For many EU hospitality operators, the conversation about music starts with the same feeling.
Fear.
Fear of penalties. Of inspections. Of wrong decisions. Of “something we didn’t cover.”
And while that fear is understandable, it has one dangerous consequence: it blocks every strategic decision.
How fear shapes bad decisions
When fear is the primary driver, organizations:
Delay decisions. “We’ll deal with it later.”
Choose the “safest” options. The ones that can’t cause problems.
Delegate responsibility as far away as possible. “Let someone else worry about it.”
Minimize the issue instead of solving it. “Just get through it.”
Not designed — left to chance
Not built — nobody wants ownership
Normalized as 'flexibility'
Everything's 'fine' — but nothing's actually under control
Why PRO fear is so paralyzing
ZAMP, GEMA, SIAE, and similar systems:
Operate non-transparently. Rules exist, but aren’t always clear.
Differ by country. What applies in Croatia doesn’t apply in Germany.
Communicate punitively, not as partners. Messages are about sanctions, not collaboration.
When fear takes control
A space that manages atmosphere from fear has recognizable characteristics:
Decision delays. Nobody wants to be the one who changes something.
Defensive choices. The selection that definitely won’t cause problems — not the one that’s best.
Responsibility avoidance. When something’s wrong, nobody is “at fault.”
Minimal changes. Better not to touch than to risk.
Minimal changes rarely create a good experience.
The turning point: path to maturity
Organizations that mature go through the same mental shift.
Phases of Operational Maturity
Compliance gets resolved once and thoroughly
Instead of constant fear, the organization invests time in a one-time resolution of all legal questions.
Rules get documented
Everything is written down clearly — who, what, how. No more “I think that’s how it works.”
Responsibility gets clearly defined
Someone has the mandate and authority. Ownership exists.
Fear gets removed from daily decisions
Music stops being a legal problem — and becomes an operational tool.
Operational clarity looks like this
When fear disappears:
- Decisions get made more calmly
- Music fits the rhythm of the space
- Staff knows what’s allowed and what isn’t
- Improvisation decreases
The atmosphere isn’t perfect then. But it’s stable. And predictable.
Predictability is a prerequisite for quality.
The most common mistake: mixing compliance with daily operations
When every small change:
- Gets checked for legality
- Requires higher-level approval
- Gets perceived as a risk
Operations slow down. Atmosphere suffers.
The paradox of choice
At the same time, many organizations fall into another trap.
“The more options we have, the easier we’ll find the perfect solution.”
In practice, the opposite happens. More choices rarely means better experience. It often means more uncertainty, more improvisation, and weaker rhythm in the space.
What too many choices looks like in reality
Organizations with “lots of options” often have:
- Dozens of playlists
- Different sources
- Different tastes by shift
- Constant debates about “what to play today”
The result isn’t flexibility. The result is decision fatigue.
People choose to avoid mistakes, not to optimize experience.
Decision fatigue: the silent killer of rhythm
When staff constantly must decide — which playlist, at what moment, for which zone — energy gets spent on decisions that shouldn’t be decisions.
Safe gets chosen, not optimal
Nobody wants to make the call
Status quo becomes default
Why “more control” actually reduces control
The irony is that more options means less actual control.
Because nobody has:
- Clear criteria
- Confidence in the decision
- A sense that “this is it”
Everything becomes temporary. Subject to change.
A good system does one key thing: it limits choice to what makes sense. Not to stifle creativity. But to reduce stress, speed up decisions, and stabilize experience.
The illusion of control in automation
There’s a third trap too — algorithmic playlists.
They sell a powerful idea: “The system will know what’s needed.” No debates. No decisions. No responsibility.
And that’s precisely where the problem lies. What the algorithm optimizes isn’t the same as what the space needs.
What the algorithm actually does
| Capability | Algorithm | Designed System |
|---|---|---|
| Recognizing listening patterns | Yes | Partial |
| Optimizing engagement | Yes | Partial |
| Extending listening time | Yes | No |
| Understanding the space | No | Yes |
| Reading operational rhythm | No | Yes |
| Recognizing context | No | Yes |
| Designing transitions | No | Yes |
The algorithm optimizes content, not experience. A designed system does the opposite.
Why algorithmic playlists create a false sense of security
Automation gives the impression:
- That someone “cares”
- That the system is intelligent
- That risk is reduced
But in reality:
- Nobody takes ownership
- Nobody sets goals
- Nobody designs the experience arc
Typical problems with algorithms
In spaces that rely on algorithms, you often see:
- Music “drifting” in the wrong direction
- Energy not matching operations
- Illogical transitions
- Style changing without reason
The algorithm doesn’t know what “enough” is
Algorithms have a tendency to:
- Amplify what works
- Repeat successful patterns
- Push toward extremes
In hospitality, that means: too much energy, too much homogeneity, loss of subtlety.
Subtlety is what makes a premium experience.
From fear to design
When fear gets removed:
- Space for design appears
- Ownership gets established
- A system gets introduced
Only then does it become possible to talk about rhythm. About zones. About experience.
Fear and strategy never coexist.
Key questions for decision makers
Don’t ask: “Are we safe?”
Ask: “Is this solution clear enough that we never have to be afraid again?”
If not — the problem isn’t the law. The problem is how it was solved.
Don’t ask: “Do we have enough options?”
Ask: “Is the choice limited enough that people can decide without stress?”
If not — you have a problem, not an advantage.
Don’t ask: “Does the algorithm work?”
Ask: “Who’s responsible when the algorithm does the wrong thing?”
If the answer is “nobody” — you have an illusion of control, not control.
ZAMP, GEMA, and SIAE aren’t enemies
But fear of them is.
As long as music is perceived as a potential problem, a source of penalties, something you don’t touch — atmosphere will never become infrastructure.