How did the film help you reflect on your personal traits such as adaptability, openness to change, creativity, or resilience especially when working in shifting paradigms?

Joel Barker emphasises how paradigms shape how we see the world.
What insights did you gain about your own perceptual biases, assumptions, or blind spots?
How can you sharpen your perception to see new opportunities rather than remain stuck in old patterns?

How did the movie influence your outlook towards change, uncertainty, or innovation?
Which part made you realise the importance of maintaining a positive, flexible, or growth-oriented attitude?

What motivational lessons did you draw from paradigm shifts especially about taking initiative, questioning existing norms, and continuously upgrading your skills?

2. Why the IBDP exams move from written to online?

3. How online exams can benefit the students for future?

2. The Effect of Award systems on Health And Safety Performance: A case Study on Trident Marine Ltd "

2. How effective is the current Fatigue Risk Management System (FRMS) in identifying, mitigating, and monitoring fatigue-related risks in Dubai Metro operations?

3. What human factor indicators (reaction time, alertness, decision-making accuracy) are most affected by fatigue in rail operators?

4. How do shift patterns (night shifts, long hours, rotating schedules) influence safety-critical performance among rail operators?

5. What organisational, environmental, and personal factors increase human error likelihood in safety-critical tasks in the UAE rail context?

2. What sense-making mechanisms (framing, storytelling with data, routines, relationships) enable or hinder the translation of policy/data into practice?

3. Under what conditions (culture, time, structures, PLD supports) does sense-making lead to sustained instructional change?

1. How do teachers and leaders experience and interpret data-driven coaching in a high-accountability (ADEK/MAP) environment?

2. Which micro-processes and conditions (e.g., feedback quality, relational trust, protected time, PLD design) enable the translation of coaching into changed classroom practice?

3. In what ways do changes in practice connect to evidence of improvement (observation rubrics, work scrutiny, MAP/internal data) over time?

2.What do you see as leadership support ?

3.How do you feel supported by your leader( manager )

4

Research Proposal Questions

1. Risk Identification

   • What occupational and environmental conditions most significantly contribute to infectious disease transmission in construction projects?

2. Impact Evaluation

   • How do infectious disease outbreaks influence workforce productivity, project delivery timelines, and financial performance in high-risk construction environments?

3. Framework Integration

   • How effective is the integration of ISO 45001 and ESG principles in reducing infectious disease risks on construction sites?

4. Cultural & Behavioral Dimensions

   • In what ways does safety culture transformation affect compliance with infectious disease prevention measures among construction workers and management teams?

5. Innovation & Future Preparedness

   • How can emerging technologies (IoT, AI, BIM) be leveraged to enhance infectious disease monitoring, prevention, and resilience in construction projects?

• Adaptability: How well you adjust to new situations.

• Openness to change: Your willingness to embrace new ideas or approaches.

• Creativity: Your ability to think innovatively.

• Resilience: Your capacity to recover from challenges.

• Shifting paradigms: Working in environments where norms or frameworks are changing.

• They were approachable but not pushy — I didn’t feel pressured, just helped.

• They actually listened to what I needed instead of jumping straight into a sales pitch.

• They knew the product well and explained things clearly, which built trust.

• They were honest about alternatives and even pointed out limitations, which made them feel credible.

• Their attitude was friendly and respectful, making the whole experience comfortable.

That combination made the purchase feel like my decision, not something I was talked into.

• They were too pushy, which made me feel rushed instead of supported.

• They didn’t listen to my needs and kept recommending things that clearly didn’t fit.

• They seemed uninterested or distracted, which gave the impression they didn’t care.

• They lacked product knowledge, so my questions weren’t answered confidently.

• They focused only on closing the sale, not on helping me make the right choice.

It made the experience uncomfortable, and I ended up walking away—even though I might have bought otherwise.

The research work presented in the movie introduces a paradigm shift by challenging existing beliefs and traditional approaches within its field. Instead of accepting established norms, the research reframes the problem and offers a new way of thinking that changes how the issue is understood and addressed.

