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In 1899 the medical practitioners of Dublin were confronted with an outbreak of a peculiar and obscure illness, characterised by symptoms which were very unusual. For want of a better explanation, the disorder, which seemed to be epidemic, was explained by the simple expedient of finding a name for it. It was labelled as “beri‐beri,” a tropical disease with very much the same clinical and pathological features as those observed at Dublin. Papers were read before certain societies, and then as the cases gradually diminished in number, the subject lost interest and was dropped.

In a circular letter, addressed to local authorities by the Board of Agriculture on December 28, 1901, with reference to the Milk Regulations, the Board suggested that in the absence of any special circumstances indicating the commission of fraud, the local authority might in the first instance call the attention of the vendor to the adverse report of the analyst, and afford him an opportunity of submitting any explanation he might desire to offer on the subject. The Board further expressed the opinion that if the explanation were one which the local authority “felt able” to accept, they might, in the exercise of their discretion, refrain from the institution of proceedings, or withdraw any summons which it might have been necessary to take out in order to avoid the failure of proceedings, at the same time making arrangements for the taking of further samples of the milk supplied, in order that a satisfactory conclusion as to its character might be arrived at. The issue of this letter was obviously a retrograde step, which could only be taken to indicate that the Board were “wobbling” over the milk standards—standards laid down by themselves on the strength of the overwhelming evidence in favour of the institution of those standards as absolute minima, which was laid before the Board's Departmental Milk Committee in 1900. If any proof were wanting that this is a correct view of the case, that proof would be afforded by the issue, on March 27 last, of a further circular letter from the Board, in which the views expressed in the former letter are reiterated, and the study of which can only produce amazement, not unmingled with disgust, among those who have had any experience worthy of the name as regards the working of the Adulteration Acts in this country. Presumably the Regulations were laid down upon due and proper cause shown. By issuing the documents referred to the Board have called the validity of their own Regulations in question, and have suggested that public authorities should base no action upon those Regulations in the absence of other evidence, the nature of which is not stated, indicating “the commission of fraud.” The action of the Board amounts to a smack in the face for the producer of honest and genuine milk such as the purchaser is entitled to get, and can only tend to the introduction of additional loopholes of escape for the dishonest and incompetent.

Examines the roles of conviction and doubt in organizational learning processes and focuses on the challenge of transforming individual learning into organizational learning. Explores the individual and organizational effects of too little doubt or too little conviction in terms of awareness of the need for organizational learning, the design of organizational learning processes, and active experimentation in implementing what is being learned. Using the concepts of conviction and doubt, presents a tentative model of organizational learning which posits a cycle that alternates between individual doubt and collective consensus and conviction. Presents a brief case study from an actual organization in order to illustrate how doubt and conviction might be employed to assist interventions in organizational learning.

The food standards of the Indiana State Board of Health, which appear on another page, show that it is quite possible to lay down official definitions of various articles of food; and a study of these regulations may be of assistance to those authorities who are striving to arrive at some form of order out of the chaos which at present exists in this country in matters relating to food standards. With reference to milk, it will be seen that not only is the question of composition dealt with, but strict directions are given that milk derived from a cow which can in any way be considered as diseased is regarded as impure, and must therefore, says the Board, be considered as adulterated. In regard to butter and margarine, limits are given for the total amount of fat—which must consist entirely of milk‐fat in the case of the former substance—water, and salt; and not only are all preservatives forbidden, but the colouring matters are restricted, only certain vegetable colouring matters and some few coal‐tar colours being permitted. All cheese containing less than 10 per cent, of fat derived from milk must be plainly labelled as “ skim‐milk cheese”; and if it contains fat other than milk‐fat, it must be described as “ filled cheese.” Some exception is taken to the use of preservatives in cheese, inasmuch as it appears that cheese may contain a preservative if the name of such preservative is duly notified upon the label ; and the rules for the colouring of cheese are the same as those which apply to butter and margarine. All articles of food containing preservatives are considered as adulterated unless the package bears a label, printed in plain type and quite visible to the purchaser, stating that a preservative is present, and also giving the name of the preservative which has been used. Articles of confectionery must not contain any ingredient deleterious to health, such as terra alba, barytes, talc, or other mineral substance, nor may they contain poisonous colours or flavours.

The Board of Agriculture has received from the Principal of the Somerset House Laboratory a report on the examination of samples of milk taken by an inspector in connection with an inquiry into methods of sampling milk.

Nominal Group Technique (NGT) minimises many problems associated with conventional interactive group problem solving; however, its verbal inputting feature is unnecessarily limiting. By utilising cards, the Improved Nominal Group Technique (INGT) assures contributor anonymity, adds productive pre‐meeting activity and removes NGT′s inputting‐transcribing bottleneck. INGT is appropriate for identifying and evaluating options, positions or problems, solving a problem, and for reviewing and refining written proposals or other documents.

The desirability of transferring manufacturing logic and practices to service operations, strongly advocated by Levitt (1972; 1976) in two classic Harvard Business Review articles two decades ago, is now commonly challenged by both service researchers and practitioners. We defend a “production‐line approach to service” by arguing that services can “reindustrialize” by applying revised, progressive manufacturing technologies. We describe how services businesses such as Taco Bell, Southwest Airlines, and Shouldice Hospital have mastered what we call “lean” service ‐ the application of lean manufacturing principles to their own service operations. Overall, services tend to be innovation laggards, compared to manufacturing. Looking ahead, mass customization can be viewed as the convergence of service and manufacturing logic.

Motivation theory in the 20^th century has evolved to meet the changing social, political, and economic environment. The purpose of this paper is to examine the developmental path of modern motivation theory from the perspective of the Tao and the cyclical nature of Yin and Yang. We review motivation theory from the Industrial Revolution to the present. The developmental path during the past 100 years consists of seven distinct stages, each stage representing a significant shift in theory as well as a shift in the social, political, and economic environment in the United States. The dominant theme that emerges from the analysis is the discourse between science and humanity, and the revolving cycle of these fundamental theories throughout the century.

Over a two‐month period, the editor of this review has searched worldwide for the most interesting and useful media articles on the topic of strategic management for the July/August issue of Strategy & Leadership.

In addition to his own collection of finds, the editor sorted through suggestions by a team of veteran top managers and senior academics for new strategic concepts and actions.

The result is a surprisingly diverse set of media discoveries on such topics as market‐creating service innovation, service innovation, organizational DNA, Growth Champions, internal markets, innovation from internal markets, the brainstorming trap, an intellectual capital merchant bank, a new theory of scale, and Oracle's acquisition binge.

URL links and references have been provided for the articles so that managers can easily follow up this quick scan of the media by reading the articles in full.

Provides a snapshot of what managers are reading and a guide to trends and fresh thinking.