Elizabeth Mitchell's new “Liberty's Torch” is the fascinating story of how the Statue of Liberty came to be. The Statue of Liberty's rough history is explored in “Liberty's Torch”.

    Frederic Auguste Bartholdi is an all-but-forgotten figure in American history. He was, however, responsible for one of the most enduring symbols of the United States: the Statue of Liberty. A Frenchman from Alsace, he designed and built the Statue of Liberty which stood on Bedloe's Island in New York Harbor. How this statue came to be is the fascinating subject of Elizabeth Michell's new book “Liberty's Torch”.

    The power of Mitchell's narrative is convincing(令人信服的). We recognize the Statue of Liberty now as a symbol of hope and opportunity for a nation of immigrants. At the time, though, people could not see that－nor did they even imagine that. Instead, the construction of the statue was born of one man's desire to set up a great monument.

    For this reason, perhaps, “Liberty's Torch” relies on Bartholdi as the connecting thread. Bartholdi went to Egypt to make photographic copies of the main monuments. On the boat, Bartholdi met and began a lifelong relationship with Ferdinand de Lesseps, the man who would build the Suez Canal. Maybe it was this friendship, or maybe it was seeing Egypt's huge monuments, but finally the trip inspired Bartholdi's dream to create the largest statue ever built. Failure to bring this to completion in Egypt, followed by his exile (流放) from Paris, led Bartholdi to sail to America.

    By explaining the Statue of Liberty's hard history and showing Bartholdi's brave spirit, Mitchell has done a great service.

    Melinda Skaar wasn't expecting any phone calls. Skaar was working late in her office at the First Internet bank of California. By 10:45 that night she was almost ready to go home when the phone rang. Picking it up, she heard a guard shouting, "There is a fire! Get out of there." Skaar didn't panic. She figured that it was just a small fire. Her office building was huge. There were 62 floors and her desk was on the 37th floor. Skaar called out to office mate Stephen Oksas, who also stayed late to work. But when they got out to the hallway, they were met by a cloud of black smoke. Rushing back, Skaar shut the door and filled the space at the bottom of the door with her jacket to keep the smoke out.

    Then they called 911. Before they could call their families, however, the line went dead. That meant that they were completely cut off from the outside world. All they could do was wait and hope someone would come to rescue them.

    Minutes ticked by. Smoke began to float into the office. Soon it became hard for them to breathe. Looking around, Skaar noticed a small workroom. It seemed to have cleaner air. So they crowded there. That helped for a while, but in time even the workroom was filled with deadly smoke. Hopeless, they tried to break the windows, but the glass was not breakable. Everything they threw at it just bounced back. Defeated, they struggled back to the workroom. They felt weak and dizzy. Soon Skaar found Oksas had passed out.

    As Skaar and Oksas lay near death, rescuers were rushing to find them. At last, at about 4 a.m., firefighters found them.

    Skaar and Oksas knew they were lucky to be alive. Sunday is my birthday, Skaar told a reporter. She would be turning 29, but she knew she had already got the best present possible—the gift of life.

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    It seemed like a typical November day, a month after my grandmother had passed away. I was frustrated by everything that was going on around me.

    I was mad and confused about everyone especially when I saw a young girl walking through the store holding her grandmother's hand. The little girl was begging her grandmother for ice cream just like I used to when I was young. I was jealous of the little girl, because she had something I didn't have anymore — a grandmother by her side.

    I had to force myself to ignore the little girl. She was just too happy for me and that was unacceptable at that time in my world.

    I went to the cash register to pay for my things. It was then that my anger quickly shifted from the little girl to the cashier. She took my things to another register. When the cashier gave me my change I didn't say thank you. I simply took my change and left.

    Feeling tired and hopeless, I began walking to my car. As I stood in a public parking lot a million questions formed in my mind. Why did this happen to me? Aren't we supposed to get signs from the people that passed on? Why didn't I feel her presence anymore?

