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October is Disability Awareness Month - contact a UMW expert if you are covering
One in four Americans lives with a disability, according to the Centers for Disease Control and Prevention. At the University of Mary Washington, it’s one in eight. “With those sorts of numbers, it’s mind-boggling [that] disability doesn’t have more automatic inclusion when people think about diversity,” said UMW Professor of English Chris Foss. As the Americans with Disabilities Act’s 30th year and October’s Disability Awareness Month shine a light on one of the country’s most underrepresented groups, so does a new UMW course. Offered for the first time this fall, Intro to Disability Studies (IDS) delves into the 21st-century experience of a diverse population, exploring cognitive, sensory, mobility and other differences as just as essential to the human condition as gender and race. The 16-week course fans out across disciplines, examining disability throughout the lifespan in historical, political, social and other contexts. Years in the making, the class is team-taught by faculty and staff – from art history, education, English, historic preservation, psychology and the Office of Disability Resources (ODR) – who’ve poured their time and passion into the topic in hopes it gains traction. “It took a lot of meetings, discussion and work on Google Docs to pull this together,” said Professor of Art History Julia DeLancey, who borrows from her first-year seminar, “The Beauty Difference Gives Us,” to deliver an IDS session on how disabilities affect artists’ work. If you are a journalist looking to cover Disability Awareness Month and the Americans with Disabilities Act’s 30th year, then let the experts from the University of Mary Washington help with your story. Dr. Julia DeLancey and Dr. Chris Foss are available to speak with media about this important topic – simply click on either icon to arrange an interview today.
With America less than two weeks away from one of its most unique and divisive elections in the country’s history – and as the polls tighten and the outcome seems to be coming a little more clear from the fog of a long campaign, some might be getting a little worried. The November 3rd outcome is far from determined, especially if anyone wants to think back four years when President Trump was a candidate that was expected to be routed by Hillary Clinton. But as Joe Biden’s campaign is showing strength in traditional Republican strongholds, the idea of voting down the ballot and the ripple effects of voter change has representatives from both the Senate and House of Representatives concerned. If the presidency is to be lost, holding power and keeping a strong presence in both houses is still a priority. Getting re-elected and staying employed is also an important factor for members of Congress and sitting Senators. The following few days may be a crucial time for a lot of candidates seeking election in traditional ‘red’ states to start thinking for themselves and even distancing their platforms and profiles away from the campaign for the White House. It’s not as easy as it may seem. And that’s where a political expert can assist when examining a few of the important angles: What consequences and risks are there for candidates who abandon the party line? Where is it happening now and who is most vulnerable? Is down-the-ballot voting really an issue or just more of a myth made up for media covering an already long election? If you are a journalist looking to cover this election trend or any other topic leading up to Election Day – then let our experts help. Dr. Rosalyn Cooperman, associate professor of political science at the University of Mary Washington and member of Gender Watch 2018, is an expert on women in politics. She is available to speak with media regarding this topic – simply click on her icon to arrange an interview.
With debating done – what left in the last week of the 2020 presidential election campaign?
The road to the White House and the long and winding road of the 2020 presidential election campaign is finally coming to an end. With three debates schedules – one raucous, one canceled and the final one well moderated and with bad behavior reigned in by muted microphones, all that is left is getting out the vote and the final push to sway undecideds. This year, and the election race that took place during it, was like no other – and though voters and the American people can now see the light at the end of the tunnel, there’s still a lot to watch for as November 3rd approaches. And that’s where our experts can help if you are covering. The University of Mary Washington has one of the foremost political experts in the country who can help with your stories. Dr. Stephen Farnsworth is a sought-after political commentator on presidential politics. He has been widely featured in national media, including The Washington Post, Reuters, The Chicago Tribune, and MSNBC. Stephen is available to speak with media any time regarding the election – simply click on his icon to arrange an interview today.
Covering CRISPR, gene editing – and what it might mean for generations to come? Our experts can help
The two scientists who took the concept of gene editing to the forefront were recently rewarded with the Nobel Peace Prize in Chemistry. The efforts of scientists Emmanuelle Charpentier and Jennifer Doudna and the development of clustered regularly interspaced short palindromic repeats have taken a vaguely titled idea named CRISPR into the modern conversation. Since then, this process has transcended itself into medicine, agriculture and a host of other scientific applications being used around the world today. There is a lot to know about CRISPR: How does it work, what are the risks and what are the potential rewards that have yet to be discovered? There is also a lot of concern about how gene editing could transform life and future life as we know it. If you are a journalist looking to know more about CRISPR, Augusta University has the expert you need for your questions and coverage. Dr. Paul Langridge is an acclaimed scientist specializing in morphogenesis, CRISPR, signal transduction, and cell and molecular biology. He is an expert when it comes to the topics of gene editing and has used the same technologies that the Nobel winners also used in their research. Langridge is available to speak with any reporters looking to cover this topic; simply click on his icon to arrange an interview today.
