By ADAM BRYANT
Published: March 12, 2011
Mountain View, Calif.
IN early 2009, statisticians inside the Googleplex here embarked on a plan code-named Project Oxygen.
Their mission was to devise something far more important to the future of Google Inc. than its next search algorithm or app.
They wanted to build better bosses.
So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints.
Later that year, the “people analytics” teams at the company produced what might be called the Eight Habits of Highly Effective Google Managers.
Now, brace yourself. Because the directives might seem so forehead-slappingly obvious — so, well, duh — it’s hard to believe that it took the mighty Google so long to figure them out:
“Have a clear vision and strategy for the team.”
“Help your employees with career development.”
“Don’t be a sissy: Be productive and results-oriented.”
The list goes on, reading like a whiteboard gag from an episode of “The Office.”
“My first reaction was, that’s it?” says Laszlo Bock, Google’s vice president for “people operations,” which is Googlespeak for human resources.
But then, Mr. Bock and his team began ranking those eight directives by importance. And this is where Project Oxygen gets interesting.
For much of its 13-year history, particularly the early years, Google has taken a pretty simple approach to management: Leave people alone. Let the engineers do their stuff. If they become stuck, they’ll ask their bosses, whose deep technical expertise propelled them into management in the first place.
But Mr. Bock’s group found that technical expertise — the ability, say, to write computer code in your sleep — ranked dead last among Google’s big eight. What employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees’ lives and careers.
“In the Google context, we’d always believed that to be a manager, particularly on the engineering side, you need to be as deep or deeper a technical expert than the people who work for you,” Mr. Bock says. “It turns out that that’s absolutely the least important thing. It’s important, but pales in comparison. Much more important is just making that connection and being accessible.”
Project Oxygen doesn’t fit neatly into the usual Google story line of hits (like its search engine) and misses (like the start last year of Buzz, its stab at social networking). Management is much squishier to analyze, after all, and the topic often feels a bit like golf. You can find thousands of tips and rules for how to become a better golfer, and just as many for how to become a better manager. Most of them seem to make perfect sense.
Problems start when you try to keep all those rules in your head at the same time — thus the golf cliché, “paralysis by analysis.” In management, as in golf, the greats make it all look effortless, which only adds to the sense of mystery and frustration for those who struggle to get better.
That caveat aside, Project Oxygen is noteworthy for a few reasons, according to academics and experts in this field.
H.R. has long run on gut instincts more than hard data. But a growing number of companies are trying to apply a data-driven approach to the unpredictable world of human interactions.
“Google is really at the leading edge of that,” says Todd Safferstone, managing director of the Corporate Leadership Council of the Corporate Executive Board, who has a good perch to see what H.R. executives at more than 1,000 big companies are up to.
Project Oxygen is also unusual, Mr. Safferstone says, because it is based on Google’s own data, which means that it will feel more valid to those Google employees who like to scoff at conventional wisdom.
Many companies, he explained, adopt generic management models that tell people the roughly 20 things they should do as managers, without ranking those traits by importance. Those models often suffer “a lot of organ rejection” in companies, he added, because they are not presented with any evidence that they will make a difference, nor do they prioritize what matters.
“Most companies are better at exhorting you to be a great manager, rather than telling you how to be a great manager,” Mr. Safferstone says.
PROJECT OXYGEN started with some basic assumptions.
People typically leave a company for one of three reasons, or a combination of them. The first is that they don’t feel a connection to the mission of the company, or sense that their work matters. The second is that they don’t really like or respect their co-workers. The third is they have a terrible boss — and this was the biggest variable. Google, where performance reviews are done quarterly, rather than annually, saw huge swings in the ratings that employees gave to their bosses.
Managers also had a much greater impact on employees’ performance and how they felt about their job than any other factor, Google found.
“The starting point was that our best managers have teams that perform better, are retained better, are happier — they do everything better,” Mr. Bock says. “So the biggest controllable factor that we could see was the quality of the manager, and how they sort of made things happen. The question we then asked was: What if every manager was that good? And then you start saying: Well, what makes them that good? And how do you do it?”
