Employee Monitoring Quotes

A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Self-interested employees are Glauconians, far more interested in looking good and getting promoted than in helping the company.43 In contrast, an organization that takes advantage of our hivish nature can activate pride, loyalty, and enthusiasm among its employees and then monitor them less closely.

Light-touch government works more efficiently in the presence of social capital. Police close more cases when citizens monitor neighborhood comings and goings. Child welfare departments do a better job of “family preservation” when neighbors and relatives provide social support to troubled parents. Public schools teach better when parents volunteer in classrooms and ensure that kids do their homework. When community involvement is lacking, the burdens on government employees—bureaucrats, social workers, teachers, and so forth—are that much greater and success that much more elusive.

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

Out of that global audience, four hundred thousand NASA employees, contractors, and military support watched with particular interest, seeing in the craft that approached the Moon the measure of a screw, the blueprint of a hatch, the filament in a circuit, the fulfillment of a promise made by a president who hadn’t lived to see it carried out. They dotted the globe, those who had worked on Project Apollo, those who had made possible the day that had come. They clustered around displays and switchboards and dials and computers, monitoring every heartbeat of the spacecraft that had slipped out of the influence of its home planet and was now being enticed by the gravitational pull of the Moon. Most of them joined their friends and families in gathering around the televisions as well.

Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.

The only word these corporations know is more,” wrote Chris Hedges, former correspondent for the Christian Science Monitor, National Public Radio, and the New York Times. They are disemboweling every last social service program funded by the taxpayers, from education to Social Security, because they want that money themselves. Let the sick die. Let the poor go hungry. Let families be tossed in the street. Let the unemployed rot. Let children in the inner city or rural wastelands learn nothing and live in misery and fear. Let the students finish school with no jobs and no prospects of jobs. Let the prison system, the largest in the industrial world, expand to swallow up all potential dissenters. Let torture continue. Let teachers, police, firefighters, postal employees and social workers join the ranks of the unemployed. Let the roads, bridges, dams, levees, power grids, rail lines, subways, bus services, schools and libraries crumble or close. Let the rising temperatures of the planet, the freak weather patterns, the hurricanes, the droughts, the flooding, the tornadoes, the melting polar ice caps, the poisoned water systems, the polluted air increase until the species dies. There are no excuses left. Either you join the revolt taking place on Wall Street and in the financial districts of other cities across the country or you stand on the wrong side of history. Either you obstruct, in the only form left to us, which is civil disobedience, the plundering by the criminal class on Wall Street and accelerated destruction of the ecosystem that sustains the human species, or become the passive enabler of a monstrous evil. Either you taste, feel and smell the intoxication of freedom and revolt or sink into the miasma of despair and apathy. Either you are a rebel or a slave. To be declared innocent in a country where the rule of law means nothing, where we have undergone a corporate coup, where the poor and working men and women are reduced to joblessness and hunger, where war, financial speculation and internal surveillance are the only real business of the state, where even habeas corpus no longer exists, where you, as a citizen, are nothing more than a commodity to corporate systems of power, one to be used and discarded, is to be complicit in this radical evil. To stand on the sidelines and say “I am innocent” is to bear the mark of Cain; it is to do nothing to reach out and help the weak, the oppressed and the suffering, to save the planet. To be innocent in times like these is to be a criminal.

One need not be formally convicted in a court of law to be subject to this shame and stigma. As long as you "look like" or "seem like" a criminal, you are treated with the sa,e suspicion and contempt, not just by police, security guards, or hall monitors at your school, but also by the woman who crosses the street to avoid you and by the store employees who follow you through the aisles, eager to catch you in the act of being the"criminalblackmam"--arcjetypal figures who justifies the New Jim Crow.

