When milk arrived on the doorstep

    When I was a boy growing up in New Jersey in the 1960s, we had a milkman delivering milk to our doorstep. His name was Mr.Basille. He wore a white cap and drove a white truck. As a 5-year-old boy, I couldn't take my eyes off the coin changer fixed to his belt. He noticed this one day during a delivery and gave me a quarter out of his coin changer.

    Of course, he delivered more than milk. There was cheese, eggs and so on. If we needed to change our order, my mother would pen a note-"Please add a bottle of buttermilk next delivery"—and place it in the box along with the empty bottles. And then, the buttermilk would magically appear.

    All of this was about more than convenience. There existed a close relationship between families and their milkmen. Mr. Basille even had a key to our house, for those times when it was so cold outside that we put the box indoors, so that the milk wouldn't freeze. And I remember Mr. Basille from time to time taking a break at our kitchen table, having a cup of tea and telling stories about his delivery.

    There is sadly no home milk delivery today. Big companies allowed the production of cheaper milk thus making it difficult for milkmen to compete. Besides, milk is for sale everywhere, and it may just not have been practiced to have a delivery service.

    Recently, an old milk box in the countryside I saw brought back my childhood memories. I took it home and planted it on the back porch. Every so often my son's friends will ask what it is. So I start telling stories of my boyhood, and of the milkman who brought us friendship along with his milk.

    Galdwell's book, Blink, is all about first impressions and what he calls “rapid cognition（认知）”. In his own words, “It's a book about the kind of thinking that happens in a short time. When you meet someone for the first time or read the first few sentences of a book, your mind takes about two seconds to jump to a series of conclusions.”

    Galdwell points out that most scientific tradition is based on a great deal more than two seconds' thought though years of scientific study can come from a quick observation. As for rapid cognition, Gladwell realizes some first impressions don't seem to be based on anything. He noticed that Americans support taller candidates（候选人）. In fact, since 1900, only four candidates have beaten men who are taller than themselves. With this in mind Gladwell got in touch with 500 companies in the US and found that almost all of their managers were tall. Gladwell said, “That's weird. There is no connection between height and intelligence or height and decision-making…But for some reason companies chose tall people for leadership roles. I think that's an example of bad rapid cognition.”

    As an example of good rapid cognition, he tells the story of the Emergency Room doctors at Cook County Hospital in Chicago. A few years ago, the hospital changed the way they diagnosed（诊断）heart attacks. Their doctors took no notice of the patient's age, weight and medical history and gave most of their attention to a few really important pieces of information, such as blood pressure and heart rate. And what happened? Cook County is now one of the best places in the United States for diagnosing chest pain.

    Gladwell believes the power of first impressions should be studied further. “The first task of Blink is to show the fact: decisions made very quickly can be as good as decisions made slowly and carefully.”

    Maybe ten-year-old Elizabeth put it best when she said to her father. “But, Dad, you can't be healthy if you're dead.”

    Dad, in a hurry to get home before dark so he could go for a run, had forgotten to wear his safety belt — a mistake 11.5% of the US population make every day, according to a survey in 2015.

    The percentage doesn't seem so bad, but the big question is why still so many people ignore it when every day there are reports about car accidents and casualties (a death toll of 37461 in 2016).

    There have been many myths about safety belts ever since their first appearance in cars some forty years ago. The following are three of the most common.

    Myth Number One: It's best to be “thrown clear”of a serious accident.

    Truth: Sorry, but any accident serious enough to “throw you clear”is also going to be serious enough to give you a very bad landing. And chances are you'll have traveled through a windshield (挡风玻璃) or door to do it. Studies show that chances of dying after a car accident are twenty-five times greater in cases where people are “thrown clear.”

    Myth Number Two: Safety belts “trap” people in cars that are burning or sinking in water.

    Truth: Sorry again. but studies show that people knocked unconscious (昏迷) due to not wearing safety belts have a greater chance of dying in these accidents People wearing safety belts are usually protected to the point of having a clear head to free themselves from such dangerous situations, not to be trapped in them.

    Myth Number Three: Safety belts aren't needed at speeds of less than 30 miles an hour (mph).

    Truth: When two cars traveling at 30 mpb hit each other, an unbelted driver would meet the windshield with a force equal to diving headfirst into the ground from a height of 10 meters.

    HANGZHOU — Chinese internet giant Alibaba on Tuesday opened a hotel loaded with artificial intelligence (AI) and robots, automating a series of procedures like check­ in, lights control and room service.

    FlyZoo Hotel, opened in Hangzhou, capital of East China's Zhejiang province, where Alibaba is headquartered, is known as the company's "first future hotel". Customers can check into the hotel by simply scanning their faces. The facial recognition system installed in the hotel also enables customers to use their faces as key cards to open doors and access another hotel service. Users can also control the lights, televisions and curtains in the room via Alibaba's voice­activated digital assistant, while robots are deployed to serve dishes, cocktails and coffee. Hotel bookings and check­out can also be done with a few clicks on mobile through an app. "The AI­based solution can help customers save time and relieve hotel employees from repetitive work," said Wang Qun, CEO of FlyZoo Hotel. The hotel is the latest example of Chinese tech companies' attempt into traditional industries such as the hotel industry.

    E­commerce giant JD.com announced in October its strategy to put smart home and electronic devices sold on its platform into hotels, in an effort to improve online sales.

    In July, Baidu teamed up with Intercontinental Hotels Group in Beijing to allow guests to use its voice­ controlled assistant to adjust room temperature and order room service at ease.

    Before that, social media giant Tencent introduced QQfamily, a similar tech solution for hotel operators, in the southern city of Zhuhai last year.

    "We want to install a 'smart brain' for hotels," said Wang. "In the future, we will continue to make hotels smarter and more automated, as well as create more personalized experiences for consumers."

    They were a happy family: four daughters all in the same school in different grades. The youngest, Janice, who was in my class, seemed to be glued (粘) to her mother's skirts. The three older girls took the bus to school every morning, but Janice was always driven to school by her mother.

    One Friday, Janice's mother asked for a talk with me. She said in a soft voice, "My husband is going to Europe on business for two weeks, and he insists that I go with him. I have tried to explain over and over that Janice needs me here. But he thinks that she will be fine without me so I have no choice; I have to go. I have told the babysitter to drive her every morning. Will you please give Janice special attention and help her? I want to be sure everything goes well for her."

    I told her that we would make every effort to support Janice. I even volunteered to meet Janice at her car so she would see a familiar face. As a mother myself, I'd like to help. Janice's mother thanked me for our understanding.

    On Monday morning, expecting a tearful, anxious child, I planned a special program of fun and games. I waited outside to greet Janice, but just then the bus arrived and not three, but four girls got off. Janice skipped along joyfully, saying "goodbye" to her sisters as she ran with two friends into the classroom. I walked slowly into the classroom and called Janice over to ask how the bus ride went. Impatiently she said, "Oh, I always want to take the bus with the other kids, but Mother needs to be with me. You see there won't be any more babies, so I have to be a baby a little longer. While she is away, I'll just ride the bus every day. I am five, you know."