On one of her trips to New York several years ago, Eudora Welty decided to take a couple of New York friends out to dinner. They settled in at a comfortable East Side cafe and within minutes, another customer was approaching their table.

      “Hey, aren't you from Mississippi?” the elegant, white-haired writer remembered being asked by the stranger. “I'm from Mississippi too.”

      Without a second thought, the woman joined the Welty party. When her dinner partner showed up, she also pulled up a chair

      “They began telling me all the news of Mississippi,” Welty said. “I didn't know what my New York friends were thinking.”

Taxis on a rainy New York night are rarer than sunshine. By the time the group got up to leave, it was pouring outside. Welty's new friends immediately sent a waiter to find a cab. Heading back downtown toward her hotel, her big-city friends were amazed at the turn of events that had changed their Big Apple dinner into a Mississippi.

      “My friends said: 'Now we believe your stories,'” Welty added. “And I said: 'Now you know. These are the people that make me write them.'”

      Sitting on a sofa in her room, Welty, a slim figure in a simple gray dress, looked pleased with this explanation.

      “I don't make them up,” she said of the characters in her fiction these last 50 or so years. “I don't have to.”

Beauticians, bartenders, piano players and people with purple hats, Welty's people come from afternoons spent visiting with old friends, from walks through the streets of her native Jackson, Miss., from conversations overheard on a bus. It annoys Welty that, at 78, her left ear has now given out. Sometimes, sitting on a bus or a train, she hears only a fragment(片段) of a particularly interesting story.

    Britons may like to complain a lot, but they rarely do so right now, explains BBC writer Ruth Margolis. They would rather grumble (发牢骚) afterward. This is because Britons hate to put someone out and cause any embarrassment. Margolis writes, “For instance, I'm much more comfortable just leaving that piece of raw chicken on my plate instead of complaining to restaurant staff. But beware: if this kind of thing happens when you're dining with an American, they will most likely speak up on your behalf and not understand why you find this ashamed.”

    In a BBC blog post comparing cultural differences between the UK and the US, Margolis mentions a few other things that Americans like to do that are offensive to Britons.

● Not making introductions

    Margolis says most Britons dislike this approach because “talking to strangers without being introduced gives them a stomachache”. Americans rarely introduce a new friend to their friends at parties. Strangers are supposed to introduce themselves.

● “Quite” good

    Using “quite” to mean “very” happens a lot in the US. But if you are invited to a dinner party in Britain, don't describe the meal as “quite good” if you want to express high praise. To Britons' ears, “quite” detracts from the “good”: the meal was OK but could have been better.

● Money Talk

    Americans can talk about money subjects for hours without feeling uncomfortable. For Britons, says Margolis, “Talking about how much we make is unthinkable — even 1ess so than discussing our feelings.”

● Over-politeness

    “It's not that I want shop assistants to be actively rude. But neither do I want to expend energy responding to someone who's been paid to ask: ‘How are you today?'” says Margolis. In the US, it is not unusual to be greeted by a perfect stranger as “honey” or “sweetie”. But Margolis says Britons find put-on friendliness, especially in stores, deeply irritating.

    Astronauts on shorter shuttle missions (使命) often work very long days. Tasks are scheduled so tightly that break times are often used to finish the tightly that break times are often used to finish the day's work. This type of scheduled is far too demanding for long missions on the International Space Station (ISS). ISS crewmembers usually live in space for at least a quarter of a year. They work five days on and two days off to mimic the normal way they do things on Earth as much as possible. Weekends give the crew valuable time to rest and do a few hours of housework. They can communicate with family and friends by email, internet phone and through private video conferences.

    While astronauts cannot go to a baseball game or a movie in orbit, there are many familiar activities that they can still enjoy. Before a mission, the family and friends of each ISS crewmember put together a collection of family photos, messages, videos and reading material for the astronauts to look at when they will be floating 370 kilometers above the Earth.

    During their mission, the crew also receives care packages with CDs, books, magazines, photos and letters. And as from early 2010, the internet became available on the ISS, giving astronauts the chance to do some “web surfing(冲浪)”in their personal time. Besides relaxing with these more common entertainments, astronauts can simply enjoy the experience of living in space.

