Parents who spend a good chunk of the week shuttling kids to and from soccer practice or drama club might be comforted by new research that suggests this effort is not in vain – as long as their kids are good at math, too.

A recent paper from UCSB found that the return on being good at math has gone up over the last few decades, as has the return on having high social skills (some combination of leadership, communication, and other interpersonal skills). But, the paper argues, the return on the two skills together has risen even faster.

What does all that have to do with soccer practice? The research compared two groups of white, male U.S. high school seniors – the class of 1972 and the class of 1992 – to see how earnings associated with social and math skills have changed over time. Using two National Center for Education Statistics (NCES) surveys, it looked at senior year math scores on standardized tests, questions about extracurricular participation and leadership roles, and individual earnings seven years after graduating high school. And it corroborated the findings with Census and CPS data.

The analysis found that while math scores, sports, leadership roles, and college education were all associated with higher earnings over the 1979-1999 period, the trend over time in the earnings premium was strongest among those who were both good at math and engaged in high school sports or leadership activities. In other words, it pays to be a sociable math whiz, more so today than thirty years ago.

Some may be skeptical that high school sports participation or club leadership (the study also includes publications and performing arts groups) are accurate indicators of “social skills” – perhaps rightfully so. But these extracurriculars, which typically involve teamwork, communication, and general interaction with others, have long been associated with the development of social skills. (Whether these activities foster these skills or attract already social kids is another question.) And the paper looked at how they tend to affect future careers:

The sports/leadership group is likely to be employed in an occupation requiring higher levels of responsibility for direction, control and planning, even after controlling for high school math scores, psychological measures, and college completion. This is compelling evidence that participation in high school sports or leadership activities – a behavioral indicator of social skills – can be linked to … complex interpersonal skills.

The other justification for using sports and clubs as a proxy for social skills was methodological. In order to measure how the price of social skills has changed over time, comparable metrics were needed. They may not be perfect, but these categories stayed available and consistent over time.

The analysis was restricted to white men for the same reason – their test scores and activity levels remained the same, while a lot of things were changing for other groups. According to the paper, “Math scores were stable across cohorts among white men, but not among black students – and women’s participation in high school roles and activities changed dramatically during these years.”

But the author argues that the findings are still likely generalizable – and help to explain the changing demand in the labor market for different skills.

According to the data, while people focused on the surge in demand for math skills in the ‘80s and ‘90s, there was a concurrent (and underappreciated) increase in demand for both math and social skills. Employment in high-skill occupations increased between 1977 and 2002, but the paper found that, among the groups studied, all of that growth was in jobs that required both analytic and social skills. Employment in jobs requiring just one or the other didn’t increase over time. And this growing importance for “multiskilled” individuals in the labor force can be seen in the higher earnings for those who played sports or led in high school.

Why the increasingly valuable relationship between the two skills? Cathy Weinberger, the author, says answering that requires further research. But others have studied how technological innovations affect workforce skill requirements. Weinberger mentioned one study that found that adopting new technologies not only resulted in technical training for workers, but also in training to develop their complex communication skills and teamwork. So this rise in demand for social skills, happening alongside the rise in demand for math skills, could be the result of technological progress.

The data suggests that today’s economy rewards the balance of quantitative and social skills more than ever. That has ramifications for how we educate children – calling into question schools’ heightened focus on standardized testing, as opposed to a broader view of skills development – as well as for our own careers. In an era even more defined by rapid technological innovation, we’re increasingly expected to bring technical savvy and interpersonal know-how to the table. Quantitative reasoning is understandably in high demand, but so too are the skills learned on the sports field.

distinguishedbaloney:

Well that’s specific.

this would be a good band name is bands were still a thing

There seems to be wide support for the idea that we are living in an “age of complexity”, which implies that the world has never been more intricate. This idea is based on the rapid pace of technological changes, and the vast amount of information that we are generating (the two are related). Yet consider that philosophers like Leibniz (17^th century) and Diderot (18^th century) were already complaining about information overload. The “horrible mass of books” they referred to may have represented only a tiny portion of what we know today, but much of what we know today will be equally insignificant to future generations.

