Transitional Communities and Social Reconnection

Curle, Adam; Trist, Eric

doi:10.1177/001872674700100206

Cited by 22 publications

(4 citation statements)

References 4 publications

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“…Failure to achieve resolution could mean continuing frustration and a possible decision to leave. Some have extended the U-curve to a 'W-Curve Hypothesis' to include the post-return adjustment period when the person moves back into the home culture (Adler, 1981;Berry, 1985b;Bochner, Lin and McLeod, 1980;Brislin, Cushner, Cherrie and Yong, 1986;Brislin and VanBuren, 1974;Curie, 1973;Gullahom and Gullahom, 1963;Hertz, 1981;Martin, 1984 Figure 1. Generalized U-curve of adjustment to a new culture over time scales based on self-reports of symptom intensity and duration (Calhoun, 1977;Kron, 1972;Ruben and Kealey, 1979;Zapf, 1989).…”

Section: The U-curvementioning

confidence: 99%

Cross-cultural transitions and wellness: Dealing with culture shock

Zapf¹

1991

Int J Adv Counselling

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Cross-cultural communication has emerged as a major concern for the helping professions in our multicultural society. Much has been written about recognizing the cultural biases inherent in all problem-solving and development models as well as improving communication between cultural groups. There are some situations, however, where culture itself is the problem rather than simply a communication obstacle to be overcome between client and worker. Counsellors may encounter persons who have been uprooted and transplanted, victims of culture shock, 'casualties of intercultural mobility' (Draguns, 1981, p. 11). This paper examines the unavoidable stress experienced when a person moving to a new culture finds that familiar cues from home are suddenly replaced with strange, ambiguous, and unpredictable cues in the new setting. A 'U-Curve' pattern of adjustment is offered as a conceptual framework for understanding the stressful period of adjustment in a new culture, and several predictor variables are advanced which may influence the degree of culture shock and recovery reported by individuals. The paper concludes with an overview of strategies for wellness, suggestions for promoting adjustment and learning in a new culture. CultureMore than simply a set of customs, culture constitutes a way fully characteristic of organizing life, of thinking and of conceiving the underlying postulates of the principal human institutions, of relating to and interacting with other intelligent human beings. It influences our way of experimenting with the universe, providing a combination of intermediate patterns which channel our feelings and thoughts, making us react in a particular way, different from those who have been submerged in different pattems (Gutierrez, 1973, p. 17).A culture can be understood from this perspective as a network of shared meanings that are taken for granted as reality by those interacting within the network. This view of culture proposes that a community of people tend to construct a common model or map of the world derived from their shared experiences and then use these pre-determined categories as a background or

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Section: The U-curvementioning

confidence: 99%

Cross-cultural transitions and wellness: Dealing with culture shock

Zapf¹

1991

Int J Adv Counselling

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“…Not unexpectedly these 13 articles also represent the highest and most consistently well-cited publications with a mean citation count of 316 ( SD = 57) compared with a mean of 136 for the whole sample ( SD = 48), suggesting the extent of the impact on the field of this set of articles despite its size. By way of comparison of this impact on change research that followed, the most highly cited article in this set is Lewin (1947, mean = 1,647), which dwarfs the five other articles published in the same issue of Human Relations (mean = 31, SD = 22), of which the next highest cited article is Curle and Trist (1947) with 75 citations. A one-way analysis of variance supported this ratio-based patterning indicating a significant effect of year of publication on overarching themes, F (4, 803) = 6.60, p < .001, and on specific themes, F (29, 293) = 2.52, p < .001, suggesting that, as expected, the growth in publication is grounded in a temporal effect.…”

Section: Resultsmentioning

confidence: 99%

Shaking Fruit out of the Tree

Schwarz

2012

The Journal of Applied Behavioral Science

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This article moves beyond descriptives of how we "do" change in a test of whether there is an empirical basis for knowing where in its life cycle is organizational change research. Questioning typical assumptions about change, it indicates what progress in the field looks like by plotting the patterning of temporal effects and life cycle in articles published in eight journals between 1947 and 2008 (n = 473). Findings indicate that the publication of more on change has not equated with more developed knowledge. As a community, change researchers are overwhelmingly focused on the most conservative type of progress, resulting in research that replicates rather than extends or develops, which ranks fairly low on a knowledge development scale. This illusion of knowledge development is described and explained by researcher reliance on existing idea mobilization and on belief prisons. The article concludes with discussion of implications for research and publishing practice. Keywords organizational change, knowledge development, temporal effect In 1963, Edmund Gettier published a short article about the conditions necessary for a person's belief to become knowledge, presenting knowledge as "justified true belief." He describes two cases in which a person has, for a given proposition P, validly Schwarz 343 inferred from some other proposition which the person was justified in believing, but which was, in fact, false. Based on this interpretation, Gettier claimed that a person may have a belief without actually having knowledge. Earlier, in 1956, George Miller wrote about the limits of such information transmission. He argued that the span of absolute judgment and the span of immediate memory are imperfect, imposing limitations on the amount of information a person is able to receive, process, and remember. This knowledge limitation, he wrote, can only be resolved by chunking information into manageable sequences. Spawning intense debate, both articles highlighted restrictions to the ways that knowledge is cultivated and progresses. With these lessons as its stimulus, this article explores how knowledge about change has developed in organizational change research by considering what progress in a field looks like. Traditionally, guided by an interest in discovery, we have come to expect that knowledge in the social sciences develops along a typical trajectory: Knowledge grows as it is created, tested, and disseminated, before this rate of growth slowly declines as new or disruptive ideas are introduced. But is this assumption accurate for organizational change research? Put differently, is there an empirical basis for knowing where organizational change research is in its life cycle? The value of asking this framing question is that it recognizes that we cannot fully appreciate the significance of a particular organizational or social variable without understanding how it got there. Given previous debate in the social sciences assuming paths of discovery and evolution (Maguire, 1973; Maturana & Varela, 1987), the questio...

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“…But some seeds had been sown, and later a much larger reorganization of the whole hospital was attempted by more senior staff along similarly consensual lines, in an attempt to revitalize impoverished social relationships connected with neurosis. 31 The success of this was carried over by T. F. Main to the development of post-war 'transitional communities', 32 designed to reintegrate services personnel into their post-war society, and eventually to Cassel Hospital, where Main became medical superintendent in 1947.…”

Section: History Of the Therapeutic Communitymentioning

confidence: 99%

Innovation in Social Policy – the Case of the Therapeutic Community

Manning¹

1976

J. Soc. Pol.

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Students of social policy have studied in some depth the fate of new ideas when they came close to inclusion in new policies, and especially new legislation. Less attention has been paid to the process whereby new ideas are generated, and the impact of advocacy on the future of simultaneous but independent innovation. Here, the therapeutic community, developed during the last war in response to largely neurotic difficulties in military personnel, is examined as a case study of innovation, and of the fate of innovation as a result of official support, and enthusiastic proselytization by committed practitioners.

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Transitional Communities and Social Reconnection

Cited by 22 publications

References 4 publications

Cross-cultural transitions and wellness: Dealing with culture shock

Cross-cultural transitions and wellness: Dealing with culture shock

Shaking Fruit out of the Tree

Innovation in Social Policy – the Case of the Therapeutic Community

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