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This article outlines the problem‐solving approach used by the Partnership Information Unit in Camden to direct and evaluate its local neighborhood policing initiatives. It demonstrates the methodology, strengths and benefits, as well as the implications for adopting the model. It also details an example of how this approach was used on a housing estate in Kentish Town, and the results. The Partnership Information Unit won a commendation in 2008/09 and a national award in 2009/10 from the Association of Crime Intelligence Analysts for its problem‐solving framework.

From a contingency perspective and by using the principles of self‐organization described by Morgan (1986), this essay relates the amount of variety in transactions and transformations to the requisite of self‐organization. Self‐organization is defined in terms of the local autonomy to make decisions on both the transactions to be realized and the way transformation processes are organized to achieve these transactions. Appropriate Human resource management (HRM) systems and policies can help to achieve the level of self‐organization aimed at. When the amount of variety in transactions is relatively low, an organization can easily standardize and control work processes. In this case, there is no need to develop self‐organization. The focus of HRM will be on standardization, behavioral control systems and the social needs of workers. In the case of a moderate level of variety in transactions, management may obtain responsiveness by creating self‐organizing teams which have the local autonomy to deal with variety in customer demand. HRM instruments can help these teams by supporting integrated management, the multifunctionality of workers, team development, and the introduction of a skill‐based assessment and reward system. When the amount of variety becomes high, it is more effective to assign responsibilities to individuals and to apply HRM practices aimed at the problemsolving capacity of workers and the commitment of workers to the organization.

We first outline the history of the relationship between lesson study in Japan and research evidence. This explanation is meaningful for understanding the situation of EIP in Japan and how to utilise it. We then consider examples of educational efforts of two local governments to identify the ways in which the social cohesion/social regulation matrix is found in each case, what rules and norms are used as the basis for the activities of the organisation, and the extent to which teachers implement research evidence in their teaching practice. Finally, we take generalisable lessons from education in Japan that can be applied to improve evidence-informed practice (EIP) in other areas.

When in‐plant and college‐based courses are run for supervisors and managers, it is conventional to use a U‐shaped seating arrangement in the training room to promote participation and discussion. However, at each class session, people will tend to sit with the same companions habitually, which may be more comfortable, but less productive than if they sat with different people each time.

This paper introduces a systems‐based framework to facilitate structured analysis of complex issues. The framework was created out of a management development effort with the primary emphasis on development of systems problem‐solving skills through analysis of complex operational issues. Drawing from systems science, the strength of the approach rests inthe holistic analysis of structure, relationships, and emergent dynamics of problematic situations. The fundamental systems principles underpinning the approach are developed to provide an essential “systems background” as a foundation for the framework. The utility of the framework is discussed with respect toresults from an application in an organizational setting. The paper concludes with a discussion of the implications and limitations of the framework for development of systemic thinking and complex problem analysis.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Discusses the virtues of creativity as the first part of a process enabling companies to outperform their competitors. Considers five techniques for stimulating creativity, with examples of applications of each: lateral thinking, metaphoric thinking, positive thinking, association trigger, and capturing and interpreting dreams. Surmises that creative thinking relies on practice and the right environment as well as education in techniques.

At this time, not all of the versions and definitions of the concept of knowledge have been compiled within the scope of science. It is not the object of knowledge but rather the subject that knows, or in other words, the cognitive ability of the subject The process is as follows: to produce information, and on the basis of that information, to produce knowledge, and on the basis of that knowledge, wisdom. In the context of globalisation of information, the memory was the method of knowing. The organisation, processing and retrieval of information tend to take on a structure and design according to the information‐processing model of the human mind. This discontinuity is made up of the new forms of artificial knowledge and artificial wisdom. The pillars of the new society of knowledge are settling on the basis of productivity and utility, and this has turned knowledge into nothing more than productive information.

This article addresses the question of why total quality management (TQM) and total productive maintenance (TPM) are valuable strategies for American businesses today. While each process is beneficial on its own, the synergy created by simultaneously doing both is incredibly powerful.