Firstly, the research shifts the focus from conventional methods to a more innovative, evidence-based approach, demonstrating that previous practices were either incomplete or inefficient. This change encourages researchers and practitioners to question long-standing assumptions and adopt more critical and analytical perspectives.

Secondly, the work promotes interdisciplinary thinking, combining knowledge from different fields to solve complex problems. This shift broadens the scope of research and opens new pathways for future studies, moving away from isolated or narrow viewpoints.

Finally, the paradigm shift lies in its practical impact. The research not only advances theory but also influences real-world applications, policies, or practices, proving that research can be transformative rather than merely descriptive.

Overall, the paradigm shift brought by this research work is its ability to redefine existing frameworks, inspire innovation, and set a foundation for future advancements in the field.

What does this finding mean?
Why do you think this result occurred?
How does it relate to academic literature or theory?
What managerial or industry insight emerges from this finding?

Copy paste this and write your answers Research Topic: (Write your research topic)

Findings:

Interpretation:(Explain meaning of the finding)

Link to Literature/Theory:
(Mention theory, model, or research study supporting or contradicting finding)

Managerial Insight:
(Explain business or organizational application)

What Your Study Found: (Your unique or contextual insight)

What Makes Your Study Original: (Explain novelty, new model, or industry application)

Key Finding:
(State major finding related to the question)

Conclusion Statement:
(Provide final interpretation and closure)

Implementation Strategy:
(How should it be done?)

Expected Outcome:
(What improvement will result?)

A finding is something you discover or learn from your research, survey, analysis, or investigation.

In my research project:
Finding  “Engineering controls were the most effective way to reduce infection risk.”

• Engineering controls (ventilation, filtration, UVGI) are proven to be the most effective in reducing airborne infectious disease transmission.

• Compliance improves when leadership, communication, and training are strong.

• Most prior research is based on healthcare or fixed facilities, not dynamic construction sites.

What Your Study Found (Researcher Unique Insight)

• IPC can be systematically integrated into construction OHSMS by aligning it with ISO 45001 processes (risk assessment, operational control, performance monitoring).

• Engineering‑first controls (ventilation, filtration, CO₂ monitoring, UVGI) provide the strongest risk reduction.

• Leadership visibility, multilingual communication, and competency‑based training significantly influence compliance in construction settings.

• Gaps exist in commissioning protocols, IRMM triggers, air‑quality KPIs, and consistent IPC governance, despite high self‑reported compliance.

What Makes Your Study Original (Novelty & Industry Application)

• First construction‑specific IPC framework aligned with ISO 45001 and informed by ASHRAE Standard 241.

• Converts global standards into practical tools: CO₂ Monitoring SOP, IRMM policy, Building Readiness checklist, and dashboards.

How can Infection Prevention and Control (IPC) be effectively integrated into ISO 45001 within construction environments?

Key Finding:

Engineering‑first controls—such as ventilation, upgraded filtration, UVGI, and CO₂ monitoring—are the strongest predictors of reduced infection risk, and their effectiveness increases when supported by strong leadership, communication, and multilingual training.

Conclusion Statement:

The study concludes that IPC can be seamlessly embedded into ISO 45001 by combining verified engineering controls with leadership‑driven behavioural reinforcement. This integrated approach strengthens compliance, improves workforce protection, and enhances organisational resilience in dynamic construction settings.

EHS Leadership and Psychosocial Safety Climate in UAE Financial Institutions

Findings

From the interviews, it became clear that leadership plays an important role in shaping how employees understand and experience health and safety in the bank. Most participants did not talk about physical risks. Instead, they focused more on stress, workload pressure, communication during change, and how supported they feel by their managers.

Interpretation

This suggests that in a banking environment, health and safety is more about psychological wellbeing than physical protection. Leadership seems to act as a bridge between policy and real employee experience. Even if policies exist, employees judge safety through daily interactions with their direct managers.

Link to Literature / Theory

The findings are generally consistent with transformational leadership theory, which explains how supportive and motivating leaders positively influence employee attitudes. It also reflects Edmondson’s concept of psychological safety, where employees perform better when they feel safe to speak up.