People with outgoing personalities get noticed. Heads turn toward those with charismatic voices, emotional speech, high energy, empathetic gestures, and engaging smiles, but on the corporate front, how do these traits come to bear on executive compensation, hiring, and firm outcomes? “The short answer is that extraversion is associated with positive career and firm outcomes,” said T. Clifton Green, professor of finance at Emory’s Goizueta Business School, whose published work Executive Extraversion: Career Firm and Outcomes (The Accounting Review, 2019), explores this phenomenon. The study, with coauthors Russell Jame 10PhD, University of Kentucky’s Gatton College of Business and Economics, and Brandon Lock 12BBA Baruch College’s Zicklin School of Business, City University of New York, highlights the role of personality traits in explaining executive promotions, job tenure, and outside board service. Green also finds evidence that having an extraverted CEO bodes well for investor recognition, sales growth, and acquisitions. The study goes on to explain the personality trait of Extraversion, which is often described as “the single most important aspect of an individual’s personality,” according to Green, with the other of the Big Five traits being Agreeableness, Openness, Emotional Stability, and Conscientiousness. Extraverts tend to be outgoing and gain energy from being around others, whereas introverts tend to be more reserved and recharge through solitude. Psychology research identifies extraversion as the personality trait most closely associated with leadership emergence. The study linked above is available for reading – and if you are a journalist looking to learn more or cover this very interesting topic, then let our experts help. T. Clifton Green is a Professor of Finance at the Goizueta Business School. He is an expert in the areas of market microstructure, with an emphasis on behavioral finance and his research has been featured in the Wall Street Journal, Barrons, Financial Times, and on CNBC.
BLOOMINGTON, Ind. -- During the pandemic, the amount of screen time for many people working and learning from home as well as binge-watching TV has sharply increased. New research finds that wearing blue-light glasses just before sleeping can lead to a better night's sleep and contribute to a better day's work to follow. "We found that wearing blue-light-filtering glasses is an effective intervention to improve sleep, work engagement, task performance and organizational citizenship behavior, and reduced counterproductive work behavior," said Cristiano L. Guarana, assistant professor of management and entrepreneurship at the Indiana University Kelley School of Business. "Wearing blue-light-filtering glasses creates a form of physiologic darkness, thus improving both sleep quantity and quality." Most of the technology we commonly use -- such as computer screens, smartphones and tablets -- emits blue light, which past research has found can disrupt sleep. Workers have become more dependent on these devices, especially as we navigate remote work and school during the coronavirus pandemic. The media have recently reported on the benefits of blue-light glasses for those spending a lot of time in front of a computer screen. This new research extends understanding of the circadian rhythm, a natural, internal process that regulates the sleep-wake cycle and repeats roughly every 24 hours. "In general, the effects of wearing blue-light-filtering glasses were stronger for 'night owls' than for 'morning larks,' said Guarana, who previously has studied how lack of sleep affects business decisions, relationships and other behaviors in organizations. "Owls tend to have sleep periods later in the day, whereas larks tend to have sleep periods early in the day. "Although most of us can benefit from reducing our exposure to blue light, owl employees seem to benefit more because they encounter greater misalignments between their internal clock and the externally controlled work time. Our model highlights how and when wearing blue-light-filtering glasses can help employees to live and work better." The findings appear in the paper, "The Effects of Blue-Light Filtration on Sleep and Work Outcomes," published online by the Journal of Applied Psychology. Guarana is the corresponding author; his co-authors are Christopher Barnes and Wei Jee Ong of the University of Washington. The research found that daily engagement and performance of tasks may be related to more underlying biological processes such as the circadian process. "Our research pushes the chronotype literature to consider the relationship between the timing of circadian processes and employees' performance," the researchers wrote. A good night's sleep not only benefits workers; it also helps their employers' bottom lines. "This study provides evidence of a very cost-effective means of improving employee sleep and work outcomes, and the implied return on investment is gigantic," said Barnes, professor of management and the Evert McCabe Endowed Fellow at the University of Washington's Foster School of Business. "I personally do not know of any other interventions that would be that powerful at that low of a cost." Across two studies, researcher collected data from 63 company managers and 67 call center representatives at Brazil-based offices for a U.S. multinational financial firm and measured task performance from clients. Participants were randomly chosen to test glasses that filtered blue light or those that were placebo glasses. "Employees are often required to work early mornings, which may lead to a misalignment between their internal clock and the externally controlled work time," the researchers said, adding that their analyses showed a general pattern that blue-light filtration can have a cumulative effect on key performance variables, at least in the short term. "Blue-light exposure should also be of concern to organizations," Guarana said. "The ubiquity of the phenomenon suggests that control of blue-light exposure may be a viable first step for organizations to protect the circadian cycles of their employees from disruption." Researchers received no financial support or compensation for this research. The glasses were donated by the Austin, Texas-based company Swanwick.
