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The First Amendment: Foundations, Freedoms, and Why It Still Matters
The First Amendment is more than just words on paper — it’s a bedrock of American democracy. Adopted in 1791 as part of the Bill of Rights, it protects fundamental freedoms: speech, religion, press, assembly, and petition. Its influence ripples through every aspect of civic life, shaping what citizens can say, believe, hear, and demand from government. How It Started In the wake of the Revolutionary War and under the new Constitution, many Americans worried that the federal government could become too powerful — especially over individual rights. To allay those concerns, the Bill of Rights was proposed. The First Amendment was among those first protections ratified in December 1791, explicitly forbidding Congress from making laws that establish religion, restrain free speech or press, or curb the rights of people to assemble and petition their government. Over time, this compact set of protections has been tested, expanded, and clarified. Landmark court decisions and historical crises—from the Sedition Act era in the 1790s, World Wars, civil rights struggles, to modern debates—have shaped how these freedoms are understood in practice. What It Means Today For citizens, the First Amendment offers more than legal guarantees: it gives voice. It underpins political debate, dissent, journalism, artistic expression, religious diversity, protests—and it enables citizens to hold power accountable. At school, at work, on social media, in place of worship, or in the press, these freedoms allow Americans to share ideas, critique policy, and petition for change. But First Amendment rights are not unlimited. Legal doctrine has evolved to balance free speech with other social interests—such as national security, public safety, protection from defamation, or decency norms. The courts continue to adjudicate what constitutes protected speech, what kinds of regulations are permissible, and how emerging issues—like the internet, social media, and new forms of communication—fit into long-standing legal principles. Why This Matters The First Amendment remains essential because it shapes both the rights and responsibilities of citizenship. Without it, political dissent—vital to healthy democracy—can be stifled. Without free press, government actions may go unchecked. Without freedom of religion and conscience, personal beliefs may be coerced or marginalized. As society changes—through technology, demographic shifts, and cultural dialogues—these freedoms are continually negotiated. Understanding the First Amendment helps individuals understand their power and limits. It shows why protests matter, why journalism matters, why speaking up matters. It also frames why legal protection matters in areas such as whistleblowing, religious diversity, and minority rights. Connect with our experts about the history, protections, and current significance of the First Amendment for all Americans: Check out our experts here : www.expertfile.com
No More Edits for “Face the Nation”
Mark Lukasiewicz, dean of Hofstra’s Lawrence Herbert School of Communication, is featured in an article in Variety: “CBS News Agrees Not to Edit ‘Face The Nation’ Interviews Following Homeland Security Backlash.” The report covers a CBS News decision to discontinue editing taped interviews with newsmakers who appear on “Face the Nation.” The agreement came after the Trump administration complained about an interview with Secretary of Homeland Security Kristi Noem. During the course of the segment, Noem made unsubstantiated statements about Kilmar Abergo Garcia, a Salvadoran man who was deported from the U.S., despite having protected legal status. CBS decided to air an edited version of the interview and to make the full exchange available online. “A national news organization is apparently surrendering a major part of its editorial decision-making power to appease the administration and to bend to its implied and explicit threats. Choosing to edit an interview, or not, is a matter for newsrooms and news organizations to decide. The government has no business in that decision,” said Dean Lukasiewicz.
University of Delaware, in close collaboration with Delaware State Police, the Delaware Association of Chiefs of Police, the Office of Highway Safety, and the Delaware DMV, has co-developed the Blue Envelope Program – now launched statewide as of Aug. 26, 2025. The program offers no-questions-asked, no-ID-required, free envelopes that drivers with disabilities (including communication differences, sensory needs, mobility limitations, or other differences) can keep in their vehicle. The envelope includes space for emergency contact or medical notes, instructions for law enforcement and tips to ensure safe, respectful, clear exchanges during traffic stops. The University of Delaware Center for Disabilities Studies helped review and approve the content and design to ensure inclusivity and accessibility. UD experts – including Sarah Mallory (Associate Director of the Center for Disabilities Studies) and Alisha Fletcher (Director, Delaware Network for Excellence in Autism) – are available to speak about how the program supports an underserved and underrepresented group and improves outcomes in law enforcement encounters. Why This Matters: Traffic stops can be stressful for drivers with disabilities and can lead to misinterpretations or heightened risk. The Blue Envelope helps reduce misunderstandings while preserving dignity and safety. Delaware joins around 10 other states (including Maine, Massachusetts, New Jersey, New York, Rhode Island, and Vermont) in adopting a traffic-stop communication aid for drivers with disabilities This is a practical, no-barrier solution that promotes equity, accessibility, and respectful law enforcement practices. To speak with either Mallory or Fletcher to learn more about the program's development, impact and what’s next, email mediarelations@udel.edu.
