title: Could action research provide the key to true workplace collaboration?

authors: Twiname, Linda J.

subjects: workplace

abstract: Management practices that serve principles of "efficiency" and "effectiveness" in the capitalist understanding of such notions have generated work practices that purport to empower employees under the guise of employee participation programs. In the fieldwork reported here, action research was used as a vehicle to initiate collaborative workplace engagements for the benefit of an organization and its employees. Our results have implications for action researchers and for social construction theory. We found that collaborative behaviors, modeled through action research to all organization levels, have the potential to initiate change toward respectful pluralist engagements. Authentic participation requires a supportive environment in order for organizations and their employees to truly flourish. It became apparent that New Zealand employment law provided a framework within which to work collaboratively, but the will to do so was not fully evident. However, through action research, the participants began to construct their "common sense" (Berger & Luckmann, 1966: 37) of their shared workplace reality and goals.

text: Could action research provide the key to true workplace collaboration? Management practices that serve principles of "efficiency" and "effectiveness" in the capitalist understanding of such notions have generated work practices that purport to empower employees under the guise of employee participation programs. In the fieldwork reported here, action research was used as a vehicle to initiate collaborative workplace engagements for the benefit of an organization and its employees. Our results have implications for action researchers and for social construction theory. We found that collaborative behaviors, modeled through action research to all organization levels, have the potential to initiate change toward respectful pluralist engagements. Authentic participation requires a supportive environment in order for organizations and their employees to truly flourish. It became apparent that New Zealand employment law provided a framework within which to work collaboratively, but the will to do so was not fully evident. However, through action research, the participants began to construct their "common sense" (Berger & Luckmann, 1966: 37) of their shared workplace reality and goals.

year: 2008

title: Predicting responses to a heat acclimation protocol in trained triathletes

authors: Miller, Liam

abstract: Chapter One reviews the differences between performing in temperate and hot and humid environments. When compared to performance in temperate environments, heat-stressful environments acutely alter physiology heart rate, sweat rate, both core and skin temperature, plasma volume and local blood flow. Heat acclimation (HA) protocol introduced prior to competition in varying ways specific to the competition type has been shown to have large impacts on eventual performance, often summarised through heat response tests (HRT) or adaptations of thermoregulatory physiology. Individual responses to HA have been proven to vary between individuals with little evidence presented to explain why such variation occurs. In Chapter Two, 10 endurance-trained competitive triathletes (aged 33.6 ± 10.6 years, 8 males and 2 females; VO2 max 56.9 ± 11.1) completed a 14-day, cycling-based HA protocol (36 °C, 65% relative humidity). Participants completed two HRTs (Day 1 & Day 13), composed of 20 minutes at a steady state intensity immediately followed by a 30-kilometer time trial. Between these HRTs were seven HA sessions. Performance in the 30-kilometer time trial significantly increased as a result of the HA protocol (p = 0.037). Two regression models for predicting performance outcomes were generated using stepwise regression analysis. A ‘best overall fit’ model using baseline VO2, sweat loss, and sweat sodium composition explains 53% of the variability of performance improvement (R2 = 0.53), and a ‘best practical fit’ model using baseline VO2 and sweat loss explains 49% of the variability of performance improvement (R2 = 0.49). Both models are statistically significant (p = 0.017; p = 0.023). The ‘best practical fit’ model interprets that those with low baseline VO2 but greater sweat loss in the first HRT demonstrated the best performance improvement, whereas those with high baseline VO2 and low sweat loss do not see much performance improvement. Chapter Three investigates the validity of the Kenzen™ wearable core temperature sensor. Ten participants engaged in two HRTs each (20 minutes at a steady state intensity immediately followed by a 30-kilometer time trial) whilst wearing a Kenzen™ device and a rectally inserted thermometer. Bland-Altman plots were used in conjunction with a direct comparison of the differences of the measures to determine validity. The Kenzen™ device is accurate between the range of 37-38 °C, but once core temperature measured rectally reaches 38.5 °C, the validity of the Kenzen™ device comes into question (when rectal temperature ≥ 39 °C, mean difference = 0.79 °C). The difference in measurements suggests that the Kenzen™ is not valid once moderate hyperthermia is reached (38.5 °C). Chapter Four presents a summary of the previous chapters. There is evidence to suggest that predicting variation in HA success is possible, potentially even more so with some refinement of the model through additional thermoregulatory measurement or protocol modification. The validity of wearable core temperature technology does not currently appear suitable in high-performance athletic environments where athletes are expected to reach core temperatures defined as hyperthermic, as most wearable sensors do not seem valid compared to gold standard measures. It is likely that the technology will advance as the popularity of such wearables increases.

