Vacation is a time for refreshment. In work, we are often called to think. Sometimes, it's good to give our brains a rest. Without a break, we may not be able to perform up to our potential. This can be a problem, not only for the employee, but for the employer as well.

    “The main benefit of vacation is for the worker to come back energized,” says Weaver. “If they haven't had a break, then they're not coming back with new energy. They haven't had a chance to step back and get perspective (远景), and come back with renewed enthusiasm.”

    Long working hours without a break, insecurity (不安) about one's job, and other work-related worries can lead to burnout and stress. Humans can usually adapt to pressure, but not for a limitless amount of time.

    “It is a problem of relating good workers and having them loyal to the firm while they're there,” says David Maume, PhD, professor of sociology at the University of Cincinnati. He says burnout can also affect employees' productivity, creativity, and effectiveness.

    In addition, high levels of stress are likely to be precursors (前兆) to depression, which can hit both the employer and employee's pocketbook. Even people who manage to remain productive at work can have problems. If they're always at work, then they're not with their family and friends. If they're working while on vacation, for the time that they're on the job, they're not really present.

    An unbalanced emphasis on work can strain family and social life. When you come up for air, you may see that you're alone, or that your relationships have gone on without you.

    Yesterday I work up to the sound of music on my couch in my fifth floor apartment downtown. I couldn't possibly tell you what song was playing because my monologue of things to do that day had already begun. My thoughts ranged from what deals needed my attention today to what is the meaning of life. I felt as if it was going to be one of “those days”.

    After taking my son to school and glancing at my calendar, I noticed I was meeting my 85-year-old friend Harry. I remembered that we first met at a glass shop. I needed a new window and he was talking to the store clerk about his glass fireplace insert needing replacement. As I stood behind him in line, I found not how this old man funny and compassionate at the same time. By the end of his discussion I was so entertained that I decided to drum up a conversation with him. That was how our friendship began. I later learned this gentleman was originally from the mid-west and grew up on a farm. At 17, he joined the army and travelled the world until his late 40's. After the retirement, his wife passed away and now he lives alone in his three-bedroom home.

    We met at the appointed time. I promised to take him to lunch anywhere he wanted to go and he said, “I am a simple man; let's go to Taco Bell. Furthermore I don't need a pat on the back because it is only 18 inches away from a kick in the rear.” We both laughed as we got into the car.

    As we pulled into the parking lot of Taco Bell, Harry jumped out of the car and told me, “I have to go into the donut(甜甜圈) shop next door before going to Taco Bell.” Of course I agreed and in we went. He immediately walked in and began having a joke with the owner of the shop in his fashion. They bantered as she gave him a dozen donuts and off we went. I couldn't help but ask him, “What are the donuts for?” He quickly replied, “You will soon see.”

    As we opened the door to Taco Bell, the line was very long. It was lunch time. People were on their cell phones. Babies were crying and the waiters looked stressed and burnt out. Harry and I were waiting in line chatting about nothing until we reached the front of the line. As he walked to the counter, all the waiters began smiling. He placed the box of donuts on the counter and said, “These are for you and other staff.” Instantly, the mood in the restaurant changed. This single act of kindness made the customers, the waiters, the kids and even me take a look internally and ask: when was the last time we did something nice for a stranger?

    What was most amazing to me was earlier that morning I wasn't thrilled with my life. It felt like it was just another day. Watching this gentleman spend 6 dollars on donuts and provide them for the staff in a packed restaurant at the lunch rush hour changed my outlook on life. If you don't believe me, try it yourself. Take the approach in life that you make an effort to do the little things in order to make people feel appreciated on a daily basis. You will see that your life will be better and you will have less of “those days” I was talking about earlier in this article.

    Who could have imagined that a treadmill（跑步机）on wheels would one day become a thing?!? Lopifit is an unusual means of transportation that allows you to power an electric bicycle by walking on a treadmill.

Lopifit founder Bruin Bergmeester says it all started when he asked himself the question "How can I use a treadmill outdoors?" He finally came up with a new design, adding an electric motor, and the Lopifit was born. It's similar to an electric bicycle in that the motor only works when the rider puts power in as well. The Lopifit senses when you walk on the treadmill and uses the motor to turn a drive chain at the back of the treadmill, helping you reach a top speed of 17 miles per hour.

    To use the Lopifit, simply turn on the battery（电池）and use your foot to slide the treadmill backwards and start the motor. Then get on and enjoy the ride! If you need speed, just walk on the treadmill, and if you want to coast（惯性滑行）, all you have to do is stay still and admire the view. To stop, you have two hand breaks.

    The Lopifit first hit the streets in 2014 and, unsurprisingly, became a hit overnight. That was actually quite challenging for the company, because it started getting calls for orders, but it was nowhere near ready for mass production. The unique treadmill bicycle could be bought this year, and Lopifit is struggling to keep up with demand, although the price is up to $2,115.

