Search results

This paper considers the exhibition: UnDoing. This research-through-curation project examined interactions within existing spaces and situations. This established links between the selected exhibits, the gallery, the city and with the continuum of the previous exhibition.

Carefully selected architects, designers and artists were invited to contribute—those who pursued a contextual approach; whose practice explored the way buildings, places and artefacts are reused, reinterpreted and remembered.

Through the act of curation, this research uncovered a series of different approaches to constructed sites and existing buildings, from layered juxtaposition, the refusal to undo, to interventions of new elements within architectural works.

Curation offered the opportunity to consider works of architecture and of art through the same lens, for direct comparisons to be made and the influence of one upon the other to be comprehended.

The examination processes the architect employs is similar to that of the artist; the development of an understanding of place, and from this synthesis, creative interpretation. However, despite the similarities in the starting position, the elucidation developed by the artist can be vastly different to that of the architect.

The juxtaposition and new classifications created by the exhibition encouraged visitors to look at art, architecture and the city in a different way; to grasp the direct link between the different subjects; and the possibilities created.

The two driving factors for UnDoing were places of previous occupation and the city of Manchester. The qualities of surrounding constructed environment combined were combined with attitudes towards existing structures and places.

This article describes a four‐step process for guiding leaders and teams through an effective alignment process.

This four‐step process is based on the author's extensive experience helping companies achieve better alignment with the needs and goals of their customers.

By clarifying the team's perspective, soliciting external feedback, understanding the gap and planning for the future, a company can ensure that the right work is getting done.

When teams are aligned, they are far more efficient and effective than when they are fragmented. Taking a small amount of time upfront to have the critical questions answered and integrated into plans can yield positive financial, customer and employee results.

The value of the article to leaders and managers lies in its clear description of an alignment process, with real‐life examples drawn from the author's experiences working with companies.

Despite general recognition of the benefits of talking openly about sexuality with children, parents encounter and/or create barriers to such communication. One of the key barriers is a desire to protect childhood innocence. The purpose of this paper is to explore parental interpretations of childhood innocence and the influence this has on their reported practices relating to sexuality-relevant communication with young children.

In all, 110 UK parents and carers of children aged between four and seven years were involved in focus group discussions. The discussions were transcribed and thematic network analysis was subsequently applied to the data. Following the reading and re-reading of the transcripts for meaning, context and content, individual comments and statements were identified within the data set and grouped to generate themes.

Childhood innocence was commonly equated with non-sexuality in children and sexual ignorance. Parents displayed ambiguity around the conceptualisation of non-innocence in children. Parents desire to prolong the state of childhood innocence led them to withhold certain sexual knowledge from their children; however, the majority also desired an open relationship whereby their child could approach them for information.

UK parents have a strong desire to maintain the social construction of their children as inherently innocent. This discourse is affecting the way in which they communicate about sexually relevant information with their children.

This paper aims to reveals how taking an elegantly simple approach to resolving complex issues can help teams identify, align and quickly execute on the areas with the greatest impact by examining a case of a failing, but ultimately successful, $180‐million offshore outsourcing project beset by disparate interests.

The paper describes how a retail company and a technology service provider recently underwent a turbulent process to implement a transformational outsourcing initiative.

A consultant used a simple five‐step process to guide the parties through the systemic challenges and issues plaguing the business relationship and operational functions.

The case draws on the consultant's experience during the assignment.

Leaders need to cultivate their organization's readiness and ability to change quickly. By emphasizing this kind of “nimbleness” businesses can gain a powerful strategic advantage, the capability to adapt faster than their competition.

The consultant improved the business relationship by aligning managers of the client and the outsourcing firm around a one‐team strategic partnership that focused on end‐user (customer) issues.

The purpose of this paper is to summarize research about Hispanic workers in the USA and identifies directions for future research.

The paper identifies, analyze, and summarize 112 peer reviewed publications that deal with Hispanic workers in the USA.

The findings are grouped into major categories that deal with prejudice, discrimination, and diversity; job-related attitudes and behaviors; job search and careers; the interface with gender, sexual harassment and work/family issues. The paper report the 53 most prevalent and well-supported findings.

Given the paucity of research about Hispanics in the workplace, the conclusions derived from this literature review should be interpreted with caution.

A literature review of Hispanic workers in the USA has not been conducted to date. This review sets identifies the need for several areas of research in relation to Hispanic workers in the USA.

Reviews a case study of how an outside consultant turned an expensive stand off between two firms into a success.

Case study.

Big change in any company is always difficult. It gets more difficult if there is also an outside organization involved. And it gets really difficult if on top of that employees are expecting downsizing and redundancy. Emotions are running high and needs can appear to run at crossed purposes. Yet in the current economic climate, this situation is increasingly common. To keep operating costs down, many chief executives are making decisions that involve outsourcing the work of entire departments, taking advantage of a more specialized and most likely a cheaper workforce overseas. Unsurprisingly, such decisions invite multiple problems.

Advice on dealing with outsourcing change.

Offers advice on handling troubled initiatives from the perspective of a strategic consultant.