Not-Knowing or Knowing Naught: Revisiting the Concept of Collaboration and Expertise in Child and Youth Care Practice

This article discusses the complexities associated with adopting a not-knowing stance in Child and Youth Care practice. By highlighting some of the challenges, it also clarifies the distinctions between practitioner lack of knowing how to proceed and an intentional, uncertain attitude when working with children, youth and families. Recommendations or caveats are provided if a practitioner chooses to adopt this kind of orientation to practice.     

Like a Deer in the Headlights: The Paralysis of Stuckness

When describing how they experience moments of not-knowing, youth workers often talk about a sense of paralysis, as though their uncertainty becomes physically constraining. This chapter describes the first of five themes associated with youth workers' experiences of not knowing what to do: the paralysis of stuckness. In addition to describing and investigating the dominant theme of paralysis, this chapter discusses its three variations, as described by youth worker participants: (a) It's just me, and that's not enough, (b) It's like a mental freefall, and (c) That crushing becomes your world.     

Intergenerational Interactions

Abstract

The purpose of this study was to examine interactions between elder volunteers and children in a campus-based child care center, using the revised Interaction Analysis Instrument (Newman & Onawola, 1989). Findings from video-taped interactions suggested that intergenerational interactions may be systematically related to the nature of specific program activities. Thus it may be important for program coordinators to consider the kind of intergenerational interactions they want to facilitate when choosing among various intergenerational activities. Additional recommendations are offered to child-care and elder-care organizers who are interested in developing intergenerational programs.     

Changing Images in Books for Young People

Literature for young people has changed greatly since Severzteeiztlz Suinrner and Fifreerz were published. Society has changed greatly, too, in the last few decades. Many modern books reflect society's involvement with drugs, sex, alcohol, and violence. Teenagers will read a great variety of stories and view different images of themselves and their times.     

Creating an Extrafamilial Living Environment

Abstract

As human actors, the staff members and children who inhabit a residential center do not just react to their physical and social environment. In many ways they can be said to enact or create it.     

Guidelines in Child and Youth Care Family Work

SUMMARY

There are many paths that can be taken with the families we encounter in our work. It is this richness in options that can make the child and youth care approach so powerful. However, amongst each potential path there are a number of common guideposts that serve as markers for our interactions with families. These guiding principles are described through the use of examples from a family in a program for teens who are parenting.     

Male workers in the female-dominated long-term care sector: evidence from England

Labor market changes, including growing opportunities to work in the long-term care (LTC) sector, may attract more men to this traditionally female-dominated occupation. Analyzing an English national workforce data-set we investigate whether men are remaining within traditional masculine jobs or crossing traditional boundaries into more emotional, and personal care work. We examine organization, local area effect, and service provision on the probability of attracting more men to the workforce. The analysis utilizes multivariate statistics and mixed-effect models. The findings highlight both horizontal and vertical segregation in the types of jobs undertaken by men in the LTC sector. A research agenda is identified.     

Opening up the black box: looking for a more capacious version of capacity in global health partnerships

Abstract

Some versions of capacity building construe the goal of North?South partnerships as rendering African laboratories, doctors, scientists, and universities indistinguishable from their counterparts in wealthier nations. The specificities, histories, peculiarities, or inner workings of African institutions and individuals are black-boxed ? no one needs to know about them. This article draws on research at Malawi’s College of Medicine and the work of other social scientists and historians to sketch out a more capacious model of capacity, one in which capacity building is grounded in specificity, attends to material difference, is flexible and innovative, and involves as much learning as teaching. This model of capacity building requires consideration of areas in which the Northern partners in “global health” can be brought to the level of their colleagues in Africa.     

Public administration reform for Aboriginal affairs: An institutionalist analysis

Persistent underperformance of public policy and program implementation in Aboriginal affairs is widely recognised. We analysed the results of two case studies of attempted reforms in public administration of Aboriginal primary health care in the Northern Territory, using a framework based on the institutionalist and systemic racism literatures, with the aim of better understanding the sources of implementation failure. Implementation of the agreed reforms was unsuccessful. Contributing factors were as follows: strong recognition of the need for change was not sustained; the seeds of change, present in the form of alternative practices, were not built on; there was a notable absence of sustained political/bureaucratic authorisation; and, interacting with all of these, systemic racism had important consequences and implications. Our framework was useful for making sense of the results. It is clear that reforms in Aboriginal affairs will require government authorities to engage with organisations and communities. We conclude that there are four requirements for improved implementation success: clear recognition of the need for change in ‘business as usual’; sustainable commitment and authorisation; the building of alternative structures and methods to enable effective power sharing (consistent with the requirements of parliamentary democracy); and addressing the impact of systemic racism on decision-making, relationships, and risk management.