In Project Oxygen, the statisticians gathered more than 10,000 observations about managers — across more than 100 variables, from various performance reviews, feedback surveys and other reports. Then they spent time coding the comments in order to look for patterns.
Once they had some working theories, they figured out a system for interviewing managers to gather more data, and to look for evidence that supported their notions. The final step was to code and synthesize all those results — more than 400 pages of interview notes — and then they spent much of last year rolling out the results to employees and incorporating them into various training programs.
The process of reading and coding all the information was time-consuming. This was one area where computers couldn’t help, says Michelle Donovan, a manager of people analytics who was involved in the study.
“People say there’s software that can help you do that,” she says. “It’s been our experience that you just have to get in there and read it.”
GIVEN the familiar feel of the list of eight qualities, the project might have seemed like an exercise in reinventing the wheel. But Google generally prefers, for better or worse, to build its own wheels.
“We want to understand what works at Google rather than what worked in any other organization,” says Prasad Setty, Google’s vice president for people analytics and compensation.
Once Google had its list, the company started teaching it in training programs, as well as in coaching and performance review sessions with individual employees. It paid off quickly.
“We were able to have a statistically significant improvement in manager quality for 75 percent of our worst-performing managers,” Mr. Bock says.
He tells the story of one manager whose employees seemed to despise him. He was driving them too hard. They found him bossy, arrogant, political, secretive. They wanted to quit his team.
“He’s brilliant, but he did everything wrong when it came to leading a team,” Mr. Bock recalls.
Because of that heavy hand, this manager was denied a promotion he wanted, and was told that his style was the reason. But Google gave him one-on-one coaching — the company has coaches on staff, rather than hiring from the outside. Six months later, team members were grudgingly acknowledging in surveys that the manager had improved.
“And a year later, it’s actually quite a bit better,” Mr. Bock says. “It’s still not great. He’s nowhere near one of our best managers, but he’s not our worst anymore. And he got promoted.”
Mark Klenk, an engineering manager whom Google made available for an interview, said the Project Oxygen findings, and the subsequent training, helped him understand the importance of giving clear and direct feedback to the people he supervises.
“There are cases with some personalities where they are not necessarily realizing they need a course correction,” Mr. Klenk says. “So it’s just about being really clear about saying, ‘O.K., I understand what you are doing here, but let’s talk about the results, and this is the goal.’ ”
“I’m doing that a lot more,” he says, adding that the people he manages seem to like it. “I’ve gotten direct feedback where they’ve thanked me for being clear.”
GOOGLE executives say they aren’t crunching all this data to develop some algorithm of successful management. The point, they say, is to provide the data and to make people aware of it, so that managers can understand what works and, just as important, what doesn’t.
The traps can show up in areas like hiring. Managers often want to hire people who seem just like them. So Google compiles elaborate dossiers on candidates from the interview process, and hiring decisions are made by a group. “We do everything to minimize the authority and power of the manager in making a hiring decision,” Mr. Bock explains.
A person with an opening on her team, for instance, may have short-term needs that aren’t aligned with the company’s long-term interests. “The metaphor is, if you need an administrative assistant, you’re going to be really picky the first week, and at six months, you’re going to take anyone you can get,” Mr. Bock says.
Google also tries to point out predictable traps in performance reviews, which are often done with input from a group. The company has compiled a list of “cognitive biases” for employees to keep handy during these discussions. For example, somebody may have just had a bad experience with the person being reviewed, and that one experience inevitably trumps recollections of all the good work that person has done in recent months. There’s also the “halo/horns” effect, in which a single personality trait skews someone’s perception of a colleague’s performance.
Google even points out these kinds of biases in its cafeteria line. The company stacks smaller plates next to bigger ones at the front of the line, and it tells people that research shows that diners generally eat everything on their plate, even if they are full halfway through the meal. By using the smaller plate, Google says, they could drop 10 to 15 pounds in a year.
“The thing that moves or nudges Googlers is facts; they like information,” says Ms. Donovan, who was involved in the management effectiveness study and the effort to encourage healthier eating. “They don’t like being told what to do. They’re just, ‘Give me the facts and I’m smart, I’ll decide.’ ”
The true test of Google’s new management model, of course, is whether it will help its business performance of the long haul. Just a few hours after Mr. Bock was interviewed for this article in mid-January, Google surprised the world by announcing that Larry Page, one of its co-founders, was taking over as C.E.O. from Eric E. Schmidt.
