Amsterdam strives to combat a shortage of homes by launching an ambitious housing development scheme for 32 designated most deprived neighborhoods. After decades of urban renewal projects, the local communities still suffer from difficult to resolve socioeconomic problems. Aside from a minimum of 40% social dwelling units, 40% of homes are reserved for the middle class and only 20% for high-end. Mixing income segments on its own will not lead to an improved socio-economic status of the inhabitants thus, a new urban renewal program has been developed. On top of that, the new progressive municipal council, intends to democratise the urban renewal processes towards more community-led developments with local support and structural solutions. Some experts may argue that we require a radical new way of planning whilst others counter, that current standardised planning procedures cannot be easily changed.In partnership with themunicipality, we reflect on Amsterdam’s urban regeneration program and enhance collective crossborder learning by organising monthly learning sessions with the managers involved. Now that thefirst phases of the planning process have been completed, we follow a Grounded Theory (GT)method to structure the collected data and analyse the perceived barriers hindering the modernisation of planning practice. Observations and promising actions to make the participation process more inclusive, interactive and influential will be discussed. One example is that some managers on the ground who have to work with the system, are taking short cuts in planning procedures to ensure that citizens’ needs are incorporated in the developed plan. These disruptiveinterventions may be used to formalise and implement new policy and more effective pathways ofcommunity-based development.
Leaders play an important role in creating suitable conditions for and leading change, and leadership is most effective when it is needed most, such as during disruptive change. We used the disruption caused by the pandemic as a case to study how school leaders responded, starting from the framework by Leithwood, Harris, and Hopkins (2008. “Seven Strong Claims About Successful School Leadership.” School Leadership & Management 28 (1): 27–42. https://doi-org.hu.idm.oclc.org/10.1080/13632430701800060). 89 school leaders in higher education completed an open-ended questionnaire. Additionally, nine of these leaders were interviewed to explore their practices in depth. The leadership practices and paths of influence defined by Leithwood and colleagues (2008. “Seven Strong Claims About Successful School Leadership.” School Leadership & Management 28 (1): 27–42. https://doi-org.hu.idm.oclc.org/10.1080/13632430701800060) largely worked to understand leadership in times of disruption. We identified a new path of influence (relational) and refined the framework based on our insights. School leaders focused on setting directions and developing people and mainly influenced the change process through the relational and emotional path. These findings are an important next step in understanding and supporting leadership in times of disruption. This will become more and more important in a world of growing complexity and uncertainty.
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Some patients in psychiatric treatment are considered extremely difficult to treat because of the disruptive nature of their relationships with treatment staff. In this paper, we describe and evaluate a specialist inpatient treatment program for these patients. Data were collected from medical records and daily reports of patients (n = 108). Pretest-posttest measurements were used to evaluate the treatment. The main treatment method consists of the provision of safety, structure, and cooperation. Treatment results show statistically significant changes from admittance to discharge. The collaborative and consistent manner in which nurses approach the patients is crucial for quality of care.
Circular Economy is a novel disruptive paradigm redefining sustainability in the hospitality industry and addressing the environmental challenges set by this fast-growing impactful industry. To address these challenges, the creation of further knowledge on circular economy and its applications in the hospitality sector is fundamental, together with providing hoteliers and restaurateurs with proper skills and knowhow to tackle such challenges. Drawing on a on going pilot project on Circular Economy in Hotels in Amsterdam, the Friesland hospitality sector and the Professorship of Sustainability in Hospitality and Tourism at NHL Stenden University of Applied Sciences have set out to develop an innovative learning experimental environment in which Friesland hoteliers and restaurateurs can develop further knowledge and identify - together with students, researchers, and experts – possible key actions and strategies to implement regenerative circular processes of material up-cycling. To which extent this learning community of the Northern Netherlands contributes to develop wider knowledge on circular economy in hospitality and to identify, implement, and test innovative regenerative circular actions will be evaluated.
