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时尚周，常春藤教授思考专区，全球最新一手咨询，时报评论员时事点评反思
为什么中国的政党制度更好，以及美国真正的民主其实只有47年
是的，我们与林书豪一样--亚裔的二代移民
林书豪的吸引力：信念，自豪，和得分
I first started following Lin closely in late 2009, when he was a senior and Harvard nearly pulled off an upset of Connecticut. Lin scored 30 points, and profiles of the Ivy League phenom began popping up regularly on Web sites.I&&that Jeremy&s father, Gie-Ming Lin, attended graduate school at Purdue and studied computer engineering but loved basketball and took his son to the local Y.M.C.A. to shoot hoops. It reminded me of my dad, who also came to the United States for graduate school in electrical engineering, and took my brother and me to the gym when we were young.I&, too, that Lin endured racial taunts on the court, which brought me back to my middle school and high school years, hearing the same epithets, but on the soccer field.I also&&and the way he helped lead a small group for his Christian fellowship, harking back to the way I became a Christian in college, in part through some of these same small groups, in which we often wrestled with difficult questions deep into the night.I like to think of my approach to faith as nuanced and not fitting easily into anyone&s standard boxes. I suspect Lin&s has to be as well.Last season, I followed closely as Lin went undrafted but later signed with the Golden State Warriors. He played sparingly and was cut in December. He landed briefly in Houston but was cut again. Finally, he joined the Knicks but had mostly sat on the bench. Now he is suddenly the shining star of New York.In the midst of his stellar run last week, I couldn&t help but reflect on Lin&s journey. A Bible verse that he has cited as a favorite came to mind, encouraging believers that &suffering produces character, and character produces hope, and hope does not disappoint us.&
Facebook在利用你
学生观点：大学排名对你重要吗？
加州的Claremont McKenna 大学, &在这周承认招生官员在虚报了SAT分数. 因为他们相信被抬高的假平均分可以提高学校的整体排名。 Do rankings matter to you? Why do they play such a large role in admissions? When you think about prospective schools, how much do you care about their rankings?
拜托，中国人，买我们的东西吧！
The currency intervention also functions as a massive inequality-creation machine. U.S.-based behemoths, which own or use many of those exporting Chinese factories, benefit, as do their shareholders. And because more than 90 percent of U. S. stocks are owned by the wealthiest 20 percent, the spoils are disproportionately concentrated at the top. Meanwhile, lower wages, lost jobs and crippled manufacturing employment fall on the less wealthy. The economists that I spoke to estimated that China&s currency policy has cost the U.S. between 200,000 and 3 million jobs. Of course, the wide range suggests that these are little more than educated guesses. But a broad picture does emerge. U.S. manufacturing employment has fallen by around 6 million over the last decade. If China had allowed its currency to adjust naturally, life might be much better for many former American factory workers.Now is a particularly good time to put pressure on China&s economic planners. Many market analysts fear that China&s economy is slowing down considerably, a prospect that suggests the country will keep the renminbi weak for years to come. Given this, it may seem odd that China&s currency policy isn&t the beginning and end of every single political stump speech. After all, it&s probably the one thing that, if changed, could instantly bring both jobs and more equality to this country. I can&t think of any other economic agenda that would receive the support of unions and big business, free traders and protectionists, Wall Street Occupiers and Tea Partiers.Every president since Clinton has been trying to persuade China to float its currency. A number of Republican presidential candidates, including Mitt Romney, support pressuring China. But candidates always talk tough. Presidents opt for a gentle, nudging approach. They know that China, alone, gets to decide.
哲学？但是有什么用呢?
Almost every article that appears in The Stone provokes some comments from readers challenging the very idea that philosophy has anything relevant to say to non-philosophers.& There are, in particular, complaints that philosophy is an irrelevant &ivory-tower& exercise, useless to any except those interested in logic-chopping for its own sake.
There is an important conception of philosophy that falls to this criticism.& Associated especially with earlier modern philosophers, particularly Ren& Descartes, this conception sees philosophy as the essential foundation of the beliefs that guide our everyday life.& For example, I act as though there is a material world and other people who experience it as I do.&& But how do I know that any of this is true?& Couldn&t I just be dreaming of a world outside my thoughts?& And, since (at best) I see only other human bodies, what reason do I have to think that there are any minds connected to those bodies?& To answer these questions, it would seem that I need rigorous philosophical arguments for my existence and the existence of other thinking humans.
