LYNN STUART PARRAMORE

Lynn Stuart Parramore is a contributing editor of AlterNet, a frequent contributor to Al-Jazeera America, Reuters, and the Huffington Post, and a member of the editorial board of Lapham’s Quarterly. Reprinted here is an essay published by Al-Jazeera America on September 18, 2015.

Fitbits for Bosses

Imagine you’ve just arrived at your job with the Anywhere Bank call center. You switch on your computer and adjust the height of your chair. Then, you slide on the headset, positioning the mic in front of your lips. All that’s left to do is to activate your behavior-monitoring device — the gadget hanging from your neck that tracks your tone of voice, your heart rate, and your physical movements throughout the day, sending real-time reports to your supervisor.

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A scene from a dystopian movie? Nope. It’s already happening in America. Welcome to the brave new world of workplace biosurveillance.

It’s obvious that wearable tracking technology has gone mainstream: Just look at the explosion of smart watches and activity monitors that allow people to count steps and check their calorie intake. But this technology has simultaneously been creeping into workplaces: The military uses sensors that scan for injuries, monitor heart rate, and check hydration. More and more, professional athletes are strapping on devices that track every conceivable dimension of performance. Smart ice skates that measure a skater’s jump. Clothes that measure an athlete’s breathing and collect muscle data. At this year’s tryouts in Indianapolis, some NFL hopefuls wore the “Adidas miCoach,” a device that sends data on speed and acceleration straight to trainers’ iPads. Over the objection of many athletes, coaches and team owners are keen to track off-the-field activity, too, such as sleep patterns and diet. With million-dollar players at stake, big money seems poised to trump privacy.

Now employers from industries that don’t even require much physical labor are getting in on the game.

5 Finance is adopting sophisticated analytics to ensure business performance from high-dollar employees. Cambridge neuroscientist and former Goldman Sachs trader John Coates works with companies to figure out how monitoring biological signals can lead to trading success; his research focuses on measuring hormones that increase confidence and other desirable states as well as those that produce negative, stressful states. In a report for Bloomberg, Coates explained that he is working with “three or four hedge funds” to apply an “early-warning system” that would alert supervisors when traders are getting into the hormonal danger zone. He calls this process “human optimization.”

People who do the most basic, underpaid work in our society are increasingly subject to physical monitoring, too — and it extends far beyond the ubiquitous urine test. Bank of America has started using smart badges that monitor the voice and behavior patterns of call-center workers, partnering with the creepily named Humanyze, a company specializing in “people analytics.” Humanyze is the brainchild of the MIT Media Lab, the fancy research institute at the Massachusetts Institute of Technology dedicated to the “betterment of humanity,” which, incidentally, receives a quarter of its funding from taxpayers. Humanyze concocted a computer dashboard complete with graphs and pie charts that can display the location of employees (Were you hanging out in the lounge today?) and their “social context” (Do you spend a lot of time alone?).

Humanyze founder Ben Waber points out that companies already spend enormous resources collecting analytics on their customers. Why not their employees?

A growing number of workers are being monitored by GPS, often installed on their smartphones. In the U.S. the Supreme Court ruled that law enforcement officials need a warrant to use GPS devices to track a suspect. But employers don’t worry over such formalities in keeping tabs on employees, especially those who are mobile, such as truck drivers. A Washington Post report on GPS surveillance noted a 2012 study by the research firm Aberdeen Group, which showed that 62 percent of “field employees” — those who regularly perform duties away from the office — are tracked this way. In May, a California woman filed a lawsuit against her former employer, Intermex Wire Transfer, for forcing her to install a tracking app on her phone, which she was required to keep on 24/7. She described feeling like a prisoner wearing an ankle bracelet. After removing the app, the woman was fired.

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Sensitive to Big Brother accusations, the biosurveillance industry is trying to keep testing and tool evaluations under the radar. Proponents of the technology point to its potential to improve health conditions in the workplace and enhance public safety. Wouldn’t it be better, they argue, if nuclear power plant operators, airline pilots, and oil rig operatives had their physical state closely monitored on the job?

10 Young Americans nurtured in a digital world where their behavior is relentlessly collected and monitored by advertisers may shrug at an employer’s demands for a biosurveillance badge. In a world of insecure employment, what choice do they have, anyway? Despite the revelations of alarming National Security Agency spying and increased government and corporate surveillance since 9/11, the young haven’t had much experience yet with what’s at stake for them personally. What could possibly go wrong?

A lot: Surveillance has a way of dehumanizing workers. It prevents us from experimenting and exercising our creativity on the job because it tends to uphold the status quo and hold back change. Surveillance makes everyone seem suspicious, creating perceptions and expectations of dishonesty. It makes us feel manipulated. Some researchers have found that increased monitoring actually decreases productivity.

Philosopher and social theorist Michel Foucault observed that the relationship between the watcher and the watched is mostly about power. The power of the observer is enhanced, while the person observed feels more powerless. When an employer or manager interprets our personal data, she gets to make categorical judgments about us and determine how to predict our behavior.

What if she uses the information to discriminate? Coerce? Selectively apply the rules? The data she uses to make her judgments may not even be telling the truth: Researchers have warned that big data can produce big errors. People looking at numbers tend to use them to confirm their own biases, cherry-picking the information that supports their beliefs and ditching the rest. And since algorithms are constructed by human beings, they are not immune to human biases, either. A consumer might be labeled “unlikely to pay a credit card bill” because of an ethnic name, thus promulgating a harmful stereotype.

As Americans, we like to tell ourselves that we value freedom and undue interference from authority. But when we are subjected to surveillance, we feel disempowered and disrespected. We may be more inclined to accept the government getting involved because of fears about terrorism — but when it comes to surveillance on the job, our tendency to object may be chilled by weakened worker protections and increased employment insecurity.

15 Instead of producing an efficient and productive workplace, biosurveillance may instead deliver troops of distracted, apathetic employees who feel loss of control and decreased job satisfaction. Instead of feeling like part of a team, surveilled workers may develop an us-versus-them mentality and look for opportunities to thwart the monitoring schemes of Big Boss.

Perhaps what we really need is biosurveillance from the bottom up — members of Congress and CEOs could don devices that could, say, detect when they are lying or how their hormones are behaving. Colorful PowerPoints could display the results of data collection on public billboards for the masses to pore over. In the name of safety and efficiency, maybe we ought to ensure that those whose behavior can do society the most harm do not escape the panopticon.