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#ExpertSpotlight: The Day That Redefined America: 9/11 and Its Lasting Impact
September 11, 2001 marked a pivot in American history—a day when the nation’s sense of safety was shattered, and its collective identity reshaped. The attacks triggered sweeping changes in security, government authority, social behavior, and even cultural cohesion. Today, the legacy of 9/11 lives on in how we remember, govern, and connect. A Nation in Shock—and Unity On that fall morning, the U.S. witnessed a tragedy that killed nearly 3,000 people and devastated the nation’s psyche. In the immediate aftermath, grief turned into solidarity—as most Americans tuned into televised coverage, felt sadness, anger, and fear, yet paradoxically came together in an extraordinary show of patriotism and trust in institutions. In the months that followed, confidence in government reached levels unseen in decades—fueled by mourning, resolve, and a collective desire to heal. The Rise of “Homeland Security” & Executive Power Almost immediately, the U.S. government unleashed legal and structural transformations. The USA PATRIOT Act, passed just weeks later in October 2001, significantly expanded surveillance and law enforcement powers for domestic security—raising ongoing concerns about civil liberties. Alongside this, the Department of Homeland Security was created in 2002, bringing together 22 agencies to coordinate security against future threats and reinforcing a new era of national vigilance. Economic Shock and Air Travel Overhaul The attacks triggered immediate economic consequences: U.S. stock markets plunged, airlines and insurers suffered heavy losses, and GDP forecasts were revised downward. Meanwhile, the aviation sector underwent a rapid and lasting modernization in security protocols and flight routing. Notably, Canada’s Operation Yellow Ribbon absorbed diverted flights in the chaos, highlighting international cooperation amid crisis. Legal Precedents and Global Conflict Congress quickly approved the broad-ranging Authorization for Use of Military Force (AUMF), enabling the U.S. to pursue adversaries globally—a mandate that has since been interpreted far beyond its original context, shaping nearly two decades of “forever wars.” These legal expansions—and the accompanying conflicts in Afghanistan and Iraq—signaled a new global posture that redefined American foreign policy. Remembering, Serving, and the Legacy Continues In the years since, public memory of 9/11 has evolved—from solemn remembrance to proactive service. Patriot Day, proclaimed a national day of mourning and service, now encourages millions of Americans each year to volunteer in honor of those lost and the unity felt afterward. These acts of service continue to reflect the enduring spirit of resilience and community. Connect with our experts on the history, significance, and lasting impact of 9/11 on American life and policy. Check out our experts here : www.expertfile.com
This article is republished from The Conversation under a Creative Commons license. Read the original article here. The last few weeks of summer, heading into Labor Day weekend, can sometimes mean vacations and driving more miles on the road for all people, including teens. Traffic crashes are the No. 1 cause of death for teens, and the crash rate for teen drivers is disproportionately higher than the share of licensed teen drivers. In addition to this grim statistic, summer is the riskiest time for teen drivers. The 100 deadliest days represent the period from Memorial Day to Labor Day when the number of fatal crashes involving teen drivers dramatically increases. A third of each year’s teen driver crashes occur during the summer. We are scholars who research transportation safety and teen driver behavior. Our expertise helps us understand that these 100 days are not just a statistical fluke – they reflect a dangerous intersection of factors such as inexperience and a propensity to take risks. What makes summer different? Regardless of the season, some teen drivers engage in risky behaviors that increase their likelihood of a fatal crash, such as getting distracted, driving with friends in the vehicle, driving under the influence, not wearing seat belts and a lack of hazard awareness. Teens also have more free time in the summer, since most aren’t in school. Combined with the longer days and better weather, teens drive more over the summer. More time on the road means more risk, especially for inexperienced drivers. Teens may also be more likely to drive after dark during the summer, in comparison to more experienced drivers. But nighttime driving is also when visibility is