How mothers talk about their relationship with their young sons following intimate partner violence and the implications for intergenerational prevention and systemic intervention

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2022-12-12 DOI:10.1177/26344041221145535

Louise C. Nankivell, D. Taggart

引用次数: 0

Abstract

The aim of this study was to understand how women describe their relationship with their young son(s) in a context of and following intimate partner violence. Face-to-face interviews with eight women were conducted. The analysis suggested that women constructed violence as being a cycle and their relationship with their son was impacted by this in multiple ways. The paper critically draws on attachment, family systems and trauma literature to consider the data in context, and offers a range of clinical implications for practice, training and supervision.

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母亲如何谈论发生亲密伴侣暴力后与年幼儿子的关系，以及对代际预防和系统干预的影响

本研究的目的是了解在亲密伴侣暴力的背景下和之后，女性如何描述她们与年幼儿子的关系。对8名女性进行了面对面的采访。分析表明，妇女认为暴力是一种循环，她们与儿子的关系在多方面受到影响。本文批判性地借鉴了依恋、家庭系统和创伤文献来考虑背景数据，并为实践、培训和监督提供了一系列临床意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.