Of course, I don&t actually need any such arguments, if only because I have no practical alternative to believing that I and other people exist.& As soon as we stop thinking weird philosophical thoughts, we immediately go back to believing what skeptical arguments seem to call into question.& And rightly so, since, as David Hume pointed out, we are human beings before we are philosophers.
But what Hume and, by our day, virtually all philosophers are rejecting is only what I&m calling the foundationalist conception of philosophy. Rejecting foundationalism means accepting that we have every right to hold basic beliefs that are not legitimated by philosophical reflection.& More recently, philosophers as different as Richard Rorty and Alvin Plantinga have cogently argued that such basic beliefs include not only the &Humean& beliefs that no one can do without, but also substantive beliefs on controversial questions of ethics, politics and religion.& Rorty, for example, maintained that the basic principles of liberal democracy require no philosophical grounding (&the priority of democracy over philosophy&).
If you think that the only possible &use& of philosophy would be to provide a foundation for beliefs that need no foundation, then the conclusion that philosophy is of little importance for everyday life follows immediately.& But there are other ways that philosophy can be of practical significance.
Even though basic beliefs on ethics, politics and religion do not require prior philosophical justification, they do need what we might call &intellectual maintenance,& which itself typically involves philosophical thinking.& Religious believers, for example, are frequently troubled by the existence of horrendous evils in a world they hold was created by an all-good God.& Some of their trouble may be emotional, requiring pastoral guidance.& But religious commitment need not exclude a commitment to coherent thought. For instance, often enough believers want to know if their belief in God makes sense given the reality of evil.& The philosophy of religion is full of discussions relevant to this question.& Similarly, you may be an atheist because you think all arguments for God&s existence are obviously fallacious. But if you encounter, say, a sophisticated version of the cosmological argument, or the design argument from fine-tuning, you may well need a clever philosopher to see if there&s anything wrong with it.
Read previous contributions to this series.
In addition to defending our basic beliefs against objections, we frequently need to clarify what our basic beliefs mean or logically entail. So, if I say I would never kill an innocent person, does that mean that I wouldn&t order the bombing of an enemy position if it might kill some civilians? Does a commitment to democratic elections require one to accept a fair election that puts an anti-democratic party into power?& Answering such questions requires careful conceptual distinctions, for example, between direct and indirect results of actions, or between a morality of intrinsically wrong actions and a morality of consequences. Such distinctions are major philosophical topics, of course, and most non-philosophers won&t be in a position to enter into high-level philosophical discussions.& But there are both non-philosophers who are quite capable of following such discussions and philosophers who enter public debates about relevant topics.
The perennial objection to any appeal to philosophy is that philosophers themselves disagree among themselves about everything, so that there is no body of philosophical knowledge on which non-philosophers can rely.& It&s true that philosophers do not agree on answers to the &big questions& like God&s existence, free will, the nature of moral obligation and so on.& But they do agree about many logical interconnections and conceptual distinctions that are essential for thinking clearly about the big questions.&& Some examples: thinking about God and evil requires the key distinction between evil that is gratuitous (not necessary for some greater good) and evil th thinking about free will requires the distinction between a choice&s being caused and and thinking about morality requires the distinction between an action that is intrinsically wrong (regardless of its consequences) and one that is wrong simply because of its consequences.& Such distinctions arise from philosophical thinking, and philosophers know a great deal about how to understand and employ them.& In this important sense, there is body of philosophical knowledge on which non-philosophers can and should rely.
