A Q&A from Michelle "Mikki" Hebl with Ben Waserman

This article originally appeared in Gray Matters as "How do we learn to hate?" 

Twenty years ago I began my career as a professor at Rice University. I hired a company called AV/Tech to install video cameras in my behavioral lab, and Ben Waserman, the owner, showed up to install them.

Ben and I struck up a conversation that would turn into a long friendship. One thing that drew us together was our desire to understand discrimination. This was the topic I did (and continue to do) my research on as a professor of psychology and management, and Ben, as I would learn, was a Holocaust survivor. Before moving to the U.S. and serving in the Air Force during the Korean War, he was born in Berlin, and he spent two years in a German concentration camp as a teenager. He lost several family members for no other reason than they were Jewish.

Ben was the first person I had met who had survived the Holocaust. His positive outlook and easy sense of humor were stunning to me. He didn't always like to talk about his experiences, but he had a change of heart when Holocaust deniers started to emerge. I invited him to speak at Rice about what he had seen and what had happened to him. It was chilling, eye-opening. We all became aware of how special Ben is and how intensely horrible a culture of hatred can become.

No one is born with hate. It is a learned process, and it is easily taught, but we know it has a deep connection with fear. We hate someone because we are afraid they will harm us or our loved ones. We hate someone because they perform deeds that offend our beliefs. But Ben's experience shows us that hate must be actively resisted and that our leaders must lead by example.

This is a conversation I had with Ben earlier this year.

Q: What was it like to live as a Jew in Berlin while Hitler ruled Germany?

A: When I was very young, I did not know what was going on, but I knew that we were not liked. German kids wouldn't play with me, and we were never invited to Germans' homes. Hitler was running a very successful propaganda machine. He had all books burned by authors who did not agree with his philosophy. He took over all radio stations so Germans could only listen to his type of news propaganda. He even confiscated all art that he considered vulgar. Textbooks taught that Jews were inferior and that Germany and Germans were superior. There were posters everywhere telling Germans not to buy from Jewish businesses and that showed Jews to look like cheats with big noses. We could not go to public parks, and we could not own pets. Germans were warned not to work for Jewish businesses, and intermarriage was against the law. Jews could not go to universities, could not work for the government nor practice law.

The first real act of terror I saw was in 1938, when German thugs with the protection of the police and the SS broke into Jewish homes, businesses, synagogues and schools. What they didn't steal they destroyed and set on fire. The event was called Kristallnacht, or Night of Broken Glass. Many Jews who resisted were either killed or sent to Dachau concentration camp. My father lost his business, and we lost our home.

Q: Why didn't the Jews get out of Germany and move to another country?

A: That is a good question. In those days it was difficult to get the necessary papers to leave, but most of all, most countries had very strict immigration quotas and sponsorship requirements to enter. My parents tried for years to come to the U.S., but were refused because they did not meet the necessary entrance requirements

Q: Did you experience any personal violence before you were sent to the camp?

A: Many times. I remember three in particular. In one, a German officer hit my father in the face in front of us so hard that my father fell to the ground, just because he didn't give the Nazi salute when the flag went by during a parade. On another occasion, a German man beat the hell out of me on the street, all the while calling me "a dirty Jew."

But the most memorable was when a German guard hit my mother and pushed her to the ground when she was eight months pregnant, just because she wanted to see my father after he was arrested and taken to a holding center. I was just 10 at the time.  

Q: What happened after that?

A: My father was released, but was rearrested a few months later and sent to Buchenwald concentration camp, where he was murdered. My uncle was shot in Gross Rosen, and my aunt and cousin perished in the Auschwitz gas chambers. My mother and I knew we would be next, so we packed a few things, removed our Jewish stars, which we had to wear, and together with my baby brother, moved to another part of town. Berlin was being bombed by the Allied air forces almost every night, and we figured with all this chaos they would forget about us. But the Gestapo found us after about a year and sent us to Theresienstadt concentration camp. It was a former Czech garrison built for about 8,000 soldiers. When we arrived, there were 58,000 prisoners, all in a space built for 8,000. There was no indoor plumbing, no medical facilities, no heat or air-conditioning. The camp was primarily a transport point to the extermination camps. Hitler called it a model camp and even invited the Red Cross to visit.

