Lawyer leaders can transform cultures that feature chronic stress, overwork, and lawyer impairment into neuro-intelligent cultures that make cognitive well-being a priority, reaping benefit at both the individual and institutional levels. Neuro-intelligent cultures promote brain health and mental strength, and they develop environments rich with cognitive power. Neuroscience and psychology research reveals what a culture of concern and respect can mean to individual lawyers. It also supports moving away from grind culture and toward a healthier and more productive neuro-intelligent culture. The American and International Bar Associations have called for action that improves the well-being of individual lawyers. They have also challenged legal organizations to make the legal profession more sustainable. Transformation of the lawyering culture will involve detoxing from overwork, minimizing burnout, leveraging the energy of both introvert and extrovert lawyers, cultivating neurosignature diversity, facilitating psychological safety, reducing hierarchy, limiting competition, and embracing the Maverick lawyer leader professional identity.

This chapter discusses the moral architecture of healthcare systems and organisations and also the organisations that work alongside healthcarers. This concept was created by Richard Williams for his Inaugural Professorial Lecture given in 2000. The concept describes a reciprocal relationship between how healthcare and rescue services staff are cared for by their employers and how they in turn care for their patients, clients, or the public. It reviews what can help staff to give of their best through support from their employing organisations, their colleagues, and their families and friends. It also offers descriptions of work undertaken to assess what helps and what does not help staff both in a broader context and during the COVID-19 pandemic.

Learner engagement is the foundation for effective training. This chapter describes two design principles for creating engaging augmented reality-based recognition skills training. The Immersion Principle describes ways in which training designers can create a sense of learner presence in the training through cognitive and physical engagement. The Hot Seat Principle describes a strategy to increase engagement by making the learner feel a sense of responsibility for training outcomes. This is particularly useful for team and small group training. The discussions of both principles include examples, theoretical links, and implications for people designing augmented reality training.

Incidents involving violence and aggression are unfortunately common on mental health wards and in community settings. These incidents can lead to emotional distress, mental health issues and, in certain circumstances, moral injury. Serious incidents of aggression are, however, critical learning junctures from which improvements in clinical care should be driven. Yet if staff feel under threat or unsupported by leaders, they may not engage in the process. Clinical leaders should therefore create clinical teams which are psychologically safe, so that learning can take place as a core component of team activity. How to create such cultures is described, wherein leaders play a critical role. Staff support, after an incident, must be part of the learning process, for no traumatised team can learn effectively. Post-incident reviews should form a key component in this learning process. A team-based seven-step process of incident review is outlined, which does require skillful delivery. In some instances, a formal investigatory review might be needed, as well as prosecution of perpetrators, and brief guidance is given on this.

Psychological safety has been found to have significant effects on both individual and team creativity. There are a number of mechanisms and pathways through which psychological safety has been shown to positively affect creativity, such as through increasing individual engagement, team trust, and team communication, among other variables. In this chapter we review the literature regarding psychological safety and creativity. In addition, we review the potential antecedents of psychological safety, particularly leadership, team and organizational structure, and social processes, and how these antecedents influence the emergence of psychological safety.

Chapter 9 examines how the lifestyles of the Love Jones Cohort shape their decision-making when it comes to choosing a neighborhood and how they interact with their neighbors. The choices the Cohort members make as partner- and child-free individuals are of great relevance in terms of understanding the present situation and future direction of the Black middle class. Aside from affordability, Chapter 9 discusses several factors the Love Jones Cohort consider when selecting a neighborhood, including racial composition, safety (physical and psychological), amenities, sense of community, and neighborhood demographics. Chapter 9 shows that even if they were not consciously making their neighborhood choices based on their membership in the Love Jones Cohort, it plays a key role in how they view their residential options. Generally, the Love Jones Cohort are largely unconcerned with how their neighbors regard them; yet they express how they are subject to psychological pressures related to race, class, gender, and their single status.

Teaming is about creating the conditions that will enable people to feel valued at work. Teaming encompasses our behaviors, emotions, thoughts, and interactions. These four elements of teaming create a particular context. What we do, feel, and think can foster a culture of inclusion or exclusion, safety or fear. The consequences of our actions, feelings, and exchanges have short- and long-term repercussions for the health of employees and the organization as a whole. This chapter deals with the signs, significance, sources, and strategies related to feeling valued at work. It is about creating a psychological climate of safety and acceptance where people can be honest and human. These conditions are propitious for creativity, productivity, and well-being. Teaming meets the needs for belonging, dignity, and growth, and it requires effort on everyone’s part: boss, employee, peers. It is a collective responsibility. In high-performing teams, members add value and pay attention to the needs of their peers.

We have seen in Chapter 9 that we have many avenues to improve medication safety in anesthesia and the perioperative period, with considerable evidence and expert consensus to support them. However, human nature, just as it leads to errors, also often drives resistance to implementing safety interventions. Complicating our efforts to improve safety are safety paradoxes that, although would seem to improve safety, actually may work against safety. Achieving improved patient safety requires a deep understanding of not just how things go wrong when error-prone human beings work within complex systems but also why changes that would have a high probability of reducing the risk of errors are so often resisted. Needed changes can be resisted by individual physicians and by entire leadership of a large healthcare system. We return to the concept of violations, and emphasize that failure to hold violators accountable will effectively undermine safety efforts. Finally, an effort to understand why we do not change is absolutely imperative, as our continued refusal to change to safer methods continues to imperil our patients.