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This chapter examines performance management, which has arguably been the kernel of New Public Management inspired version of public sector reform. The first part is a literature review that looks at experiences of performance management in both developed and developing countries. It looks at the difficulty in transferring public sector reforms from developed to developing countries. This is followed by the evaluation of performance management in the post-1994 public service in South Africa. Both the individual and organisational performance systems are highlighted, followed by an analysis of performance management reforms. There is a well-developed performance management system but the empirical data and qualitative reports found that it has not worked particularly well. There are concerns around a number of issues, including the measurement of targets; the signing of performance targets; a focus on outputs rather than outcomes; a lack of harmonisation between individual and organisational performance; a lack of capacity of managers, which in some cases is due to unskilled patronage appointments; a focus on compliance rather than performance; and a lack of accountability.

Much discussion has taken place in real life and in cyber space about the future of Henry Archer. He has been the subject of gossip, with the nature of his conception, and then gained a stepfather, seemingly a gentleman, who cared for both Henry and his mother. Coercive control came to dominate the relation between Rob Titchener and Helen Archer, giving an outward appearance of perfection in all aspects of family life. Henry experienced the gaslighting along with Helen and having seen his mum stab his new adoptive father, Henry was left without his mum, and in the care of evil Rob, effectively prevented from contact with his staid, and consistently caring grandparents. This paper will consider the impact of the trauma on Henry's potential psychological self as an older child and adolescent, looking at the impact of attachment, disparate parenting styles, social learning theory and domestic violence. There is also a comparison to a case study which could illustrate Henry's future, should he decide to begin a career in serial killing.

Purpose: Due to the developmental nature of autism, which is often diagnosed in preschool or elementary school-aged children, non-autistic parents of autistic children typically play a prominent role in autism advocacy. However, as autistic children become adults and adult diagnoses of autism continue to rise, autistic adults have played a more prominent role in advocacy. The purpose of this chapter is to explore the histories of adult and non-autistic parent advocacy in the United States and to examine the points of divergence and convergence.

Approach: Because of their different perspectives and experiences, advocacy by autistic adults and non-autistic parents can have distinctive goals and conflicting priorities. Therefore, the approach we take in the current chapter is a collaboration between an autistic adult and a non-autistic parent, both of whom are research scholars.

Findings: The authors explore the divergence of goals and discourse between autistic self-advocates and non-autistic parent advocates and offer three principles for building future alliances to bridge the divide between autistic adults and non-autistic parents.

Implications: The chapter ends with optimism that US national priorities can bridge previous gulfs, creating space for autistic adult and non-autistic parent advocates to work together in establishing policies and practices that improve life for autistic people and their families and communities.

Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights movement. We explore the neurodiversity movement's potential to support cross-disability alliances that can transform cultures.

Methods/Approach: A neurodiverse team reviewed literature about the history of the neurodiversity movement and associated participatory research methodologies and drew from our experiences guiding programs led, to varying degrees, by neurodivergent people. We highlight two programs for autistic university students, one started by and for autistics and one developed in collaboration with autistic and nonautistic students. These programs are contrasted with a national self-help group started by and for stutterers that is inclusive of “neurotypicals.”

Findings: Neurodiversity-aligned practices have emerged in diverse communities. Similar benefits and challenges of alliance building within versus across neurotypes were apparent in communities that had not been in close contact. Neurodiversity provides a framework that people with diverse conditions can use to identify and work together to challenge shared forms of oppression. However, people interpret the neurodiversity movement in diverse ways. By honing in on core aspects of the neurodiversity paradigm, we can foster alliances across diverse perspectives.

Implications/ Values: Becoming aware of power imbalances and working to rectify them is essential for building effective alliances across neurotypes. Sufficient space and time are needed to create healthy alliances. Participatory approaches, and approaches solely led by neurodivergent people, can begin to address concerns about power and representation within the neurodiversity movement while shifting public understanding.

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.