System Change

“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

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

Burnout, then, is an outcome of an interaction between burnout producing environmental factors and individually susceptible workers.

PLACES TO INTERVENE IN A SYSTEM

(in increasing order of effectiveness)

9. Constants, parameters, numbers (subsidies, taxes, standards).


10. Regulating negative feedback loops.


11. Driving positive feedback loops.


12. Material flows and nodes of material intersection.


13. Information flows.


14. The rules of the system (incentives, punishments, constraints).


15. The distribution of po