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UCI scholars discuss how 9/11 changed America

In recognition of the 20th anniversary of the Sept. 11, 2001, terrorist attacks in the U.S., we asked UCI scholars a single question: How did 9/11 change America? They responded according to their expertise – which ranges from collective trauma, media, air travel, foreign relations, false narratives, political divisiveness, and the war on terror. Contact Tom Vasich at 949-285-6455, tmvasich@uci.edu, to arrange interviews. Roxane Cohen Silver, Distinguished Professor of psychological science, public health and medicine E. Alison Holman, professor of nursing Topic: Media and collective trauma Quote: “The Sept. 11 terrorist attacks – which hijacked our television screens that Tuesday morning as people who sought to do us harm hijacked four airplanes – captured people’s attention throughout the days and weeks that followed. It also ushered in 24/7 media attention to what has become known as a “collective trauma,” transmitting the horrible events of that day throughout the country and, indeed, throughout the world in a matter of seconds. …The 9/11 attacks were tragic for American residents, but they also taught us that the media can broadcast distress alongside the news it’s covering.” Jan K. Brueckner, Distinguished Professor of economics Topic: Air travel Quote: “In response to the revenue shock of 9/11 and to new competition from low-cost carriers, the major airlines behaved conservatively in adding back capacity as traffic returned, so that the carriers eventually offered fewer seats to an ultimately larger number of passengers, leading to fuller flights and today’s less comfortable flying experience. Even though 9/11 is long past, the airline industry continues to operate in a climate of fear of terrorism from the air.” Erin Lockwood, assistant professor of political science Topic: U.S. foreign policy Quote: “The attacks – and the U.S. response – set in motion decades of war, anti-Arab and anti-Islamic bias and violence, and a willingness to sacrifice military and civilian lives and civil liberties for the perception of security. As we mark the withdrawal of U.S. forces from Afghanistan this month, it’s all too apparent that many of those trends continue to reverberate today.” David Kaye, clinical professor of law Topic: National security Quote: “Despite my hopes for something better that might emerge, the attacks reinforced a cult of national security that the United States transformed into the torture of terrorism suspects, drone warfare, the invasion of Iraq, Guantanamo Bay’s indefinite detentions, anti-Muslim discrimination at home and the emergence of the contemporary surveillance state. … The predominance of national security as an ideology and apologia remains among the most significant legacies of that day, a feature of American political life that continues to constrain creativity and a return to normalcy in American law and policy.” Matthew Beckmann, associate professor of political science Topic: War on terror Quote: “To understand the legacy of 9/11 is to define the legacy of George W. Bush. For after the deadliest terrorist attacks on U.S. soil in our nation’s history, American citizens and lawmakers gave President Bush broad support and broader authority to wage the “war on terror” as he saw fit. … Twenty years after the attacks, having seen those lofty aspirations dashed in Afghanistan and Iraq, disregarded in Guantanamo Bay and black site prisons, and discounted even by our staunchest allies, the biggest legacy of Sept. 11 for the United States is that the “shining city on a hill” has less luster and a shorter reach.” David Theo Goldberg, professor of comparative literature Topic: Rise of false narratives Quote: “The events of 9/11 lent themselves to make-believe. The smoke hadn’t yet cleared when conspiracies began to abound, from “weapons of mass destruction” to “the deep state.” That the Trump administration adopted this as its own playbook while insisting on “draining the swamp” required cooking the rules. … Fabrication had become the rule book of the game. Invention and inventedness, disruption and innovation fueled the movement. The “truth” was, well, oh so yesterday.”

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.