reduced and crash risks are higher, particularly for teens who haven’t fully developed the skills necessary for night driving. This increased exposure, in addition to teens’ general risky driving tendencies, contributes to the 100 deadliest days for teen drivers. The increased crash risk for teens over the summer isn’t equally distributed either. Crashes with teen drivers that lead to serious injuries are more likely to occur with male drivers, in rural areas, for those of lower socioeconomic status and for those with disorders, such as attention deficit and hyperactivity disorder. Teaching young drivers Driver’s education programs are the formal method to teach teen drivers the rules of the road. In driver’s education programs, teens receive information about driver and road safety though classroom and behind-the-wheel instruction in preparation for the licensing exam. Some states require teens to complete a driver’s education course if they want to receive a license under the age of 18. Of teens who have a license, nearly 80% of them have gone through some form of driver’s education. Though driver’s education programs can be helpful, their effects are not equally felt. In some states, teens and their guardians must pay out of pocket for driver’s education courses to obtain a license. This makes driver’s education and, as a consequence, obtaining a driver’s license inequitable. There are also driving school deserts – areas where the poverty rate is 20% or above and there are no behind-the-wheel driver education courses within a 10- to 15-minute drive. This makes driver education courses inaccessible. Many of these driving school deserts happen to be in areas with high populations of minorities. Over 20 years ago, graduated driver licensing was introduced to reduce teen crash rates. This is a phased licensing system wherein teen drivers are restricted in terms of when, where and with whom they can drive until they turn 18. Such a system allows teens to gradually learn and gain experience with driving over time. Graduated driver licensing has been implemented in all 50 states, and it has been shown to reduce teen driver crash rates. However, its effectiveness is limited to those who participate in the system. A large number of teens are unlicensed and are of low socioeconomic status. Many of these unlicensed teens forgo the entire process and remain unlicensed but still drive, well into their 20s when the graduated driver licensing restrictions are lifted. Making summer safer There are two things people can do to turn the 100 deadliest days into the 100 safest days. First, it is important that communities offer free supplementary training programs for teen drivers, because becoming a safe and responsible teen driver shouldn’t be limited to those with resources. As one example, in collaboration with industry partners, we have developed a program called Risk-ATTEND. It is a free, online, evidence-based program that teaches teen drivers how to anticipate risks while driving. Our research has shown that programs such as these can improve teen driving skills and may be especially effective for teen drivers in high-poverty areas. Second, our research has shown that parents and guardians still play an important role in influencing teen driver behavior. Studies show that teens mirror the behaviors they observe: If they see adults text and drive, they’re more likely to do the same. Once teenagers become old enough to drive, it is also important to establish rules and guidelines about expectations to establish clarity and accountability. Written agreements or checklists can address high-risk conditions such as nighttime driving, driving with other young passengers, phone use and adherence to speed limits. Systems to help monitor and enforce rules have been shown to be effective in improving teen driver behavior. One such program is Checkpoints, which is a Connecticut-based program in which families agree to limit teen driving during high-risk conditions. Teens face consequences for violating these limits, such as a temporary loss of driving privileges. However, the limits are gradually lifted as they gain driving experience. More than rules matter Ultimately, preventing crashes in the summer and beyond extends beyond mere adherence to regulations. Avoiding them fundamentally hinges on cultivating a robust safety culture that emphasizes a collective commitment to risk reduction and continuous improvement in driving practices. For teens, the summer months present unique challenges and opportunities. Drawing on best practices, such as training programs, teens can build essential skills in varied conditions before gaining full, unsupervised privileges.
