The Squawk Point

Organisational Mechanics

  • Home
  • Blog
    • People
    • Data
    • Process
    • Wild Cards
    • Index
  • Podcast
  • Book

Snakes, Rats and Your H.R. Policies

26 March, 2014 by James Lawther 3 Comments

Have you heard of the Cobra Effect?

In Victorian times, at the height of the British Empire, the governors of Colonial India were very worried about the number of cobras in Delhi — no self-respecting bureaucrat has a liking of venomous snakes.

The governors came up with a plan.  They offered a reward for every dead snake that they were given. The incentive was a massive success, dead snakes arrived at government offices by the basket full.

As planned the number of snakes dwindled and so did the number of dead cobras being handed over. Some bounty hunters however, were better than others at catching snakes.  They kept finding them, killing them and claiming their reward.

Eventually the British cottoned onto the fact that the snake catchers weren’t finding the snakes at all, they were breeding them.

So the government stopped the programme…

… and the snake breeders let their snakes go free…

… so the snake numbers climbed back to where they started.

What about the Great Hanoi Rat Massacre?

In Vietnam, in 1902 under French Colonial rule a similar bounty programme was offered to cut the population of rats.  To receive a payment the Vietnamese bounty hunter had to present the tail of the rat.  All very simple.

Eventually the French noticed that their were lots of rats roaming the city without tails.  The bounty hunters had caught the rats, lopped off their tails and then let them go again.  After all a rat without a tail can still breed; it would be foolish to kill off a revenue stream unnecessarily, now wouldn’t it.

It is easy to change things

But the higher the stakes and the more sophisticated the system you are playing with, the more likely something unintended is going to happen.

If you want high stakes look no further than your H.R. policies.  These are what determine an individual’s success or failure.

If you are busy redesigning your incentives, appraisal systems or promotional processes, don’t declare victory the minute you have finished, wait and watch to see what happens.  That way you will be able to see and iron out any unintended consequences.

Something to remember in your next end of year calibration session.  (Though I’d still advise you to keep a look out for the snakes and rats.)

If you enjoyed this post click here for updates delivered straight to your inbox

Unintended Consequences

Read another opinion

Image by Luca Boldrini

Filed Under: Blog, Employee Engagement Tagged With: bad process, cheating, cobra effect, employee performance measures, human nature, incentives, nothing new under the sun, performance management, reinforcing behaviour, systems thinking

About the Author

James Lawther
James Lawther

James Lawther is a middle-aged, middle manager.

To reach this highly elevated position he has worked in numerous industries, from supermarket retailing to tax collecting.  He has had several operational roles, including running the night shift in a frozen pea packing factory and carrying out operational research for a credit card company.

As you can see from his C.V. he has either a wealth of experience or is incapable of holding down a job.  If the latter is true this post isn’t worth a minute of your attention.

Unfortunately, the only way to find out is to read it and decide for yourself.

www.squawkpoint.com/

Comments

  1. Adrian Swinscoe says

    31 March, 2014 at 6:28 pm

    Hi James,
    Your stories show that gaming the system goes back a long way.

    I wonder how we stop that…..? Or, rather than stopping it, should we just focus on finding the cause and not the symptoms?

    Adrian

    Reply
    • James Lawther says

      9 April, 2014 at 8:52 pm

      The funny thing is Adrian, that if you read any research it will tell you that incentives are a bad idea, but it appears to be a bad idea that refuses to die.

      Reply
  2. Maz Iqbal says

    1 April, 2014 at 6:12 am

    Hello James,
    Thank you for sharing this, I learned something new as regards history. And your sharing reinforces my lived experience:

    1. whatever gets measured and acts as an access to reward and punishment gets gamed.
    2. All that is is in relationship as such every intervention has side effects such that that which works within an isolated context can be detrimental in the wider context.

    All the best
    Maz

    Reply

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.

Explore

accountability assumptions beliefs best practice blame bureaucracy capability clarity command and control communication complexity continuous improvement cost saving culture customer focus data is not information decisions employee performance measures empowerment error proofing fessing up gemba human nature incentives information technology innovation key performance indicators learning management style measurement motivation performance management poor service process control purpose reinforcing behaviour service design silo management systems thinking targets teamwork test and learn trust video waste

Receive Posts by e-Mail

Get the next post delivered straight to your inbox

Creative Commons

This information from The Squawk Point is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Creative Commons Licence
Customer Experience Update

Try This:

  • Fish Bone Diagrams – Helpful or Not?

  • Should You Punish Mistakes?

  • Regression to The Mean

  • Best-of-Breed

Connect

  • E-mail
  • LinkedIn
  • RSS
  • YouTube
  • Cookies
  • Contact Me

Copyright © 2025 · Enterprise Pro on Genesis Framework · WordPress · Log in