How to build a good credit score from scratch as a newcomer in Canada

Having a credit rating or a credit score is essential for life in Canada. A good credit score can ensure you qualify for better interest rates on mortgages and other loans down the line. To get started with building your credit history, having and using a credit card is essential. In this article, we will outline what a credit score is, share valuable tips to help you build a good credit history as a newcomer in Canada, and provide information on how to check your credit score and order a credit report. What is a credit score? When you borrow money from a bank (or lender), certain information is shared with a credit bureau. Over time, additional information, such as whether you’ve paid your bills on time, whether you’ve missed payments, and how much debt you have outstanding, will get shared with the credit bureau. These factors go into calculating your credit score – a three-digit number that indicates to lenders your capacity to repay a loan – as reported on your credit rating report. Credit scores range from – 300: The lowest score or the starting point; to 750: The magic middle number, which will likely qualify you for a standard loan; all the way up to 900: The highest score awarded for excellent credit history. The higher your score, the lower the risk is to the bank, and vice versa. A score under 750 will likely make it more difficult to acquire loans or credit cards – you may receive a lower credit limit and get charged higher interest rates. For newcomers to Canada, however, most banks offer a credit card when you open a newcomer account with them – this usually suffices to get you started on your journey of building a good credit history in Canada. Learn more about credit scores in Canada See Credit in Canada: What every newcomer needs to know for information on the different types of credit in Canada. Get insights on the factors that affect your credit score, understand why building a good credit history is important, and dive into how a credit score is calculated. Who can see and use your credit report? Credit bureaus follow rules that define who can see your credit report and how they can use it. Those allowed to see your credit report include: banks, credit unions and other financial institutions, credit card companies, car leasing companies, retailers, mobile phone companies, insurance companies, governments, employers, and landlords. These businesses or individuals use your credit report to help them inform lending decisions about you. Generally, you need to give permission or your consent, for a business or individual to access your credit report. In the provinces of Nova Scotia, Prince Edward Island and Saskatchewan, a business or an individual only needs to tell you (verbally) that they are checking your credit report. Other provinces require they obtain your written consent to check your credit report. Some provincial laws allow government representatives such as judges and the police to see parts of your credit report without your consent. 5 tips to build a good credit score 1. Make payments on time and pay off your balance in full each month When lenders review your credit report and request to see your credit score, they want to know how reliable you are with paying your bills – because usually, past payment performance is considered a good predictor of future performance. To build a good credit history, it’s important to make all your payments on time. While your credit card bill will always indicate the minimum amount owed, as someone just getting started with building credit in Canada, it’s best to pay off the balance in full each billing cycle. Paying the entire balance each month also helps you avoid racking up credit card debt. 2. Use credit wisely Always stay within your credit limit. If you have a credit card with a $2,000 CAD limit, try to not go over that limit. You should spend only what you can afford to pay back. Spending more than the authorized amount on a credit card can lower your credit score. As a rule of thumb, try to use less than 35 per cent of your total credit in each billing cycle. This includes all your credit products such as: line of credit, credit card from Canadian banks/lenders, loans, etc. For example, if you have a credit card with a $2,000 CAD limit and a $5,000 CAD line of credit from a bank, you should limit your total spending to approximately $2,450 CAD (35 per cent of 7,000) or less, while also maintaining the 35 per cent rule (in this case, $700 CAD) specifically for your credit card. Tip: Start small – use your credit card for groceries, monthly utility payments, phone bills, etc. Over time, this will help you build a strong credit history. If you max out your credit limit each month, lenders perceive you to be a greater risk. This holds true even if you pay your balance in full by the due date. 3. Limit your number of credit applications and/or credit checks As you settle in Canada, it is normal and expected that you’ll apply for credit from time to time. A lender or other organization offering credit-based products may ask to “check your credit” or “pull your report”. When they do so, they are asking to access your credit report at the credit bureau. This results in an inquiry in your credit report. Tip: To build a good credit history faster, it is recommended that newcomers to Canada start off with a single credit card (avoid holding multiple credit cards) and keep paying the balance in full. There are two types of credit checks: hard hits and soft hits. Hard hits: These are credit checks that will appear in your credit report and can impact your credit score. Anyone who views your credit report will see these inquiries. Examples include an application for a credit card or mortgage, some rental