Many of today's parents fondly remember childhood days spent playing outdoors. When children make mud pies and observe ants, it may seem like just fun and games, but the truth is the outdoor play is an important part of growing up healthily. The National Association for the Education of Young Children reports that outdoor play reduces (make…less) stress and restlessness in children and improves their attention.

    Outdoor play is the perfect way to fight against the childhood's obesity(being fat).Research shows that children who play outdoors are more fit and thin, according to the National Center for Physical Development and Outdoor Play. Children who spend time outside on a regular basis  also have healthier immune (免疫) systems. And playing outdoors is a good way to get enough vitamin D.

    Playing outside enables children to relax , reduces tension（紧张）and helps them solve problems. When children play outdoors, they learn to share and cooperate (work together) with one another. Kids who feel confident outdoors are likely to become able clever adults.

    The outdoors is a giant laboratory for learning that improves creative thinking and problem solving. Researchers have found that children learn best when their body, mind and spirit are involved (牵连的), and this appears in outdoor play. Outside activities develop all five senses, which create a powerful learning environment. The outdoors also lets children have the chance to explore (探究), experiment, form questions and create their own ideas about how the world works.

    Although there are the many advantages of outdoor play, time spent outside has been reduced for many of today's children. Kids today spend much more time in front of electronic media than children a generation (代) ago. The lack of outdoor play is tied to the childhood widespread obesity. And experts predict that the situation is so serious that this generation will have much trouble when they grow up. To get kids involved with the outdoors, encourage them to collect rocks, fly kites, climb trees, garden, camp, swim, go fishing, watch birds and butterflies or play games with other children.

    When Shakespeare was twenty-one, he went to London, a very interesting place, to try his fortune.

    There was the famous London Bridge and St. Paul's Cathedral, and palaces and markets and long streets full of shops.

    Then, too, there were the daily crowds where could be seen people from all over the world. Knights, scholars and the highwayman (拦路强盗）or thieves, who had been infamous for their clever robberies, passed by each other.

    Here, also, were noblemen dressed in gold, from Italy and Spain and France; slaves from Spanish America, sea captains and ministers, soldiers and servants—all held by chances or interests within the gray walls which circled London, and whose gates gave welcome to as strange a crowd as could be found in the world.

    Into this curious crowd came Shakespeare, quick to see and eager to learn. And before long all these strange sights were as familiar to him as the faces of his own town's residents. Each one told its story to him so plainly that, as before he had learned the secrets of the fields and woods, so now he learned men and men's interests that make up the great world.

    And he learned these lessons so well that when he came to write his plays, he made such use of them as no writer ever made before or since; for it is the use of this knowledge of the world, combined with his own genius, that makes Shakespeare the greatest dramatist that has ever lived.

    Students in a college French class have helped fill the empty bookshelves of a very poor Haitian(海地的) school by writing 90 books. Although many children in Haiti speak Creole(克里奥尔语) at home, French is taught in classrooms and used by the government , and students are asked to know the language in order to get further education. Therefore, the class hoped to provide resources to help the young students learn French well.

    The project, called Little French Books, was headed up by Jennifer Shotwell, a French professor at Randolph-Macon College in Ashland, Virginia. Shotwell had visited Haiti with a group of students in 2013 to support a Haitian student and give books to a new library. Following the trip, Shotwell brought the experience back to her classroom.

    "My students have a chance to use the French language in a special way by writing children's books," Shotwell said. "Though some learners don't think they can produce much with a new language, my students are learning to express themselves and create entertaining stories that we finally share with disadvantaged children who are also learning French."

    Shotwell had sent French books to Haitian schools, but they were printed on cheap paper that could be easily broken. So she started a Kickstarter, which collected more than $1,000 to make books with durable covers.

    The books, which included stories about princesses, dinosaurs and exciting experiences, were given to the St.Gabriel's school in Lascahobas.

    "Each time a child gets into a new book, he will no doubt get new knowledge and new understanding. The Little French Books means a lot to our students, said Gardy Myrtil, a teacher at the school.

    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.

    Broken Wings

    1-4 Aug: Musical adaptation of the poet Kahil Gibran's 1912 masterpiece. Set in New York in 1923, it transports you to turn-of-the-century Beirut.

    7: 30 p. m. (& 2: 30p. m. 4 Aug); Tickets: ￡10-￡96. so.www.trh.co.uk. Theatre Royal Haymarket, Haymarket, SWIY 4HT. T: 020-7930 8800. E7. Station: Piccadilly Circus.

    Chicago the Musical

    Martin Kemp stars as Billy in this jazz musical based on real murder cases which shocked Chicago in the 1920s.

    Mon-Sat 7: 30 p. m.; Wed & Sat 2: 30 p. m. Tickets: ￡25-￡150. www.phoenixtheatrelondon co.uk

    Phoenix Theatre, 110 Charing Cross Rd, WC2HOJP. T: 0843-316 1082. E7. Station: Tottenham Court Road

    Dreamgirls

    Musical about a female singing group from Chicago. Classic songs include I Am Telling You I'm Not Going, I Am Changing, and Listen and One Night Only. Join these friends as they go on a musical rollercoaster ride through a world of fame, fortune and the ruthless realities of show business, testing their friendships to the very limit.

    Mon-Sat 7: 30 p. m.; Wed & Sat 2: 30 p. m. Tickets: ￡15-￡75. www.savoytheatre org. savoy.

    Strand WC2R OET. T: 0844-871 7687. E8. Station: Covent Garden.

    Everybody's Talking about Jamie

    This feel-good musical is set on a council estate in Sheffield, northern England, and tells the story of 16-year-old Jamie and how he overcomes bullies and prejudice. This is inspired by a true bully story.

    Mon-Sat 7: 30 p. m.; Wed & &t 2: 30 p. m. Tickets: ￡20-￡85. www.everybodystalkingaboutjarmie.co.uk

    Apollo Theatre, 31 Shaftesbury Ava WID 7ES T: 0330-333 4809. E7. Station: Piccaddly Circus

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