I wrote earlier about what the jobs numbers mean for the 2012 election (hint: they are not good for the current administration). But at some level, who cares? This is the aspect that concerns Washington most, but it is surely the least important consideration: neither Barack Obama, nor his staff, are going to have any trouble finding new employment in the event that they are terminated come January 2013.
But for people who are not in the White House, the implications really are devastating. Unemployment is one of the most devastating things that can happen to you in American society. Long-term unemployment is expecially bad--and that's what we're suffering from. It has been at unprecedented highs in this recession. You can see the job market story in three graphs from the BLS JOLTS survey, which measures turnover.
The above graph shows separations, hires, and the unemployment rate. What it shows is that separations didn't rise during the recession--except for a brief uptick during the financial crisis, they actually fell. That seems to be because people stopped quitting their jobs, which by late 2009, is offsetting layoffs:
But as of April, the latest JOLTS data that's available, hiring had only recovered slightly. (And of course, in the last two months, it basically fell back to zero net new jobs.) That means that we're left with a giant overhang of unemployed people.
That's why long-term unemployment has become such a problem. Our unemployment problem is not, as in previous recessions, that too many people are entering unemployment. Layoffs and discharges are actually lower than they've been in a decade. Rather, our problem is that people aren't exiting unemployment. And that's a much bigger issue.
Human capital is like almost any other form of capital: it is a depreciating asset. The longer you stay out of the workforce, the less valuable you are to potential employers. You lose market intelligence and industry connections. Your technical knowledge and skills atrophy. And as my colleague Don Peck wrote in a devastating piece last year, the psychological effects of long-term unemployment change you permanently. Many of the people who have now been unemployed for years may never work again, or not at anything like the income that they had been expecting.
I was unemployed for basically two years between the time I graduated from business school in 2001, and the time I accepted a job with The Economist in 2003. I was much luckier than most people in that situation, both because my parents let me stay in their spare bedroom, and because I was working during much of that time--freelancing, flirting with a start up, doing some tech consulting, and of course, working in a trailer at Ground Zero. But none of these were permanent, and at the time, it wasn't clear that any of them were going to turn into something. I felt the isolation and the desperate fear of everyone who doesn't have a "real job", the people who don't know how they're going to earn enough over the next forty years to keep body and soul together. I experienced real despair for the first time in my life. And it changed me, permanently.
The least important change was the one that is best measured: people who have a bout of unemployment at the beginning of their careers still earn less than their peers ten years later. What really matters is how it changed my outlook on the world. I became afraid then in a way that has never really left me. I obsess about economic security. I catastrophize small setbacks. Before 2001, I was fairly blithely indifferent to the prospect of misfortune; now I spend an awful lot of time cataloguing everything that could possibly go wrong. My grandfather used to hide pretty substantial sums of money around the house, the legacy of the Great Depression's bank failures, which I thought was very funny. Now it sounds sort of sensible.
There was also the crushing sense of isolation, and failure. I avoided friends who found my unemployment an awkward topic of non-conversation. I couldn't do much of anything else, because I didn't have any money. And dating was . . . awkward. I remember being on a date with someone who took me to see Avenue Q. It was a great show--but hard to enjoy as I writhed at its similarity to my own life, and at what the guy next to me must be thinking. (We ended up dating for years, and when I finally told that story, much later, he was incredulous. "Are you nuts?" Yes, yes I was.)
When I was finally offered a job by The Economist, I was taken aback; I had stopped believing anything good would happen, ever. Then I blurted "I'll take it" before I even asked how much it would pay. As soon as I got off the phone with my new boss, I called my boyfriend (Avenue Q guy, now a year in), said "I got a job", and then, to my surprise and horror, burst into tears. It is the only time in my life, except for my wedding, that I have cried from joy.
And that's what happens to the long-term unemployed who were young and flexible when it happened, who find awesome careers that are way better than the career track they got knocked off of, who had terrific familial support, and enough temporary or part-time work to have no immediate fears about where their next meal was coming from. Now think about what is happening to millions of people out there who don't have that: whose savings and social networks are exhausted (or were never very big to begin with), who are in their fifties and not young enough to retire, but very hard to place with an employer who will pay them as much as they were worth to their old firm. Think of the people who can't support their children, or themselves. Think of their despair.
