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Power Shift: How CMU Is Leading America’s Energy Evolution

Carnegie Mellon University, long known for its prowess in computer science and engineering, is now emerging as a key innovator within America’s energy landscape. As AI models grow more powerful, so too does their appetite for energy, straining an aging and outdated grid and prompting urgent questions about infrastructure, security and access. From reimagining AI data centers to modernizing and securing the electric grid, CMU researchers are working on practical solutions to pressing challenges in how the U.S. produces, moves and secures energy. Learn what CMU experts have to say about their Work That Matters.

ExpertSpotlight: Measurement-Based Care

Measurement-Based Care (MBC) is rapidly becoming a core standard of excellence for evidence-based, behavioral health services. Organizations across North America are adopting MBC to improve outcomes, demonstrate accountability in their services, and drive care quality. This shift is being reinforced by leading accrediting bodies, with CARF now embedding MBC into its requirements. As one of the most influential accreditors, CARF’s emphasis signals the growing importance of MBC in delivering evidence-based care and measurable clinical impact. On May 15, Greenspace brought together a panel of experts including Michael Johnson, Senior Managing Director of Behavioral Health at CARF, to explore the evolving role of Measurement-Based Care in accreditation and clinical practice. View the webinar below: Michael Johnson is the CARF International Senior Managing Director of Behavioral Health. If you are looking to know more or connect with Michael, view his profile below to arrange an interview today.

Expert Insights: Navigating Tariffs in a Time of Global Disruption

As global headlines swirl with shifting tariff regulations, U.S. businesses are navigating uncertain waters. With new trade actions impacting industries from automotive to renewable energy, the ripple effects are being felt across supply chains, labor markets, and even insurance models. In this conversation, J.S. Held experts Peter Davis, Timothy Gillihan, Andrea Korney, and Robert Strahle unpack how tariffs are shaping decision-making across industries and where organizations can spot opportunities amid the volatility. Highlights: • Industries most likely to experience tariff impacts • Potential disruptions in manufacturing processes • Supply chain and quality concerns • Expected changes coming in the insurance, reinsurance, and construction markets • The importance of strategic tariff engineering • Guidance for dealing with uncertainty and a rapidly changing business environment Looking to connect with Peter Davis and Andrea Korney? Click on their profile cards to arrange an interview or get deeper insights. For any other media inquiries - contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com

What X chief executive's sudden exit means for the future of the social media giant

A sudden CEO departure almost always causes shockwaves. But the unexpected July 9 exit of X chief executive Linda Yaccarino after just two years – especially without a meaningful explanation – suggests instability or deeper dysfunction, says Lawrence Cunningham, director of the University of Delaware's Weinberg Center for Corporate Governance. Cunningham said the immediate questions are what was the succession plan, and is it now being executed? "Or was there no plan, which itself is a governance failure? Boards have a duty to prepare for transitions, especially in volatile environments. If succession planning was absent or inadequate, more departures may follow," he said. Cunningham can discuss the following topics in regards to Yaccarino's departure: • What a short CEO tenure signals about board oversight and strategic misalignment. • The role of succession planning – and what it means if none was in place. • Why reputational risk and cultural tone at the top matter in retaining leadership. • How boards should respond to external controversies affecting company values. To connect with Cunningham directly and arrange an interview, visit his profile and click on the "contact" button," or send an email to MediaRelations@udel.edu.

Aston University-led report exposes persistent barriers for Black professionals in the UK television industry

