There are no shortcuts to any place worth going.
【Economist】
Banyan: When everyone is the last one out 
中文导读
日自己工作勤奋奋斗，世人皆知。她们加班多，假期少，过劳死频频出现。这种工作方式极重地限制了日本的发展。日本政府和企业亦起始认识到这个问题，采取了有些应对办法，却收效甚微。日本若想改变现有的工作方式，必须对劳工制度进行大刀阔斧的改革。如今改革的机会虽已成熟，但前方仍困难重重。
向上滑动阅览
YOSHIHISA AONO could be a model for Japanese executives. The offices of Cybozu, his software company, would appear staid were they in Palo Alto. But they are radical for central Tokyo, where each day waves of black-suited Stakhanovites make their way to grimly utilitarian offices. Slap-bang in the centre of Cybozu’s headquarters are stuffed-toy monkeys and parrots. Staff in casual wear and trainers perch on stools sipping coffee and tapping away at laptops. Mr Aono himself leaves work at 4.30pm to see his three children. He takes paternity leave, unlike most Japanese fathers. Good lord, he even goes on holiday.
To many Japanese, Mr Aono’s work style will seem extreme. To many in the West, it is Japan’s long working hours that are outlandish. Japanese work notoriously hard—to which the abundance of comatose passengers on the commuter trains attests. Many men work so late, or get so sozzled after work to relieve stress, that they don’t make it home. Hence the ease with which, early the next morning, you can buy a cheap shirt and tie in the convenience stores in the business districts of Nagoya, Osaka and the capital.
Twelve-hour days are common. Holidays are stingy—just ten days a year when you start out at work—yet Japanese workers, on average, take only half their due. Japan leads the world in paternity leave—up to a year. Yet barely 5% of men take advantage of it, and then usually for just a few days. Japan has given the world the term karoshi, or death by overwork.
Japan’s work system dates to the end of the second world war, when defeated soldiers swapped uniforms for suits. Salarymen became the shock battalions of Japan’s economic miracle, rebuilding the country during an era ofturbocharged growth. Companies needed lots of male workers quickly (women worked as secretaries and then became homemakers once they had found a husband—often at work). In return for absolute loyalty, workers at big companies got regular wage rises, generous benefits and the guarantee of employment for life. Company ties were sometimes stronger than family ones.
The model now holds Japan back. It is miserable for male workers, especially as companies no longer make the money to offer new employees the same benefits and guarantees. It is even worse for women. Those who succeed in a male-dominated workplace risk all if they have children, after which it is hard to pick up careers again. A large number of women don’t return to work at all. As for Japan’s young, many opt out of corporate life to open or staff boutiques, cafés and the like. There they accept low pay rather than toil in bleak offices. None of this helps companies either—Japan has the lowest productivity of the G7.
Government and businesses increasingly acknowledge a problem, but struggle to deal with it. It is telling that “Cool Biz”, a ballyhooed campaign launched in 2005 to get people to take off ties and jackets at work, was motivated not by a need to please workers but to save on summer air-conditioning. These days, bureaucrats dress down during the sweltering summer months, but employees at banks and the like rarely dare.
Pressure to create a better work environment is growing. After a young female employee at Dentsu, Japan’s advertising behemoth, committed suicide in 2015, a court ruled that it was because of karoshi. That was the cause of much hand-wringing. But more broadly, at a time when an expanding economy and a declining population are creating severe labour shortages, companies with a reputation for grinding work struggle to attract staff. One woman, a senior executive who barely saw her children as she climbed the corporate ladder, wonders whether the sacrifices she made were worth it.
Some companies really are trying to change. A consultant on matters of employee well-being says she has never been so much in demand.  anasonic, which in 1965 was the first Japanese company to introduce a five-day week, now lets people work from home and wear jeans in the office. Yet powerful instincts of conformity and self-sacrifice still mark Japanese society. Panasonic admits that few are willing to leave work early or wear jeans before other colleagues do the same first. People in authority need to lead by example. Tokyo’s governor, Yuriko Koike, shuts her offices each evening at 8pm; staff have no choice but to leave. By contrast, after weeks of debating radical change, the Diet (parliament) recently passed greatly watered-down legislation. Overtime hours were capped at an exhausting 100 hours a month.
Work harder, at reform
Japanese continue to work long hours because, almost without exception, big companies continue to judge employees by input not output. They base promotion and pay not on merit, but on age and years at the company. It is almost impossible, by law, to fire incompetent staff hired on permanent contracts.
