Ports nuggets of wisdom into existing patterns

We opted against creating a new pattern for this topic, and hence closed #501 without merging it.
However the PR contain some nuggets of wisdom like the one below that we should port into other already existing patterns.

Negative consequences of metrics is a great thing to tackle. Thanks for writing this up. Gamification of metrics definitely leads to some strange (and sometimes unwanted) behaviors in organizations sometimes, i.e. "promotion driven development" as described in https://twitter.com/gergelyorosz/status/1442162670753431559?lang=en

Another lens to view this through, is that incentives, intentional or otherwise, almost always have second order effects that may be desirable or undesirable besides the intended consequences. I think Kent Beck's blog has some good writing about this, but I can't find a good reference online to share other than https://geekincentives.substack.com/p/the-geek-incentives-manifesto which is very brief.

I think it's important to note is that these unintended consequences can lead to negative outcomes in an organization even when the incentives had good intentions and the ones affected by them did as well.

Using the "weapon" phrasing may imply that bad outcomes are intended by bad actors, whereas I think in reality, bad actions are often the unintended consequences of well meaning people, or at least people with an average amount of healthy-self interest in advancing their career or project, but in an organization there are always competing projects and other peers seeking similar outcomes that need the same resources (money, time, attention, budget, etc.)

That's not to say that there are never bad actors, just that things actually can go wrong without requiring it as a precondition.

Originally posted by @ranton256 in https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/501#discussion_r1049990252

Start by reviewing the closed #501 discussion and the quoted comments, then inspect the repository's existing patterns to determine where the guidance belongs. Done means the relevant ideas about metrics, incentives, and unintended consequences are incorporated into existing patterns without creating a new one.