In any event, the relative complexity of different eras is of little matter to the person who is simply struggling to cope with it in everyday life. So perhaps the right question is not “Is this era more complex?” but “Why are some people more able to manage complexity?” Although complexity is context-dependent, it is also determined by a person’s disposition. In particular, there are three key psychological qualities that enhance our ability to manage complexity: 

1. IQ: As most people know, IQ stands for intellectual quotient and refers to mental ability. What fewer people know, or like to accept, is that IQ does affect a wide range of real-world outcomes, such as job performance and objective career success. The main reason is that higher levels of IQ enable people to learn and solve novel problems faster. At face value, IQ tests seem quite abstract, mathematical, and disconnected from everyday life problems, yet they are a powerful tool to predict our ability to manage complexity. In fact, IQ is a much stronger predictor of performance on complex tasks than on simple ones.

Complex environments are richer in information, which creates more cognitive load and demands more brainpower or deliberate thinking from us; we cannot navigate them in autopilot (or Kahneman’s system 1 thinking). IQ is a measure of that brainpower, just like megabytes or processing speed are a measure of the operations a computer can perform, and at what speed. Unsurprisingly, there is a substantial correlation between IQ and working memory, our mental capacity for handling multiple pieces of temporary information at once. Try memorizing a phone number while asking someone for directions and remembering your shopping list, and you will get a good sense of your IQ. (Unfortunately, research shows that working memory training does not enhance our long-term ability to deal with complexity, though some evidence suggests that it delays mental decline in older people, as per the “use it or lose it” theory.)

2) EQ: EQ stands for emotional quotient and concerns our ability to perceive, control, and express emotions. EQ relates to complexity management in three main ways. First, individuals with higher EQ are less susceptible to stress and anxiety. Since complex situations are resourceful and demanding, they are likely to induce pressure and stress, but high EQ acts as a buffer. Second, EQ is a key ingredient of interpersonal skills, which means that people with higher EQ are better equipped to navigate complex organizational politics and advance in their careers. Indeed, even in today’s hyper-connected world what most employers look for is not technical expertise, but soft skills, especially when it comes to management and leadership roles. Third, people with higher EQ tend to be more entrepreneurial, so they are more proactive at exploiting opportunities, taking risks, and turning creative ideas into actual innovations. All this makes EQ an important quality for adapting to uncertain, unpredictable, and complex environments.

3) CQ: CQ stands for curiosity quotient and concerns having a hungry mind. People with higher CQ are more inquisitive and open to new experiences. They find novelty exciting and are quickly bored with routine. They tend to generate many original ideas and are counter-conformist. It has not been as deeply studied as EQ and IQ, but there’s some evidence to suggest it is just as important when it comes to managing complexity in two major ways. First, individuals with higher CQ are generally more tolerant of ambiguity. This nuanced, sophisticated, subtle thinking style defines the very essence of complexity. Second, CQ leads to higher levels of intellectual investment and knowledge acquisition over time, especially in formal domains of education, such as science and art (note: this is of course different from IQ’s measurement of raw intellectual horsepower). Knowledge and expertise, much like experience, translate complex situations into familiar ones, so CQ is the ultimate tool to produce simple solutions for complex problems.

Although IQ is hard to coach, EQ and CQ can be developed. As Albert Einstein famously said: ““I have no special talents. I am only passionately curious.”

As much as I love eating out, I can’t help but mentally calculate the meal I could have prepared at home for the cost of the meal in the restaurant. That meal in my head is usually much larger and consists of higher quality food. Often it ends up tasting better and costing less. Plus, it’s almost always healthier when made at home.