Only a drastic overhaul of the labour system will do, not tinkering at the edges. Above all, the law needs to make it easier to hire and—especially—fire, so that people move jobs much more than now. That would shake up the relationship between employers and employees. Productivity would rise. Workplaces would be more diverse. Women would have many more chances. But so, too, would men: for instance, fathers could play a greater part in bringing up their offspring. With better work prospects, couples might even have more babies, an obsession with Japanese demographers worrying about the country’s falling population.
The time is ripe for change. The economy is in relatively good shape. Japanese companies are keen to adapt to be competitive abroad. Yet too many of Japan’s politicians and corporate titans are male, hidebound and timid. Many workers are undemanding. Conformism remains powerful, at work more than anywhere. Change is coming, but it is coming all too slowly.
No one is happy with Japan’s workstyle, but it is proving hard to change
YOSHIHISA AONO could be a model for Japanese executives. The offices of Cybozu, his software company, would appear staid were they in Palo Alto. But they are radical for central Tokyo, where each day waves of black-suited Stakhanovites make their way togrimly utilitarian offices. Slap-bang in the centre of Cybozu’s headquarters are stuffed-toy monkeys and parrots. Staff in casual wear and trainers perch on stools sipping coffee and tapping away at laptops. Mr Aono himself leaves work at 4.30pm to see his three children. He takes paternity leave, unlike most Japanese fathers. Good lord, he even goes on holiday.
·grimly /ɡrɪm/ adv. 可怕地;坚强地；不屈地；坚决地；严厉地
grim ： making you feel worried or unhappy ； looking or sounding very serious
例句：
Yield! he called, more than once, but Petyr would only shake his head and fight on, grimly.
快投降！他不止一次呼喊，但培提尔总是摇摇头，执拗地继续奋战。
She looked grim and upset, standing silently in the corner.
No words, no threats, no waste of energy, just a grim determination to do or die.
To many Japanese, Mr Aono’s work style will seem extreme. To many in the West, it is Japan’s long working hours that are outlandish. Japanese work notoriously hard—to which the abundance of comatose passengers on the commuter trains attests. Many men work so late, or get so sozzled after work to relieve stress, that they don’t make it home. Hence the ease with which, early the next morning, you can buy a cheap shirt and tie in the convenience stores in the business districts of Nagoya, Osaka and the capital.
Twelve-hour days are common. Holidays are stingy—just ten days a year when you start out at work—yet Japanese workers, on average, take only half their due. Japan leads the world in paternity leave—up to a year. Yet barely 5% of men take advantage of it, and then usually for just a few days. Japan has given the world the term karoshi, or death by overwork.
Japan’s work system dates to the end of the second world war, when defeated soldiers swapped uniforms for suits. Salary men became the shock battalions of Japan’s economic miracle, rebuilding the country during an era of turbocharged growth. Companies needed lots of male workers quickly (women worked as secretaries and then became homemakers once they had found a husband—often at work). In return for absolute loyalty, workers at big companies got regular wage rises, generous benefits and theguarantee of employment for life. Company ties were sometimes stronger than family ones.
·guarantee /ˌɡærənˈtiː/ vt. 保准;n. 保准
to promise to do something or to promise that something will happen； to promise that you will pay back money that someone else has borrowed, if they do not pay it back themselves
We dont guarantee equal outcomes, but we do strive to guarantee an equal shot at opportunity – in every neighborhood, for every American.
咱们不可保准大众有公平的结果，但咱们必定要奋斗保准大众有公平的机会，对每一个社区，每一个人都同样。《奥巴马每周电视讲话》
The model now holds Japan back. It is miserable for male workers, especially as companies no longer make the money to offer new employees the same benefits and guarantees. It is even worse for women. Those who succeed in a male-dominated workplace risk all if they have children, after which it is hard to pick up careers again. A large number of women don’t return to work at all. As for Japan’s young, many opt out ofcorporate life to open or staff boutiques, cafés and the like. There they accept low pay rather than toil in bleak offices. None of this helps companies either—Japan has the lowest productivity of the G7.
·corporate /ˈkɔːpərət $ ˈkɔːr-/ adj. 社团的, 法人的
belonging to or relating to a corporation; shared by or involving all the members of a group; used to describe a group of organizations that form a single group
例句：
The company is moving its corporate headquarters (=main offices) from New York to Houston.
corporate assets; corporate culture.
社团资产；社团文化
the panacea for all corporate ills.