applications, and some employment applications. If there are too many (hard) credit checks in your credit report, lenders may think that you’re urgently seeking credit and/or trying to live beyond your means. Soft hits: These are credit checks that appear in your credit report but only you can see them. These checks do not affect your credit score in any way. Examples include requesting your own credit report or businesses asking for your credit score to update their records about an existing account you have with them. To control the number of credit checks in your report: Limit the number of times you apply for credit; When shopping around for a car or a mortgage, get your quotes from different lenders within a two-week period. Your inquiries will be combined and treated as a single inquiry for your credit score; Apply for credit only when you really need it. 4. Report any inaccuracies on your credit report Once you get your report, check for: Errors in credit card and loan accounts, such as a payment you made on time that is shown as late – this could impact your credit score negatively; Mistakes in your personal information, such as a wrong mailing address or incorrect date of birth; Accounts listed that you never opened, which could be a sign of identity theft; Negative information about your accounts that is still listed after the maximum number of years it’s allowed to stay on your report. Any inconsistencies or incidents of fraud should be reported to the respective credit bureaus without any delay and get it corrected. Monitoring your credit on a regular basis can help you spot inaccuracies before they impact your credit rating. Note: A credit bureau can’t change accurate information related to a credit account on your report. For example, if you missed payments on a credit card, paying the debt in full or closing the account won’t remove the negative history. 5. Use different types of credit: card, loan, line of credit The number of credit products you have (such as a credit card, line of credit, loans, etc.) affects your credit score. For newcomers to Canada, it is recommended to start off with a single credit card and gradually apply for other credit products at a later stage. As you become more established in Canada, diversifying your credit and having a mix of credit products may improve your credit score. However, make sure you can pay back any money you borrow, otherwise, you could end up hurting your score by taking on too much debt. How to check your credit score It takes at least a few weeks to a month for newcomers to receive their first Canadian credit card and a few additional months of credit transactions to generate a credit history. You can check your credit score in the following ways: 1. Through credit bureaus: EQUIFAX and TransUnion are the two major credit rating organizations in Canada, and you can choose either one to get your credit report. Detailed instructions to obtain the report are available on the respective websites. Your credit score on each credit bureau may slightly differ as each organization may consider different factors while calculating your credit score. Equifax refers to your credit report as “credit file disclosure” while TransUnion refers to it as “consumer disclosure”. Remember: Ordering your own credit report has no effect on your credit score. 2. Through select banks: If you have an account with the Royal Bank of Canada (RBC), you can view your credit score for free, anytime, through online banking. 3. Through third-party companies: Some companies offer to provide your credit score for free. Others may ask you to sign up for a paid service to see your score. Make sure you do your research before providing a company with your information. Carefully read the terms of use and privacy policy to know how your personal information will be used and stored. For example, find out if your information will be sold to a third party. This could result in you receiving unexpected offers for products and services. Beware of fraudsters who offer free credit scores in an attempt to get you to share your personal and financial information. Tips: Consider requesting your report from one bureau/company, then wait six months before you order from the other organization. By spacing out your requests, you may be able to detect problems sooner. Always check to see if a website is secured before providing any of your personal information. A secured website will start with “https” instead of “http.” How to order a credit report in Canada You can get a physical or a virtual copy of your credit report. A physical copy may take some time to be delivered to you while a virtual copy can be obtained immediately. You usually need to pay a fee when you order your credit score online from the two credit bureaus: TransUnion and Equifax. Tip: TransUnion allows you to order your credit report online once a month for free. Note: A free credit report is only available as a physical copy and cannot be ordered online; separate processes exist for both Equifax and TransUnion. You must place your order by phone, mail or fax. How long does information stay on your credit report? Positive information in your credit report stays indefinitely, from the time the report was created. Negative information (that affects your credit score) such as late payments or defaults generally stays on your credit report for six years. However, some information may remain for a shorter or longer period of time. Learn more about the timelines for specific cases on the Financial Consumer Agency of Canada website. Credit is essential to life in Canada and building a good credit history takes time, so, be patient. Being aware of factors that affect your credit rating can help you make better financial choices. Original article located here, published by Arrive.

