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NASA Asks Researchers to Help Define Trustworthiness in Autonomous Systems

A Florida Tech-led group of researchers was selected to help NASA solve challenges in aviation through its prestigious University Leadership Initiative (ULI) program. Over the next three years, associate professor of computer science and software engineering Siddhartha Bhattacharyya and professor of aviation human factors Meredith Carroll will work to understand the vital role of trust in autonomy. Their project, “Trustworthy Resilient Autonomous Agents for Safe City Transportation in the Evolving New Decade” (TRANSCEND), aims to establish a common framework for engineers and human operators to determine the trustworthiness of machine-learning-enabled autonomous aviation safety systems. Autonomous systems are those that can perform independent tasks without requiring human control. The autonomy of these systems is expected to be enhanced with intelligence gained from machine learning. As a result, intelligence-based software is expected to be increasingly used in airplanes and drones. It may also be utilized in airports and to manage air traffic in the future. Learning-enabled autonomous technology can also act as contingency management when used in safety applications, proactively addressing potential disruptions and unexpected aviation events. TRANSCEND was one of three projects chosen for the latest ULI awards. The others hail from Embry-Riddle Aeronautical University in Daytona Beach – researching continuously updating, self-diagnostic vehicle health management to enhance the safety and reliability of Advanced Air Mobility vehicles – and University of Colorado Boulder – investigating tools for understanding and leveraging the complex communications environment of collaborative, autonomous airspace systems. Florida Tech’s team includes nine faculty members from five universities: Penn State; North Carolina A&T State University; University of Florida; Stanford University; Santa Fe College. It also involves the companies Collins Aerospace in Cedar Rapids, Iowa and ResilienX of Syracuse, New York. Carroll and Bhattacharyya will also involve students throughout the project. Human operators are an essential component of aviation technology – they monitor independent software systems and associated data and intervene when those systems fail. They may include flight crew members, air traffic controllers, maintenance personnel or safety staff monitoring overall system safety. A challenge in implementing independent software is that engineers and operators have different interpretations of what makes a system “trustworthy,” Carroll and Bhattacharyya explained. Engineers who develop autonomous software measure trustworthiness by the system’s ability to perform as designed. Human operators, however, trust and rely on systems to perform as they expect – they want to feel comfortable relying on a system to make an aeronautical decision in flight, such as how to avoid a traffic conflict or a weather event. Sometimes, that reliance won’t align with design specifications. Equally important, operators also need to trust that the software will alert them when it needs a human to take over. This may happen if the algorithm driving the software encounters a scenario it wasn’t trained for. “We are looking at how we can integrate trust from different communities – from human factors, from formal methods, from autonomy, from AI…” Bhattacharyya said. “How do we convey assumptions for trust, from design time to operation, as the intelligent systems are being deployed, so that we can trust them and know when they’re going to fail, especially those that are learning-enabled, meaning they adapt based on machine learning algorithms?” With Bhattacharyya leading the engineering side and Carroll leading the human factors side, the research group will begin bridging the trust gap by integrating theories, principles, methods, measures, visualizations, explainability and practices from different domains – this will build the TRANSCEND framework. Then, they’ll test the framework using a diverse range of tools, flight simulators and intelligent decision-making to demonstrate trustworthiness in practice. This and other data will help them develop a safety case toolkit of guidelines for development processes, recommendations and suggested safety measures for engineers to reference when designing “trustworthy,” learning-enabled autonomous systems. Ultimately, Bhattacharyya and Carroll hope their toolkit will lay the groundwork for a future learning-enabled autonomous systems certification process. “The goal is to combine all our research capabilities and pull together a unified story that outputs unified products to the industry,” Carroll said. “We want products for the industry to utilize when implementing learning-enabled autonomy for more effective safety management systems.” The researchers also plan to use this toolkit to teach future engineers about the nuances of trust in the products they develop. Once developed, they will hold outreach events, such as lectures and camps, for STEM-minded students in the community. If you're interested in connecting with Meredith Carroll or Siddhartha Bhattacharyya - simply click on the expert's profile or contact  Adam Lowenstein, Director of Media Communications at Florida Institute of Technology at adam@fit.edu to arrange an interview today.