We were there two years, and it was pretty miserable. However, we made some good friends, which was a blessing. One of them worked in the camp bakery, and he got me a job there that literally saved my life, because I was so undernourished then. He and his brother and one other formed a friendship with me that lasted until two of them passed away a few years ago. One is still in touch with me every holiday and birthday.  

After two years there, we were liberated by the Russian army, and after a brief quarantine, sent to a displaced persons camp in the American zone. We were there a year while I received some schooling and prepared for entry to America.

We arrived in New York in 1946, then moved to Philadelphia, where my mother and I found jobs and I and my brother enrolled in school. We were not exactly welcomed, because we were immigrants and considered "greeners," a nickname for people who don't know anything. We were fast learners. I graduated high school and joined the Air Force. Everyone warned me that I would experience anti-Semitism there. So I never advertised that I was Jewish, but I didn't hide it, either. I went to synagogue on all the high holidays and sometimes on Saturdays, but I had very little trouble. I learned all I could and was very good at my job and that earned me a lot of respect and quick promotions. I spent two tours overseas, one in Korea during the war in 1952. I flew 75 combat missions and was lucky never to be hurt.

When I returned, I was stationed in Savannah, Georgia. This was late 1952, before the Civil Rights Acts went into effect. I was appalled at the discriminatory activities toward the black population. The separate water fountains and bathrooms and the restaurants that were off-limits to blacks and all the open hostilities reminded me of Hitler's Germany.

I was later transferred to Louisiana, which wasn't much better. I took all the flying time I could get to get away, and in 1954 took my discharge to go to college. I went to New York and from there I applied to numerous universities. They all turned me down because I did not have enough high school credit. The exception was the University of Houston. They told me that if I passed the entrance exam, I was in. I did.

Houston had a lot of discrimination, too. I still remember the signs in restaurants: "We don't serve Negroes or Mexicans." Well, I made sure I didn't eat there either.

After college, I worked as an audio engineer for a few years and then went into business for myself. Having served in the military I knew how to run a tight ship. I never cared where a person came from as long as he did quality work, respected everyone and made a good appearance.

One of the first people I hired was a fellow who had just come from Australia and had a strong Australian accent. I never knew that he originally had come from Germany. His father was a German officer killed during the war. He was born a year before the war ended and he talked about a Jewish couple who after the war helped him and his mother. He had no objections to working for me, and I felt the same. Even though we never became close friends, I respected him, and he respected me. He worked for me for about 25 years and was one of the best technicians I had.

I made it a point never to discriminate, and I made it a rule that I would not tolerate any discriminatory remarks or action in my company. I had one fellow who constantly let everyone know he did not like Mexicans, and I warned him repeatedly. One day he told me I ran the company like a concentration camp, and that did it. I fired him on the spot.

Q: How can we prevent discriminatory behavior in the American workplace?

A: It has to do with company policy. First, we establish what kind of company we want to be. Do we really want to give everyone equal opportunity, do we want to give everyone respect, do we want tolerance and cooperation, do we want a good appearance and whatever other quality we as a business need to succeed?

Then management has to lead by example and show that they practice what they preach. If you want respect, you give respect. Never go back on your word and give praise when it is deserved. Only reprimand in private and solve the problem if one exists. It is like raising children. You lead by example.

A country is the same as a corporation. The character of its leaders is reflected in the population. If the government preaches hate, there will be hate, and Germany was a perfect example.

Q: With all you have been through, how do you maintain such an upbeat attitude?

A: I have my dark moments when I feel sorry for myself. But then I look at my life and my beautiful children and grandchildren, a comfortable home, a nice car, good friends, 63-year marriage to the same beautiful woman, a comfortable retirement from a successful business, many years of good health, and I say, How lucky and blessed can one get?

