Thursday, February 6, 2014

The Rise and Fall of Orange Juice as a Health Drink

How U.S. consumers came to believe that oranges, in any form, were an important part of a healthy diet.
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A tall glass of orange juice is the very image of refreshment, packed with vitamins and radiating with sunshine freshness. It’s part of a balanced breakfast, after all. But America’s classic morning drink is in trouble: sales of commercial orange juice are down to their lowest levels in the last 15 seasons, according to the WSJ and the Florida Department of Citrus. The industry is facing growing competition from exotic fruit and energy drinks while its “all-natural” claims are being called into serious question.
Orange juice’s fresh and healthy reputation lies in the balance today, but it was once America’s healing elixir around which an entire industry staked its hopes. Orange juice’s fabled health benefits were promoted by nutritionists, fruit producers, marketers, and the government, who credited orange juice with curing everything from scurvy to listlessness, and even a rare blood condition called acidosis. But orange juice did not always have a place at the American breakfast table, mostly because for years it was either too expensive, or just didn’t taste very good.
Here’s a taste experiment for the adventurous and historically inclined drinker: Boil some orange juice, place it in a can, and leave it on a shelf for several weeks. This is what most people knew as orange juice in the 1920’s. In lieu of pricey fresh-squeezed, average Americans enjoyed what the latest preservation technology offered: canned juice, which was essentially boiled to death. Unsurprisingly, its flavor was…somewhat lacking.
At the time, most people ate oranges rather than drinking their fruit. Coffee was the primary morning beverage. But consuming oranges in any form became an increasingly important part of a healthy diet largely because of the efforts of advertisers and an ambitious biochemist named Elmer McCollum. According to Harvey Levenstein’s book Fear of Food: A History of Why We Worry about What We EatMcCollum became the unofficial nutritionist of the nation beginning in the early 1920’s when he heavily promoted the life-extending and healing capabilities of vitamins and warned against the deadly effects of a vitamin-deficient diet. This “Vitamania” gave producers the perfect marketing opportunity. The National Fruit Growers Exchange, under the Sunkist brand, created a national campaign promoting drinking daily doses of orange juice for its “health giving vitamins and rare salts and acids.” But McCollum soon cast aside vitamins in favor of acid.
McCollum ignited a panic over a nebulous condition called acidosis: an excess of acid in the bloodstream which supposedly caused fatigue and lassitude. He claimed the ailment was brought on by consuming meat, eggs and bread, which were acid producers. His advice: Eat lots of citrus fruit and lettuce. These foods rather counterintuitively were transformed from acid into alkaline in the stomach. Unsurprisingly, citrus producers seized upon this new health scare.
In this 1929 acidosis awareness booklet/Sunkist advertisement, the devastating effects of untreated acidosis are illustrated: “Estelle seemed to lack vitality; didn’t even make an effort to be entertaining; hence, she did not attract the men...‘Acidosis’ is the word on almost every modern physician’s tongue.” The cure was simple: Consume oranges in any form and at every possible opportunity. And Sunkist assured the acidosis-fearing reader that it was impossible to overindulge in oranges. By 1934, scientists began calling acidosis a fad and a rare ailment unaffected by drinking orange juice, and citrus producers redirected their marketing efforts back to vitamin C. When World War II broke out, the government also turned its attention to vitamin C. Orange juice’s journey to its exalted place at the breakfast table really begins here.
During World War II the U.S. Department of Agriculture encouraged Florida citizens to do their wartime duty and increase production of food staples such as oranges. But the government soon recognized a larger problem: American soldiers were rejecting the vitamin C-packed lemon crystals included in their food rations—they simply didn’t taste very good. The government needed to fulfill the nutritional needs of soldiers and ward off scurvy with a tasty and transportable vitamin C product. With the support of the federal government and the Florida Department of Citrus, a group of scientists went to work developing something superior to canned orange juice in the name of science and country. In 1948, three years after the war had ended and after nearly a decade of research, frozen concentrated orange juice was born. It was heralded as a symbol of American innovation and determination, and it arrived just in time.
