Het Autisme Talent Avontuur is ontwikkeld in het kader van het project 1+1=3 ’t PASST Samen, een project gericht op het versterken van handelingskracht van leerkrachten en jeugdhulpverleners om in goede samenwerking met elkaar de betrokkenheid van kinderen met ASS in de klas te stimuleren.De handleiding is bedoeld voor de begeleider van het Autisme Talent Avontuur. Na het lezen van de handleiding, kan de begeleider het Autisme Talent Avontuur inzetten bij kinderen, studenten en/of onderwijszorgprofessionals. Er wordt verondersteld dat de begeleider parate kennis heeft rondom Autismespectrumstoornis. Om de kennis op te frissen, is er in deze handleiding kort beschreven wat er wordt verstaan onder een Autismespectrumstoornis.De complete set met handleiding, opdrachtkaarten en alle materialen is te lenen bij de Hanzehogeschool Groningen (lectoraat Jeugd, Educatie en Samenleving).Autisme Talent Avontuur is tot stand gekomen met medewerking van Retha Stegeman, Mariska de Peuter en Isabell Drewes.
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De topcriminologen John Eck en Ronald Clarke schreven enkele jaren geleden hun vermaarde handboek voor probleemgerichte politiezorg. Eenvoudig en toegankelijk geschreven, makkelijk toepasbaar en tóch van grote kwaliteit. Internationaal vond het dan ook zo’n grote aftrek, dat het al in zo’n 15 talen is vertaald. Maar een Nederlandse versie ontbrak nog, totdat Marnix Eysink Smeets en Peter van Os de taak op zich namen om een Nederlandse redactie samen te stellen en de hoofdstukken te laten vertalen. Het ging om een échte vertaling: de Amerikaanse voorbeelden moesten worden vervangen door Nederlandse. Zij zochten daarom in Nederland naar gevestigde namen op het gebied van het politie- en veiligheidsonderzoek.
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Higher education, as a catalyst for social progress and talent development, holds a unique position to foster mutual learning across sectors, disciplines, life-spheres and communities. By nurturing critical thinking and creativity, education can empower students to drive and take societal and environmental responsibility. Empathic co-design emerges as a crucial approach for navigating complexity and establishing change. Exposure to diverse perspectives encourages individuals, particularly students, to expand their empathy by challenging their preconceptions, fostering understanding, and promoting a deeper sense of interconnectedness with others. Recognizing the significance of empathy in educational co-design contexts and beyond, this paper introduces the Empathy Compass. Through two case studies on the societal impact of Ecstasy production and use, we demonstrate the Compass's utility in tracking students’ empathic awareness. The practice-oriented, three-dimensional tool highlights specific mindsets, activities and methodologies within each quadrant, its intersections and the ‘we-space’. The Empathy Compass emerges as a valuable tool for higher education, supporting the stimulation, facilitation and assessment of empathic awareness in multi-stakeholder collaboration. Om het arikel te kunnen lezen moet het aangekocht worden: https://www.tandfonline.com/eprint/ZT7WHUWNC5C3CTTZ7REH/full?target=10.1080/07294360.2025.2510670#abstract
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In our work as lecturers, teachers, researchers, coaches or managers in a university of applied sciences, we do feel that the amount and variety of societal challenges on higher vocational education (HVE) is growing. Institutions in HE are in a process of transforming from traditional ‘either or’ research or education institutions into more complex hybrid knowledge institutions. Nowadays, universities of applied sciences (as institutions for HVE) in The Netherlands have three main objectives: providing education, conducting practice-oriented research to add to the professional knowledge base, and contributing to innovation in the professional fields of work. Education, research and innovation form the three pillars in the strategy of Dutch Universities of Applied Sciences (Educational Council of The Netherlands, 2015). These changing societal demands form an impetus for educational reform and innovation at both organizational and individual employee levels (Cummings & Shin, 2014). Changes in context and roles lead to questions: As a teacher/lecturer/researcher, how do I relate to the different stakeholders? What is the real meaning of being a ‘good’ lecturer or researcher in creating added values, and for whom? Some propose that the new challenges concern everybody and thus should be everyone’s job. But when everything becomes everyone’s job, how can we really realize the required added values? Others promote a more differentiated approach of accurately fitting talents and tasks to create the flow and employee satisfaction that is needed to realize the desired outcomes. But then how do we work together and cooperate with such an individualistic approach? These opposing positions in the discourse concern the question of how to define the ‘professional me’ amongst the ‘we’. In other words, the challenge is how we define and navigate our professional identities within the context of a dynamic multiple-identity organization with increasing pressures for professional diversity (Foreman & Whetten, 2002; Aangenendt, 2015).
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Technological developments have a major impact on how we live, work and learn together. Several authors refer to a fourth revolution in which robots and other intelligent systems take over an increasing number of the current (routine) tasks carried out by humans (Brynjolfsson & McAfee, 2014; Est et al., 2015; Ford, 2016; Helbing, 2014; Ross, 2017; Schwab, 2016). The relationship between man and machine will change fundamentally as a result. We are already noticing this shift, most specifically in the workplace. E.g., in the field of health care, digitalisation and robotisation can empower patients and their families. Hospitals are primarily intended for clients with complex care needs. This has consequences for the tasks carried out by nurses, who become more of a ‘care director’ or ‘research nurse’. Hospitals approach this in different ways, resulting in considerable diversity as to how these roles are fulfilled. These changes, albeit diverse, can also be seen in the roles of accountants, police officers and financial advisers at banks (Biemans, Sjoer, Brouwer and Potting, 2017). The traditional occupational profiles no longer exist and the essence of these professions is shifting. This does not make such occupations less attractive, but requires different qualities. The demand for more highly educated professionals who can carry out complex tasks in a creative and interdisciplinary manner will increase (McKinsey, 2017). Also, other social developments, such as migration and greenification, prompt us to ask new questions, resulting in new paths towards identifying solutions.
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Medium-sized cities across Europe are increasingly and actively attracting skilled migrants. How can these cities best manage the challenges of internationalisation? That is to say: How can they attract, facilitate and integrate skilled migrants, enabling them to contribute to the regional culture and economy, while still serving their local populations and maintaining social cohesion?In this volume, we combine academic findings with policy reflections to provide a uniquely interdisciplinary guide for academics, policy makers and professionals in local governments, universities, HRM departments, for successfully co-ordinated international talent management.
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Medium-sized cities across Europe are increasingly and actively attracting skilled migrants. How can stakeholders in these cities best manage the challenges of internationalization? The authors combine academic findings with policy reflections to provide a uniquely interdisciplinary guide for academics, policy makers, and professionals in local governments, universities, HRM departments, for successfully coordinating international talent management.
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