From spacesuits to style icons: University of Delaware fashion grads make their mark on the industry

One of the best measures of a college program is where their alums land after graduation and beyond. In addition to the impressive list of soon-to-be degree holders who have already landed excellent jobs, the University of Delaware's fashion and apparel studies program can boast a roster of alums who now have prominent positions with some of the industry's most iconic companies as well as major retailers. Faculty at UD can talk about the materials that make up the proverbial fabric of their hidden gem of a program on the campus in Newark, Delaware. A quick snapshot of what some of the alums are up to: • Two students who have developed materials for space programs, including one who developed spacesuit textiles for future lunar missions. • A fashion merchandising graduate degree holder who now is a point person for sustainability at Tapestry, the home of iconic brands like Coach and Kate Spade. • High ranking executive at Target Brands. • An alum with a resume that includes Ralph Lauren and now Steve Madden. • Textile assistant with The Kasper Group, whose portfolio includes Nine West, Anne Klein, Kasper, Le Suit and Jones New York. Among this year's graduates is a star field hockey player from Argentina who landed a job at fashion retailer Moda Operandi; an award-winning student who will continue her pursuit of "changing the world" and making the fashion industry more sustainable as a graduate student at UD; and an entrepreneurship minor who paired her experience playing volleyball with design research that resulted in more comfortable apparel for athletes. To speak to one of these past or future graduates, contact mediarelations@udel.edu. Faculty from the program are also available for interviews: Huantian Cao, professor and department chair; Sheng Lu, professor and graduate director; and Brenda Shaffer, associate chair and undergraduate director.

Do We Need to Worry About Safety at the United States' Busiest Airports?

For the second time in two weeks, air traffic controllers directing planes into the Newark, New Jersey, airport briefly lost their radar. The outages have sparked travel chaos, with hundreds of flight delays and cancellations after the FAA slowed air traffic to ensure safety.  The country's aging air traffic control system is in the spotlight. Media, politicians and the public are demanding both solutions for the system and answers on how safe traveling is at the moment. To provide insight, Florida Tech's Margaret Wallace is lending her expert opinion and perspective on the issue. Margaret Wallace is Assistant Professor of Aviation Management at Florida Institute of Technology, where she teaches Air Traffic Control and Airport Management courses. She spent over 15 years in the industry prior to teaching as an Airport Manager (4 years) at Ramstein Air Base in Germany and an Air Traffic Controller (10+ years) in the U.S. Air Force. “The recent communication failure at Newark Liberty International Airport has raised serious concerns about the safety and dependability of air traffic control systems in the United States. On April 28, 2025, the Newark air traffic facilities lost all radio communication with approximately 20 airplanes for up to 90 seconds due to an equipment breakdown. During the outage, pilots and controllers were unable to communicate. Controllers were unable to maintain aircraft separation during crucial flight phases, and pilots were unable to receive air traffic clearances and instructions. Situations like this, as well as aircraft incidents, bring stress and trauma to the controller's mental state. Most people cannot fathom how much mental stress the controller experiences in everyday job settings. Situations with defective equipment, combined with lengthy work hours due to a scarcity of controllers, appear to have taken their toll based on the fact that several controllers have taken leave for mental stress. This situation posed a safety risk to all planes and passengers. Fortunately, there were no incidents, and everyone remained safe. However, this demonstrated some of the flaws in the outdated air traffic system equipment. Sean Duffy, the new Transportation Secretary, has acknowledged the critical need to improve our current technology. While air travel is generally safe, our current administration must continue to prioritize the upgrade of air traffic systems and increasing the staffing in air traffic facilities. To ensure safety, I believe we should consider having airlines restrict the number of flights available and the Air Route Traffic Command Center to introduce delays to avoid overloading the system.” Margaret Wallace If you're interested in connecting with Margaret Wallace about the ongoing issues at airports across the country, let us help. Contact Adam Lowenstein, Director of Media Communications at Florida Institute of Technology, at adam@fit.edu to arrange an interview today.

Experts in the Media: With Kemp bowing out of mid-terms is Georgia staying blue?

