Transforming children’s rights? Dilemmas, challenges and implementation

The UN Convention on the Rights of the Child (UNCRC) has now been in place for over thirty years and is widely ratified. However, as the UNCRC is operationalised, a number of practical, conceptual and ethical issues have emerged . For example, questions arise concerning children’s capacity and competence to make autonomous decisions, their involvement in dispute resolution and the relationship between the rights of children and those of their parents. Particular challenges arise in realising the rights of younger children and those with significant disabilities. The papers in this special edition explore these issues in relation to the UK and the wider international context, and also in different fields of social policy

Error reframing: studying the promotion of an error management culture

In the organizational behaviour and organizational psychology literature, individual errors are considered either as sources of blame (error-prevention culture) or as sources of learning and something to be encouraged in order to promote innovation (error-management culture). While we can assume that a third perspective exists somewhere in between, error management is usually considered as the best solution. Yet scholars have tended to neglect the planned and directed transition from a pure error-prevention to an error-management culture. We thus examine to what extent and under what conditions an organization can culturally transform the representation of individual errors through its business leaders. To answer this question, we conducted a qualitative study on the case of a French insurance company. We portray a realistic image of the promotion of an error management culture, pointing out certain limitations and constraints, while nonetheless identifying some conditions for successful error reframing

‘Curiouser and curiouser!’:organizations as wonderland – a metaphorical alternative to the rational model

The metaphors in Morgan’s (1986) Images of Organization largely imply order, rationality, stability and manageability. This reflects that the text is concerned with facilitating the design and management of organizations. This article draws on Lewis Carroll’s (1865) novel Alice’s Adventures in Wonderland to propose Wonderland as an alternative metaphor that places at centre stage issues such as absurdity, irrationality, uncertainty and disorder. Rather than a marginal or temporary aberration, it is argued that such conditions need to be understood as an everyday experience for many. This metaphor is important because those who are tasked with managing organizations may find it stressful and puzzling that they are so inept, when they compare their experiences and achievements with the rational model. In this sense, it offers both comfort and perhaps encouragement, but it should also foster humility and caution in terms of what those at the top can achieve. Likewise, those on the receiving end of irrational decisions or who reside in absurd worlds can gain solace from knowing that they are not alone, whilst those concerned with resisting such conditions can find strength in the knowledge that those in positions of authority are not omniscient/omnipotent