Ethnographic strategies for making the familiar strange: Struggling with ‘distance’ and ‘immersion’ among Moroccan-Dutch students

Ethnographic fieldwork is a balancing act between distancing and immersing. Fieldworkers need to come close to meaningfully grasp the sense-making efforts of the researched. In methodological textbooks on ethnography, immersion tends to be emphasized at the expense of its counterpart. In fact, ‘distancing’ is often ignored as a central tenet of good ethnographic conduct. In this article we redirect attention away from familiarization and towards ‘defamiliarization’ by suggesting six estrangement strategies (three theoretical and three methodological) that allow the researcher to develop a more detached viewpoint from which to interpret data. We demonstrate the workings of these strategies by giving illustrations from Machteld de Jong’s field- and text-work, conducted among Moroccan-Dutch students in an institution of higher vocational education

Ethnography

Many qualitative studies in journalism and mass communication research draw on ethnographic methods that originated in anthropology and sociology. These methods involve studying people within their own cultural environment through intensive fieldwork; they emphasize the subjects' frames of reference and understandings of the world. This article uses a comparison between journalism and ethnographic research as a framework for highlighting common problems with manuscripts using this method. It offers veteran ethnographers' tips about what they look for in a manuscript and identifies three ethnographies that are examples of successful application of the method to topics of interest to journal readers

Leadership for change

This edited volume reveals how the journey of transformation at the University of the Free State (UFS) became interwoven with student leadership development and global learning. The UFS initiated two intersecting co-curricular programmes, namely, the First-Year Leadership for Change (F1L4C) programme in 2010; and the triennial Global Leadership Summit (GLS) in 2012. Although these programmes changed over time, their core focus remained to be the development of transformational student leaders through the creation of global learning spaces. From its inception in 2010 to the last GLS in 2018, the UFS global learning project involved 780 students and 259 staff members from 109 institutions, across four continents. The goal of this edited volume is to create a deeper understanding of how the UFS F1L4C and GLS programmes enhanced student leadership development through global learning, especially in the context of higher education transformation

Leadership for change

This edited volume reveals how the journey of transformation at the University of the Free State (UFS) became interwoven with student leadership development and global learning. The UFS initiated two intersecting co-curricular programmes, namely, the First-Year Leadership for Change (F1L4C) programme in 2010; and the triennial Global Leadership Summit (GLS) in 2012. Although these programmes changed over time, their core focus remained to be the development of transformational student leaders through the creation of global learning spaces. From its inception in 2010 to the last GLS in 2018, the UFS global learning project involved 780 students and 259 staff members from 109 institutions, across four continents. The goal of this edited volume is to create a deeper understanding of how the UFS F1L4C and GLS programmes enhanced student leadership development through global learning, especially in the context of higher education transformation

Transformation and self-identity: Student narratives in post-apartheid South Africa

Organisational change processes are by nature complex and often highly contested. This is particularly true of the transformation South African institutions of higher education have been going through since the end of the apartheid era. Using a narrative approach, this article presents a multi-faceted range of stories by the University of the Free State (UFS) students who took part in a particular leadership programme designed to make a contribution to institutional, and even, societal change. The plurivocality of the identity work the UFS students’ stories display is based on their ethnic, gender and class diversity. It is the context-sensitive ‘tales of the field’ they tell that might help to understand why the transformation concept as well the various transformation-driven practices in higher education are so ambiguous and contested