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The use of data in the twenty-first century to improve expert decision-making has radically transformed what it means to be an expert in multiple fields, including behavioural healthcare. This chapter summarises the impact on information technology on the field, including use of digital platforms to enable video therapy and online cognitive behavioural therapy programmes. The chapter is intended for practitioners seeking information on how to be a twenty-first century expert, where years of education and experience matter less compared to evidence of performance in the form of solid outcome data. Key to the use of outcome data is expertise in how to use questionnaires in therapy and how to interpret results, both at the individual client level as well as overall results across multiple clients. A twenty-first century expert measures are not simply to measure outcomes but to improve results over time. Failure to incorporate the use of data into routine practice ignores an evidence based practice with decades of evidence as to its effectiveness, potentially resulting in suboptimal care.

Stories told in organisations are being used increasingly as a way of gaining greater insight into organisational culture, leadership and health. These insights should be considered when organisational change is needed to improve effectiveness. This paper examines a method that combines data collection through a story elicitation process with intervention design that promotes change and learning within organisations. In this paper, we describe these processes in detail with a step‐by‐step account of how the authors implemented these processes in a research site. Our experience can act as a guide to other researchers undertaking similar projects. Evidence collected so far suggests that these processes can contribute to organisational change in an incremental way that engages people at various levels within an organisation.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

This study aims to introduce the concept of dissociative threat, which is the fear of being associated with an undesirable (dissociative) group as a result of demonstrating ability in a domain that is stereotypically linked to that group. Consumers experiencing dissociative threats use inability signaling as a self-presentational strategy in which they present themselves as lacking ability in the dissociative domain.

Five experimental studies were conducted to test whether consumers experience threat in dissociative domains and to examine factors that influence this threat.

Results showed that dissociative threat adversely affects consumers’ performance at tasks that require using products linked to dissociative groups. Threatened participants reported intentions to perform poorly and train for a longer time in preparation for such tasks, thus signaling low ability in dissociative domains. Additionally, when participants who were experiencing dissociative threats received confirmation that they lacked ability in that domain, their performance at these tasks improved.

This study expands the knowledge on strategies, including inability signaling, that consumers use to avoid being linked to dissociative groups.

The findings suggest to marketers that stereotypes that link their products to certain consumer segments can threaten other consumers. Factors that shape and alleviate this threat are identified, which may help companies who are marketing such products.

This study extends the current understanding of stereotype threat and proposes a new self-presentational strategy, that has not been documented yet in the literature (i.e. inability signaling), that consumers use to deal with the dissociative threat.

This study aims to investigate the sustainability of the food culture at Deakin University and to determine what the barriers to increasing the sustainability of food on the Burwood campus may be.

An online survey of staff and students from the Faculty of Health at the Burwood campus of Deakin University (n = 697) was undertaken. The survey included questions relating to eating habits on campus, views on the current food culture, food security, food disposal, visions for the future and demographic information. In addition, a short paper-based survey was developed for the ten food outlets on campus.

The results show that although sustainability considerations are important to staff and students, cost is the main issue and is a significant barrier to the development of a more sustainable food culture. It is also a significant barrier to staff and students making healthy choices when it comes to the purchase of food on campus. However, sustainable food initiatives such as community gardens could help alleviate this barrier and also contribute to improving student engagement.

The online survey was limited to the Faculty of Health, and, therefore, a potential bias exists towards individuals who may have an interest in health. This should be considered when interpreting the results.

This research demonstrates that although cost may be a barrier to universities improving the sustainability of their food culture, there are other ways in which universities can create an environment that embraces sustainable food production to benefit both the environment and the university community.

The innovative capacity of an organization is typically realized through unit-level teams. Previous studies correlate innovation performance with cultural diversity of teams, but note that team dynamics need to be optimized to derive maximum benefit. Herein, this study offers an assessment of available team building instruments through the lens of diverse innovation teams. In a demonstration project in the pharmaceutical industry, this study then outlines specific tools and approaches which can be successfully deployed through team coaching and mentoring.

A cluster of nine innovation teams with varying degrees of cultural diversity was provided with assessment and management instruments which had been identified and field tested by a mentoring team. Content included cultural awareness tools, innovation team profiling methods and Team Science (SciTS) ideology. Teams were funded, coached and mentored through a six-month performance period and assessed at regular intervals.

Team assessments provided correlations between performance (measured by project completion and new intellectual property generated) and diversity together with wealth of information on intra-team culture and dynamics. Concrete recommendations from the study include adoption of appropriate communication standards to promote inclusivity, use of SciTS operational tracking metrics to enhance engagement, use of the FourSight group profiling methodology and cultural quotient scale cultural awareness instruments at team-forming stage to promote effective dynamics and enhance inclusivity.

Cultural diversity has a positive impact on innovation teams. This said, for maximum benefit cultural awareness of team members should be optimized to avoid unintended conflicts developing. Such issues can be exacerbated when teams are deployed remotely and preventative measures should be established. These issues became of heightened significance as a result of telecommuting imposed by the COVID-19 pandemic and have longer-term implications, as corporations consider global air travel reduction through environmental concerns. A tracking tool is described to monitor team engagement and promote inclusivity. It is expected that the learnings can influence how teams can best form, normalize and operate within corporate innovation programs and form the basis of long-term impact studies.

This represents the first systematic study on the impact of cultural diversity and team dynamics within innovation programs in the pharmaceutical industry. The tools and methodologies deployed are widely available and can be adopted by innovation teams in many adjacent industries with established innovation ecosystems.