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The purpose of this article is to investigate acceptability, dissemination and use of a multidisciplinary audit toolkit to monitor evidence‐based care for acute low back pain and to identify barriers to implementation of the RCGP evidence‐based LBP guideline and associated audit process.

A survey was carried out of 707 clinical governance leads (CGLs) and 336 clinical audit leads in English/Welsh Health Authorities, NHS Trusts, Primary Care Groups and Primary Care Trusts. Subsequently, structured telephone interviews with 50 CGLs and 22 CALs in 72 Primary Care Trusts were qualitatively analysed.

Substantive barriers specific to implementation of the RCGP LBP guideline and associated audit toolkit could not be identified. Issues were raised pertaining to the wider healthcare system, which itself may restrain implementation of evidence‐based health care for LBP sufferers. Qualitative analysis revealed six categories responsible for poor clinical governance. Results suggest that LBP is not a priority area and that without National Service Framework status this is unlikely to change.

Response to the initial survey was only 37 per cent; thus results may not be representative of all relevant UK NHS organisations. It coincided with a particularly busy period of change and ongoing reform, making it difficult to reach relevant personnel. This problem was accentuated by frequent change of persons in the post of clinical governance lead. All of this may have impacted on the response rate. In addition, some organisations/individuals were reluctant to be identified for the purpose of this study.

This study identifies the practical difficulties of delivering the clinical governance agenda, particularly in non‐priority areas, as reported by those responsible for doing so.

January 28,1971 Trade union — Rules — Discretion conferred on domestic tribunal to approve or disapprove elected shop steward — Committee decision not to endorse elected shop steward — One of three reasons given erroneous and defamatory of shop steward — Action for declarations and damages — Finding by trial judge that bad reason played no part in committee's decision — Appellate court bound by judge's finding — Whether decision not to approve election within committee discretion.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Media power plays a role in determining which news is told, who is listened to and how subject matter is treated, resulting in some stories being reported in depth while others remain cursory and opaque. This chapter examines how domestic violence and abuse (DVA) is reported in mainstream and social media encompassing newspapers, television and digital platforms. In the United Kingdom, newspapers have freedom to convey particular views on subjects such as DVA as, unlike radio and television broadcasting, they are not required to be impartial (Reeves, 2015).

The gendered way DVA is represented in the UK media has been a long-standing concern. Previous research into newspaper representations of DVA, including our own (Lloyd & Ramon, 2017), found evidence of victim blaming and sexualising violence against women. This current study assesses whether there is continuity with earlier research regarding how victims of DVA, predominantly women, are portrayed as provoking their own abuse and, in cases of femicide, their characters denigrated by some in the media with impunity (Soothill & Walby, 1991). The chapter examines how certain narratives on DVA are constructed and privileged in sections of the media while others are marginalised or silenced. With the rise in digital media, the chapter analyses the changing patterns of news media consumption in the UK and how social media users are responding to DVA cases reported in the news. Through discourse analysis of language and images, the potential messages projected to media consumers are considered, together with consumer dialogue and interaction articulated via online and social media platforms.

Flow-based leadership exists when leaders commit to maximizing their own peak performance (“flow”) and to facilitating the flow states of others. This results in team and organizational flow. Meaning making is what binds an organization to its purpose. A recent McKinsey study shows that when people work in flow, their productivity increases by five-fold and has the effect of elevating individual, as well as organizational, well-being. However, as leaders come and go in organizations, the commitment to a model of meaning-making and sustained peak performance can be tainted through politics, silos, and personalities as varied as the leaders themselves. How can an organization sustain a flow-based culture over long periods regardless of who is leading it. 

Georgia Smoke Diver (GSD) is an extreme, experiential training program in the fire service. There are over 1,000 GSDs as of this writing. At least 100 of these come back twice a year to help teach the class, which has about 40 students, on their own time and for no pay. They take time away from their families, often using precious vacation time, because they are committed to making firefighters better. This program changes lives. Since 1978, GSD practices mindful leadership development for growing and mentoring leaders. Their model of flow-based leadership fosters cultural intelligence and social capital to identify and nurture leaders over time. This chapter explores the dynamics of how GSD uses design principles to balance deliberate and organically driven leadership development.

A special meeting of members was held during the course of the Institute's Northern Printed Circuit Symposium on Tuesday, 20th November. The meeting was held to consider, and if thought fit, to vote on two proposals of the Executive Council which were essentially:‐

The purpose of this paper is to examine how women small business owners’ (SBOs) business start-up motivations influence their network content.

Semi-structured interviews were conducted with 28 women SBOs who were recruited through purposeful sampling methods. Interview data on their start-up motivations were used to categorise them into three types: classic, forced and work-family. The interviews explored the network contents of the three categories of participants.

There were many similarities between network contents of classic and forced SBOs, as both groups had started their business for financial reasons rather than family reasons. All the participants’ networks contained information and advice, economic transactions, intangible support and strong ties. However, the sources and types of network content were different for the classic and forced SBOs when compared to work-family SBOs.

This study has limitations that tend to be commonly found in exploratory studies, such as a small sample size. However, the findings lay the groundwork for future quantitative studies that examine associations between SBOs’ motivations for starting a business and their network contents.

This research responds to calls for studies aimed at developing a more nuanced understanding of SBOs’ networking behaviour. The study provides empirical evidence of a relationship between the motivations for starting a business and the network content of SBOs. The findings can be used by businesswomen’s network organisations in their mentoring and training interventions.

The purpose of this paper is to explore the extent to which improving doctor–patient communication (DPC) can address and alleviate many healthcare delivery inefficiencies.

The authors survey causes and costs of miscommunication including perceptual gaps between how physicians believe they perform their communicative duties vs how patients feel and highlight thresholds such as the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) used by hospitals to identify health outcomes and improve DPC.

The authors find that DPC correlates with better and more accurate care as well as with more satisfied patients. The authors utilize an assessment framework, doctor–patient communication assessment (DPCA), empirically measuring the effectiveness of DPC. While patient care is sometimes viewed as purely technical, there is evidence that DPC strongly predicts clinical outcomes as well as patients’ overall ratings of hospitals.

More research is needed to extend our understanding of the impact of the DPC on the overall HCAHPS ratings of hospitals. The authors think that researchers should adopt a qualitative method (e.g. content analysis) for analyzing DPC discourse.

When a sufficient amount of DPCA training is initiated, a norming procedure could be developed and a database may be employed to demonstrate training program’s efficacy, a critical factor in establishing the credibility of the measurement program and nurturing support for its use.

The authors highlight clinical and operational issues as well as costs associated with miscommunication and the need to use metrics such as HCAHPS that allow consumers to see how hospitals differ on specific characteristics.