And I am thankful.

Michelle "Mikki" Hebl is the Martha and Henry Malcolm Lovett Cair of Psychology at Rice University and a professor of management at Jones Graduate School of Business at Rice University.

Based on research by Wagner Kamakura, Salvador Del Barrio-García and Teodoro Luque-Martínez.

• Twenty-first century advertising has been shaped by two seismic events: the ubiquity of the internet and the crash of advertising revenues in the 2008 global recession. 
• Much advertising research still focuses on the psychological approach that leads to the best messaging.
• But researchers increasingly need to think instead about what medium — internet, TV, movie ads, radio, newspapers and magazines — works best with the elements of a given marketing strategy.

A chocolate factory with global ambitions wants to sell its new candy bar. Should its marketing army take an emotional approach? Or should it tout chocolate’s nutritional benefits? And, most importantly, where should that message appear — in a newspaper ad, on the radio, online?  After all, if a tree falls in the woods and no one hears it, does it really make a sound?

Consciously or not, such decisions have been largely shaped by two seismic events in the 21st century. The first was the rise of the internet. The second was the thundering crash of ad revenues during the 2008 Great Recession. As a result, the success of that new chocolate bar could ride on how well its marketers understand and manage these influences.

In a widely-read new study, Rice Business professor Wagner Kamakura joined colleagues Salvador Del Barrio-García and Teodoro Luque-Martínez of the University of Granada to examine which media work best with different advertising approaches. The team pored over annual media budgets for all advertisers in Spain in the 21st century over 154 major product categories and eight different types of media, including the internet, magazines, newspapers, and television, among others. 

The implications of the media choices have special import in Spain: While Spain represented the world’s 9th largest advertising market in 2005, it dropped to 16th place in 2015. Printed media suffered both before and during the economic crisis, while shares of revenue dedicated to internet advertising rose dramatically. Meanwhile, television, outdoor media and radio saw only slight increases in their media budgets.

The problem with most advertising research, according to Kamakura and his team, is that it is primarily focused on messaging. Emphasizing the relative merits of mind and emotion, researchers tend to skimp on a more concrete question: Which media work best for a given strategy? With the rise of the internet and the lingering symptoms of the 2008 recession, the scholars argue, the advertising industry needs to consider both message and media.

In Spain, as print media began to deteriorate during the first decade of this century, so too did print advertisements. By 2015, the internet dominated the Spanish advertising market, to the detriment of newspapers, magazines and inserts and the ads that screen during movie previews. The dominance of the internet as an advertising medium has been a global phenomenon.

Nevertheless, other media still have their advantages, depending on the advertising needs dictated by the type of product advertised. Magazines, for example, are good conduits for high-risk purchase decisions, the kind that require consumers to think deeply before buying. Magazines’ alluring photo layouts can also bolster advertisers from fashion brands that emphasize visual content. 

Conversely, while the internet and television captivate consumers who need an emotional connection to a product, they, too, can function as intellectual media. Internet search optimization, for instance, is useful for picky shoppers intent on making the most rational choice. Advertisements associated with sports TV confirm the traditional idea of TV as a non-rational medium, one that activates the parts of the brain that process primal emotions. Radio, finally, offers advertisers its own charms: Research shows radio messages need relatively small exposure frequency to influence consumer choices. 

With such complex choices, advertisers need to start aligning their strategies not only with consumer psychological states, but also with the right communication media to tap into them. To help guide this alignment, Kamakura and his team developed a framework that helps advertisers select the proper media for their campaigns, based on the characteristics of their product/service and the capabilities of each medium. They also argue that researchers themselves must delve ever deeper into which configurations of print, radio, social media and search engine optimization help specific strategies hit the elusive sweet spot. 

Wagner A. Kamakura is the Jesse H. Jones Professor of Marketing at Jones Graduate School of Business at Rice University.

