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'Tangled Up' reveals science and history of Alzheimer's
A new book from leading University of East Anglia dementia expert Prof Michael Hornberger investigates the science and history of Alzheimer's disease. 'Tangled Up - The science and history of Alzheimer's disease' is available as a paperback or e-book. Prof Hornberger researches groups that are at higher risk of developing dementia (because of genetics, lifestyle or their other health condition) and works to help reduce this risk or delay the symptoms of dementia. He also explores the nature of support for those who have been diagnosed with dementia and helping the patients and their families and carers prepare for the future. His background is as a neuroscientist and his work involves using innovative techniques (such as online games and driver behaviour) to identify the spatial or navigation issues that can occur long before before diagnosis of dementia and before the traditional impacts on memory arise. He developed the mobile game Sea Hero Quest that can detect people at risk of Alzheimer's. His work enables early prediction of the likelihood of dementia (sometimes a decade ahead) and the opportunity to manage the onset and reduce risk by as much as 30 per cent. Prof Michael Hornberger, from UEA’s Norwich Medical School, said: “Alzheimer's disease is the most common cause of dementia in the UK. It affects around one in 14 people over the age of 65 and one in every six people over the age or 80 – and it can affect memory, thinking skills and other mental abilities. “I wanted to write a book to help people better understand the science and history of Alzheimer’s disease. “It covers everything from the causes of Alzheimer’s, through to why people with Alzheimer’s ‘live in the past’ and practical advice for how people can reduce the risk of developing it. “At the end of the book, you will have become an Alzheimer’s disease science expert and can use your newfound knowledge to untangle this devastating disease,” he added.
The Case for Career Advocates: An Organization Is Not a Meritocracy
“This blog post is the first in a three-part series that summarizes the key messages I deliver to my students, in the hopes that it can catalyze and support the career success of a broader group of ambitious employees who aspire to make it to the C-Suite,” writes Renee Dye 94PhD, associate professor in the practice of Organization & Management. “Most of my lessons are derived from my own unlikely personal journey from literary scholar to top-tier management consultant to C-suite executive for a publicly traded company, but they are also heavily informed by leading researchers like Sylvia Anne Hewlett. In the final blog, I discuss the impact of remote work on career success.” One of the paradoxes of the Gen-Zs and Generation Alphas is their intuitive understanding of the phenomenon of social media…at the same time they maintain an almost ideological conviction that the workplace – apart from systemic biases – is otherwise a meritocracy, where talent is perfectly and objectively evaluated – and the best and most deserving rise to the top. Surely a cursory exploration of Instagram and TikTok would convince even the most skeptical of the fundamentally idiosyncratic nature of success in a networked world? The Real World is likewise characterized by outcomes in which success is imperfectly correlated with capability level. Someone whose capability level is less than yours may lap you in the race to the top of the organization. That may seem unfair, but that’s because you’re making the mistake of assuming that career success is predicated purely on capability. A survey of MBA graduates from my school a few years ago produced a startling insight: of all the skills that we provided to our students during their MBA tenures, our students felt most unprepared to navigate “organizational politics” in their careers. The reason that I found this fact so astonishing is that today’s students, who are Digital Natives and in part Social Media Natives, are the most connected and self-promoting generation the world has ever seen. Yet today I find that my students continue to exhibit little practical understanding of how career success is forged…so much so that I now devote an entire class session in my core Strategy class to demonstrating the importance of relationship management and advocacy cultivation. Capability is not unimportant; far from it. As I tell my students, though, capability is table stakes these days as the level of education and skill sets continues to advance among individuals. If you’re not smart and capable you’re not getting in the door. But once you’re in, your career path and ultimate career success will be more determined by (1) your level of aspiration and unflagging commitment to achieving your goals; (2) your performance outcomes in your individual