Search

A philosophical and communication shift is needed in river management if we are to meet sustainable development goals and tackle environmental challenges brought about by ongoing anthropogenic and climate change. In some parts of the world, recovery‐enhancement approaches to river management have been adopted, communicated and used for many years. At the heart of these approaches lies an understanding of the biogeomorphic forms, processes and evolutionary trajectories of rivers that differs philosophically from notions of restoration, rewilding or creation of a utopian natural state. Instead, recovery‐enhancement approaches aim to improve the biogeomorphic condition of rivers, recognising that they are dynamic entities and new evolutionary trajectories and novel ecosystems are being created that are now part of the environment. Accepting shifting baselines and moving targets is inherent as boundary conditions (water, sediment and vegetation interactions) continue to be altered under the influence of anthropogenic and climate change, and the impacts of 'unprecedented' wildfires, floods, heatwaves and drought are manifested on the ground. The river management sector has not yet fully adapted to this reality with large amounts of applied science and on‐ground practice still focussed on restoration, re‐engineering and rewilding, words which in themselves produce a false impression of the aims, visions and achievability of river management. Embracing recovery‐enhancement approaches to river management requires a conscious shift in communication strategies and terminology to present more realistic expectations and possibilities for river condition improvement, a responsibility that is incumbent upon us, the scientists and practitioners, who work in the applied science and river management profession. In this Short Communication, I use a case study from eastern Australia to illustrate what biogeomorphic river recovery can look like. I use this to discuss the potential for adoption of a recovery‐enhancement approach to river management more broadly, and call on scientists and practitioners to make a conscious philosophical and communications shift when working in applied science and river management. [ABSTRACT FROM AUTHOR]

Families manage daily conflict through communication and healthy family communication is critical to promoting better family relationships and youth adjustment. Community families without high‐risk factors, such as domestic dispute or clinical problems, are no less affected by the ramifications of poor communication and conflict management. However, there is limited translational research on community families analyzing the changes in parent–adolescent communication quality. This study aimed to test whether a brief 4‐week family conflict intervention improved openness and problems in mother–adolescent (MA) and father–adolescent (DA) communication and whether mothers, fathers, and adolescents experienced the intervention effects differently. A total of 225 community families with adolescents were randomly assigned to either a parent–adolescent treatment condition (PA: n = 75), parent‐only treatment condition (PO: n = 75), or control condition (n = 75). Mother, father, and adolescent reports on parent–adolescent communication were analyzed from pretest through a 3‐year follow‐up assessment, over five waves. ANCOVA results indicated significant intervention effects at posttest for mother‐reported openness in MA communication, youth‐reported openness in DA communication, and father‐reported problems in DA communication, for PA condition. No significant intervention effects were found for PO condition. Exploratory trajectory analysis revealed the necessity of testing both linear and nonlinear models to be able to best illustrate the 3‐year change trajectories of parent–adolescent communication quality. Resulting trajectories revealed interesting variations in longitudinal changes across three intervention conditions. The findings highlight the importance of involving fathers and adolescents in family intervention programs and the necessity of multi‐informant assessment to better clarify the interplay among different family members behind the intervention effects. [ABSTRACT FROM AUTHOR]

