Victim, perpetrator, family, and incident characteristics of infant and child homicide in the United States Air Force

Objective: The present study describes factors related to fatal abuse in three age groups in the United States Air Force (USAF). Method: Records from 32 substantiated cases of fatal child abuse in the USAF were independently reviewed for 60 predefined factors. Results: Males were over-represented in young child victims (between 1 year and 4 years of age) and child victims (between 4 years and 15 years of age) but not in infant victims (between 24 hours and 1 year of age). African-American infant victims and perpetrators were over-represented. Younger victims were more likely to have been previously physically abused by the perpetrator. Perpetrators were predominantly male and the biological fathers of the victims. Infant and young child perpetrators reported childhood abuse histories, while child perpetrators reported the highest frequency of mental health contact. Victims’ families reported significant life stressors. Families of young child victims were more likely divorced, separated, or single. Incidents with infants and young children tended to occur without witnesses; incidents with child victims tended to have the victim’s sibling(s) and/or mother present. Fatal incidents were more frequent on the weekend, in the home, and initiated by some family disturbance. Conclusions: Differences among groups in factors related to infant and child homicide across age groups may assist in the development of more tailored abuse prevention efforts and may also guide future investigations

A change navigation-based, scenario planning process within a developing world context from an Afro-centric leadership perspective

Orientation: In the hyper turbulent context faced currently by organisations, more flexible strategic planning approaches, such as scenario planning which take into account a more comprehensive range of possible futures for an organisation, will position organisations better than conventional forecast and estimates that depend only on a single, linearly extrapolated, strategic response. Research purpose: This study aimed to investigate how scenario-based planning (a strictly cognitive management tool) can be combined with organisational change navigation (a practice addressing the emotionality of change) and how this integrated process should be aligned with the prerequisites imposed by a developing country context and an Afro-centric leadership perspective in order to make the process more context relevant and aligned. Motivation for the study: The integration of organisational change navigation with conventional scenario based planning, as well as the incorporation of the perquisites of a developing countries and an Afro-centric leadership perspective, will give organisations a more robust, holistic strategic management tool that will add significantly more value within a rapidly, radically and unpredictably changing world. Research design, approach and method: The adopted research approach comprised a combination of the sourcing of the latest thinking in the literature (the ‘theory’) as well as the views of seasoned practitioners of scenario planning (the ‘practice’) through an iterative research process, moving between theory and practice, back to practice and finally returning to theory in order to arrive at a validated expanded and enhanced scenario-based planning process which is both theory and practice ‘proof’. Main findings: A management tool incorporating the change navigation and the unique features of developing countries and Afro-centric leadership was formulated and empirically validated. This management tool is referred to as a change navigation based, scenario planning process (CNBSPP). Practical/managerial implications: CNBSPP is available for use by organisations wishing to apply a strategic planning tool that fits within a developing country context and an Afro-centric leadership approach. Contribution/value add: The research makes a unique contribution to the current level of knowledge by integrating two disciplines usually practised independently of one another, namely scenario-based planning and organisational change navigation. It also embedded the process into a different context of application, that is, the developed world as viewed from an Afro-centric leadership perspective