Social Class At Work

Social class has a significant role to play in career success in the United States. A growing body of research is shedding disquieting light on the extent to which working class Americans face discrimination in recruitment, pay and promotion – despite having a college degree. This demographic is up to four times less likely to get hired, 34% less likely to accede to leadership roles, and earns around 17% less on average than counterparts from middle or upper-class backgrounds. But while research is starting to document how class can impede or accelerate professional success, it remains unclear why these discrepancies exist. What are the mechanisms or dynamics at play that make it so much tougher for working class people to succeed than others? Goizueta Business School Assistant Professor of Organization & Management Andrea Dittmann has an interesting hypothesis. She believes that employees from different backgrounds can bring inherently different strengths and weaknesses to the workplace; advantages and disadvantages that speak to certain norms governing how we think about work and leadership. And it boils down, she says, to the way we work with others. “People from working-class backgrounds—those with blue-collar parents, who might be the first in their family to get a college degree—typically relate a certain way to other people. They are better connected to others, more team-like in their approach, than their middle-class counterparts who see themselves as more independent or unique,” says Dittmann. This team spirit could be working against lower-class employees, she says, in the sense that they see themselves or are perceived by bosses as being less adept at working autonomously or as individuals within organizations; and are therefore viewed by others as less poised to advance into roles of greater responsibility. On the flip side, this very capacity to work well with other people could actually give working class employees an advantage in team-based activities or cultures; an advantage that might translate into concrete benefits for organizations. To put this to the test, Dittmann conducted a series of studies aimed at unpacking how individuals perceive themselves within the context of work, and at the interactions that occur between employees and the workplace. Among these studies were qualitative interviews with MBA students from different social class backgrounds about their experiences navigating white-collar workplaces after graduating from college. She also ran a number of experiments to assess how well working-class people performed in teams and individually, and how environments that prioritize collaborative dynamics or interdependence might produce better experiences and outcomes for employees than environments geared to working individually or independently. A full article detailing Dittmann’s work is attached here and offers very compelling research showing how social class plays out in the workplace. It covers important aspects such as: The Catch-22 of Working Well with Others “It’s a kind of catch-22. Working class kids don’t make it into the gateway settings of school or college as much as middle-class kids in the U.S. They are significantly underrepresented in leading business schools like Goizueta, at roughly 15% of the student population,” she notes. “So, the higher-educational context—the talent pool for corporate America—is very much geared to a different social demographic and dynamic; one that inherently favors independent work ethics and approaches and sees them as the norm. Other ways of working, collaborating, and contributing risk are being undervalued as much as they are underrepresented.” When Considering Diversity, Companies Stand to Benefit “We know that companies that are more diverse perform better than others, and diversity needs to extend to social class. What my research and others are showing is that people from a working-class background tend towards behaviors that are more relational, that they are better at working together. If they fail to make it into the workforce in a more representative fashion, companies are basically missing out on opportunities to form better teams.” Faculty research like Dittmann’s is a critical element in Goizueta Business School’s drive to develop principled leaders who are better prepared to engage in the business of tomorrow. If you are interested in learning more, then let us help. Andrea G. Dittmann is an Assistant Professor of Organization & Management at the Goizueta Business School. She is an expert in the areas of diversity and inequality, particularly employees' social class backgrounds, aiming to promote equity and inclusion at work. Dr. Dittmann is available to speak with media about this research – simply click on her icon now to arrange an interview today.

