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The next threat to election meddling? Brain Hacking

Almost 15 percent of Americans have reported changing their opinion on political or social issues because of a social media post, according to a recent Pew Research Center survey. “What if, immediately before spreading polarizing social media posts, our adversaries flashed subliminal images known to induce a type of anxiety called state anxiety? Evidence suggests people would perceive those posts in a more emotional way. Those images could, in turn, influence their voting behavior,” said Dr. Jay Heslen, an expert in intelligence and cybersecurity policy and assistant professor of political science with a joint appointment in the Katherine Reese Pamplin College of Arts, Humanities, and Social Sciences and the School of Computer and Cyber Sciences at Augusta University. “Successfully manipulating the cognition of a few thousand people in order to influence their perception of events could be enough to change the result of an election.” Heslen’s current research project focuses on whether exposure to certain visuals or sounds, including subliminal prompts, can induce a negative emotional arousal on people. He’s interested in learning whether that emotional state, called state anxiety,  can then influence behavior in a specific, predefined way – a concept he calls neurocognitive hacking. Although research using subliminal prompts is not new and has had mixed results, Heslen’s approach is novel. He uses a specific kind of visuals previously shown to trigger people’s unconscious discriminatory behaviors toward outsiders. “Neurocognitive hacking could potentially be used as a weapon in cyberwarfare,” said Heslen, who worked as an intelligence officer with the Defense Intelligence Agency and the United States Air Force for more than 20 years, specializing in combatting terrorism, counterintelligence and strategic cyber intelligence. “We need to study these capabilities not only for our own understanding but to create sound policies and countermeasures to defend ourselves against others who may use them on us.” With 68 percent of Americans on Facebook and 73 percent on YouTube, according to another Pew Research Center survey, neurocognitive hacking could be a national security problem, Heslen said. “As we advance our understanding of the brain and its processes, including how to manipulate it, we will need to provide neurocognitive cybersecurity to people who use information and communication technologies,” Heslen said. “This will be especially true as we spend more time in virtual worlds.” Heslen is available to discuss: ·       How neurocognitive hacking can influence people’s behavior ·       Why neurocognitive hacking is a powerful weapon of cyberwar ·       What kinds of policies should the government create to protect itself and its citizens from neurocognitive hacking Heslen is a Lieutenant Colonel in the United States Air Force Reserve and has served in military operations on four continents to include humanitarian relief operations in Mozambique and South Africa as well as an operational tour in Afghanistan. In his capacity as a reservist, he is currently assigned to the National Intelligence University pursuing an advanced degree in strategic intelligence. Contact us to schedule an interview with Dr. Heslen or learn more about his expertise.

Out of Office: New Baylor Management Study Examines Relationship Between Stress and Remote Work

Researchers say people with high emotional stability and autonomy are best suited for remote-work opportunities Many U.S. employees believe working from home – or at least away from the office – can bring freedom and stress-free job satisfaction. A new Baylor University study says, “Not so fast.” The study, published recently in the European Journal of Work and Organizational Psychology, examines the impact of remote work on employee well-being and offers several strategies to help managers provide remote-work opportunities that are valuable to the employee and the company. “Any organization, regardless of the extent to which people work remotely, needs to consider well-being of their employees as they implement more flexible working practices,” the researchers wrote. A total of 403 working adults were surveyed for the two studies that made up the research, said lead author Sara Perry, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business. The research team measured each employee’s autonomy (the level of a worker’s independence), strain (defined in this study as exhaustion, disengagement and dissatisfaction) and emotional stability. Emotional stability, Perry explained, “captures how even keeled someone is or, on the opposite end, how malleable their emotions are. An example would be if something stressful happens at work, a person who is high on emotional stability would take it in stride, remain positive and figure out how to address it. A person low on emotional stability might get frustrated and discouraged, expending energy with those emotions instead of on the issue at hand.” The research found that: • Autonomy is critical to protecting remote employees’ well-being and helping them avoid strain. • Employees reporting high levels of autonomy and emotional stability appear to be the most able to thrive in remote-work positions. • Employees reporting high levels of job autonomy with lower levels of emotional stability appear to be more susceptible to strain. Perry said the study contradicts past research that says autonomy is a universal need that everyone possesses. Per this research, those who are lower in emotional stability may not need or want as much autonomy in their work. “This lower need for autonomy may explain why less emotionally stable employees don’t do as well when working remotely, even when they have autonomy,” researchers wrote. In addition to their findings, the researchers offered several recommendations for managers who design or oversee remote-work arrangements. The research team advised managers to consider their employees’ behavior when deciding who will work remotely. “I would suggest managers look at employee behaviors, rather than for personality traits, per se,” Perry said. “For example, if someone does not handle stress well in the office, they are not likely to handle it well at home either. If someone gets overwhelmed easily, or reacts in big ways to requests or issues in the office, they are likely less well positioned to work remotely and handle that responsibility and stress.” Based on this study, individuals with high emotional stability and high levels of autonomy are better suited for remote work, but such candidates might not always be available. “If less emotionally stable individuals must work remotely, managers should take care to provide more resources, other than autonomy, including support to help foster strong relationships with coworkers and avoid strain,” they wrote. Managers might also consider providing proper training and equipment for remote work, including proper separation of work and family spaces, clear procedural and performance expectations and regular contact (virtual or face-to-face) with coworkers and managers. ABOUT THE STUDY “Stress in Remote Work: Two Studies Testing The Demand-Control-Person Model,” published in the European Journal of Work and Organizational Psychology, is authored by Sara Perry, Ph.D., assistant professor of management, Hankamer School of Business, Baylor University, Emily Hunter, Ph.D., associate professor of management, Hankamer School of Business, Baylor Univeersity, and Cristina Rubino, professor of management, David Nazarian College of Business and Economics, California State University Northridge. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/business and follow on Twitter at www.twitter.com/Baylor_Business.