roles; (3) your work ethic and conscientiousness; and (4) the relationships you have with other people within your organization. And the relationships that matter the most are the individuals with influence and power over your future career opportunities. Let me put it starkly: without career advocates (notice the plural), it will be much, much harder to make it to the senior management ranks. Full stop. Some facts to bear this assertion out: • People with advocates are 23% more likely to move up in the careers • Women with advocates are 22% more likely to ask for a stretch assignment to build their reputations as leaders Ultimately, having an advocate confers a career benefit of 22-30%, depending on who’s doing the asking and what they’re asking for. That’s increasing your odds of making it to the C-Suite by nearly a third! If anecdotal evidence is more your thing, here are a couple of quotations for you: • A lot of decisions are made when you are not in the room, so you need someone to advocate for you, bring up the important reasons you should advance” (Catalyst Survey, as quoted in Elizabeth McDaid, “Mentor vs. Sponsor,” September 3, 2019) • When you get to the level in your career when decisions are not just being made by an individual manager, feedback from other leaders becomes crucial. Rosalind Hudnell, Chief Diversity Officer, Intel. As quoted in Hewlett, Sylvia Ann, Melinda Marshall, and Laura Sherbin. “The Relationship You Need to Get Right,” HBR 2011) • “I was great at building businesses and had tons of cheerleaders, but I had that typical Asian keep-your-head-down-and-you’ll-get-taken-care-of mindset.” My boss had to take me aside and tell me that if I didn’t actively cultivate her as my sponsor, I would never progress beyond senior associate” (quoted in Hewlett, Sylvia Ann, Melinda Marshall, and Laura Sherbin. “The Relationship You Need to Get Right,” HBR 2011) To reiterate: an organization is not purely a meritocracy where talent and hard work speak for themselves; and it’s much, much harder to advance within an organization without effective advocates. Renee Dye is an Professor in the Practice of Organization & Management at Goizueta Business School. For more insight and to continue reading this article and series, please visit Dye’s blog. To arrange an interview – simply click on Dye’s icon now to book a time today.
How rabbits help restore unique habitats for rare species
European wild rabbits are a ‘keystone species’ that hold together entire ecosystems – according to researchers at the University of East Anglia. Our campus is home to hundreds of rabbits and Prof Diana Bell, from our School of Biological Sciences, has been researching them for more than 30 years. Now, she is one of the lead researchers on a new report which aims to restore and protect at-risk wildlife habitats which are rabbit dependent. The report shows how their grazing and digging activity keeps the ground in a condition that is perfect for sustaining other species that would otherwise move on – or die out. But their numbers are declining regionally, nationally and globally. And they are even being classed as endangered in their native region, the Iberian Peninsula. The findings come as efforts to save England’s most threatened species from extinction are turning the tide for wildlife in Norfolk and Suffolk thanks to the Shifting Sands project. Shifting Sands is one of 19 projects across England that make up the national Back from the Brink initiative. Together, these projects aim to save 20 species from extinction and benefit over 200 more. Lead partner of the rabbit work-stream and rabbit expert Prof Diana Bell, from UEA’ School of Biology, said: “The Breckland-based Shifting Sands project was set up to save some of the region’s rarest wildlife. “After several years of hard work by this multi-partner project, the fortunes of species classed as declining, rare, near-threatened or endangered are now improving in the Brecks. “The project has seen species recover in record numbers – including endangered beetle and plants, one of which is found nowhere else in the world. “Rabbits are incredibly important because their grazing and digging activity keeps the ground in a condition that is perfect for sustaining other species. “Sadly, rabbit populations have declined dramatically in the UK and across Europe, and the European wild rabbit is now listed as endangered in its ancestral Iberian Peninsula range. Their decline is largely due to a spill-over of new viruses from commercially bred rabbits. “The Shifting Sands project has shown us how important rabbits are to entire ecosystems, and it is vital that these habitats are conserved and protected. “We encouraged a rabbit revolution in the Brecks and we have produced a toolkit in partnership with Natural England to help landowners of similar rabbit-dependent habitats to do the same.” “Simple cost-effective ways of encouraging rabbits include creating piles of felled branches, known as brush piles, and banks of soil.” Monitoring over the past three years has shown the interventions are working, with evidence of significantly higher amounts of rabbit activity. Prof Bell said: “Our work resulted in evidence of rabbit activity in significantly higher numbers. 