concept Updated 2026-08-24

Ratchet Effect In The Workplace / 职场棘轮效应

EP275 Token 通胀时代,谁还能“不可替代”?丨“人在中流”特别策划01 adds the AI adoption version through AI Productivity Ratchet / AI 生产率棘轮. 陈明霞 warns that people who use AI well can become the busiest employees if the organization treats AI-assisted output as a new baseline without redesigning reward, scope, review responsibility, or recovery.

Ratchet effect in the workplace is 79.各位领导,但凡咱学点博弈论:契约理论如何解释职场管理’s explanation for why employees may hesitate to reveal peak effort immediately. The episode defines the ratchet effect as a pattern where past performance becomes the baseline for future demands, making upward target adjustment hard to reverse.

The source’s employee-side advice is not simple laziness. It asks workers to manage expectations under information asymmetry: if a new employee gives 100% from the start, a manager may treat that as ordinary capacity and keep raising tasks beyond a sustainable level.

Key Claims

  • Performance baselines are signals, and managers may not know whether an output level is normal, lucky, or at the worker’s limit.
  • Ratcheting can make high effort self-punishing when future targets rise without matching resources or rewards.
  • Managers can reduce the effect through relative performance comparison, explicit career ladders, rotation, or seniority-based elements.
  • The tradeoff is real: mechanisms that protect employees from ratcheting can reduce efficiency or precision if designed poorly.
  • EP275 adds that AI can intensify the ratchet because prompt work, review work, and accountability may remain hidden while speed becomes visible.

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