Breaking: Justin Timberlake Reveals He Has Lyme Disease
When a major celebrity opens up about a personal health struggle, public attention often follows. That’s certainly the case after Justin Timberlake recently revealed that he is battling Lyme disease—a condition that affects nearly half a million Americans each year but remains widely misunderstood. Timberlake’s announcement is bringing renewed focus to the causes, risks, and complexities of Lyme disease, including how it spreads, where it’s most prevalent, and what individuals can do to protect themselves. With tick season still active in many regions, this moment offers an opportunity to better inform the public—and we’ve identified a group of leading experts who can help do just that. From microbiologists and epidemiologists to entomologists and disease ecologists, the following researchers bring a wide range of expertise on Lyme disease, tick biology, and environmental risk factors. Whether you're a journalist looking for credible sources, a public health communicator, or simply someone trying to make sense of this rising threat, these experts are available to provide clarity and context in the wake of this headline-making health disclosure. Featured Experts A highly media‑quoted microbiologist specializing in Lyme and other tick‑borne diseases. He runs TickReport, a service that tests ticks and interprets exposure risks. Insights on... How celebrities like Timberlake amplifying Lyme awareness may shift public perception and testing demand. The relevance of tick season timing and geographic risk zones. How tick testing works and what patients should know post‑exposure. Over two decades studying Borrelia burgdorferi and blacklegged ticks, with strong expertise in disease ecology and conservation medicine. Insights on... The biology of transmission and the tick’s life cycle—what leads to infection risk. How habitat and ecological shifts may affect Lyme exposure risks. Wildlife‑human disease interface in increasingly peri‑urban settings. Focuses on landscape ecology and patterns of vector‑borne disease emergence including Lyme disease. Insights on... How environmental changes (e.g. urban sprawl, climate trends) are altering Lyme disease risk maps. Predictive models: where Lyme is emerging next. Implications for public health messaging given high-profile cases like Timberlake’s. Specializes in tick taxonomy and vector species genetics—ideal for deeper background on tick diversity and distribution. Insights on... Which tick species carry Lyme and how misidentification can confuse diagnosis. Emerging tick species or genetic strains and what they mean for prevention. Geographic spread and species shift over time. His research examines geographic patterns of Lyme disease, including why incidence varies regionally in the U.S. Insights on... Why Lyme is more prevalent in certain states—even those outside Timberlake’s or his fans’ travel zones. Human behavioral and habitat factors (e.g. suburban greenspace vs. deep woods). What seasonal changes in tick behavior tell us about infection risk. Story Angles to Explore Celebrity spotlight on Lyme disease: How high‑profile cases can impact media attention, funding, public awareness, and testing demand. Diagnosis and prevention: From exposure to testing (e.g., TickReport), early symptoms, treatment windows, and what experts recommend post‑bite. Ecology and environment: Why Lyme is expanding geographically, and how climate and land‑use change influence risk. Tick evolution and identification: Educating the public on which ticks transmit Lyme, emerging strains, and challenges in correct tick identification. Regional variation in risk: Breakdowns of why some states or regions are Lyme hotspots and how that aligns with the celebrity’s likely exposure zones or fan geography. Looking for more Experts? Visit www.expertfile.com or download ExpertFile for your phone.
What Sydney Sweeney’s American Eagle ad reveals about beauty standards and cultural expectations
Sydney Sweeney’s latest American Eagle campaign is doing more than selling denim – it’s stirring up a heated cultural conversation. Jaehee Jung, professor of fashion and apparel studies at the University of Delaware, can discuss the ways in which this reaction says a lot about where we are as a society. A leading expert on fashion, body image and consumer behavior, Jung studies how the fashion industry shapes – and is shaped by – our expectations of beauty, identity and representation. The ad in question features Sweeney in relaxed, casual pieces aligned with American Eagle’s classic aesthetic. But online reaction has been anything but chill. While many fans praised the actress’s style and confidence, others criticized the campaign for promoting unrealistic beauty standards and lacking diverse representation. Some even called it “pro-eugenics” – an extreme accusation that points to just how charged the conversation has become. With a background in both psychological and cultural aspects of fashion, Jung is available to discuss why this campaign struck such a nerve — and what it means for the future of women’s fashion and branding. To speak with Professor Jung, visit her ExpertFile profile or contact mediarelations@udel.edu.
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.
