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Service user involvement in evaluating provided services is a core NHS concept. However individuals with intellectual disabilities have traditionally often had their voices ignored. There have been attempts to redress this, though much work has been quantitative, and qualitative study has more often explored populations transitioning to more mainstream care and those with milder disabilities. The authors set out to explore the views of individuals with more severe intellectual disabilities who were resident inpatients on what helped or hindered their care.

The paper uses qualitative analysis through semi‐structured interviews of eight (three male, five female, mean age 33) resident service users with severe intellectual disabilities.

Sub‐categories of staff personality, helpful relationships, and the concept of balanced care emerged under a core category of needing a secure base. Clients were very clearly able to identify and delineate: personal attributes of staff; clinical means of working; and the need to balance support with affording independence and growth. They further noted factors that could help or hinder all of these, and gave nuanced answers on how different personality factors could be utilized in different settings.

Little work has qualitatively explored the needs of residential clients with severe intellectual disabilities. The authors’ data show that exploring the views of more profoundly disabled and vulnerable individuals is both viable and of significant clinical value. It should aid staff in contemplating the needs of their clients; in seeking their opinions and feedback; and considering that most “styles” of personality and work have attributes that clients can value and appreciate.

The purpose of this paper is to describe a small scale pilot study undertaken in Northern Ireland to gather service user feedback from individuals who have been subject to adult safeguarding procedures.

The aims, methods and findings of the “Adult Safeguarding: 10,000 Voices” pilot project are presented.

The pilot project highlighted how an initiative which captures the experiences of patients, service users, carers and staff in the health and social care sector (10,000 Voices) could be successfully adapted for use in adult safeguarding, facilitating the collation of complex experiences and enabling insights to be gleaned and shared.

The pilot study is limited by the small number of participants. The findings are preliminary.

For the first time in Northern Ireland the 10,000 Voices model was utilised in the context of a non-health related service, namely, adult safeguarding.

This outline of the model and methodology for obtaining service user feedback can inform user involvement in other contexts.

This paper provides an accessible overview of an innovative approach to engaging service users in adult safeguarding, such approaches, to date have been limited.

In 2014, the Health Service Executive (HSE) in Ireland published its Safeguarding National Policy and Procedures (HSE, 2014). Under this policy, all agencies providing services through the social care directorate must ensure a robust culture of safeguarding is in place. Concurrent to this has been a move in social policy, practice and research to include the voice of the service user, both in terms of planning and reviewing services. (e.g. HIQA, 2012; Flanagan, 2020) This article examines whether service users with intellectual disabilities want to be involved in safeguarding plans and, if so, how that can be supported. Using focus groups service users demonstrated their knowledge of safeguarding as a concept, how they felt about the issues raised, and, crucially what they felt they would like to see happen next in addressing a safeguarding incident or concern. The focus groups took place in a large organisation providing residential services, day services, independent living supports and clinical supports. Engaging service users in planning and responding to safeguarding concerns is a fundamental principle of human rights legislation, both nationally and internationally. This study aims to highlight that it is both possible and desirable to engage fully with service users using a range of simple communication tools. For this to be implemented as routine practice in services providing support for people with intellectual disabilities, authentic leadership is required. Services will need to devote time, human resources and will need champions to get on board with the necessary culture shift.

Qualitative research examined peoples’ “lived experiences” and knowledge of safeguarding. Focus groups were used with thematic analysis highlighting common themes throughout, as guided by Braun and Clarke (2006). There were two objectives: Objective 1: measuring participant’s understanding of the safeguarding process. Objective 2: compare the potential differences between safeguarding plans devised by the participants in the focus groups, versus plans devised by trained designated officers responsible for safeguarding within the service.

Four principal themes emerged – 1. participants understanding of safeguarding; 2. restorative justice; 3. consent; and 4. high levels of emotional intelligence and compassion. Participants demonstrated that they could and did want to be involved in safeguarding planning and showed little variation in the plans compared to those completed by trained staff.

The study was completed with a small sample size in a single service in one area. It may not represent the lived experiences and knowledge of safeguarding in other services and indeed other countries. The video may have led to some priming; for instance, the Gardai in the footage being called may have resulted in the participants stating that contacting Gardai should be part of the plan. After the video was shown, there was a heightened awareness of safeguarding. This may indicate that participants are aware of safeguarding but unsure of the terminology or how to discuss it out of context.

For this to be implemented as routine practice in services providing support for people with intellectual disabilities, authentic leadership is required. Services will need to devote time and human resources and will need champions in the safeguarding arena to get on board with the shift in culture required.

