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The purpose of this study is to outline a process-oriented psychology informed view of the impact of ever-increasing acuity within an adult inpatient system and conceptualise how an integrated therapies team (ITT) can work with the chaos that this brings.

A reflective scientist-practitioner based approach was used over a two-year period.

Several factors lead to “chaos” in an inpatient unit, including societal inequality, the trauma and adversity it creates and the impact of this at a systemic, interpersonal and intrapersonal level. Chaos is one means of coping and can dominate inpatient working, whereas understanding the underlying distress is often marginalised. Developing an ITT can support working with chaos. The ITT holds the therapeutic perspective for the wider multi-disciplinary team (MDT) and therapeutic and facilitation skills are central to how it operates. Processing the chaos and working with the underlying distress is its overarching function.

Developing an ITT offers a robust structure for evolving inpatient MDT working to cope with increasing acuity in a psychologically informed way.

The chaos in question is often viewed as patients’ issue but from a collectivist perspective it is something that all members of society are responsible for.

To the best of the authors’ knowledge, this is the first paper to conceptualise the chaos on an inpatient ward as a process needed by the system as a way of coping and propose the addition of an ITT to inpatient working.

The purpose of this paper is to understand the growing popularity of coaching; a concept whose influence increasingly spans academic disciplines and institutional fields.

The paper makes sense of coaching by using actor network theory, an approach that seeks to understand how a phenomenon becomes macro social. By examining a wide array of historical documents it traces the characteristics that underlie the transformation of the coach from a technological object to a management concept. In doing so it outlines the fundamental characteristics of coaching.

Specifically coaching involves a post technological nature where performances often occur in extreme conditions that involve the reciprocal interdependence of bodies (teams). These performances may also be viewed as involving impurity, as amateurs who participated purely for the love of the game have usually paid coaches for their services.

While there is no denying the influence of coaching, little attention has been given to the history of this concept. This article provides an example of how the past frequently remains present and offers explanation for the popularity of coaching. In doing so it outlines a potential framework for consistently discussing the concept across organizational forms.

When some Hughes Supply employees failed to receive their paychecks, the organization took the opportunity to develop a range of payment choices to suit the needs of its diverse workforce. Here, the Hughes Supply HR team explain how ePayroll was successfully introduced.

In the recent case of Jordan v. The City of New London a police applicant was denied employment because he scored too well on the cognitive ability portion of his written application test. The importance of the case stems from its potential impact on three areas. First, in a time of shrinking applications to police forces, legal decisions related to the selection process would appear significant. Second, the rejection of an applicant by a police department because he was thought too intelligent appears to create or reinforce negative stereotypes of police in the USA. Third, the case involves employment law, an area that has proven fertile ground for suits against the police. The article explores the case in detail as well as reporting the results of a survey of police mid‐level managers concerning the impact of intelligence on various police administrative concerns.