91 per cent of brush piles showed paw scrapes and 41 per cent contained burrows. Even when burrows did not form, the brush piles helped expand the range of rabbit activity.” The UEA research team worked in collaboration with Natural England, Forestry England, Plantlife, Breckland Flora Group, Norfolk Wildlife Trust, Suffolk Wildlife Trust, Butterfly Conservation, Buglife, the Elveden Estate and the RSPB to deliver this ambitious partnership project. It has seen five kilometres of ‘wildlife highways’ created, more than 100 specimens of rare plants re-introduced, habitat created and restored across 12 sites, species encouraged, and landscape-management practices improved. As a result, seven species of plant, bird and insect are increasing in number and many more are benefiting in turn. Among those species recovering are rare plants such as the prostrate perennial knawel that is unique to the Brecks, basil thyme and field wormwood. The endangered wormwood moonshiner beetle, lunar yellow underwing moth and five-banded digger tailed wasp are also increasing. All these species are identified in the UK’s Biodiversity Action Plan as being priorities for conservation. The open habitat maintained by rabbits supports two rare plants: the prostrate perennial knawel – found nowhere else in the world – and field wormwood. Pip Mountjoy, Shifting Sands project manager at Natural England, said: “The Brecks were described by Charles Dickens as “barren”. They are anything but. Their 370 square miles of sandy heathland, open grassland and forest support almost 13,000 species, making it one of the UK’s most important areas for wildlife. “That wildlife is under threat. Felling trees and encouraging a species that is often considered a pest may seem a strange solution. But in this instance, carefully managed ‘disturbance’ is exactly what this landscape and its biodiversity needs.” “The project’s interventions have provided a lifeline for this unique landscape, and shown how biodiversity can be promoted by ‘disturbing’ places – not just by leaving them alone. “ “These rare habitats are becoming overgrown and species are declining as a result of changing land management practices and human impacts. It’s our responsibility to restore and maintain these spaces for nature. Some of these species exist only here and, if lost, will be lost forever.” Established in 2017 with £4.7m from the Heritage Lottery Fund and £2.1m from other bodies, Back from the Brink was the first nationwide co-ordinated effort to bring together charities, conservation organisations and government bodies to save threatened species. More information about the Brecks, Shifting Sands, Back from the Brink and a toolkit to help rabbit conservation is available via www.naturebftb.co.uk.
Corporate Social Responsibility Builds Investor Trust
There’s little doubt that corporate social responsibility (CSR) is a good thing for businesses. Whether it’s taking positive action on society, communities, the climate, or the planet, strong corporate citizenship tends to play well with the public, the media, and consumers alike. And that can translate into wins in terms of brand equity and reputation. What is perhaps less clear are the concrete business returns that ethical business practices may or may not generate. Or, whether doing the right thing can create value for firms beyond image, brand, and customer or employee engagement. To shed light on this, Goizueta Assistant Professor of Accounting Suhas A. Sridharan, has taken a rather novel approach. Together with colleagues from the universities of LUISS Guido Carli, Nazarbayev University, and IDC Herzliya, Sridharan has published a new study using measures of disclosure credibility to understand whether CSR builds investor trust and drives tangible benefits for corporations. Corporate Social Responsibility Does Reap Rewards “Disclosure credulity refers to how much your investors trust the information your organization provides – how much faith they have in your company’s ability to accurately convey opportunities for growth, and perhaps more critically, to navigate risk and uncertainty,” says Sridharan. “Because CSR and responsible business practices have a role in addressing a range of risks–from climate change and environmental factors to socio-economic or political uncertainty and the impact on supply chains, talent and so on–we reasoned CSR can impact investor trust and disclosure credibility. And disclosure credibility, in turn, can impact investor decision-making and business outcomes.” To study disclosure credibility, and