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The EVLN framework has become 161 a fundamental mental model in my brain. It’s a decidedly simple paradigm and is 162 something people already intuitively know, but once you see it spelled out 163 explicitly, you start to see it everywhere. 164 165 Exit 166 167 The exit option is exercised when an individual is dissatisfied with something 168 and decides to quit it altogether. 169 170 You use the exit option all the time as a consumer. If you’re dissatisfied with 171 shaving cream brand A, you stop using it and start using shaving cream brand 172 B. 173 174 You can also use the exit option when dissatisfied with a job, relationship, or 175 group. 176 177 Not happy with your job? You can quit it. 178 179 Not happy with your relationship? You can break up. 180 181 Not happy with the state of your congregation? You can stop going to that 182 church and start going to another. 183 184 What’s interesting about the exit option is that it often accelerates decline 185 in groups. According to Hirschman, the people most sensitive to a decrease in 186 quality are typically those with the most resources, skills, and talents that 187 could be used to effectuate improvement. The people who are the least sensitive 188 to quality usually have fewer resources, skills, and talents. When the people 189 who have resources leave, it results in a “brain drain.” With fewer 190 well-resourced members, the quality of the group further declines; it thus has 191 even more trouble attracting new members (especially well-resourced ones); as a 192 result, even more people leave. Things go from bad to worse, and the group or 193 organization enters a death spiral that can be difficult or impossible to 194 recover from. 195 196 To illustrate this phenomenon, Hirschman uses the example of parents pulling 197 their kids out of public schools and putting them into private schools. 198 According to Hirschman, affluent parents are much more sensitive to education 199 quality than less affluent parents. It’s not that less affluent parents don’t 200 care about their children’s education; they just don’t have the luxury of being 201 hyper-sensitive to deficits in quality. Because they know that private school 202 isn’t an option for them, they don’t spend as much time wondering if the grass 203 is greener at another school as affluent parents do. 204 205 Because school is a matter of optionality for wealthy parents, they notice 206 perceived flaws in their children’s education more acutely. If these parents 207 become dissatisfied with the education being offered in a public school, 208 they’ll switch their child over to a private school. When these affluent 209 families leave a public school, they take their resources, and their possibly 210 greater propensity to push for improvement, with them. As a result, the 211 struggles of the public school deepen. 212 213 Voice 214 215 Sometimes people find themselves in a situation where they’re dissatisfied with 216 a group or relationship, but they don’t want to leave it. They still see good 217 in it. It’s still working for them on some level, or they see potential for how 218 it could work if things were done differently. They may feel they can do more 219 good being an agent on the inside than being a critic on the outside. 220 221 In these cases, people may decide to stay around and exercise the voice option 222 — complaining, offering feedback, and agitating for change to improve things. 223 224 An unhappy employee can talk to his boss about changing the company’s culture. 225 226 An unhappy husband can tell his wife about his concerns for the relationship, 227 or together they can talk to a therapist. 228 229 An unhappy customer can contact customer support to raise concerns and seek 230 redress. 231 232 Unhappy parents can talk to their child’s teacher about an issue with their kid 233 or join the PTA to advocate for broader changes. 234 235 Loyalty 236 237 While Hirschman clearly defined exit and voice, he was ambiguous about loyalty. 238 It’s one of the biggest criticisms he received for his work. Many social 239 scientists since Hirschman have described loyalty as a “passively positive” 240 response in the face of dissatisfaction. Instead of taking action (exit or 241 voice), the loyal customer, employee, spouse, or church member will stay aboard 242 and not raise a stink, hoping things will get better on their own if they wait 243 long enough. 244 245 Take an employee dissatisfied with his job. Maybe he’s decided he can’t quit, 246 and perhaps he’s also decided that voicing his concerns to his boss will only 247 increase the animosity between them. So he chooses to stay with the company, 248 thinking, “Well, maybe things will improve. Maybe we’ll get a new supervisor. 249 Maybe I’ll get moved to a new division. I’ll just keep working and wait and 250 see.” 251 252 Neglect 253 254 Social scientist [175]Carly Rusbult added a fourth option to Hirschman’s exit/ 255 voice/loyalty options for dealing with dissatisfaction: neglect. 256 257 Neglect is similar to loyalty in that the dissatisfied person decides to stay 258 on board with the declining job, relationship, or group, but instead of 259 thinking things might improve if they’re patient, the person who adopts the 260 neglect option has decided things won’t get better and chooses to take a 261 “negative passive” approach to the situation by putting in less effort or not 262 taking action to prevent the relationship or group from further falling apart. 