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Examines how Oakridge Training and Consulting designed and delivered a training program to enhance Contour Housing Group's ability to deliver effective change.

Reports on the background to the training program and some of the results it has achieved.

Claims that understanding the need for change is the first step to its acceptance, yet managers are too often frustrated by a lack of employee vision. Imposing change without communication and consultation serves only to widen the understanding and communication gap. Argues that, to avoid this, employers need to consider what they are doing to develop employees' understanding and ability to manage the process.

Describes how, over the course of the program, managers were introduced to the concepts of personal impact and influence training, leading and managing change, building teams and the concept and application of action learning.

Highlights some basic principles that can help to make change a success in a wide range of organizations.

Argues that change management does not end after the announcement of change plans; that is really only the starting‐point.

This paper aims to look at a recent delivery by Oakridge Training and Consulting of a programme to enhance the ability to deliver change management at Contour Housing Group.

The paper looks at the background to the need – the client's own research, which highlighted employee concerns regarding the management and communication of change – and outlines the development of focus groups to understand more about the need and to develop a strategy for learning.

Understanding the need for change is the first step to its acceptance. Yet all too often managers are frustrated by a lack of employee vision. It is probably the case that they see things in a different light and there is a real need for the rationale for the change to be substantive, well thought through and credible. Imposing change without communication and consultation serves only to widen the understanding and communication gap. To avoid this, employers need to consider what they are doing to help employees' understanding and ability to manage the process – how are they avoiding the guesswork? They must also consider what they will continue to do. Change management does not end after the announcement of change plans, it is really only the starting‐point.

Oakridge designed a bespoke programme that was delivered to 60 managers at different managerial levels within the company. Included in this paper is some early anecdotal evidence of the programme's success from those attending. It is supported by a best practice guide to change management, based on Oakridge's experience in helping organizations deal with change.

The provision of home and community supports can enable people to successfully age-in-place by improving physical and mental health, supporting social participation and enhancing independence, autonomy and choice. One challenge concerns the integration of place-based supports available as older people transition into affordable housing. Sustainable solutions need to be developed and implemented with the full involvement of communities, service organizations and older people themselves. Partnership building is an important component of this process. The purpose of this paper is to detail the intricacies of developing partnerships with low-income older people, local service providers and nonprofit housing associations in the context of a Canadian housing development.

A community-based participatory approach was used to inform the data collection and partnership building process. The partnership building process progressed through a series of democratized committee meetings based on the principles of appreciative inquiry, four collaboration cafés with nonprofit housing providers and four community mapping workshops with low-income older people. Data collection also involved 25 interviews and 15 photovoice sessions with the housing tenants. The common aims of partnership and data collection were to understand the challenges and opportunities experienced by older people, service providers and nonprofit housing providers; identify the perspectives of service providers and nonprofit housing providers for the provision and delivery of senior-friendly services and resources; and determine actions that can be undertaken to better meet the needs of service providers and nonprofit housing providers in order to help them serve older people better.

The partnership prioritized the generation of a shared vision together with shared values, interests and the goal of co-creating meaningful housing solutions for older people transitioning into affordable housing. Input from interviews and photovoice sessions with older people provided material to inform decision making in support of ageing well in the right place. Attention to issues of power dynamics and knowledge generation and feedback mechanisms enable all fields of expertise to be taken into account, including the experiential expertise of older residents. This resulted in functional, physical, psychological and social aspects of ageing in place to inform the new build housing complex.

The time and effort required to conduct democratized partnerships slowed the decision-making process.

The findings confirm that the drive toward community partnerships is a necessary process in supporting older people to age well in the right place. This requires sound mechanisms to include the voice of older people themselves alongside other relevant stakeholders. Ageing well in a housing complex requires meaningful placemaking to include the functional, physical, psychological and social aspects of older people’s everyday life in respect to both home and community.

This chapter discusses how Nancy Fraser’s theory of two-dimensional participatory justice may be employed in research concerned with inequalities within higher education. The main concepts of Fraser’s theory are discussed and evaluated in the light of the critical attention they have attracted. Following that, I demonstrate the empirical application of Fraser’s ideas through discussion of extracts of data from a recent small-scale investigation undertaken within a UK-based higher education institution. Finally, I conclude by discussing the strengths of Fraser’s concepts with some indications for future research.

