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125 Remote Work Essay Topic Ideas & Examples

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Remote work has become increasingly popular in recent years, with more and more companies offering flexible work arrangements for their employees. As a result, many individuals are now able to work from the comfort of their own homes, or from any location of their choosing. This shift towards remote work has sparked a growing interest in the topic, leading to a wealth of research and discussion on the subject.

If you're a student or professional looking to explore the concept of remote work further, you may be considering writing an essay on the topic. To help get you started, we've compiled a list of 125 remote work essay topic ideas and examples to inspire your writing:

• The benefits and challenges of remote work
• The impact of remote work on work-life balance
• The future of remote work post-pandemic
• The role of technology in enabling remote work
• The psychological effects of remote work on employees
• The effects of remote work on company culture
• Remote work vs. traditional office work: a comparison
• The gig economy and remote work
• The pros and cons of working remotely as a freelancer
• Remote work and mental health: exploring the link
• Remote work and productivity: does it really work?
• The impact of remote work on employee engagement
• Remote work and the environment: a sustainable option?
• The legal implications of remote work for employers
• Remote work and job satisfaction: are remote workers happier?
• The challenges of managing remote teams
• Remote work and diversity and inclusion initiatives
• The impact of remote work on career advancement
• Remote work and the future of urbanization
• The social implications of remote work for society
• The effects of remote work on creativity and innovation
• Remote work and the gig economy: the rise of freelancing
• The impact of remote work on employee turnover
• Remote work and the digital nomad lifestyle
• The role of communication in successful remote work
• The effects of remote work on employee well-being
• Remote work and the future of workspaces
• The impact of remote work on team collaboration
• Remote work and the gig economy: a match made in heaven?
• The challenges of remote work for introverted employees
• Remote work and the future of work-life balance
• The impact of remote work on employee motivation
• Remote work and the rise of the virtual office
• The effects of remote work on employee creativity
• Remote work and the future of organizational structure
• The impact of remote work on employee engagement and retention
• Remote work and the future of office design
• The challenges of managing remote employees
• Remote work and the future of team dynamics
• The impact of remote work on employee autonomy
• Remote work and the future of employee benefits
• The effects of remote work on employee performance
• Remote work and the future of employee recognition
• The challenges of remote work for extroverted employees
• Remote work and the future of employee training and development
• The impact of remote work on employee satisfaction
• Remote work and the future of work-life integration
• The effects of remote work on employee stress levels
• Remote work and the future of flexible work arrangements
• The challenges of remote work for employees with disabilities
• Remote work and the future of remote team building
• The impact of remote work on employee burnout
• Remote work and the future of remote work policies
• The effects of remote work on employee creativity and innovation
• Remote work and the future of remote work technology
• The challenges of remote work for employees with children
• Remote work and the future of remote work culture
• The impact of remote work on employee performance and productivity
• Remote work and the future of remote work security
• The effects of remote work on employee communication and collaboration
• Remote work and the future of remote work tools
• The challenges of remote work for employees with mental health issues
• Remote work and the future of remote work trends
• The impact of remote work on employee health and well-being
• Remote work and the future of remote work training
• The effects of remote work on employee engagement and satisfaction
• Remote work and the future of remote work benefits
• The challenges of remote work for employees with chronic illnesses
• Remote work and the future of remote work performance
• The impact of remote work on employee happiness and fulfillment
• Remote work and the future of remote work management
• The effects of remote work on employee motivation and morale
• Remote work and the future of remote work communication
• The challenges of remote work for employees with caregiving responsibilities
• Remote work and the future of remote work collaboration
• The impact of remote work on employee autonomy and independence
• Remote work and the future of remote work flexibility
• The effects of remote work on employee performance and productivity
• Remote work and the future of remote work efficiency
• The challenges of remote work for employees with social anxiety
• Remote work and the future of remote work innovation
• The impact of remote work on employee engagement and commitment
• Remote work and the future of remote work sustainability
• The effects of remote work on employee communication and teamwork
• Remote work and the future of remote work culture and values
• The challenges of remote work for employees with communication barriers
• Remote work and the future of remote work benefits and perks
• The impact of remote work on employee satisfaction and well-being
• Remote work and the future of remote work technology and tools
• The effects of remote work on employee motivation and job satisfaction
• Remote work and the future of remote work training and development
• The challenges of remote work for employees with physical disabilities
• Remote work and the future of remote work policies and procedures
• Remote work and the future of remote work security and privacy
• Remote work and the future of remote work trends and predictions
• Remote work and the future of remote work benefits and incentives
• The impact of remote work on employee engagement and satisfaction
• Remote work and the future of remote work management and leadership
• Remote work and the future of remote work communication and connectivity
• Remote work and the future of remote work collaboration and teamwork
• Remote work and the future of remote work flexibility and adaptability
• Remote work and the future of remote work efficiency and effectiveness
• The challenges of remote work for employees with social anxiety and introversion
• Remote work and the future of remote work innovation and creativity
• Remote work and the future of remote work sustainability and environmental impact
• The challenges of remote work for employees with communication barriers and language differences
• The challenges of remote work for employees with physical disabilities and health conditions

These essay topics cover a wide range of aspects related to remote work, offering plenty of opportunities for exploration and analysis. Whether you're interested in the psychological effects of remote work on employees, the impact of technology on remote work, or the future trends and predictions in the remote work landscape, there's sure to be a topic on this list that piques your interest.

As you delve into your research and writing, be sure to consider the latest research, trends, and best practices in the field of remote work. By staying informed and engaged with the topic, you'll be well-equipped to produce a compelling and insightful essay on remote work that sheds light on this increasingly important aspect of the modern work environment.

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What’s next for remote work: An analysis of 2,000 tasks, 800 jobs, and nine countries

For many workers, COVID-19’s impact has depended greatly on one question: Can I work from home or am I tethered to my workplace? Quarantines, lockdowns, and self-imposed isolation have pushed tens of millions around the world to work from home, accelerating a workplace experiment that had struggled to gain traction before COVID-19 hit.

Now, well into the pandemic, the limitations and the benefits of remote work are clearer. Although many people are returning to the workplace as economies reopen—the majority could not work remotely at all—executives have indicated in surveys that hybrid models of remote work  for some employees are here to stay. The virus has broken through cultural and technological barriers that prevented remote work in the past, setting in motion a structural shift in where work takes place, at least for some people.

Now that vaccines are awaiting approval, the question looms: To what extent will remote work persist ? In this article, we assess the possibility for various work activities to be performed remotely. Building on the McKinsey Global Institute’s body of work on automation, AI, and the future of work, we extend our models to consider where work is performed. 1 The future of work in Europe: Automation, workforce transitions, and the future geography of work , McKinsey Global Institute, June 2020; The future of work in America: People and places, today and tomorrow , McKinsey Global Institute, July 2019; Jobs lost, jobs gained: Workforce transitions in a time of automation , McKinsey Global Institute, December 2017. Our analysis finds that the potential for remote work is highly concentrated among highly skilled, highly educated workers in a handful of industries, occupations, and geographies.

More than 20 percent of the workforce could work remotely three to five days a week as effectively as they could if working from an office. If remote work took hold at that level, that would mean three to four times as many people working from home than before the pandemic and would have a profound impact on urban economies, transportation, and consumer spending, among other things.

The virus has broken through cultural and technological barriers that prevented remote work in the past, setting in motion a structural shift in where work takes place, at least for some people.

More than half the workforce, however, has little or no opportunity for remote work. Some of their jobs require collaborating with others or using specialized machinery; other jobs, such as conducting CT scans, must be done on location; and some, such as making deliveries, are performed while out and about. Many of such jobs are low wage and more at risk from broad trends such as automation and digitization. Remote work thus risks accentuating inequalities at a social level.

The potential for remote work is determined by tasks and activities, not occupations

Remote work raises a vast array of issues and challenges for employees and employers. Companies are pondering how best to deliver coaching remotely and how to configure workspaces to enhance employee safety, among a host of other thorny questions raised by COVID-19. For their part, employees are struggling to find the best home-work balance and equip themselves for working and collaborating remotely.

In this article, however, we aim to granularly define the activities and occupations that can be done from home to better understand the future staying power of remote work. We have analyzed the potential for remote work—or work that doesn’t require interpersonal interaction or a physical presence at a specific worksite—in a range of countries, China, France, Germany, India, Japan, Mexico, Spain, the United Kingdom, and the United States. We used MGI’s workforce model based on the Occupational Information Network (O*NET) to analyze more than 2,000 activities in more than 800 occupations and identify which activities and occupations have the greatest potential for remote work.

The potential for remote work depends on the mix of activities undertaken in each occupation and on their physical, spatial, and interpersonal context. We first assessed the theoretical extent to which an activity can be done remotely. This depends on whether a worker needs to be physically present on-site to do a task, interact with others, or use location-specific machinery or equipment.

Many physical or manual activities, as well as those that require use of fixed equipment, cannot be done remotely. These include providing care, operating machinery, using lab equipment, and processing customer transactions in stores. In contrast, activities such as information gathering and processing, communicating with others, teaching and counseling, and coding data can theoretically be done remotely.

Additionally, employers have found during the pandemic that although some tasks can be done remotely in a crisis, they are much more effectively done in person. These activities include coaching, counseling, and providing advice and feedback; building customer and colleague relationships; bringing new employees into a company; negotiating and making critical decisions; teaching and training; and work that benefits from collaboration, such as innovation, problem-solving, and creativity. If onboarding were to be done remotely, for instance, it would require significant rethinking of the activity to produce outcomes similar to those achieved in person.

For instance, while teaching has moved to remote work during the pandemic, parents and teachers alike say that quality has suffered. Similarly, courtrooms have functioned remotely but are unlikely to remain online going forward out of concern for legal rights and equity—some defendants lack adequate connectivity and lawyers, and judges worry about missing nonverbal cues in video conferences.

So we have devised two metrics for remote work potential: the maximum potential, including all activities that theoretically can be performed remotely, and a lower bound for the effective potential for remote work, which excludes activities that have a clear benefit from being done in person (Exhibit 1).

To determine the overall potential for remote work for jobs and sectors, we use the time spent on different activities within occupations. We find that remote work potential is concentrated in a few sectors. Finance and insurance has the highest potential, with three-quarters of time spent on activities that can be done remotely without a loss of productivity. Management, business services, and information technology have the next highest potential, all with more than half of employee time spent on activities that could effectively be done remotely (Exhibit 2). These sectors are characterized by a high share of workers with college degrees or higher.

Remote work potential is higher in advanced economies

The potential for remote work varies across countries, a reflection of their sector, occupation, and activity mix. Business and financial services are a large share of the UK economy, for example, and it has the highest potential for remote work among the countries we examined. Its workforce could theoretically work remotely one-third of the time without a loss of productivity, or almost half the time but with diminished productivity. (Exhibit 3). Other advanced economies are not far behind; their workforces could dedicate 28 to 30 percent of the time to working remotely without losing productivity.

