Molloy DSG Professional Digest

If it were up to them, Job-Security-as-a-Career would be an acronym.

Career pathways for an average individual can consist of three options. One, take the option after high school to get a college degree or head start on a trade and work for a business. Another option is to start on a journey of entrepeneurship (although starting early in life without the wisdom from others in a professional field may present more entremaneurship situations.) The other big option we’ll go over in this article is the institutional career path, which the incentive for such is based primarily on long term job security. Each pathway has different types of incentives that have affects on the individual, and to a larger point, differing affects on society as a whole; it says a lot about the nature of the individual based on their career pathway selection.

Specifically there must be an exemption preface for this writing, which I will exclude the application of my theory broadly to military, firefighters, scholars, and the majority of other first responders. These jobs require a mindset of dedication; although much of the principles which pervert the public sector have sadly made it into these sectors.

Incentive is the baseline construct which feeds the deliberate motivation for the survival of the human species as a whole. Without incentive, human history would be void of everything from clothing, organized cities, and ship voyages, to history itself, which would have never been written. In theory, if 100% of the population capable of work applied an outwardly-projected incentive-based mindset, we would be devoid of ruin and far ahead of where we are now. Unfortunately, stagnation is more likely to occur when a non-insignificant number of people are driven by an inward-firing incentive mindset.

I’ve written in detail about malevalence in terms of what crimes and fraud an individual is willing to commit in pursuit of selfish deeds. Without an outwardly-projected incentive structure, an individual is far more likely to act in defiance of established moral standards for their own gain.

Common non-political corporate structures have rewards as an incentive for all individuals of the business for good performance. Individuals who perform well are presumed to add value to a company, and to add value to a company a worker must apply an outward-firing incentive mindset. Competitive advantage in a market sector is the key performance indicator for any business dependent on funding from its own successes; in a healthy business the best workers will be compensated and promoted accordingly. Performance of a worker is the standard for eligibility to work in a business, providing an exit route for underperforming or individuals with an inwardly-focused incentive mindset.

Business environments offer greater chances of upward mobility and cross pollination of departments as individual workers progress in their careers. High performance businesses are presumed to always be growing internally at some given rate; there is always an incentive present for a worker to train newcomers or subordinates. Often in bureaucratic jobs, training of a subordinate for duties upward to them is seen as a direct political affront to anyone that worker could replace. Functionally, this type of environment rewards those with an inwardly-focused incentive mindset which is a significant impairment and the primary reason bureaucratic institutions are inefficient.

Competitive advantage is a driver of a business toward more advanced and efficient practices. Without income from a product or service sold to a market, the business wouldn’t exist. Every business in a competitive landscape relies on this principle without exception. If a business fails to compete adequately, then a competitor will overtake them in the market. In a bureaucratic institution with a compulsary funding source, the existence of the entity is presumed to be infinite but subject to policy. Performance is not incentivized within an institution as much as adherence (selectively, usually) to regulation in order to ensure the viability and security of the institution as a whole. Practices that ensure the security of the worker within a bureaucratic organization will be the forefront of the paramount experience that any consumer will face in interactions with that type of entity; that’s the direct interaction with an inwardly-focused incentive mindset in full view.

Inwardly-focused incentive mindsets are rude to practice, bad for society as a whole, and foremost, completely redundent. A mindset that focuses on outward incentives will be rewarded from the fruits of well executed endeavours. When the interaction with individuals who practice inwardly-focued mindsets becomes compulsary, it indicates a stark problem that such useless behavior is tolerated; it delegates a complete set of distrusts to their constituents.

Because unavoidable institutions exist based on policy, one solution is to implement abject rules for in-out service, completely cutting off the job-security-as-a-career pathway and improving return dollar-for-dollar of the performance of the institution. Law must change this to enfornce a maximum of 5 years of service in any institution within a geographical distance of 100 miles. Individuals trained on the mindset of stagnation will be forced to compete in the market to eliminate their inwardly-firing incentive structure, leaving fresh minds to inhabit bureaucratic instituions at a regularly recurring rate.

Business structures are an echo of a healthy economy; indications of how well off society is are directly from the results of competitive advantage. In contrast, it’s evident that continuation of job-security-as-a-career based jobs is unsustainable and the policies that support these are due to be eliminated just by the sheer survival forces piling up against inefficient people and systems.