The previous week, a friendly Amazon employee asked me a question when I arrived at the opening of a Whole Foods Market in Washington's Glover Park neighborhood. She also mentioned that I could start shopping by scanning the QR code in my Amazon app. I decided to try using my palm instead and quickly scanned both hands on a kiosk to link them to my Amazon account. I then used my right palm to enter the highly advanced grocery store. I spent the next 30 minutes shopping. I purchased a bag of cauliflower florets, grapefruit sparkling water, a carton of strawberries, and a package of organic chicken sausages. My actions were monitored by cameras and sensors, which created a virtual shopping cart for me in real time. I left the store without needing to interact with a cashier, as Whole Foods, now owned by Amazon, would charge my account later. Amazon acquired Whole Foods for $13 billion over four years ago. The grocery chain's transformation into an Amazon-run operation is now fully realized with the renovated Whole Foods store in Glover Park. Amazon had been making gradual changes to its more than 500 Whole Foods locations, such as offering discounts and free delivery for Prime members. However, the 21,000-square-foot store in Glover Park, along with a prototype store in Los Angeles, marks a significant advancement in Amazon's integration into the grocery industry through the use of tracking and robotic technology. The technology called Just Walk Out involves numerous cameras that have a comprehensive view of customers. Sensors are positioned beneath every item in the store, and advanced software analyzes shopping behavior to improve accuracy in billing. This technology is similar to what is used in autonomous vehicles, as it can recognize when a product is picked up, automatically track items, and charge customers upon leaving the store. Anyone, whether they have an Amazon Prime membership or not, can use their Amazon account to shop and avoid waiting in line at the cash register. Amazon has been testing this automated shopping experience for over four years with various stores across the country. The palm-scanning technology, Amazon One, is now being used by other businesses, including a convenience store at Dallas Love Field Airport and Shaquille O’Neal's restaurant in Seattle. According to Dilip Kumar, Amazon's vice president of physical retail and technology, these stores have been valuable experiments. Amazon views Whole Foods as another step in their expansion of technology in retail stores. Kumar explained that they identified areas of friction for customers and then worked backwards to find ways to reduce that friction. One issue they noticed was customers not liking standing in checkout lines, so they developed the Just Walk Out technology. He did not comment on whether Amazon would expand the technology to all Whole Foods stores. Karen Weise, a colleague at The New York Times who covers Amazon from Seattle, mentioned that the company operates with long-term goals and has the resources to execute slowly, allowing them to make significant changes in labor, retail, and logistics over time. The Whole Foods store in Glover Park has been a central part of the neighborhood for over 20 years, serving as a key location for residents near Embassy Row and the vice president's Naval Observatory residence. Despite temporarily closing due to issues with the landlord and a rat infestation, Amazon has announced plans to reopen the store as a Just Walk Out pilot project. Although the rat problem has been resolved, concerns and tensions still linger in the neighborhood. The updated store has caused a lively discussion among local residents, with some debating on the Nextdoor app and neighborhood email list about the store's futuristic atmosphere compared to its advanced technology. Some neighbors fondly remembered when the store used to be a place for people to relax, offering free samples and delicious blueberry pancakes on weekends. Alex Levin, a long-time resident of Glover Park, believes that people should not dismiss the changes at the store. He thinks it is important to understand both the advantages and disadvantages of the technology and find ways to make it work for us. Levin even tried to outsmart the store's cameras and sensors by putting a box of chicken nuggets in his shopping bag and then returning the item to the freezer, but Amazon's technology detected the trick and he was not charged for the nuggets. Others mentioned that they had discovered mistakes in their bills and were unhappy about the switch from selling produce by weight to selling it per item, bundle, or box. Some were sad about the loss of the traditional checkout line, where they could browse magazines and grab last-minute items. Many were wary of the tracking technology, with one retired librarian comparing it to George Orwell's "1984." Amazon stated that it had no intention of utilizing video or other customer data from Whole Foods for advertising or its recommendation system. Customers who choose not to participate in the new technology can enter the store without signing in and pay at self-checkout kiosks using a credit card or cash. As a loyal customer of the Glover Park Whole Foods, I had been looking forward to seeing the changes in the store, but my excitement waned as I encountered the palm scan and bulk banana bundles. I became unsure about the changes as I observed a sign near the entrance prohibiting shoppers from taking photos or videos inside. I glanced up at the ceiling and saw numerous small black plastic boxes hanging from the rafters. An employee informed me that these were the cameras that would track me as I shopped. Workers were scattered throughout the store, assisting customers at check-in and manning various food sections. Although Kumar assured me that humans would always be employed in the stores, I couldn't help but wonder for how much longer. Amazon, which has faced criticism for its treatment of workers, explained that employees' responsibilities could evolve to center more on customer interaction for answering inquiries. There were indications of a potential move towards a more self-service model. While at the bakery, I sought assistance with slicing my $4.99 Harvest loaf and was guided towards a professional bread slicer for customers. A small warning label advised customers to be cautious of the sharp blades and to keep their hands away from any moving components. Kumar refused to provide information on the accuracy of Just Walk Out, so I decided to test the technology myself. I conducted an experiment by placing an organic avocado among nonorganic avocados and then retrieving it after browsing the store. If the cameras and sensors were working correctly, Amazon would detect the misplaced avocado and charge me accordingly. At the end of my shopping trip, I had the choice of using a self-checkout kiosk or skipping that step. I chose the second option and gestured my hand over a turnstile to exit. The turnstile's arms opened. An employee at the exit informed me that I would receive my receipt in two to three hours. I left and felt uneasy, worried that I might be perceived as a shoplifter. I received an email from Amazon in my email inbox an hour later. The email contained a link that directed me to my Amazon account, where I could view details of my shopping experience. According to the email, my shopping session lasted 32 minutes and 26 seconds, and my total bill came to $34.35. I was also correctly charged for the organic avocado. This information is from The New York Times Company, copyright 2022.