Ethics Quandary? Women in PR More Apt to Seek Allies Before Giving Execs Advice

Women in public relations are more likely than men to seek allies and form coalitions before they give ethics counsel to senior leaders, while men are more likely to rely on presenting research, according to a Baylor University study. The study also showed that while senior public relations executives in the study overall tend to use “rational approaches,” such as research, case studies and appeals about what is right and lawful, success depends on building relationships with colleagues in other departments so that they have backup when ethical issues arise. “A PR person can be the conscience, but are they listened to? Are they respected? Are they at the table?” one woman said. “You can be doing everything right, but if nobody is listening to you, it really doesn’t matter a whole lot. Except that you can sleep at night.” The study — “The Use of Influence Tactics by Senior Public Relations Executives to Provide Ethics Counsel” — is published in the Journal of Media Ethics. The article highlights the need for younger PR practitioners to seek out senior PR executives as mentors before and during confrontation of ethics issues, said lead author Marlene Neill, Ph.D., assistant professor of journalism, public relations and new media in Baylor’s College of Arts & Sciences and author of the book “Public Relations Ethics: PR Pros Tell Us How to Speak Up and Keep Your Job.” “What inspired us to conduct this research were findings from a study I conducted in 2016 with Millennials working in public relations,” Neill said. “Survey results indicated that Millennials did not feel prepared to provide ethics counsel, were unlikely to speak up and did not even expect to face ethical dilemmas. We decided to conduct this study to instruct them how to do this effectively based on the experiences of senior executives working in our industry.” Researchers conducted through in-depth interviews with an elite selection of 55 public relations executives, many of them with Fortune 500 companies. They included members of the *Public Relations Society of America (PRSA) College of Fellows and The Arthur W. Page Society, with the combined sample averaging 33 years in PR. They represented 19 states and industries including government, healthcare, telecommunications, financial services and energy. Interviewees discussed ways to exert influence, ethics training and whether they are of value as an ethics counselor. “Some see it as being of little use; some recommend the PR practitioner take a modest role in encouraging consideration of ethics among multiple leaders,” Neill said. But others felt strongly that they should be an “organizational conscience” when they think company actions might pose an ethical dilemma with troubling consequences. One reason to do so is that without “boat-rocking” with straightforward tactics   an organization, some may turn outside the company by whistleblowing or leaking information to stakeholders, media or government officials. “Our study found that building relationships was critical for practitioners to ensure that other executives would listen to and respect their counsel,” Neill said. “That doesn’t mean they always won the debate, but relationship building has to do with building respect and trust.” While the interviewees’ most common approach to influencing was rational, followed by coalition-building, “some said they relied on persistence and assertiveness if they felt an issue was so objectionable they could not stay silent,” Neill said. “A few people turn to ingratiation, such as flattery.” When it comes to differences in how genders approach the role of ethics counselor, one reason women may recruit allies is that they tend to be outnumbered by men in the boardroom, Neill said. One woman said that “Going in force can help your case. But sometimes it can backfire . . . you know, if somebody wants to kill the messenger. But if several people come to you with the same messaging, I think you take notice.” Another woman said that she was “reprimanded for being so forthright. So, I didn’t do it that way anymore.” Some women were wary of using emotional appeals. Because of stereotypes about women being emotional in the workplace, “I probably erred in the other direction,” one woman said. Men, meanwhile, were more likely to prefer informational sources of power such as research and case studies, Neill said. But both genders said they ask questions, discuss, listen, share alternatives or solutions and recommend. A few men and women used more confrontational descriptions, such as saying, “We absolutely put our foot down” and “Tell them it’s wrong.” But in the case of women, “some of these more confrontational accounts were used in connection with allies or coalitions,” Neill said. In a few cases, men and women gave examples of resigning accounts or refusing to accept new clients if they decided the client’s business was not worth the ethical cost. Many interviewees said they had received ethics training through PRSA. A few said they had received training through their employer, college courses, personal study and mentors. A few pointed to their religious upbringing. Some of the more common ethics issues centered around communication, such as open disclosure of information, inaccurate information or sending fake letters to an editor. But others were business challenges, such as abusive behavior toward subordinates, misuse of public funds, smear campaigns and conflicts of interest. Neill said that because the study was limited to 55 individuals, a larger study and surveys of senior PR executives in other nations would be valuable. She and a colleague next plan to study to women’s leadership experiences. *PRSA College of Fellows is an exclusive group of approximately 350 senior professionals, each with a minimum of 20 years of experience in PR, Accreditation in Public Relations and recognition for distinguished careers. The Arthur W. Page Society is open by invitation to chief communications officers of Fortune 500 corporations and leading nonprofit organizations, chief executive officers of PR agencies and senior professors from business and communications schools. The study was funded by The Arthur W. Page Center for Integrity in Public Communication and supported by the PRSA Board of Ethics and Professional Standards and PRSA College of Fellows. Co-author is Amy Barnes, associate professor in the School of Mass Communications at the University of Arkansas at Little Rock and co-author of “Public Relations Ethics: PR Pros Tell Us How to Speak Up and Keep Your Job.” ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT BAYLOR COLLEGE OF ARTS & SCIENCES The College of Arts & Sciences is Baylor University’s oldest and largest academic division, with 25 academic departments and seven academic centers and institutes. The more than 5,000 courses taught in the College span topics from art and theatre to religion, philosophy, sociology and the natural sciences. Faculty conduct research around the world, and research on the undergraduate and graduate level is prevalent throughout all disciplines.