That being said, I don’t miss having someone else do the work and clean up the mess when it’s all over. I suppose that’s what we pay for when we eat out. Not having a toddler clinging to my legs is sometimes worth the extra cost.

Having small children definitely helps with the temptation to eat out frequently. So does finding popular restaurant or take out recipes to prepare at home. Enter: Singapore Noodles (Singapore Mei Fun) from Tasty Kitchen member Sarah. 

You’ll be glad you stayed home for this. I promise.

Let’s get started!

 
 
 

First you’ll need a bunch of stuff. Nothing too hard to find, though. You’ll need medium uncooked shrimp (peeled, tail-on), Napa cabbage, a red onion, soy sauce (or tamari), sesame seed oil, rice noodles (I used Maifun rice sticks), coconut oil (or any other heat-safe oil), curry powder, eggs, salt, carrots, and green onions. The recipe also calls for Chinese sausage. I don’t recall ever seeing Chinese sausage in a store in Northern Nevada and taking small children on a hunt around town is about as fun as taking them to a nice restaurant. So, I used smoked deli ham like Sarah suggested. 

 
 
 

If your shrimp is frozen (like mine was), put them in a sieve and run tepid water over them for a minute or so until they soften. I left mine sitting in the sink for several minutes while I gathered the rest of the ingredients. 

 
 
 

Once the shrimp is fully thawed, pull the tails off. Then, run the tip of your knife along the inside curve of each shrimp to remove the intestinal tract. (Yep, that’s what that is. Gross, huh?) This really doesn’t take long. 

 
 
 

Now we start prepping the vegetables. This recipe is rather heavy on the chopping, but the cooking time is super quick and easy. It all balances out!

Slice the Napa cabbage into skinny ribbons.

 
 
 

Shred the carrots and slice the green onions thinly.

 
 
 

Trim, peel, and slice the red onion. 

 
 
 

Slice up that deli ham, too. 

Chopping is over! We survived!

 
 
 

Now crack the eggs into a bowl and give them a good whisk. Pour them into a small nonstick skillet, and cook until eggs are done, flipping halfway through. You want to make an omelet-like form instead of a scramble, so don’t move them around while they cook. 

Transfer them to a cutting board and … oh. I guess we do have a little chopping left. But it’s super quick. Cut the eggs into ribbons.

 
 
 

Place the rice noodles in a bowl of hot water. Let them sit for 5 minutes or until they become pliable but still too crunchy to eat. If you leave them in too long, they’ll turn to mush when you cook them. 

 
 
 

Alrighty. We’ve got our ingredients prepped and ready to go. You could actually do this the night before and keep them refrigerated until you need them. That would be handy on a busy night and you’d have dinner on the table in less than 15 minutes.

Your family will think you’re a rockstar. 

 
 
 

Grab your wok. Or large saute pan with high sides. Or some kind of deep skillet to keep everything in.

Bring the coconut oil to medium-high heat, then add the shrimp.

 
 
 

Add the ham. Stir them around and keep things moving as you add the other ingredients.

 
 
 

Now throw in the cabbage, red onion, and shredded carrots. 

I have to tell you. Trying to photograph a stir-fry step-by-step is an adventure. Seriously. Tossing vegetables into a screaming hot skillet and keeping them from burning while trying to get decent sort-of-in-focus photos through all the steam is wild. I like to live on the edge. 

 
 
 

Once you get it all mixed together, add the curry. And stir again. 

There’s a reason why this is a stir-fry. 

 
 
 

Add the rice noodles, breaking them apart as you put them in. Using your tongs, try to combine the rice noodles with the rest of the contents of the pan. 

 
 
 

If you spill, I won’t judge.

 
 
 

We’re almost to the finish line! Add the soy sauce and sesame oil.

 
 
 

Add the green onions, salt, pepper, and egg ribbons. Stir those in gently. 

 
 
 

Dump it all onto a platter and serve it up!

