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IT IS TO BE hoped that by the time these words are being read the dispute over the Electricians' Union and the TUC will have been solved; and, we hope, with satisfaction to both parties.

A spate of well‐publicised deaths of children of drug‐using parents in Scotland led to a so‐called new policy for protecting young people of substance‐using parents. Amid calls for children to be taken away from such parents Joy Barlow asks what has changed since the government's much acclaimed report Hidden Harm and how, if at all, can social services better protect young people without threatening the family unit and removing the human rights of not just the parents but us all?

As management innovations become more complex, infrastructure needs to change in order to accommodate new work practices. Different challenges are associated with work practice redesign and infrastructure change however; combining these presents a dual challenge and additional challenges associated with this interaction. The purpose of this paper is to ask: what are the challenges which arise from work practice redesign, infrastructure change and simultaneously attempting both in a single transformation?

The authors present a longitudinal study of three hospitals in three different countries (UK, USA and Canada) transforming both their infrastructure and work practices. Data consists of 155 ethnographic interviews complemented by 205 documents and 36 hours of observations collected over two phases for each case study.

This paper identifies that work practice redesign challenges the cognitive load of organizational members whilst infrastructure change challenges the project management and structure of the organization. Simultaneous transformation represents a disconnect between the two aspects of change resulting in a failure to understand the relationship between work and design.

These challenges suggest that organizations need to make a distinction between the two aspects of transformation and understand the unique tensions of simultaneously tackling these dual challenges. They must ensure that they have adequate skills and resources with which to build this distinction into their change planning.

This paper unpacks two different aspects of complex change and considers the neglected challenges associated with modern change management objectives.

The purpose of this paper is to investigate what happens when a lack of role-sending results in ambiguous change agent roles during a large scale organisational reconfiguration. The authors consider the role of sensemaking in resolving role ambiguity of middle manager change agents and the consequences of this for organisational restructuring.

Data were collected from a case study analysis of significant organisational reconfiguration across a local National Health Service Trust in the UK. Data consists of 82 interviews, complemented by analysis of over 100 documents and field notes from 51 hours of observations collected over five phases covering a three year period before, during and after the reconfiguration. An inductive qualitative analysis revealed the sensemaking processes by which ambiguity in role definition was resolved.

The data explains how change agents collectively make sense of a role in their own way, drawing on their own experiences and views as well as cues from other organisational members. The authors also identified the organisational outcomes which resulted from this freedom in sensemaking. This study demonstrates that by leaving too much flexibility in the definition of the role, agents developed their own sensemaking which was subsequently very difficult to manipulate.

In creating new roles, management first needs to have a realistic vision of the task and roles that their agents will perform, and second, to communicate these expectations to both those responsible for recruiting these roles and to the agents themselves.

Much of the focus in sensemaking research has been on the importance of change agents’ sensemaking of the change but there has been little focus on how change agents sensemake their own role in the change.

WHAT ARE ANY company's most valuable assets? There are some who would say they are its goodwill; but there are plenty of experts who go from firm to firm and from one country to another (and themselves gain an enviable living while doing so) stating without admitting any doubt that to any establishment worth anything at all a workforce is its most valuable asset.

The purpose of this paper is to identify elements of success in the family reintegration of children with street connections who have experienced chronic violence and loss in the context of poverty. This paper outlines the application of complex trauma theory into a practice model developed by the JUCONI Foundation in Puebla, Mexico to help children and families prepare and manage reintegration.

This is a 15-month qualitative study involving semi-structured interviews with families and boys at three stages: preparing for return, in the first three months of reintegration and successfully reintegrated. The study comprises interviews with frontline workers and focus group discussions with the project team. In addition, six youths who did not return to their families were interviewed.

The study focuses on an attachment and trauma-based approach to family reintegration of street-connected children outside parental care. The findings highlight the need for careful preparation of both child and families (including siblings/extended family) prior to reunification. Preparation needs to focus on resolving the underlying problems that have led to the child being on the street and “phased” reintegration (beginning with visits to the family) is recommended. Follow-up visits/family work by staff are usually essential to ensure that child/youth and family adjust to each other. The theoretical framework and rationale behind the use of the tools and strategies described needs to be understood, so that they are used intentionally and consistently.

The study cohort involved only boys and other factors are likely to affect the reintegration of girls. The study took place in Mexico only and methods used by JUCONI need to be tested in other contexts.

The integration of children without parental care into families is an issue of critical interest, but there is currently very limited research or guidance on reintegration of children who have lived on the street, especially in low and middle income countries. The study should be of interest to practitioners interested in assessing whether safe and sustainable reintegration is possible and facilitating this. The paper may be of interest to practitioners working with children growing up without parental care who do not have “street connections”, but who have experienced chronic violence and loss.

This is the first study to describe the application of an attachment and trauma perspective to work with children who have lived on the street.

This paper aims to examine some of the broader social consequences of enabling digital rights management. The authors suggest that the current, mainstream orientation of digital rights management systems could have the effect of shifting certain public powers into the invisible hands of private control. Focusing on two central features of digital rights management ‐ their surveillance function and their ability to unbundle copyrights into discrete and custom‐made products ‐ the authors conclude that a promulgation of the current use of digital rights management has the potential to seriously undermine our fundamental public commitments to personal privacy and freedom of expression.