Though Mr. Schmidt explained the move on Twitter by writing, “Day-to-day adult supervision is no longer needed,” the company made clear that the point was to speed up decision-making and to simplify management.
Google clearly hopes to recapture some of the nimbleness and innovative spirit of its early years. But will Project Oxygen help a grown-up Google get its start-up mojo back?
D. Scott DeRue, a management professor at the Ross School of Business at the University of Michigan, applauds Google for its data-driven method for management. That said, he noted that while Google’s approach might be unusual, its findings nevertheless echoed what other research had shown to be effective at other companies. And that, in itself, is a useful exercise.
“Although people are always looking for the next new thing in leadership,” he said, “Google’s data suggest that not much has changed in terms of what makes for an effective leader.” Whether Google’s eight rules will still apply as the company evolves is anyone’s guess. They certainly aren’t chiseled in stone. Mr. Bock’s group is continuing to test them for effectiveness, watching for results from all the training the company is doing to reinforce the behaviors.
For now, Mr. Bock says he is particularly struck by the simplicity of the rules, and the fact that applying them doesn’t require a personality transplant for a manager.
“You don’t actually need to change who the person is,” he says. “What it means is, if I’m a manager and I want to get better, and I want more out of my people and I want them to be happier, two of the most important things I can do is just make sure I have some time for them and to be consistent. And that’s more important than doing the rest of the stuff.”
Quoted: http://www.nytimes.com/2011/03/13/business/13hire.html?pagewanted=1&src=ISMR_AP_LI_LST_FB
Wednesday, March 23, 2011
Do You Have Free Will? Yes, It’s the Only Choice
By JOHN TIERNEY
Published: March 21, 2011
Suppose that Mark and Bill live in a deterministic universe. Everything that happens this morning — like Mark’s decision to wear a blue shirt, or Bill’s latest attempt to comb over his bald spot — is completely caused by whatever happened before it.
If you recreated this universe starting with the Big Bang and let all events proceed exactly the same way until this same morning, then the blue shirt is as inevitable as the comb-over.
Now for questions from experimental philosophers:
1) In this deterministic universe, is it possible for a person to be fully morally responsible for his actions?
2) This year, as he has often done in the past, Mark arranges to cheat on his taxes. Is he is fully morally responsible for his actions?
3) Bill falls in love with his secretary, and he decides that the only way to be with her is to murder his wife and three children. Before leaving on a trip, he arranges for them to be killed while he is away. Is Bill fully morally responsible for his actions?
To a classic philosopher, these are just three versions of the same question about free will. But to the new breed of philosophers who test people’s responses to concepts like determinism, there are crucial differences, as Shaun Nichols explains in the current issue of Science.
Most respondents will absolve the unspecified person in Question 1 from full responsibility for his actions, and a majority will also give Mark a break for his tax chiseling. But not Bill. He’s fully to blame for his heinous crime, according to more than 70 percent of the people queried by Dr. Nichols, an experimental philosopher at the University of Arizona, and his Yale colleague Joshua Knobe.
Is Bill being judged illogically? In one way, yes. The chain of reasoning may seem flawed to some philosophers, and the belief in free will may seem naïve to the psychologists and neuroscientists who argue that we’re driven by forces beyond our conscious control — an argument that Bill’s lawyer might end up borrowing in court.
But in another way it makes perfect sense to hold Bill fully accountable for murder. His judges pragmatically intuit that regardless of whether free will exists, our society depends on everyone’s believing it does. The benefits of this belief have been demonstrated in other research showing that when people doubt free will, they do worse at their jobs and are less honest.
In one experiment, some people read a passage from Francis Crick, the molecular biologist, asserting that free will is a quaint old notion no longer taken seriously by intellectuals, especially not psychologists and neuroscientists. Afterward, when compared with a control group that read a different passage from Crick (who died in 2004) these people expressed more skepticism about free will — and promptly cut themselves some moral slack while taking a math test.