Implementation Strategy- Implement these measures by updating ISO 45001 risk assessments, commissioning HVAC systems, and assigning supervisors to monitor CO₂ and air‑quality KPIs.

Expected Outcome- This will reduce transmission risk, improve worker safety, and strengthen overall organisational resilience.

Key Finding

The study found that leadership has a strong influence on how employees understand and experience health and safety in the banking environment. While there are limited physical risks in banking, employees highlighted psychological pressures such as workload, regulatory demands, and digital transformation….

 Financial institutions should extend their understanding of EHS to include psychosocial risks such as stress and workload pressure. Leadership development programs should integrate wellbeing and communication training as part of EHS strategy.

Implementation

· Introducing leadership workshops on psychological safety and stress awareness

· Embed wellbeing indicators into management KPIs

· Establish structured communication frameworks during transformation projects

· Create confidential feedback channels for employee wellbeing concerns

 Expected Outcome

These actions are expected to improve employee engagement, reduce stress-related risks, strengthen safety climate perception, and enhance overall organizational performance. Over time, this may also support regulatory compliance and reduce turnover linked to burnout.

RQ: What is the impact of Fairgreen International School’s MDM (Mobile Device Management) policy on teaching, students laptop use and student learning experience ?

Findings:

The impact of MDM on the teachers was mixed but it was mostly negative for the students.

Interpretation:

MDM did help in managing classroom distractions for the teachers but it has increased the workload of the teachers. There is pedagogy degradation as many high quality tools are not accessible. Use of ChatGPT did not go down as students used it at home. Students' research skills have been limited as they can access only Britannica. For the academically motivated students of grade 11-12, it is a communication of suspicion. MDM rather than enhancing learning has actively impaired learning. 

Link to Literature/Theory:

ICT did help the students to get easy access to information as stated by (Olele, 2013). Cyber safety policies in most of the schools in UAE were reactive and not integrated pedagogically.(Siyam and Hussain, 2021). María Ángeles Pérez-Juárez (2023) rightly pointed out that social media and messaging was a major source of distraction.  Most of the literature doesn't talk about the impacts on the students. Only part they say it limits creativity and critical thinking. Anthony Giddens Structuration Theory was used and it supports the findings.  

Managerial Insight:
MDM installation needs to align with the school mission, need to have a different approach for different age groups and have proper change management techniques in place.

Key Finding: MDM was successful in keeping them away from unwanted sites but failed to make the students productive.

Conclusion Statement: MDM is a safeguarding success but not pedagogical one.

Key Finding:
Staff who experienced clear communication, leadership support, and opportunities for participation reported higher motivation, confidence, and willingness to adjust their work practices. Overall engagement scored high (M = 4.17, SD = 0.88).

Conclusion Statement:
Effective change management practices significantly enhance staff engagement, demonstrating that transparent communication and participatory leadership are critical for fostering readiness and positive attitudes toward organizational change in educational settings

Implementation Strategy:

1. Transparent Communication: Share timely updates and rationales for changes through emails, staff meetings, and digital noticeboards.

2. Staff Involvement: Create committees or feedback channels to involve teachers and administrative staff in planning and decision-making.

3. Professional Development & Support: Offer workshops, coaching, and guidance to help staff adapt to changes; provide mentoring and wellbeing support.

4. Recognition & Motivation: Celebrate small wins and acknowledge contributions to maintain morale and commitment.

Expected Outcome:

• Higher staff engagement, motivation, and confidence in adapting to changes.

• Improved collaboration and teamwork across teaching and administrative staff.

• Enhanced organizational readiness for future changes and more effective implementation of school initiatives.

• Shifting from optimizing current practices to redefining how problems are framed

• Moving from past-success thinking to future-oriented anticipation

• Questioning dominant assumptions in my field instead of reinforcing them

• Encouraging them to recognise their current paradigms

• Identifying early signals of change at the “fringes”

• Asking the paradigm shift question: What is impossible today that would fundamentally change our business?