Largest Cohort in LSU History: Six Distinguished Faculty Members Named Boyd Professors
Named in honor of brothers Thomas and David Boyd, early presidents and faculty members of LSU, the Boyd Professorship recognizes faculty who bring honor and prestige to LSU through their national and, as appropriate, international recognition for outstanding achievements. Before today, only 79 faculty members from all of LSU’s campuses have ever achieved this distinguished rank. The newest cohort of Boyd Professors represent a wide variety of disciplines and hail from three of LSU’s eight campuses: LSU A&M, Pennington Biomedical Research Center, and LSU Shreveport. This group includes LSU Shreveport’s first-ever Boyd Professor, a landmark achievement for the campus and a testament to its academic distinction. As the largest group of Boyd Professors ever named at one time, this cohort underscores LSU’s rising reputation for research excellence across all of its campuses. “This is a moment of real pride for LSU. Naming six new Boyd Professors is not only historic in scale, it's a clear reflection of the extraordinary strength and momentum of our academic enterprise,” said Interim LSU President Matt Lee. “These scholars are advancing knowledge in ways that reach far beyond our campuses, and their work is helping to define LSU’s place on the national and global stage. I am especially proud to see LSU Shreveport represented for the first time, a milestone that reflects the growing excellence across our campuses. This achievement is a powerful reminder of our commitment to advancing scholarship and shaping the future through research, education, and service.” The newest Boyd Professors are: Mette Gaarde, Les and Dot Broussard Alumni Professor, Department of Physics and Astronomy, College of Science, LSU A&M John Maxwell Hamilton, Hopkins P. Breazeale LSU Foundation Professor, Manship School of Mass Communication, LSU A&M Steven Heymsfield, Professor of Metabolism and Body Composition, Pennington Biomedical Research Center Michael Khonsari, Dow Chemical Endowed Chair and Professor, Department of Mechanical Engineering, College of Engineering, LSU A&M Alexander Mikaberidze, Professor of History, Ruth Herring Noel Endowed Chair, College of Arts & Sciences, LSU Shreveport R. Kelley Pace, Professor, Department of Finance, E. J. Ourso College of Business, LSU A&M Nominations for the Boyd Professorship are initiated in the college, routed for review and support at the campus level, then considered by the LSU Boyd Professorship Review Committee, which seeks confidential evaluations from dozens of distinguished scholars in the candidate’s field of expertise. Once endorsed by the review committee, the nomination is forwarded to the LSU President and Board of Supervisors for consideration. With this distinction, a Boyd Professor’s compensation is elevated to reflect the stature of LSU’s most distinguished faculty, with a salary set at no less than the 95th percentile of full professors in comparable disciplines at peer public institutions across the southeastern United States. They also receive an annual stipend to further support their research and scholarly pursuits. Please join us in congratulating these faculty on this outstanding accomplishment.
LSU Expert Carol Friedland on Katrina’s Legacy: What’s Changed, What Still Needs to Be Done
After Hurricanes Katrina and Rita devastated Louisiana and brought billions of dollars of damage to the state, lawmakers worked with researchers, engineers and others to create and implement new codes and laws in an attempt to prevent such serious damage happening again. On Aug. 29, LSU and the LSU AgCenter hosted an event at the Energy, Coast and Environment Building in honor of the 20th anniversary of Hurricane Katrina, which made landfall in Louisiana on the same date in 2005. The daylong conference featured leading voices from LSU and government officials, who spoke about the impacts that hurricanes Katrina and Rita had on Louisiana and how policies and research have changed since those storms. As a part of the program, Carol Friedland, the director of the AgCenter LaHouse Research and Education Center, spoke alongside Brad Hassert, executive director of the Louisiana State Licensing Board for Contractors, for a seminar called “Innovating Resilience: Solutions Inspired by Katrina.” The two discussed recent developments in building materials and building codes that showed the changes, or lack thereof, since the two devastating hurricanes. At the time of the storms, building codes were not uniform in the state, and some parishes had almost no building codes at all. After Katrina and Rita, however, officials pushed for a unified code that better protected Louisiana residents from dangerous storms and weather events. “After Hurricane Katrina, we actually enacted very strong legislation to adopt the model code,” Friedland said. “Also, at the same time, the FEMA mitigation assessment team went out and documented a lot of the failures from Katrina. This program really helps us learn around the country what are the practices that are working and what are the practices that are not working and then getting those integrated into the code process.” Friedland went on to talk about some developments for houses that she has been working on, like “fortified roofs,” which are new roofs that will protect residents more efficiently than the codes required in Louisiana. Friedland also talked about the process of implementing new codes. Researchers must find agreement with governmental entities and other parties, like insurance adjusters and contractors, to succeed, she said. Hassert spoke about the importance for homeowners to find a licensed contractor after a weather event causes damage to their house. This is mostly to ensure that the house will be repaired to code and so the homeowners will not be scammed or stolen from. Hassert, who was recently appointed executive director of the Louisiana State Uniform Construction Code Council, urged researchers and other stakeholders to come together and participate in council meetings so they can make the most informed and beneficial decisions that they can. Both Hassert and Friedland believe there is work to do to improve the codes and building standards in Louisiana houses, but with communication and more involved research, enhancements can be made. “One of the ways I like to frame this is to think about are we happy with the level of losses that we have?” Friedland said. “Do we think that we’re doing well? Who is happy with the level of loss that we see? I think we can still do better.” Original article posted by the LSU AgCenter here.
