Objective: The majority of parents with a disabled child experience chronic sorrow, characterized by recurrent feelings of grief and loss related to their child’s disability. There is a significant lack of research on parents’ lived experiences of chronic sorrow, which limits our ability to understand parents’ needs and provide proper support. Design: Interpretative Phenomenological Analysis (IPA) was conducted based on in-depth interviews with six parents of severely disabled children. Results: In the literature on chronic sorrow, an important aspect has been consistently overlooked: the particular position of being a parent, experiencing an awareness of being ultimately responsible for their children. The analysis revealed how this awareness, experienced as a deeply felt ethical commitment, unconditional, largely in isolation, and without a limit in time, shaped the experience of chronic sorrow. Because of this awareness, the parents experienced themselves facing a Herculean task of navigating their intricate motions while struggling to maintain their ability to function. Conclusions: By revealing the importance of considering the unique parental position, the study enriches the concept of chronic sorrow, simultaneously offering insights into what it means to be a parent of a disabled child. These insights can improve care professionals’ responsiveness to parental needs.
THE PDCA-CYCLE MIGHT NOT BE APPLICABLE in situations where change is unplanned or emergent. In situations of planned change the Deming cycle is used worldwide and proven to be very effective. However in an emergent change process the PDCA might not be the applicable. These emergent changes increase. In those cases, like Lao Tzu said: ‘A good traveller has no fixed plans, and is not intent on arriving’. Studying cultures that have another view on planning might help to find a new approach that fits in times of emergent change. Experiences in Africa lead to a new model for change called ACCRA (c). It also has reflection-in-action as its core. But it requires attention to people, considering the context and showing commitment as well along the whole process. This article describes the design and first experiences with a new approach for improvement in emergent change processes.
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Indecent exposure is often regarded as a nuisance offense and detailed studies into this topic are relatively rare. However, there is consensus that relatively high recidivism rates and risk of escalation to more severe offenses can be of serious concern among these perpetrators. This cohort study aims to increase our general knowledge on the basic characteristics of these offenses and includes all registered police cases of indecent exposure in the Netherlands between 2012 and 2020, including 6741 incidents, involving 4663 suspects and 3808 registered victims. This first study of a large cohort over a long period of time describes the basic characteristics of these incidents, the perpetrators and their victims, and visualizes the results to explore trends over time. Results show that a modal indecent exposure incident is perpetrated by a 25-year-old male, on foot, on a public road, on a Wednesday afternoon in July, masturbating and directing his genitals intentionally toward a 13-year-old girl. The age distribution of victims shows remarkable similarity to victims of sexual assault. Compared to the first year of the period studied, the number of annually reported incidents gradually declined to half in the last year of the study. Findings are discussed in light of the most prominent theories on exhibitionism. Issues and suggestions relevant to apprehension and treatment of perpetrators are identified and discussed.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
Service logistics in de vliegtuigonderhoudindustrie is een zeer kennisintensieve en concurrerende markt. De meest cruciale factor in deze industrie is het laag houden van de downtime tijdens maintenance, repair en overhaulactiviteiten. Met name opslag, distributie en het managen van spare parts spelen hierin een belangrijke rol. Om tijdig vliegtuigen te kunnen onderhouden, hebben onderhoudsbedrijven vaak duizenden onderdelen, van kleine ophangpennen tot zeer dure motoren, op voorraad. Hierin zit dan ook de paradox: onderhoudskosten dalen door lagere down time en grote voorraden zorgen op hun beurt weer voor hoge warehousing kosten. Het lectoraat Aviation Engineering voert thans een RAAK-MKB project uit waarin primair wordt onderzocht of historische onderhoudsdata kan worden gebruikt voor MRO-onderhoudsplannen die de downtime verlagen. Gaandeweg de uitvoering van dit project is echter gebleken dat niet alle onderhoud van te voren gepland kan worden en dat juist real time data tijdens de vlucht erg relevant is voor snel en efficiënt onderhoud. De doelstelling van dit KIEM-project is enerzijds het vergaren van nieuwe kennis en inzichten over service logistics en het daarmee aanjagen nieuw onderzoek waarin wordt onderzocht of de inzet van real time big data bijdraagt aan het verminderen van de downtime. Anderzijds wordt onderzocht of nieuwe samenwerkingen (met IT-bedrijven) mogelijk zijn die voorraadkosten verminderen. Onderzoek wordt gedaan naar: 1. Knelpunten voor de inzet van real time big data in relatie tot MRO-activiteiten. 2. Vraagarticulatie en samenwerkingsmogeljkheden met nieuwe mkb-bedrijven. 3. Spare part warehousing efficiëntie (parts pooling). 4. Infrastructuur en standaarden voor opslag en toegankelijkheid van gezamenlijke en individuele (bedrijfsgevoelige) data. De HvA, NAG en JetSupport verwachten dat met dit project nieuwe mkb-onderhoudsbedrijven, vliegtuigmaatschappijen en overheden gaandeweg het project gaan aanhaken. Uitkomsten zijn enerzijds nieuwe kennis en inzichten op het gebied van service logistics en anderzijds commitment voor een vervolgonderzoek op het lopende RAAK-project.
Dit plan van aanpak beschrijft de noodzakelijke activiteiten voor de invulling van de regionale liaisonfunctie en voor het opstellen van de Regionale Roadmap voor de regio Noord-Holland/MRA. De pilotregeling Regionale liaisons en Learning Communities voor GroenvermogenNL geeft invulling aan de eerste fase van werkstroom 2 ‘Realisatie en opschaling Learning Communities en mobiliseren regio’ en werkstroom 3 ‘Nationaal Kennisplatform kennisuitwisseling en opleidingsmogelijkheden’. De invulling van deze werkstromen wordt in samenhang en in regionale samenwerking opgezet. De Hogeschool van Amsterdam is als een van de grootste kennisinstellingen van Nederland een ankerpartij die bijdraagt aan de economische en sociale ontwikkeling van de regio. De HvA draagt bij aan de transities, innovaties en groei via kennisontwikkeling en kennisvalorisatie en richt zich op de Human Capital-opgaven en kwetsbare doelgroepen via een leven lang ontwikkelen. Grote ambities en uitdagingen ten aanzien van HCA GroenvermogenNL tekenen zich in de regio Noord-Holland/MRA af van Den Helder, het Noordzee Kanaal Gebied, de Port of Amsterdam tot de Zaanstreek, Schiphol en de metropoolregio Amsterdam. Het liaisonteam van regio Noord-Holland/MRA heeft inmiddels eerste gesprekken gevoerd met het merendeel van de beschreven partijen. De vermelde partijen wensen betrokken te zijn bij het proces om te komen tot een roadmap voor HCA. De onderwerpen uit de Roadmap hebben een kwantitatief (pijler 1) en een kwalitatief karakter (pijler 2). In de kern bestaat het proces dat leidt tot een gedragen regionale roadmap uit drie hoofdactiviteiten: 1) onderzoek en beschrijving, 2) mobiliseren van de regio en 3) organiseren van commitment. Het liaisonteam bestaat uit Ronald Kleijn, Simone Maas en Bastiaan Odijk o.a. aangevuld met ondersteuning op het gebied van communicatie en projectassistentie. Het team is samengesteld op basis van de benodigde competenties voor het uitvoeren van de hierboven genoemde drie hoofdactiviteiten.