text: Predicting responses to a heat acclimation protocol in trained triathletes Chapter One reviews the differences between performing in temperate and hot and humid environments. When compared to performance in temperate environments, heat-stressful environments acutely alter physiology heart rate, sweat rate, both core and skin temperature, plasma volume and local blood flow. Heat acclimation (HA) protocol introduced prior to competition in varying ways specific to the competition type has been shown to have large impacts on eventual performance, often summarised through heat response tests (HRT) or adaptations of thermoregulatory physiology. Individual responses to HA have been proven to vary between individuals with little evidence presented to explain why such variation occurs. In Chapter Two, 10 endurance-trained competitive triathletes (aged 33.6 ± 10.6 years, 8 males and 2 females; VO2 max 56.9 ± 11.1) completed a 14-day, cycling-based HA protocol (36 °C, 65% relative humidity). Participants completed two HRTs (Day 1 & Day 13), composed of 20 minutes at a steady state intensity immediately followed by a 30-kilometer time trial. Between these HRTs were seven HA sessions. Performance in the 30-kilometer time trial significantly increased as a result of the HA protocol (p = 0.037). Two regression models for predicting performance outcomes were generated using stepwise regression analysis. A ‘best overall fit’ model using baseline VO2, sweat loss, and sweat sodium composition explains 53% of the variability of performance improvement (R2 = 0.53), and a ‘best practical fit’ model using baseline VO2 and sweat loss explains 49% of the variability of performance improvement (R2 = 0.49). Both models are statistically significant (p = 0.017; p = 0.023). The ‘best practical fit’ model interprets that those with low baseline VO2 but greater sweat loss in the first HRT demonstrated the best performance improvement, whereas those with high baseline VO2 and low sweat loss do not see much performance improvement. Chapter Three investigates the validity of the Kenzen™ wearable core temperature sensor. Ten participants engaged in two HRTs each (20 minutes at a steady state intensity immediately followed by a 30-kilometer time trial) whilst wearing a Kenzen™ device and a rectally inserted thermometer. Bland-Altman plots were used in conjunction with a direct comparison of the differences of the measures to determine validity. The Kenzen™ device is accurate between the range of 37-38 °C, but once core temperature measured rectally reaches 38.5 °C, the validity of the Kenzen™ device comes into question (when rectal temperature ≥ 39 °C, mean difference = 0.79 °C). The difference in measurements suggests that the Kenzen™ is not valid once moderate hyperthermia is reached (38.5 °C). Chapter Four presents a summary of the previous chapters. There is evidence to suggest that predicting variation in HA success is possible, potentially even more so with some refinement of the model through additional thermoregulatory measurement or protocol modification. The validity of wearable core temperature technology does not currently appear suitable in high-performance athletic environments where athletes are expected to reach core temperatures defined as hyperthermic, as most wearable sensors do not seem valid compared to gold standard measures. It is likely that the technology will advance as the popularity of such wearables increases.

year: 2023

title: Ngā Tuituinga o te Pōtae: Rangatahi perspectives of leadership within Ngāti Maniapoto

authors: Moss, Luke

subjects: Rangatahi

abstract: Research on youth leadership development is often saturated by adult perceptions and thus the literature often lacks youth voice and youth perspective on what integral areas are needed for successful youth leadership development. This research focuses on the rangatahi of Ngāti Maniapoto and their perspectives of leadership within the iwi to aid the gap in academic literature relating to youth perception of leadership development.

