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The model of methadone maintenance treatment (MMT) in the United States has (for better or for worse) influenced the development of MMT elsewhere. This paper sheds light on the origins and progression of MMT and its application today. This perspective may prove helpful to persons and agencies attempting to develop MMT or whose MMT programmes are being subject to ever‐increasing restrictions. The demographics, social and economic risk factors, impact of poly‐substance use and co‐occurring psychiatric disorders (dual diagnosis), and existing evidence supporting dosing and therapeutic interventions in MMT are reviewed and illustrated with a case study.

We focus on the internal workings of a university organization’s response to institutional plurality. In the field of higher education, both organizations and individuals are prescribed competing demands due to academic logic and the logic of managerialism. We interpret six individual experiences of institutional plurality and illuminate how social position, disposition, emotions, and apprehension regarding plurality affect their response to shifting emphases in the logics of the university. In addition, we show that although there may appear to be harmony in the organizational-level response to institutional plurality, turmoil may be affecting the organization’s members, highlighting the importance of looking at how people experience institutional logic multiplicity.

The purpose of this paper is to provide a narrative review of the literature on substance use/misuse within an intellectual disability (ID) population. The paper is focused on the prevalence, motivation and implications of substance use as well as the interventions for misuse.

Research focused on substance use and ID (IQ of 70 or less with onset in the developmental period) were considered.

The findings indicate a disparity between research findings regarding the prevalence of substance use/misuse within ID populations. Previous research indicates that individuals with ID may use/misuse substances as a form of relief or respite from negative experiences. Although there is a clear need for intervention, many of the ID population do not engage with generic interventions for substance misuse. Additionally, professionals responsible for the provision of interventions identify a lack of training and support to meet the needs of ID populations.

Minimal research in this areas, barriers to language and demographics being underreported.

Highlights problems with the current evidence base and barriers this poses indicates a need for further research and intervention.

Implications for the equality for individuals with an ID and their access to appropriate intervention. Focus on prevention of offending behaviour and intervention as appose to management.

In order to build a greater understanding of this issue, a shared universal language and definition of ID must be implemented. Further research to improve the understanding of why those with ID misuse substances is imperative before designing and implementing useful interventions.

The purpose of this paper is to report on the authors' in‐depth investigations of six successful turnarounds, which found that renewal was accomplished by a new management team that stepped outside the boundaries and constraints of the company and looked at its market through the eyes of customers and competitors.

The authors describe how to perform an outside‐in turnaround that refocuses the company on the needs and expectations of the customer. This customer focus energizes and focuses the entire organization toward a shared sense of purpose.

The forces moving a company to an inside‐out view are persistent and powerful. They must be countered with a tough resolve to ensure a company meets its customers' test for relevance.

The challenge of beginning a successful outside‐in turnaround is to find the right balance between realism and optimism.

The authors show how leading and sustaining an outside‐in turnaround means giving the organization a clear sense of purpose around the unifying theme of delivering superior customer value.

The purpose of this paper is to investigate the influence of question type (open-ended, prompted, reverse order and chronological order recall) on children’s ability to maintain a truth or a lie in a two-part mock-courtroom study.

In total, 96 children (M _age=131.00 months) between 9 and 12 years of age were asked to testify about an interaction with a research assistant the week prior. They were assigned to one of four conditions (true/false×assertion/denial).

Results indicate that question type has an influence on children’s ability to maintain their condition. Results also indicate that regardless of question type, children have difficulty recalling information sequentially.

Implications of the current research support the use of various question types, including increasing the cognitive load demands, when interviewing children.

To date, this is the first study to investigate the use of reverse order questioning in a courtroom study with children.

Fueled by the relentless pressures of the 24/7 work schedule, globalization, large‐scale initiatives and scarce resources, leaders today are experiencing more and more stress, fatigue and total burnout. At the same time, few leaders have learned the important lessons about addressing inherent stressors. Instead, leaders often choose to continue pursuing a pace that ultimately negatively affects both their work and personal lives. In fact, it is rare for leaders to stop their fast‐paced cycles, reflect on the goals and strategies they are creating and recognize the need to step back and use their change agent skills to improve their own work environment. Leaders can harness their strengths as strategic thinkers and risk‐takers in an effort to create a healthier and more effective balance. This article discusses the ways to do that through recognizing the causes, unlearning bad habits and recommitting to a more balanced life for themselves and their co‐workers. Campbell Soups CEO, among others, is cited as one good example.

Monika Fabijanska's groundbreaking exhibition The Un-Heroic Act showcased 20 representative artworks to survey the iconographic variety of representations of rape in contemporary women's art in the United States since the 1960s. Organized by the Andrew and Anya Shiva Gallery at John Jay College, City University of New York in 2018, the exhibition's wide range of pieces was brought together in dialogue for the first time to confront prevailing sexual violence misconceptions, rape myths, and to fill the void in women's art history.

In this chapter, Fabijanska is interviewed to glean insight into the curatorial strategies she deploys as challenges and sensitivities surrounding rape play out in the context of an art exhibition and catalog. Although The Un-Heroic Act has attracted substantial media coverage and scholarly attention, the role of curatorial intention and considerations in mediating difficult content to viewers in an educational setting, and shaping understanding of a complex issue, has not yet been explored in depth. Through this interview, these pertinent questions are unpacked.

Addressing some of the curatorial challenges she faced, Fabijanska brings to light the value that exhibition texts, audience engagement programs, contextualizing comments, and teaching hold. She shares her careful selection process, highlighting the necessity of taking a collaborative approach and working toward crafting “safe spaces” within which difficult questions can be broached.

Serious questions have been raised regarding the necessity to continue focusing our research on what constitutes individual, or what the authors refer to as singular leadership. Although the authors consider these questions to be important to advancing the field of leadership theory, research, and practice, they also suggest that attempts to minimize the relevance of singular leadership may hinder progress in other domains of leadership research. In this chapter, the authors explore how and why singular leaders and their leadership matter, and how they may influence follower, peer, and organizational outcomes. The authors use a paradoxical framework to present a theoretical model and propositions that allow us to clarify the influence of different forms of singular leadership within organizations. In our examination of singular leadership, the authors consider both positive and harmful modes of attributes, cognitions, and behaviors.