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Bill Davidson provides a personal perspective about access to psychological therapies.

The leadership of people with lived experience of mental health problems is underdeveloped, when it comes to leadership in one's own recovery, at the service level, and at the systemic level. Unlike the mental health system, the user/survivor movement has a values base of empowerment and equality. But the movement has not yet created an explicit model of leadership based on these values. Conventional models of leadership have little to offer but critiques of it provide a good framework for users and survivors to build its own model of leadership upon. If user/survivor leadership is to thrive, new roles, practices and competencies need to be developed. At a deeper level, there needs to be philosophical, psychological and political shifts in service systems if user/survivor leadership is to ever take root. Furthermore, the leadership of empowerment and equality should pervade all the leadership in service systems and beyond.

To propose Heifetz's adaptive leadership model as the primary process for initiating change in today's more business‐oriented academic environment in which colleges and universities are required to compete to attract students and are facing greater scrutiny and accountability from outside constituencies.

Two case studies are presented that underscore some of the challenges facing today's academic institutions. Heiftez's adaptive leadership model is applied to each case.

Leadership is more than an individual acting in a position. It is a process in which change initiatives must emanate from key stakeholders, all of whom are engaged in that process. The two cases presented in the paper serve to illustrate the greater potential for successful change initiatives offered by the adaptive leadership model.

The research examines two specific case studies in which adaptive leadership dimensions are used to examine the success or failure of a change initiative. The study needs to be expanded to other situations to more fully explore the merits of this model. Other case studies are being examined.

The leadership model applied in this study can be used in any organization, academic or non‐academic, which is confronting change initiatives that require both immediate action and commitment from myriad stakeholders.

To date, no other studies have employed adaptive leadership as a process to address the demands of the more business‐oriented, academic environment.

States that inventory is the most significant financial asset of women’s clothing retailers, showing that the majority look at inventory management as a tool to improve customer satisfaction. Suggests that satisfying customer needs results in increased revenues, greater liquidity, lower inventory levels and improved returns on investment. Considers the keys to successful inventory management using case studies as examples and concludes that many retailers are moving in the direction of continuous assessment of inventories rather than point in time assessments.

Developing countries engaged in apparel value chain are going global, seeking opportunities to upgrade the industry through providing higher value-added products and services. The purpose of this paper is to investigate how Sri Lankan apparel industry designers interact with the western fashion world in the apparel value chain process, and how they acquire, adapt and apply the knowledge needed to develop high-value fashion products in their fashion design practice.

The study adopts a qualitative approach through semi-structured interviews conducted with fashion design and product development professionals in the Sri Lankan apparel industry. An inductive thematic analysis is used in identifying participants’ experience of the western fashion world within their fashion design practice.

The study proposes a “fashion knowledge bridge” illustrating the ways in which Sri Lankan designers acquire and merge high-value fashion consumer culture and lifestyle knowledge with the manufacturing industry, through multisensory and virtual experience, termed “exposure”, in their interactions with the western fashion world as well as the manufacturing culture of the Sri Lankan apparel industry. Designers’ exposure improves the feasibility and reliability of their apparel products, aligning to the end-consumer needs. The study also proposes a “designers’ exposure framework” that illustrates gains made by the Sri Lankan apparel industry resulting from knowledge enhancement through the designers’ exposure.

The study is based on a qualitative methodology that has potential subjective biases on the part of the researchers; in this case only the Sri Lankan designers’ perspectives were used in synthesising the findings.

The findings propose frameworks with theoretical and managerial implications for developing designers’ capabilities in apparel manufacturing countries that seek industrial upgrading through value-added fashion design practice.

Resistance to change has generally been understood as a result of personal experiences and assessments about the reliability of others. Accordingly, attempts are made to alter these factors in order to win support and overcome resistance. But this understanding ignores resistance as a socially constructed reality in which people are responding more to the background conversations in which the change is being initiated than to the change itself. This paper proposes that resistance to change is a function of the ongoing background conversations that are being spoken and which create the context for both the change initiative and the responses to it. In this context, resistance is not a personal phenomenon, but a social systemic one in which resistance is maintained by the background conversations of the organization. Successfully dealing with this source of resistance requires distinguishing the background conversations and completing the past.

To look at the pseudonymous writings of Maurice Line.

Appropriately humorous.

Professional humour in the UK is rare and deserves to be better bibliographed. Better bibliographing is one object of this short exploration of the other side of Line, this unveiling of pseudonyms and will provide, perhaps, a wider access to a rare resource.

Better bibliographing of pseudonyms.

Highlights issues of pseudonymity by a librarian well known himself for his humorous writing.

THE interval between the Library Association Conference and the printing of THE LIBRARY WORLD is too brief for more than a series of impressions of it. Comment is probably preferable in our pages to mere record. The Association is publishing in the next few weeks all the papers that were read and, as we hope, the substance at least of the unwritten contributions. In this second particular reports in recent years have been lacking. A report that merely states that “Mr. Smith seconded the vote of thanks” is so much waste of paper and interests no one but Mr. Smith. If Mr. Smith, however, said anything we should know what it was he said. What we may say is that the Conference was worthy of the centenary we were celebrating. The attendance, over two thousand, was the largest on record, and there has not been so large a gathering of overseas librarians and educationists since the jubilee meeting of the Library Association at Edinburgh in 1927. So much was this so that the meeting took upon it a certain international aspect, as at least one of the non‐librarian speakers told its members, adding that it was apparently a library league of nations of the friendliest character. It followed that an unusual, but quite agreeable, part of each general session was devoted to speeches of congratulation and good‐will from the foreign delegates. All, with the possible exception of the United States, dwelt upon the debt of their countries in library matters to the English Public Libraries Acts and their consequences. Even Dr. Evans, in a very pleasant speech, showed that he had reached some tentative conclusions about English librarianship.