Introduction: Oro‐control communication is one of the complications associated with dental extraction and oral surgeries. This case report presents a minimally invasive surgical approach for bone regeneration at the site of oro‐antral communication utilizing a prefabricated computer‐aided design and computer‐aided manufacturing (CAD‐CAM) allogenic bone block. Methods: A 20‐year‐old healthy female, nonsmoker, with a badly destructed upper right first molar was referred for dental implant placement after extraction. Cone beam computerized tomography images revealed the presence of a large bone defect associated with oro‐antral communication with the maxillary sinus and insufficient bone for dental implant placement. A prefabricated CAD‐CAM allogenic bone scaffold was fabricated. After surgical exposure, the scaffold was secured in place and covered with a non‐resorbable membrane. A dental implant was placed after 5 months, and a trephining biopsy was processed for histological evaluation. Results: Closure of the oro‐antral communication was clinically observed. The average width of the alveolar bone was 12 mm, and the average height was 11 mm. Histological analysis at 5‐month intervals showed thin newly formed bone trabeculae encircling remnants of graft material surrounded by osteoid tissue. The newly formed bone percentages were 32 ± 18% and 28 ± 17% volume remained after the biodegradation of the scaffold. Specific immune‐histochemical staining by anti‐vascular epithelial growth factor expression index value was 32.06%. Conclusions: A prefabricated CAD‐CAM scaffold was successfully used to seal a large oro‐antral communication and regenerate sufficient bone to place a dental implant. [ABSTRACT FROM AUTHOR]

The advance of digital technology has made it easier for organizations to connect with their stakeholders and increased the importance of communication departments, which are responsible for managing the knowledge held by the organization. This systematic review aims to explore how organizational communication (OC) and knowledge management (KM) intersect. In this research, a systematic literature review was conducted according to the PRISMA recommendations. The collected data underwent content analysis using open and axial coding. The indicators show that internal communication and knowledge sharing (KS) processes are the most frequently studied areas in relation to the interaction between OC and KM. However, a few studies have explored any other processes, highlighting the need for more research in this area. The few studies that examine the interaction between KM and OC tend to focus solely on KS within companies. However, this study reveals the potential for KS to be applied to the communication and relationships between organizations and their stakeholders. [ABSTRACT FROM AUTHOR]

This study examines the relationship between citizens' satisfaction with government COVID-19 communication and management (SWCCM) and institutional trust. By employing a longitudinal approach, using three-wave panel data from Sweden from 2020 to 2022, the study addresses the current lack of research on the interplay between SWCCM and institutional trust across different stages of a societal crisis like the COVID-19 pandemic. The results show that SWCCM increased slightly over the pandemic period, while trust in institutions slightly decreased. The study also finds that changes in SWCCM predict changes in trust in institutions, suggesting that increased satisfaction with communication and management is associated with increased trust in institutions. Additionally, we find that higher initial levels of SWCCM contribute to a faster decline in trust over time. However, no evidence supports the idea that initial trust in institutions predicts changes in SWCCM. This suggests a unidirectional relationship where SWCCM is a key driver of institutional trust during a crisis. Overall, the study uncovers intriguing dynamics in the relationship between SWCCM and trust over time, and it emphasizes the significance of effective and consistent communication and management in maintaining and boosting public trust during crisis. [ABSTRACT FROM AUTHOR]

In this paper, we examine how Covid‐19 was utilized by the management of a university as a catalyst for ideological change, with the objective of transforming the ethos of a university management school and the role(s) of the academics employed within. Through new modes of working that maintained corporeal distance between university staff, market‐based ideology was mobilized to institute radical and lasting change within the roles of academics and operations of the institution. We focus on a singular case study: "Blue Management School" (BMS, pseudonym), based within an English mid‐tier research university which has historically embraced corporatization more readily than most of its peers. We conducted a qualitative analysis of management email communications and from interviews with nine academics (both current and former employees) who were working at BMS during the time concerned (March 2020 onward). We observe that Covid‐19 posed significant challenges to corporatized universities, and that university managers at BMS sought to address these challenges by undertaking further steps toward corporatization and mobilizing organizational change legitimized by the need to manage the Covid‐19 situation. This included hierarchical forms of accountability, with academics answering for module content to teaching convenors and the management team ("manager academics"). We draw attention to how management communications carried profound effects for the mobilization of ideological change within the institution, during this period. In addition, academic identity was affected, moving away from traditional research and teaching scholars toward revenue‐generating customer service workers, facilitating a power shift away from academics and further toward managers. [ABSTRACT FROM AUTHOR]