New CBS Sitcom "United States of Al" Taps Experience of Social Work Student and Veteran

On April 1, 2021, CBS premiered United States of Al - a new comedy from producer Chuck Lorre (Two and a Half Men, Big Bang Theory) about a Marine combat veteran struggling to readjust to civilian life and the interpreter who served with his unit in Afghanistan and has just arrived to start a new life in America. The show explores the relationship between these two men and how they help each other adjust to their new lives. So, what does a CBS sitcom have to do with the USC Suzanne Dworak-Peck School of Social Work? Enter Master of Social Work (MSW) student Josh Emerson, who landed in the right place at the right time through his field internship at No One Left Behind. No One Left Behind (NOLB) is an all-volunteer, national nonprofit organization that supports recipients of the Special Immigrant Visa (SIVs), and those pursuing an SIV. The founders of No One Left Behind believe the U.S. has a moral obligation to protect these interpreters, and their families, who served side-by-side with American soldiers. Emerson, a veteran of the U.S. Army who deployed to Iraq and Afghanistan, is very familiar with Iraqi and Afghan interpreters. “I went on missions with these interpreters, got to know them, built relationships with them,” he said. “I was so very happy to be able to work with them in this capacity. In addition to providing resources for SIV ambassadors living in the United States, NOLB advocates on behalf of the SIV population to the executive and legislative branches of government provides subject matter expertise to the media, and partners with U.S. businesses to provide opportunities for what they call “this next generation of Americans.” Alea Nadeem, MSW ’15, is a board member of NOLB and reached out to USC with a field internship opportunity for social workers to do macro-level clinical work in a nonprofit setting. Nadeem became Emerson’s field instructor. “What Josh has brought to No One Left Behind has never been brought to the board before,” Nadeem said. “They now see the value in social work.” Bringing the issue to a larger audience Chase Millsap, a consultant and writer on United States of Al, is a former board member of No One Left Behind. “I am still very supportive, impressed and proud of all the work the NOLB team does on a daily basis,” he said. A veteran of the U.S. Marine Corps and U.S. Army Special Forces, he holds a master’s degree from USC Sol Price School of Public Policy. "USC helped me to learn the tools about how to connect entertainment and policy,” Millsap said. “United States of Al is a perfect example of those two worlds coming together in a powerful (and funny) way.” Millsap’s idea was to bring the issues around SIVs into America's living rooms, in a way that would make them relatable. Emerson’s experience as a veteran, his clinical and project management skills obtained through his social work studies and his stellar ability to work one-on-one with SIV recipients and applicants allowed him to inform the show’s stories with a wide breadth of knowledge. Emerson joined James Miervaldis, chairman of the NOLB board, in helping the writers and actors on the show understand the SIV issues, the ways in which NOLB provides assistance and advocacy, and sharing funny stories of cultural differences between Afghans and Americans. Emerson and Miervaldis have also been able to include some of NOLB’s SIV ambassadors in the process, those with an SIV who have already established themselves in the U.S. and are contracted by NOLB to help others assimilate. “They’re talking to the exact people they're portraying,” Emerson said. Nadeem sees Emerson’s contribution to the show as another platform through which to educate. “There are a lot of different tentacles to social work, and it may not seem like the most obvious place in TV and film, but it is,” she said. The show itself touches on everything social workers value ― service, challenging social injustice, dignity and worth of a person, the importance of human relationships and integrity. “This just makes so much sense that a social worker would be involved in this show because that's what we're always trying to communicate to a larger audience,” Nadeem said. “Through this show, you can make a greater impact for these folks to sort of assimilate them to be American citizens, and then also have the whole world appreciate their culture and appreciate what they've done for our nation to keep U.S. service members safe.” A valued member of the team Emerson, a father of five who resides in New Hampshire, knew he wanted to work with veterans after leaving military service. He felt that an MSW was the most versatile degree for this and chose the USC Suzanne Dworak-Peck School of Social Work because of its military social work track. “I think to be a good social worker you need to have experience in life,” Emerson said. “To have seen some things, or been through some things, to understand the population you're dealing with and what they're going through.” When Emerson began his internship at NOLB in 2020, Miervaldis immediately began working with him to focus on SIVs who recently had come to the United States. The first case Miervaldis assigned to Emerson was an SIV family with two young children who needed emergency surgery at a specialty hospital in Washington D.C. “This SIV packed up his family, his pregnant wife and the two kids, used up all his money to take them by bus from Texas to D.C. in the middle of a pandemic and ended up in a bad part of town,” Miervaldis said. As the SIV’s assigned caseworker, Emerson established a relationship and trust with the SIV, helped him obtain safe housing and a job interview, and coordinated details for the children’s surgery with the hospital. “He’s gone and done everything,” Miervaldis said. “We are very proud of Josh’s initiative and empathy for a family in such need. No One Left Behind is the safety net for our allies.” Last year, NOLB helped over 600 families with visas and resettlement. “Josh has exceeded all our expectations and done so while communicating with clients who speak in broken English, Dari and Pashtu, struggling during a pandemic,” Miervaldis said. “His professionalism and empathy are great credits to USC. We would not be where we are today without him. That is not hyperbole.” Miervaldis hopes NOLB will have more social work interns from USC to continue Emerson’s work. For him, Emerson’s project management skills have been the greatest asset, creating a new process for how NOLB provides help for SIV families. “We told Josh, you're a pathfinder, you're a pioneer,” Miervaldis said. “We need to figure out very quickly what works, what doesn't work, and he took it and said, ‘okay, point me in the right direction.’ He’s very much valued as a member of the team.” From advocacy to TV No One Left Behind gets about 20 messages every day from Iraqi or Afghan interpreters who served with U.S. forces in their countries, and who now receive daily death threats from the Taliban. “They're not allowed to live in their homes or their neighborhoods anymore because they helped the U.S.,” Emerson said. “Now the U.S. is withdrawing from all these countries, and the Taliban and terrorist activities in general are picking up, and these people are getting pressured and killed. NOLB has over 300 cases of SIVs who have been killed waiting for their visas.” Emerson hopes that the added exposure from United States of Al will bring awareness particularly to service members about what these interpreters are experiencing and how they can help. One of the requirements for an SIV is a letter of recommendation from the U.S. service member with whom they served, and those have been the most difficult items for SIV applicants to secure. “I have been able to provide some input to what should be addressed in the show,” Emerson said. “It's interesting to see how advocacy on an issue can turn into something this large scale.” See more news from USC Suzanne Dworak-Peck here.

How worried should you be about coronavirus variants? A virologist explains his concerns

Paulo Verardi, Associate Professor of Virology and Vaccinology at UConn, was asked to lend his expertise and opinion to The Conversation about coronavirus variants and just how concerned Americans should be about the emergence of variants and the speed at which they are spreading across the country and the globe. Spring has sprung, and there is a sense of relief in the air. After one year of lockdowns and social distancing, more than 171 million COVID-19 vaccine doses have been administered in the U.S. and about 19.4% of the population is fully vaccinated. But there is something else in the air: ominous SARS-CoV-2 variants. I am a virologist and vaccinologist, which means that I spend my days studying viruses and designing and testing vaccine strategies against viral diseases. In the case of SARS-CoV-2, this work has taken on greater urgency. We humans are in a race to become immune against this cagey virus, whose ability to mutate and adapt seems to be a step ahead of our capacity to gain herd immunity. Because of the variants that are emerging, it could be a race to the wire. April 08 - The Conversation  Dr. Verardi discusses the the five SARS-CoV-2 variants we all need to be watching, the rates of transmission and the severity of symptoms, and why we all need to remain on guard and get vaccinated. It is a great article, and if you are a journalist looking to cover this topic, then let us help with your stories. Dr. Paulo Verardi is a virologist who specializes in vaccine research and development and is a member of the Center of Excellence for Vaccine Research. Dr. Verardi is available to speak with media regarding variants and COVID-19 – simply click on his icon now to arrange an interview today.

