A video of Emily Marriot, from Corbel Construction, and Agata Bulksa, from Kirk Roberts Engineers, taking part in a boxing match as part of the Battle of the Rebuild fight night. The Battle of the Rebuild bought together major construction and engineering companies involved in the rebuild of Christchurch. The event raised more than $169,000 for the Aranui and Linwood College Breakfast Club, the Champion Centre, and the Canterbury Youth Development Programme Trust.
A photograph of two people wearing neon lights. They are standing under The Arcades Project at The Commons, during Light Up Your Life - a youth-focused procession of glowing activity and wearable art. Light Up Your Life was organised by Gap Filler and was part of the public programme for FESTA 2014.
DAVID BENNETT to the Minister of Finance: How is the Government's economic programme helping to keep interest rates lower during this economic cycle, compared to the previous economic cycle in the mid-2000s?
Dr RUSSEL NORMAN to the Minister of Energy and Resources: How much more is an average New Zealand household that uses 8,000kwh of power annually paying for electricity per year as of November 2013 compared to November 2008, according to the Ministry of Business, Innovation, and Employment's latest Quarterly Survey of Domestic Electricity Prices?
Hon DAVID PARKER to the Minister of Finance: What will he do to "spread some of the benefits of growth" when hourly wage rates have only grown by 1.6 percent in the year to December 2013, which is close to 0 percent in real terms, when 45 percent of listed corporates have double-digit profit growth?
JACQUI DEAN to the Minister for the Environment: What recent announcements has the Government made on the classification for drilling for oil and gas in New Zealand's Exclusive Economic Zone?
GRANT ROBERTSON to the Minister of Justice: When she told the House yesterday "I had previously told Oravida that it could not use my name or photograph to endorse or promote its business products or services" when was that and what specific circumstances did it relate to?
COLIN KING to the Minister for Tertiary Education, Skills and Employment: How is the Youth Guarantee Scheme helping the Government achieve the Better Public Services target of 85 percent of all 18-year-olds achieving NCEA Level two or an equivalent qualification in 2017?
CAROL BEAUMONT to the Minister of Women's Affairs: Does she have confidence in the Ministry of Women's Affairs given their 2013 Annual Report shows that six out of seven policy outcomes have stayed the same or gone backwards in the last past year; if so, why?
SCOTT SIMPSON to the Minister for Courts: How is the Government improving the way the Disputes Tribunal works to make it easier for New Zealanders to resolve civil disputes?
Hon TREVOR MALLARD to the Minister of Internal Affairs: What action, if any, has he taken this year to show the Prime Minister that he has met the highest ethical standards required by Section 2.53 of the Cabinet Manual?
ALFRED NGARO to the Minister of Pacific Island Affairs: What steps is the Government taking to lift the skills of Pacific people in New Zealand?
DENIS O'ROURKE to the Minister for Canterbury Earthquake Recovery: Does he accept the conclusion in the Human Rights Commission's report Monitoring Human Rights in the Canterbury Earthquake Recovery that "many people affected by the earthquakes continue to experience deteriorating standards of living and impacts on their quality of life that go beyond the immediate effects of the disaster"?
CATHERINE DELAHUNTY to the Minister of Energy and Resources: Has he had any discussions with any Indian Government Ministers about selling Solid Energy assets?
“much of what we know about leadership is today redundant because it is literally designed for a different operating model, a different context, a different time” (Pascale, Sternin, & Sternin, p. 4). This thesis describes a project that was designed with a focus on exploring ways to enhance leadership capacity in non-government organisations operating in Christchurch, New Zealand. It included 20 CEOs, directors and managers from organisations that cover a range of settings, including education, recreation, and residential and community therapeutic support; all working with adolescents. The project involved the creation of a peer-supported professional learning community that operated for 14 months; the design and facilitation of which was informed by the Appreciative Inquiry principles of positive focus and collaboration. At the completion of the research project in February 2010, the leaders decided to continue their collective processes as a self-managing and sustaining professional network that has grown and in 2014 is still flourishing under the title LYNGO (Leaders of Youth focussed NGOs). Two compelling findings emerged from this research project. The first of these relates to efficacy of a complexity thinking framework to inform the actions of these leaders. The leaders in this project described the complexity thinking framework as the most relevant, resonant and dynamic approach that they encountered throughout the research project. As such this thesis explores this complexity thinking informed leadership in detail as the leaders participating in this project believed it offers an opportune alternative to more traditional forms of positional leadership and organisational approaches. This exploration is more than simply a rationale for complexity thinking but an iterative in-depth exploration of ‘complexity leadership in action’ which in Chapter 6 elaborates on detailed leadership tools and frameworks for creating the conditions for self-organisation and emergence. The second compelling finding relates to efficacy of Appreciative Inquiry as an emergent research and development process for leadership learning. In particular the adoption of two key principles; positive focus and inclusivity were beneficial in guiding the responsive leadership learning process that resulted in a professional learning community that exhibited high engagement and sustainability. Additionally, the findings suggest that complexity thinking not only acts as a contemporary framework for adaptive leadership of organisations as stated above; but that complexity thinking has much to offer as a framework for understanding leadership development processes through the application of Appreciative Inquiry (AI)-based principles. A consideration of the components associated with complexity thinking has promise for innovation and creativity in the development of leaders and also in the creation of networks of learning. This thesis concludes by suggesting that leaders focus on creating hybrid organisations, ones which leverage the strengths (and minimise the limitations) of self-organising complexity-informed organisational processes, while at the same time retaining many of the strengths of more traditional organisational management structures. This approach is applied anecdotally to the place where this study was situated: the post-earthquake recovery of Christchurch, New Zealand.
