The health-care economy is filled with unusual and even unique economic relationships. One of the least understood involves the peculiar roles of producer or “provider” and purchaser or “consumer” in the typical doctor-patient relationship. In most sectors of the economy, it is the seller who attempts to attract a potential buyer with various appealing factors of price, quality, and use, and it is the buyer who makes the decision. Such condition, however, is not common in most of the health-care industry.

In the health-care industry, the doctor-patient relationship is the mirror image of the ordinary relationship between producer and consumer. Once an individual has chosen to see a physician — and even then there may be no real choice — it is the physician who usually makes all significant purchasing decisions: whether the patient should return “next Wednesday”, whether X-rays are needed, whether drugs should be prescribed, etc. It is rare that a patient will challenge such professional decisions or raise in advance questions about price, especially when the disease is regarded as serious.

This is particularly significant in relation to hospital care. The physician must certify the need for hospitalization, determine what procedures will be performed, and announce when the patient may be discharged. The patient may be consulted about some of the decisions, but in general it is the doctor's judgments that are final. Little wonder then that in the eye of the hospital it is the physician who is the real “consumer”. As a consequence, the medical staff represents the “power center” in hospital policy and decision-making, not the administration.

Although usually there are in this situation four identifiable participants— the physician, the hospital, the patient, and the payer (generally an insurance carrier or government) — the physician makes the essential decisions for all of them. The hospital becomes an extension of the physician; the payer generally meets most of the bills generated by the physician/hospital, and for the most part the patient plays a passive role. We estimate that about 75-80 percent of health-care choices are determined by physicians, not patients. For this reason, the economy directed at patients or the general is relatively ineffective.

    At 80 years old，scientist Jane Goodall continues to enjoy the joy of discovery.“Trees can communicate with each other，” she said during her Nov.16，2014 China visit to celebrate the 20th anniversary of the China establishment of her youth organization Roots & Shoots，which has grown to more than 600 branches in the country among 150，000 active groups globally.

    Jane Goodall still travels 300 days a year in all around the world and says she absorbs energy from the inspired people she meets in each country.The elderly activist and the youth take inspiration from each other.

    On Nov.16，2014，she visited the project of Roots & Shoots which was set up in Beijing.“She thought our project was great，” says 16－year－old Beijing Experimental High School student Qi Zhengyang，whose group helps protect a wetlands in the suburbs of Beijing.“She said we're doing a good job.She paid attention to us.”

    Jane Goodall plans to continue to set up Roots & Shoots branches as many as possible throughout the world.“I'll go on as long as I can，” she says.“I hope I maintain physical health as long as possible because there's so much to do.” Her aspiration for the organization in China is to expand in rural areas.Most branches are in big cities as Beijing and Shanghai.

    It was publishing her findings about chimpanzees (My Friends the Wild Chimpanzees)  more than half a century ago that made Jane Goodall a household name in the world.She was named United Nations Messenger of Peace in 2002.

    Some of the members in Roots & Shoots realize Goodall is 80 and has already considered who'll lead the movement once she's gone.“It can be all of us，” she says.“A group is stronger than one person.We can do more working together.”

Ways to Improve Your Luck

    Some people have all the luck! Or does it just seem that way？Why did your co-worker get that big promotion while you were overlooked？Why do some of us seem to experience these lucky things more than others and how can you improve your luck？ {#blank#}1{#/blank#}

What You Tell Yourself Matters!