New autism and disability training at Aston University aims to close gaps in healthcare
Aston University is leading a national shift in healthcare education with the rollout of Tier 1 of the Oliver McGowan Mandatory Training (OMMT) — a pioneering initiative developed by NHS England to improve support for individuals with autism and learning disabilities. Oliver McGowan was an 18-year-old with autism and learning disabilities who died in 2016 after a bad reaction to medication for epileptic seizures, which both he and his parents had requested should not be given after a previous bad reaction. Oliver's death was ruled 'avoidable' and revealed serious gaps in training for medical professionals caring for those with autism and learning difficulties. Oliver's mother Paula set up a foundation to campaign for appropriate training, and in 2022, an UK act of parliament mandated learning disability and autism training for all healthcare staff registered with the Care Quality Commission (CQC). This is now being introduced. The evaluation of the project at Aston University is being led by Dr Amreen Bashir, senior lecturer in biomedical science, in close collaboration with Dr Mary Drozd, senior teaching fellow in nursing and Dr Jayne Murphy, associate professorial teaching fellow in nursing. Aston is one of the first universities in the UK to implement this training across undergraduate healthcare programmes, including Nursing, Biomedical Science, Pharmacy, Optometry, and Physician Associate Studies. “Our students not only gained new knowledge, but they were vocal about the importance of this training staying in the curriculum permanently,” said Dr. Bashir. Student feedback highlights the transformative impact of the training: “I will use the training to ensure the patient care I provide is accommodating to people with special needs and will offer reasonable adjustments when needed. I understand autism and learning difficulties are not like other disabilities which are commonly physically noticed and that they may me hidden.” “The most useful aspect of the Oliver McGowan training is its focus on real-life experiences shared by individuals with autism and learning disabilities. These personal insights help to contextualise the challenges they face, making the training relatable and impactful.” “It opened my eyes as to how even within people who are practising and have already been working in clinical settings lack the understanding on how to care and approach those with autism and/or learning disabilities. It shouldn’t have got to a stage where what happened with Oliver happened and I am glad I have had this training so that I know what I can do as a healthcare professional in these situations. My previous job as a support worker also helped as I worked with service users who had autism and learning disabilities as well as physical disabilities and so this training assisted the knowledge I had already gained.” Measuring the impact A total of 176 students completed the pre-intervention survey and 94 students completed the survey post-OMMT. Participants were drawn from Nursing, Biomedical Science, Physician Associate Practice, Optometry, and Pharmacy at Aston University. How the training works Tier 1 of the OMMT consists of two parts: a 90-minute e-learning session completed independently, followed by a one-hour live interactive webinar co-facilitated by trained professionals and experts by experience. This format allows for reflective discussion and a deeper understanding of autism and learning disabilities through real-world perspectives. Post-training surveys measured changes in knowledge, attitudes, and perceptions. Early results Students showed significantly improved understanding of autism and learning disabilities, as well as greater sensitivity toward tailoring communication to individual needs. The training also identified critical areas for further attention, such as the role of ethnicity in healthcare access and the impact of silent conditions like constipation, which can go undetected and lead to preventable harm. The findings will be presented at the upcoming 'Horizons in STEM' higher education conference, which is being hosted at Aston University, with a manuscript currently in preparation for peer-reviewed publication. By embedding OMMT into its core curricula, Aston University is setting a benchmark for inclusive healthcare education across the UK. To follow this research or explore collaboration on the OMMT initiative, contact: Dr Amreen Bashir – a.bashir6@aston.ac.uk Dr Mary Drozd – m.drozd@aston.ac.uk Dr Jayne Murphy – j.murphy5@aston.ac.uk