L to R: Professor Helen Wood, Annika Allen and Nadia Afiari (Image: Simon Roberts Photography) Aston University’s Professor Helen Wood led the research for Black Leaders in TV, a company championing Black TV professionals Black in Focus is the first report of its kind and highlights the prevalence, with 92% of respondents reporting prejudicial or discriminatory experiences Recommendations for improvements include mid-career support, changing how Black stories are commissioned and tackling racism and bullying. Black television professionals in the UK’s television industry continue to face persistent barriers to career progression, with progress towards equity and inclusion very slow, according to new research led by Aston University academics. The report, Black in Focus, was produced in partnership with Black Leaders in TV, a company set up to champion Black professionals in the UK television and content creation industry, committed to bridging the representation gap and creating a more inclusive and innovative industry. The research group was led by Professor Helen Wood, a professor of media and cultural studies at Aston University. It also included Aston University’s Dr Killian Mullen and Dr Priya Sharma, alongside Dr Jack Newsinger, associate professor in cultural industries and media at the University of Nottingham. The researchers surveyed 164 Black mid-career television professionals to learn about their experiences. While entry-level diversity efforts have sparked positive change, the researchers say that respondents generally see this as performative, with little genuine progress at mid and senior levels. Of those surveyed, 92% reported experienced microaggressions at work, defined as subtle, often unintentional, comments or actions that express prejudice or discrimination towards them, such as being mistaken for a taxi driver or colleagues continually mispronouncing a name. 80% stated that their careers in television have negatively impacted wellbeing. Almost three-quarters (74%) of respondents said they had been ignored or excluded at work One of the biggest problems highlighted is a persistent ‘club’ culture with career progression often based on informal networks and hires. 91% of the survey respondents reported having no friends or family in the industry, blocking wider access and opportunity. Many Black television professionals still report being labelled as ‘diversity hires’, which negatively impacts their confidence and feeling of belonging in the industry. Black-Caribbean respondents and those from working-class backgrounds report heightened feelings of exclusion. Another major problem found by the report is in programme commissioning, with Black stories often viewed as commercially risky, leading to missed opportunities for richer, more authentic storytelling. The recommendations for improvement are grouped into four categories - breaking the mid-career bottleneck, commission, diversity initiatives, and racism, bullying and inclusion failures. To help with career bottlenecks, the authors’ suggestions include developing a national fellowship scheme to offer structured leadership training, shadowing, and commissioning exposure for Black professionals, setting up a centralised database for Black talent and supporting Black creatives though industry showcases. The television industry could tackle the problems with commissioning for example by incentivising Black-led narratives and requiring commissioning teams to complete anti-bias training. Diversity initiatives should move away from entry-level programmes towards structural change. This includes moving away from informal, network-based recruitment to structured, clear processes, and formalising promotion pathways. The television industry can tackle racism and bullying through zero-tolerance harassment policies, independent reporting mechanisms and sanctions, inclusive leadership training and developing mental health resources specifically tailored to Black professionals. Professor Wood said: “We can hear the voices of frustration in this survey and the data is clear about the problems. It’s time for the industry to use this evidence to take the next steps to deliver real, systemic change.” Black Leaders in TV founders Nadia Afiari and Annika Allen Gray said: “The findings make clear that, for UK television to truly reflect its diverse audiences and unlock creative innovation, the industry must move beyond surface-level diversity efforts. There needs to be support in place for Black professionals, greater transparency in recruitment and progression, and a fundamental shift towards inclusive, equitable workplace cultures.” Visit https://www.aston.ac.uk/sites/default/files/2025-07/Black_in_Focus_report.pdf to read Black in Focus in full.

Taming “The Bear”: Villanova Professor Examines Workplace Toxicity in FX’s Acclaimed Series