• Preventing “paradigm paralysis” (the disease of certainty)

• Examine the “rules” I have learned from professional practice and identify which may limit new thinking

• Avoid assuming that past success guarantees future effectiveness

• Remain open to data that challenges my expectations

• Look at problems from the “edge” rather than only from the centre of established thinking

• Ask the paradigm shift question: What is impossible today in this field, but if achieved, would fundamentally change it?

• Recognise their existing paradigms and hidden assumptions

• Avoid paradigm paralysis (the disease of certainty)

• Identify early signals of change at the “fringes”

• Ask strategic questions about what seems impossible today

• Prepare for shifts that could redefine their industry

Kodak experienced multiple disruptions as a world pioneer in film production and is a case study on its own. Management has seen the emerging social media trend and decided to buy Ofoto, Facebook's predecessor. What a brilliant strategic move one could say!

However, they bought Ofoto as they believed back then that people could print out their uploaded photos on Kodak's photo paper!

What is worth noticing is their willingness to disrupt themselves, they got so close to the new era but once again failed to conceptualize the new digital era.

Referrring to Barker's "Going back to Zero" effect which applies to the established organizations, the current successs is not to be celebrated but to alarm, that you are being identified, analyzed and potentially a threat would arise that would find you "Paralyzed".

Blockbusters was once a market leader, when Netflix proposed them a buy-out they showed them the door. In the years to follow Netflix became the world leader in live streaming and Blockbuster a case to remember.

Consider the race of sustaining innovations between Iphone and Samsung. Where does it lead them? As they integrate more and more faetures in the race to stay relevant, and maintain their market shares, they both climb up the price ladder. We have reached the point where a phone price is equivalent to more than one monthly salary of new entrants in the labor market in Europe.

As the phone has become a sophisticated tool, both companies have created a huge uneserviced gap downstream. This gap is the window for new entrants, initially start-ups and/or new-entrants with simplified low featured product alternatives at considerable lower prices. They initially absorb the unserviced market segment, while being however snobbed by the users of the incumbents, until the a part of these users turn a positive eye as the gap widens,, prices go up and new-entrant alternatives acquire more features.

The organizations in my perspective primarily suffer form the lack of strategy. Unfortunately, the terms, mission, vision, strategy are bothersome as they rush to keep up with micromanagement, routine management and the competition. In fact the have mastered the Fire-Extinguisher management instaed of being strategically proactive. This method applies with severe limitations and has an expiry date.

But the threat is not the competition that we all know. The real threat comes from the Unknown-Unknown not from the Known-Unknown. Look beyond for disruptive innovations, step out of the daily routine and dare to see how your product will be embraced in the future.

I will provide an example from experience. An organization I have worked with, takes pride enjoying its traditional coffee 65% market share. Although, there were several attempts to market other kinds of coffees, all them failed due to the absence of a sound strategy. All attempts were sporatic and not a part of a vision put into strategy with a measurable, realistic plan. So where is the problem? The problem is the result of a demographic analysis of the market share. Consumers enjoying this type fade out below 40 years old.

Organization have to have strategies and develop the mechanism to challenge their strategies before the 3 or 5 year term. Peaks and valleys have become frequent, and global supply chains can be an opportunity as well as a threat. Change has to be embedded in the culture of the business. An incremental change every day equals to a huge change in a year.

Embrace KAIZEN, which stems out of the Toyota Production System, the employee involvement in management. Build a culture of continuous improvement in an attempt to provide value to the consumers.

What the answer to the question "How does your organization deliver value to your consumers" could be? Could it have tragic answers, like what Value? What we are looking is just profit? Sad yet true!

Orgaizations need to develop management teams that respect their consumers, are not only open to challenges, but are ready to challenge their own organization, even disrupt their own traditional ''business-as-usual" mindset. Create task teams to "Remember the Future" to envision how we could possibly fail in the future although our current establishment is envyable.

