The trap isn’t “talking about collapse” — it’s stopping at exposure. Dystopia becomes a reflex when it trains critique without consequences: everyone is lucid, nobody is responsible.
This text argues that regeneration is the real subversion: not denying disaster, but rehearsing how to rebuild differently once it hits.
Option C forces that pivot; option B preserves a comfortable posture of sophistication that never becomes action.
If your program produces sharper diagnosis but no rehearsal of repair, you’re training brilliant spectators of collapse — not builders of continuity.
Dystopia is easy currency in executive rooms: it signals intelligence. Regeneration is harder: it forces choices, trade-offs, and accountability.
A strong stress test for your curriculum: do leaders leave with one concrete “recovery experiment” they will run in their perimeter — or just a better story about why everything is doomed?