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FROM Owen Press Releases: How I Got the Job: Matt Gorella (MBA’18), Associate Brand Manager, E&J Gallo Winery

Matt Gorella (MBA’18)

Matt Gorella (MBA’18) grew up on a vineyard in California. His family’s farm supplies raisins for Sun-Maid, the largest raisin and dried fruit processor in the world. After he graduates in May, Gorella will return to California as an associate brand manager for a corporation with a different type of vineyard: E&J Gallo Winery.

While working for a California winery almost brings him full circle, Gorella didn’t take a direct path to his new job. He played football at Humboldt State University and graduated with a degree in marketing, which he leveraged to get an on-campus marketing position at Fresno State University. After a few years, he decided to pursue an MBA to help transition into an industry and position he was more passionate about. The move paid off, and he’s excited to work for E&J Gallo.

“They have everything I’m looking for from a work-life balance perspective. They really care about their employees. They’re (usually) in the top 10 of Glassdoor’s best employers,” he said.

Click through Gorella’s timeline below to trace his brand management career search.

Want to learn more about getting an MBA at Vanderbilt Business? Visit the program page, or request information.

The post How I Got the Job: Matt Gorella (MBA’18), Associate Brand Manager, E&J Gallo Winery appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: MBA Admissions Panel FAQs
With application season in full swing and deadlines on the horizon, our MBA admissions team joined This is Vanderbilt Business to get answers on a variety of frequently asked questions, many of which apply to any business school application. We talk about a variety of items on applicants and prospective applicants minds (minute marker in parenthesis):

  • Defining cultural “fit” at Vanderbilt (1:35)
  • GMAT or GRE? (3:00)
  • What to expect in an interview and how to prepare (4:30)
  • How to make the most of your video essay (5:00)
  • Asking supervisors for recommendations and letting them know about business school aspirations (5:40)
  • Campus visits — yes or no? (6:40)
  • How to prepare your resume for applications (7:50)
  • No prior business education, no problem? (8:35)
  • Scholarships (9:50)
  • The waitlist (11:30)
  • Advice on preparing applications (12:20)
For international applicants, Kim Killingsworth shares her thoughts on a few specific subjects:

  • How to distinguish yourself as an international candidate (15:05)
  • Advice for international candidates as they prepare for the application process — test-taking and essay writing (17:05)
  • What does Vanderbilt look for in an international candidate? (18:50)
For more information, visit our MBA admissions page.

 

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FROM Owen Press Releases: Team Leaf Wins Sohr Grant
The first Sohr Grant winner of the 2017-2018 academic year has been selected. Leaf, a blockchain-based mobile app that allows refugees to safely transport their money digitally from country to country, has earned the $25,000 prize.


Nat Robinson (left) and Tori Samples (right) pitch their concept Leaf at the fall 2017 Sohr Grant competition

Tori Samples (MBA’18) and Nat Robinson (MBA’07, Law’18) have been developing the product since last year, when they competed in the $1 million Hult Competition. Leaf earned $15,000 at the 36/86 Student Edition Pitch Competition this spring. Other members of their team from Owen and elsewhere on campus earnedSummer Fellowshipsthrough the Turner Family Center for Social Ventures to evaluate global market opportunities and develop a prototype.

“We’re extremely honored to win the Sohr grant,” Samples said. She noted that Leaf will use the grant to help with further development of its blockchain platform and a pilot in Rwanda, planned for March. “We couldn’t be more excited!”

The judges panel consisted of Jim Sohr (MBA’83), Professor Germain Boer, and three Nashville-based venture capitalists – Jared Winegrad from FinTop Capital, Andrew Bouldin from FCA Ventures, and Andrew Goldner from GrowthX. Finalists were given 10 minutes to present and 20 minutes to answer questions from the panelists.

We’re starting to see the benefit of everything we have on campus. We’re putting entrepreneurship at the forefront. – Michael Bryant

Michael Bryant, Director of the Owen Center for Entrepreneurship, cited several elements that led the panel to award Leaf the prize.