Control of the Senate is key for most administrations, and with a razor-thin edge favoring the Republicans, any pickup to keep control of the Senate after the mid-term elections is a priority. However, with a heavy favorite in Gov. Brian Kemp stepping away from the chance to run for the GOP, many are speculating the once traditionally Republican stronghold could stay blue under the Democrats with the re-election of Sen. Jon Ossoff. It's a topic that has political watchers and media trying to cover and figure out as parties get ready to get back on the campaign trail for next year. It's also why journalists and news outlets like Newsweek are connecting with experts like William Hatcher, PhD, for expert opinion and perspective. An award-winning scholar, Hatcher is the chair of the Department of Social Sciences and a professor of political science. His research focuses on the connection between public administration and the development of local communities. Kemp's decision not to challenge Ossoff in the state's 2026 Senate race could be a boon to Democrats' chances of holding the seat in the battleground state, according to recent polls... Kemp's announcement follows months of speculation about whether he would challenge Ossoff, a Democrat first elected in 2020. Polls suggest Kemp would have been the strongest candidate against Ossoff and that other potential Republicans trail the incumbent senator in a hypothetical matchup. "Given that Kemp was perhaps the strongest candidate to face Ossoff, his decision to not run will make it difficult to find another candidate that would be as competitive. However, the election is over a year away, and in politics, a lot can happen in that amount of time," William Hatcher, chair and professor of social sciences at Augusta University, told Newsweek on Tuesday. A poll from the Atlanta Journal-Constitution found that Kemp led Ossoff by 3.3 points (49% to 45.7%), Ossoff led three other prospective challengers. That poll surveyed 1,426 respondents from April 24 to April 27, 2025, and had a margin of error of plus or minus 2.9 percentage points. Hatcher said the state Republicans face a "limited" bench to challenge Ossoff, but whoever prevails will eventually have to defend Trump's "unpopular economic policies that will most likely adversely affect states like Georgia, particularly his recent commentary on leveling tariffs on the film industry – a industry that has a significant presence in Georgia." May 06 - Newsweek The race is obviously already on for the mid-term elections in November of 2026, and if you're a journalist looking to cover Georgia politics, let us help. William Hatcher, PhD, is available to speak with media - simply click on his icon now to arrange an interview today.

#Expert Insight: Decoding Hierarchies in Business: When is Having a Boss a Benefit for an Organization?

