Background Simulation-based mastery learning (SBML) is an effective, evidence-based methodology for procedural skill acquisition, but its application may be limited by its resource intensive nature. To address this issue, an enhanced SBML programme has been developed by the addition of both pre-learning and peer learning components. These components allowed the enhanced programme to be scaled up and delivered to 106 postgraduate doctors participating in a national educational teaching programme. Methods The pre-learning component consisted of an online reading pack and videos. The peer learning component consisted of peer-assisted deliberate practice and peer observation of assessment and feedback within the SBML session. Anonymised pre- and post-course questionnaires were completed by learners who participated in the enhanced programme. A mixture of quantitative and qualitative data was obtained. Results Questionnaires were distributed to and completed by 50 learners. Both sections of the pre-learning component were highly rated on the basis of a seven-point Likert scale. The peer learning component was also favourably received following a Likert scale rating. Peer observation of the performance and assessment process was rated similarly by first and second learners. The thematic analysis of the reasons for which peer-assisted deliberate practice was considered useful showed that familiarisation with equipment, the rehearsal of the procedure itself, the exchange of experiences and sharing of useful tips were important. The thematic analysis of the reasons why peer observation during ‘performance, assessment and feedback’ was useful highlighted that an ability to compare a peer’s performance to their own and learning from observing a peer’s mistakes were particularly helpful. Conclusion The SBML programme described has been enhanced by the addition of pre-learning and peer learning components which are educationally valued and allow its application on a national scale.

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Mehrabian and Russell’s Pleasure-Arousal-Dominance model states that people’s interactions and interpretation of their surroundings result from variations in three factors – pleasure, arousal, and dominance. Applied to music, pleasure has been operationalized as how much a person likes the music heard, arousal as how arousing the person considers the music to be, and dominance as the person’s control over the music heard. However, conceptualizing dominance broadly as control means that the construct is not well defined. This research aimed to define the elements related to a listener’s desire for control over music encountered in everyday life. Participants residing in Australia and USA ( N = 590) completed an online questionnaire. An exploratory factor analysis of the quantitative items identified five components defining control over music listening: “being personally in charge”, “selection by other people”, “contextual control”, “playback variety”, and “no need for control”. A thematic analysis of open-ended responses indicated additional facets of control including mood regulation, emotional investment, and identity. While the quantitative findings reaffirm previous research, the qualitative findings indicate previous conceptualizations of the control dimension have been limited. These results contribute to our understanding of the model’s dominance component with regard to explaining everyday music listening.

Purpose -This paper aims to discuss the importance of organisations paying closer attention to their corporate language policies as a strategy for embracing diversity in their workforce. Design/methodology/approach -An exploratory study of the web sites of companies recognized for their diversity efforts is conducted to highlight their communication strategy, in particular the terminology used to refer to non-whites. Findings -This research found that the language used in corporate communications to refer to non-whites varies even among companies that have been highly recognized for their diversity efforts. While the web sites clearly revealed the companies' commitment to diversity, the difficulty associated with this controversial issue can also be seen. An argument is made that organisations should eliminate the use of the term "minority" from their communications in an effort to enhance their diversity climate and more accurately reflect their commitment to diversity. Research limitations/implications -This research relied on web site content analysis and only the sites of companies that have been highly recognized for their diversity efforts were considered. Practical implications -The paper shows that as the debate about the use of the term "minorities" continues, companies that embrace diversity should pay close attention to the language used in their corporate communications to ensure that the messages and signals they send consistently mirror their beliefs and perceptions of various stakeholders. Originality/value -This research may be of special interest to communication strategists and persons within the organisation that are interested in improving their corporate image and addressing the behaviours and attitudes of the organisation's stakeholders.

The large-scale relocation of a paediatric hospital is a significant undertaking. New environments change the system, and ways of working must adapt to maintain quality healthcare. There are risks to patients and staff well-being, with high anxiety around change. There is evidence for the efficacy of simulation as a tool for safe training and rehearsal of staff and teams [1] but less so on such a large scale. Simulation for many is still perceived as a test of performance and a threat. We connected with the international simulation community to design a hospital-wide programme of Patient Environment Simulations for Systems Integration (PESSI). This paper outlines challenges in establishing buy-in from stakeholders and departments, developing a framework for implementation and our reflections on delivery of large-scale simulation activities to assist a hospital move.How can simulation-based methodology be used to support clinical departments on a large scale to adapt/integrate/prepare in moving to a brand-new hospital?Collaboration with authors of PEARLS for system integration use [1], using it as the main framework for delivery and structure of PESSI. Stages of delivery were: pre-phase work, system testing day, debrief/reflection and evaluation. Immediate feedback of enjoyment and learning was collated from all participants. Three-month post-move feedback is planned to review ongoing impact/behaviour change plus analysis of safety incidents.Pre-phase work involved meeting stakeholders and establishing aims of testing. Ward managers were key departmental links, meeting with members of PESSI to plan scenarios. System testing days involved familiarizing themselves with the environment, followed by ‘day in the life’ simulations with a representation of the whole team. All participants were called ‘co-faculty’ and knew exactly what would happen. Debrief involved facilitated conversations with the whole team describing reactions, and deeper analysis of the key events, with concerted efforts by facilitators to give a balanced approach of positives and challenges. A short report was given back to the department detailing the findings teams would need solutions to. Solutions from simulation were implemented prior to the move, increasing staff confidence, with many feeling PESSI played a major role in feeling prepared for the new site. The PESSI framework is being utilized in adult services and we hope to publish our methodology to share with the wider simulation community.