When an economy builds formal infrastructure around a mortal event, the demand that infrastructure depends on can quietly incentivise producing more of that event rather than merely servicing it. The same organisational competence that makes handling death efficient also lowers the cost of causing it, so the line between service provider and perpetrator erodes from the inside.
Viewing a killing as a transaction rather than a transgression strips it of individual horror and reframes it as a unit of supply meeting demand. Through this lens the morally shocking becomes administratively routine, which is precisely how large-scale harm gets normalised: not through malice but through accounting.
Repeated proximity to death converts an acute emotional response into a managed, procedural one, so that practitioners experience mortality as workload rather than loss. This habituation is not callousness chosen but affect worn down by volume, which lets people perform disturbing acts while feeling ordinary.