C4E Director Michael Bryant

“(Leaf) has potentially the largest market,” he explained, “and they’ll attract buzz and impact investing, which gives them a higher likelihood of success. The team itself was also notable; people with different skill sets wanted to work with them.”

The other finalists – housing concepts Avail and Let’s Room Together – will have an opportunity to incorporate feedback from Bryant and the judges and pitch for $25,000 prize again in March and April, when the spring session for the Sohr Grant kicks off.

“The only way for the door to close on the Sohr Grant is to win one,” said Bryant.

Seven startup concepts competed for the grant during the fall session, marking the highest participation level to date. “We’re starting to see the benefit of everything we have on campus,” Bryant concluded, “from the Wond’ry to the Center for Entrepreneurship and Turner Family Center. We’re putting entrepreneurship at the forefront.”

 

The post Team Leaf Wins Sohr Grant appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Tips on Safeguarding Toys Against Hackers
The post Tips on Safeguarding Toys Against Hackers appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: A Wingman Can Help When Trying to Resist Sweet Holiday Treats
The post A Wingman Can Help When Trying to Resist Sweet Holiday Treats appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: 5 Tips for Interviewing as an International Student
Earlier this month, five MBA students from the Class of 2018 hosted a panel discussion about the job interview process as an international student. Moderated by Brook Meissner, Senior Associate Director at the Career Management Center, the panelists shared stories and advice with a room full of first-year international students.

Here were the top five takeaways from their discussion:

1. Don’t be afraid to slow your rate of speaking.


Brook Meissner, Career Management Center

Students of any background often find themselves getting nervous during interviews, which can lead to speaking quickly — sometimes too quickly for the interviewer to follow along. One audience member asked panelists if it was okay to speak slowly and even pause during interviews; panelists said this strategy was absolutely fine, and even preferable. “Talking slowly is not a problem. Be really clear and really persuasive,” said Mabel Gomez. “The main thing I’ve gotten feedback from employers on for international students is the rate of speaking,” added Meissner. “I don’t think domestic students are necessarily a lot more eloquent.”

2. Practice small talk.

For students from certain cultural backgrounds, making small talk in business situations may be an unfamiliar concept. “I used to work in Japan, and I don’t think they use small talk. It’s actually better not to do that,” said Shanshan Zhang. She worked with her LDP coach to prepare good small talk topics for networking events. Panelists also pointed that the students might be able to find common ground with interviewers who have traveled. For example, Leonidas Cuenca, who is from Peru, connected with many of his interviewers about their own trips to his home country.

3. Prepare questions ahead of time…

Shanshan Zhang tries to prepare at least three questions to ask at any interview, whether it’s a casual alumni call or a formal screen. Zhang likes to ask recruiters about their personal experience at the company and what they like about working there — information she couldn’t have researched on her own. Brooke Sakaria encouraged attendees to see these questions as an opportunity to find out if the company is a good fit for them. “Yes, it’s to interview you, but it’s also (for you) to interview the company. It’s a two-way street,” she said.

4. …but be sure to listen and engage with the interviewer.


Panelists from left to right: Leonidas Cuenca, Rajesh Tummuru, Mabel Gomez, Shanshan Zhang, and Brooke Sakaria

While students should of course prepare their questions ahead of time, panelists also encouraged them to listen and respond to the interviewer’s answers, rather than worrying about the next question they’re planning to ask. “I almost compare it to a first date…you’re not trying to maintain the conversation for the sake of time,” said Rajesh Tummuru. “A lot of times you can find things to ask about related to (the recruiter’s) responses.”

5. Be proactive in clarifying sponsorship details.

Companies’ sponsorship protocols can change from year to year, so panelists urged attendees to proactively reach out to recruiters to confirm the details and be upfront about their sponsorship situation, whatever it may be. Zhang said she approached recruiters in person after on-campus info sessions, and Gomez contacted them via the recruiting portal. “Just make sure that you’re not cutting your time from something else that clearly sponsors for a company that doesn’t sponsor but maybe might make an exception,” Gomez said.

