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Details a number of current techniques and instruments for ultrasonic thickness surveys, including special gauges which have been developed for use on painted, corroded, and hot surfaces. Suggests various features to be considered when purchasing equipment.

In the previous chapter, I introduced trauma-informed care as an approach to organisational change and a shift in culture to recognise that many employees and people attending services have past trauma experiences. In this chapter, I recast servant leadership (SL) as a trauma-informed leadership model that naturally operationalises some of the principles discussed in the TIA literature. The first section of this chapter addresses the societal need for a more ethical and moral leadership approach, before briefly outlining the prevalence of trauma experienced by service users and employees. The next section provides an overview and definition of SL in a general sense, before articulating a trauma-informed model of SL and its characteristics. Finally, some of the outcomes associated with SL are discussed with a key focus on how this approach operationalises the principle of psychological safety, trust and empowerment found in trauma-informed approaches, as they relate to employees.

Powder coating in the car industry. “The future for powder coatings in the car industry is bright”, Chrysler Corporation's Ernie McLaughlin said in the keynote address at the recent Powder Coating '94 in Cincinnati.

The police function in Australia is trying to accommodate a very wide range of demands. This has created a situation where officers within the same organization must strive to achieve a publicly acceptable level of interaction with the community at large with all its day‐to‐day needs, a capability to control the terrorists and the organized crime regime and all those other requirements which lie between these two extremes. Questions the ability of Australia’s police services to satisfy that range of requirements from within one organization.

The purpose of the study was to gather data to determine whether instructional coaching partnerships can improve teachers’ implementation of learned mathematics instructional strategies. Teachers are willing to learn and implement new mathematics strategies after professional development sessions to see better student learning results. However, the implementation process can become difficult. Our purpose was to determine whether implementing mathematics strategies improved if an instructional coaching partnership supported teachers.

“Do instructional coaching partnerships improve teachers’ implementation of mathematics instructional strategies?” We gathered data to determine whether instructional coaching partnerships support teachers’ capacity to implement new learning. Data were collected using video recording or classroom observation as a pre- and post-assessment. Teachers received 4 to 6 weeks of instructional coaching support during the intervention. Teachers completed a questionnaire about their intervention experiences. Student testing data were also analyzed to determine whether the intervention increased learning outcomes.

Our findings showed improved mathematics strategies, explicitly implementing the open-ended questioning strategy used during mathematics instruction. Open-ended questions to check students’ mathematics understanding increased by 42%. Teachers responded to a qualitative survey and stated overall satisfaction with the support provided by the instructional coach. Additionally, state testing scores in Grades 3 to 5 increased proficiency levels. Grade-level growth comparisons increased between 5 and 28%.

This study adds to current research stating that instructional coaching cycles and the implementation of partnership principles can positively support the execution of learned teaching practices. The study also indicates the effects of coaching support on students’ learning.

This paper focuses on the strategic role of elites in managing institutional and organizational change within English public services, framed by the wider ideological and political context of neo-liberalism and its pervasive impact on the social and economic order over recent decades. It also highlights the unintended consequences of this elite-driven programme of institutional reform as realized in the emergence of hybridized regimes of ‘polyarchic governance’ and the innovative discursive and organizational technologies on which they depend. Within the latter, ‘leaderism’ is identified as a hegemonic ‘discursive imaginary’ that has the potential to connect selected marketization and market control elements of new public management (NPM), network governance, and visionary and shared leadership practices that ‘make the hybrid happen’ in public services reform.