Thinking about information is different from ordinary work. The challenge is to find good ways, using data, to describe what’s happening in the real world. It’s aligning the description of the company with the activities of the company. My job as boss is to monitor both of these and to continually modify the description to fit the reality. My employees can’t do it—they each work on their piece of the process. I’m the only one who sees everything. I decide what to keep track of, and how to do it. I

Imagine the future of work when brain monitoring becomes more ubiquitous if these laws and norms are not in place. After a banner year at the company, division manager Sue calls employee Pat to offer her a contract renewal with a 2 percent pay raise. Sue knows the company could easily afford and would be willing to pay up to 10 percent to retain her but hopes Pat will take less. Pat takes Sue’s call using her company-issued in-ear EEG earbuds. Pat keeps her voice even throughout the call so as not to give away her emotions and promises to follow up with Sue the next day. All the while, Sue has been watching Pat’s brain activity and decoding her emotional reaction to the news. Pat’s brain activity revealed joyfulness upon learning of the 2 percent pay raise and remained joyful throughout the day.97 The next day, Pat calls Sue and says that she was hoping for a bigger raise. But Sue can’t be bluffed; she knows that Pat was happy with the 2 percent raise; moreover, she now sees that Pat is fearful as she makes her request for a bigger one. Sue responds that 2 percent is the best the company can do, and Pat accepts the offer. Pat’s attempt to negotiate a better salary was over before it began. Even the staunchest freedom-of-contract libertarian would question the fairness of this negotiation.

Some deep purpose companies measure purpose indirectly by monitoring what we might call the forerunners of purpose: they track antecedents, actions, or conditions that induce or enable purpose. Alternatively, they measure perceptions of those antecedents. At Mahindra, for instance, leaders collect survey data from employees, asking them to respond to items such as “Sufficient efforts have been made in the organization/sector to bring about awareness and understanding regarding Rise.

If you haven’t had the pleasure of physically comparing different Wall Street trading floors, you needn’t bother. They are all basically alike. The floor itself is a checkerboard of stained carpet squares covering a maze of twisted wires and electronic equipment. These removable squares serve as the lid of a massive trash can, and hidden below are dozens of half-empty Chinese food containers and mice. (Mice love trading floors, and banking employees are constantly discussing creative ways to trap and kill them.) If you stop by virtually any trading floor on Wall Street, this is what you will inevitably encounter: Hundreds of telephones are ringing. Television monitors are blasting news and flashing scattered bond quotes. One of the checkerboard squares is upended, and several maintenance men are taking a break to yell at each other in front of a pile of circuits and cables. Dozens of traders and salespeople are standing at three-foot intervals face-to-face at several long rectangular desks, which are stacked with a rainbow of colorful computers, flashing monitors, blue Reuters and green Telerate screens, beige Bloomberg data systems, and customized black broker quote boxes.

Cedar Capital Group Tokyo: Construction Site Health & Safety Review Accidents on construction sites are becoming a much more regular occurrence around the globe and can have devastating affects on families, communities and regions. Just recently we witnessed the destruction and heartbreak caused when the crawler crane toppled over onto the Masjid al-Haram, the Grand Mosque in Mecca, Saudi Arabia on 11 September 2015, which killed 118 people and injured a further 394. The majority of accidents on construction sites can be avoided if health and safety requirements are followed. An experienced health & safety advisor can assist you in identifying loss control techniques which in turn minimizes the risk to members of the public, your property and your employees. One of the most frequently occurring accidents construction sites is fire. Ignoring safety policies and procedures can have a disastrous effect and are a common cause of injury on a construction site. Fire extinguishers should be available and close by and you should appoint an employee to be on fire watch. The weather can be a source of accidents on construction sites. Sites become more susceptible as severe weather patterns continue to grow across the globe. In Asia, typhoons have become more frequent, we have seen buildings collapse during high category storms. These types of accidents can be avoided by appointing someone with the responsibility of monitoring the weather to make sure that the construction site is correctly braced before the typhoon arrives. The lack of site is another key factor that causes accidents. Construction sites are like playgrounds for inquisitive children looking for something to do so it’s imperative that you have secured the site with adequate fencing. Posting visible safety signs around the construction site in order to remind and protect the employees, visitors and members of the genera public. Always post safety signs at the entrance and ensure that all visitors wear the correct personal protective equipmentwhich includes a hard hat and safety boots. Cedar Capital Group are a Singapore based, capital equipment, company that leases construction equipment throughout Asia with core markets in Seoul, South Korea and Tokyo, Japan.

