Shampoo—do we really need to use it?
Buying shampoo can be overwhelming—there are so many brands to choose from, across a huge range of prices. Some brands promise to repair and nourish our hair, others promise to strengthen and add volume. But is any of these claims true? Do we even need shampoo at all?
Since long before shampoo (invent)—some say in India—our bodies have been producing sebum, an oil-like substance. Sebum stops our skin (get) dry, manages the health of our scalp and makes our hair shiny. But it also collects dirt, and, if (leave) untouched for too long, sebum can cause our hair to become greasy. There are no disadvantages from a health perspective to letting our hair be greasy, says Eleanore Richardson, Trichologist at Fulham Scalp and Hair Clinic, but many people choose to wash their hair a regular basis for aesthetic reasons.
And so we reach for the shampoo bottle. Shampoos contain a group of chemicals called surfactants. They grab the dirt and grease from the surface of our hair, meaning when we rinse away the shampoo, we also wash away the grease and dirt. But, Laura Waters, a professor of Pharmaceutical Analysis, points out, "some surfactants work too well" and take the natural oils out of the hair, as well. Though more expensive shampoos may contain (harsh) surfactants, the type of shampoo doesn't really matter. "It's on our hair very briefly and gets washed away". It's the conditioners and styling products that we use after the shampoo that make a bigger difference to the texture and feel of our hair.
Naturally, the more we put onto our hair, the more we need to cleanse it off, (create) a vicious circle. So, yes, it seems we do have a need for shampoo, but we also shouldn't expect it (serve) as a miracle cure. And, finally, next time you're in a shampoo aisle, remember that hair is made up of dead protein cells and that, sadly, not even the most expensive shampoo bring them back to life. See to it that you make better decisions.
A. accounts B. credibility C. declaring D. filtered E. pays F. particularly G. enduring H. principle I. ignoring J. reputation K. revolutionized |
The serious business of being a social influencer
This week China promised a tax-evasion punishment on social-media influencers, who are paid by brands to promote products online to their followers. Viya, known as the live-streaming queen, has already been fined $210m for not her income. The size of that levy(征 收税) shows the large scale of the industry, which for 12% of online sales in China.
Outside China, influencers are also likely to have a(n) role in e-commerce. For all firms with brands, it is time to realize that influencing is more than just a hobby.
The use of personal endorsements(宣传，代言) used to be about taking advantage of existing celebrity power. For example, Michael Jordan's deal in 1984 with Nike both basketball and branding. Influencers turn the logic on its head: selling things helps make them more famous. Through clipped videos and photos they offer recommendations to consumers, together with glimpses into their daily lives to increase the .
Total spending on influencers by brands could reach $16bn this year. The number of wannabe influencers outside China is in the millions. However, only under 100,000 of them get most profit. Their staying power suggests that they add value in several ways. Influencers' networks reach new audiences, younger shoppers. And influencers are technologically proficient in a way that old-style brand ambassadors never were. They can quickly adapt to and utilize newer platforms like TikTok. Yet one-third of brands do not use influencers. They worry about their .
Despite the risk, influencers is a mistake. Their share of digital advertising budgets is still low at 3%, but it is rising fast. The borderline between entertainment and e-commerce is becoming unclear. The most popular marketing strategy of the 2010s—ads targeted through Google and Facebook—is under threat as new privacy standards make it harder to spy on potential customers.
To make full use of influencers, brands should set a clear strategy. They should expect more regulation on consumer protection. The guiding should be to use only influencers who disclose to their audiences that their posts are paid.
Recently, Senator Kirsten Gillibrand of New York said that if we want to fix the gridlock(僵局) in Congress, we need more women. Women are more focused on finding common ground and 21 , she argued. Besides, neuroscientists have uncovered evidence suggesting that, when the 22 is on, women bring unique strengths to decision making.
Mara Mather and Nichole R. Lighthall, two cognitive neuroscientists, are two of the many researchers who have found that under normal circumstances, when everything is low-key and 23 , men and women make decisions about risk in similar ways. We gather the best information we can, we 24 potential costs against potential gains, and then we choose how to act. 25 , add stress to the situation and men and women begin to part ways.
Dr. Mather and her team taught people a simple computer gambling game, in which they got points for inflating(给……充气) digital balloons. The more they inflated each balloon, the greater its value, and the 26 of popping it. When they were relaxed, men and women took similar risks and averaged a similar number of pumps. But after experiencing the cold water, the stressed women 27 sooner, cashing out their winnings and going with the more guaranteed win. Stressed men did just the 28 . They kept pumping—in one study averaging about 50 percent more pumps than the women—and risking more.
Of course, just because it works this way in a(n) 29 doesn't mean the same thing happens in the messy real world. Do organizations with women 30 actually make less risky and more empathetic decisions in stressful circumstances?
