小白兔 / The White Rabbit

Author: Dexin Kong
ORCID: https://orcid.org/0009-0008-3831-5725
Structured and refined with assistance from ChatGPT
AI Automatic Translation (Unreviewed)

Discussion

Several years ago, a well-known entrepreneur proposed an interesting idea.

He argued that companies often contain a type of employee referred to as the “White Rabbit.”

These people appear gentle, harmless, and easy to get along with. They usually maintain good interpersonal relationships, but their performance is mediocre, they contribute little to the company in the long run, and they tend to multiply easily within organizations.

Later, this idea spread rapidly throughout management circles.

More and more entrepreneurs, consultants, and corporate training programs began repeatedly discussing the dangers of the “White Rabbit.”

Gradually, “White Rabbit” became a label.

In many situations, once someone was identified as a “White Rabbit,” failing to remove them almost seemed to become management’s responsibility.

What is puzzling, however, is that almost nobody seems concerned with how these “White Rabbits” entered the company in the first place.

If we view a company as a “system,” then another strange question begins to emerge.

If a “system” dislikes “White Rabbits,” why does it continue allowing them to enter the “system”?

And an even stranger question slowly follows.

If an employee was not originally a “White Rabbit” when they first joined the company,

then how did they gradually become one?

Why does a “system” continue producing the very things it claims to “hate” most?

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