In emerging economies, employment is skewed toward occupations that require physical and manual activities in sectors like agriculture and manufacturing. The potential for time spent on remote work drops to 12 to 26 percent in the emerging economies we assessed. In India, for instance, the workforce could spend just 12 percent of the time working remotely without losing effectiveness. Although India is known globally for its high-tech and financial services industries, the vast majority of its workforce of 464 million is employed in occupations like retail services and agriculture that cannot be done remotely.

Although India is known globally for its high-tech and financial services industries, the vast majority of its workforce of 464 million is employed in occupations like retail services and agriculture that cannot be done remotely.

A hybrid model that combines some remote work with work in an office is possible for occupations with high remote work potential

For most workers, some activities during a typical day lend themselves to remote work, while the rest of their tasks require their on-site physical presence. In the US workforce, we find that just 22 percent of employees can work remotely between three and five days a week without affecting productivity, while only 5 percent could do so in India. In contrast, 61 percent of the workforce in the United States can work no more than a few hours a week remotely or not at all. The remaining 17 percent of the workforce could work remotely partially, between one and three days per week (Exhibit 4).

Consider a floral designer. We estimate that between half and one-quarter of his job can be done remotely. He can take orders by phone or online and contract for delivery through an app, but floral arrangement itself requires being in a shop where the flowers are stored in a refrigerated case and ribbons, moss, vases, and other materials used to create a floral design are at hand. To make a floral designer’s job more remote would require dividing his various tasks among all employees in a flower shop. In contrast, credit analysts, database administrators, and tax preparers, among others, can do virtually all of their work remotely. In general, workers whose jobs require cognitive thinking and problem solving, managing and developing people, and data processing have the greatest potential to work from home. These employees also tend to be among the highest paid.

The ability to work remotely also depends on the need to use specialized equipment. According to our analysis, a chemical technician could work remotely only a quarter of the time because much of her work must be done in a lab housing the equipment she needs. Among healthcare occupations, general practitioners who can use digital technologies to communicate with patients have a much greater potential for remote work than surgeons and x-ray technicians, who need advanced equipment and tools to do their work. Thus, among health professionals overall, the effective remote work potential is just 11 percent.

Even for the same activity, the context in which a job is done matters. Consider the activity “analyzing data or information,” which can be done remotely by a statistician or financial analyst but not by a surveyor. Crime scene analysts and workers who analyze consumer trends both engage in what O*NET describes as “getting, processing, analyzing, documenting and interpreting information,” but the former must go to the location of, say, a murder while the latter can do his work in front of a computer at home. A travel agent can calculate the cost of goods or services from a kitchen table, but a grocery clerk does that from behind a counter in a store.

And then there are jobs that require workers to be on-site or in person more than four days a week. Due to the physical nature of most of their work activities, occupations such as transportation, food services, property maintenance, and agriculture offer little or no opportunity for remote work. Building inspectors must go to a building or construction site. Nursing assistants must work in a healthcare facility. Many jobs declared essential by governments during the pandemic—nursing, building maintenance, and garbage collection, for example—fall into this category of jobs with low remote work potential.

This mixed pattern of remote and physical activities of each occupation helps explain the results of a recent McKinsey survey of 800 corporate executives  around the world. Across all sectors, 38 percent of respondents expect their remote employees to work two or more days a week away from the office after the pandemic, compared to 22 percent of respondents surveyed before the pandemic. But just 19 percent of respondents to the most recent survey said they expected employees to work three or more days remotely. This suggests that executives anticipate operating their businesses with a hybrid model  of some sort, with employees working remotely and from an office during the workweek. JPMorgan already has a plan for its 60,950 employees to work from home one or two weeks a month or two days a week, depending on the line of business.

Hybrid remote work has important implications for urban economies

Currently, only a small share of the workforce in advanced economies—typically between 5 and 7 percent—regularly works from home. A shift to 15 to 20 percent of workers spending more time at home and less in the office could have profound impacts on urban economies. More people working remotely means fewer people commuting between home and work every day or traveling to different locations for work. This could have significant economic consequences, including on transportation, gasoline and auto sales, restaurants and retail in urban centers, demand for office real estate, and other consumption patterns.

A McKinsey survey of office space managers conducted in May found that after the pandemic, they expect a 36 percent increase in worktime outside their offices, affecting main offices and satellite locations. This means companies will need less office space, and several are already planning to reduce real estate expenses. Moody’s Analytics predicts that the office vacancy rate in the United States will climb to 19.4 percent, compared to 16.8 percent at the end of 2019, and rise to 20.2 percent by the end of 2022. A survey of 248 US chief operating officers found that one-third plan to reduce office space in the coming years as leases expire.

The impact of that will reverberate through the restaurants and bars, shops, and services businesses that cater to office workers and will put a dent in some state and local tax revenues. For example, REI plans to sell off its new corporate headquarters before even moving in and instead begin operating from satellite offices. In contrast, Amazon recently signed leases for a total of 900,000 feet of office space in six cities around the United States, citing the lack of spontaneity in virtual teamwork.

As tech companies announced plans for permanent remote work options, the median price of a one-bedroom rental in San Francisco dropped 24.2 percent compared to a year ago, while in New York City, which had roughly 28,000 residents in every square mile at the start of 2020, 15,000 rental apartments were empty in September, the most vacancies in recorded history.

Nor is residential real estate immune from the impact of remote work. As tech companies announced plans for permanent remote work options, the median price of a one-bedroom rental in San Francisco dropped 24.2 percent compared to a year ago, while in New York City, which had roughly 28,000 residents in every square mile at the start of 2020, 15,000 rental apartments were empty in September, the most vacancies in recorded history. Conversely, bidding wars are breaking out in suburbs and smaller cities as remote workers seek less harried, less expensive lifestyles and homes with a room that can serve as an office or gym—though it is unclear how successful companies will be with workers scattered in far-flung locales.

Remote workers may also shift consumption patterns. Less money spent on transportation, lunch, and wardrobes suitable for the office may be shifted to other uses. Sales of home office equipment, digital tools, and enhanced connectivity gear have boomed.

Whether the shift to remote work translates into spreading prosperity to smaller cities remains to be seen. Previous MGI research in the United States and Europe has shown a trend toward greater geographic concentration of work  in megacities like London and New York and high-growth hubs, including Seattle and Amsterdam . These locales have attracted many of the same type of younger, highly educated workers who can best work remotely. It remains to be seen whether the shift to remote work slows that trend, or whether the most vibrant cities remain magnets for such people.

Organizations will have to adjust their practices to capture potential productivity gains from remote work

Is remote work good for productivity? Ultimately, the answer may determine its popularity, especially given the long period of waning labor productivity  that preceded the pandemic. So far, there is scant clarity—and widespread contradiction—about the productivity impact. Some 41 percent of employees who responded to a McKinsey consumer survey in May said they were more productive working remotely than in the office. As employees have gained experience working remotely during the pandemic, their confidence in their productivity has grown, with the number of people saying they worked more productively increasing by 45 percent from April to May.

With nine months of experience under their belts, more employers are seeing somewhat better productivity from their remote workers. Interviews with chief executives about remote work elicited a mixed range of opinions. Some express confidence that remote work can continue, while others say they see few positives to remote work.

With nine months of experience under their belts, more employers are seeing somewhat better productivity from their remote workers.

One impediment to productivity may be connectivity. A researcher at Stanford University found that only 65 percent of Americans surveyed said they had fast enough internet service to support viable video calls, and in many parts of the developing world, the connectivity infrastructure is sparse or nonexistent. Developing digital infrastructure will require significant public and private investment.

For women in particular, remote work is a mixed blessing. It boosts flexibility—not needing to be physically co-located with fellow workers enables independent work and more flexible hours—as well as productivity, with less time wasted commuting. Yet remote work also may increase gender disparity in the workplace, exacerbating the regressive effects of COVID-19. The female workforce in many economies is more highly concentrated in occupational clusters like healthcare, food services, and customer service that have relatively low potential for remote work. Previous MGI research on gender parity found that jobs held by women are 19 percent more at risk than jobs held by men simply because women are disproportionately represented in sectors most negatively affected by COVID-19.

Some forms of remote work are likely to persist long after COVID-19 is conquered. This will require many shifts, such as investment in digital infrastructure, freeing up office space, and the structural transformation of cities, food services, commercial real estate, and retail. It also risks accentuating inequalities and creating new psychological and emotional stresses among employees, including from isolation. For most companies, having employees work outside the office  will require reinventing many processes and policies. How long before someone invents the virtual watercooler?

The authors wish to thank Olivia Robinson, Gurneet Singh Dandona, and Alok Singh for their contributions to this article.

This article was edited by Stephanie Strom, a senior editor at the McKinsey Global Institute.

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IELTS Essay: Remote Natural Environments

by Dave | Real Past Tests | 12 Comments

This is an IELTS writing task 2 sample answer essay on the topic of remote natural environments from the real IELTS exam.

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IELTS Essay: Internet News

It is now possible for scientists and tourists to travel to remote natural environments, such as the South Pole.

Do the advantages of this development outweigh the disadvantages?

The ability to travel to remote destinations such as the arctic and various islands contains advantages related to travel and research as well as disadvantages regarding environmental preservation. In my opinion, the pros decisively outweigh the cons.

On the one hand, the tradeoffs of being able to travel to remote areas are environmental. Most remote locations are untouched by the rapid industrialization of the last two centuries and despite the best efforts of local governments there is likely to be some contamination from tourism. A good example of this would be various South Pacific islands. The Philippine archipelago in particular is a popular tourist destination and this has resulted in increased litter and development of the natural environment for tourist friendly infrastructure such as hotels and restaurants. Similarly, the cultural environment for locals is at risk. Numerous indigenous cultures struggle to maintain their unique heritage as foreigners and modern products pour into previously isolated regions.

On the other hand, the main positives relate to travel for pleasure and research. Locations that are not currently occupied by traditional societies were effectively without purpose. Many of them, ranging from remote islands to terrain with inhospitable weather such as Mt. Everest, now offer attractive experiences for the intrepid traveller. For researchers, the benefits are even more tangible. The best known example of this was the Galapagos islands where Darwin sailed more than a hundred years ago conducted foundational research for his theory of evolution. Since then, the ability to explore new areas has resulted in thousands of discoveries and advances related to archaeology, medicine, marine life, and the environment.

In conclusion, despite the injurious impacts of tourism, it is my strong belief that the opening up of unexplored regions is a net positive. However, governments must still regulate such travel to mitigate the inherent dangers.

1. The ability to travel to remote destinations such as the arctic and various islands contains advantages related to travel and research as well as disadvantages regarding environmental preservation. 2. In my opinion, the pros decisively outweigh the cons.

• Paraphrase the overall essay topic.
• Write a clear opinion. Read more about introductions here .

