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Showing papers on "Culture change published in 2019"


Journal ArticleDOI
TL;DR: An international group of stakeholders with a range of expertise in public involvement and engagement (PI&E) relating to data-intensive health research sets out eight key principles to establish a secure role for PI&E in and with the research community internationally and ensure best practice in its execution.
Abstract: This consensus statement reflects the deliberations of an international group of stakeholders with a range of expertise in public involvement and engagement (PI&E) relating to data-intensive health research. It sets out eight key principles to establish a secure role for PI&E in and with the research community internationally and ensure best practice in its execution. Our aim is to promote culture change and societal benefits through ensuring a socially responsible trajectory for innovations in this field. Our key premise is that the public should not be characterised as a problem to be overcome but a key part of the solution to establish socially beneficial data-intensive health research for all.

62 citations


Journal ArticleDOI
TL;DR: A refinement of a previously published middle-range theory of culture change derived from a concept analysis of effective workplace culture is presented, concluding that the close relationship between person-centred values, ways of working and continuing effectiveness mean it is not possible to develop a safety culture without also being person-centric in relationships.
Abstract: Background: Attending to culture is central to developing workplaces that are safe and effective – those that prioritise learning to support continuing quality, person-centred relationships and the wellbeing of providers and recipients of care. Culture at the microsystems level, where care is experienced and provided, directly impacts on staff and patients but is generally given much less attention than organisational cultures at the meso level. This paper presents a refinement of a previously published middle-range theory of culture change derived from a concept analysis of effective workplace culture. It draws on findings from a project that set out to embed a safety culture and grow quality improvement and leadership capability through a regional patient safety initiative in frontline teams across four acute NHS hospital trusts in south-east England. Aims and objectives: To refine theoretical understanding about how to recognise and develop effective workplace cultures at the microsystems level based on practical insights from the Safety Culture Quality Improvement Realist Evaluation (SCQIRE) project. Methods: The evaluation approach for the SCQIRE project combined realist evaluation and practice development methodology. Realist evaluation was selected to answer the question ‘what works for whom and why when embedding a safety culture, improvement capability and leadership in frontline teams?’ Key to this approach is the local development, testing and refinement of ‘CMO’ relationships between: contexts (C); mechanisms, for example triggers and explaining why components work (M); and outcomes (O). Drawing on project data, the enablers, attributes and consequences of an effective workplace culture have been used to critically examine the factors that contributed to frontline teams’ ability to create and sustain a safety culture. Findings: A total of 24 CMO relationships resulted in four emerging programme theories that described what worked, why and for whom in relation to: 1) frontline teams developing their safety culture; 2) facilitators working with frontline teams to embed safety culture, quality improvement and leadership; 3) organisations supporting frontline teams; and 4) the patient safety collaborative initiative. Conclusions: It is concluded that the close relationship between person-centred values, ways of working and continuing effectiveness mean it is not possible to develop a safety culture without also being person-centred in relationships. Other theoretical refinements proposed include greater emphasis on the role of appreciative active learning, person-centredness in everyday relationships and an integrated approach to learning, development and improvement embedded at both micro and International Practice Development Journal Online journal of FoNS in association with the IPDC and PcP-ICoP (ISSN 2046-9292) Working together to develop practice Person-centred Practice International Community of Practice

44 citations


Journal ArticleDOI
TL;DR: Both women and men were more positive about the culture in medical than social sciences, and a more positive culture inmedical sciences is attributed to the wide-spread implementation of Athena SWAN gender equality action plans linked to the NIHR funding incentives.
Abstract: Results of two C-Change surveys of 4997 faculty and staff in medical and social sciences are analysed quantitatively and qualitatively and presented with illustrative quotations giving voice to cri...

30 citations


Journal ArticleDOI
TL;DR: The authors explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary and show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient.
Abstract: We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.

30 citations


Journal ArticleDOI
TL;DR: It is proposed that the culture cycle—a tool that represents culture as a multilayered, interacting, dynamic system of ideas, institutions, interactions, and individuals—can be useful to researchers and practitioners by revealing and explaining the psychological dynamics that underlie today’s significant culture clashes.
Abstract: U.S. Americans repeatedly invoke the role of “culture” today as they struggle to make sense of their increasingly diverse and divided worlds. Given the demographic changes, cultural interactions and hybridizations, and shifting power dynamics that many U.S. Americans confront every day, we ask how psychological scientists can leverage insights from cultural psychology to shed light on these issues. We propose that the culture cycle—a tool that represents culture as a multilayered, interacting, dynamic system of ideas, institutions, interactions, and individuals—can be useful to researchers and practitioners by: (1) revealing and explaining the psychological dynamics that underlie today’s significant culture clashes and (2) identifying ways to change or improve cultural practices and institutions to foster a more inclusive, equal, and effective multicultural society.

