title: Sea-level change and storm surges in the context of climate change

authors: Bell, Robert G.

subjects: sea-level rise

abstract: This paper reviews the latest research in New Zealand surrounding the issues of sea-level rise and extreme sea levels in the context of global warming and variability in the Pacific-wide El Nino– Southern Oscillation (ENSO). Past records of climate, sea level (excluding tides) and sea and air temperatures have shown that they are continuously fluctuating over various long-term timescales of years, decades and centuries. This has made it very difficult to determine whether the anthropogenic
effects such as increased levels of “greenhouse” gases are having an accelerating effect on global sea levels or an increased incidence of extreme storms. Over the past century, global sea level has risen by 10–25 cm, and is in line with the rise in relative sea level at New Zealand’s main ports of +1.7 mm yr –1. What has become very clear is the need to better understand interannual (year-to-year) and decadal variability in sea-level, as these larger signals of the order of 5–15 cm in annual-mean sea level have a significant “flow-on” effect on the long-term trend in sea level. The paper describes sea level variability in northern New Zealand—both long- and short-term—involved in assessing the regional trends in sea level. The paper also discusses the relative contributions of tides, barometric pressure and wind set-up in causing extreme sea levels during storm surges. Some recent research also looked at a related question—Is there any sign of increased storminess, and hence storm surge, in northern New Zealand due to climate change? The paper concludes that, while no one can be completely sure how sea-level and the degree of storminess will respond in the near future, what is clear is that interannual and decadal variability in sea level is
inextricably linked with Pacific-wide ENSO response and longer inter-decadal shifts in the Pacific climate regime, such as the latest shift in 1976.

text: Sea-level change and storm surges in the context of climate change This paper reviews the latest research in New Zealand surrounding the issues of sea-level rise and extreme sea levels in the context of global warming and variability in the Pacific-wide El Nino– Southern Oscillation (ENSO). Past records of climate, sea level (excluding tides) and sea and air temperatures have shown that they are continuously fluctuating over various long-term timescales of years, decades and centuries. This has made it very difficult to determine whether the anthropogenic
effects such as increased levels of “greenhouse” gases are having an accelerating effect on global sea levels or an increased incidence of extreme storms. Over the past century, global sea level has risen by 10–25 cm, and is in line with the rise in relative sea level at New Zealand’s main ports of +1.7 mm yr –1. What has become very clear is the need to better understand interannual (year-to-year) and decadal variability in sea-level, as these larger signals of the order of 5–15 cm in annual-mean sea level have a significant “flow-on” effect on the long-term trend in sea level. The paper describes sea level variability in northern New Zealand—both long- and short-term—involved in assessing the regional trends in sea level. The paper also discusses the relative contributions of tides, barometric pressure and wind set-up in causing extreme sea levels during storm surges. Some recent research also looked at a related question—Is there any sign of increased storminess, and hence storm surge, in northern New Zealand due to climate change? The paper concludes that, while no one can be completely sure how sea-level and the degree of storminess will respond in the near future, what is clear is that interannual and decadal variability in sea level is
inextricably linked with Pacific-wide ENSO response and longer inter-decadal shifts in the Pacific climate regime, such as the latest shift in 1976.

year: 2000

title: Making sense of diversity’s complexity:  Leadership’s agency for diversity management