263 264 Rather than helping an ineffectual organization continue to limp feebly along, 265 this individual stays but withdraws their support, with the idea that by 266 letting the group collapse, its leadership will finally be forced to take 267 action to change and improve it. The neglect approach is: “I’m not going to 268 actively put out fires. I’m just going to let this thing burn to the ground so 269 we can start fresh.” 270 271 Consider the overworked church member in a struggling congregation. He’s 272 juggling multiple roles and dealing with a cadre of difficult people. Leaving 273 isn’t an option because his wife grew up in that church and would never 274 consider it. He knows raising his concerns to leadership would be ineffective 275 because he tried that in the past. So exit and voice are off the table. 276 277 He also doesn’t think things will get better if he sticks around and just keeps 278 plugging away. Goodbye loyalty. 279 280 Hello, neglect. 281 282 This burned-out church member may start doing the bare minimum in his 283 responsibilities, if that. He’ll say no to requests for his time, money, and 284 talent. If he sees an issue or problem, he won’t do anything to correct it. He 285 thinks that those who remain loyal are only perpetuating a state of 286 dysfunction. By withholding his help, he hopes to push the congregation to a 287 critical level of failure, which will require the leadership to fix the 288 underlying issues. 289 290 Predictors of Response to Dissatisfaction 291 292 So, in the face of dissatisfaction, people can respond with exit, voice, 293 loyalty, or neglect. 294 295 A person in declining circumstances conducts an explicit or implicit cost/ 296 benefit analysis in figuring out which path to take. 297 298 In [176]Predicting Exit, Voice, Loyalty, and Neglect, researchers Michael 299 Withey and William Cooper fleshed out the factors that go into this analysis 300 when people consider how to respond to dissatisfaction: 301 302 Cost of the Action 303 304 Exit, voice, loyalty, and neglect all come with costs, both direct and 305 indirect. 306 307 Exiting a job can result in the loss of income and health benefits; divorcing a 308 spouse can result in emotional and financial distress; leaving a church can 309 result in spiritual and social isolation. 310 311 Raising your voice at work could create rancor with your boss; speaking up in a 312 marriage could create resentment with your spouse. 313 314 Whether you’re exiting or using your voice, there can also be a loss in the 315 thing humans hold most dear: status. In leaving or dissenting, you risk 316 jeopardizing your identity. 317 318 Staying loyal to a relationship or organization comes with costs, too. If you 319 keep your job in a toxic office, you’ll have to continue to weather the stress 320 and debasement that comes with going to work each day. Same thing with staying 321 in a struggling, conflict-ridden marriage or church. 322 323 If you decide to be neglectful in your job, it could result in discipline or 324 blocked opportunities. Neglect in a marriage will only lead to increased 325 resentment and tension. 326 327 The exit option tends to have the most dramatic consequences, and is thus much 328 more reluctantly exercised and typically used as a last resort. 329 330 But there’s no option in the EVLN framework that doesn’t carry downsides; each 331 has its own pros and cons, and part of how people weigh their choices comes 332 down to which path they think has more of the former and less of the latter. 333 334 Efficacy of the Response 335 336 In deciding between exit, voice, loyalty, and neglect, people will also 337 consider which response will be the most effective at resolving their 338 dissatisfaction. 339 340 A big factor in whether someone thinks a particular response will be effective 341 is whether they believe there’s hope for improvement. If someone has this hope, 342 they’re more likely to choose voice or loyalty; if they don’t, they’re more 343 likely to choose exit or neglect. If an unhappy employee thinks things would be 344 a lot better at work if their supervisor moved on, and there’s a rumor they’ll 345 soon be replaced, the employee is more likely to stick around. If a church 346 member thinks their concerns will be listened to and addressed, they’re more 347 likely to stay and raise their voice; if they think their concerns will be 348 dismissed, they’re more likely to leave. 349 350 A significant element in whether someone has hope for a better future is their 351 prior satisfaction with the group or relationship. If someone’s marriage is 352 struggling now, but was great for the first decade, they’re more apt to keep 353 working on it and believe there’s a chance of returning to those happier times. 354 If someone’s marriage was rocky from the start, they’re more likely to choose 355 divorce. 356 357 Internal vs. External Locus of Control 358 359 If an individual has an internal locus of control, they’re more likely to 360 choose a response that’s proactive. That is, if they believe they have control 361 over their actions and outcomes, they’re more likely to use voice or exit. 362 363 Someone who has an external locus of control — a belief that their life is 364 controlled by external circumstances — is more likely to passively endure a bad 365 situation (loyalty or neglect). 