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Based on more than two decades of hands‐on experience in the field of organizational change management consulting, this paper seeks to reflect on the most common misunderstandings and mis‐steps that can derail executives as they manage their companies through complex, multifaceted change journeys.

The paper focuses on six key imperatives that can enable executives to overcome resistance to change, sustain workforce performance through difficult challenges, provide effective leadership and support the new workforce behaviors necessary to propel an organization faster and more effectively toward its business goals. When discussing each area, the authors explore the right mindset to see and understand the issue, the skills needed to be effective and the initiatives that can be put in place to support the change programme.

New mindsets, skills and execution capabilities are important if executives and managers are to bring about successful change within their organizations. Successful implementation of change requires an understanding of the human response to change. Resistance to change is real, and is a barrier that can stop an organization from reaching its goals. Because response to change is predictable, however, an organization is not helpless in dealing with the people aspects of change. Proven approaches, tactics and initiatives exist that can improve an executive's chances of successfully managing the organization and its people through complex, ongoing portfolios of change.

Using real‐life experience of organizations across both the public and private sectors, the paper presents practical advice to meet today's challenges at a time when the pace and scope of change appear to be virtually unprecedented.

This paper extends the nature and relevance of exploring the historical roots of social and environmental accounting by investigating an account that recorded and made visible pollution in 17th century London. John Evelyn's Fumifugium (1661) is characterised as an external social account that bears resemblance to contemporary external accounting particularly given its problematising intentionality.

An interpretive content analysis of the text draws out the themes and features of social accounting. Emancipatory accounting theory is the theoretical lens through which Evelyn's social account is interpreted, applying a microhistory research approach. We interpret Fumifugium as a social account with reference to the context of the reporting accountant.

In this early example of a stakeholder “giving an account” rather than an “account rendered” by an entity, Evelyn problematises industrial pollution and its impacts with the stated intention of changing industrial practices. We find that Fumifugium was used in challenging, resisting and seeking to solve an environmental problem by highlighting the adverse consequences to those in power and rendering new solutions thinkable.

This is the first research paper to extend investigations of the historical roots of social and environmental accounting into the 17th century. It also extends research investigating alternative forms of account by focusing on a report produced by an interested party and includes a novel use of the emancipatory accounting theoretical lens to investigate this historic report. Fumifugium challenged the lack of accountability of businesses in ways similar to present-day campaigns to address the overwhelming challenge of climate change.

With three credited scriptwriters and five credited directors, the 1967 release of Casino Royale saw a gang of multifaceted James Bond 007s facing off against an army of beautiful, hypersexualised, personality-less female spies, headed by the real James Bond’s neurotic, insecure, American nephew Jimmy. Perhaps this wasn’t Fleming’s intended storyline for Bond’s first outing at Casino Royale, but the resulting parodic outing absorbed and commented upon some of the inherent gendered archetypes of Fleming’s work. What the 1967 Casino Royale accomplishes is a narrative which contrasts varieties of masculinity which are segmented forms of the masculinity defined by Fleming’s Bond. This chapter compares the masculinity of Bond developed in Fleming’s novel, before examining the representations of masculinity inherent within the four key male characters: Sir James Bond (David Niven), Evelyn Tremble (Peter Sellers), Cooper (Terence Cooper) and Dr Noah/Jimmy Bond (Woody Allen). By showing the depictions of masculine elements each of these characters embodies, along with the metanarrative elements of each performer’s persona, this chapter aims to identify how the 1967 Casino Royale both faithfully depicts the masculine elements of Bond while at the same time satirizing Bond’s particular brand of masculinity. This examination ultimately argues that this segmentation of Bondian masculinity is the core point of cohesion in a deeply incoherent, parodic film adaptation of Fleming’s novel.

Despite the popularity of facilitating coaching cultures, very little is known about this phenomenon, especially from the perspective of different organisational stakeholders. We aim to add the enacting practitioner perspective in developing coaching cultures that has not yet been explored through empirical research.

We interviewed 20 organisational development and coaching practitioners who work in or with organisations to develop coaching cultures.