How well do you know your sense of touch? UMW’s Sushma Subramanian explains it all in new book

The University of Mary Washington’s Sushma Subramanian’s latest book, How to Feel: The Science and Meaning of Touch, is now available on bookstore shelves and online retailers across America. The journalist, assistant professor and author was recently featured in Discover Magazine, where she shares her inspiration for the book and sits down to answer to serious questions about science and the need to touch. Several years ago, Sushma Subramanian was procrastinating on her work when she noticed her desk was a bit wobbly. It was a rather mundane moment, she recalls, and one that’s only a vague memory now. But as she began to fiddle with the shaky tabletop, the science journalist found herself noting how the experience felt: the grain of the wood against her fingers, the pinching of her skin and the sensation of her muscles straining to lift the desk. As Subramanian explains in her book, How to Feel: The Science and Meaning of Touch, it was a moment when she began to consider how little she knew about this multifaceted sense — “a capacity,” she writes, “that never shuts off.” The questions kept forming, eventually leading Subramanian, a professor of journalism at the University of Mary Washington, to write an article for Discover in 2015 about the development of tactile touch screens — which use haptic technology, such as vibrations in handheld devices. In her latest work, she dives deeper into that world, but also explores the limits of our sense of touch and what makes it so versatile. Discover caught up with Subramanian to talk about touch in the age of COVID-19, the future of tactile research and how we experience the sense differently across personal and cultural barriers. March 08 - Discover Magazine Her interview is also part of the attached article and is a very compelling read. If you are a journalist looking to speak with Sushma Subramanian about her latest book, then let us help. Simply click on Sushma’s icon now to arrange a time and interview.

Trump’s reaction to defeat further confirms urgency for school focus on social-emotional skills

Sandra Chafouleas, psychologist and behavioral health expert from the University of Connecticut, weighs in: Imagine what would happen if a preschooler didn’t “use their words” when they got upset about sharing, instead stomping around yelling while adults simply observed in silence. Think about what the school climate would feel like if a student punched another during recess while others watched without seeking help. Now consider the actions – and inactions – by Donald Trump on January 6 as the electoral vote counts occurred at the U.S. Capitol. Those behaviors show a desperate need for social emotional learning. According to the Collaborative for Academic, Social, and Emotional Learning (CASEL), social emotional learning involves five core competencies: self-awareness, self-management, social awareness, relationship skills, and responsible decision-making. Trump did not demonstrate these competencies when the election didn’t go the way he wanted. Connecting these school scenarios and Trump’s behaviors is not intended to contribute to the ever-mounting list of recommended consequences that could result from his fueling the insurrection that our nation has just experienced. It does bear noting, however, that if Trump were a Black teenager, he most certainly would have received exclusionary disciplinary action such as suspension and perhaps even expulsion from school. The purpose in connecting the two scenarios is to draw energies toward actions that propel us forward in bridging a divided nation. The responsibility for forward movement falls to future generations, which means it is critical that we pay attention to what happens in schools right now. We need to demand that policies and practice — and necessary resources — are put in place to strengthen school capacity to support students on their path to holding responsibility for democracy. Many excellent resources have quickly appeared to assist educators in teaching about the insurrection. Discussion guides are available to facilitate defining key terms, contrasting events through a social justice lens, and comparing justifications for action using fact checking. Other resources have been released that help adults talk about violence and support emotional safety of kids. What seems to be less prominent, however, is a direct connection to the social, emotional, and behavioral skills that we have just witnessed are missing. Education systems have begun the work of acknowledging their historic roles in contributing to exclusion, inequity, and intolerance of differences. Educators are working hard to turn the tide toward promising alternative approaches. Prominent among those approaches is a focus on social emotional skills. In either classroom scenario above, educators would be jumping into discussion about what supports are needed to address student needs. Social and emotional well-being fulfills us throughout every stage of life – integrating those skills should be in all that we do as adults to model, teach, and give feedback to our children. Of course schools must teach academic content areas and have high expectations, but there is tremendous potential to increase capacity to embed exploration, active practice, and positive feedback about social and emotional skills within each corner of the day. As one example, history professor Kellie Carter Jackson writes about challenges in teaching violence in political history. The author describes the need to question how political violence should be labeled, which could reveal an expression of unmet need by marginalized people. Learning through this analysis offers social and emotional parallels, such as examining biases, recognizing emotions, and examining integrity. As another, Facing History and Ourselves offers a classroom resource specific to the insurrection. Activities reference principles of social and emotional learning, such as steps for educators to practice self-awareness and relationship skills by examining their own emotions and perspectives. Student self-management and social awareness builds through reflection activity that builds civic agency. All of these examples offer incredible opportunity in social and emotional learning that could be advanced with more explicit connection. Entrenching social and emotional learning within the school day beyond this immediate teachable moment also is needed to enable sustained effort. CASEL identifies adults as key to social emotional strategies that will maintain safe, supportive, and equitable learning environments for this moment in history. To do so requires a strong collection of social, emotional, and behavioral education policies and practices. Responsibility for urgently resourcing this collection rests within each of us, right now, to ensure future generations who can and do take part in a resilient democratic nation. Dr. Chafouleas is licensed psychologist and Distinguished Professor, with expertise in school psychology and school mental health at the University of Connecticut’s Neag School of Education. If you’re a reporter looking to speak with Dr. Chafouleas about this topic – let us help. Simply click on her icon to arrange an interview today.