As the KGB rezident at Leningrad State University and as an employee of the Leningrad Fifth Chief Directorate, where he worked as a member of the active reserves after returning from East Germany, Putin would certainly have had access to the lists of agents and informants who worked for the KGB during the Soviet period. He also would have been tasked to monitor political activity among faculty and students at the university. Lieutenant Colonel Andrey Zykov,XVII the lead Russian investigator in St. Petersburg for especially important cases, who was assigned to examine Putin’s activities for criminal behavior, even went so far as to allege that two of Putin’s later associates, Anatoliy Sobchak and Dmitriy Medvedev, both of whom were teaching law at Leningrad State University at the time, had provided Putin with information (“I Anatoliy Sobchak, i Dmitriy Medvedev byli ego stykachkami”).127 Thus Putin would not have been the only person interested in “cleansing” his own file of damaging materials. Eastern Europe at this time was awash with exposés as high-ranking politicians were unmasked as agents of either the KGB or local security services. No one in Russia wanted a repeat of this, and indeed there has never been such a period in post-Soviet Russia. Clearly the KGB got there first, and files, lots of files, were burned. As mentioned earlier, Putin himself admits that in Dresden, after the Berlin Wall came down in November 1989, he burned so many files that the furnace exploded. But also the entire mood in Russia, the heart of the Soviet Empire, was quite different compared to the rest of the Soviet Bloc—it was one thing to unmask someone in Poland who had worked for the Russians; it was quite another to reveal that a Russian son had been spying on his father, for example.128 Russians as a whole sensed that such a settling of accounts would be divisive, ruinous, and pointless. And those tens of thousands of people coming out of the collapsed CPSU and KGB had other tasks in mind—most notably making a living in new conditions. The elites from these two organizations knew where the money was and how to use it. They had more lucrative assignments in mind than revenge.

By design, flow systems have an everything-works-or-nothing-works quality which must be respected and anticipated. This means that the production team must be cross-skilled in every task (in case someone is absent or needed for another task) and that the machinery must be made 100 percent available and accurate through a series of techniques called Total Productive Maintenance (TPM). It also means that work must be rigorously standardized (by the work team, not by some remote industrial engineering group) and that employees and machines must be taught to monitor their own work through a series of techniques commonly called poka-yoke, or mistake-proofing, which make it impossible for even one defective part to be sent ahead to the next step.7

Tracking everything doesn’t work. The impulse to gather more data to further hone schedules is misguided. There’s inherent variability, for one, and employees may have surprising reactions to being closely monitored. In research at a Chinese factory, Bernstein found that workers were less productive when they were carefully watched and more innovative when they knew they weren’t being monitored.

Lenin’s and Stalin’s form of communism is gone, yet its trappings have been expropriated by mega-corporations. We have companies featuring central planning by troikas, mission statements crafted by apparatchiks, five-year plans, no right to choose leaders in companies, no democracy in the workplace, a clear distinction between intelligentsia and peasants (top CEOs make 152 times the median salary and enjoy company dachas, jets, and limos), and state monitoring (time clocks, dress codes, drug screening, “employee assistance” plans, e-mail monitoring, no smoking, and other personal conduct rules, as well as family-life audits).

The rules were explicit: No employee, from the chief executive down to the lowliest mailroom clerk, could talk to the press without a PR minder in tow. The communications department ruthlessly monitored all press coverage, issuing stern correctives to newspapers or magazines that erred on so much as an executive title.

That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

If you want to construct the perfect virtual team, there are a number of elements that you need to consider. The first is how many staff members will you require? If you have several employees, you may require more than one team to complete various jobs. If you are working with individuals from various histories, it will be harder to examine their capacities. If you employ people with varying degrees of experience, the team will be less efficient as well as will only wind up developing even more irritation. The 2nd aspect is the ability degree of each member. This is necessary since you will certainly require to produce a sense of neighborhood among employees. A virtual team-building video game will certainly aid you to attain this. A virtual team-building game called the 100 Information Obstacle is fun and also can make everyone included really feel even more connected. You can locate an assisted-in virtual team structure game with a business such as a Tag. If you do not intend to employ a team leader, you can attempt the 100 Things Challenge to discover exactly how you can develop a community within your business. Another attribute of a virtual team monitoring device is the capability to take care of digital teams from throughout the globe. This device makes it less complicated to take care of online teams from anywhere. As an example, if you have a remote employee, you can use the ClickUp app to appoint jobs and timetable meetings. You can even use it as a style accessory, which has been hailed by Path magazine. And also if you're seeking one more virtual team-building tool, it deserves to think about Donut. Virtual team structure video games are enjoyable ways to create a connection and also construct team comradery. Gamings like online retreat areas, murder mysteries, tests, as well as facts video games can also be an enjoyable way to connect with a staff member.