1. On the one hand, the tradeoffs of being able to travel to remote areas are environmental. 2. Most remote locations are untouched by the rapid industrialization of the last two centuries and despite the best efforts of local governments there is likely to be some contamination from tourism. 3. A good example of this would be various South Pacific islands. 4. The Philippine archipelago in particular is a popular tourist destination and this has resulted in increased litter and development of the natural environment for tourist friendly infrastructure such as hotels and restaurants. 5. Similarly, the cultural environment for locals is at risk. 6. Numerous indigenous cultures struggle to maintain their unique heritage as foreigners and modern products pour into previously isolated regions.

• Write a topic sentence with a clear main idea at the end.
• Explain your main idea.
• Develop it with specific examples.
• Continue to develop it.
• Switch to a second disadvantage.
• Develop it even more fully if possible.

1. On the other hand, the main positives relate to travel for pleasure and research. 2. Locations that are not currently occupied by traditional societies were effectively without purpose. 3. Many of them, ranging from remote islands to terrain with inhospitable weather such as Mt. Everest, now offer attractive experiences for the intrepid traveller. 4. For researchers, the benefits are even more tangible. 5. The best known example of this was the Galapagos islands where Darwin sailed more than a hundred years ago conducted foundational research for his theory of evolution. 6. Since then, the ability to explore new areas has resulted in thousands of discoveries and advances related to archaeology, medicine, marine life, and the environment.

• Write a new topic sentence with a new main idea at the end.
• Explain your new main idea.
• Include specific details and examples.
• Swtich to the second advantage.
• Develop this one.
• Add on any extra detail that you can that is related for a better task achievement score.

1. In conclusion, despite the injurious impacts of tourism, it is my strong belief that the opening up of unexplored regions is a net positive. 2. However, governments must still regulate such travel to mitigate the inherent dangers.

• Summarise your main ideas.
• Include a final thought. Read more about conclusions here .

What do the words in bold below mean? Make some notes and then check below.

The ability to travel to remote destinations such as the arctic and various islands contains advantages related to travel and research as well as disadvantages regarding environmental preservation . In my opinion, the pros decisively outweigh the cons .

On the one hand , the tradeoffs of being able to travel to remote areas are environmental. Most remote locations are untouched by the rapid industrialization of the last two centuries and despite the best efforts of local governments there is likely to be some contamination from tourism. A good example of this would be various South Pacific islands . The Philippine archipelago in particular is a popular tourist destination and this has resulted in increased litter and development of the natural environment for tourist friendly infrastructure such as hotels and restaurants. Similarly , the cultural environment for locals is at risk . Numerous indigenous cultures struggle to maintain their unique heritage as foreigners and modern products pour into previously isolated regions .

On the other hand , the main positives relate to travel for pleasure and research . Locations that are not currently occupied by traditional societies were effectively without purpose . Many of them, ranging from remote islands to terrain with inhospitable weather such as Mt. Everest, now offer attractive experiences for the intrepid traveller . For researchers , the benefits are even more tangible . The best known example of this was the Galapagos islands where Darwin sailed more than a hundred years ago conducted foundational research for his theory of evolution . Since then, the ability to explore new areas has resulted in thousands of discoveries and advances related to archaeology , medicine , marine life , and the environment .

In conclusion, despite the injurious impacts of tourism, it is my strong belief that the opening up of unexplored regions is a net positive . However, governments must still regulate such travel to mitigate the inherent dangers .

remote destinations places far away

arctic near Antarctica

contains has

regarding as it concerns

preservation keeping safe

pros advantages

decisively outweigh definitely stronger than

cons disadvantages

on the one hand on one side

tradeoffs downsides

untouched never developed

rapid industrialization lots of machines, etc.

best efforts trying their hardest

local governments the countries themselves

contamination hurting

various South Pacific islands small islands in the Pacific ocean

Philippine archipelago the islands around the Philippines

popular tourist destination place tourists go

infrastructure buildings, roads, etc.

similarly relatedly

cultural environment the culture, traditions

risk threat

numerous indigenous cultures many native peoples

struggle try hard

maintain their unique heritage preserve traditions

foreigners people from other countries

pour into put a lot into

isolated regions places far away

on the other hand however

positives advantages

research studies

currently occupied right now those living there

traditional societies old cultures

effectively without purpose essentially no reason

ranging from including

terrain land

inhospitable weather bad weather

offer attractive experiences make people want to go there

intrepid traveller adventurous people

researchers scientists

tangible real

Galapagos islands some remote islands

sailed went by boat

conducted foundational research important studies

theory of evolution idea that we evolved from animals

resulted in caused

discoveries found out that

archaeology bones, artifacts

medicine medical science

marine life sea animals

environment nature

injurious hurts

strong belief powerful conviction

opening up allowing people in

unexplored regions places people have not been

net positive overall good

regulate keep in check

mitigate control

inherent dangers risks sure to come up

Pronunciation

Practice saying the vocabulary below and use this tip about Google voice search :

rɪˈməʊt ˌdɛstɪˈneɪʃənz   ˈɑːktɪk   kənˈteɪnz   rɪˈgɑːdɪŋ   ˌprɛzə(ː)ˈveɪʃən prəʊz   dɪˈsaɪsɪvli aʊtˈweɪ   kɒnz ɒn ðə wʌn hænd   treɪd ɒfs   ʌnˈtʌʧt   ˈræpɪd ɪnˌdʌstrɪəlaɪˈzeɪʃən   bɛst ˈɛfəts   ˈləʊkəl ˈgʌvnmənts   kənˌtæmɪˈneɪʃən   ˈveərɪəs saʊθ pəˈsɪfɪk ˈaɪləndz   ˈfɪlɪˌpiːn ˌɑːkɪˈpɛləgəʊ   ˈpɒpjʊlə ˈtʊərɪst ˌdɛstɪˈneɪʃən   ˈɪnfrəˌstrʌkʧə   ˈsɪmɪləli , ˈkʌlʧərəl ɪnˈvaɪərənmənt   rɪsk ˈnjuːmərəs ɪnˈdɪʤɪnəs ˈkʌlʧəz   ˈstrʌgl   meɪnˈteɪn ðeə juːˈniːk ˈhɛrɪtɪʤ   ˈfɒrɪnəz   pɔːr ˈɪntuː   ˈaɪsəleɪtɪd ˈriːʤənz ɒn ði ˈʌðə hænd   ˈpɒzətɪvz   rɪˈsɜːʧ ˈkʌrəntli ˈɒkjʊpaɪd   trəˈdɪʃənl səˈsaɪətiz   ɪˈfɛktɪvli wɪˈðaʊt ˈpɜːpəs ˈreɪnʤɪŋ frɒm   təˈreɪn   ɪnˈhɒspɪtəbl ˈwɛðə   ˈɒfər əˈtræktɪv ɪksˈpɪərɪənsɪz   ɪnˈtrɛpɪd ˈtræv(ə)lə   rɪˈsɜːʧəz ˈtænʤəbl gəlæpəgəʊs ˈaɪləndz   seɪld   kənˈdʌktɪd faʊnˈdeɪʃən(ə)l rɪˈsɜːʧ   ˈθɪəri ɒv ˌiːvəˈluːʃən rɪˈzʌltɪd ɪn   dɪsˈkʌvəriz   ˌɑːkɪˈɒləʤi ˈmɛdsɪn məˈriːn laɪf ɪnˈvaɪərənmənt ɪnˈʤʊərɪəs   strɒŋ bɪˈliːf   ˈəʊpnɪŋ ʌp   ˌʌnɪksˈplɔːd ˈriːʤənz   nɛt ˈpɒzətɪv ˈrɛgjʊleɪt   ˈmɪtɪgeɪt   ɪnˈhɪərənt ˈdeɪnʤəz

Vocabulary Practice

I recommend getting a pencil and piece of paper because that aids memory. Then write down the missing vocabulary from my sample answer in your notebook:

The ability to travel to r____________________s such as the a______c and various islands c________s advantages related to travel and research as well as disadvantages r____________g environmental p_______________n . In my opinion, the p____________________________h the c___s .

O______________________d , the t______________s of being able to travel to remote areas are environmental. Most remote locations are u____________d by the r_______________________n of the last two centuries and despite the b________________s of l__________________s there is likely to be some c_________________n from tourism. A good example of this would be v__________________________s . The P_____________________o in particular is a p______________________n and this has resulted in increased litter and development of the natural environment for tourist friendly i_____________________e such as hotels and restaurants. S____________y , the c__________________________t for locals is at r_____k . N___________________________________s s___________e to m_________________________________e as f_____________s and modern products p_____________o previously i___________________s .

O________________________d , the main p______________s relate to travel for pleasure and r_________________h . Locations that are not c_______________________________d by t______________________________s were e______________________________e . Many of them, r_________________m remote islands to t_________n with i______________________________r such as Mt. Everest, now o_____________________________s for the i______________________r . For r___________________s , the benefits are even more t_____________e . The best known example of this was the G________________s where Darwin s__________d more than a hundred years ago c____________________________________h for his t___________________n . Since then, the ability to explore new areas has r______________n thousands of d____________________s and advances related to a___________________y , m__________e , m____________e , and the e_________________t .

In conclusion, despite the i_______________s impacts of tourism, it is my s________________f that the o__________________p of u_______________________s is a n_____________________e . However, governments must still r____________e such travel to m___________e the i______________________s .

Listening Practice

Learn more about this topic in the video below and practice with these activities :

https://www.youtube.com/watch?v=f41cJy7wzIk&ab_channel=InterestingFacts

Speaking Practice

Practice with the following speaking questions from the real IELTS speaking exam :

• Are there many places in your hometown to see nice scenery?
• When you travel, do you stay in rooms with good views?
• Would you like to live in a house with beautiful scenery around it?
• Why do people like taking pictures of the scenery?

Writing Practice

Practice with the related topic below and then check with my sample answer:

Nowadays many people travel to foreign countries for pleasure. Some believe this travel has a negative impact on the countries travelled to.

To what extent do you agree or disagree?

IELTS Essay: Travelling for Pleasure

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12 Comments

Is Arctic in North Pole and Antarctica in South Pole? Then how come Arctic become near Antarctica

Haha, yes you are right – the arctic is in the North…

Sir, I have a doubt.. you said pros decisively outweigh the cons.. so that means there are more advantages than disadvantages.. is it? So we should give more points for advantages. Right?. but here you gave 2 points in each case.. I am really confused. In this case did you fulfilled the task achievement

Thanks for the great question!

I did that deliberately and if you notice carefully at the beginning of each paragraph I have a more general main idea that I then break down to mention at least 2 advantages/disadvantages.

That is a trick to make sure you get the highest mark possible for task achievement.

Is that clear?

If we are doing that it will be like a balanced approach is it? After reading several times I felt like you are giving equal importance. I am afraid is it due to my lack of understanding or not.

Yes, it is fine to give them equal importance as long as you choose one as the overall winner.

In this modern era, researches and travelers are able to visit remote areas of the nature like Antartica. In my opinion, it is a positive development because the scientist will get more information about the nature and travel enthusiast can explore the earth to the fullest.

can you tell me whether this introduction is correct or not?

