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幾年前，萬(wàn)豪酒店在五個(gè)城市的酒店推出一款新應(yīng)用，可以通知客房清潔工哪些房間需要打掃。本意是為了節(jié)省清掃人員時(shí)間，卻變成一場(chǎng)災(zāi)難。

結(jié)果客房清潔工在不同樓層的房間之間疲于奔命，卻顧不上走廊另一端凌亂的房間。從員工角度來(lái)說(shuō)，他們覺(jué)得新應(yīng)用反而降低了工作效率，還要擔(dān)心因?yàn)闆](méi)法按時(shí)完成工作受雇主懲罰?！昂?jiǎn)直是白費(fèi)勁，”代表萬(wàn)豪清潔工的工會(huì)Unite Here女發(fā)言人瑞秋·古伯特如此描述。

工會(huì)得知新應(yīng)用導(dǎo)致問(wèn)題幾個(gè)月后，萬(wàn)豪酒店的員工舉行了罷工，部分原因就是針對(duì)客房管理應(yīng)用等新技術(shù)。經(jīng)過(guò)激烈的談判，12月酒店員工獲得了明顯讓步，新合同要求管理層提前165天通知應(yīng)用新技術(shù)，以便處理相關(guān)疑問(wèn)。

萬(wàn)豪簽訂的合同凸顯了工會(huì)如何努力推動(dòng)保護(hù)員工對(duì)抗無(wú)情闖入工作的新技術(shù)影響。最近，賭場(chǎng)員工、記者甚至職業(yè)籃球運(yùn)動(dòng)員都在就合同進(jìn)行談判，合同中規(guī)定了一些條款，比如重新培訓(xùn)因新技術(shù)下崗的工人，以及限制企業(yè)如何利用從設(shè)備中收集到的相關(guān)數(shù)據(jù)。

鮮有企業(yè)就該現(xiàn)象公開(kāi)表態(tài)。例如，萬(wàn)豪只發(fā)表了一份聲明，但拒絕評(píng)論，聲明稱(chēng)萬(wàn)豪已調(diào)整了客房管理應(yīng)用，以便員工更好地掌控日常工作。“酒店采取新流程時(shí)，我們通常會(huì)與同事合作，征求反饋意見(jiàn)，” 萬(wàn)豪表示。

馬修·謝爾勒是Littler-Mendelson律師事務(wù)所專(zhuān)攻技術(shù)領(lǐng)域的律師，該事務(wù)所在勞動(dòng)事務(wù)糾紛中代表企業(yè)方。他說(shuō)，多數(shù)企業(yè)都忽視了員工對(duì)技術(shù)日益增長(zhǎng)的擔(dān)憂。謝爾勒表示，與公司客戶(hù)交談時(shí)，他建議認(rèn)真對(duì)待員工的疑慮，這樣管理人員可以在問(wèn)題出現(xiàn)并影響業(yè)務(wù)之前解決。

“不太清楚美國(guó)公司會(huì)做出怎樣的反應(yīng)，也不清楚何時(shí)會(huì)出現(xiàn)所謂‘衛(wèi)星時(shí)刻’，”馬修·謝爾勒表示。他拒絕討論公司代理的具體企業(yè)。

不管怎么說(shuō)，大家都認(rèn)同創(chuàng)新會(huì)導(dǎo)致一些工作消失，同時(shí)打開(kāi)大門(mén)迎來(lái)新的就業(yè)機(jī)會(huì)。比如說(shuō)，應(yīng)對(duì)商店使用自動(dòng)結(jié)賬系統(tǒng)放棄人工收銀員方面，戰(zhàn)爭(zhēng)就已經(jīng)結(jié)束了。

A few years ago, Marriott debuted a new app at hotels in five cities that was supposed to save housekeepers time by telling them which rooms to clean. It was a disaster.

Housekeepers ended up yo-yoing between rooms on different floors, ignoring messy rooms just down the hall. If anything, the cleaners felt that the app made them less efficient, and they worried about being disciplined by their bosses for failing to finish their work on time. “A wild-goose chase” is how Rachel Gumpert, a spokeswoman for Unite Here, the labor union that represents Marriott’s housekeepers, describes the episode.