Most companies around the world have a leader, whether that title is a President, CEO, or Founder. There’s almost always someone at the very top of a corporate food chain, and from that position down, the company is structured hierarchically, with multiple levels of leadership supervising other employees. It’s a structure with which most people in the working world are familiar, and it dates back as long as one can remember. The word itself—leader—dates back to as far as the 12th Century and is derived from the Old English word “laedere,” or one who leads. But in 2001, a group of software engineers developed the Agile Workflow Methodology, a project development process that puts a priority on egalitarian teamwork and individual independence in searching for solutions. A number of businesses are trying to embrace a flatter internal structure, like the agile workflow. But is it necessarily the best way to develop business processes? That’s the question posed by researchers, including Goizueta Business School’s Özgecan Koçak, associate professor of organization and management, and fellow researchers Daniel A. Levinthal and Phanish Puranam in their recently published paper on organizational hierarchies. “Realistically, we don’t see a lot of non-hierarchical organizations,” says Koçak. “But there is actually a big push to have less hierarchy in organizations.” Part of it is due to the demotivating effects of working in authoritarian workplaces. People don’t necessarily like to have a boss. We place value in being more egalitarian, more participatory. Özgecan Koçak, Associate Professor of Organization & Management “So there is some push to try and design organizations with flatter hierarchies. That is specifically so in the context of knowledge-based work, and especially in the context of discovery and search.” Decoding Organizational Dynamics While the idea of an egalitarian workplace is attractive to many people, Koçak and her colleagues wanted to know if, or when, hierarchies were actually beneficial to the health of organizations. They developed a computational agent-based model, or simulation, to explore the relationships between structures of influence and organizational adaptation. The groups in the simulation mimicked real business team structures and consisted of two types of teams. In the first type, one agent had influence over the beliefs of rest of the team. For the second type, no one individual had any influence over the beliefs of the team. The hierarchical team vs. the flat structured team. “When you do simulations, you want to make sure that your findings are robust to those kinds of things like the scale of the group, or the how fast the agents are learning and so forth,” says Koçak. What’s innovative about this particular simulation is that all the agents are learning from their environment. They are learning through trial and error. They are trying out different alternatives and finding out their value. Özgecan Koçak Koçak is very clear that the hierarchies in the simulation are not exactly like hierarchies in a business organization. Every agent was purposefully made to be the same without any difference in wisdom or knowledge. “It’s really nothing like the kinds of hierarchies you would see in organizations where there is somebody who has a corner office, or somebody who is has a management title, or somebody’s making more than the others. In the simulation, it’s nothing to do with those distributional aspects or control, and nobody has the ability to control what others do in (the simulation). All control comes through influence of beliefs.” Speed vs. Optimal Solutions What they found in the simulation was that while both teams solved the same problems presented to them, they achieved different results at different speeds. We find that hierarchical teams don’t necessarily find the best solution, but they find the good enough solution in the shorter term. So if you are looking at the really long term, crowds do better. The crowds where individuals are all learning separately, they find the best solution in the long run, even though they are not learning from each other. Özgecan Koçak Özgecan Koçak (pronounced as ohz-gay-john ko-chuck) is associate professor of Organization & Management at Emory University’s Goizueta Business School. She holds a Ph.D. in organizational behavior from the Graduate School of Business at Stanford University. For example, teams of scientists looking for cures or innovative treatments for diseases work best with a flat structure. Each individual works on their own timeline, with their own search methodologies. The team only comes together for status updates or to discuss their projects without necessarily getting influence or direction from colleagues. The long-term success of the result is more important in some cases than the speed at which they arrive to their conclusion. That won’t work for an organization that answers to a board of directors or shareholders. Such parties want to see rapid results that will quickly impact the bottom line of the company. This is why the agile methodology is not beneficial to large-scale corporations. Koçak says, “When you try to think about an entire organization, not just teams, it gets more complicated. If you have many people in an organization, you can’t have everybody just be on the same team. And then you have to worry about how to coordinate the efforts of multiple teams. That’s the big question for scaling up agile. We know that the agile methodology works pretty well at the team level. However, when firms try to scale it up applied to the entire organization, then you have more coordination problems. Özgecan Koçak “You need some way to coordinate the efforts with multiple teams.” The Catch: Compensation Makes a Difference The simulation did not take into account one of the biggest parts of a corporate hierarchical structure—incentives and reward. The teams in the simulation received no monetary compensation for their leadership or influence. That is not something that happens in real life. Koçak says, “If you built up an organization with just influence, you just say we’re not going to have any authority, and we’re not going to give anybody the right to control anybody else’s actions. If we’re not going to be rewarding anyone more than the other, there’s not going to be any marks of status, etc. We’re just going to have some people influence others more. I would guess that would automatically lead to a prestige hierarchy right away. The person with more influence, you would start respecting more.” It’s almost like we’re incapable of working in a flat society, because somebody always wants to be or naturally becomes a leader and an influencer whether they planned on it or not. Özgecan Koçak The paper concludes that both methodologies, with either hierarchical and flat organization of teams, reach their goals. They just arrive at different times with different end results. If an organization has the luxury of time and money, a flat, agile methodology organization might be the right structure for that company. However, even agile workflow needs some coordination, according to Koçak. “There are also some search tasks that require coordination. You can’t always be searching on your own independently of others. There are some situations in which search needs to be done in a coordinated fashion by more than one person in teams. That’s because many of the knowledge-based settings where we do discovery require some division of labor, some specialization by expertise.” Communication is Key The key to any successful workflow, whether it be agile or hierarchical, is coordination and communication. Looking back to the example of scientific researchers, Koçak said, “You have scientific teams working independently of one another without a common boss dictating what they do research on or how they do it. Instead, they explore and experiment on their own. They write up their results, share their results, and learn from each other, because they are in the long-term game. The goal is to find the truth, however long it takes. “But when you look closely at a scientific team where everybody’s exploring, there is still some need for coordination. A lot of that happens through communication, and a lot of times projects will have a lead. Not necessarily somebody who knows better than the others, but somebody who’s going to help with coordination.” The leaner, flatter organizational structures in businesses might be gaining popularity. This simulation done by Koçak and colleagues, however, shows that it isn’t a perfect fit for every company, Further, some form of hierarchical workflow is necessary to maintain communication and coordination. Hierarchical structures don’t always find the best solution to a problem, but it’s almost always a good solution in a timelier fashion. Looking to know more?  Özgecan Koçak is associate professor of Organization & Management at Emory University’s Goizueta Business School. She is available to speak with media about this topic - simply click on her icon now to arrange an interview today.

