My wife Eleanor and I used to live in a small house in Princeton, New Jersey. One night we returned home to find a car parked in our single space driveway with no owner in sight. We were tired and had nowhere nearby to legally park our car. So we had the car towed, parked our car in its place, and went to sleep.The Martial Art of Difficult Conversations
By Peter BregmanThe next morning there was a loud knock on the door. Eleanor was the first to answer. She immediately regretted it. It was our next-door neighbor, we'll call her Leslie, and she was mad. As soon as she saw Eleanor she burst forth with a barrage of angry words and accusations. I was in the back of the house and could hear her clearly.
It turns out the mystery car we had towed belonged to her son. Eleanor, usually calm and collected, began to defend herself against the bombardment of accusations, which only made Leslie angrier and louder. So they went at it, both arguing their points.
Meanwhile, I had a brief moment to consider the best way to rescue Eleanor. I had to diffuse Leslie's anger, otherwise we'd never get anywhere. The only way to do that was to give Leslie the experience of being heard. Once she felt we understood her point of view and appreciated how angry she was, she'd calm down. Then we could talk.
I decided to do three things that, together, communicate listening:
- Ask questions. I would ask open ended, exploratory questions. Who, what, when, where, how, why, etc. Questions that would clarify what she was saying and feeling. Questions that would help me unpack the situation from her perspective. I would stay away from leading questions and statements that pretended to be questions but wouldn't fool anyone, like "You don't actually believe that, do you?"
- Actually listen. I would shut up and hear what she had to say. And I would avoid thinking about anything except what she was saying. I would also try to hear what she wasn't saying but was implying, the desires, fears, and assumptions that were behind what she was saying.
- Repeat and summarize. I would recap what I heard, trying to use the same words she did. I would also summarize what I heard and check with her to see if I understood her correctly. If she told me I didn't get it, I wouldn't ask her to repeat herself because, well, she would and I'd hear the whole thing over again. What I really wanted to know is what I got wrong. So I'd ask her what I missed. Once she told me, I'd repeat that part again and ask her if I got it right this time.
Most importantly, I wouldn't bother to defend our decision until her anger was diffused. And I picked a sign for myself: once she took a deep breath and relaxed her shoulders, I'd make my point.
I felt as ready as I was going to be. My adrenaline was pumping as I walked to the doorway where they were standing yelling at each other. "Leslie," I broke in, "Hi. You're obviously really angry about something." She saw a new victim and pounced. "Angry doesn't even begin to describe it . . ." I listened. I asked questions. I repeated and summarized. Eventually, I felt like I really understood why she was so angry.
After about 15 minutes I said, " So your son only visits once in a blue moon and you really want him to have a good experience when he's with you. And then the people who you think are your good neighbors have his car towed. One more reason for him not to come home."
"Yeah, that's right," she said, a little more softly. And then . . . nothing. She was silent. She had nothing left to say. I had understood the depth of her reaction. Her emotional transaction was complete. She felt heard.
At that point I had enough space in the conversation to tell her we were sorry. That because her son came so rarely we didn't recognize his car. And since he didn't leave a note on it, we had no way of knowing it was his. It was late — too late to go knocking on everyone's doors just to see if the car might belong to them — and we needed to park. It was the best decision we could make at the time. Still, we were sorry to have towed her son's car.
She softened more and thanked us for understanding. She suggested that she let us know when her son came home. And then she left . . . smiling.
The only reason I was effective in that situation is because I had a minute to think. But while I'm a big believer in pausing before responding, it's hard to do in the blur of an attack. If I had answered the door instead of Eleanor, I would have reacted even more defensively than she had.
When people learn a martial art, they practice the same move endlessly until it becomes automatic and available when they are ambushed. I realized that day that I needed the conversational equivalent. So I resolved to make a change. I created my new knee-jerk reaction: Ask a question.
Whenever I'm surprised and I don't know what to say, I now ask a question. Even if that question is: "Can you tell me more?" That gets the other person talking and in a difficult conversation, it's always useful to let the other person go first. It reduces their defensiveness, you might learn something that could change your perspective or at least help you frame your perspective so they could hear it, and you'll provide an example of good listening they might just follow.