I have to say, this exceeded my expectations. I ADORE this meal. It was fun to make, and I love the bright colors from the spices and vegetables. It’s also light, but filling. You could even replace some noodles with more vegetables to add more of those vitamin things. If you don’t like shrimp, thinly sliced chicken or beef would also be good.

 
 
 

Thank you, Sarah, for giving me another reason to make a meal at home! 

Be sure to visit Sarah’s TK recipe box and her blog, The Woks of Life (I love that name) for more Chinese recipes!
 
Notes:
1. This recipe called for dried chiles which I initially omitted because my kids freak out when food has the slightest amount of heat. However, I added them anyway at the last minute, and I’m glad I did! Three peppers gave it just the right amount of tingle.
2. I doubled this recipe to feed our family of five and ended up with a lot of food. Enough for 6 adult servings. 

 
 

Printable Recipe

 
 
_______________________________________

Be sure to check out Natalie’s own beautiful food blog, Perrys’ Plate, where you can see her growing collection of lovely recipes. There’s always something new to see there. Go visit now!

Sri Lankan food is not for the timid eater: the fiery curries, sweet caramelized onion in seeni sambal (onion relish), and sour lime pickle are all powerful flavors that startle awake senses dulled by the thick, hot island air. Read More

Name: Locke (2.5)
Location: Toledo, Ohio

I shared Locke's room with Apartment Therapy when he was just weeks old. It has since grown into the room of an energetic 2.5 year old.

READ MORE »

Remember when I mentioned that I’m working with Food Should Taste Good to create some great recipes for game day? Well today marks the second installment  of this three part series and boy is the recipe I have to share with you good. Although the recipe for these chicken strips only makes two it can easily be doubled, tripled or even quadrupled depending on how many people you have coming over to watch the game. Since it was just Joe and me watching football this weekend, I kept the serving size to two.

I’m a huge fan of a certain chicken-based southern fast food chain that makes the world’s best chicken sandwiches. When I did a little digging, I found out that the key to their juicy, flavorful chicken is to marinade the chicken in pickle juice before cooking. Or, at least that’s what the internet told me. I’ve since started deploying that same strategy at home and it’s amazing how well it works! It’s a step I included when making these Tortilla-Crusted Baked Chicken Strips and it makes all the difference. The chicken is so juicy and flavorful, not dry in the least bit.

After marinading the chicken in pickle juice for at least 12 hours, I cut the boneless, skinless chicken breasts into strips and coated them in a mixture of crushed Food Should Taste Good multigrain tortilla chips and panko bread crumbs, along with a little salt, pepper and cayenne for a little kick.

Personally, I love that these chicken strips are baked, not fried, but still have a ton of crunch thanks to the crushed tortilla chips and panko. And to make things a little extra special, I served these with a simple sriracha aioli, which is really just a fancy name for a flavored mayonnaise.

This post is brought to you in partnership with Food Should Taste Good. All thoughts and opinions are my own.

How Memorizing "$19.05" Can Help You Outsmart the MTA:

iquantny:

We’ve all been there. The train is coming into the station, and you grab your MetroCard and quickly try and swipe it at a turnstile.

"Please Swipe Again". "Please Swipe Again". "Insufficient Fare".

The last two words are killer. You think to yourself “I swear I had a balance on this card”….

Subway card math.

Starting Sept. 19, citizens will not be allowed to leave their homes in a bid to prevent the disease from spreading and to allow health workers to identify cases in the early stages.

In Japan, tennis fans rejoiced as Kei Nishikori became the first man from Japan, and Asia, to reach a Grand Slam final.

The owner of the Atlanta Hawks approached team executives with his thoughts about how to attract more white fans.

As Netflix prepares to start service in six Western European countries, it is running into backlash against U.S. Web giants, particularly in France.