MEDIA RELEASE: CAA Manitoba partners with the RCMP and the Government of Manitoba to remind drivers to slow down and move over on the road

Today, on CAA’s National Slow Down, Move Over Day, the Government of Manitoba, the RCMP and CAA representatives came together at the Manitoba Legislature to remind motorists about the importance of Manitoba’s Slow Down, Move Over law (SDMO), a life-saving law designed to protect emergency responders and roadside workers. “We are pleased that the Manitoba government has proclaimed May 13th as Slow Down Move Over Day to help bring awareness to the laws designed to protect emergency responders, tow operators, and highway workers who are stopped on the side of the road to save lives on Manitoba roadways,” said Ewald Friesen, manager of government relations for CAA Manitoba. Minister of Transportation and Infrastructure Lisa Naylor stated, “Every day, workers risk their lives to keep our roads safe and we are asking Manitoba drivers to take one simple, life-saving action: slow down and move over.” The timing is especially important as Canada Road Safety Week begins on May 13, shining a broader spotlight on making Canadian roads safer for all. CAA has been the leading advocate in Canada to ensure that 'Slow Down, Move Over' laws include tow trucks, along with police, ambulance and fire. "Most drivers tend to slow down and move over for police cars, ambulances, and fire trucks, but this is lower for tow trucks. It's important to always remember that for many, the side of the road is someone's workplace, and everyone deserves a safe place to work. Slow Down, Move Over laws protect our roadside rescuers, and the stranded drivers we serve every day,” reinforced Friesen. CAA’s research shows that Manitobans care deeply about the safety of emergency vehicles, drivers and stranded motorists. Data also shows that 8 in ten CAA Members have heard of the Slow Down, Move Over law, and 99 per cent support it. Just over half, however, know the definition of the law, underscoring that there is still important work to do to help drivers understand exactly what the law requires a driver to do. Over 1/3 of members are not aware of specific penalties, though they do know a penalty exists and 4 in ten Manitobans aged 65 and above are unaware of any penalties. Sergeant Mark Hume, Unit Commander, North West Traffic Services, Manitoba RCMP highlighted, “Violators can be charged under Section 109.1(2) of the Highway Traffic Act ($298 fine) at a minimum. Aggravated circumstances can result in more severe charges.” The consequences of neglecting these laws can be tragic, not only for roadside workers but also for drivers and passengers. The hope is that this initiative will help remind drivers of the importance of safe driving behaviours and encourage everyone to do their part to keep Manitoba’s roads and highways safe. “Through education and awareness of ‘Slow Down, Move Over’ laws, we wish to support drivers in their crucial role in preventing incidents and fostering a culture of care and safety on Manitoba's highways,” continued Friesen. If you see an emergency vehicle or tow operator up ahead, reduce your speed and move to an open lane if it is safe to do so. If the posted speed limit is less than 80 km/h you are required to slow down to 40 km/h. If the posted speed limit is 80 km/h or higher you are required to slow down to 60 km/h. For more information about the Slow Down, Move Over law, visit: https://www.caamanitoba.com/advocacy/government-relations/slow-down The online survey was conducted by via an online quantitative survey with 916 CAA Members in Manitoba between February 3 and February 11, 2025. Based on the sample size of n=916 and with a confidence level of 95%, the margin of error for this research is +/- 3.24%.) 

