Search results

The aim of this paper is to demonstrate a reflective use of literary devices, within an over‐arching concept of narrative, in practical coaching. The paper also aims to show the benefits of working with literary devices within the coaching relationship and provide a few practitioner tips.

Using case study methodology and based on the recorded field notes of five participating coachees, the nature of the relationship between coach and coachee in coaching conversations forms the empirical basis of the paper. A framework of sub‐headings of different forms of narrative; stream of consciousness, metaphor, time and space, analepsis, prolepsis and focalisation are applied to the case studies in the context of coaching sessions. The analysis includes reflections of the coach.

Literary language devices associated with narrative can be applied in the coaching context. Such techniques can be used for the analysis and interpretation of coaching conversations to enable sense‐making and enhancement of insightful questioning, interpretation and reflective practice.

There are many other literary devices which could be studied and applied to coaching both as part of reflective practice and in coaching supervision.

There is a need for active listening by the coach and a heightened awareness of literary techniques and deep culture to explore and probe meanings through narratives embedded within coaching conversations.

Literary techniques are used as a means to analyse the coaching relationship and for the discovery of insightful coaching questions and reflective practice.

This paper aims to discuss the barriers that people with intellectual disabilities face to come out as transgender in the context of a paucity of research with or about this group.

The commentary and brief overview of trans participation in literature on people with intellectual disabilities presented in this paper is informed by a Queer Theory and Critical disabilities Studies approach.

Researchers in this area are correct that there is insufficient literature that addressed the experiences of trans people with intellectual disabilities; however, for trans people with intellectual disabilities to be involved in research they must first be safe to self-identify and come out in their communities and services. Existing research suggests that people with intellectual disabilities may face additional barriers to self-identifying as LGTBQ, and that for those who have claimed a trans identity, it is not safe to come out.

There is a need for researchers and professional and lived experience experts to be engaged in policy and social research with the aim of creating safe spaces and communities for people with intellectual disabilities to explore and affirm their gender.

There are no published papers that redirect focus from a paucity of research into the experiences of trans people with intellectual disabilities towards addressing why trans people with intellectual disabilities may choose not to come out in a context of hostility towards transgender identity in disabilities services.

Shortages of personal protective equipment (PPE) across the United States at the start of the COVID-19 pandemic created entrepreneurial opportunities for sewists and makers. In the United States in March and April 2020, masks were not readily available to the general public from existing retailers and PPE for medical use was being rationed for healthcare workers. Sewists and crafters, professionals and amateurs alike, began making and selling and/or donating masks. For individuals with sewing skills and time, sewing and selling masks became a lifeline financially, personally, and socially. To understand the experiences of people who made and distributed handmade masks during the early months of the pandemic in the United States, an interdisciplinary team developed an online cross-sectional survey instrument using a qualitative-dominated approach with both open and closed questions. This chapter explores themes identified from a sample of 94 participants, predominantly female-identifying, who created an enterprise or added a product line to an existing business. The sample includes individuals who did not identify as a ‘creative entrepreneur’ prior to the pandemic but did identify as an entrepreneur after starting a mask-making venture. Informed by entrepreneurship literature, the authors observed that these nascent entrepreneurs articulated recognisable motivations for social entrepreneurship, showed signs of pre-existing entrepreneurial mindsets, and employed business models and marketing tactics of entrepreneurs, largely without any business training. Implications for the study include increased recognition of latent entrepreneurial readiness, interest of women in social entrepreneurship, and higher levels of business knowledge among women than previously recognised.

This case is particularly applicable for use in courses on entrepreneurship, people management, and business strategy. It is intended to give students an overview of a succession planning strategy, and provide insight into the particular challenges facing founders of small businesses as they identify and prepare a successor for the most senior management role. Given the position of Closed Loop as an early mover technology firm in the insurance industry, this case also explores the strategic business considerations. The case therefore offers students detailed, authentic, and practical lessons on leadership through the personal experiences of a founder-CEO in a high performing organisation.

This case is appropriate for students enrolled in postgraduate programmes such as a Master of Business Administration (MBA) and Executive Education programmes. Although the case learnings are transferrable to more general leadership and change management studies, this case will be particularly useful to students with interests in entrepreneurship, leadership in tech startups, and succession planning.