Contact Clock In Clock Out with questions or feedback on our time & attendance tracking solution, monitoring when & where employees clock in and out of work. Through a powerful but simple technology, Clock In Clock Out helps to assure that people you are paying to be on the job during non-traditional hours of a day such as night shifts and/or at remote locations, were actually where they claimed to be. When they claimed to be there.

Interactive Voice Response (EVV) is a technology that uses a phone keypad to interact with employees or customers to answer questions on their own. It saves time when a quick and simple questions needs to be answered. Watch our tutorial video and step-by-step guides with screenshots. You will learn how the set-up process works including how to register a local area phone number, clock in and clock out, monitor real time through messages, and pull reports.

And our more progressive clients, monitored by their CFOs, are starting to require a specific number of hours of ongoing education at all levels of the organization (we suggest 12 hours for the frontline; 25 hours for middle management; and 45 to 60 hours for senior leaders as a starting point). Worried about spending all that money on training only to watch your people go elsewhere? The research definitively shows that training and development increases loyalty. Besides, what’s the alternative? Do you really want your people not to be the best-trained for the jobs they have to do? And how much should you spend on training? It obviously depends, but 2% to 3% of your payroll is a good benchmark. Who should you spend it on? Senior leaders, middle managers, frontline employees? They all need training, but focus first on your middle management. In most growth companies, they have the hardest jobs and are critical to employee engagement and retention, yet get the least preparation for it.

Much of the signal system was installed in the 1930s and transit employees now have to fabricate their own replacement parts for obsolete equipment. While subway riders have to rely on this century-old technology, New York's automobile drivers take advantage of traffic signals that are part of a sophisticated information network. Above the streets, the city's Department of Transportation monitors data from sensors and video cameras to identify congestion choke points, and the remotely adjusts computerized traffic signals to optimize the flow of vehicles. Drivers obtain accurate, real-time traffic condition information via electronic signals, computers and smartphones.

The only employees in the building who had been excused where those who had hall monitoring duty.

In fact, a mere 535 elected senators and representatives can hardly become acquainted with, much less even read, some 175,496 pages of the Federal Register or monitor 2.7 million employees—without the enlistment of more bureaucrats to monitor bureaucrats.12

As neurotechnology and the algorithms decoding them continue to improve, EEG-based systems will become the gold standard in workplace fatigue monitoring. Not just employers but society as a whole may soon decide that the gains in safety and productivity are well worth the costs in employee privacy. But how much we ultimately gain from workplace brain wearables depends largely on how employers leverage the technology. Will employees receive real-time feedback from the devices so they can act on it themselves? Will managers directly monitor employees’ incidence of fatigue? If so, will they use that information to improve workplace conditions? Or will it justify disciplinary actions, pay cuts, and terminations of employees who suffer from fatigue more often?

Fourteen Ways To Tame Pharma 1. No more direct-to-consumer advertising on TV, in magazines, or on the internet 2. No more drug company-sponsored junkets, dinners, promotional gifts, or continuing medical education for doctors or medical students 3. No more financial support for medical professional organizations 4. No more beautiful salespeople congregating in the doctors' waiting room 5. No more free samples 6. No more off-label marketing 7. No more co-opting of thought leaders 8. No more drug company funding for the Food and Drug Administration 9. Bigger fines and criminal penalties for malfeasance that are directed against the executives as well as the companies 10. Shortened patent protection for companies that break the law 11. No more financial aid for consumer advocacy groups 12. No more disease-awareness campaigns 13. No more unlimited and undisclosed contributions to politicians 14. A three-year quarantine before politicians, staffers, and bureaucrats involved in setting or monitoring drug company regulations can join a drug company as officer or employee

