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Organizational culture determines much of what we can do as we attempt to manage change. Effective change strategies and interventional practices will both reflect culture and eventually modify it. Change occurs in and by culture. Change, therefore, must be culturally sensitive. Practitioners need to not only appreciate what organizational culture is and is not, but also to appreciate how alternative types of change are related to culture and the roles that can be performed. This is the thrust of this article.

The purpose of this paper is to evaluate the efficacy of good lives model (GLM) interventions on the recidivism outcomes of convicted offenders.

The review adhered to preferred reporting items for systematic reviews and meta-analysis and Cochrane guidelines. Digital databases were searched and articles reporting outcomes of the GLM amongst convicted offenders and outcomes including recidivism data and pre-post measures of dynamic risk were included in a narrative synthesis.

Of 1,791 articles screened, only six studies met the criteria for review. Key findings were: in half the reviewed studies, GLM did not increase recidivism risk; in half the reviewed studies, only when the correct treatment dosage was applied that some evidence of risk reduction was found; there was limited support for GLM increasing or sustaining motivation for resistance from reoffending. Research for the review was limited and support for the GLM in reducing recidivism rates was not established.

In this 2021 review, the authors examined the efficacy of the GLM in reducing recidivism. This addresses a gap in the literature. The authors found that there is insufficient evidence to suggest that the GLM can reduce recidivism. This has implications for practitioners who wish to deliver evidence-based practices in prison/community settings. There is currently not enough peer-reviewed evidence to unequivocally confirm the efficacy of the GLM. The authors recommended additional quality programme outcome research be carried out.

To the best of the authors’ knowledge, this study is the first to assess quantitative and qualitative studies on the efficacy of the GLM and provides foundations for future research.

It is not often nowadays that food and drugs cases get headline news or present new and interesting features. They tend towards a monotonous routine, of which analysts and inspectors sometimes complain, and new case law seems to belong to the past, although Edwards v. Llaethdy Merion Ltd. and Southworth v. Whitewell Dairies Ltd., clarifying the law relating to “foreign bodies” in food and a few other cases have illuminated the food and drugs firmament in recent years. The recent “Mushroom Soup” case brought by the West Sussex County Council at Chichester, however, attracted a great deal of publicity and without presenting any new law, did in fact illustrate in an interesting manner certain well‐worn legal principles. In particular, it showed the tardiness of Courts to confer upon “general terms”—in the case in question, the general term “mushroom”—a narrower and more specific meaning that general usage allows. To construe general terms in a general sense is a principle as old as Equity itself and in ruling that Boletus edulis was properly described as mushroom, the Court merely followed the usage of people in the country areas where mushrooms grow of including in the term a number of edible varieties, with no clear definition other than that shall be edible. As well as the home‐grown varieties, in the rapidly growing foreign communities of our big seaports and cities, there are other edible varieties, unknown in this country.

Bloated planning departments are history. But that doesn't mean planning's an ancient art. A number of top companies have been starting up new departments from scratch—and so can you. Here's how.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

“Another important feature of contemporary government is the process of legislating after formulating proposals, consultation with interested parties and dealing with contra proposals, etc. Whilst this is, in princple, an admirable way of effecting the best possible compromise, it has in certain cases made for difficulty in the end. The implementation of proposals for any reform cannot be left too long, for belated legislation can be caught up in social changes that will bedevil any Bills that the government might eventually put forward. The government must be decisive in exercising its function of government and it is possible that the difficulty, for example, experienced with the Shops Bill, introduced into the House of Lords late in 1956, and now withdrawn, is a perfect example.”—(From the annual report of the Chief Inspector of Weights and Measures for Plymouth, Mr. R. Billings.)