The Alexa Effect: How the internet of things (IoT) is increasing retail sales

Imagine this scenario. You’re out of coffee but with the click of a button or a simple voice command, you reorder a two months’ supply that will arrive the same day. And that almond milk you like? Well, imagine your fridge already knew you were running low on supplies and independently sent the order to restock before you ran out. The stuff of science-fiction until only recently, internet of things (IoT) technology is beginning to change the way we live and work. Simply put, IoT is a system of interrelated devices—things that can include gadgets, digital objects, or machines, wearables and so on—which have the capacity to send and receive data over a network without human agency or human interaction. As a technology, IoT is novel, and it’s poised to reconfigure a range of sectors and industries—among them, the world of retail. Amazon is a leader in the consumer-facing space with an ecosystem of apps like Alexa, Fire TV, and the now-defunct Dash Button. Meanwhile, tech-savvy retailers are using IoT to facilitate operations. Smart shelves in stores can detect the status of perishable goods or inventory requirements; radio frequency identification (RFID) sensors can actively track the progress of produce through the supply chain. Retailers can even use IoT to send customers personalized digital coupons when they walk into the store. As IoT continues to gain traction around the globe, the potential for efficiency-boosting innovation in retail is clear. Less clear, however, is its actual impact on consumer choices and behaviors. Sure, IoT can save time and mental effort, but how does that translate into real-world business outcomes? This is the question that underscores new research by Vilma Todri and Panagiotis Adamopoulos, both assistant professors of information systems and operations management at Emory’s Goizueta Business School. They were keen to understand whether consumer behavior is significantly changed under the regime of this new technology as it continues its roll out across the world. Specifically, they wanted to know if IoT technology actually increases demand for products. And it turns out that it does. “IoT technology in retail is really in its infancy, so understanding its impact on users and business is key,” Adamopoulos said. “We wanted to shed light on these dynamics at this early point to spark interest and generate more debate around how retailers can leverage this technology.” Together with Stern’s Anindya Ghose, he and Todri put together a large data-set with information about sales of certain products in countries with existing IoT retail markets and in others where the technology has not yet been introduced. “We needed to take into account these sorts of variables to really understand the effect,” Todri said. “So, we had our control group of non-IoT retail markets, and we were able to compare sales data for the same products in countries where the technology has been adopted.” The researchers also controlled for time trends, looking at the impact on sale prior to and post IoT adoption. “Looking at the data over time and pinpointing the exact moment when a product has been made available for sale via IoT sales channels across different countries and at different moments, we were able to infer the effect of the technology on product sales,” Todri said. In total, they looked at sales for the same or similar products in six countries between 2015 and 2017. They also compared sales across different retailers. “By analyzing the same sales information for different products in different markets using different channels across the world, we can see differences in the data that can only be attributable to this new technological feature,” Adamopoulos said. And the differences are significant. The concept is fascinating, and if you are interested in learning more, a complete article about this topic is attached: If you are a journalist or looking to learn more about IoT, our experts can help. Vilma Todri and Panagiotis Adamopoulos, both assistant professors of information systems and operations management at Emory’s Goizueta Business School. Both experts are available to speak with media; simply click on either expert's icon to arrange an interview today.

