arXiv subjects

Brett Hathaway

Publications and source records attributed to Brett Hathaway.

4 recordsLinked to original sources

arXiv2026

One at a Time? The Personal Productivity Bias in Emergency Department Patient Assignment

Emergency departments (EDs) often use a shared-queue setup in which physicians self-assign cases from a pool of triaged patients. We conduct a multi-method study to examine this self-assignment behavior and its effects on system performance. Using data from five EDs spanning 1.4 million patient visits, we show that batching, i.e., self-assigning multiple patients at once, is common and associated with longer stays for batched patients, even after controlling for clinical acuity, physician fixed effects, and ED congestion. We then develop a continuous-time queueing model that characterizes the optimal self-assignment policy under individual and group throughput incentives. We use the model predictions to test experimentally with 203 healthcare workers and 73 ED physicians whether batching is a rational response to incentives or a deeper behavioral tendency that persists independent of incentives. Indeed, batching is pervasive across both samples, with 94% of healthcare workers and 73% of physicians choosing to batch even when it reduces their own payoffs -- a behavior that we term the personal productivity bias. Together, these results suggest that compensation redesign alone is unlikely to eliminate batching, and suggest changes to the assignment interface in the electronic health record system as a more promising remedy.

econ.GN↗

arXiv2026

Customer Service Operations: A Gatekeeper Framework

Customer service has evolved beyond in-person visits and phone calls to include live chat, AI chatbots and social media, among other contact options. Service providers typically refer to these contact modalities as "channels". Within each channel, customer service agents are tasked with managing and resolving a stream of inbound service requests. Each request involves milestones where the agent must decide whether to keep assisting the customer or to transfer them to a more skilled -- and often costlier -- provider. To understand how this request resolution process should be managed, we develop a model in which each channel is represented as a gatekeeper system and characterize the structure of the optimal request resolution policy. We then turn to the broader question of the firm's customer service design, which includes the strategic problem of which channels to deploy, the tactical questions of at what level to staff the live-agent channel and to what extent to train an AI chatbot, and the operational question of how to control the live-agent channel. Examining the interplay between strategic, tactical, and operational decisions through numerical methods, we show, among other insights, that service quality can be improved, rather than diminished, by chatbot implementation.

cs.HC↗

arXiv2025

Deploying Chatbots in Customer Service: Adoption Hurdles and Simple Remedies

Despite recent advances in Artificial Intelligence, the use of chatbot technology in customer service continues to face adoption hurdles. This paper explores reasons for these adoption hurdles and tests several service design levers to increase chatbot uptake. We use incentivized online experiments to study chatbot uptake in a variety of scenarios. The results of these experiments are threefold. First, people respond positively to improvements in chatbot performance; however, the chatbot channel is utilized less frequently than expected-time minimization would predict. A key driver of this underutilization is the reluctance to engage with a gatekeeper process, i.e., a process with an imperfect initial service stage and possible transfer to a second, expert service stage -- a behavior we term "gatekeeper aversion". We show that gatekeeper aversion can be further amplified by a secondary hurdle, algorithm aversion. Second, chatbot uptake can be increased by providing customers with average waiting times in the chatbot channel, as well as by being more transparent about chatbot capabilities and limitations. Third, methodologically, we show that chatbot adoption can depend on experimental implementation. In particular, chatbot adoption decreases further as (i) stakes are increased, (ii) the human/algorithmic nature of the server is manipulated with more realism. Our results suggest that firms should continue to prioritize investments in chatbot technology. However, less expensive, process-related interventions can also be effective. These may include being more transparent about the types of queries that are (or are not) suitable for chatbots, emphasizing chatbot reliability and quick resolution times, as well as providing faster live agent access to customers who experienced chatbot failure.

cs.HC↗

arXiv2018

On First Come, First Served Queues with Two Classes of Impatient Customers

We study systems with two classes of impatient customers who differ across the classes in their distribution of service times and patience times. The customers are served on a first-come, first served basis (FCFS) regardless of their class. Such systems are common in customer call centers, which often segment their arrivals into classes of callers whose requests differ in their complexity and criticality. We first consider an $M$/$G$/1 + $M$ queue and then analyze the $M$/$M$/$k$ + $M$ case. Analyzing these systems using a queue length process proves intractable as it would require us to keep track of the class of each customer at each position in queue. Consequently, we introduce a virtual waiting time process where the service times of customers who will eventually abandon the system are not considered. We analyze this process to obtain performance measures such as the percentage of customers receiving service in each class, the expected waiting times of customers in each class, and the average number of customers waiting in queue. We use our characterization to perform a numerical analysis of the $M$/$M$/$k$ + $M$ system, and find several managerial implications of administering a FCFS system with multiple classes of impatient customers. Finally, we compare the performance a system based on data from a call center with the steady-state performance measures of a comparable $M$/$M$/$k$ + $M$ system. We find that the performance measures of the $M$/$M$/$k$ + $M$ system serve as good approximations of the system based on real data.

math.PR↗