiors to listen when they described what was blocking their progress. Image: Shutterstock Financial rewards are easy to get incorrect, yet plenty of software groups still take the risk. Why are perks so difficult to shake? Holub called one potential reason: Corporate leaders get rewards themselves, so they duplicate that model for other employees.

Individuals tend to think better of themselves than they do others. "Many people think they themselves have excellent and pure intentions," Rutkowski said. "However everyone else, kid, they don't have good intentions. And people are constantly watching out for the ways others may benefit from them." "Individuals are always watching out for the methods others may make the most of them." In this context, that tendency is called reward bias: Research study has actually shown that individuals tend to believe others need external rewards to do great, while they themselves are inherently encouraged to do well.