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Stigma towards people with mental health problems is a significant problem and appears trenchant despite recent anti-stigma campaigns. Attitudes develop in young children, and may be stronger and less malleable in adolescence. Early intervention may be important for mental health education and stigma prevention. Theory, evidence and practical considerations all suggest that teachers’ involvement is key. By exploring communication about mental health between teachers and young children, it will be possible to elaborate how stigma develops and may be ameliorated. The purpose of this paper is to explore teachers’ accounts of this communication and the factors that influence it.

Semi-structured interviews with 15 primary school teachers were transcribed and analysed using a grounded theory approach.

Discussions about mental health were largely absent from the classroom, due to teachers’ anxiety. Teachers felt the need to protect children from exposure to people with mental health problems and even from information about the topic, believed they lacked the necessary expertise, worried that such discussions were outside their remit and were anxious about parents’ reactions.

This was the first study to interview teachers on this topic and suggests that a significant opportunity to address fear and stigma is being missed. Teachers’ silence may reinforce that mental health problems are taboo, and prevent children from developing knowledge and a language to talk about mental health. The inclusion of teachers in early mental health education and could promote better understanding and more inclusive attitudes, especially if supported by educational policy and curriculum.

Describes the Young Manager Programme, and the approach of a leading company, Safeway Stores plc, for using this to increase its education links. Addresses the need for communication and partnership to make the programme succeed. Discusses the benefits and drawbacks of using this resource as part of a strategy for education links, along with the opportunities which it presents.

“The issue we confront today is not primarily one concerning a special day for an individual. The issue is in reality whether our nation can summon the will and vision to recognize a great and historic period in its history by designating the birthdate of one who made major contributions to the period a national public holiday.”

Māori are the indigenous population of New Zealand, although even the name ‘Māori’ is not ever used by them to describe all the inhabitants of those shores at the time of colonisation. Rather, reference is made to the iwi (tribe), hapū (sub-tribe or clan) and whānau (family), one is inherently part of, based firmly on whakapapa (genealogy). Colonisation of New Zealand began in the late 1700s and proceeded in a similar manner to other colonised places around the world, resulting in the sublimation of indigenous peoples and their culture. Māori had societal structures, culture and tikanga (customs) determined by whakapapa. Māori had and continue to have their own way of looking at the world. The legitimation of a Māori world view within a large organisation relies on a vision, a strategy and an overwhelming enthusiasm among key influencers to drive it. Numerous Māori leaders and scholars through the ages have held the same vision for Māori, that is, to be an equal partner in Aotearoa/New Zealand. The Office of Māori Development at the University of Otago supports this vision – to embed aspects of Te Ao Māori within the fabric of the institution. The University’s Māori Strategic Framework (MSF) grew out of two significant documents: a Treaty of Waitangi Audit conducted by Dr Ranginui Walker (University of Otago, 1998) and a Treaty of Waitangi Stocktake undertaken by Janine Kapa (University of Otago, 2005). The Stocktake findings were subsequently tested with a number of key stakeholders from within the University, as well as local mana whenua ¹ and other interest groups. This consultation formed the foundation of the University’s MSF. This chapter begins by outlining the historical context in which the relationship between the University and Māori progressed, leading ultimately to its partnership with Ngāi Tahu. ² A contemporary response to realising indigenous imperatives is then examined, by looking at the formation of the MSF, the importance of the consultative process undertaken with key stakeholders, and further, the role it has played in transforming the University of Otago.

Addressing the continuing productivity challenge, the purpose of this paper is to analyze data from the National Health Service on employee involvement (EI) in order to gain critical insights into how employees’ shared perception of EI in organizational decision making (i.e. EI climate) might address two persistent issues: how to enhance positive staff attitudes and improve organizational performance. In doing so, the authors respond to recent calls for more multilevel research and extend previous research on EI climate by attending to both EI climate level and EI climate strength.

Data from 4,702 employees nested in 33 UK hospitals were used to test the moderating role of EI climate strength in the cross-level EI climate level employee level-attitudes relationship and in the organizational-level EI climate-organizational effectiveness relationship.

The results of the multilevel analyses showed that EI climate level was positively associated with individual-level employee attitudes (i.e. job satisfaction, organizational commitment). Further the results of the hierarchical regression analysis and the ordinal logistic regression analysis showed that EI climate level was also related to organizational effectiveness (i.e. lower outpatient waiting times, higher performance quality). In addition, both analyses demonstrated the moderating role of EI climate strength, in that the positive impact of EI climate level on employee attitudes and organizational effectiveness was more marked in the presence of a strong climate compared to a weak EI climate.

By creating and maintaining a positive and strong climate for involvement, hospital managers can tackle the productivity challenge that UK hospitals and health care institutions more generally are currently facing while improving the attitudes of their employees who are critical in the transformative process and ultimately underpin the organizational success.

This is the first study which provides evidence that favorable and consistent collective recognition of EI opportunities by staff contributes to enhance both employee attitudes and hospital performance. Results highlight the role of EI climate strength and underscore its importance in future research and practice.

The purpose of this paper is to explore how preservice teachers conceive of and implement social actions on their college campuses related to a chosen social problem developed in a young adult novel and to examine how social action projects develop teacher candidates’ critical literacies.

This qualitative exploratory multiple case study (Stake, 2005) investigated 70 pre-service teachers on two college campuses over two semesters as they engaged in social action projects. The researchers engaged in layers of open and thematic coding through the theoretical lens of critical literacies.

Preservice teachers engaged in a range of direct and indirect action and, as a result, experienced varying levels of self-efficacy and impact. While most felt their endeavors were successful, those who conducted awareness campaigns noted an inability to measure the effects they had on their communities. Their development of critical literacies through social action was evidenced in the partnerships across campus they established as well as their levels of engagement with peers and local officials.

While the results of conducting social action with youth in secondary classrooms are well established in the literature, lesser well known are ways to engage preservice teachers in such endeavors. This study illustrates not only how teacher candidates can engage in social action as aligned with young adult literature but also offers insights gained from those processes.

Despite the abundant research on social movements, there is sparse scholarly investigation of the link between community settings and how they contribute to persistent protest participation. This paper illuminates the cultural and social mechanisms within a religious retirement community that engender members’ sustained commitment to a ten-year long peace protest. A shared religious-based collective identity also deepens activists’ commitment to this cause. This study draws on semi-structured interviews with 14 peace protesters who reside in this community at two points in time: 2010 and 2013.

Spurred by the COVID-19 pandemic, there has been an increase in the open acknowledgment of the importance of teaching and learning praxis that is grounded in compassion, understanding, cocreation, community, and flexibility. This is especially so for ‘traditional’ university spaces, in essence questioning and resisting the many established dynamics that face-to-face teaching and learning took for granted within many neoliberal and neocolonial higher education contexts. In this chapter, I propose positioning a love ethic as a primary point of departure for all educational engagements, a foundational shift in ontology (way of being) of the university. By focusing on love as liberation and justice, and teaching as an act of love, I draw on critical, engaged, and feminist pedagogies, as well as my experience as a lecturer in a social justice– and global citizenship-oriented program at the University of Cape Town (UCT), South Africa, where I positioned a love ethic as central to my pedagogical approach. I argue that when we begin to view love as more than mere emotion, but as an ideological position that informs values and praxis within higher education (and our university “classrooms” in particular), we may move toward new and exciting ways of envisioning the decolonized university of the 21st century. A love ethic, as defined by bell hooks, offers possibilities for an approach to critical transformation that is not merely motivated by the change of institutional structures, but by the reform of values guiding teaching and learning and ways of being within higher education institutions.