A recent article in Vertical Distinct describes how Amazon.com uses digital technology to regulate its workplaces. The company has come under scrutiny a number of times because of its hyper-focus on improving productivity. It is understandable that productivity would be a focus in an environment filled with repetitive and monotonous tasks. At what point, however, does this focus become counterproductive? More globally, what impact do these practices have on the development of decision making and critical thinking skills among those who work for the company?
Amazon currently employs 850,000 people in the US and throughout the world. The vast majority of these individuals will move on to work at other firms over time. So, what happens if Amazon’s hyper-focus on productivity on prevents these employees from honing the skills essential to thinking independently in future work environments?
Imagine hiring a twenty-something who has spent the first five years of his working life in an Amazon distribution center where his every step and action is programmed and regulated. If you ask him to think for himself, he may not know what that looks like. Will he have developed the workplace problem solving skills one might assume of someone in their twenties? Multiply this challenge several million-fold over time and you begin to see the significance of the dilemma.
Firms hiring Amazon alumni would be wise to consider this fact during selection. No firm wants to spend extra resources teaching basic thinking skills and workplace resourcefulness. Amazon is not solely responsible for this phenomenon, of course. But as goes one of a nation’s business leaders, others are sure to follow.
Sadly, this phenomenon contributes to the learned helplessness we are already complaining about in society. Learned helplessness is fostered by three factors that have combined to create a sense of personal dependence rather than personal resourcefulness. First, there is menu-driven thinking or the over-dependence on digital menus and technology. Regardless of age and experience, we are all manipulated by these systems. This is especially true for digital natives.
Second there is the belief that everyone is entitled to success as they define it. An example of this are “trophy kids, along with educators and others who believe we shouldn’t keep score during games because the loser may have their feelings hurt. Third are the enabling managers who answer endless questions, rather than compelling their people to develop the critical thinking skills to “figure it out” independently. Effective decision skills evolve over time as life’s obstacles are confronted and overcome. Much of this takes place on the job.
Some managers reading this might argue, “My job is not to teach critical thinking skills. My job is to get the most out the people I supervise.” While this feeling is understandable, one must wonder where the threshold lies between productivity and workforce development as a responsibility to both workers and the marketplace in general.
Is there a solution to this dilemma? No. Rather than a solution, there is more likely to be an on-going tension between the desire for productivity and profit and responsibility to the greater good. There are, of course, consequences if there becomes an imbalance in this tension. If too much focus is placed on productivity and the bottom line, employers will experience high turnover and heightened tension between management and those it employs. (We have recently witnessed a bit of this at Amazon.) If the focus is placed too much on employee development, then productivity and profits may be impacted.
What are your thoughts on this conundrum? I would like to know and so would others. Post your comments below or send me an email to firstname.lastname@example.org.