The post 5 Tips for Interviewing as an International Student appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Business Schools Now Teaching #MeToo, N.F.L. Protests and Trump
The post Business Schools Now Teaching #MeToo, N.F.L. Protests and Trump appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Trump’s feud with the NFL is now part of classroom debate at business schools
The post Trump’s feud with the NFL is now part of classroom debate at business schools appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Leading Change
Change is essential to organizational growth and progress. Through this intensely focused, hands-on program, you’ll learn research-based frameworks, models and strategies that will help you become a stronger leader of change within your organization.



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FROM Owen Press Releases: Randy Reagan, Regions Bank
Vanderbilt Executive Education partnered with Regions Financial Corporation to develop and deliver a customized management education program to help their financial advisers better serve their customers and earn a larger share of wallet. The four-and-a-half day program included modules of Innovation, Strategy, Leadership and was followed by eight months of monitored projects in which the bankers were given opportunities to practice what they learned.



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FROM Owen Press Releases: Cultural Norms Dictate How Colleagues Treat Workplace Wrongdoing
New research by Ray Friedman, Brownlee O. Currey Jr. Professor of Management, shows that cultural norms can affect how we respond to mistreatment at work—but that it’s possible to shift that perspective. The paper appears in the European Journal of Work and Organizational Psychology.

In some countries, such as the United States, people strive to apply the same expectations for behavior to everyone, friends and strangers alike—a principle social scientists call “universalism,” which tends to promote broad trust in others. In other countries, such as China and Taiwan, friends and family are highly favored and often benefit from a different set of expectations than strangers—a principle known as “particularism.”

In cultures that embrace particularism, expectations of trust are likewise applied much more favorably to close personal contacts than to others. While both approaches have pros and cons, there is some concern among those seeking to advance economic development in places like China that limiting trust to friends and family can make business transactions more difficult and expensive.

The researchers found that Americans tended to be equally upset, whether they had any connection to the wrongdoer or not, while the Taiwanese participants were more willing to overlook mistreatment by people close to them.

Friedman, working with Steve Chi and Chih-Chieh Chu at National Taiwan University and Huei-Lin Shih at Taiwan’s Industrial Technology Research Institute, decided to see whether it was possible to reduce the effects of particularism in the workplace.

To do so, they conducted a series of experiments in the United States and Taiwan, asking individuals to describe their feelings after experiencing a fictional instance of workplace mistreatment. “We were looking to see whether a desire to seek revenge on someone who has done something inappropriate was influenced by whether the harm-doer is known to the individual personally or not, and how that might differ between American and Chinese culture,” Friedman says.

In half the cases, the wrongdoer was described as having close ties to the subject, while in the other half, the wrongdoer did not. The researchers found that Americans tended to be equally upset, whether they had any connection

to the wrongdoer or not, while the Taiwanese participants were more willing to overlook mistreatment by people close to them.

The researchers then engaged a different group of Taiwanese subjects. Before participating in the workplace mistreatment experiment, they first were asked to focus on things they had in common with most other people. The result was that these subjects were less likely to excuse mistreatment by co-workers close to them.

“[In the second scenario] you really see much more willingness to call to account someone who’s close to you, just as you would a stranger,” Friedman says. By changing the perspective of participants going into the study, the experimenters were able to reduce particularism in a business setting.

The researchers believe these findings have the potential to help inform managers who work with employees from different cultures, as well as provide more insight into how to address particularism in the workplace.

The study, “Chinese Acceptance of Mistreatment by In-Relation Offenders Can Be Neutralized by Triggering a ‘Group’ Collectivism Perspective,” was funded by the Ministry of Science and Technology of Taiwan, Republic of China.

The post Cultural Norms Dictate How Colleagues Treat Workplace Wrongdoing appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Freeman Wu Studies Aesthetics and Their Effects on Consumer Behavior

Freeman Wu

Like many hopeful undergraduates, Freeman Wu once intended to pursue a career in medicine. He did eventually become a doctor — just not the kind who can operate on you. Wu is now an assistant professor of marketing at the Owen Graduate School of Management, where he teaches the Principles of Marketing class and researches aesthetics and consumer behavior.

