James' World 2

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And to be fair, “Can’t we all just get along?” were not his words. These were:

“People, I just want to say, you know, can we all get along? Can we get along?”

Frankly, I prefer the way our collective brains have chosen to remember what we think he said on May 1st, 1992: more eloquent.

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An Airbus A320-232 with the tail number YU-APH made its first flight on December 13, 2005. Since then, the aircraft has clocked millions of miles, flying routes for Air Deccan, Kingfisher Airlines, Bingo Airways, and Syphax Airlines before being taken over by Air Serbia, the Eastern European country’s national flag carrier, in 2014.

For eight years, YU-APH flew without any issues—until it landed at 10:37 pm on May 25, 2022, at Moscow’s Sheremetyevo International Airport. It had flown in from Belgrade and was due to take off again on a late-night return within the hour. But there was a problem: The pilot had reported an issue with the plane’s engine casing that needed to be fixed. The supplier of the broken part, Charlotte, North Carolina-based Collins Aerospace, reportedly refused to fix the problem, citing sanctions against Russia resulting from its February 2022 invasion of Ukraine. The plane was stuck. (Collins Aerospace did not respond to a request for comment.) 

It took six days for the problem to be fixed and the A320 to depart Moscow for Belgrade. Air Serbia also did not respond to a request for comment about how the engine casing was replaced or fixed, and who manufactured the part. YU-APH managed to remedy its fault, but there are increasing international concerns that planes flying into, from, and around Russia could become a safety risk as sanctions prevent them from being maintained properly. Patrick Ky, executive director of the European Union’s Aviation Safety Agency, said at a recent conference that he felt the situation was “very unsafe.” “In six months—who knows? In one year—who knows?” he said.

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Photograph: Oliver Bunic/Bloomberg/Getty Images

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The past two and a half years have been a global crash course in infection prevention. They’ve also been a crash course in basic math: Since the arrival of this coronavirus, people have been asked to count the meters and feet that separate one nose from the next; they’ve tabulated the days that distance them from their most recent vaccine dose, calculated the minutes they can spend unmasked, and added up the hours that have passed since their last negative test.

What unites many of these numbers is the tendency, especially in the United States, to pick thresholds and view them as binaries: above this, mask; below this, don’t; after this, exposed, before this, safe. But some of the COVID numbers that have stuck most stubbornly in our brains these past 20-odd months are now disastrously out of date. The virus has changed; we, its hosts, have as well. So, too, then, must the playbook that governs our pandemic strategies. With black-and-white, yes-or-no thinking, “we do ourselves a disservice,” Saskia Popescu, an epidemiologist at George Mason University, told me. Binary communication “has been one of the biggest failures of how we’ve managed the pandemic,” Mónica Feliú-Mójer, of the nonprofit Ciencia Puerto Rico, told me.

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The Atlantic; Getty

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For the next six months, thousands of people across the U.K. will be working 32 hours a week in the largest four-day workweek pilot the world has ever seen.

The experiment includes more than 3,300 people across 70 companies in industries ranging from health care to local fish and chip shops. It’s being put on by 4 Day Week Global, the 4 Day Week Campaign, the U.K.-based think tank Autonomy, and researchers at Cambridge University, Oxford University, and Boston College.

The idea is pretty simple. Workers make the same amount of money they would for a 40-hour workweek, but they only work 80% of the time. In exchange for fewer hours, workers commit to maintaining the productivity they would in a five-day workweek.

Calls for a 32-hour workweek have increased, especially as many people around the world are facing burnout from the pandemic.

“As we emerge from the pandemic, more and more companies are recognizing that the new frontier for competition is quality of life, and that reduced-hour, output-focused working is the vehicle to give them a competitive edge,” Joe O’Connor, CEO of 4 Day Week Global, said in a statement.

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