交易日：美国是如何丢失Iphone的工作的--苹果，美国，和一个日益挤压的中产阶级） 时报一天内讨论达777触及美国痛处长篇重点报道
（图为中国河南一个求职现场）
To thrive, companies argue they need to move work where it can generate enough profits to keep paying for innovation. Doing otherwise risks losing even more American jobs over time, as evidenced by the legions of once-proud domestic manufacturers & including G.M. and others & that have shrunk as nimble competitors have emerged.Apple was provided with extensive summaries of The New York Times&s reporting for this article, but the company, which has a reputation for secrecy, declined to comment.This article is based on interviews with more than three dozen current and former Apple employees and contractors & many of whom requested anonymity to protect their jobs & as well as economists, manufacturing experts, international trade specialists, technology analysts, academic researchers, employees at Apple&s suppliers, competitors and corporate partners, and government officials.Privately, Apple executives say the world is now such a changed place that it is a mistake to measure a company&s contribution simply by tallying its employees & though they note that Apple employs more workers in the United States than ever before.They say Apple&s success has benefited the economy by empowering entrepreneurs and creating jobs at companies like cellular providers and businesses shipping Apple products. And, ultimately, they say curing unemployment is not their job.&We sell iPhones in over a hundred countries,& a current Apple executive said. &We don&t have an obligation to solve America&s problems. Our only obligation is making the best product possible.&
&I Want a Glass Screen&In 2007, a little over a month before the iPhone was scheduled to appear in stores, Mr. Jobs beckoned a handful of lieutenants into an office. For weeks, he had been carrying a prototype of the device in his pocket.Mr. Jobs angrily held up his iPhone, angling it so everyone could see the dozens of tiny scratches marring its plastic screen, according to someone who attended the meeting. He then pulled his keys from his jeans.People will carry this phone in their pocket, he said. People also carry their keys in their pocket. &I won&t sell a product that gets scratched,& he said tensely. The only solution was using unscratchable glass instead. &I want a glass screen, and I want it perfect in six weeks.&After one executive left that meeting, he booked a flight to&,. If Mr. Jobs wanted perfect, there was nowhere else to go.For over two years, the company had been working on a project & code-named Purple 2 & that presented the same questions at every turn: how do you completely reimagine the cellphone? And how do you design it at the highest quality & with an unscratchable screen, for instance & while also ensuring that millions can be manufactured quickly and inexpensively enough to earn a significant profit?The answers, almost every time, were found outside the United States. Though components differ between versions, all iPhones contain hundreds of parts, an estimated 90 percent of which are manufactured abroad. Advanced semiconductors have come from Germany and Taiwan, memory from Korea and Japan, display panels and circuitry from Korea and Taiwan, chipsets from Europe and rare metals from Africa and Asia. And all of it is put together in China.In its early days, Apple usually didn&t look beyond its own backyard for manufacturing solutions. A few years after Apple began building the Macintosh in 1983, for instance, Mr. Jobs bragged that it was&&In 1990, while Mr. Jobs was running NeXT, which was eventually bought by Apple, the executive told a reporter that&&As late as 2002, top Apple executives occasionally drove two hours northeast of their headquarters to visit the company&s&plant in Elk Grove, Calif.But by 2004, Apple had largely turned to foreign manufacturing. Guiding that decision was Apple&s operations expert,&, who replaced Mr. Jobs as chief executive last August, six weeks before Mr. Jobs&s death. Most other American electronics companies had already gone abroad, and Apple, which at the time was struggling, felt it had to grasp every advantage.In part, Asia was attractive because the semiskilled workers there were cheaper. But that wasn&t driving Apple. For technology companies, the cost of labor is minimal compared with the expense of buying parts and managing supply chains that bring together components and services from hundreds of companies.
For Mr. Cook, the focus on Asia &came down to two things,& said one former high-ranking Apple executive. Factories in Asia &can scale up and down faster& and &Asian supply chains have surpassed what&s in the U.S.& The result is that &we can&t compete at this point,& the executive said.The impact of such advantages became obvious as soon as Mr. Jobs demanded glass screens in 2007.For years, cellphone makers had avoided using glass because it required precision in cutting and grinding that was extremely difficult to achieve. Apple had already selected an American company,&, to manufacture large panes of strengthened glass. But figuring out how to cut those panes into millions of iPhone screens required finding an empty cutting plant, hundreds of pieces of glass to use in experiments and an army of midlevel engineers. It would cost a fortune simply to prepare.Then a bid for the work arrived from a Chinese factory.When an Apple team visited, the Chinese plant&s owners were already constructing a new wing. &This is in case you give us the contract,& the manager said, according to a former Apple executive. The Chinese government had agreed to underwrite costs for numerous industries, and those subsidies had trickled down to the glass-cutting factory. It had a warehouse filled with glass samples available to Apple, free of charge. The owners made engineers available at almost no cost. They had built on-site dormitories so employees would be available 24 hours a day.The Chinese plant got the job.&The entire supply chain is in China now,& said another former high-ranking Apple executive. &You need a thousand rubber gaskets? That&s the factory next door. You need a million screws? That factory is a block away. You need that screw made a little bit different? It will take three hours.&
In Foxconn CityAn eight-hour drive from that glass factory is a complex, known informally as Foxconn City, where the iPhone is assembled. To Apple executives, Foxconn City was further evidence that China could deliver workers & and diligence & that outpaced their American counterparts.That&s because nothing like Foxconn City exists in the United States.The facility has 230,000 employees, many working six days a week, often spending up to 12 hours a day at the plant. Over a quarter of Foxconn&s work force lives in company barracks and many workers earn less than $17 a day. When one Apple executive arrived during a shift change, his car was stuck in a river of employees streaming past. &The scale is unimaginable,& he said.Foxconn employs nearly 300 guards to direct foot traffic so workers are not crushed in doorway bottlenecks. The facility&s central kitchen cooks an average of three tons of pork and 13 tons of rice a day. While factories are spotless, the air inside nearby teahouses is hazy with the smoke and stench of cigarettes.