This case tells the story of a small business’ succession plan journey in two parts. Closed Loop is a small insurance software company that is transitioning from a founder-run startup to manager-run company. Case A follows the 55-year-old founder Alex Martin as he performs a measured succession planning analysis that eventually leads him to promote from within the company. Neevan Chattry is the 33-year-old head of business development who has been with the company for ten years and shows promise as a rising leader. Over the course of 18 months, Alex and Neevan embark on a structured preparation and handover process. The case ends in June 2015 with Neevan taking over as CEO and Alex stepping into the role of board chairperson. Case B picks up two years later when Neevan unexpectedly announces that he is resigning as CEO, leaving Closed Loop in a difficult position. In this case, Alex confronts the mistakes he made over the last three years, both during succession planning and Neevan’s tenure as CEO, as well as how digital disruption in the insurance industry affected the business strategy over this period. The case ends with Alex resuming the role of CEO to lead Closed Loop in a reinvention process. Students are left to analyse the decisions taken by the different leaders and how Closed Loop will fair in the future under Alex’s leadership.

Identify the key components of a strong succession plan, including a careful selection process, mentorship of the successor, communication of the change to internal and external stakeholders, and the withdrawal of the outgoing leader; explore the organisational transitions that companies naturally undergo as they grow and enter different phases of operation and the implications of that change for leadership; discuss the compatibility of different leadership traits, styles, and mindsets with the strategic objectives of the company at different points in time; and provide suggestions and recommendations to owners contemplating succession planning in their organisations.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

There is much to think narratively about in the experiences storied by Lulu, Brenda Mary, Jennifer, Jerri-Lynn, Khea, and Lucy of ways their stories to live by rubbed up against narratives constructing them as not “real” teachers. Untangling these experiences shows ways the historically dominant narrative of colonizing Aboriginal people is still shaping intergenerational narrative reverberations, reverberations that weave into the life of each teacher, and as well, into the familial, communal, institutional, and broader provincial landscapes on which each teacher is composing her life.

Communication Solutions (CS), a woman-owned business, experienced fast growth at its inception, and then found itself slowing after the mid-2000s recession. The firm provides consulting services, primarily to government agencies. The owners have brought the business to sales of about $10.5 million in 2012, but revenues declined following that peak year because of cutbacks in government spending and founder Jennifer Madison’s detachment from the business. Even though they recognize that it may not be an ideal time to sell, they are tired of running the business and want to sell now, as long as they can pay off their debts.

This case was researched through multiple interviews with Mark and Jennifer, who provided all of the financial data and background. All financial statements given in the case provide actual CS numbers. The name of the company and the names of the owners have been changed, at their request to disguise the company. At the time this case was written, the owners were in negotiation with a potential bidder, and did not want their names or their company name to be used. Market information and information about comparable companies was researched using publicly available financial data bases.

This case has the potential to be used in a variety of classes, depending on what the instructor wishes to emphasize. The author uses the case as a valuation case in a corporate finance class (suitable for undergraduates or MBAs), allowing students practice in discounted cash flow valuation and comparable multiples valuation. It could be used in an investments class which teaches business valuation, particularly in teaching valuation using market multiples. The case could be used in an entrepreneurial finance class. The author uses this case to illustrate the difficulties of business valuation with messy (but real) data.

This case explores small business valuation and exit strategies for founders. Students can put themselves in the position of small business owners who are ready to exit. Students should value the firm using discounted cash flow and multiples valuation, which includes making assumptions about the future growth of the firm. While there is likely to be reasonable agreement on the “as is” valuation, there may be great variation concerning the assumptions and valuations of the company as it could be. Students can discuss (and implement) adjustments made when using large company comparables to value a much smaller company.

Families conduct their affairs through processes that are built upon those of previous generations and also social capacities such as culture, class, oppression and poverty. The media has played a part in stereotyping the lower classes through their portrayal on the television programmes such as Benefits Street and Jeremy Kyle and tabloid newspaper stories. This chapter is a case study of two families who are at the opposing ends of the social scale, the Horrobin/Carter and Aldridge families. The two families were chosen due to them being linked by marriage in the younger generation. Through the use of genograms, we explore how the families differ in their attitudes towards relationships within their individual families, and also how they relate to each other as separate family groups. Despite the many differences, there are also a number of key similarities, particularly regarding the key females in the families, in terms of family background and snobbery. We also show that there is little family loyalty in the more privileged family and a power differential between the two families (oppressors vs. oppressed) in terms of the crimes committed.