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Zolner, T. (2003). Going Back to Square One and Finding It's a Circle (Not) Doing University Research in Indian Country. Pimatziwin: A Journal of Aboriginal and Indigenous Community Health, , 24 pp.
Abstract: University-based researchers know that, in order to fund and carry out a good program of research, a number of administrative steps have to be taken to obtain project approval. Graduate students also have to go through these, and other, administrative steps in order to complete their work at the masters and doctoral levels. University projects and funding require documentation of procedures as well as compliance with a variety of standards or expectations that have been established by precedent and policy development. However, in terms of intercultural research, what a university asks for does not always work in the field. To illustrate this point, this paper reviews my experience of engaging in intercultural research with some First Nations individuals as part of a doctoral degree in clinical psychology at a Canadian university. The paper includes a critical analysis of ethics application procedures, securing of funds, and attempting to meet academic criteria while retaining the integrity of a community-based research project. Maintaining that integrity requires trust, courage, sacrifice, openness on both sides, and, above all, a sense of commitment to the community of people involved in the project ahead of personal or academic goals and expectations.
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Waiti, J. (2008). Tikanga-Based Motivation For Physical Activity. (225 pp). Dunedin: University of Otago.
Abstract: The purpose of this study was to investigate the ability of various Maori concepts to promote physical activity and health, and therefore function as motivational strategies for Māori to increase physical activity participation. Durie’s (1985) Whare Tapa Wha model of Maori health was employed to help frame the Maori concepts of marae, turangawaewae, mau rakau, and te reo, within a health and well-being context, and to also provide credibility and dependability. A Kaupapa Māori research approach was used as a culturally approved research process and to also promote Tino Rangatiratanga. To achieve the purposes of this study, the qualitative research method of auto-ethnography was utilised to guide the data collection and analysis. Data collection involved (i) an extended literature review (research articles and other historical documents), and (ii) interview ‘chats’ with key Maori informants. With the additional influence of the researcher’s personal knowledge and experience, a discourse analysis was then conducted with the psychology of physical activity literature to help determine the applicability of the Maori concepts to promote physical activity and serve as functions for motivation. Findings showed that the four Maori concepts were able to promote physical activity, as well as reflect certain components of the Self-efficacy Theory (Bandura, 1977), the Flow Theory (Csikszentmihalyi, 1975) and the psychological needs of relatedness,competence, and autonomy as proposed by the Self-Determination Theory (Deci Ryan,1985). It is hoped that the findings will benefit Maori by providing culturally relevant information in terms of the psychology for physical activity.
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Waiti, J. (2014). Whakaoranga Whānau: A Whānau Resilience Framework. (312 pp). Palmerston North: Massey University.
Abstract: This research explored the capacity of whanau (family, extended family) to overcome adversity, flourish and enjoy better health and well-being. While external factors, internal dynamics, and financial pressures often constrain capacity, whānau have nevertheless demonstrated an innate ability to respond to these challenges – to make use of limited resources, and to react in positive and innovative ways. Three key objectives were identified to help seek and understand Maori notions of whānau resilience and how they are utilised by whanau for positive growth and development. The three objectives were:
1. To identify resilience mechanisms which exist within whānau;
2. To consider the cultural underpinnings of resilience; and
3. To construct an evidenced based framework for resilient whānau.
A thematic analysis detailed the components of a Whānau Resilience Framework. The framework consists of four resilience platforms: (1) Whanaungatanga (networks and relationships); (2) Pukenga (skills and abilities); (3) Tikanga (values and beliefs); and (4) Tuakiri-a-Maori (cultural identity). This thesis highlights both the synergies and dissonance between Māori and non-Māori perspectives of resilience and how cultural factors might best guide Māori and whānau development. Insofar as this framework exhibits similar resilience strategies to other populations, it is at the micro-level where there are differences between Maori and other cultures or populations.
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Cheung, M., Gibbons, H.M., Dragunow, M., Faull, R, L, M. (2007). Tikanga in the Laboratory: Engaging Safe Practice.7 pp.
Abstract: The main focus is to investigate how human brain mitochondria are involved in the development of Huntington’s disease. The mitochondria are tiny structures involved in energy, cell death and survival. They are thought to be involved in the disease process leading to the loss of brain cells and eventually to death. The emphasis of this paper is on the scientific methods that we use and the processes we have put in place for developing culturally appropriate methods.
In our laboratory we use several methods that are considered to be “cutting edge”, including growing cells from post-mortem and post-operative brain tissue, and the use of post-mortem brain tissue for molecular techniques. In short we work with human tissue. As a consequence, we feel it is important to examine the cultural, ethical and spiritual implications of working with human tissue. Part of Melanie’s PhD journey has been about exploring the concept and use of tikanga in the modern world, talking to her iwi about this research, and consulting with Māori to develop appropriate tikanga for use in the laboratory.
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Spiller, C., Craze, G., Dell, K., Mudford, M. (2017). Kōkiri Whakamua: Fast-Tracking Māori Management. Master's thesis, , .
Abstract: Our study highlighted that Māori managers, in a variety of organisations and contexts, brought their own unique approach to ensuring that the lessons and traditions of the past are recognised and upheld while visionary ways forward are pursued. Such vision, which honours the past in the service of preparing for the future, is a fundamental principle of their leadership.
Across the various contexts, Māori managers are committed to communal, spiritual and ecological development. This means that economic concerns are tied to cultural enrichment and the nourishment of the land and its people. From whānau to hapū to iwi, the Māori manager bases their leadership style on a sense of community and civic obligation, and seeks to take the wider collective into consideration. We identified five key strengths these managers drew upon
from Te Ao Māori to bring themselves as Māori to their work.
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