Several months after the union became aware of the problems the app was causing, Marriott’s hotel workers went on strike, partly because of new technologies like the housekeeping app. In December, after intense negotiations, the hotel workers won a remarkable concession—a new contract that requires management to tell them 165 days in advance about new technology so they can raise any concerns.

The Marriott agreement highlights how unions are increasingly pushing to protect employees from the unrelenting march of technology into the workplace. Recently, casino workers, journalists, and even professional basketball players have negotiated contracts that dictate terms like retraining workers who are displaced by technology and limiting how businesses can use data they collect about employees from their devices.

Corporations have said little publicly about the phenomenon. Marriott, for example, declined to comment beyond a statement that it has since modified its housekeeping app so that employees have more control over their daily work assignments. “It is customary for us to work with our associates and solicit feedback when implementing new procedures at our hotels,” Marriott said.

Matthew Scherer, a lawyer who specializes in technology for law firm Littler? Mendelson, which represents corporations in labor matters, says that most businesses are oblivious to employees’ increasing worries about tech. When talking with corporate clients, Scherer says he recommends that they take worker misgivings seriously so that managers can address them before they bubble over and disrupt business.

“It’s not entirely clear to me how corporate America is going to respond or when it’s going to have its Sputnik moment, as it were,” says Scherer, who declined to discuss specific companies his firm represents.

Whatever the case, everyone agrees that innovation will eliminate some jobs while opening the door to newer ones. The battle is over how to cushion the impact of, say, stores switching to using self-checkout systems instead of employing human cashiers.

過(guò)去，工人經(jīng)常組織起來(lái)抵制新技術(shù)，有時(shí)甚至極力反抗，19世紀(jì)歐洲的裁縫就曾燒毀安裝了新式電力織機(jī)的工廠。如今，工會(huì)領(lǐng)導(dǎo)人采取的抵抗方式則更加克制。

“工作不會(huì)消失，”美國(guó)最大的工會(huì)聯(lián)盟AFL-CIO的政策和特別顧問(wèn)達(dá)蒙·希爾佛表示?！皩⒊霈F(xiàn)新的工作崗位，現(xiàn)有工作的內(nèi)容也會(huì)改變。”

現(xiàn)在許多領(lǐng)導(dǎo)者都在潛心研究人工智能等話題，商業(yè)顧問(wèn)也一樣。西爾弗斯說(shuō)，AFL-CIO已經(jīng)會(huì)見(jiàn)卡內(nèi)基梅隆大學(xué)、凱西大學(xué)和商業(yè)咨詢(xún)巨頭麥肯錫的專(zhuān)家，探討技術(shù)對(duì)工人潛在的影響。經(jīng)常有人諷刺工會(huì)落后于時(shí)代，現(xiàn)實(shí)卻恰好相反。工會(huì)表示，關(guān)鍵在于不要阻止技術(shù)進(jìn)步，要主動(dòng)了解工人和企業(yè)應(yīng)如何避免技術(shù)導(dǎo)致嚴(yán)重破壞。

工會(huì)也確實(shí)就技術(shù)和自動(dòng)化進(jìn)行了多年談判。（看看汽車(chē)工業(yè)就知道）但現(xiàn)在斗爭(zhēng)越發(fā)圍繞軟件而不是工業(yè)機(jī)器人，而數(shù)十年來(lái)機(jī)器人曾奪走大量工作。

凱莉·格里森在大眾民主中心領(lǐng)導(dǎo)“公平工作周”倡議，她表示零售行業(yè)里負(fù)責(zé)安排員工工作時(shí)間的軟件是關(guān)鍵所在。該軟件可根據(jù)商店繁忙或空閑的時(shí)間安排員工，實(shí)現(xiàn)所謂的準(zhǔn)時(shí)勞動(dòng)力。

然而問(wèn)題在于，商店經(jīng)理使用軟件給員工排班時(shí)，經(jīng)常安排每天工作短短幾小時(shí)，而不讓員工一次上班時(shí)間長(zhǎng)一些，然后能有機(jī)會(huì)休息整天。因此，許多員工完全沒(méi)法預(yù)計(jì)上班時(shí)間，只能24小時(shí)隨叫隨到，也很難找到兼職。

作為回應(yīng)，一些代表零售業(yè)員工的工會(huì)最近就合同進(jìn)行了談判，明確管理層使用調(diào)度軟件的方式，避免干擾員工的生活。一個(gè)例子是，2014年United Food and Commercial Workers Local 5與梅西零售公司簽訂了合同，要求提前通知員工時(shí)間表以及任何變更。

2017年的合同談判中，代表NBA球員的國(guó)家籃球運(yùn)動(dòng)員協(xié)會(huì)針對(duì)的是可穿戴設(shè)備。工會(huì)規(guī)定，禁止球隊(duì)在某些情況下利用健身追蹤器中收集球員的健康和表現(xiàn)數(shù)據(jù)。

舉例來(lái)說(shuō)，訓(xùn)練或比賽中收集的心率信息可能顯示運(yùn)動(dòng)員身體不適。根據(jù)規(guī)則，團(tuán)隊(duì)在比賽期間可以使用相關(guān)數(shù)據(jù)協(xié)助制定策略。但跟NBA球員個(gè)人談判合同時(shí)則不能用數(shù)據(jù)說(shuō)事，因?yàn)檎鏝BA聯(lián)盟副總顧問(wèn)大衛(wèi)·福斯特解釋?zhuān)瑪?shù)據(jù)顯示的信息可能不準(zhǔn)確。

當(dāng)然了，現(xiàn)實(shí)情況是美國(guó)大多數(shù)員工并不具備N(xiāo)BA球星的議價(jià)能力。非工會(huì)企業(yè)可以自由使用任何技術(shù)，包括收集和分析有關(guān)員工績(jī)效的數(shù)據(jù)，只要不涉及種族和性別等因素。

例如，營(yíng)銷(xiāo)公司可以跟蹤員工在電腦上的打字時(shí)間評(píng)估業(yè)績(jī)。打字越多業(yè)績(jī)表現(xiàn)也就越佳。

“隨著機(jī)器學(xué)習(xí)越來(lái)越強(qiáng)大，通過(guò)技術(shù)監(jiān)控員工成本越來(lái)越低，也越發(fā)容易，” 坦普爾大學(xué)法學(xué)教授布里森·羅杰斯表示?！肮緦⑹占鄦T工表現(xiàn)方面的數(shù)據(jù)，還會(huì)盡可能利用數(shù)據(jù)降低勞動(dòng)力成本?！?/p>

代表記者的紐約新聞協(xié)會(huì)與新聞機(jī)構(gòu)就通過(guò)數(shù)據(jù)評(píng)估績(jī)效進(jìn)行了談判。工會(huì)關(guān)注的是，許多記者的業(yè)績(jī)與文章的網(wǎng)絡(luò)點(diǎn)擊量掛鉤，工會(huì)組織主任納斯塔蘭·莫希特稱(chēng)此舉為“比拼誰(shuí)底線更低”。

新聞協(xié)會(huì)表示，接受當(dāng)今數(shù)字世界的現(xiàn)實(shí)，但雇主應(yīng)該根據(jù)記者的工作質(zhì)量評(píng)估業(yè)績(jī)，不要定量安排。因?yàn)樵O(shè)定的工作量可能因谷歌或Facebook突然改變算法受到負(fù)面影響。

莫希特表示，新聞協(xié)會(huì)能爭(zhēng)取不提定量安排工作，或者限制在少數(shù)新聞機(jī)構(gòu)內(nèi)。例如，法律新聞社Law360曾要求其記者每天寫(xiě)四篇報(bào)道，不允許例外情況。莫希特在一封電子郵件中稱(chēng)之為新聞業(yè)定量安排工作 “最苛刻也最有問(wèn)題”的案例之一。

她說(shuō)，2016年Law360員工終于加入工會(huì)后，員工“第一件事便是放松定額工作量，最后徹底取消”。Law360的母公司LexisNexis拒絕置評(píng)。

In the past, workers have often organized to resist new technology and, in some cases, even to rebel against it, as in the 19th century when tailors in Europe burned down factories filled with newfangled power looms. But these days, union leaders are taking a more measured approach.

“Work is not going away,” says Damon Silvers, the director of policy and special counsel for the AFL-CIO, the largest union federation in the U.S. “There will be new jobs created, and the content of existing jobs will change.”

These days, many leaders immerse themselves in topics like artificial intelligence—much like business consultants. Silvers says that the AFL-CIO has met with experts from Carnegie Mellon University, Case Western University, and business consulting giant McKinsey to discuss technology’s potential disruption to workers. It’s a far cry from the caricature of unions as being behind the times. The point is not to stop technological progress, the unions say, but rather to understand what workers and businesses can do to avoid major disruption caused by technology.

To be sure, unions have negotiated over technology and automation for years. (Just look at the auto industry.) But now the fight is increasingly over software rather than industrial robots, a big job killer for decades.

In the retail industry, software for scheduling employee hours is a big sticking point, says Carrie Gleason, who directs the Fair Workweek Initiative at the advocacy group The Center for Popular Democracy. The technology weighs the hours when stores are expected to be busy or empty to schedule workers, creating a so-called just-in-time workforce.

One problem, however, is that store managers often use the software to slot employees in short blocks of a few hours rather than giving them additional tasks to do during slower periods so they have a full day. As a result, many employees end up with unpredictable schedules that require them to be on call around the clock, thus making it difficult for them to get second jobs.

In reaction, some unions representing retail workers have recently negotiated contracts that spell out how management can use scheduling software, to avoid disrupting the lives of employees. One example is a 2014 contract between the United Food and Commercial Workers Local 5 and retail firm Macy’s that requires advance notice to workers about their schedules and any changes to them.

In its contract negotiations in 2017, the National Basketball Players Association, which represents NBA players, targeted wearable devices. The union was able to establish rules that prohibit teams, in certain situations, from using player health and performance data that they glean from fitness trackers.

Heart rate information collected during training or games may show that a player is out of shape, for instance. Under the rules, teams can use this data to help strategize during games. But they can’t factor it in when negotiating individual NBA player contracts because, as the NBA union’s deputy general counsel David Foster explains, the information may be inaccurate.

The reality, of course, is that most U.S. workers don’t have the bargaining power of NBA stars. Non-unionized companies are free to use any technology they want, including gathering and analyzing data about employee performance, as long as it doesn’t touch on factors like race and gender.

For instance, a marketing firm could track how much time employees type on their computers to gauge their performance. The more they‘re at their keyboards, the better.

“As machine learning becomes more powerful, it will be cheaper and easier to monitor workers in that way,” said Brishen Rogers, a law professor at Temple University. “Companies are going to be gathering more and more data about how employees are preforming on their job and they will use that data to reduce labor costs wherever they can.”

The NewsGuild of New York, which represents journalists, has bargained with publishers over the use of data to measure employee performance. The union is concerned that many reporters are being evaluated by how many clicks their articles get online, which Nastaran Mohit, the union’s organizing director, calls a “race to the bottom.”

The NewsGuild says it accepts the reality of today’s digital world. But it believes that employers should measure journalists by the quality of their work and not by quotas that can be negatively affected by Google or Facebook suddenly changing their algorithms.

Ultimately, the guild has been able to secure language that eliminate quotas or reduce them at a number of publications, Mohit says. For instance, the legal news service Law360 once required its reporters to write four stories a day with no exception, a mandate that Mohit referred to in an email as one of the most “demanding and problematic” examples of story quotas in journalism.

Eventually after Law360 workers unionized in 2016, the employees were able to “first loosen their quotas, and then eventually remove them altogether,” she said. Lexis-Nexis, Law360’s parent company, declined to comment.

