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运动能增加我们的自控力。
How Exercise Might Increase Your Self-Control
By Gretchen Reynolds
For most of us, temptations are everywhere, from the dessert buffet to the online shoe boutique. But a new study suggests that exercise might be a simple if unexpected way to increase our willpower and perhaps help us to avoid making impulsive choices that we will later regret.
自助餐甜食dessert buffet鞋店时装店shoe boutique
Self-control is one of those concepts that we all recognize and applaud but do not necessarily practice. It requires forgoing things that entice us, which, let’s face it, is not fun. On the other hand, lack of self-control can be consequential for health and well-being, often contributing to problems like weight gain, depression or money woes.
痛苦woes
Given these impacts, scientists and therapists have been interested in finding ways to increase people’s self-restraint. Various types of behavioral therapies and counseling have shown promise. But such techniques typically require professional assistance and have for the most part been used to treat people with abnormally high levels of impulsiveness.
自控力self-restraint
There have been few scientifically validated options available to help those of us who might want to be just a little better at resisting our more devilish urges.
validated生效的 魔鬼般的冲动devilish urges
So for the new study, which was published recently in Behavior Modification, a group of researchers at the University of Kansas in Lawrence began wondering about exercise.
Exercise is known to have considerable psychological effects. It can raise moods, for example, and expand people’s sense of what they are capable of doing. So perhaps, the researchers speculated, exercise might alter how well people can control their impulses.
To find out, the scientists decided first to mount a tiny pilot study, involving only four men and women.
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互联网的好处之一就是只要你有好的作品就不会怕别人不知道，因为交流传播的成本变低，你有才会被别人看到。
No need to be in the big city
By Derek Sivers
I used to advise ambitious people to move to the big city, where everything is happening. And it’s still true that it offers some benefits.
But now “where everything is happening” is online. And the way to be there is to create something that adds to it.
Most of the fascinating and successful people I know now are people I met online. I see something they’ve done, or they see something I’ve done, one of us sends the other an email, and that’s it. A few emails, maybe a phone call, and we’re friends.
What’s even more fascinating is finding out that the super-connectors, the people who know everybody and everybody knows, are often physically remote.
The reasons they’re so connected are:
because they keep creating great stuff and posting it online, which gets the attention of their peers, so soon “everyone” knows who they are
because they reach out to say hello to the people they admire
So if it seems that there’s an uncrossable canyon between you and your heroes, don’t forget that all it takes is one connection to catch your rope, so you can shimmy across. And you can do this from anywhere by creating great stuff online, and reaching out to potential friends.
峡谷canyon优雅地移动shimmy
No need to attend Harvard with Mark Zuckerberg. No need to become a cousin of Richard Branson. And no need to date Taylor Swift.
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小说
A Bear Called Paddington
By Michael Bond
Chapter One
PLEASE LOOK AFTER THIS BEAR
Mr. and Mrs. Brown first met Paddington on a railway platform. In fact, that was how he came to have such an unusual name for a bear, for Paddington was the name of the station.
The Browns were there to meet their daughter, Judy, who was coming home from school for the holidays. It was a warm summer day, and the station was crowded with people on their way to the seaside. Trains were humming, loudspeakers blaring, porters rushing about shouting at one another, and altogether there was so much noise that Mr. Brown, who saw him first, had to tell his wife several times before she understood.
刺耳的发声blare
“A bear? In Paddington Station?” Mrs. Brown looked at her husband in amazement. “Don’t be silly, Henry. There can’t be!”
Mr. Brown adjusted his glasses. “But there is,” he insisted. “I distinctly saw it. Over there—near the bicycle rack. It was wearing a funny kind of hat.”
支架rack
Without waiting for a reply, he caught hold of his wife’s arm and pushed her through the crowd, round a trolley laden with chocolate and cups of tea, past a bookstall, and through a gap in a pile of suitcases towards the Lost Property Office.
满载--的手推车a trolley laden with
“There you are,” he announced triumphantly, pointing towards a dark corner, “I told you so!”
欢欣鼓舞地triumphantly
Mrs. Brown followed the direction of his arm and dimly made out a small, furry object in the shadows. It seemed to be sitting on some kind of suitcase, and around its neck there was a label with some writing on it. The suitcase was old and battered, and on the side, in large letters, were the words WANTED ON VOYAGE.
受损的battered
Mrs. Brown clutched at her husband. “Why, Henry,” she exclaimed. “I believe you were right after all. It is a bear!”