27 citations


Journal ArticleDOI
TL;DR: In this article, the authors explore the evolution of professional experience from traditional to contemporary, the role of the third space in professional experience, and the complexities in developing a unified approach in universities and early childhood sites/schools.
Abstract: Preparing pre-service teachers to become effective future educators has become increasingly complex in an environment of rapid change, economic uncertainty, technological advancements, and cultural diversity. Contemporary initial teacher education is evolving and adapting to the changing organizational environments and cultures in organizations who partner in equipping pre-service teachers to become knowledgeable, innovative, and professional in their teaching and skilled in effectively connecting, interacting, and collaborating in professional communities. Professional experience placements provide pre-service teachers with the opportunity to participate in teaching in real-world settings guided by experienced teachers and supported by university supervisors; however, the diverse approaches to professional experience adopted by educational organizations, influence pre-service teachers’ experiences, and outcomes. Cultural and socio-economic factors across different sites also impact on the outcomes of students’ professional experience due to variations in the organizational culture and settings. In this paper we explore the evolution of professional experience from traditional to contemporary, the role of the third space in professional experience, and the complexities in developing a unified approach in universities and early childhood sites/schools, organizations that have very different cultures yet are committed to developing effective teachers. We highlight the advantages of adopting a learning community model for professional experience in which mentoring is central to success. A theory-based model of professional experience, 3PEx, based on a learning community approach and the merging of cultures in professional experience and learning contexts, is introduced. This model is informed by the literature and results of a recent study of professional experience in a university reimagining initial teacher education to meet contemporary standards. The challenges of achieving cultural change in the professional experience arena are explored, and a range of strategies suggested that can lead to a deeper understanding of the cultural landscape and the needs of pre-service teachers in their transition to teaching.

25 citations


Journal ArticleDOI
TL;DR: The model derived from the research may function as a tool or roadmap to help guide other organizations in the process of or planning to implement R2MR or a similar intervention.
Abstract: Background:Organizational characteristics and attributes are critical issues to consider when implementing and evaluating workplace training. This study was a qualitative examination of the organiz...

23 citations


Journal ArticleDOI
TL;DR: In this article, the authors argue that higher education managers continually confront the pervasive and corrosive impact of workplace bullying, which appears culturally resilient despite extensive policy regimes, and argue that managers should be prepared to confront this issue.
Abstract: This paper argues that higher education managers continually confront the pervasive and corrosive impact of workplace bullying, which appears culturally resilient despite extensive policy regimes. ...

21 citations


Journal ArticleDOI
TL;DR: This article reports on the initial analysis of the transformational My Home Life Leadership Support program for nursing home managers being implemented in Scotland and analyses learning from a multimethod participatory descriptive study.
Abstract: Leadership is key to quality improvement in nursing homes. This article reports on the initial analysis of the transformational My Home Life Leadership Support program for nursing home managers being implemented in Scotland. It analyses learning from a multimethod participatory descriptive study. Contribution analysis theory informed the evaluation. Evidence-Based Practice, Relationship-Centered Care, Appreciative Inquiry, and Caring Conversations informed the intervention to develop transformational leadership. Data generation methods included baseline and postintervention questionnaires to describe culture change within the study population, together with more in-depth qualitative data generated from group discussions throughout the leadership support program. Qualitative data analysis was an iterative collaborative process with participants to generate themes about the impact of the program on themselves and their practice. Data showed positive changes in managers' perceptions of their self-awareness, leadership communication and relationship skills, and development of positive cultures. This model offers lessons for those interested in ways to approach the emotional, educational, and cultural dynamics of change in other human service contexts.

19 citations


Book ChapterDOI
01 Jan 2019
TL;DR: In this article, the authors discuss the differences between diachronic and synchronic perspectives in the history of innovation studies and their importance to a better understanding of cultural phenomena and processes of culture change.
Abstract: This chapter focuses on theories of cultural transmission and innovation in anthropological and archaeological frameworks. We discuss the differences between diachronic and synchronic perspectives in the history of innovation studies and their importance to a better understanding of cultural phenomena and processes of culture change. We present an overview of the major theoretical terms and concepts used to identify and define cultural evolution processes. These include cultural mutation, drift, and inertia, the forces that influence the transmission of cultural variants, such as pedagogy, guided variation and various forms of transmission biases, as well as evolutionary selection processes. We evaluate three case studies drawn from the literature to illustrate how contemporary anthropological archaeology can aid in operationalizing our observations and interpretations of cultural evolution processes at different scales in both the ethnographic present and the archaeological past.

