Providing space for teacher renewal: the role of the facilitator in school-university partnerships

This article uses the process of a teacher renewal partnership programme to explore the role of the university academic as a facilitator of change. Responses to a series of interview questions relating to change were used to explore and examine the dimensions of the facilitator's role. Facilitators report that the role is complex, often uncertain and requires an understanding of the school and its culture and schools' and teachers' previous experiences in professional development programmes. The findings from this article suggest that an effective facilitator creates, for the teachers involved, a space for discussion, reflection and challenge and that this space provides for and legitimates teacher renewal.

Place-taking and place-making in waterfront renewal, Australia

Waterfront and port zones around the world have long been subject to change, as they have variously been used for trade, waste disposal, leisure and most recently for urban re-imagining, spectacle and lifestyle housing. While such a narrative has been well explored in the urban studies literature, another element of port development – its relation to imperialism and colonisation has not. In the case of colonized countries – such as Australia, but also Canada, the United States and across Africa and Asia – waterfronts were often the entry points of imperial occupancy and key sites for colonial trade and industry. Contestation over how to value and use these sites is integral to their constitution as landscapes, as place taking becomes part of their place making. It will be argued, using case studies drawn from Adelaide and Melbourne in Australia that these sites register a range of culturally-specific imprints connected to the colonisation process. For Indigenous Australians, sea country was indistinguishable from land, but subsequent assessments have seen land demarcated from the ocean, water defiled and obliterated, slums designated but then redeveloped and the Indigenous present rendered benign through its symbolic re-presentation. This post-colonial reading will correlate the divide between land and water with those who have the imperial and class power to define this elemental boundary to add a new dimension to studies of waterfronts.

Becoming an analytics-based organisation : strategic agency in the change process in a retail organisation

The paper examines how the upward and downward strategic influences of the head of the BI unit in the case organization have evolved over time and the BI perspective became legitimate in the organization. The analysis covers a decade long period of time. We engaged in an Action Research (AR) inquiry where the change process was explored through the first-hand experiences of one of the co-authors. The model of the strategic agency of middle managers was applied in the analysis. We analyse the evolution as well as the enablers and constraints of the strategic agency of the head of the BI unit in the case organisation and identify the type of strategic agency exhibited in the case.