That night we heard a knock on our door and we both jumped. "Your turn," Eleanor said. It was Leslie again. She asked if we wanted to grab a bite to eat.
Startled by her gesture, I responded instinctively, "What did you have in mind?"
Tanya Soalan!
"More Than Words"
- Awesome
- Funtastic
- Marvellous
- Excellent
- Well Done
- Great
- Hebat
- Mantap
- ?
- Alah
- Siapalah aku
- Dah nasib
- Letih lah
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Our Favourite 60 Arsene Wenger Quotes
To commemorate the old boy's 60th birthday...
1) [Upon being asked what he does with his spare time] "I watch football."
2) "I tried to watch the Tottenham match on television in my hotel yesterday, but I fell asleep."
3) "When I first came to Arsenal, I realised the back four were all university graduates in the art of defending. As for Tony Adams, I consider him to be a doctor of defence. He is simply outstanding."
4) [On the qualities of Dennis Bergkamp] "Intelligence and class. Class is of course, most of the time linked to what you can do with the ball, but the intelligence makes you use the technique in an efficient way. It's like somebody who has a big vocabulary but he doesn't say intelligent words, and somebody who has a big vocabulary but he can talk intelligently, and that's what Dennis is all about. What he does, there's always a head and always a brain. And his technique allows him to do what he sees, and what he decides to do."
5) [After the Arsenal fans booed a 1-1 draw with Middlesbrough in November 1998] "If you eat caviar every day it's difficult to return to sausages."
6) "A company works best when everybody does the job he is paid to do."
7) "Sometimes now, when I watch continental games on television, I'm a bit bored. I'm thinking: 'Where is the intensity?'"
8) [In 2003] "It's not impossible. I know it will be difficult for us to go through the season unbeaten. But if we keep the right attitude it's possible we can do it."
9) [On Jose Mourinho after the then Chelsea boss accused him of being a voyeur] "He's out of order, disconnected with reality and disrespectful. When you give success to stupid people, it makes them more stupid sometimes and not more intelligent."
10) "A football team is like a beautiful woman. When you do not tell her, she forgets she is beautiful."
11) [In response to Sepp Blatter's accusation that big clubs were guilty of 'child slavery] "If you have a child who is a good musician, what is your first reaction? It is to put them into a good music school, not in an average one. So why should that not happen in football?"
12) [After the departure of Sol Campbell to Portsmouth] "It is a big surprise to me because he cancelled his contract to go abroad. Have you sold Portsmouth to a foreign country?"
13) "I believe the target of anything in life should be to do it so well that it becomes an art. When you read some books they are fantastic, the writer touches something in you that you know you would not have brought out of yourself. He makes you discover something interesting in your life. If you are living like an animal, what is the point of living? What makes daily life interesting is that we try to transform it to something that is close to art. And football is like that. When I watch Barcelona, it is art."
14) "When you represent a club it's about values and qualities, not about passports."
15) "If I go into a season and I say, 'For fu*k's sake, if we don't win anything, they will all leave,' I have already lost. The problem of the media is always to imagine the worst. The problem of the manager is always to imagine the best."
16) [After the success of the Great Britain team at the Olympics] "I didn't know the English were good at swimming. I have been in this country for 12 years and I haven't seen a swimming pool."
17) "The biggest things in life have been achieved by people who, at the start, we would have judged crazy. And yet if they had not had these crazy ideas the world would have been more stupid."
18) "There is no better psychological education than growing up in a pub when you are five or six because you meet all different people and hear how cruel they can be. You hear the way they talk to each other like saying 'You're a liar.' And from an early age you get a practical psychological education into the minds of people."
19) "I started at 33 as a manager and sometimes I felt I wouldn't survive. Physically I was sick."
20) "Politically, I am for efficiency. Economically first. Until the 1980s the world was divided into two, people were either communist or capitalist. The communist model does not work economically, we all realised that, but the capitalist model in the modern world also looks to be unsustainable. You cannot ignore individual interests, but I believe the world evolves slowly. The last 30 years have brought a minimum amount of money for everybody in the west, the next step, politically, would be a maximum amount of money earned by everybody."
