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The chapter defines practice approaches and considers the several ways the concept of practice has functioned in the academic and practitioner literatures. As “practice” has been a minor term in prior group studies, the next section argues that foregrounding practice in future group research is a promising direction. Not only does a practice approach privilege interactional messages, which are at the heart of communication, but foregrounding practices can help actual groups function better. A practice approach to group research can accomplish three things: (1) offer guidance about how to design and implement sensitive activities; (2) identify contextual aspects of dispersed practices such as giving information; and (3) make visible how key group norms are interactionally accomplished in nonstraightforward ways. Examples of each of these activities are illustrated.

Identifies key activities that network users can perform in order to use the network effectively. Offers recommended reading, from beginner to expert user status. Explains some commonly used terms (e.g. Turbo Gopher with Veronica!). Lists useful Internet resources.

Following Bakhtin, organizational discourse scholars have examined ways in which organizational actors draw on and negotiate historical texts, weave them with contemporary ones, and transform them into future discourses. This paper examines how this practice occurs discursively as members in a high‐tech corporation conduct an organizational change.

This paper interprets discourse excerpts from meetings of a project team in the western US. Through participant‐observation and discourse analytic methods, the data gathered consists of field notes, over 33 hours' worth of team meeting conversation and five hours of interview data.

Through the use of represented voice, organizational members work out how an action or practice has sounded in the past as spoken by another member, and they articulate how proposed organizational changes might sound in the future. By making these inferences, members are able to discursively translate between a single situated utterance and organizational practices.

The analysis suggests that organizational change occurs when people temporarily stabilize the organization through the voicing of current practices (as references to what “usually happens” via what is “usually said”) and new practices (as references to what might be said in the future). It is when these practices are solidified and made real through these translations between identity, voice, and organizational practices that members are able to draw comparisons and transformations between “past” and “future” language, and thereby experience and achieve organizational change.

The paper furthers our knowledge of how organizational members discursively negotiate meanings during the process of organizational change through a specific discourse pattern.

The purpose of this paper is to report the results of two experiments designed to examine the effect on consumers of the way in which price discount messages are expressed, or “framed”.

Both studies involved stated‐preference choice modelling experiments. The aim of the first experiment was to test the hypothesis that a price reduction framed in dollar terms is more effective for high‐priced items, whereas a price reduction framed as a percent discount is more effective for lower‐priced items. The aim of the second experiment was to determine which of four alternative ways of expressing the same 33 per cent price discount – cents off, percent discount, or one of two volume discounts – is most effective.

For two “low‐priced” items, potato chips and cola drinks, the framing of a price discount had little or no effect. However, for two ”high‐priced” items, stereos and computers, framing a discount in dollar terms was significantly more effective than expressing it as a percent off discount. For three fast moving consumer goods the most effective framing of the same price discount depended on whether the product concerned was amenable to stockpiling. For tinned spaghetti, which is relatively cheap and easy to store, volume discounting was more attractive than a monetary discount, whereas for bottled water and semi‐soft butter, which are more expensive and bulkier, the opposite was true.

For high‐priced products, it is better to express price discounts as dollars or cents off than as a percentage off; the opposite may be true for low‐priced products, but this is much less certain. However, if using a volume promotion, “buy x get one free” is likely to be more effective than “y for the price of x”.

From 2012, all high-secure forensic mental health services in England began operating a policy of confining patients to their locked bedrooms overnight to increase service efficiency and reduce costs. The purpose of this paper is to assess the views of staff and patients concerning the policy and examine the specific impact of the policy on patients.

Measures of patients’ sleep hygiene, patients’ behaviour, ward atmosphere, engagement with therapy and adverse incidents were taken both before and after the night confinement (NC) policy was implemented. Both patients and staff also expressed their views of the impact of the NC policy.

Results provide converging evidence that the impact of the NC policy on patients is negligible. There were no consistent negative effects of confining patients overnight. Rather, patients and staff were broadly positive about the impact that the practice had on patients.

Confining patients to locked bedrooms overnight does not exert any consistent influence, positive or negative, on patients’ sleep hygiene, behaviour or engagement with therapy, and patients expressed a broadly positive view of the practice of NC. Thus, a NC policy may have a contribution to make to the provision an effective high-secure mental health service.

The study provides convincing evidence that secure inpatient mental health services that are considering the adoption of a NC policy may do so without fear of a negative impact on patients.