The Commonwealth Cyber Initiative’s (CCI) Northern Virginia Node recently awarded a $75,000 grant to Supriyo Bandyopadhyay, Ph.D., professor in the Department of Electrical and Computer Engineering at the Virginia Commonwealth University (VCU) College of Engineering, to develop an ultra-subwavelength microwave polarization switch for secure communication. The one-year grant comes through the Cyber Acceleration, Translation and Advanced Prototyping for University Linked Technology (CATAPULT) Fund. It supports Bandyopadhyay’s project, “An ultra-subwavelength microwave polarization switch for secure communication,” which develops a nanomagnet-based antenna integrated with a piezoelectric component. This system can switch the polarization of electromagnetic beams at specific microwave frequencies to enable secret communication between two points without traditional encryption methods. “Secret communication sheds the need for encryption,” Bandyopadhyay said. “Any cryptography can be broken, but this scheme does not use cryptography for secret communication and does not suffer from this vulnerability. It is also entirely based on hardware and cannot be hacked.” The technology offers significant benefits for banking, healthcare and government communications where data security is critical because a hardware-based approach makes it immune to software hacking. Another result of the research is antenna miniaturization, with antenna sizes several orders of magnitude smaller than the radiated wavelength. This addresses limitations in algorithms, physical size and power requirements that current secure communication systems face. Bandyopadhyay is collaborating with two researchers from the Department of Electrical and Computer Engineering at Virginia Tech and Erdem Topsakal, Ph.D., senior associate dean for strategic initiatives and professor in the Department of Electrical and Computer Engineering at VCU. Students involved in the project will be trained in antenna engineering, microwaves and communication engineering, gaining skills increasingly vital in today’s connected world.
Hiring Gen Z: What employers keep getting wrong
As with any new generation entering the workforce, Gen Z possesses unique tools and strengths but also experiences challenges trying to land that first job where Millennials, Gen X-ers and Baby Boomers are doing the hiring. University of Delaware career expert Jill Gugino Panté can talk about how employers can address gaps in the hiring process and communication issues as they relate to a generation that prioritizes work with purpose, authentic connections and work-life balance. Panté, director of the Lerner Career Services Center at the University of Delaware, pointed to the following three areas that should be prioritized: • Transparency. Gen Z wants to feel special and appreciates individual attention, Panté said. Employers should make the hiring process transparent and respond to emails. During busy times, they should use an out of office message that states when they will respond. • Clarity. Make details about salary, benefits, flexibility, skill building and career advancement clear. These details should be on a company's careers page so that candidates have a good understanding of what they can expect. Clarity in job postings is also important: It doesn’t make sense that an entry level position requires more than two years of experience. Don’t call it entry level if it’s not entry level. • Communication mistakes. Be transparent with Gen Z candidates about the process and timeline. More importantly, stick to that process. If a change is made, they should communicate it immediately. Also, employers should be authentic in their communication. If the process is taking longer than expected or they haven’t communicated effectively, employers should acknowledge it instead of continuing to ghost applicants. To reach Panté directly and arrange an interview, visit her profile page and click the "contact" button. Interested journalists can also send an email to MediaRelations@udel.edu.
From Johnny Carson to Campaign Debates – Farnsworth Brings Politics to the Public
Professor Stephen Farnsworth isn’t just analyzing politics, he’s shaping the conversation. Whether moderating congressional debates or exploring the political power of humor, he brings sharp insight and historical context to national audiences. As a professor of political science and director of the Center for Leadership and Media Studies at the University of Mary Washington, Farnsworth recently moderated two high-profile congressional debates in Virginia’s 7th and 10th districts — both aired on C-SPAN (2024 7th District Debate; 2022 10th District Forum). He’s also delivered public lectures for UMW’s Great Lives series, using figures like Johnny Carson and Charlie Chaplin to trace the role of humor in shaping American political identity. Watch the full talks: Johnny Carson and Political Humor, and Charlie Chaplin. These public-facing programs reflect his broader mission: helping voters, students, and media audiences understand how politics works — and why it matters. Click the icon below to connect with: Stephen Farnsworth, Professor of Political Science and International Affairs; Director, Center for Leadership and Media Studies. Expertise: Political communication, presidential humor, Virginia elections, public engagement.
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.
