{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"1dc0854c-957b-4fb1-af9a-bb4fdb76b77e","title":"Time, Consumption and Everyday Life Practice, Materiality and Culture","author":null,"edition":null,"publisher":null,"year":null,"isbn":null,"requested_by":"printed_page","book":{"source_type":"original_book","book_id":"1dc0854c-957b-4fb1-af9a-bb4fdb76b77e","id":"1dc0854c-957b-4fb1-af9a-bb4fdb76b77e","uuid":"1dc0854c-957b-4fb1-af9a-bb4fdb76b77e","title":"Time, Consumption and Everyday Life Practice, Materiality and Culture","normalized_title":"timeconsumptionandeverydaylifepracticematerialityandculture","author":null,"edition":null,"publisher":null,"year":null,"isbn":null,"isbns":[],"parsed":true,"ai_readable":true,"document_type":"book","page_count":236,"navigation_url":"https://workshop.closeclaw.top/ai/book/1dc0854c-957b-4fb1-af9a-bb4fdb76b77e","title_url":"https://workshop.closeclaw.top/ai/title/Time%2C%20Consumption%20and%20Everyday%20Life%20Practice%2C%20Materiality%20and%20Culture","fixed_page_url_template":"https://workshop.closeclaw.top/ai/book/1dc0854c-957b-4fb1-af9a-bb4fdb76b77e/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/1dc0854c-957b-4fb1-af9a-bb4fdb76b77e/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/1dc0854c-957b-4fb1-af9a-bb4fdb76b77e","page_url":"https://workshop.closeclaw.top/api/ai/books/1dc0854c-957b-4fb1-af9a-bb4fdb76b77e/page","search_url":"https://workshop.closeclaw.top/api/ai/books/1dc0854c-957b-4fb1-af9a-bb4fdb76b77e/search"},"page":{"printed_page":73,"pdf_page":76,"physical_index":76,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"c6e7d2641b94ab11b615a26861128dc3b8b5f009087830fd954dfa4faac6cc73"},"chapter":"List of Tables and Figures","content":"Many changes to daily practices, however, are not voluntary and individual but collective and imposed. Shops, industries and services are important levers in modulating everyday rhythms. Most directly, energy shortages affect the rhythm of work. In Britain, in February 1972, over a million people were made idle on a single day by the power crisis resulting from the miners’ strike (Guardian, 16 February 1972). During the 2001 blackout in Stockholm, Ericsson told its 11,500 employees to stay home on Monday (Deverell 2003: 59). In Tokyo, some industries have increased the number of shifts. In Ontario, the government responded to the major blackout of 14 August 2003 by closing down all non-essential parts of the provincial and federal government: more than half of federal employees did not go to work in the second half of August. During peak power demand, Beijing forced over 6,000 enterprises to take week-long vacations (IEA 2005: 52–53, 80) . Other evidence, such as in the wake of the 35-hour week adopted in France in 2000, suggests how the re-ordering of the workday significantly alters the rhythm of leisure and social activities, favouring longer, more intensive practices like reading and listening to music, as well as spending more time with family and children (Viard 2004). Studies show how difficult it is for people on shift-work to develop a healthy sleeping rhythm and to coordinate practices with people who are on a different schedule (Rudat 1978). It would be interesting to know more about how disruption-induced changes to working hours affect the rhythm of other practices.\n\nIt is especially practices depending on mobility and light that are affected by energy-saving measures. Car-free Sundays re-ordered the rhythm of the weekend during the energy crisis of the early 1970s. In more recent years, one frequent strategy to lower energy consumption has been to change shops’ opening hours to save on heating, cooling and lighting costs; in Ontario, the department store chain Hudson’s Bay Company cut its energy use by a third in 2003. What did people do in the time the shops were closed? We do not know. One group of hospitals and nursing homes responded to the Ontario power shortage with a set of measures that left barely any quotidian rhythm untouched. Outside lights were switched off – instead of walking alone to their cars, people walked together with escorts. Staff were encouraged to bring cold lunches. Patients were asked to switch off their television sets between 3 p.m. and 8 p.m., disrupting the routine of watching soaps. And people were urged to use the stairs instead of the elevator. The company saved 12 per cent of its usual energy in the week after the blackout (IEA 2005: 81–82).\n\nDisruption is Normal\n\n73","previous_page":72,"next_page":74}