This article examines a longitudinal case study exploring the experience of a cohort of part-time, adult, work-based learners, mostly experiencing higher education for the first time. A wide range of instruments, including diaries and interviews, were used to collect data to explore, in some depth, the nature of the learning experience. Data analysis was undertaken using a matrix framework focusing on the positive and negative dimensions of the experience using the twin perspectives of learning context and individual identity. The study is shown to be part of a longer action research cycle. The study identified tensions between individual anticipation and anxiety and an institutional tension between positive conceptualisations of a supportive learning community contrasted with manifestations of higher education as an alien environment that actually hampers learning. The research was driven by the need to explore the development of a support infrastructure that addresses student needs. At one level the purpose of the research was to develop the course with a view to continuous improvement of the student learning experience. However, at the same time the research underlines the power of action research as a means of improving practice by formalising tacit reflection on learning and teaching and how this benefits both tutors and students by improving engagement and awareness of the learning process.

PurposeThis study examines 15 NHS Acute Trusts in England who achieved high scores at all their hospitals in the first four national Patient Environment audits. No common external factors could be found to explain this. This research examined whether the Facilities Managers responsible for the Patient Environment displayed a consistent leadership style. Design/methodology/approachSix of the 15 Trusts gave permission for the research to take place and a series of unstructured interviews and observations were arranged with 22 Facilities Managers in these Trusts. Responses were transcribed and categorised through multiple iteration. FindingsThe research found common leadership and managerial behaviours, many of which could be identified from other literature. The research also identified energy and time being devoted to creating networks of conversations (sensu Ford, 1999). This creation of networks through managing conversation is a behaviour less evident in mainstream leadership literature or in the current Department of Health and NHS leadership models. Practical implicationsThe findings of this study offer managers (particularly those in FM and managers across NHS) a unique insight into the potential impact of leaders giving an opportunity to re-model thinking on management and leadership and the related managerial development opportunities. It provides the leverage to move Facilities Management from the role of a commodity or support service, to a position as a true enabler of business (Author 2004). Originality/valueOriginal research in a previosuly under-examined area is persented. The study illuminates how Facilities Management within Trusts achieving high PEAT scores is led.

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PurposeThe research investigated the possible common factors in 15 Acute Hospital Trusts in the UK that achieved excellent scores at all their sites in three rounds of national Patient Environment audits. Design/methodology/approachA desk based study tested for external factors, organisational commonalities or particular contractual arrangments which the sample might have in common. An ethnographic study examined the behaviours exhibited by 22 managers in 6 of the trusts. FindingsNo external, organisational or contractual commonalities could be identified. The managers concerned all demonstrated 'theory Y' leadership behaviours and in partiular were oberved to be managing overlapping networks of conversations. Practical implicationsThe research reveals a behavioural / cultural explanation for the creation of excellent environments. Such an emphasis is not common in FM literature. There is an important question as to why such behaviour is not more common within FM in general or health FM in particular. Originality/valueThe authors are not aware of other studies suggesting a distinctive FM leadership contribution to excellent Patient Environments.

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