You get what you reward: the architecture of incentives and hidden risk

When we reward a good result, do we see how it was achieved and what it left behind?

A bonus recognises work done, but also makes a promise to everyone else: this is what matters here. Sometimes, unintentionally, that promise encourages precisely what we later complain about. How can we support initiative and individual contribution without overlooking the people who safeguard quality, share their experience and prevent problems?