Neutrons by the trillions: Using computational physics to understand nuclear reactors
Zeyun Wu, Ph.D., associate professor in the mechanical and nuclear engineering department at VCU Engineering, is reshaping the future of nuclear power. Nuclear reactors are among the most complex engineered systems on earth, with different physical processes interacting simultaneously across various scales. Even the world's most powerful computers cannot simulate every detail of an operating reactor at once. With a background in computational reactor physics, Wu’s research develops modeling and simulation techniques crucial to understanding next-generation nuclear reactors. By creating these advanced tools, his research eliminates the need for costly physical experimentation while ensuring the safety, efficiency and environmental sustainability of future nuclear power plants. Wu's research focuses on understanding reactor behavior through two aspects: multi-physics and multi-scale modeling. The multi-physics approach integrates various physical phenomena, such as nuclear physics reactions, fluid dynamics, heat transfer and structural mechanics, into a unified simulation framework. The multi-scale modeling technique addresses the vast range of physical scales involved, from subatomic neutron interactions to meter-sized reactor components. Wu’s research can simulate the complex phenomena within reactors at different scales. These models, developed using advanced numerical methods, help predict reactor behavior under various conditions. One of the models Wu uses tracks neutron behavior, a fundamental aspect to understand nuclear reactions. His simulations track trillions of neutrons as they move through various reactor materials, cause fission events and generate power. "What drives power is actually the neutron," explained Wu. "Once an atom splits, along with the nuclear energy release, lots of neutrons come out. We're talking about 1012 to 1013 neutrons per second. Our code tracks each neutron to understand where it comes from and where it goes." By understanding neutron distribution across space, time and energy domains, Wu's team can predict power distribution throughout the reactor core. This helps identify potential hotspots – areas of heightened thermal activity that could pose safety challenges. Beyond neutron behavior, Wu's research also explores how cooling fluids interact with neutrons and carry away thermal energy, a field known as thermal hydraulics, because how the reactor components are cooled significantly affects the neutron behavior as well. This also explains why the multi-physics modeling becomes essential for nuclear reactor simulations. Wu founded the Computational Applied Reactor Physics Laboratory (CARPL) to continue his research in nuclear reactor modeling and simulation. Undergraduate and master’s students learn to use established nuclear simulation codes to analyze reactor problems – skills highly valued in the industry and national labs. Ph.D. students build on theoretical foundations to deepen their understanding, enhance existing models, and develop new ones. “My area of research has been continually evolving for the past 60 years or so,” said Wu. “Most of the codes we use have been developed by national labs, like Oak Ridge National Lab, but these codes aren’t perfect. National labs hire Ph.D. level students with this niche to identify deficits in the code, correct errors and even add new functions and improve them.” Looking forward, Wu hopes his research will have a real-world impact on the upcoming shift in nuclear power in America. Over the next 20 to 30 years, the nation's approximately 90 light-water-cooled nuclear reactors reach the end of their operational lifetimes. Light water refers to ordinary water (H₂O), used in most existing reactors to both cool the system and slow down neutrons to sustain the nuclear reaction. To replace them, experts are looking toward advanced, non-light-water-cooled reactors, such as the Molten Uranium Breeder Reactor (MUBR) shown in the figure. Computational methods and tools like Wu’s research lab developed will be essential to their development and implementation. Non-light-water cooled reactors offer significant advantages over the older designs. Some can operate at higher temperatures while others produce substantially less nuclear waste, addressing one of the industry's persistent challenges. "Unlike traditional water reactors, where we have decades of operational experience and established analysis tools, these new designs present unique challenges," explained Wu. "Companies like Dominion employ large teams of analysts who use well-tested computational tools to maintain their existing reactors, but those same tools aren't calibrated for these next-generation reactors. Our research is developing the computational methods and simulations these advanced reactors will need. When these new reactors come online, the methodologies we're creating now can be quickly converted into production-level nuclear codes, providing immediate practical value to industry.”