Asked to solve a series of arithmetic problems in a computerized quiz, they cheated by getting the answers through a glitch in the computer that they’d been asked not to exploit. The supposed glitch, of course, had been put there as a temptation by the researchers, Kathleen Vohs of the University of Minnesota and Jonathan Schooler of the University of California, Santa Barbara.
In a follow-up experiment, the psychologists gave another test in which people were promised $1 for every correct answer — and got to compile their own scores. Just as Dr. Vohs and Dr. Schooler feared, people were more likely to cheat after being exposed beforehand to arguments against free will. These people went home with more unearned cash than did the other people.
This behavior in the lab, the researchers noted, squares with studies in recent decades showing an increase in the number of college students who admit to cheating. During this same period, other studies have shown a weakening in the popular belief in free will (although it’s still widely held).
“Doubting one’s free will may undermine the sense of self as agent,” Dr. Vohs and Dr. Schooler concluded. “Or, perhaps, denying free will simply provides the ultimate excuse to behave as one likes.”
That could include goofing off on the job, according to another study done by Dr. Vohs along with a team of psychologists led by Tyler F. Stillman of Southern Utah University. They went to a day-labor employment agency armed with questionnaires for a sample of workers to fill out confidentially.
These questionnaires were based on a previously developed research instrument called the Free Will and Determinism Scale. The workers were asked how strongly they agreed with statements like “Strength of mind can always overcome the body’s desires” or “People can overcome any obstacles if they truly want to” or “People do not choose to be in the situations they end up in — it just happens.”
The psychologists also measured other factors, including the workers’ general satisfaction with their lives, how energetic they felt, how strongly they endorsed an ethic of hard work. None of these factors was a reliable predictor of their actual performance on the job, as rated by their supervisors. But the higher the workers scored on the scale of belief in free will, the better their ratings on the job.
“Free will guides people’s choices toward being more moral and better performers,” Dr. Vohs said. “It’s adaptive for societies and individuals to hold a belief in free will, as it helps people adhere to cultural codes of conduct that portend healthy, wealthy and happy life outcomes.”
Intellectual concepts of free will can vary enormously, but there seems to be a fairly universal gut belief in the concept starting at a young age. When children age 3 to 5 see a ball rolling into a box, they say that the ball couldn’t have done anything else. But when they see an experimenter put her hand in the box, they insist that she could have done something else.
That belief seems to persist no matter where people grow up, as experimental philosophers have discovered by querying adults in different cultures, including Hong Kong, India, Colombia and the United States. Whatever their cultural differences, people tend to reject the notion that they live in a deterministic world without free will.
They also tend to agree, across cultures, that a hypothetical person in a hypothetically deterministic world would not be responsible for his sins. This same logic explains why they they’ll excuse Mark’s tax evasion, a crime that doesn’t have an obvious victim. But that logic doesn’t hold when people are confronted with what researchers call a “high-affect” transgression, an emotionally upsetting crime like Bill’s murder of his family.
“It’s two different kinds of mechanisms in the brain,” said Alfred Mele, a philosopher at Florida State University who directs the Big Questions in Free Will project. “If you give people an abstract story and a hypothetical question, you’re priming the theory machine in their head. But their theory might be out of line with their intuitive reaction to a detailed story about someone doing something nasty. As experimenters have shown, the default assumption for people is that we do have free will.”
At an abstract level, people seem to be what philosophers call incompatibilists: those who believe free will is incompatible with determinism. If everything that happens is determined by what happened before, it can seem only logical to conclude you can’t be morally responsible for your next action.
But there is also a school of philosophers — in fact, perhaps the majority school — who consider free will compatible with their definition of determinism. These compatibilists believe that we do make choices, even though these choices are determined by previous events and influences. In the words of Arthur Schopenhauer, “Man can do what he wills, but he cannot will what he wills.”
Does that sound confusing — or ridiculously illogical? Compatibilism isn’t easy to explain. But it seems to jibe with our gut instinct that Bill is morally responsible even though he’s living in a deterministic universe. Dr. Nichols suggests that his experiment with Mark and Bill shows that in our abstract brains we’re incompatibilists, but in our hearts we’re compatibilists.
