Birthdays often involve surprises. But this year's surprise on the birthday of the great British playwright William Shakespeare is surely one of the most dramatic.

    On April 22, one day before his 441st birthday anniversary, experts discovered that one of the most recognizable portraits of William Shakespeare is a fake. This means that we no longer have a good idea of what Shakespeare looked like. “It's very possible that many pictures of Shakespeare might be unreliable because many of them are copies of this one,” said an expert from Britain's National Portrait Gallery.

    The discovery comes after four months of testing using X-rays, ultraviolet light, microphotography and paint samples. The experts from the gallery say the image —commonly known as the “Flower portrait”— was actually painted in the 1800s, about two centuries after Shakespeare's death. The art experts who work at the gallery say they also used modern chemistry technology to check the paint on the picture. These checks found traces of paint dating from about 1814. Shakespeare died in 1616, and the date that appears on the portrait is 1609.

    “We now think the portrait dates back to around 1818 to 1840. This was when there was a renewed interest in Shakespeare's plays,” Tarnya Cooper, the gallery's curator (馆长), told the Associated President.

    The fake picture has often been used as a cover for collections of his plays. It is called the Flower portrait because one of its owners, Desmond Flower, gave it to the Royal Shakespeare Company.

    “There have always been questions about the painting,” said David Howells, curator for the Royal Shakespeare Company. “Now we know the truth, we can put the image in its proper place in the history of Shakespearean portraiture.”

    Two other images of Shakespeare, are also being studied as part of the investigation and the results will come out later this month.________

    Here are Important Travel Notices from United Airlines, March 20, 2016 7:12 AM. Information is updated as it is received.

    ⒈Travel and the Zika virus

    If you have a ticket for travel to a country affected by the Zika virus(as listed on the CDC website) and have concerns, please contact the United Customer Contact Center with any questions or changes to your reservation. Customers advised to avoid the affected regions based on CDC guidance may change their destination or travel date without a fee or may choose to receive a refund(退款) if their tickets were booked before February 29,2016. The new travel date must be within the validity of the ticket. Additional charges may apply if there is a difference in fare for the new travel route.

    ⒉Longer lines at security checkpoints

    Procedural changes at TSA checkpoints throughout the United States may result in longer lines at security checkpoints. Please plan accordingly and allow for extra time at the airport. The TSA advises arriving at the airport two hours before your flight for US travel and three hours before for international travel. To save time at security, we encourage you to visit www.tsa.gov.com and apply for TSA pre-check.

    ⒊Notice for flight departing the European Union, Norway and Switzerland

EU Regulation 261/2004 requires airlines to provide the following notice: If you are not allowed to board or if your flight is canceled or delayed for at least two hours, ask at the check-in counter or boarding gate for the form, stating your rights, particularly about compensation assistance.

    A few days ago my wife sent me out to buy something. When I came home, I handed her a paper bag and said, "Here are the apples you wanted." She looked in the bag, and then she looked at me. "I told you," she said slowly, "to buy some eggs."

    I felt worried about my absent-mindedness (心不在焉，健忘) , so I went to see a doctor. He was a very kind man. "I have seen many people like you. It's nothing to worry about," he said. "If you know you are absent-minded, you are all right. But if you do not know you're absent-minded, you may be really in trouble."

    "Many famous people were absent-minded," the doctor told me. "Thomas Edison was standing in line one day to pay his taxes. When he arrived at the window, he found that he had forgotten his own name. He had to ask the man who was behind him to tell him who he was."

    I felt much better and got up to leave. "Thank you, doctor," I said. "How much do I have to pay you?"

    "Ten dollars for the check-up," the doctor said.

    "But doctor, I did not have a check-up!"

    For a moment the doctor looked puzzled. Then he said, "Oh, yes, it was the patient before you who had a check-up. How absent-minded I am!"

    One of the features of a successful business is its ability to employ creativity to constantly push into new territory. Without growth and innovation, businesses eventually fade away. Those with staying power, however, have mastered an often-overlooked factor that allows them to focus on the future clearly: empathy (共情). While that may surprise many, I am certain that the ability to connect with and relate to others—empathy in its purest form—is the force that moves businesses forward.

    Though the concept of empathy might go against the modern concept of a traditional workplace competitive, the reality is that for business leaders to experience success, they need to not just see or hear the activity around them, but also relate to the people they serve.

    Some may think they want the results from doggedly (顽强地) pursuing their goals without much thought for other people. This attitude works for some, but at some point often sooner rather than later everyone needs to rely on their relationships and established personal and professional connections. These relationships are the product of taking an honest and dedicated interest in others and their businesses. Successful people do not operate alone; each of us needs the support of others to achieve positive results that push us toward our goals. True empathy combines understanding both the emotional and the logical rationale (根据) that goes into every decision.

    Effectively understanding empathy involves viewing it as each person's connection to the people and marketplace that surround them. A biological principle known as co-evolution explains that the adaptation of an organism is caused by the change of a related object. Similarly, businesses and their leaders participate in co-evolution-type relationships. Business success depends on empathetic leaders who are able to adapt, build on the strengths around them, and relate to their environment. When businesses fail, it is often because leaders have stopped focusing on understanding their environment and instead stay separated in their own operations. Successful business leaders are receptive to disturbance and aware of what is going on in their organizations both internally and externally.

    To develop an effective workforce, we must be willing to give in and meet people where they are. This can be frustrating and uncomfortable, particularly when you feel like your position makes more sense or offers a better solution. A critical part of developing empathy, however, is learning to understand, respect and implement another individual's point of view rather than forcing your own.

Nick Torrance, a junior in high school, suffers from muscular dystrophy, and attends school in a specialized wheelchair. The muscle disease prevents him from accomplishing many everyday tasks, such as carrying his books and putting things away in his locker. So he had a fellow student assigned to help him. But Amy Smith, the school's occupational therapist, thought that being able to do something simple like opening his locker on his own would be empowering.

Amy initially thought they would be able to buy a device to help. But searching online turned up nothing that could meet their needs—everything needed a keycode or some other physical action, things her disabled student couldn't do. After the outside search for a method came up short, she looked within the school itself for an answer. Amy turned to the school's robotics instructor.

The instructor, in turn, suggested that two of his most capable students take on the project: Micah Stuhldreher and Wyatt Smrcka. They took first place in a national robotics competition, so they were a natural choice to tackle the locker door problem with a robotics solution. Micah and Wyatt wasted no time getting down to work and for an hour each school day, the boys brainstormed, built, and rebuilt various versions of the device until they landed on the perfect solution one year later.

Like in any device development, it took a lot of trial and error for Micah and Wyatt to make something that would work for their target audience. For example, they initially built a locker-opening button, but Nick wasn't strong enough to push it, so they replaced it with a sensor.

Now, between classes Nick steers his electric wheelchair to his locker and waves his hand over a sensor on the arm of the wheelchair. A few seconds later, the locker door swings open. Another wave closes the door. Nick can make it with ease—it may be a small thing, but it gives him a sense of independence.