In a dysfunctional environment, the absence of pushback is a significant warning sign. Humans are highly adaptive; those who can't tolerate the system leave, while those who remain learn to cope. This creates a dangerous silence, where leaders mistakenly believe everything is fine because no one is complaining.

Small lies can snowball into major fraud because the brain habituates to the act of lying. With each lie, the emotional centers of the brain that signal negative feelings respond less strongly. This reduction in guilt or discomfort removes the natural barrier to escalating dishonesty.

The lack of basic manners and civil discourse among public servants sets a powerful negative example for society. This leadership failure normalizes poor behavior, contributing to a decline in everyday courtesy and respect among citizens, such as not offering a seat to the elderly.

People often fail to act not because they fear negative consequences (cowardice), but because they believe their actions won't have a positive impact (futility). Recognizing this distinction is critical; overcoming futility requires demonstrating that change is possible, which is different from mitigating risk.

Our brains are wired to respond less to constant stimuli, a process called habituation. This is why the joy from a new job, a great view, or a loving relationship can fade over time. What was once amazing becomes normal, diminishing its impact on our daily happiness.

Despite major political scandals, much of the public remains unalarmed because their daily routines feel unchanged. The abstract nature of high-level corruption fails to register as an immediate threat when life seems normal, preventing a collective sense of shock or awakening.

We often only act when a situation crosses a certain threshold of badness. This means a mildly dissatisfying job or relationship can trap you in complacency for years, whereas a truly awful one would force you to make a change. Sometimes, 'worse' is better because it provokes necessary action.

People often act only when a situation crosses a high threshold of badness. A merely "good enough" job or relationship, while unfulfilling, doesn't provide the activation energy for change, leading to a "zone of comfortable complacency."

This concept, 'prevalence-induced concept change,' shows that as significant problems decrease, our brains don't experience fewer issues. Instead, we expand our definition of a 'problem' to include minor inconveniences, making neutral situations seem threatening. This explains why comfort can paradoxically increase perceived hardship.