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Harvard Loses Almost $2 Billion in Endowment Value
捐款endowment
By Andrew M. Duehren and Daphne C. Thompson
Harvard Management Company lost almost $2 billion in endowment value during a “disappointing” fiscal year 2016, posting its worst endowment returns since the nadir of the financial crisis and marking the latest in a string of underwhelming investment results for the world’s largest university endowment.
最糟糕的时刻nadir of
The negative 2 percent returns, which HMC announced Thursday evening, bring the endowment’s total value to $35.7 billion, down from its $37.6 billion value at the end of fiscal year 2015. Beyond the poor investment returns, several financial flows affect the endowment's value, including the $1.7 billion HMC distributed to fund Harvard's over a third of the Harvard's annual budget.
Repeatedly characterized as “disappointing” in interim CEO Robert A. Ettl’s annual endowment report, the returns come during a difficult year for large institutional investors, particularly universities, amid volatile global markets. Still, the University’s investment arm fell short of its internal benchmark of returning 1 percent on its endowment—equivalent to hundreds of millions of dollars—during the turbulent fiscal year, which ended on June 30.
在此期间interim变化无常的volatile
In his report, Ettl attributed the loss in part to the “low interest rate environment and market volatility of the past fiscal year,” but he also acknowledged that HMC’s internal performance was also to blame.
部分归责与 attributed the loss in part to
“[W]e recognize that execution was also a key factor in this year’s disappointing results,” he wrote.
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斯坦利米格尔权威试验是研究人们对权威顺从心理的实验。
How Obedient Are You?
By Steve Pavlina
In the early 1960s, Yale professor Stanley Milgram conducted a serious of famous psychological experiments to measure people’s obedience to authority. A volunteer was instructed by an experimenter to help administer a simple test to a subject in another room. Cards were drawn to determine which of two “volunteers” would play each role, but the cards were rigged so that the actual volunteer was always given the same role each time, and the other role was played by an actor. This gave the volunteers the impression that the role they happened to be assigned was arbitrary.
实施一项测试administer a simple test
暗箱操作the cards were rigged
The test subject (i.e. actor) could be heard but not seen by the volunteer. Whenever a test question was answered incorrectly by the subject-actor, the volunteer was instructed to administer a shock by pressing a button on a control panel. These shocks began at a negligibly low voltage, but with each wrong answer, the shocks were to be increased in 15-volt increments until eventually the final level of 450 volts was reached. The shocks were fake, so no one was physically harmed, but the volunteers didn’t know that the shocks were fake.
微不足道的电压 at a negligibly low voltage
As these shocks were administered, the subject in the next room (who again could be heard but not seen by the volunteer), would express discomfort in a manner befitting the severity of the shock, including complaining of a heart condition, screaming louder and louder, and banging on the wall. After a certain voltage was passed, the shock-receiver eventually become completely silent (as if to simulate unconsciousness or death). Even after this point, the volunteer was instructed to continue administering shocks.
适合于 befitting
敲打墙面banging on the wall
Milgram’s experiment was intended to test how far the average person would go. At what point would they refuse to give out any more shocks, despite being told by the experimenter to continue?
If you haven’t already heard of this experiment, what would your prediction be? What percentage of people would go all the way to the end?
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《原则》可以免费下载，知笔墨上有中英对照。
Principles
By Ray Dalio
INTRODUCTION
Before I begin telling you what I think, I want to establish that I’m a “dumb shit” who doesn’t know much relative to what I need to know. Whatever success I’ve had in life has had more to do with my knowing how to deal with my not knowing than anything I know. The most important thing I learned is an approach to life based on principles that helps me find out what’s true and what to do about it.
I am now at the stage in my life in which I want to help others be successful rather than to be more successful myself. Because these principles have helped me and others so much, I want to share them with you. It’s up to you to decide how valuable they really are and what, if anything, you want to do with them.
Principles are fundamental truths that serve as the foundations for behavior that gets you what you want out of life. They can be applied again and again in similar situations to help you achieve your goals.
Every day, each
40-A-Bear-Called-Paddington_EL_14nov12_pr_bt.jpg
of us is faced with a blizzard of situations we must respond to. Without principles we would be forced to react to all the things life throws at us individually, as if we were experiencing each of them for the first time. If instead we classify these situations into types and have good principles for dealing with them, we will make better decisions more quickly and have better lives as a result. Having a good set of principles is like having a good collection of recipes for success. All successful people operate by principles that help them be successful, though what they choose to be successful at varies enormously, so their principles vary.
一大批a blizzard of
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