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> 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.

I don't think that's it. Emergent problems require attention and action from leadership, who in turn can make the problem visible to higher ups. This creates signal, and positive feedback when the problem is fixed or mitigated.

If the problem doesn't exist to begin with, there is no signal. Managers don't get to show their fast-acting skills, and there are no heroics to speak of.

So ultimately poorly maintained and managed projects who deliver fixes for problems of their own doing create a perverse incentive, whereas no one is lauded or promoted for doing normal day-to-day things.

Well I think it is even more complex. If you're a plumber in a rotten system of pipes the whole company depends on, you can fix issues day in and day out, without speaking a word and they will notice everything is a bit unreliable and thus you do a bad job. You could do the exact same work, but make a big thing about every major fix, warn people a week ahead, give them the feeling the company depends on it and then do the exact same work and tell them how you fixed it. Suddenly you did a good job, despite you literally doing the exact same thing with your hands.

The difference is how it was communicated. Most non-Tech/non-infrastructure-people got no clue about these things. If they know you're battling the demons of plumbing on their behalf they will thank you, if you're the weird guy that has smeared dirt in the face and is seen once a week while the plumbing fails ever so often, guess what.

That means even if the problems and their fixes remain the same, the communication around them really matters. Tech people can be extremely bad with this. And if we're talking IT it is really the plumbing that holds the company together.