The conference room smelled of lemon-scented disinfectant and the faint, ozone tang of a laser printer that had been running for three hours straight. On the mahogany table sat a stack of blue folders, three translucent plastic pitchers of room-temperature water, and a remote control for the overhead projector. Slide eleven was titled “Wellbeing Sentiment: Q3 Update.” It featured a bar chart in three shades of corporate green. The Y-axis represented a five-point Likert scale. The X-axis represented the last four quarters. A small arrow in the corner pointed upward, indicating a 2.4% increase in the metric for “Employee Valued-ness.”
In the front row, a director tapped a ballpoint pen against his chin. He wore a grey wool suit and a silver watch. He did not ask how many people had recovered from their depression; he asked why the response rate had dropped from 34% to 31%. The room remained quiet, save for the hum of the HVAC system and the occasional squeak of a leather chair. No one in the room knew that three floors down, a junior analyst was staring at a screen she had force-quit seventeen times because the internal support portal would not load the specific form for a psychiatric referral.
This is