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Tail Spin

    Two dolphins race around in a big pool in the Ocean Park. The smaller dolphin Grace, shown off a few of her tricks, turning around and waving hello to the crowd. The most amazing thing about her, however, is that she's even swimming at all. She doesn't have a tail.

Grace lost her tail as a baby when she got caught up in a fish trap. When the dolphin arrived at the Ocean Park in December 2005, she was fighting for her life. “Is she going to make it?” Her trainer, Abbey Stone, feared the worst. Grace did make it — but her tail didn't. She ended up losing her flukes and the lower part of her peduncle.

Over the past six years, she has learned to swim without her tail. Dolphins swim by moving their flukes and peduncle up and down. Grace taught herself to move another way—like a fish! She pushed herself forward through the water by moving her peduncles from side to side.

    The movement put harmful pressure on Grace's backbone. So a company offered to create a man-made tail for her. The tail had to be strong enough to stay on Grace as she swam but soft enough that it wouldn't hurt her.

    The first time Grace wore the artificial tail. She soon shook it off and let it sink in the bottom of the pool. Now, she is still learning to use the tail. Some days she wears it for an hour at a time, others not at all. “The tail isn't

necessary for her to feel comfortable,” says Stone, “but it helps to keep that range of motion(动作) and build muscles(肌肉).”

    Now, the dolphin is about to get an even happier ending. This month, Grace will star in Dolphin Tale, a film that focus on her rescue and recovery. Her progress has inspired more than just a new movie. Many people travel from near and far to meet her. Seeing Grace swim with her man-made tail gives people so much courage.

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    I was born in Thailand, where I feel at home. I am used to jumping on to a song taow (red taxi), and squeezing (挤过) in between two strangers. I am used to bargaining at the market to get a shirt that I like. I love telling bilingual (双语的) jokes and I am used to the surprised looks I get from the Thais when I can speak their language fluently.

    Every two years my family goes to America for the summer, and every two years my world is turned upside down. The prices of everything are three times what they were in Thailand, but there is the sweet drink Dr. Pepper! And Bluebell Ice-cream! And everything you could imagine! I am amazed at it all, but the biggest change for me is the people. There are white people everywhere. I am not tall but average (中等的), my yellow hair is no longer out of place, and speaking English no longer draws looks. I should feel comfortable. I'm not out of place anymore, and nobody is looking at me, but I feel like they are. Now I feel out of place and different. I'm not used to giving people handshakes and hugs when I meet them for the first time. I get looks when I have trouble figuring out how much money to pay. I know different music, different places, and different fashion. I can't understand these people who have never left their town or city.

    Still, there are quite a few perks about living overseas. I get to meet people from all over the world, and I know how to adjust to (适应) different cultures and places. I have been to places most people see only in geography books. Still, being so different makes it hard to know who you are. I'm not Thai, but I am not American either. I am a mix of both cultures, a third culture kid.

    Mr. Parker was born in a small village. His father was so poor that he couldn't send him to school. The boy had to help his parents to do some farming and learned English and maths by himself when he was free. Later on he was made to leave his home village and hoped to find a job in a city. And as soon as war broke out, he joined the army. He couldn't forget his terrible past and fought with the enemies bravely. So he became a general when he was fifty. He was honest and friendly to his soldiers and often punished those who tried to pocket a portion of the soldiers' pay (克扣军饷). And his soldiers liked him very much.

    Once Mr. Parker heard from a soldier. In the letter the young man said the food in their military camp was very bad and he wished the general could go to find out the reasons, the old man went there at once, without telling anybody. He went in the kitchen and examined everything carefully and found it was very dirty. Then he went in the soldiers' bedrooms and found there were a lot of fleas. He became angry and asked the soldiers, “What do you think of your food, young men?”

    The soldiers saw their officer standing by the general and said nothing Only a new soldier said, “Very bad, sir!”

    “What did you have for lunch today?” asked Mr. Parker.

    “A fried chicken, some fish and pork, a cake, six eggs and I had three cups of wine.”

    “Really?” Mr. Parker called out in surprise. “It's the King's lunch, I think!”

    “So do I, general,” said the young man. “But it's my birthday today. I paid three hundred dollars for them all in the restaurant!”

    A few years ago, I took a sightseeing trip to Washington, D.C. Standing outside the Ronald Reagan Center, I heard a voice say, "Can you help me?" When I turned around, I saw an elderly blind woman with her hand extended. In a natural reflex, I reached into my pocket, pulled out all of my loose change and placed it on her hand without even looking at her. I was annoyed at being bothered by a beggar. But the blind woman smiled and said, "I don't want your money. I just need help finding the post office."