Ethical Leadership Can Have Negative Consequences, Baylor University Researchers Say

Coupled with stress, ethical leadership can lead to employee deviance and turnover Ethical leadership is a good thing, right? Certainly, management experts say. But ethical leadership can have negative consequences, too, according to new research from management faculty in Baylor University’s Hankamer School of Business. A 2018 Baylor study published in the Journal of Business Ethics reveals that ethical leadership compounded by job-hindrance stress and supervisor-induced stress can lead to employee deviance and turnover. The research reflects the thoughts of 609 employees who were surveyed across two studies. “If someone is an ethical leader but induces stress, our research shows that his or her employees will feel less support,” said lead author Matthew Quade, Ph.D., assistant professor of management. “Thus, employees who do not feel supported are more likely to consider leaving their jobs or engage in workplace deviance – things like coming in late to work, daydreaming, not following instructions or failing to be as productive as they could be.” Quade said that ethical leadership is a good thing and often beneficial in terms of employee resources. An example would be a trusted supervisor who listens to her employees and has her employees’ best interests in mind. The trouble comes, he said, when supervisor-induced stress or job-hindrance stress enters the picture. “When those stressors are added, there is a depletion of resources,” Quade explained. “Many of the gains or benefits from ethical leadership are negated.” What does stress-inducing ethical leadership look like? Quade said it could be as simple as supervisors setting expectations too high or, in the interest of “following all the rules,” not allowing for any deviation from a process, even if a shortcut, still within the bounds of behaving ethically, would deliver a desired result. The researchers wrote: “Ethical leadership can be an exacting process of sustaining high ethical standards, ensuring careful practice and enforcement of all rules and meeting leaders’ lofty expectations, all of which can consume time and energy and be perceived by employees as overly demanding or an obstacle to job performance.” As part of the study, those surveyed were asked to what extent they agreed or disagreed with the following statements: My supervisor makes it so that I have to go through a lot of red tape to get my job done. Working with my supervisor makes it hard to understand what is expected of me. I receive conflicting requests from my supervisor. My supervisor creates many hassles to go through to get projects/assignments done. Working with him/her thwarts my personal growth and well-being. In general, I feel that my supervisor hinders my personal accomplishment. I feel that my supervisor constrains my achievement of personal goals and development. Quade said his team in no way wants to discourage ethical leadership. Research consistently shows such leadership is very beneficial, he said. But this new research shows that there are boundaries to those benefits. “This places quite an onus on appropriately managing the stress that comes from the leader and the job, in efforts to most fully realize the potential of ethical leadership,” the researchers wrote. The study listed some tips and takeaways for organizations and leaders. They include: Strike a balance between promoting ethical behavior and providing resources to help employees meet those standards. Encourage employees in word and deed by reducing ambiguity in ethical dilemmas that might otherwise drain resources. Model fair and ethical behavior. Communicate efficient methods to meet standards and reduce unnecessary steps or procedures. Equip and train leaders to balance the demands of leading ethically while not overburdening their employees. ABOUT THE STUDY “Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors” is published in the Journal of Business Ethics. Study authors are Baylor University Hankamer School of Business faculty members Matthew Quade, Ph.D., assistant professor of management; Sara Perry, Ph.D., assistant professor of management; and Emily Hunter, Ph.D., associate professor of management. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.

