Ebola is a dangerous virus that can cause people to get very sick and even die. The virus is causing the biggest problems in western Africa, where it has spread quickly. {#blank#}1{#/blank#} But it can get worse and cause life-threatening symptoms, such as bleeding and trouble breathing.

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    Ebola does not spread like colds or the flu because it does not float through the air. Ebola also doesn't spread through food or water, like some other viruses. Instead, Ebola spreads when someone touches the body fluids (such as spit) of a sick person.

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    An outbreak is when many people are getting sick with the same illness around the same time. You may have heard of a flu outbreak, which is when lots of people get sick from the same types of flu virus. When an outbreak happens because of a virus, more people could get sick because there is a lot of that virus around.

    Where did Ebola come from?

    Scientists aren't sure how the first person gets Ebola at the start of an outbreak. {#blank#}4{#/blank#} Tropical animals in Africa believed to carry the virus include great apes, chimpanzees, gorillas, monkeys, fruit bats, porcupines, and forest antelope.

    What do kids need to do about Ebola?

    Ebola is making many people sick in Africa, but no matter where you live, it's always a good idea to wash your hands well and often. {#blank#}5{#/blank#}

A. Why do I need to wash my hands?

B. How do people catch Ebola?

C. Ebola symptoms can start with fever and headache, kind of like the flu.

D. But they think that people may pick up the virus by touching or eating infected animals.

E. It's very important that infected people get treatment right away.

F. Keeping hands clean can help protect you from common illnesses like colds and the flu.

G. What is an outbreak?

    Living and dealing with kids can be a tough job these days, but living and dealing with parents can be even tougher.

    If I have learned anything in my 16 years, it is that communication is very important, both when you disagree and when you get along. With any relationship, you need to let other person know how you are feeling. If you are not able to communicate, you drift apart. When you are mad at your parents, or anyone else, not talking to them doesn't solve anything.

    Communication begins with the concerns of another. It means that you can't just come home from school, go up to your room and ignore everyone. Even if you just say “Hi”, and see how their day was for five minutes, it is better than nothing.

    If you looked up the word “communication” in a dictionary, it would say “the exchange of ideas, the conveyance （表达）of information, correspondence （通信）, means of communication: a letter or a message”. To maintain (保持) a good relationship, you must keep communication strong. Let people know how you feel, even if it's just by writing a note.

    When dealing with parents, you always have to make them feel good about how they are doing as a parent. If you are trying to make them see something as you see it, tell them that you'll listen to what they have to say, but ask them politely to listen to you. Yelling or walking away only makes the situation worse.

    This is an example: one night, Sophie went to a street party with her friends. She knew she had to be home by midnight after the fireworks, but she didn't feel she could just ask to go home. That would be rude. After all, they had been nice enough to take her along with them. Needless to say, she was late getting home. Her parents were mad at first, not when Sophie explained why she was late, they weren't as mad and let the incident go. Communication is the key factor here. If Sophie's parents had not been willing to listen, Sophie would have been in a lot of trouble.

    Communication isn't a one-way deal: it goes both ways. Just remember: if you get into a situation like Sophie's, telling the other person how you feel-listening is the key factor to communication.

    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.

    When my vision-challenged daughter was 3, and I was pregnant with my second child, we got her glasses. It was a long process involving many different opticians (配镜师)over the course of a year, because of my daughter's overwhelming desire to scream and fly into a temper any time we tried to have her eyes examined. The fourth optician was amazing while my daughter didn't cooperate, she performed various miracles and managed what she called a “best guess” at her prescription.

    “Start with this,” she said. “When she realizes she can see better, bring her back, and we can try for something more accurate.”

    I didn't want to pay $300 for glasses that might be replaced in a month's time, so I decided to bring her straight to a Walmart optical. Things were going on well, until the optician needed to take an additional measurement, which would involve holding a ruler up to her eyes and measuring the distance between the outer corner of one eye and the inner corner of the other.

    “Are you sure you need the measurement?” I asked. “She's really not cooperative when it comes to the eye-testing stuff.”

    “We definitely need to have it, we can't fill her prescription without it.” the optician said.

    But my daughter would not let the optician anywhere near her face with the small plastic ruler. She started yelling and crying, and we took her off to the side and promised we'd get ice cream afterward if she let the nice lady hold the ruler near her nose! The optician gave us the ruler, thinking we would have an easier time, but when my daughter knew we needed to hold the ruler near her face, which, in toddler logic, meant a life-or-death situation, she prevented us from getting anywhere near her.

