Doing only what you need to do to not get fired — recently coined “quiet quitting” — is a normal human response to prolonged aversive events. Fortunately, it’s not permanent, and organizations can help reverse this trend by giving employees more autonomy, whether it’s the freedom to choose their schedules, where they work, or how they get work done. “The more freedom you can give them, the less they’ll feel the need to respond in unproductive ways,” write NLI’s David Rock and Jay Dixit in Harvard Business Review, where you can read more about the science behind quiet quitting.
Bias
Despite Detractors, Corporate DEI Is Here to Stay
Here are four things leaders must do to keep clear amid the chaos.