OF all trades or professions, with pretensions to some measure of specialization, if not learning, librarianship is the only one which does not make preliminary technical training an absolute condition of entrance to its fellowship. We know, from past experience, that the ranks of the library profession are filled from all sorts of sources and by all kinds of men, very few of whom can show a diploma, or any kind of certificate, beyond their own word and the testimony of interested friends, to prove that they possess any special qualification for the work. In this respect librarianship differs from every other branch of the municipal and public educational services of the country. There is no independent test of fitness applied, even for positions of great responsibility, and librarians hold tenure of their offices by means of credentials which would not be accepted in the case of most town clerks, medical officers, accountants, surveyors, schoolmasters, and even sanitary inspectors. We are assumed to possess qualifications of a profound and immense range, but, beyond the undoubted power to announce this, by means of the voices and tongues with which we are lavishly endowed, our references are, for the most part, testimonies to character and experience, rather than to scientific training and professional capacity. Mr. X. spends fifteen years in the service of the O. Public Library, which was organised by a superannuated railway guard in 1862, on lines which were, no doubt, suggested by his former experience in dealing with parcels, passengers, and other luggage. This system has the merit of being based upon the science of Mathematics, because number is the main factor relied upon in every department, and for every purpose. It may, possess, moreover, an elementary relationship to the science of literature by making some use of the ordinary English alphabet, and so we have a combination of letters and numerals which is satisfactory evidence that the librarian was no fool, although he was only a railway guard. His literary methods are, therefore, of the A, B, C, 1, 2, 3. type, and all his assistants are carefully trained in the art of preserving bibliographical order by observing that 5 comes between 4 and 6, and q after p. Now, the assistant who has been brought up in this kind of library may have 15 years' so‐called experience behind him to which he can proudly refer, when applying for a chief post, and there is nothing on earth to show that he does not know absolutely everything about literature, bibliography and library methods—ancient and modern, retrograde and advanced, childish and scientific, or that he is not, in every sense of the word, a Complete Librarian. Indeed, the possession of such an imposing qualification as Fifteen Years' Experience is enough to intimidate any ordinary committee who have no standards by which to compare such a phenomenon. There is no standard by which we can at present judge the qualifications of any librarian, unless he is ass enough to reveal his shortcomings by writing books and papers, and what is really happening every day is simply that appointments are being made on the successful candidate's own valuation of his fitness. He is not tested as regards his professional ability at all, and library authorities are driven to appoint men who have had a long term of experience, no matter how elementary or antiquated it may be. They cannot do anything else in the absence of proper training schools, and certificates of special knowledge, issued by independent and impartial examining bodies. It is quite common to hear librarians boasting about their ten, twenty, or thirty years of experience, who would be sorely put to it to answer intelligently any ordinary question in English literature, systematic classification, or bibliography. These men have managed to establish a kind of freehold for mere experience, minus every other qualification, and it is their continuance in office which has prevented Public Libraries from being more liberally recognised by both State and local authorities. This absurd substitution of mere experience in feeble and unworthy methods, for systematic training in the higher departments of librarianship, has produced a race of self‐sufficient librarians—inferior in general intelligence to commercial clerks and shopmen—who have succeeded, by their narrow‐minded mal‐administration and absence of culture, to thoroughly eradicate any little scrap of confidence in the Public Library idea originally cherished by the people. It is fashionable among those gentlemen to blame parliamentary and municipal stinginess and indifference, as the sole causes of the inadequate financial provision to be squeezed out of a 1d. rate. They can account for everything on this theory—small salaries, invisible book‐funds, poor buildings equipped with inferior furniture, and so on—forgetting, in their inflated self‐sufficiency, how much of this neglect and indifference is due to their own ignorance and failure to interest either people or governors. The argument that everything must wait till the penny rate is abolished is the refuge of everyone who has failed to realize the important fact that, if recognition is wanted, it must be worked for. It may be taken as pretty conclusive that the failure of Public Libraries to obtain greater support from the people and Parliament is due largely to an all‐round failure to meet public needs in a thoroughly efficient manner. It matters not if some twenty or thirty places are managed on business‐like and scientific lines. They cannot influence other places at a distance, scattered all over the Kingdom to the number of 450, and inaccessible in other respects to the reformative effect of a good example. There are plenty of superior, cock‐sure librarians going about, with all the authority conferred by twenty years' experience—and nothing else—telling the people that the utmost degree of accomplishment to be had for a penny has been reached. This alone is enough to counteract the good work of fifty well‐managed libraries. The people say to themselves, “If our library represents all we can get for a penny, and our librarian is the sort of man we may expect in the future, what's the good of paying more for a double dose of the same kind of outfit?”

Civil liability is a concern of all police agencies. Research has tended to focus on the extent of liability and factors that lead tocivil suits. However, few have studied howofficers perceive civil liability issues. This article explores how officers perceive the impact of civil liability on their actions in the field. Furthermore, it considers how officers feel about administrative measures used by departments to reduce liability.