That is what these numbers mean: millions of people, staring into the abyss of an empty future. We don't know how to re-employ them. The last time this happened, in the Great Depression, World War II eventually came along and soaked up everyone in the labor force who could breathe and carry a toolbag. I hope to God we're not going to do that again, so what are we going to do with all these people?
There are two types of people in the world: those with hundreds of unread messages, and those who can’t relax until their inboxes are cleared out.
For some, it’s a spider. For others, it’s an unexpected run-in with an ex. But for me, discomfort is a dot with a number in it: 1,328 unread-message notifications? I just can’t fathom how anyone lives like that.
How is it that some people remain calm as unread messages trickle into their inboxes and then roost there unattended, while others can’t sit still knowing that there are bolded-black emails and red-dotted Slack messages? I may operate toward the extreme end of compulsive notification-eliminators, but surveys suggest I’m not alone: One 2012 study found that 70 percent of work emails were attended to within six seconds of their arrival.
This has led me to a theory that there are two types of emailers in the world: Those who can comfortably ignore unread notifications, and those who feel the need to take action immediately.
The plight of non-tenured professors is widely known, but what about the impact they have on the students they’re hired to instruct?
Imagine meeting your English professor by the trunk of her car for office hours, where she doles out information like a taco vendor in a food truck. Or getting an e-mail error message when you write your former biology professor asking for a recommendation because she is no longer employed at the same college. Or attending an afternoon lecture in which your anthropology professor seems a little distracted because he doesn’t have enough money for bus fare. This is an increasingly widespread reality of college education.
Many students—and parents who foot the bills—may assume that all college professors are adequately compensated professionals with a distinct arrangement in which they have a job for life. In actuality those are just tenured professors, who represent less than a quarter of all college faculty. Odds are that students will be taught by professors with less job security and lower pay than those tenured employees, which research shows results in diminished services for students.
New research confirms what they say about nice guys.
Smile at the customer. Bake cookies for your colleagues. Sing your subordinates’ praises. Share credit. Listen. Empathize. Don’t drive the last dollar out of a deal. Leave the last doughnut for someone else.
Sneer at the customer. Keep your colleagues on edge. Claim credit. Speak first. Put your feet on the table. Withhold approval. Instill fear. Interrupt. Ask for more. And by all means, take that last doughnut. You deserve it.
Follow one of those paths, the success literature tells us, and you’ll go far. Follow the other, and you’ll die powerless and broke. The only question is, which is which?
Of all the issues that preoccupy the modern mind—Nature or nurture? Is there life in outer space? Why can’t America field a decent soccer team?—it’s hard to think of one that has attracted so much water-cooler philosophizing yet so little scientific inquiry. Does it pay to be nice? Or is there an advantage to being a jerk?
In any case, people have probably heard the phrase in reference to something gone awry at work or in life. In either setting, when the shit does hit the fan, people will tend to look to the most competent person in the room to take over.
And too bad for that person. A new paper by a team of researchers from Duke University, University of Georgia, and University of Colorado looks at not only how extremely competent people are treated by their co-workers and peers, but how those people feel when, at crucial moments, everyone turns to them. They find that responsible employees are not terribly pleased about this dynamic either.
Kalaupapa, Hawaii, is a former leprosy colony that’s still home to several of the people who were exiled there through the 1960s. Once they all pass away, the federal government wants to open up the isolated peninsula to tourism. But at what cost?
Not so long ago, people in Hawaii who were diagnosed with leprosy were exiled to an isolated peninsula attached to one of the tiniest and least-populated islands. Details on the history of the colony—known as Kalaupapa—for leprosy patients are murky: Fewer than 1,000 of the tombstones than span across the village’s various cemeteries are marked, many of them having succumbed to weather damage or invasive vegetation. A few have been nearly devoured by trees. But records suggest that at least 8,000 individuals were forcibly removed from their families and relocated to Kalaupapa over a century starting in the 1860s. Almost all of them were Native Hawaiian.