    Some people consider this means of transportation stupid and unnecessary, although there is a very loyal fan-base of so-called Lopifitters. They simply believe that if you're going to walk, you might as well do it the old-fashioned way.

But the Lopifit does have the special advantage of helping you "walk" really fast without much effort, or walking at cycling speed, if you will.

    An idea that started in Seattle's public library has spread throughout America. The concept is simple: help to build a sense of community (社区) in a city by getting everyone to read the same book at the same time.

    In addition to encouraging reading as a pursuit (追求) to be enjoyed by all, the program allows strangers to communicate by discussing the book on the bus, as well as encouraging reading as an experience to be shared in families and schools. The idea came from Seattle librarian Nancy Pearl who launched the “If All of Seattle Read the Same Book” project in 1998. Her original program used author visits, study guides and book discussion groups to bring people together with a book, but the idea has since expanded to many other American cities, and even to Hong Kong.

    In Chicago, the mayor (市长) appeared on television to announce the choice of To Kill a Mockingbird as the first book in the “One Book, One Chicago” program. As a result, reading clubs and neighborhood groups sprang up around the city. Across the US, stories emerged of parents and children reading to each other at night and strangers chatting away on the bus about plot and character.

    The only problem arose in New York, where local readers could not decide on one book to represent the huge and diverse population. This may show that the idea works best in medium-sized cities or large towns, where a greater sense of unity (一致) can be achieved. Or it may show that New Yorkers rather missed the point, putting all their energy and passion into the choice of the book rather than discussion about a book itself.

    Ultimately, as Nancy points out, the level of success is not measured by how many people read a book, but by how many people are enriched by the process, or have enjoyed speaking to someone with whom they would not otherwise have shared a word.

    Grey clouds move as low as smoke over the treetops at Lolo Pass. The ground is white. The day is June 10. It has been snowing for the past four days in the Bitterroot Mountains. Wayne Fairchild is getting worried about our trek over the Lolo Trail—95 miles from Lolo Montana to Weippe in Idaho, across the roughest country in the West. Lewis and Clark were nearly defeated 200 years ago by snowstorms on the Lolo. Today Fairchild is nervously checking the weather reports. He has agreed to take me across the toughest, middle section of the trail.

    When Lewis climbed on top of Lemhi Pass, 140 miles south of Missoula, on August 12, 1805, he was astonished by what was in front of him; "high mountain chains still to the West of us with their tops partially covered with snow." Nobody in what was then the US knew the Rocky Mountains existed, with peaks twice as high as anything in the Appalachians back East.

    Today their pathway through those mountains holds more attraction than any other ground over which they traveled, for its raw wilderness is an evidence to the character of two cultures: the explorers who braved its hardships and the Native Americans who prize and conserve the path as a sacred (神圣的) gift. It remains today the same condition as when Lewis and Clark walked it.

    The Lolo is passable only from July to mid-September. Our luck is holding with the weather, although the snow keeps getting deeper. As we climb to Indian Post Office, the highest point on the trail at 7, 033 ft, we have covered 13 miles in soft snow, and we hardly have enough energy to make dinner. After a meal of chicken, I sit on a rock on top of the ridge (山脊). There is no light visible in any direction, not even another campfire. For four days we do not see another human being. We are occupied with the things that mix fear with joy. In our imagination we have finally caught up with Lewis and Clark.

    For most of us, work is the central, dominating fact of life. We spend more than half our conscious hours at work, preparing for work, traveling to and from work. What we do there largely determines our standard of living and our status to a considerable extent. It is sometimes said that because leisure has become more important, the injustices of work can be pushed into a corner, and that because most work is pretty intolerable, the people who do it should compensate for its boredom, frustrations and humiliations by concentrating their hopes on the other parts of their lives. For the foreseeable future, however, the material and psychological rewards which work can provide will continue to play a vital part in determining the satisfaction that life can offer.

    Yet only a small minority can control the pace at which they work or the conditions where their work is done; only for a small minority does work offer scope for creativity, imagination or initiative.

    Inequality at work is still one of the most glaring (明显的) forms of inequality in our society. We cannot hope to solve the more obvious problems of industrial life, many of which arise from the frustrations created by inequality at work, unless we handle it determinedly.

    The most glaring inequality is that between managers and the rest. For most managers, work is an opportunity and a challenge. Their jobs engage their interest and allow them to develop their abilities. They are constantly learning. They are able to exercise responsibility. They have a considerable degree of control over their own and others' working lives. Most important of all, they have opportunities to initiate. By contrast, for most manual workers, work is a boring, dull, even painful experience. They spend all their working lives in intolerable conditions. The majority have little control over their work. It provides them with no opportunity for personal development. Many jobs are so routine that workers feel themselves to be mere cogs (齿轮) in the bureaucratic machine. As a direct consequence of their work experience, many workers feel alienated (疏远) from their work and their firm.