So why does metering backfire between roommates?
Here is the part the submetering studies don’t mention, because they
weren’t measuring it: in every one of those buildings, a landlord billed
a tenant. That is an arm’s-length, commercial relationship. Monitoring is
expected; no one’s feelings are involved.
A roommate is not a landlord — and that difference is exactly what the
economist Bruno Frey identified in his 1993 paper Does Monitoring
Increase Work Effort? Frey showed that monitoring produces two
opposite effects. In abstract, market relationships it has a
“disciplining effect”: people watched more closely do more. But in
personal relationships, monitoring has the reverse, “crowding-out”
effect — being measured is perceived “as an indication of
distrust,” and it erodes the intrinsic willingness to cooperate that
held the arrangement together. His conclusion was specific about when each
one wins: the crowding-out effect dominates when the relationship is
personal; the disciplining effect dominates when it is
abstract, as in a competitive market.
The hinge: The submetering studies caught the disciplining
effect because they measured the abstract landlord–tenant relationship.
Install the same monitoring between two friends and Frey’s research
predicts it flips. The roommate who proposes tracking everyone’s
kilowatt-hours isn’t buying lower usage — they’re buying a
household where everyone now suspects everyone else of running the heat too
high.
Frey and Reto Jegen later surveyed the wider evidence for this
“motivation crowding” effect across dozens of studies in their 2001
review, and found it holds well beyond the workplace: external controls and
incentives routinely undermine the internal motivation they were meant to
reinforce. A shared home runs almost entirely on that internal motivation
— the unmonitored, uncounted willingness to flip off a light, take a
shorter shower, not run the dryer half-empty. Meter it, and you spend it.
That’s the trade the savings never show: small gains in dollars, paid for
in the one currency a household can’t refill.
Sources: Bruno S. Frey, “Does Monitoring Increase Work Effort? The Rivalry with Trust and Loyalty,” Economic Inquiry, 1993; Bruno S. Frey and Reto Jegen, “Motivation Crowding Theory,” Journal of Economic Surveys, 2001