{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"bff2be14-96b0-46f1-8e61-474593cba908","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":"bff2be14-96b0-46f1-8e61-474593cba908","id":"bff2be14-96b0-46f1-8e61-474593cba908","uuid":"bff2be14-96b0-46f1-8e61-474593cba908","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/bff2be14-96b0-46f1-8e61-474593cba908","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/bff2be14-96b0-46f1-8e61-474593cba908/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/bff2be14-96b0-46f1-8e61-474593cba908/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/bff2be14-96b0-46f1-8e61-474593cba908","page_url":"https://workshop.closeclaw.top/api/ai/books/bff2be14-96b0-46f1-8e61-474593cba908/page","search_url":"https://workshop.closeclaw.top/api/ai/books/bff2be14-96b0-46f1-8e61-474593cba908/search"},"page":{"printed_page":101,"pdf_page":113,"physical_index":113,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"157fe26c3f96170150d714b9405d386d8bcbe80639adedb6f8d3c877c1700fbd"},"chapter":"Pressed for Time","content":"What can one conclude from this? One interpretation is that workers are exerting control over their media-saturated environment and, indeed, taking advantage of ICTs to manage their availability. This runs counter to the common perception that ICTs dictate people’s workdays. But in order to get a more nuanced picture, we need to situate workers’ relationships with ICTs within the everyday work practices of their organization.\n\nFragmented workdays are not a new phenomenon. They were identified as a key aspect of managerial work in the 1970s.31 What is new is the extent to which attending to mediated communications has become a normal and essential part of work. Knowledge work today is largely organized through mediated communication modes, as information and instructions are delivered via the various devices and applications in workers’ communications repertoire. Given this, the common view that workers experience mediated communications as interruptions to their real work is a misnomer.\n\nIndeed, the participants in my study do not perceive incoming mediated communication as a negative distraction. In many cases it was positive in the sense that the communications informed workers of their tasks for the day and of the progress of matters with which they dealt. When asked, both senior and middle managers typically expressed the view that interruptions actually constituted part of the workflow and were regarded as normal business rather than as disruptive. Rather than being distractions, then, interactions via technologies are an essential part of knowledge work.\n\nMoreover, the capacity of ICTs to store messages electronically in their material memory means that constant connectivity does not inevitably mean constant interruptions. The asynchronous, time-shifting properties of ICTs allow workers greater input into how they respond to contemporaneous messages. They engage in an ongoing process of judging an appropriate level of availability, reviewing incoming information, assessing the priority of this information with respect to other tasks they are dealing with, and reordering and rescheduling their work activities.\n\nWorking with Constant Conne c tivity\n\n101","previous_page":100,"next_page":102}