Rewards for Inefficiency
Imagine two operating departments that are approaching the
end of their fiscal years. Department 1 expects to have $30,000 of its budget left over; depart-
ment 2 is already $15,000 in the red. As a result, department 1 is likely to have its budget cut
for the next year (“They had money left, so they obviously got too much to begin with”), and
department 2 is likely to get a budget increase (“They obviously haven’t been getting enough
money”). Thus, department 1 is punished for being efficient, and department 2 is rewarded
for being inefficient. (No wonder departments commonly hasten to deplete their budgets as
the end of the year approaches!) As with inappropriate focus, people resist the intent of this
control and behave in ways that run counter to the organization’s intent.
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