15 citations


Journal ArticleDOI
01 Apr 2019-Dementia
TL;DR: Drawing on data the culture change coalition collected as part of their culture change work using participatory action research guided by appreciative inquiry, what relationship qualities contributed to positive dementia care experiences and how positive relationships were created are examined.
Abstract: This article reports on the work of a community-based culture change coalition affiliated with the Partnerships in Dementia Care Alliance, a research network committed to strengthening dementia care through supporting relationship-centered care approaches Research to date emphasizes negative aspects of dementia care relationships Drawing on data the culture change coalition collected as part of their culture change work using participatory action research guided by appreciative inquiry, this article examines what relationship qualities contributed to positive dementia care experiences and how positive relationships were created Five types of care partners participated in the study through questionnaires, focus groups, and a mini appreciative inquiry summit Data were analyzed collaboratively with culture change coalition members Early in the analysis process, the aspiration statement "Relationships are at the heart of dementia care in [name of] County," was developed and informed further thematic analysis Findings revealed several relationship characteristics including friendship, commonality of experience, developing trust and feeling appreciated, reciprocity, and taking time/making time for relationships As this article illuminates, relationship-centered programs and policies have the potential to foster positive dementia care experiences among diverse care partners in community settings

Journal ArticleDOI
TL;DR: In this paper, the authors draw insights from over 60 interviews with select committee chairs, members and staff to gain insight into their perspectives on evidence diversity and the potential of mini-publics to promote this.
Abstract: Select committees play an important role in scrutinising government policy. They have come under increasing pressure to seek evidence for their inquiries—including both formal and informal evidence—from a wider range of stakeholders. Two particular pressures can be observed within this trend. First, committees are expected to show commitment to hearing from a more diverse set of stakeholders. The second pressure relates to the representativeness of those providing evidence. Consequently, they have been urged to increase public engagement. The recent Citizens’ Assembly into adult social care points to one mechanism for engaging a ‘mini-public’ in committee inquiries. Due to their use of random and stratified sampling to recruit participants, mini-publics could diversify the evidence base and facilitate public scrutiny of the committees. However, we know little of what committee members and staffs think about these issues. In this article, we draw insights from over 60 interviews with select committee chairs, members and staff to gain insight into their perspectives on evidence diversity and the potential of mini-publics to promote this. We find that traditional approaches to inquiries are still favoured. While mini-publics are seen as a solution to the failings of current approaches to public engagement, this is for instrumental reasons, meaning that they are only valued in particular circumstances. Ultimately, further culture change is required if committee inquiries are to move substantially beyond the traditional approach.

Journal ArticleDOI
TL;DR: The review shows that participative, involving and innovative leadership is the key to success in innovation processes in nursing homes and transform the underlying values of organizational culture.
Abstract: The rapidly growing number of older people with increasingly complex needs places pressure on quality of care and thereby presents a need for innovation in nursing homes. The aim of this review was...

Journal ArticleDOI
TL;DR: In this paper, the authors examined the dimensions and components of construction safety culture and whether the application of BIM technologies to the dimensions of constructionsafety culture improves the safety maturity levels among construction workers.
Abstract: The study examines the dimensions and components of construction safety culture and whether the application of BIM technologies to the dimensions of construction safety culture improves the safety maturity levels among construction workers. The study employed a systematic literature review and grounded theory in achieving the research objectives. The dimensions and components of construction safety culture were found to comprise of a safety management system, safety behaviour, and safety climate. A bim-enabled conceptual model of construction safety culture was developed as an output of the study. The model demonstrates how the dimensions of construction safety culture change the maturity levels of safety among construction workers as enabled by BIM technologies. The model has implications for improved construction safety management practices through the use of BIM on construction projects. The study concludes with implications for practice and future research.