21) "As long as no-one scored, it was always going to be close."
22) "If I asked you who was the best team in the world you would say Brazil. And do they play good football? Yes. Which club won everything last year? Barcelona. Good football. I am not against being pragmatic, because it is pragmatic to make a good pass, not a bad one. If I have the ball, what do I do with it? Could anybody argue that a bad solution like just kicking it away is pragmatic just because, sometimes, it works by accident?"
23) [In response to Sir Alex Ferguson's claim that he possessed the best team in the league despite Arsenal winning the title in 2002] "Everyone thinks they have the prettiest wife at home."
24) "Ferguson should calm down. Maybe it would have been better if he had put us against a wall and shot us."
25) "He [Ferguson] doesn't interest me and doesn't matter to me at all. I will never answer to any provocation from him any more."
26) [To journalists regarding Ferguson] "What I don't understand is that he does what he wants and you are all at his feet."
27) "Ferguson's out of order. He has lost all sense of reality. He is going out looking for a confrontation, then asking the person he is confronting to apologise. He's pushed the cork in a bit far this time."
28) [Upon being asked if he had received the apology that Sir Alex had announced he had sent to Wenger] "No. Perhaps he sent it by horse."
29) "I'm ready to take the blame for all the problems of English football if that is what he wants."
30) [After Jose Royes announced he wanted to leave Arsenal] "It's like you wanting to marry Miss World and she doesn't want you. I can try to help you but if she does not want to marry you what can I do?"
31) "Despite the global warming, England is still not warm enough for him."
32) "Gerard Houllier's thoughts on the matter [international football] echo mine. He thinks that what the national coaches are doing is like taking the car from his garage without even asking permission. They will then use the car for ten days and abandon it in a field without any petrol left in the tank. We then have to recover it, but it is broken down. Then a month later they will come to take your car again, and for good measure you're expected to be nice about it."
33) "Gerard is an open-minded and passionate man. I am the opposite: stubborn and stupid. But sometimes stupid behaviour makes you win."
34) "I do not think about the national team too much because footballistically it is not of too much interest."
35) [On losing the lead of the league in November 2004] "It's like a child who is used to having ice cream whenever he wants. When it doesn't come when he asks he tends to get confused and nervous."
36) "Any man who concentrates his energies totally on one passion is, by definition, someone who hurts the people close to him."
37) "We were considering him [Ruud van Nistelrooy] and Francis Jeffers and, in the end, we went for Jeffers."
38) "Maybe people will be surprised that I have signed an Englishman but I looked at his quality and not his passport. Francis is a 'fox in the box'."
39) [On Ruud van Nistelrooy in 2003] "He can only cheat."
40) "I think in England you eat too much sugar and meat and not enough vegetables."
41) "I lived for two years in Japan and it was the best diet I ever had. The whole way of life there is linked to health. Their diet is basically boiled vegetables, fish and rice. No fat, no sugar. You notice when you live there that there are no fat people."
42) "One of the things I discovered in Japan was from watching sumo wrestling. At the end you can never tell who has won the fight, and who has lost, because they do not show their emotion because it could embarrass the loser. It is unbelievable. That is why I try to teach my team politeness. It is only here in England that everybody pokes their tongue out when they win."
43) "What's really dreadful is the diet in Britain. The whole day you drink tea with milk and coffee with milk and cakes. If you had a fantasy world of what you shouldn't eat in sport, it's what you eat here."
44) "If you do not believe you can do it then you have no chance at all."
45) [On Arsenal's recruitment policy] "If I give you a good wine, you will see how it tastes and after you ask where it comes from."
46) "I don't kick dressing room doors or the cat or even football journalists."
47) "At some clubs success is accidental. At Arsenal it is compulsory."
48) "Nobody has enough talent to live on talent alone. Even when you have talent, a life without work goes nowhere."
49) "You have to be a masochist to be an international manager."
50) "For me, when you change more than three players in a team, you always take a technical risk because you change the deep structure of the team and the deep balance of the team, mentally and technically."
51) "We do not buy superstars. We make them."
52) "The real revelation of a player's character is not in his social life but in how he plays. In my social life I can hide my real personality."
