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The fused filament fabrication (FFF) process is an additive manufacturing technique used in engineering design. The mechanical properties of parts manufactured by FFF are influenced by the printing parameters. The mechanical properties of rigid thermoplastics for FFF are well defined, while thermoplastic elastomers (TPE) are uncommonly investigated. The purpose of this paper is to investigate the influence of extruder temperature, bed temperature and printing speed on the mechanical properties of a thermoplastic elastomer.

Regression models predicting mechanical properties as a function of extruder temperature, bed temperature and printing speed were developed. Tensile specimens were tested according to ASTM D638. A 3×3 full factorial analysis, consisting of 81 experiments and 27 printing conditions was performed, and models were developed in Minitab. Tensile tests verifying the models were conducted at two selected printing conditions to assess predictive capability.

Each mechanical property was significantly affected by at least two of the investigated FFF parameters, where printing speed and extruder temperature terms influenced all mechanical properties (p < 0.05). Notably, tensile modulus could be increased by 21%, from 200 to 244 MPa. Verification prints exhibited properties within 10% of the predictions. Not all properties could be maximized together, emphasizing the importance of understanding FFF parameter effects on mechanical properties when making design decisions.

This work developed a model to assess FFF parameter influence on mechanical properties of a previously unstudied thermoplastic elastomer and made property predictions within 10% accuracy.

Meeting the complex needs of people with severe and enduring mental health problems who are difficult to engage poses a formidable challenge for service providers. An evaluation of a small interagency multi‐disciplinary team in Aberdeen providing assertive outreach for this group identified the key features which helped to sustain clients' lives in the community.

Treating people with alcohol problems can be very expensive. Hospital‐based community focused treatment has been a traditional response. However, treatment for this client group has developed into a very cost effective treatment option. Alcohol is exacting a heavy financial burden upon the limited resources within health care provision (Royal College of Physicians, 2001). The heavy burden placed upon primary care is reflected in the data. General practitioners make the highest number of referrals to the Specialist Alcohol Service (72%). The link to policy is clear with the Welsh Assembly placing greater focus on a condition specific specialist response (Welsh Assembly, 2001). Comparison with patients presenting to a 24‐hour emergency psychiatric assessment service at the district general hospital help define the alcohol service user group. Data confirms that a community‐focused response by specialist community psychiatric nurses is a cost effective and appropriate alternative to hospital admission.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Aims to describe the change in bed day usage of patients referred to an assertive outreach team. The setting is an outer borough of London. Describes the method as a retrospective longitudinal study in a group of 62 patients, examining their bed day usage before and after they were referred to the assertive outreach team. States the results and clinical implications as in‐patient bed day utilisation, a useful marker of service utilisation, was reduced significantly for patients following referral to the assertive outreach team. Provides a benchmark for newly established assertive outreach teams, which can be used to compare and evaluate the performance of other such services.

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.

In this paper, we offer a model of how leaders and managers can create energy for change by influencing patterns of conversation across the organization. We develop the model by linking social constructionist thought with theory from the field of positive psychology. We propose that effective leaders work with others to co-author persuasive narratives of change that generate energy by providing people (including themselves) with a sense of autonomy, competence, and relatedness. Energy is expressed in the form of support, time, money, and resources, which contribute to the success of the work. Continuous attention to crafting persuasive narratives in a collaborative way creates upward spirals of energy, and increases the probability of successful change over time. We illustrate these ideas with a case study of a successful IT change initiative in a Fortune 100 insurance company, and conclude by discussing implications for research and practice.