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Taming “The Bear”: Villanova Professor Examines Workplace Toxicity in FX’s Acclaimed Series

With “The Bear” recently renewed for a fifth season, Manuela Priesemuth, PhD, associate professor of Management and Operations, shares her perspective on the staff dynamics, heated exchanges and workplace trauma at the show’s core. (Spoilers follow.)

Jul 9, 2025

5 min

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.”


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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.


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Roderick Cooke, PhD, French and Francophone Studies Professor, Shares Thoughts on Louvre Heist, Artifacts Stolen

On Sunday, October 19, at 9:34 a.m., four masked individuals surged into the Louvre’s Galerie d’Apollon from a severed, second-floor window. Hurriedly, they smashed open two display cases, seized eight pieces of jewelry, then shimmied down a ladder and sped off on motorbikes toward Lyons. In seven minutes’ time, in broad daylight, they absconded with an estimated $102 million in valuables from the world’s most famous museum. This past Saturday, October 25, French authorities announced the first arrests in connection with the daring heist. However, despite the police’s progress, the country continues to litigate the matter—embroiled in discussions of heritage, history and national identity. Recently, Roderick Cooke, PhD, director of French and Francophone Studies at Villanova University, shared his perspective on the situation as well as the artifacts lost. Q: The Louvre heist has been described as “brazen,” “shocking” and a “terrible failure” on security’s part. Is there any sort of precedent for this event in the museum’s history? Dr. Cooke: Nothing on this scale has ever happened to the Louvre since its founding as a museum during the Revolution. The closest equivalent is the 1911 theft of the Mona Lisa by a former employee who claimed it should be returned to Italy. However, that was one painting, the heist was not committed by organized crime, and the Mona Lisa did not have the renown it enjoys today. The impact of the theft was thus lower, although it did cause major outrage and a sweeping law-enforcement response at the time. Ironically, that theft is often credited with making da Vinci’s painting the global icon it continues to be. Q: What has the reaction to this event been among the French people? DC: It’s harder to get a sense of reactions across French society, because so much of the aftermath has focused on the intellectual milieux’s opinions. And in those realms, it has immediately become a political football. Individuals positioning themselves as anti-elite or anti-status quo, such as Jordan Bardella of the National Rally party, have called the theft a “humiliation,” immediately tying it to French national prestige. Former President François Hollande has conversely and vainly called for the event to be de-polemicized, citing national solidarity. This is happening because the Louvre is one of the most visible manifestations of French soft power—the most-visited museum anywhere on Earth. As such, anything attacking its integrity becomes an attack on the nation, and how individual French citizens feel about the theft is closely tied to their broader view of the nation. Q: Several of the items stolen from the Louvre once belonged to Empress Eugénie. Could you share a bit of information on her story? DC: Eugénie de Montijo was a Spanish aristocrat who married the Emperor of the French, who ruled as Napoleon III between 1852 and 1870. It was a time of authoritarian repression and sham democracy—Napoleon III installed the Empire through a coup. Its clearest legacy is that Paris looks the way it does today largely because of the thorough modernizations overseen by Napoleon III’s appointee Baron Haussmann. So, Eugénie and her now-lost jewels represent a complex point in French history, when culture and the economy developed quickly, but did so in a climate of fear for any French person who opposed the regime too loudly (like Victor Hugo, who went into exile on the Channel Islands and wrote poems savaging Napoleon III and his deeds). Some accused the Empress of being responsible for the more hardline and conservative stances taken by her husband’s government. On a different note, she was a diligent patron of the arts and arguably the most significant figure in the contemporary fashion world, famous for setting trends such as the bustle that radiated across Europe. This explains the mix of anger and admiration that followed her depending on the sphere she was operating in. A new English-language biography argues that far from being a traditionalist, she was a pioneering feminist by the standards of the time. It looks like her historical importance will continue to be debated. Q: Interior Minister Laurent Nuñez described the stolen items as “of immeasurable heritage value.” How significant of a cultural loss do you consider this theft? DC: These jewels are referred to in French as “les Joyaux de la Couronne” (the Crown Jewels), but of course that phrase lands very differently in republican France than it does across the water in the United Kingdom. The items actually represent several different dynasties of French rulers, some of whom came to power through direct conflict with others. The now-ransacked display at the Louvre smoothed over these historical divisions, for which many French people died over the centuries. President Macron referred to the stolen items as embodying “our history,” which is emblematic of the French state’s work to create a conceptual present-day unity out of the clashes of the past. At a time when France is arguably more divided than at any point since World War II, any unitary symbol of identity takes on greater significance. Q: Do you have any closing thoughts on the artifacts taken and what they represent? DC: I’d reemphasize the previous point about the smoothing effect of the museum display on the violent history that made it possible. Much of the reporting on the stolen jewels lists off the different queens and empresses who owned them, without giving readers a sense of the complicated succession of regime changes and ideologies that put those women in power in the first place. The relative stability of the last 60-odd years is an anomaly in modern French history. 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4 min

