Compensate success 42. The organization consists of a group of developers meeting tight schedules in a high-payoff market.
Schedules are therefore poor motivators in general.
Altruism and egoless teams are quaint, Victorian notions. Disparate individual rewards motivate those who receive them, but they may frustrate their peers. The result is an organization that focuses less on schedules and more on customer satisfaction and systemic success. Such high rewards may cause individuals to overextend themselves, leading to personal stress and potential risks to the project. There is a strong correlation between wildly successful software projects and a very lucrative reward structure.