    Many astronauts say that one of the most relaxing things to do in space is to look out the window and stare at the universe and the Earth. Both the shuttle and the ISS circle the planet several times each day, and every moment offers a new view of the Earth's vast land mass and oceans.

    For centuries, medical pioneers have refined a variety of methods and medicines to treat sickness, injury, and disability, enabling people to live longer and healthier lives.

    “A salamander (a small lizard-like animal) can grow back its leg. Why can't a human do the same?” asked Peruvian-born surgeon Dr. Anthony Atala in a recent interview. The question, a reference to work aiming to grow new limbs for wounded soldiers, captures the inventive spirit of regenerative medicine. This innovative field seeks to provide patients with replacement body parts.

These parts are not made of steel; they are the real things — living cells, tissue, and even organs.

    Regenerative medicine is still mostly experimental, with clinical applications limited to procedures such as growing sheets of skin on burns and wounds. One of its most significant advances took place in 1999，when a research group at North Carolina's Wake Forest Institute for Regenerative Medicine conducted a successful organ replacement with a laboratory-grown bladder. Since then, the team, led by Dr. Atala, has continued to generate a variety of other tissues and organs—from kidneys to ears.

    The field of regenerative medicine builds on work conducted in the early twentieth century with the first successful transplants of donated human soft tissue and bone. However, donor organs are not always the best option. First of all, they are in short supply, and many people die while waiting for an available organ; in the United States alone, more than 100,000 people are waiting for organ transplants. Secondly, a patient's body may ultimately reject the transplanted donor organ. An advantage of regenerative medicine is that the tissues are grown from a patient's own cells and will not be rejected by the body's immune system.

    Today, several labs are working to create bioartificial body parts. Scientists at Columbia and Yale Universities have grown a jawbone and a lung. At the University of Minnesota, Doris Taylor has created a beating bioartificial rat heart. Dr. Atala's medical team has reported long-term success with bioengineered bladders implanted into young patients with spina bifida (a birth defect that involves the incomplete development of the spinal cord). And at the University of Michigan, H. David Humes has created an artificial kidney.

    So far, the kidney procedure has only been used successfully with sheep, but there is hope that one day similar kidney will be implantable in a human patient. The continuing research of scientists such as these may eventually make donor organs unnecessary and, as a result, significantly increase individuals' chances of survival.

    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.

    Poet William Stafford once said that we are defined more by the detours(绕行路) in life than by the narrow road toward goals. I like this image. But it was quite by accident that I discovered the deep meaning of his words.

    For years we made the long drive from our home in Seattle to my parents' home in Boise in nine hours. We traveled the way most people do: the fastest, shortest, easiest road, especially when I was alone with four noisy, restless kids who hate confinement(限制) and have strong opinions about everything.

    Road trips felt risky, so I would drive fast, stopping only when I had to. We would stick to the freeways and arrive tired.

    But then Banner, our lamb was born. He was rejected by his mama days before our planned trip to Boise. I had two choices: leave Banner with my husband, or take him with me. My husband made the decision for me.

    That is how I found myself on the road with four kids, a baby lamb and nothing but my everlasting optimism to see me through. We took the country roads out of necessity. We had to stop every hour, let Banner shake out his legs and feed him. The kids chased him and one another. They'd get back in the car breathless and energized, smelling fresh from the cold air.

    We explored side roads, catching grasshopper in waist-high grass. Even if we simply looked out of the car window, at baby pigs following their mother, or fish leaping out of the water, it was better than the best ride down the freeway. Here was life. And new horizons(见识).

    We eventually arrived at my parents' doorstep astonishingly fresh and full of stories.

    I grew brave with the trip back home and creative with my disciplining technique.

    On an empty section of road, everyone started quarreling. I stopped the car, ordered all kids out and told them to meet me up ahead. I parked my car half a mile away and read my book in sweet silence.

    Some road trips are by necessity fast and straight. But that trip with Banner opened our eyes to a world available to anyone adventurous enough to wander around and made me realize that a detour may uncover the best part of a journey-and the best part of yourself.