Despite marketing campaigns promoting the consumption of oranges as a cure for everything from singlehood to the common cold, Florida’s fertile groves were producing too many oranges. The push for production during the war was now threatening the survival of the entire Florida orange industry. The arrival of frozen concentrated juice provided mass market potential for oranges for the first time. By 1949, Florida’s orange processing plants were churning out 10 million gallons of concentrated orange juice which was, rather deceptively, marketed as “fresh-frozen.” Consumers finally had an affordable, “tasty,” convenient and vitamin-C rich product, and they gulped it down.
The post-war American Dream was an image of domestic serenity in which the national talent for creating labor-saving technology was realized. Americans were eating better for less money and in less time. “Fresh-frozen” orange juice was concentrated health stuffed into a can and its only preparation requirements were thawing, adding water, and stirring. In Paradox of Plenty: A Social History of Eating in Modern America, Harvey Levenstein argues that such convenience foods became an essential part of the post-war housewife’s duty to build a healthy and happy American home. In 1952, the American Can Company advertised that frozen orange juice had saved housewives the equivalent of 14,000 years of “drudgery” that year.
Alissa Hamilton points out in Squeezed: What You Don’t Know About Orange Juice, that with the rapid growth of convenience foods a larger question emerged around the very notion of what normal food was: processed or untouched? People ate one alongside the other without thinking too much about it. In the 1950’s, chemists developed more than 400 new additives to aid in processing and preserving food (taste was an afterthought, at best). Canned meals, powdered foods, frozen seasonal and exotic produce were now readily available year-round. Women’s magazines extolled these “new” foods and their miraculous time-saving attributes. But the idea that something processed could also be “fresh,” was provoking questions. By 1960 the FDA was becoming concerned with the misrepresentative “fresh” labeling of commercial orange juice. Not only was it far from fresh, but sugar and water were being added. Federal standards and regulation ensued.
Frozen concentrated orange juice remained the breakfast drink of choice until the mid-1980’s when technology finally got closer to quenching consumer’s thirst for fresh-tasting juice with the creation of reconstituted "Ready to Serve" juice. Portraying orange juice as practically fresh-squeezed was now the primary pursuit of marketers, like this Tropicana commercial with the enticing “squeeze me a glass” jingle. In the 1990’s “not from concentrate” orange juice hit the shelves and blew everything else away. Rather than vitamins in a can, we now had freshness and purity in a carton.
But as Hamilton details in her book, there is practically nothing fresh or pure about it. Most commercial orange juice is so heavily processed that it would be undrinkable if not for the addition of something called flavor packs. This is the latest technological innovation in the industry’s perpetual quest to mimic the simplicity of fresh juice. Oils and essences are extracted from the oranges and then sold to a flavor manufacturer who concocts a carefully composed flavor pack customized to the company’s flavor specifications. The juice, which has been patiently sitting in storage sometimes for more than a year, is then pumped with these packs to restore its aroma and taste, which by this point have been thoroughly annihilated. You’re welcome.
Recently there has been a series of lawsuits against PepsiCo, Tropicana’s parent company, disputing its “all-natural” labeling, in part because of Hamilton’s exposure of industry practices. Meanwhile, growers plan to roll out a marketing campaign to address some of these health concerns by promoting drinking smaller glasses of juice. “The industry is trying to revive its healthy reputation against all odds,” says Hamilton. “Not only is orange juice heavily processed, but it’s straight sugar which today people recognize as contributing to obesity and diabetes.” Hamilton admits that orange juice is low on the FDA’s list of priorities, but the British government is taking action by calling for a tax on fruit juice and warning consumers that it has as much sugar as Coke and should be consumed sparingly. In the meantime, though the acidosis scare may be long forgotten, most of us still like to think we can find health in a glass of orange juice—at least more health than in a can of soda. Maybe that classic breakfast isn’t so balanced after all.

