000			01777cam a2200241 4500500
005			20250121111155.0
041			_afre
042			_adc
100	1	0	_aCompagnone, Claude _eauthor
700	1	0	_a Petit, Sandrine _eauthor
245	0	0	_aTo Divide and to Join
260			_c2014.
500			_a9
520			_aThe objective of this article is to show how advisors of the Chambers of agriculture face in their job heterogeneous temporalities and how they manage to combine them with the support of specific knowledge and learning. Organizational temporalities, made of historical periods and different type of action with farmers, are distinct from operational temporalities. Those match to situations where the advisor makes with farmers’ temporalities (season, multi-year, emergency). He/ she learns how to handle a situation and an action at the right time and manner. However, having a strong autonomy, the advisor also faces individually the management of his/her own working time. This management is mainly personal despite the control of working time reported to the organization and collective discussion about the working activities. To face the diversity of tasks and time scarcity, the advisor has to learn how to jointly or separately do with various “presents” and time on and off work. This task, not assumed by the organization, remains widely invisible.
690			_achambers of agriculture
690			_aadvice
690			_aagricultural advisor
690			_atemporalities
690			_aorganization
690			_awork
786	0		_nRevue d'anthropologie des connaissances | 8o 1 | 1 | 2014-03-24 | p. 23-45
856	4	1	_uhttps://shs.cairn.info/journal-revue-anthropologie-des-connaissances-2014-1-page-23?lang=en&redirect-ssocas=7080
999			_c539282 _d539282