You might have heard of the beer distribution game. The idea is that a group of participants enact a four-stage supply chain scenario. Some take on the role of those at the point of origin in the supply chain – the upstream agents: manufacturers and distributors. Others role-play the downstream agents at the other end of the chain – the distributors and end-customers: in this case, let’s say the bar owners and beer drinkers. The goal is simple. All you have to do is produce, deliver and sell the beer to your customers, while keeping your costs on back orders and inventory to a minimum. This should be easy enough, in theory. The basic rules of economics suggest that customer demand dictates supply. In practice, however, things can get a little skewed. And this disconnect can happen fast. For a start, players have limited information. They can only see what’s in front of them – bits of paper with order numbers. And as they start to share this information with each other, all kinds of coordination issues arise. Things start to go wrong. Customer demand for X or Y kegs of beer is imperfectly relayed to the bar owner retailer, who in turn passes it on the other players upstream, but makes mistakes in doing so. The result is a kind of Chinese Whispers where confusion reigns, poor decisions are made about stock, too much or too little beer is manufactured or supplied. You end up with increased costs in the supply chain, and, not to mention thirsty beer drinkers. The beer game is just that – a game. But it represents a problem that is all too familiar to suppliers in most industries and sectors. It’s called the Bullwhip effect, and it’s a conundrum. “The Bullwhip effect is a real challenge for suppliers in every industry,” said Nikolay Osadchiy, associate professor of Information Systems & Operations Management at Goizueta Business School. “Because demand information gets distorted along the chain, suppliers can see a lot of volatility at their end which can translate into more inventory and drives up costs. It’s a really pressing issue that needs to be addressed.” Osadchiy and his colleagues Bill Schmidt from Cornell University and Jing Wu from the Chinese University of Hong Kong got to work researching the idea. First, they modeled a supply network based on 15 years of data from publicly traded companies across the globe. Second, they determined the ‘upstreamness’ that different firms had – or the positions they occupy – within that network. And third, they examined the demand distortion within each firm and measured demand variability across the different layers of the network to determine how they affect each other. The results of their work were all captured in the article attached below – the information was quite compelling and will greatly assist businesses as they plan their way through and after a globe-shifting event like COVID-19. It’s interesting material for sure – and if you are a journalist looking to know more about supply chains and how businesses will need to adapt in order to survive post-pandemic, then let our experts help with your questions and coverage. Nikolay Osadchiy is an Associate Professor of Information Systems & Operations Management at Emory University's Goizueta Business School. He is an acclaimed expert in the areas of supply chain management and how supply networks affect risk and operational performance. Nikolay is available to speak with media regarding this topic – simply click on his icon to arrange an interview today.
Continuing to Learn and Explore American History
In the United States, students take several American history courses throughout their K-12 experience. So, why should students bother to continue taking American history courses in college? For Southern Utah University's Dr. Mark Miller, the answer is simple. “When I teach a history course, I am always looking for ways to point out how an issue or event in the past is relevant to something going on in today's world,” said Dr. Miller. “With this year's presidential election going on there have been plenty of examples to tie into regarding past politics and past political crises we have lived through as Americans.” Dr. Miller has conducted some exciting research that will be published in 2021. His upcoming articles includes: “Polygamy under the Red Cliffs: Women’s Voices and Historical Memory at Centennial Park” in Utah Historical Quarterly, “A River Again: Fossil Creek, Desert Fishes, and Dam Removal in the American Southwest” in Pacific Historical Review, and “‘One Territory, Many Peoples:” Racial and Ethnic Groups and the Development of Arizona Territory” in The Smoke Signal. “I think my work on plural marriage and environmental history shows that history is never dead,” said Dr. Miller. “It reveals that in current debates history is quite important. What happened in the past still informs the present. Since both of these topics are quite controversial today, I think historians provide a valuable service by exposing the history behind debates over allowing polygamy in modern America or whether we should make trade offs in development and water use to preserve unique species. Knowledge of people who practice plural marriage and their religious history as well as the history of preservation efforts toward endangered species is vital to all participants in the debates.” Dr. Mark Miller is a professor of history and the department chair of History, Sociology, & Anthropology at Southern Utah University. His research and teaching specialties include United States History, American West, Borderlands, Indigenous Culture and History, World Civilization, and Latin America. He has published articles and books on modern American Indian History, most recently Forgotten Tribes (2006) and Claiming Tribal Identity (2013). He has published articles on race and ethnicity, on indigenous identity and politics in several journals. Dr. Miller is familiar with the media and available for an interview. Simply visit his profile.
