title: Grappling with ambiguity and contradiction: an examination of the role of reflexivity in coach education research

authors: Crocket, Hamish Robert

subjects: Coach education

abstract: In this article, I analyse the complex process of developing a beginner coach education programme for ultimate Frisbee (ultimate) in collaboration with New Zealand Ultimate and volunteer coaches within New Zealand’s ultimate community. I construct a reflexive account of this participatory action research project, which sought to generate pedagogically informed coach education that would benefit New Zealand’s ultimate community and meet Sport New Zealand’s coaching policies. I focus on particular contextual challenges and opportunities, such as ultimate’s lack of resourcing, and SportNZ’s Coach Development Framework, and, in a reflexive manner, consider how my biography impacted this project.

text: Grappling with ambiguity and contradiction: an examination of the role of reflexivity in coach education research In this article, I analyse the complex process of developing a beginner coach education programme for ultimate Frisbee (ultimate) in collaboration with New Zealand Ultimate and volunteer coaches within New Zealand’s ultimate community. I construct a reflexive account of this participatory action research project, which sought to generate pedagogically informed coach education that would benefit New Zealand’s ultimate community and meet Sport New Zealand’s coaching policies. I focus on particular contextual challenges and opportunities, such as ultimate’s lack of resourcing, and SportNZ’s Coach Development Framework, and, in a reflexive manner, consider how my biography impacted this project.

year: 2017

title: John Watson Walker: a leading mine manager

authors: Hart, Philip

abstract: After successfully mining in Victoria, in 1869 John Watson Walker was invited to report on Thames mines, and subsequently was asked to stay on as a mine manager. Despite his high reputation as both a manager and company director, in 1881 some shareholders in one company  sought his dismissal because he had failed to find rich gold (!). From the 1880s onwards, he envisaged obtaining English capital to enable the development of much larger areas than those traditionally worked. 
Involved in most Hauraki fields (and beyond) as an investor if not a miner, in the 1880s he was for a time a publican at Te Aroha, and in the following decade acquired a farm nearby. He struggled financially in both decades, and moved from goldfield to goldfield trying to develop his ‘gigantic’ schemes, making several trips to London over more than 20 years in usually fruitless attempts to raise capital. As the first supervisor for the Waihi Company, he investigated new treatment processes, but resigned his position shortly before cyanide was proved to the ideal one. At Thames, his ‘gigantic’ scheme was to work the low levels, and at Te Aroha he attempted to develop a large area of unpayable ground. All his schemes depended not only on attracting overseas capital but on obtaining concessions from both government and union. His last efforts to develop mining on a massive scale were at Waihi, in the early twentieth century.
Walker was seen as being a skilled and practical miner, whose opinions were taken seriously. On behalf of investors, he investigated some new areas, and achieved fame for exposing an attempted fraud near Wellington. He attempted to assist the interests of the industry, and urged the need for capital and labour to work together harmoniously. He was outspokenly critical of the Liberal Government’s mining legislation, which he claimed scared capital away. 
He could be arrogant, as illustrated on several occasions, notably when participating in shooting matches in the early 1870s. And a question must be raised about his treatment of his first wife. But as a mine manager, he excelled, even if his schemes to work large areas were over-sanguine and lacked credibility both because he did not understand the geology and because he over-estimated his ability to raise capital and to get his way with both government and the union.

text: John Watson Walker: a leading mine manager After successfully mining in Victoria, in 1869 John Watson Walker was invited to report on Thames mines, and subsequently was asked to stay on as a mine manager. Despite his high reputation as both a manager and company director, in 1881 some shareholders in one company  sought his dismissal because he had failed to find rich gold (!). From the 1880s onwards, he envisaged obtaining English capital to enable the development of much larger areas than those traditionally worked. 
Involved in most Hauraki fields (and beyond) as an investor if not a miner, in the 1880s he was for a time a publican at Te Aroha, and in the following decade acquired a farm nearby. He struggled financially in both decades, and moved from goldfield to goldfield trying to develop his ‘gigantic’ schemes, making several trips to London over more than 20 years in usually fruitless attempts to raise capital. As the first supervisor for the Waihi Company, he investigated new treatment processes, but resigned his position shortly before cyanide was proved to the ideal one. At Thames, his ‘gigantic’ scheme was to work the low levels, and at Te Aroha he attempted to develop a large area of unpayable ground. All his schemes depended not only on attracting overseas capital but on obtaining concessions from both government and union. His last efforts to develop mining on a massive scale were at Waihi, in the early twentieth century.
Walker was seen as being a skilled and practical miner, whose opinions were taken seriously. On behalf of investors, he investigated some new areas, and achieved fame for exposing an attempted fraud near Wellington. He attempted to assist the interests of the industry, and urged the need for capital and labour to work together harmoniously. He was outspokenly critical of the Liberal Government’s mining legislation, which he claimed scared capital away. 
He could be arrogant, as illustrated on several occasions, notably when participating in shooting matches in the early 1870s. And a question must be raised about his treatment of his first wife. But as a mine manager, he excelled, even if his schemes to work large areas were over-sanguine and lacked credibility both because he did not understand the geology and because he over-estimated his ability to raise capital and to get his way with both government and the union.

year: 2016

title: Learning in later life: a bicultural perspective from Aotearoa/New Zealand

authors: Findsen, Brian

abstract: This article is concerned with how learning in later life has been constructed and practised by the two most numerous ethnic groups in Aotearoa/New Zealand, Pākėhā (Europeans) and Māori (Indigenous people). It is argued that learning is heavily influenced by historic features of interaction between these two groups; Pākehā as the dominant cultural and economic group and Māori as subordinate. While contemporary perspectives are necessarily interpreted in the light of historical trends and events, fresh interpretations of what constitutes biculturalism in this country allow for more nuanced understanding of possibilities for and obstacles to older adult learning/education. Themes from lifelong learning are analysed with special reference to older people’s learning, the consequences of Māori sovereignty on pedagogy and trends identified for older adult education. Two linked case studies of Pākehā and Māori older adult education in a New Zealand university are described to illustrate complexities and tensions in provision in a bicultural context.

text: Learning in later life: a bicultural perspective from Aotearoa/New Zealand This article is concerned with how learning in later life has been constructed and practised by the two most numerous ethnic groups in Aotearoa/New Zealand, Pākėhā (Europeans) and Māori (Indigenous people). It is argued that learning is heavily influenced by historic features of interaction between these two groups; Pākehā as the dominant cultural and economic group and Māori as subordinate. While contemporary perspectives are necessarily interpreted in the light of historical trends and events, fresh interpretations of what constitutes biculturalism in this country allow for more nuanced understanding of possibilities for and obstacles to older adult learning/education. Themes from lifelong learning are analysed with special reference to older people’s learning, the consequences of Māori sovereignty on pedagogy and trends identified for older adult education. Two linked case studies of Pākehā and Māori older adult education in a New Zealand university are described to illustrate complexities and tensions in provision in a bicultural context.

year: 2016