Some evidence suggests they do. Credit Suisse(瑞士信贷) examined almost 2,400 global corporations from 2005 to 2011—including the years directly preceding(之前的) and 31 the financial crisis—and found that companies with at least one woman on their boards 32 comparable companies with all-male boards by 26 percent.
33 , what often happens is that women are asked to lead only during periods of intense stress. It's called the glass cliff, in which highly qualified women are asked to lead organizations only in times of 34 . Think of Mary T. Barra at General Motors and Marissa Mayer at Yahoo, who were both brought in only after things had begun to fall apart. If more women were key decision makers, perhaps organizations could respond effectively to small stresses, 35 letting them escalate into huge ones. There's a good reason that we'd benefit from more women in positions of power.
In my hometown of Idaho Falls, beneath the elevated train tracks that paralleled West Yellowstone Highway, there was a hidden gem that aroused my curiosity. A small opening in the hill, easily missed if one wasn't attentive, attracted me with its half-moon shape and stone-framed edges. Although it looked pointless, brilliant light poured through, creating a tapestry of thin trees covered in delicate, light green leaves—a symbol of freshness and new beginnings—and illuminating the space.
That image remains vivid in my mind, evoking a fanciful notion of a gateway to a secret world where wood nymphs and fairies have fun. I imagined an embrace of beautiful light, a peaceful place where I would feel secure and understood.
As a teenager, armed with a driver's license, I fantasized about driving to that spot and finally stepping through the opening. However, I knew deep down that the moment I ventured closer, the enchantment(魔法) would disappear like morning mist.
Even in adulthood, I had a knack for summoning enchantment. I could marvel at drifting clouds, sensing their magical dance. Old forests showed an otherworldly wisdom, and seemingly coincidental events held a mystical fascination. But the pandemic, like a thief in the night, robbed me of that gift. Confined to our homes, the cries of our children merged with our own as we wrestled with teaching them reading and math. Weeks stretched into months, and months into years, eroding my ability to find enchantment in the boring life, leaving only the residue of a COVID-infected existence.
So when I picked up Katherine May's newest book and read this bit, it felt really familiar:
"I have lost some fundamental part of my knowing, some basic human feeling. Without it, the world feels like tap water left overnight, flat and chemical, short of life. I am like lightning seeking earth. Uneasy. I need a better way to walk through this life. I want to be enchanted again. "
May has written an entire book about this, appropriately titled Enchantment: Awakening Wonder in an Anxious Age. I dog-eared almost every page in this book, as they mirrored my own experiences. It was a confirmation I desperately needed—the realization that I wasn't alone in my struggle. May's exploration of curiosity, imagination, and the quest for meaning in our lives became a profound reminder of the path I yearned to rediscover. Therefore, I can't wait to recommend this book to you. You won't be disappointed; you have my word.
Cleaning up a messy bedroom can seem like a frightening task, but if you prepare a simple plan, you can clean up thoroughly and quickly. Here's a basic speed cleaning roadmap:
▪First, bring in a garbage bag and pick up trash around the room. Getting garbage out of the way ensures you'll avoid spills or soiling linens like sheets or table-cloths while cleaning.
▪Next, take care of the bed. An uncluttered bed with a smooth blanket and neat pillows sets the tone for the entire room. If you have time to change the sheets, do it first. If not, shake out the blanket on the floor to refresh it, and then make the bed. A neat bed can also hold items such as picture frames or books, where you can neatly line them up and easily put them back after cleaning.
▪Put things in their proper place. Bring any kitchen items back to their rightful place. Place clothes either in the laundry bin, or make a pile in your closet to fold later. Put books in a neat pile or on a shelf. If you have items from other rooms lying around, start a sorting pile that you can remove and deal with later. We want the bedroom to be clean, and don't want this whole thing turn into a game of "Where does this go?"
▪Wipe down the furniture with microfiber dust wipes. Who needs polishing spray and a rag when you're in a hurry! Pre-cut and folded microfiber cloths work great to dust furniture, a TV, bookshelves and picture frames.
. Vacuum or sweep the floor. This is an essential step, since a lot of dust and crumbs settle here. A quick run around the room will be effective. If you have more time, go for a second round.
To be consistent, start in one corner of the room and work your way around it in one direction. If you move aimlessly around, you can lose focus. Also, try to attack one chore at a time, instead of doing multiple chores at once. Once all these tasks are completed, your bedroom should look much more inviting!
Technology has blurred the boundaries between work and play, professional and personal, and career and downtime. Whether it's a digital nomad(数字游牧民) blogging on a Bali beach or a manager checking emails on a Niseko ski lift, people are seamlessly combining work and leisure. The traditional boundary between business and personal travel is fading, giving rise to a new trend known as "bleisure travel."