“This would help explain the persistence of the philosophical dispute over free will and moral responsibility,” Dr. Nichols writes in Science. “Part of the reason that the problem of free will is so resilient is that each philosophical position has a set of psychological mechanisms rooting for it.”
Some scientists like to dismiss the intuitive belief in free will as an exercise in self-delusion — a simple-minded bit of “confabulation,” as Crick put it. But these supposed experts are deluding themselves if they think the question has been resolved. Free will hasn’t been disproved scientifically or philosophically. The more that researchers investigate free will, the more good reasons there are to believe in it.
Quoted: http://www.nytimes.com/2011/03/22/science/22tier.html?ref=science
Published: March 21, 2011
Suppose that Mark and Bill live in a deterministic universe. Everything that happens this morning — like Mark’s decision to wear a blue shirt, or Bill’s latest attempt to comb over his bald spot — is completely caused by whatever happened before it.
If you recreated this universe starting with the Big Bang and let all events proceed exactly the same way until this same morning, then the blue shirt is as inevitable as the comb-over.
Now for questions from experimental philosophers:
1) In this deterministic universe, is it possible for a person to be fully morally responsible for his actions?
2) This year, as he has often done in the past, Mark arranges to cheat on his taxes. Is he is fully morally responsible for his actions?
3) Bill falls in love with his secretary, and he decides that the only way to be with her is to murder his wife and three children. Before leaving on a trip, he arranges for them to be killed while he is away. Is Bill fully morally responsible for his actions?
To a classic philosopher, these are just three versions of the same question about free will. But to the new breed of philosophers who test people’s responses to concepts like determinism, there are crucial differences, as Shaun Nichols explains in the current issue of Science.
Most respondents will absolve the unspecified person in Question 1 from full responsibility for his actions, and a majority will also give Mark a break for his tax chiseling. But not Bill. He’s fully to blame for his heinous crime, according to more than 70 percent of the people queried by Dr. Nichols, an experimental philosopher at the University of Arizona, and his Yale colleague Joshua Knobe.
Is Bill being judged illogically? In one way, yes. The chain of reasoning may seem flawed to some philosophers, and the belief in free will may seem naïve to the psychologists and neuroscientists who argue that we’re driven by forces beyond our conscious control — an argument that Bill’s lawyer might end up borrowing in court.
But in another way it makes perfect sense to hold Bill fully accountable for murder. His judges pragmatically intuit that regardless of whether free will exists, our society depends on everyone’s believing it does. The benefits of this belief have been demonstrated in other research showing that when people doubt free will, they do worse at their jobs and are less honest.
In one experiment, some people read a passage from Francis Crick, the molecular biologist, asserting that free will is a quaint old notion no longer taken seriously by intellectuals, especially not psychologists and neuroscientists. Afterward, when compared with a control group that read a different passage from Crick (who died in 2004) these people expressed more skepticism about free will — and promptly cut themselves some moral slack while taking a math test.
Asked to solve a series of arithmetic problems in a computerized quiz, they cheated by getting the answers through a glitch in the computer that they’d been asked not to exploit. The supposed glitch, of course, had been put there as a temptation by the researchers, Kathleen Vohs of the University of Minnesota and Jonathan Schooler of the University of California, Santa Barbara.
In a follow-up experiment, the psychologists gave another test in which people were promised $1 for every correct answer — and got to compile their own scores. Just as Dr. Vohs and Dr. Schooler feared, people were more likely to cheat after being exposed beforehand to arguments against free will. These people went home with more unearned cash than did the other people.
This behavior in the lab, the researchers noted, squares with studies in recent decades showing an increase in the number of college students who admit to cheating. During this same period, other studies have shown a weakening in the popular belief in free will (although it’s still widely held).
“Doubting one’s free will may undermine the sense of self as agent,” Dr. Vohs and Dr. Schooler concluded. “Or, perhaps, denying free will simply provides the ultimate excuse to behave as one likes.”
That could include goofing off on the job, according to another study done by Dr. Vohs along with a team of psychologists led by Tyler F. Stillman of Southern Utah University. They went to a day-labor employment agency armed with questionnaires for a sample of workers to fill out confidentially.
