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In educational settings, intersectional factors such as neurodiversity, structural inequalities and social isolation have resulted in additional complexity in meeting young people’s mental health needs. The specific phenomenon of voice-hearing can be linked to these complexities and stigma has been shown to further marginalise young people following disclosure. Educational staff report a lack of confidence and specialist training in this area. This chapter outlines the current understanding around the experience of voice-hearing and identifies examples of good practice by considering the lived experiences of individuals that have made a disclosure of this nature in school. Barriers to disclosure and what was helpful about the experience are discussed. Developing a trauma-informed ethos and compassion-focussed principles are highlighted as whole-setting approaches to support and benefit both young people with these presentations and education staff. Recommendations of relevant organisations and training initiatives in schools are provided with guidance on developing and implementing best practices.

Nuclear energy is a contested topic, requiring trade-offs in energy independence, ethicality and uncertainty. Anthropogenic climate change complicates these decisions further, with nuclear energy competing with other low-carbon and sustainable energy sources. Decisions about nuclear energy’s role, as part of a sustainable energy system, must be made in cooperation with all stakeholders. However, it is unclear how the public is involved in these decisions in the UK. This study aims to address this gap, exploring the degree to which public participation has occurred in the UK.

This paper conducted a scoping review of public participation in UK nuclear energy decision-making in the context of sustainable energy transitions, where the government retains and promotes nuclear energy as part of a sustainable energy system. Following a systematic literary search, this paper reviewed 28 academic and grey literature documents.

Public participation has primarily been conducted as consultations rather than active participation. There is limited evidence that consultations have meaningfully contributed to politically and socially responsible (i.e. individuals and groups working together for community benefit) decision-making, with public opinion on nuclear energy’s role being divided and is influenced by how it is framed.

Social aspects of nuclear energy development have historically received less attention than environmental and economic elements; the role of engagement and participation is relatively rare. Modern literature reviews in this context are largely absent, a gap this paper originally contribute to. This paper suggest ways in which how effective, inclusive engagement process could contribute to a fairer, responsible decision-making process and energy system in the UK.

This study examines how CEOs-elect navigate power dynamics with incumbent CEOs during leadership transitions, focusing on their strategic choices – cooperate, defect or disengage – based on perceptions of the incumbent’s behavior.

Using the game theory framework and insights from 22 interviews with executives from large Canadian organizations, we analyze CEOs-elect’s decision-making from nomination to ascension.

CEOs-elect cooperate when they anticipate the incumbent to cooperate and defect when they anticipate defection. When faced with uncertainty or signs of disengagement from the incumbent, CEOs-elect strategically choose to disengage, adopting a “No Play” strategy to preserve board trust and organizational stability.

Findings are based on large Canadian organizations, which may limit applicability to smaller firms, family businesses or different cultural contexts. Future research should examine CEO transitions across diverse organizational and cultural settings.

Boards should recognize proactively manage power struggles during transitions, ensuring support for CEOs-elect and promoting cooperation with incumbents. Understanding perceived incumbent strategies can improve transition planning, minimize conflicts and improve organizational outcomes.

This research introduces “No Play” as a novel strategic option in CEO transitions, contributing to game theory and power dynamics literature. It also bridges gaps in understanding by linking strategic choices of CEOs-elect to perceptions of incumbent behavior and stakeholder trust.

The purpose of this study is to discuss the way future workplaces may operate and how careers will be developed under possible extreme scenarios.

We propose a thought-provoking conceptual discussion of the challenges for people’s careers under such scenarios.

We identified four such possible extreme scenarios and elaborated on the theoretical knowledge regarding the essence of each scenario. We discussed their impact on future workplaces in general and on careers in particular. These are (1) highly developed artificial intelligence and other cyber entities; (2) massive immigration due to wars, refugees and other forces; (3) widescale de-globalization; and (4) major global recession.

Employing the career ecosystem and sustainability theories, we identify possible outcomes and implications for theory as well as practice of managing careers under these extreme scenarios. This offers a novel perspective for individuals, organizations and policymakers at national and global levels.