[System Thinking] Why do people who are just trying to get a job "quietly quit their job"? (2025 edition)

Roughly speaking

1. In 2019, I illustrated the structure in which "someone who works to do something" would quit using system thinking. The basic structure remains the same.
2. However, the spread of "quiet retirement" and remote work after COVID has added new and troublesome variables to this structure.
3. When we re-draw the modern version of the causal loop diagram, we can see a new negative spiral, which could be called "hollowing out engagement."

Modern retirement that cannot be explained by "reward" alone

In the past, it was easy to understand in a way that a motivated young man who could do a little work and quit his job. "I can't grow because I'm all odd jobs" and "I want to do more rewarding jobs." The reason was rooted in a positive craving. The article I wrote in 2019 focused on structural analysis.

System Thinking Why do people who are just trying to get a job stop? (2019 edition)

But times have changed. As the phrase "quiet quitting" suggests, it is not visible dissatisfaction or craving that is eroding the organization now. I'll do the contracted work. However, there is no more passion. The mind quietly leaves the organization, and eventually leaves physically. Where does this quiet separation come from?

By updating the 2019 system model with modern elements added to it, the new mechanism will be revealed.

Causal loop diagram of people who "quietly retire" for work (2025 edition)

The basic structure remains the same. "Obvious work" creates "motivation", while "mystery" removes this. However, adding this unique variable, "physical distancing due to remote work" and "discontinuation of expectations"**, makes things even more complicated.

Created by the author

New Variable 1: "Dimmigrating unity" through remote work

Remote work eliminated commute time and gave us freedom. But at the same time, it took away accidental communication at work and the team's sense of unity. This works like a body blow.

• [Dilute Oneness] has a slow, but certainly negative effect on [motivation].
• It is difficult for bosses to sense a decrease in their subordinates' motivation ([decreased visibility]), and as a result, it is easier to sway [mystery].

New Variable 2: "Exploitation of Benefits" and "Inconsistency in Expectations"

Another deep-rooted problem is the discrepancy in expectations surrounding "purpose work." Companies advocate for improving engagement and seek "demand for work" from their employees. However, employees have come to think of it in a dry way, saying, "That's what it is, this is."

• If the company is overly sought for [working purpose], employees feel "exploited" and [disparity in expectations] arises.
• This discrepancy directly reduces motivation and leads to the 'hollowing out of engagement', which is just called engagement. This is the true nature of "quiet retirement."
• As a result, employees lose their willingness to contribute to the company and increase [resource allocation to self-investment]. In other words, you start to focus on improving your skills and side jobs at the company with a decent job.

Conclusion: We are "persons" rather than "handymen."

In the 2019 model, the problem was a relatively simple structure in which "the boss treats a capable person as a handyman and takes too much chores." If my boss worked out how to allocate work, there was a way to resolve the issue.

But what the 2025 model presents is a more fundamental issue. This is the fact that the relationship between the company and the individual has fundamentally changed**.

It is no longer an age where employees will be satisfied if they give rewarding jobs and occasionally praise them. Employees are increasing their awareness of independent "individuals" who use the platform of a company to aim for self-realization. What they want is not a one-sided "purpose work" offering, but a fair exchange of value and respect for individual career plans.

If we continue to manage without understanding this new relationship and continue our management with our old mentality, no matter how talented the talent will quietly and certainly give up. We should listen more to this quiet warning that the system shows.

Side note (recommended book section)

Recommended design books. Packed with tips for designs that you can use forever. I use it a lot too.