In our professional lives, we’ll often act in a great number of situations—meetings, client discussions, team projects—that seem routine. Yet through the teachings of the Rutgers Master of Business and Science (MBS) Externship Exchange program, I learned that familiarity can be deceptive. What may feel like a call to act based on one’s previous experiences or understanding of similar situations is actually an opportunity to test new strategies and see old problems through sharper lenses.
Before joining Rutgers, my professional background in marketing and sales gave me a strong appreciation for communication. I knew the importance of empathy, and I understood resonance as a way of connecting with an audience. Those ideas, however, existed in a more social sense. My MBS externship experience redefined those concepts for me in scientific terms—and henceforth, my communication methods.
In science, resonance is the resulting phenomenon in which two frequencies align and amplify one another. For me, that became the missing piece in how I approached communication. True resonance in dialogue, I discovered, happens when understanding and intention align. But for that to occur, one party must first be open enough to truly receive information. Learning to understand the familiar concept of resonance and other communication facets from a physical perspective developed my scientific thinking and disciplined receptivity. Once achieved, I became more thoroughly observant of patterns. I began to test assumptions and refine hypotheses through feedback.
When consulting, some conversations layered with overlapping priorities, technical jargon, and client expectations can feel like noise. Communication in those situations may clash, lack rhythm or harmony; not exactly music to one’s ears. In a rush to reorchestrate a less-than-pleasing assortment of tones, my instincts told me to react quickly, to take control, serve as conductor and ensure every note in our conversation is on accord. Through the mentorship of MBS faculty and the structure of our externship meetings, I began to treat every exchange as an experiment instead. I observed before I asserted any conclusions. I asked clarifying questions instead of assuming alignment. I tested my understanding by summarizing what I heard... and like in any experiment, I adjusted based on the results.
Over time, those methods produced clarity. Our team’s discussions became more focused. Our feedback to clients grew more precise. The simple shift from speaking to listening scientifically, i.e, from a more scientific perspective, turned communication from reactive conversations into purposeful collaborations.
That’s when I began to see the true power of the MBS framework—the fusion of business practices with science disciplines. Scientific literacy doesn’t just belong in a lab or research paper; it belongs in the way we think, decide, and communicate. It equips you to approach business challenges not with opinion, but with observation; not with assumption, but with inquiry.
Understanding communication through this lens has sharpened my ability to connect with mentors, clients, and peers. It has shown me that facts and data, and empathy are not opposites—they are complementary forces. Data reveals what’s measurable; empathy reveals what matters. Together, they create resonance.
The externship taught me that effective communication isn’t about asserting expertise— it’s about facilitating understanding properly. When you listen like a scientist, you start to hear beyond words: you detect intentions, constraints, and opportunities that others might miss. You learn that even in the busiest professional settings, silence and observation are not signs of passivity—they are the first steps in the scientific method. They rid you of bias and provide you uninfluenced data.
The MBS Externship Exchange didn’t simply enhance my communication skills; it reengineered them. It gave me a process—a framework—for understanding human interaction as deeply as my core classes gave me a process—a framework—for understanding data. That process continues to guide how I listen, lead, and collaborate today.
I’d like to thank my mentors Lori Dars and Tracy Flack, my team members Caleb Hansen and Micheal Liu and our client the Avellana Agroforestry Cooperative for my experience with them. Communication, like science, is never final. It’s iterative. Every project, every meeting, every conversation offers another chance to test, refine, and improve. The more I practice better communication skills, the more I see that the goal isn’t just to be understood—it’s to create understanding that resonates. When you combine scientific literacy with resonant understanding, communication becomes more than a skill. It becomes a form of discovery.
Thank you for this opportunity to share what I’ve learned. I hope this serves you.
-Tyler Rice
This article was guest-written by MBS student Tyler Rice.
Tyler Rice is an MBS candidate at Rutgers University, currently concentrating in User Experience Design and in the process of transferring into the Data Analytics track. During his graduate study, he has worked on multiple applied innovation projects, including a grant-awarded design initiative for Newark’s University Hospital’s Endocrinology and Infertility Clinic, and the development of a data dashboard for International Flavors & Fragrances Inc.
Across both of his externships, he served on teams that were awarded Best Overall Presentation, reinforcing his strengths in clarity, delivery, and solution-oriented thinking.
Tyler’s professional background spans healthcare innovation, user-centered research, data-informed decision support, public service, and member engagement. He currently serves as a 911 public safety telecommunicator in Essex County, NJ, where he hones real-time communication, triage, and high-stakes problem-solving — skills that translate directly into leadership, consulting, and product development.
His motivating conviction is to break down conversations, situations, and information until they become clear enough to act on. He builds order out of fog — creating structured goals and the strategies required to achieve them. Tyler approaches technology and accessibility not as abstractions, but as systems that can be engineered to give people agency.