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This paper is an evaluated case study of the Wellbeing Coordinator (WBC) service in Cheshire, UK. WBCs are non-clinical members of the GP surgery or hospital team who offer advice and support to help people with long-term conditions and unmet social needs remain independent at home. The paper aims to discuss this issue.

A mixed method design assessed the outcomes of care for recipients and carers using interviews, diaries and validated wellbeing measures. Service utilization data, interviews and observations of WBC consultations enabled investigation of changes in processes of care. Data were analysed using simple descriptive statistics, established instrument scoring systems and accepted social science conventions.

The WBC complements medical approaches to supporting people with complex health and social care problems, with support for carers often a key service component. Users reported improvements in their wellbeing, access to social networks, and maintenance of social identity and valued activities. Health and social care professionals recognized the value of the service.

The WBC concept relieves the burden on health and social care professionals as the social elements of ill-health are addressed. A shift in thinking from ill-health to wellbeing means older people feel more able to regain control over their own lives, being less dependent on consulting professionals.

The WBC is a new service focussing on the individual in their health, social and economic context. Process and outcomes evaluations are rare in this field.

Service user involvement in mental health services is now accepted by mental health trusts and commissioners as an important feature of service development. Service users are playing an increasingly important role in training professionals, and can be particularly effective in challenging beliefs and prejudices held about mental illness. Em Jones and Sue Hahn describe how they have been working together, delivering training on sexuality and mental health, and self‐harm.

In this chapter, Ravind Jeawon and I discuss the ideas around being responsive to diversity in an evidence based manner. Although this chapter belongs within the evidence based responsiveness section discussed in the previous chapter, we both considered it essential to provide a whole chapter on its theory and application, as it is an integral area often overlooked in clinical training and provided a curtesy overview during ongoing professional development and clinical supervision. The multicultural literature uses different terminology to refer to the practice of responsiveness, we discuss these ideas and the evidence base for them, while introducing the reader to other processes and theories which will help developing practitioners make sense of what can be a vastly complex area of clinical work. Several adapted, real life case examples are drawn from Ravind’s clinical experience to encourage reflection and provide insight into these processes.

Brainstorming, lateral thinking and force‐field analysis can throw up new ideas, but then what happens to them? “Mapping” is a technique employed for turning ideas to practical use.

Mapping techniques offer a problem‐solving faculty for individuals and groups; they help managers access and build on personal wisdom and work as an effective adjunct to such creativity techniques as brainstorming, force field analysis and lateral thinking, directing the creativity released into usable channels. A case study involving a group considering the issue of company diversification into tourism draws the conclusion that knowing there is an explicit technique for handling the output of creative thinking will encourage greater input at the idea production stage.

Considers definitions of issues, stating that they derive from the schemata of beliefs, values and attitudes with which an individual construes events, providing subjective knowledge and experience. Looks at the problems which subjective knowledge presents for the management science consultant in providing a correct “model” for his/her client. Suggests that, if such a model where developed correctly, the individual who benefit in being able to learn more about their organizational world.

FROM THE GROWING NEED, AS IDENTIFIED BY OUR COMPANY'S managers and specialists for more skills training in interviewing, a small team (the authors of this article) set out to examine what Central Training Services were now offering in this area and how it could be improved. Existing at the time were two modules concerned with specific types of interview, selection and appraisal. Each module discussed their processes in relation to the company and both included role‐playing interviewing with feedback using CCTV and behaviour analysis. Related sessions were also included on management, supervisory and sales courses under such titles as ‘interpersonal skills and communications’.

Examines the reasons why administrators of non‐profit organizations are reluctant to embrace marketing ideas. Gives the most frequent answer, which is that marketing itself has a tarnished image which is often associated with wasteful expenditure, particularly in the areas of advertising and promotion, where things are very difficult. Differences are shown in background and training, and therefore language and concepts of markets and the administrators of non‐profit organisations. States that administrators in non‐profit organizations are not surprisingly reluctant to adopt a language, which they can often see as merely offering a rather poor translation of their own concepts. Sums up that marketing practitioners may feel uncomfortable about explicitly acknowledging the existence of such activity.

Blames hierarchical management behaviours, attitudes and priorities ‐ characteristic of the traditional “exclusive” Anglo‐Saxon business culture ‐ for the small number of UK world‐class companies referred to in the Government’s third Competitiveness White Paper. Contrasts the “inclusive” collaborative approach of best practice and the core skills and attitudes which underpin it. Considers that widespread neglect of the culture issue is the reason why so many management and training initiatives intended to increase efficiency, quality and innovation, are unsuccessful. Discusses the key role of top management in achieving best practice and points to an inclusive “genuine team” management and training method which can be integrated effectively into day‐to‐day activities in the workplace. Indicates a strategy for initiating and managing radical ‐ yet cost‐effective culture change necessary for removing the barriers to world‐class performance.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.