In America, particularly in non-unionized workplaces, this sort of chronic understaffing acquires a logic all its own. If you can stand to lose employee weight, you should; if you don’t, you’re leaving profits on the table. Appropriately staffing isn’t a way to create a better work environment; it’s “bloat.” Workplaces attempt to counter the negative effects of understaffing with professional development, bonuses, perks, snacks, therapy dogs, subsidized gym memberships, swag, happy hours, access to meditation apps; the list is truly endless. One HR person told us that she was always amazed that employees complained about stress and overwork but then never took advantage of the perks. It makes sense, though. They don’t have the time. What would really make their lives better isn’t a meditation app, but adding a few more employees without also adding the expectation of more work.

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See especially academia, which has effectively become a hope labor industrial complex. Within that system, tenured professors — ostensibly proof positive that you can, indeed, think about your subject of choice for the rest of your life, complete with job security, if you just work hard enough — encourage their most motivated students to apply for grad school. The grad schools depend on money from full-pay students and/or cheap labor from those students, so they accept far more master’s students than there are spots in PhD programs, and far more PhD students than there are tenure-track positions. Through it all, grad students are told that work will, in essence, save them: If they publish more, if they go to more conferences to present their work, if they get a book contract before graduating, their chances on the job market will go up. For a very limited few, this proves true. But it is no guarantee — and with ever-diminished funding for public universities, many students take on the costs of conference travel themselves (often through student loans), scrambling to make ends meet over the summer while they apply for the already-scarce number of academic jobs available, many of them in remote locations, with little promise of long-term stability. Some academics exhaust their hope labor supply during grad school. For others, it takes years on the market, often while adjuncting for little pay in demeaning and demanding work conditions, before the dream starts to splinter. But the system itself is set up to feed itself as long as possible. Most humanities PhD programs still offer little or nothing in terms of training for jobs outside of academia, creating a sort of mandatory tunnel from grad school to tenure-track aspirant. In the humanities, especially, to obtain a PhD — to become a doctor in your field of knowledge — is to adopt the refrain “I don’t have any marketable skills.” Many academics have no choice but to keep teaching — the only thing they feel equipped to

Boundaries can, theoretically, work, but only for a privileged subset of your organization. They’re simply not a sustainable option for the vast majority of workers, especially those who aren’t in senior positions, who are women, who are people of color, or who are disabled. For those groups, attempting to maintain them can lead to an office reputation as difficult, aloof, unresponsive, or the dreaded “such a millennial” or “not a team player.” It might mean getting passed over for promotions or, eventually, getting fired. You can’t 4-Hour Workweek your way out of this problem. You need something structural.

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Hence, the policing of the female athlete, who faces the daunting task of maintaining a body strong enough to excel at her sport of choice but contained enough so as not to incite fear about transcending her given place in the world.

Millennials, by contrast, have internalized the need to find employment that reflects well on their parents (steady, decently paying, recognizable as a “good job”) that’s also impressive to their peers (at a “cool” company) and fulfills what they’ve been told has been the end goal of all that childhood optimization: doing work you’re passionate about, which will naturally lead to other “better life outcomes.

The story of middle-class ascendancy is all about individual hard work. And no one wants to lose any of the hard-won benefits of that work, which helps explain the popularity of the Personal Responsibility Crusade amongst boomers and their parents. Members of the middle class were so freaked out by seeping economic instability that they started pulling the ladder up behind them.

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Millennials became the first generation to fully conceptualize themselves as walking college resumes. With assistance from our parents, society, and educators, we came to understand ourselves, consciously or not, as “human capital”: subjects to be optimized for better performance in the economy.

But that lie – whose purpose was to allow white people to continue to think they weren’t racist, even when their actions and words indicated otherwise – was one in which the Williams sisters, like their father, refused to participate. They rejected the idea that they would assimilate to the white codes of the tennis world. Instead, they posed the question of their difference over and over again – in every clack of their densely beaded hair, in every powerful serve.