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Sustainable development requires multiple stakeholders to work and learn across practices, in other words, it requires boundary crossing competence. To prepare students for their future sustainability professions, higher education should facilitate the development of boundary crossing competence in its curricula. This study aims to confirm whether boundary crossing learning can be stimulated by workshop-based support in multi-stakeholder projects.

This quasi-experimental intervention study (N = 122) investigates the effect of a series of supporting workshops on students’ boundary crossing learning in multi-stakeholder projects. The workshops allowed students to adopt four learning mechanisms (identification, coordination, reflection and transformation) theorised to stimulate learning across boundaries between practices. Students followed zero, one, or two workshops. By analysing the student learning reports, the study examines the effect of the workshop intervention on students’ self-efficacy for stakeholder collaboration, the number of reported student-stakeholder collaborative activities and the reported boundary crossing learning mechanisms.

The results show that a series of two workshops increase the number of reported collaborative activities and activates the students’ boundary crossing learning in terms of reflection and transformation.

These findings support the evidence-based design of multi-stakeholder learning environments for sustainable development and contribute to the body of knowledge regarding learning across practices.

Boundary crossing competence receives increasing attention as an asset for sustainable development. The added value of this study lies in its confirmation that the boundary crossing theory can be translated into directed educational support that can stimulate students’ boundary crossing learning.

Outlines the scope and application of three workshops and their particular uses in the manufacturing environment. Describes the approach taken in each of three workshops designed to improve manufacturing effectiveness. The workshops can be used in a linked integrative way and have been developed and tried and tested on managers and students of management. They are highly participative and interactive. Workshop 1 helps sift out those elements of the key support areas to manufacturing which are causing the company′s manufacturing to be ineffective. Workshop 2 highlights those areas of capability in a company which are impeding progress and improvements being made to those areas of concern identified in the company. Workshop 3 is concerned with the process of developing action plans to tackle the areas of concern and capability issues in the company and also examines the provision of skills, resources and degree of empowerment given to those who are expected to fulfil the action plans. Feedback shows that the participants found the workshops interesting, enjoyable, and stimulating; valuable vehicles for managerial and educational development and a direct and effective way of improving a company′s manufacturing effectiveness.

This article presents a case study for designing a workshop for strategic planning. By describing the process of selecting, designing, and implementing a manufacturing strategy workshop as a marketable instructional product in a high‐tech company, the article illuminates the role of training and development in strategic planning. It describes how a workshop for manufacturing strategic planning was selected and developed by taking a market‐oriented approach to reflect customer needs. The interactive, collaborative design process among stakeholders was practiced, and a continuous needs assessment was employed to explore and exploit customer needs throughout the design cycle. The workshop covered both the conceptual and the experiential, and learning‐by‐doing was a key instructional strategy adopted. The article concludes by discussing key learnings acquired.

The aim of this study was to provide a pilot evaluation of novel, brief formulation development workshops with direct care staff supporting people with intellectual disabilities who display significant psychosocial difficulties. A series of workshops were designed and delivered to a staff team supporting an individual who had been referred to specialist intellectual disabilities health services. The workshops used a psychosocial framework to facilitate development with care staff of a case formulation for the individual they were supporting. Following the workshops, there were decreases in problematic behaviours displayed by the individual and in the staff team's perception of the severity of these behaviours. The staff team felt that the workshops had had a beneficial impact on their practice. The pilot indicated that the workshops were feasible, positively received and associated with changes in the psychosocial difficulties displayed by the individuals staff were supporting.

The purpose is explore an approach to acquire, analyze and report data concerning an organizational change initiative that combines knowledge generation and knowledge use, and contrast that with a method where knowledge generation and use is separated. More specifically, the authors contrast a participatory group workshop with individual interviews analyzed with thematic analysis, focusing on information about the change process and its perceived practical relevance and usefulness.

Participants were managers responsible for implementing a broad organizational change aiming to improve service quality (e.g. access and equity) and reduce costs in a mental health service organization in Sweden. Individual interviews were conducted at two points, six months apart (i1: n = 15; i2: n = 18). Between the interviews, a 3.5-h participatory group workshop was conducted, during which participants (n = 15) both generated and analyzed data through a structured process that mixed individual-, small- and whole-group activities.