Governing for Resilience

COVID-19 has raised the stakes for boards, argues Brunswick’s Paddy McGuinness, former UK Deputy National Security Adviser. We now live with COVID-19. Fewer business leaders are making the mistake of talking about “post-COVID” or “when this is over.” The better of them have factored in COVID-19 related constraints to their medium-term plans and are even thinking about how the world may change in the long-term. They are building capacity to take advantage of an early recovery within months, yet they are modeling and encouraging grit for current and indeed harder conditions to last much longer. In the past, when health emergencies—say the Spanish Flu pandemic of a century ago—subsided, there was a greater return to economic normality than had been expected during the crisis. Extreme events often heighten or even distort our perception of wider risks. That old journalistic cliché “one thing is certain, nothing will be the same again” is rarely true. But the pandemic has created the expectation that businesses will be resilient—that they will be able to respond to an event and recover to the state prior to the event, incorporating the lessons learned into business practice. Many business leaders feel they have not done too badly responding to a once-in-a-hundred-years event. Business Continuity Plans (BCPs), which were understandably sketchy for pandemics, were pulled out of second-line risk management and owned and improved in real-time by executive committees. The transition to remote working and, at least in Asia and some of Europe, the gradual return to offices again, has been managed. Services and even vital production have been maintained. Leaders have absorbed the personal and collective strain of this. Good reason then for some satisfaction as they delegate certain COVID-19 responses and focus on the economic tsunami that follows the pandemic. The public seems to largely agree with business leaders’ assessments. While many national and scientific leaders find themselves beset by “blamestorming,” corporate executives have been given more slack. They weren’t expected to have foreseen a pandemic. Their sometimes scrabbling responses are understood. However, behind this lucky pass lurks an expectation that businesses will now be more prepared for crises and foreseeable risks. Resilience cannot be relegated to BCPs and traditional risk-management structures. It is categorically a board issue—regulators, lawyers, politicians and the public say so. The reputations of individual board members and the collective are at stake. Think how fast leaders have been expected to respond to the issues raised by the Black Lives Matter movement. Alacrity will be required. The speed and scale of decisions in response to the pandemic leaves board committees playing catch up to assure themselves that risks have been managed. The move to working from home has been rapid, so too the digitization of the business. Some see these as new, streamlined ways of working, yet the negative consequences are not yet fully apparent. Working from home, for instance, is attractive to some employees as well as chief financial officers, who may relish the chance to reduce fixed costs. Concerns about the impact on the coherence of the business’s culture, its productivity and innovation, the security of data held at home, hardships for those in difficult home conditions, and, indeed, the needs of the younger demographic who seem to favor a return to the office, need to be given due consideration. It may be a case of “decide in haste, repent at leisure.” Resilience is categorically a board issue—regulators, lawyers, politicians and the public say so. The reputations of individual board members and the collective are at stake. Boards also need assurance that the business has regained its balance and can manage parallel or interrelated crises. In recent weeks we have been helping several clients respond to major cyber events unrelated to the COVID-19 outbreak. They have probably needed more external support than otherwise because their leadership capacity was inevitably denuded by pandemic response. And they have benefitted from us already knowing each other and having experience of how to work together in crisis. After the Great Financial Crash there was a heavy focus on balance-sheet resilience and having the requisite finance skills on boards. Business leaders are now beset by advice on the heightened obligation to be resilient in much a broader sense of the word. Regulators, lawyers and risk consultants are sharing checklists of factors for executive committees to take into account when managing risks and for boards to oversee. The challenge here is defining what changes your specific business needs and how to actually bring those about. Shareholders will be expecting a judicious move away from “just in time” systems to ones that can endure foreseeable risks. This isn’t just about potential legal liability or reputational risk. This is about setting your business culture for success. Undermanage risks and the business is wide open to damage from foreseeable shocks with all the loss of confidence and capability that follows. Overmanage and the business losses its competitive edge just when there is opportunity in the recovery. In order to track broader resilience, boards and their committees will need access to a wider set of skills and insight. Board membership emerges as an obvious area of focus. Yet each board will take more time and belonging to too many—“over boarding”—may well be unacceptable. Risk methodology and information flows will also have to be reviewed, alongside how to strengthen board members’ awareness and skills. Before the pandemic, chairs and CEOs were already wrestling with this for their difficult-to-price risks, such as data, technology risks and cyber. Individual experts on boards created siloed responsibility for what should have been a shared risk. A focus on process and method often led to a focus on the management, rather than genuine oversight of, risks. External advice didn’t always help (as we have learned from the plethora of competing advice around COVID-19). No single intervention will meet the new standard for resilience. Nor will simple prescription. A broader and more articulated approach is required if governance is to maintain stakeholder confidence and corporate reputation.