Most importantly is to develop a sustainment mechanism, it is indeed sad to have witnessed how many change initiatives have come to an end eventhough they outome was valuable and provided benefits. This leads us to the Human Capital. How to we consider people in the organization is of vital importance. Perfect strategiess, if ever exists, are meaningless without people. Therefore, the key to sustainable transformation is employee buy-in.

I intent to bring a Paradigm Shift to my research to help embed continuous change thinking for sustainable transformation in the Small & Medium Enterprices.

• Interviews, both closed and open ended questions

• Focus Groups

• Surveys

• Case study analysis

• Cognitive Mapping

• Delphi Technique

• Remember the Future Roundtable

If the strategy provides for foresight, then the organization ranks higher in comparison to other organizations with no vision and strategic planning.

Foresight should be embedded in strategy, it is the vision and mission translated to strategy and action plan. Current succesess does not guarantee continuity. In strategic foresight, contingencies should be developed for any possible opportunities and threats.

The more the strategy is equiped with contingencies and actionable proactive measures the better and smoother it will navigate in rough seas.

An additionall note, is the need to undertand the organizational embededness in the socio-political fabric. Organizations are part of a broader structure and the "mind your own business" is a long gone business concept. As we progress, organizations are exposed to rules and regulations, they have to abide by. Adding to this, the multiculturalism that unfolds ahead of us, they need to be considerate and sensitive of such inputs into the greater equation.

Strategic foresight in the context of my research field is a crucial ingredient as strategy needs to be reevaluated in regular time intervals as new foresights may evolve influencing the existing plans from bottom-up of vice versa.

My research aspires to provide adaptable frameworks for continuous change thinking and sustainable transfromation. Hence, strategic foresight, imprersonates the strugge of remaining relevant in the market place.

2. Product Knowledge : They Understood the features of the product and proposed the right options.

3. No Pressure to buy and Useful recommendations.

• Should paradigm shift be from the corporate paradigm for how remote management is done to my paradigm?

• Should paradigm shift be from my paradigm to a new paradigm area beyond my paradigm boundaries?

The lack of strategic foresight is the reason companies like Ericsson, Nokia etc lost market share when companies like Apple and Samsung enter the market.

It was interesting to learn that our paradigms influence our decision making and may mislead us into foregoing good opportunities because we are trapped in our old ways of doing things.

When I do my research, I will adopt a flexible paradigm, keep an open mind and accept new ideas that may bring improvement to processes. However, i will not totally throw out my own paradigm as there may be something good in it but I will adopt a mixed approach depending on the situation.

I will also embrace paradigm pioneers as they may have fresh outlook on things and come up with best ideas. The lesson is that paradigm pioneers are brave people who risk exploring new ways even if not accepted, without being threatened. The case of the Photographic Researcher who rejected the inventors’ ideas showed me that we can miss out on the best invention or innovation by being caught in our old sets of rules and processes that may be giving us a break even when we could be operating at a good profit.

In my research, I will be willing to go beyond my past beliefs/set of rules. This means, one needs to invest a lot of time in doing extensive reading of available literature to get as wider view on my research topic. There are a lot of personal introspection that I will do on my current paradigm, that of the organization and then where necessary apply a paradigm shift.

Noni Nkambule

In my view a combination of methodologies will be most effective to uncover managerial paradigm within organizations. So a mixture of quantitative and qualitative research methodology would be effective. For example, random and stratified sampling will be effective in ensuring that  one zeros on only managers and then pick them randomly across all sections.

In order to leverage on technology, ensure anonymity, save on time and reach a larger sample; a monkey survey would be effective. A link is generated in collaboration with ICT and emailed to respondents within the organization through an internal business communication platform, which they can fill in their convenient space and time. A survey questionnaire will be drawn up with both open and closed-ended questions.

Face-to-face structured interviews are also an effective methodology and are good because they allow the researcher to probe responses, especially on open ended questions.

A desk review on literature including publication. It will give information about what is happening in other organizations. The case study method is also effective. The researcher may read a lot of case studies and get a lot of insights on the subject matter.