In the latest season of FX’s award-winning series “The Bear,” lead character and chef Carmen “Carmy” Berzatto finds himself at a crossroads. A culinary genius, Carmy has successfully overseen the reinvention of his family’s Italian beef shop as a high-end restaurant—shepherding a dedicated, if unpolished, crew of sandwich makers into a world of haute cuisine, fine wine and elevated service. However, over the course of this transition, his exacting standards have contributed to a culture of anxiety, dysfunction and resentment in the workplace. Despite staff members’ professional and personal growth, tempers still flare like burners on a range, with Carmy’s obsessive attention to detail and single-minded pursuit of perfection spurring conflict. By season’s end, grappling with the fallout from a mixed review seemingly influenced by the back-of-house “chaos,” the chef is forced to confront a complicated and thorny question: Am I getting in the way of my own restaurant’s success? Carmy’s dilemma, while fictional, reflects the very real challenges many modern businesses face when excellence is prioritized at the expense of psychological safety and workplace harmony. Per Manuela Priesemuth, PhD, who researches toxic work climates, aggression on the job and organizational fairness, the warning signs are all too frequently overlooked in high-pressure environments like restaurants. “Some high-stakes industries have a characteristic of having toxic behavior more accepted,” says Dr. Priesemuth. “When it’s more accepted or normed, it’s a real problem.” As she explains, workers in the food service industry, much like medical professionals in an operating room or military personnel in a combat zone, have a tendency to view measured communication and thoughtful interaction as a luxury or even, in some cases, a hindrance. Essentially, there’s a common misconception that working with an edge—yelling orders, avoiding dialogue and berating “underperformers”—gets the job done. “In all of these high-stakes environments where it’s thought there’s leeway to talk negatively or disparagingly, people are mistaken in the productivity result,” Dr. Priesemuth says. “It actually changes for the better in positive climates, because people who are treated with dignity and respect are better performers than those who are mistreated.” To Dr. Priesemuth’s point, research increasingly shows that workplace culture, not just talent or technical ability, is an essential driver of organizational success. In an environment like Carmy’s kitchen, where pride and passion often give way to personal attacks and shouting matches, the on-the-job dynamic can effectively undermine productivity. What may begin as an intended push for excellence can instead result in burnout, high turnover and weakened trust—outcomes that are especially problematic in collaborative, fast-paced industries like hospitality. “There’s even evidence that abusive behavior in restaurant settings can lead to food loss,” shares Dr. Priesemuth. “So, there is a sort of retaliation from the employees who are going through this experience, whether it’s measured [in profit margins] or impact on the customer.” In order to prevent these less-than-ideal outcomes, businesses should take steps proactively, says Dr. Priesemuth. More specifically, they should clearly articulate their values and expectations, considerately engage with their staff’s opinions and concerns and consistently invest in their employees’ growth and development. In the world of “The Bear,” a few of Carmy’s managerial decisions in the second season could be seen as moves in the right direction. At that juncture, he was leveraging his industry connections to provide his restaurant’s staff with the tools and training necessary to thrive in Chicago’s fine dining scene, building skills, confidence and goodwill. “If you give people voice—such as input on the menu, for example, or more autonomy in completing a certain task—it boosts morale,” says Dr. Priesemuth. “It helps people feel that they have input and that they are valued members of the team; it’s this sort of collaborative, positive relationship that increases commitment and performance.” Establishing this type of work culture, grounded in open communication, mutual respect and a shared sense of mission, takes concerted effort and constant maintenance. In situations in which toxicity has already become an issue, as it has in Carmy’s kitchen, the task becomes decidedly more difficult. Typically, it demands a long-term commitment to organizational change at the business’ highest levels. “Adjusting the tone at the top really matters,” says Dr. Priesemuth. “So, if the owner were to treat their chefs and waiters with the dignity and respect that they deserve as workers, that also trickles down to, for example, the customer.” A leader’s influence on workplace morale, she contends, is nuanced and far-reaching. When those in charge model a lack of empathy or emotional distance, for instance, a sort of toxicity can take root. Likewise, when they repeatedly show anger, animosity or frustration, those same feelings and attitudes can have an ingrained effect—regardless of a staff’s talent or ability. Given the outsized role owners, supervisors and managers play in shaping organizational culture, Dr. Priesemuth further notes, “Leaders must also feel that they’re being supported. You can’t have someone who’s exhausted, works 80 hours a week and has relationship and money issues and expect them to say, ‘What are your problems? What do you need?’” In many ways, her insights speak directly to the struggles Carmy faces and prompts throughout “The Bear’s” run. At every turn, he’s dogged by family and relationship troubles, mounting financial pressures and unresolved trauma from a past role. Ultimately, as would happen in real life, his difficulty in healthily processing and addressing these issues doesn’t just harm him; it affects his staff, manifesting itself as a need for control and a crusade for perfection. “There are spillover effects from your own personal life into your job role. In the management field, that has become increasingly clear,” says Dr. Priesemuth. “Whatever you’re going through, whether it’s from an old job or something personal, it will automatically spill over into your current work life and your interactions. And, vice versa, what’s happening to you at work will [impact you off the clock].” In dramatic fashion, the fourth season of “The Bear” concludes with Carmy acknowledging as much. Determining that there are other aspects of his life desperately in need of attention, he surrenders the reins of his business to chef de cuisine Sydney “Syd” Adamu and maître d’hôtel Richard “Richie” Jerimovich, appointing them part-owners. While the soundness of this decision remains a subject for the show’s next season, Carmy justifies the move with a blunt admission: “It’s the best thing for the restaurant. We have to put the restaurant first… I don’t have anything to pull from.” In the end, in both “The Bear” and management studies, there’s an understanding that building healthy and productive work environments requires active engagement and positive reinforcement on the part of leadership. In a sense, creating a strong work culture is shown to be a lot like preparing a phenomenal meal; it’s a matter of attentiveness, patience and care. Without those ingredients, the result could very well be a recipe for disaster.

