scholarly journals The supportive network: rural disadvantaged older people and ICT

2016 ◽  
Vol 37 (6) ◽  
pp. 1291-1309 ◽  
Author(s):  
STEVEN BAKER ◽  
JENI WARBURTON ◽  
SUZANNE HODGKIN ◽  
JAN PASCAL
Keyword(s):  
Older People ◽  
Social Order ◽  
Social Engagement ◽  
Rapid Development ◽  
Mobile Technologies ◽  
Network Society ◽  
Tablet Computers ◽  
Action Research Project ◽  
Research Project ◽  
Computing Device

ABSTRACTThe rapid development of Information and Communications Technologies (ICT) is profoundly transforming the social order, into what Spanish sociologist Manuel Castells calls the network society. Mobile technologies, such as smartphones and tablet computers, are perhaps the definitive tools of the network society; however, cultural and economic barriers exist that restrict access to these transformative tools and to the information networks in which they operate. One group that is particularly at risk is rural older people from disadvantaged backgrounds. This paper reports on one aspect of a larger action research project that involved working with a small group of rural, socially isolated older people with histories of homelessness and complex needs (N = 7) and their social workers. This paper focuses on the older participants who, having been provided tablet computers, were then supported to use the device in their homes over the course of eight months. Despite most participants having never used a computing device of any kind prior to the research project, findings suggested that participants gained confidence, independence and social engagement as a result of their ICT use. Results also highlighted that they experienced challenges in utilising ICT, specifically technical, economic and social barriers. Findings highlight the individual and structural issues that must be addressed to enable all citizens to participate fully in the network society.

Exploring the Fourth Order

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Barend KLITSIE ◽  
Rebecca PRICE ◽  
Christine DE LILLE
Keyword(s):  
Action Research ◽  
Fourth Order ◽  
Subject Matter ◽  
Action Research Project ◽  
Research Project ◽  
Building Trust ◽  
Current Business

Companies are organised to fulfil two distinctive functions: efficient and resilient exploitation of current business and parallel exploration of new possibilities. For the latter, companies require strong organisational infrastructure such as team compositions and functional structures to ensure exploration remains effective. This paper explores the potential for designing organisational infrastructure to be part of fourth order subject matter. In particular, it explores how organisational infrastructure could be designed in the context of an exploratory unit, operating in a large heritage airline. This paper leverages insights from a long-term action research project and finds that building trust and shared frames are crucial to designing infrastructure that affords the greater explorative agenda of an organisation.

Wonder-inspired leadership: Cultivating ethical and phenomenon-led healthcare

2021 ◽  
pp. 096973302199079
Author(s):  
Finn Th Hansen ◽  
Lene Bastrup Jørgensen
Keyword(s):  
Action Research ◽  
Healthcare System ◽  
Ethical Leadership ◽  
Authentic Leadership ◽  
Theoretical Perspective ◽  
Action Research Project ◽  
Research Project ◽  
New Type ◽  
Danish Hospital ◽  
Sense Of Wonder

Three forms of leadership are frequently identified as prerequisites to the re-humanization of the healthcare system: ‘authentic leadership’, ‘mindful leadership’ and ‘ethical leadership’. In different ways and to varying extents, these approaches all focus on person- or human-centred caring. In a phenomenological action research project at a Danish hospital, the nurses experienced and then described how developing a conscious sense of wonder enhanced their ability to hear, to get in resonance with the existential in their meetings with patients and relatives, and to respond ethically. This ability was fostered through so-called Wonder Labs in which the notion of ‘phenomenon-led care’ evolved, which called for ‘slow thinking’ and ‘slow wondrous listening’. For the 10 nurses involved, it proved challenging to find the necessary serenity and space for this slow and wonder-based practice. This article critiques and examines, from a theoretical perspective, the kind of leadership that is needed to encourage this wonder-based approach to nursing, and it suggests a new type of leadership that is itself inspired by wonder and is guided by 10 tangible elements.

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