The purpose of this paper is to introduce applied improvisation (AI) as a tool for training humanitarian aid workers. AI incorporates principles and practices from…
The purpose of this paper is to introduce applied improvisation (AI) as a tool for training humanitarian aid workers. AI incorporates principles and practices from improvisational theatre into facilitation and training. It is an excellent modality for training aid workers to deal with crisis and disaster scenarios where decision-making and collaboration under pressure are critical.
This paper provides a theoretical base for understanding skills needed in disaster response and provides a case for innovative training that goes beyond the current standard. AI principles, activities and case examples are provided. Interviews with development experts who have participated in AI training are excerpted to reveal the impact and promise of this methodology.
Different from typical training and games, which simulate potential crisis scenarios, AI works with participants in developing the skills necessary for success in disaster situations. The benefit is that workers are better prepared for the unexpected and unknown when they encounter it.
The current paper is based on author observation, experience and participant interviews. While AI is consistently transformative and successful, it would benefit from more rigorous and structured research to ground the findings more deeply in larger evidence based processes.
The authors offer specific activities, resources for many others and practical application of this modality for training purposes.
Its application has tremendous benefits in training for specific skills, in creating greater cohesion and satisfaction in work units and breaking down culture and language barriers.
This work is original in introducing these training methods to humanitarian aid contexts in general, and disaster preparedness and response in particular.
Janet Gordon and Barbara Mills of the Employment Service describe and reflect on some of the lessons from innovative ways of partnership working in the New Deal for…
The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.
The marketing strategies adopted with regard to cultural products can increase the chances of success for both cultural or tourism organisations and for visitors. However, a high level of tourists' satisfaction can be achieved if the marketing of culture base on a new philosophy which recognises people's emotions as fundamental in the process of creating the new value within the framework of the visitor's past, current and future experience. Managers have to learn how to provide a positive experience of cultural participation by promoting cultural attractions and arts in relation to people's emotions. Managers must be concerned with the question of whether or not the customers are satisfied with the cultural products. The main purpose of this article is to identify factors influencing the consumption of cultural products in Pomerania Voivodship in Poland and a role of experiences expected by tourists and visitors for marketing strategy; the study has examined people's motivations to visit a cultural attractions and their opinion about a level of satisfaction and image of the Region. Implications of the findings for destinations managers and researchers are: the marketing of culture must be based on a new philosophy which recognises a fundamental role of people's experiences and emotions in the process of visitors' decision making. The model for innovative change in marketing management has been suggested to show how to minimalize a gap between cultural offerings and satisfaction of tourists visiting cultural attractions.
Australia's approach to electronic records in the 1990s has been characterised by strategic approaches which seek to put in place frameworks for recordkeeping in which there is room for collaboration and experimentation in approaches. In doing so, existing paper paradigms relating to records have been reconceptualised in order to define different ways of achieving our goals of reliable and authentic evidence of business activity. This paper explores the variety of strategic recordkeeping initiatives in the context of Australian records management practice.
The term “medical” will be interpreted broadly to include both basic and clinical sciences, related health fields, and some “medical” elements of biology and chemistry. A reference book is here defined as any book that is likely to be consulted for factual information more frequently than it will be picked up and read through in sequential order. Medical reference books have a place in public, school, college, and other non‐medical libraries as well as in the wide variety of medical libraries. All of these libraries will be considered in this column. A basic starting collection of medical material for a public library is outlined and described in an article by William and Virginia Beatty that appeared in the May, 1974, issue of American Libraries.
ON another page will be found preliminary notes with regard to the Annual Conference of the Library Association at Liverpool. We have before us at the time of writing only an outline of the programme, but we hope to foreshadow in the May Number further features of the June Meeting, and to publish articles on the Literary Associations and Libraries of Liverpool.
With this number the Library Review enters on its ninth year, and we send greetings to readers at home and abroad. Though the magazine was started just about the time when the depression struck the world, its success was immediate, and we are glad to say that its circulation has increased steadily every year. This is an eminently satisfactory claim to be able to make considering the times through which we have passed.
THE idea of a central service and supplies organisation for libraries—a “Library Centre”— such as exist abroad and are described in Library Supply agencies in Europe, is like most ideas in librarianship, not a new one, even taking into account the establishment of Norway's Biblioteksentralen over 60 years ago in 1902, which at that time was called Folkeboksamlingenes Ekspedisjon. This idea, like so so much else, seems to have originated in the fertile brain of Melvil Dewey, taking its final and lasting form as the Library Bureau, established by Dewey himself in 1882.