Strategic planning through a participatory learning and action framework: a Kenyan study

This paper reflects on the use of a participatory learning and action (PLA) framework in a strategic planning process (SPP) at a primary school in rural Kenya. Successes and challenges are discussed, focusing on the barriers to fully implementing the PLA framework. Additionally, lessons learnt and ways forward for participatory SPPs are outlined. The PLA framework allowed the project stakeholders to engage in a planning process that gave participants a voice in the process. Although PLA methodology faces shortcomings, the application of this model is a step towards making community development more sustainable.     

Predilection sites of infantile skull fractures following blunt force

Previous investigations on calvarial fractures in infants have shown that the flexibility and displacement of the infant calvarial are not sufficient to avoid fractures as a result of fall. From a table height onto hard ground - and in special cases, fractures cannot be avoided even after falls onto softly cushioned ground. The skull fractures are located in paper-thin, transparent, single-layer bone areas without diploe. The results of previous literature were compared with investigations of the skulls of 82 infants (from neonates up to infants 14 months of age). Congenital fissures, cranioschisis, locally retarded ossification in the cranium and craniotabes are all weak points where fracture has a tendency to occur even if the impact is minor. These ossification defects are increased in the ossa parietalia, but can also be found in the os frontale or in the os occipitale. The location is not always the same but can be detected by locating the skull transparency using diaphanoscopy.     

Reflections of an evaluator navigating between community development and welfare paradigms

This practical note discusses some of the challenges evaluators face when their values clash with those of their employer. A case example where the author was commissioned to complete an evaluation for a community development project within a welfare-minded NGO highlights evaluation issues for welfare-minded NGOs attempting to deliver community development programmes. A fundamental issue is the differing interpretation of key terms including evaluation, participation, and empowerment. The note discusses how the author attempted to navigate between maintaining community development principles in the evaluation process while at the same time fulfilling quantitative evaluation requirements mandated by the organisation and funders.     

Contribution of parkland trees to farmers’ livelihoods: a case study from Mali

Native species of trees and shrubs contribute significantly to farmers' livelihoods by supplying food, medicinal products, fodder, and wood. In the case study reported in this article, this contribution to farmers' annual revenue varied from 26 per cent to 73 per cent, and was as high as US$ 650 a year for households for which agroforestry products were the primary source of revenue. Household consumption was not quantified in the study, but farmers' comments confirmed that native trees also played an important role in assuring food security, especially in the ‘hunger period’ when grain stores are low and farmers are waiting for the next harvest.     

How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification

Knowledge exchange among employees is crucial to organizational effectiveness. Leadership can enhance or detract from employees’ willingness to share knowledge. This study examines how leadership affects knowledge sharing in a knowledge-intensive work setting. It proposes and tests a model which posits that (1) transformational leadership affects the extent to which employees identify with their manager; (2) this relational identification, mediated by the quality of LMX (Leader-Member Exchange), leads to greater identification with the organization and its goals, which in turn results in greater knowledge sharing. The sample consisted of two hundred and three R&D employees engaged in advanced technological projects. Path analysis results indicated that there are both direct and indirect (through LMX) relationships between transformational leadership and relational identification: relational identification promotes organizational identification which, in turn, is positively related to knowledge sharing. These results highlight the importance of transformational leadership and LMX for promoting relational and organizational identification, thereby facilitating employee knowledge sharing.