We apply Braun and Clarke’s reflexive thematic analysis (TA) and unpack four intersecting themes: (1) “It flows through the veins of the organisation”; (2) “More powerful than anything else is having that one-to-one time”; (3) “The roadmap emerges”; and (4) “Means to an end and an end in itself”. We construct a coaching culture as an ever-evolving, psychologically safe, and empowering dialogic “container” or subculture that is developed and sustained by change agents with first-hand experience of coaching.

The findings add to our understanding of coaching cultures by offering a conceptualisation of coaching culture based on practitioners’ perspectives and constructing a framework of assumptions, values and behaviours that underpin them. We conclude by setting an agenda for further research in the advancement of coaching culture theory and practice in coaching psychology.

This research considers the potential for renewable energy partnerships to contribute to Canada's efforts to overcome its colonial past and present by developing an understanding of how non-Indigenous peoples working in the sector relate to their Indigenous partners.

This study is part of a larger research program focused on decolonization and reconciliation in the renewable energy sector. This exploratory research is framed by energy justice and decolonial reconciliation literatures relevant to the topic of Indigenous-led renewable energy. The authors used content and discourse analysis to identify themes arising from 10 semi-structured interviews with non-Indigenous corporate and governmental partners.

Interviewees’ lack of prior exposure to Indigenous histories, cultures and acknowledgement of settler colonialism had a profound impact on their engagement with reconciliation frameworks. Partners' perspectives on what it means to partner with Indigenous peoples varied; most dismissed the need to further develop understandings of reconciliation and instead focused on increasing community capacity to allow Indigenous groups to participate in the renewable energy transition.

In this study, the authors intentionally spoke with non-Indigenous peoples working in the renewable energy sector. Recruitment was a challenge and the sample is small. The authors encourage researchers to extend their questions to other organizations in the renewable energy sector, across industries and with Indigenous peoples given this is an under-researched field.

This paper is an early look at the way non-Indigenous “partners” working in renewable energy understand and relate to topics of reconciliation, Indigenous rights and self-determination. It highlights potential barriers to reconciliation that are naïvely occurring at organizational and institutional levels, while anchored in colonial power structures.

President, Charles S. Goldman, M.P.; Chairman, Charles Bathurst, M.P.; Vice‐Presidents: Christopher Addison, M.D., M.P., Waldorf Astor, M.P., Charles Bathurst, M.P., Hilaire Belloc, Ralph D. Blumenfeld, Lord Blyth, J.P., Colonel Charles E. Cassal, V.D., F.I.C., the Bishop of Chichester, Sir Arthur H. Church, K.C.V.O., M.A., D.Sc., F.R.S., Sir Wm. Earnshaw Cooper, C.I.E., E. Crawshay‐Williams, M.P., Sir Anderson Critchett, Bart., C.V.O., F.R.C.S.E., William Ewart, M.D., F.R.C.P., Lieut.‐Colonel Sir Joseph Fayrer, Bart., M.A., M.D., Sir Alfred D. Fripp, K.C.V.O., C.B., M.B., M.S., Sir Harold Harmsworth, Bart., Arnold F. Hills, Sir Victor Horsley, M.D., F.R.C.S., F.R.S., O. Gutekunst, Sir H. Seymour King, K.C.I.E., M.A., the Duke of Manchester, P.C., Professor Sir Wm. Osler, Bart., M.D., F.R.S., Sir Gilbert Parker, D.C.L., M.P., Sir Wm. Ramsay, K.C.B., LL.D., M.D., F.R.S., Harrington Sainsbury, M.D., F.R.C.P., W. G. Savage, M.D., B.Sc., R. H. Scanes Spicer, M.D., M.R.C.S., the Hon. Lionel Walrond, M.P., Hugh Walsham, M.D., F.R.C.P., Harvey W. Wiley, M.D., Evelyn Wrench.

IT is seldom that I can bring myself to write anything for publication, and as I had a longish article on “The education of librarians in Great Britain” printed as recently as 1964 in the Lucknow Librarian (which is edited by my friend Mr. R. P. Hingorani) I had not contemplated any further effort for some time to come. But as THE LIBRARY WORLD evidently wishes to cover all the British schools of librarianship it would be a pity for Brighton to be left out, even though, coming as it does towards the end of a gruelling series, I can see little prospect of this contribution being read. Perhaps, therefore, I need not apologise for the fact that, as my own life and fortunes have been (and still are) inextricably bound up with those of the Brighton school, any account which I write of the school is bound to be a very personal one.