Examine o cartum de David Sipress, publicado no Instagram por CartoonStock, em 13.06.2021.

“I can cure your back problem, but there’s a risk that you’ll be left with nothing to talk about.”

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The World’s strangest laws

1. You can’t call a pig Napoleon in France.

2. It is illegal to die in the Houses of Parliament.

3. In Miami, Florida, you mustn’t skateboard in a police station.

4. In London, you don’t have to pay to take a flock of sheep across London Bridge.

5. In Florida, unmarried women can’t parachute on Sundays.

6. It’s illegal to play golf on the streets of New York.

7. In Kentucky the law still says that everyone must have a bath at least once a year.

8. In seventeenth-century Russia, you couldn’t grow a beard unless you paid a special tax.

9. In fifteenth-century England, it was illegal for men to wear a moustache.

10. In the USA in the eighteenth century, bars couldn’t sell soda water on Sundays.

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The Last Kingdom

The Last Kingdom is a contemporary story of redemption, vengeance and self-discovery set against the birth of England. The series combines real historical figures and events with fiction, retelling the history of King Alfred the Great and his desire to unite the many separate kingdoms into what would become England.

Set in the 9th century AD, many of the separate kingdoms of what we now know as England have fallen to the invading Vikings, only the great Kingdom of Wessex stands defiant under its visionary King Alfred the Great. It is the last kingdom. Against this turbulent backdrop lives Uhtred. Born the son of a Saxon nobleman, he is orphaned by the Vikings and then kidnapped and raised as one of their own. Forced to choose between the country of his birth and the people of his upbringing, his loyalties are ever tested. What is he — Saxon or Viking? On a quest to claim his birthright, Uhtred must tread a dangerous path between both sides if he is to play his part in the birth of a new nation and, ultimately, recapture his ancestral lands.

The Last Kingdom is a show of heroic deeds and epic battles but with a thematic depth that embraces politics, religion, warfare, courage, love, loyalty and our universal search for identity. Combining real historical figures and events with fictional characters, it is the story of how a people combined their strength under one of the most iconic kings of history in order to reclaim their land for themselves and build a place they call home.

Consider the following piece of news

Coal fire crackdown and London mosque stabbing

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When given the choice between a free meal and performing a task for a meal, cats would prefer the meal that doesn’t require much effort. While that might not come as a surprise to some cat lovers, it does to cat behaviorists. Most animals prefer to work for their food — a behavior called contrafreeloading.

A new study from researchers at the University of California, Davis, School of Veterinary Medicine showed most domestic cats choose not to contrafreeload. The study found that cats would rather eat from a tray of easily available food rather than work out a simple puzzle to get their food.

“There is an entire body of research that shows that most species including birds, rodents, wolves, primates — even giraffes — prefer to work for their food,” said lead author Mikel Delgado, a cat behaviorist and research affiliate at UC Davis School of Veterinary Medicine.

In the study, Delgado, along with co-authors Melissa Bain and Brandon Han, provided 17 cats a food puzzle and a tray of food. The puzzle allowed the cats to easily see the food but required some manipulation to extract it. Some of the cats even had food puzzle experience.

“It wasn’t that cats never used the food puzzle, but cats ate more food from the tray, spent more time at the tray and made more first choices to approach and eat from the tray rather than the puzzle,” said Delgado.

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While financial institutions around the world have called for a full return to the office in the coming months, Synchrony Financial is moving in the opposite direction. The American firm has told its leadership team that they cannot, in fact, return to the office five days a week. Instead, they’re required to work at least one day from home.

DJ Casto, the company’s chief human resources officer, says one of the main reasons they adopted this rule was to put home-working and office-working staff on a more equal playing field. “From a leadership perspective, we want to make sure we look like we’re supporting both groups,” he explains, noting that 85% of employees in a company-wide survey expressed a desire to work from home full time.

To address concerns that those same workers might feel pressured to come back into the office to get more face time with their bosses (and thus more recognition), Casto says leadership needed to role-model the non-traditional plan. “The executive leadership team has a lot of influence on the behaviours of the workforce,” he explains. “So, if we set the tone at the top of the house to say, ‘it’s OK [to work from home], we’re going to do it, too,’ then it gives people a lot more trust.

Companies moving to a hybrid-work model are grappling with how to best ensure workers physically present in the office don’t gain benefits due to their proximity to bosses and colleagues. Academics call this phenomenon ‘proximity bias’, an unconscious tendency to give preferential treatment to those in our immediate vicinity. Once a matter of location within the office, the lines of what define proximity are now evolving, leaving workers and leaders in search of new ways of tackling the issue to guarantee that those who choose to work from home remain on track for promotions.