Journal ArticleDOI
TL;DR: In this paper, a business school in a public university in the USA utilized an experimental design to test a globally recognized business model for leadership development and its impacts on leadership effectiveness, which included a two-day training session followed by a year-long process for cementing in learning.
Abstract: Leadership development is a significant organizational investment and is considered a foundation for a culture change process. In a highly disruptive environment, higher education administrators are investigating the potential benefits of this investment. Specifically, while the great recession was underway in 2010, and with a backdrop of continuous enrollment decline, a business school in a public university in the USA utilized an experimental design to test a globally recognized business model for leadership development and its impacts on leadership effectiveness. The paper aims to discuss these issues.,The intervention included a two-day training session followed by a year-long process for cementing in learning, while examining ensuing leadership effectiveness. Potential control variables in the model included measures of four dimensions of leadership fitness which were defined as the physical, socio-emotional, spiritual and mental dimensions. When the leadership development intervention showed promising results the business school forged ahead to implement a culture change process based on the leadership development intervention to foster teamwork and innovation.,As a longitudinal implementation and assessment process, subsequent results of the culture change process spurred year over year increases in enrollments, student retention, student placement, along with consistently escalating faculty research and academic program rankings. The culture change process spread organically from the business school throughout the university as a whole with similar positive impacts.,Implications, including an assertion that leadership development is a viable tool for higher education’s organizational sustainment are discussed.,Future research opportunities of institutional outcomes in higher education due to a systemic investment in annual culture enhancement are also discussed.

Journal ArticleDOI
TL;DR: Signs are that the recovery college model is effective from a wider public health perspective (early intervention/prevention) in producing significant health outcomes in terms of improved wellbeing and increased levels of activation/self-management.
Abstract: The purpose of this paper is to evaluate cost efficiencies and health outcomes after one academic year of course delivery, in a recovery college.,The paper used service evaluation and review of data.,There is significant impact on health outcomes when standardised measures of Patient Activation Measure and Warwick–Edinburgh Mental Wellbeing Scale were completed pre- and post-intervention, with indications of possible financial efficiencies identified within secondary care mental health pathways.,The current evaluation sample is only representative of community mental health populations rather than broader communities. However, indications are that the model is effective from a wider public health perspective (early intervention/prevention) in producing significant health outcomes in terms of improved wellbeing and increased levels of activation/self-management. More in-depth research collaboration with an academic institution is now required.,There is an implication that the recovery college needs to be fully embedded within the mental health pathway as part of the core offer. This would require significant service redesign and culture change within the organisation.,There is a need to continue to work with other statutory service providers, key stakeholders, voluntary and community sectors to embed the college with wider public health services and ensure a holistic approach across local communities and the whole health pathway.,Although the model is based on the widely recognised national recovery college model, it has moved away from the usual boundaries of access only being for those attached to secondary care mental health services to a more holistic and integrative approach of offering access to the whole population. Social value is indicated in the ownership and co-production of the model by the collaboration of student expertise, experts by experience and experts by expertise. The co-produced integrated volunteering and work pathway offers positive and cost-efficient health outcomes from a co-designed and co-delivered educational approach.

Journal ArticleDOI
TL;DR: It is examined how inter-organisational influences shaped safety practices and inter-subjective meanings following efforts for coerced culture change in infection prevention and control from 2000 to 2015.
Abstract: Despite committed policy, regulative and professional efforts on healthcare safety, little is known about how such macro-interventions permeate organisations and shape culture over time. Informed by neo-institutional theory, we examined how inter-organisational influences shaped safety practices and inter-subjective meanings following efforts for coerced culture change. We traced macro-influences from 2000 to 2015 in infection prevention and control (IPC). Safety perceptions and meanings were inductively analysed from 130 in-depth qualitative interviews with senior- and middle-level managers from 30 English hospitals. A total of 869 institutional interventions were identified; 69% had a regulative component. In this context of forced implementation of safety practices, staff experienced inherent tensions concerning the scope of safety, their ability to be open and prioritisation of external mandates over local need. These tensions stemmed from conflicts among three co-existing institutional logics prevalent in the NHS. In response to requests for change, staff flexibly drew from a repertoire of cognitive, material and symbolic resources within and outside their organisations. They crafted 'strategies of action', guided by a situated assessment of first-hand practice experiences complementing collective evaluations of interventions such as 'pragmatic', 'sensible' and also 'legitimate'. Macro-institutional forces exerted influence either directly on individuals or indirectly by enriching the organisational cultural repertoire.

Journal ArticleDOI
TL;DR: This qualitative study looks for evidence of culture change in a traditional model of care compared to a newer culture change model, by describing the differences in practices associated with the medical model, person-centered care, and person-directed care between the two settings.
Abstract: The culture change movement has pushed for reform for more than two decades to align policy, the long-term care industry, and resident preferences with regard to care. Evidence from researc...

