Background: Experiencing flow, an optimal psychological state, can support health and well-being. A developmental perspective on flow so far examines strategies to facilitate these experiences in the face of developmental losses such as ageing. People with disabilities experience restrictions in participation and thus fewer occupations that potentially induce flow. Therefore, contributions to this perspective can be gained from disabled people’s experiences. Thus, this meta-study synthesises qualitative research literature to determine the contribution to a developmental perspective on flow in people with disabilities. Methods: Following a systematic search of four databases (PsycInfo (EBSCO), PubMed, CINAHL (EBSCO), Scopus) 10 qualitative, peer-reviewed studies were included, and critically appraised. Findings as well as methodologies, and underlying theories were analysed and synthesised. Findings: Various methodologies have been used to explore flow experiences of people with disabilities. Incongruencies between underlying theories and chosen methods, as well as lack of researcher reflexivity impacted the trustworthiness of some studies. All studies originated within occupational therapy research and were located in the global North, implying assumptions about occupation and well-being and a rehabilitation framework. The individuals’ choice and control, and adaptations of environment and occupation emerged from the meta-synthesis as important factors to experiencing flow. Conclusion: To enhance opportunities for flow in the lives of people with disabilities, a shift of perspective from individual impairments towards issues of accessibility and occupational justice is needed. Based on this meta-study, critical disability theory and participatory frameworks are recommended for future research to explore strategies to enhance access to flow inducing occupations.
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This paper presents the design of the offshore energy simulation CEL as a flow network, and its integration in the MSP Challenge 2050 simulation game platform. This platform is designed to aid learning about the key characteristics and complexity of marine or maritime spatial planning (MSP). The addition of CEL to this platform greatly AIDS MSP authorities in learning about and planning for offshore energy production, a highly topical and big development in human activities at sea. Rather than a standard flow network, CEL incorporates three additions to accommodate for the specificities of energy grids: an additional node for each team's expected energy, a split of each node representing an object into input and output parts to include the node's capacity, and bidirectional edges for all cables to enable more complex energy grid designs. Implemented with Dinic's algorithm it takes less than 30ms for the simulation to run for the average amount of grids included in an MSP Challenge 2050 game session. In this manner CEL enables MSP authorities and their energy stakeholders to use MSP Challenge 2050 for designing and testing more comprehensive offshore energy grids.
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This paper is about the conceptual framework of team flow and the action research project at the Hogeschool Utrecht (University of Applied Sciences) which has been launched recently. Have you ever linked the performance of The Rolling Stones - as a long - standing successful music business - to concepts of leadership and collaboration? By doing so, you can discover critical success factors for a new quality in collaboration, called team flow. The key elements of the team flow concept are: Authentic communication; Complementary qualities and habits; Shared leadership; Sharing a common passion; Synergetic identity. These elements find further ground in the U-Theory by Scharmer, the concept of team roles by Belbin, the shared leadership approach by Pearce, and others. You will probably have heard of the theory of Czíkszentmihályi, that people are most happy when they are in a state of flow a state of concentration or complete absorption with the activity at hand and the situation. The flow state is an optimal state of intrinsic motivation where the person is fully immersed in what he or she is doing (Czikszentmihalyi 1999). For collaboration, this means highly motivated persons co-creating a state of team flow through communicating authentically, sharing leadership and a common passion. Team flow is a concept for generative collaboration, a kind of collaboration focused on innovation and co-creativity. This concept promotes entrepreneurship and fundamental change.
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To better control the growing process of horticulture plants greenhouse growers need an automated way to efficiently and effectively find where diseases are spreading.The HiPerGreen project has done research in using an autonomous quadcopter for this scouting. In order for the quadcopter to be able to scout autonomously accurate location data is needed. Several different methods of obtaining location data have been investigated in prior research. In this research a relative sensor based on optical flow is looked into as a method of stabilizing an absolute measurement based on trilateration. For the optical flow sensor a novel block matching algorithm was developed. Simulated testing showed that Kalman Filter based sensor fusion of both measurements worked to reduce the standard deviation of the absolute measurement from 30 cm to less than 1 cm, while drift due to dead-reckoning was reduced to a maximum of 11 cm from over 36 cm.