The Hidden Power of Invisible Experts

In a fast-moving landscape shaped by AI, hybrid work, and constant information shifts, organizations can’t afford to overlook their own expertise. Yet many still do — because the most valuable voices are often hiding in plain sight. We call them "invisible experts". These aren’t just the well-known thought leaders or executives quoted in media. They’re the researchers, engineers, clinicians, analysts, and project leads quietly shaping strategy, driving innovation, and influencing outcomes every day. They have deep knowledge, practical insight, and the credibility to build trust — but they’re often left out of the spotlight. And that’s a problem. --- The Expertise Gap Many organizations, both corporate and institutional struggle to define what makes someone an “expert”. Without a clear framework, expertise is often equated with job title, seniority, or public visibility. But in reality, expertise is multidimensional. It includes formal education, yes — but also lived experience, community influence, original research, and the ability to explain complex ideas clearly. If your organization wants to stay competitive, earn media attention, attract speaking engagements, partnerships, or influence your industry, you need a deeper bench of visible expertise. And it starts by identifying who your real experts are — not just the obvious ones. --- 7 Dimensions of Expertise Here are seven ways to think about expertise beyond the traditional credentials: Authority – Known as a go-to source in their domain. Advocate – Actively supports and elevates their professional community. Educator – Shares knowledge through teaching, speaking, or mentoring. Author – Publishes original insights or thought leadership content. Researcher – Contributes new data, analysis, or findings in their field. Practitioner – Applies knowledge in real-world contexts daily. Graduate – Has academic or technical training in a focus area. Not every expert is made for the stage or the media spotlight — and that’s okay. Some are best behind the scenes, helping create compelling content, briefing spokespeople, or surfacing insights from the field. Your job is to recognize the different ways people can contribute and make that part of your strategy. --- Visibility ≠ Seniority In the era of LinkedIn, personal branding, and AI-powered content, professional visibility is no longer tied to hierarchy. A mid-career professional, with a sharp take on current events might be more discoverable — and more in demand — than a long-tenured exec with little digital presence. That’s why organizations need to shift from thinking about expertise as a ladder, to thinking of it as an ecosystem. Not every expert wants to build a personal brand, but many are ready to contribute — if they’re supported and recognized. Here’s the truth: If you don’t tell your story, someone else will. And if you don’t help your experts show up in the right places — search engines, newsrooms, speaker directories, donor meetings — opportunities will go elsewhere. --- Give Your Experts a Digital Home Even after you've identified your internal experts, the next question is: Where do they live online? Too many organizations treat expert content like an afterthought — scattered across bio pages, outdated PDFs, or buried in press releases. To unlock the real value of your expertise, you need to give it a proper home. That means: Expert Profiles that showcase credentials, insights, and media-friendly info Expert Posts that surface their latest research, commentary, and thought leadership Searchable Directories that help media, partners, and the public find the right voice fast Inquiry Management tools that streamline incoming requests and drive results A centralized platform makes it easier for both internal teams and external audiences to discover, engage, and activate your expertise — whether it’s for media interviews, event invitations, donor conversations, or strategic partnerships. Without it, you're leaving visibility and value on the table. --- Is Your Organization Ready? Expertise is one of your most valuable and underutilized assets — but turning it into impact requires more than a list of names. You need to take stock of your internal bench strength, identify the experts who are ready to lead, and invest in the systems that make their voices heard. Start by asking: Who in our organization has untapped insight? Who’s already engaging audiences but flying under the radar? What tools, platforms, and support can we provide to amplify them? Recognizing your invisible experts is just the first step. Giving them a digital home and helping them engage with the right audiences — that’s how you turn knowledge into opportunity. Learn more about how ExpertFile helps organization's shine the light in these Invisible Experts.

Expert Q& A: ‘The Pope is also a monarch’