A perception survey could also enable staff who serve under the managers share their insight on their managers’ paradigms.

The researcher needs to transform the data into analytics, identifying root causes of behaviors, establishing trends from different organizations.  Some of the data analysis methods that may be used include among others.

·       Descriptive analysis

·       Factor analysis

·       Diagnostic analysis

·       Prescriptive analysis

·       Time analysis

·       Sentimental analysis

Strategic foresight practices assist organization better prepare and plan for survival in the future. Organizations need to do scenario planning to forecast of short, medium and long term strategies to take the organization forward.

Trends need to be created and also look at trends in other organizations. This will assist the organization and understanding potential future challenges and also identify opportunities to tap into to cushion the organization in the future.

This will enable the organization to come up with strategies to improve on future challenges, for example what technologies to develop, what tools to put in place, what investment both financial and Human capital such as training people.

Strategic foresight enables researcher to use statistical data to map the future challenges and opportunities for the organization. We can also anticipate behavior of customers, suppliers, geopolitical challenges and think about strategies to protect the organization or take advantage of opportunities

Strategic foresight enable the organization to prepared themselves to come up with solutions to counteract future challenges. It requires organizations to think about the type of innovations to explore, what policies to draft, internal capacity and staffing decisions.

To do this effectively, organizations need to adopt an inclusive approach and also get decision buy in from management. This will reduce resistance to change by ensuring that everyone is informed on the direction the organization will take in future. Strategic foresight eliminates  future unpreparedness on the  part of the organization, they will not be caught off guard. It enables goo planning.

Strategic foresight practices assist organization better prepare and plan for survival in the future. Organizations need to do scenario planning to forecast of short, medium and long term strategies to take the organization forward.

Trends need to be created and also look at trends in other organizations. This will assist the organization and understanding potential future challenges and also identify opportunities to tap into to cushion the organization in the future.

This will enable the organization to come up with strategies to improve on future challenges, for example what technologies to develop, what tools to put in place, what investment both financial and Human capital such as training people.

Strategic foresight enables researcher to use statistical data to map the future challenges and opportunities for the organization. We can also anticipate behavior of customers, suppliers, geopolitical challenges and think about strategies to protect the organization or take advantage of opportunities

Strategic foresight enable the organization to prepared themselves to come up with solutions to counteract future challenges. It requires organizations to think about the type of innovations to explore, what policies to draft, internal capacity and staffing decisions.

To do this effectively, organizations need to adopt an inclusive approach and also get decision buy in from management. This will reduce resistance to change by ensuring that everyone is informed on the direction the organization will take in future. Strategic foresight eliminates  future unpreparedness on the  part of the organization, they will not be caught off guard. It enables goo planning.

I will embarace that people have their own away of doing things that may be different from mine. In my research i will give value to different perceptions that i will come across. I need to use factual data and also open to other people's views.

Prof. Rajesh Arora’s first Research Methods class taught me to think differently. It was a pleasure to learn how to craft specific yes/no questions and to explore tools like Connectedpapers.com, BibCitations.com, and ConferenceAlert.com that broadened my approach to literature reviews. I also became aware that doctoral research requires disciplined reading and time management. Learning why human capital is not recognized as a balance sheet asset deepened my understanding of organizational value. Finally, the video on Business of Paradigms also demonstrated that my assumptions guide research, and good research takes openness, critical thinking, and a willingness to accept new evidence/ paradigms.

Prof. Rajesh Arora’s first Research Methods class taught me to think differently. It was a pleasure to learn how to craft specific yes/no questions and to explore tools like Connectedpapers.com, BibCitations.com, and ConferenceAlert.com that broadened my approach to literature reviews. I also became aware that doctoral research requires disciplined reading and time management. Learning why human capital is not recognized as a balance sheet asset deepened my understanding of organizational value. Finally, the video on Business of Paradigms also demonstrated that my assumptions guide research, and good research takes openness, critical thinking, and a willingness to accept new evidence/ paradigms.

