Background National and international polices promote the acceptance, integration and inclusion of people with intellectual disabilities into mainstream society. However, there is little systematic research into general population attitudes towards people with intellectual disabilities, and even less research, which considers the impact of culture on attitudes. The aim of this study was to explore how young people from White British and South Asian backgrounds differ in their attitudes towards people with intellectual disabilities and above all, how they arrive at their beliefs. Materials and Method A qualitative design utilizing focus groups and individual interviews with White British and South Asian adolescents aged 16-19 years (N = 61) was employed. Questionnaire data were collected to compare this sample to findings from a larger study run concurrently (Attitudes to people with intellectual disabilities: a cross cultural study. Thesis, University College London). Interview and focus group data were analysed using thematic analysis. Results Thematic analysis yielded five themes and pointed to widespread confusion about the concept of 'intellectual disability', not helped by the continuing invisibility of people with intellectual disabilities in the media. Participants expressed many positive beliefs, yet closer analysis revealed that underlying these may be more ambivalent or even hostile attitudes. Key differences between the two cultural groups are discussed. Conclusions The findings highlight the need for raising public awareness and the importance of culturally sensitive support.
This paper evaluates whether Reflecting Team Practices (RTP) are a helpful tool to a team (i) undergoing change and (ii) to facilitate staff being heard across the hierarchy. We hypothesised that RTP would enable staff to speak and be listened to, in relation to their experiences of organisational restructuring. We offered three team away‐day and follow‐up processes. Due to the paucity of systematic research in this area, we designed a qualitative process, utilising individual interviews with four team members aged 30–59 years. Interview data were analysed using thematic analysis. Thematic analysis yielded seven themes, which enabled understanding of our team’s experiences of separating talking and listening. It has also led to wider changes in our teams functioning and our communication with other parts of the organisation in which we work. The results are very limited due to the small sample size, but further research in this area is warranted.
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