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In an argument, the ability to see the situation as the other side sees it, as difficult as it may be, is one of the most important skills you can possess. It is not enough to know that the other person sees something differently. If you want to influence people, you also need to feel real empathy for their point of view and the emotional force with which they believe in it. It is not enough to watch the ocean from the shore; you need to step into the water to understand its waves. To accomplish this, you must be prepared to withhold your judgement for a while as you try to understand their views. Thus, an argument is not won by the person with the loudest voice. Instead, it is won by the one who can appreciate the perspective of the other side.

Do you know what a jumpsuit is? It is usually a single item that covers your whole body, even your arms and legs. As the name indicates, the jumpsuit began as clothing for jumping from planes. Later, designers transformed this functional design into luxurious women's fashion items seen in fashion shows around the world. Like the jumpsuit, there is another fashion item with an interesting story. When a formal dress code is required, people wear tuxedos, which likely got its name from Tuxedo Park, one of the first gated communities in New York. In the late 19th century, men usually wore jackets with long tails that reached their knees on formal occasions. One evening, a man showed up with a short black jacket without tails in Tuxedo Park. Later, more people asked their tailors to make them a jacket "like the one worn in Tuxedo Park." " As more and more men wore the shorter style, it eventually replaced the longer version.

Waste has historically been seen as a necessary driver of the economy. Sales are tied to the amount of a product supplied, which is directly dependent on the demand for that product. Therefore, if you design the product to eventually be wasted, you can ensure that the demand for more products will be sustained. In order to ①preserve continuous consumer demand, many strategies have been incorporated into product design and use to ensure that waste is inevitable, such as planned obsolescence, limited access to tools for repairs, and use of cheap materials. For example, with durability intentionally ②compromised in the design process, products are engineered to wear out quickly. Those who supported the idea that waste is necessary simply prioritized designing products destined to be ③replaced. Yet, prioritizing the elimination of waste via repair and remanufacturing creates a different kind of demand: products as a service. Through this setup, companies simply lease out products that they formerly marketed as purchases and are now ④encouraged to steer clear of producing goods designed for disposal. With this transition of ownership, firms don't have any choice but to develop long-lasting products, nor do they ____ their reliance on maintenance and repair services for their profits.

A reason for a conclusion consists of a variety of ideas. No matter how we might state it in short-hand, it is, analytically, a complex interaction of many ideas and implications. The reason must be broken down into a chain of more precise premises. For example, the claim that 'university education should be free for all Australians' might be supported by the reason that 'the economy benefits from a well-educated Australian population'. But is our analysis of the situation clearly expressed in just one statement? Hardly. The conclusion is about universities and free education, while the reason introduces some new ideas: economic benefit and a well-educated population. While the link between these two ideas and the conclusion might seem obvious, the purpose of reasoning is to avoid assuming the 'obvious' by carefully working through the connections between the various ideas in the initial statement of our reason.

As you may already know, what and how you buy can be political. To whom do you want to give your money? Which companies and corporations do you value and respect? Be mindful about every purchase by carefully researching the corporations that are taking our money to decide if they deserve our support. Do they have a record of polluting the environment, or do they have fair-trade practices and an end-of-life plan for the products they make? Are they committed to bringing about good in the world? For instance, my family has found a company producing recycled, plastic-packaging-free toilet paper with a social conscience. They contribute 50 percent of their profits to the construction of toilets around the world. We're genuinely happy to spend our money on this special toilet paper each month, and we'll continue to (A) do so as long as they stay true to their values. Remember that the corporate world is built on consumers, and consumers can support sustainable practices, (B)

Stress not only affects physical disease but also the very structure of our brains, making us even more likely to experience a drained brain. Acute stress can temporarily boost brain function, while chronic stress can lead to negative changes in the brain, including shrinking the hippocampus. Why does this matter? This part of the brain helps you remain resilient in the face of stress and is involved in mood regulation. It also helps you to monitor the safety of your environment and store dangerous images in your long-term memory so you can avoid them in the future. It does all these things as part of its duties of regulating your sympathetic and parasympathetic nervous systems. But chronic stress can confuse the hippocampus and lead to leaving you stuck in a prolonged state of alertness. That's why we may find ourselves constantly on edge, even when there is no real threat. (para)sympathetic: (부)교감 **hippocampus

