If Confucius (孔子) were still alive today and could celebrate his September 28 birthday with a big cake, there would be a lot of candles. He'd need a fan or a strong wind to help him put them out.

    While many people in China will remember Confucius on his special day, few people in the United States will give him a passing thought. It's nothing personal. Most Americans don't even remember the birthdays of their own national heroes.

    But this doesn't mean that Americans don't care about Confucius. In many ways he has become a bridge that foreigners must cross if they want to reach a deeper understanding of China.

    In the past two decades, the Chinese studies programs have gained huge popularity in Western universities. More recently, the Chinese government has set up Confucius Institutes in more than 80 countries. These schools teach both Chinese language and culture. The main courses of Chinese culture usually included Chinese art, history and philosophy (哲学). Some social scientists suggest that Westerners should take advantage of the ancient Chinese wisdom to make up for the drawbacks of Westerners philosophy. Students in the United States, at the same time, are racing to learn Chinese. So they will be ready for life in a world where China is an equal power with the United States. Businessmen who hope to make money in China are reading books about Confucius to understand their Chinese customers.

    So the old thinker's ideas are still alive and well.

    Today China attracts the West more than ever, and it will need more teachers to introduce Confucius and Chinese culture to the West.

    As for the old thinker, he will not soon be forgotten by people in the West, even if his birthday is.

    Easter Island's large and mysterious stone statues（雕像） have made it world famous. These statues, whose likenesses look like humans with huge stone cylinders(柱状物) balancing on their heads like hats, have tourists coming from all over the world. The tourists come to see these works of ancient art carved by the early inhabitants of the island. They come to see the mystery that has puzzled historians for decades.

    Easter Island is located in a remote part of the South Pacific Ocean about 2,300 miles west of Chile. Easter Island covers just 45 square miles and its Polynesian name is Rapa Nui.

    On Easter Sunday 1722, a Dutch explorer named Jacob Roggeveen was the first European to see Easter Island. The early Polynesians carved the statues within the holes of the volcano using only stone tools. Then they moved these huge statues to various destinations throughout the island. These 600 statues range in height from 10 to 40 feet. Some of them weigh as much as 50 tons. How could the early Polynesians lift hundreds of heavy statues out of the volcano? How did they move them across the island to their various locations? All of these questions, as well as many others, remain unanswered.

    The early islanders probably worshiped(崇拜) these eyeless giants until sometime around 1670. In 1680, a war broke out between two groups of islanders. The victors of the war and ancestors of the present inhabitants, broke down many of the statues. In most cases, they broke the necks of the statues.

    Now 15 of the statues on Easter Island have been repaired to their original positions on their stone platforms. Even today, using modern tools and machinery, putting up such large statues and balancing cylinders on top of their heads presents a challenging task.

    Ask someone what they have done to help the environment recently and they will almost certainly mention recycling. Recycling in the home is very important of course. However, being forced to recycle often means we already have more material than we need. We are dealing with the results of that over-consumption in the greenest way possible, but it would be far better if we did not need to bring so much material home in the first place.

    The total amount of packaging increased by 12% between 1999 and 2005. It now makes up a third of a typical household's waste in the UK. In many supermarkets nowadays food items are packaged twice with plastic and cardboard.

    Too much packaging is doing serious damage to the environment. The UK, for example, is running out of it for carrying this unnecessary waste. If such packaging is burnt, it gives off greenhouse gases which go on to cause the greenhouse effect. Recycling helps, but the process itself uses energy. The solution is not to produce such items in the first place. Food waste is a serious problem, too. Too many supermarkets encourage customers to buy more than they need. However, a few of them are coming round to the idea that this cannot continue, encouraging customers to reuse their plastic bags, for example.

    But this is not just about supermarkets. It is about all of us. We have learned to associate packaging with quality. We have learned to think that something unpackaged is of poor quality. This is especially true of food. But it also applies to a wide range of consumer products, which often have far more packaging than necessary.

    There are signs of hope. As more of us recycle, we are beginning to realize just how much unnecessary material we are collecting. We need to face the wastefulness of our consumer culture, but we have a mountain to climb.

