A Shared Vision: Using Action Research for Work Culture Change in a Cardiology Department

2010 ◽  
pp. 163-173
Author(s):  
Susan Long ◽  
Dan Penny ◽  
Stanley Gold ◽  
Wendy Harding
Keyword(s):  
Action Research ◽  
Culture Change ◽  
Shared Vision ◽  
Work Culture ◽  
Cardiology Department

scholarly journals Practicing Fair and Sustainable Local Food Systems: Elements of Food Citizenship in the Simeto River Valley

Agriculture ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 56
Author(s):  
Gina Rico Mendez ◽  
Giusy Pappalardo ◽  
Bryan Farrell
Keyword(s):  
Action Research ◽  
Rural Areas ◽  
Food Systems ◽  
Food System ◽  
Local Food ◽  
Governance Structure ◽  
Shared Vision ◽  
River Valley ◽  
Local Food Systems ◽  
Food Citizenship

This paper examines a community-based food system which emerged recently around the Simeto River Valley Agreement (SRA) in Sicily (Italy) through the lens of food citizenship. The concept of food citizenship develops an understanding of how food systems function to ensure that individuals and communities have agency, access, and engagement with their food. It allows for comparative analysis between global/industrial and community/alternative systems. This paper follows a methodological integration between action research and a case study approach. The action research process produced a networked governance structure derived from multiple initiatives which are currently initiating many thematic projects—amongst them, a local food system. Results indicate that formalizing governance structures derived from self-organizing behavior have led to an inclusive platform with a shared vision and goals. The governing structures, however, require continued efforts and capacity to engage collaboratively in implementing their strategic plans. Findings suggest that actors developing a food citizenship-focused system should (1) consider how the governance organizational structure enables fluid communication among members and leads to building trust, (2) seek alternatives to engage youth (especially in rural areas) and promote citizen engagement, and (3) develop strategies to seek technical and programmatic support for initiatives. These three aspects are key features which may be adapted to other such efforts in sustainable and local food systems. The complex networked approach to governance presented here and the shared vision for sustainability are considered key elements in fostering a successful alternative food system with the fundamentals of food citizenship at its core.

scholarly journals Stakeholders’ Perceptions over the Integration of CLIL and Museum Education and Methodological Implications

EL LE ◽  
2020 ◽  
Author(s):  
Fabiana Fazzi
Keyword(s):  
Action Research ◽  
Secondary Teachers ◽  
Museum Education ◽  
Shared Vision ◽  
Action Research Project ◽  
Upper Secondary ◽  
Teachers And Students ◽  
Successful Design ◽  
Museum Staff ◽  
Practical Implications

The aim of this article is to investigate stakeholders’ perceptions as regards the integration of CLIL and museum education and outline the main methodological implications. Lately, Italian museums have started offering CLIL learning programmes aimed at school groups. However, there is very little research on the affordances, issues and practical implications of integrating CLIL and museum-based pedagogies. To help fill this gap, an action research project was initiated, which involved university experts, museum staff and upper secondary teachers and students. This study focuses on the museum staff’s interview data, and reveals that successful design of CLIL museum programmes depends on different elements, such as a shared vision for CLIL and strong school-museum collaboration.

scholarly journals Strengthening the evidence and action on multi-sectoral partnerships in public health: an action research initiative

2016 ◽  
Vol 36 (6) ◽  
pp. 101-111 ◽  
Author(s):  
C. D. Willis ◽  
J. K. Greene ◽  
A. Abramowicz ◽  
B. L. Riley
Keyword(s):  
Public Health ◽  
Action Research ◽  
Grey Literature ◽  
Knowledge Exchange ◽  
Health Agency ◽  
Shared Vision ◽  
Learning Needs ◽  
Action Research Project ◽  
Improvement Strategy ◽  
Research Initiative

Introduction The Public Health Agency of Canada’s Multi-sectoral Partnerships Initiative, administered by the Centre for Chronic Disease Prevention (CCDP), brings together diverse partners to design, implement and advance innovative approaches for improving population health. This article describes the development and initial priorities of an action research project (a learning and improvement strategy) that aims to facilitate continuous improvement of the CCDP’s partnership initiative and contribute to the evidence on multi-sectoral partnerships. Methods The learning and improvement strategy for the CCDP’s multi-sectoral partnership initiative was informed by (1) consultations with CCDP staff and senior management, and (2) a review of conceptual frameworks to do with multi-sectoral partnerships. Consultations explored the development of the multi-sectoral initiative, barriers and facilitators to success, and markers of effectiveness. Published and grey literature was reviewed using a systematic search strategy with findings synthesized using a narrative approach. Results Consultations and the review highlighted the importance of understanding partnership impacts, developing a shared vision, implementing a shared measurement system and creating opportunities for knowledge exchange. With that in mind, we propose a six-component learning and improvement strategy that involves (1) prioritizing learning needs, (2) mapping needs to evidence, (3) using relevant datacollection methods, (4) analyzing and synthesizing data, (5) feeding data back to CCDP staff and teams and (6) taking action. Initial learning needs include investigating partnership reach and the unanticipated effects of multi-sectoral partnerships for individuals, groups, organizations or communities. Conclusion While the CCDP is the primary audience for the learning and improvement strategy, it may prove useful for a range of audiences, including other government departments and external organizations interested in capturing and sharing new knowledge generated from multi-sectoral partnerships.

scholarly journals THE TRANSFORMATION STRATEGY AND SAFETY IMPLEMENTATION OF CULTURE CHANGE AT PT PERTAMINA DRILLING SERVICES INDONESIA

2020 ◽  
Vol 2 (2) ◽  
pp. 299-309
Author(s):  
Muhammad Arifin ◽  
Chaerudin Chaerudin
Keyword(s):  
Culture Change ◽  
Occupational Safety ◽  
Case Study Research ◽  
Secondary Data ◽  
Research Data ◽  
Work Culture ◽  
Safety And Health ◽  
Effective Organization ◽  
Transformation Strategy

This research had purposed to analyzed those Transformation Strategy and Safety Implementation of Culture Change in improving the Occupational Safety and Health from PT Pertamina Drilling Services Indonesia during period 2015-2020. These research data was result from in-dehpt, interview, FGD, primary and secondary data from PT Pertamina Drilling Services Indonesia during these implementation of HSE Work culture change program during period of 2015-2020. Research method used qualitative with type of case study research. Data analysis used Mckensy 7S Framework and The results showed that PT Pertamina Drilling Services Indonesia has a strategic plan for any kind of transformation from HSE Work culture until 2030 through "Salam Lima Jari" program. Through planned and systematic program until 2020, PT Pertamina Drilling Services Indonesia has succeeded in putting HSE Work culture at Proactive level. The ability of PT Pertamina Drilling Serrvices Indonesia to create strategic planning and implement HSE programs should be encouraged by ability to strengthen system and program integration within organization. The Succeed of HSE culture will achieved if there has supported by consistent commitment from management and all related units in established HSE culture as the main lifestyle at organization therefore HSE culture did not stop at cognitive and psychomotor aspects of employees but also its holistically becomes an effective organization.

Action research as culture change tool

2007 ◽  
Vol 2 (1) ◽  
pp. 97-109 ◽  
Author(s):  
Romualda Marcinkoniene ◽  
Tauno Kekäle
Keyword(s):  
Action Research ◽  
Culture Change
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