capture shifts in investor sentiment towards firms, Sridharan and her colleagues decided to use the link between share prices and company earnings announcements–the public statements on profitability that firms are obliged to make over different periods. “Earnings announcements are among the most salient and recurring areas of corporate disclosure, and managers and investors pay very close attention to them,” Sridharan says. “Because of the nature of the information they contain, they have a direct link to security price discovery – the price that firms and investors will agree to buy and sell shares in the company. Simply put, earnings announcements can be used to examine how much investors value a firm.” As reports, earnings announcements are also highly complex and typically time-consuming to process. Because of this, Sridharan and her colleagues opted to look at just how quickly or slowly investors were reading announcements and responding to them – and how quickly or slowly stock prices were adjusting to reflect earnings news within a five-day window after earnings announcements, as well as a longer period to allow for potential overreaction or error. More Disclosure Credibility Equals Faster Results Sridharan explains, “The intuition we brought to the study was that the more investors trust a firm’s disclosures, the more efficient or faster they will be to process its earnings report; in other words, the more they will be likely to take the report on face value and less inclined to dig into the finer minutiae or question its findings.” Adopting this approach, she and her colleagues then compared and contrasted investor response to earnings reports from different firms, with greater or less involvement in CSR activities. In total, they looked at a large-scale sample of more than 19,000 annual earnings announcements from just under 3,000 U.S. firms over a 25-year period, between 1992 and 2017. Using Morgan Stanley Capital International environmental, social, and governance ratings, they were also able to determine the degree of firm-level CSR across their dataset during this period. Crunching the numbers, Sridharan and fellow researchers were able to arrive at a concrete conclusion: CSR measurably increases investor trust and disclosure credibility. “When we estimated our regression models, we found clear evidence that corporate social responsibility does indeed contribute to the average speed of price discovery around earnings announcements; and it does so positively. Our results reveal that CSR increases the speed with which stock prices incorporate earnings news. Breaking it right down, we see that a one unit increase in CSR activities corresponds to 1.96 percent increase in the average timeliness or efficiency of reported earnings.” In other words, investors are reacting more quickly and favorably to performance reports made by organizations with more demonstrated social responsibility. “We know that these types of announcements are lengthy and dense; they take time to process,” Sridharan says. “So, the intuition here is that when your firm plants a flag on responsibility and accountability, investors are more likely to take your disclosures at face value – they’re more likely to trust what you’re saying.” Organizations would do well to take this finding on board, says Sridharan; especially in today’s climate of high volatility and uncertainty. Having investors on board is critical in weathering the bad times along with the good, she adds, and CSR can be a game-changing tool in building that necessary trust. The Wild West of the Regulatory Landscape Sridharan’s paper also informs the regulatory landscape around corporate responsibility which is still in its infancy and which she likens to something of a “Wild West.” “The U.S. Securities and Exchange Commission (SEC) and other regulators are increasingly focused on improving the functioning of capital markets and understanding the role of CSR,” she says. “The SEC has included an examination of climate and ESG-related risks among its 2021 examination priorities which also underscores a growing investor interest in these issues. At the same time, research is showing that CSR can be misused or simply deployed to benefit managers looking to score reputational points with stakeholders–at the expense of shareholders. By demonstrating that investor perceptions of firms are materially shaped by firms’ CSR activities, our study highlights the importance of–and helps build the case for–monitoring and regulating firms’ CSR activities.” Suhas A. Sridharan is an Assistant Professor of Accounting at Emory University's Goizueta Business School. Sridharan studies investors' use of information to assess risk and resolve uncertainty, particularly around issues of political economy. She is available to speak with media about the importantance of CSR - simply click on her icon now to arrange an interview today.
