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Adverse event monitoring is a problem‐oriented approach to clinical audit and health‐care quality improvement, which was developed and has been widely used in the USA. Briefly explores the technique itself and its evolution. Presents experience gained from the widespread use of the approach in a British acute hospital, and results from one specialty – ophthalmology. Suggests that the study of adverse events in patient care can produce significant improvements in patients’ care, that it is particularly suited to some specialties, and that it should be used alongside other techniques in hospital clinical audit programmes. Concludes that, as the demand for quality‐monitoring information from purchasers and within providers grows, adverse event monitoring may become one of the key techniques for quality assessment and improvement.

“Guantánamo lawyers” are a variegated group of lawyers from diverse practice settings, backgrounds, and beliefs. Drawing from interview and archival data, this chapter explores why these lawyers have mobilized to work on Guantánamo matters. What processes engender “heterogeneous mobilization” (i.e., mobilization from different practice settings, and diverse professional, as well as political backgrounds, and beliefs) of lawyers? What are the impacts of such mobilization on the work of lawyers? Adopting a social movement lens and a contemporary historical perspective, this chapter identifies lawyers’ perceptions of their role vis-à-vis the “rule of law” as the most significant cross-cutting motivation for participation. The overlap in human rights orientation of legal nongovernmental organizations (NGOs) and the legal academy, and the corporate pro bono practice at top law firms, facilitates collaborative lawyering between lawyers. Despite some potential limitations of such collaborations, heterogeneous mobilization appears to contribute, at least in the case of Guantánamo, to a greater likelihood of resistance by lawyers to the retreat from individual rights in the name of national security.

Presents a portfolio model for multi‐sales channel effort deployment. Shows how the approach can help sales management restructure sales channels. Notes that combining an organization′s selling effort into multiple sales channels can be facilitated through an analytical approach that considers variations in customer requirements, buying power and contact costs. Concludes that implementing a successful multiple sales channel strategy offers impressive productivity opportunities.

Anticipating behaviour and responding to the needs of complexity and problematic issues requires modelling to facilitate analysis and diagnosis. Using arguments of anticipation as an imperative for inquiry, the purpose of this paper is to introduce generic modelling for living systems theory, and assigns the number of generic constructs to orders of simplex modelling. An nth simplex order rests in an nth order simplex cybernetic space. A general modelling theory of higher orders of simplexity is given, where each higher order responds to every generic construct involved, the properties of which determining the rules of the complex system being that is represented. Higher orders of simplexity also explain greater degrees of complexity relatively simply, and give rise to the development of new paradigms that are better able to explain perceived complex phenomena.

This is Part 3 of three linked papers. Using principles that arise from Schwarz’s living systems set within a framework provided by cultural agency theory, and with a rationale provided by Rosen’s and Dubois’ concepts of anticipation, the papers develop a general modelling theory of simplex orders. They show that with the development of new higher orders, paradigm shifts can occur that become responsible for new ways of seeing and resolving stubborn problematic issues. Part 1 established the fundamentals for a theory of modelling associated with cybernetic orders. Using this, in this Part 2 the authors established the principles of cybernetic orders using simplex modelling. This included a general theory of generic modelling. In this Part 3 the authors extend this, developing a fourth order simplex model, and exploring the potential for higher orders using recursive techniques through cultural agency theory. The authors also explore various forms of emergence.

Cultural agency theory can be used to generate higher simplex through principles of recursion, and hence to create a potential for the generation of families of new paradigms. The idea of conceptual emergence is also tied to the rise of new paradigms.

The use of higher order simplex models to represent complex situations provides the ability to condense explanation concerning the development of particular system behaviours, and hence simplify the way in which the authors analyse, diagnose and anticipate behaviour in complex situations. Illustration is also given showing how the theory can explain the emergence of new paradigms.

Cultural agency can be used to structure problem issues that may otherwise be problematic, within both a top-down and bottom-up approach. It may also be used to assist in establishing behavioural anticipation given an appropriate modelling approach. It may also be used to improve and compress explanation of complex situations.

A new theory of simplex orders arises from the new concept of generic modelling, illustrating cybernetic order. This permits the possibility of improved analysis and diagnosis of problematic situations belonging to complex situations through the use of higher order simplex models, and facilitates improvement in behavioural anticipation.

Analyses salesforce performance and examines high and low performance Australian sales organizations. Chief sales executives in 99 companies describe their sales organizations′ characteristics, management priorities, salesforce performance and sales organization effectiveness. The companies are divided into two performance groups and compared across 31 salesforce performance activities. Important differences between the high and low performance groups concern expense control, sales presentation effectiveness, and sales results performance of salespeople. Identifies important performing issues and indicates guidelines for improving sales organization performance.

Social movements can disrupt existing industries and inspire the emergence of new markets by drawing attention to problems with the status quo and promoting alternatives. We examine how the influence of social movements on entrepreneurial activity evolves as the markets they foster mature. Theoretically, we argue that the success of social movements in furthering market expansion leads to three related outcomes. First, the movement-encouraged development of market infrastructure reduces the need for continued social movement support. Second, social movements’ efforts on behalf of new markets increase the importance of resource availability for market entry. Third, market growth motivates countermovement that reduce the beneficial impact of initiator movements on entrepreneurial activity. We test these arguments by analyzing evolving social movement dynamics and entrepreneurial activity in the US wind power industry from 1992 to 2007. We discuss the implications of our findings for the study of social movements, stakeholder management, sustainability, and entrepreneurship.