处理机构各样问题的灵丹妙药。
Government and businesses increasingly acknowledge a problem, but struggle to deal with it. It is telling that “Cool Biz”, a ballyhooed campaign launched in 2005 to get people to take off ties and jackets at work, was motivated not by a need to please workers but to save on summer air-conditioning. These days, bureaucrats dress down during the sweltering summer months, but employees at banks and the like rarely dare.
Pressure to create a better work environment is growing. After a young female employee at Dentsu, Japan’s advertising behemoth, committed suicide in 2015, a court ruled that it was because of karoshi. That was the cause of much hand-wringing. But more broadly, at a time when an expanding economy and a declining population are creating severe labour shortages, companies with a reputation for grinding work struggle to attract staff. One woman, a senior executive who barely saw her children as she climbed the corporate ladder, wonders whether the sacrifices she made were worth it.
Some companies really are trying to change. A consultant on matters of employee well-being says she has never been so much in demand. anasonic, which in 1965 was the first Japanese company to introduce a five-day week, now lets people work from home and wear jeans in the office. Yet powerful instincts of conformity and self-sacrifice still mark Japanese society. Panasonic admits that few are willing to leave work early or wear jeans before other colleagues do the same first. People in authority need to lead by example. Tokyo’s governor, Yuriko Koike, shuts her offices each evening at 8pm; staff have no choice but to leave. By contrast, after weeks of debatingradical change, the Diet (parliament) recently passed greatly watered-down legislation. Overtime hours were capped at an exhausting 100 hours a month.
·radical/ˈrædɪkəl/adj. 基本的; 彻底的 a radical change or difference is very big and important
例句：
But the combination, the combination of visionary stuff and radical politics: that troubled me.
In the early 1980s he began a winding journey away from the radical left.
十九世纪八十年代初期，他起始了一次曲折的旅程，离开了激进的左派。
《经济学人-综合》
10.Despite preaching change to other EU countries, she is no radical reformer.
尽管她游说其它欧盟国家作出变革，但她不是位激进的改革者。
《经济学人-文艺》
Work harder, at reform
Japanese continue to work long hours because, almost without exception, big companies continue to judge employees by input not output. They base promotion and pay not on merit, but on age and years at the company. It is almost impossible, by law, to fire incompetent staff hired on permanent contracts.
Only a drastic overhaul of the labour system will do, not tinkering at the edges. Above all, the law needs to make it easier to hire and—especially—fire, so that people move jobs much more than now. That would shake up the relationship between employers and employees. Productivity would rise. Workplaces would be more diverse. Women would have many more chances. But so, too, would men: for instance, fathers could play a greater part in bringing up theiroffspring. With better work prospects, couples might even have more babies, an obsession with Japanese demographers worrying about the country’s falling population.
·offspring /ˈɒfˌsprɪŋ $ ˈɒːf-/n. 子女, 子孙, 后代；(动物的)崽
someone’s child or children – often used humorously；an animal’s baby or babies
When they seemed to resemble each other rather too closely, he introduced randommutations in the offspring.
Cloning is the process that an offspring which has the same genomes with matriline is procreated by using agamogenesis technology.And Cloning technology is an important technology in life science.
克隆是利用生物技术由无性生殖产生与原个体有完全相同基因组之后代的过程，它是现代生命科学的一项重要技术。
The time is ripe for change. The economy is in relatively good shape. Japanese companies are keen to adapt to be competitive abroad. Yet too many of Japan’s politicians and corporate titans are male, hidebound and timid. Many workers are undemanding. Conformism remains powerful, at work more than anywhere. Change is coming, but it is coming all too slowly.
——
Aug 8th 2018 | Banyan | 992 words
本文单词音标符号来自权威词典|柯林斯及牛津高阶
编辑：Anda (安徽建筑大学)
审核：ANDA
此篇文案感谢博主的辛勤付出 
牛刀小试：
1.
a radical change or difference is very big and important
指的是文案中哪个单词的意思？
2.
