In my class on technique I always say: “How many of you have worked in a fast food restaurant? If you have, then, like me, you experienced the controlling influence of technique. The quantitative evaluation of actions in terms of time and money was evident in most all we did from how we put ketchup on hamburgers, how much ice to put in drinks to how we mopped the floors.” True, my 1970’s fast-food place emphasized efficiency, but how does it compare to today? Did you know that every task at McDonald’s has a target time in seconds? But, it is not just the list of times that makes the current McDonald’s more efficiency driven, it is that today they have monitoring equipment that can track those tasks—in real time. If a 2019 McDonald’s employee stepped into my 70’s chicken restaurant they would probably find it, in comparison, a relaxing work environment. And it would not just be the lack of timers, clocks, and alarms, but also the scheduling. Today’s algorithmic scheduling enables restaurants and stores to predict how much business to expect at different times in the week ahead. Thus individuals’ schedules vary from week to week, and efficiency demands, and algorithms now enable, that there are never extra workers. The computer schedules the minimum needed, or better yet, just less than minimum, for the amount of business expected.
If you have not recently worked at an efficiency driven job, I recommend talking to someone who has, or read Emily Guendelsberger’s On the Clock: What Low-Wage Work Did to Me and How It Drives America Insane. Guendelsberger did investigative journalism through getting jobs, for two months each, at an Amazon warehouse, a call center, and a McDonald’s. It is one thing for me to say in class, “Machines are pure technique, but much of life is becoming machine-like.” It was another thing to see and feel the implications of that page after page in On the Clock. “All Amazon’s metrics and ticking clocks and automatic penalties are meant to constrain the inefficiencies of human workers so they act more like robots” (87).
In an essay in TIME Guendelsberger writes,
Technology has enabled employers to enforce a work pace with no room for inefficiency, squeezing every ounce of downtime out of workers’ days. The scan gun I used to do my job was also my own personal digital manager. Every single thing I did was monitored and timed. After I completed a task, the scan gun not only immediately gave me a new one but also started counting down the seconds I had left to do it.
It also alerted a manager if I had too many minutes of “Time Off Task.” At my warehouse, you were expected to be off task for only 18 minutes per shift–mine was 6:30 a.m. to 6 p.m.–which included using the bathroom, getting a drink of water or just walking slower than the algorithm dictated, though we did have a 30-minute unpaid lunch. It created a constant buzz of low-grade panic, and the isolation and monotony of the work left me feeling as if I were losing my mind. Imagine experiencing that month after month.
Workplace chatter undermines efficiency. Guendelsberger suspects that the system that told her what item to pick up next purposefully sent her where she would not run into someone else between the shelves. Certainly it makes for less congestion, but also less talking. The packing stations are “catty-corner from one another, making it impossible to talk” (52). She felt deeply lonely working at Amazon. What is gained and lost through making the workers more machine-like? Ponder these quotes from workers at Amazon warehouses:
“The first time I worked there was so soul-sucking I found myself nearly crying in my car right before I was supposed to walk in.”
“The pay and the benefits are usually good, but it’s just not worth it if you don’t like being a complete robot.”
“There is no room for getting tired.”
“The temp agencies that Amazon uses are atrocious. They absolutely treat you like human waste.”
“People say, ‘Well, I’ve worked for such-and-such warehouse, surely it’s not that different—’ No, it is different. It’s downright dehumanizing” (22).
On one hand I write this blog about Amazon as an instructive case study. It displays what happens when we seek efficiency above all else. Its fruit is alienation. Therefore, as I say in class (and in this sermon) let us recognize that “efficiency” and “best” are not synonymous. Efficiency is just one of the characteristics we should use to evaluate what is the best thing to do.
But this is not a case study of just one business among many. As Guendelsberger observes in her TIME essay, “Amazon is the apex predator of the modern economy; as with Walmart in the ‘90’s, anyone who wants to compete with it will have to adopt its labor practices.” How do we as followers of Jesus respond?
Perhaps the obvious is to say, “don’t buy from Amazon.” At some level I agree with that. I now generally buy used books from Better World Books, and at times willingly pay more for a new book to support a publisher or local bookstore. But I do not protest when Amazon sells my books, and even now part of me feels like sending a bunch of e-mails telling people, “for some reason that neither I nor IVP understands Amazon has been selling my honor-shame book at, or below cost, for about month. Take advantage of it!” So, I can hardly lead the way in a boycott-Amazon-movement.
Perhaps rather than thinking about how we might influence Amazon, we need to pay more attention to how Amazon, and other efficiency-driven enterprises, are influencing us. Former student Rob Maxey made that observation and said, “we now expect to get things the next day.” So rather than pointing a self-righteous finger at Amazon (I am ok they are not), this case study calls me to reflect on how I have drunk too much from the “efficiency-is-best” well and have become Amazon-like myself.
Yes, this is a case study to stimulate reflection on that question, but, again, I must say this is more than a case study to stimulate reflection. As I write this, not too far down the road, workers are experiencing the dehumanizing efficiency of an Amazon warehouse. How about them? What is our response? What can we do to lessen the profound alienation they experience?
I ask this out of concern for those workers, but also concern for all of us. Inequality in the United States is increasing and as I explain in this blog, and on the website, it negatively affects all of us. Although we measure inequality in financial terms, as I explain in that earlier blog, social scientists point to damaged dignity being at the root of the negatives that flow from inequality. We suffer from not just economic inequality but also a huge gap between people treated with dignity and those stripped of dignity. Amazon is not, of course the sole cause of that gap. Many forces in society dehumanize, but pursuit of extreme efficiency is one of those forces.
Let us as Christian communities call business people amongst us to resist bowing down to efficiency and turning their workers into machine-like beings. Or, to say it positively, let us call Christian employers and managers to intentionally seek to add to their workers’ dignity and sense of humanness even when involved in processes that easily detract from both. If businesses do so will they be able to compete with efficiency-driven enterprises? I don’t know. I am seeking to learn more by asking business people.
I had a long conversation with former student Matt Ford about these issues. He is operations director at JD Foods—a family-owned food distribution company in Fresno. Our conversation merits a whole blog. I will share just one line. Matt told me he overheard a worker say to another, “I could go work at _______; I would make more money, but there I would just be a number.” Clearly, thanks to the efforts of Matt, Rob Maxey and others at JD that person is experiencing the opposite of soul-sucking dehumanization.
Let’s be clear, many of us, myself included, are in no position to exhort Christians in managerial positions on how to counter the alienating ways of extreme efficiency. We can, however, do what I have done this fall. I talked with Rob and then Matt not to tell them how to run their business, but to have conversations with them about these issues, to ask questions, learn—and, especially, encourage them in every Jesus-like action I observe in them.
Still, however, there are the people down the road in the Amazon warehouse and, for instance, at the place Matt’s employee did not want to work. How are we being the body of Christ to them? What can we be doing to heal their alienation, to offset the soul-sucking extreme efficiency of their workplace? I invite your comments on these questions and thoughts on how we might change the situation, not just bandage the wounded.