System Change
Adam Zeiner and
If you didn’t want to look closely at your own organizational practices, if you felt uncomfortable about what younger works were agitating for, if you feared changed or anything that usurped your understanding of “how business is done” — Quiet Quitting was the easy answer.
“Quiet Quitting” articles allowed readers to access a convenient cause (damn lazy Gen-Zers) for a pretty existential problem (work sucks). It’s also, conveniently, a way of blaming workers for systemic ills. “Quiet Hiring” deflects from organizational norms that call for eking out as much productivity (at the lowest cost) from each employee in the
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I have heard John McKnight say that advisory groups speak quietly to power, protestors scream at power, and neither chooses to reclaim or produce power. The real problem with rebellion is that it is such fun. It avoids taking responsibility, operates on the high ground, is fueled by righteousness, gives legitimacy to blame, and is a delightful
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PLACES TO INTERVENE IN A SYSTEM
(in increasing order of effectiveness)
In the United Nations’ IPCC most recent climate change mitigation report, the word “lifestyle” appears 193 times. The authors write, “The acceptability of collective social change over a longer term towards less resource intensive lifestyles, however, depends on the social mandate for change. This mandate can be built through public participation,
... See moreExploring where impediments are hard, where they are soft and when they can be ignored is powerful.
Counterintuitive. That’s Forrester’s word to describe complex systems. Leverage points are not intuitive. Or if they are, we intuitively use them backward, systematically worsening whatever problems we are trying to solve