She was left traumatized and with chronic pain, but still continued to attend classes. By August, when Taliban soldiers entered Kabul, she was only months away from receiving her degree. But now the Taliban decree appears to have rendered her dream impossible.

“All the hard work I have done so far looks like it is gone,” she said. “I find myself wishing I had died in that attack with my classmates instead of living to see this.”

Wali Arian and Lara Jakes contributed reporting.

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What Ever Happened to IBM’s Watson?

IBM insists that its revised A.I. strategy — a pared-down, less world-changing ambition — is working. The job of reviving growth was handed to Arvind Krishna, a computer scientist who became chief executive last year, after leading the recent overhaul of IBM’s cloud and A.I. businesses.

But the grand visions of the past are gone. Today, instead of being a shorthand for technological prowess, Watson stands out as a sobering example of the pitfalls of technological hype and hubris around A.I.

The march of artificial intelligence through the mainstream economy, it turns out, will be more step-by-step evolution than cataclysmic revolution.

Time and again during its 110-year history, IBM has ushered in new technology and sold it to corporations. The company so dominated the market for mainframe computers that it was the target of a federal antitrust case. PC sales really took off after IBM entered the market in 1981, endorsing the small machines as essential tools in corporate offices. In the 1990s, IBM helped its traditional corporate customers adapt to the internet.

IBM executives came to see A.I. as the next wave to ride.

Mr. Ferrucci first pitched the idea of Watson to his bosses at IBM’s research labs in 2006. He thought building a computer to tackle a question-answer game could push science ahead in the A.I. field known as natural language processing, in which scientists program computers to recognize and analyze words. Another research goal was to advance techniques for automated question answering.

After overcoming initial skepticism, Mr. Ferrucci assembled a team of scientists — eventually more than two dozen — who worked out of the company’s lab in Yorktown Heights, N.Y., about 20 miles north of IBM’s headquarters in Armonk.

The Watson they built was a room-size supercomputer with thousands of processors running millions of lines of code. Its storage disks were filled with digitized reference works, Wikipedia entries and electronic books. Computing intelligence is a brute force affair, and the hulking machine required 85,000 watts of power. The human brain, by contrast, runs on the equivalent of 20 watts.

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Sundar Pichai Faces Internal Criticism at Google

OAKLAND, Calif. — The seeds of a company’s downfall, it is often said in the business world, are sown when everything is going great.

It is hard to argue that things aren’t going great for Google. Revenue and profits are charting new highs every three months. Google’s parent company, Alphabet, is worth $1.6 trillion. Google has rooted itself deeper and deeper into the lives of everyday Americans.

But a restive class of Google executives worry that the company is showing cracks. They say Google’s work force is increasingly outspoken. Personnel problems are spilling into the public. Decisive leadership and big ideas have given way to risk aversion and incrementalism. And some of those executives are leaving and letting everyone know exactly why.

“I keep getting asked why did I leave now? I think the better question is why did I stay for so long?” Noam Bardin, who joined Google in 2013 when the company acquired mapping service Waze, wrote in a blog post two weeks after leaving the company in February.

Sundar Pichai, the company’s affable, low-key chief executive.

Fifteen current and former Google executives, speaking on the condition of anonymity for fear of angering Google and Mr. Pichai, told The New York Times that Google was suffering from many of the pitfalls of a large, maturing company — a paralyzing bureaucracy, a bias toward inaction and a fixation on public perception.

The executives, some of whom regularly interacted with Mr. Pichai, said Google did not move quickly on key business and personnel moves because he chewed over decisions and delayed action. They said that Google continued to be rocked by workplace culture fights, and that Mr. Pichai’s attempts to lower the temperature had the opposite effect — allowing problems to fester while avoiding tough and sometimes unpopular positions.

A Google spokesman said internal surveys about Mr. Pichai’s leadership were positive. The company declined to make Mr. Pichai, 49, available for comment, but it arranged interviews with nine current and former executives to offer a different perspective on his leadership.

“Would I be happier if he made decisions faster? Yes,” said Caesar Sengupta, a former vice president who worked closely with Mr. Pichai during his 15 years at Google. He left in March. “But am I happy that he gets nearly all of his decisions right? Yes.”

a fixture at congressional hearings. Even his critics say he has so far managed to navigate those hearings without ruffling the feathers of lawmakers or providing more ammunition to his company’s foes.

The Google executives complaining about Mr. Pichai’s leadership acknowledge that, and say he is a thoughtful and caring leader. They say Google is more disciplined and organized these days — a bigger, more professionally run company than the one Mr. Pichai inherited six years ago.

challenge Amazon in online commerce a few years ago. Mr. Pichai rejected the idea because he thought Shopify was too expensive, two people familiar with the discussions said.

to select Halimah DeLaine Prado, a longtime deputy in the company’s legal team.

Ms. Prado was at the top of an initial list of candidates provided to Mr. Pichai, who asked to see more names, several people familiar with the search said. The exhaustive search took so long, they said, that it became a running joke among industry headhunters.

Mr. Pichai’s reluctance to take decisive measures on Google’s volatile work force has been noticeable.

vowing to restore lost trust, while continuing to push Google’s view that Dr. Gebru was not fired. But it fell short of an apology, she said, and came across as public-relations pandering to some employees.

David Baker, a former director of engineering at Google’s trust and safety group who resigned in protest of Dr. Gebru’s dismissal, said Google should admit that it had made a mistake instead of trying to save face.

“Google’s lack of courage with its diversity problem is ultimately what evaporated my passion for the job,” said Mr. Baker, who worked at the company for 16 years. “The more secure Google has become financially, the more risk averse it has become.”

Some critiques of Mr. Pichai can be attributed to the challenge of maintaining Google’s outspoken culture among a work force that is far larger than it once was, said the Google executives whom the company asked to speak to The Times.

“I don’t think anyone else could manage these issues as well as Sundar,” said Luiz Barroso, one of the company’s most senior technical executives.

acquire the activity tracker Fitbit, which closed in January, took about a year as Mr. Pichai wrestled with aspects of the deal, including how to integrate the company, its product plans and how it intended to protect user data, said Sameer Samat, a Google vice president. Mr. Samat, who was pushing for the deal, said Mr. Pichai had identified potential problems that he had not fully considered.

“I could see how those multiple discussions could make somebody feel like we’re slow to make decisions,” Mr. Samat said. “The reality is that these are very large decisions.”

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Mount Sinai Seeks to Expand School Virus Testing Program

Every week, students at KIPP Infinity Middle School, in West Harlem, file into a large auditorium and take their places on the designated floor markings, making sure to stand six feet apart. Then they pull down their masks and fill sterile tubes with their spit.

The school’s teachers try to make the experience fun, running competitions to see who can fill their tube fastest and holding dance contests while students wait for their classmates to finish.

“It’s kind of enjoyable,” said Bradley Ramirez, a seventh grader at the school who likes math and Minecraft. “It’s way better than just sticking a stick up your nose.”

Bradley and his classmates are participants in a coronavirus testing pilot program created by the Mount Sinai Health System, the nonprofit Pershing Square Foundation and KIPP NYC, a network of 15 local charter schools. Since early March, the program has conducted more than 13,000 saliva-based tests of KIPP students, teachers and staff members, identifying several dozen cases of the virus.

planned to fully reopen schools, eliminating remote learning, in the fall.

“The way you keep a school safe, the way you make teachers feel comfortable with the reopening of schools, the way you make parents feel comfortable sending their kid, is you have a testing program,” said William A. Ackman, a hedge fund manager who founded the Pershing Square Foundation.

The testing program originated in December, when Mr. Ackman decided that he wanted to find a way to get New York City children back to school and approached Mount Sinai with a proposal: What if he provided funding for the hospital to build a laboratory that could process 100,000 coronavirus tests a day? The hope was that the lab could devote some of that capacity to corporate clients, such as businesses that wanted to test their employees, and use the revenue to fund wide-scale testing for New York City schoolchildren.

Mount Sinai quickly agreed. “We began on a concerted effort that people at Mount Sinai have really rallied around,” said Dr. David Reich, president and chief operating officer of Mount Sinai Hospital. “It’s just one of those projects where you never have to worry about people wanting to show up for your Zoom meeting — they’re all there, and they’re all smiling.”

saliva-based coronavirus tests. The gold standard diagnostic tests are known as P.C.R. tests, which can detect even minute amounts of the virus in biological specimens. During the early months of the pandemic, these tests generally required medical professionals to stick a swab deep into a patient’s nasopharynx, a procedure that can be deeply uncomfortable and put clinicians at risk.

Saliva-based P.C.R. tests, many scientists came to believe, would be safer and less invasive. They would also be much more suitable for young children than the deep, nasopharyngeal swabs. “A brain scoop, for a kid? Really? That’s a no-no,” said Dr. Alberto Paniz-Mondolfi, a pathologist at Mount Sinai who led development of the new saliva test.

As the partnership between Mount Sinai and Pershing Square began to take shape, Dr. Paniz-Mondolfi and his colleagues accelerated their work, validating their saliva test in 60 adult patients. But they knew that in the real world, children could not always be relied upon to follow clinical procedures to the letter.

“When we start getting this from the schools, we’re going to have pieces of pretzels, old gum floating in the saliva,” Dr. Paniz-Mondolfi said.

So Dr. Paniz-Mondolfi and his colleagues asked their own children to make a sacrifice for science: to snack on an array of junk food, including pizza and Oreos, and then spit into some testing tubes. Using these samples, the researchers confirmed that even if a student’s sample was contaminated with one of these foods, the tests should still work properly.

“This was practical science, designed by parents to get their kids back to school,” Dr. Paniz-Mondolfi said.

Then it was time to pilot the tests in a real school environment. In January, Mount Sinai connected with KIPP NYC, which had been offering remote instruction since last spring. But it was hoping to reopen its schools in March, and administrators knew they would need to do some kind of in-school virus testing.

“One of the biggest fears that we had was around what it would mean to keep students safe,” said Glenn Davis, the principal of KIPP Infinity Middle School.

Mount Sinai and KIPP NYC agreed to begin a pilot saliva-testing project at five schools. The testing program, which eventually grew to include nine KIPP schools, was free for the schools and mandatory for all students who opted to return to in-person learning. (Some families chose to continue with remote education.)

Students, teachers and staff members are tested once a week. Medical assistants from Mount Sinai supervise the saliva collection and pack the bar-coded tubes into coolers for transportation back to the laboratory. (The samples are currently being processed at an existing Mount Sinai lab, but will be sent to the new lab when it opens next month.)

During the pilot project, 99.2 percent test results were returned within 24 hours, Mount Sinai says. Students or staff members who test positive typically have to quarantine for 10 days.

If a student tests positive, Mount Sinai also offers to send a team of “swabbers” to his or her home to administer free coronavirus tests to their family members and close contacts.

“We’ve detected a few mini outbreaks in that fashion, and hopefully prevented them from spreading by virtue of this screening program in the schoolkids,” Dr. Reich said.

Between March 10, when the pilot project began, and May 9, Mount Sinai conducted 13,067 tests and identified 46 coronavirus cases, a positivity rate of 0.4 percent. There have been no false positives and no known false negatives, Mount Sinai says.

The Mount Sinai team has submitted the data to the Food and Drug Administration, hoping to receive an emergency use authorization for the test.

Later this week, Mount Sinai will submit a formal proposal to New York City to take its testing program to the city’s public schools when they reopen in the fall. Mount Sinai declined to disclose the terms of the proposal, including what it plans to charge schools for the tests, but says it hopes to attract commercial clients to help defray, or possibly even eliminate, costs for schools.

In the meantime, it is approaching other charter school organizations in the city about using its tests during their summer sessions and programs.

“We can’t just sit there when this lab goes live in June and say, ‘OK, we’re waiting for September,’” Dr. Reich said. “Before the fall, we need to be doing a lot of tests.” The lab will initially have the capacity to run 25,000 tests a day, with the ability to scale up to 100,000 if there is sufficient interest.

For its part, KIPP NYC plans to expand the program to all of its schools in the fall, although the testing frequency may change, said Efrain Guerrero, managing director of operations for KIPP NYC. “I think parents see it and staff see it as just an additional safety measure that they appreciate,” he said. “For us it’s a no-brainer to continue to test at some frequency.”

Olga Ramirez, Bradley’s mother, had not initially wanted him to return to in-person learning. “I was very afraid at first,” she said. But Bradley, who desperately wanted to go back to school, managed to convince her, with the help of an informational video about the Mount Sinai testing program.

Ms. Ramirez now thinks that returning to school was the right decision. Bradley’s virus tests have all come back negative, and his grades are up since returning to in-person learning.

“I’ve seen his grades improve quite a lot, and I feel that my son is in good hands,” she said. She’s not alone, she added. “There’s so many mothers who are feeling the way I do.”

Elda Cantú contributed translation.

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How the Pandemic Changed Sabine Roemer’s Jewelry Business

LONDON — Disrupter, fixation, opportunity. The pandemic has been all that and more for jewelry fans and designers alike.

Just ask Sabine Roemer.

The German-born designer has two brands: the high jewelry line that carries her name (one-off pieces priced from 10,000 pounds, or about $14,095) and Atelier Romy, which sells trendy pieces like stackable chain necklaces and ear party studs online for £50 to £500.

And now that England is easing restrictions, she said, both lines are emerging as direct-to-consumer businesses — and are linked more closely to her own identity as a craftswoman.

“Workmanship is absolutely apparent in everything Sabine does,” said Marisa Drew, a senior investment banker in London who has jewelry from both of Ms. Roemer’s brands. “There’s always a personality in her pieces and she really approaches her designs with a story in mind.”

Ms. Drew said she likes Ms. Roemer’s transformable designs and strong attention to detail, features that also resonate with Sarah Giovanna, a managing director at a private equity firm in London.

“She sits down with you and really creates something that fits you. For me, it’s all about flexibility,” said Ms. Giovanna, who also wears both lines. “I work in a high-intensity environment, dealing with big businesses, and I want pieces that I can dress up and down. Both brands deliver that.”

Last year’s lockdown, however, was “a make-and-break moment,” Ms. Roemer said, especially for Atelier Romy, which was only three years old when the pandemic hit.

“I was forced to look at every single aspect of the business, and not just entrust it to others,” the 41-year-old designer said, admitting she had focused on creation and clients. Suddenly she couldn’t just help clients dream up high jewelry pieces like a pair of diamond and pearl earrings topped with 17-carat citrines or work on a philanthropic collaboration like the jeweled rendition of a postage stamp she created for the Queen Elizabeth Scholarship Trust in 2017 to celebrate the queen’s 65 years on the British throne.

In March 2020, Ms. Roemer canceled her shipping agent. She hadn’t been entirely happy with its service and decided fulfillment should be handled in-house. “I packed, I shipped and tied the ribbon around every box,” she said. “I needed to learn everything — my accountant joked that it was like McDonald’s, where you have to start in the kitchen and work your way up.” (A handwritten card now accompanies every order.)

Ms. Roemer and her team also focused on Atelier Romy’s social media presence, creating stronger digital content and visuals that highlighted Ms. Roemer as the maker behind the jewels. She wouldn’t share sales figures, but Ms. Roemer said shoppers must have liked the changes, as sales increased fivefold.

It’s the kind of online marketing that is here to stay, said Juliet Hutton-Squire, head of global strategy at Adorn, a jewelry market intelligence firm.

When consumers couldn’t spend on travel, she said, they began spending more on luxury items and investment pieces. Fashion brands were well positioned to capture those sales, thanks to their early investments in digital, and “brands with an online presence or shoppable content on social media were even further ahead of the curve as mobile phones became the way we shop,” Ms. Hutton-Squire explained. “That is just going to continue. We are not going back from this.”

In many ways, Ms. Roemer’s early career — which began as a 15-year-old goldsmith apprentice in Germany — led to her roles as a businesswoman and jeweler today.

Crafting jewelry, she said, is not all about “tools, craft and creation,” as she had once imagined. “You soon realized you also have to be good at physics and math, chemicals and chemistry. Thankfully, those were my favorite subjects at school.”

Atelier Romy has exercised her mathematical brain even more. “I love data,” she said. “I find it fascinating sitting at home in lockdown and just looking at data and who’s coming into the virtual shop.”

After graduating from Pforzheim Goldsmith and Watchmaking School in Germany, Ms. Roemer joined Stephen Webster, a London designer she said she particularly admired as “a craftsperson and not just a designer.”

More work for other Bond Street houses followed, plus orders from private clients — turning the early 2000s into something of a golden era for Ms. Roemer’s high jewelry career. Her philanthropic work also was recognized, especially several custom pieces she made in collaboration with the Nelson Mandela Foundation, like a gold, diamond and emerald bangle inscribed with the South African president’s prison number; Morgan Freeman wore the piece to the 2010 Oscars as a best actor nominee for “Invictus.”

Ms. Roemer said the experience showed her how jewelry could be a form of storytelling. “The easy thing to do was put a bling diamond piece that gets attention, but I wanted to put Mandela’s story on the red carpet,” she said. “In the end, jewelry is emotional — you wear it every day on your skin. I don’t wear my grandmother’s handbag every day but I do wear her ring. It’s close to me, and really carries that emotional value.”

That same year, her first high jewelry collection debuted at Harrods.

Atelier Romy — a name inspired by the birth of Ms. Roemer’s first daughter, Romy — was created as an affordable ready-to-wear line to be sold exclusively online. “I wanted to portray something a bit different,” she recalled. “Something with strong bold designs but still modern and zeitlos” — German for ageless — “depending on how you’d layer and make it your own.”

Valery Demure, the London-based brand consultant who represents several independent jewelers (but not Ms. Roemer), said: “Sabine interests me because she doesn’t come from a jewelry family. Everything she’s learned has been through hard work by herself, and the fact that she has all these skills. She is a woman with a real soul and purpose.”

That sense is increasingly relevant in a post-pandemic world. Ms. Hutton-Squire said the pandemic’s “enforced pause button” highlighted the importance of sustainability and the environment, spurring jewelers to act online in more authentic ways. Whether that was creating, for example, a playlist for meditation or sharing home recipes, “it wasn’t all about sell, sell, sell,” she said. “That really kind of separated the authentic bands from the less authentic ones.”

That also explains the growing demand for craft — something Ms. Roemer said she had experienced prepandemic with some of her high jewelry line’s female clients. “They have a very different mind-set: asking who made it and what it is. It’s less about the stone, how big it is and the carat size,” Ms. Roemer said. “They just want to express themselves and their personalities through jewelry.”

She has been bringing the sentiment online. Atelier Romy now has weekly drops of “how to style” videos and footage of Ms. Roemer at the workbench, cutting, soldering and shaping metal, always among her most popular posts. “Few people really know how jewelry is still made,” she said. “It was nice to take people into the workshop and show them the process.”

In March, Ms. Roemer introduced Cornerstones, her first high jewelry collection in more than 10 years. The extra time in lockdown has been a creative boon, she said (“I always found the best pieces happen in the workshop when you don’t have a plan”) and the collection of nine pairs of earrings were muses on travel, with multifunctional pieces like sea-inspired blue topaz, aquamarine and diamond transformable earrings that Ms. Drew purchased.

Ms. Roemer said she hopes to resume meeting clients from both brands, which, thanks to the pandemic, feel more complementary than ever. “It’s like having two babies — you can’t pick a favorite one, they’re equally important,” she said. “But also very different.”

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The Woman Behind Iconic Beyoncé Looks and ‘Black Owned Everything’

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The costume designer and wardrobe stylist Zerina Akers does not want people to think that her life is picture-perfect, even if she spends her time making sure that her clients are.

“I want to dispel the thought that it is glamorous,” she said of her days, which often include piecing together ensembles for her celebrity clientele, overseeing fittings and tending to her e-tail site. “Yeah, you’re dealing with beautiful things, but you also have to deal with all the luggage, getting all the looks right and running around. It’s a lot of hard work and heavy lifting.”

And, lately, she has been doing all of that on a wounded ankle. She’s mainly worn comfort shoes during the pandemic, but a pair of post-quarantine wedge heels led to her recent mishap. (“Who did I think I was?!” she said, while describing the stumble during a phone interview.)

Ms. Akers, 35, is the go-to stylist for Beyoncé Knowles-Carter — the iconic oversized black hat that the singer modeled in the 2016 “Formation” music video was her handiwork. She also compiled the wardrobe for Ms. Knowles-Carter’s opulent 2020 visual album, “Black Is King,” pulling designs from both established European fashion houses and independent designers from across the African diaspora.

Black Owned Everything, an e-commerce hub featuring a curated selection of apparel, accessories, beauty and décor products.

“Last summer, there was a huge surge in support of Black brands,” she said, describing widespread calls for inclusivity and representation that swelled after the protests against racism and police brutality. That led some people to ask a new question: How long would this last?

“Would it be something that’s going to stick around and really create change, or was it just a trend?” Ms. Akers said. “I felt it was important to not wait around and gauge the reaction of the fashion industry. We were able to create something that we own, and we’re going to keep it going,” she said of the website, which features about three dozen brands.

Ms. Akers, a Maryland native who is based in Van Nuys, Calif., has also been designing clothing recently, a throwback to her teenage years spent creating garments for school fashion shows. Some of her work — a color-blocked dress, a chain-trim bodysuit, a trench jumpsuit — is featured in a capsule collection of separates for Bar III, the private label from Macy’s.

We spoke with her in early May, as she mulled over ideas for revamping the Black Owned Everything site and sorted through wardrobe items intended for the Colombian reggaeton artist Karol G and Chloe Bailey of the R&B duo Chloe x Halle.

Interviews are conducted by email, text and phone, then condensed and edited.

Brandice Daniel, the founder and chief executive of Harlem’s Fashion Row, as part of their annual Designer Retreat. We’re on with the accessories designer Brandon Blackwood, talking about our career paths and giving advice to young people on how to make it in fashion. I talk about the importance of being in good financial standing and doing what you love without prioritizing being “internet famous.”

3:30 p.m. My assistant, Christian Barberena, arrives at my house and we chill in the backyard, going over our next two weeks of work and divvying up tasks. Usually, my team handles internet shopping and sourcing items in stores. Then, I’ll primarily handle things that are being custom-made by designers.

5:45 p.m. I realize I’m about 15 minutes late for a Netflix virtual screening event for “Halston,” and Chris and I tune in to watch. It’s a must-see. Based on what I’ve read about him, it was well-cast — and it’s visually quite stunning.

8 a.m. I awake with a bit of anxiety, because I’ve been trying to figure out how to seamlessly do some construction on the Black Owned Everything site without alarming our followers. I want it to have much more storytelling, engage more Black photographers and graphic designers, and make it more than just a generic e-commerce space. I also have to find an entry-level social media manager to help make the Instagram account more robust while the site is down.

The Rooftop by JG with Liza Vassell, the founder of Brooklyn PR. We’re both late but make it just in time to not lose our table. It’s our first time connecting outside of work and we spent an hour and a half stuffing our faces, discussing our experiences being Black women making our own way, and investing in and supporting each other.

6:30 p.m. Today was one of those weird days — productive, yet somehow I was left feeling like I didn’t quite do enough. I start checking out mentally by watching trash TV.

8:30 a.m. My makeup artist, Leah Darcy Pike, arrives to help me get ready for a portrait for this column. I decided to throw on an aqua blue look from my Macy’s collection.

1:17 p.m. I call my product development consultant and deliver the good news that I love our new Black Owned Everything candle sample. It’s kind of woody and sort of like patchouli, with these other weird notes. We also discuss possible product ideas we could launch for Juneteenth, like a summer travel kit.

2:05 p.m. I open my garage in an attempt to organize it, then close it back. It’s filled with jewelry, clothes from past photo shoots, my personal wardrobe overflow, B.O.E. stuff … it’s gotten a little crazy.

3 p.m. It’s Chris’s birthday, so I run out and grab a cake from Sweet Lady Jane and we indulge for just a moment.

4:15 p.m. I go to a mall in Sherman Oaks to pick up monochromatic sneakers for my weekend shoot with Karol G. I love color-blocking, particularly red shoes and red bags.

Sally Hemings. I’m currently obsessed with the narratives of slaves. The varied experiences never cease to amaze me. I keep them etched in my brain as a reminder of how resilient we really are as a people.

8:33 a.m. I’m cracking open the week’s packages one by one. There are 20 to 30 — a combination of gifts, things from Black-owned businesses that they want us to review, and some celeb stuff. For the most part, I try to have some stuff go to my office, but since we’re blurring lines with the pandemic, I’ve just been having it come straight to one place.

10:45 a.m. Head out to meet Chris so we can set up a rack for Karol G before heading into a fitting. The first thing I usually try to do with fittings is see what makes the client’s face light up, then I’ll start with those things that they’re most excited about. Typically, the trickiest part is the alterations because you want to make sure they hold up and last, but not damage the garment. On this day, everything went smoothly.

5:33 p.m. After grabbing a bowl of fried tofu with veggies and grits at Souley Vegan, I head to my office to work on a new project with Chris. We’re trying to start a virtual reality character for the site. She’ll be dressed in the Black-owned brands and you can follow her day-to-day.

8 p.m. We realize we should probably stop working and head home to pack for a shoot in San Francisco. When I fly, I have to have my travel blanket (right now, it’s Burberry), my memory foam neck pillow and a sleep mask — I can never stay awake on a plane, even if it’s just an hourlong flight.

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Gotchies, Gotch, Ginch, Gonch, Ginches, Gitch, Gitchies, Gaunch: Canadians’ Unmentionables.

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Back in 1998, bookstores in English-speaking Canada suddenly looked like their counterparts in France, with their windows and floor displays dominated not by novels or popular nonfiction but by dictionaries. More precisely, piles of the first edition of the Canadian Oxford Dictionary.

Katherine Barber, Who Defined Canadian English, Is Dead at 61]

When the article appeared online, it provoked a lot of Twitter conversation about Canadianisms, particularly over the correct term for underwear. In the first sentence of the obituary, I went with “gotchies,” which the first edition of the dictionary casts as the “diminutive of GOTCH.”

But many people had other ideas, including: ginch, gonch, ginches, gitch, gitchies and gaunch. (Forgive me if I missed some.)

Judy Gombita, a Torontonian who favors “gotchies,” finally offered this analysis: “So the word definitely BEGINS with a G and often ends with CH, but the in-between varies widely across English Canada’s regions.”

Letterkenny,” the streaming comedy series set in a fictional southern Ontario town, has taken that to new heights. While some of the (printable) terms used by its characters are standard hockey slang or Canadian English, like laneway and rez (for reserve), its writers have gone on to create their own fictional dialect.

article from Babble, an online language learning company, makes a compelling case that the fictional speech in Letterkenny is a “conlang” or constructed language like Newspeak in George Orwell’s “1984” or Nadsat, the mix of Russian and English that Anthony Burgess created for “A Clockwork Orange.”

As I wrote in Ms. Barber’s obituary, declining sales of print dictionaries mean that the Canadian Oxford has not been updated since its second edition was published in 2004.

Some, apparently younger, Twitter users posted that they had never heard some of the Canadianisms I included in the obituary. And while new Canadianisms have likely come along over the last 17 years, the fluidity of languages means that many others have just as probably fallen into obscurity. When I was growing up, the largest piece of furniture in my parents’ room that was devoted to sitting was the chesterfield. Its counterpart in my household is now getting new slip covers and no one has called it anything other than a sofa or a couch during the process.

There has been one update of sorts, however. Among the many sources Ms. Barber and her crew drew on was the Dictionary of Canadianisms on Historical Principles, which was published in 1967. It was a very different creature than the Canadian Oxford. Intended for scholars, it was essentially a collection of Canadian words going back to the arrival of English speakers in what became Canada rather than a general reference dictionary and a snapshot of Canadian English use, spelling and pronunciations at that time.

second edition of the Dictionary of Canadianisms appeared online. Its website is currently being updated, so it is currently only available in a less-than-ideal digital archived form at the moment.

Somehow, I never interviewed Ms. Barber. But her wit, good humor and enthusiasm always came through on the radio and on television. Her great passion was ballet and she was as well known in those circles as she was in the world of language.

But her sister, Martha Hanna, told me that Ms. Barber’s interest in language didn’t extend to crossword puzzles.

“She said: ‘I don’t want to spend my life thinking about how to answer these stupid questions,’” Ms. Hanna, herself a crossword enthusiast, said of Ms. Barber. “Perhaps she knew words too well to to find crosswords amusing.”


Canadian cities and towns are often impostors, doubling as other places around the world in movies and on television.

  • On Thursday, the Canadiens and the Maple Leafs met for the first time in a post season game since 1979. The Hab won 2-1, but I am not taking sides. Curtis Rush reports that the return of the playoff rivalry has been muted by pandemic restrictions. “Montreal is still known for its fashion and cuisine, flair and intimate quaintness, while diverse Toronto is known for its brashness, flashy skyline and economic clout,” he wrote. “Both fan bases claim they live in hockey’s mecca.”


  • A native of Windsor, Ontario, Ian Austen was educated in Toronto, lives in Ottawa and has reported about Canada for The New York Times for the past 16 years. Follow him on Twitter at @ianrausten.

    nytcanada@nytimes.com.

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    Baseball in Britain Confronts Issues With Sexism

    It is no exaggeration to say that Amanda Hocking has dedicated her life to baseball — especially women’s baseball — in Britain. Playing the game has been her dream since she was a child.

    That is what made the events of the last few weeks doubly painful to Hocking, and drove her to resign from her position as the general manager of Britain’s national women’s baseball team.

    On April 25, Hocking, who goes by Doris, was shocked to see a post on the British Baseball Federation’s Twitter account that she said disgusted her. The post appeared to be a crass attempt by the federation to use a sexualized image of a topless female player to promote the new United Kingdom Women’s Baseball league, which Hocking founded.

    The image was a rendering of a female player viewed from behind, wearing a helmet and holding a glove. The player appeared to be either topless or wearing a halter top and just to the left of the image sat the logo of the women’s league, lending the appearance of its approval. Despite requests to have the tweet taken down, it stayed up for hours, with the federation’s president initially defending it.

    small but passionate British baseball community over an issue that mirrors an ongoing problem in the United States.

    May 4 resignation in a telephone interview from her home in Camelford, Cornwall, in southwestern England. “Ever since I was a kid it has been my dream to play baseball for Britain and to build this league and be taken seriously. And then it was shattered.”

    As in the United States, the episode was a catalyst for many to more closely examine attitudes that British baseball holds toward women. But unlike in M.L.B., many in the British baseball community quickly rallied around Hocking and condemned the B.B.F.

    Players in Britain do not make a living playing baseball, so there is far less at stake. But many teams issued statements condemning the tweet and the lack of a quick response from the federation. Players threatened to boycott games unless action was taken.

    “That was gratifying to see,” said Tracey Wilkes, a British New York Mets fan who lives in Sheffield, England, and co-hosts “Birds with Balls,” a British baseball podcast. “The support for Doris and the women’s game from the male teams has been amazing and I think this regrettable incident has given us an opportunity to learn from it.”

    For many, the tweet itself was only the seed of the problem. The lack of contrition from the federation, and its initial decision to defend the image rather than delete it, added fuel to the furor.

    Drew Spencer, the head coach of the British men’s team, also oversees the men’s and women’s domestic teams. He was shocked and disappointed by the tweet, he said, and immediately reached out to Hocking to lend support.

    “As soon as I saw it, I knew it was going to be a big deal,” said Spencer, a Californian who played center field for Dartmouth College in the 1990s before moving to England. “This has been devastating for Doris. She has literally dedicated her life to British baseball.”

    Hocking, 34, was seven years old when her mother bought her a baseball glove. She played with her brother and some friends at the local soccer field, but they did not even know the rules. When she was a teenager she regularly scanned eBay for a pitching machine and when she was about 19 she reached out to the B.B.F. to see if there were any teams or leagues for women.

    They pointed her to softball, which did not interest her. She was just beginning to think about starting a women’s national team when she collapsed one day from a severe case of cholesteatoma, a skin growth in the middle ear that reached her brain. Doctors told he she would not live past 27.

    “I had accepted that I was going to die,” she said. “I planned my own funeral.”

    A new laser technology destroyed the growth and Hocking recovered, although with some balance issues related to the damage to her inner ear. Despite regaining her health, she struggled to cope with the changes in her life until one day she saw an advertisement on social media for a coed baseball league in Cornwall. She joined, and her passion for baseball, and her spirit, were renewed.

    “That advert saved my life,” she said. “I had nothing to get up for. Since then, it’s been all baseball.”

    Hocking works as a sales assistant for an outdoor clothing company and on a full-time basis attends Plymouth Marjon University, where she studies sports development and coaching. All the while, she has been building the new women’s national team and creating the U.K.’s first women’s domestic league in 80 years, while also playing for a club team in Paris.

    She says her interest in the sport was so extreme that it eventually led to the end of her marriage.

    “It all became too much for my husband,” she said. “We are still friends and all that, but I’m addicted to baseball. I feel like I was put on the planet to give my services to it.”

    But in the amount of time it took to look at a tweet, the game she loved so much seemed to turn on her.

    When Hocking first saw the post of the topless woman, she considered it appalling, but felt it would be easily remedied by deleting it. “Everyone makes mistakes,” she said. “You address it and move on.” So she texted Perez and asked him to remove it.

    “It’s obvious that the player on the image is topless and is inappropriate,” Hocking wrote in a text she showed to The New York Times, “can you change it or remove it, please. Thanks.”

    Perez initially refused, claiming that the woman in the image was not topless. Instead, he wrote back to Hocking claiming the image originally had a uniform but that an editor had smoothed it out “so you can’t see her name.”

    The B.B.F. left the post up for roughly 12 hours before deleting it, despite increasingly urgent appeals from Hocking and others. Hocking said she felt Perez’s replies to her were insulting.

    Despite several attempts to contact Perez by email and voice message, he did not respond to requests for comment.

    As hours passed and the tweet remained, Hocking said, she received several outraged messages from colleagues and members of the women’s international baseball community under the mistaken impression that Hocking had sanctioned the tweet.

    “It was damaging to my reputation and to the reputation of the whole league,” she said.

    While the post was still up, Wilks, the Mets fan and podcaster, did an internet search and uncovered a stock photo of a woman with bare shoulders that is likely the original image. It appeared to refute the notion that someone had merely erased the name from a uniform jersey.

    Wilks’s discovery inflamed the matter and Molly Willcox, a respected British player, announced on May 2 that she would boycott any team affiliated with the B.B.F. until Perez resigned.

    “It seems a bit harsh,” she said in a video posted on social media. “But unfortunately, our sport can’t continue to grow or thrive under his presidency.”

    On May 7, with pressure mounting, Perez resigned. A few days later, the B.B.F. apologized to Hocking and the entire women’s league. It said it planned to work with Hocking and WB-UK to analyze the “structural failures within the league that led to the unfortunate incident.”

    Hocking said that once the situation calmed down, she grew heartened at the outpouring of support she received. She remains focused on the new domestic league but is not yet ready to take back her position as the G.M. of the national team. Spencer said he hopes Hocking reconsiders.

    After all, modern women’s baseball in Britain is mostly the result of Hocking’s vision and industry.

    “Nobody does anything all by themselves,” Spencer said, “But if Doris doesn’t create WB-UK and become a beacon of hope for women all over the country, it probably wouldn’t exist today.”

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    C.D.C Confirms More Cases of Rare Blood Clot Disorder Linked to J.&J. Vaccine

    Federal health officials have now confirmed 28 cases, including six in men, of a rare blood clotting disorder in adults who have received the Johnson & Johnson Covid-19 vaccine.

    Dr. Tom Shimabukuro, the deputy director of the immunization safety office at the Centers for Disease Control and Prevention, presented the new cases on Wednesday at a meeting of a panel of advisers to the C.D.C.

    The figure is an increase from the 15 confirmed cases, all of which were in women, that were reported at last month’s meeting.

    Although officials have now identified a handful of cases in men, women — especially those between the ages of 30 and 49 — appear to remain at elevated risk. “The trend is that the reporting rates are higher in females compared to males in all age categories,” Dr. Shimabukuro said at the meeting.

    lifted the suspension 10 days later and added a warning about the potential risks to the vaccine’s label, which notes that a connection between the vaccine and the condition is “plausible.”

    Twenty-two of the confirmed cases so far have been in women, and six have been in men. All were in adults between the ages of 18 and 59 who received the vaccine before the national pause. (There was also one additional case recorded in a 25-year-old man who participated in the clinical trial.)

    Three people have died and four remain hospitalized, including one who is in intensive care. No new deaths have been documented since last month’s meeting, Dr. Shimabukuro said.

    The overall risk remains exceedingly low. More than 9 million doses of the Johnson & Johnson vaccine have now been administered in the United States.

    There have been 12.4 cases per million doses among women between the ages of 30-39 and 9.4 cases per million doses among women between 40 and 49, the two demographic groups that appear to be at highest risk. Among older women and men of all ages, there were fewer than 3 cases per million doses.

    Among the 28 confirmed cases, 12 people who developed the disorder had obesity, 7 had high blood pressure, 3 had diabetes, and 3 were taking estrogen, though it is not yet clear whether any of those factors might substantially increase the risk of the disorder.

    Officials will continue to monitor for cases of the clotting disorder in people who have been vaccinated, Dr. Shimabukuro said.

    There have been no confirmed cases of the clotting disorder following the Pfizer-BioNTech or Moderna vaccines, which employ a different technology, Dr. Shimabukuro said.

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    White House to Investigate Brain Injuries Within C.I.A.

    WASHINGTON — Mysterious episodes that caused brain injuries in spies, diplomats, soldiers and other U.S. personnel overseas starting five years ago now number more than 130 people, far more than previously known, according to current and former officials.

    The number of cases within the C.I.A., the State Department, the Defense Department and elsewhere spurred broad concern in the Biden administration. The initial publicly confirmed cases were concentrated in China and Cuba and numbered about 60, not including a group of injured C.I.A. officers whose total is not public.

    The new total adds cases from Europe and elsewhere in Asia and reflects efforts by the administration to more thoroughly review other incidents amid concern over a spate of them in recent months.

    Since December, at least three C.I.A. officers have reported serious health effects from episodes overseas. One occurred within the past two weeks, and all have required the officers to undergo outpatient treatment at Walter Reed National Military Medical Center or other facilities.

    a report released in December, the National Academy of Sciences said a microwave weapon probably caused the injuries. Some officials believe a microwave or directed-energy device is the most likely cause.

    The severity of the brain injuries has ranged widely. But some victims have chronic, potentially irreversible symptoms and pain, suggesting potentially permanent brain injury. Physicians at Walter Reed have warned government officials that some victims are at risk for suicide.

    one in 2020 that affected a National Security Council official near the Ellipse south of the White House and another in 2019 involving a woman walking her dog in Northern Virginia, have no known connection to an earlier overseas event. While many officials expressed skepticism that Russia or another power would conduct an attack in the United States, agencies are investigating.

    Congress has demanded more from the C.I.A. In a closed-door meeting of the Senate Intelligence Committee last month, senators accused the C.I.A. of doing too little to investigate the mysterious episodes and until recently showing skepticism about them, according to people briefed on the meeting.

    During the Trump administration, some in the agency said there was little intelligence showing a foreign power was responsible and argued that it made little sense analytically for Russia or another foreign intelligence service to make unprovoked attacks on Americans. Others doubted the cause of the brain injuries.

    The new C.I.A. director, William J. Burns, has tried to move aggressively to improve the agency’s response, current and former officials said. Mr. Burns has met with victims, visited doctors who have treated injured agency officers and briefed lawmakers.

    He has also assigned his deputy, David Cohen, to oversee the investigation and the health care response. Mr. Cohen will meet monthly with victims and will lead regular briefings for Congress. The agency has also doubled the number of medical personnel conducting treatment and managing cases of injured officers.

    In addition, the chief medical officer, who had been criticized by some former officers as too skeptical of the incidents and dismissive of some symptoms, announced his retirement. He was replaced with another doctor seen inside the C.I.A. as more focused on patient care.

    another cohort of C.I.A. officers traveling in a variety of countries, including Russia, had said they were the likely victims of attacks and reported similar symptoms.

    Lawmakers and the Trump administration’s National Security Council grew increasingly frustrated last year with State Department’s and the C.I.A.’s handling of the incidents.

    Robert C. O’Brien, President Donald J. Trump’s last national security adviser, and Matthew Pottinger, his deputy, had already begun working in early 2020 to redouble efforts by their aides to understand the mysterious episodes and to get the Pentagon more involved.

    But their staff members ran into frustration getting the C.I.A., the State Department and other agencies to share details about injured personnel, in part because of federal protections on health data. White House officials thought the investigation, in which the C.I.A. had been the lead agency, had run into a dead end.

    The frustration culminated in a tense conversation Mr. Pottinger had with Vaughn Bishop, then the deputy C.I.A. director, and other officials in November. Mr. Pottinger urged the intelligence community to do more to cooperate with the Pentagon and other agencies. The next month, the National Security Council convened a deputy-level meeting across agencies to again push for further action and a broader investigation.

    Mr. Pottinger declined to comment.

    The Biden administration has tried to further improve coordination, including directing agencies to each name a coordinator to work on both identifying the cause of the episodes and improving health care for the injured personnel. Even some Democrats who have been briefed on the incidents called on the administration to be more aggressive.

    “I don’t believe that we as a government, in general, have acted quickly enough,” said Representative Ruben Gallego, an Arizona Democrat and former Marine who heads the House Armed Services Subcommittee on Intelligence and Special Operations. “We really need to fully understand where this is coming from, what the targeting methods are and what we can do to stop them.”

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