A blood test for long Covid is possible, new research suggests | 2 ways of knowing if there are PFAS in your drinking water | Dutch arm of vertical farming startup Infarm declared bankrupt

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A blood test for long Covid is possible, new research suggests - NBC News

Morning Rundown: New Orleans water emergency, accusations against Ruby Franke's business partner, and David McCallum dies

Morning Rundown: New Orleans braces for water emergency, Ruby Franke's business partner accused of ruining lives, and 'NCIS' star David McCallum dies

Asa Hutchinson fails to qualify for the second GOP presidential debate Wednesday in California, where 7 others will take the stage

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2 ways of knowing if there are PFAS in your drinking water - Popular Science

If forever chemicals made it into your water supply, a filtration system can help remove them.

By Shi En Kim | Published Sep 17, 2023 10:00 AM EDT

Ever since the US started churning out per- and polyfluoroalkyl substances (PFAS) in the 1940s, these long-lived toxic chemicals have been accumulating everywhere humans have trodden.

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Dutch arm of vertical farming startup Infarm declared bankrupt - Sifted

Infarm, once Europe’s largest vertical farming company, has been declared bankrupt in the Netherlands as of September 19, according to official documents.

The news comes after the company shut down operations across its key markets of the UK, France, Germany, the Netherlands and Denmark over the last year. In June, Sifted reported that Infarm was leaving Europe altogether and has set its sights on expanding to the Middle East.

Infarm, which launched in 2013, grows vegetables like salad leaves and herbs in vertical farms and sells them via supermarkets, restaurants and wholesalers. The company has raised $473m in total, according to Dealroom, from high profile investors like Atomico and Balderton.

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How to Be Creative on Demand - Harvard Business Review

Creativity feels like an inexplicable miracle when it arrives. We may never be able to isolate all the variables that generate it. But there are ways to reliably create the conditions to make creativity a more predictable occurrence. The first thing you should do is think about the problem you’re trying to solve — let it marinade — and then walk away from it. This first round of effort is less about solving the problem than about priming the pump. It is after this step that the unconscious work begins — the work that draws from a fuller complement of mental resources, experiences, and creative connections. While that problem sits in the back of your mind, follow your curiosity. The key is to pay the price to create a rich experience with these sometimes pointless amusements. It’s often tempting to ignore these whimsical thoughts, but you do so at your creative peril. Begin collecting and organizing the experiences and information you’re taking in. Try to do something that doesn’t interest you daily — you never know what will turn out to be useful, including engaging in uncomfortable conversations. Finally, when the creativity hits, stop what you’re doing and work. Honor these moments by writing; don’t ignore these impulses.

Creativity is learnable providence. It feels like an inexplicable miracle when it arrives, and we may never be able to isolate all the variables that generate it. But, in my experience, we can reliably create the conditions to invite it.

Twenty years ago, I was involved in a terrifyingly inspiring project, working with some of Kenya’s poorest citizens in one of Nairobi’s most blighted areas. Our goal was to generate self-help strategies that would enable this group to climb a few rungs up the economic ladder. The audacity of this effort hit me in the middle of a flight from Brussels to Nairobi. I had fallen asleep briefly just long enough to become immersed in a nightmare. I dreamed I had somehow become the president of Kenya, and this filled me with overwhelming despair. When an announcement about approaching turbulence jarred me into consciousness I’ve never been happier. But the dream had hammered home the weight of the task I was heading toward. I was to lead a two-day meeting with hundreds of people for whom the stakes could not be higher. We had a clear goal but no concrete plan. I knew the work was worth pursuing, but I had never done what we were trying to do and felt inadequate to the task. I hoped and prayed that worthwhile ideas would come.And they did. The trip was successful in ways that exceeded my competence. This was a welcome surprise, but one I had done my best make happen.

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