On a Friday night, a poor young artist stood at the gate of the New York railway station, playing his violin. The music was so great that many people stopped to put some money into the hat of the young man.

    The next day, the young artist came to the same place, and put his hat on the ground gracefully. Different from the day before, he took out a large piece of paper and laid it under his hat. Then he began to play the violin. It sounded more pleasant than ever.

    Soon he was surrounded with people who were attracted by the words on that paper. It said, "Last night, a gentleman named George Sang put an important thing into my hat by mistake. Please come to claim（认领）it soon."

    After about half an hour, a middle-aged man rushed through the crowd to the violinist and said, "Yes, it's you. I knew that you were an honest man and would certainly come here." The young violinist asked calmly, "Are you Mr. George Sang?" The man nodded. The violinist asked, "Did you lose something?" "It's a lottery ticket（彩票）," said the man. The violinist took out a lottery ticket on which George Sang's name was seen. "Is it?" he asked. George nodded and took the lottery ticket and kissed it, then danced with the violinist.

    The violinist was a student at an arts college and had planned to attend advanced studies in Vienna. Later his classmate asked the violinist, "At that time you needed money to pay the tuition （学费）and you had to play the violin in the railway station every day to make money. Why didn't you keep the lottery ticket for yourself?" The violinist said, "Although I don't have much money, I live happily. But if I lose honesty I won't be happy forever."

    Through our lives, we can gain a lot and lose so much. But being honest should always be with us.

    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.

    The phone ID flashed，“Emergency Vet”.“ Oh no” I whispered. I could not lose Merlin now.

    Ron and I had tried to have children for a long time with depressing results. I threw myself into my work. Any maternal feelings I had were spent on Merlin.

    I couldn't wait to get home from work each night. I wanted to pick up that warm bundle of loving fur and nestle him. I wanted to sing “Rock-a-bye Merlin”，as I did every night as he would put his paws around my neck.

    Merlin was my comfort especially at times when I wondered if God was listening. But last night something had changed. Not only did I sing “Rock-a-Bye M1erlin”,but I asked, you 're gone？”

    Although Merlin was 19 years old, a senior in the· age of a cat, he didn't look or act that way. I didn't want to accept the fact that he was nearing the end of his lifetime. My job at the law firm was so demanding and stressful that I couldn't imagine getting through the day without Merlin waiting to greet me at home.

    I dialed the vet's number. I asked for my husband but he already left. Then I took a breath and asked the question that no one wants to ask，“Is my Merlin still alive？”The nurse said“ yes.”

    Ron came home and said that Merlin had almost no red blood cells left. White blood cells were replacing them. Merlin would need expensive transfusions most likely on a monthly basis. We both knew Merlin was running out of time. I asked Ron to drive me to the vet so I could say goodbye to my little boy cat but he was beat tired and it was late. Ron said if Merlin was still alive he next morning then he would take me to the vet.

    The next morning I called the vet. Merlin had survived the night. After driving to the vet, I went into the examining room. The nurse brought Merlin and placed him on an examining table on his side. His eyes were tightly shut. I thought he died already. I carefully edged my hand to reach his body. His body felt warm, but when I spoke his name there was no response. No response to his name or that I was there and that I loved him. I was extremely sad. In that examining room I felt helpless. I wondered how many people in an examining room felt as helpless as I did. Feeling driven to prayer I yelled, “God this isn't good enough. I need to see my Merlin the way I remember him, I need a miracle and I need it now！”

    At that moment, God granted a miracle. Merlin's favorite compliment entered my mind. I said, “Merlin, you are beautiful and you are gorgeous, do you hear me？”

One eye opened.

    I said “Gotcha”. I kept repeating those words.

    Merlin opened the other eye and, one limb at a time, got up. He was waiting for that phrase. He wanted to hear that he was beautiful and gorgeous again.

    Then I experienced another miracle.

    There was no sound in that examining room until Merlin started walking to me. From out of nowhere, or maybe from heaven, I clearly heard a song we sung in church often: “It Is Well With My Soul.” I remember叫thinking，“Yes, it is well with my soul. I got to see my little boy cat one more time.”

    Merlin walked to me. He put his face in mine, which he had never done before. He rubbed a circle around my face twice. Merlin said goodbye with his face and marked me for life.

    Ron appeared shocked that Merlin was up and had walked to me. I said to Merlin，“Tell God you are a good boy and how much we love you”and then handed him back to the nurse.