The Asian Needle Ant (Brachyponera chinensis) Found in Southern Louisiana
In Louisiana, there are several ant species that are capable of stinging besides the red imported fire ant (Solenopsis invicta), such as the elongate twig ant (Pseudomyrmex gracilis), Comanche harvester ant (Pogonomyrmex comanche) and several species in the subfamily Ponerinae. The Asian needle ant (ANA) (Brachyponera chinensis) joins the list and has been confirmed in the state. Recent reports on the Asian needle ant by Mississippi State University extension entomologist, Santos J. Portugal and other urban entomologists in the region spurred the authors at Louisiana State University to investigate the presence of ANA in their state. By happenstance, two citizen scientists had reported sightings of the ant on iNaturalist at two Louisiana parks in August 2024 and June 2025. Therefore, on June 17, 2025, an LSU entomologist visited one of the parks to ground-truth the citing by collecting the ant, as he had prior experience with it. The Asian needle ant is a termite specialist, preferentially feeding on them, often living in close proximity with termite colonies and inside damp wood. To collect the ants, water-soaked wood was located in a forested area, broken open, revealing ANA, and they did not react aggressively to the disturbance. The ants immediately grabbed immature larva and retreated into crevices, not bothering the collectors at all. Upon retrieval, an LSU entomologist used a microscope at 40x to 60x magnification and the dichotomous key authored by MacGown (2003) to confirm that the collected specimens were ANA. It is important to verify the identity of invasive species submitted on citizen scientist projects as the images may not be of sufficient quality to get a positive identification. The ANA was discovered in the U.S. in 1934 while individuals were researching Argentine ants (Linepithema humile). Since the introduction of the ANA, it has spread to many states within the U.S., ranging from Wisconsin to Texas to the east coast. ANAs are medium sized (about 5 mm long) and slender. The species originated from Asia. Queens are slightly larger (6.5 mm) and look similar in appearance to workers. ANAs are black to dark brown in coloration, with light brown legs, mandibles and antennae. To distinguish the ant from other look-alikes, ANA has a large single petiole node that extends above the thorax or alitrunk, and a shiny mesopluron on the side of the thorax. ANA colonies are typically small in numbers, up to a few thousand individuals in large colonies. They are polygynous, meaning they have multiple queens. ANAs use a unique foraging behavior, where the worker carries another worker to a food resource, then drops off the worker to assist in food transport. ANAs do not form mounds, but instead nest in damp, high humidity areas, such as rotting logs, void spaces, under rocks and in leaf litter. They are typically found in forested areas. They also form multiple colonies within an area, which is called polydomy. ANAs swarm during the spring and early summer, although this time range may vary for Louisiana. People typically encounter the ants when they are working with wet wood or digging in moist soil. This is when someone may potentially be stung, although they are not aggressive. The sting is reported similar to that of a honeybee. Individuals who are allergic to stings may have a life-threatening anaphylactic response if stung by the ant, which requires medical attention. Wearing gloves is adequate protection from ANA stings while working with rotten wood or soil in infested areas. People who are sensitive to other insect stings should be aware of the potential for ANA stings and carry an approved rescue device for severe allergenic responses. In addition to feeding on termites, the Asian needle ant will feed upon beetles, craneflies, springtails and native ants found in their preferred habitats. Because of their ability to prey upon native ants, they can impact native species that deposit seeds in the soil, thus reducing floral diversity. Therefore, ANA is capable of reducing both native animal and plant diversity in infested areas. Article originally posted here.