The purpose of this study isto synthesize recent empirical research investigating memory of stressful critical incidents (both simulated and occurring in the field) among law enforcement officers.

The study used the approach of systematic state-of-the-art review.

In total, 20 studies of police and military officers show reduced detail and accuracy of high- versus low-stress incidents, especially for peripheral versus target information. Decrements in memory performance were mediated by the extent of physiological stress responses. Delayed recall accuracy was improved among officers that engaged in immediate post-incident rehearsal, including independent debriefing or reviewing body-worn camera footage.

Most studies were not found through systematic database searches, highlighting a need for broader indexing and/or open access publishing to make research more accessible.

By understanding how stress physiology enhances or interferes with memory encoding, consolidation and recall, evidence-based practices surrounding post-incident evidence gathering are recommended.

The current review addresses common public misconceptions of enhanced cognitive performance among police relative to the average citizen.

The current work draws from scientific knowledge about the pervasive influence of stress physiology on memory to inform existing practices surrounding post-incident evidence gathering among police.

Through a case study of the decision making that led to the writer becoming a teacher educator, the purpose of this paper is to contribute to historiography by exploring the complex process of surfacing and interpreting memory.

The methodology draws on the concepts of autobiographical memory and reflexivity, together with documentary and archival sources including newspapers and secondary sources.

The outcome reveals that the process of memory is complex. It illustrates that allowing the participant a wide scope to work with pivotal memories, which may include those referring to material objects, may lead to unexpected and compelling explanations that have the power to change thinking in regards to related aspects of educational history. In this particular case, the findings reveal the long-term impact of boarding school experience.

The paper expands the way in which educational historians may think about undertaking interviews by illustrating the need for investment of time and close attention to all memories, some of which may at first seem to be irrelevant. Additionally, while a significant amount of research had been published on the long-term impact of boarding school experience on students in the UK, a little critical historical work has been undertaken in regards to the Australian experience – this paper offers a unique contribution to the undertaking of that project.

Strong leadership in primary care is necessary to coordinate an effective pandemic response; however, descriptions of leadership roles for family physicians are absent from previous pandemic plans. This study aims to describe the leadership roles and functions family physicians played during the COVID-19 pandemic in Canada and identify supports and barriers to formalizing these roles in future pandemic plans.

This study conducted semi-structured qualitative interviews with family physicians across four regions in Canada as part of a multiple case study. During the interviews, participants were asked about their roles during each pandemic stage and the facilitators and barriers they experienced. Interviews were transcribed and a thematic analysis approach was used to identify recurring themes.

Sixty-eight family physicians completed interviews. Three key functions of family physician leadership during the pandemic were identified: conveying knowledge, developing and adapting protocols for primary care practices and advocacy. Each function involved curating and synthesizing information, tailoring communications based on individual needs and building upon established relationships.

Findings demonstrate the need for future pandemic plans to incorporate formal family physician leadership appointments, as well as supports such as training, communication aides and compensation to allow family physicians to enact these key roles.

The COVID-19 pandemic presents a unique opportunity to examine the leadership roles of family physicians, which have been largely overlooked in past pandemic plans. This study’s findings highlight the importance of these roles toward delivering an effective and coordinated pandemic response with uninterrupted and safe access to primary care.

The purpose of this study was to explore the perceptions and attitudes of original luxury brand owners towards counterfeit luxury goods. The results indicated that all respondents found luxury products fun and worth the price they paid for them, whether they were original or counterfeit. Almost 30 percent of respondents owned no counterfeits and only original goods. These respondents believed that counterfeits were inferior products and believed that ownership of original luxury products was more prestigious compared to counterfeit luxury goods. Conversely, those who owned more counterfeits had a positive image of them and did not believe these products were inferior. Overall, 70 percent of respondents indicated that the value, satisfaction, and status of original luxury brand names were not decreased by the wide availability of counterfeits. Further, the majority of respondents disagreed that the availability of counterfeits negatively affects their purchase intentions of original luxury brands.