ChristianaCare and Children’s Hospital of Philadelphia Agree to Join Forces, Expand Access to World-Class Pediatric Care in Delaware

ChristianaCare and Children’s Hospital of Philadelphia (CHOP) today announce a new strategic affiliation to expand access to world-class pediatric care in Delaware and surrounding communities. The collaboration, which is expected to begin in spring 2026, will enhance access to specialized pediatric care by bringing CHOP’s renowned expertise closer to home for families in the communities ChristianaCare serves in Delaware, Maryland, Pennsylvania and New Jersey. By integrating CHOP’s services with ChristianaCare’s established network, the collaboration will improve care delivery, making advanced pediatric treatments more accessible and reducing the need for families to travel long distances for care. A Bold Step Forward in Pediatric Care “This collaboration brings together two amazing organizations that are already nationally recognized for clinical excellence—and we’re going to be even better together,” said Janice E. Nevin, M.D., MPH, president and CEO of ChristianaCare. “Our affiliation with CHOP marks a bold step forward in our mission to provide the highest quality care to children and families across the communities we serve. These are uncertain times for many parents with young children in need of routine or complex medical care. ChristianaCare and CHOP are joining forces to provide world-class care, close to home, at a time when it’s needed most.” “Bringing seamless, family-centered care to our patients is a priority at Children’s Hospital of Philadelphia,” said Madeline Bell, CEO at Children’s Hospital of Philadelphia. “As one of the region’s most dynamic health systems, ChristianaCare has earned a national reputation for its bold approaches to both clinical care and innovation. Our new affiliation is driven by a shared vision: redefining what is possible in health care and ensuring that every patient — at every stage of life — receives the highest standards of care, from infancy through adulthood.” “Our team at ChristianaCare is excited to work closely with Children’s Hospital of Philadelphia to bring even more specialized care to our community,” said Megan Mickley, M.D., chair of Pediatrics at ChristianaCare. “CHOP’s leadership in pediatric medicine will complement the outstanding care already provided at ChristianaCare, ensuring that our youngest patients receive the most advanced treatments in a compassionate and supportive environment.” Initial Focus and Future Growth This affiliation between ChristianaCare and CHOP represents a significant increase in access to world-class pediatric care for communities in Delaware, Maryland, southeast Pennsylvania and southern New Jersey. CHOP, a global leader in pediatric care and research for over 165 years, is consistently ranked among the top children’s hospitals in the country, known for pioneering breakthroughs across a breadth of pediatric care areas. The affiliation will include all ChristianaCare hospitals and locations where pediatric emergency and inpatients are cared for. The collaboration will initially focus on pediatric and neonatal services. Patients at ChristianaCare will have access to CHOP’s expertise in rare and complex diseases and a wide range of newborn and pediatric services, including surgery, cardiology, neurology, radiology, ophthalmology and genetics, as well as educational and research opportunities. As the collaboration grows, it will explore further opportunities to expand pediatric care and improve health care delivery in the region.

James Sample Shares Legal Expertise as ABC News Contributor

Hofstra Law Professor James Sample recently added ABC News Contributor to his title of professional accomplishments. In the past year, the media has consistently relied on Professor Sample for his engaging and in-depth analysis on various legal topics. He made his debut as an ABC News Contributor by discussing several major Supreme Court rulings, including limiting judges’ power to block the Trump Administration’s policies on birthright citizenship procedures.