    Tears of gratitude poured forth in memory of a miracle. You see for nineteen years God spoke to me through a special cat named granted a miracle. That miracle gave me time to say goodbye.

    As early as 2005, there were a number of new stories about dog cloning(克隆) and cat cloning. Animal cloning had been old news for nearly a decade by then, with the revolutionary (革命的) cloning of Dolly the sheep in Scotland.

    However, Snuppy was the first pet, a dog, to be cloned. Since the cloning of Snuppy, there has been some very successful cloning of pets and other animals. Lou Hawthorne started BioArts while cloning his beloved mixed-breed dog Missy. Hawthorne was very pleased with the results of the cloning, producing three successful clones that were very alike to the original in character and behavior. In January, 2009, a Florida couple, Ed and Nina Otto, announced that they had paid to have their dog cloned by BioArts.

    All new technology is overpriced. For example, personal computers were not very affordable at first. Only after the producing process was improved was it possible for every family to have a computer. How much room there will be for organizations to reduce the price point on pet cloning without broad demand is of course questionable.

    There are many great dogs and cats that can be found at the local dog pound (野狗收容所) or are given away for "free to good homes" in classified ads (分类广告). However, there is no limit to the value people place on a beloved pet. The Ottos are a good example of that. If people can buy a dog or cat with predictable behavior and characteristics, there is value in that. There is a predictable market here, though it may always be limited in size.

    While pet cloning has not taken off as some hoped, it's clear that it will become a bigger market in the future and it will be increasingly possible for people to try this out. With the inevitable (不可避免的) success that cloned pet owners will have, the practice will become more widely accepted and it seems inevitable that there is a future for cloned dogs and cats.

    Science Advances published a new research report, saying bees are capable of addition and subtraction (减法)in Arithmetic(算术) learning—using colors in the place of plus and minus symbols.

    It isn't unusual to see the ability to count—or at least distinguish between differing quantities in the animal kingdom—Such ability has been seen in frogs, spiders, and even fish. But solving equations (方程式) using symbols is rare, so far only achieved by famously brainy animals such as chimpanzees. The previous research says the social insects, ants, can count to four and understand the concept of zero and researchers wanted to test the limits of what their tiny brains can do.

    The experiment goes like this. Scientists trained 14 bees to link the colors blue and yellow to addition and subtraction, respectively. They put the bees at the entrance of a Y-shaped maze (迷宫), where they were shown several shapes in either yellow or blue. If the shapes were blue, bees got a reward if they went to the end of the maze with one more blue shape (the other end had one less blue shape); if the shapes were yellow, they got a reward if they went to the end of the maze with one less yellow shape.

    The testing worked the same way: Bees that "subtracted" one shape when they saw yellow, or "added" one shape when they saw blue were considered to have aced the test. The bees got the right answer 63% to 72% of the time, depending on the type of equation and the direction of the right answer—much better than random guesses would allow.

    While the results came from just 14 bees, researchers say the advance is exciting. If a brain about 20,000 times smaller than ours can perform maths using symbols, it could pave the way to novel methods in artificial intelligence (AI) and machine learning. Just don't ask the bees to do your homework anytime soon.

    We work with Cambridge County Council's Participation Team to create opportunities for young people to visit the University and learn more about it. The following events are scheduled for the 2019/2020 academic year.

    SuperStar workshops

    12 workshops are planned for young people aged 7 to 11. These half-day visits will be held throughout the year, at times when young people are not at school. If participants complete 8 of the 12 workshops, they will be awarded the nationally recognized SuperStar Crest Award.

    Please note, workshops will only run if we have a sufficient number of attendees (usually around 3+ participants).

    Explore University Days

    Explore University Days are for young people aged 12-15. Participants visit the University for two days and take part in a variety of university-related workshops, and other fun activities.

    Previous participants have joined in the following:

    • Visited the Sports Centre

    • Took part in a Neuroscience workshop

    • Enjoyed a two-course meal at a University College

    Dates will be confirmed in early December 2019, and a schedule for event will follow in the New Year.

    Events for post-16 students

    If you are studying for your post-16 qualifications and are considering applying for Cambridge or would like to find out more about a specific subject, the following events might be for you:

    • University and College Open Days

    • Subject Masterclasses

    • Cambridge Science Festival