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    Jhumpa Lahiri Declines Noguchi Museum Award Over Kaffiyeh Ban

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    The museum said the Pulitzer Prize-winning author withdrew her acceptance after it fired staff members for wearing clothing expressing political views.The Pulitzer Prize-winning fiction writer Jhumpa Lahiri has declined to accept an award from the Noguchi Museum in Queens next month in disapproval of its new ban on political dress for its staff, which led to the firings of three employees who had worn kaffiyehs to signal solidarity with Palestinians in Gaza.“Jhumpa Lahiri has chosen to withdraw her acceptance of the 2024 Isamu Noguchi Award in response to our updated dress code policy,” according to a statement emailed by the museum on Wednesday.“We respect her perspective and understand that this policy may or may not align with everyone’s views,” the statement said of Ms. Lahiri. “We remain committed to our core mission of advancing the understanding and appreciation of Isamu Noguchi’s art and legacy while upholding our values of inclusivity and openness.”The museum, founded nearly 40 years ago by Noguchi, a Japanese American designer and sculptor, announced last month that during their working hours employees could not wear clothing or accessories that expressed “political messages, slogans or symbols.”The policy, which does not apply to visitors, was instituted after several staff members had, over a period of months, often worn kaffiyehs — scarves associated with Palestinians — for what one fired employee termed “cultural reasons.” The museum defended the prohibition earlier this month, saying in a statement that “such expressions can unintentionally alienate segments of our diverse visitorship.” A significant majority of staffers signed a petition opposing the rule.Lahiri and Lee Ufan, a Korean-born minimalist painter, sculptor and poet, were to have received the Isamu Noguchi Award at the museum’s fall benefit gala next month. Ufan could not be reached for comment on Wednesday, but is still scheduled to receive the award, the museum said.Lahiri, who was born in London, won the 2000 Pulitzer for fiction for her debut, the story collection “Interpreter of Maladies,” and has since published several books of fiction and nonfiction in both English and Italian. She is also the director of the creative writing program at Barnard College. Through her literary agent, Lahiri declined to comment.Questions of how to express solidarity with Israelis or Palestinians have divided cultural institutions since Hamas attacked Israel on Oct. 7 of last year, killing about 1,200 people and taking about 250 hostages. Israel’s subsequent invasion of the Gaza Strip has killed more than 41,000 people, according to the local health authorities.Lahiri was one of thousands of scholars who signed a letter to university presidents in May expressing solidarity with campus protests against Israel’s military campaign in Gaza, calling it “unspeakable destruction.”The museum’s budget is supported by royalties from furniture and lighting designs by Noguchi, who died in 1988. The staff petition alludes to his voluntary internment in an Arizona detention camp for Japanese Americans during World War II in an effort to improve conditions there. More

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      Here’s What Workplace Menopause Guidelines Could Look Like

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      The Menopause Society announced a new initiative to support workers during this life stage. Whether employers implement it is another story.Two years ago, Dr. Stephanie Faubion stood at the microphone at a meeting of the Menopause Society thinking, “This is going to be a problem.” Someone in the room had asked a question about the challenges of going through menopause in the workplace, and the conversation had turned to ways employers could step in. Dr. Faubion, the organization’s medical director, worried that asking for additional provisions for women would fuel more gender discrimination — if women required special treatment, employers would have more reason to not hire or promote them. “What are we going to do, give women a cold room?” she remembers saying.But last spring, she and other researchers published a study on the costs of menopause at the office that helped change her thinking. Women were missing work — $1.8 billion worth of working time each year. Some quit altogether because of menopause. “I was like, alright, we can’t just bury our heads in the sand over this,” Dr. Faubion, director of the Mayo Clinic Center for Women’s Health, said. “We’re going to have do something.”Today, the Menopause Society rolled out an initiative providing employers with guidance on how to support women going through menopause. It includes tips for managers to talk about menopause at work and policies employers can consider, like ensuring that the health care plans they offer cover treatment options for menopause symptoms.The program, called Making Menopause Work, also provides suggestions for making it easier for menopausal employees to get through the workday, like flexible bathroom breaks for those dealing with unpredictable or heavy bleeding, and improving ventilation and using uniforms made with breathable fabrics so that hot flashes are less uncomfortable. There are talking points workers can bring to their employers and an assessment to gauge how well a workplace responds to menopause.The initiative is the latest symbol of growing recognition that menopause takes a toll on women in the workplace. This year, Britain’s Equality and Human Rights Commission stated that employers are legally obligated to make “reasonable adjustments” for women experiencing menopause symptoms if they are severe enough to amount to a disability. In 2021, the European Menopause and Andropause Society released its own recommendations urging employers to address menopause in the workplace through measures like explicitly covering menopause in sick time policies, and allowing women in customer-facing jobs to take breaks to manage symptoms like hot flashes. Some companies in the United States and abroad have started offering menopause-specific benefits.The question now is whether all this will translate into actual change.“The cynic in me is like, ‘Yeah, good luck with that,’” Dr. Faubion said.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Autistic Employees Find New Ways to Navigate the Workplace