The first session gave me a clear understanding of what this module is about and how it will support my research journey. It reinforced the importance of developing a research topic through a throughout review of recent and relevant literature to identify a genuine research gap and justify the need for the study. The session also highlighted the value of critically analysing published research including the literature review, methodology, findings, and recommendations for future research. This module will help me shape my research by refining my research focus through selecting appropriate research methods and developing a study that can contribute to improving inclusive leadership and SEND practice in international schools.

This first class increased my insight into educational research by clearly connecting the different methodologies applicable to research to real world inquires worth investigating. Engaging with the methodologies of quantitative, qualitative and mixed methods, made me realize that good research starts with a focused alignment connecting questions, the design of the work and most importantly ethics since research is eventually about people, researchers thus have a huge responsibility to people and organizations. I understood how my own experiences and beliefs influenced how I answer questions and being reflective was being true to myself. I felt a bit more confident by the end of the class in embracing this next chapter of my academic journey.

The first session challenged me to reconsider what it means to undertake doctoral research. Rather than viewing research as a process of finding answers, I began to see it as a disciplined practice of asking better questions and critically examining the assumptions that shape them. It also made me reflect on the influence of my own professional experience in educational leadership and the importance of recognising how this may inform both the questions I ask and the interpretations I make. I appreciated the overview of the research journey and look forward to future sessions, particularly opportunities for deeper discussion where different perspectives can be explored and debated. One question I left with is whether research gaps are objectively identified or partly shaped by the theoretical lens of the researcher. If different researchers can interpret the same body of literature differently, what ultimately determines whether a proposed research gap represents a meaningful contribution to knowledge?

Prof. Rajesh Arora’s first Research Methods class taught me to think differently. It was a pleasure to learn how to craft specific yes/no questions and to explore tools like Connectedpapers.com, BibCitations.com, and ConferenceAlert.com that broadened my approach to literature reviews. I also became aware that doctoral research requires disciplined reading and time management. Learning why human capital is not recognized as a balance sheet asset deepened my understanding of organizational value. Finally, the video on Business of Paradigms also demonstrated that my assumptions guide research, and good research takes openness, critical thinking, and a willingness to accept new evidence/ paradigms.

Menna Ghonaim

The first session gave me a clear understanding of what this module is about and how it will support my research journey. It reinforced the importance of developing a research topic through a throughout review of recent and relevant literature to identify a genuine research gap and justify the need for the study. The session also highlighted the value of critically analysing published research including the literature review, methodology, findings, and recommendations for future research. This module will help me shape my research by refining my research focus through selecting appropriate research methods and developing a study that can contribute to improving inclusive leadership and SEND practice in international schools.

Last Saturday’s session gave me a much clearer picture of how a doctoral thesis should be structured from start to finish. As a priest, I found the idea of a ‘problem’ as the product of objectives and obstacles to be very similar to the way I approach pastoral discernment, where identifying the real obstacle is often the most difficult and most necessary step. I also appreciated the reminder that doctoral work must move beyond the descriptive stage and progress to abstract thinking and active testing, as this mirrors the transition from reflection to formation in the spiritual life. I now intend to begin narrowing down my research question using this formula before next Saturday’s session and to start reading with greater discipline and determination.

While previously having a preliminary focus for my proposed study, a rigorous examination of extant literature is essential to establish that the target topic represents a genuine empirical gap. To achieve this, I will evaluate key and related studies, paying particular attention to their recommendations for future research. Analysing the stylistic conventions, structural length, and titles of published works will inform my own project formulation, whilst evaluating conceptual overlaps will help refine my working variables. 

Kindly upload your reflection (approximately 100 words) along with three key action points.

Please ensure you post it in the correct Padlet section. I have created the reflection link with today's date, which is located on the extreme right of the Padlet.

Thank you, and I look forward to reading your reflections.

Actions this week:

• Create the google sheet to gather the key information and reflections.

• Refine this by completing two examples.

• Start to explore and develop task 1 of the assignment.

I would also like to apologise for missing the end of the session. I am currently travelling as it is the summer break and had connection issues.