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Do ACCELERATION AND BOUNDLESS WORK LEAD TO ACCELERATED AND BOUNDLESS COACHING? ACCELERATION In Hartmut Rosa‘s, the renowned sociologist’s view, modern times are characterized, above all, by social acceleration. The awareness of time in our modern era is characterized by experience of acceleration that can be illustrated by examples such as measurement of a thousand of a second in sport, the Internet or the ICE train. * The predominance of acceleration fundamentally changes the entire social life, including its speed. The increasing speed leads to a densification of our activities." However, the time gained does not lead to free space for us to come to rest, butis used to improve productivity, creativity and communication, and is thus experienced as hectic daily routine and stress." H. Rosa postulates that three dimensions come under the phenomenon of acceleration: technical change, the increase of social change and acceleration of the pace of life". Ihe result is a "shrinking of the present", as Rosa calls it." Along these lines, there is a mismatch between action itself and action reflected. For more and more activities increasingly leave less time to reflect these activities and “process” the feelings associated with them. This lack of reflecting time again changes the very character of activities and action. They become more instrumental, they focus on functionality and, as a result, they lose their social and ethical substance. In subjective terms, time pressure and the experience of breakneck speed lead to a reduction of time, although technical acceleration of transport, communication and production processes have generated considerable time resources. Empirical studies show that the felt leisure-time decreases, although the “real” leisure-time actually increases. Why is that so? “Leisure time” is “experienced by the actors not as a reservoir of free time reservoirs but as an amount of time passing by rapidly and determined by action and experiences.” (Rosa 218) H. Rosa sees two causes for the time pressure felt, firstly the fear of missing out on something and secondly the pressure to adapt. It is obvious how strongly changes in action also influence professional interaction, especially through acceleration. Acceleration in the work of executives leads to harmful stress and to a much stronger burden on Ibid., 161. Ibid., 199. Ibid., 213. Ibid., 124-138. Ibid., 185. na u» w * 117 +
