Search

As a complex phenomenon, musical improvisation can be addressed from the perspective of different disciplines. In music therapy, improvisation is a central practice; however, as a technique, it lacks methodological guidelines and scientific evidence justifying its use. The aim of this study was to investigate the social interaction features that emerge during group musical improvisation. We conducted a mixed methods study with an exploratory sequential design comparing improvisation and imitation tasks, performed by groups of younger and older adults, separately, by generating and analyzing six categories of nonverbal communication and social interaction. Younger (n = 131) and older adults (n = 110) participated in one of two types of music activities: group musical improvisation or group rhythmic imitation. Eight group musical improvisation tasks – as implemented in music therapy settings – were compared with eight group rhythmic imitation tasks, according to six categories of analysis: visual contact, body movement, type of production, music interaction, vocal aspect, and leadership. Statistical analysis using a Chi-square test (χ2) showed greater social interaction among the participants of the improvisation groups than among those in the rhythmic imitation groups, in both age ranges. Our results provide specific evidence for this type of music task and a complementary approach to musical improvisation analysis, contributing to the knowledge of music therapy. [ABSTRACT FROM AUTHOR]

Copyright of Eutopía: Revista de Desarrollo Económico Territorial is the property of Eutopia: Revista de Desarrollo Economico Territorial and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study analyzes the functioning of the Project Management Office (PMO) under the authority of the Administrative Secretary of the National Chamber of Representatives between 2016 and 2019. During this period, the Presidency of the Chamber saw its role strengthened in the strategic planning of the government program, in the coordination of management action, in the monitoring of the fulfillment of the government's priority goals, and in accountability to the citizenry. The text examines in-depth the experience of the Planning and Control Management Unit (UPCG), a project management office (PMO) created in 2017 that allowed maintaining the strategic coherence of the government program and focusing it on the achievement of results during the government period. It also identifies opportunities for improvement in the development of the functions exercised and provides lessons for other countries and legislative institutions interested in strengthening these capabilities. [ABSTRACT FROM AUTHOR]