That’s fine! I tend to write about both sides but writing about one side like that is fine and your main ideas are clear!

Keep it up!

Sir, thank you for the reply… Tomorrow is my exam.. I hope I will rock the exam…

Best of luck and let us know how it goes!

Thank you sir, I got the results and I got 6.5 in writing and overall 7

Great – congratulations! You should be proud of those marks!

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The Case for Remote Work

The shift to remote work represents perhaps the single greatest modern opportunity to improve your company's happiness, diversity, economics, productivity, agility, talent pool and environmental impact. It's easier to do now than ever, and the world's most innovative companies are adopting it at an unprecedented rate. But while this may be an incredible opportunity for companies that embrace remote work, it's also poised to become an existential threat to companies that don't.

I believe that offices are a fundamentally antiquated concept. So in 2016, I sold nearly all of my belongings, moved to Brazil , and officially started working remote. I traveled, met and worked with some incredible people, and grew dramatically as a person and professional. A few years later, I moved to Silicon Valley and returned to an office.

Through this experience of oscillating between having an office and not, I've developed a deep appreciation for the impact that flexible work arrangements can have on individuals, companies, and society as a whole. And while remote work has become a more and more common reality, it has also been met with deep resistance and misconception.

This is not a trend; it's a conscious shift

It's very easy to treat remote work like it's just another "ping pong table" or "nap room". That is to say, it's easy to view it as a trendy Silicon Valley job perk. But it's not; it is a fundamental shift in the way that humans work and live, and it's bigger than any single company or industry.

69% of U.S. companies offer flexible work arrangements today, amounting to an increase of 173% since 2005 alone. 66% of knowledge workers and 71% of Millennials believe the office will be obsolete by 2030 . This shift represents perhaps the single greatest modern opportunity to improve your company's happiness, diversity, economics, productivity, agility, talent pool and environmental impact. All in one move.

Remote work makes people happy. 71% of remote workers say they're happy in their job, compared to only 55% of office workers. Over 80% of U.S. workers say that working remotely would make them happier. 91% of remote workers are glad they went remote, citing a better work-life balance, more time with family, and no commute as major contributors to their happiness.

While studying what makes people happy, researchers at Princeton found that commutes were the biggest detractor and family relationships were the biggest contributor to general human happiness and psychological health. The top reason people move is for work , and the top reason they don't is for family . Simply put, offices separate families. They force people to move away from home and spend an unnecessary amount of time just going to and from the office.

In San Francisco, over a lifetime, if you commute 3-4 days a week, you're talking about giving up 500 days of your life to commuting. – Scott Mautz, Senior Executive at Procter & Gamble

The average commute time in the U.S. is 50 minutes , and has been steadily on the rise for the past five decades. This means the average commuter loses 9 days of their life per year to the commute. But that's not all they lose. Couples with commutes longer than 45 minutes are 40% likelier to divorce. Lengthy commuters experience more recurring back and neck pain, sleep and exercise less, and eat more fast food.

A 20 minute commute increase has the same negative effect on job satisfaction as a 19% pay decrease , and one in four people have quit their job because of their commute. Robert Putnam, a political scientist at Harvard, estimates that every 10 minutes spent commuting results in 10% fewer social connections at work.

Remote work is inclusive. Modern companies strive to champion diversity and inclusion, but are severely limited by the office, which excludes entire populations from the workforce by imposing geographic, economic, physical and cultural restrictions, among others. "Anybody can work here, including you, so long as you live in this country, in this state, in this city, which is invariably expensive and couldn't be further away from your family and culture..."

Remote work removes these restrictions and opens doors for women, minorities, parents, people with disabilities and more. Across virtually all categories, diverse candidates say that flexible work is the top benefit they desire. Women are significantly more likely than men to prefer remote work, and they're more likely to quit a job because it doesn't offer remote work. They also experience more harassment in an office setting, and are disproportionately affected by the lack of privacy that offices afford. Minorities are less likely to live in top job markets, and are given more access to opportunities when companies support remote work. More than one-third of remote workers are parents who decided to go remote so they could care for their children.

‍ 463,000 disabled Americans currently work from home, and 83% of them wouldn't be able to work from an office. Even so, only 7.1% of disabled Americans have been able to secure remote roles, while 81% are unemployed today. Remote work makes it possible for people like Matthew Ramir, a developer with cerebral palsy who once broke his ankle while commuting, to do his job safely, comfortably and confidently.

Being able to work from home is a huge stress relief. It gives me a lot of confidence that I'm able to function as a normal employee and be able to navigate the workplace with that disability. – Matthew Ramir, remote developer with cerebral palsy

From military spouses and veterans, to senior citizens, to introverts and people with social anxiety, remote work allows for accessible, enjoyable, and personalized work arrangements which respect the nuances of the individual. It broadens the talent pool, enabling companies to hire people they never would have previously had access to, regardless of identity, socioeconomic status, physical ability or location.

Speaking of location, geographic diversity is often overlooked, but the reality is that human cognition and creativity are inextricably linked to physical environments. When everyone is in the same environment, as they are in an office, their thoughts are homogenized. Remote work allows the space for diverse and creative thought, and in doing so, helps companies develop truly global mindsets. It's one thing to empathize with someone , it's another thing to be someone . To live in the community, speak the language, and share the emotions of the people you build for. The only way to do that is with a diverse, distributed team.

Remote work enriches companies, employees & economies. Multiple studies have shown that by 2030, the US could see an economic boost of $4.5 trillion annually from flexible working alone, with much of that benefitting the people and communities that need it the most, like minorities and women, the unemployed and underemployed, and the vast number of underdeveloped rural communities across the country. But going remote doesn't just boost the economy. It also saves employees and companies a ton of money.

Apple spent $5 billion constructing Apple Park in Cupertino and Google spent $2.4 billion acquiring Chelsea Market in New York. Offices occupy 474 million square feet of space in Silicon Valley alone (a region with a housing shortage of 7:1 ) at an average cost of $158 per square foot per year, or $23,858 per employee per year. And here's the kicker: studies have repeatedly shown that, across all industries, office desks are vacant 50-60% of the time .

Even modest flexible work programs have been found to save companies an average of $11,000 per employee per year. In 2005, Aetna started allowing its employees to transition to remote work. Today, 14,500 of Aetna's 35,000 employees have gone remote, allowing them to cut 2.7 million square feet of office space at $29 a square foot, for about $78 million in cost savings per year. Amazon , American Express , General Electric , McKesson , Dell , Salesforce , Oracle and countless others have all done the same thing and saved multiple millions per year in the process.

If a Silicon Valley company with 30,000 employees were to go 50% remote, they could expect a savings of $357 million per year, on real estate costs alone.

And real estate is just the beginning. On average, it costs $97,166 to relocate an employee. Typically, they're being brought to pretty expensive and crowded places. The top job markets are almost always the cities with the highest cost of living , like New York, Seattle and San Francisco, where the average home price soars above $1 million . In Silicon Valley, you'll need a salary of more than $230,000 to afford a starter home. This has become such a problem that companies are spending billions of dollars to build housing units near their offices, in addition to inflated salaries, benefits, and tax expenses.

Then, employees spend an average of $4,000 per year commuting to the office. In the process, significant wear and tear is caused to expensive public infrastructure, like roads and train systems. Over 150 million people commute to work every day in the US. 76% drive alone , 9% carpool, 5% use public transportation, and 3% walk or cycle. In more than half of the top U.S. metro areas, more people work remote than commute by public transportation. The reduced impact on public infrastructure is so significant that the IRS created special tax deductions just for people that work from home. And at the end of all this, companies invest millions of dollars in research immersion programs to send their people back out into the world from which they came.

Productivity

Remote work improves productivity. Researchers at Stanford University found that remote workers are an average of 35-40% more productive than their in-office counterparts. Arguably, one of the most productive aspects of offices is their ability to facilitate collaboration and connection. But they can also hurt it. 70% of office workers report feeling distracted at work, citing office noise and interruptions from co-workers.

Studies have shown that office workers can lose up to 86 minutes per day because of noise alone, and 65% of creatives said that silence was the most important requirement for them to do good work. It takes the average person 23 minutes to regain focus after being interrupted. What may be a serendipitous interaction to one person could be a productivity killer to another. Additionally, studies have shown that offices are breeding grounds for sickness . Unsurprisingly, remote workers are less likely to get sick, and thus take 56% less sick days .

Offices were invented during a time when collaboration and communication could only happen in person. The office was never optimal; it was necessary. That simply isn't true anymore.

Remote work also de-biases and reduces bureaucracy by forcing companies to measure performance by results and output , and nothing else. You're probably all too familiar with the fallacy that the people who spend the most time in the office are the most productive. When companies go remote, the focus shifts from office formalities to the work itself, because the work is what's most visible. This allows people to be judged by the quality of their work, rather than their physical appearance or office mannerisms.

Remote work attracts and retains talent. 95% of U.S. knowledge workers want to work remotely, 76% said they'd be more loyal to their employer if they could, and 74% would be willing to quit their job for one that offers remote work. Perhaps most compellingly, companies that allow remote work experience 25% less employee turnover than companies that don't. They're able to hire 33% faster too. Unsurprisingly, a lot of companies are catching on to this. In the last two years alone, there’s been a 78% increase of job posts on LinkedIn that mention work flexibility.

The ability for employees to work remotely used to be a distinctive perk. Today, it’s increasingly an expectation. You might not get special attention for offering flexibility, but you will probably stand out for not having it (and not in a good way). – LinkedIn's Annual Talent Report

Remote work is inherently flexible. As organizations scale and age, it becomes harder to adapt to change. But when companies introduce work flexibility, they themselves become flexible in the process. During the COVID-19 pandemic, companies all around the world panicked to set up remote work, warning that the transition would result in reduced capacity and services . Meanwhile, remote companies like InVision, Buffer, Basecamp, Automattic and Zapier continued business as usual. Remote companies are decentralized, and decentralized companies are adaptive.

Decentralized work arrangements are a hotbed, and a forcing function , for innovation. They force companies to adopt more efficient tools and processes, communicate transparently and asynchronously, iterate rapidly and openly, and include everyone in the process. Where offices make hallway conversations possible in the short term, they become a crux for broken processes in the long term. You can get away with more inefficiencies in person, because they're less obvious. But those hallway conversations aren't inclusive, aren't documented, and aren't efficient. Yet they're typically one of the things we defend most about offices. They're a bug, and as the transition to remote work causes a company to innovate on its own culture, those bugs are fixed.

Your company is a product, and probably your most important one. It's the one you use to build your other products. You should recognize it has bugs too, and needs to be iterated on. – Jason Fried, CEO of Basecamp

A company's culture is just as much a product of the company as the goods it sells. And while conversations about innovation tend to focus primarily on products, often the first step to innovating on a product is to innovate on the company which produces it. For this reason, a company's appetite for remote work can serve as a sort of litmus test for its ability to innovate.

