Checking in on the state of Amazon’s chickenized reverse-centaurs
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Amazon has invented a new kind of labor travesty: the chickenized reverse centaur. That's a worker who has to foot the bill to outfit a work environment where they nevertheless have no autonomy (chickenization) and whose body is conscripted to act as a peripheral for a digital system (reverse centaur):
"Chickenization" is a term out of labor economics, inspired by the brutal state of the poultry industry, where three giant processing companies have divided up the market so that every chicken farmer has just one place where they can sell their birds. To sell your birds to one of these plants, you have to give them total control over your operation. They sell you the baby chicks, they tell you what kind of coop to build and what lightbulbs to install and when they should be off or on. They tell you which vet to use and which medicines can be administered to your birds. They tell you what to feed your birds and when to feed them. They design your coop and tell you who is allowed to maintain it. The one thing they don't tell you is how much you'll be paid for your birds – that's something you only discover when it's time to sell them, and the sum you're offered is based on the packer's region-wide intelligence on how you and all your competitors are faring, and is calculated to be the smallest amount to allow you to roll over your loans and go into more debt to grow more birds for them.
At its root, "chickenization" is about de-risking, cloaked in the language of entrepreneurship. Chicken farmers assume all the risk for the poultry packers, but they're told that they're their own bosses. The only way in which a chicken farmer resembles an entrepreneur is that they have to bear all the risk of failure – without having any upside for success. Packers can (and do) secretly decide to experiment at farmers' expense, ordering some of their farmers to vary their feeding, light and veterinary routines to see if they can eke new efficiencies out of the process. If that works, the surplus is reaped by the packer. If that fails, the losses are borne by the farmer, who is never told that they were funding an experiment.
Amazon makes extensive use of chickenization in its many commercial arrangements, tightly defining the working conditions of many "self-employed" workers, like the clickwork "turkers" who power the Mechanical Turk service. But the most chickenized of all the people in Amazon's network of cutouts and arm's-length arrangements are the "entrepreneurs" who are lured into starting a "Delivery Service Platform" (DSP) business.
To start a DSP, you borrow lots of money to buy vans that you outfit to Amazon's exacting specifications, filling them with interior and exterior sensors and cameras, painting them with Amazon livery, and kitting them out with shelving and other infrastructure to Amazon's exacting specification. Then, you hire workers – giving Amazon a veto over who you hire – and you train them – using Amazon's training materials. You sign them up for Amazon's platforms, which monitor and rank those workers, and then you get paid either $0.10 per parcel, or maybe $0.50 per parcel, or sometimes $0.00 per parcel, all at Amazon's sole discretion.
That's a pretty chickenized arrangement. But what about reverse centaurs?
In automation theory, a "centaur" is someone who is assisted by some automation system (they are a fragile human head being assisted by a tireless machine). Therefore, a reverse centaur is a person who has been conscripted to serve as a peripheral for a machine, a human body surmounted and directed by a brute and uncaring head that not only uses them, but uses them up.
The drivers that DSPs hire are reverse centaurs. Using various forms of automation, Amazon drives these workers to work at a dangerous, humiliating and unsustainable pace, setting and enforcing not just quotas, but also scripting where drivers' eyes must be pointed, how they must accelerate and decelerate, what routes they take, and more. These edicts are enforced by the in-van and on-body automation systems that direct and discipline workers, tools that labor activists call "electronic whips":
The chickenized owners of DSPs must enforce the edicts Amazon brings down on their reverse centaur workers – Amazon can terminate any DSP, at any time, for any reason or no reason, stranding an "independent entrepreneur" with heavily mortgaged rolling stock that can only be used to deliver Amazon packages, long term leases on garages and parking lots, liability for driver accidents caused by automation systems that punish drivers for e.g. braking suddenly if someone steps into the road, and massive loans.
So when Amazon directs a DSP to fire or discipline a worker, that worker is in trouble. Amazon has hybridized chickenization and reverse centaurism, creating a chickenized reverse centaur, a new kind of labor travesty never seen before.
In "Driven Down," a new report from the DAIR Institute, authors Adrienne Williams, Alex Hanna and Sandra Barcenas draw on interviews with DSP drivers and Williams's own experience driving for Amazon to document the state of the Chickenized Reverse Centaur. It's not good:
"Driven Down" vividly describes – often in drivers' own words – how the life of a chickenized reverse centaur is one of wage theft, privacy invasions, humilation and on-the-job physical risks, for drivers and the communities they drive in.
DSP drivers interact with multiple automation systems – at least nine apps that monitor, score and discipline them. These apps are supposed to run on employer-supplied phones, but these phones are frequently broken, and drivers face severe punishment if these apps aren't all running during their shifts. As a result, drivers routinely install these apps on their own phones, and must give them broad, far-reaching permissions, such that drivers' own phones are surveilling them for Amazon 24/7, whether or not they're on the clock. It's not just DSP owners who are chickenized – it's also drivers, footing the bill for their own electronic whips.
First and foremost, these apps tell the drivers where to go and how to get there. Drivers are dispatched to hundreds of stops per day, on a computer-generated route that is not vetted or sanity-checked by a human before it is non-negotiably handed to a driver. Famously, plotting an efficient route among many points is one of the most insoluble computing problems, the so-called "traveling salesman" problem:
But it turns out that there is an optimal solution to the traveling salesman problem: get a computer to make a bizarre and dangerous approximation of the optimal route, and then blame and fine workers when it doesn't work. This doesn't optimize the route, but it does shift all the costs of a suboptimal route to workers.
Crucially, Amazon trusts its computer-generated routes, based on map data, over the word of drivers. For example, drivers are often directed to make "group stops" – where the driver parks the van and then delivers to multiple addresses at once (for example, at an apartment complex or office block). Amazon's mapping service assumes that addresses that are in the same complex or development are close together, even when they are very distant. If a driver dares to move and re-park their van to deliver parcels to distant addresses, the app punishes them for making an unauthorized positional adjustment. If a driver attempts to deliver all the parcels without moving the van, they are penalized for taking too long. Even if drivers report the mapping error, it persists, resulting in strings of infractions, day after day.
When drivers fail to make quota, the DSP's per-parcel payout is reduced. DSPs whose drivers perfectly obey the (irrational, impossible) orders of Amazon's apps get $0.50 per parcel delivered. If drivers fall short of the apps' expectations, the per parcel-rate can fall to $0.10, or, in some cases, zero.
This provides a powerful incentive to DSPs to pressure drivers to engage in unsafe practices if the alternative would displease the app. Drivers are penalized for sudden braking and swerving, for example, but are also penalized for missing quota, which puts drivers in the impossible position of having to drive as quickly as possible but also not to swerve or brake if a sudden traffic hazard pops up. In one absurd tale, a driver describes how they were shifted to an electric van that did regenerative braking when they released the accelerator. The app expected drivers to slow down by releasing the accelerator, not by touching the brakes, but this meant that the van's brake lights never switched on. When a driver slowed at a yellow light, they were badly rear-ended by a following UPS truck, whose driver had assumed the Amazon DSP driver was going to rush the light (because the van's brake lights didn't light up).
Meeting quota means that drivers are also not able to stop for bathroom breaks or to take car of other personal hygiene matters. This is bad enough when it means peeing in a bottle, but it's even worse when the only way to take care of period-related matters is to go into the back of the van – where cameras record everything you do – and manage things there.
Drivers are told many inconsistent things about those cameras. Some drivers have been told that the footage is only reviewed after an accident or complaint, but when drivers do get into accidents or have complaints lodged against them, they are often fired or disciplined without anyone reviewing the footage. Meanwhile, drivers are sometimes punished for things the cameras have recorded even when there was no complaint or accident.
The existence of all that empirical evidence of things happening in and outside an Amazon DSP van makes little to no difference to drivers' employment fairness. When a malfunctioning seatbelt sensor insists that a driver has removed their seatbelt while driving, 80+ times in a single shift, the driver struggled to get their docked wages or lost jobs back. When a driver swerved to avoid an oncoming big rig whose driver had fallen asleep and drifted across the media, the driver was penalized – the driver this happened to had his score in "Mentor" (one of the many apps) docked from 850 to 650. Amazon won't tell drivers what their Mentor scores mean, but many drivers – and DSP owners – believe than anything less than a perfect score will result in punishment or termination.
Attaining and maintaining a perfect score is an impossible task, because Amazon will not disclose what drivers are expected to do – it will only penalize them when they fail to do it. Take the photos that Amazon drivers are expected to snap of parcels after they are delivered. The criteria for these photos is incredibly strict – and also not disclosed. Drivers are penalized for having their hands or shoes or reflections in the image, for capturing customers or their pets, for capturing the house-number. They aren't allowed to photograph shoes that are left on the doormat. Drivers share tips with one another about how to take a picture without losing points, but it's a moving target.
