Reflexivity and ethical research practice while interviewing on sexual topics

Reflexivity is a multimodal research feature that relies on the researcher’s subjectivity and self-awareness. This paper discusses uses of reflexivity when carrying out qualitative in-depth interviews on sexual topics. Through extracts of a challenging interview, where the challenge comes in the form of sexualised provocation from one man to another, this paper considers the benefits of using reflexivity to address emerging complexities in the interview process. The discussion focuses on ethical research practice through the lens of three forms of reflexivity: (1) reviewing the values that underpin a research project, with emphasis on the tension between rationality and intuition; (2) emotional self-awareness and self-care; and (3) recognition of the power dynamics in the researcher-participant relationship. Reflexivity promotes an intuition-informed decision-making process as a means to achieve ethical practice and conduct interviews with sensitivity and proficiency

Effectiveness of a guided self-help manual in strengthening resilience in people diagnosed with moderate depression and their family caregivers in Thailand: a randomised controlled trial

The growing incidence of depression in developing countries, such as Thailand, is placing increasing pressure on public mental health services, and those living in rural areas have limited access to mental health services and specialised support. Resilience is integral to the recovery of people with depression and to caregivers. This parallel group randomised controlled trial evaluated the effectiveness of a guided self-help manual in improving resilience in adults diagnosed with moderate depression and their primary caregivers in Thailand. Our findings indicate that the approach is an accessible and low-cost approach to increasing resilience in adults with depression and their caregivers

Value-Based Leadership in Organizations: Balancing Values, Interests, and Power Among Citizens, Workers, and Leaders

The purpose of this article is to introduce a model of value-based leadership. The model is based on tensions among values, interests, and power (VIP); and tensions that take place within and among citizens, workers, and leaders (CWL). The VIP-CWL model describes the forces at play in the promotion of value-based practice and formulates recommendations for value-based leadership. The ability to enact certain values is conditioned by power and personal interests of communities, workers, and leaders of organizations. People experience internal conflicts related to VIP as well as external conflicts related to disagreements with the CWL. Value-based practice is predicated on the ability to alleviate these tensions. Leaders have 4 main roles in promoting value-based practice: (a) clarify values, (b) promote personal harmony among VIP, (c) enhance congruence of VIP among CWL, and (d) confront people and groups subverting values or abusing power to promote personal interests