I'm amazed at the lack of thoughtfulness in the original post that this change of heart refers to. From http://rachelbythebay.com/w/2011/11/16/onfire/:
I assigned arbitrary "point values" to actions taken in the ticketing system. The exact details are lost to the sands of time, but this is an approximate idea. You'd get 16 points for logging into the ticketing system at the beginning of your shift, 8 for a public comment to the customer, 4 for an internal private comment, and 2 for changing status on a ticket. [...] The whole point of writing this was to see who was actually working and who was just being a lazy slacker. This tool made it painfully obvious [...]
This is, uh, amazingly bad. It goes on, and in a way that makes it sound like self-aware irony, but it's clear by the end that it's not parody.
The worst support experiences I've had were where it felt like this sort of pressure to conspicuously "perform" was going on behind the scenes, which was directly responsible for the shoddy experience—perfect case studies for Goodhart's Law.
The author says they've had a change of heart, so surely they've realized this, right? That's what led to the change of heart? Nope. Reading this post, it's this: "my new position on that sort of thing is: fuck them." As in, fuck them for not appreciating the value of this work and needing it to be done for them in the first place. The latter is described at length where they describe the jobs of the managers to already know these things—that is, the stuff that these metrics would say, if the data were being crunched. "Make them do their own damn jobs", the author says.
(I often see this blog appear on HN, and I've read plenty of the posts that were submitted to HN but have never exactly grokked what was so appealing about any of it. I think with this series of posts, it's a good signal that I can write it off and stop trying to "get" it, because there's nothing to get—just middling observations and, occasionally, bad conclusions.)