Villanova Astrophysicist Joey Neilsen, PhD, Plays Prominent Role in Groundbreaking XRISM Collaboration Study

A global team of researchers using the new X-ray Imaging and Spectroscopy Mission (XRISM) telescope, launched in fall 2023, discovered something unexpected while observing a well-studied neutron star system called GX13+1. Instead of simply capturing a clearer view of its usual, predictable activity, their February 2024 observation revealed a surprisingly slow cosmic wind, the cause of which could offer new insights into the fundamental physics of how matter accumulates, or “accretes,” in certain types of binary systems. The study was one of the first from XRISM looking at wind from an X-ray binary system, and its results were published in Nature—the world's leading multidisciplinary science journal—in September 2025. 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4 min

Two Decades Later, Villanova Engineering Professor Who Assisted in Hurricane Katrina Investigation Reflects on Role in the Storm's Aftermath

Twenty years ago, Hurricane Katrina hit the southeastern coast of the United States, devastating cities and towns across Louisiana, Florida, Mississippi, Alabama and beyond. The storm caused nearly 1,400 fatalities, displaced more than 1 million people and generated over $125 billion in damages. Rob Traver, PhD, P.E., D. WRE, F.EWRI, F.ASCE, professor of Civil and Environmental Engineering at Villanova University, assisted in the U.S. Army Corps of Engineers' (USACE) investigation of the failure of the New Orleans Hurricane Protection System during Hurricane Katrina, and earned an Outstanding Civilian Service Medal from the Commanding General of USACE for his efforts. Dr. Traver reflected on his experience working in the aftermath of Katrina, and how the findings from the investigation have impacted U.S. hurricane responses in the past 20 years. Q: What was your role in the investigation of the failure of the New Orleans Hurricane Protection System? Dr. Traver: Immediately after Hurricane Katrina, USACE wanted to assess what went wrong with flood protections that had failed during the storm in New Orleans, but they needed qualified researchers on their team who could oversee their investigation. The American Society of Civil Engineers (ASCE), an organization I have been a part of for many years, was hired for this purpose. Our job was to make sure that USACE was asking the right questions during the investigation that would lead to concrete answers about the causes of the failure of the hurricane protection system. My team was focused on analyzing the risk and reliability of the water resource system in New Orleans, and we worked alongside the USACE team, starting with revising the investigation questions in order to get answers about why these water systems failed during the storm. Q: What was your experience like in New Orleans in the aftermath of the hurricane? Dr. Traver: My team went down to New Orleans a few weeks after the hurricane, visited all the sites we were reviewing and met with infrastructure experts along the way as progress was being made on the investigation. As we were flying overhead and looking at the devastated areas, seeing all the homes that were washed away, it was hard to believe that this level of destruction could happen in a city in the United States. As we started to realize the errors that were made and the things that went wrong leading up to the storm, it was heartbreaking to think about how lives could have been saved if the infrastructure in place had been treated as one system and undergone a critical review. Q: What were the findings of the ASCE and USACE investigation team? Dr. Traver: USACE focused on New Orleans because they wanted to figure out why the city’s levee system—a human-made barrier that protects land from flooding by holding back water—failed during the hurricane. The city manages pump stations that are designed to remove water after a rainfall event, but they were not well connected to the levee system and not built to handle major storms. So, one of the main reasons for the levee system failure was that the pump stations and levees were not treated as one system, which was one of the causes of the mass flooding we saw in New Orleans. Another issue we found was that the designers of the levee system never factored in a failsafe for what would happen if a bigger storm occurred and the levee overflowed. They had the right idea by building flood protection systems, but they didn’t think that a larger storm the size of Katrina could occur and never updated the design to bring in new meteorological knowledge on size of potential storms. Since then, the city has completely rebuilt the levees using these lessons learned. Q: What did researchers, scientists and the general population learn from Katrina? Dr. Traver: In areas that have had major hurricanes over the past 20 years, it’s easy to find what went wrong and fix it for the future, so we don’t necessarily worry as much about having a hurricane in the same place as we’ve had one before. What I worry about is if a hurricane hits a new town or city that has not experienced one and we have no idea what the potential frailties of the prevention systems there could be. Scientists and researchers also need to make high-risk areas for hurricane activity in the United States known for those who live there. People need to know what their risk is if they are in areas where there is increased risk of storms and flooding, and what they should do when a storm hits, especially now with the changes we are seeing in storm size.

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