Man are so weak!!
“I am so busy, I am so tired, I am so stressed….”
Try to do all that AND BE PREGNANT!! HUH??!

If more women would gave themselves more credit, more confidence, more self-respect….
We could easily take over the world from the weaker species….

Ugh!

2011 第二年 布婚
两周年既快又慢的到来。我们居然记不得具体的日期。还好查了去年结婚纪念礼物上面的刻字。才确定是23号！
两周年是布婚。送棉花和布制品。 于是我有了瑜伽包。洪飞得到了恐龙鸟的棉帽子。

肚子里快六个月的小宝宝正好用了早就起好的名字贾小布。
贾小布出现于网络很久了。从2000年开始，就一直是我们两个共用的小号。从早期论坛的灌水掐架到近期social netowork的偷菜一直都能看到他的身影。
没想到，贾小布终于在我们布婚的这一年有了肉身。真的很凑巧。

结婚两周年没有资格谈经验。婚姻绿卡政府都要等三年才发正式卡呢。
目前只能说我觉得婚姻既然是生活的一部分，和人生的道理就是差不多。
就好像上几周纪念911十年。回顾一下人生，就发现没有过不去的坎儿。当时觉得多难多不可能多么遥不可及的事情，只要坚持，就能迈过来，就能垂手而得。

重要的是，坚持什么。
当然是自己的心。

直觉是最会能屈能伸。 重视它，它便会发出强烈的感受。忽略压抑它，它就模糊不清。好好对待直觉，坚持什么，就不再是问题的。因为答案时刻在那里等着呢。很多矛盾，犹豫，徘徊，就是以外力和直觉去抗争。培养它跟随它，就能坚持住自己的心，跟随自己的心。

2010 第一年 纸婚
第一年是纸婚。我们当时不知道，于是送了对方iTouch。
周年那天，是周四。匆忙的来去，没有好好纪念。这是结婚周年纪念日前一个周末的照片。放这里，做第一个流年的代表。

2009 新婚
苏州婚纱，南昌婚礼，庐山参团，杭州度假，大连答谢。整个过程历时四个星期。

婚礼都是忙乱的，而杭州西湖最好玩。
柳岸闻莺橘子酒店西泠印社苏堤白堤，还有灵隐寺外婆家冬瓜茶。
可惜没去成龙井茶园。灵隐寺也没呆够。
最感人的是凌晨六点路边诚意送金桂的童鞋啊。

2008 订婚
2008年某周末，我看完了一个网络小说叫山楂树之恋。 之后，决心两个人在一起。

2001 最早的合照
我结婚之后吃洪飞做的饭，就开始胖。一直怪在他身上。有天洪飞突然兴奋的拿着这张照片给我看。说你看。你还赖我。你以前脸就很大。
我只能说，那是稚气未脱的婴儿肥。到我24，5岁就完全退去了。30岁结婚之后来袭的，是另外一种肥胖。唤做新城代谢减慢肥。

合照的时候我21，洪飞25。我婴儿肥洪飞民工瘦。
我们两个还经常各穿着硕大的蓝色T－shirt出门。一个是加菲猫一个是大力水手。多年后听说，被人评论为“巨难看的情侣衫”。

这是GJELINA菜单上面的介绍。

“Moroccan Baked Eggs with Merguez, Chili, Tomato Sauce, Cilantro & Spiced Yogurt.”
摩洛哥煎蛋,merguez，辣椒，番茄酱，香菜，香料酸奶。
点菜的时候，人家特意提醒我们，merguez就是羊肉香肠。我们连羊奶就喜欢的人，就更开心了。

没想到煎蛋也可以这么好吃。材料也可以这么丰富。卖相也可以这么漂亮。

番茄酱做底，里面游着小番茄，羊肉香肠。上面放上煎蛋，再来一层香料酸奶，最后撒上香菜。除了鸡蛋之外，每种材料的味道都是浓烈类的。我喜欢这样把各种刺激的味道融合在一起，调出来想象不到的味道。

这一小盆全部被吃光光。 贴心的蒜香面包把盘子刮得干干净净。

The Dangers of Delegating Discovery
by Scott Anthony

Delegation is a necessary survival skill for senior executives. But when executives delegate their discovery-related innovation tasks, the odds of them finding the surprising insights that often spur transformative-growth businesses decrease dramatically.