As corporations have amassed more market power, they’ve made every effort to keep wages low and productivity high. Increasingly, workers are providing far more value to their companies than their pay reflects, and employers are constantly finding new avenues to squeeze their labor force. Algorithms have proven to be more exacting bosses than people. Those algorithms powering just-in-time scheduling have allowed bosses to fine-tune staffing levels to demand, leading to unpredictable hours that cause paychecks to grow and shrink from week to week. Companies have deployed programs that record workers’ keystrokes and mouse clicks and capture screenshots at random intervals and have even made use of devices that sense heat and motion. Warehouse workers, cashiers, delivery drivers, fast food managers, copy editors, and millions of other kinds of workers—even therapists and hospice chaplains—are now monitored by software with names like Time Doctor and WorkSmart. Most large private firms track worker productivity, sometimes docking pay for “idle time,” including when employees use the bathroom or consult with clients. Such technological advances have increased workers’ efficiency and their precarity: You produce more profit but enjoy less of it, which is the textbook definition of exploitation.

Someday employers could nip labor organizing in the bud by monitoring employees’ growing brain synchrony. One recent study tracked the EEG signals of high school students over a semester and found that their brain activity became more synchronized as they focused on collective tasks.106 In other words, just by looking at patterns of brain activity across employees, it might be possible to tell who is planning something together like organizing a union. Those who are less engaged with the group can similarly be identified by their lower brain-to-brain synchrony.

What should employees do once technologies like enterprise software and the World Wide Web free them from the “paperwork mine”? Hammer and Champy offered a clear answer in Reengineering the Corporation: with the computers handling the routine, people should be empowered to exercise their judgment. “Most of the checking, reconciling, waiting, monitoring, tracking—the unproductive work . . .—is eliminated by reengineering. . . . People working in a reengineered process are, of necessity, empowered. As process team workers they are both permitted and required to think, interact, use judgment, and make decisions.

Here we not only use static security but also dynamic security,” he tells me. Static security is the traditional methodology of correctional facilities, made up of physical measures (high walls, alarm systems, bars) and also monitoring practices (cameras, observation, supervised visitation, cell and body searches, prisoner counts). Dynamic security, in contrast, is based in the interpersonal relationships and interactions between prisoners and prison employees. Høidal points to a prison officer and an inmate working together on a piece of furniture, the officer holding the base of a chair while the prisoner fits a leg onto it. “The relationship between staff and inmates is the most important part. “The prison officers and the prisoners are together all day,” Høidal explains. “Officers are in the workshops and in the living units, but everyone also eats meals together. They take leisure together. They do activities together.” In addition, 50 percent of the prison officers at Halden are female. And not one of them—male or female—is armed. “Knowing the inmates is the best security,” he continues. That way officers can be on alert if a man is behaving oddly—if he appears to be agitated or is becoming angry, they notice it, because they know that man. Know what it looks like when he is calm and know what it looks like when he begins to rev up.

In a tiny company like mine, it’s up to the owner to invent the way the company operates and to design the systems that keep track of what is happening. Fortunately, I find this to be an interesting challenge. If I had wanted to build only furniture, I could have kept myself very busy, but the company would not have grown. Without a rational way to handle information, we would have descended into permanent chaos. Thinking about information is different from ordinary work. The challenge is to find good ways, using data, to describe what’s happening in the real world. It’s aligning the description of the company with the activities of the company. My job as boss is to monitor both of these and to continually modify the description to fit the reality. My employees can’t do it—they each work on their piece of the process. I’m the only one who sees everything. I decide what to keep track of, and how to do it. I have two information systems. First, there’s my subjective impressions of the state of the shop, the mood of the workers, the eagerness of the customers, drawn from my observations and conversations. The second is objective, actual data that lives in separate fiefdoms: the accounting system, in QuickBooks; the contract and productions system, in FileMaker; e-mails and customer folders sit on our server; AdWords data lives in the cloud. So do our shared Google Docs spreadsheets, which act as supplementary databases. There are also a bunch of Excel sheets, dating back to 1997, when I first computerized (twelve years after starting the company). None of these subsystems talk to one another. Information passes between them via the people who use it. I’m the only person in the company who knows how it all fits together.

