The School Improvement Partnership Programme: Using Collaboration and Enquiry to tackle Educational Inequity

No abstract available

The New York City Health and Hospitals Corporation: Transforming a Public Safety Net Delivery System to Achieve Higher Performance

Describes the results of the public benefit corporation's improvement initiatives -- a common clinical information system for continuity, coordination on chronic disease management, teamwork and continuous innovation, and access to appropriate care

The School Improvement Partnership Programme: Sustaining Collaboration and Enquiry to Tackle Educational Inequity

No abstract available

Our Museum Special Initiative: An Evaluation

Our Museum: Communities and Museums as Active Partners was a Paul Hamlyn Foundation Special Initiative 2012 – 2016. The overall aim was to influence the museum and gallery sector to:* Place community needs, values and active collaboration at the core of museum and gallery work* Involve communities and individuals in decision-making processes* Ensure that museums and galleries play an effective role in developing community skills and the skills of staff in working with communitiesThis was to be done through facilitation of organisational change in specific museums and galleries already committed to active partnership with communities.Our Museum offered a collaborative learning process through which institutions and communities shared experiences and learned from each other as critical friends. Our Museum took place at a difficult and challenging time for both museums and their community partners. Financial austerity led to major cutbacks in public sector expenditure; a search for new business models; growing competition for funding; and organisational uncertainty and staff volatility. At the same time, the debate at the heart of Our Museum widened and intensified: what should the purpose of longestablished cultural institutions be in the 21st century; how do they maintain relevance and resonance in the contemporary world; how can they best serve their communities; can they, and should they, promote cultural democracy

MANAGING POLICY NETWORKS: A SOCIAL MARKETING- AND COLLECTIVE INTELLIGENCE SYSTEMS-DRIVEN VIEW

This research contributes a new view of Policy Networks (PN) management. The research object is a successful PN practice in the Basque Country (BC) over an 8-year period, in relation to Local Agenda 21 (LA21) promotion. The Basque experience is studied using a qualitative and a quantitative approach. PNs are viewed as social marketing-driven collective intelligence systems built to have an effect on municipality commitment to LA21 (in terms of value, satisfaction and loyalty). The research concludes that by fostering the co-development ‘genome’ (a mix of co-decision, co-creation, love, glory and money ‘genes’) a commitment to the new tool is achieved.

Analysing teamwork in higher education: an empirical study on the antecedents and consequences of team cohesiveness

Uno de los factores más importantes del trabajo en equipo es la cohesión entre sus miembros. Sin embargo, escasos trabajos analizan sus antecedentes y consecuencias. El presente estudio utiliza el modelo Input-Process-Output para analizar el impacto de factores individuales y de la tarea sobre la cohesión del equipo, así como la influencia de la cohesión del equipo sobre la eficacia del mismo. En base a una encuesta a 160 alumnos que realizaron trabajos en grupo, los resultados muestran que el grado de cooperación y el comportamiento colaborativo tienen una influencia positiva en la cohesión del equipo, mientras que la carga de trabajo y la complejidad de la tarea tienen una influencia negativa en la misma. Además, la cohesión del equipo influye positivamente en el aprendizaje percibido, la satisfacción con el trabajo en equipo y la calidad esperada. Finalmente, tanto el aprendizaje percibido como la calidad esperada predicen la satisfacción con el trabajo en equipo.One of the most important components of effective teamwork is cohesiveness. However, few empirical studies on the antecedents and consequences of group cohesiveness exist. In response to this gap, the current study draws on the Input-Process-Output model of team effectiveness to investigate the impact of individual and task factors on team cohesiveness, as well as the influence of team cohesiveness on students’ perceived learning, satisfaction with teamwork, and expected quality in the outcome. Based on a survey of 160 undergraduate students who worked in groups, the findings show that cooperativeness and collaborative behaviour have a positive influence on team cohesiveness, while workload and task complexity have a negative influence on it. Additionally, team cohesiveness is positively related to perceived learning, satisfaction with teamwork, and expected quality. Finally, both perceived learning and expected quality predict satisfaction with teamwork

FDTL voices : drawing from learning and teaching projects

This publication draws on insights and experiences from individuals and teams within learning and teaching development projects in higher education. It considers lessons learnt from the processes, outcomes and tangible outputs of the projects across the spectrum of the FDTL initiative, with the intention that colleagues can draw on and benefit from this experience. The overriding theme at the heart of every FDTL project has been the desire to achieve some form of positive and meaningful change at the level of the individual, institution or discipline. The continuing legacy of the programme has been to create wider community involvement as projects have engaged with the higher education sector on multiple levels - personal, institutional, practice, and policy. This publication has remained throughout a collaborative endeavour, supported by Academy colleagues. It is based around the four themes emerging from the initiative as a whole: • Sectoral/Organisational Change • Conceptual Change • Professional and Personal Development Partnership and • Project Managemen