Japan House: Fifty Years Ago Today
Joshua W. Walker, Ph.D., President and CEO, Japan Society This September we're celebrating the 50th anniversary of Japan House, Japan Society's landmarked headquarters building. Let's jump in our time machine and go back to 1971, when Japan Society was only 64 years old. At that time, U.S.-Japan relations were deeply embroiled in trade frictions while the ending of the U.S. embargo of China had just begun to impact East Asia. 1971 snapshots In the United States: Richard M. Nixon is President; Apollo 14 lands on the moon; massive protests are held throughout America against the Vietnam War; Walt Disney World opens in Orlando, Florida; Joe Frazier defeats Muhammad Ali in 15 rounds at Madison Square Garden; the first Starbucks opens in Pike Place Market, Seattle. In Japan: Eisaku Sato is Prime Minister; the U.S. and Japan sign an accord to return Okinawa to Japan; NHK TV implements colorization of all programs; Kamen Rider TV series begins broadcasting; the 48th reigning Sumo champion Yokozuna Taihō announces his retirement; McDonald's opens its first store in Ginza, Tokyo; Nissin creates the first "cup noodle." Japan House Meanwhile in New York City, Japan Society had occupied eight different locations since its founding in 1907, and by the mid-1960s, a dedicated building had become necessary to house the Society's rapidly expanding initiatives. Japan Society President John D. Rockefeller 3rd made a very generous pledge by donating the land for the building site and Japanese modernist architect Junzo Yoshimura was confirmed to design the building. On September 16, 1969, John D. Rockefeller 3rd and Japanese Foreign Minister Kiichi Aichi broke ground at a formal ceremony. Construction proceeded on schedule and staff moved in during the spring of 1971, with Executive Director Douglas Overton noting, "Each day we have found some new and delightful feature which has come off the drawing board as an unexpectedly brilliant success. Japan House will be a national important building worthy of its high purposes." Opening Week—five star-studded days of celebratory events—began on September 13, 1971 with Their Imperial Highnesses Prince and Princess Hitachi at the ceremonies. The Prince brought Japan's best wishes to the Society "for a new chapter, both rich in content and wide in scope." The Gallery opened its first exhibition, Rimpa: Masterworks of the Japanese Decorative School and the Tokyo String Quartet performed in the new auditorium. Junzo Yoshimura wrote about Japan House, "People the world over used to build their houses with local and traditional materials. Today, however, contemporary buildings all over the world use the same basic materials—concrete, steel and glass—yet different characters and nationalities can still be perceived among them. In designing Japan House I have tried to express in contemporary architecture the spirit of Japan." With the formal opening of the Society's headquarters a new era had begun. Their Imperial Highnesses Prince and Princess Hitachi and Japan Society chairman John D. Rockefeller 3rd view the first Japan Society Gallery exhibition Rimpa: Masterworks of the Japanese Decorative School. Photo © Thomas Haar. The next 50 years Fifty years later, we are at another inflection point. The novel coronavirus pandemic has taught us just how interconnected we are as a global community while placing new importance on our homes and transforming the nature of work. This unprecedented global crisis has also illuminated the strengths and weaknesses of our organization, providing new opportunities for envisioning the future. Just as the opening of Japan House shaped the Society's last 50 years, today we are reimagining how we use our space, from the physical to the digital, forging broader connections or kizuna for U.S.-Japan and for the world. We embrace our mission for the years to come, reaching out far beyond our building, to our city, country, and world as we seek to connect American and Japanese people, cultures, and societies through a global lens. Like a hike up Mt. Fuji, Japan Society’s nearly 115-year-long journey itself defines us far more than our current destination. Beginning in 1907, the first iteration of Japan Society focused on business relations between the U.S. and Japan. For its 1952 post-Occupation reconstitution under the leadership of John D. Rockefeller 3rd, the Society dedicated itself to arts, culture, and education, with an emphasis on supporting Japanese students in New York as well as spreading the word about Japan through significant cultural milestones such as partnerships with The Metropolitan Museum of Art and Lincoln Center, with traveling exhibitions and outreach on both sides of the Pacific. With the opening of Japan House in 1971, politics was reintroduced into the mix, the business and policy communities energized, and Japanese popular culture landed large—nearly 50,000 people came to the Grand Sumo Tournament at Madison Square Garden co-sponsored by Japan Society and the Asia Society in 1985! Today at Japan House we present Japan and U.S.-Japan as a way to engage with history and tradition, on the one hand, and innovation and the future on the other. As in 1971, the time to act is now and our opportunities are as great as the challenges of 2021. It's up to us to work together on new, critical connections to take us through the next 50 years. I'll be there with you. Joshua Walker (@drjwalk) is president and CEO of Japan Society. Follow Japan Society on Twitter, Instagram, Facebook, and LinkedIn. The views expressed in this article are the writer's own.