Remote work adoption is a highly visible and unambiguous form of innovation. It's something you can ask about in an interview and get a simple "yes" or "no" answer. Often, self-innovation is the genesis for product innovation. If you want to improve the thing you make, you have to be willing to improve the thing that makes it first. The companies that lean into this innovation, rather than resist it, are the same companies that lean into product innovation.

Environment

Remote work is better for the planet. Every year, U.S. remote workers prevent 3.6 million tons of greenhouse gas emissions from entering the atmosphere by not commuting. That's the equivalent to planting 91 million trees . With those savings, you could power 538,361 homes for a year. Additionally, this results in 7.8 billion less vehicle miles traveled, 530 million vehicle trips avoided, $498 million in reduced traffic accident costs and $980 million in oil savings. Those aren't projections; they're real EPA statistics representing the impact of remote work today. Simply put, commuters and offices are two of the highest contributors of carbon emissions in the US, and remote work significantly cuts down on both.

But this doesn't even have to happen at a broad systemic level to make a difference. The impact that a single company can have on the environment, simply by adopting remote work, is immense on its own. When Sun Microsystems allowed its 24,000 U.S. employees to start working remotely, they discovered they were preventing the release of 32,000 metric tons of carbon dioxide every year, reducing their carbon footprint by 98% , even after accounting for increased emissions at home. Xerox did the same thing and found that its remote workers drove 92 million fewer miles, saved 4.6 million gallons of gas, reduced carbon dioxide emissions by nearly 41,000 metric tons , and saved the company over $10 million.

Going remote

Flexible work policies are easier to adopt now than ever. The tools and processes are all in place, the cultural and individual implications have been studied in great depth, and the remaining resistance to remote work typically amounts to little more than general change aversion. My dad has worked fully remote since the '90s. If he could do it then, we can certainly do it now.

In fact, you've probably already had some degree of experience with remote work, even if not through a formal policy at your company. From staying home with the kids to taking shelter from a pandemic, many of us have benefited from flexibility at work, and in turn, we've proven that it's possible. But I want to be clear: quarantine and remote work are not the same thing. One-off experiences with flexible work are not comparable to formalized remote work arrangements.

When companies formally adopt remote work, it becomes ingrained in their culture, and the cognitive load of switching between the office and home dissipates. Remote workers become a priority, and the necessary tools and processes get put into place. But that only happens when organizations make the commitment to do so.

Furthermore, remote work isn't a panacea for your organization's problems. If it sucks to work at your company from an office, it will suck to work at your company from home. It's important to go in with the right expectations, knowing that remote work isn't perfect, but it is a critical step in the right direction. If you're ready to take that step, I have a model that I'd like to propose to you.

Hub & Spoke model

Despite the data and arguments presented here, offices (and people who like offices) aren't the problem. Rather, remote work is the opportunity. Companies can choose to go fully remote, partially remote, or simply support flexible work policies. The important thing is that they do what's right for them, within the context of their industry and corporate culture. Most will probably choose to have a little bit of both, and the data indicates that's actually the right way to approach this.

Gallup studies conducted with hundreds of thousands of employees show that the most productive and engaged workers spend 60%-80% of their time remote . They're also the most likely to have a best friend at work - even more so than office workers. Interestingly, these numbers slip as people spend more time remote, or more time in the office.

The sweet spot for productivity and relationship-building is a weekly schedule of roughly one day in the office and four days remote.

With this in mind, I would like to propose what I call the Hub & Spoke model. This is a hybrid approach to flexible work, where companies go regionally remote. Here are the core concepts:

• Reduce and distribute: Instead of having a giant HQ in a major metro area with a desk for every employee, companies open numerous collaboration hubs in cities all around the country or globe. Smaller companies achieve the same effect through co-working spaces. Now, they're able to enter 2nd and 3rd tier cities, introducing location diversity to their organization and reducing their real estate footprint in the process.
• Utilize at will: Employees may use the collaboration hub as much or little as they prefer, but the company establishes a baseline schedule where teams come together once every 1-2 weeks for collaborative work and meetings.
• Live and work anywhere: Collaboration hubs are placed in central locations, so employees can live in multiple different communities. If adopted universally, employees will experience significantly shortened commute times. Not to mention, they'll only commute a minimum of once every two weeks. This broadens the radius of communities people can live in, thus easing the real estate and traffic burden on any given place.
• Results over location: Employees are compensated based on the value they generate to the company, rather than their location or cost of living. Whether a piece of code was written in California or Nebraska makes no difference in the value it generates for the company. A senior engineer is a senior engineer, and their compensation must reflect that.

Importantly, this model is flexible and should be adjusted according to the needs and culture of each team that implements it. One could imagine numerous areas of optionality, including:

• Team collocation vs. distribution: Some teams may find it's best to base all members in the same region. For example, the Email Software team could have a hub in Atlanta, while the Video Software team has a hub in Los Angeles. Everyone still works remotely, but each team is in the same time zone, and they get together at the same collaboration hub. Other teams may find they benefit from being fully distributed. For example, the Customer Service team could be based all around the world, and thus have people online at all times of day. The result is that each team benefits from flexible work in a way that's suited to them.
• Schedule rigidity: Some teams may have no schedule requirements, others may need everyone to show up once per week, and more than likely, there will be several teams that still need to be fully onsite. Some lines of work are more fit for remote work than others. You can't maintain a data center from home, and that's alright. The key is to optimize for the unique needs of each team, and maximize the benefits they get from remote work.

Truly, optimization is at the heart of remote work. The problem isn't that companies still work from offices; it's that they only work from offices. We're taking a "one size fits all" approach to work arrangements, where the office is the only option. It isn't time to get rid of that option, but it is time to introduce a few others which fit the diverse individuals and teams that comprise a healthy company, and can adapt with the company as it grows.

De facto remote

As companies scale, remote work becomes less of a choice, and more of an unavoidable byproduct of growth. If you've ever worked at a large company, you've probably participated in countless meetings where every attendee is in an office, but nobody is together. You're all participating in a video call from multiple different offices. That's when the oxymoronic term "remote office" enters your corporate vernacular, and at that moment, you're officially de facto remote. You’re physically in an office, but you might as well be anywhere. And it happens much earlier than you'd anticipate. The tipping point is around 300-500 employees, depending on the quality of your organization design.

If you intend to scale your company, you also intend to go remote, whether it's explicitly part of the plan or not.

We recognized this at HubSpot when people started dialing into meetings from different floors of the same building. At the time, we had less than 500 people in the building, spread out across 3 floors. On a much larger scale, we've observed the same phenomena at Google , where we have teams in more than 150 cities around the world. 48% of our meetings involve employees from two or more buildings, 39% involve two or more cities, and 30% involve two or more time zones. It's unsurprising that both companies have become remote work innovators, recognizing the opportunity, and also the necessity.

Opportunity or threat

This is a defining moment for the world's greatest companies, which will be faced with the choice of adopting remote work or hemorrhaging top talent to more innovative cultures. In this way, remote work can either be viewed as a significant opportunity or a great existential threat to a company, depending on how they respond to it. The question simply isn't whether we will go remote. It's when and how, and each company's answer to that will determine whether they're thriving or dying at the end of this.

Desire Paths and Real World UX

Purdue OWL® College of Liberal Arts

Remote Teaching: A Student's Perspective

By a purdue student.

As many teachers are well aware, the COVID-19 pandemic of 2020 required sudden, drastic changes to course curricula. What they may not be aware of are all of the many ways in which this has affected and complicated students’ learning and their academic experiences. This essay, which is written by a student enrolled in several Spring and Summer 2020 remote courses at Purdue University, describes the firsthand experiences (and those of interviewed peers) of participating in remote courses. The aim of this essay is to make teachers aware of the unexpected challenges that remote learning can pose for students.

Emergency remote teaching differs from well-planned online learning

During the past semester, many students and faculty colloquially referred to their courses as “online classes.” While these courses were being taught online, it is nonetheless helpful to distinguish classes that were deliberately designed to be administered online from courses that suddenly shifted online due to an emergency. Perhaps the most significant difference is that students knowingly register for online courses, whereas the switch to remote teaching in spring 2020 was involuntary (though unavoidable). Additionally, online courses are designed in accordance with theoretical and practical standards for teaching in virtual contexts. By contrast, the short transition timeline for implementing online instruction in spring 2020 made applying these standards and preparing instructors next to impossible. As a result, logistical and technical problems were inevitable. I've listed a few of these below.

"...students knowingly register for online courses, whereas the switch to remote teaching in spring 2020 was involuntary..."

Observed Challenges

When teachers are forced to adjust on short notice, some course components may need to be sacrificed..

Two characteristics of high-quality online classes are that their learning outcomes mirror those of in-person classes and that significant time is devoted to course design prior to the beginning of the course. These characteristics ensure the quality of the student learning experience. However, as both students and faculty were given little chance to prepare for the move to remote teaching in spring 2020, adjustments to their learning outcomes were all but unavoidable. Instructors were required to move their courses to a remote teaching format in the span of little over a week during a time when they, like their students, would normally be on break. It was a monumental challenge and one that university faculty rose to meet spectacularly well. However, many components of courses that were originally designed to be taught in person could not be replicated in a remote learning context. Time for the development of contingency plans was limited, which posed additional challenges for the remainder of the semester.

Students' internet connections play a big role in their ability to participate.

At the start of the remote move, many instructors hoped to continue instruction synchronously, but this quickly became infeasible due to technological and logistical issues (e.g., internet bandwidth, student internet access, and time differences). A large number of my fellow students shared internet with other household members, who were also working remotely and were also reliant on conferencing software for meetings. The full-time job of a parent or sibling may be prioritized over a student’s lecture in limited-bandwidth situations. Worse, students in rural areas may simply not have a strong enough connection to participate in synchronous activities at all. These common realities suggest that less technologically reliant contingency plans are necessary and that course material should be made accessible in multiple formats. For example, in addition to offering a video recorded lecture, instructors could also consider providing notes for their lecture.

"These common realities suggest that less technologically reliant contingency plans are necessary and that course material should be made accessible in multiple formats."

It’s also important to design assignments carefully in online courses. For example, group projects, which can pose challenges even when courses are held in person (e.g., in terms of communication, coordination of responsibilities, and access to needed materials), can nevertheless offer students valuable opportunities for personal growth. However, these challenges only become more significant when group projects must be completed remotely. In these cases, access to secure internet and needed materials becomes critical to student success. Partnered students may be in different time zones or may even have been affected by COVID-19 in a way that hampers their ability to contribute to the project. Therefore, teachers may find it advisable to provide students with the option to complete work that would normally constitute group projects as individual assignments.

Teachers underestimate how much harder it is to focus in online courses.

