During the Middle Ages and early modern period, a dramatic culture of astonishing vitality developed in the Low Countries. Owing to the activities of organisations known as rederijkerskamers, or "chambers of rhetoric", drama became a central aspect of public life in the cities of the Netherlands. The comedies produced by these groups are particularly interesting. Drawing their forms and narratives from folklore and popular ritual, and entertaining in their own right, they also bring together a range of important concerns; they respond directly to some of the key developments in the period, reflecting the political and religious turmoil of the Reformation and Dutch Revolt, the emergence of humanism, and the appearance of an early capitalist economy. This collection brings together the original Middle Dutch text of ten of these comic plays, with facing translation into modern English. The selection is divided evenly between formal stage-plays and monologues, and provides a representation of the full range of rederijker drama, from the sophisticated Farce of the Fisherman, with its sly undermining of audience expectation, to the hearty scatology of A Mock-Sermon on Saint Nobody, and the grim gallows humour of The Farce of the Beggar. An introduction and notes place the plays in their context and elucidate difficulties of interpretation.
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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