Research from Dr Christopher W. B. Stephens and Sue Miller at the Susanna Wesley Foundation, Southlands College, Roehampton, reveals how university chaplains can effectively evaluate and demonstrate their impact within higher education institutions. Their work shows how chaplains can meet institutional demands for accountability while maintaining the unique spiritual and pastoral nature of their work, offering insights into evaluating the distinctive aspects of chaplaincy services.

Performing at your best when it matters most is something a lot of people struggle with. You can prepare for days, even weeks, but the moment you step on stage, walk into an interview, or face a big audience, things shift. Suddenly, what felt solid in practice starts to slip. I’m Dr. Oksana Komarenko. I teach at Ball State University, and I’m also an opera singer. I know what it’s like to face high-pressure moments. During my first major solo recital, my hands started shaking so badly I could barely control them. Everything I had rehearsed felt just out of reach. And I’m not the only one. Research shows that over 77 percent of performers experience the same thing when the pressure is on.

Employers and other decision makers typically use interviews to make their final decision on candidates applying for important positions. The process begins by reviewing resumes, and checking references, before the final and typically most important act, the interview. Within mere minutes, an interviewer can form a strong impression of a candidate. For instance, this may run along the lines of “this person seems confident, articulate, and driven” or “this person does not represent themselves well, and likely won’t be a good fit”. By the end, the interviewer may feel that they truly understand the candidate. But what if that feeling is just an illusion? This is the question tackled by Prof. Jason Dana of Yale University and his colleagues in their research on unstructured interviews. Their findings challenge one of the most common hiring and admissions practices: the belief that sitting down with a candidate and having a free-flowing conversation reveals valuable insight. In reality, their study suggests that unstructured interviews often do more harm than good, leading decision-makers to rely on misleading impressions rather than objective facts.