Sociologist Allison Pugh suggests we are heading toward a “feeling economy” with measurement:

Erin is one of millions, from teachers to therapists to managers to hairdressers, whose work relies on relationship. By some accounts, the U.S. is moving from a “thinking economy” to a “feeling economy,” as many deploy their emotional antennae to bear witness and reflect back what they understand so that clients, patients, and students feel seen. I’ve come to call this work “connective labor,” and the connections it forges matter. It can be profoundly meaningful for the people involved, and it has demonstrable effects: We know that doctor–patient relationships, for instance, are more effective than a daily aspirin to ward off heart attacks.

But this work is increasingly being subjected to new systems that try to render it more efficient, measurable, and reproducible. At best, firms implement these systems assuming that such interventions will not get in the way of workers and clients connecting. At worst, they ignore or dismiss those connections altogether. Even these complex interpersonal jobs are facing efforts to gather information and assessment data and to introduce technology. Moneyball has come for connective labor…

Connective labor is increasingly being subjected to new systems that try to make it more predictable, measurable, efficient—and reproducible. If we continue to prioritize efficiency over relationship, we degrade jobs that have the potential to forge profound meaning between people and, along the way, make them more susceptible to automation and A.I., creating a new kind of haves and have-nots: those divided by access to other people’s attention.

To quantify relationships could be difficult in itself. It requires attaching measurements to human connections. Some of these features are easier to capture than others. In today’s world, if a conversation or interaction or relationship happens without “proof,” is it real? This proof could come in many forms. A social media post. A digital picture taken. Activity recorded by a smart watch. An activity log written by hand or captured by a computer.

Then to scale relationships is another matter. A one to one connection multiplied dozens of time throughout a day or hundreds or thousands of times across a longer span presents other difficulties. How many relationships can one have? How much time should each interaction take? Are there regular metrics to meet? What if the relationship or interaction goes a less predictable direction, particularly when it might require more time and care?

Given what we can measure and track now and the scale of society today, the urge to measure relationships will likely continue. Whether people and employees push back more strongly against the quest to quantify and be efficient remains to be seen.