Imagine one of your managers walks into their subordinate’s office and says, “Our data analysis predicts that you will soon get restless and think of leaving us, so we want to make you an offer that our data shows has retained others like you.”  Would your employees welcome the offer, marveling at the value of your HR analytics?  Or, might they see images of Big Brother, and be repelled by a company snooping on the data they generate as they work? Predictive analytics can enable a customized employment value proposition that maximizes mutual benefit for organizations and their talent; but at what point do predictive analytics become too creepy?

For example, predictive analytics can reduce employee turnover costs. In 2009, The Wall Street Journal reported on Google’s algorithm that crunched data from employee reviews and promotion and pay histories to determine which employees are most likely to quit, and more recently Google was lauded for pioneering the use of big data to predict employee turnover.  Laszlo Bock said this helped Google “get inside people’s heads even before they know they might leave.”  This month, Credit Suisse said it calculates who is likely to quit, and proactively offers them new career roles.  Will Wolf, the Global Head of Talent Acquisition & Development said that even if employees are not interested in the offered roles, “they are blown away that we’re going out of our way to try to find them something interesting and new.”

Creepy? Or, perhaps not so much.  Yet.

But companies are looking beyond cost savings—to driving outcomes. HR predictive analytics is touted as transforming HR from retrospective and reactive administrative reporting to strategically integrated modeling to predict behaviors, attitudes and capabilities that drive tangible organizational outcomes.  Some evidence shows a correlation between HR predictive analytics and organizational performance. Companies like Google are taking this even further. Google is launching a new firm called “Calico” designed to use search tools to improve life expectancy, and it was previously reported that a question considered by the Google People Analytics group was “what if working at Google increased your life span by a year?” In the quest to improve productivity and work life, the information that companies can analyze about you at work is limited only by software.

This insight has produced a common mantra for HR analytics: “to know our employees as well as we know our customers.”  It’s no coincidence that this sounds like consumer marketing.  Marketing concepts like brands, segments, value propositions and engagement are fertile metaphors for retooling HR, but there is also a more subtle lesson here.

Marketing often influences consumers through unconscious habits, as described in Charles Duhigg’s book, “The Power of Habit.” Duhigg describes his own habit of buying a cookie in the company cafeteria at 3:30 p.m. each day. He realized this was a combination of mid-afternoon boredom, and a desire to get away from his desk and to gossip. The cookie was incidental to the actual reward, but that made it no less a culprit in weight gain.  Once he realized that, he could break the cookie habit.  Suppose predictive analytics found such cookie-eating employees using your data on work schedules and cafeteria purchases, and you shared it with them, to help them be healthier?  Would they be delighted or disturbed?

Consider this object lesson from marketing.  Pregnancy is an event that changes otherwise stubborn purchasing habits, so retailers want to know about a pregnancy as early as possible.  Duhigg’s New York Times story reports that Target marketing analysts built a predictive algorithm to identify pregnant customers based on their purchasing habits and other demographic information.  They sent those customers ads for pregnancy related products.  What could be wrong with helping pregnant women be aware of products or services they need, as early as possible?

Apparently, women responded negatively if it was obvious that they received pregnancy ads before they revealed their pregnancy.  They responded more positively if they received “an ad for a lawn mower next to diapers.”  Duhigg reports one executive saying, “as long as a pregnant woman thinks she hasn’t been spied on, she’ll use the coupons…As long as we don’t spook her, it works.” Duhigg also reports that Target company executives said the article contained “inaccurate information,” so the story may exaggerate, but the lesson remains:  Effective predictive analytics depends on how real people react, not just on the elegance of the analytics.

Organization leaders will increasingly confront such situations with their employees, not only their customers.  Consider the potential to influence employee behaviors in arenas such as employee benefits, health care and wellness.

In the rush to ask “What can HR analytics predict?” perhaps the more vital question is “What should HR analytics predict?”