&has dozens of facilities in Asia and Eastern Europe, and in Mexico and Brazil, and it assembles an estimated 40 percent of the world&s consumer electronics for customers like Amazon, Dell, Hewlett-Packard, Motorola, Nintendo, Nokia, Samsung and Sony.&They could hire 3,000 people overnight,& said Jennifer Rigoni, who was Apple&s worldwide supply demand manager until 2010, but declined to discuss specifics of her work. &What U.S. plant can find 3,000 people overnight and convince them to live in dorms?&In mid-2007, after a month of experimentation, Apple&s engineers finally perfected a method for cutting strengthened glass so it could be used in the iPhone&s screen. The first truckloads of cut glass arrived at Foxconn City in the dead of night, according to the former Apple executive. That&s when managers woke thousands of workers, who crawled into their uniforms & white and black shirts for men, red for women & and quickly lined up to assemble, by hand, the phones. Within three months, Apple had sold one million iPhones. Since then, Foxconn has assembled over 200 million more.Foxconn, in statements, declined to speak about specific clients.
&Any worker recruited by our firm is covered by a clear contract outlining terms and conditions and by Chinese government law that protects their rights,& the company wrote. Foxconn &takes our responsibility to our employees very seriously and we work hard to give our more than one million employees a safe and positive environment.&The company disputed some details of the former Apple executive&s account, and wrote that a midnight shift, such as the one described, was impossible &because we have strict regulations regarding the working hours of our employees based on their designated shifts, and every employee has computerized timecards that would bar them from working at any facility at a time outside of their approved shift.& The company said that all shifts began at either 7 a.m. or 7 p.m., and that employees receive at least 12 hours& notice of any schedule changes.Foxconn employees, in interviews, have challenged those assertions.Another critical advantage for Apple was that China provided engineers at a scale the United States could not match. Apple&s executives had estimated that about 8,700 industrial engineers were needed to oversee and guide the 200,000 assembly-line workers eventually involved in manufacturing iPhones. The company&s analysts had forecast it would take as long as nine months to find that many qualified engineers in the United States.In China, it took 15 days.Companies like Apple &say the challenge in setting up U.S. plants is finding a technical work force,& said&, associate provost at the Massachusetts Institute of Technology. In particular, companies say they need engineers with more than high school, but not necessarily a bachelor&s degree. Americans at that skill level are hard to find, executives contend. &They&re good jobs, but the country doesn&t have enough to feed the demand,& Mr. Schmidt said.Some aspects of the iPhone are uniquely American. The device&s software, for instance, and its innovative marketing campaigns were largely created in the United States. Apple recently built a $500 million data center in North Carolina. Crucial semiconductors inside the iPhone 4 and 4S are manufactured in an Austin, Tex., factory by Samsung, of South Korea.But even those facilities are not enormous sources of jobs. Apple&s North Carolina center, for instance, has only 100 full-time employees. The Samsung plant has an estimated 2,400 workers.&If you scale up from selling one million phones to 30 million phones, you don&t really need more programmers,& said Jean-Louis Gass&e, who oversaw product development and marketing for Apple until he left in 1990. &All these new companies & Facebook, Google, Twitter & benefit from this. They grow, but they don&t really need to hire much.&It is hard to estimate how much more it would cost to build iPhones in the United States. However, various academics and manufacturing analysts estimate that because labor is such a small part of technology manufacturing, paying American wages would add up to $65 to each iPhone&s expense. Since Apple&s profits are often hundreds of dollars per phone, building domestically, in theory, would still give the company a healthy reward.But such calculations are, in many respects, meaningless because building the iPhone in the United States would demand much more than hiring Americans & it would require transforming the national and global economies. Apple executives believe there simply aren&t enough American workers with the skills the company needs or factories with sufficient speed and flexibility. Other companies that work with Apple, like Corning, also say they must go abroad.Manufacturing glass for the iPhone revived a Corning factory in Kentucky, and today, much of the glass in iPhones is still made there. After the iPhone became a success, Corning received a flood of orders from other companies hoping to imitate Apple&s designs. Its strengthened glass sales have grown to more than $700 million a year, and it has hired or continued employing about 1,000 Americans to support the emerging market.But as that market has expanded, the bulk of Corning&s strengthened glass manufacturing has occurred at plants in Japan and Taiwan.
