Have you ever found yourself in his situation: You hear a song you used to sing when you were a child-a bit of nostalgia(怀旧) or “blast from the past,” as we say. But it is not a distant childhood memory. The words come back to you as clearly as when you sang them all those years ago.

    Researchers at the University of Edinburgh studied the relationship between music and remembering a foreign language. They found that remembering words in a song was the best way to remember even one of the most difficult languages.

    Here is what they did. Researchers took 60 adults and randomly divided them into three groups of 20. Then they gave the groups three different types of “listen-and-repeat” learning conditions. Researchers had one group simply speak the words. They had the second group speak the words to a rhythm, or beat. And they asked the third group to sing the words.

    All three groups studied words from the Hungarian language for 15 minutes. Then they took part in a series of language tests to see what they remembered.

    Why Hungarian, you ask? Researchers said they chose Hungarian because not many people know the language. It does not share any roots with Germanic or Romance languages, such as Italian or Spanish. After the tests were over, the singers came out on top. The people who learned these new Hungarian words by singing them showed a higher overall performance. They did the best in four out of five of the tests. They also performed two times better than those who simply learned the words by speaking them.

    Dr. Katie Overy says singing could lead to new ways to learn a foreign language. The brain likes to remember things when they are contained in a catchy 3, or memorable 4, tune 5.

    Dr. Ludke said the findings could help those who struggle to learn foreign languages. On the University of Edinburgh's website Dr. Ludke writes, “This study provides the first experimental evidence that a listen-and-repeat singing method can support foreign language learning, and opens the door for future research in this area.”

    Can exercise during childhood protect you against memory loss many decades later? Exercise early in life seems to have lifelong benefits for the brain, in rats at least.

    “This is an animal study, but it shows that physical activity at a young age is very important—not just for physical development, but for the whole lifelong track of cognitive (认知的) development during ageing,” says Martin Wojtowicz of the University of Toronto, Canada. “In humans, it may delay the appearance of Alzheimer's symptoms (阿兹海默氏症), possibly to the point of preventing them.”

    Wojtowicz's team divided 80 young male rats into two equal groups, and placed running wheels in the cages of one group for a period of six weeks. Around four months later-when the rats had reached middle age-the team taught all the rats to connect an electric shock with being in a specific box. When placed in the box, they froze with fear.

    Two weeks later, the team tested the rats in three situations: exactly the same box in the same room, the same box with the room arranged differently, and a completely different box in a different room.

    The rats without access to a running wheel when they were young now froze the same percentage of times in each of these situations, suggesting they couldn't remember which one was dangerous. But those that had been able to run in their youth froze 40 to 50 percent less in both changed box settings.

    “The results suggest the amount of physical activity when we're young, at least for rats, has influence on brain and cognitive health-in the form of better memories-when we're older,” says Arthur Kramer of Northeastern University in Boston, who has found that, in humans, exercise promotes the growth of new brain cells.

    A team of engineers at Harvard University has been inspired by Nature to create the first robotic fly. The mechanical fly has become a platform for a series of new high-tech systems. Designed to do what a fly does naturally, the tiny machine is the size of a fat housefly. Its mini wings allow it to stay in the air and perform controlled flight tasks.

    “It's extremely important for us to think about this as a whole system and not just the sum of a bunch of individual components,” said Robert Wood, the Harvard engineering professor who has been working on the robotic fly project for over a decade. A few years ago, his team got the go-ahead to start piecing the components together. “The added difficulty with a project like this is that actually none of those components are off the shelf and so we have to develop them all on our own,” he said.

    They engineered a series of systems to start and drive the robotic fly. “The seemingly simple system which just moves the wings has a number of interdependencies on the individual components, each of which individually has to perform well, and then has to be matched well to everything it's connected to,” said Wood. The flight device was built into a set of power, computation, sensing and control systems. Wood says the success of the project proves that the flying robot with these tiny components can be built and manufactured.

    Wood says the design offers a new way to study flight mechanics and control at insect-scale. Yet, the power, sensing and computation technologies on board could have much broader applications. “You can start thinking about using them to answer open scientific questions, you know, to study biology in ways that would be difficult with the animals, but using these robots instead,” he said. “So there are a lot of technologies and open interesting scientific questions that are really what drives us on a day to day basis.”

    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.

Internet Time Tied to Teen Depression(抑郁) Symptoms

    Spending time online is normal behaviour for teenagers. But too much Internet use by teens —or too little, for that matter —might be related to depression, a new study finds.

    The findings, reported in the journal of Pediatrics, do not mean that the Internet is to blame. For one, teens in the study who spent no time online were also at increased risk of depression symptoms. Instead, the researchers say that both heavy Internet use, and non-use, could serve as signals that a teenager is having a hard time.

    For the study, Dr Pierre-Andre Michaud and his colleagues at the University of Lausanne, Switzerland, surveyed 7,200 individuals aged 16 to 20 about their Internet use.

    Those who were online more than two hours per day were considered "heavy" Internet users, while those online anywhere from several times per week to two hours per day were considered "regular" users.

    The teenagers also answered a number of health-related questions, including some standard questions about "depressive tendencies" that gauge (判定) how often a person feels sad or hopeless. Compared with regular Internet users, the study found, kids who were heavy users or non-users were more likely to be depressed or very depressed.

    Among male teens, heavy users and non-users were both around one-third more likely to have a high depression score, compared to "regular" users. Among girls, heavy Internet users had an 86 percent greater chance of depression, while non-users had a 46 percent greater likelihood compared to regular users.

    That was with factors like family income and any chronic health problems taken into account. Since teenagers typically go online to contact friends, the researchers guess that those who are never online may be more socially isolated.

Napa Valley is home to some of California's most beautiful hiking trails. Whether you're a seasoned hiker or a beginner, these trails are perfect for a day trip.

Robert Louis Stevenson State Park

Named after the famous author who spent his honeymoon in the area, it offers some of the most scenic hiking trails in Napa Valley. The park features over 5 miles of hiking trails, catering to hikers of all skill levels. You can even see the San Francisco Bay on a clear day.

Skyline Wilderness Park

It is a popular hiking destination in Napa Valley, featuring over 25 miles of hiking trails that offer magnificent views of the valley. On a clear day, you can even see the Golden Gate Bridge. The park is also home to a variety of wildlife, including deer, coyotes and mountain lions.

Westwood Hills Park

It is a hidden gem in Napa Valley. The park boasts over 4 miles of hiking trails, ranging from easy to difficult, making them ideal for a day trip. A wide range of wildlife, including deer and wild turkeys, also lives in this area.

Bothe-Napa Valley State Park

The park is located in the heart of the beautiful Napa Valley wine country and has over 10 miles of trails. It is a paradise for outdoor enthusiasts. It offers easy access to swimming areas and picnic spots. And if you can't get enough of the outdoor activities here, there is a camping site that can be booked for overnight stays.