When students no longer share a single learning environment, environmental diffferences can cause significant differences in their engagement. Students forced to use their home as a mixed work/academic space may encounter distractions that wouldn't be a factor in a traditional classroom. These distractions challenge students’ abilities to focus and self-regulate. The shift to remote leadning may also disrupt students’ academic routines. Experts in educational psychology and learning design and technology I spoke to for this piece argued that students’ abilities to handle this transition is partly age-dependent. Older students may not only have more familiarity with online classes, but also with the sort of self-regulation and planning that is required for academic success in the university. Thus, age and course level should be taken into consideration when devising ways to engage, challenge, and support students in remote learning contexts.

"...age and course level should be taken into consideration when devising ways to engage, challenge, and support students in remote learning contexts."

When students are new to taking classes online, explicit prompting from the instructor can be needed to replicate the missing human interactions that normally spur enagagement in the classroom. Thus, it is especially important that instructors closely monitor online learning spaces like discussion boards, looking for appropriate opportunities to chime in. An expert in learning design and technology I spoke to said that instructors should ideally be in touch with their students twice per week. They should frequently outline course expectations and maintain some availability to answer questions. This is especially true in instances where course expectations change due to the shift to online learning. This expert also noted that it is important that instructors provide timely feedback on assignments and assessments. This communicates to students where they stand in their courses and helps students adjust their study strategies as needed.

Students need opportunities to connect and collaborate.

One of the most special parts about being a student at Purdue University is being part of a single large learning community made up of a spectrum of smaller learning communities. At Purdue, students can form bonds with classmates, neighbors, and roommates with a diverse range of skills and interests. Through these friendships and connections, social networks develop, providing emotional and academic support for the many challenges that our rigorous coursework poses.

The closure of the university's physical classrooms created a barrier to the utilization and maintenance of these networks, and it is important that students still have access to one another even when at a distance. One way in which instructors can support their students in remote learning contexts is to create a student-only discussion board on their course page where students can get to know one another and connect. Students may also have questions related to course content that they may feel uncomfortable asking an instructor but that can be easily answered by a classmate.

Many students are dealing with a time change/difference.

For personal reasons, I finished the spring 2020 semester in Europe. Navigating the time difference while juggling the responsibilities of my job, which required synchronous work, and my coursework was challenging (to say the least). One of my courses had a large group project, which was a significant source of stress this past semester. My partner, like many of my instructors, did not seem to understand the significance of this time difference, which often required me to keep a schedule that made daily life in my time zone difficult. When having to make conference calls at 10:00 p.m. and respond to time-sensitive emails well after midnight, work-life balance is much more difficult to achieve. This was abundently clear to me after dealing with time difference of merely six hours. Keep in mind that some students may be dealing with even greater time differences. Thus, try to provide opportunities for asynchronous participation whenever you can.

"Navigating the time difference while juggling the responsibilities of my job, which required synchronous work, and my coursework was challenging (to say the least)"

While flexibility is necessary, academic integrity is still important.

Both teachers and students in my courses expressed discomfort and concern over issues relating to academic integrity. Some students questioned why lockdown browsers (i.e., special browsers used to prevent students from cheating during exams) were not used. According to a learning design and technology expert I spoke to, the short timeline for the transition to remote teaching and learning made the incorporation of such software infeasible. In addition this software can be incredibly expensive, and many professors do not even know that it exists (much less how to use it effectively).

However, several students I spoke with reported that, in their efforts to maintain academic integrity via exam monitoring, some of their professors mandated that students take exams synchronously. This decision disregarded the potential for technical issues and ignored the time differences many students faced, placing unfair stress on students in faraway countries and those with poor connections. Other faculty took an opposite approach by extending the window of time in which students could take exams. Receiving changing and often unclear instructions led to confusion about what students' instructors expected of them. Incorporating this software more consistently in online or remote courses may be a good way to ensure both students and teachers are familiar with it in the future.

The most difficult part of this pandemic has not been the coursework, nor the transition the remote learning, but instead the many unknowns that have faced students and teachers alike. We at Purdue are lucky that our education has been able to continue relatively unabated, and we can be grateful for that fact that most of our instructors have done their best to support us. This coming fall, nearly 500 courses will be offered as online courses, and many others will be presented in hybrid formats. With more time to prepare, courses this fall can be expected to be of higher quality and to have more student-centered contingency plans. As long as it strives for flexibility and gives consideration to students’ evolving needs, the Purdue educational experience will continue to earn its high-quality reputation.

Thank you. Boiler up!

Remote Collaboration and Evidence-Based Care

Hello everyone. My name is Rebecca. In this recording, I will focus on making evidence-based decisions using the Villa Health Scenario. In healthcare, remote collaboration enables healthcare professionals to work together, share information, and communicate without the need to be physically present in the same location. According to Franco et al. (2021), remote collaboration has become increasingly important due to the need for accessible and flexible healthcare services and technological advancements. Caring for individuals in remote areas can be challenging due to the shortage of health professionals, limited access to healthcare, and geographical barriers. With technological advancements and innovative approaches such as telemedicine and telehealth, providing quality healthcare services to patients in remote areas has been more effortless. Through remote collaboration and evidence-based care, health professionals can leverage technology to access and analyze research evidence, collaborate effectively, and deliver high-quality care to patients irrespective of their geographic location. In this video, I will discuss the case of Caitlynn Bergan and explore how healthcare professionals can collaborate remotely and virtually to provide care for the patient.

First, let me share some information regarding the patient, Caitlynn Bergan.

Miss Caitlynn Bergan is a two years old patient who has been admitted to the pediatric unit for pneumonia. Dr. Erica Copeland and Virginia Anderson, a pediatric nurse, discuss her condition and what they have done so far since this was Caitlynn’s second admission for pneumonia in the last six months. Ms. Caitlynn had a meconium ileus at birth, which is a condition that entails the obstruction of the small intestine among newborns due to abnormally sticky or thick meconium (the first stool passed by a newborn). Diagnosis confirmed that Ms. Caitlynn had cystic fibrosis, and the team of health professionals, including the hospital’s respiratory therapist, Rebecca Helgo, realized that Caitlynn’s care might not be easy. Caitlynn lives in McHenry, and her parents, Janice and Doug, have been separated. The primary concern is the day-by-day treatment, and one of the parents is required to care for her since she is too young. Otherwise, the pneumonia case will escalate. In addition, from McHenry to Valley City, North Dakota, is a long drive. Therefore, it would be challenging for the healthcare team to develop an effective plan of care. Dr. Copeland consults with Caitlynn’s pediatrician, Dr. Benjamin, on how they can coordinate her care. In addition, Virginia also meets with Madeline Becker, a social worker at the McHenry clinic, to discuss resources available for the Bergans, such as access to the internet and the issues they may later deal with. While Caitlynn’s condition is extensive, the care team has been able to help her mother through telemedicine to care for Caitlynn.

Now, I will propose an evidence-based care plan to improve the safety and outcomes of Ms. Caitlynn.

Before planning for Ms. Caitlynn’s care, Dr. Copeland and other healthcare professionals ensured they were dealing with the right condition, cystic fibrosis. While attending to the patient, the doctor, pediatric nurse, and respiratory therapist adopted a plan based on evidence. Cystic fibrosis has no available cure; however, the healthcare team focused on easing the symptoms, reducing complications, and improving the quality of life for the patient. In order to slow down the progression of cystic fibrosis, close monitoring, as well as early and aggressive interventions, are recommended. Developing evidence-based care for patients with cystic fibrosis requires a comprehensive approach that takes into account different aspects of the condition. Therefore, there is a need for a multidisciplinary care team that includes social workers, dieticians, nurses, respiratory therapists, and pulmonologists. This team should work collaboratively to provide comprehensive care and address the different needs of Caitlynn. According to Jaques et al. (2020), encouraging daily airway clearance methods like percussion and postural drainage is useful for clearing mucus from the lungs. In addition, Caitlynn is too young; therefore, her parents should ensure adherence to prescribed medications like antibiotics, mucolytics, and inhaled bronchodilators.

For patients with cystic fibrosis, nutritional support is necessary. According to Somaraju & Solis-Moya (2020), pancreatic enzyme replacement therapy (PERT) prescribed with meals and snacks for patients can help with digestion and prevent malabsorption. Also, collaboration with dieticians can ensure regular nutritional assessment to examine the nutritional status and growth parameters for Caitlynn. Besides, this can help develop an individualized high-fat, high-calorie diet taking into consideration any diet restrictions and Caitlynn’s preferences. In order to compensate for malabsorption, vitamin supplements like fat-soluble vitamins (A, D, E, and K) are appropriate. For infection prevention and management, ensuring up-to-date vaccinations for the patient is required. While Dr. Benjamin, Caitlynn’s pediatrician, stated that she was done with most of her immunizations, Caitlynn still needed her HAV and influenza, and other recommended vaccinations.

Caitlynn’s age brings complexities to managing her condition since she is too young for exercise and physical activities. For example, she cannot do her huff breaths. However, the respiratory therapist administered chest physiotherapy and nebulized aerosol to help keep secretions thin and manageable. While Caitlynn is a remote patient, regular visits to the hospital are not on the table; hence educating one of the parents about the care plan can help manage the condition. This would involve providing comprehensive education about cystic fibrosis, including treatment and medication adherence, and disease management, like doing chest physiotherapy. Transitioning to home care will require a telemedicine strategy to ensure collaboration with healthcare providers and continuity of care for Caitlynn. Thus, her parents can raise any concerns about her condition and get necessary advice from healthcare providers, as they previously did through Skype.

Let’s proceed to discuss how an evidence-based practice model was used to help develop the care plan for Ms. Caitlynn.

The Johns Hopkins nursing evidence-based practice model is a common framework that guides the implementation of evidence-based practice in nursing. In the Villa Health scenario, the model has been adopted to develop care for Ms. Caitlynn. Dr. Copeland and other healthcare professionals follow various steps such as discovery, evidence summary, and translation to develop the care. According to Speroni et al. (2020), the discovery phase entails identifying the clinical problem using various resources such as expert opinions, literature reviews, and patient assessments to gather relevant information. After utilizing such resources, Dr. Copeland and his team diagnosed Caitlynn with cystic fibrosis. By gathering evidence through a comprehensive literature search, the model ensures that the latest research findings are integrated into the care plan. Evaluation and synthesis of evidence enable healthcare professionals to create an action plan and implement the plan by developing an effective care plan. Furthermore, the Johns Hopkins model supports multidisciplinary collaboration in developing specific interventions to enhance patient outcomes. In the Villa Health case, health professionals collaborated through telemedicine to improve Caitlynn’s condition and also incorporated the best available evidence in her care plan. According to Ketchell (2018), telemedicine is essential for caring for patients with cystic fibrosis as it promotes remote consultations, monitoring and follow-up, medication management, nutritional counseling, and education.

Next, I will reflect on which evidence I found most relevant and useful when making decisions regarding the care plan.