Suddenly, a woman driving right by my side rolled down her window. "Excuse me, excuse me, excuse me," she said loudly. Thinking she was going to ask for my parking spot, I simply pointed to my car. "No, excuse me," she said again.

Then I felt I had no choice but to see what this annoying lady wanted. She reached to the very bottom of her bag and handed me a three-page booklet. "It looks like that you need this," she said calmly with a smile on her face.

I looked down at the used booklet and there were some big bold letters on the front cover reading, "What Hope for Dead Loved Ones?" By the time I looked up she had gone.

    I felt a sense of relaxation as I read the first page. It explained how people pass on and that their spirit remains with us. It was the first time since my grandmother passed away that I had felt her with me. I didn't know whether to laugh or cry, but I knew that I finally felt happiness from a stranger.

    Play is vital in every child's development, and for toddlers(蹒跚学步的小孩) the benefits of play especially come to life when they can connect with parents during playtime. To raise awareness and help parents create the time and attention span needed, LEGO and DUPLO launches a "Do not disturb playtime '' campaign. 21 days is what it takes on average to break a habit, so for 21 days the LEGO DUPLO team will not post on social media during "toddler playtime", defined as 5am-8pm.

    With social media being an integrated(不可或缺的) part and creative inspiration to modern family life, it is no surprise that researchers call out digital behavior as a concerning obstacle to quality playtime.

    "While we are hooked on our cell phones, we should think about turning them off when interacting with our young children. Kids learn so much from us and we don't want to get in the way of that. Take language learning for example. When nurturing caregivers talk to their children about what they are interested in, it helps them learn new words and new ways to express themselves. Our research shows that the use of a cell phone in a conversation between parent and child disturbs that child's word learning." advises Roberta Golinkoff, PhD: Professor, University of Delaware.

    Our research shows that parents today understand their significant role in ensuring their kids grow up to be happy, well-rounded, and equipped for the future. At the same time, many worry about not spending enough time with their toddlers. LEGO DUPLO wants to inspire parents to make the small moments memorable.

    "We know parents today feel more time-starved than ever before. Many feel guilty over not spending enough time with their little ones. Through the 'Do not disturb playtime' campaign, we hope to re-assure parents that it's not so much of the amount of time they spend with their kids, but the small meaningful moments they create during play", said Steffen Jensen, LEGO Group Senior Marketing Director.

    "If they hated me they didn't talk to me about it," says a young German manager at a media firm in Frankfurt. Still, he says it was noticeable that when an employee 20 years older than him thanked him for buying lunch he had to swallow twice before adding the word "boss".

    Older workers sometimes envy being managed by a younger colleague. Precocious (老成的) youngsters, too, can feel awkward about bossing their elders around. But in Germany a shortage of skilled workers means that such situations are becoming even more common.

    The country's population is projected to shrink. As more Germans retire, fewer youngsters are entering the work-place to replace them. As a share of the working population the number of 15-to-24-year-olds has fallen by ten percent since the 1980s, says the German Federal Employment Agency. Firms competing to hire young talent have to promote them earlier as a result. A paper by professors at the university of Cambridge and WHU, a German business school, to be published in the Journal of Organizational Behavior, suggests this could be a problem.

    As in many countries, German work-places are legally obliged to overlook age when deciding whom to promote. Yet according to Jochen Menges, one of the authors, when an ordinary worker leap-frogs a more experienced one it can leave the latter with feelings of "anger, fear and disgust." People tend to judge their own standing by the success of their peers, and to see failure in being bossed about by someone younger. The relationship between feelings of anxiety and the age of the boss is clear, according to Mr Menges. A manager who is younger by one year is somewhat unsettling; a gap of 20 years is far more discouraging.

    German firms certainly shouldn't return to a system in which age equals to rank. But young people tend to be sensitive about managing upwards. And older workers should be encouraged to see the bright side of learning new skills. Daimler, a big German car firm, says it promotes age- mixed teams, so that knowledge can be transferred between generations. It also supports young managers by asking retired employees to provide temporary support.