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      As diagnoses of autism rise, Microsoft and other large companies are working to better support autistic workers so they can thrive without “masking.”When Chelsia Potts took her 10-year-old daughter to a psychologist to be tested for autism spectrum disorder, she decided almost as an afterthought to be tested herself. The result came as a surprise. Like her daughter, Ms. Potts was diagnosed with autism.Ms. Potts, 35, thought she might have had anxiety or some other issue. A first-generation college student, she had earned a doctor of education degree and risen through academia to become a high-level administrator at Miami University in Oxford, Ohio. But after her visit to the psychologist, she had to figure out how her diagnosis would affect her work life.“Initially, I was confused, and I did keep it to myself,” Ms. Potts said. “I had a picture of what someone with autism looked like, and that did not look like me.”She considered the ways she had compensated in the past in an effort to hide her disability and come across as a model employee — a coping mechanism known as “masking.”For years, she had angled to meet with co-workers one on one, because she felt ill at ease in group settings. She reminded herself to smile and appear enthusiastic, knowing that some people found her speaking voice overly serious. She also tried to avoid bright lights and noise in the workplace.After wrestling with her diagnosis for six months, Ms. Potts met with a university official. That conversation “was one of the most difficult experiences of my life,” she said.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      How a Trump-Beating, #MeToo Legal Legend Lost Her Firm

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      Roberta Kaplan’s work as a lawyer made her a hero to the left. But behind the scenes, she was known for her poor treatment of colleagues.Last fall, senior partners at Kaplan Hecker & Fink, a New York law firm known for championing liberal causes, made a fateful decision: They were going to sideline their hard-charging and crusading founder, Roberta A. Kaplan.The reign of one of the country’s most prominent lawyers was coming to an end.Ms. Kaplan was already famous when she founded her law firm in 2017, having won a landmark Supreme Court case that paved the way for marriage equality for gay Americans. The firm soon gained national prominence because of her leadership in the #MeToo movement, and more recently for high-profile victories against white supremacists and former President Donald J. Trump.But those triumphs couldn’t overcome an uncomfortable reality, according to people familiar with the law firm’s internal dynamics.In the eyes of many of her colleagues, including the firm’s two other named partners, Ms. Kaplan’s poor treatment of other lawyers — ranging from micromanagement to vulgar insults and humiliating personal attacks — was impairing the boutique firm she had built, the people said. For one thing, they said, she was jeopardizing its ability to recruit and retain valuable employees.Ms. Kaplan and other partners had also clashed over issues of management and strategy, and some of her colleagues were frustrated by the difficulties of achieving consensus with her, several people said.Ms. Kaplan was told last fall that it had become untenable for her to remain on the firm’s management committee — a sharp rebuke for a founding partner. She agreed to step down from the committee. The decision began a monthslong chain of events that culminated this week with Ms. Kaplan’s announcement that she was leaving Kaplan Hecker to start a new firm.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Prominent Lawyer Roberta Kaplan Departs Firm After Clash With Colleagues