Luck, altruism, shrewdness, parsimony, industry, generosity, and what some authors (and librarians, perhaps) call hardness of heart have always been the characteristics of a successful publisher. He has first of all been a man of energy, sure of his own judgement, ready to accept losses, and (after success) conceited about his flair. In early days ready to work until all hours and to read every manuscript submitted to him (although comparatively few unsolicited manuscripts are worth publishing), he has been forced with the growth of his business to accept advice from employees of a peculiar type—those who, with no wish for glittering rewards, can tell him exactly what he needs to know about the inevitable avalanche. He has made friends in all professions; and these friends, also disinterested, have lent him their brains, instructing him in all sorts of possibilities in their own fields. He has used these friends without scruple.

By the time these pages appear Christmas will have become but a memory; even the indigestion provoked in many of us by our zealous participation in the Christmas spirit will, it is hoped, have become a thing of the past. But as we write this spirit is abroad, and presents are still depleting our surplus finances. Every year more and more of these seasonable gifts take the form of books, and a very large percentage of children, particularly, will surely receive some reading matter from one or other of their friends or relations. Not so many years ago in most instances this Christmas book would be the only volume those children would see that year! Fortunately, we librarians can say, with Sganarelle, that “we have changed all that.” Our children's libraries throughout the country are sufficiently adequate to ensure that no child in a library area is unable to read to his or her heart's content—the days when three or four books must needs satisfy a child's thirst for reading have now been put definitely behind us.

ACCORDING to a pamphlet just issued by Mr. Thomas Greenwood, the total amount expended by Mr. Andrew Carnegie on the provision of Public Library, school, and other educational buildings is about £14,000,000 sterling. Some of this enormous amount has been devoted to the endowment of scholarships in universities, but the major part of it has been given for the purpose of enabling towns to erect library buildings. About £1,300,000 have been given to Scotland for this purpose, and probably about £50,000 to England, though this latter sum is being augmented almost daily. Mr. Carnegie's action in this matter is without precedent in the history of the world, and his extraordinary generosity and enthusiasm in this particular field of educational work deserves the heartiest recognition and applause from every section of the public. His work, so far as British libraries are concerned, is largely supplemental to the niggardly and short‐sighted policy of Parliament, which allows municipal authorities to establish Public Libraries, and raise funds which are barely sufficient in many cases to pay the gas bill and provide a few of the current magazines. Hence it follows that, in many cases, our libraries are housed in all kinds of temporary premises, from disused warehouses to prisons, churches, and market‐halls, where their utility is impaired by the complete unsuitability of their environment. Thus, about 75 per cent. of the British municipal libraries are administered under conditions which are desperate when compared with those of the United States. But worse even than the matter of equipment is that of efficient administration. Extraordinarily good work is accomplished, and great use is made of the books, in library premises which are a disgrace to the community which owns them, and to the Parliament which sanctions such makeshifts in the name of education; but this is owing more to luck in obtaining capable officers than the action of any systematic attempt to train competent staffs and improve methods of administration. Mr. Carnegie has done such a great work in making good the failure of the Legislature to provide adequately or the material side of Public Libraries, that it is not too much to suggest a practical method of making his valuable gifts even more valuable and effective. At present many of the Carnegie libraries are object‐lessons in what to avoid in library administration. They are staffed by untrained men, whose methods are the laughing‐stock of the more competent American librarians, whose opinions Mr. Carnegie is bound to respect in view of his belief in everything American. They are classified in a manner which would prove ruinous in any business run for profit, and catalogued in such a painfully bald manner as to reduce the whole method of book‐selection to the level of a lottery. We could name libraries in Scotland, which have been lavishly helped by Mr. Carnegie, which are doing greatly inferior work to little municipal libraries elsewhere, which are not even decently housed. They have not adopted a single modern or scientific method of doing anything, and they have been officered in a manner which will prevent any possibility of improvement for years to come. Other instances could be given of libraries housed in fine buildings which are simply libels on the aims and objects of modern librarianship, but enough has been said in a general way to show that something more is required to make Public Libraries efficient than good homes, or even a penny rate. How this could in part be accomplished, it is the purpose of this article to try and show.