In the past, work was often simple and predictable. There were fixed processes and predictable outcomes, as Armand Hatchuel describes. This made it easy to measure and manage performance. If there were problems, such as a broken machine or a sick employee, managers could quickly intervene to achieve the same results.
Today, work is different. Hatchuel calls this “unconfined” work. It involves jobs like knowledge work, care work, and creative work, where you don’t know in advance what the outcome will be. Innovation and surprising outcomes are often the goal. This means you only know what the result is once it’s finished. There is a lot of uncertainty about how much effort it takes to achieve these unpredictable results. For example, a home care worker doesn’t know what they will encounter with a client, a designer doesn’t know how a client will react to an idea, and a software developer can’t always predict what problems will arise with the code.
Modern work is thus unconfined because it is not tied to fixed rules or predictable results. It requires a lot of flexibility and adaptability from workers, whether the work is physical or mental. The real challenge is dealing with the absence of boundaries and navigating the uncertainties and complexities that come with this type of work.