366 367 Attractiveness of Alternatives 368 369 If someone feels like there are better options outside their current job/ 370 relationship/church, they’re more likely to leave. 371 372 If someone’s in a job they dislike and has been fielding hiring interest from 373 another employer, they’re more likely to quit. 374 375 If, on the other hand, someone feels they won’t be able to do much better in an 376 alternate situation, they’re more likely to exercise the options of voice, 377 loyalty, and neglect. 378 379 An individual who’s sixty and in a so-so marriage may not feel bullish about 380 their prospects of finding another partner and decide they’d rather be with 381 someone, anyone, than alone. 382 383 Commitment 384 385 The decision to go, stay, or otherwise is also rooted in one’s inner values. 386 387 Someone in an unhappy marriage who’s deeply committed to the sanctity of the 388 marriage vow is more likely to choose therapy over divorce. 389 390 Someone who is disturbed by recent trends in their church but deeply believes 391 in the tenets of their faith is more likely to stay than exit. 392 393 Someone who prizes loyalty will stay longer in a job they dislike than someone 394 who doesn’t. 395 396 Will Someone Choose Exit, Voice, Loyalty, or Neglect? 397 398 In a series of studies, Withey and Cooper used the above factors to create a 399 rubric that helps predict which response a dissatisfied employee will use. It 400 likely carries over to people dissatisfied with other situations as well: 401 402 Exit More Likely When: 403 404 • costs of exit are low 405 • costs of voice are high 406 • prior satisfaction is low 407 • belief in improvement is low 408 • commitment is low 409 • attractive alternatives are available 410 • individual has an internal locus of control 411 412 Voice More Likely When: 413 414 • costs of exit are high 415 • costs of voice are low 416 • prior satisfaction is high 417 • belief in improvement is high 418 • commitment is high 419 • attractive alternatives are not available 420 • individual has an internal locus of control 421 422 Loyalty More Likely When: 423 424 • costs of exit are high 425 • costs of voice are high 426 • prior satisfaction is high 427 • belief in the likelihood of improvement is high 428 • commitment is high 429 • attractive alternatives are not available 430 • individual has an external locus of control 431 432 Neglect More Likely When: 433 434 • costs of exit are high 435 • costs of voice are high 436 • prior satisfaction is low 437 • belief in the likelihood of improvement is low 438 • commitment is low 439 • attractive alternatives are not available 440 • individual has an external locus of control 441 442 Something that Withey and Cooper didn’t explore, but Hirschman did, is the 443 phenomenon of people who exercise the option of exit and voice. 444 445 Hirschman argued that you see people use both exit and voice in situations 446 where even if they leave a group due to dissatisfaction, they’re still affected 447 by the group’s actions. 448 449 You see this phenomenon with people who become disaffected with a church or 450 religion. They may leave a faith, but they still have friends and family 451 members who belong to it. Because the disaffected individual still interacts 452 with these people, whose faith informs these interactions, the disaffected 453 person is still impacted by the faith, even if they no longer practice it. At 454 the same time, an individual who leaves a religion may feel that the religion 455 damaged them somehow, and, though they have removed themselves from its direct 456 influence, they don’t want to see other people get hurt in the same way. 457 458 Consequently, people who leave a religion sometimes become its most vocal 459 critics. 460 461 Conclusion 462 463 As I mentioned at the start, once I learned about the exit, voice, loyalty, and 464 neglect paradigm, I started to see it everywhere. If you’re a business owner, 465 it can help explain why customers react to a dissatisfying experience the way 466 they do. If you’re in a bad relationship, it can help you think about what 467 action you want to take. If you’re a leader in a church, it can help you figure 468 out why some people leave your congregation while others stick around. 469 470 It can also help you understand why struggling groups often continue to 471 struggle: If a group loses enough good people, it’s apt to enter a death 472 spiral. 473 474 As you go about dealing with people in all kinds of situations, the ELVN 475 framework is one mental model you’ll want to keep in your back pocket. 476 477 Related Posts 478 479 • [177][man] 480 [178]Manvotional: The Right Kind of People 481 • [179][manly-voice] 482 [180]How to Develop a Manly Voice [VIDEO] 483 • [181][voice] 484 [182]Podcast #506: How to Improve Your Speaking Voice 485 • [183][he7] 486 [184]Develop a Strong He-Man Voice by Using the Voice Nature Gave You 487 • [185][Other-Peoples-Feelings-Header-BLANK] 488 [186]Sunday Firesides: You Are Not Responsible for Other People's Feelings 489 • [187][Bad-to-Good-BLANK] 490 [188]Sunday Firesides: Why Bad Things Happen to Good People (According to a 491 Stoic) 492 493 [189] Previous [190]Next 494 document 495 496 Never miss an update 497 498 Subscribe to the AoM Newsletter 499 500 [191][ ] 501 [192][ ] 502 Daily [193][ ] Weekly [194][ ] 503 I agree to the [195]privacy policy terms. 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