Expert Perspective: The Hidden Costs of Cultural Appropriation
In our interconnected world, cultural borrowing is everywhere. But why do some instances earn applause while others provoke outrage? This question is becoming increasingly crucial for business leaders who must carefully navigate cultural boundaries. Take the backlash the Kardashian-Jenner family faced for adopting styles from minority cultures or the controversy over non-Indigenous designers using Native American patterns in fashion. These examples highlight the issue of cultural appropriation, where borrowing elements from another culture without genuine understanding or respect can lead to accusations of exploitation. Abraham Oshotse, an assistant professor of organization and management at Goizueta Business School, along with Assistant Professor of Sociology and Anthropology at Hebrew University Yael Berda and Associate Professor of Organizational Behavior at the Stanford Graduate School of Business Amir Goldberg, explores this in their research on “cultural tariffing.” They shed light on why high-status individuals, such as celebrities or industry leaders, often come under fire when crossing cultural boundaries. The Concept of Cultural Tariffing Oshotse and coauthors define cultural tariffing as “the act of imposing a social cost on cultural boundary crossing. It is levied on high-status actors crossing into low-status culture, in order to mitigate the reproduction of the status inequality.” This notion suggests that the acceptance or rejection of cultural boundary-crossing is influenced by the perceived costs and benefits. Cultural appropriation involves taking elements from a culture that one does not belong to, without permission or authority. For example, when Elvis Presley brought African-American music into the mainstream, it was initially seen as elevating the genre. However, in today’s context, such acts might be criticized as appropriation rather than celebration. This research seeks to analyze people’s modern reactions to different examples of cultural boundary-crossing and which conditions induce cultural tariffing. The Hypotheses The researchers make four hypotheses about participants’ reactions to cultural appropriation: People will disapprove of cultural borrowing if there’s a clear power imbalance, with the borrowing group having more status or privilege than the group they are borrowing from. Cultural borrowing is more likely to be criticized if the person doing it has a higher socioeconomic status within their social group. Cultural borrowing is more likely to be criticized if the person doing it has only a shallow connection to the culture they’re borrowing from. Cultural borrowing is more likely to be criticized if the person doing it benefits more from it than the people from the culture they are borrowing from. Put to the Test Oshotse et al exposed respondents to four scenarios per hypothesis (16 total) with a permissible and a transgressive condition. In the permissible condition, subjects exhibit lower status or socioeconomic standing or a stronger connection to the target culture. Subjects in the transgressive condition exhibit a higher status or socioeconomic standing and less of an authentic connection to the target culture. Insights from the Study Oshotse’s study offers four key insights: Status Matters: Cultural boundary-crossing is more likely to generate disapproval if there’s a clear status difference favoring the adopter. Superficial Connections: The less authentic the adopter’s connection to the target culture, the more likely they are to face backlash. Socioeconomic Influence: Higher socioeconomic status within the adopter’s social group increases the likelihood of disapproval. Value Extraction: The more value the adopter gains relative to the culture they’re borrowing from, the higher the disapproval. These insights are crucial for leaders who want to navigate cultural boundaries successfully, ensuring their actions are seen as respectful and inclusive rather than exploitative. Real-World Implications for Business Leaders Why does this matter for business leaders? Understanding cultural tariffing is crucial when expanding into new markets, launching multicultural campaigns, or even managing diverse teams. The research suggests that crossing cultural boundaries without deep understanding or respect can backfire. That’s especially true when the adopter holds a higher socioeconomic status. Consider the example of a luxury brand adopting traditional African patterns without engaging with the communities behind them. In this case, it risks being seen as exploitative rather than innovative. The consequences aren’t just reputational; they can also impact the brand’s bottom line. This research isn’t just about isolated incidents; it mirrors sweeping societal shifts. Over the past 50 years, Western views have evolved to embrace ethnic diversity and multicultural exchange. But with this newfound appreciation comes a fresh set of challenges. Today’s leaders must navigate cultural interactions with greater care, fully aware of the historical and social contexts that shape perceptions of appropriation. In today’s global and interconnected business landscape, mastering the subtleties of cultural appropriation and tariffing is crucial. Leaders who tread thoughtfully can boost their reputation and success, while those who falter may face serious backlash. By understanding the hidden costs of crossing cultural boundaries, business leaders can cultivate authentic exchanges and steer clear of the pitfalls of appropriation. Abraham Oshotse is an assistant professor of organization & management. He is available speak to media regarding this important topic - simply click on his icon now to arrange an interview today.
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.