Proximity bias existed in the workplace long before the pandemic. “We all can reflect on occasions where the people we sit near are the people we know the best and feel the most kinship to,” says occupational psychologist Ali Shalfrooshan. This bond can create a halo effect, where we build an inflated view of those nearby while overlooking more qualified individuals further away. This halo effect can also cause leadership to excuse the poor performance of those in their proximity, while not properly valuing the skills and expertise of those with whom they have less contact. Leaders must make sure that out of sight doesn’t mean out of mind.

WHAT IS GAME-BASED LEARNING?

Games have been used as a learning tool for centuries. Chess was used to teach strategic (1)________________ as far back as the Middle Ages, and the game of Kreigsspiel was invented in 1812 specifically to teach Prussian officers strategy. Beyond military strategy, the genesis of Kindergarten in the mid-1800s was Friedrich Fröbel’s ideas of learning through play.

The core concept behind game-based learning is teaching through repetition, failure and the accomplishment of goals. Video games are built on this principle. The player starts off slow and gains in skill until they’re able to skillfully navigate the most (2)________ levels. Games that are planned and designed well will offer enough difficulty to keep it (3)_________________ while still being easy enough for the player to win.

Game-based learning takes this same concept and applies it to teaching a curriculum. Students work toward a goal, choosing actions and experiencing the consequences of those actions. They (4)________________ learn and practice the right way to do things. The result is active learning instead of passive learning.

Flight simulators are a perfect example of the (5)_________________ of game-based learning. Pilots commonly use flight simulators during their training. They’re given very specific goals and practice until they can accomplish them. The result is much more effective than sitting through lectures and theory.

Cinco termos foram retirados desse excerto.

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In 2008 at least six babies died and 300,000 fell ill after drinking made-in-China infant formula contaminated with toxic chemicals. In response, many Chinese parents embraced foreign baby food brands, catapulting the likes of Danone SA’s Aptamil and Nestlé SA’s Illuma to the top of the market. Yet for the past two years, the leading formula brand in China has been made by China Feihe Ltd., a Beijing company that emphasizes its local roots rather than seeking to obscure them. “More suitable for Chinese babies,” the company’s advertising boasts.

In categories ranging from baby food to sportswear and skin cream, Chinese brands are putting pressure on global rivals that depend on the country for much of their growth. While increasing nationalism has boosted the momentum of domestic products for the past couple of years, the covid-19 pandemic is speeding up the shift. With prices typically lower than foreign brands’, domestic products have increasing appeal in times of constrained household budgets, and the growth of online sales has weakened the multinationals’ advantages in distribution and marketing.

Foreign brands aren’t finished in China, of course. They dominate categories such as expensive handbags and luxury cars. Kentucky Fried Chicken (KFC) — still the biggest fast- -food chain in China — is supplementing its fried chicken with products such as fast-cooking snail noodles to cater to diners stuck at home in the pandemic. “The attitude of big international brands is changing significantly,” says Wu Wenmi, founder of Wenzihui MCN agency. “They are more humble now and willing to hear our opinions of how to play the game.”

One way Chinese companies are playing the game is with marketing that resonates for locals. While foreigners’ ads stress the nutritional value of their infant formula, Feihe nurtures relationships with consumers via loyalty programs and new-parent support groups. And Chinese brands are increasingly tailoring their products to domestic tastes. China Mengniu Dairy Co., for instance, is stepping up sales of innovations such as pineapple-flavored cheese in addition to its lineup of basic milk and fruit yogurts. “Foreign brands were so innovative three decades ago when they first came to China,” Mengniu CEO Lu Minfang says. “But now they’re developing slower than local brands.”

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In a new survey of North American Indian languages, Marianne Mithun gives an admirably clear statement of what is lost as each language ceases to be used. “Speakers of these languages and their descendants are acutely aware of what it can mean to lose a language,” she begins – and this is perfectly true, although these speakers must have taken the decision themselves not to teach the language to their children. It happens all too often – people regret that their language and culture are being lost but at the same time decide not to saddle their own children with the chore of preserving them.

When a language disappears [Mithun continues] the most intimate aspects of culture can disappear as well: fundamental ways of organizing experience into concepts, of relating ideas to each other, of interacting to people. The more conscious genres of verbal art are usually lost as well: traditional ritual, oratory, myth, legends, and even humor. Speakers commonly remark that when they speak a different language, they say different things and even think different thoughts. These are very interesting assertions. They slip by in a book on anthropological linguistics, where in a book on linguistic theory they would be highly contentious. Is it true that “fundamental ways of organizing experience into concepts [and] of relating ideas to each other” are specific to individual languages and are therefore likely to be lost when a language ceases to be used? Is it true that when speakers speak a different language, they “say different things and even think different thoughts”? Again, the extent to which thought depends on language is very controversial. These questions must be now faced, because only when we have reached an opinionon them will we be able to accept or reject Marianne Mithun’s conclusion: “The loss of a language represents a definitive separation of a people from its heritage. It also represents an irreparable loss for us all, the loss of opportunities to glimpse alternative ways of making sense of the human experience.”