Which is which (or that)?
It's essential (and non-essential) to know
“That” restricts the reader's thought, directing attention to a specific bit of information to complete a message's meaning. “Which” is non-restrictive and introduces subsidiary rather than essential information to the meaning of the sentence.
Important note involving “which”: “Non-essential” does not mean that the information is not important or that it's not relevant. It just means that it's not essential, grammatically, to the meaning — the central understanding — of the sentence.
The lawnmower that is in the garage needs sharpening.
We have more than one lawnmower. Only the one in the garage needs sharpening.
The lawnmower, which is in the garage, needs sharpening.
We have only one lawnmower. It's in the garage and needs sharpening.
The statue that stands in the hall is on loan from the museum.
A number of statues are in the building. Only the one in the hall is on loan from the museum.
The statue, which stands in the hall, is on loan from the museum.
Only one statue is under discussion. It is on loan from the museum and happens to be in the hall.
Summary:
Restrictive clauses (“that”) modify, focus and limit. Because the information they supply is essential to the intended meaning of the sentence, they are not set off by commas.
Non-restrictive clauses (“which”) do not limit the words they modify. They simply add information that otherwise would not be provided. Non-restrictive clauses are set off by commas because the information they provide is supplementary, not essential to the meaning of the sentence.
But there's “who,” too
Restrictive and non-restrictive clauses need not begin with “that” and “which.” For example, if humans or animals with names are being discussed, “who” may become the appropriate choice for both kinds of clauses. In such cases, a comma all by itself can transform the meaning of the sentence.
He helped the native guides who were sick with malaria.
No comma appears before “who.” Therefore, what follows is a restrictive clause. Not all the guides had malaria.
He helped the native guides, who were sick with malaria.
Putting the comma before “who” makes what follows a non-restrictive clause. It also changes the sentence to mean that all the guides had malaria.
Got it? I hope so (the concept of restrictive/non-restrictive, that is — not malaria.)
No “who” or “which” or “that”?
Restrictive and non-restrictive elements are not always introduced by relative pronouns. Sometimes they simply are treated as essential (restrictive) or non-essential (non-restrictive) elements. In such cases, too, the comma is crucial to the meaning.
He went downtown to pick up his wife, Judy.
The addition of the non-restrictive element here merely provides us with the name of his wife — his only wife. Because he has but one wife, her name is not essential to the reader in identifying her. Therefore, it makes it non-restrictive or non-essential to the meaning of the sentence and is set off by a comma.
He went downtown to pick up his wife Judy.
The omission of the comma creates a restrictive clause, of course. Now we are implying that he's a bigamist or lives in a culture that allows more than one wife.
My brother, Ken, worked for a TV ratings company.
This indicates that I have but one brother and his name is Ken. Because I have but one brother, his name is a non-restrictive element or non-essential to the meaning of the sentence. You don't need his name to know the exact person I'm talking about. Therefore, it is set off by commas.
My brother Ken worked for a TV ratings company.
Ahhh, this says I have more than one brother. And it's essential to know his name, otherwise you, the reader, wouldn't know which brother I'm talking about. So, no commas!
(Whereas, the commas around “the reader” in the above sentence are needed because “the reader” is non-restrictive -- not essential in identifying yourself to you! Got it?)
Yummy World:2016 Cosmopolitan
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1966 Cosmopolitan
1 1/4 oz vodka (Talmadge recommends Rain Organic or Tru)
1 oz raspberry tincture
3/4 fresh squeezed lemon juice
dash orange flower water
garnish with a lemon peel
Combine all ingredients (except orange flower water) in a cocktail shaker filled with ice. Shake vigorously. Strain into a champagne coupe and add a dash of the orange flower water, then squeeze the lemon peel (skin side over the glass) to express the essential oils. Place the peel skin side up on the rim of the glass as garnish.
Raspberry Tincture
Place 2 small baskets of raspberries into a small pot with 2/3 cup of raw sugar and 2/3 cup water, along with 1–2 oz of a Framboise* liqueur.
