Since the early 1990s, when teams became a corporate trend, a lot of work has turned into teamwork. Companies have assigned more and more responsibilities to teams, rather than individual employees or departments, and collaboration is seen as critical to getting good work done. And yet most performance management systems still rely on a set of recognition and reward programs aimed primarily at motivating and guiding employees toward reaching their individual goals. This runs counter to one of the most fundamental premises in the psychology, management, and economics fields: people are more likely to do things for which they get recognized and rewarded. Rewarding employees based on individual performance while hoping for teamwork is a classic example of “rewarding A while hoping for B.” So why don’t more companies use team-based recognition and rewards?