Structural carpentry in medieval Ireland: continuity and change

The study of medieval carpentry is probably one of the most neglected aspects of archaeological research in Ireland. The principal difficulty is the nature of the evidence, in that timber, unless the conditions are right, rarely leaves a trace above ground. The problem is further exacerbated by the fact that not a single medieval timber-framed building has survived in Ireland. Nevertheless, in recent years, in addition to the medieval roof of Dunsoghley, which up to quite recently was thought to be the only surviving roof structure in Ireland, a further eight medieval roof structures have been identified. Furthermore, an extensive corpus of early medieval mills, with evidence for advanced Roman carpentry techniques, has been excavated, while evidence for Viking houses, on what is probably the largest extant Viking settlement in Europe, have also been recovered. Although post and wattle structures dominate the archaeological record of the Viking period, nevertheless, it will be shown that the Roman tradition of carpentry, evidenced in the early medieval mills from the early seventh century, continued in use in the wider Gaelic community. And it is one of the pivotal points of this study, that with the takeover of Dublin by the Gaelic Irish in the late tenth century, this Roman carpentry tradition was gradually assimilated into the carpentry tradition of the Viking towns, which were now largely inhabited by a mixed population of Hiberno-Norse. Evidence for this Gaelic influence can be seen not only in the gradual replacement of the Viking post and wattle house by timber houses with load-bearing walls, but more importantly by the evidence for waterfront structures founded on baseplates with mortise and tenoned uprights on the pre-Norman waterfront in Cork. Furthermore, it will be shown, that the carpentry techniques used to build the Wood Quay revetments, shortly after the Anglo-Norman conquest in AD 1170, supports this contention.

Leader's reflections on knowledge, knowing and not knowing: an analysis of change over time

One commonality across the leadership and knowledge related literature is the apparent neglect of the leaders own knowledge. This thesis sought to address this issue through conducting exploratory research into the content of leader’s personal knowledge and the process of knowing it. The empirical inquiry adopted a longitudinal approach, with interviews conducted at two separate time periods with an extended time-interval between each. The findings from this research contrast with images of leadership which suggest leaders are in control of what they know, that they own their own knowledge. The picture that emerges is one of individuals struggling to keep abreast of the knowledge required to deal with the dynamics and uncertainties of organisational life. Much knowledge is tacit, provisional and perishable and the related process of knowing more organic, evolutionary and informal than any structured or orchestrated approach. The collective nature of knowing is a central feature, with these leaders embedded in networks of uncontrollable relationships. In view of the indeterminate nature of knowing, the boundary between what is known and what one needs to know is both amorphous and ephemeral, and the likelihood of knowledge-absences is escalated. A significant finding in this regard is the identification of two critical points where not-knowing is most likely (entry and exit from role) and the differing implications of each. Overtime the knowledge that is legitimised or prioritised is significantly altered as these leaders replace the dogmas that were previously held in high esteem with the lessons from their own experience. This experience brings increased self-knowledge and a deeper appreciation of the values and morals instilled in their early lives. In view of the above findings, this study makes theoretical contribution to a number of core literatures: authentic leadership, role transition and knowledge-absences. In terms of leadership development, the findings point to the necessity to prepare leaders for the challenges they will encounter at the pivotal stages of the leadership role.