&Our customers are in Taiwan, Korea, Japan and China,& said James B. Flaws, Corning&s vice chairman and chief financial officer. &We could make the glass here, and then ship it by boat, but that takes 35 days. Or, we could ship it by air, but that&s 10 times as expensive. So we build our glass factories next door to assembly factories, and those are overseas.&Corning was founded in America 161 years ago and its headquarters are still in upstate New York. Theoretically, the company could manufacture all its glass domestically. But it would &require a total overhaul in how the industry is structured,& Mr. Flaws said. &The consumer electronics business has become an Asian business. As an American, I worry about that, but there&s nothing I can do to stop it. Asia has become what the U.S. was for the last 40 years.&
Middle-Class Jobs FadeThe first time Eric Saragoza stepped into Apple&s manufacturing plant in Elk Grove, Calif., he felt as if he were entering an engineering wonderland.It was 1995, and the facility near Sacramento employed more than 1,500 workers. It was a kaleidoscope of robotic arms, conveyor belts ferrying circuit boards and, eventually, candy-colored iMacs in various stages of assembly. Mr. Saragoza, an engineer, quickly moved up the plant&s ranks and joined an elite diagnostic team. His salary climbed to $50,000. He and his wife had three children. They bought a home with a pool.&It felt like, finally, school was paying off,& he said. &I knew the world needed people who can build things.&At the same time, however, the electronics industry was changing, and Apple & with products that were declining in popularity & was struggling to remake itself. One focus was improving manufacturing. A few years after Mr. Saragoza started his job, his bosses explained how the California plant stacked up against overseas factories: the cost, excluding the materials, of building a $1,500 computer in Elk Grove was $22 a machine. In Singapore, it was $6. In Taiwan, $4.85. Wages weren&t the major reason for the disparities. Rather it was costs like inventory and how long it took workers to finish a task.&We were told we would have to do 12-hour days, and come in on Saturdays,& Mr. Saragoza said. &I had a family. I wanted to see my kids play soccer.&Modernization has always caused some kinds of jobs to change or disappear. As the American economy transitioned from agriculture to manufacturing and then to other industries, farmers became steelworkers, and then salesmen and middle managers. These shifts have carried many economic benefits, and in general, with each progression, even unskilled workers received better wages and greater chances at upward mobility.But in the last two decades, something more fundamental has changed, economists say. Midwage jobs started disappearing. Particularly among Americans without college degrees, today&s new jobs are disproportionately in service occupations & at restaurants or call centers, or as hospital attendants or temporary workers & that offer fewer opportunities for reaching the middle class.Even Mr. Saragoza, with his college degree, was vulnerable to these trends. First, some of Elk Grove&s routine tasks were sent overseas. Mr. Saragoza didn&t mind. Then the robotics that made Apple a futuristic playground allowed executives to replace workers with machines. Some diagnostic engineering went to Singapore. Middle managers who oversaw the plant&s inventory were laid off because, suddenly, a few people with Internet connections were all that were needed.Mr. Saragoza was too expensive for an unskilled position. He was also insufficiently credentialed for upper management. He was called into a small office in 2002 after a night shift, laid off and then escorted from the plant. He taught high school for a while, and then tried a return to technology. But Apple, which had helped anoint the region as &Silicon Valley North,& had by then converted much of the Elk Grove plant into an AppleCare call center, where new employees often earn $12 an hour.
There were employment prospects in Silicon Valley, but none of them panned out. &What they really want are 30-year-olds without children,& said Mr. Saragoza, who today is 48, and whose family now includes five of his own.After a few months of looking for work, he started feeling desperate. Even teaching jobs had dried up. So he took a position with an electronics temp agency that had been hired by Apple to check returned iPhones and iPads before they were sent back to customers. Every day, Mr. Saragoza would drive to the building where he had once worked as an engineer, and for $10 an hour with no benefits, wipe thousands of glass screens and test audio ports by plugging in headphones.
