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Real estate success is frequently defined within a narrow frame: capacity, budget and time. However, setting the real estate decision within the broader context of the business ‐ leveraging the connections to do more than simply house the workforce ‐ expands the value equation. Understanding how the various components of the business interact and how the facility can help or hinder that collaboration, while remaining cognisant of one‐time and life‐cycle costs, is likely to drive more robust real estate decisions.

The issue of workplace performance is examined in the broader context of the enterprise. While organisations may be quick to acknowledge the complexity of their business, efforts to link or synchronise the ‘working parts’ often collapse in the face of ‘silo‐based’ thinking. Real estate professionals have a role in bridging this ‘effectiveness’ gap. Building a connected organisation requires the thoughtful interplay of the physical and cultural aspects of the workplace to support the constantly changing flow of people and ideas. It is the quality of the interactions ‐ of the connections ‐ that determines business success. This paper outlines action steps of varying scale, intensity and time which can be used to combat this corporate tendency toward weak ‘connectedness’.

In his paper presented at last month's annual conference of the Institute of Weights and Measures Administration Mr. J. D. Derbyshire, B.Sc. (Econ.), makes some far‐reaching suggestions for improving the machinery now in use to protect the purchasing public. Under the title “Caveat Venditor” he discusses the present position and outlines possible lines of development for the future. He defines “consumer protection” as “that area of service which aims at guaranteeing the consumer certain recognised or defined standards of quantity or quality in his commercial transactions which he may then use as a basis on which to exercise his personal preferences as a consumer. The machinery which affords this protection is at present variegated in the extreme: some of it national, some of it local, some of it public, some of it private; a confused collection of agencies, as yet showing few signs of co‐ordination and order. Included in this broad category will be found, in addition to the weights and measures service, the sampling and analytical service; the former safeguarding standards of quantity, the latter standards of quality. Within the sampling and analytical service will be found the public analysts, the food and drugs sampling officers, the fertilisers and feeding stuffs inspectors and samplers, and that other, as yet small but growing, band of men and women which, privately or with public backing, seeks to protect and raise quality standards of merchandise at present lying beyond the reach of specific legislative control.”

The purpose of this paper is to identify and describe, in a systematic way, the various academic discourses on the rationale for shared decision making (SDM) in mental health care, and so provide a comprehensive account of the ways in which this emerging field is being conceptualised in the research literature.

This study is a systematic review of peer-reviewed papers presenting a rationale for SDM in mental health. Relevant databases were searched from inception to July 2016. Data were analysed using a thematic analysis which aimed to identify and describe different discourses on the rationale for SDM in mental health care. Data were extracted into a standardised data extraction form which contained fields representing the developing thematic framework, study information and research methodology.

An initial search returned returned 1,616 papers, of which 175 were eligible for inclusion in this review. The authors developed ten distinct but interrelated themes which capture the various academic discourses on the rationale for SDM and represent some compelling arguments for SDM from a range of different perspectives including ethical, clinical, “user” focussed, economic and political. Dominant narratives in the literature linked SDM to the recovery moment and person-centred care, and adherence and engagement with mental health services.

The authors are unable to make any conclusions about the strength of evidence for these rationales. The review was restricted to peer-reviewed publications, published in English.

The findings could be a useful framework to support the selection of outcome measures for SDM evaluations.

There have been no systematic reviews published in this area previously.

When William Faulkner sent off his manuscript of Sanctuary in 1929 to the publisher Cape and Smith, Harrison Smith responded, “Good God, I can't publish this. We'd both be in jail.” From its very inception, Sanctuary, Faulkner's shocking novel of a young co‐ed initiated through rape and murder into the criminal world of hoodlums, was controversial. When Smith sent Faulkner the galleys, the author decided to revise the manuscript. This revised version of Sanctuary, published in 1931, went on to become his most scandalous and, not coincidentally, his best selling work. While The Sound and the Fury and Light in August languished and went out of print, the horrific tale of Temple Drake and the gangster/thug, Popeye, generated sustained sales as well as a flurry of popular interest in the young writer from Mississippi.

This paper consists of a case study that reports on a pedagogical intervention undertaken among a group of postgraduate students in the area of coaching. The purpose of this paper is to design an intervention to bridge the gulf between coaching theory and practice, a gap identified by coaching research and corroborated by professional practice students on the university course examined here.

The study gives an account of how literary fiction was used with a cohort of students as a source of hypothetical scenarios used to simulate workplace problems and as a simulative context in which coaching students could apply theoretical models to make-believe scenarios. In this case study, the author evaluates the success of this innovative pedagogical methodology based on a qualitative analysis of excerpts from students’ written work.

The author advocates the use of literary fictional texts as a means of enhancing coach training and makes a case for the benefits of exposing students to literary fiction as part of a rich humanities curriculum. Reading about how fictional characters negotiate the terrain of life and work can help coaching students to create stronger, more creative narratives in their work-based projects.

Exploring how fictional characters respond to challenges in the workplace (and in life generally) will support students to formulate their own coaching interventions in a more coherent fashion. The paper contends that stories are the cornerstone of learning, and that educators can support students to explore issues of core identity, (in)coherent life themes and narrative representation in students’ professional practice by getting them to read fiction.

This paper examines the effectiveness of the reliance on a leader’s reputation as an informal control tool to mitigate subordinates’ budgetary slack. In addition, it seeks to explain whether this relationship is mediated by subordinates’ truthfulness in revealing their private information.

A laboratory experiment was conducted involving 60 undergraduate business students who participated in the experiment. A 1 × 2 between-subjects design was employed for the experimental study. Each subject assumed the role of a production manager responsible for setting a budget target. The experimental task employed involved a simple decoding task adapted from Chow (1983).

The results of this study indicate that budgetary slack is lower when a leader’s reputation is favourable than when it is unfavourable. In addition, it is found that subordinates’ truthfulness in revealing private information fully mediates the relationship between a leader’s reputation and budgetary slack.

This paper extends the limited literature on the reliance of informal controls in mitigating budgetary slack by examining a leader’s reputation as an informal control. The findings of this study provide important implications for the design of effective management control systems.

The author feels haunted; troubled by the ethnography that the author conducted some years ago of a new partnership group that was attempting to set up a community learning centre. The author is aware that it doesn’t sound like a particularly alarming research topic, and perhaps that is where some of the issues began. The author did not expect an ethnographic haunting to occur. The partnership recruited the author less than a year into the creation of the project and spent two years as a sort of ‘researcher in residence’. The original idea was that the author would observe the initial development of the project and then, when the community learning centre was established, the author would research the centre’s activities and how they were experienced by village residents. However, fairly soon into the project, problematic dynamics developed within the group, leading to irreconcilable conflict between members. The community learning centre was never established and the author was left to piece together an ethnography of a failed partnership. Researching an increasingly dysfunctional partnership was an emotionally exhausting activity, especially when relationships between members became progressively hostile. Managing data collection and analysis at this time was difficult, but the author was shocked that, a number of months (and now years) later, revisiting the data for publication purposes remained uncomfortable. The author managed to produce the PhD thesis on the back of this study, but the author has not felt able to go back to the data, despite there being findings worthy of publication. This ethnography is in a state of limbo and is at risk of becoming lost forever. In this chapter, the author explores the reasons for this and discusses lessons learned for future projects.

Researcher Highlight: Dr. Carter G. Woodson (1875–1950)