Bleisure travel extends beyond the usual practice of bringing a partner to a conference. Professionals worldwide are increasingly adding weekends or even weeks to their work trips, whether they are traveling alone, with a partner, or as a family. According to Jeanne Liu of the Global Business Travel Association, more than one in three business travelers will incorporate a leisure component into at least one of their trips this year. Contrary to expectations, this trend is not limited to entry-level employees; managers and millennials are equally likely to partake in bleisure travel.
Employers are recognizing the benefits of bleisure travel, as it contributes to travel well-being, job satisfaction, and productivity. Taking the opportunity to bring family members along or adding fun elements to a business trip reduces stress and enhances the overall experience. Australians, who face longer working hours and higher travel costs, are particularly receptive to bleisure travel. Guests at business-oriented hotels like Quest St Leonards in Sydney are increasingly opting to have their partners join them for a weekend stay or longer, rather than making quick trips back home.
Richard Tonkin, a general manager who frequently travels for work, always extends his trips to explore new destinations. He carefully researches cities and books bike tours as a way to quickly see the sights and discover places of interest. Tonkin's wife, Enza, who works part-time, often accompanies him on these trips and explores the local area or indulges in her own activities, such as shopping or visiting galleries and restaurants.
The modern bleisure traveler is typically culturally curious and interested in local cuisine. Hotels like Quest St Leonards ensure their front office staff are knowledgeable about not only popular attractions but also hidden gems and events happening in the area. They provide guests with tailored guides that cater to their specific interests, whether it's offbeat cafes and boutiques or trendy bars and restaurants.
The main obstacle for most business travelers considering bleisure is time. Paradoxically(自 相矛盾的是), while technology enables them to work and play at the same time, it also limits their leisure time. However, as the trend continues to gain in popularity, more professionals are finding ways to strike a balance and make the most of their business trips by incorporating leisure activities.
A. That was against the law for African Americans at the time. B. But during World War I, migration from Europe almost stopped. C. The South actually did everything it could to keep the people from leaving. D. The people of the Great Migration met with tremendous resistance in the North. E. So this ended up being nearly a complete redistribution of part of an entire people. F. They finally chose what they would do with their talents and where they would pursue them. |
The Great Migration
The Great Migration began when the North had a labor problem. The North had been relying on cheap labor from Europe — immigrants from Europe — to work the factories and the foundries and the steel mills. As a result, the North decided to go and find the cheapest labor in the land, which meant many of African Americans in the South were not even being paid for their hard work. Many were sharecroppers(佃农) working for the right to live on the land that they were farming.
But it turned out that the South did not take kindly to this poaching(盗用，挖走) of its cheap labor. They would arrest people from the railroad platforms and from their train seats. And when there were too many people to arrest, they would wave the train on through so that people who had been hoping and saving and praying for the chance to get to freedom had to figure out: How now will we get out?
Before the Great Migration began, 90 percent of all African Americans were living in the South, where they were nearly held captive. But by the time this Great Migration was over, nearly half were living all over the rest of the country.
This Great Migration was the first time in American history that the lowest caste(种姓) people signaled that they had options for themselves and were willing to take them. Think about those cotton fields, rice plantations, tobacco fields and sugar plantations, where there were opera singers, jazz musicians, playwrights, novelists, surgeons, attorneys, accountants, professors, journalists. And how do we know that? We know that because that is what they and their children and now their grandchildren and even great-grandchildren have often chosen to become once they had the chance to choose for themselves what they would do with their God-given talents.
Obstacles to the correct decision
Life is full of choices, some inconsequential, some really significant. But sometimes it can be hard to make the correct one. What are the obstacles that stand between us and a good outcome?
Some of us just find it hard to decide. Alice Boyes, writing for Harvard Business Review, tells us this can be connected to perfectionism, where people attempt to find a perfect solution to any problem and are unable to move forward when they can't find one. It might seem that being indecisive would stop us making the right decision, but in fact it could actually help us make the correct ones.
Susan Krauss in Psychology Today reminds us that people often make bad decisions because they base them on preconceptions rather than the context in which things happen. She highlights a paper by researcher Iris Schneider which finds that indecisive people are more likely to look at different perspectives and use them to come to a better decision. So, it could be that a more significant barrier to making the best choice is our cognitive biases.
David Robson tells us that intelligence can sometimes stop people making the right decision. People sometimes use intelligence to invent justifications for irrational beliefs. He believes that humility is key to making a good decision. People who can accept that they might be wrong are more likely to consider different viewpoints. He is backed up on this by Jeff Bezos. Tech CEO Jason Fried recalls the Amazon founder saying how the people who were right a lot of the time were the people who often changed their minds.
So, maybe rather than indecision, it might be intelligence and decisiveness, backed up by our biases that actually stop us making good choices while humility and indecisiveness could help us pick the best option.
