This article explores the decision-making processes in the ongoing development of an AI-supported youth mental health app. Document analysis reveals decisions taken during the grant proposal and funding phase and reflects upon reasons why AI is incorporated in innovative youth mental health care. An innovative multilogue among the transdisciplinary team of researchers, covering AI-experts, biomedical engineers, ethicists, social scientists, psychiatrists and young experts by experience points out which decisions are taken how. This covers i) the role of a biomedical and exposomic understanding of psychiatry as compared to a phenomenological and experiential perspective, ii) the impact and limits of AI-co-creation by young experts by experience and mental health experts, and iii) the different perspectives regarding the impact of AI on autonomy, empowerment and human relationships. The multilogue does not merely highlight different steps taken during human decision-making in AI-development, it also raises awareness about the many complexities, and sometimes contradictions, when engaging in transdisciplinary work, and it points towards ethical challenges of digitalized youth mental health care.
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This study shows how learner initiatives are taken during classroom discussions where the teacher seeks to make room for subjectification. Using Conversation Analysis, subjectification can be observed when students take the freedom to express themselves as subjects through learner initiatives. Drawing on data from classroom discussions in language and literature lessons in the mother tongue, the authors find that learner initiatives can be observed in three different ways: agreement, request for information, counter-response. A learner initiative in the form of an agreement appears to function mostly as a continuer and prompts the previous speaker to reclaim the turn, while the I-R-F structure remains visible. In contrast, making a request for information or giving a counter-response ensures mostly a breakthrough of the I-R-F-structure and leads to a dialogical participation framework in which multiple students participate. Findings illustrate that by making a request for information or giving a counter-response, students not only act as an independent individual, but also encourage his peers to do so.
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Talk by members of executive hospital boards influences the organizational positioning of nurses. Talk is a relational leadership practice. Using a qualitative‐ interpretive design we organized focus group meetings wherein members of executive hospital boards (7), nurses (14), physicians (7), and managers (6), from 15 Dutch hospitals, discussed the organizational positioning of nursing during COVID crisis. We found that members of executive hospital boards consider the positioning of nursing in crisis a task of nurses themselves and not as a collective, interdependent, and/or specific board responsibility. Furthermore, members of executive hospital boards talk about the nursing profession as (1) more practical than strategic, (2) ambiguous in positioning, and (3) distinctive from the medical profession. Such talk seemingly contrasts with the notion of interdependence that highlights how actors depend on each other in interaction. Interdependence is central to collaboration in hospital crises. In this paper, therefore, we depart from the members of executive hospital boards as leader and “positioner,” and focus on talk— as a discursive leadership practice—to illuminate leadership and governance in hospitals in crisis, as social, interdependent processes.
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