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The purpose of this paper is to assess the contribution of scenario-based learning aimed at raising awareness of sustainability in health-care practitioners. The Lancet…
The purpose of this paper is to assess the contribution of scenario-based learning aimed at raising awareness of sustainability in health-care practitioners. The Lancet Countdown on Climate Change calls for urgent action on health and climate change; this requires appropriate knowledge, skills and competencies that can be gained through undergraduate education. The International Council of Nurses calls for leadership in nursing for sustainability; however, climate change and health are given little attention in nursing and health-care curricula.
A cohort of nursing and midwifery students was introduced to sustainability and climate change in the context of health care through scenario-based learning sessions in each of their three years of undergraduate education. Questionnaires were used to collect data on participant’s attitudes toward sustainability and climate change, how useful the educational sessions were and the extent to which their clinical practice had changed.
Significant differences were found between scores in Years 1 and 2 suggesting greater awareness of the importance of sustainability in nursing education and practice. Comparison of Years 2 and 3 scores found participants more likely to apply sustainability principles in clinical practice and challenge unsustainable practices in the work environment.
Further research is required to explore sustainability practice in postgraduate nurses/midwives. However, this study supports the need for sustainability education to be embedded within health-care professional degrees through applied and participatory pedagogical approaches.
To the best of the authors’ knowledge, this is the first study to evaluate sustainability education and its impact on nursing attitudes towards practice.
Merchants and manufacturers have it in their power to minimise in some degree the extent to which we are becoming indebted to foreign countries in respect of the large excess of imports over exports, by obtaining, as far as possible, their imported supplies of food products and raw materials for industries from countries within the Empire. Take, for example, meat and cheese. The prevailing high prices are no doubt encouraging the home production of these commodities. Nevertheless a large quantity must necessarily be imported. In 1914 meat to the value of 62 million pounds was imported, and cheese to the value of 8 million pounds. Of the imports of meat 26 per cent. came from within the Empire, and of cheese 82 per cent. Clearly it is better under existing circumstances that we should buy meat from Australia and New Zealand than from Argentina, and cheese from Canada and New Zealand rather than from Holland and the United States. Many other examples may be mentioned of products which can equally as well be obtained within the Empire as from foreign countries, such as maize from South Africa, where a large increase of production is expected this year; oats from Canada rather than from Argentina and the United States; barley from Canada; peas from New Zealand; butter from Australia and New Zealand; canned salmon, of which 2½ million pounds' worth was imported in 1914, from Canada rather than from the United States; apples from Canada and Australia; wine from Australia; tea from India and Ceylon rather than from China and Java; cocoa from the Gold Coast and the West Indies; copra from Malaya, India and Australia; rubber from Malaya and Ceylon; fibres from New Zealand, Mauritius, Ceylon, etc.; wood pulp from Canada and Newfoundland; wool from Australia, New Zealand, South Africa and the Falkland Islands rather than from Argentina, Chile and other foreign sources; tanning materials from India, Natal, Australia and British East Africa; dyewoods from the West Indies; timber from Canada; hardwoods from India, West Africa, the West Indies and Australia; copper and copper ore from Australia and South Africa; tin and tin ore from Malaya, Nigeria, South Africa and Australia; manganese from India; plumbago from Ceylon; hides from India, Africa and Australia, and so forth. It has been stated that the result of the war may ultimately depend largely on financial strength. In that case the country which is to the greatest extent self‐supporting as regards supplies of the necessaries of life and materials for the manufacture of munitions of war will be in a position to carry on the longest. Undoubtedly the British Empire contains within itself the power to produce all such materials, and the Dominions, Colonies and Dependencies are in fact already supplying a large proportion of the food products and raw materials for industries, which are imported into the United Kingdom. There are a few notable exceptions, e.g., for our supplies of cotton and sugar we have always been largely dependent on foreign countries, but Uganda and the Soudan are capable of producing in the future very large quantities of cotton of the quality required by Lancashire spinners, and sugar production in our Colonies could, with proper encouragement, be expanded so as to meet the whole of the requirements of the Mother Country. If the British capital and energy which have in the past gone every year to the development of enterprises in foreign countries had been devoted for a tew years exclusively to exploiting the resources of the Dominions and Colonies, the British Empire would, by this time, have become practically self‐supporting, and the bulk of our imported foodstuffs and raw products required for our manufacturing industries would now be obtained from within the Empire and paid for by increased quantities of our own manufactures. It may be hoped that one of the lessons which we shall learn from the war will be definitely to encourage the development of the vast resources of our overseas Empire. — The Chamber of Commerce Journal.
