Earlier quoted context omitted.
By building pain into the system. If your hands dealt with injury directly without sending pain signals up to your brain, you'd never change the behaviour that led to that harm or reconsider your priorities. Like it or not, sometimes the best thing for an organisation isn't to just fix every problem and prevent it from bubbling up; it needs to be treated like a learning opportunity for org leadership, which means sen…
> If your hands dealt with injury directly without sending pain signals up to your brain, you'd never change the behaviour that led to that harm or reconsider your priorities. At some point in one's early single-digit they learn that touching hot stuff hurts. They start to avoid stuff that they know is hot, but still come in contact with hot stuff accidentally. Later they learn techniques minimizing probability of to…
For a more broad example than IT cost center stuff, you can look at how some large companies go through cycles of arrogance with their customer bases, launch a product that fails, and then are humbled enough to try and pivot and earn good will back. Microsoft is always somewhere in this cycle for instance. The organization can never really learn this lesson permanently and will "regress" from time to time based on financial pressure or greed or some other impulse.