Description: What does it mean, and what does it cost, to make a complaint? This question is at the heart of Sara Ahmed’s research into institutional power and forms the basis of this lecture. Ahmed has embarked on a new research project, outside institutional academia, that was sparked by the bruising experience of trying to improve the university’s complaints process. Her new study, drawing on oral and written testimony from dozens of complainants, has much to teach us about the structures and mechanisms of institutional power. It’s a timely topic during this moment of reinvigorated feminism and reports of systemic harassment on Australian university campuses.
CONTENT WARNING: Some of the case studies involve descriptions of sexual harrasment and sexual assault.
What's the evidence base for this resource: In 2016 the acclaimed British-Australian academic resigned from her prestigious post as Professor of Race and Cultural Studies at Goldsmiths, University of London. Her resignation was in protest against the university’s failure to address the problem of sexual harassment. This lecture presents findings from her subsequent ongoing research with people who have made complaints in University settings.
Potential uses and limitation: While Ahmed's research focussed on Universities, the themes are relevant to any large institutions that involve hierarchical structures and power imbalances between staff members. It raises crucial questions about the limitations and pitfalls of institutional complaint mechanisms, and how the person raising the complaint is often let down or, worse, targetted for further mistreatment.
Where it comes from: Lecture presented at the Wheeler Centre, Melbourne 2018.
Description: The (US based) Resiliency Project engaged researchers, educators, and
practitioners from the child abuse field in a collaborative effort to
develop, implement, and evaluate an organisationally based program to
build resiliency in staff and volunteers. Twelve service organisations participated in the project.
Key to the project were the pilot "resiliency coaches" who evaluated all training and technical assistance products related to the organisational program model.
The model identified 5 key themes- self-knowledge and insight, sense of hope, healthy coping, strong relationships, and personal perspective and meaning- that can be promoted in the culture of organisations.
What's the evidence base for this resource: Evaluation conducted by the Institute on Domestic Violence and Sexual Assault (IDVSA) at the University of Texas School of Social Work.
Potential uses and limitation: It includes
examples of specific interventions implemented under the categories of
Policy, Supervisory Technique, and Competency-based Training. There are a range of training and reflection exercises that could be useful in supervision contexts. Suggested practice examples range from personal reflections, through to policies that promote staff well being.
Where it comes from: Institute on Domestic Violence and Sexual Assault (IDVSA) in the Center for Social Work Research, School of Social Work
Description: A clearly described set of communication principles aimed at promoting transparency and shared power in decision making.
What's the evidence base for this resource: Based on practice experience/wisdom the organisation. The guidelines are explicitly based on an
ethical commitment to respectful communication, rather than a positivist
evidence based or clinical approach.
Potential uses and limitations: A simple, useful guide where communication from leadership, or within teams, is identified as a problem.
Where it comes from: Developed by the Vermont Network Against Domestic and Sexual Violence .
The guidelines have been made available by the US VTT site