The Case for Career Advocates: An Organization Is Not a Meritocracy
This blog post is the first in a three-part series by Renee Dye 94PhD, associate professor in the practice of Organization & Management that summarizes the key messages she delivers to students in the hopes that it can catalyze and support the career success of a broader group of ambitious employees who aspire to make it to the C-Suite One of the paradoxes of the GenZs and Generation Alphas is their intuitive understanding of the phenomenon of social media…at the same time they maintain an almost ideological conviction that the workplace – apart from systemic biases – is otherwise a meritocracy, where talent is perfectly and objectively evaluated – and the best and most deserving rise to the top. Surely a cursory exploration of Instagram and TikTok would convince even the most skeptical of the fundamentally idiosyncratic nature of success in a networked world? The Real World is likewise characterized by outcomes in which success is imperfectly correlated with capability level. Someone whose capability level is less than yours may lap you in the race to the top of the organization. That may seem unfair, but that’s because you’re making the mistake of assuming that career success is predicated purely on capability. A survey of MBA graduates from Emory University's Goizueta Business School a few years ago produced a startling insight: of all the skills that we provided to our students during their MBA tenures, our students felt most unprepared to navigate “organizational politics” in their careers. The reason that I found this fact so astonishing is that today’s students, who are Digital Natives and in part Social Media Natives, are the most connected and self-promoting generation the world has ever seen. Yet today I find that my students continue to exhibit little practical understanding of how career success is forged…so much so that I now devote an entire class session in my core Strategy class to demonstrating the importance of relationship management and advocacy cultivation. Capability is not unimportant; far from it. As I tell my students, though, capability is table stakes these days as the level of education and skill sets continues to advance among individuals. If you’re not smart and capable you’re not getting in the door. But once you’re in, your career path and ultimate career success will be more determined by (1) your level of aspiration and unflagging commitment to achieving your goals; (2) your performance outcomes in your individual roles; (3) your work ethic and conscientiousness; and (4) the relationships you have with other people within your organization. And the relationships that matter the most are the individuals with influence and power over your future career opportunities. Let me put it starkly: without career advocates (notice the plural), it will be much, much harder to make it to the senior management ranks. Full stop. Some facts to bear this assertion out: • People with advocates are 23% more likely to move up in the careers • Women with advocates are 22% more likely to ask for a stretch assignment to build their reputations as leaders Ultimately, having an advocate confers a career benefit of 22-30%, depending on who’s doing the asking and what they’re asking for. That’s increasing your odds of making it to the C-Suite by nearly a third! If anecdotal evidence is more your thing, here are a couple of quotations for you: • A lot of decisions are made when you are not in the room, so you need someone to advocate for you, bring up the important reasons you should advance” (Catalyst Survey, as quoted in Elizabeth McDaid, “Mentor vs. Sponsor,” September 3, 2019) • When you get to the level in your career when decisions are not just being made by an individual manager, feedback from other leaders becomes crucial. Rosalind Hudnell, Chief Diversity Officer, Intel. As quoted in Hewlett, Sylvia Ann, Melinda Marshall, and Laura Sherbin. “The Relationship You Need to Get Right,” HBR 2011) • “I was great at building businesses and had tons of cheerleaders, but I had that typical Asian keep-your-head-down-and-you’ll-get-taken-care-of mindset.” My boss had to take me aside and tell me that if I didn’t actively cultivate her as my sponsor, I would never progress beyond senior associate” (quoted in Hewlett, Sylvia Ann, Melinda Marshall, and Laura Sherbin. “The Relationship You Need to Get Right,” HBR 2011) To reiterate: an organization is not purely a meritocracy where talent and hard work speak for themselves; and it’s much, much harder to advance within an organization without effective advocates. "This blog post is the first in a three-part series that summarizes the key messages I deliver to my students, in the hopes that it can catalyze and support the career success of a broader group of ambitious employees who aspire to make it to the C-Suite,” writes Renee Dye 94PhD, associate professor in the practice of Organization & Management. “Most of my lessons are derived from my own unlikely personal journey from literary scholar to top-tier management consultant to C-suite executive for a publicly traded company, but they are also heavily informed by leading researchers like Sylvia Anne Hewlett. In the final blog, I discuss the impact of remote work on career success.” For more insight and to continue reading this article and series, please visit Dye’s blog. To arrange an interview – simply click on Dye’s icon now to book a time today.
What does the latest federal ruling mean for DACA? A UConn expert weighs in.