*If you do not have the Framboise, you can substitute 1 oz vodka. Place the pot, covered, over medium heat until either the liquid is boiling or all the sugar granules are melted. Remove from heat and let cool uncovered. When the tincture reaches room temperature, mash and muddle the raspberries. Refrigerate overnight. Strain the mashed raspberries, and you have your syrup.
Yummy: Salpicón (Spicy Mexican Shredded Cold Beef Sal
Salpicón (Spicy Mexican Shredded Cold Beef Salad)
Makes 6 to 8 servings
For the meat
2 pounds beef brisket, fat trimmed
2 bay leaves
12 ounces beer
2 cups water
1 onion, quartered
1 tablespoon salt
For the vinaigrette dressing
1/4 cup olive oil
1/3 cup red wine vinegar
3 limes, juiced
1/4 red onion, minced
1 canned chipotle chile in adobo sauce, minced
2 garlic cloves, minced
2 tablespoons cilantro, leaves chopped
1/2 teaspoon salt
For the salad
romaine lettuce
1 cup Oaxaca or Monterrey Jack cheese, shredded
2 roma tomatoes, chopped
2 avocados, peeled, pitted, and sliced
4 radishes, sliced
For the tostadas
pre-packaged tostada flats
1 cup Oaxaca or Monterrey Jack cheese, shredded
2 roma tomatoes, chopped
2 avocados, peeled, pitted, and cubed
salsa of choice
Preparation
1. Place the brisket, bay leaves, beer, water, onion, and salt in a slow cooker. Cook on low for 8 hours.
2. Remove the brisket and let cool. Shred the meat. Refrigerate the brisket.
3. To make the vinaigrette dressing, whisk together the olive oil, vinegar, lime juice, red onion, chipotle chile, garlic, cilantro, and salt. Pour the vinaigrette dressing in with the shredded beef and stir to combine.
4. Spoon salpicón over lettuce leaves or tostadas and garnish with cheese, tomatoes, and avocado.
Note: You can make the brisket a day ahead and store it in the refrigerator until ready to serve.
<P <P <P 更多美味製作請查看：
Yummy: Luxurious Gingerbread with Nuts and White Choc
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Luxurious Gingerbread with Dates, Nuts and White Chocolate
3.5 cups (400g) self-rising flour
1 pinch of salt
1 teaspoon ground ginger
1 teaspoon ground cinnamon
1 teaspoon ground coriander
1 pinch of allspice
1/2 cup (100g, packed) brown sugar
1/4 cup + 3 tablespoons (150g) runny honey
3/4 cup + 1 tablespoon (200ml) milk (or more if the batter is stiff)
2/3 cup (100g) dates, coarsely chopped
1 + 1/3 cup (200g) white chocolate, chopped
1 handful + 2 tablespoons of any nut mix (seeds, nuts, dried cranberries and chocolate-covered raisins)
Note: Make the batter quickly and be careful not to overmix!
1. Preheat the oven to 300F (150C / Gas 2 mark).
2. Grease an 8 x 4 inch (1 liter) loaf pan with melted butter.
3. Mix flour, salt and dry spices. Add the brown sugar, honey and milk. If the batter is too stiff at this point, add a bit more milk. Stir in the dates, the handful of nuts and half of the white chocolate.
4. Pour into your baking pan and bake for one hour until golden. Remove from oven and let cool on a rack.
5. When the cake has cooled, melt the remaining white chocolate au bain marie (using a double boiler or a bowl set over a pot of simmering water). Pour the melted white chocolate over the loaf and sprinkle with the remaining nuts.
6. Store tightly packed in paper or foil to keep that sticky gooeyness that makes this gingerbread so lovely. It will keep for a couple days, if it lasts that long.
更多美味製作請查看：
Goldman braced for more revelations 高盛又將迎來更多爆料
Goldman braced for more revelations
When Greg Smith announced his resignation from Goldman Sachs earlier this year, in the form of a New York Times op-ed, it made headlines around the world and sent shockwaves through the investment bank.
