Zowel in Nederland als in Vlaanderen stimuleert de overheid invoering van techniek in het onderwijs. Via het creëren van een rijke leeromgeving wordt gepoogd leerlingen steeds grotere diepgang te laten begrijpen. Daarbij gaat het om hantere, begrijpe en dudien van techniek. Er kunnen veel varianten van invoering zijn maar het gaat uiteindelijk om de ontwikkeleing van het denken van het kind.
Recent collection display practices signal what has been described as a “comeback” for the integration of broad-ranging object categories in which the boundaries between these previously separated objects resolve.Mixing objects from different object categories can take many forms, and occurs not only at the level of the objects themselves, but also at institutional levels. For categories such as painting, drawing, and applied arts, or the subcategories within, such as Renaissance drawings, porcelain, or twentieth-century art, are akin to the divisions in curatorial departments, galleries, or exhibition spaces and the people that work within them. Also, museums that were initially not “disciplined” have been re-staged to reflect the originally mixed display, such as the Bode Museum, Berlin. Moreover, even in homogenous collections, a mixing of value and status becomes possible when chronology, subject matter, style, or school are not the guiding principle. Such display strategies of mixing therefore typically create new connections and enable collections of varying values, periods, and object categories to merge and their individual artifacts to meet in new and meaningful ways
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Robots are increasingly used in a variety of work environments, but surprisingly little attention has been paid to how robots change work. In this comparative case study, we explore how robotization changed the work design of order pickers and order packers in eight logistic warehouses. We found that all warehouses robotized tasks based on technological functionality to increase efficiency, which sometimes created jobs consisting of ‘left-over tasks’. Only two warehouses used a bottom-up approach, where employees were involved in the implementation and quality of work was considered important. Although the other warehouses did not, sometimes their work design still benefitted from robotization. The positive effects we identified are reduced physical and cognitive demands and opportunities for upskilling. Warehouses that lack attention to the quality of work may risk ending up with the negative effects for employees, such as simplification and intensification of work, and reduced autonomy. We propose that understanding the consequences of robots on work design supports HR professionals to help managing this transition by both giving relevant input on a strategic level about the importance of work design and advocating for employees and their involvement.