Wu become interested in consumer behavior during his undergraduate education at the University of British Columbia – Vancouver when he took an introduction to social psychology class. “I was fascinated, though not so much what goes on inside the brain. I think that’s cool, too, but what goes on between people — that’s what I found the most fascinating,” he recalled.

At the time Wu was working at Starbucks, and he decided to pick up a second job. The marketing department was hiring research assistants, so Wu applied and got a position helping out in the lab. The job furthered his interest in marketing and cemented his desire to pursue a Ph.D.

After graduating college, he applied to Ph.D. programs and ultimately enrolled Arizona State University. While there, Wu narrowed his research interests to focus on how consumers navigate retail environments. “As a consumer researcher, oftentimes, I introspect a lot. I look at how I behave irrationally, to try to study that,” he explained.

In fact, Wu got the idea for his dissertation from personal experience. He’d taken a beautiful printed napkin from a friend’s Christmas party and left it sitting on his desk for months. During the spring, he ran out of tissues while suffering from allergies — but didn’t want to use the napkin because it looked so pretty.

That experience inspired him to start researching the aesthetics of both products and retail settings and how these appearances can impact consumer behavior. Ultimately, Wu and his colleagues turned the research into a paper that was published in the Journal of Consumer Psychology.

“My dissertation was all built around this notion that, yes, we know that consumers like to purchase and acquire beautiful things. But once they buy them, should we just assume that they’re going to use them?” he said.

Wu has several other studies in the works that examine aesthetics within different contexts. One project looks at the aesthetics of debit cards and other payment methods and how that enhances the purchase experience. Another investigates the practice of celebrity seeding — when brands send celebrities product samples in hopes that the star will be photographed with the item.

“When we see (a celebrity) out in the public consuming Smart Water, we think, ‘Oh, she must actually like this product,’” he said. “What we don’t realize is oftentimes they’re given these free gifts… which is a very sneaky way of marketers getting consumers to like the brand.”

In another project, Wu is looking at the recent trend of putting pictures of loved ones on cakes, M&Ms, and other desserts and how these pictures affect people’s desire to consume the sweet treats. “People love personalizing products, but it just kind of feels weird when you’re cutting into grandma’s face on a birthday cake,” he said.

Finally, Wu is working with Kelly Haws, Anne Marie and Thomas B. Walker, Jr. Professor of Marketing, on a study looking at messy satiation and its potential consequences. “If you mess up your food intentionally, that can actually be an intervention to increase your satiation,” he explained. “It looks disgusting, and you actually get tired of the food more quickly, which would be an effective intervention for curbing over-consumption.”

For all the research he does on food, Wu says he’s not that skilled of a cook, though he does enjoy eating at Nashville’s many delicious restaurants with his partner. “I’ve realized that there are things that I’m good at, like research. Then there are things that I’m not so good at, and cooking is one of them,” he laughed.

To learn more about Freeman Wu and his work, visit his bio.

The post Freeman Wu Studies Aesthetics and Their Effects on Consumer Behavior appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: What Do You Learn in an MBA? Answering Your FAQs
An MBA program provides value to students in many ways, from career coaching to alumni networking to increasing potential earnings. One of the primary benefits of an MBA program is the curriculum and the foundation of business knowledge it provides. “An MBA is a really transferable degree, and there are a lot of items within the curriculum that you can use in different career paths,” explained Bailey McChesney, the Associate Director of Recruiting and Admissions.


Nancy Lea Hyer

“Our MBA curriculum equips students to lead confidently. They become well-versed in business fundamentals and acquire deeper knowledge in a business discipline of their choosing,” added Nancy Lea Hyer, Associate Dean of Curriculum and Learning. “The modular curriculum with its seven-week format also provides students the flexibility to explore a wide range of business topics which contributes to their breadth of knowledge. Finally, the team-based component of many courses strengthens students’ abilities to work well with others, an essential skill in today’s increasingly collaborative workplace.”

Below, we cover the meaning of the MBA abbreviation, explore what you learn in an MBA, and more.

What does MBA stand for?

