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This chapter explores the impact of delivering culturally community family therapy with strength-based strategies, to transgenerational Black Haitian families living in Haiti and the Dominican Republic following the 2010 earthquake. A series of workshop intervention over several years, which were co-facilitated by community pastors and leaders provided a cultural-based intervention drawing on Black British and Caribbean culture, Haitian culture, Christian spiritual belief systems, in conjunction with some bi-cultural attachment and systemic methods and techniques. Community feedback through testimonies contributed to evaluation and outcomes in developing new strategies to manage stress, and family conflict and distress, together with developing new strategies in sharing a vision for the future across the community.

This chapter forwards a justification, an explanation, and numerous examples related to an emerging integrated sustainability management theory and its connections to other management theories and key-related concepts including systems and immersion. An integrated approach to sustainability solutions presents several implications for educators, researchers, practitioners, and policymakers, including the need to consider urgent and immediate responses that address sustainability crises at multiple levels and in multiple systems. This chapter is intended to promote reflection, dialogue, and a collective call to action to secure a sustainable world for present and future generations.

As we have discussed, recognition of the specialized needs of children and adolescents has taken place late in many domains. The same could be said with regard to the mental health services research enterprise. Kimberly Hoagwood, a prominent child mental health services researcher and for many years the program officer overseeing the National Institute of Mental Health's services research portfolio in the area of child mental health services research, recently observed that research in this area has lagged behind that for adults by roughly 10 years (Hoagwood, 2005). Indeed, as late as 1999, Burns was calling for the development of a services research agenda for youth with serious emotional disturbances (Burns, 1999).

Through association with a family member who uses substances, stigma and shame can be experienced by children and young people whose parents use substances. Such stigma and induced shame can lead to fear of being treated unfairly and for some young people the experience of bullying and discrimination from peers, adults, and practitioners. Within my research, young people often described feeling that they had ‘survived’ within their experiences of parental substance use, rather than ‘thrived’, leaving them feeling lonely and isolated from support. Stigma played a role in this survival. By understanding the stigma experienced by young people whose parents use substances, we can move beyond young people only surviving their experiences to supporting them to thrive. Within this chapter, experiences of delivering interactive workshops and teaching practitioners about the lived experiences of children and young people whose parents use substances are reflected upon. Young people who experience parental substance use want practitioners and learners to have four key takeaways when supporting or working with young people: realisation and awareness of the impacts on young people, recognition of ways young people cope, responding in ways of understanding, and resisting further stigmatisation and isolation of young people.

University administrators are increasingly using a range of metrics to evaluate the “quality” of work being undertaken at their institutions. The unit of analysis for these assessments varies from Department (England), field of research (Australia), and the like, but inevitably the assessment works its way to individual researchers. This poses a major challenge for administrators and even more so for researchers. Shifts in institutional policy to meet the challenges of funding and reputation/esteem of rising in the ranks raise a number of questions concerning the temporality and value of academic labor. Notably, decisions about the worth of academic labor are often well removed from the undertaking of that labor and this separation removes the human side of scholarly work and reduces knowledge production to numerical indicators and the achievement of key performance indicators. In this chapter I draw on shifts in an institution’s policy position and the impact that this has on researchers. Particularly I explore the implications of historically mapping research performance using different metrics than were available at the time and expecting researchers to adopt alternate strategies immediately (irrespective of delays in the publication process). Although I do not doubt that administrator decisions are arguably made in the best interests of advancing the institutions position in the increasingly global academy, the presentism of such strategies is in many ways at odds with the long-term focus of building coherent and sophisticated research programs. Alternate means of understanding the challenges and tensions of administrator strategy has the potential to impact on policy and the development of programs for current and aspiring researchers.

Organisational resilience is a strategic resource within the contingencies of organising in Small and Micro businesses (SMEs). In this regard, the notion of resilient human capital in propelling a resilient organisation has come to dominate the contemporary discourse on the performance of SMEs. Drawing on human capital theory as a meta-theoretical lens, we examine the cumulative effect of managerial training on managers’ performance in the context of relatively underdeveloped institutions and markets. Employing a quantitative research methodology, data for our empirical inquiry comes from a survey of 506 Ghanaian SMEs operating in diverse sectors of the economy. Following SMEs being at the convergence point of resource constraint, we show why some firm managers are more likely to exhibit managerial resilience than those in other firms. Our data evidence suggests that targeted managerial training, in practice, has the potential to strengthen organisational resilience. Nevertheless, the content, efficiency and frequency of the training received, we argue, accounts for the differential performance of managers within the contingencies of everyday organising. We conclude by delineating some relevant implications of our study for the theory and practice of managerial resilience nurturing in organising.

Border crossing between systemic and racial identity theories can contribute to systemic research on Black therapists work with White families.

Questionnaires were used to gather data from 29 Black, Asian and Mixed Heritage therapists in order to test the significance of variables associated with transgenerational advice, socialisation experience, professional training and therapists’ perception of successful outcomes (n=29). The study concluded that White clients were associated with the contact and disintegration statuses at the beginning of therapy, and that Black therapists were associated with being at least two racial identity statuses in advance of their White clients. In addition, results showed that there was a significant association with eye contact and White clients across all racial identity statuses in therapy, and that the therapist’s age was significantly associated with therapeutic experiences, length of therapeutic practice and the belief in working with unintentional racism in therapy. The outcome of this study will have policy implications in terms of clinical practice and supervision.

The objective of this chapter is to discuss how different techniques in Regional Science and Peace Science and the emerging techniques in Management Science can be used in analysing Disaster Management and Global pandemic with special reference to developing countries. It is necessary for me to first discuss the subjects of Disaster Management, Regional Science, Peace Science and Management Science. The objective of this chapter is to emphasise that the studies of Disaster Management should be more integrated with socioeconomic and geographical factors. The greatest disaster facing the world is the possibility of war, particularly nuclear war, and the preparation of the means of destruction through military spending.