53) [After Martin Taylor snapped Eduardo's leg in half] "The guy should never ever play football again."
54) [On how long Tomas Rosicky would be ruled out for at the start of his 18-month recuperation] "Days not weeks."
55) "I am in a job where you always look in front of you. Unfortunately, the older you get, the less distance there is in front of you."
56) "We try to go a different way that, for me, is respectable. Briefly, these are the basics. I thought: "We are building a stadium, so I will get young players in early so I do not find myself exposed on the transfer market without the money to compete with the others. I build a team, and we compensate by creating a style of play, by creating a culture at the club because the boy comes in at 16 or 17 and when they go out they have a supplement of soul, of love for the club, because they have been educated together. The people you meet at college from 16 to 20, often those are the relationships in life that keep going. That, I think, will give us strength that other clubs will not have."
57) "What motivates me is an ideal of thinking about how football should be. And to try to get near this way of playing. And to try to improve all aspects of my personality that can help me get near this ideal way of playing football."
58) [On Emmanuel Adebayor's stamp on Robin van Persie] "I watched it when I got home and it looked very bad. You ask 100 people, 99 will say it's very bad and the hundredth will be Mark Hughes."
59) "I did not see the incident."
60) "I do not like to make a fuss, it'll just be another day. I want to stay 59."
More Arsene Quotes, click here
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Lovers of the English language might enjoy this. It is yet another example of why people learning English have trouble with the language. Learning the nuances of English makes it a difficult language. (But then, that's probably true of many languages.)There is a two-letter word in English that perhaps has more meanings than any other two-letter word,
and that word is 'UP.'
It is listed in the dictionary as being used as an [adv], [prep], [adj], [n] or [v].
It's easy to understand UP, meaning toward the sky or at the top of the list, but when we awaken in the morning, why do we wake UP?
At a meeting, why does a topic come UP ? Why do we speak UP, and why are the officers UP for election and why is it UP to the secretary to write UP a report? We call UP our friends and we use ! it to brighten UP a room, polish UP the silver, we warm UP the leftovers and clean UP the kitchen. We lock UP the house and some guys fix UP the old car.
At other times the little word has a real special meaning. People stir UP trouble, line UP for tickets, work UP an appetite, and think UP excuses.
To be dressed is one thing but to be dressed UP is special.And this up is confusing:
A drain must be opened UP because it is stopped UP.
We open UP a store in the morning but we close it UP at night.We seem to be pretty mixed UPabout UP !
To be knowledgeable about the proper uses of UP , look the word UP in the dictionary. In a desk-sized dictionary, it takes UP almost 1/4 of the page and can add UP to about thirty definitions
If you are UP to it, you might try building UP a list of the many ways UP is used. It will take UP a lot of your time, but if you don't give UP, you may wind UP with a hundred or more.
When it threatens to rain, we say it is clouding UP . When the sun comes out we say it is clearing UP. When it rains, it wets UP the earth. When it does not rain for awhile, things dry UP.
One could go on & on, but I'll wrap it UP , for now ........my time is UP , so time to shut UP!
Oh...one more thing:
What is the first thing you do in the morning & the last thing you do at night?
U P
Send this on to everyone you look up in your address book.
Now I'll shut up
Apa Susahnya?
25 perkataan pertama meliputi 33% daripada keseluruhan bahan bercetak dalam Bahasa Inggeris,
100 perkataan pertama meliputi 50% daripada bahan bercetak Inggeris,
300 perkataan pertama meliputi 65% daripada bahan bercetak Inggeris .
Senarai perkataan2 Bahasa Inggeris mengikut susunan biasa diguna
= 100 | 200 | 300 | 400 | 500 | 600 | 700 | 800 | 900 | 1000
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Mad About English!
Belajar bahasa jangan malu.... mula2 memang tersangkut, lama2 pasti mahir. Jadikan belajar bahasa satu hobi yang seronok..... tak kira apa bahasa apa pun. Umur, latarbelakang dan bangsa bukan faktor penghalang
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Real Leaders Ask Real Questions!