    Half a century ago, Japan built the world's first high-speed rail network—a network that remains the gold standard in train travel today. Currently the country is now helping Texas build its own bullet train, a potential game-changer for transportation in the state.

    When it launched on October 1, 1964, the world's first high-speed rail network was known as the “super-express of dreams.” The first line in Japan's now world-famous shinkansen network was built against all odds, in the face of fierce public opposition, technical difficulties and astronomical costs.

    Half a century ago, the system was far humbler. In 1964, the first track was a 320-mile-long link between Tokyo and Osaka that reduced the trip from six-and-a-half hours (on conventional trains) to three hours and 10 minutes, traveling at a maximum speed of 200 miles per hour. For the first time, workers could get to meetings in one city during the day and be back home drinking a beer in the local pub that night.

    Not only did the train expand mobility profoundly, but also businesses appeared around the major stops as a growing emphasis on productivity swept across Japan. Today, the shinkansen network has 1,487 miles of track, with more set to open in the coming years. It seems that everything the shinkansen touches turns to city, and regions that are off the beaten track, so to speak, benefit greatly from the economic jumpstart brought by the train. New shinkansen lines are often proceeded by aggressive marketing campaigns promoting tourism in those areas, a strategy that seems to work.

    Despite its astronomical costs, it actually has saved more. Today, over 350,000 annual trips transport tens of millions of passengers all over Japan with efficiency—the average delay time is less than a minute. A research report titled 30 Years of High-Speed Railways: Features and Economic and Social Effects of The Shinkansen by Hiroshi Okada, estimates that the economic impact from the shinkansen train network, based on the time saved from faster travel, is approximately ¥500 billion ($4.8 billion USD) per year. Okada stresses that the cultural impact is also significant, a shinkansen offers people living far from urban centers “easy access to concerts, exhibitions, theaters, etc., enabling them to lead fuller lives.”

    Japan has a plan, known as the One-Day Travel Initiative. Its goal: regardless of where you are in Japan, it should only take you three hours to get to the nearest major regional city (Tokyo, Osaka, Nagoya, Sapporo or Fukuoka). The planned impact of this hyper-mobility is to discourage the tide of migration toward urban centers, like Tokyo, and encourage decentralization.

    In the fall of 1985, I was a bright-eyed girl heading off to Howard University, aiming at a legal career and dreaming of sitting on a Supreme Court bench somewhere. Twenty-one years later I am still a bright-eyed dreamer and one with quite a different tale to tell.

    My grandma, an amazing woman, graduated from college at the age of 65. She was the first in our family to reach that goal. But one year after I started college, she developed cancer. I made the choice to withdraw from college to care for her. It meant that school and my personal dream would have to wait.

    Then I got married with another dream: building my family with a combination of adopted and biological children. In 1999, we adopted our first son. To lay eyes on him was fantastic－and very emotional. A year later came our second adopted boy. Then followed son No,3. In 2003, I gave birth to another boy.

    You can imagine how fully occupied I became, raising four boys under the age of 8! Our home was a complete zoo — a joyous zoo. Not surprising, I never did make it back to college fulltime. But I never gave up on the dream either. I had only one choice: to find a way. That meant taking as few as one class each semester.

    The hardest part was feeling guilty about the time I spent away from the boys. They often wanted me to stay home with them. There certainly were times I wanted to quit, but I knew I should set an example for them to follow through the rest of their lives.

    In 2007, I graduated from the University of North Carolina. It took me over 21 years to get my college degree!

    I am not special, just single-minded. It always struck me that when you're looking at a big challenge from the outside, it looks huge, but when you're in the midst of it, it just seems normal Everything you want won't arrive in your life on one day. It's a process. Remember: little steps add up to big dreams.

    The majority of successful senior managers do not closely follow the classical rational (理性的) model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to carry out the decision. Rather, in their day-by-day tactical maneuvers(战术动作), these senior executives rely on what is vaguely termed intuition(直觉) to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.

    Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness(变化无常).

    Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to combine isolated bits of data and practice into an integrated picture. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally alert of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.

    One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is tightly tied to action in thinking-acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.

    Given the great uncertainty of many of the management issues that they face, senior managers often instigate (发起) a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking-acting cycles is that action is often part of defining the problem, not just of implementing the solution.