These questionnaires were based on a previously developed research instrument called the Free Will and Determinism Scale. The workers were asked how strongly they agreed with statements like “Strength of mind can always overcome the body’s desires” or “People can overcome any obstacles if they truly want to” or “People do not choose to be in the situations they end up in — it just happens.”
The psychologists also measured other factors, including the workers’ general satisfaction with their lives, how energetic they felt, how strongly they endorsed an ethic of hard work. None of these factors was a reliable predictor of their actual performance on the job, as rated by their supervisors. But the higher the workers scored on the scale of belief in free will, the better their ratings on the job.
“Free will guides people’s choices toward being more moral and better performers,” Dr. Vohs said. “It’s adaptive for societies and individuals to hold a belief in free will, as it helps people adhere to cultural codes of conduct that portend healthy, wealthy and happy life outcomes.”
Intellectual concepts of free will can vary enormously, but there seems to be a fairly universal gut belief in the concept starting at a young age. When children age 3 to 5 see a ball rolling into a box, they say that the ball couldn’t have done anything else. But when they see an experimenter put her hand in the box, they insist that she could have done something else.
That belief seems to persist no matter where people grow up, as experimental philosophers have discovered by querying adults in different cultures, including Hong Kong, India, Colombia and the United States. Whatever their cultural differences, people tend to reject the notion that they live in a deterministic world without free will.
They also tend to agree, across cultures, that a hypothetical person in a hypothetically deterministic world would not be responsible for his sins. This same logic explains why they they’ll excuse Mark’s tax evasion, a crime that doesn’t have an obvious victim. But that logic doesn’t hold when people are confronted with what researchers call a “high-affect” transgression, an emotionally upsetting crime like Bill’s murder of his family.
“It’s two different kinds of mechanisms in the brain,” said Alfred Mele, a philosopher at Florida State University who directs the Big Questions in Free Will project. “If you give people an abstract story and a hypothetical question, you’re priming the theory machine in their head. But their theory might be out of line with their intuitive reaction to a detailed story about someone doing something nasty. As experimenters have shown, the default assumption for people is that we do have free will.”
At an abstract level, people seem to be what philosophers call incompatibilists: those who believe free will is incompatible with determinism. If everything that happens is determined by what happened before, it can seem only logical to conclude you can’t be morally responsible for your next action.
But there is also a school of philosophers — in fact, perhaps the majority school — who consider free will compatible with their definition of determinism. These compatibilists believe that we do make choices, even though these choices are determined by previous events and influences. In the words of Arthur Schopenhauer, “Man can do what he wills, but he cannot will what he wills.”
Does that sound confusing — or ridiculously illogical? Compatibilism isn’t easy to explain. But it seems to jibe with our gut instinct that Bill is morally responsible even though he’s living in a deterministic universe. Dr. Nichols suggests that his experiment with Mark and Bill shows that in our abstract brains we’re incompatibilists, but in our hearts we’re compatibilists.
“This would help explain the persistence of the philosophical dispute over free will and moral responsibility,” Dr. Nichols writes in Science. “Part of the reason that the problem of free will is so resilient is that each philosophical position has a set of psychological mechanisms rooting for it.”
Some scientists like to dismiss the intuitive belief in free will as an exercise in self-delusion — a simple-minded bit of “confabulation,” as Crick put it. But these supposed experts are deluding themselves if they think the question has been resolved. Free will hasn’t been disproved scientifically or philosophically. The more that researchers investigate free will, the more good reasons there are to believe in it.
Quoted: http://www.nytimes.com/2011/03/22/science/22tier.html?ref=science
11 one-ingredient DIY face masks
11 one-ingredient DIY face masks
by Yahoo!Green, on Tue Mar 1, 2011 8:06am PST
By Megan, selected from Intent.com
More from Care2 Green Living blog
We’re making healthy skin even easier for you with one-ingredient, all-natural, DIY facials made from common supplies you can easily find right in the refrigerator shelf or kitchen cabinet. Raiding your pantry is also a great way to save money and cut back on food waste and packaging.