Paydays for AppleAs Apple&s overseas operations and sales have expanded, its top employees have thrived. Last fiscal year, Apple&s revenue topped $108 billion, a sum larger than the combined state budgets of Michigan, New Jersey and Massachusetts. Since 2005, when the company&s stock split, share prices have risen from about $45 to more than $427.Some of that wealth has gone to shareholders. Apple is among the most widely held stocks, and the rising share price has benefited millions of individual investors,&&and pension plans. The bounty has also enriched Apple workers. Last fiscal year, in addition to their salaries, Apple&s employees and directors received stock worth $2 billion and exercised or vested stock and options worth an added $1.4 billion.The biggest rewards, however, have often gone to Apple&s top employees. Mr. Cook, Apple&s chief, last year received&&& which vest over a 10-year period & that, at today&s share price, would be worth $427 million, and his salary was raised to $1.4 million. In 2010, Mr. Cook&s compensation package was valued at $59 million, according to Apple&s security filings.A person close to Apple argued that the compensation received by Apple&s employees was fair, in part because the company had brought so much value to the nation and world. As the company has grown, it has expanded its domestic work force, including manufacturing jobs. Last year, Apple&s American work force grew by 8,000 people.While other companies have sent call centers abroad, Apple has kept its centers in the United States. One source estimated that sales of Apple&s products have caused other companies to hire tens of thousands of Americans. FedEx and United Parcel Service, for instance, both say they have created American jobs because of the volume of Apple&s shipments, though neither would provide specific figures without permission from Apple, which the company declined to provide.&We shouldn&t be criticized for using Chinese workers,& a current Apple executive said. &The U.S. has stopped producing people with the skills we need.&What&s more, Apple sources say the company has created plenty of good American jobs inside its retail stores and among entrepreneurs selling iPhone and&&applications.After two months of testing iPads, Mr. Saragoza quit. The pay was so low that he was better off, he figured, spending those hours applying for other jobs. On a recent October evening, while Mr. Saragoza sat at his MacBook and submitted another round of r&sum&s online, halfway around the world a woman arrived at her office. The worker, Lina Lin, is a project manager in Shenzhen, China, at PCH International, which contracts with Apple and other electronics companies to coordinate production of accessories, like the cases that protect the iPad&s glass screens. She is not an Apple employee. But Mrs. Lin is integral to Apple&s ability to deliver its products.Mrs. Lin earns a bit less than what Mr. Saragoza was paid by Apple. She speaks fluent English, learned from watching television and in a Chinese university. She and her husband put a quarter of their salaries in the bank every month. They live in a 1,080-square-foot apartment, which they share with their in-laws and son.&There are lots of jobs,& Mrs. Lin said. &Especially in Shenzhen.&
Innovation&s LosersToward the end of Mr. Obama&s dinner last year with Mr. Jobs and other Silicon Valley executives, as everyone stood to leave, a crowd of photo seekers formed around the president. A slightly smaller scrum gathered around Mr. Jobs. Rumors had spread that his illness had worsened, and some hoped for a photograph with him, perhaps for the last time.
Eventually, the orbits of the men overlapped. &I&m not worried about the country&s long-term future,& Mr. Jobs told Mr. Obama, according to one observer. &This country is insanely great. What I&m worried about is that we don&t talk enough about solutions.&At dinner, for instance, the executives had suggested that the government should reform visa programs to help companies hire foreign engineers. Some had urged the president to give companies a &tax holiday& so they could bring back overseas profits which, they argued, would be used to create work. Mr. Jobs even suggested it might be possible, someday, to locate some of Apple&s skilled manufacturing in the United States if the government helped train more American engineers.Economists debate the usefulness of those and other efforts, and note that a struggling economy is sometimes transformed by unexpected developments. The last time analysts wrung their hands about prolonged American unemployment, for instance, in the early 1980s, the Internet hardly existed. Few at the time would have guessed that a degree in graphic design was rapidly becoming a smart bet, while studying telephone repair a dead end.What remains unknown, however, is whether the United States will be able to leverage tomorrow&s innovations into millions of jobs.In the last decade, technological leaps in solar and&, semiconductor fabrication and display technologies have created thousands of jobs. But while many of those industries started in America, much of the employment has occurred abroad. Companies have closed major facilities in the United States to reopen in China. By way of explanation, executives say they are competing with Apple for shareholders. If they cannot rival Apple&s growth and profit margins, they won&t survive.&New middle-class jobs will eventually emerge,& said Lawrence Katz, a Harvard economist. &But will someone in his 40s have the skills for them? Or will he be bypassed for a new graduate and never find his way back into the middle class?&The pace of innovation, say executives from a variety of industries, has been quickened by businessmen like Mr. Jobs. G.M. went as long as half a decade between major automobile redesigns. Apple, by comparison, has released five iPhones in four years, doubling the devices& speed and memory while dropping the price that some consumers pay.Before Mr. Obama and Mr. Jobs said goodbye, the Apple executive pulled an iPhone from his pocket to show off a new application & a driving game & with incredibly detailed graphics. The device reflected the soft glow of the room&s lights. The other executives, whose combined worth exceeded $69 billion, jostled for position to glance over his shoulder. The game, everyone agreed, was wonderful.There wasn&t even a tiny scratch on the screen.