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There are three volumes in this body of work. In volume one, we lay the foundation for a general theory of organizing. We propose that organizing is a continuous process of ongoing mutual or reciprocal influence between objects (e.g., human actors) in a field, whereby a field is infinite and connects all the objects in it much like electromagnetic fields influence atomic and molecular charged objects or gravity fields influence inanimate objects with mass such as planets and stars. We use field theory to build what we now call the Network Field Model. In this model, human actors are modeled as pointlike objects in the field. Influence between and investments in these point-like human objects are explained as energy exchanges (potential and kinetic) which can be described in terms of three different types of capital: financial (assets), human capital (the individual) and social (two or more humans in a network). This model is predicated on a field theoretical understanding about the world we live in. We use historical and contemporaneous examples of human activity and describe them in terms of the model. In volume two, we demonstrate how to apply the model. In volume 3, we use experimental data to prove the reliability of the model. These three volumes will persistently challenge the reader’s understanding of time, position and what it means to be part of an infinite field. http://dx.doi.org/10.5772/intechopen.99709
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Lean Production (LP) can be regarded as a design approach in search of a theoretical foundation. In this paper we show that Lowlands’ Sociotechnical Design Theory (STSL) could function as such a foundation. To reach this goal, we first describe STSL as a system theoretical reformulation of Original Sociotechnical Theory (OSTS). Then, we introduce the Toyota Production System as the origin of LP and the challenge it poses for the academic field of organization design. This academic field should (1) assess LP’s success, (2) generalize it by embedding it in more abstract concepts and theories in order to be able to (3) re-specify it for different manufacturing and non-manufacturing contexts. Next, we give an exposition of STSL as a structural design approach based on developments in system theory. At last, we reformulate lean production in STSL terms and so show that LP is a subcase within the more general theory of STSL. We discuss the merits of both approaches and clarify some misunderstandings of lean both outside and inside the lean community. Embedding LP in the more general language of STSL should enable us to discover similarities and differences, to start a process of mutual learning, to integrate diverse design approaches in a theory of organizational design and to add content to redesign proposals of for example the health care system as proposed by Porter and Teisberg (2006) and Christensen et al. (2009). We quote extensively from the lean literature (to convince our sociotechnical friends) and embed both STSL and LP in the broader literature on organization design. We hope this adds a new perspective to the one given in the Operations Management literature on LP. Again, mutual learning is the goal.
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Emotions are a key component of tourism experiences, as emotions make experiences more valued and more memorable. Peak-and-end-theory states that overall experience evaluations are best predicted by the emotions at the most intense and final moments of an experience. Peak-and-end-theory has mostly been studied for relatively simple experiences. Recent insights suggest that peak-and-end-theory does not necessarily hold for tourism experiences, which tend to be more heterogeneous and multi-episodic in nature. Through the novel approach of using electrophysiological measures in combination with experience reconstruction, the applicability of the peak-and-end-theory to the field of tourism is addressed by studying a musical theatre show in a theme park resort. Findings indicate that for a multi-episodic tourism experience, hypotheses from the peak-and-end-theory are rejected for the experience as a whole, but supported for individual episodes within the experience. Furthermore, it is shown that electrophysiology sheds a new light on the temporal dynamics of experience
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In deze bijdrage presenteren we een aantal voorbeelden die laten zien dat verdieping van de unitstructuur een levensvatbaar alternatief is voor de vervanging van de unitstructuur door de multidimensionale organisatie (MDO), zoals voorgesteld door Strikwerda en Galbraith. In de MDO wordt gestreefd naar ‘resource efficiency’ en schaalvoordelen, terwijl het verdiepen van de unitstructuur gericht is op het bereiken van ‘flow efficiency’ en flow voordelen.
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In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
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Comprehensive understanding of the merits of bottom-up urban development is lacking, thus hampering and complicating associated collaborative processes. Therefore, and given the assumed relevancies, we mapped the social, environmental and economic values generated by bottom-up developments in two Dutch urban areas, using theory-based evaluation principles. These evaluations raised insights into the values, beneficiaries and path dependencies between successive values, confirming the assumed effect of placemaking accelerating further spatial developments. It also revealed broader impacts of bottom-up endeavors, such as influences on local policies and innovations in urban development.
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