title: The Auckland smelting company

authors: Hart, Philip

abstract: Mining in the Tui portion of the Te Aroha field was revived in 1948 by Benjamin John Dunsheath, a small businessman who had owned several private companies, none of them very successful, in a career marked by dubious business ethics. To develop the Tui mines he was assisted by others, only some of whom had mining skills. After defeating opposition from those concerned about possible pollution, prospecting, mostly for base metals, proceeded with reportedly encouraging results. In contrast to the success he anticipated from both mines and his planned smelting works, mining officials were much more cautious. 
To develop the ground, Dunsheath formed the Auckland Smelting Company, an under-capitalized company whose directors and shareholders lacked mining experience. Consequently, he obtained advice from outside experts and sought assistance, especially financial, from a mostly reluctant Mines Department, which considered the area worth prospecting but did not share his optimism. Most of the development was focused on driving a new level (no. 5) to strike the reefs, but because of inadequate preliminary surface and underground testing arguments arose about its correct direction, which would lead to the departure of their skilled mine manager, Bert McAra, especially after he was asked to provide misleading samples ‘for propaganda purposes’. Because by 1953 the results were disappointing and the reef had not been struck because the crosscut was being driven in the wrong direction, further government subsidies were refused, and in mid-year all work ceased after the company, despite several increases in its capital, ran out of money. Overseas capital was sought but was not interested. 
This company was an illustration of how not to mine an area lacking easily accessible high quality ore. With inadequate capital and inadequate prior prospecting, it struggled to develop its ground, and to attract investors and government assistance Dunsheath relied on providing incomplete and sometimes false information, causing ructions amongst the directors and disapproval from officials. Its collapse was inevitable from the start.

text: The Auckland smelting company Mining in the Tui portion of the Te Aroha field was revived in 1948 by Benjamin John Dunsheath, a small businessman who had owned several private companies, none of them very successful, in a career marked by dubious business ethics. To develop the Tui mines he was assisted by others, only some of whom had mining skills. After defeating opposition from those concerned about possible pollution, prospecting, mostly for base metals, proceeded with reportedly encouraging results. In contrast to the success he anticipated from both mines and his planned smelting works, mining officials were much more cautious. 
To develop the ground, Dunsheath formed the Auckland Smelting Company, an under-capitalized company whose directors and shareholders lacked mining experience. Consequently, he obtained advice from outside experts and sought assistance, especially financial, from a mostly reluctant Mines Department, which considered the area worth prospecting but did not share his optimism. Most of the development was focused on driving a new level (no. 5) to strike the reefs, but because of inadequate preliminary surface and underground testing arguments arose about its correct direction, which would lead to the departure of their skilled mine manager, Bert McAra, especially after he was asked to provide misleading samples ‘for propaganda purposes’. Because by 1953 the results were disappointing and the reef had not been struck because the crosscut was being driven in the wrong direction, further government subsidies were refused, and in mid-year all work ceased after the company, despite several increases in its capital, ran out of money. Overseas capital was sought but was not interested. 
This company was an illustration of how not to mine an area lacking easily accessible high quality ore. With inadequate capital and inadequate prior prospecting, it struggled to develop its ground, and to attract investors and government assistance Dunsheath relied on providing incomplete and sometimes false information, causing ructions amongst the directors and disapproval from officials. Its collapse was inevitable from the start.

year: 2016

title: To post or not to post? Perceptions of the use of a closed Facebook group as a networked public space

authors: Ballantyne, Neil

subjects: Facebook

abstract: Members of a closed Facebook group, established to discuss professional social work issues, were surveyed to explore what they valued about the group, the problems or issues associated with membership, and factors associated with participation or reluctance to participate. A non-probability, self-selection sample (N = 53) completed an online survey during January and February 2016. Survey findings suggest that participants valued feeling connected to a community of practice, the ability to post and share information, and access to news and information. However, participants also expressed concern about online incivility and experienced reluctance to post opinions because of concerns about the critical comments of others.

text: To post or not to post? Perceptions of the use of a closed Facebook group as a networked public space Members of a closed Facebook group, established to discuss professional social work issues, were surveyed to explore what they valued about the group, the problems or issues associated with membership, and factors associated with participation or reluctance to participate. A non-probability, self-selection sample (N = 53) completed an online survey during January and February 2016. Survey findings suggest that participants valued feeling connected to a community of practice, the ability to post and share information, and access to news and information. However, participants also expressed concern about online incivility and experienced reluctance to post opinions because of concerns about the critical comments of others.

year: 2017

title: Culture is our business: Issues and challenges for forensic and correctional psychologists

authors: Tamatea, Armon J.

subjects: Science & Technology

abstract: Psychology has made significant advances in the development of more empirical, standardized, and consistent approaches to the prediction, assessment, and treatment of offending behaviour. However, crime occurs in a cultural context. Similarly, forensic and correctional psychology derive from a cultural basis that privileges certain types of knowledge and promotes certain forms of practice that are incommensurate with the outlook and realities of some offenders and their communities. While there is an emerging literature on ethnicity and race in criminal justice psychology, very little research that addresses culture is published. The reasons for this knowledge gap are complex, not least because the worldviews of indigenous and diverse communities do not superimpose neatly onto current best-practice models of risk assessment or offender rehabilitation. Given Australia and New Zealand’s commitment to the involvement and wellbeing of indigenous peoples as well as the shared experience of progressively more pluralistic societies, it is argued that there is a critical need to bring the somewhat disparate domains of forensic psychology and culture into conversation with a view to informing policy and practice. The example of risk assessment is used to illustrate some of the complexities of working with cultural difference. Central to this article is a call for a culturally-engaged and proactive philosophy of practice that embraces the needs of diverse offenders, victims and communities.

text: Culture is our business: Issues and challenges for forensic and correctional psychologists Psychology has made significant advances in the development of more empirical, standardized, and consistent approaches to the prediction, assessment, and treatment of offending behaviour. However, crime occurs in a cultural context. Similarly, forensic and correctional psychology derive from a cultural basis that privileges certain types of knowledge and promotes certain forms of practice that are incommensurate with the outlook and realities of some offenders and their communities. While there is an emerging literature on ethnicity and race in criminal justice psychology, very little research that addresses culture is published. The reasons for this knowledge gap are complex, not least because the worldviews of indigenous and diverse communities do not superimpose neatly onto current best-practice models of risk assessment or offender rehabilitation. Given Australia and New Zealand’s commitment to the involvement and wellbeing of indigenous peoples as well as the shared experience of progressively more pluralistic societies, it is argued that there is a critical need to bring the somewhat disparate domains of forensic psychology and culture into conversation with a view to informing policy and practice. The example of risk assessment is used to illustrate some of the complexities of working with cultural difference. Central to this article is a call for a culturally-engaged and proactive philosophy of practice that embraces the needs of diverse offenders, victims and communities.

year: 2017