Sixteen of those patients, ages 73 to 92, are still alive. They include six who remain in Kalaupapa voluntarily as full-time residents, even though the quarantine was lifted in 1969—a decade after Hawaii became a state and more than two decades after drugs were developed to treat leprosy, today known as Hansen’s disease. The experience of being exiled was traumatic, as was the heartbreak of abandonment, for both the patients themselves and their family members. Kalaupapa is secluded by towering, treacherous sea cliffs from the rest of Molokai—an island with zero traffic lights that takes pride in its rural seclusion—and accessing it to this day remains difficult. Tourists typically arrive via mule. So why didn’t every remaining patient embrace the new freedom? Why didn’t everyone reconnect with loved ones and revel in the conveniences of civilization? Many of Kalaupapa’s patients forged paradoxical bonds with their isolated world. Many couldn’t bear to leave it. It was “the counterintuitive twinning of loneliness and community,” wrote The New York Times in 2008. “All that dying and all of that living.”
Soccer’s international governing body has long been suspected of mass corruption, but a 47-count U.S. indictment is one of the first real steps to accountability.
Imagine this: A shadowy multinational syndicate, sprawling across national borders but keeping its business quiet. Founded in the early 20th century, it has survived a tumultuous century, gradually expanding its power. It cuts deals with national governments and corporations alike, and has a hand in a range of businesses. Some are legitimate; others are suspected of beings little more than protection rackets or vehicles for kickbacks. Nepotism is rampant. Even though it’s been widely rumored to be a criminal enterprise for years, it has used its clout to cow the justice system into leaving it alone. It has branches spread across the globe, arranged in an elaborate hierarchical system. Its top official, both reviled and feared and demanding complete fealty, is sometimes referred to as the godfather.
In most states, where euthanasia is illegal, physicians can offer only hints and euphemisms for patients to interpret.
SAN FRANCISCO—Physician-assisted suicide is illegal in all but five states. But that doesn’t mean it doesn’t happen in the rest. Sick patients sometimes ask for help in hastening their deaths, and some doctors will hint, vaguely, how to do it.
This leads to bizarre, veiled conversations between medical professionals and overwhelmed families. Doctors and nurses want to help but also want to avoid prosecution, so they speak carefully, parsing their words. Family members, in the midst of one of the most confusing and emotional times of their lives, are left to interpret euphemisms.
That’s what still frustrates Hope Arnold. She says throughout the 10 months her husband J.D. Falk was being treated for stomach cancer in 2011, no one would talk straight with them.
Along with the Nancy Drew series, almost all of the thrillers in the popular teenage franchise were produced by ghostwriters, thanks to a business model that proved to be prescient.
In the opening pages of a recent installment of the children’s book series The Hardy Boys, black smoke drifts though the ruined suburb of Bayport. The town's residents, dressed in tatters and smeared with ash, stumble past the local pharmacy and diner. Shards of glass litter the sidewalk. “Unreal,” says the mystery-solving teenager Joe Hardy—and he's right. Joe and his brother Frank are on a film set, and the people staggering through the scene are actors dressed as zombies. But as is always the case with Hardy Boysbooks, something still isn’t quite right: This time, malfunctioning sets nearly kill several actors, and the brothers find themselves in the middle of yet another mystery.
The Islamic State is no mere collection of psychopaths. It is a religious group with carefully considered beliefs, among them that it is a key agent of the coming apocalypse. Here’s what that means for its strategy—and for how to stop it.
What is the Islamic State?
Where did it come from, and what are its intentions? The simplicity of these questions can be deceiving, and few Western leaders seem to know the answers. In December, The New York Times published confidential comments by Major General Michael K. Nagata, the Special Operations commander for the United States in the Middle East, admitting that he had hardly begun figuring out the Islamic State’s appeal. “We have not defeated the idea,” he said. “We do not even understand the idea.” In the past year, President Obama has referred to the Islamic State, variously, as “not Islamic” and as al-Qaeda’s “jayvee team,” statements that reflected confusion about the group, and may have contributed to significant strategic errors.
Science: Humblebragging doesn’t work. If you want to brag, just brag. Even better, just complain.
"Nothing is more deceitful," said Darcy, "than the appearance of humility. It is often only carelessness of opinion, and sometimes an indirect boast." - Jane Austen
Praise and sympathy: They are two of life’s essentials, the oxygen and carbon dioxide of social interaction. The first is most directly elicited by bragging, and the second, by complaining. The humblebrag—e.g. I’m exhausted from Memorial Day weekend; it’s soooo hard to get out of Nantucket—sits at the center of these competing needs. It is a boast in sheepish clothing, kvelling dressed in kvetch. And, like nearly all forms of multi-tasking, the drive to satisfy two goals at once typically results in double-failure.