Deferred Action for Childhood Arrivals, more commonly known as DACA, was introduced in 2012, and ithas enabled roughly 828,000 eligible young adults to work, attend school, and live out their lives in the United States, the only country they know as their home, according to the American Immigration Council. DACA is back in news, though, after a federal judge in Texas ruled that the program was unconstitutional, a decision that attorney, scholar, and expert Jon Bauer from the UConn School of Law says is shaky: The decision in federal court wasn’t a surprise to Jon Bauer, who directs the University of Connecticut Law School’s Asylum and Human Rights Clinic. Because Hanen is known for his conservative judicial philosophy, according to Bauer, the ruling was expected to interfere with DACA in some capacity. But Bauer said the ruling could be overturned. “The reasoning of the decision is very weak, in my opinion. The judge, I think, misconstrued the scope of the Department of Homeland Security's authority to engage in what's called deferred action, which is what the DACA program is,” Bauer said. Connecticut has 3,560 residents who have DACA, as of March 2020, according to the Department of Homeland Security which administers the policy. Current recipients aren’t in immediate danger of losing their status, since the ruling as of now only prevents first time applicants from getting DACA. Bauer said that non-citizens have long been allowed to work with deferred action. While the federal government can conceivably attempt a legislative path to citizenship for DACA recipients, the road ahead to any permanent solution is uncertain due to the divisive nature of the current Congress. July 31, 2021 – Hearst Connecticut Media The fate of DACA is important not just to the individual recipients, but to the immigration system and economy of the United States more broadly. If you are a journalist looking to know more, then let us help. Jon Bauer is a clinical professor of law and is the director of the UConn School of Law’s Asylum and Human Rights Clinic. He is a go-to expert in the areas of asylum and refugee law, immigration law, employment and housing discrimination, and legal ethics. Professor Bauer is available to speak with media regarding this most recent DACA ruling – simply click on his icon now to arrange an interview today.
Aston University experts explain what it takes to make a champion for EURO 2020 podcast series
"It's the age-old question... you need talent, drive, and luck. I always believed 'attitude' was one of the top attributes to becoming an elite athlete, but I've changed my mind" Professor Gavin Woodhall, Aston University In this episode, journalist Steve Dyson chats to Professor Gavin Woodhall and Dr James Brown about how far our genetic makeup can take us in the journey to becoming an elite athlete, and how attitude makes it all possible. Professor Woodhall looks at the question from a pharmacology and neuroscience angle. He explains the chemistry of the brain, and how neurones are wired to talk to each other. He references the importance of genetic muscle fibres but focuses on how high cognitive brain loads enable feet skills and positioning due to brain synapse connections, "pruned to be more efficient", with proprioceptors unconsciously guiding movement. Dr James Brown looks at the question from a ‘bioscience’ perspective. He explains that there have to be genetic and physical aspects but that these take years to refine, quoting research that ‘it takes 10,000 hours training over ten years to become elite’. He looks at family links and cites interesting monozygotic twin research that disentangles nature/nurture elements. He talks about well-known sports examples in relation to science - Tiger Woods, Robbie Fowler, Usain Bolt, Conor McGregor, Lennox Lewis and various cricketers. He mentions the YIPS (when elite sports stars start losing their edge) and how this can be overcome.