格雷格?史密斯(Greg Smith)今年早些時候以在《紐約時報》(New York Times)專欄版刊登辭職信的形式宣佈從高盛(Goldman Sachs)離職，這成爲了全球媒體的頭條新聞，並給高盛帶來了衝擊。
Now, seven months later, the former derivatives banker is about to publish a follow-up book and Goldman employees are steeling themselves for yet another round of media attention.
現在事情已經過去了七個月，這位曾負責衍生品業務的前銀行家即將跟進出版一本圖書，而高盛的員工們則在努力穩住陣腳以迎接新一輪媒體聚焦。
“It feels like a drive-by shooting for people here,” says one senior banker who worked with Mr Smith in Goldman’s equities business. “People feel really betrayed.”
高盛股票業務部門一名曾與史密斯共事過的資深銀行家表示：“感覺好似一個飛車而過的人掃射這裏的人，大家都深感遭到背叛。”
While Mr Smith noted in the New York Times op-ed that he did not “know of any illegal behaviour” at the bank, his description of a “toxic” and “destructive” environment at Goldman tapped into a wave of post-financial crisis animosity on the part of the public towards big banks.
雖然史密斯在那篇發表在《紐約時報》專欄版的文章中表示，他“並不知曉高盛是否存在非法操作”，但他將高盛的內部環境描寫爲是“有毒的”以及“具有破壞性的”，這與金融危機後社會公衆對於大型金融機構的敵對情緒不謀而合。
A number of former colleagues say that Mr Smith left after having requests for higher pay and promotion rebuffed – a far cry from the disillusionment with the bank’s culture that he describes in the op-ed.
多位史密斯的前同事表示，他是在提出加薪以及升職的要求被拒後離職的——與他在文中所描繪的他對高盛的公司文化感到幻滅相差甚遠。
Mr Smith and his publisher have revealed little about the upcoming book and yesterday declined to make any comment.
史密斯和他的出版方對於即將推出的新書口風很嚴，並拒絕了記者的置評請求。
A publicity blurb on Amazon promises an inner peek at “the evolution of Wall Street into an industry riddled with conflicts of interest and a profit-at-all-costs mentality”.
亞馬遜(Amazon)網站上關於該書的宣傳簡介稱，該書將從內部人的角度審視“華爾街是如何演變爲一個充斥着利益衝突以及不顧一切追求利潤的行業的”。
The former colleagues say that Mr Smith is an unlikely Wall Street whistleblower.
而前同事們則表示，史密斯不太可能成爲揭發華爾街內幕的人。
A native South African, who joined Goldman as a summer analyst before being hired full-time in 2001, he was at the time of his resignation a mid-level employee working in one of the least controversial segments of the bank’s business, they say.
史密斯是土生土長的南非人，他最初是以暑期實習生的身份進入高盛的，並於2001年被轉爲正式員工。據前同事們透露，史密斯在離職時是一名中層員工，在高盛爭議最少的業務部門之一工作。
In Goldman’s New York office, first at 85 Broad Street then at 200 West Street, Mr Smith specialised in marketing equity derivatives and other exchange-traded products, working in conjunction with the bank’s equities sales force.
當史密斯在高盛駐紐約辦公室工作時，他專攻股票衍生品以及其他在交易所交易的金融產品的市場營銷，並與高盛的股票銷售團隊進行合作。高盛紐約辦公室最初位於布羅德街(Broad Street)85號，其後搬至西街(West Street)200號。
For clients including hedge fund AQR Capital Management, investment manager Vanguard, and banks such as Morgan Stanley and Deutsche Bank, Mr Smith helped come up with trading ideas using securities such as listed options and futures.
史密斯幫助包括對衝基金AQR Capital Management、資產管理公司先鋒集團(Vanguard)以及摩根士丹利(Morgan Stanley)和德意志銀行(Deutsche Bank)等銀行在內的客戶，設計運用在交易所掛牌的期權與期貨等證券進行交易的方案。
At the start of 2011, Mr Smith transferred to Goldman’s London offices. The idea, Goldman says, was for Mr Smith to promote US equity derivatives to European clients hungry to diminish their exposure to the ailing eurozone economy.