    In a moment, I realized what I had done. I judged another person simply for what I assumed she had to be. I hated what I saw in myself. This incident re- awakened my belief in humility (谦恭), even though I'd lost it for a moment.

    The thing I had forgotten about myself is that I am an immigrant. I left Honduras and arrived in the U.S. at the age of 15. I started my new life with two suitcases, my brother and sister, and a strong, serious-minded mother. Through the years, I have been a dishwasher, mechanic and pizza delivery driver among many other humble jobs, and eventually I became a network engineer.

    In my own life, I have experienced many open acts of prejudice (偏见). I remember a time, at age 17 — I worked as a waiter, and I heard a father tell his little boy that if he did not do well in school, he would end up like me. I have also witnessed the same treatment of my family and friends, so I know what it's like, and I should have known better.

    But now, living in my American middle-class lifestyle, it is too easy to forget my past, to forget who I am and where I have been, and to lose sight of where I want to be going. That blind woman on the streets of Washington, D.C., cured me of my blindness. She reminded me of my belief in humility and to always keep my eyes and heart open. By the way, I helped that lady to the post office. And in writing this essay, I hope to thank her for the priceless lesson.

    Envelope Budget

    From McDonald's to Sonic, fast food had a bad effect on my waistline and my budget. It was nothing to run to a drive-through to pick up a cold drink or a quick bite to eat. It was so easy to use my card for a small purchase. For me, I got a lot of satisfaction from fast food.

    One day I sat down and calculated that I was spending a surprising $40 a week on fast food. This was a lot of iced coffee and hamburgers! Instead of reducing my guilty pleasures, I decided to give myself a strong budget to reduce my consumption. Every Monday I placed an envelope with $20 in my purse. That was my fast food budget for the entire week. If there was anything left over at the end of the week, it was mine to save or spend. If I spent all of the money during the week, there were no more fast food stops that week.

    The budget made me more mindful of my purchases. Instead of purchasing a large drink from Sonic, I would purchase a small. It was sill satisfying but not nearly as pricey. Instead of eating a whole meal, I would pick the part that I actually wanted. Many days, the thought of hanging onto the money for a special purpose meant more to me than the instant satisfaction of fast food. I never really felt unhappy because it was a conscious choice to spend or save with each purchase.

    Envelope budget kept me honest. I had a clear idea how much money was spent each week on fast food purchases. I started to bring my lunches more often to save more money for the week. It was a fun challenge to see how much I could save every week.

    Changing the way I spent on fast food not only helped my budget, but improved my weight. In the first month I was able to get rid of 5 pounds by simply changing the way I approached spending on fast food. Now I am more likely to bring my lunch than to buy it. I am not upset, but empowered to make positive choices to improve my life.

    In an industry with low margins (利润) where the traditional wisdom is led by Walmart, the key to success is lowering operating costs. A big part of those costs are in labor, so it is no surprise that the retail industry has been a leader in using more part-time workers to keep labor costs down, holding the line on wages, not training, and with few exceptions, seeing employees as a cost to be minimized. There is no doubt that these businesses fight for every dollar of margin. Unlike trend-leading hi-tech companies which spend a lot of money on employees to get them innovated, retail industry can spend very limited money on their employees.

    What researchers found was that companies were often staffing their stores far too low, and that many stores tended to perform better with higher staffing levels and were more profitable. Let's let that sink in for a minute. The stores were making more money (with all other things being equal) when they spent more on employees.

    They also found that retailers didn't do a very good job when staffing levels are just the actual demand in those stores. In fact, they set staffing levels identically across stores, even when the needs of the stores varied considerably. The average store did not appear to be understaffed, but there were enough that were understaffed and effect on overall company profitability was substantial.

    Interestingly, the same researchers persuaded the retail chain to run an experiment with them and slightly raise staffing levels to the amount that their analysis of historical data suggests would be ideal. Yes, labor costs obviously jumped when they did that, but so did profits. In retail, labor is a small percentage of costs—the biggest part is the cost of the products they sell. So, the net effect was an increase in profits of $7.4 million across 168 stores on an annual basis.

    What can we learn from this? One question worth thinking of is: How can traditional retail industry survive the increasingly severe market? Especially now with the growth of online retail, the one thing stores still have going for them is one to one customer contact with salespeople. If retailers cut that down to almost nothing, then they have effectively eliminated their competitive advantage against online stores.