Discussion topics

The 19 year-old Japanese gymnast, Shoko Miyata will no longer be competing in the 2024 Paris Olympics as she was sent home for smoking and drinking alcohol. Not only is this a violation of the team's code of conduct, but it also goes against Japan's legal drinking age of 20.

Her coach, Mutsumi Harada, confirmed that she was dealing with a lot of pressure as a result of the competition. Therefore, he has urged people to be understanding. Unfortunately, her dismissal means that her team will be at a disadvantage, with only four athletes instead of five.

On July 1, 2024, Greece introduced a six-day workweek to reduce labour shortages and eradicate unpaid overtime. This law applies to industrial facilities and 24/7 services but it excludes tourism and food services.

While Greece sees this as a positive step, employee relations experts around Europe argue that the long working hours and inadequate rest will affect work-life balance and productivity. This decision is also quite a surprise because other European countries want to implement shorter workweeks.

Finland is known as the world's happiest country. The country has a unique work culture which makes going to work enjoyable! Framery, a Finnish manufacturing company is one of the many companies that builds this work culture by making these five phrases a part of their daily work ethic:

• "the person who asks questions will not stray away from the path"—this encourages open dialogue and respect for differing opinions,
• "a crazy person does a lot of work; a smart person gets away with less"—emphasizes the importance of maintaining a healthy work-life balance,

• "put the cat on the table"—employees are advised to talk openly and honestly about difficult or awkward issues in the company,

• "whatever you leave behind, you will find in front of you"—issues must be addressed the moment they arise, and

• "going toward the tree with your back first"—plan ahead and consider possible outcomes before making a decision

These values help create a healthy work environment in which everyone has a sense of belonging, contributing to the overall success of the company.

The story that had taken many twists and turns since March finally came to an end as Ippei Mizuhara, Shohei Ohtani's former interpreter, pleaded guilty to bank and tax fraud. He admitted that he stole nearly $17 million from the baseball star to cover illegal gambling debts.

Mizuhara also confessed that he evaded tax of more than $1million in 2022. He is yet to be sentenced, but it's said that he is likely to spend about 30 years in prison for bank fraud, and additional time for tax fraud​.

Imagine the possibility of running across the whole continent of Africa! Well, Russell Cook, known as "Hardest Geezer," proved that this is very possible by running the entire length of Africa. Even though he completed his race, he faced many challenges which include an armed robbery, visa issues and injuries.

He was determined to complete this run because he had struggled with mental health, gambling, and drinking. By taking on this challenge, he was able to make a positive impact by raising almost $1 million for charity.

Cook started his journey in South Africa's southernmost point on April 22, 2023 and completed it in Tunisia on April 7, 2024. The journey took 352 days, it was 9,940 miles (16,000km) long and he ran through 16 countries. When he completed his race, all he really wanted was a strawberry daiquiri​ to celebrate his huge accomplishment!

A "boomerang employee" is someone who leaves a company, often at a high level like a CEO, only to return to the same company later on in a similar leadership position. It's like throwing a boomerang: they leave, but they come back.

Some examples of boomerang CEOs include:

• Steve Jobs: He co-founded Apple, left in 1985, and returned in 1997 to lead the company to unprecedented success.
• Howard Schultz: The former CEO of Starbucks left in 2000 but returned in 2008 to help revitalize the company during a challenging time.
• Louis Gerstner Jr.: He left IBM in 1993 but returned in 1997 as CEO, leading a significant turnaround of the company.
• Michael Dell: He stepped down as CEO of Dell in 2004 but returned in 2007 to lead the company's transformation efforts.

The article discusses how the production of AI chips could have significant geopolitical implications. These chips, which serve as the backbone of AI technology, are primarily manufactured in a few key countries like the United States and China. However, as AI becomes increasingly integral to various industries, other nations may seek to establish their own chip-making capabilities.

This shift could potentially reshape global power dynamics, as control over AI chip production becomes a crucial factor in determining influence and competitiveness on the world stage. In essence, the article highlights how the future of AI is closely intertwined with the geopolitics of chip manufacturing.

The article "Developing AI: Like Raising Kids?" draws parallels between nurturing artificial intelligence (AI) systems and raising children. It emphasizes the importance of early experiences, feedback, and the interplay between nature and nurture in both processes. Just as children learn from their environment, AI algorithms require diverse and representative data for robust development.

Feedback and reinforcement shape behavior in both children and AI, highlighting the need for careful guidance. Lastly, the article underscores the significance of ethical considerations in AI development, advocating for responsible stewardship to ensure positive societal outcomes. Through these comparisons, it illuminates the complexities of AI development and the need for thoughtful engagement with ethical and social implications.

Japanese people often apologize to maintain harmony, regardless of fault. This is seen as a way of improving the atmosphere and maintaining relationships, not an admission of guilt. In contrast, Westerners often seek to identify the cause of a problem first. This can be seen as making excuses in Japanese culture.

When working with the Japanese it's advised to apologize first, then propose a solution or workaround, and finally, discuss who was at fault. The person in the wrong also has to explain what steps they have taken to prevent a recurrence.