Kathleen Comerford, Ph.D., professor of history at Georgia Southern University, specializes in Catholic history in the 16th and 17th centuries. She is also an associate editor for the Journal of Jesuit Studies, which focuses on the work of the Society of Jesus (Jesuits), a religious order within the Catholic Church. Pope Francis was the church’s first Jesuit pope. With the global significance and rarity of the conclave, Comerford answered frequently asked questions about how the conclave works, how the conclave process has evolved over time, and what the passing of a pope means for the Catholic Church and the world. Question: What does the passing of a pope mean for the world? Comerford: Multiple things! First of all, there are 1.4 billion Catholics in the world scattered in many different countries. The pope is a unifying figure for all of the Catholics. He represents something immediate in the sense that he’s the head of the church and is a recognizable figure. The pope is also a monarch. I was just talking with my classes about this. He is the head of the government of the Vatican City State, which is the smallest independent state in the world. It has a very long history itself. Pretty much everybody who lives in Vatican City works for the Vatican. The pope is one of the few elected monarchs in history. He is responsible for financial and political decisions, and he has ambassadors around the world as a result of his role in global policy. Question: How is a new pope selected? Comerford: The College of Cardinals will meet for an election called a conclave, and they actually stay in a dormitory-like place in Vatican City for it. They are sequestered from the public, and they take some time to meet, pray and vote. The cardinals aren’t supposed to be sitting around talking about who would be a really good pope, but we don’t know whether they do because they’re sequestered and nobody is supposed to talk about it. They will likely take a vote on the first day, but that’s not required. Every subsequent day, they can take a maximum of four votes; two in the morning and two in the afternoon until a candidate gets a two-thirds majority. Question: What does the voting look like? Comerford: There are ballots, and the cardinals write their preferred candidate on the ballot, and then they put their vote in a chalice. To count the votes, there’s a group of three people who are in charge of counting and then announcing the results to the fellow cardinals. There are 252 cardinals, but only 135 of them are eligible to vote because anyone over the age of 80 is ineligible. The procedure where only cardinals can elect the pope dates from 1059. The secret ballot and the two-thirds majority requirement is from 1621. The sequestration for the process dates from 1271 because they argued about who the new pope would be for two years and nine months; a total of 33 months. And so, they decided that the only way to make sure that this didn’t happen again would be to create this scenario with the cardinals locked in a room with a key. Question: When one of the candidates receives a two-thirds majority and becomes the next pope, how will it be announced? Comerford: Well, this is kind of fun, because they have four votes every day until one of the candidates receives a two-thirds majority. After they take the votes, the papers used to vote are burned. How the news is shared to the crowds outside is based on the color of smoke. If the smoke is black, that means no one received the majority and there’s no new pope yet. If there’s white smoke, it means there’s a new pope. This practice really only dates to the early 19th century. At first, it was just if there was smoke, there was no pope; if there was no smoke, then there was a pope. In 1914, they changed this aspect of the election so that black smoke means “no pope” and white smoke means “new pope.” Question: It’s expected that the next pope will be one of the cardinals in the room when they vote, yes? Comerford: Yes, but it doesn’t have to be. There have been a lot of popes, but in the last 200-300 years, there hasn’t been somebody who wasn’t in the conclave that was elected. Theoretically, they could nominate somebody who’s not a cardinal and the whole room could say, “yes, that’s the person we want as pope.” However, they don’t vote by acclamation anymore. They stopped doing that in the 19th century. Question: Pope Francis appointed 108 of the cardinals, so that’s a total of 80% of those eligible to vote for the next pope. How likely is it that we see a pope similar to the late Francis, considering he provided the electorate for his successor? Comerford: First of all, he deliberately went out and created cardinals in places where there had never been cardinals before. And he didn’t do that by saying, “I’m going to find somebody who’s like-minded to me.” He just said, “There are a lot of Catholics in Myanmar and they’ve never had a cardinal. So I’m going to make sure that there’s a cardinal now.” Most of these new cardinals are in places like Rwanda, Cape Verde, Tonga, Myanmar, Mongolia and so on. So these are non-European cardinals. Now, less than 40% of the voting cardinals are European. So to speculate on how similar they are to Francis, you have to break down what Francis was. There has been his entire pontificate about how he’s the first American pope, but his parents were born in Italy. He didn’t grow up speaking Italian, but it was a dialect of Italian as well as Spanish, because he grew up in Argentina. He was the most European you can get and still be an American. Another part of the question is, will the new pope be somebody who is of a similar mind to Francis in terms of his governance, which was very devolved. He introduced this idea of “synodality,” which is about fairly consistent communication with groups of people. Pope Francis was not particularly monarchical or hierarchical. There is also the aspect of his thinking that leans more to the left than the right on a number of social issues like immigration, women’s rights, the rights of minorities and immigration. He opened a lot of conversations, which the very right leaning portions of the church have been very uncomfortable with. If you're interested in learning more about this topic and want to book time to talk or interview with Kathleen Comerford then let us help - simply contact Georgia Southern's Director of Communications Jennifer Wise at jwise@georgiasouthern.edu to arrange an interview today.