Wednesday, January 29, 2014

HOW TO HARNESS THE CREATIVE POWER OF INTROVERTS AT WORK

THE PERSON WITH THE BEST, MOST CREATIVE IDEAS ISN'T ALWAYS HEARD. HERE'S HOW TO UNDERSTAND AND WORK WITH INTROVERTS.
What do Albert Einstein, Bill Gates, Warren Buffet, Mahatma Gandhi, Eleanor Roosevelt, Charles Darwin, J.K. Rowling, and Rosa Parks have in common? They are all people who made an impact on their world. They are also introverts.
In previous centuries our culture valued quiet integrity and introspection. However, in today’s culture the emphasis on personality and striving to be noticed has propelled the extroverted personalities to be valued. That person speaks fast, loud, and a lot. They think while they are speaking. The introvert, who articulates her ideas in her mind before speaking, is quiet and reserved, has been pushed to the background.
As a result, it is not always the person with the best, most creative ideas that is heard, but the loudest. The result of this has been a loss of ideas and capabilities of some of the finest thinkers in organizations. That is a huge waste of talent that companies can ill afford to lose. Of course an organization will work best if it can harness the best of all employees, both extroverts and introverts.

UNDERSTANDING INTROVERTS AND EXTROVERTS

One of the common misconceptions regarding introverts is that they are shy and extroverts are outgoing. Those traits are only the outward actions and appearances that we observe between the two groups. Carl Jung, who made the terms extravert and introvert popular, claimed that the difference between them was how they gained energy.
Introverts gained energy from spending time alone. When around others for too long they find their energy drained. They are not necessarily shy or withdrawn, they just need to get away to recharge themselves. Extroverts, on the other hand gain energy from others and find their energy being drained when they have to spend time alone.
The other important finding that came from Carl Jung was that introversion/extroversion are extremes on opposite ends of the scale and most people fall somewhere between the two. In fact he had this to say about the two extremes.
“There is no such thing as a pure introvert or extrovert. Such a person would be in the lunatic asylum.”
Psychologist Hans Eysenck claimed that the different levels of arousal resulted in the difference between introverts and extroverts. He proposed that introverts are aroused quicker and extroverts need more stimulation to be aroused. This explains why introverts can become overstimulated and need to get away and recharge. Finding it harder to become stimulated, extroverts need to work harder by putting themselves in situations with others, creating novelty, adventure, and change in their lives.

Successful introverts find ways to adjust to their environment, but there are also some basic things that can be done to help introverts feel more comfortable, accepted, and appreciated in the workplace.

CREATING AN INTROVERT FRIENDLY ENVIRONMENT

Organizations can deliberately create an environment that is friendly to thoughtful introspection and allows introverts opportunities to make use of their talents and abilities. Everything from how ideas are formulated and implemented can be set up in a way that shows they are valued and makes introverts feel that they are important members of a team.
Open discussion forums, teamwork projects, unstructured meetings, and informal company events are activities that lend themselves more to the outgoing gregarious nature of extroverts. Here are some ideas for manager, supervisors and leaders to make workplaces more introvert friendly:
1. Allocate time for all members to speak and be heard. 
Limit the time and ask everyone to come to the meeting with prepared items or speaking points. Make it understood that the speaker is not to be interrupted until the end, at which point anyone can ask questions.
I remember belonging to a men’s group in which we had a talking stick. The man holding the stick was the one speaking and if another man wished to speak he asked for the stick. This allowed the man holding the stick to collect his thoughts and not have to worry about the conversation continuing to another topic. This would work well for the introverts in your group.
2. Ask for written discussion items to be forwarded to the chair prior to the meeting. 
This not only helps introverts who tend to like to think things through but cuts back on time wasted on chatter and people rambling on and wasting everyone’s time.
3. Encourage everyone to work on their public speaking skills.
Encourage everyone in your organization to become a member of Toastmasters where they can develop skills and confidence in public speaking. As well they will develop the ability to speak succinctly and clearly on a topic. This will help introverts feel more comfortable in a group. As an alternative, initiate your own version of Toastmasters on the worksite.
4. Create opportunities for everyone to take turns leading meetings. 
This will give everyone, extroverts and introverts, an opportunity to experience different leadership styles and interaction, resulting in better understanding of how the other works.
5. Ask for written ideas on new and innovative ways to improve. 
When giving feedback on an idea, give special attention to careful thought and creativity in an idea, even if unable to use it. It will let introverts; who put a lot of attention and thought into ideas; know that those attributes are noticed and appreciated.
6.Provide advance notice.
Give notice of changes and events that will impact them as far in advance as possible. Remember that it is important for them to be able to think things through and be prepared.
7. Communicate clearly. 
When creating ideas for a new project, be clear on deadlines and that the avenues for communication are open until that deadline. Often introverts process longer and more precisely on the details.
8. Give them time to think things over.
When asking something of them, give them a chance to mull things over and then ask them to get back to you instead of giving you an instant response.
9. Consider individual or smaller group projects.
When part of a team, introverts work best when they are assigned to work on a specific area rather than brainstorming and working collectively as a group.
When planning team-building activities, retreats, and staff conferences keep in mind that introverts feel more comfortable and perform better in a small group or individual activities rather than large group events.
--Harvey Deutschendorf is an emotional intelligence expert, speaker and internationally published author of THE OTHER KIND OF SMART, Simple Ways to Boost Your Emotional Intelligence for Greater Personal Effectiveness and Success.You can follow him on Twitter @Theeiguy