Community is key for those recovering from a mass shooting

The man accused of killing 17 people and injuring 14 more at Marjory Stoneman Douglas High School in February is set to appear in court Wednesday. Meanwhile, survivors of the mass shooting are still grappling with the aftermath of that day. Laura Wilson, co-author and editor of "The Wiley Handbook of the Psychology of Mass Shootings" and an assistant professor of psychology at the University of Mary Washington in Fredericksburg, recently talked about that struggle in an American Psychological Association article. "Simply by definition, mass shootings are more likely to trigger difficulties with beliefs that most of us have, including that we live in a just world and that if we make good decisions, we'll be safe," she is quoted as saying. According to the article: "The National Center for PTSD estimates that 28 percent of people who have witnessed a mass shooting develop post-traumatic stress disorder (PTSD) and about a third develop acute stress disorder. "Research also suggests that mass shooting survivors may be at greater risk for mental health difficulties compared with people who experience other types of trauma, such as natural disasters. A study led by former Northern Illinois University (NIU) graduate student Lynsey Miron, PhD, after the 2008 shootings on NIU's campus, found that although a large percentage of mass shooting survivors were either resilient or displayed only short-term stress reactions, about 12 percent reported persistent PTSD, a number that's higher than the average prevalence of PTSD among trauma survivors as a whole (Behavior Therapy, Vol. 45, No. 6, 2014). "What's critical, psychologists' research suggests, is to ensure that victims feel connected to their communities in the aftermath of mass violence and that they have ongoing support available to them." Dr. Wilson is available to speak with media regarding this subject. Simply click on her icon to arrange an interview. Source:

Are paper ballots safe?

The State of Georgia wants to replace its 16-year-old voting machines with paper ballots for fear of Russian election hacking, but are paper ballots safe? “Safe from hacking? Perhaps. Safe from voter error? Not so much,” said Scott Thorp, a user-centered design expert and chair of the Department of Art and Design at Augusta University. “User-centered design for paper ballots is crucial for free and fair elections. Good design should never influence how people vote. A design mistake might actually have cost Al Gore the presidency in 2000. Who is to say it couldn’t cost the governorship in Georgia this year?” Thorp, who also worked as a professor and design coordinator at the Savannah College of Art and Design, is available to discuss: • What user-centered design is • How design can influence people’s behavior • How bad design can lead to human error • Why designing paper ballots with users in mind is crucial for free and fair elections Thorp, who is also associate vice president for research at Augusta University, has worked for more than a decade as an exhibiting artist. His research interests include user-centered design, design thinking, and the psychology of creativity. Contact us to schedule an interview with Scott Thorp or learn more about his expertise. Source:

Backstage Racism is now Frontstage Racism

The disgusting and stereotypical diatribe illustrated by Carla Maloney, secretary of the Republican Committee of Beaver County, Pennsylvania is an example of blatant racism. There are no psychological or debating maneuvers one could use to arrive at any other conclusion. Comparing Black athletes to baboons and utilizing the old, "go back to Africa," make her perception of Blacks crystal clear. Picca and Feagin, in Two-Faced Racism: Whites in the Backstage and Frontstage, assert that, depending on company, Whites shift when discussing racists perceptions, ideology, jokes, and etc. Further, Whites in general feel more comfortable discussing their racist rhetoric when around other Whites. But in mixed company (racially), these tendencies almost never come to light. I argue that President's Trump's comfort to dive into historically founded racist waters has given courage to those who normally utilize backstage racism, to come forward and dive in as well. Backstage racism has now disappeared. Those normally displaying cowardly behavior are embolden to speak their unbridled true souls. Source:

Father-daughter expert: Steve Jobs’ daughter’s new book offers lessons on forgiveness

In her biting new memoir Small Fry, Lisa Brennan-Jobs, daughter of Apple co-founder Steve Jobs, paints a portrait of her father that is far from flattering. Brennan-Jobs’ forgiveness of her father’s flaws and reportedly cruel behavior leaves some perplexed – but not Linda Nielsen, a nationally renowned expert on father-daughter relationships. Nielsen says our reactions to Brennan-Jobs’ memoir may reflect more upon our own family relationships than those of the tech visionary and his oldest daughter. “Forgiving her father is a gift a daughter gives, not just to her father, but to herself. In choosing not to allow her bitterness about his failings as a father to consume her, a daughter is choosing not to deprive herself of whatever pleasure she can still derive from their relationship. She does not deny the past. But she does not dwell in it. Forgiving does not mean forgetting,” Nielsen wrote today for The New York Times. “Ms. Brennan-Jobs’ memoir may provide a comforting message for parents who fear that their mistakes and missteps inevitably will lead to irreparable damage — and for daughters who are grappling with their father’s failures as a parent. Adult children can choose to focus on the dearness or the darkness of their childhood relationships with their parents.” Nielsen is a professor of adolescent and educational psychology at Wake Forest University in Winston-Salem, N.C. She has researched and written about father-daughter relationships since 1970. For nearly 30 years, she has taught the only known college class in the U.S. devoted exclusively to the subject. Her latest book, Father-Daughter Relationships: Contemporary Research and Issues, examines what improves or weakens these relationships and their impact on society. Nielsen is available for interviews Wednesday and leading up to the Sept. 4 release of Small Fry. Source:

Why Trump revoking Brennan's security clearance changes the game

Press Secretary Sarah Huckabee Sanders began the August 15 press briefing with an announcement: President Donald Trump had revoked former CIA Director John Brennan’s security clearance. Brennan served under President Barack Obama from 2013-2017. Since the 2016 presidential election, Brennan has been a staunch opponent of Trump and is known for expressing his opinions about the president on social media. Trump explained his decision by citing Brennan’s behavior and commentary on social media and accused him of colluding with Russia and profiting off U.S. secrets. Brennan denied the claims and many critics, including both republicans and democrats, called the decision “unprecedented” and “authoritarian.” Are the critics’ right? Dr. Craig Albert, Director of the Master of Arts in Intelligence and Security Studies and associate professor of political science, says the decision is highly unusual. Generally, Albert said, an individual’s security clearance is revoked for security reasons or for conviction of a felony. “Although President Trump gave reasons for the revocation of Brennan’s clearance, it seems rather clear that the personal distaste between the two played a part in the decision,” he said. A scholar of political science and political philosophy, Albert said it’s possible that this decision was intended to set a precedent, especially since Trump has discussed revoking security clearances from other former government officials. “Usually, clearance is revoked for specific crimes, financial hardship, moral turpitude or the clearance just runs out and is not renewed,” Albert said. “This seems to have more to do with personal animosity than any of the typical reasons.” Dr. Albert has experience with all forms of national and local news organizations and is available to speak to media regarding this issue. Simply click on his icon to arrange an interview. Source:

Spike Lee's Cinematic Alchemy of Past and Present is a Warning About the Future

Nearly a year to the day after White Nationalists marched in Charlottesville, the film “BlacKkKlansman” is released. Spike Lee's film is both a representation of a real-life story of an African-American detective who infiltrated and exposed the Ku Klux Klan in the 1970s and as an ideological vehicle for critique of our current social and political moment, says Matthew Hughey, associated professor of sociology at UConn. Together, “BlacKkKlansman” conveys a multi-part message. First, it is cinematic alchemy of the past and present—revealing what has and has not changed over the past half-century in order create a warning about the future. It recalls philosopher George Santayana’s saying “those who cannot learn from history are doomed to repeat it.” Second, the film eviscerates both American naiveté and intentional hypocrisy regarding racism and racial inequality. The film shines a bright light on the dark methods people use to dress up racism, nativist xenophobia, and hatred as “pride and patriotism,” and the madness deployed to rationalize police brutality and murder as little more than “law and order.” Third, and perhaps most importantly, the film deconstructs the “bad apple” theory of racism. Racism does not exist within the hood-wearing, swastika-sporting, epithet-spewing ignoramus alone, but exists in a systemic orchard that segregates and privileges whiteness economically, politically, and socially regardless of individual intention, worldview, or behavior. In the end, Lee’s film leads us to the conclusion that if “we are all Charlottesville” then “we are all Klansman,” too, says Hughey. Source: