|
内容：Nicole Lee 编辑：Allina Zhang
Wechat ID: NativeStudy / Weibo: http://weibo.com/u/3476904471
Part I: Speaker
Still Reinventing At 80, Jane Fonda Says, 'I Feel Better Than I Ever Have' Ari Shapiro | Sep 24, 2018
About 20 years ago, to mark her 60th birthday, Jane Fonda asked for her daughter's help in creating a very short video about her life. Her daughter suggested, "Why don't you just get a chameleon to crawl across the screen?"
"Ouch," Fonda says, recalling the conversation. "She knew what buttons to push and she wasn't wrong."
Fonda has lived many lives. From starlet to fitness guru, to Vietnam protester — now 80, she's a comedic actress, securing roles at an age when many in Hollywood would have left the screen.
Filmmaker Susan Lacy tells Fonda's story in a new HBO documentary called Jane Fonda in Five Acts. The first four acts are organized around the men in Fonda's life — her father, Henry Fonda, and her three husbands, Roger Vadim, Tom Hayden and Ted Turner. The last act is Fonda's own.
Source: NPR https://www.npr.org/2018/09/24/651167286/still-reinventing-at-80-jane-fonda-says-i-feel-better-than-i-ever-have
[Rephrase 1, 7’55]
Part II: Speed
3D Gun Designer, Arrested For Alleged Sexual Assault Of A Minor, Freed On Bail Sasha Ingber | Sep 24, 2018
[Time 2] Cody Wilson, who stands accused of sexually assaulting a minor, walked out of the Harris County Jail in Houston on Sunday with a smile. The 30-year-old, who founded a company that produces designs for 3D printed guns, was arrested at a hotel in Taipei, Taiwan, on Friday and flown to Texas overnight, according to KHOU.
But by Sunday evening, Wilson had posted a $150,000 bond. Video footage showed him leaving the jail in a black hoodie, as a man used a cloth to shield Wilson's face from cameras. Then he was whisked away by a waiting car.
News of his bond follows an allegation that in the summer, he paid a 16-year-old girl $500 for sex in Austin. Investigators believe that Wilson fled the country after he was tipped off by the girl's friend that authorities were being alerted.
As NPR's Vanessa Romo reported, Wilson met the girl on SugarDaddyMeet.com, where "rich and successful men" communicate with "young and attractive women," according to the website.
Then they started texting by phone. "The two made arrangements to meet on Aug. 15 at a coffee shop, then moved on to a hotel where the girl told authorities she said she and Wilson had sex," Romo reported.
Wilson made headlines after his Austin-based company, Defense Distributed, created blueprints to make plastic firearms with 3D printers. The State Department, then under President Obama, blocked that effort on the grounds that it violated firearms export laws.
Wilson later sued the agency, and the Trump administration permitted him to release the files on the Internet. The District of Columbia and 19 states subsequently sued the State Department, and a federal court temporarily barred Wilson from posting the designs online, NPR's Camila Domonoske reported.
Wilson studied law at the University of Texas and aspired to create the world's first entirely 3D-printed gun. Wired put him on a 2012 list of "dangerous people." In 2016 and 2017, he donated to Sen. Ted Cruz, an ardent gun rights supporter.
Wilson's attorney, Samy Khalil, did not respond to NPR's request for comment. In a statement to KHOU, he said, "We are glad that Cody is back in Texas again where we can work with him on his case. That's our focus right now, representing our client and preparing his defense."
Wilson was arrested by Taiwan police officers with the help of the U.S. State Department Diplomatic Security Service, according to the Austin Statesman. "This was a collaborative effort that demonstrates the dedication of local, state, federal and international officials working together to bring this fugitive to justice," U.S. Marshal for the Western District of Texas Susan Pamerleau reportedly said. [439 words]
Source: NPR https://www.npr.org/2018/09/24/651214331/3d-gun-designer-arrested-for-sexual-assault-of-a-minor-freed-on-bail
The high costs of staff turnover Print Edition | Sep 20, 2018
[Time 3] WORKERS are in a phase of being footloose and fancy-free. The proportion of Americans leaving their jobs voluntarily is at a 17-year high. A survey by Gallup in 2017 found that around half of American employees were hoping to leave their current job.
Some of this is cyclical. The unemployment rate is 3.9%, close to its lowest level in the past 50 years. Workers rightly think that it will be easy to find a new job. But there is also a structural problem in some industries. The hospitality sector, for example, is largely staffed by low-paid, low-skilled young people. In Britain the industry’s annual job turnover is as high as 90%, says Polina Montano, co-founder of Job Today, an app that links employers with potential workers.
It is tempting to blame this restlessness on millennials—people who reached adulthood after 2000 and who are sometimes portrayed as being less committed to their careers than their seniors. Another Gallup survey, this one in 2016, found that 21% of the American millennial cohort had changed jobs within the previous 12 months. But in fact, workers aged 25 to 34 have always had the shortest average job tenure, at around three years. The low for this measure, at 2.6 years, was reached back in 2000, when the first millennials were starting college.
High turnover is not great news for employers. Nick South of the Boston Consulting Group says a certain amount of churn is good for bringing fresh blood into a company. But anything over 20% a year can be disruptive. Even in low-skilled jobs, replacing workers can be expensive. The post must be advertised; managers spend time interviewing; new workers take a while to learn the ropes. [285 words]
[Time 4] The costs are particularly large for high-skilled workers. A survey in 2016 by Deloitte, a consultancy, suggested that a combination of hiring costs and lost productivity added up to $121,000 per departing employee. Figures from the second quarter of 2018 showed that employee turnover in the American software sector was running at an annual rate of 24%, with two-thirds of those workers leaving voluntarily. That must be a problem given the difficulties in recruitment. A survey in 2018 by Manpower found that global talent shortages were at their highest since the employment agency began collecting the statistics in 2006. Two-thirds of large organizations said they could not find workers with the right skills.
So how can companies hang on to their staff? An obvious answer would be to pay more than the competition. Despite low unemployment, overall wage growth has not risen much in America, perhaps because a large army of discouraged low-skilled workers have been rejoining the labor force. Given the shortage of high-skilled workers, those employees ought to be in a strong negotiating position, but even among them, there is little sign of a surge in compensation.
Another approach is to convince employees that the company has a positive social impact. The idea that a business can help a community wider than just shareholders and customers has been dubbed “inclusive growth”. It may sound woolly but, according to a new survey by Deloitte, 38% of businesses have found that inclusive-growth initiatives boost employee engagement, encourage them to stay and bring more talent in.
Technology can also help managers to spot particular individuals who might be planning to quit, and to head off the problem with some well-chosen words of encouragement or improved benefits; some Silicon Valley firms are looking into this approach. One academic paper* looked at the language people used when communicating with colleagues, and how closely they cleaved to the linguistic style of their organizations, a process the authors call the “enculturation trajectory”. (In academia, business-school professors will fit in only when they start to use terms like enculturation trajectory.)
The survey looked at over 10m emails exchanged over five years at an American tech firm. It found that new employees who were slow to learn the corporate lingo were more likely to get fired and that long-lasting employees who veered away from the culture in their messages were more likely to quit for another job. But this raises the Orwellian prospect of managers using artificial intelligence to comb through employees’ emails. Instead, to make an old-fashioned suggestion, they could just stop by their desks for a chat. [432 words]
Source: Economist https://www.economist.com/business/2018/09/22/the-high-costs-of-staff-turnover
3 Learnings from the Teacher-turned-entrepreneur Jack Ma Komal Nathani | Sep 22, 2018
[Time 5] Almost all of us have this belief that the knowledge about technology, management and smartness are the more important ingredients of a successful entrepreneurship. But, Alibaba Group’s executive chairman, Jack Ma did not have any of it when he started his business in 1995.
Starting out his career as a teacher is what made him into the world’s renowned businessman he is today, believes Ma. "The only thing that made me into a successful businessman is my teaching background," Ma said on Thursday, speaking at the World Economic Forum in Tianjin, China.
Before starting Alibaba, Ma faced the rejections from 30 jobs and decided to start an Internet-based company. At the Forum, Ma said, that he did not know about technology and had no idea about how a business can be run, but he was confident about one quality of him as an English teacher, which was the ability to identify and cultivate talent. Today, Ma is one of the richest men in the world with a net worth of $37 billion, according to 2018 Forbes List.
Last week, the 54-year-old announced his retirement from the Alibaba Group, which invited a lot of questions about his early retirement from business. Here are three learnings from one of the most inspirational entrepreneurs that will be there with all of us:
‘I Don't Want to Die in Office’ At the Forum in China, when Ma was asked about his early retirement, he clearly said, “I do not want to die in office. I can die at the seaside, I would feel very happy. I prefer dying on the beach.”
Speaking about his background as an English teacher, he added, “I used to be a teacher. That was not the trend in entrepreneurship. But with time, I had a very good team, but no good luck stay with you all the time. We need to extend the luck if you want to do so; you need to offer more opportunities to others, which mean you gave yourself more chances.”
Confessing about his other desires and interests of life, he said, “You’re born to see life and try different things as life is not just about work. A lot of things I got interested in the past 20 years, I feel pity that I did not have the time and capability of doing so. But today I have time and capability of developing these new things.” [388 words]
[Time 6] Ma refutes the logic of working until you’re 80 and 90. “I don’t think it’s necessary to work till 80 or 90. Look at the other countries, entrepreneurs and business owners have white hair but to you know, it’s a kind of step back, in today’s times. I have more time to do for my interest areas,” said Ma.
“I really want to show this to businesses in China and Asia. Never saying giving up and keep working and fighting for the age of 90 and much more,” he said. Why You Need to Spend Money on Your People
Investing money on people has marked the success of the billionaire, as he claims. At 2017 World Economic Forum, Ma spoke about why there is a need to spend money on your own people.
He said, “As a businessperson, my concern is always where the money comes from and where does it go.” He also spoke about how an entrepreneur should spend money on building infrastructure or it can be put in to help white collar and blue collar workers. No matter what but one should spend on people. “Not everyone can go to Harvard University. We should spend money on the people who cannot afford education,” he added.
‘You Don’t Have to be Smart to be Successful’
If you think that you need to be smart for being successful, you’re wrong!
Sharing his journey, the 54-year-old entrepreneur said, “I know nothing about technology or management before starting a business. The thing is you don’t have to know a lot of things. You have to find the people who are smarter than you are. For so many years, I always try to find people that are smarter than I am. And when you find so many smart people, then my job is to make sure that smart people can work together. And then if smart people can work together. It’s easier the vision you believe. Because stupid people can work together easily, smart people can never work together.”
Ma suggests that when you’re 20-30-year-old, work in a company to learn as much as you can about work. When you’re 30-40-year-old, if you want to do something yourself, just do it. You still can afford to lose or fail. But when you’re 40-50-year-old, my suggestion is that you do things that you are good at. He adds, “Not do things that you find interesting, and I want to try something new. It’s a bit dangerous more. When you’re 50-60 years old, you should spend time training and developing young people, the next generation. When you’re 60 years old, you should spend time with your grandchildren.” [422 words]
Source: Entrepreneur https://www.entrepreneur.com/article/320522
Part lll: Obstacle
Emotional intelligence doesn't translate David Livermore | Sep 24, 2018
[Paraphrase 7] My wife and I just dropped off our youngest daughter to start university. To say I was sad to leave Grace thousands of miles away is an understatement. Sure, I’m happy for her to spread her wings and start this new chapter but she and I have always been close and I’m not ready to let her go.
When it came to the dreaded moment of saying goodbye, I worked hard to apply the recurring advice I received from countless friends. “Dave. Hold it together. Nobody wants to see their parents cry and particularly not their dad.”
I watched these farewells play out all weekend as other parents were going through the same ritual. A lot of moms were crying, not many dads, and few if any students. Similar differences played out across different ethnic groups, with effective cultures doing little to disguise their tears and neutral ones looking stoic. Grace knows me too well to not have seen through my artificial smile and wavering voice but I kept a stiff upper lip as I gave her a final hug and watched her walk away.
Emotions play a powerful part in every relationship - first and foremost among our family but also among our friends and colleagues. This is why our social media feeds are filled with articles about things like: “7 secrets to deal with toxic behavior”, ”4 ways to project more confidence”, or “5 ways to handle a friend who gives you the silent treatment.” But almost without fail, these articles seem to assume we’re all Westerners interacting with other Westerners. We’re repeatedly told to look people in the eye, speak up for yourself, smile while you speak, and similar platitudes. But many of these tips will get you in trouble if blindly applied to colleagues and friends in a diverse and global world.
- Direct eye contact means confidence and respect in some cultures. - Direct eye contact means insubordination and disrespect in other cultures.
- Speaking up demonstrates confidence and control in the U.S. - Silence demonstrates confidence and control in China.
- A dad crying in front of his daughter communicates weakness in some cultures. - A dad crying in front of his daughter communicates love in others.