Legal compliance may not be a sufficient answer.  A business law journal article, “The Eavesdropping Employer” concludes that “The American legal system’s effort to protect employee privacy is … not properly equipped to defend against excessive invasions of privacy that come from increasingly-sophisticated monitoring practices.”  Appropriate standards may vary across companies and demographic groups.  Google employees have said to me, “as long as our data is held and analyzed by our own HR Department, we trust them.”  Google’s employees may be unique because they work for an organization dedicated to changing the world through personal data and analytics.  Yet, one study reports that one-third of employees are comfortable sharing personal data with their employer, particularly millennials who will become a larger share of the future workforce.  Mark Berry, the Vice President of Human Capital Analytics and Reporting at ConAgra Foods has said, “we want to know our employees as well as our customers,” but added that the company has safeguards for types of data that can and cannot be collected.

How should those safeguards be constructed?  What is the balance between predictive feasibility and predictive acceptability?  These questions require artfully combining analytical rigor with sensitivity and insight into the humanity and ethics of work.

HR is a discipline well-suited to answering these questions, but are HR leaders prepared?  Encouraged by constituents, product vendors and compelling stories, HR leaders understandably rush to increase analytic and data skills. Yet, an even more vital and unique role for HR is to help leaders balance what can be predicted against what should be predicted.

Nearly a quarter century ago, at a gathering in Phoenix, Arizona, John W. Gardner delivered a speech that may be one of the most quietly influential speeches in the history of American business — a text that has been photocopied, passed along, underlined, and linked to by senior executives in some of the most important companies and organizations in the world. I wonder, though, how many of these leaders (and the business world more broadly) have truly embraced the lessons he shared that day.

Gardner, who died in 2002 at the age of 89, was a legendary public intellectual and civic reformer — a celebrated Stanford professor, an architect of the Great Society under Lyndon Johnson, founder of Common Cause and Independent Sector. His speech on November 10, 1990, was delivered to a meeting of McKinsey & Co., the consulting firm whose advice has shaped the fortunes of the world’s richest and most powerful companies. But his focus that day was on neither money nor power. It was on what he called “Personal Renewal,” the urgent need for leaders who wish to make a difference and stay effective to commit themselves to continue learning and growing. Gardner was so serious about this learning imperative, so determined that the message would get through, that he wrote the speech out in advance because he wanted “every sentence to hit its target.”

What was his message? “We have to face the fact that most men and women out there in the world of work are more stale than they know, more bored than they would care to admit,” he said. “Boredom is the secret ailment of large-scale organizations. Someone said to me the other day ‘How can I be so bored when I’m so busy?’ I said ‘Let me count the ways.’ Look around you. How many people whom you know well — people even younger than yourselves—are already trapped in fixed attitudes and habits?”

So what is the opposite of boredom, the personal attribute that allows individuals to keep learning, growing, and changing, to escape their fixed attitudes and habits? “Not anything as narrow as ambition,” Gardner told the ambitious McKinsey strategists. “After all, ambition eventually wears out and probably should. But you can keep your zest until the day you die.” He then offered a simple maxim to guide the accomplished leaders in the room. “Be interested,” he urged them. “Everyone wants to be interesting, but the vitalizing thing is to be interested…As the proverb says, ‘It’s what you learn after you know it all that counts.’”

In these head-spinning times, even more so than when John Gardner offered his timeless advice, the challenge for leaders is not to out-hustle, out-muscle, or out-maneuver the competition. It is to out-think the competition in ways big and small, to develop a unique point of view about the future and get there before anyone else does. The best leaders I’ve gotten to know aren’t just the boldest thinkers; they are the most insatiable learners.

Roy Spence, perhaps the most interested (and interesting) advertising executive I’ve ever met, recently published a book called The 10 Essential Hugs of Life, a funny and moving take on the roots of success. Among his wise and folksy pieces of advice (“Hug your failures,” “Hug your fears,” “Hug yourself”) is a call to “Hug your firsts” — to seek out new sources of inspiration, to visit a lab whose work you don’t really understand, to attend a conference you shouldn’t be at. “When you’re a kid,” he says, “every day is full of firsts, full of new experiences. As you get older, your firsts become fewer and fewer. If you want to stay young, you have to work to keep trying new things.”

