The evolving self : finding meaning in near-death experiences using interpretative phenomenological analysis.

Objectives: A variety of anomalous experiences have been reported in the research literature as enhancing, rather than indicating poor mental health. The out-of-body experience (OBE), where the person’s self and body are phenomenologically separate, is a relatively common anomalous experience. The aim of this study was to investigate the experience of an OBE and its resultant after-effects. Design: An idiographic, phenomenological, qualitative approach was adopted. Methods: Three participants took part in recorded face-to-face, semi-structured interviews. Data were analysed using Interpretative Phenomenological Analysis. Results: IPA found experients perceived their OBEs as occurring at times of personal significance. They were inextricably linked with participants’ lives beyond their point of occurrence and played an adaptive role in response to difficult life events. The process of integration was helped or hindered by the varying reactions from others to the disclosure of the OBE. Conclusions: The idiographic nature of this study was instrumental in highlighting the subtle personal and social factors that influenced how the OBE was managed and integrated

Building Strategic Capacity and Collaborative Leadership in Blue Light Organisations

It is increasingly considered that an organisation’s ability to form and manage strategic partnerships significantly contributes in enhancing its overall performance. Coordination, communication and ability to develop interpersonal relationships (bonding) are considered as three critical components of collaborative capabilities. The collaborative capabilities develop over a period of time, and they enable the organisation to purposefully create, extend or modify existing organisational routines that underpin the activities pertaining to coordination, communication and relationship building. Development of collaborative capabilities necessitates exploring alternative approaches to leadership in organisations. Emergency services leadership has been characterised as ‘top-down’, hierarchical, ‘heroic’, with a command and control approach prevalent in the organisations. There has been reliance on historical and hierarchical models of ‘heroic’ and ‘top-down’ leadership and absence of a distributive and pluralist approach to leadership. Current thinking and models are often based around individual services without much joined-up approach. Greater collaboration entails an approach different from leadership development, which needs to be facilitated at multiple levels within the organisations. Development of collaborative culture in organisations will necessarily involve cultivating future leaders, who will encourage greater collaboration within and amongst the collaborating organisations