【推荐1】Mike Cohen, a bicyclist, was just 18 when he'd been once diagnosed with a cancer. Years later doctors discovered his heart function was severely weakened during the treatment. He would need a new one. Heart transplant priority lists are tricky. Mike fit all the parameters and was at the top of the list. Now he just had to hope he survived whiting for a new heart.

On February 24, a nurse walked in. “I have good news and bad news,” she said. Mike asked for the bad news first. “You're not going home today,” she said. The good news? They'd found him a heart. The next morning, Mike woke up in a hospital bed with a new heart beating in his chest. His energy seemed to improve immediately.

Two months after his surgery, Mike got a letter for him. He unfolded the typewritten pages and took a breath. It was Christine Cheers, the donor's mother. Her son, 32-year-old Navy flight surgeon James Mazzuchelli, had been injured in a training mission. As he read Christine's letter, Mike began to understand just how special his new heart was. Eager to know more about James, Mikegoogled him-they had a lot in common. They were both athletic and practically the same age. James was 32 when he died, while Mike, coincidentally, had turned 33 on the very day of James's accident which made his very best day some stranger's worst one.

Another thing he learned about James: He was buried in Jacksonville. He wanted to pay his respects in person. It seemed fitting to make the journey by bike to show just how big the transformative heart was. When Mike announced on social media that he was riding to his donor's grave site, Christine decided they would meet him there.

As he got closer to the cemetery, Mike grew nervous. That moment finally came. At a loss for words, he managed a quiet “Hi.” In that moment, Christine felt a deep sense of calm, as if she'd known Mike her entire life. They folded into a deep hug. Then came the tears. They weren't the deep weeping tears of grief. They were the tears of relief from a mother who knew she'd done right by someone she loved and from a grateful man who'd been accepted, or at least forgiven, by the family whose worst day was his best.

【推荐3】I started to imagine how I’d lead my own tour. Working as a guard at the Guggenheim, I first liked reading the wall text—the paragraph-long explanation on the wall beside many of the artworks. Occasionally it’s helpful, and for years I thought it was downright rude when museums and galleries didn’t label each work. But now, more often than not, I wanted to tear all the labels down. The wall text stays just to the side of art, like the answer key at the bottom of a word search, its definitive tone sending the message that there’s only one right answer to the art.

I realized that art historians could be unreliable narrators (叙述者). The Richard Serra sculpture “Tearing Lead,” consisting of wrinkled lead (铅), took on a different look every time it was exhibited. Guards were given a board with the original photo of the sculpture and instructions “Please indicate where the piece was touched,” so an assistant could reposition the sculpture to match the picture. But an assistant I talked with told me that the sculpture was meant to have the metal pieces arranged haphazardly (杂乱地). The work looks different every time it’s shown —not that you’d know it from the wall text.

Therefore, I insist that you don’t look at the little label beside each artwork. When I guarded a Brancusi sculpture, I tried to stand in front of the wall label so people couldn’t see it, and I heard their interpretations go wild. They saw a finger, a woman giving birth, a graph, a Kurosawa character, a dolphin, a nose, a fish.

If I learned one thing as a guard, it’s that sometimes being forced to look at an artwork, even when you don’t want to, is life-changing. Fight the urge to see what you expect to be there; focus instead on what is there. I’m not concerned with whether you think it’s good. Just watch the thing in front of you.

【推荐2】Zong Qinghou, the founder and chairman of Hangzhou Wahaha Group, China passed away on Sunday at the age of 79. As one of the most respected representatives of China’s first generation of entrepreneurs (企业家) since the country embarked on reform and opening-up in 1978, Zong’s down-to-earth style and innovative spirit greatly impressed the public.

Born in 1945 in Suqian, Jiangsu province, Zong took over a small grocery store at a school in Hangzhou in 1987. In 1989, he founded Hangzhou Wahaha Nutritional Food Factory. In 1996, Zong launched Wahaha AD calcium milk, which became a great hit with Chinese consumers. The company’s products now cover more than 200 categories, including purified water, milk and yogurt drinks, carbonated drinks, fruit and vegetable juice, tea and coffee drinks, with its sales revenue reaching 51.2 billion yuan in 2022. It has nearly 30,000 employees and 8l production bases nationwide. Zong was ranked as the country’s richest person in 2010, 2012 and 2013 by business magazine Forbes.

However, Zong led a simple life, and it was common to see him dressed in a white shirt and black cloth shoes. He once said, “I am an ordinary person, but luckily I was born in such an era (时代).” He said that Wahaha would not exist without reform and opening-up. He said that Chinese entrepreneurs should fulfill their social responsibilities, and create wealth for the people, adding that they should create more employment opportunities and participate in public welfare activities, contributing to the country’s economic and social development.

Moreover, Zong attached great importance to technological innovation to ensure the quality and diversity (多样性) of Wahaha’s products in a highly competitive market, and provide strong impetus to the company’s sustainable growth. It is widely acknowledged that Zong’s management philosophy has set an example for the development of China’s private economy.

【推荐3】If you love chocolate, maybe you have eaten a bar of Cadbury's Bournville chocolate. But Bournville isn't just the name of an English chocolate bar. It's the name of a village which was built especially for workers at the Cadbury's chocolate factory.

George and Richard Cadbury took over the chocolate business from their father in 1861. A few years later, they moved the factory out of the centre of Birmingham, a city in the middle of England, to an area close to the railways and canals so that they could receive milk deliveries easily and send the finished products to stores across the country. More importantly, here, the air was much cleaner than in the city, and the Cadbury brothers thought it would be a much healthier place for their employees to work.

They named the site Bournville after a local river called "The Bourn" and "Ville", the French word for town, was used because at the time, people thought French chocolate was the highest quality. The new factory opened in 1879. Close to it, they built a village where the factory workers could live. The Cadbury brothers thought their workers deserved to live and work in good conditions. In the factory, workers were given a fair wage, a pension and access to medical treatment. The village provided everything that workers needed including a shop, a school and a community centre where evening classes were held to train young members of the workforce.

The Cadbury brothers were among the first business owners to make sure that their workers had good standards of living. Soon, other British factory owners were copying their ideas by providing homes and communities for their workers designed with convenience and health in mind.

Today, over 25,000 people live in Bournville village. Over a hundred years since the first house here was built, the aims of its founders have still been carried out.