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The aim of the paper is to help graduate students in the area of hospitality management to understand and deal with non‐performance charges and attrition issues.

The paper uses case studies to illustrate the issues that must be resolved.

There are many ways to look at issues – from the hotel's perspective, from the customer's viewpoint, and from an independent observer's position.

This training exercise highlights the complicated issues surrounding non‐performance charges and attrition issues, and suggests ways in which they can be fairly resolved to the mutual satisfaction of all parties to preserve goodwill all around.

The purpose of this Editorial is to introduce the reader to seven training exercises in tourism.

Introduces the papers in this special issue.

Effective learning requires doing–practice–failure–interpreting–experiencing success, rather than listening and watching.

Provides an introduction to experiential learning exercises for tourism and hospitality executive training.

Risk communication is difficult even when we know our audience and what we want to say to it. These difficulties multiply for risk communication about the possible health effects of global climate change. Such communication requires detailed attention to the decisions that potential audiences face, faithful reliance on existing research results, and rigorous evaluation. In this paper we provide an overview of this challenge for policy-makers and risk managers, and highlight relevant research findings in risk communication and related fields, including behavioral decision-making, science education and cognitive psychology.