So what do we do? “Common sense” isn’t enough but we can’t possibly learn the dos and don’ts for every culture we encounter. Even if we could, those generalizations are often wrong.
Here are a few starting points for handling the emotional side of our day-to-day interactions:
1. Emotional Intelligence is the first step. Emotional intelligence, the ability to detect and manage the emotions of yourself and others, is proven to play a critical role in being a strong leader, fostering team collaboration, and forging healthy family relationships. But the challenge comes when you detect and respond to the emotional expressiveness from someone who grew up with a different set of guidelines for what’s appropriate when and with whom.
That said, I have little confidence you can be culturally intelligent if you aren’t first able to read and react to the emotions of people from familiar cultures. And cultural intelligence is built on a premise of self-awareness, a critical part of emotional intelligence.
2. Emotions are universal. We often stereotype certain genders, ethnicities, and even functions and professions as being the “emotional” types. But if you’re human, you’re emotional. There is a set of universal triggers that elicit the same emotion in nearly all of us. For example, the sight of something coming straight at you triggers fear, regardless of your personality or culture. A similar trigger occurs when experiencing the unexpected, such as rough turbulence in flight. Even seasoned flight attendants admit that when they don’t expect it, a sudden jolt in the air frightens them.
In a world of robots and AI, it’s worth coming back to one of the most important elements that connect us as humans - our emotions. There are important norms worth learning for various situations and cultures that guide how much we should unveil our emotions. But we need to free ourselves and others from thinking some people are emotional and others aren’t.
3. We all make the same faces. Paul Ekman’s groundbreaking work on facial expressions finds that people from all over the world express sadness, fear, anger, surprise, and happiness using similar facial expressions.
I was initially skeptical of this finding. But through a series of renowned, peer-reviewed studies, Ekman makes a convincing case that people all over the world signal happiness with the corners of their mouths up and their eyes contracted. Anger is expressed with the corners of the mouth down and sadness is expressed with the eyelids drooping. Even individuals who have been blind from birth manifest the same nonverbal expressions. And Ekman found that indigenous tribes without exposure to outside groups used some of the same basic facial expressions as others around the world.
4. We disguise our emotions differently. Where cultural differences begin to come into play are the rules for how to appropriately manage emotional expressions. Parents teach children the display rules for various occasions, which get reinforced at school, through the media, and with peers. When should you show emotion, when should you exaggerate it, and when should you mask it?
We develop mechanisms for masking seemingly inappropriate expressions and learn when we should fake it. So even though a highly trained expert can spot disgust or sadness across faces from a variety of cultures, most of us miss it when an individual disguises their emotions with a behavior they’ve learned to do so.
5. We feel differently about the past. I’m an eternal optimist. I don’t spend too much time thinking about regrets and in times of disappointment, part of my coping mechanism is to focus on the positive. Some of that is personality driven but it’s also a reflection of culture. A series of studies comparing Germans’ and Americans’ sense of time illuminated the role of culture in how people view the past, present, and future. Germans are more likely to look at the negative implications of past events while Americans are more likely to focus on the positive.
American cyclist Lance Armstrong, described cancer as the best thing that ever happened to him, whereas German actor Michael Lesch described cancer as a horrifying experience that continued to create a never-ending sense of anxiety for him. This aligns with recurring sentiments found among many Americans and Germans at work. U.S. employees typically resist talking about their failures and indirectly refer to them as areas for improvement. Germans view that approach as rubbish and talk openly about failure and spend little time praising one another for their achievements.
CQ picks up where EQ leaves off.
Cultural intelligence stems from the same body of research as emotional intelligence (EQ). There’s no substitute for emotional intelligence as the first step in improving the way you work and relate with others. But cultural intelligence takes it the next step by allowing us to have those same social sensibilities when interacting with people who behave in ways that are unfamiliar to us.
Giggles may mean laughter in one culture and embarrassment in another. Some individuals have been socialized to express anger by yelling while others simmer in silence. Public affirmations may be encouraging in one context and humiliating in another.
There’s certainly value in using some of tips and pointers from various articles about how to project confidence, get better at small talk, or manage conflict. Just read them with a culturally intelligent eye and consider which tips need to be adapted for various groups. [1271 words]
Source: Management-issues https://www.management-issues.com/opinion/7324/emotional-intelligence-doesnt-translate | 
京公网安备11010202008513号 京ICP证101109号 京ICP备12012021号
发表于 2018-9-25 23:26:52
收藏
收藏