MBA stands for “Master of Business Administration.” According to FindMBA, the MBA is currently the most popular professional degree program globally. This degree helps students develop a toolbox of quantitative and soft skills in business and management, which they can use to advance in their career. If you enroll in an MBA program, you’ll learn to speak the language of business, lead a team, and create and evaluate company strategies.

What does a typical schedule look like?

Usually, the first year of the two-year MBA consists of core courses, which teach students the basics of general management. These classes give you a solid foundation that you can use to build a specialized skillset. Later on, you take classes — usually electives — that dive deeper into a field or industry.


Bailey McChesney

When you begin taking electives and how many you can take varies from school to school. At Vanderbilt Business School, MBA students take one elective during their second mod, and the number of electives increases from there. This gives students the chance to take more electives early on so they can explore potential concentrations and other subjects outside it.

“You don’t have to take courses just within your concentration. You can take some outside of your area of focus to help you get a more general idea about the workplace and your department — things that you think would add value in your career or in the short term,” McChesney said.

What kind of courses are available?

The core curriculum consists of courses in accounting, economics, finance, human and organizational performance, marketing, operations, and strategy. Outside the core, students can take more electives to dive deep into these areas, or pursue more specialized classes such as negotiation and data analytics.

The balance of core classes vs. electives — and the level of customization available to students — also varies by b-school. At Vanderbilt Business, the curriculum is flexible and personalized for each student. For example, if your concentration is healthcare but you’re also interested in human and organizational performance (HOP), you can take HOP classes in addition to your healthcare classes.

“At Vanderbilt, you can study two completely different areas. It doesn’t necessarily have to be strategy and operations, which go together a lot. It can be two completely different things. You can customize,” McChesney said.

Outside a student’s concentration or specialization, there are also plenty of opportunities to engage in learning experiences across a variety of disciplines. At Vanderbilt Business School, these experiences include international trips, career treks, club activities, and even the chance to interact with physicians at Vanderbilt Medical Center through Healthcare Immersion.

What does an MBA teach you?

The MBA curriculum will teach you basic business and management skills that will be useful whatever industry or field you choose to enter. For example, operation courses that are part of the core curriculum are valuable since you will see an operational procedure and structure in most jobs. You’ll also learn soft skills for the workplace such as leading teams and coaching reports.

In particular, the MBA curriculum includes numerous quantitative classes that are vital to any career. For instance, if you take a finance course, you’ll be able to use the information you learn when you’re managing a budget, even if you don’t get a job in investment banking or corporate finance. “I would say that all the quantitative core courses are probably some of the most valuable things candidates would learn because of the transferable nature of those,” McChesney said.

The post What Do You Learn in an MBA? Answering Your FAQs appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Why Some Rules Are More Likely to Be Broken
The post Why Some Rules Are More Likely to Be Broken appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: How to Complete a MBA Application in 7 days.
We know your time is valuable and submitting your MBA application may seem daunting. Learn from the Vanderbilt MBA Recruiting & Admissions Team how you can complete your MBA application in just one week. Check out our day-by-day guide on how to successfully complete your application in 7 days!

 

7-Day Application Checklist Overview


  • Day 1 – Get Organized
  • Day 2 – Resume Building
  • Day 3 – Work on Your Story
  • Day 4 – Fresh Eyes
  • Day 5 – Checklist Items
  • Day 6 – Grab a Friend (Or Two)
  • Day 7 – Submit
For a more detailed explanation of each step of the application process broken out over 7 days, view our day-by-day guide.

The post How to Complete a MBA Application in 7 days. appeared first on Vanderbilt Business School.
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FROM Owen Press Releases: Five Leadership Lessons
The speaker series originally was endowed by A. Alexander Taylor, JD’78, the former CEO and chairman of FGX International, and his wife.

Here are Lynn’s five lessons:
1. The path to the top is rarely linear.

Good began her career in the utility industry at Cinergy, which merged with Duke Energy in 2005. In 2013 she was named CEO of Duke, which has been a mainstay of the Fortune 500. Previously, she was a partner at two international accounting firms, including a long career with Arthur Andersen. “It’s been more zigzags than you might expect … but I think you’ll find that to be the case with many executive leaders. It’s not a linear path,” she said.