To learn more, please see: Del Barrio-García, S., Kamakura, W. A., Luque-Martínez, T. (2019). A longitudinal cross-product analysis of media-budget allocations: How economic and technological disruptions affected media choices across industries. Journal of Interactive Marketing, 45, 1-15.

Kinder Institute report says institutional barriers, competition limit cooperation

Nearly a quarter of a million people in the Houston area lack access to healthy food. A new report from Rice University’s Kinder Institute for Urban Research says collaboration between hunger-fighting organizations is necessary to address the problem.

“Challenges of Social Sector Systemic Collaborations: What’s Cookin’ in Houston’s Food Insecurity Space?” is authored by Doug Schuler, a Kinder Fellow and associate professor of business and public policy at Rice’s Jones Graduate School of Business, and Balaji Koka, an associate professor of strategic management at the Jones School, examines the nature of collaborations between nonprofit, for-profit and governmental organizations working on food insecurity and food deserts in Houston.

Research shows that unequal access to healthy food is likely to blame for some of the negative health outcomes in the Houston metropolitan area.

“In Harris County alone, about 1 in 3 children is likely to be obese and about 1 in 3 children born since 2000 is likely to develop diabetes,” the report says. “These health challenges result in additional health care costs of $3 billion in just Harris County.”

Schuler and Koka found four major types of collaborations among these organizations: dominant player supply chain, where dominant organizations share a common agenda and have a self-reinforcing relationship; neighborhood wrap-around, which concentrates on directing persons who access pantries to receive other social services; umbrella, which involves large organizations that recruit smaller groups to deliver a bundle of services; and informational, which gathers information about delivery of services.

However, the authors said none of these forms of collaboration lead to the level of integration and coordination required over an extended period to solve such an important social issue.

The researchers said the biggest hurdles for accomplishing long-term positive change include institutional barriers stemming from funders, government policies and politics, and a mindset of competition in which organizations strive for resources and market dominance often at the expense of cooperation.

The researchers suggest the following:

• Funders should invest in efforts that focus beyond short-term, quickly visible outcomes.
• Funders should require recipients to report activities across multiple dimensions, including how they contribute to other organizations and what they receive outside of their own programs.
• Governments should make policies as flexible as possible to support collaborations between entities.
• Organizations should focus less on competition and more on a mindset of altruism and civic consciousness. If the goal is to address food insecurity, it should not matter which organization receives credit.
• Organizations should be willing to share knowledge and collaborate for the common good.

The authors hope their research will inspire funders, policymakers and other organizations to adopt policies, processes and mindsets that encourage collaborations and flexible operations while avoiding competitive actions.

The report was based on data collected from interviews, experiential field visits and focus groups of individuals living in one food desert neighborhood. The interviews and visits occurred over 33 months between 2015 and 2018.

The report is available online at https://kinder.rice.edu/.

For more information, contact Amy McCaig, senior media relations specialist at Rice, at 713-348-6777 or amym@rice.edu.

This news release can be found online at http://news.rice.edu/.

Follow Rice News and Media Relations via Twitter @RiceUNews.

Related materials:

Photo link: https://news.rice.edu/files/2019/03/61925602_l-1tq528r.jpg

Photo credit: 123rf.com

Kinder Institute website: https://kinder.rice.edu/

Report link: https://kinder.rice.edu/research/challenges-social-sector-systemic-collaborations-whats-cookin-houstons-food-insecurity

Located on a 300-acre forested campus in Houston, Rice University is consistently ranked among the nation’s top 20 universities by U.S. News & World Report. Rice has highly respected schools of Architecture, Business, Continuing Studies, Engineering, Humanities, Music, Natural Sciences and Social Sciences and is home to the Baker Institute for Public Policy. With 3,962 undergraduates and 3,027 graduate students, Rice’s undergraduate student-to-faculty ratio is just under 6-to-1. Its residential college system builds close-knit communities and lifelong friendships, just one reason why Rice is ranked No. 1 for lots of race/class interaction and No. 2 for quality of life by the Princeton Review. Rice is also rated as a best value among private universities by Kiplinger’s Personal Finance.