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Previous research into psychosocial interventions courses has identified a problem with the uptake of newly acquired skills into routine practice. This paper seeks to analyse interviews of students who have undertaken a module equipping them with recovery orientated skills to work with voice hearers at one higher education institution, to establish if the same problems exist, if any new problems have emerged and if any strategies can be employed to overcome these barriers.

Semi‐structured interviews were used to interview 45 previous course participants in four focus groups about their experiences of implementing skills acquired from the module into routine practice. Thematic analysis of the data was undertaken by two people, independent of one another and aided by the use of NVivo 8 software.

Three main themes were identified: organisational issues; resistance and process issues. Management support can be a great enabling factor, as can effective clinical supervision. The readiness of the individual to change and their perceived confidence to implement new skills are important factors as is the readiness from service users and their families to accept new ways of working.

Mental health educators need to be aware that although participants on a course might “buy‐in” to a new approach whilst undertaking a period of training, it is easy to slip into old customs and practices. More robust and accessible supervision might help participants to “keep the faith” with their new skills and knowledge, and may also help people feel more confident in trying out new skills.

The purpose of this study is to examine the use of tools and techniques of strategy and strategic analysis within small- and medium-sized enterprises (SMEs) as a part of the strategy formation process.

This study uses a qualitative, multiple-case-based investigation with semi-structured interviews and secondary data sources to create a context-rich insight to the area examined.

The findings indicate a strong orientation towards operational tools deployment aligned with financial management and resources and process planning, monitoring and control. Strategic perspectives of the respondents indicate an implicit, rather than explicit deployment of strategy tools and unstructured deployment, but general awareness of the resulting component issues. Clearer strategic approaches and strong implementation appear to positively influence success, when measured by growth.

This study is limited to nine organisations within a UK geographic region, and therefore, larger-scale investigation would be beneficial to extend and confirm the findings in differing contexts.

With resource scarcity potentially stymying the opportunity for owner-managers to develop more structured approaches to strategic analysis and development, consideration should be given to how owner-managers can further develop their strategic thinking to support enhanced strategic outcomes for their organisations. Furthermore, strategy educationalists may wish to reflect upon the manner in which they prepare delegates for strategic roles, where the SME context may differ radically from corporate experience.

The methodology for this study differs substantially from previous investigations within the field, which has had relatively few contributions, as it uses in-depth, context-rich qualitative techniques to investigate the micro-processes at play. The conclusions capture new insights and indications and identify areas for further investigation, hence adding to the understanding of a complex and heterogeneous field.

Endecotts manufacturers and suppliers of industrial test sieves, are taking advantage of their position by displaying the Kitemark on sieves produced to the British Standard.

ARNOLD BENNETT was a man of two worlds. In the terms of Max Beerbohm's cartoon “Old Self” was plump, wealthy, self‐assured, a landmark of the London scene, a familiar of press magnates, the owner of a yacht; “Young Self” was thin, ambitious, far‐sighted, industrious, secretly terribly anxious to justify himself to himself and decidedly provincial.

After briefly reviewing the past history of Bayesian econometrics and Alan Greenspan's (2004) recent description of his use of Bayesian methods in managing policy-making risk, some of the issues and needs that he mentions are discussed and linked to past and present Bayesian econometric research. Then a review of some recent Bayesian econometric research and needs is presented. Finally, some thoughts are presented that relate to the future of Bayesian econometrics.