Pursuing Mutually Beneficial Research: Insights from the Poverty Action Research Project

2017 ◽  
Vol 2 (1) ◽  
pp. 17-38
Author(s):  
Jennifer S. Dockstator ◽  
Eabametoong First Nation ◽  
Misipawistik Cree First Nation ◽  
Opitciwan Atikamekw First Nation ◽  
Sipekne'katik First Nation ◽  
...  
Keyword(s):  
Information Technology ◽  
Action Research ◽  
First Nations ◽  
Indigenous Communities ◽  
Indigenous Research ◽  
Complex Environment ◽  
Action Research Project ◽  
Research Project ◽  
Research Teams

  Research with, in, and for First Nations communities is often carried out in a complex environment. Now in its fourth year, the Poverty Action Research Project (PARP) has learned first-hand the nature of some of these complexities and how to approach and work through various situations honouring the Indigenous research principles of respect, responsibility, reciprocity, and relevance (Kirkness & Barnhardt, 2001). By sharing stories from the field, this article explores the overarching theme of how the worlds of academe and First Nations communities differ, affecting the research project in terms of pace, pressures, capacity, and information technology. How PARP research teams have worked with these challenges, acknowledging the resilience and dedication of the First Nations that are a part of the project, provides insights for future researchers seeking to engage in work with Indigenous communities.

scholarly journals First Nation paths to well-being: lessons from the Poverty Action Research Project

2019 ◽  
Vol 26 (3_suppl) ◽  
pp. 6-16 ◽  
Author(s):  
Fred Wien ◽  
Jeff Denis ◽  
Jennifer S. Dockstator ◽  
Mark S. Dockstator ◽  
Gérard Duhaime ◽  
...  
Keyword(s):  
Action Research ◽  
First Nations ◽  
Poverty Reduction ◽  
Well Being ◽  
Project Team ◽  
First Nation ◽  
Action Research Project ◽  
Research Project ◽  
Team Members ◽  
Health And Well Being

This paper describes a poverty reduction approach to addressing an important determinant of health and well-being among Canada’s First Nations. The Poverty Action Research Project (PARP) has its origins in the Make Poverty History Committee established by the Assembly of First Nations (AFN) in 2008. Academic members of the Committee in cooperation with the AFN subsequently applied for an action research grant to the Canadian Institutes of Health Research (CIHR). The project selected five volunteer First Nations from different parts of Canada, hiring a coordinator in each, undertaking background research, developing a profile and working with First Nation representatives in the development of a strategy to address upstream determinants of health and well-being. Subsequently, project team members within each region assisted where needed with plan implementation, supporting some initiatives with small grants. This paper provides insights from the project in several key areas, including First Nation rejection of the concept of poverty as usually defined, the importance of taking action to strengthen collectivities as well as individuals, the feasibility of assisting First Nations who are at different points in their development journey, the strengths of the leadership within the First Nations, and finding the appropriate balance between the elected and business leadership. These insights emerged from dialogue and reflection among project team members and community participants over the life of the project. We also describe what we have learned about how to engage effectively and with mutual respect with First Nations in this kind of project. The paper concludes with a review of our experiences with the policies and practices of the national research granting councils and the universities, which have not fully adjusted to the requirements of action research involving First Nations.

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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