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How Women Mentors Make a Difference in Engineering
The Atlantic: For some women, enrolling in an engineering course is like running a psychological gauntlet. If they dodge overt problems like sexual harassment, sexist jokes, or poor treatment from professors, they often still have to evade subtler obstacles like the implicit tendency to see engineering as a male discipline. It’s no wonder women in the U.S. hold just 13 to 22 percent of the doctorates in engineering, compared to an already-low 33 percent in the sciences as a whole.
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Barnard Chooses a Leader Whose Research Focuses on Women
The New York Times: Barnard College announced on Monday that it had hired Sian Beilock to be its next president, the eighth person to hold the position. Ms. Beilock comes from the University of Chicago, where she is executive vice provost overseeing a range of functions and projects, including the University of Chicago Press, the school’s engagement with its surrounding community and several significant building projects. A cognitive scientist by training, Dr. Beilock studies how people crumble or do well under pressure, and what psychological tools help them perform at their best. She has a particular focus on how women and girls perform in math and science.
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New Research From Psychological Science
A sample of new research exploring time order as a psychological bias and how people interpret errors in statements made by nonnative speakers.
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No Evidence That Brain-Stimulation Technique Boosts Cognitive Training
Transcranial direct-current stimulation may be growing in popularity, but research suggests that it probably does not add meaningful benefit to cognitive training.
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Making People Feel Bad Can Be a Strategy for Helping Them
People may try to make someone else feel negative emotions if they think experiencing those emotions will be beneficial in the long run.
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Leaders Say They Want Nonconformist Employees. They Sure Don’t Act Like It.
The Wall Street Journal: Ask most corporate leaders what kind of employees they want, and the answers will be nearly uniform: They crave creative workers who think outside the box, who speak truth to power, and who are always looking for better ways to get the job done. That’s what they say, anyway. What they do, however, tells a whole different story. Across industries and jobs, employees report feeling pressured to follow established norms and practices in their organizations.
