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“ALWAYS ON” — DEALING WITH A CONSTANT AVAILABILITY seems likely trying to encounter these psycho-hazards by becoming more resilient: yoga classes, mindfulness trainings, self-management courses — these approaches try to enlarge the capability to work by raising self-efficacy but worsen the situation by just pushing the boundary a little further." In the end the outcome might be depression or the occupational burn-out syndrome as documented in strongly increasing sickness absences due to mental disorders. Lowering sickness absence is an important goal for business administration especially in organisations with well paid experts difficult to replace. But the diagram also shows how mobile communication is influencing the organisation of work in general. Workflows and structures change dramatically by ubiquitous computing, while organisations find it difficult even to find rules, because there are many contradictions like global work processes, client’s expectations of quick response and flexibility, or downsizing of office assistants. Legal regulations often are not implemented in organisations or do not match the targets'*. Nevertheless, for organisations in both competition concerns as issues of workplace health promotion it is advisable to conduct clarification processes about availability times and smart device use.*® As the branches of organisations like service, production, or distribution have to deal with different requirements and conditions, it is difficult to find one solution for all. The option for individualists to ‘bring-your-own-device’ (BYOD) and log-in into the enterprise network worsens the situation. This is why enterprises mostly do not find an agreement on availability or put it very vacuous or ambiguous. A well-meant example of a German enterprise‘s executives guideline on ubiquitous computing and availability illustrates this: “Wir stellen hiermit klar, dass bei freiwilliger Nutzung in der Freizeit und am Wochenende keine Erwartung fiir die umgehende Beantwortung und Bearbeitung von E-Mails besteht. Wir fordern unsere Beschaftigten auf, sich selbst klare E-Mail-Zeiten zur Bearbeitung zu setzen. Hierbei bauen wir auf die Selbstverantwortung eines jeden Beschäftigten. Jeder Nutzer sollte sich bewusst fragen, ob ein E-MailVersand in der Freizeit notwendig ist. Ausnahmen bilden Krisensituationen und Situationen, in denen ein unmittelbares Handeln erforderlich ist.””' Since the user doesn’t know ifthe enterprise isina critical situation or instant action Walpuski, Always on. E.g. the German Bildschirmarbeitsverordnung (BildscharbV) from 1996, alegal ordinance for occupational safety for workstations. Walpuski, Smart Devices in Organisationen. Ibid.: “We hereby make it clear that there is no expectation no expectation for the immediate answer and processing of e-mails in case of voluntary use during leisure time and weekends. We encourage our employees to set themselves clear hours for processing e-mails. We relyon the personal responsibility of each employee. Any user should be aware of whether an e-mail e 131"