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      The well-connected attorney, who founded a powerhouse firm at the dawn of the #MeToo era, has faced complaints that she mistreated and insulted other lawyers.Roberta A. Kaplan, the celebrated lawyer who took on former President Donald J. Trump, and helped win marriage equality for gay Americans, is stepping down from the law firm she founded after clashing with her partners over her treatment of colleagues.Ms. Kaplan, a hard-charging civil rights lawyer, announced that she was leaving the firm, Kaplan Hecker & Fink, which she formed in 2017, to start a new one.Her departure followed months of internal frustration over Ms. Kaplan’s conduct toward other lawyers, according to people familiar with the matter. Those concerns led her colleagues to remove her from the firm’s management committee and precipitated her departure.Ms. Kaplan’s former firm will be renamed Hecker Fink effective Monday. “Robbie brought us together and for that we owe her a debt of gratitude,” the firm’s remaining partners said in an internal memo reviewed by The New York Times.“It was Robbie’s decision to leave the firm,” the firm’s two named partners, Julie Fink and Sean Hecker, said in a statement. “We wish her the very best and look forward to working with her and her new firm in the future.”Ms. Kaplan said in an interview with Bloomberg that she was leaving with a colleague because Kaplan Hecker & Fink had grown “in size and complexity beyond what I had in mind and I wanted to get back to something nimbler.”We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Elon Musk Sued by Former SpaceX Employees

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      The eight workers say they were wrongfully fired after circulating a memo raising concerns about sexual harassment at the rocket company led by Elon Musk.Eight former employees of Elon Musk’s rocket company, SpaceX, sued the company and Mr. Musk on Wednesday, contending they were wrongfully fired for raising concerns about sexual harassment and discrimination in the workplace.The employees were fired in 2022 after they circulated an open letter urging SpaceX executives to condemn Mr. Musk’s comments on Twitter, later renamed X, which amounted to “a frequent source of distraction and embarrassment for us.” After being made aware of the letter, Mr. Musk ordered the terminations, according to the complaint.“Our eight brave clients stood up to him and were fired for doing so,” Laurie Burgess, a lawyer representing the former SpaceX employees, said in a statement. “We look forward to holding Musk accountable for his actions at trial.”The plaintiffs are seeking an unspecified amount of compensatory damages. SpaceX did not immediately respond to a request for comment.The lawsuit, filed in California state court in Los Angeles, called SpaceX’s workplace an “Animal House” filled with inappropriate and sexually suggestive behavior. Several plaintiffs said they had experienced harassment from other SpaceX employees that “mimicked Musk’s posts,” which created “a wildly uncomfortable hostile work environment.”The lawsuit contends that executives at SpaceX were regularly made aware of grievances about Mr. Musk’s explicit social media messages, but that the complaints were routinely dismissed, even after a “sexual harassment internal audit” conducted by Gwynne Shotwell, SpaceX’s president and chief operating officer.After the employees were fired, Ms. Shotwell wrote in an email to SpaceX employees that there was “too much critical work to accomplish and no need for this kind of overreaching activism,” according to a copy of the email obtained by The New York Times.The same eight employees are already pursuing charges against SpaceX with the National Labor Relations Board. In January, SpaceX sued the labor board to dispute the charges, arguing that the complaint should be dismissed because the structure of the agency is unconstitutional.The lawsuit was filed a day before Tesla shareholders are expected to conclude a vote on a pay package for Mr. Musk that’s worth about $45 billion. It also followed a Tuesday report in The Wall Street Journal detailing Mr. Musk’s history of sexual relationships with co-workers.The lawsuit is the latest in a list of grievances between employees and Mr. Musk. In 2022, Business Insider reported that SpaceX had paid $250,000 to settle a claim that he exposed himself to an employee on a private plane. (Mr. Musk later denied the “wild accusations.”) In 2022, he laid off roughly half of Twitter’s work force after acquiring the company, later firing another two dozen of the company’s internal critics. And last August, the Justice Department sued SpaceX for discriminating against refugees and asylum seekers in its hiring.“We hope that this lawsuit encourages our colleagues to stay strong and to keep fighting for a better workplace,” Paige Holland-Thielen, one of the plaintiffs, said in a statement. More

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      I Just Went on Vacation. How Am I Still Burned Out?