How to Ask Better Questions
One of your direct reports walks into your office looking for help: the rollout of the new line of Web-based products she is managing is falling behind schedule. All the prototypes have been created and beta tested, but she is having trouble getting final sign-off from the VP of IT. Deadlines have come and gone, and no amount of reminding or cajoling will get him to focus on her project.As her manager, what should you do? If your first instinct is to suggest a solution, think again.
Although providing employees with answers to their problems often may be the most efficient way to get things done, the short-term gain is overshadowed by long-term costs. By taking the expedient route, you impede direct reports' development, cheat yourself of access to some potentially fresh and powerful ideas, and place an undue burden on your own shoulders. When faced with an employee's problem, you can respond in a much more value-adding way: by asking the right questions, help her find the best solution herself. We aren't talking about asking just any questions but, rather, employing questions that inspire people to think in new ways, expand their range of vision, and enable them to contribute more to the organization.
Questions packing this kind of punch are usually open-ended — they're not looking for a specific answer. Often beginning with "Why," "How," or "What do you think about...," they are questions that set the stage for subordinates to discover their own solutions, increasing their competence, their confidence, and their ownership of results.
Here is a framework for asking the right questions at the right time to create clarity and agreement around issues and to empower your direct reports.
Ask the right kind of questions
The word "empower" gets bandied about so much that one could be forgiven for overlooking what it actually means: to imbue someone with power, to instill in the individual a sense of his own strength and efficacy. "When the boss asks for a subordinate's ideas, he sends the message that they are good — perhaps better than his. The individual gains confidence and becomes more competent," says Michael J. Marquardt, a professor of human resources and international affairs at George Washington University (Washington, D.C.) and author of Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask (John Wiley & Sons, 2005).But an empowering question does more than convey respect for the person to whom it's posed. It actually encourages that person's development as a thinker and problem solver, thereby delivering both short-term and long-term value: the short-term value of generating a solution to the issue at hand and the long-term value of giving subordinates the tools to handle similar issues in the future independently.
A disempowering question, on the other hand, undercuts the confidence of the person to whom it's asked and sabotages her performance. Often, these types of questions focus on failure or betray that the questioner has an agenda.
The most effective and empowering questions create value in one or more of the following ways:
- They create clarity: "Can you explain more about this situation?"
- They construct better working relations: Instead of "Did you make your sales goal?" ask, "How have sales been going?"
- They help people think analytically and critically: "What are the consequences of going this route?"
- They inspire people to reflect and see things in fresh, unpredictable ways: "Why did this work?"
- They encourage breakthrough thinking: "Can that be done in any other way?"
- They challenge assumptions: "What do you think you will lose if you start sharing responsibility for the implementation process?"
- They create ownership of solutions: "Based on your experience, what do you suggest we do here?"
Create a culture that embraces questions
To foster a culture in which questions are widely used to create value, begin by letting direct reports know that you value their queries. "For example, tell them to bring their best questions into their performance appraisal," Marquardt says. These might be questions they posed in the past year that led to new ideas and solutions for the company or questions they would like to ask you during the review to boost their own effectiveness and that of the unit or team.Just as important, it is up to you as the leader to model the question-asking approach so that your team, in turn, will employ it with their own reports. For example, you can track how well the team is working together by asking questions like:
- We've been working together for three hours today; what did we do best as a team?
- What enabled us to be successful in coming up with an innovative strategy?
- How can we ask better questions?
- How can we apply what we are learning to other parts of our work?
- What leadership skills helped us succeed today?
What you get by asking
While going into your team or one-on-one meetings with a list of questions rather than points to be made takes some thoughtful planning, the payoff can be huge. Marquardt experienced this himself when he was executive director of the former Arlington, Va.–based World Center for Development and Training.He asked each of his direct reports, "What one idea and/or strategy that we are not currently implementing do you believe would best contribute to the success of our company?" The responses this question generated were amazing, he says. "We came up with a marketing strategy that I had never considered before and added a couple of new services for our customers," including a short-term certificate program and courses that blended classroom and online learning. As a result of his query, the group also examined new markets in Eastern Europe and Southeast Asia and developed local partners in those regions. And because these were their ideas, Marquardt's direct reports were committed to putting them into action. "They accepted responsibility in designing, marketing, and implementing the new programs," he says.
