Peter Thiel,the billionaire co-founder of PayPal,plans to live to be 120.Compared with some other tech billionaires,he doesn't seem particularly ambitious.Dmitry Itskov,the “godfather” of the Russian Internet,says his goal is to live to 10.000;and Sergey Brin,co-founder of Google,hopes to someday "cure death.

    They aren't being ridiculous.Their search is based on real science that could fundamentally change what we know about life and about death.It's hard to believe,though,since the human search for immortality is both ancient and filled with disastrous failures.Around 200 B.C.,the first emperor of China,Qin Shi Huang,accidentally killed himself trying to live forever;he poisoned himself by eating mercury（水银）pills.Centuries later, the search for eternal life wasn't much safer: In J492,Pope Innocent VIII died after blood transfusions from three healthy boys whose youth he believed he could absorb.

    But historical examples haven't discouraged some of the biggest names in Silicon Valley.Thiel,for example,has given $3.5 million to the Methuselah Foundation.Aubrey de Grey,Methuselah's co-founder,says SENS,the nonprofit's main research is devoted to finding drugs that cure several types of age-related damage:"Loss of cells, excessive（过多的）cell division,inadequate cell death,garbage inside the cell,garbage outside the cell,...The idea is that the human body,being a machine,has a structure that determines all aspects of its function,so if we can restore that structure—at the molecular（分子的）and cellular（细胞的）level—then we will restore function too,so we will have comprehensively renewed the body."

    But SENS,which has an annual operating budget of $5 million,is small,compared with the Brin-led Project Calico,Google's attempt to “cure death,”which is planning to pump billions into a partnership with medicine giant AbbVie.Google is secretive,but it's said to be building a drug to copy a gene associated with exceptional life span.

    Then there's the Glenn Foundation for Medical Research,started by Paul F.Glenn in 1965.Since 2007,the foundation has distributed annual "Glenn Awards,"$60,000 to independent researchers doing promising work on aging.The Glenn Foundation also works closely with the Ellison Medical Foundation,a far younger institution (founded in 1997).Ellison's passion project gives out hundreds of thousands of dollars each year to scholars seeking research on aging.Their decision to fund independent research may be paying off.Research projects funded by Ellison and Glenn appear to be developing into a testable means to stave off old age—for lab mice.The question is: Can those lab results be repeated in humans?

    Travis is the manager of G&G where he is responsible for forty employees (雇员)and profits (利润) of over $2 million per year. He's never late to work. He does not get upset on the job. When one of his employees started crying after a customer screamed at her, Travis took her away. "Your working uniform is your shelter," he told her. "Nothing anyone says will ever hurt you. You will always be as strong as you want to be."

    Travis picked up that lecture in one of his G&G training courses, an education program that began on his first day and continues throughout an employee's occupation. The training has, Travis says, changed his life. G&G has taught him how to live, how to focus, how to get to work on time, and how to master his emotions (情绪). Most importantly, it taught him willpower.

    At the center of that education is an extreme focus on an all-important habit; willpower. Dozens of cases show that willpower is the single most important habit for a person's success.

    And the best way to strengthen willpower is to make it into a habit. "Sometimes it looks like people with great self-control aren't working hard—but that's because they've made it automatic," Angela Duckworth, one of the University of Pennsylvania researchers said. "Their willpower occurs without them having to think about it."

    The company spent millions of dollars developing programs of study to train employees on self-control. Managers wrote workbooks that serve as guides to how to make willpower a habit in workers' lives. Those courses arc, in part, why G&G has grown from a sleepy company into a large one with more than seventeen thousand stores and profits of more than $10 billion a year.

    You may be familiar with the following famous people, but have you heard of their graduation speeches, in which they either share their unforgotten experiences or give you some great inspiration(启迪).

    Michael Dell, University of Texas at Austin

    And now you've accomplished something great and important here, and it's time for you to move on to what's next. And you must not let anything prevent you from taking those first steps. ... You must also commit to the adventure. Just have faith in the skills and the knowledge you've been blessed (赐予)with and go.

    J.K. Rowling, Harvard University

    Half my lifetime ago ,I was striking an uneasy balance between my ambition and the expectation from my parents who were not rich...But what I feared most for myself at your age was not poverty(贫穷), but failure. The fact that you are graduating from Harvard suggests that you know little about failure, you might be driven by a fear of failure quite as much as a desire for success.

    Steve Jobs, Stanford University

    Sometimes life's going to hit you in the head with a brick. Don't lose faith...Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work, and the only way to do great work is to love what you do. If you haven't found it yet, keep looking, and don't settle.

    Bill Gates, Harvard University

    We need as many people as possible to have access to the advanced technology to lead to a revolution in what human beings can do for one another. They are making it possible not just for national governments, but for universities ,smaller organizations, and even individuals to see problems, see approaches and deal with the world's inequities（不公平）like hunger, poverty, and so on.