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      Time away can make work stress even more apparent. Here’s what to do about it.The email does not find you well.Yesterday, you were lounging on the beach, or sprawled on the couch with that book you finally had time to finish. Now, you’re staring down hundreds of missed messages.The return to work after vacation can be jarring for anyone. But for people who are burned out from their jobs — a state that psychologists describe as feeling persistently exhausted and cynical about work — the transition is even tougher.While vacation might seem like the obvious solution to being overwhelmed by work, time away can reveal just how depleted you’ve become, said Jeanette M. Bennett, an associate professor at the University of North Carolina at Charlotte who studies the effects of stress on health.How to know if you’re burned out.Burnout stems from feeling like you don’t have control over your work. People can dread their jobs, experiencing “the quintessential ‘I’m overwhelmed, I’m exhausted, Sunday Scaries’” feeling, said Dr. Thea Gallagher, a clinical psychologist and associate professor at NYU Langone Health.Burnout bleeds into the rest of your life: people typically feel like they don’t have the energy to do anything except get through the day. Family responsibilities, friends and hobbies can fall by the wayside — even if people have the time for those activities outside of work, they may be too tired, or feel apathetic about them, said Angela Neal-Barnett, a psychology professor at Kent State University and author of “Soothe Your Nerves: The Black Woman’s Guide to Understanding and Overcoming Anxiety, Panic and Fear.”Taking time off can relieve burnout in some cases — people come back to work feeling recharged and better able to tackle their workload. But when people are intensely stressed, vacation is more like a Band-Aid. They might feel better when they’re away, but as soon as it’s time to return, they become anxious again.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      The Treadmill Desk Might Really Be Worth It

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      Research shows they can indeed deliver fitness benefits while you work — but only if you use them wisely.Experts have long known that extended inactivity can be bad for your body, increasing your risk for heart disease, Type 2 diabetes and other illnesses. As the saying goes, “sitting is the new smoking.” At the same time, decades of studies have shown that walking — even just 4,000 steps a day — is good for the mind and body.Treadmill desks — a setup involving a standing desk with a treadmill beneath it — seem like an ingenious antidote to sedentary office life, and a way to get in a few more healthy steps. But are they worth the investment?As treadmill desks have become more mainstream, researchers have begun to ask how effective they are. A growing body of studies, though often limited, suggests they do help keep people moving, adding perhaps an average of two extra miles of walking per day.What’s more, one small 2023 study suggested regular use of treadmill desks increased peoples’ energy, improved their moods and, in some cases, even made them more productive at their jobs.“Having the ability to add in little bits of activity over the course of a day can add up,” said Akinkunle Oye-Somefun, a doctoral candidate at York University in Toronto and the lead author of a recent meta-analysis of treadmill-desk research. However, he noted, “walking on a treadmill desk is an add on, not something meant to replace your regular exercise routine.”The key to getting the most health benefits out of a treadmill desk, and avoiding boredom or frustration, is to go in with the right expectations and strategy.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      What Should Boeing Do to Fix its Longstanding Problems?

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      DealBook asked experts in company culture, aviation, and leadership for actions the manufacturer could take to restore public trust.As far as signs of trouble in a company go, a hole blowing through the wall of one of its airplanes at 16,000 feet is not subtle.So it was not a surprise that the Boeing chief executive, Dave Calhoun, spent most of the company’s fourth-quarter earnings call on Wednesday focused on safety. “We caused the problem, and we understand that,” he said of the Jan. 5 incident.Mr. Calhoun said the company had instituted additional quality controls and paused production for a day to focus on safety and quality. But Boeing’s issues span decades, and some aviation and management experts have long suggested they go deeper than processes, pointing instead to a shift in the company’s culture that put finances ahead of engineering. Fixing that may require more drastic measures.“What Calhoun and his team need to do requires both a leap of faith from the way they’ve been doing business and some kind of viable, credible courage,” said Nancy Koehn, a historian at Harvard Business School who focuses on crisis leadership.DealBook asked experts in company culture, aviation, and management for actions Boeing could take to try and fix its longstanding problems.Design a completely new plane. The 737 Max, the workhorse of the Boeing fleet, was introduced in 1968. “They’ve been putting in new components, but I think they need a whole new aircraft design based on all the lessons learned about aeronautics in the last 60 years,” said Bill George, the former chief executive of Medtronic and an executive fellow at Harvard Business School who has written two case studies on Boeing. “They may have to cut their dividend so the cash doesn’t go out the door and spend the money to design new aircraft,” said Mr. George, who added that Boeing should stop stock buybacks. Mr. Calhoun has said that Boeing would not deliver its next all-new aircraft until the mid-2030s.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More