请用你的话，概述一下今天文案所讲的重点内容。
欢迎留言
经济学人双语精析2018七月版，基本整理成形，内含47篇文案，共250多页。进QQ群学习班444042382，可以避免费得到7月里所有文本。
想进班级学习打卡的宝宝重视啦，班级每日都会分享当天文本。
班级打卡关联需求有：
1.每班上限为50人。
2.执行打卡管理制度，原由：
a.督促每一位伴侣
b.避免有霸占学习名额而不学习的宝宝显现。
3.打卡内容围绕公众号推文中的“牛刀小试”题目进行，第1题是必答题，第二题选做。
4.打卡方式，三类（三选一，大众觉得哪一类可行选哪一类）：
a.截图打卡
b.笔记打卡
c.文字打卡
截图打卡：在公众号推文后面，对文案中提出的问题，留言回答，回答完换行，再加你自己的累计学习天数（如day 9），截图留言内容，发送学习班，倘若头像不一致，则需指明。
笔记打卡：阅读公众号推文后，对文案中提出的问题，自己写下笔记，亦需要记录学习天数，拍照发送学习班。
文字打卡：阅读公众号推文后，对文案中提出的问题，自动解答，将答案发送至班级，不要忘了统计你自己的学习天数的信息。
（重视，必须要记录累计学习天数）
5.打卡样式（几条信息就可搞定）：
a.在学习班里，发送自己的打卡内容，用自己的打卡方式，详见（4.a; 4.b; 4.c）
b.打卡4.（接着上一位伴侣的打卡序号往下加，倘若你是当天第1位，就写打卡1）
6.打卡统计天数，各班学委将会不定时清理打卡少的宝宝。班级谢绝懒宝宝( ˙-˙ )
7.能够补打卡，补打卡需要@学委。但还是提倡当日内容，当日学习。
8.咱们的目的是发掘你的力量，愿每一个宝宝都要认真保持下去，做极致的自我。期盼咱们能够一块用心营造好的学习氛围。不管你们是学生党，工作党，兴趣党，只要你想深度学习，这儿总有一期令你满意。
9.咱们的平台是公益平台，谢绝一切宣传入内！倘若发宣传，立即抱走，学委还将其记入小本本，存入黑名单。本平台的关联人员都是无偿给大众服务的，愿大众好好爱惜学习机会。
大众有什么意见，期盼多与小助手交流~
各位看官，倘若想进微X学习班，能够扫描下方，小助手的微X二维码，加好友，备注“经济学人学习者”，会集中拉到学习班，分享打印文本。
Tips
双语学习
英语学习思维的培养
众所周知，量变转变为质变需要一个过程。双语学习离不开累积。
首要要澄清一个误区：英语思维的培养绝不是靠简单的短时培训就能够得到的。想想你的中文是怎么学的。
任何一门语言熟悉程度都是依靠单词，结合语法，形成句子，最后形成段落。每一个环节与环节之间都需要一按时间的累积和结合，千里之行始于足下。 
以最小的单词为例。咱们常觉得背单词，靠背单词书最有效。单位时间内考查背诵的结果，似乎确实是这般的。单词书，背单词的app层出不穷。就我自己而言，有段日子里亦拿某宝书，某app来背。然则效果并欠好，况且app中的打卡天数似乎能满足人的虚荣心，背了多少心里还是晓得的。考完试，这些单词就彻底忘记了。在用单词书背的单词，只记得它的汉语意思，怎么用？完全无解。以我个人的经验来讲，倘若是要背，还不如背句子，而非背功能性单词书。
咱们仅在意英文单词和中文释义之间的一一对应，这是咱们并不可“背”下英文单词的真正原由。
因此，从单词入手时，要感知它的英文释义，而不是“粉饰”后的中文释义。非常多人举荐英英词典，亦是从这个方向出发。
在这儿举荐大众一个在线的英英词典：dictionary.com
http://www.dictionary.com/
例如一部电影中的一个词levelheaded： 
中文释义是头脑冷静的。查了英英词典，才知意思是having common sense and sound judgement. 两种释义基本是两回事。倘若咱们把英英释义，即有常识的理智的，带入这句话里就能够更准确的理解这层含义了。
中文释义
英文释义
电影里，男主角面对的是一个好莱坞知名影星。语气必然比较谦卑。levelheaded理解为sensible，理智，再深一层去科研，他想表达的意思其实是：我太理智（理性），是个理智（理性）到有点木讷的家伙，因此没什么感情经历哦。（潜台词：我很单纯哦，就等你来爱我啦）。而倘若把它的汉语释义“头脑冷静的”拿来解释，即让人满脸蒙。
因此呢得出结论：想培养英语思维，首要在记忆单词的环节，需要用英文释义而不是中文释义来理解单词。用英语记忆单词比用汉语记，能更加透彻的理解这个单词的本来含义。
——经济学人双语精析 
经济学人双语精析
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发表于 2024-10-2 19:39:27