Both approaches elicited substantive information about the content, purpose and process of change. While the content and purpose findings were similar across the two data sources, the interviews described how to lead a change process, whereas the workshop yielded concrete information about what to do. Benefits of interviews included personal insights about leading change while the workshop provided an opportunity for collective sense-making.

When organizational stakeholders work through the change process through a participatory workshop, they may get on the same page, but require additional support to take action.

This chapter explores how hybrid organizations navigate the challenges (and opportunities) associated with advancing unconventional logic combinations. It draws from a study of the 180-year history of sheltered workshops in the United States. Sheltered workshops are hybrids that combine social and commercial logics to provide gainful employment to individuals with disabilities. This chapter theorizes a connection between the governance system – that is, country-based social norms and regulatory settlements – framing hybrids and the agency that allows them the discretion required to advance unconventional combinations. It introduces the term hybrid agency to describe this connection and identifies four types: upstream, midstream, downstream, and crosscurrent. Upstream agency draws from the entrepreneurial vision of charismatic founders. It allows hybrids the discretion to advance unconventional logic combinations in unsupportive times, but it also requires them to observe certain dominant cultural norms. Midstream agency draws from hybrids’ adaptation and advocacy skills and resources in periods of historical change. It allows access to resources and legitimacy for unconventional combinations. Downstream agency draws from organizational slack possible in supportive times. Slack eases tensions and tradeoffs between conflicting logics but may also fuel mission drift. Finally, crosscurrent agency also draws from hybrids’ adaptation and advocacy skills and resources. It provides hybrids with the opportunity to grapple with challenges in periods of contestation.

As libraries evolve, they accommodate and refine their services to support the varied institutional, student and faculty, and course needs, including developing workshops tailored to course requirements or that provide students and faculty with additional skills that promote their academic pursuits. Some services provided by academic libraries reflect strategic choices that promote the increased alignment of the users’ needs with the institution’s needs. Some needs anticipated and observed by many research-intensive institutions are data literacy, research, and software skills. This chapter describes the case of the academic library at the University of Nevada, Las Vegas (UNLV), an R1 research institution, which offered the Data Workshop Series (DWS) to help prepare students, faculty, and staff to clean, manipulate, analyze, and visualize research data. This applied, student-centered technical workshop series was guided by authentic assessment, specifically performance tasks, which were employed to ensure the participants’ engagement and comprehension of the applied techniques presented. The performance tasks also helped participants gain confidence in their data skills. From them, the participants learned that they can use the software and solve questions on their own. When reflecting on what they learned in the DWS, participants stated that they could develop their skills on their own with additional practice and that they plan on integrating the software into their academic work. By offering the DWS, UNLV Libraries has taken a step toward being part of the life of the user, a partner in more than information findings, but in knowledge creation.

Bangladesh’s urban poor face numerous obstacles, especially during times of disastrous natural events. The effects of global warming will pose new threats for them as frequencies and magnitudes of natural hazards are likely to increase. Thus, current and formerly successful coping and adaptation strategies will be challenged in the future. The urban poor need to be informed and empowered so that they can develop their own strategies in response to the expected local effects of climate change. Our research aims at grassroot workshops as a means of communication with slum dwellers in Dhaka which not only convey possible climate change impact on livelihoods but also create relevance for the individuals and options for action. More than 20 workshops including men, women, and children have been conducted and analysed. The final workshop design incorporates a mix of participatory and input-oriented elements in order to overcome the problem of psychological distance.

Openness is critical to long-term cleanup and stewardship of former nuclear weapons manufacturing facilities. Openness is especially challenging in such facilities because a culture of secrecy has dominated them since the earliest days of nuclear weapons development. This paper describes a multi-year effort at the Hanford Site called the Hanford Openness Workshops. The Workshops were convened to address and resolve issues impeding the availability and understanding of information important to public health, the environment, and decision–making. Lessons from the workshops can improve dialogue about nuclear waste cleanup and long-term stewardship among regulators, decision makers, stakeholders, and Tribes.