The judges believed Uber and Lyft to be more powerful than they were willing to admit, but they also conceded that the companies did not have the same power over employees as an old-economy employer like Walmart. “The jury in this case will be handed a square peg and asked to choose between two round holes,” Judge Chhabria wrote. Judge Chen, meanwhile, wondered whether Uber, despite a claim of impotence at the center of the network, exerted a kind of invisible power over drivers that might give them a case. In order to define this new power, he decided to turn where few judges do: the late French philosopher Michel Foucault. In a remarkable passage, Judge Chen compared Uber’s power to that of the guards at the center of the Panopticon, which Foucault famously analyzed in Discipline and Punish. The Panopticon was a design for a circular prison building dreamed up in the eighteenth century by the philosopher Jeremy Bentham. The idea was to empower a solitary guard in the center of the building to watch over a large number of inmates, not because he was actually able to see them all at once, but because the design kept any prisoner from knowing who was being observed at any given moment. Foucault analyzed the nature and working of power in the Panopticon, and the judge found it analogous to Uber’s. He quoted a line about the “state of conscious and permanent visibility that assures the automatic functioning of power.” The judge was suggesting that the various ways in which Uber monitored, tracked, controlled, and gave feedback on the service of its drivers amounted to the “functioning of power,” even if the familiar trappings of power—ownership of assets, control over an employee’s time—were missing. The drivers weren’t like factory workers employed and regimented by a plant, yet they weren’t independent contractors who could do whatever they pleased. They could be fired for small infractions. That is power. It can be disturbing that the most influential emerging power center of our age is in the habit of denying its power, and therefore of promoting a vision of change that changes nothing meaningful while enriching itself. Its posture is not entirely cynical, though. The technology world has long maintained that the tools it creates are inherently leveling and will serve to collapse power divides rather than widen them.

After the epic Exxon Valdez oil spill off the coast of Alaska in 1989, the company set out to catch and investigate every screw-up, however small. It walked away from a large drilling project in the Gulf of Mexico because, unlike BP, it decided drilling there was too risky. Safety is now such a part of the corporate DNA that every buffet laid out for company events comes with signs warning not to consume the food after two hours. In its cafeterias, the kitchen staff monitor the temperature of their salad dressings. Every time an error occurs at an ExxonMobil facility, the first instinct of the company is to learn from it rather than punish those involved. Employees talk about the “gift” of the near miss. Glenn Murray, a staffer for nearly three decades, was part of the Valdez cleanup. Today, as head of safety at the company, he believes no blunder is too small to ignore. “Every near miss,” he says, “has something to teach us, if we just take the time to investigate it.” Like the RAF and Toyota, ExxonMobil encourages even the most junior employee to speak up when something goes wrong.

This is how KLM balanced the freedom in the frame. Employees were not ordered to use social media, and the approach was not scripted by senior management. A small group of willing employees was given a small budget to experiment with social media, mostly to learn how its audience responds. KLM monitored how recipients reacted to their surprises—whether they tweeted about it or mentioned it on Facebook.33 In this case, the forty gifts created a social media storm: the KLM Twitter feed was viewed more than one million times in three weeks. Not bad for an experiment based on something that the employees found intrinsically interesting and were excited to try. But leaders needed to have the strategy of encouraging freedom within the frame, and also needed to be ready to learn when the experiments did not go exactly as planned.

Sodom resembled twentieth-century totalitarian regimes, where state employees were stationed in apartment buildings to monitor everyone who entered the building, a level of oppression those fortunate to live in free societies have difficulty fathoming.

Dissident state or company employees in the Congo could not easily write to Morel directly, for a cabinet noir, or censorship office, in Boma monitored their correspondence.

A few employees are fine while a company is getting going, but eventually all of those skills need to be automated in order for the company to “scale” infinitely. This is why Facebook wants AIs or—at worst—its users to monitor and tag offensive posts instead of paid human employees.