A conceptual framework for advanced practice: an action research project operationalizing anadvanced practitioner/consultant nurse role

1997 ◽  
Vol 6 (3) ◽  
pp. 179-190 ◽  
Author(s):  
Kim Manley
Ethnicities ◽  
2019 ◽  
Vol 20 (3) ◽  
pp. 501-519
Author(s):  
Ozan Uştuk ◽  
Ayça Tunç Cox

The historical construction of the Roma image in Turkey, via both official and unofficial narratives, has constituted a derogatory repertoire. Their portrayal in the mainstream Turkish cinema and TV in particular has contributed to the predominant imaginary in circulation which essentially is based on common binaries and stereotypes. In order to challenge prevailing stereotypes about the Roma, we have conducted a transformative action research project with the Roma people of the Sıra district in İzmir, Turkey, who volunteered to make their own films. This article provides an account of this community filmmaking project. Locating the Roma in the conceptual framework of subalternity, we ultimately investigate whether it is possible to talk about agency in regard to the Roma people of Turkey.


Author(s):  
Barend KLITSIE ◽  
Rebecca PRICE ◽  
Christine DE LILLE

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.


2021 ◽  
pp. 096973302199079
Author(s):  
Finn Th Hansen ◽  
Lene Bastrup Jørgensen

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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