In this chapter, the authors explore the impact of Covid-19 on craft beer in the here-and-now of the pandemic by examining responses of Scottish (UK) brewers to it. The…
In this chapter, the authors explore the impact of Covid-19 on craft beer in the here-and-now of the pandemic by examining responses of Scottish (UK) brewers to it. The authors’ aim is to organise their responses to the situation in which they find themselves with the objective of making fresh sense of the dynamics of organising during a global pandemic. In pursuit of fresh insight to all of this, the authors seek to illuminate what Covid-19 can do to/for breweries and to know the world differently (through recognising more than one way of knowing). So, to enrich the reader’s understanding of organising in the haecceity of responding to and dealing with Covid-19, the authors’ method of inquiry involves integrating empirical materials from brewery social media activities with poetic transcription from interviews with brewers. The authors find support for the view that such integration of findings through research poetry clothes the social media content findings and neither approach dominates the other. Potential implications for future beer studies from the field of poetry are discussed in light of the new comings-together in this chapter.
Fewer than half of UK start-up businesses survive beyond five years (ONS, 2020). The Scottish Small Business Survey of 2019 found competition in the market and uncertainty…
Fewer than half of UK start-up businesses survive beyond five years (ONS, 2020). The Scottish Small Business Survey of 2019 found competition in the market and uncertainty as to how to face it were considered the most significant barrier to success by almost half of Small and Medium-sized Enterprises (SMEs) (Scottish Government, 2020). This chapter considers how four Scottish breweries have formulated start-up strategies to respond to competition in an ever-increasingly crowded marketplace in order to maximise their likelihood of survival. The findings from each of these case studies are presented in an accessible format, and indicate that a variety of approaches to the development of the businesses can be adopted, albeit planned approaches dominate. Drawing on real life experiences of four successful businesses, the practical choices they took provide guidance and inspiration for other aspiring craft beer entrepreneurs in selecting an appropriate approach to and content of their founding strategy.
In this chapter, the authors explore the entrepreneurial nature of craft brewing. The authors find growth in the microbrewery sector has been supported through a…
In this chapter, the authors explore the entrepreneurial nature of craft brewing. The authors find growth in the microbrewery sector has been supported through a cooperative approach between competing artisanal small firms. This has helped build competitive advantage in resistance to the dominant market forces of large brewers. Data were gathered using semi-structured interviews with 12 craft brewers in the North East of Scotland. Analysed findings are used in the design of a conceptual model on the nature of collaboration in the craft beer sector. An artisanal scene is presented, where community benefit and continued development of the craft beer movement is prioritised, over commercial and strategic growth. The typically small firms in this area share resources and support each other in a drive to wean customers away from the large mainstream producers. The authors argue that the nature of the craft beer sector seeks to actively resist market dominance, not only through product quality and marketing, but also in the entrepreneurial behaviours enacted to sustain the movement. The findings suggest a co-existence of both collaboration and competition in the strategic decisions of craft brewers. The focus is on the locally embedded connections these firms develop in the maintenance of their craft roots, with a range of complex interconnected factors linking brewer, community, and the broader industry.
This chapter brings together a commentary on the three chapters in the part Making and Selling Craft Beer. Highlighting key themes emerging from these chapters, they were…
This chapter brings together a commentary on the three chapters in the part Making and Selling Craft Beer. Highlighting key themes emerging from these chapters, they were put to a seasoned brewer who owns a microbrewery which services his own pub in rural Lincolnshire. The conclusion presents a discussion between the researcher and the brewer to unpack the everyday realities of making and selling beer with particular consideration of the COVID-19 pandemic.
On-site brewery tap rooms are becoming an increasingly common feature of craft beer businesses and are frequently seen as a vital element in their success. With their…
On-site brewery tap rooms are becoming an increasingly common feature of craft beer businesses and are frequently seen as a vital element in their success. With their origins in the sampling room and brewery visitor centres, tap rooms have evolved into drinking destinations where craft beer aficionados can grow their knowledge and enjoy the prestige of having direct contact with brewers in the proximity of production. It is also a stage where an independent local business can perform its ethical superiority over corporate global brewing. More surprisingly, perhaps, brewery tap rooms are becoming a valuable and trusted community resource, as pubs and other gathering places are lost.
This chapter takes the major themes emerging from the two academic chapters on beer communities and discusses these with a rural craft ‘nano’ brewer in Fife, Scotland. The…
This chapter takes the major themes emerging from the two academic chapters on beer communities and discusses these with a rural craft ‘nano’ brewer in Fife, Scotland. The discussion touches on the value of online communities for learning to brew and advertising to customers. However, this is tempered with a realisation of the divide between the homebrewing education community and the commercial necessities of running a small brewery, and the limited value of glossy Instagram photos to smaller brewers in selling their craft beer. This chapter reinforces the importance of localism and face to face selling for nanobrewers, and the value of establishing symbiotic relationships with other local producers and sellers.