自2011年起，史密斯被轉派至高盛駐倫敦辦公室。高盛解釋稱，這是爲了讓史密斯向歐洲客戶推銷美國股票衍生產品，這些客戶急於清空與疲軟的歐元區經濟相關的資產敞口。
By the end of the year, Mr Smith had expressed dissatisfaction with his progress at the bank but, various colleagues say, he had not yet raised any concerns about the culture of the lender or its treatment of customers.
到了2011年底，史密斯對於自己在高盛的發展表達了不滿情緒。但他的多位前同事們表示，當時他並未對高盛的公司文化或者對待客戶的方式提出任何擔憂。
As evidence they cite the performance reviews Goldman bankers are required to write concerning their immediate colleagues.
他們引用了高盛要求員工們就直接同事的工作表現所寫的評價作爲證據。
In his last reviews, completed in late August of last year, Mr Smith gave 13 colleagues an average score of ‘9’ – the highest possible – for “culture and values,” they say.
在史密斯於去年8月底完成的最後一期評估中，他在“文化與價值觀”這一項上給13位同事的平均分達到了9分——這是所能給出的最高評分。
By December, Mr Smith had told his manager that he expected to earn more than $1m in the coming year – a significant premium to the $450,000 or so Mr Smith was said to be earning at the time, and, senior Goldman bankers note, a big demand in a business where overall pay was falling.
到了去年12月，史密斯告訴自己的上司，希望明年自己的年薪能夠超過100萬美元——這遠遠高於史密斯當時據說是45萬美元的薪酬水平。高盛的`資深銀行家們則指出，在一個整體薪酬水平呈下降趨勢的行業中，這簡直是獅子大開口。
He demanded compensation that was “tens of percentages higher than what he was getting,” recalls one of his managers. “That backdrop might have had a lot to do with this.”
史密斯的一位上司回憶稱，他所要求的薪酬水平“較他當時的實際薪酬高出了數十個百分點，他的不滿或許與這一背景因素有關”。
Still, his former colleagues remember that Mr Smith was well-liked on his desk. One staff member organised a ping-pong themed party – an homage to Mr Smith’s love of table tennis – to see him off to his new position in London. “People wanted to help him,” says one former colleague.
不過，他的前同事們回憶稱，史密斯在他的部門很受歡迎。爲歡送史密斯赴倫敦辦公室的新職位報到，一名員工組織了一場以乒乓球爲主題的派對，向史密斯對於乒乓球的熱愛致敬。他的一名前同事表示：“大家都願意給他幫忙”。
Shortly after having his $1m request rebuffed, Mr Smith pushed for another move within the bank. Shifting from US institutional sales to derivatives sales, already Mr Smith’s speciality, would allow him to tie his pay more closely to the amount of products he was actually selling – a feature known as “attribution to client revenues” – within the bank. The move lasted for just weeks.
在100萬美元年薪的要求被拒後不久，史密斯又急切地在公司內部採取了另一行動。他申請從美國機構銷售部調至自己已經頗爲在行的衍生品銷售部，這將使他能夠將自己的薪酬與實際售出的產品數量更加緊密地聯繫起來——這一特徵被稱爲是“客戶收入貢獻”。不過這次的職位調整僅維持了數週時間。
On March 12, two days before the New York Times article was published, Mr Smith met with a senior manager in a regularly-scheduled meeting to discuss clients and was said to have voiced “vague” concerns about Goldman being too focused on making money, as opposed to its customers.
3月12日，在他於《紐約時報》刊登辭職信的前兩天，史密斯與一名高層經理在一個定期舉行的會議上碰面並討論了有關客戶的問題。據說他對高盛過分注重創造利潤而非關注客戶表達了“模糊的”擔憂。
One manager says that he believed Mr Smith had clashed with a new boss.
一名經理表示，他認爲史密斯與一位新上司之間發生了衝突。
On March 14, Mr Smith submitted his resignation letter to Goldman, timing it to coincide with the publication of his op-ed in the New York Times.