This thought crossed my mind as I participated in a review session for an interesting new growth business that a large company was considering. The session seemed innocent enough. Senior executives actively participated in the discussion. They made thoughtful comments and helped the team clarify how it should take the idea forward. Not surprisingly, the team members had more questions than answers, but they left with a clear plan to go learn more about the things they didn’t know.

After the meeting, it was clear that executives would turn back their attention to “normal” activities, and would expect to hear an update from the team in about 90 days.

Sounds reasonable enough, right? But remember: the most powerful businesses don’t result from careful analysis; they emerge, often unexpectedly, from trial-and-error execution (a point made nicely by Roger Martin in his recent blog post). What happens if (when) after the review meeting the team discovers something unexpected that warrants a significant course correction? Strategy can’t always be scheduled.

Even worse, the dissociation of leadership from learning decreases the odds that the team will pay attention to the unexpected insight. Consider a remarkable stream of research that Peter Sims describes in his must-read book, Little Bets. The research, conducted by Dr. Richard Wiseman of the University of Hertfordshire, focused on whether people can in fact “make their own luck.” Wiseman asked volunteers, who identified themselves as either lucky or unlucky, to count the number of photographs in a newspaper. It took the unlucky group two minutes to complete the task. The lucky group completed it in seconds — because the second page of the newspaper contained a huge message telling the reader that there were 43 images. Wiseman experimented with putting a large notice in the middle of the newspaper that said “Stop counting.Tell the experimenter you have seen this and win £250.” The purported “unlucky” people were so focused on the task at hand that they missed the chance at free money.

The insight from Wiseman’s work is critical if you are trying to learn about new opportunities or test ideas. When you engage in these kinds of activities you aren’t trying to confirm things you already know; you are trying to discover things you didn’t expect. But if you delegate the task to someone, they dutifully count the pictures in the newspaper and give you a nice glossy report that answers your question, but misses the point.

Here are three simple rules for senior executives trying to drive transformative innovation efforts:
Don’t make a major decision about any market or customer segment about if you don’t have firsthand knowledge or the time to spend at least two days immersing yourself in the market. This isn’t just another call to hop on the plane to India. If you are a 60 year-old executive sponsoring a team targeting the youth market, invest the time to develop empathy around the target customer.
Spend at least one unstructured day a quarter on any idea that you think has the potential to meaningfully impact your business. Join a brainstorming session. Visit a potential customer. Participate in an in-market test.
Avoid carefully orchestrated review sessions — insist on reviewing the raw data. Pay particular attention to surprises and bad outcomes.
Engaging in these kinds of activities isn’t easy inside hierarchical companies. If you’re an executive, be mindful of the power of your words, and work hard to be in “learning” instead of “leading” mode.

There’s no substitute for first-hand experience. If you are searching for new growth, be very careful about delegating discovery.

Lately, we have been getting patches of fog in the mornings that will hang around until after noon. By the time I leave for work, plants are still ornamented with visible dew.

Today the clouds moved in and stayed all day. We even had a few drizzle of rain falls in the morning.

Is summer really gone?

It is usually a steep step from summer to autumn. The temperature drops over night and next thing you know….its scarves, sweaters and Uggs season already. (OK. that was inaccurate. the Uggs never really left us completely even during summer….)

I like the change. The dazzling sun breaks the world into brightness and shadow, blazing air and cool shade.
But the overcast has a similar blending effect as snow that casts a shade of grey on everything and muddling the boundaries from earth to sky and everything in between.

I felt comfortable enveloped in this grey, wet air.