John was part of my childhood growing up in the 1970s and a link to sunny, fun-filled days spent on the beach at Bangor in Northern Ireland where we went for our summer holidays. To many, he was a mystery. Every afternoon John would wander to the end of the pier (码头) where he fed the seagulls and delighted in the sound of their excited cries as they flew around his head.

    Often I asked my family questions regarding John. Eventually I gave up as no one could tell me anything about him. As I grew up, my visits to the beach became less frequent, and my memories of John buried in a child's imagination.

    Last year memories came flooding back as I walked along the coastline, where I noticed a lady feeding the seagulls on the pier, and I decided to introduce myself. Then I came to know that the lady was John's daughter, and after John left this world she carried out the ritual (惯例), which had held such importance for her father.

    In some strange way I felt we shared a bond, each needing to remember. In return, Lucy told me of John's life, his days in the British Navy (海军) during World War I and how he almost lost hope when his ship was attacked by a German U-boat in the North Sea and he found himself in a lifeboat with five others.

    Close to death, he thought he heard the sound of wings. He put up his hands, only to catch a seagull that had landed on the side of the boat. The seagull saved the lives of the six men as it was used to catch fish, which kept them alive until they reached land. This period of John's life was one he never talked about. But the ritual he first performed as a young man remained a part of him until he died.

    Now I visit Lucy as often as I can, just to chat or very often walk along the beach to the pier end. We enjoy the comfortable silence, each lost in special memories.

    It was not yet eleven o'clock when a boat crossed the river with a single passenger who was lucky to be able to cross the river at that unusual hour by promising to pay some extra money. While the youth stood in the light place searching his pockets for money, the boatman lifted a lamp, with the help of which, together with the newly risen moon, he took a careful look at the stranger. He was a young man of about eighteen years, clearly country brought up, and was, as it seemed, on his first visit to town. He was wearing a rough grey coat, which was in good shape, and which had seen many winters before this one. The jacket under his coat was made of leather and trousers fitted tightly to a pair of strong legs; his stockings of blue yarn(毛绒) must have been the work of a mother or sister, and on his head was a hat, which in its better days had perhaps protected the grayer head of the young man's father. In his left hand was a walking stick, and on his strong shoulders hung a leather bag. Brown hair, well-shaped features, bright, cheerful eyes were nature's gifts. The youth, whose name was Robin, paid the boatman, and then walked forward into the town with a light step, as if he had not already traveled more than thirty miles that day. As he walked, he looked around as eagerly as if he were entering London or New York instead of the little city in New England.

    Even plant can run a fever, especially when they're under attack by insects or disease. But unlike human, plants can have their temperature taken from 3,000 feet away straight up. A decade ago, adopting the infrared（红外线） scanning technology developed for military purposes and other satellites, physicist Stephen Paley came up with a quick way to take the temperature of crops to determine which ones are under stress. The goal was to let farmers precisely（精确的） target pesticide（杀虫剂） spraying rather than rain poison on a whole field, which always includes plants that don't have pest problems.

    Even better, Paley's Remote Scanning Services Company could detect crop problems before they became visible to the eye. Fixed on a plane flown at 3,000 feet at night, an infrared scanner measured the heat sent out by crops. The data were transformed into a color﹣coded map showing where plants were running "fevers". Farmers could then spot﹣spray, using 50 to 70 percent less pesticide that they otherwise would.

    The bad news is that Paley's company closed down in 1984, after only three years. Farmers resisted the new technology and long﹣term supporters were hard to find. But with the renewed concern about pesticides on produce and refinements（改进） in infrared scanning, Paley hopes to get back into operation. Agriculture experts have no doubt that the technology works. "This technique can be used on 75 percent of agricultural land in the United States," says George Oerther of Texas A&M, who recently retired from the Department of Agriculture, thinks remote infrared crop scanning could be adopted by the end of the decade. But only if Paley finds the financial support which he failed to obtain 10years ago.

    Researchers are often interested in how culture changes over time. All cultures go through periods of change and some cultures change faster than others. For example, in the past 10 years, Chinese culture has changed rapidly as western products have become popular. Other countries, such as France, have created rules to prevent their culture from changing too quickly.

    Even though cultures change at different paces, the causes of cultural change are quite similar around the world. One of these is technology and medicine. In the United States the invention and development of birth control pills and other measures helped parents to limit the size of their families. As a result, families grew smaller and parents could give more attention to fewer children.  On the other hand, new technology has also created emotional distance among families.

    Cultures also change when they come into contact with other cultures. Immigration, for example, often results in cultural change for both immigrants and the host culture. Immigrants often bring with them different ideas, food, music, language, and manners when they move to a new culture. In Canada, for example, the government has a policy of multiculturalism where immigrants are encouraged to share their background cultures with Canadians while adopting and accepting Canadian culture.

    Cultural change can occur due to larger events. For example, economic depression, war, and disaster can endanger societies, which must adapt to these challenges and events. Because of these changes in society, ideas and ways of life also affect the entire culture. For example, during World War II, many American men were sent far off to fight. Consequently, women were suddenly needed to work in the factories. As a result of this change, it is no longer culturally acceptable to believe that they should not have the right to work.

    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.

    A team of engineers at Harvard University has been inspired by Nature to create the first robotic fly. The mechanical fly has become a platform for a series of new high-tech integrated systems. Designed to do what a fly does naturally, the tiny machine is the size of a fat housefly. Its mini wings allow it to stay in the air and perform controlled flight tasks.

    "It's extremely important for us to think about this as a whole system and not just the sum of a bunch of individual components," said Robert Wood, the Harvard engineering professor who has been working on the robotic fly project for over a decade. A few years ago, his team got the go-ahead to start piecing together the components. "The added difficulty with a project like this is that actually none of those components are off the shelf and so we have to develop them all on our own," he said.

    They engineered a series of systems to start and drive the robotic fly. "The seemingly simple system which just moves the wings has a number of interdependencies on the individual components, each of which individually has to perform well, but then has to be matched well to everything it's connected to," said Wood. The flight device was built into a set of power, computation, sensing and control systems. Wood says the success of the project proves that the flying robot with these tiny components can be built and manufactured.

    While this first robotic flyer is linked to a small, off-board power source, the goal is eventually to equip it with a built-in power source, so that it might someday perform data-gathering work at rescue sites, in farmers' fields or on the battlefield. "Basically, it should be able to take off, land and fly around," he said.

    Wood says the design offers a new way to study flight mechanics and control at insect-scale. Yet, the power, sensing and computation technologies on board could have much broader applications. "You can start thinking about using them to answer open scientific questions, you know, to study biology in ways that would be difficult with the animals, but using these robots instead," he said. "So there are a lot of technologies and open interesting scientific questions that are really what drives us on a day to day basis."