For a patient like Caitlynn, managing her condition would require regular visits to the hospital. However, there is a problem with geographic location due to the long hours required to commute to the hospital. This issue may cause complications and escalate her condition, which could be life-threatening to the two-year-old. As a result, there was a need to implement a telemedicine program that would require multidisciplinary collaboration to manage her condition. Caitlynn’s condition requires a care plan that focuses on pulmonary care, nutritional support, and infection prevention and management. Therefore, through telemedicine, a multidisciplinary team can collaborate to provide comprehensive care that addresses all the patient’s needs. In support of telemedicine, the article by Ketchell (2018) concludes that telemedicine complements traditional care models, ensures access to specialized care and convenience, and enhances patient outcomes. Moreover, with the adoption of an evidence-based model, the practicability and usefulness of the care plan can be evaluated through improved patient outcomes

Lastly, I would like to identify benefits and strategies to mitigate the challenges of interdisciplinary collaboration to plan care within the context of a remote team.

The case of Ms. Caitlynn, considering she is two years old, requires alternative approaches to traditional follow-up appointments due to the long drive from her location. The benefit of interdisciplinary collaboration is that healthcare providers such as pediatricians, nurses, dieticians, and therapists can provide consistent care without the patient having to travel to the healthcare facility. In Caitlynn’s case, different stakeholders, such as her parents, social worker, nurses, and doctors, used Skype to seek the best medical interventions for her and also consult on any arising issues. This collaboration was essential for the family as they received necessary advice while caring for Caitlynn, and it also enabled healthcare professionals such as the pediatrician, nurses, and doctors to share ideas, knowledge, and best care practices. In order to mitigate the challenges of interdisciplinary collaboration, it is essential to utilize clear communication channels, such as video conferencing platforms, that facilitate real-time communication and information sharing. Additionally, using secure and centralized platforms like electronic health record systems ensures all teams have access to updated patient information which enables the interdisciplinary team to contribute to the care plan efficiently. Overall, interdisciplinary collaboration within a remote team leads to better patient outcomes since it brings together diverse expertise, improves decision-making, and promotes the development of s comprehensive, efficient, well-rounded, and patient-centered care.

In conclusion, interdisciplinary collaboration and evidence-based practice are vital in providing effective care, especially in remote settings. For patients with cystic fibrosis, remote collaboration, and evidence-based care are crucial in improving outcomes, ensuring safety, and enhancing patient experience. Also, utilizing evidence-based practice models enables baccalaureate-prepared nurses to systematically integrate the best available evidence into the development of care plans for patients. Therefore, care plans care to be tailored to individual patient needs, values, and preferences, leading to more effective and targeted interventions. Conclusively, interdisciplinary collaboration in a remote care setting enhances the quality of care, helps optimize patient outcomes, and ensures comprehensive and patient-centered approaches.

Franco, C. M., Lima, J. G., & Giovanella, L. (2021). Primary healthcare in rural areas: Access, organization, and health workforce in an integrative literature review.  Cadernos de Saude Publica ,  37 (7), e00310520. https://doi.org/10.1590/0102-311X00310520

Jaques, R., Shakeel, A., & Hoyle, C. (2020). Novel therapeutic approaches for the management of cystic fibrosis.  Multidisciplinary Respiratory Medicine ,  15 (1), 690. https://doi.org/10.4081/mrm.2020.690

Ketchell R. I. (2018). Telemedicine is the way forward for the management of cystic fibrosis – The case in favour.  Paediatric Respiratory Reviews ,  26 , 19–21. https://doi.org/10.1016/j.prrv.2017.03.004

Somaraju, U. R. R., & Solis-Moya, A. (2020). Pancreatic enzyme replacement therapy for people with cystic fibrosis.  The Cochrane Database of Systematic Reviews ,  8 (8), CD008227. https://doi.org/10.1002/14651858.CD008227.pub4

Speroni, K. G., McLaughlin, M. K., & Friesen, M. A. (2020). Use of evidence-based practice models and research findings in magnet-designated hospitals across the United States: National survey results.  Worldviews on Evidence-Based Nursing ,  17 (2), 98–107. https://doi.org/10.1111/wvn.12428

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Essay 154 – Finding new sources in remote and untouched areas is a necessity

Gt writing task 2 / essay sample # 154.

You should spend about 40 minutes on this task.

Write about the following topic:

It is often argued that demand for gas and oil is increasing and so finding new sources in remote and untouched areas is a necessity.

Do the advantages of searching for new resources in remote areas outweigh the disadvantages?

Give reasons for your answer and include any relevant examples from your own knowledge or experience.

Write at least 250 words.

Model Answer: [View – disadvantages outweigh its advantages]

Rapid economic expansion and population growth have prompted an increase in energy demand. Many people argue that we should therefore facilitate the exploitation of remote and untouched areas so as to meet the growing demand for fossil fuels. In my opinion, the setbacks outweigh its benefits.

The benefits of drilling for gas and oil in untapped remote regions relate to poverty eradication and safety. Energy deficiency remains a crucial issue in many parts of the world, such as India and Africa. So, the new sources of fossil fuels will alleviate the power scarcity and an economic boom will be fuelled accordingly. And undoubtedly, it will leave millions of people out of poverty and enlarge the middle-class base. Besides, the extraction of fossil fuel in remote areas means human beings are protected from potential accidents. A case in point is Deepwater Horizon BP Oil Rig. The similar disaster could have killed thousands of people if it was located in a densely populated urban area.

However, the drawbacks are particularly pertinent to adverse impact on the environment. Extraction phase of fossil fuel can create a disastrous impact on biodiversity. To illustrate, extraction activity takes a devastating toll on landscapes and the ecosystem as well. Generally, it occupies a vast land for infrastructures like access roads, wells, and pipelines as well as facilities for processing, waste disposal, and waste storage. In consequence, many wildlife habitats, crucial for migration and breeding, become fragmented and get destroyed. Apart from that, active oil and gas wells emit large quantities of carbon dioxide. As a result, carbon dioxide emissions generate heat in the atmosphere and thereby leading to climate change.

In conclusion, economic prosperity does not eclipse the environmental damages caused by remote gas and oil exploitation especially at a time when the global climate is rapidly getting deteriorated. Therefore, we should look for alternative energy sources.

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Children among dozens killed in mudslides in a remote area of southern Ethiopia

Mudslides triggered by heavy rain in a remote part of Ethiopia have killed at least 157 people

ADDIS ABABA, Ethiopia -- Mudslides triggered by heavy rain in a remote part of Ethiopia have killed at least 157 people, many of them as they tried to rescue survivors of an earlier mudslide, local authorities said Tuesday.

Young children and pregnant women were among the victims of the mudslides in the Kencho Shacha Gozdi district of southern Ethiopia, said Dagmawi Ayele, a local administrator.

The death toll rose from 55 late Monday to 157 on Tuesday as search operations continued in the area, said Kassahun Abayneh, head of the Gofa Zone communications office. Gofa Zone is the administrative area where the mudslides occurred.

Most of the victims were buried in a mudslide on Monday morning as rescue workers searched the steep terrain for survivors of another mudslide the previous day.

At least five people have been pulled alive from the mud, Ayele said.

Another official in Gofa, Markos Melese, said many people remained unaccounted for among the group that was covered by mud while trying to rescue others.

"We are still searching for the missing," said Melese, director of the disaster response agency in Gofa Zone.

"There are children who are hugging corpses, having lost their entire family, including mother, father, brother and sister, due to the accident," he said.

Landslides are common during Ethiopia's rainy reason, which started in July and is expected to last until mid-September.

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Advantages and Disadvantages of Remote Work Essay

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Communication is perhaps the most important component in creating a productive and effective workplace. Due to the fact that team communication fosters collaboration and knowledge exchange, it supports healthy working relationships. The more a company’s employees are connected as colleagues, the more effectively the work will be done. Since computers have evolved from bulky machines to compact PCs with plasma monitors, office spaces have also undergone solid technological changes. The latter has made communication between employees challenging but it has also opened up opportunities to improve team relations.

In 2020, because of the coronavirus, a period of social disunity coexisted with the emergence of effective channels of communication. With the transition of employees of different companies to the remote principle of work, there was an optimization and increase in the efficiency of electronic communications. The transition to communication through electronic channels turns almost all participants into introverts. In addition, employee meetings themselves have become more formalized, designed to exchange only business communication. On the one hand, because of the proliferation of remote work, people may begin to perform more efficiently since they are in the comfort of their homes. However, there is also a risk that such an atmosphere will relax them, and there will be an overall decrease in productivity. This ambiguity shows that the emergence of new ways of communicating is both an advantage and a disadvantage for managers.

The increasing prevalence of remote work may mean that many employees will never see their colleagues in person. In terms of communication, this can lead to more rudeness between colleagues. Certainly, this is a disadvantage for the manager because difficulties in the relationships between employees reduce their efficiency. However, it can also be seen as an advantage because trying to solve this problem can lead to improved team cohesion.

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Rescue helicopters can't fly in extreme heat. Graphics show you why.

The hot weather that has been afflicting Americans in remote national parks is also grounding emergency helicopter flights that could rescue them.

That’s because helicopters can’t fly in temperatures above 120 degrees , USA TODAY reported.

Despite the triple-digit heat – or, more likely, because of the novelty or challenge of it – tourists keep coming to places like Death Valley National Park. They’re hiking or having their pictures taken next to a large thermometer at the visitor center.

One motorcycle rider died of heat exposure and another was hospitalized for severe heat illness after a group of bikers rode through the park July 6.

But if visitors are incapacitated by heat-related illness and need hospitalization, rescue helicopters may not be available .

Why can't helicopters fly in hot weather?

Unable to view our graphics? Click here to see them.  

Helicopters are fast, versatile aircraft. Rescuers use them because they can quickly reach injured people in difficult situations and carry them to hospitals.

But helicopters and airplanes operate in what’s called an environmental flight envelope – limits that include temperature, altitude, airspeed and load weight – that determine whether the aircraft can safely fly.

High temperatures affect air density . (Air expands when it’s heated and contracts when it cools.) When air molecules heat up, they move faster and move apart, which puts more space between them.

As helicopter blades spin, the airflow beneath the blades produce lift to counteract gravity, according to Cadence Design Systems. In thin air, blades produce less lift, which means more difficulty in taking off and maneuvering.

Heat also affects helicopter engines, which produce less power while taking in less-dense air.

Park rangers are warning visitors against taking risks in high temperatures. In Death Valley, for example, posted signs discourage hikes after 10 a.m. on hot days.

CONTRIBUTING N'dea Yancey-Bragg

SOURCE USA TODAY Network reporting and research; NASA; backpacker.com; skybrary.com; flightsafetyaustralia.com

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Death toll in southern Ethiopia mudslides rises to at least 157 as search operations continue

ADDIS ABABA, Ethiopia (AP) — Mudslides triggered by heavy rain in a remote part of Ethiopia have killed at least 157 people, many of them as they tried to rescue survivors of an earlier mudslide, local authorities said Tuesday.

Young children and pregnant women were among the victims of the mudslides in the Kencho Shacha Gozdi district of southern Ethiopia, said Dagmawi Ayele, a local administrator.