authors: Chua, Shireen Wei Yuin

abstract: This research examines leadership’s role in their organisation’s diversity management efforts. The management of a diverse workforce in today's organisations is becoming increasingly complex. It needs to go beyond considering not only the surface-level dimensions of diversity, but also the hidden and dynamic deep-level diversity dimensions in organisations, that are considered complex systems. Surface-level diversity dimensions include gender, age, race, ethnicity, and accessibility. Deep-level diversity dimensions are the hidden values, worldviews, personality, and experiences of individuals in organisations. In today's socio-cultural context, the heightened awareness and interest in matters relating to equity, diversity, and inclusion (EDI) is driving organisations to seek ways to address how to manage their diverse workforce that will unlock the benefits that diversity has promised. Diversity management approaches that only consider surface-level dimensions are no longer adequate. To unlock further the benefits of diversity consistently in organisations today, diversity management approaches must include deep-level diversity characteristics. This shifts diversity management approaches that have managed the various surface-level diversity characteristics to approaches of managing for diversity that require an organization-wide approach. Diversity management today requires the senior leadership team to play a strategic role. As organisations adopt a more holistic and systemic approach to their diversity management efforts, it requires the leadership to strategically manage their organization’s diversity management efforts. This goes beyond the diversity initiatives such as creating policies, initiatives, events and programs that celebrate diversity to  behaviours that foster a diverse and inclusive workplace. However, the strategic diversity leadership in their organisation's diversity management efforts has not been fully explored. This thesis seeks to explore two research questions. Firstly, it seeks to identify the factors that influence the three leadership dimensions of diversity management and the factors influencing the leadership’s strategic role in their organisation’s diversity management efforts. Secondly, it seeks to map the three leadership dimensions into an emergent model of leadership agency for diversity management. 
	Drawing from the literature review, three dimensions addresses leadership’s strategic inclusive leadership. Leadership accountability, leadership approach and leadership focus for diversity management describe different facets of the leadership’s strategic role. Central to addressing leadership’s strategic role is to further the understanding the factors that influence leadership in their organisation’s diversity management efforts. Leadership agency describes the capacity and authority of senior leadership team to influence, to make strategic decisions and take action to meet their organisation’s outcomes and goals. In the case of diversity management, leadership agency describes identifying and understanding the factors that influence leadership in their strategic inclusive leadership.  
The research questions of this study identified the factors influencing leadership agency in three dimensions of diversity across the different levels of the organisation. It also proposes an emergent model that maps an organisation's leadership agency for diversity management that provides a visual and practical model of leadership’s agency for diversity management. The study uses complexity theory as its theoretical base within an interpretive philosophical base and constructivist paradigm to examine leadership agency for diversity management. This research provides insights into leadership agency for diversity management in today's organisations through a multiple case study method. Using qualitative methodology, ten organisations participated in this research to determine leadership agency for diversity management. 
	This study makes original contributions by addressing the leadership’s strategic role in diversity management through the lens of complexity. It also contributes to the research into organisational diversity management theories by developing a practical emergent model that highlights the crucial role of leadership agency in achieving positive diversity management outcomes, especially addressing the complexity of diversity. The study uses a multilevel lens to explore how leadership approaches managing their diverse workforce. It proposes an emergent model of leadership agency for diversity management as a tool that can help organisations gauge their level of agency. This study underscores the importance of intercultural sensitivity development in future research on leadership’s agency for diversity management. Further theoretical development is necessary to enhance these findings' validity and reliability and identify leadership agency practices that support effective diversity management in organisations.

text: Making sense of diversity’s complexity:  Leadership’s agency for diversity management This research examines leadership’s role in their organisation’s diversity management efforts. The management of a diverse workforce in today's organisations is becoming increasingly complex. It needs to go beyond considering not only the surface-level dimensions of diversity, but also the hidden and dynamic deep-level diversity dimensions in organisations, that are considered complex systems. Surface-level diversity dimensions include gender, age, race, ethnicity, and accessibility. Deep-level diversity dimensions are the hidden values, worldviews, personality, and experiences of individuals in organisations. In today's socio-cultural context, the heightened awareness and interest in matters relating to equity, diversity, and inclusion (EDI) is driving organisations to seek ways to address how to manage their diverse workforce that will unlock the benefits that diversity has promised. Diversity management approaches that only consider surface-level dimensions are no longer adequate. To unlock further the benefits of diversity consistently in organisations today, diversity management approaches must include deep-level diversity characteristics. This shifts diversity management approaches that have managed the various surface-level diversity characteristics to approaches of managing for diversity that require an organization-wide approach. Diversity management today requires the senior leadership team to play a strategic role. As organisations adopt a more holistic and systemic approach to their diversity management efforts, it requires the leadership to strategically manage their organization’s diversity management efforts. This goes beyond the diversity initiatives such as creating policies, initiatives, events and programs that celebrate diversity to  behaviours that foster a diverse and inclusive workplace. However, the strategic diversity leadership in their organisation's diversity management efforts has not been fully explored. This thesis seeks to explore two research questions. Firstly, it seeks to identify the factors that influence the three leadership dimensions of diversity management and the factors influencing the leadership’s strategic role in their organisation’s diversity management efforts. Secondly, it seeks to map the three leadership dimensions into an emergent model of leadership agency for diversity management. 
	Drawing from the literature review, three dimensions addresses leadership’s strategic inclusive leadership. Leadership accountability, leadership approach and leadership focus for diversity management describe different facets of the leadership’s strategic role. Central to addressing leadership’s strategic role is to further the understanding the factors that influence leadership in their organisation’s diversity management efforts. Leadership agency describes the capacity and authority of senior leadership team to influence, to make strategic decisions and take action to meet their organisation’s outcomes and goals. In the case of diversity management, leadership agency describes identifying and understanding the factors that influence leadership in their strategic inclusive leadership.  
The research questions of this study identified the factors influencing leadership agency in three dimensions of diversity across the different levels of the organisation. It also proposes an emergent model that maps an organisation's leadership agency for diversity management that provides a visual and practical model of leadership’s agency for diversity management. The study uses complexity theory as its theoretical base within an interpretive philosophical base and constructivist paradigm to examine leadership agency for diversity management. This research provides insights into leadership agency for diversity management in today's organisations through a multiple case study method. Using qualitative methodology, ten organisations participated in this research to determine leadership agency for diversity management. 
	This study makes original contributions by addressing the leadership’s strategic role in diversity management through the lens of complexity. It also contributes to the research into organisational diversity management theories by developing a practical emergent model that highlights the crucial role of leadership agency in achieving positive diversity management outcomes, especially addressing the complexity of diversity. The study uses a multilevel lens to explore how leadership approaches managing their diverse workforce. It proposes an emergent model of leadership agency for diversity management as a tool that can help organisations gauge their level of agency. This study underscores the importance of intercultural sensitivity development in future research on leadership’s agency for diversity management. Further theoretical development is necessary to enhance these findings' validity and reliability and identify leadership agency practices that support effective diversity management in organisations.