Author Elizabeth Gilbert tells the fable of a great saint who would lead his followers in meditation. Just as the followers were dropping into their zen moment, they would be 1 interrupted by a cat that would walk through the temple meowing and bothering everyone. The saint came up with a simple 2 solution : He began to tie the cat to a pole during meditation sessions. This quickly developed into a 3 ceremony : Tie the cat to the pole first, meditate second. When the cat eventually died of natural causes, a religious 4 crisis followed. What were the followers supposed to do? How could they possibly meditate without tying the cat to the pole? This story illustrates what I call invisible rules. These are habits and behaviors that have 5 needlessly rigidified into rules. Written rules are not only stubborn, but they can be also resistant to change. However, the invisible rules are the hidden rules that are more stubborn and 6 consciously dominate our behavior. zen (불교) 선(禪) *rigidify

The Stanford professor Baba Shiv carried out a fantastic experiment. He gave half his volunteers a two-digit number to remember (representing a low cognitive load) and gave the other half a seven-digit number (a high cognitive load). The volunteers were then told to walk to another room and in so doing pass a table where they had to choose between chocolate cake or fruit salad. Of the people with the high load, 59 percent opted for cake whereas only 37 percent of the people with the low load did. Shiv speculates that remembering a seven-digit number required cognitive resources that had to come from somewhere, and in this case were taken from our ability to control our urges! Anatomically this is plausible because working memory (where we 'store' numbers) and self-control are both located in our prefrontal cortex. The neurons that would normally be helping us make healthy food choices were otherwise engaged in remembering a seven-digit number. In those instances we have to rely on our more impulsive emotions. prefrontal cortex

While leaders often face enormous pressures to make decisions quickly, making premature ones @is the leading cause of decision failure. This is mainly because leaders respond to the superficial issue of a decision rather than taking the time to explore the issues that are considered @ fundamental. Bob Carlson is a good example of a leader showing patience in the face of diverse issues. In the economic downturn of early 2001, Reell Precision Manufacturing faced a 30 percent drop in revenues. Some members of the senior leadership team favored layoffs, whereas others © preferring salary reductions. While it would have been easy to push for a decision or call for a vote in order to ease the tension of the economic pressures, as coCEO, Bob Carlson helped the team @ to work together and examine all of the issues. Knowing © which, to the best of their ability, they had thoroughly examined the implications of both possible decisions, the team finally agreed on salary reductions.

fag Our behavior is affected by our assumptions or our perceived truths. We make decisions based on what we think we know. It wasn’t too long ago that the majority of one people believed the world was flat. This perceived truth 6E impacted behavior. During this period, there was very little an exploration. People feared that if they traveled too far they Might fall off the edge of the earth. So for the most part ae they stayed put. It wasn’t until the seemingly minor detail sad that the world is round was revealed that behaviors erty changed on a massive scale. Upon this discovery, societies mae began to traverse the planet. Trade routes were a established; spices were traded. New ideas, like ‘der mathematics, were shared between societies which it's unleashed all kinds of innovations and advancements. The the correction of a simple false assumption moved the human 1866 forward. Once new knowledge replaces (A) beliefs, people's perception of the world changes, leading to 08) developments in the history of mankind.

When my daughter, Isabella, was five years old, we were living in Washington, D. One day, we were volunteering at Children of Mine, a center for children in need. The day before, we had celebrated her fifth birthday with a cake, presents, balloons, and a birthday party. By chance, at the center that day there was a little girl also having her fifth birthday. Her entire birthday celebration 1was consisted of a chocolate chip cookie with a candle. I remember 2to watch my daughter from across the room, her eyes 3welling with tears. Something clicked for her, something that I could not have taught her. When we returned home, Isabella rushed to her room, collected all the presents she had got for her birthday, and told me that she wanted to take them to the little girl. Now it's not as if Isabella was suddenly transformed into Mother Teresa - she 4had many moments of selfishness since then. But it was a profound moment, 5which impact will always be with her.