Spence cites as one of his inspirations management guru Jim Collins, who, as a young Stanford professor, sought advice and counsel from his learned colleague John Gardner. What did Spence learn from Collins? “You’re only as young as the new things you do,” he writes, “the number of ‘firsts’ in your days and weeks.” Ask any educator and they’ll agree: We learn the most when we encounter people who are the least like us. Then ask yourself: Don’t you spend most of your time with people who are exactly like you? Colleagues from the same company, peers from the same industry, friends from the same profession and neighborhood?

It takes a real sense of personal commitment, especially after you’ve arrived at a position of power and responsibility, to push yourself to grow and challenge conventional wisdom. Which is why two of the most important questions leaders face are as simple as they are profound: Are you learning, as an organization and as an individual, as fast as the world is changing? Are you as determined to stay interested as to be interesting? Remember, it’s what you learn after you know it all that counts.

According to a report published yesterday, a third of all Brits check their cell phones within five minutes of waking. That number rises to two-thirds if you're between 18 and 24. Adults check their phones about 50 times a day, and usually have a set routine, starting with messages, then email, then social networks.

READ MORE »

We recently told you about some of our favorite US architecture, and now we're going international. These 10 masterpieces are certainly not the only buildings to see, but each one has the history, unique features and just plain wow factor to make them well worth the trip.

READ MORE »

Almost universally adored, this tiny spot, hidden from the street, is the Italian restaurant everyone wishes were in their neighborhood.

In a shift away from minimalism, one of the style directions of the year is layered, textured and mismatched. Embroidery can be a great way to add in a bit of texture, color and play with prints as well as adding a layer of tactile richness to your decor. Here are a few of our favorite pieces to help you get the look.

READ MORE »

This recipe for Hattie B's Hot Chicken, from Lee Brian Schrager's Fried & True: More than 50 Recipes for America's Best Fried Chicken and Sides, packs the heat and is quite possibly my favorite recipe in the book. Burnished a deep, hell-fire red with a finishing coat of cayenne-amplified oil, the bird is emphatically crunchy with juicy and flavorful meat. Read More

The “bistrot” in question is carnivore-heaven Paul Bert, just next door. But at L’Ecailler the focus is on seafood, including a gorgeous array of Belon, Utah Beach, and Spéciales.

From The Kitchn → 8 Surprising Things You Can Make in a Waffle Iron

READ MORE »

The police chief of Elmendorf was shot once in the shoulder and once in the abdomen on Saturday while attempting to arrest a man on a warrant, the authorities said.

New tools will help marketers track the reach of their posts and determine the best times to share.

Instagram said Thursday it will be rolling out new analytics tools for advertisers in the coming months.

Read Full Story

Burger King Worldwide defended its acquisition of Tim Hortons Inc. as the hamburger chain came under criticism for its effort, backed by billionaire investor Warren Buffett, to move the quintessential American brand to Canada.

With the rapid advance of the Islamic State in Iraq and Syria, the rhetoric the Obama administration is using to describe the danger the group poses to the United States has escalated.

I cant really handle this local chicago ad for a furniture store featuring Billy Corgan.

(via http://noisey.vice.com/blog/a-brief-history-of-billy-corgan-losing-his-goddamn-mind)

Alibaba reported big growth in revenue from mobile devices, which may bolster its case next month when the Chinese e-commerce giant begins to pitch investors on its long-awaited initial public offering.

Stronger-than-expected growth for the U.K. economy this year is likely to be slowed down by 2015, when exports are unable to compensate for the drop in consumption caused by interest-rate increases, the British Chambers of Commerce said.

Tanks, artillery and infantry have crossed from Russia into an unbreached part of eastern Ukraine in recent days, in what Ukrainian and Western military officials are calling a stealth invasion.