By leading your team meetings with questions, you will also help eliminate ambiguity and create alignment around issues. "Most groups are not aligned when they come together," Marquardt says. "When a leader goes into a group and states a problem, everyone assumes that they understand the problem in the same way. In reality, that is false." If, for example, a product isn't selling, you may assume that it's because of a flawed marketing program. But what if others think it's a flawed product? You won't learn that without asking, "What do you think the issue is?" Without consensus on the problem, you can't define a strategy to address it. Asking such questions enables team members to understand one another's perspectives and agree on what they are dealing with.
What not to ask
Marquardt points out that, contrary to the business truism "There are no bad questions," several types of questions can have a negative effect on subordinates.Questions focused on why a person did not or cannot succeed force subordinates to take a defensive or reactive stance and strip them of their power. Such questions shut down opportunities for success and do not allow people to clarify misunderstandings or achieve goals. These questions include:
- Why are you behind schedule?
- What's the problem with this project?
- Who isn't keeping up?
- Don't you know any better than that?
Leading questions seek a specific answer, one that puts the person being asked the question in a negative light, pushes through the questioner's agenda, or exerts social pressure to force agreement. Among their many downsides, leading questions such as the following inhibit direct reports from answering candidly and stifle honest discussion:
- You wanted to do it by yourself, didn't you?
- Don't you agree that John is the problem here?
- Everyone else on the team thinks John is the problem. What about you?
While closed questions, which require specific answers, can be a good way to open and close a conversation, a whole string of them in a row, such as the following, will make subordinates feel they are being interrogated:
- Is this a good time to talk?
- What time is the meeting?
- How many people are coming?
- Who else will be there?
- When will the report be ready?
Their success is your success
"You don't have to have the answer to ask a great question," says Marquardt. "A great question will ultimately get an answer."
As you strive to lead by asking rather than telling, remember that leaders are only as successful as the people who report to them. By asking your direct reports the right questions, you can help them develop their ability to solve problems, their creativity, and their resourcefulness. Not only will their greater strength in these areas reflect well on you, but it also will enable them to better help you and the whole unit when fresh challenges arise.
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Tengok TV Tidak Sihat untuk Kanak2 (dan orang dewasa?)
Watching TV: Even Worse for Kids Than You Think
By Alice Park
It's no secret that sedentary behavior contributes to obesity and chronically poor health. But not all sedentary behaviors are created equal, according to a new study that examines the link between blood pressure in children and their choice of inactive pastimes, including watching TV, using the computer and reading.
Researchers in the U.S. and Spain collaborated on the study of 111 children ages 3 to 8 and found that of all the forms of inactivity they examined, television-viewing was the worst. It was linked to significantly higher blood pressure in children — the more TV kids watched, the higher their blood pressure — and the effect held true regardless of whether a child was heavy or at a healthy weight. What's more, other sedentary behaviors, like using a computer, were not associated with similar blood-pressure hikes, according to the study, which was published in the Archives of Pediatric and Adolescent Medicine. (See the 100 best TV shows of all time.)
"These results show that sedentary behavior, and more specifically television-viewing, is related to blood pressure independent of body fat or obesity level," says Dr. Joey Eisenmann, a kinesiologist at Michigan State University and one of the study's co-authors.
To determine levels of inactivity over one week, the children in the study wore accelerometers, which resemble pedometers but instead of tracking distance, they record the body's acceleration in a vertical plane — sitting results in a score of zero, and walking and running produce progressively higher scores. The researchers considered anything under a score of 50 per day as sedentary. They coupled this data with reports from the children's parents about how much time the kids spent in inactive pursuits, including watching television, sitting at a computer, playing video games, reading or doing other projects that don't require much movement.
The children were sedentary for five hours each day, and 1.5 of those hours were spent in front of a TV, computer or video game, on average. When the researchers further broke down screen time by activity, TV-viewing had the strongest correlation with higher blood pressure. Kids watching from 90 to 330 minutes of television each day had systolic and diastolic blood-pressure readings (the two numbers that indicate pressure caused by blood pumping from the top and bottom chambers of the heart, respectively) that were five to seven points higher than those of children watching less than half an hour of television a day. (Read about how sex on TV increases the risk of teen pregnancy.)
