As it turns out, opposition to the use of Radio Frequency Identification (RFID) devices on humans is both long and widespread. Groups as diverse as the ACLU and the Christian Coalition oppose their use. Concerns center on invasions of privacy and dehumanization. The debate continues with some Supreme Court justices recently suggesting laws have not kept pace with tracking technology.
At WDW, the issue with RFID is not merely its use, but the pervasiveness of its use. An argument could be made that short-range RFID readers are appropriate at some locations such as theme park entrances, as resort room keys, and at points of purchase. These are, after all, points at which individuals need to exchange information with Disney.
However, a significant portion of NextGen’s considerable budget was used to install RFID readers throughout the theme parks and beyond. There is a reason why NextGen costs so much. With widespread deployment of RFID readers along with a significantly upgraded data network, Disney now has the ability to closely track individual movements in real-time and to amass considerable datasets on these movements. For those who wear MagicBands, Disney has the ability to track those using long-range readers. MagicBands afford Disney greater tracking capabilities but, because of the vast infrastructure upgrade, Disney has newly enhanced capabilities to track movements in real-time throughout many WDW locations even with RFID cards.
As cost and technology improves, it makes sense for Disney, if unchallenged, to enhance their tracking capabilities further in order to “provide guests with enhanced experiences”. (Isn’t this the reason we’ve been told they are needed now?) In WDW’s case, the issue is not merely the use of RFID technology but the pervasiveness and continued expansion of its deployment.
Discussions of “RFID triangulation” are a red herring. Disney does not need to use triangulation algorithms to determine location. With a sufficient number of short-range RFID readers, Disney has the capability to determine location to within a few feet. It’s simply a matter of where and how many RFID readers Disney chooses to deploy.
Disney does not need RFID devices to track overall crowds. Disney’s current considerable video surveillance coverage, along with extensive data collected over decades using traditional methods, are more than adequate to monitor and respond to overall crowd patterns. From a business perspective, the only justification for person-specific RFID tracking technology is exactly that, to collect specific information on each “guest”.
Since Disney intends young children to wear MagicBands, there is concern that data collected on them could be a violation of current law. Proponents indicate that Disney provides an “opt out” option but, seriously, how many WDW “guests” truly know or understand their options? Up till now, Disney has not been forthcoming with information and it’s only because of widespread concerns that Disney has slowly released more detailed information. It seems Disney had hoped its “guests” would not notice; that the mind-numbing “Terms & Conditions” along with the less-then-informative FAQ would suffice. Disney clearly expected its “guests” to not pay attention.
RFID’s main supporters are those with vested interests in the technology and the data it produces. Essentially, RFID proponents are either RFID & associated technology manufacturers or involved in the data collection business. These organizations heavily lobby Congress, making it difficult to pass laws to protect our civil liberties. When it comes to using RFID technology on humans, it’s important to consider the motivations of organizations that defend it. Ultimately, these organizations have significant financial interests in assuring its success, with other considerations, including liberty and privacy, being secondary.
Disney’s failure to correctly gauge the public’s reaction to concerns with privacy and anxieties over children’s safety might explain Iger’s hostile cover letter to Rep. Markey. Having been assured by his internal team on its legality and anticipated public reaction, Iger almost certainly is aggravated by its reception so far. A lot of financial eggs have been placed in the NextGen basket and Disney cannot afford to drop that basket. Let’s not forget that the New Fantasyland has not turned out to be the “pretty spectacular” success Iger predicted it would be. Iger must be frustrated both with WDW’s financial performance and track record. Under Iger’s tenure, WDW has not had a single major success, a black eye on Iger’s otherwise impressive career. At this point, Iger has to exacerbated that NextGen is off to an inauspicious start. Iger took a risk when he approved NextGen and NextGen potentially represents Iger greatest failure.
Disney sells NextGen as an “enhanced guest experience” but, first and foremost, executives view it as an enormous financial windfall. That’s the biggest problem at WDW today; senior leadership thinks of profits first, customers second. WDW management used to place show before all else and customers financially rewarded them for it. As symbolized by Iger’s recent WDW visit where he seemingly traveled via backstage access and dined at the finest restaurants, Disney leadership has little appreciation for what most WDW “guests” experience every day.