If you want pretty and healthy skin, don’t skimp on the bare-bone basics. Be sure to always drink lots of water and wear sunscreen moisturizer.
1. Honey -- A humectant, honey, attracts and retains moisture, so it's great for anyone who wants to combat dry skin. Use a cloth damp with warm water and pat skin to open pores. Smear honey onto skin and leave on for 15 to 30 minutes. Rinse off with warm water, then pat skin with a cloth dampened in cold water to close pores.
2. Raw egg yolk -- Egg yolks are high in vitamin A, a common ingredient in acne-fighting products. Spread on face and neck and leave on skin for 30 minutes. Rinse with cool water.
3. Raw egg white -- You'll get a lifting effect as the protein in egg whites dries on your skin. Beat egg white until frothy and spread on face. Wait until it dries and rinse off with warm water.
4. Grapes -- They contain powerful antioxidants, called polyphenols, which help combat aging. Cut one grape in half and rub lightly all over face.
5. Banana -- Bananas are one of the most nourishing fruits available because they contain magnesium, potassium, iron, zinc, iodine, folic acid, and vitamins A, B, and E, all of which benefit the skin. Mash one overripe banana and spread onto face. Rinse off after 15 to 30 minutes with warm water.
6. Plain yogurt -- Yogurt contains alpha-hydroxy acids, including lactic acid, which are commonly used to help reduce the appearance of fine wrinkles. It's also rich in B-complex vitamins, including B-5, or panthothenic acid, which is commonly used to promote skin healing. Apply on face after cleansing and leave on for 15 to 20 minutes.
7. Apple cider vinegar -- It has a tonic action that promotes blood circulation in the small capillaries that irrigate the skin. It's also antiseptic, preventing the proliferation of bacteria, viruses, or yeast that trigger infection. Dilute apple cider vinegar with two parts water and apply over face with a cotton ball as a toner after washing face every day and every night.
8. Olive oil -- Olive oil is a source of squalene, a natural moisturizer used in many cosmetics. Natural antioxidants found in olive oil include A and E vitamins, as well as some polyphenols. Dab on lips at bedtime if chapped or leave on face overnight. It can also be used to de-frizz hair.
9. Avocado -- The fruit is rich in vitamins, A, C, E, iron, potassium, niacin, and pantothenic acid and its natural emollients. Mash avocado, then leave on skin for 10 minutes. You can also use it to strengthen and condition your hair.
10. Baking soda -- This pantry staple has a gentle abrasive action. Use as an exfoliant for face by adding to your regular cleanser. It also helps neutralize skin's pH.
11. Milk -- Seriously? Yes, seriously. Like yogurt, it contains lactic acid, an alpha-hydroxy acid that is often used to revitalize skin. Swab on face with cotton ball, leave on until your skin feels tight. Rinse off with warm water. Your skin will feel super-soft afterwards.
By Yumi Sakugawa, Intent.com
Quoted: http://shine.yahoo.com/event/green/11-one-ingredient-diy-face-masks-2460089/
by Yahoo!Green, on Tue Mar 1, 2011 8:06am PST
By Megan, selected from Intent.com
More from Care2 Green Living blog
We’re making healthy skin even easier for you with one-ingredient, all-natural, DIY facials made from common supplies you can easily find right in the refrigerator shelf or kitchen cabinet. Raiding your pantry is also a great way to save money and cut back on food waste and packaging.
If you want pretty and healthy skin, don’t skimp on the bare-bone basics. Be sure to always drink lots of water and wear sunscreen moisturizer.
1. Honey -- A humectant, honey, attracts and retains moisture, so it's great for anyone who wants to combat dry skin. Use a cloth damp with warm water and pat skin to open pores. Smear honey onto skin and leave on for 15 to 30 minutes. Rinse off with warm water, then pat skin with a cloth dampened in cold water to close pores.
2. Raw egg yolk -- Egg yolks are high in vitamin A, a common ingredient in acne-fighting products. Spread on face and neck and leave on skin for 30 minutes. Rinse with cool water.
3. Raw egg white -- You'll get a lifting effect as the protein in egg whites dries on your skin. Beat egg white until frothy and spread on face. Wait until it dries and rinse off with warm water.
