Introductie bij het themanummer van 'Beleid en Maatschappij': Rebelse initiatieven in wonen, zorg en onderwijs – het op verantwoorde wijze nét even anders doen. Uitgeversversie: https://doi.org/10.5553/BenM/138900692021048002002
MULTIFILE
Forensic and behavioural science are often seen as two different disciplines. However, there is a growing realization that the two disciplines should be more strongly integrated. Incorporating psychological theories on human behaviour in forensic science could help solving investigative problems, especially at the crime scene. At the crime scene it is not just about applying scientific methods to analyse traces; these traces must first be perceived and categorized as relevant. At the crime scene, the behavioural perspective of an investigative psychologist could play an important role. In this study, we examine to what extent (1) investigative psychologists detect deviant behavioural cues compared to forensic examiners when investigating a crime scene, (2) forensic examiners can find the relevant traces that can be associated with this behaviour and (3) the availability of a psychological report highlighting these behavioural cues helps forensic examiners in finding more relevant traces. To this end, a total of 14 investigative psychologists and 40 forensic examiners investigated a virtual 3D mock crime scene. The results of this study show that investigative psychologists see significantly more deviant behavioural cues than forensic examiners, and that forensic examiners who receive a psychological report on these cues recognize and collect significantly more traces that can be linked to deviant behaviour and have a high evidential value than examiners who did not receive this information. However, the study also demonstrates that behavioural information is likely to be ignored when it contradicts existing beliefs.
Most nurse leadership studies have concentrated on a classical, heroic, and hierarchical view of leadership. However, critical leadership studies have argued the need for more insight into leadership in daily nursing practices. Nurses must align their professional standards and opinions on quality of care with those of other professionals, management, and patients. They want to achieve better outcomes for their patients but also feel disciplined and controlled. To deal with this, nurses challenge the status quo by showing rebel nurse leadership. In this paper, we describe 47 nurses’ experiences with rebel nurse leadership from a leadership-as-practice perspective. In eight focus groups, nurses from two hospitals and one long-term care organization shared their experiences of rebel nurse leadership practices. They illustrated the differences between “bad” and “good” rebels. Knowledge, work experience, and patient-driven motivation were considered necessary for “good” rebel leadership. The participants also explained that continuous social influencing is important while exploring and challenging the boundaries set by colleagues and management. Credibility, trust, autonomy, freedom, and preserving relationships determined whether rebel nurses acted visibly or invisibly. Ultimately, this study refines the concept of rebel nurse leadership, gives a better understanding of how this occurs in nursing practice, and give insights into the challenges faced when studying nursing leadership practices.
MULTIFILE