Hormone Supplementation in Rhesus Monkeys Points to Potential Autism Treatment
For years, Florida Tech’s Catherine Talbot, assistant professor of psychology, has worked to understand the sociality of male rhesus monkeys and how low-social monkeys can serve as a model for humans with autism. Her most recent findings show that replenishing a deficient hormone, vasopressin, helped the monkeys become more social without increasing their aggression – a discovery that could change autism treatment. Currently, the Centers for Disease Control and Prevention report that one in 36 children in the United States is affected by autism spectrum disorder (ASD). That’s an increase from one in 44 children reported in 2018. Two FDA-approved treatments currently exist, Talbot said, but they only address associated symptoms, not the root of ASD. The boost in both prevalence and awareness of the disorder prompts the following question: What is the cause? Some rhesus monkeys are naturally low-social, meaning they demonstrate poor social cognitive skills, while others are highly social. Their individual variation in sociality is comparable to how human sociality varies, ranging from people we consider social butterflies to those who are not interested in social interactions, similar to some people diagnosed with ASD, Talbot said. Her goal has been to understand how variations in biology and behavior influence social cognition. In the recent research paper published in the journal PNAS, “Nebulized vasopressin penetrates CSF [cerebral spinal fluid] and improves social cognition without inducing aggression in a rhesus monkey model of autism,” Talbot and researchers with Stanford, the University of California, Davis and the California National Primate Research Center explored vasopressin, a hormone that is known to contribute to mammalian social behavior, as a potential therapeutic treatment that may ultimately help people with autism better function in society. Previous work from this research group found that vasopressin levels are lower in their low-social rhesus monkey model, as well as in a select group of people with ASD. Previous studies testing vasopressin in rodents found that increased hormone levels caused more aggression. As a result, researchers warned against administering vasopressin as treatment, Talbot said. However, she argued that in those studies, vasopressin induced aggression in contexts where aggression is the socially appropriate response, such as guarding mates in their home territory, so the hormone may promote species-typical behavior. She also noted that the previous studies tested vasopressin in “neurotypical” rodents, as opposed to animals with low-social tendencies. “It may be that individuals with the lowest levels of vasopressin may benefit the most from it – that is the step forward toward precision medicine that we now need to study,” Talbot said. In her latest paper, Talbot and her co-authors tested how low-social monkeys, with low vasopressin levels and high autistic-like trait burden, responded to vasopressin supplementation to make up for their natural deficiency. They administered the hormone through a nebulizer, which the monkeys could opt into. For a few minutes each week, the monkeys voluntarily held their face up to a nebulizer to receive their dose while sipping white grape juice – a favorite among the monkeys, Talbot said. After administering the hormone and verifying that it increased vasopressin levels in the central nervous system, the researchers wanted to see how the monkeys responded to both affiliative and aggressive stimuli by showing them videos depicting these behaviors. They also compared their ability to recognize and remember new objects and faces, which is another important social skill. They found that normally low-social monkeys do not respond to social communication and were better at recognizing and remembering objects compared to faces, similar to some humans diagnosed with ASD. When the monkeys were given vasopressin, they began reciprocating affiliative, pro-social behaviors, but not aggression. It also improved their facial recognition memory, making it equivalent to their recognition memory of objects. In other words, vasopressin “rescued” low-social monkeys’ ability to respond prosocially to others and to remember new faces. The treatment was successful – vasopressin selectively improved the social cognition of these low-social monkeys. “It was really exciting to see this come to fruition after pouring so much work into this project and overcoming so many challenges,” Talbot said of her findings. One of Talbot’s co-authors has already begun translating this work to cohorts of autism patients. She expects more clinical trials to follow. In the immediate future, Talbot is examining how other, more complex social cognitive abilities like theory of mind – the ability to take the perspective of another – may differ in low-social monkeys compared to more social monkeys and how this relates to their underlying biology. Beyond that, Talbot hopes that they can target young monkeys who are “at-risk” of developing social deficits related to autism for vasopressin treatment to see if early intervention might help change their developmental trajectory and eventually translate this therapy to targeted human trials. Catherine F. Talbot is an Assistant Professor in the School of Psychology at Florida Tech and co-director of the Animal Cognitive Research Center at Brevard Zoo. Dr. Talbot joined Florida Tech from the Neuroscience and Behavior Unit at the California National Primate Research Center at the University of California, Davis, where she worked as a postdoc on a collaborative bio-behavioral project examining naturally occurring low-sociability in rhesus monkeys as a model for the core social deficits seen in people with autism spectrum disorder, specifically targeting the underlying mechanisms of social functioning. If you're interested in connecting with Catherine Talbot - simply contact Adam Lowenstein, Director of Media Communications at Florida Institute of Technology at adam@fit.edu to arrange an interview today.