不僅藍(lán)領(lǐng)工人擔(dān)心技術(shù)的影響。會(huì)計(jì)師或律師助理之類(lèi)白領(lǐng)工人也一樣擔(dān)心，這些人通常不是工會(huì)成員，而且一般來(lái)說(shuō)不用擔(dān)心技術(shù)問(wèn)題，但如今人工智能支持的軟件可以幫客戶(hù)計(jì)算稅收或處理法律研究問(wèn)題，所以同樣面臨風(fēng)險(xiǎn)。

“現(xiàn)在白領(lǐng)階層焦慮情緒嚴(yán)重，”哈佛商學(xué)院教授威廉·克爾說(shuō)。

加州大學(xué)伯克利分銷(xiāo)勞動(dòng)力中心的低工資工作項(xiàng)目主任安妮特·伯恩哈特說(shuō)，到最后工會(huì)可能敦促立法者以更廣泛的方式解決科技對(duì)勞動(dòng)力的影響。

“我們發(fā)現(xiàn)工會(huì)已率先深入探討相關(guān)問(wèn)題，但決策者和我們公眾也要盡快加入討論，” 伯恩哈特表示。

最近谷歌員工抗議公司存在的性騷擾和仲裁政策，但并無(wú)工會(huì)組織，表明一些白領(lǐng)工人也在模仿工會(huì)的策略努力改變公司政策。谷歌的回應(yīng)是取消了一項(xiàng)規(guī)定，此前規(guī)定是指責(zé)公司存在性騷擾的員工必須走仲裁而不是通過(guò)法院系統(tǒng)。

不管怎樣，萬(wàn)豪酒店的客房清潔工也通過(guò)最近的合同獲得了一些保護(hù)，條款比較接近去年工會(huì)代表拉斯維加斯賭場(chǎng)員工談判的合同。合同要求萬(wàn)豪向工會(huì)提供新技術(shù)的信息，還要保證為辭退的員工提供工作培訓(xùn)。

如此一來(lái)，客房清潔工可轉(zhuǎn)型當(dāng)廚師，在同一家酒店或附近的酒店工作。常駐舊金山的聯(lián)合主席安納德·辛哈表示，合同的措辭囊括了未來(lái)兩種情況下技術(shù)的影響，一種是比如機(jī)器人可以打掃房間的情形，另一種則更貼近當(dāng)下，比如讓客房清潔工很憤怒的應(yīng)用程序之類(lèi)。

“我們沒(méi)法提供所有的答案，”他承認(rèn)。不過(guò)，“確實(shí)不能僅依靠一些先進(jìn)的裝置重新定位和訓(xùn)練美國(guó)人?！?span>（財(cái)富中文網(wǎng)）

本文另一版本發(fā)表于2019年5月出版的《財(cái)富》雜志，標(biāo)題是《當(dāng)技術(shù)和勞動(dòng)力出現(xiàn)沖突》。

譯者：馮豐

審校：夏林

And it’s not just blue-collar workers who are worried about technology’s impact. White-collar workers like accountants or paralegals, who aren’t typically union members and, generally, have never had to fear technology, are at risk because of software powered by artificial intelligence that can calculate taxes for clients or handle legal research.

“There’s so much anxiety these days among the white-collar class,” said Harvard Business School professor William Kerr.

Annette Bernhardt, the director of the low-wage work program at the University of California at Berkeley’s Labor Center, said unions may eventually push lawmakers to address tech’s impact on the workforce in more sweeping ways.

“What we’re seeing is that unions are the first to dive into these questions, but very quickly policy makers and we as the public are going to have to have this debate as well,” says Bernhardt.

Recent protests by Google employees, who aren’t unionized, against the search giant’s sexual harassment and arbitration policies shows that some white-collars laborers are mimicking union tactics to change company policy. Google responded by eliminating a policy that required workers who accused the company of sexual harassment of going through arbitration rather than the court system.

In any case, Marriott’s housekeepers were able to win some protections in their recent contract, which was similar to one their union negotiated last year on behalf of Las Vegas casino workers. In addition to requiring that Marriott give the union a heads-up about any new technology, it guarantees job training for anyone who is displaced.

A housekeeper could become a cook, for example, and be put to work at the same hotel or one nearby. The contract language covers disruption from both futuristic scenarios like robots that can clean rooms, to more present-day ones like the app that infuriated the hotel’s housekeepers, says Anand Singh, a Unite Here president in San Francisco.

“We don’t have all the answers,” he concedes. However, “you can’t just count on some magical apparatus to reposition and retrain Americans.”

A version of this article appears in the May 2019 issue of Fortune with the headline “When Tech and Labor Collide.”