2012竞选站评论：为了上帝，大家要爱那百分之一 普林斯顿历史副教授Kevin M. Kruse撰文
Holly Gressley
哈佛大学教授Joseph S. Nye Jr.评论文章：为什么中国软实力很弱？
辩论厅：希望和改变，但不会是在校园里--奥巴马如何才能重新赢得年轻选民，一支令他08年成功获选的主力军
观点1. 奥巴马光说不做
论辩人：Alexander Heffner，哈佛大学大四学生，历史专业，创建者和编辑
The president has failed to address unrelenting college tuition hikes and the concerns of jobless youth.
Our disillusionment is grounded in today's politicking and the president's aversion to conflict.
Candidate Obama promised a transformative presidency. Despite his election, young people remain shut out of the process with their criticism negated as na&ve and counterproductive.&
They are a generation who rejected conventional wisdom to support him in the face of unemployment and student debt, climate change and unrealized notions of equality, only to watch his administration strive for what&s &possible& within a broken system. While they serve as beneficiaries of many of his policies, and prefer him to his Republican challengers, the sense of defiance fundamental to the Obama campaign has been lost and with it, the excitement once generated by Obama himself.&
For this generation -- my generation -- it&s not enough to win the future when the present is unsustainable.&
Candidate Obama&s vision relied on the premise that while government cannot solve all of our problems, it should be able to help. Our disillusionment is grounded in the terrifying realization that today&s politicking makes government ill-equipped to do even that. It&s exacerbated by the discomforting suspicion that maybe we were wrong about Obama.&
President Obama must become the leader we&re nostalgic for, one who was candid in his convictions and enlisted us to disrupt the status quo even when faced with likely defeat. His consistent aversion to conflict -- to vocal and passionate persistence -- suggests that he&s abandoned what once made him different.&
President Obama&s very presence in office undermines the assessment that some things just can&t be done. His administration needs to embrace the same level of audacity that he campaigned on in 2008.&观点三：决定于共和党人是否做的更差
论辩人：Lauren Bouton亚历桑那大学大四学生，大学共和党主席
If the G.O.P. candidates incite anger on issues like gay marriage, Obama will recapture the student vote.
I know it's a clich&, but let's be honest: it was the perfect storm.
Fortunately for the president, none of the G.O.P. hopefuls have exhibited the energy to attract young voters.
Young voters were disenchanted by a two-term G.O.P. presidency that championed unpopular wars and presided over an unproductive economy. They chose, eagerly, to throw their support behind a young, charismatic leader who decried partisan politics and promised to bring true change to the White House.President Obama carried nearly 65 percent of 18- to 33-year-old voters in his 2008 election, levels that will be impossible to match in 2012 & as many young voters remain jobless, saddled with huge student loan debt and frustrated that, nearly four years later, thousands of U.S. troops are just now leaving Iraq and remain bunkered in Afghanistan.Three years of only partially realized promises has depressed Obama&s once vibrant and vocal throngs of zealous young supporters. But fortunately for Obama, none of the Republican hopefuls have exhibited the energy, organization or moderate stances necessary to attract young voters, who hold largely independent leanings. The young masses remain Obama&s to win or lose, with the primary challenge lying in mobilizing an otherwise disengaged demographic.To do that, Obama must resell young voters on universal health care and pray for any evidence of economic recovery. The president spent nearly all of this term&s political capital on universal health care, but the tangible impact of the historic legislation remains both unexplained to and unrealized by young voters. Obama must reclaim health care reform as an accomplishment, disarming G.O.P. attacks that "Obamacare" is a step toward socialism.Any improvements in unemployment, foreclosures or other economic indicators could also win back young Obama supporters, but the key remains Obama&s effectiveness in convincing voters that failing to re-elect him will undercut progress.Though less zealous than they once were, many young voters still have faith in Obama. He just needs to remind them that true change takes time.&观点五：奥巴马，YES，华盛顿上任，NO
论辩人：Jonathan Padilla的会计
It's the Washington culture and gridlock much more so than the president that frustrates millennial voters.