Workplaces are changing – and with America adjusting and adapting to the new realities of COVID-19, how teams are managed and how leaders are portrayed is also in a state of evolution. Georgia Southern’s Steven Charlier was recently interviewed by the BBC – and was featured in an article that focused on the differences between leadership skills and how they come across in-person and on-line. “Fifteen years ago, Steven Charlier, chair of management at Georgia Southern University in the U.S., had a hunch that in-person charisma and leadership skills don’t translate virtually. “Before I became an academic, I worked for IBM for a number of years on a lot of virtual teams,” he says. “I had a boss who was a wonderful guy and great manager, and he drove me crazy trying to communicate. He was incredibly slow and unresponsive.” This seed of professional vexation has borne fruit, with new data showing that the confidence, intelligence and extroversion that have long propelled ambitious workers into the executive suite are not enough online, because they simply don’t translate into virtual leadership. Instead, workers who are organised, dependable and productive take the reins of virtual teams. Finally, doers lead the pack – at least remotely. Georgia Southern’s Charlier is not surprised to find a wide gulf between the behaviors of in-person and remote leaders. “In any leadership role, you’ve got to establish that trust. It’s trusting that the person is going to do things,and trusting that they’re telling the truth and being up front and honest. But how you go about doing that virtually is a little different – it’s a different skill set.” This is a fascinating topic and one that will be top of mind as America begins a new era of remote working. And if you are a journalist looking to follow up on this topic – then let our experts help. Steven Charlier is an expert in project management and virtual teams on project-based work and how technology influences how we work and lead within organizations. He’s available to speak with media about this very interesting topic – simply click on his icon to arrange an interview.
In the introduction to his new book, Greg Fisher and his co-authors note that strategy used to be the domain of only those at the very top of an organization. Many would attend management retreats and forget what was discussed soon afterward, much like unfulfilled New Year’s resolutions. “It used to be that strategy happened at off-site retreats, often coupled with golf, cigars and scotch. It used to be that strategy was only discussed as part of an annual planning cycle … was about grand, long-term plans that stretched way into the future,” they wrote. “Strategy was largely cerebral.” Fisher, the Larry and Barbara Sharpf Professor and an associate professor of entrepreneurship at the IU Kelley School of Business, says those days are over. Even before the Covid-19 pandemic began seemingly disrupting every aspect of life, including business processes, the rapid pace of social change meant that companies could no longer wait or slowly adjust. His book, “Strategy in 3D: Essential Tools to Diagnose, Decide & Deliver (Oxford University Press),” co-authored with two former Kelley School faculty members, presents insights into how companies can broaden and include more people in the strategic process. “Anyone with career ambition in the business world needs to become a strategist. We hope this book will serve as a useful resource for everyone willing to take that leap,” he wrote along with John Wisneski of Arizona State University’s W.P. Carrey School of Business and Rene Bakker of Rotterdam School of Management at Erasmus University. The first section of the book discusses strategic concepts and ideas and how they can be enacted in different ways and at different levels of an organization. Then they discuss the “three elements that are central to being strategic within a business – the 3Ds of diagnose, decide and deliver.” The second section outlines tools that should be part of any manager’s strategy toolbox. The authors see strategy as being about diagnosing a wide array of complex issues or opportunities facing organizations, deciding on solutions to address those challenges or opportunities and then taking action. But the process of forming such strategies is messy. “There are no hard-and-fast rules when it comes to applying tools in tandem,” they note in the book’s conclusion. “What does stand out, though, is that making combinations that ‘click’ with the specific problem in focus adds more value than simply adding tools in isolation.” The book’s 218 pages cover a great deal, but here are three important takeaways from Fisher, Wisneski and Bakker: Let the problem define the parameters – Preconceived preferences for certain tools or frameworks offer fewer useful insights than the application of tools developed to address specific issues. “In other words, start from the problem or question you face,” they said. Combine strategic tools that offer complementary insights – It makes sense to select tools that will investigate different sides of a problem, “making sure no stone is left unturned.” It makes sense to often include at least one external and internal strategic tool in tandem. “We want to know generally whether this new market is attractive, but the more important question is whether the market is also attractive for us,” they said. “Strategists are everywhere,” Fisher and his co-authors write. “We are aligned in our dismissal of the view of the chief executive as the almighty, all-knowing strategy designer.”