I think this touches the odd phenomenon of our hedonic preferences. In a given moment there are probably a majority of people in corporate, public (&quot;money making machines&quot; as I believe someone referred to them as) who would state that they desire the increased vacation, provided meals, ping pong table version of happiness at work and truly believe that would make them better off. And it likely would to some degree, but as has been shown in economics over and over, outside of basic needs we have a remarkable ability to normalize our happiness back to a baseline level despite increases in material access (but we still crave). Thus this may put an employer in an odd dilemma if deciding where to place their &quot;happiness&quot; efforts for their employees. Employees would support &quot;perks&quot; and &quot;perks&quot; are easy. But to sustainably become a  motivating and development-focused employer you need a ton of buy-in from likely apathetic managers, you need a top-down level of emotional maturity and management skill that is rarely seen in companies of scale, and you need to have the ability to operate in a longer term horizon (because payoffs and results take time) which few companies and leaders do. I guess the &#x27;so what&#x27; from this is that we should take it upon ourselves to move beyond visceral preferences to act in our (and others&#x27;) real best self-interest.