What behaviour does the rule actually reward?
People respond to what a system rewards, which may differ from what its designers intended. If a team receives credit only for the number of tickets closed, splitting one issue into several tickets can improve the score without helping more users. The incentive changes what becomes worth doing.
Go deeper
Read the reward structure
A manager wants more customer problems solved and rewards the number of closed tickets. The count is easy to track, but it may encourage behaviour unrelated to better service.
Staff might choose easy tickets, split one issue into several entries or close cases before confirming the result. None of this requires everyone to act dishonestly; even reasonable people may prioritise whatever the system consistently recognises.
An incentive makes some actions more attractive than others.
To examine a rule, ask what someone could do to succeed under its exact terms. Then compare that behaviour with the intended outcome. The gap reveals where the design may reward an activity that only resembles useful progress.