The European Manifesto for Inclusive Learning is an initiative of the University of Florence to promote adult education for migrants and refugees. The program seeks to provide “a concrete tool for adult educators to promote adult learning in their local context”. In order to achieve this goal, eight European Union partners in different EU countries collaborated intensively for 1 ½ year to exchange experiences, expand opportunities and to seek to promote a more coordinated and integrated approach. Each partner collected case studies of good practices using a common tool for collecting data. The results of the Dutch partner, The Hague University of Applied Sciences are presented here. Seven cases have been studied with very different, mainly informal ways of mutual learning in the Netherlands. First the Manifesto is described in more detail. This is followed by a sketch of refugee flows to the Netherlands and the Dutch asylum system. After these chapters, the different cases are presented, followed by a conclusion and recommendations based on the Dutch good practices.
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This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never “finished.” It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
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This manifesto describes the notion of sustainable development according to its basic appeal for economic, social and environmental value-creation, together with the implications of its meaning at the level of the individual (the manager), the organisation (the business) and society. As sustainable tourism is focused on the long term, foresight is used to develop four scenarios for a sustainable tourism industry in 2040: “back to the seventies”, “captured in fear”, “unique in the world”, and “shoulders to the wheel”. The implications of the scenarios are mapped for four distinct types of organisational DNA: the blue organisation focusing on quality, professionalism and efficiency, the red organisation for whom challenge, vision and change are most important, the yellow organisation addressing energy, optimism and growth, and the green organisation which is led by care, tradition and security. The manifest concludes with strategic propositions for tourism organisations in each of the four business types and each of the four scenarios.
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Purpose: This paper is a critical discussion of the Leiden Manifesto for libraries already engaged in bibliometric practices. It offers practical recommendations based on the work of the European Association for Research Libraries (LIBER) Working Group on Metrics. This work is in the beginning phase and summarizes literature on the topic as well as the experiences of the members of the Working Group. The discussion reflects today’s growing popularity of (quantitative) research assessment which is seen in enthusiasts introducing new metrics (i.e. altmetrics) and by critics demanding responsible metrics that increase objectivity and equity in evaluations.Design/methodology/approach: This paper is the result of the Working Group on Metrics of the European Association for Research Libraries (LIBER) that critically discussed the practicality of the Leiden Manifesto for libraries.Findings: Full compliance with the Manifesto is time-consuming, expensive and requires a significant increase in bibliometric expertise with respect to both staffing and skill level. Despite these apparent disadvantages, it is recommended that all libraries embrace the Manifesto’s principles. To increase practicality it is advised that libraries collaborate with researchers, management and other libraries at home and around the world to jointly design and provide services that can be reused within the library community.Originality/value: Libraries have increasingly been confronted with questions about research assessment, responsible metrics, and the role of digital products in evaluations and funding decisions. Although a wide range of recommendations and initiatives are available (e.g., DORA San Francisco Declaration on Research Assessment) many recommendations are not straightforward enough to be implemented from a library perspective. This paper provides assistance for libraries to implement these principles by acknowledging the heterogeneous backgrounds the libraries may stem from.https://doi.org/10.1108/DLP-01-2017-0004
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A Manifesto The group of some 17 participants interrupted the UDHR text in real time, infusing it with inclusive terminology, queering its binary language and expanding its gaze to other lifebeings, making it a manifesto for a new world. The newly formulated Universal Declaration of Human and More-Than-Human Rights and Responsibility for a New World would be the manifesto for an alliance of those who insisted on an end to capitalist practices and their destructive effects on the planet.
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The privacy discourse sputtered out of steam. This has lead to the current stalemate: we know we're observed, traced and tracked, but pretend it's not happening or nothing to fret about. The question is not when the repressed will return but how? Hackers have been proclaiming that privacy has been dead for decades, that everything can and will be captured, stored and analyzed. And they were right. So, what's to be done?
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When everything is destined to be designed, design disappears into the everyday. We simply don’t see it anymore because it’s everywhere. This is the vanishing act of design. At this moment design registers its redundancy: our products, environments and services have been comprehensively improved. Everything has been designed to perfection and is under a permanent upgrade regime. Within such a paradigm, design is enmeshed with the capitalist logic of reproduction. But this does not come without conflicts, struggles and tensions. Chief among these is the situation of design in a planetary procession toward decay. Our dispense culture prompts a yearning for longevity. The computational compulsion to delete brings alive a desire to retrieve objects, ideas and experiences that refuse obsolescence. Society is growing more aware of sustainability and alert to the depletion of this world. For the ambitious designer, it’s time to take the next step: designing the future as a collective relation attuned to life.
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The COVID-19 pandemic has accelerated remote working and working at the office. This hybrid working is an indispensable part of today's life even within Agile Software Development (ASD) teams. Before COVID-19 ASD teams were working closely together in an Agile way at the office. The Agile Manifesto describes 12 principles to make agile working successful. These principles are about working closely together, face-to-face contact and continuously responding to changes. To what extent does hybrid working influence these agile principles that have been indispensable in today's software development since its creation in 2001? Based on a quantitative study within 22 Dutch financial institutions and 106 respondents, the relationship between hybrid working and ASD is investigated. The results of this research show that human factors, such as team spirit, feeling responsible and the ability to learn from each other, are the most decisive for the success of ASD. In addition, the research shows that hybrid working creates a distance between the business organization and the IT department. The findings are valuable for Managers, HR professionals and employees working in the field of ASD as emphasizing and fostering Team Spirit, Learning Ability, and a Sense of Responsibility among team members can bolster the Speed of ASD.
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The starting point of the sixth edition of the Asia Triennial Manchester (ATM6) is an urgent question: How can we reclaim value by withdrawing it from the reductive, quantifying interpretation of the omnipresent neoliberal paradigm, and develop a mode of speculation grounded in other forms of practical experimentation—experiments that, in turn, create space for qualifying new ways of thinking about value and measurement?To take back value is to revalue value—beyond normativity and standardized measurement. The first task of transvaluation is to uncouple value from quantification in ways that affirm an ecology of qualitatively different capacities. This framing of transvaluation draws from both post-Marxist critique and ecological thinking, recognizing that value has long been constructed by dominant power structures and often defined in anthropocentric terms. The current condition of the Anthropocene further complicates how value is attributed and distributed across human and non-human divisions. This demands a head-on engagement with what we know as economy—the management of the household. Value, and credit alike, is, too valuable to be left to those who own power.https://www.e-flux.com/announcements/661377/curatorial-assembly-and-theme-of-sixth-asia-triennial-manchester-transvaluation/
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