While there did not appear to be many barriers to listening to participants, to progress this as a standard practice a very real shift in culture will be needed. It is important for practitioners to ask: Is the vulnerable person aware that this concern has been raised? What is known of the vulnerable person’s wishes in relation to the concern? To truly engage with service users in safeguarding plans these questions need to be more than a “tick box” exercise. This process needs to be fully embedded into a culture that promotes a person-centred, rights-based, inclusive approach as a standard rather than a one-off project. Some structural changes will be needed regarding the time given to designated officers, and what resources they can access (such as speech and language therapy). However, the real difference will be made by services operating authentic leadership that champions engagement on this scale, to fully answer the question posed by the researchers at the beginning of this report, “Whose safeguarding is it anyway?”

There appears to be little evidence of service user engagement in terms of planning and processing safeguarding responses, either in research or anecdotally.

The purpose of this article is to analyze the commonalities of various change and transition models developed over time to assist with and support managing organizational change.

The article provides an examination of change and transition models through a review of relevant literature and the comparison of different models.

Each change and transition model has similar methods of handling change. Their unique methods and strategies provide additional insights into possible applications to most organizations. In some cases, models could be combined to form new models to best fit the circumstances of the organization.

This comparison can assist individuals in evaluating and selecting the model based on organizational need while remembering to focus on both the physical and the emotional changes in an organization.

The article shows that human resource managers can benefit from learning the commonalities between change and transition models when considering what will work for their organization in conjunction with the review of a number of well known and relevant models.

IT WAS THE first moment I had had to myself since Christmas Eve. All passion spent, sherry drunk, holly brittle, the tree dropping vindictive needles in a damnable fashion, the cards aflop, with listless gaze and the year not two days old, I took up NEW LIBRARY WORLD.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Women in public accounting firms are still proportionally much fewer in number in the highest levels of the hierarchy than men, whereas recruitment at junior level tends to be increasingly gender‐balanced. This paper aims to analyse the relationships between the glass ceiling and motherhood. The mechanisms explaining the difficulties encountered by auditor mothers in their hierarchical progression within the Big Four in France are identified.

From 24 interviews with male and female auditors of various hierarchical levels, one seeks to reveal the specificity of the difficulties encountered by auditor mothers.

It is argued that, throughout their careers, they are confronted with a dilemma that often leads to their being excluded and excluding themselves from the group of “those who may become partners”. It is shown that public accounting firms place both implicit and explicit obstacles in their way, tied to a desire to neutralise the effects, deemed costly, of motherhood. Moreover, the expectations of the organisation and society as a whole conflict on many points and confront female auditors with a dilemma: how to be a good mother and have a bright career? It appears that women who want to better manage this dilemma shape working practices imposed on the whole team and implement tactics to adapt their work‐life balance (specialisation and lateral move to staff departments). This leads to individual trajectories that break out of the organisational model and account for the scarcity of women in the upper management levels in audit firms.

The paper gives voice to male auditors and shows that managing the professional life/private life dilemma is difficult for fathers as well as mothers, in the long term. Moreover, rather than thinking in terms of horizontal and vertical segregations, this paper invites one to question the concept of the glass ceiling and consider the construction of the scarcity of women in the accounting profession.

The Directory of Selected Women's Research and Policy Centers deals with activities and research directions of 28 centres. The 24 page directory discusses current and recently completed research projects. They are organised by centre and by subject. For a copy send $4 to WREI, 204 Fourth Street SE, Washington, DC 20003, USA.

All items listed may be borrowed from the Aslib Library, except those marked, which may be consulted in the Library.

OUR readers may be amused this month by the microfilm imaginings of our correspondent in “Letters on Our Affairs,” but there is undoubtedly a more marked disposition now than formerly to reduce to a mechanism many of the usual routines of libraries. We suppose routine is always mechanical, is repetitive and, for the enterprising ambitious library worker, a matter of boredom. How far the “electronic brain” and other more recent developments of science can be adapted to our simple processes remains to be seen, but all experiment is good even if it does not survive the initial stage. What is to be most feared in any profession is the standardizing inflexibly of its techniques ; that way lies its old age, perhaps its petrification. It is for this reason that we welcome such things as those we have already discussed at times in our pages—the central cataloguing experiment of Harrods, the punched‐card vouchers and other records sponsored (so far as libraries are concerned) by Mr. T. E. Callender, the highly mechanised method of classing propounded by Dr. Ranganathan, the placing of D.C. numbers on the title pages of the books they publish by Jonathan Cape and Harrap, the visible fines receiving box and many more such things. No one uses them all. They free librarians, it is urged, for more specifically library service. We hope that they do. We have always before us the undoubted truth that the good man scraps methods that are obsolescent and the librarian (if one now exists) who is not a business man—especially if he is charged with a large library—is a somewhat pathetic person.