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Dementia not only affects the brain, but the body too; both extremes of reduced mobility and wandering can lead to a loss of independence for an individual. Whichever one a person experiences, says Clare Leonard, facilitating movement and encouraging exercise should be a priority.

Using her experience in working with a local authority and a large voluntary sector provider, the author describes a model which provides effective and challenging user involvement which is also empowering for service users to participate in. Long‐term financial resources are seen as essential to develop user‐controlled organisations, and it is argued that they should be based on the social model of disability. Capacity‐building techniques such as information provision, training and meeting together are seen as enabling users to gain skill and confidence.

The knowledge and experience users and professionals have gained in user involvement since the implementation of community care is leading to development of good practice models, covering strong user‐controlled organisations and redefinition of the professional role in enabling and valuing user expertise. Such user organisations use community development approaches and have a role to play in community care as development agencies and service providers. This model reflects a new social policy agenda and should be part of any initiatives to implement these policies.

Based on the experience of Wiltshire and Swindon Users' Network, this article presents findings from a small user‐controlled study of members' perceptions of their own organisation. Peer support, information provision and speaking with a ‘collective voice’ emerged as key aspects of their involvement which members valued. Although WSUN provided a range of opportunities for involvement in social care and health services, members identified training and recruitment of professionals and presentations as areas for greater involvement. The study calls for greater recognition of the important role that usercontrolled organisations can play in empowering users on a personal level, as well as bringing about change in social care and health services through effective user involvement.

This chapter will present an analysis of mobilisation, framing processes and outcomes of environmental conservation campaigns in Ireland. By locating contemporary disputes about the public space in Ireland within an understanding of this transition from a traditional rural and agrarian society into that of a modern industrialised and urbanised European state, a wider understanding of the circumstances surrounding such contests emerges.¹ This form of analysis goes beyond a social narrative, and facilitates a fuller understanding of the consequences emanating from the framing and reframing of heritage within a context of a society where an obsession with history has been displaced by a zealous predilection for economic development.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The purpose of this paper is to enrich the understanding of current models of organisational response to crises and offer additional perspectives on some of these models. It is also intended to confirm the value of fiction as a truth-seeking and hermeneutic device for enriching the imagination.

The study uses Daniel Defoe’s 1722 novel A Journal of the Plague Year to draw parallels between his portrayal of the London Great Plague of 1665 and the management of modern-day crises. Defoe uses London’s ordeal of the Great Plague to advise those subjected to future crises. Through his representation of plague-ridden streets, Defoe shows stakeholders acting in ways described in current crisis management literature.

The authors note how the management of the Plague crisis was unsuccessful and they challenge the very idea of managing a true crisis. The authors are able to illustrate and offer refinements to the Pearson and Clair (1998) and Janes (2010) models of crisis management as well as confirming the value of their constructs across a lapse of centuries.

Although it is an examination of a single novel, the findings suggest value in conceptualising organisational crises in innovative and more imaginative ways.

It confirms the heuristic value of using fiction to understand organisational change and adds value to current models.

The 2016 announcement of plans for a large new UK nuclear plant at Hinkley Point, just 250 miles from Ireland’s coast, was met with concern by many Irish people. Paradoxically, nuclear power was rejected in Ireland in 1979 with the development of the coal burning plant at Moneypoint in County Clare, and outlawed as an energy option in 1999, yet the country still utilises electricity from the UK’s power grid, which includes energy derived from nuclear power. Ireland’s interconnected energy grid includes Northern Ireland and the Republic. This chapter will examine the issues surrounding Ireland’s energy policy. In particular, it will focus on the debates that have occurred in Ireland in relation to the use of nuclear energy.

The purpose of this paper is to contribute further to the understanding of why and how employees resist workplace change. Building on previous studies exploring the link between worker subjectivity and workplace change, the paper highlights both the spatial and temporal dimensions of tactics of resistance.

The paper draws on case study evidence from an Australian credit union that had implemented significant changes to its service strategy, and identifies employee responses to these changes.

The case study identifies the way in which tradition and place can be discursive resources with which employees resist changes to work practices and roles which threaten to disrupt workplace and gender identities.

To date, the literature has focused on tactics of resistance that draw on temporal and spatial narratives from inside the organization. This paper extends the understanding by showing how individuals also draw on narratives from outside the organization to resist workplace change.