I’m afraid some companies are regressing to the workplace Taylorism of the early 1900s, a time when efficiency became more important than humanity.  In an attempt to increase productivity and lower costs, companies are installing technology that monitors and controls employee behavior. An article in The New York Times describes a patent Amazon has for a wristband that…

…would emit ultrasonic sound pulses and radio transmissions to track where an employee’s hands were in relation to inventory bins, and provide “haptic feedback” to steer the worker toward the correct Mitch-nielsen-69438 bin…The aim, Amazon says in the patent, is to streamline “time consuming” tasks, like responding to  orders and packaging them for speedy delivery. With guidance from a wristband, workers could fill orders faster.

As with other Amazon inventions, this technology may never be used. However, the wristband is symptomatic of an attempt by companies to control employees under the guise of efficiency and safety while ignoring the potentially negative consequences of an Industrial Economy, managing-hands approach to business.

Technologies today can monitor our homes, our cars, our fitness, and our workplace. The security and health assistance they provide is unprecedented. I can know who is burgling my house in real time. I can know if my car is dangerously close to another car as I’m driving. I can know my heart rate and number of steps taken as I exercise. All useful information that can make my life easier, safer, and healthier.

The problem occurs when these same technologies are used to monitor and control behavior in the workplace. Companies will say that they are using these devices to improve work. However, the tools could also be used to spy on employees and collect data about them that violates their privacy. Even if a company has the best of intentions, employees will feel used and abused.

Using technology in this way sends a message to employees that managers don’t trust workers and that failure and mistakes will not be tolerated. The follow-on message, therefore, is that your learning and development are not a priority for the company. This all contributes to a culture in which hands become more important than minds. Just because you can do it, doesn’t mean you should do it.

This big-brother culture, in addition to being degrading, is not sustainable in the 21rst Century. Employees will become more disengaged than they already are. They will be less likely to take responsibility for their own learning. They will be less likely to contribute significantly to the growth of the company. Instead, we need workers who are free of fear, who are willing to speak up, who are creative problem-solvers, who are committed to achieving the goals of the organization, and who are continuous learners.

In our new book, Minds at Work: Managing for Success in the Knowledge Economy, we make a distinction between the managing hands approach to work, typical of the Industrial Economy, and a managing minds approach to work that has taken root in today’s Knowledge Economy. New technology for monitoring and controlling worker behavior, such as the wristband patented by Amazon, are literally about managing hands when workplaces everywhere are desperately in need of managers who manage minds.

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