That's a great point. And truly, it speaks to what may be the root of the problem - skin in the game. Skin in the game shapes how we solve problems. When leaders make it plain they have none, people notice and reasonable problem solving falls apart.

At some point, I personally blame Jack Welch at GE decades ago for pioneering & normalizing this (thanks Behind the Bastards) - companies shifted from prioritizing outcomes for stakeholders to only prioritizing outcomes for shareholders. Historically I think that was because better outcomes for all stakeholders was seen as the primary driver of better outcomes for shareholders. Jack Welch realized they aren't nearly as coupled as everyone thought - over the short term only, a crucial distinction! To be fair, someone else would have, too, if he were never born.

For an example, he pioneered the tactic of closing profitable manufacturing plants that were not as profitable as he wanted - and despite the net loss of profit, and the sudden deep trauma to a town full of human lives - investors liked it. It's the origin of "line goes up".

Oversimplifying a complex issue of course because I don't want this to get any longer, but that behavior really does make two different systems of inputs and outputs that are often in competition with each other. One system for investors, and one for everyone else. And a growing number of people see it, see the different outcomes, and are rightfully enraged.

With that said, angry people are easy to manipulate and abuse, which is counterproductive and bad, and I'm not so much disagreeing with you as offering another point of view. Cheers!