The phrase the folly of rewarding A while hoping for B captures a common challenge in management, education, parenting, and organizational behavior, where incentives or rewards are structured in a way that unintentionally encourages behaviors different from the intended outcomes. This concept, first highlighted by behavioral psychologist Steven Kerr, warns against the inconsistency between the behaviors we reward and the behaviors we truly desire. When incentives, recognition, or reinforcement systems are misaligned, people naturally respond to the rewards in front of them rather than the ideal goals we hope to achieve. Understanding this principle is essential for creating effective leadership strategies, performance management systems, and educational programs, as it emphasizes the importance of aligning rewards with desired outcomes to foster motivation, ethical behavior, and productivity.
Understanding the Concept
The folly of rewarding A while hoping for B occurs when the reward system focuses on one behavior (A) while the organization, parent, or leader actually desires a different behavior (B). Individuals respond to tangible reinforcement rather than abstract expectations. In essence, if you reward something that is measurable or immediate, people will naturally gravitate toward that, even if it undermines the broader goal. This misalignment often leads to unintended consequences, inefficiency, and sometimes even ethical lapses. Recognizing this phenomenon is critical in management, education, and organizational psychology because it highlights the gap between stated objectives and actual behavior driven by rewards.
Origins of the Concept
The term originated from the work of Steven Kerr in the 1970s, particularly in his influential paper On the Folly of Rewarding A, While Hoping for B. Kerr observed that organizations often unintentionally encourage undesirable behavior by rewarding easily measurable activities rather than the complex or long-term outcomes they truly value. For example, a sales department might reward the number of calls made rather than actual customer satisfaction, encouraging quantity over quality. Understanding this principle helps leaders design systems that align incentives with meaningful results, preventing frustration, inefficiency, and ethical compromises.
Examples in Various Contexts
Workplace and Organizational Settings
- Sales Teams Rewarding sales volume rather than customer satisfaction can encourage aggressive selling techniques that harm long-term relationships.
- Employee Performance Focusing on short-term metrics like hours logged instead of innovation or team collaboration may discourage creativity and cooperation.
- Safety Practices Rewarding speed or output without considering safety may lead employees to cut corners, increasing the risk of accidents.
Education and Parenting
- Students Rewarding only test scores while hoping for deep understanding may encourage memorization rather than critical thinking.
- Children Praising children for obedience rather than curiosity or effort may suppress independent thinking and creativity.
- Extracurricular Activities Rewarding participation rather than skill development may diminish meaningful engagement or mastery.
Public Policy and Social Systems
- Healthcare Incentives for quantity of procedures rather than quality of patient care may compromise health outcomes.
- Environmental Policies Rewarding short-term production over sustainable practices can undermine long-term ecological goals.
- Criminal Justice Focusing on arrest numbers rather than community safety may encourage undesirable policing behaviors.
Psychological and Behavioral Insights
Behavioral psychology explains why the folly of rewarding A while hoping for B is so common. People respond to immediate, tangible reinforcement. The behaviors we reward send stronger signals than abstract expectations or intentions. This aligns with the principle of operant conditioning, which emphasizes that consequences shape behavior. When rewards are misaligned with desired outcomes, individuals rationally pursue the reward even if it conflicts with the intended goal. Understanding this human tendency allows leaders and educators to design systems that genuinely encourage the behaviors they value most.
Consequences of Misaligned Rewards
- Reduced Motivation When rewards do not match meaningful objectives, employees or students may become disillusioned or disengaged.
- Unintended Behavior People may excel in rewarded areas while neglecting important but unrewarded aspects.
- Ethical Lapses Misaligned incentives can unintentionally encourage dishonest or counterproductive actions to gain rewards.
- Decreased Innovation Focusing on easily measurable outputs may discourage creativity and problem-solving.
Strategies to Align Rewards with Desired Outcomes
Designing effective reward systems requires careful attention to what behaviors are truly desired and how to make them measurable and reinforced. Here are strategies to avoid the folly of rewarding A while hoping for B
Define Clear Objectives
Before establishing rewards, identify the specific outcomes or behaviors you want to encourage. Clarity ensures that everyone understands expectations and that reward systems support the intended goals.
Reward Desired Behavior, Not Just Outputs
Focus on the actions that lead to long-term success rather than short-term or easily measurable outputs. For example, reward teamwork, quality, or ethical decision-making rather than just quantity or speed.
Use Multiple Metrics
Combining quantitative and qualitative measures helps ensure that reward systems capture the full spectrum of desired behavior. For example, in education, consider both test scores and creative problem-solving or collaboration.
Encourage Intrinsic Motivation
While external rewards are important, fostering intrinsic motivation ensures that individuals pursue meaningful goals even when external rewards are absent. Recognize effort, improvement, and initiative alongside measurable achievements.
Regularly Review and Adjust
Monitor reward systems to ensure alignment with desired outcomes. Adjust incentives if unintended behaviors emerge or if certain achievements are undervalued. Flexibility helps maintain consistency between rewards and goals over time.
Case Studies Illustrating the Principle
Corporate Example
A company rewarded customer service representatives based solely on call volume, hoping for improved customer satisfaction. The result was employees rushing calls to maximize their numbers, decreasing service quality. After revising the reward system to emphasize customer satisfaction scores alongside efficiency, quality improved and employee motivation aligned with company goals.
Educational Example
Teachers rewarded students for homework completion while hoping for critical thinking and understanding. Students focused on completing tasks mechanically without engaging deeply with material. Adjusting rewards to include creativity, understanding, and participation fostered meaningful learning.
The folly of rewarding A while hoping for B highlights a common misalignment between what is incentivized and what is truly desired. Understanding this principle is crucial in workplaces, schools, parenting, and public policy. Misaligned rewards can unintentionally encourage undesirable behavior, reduce motivation, and undermine long-term objectives. Effective reward systems require clear objectives, careful measurement of desired behaviors, encouragement of intrinsic motivation, and ongoing review. By aligning incentives with the outcomes we genuinely hope for, we can foster engagement, ethical behavior, and meaningful achievement. Recognizing and addressing this folly allows organizations, educators, and leaders to create environments where rewards truly support the intended goals, enhancing productivity, learning, and overall satisfaction.