Friday, January 10, 2014

WHY EXERCISE IS THE KEY TO WORK-LIFE BALANCE

GETTING ENOUGH EXERCISE DOESN'T JUST MAKE YOUR BUTT LOOK GOOD; IT ALSO CAN SAVE IT IN THE OFFICE OR AT HOME.
Maybe you should be asking your boss for midday workouts.
Interesting research published in the Harvard Business Review shows that exercise isn't a selfish indulgence (how dare you care about your body!). It's an asset to not only your work, but the whole work-life shebang.
After surveying a range of professionals Saint Leo University assistant professor of Management Russell Clayton found a "clear relationship" between physical activity and navigating the intersection of work and home--though we don't always agree with the dichotomy. But Clayton's point is this: if you exercise regularly, you're less likely to feel a conflict between your working life and your home life.
The reasons why show the interconnectedness of your physical and psychological state and your productivity:
  • When you exercise, you can release some of the stress that's getting all pent up inside. And the less stress you feel, Clayton observes, the more enjoyable you'll find your office or your kitchen.
  • When you exercise, you boost your self-efficacy, the confidence you have that you can get things done. What's more, folks with high self-efficacy are more likely to face the various tasks to be met in the day as challenges to be mastered. As one of Clayton's interview subjects told him, "an hour of exercise creates a feeling that lasts well beyond that hour spent at the gym."
There isn't a perfect time to exercise, Clayton says: some people do it upon waking so that the day doesn't overwhelm them, others get in a mid-afternoon workout renewal, while you might go for a run once you get home.
But what's crucial for managers to know, he adds, is to recognize that exercise could be integrated into the workday.
Forward-thinking companies are already putting a sweaty foot forward: AnswerLab loves a walking meetingOverit Media gets into hourly exercise breaks, and HootSuite has turned itself into a yoga-loving maple syrup mafia. So what will you do?
Watching hopped-up kids on Halloween candy may have led many of us to suspect that sugar must be some kind of drug--but beyond that, how many of us know what sweet foods really do to our brains? A new animation bySTK films for TED-Ed, “How Sugar Affects the Brain,” explains how foods containing any of the many forms of sugar, from glucose to fructose to starch, affect the same reward systems in our brains that are activated by using drugs like heroin and alcohol or by having sex. Science confirms your suspicions: the sugar rush is real.
“You take a bite of cereal. The sugars it contains activate the sweet taste receptors, part of the taste buds on the tongue,” the video’s narrator, Michelle Snow, explains. “These receptors send a signal up to the brain stem, and from there it forks off into many areas of the forebrain,” parts of which process different tastes. The signal then activates the reward system, a complicated network of neurotransmitters--most importantly, dopamine--which subconsciously helps us decide whether or not to do something again. “That warm fuzzy feeling you get when you taste grandma’s chocolate cake? That’s your reward system saying mmm, yes.”
It’s all good in moderation--but over-activation of this reward system is what leads to those cravings and to an increased tolerance to sugar, a pattern commonly known as addiction. When we call someone a junk food addict or a sugar addict, we might not realize that on a neurochemical level, what they’re dealing with has a lot in common with what happens in the brain of a drug addict. It makes Skittles’ whisper to “Taste the Rainbow” and all that cutesy, colorful candy packaging seem a lot more sinister.