3月14日，史密斯向高盛正式提交了辭職信，時間與他在《紐約時報》公開刊登辭職信選擇了同一天。
In the letter, portions of which have been seen by the Financial Times, Mr Smith writes that “today there is a culture that has developed, especially among junior leadership, that no longer feels like the client driven GS culture that I had loved.”
在英國《金融時報》所見的該信的部分段落中，史密斯寫到：“如今公司內部已經形成了一種文化，特別是在級別較低的管理層中，這與我所熱愛的顧客導向的高盛文化已經不再一致了。”
Now, a dozen days before Mr Smith’s book is scheduled to be published, there is a nervous air of anticipation at the bank’s New York equities trading floor.
目前距離史密斯新書的計劃出版上市日期僅有幾天，在高盛駐紐約辦公室股票交易部所在樓層有一絲緊張的預感。
Former colleagues speculate whether the book will name names or transactional details. Most are agreed that the tome is likely to thrust the bank into the media spotlight, potentially ending a relatively unusual stretch of good news for Goldman.
史密斯的前同事們忙着揣測書中是否會指名道姓或者透露交易細節。絕大多數人一致認爲該書會將高盛推至媒體聚光燈下，並可能導致近期多得有些反常的一連串有關於高盛的好消息就此戛然而止。
“I can’t decide whether to buy it,” says one former colleague.
史密斯的一名前同事表示：“我無法決定買還是不買。”
譯者:馬拉
Chinese exporters paint dull picture 中國出口商面對“嚴峻”挑戰
Chinese exporters paint dull picture 中國出口商面對“嚴峻”挑戰
China’s exports rose almost 10 per cent year-on-year in September, according to data released at the weekend. But speak to Chinese exporters and they say the economic doldrums in Europe mean many are facing more daunting challenges than they were during the 2008 heights of the global financial crisis.
週末公佈的數據顯示，9月份中國出口規模較上年同期增長近10%。但中國出口商們表示，歐洲經濟形勢處於低谷意味着很多企業面臨着較2008年全球金融危機最嚴重時期更加艱鉅的挑戰。
To Zhou Dewen, head of an industry lobbying group in Wenzhou, the famously entrepreneurial city in eastern China, the situation is “already worse than 2008”. “The difficulties are bigger and they are far more widespread.”
溫州是中國東部一座以企業家精神聞名的城市。在該市一個行業遊說組織的負責人周德文看來，目前的形勢“已然較2008年時更爲嚴峻”。他表示：“企業面臨更大的困難，而且波及範圍更廣。
Groups such as Mr Zhou’s typically petition Beijing for export subsidies or tax rebates and his caution should be taken with a pinch of salt. But the past six months have been unusually difficult for exporters buffeted by sagging demand in western markets and wage and raw material rises at home.
周德文所在的這類遊說組織專門負責向北京請求出口補貼或退稅，因此應當有所保留地看待他的謹慎情緒。但過去六個月對於飽受西方市場需求疲軟以及國內工資和原材料價格上漲打擊的出口商來說異常艱難。
Timothy Stuart, a Hong Kong-based businessman who supplies schools in the US with classroom furniture from factories in southern China, says orders are smaller and his margins 30 per cent lower than they were before the 2008 crisis. “Customers are asking for smaller orders to manage their inventories better,” he says. Other sourcing groups such as his report that payment terms, meanwhile, are being extended by retailers and buyers in the west to as much as 90 days.
蒂莫西?斯圖爾特(Timothy Stuart)是一位以香港爲大本營的商人，他向美國的學校供應來自中國南部工廠的教室桌椅。斯圖爾特表示，近期訂單規模萎縮，他的利潤率較2008年金融危機以前水平下降了30%。他說：“客戶們爲更好管理庫存縮小了訂單規模。”與此同時，其他與斯圖爾特類似的外包供應商們表示，西方零售商以及買方將付款期限最高拉長至90天。
As China prepares to release growth data this week that is expected to confirm the slowdown in the world’s second-largest economy, companies around the world are registering the impact.
定於本週公佈的中國經濟增長數據料將證實全球第二大經濟體增速放緩，世界各地的企業都感受到影響。
