The concept of quiet quitting has been much discussed as of late, and for good reason. Huge swaths of the working population have seemingly thrown up their hands, doing the bare minimum to get by. Workaholism is dying out, and coasting is in. However, this is not a new concept, nor is it one that employers haven’t tried to solve in the past. One problem is that the economics of quiet quitting are messy. In an ideal world, productivity is incentivized. The more widgets a person makes, the more they’re paid. That seems nice, but the world doesn’t work like that. Many managers are having a hard time monitoring the way their employees work, and the idea that hard work opens doors is being flatly rejected by more than half of the American workforce, according to Gallup research. “It’s clear that quiet quitting is a symptom of poor management,” Gallup writes. The polling organization recommends that managers do a better job communicating with their reports. “Gallup finds the best requirement and habit to develop for successful managers is having one meaningful conversation per week with each team member—15 to 30 minutes.”