You probably heard about the New York Times exposé on work practices at Amazon, where a constant chatter of metrics monitor employees. Yes, this is gamification in practice.
Many horror stories about a complete disrespect for the life part of the work/life equation.
But there also is a simple design problem inside: The Anytime Feedback Tool apparently allows employees to comment on the performance of colleagues without their own identities being revealed to the target of the comment. Combine this with stack ranking, where every group has to rate somone in the group as lowest performing, with potential for being let go.
As I discuss in The Art of Failure, we have to ask ourselves what the ideal strategy of an employee is in this situation? The simple answer is that it is likely much easier to back stab a colleague with the Anytime Feedback Tool, thus dropping them in the ranking, than it is to genuinely improve your own performance. It is plain game design: is there a degenerate strategy? Yes, there is. It will be used. Water will find a crack.
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On top of that, Jeff Bezos’ rebuttal is that this “doesn’t describe the Amazon I know or the caring Amazonians I work with every day.”
This more or less proves the article right: When managers or CEOs say that they don’t recognize the negative experience of the employees it means either that:
- a) the company is organized such that the CEO will never hear about the negative experiences of the employees, or
- b) the CEO is unwilling to hear about them.
Most likely both, with a) being the results of b)
The danger of metrics, and gamification, is that it insulates you from what is going on because you only receive the data you have chosen to receive. There is no substitute for listening to people.