"These results show that TV-viewing really is the worst of all possible sedentary activities," says Dr. David Ludwig, director of the Optimal Weight for Life Program at Children's Hospital Boston, who was not part of the study. The American Academy of Pediatrics recommends that children under 2 should not watch any television and that older children limit their viewing to one to two hours per day.
So what is it about watching TV that's worse than playing video games or surfing the Internet? Certainly, playing games and using computers involve some movement, like fidgeting or changing body positions, but is that enough to explain the difference? The study's authors propose several other possible explanations. For instance, beyond the complete inactivity involved with TV-viewing — which alone raises the risk of high blood pressure — children may be compounding their sloth by eating junk food. "A full bag of chips or a plate of hot dogs can disappear a lot more quickly while watching TV than they might at any other occasion," says Ludwig. And the types of foods that children are likely to be eating in front of the tube, like salty snacks, can push up blood pressure readings.
See the top 10 TV ads of 2008.
See the top 10 tasteless commercials.
In addition, say the authors, if kids watch TV too close to bedtime, their minds may remain stimulated just enough to keep them awake and miss out on precious hours of sleep. Cutting short a good night's slumber, past research suggests, can lead to weight gain and hypertension, since the body's metabolism doesn't have enough opportunity to recharge and renew itself overnight.
To those reasons, Ludwig adds a few others. Previous studies have found that watching television lulls people, especially young children, into a low-energy state that is akin to sleeping — that's about as sedentary as a person can get. "Some studies suggest that the metabolic rate can fall even below that of sleeping," he says. "They suggest that children are getting into some deep hypnotic state at times." (See the top 10 TV series of 2008.)
Worse yet is the content of television programming, which Ludwig suggests may have long-lasting repercussions. "There is the possibility that the greatest long-term impact of TV viewing is on children's eating habits through food commercials," he says. Some experts estimate that youngsters are bombarded with 10,000 food commercials each year during children's programming, and most of them aren't promoting salads or fruit. All this marketing, says Ludwig, changes children's taste preferences and causes them to crave — and beg for — unhealthy foods. "Children are seeing these commercials at an age when they are just establishing eating habits that can become ingrained and last a lifetime," he says.
Eisenmann stresses that while the new study found an association between TV-viewing and higher blood-pressure readings, it did not measure whether children developed hypertension. However, in previous studies involving the same group of children, whom he and the other scientists have been studying for four years, about 20% of the children had developed prehypertension or hypertension — often because of weight gain.
Although the study did not follow the children over time, the findings still suggest that TV-viewing has a strong influence on the health of young children. Environmental and lifestyle factors, like diet and inactivity, account for about 70% of a person's blood pressure (genes determine the rest), and high blood pressure at a young age may increase kids' risk of developing heart disease in adulthood. "There is no fundamental biological need for TV-viewing in childhood," says Ludwig. "So these findings certainly warrant follow-up."
Terjemahan English ke BM ke English
CitCat Green Zone ~ terjemahan menggunakan mesin. Keputusannya boleh diharap. Pilih tab "Translate" dan alihbahasa frasa berikut.... "the budget is not a magic wand to solve all problems"
Terjemahan Mesin ~ contoh lain perkhidmatan online yang menterjemah menggunakan mesin
DBP: Kamus dan Istilah ~ rujukan kamus am dan kamus istilah teknikal pelbagai bidang. Walaupun pada mulanya nampak rumit, ia mudah digunakan. Ia berguna untuk menterjemah perkataan bukan ayat.
DBP: Ensiklopedia ~ rujukan ensiklopedia berdasarkan bidang dan klasifikasi
DBP: Khidmat Nasihat ~ daftar percuma dan gunakan perkhidmatan yang disediakan
DBP: Laman Web ~ muka depan laman web DBP
Kamus Cari.com.my ~ kamus terjemahan English-Melayu-Cina yang mudah
Kamus Indonesia ~ terjemahan berbagai bahasa
Carian di Google ~ lain-lain laman web kamus
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