Slopped
I've seen a number of posts over the past several months decrying people's use of generative automation to take a few simple ideas and expand them into a verbose e-mail that, PowerPoint deck or what-have-you, that then takes quite a bit of time for the recipients to read and digest. And I recall the schadenfreude that resulted when Shopify CEO Tobias Lütke complained about such "workslop" emerging in the wake of his widely publicized message telling his employees that "Reflexive AI usage is now a baseline expectation at Shopify."
What many of the posts have had in common is the understanding that using generative automation to create quantity over quality is disrespectful to coworkers (and other recipients of workslop) and their time. And pretty much all of them have made the point that using generative automation to create a work product so long that someone else needs to use generative automation to distill it back down to the central points doesn't actually make things more efficient. But what I haven't seen, at least in the posts that have wound up in my feed, is a discussion of the incentives that people are responding to.
I was a people manager, back in the day, and one of the lessons I took away from that was if pushed into a choice between doing what they're told to do and what they're rewarded for doing, people tend to go for the rewards. And so I learned that, rather than harp on people about things, by best way to change their behaviors was to change the incentive structure. Sometimes that was as easy as reminding them who they actually worked for (namely, me). Other times, it took understanding who was doling out perverse incentives and having a talk with them about the downstream effects that I was seeing.
In any event, workslop is the result of people understanding that 2,400 words is better than 1,200 is better than 600. And this was likely true the well before ChatGPT first came on the market. Imperatives to use generative automation for its own sake, and not because it was best tool for the use case at hand, may have contributed to the problem, but it didn't create it. Expectations around communication, and what sorts of things led to raises and promotions, are the culprits here.