Rewarding myself for consuming less, by consuming more, sounds dysfunctional. It's like eating a cake because I did well on a diet. Lifestyle all the way.
I do get it. Making lists is fun. I used to have some deal breakers. They failed:
Taco bell was "never again, I have money now", until I was driving hungry at 1am. Food in 5 minutes? Awesome.
Work travel was off the table, until my company offered a resort event and invited my spouse. Once in a lifetime experience for us.
I try not to deal in absolutes, anymore. It's (almost) all up for trade, depending on my personal values. Every interaction is a potential negotiation. We rely on norms to streamline them, but can choose when not to. A simple "no" works if you are providing enough value, but you don't get too many of those, and it's a very unsophisticated strategy. You can get much more for that same emotional withdrawal, if you are tactful.
I wouldn't walk out the door over khakis. I might wear dark jeans and ignore the dress code, unless a client is around. I do this with shoes, sneakers have been my business casual for a long time.
Taking something more offensive, like a daily stand up, departure could be on the table. Not just that I don't like them, but they can come with an immature agile practice, implemented by a weak manager. FU money gives backing to challenge it aggressively, with the confidence to be fired or leave if needed. Doing that effectively is part of the fun. Some examples:
Positive - you get at what the purpose of the meeting is (collaboration?, status meeting with a fancy name?, fear of being uninformed?), introduce alternatives that serve it better (slack channels, async standup, virtual team board with leading metrics, etc.) Persuade others who agree with you to provide support for these tools, making the meeting redundant. Maybe you have to "give" the ideas to the person who introduced or runs the stand ups, if they are particularly narcissistic.
Negative - After getting at the purpose of the meeting, you undermine it within cultural norms, making it an obvious barrier to value. Tactfully build support within your peers (self managing team, remember) to do the same. Report meaningless tasks with too little detail (to be efficient). Or use too much detail (to be clear). Raise non-technical blockers that are endemic to the organization and extremely difficult to solve. Anchor on them, running your scrum master. Engage in tangents to get or give help. Ask the guy who won't shut up a quick question. Arrive a couple minutes late. Bring treats. Schedule conflicting meetings with "important" stakeholders having constrained schedules. Mention the meeting to a difficult stakeholder, who relishes a set daily time they can corner everyone. Come in a little earlier than the meeting, when working on something "high value", forget to attend, complain it is breaking flow, get approval to email updates instead.
In my experience, while the negative approach is fun to think about, if you understand things well enough to pull it off, you can make the positive approach work. The positive approach builds better relationships, which sets you up for even more effective negotiations in the future.