Journal ArticleDOI
TL;DR: A shared vision, leadership commitment, participatory collaboration and facilitation were essential for the change process, while the diversity of practice settings and scope of the project were the main challenges to starting the culture change required to achieve family-centred care.
Abstract: Background: Moving towards more family-centred care cultures in acute settings requires attention to the relational connectedness in which persons who seek acute care are situated. To promote such a family-centred culture and to shift the systemic approach to care from an individual one to a relational one, there is a need to integrate family nursing knowledge and skills into everyday acute care practices. Aim: The aim of this knowledge-to-action project was to create a family-centred care culture by integrating a family system nursing approach into clinical practice within the women’s health division in an acute care hospital. Methods: An action research methodology, using the action cycle of look-think-act, was used to guide knowledge translation and to develop a family-centred practice culture. The ‘think’ phase entailed an ongoing, critical dialogue among the study’s core group members about the meaning of family systems nursing, a shared definition and adaptation of the approach and instruments to the local context, and the development of an action plan for implementation. Lastly, family systems nursing was interprofessionally piloted through education and training activities in neonatal intermediate care. Findings: During the ‘look’ phase, 20 SWOT analyses with 312 health professionals revealed a shared commitment to individualised, participatory care, but a lack of continuity and inconsistent communication. Documentary analysis demonstrated that family engagement was evident in fewer than half of the cases. Conclusions: The use of a participatory, recursive process to tailor and introduce family systems nursing was important in order to gain momentum for change across different units and professions. A shared vision, leadership commitment, participatory collaboration and facilitation were essential for the change process, while the diversity of practice settings and scope of the project were the main challenges to starting the culture change required to achieve family-centred care.


Journal Article
TL;DR: In this paper, the authors argue that design itself needs to be re-designed to enact culture change and to reveal the designed-therefore-designable nature of the world, which is a necessary prelude to mobilizing publics.
Abstract: Design is low on theory of transformation, which becomes problematic as the practices and outputs of design need to contribute to a culture of planetary adaptation for sustainability. In fact, design itself needs to be (re)designed to enact culture change. To make these shifts, design research can learn from cultural theory that positions culture as evolving and performative. Adopting these ideas helps to reveal the designed-therefore-designable nature of the world, which is a necessary prelude to mobilizing publics. The paper concludes with participatory collaborative thought experiments, influenced by cultural theory, that offer directions for changing design.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the promoters and barriers for making the desired culture change happen in the case company, and presented a semi-structured theme interview case study, including 12 in-depth interviews.
Abstract: The construction industry has struggled with efficiency issues for decades. Organizational culture is identified as one of the biggest hindrances for the enhancement of efficiency in a highly labor-intensive sector such as construction. Based on recent academic studies, Finnish construction industry professionals would embrace clan and adhocracy culture features to achieve a better level of construction efficiency. The purpose of this paper is to investigate the promoters and the barriers for making the desired culture change happen in the case company.,The paper presents a semi-structured theme interview case study, including 12 in-depth interviews. The interviews were recorded, and later, transcribed into text, which forms the empirical data of this paper.,The Finnish construction industry must adopt a holistic approach to enhance its prevailing level of efficiency through the culture change. Basic learning and knowledge management processes seem to be missing from the industry and organizational levels. Better knowledge management in the case company would be the first step to start fixing this problem.,Because of the nature of a case study, the research results can be generalized only with caution in the Finnish construction industry. Generalizing the findings in another country would require further studies in a different cultural environment, e.g. in another European country.,The paper includes implications for the development of the organizational culture on the Finnish construction industry level and on an organizational level.,The found influencers are discussed through Engestrom’s activity model for the first time in the construction culture context.

Journal ArticleDOI
TL;DR: The authors analyzes how shared beliefs and preferences (or values) cause the emergence of social norms, and why people may enforce norms that go against their own beliefs and preference/values; and how this may cause a disconnect to develop between the organization's norms and its underlying beliefs or preferences.
Abstract: This paper analyzes how shared beliefs and preferences (or values) cause the emergence of social norms; why people may enforce norms that go against their own beliefs and preferences/values; and how this may cause a disconnect to develop between the organization's norms and its underlying beliefs and preferences. We further show, among other things, that such social norms are more likely in attractive organizations, for behaviors that have modest personal consequences, and in organizations where employees depend on others' choices to a moderate degree. We finally discuss how these mechanisms help our understanding of culture change and of the interaction between culture and strategy. We argue that culture is not only an input to strategy, but also a substitute and a potential competitor.