The objective of DIGIREAL-XL is to build a Research, Development & Innovation (RD&I) Center (SPRONG GROUP, level 4) on Digital Realities (DR) for Societal-Economic Impact. DR are intelligent, interactive, and immersive digital environments that seamlessly integrate Data, Artificial Intelligence/Machine Learning, Modelling-Simulation, and Visualization by using Game and Media Technologies (Game platforms/VR/AR/MR). Examples of these DR disruptive innovations can be seen in many domains, such as in the entertainment and service industries (Digital Humans); in the entertainment, leisure, learning, and culture domain (Virtual Museums and Music festivals) and within the decision making and spatial planning domain (Digital Twins). There are many well-recognized innovations in each of the enabling technologies (Data, AI,V/AR). However, DIGIREAL-XL goes beyond these disconnected state-of-the-art developments and technologies in its focus on DR as an integrated socio-technical concept. This requires pre-commercial, interdisciplinary RD&I, in cross-sectoral and inter-organizational networks. There is a need for integrating theories, methodologies, smart tools, and cross-disciplinary field labs for the effective and efficient design and production of DR. In doing so, DIGIREAL-XL addresses the challenges formulated under the KIA-Enabling Technologies / Key Methodologies for sectoral and societal transformation. BUas (lead partner) and FONTYS built a SPRONG group level 4 based on four pillars: RD&I-Program, Field Labs, Lab-Infrastructure, and Organizational Excellence Program. This provides a solid foundation to initiate and execute challenging, externally funded RD&I projects with partners in SPRONG stage one ('21-'25) and beyond (until' 29). DIGIREAL-XL is organized in a coherent set of Work Packages with clear objectives, tasks, deliverables, and milestones. The SPRONG group is well-positioned within the emerging MINDLABS Interactive Technologies eco-system and strengthens the regional (North-Brabant) digitalization agenda. Field labs on DR work with support and co-funding by many network organizations such as Digishape and Chronosphere and public, private, and societal organizations.
The objective of DIGIREAL-XL is to build a Research, Development & Innovation (RD&I) Center (SPRONG GROUP, level 4) onDigital Realities (DR) for Societal-Economic Impact. DR are intelligent, interactive, and immersive digital environments thatseamlessly integrate Data, Artificial Intelligence/Machine Learning, Modelling-Simulation, and Visualization by using Gameand Media Technologies (Game platforms/VR/AR/MR). Examples of these DR disruptive innovations can be seen in manydomains, such as in the entertainment and service industries (Digital Humans); in the entertainment, leisure, learning, andculture domain (Virtual Museums and Music festivals) and within the decision making and spatial planning domain (DigitalTwins). There are many well-recognized innovations in each of the enabling technologies (Data, AI,V/AR). However, DIGIREAL-XL goes beyond these disconnected state-of-the-art developments and technologies in its focus on DR as an integrated socio-technical concept. This requires pre-commercial, interdisciplinary RD&I, in cross-sectoral andinter-organizational networks. There is a need for integrating theories, methodologies, smart tools, and cross-disciplinaryfield labs for the effective and efficient design and production of DR. In doing so, DIGIREAL-XL addresses the challengesformulated under the KIA-Enabling Technologies / Key Methodologies for sectoral and societal transformation. BUas (lead partner) and FONTYS built a SPRONG group level 4 based on four pillars: RD&I-Program, Field Labs, Lab-Infrastructure, and Organizational Excellence Program. This provides a solid foundation to initiate and execute challenging, externally funded RD&I projects with partners in SPRONG stage one ('21-'25) and beyond (until' 29). DIGIREAL-XL is organized in a coherent set of Work Packages with clear objectives, tasks, deliverables, and milestones. The SPRONG group is well-positioned within the emerging MINDLABS Interactive Technologies eco-system and strengthens the regional (North-Brabant) digitalization agenda. Field labs on DR work with support and co-funding by many network organizations such as Digishape and Chronosphere and public, private, and societal organizations
