title: Democratic Leadership - A local story

authors: Dowling, Linda Ann

subjects: Leadership

abstract: Leadership is traditionally viewed as an individual property and researched from the perspective of behaviours, traits or characteristics that these individuals possess. Notions of democratic leadership can offer early childhood centres a more expansive conception of leadership to include children, teachers and families. 
This study explores the possibility of positioning all stakeholders in an early childhood centre as leaders by repositioning leadership as a jointly constructed, emergent process. Drawing on an existing feature of the kindergarten programme, that of regular excursions within the local community, connections are interwoven between children’s inquires, democratic principles and elements of place based education. Using narratives from five excursions in the local community the study experiments with Leadership-as-practice to analyse how these excursions fostered democratic and inclusive participation of children and adults. Inquiry as a form of participatory democracy is a key feature of decision-making and provides a common purpose for community excursions while encouraging leadership opportunities.
The study reveals the potential of leadership-as-practice, underpinned by democratic values as an approach to leadership in early childhood organisations, enabling leader/follower roles to be blurred and learning to be co constructed during dialogue. The local community holds enormous capacity as a system to facilitate democratic leadership and promote place based learning and citizenship education. This study recognises that democratic leadership exists in tension with current neo liberal beliefs and therefore positions itself as a counter to the current market driven early childhood environment. 
The underlying belief of this study is that leadership can occur as a collaborative practice, emerging through day to day experiences and seeks to contribute to the slowly emerging body of research concerned with early childhood leadership.

text: Democratic Leadership - A local story Leadership is traditionally viewed as an individual property and researched from the perspective of behaviours, traits or characteristics that these individuals possess. Notions of democratic leadership can offer early childhood centres a more expansive conception of leadership to include children, teachers and families. 
This study explores the possibility of positioning all stakeholders in an early childhood centre as leaders by repositioning leadership as a jointly constructed, emergent process. Drawing on an existing feature of the kindergarten programme, that of regular excursions within the local community, connections are interwoven between children’s inquires, democratic principles and elements of place based education. Using narratives from five excursions in the local community the study experiments with Leadership-as-practice to analyse how these excursions fostered democratic and inclusive participation of children and adults. Inquiry as a form of participatory democracy is a key feature of decision-making and provides a common purpose for community excursions while encouraging leadership opportunities.
The study reveals the potential of leadership-as-practice, underpinned by democratic values as an approach to leadership in early childhood organisations, enabling leader/follower roles to be blurred and learning to be co constructed during dialogue. The local community holds enormous capacity as a system to facilitate democratic leadership and promote place based learning and citizenship education. This study recognises that democratic leadership exists in tension with current neo liberal beliefs and therefore positions itself as a counter to the current market driven early childhood environment. 
The underlying belief of this study is that leadership can occur as a collaborative practice, emerging through day to day experiences and seeks to contribute to the slowly emerging body of research concerned with early childhood leadership.

year: 2017

title: Adaptive digital twins for energy-intensive industries and their local communities

authors: Walmsley, Timothy Gordon

subjects: digital twin

abstract: Digital Twins (DTs) are high-fidelity virtual models that behave-like, look-like and connect-to a physical system. In this work, the physical systems are operations and processes from energy-intensive industrial plants and their local communities. The creation of DTs demands expertise not just in engineering, but also in computer science, data science, and artificial intelligence. Here, we introduce the Adaptive Digital Twins (ADT) concept, anchored in five attributes inspired by the self-adaptive systems field from software engineering. These attributes are self-learning, self-optimizing, self-evolving, self-monitoring, and self-protection. This new approach merges cutting-edge computing with pragmatic engineering needs. ADTs can enhance decision-making in both the design phase and real-time operation of industrial facilities and allow for versatile 'what-if' scenario simulations. Seven applications within the energy-intensive industries are described where ADTs could be transformative.

text: Adaptive digital twins for energy-intensive industries and their local communities Digital Twins (DTs) are high-fidelity virtual models that behave-like, look-like and connect-to a physical system. In this work, the physical systems are operations and processes from energy-intensive industrial plants and their local communities. The creation of DTs demands expertise not just in engineering, but also in computer science, data science, and artificial intelligence. Here, we introduce the Adaptive Digital Twins (ADT) concept, anchored in five attributes inspired by the self-adaptive systems field from software engineering. These attributes are self-learning, self-optimizing, self-evolving, self-monitoring, and self-protection. This new approach merges cutting-edge computing with pragmatic engineering needs. ADTs can enhance decision-making in both the design phase and real-time operation of industrial facilities and allow for versatile 'what-if' scenario simulations. Seven applications within the energy-intensive industries are described where ADTs could be transformative.

year: 2024

title: Te Papa-o-Rotu Marae Management and Administration at the End of the Twentieth Century: Negotiating Bureaucratisation

authors: Collins, Adelaide

subjects: informal organising

abstract: Te Papa-o-Rotu Marae is a Māori community settlement located in the Waikato region of New Zealand. Its hapu (sub-tribe) community was one of 33 hapu that formed the Tainui confederation claiming compensation from the Crown for land confiscated in the nineteenth century.  The claim was settled in 1995 and it was within this context that research for this study was conducted at the marae from August 1997 to December 1999.  