Among drivers, there's a (likely correct) belief that Amazon will not tell them how the apps are generating their scores out of fear that if drivers knew the scoring rubric, they'd start to game it. This is a widespread practice within the world of content moderation and spamfighting, where security practitioners who would normally reject the idea of "security through obscurity" out of hand suddenly embrace secrecy-dependent security measures:
All this isn't just dangerous and dehumanizing, it's also impoverishing. Drivers who get downranked by these imperious and unaccountable and unexplained algorithms have their hours cut or get fired altogether. The apps set a quota that can't possibly be reached if drivers take their mandated (and unpaid) 30 minute lunch and two 15-minute breaks (drivers who miss quota twice are automatically terminated). This time is given over to unpaid labor. As the report explains:
Drivers are not paid for their 30 minute lunch. A full-time employee working an 8 to 10 hour shift would be working either 4 or 5 days out of each week. At $20 an hour, that is two hours a week for four-day employees, resulting in $40 of unpaid labor a week, $160 a month, almost $2,000 a year.
Drivers are also assigned "homework" – videos they are required watch and simulator exercises they are required to complete as remediation for their real or imagined infractions. This, too, is unpaid, mandatory work. Drivers are required to attend "stand up" meetings at the start of their shifts, and this is also often unpaid work.
Amazon makes a big show of "listening to drivers," but they're never heard. A driver who reported being held at gunpoint by literal Nazis who objected to having their parcels delivered by a Jew had his complaints ignored, and those violent, armed Nazi customers continued to get their parcels delivered.
Even modest requests go unanswered. Drivers for one DSP begged for porta-toilets in the parking lot, rather than having to waste time (and miss quota) legging it to a distant bathroom. They were ignored, and all 50 drivers continue to share a single toilet.
But – thanks to chickenization – none of this is Amazon's problem. It's all the problem of a chickenized DSP "entrepreneur" who serves as a useful accountability sink for Amazon and who can be bankrupted at a moment's notice should they fail to do Amazon's precise bidding.
There's one bright spot here, though: the National Labor Relations Board has brought a case in California seeking to have Amazon held to be a "joint employer" of those reverse centaurs behind the wheels of those vans:
This is the very last residue of the NLRB's authority, the rest having been drained away by Trump as part of Project 2025. If they prevail, it will open the door to drivers suing Amazon for unfair labor practices under both federal and state law – and in California and New York, that labor law just got a lot tougher for Amazon:
The chickenized reverse centaur is a new circle of labor hell, a genuinely innovative way of making workers' lives worse in order to extract more billions for one of the most profitable companies in history.
If you'd like an essay-formatted version of this post to read or share, here's a link to it on pluralistic.net, my surveillance-free, ad-free, tracker-free blog:
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Taylorism is one of the most profoundly impactful ideologies of modern times, precisely because it has been so widely rationalized through successful application as to appear an ideologically neutral tool.
By purporting to streamline lower level processes, scientific management can easily absorb the higher functions of organizational orientation and goal-setting. Because, well, think about it: is there a line where you could know, objectively, that some change in the service of efficiency or expediency was beginning to compromise the goal you're trying to achieve through optimization?
To say scientific management is an ideology, and a fairly popular one at that, is to say that we generally do not ask questions about technology or planning when we think about politics or society, and react with puzzlement and hostility to any suggestion that management might also be an oppressive class that needs its interests gut-checked once in a while.
If management finds a way to automate jobs during a strike, is that scabbing?
Peripherally.
The automation itself is more part of the general category of management strategies to restructure workflow and production methods in order to reduce the need for, and thus the power of, labor. This dates back to the origins of Taylorism itself in the 1890s as an effort to “steal the brains from underneath the cap of labor” and through to the emergence of Human Relations and Industrial Psychology in the early 20th century as a means to better control workers. So I think you could see in as essentially equivalent to classic speed-up and stretch-out efforts to maintain production at as low a cost as possible during a strike, and thus break the union.
However, the dirty truth of automation is that there is no clean way to fully substitute machinery for labor. Due to the inherent limitations of technology at any stage of development, you need labor to repair and maintain and monitor automated systems, you need labor to install and operate the machines, you need labor to design and program and manufacture the machines. (This is one reason why the job-killing predictions around automation often fall flat, because the supposedly superior new technology often requires a significant increase in human labor to service the new technology when it breaks. For example, this is why automation in fast food has proven to be so difficult and partial than expected: it turns out that self-checkout machines are actually very expensive to operate in terms of skilled manpower.) And to the extent that a given automation contract or project is being undertaken during a strike in order to break that strike, that’s absolutely scabbing.
Taylorism is a perfect con to run on the wealthy and powerful. It feeds into their prejudice and mistrust of their workers, and into their misplaced confidence in their own ability to understand their workers' jobs better than their workers do. There's always a long dollar to be made playing the "scientific management" con.
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