The death toll rose from 55 late Monday to 157 on Tuesday as search operations continued in the area, said Kassahun Abayneh, head of the Gofa Zone communications office. Gofa Zone is the administrative area where the mudslides occurred.

Most of the victims were buried in a mudslide on Monday morning as rescue workers searched the steep terrain for survivors of another mudslide the previous day.

At least five people have been pulled alive from the mud, Ayele said.

Another official in Gofa, Markos Melese, said many people remained unaccounted for among the group that was covered by mud while trying to rescue others.

"We are still searching for the missing," said Melese, director of the disaster response agency in Gofa Zone.

"There are children who are hugging corpses, having lost their entire family, including mother, father, brother and sister, due to the accident," he said.

Landslides are common during Ethiopia's rainy reason, which started in July and is expected to last until mid-September.

Copyright 2024 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without permission.

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Death toll in southern Ethiopia mudslides rises to at least 157 as search operations continue

Associated Press

ADDIS ABABA, Ethiopia (AP) — Mudslides triggered by heavy rain in a remote part of Ethiopia have killed at least 157 people, many of them as they tried to rescue survivors of an earlier mudslide, local authorities said Tuesday.

Young children and pregnant women were among the victims of the mudslides in the Kencho Shacha Gozdi district of southern Ethiopia, said Dagmawi Ayele, a local administrator.

The death toll rose from 55 late Monday to 157 on Tuesday as search operations continued in the area, said Kassahun Abayneh, head of the Gofa Zone communications office. Gofa Zone is the administrative area where the mudslides occurred.

Most of the victims were buried in a mudslide on Monday morning as rescue workers searched the steep terrain for survivors of another mudslide the previous day.

At least five people have been pulled alive from the mud, Ayele said.

Another official in Gofa, Markos Melese, said many people remained unaccounted for among the group that was covered by mud while trying to rescue others.

“We are still searching for the missing,” said Melese, director of the disaster response agency in Gofa Zone.

“There are children who are hugging corpses, having lost their entire family, including mother, father, brother and sister, due to the accident,” he said.

Landslides are common during Ethiopia’s rainy reason, which started in July and is expected to last until mid-September.

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Death toll in southern Ethiopia mudslides rises to at least 157 as search operations continue

Associated Press

ADDIS ABABA, Ethiopia (AP) — Mudslides triggered by heavy rain in a remote part of Ethiopia have killed at least 157 people, many of them as they tried to rescue survivors of an earlier mudslide, local authorities said Tuesday.

Young children and pregnant women were among the victims of the mudslides in the Kencho Shacha Gozdi district of southern Ethiopia, said Dagmawi Ayele, a local administrator.

The death toll rose from 55 late Monday to 157 on Tuesday as search operations continued in the area, said Kassahun Abayneh, head of the Gofa Zone communications office. Gofa Zone is the administrative area where the mudslides occurred.

Most of the victims were buried in a mudslide on Monday morning as rescue workers searched the steep terrain for survivors of another mudslide the previous day.

At least five people have been pulled alive from the mud, Ayele said.

Another official in Gofa, Markos Melese, said many people remained unaccounted for among the group that was covered by mud while trying to rescue others.

“We are still searching for the missing,” said Melese, director of the disaster response agency in Gofa Zone.

“There are children who are hugging corpses, having lost their entire family, including mother, father, brother and sister, due to the accident,” he said.

Landslides are common during Ethiopia’s rainy reason, which started in July and is expected to last until mid-September.

Jump to comments ↓

News Channel 3-12 is committed to providing a forum for civil and constructive conversation.

Please keep your comments respectful and relevant. You can review our Community Guidelines by clicking here

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ESPN Social Media Intern, Remote, Fall 2024

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Working at ESPN is unlike anything else. That's because we're always finding new ways to interact with fans - however and wherever they connect with sports. When you have the latest technology, game-changing ideas and world-class talent on your team, every day is extraordinary.

The Social Media team blends creativity, sports knowledge, and journalistic instincts to produce industry-leading content seen by millions of sports fans. Collaboration, innovation, effort, and fun are at the core of this team and every day is game day!

What You Will Do

We are looking for an intern to assist with social media coverage across Instagram, TikTok, Snapchat, X and Facebook. The ideal candidate is an avid social media user who can thrive in a fast-paced, team environment with a thirst for learning. If selected for this role, the intern will work with teammates to learn and understand the strategy behind posting on ESPN social platforms and will report to a Manager. Responsibilities include:

Ideating and optimizing posts for Instagram, TikTok, Snapchat, X and Facebook

Discovering trending/viral content (often user-generated) and clearing for posting

Clipping and editing short video moments and using Photoshop to create graphics for posting across various social media platforms

Learning to apply news judgment and journalistic standards to the most important stories of the day

Assisting with compiling social analytics recaps and reports

Researching new trends and applications of social media to enhance ESPN’s channels

Required Qualifications & Skills

Elite knowledge of social media, including expertise on Instagram, TikTok, Snapchat, X and Facebook

Strong writing and copyediting skills in addition to creative thinking and solid news judgment

Elite knowledge of all sports including current athletes, rules and events

Familiarity with ESPN shows, talent, and digital products

Experience with both video editing software (Premiere Pro, Final Cut, Avid or After Effects) and photo editing software (Photoshop)

Preferred Qualifications

Historical knowledge of sports

Familiarity with the sports media landscape, including knowledge of business trends and technologies

Demonstrated leadership experience in a professional role, organization or activity

Eligibility Requirements & Program Information

Candidates for this opportunity MUST meet all of the below requirements:

Be enrolled in an accredited college/university taking at least one class in the semester/quarter (spring/fall) prior to participation in the internship program OR must have graduated from a college/university within 6 months at time of application posting OR currently participating in a Disney College Program or Disney Professional Internship

Be at least 18 years of age

Possess unrestricted work authorization

Have not completed one year of continual employment on a Disney internship or program

Program Dates : The fall program dates are September 23rd thru December 13, 2024. Interns will work 40 hours per week throughout the internship and must be fully available. Some flexibility may be provided due to academic work schedule.

Work Environment: This position is remote and can be located throughout the United States utilizing a dedicated home office that includes reliable internet and phone service.

About ESPN:

Working at ESPN is unlike anything else. That’s because we’re always finding new ways to interact with fans – however and wherever they connect with sports. Every day we’re doing things that no one has done, all in a dynamic culture where we defy odds and continuously outdo ourselves. When you have the latest technology, game-changing ideas and world-class talent on your team, every day is extraordinary.

About The Walt Disney Company:

The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise that includes three core business segments: Disney Entertainment, ESPN, and Disney Experiences. From humble beginnings as a cartoon studio in the 1920s to its preeminent name in the entertainment industry today, Disney proudly continues its legacy of creating world-class stories and experiences for every member of the family. Disney’s stories, characters and experiences reach consumers and guests from every corner of the globe. With operations in more than 40 countries, our employees and cast members work together to create entertainment experiences that are both universally and locally cherished.

This position is with ESPN Productions, Inc, which is part of a business we call ESPN.

ESPN Productions, Inc is an equal opportunity employer. Applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, sexual orientation, gender identity, disability or protected veteran status. Disney champions a business environment where ideas and decisions from all people help us grow, innovate, create the best stories and be relevant in a constantly evolving world.

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Uncontacted Amazon tribe photographed in unusual sighting near logging area

More than 50 members of an uncontacted I ndigenous tribe have been photographed on a riverbank in the remote Peruvian Amazon near an area where logging companies have been granted concessions by the country's government.

The large group from the Mashco Piro appeared in recent days near the southeastern village of Monte Salvado, which belongs to the Yine people. A smaller group of 17 appeared near a neighboring village.

The Yine, who speak a language related to that of the Mashco Piro, have previously reported that the uncontacted tribe has been angry about the presence of loggers on their land, according to the Indigenous rights group Survival International.

“This is irrefutable evidence that many Mashco Piro live in this area, which the government has not only failed to protect, but actually sold off to logging companies,” Alfredo Vargas Pio, president of the local Indigenous rights group FENAMAD, said in a statement from Survival International.

The Peruvian government did not respond to NBC News' request for comment.

FENAMAD also said the secluded tribe has been sighted leaving the rainforest more often in recent weeks to look for food and to avoid loggers, according to Reuters.

This isn't the first time the Mashco Piro are suspected to have been angered by logging. Just over a decade ago, the tribe tried to make contact with the outside world on more than one occasion.

In 2013, some of its members engaged in a tense standoff with a remote riverside community. Authorities suggested at the time that they may have been upset by illegal logging in their territory.

This time around, FENAMAD's Vargas Pio said, “there’s also a risk of violence on either side."

More than 750 people strong, they are believed to be the world’s largest uncontacted tribe, having survived massacres and enslavement during the rubber boom of the 19th century.

One logging company, Maderera Canales Tahuamanu SAC, has built more than 120 miles of roads for its logging trucks to extract timber, Survival International says.

The company is certified by the Forest Stewardship Council, or FSC, a nonprofit group that certifies responsibly managed forests. The council’s database shows that Canales Tahuamanu holds over 130,000 acres of certified forest.

Peru's government also acknowledged eight years ago that Canales Tahuamanu was logging within Mashco Piro territory.

“The FSC must cancel its certification of Canales Tahuamanu immediately — failure to do so will make a mockery of the entire certification system,” Survival International Director Caroline Pearce said in a news release.

“This is a humanitarian disaster in the making — it’s absolutely vital that the loggers are thrown out, and the Mashco Piro’s territory is properly protected,” she added.

Neither the Forest Stewardship Council nor Canales Tahuamanu were immediately available for comment.

David Hodari is a London-based editor.

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‘This Storm Has Broken People’: After Beryl, Some Consider Leaving

Devastating, back-to-back power outages have led some in Houston to consider whether they want to stay in the city they love.

By J. David Goodman

Reporting from Houston

Houston is no stranger to natural disasters, but living through two crippling power outages in two months has driven some in the city to consider what may be the ultimate evacuation plan: moving out.

The more powerful of the storms, Hurricane Beryl, devastated the power infrastructure over nearly the entire city. When it hit, thousands of people were already living in shelters and hotels, according to state officials, because they had been displaced by an earlier weather event, the spring thunderstorms that caused wind damage and flooding.

Driving around Houston, it can be hard to tell which of the storms that crashed through the city had mangled the highway billboards, torn out the fences or knocked down the trees still strewn along roadsides.

Everyone knows how long it took to get their power back from the first big storm — and when they lost it again. A second round of spoiled food. Of sweltering temperatures . Of emergency plans. In many cases, of repairs to homes that were damaged in the major May storm had yet to be finished when Beryl arrived as a Category 1 hurricane.

For some, it was too much.

“I’m just done, “ said Stephanie Fuqua, 52, who moved to Houston in 2015 and plans to leave in the fall.

Ms. Fuqua’s home had flooded during Hurricane Harvey in 2017. She shivered under blankets for three days when the state’s electrical grid failed during the winter of 2021. Then came the most recent storms, which left her sweltering without power.

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