Do you know that people who are lucky tell themselves they're lucky？Has your own self-talk been filled with less-than-lucky talk？Do you say things like："I'm just not a lucky person." or "Good things never happen to me?" {#blank#}2{#/blank#}They say things like—"This setback is only temporary．I know things will turn around．"or" Things have a way of working out for me．"

Expect and Acknowledge Your Good Luck．

    {#blank#}3{#/blank#}Research suggests keeping a "good luck journal" helps people become even luckier．Did someone bring you coffee at work today？Did you find a random quarter on the street？Did your husband or wife do something nice for you today？Did your child get a good grade at school？Write them down!    All of these things count. Begin to notice all the good that comes to you．

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    Make contact with people．Take risks．People who try new things are much more open to luck and good fortune than those who don't．This doesn't mean you have to quit your job or take up skydiving! It could be as simple as starting a conversation with a stranger，taking a class in an unfamiliar subject, learning some words and phrases in a foreign language，or trying a new ethnic restaurant．{#blank#}5{#/blank#} And this greater openness can help promote chance opportunities in their lives．

A．You probably have many more lucky things happening in your life than you think．

B．Lucky people generally expect good fortune．

C．Do Something New and Different.

D．You will never forget your lucky friends．

E．Here are ideas that researchers tell us about luck．

F．A lucky person generally receive good fortune in the future．

G．Lucky people score much higher on openness than unlucky people．

    When I was a child, my grandmother Adele took me to museums, restaurants, dances. She showered me gifts from her travels around the world. But I can only remember a book she gave me—one book that, to this day, I have not read. She presented me with her own favorite childhood book: Hans Brinker. My grandmother was happy to share this book with me. She even decorated the title page with her proud writing.

    I tried to read it. I adored reading, and would dive into a new pile of books from the library all at once. But something about Hans Brinker just wouldn't let me in. The story was set in Holland, a long time ago. It felt dull and unfamiliar, even though I was a fan of classics of other times and places. I simply read the first pages over and over. I could not progress.

    Standing on a bookshelf in our living room, the book was like something I avoided. It scolded me for not being interested, for not trying hard enough, for disappointing my grandmother. The book started to fit in, almost forgotten, until Adele asked. Had I read it? Did I like it? Always determined, she wanted to know the answer. I would make some kind of excuse, but feel bad, and open it again, hoping for a new reaction. The book weighed on me.

    Years passed and finally Adele and I both accepted that I would never read Hans Brinker. Eventually I cleared the book from the shelf. The Hans Brinker experience led me to set a rule that I've lived by ever since: Do not ask about a book given as a gift and don't let anything become your barrier. What Adele originally wanted to do is to give book-giving special meaning, but she increased the possibility of the owner to be a disappointment.

    Tim Ma's parents came to the United States from Taiwan in the 1970s. They opened a restaurant. It was not a success. They found success in America, however, in computers and engineering. In part because of their own experiences, Ma's parents hoped he would study to become an engineer or doctor. They wanted financial security for their child.

    Growing up, Ma considered many professions—writer, fireman, even president. But he had a sense early on… I didn't want to be an engineer. However, Ma did well in math and science classes in high school and he ended up choosing to study electrical engineering in college.

    Several engineering jobs later, though, Ma had a change of heart. He wanted to leave the engineering world behind and enter the restaurant business. It was in his blood. After all, his parents had owned a Chinese restaurant in Arkansas. His uncle also owned one in New York.

    His parents, Ma says, could not understand why he would want to leave such a good job to open a restaurant. They had worked long hours but their own restaurant still failed. They kept asking. Why?

    But Ma remained certain. He was going to do things differently than his parents. He was able to learn from their one major mistake as restaurant owners—they knew very little about the art of cooking. So, at age 30, Ma left engineering and returned to school—cooking school.

    Ma soon learned that he enjoyed cooking. In 2009, Ma opened his first restaurant in Virginia. It is called Maple Avenue. At Maple Avenue, Ma cooked, cleaned the ovens, fixed equipment and paid bills. He worked long hours, seven days a week. His long hours paid off. Ma opened his fourth restaurant last year, Kyirisan in Washington, D.C.

    Kyirisan's success is due to the creative menu and food, Ma says. But mostly it just comes from completely hard work. I think in this country you can create your own success, just by working hard. Not because you're smarter than anybody, not because you're more creative than anybody, just by working hard. And I think that's why a lot of people end up coming to America.