Suchergebnisse

This article reports on the experiences of a community-university research partnership with young people's arts organisations that disseminated their collaborative work on resilience at a Research Showcase event held in Cardiff in June 2014. Through interviews with the young people and their collaborators, and critical reflection on our collective experiences, this article identifies some of the challenges and logistical issues that were encountered in the planning and implementation of the creative 'Resilience House' exhibit. We argue that the not often discussed nitty-gritty of this work needs to be brought to the foreground to help make collaborative research meaningfully inclusive if ideals of 'cross-connection' and a 'new public knowledge landscape' are to be realised. For example, we identify the potential developmental benefits to young people (rather simply framed as 'participants') of being involved in research dissemination, but that factoring in time, shaping expectations of all contributors, training contributors to speak to the public about their work, ensuring appropriate sub-forums are constructed and attended, discussing different cultures of language and ensuring basic needs are met are key foundations that need to be built on in future collaborative dissemination activity.

In the absence of empirical and conceptual considerations of the negotiation of leadership in teams doing community-based research, this article adds to the leadership literature by offering a critical reflection on positioning and collaborative teams in the context of one interdisciplinary, co-productive, cross-generational and international research project. The project focused on youth and community resilience to drought in South Africa. Fourteen co-researchers reflected on their experiences of leadership within the project, using a collectively developed questionnaire. Findings uniquely highlight wider ethical considerations when youth and novice researchers are included in research teams. A strong emphasis on cultural responsiveness was found; with local and culturally led leadership seen to positively influence both processes and outcomes. Reflections suggest collaboration may be approached as an "ethos" and aided by transformational leadership theories and methodologies. Findings may be especially relevant to research teams, funders, and ethical bodies.