    Researchers have created a backpack that has a computer and medicines in it that can help even untrained soldiers save the lives of wounded troops. Wounded soldiers have a better chance of survival if they get help soon after being hurt and are quickly taken to a hospital or clinic. But soldiers who do not have medical training may not know how to help their injured friends.

    Doctors and engineers have developed what they call an “intelligent backpack”. It has a computer and electronic measuring devices. The backpack also has robotic instruments and medicines ready to give to injured troops.

    About 16 doctors and engineers from the University of Pittsburgh, Carnegie Mellon University and several other places are working on the project. The U. S. Department of Defense has given money to the project.

    Ron Poropatich leads the project. He is a retired army surgeon. He says the backpack will help soldiers care for those who are injured. The devices included in the backpack can monitor a person's heart rate and blood pressure. The robotic instruments can even tell whether the soldier has a collapsed lung.

    The intelligent backpack's computer can compare information gathered about the injured soldier with thousands of similar cases, and quickly tell the best methods to use to save the soldier's life.

    Sometimes, it is not always possible to quickly remove the injured soldier from the battlefield. So, Dr. Poropatich says, the researchers hope to create a backpack that will have devices that can keep a soldier alive for a long time. Dr. Poropatich hopes the backpack and its instruments will be ready for testing animals in about three years.

    The goings-on in the consulting room have become more transparent (透明的) recently. Thank goodness. We know more than the lines supplied by the movies in which the therapist knows all and gives wisdom to those who, sitting on a couch, consult with them. Therapists are interested in how the individual, the couple or the family experiences and understands their difficulties. That has to be a starting place. We can be of value if our first port of call is to listen, to gradually feel ourselves into the shoes of the other, to absorb the feelings that are being conveyed and to think and then to say some words.

    The thinking and talking that I do inside the consulting room is at odds with many features of ordinary conversation. Not that it is mysterious, but it isn't concerned with traditional ways of sharing or identifying. The therapist makes patterns and theorizes, but they are also reflecting on the words that are spoken, how they are delivered and how the words, once spoken, affect the speaker and the therapist themselves.

    Words can give voice to previously unknown feelings and thoughts. That's why it's called the talking cure. But just as words reveal so, too, can they obscure, and this gets us to the listening and feeling part of the therapy. Whatever and however the words are delivered, they will have an impact on me as a therapist. I might feel hopeless, I might feel energized, I might feel pushed away, I might feel demanded of, I might feel pulled to find solutions.

    The influence of the other is what makes any relationship possible or impossible. A therapist is trained to reflect on how those who consult with them affect them. As I try to step into the shoes of the other and then out again, my effort is to hold both those experiences, plus an awareness of my ease or discomfort with what I encounter in the relationship.

    Feelings are the bread and butter of our work in the consulting room. They inform or modify our ideas and they enable us to find an emotional bridge to what can so hurt for the people we are working with. Along with the more commonly thought-about theories and ideas we have about the psyche, they are an essential part of the therapist's toolkit, certainly for me. The talking cure means talking, yes. It also means the therapist is listening, thinking and feeling.

    In many aspects, nowadays business environment has changed greatly since the late 1980s. The end of the cold war completely altered the very nature of the world's politics and economics. In just a few short years, globalization has started a variety of trends with profound consequences: the opening of markets, true global competition, widespread deregulation (解除政府对……的控制) of industry, and an abundance of accessible capital. we have experienced both the benefits and risks of a truly global economy, with both wall street and main street (平民百姓) feeling the pains of economic disorder half a world away.

    At the same time, we have fully entered the information age, starting breakthroughs in information technology, which have irreversibly altered the ability to conduct business unconstrained by the traditional limitations of time or space. Today, it's almost impossible to imagine a world without intranets, e-mail, and portable computers. With amazing speed, the internet is profoundly changing the way we work, shop, do business, and communicate.

    As a consequence, we have truly entered the post-industrial economy. We are rapidly shifting from an economy based on manufacturing and commodities to one that places the greatest value on information, services, support, and distribution. That shift, in turn, attaches great importance to "knowledge workers," a new class of wealthy, educated, and mobile people who view themselves as free agents in a seller's market.

Beyond the field of information technology, the increasing pace of technological change in virtually every industry has created entirely new business, wiped out others, and produced a great demand for continuous innovation (创新).New product, process, and distribution technologies provide powerful levers for creating competitive value. More companies are learning the importance of destructive technologies—innovations that hold the potential to make a product line, or even an entire business segment, virtually outdated.

    Another major trend has been the consumer and business markets. There's a growing appreciation that superficially similar groups of customers may have very different preferences in terms of what they want to buy and how they want to buy it. Now, new technology makes it easier, faster, and cheaper to identify and serve targeted micro-markets in ways that were physically impossible or prohibitively expensive in the past. Moreover, the trend feeds on itself, a business's ability to serve sub-markets fuels customers' appetites for more and more specialized offerings.