2. A major setback does not mean the end of your career.

While Good was employed at Arthur Andersen, the firm became embroiled in the Enron accounting scandal and closed up shop in 2002, leaving Good to start over—even though she had never worked on the Enron account. Despite the setback she was able to build a successful career in a new industry and went on become one of the few Fortune 500 female CEOs.

“[A situation like that] doesn’t mean career over,” she said. “What it taught me very quickly was that I was the asset, so I had to figure out what I was going to do. It’s less about who you work for, and more about what skills you’ve acquired.”

3. Communication is of paramount importance.

Good describes herself as a “math person” and has spent her entire career in technical industries such as accounting and energy. However, in her role as CEO, she has found herself speaking in various forums—from employee meetings to television and media interviews—and says that communication is a crucial skill for any business leader to have. “If I can’t say it in a way that you understand it, then it doesn’t matter if it’s right,” she said. “[In] trying to advocate for a position or explain a strategy to an employee, if I can’t get that out in a way that people can rally around, then the job is really hard.”

4. Develop other critical leadership traits.

Beyond communication skills, Good listed other traits important for business leaders to possess, including persistence, resilience, courage, willingness to change and optimism. “I can’t come to work thinking [something is] impossible,” she said. “I have to come to work thinking that it’s possible and, in so doing, encourage all the people around me.”

5. Look for an environment in which you will be successful.

When asked about her experience as a female leader in corporate America, Good said she knew early on that she could be successful at a merit-based firm and looked for those kinds of companies, as opposed to one where, for example, participating in the company softball league would be necessary for promotion. “I believe that in a merit-based environment, men, women and diverse candidates can all be successful. Positioning yourself in a place where your capabilities speak very loudly—I would encourage you to do that, she concluded.”

More Lessons
Learn some other lessons from executives who participated in this year’s Distinguished Speaker Series:

Bill Carpenter, former CEO of LifePoint Health: vu.edu/bill-carpenter

Daniel Fete, chief financial officer for AT&T Communications: vu.edu/daniel-fete

Sam Samad, former chief financial officer of Cardinal Health’s pharmaceutical segment and former CFO of Eli Lilly Canada: vu.edu/sam-samad

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FROM Owen Press Releases: Separation Anxiety Can Contribute to Toxic Body Image

Posavac is the E. Bronson Ingram Professor of Marketing at the Owen School. The study, “Adult Separation Anxiety Disorder Symptomology as a Risk Factor for Thin-Ideal Internalization: the Role of Self-Concept Clarity,” conducted with clinical psychologist Heidi Posavac, recently was published in the journal Psychological Reports.

Thin-ideal internalization has been linked to numerous distressing and potentially dangerous conditions, including body dissatisfaction, compulsive exercise and eating disorders. However, it’s not well understood why some women internalize this ideal more strongly than others. Identifying risk factors is an important part of addressing the problem.

Separation anxiety is usually associated with children, but in 2013 it was recognized as a disorder among adults as well. People with adult separation anxiety disorder experience serious distress at the prospect of being apart from their loved ones and their homes. It is believed to affect about 6 percent of the population.

The research shows that people with ASAD tend to exhibit low self concept clarity—that is, they do not have a strong, enduring definition of who they are, what they believe and what they prefer. “If your self-concept clarity is high, then the context around you doesn’t really affect how you judge yourself,” says Steve Posavac. “But people who do not have a lot of clarity in their self-concepts tend to look externally for cues or standards by which to measure themselves.”

That tendency, he theorizes, is what could make women with ASAD more prone to internalizing the highly idealized thin body types favored by the media.

That hypothesis was borne out: In a survey of 200 college-aged women, the researchers found clear evidence that women with ASAD symptoms tend to have lower self-concept clarity and are more likely to idealize thin body types as a result.

Posavac says that thin-ideal internalization is complex, and that the findings don’t suggest ASAD will invariably cause it—or that it’s the only cause. “Rather, the takeaway is that clinicians should be aware of this link,” he concludes.

The post Separation Anxiety Can Contribute to Toxic Body Image appeared first on Vanderbilt Business School.
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