Victory for Kim Leadbeater, relief for Keir Starmer. Peter Byrne/PA Images/Alamy Stock Photo Parveen Akhtar, Lecturer in Political Science, Aston Centre for Europe at Aston University, dissects the close vote. The Batley and Spen by-election was a close contest that went right down to the wire with few commentators risking calling the result before it was announced. At 5:25am it was declared. Kim Leadbeater was the new Labour MP for Batley and Spen, beating her nearest rival, the Conservative candidate Ryan Stephenson, by 323 votes. It was close but a clear victory for Labour. Leadbeater’s acceptance speech was always going to be poignant. This was the seat held by her older sister, Jo Cox, at the time of her murder in 2016. Cox, who won the seat for Labour in 2015, was killed by a terrorist who held extreme right-wing views and targeted Cox because of her work with refugees. But what was striking – if also sobering and shocking in equal measure given the context – was that Leadbeater also had recourse to thank West Yorkshire police for their protection of her during the campaign. “Sadly”, she said, “I have needed them more than ever.” In fact, even before her victory had been declared, she released a statement pointing to the “intimidation and violence of those who had convened in the constituency with the sole aim of sowing division”. Discord, division and dirty tricks A total of 16 candidates put their hats in the ring for the race in Batley and Spen – a number of whom represented far-right political parties. But it was the presence of George Galloway standing as an independent for the Workers Party which seriously threatened to undermine Labour’s chances of retaining the seat it had held since 1997. Galloway was determined to woo traditional Labour supporters, including the significant Muslim constituent in Batley and Spen. Capitalising on escalating tensions in the Middle East, Galloway sought to paint the Labour leader Sir Keir Starmer as anti-Muslim. His intention was to set up the vote as a referendum on Starmer’s leadership, to split the Labour vote and ultimately force Starmer out of office. To this end, he also attempted to attract white working-class voters by building a narrative of the Labour leader as “woke” rather than for the working class. In the run-up to July 1 there were deeply disturbing reports coming out of Batley and Spen detailing the intimidation and abuse of candidates. There were accusations of dog-whistle racism and homophobia, fake leaflets and foul play. The campaign descended into one of the most bitter and divisive by-elections of recent years. Tracy Brabin, who had won the seat after the murder of Cox and whose win in the West Yorkshire mayoral election triggered the by-election, described witnessing her group of canvassers “being egged, pushed and forced to the ground and kicked in the head”. It was by no means the only time such disturbing strategies have been exploited. In fact, similar divisions were present in the 2015 general election in Bradford West, an election in which Galloway was again present, this time fighting to retain his seat. At a hustings at the university, the then conservative candidate, George Grant, captured the “wild west” nature of the campaign by likening it to a 19th-century rotten borough rather than a 21st-century parliamentary democracy. That election too descended into discrediting individuals and delving into their private lives rather than concentrating on the issues faced by people on the ground. Changing nature of campaigns Electioneering is by its very nature divisive, effectively asking the electorate to vote for party or candidate A and not party or candidate B. But dirty tricks or underhand tactics used to discredit opponents are by no means inevitable. And yet, while the notion of a sense of fair play and decency may be engraved in the nation’s idea of itself, the 2019 general election demonstrated how easy it is to resort to electioneering in bad faith in the age of social media. From faking fact checks to manipulating videos, the 2019 election threw up a whole catalogue of ways in which to unduly undermine political opponents. Indeed, divisive and personal campaigns may become more prevalent in an era of online campaigning. Something not unique to the UK, of course. The 2020 US presidential election was also divisive in nature as were the state elections in India’s West Bengal earlier this year. In Batley and Spen, in the end, as the Leadbeater pointed out in her speech, the people voted for hope not hate. Yet the constituency is deeply divided and will take much work to bring together. Leadbeater was the only major candidate on the ballot box who was local to the area. While the others leave, she remains, in her words, “the best person” to get on with the job of reconciliation.
Self-Built Protein Coatings Could Improve Biomedical Devices
Fouling is a natural phenomenon that describes the tendency of proteins in water to adhere to nearby surfaces. It’s what causes unwanted deposits of protein to form during some food production or on biomedical implants, causing them to fail. Using her expertise in developing bio-inspired materials for use in human health, R. Helen Zha, an assistant professor of chemical and biological engineering will harness this process found in nature to develop a versatile and accessible approach for modifying solid surfaces. With the support of a more than $592,000 National Science Foundation Faculty Early Career Development (CAREER) grant, Zha will use silk fibroin — a protein that naturally assembles itself — to grow a nanoscale film on the surface of an object. This approach only requires a beaker, water, salt, and the protein, which Zha said makes it biocompatible, safe, ecofriendly, and accessible beyond the walls of a lab. Zha has demonstrated that this approach can work and, in some cases, even increase the therapeutic benefits of an implant. In research published in ACS Biomaterials Science & Engineering, Zha collaborated with Ryan Gilbert, a professor of biomedical engineering at Rensselaer, to modify the surface of a fibrous scaffold that was developed by Gilbert’s lab in order to encourage the growth of neurites at the site of nerve damage. The importance of this research could expand beyond the protein Zha and her lab are working with. This approach, she explained, could be applied to any number of proteins and macromolecules.