year: 2024

title: Weaving the realities and responsibilities: Crossing culture and concepts of healing within co-existing mental health and addictive disorders.

authors: McLachlan, Andre David

subjects: Maori

abstract: Within ‘Mainstream’ western and Kaupapa Māori services, competing priorities often mean that cultural and clinical services are not implemented in unison. Without this ‘unison’, treatment of Māori with co-existing mental health and addictive disorders may be ineffective. This paper reflects the journey of a small social service agency ‘Pai Ake Solutions Limited’ (PASL) in integrating western clinical approaches within tikanga Māori values. 
Pai Ake Solutions Limited (PASL) provides a range of group and individual services to whānau who are affected by mental illness and co-existing substance use problems. The initial development of the service was based on the whakaaro of providing ‘pai ake’ (better) services for whānau in the greater Waikato. These services were initially founded on the strong values of founders Mihaka Hohua and the late Ritchie Re Cribb, which were influenced by the practices and experiences of Ngati Kahangungu, Ngati Haua, and Waikato-Maniopoto. From an initial non-clinical service provision contract, PASL began receiving referrals from individuals and whānau whose needs were not being met by mainstream service providers. Encouraging outcomes and an internal agency review of clientele utilising the service, identified that those accessing PASL services were experiencing socially and clinically significant mental and physical health, addiction and psychosocial problems.

text: Weaving the realities and responsibilities: Crossing culture and concepts of healing within co-existing mental health and addictive disorders. Within ‘Mainstream’ western and Kaupapa Māori services, competing priorities often mean that cultural and clinical services are not implemented in unison. Without this ‘unison’, treatment of Māori with co-existing mental health and addictive disorders may be ineffective. This paper reflects the journey of a small social service agency ‘Pai Ake Solutions Limited’ (PASL) in integrating western clinical approaches within tikanga Māori values. 
Pai Ake Solutions Limited (PASL) provides a range of group and individual services to whānau who are affected by mental illness and co-existing substance use problems. The initial development of the service was based on the whakaaro of providing ‘pai ake’ (better) services for whānau in the greater Waikato. These services were initially founded on the strong values of founders Mihaka Hohua and the late Ritchie Re Cribb, which were influenced by the practices and experiences of Ngati Kahangungu, Ngati Haua, and Waikato-Maniopoto. From an initial non-clinical service provision contract, PASL began receiving referrals from individuals and whānau whose needs were not being met by mainstream service providers. Encouraging outcomes and an internal agency review of clientele utilising the service, identified that those accessing PASL services were experiencing socially and clinically significant mental and physical health, addiction and psychosocial problems.

year: 2008