{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","title":"Pressed for Time The Acceleration of Life in Digital Capitalism","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9780226196473","requested_by":"printed_page","book":{"source_type":"original_book","book_id":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","id":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","uuid":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","title":"Pressed for Time The Acceleration of Life in Digital Capitalism","normalized_title":"pressedfortimetheaccelerationoflifeindigitalcapitalism","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9780226196473","isbns":["9780226196473","9780226196503"],"parsed":true,"ai_readable":true,"document_type":"book","page_count":228,"navigation_url":"https://workshop.closeclaw.top/ai/book/0cf5c9df-7116-426e-ae21-ce72b2ccbe50","title_url":"https://workshop.closeclaw.top/ai/title/Pressed%20for%20Time%20The%20Acceleration%20of%20Life%20in%20Digital%20Capitalism","fixed_page_url_template":"https://workshop.closeclaw.top/ai/book/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/0cf5c9df-7116-426e-ae21-ce72b2ccbe50","page_url":"https://workshop.closeclaw.top/api/ai/books/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/page","search_url":"https://workshop.closeclaw.top/api/ai/books/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/search"},"page":{"printed_page":99,"pdf_page":111,"physical_index":111,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"4661f8e26d40acbaa99750d07e7db49fe28754cd87a4932f977cd001abde1f83"},"chapter":"Pressed for Time","content":"Wanting to explore how work is being organized in and with the full range of ICTs, I collected detailed data on a group of knowledge workers in a multinational telecommunications company.29 The fieldwork took place in the Sydney headquarters, a purpose-built campus colocated with a major university. Designed to facilitate informal interactions between staf of diverse roles and seniority, ofices are open plan with partitions delineating workspaces of one to four employees. When standing in their work area, an employee typically has between twenty and a hundred workers in view.\n\nThe study involved shadowing participants at work and recording all episodes of work activity: their nature, location, duration, and the type of technology used. Interruptions were defined as the reason why the person changed their work episode, whether in response to an e-mail alert, phone call, or someone visiting a worker’s desk. Changes in work episodes that were not directly attributable to an outside stimulus are referred to as self-initiated.\n\nSo how is multimodal connectivity afecting temporal practices at work? Let us begin by examining the extent to which workdays are fragmented and the nature of the activities carried out in these work episodes. A work episode refers to any of the various activities in which a worker participates: taking part in meetings, talking on the telephone, attending to e-mails on their computer, preparing a Microsoft Excel spreadsheet or getting a cup of cofee.\n\nAs table 1 shows, workdays are made up of a large number of work episodes—an average of eighty-eight per day—and the vast majority of these (90 percent) last for ten minutes or less. The average duration of work episodes is just under three minutes. Indeed, half of the workday is spent on work activities that last for ten minutes or less. The lack of sustained time knowledge workers spend on a particular work episode fits with common perceptions of fast-paced or intense work.\n\nWorking with Constant Conne c tivity\n\n99","previous_page":98,"next_page":100}