This ethnographic study examines the way that the community at Te Papa-o-Rotu Marae managed its affairs through its two management bodies, the Marae Committee and the Trustees.  It is argued in this thesis that the marae's mode of management is in transition from an informal to formal mode, and from an inward to outward looking focus.  Bureaucratic administration, it is argued, has been the major catalyst for the transition and has been introduced into marae operations through an accumulation of state legislation affecting Māori land and communities. Furthermore, some aspects of bureaucratic administration have been legitimated and appropriated by the iwi authority, which has passed this on to the Marae Committee.  The community have been complicit in the adoption of bureaucratic administration by accommodating the requirements of both the state and the iwi authority.  However, a persistent question was whether the marae could maintain its own rangatiratanga (authority, self-determination, control) and separate identity in the face of increasing pressure to conform to a bureaucratic management style.

The community managed the marae communally by way of hui (gatherings) and meetings, which were observed using a combined methodological approach of Kaupapa Māori research and ethnography, as described in Chapter 2.  The philosophy of kotahitanga (solidarity) underpinned the social organisation of the Tainui tribal confederation, so understanding the place of the marae in its wider socio-political environment has helped in comprehending the nature of the pressure on the community to increase its scale of operations and is explained in Chapter 3. 

Chapter 4 introduces the accumulation of influences that have brought about a change of managerial style from informal to formal organising.  The practical effect of these influences are demonstrated in the management structure and administrative systems that the community used. These are described phenomenologically in Chapters 5 and 6 respectively.  The management plan, compiled since 1995, had a strong emphasis on management structural review and participation in tribal development initiatives and is discussed in Chapter 7. The implementation of a collaborative development project between the iwi authority and Marae Committee is described in Chapter 8.  The final chapter reflects on the impact of bureaucratic administration on marae management as well as the dynamism of the community and how the rangatiratanga of the marae has thus far been maintained.

text: Te Papa-o-Rotu Marae Management and Administration at the End of the Twentieth Century: Negotiating Bureaucratisation Te Papa-o-Rotu Marae is a Māori community settlement located in the Waikato region of New Zealand. Its hapu (sub-tribe) community was one of 33 hapu that formed the Tainui confederation claiming compensation from the Crown for land confiscated in the nineteenth century.  The claim was settled in 1995 and it was within this context that research for this study was conducted at the marae from August 1997 to December 1999.  

This ethnographic study examines the way that the community at Te Papa-o-Rotu Marae managed its affairs through its two management bodies, the Marae Committee and the Trustees.  It is argued in this thesis that the marae's mode of management is in transition from an informal to formal mode, and from an inward to outward looking focus.  Bureaucratic administration, it is argued, has been the major catalyst for the transition and has been introduced into marae operations through an accumulation of state legislation affecting Māori land and communities. Furthermore, some aspects of bureaucratic administration have been legitimated and appropriated by the iwi authority, which has passed this on to the Marae Committee.  The community have been complicit in the adoption of bureaucratic administration by accommodating the requirements of both the state and the iwi authority.  However, a persistent question was whether the marae could maintain its own rangatiratanga (authority, self-determination, control) and separate identity in the face of increasing pressure to conform to a bureaucratic management style.

The community managed the marae communally by way of hui (gatherings) and meetings, which were observed using a combined methodological approach of Kaupapa Māori research and ethnography, as described in Chapter 2.  The philosophy of kotahitanga (solidarity) underpinned the social organisation of the Tainui tribal confederation, so understanding the place of the marae in its wider socio-political environment has helped in comprehending the nature of the pressure on the community to increase its scale of operations and is explained in Chapter 3. 

Chapter 4 introduces the accumulation of influences that have brought about a change of managerial style from informal to formal organising.  The practical effect of these influences are demonstrated in the management structure and administrative systems that the community used. These are described phenomenologically in Chapters 5 and 6 respectively.  The management plan, compiled since 1995, had a strong emphasis on management structural review and participation in tribal development initiatives and is discussed in Chapter 7. The implementation of a collaborative development project between the iwi authority and Marae Committee is described in Chapter 8.  The final chapter reflects on the impact of bureaucratic administration on marae management as well as the dynamism of the community and how the rangatiratanga of the marae has thus far been maintained.

year: 2005