到东方去，年轻人：哥伦比亚毕业生现清华大学讲师Jonathan Levine评论文章
中国能教给欧洲的,关于城市间的竞争：上海交通大学与北京大学教授Daniel A. Bell纽约时报周日版评论
奥斯卡红毯：明星们都选择穿什么呢？ （10）
斯皮尔伯格导演携手女儿亮相！&
金陵十三钗男主角Christian贝尔携手Sandra Blazic
奥斯卡红毯：明星们都选择穿什么呢？ （7）（8）（9）
奥斯卡红毯：女星们都穿什么呢？（4）（5）（6）
奥斯卡红毯：女星们都穿什么呢？（3）
斯佳丽约翰逊和娜塔利波特曼两位女神分别选择紫色的
奥斯卡红毯：女星们都穿什么呢？ 第二阵营
妮可基德曼和席尼迪翁都选择白色长礼服。
奥斯卡红毯：女星们都穿什么呢？
中国的真人秀变的Racy并拥有了她的监护人，关于非诚勿扰等相亲节目特别观察系列之二：湖南卫视和江苏卫视2朵傲娇奇葩
&I didn&t ask him about S-and-M!& Ms. Zuo said. The audience laughed and applauded. But the exchange was excised from the episode that aired Nov. 12.
Sharp dialogue was once the show&s hallmark. One of its original goals was to push the limits of what could be discussed on Chinese television. &We hoped there would be some clashes between different ideas,& Mr. Wang said.
The show was conceived in cigarette-fueled talks between Mr. Wang and Xing Wenning, a media entrepreneur now with the Hearst Corporation. In the fall of 2009, Mr. Xing, a graduate of Harvard and Columbia, was working for, owned by Bertelsmann, and his task was getting Chinese stations or production companies to buy the rights to adapt foreign television shows. One of FremantleMedia&s properties was &,& a dating show popular in Britain. Mr. Xing approached the two most adventurous stations, Hunan and Jiangsu.
Mr. Wang at Jiangsu was receptive. He had worked at the station since the late 1980s and had witnessed the industry&s transformation. In 1997, satellite television was established, allowing some provincial stations to broadcast nationally and compete with CCTV for advertising money. CCTV and provincial stations had increased production of entertainment shows around that time. &Competition is fierce among the top few stations,& Mr. Wang said.
Mr. Wang said he wanted a new dating show to capitalize on the concept of &leftover girls& and &leftover boys,& career-oriented people without a partner, a hot topic in China. The show, too, would be a window into the lives of the &rich second generation,& the children of China&s new money.
Hunan beat Jiangsu in the bidding for &Take Me Out.& But Mr. Wang pushed ahead with his version, which Unilever had wanted to sponsor.
&If You Are the One,& called &Fei Cheng Wu Rao& in Chinese, is set up like a tribunal. Twenty-four single women stand behind brightly lighted podiums and pepper a potential male partner with questions. Directing the talk is Mr. Meng, a bald, witty former news anchor. His sidekick is Le Jia, a younger, slimmer (but also bald) man dubbed the show&s &psychological analyst.&
The first episode aired Jan. 15, 2010, and set the tone. &Any woman who comes with me won&t have to worry about her livelihood,& said the first male contestant, Zhang Yongxiang, 23. His family ran a factory with more than 1,000 workers. A video showed off his large apartment, white sedan and endless rows of clothing. Other male contestants had their incomes advertised in graphics on their videos.
Later in the episode, a female contestant in red, knee-high vinyl boots and a tight black dress performed a chair dance that would not have looked out of place in a strip club.
But serious issues wormed their way into the talk. Women interrogated Mr. Zhang on why he clung to a traditional mentality of wanting to sire at least one son.
&Today&s youngsters dare to express themselves,& Mr. Wang said. &You can&t be authentic if you don&t dare to express yourself.&
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