Lean and Hard

The Atlantic - 3.13.13 by Emily Esfahani Smith

Far from being delusional or faith-based, having a positive outlook in difficult circumstances is not only an important predictor of resilience -- how quickly people recover from adversity -- but it is the most important predictor of it.

One of the most memorable scenes of the Oscar-nominated film Silver Linings Playbook revolves around Ernest Hemingway's A Farewell to Arms, a novel that does not end well, to put it mildly.

Patrizio Solitano Jr. (Bradley Cooper) has come home after an eight-month stint being treated for bipolar disorder at a psychiatric hospital, where he was sentenced to go after he nearly beat his wife's lover to death. Home from the hospital, living under his parents' charge, Pat has lost his wife, his job, and his house. But he tries to put the pieces of his life back together. He exercises, maintains an upbeat lifestyle, and tries to better his mind by reading through the novels that his estranged wife Nikki, a high school English teacher, assigns her students.

Pat takes up a personal motto, excelsior -- Latin for "ever upward." He tells his state-appointed therapist, "I hate my illness and I want to control it. This is what I believe to be true: You have to do everything you can and if you stay positive you have a shot at a silver lining."



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New York Times - 2.20.13 by Michael Moss

What I found, over four years of research and reporting, was a conscious effort — taking place in labs and marketing meetings and grocery-store aisles — to get people hooked on foods that are convenient and inexpensive.

Grant Cornett for The New York Times

On the evening of April 8, 1999, a long line of Town Cars and taxis pulled up to the Minneapolis headquarters of Pillsbury and discharged 11 men who controlled America’s largest food companies. Nestlé was in attendance, as were Kraft and Nabisco, General Mills and Procter & Gamble, Coca-Cola and Mars. Rivals any other day, the C.E.O.’s and company presidents had come together for a rare, private meeting. On the agenda was one item: the emerging obesity epidemic and how to deal with it. While the atmosphere was cordial, the men assembled were hardly friends. Their stature was defined by their skill in fighting one another for what they called “stomach share” — the amount of digestive space that any one company’s brand can grab from the competition.

James Behnke, a 55-year-old executive at Pillsbury, greeted the men as they arrived. He was anxious but also hopeful about the plan that he and a few other food-company executives had devised to engage the C.E.O.’s on America’s growing weight problem. “We were very concerned, and rightfully so, that obesity was becoming a major issue,” Behnke recalled. “People were starting to talk about sugar taxes, and there was a lot of pressure on food companies.” Getting the company chiefs in the same room to talk about anything, much less a sensitive issue like this, was a tricky business, so Behnke and his fellow organizers had scripted the meeting carefully, honing the message to its barest essentials. “C.E.O.’s in the food industry are typically not technical guys, and they’re uncomfortable going to meetings where technical people talk in technical terms about technical things,” Behnke said. “They don’t want to be embarrassed. They don’t want to make commitments. They want to maintain their aloofness and autonomy.”



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