4. Grapes -- They contain powerful antioxidants, called polyphenols, which help combat aging. Cut one grape in half and rub lightly all over face.
5. Banana -- Bananas are one of the most nourishing fruits available because they contain magnesium, potassium, iron, zinc, iodine, folic acid, and vitamins A, B, and E, all of which benefit the skin. Mash one overripe banana and spread onto face. Rinse off after 15 to 30 minutes with warm water.
6. Plain yogurt -- Yogurt contains alpha-hydroxy acids, including lactic acid, which are commonly used to help reduce the appearance of fine wrinkles. It's also rich in B-complex vitamins, including B-5, or panthothenic acid, which is commonly used to promote skin healing. Apply on face after cleansing and leave on for 15 to 20 minutes.
7. Apple cider vinegar -- It has a tonic action that promotes blood circulation in the small capillaries that irrigate the skin. It's also antiseptic, preventing the proliferation of bacteria, viruses, or yeast that trigger infection. Dilute apple cider vinegar with two parts water and apply over face with a cotton ball as a toner after washing face every day and every night.
8. Olive oil -- Olive oil is a source of squalene, a natural moisturizer used in many cosmetics. Natural antioxidants found in olive oil include A and E vitamins, as well as some polyphenols. Dab on lips at bedtime if chapped or leave on face overnight. It can also be used to de-frizz hair.
9. Avocado -- The fruit is rich in vitamins, A, C, E, iron, potassium, niacin, and pantothenic acid and its natural emollients. Mash avocado, then leave on skin for 10 minutes. You can also use it to strengthen and condition your hair.
10. Baking soda -- This pantry staple has a gentle abrasive action. Use as an exfoliant for face by adding to your regular cleanser. It also helps neutralize skin's pH.
11. Milk -- Seriously? Yes, seriously. Like yogurt, it contains lactic acid, an alpha-hydroxy acid that is often used to revitalize skin. Swab on face with cotton ball, leave on until your skin feels tight. Rinse off with warm water. Your skin will feel super-soft afterwards.
By Yumi Sakugawa, Intent.com
Quoted: http://shine.yahoo.com/event/green/11-one-ingredient-diy-face-masks-2460089/
Becoming Pleasing to God
Is the life that you have pleasing to God? What if it isn't? John Piper writes, "What if you discovered (like the Pharisees discovered) that you had devoted your whole life to trying to please God, but all the while had been doing things that in God's sight were abominations?" "The LORD detests the sacrifice of the wicked, but the prayer of the upright pleases him (Prov. 15:8)."
God knows our thoughts, our characters, and where our hearts are. He is not afraid of where we are, or what we have become caught up in. He wants to lift us out of whatever troubles we find ourselves in, and bring us to a place that is glorifying to Him. God desires people to worship Him, because Christ really and truly is worthy it.
God emphasizes that our faith is never about what we can do for Him, because He is capable of so much more than we could ever give Him. Christ is interested in where our hearts are, and what we are trying to get from Him. As people, we do not typically want our lives to be difficult. We want our lives to be easy. Christ, however, wants our lives to be holy.
Christ is never interested in lip service, and He knows when we are pretending. If what we think we are doing for Him has burnt us out, then what is the point? If we are the servants of God, and God is love, then we are servants of love. If we are without love, then we are without God.
God delights in us, when we delight in Him.
Living Life
God knows our thoughts, our characters, and where our hearts are. He is not afraid of where we are, or what we have become caught up in. He wants to lift us out of whatever troubles we find ourselves in, and bring us to a place that is glorifying to Him. God desires people to worship Him, because Christ really and truly is worthy it.
God emphasizes that our faith is never about what we can do for Him, because He is capable of so much more than we could ever give Him. Christ is interested in where our hearts are, and what we are trying to get from Him. As people, we do not typically want our lives to be difficult. We want our lives to be easy. Christ, however, wants our lives to be holy.
Christ is never interested in lip service, and He knows when we are pretending. If what we think we are doing for Him has burnt us out, then what is the point? If we are the servants of God, and God is love, then we are servants of love. If we are without love, then we are without God.
God delights in us, when we delight in Him.
Living Life
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