16 / 48
longer enough to simply react to signals. The way the
system works has to be understood in order to make
the right decisions (systematic thinking). However,
this carries the risk of overload due to constant at-
tention and concentration.
•
Compensating for human differences and limitations
through the use of technical and virtual systems
builds language and cultural bridges and makes it
easier to include workers with disabilities. Howev-
er, the effect of technical errors on humans can be
particularly severe, for example, if warnings are not
understood or support systems fail.
•
Work processes are no longer bound by rigid working
hours and locations. This flexibility makes it easier
to achieve work results and to maintain work-life bal-
ance, but can also lead to the blurring of boundaries
between private life and working life, thus encour-
aging self-endangering behaviour (see Chapter 2).
Self-management requires workers to have a high
degree of “health literacy”.
•
Virtual work processes facilitate cooperation be-
tween people who do not work in close proximity to
one another. However, if communication is limited to
the “digital channel” and direct sensory perception
of the situation in the other location is missing, then
it can be difficult to make intuitive decisions. There
is a sense of detachment because there is hardly
anything that is “heard, touched or felt”. Informal
New Forms of Work
16