Maniapoto has an abundance of leadership examples from the plethora of tūpuna that have developed the iwi to the leaders of contemporary Maniapoto pushing the iwi forward. The purpose of this research is to delve into the perspectives of rangatahi Maniapoto that pertain to good leadership qualities, their perception of leadership, unique leadership styles within Maniapoto, rangatahi leadership skills and perspectives of youth development within the iwi. By interviewing rangatahi with strong connection to Maniapoto this information of their perspectives revealed four integral areas of rangatahi leadership development were collated into a model for dissemination and use within the iwi for youth development practices. This model is named Ngā Tuituinga o te Pōtae and has four areas, education, collective, communication and vision. Education was identified by rangatahi as they found that learning Maniapoto reo and tikanga was integral for a Maniapoto leader, in addition they saw an opportunity to establish a wānanga to future proof our Maniapototanga. A collective approach to leadership was highlighted as the rangatahi perceive that Maniapoto leaders need to be well known in the community and have good relationships with iwi members to be successful. Rangatahi reported that communication was an important attribute for leaders to have, not just speech but communicating by doing was essential for a Maniapoto leader. Finally, rangatahi explained that leaders need to have a vision for the taiao and a vision for our people to be a successful leader, and be able to take the iwi to a place they have not been to before.

This study adds to the scarce literature on youth perceptions on youth leadership development and definitively answers the question on how rangatahi of Maniapoto perceive leadership and how rangatahi of Maniapoto would develop leadership within Te Nehenehenui. The key findings presented in this thesis indicate that rangatahi from Maniapoto engage and identify leadership in many ways, however they do agree that leadership development is necessary for Maniapoto to flourish in the future. Applying this model and research within the iwi will create new foundations for leadership to grow within Maniapoto, and fill the gap of leadership for the iwi that rangatahi have identified.

text: Ngā Tuituinga o te Pōtae: Rangatahi perspectives of leadership within Ngāti Maniapoto Research on youth leadership development is often saturated by adult perceptions and thus the literature often lacks youth voice and youth perspective on what integral areas are needed for successful youth leadership development. This research focuses on the rangatahi of Ngāti Maniapoto and their perspectives of leadership within the iwi to aid the gap in academic literature relating to youth perception of leadership development.

Maniapoto has an abundance of leadership examples from the plethora of tūpuna that have developed the iwi to the leaders of contemporary Maniapoto pushing the iwi forward. The purpose of this research is to delve into the perspectives of rangatahi Maniapoto that pertain to good leadership qualities, their perception of leadership, unique leadership styles within Maniapoto, rangatahi leadership skills and perspectives of youth development within the iwi. By interviewing rangatahi with strong connection to Maniapoto this information of their perspectives revealed four integral areas of rangatahi leadership development were collated into a model for dissemination and use within the iwi for youth development practices. This model is named Ngā Tuituinga o te Pōtae and has four areas, education, collective, communication and vision. Education was identified by rangatahi as they found that learning Maniapoto reo and tikanga was integral for a Maniapoto leader, in addition they saw an opportunity to establish a wānanga to future proof our Maniapototanga. A collective approach to leadership was highlighted as the rangatahi perceive that Maniapoto leaders need to be well known in the community and have good relationships with iwi members to be successful. Rangatahi reported that communication was an important attribute for leaders to have, not just speech but communicating by doing was essential for a Maniapoto leader. Finally, rangatahi explained that leaders need to have a vision for the taiao and a vision for our people to be a successful leader, and be able to take the iwi to a place they have not been to before.

This study adds to the scarce literature on youth perceptions on youth leadership development and definitively answers the question on how rangatahi of Maniapoto perceive leadership and how rangatahi of Maniapoto would develop leadership within Te Nehenehenui. The key findings presented in this thesis indicate that rangatahi from Maniapoto engage and identify leadership in many ways, however they do agree that leadership development is necessary for Maniapoto to flourish in the future. Applying this model and research within the iwi will create new foundations for leadership to grow within Maniapoto, and fill the gap of leadership for the iwi that rangatahi have identified.

year: 2021