Book ChapterDOI
12 Apr 2019
TL;DR: In this paper, the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organisations, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization.
Abstract: The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organizations. This chapter summarizes tools from the Leadership and Change Management literature, including findings from the author’s studies, and best practices from a variety of industries. Tools are provided so that readers can target leadership changes in preparation for cultural change. Leadership behaviors at the top of an organization are discussed using the full-range leadership model, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization. Leadership at the top of an organization is complemented with a discussion of the importance of middle leadership throughout the organization including a model to understand and develop those behaviors. The chapter ends with seven different approaches to structuring and managing change that organizations can adopt to improve the probability of driving successful change in their organizations. For organizations seeking to develop or improve their safety culture, these tools provide a roadmap for harnessing the needed leadership behaviors and organizational tools to effectively make change. By understanding and applying these tools, organizations can find success in their culture change initiatives faster and with fewer problems.

Book ChapterDOI
01 Jan 2019
TL;DR: In this article, the authors explored the issues surrounding the question, To what extent is culture change possible through coaching and mentoring, and they concluded that while many claim that mentoring does enable change across organizations, this is ambiguous.
Abstract: The Human Resource (HR) world has adopted both coaching and mentoring activity as important parts of its learning and development and change strategy. Both mentoring and coaching have been employed within organizations for individuals for various purposes. There is a logic for the idea of creating a “coaching culture” or perhaps a “mentoring organization.” However, the concept of culture is as elusive and varied as coaching and mentoring! One use has been attempts at the complexities of culture change, but this is part of a managerialist discourse where simplification of complexity is a norm. Much coaching and mentoring literature focuses on individuals and only on the organization by implication, and while many claim that coaching and mentoring do enable change across organizations, this is ambiguous. Therefore, this chapter explores the issues surrounding the question, To what extent is culture change possible through coaching and mentoring?

Journal ArticleDOI
30 Sep 2019
TL;DR: The authors discusses how gender-focused culture change initiatives developed for science (like Athena SWAN) might offer models for science communication, and uses experiences in a department at UWE Bristol as a basis.
Abstract: This essay discusses how gender-focused culture change initiatives developed for science (like Athena SWAN) might offer models for science communication. Such initiatives can seek to mobilise change amongst university departments and practices, but there are also potential pitfalls in such approaches. Using experiences in a department at UWE Bristol as a basis, the article will consider whether such schemes in science offer potential for science communication to reflect on its own gender imbalances.

Journal ArticleDOI
TL;DR: In this article, the authors present an account of the struggles between 2005 and 2009 when planners sought to alter "foreign" and "domestic" audience targeting norms that emerged in an old media system of sovereign states with more stable populations.
Abstract: This article presents qualitative research examining adaptation to global asymmetric threats and a modern media environment of US Government propaganda systems by planners following 9-11, which proceeded largely unhindered by public debate. It draws on interviews with US elite sources including foreign policy, defense and intelligence personnel and documentary sources to explore how dissent was contained. A ‘merging’ of Psychological Operations and Public Affairs has been identified as a point of concern elsewhere and is argued to have facilitated the extension of US hegemony. It will present an account of the struggles between 2005 and 2009 when planners sought to alter ‘foreign’ and ‘domestic’ audience targeting norms that emerged in an old-media system of sovereign states with more stable populations. It focuses on a key example of transformation: the pressing through of internet policy changes for military Psychological Operations and Public Affairs, against resistance. Policies were brought in to coordinate and overcome discordance in foreign-domestic messaging by Psychological Operations and Information Operations personnel. Viewed as operational necessity for Psychological Operations, these resulted in a ‘terf war’ with Public Affairs who constructed a defense using discourses of legitimacy and credibility with domestic audiences. This article will show how concerns raised by Public Affairs were met by the reduction of their planning role, until a culture change and new orthodoxy emerged. Challenges raised by evolving media demand a reappraisal of propaganda governance and governments must allow greater transparency for public debate, legal judgement and independent academic enquiry to occur.


Journal ArticleDOI
01 Jan 2019
TL;DR: The speed of change has increased over the years, due to increased knowledge and our pace of development globally has accelerated immensely, to the point where it threatens to overwhelm political leaders.
Abstract: Every day, we are subject to hundreds of subtle changes to climate, language, physiological, psychological, diet, fashion trends, lifestyle, opportunities, technology, attitudes, judicial, organisational and educational. Over the years, the speed of change has increased. This is due to increased knowledge and our pace of development globally has accelerated immensely, to the point where it threatens to overwhelm political leaders, according to Brown (1996).