Radical Correctional Reform: A Case Study of the Massachusetts Youth Correctional System

1974 ◽  
Vol 44 (1) ◽  
pp. 74-111 ◽  
Author(s):  
Lloyd Ohlin ◽  
Robert Coates ◽  
Alden Miller
Keyword(s):  
Relative Effectiveness ◽  
Radical Change ◽  
Law School ◽  
Youth Services ◽  
Community Based ◽  
Treatment Services ◽  
Institutional Treatment ◽  
Traditional Training ◽  
Training Schools

The authors raise three principal questions. First, what part should traditional training schools play in providing treatment for youthful offenders? Second, what is the relative effectiveness of community based in comparison to institutional treatment services for juvenile delinquents? Third, what problems arise in undertaking a radical change in policy and program from institution to community based services? To answer these questions, the Center for Criminal Justice at the Harvard Law School is evaluating the reforms undertaken by the Massachusetts Department of Youth Services since 1969. This article offers a preliminary report and description of the problems and progress of these reforms through three phases: the emergence of a mandate for reform, the reform of institutional treatment,and the move from institutions to community corrections. Interviews with staff and youth so far indicate a positive response of youth to the new programs.

Deinstitutionalization's Throwaways: The Development of a Juvenile Prison in Massachusetts

1981 ◽  
Vol 27 (4) ◽  
pp. 468-476
Author(s):  
Ronald E. Vogel ◽  
Edward A. Thibault
Keyword(s):  
Juvenile Offenders ◽  
Youth Services ◽  
Community Based ◽  
Maximum Security ◽  
Maximum Security Prison ◽  
Secure Care ◽  
Community Based Programs ◽  
Training Schools ◽  
Juvenile Prison ◽  
New System

With its deinstitutionalization of juvenile offenders in the early 1970s, the Department of Youth Services in the state of Massachusetts de veloped the reputation of being extremely progressive. However, the label progressive does not characterize all forms of juvenile correction under the new system. In the midst of deinstitutionalization, a small maximum-security prison was developed for juvenile offenders who could not be treated in any of the community-based programs de signed to replace the training schools. Despite all the therapeutic jargon and liberal claims relating to secure care, the Worcester Secure Treatment Program was and remains a prison. Attempts to impose concepts of treatment in this maximum-security, custodial setting have led to conflict and confusion in objectives, with unfortunate re sults.

Transitioning Business for a Circular Economy

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Susan EVANS
Keyword(s):  
Professional Practice ◽  
Circular Economy ◽  
Radical Change ◽  
Virtual Space ◽  
Professional Experience ◽  
Operational Model ◽  
New Vision ◽  
To Come ◽  
Space Requirements

This case study explores the strategic business opportunities, for Lane Crawford, an iconic luxury department store, to transition in a circular economy towards sustainability. A new experimentation framework was developed and conducted among cross departmental employees, during a Design Lab, with intention to co-create novel Circular Economy business concepts towards a new vision: the later was a reframe of the old system based on the principles of sustainability; to move beyond a linear operational model towards a circular economy that can contribute to a regenerative society. This work draws on both academic and professional experience and was conducted through professional practice. It was found that innovative co-created concepts, output from the Design Lab, can create radical change in a circular economy that is holistically beneficial and financially viable; looking forward to extract greater value a)Internal organization requires remodeling to transform towards a circular economy; b)Requirement for more horizonal teams across departments vs solely vertical; c)New language and relationships are required to be able to transition towards a circular economy; d)Some form of physical and virtual space requirements, for cross-disciplinary teams to come together to co-create; e)Ability to iterate, learn and evolve requires agency across the business

The Islamic Integrated Model for Drug Addict Treatment and Rehabilitation on Kratom Use Among Muslim Adolescents: A Case Study in Krabi Province, Thailand

2019 ◽  
Vol 10 (5) ◽  
pp. 479-487
Author(s):  
Sawpheeyah Nima ◽  
◽  
Yupa Somboon
Keyword(s):  
Group Discussion ◽  
Integrated Model ◽  
Drug Addict ◽  
Community Based ◽  
Program Leaders ◽  
Depth Interview ◽  
Religious Learning ◽  
Chief Officer ◽  
Islamic Faith

There are several medical drug addict treatment methods used by physicians and other health professionals worldwide. The community-based treatment and care for drug use and dependence have increased in popularity. However, little is known about whether or how Islamic spirituality model could be incorporated into formal treatment in the Muslim community. This study aimed to explore the Islamic integrated model for drug addict treatment and rehabilitation on Kratom use among Muslim adolescents in Krabi Province, Thailand. The focus group discussion and in-depth interview were carried out in chief officer, the staff of treatment service volunteers, program leaders, and families and friends of addicts during October 2017-December 2018. The results revealed that the implementation of integrated Islamic religious learning in the drug therapy session to grow the spiritual religiosity and lower relapse among Muslim youth who were previous kratom addicts. The Islamic faith-based treatment model could be declared the evidence of kratom recovery in community level.

Towards Training Librarian 2.0 through A Community-based Participatory Group Project: A Case Study

2013 ◽  
Author(s):  
Lu Xiao ◽  
Trina Joyce Sajo
Keyword(s):  
Participatory Approach ◽  
Group Project ◽  
Community Based ◽  
Design Decisions ◽  
Etude De Cas ◽  
Étude De Cas ◽  
User Centered

Librarian 2.0 adopts user-centered approach. This paper reports the case study of a community-based participatory approach for training librarian 2.0. The findings suggest that this approach allows the students to practice user-centered interactions, identify and integrate the user’s needs into design decisions, and develop ways of collecting the user’s feedbacks.Les bibliothécaires 2.0 adoptent une approche centrée sur l’utilisateur. Cet article présente une étude de cas sur une approche participative et communautaire visant à former les bibliothécaires 2.0. Les résultats suggèrent que cette approche permet aux étudiants d’interagir avec les usagers, d’identifier les besoins, de les intégrer dans leur processus décisionnel et de développer des moyens de recueillir les commentaires des usagers. 

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

scholarly journals Forging Political Cadres for Re-Peasantization: Escuela de Acción Campesina (Spain)

2021 ◽  
Vol 13 (7) ◽  
pp. 4061
Author(s):  
David Gallar-Hernández
Keyword(s):  
Food Sovereignty ◽  
Participant Observation ◽  
Training Process ◽  
Ethnographic Interviews ◽  
Participatory Workshop ◽  
Global North ◽  
Training Schools ◽  
Ethnographic Methodology ◽  
La Via Campesina

Bolstering the political formation of agrarian organizations has become a priority for La Vía Campesina and the Food Sovereignty Movement. This paper addresses the Spanish case study of the Escuela de Acción Campesina (EAC)—(Peasant Action School), which is a tool for political formation in the Global North in which the philosophical and pedagogical principles of the “peasant pedagogies” of the Training Schools proposed by La Vía Campesina are put into practice within an agrarian organization in Spain and in alliance with the rest of the Spanish Food Sovereignty Movement. The study was carried out over the course of the 10 years of activist research, spanning the entire process for the construction and development of the EAC. Employing an ethnographic methodology, information was collected through participant observation, ethnographic interviews, a participatory workshop, and reviews of internal documents. The paper presents the context in which the EAC arose, its pedagogical dynamics, the structure and the ideological contents implemented for the training of new cadres, and how there are three key areas in the training process: (1) the strengthening of collective union and peasant identity, (2) training in the “peasant” ideological proposal, and (3) the integration of students as new cadres into the organizations’ structures. It is concluded that the EAC is a useful tool in the ideological re-peasantization process of these organizations.

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