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As of 2020, London's Financial Times had ranked Fundação Dom Cabral (FDC) as one of the world's leading executive education institutions and the top such institution in Latin America for 15 consecutive years. In 2011, FDC was also ranked fifth on the Financial Times' list of the 40 most respected business schools in the world. For FDC itself and for its co-founder, Emerson de Almeida, this recognition was a wonderful way of celebrating the 35th anniversary of an institution that has become a leader in applied management education in Brazil.

How did this young Brazilian institution achieve this? As is the case for any great undertaking, many people played crucial roles in its creation and consolidation. However, its history is closely tied to the life of its co-founder, Emerson de Almeida.

Emerson was FDC's Chief Executive from its foundation in 1976 until 2012, when he became President of its Board of Governance. ¹ He is primarily an innovator and drew his inspiration from visits to world-renowned business schools. Once he understood the needs arising from executive thinking processes, he was able to adapt these schools' best practices to suit the Brazilian culture and context.

‘You must always try the impossible’, he says. This case study presents the story of an exceptional institutional intrapreneur who championed and led the transformation of executive education in Brazil.

Active and transformative learning is a holistic strategy for the enhancement of the unique value proposition of education and learning. In Chapter 1 of this edited volume we introduced a unique value proposition on the impact of ATL in higher education and we communicated a five-tier value framework including pillars related to ATL, higher education, industry, entrepreneurship, research& development, and innovation. In this concluding chapter we move the discussion on another context. With emphasis on the robust and resilient strategy of the Vision 2030 in the Kingdom of Saudi Arabia we comment on the capacity of the ATL to facilitate, to enable and to transform positively the added value of the Vision 2030 implementation. The chapter is organized as follows. At the beginning, we provide a short overview of the Vision 2030 mandate, and then based on the ATL metaphors we presented in Chapter 1 of this edited volume, we strategize the ATL framework towards the implementation and the resilience of the Vision 2030.

Active and transformative learning (ATL) challenges the new era of teaching and learning in higher education. In this chapter a systematic approach to ATL theories and methodologies is provided. Authors provide a unique methodological framework for the integration of active learning practices in modern higher education curricula. This chapter also provides an integrated context for the overall discussion of the phenomenon in the volume. The recent arrivals of new disruptive artificial intelligence-enabled technologies such as OpenAI, ChatGPT, DeepAI and others are only few aspects of a new challenging era for the teaching, learning, innovation and sustainability in the higher education.

This chapter explores the Aboriginal artefacts ‘clapsticks’ as a form of cultural data – a means of disseminating cultural knowledge in the galleries, libraries, archives, and museums [GLAM] sector. How might alternative methods of curation animate clapsticks as active objects that deliver effective knowledge transfer? This research aims to explore and extend current industry practices of the curation of clapsticks, within the existing parameters of technology, spatial capacity, financial support, and governance as part of the operation of the GLAM sector. The research problem, therefore, explores the past limitations of colonial framing of cultural institutions that once hindered the revealing, the disseminating, and the ‘awakening’ of the complexities of knowledge intrinsic to Aboriginal cultural artefacts. Informal communication with Aboriginal community members and academics was critical to providing cultural context as well as personal beliefs and aspirations vital to conceptualising the future of cultural representation. This investigation explores how a cultural centre offers a space and an opportunity to facilitate the clapsticks datasets in its capacity as a performance-focussed building rather than solely an exhibition space or keeping place. This potential represents a shift in thinking around the clapsticks being a lens through which the stories of Aboriginal culture can be disseminated.

This chapter details a practice-based investigation of a 19th-century astronomical device known as ‘Janssen’s apparatus’. It questions traditional narratives of linear technological advancement and ‘sole inventor’ to reframe the historical artefact as a site which makes visible a network of technological knowledge interconnecting astronomy and visual culture. Approached from this perspective, the Janssen artefact is reframed as an ‘intersite of knowledge’, exploring how the various know-how contained within the device is located across disciplines rather than within a single field. Originally developed to calculate the Astronomical Unit during the 1874 Transit of Venus, Janssen’s apparatus failed in its endeavour as a measuring instrument, but its motion mechanism was successfully adapted into early cinema technologies. This chapter applies praxis through the development of a prototype artwork and the concept of ‘techne’ as speculative means of understanding how this mechanism was transferred from astronomy to the Western cultural realm. It proposes that the development of the apparatus was partially gleaned from moving image techniques already in use within 19th-century visual culture. The development of the prototype artwork is discussed in relation to the specific timing mechanism of the Janssen apparatus and how it establishes its own ‘intersite of knowledge’ relevant to its contemporary context. Finally, this chapter elaborates on how witnessing the Janssen mechanism in motion provided unique insight and how creating a dialogue between historical and contemporary apparatus facilitates a reconsideration of how galleries, libraries, archives, and museums [GLAM] and other host institutions that contain artefacts might share their hidden stories.

Adsorption parameters (e.g. Langmuir constant, mass transfer coefficient and Thomas rate constant) are involved in the design of aqueous-media adsorption treatment units. However, the classic approach to estimating such parameters is perceived to be imprecise. Herein, the essential features and performances of the ant colony, bee colony and elephant herd optimisation approaches are introduced to the experimental chemist and chemical engineer engaged in adsorption research for aqueous systems. Key research and development directions, believed to harness these algorithms for real-scale water treatment (which falls within the wide-ranging coverage of the Sustainable Development Goal 6 (SDG 6) ‘Clean Water and Sanitation for All’), are also proposed. The ant colony, bee colony and elephant herd optimisations have higher precision and accuracy, and are particularly efficient in finding the global optimum solution. It is hoped that the discussions can stimulate both the experimental chemist and chemical engineer to delineate the progress achieved so far and collaborate further to devise strategies for integrating these intelligent optimisations in the design and operation of real multicomponent multi-complexity adsorption systems for water purification.

In response to a critical need for uniform school crisis preparedness and response efforts across districts, the National Association of School Psychologists developed PREPaRE, a model and training curriculum aimed to equip school-based professionals to engage in comprehensive school crisis prevention and intervention practices. The PREPaRE acronym stands for: Prevent/Prepare for psychological trauma; Reaffirm physical health, security, and safety; Evaluate psychological trauma; Provide interventions (and) Respond to psychological needs; and Examine the effectiveness of prevention and intervention efforts. The model spans four crisis preparedness phases: Prevention, Mitigation, Response, and Recovery. This chapter provides a detailed overview of the development and structure of the PREPaRE model's core components and the organizational framework of the Incident Command System. It delineates elements of the basic school crisis response plan, assessment of mental health risk following a crisis event, and the provision of crisis interventions within a multitiered system of support framework. Additionally, it summarizes ongoing effectiveness and implementation research used to evaluate and improve the model based on immediate training outcomes assessed through pre and postmeasures and training transfer to applied school contexts. Implications for research and public policy regarding school safety and crisis prevention and intervention, as well as the future of PREPaRE curriculum development, are discussed.