    Finally, my husband and I agreed that one of us would have to hold her down and the other would take the measurement. I sat on the floor trying to hold her head still while my husband tried to get an accurate reading on that stupid ruler. Despite her struggle and scream, we finally got it. My daughter stopped crying three seconds later and went back to play as if nothing had happened.

    There is no version of this story where I feel comfortable us even if it was for her own good. I felt awful wondering, if magically know what to say to get her cooperation? The weeks spent with a special book about wearing glasses, telling her how great glasses were... I could feel tears welling up and I thought, “I can't cry. I'm sitting on the floor of a Walmart optical centre. I can't cry here.”

    And there it was the final thing I could not bear. It w already reduced me to sitting on the floor of a Walmart optical p toddler down to press a ruler against her face and do it for the packed Saturday audience of all the Walmart checkout counters. I cried. Big, shoulder-shaking sobs. Sitting right there on the floor of a Walmart, behind the optical counter.

    Five days later, the Walmart optical centre called. They said my daughter's glasses were ready for pickup and I should schedule an appointment with the optician so that we can have them properly fitted. I said I'd be picking up the glasses alone and we would do the fitting another day. She insisted that the fitting was crucial, to which I replied, “I don't know if you were working last Saturday, but my daughter is really not cooperating on this whole glasses thing. I'd prefer to just pick them up.” Silence. Then she said, “I was there last Saturday, I remember you. Absolutely, you can pick them up any time.”

    America's latest superhero Austin Perine, who calls himself President Austin, is now taking the country by storm. But he is not a typical superhero. Two things set him apart: He doesn't fight human enemies, but hunger and homelessness. Also, he's only four years old.

    Our superhero's origin story started from the day when TJ Perine, his father, took Austin to the Firehouse Ministries, a local shelter that provides housing, food and other services for the homeless. As they drove by the building, they saw a group of 25 homeless men standing on the street corner. That day, Austin used his allowance to buy each man a sandwich and handed the food out himself with his slogan, “Don't forget to show love!”

    After he returned every week for five weeks in a row, word of Austin's kindness spread through social media. Austin and TJ could feed 25 to 50 people at a time before, and now, thanks to community support, they can feed 800 to 2,000 people.

    But Austin isn't merely filling stomachs. He has been improving the lives of the homeless people he meets. On that first trip to Firehouse Ministries, TJ and Austin talked to a poor man named Raymont. The respect Austin showed for him touched 41-year-old Raymont, who regained his confidence in life and finally found a job with the help of TJ. All that was made possible because a little boy took the time to care.

    Austin's passion has become his family's calling. After raising money through a GoFundMe page, Audrey, TJ's mother established the nonprofit Show Love Foundation, dedicated to fighting homelessness. She now serves as president, and TJ oversees public relations for the foundation full time. They offer medical and mental health care as preventive steps against homelessness.

    As for President Austin, he continues to give out food, smiles, and his inspirational message of love. “It makes me feel like I'm saving the day,” he said proudly.

    OK, so it's not a real war but the U. S. and China are at the beginning of a trade war thanks to President Trump's policy. The Chinese government raised $34 billion in new duties on goods exported from the U.S. last week in answer to President Trump's unwise tariffs(关税) of $34 billion on Chinese goods.

    Farm and seafood-producing states are going to be hit hardest by China's new tariffs on U. S. goods. States where cars are made and shipped to China are on the hook as well.

    In terms of value, some 38 percent of products on the tariff list are agricultural, including soybeans, sorghum, tobacco and meat. That's nothing like good news for farm-belt states, primarily in the Midwest like Iowa.

    A wide range of seafood is on China's tarifflist. That could hurt fishery workers in Alaska and lobster(龙虾) harvesters in Maine. Alaska, for example, exported nearly $lbillion worth of seafood to China. "China is a major market for Alaska seafood," said Alexa Tonkovich, Executive Director of the Alaska Seafood Marketing Institute. "The seafood industry directly employs nearly 60,000 workers in Alaska each year and directly employs more workers than any other private industry."

    And automaking States, particularly in the South, are also at risk. Some 24 percent ofproducts on the list- in terms of value-are cars, trucks and other vehicles. Michigan alone exported $1.7 billion worth of motor vehicles and vehicle parts to China in 2017. Other states being affected include South Carolina, where BMW makes SUVs for both the U.S. and export, and Alabama, home to Mercedes-Benz, Toyota, Honda and Hyundai factories.

    This round of tariffs spares some industries, like commercial aircraft. Washington State could breathe a sigh of relief, which is home to Boeing. It also, for the moment, skips tariffs on chemical products.

    Alexa Tonkovich has warned the U.S. government that the trade war could risk jobs, reduce industry profits, and cause higher prices for consumers in the U.S!