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TEAMFLY CHAPTER 13.6

SHARED REWARDS

Regardless of the type of organizational or management style, we all operate on
some basis of measurements and rewards. These are usually tied to some set
of expectations, objectives, or responsibilities. In the classic organization, man-
agement sets the objectives parameters, creates a set of measurements, and doles
out the rewards. Rewards come in all shapes and sizes. They may include money,
position, opportunity for advancement, a corner office, security, greater challenge
or autonomy, and any collection of perks. They may be based solely on the expec-
tations of the boss, or (in the case of the Psychological Contract) they may be
based on a negotiated set of objectives.

What is common to almost all of these situations is that the measurements and
rewards are based on individual performance. So how do we adapt such individu-
alistic measurement and reward systems to the newer environments of matrix
management and teams? If there is shared responsibility, shouldn’t there be
shared measurements and shared rewards?

Trap In the traditional system, we give individuals responsibil-
ity and a list of expectations. We then measure performance
and distribute rewards. We expect the rewards to motivate
performance. When there is shared responsibility and expecta-
tions, such as may exist in the projects environment, we often

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