Every year, thousands of teenagers participate in programs at their local art museums. But do any of them remember their time at museum events later in life? A new report suggests that the answer is yes – and finds that alumni (毕业生) of arts-based museum programs credit them with changing the course of their lives, even years after the fact.

    The Whitney Museum of American Art, the Walker Art Center and the Museum of Contemporary Art, Los Angeles recently asked researchers to conduct a study to find out how effective their long-standing teen art programs really are. They involved over 300 former participants of four programs for teens that have been in existence since the 1990s. Alumni, whose current ages range from 18 to 36, were invited to find out how they viewed their participation years after the fact.

    Among the alumni surveyed, 75 percent of alumni rated the teen program experience as the most favorable impact on their own lives, beating family, school and their neighborhoods. Nearly 55 percent thought that it was one of the most important experiences they'd ever had, regardless of age. And two-thirds said that they were often in situations where their experience in museums affected their actions or thoughts.

    It turns out that participating in art programs also helps keep teens enthusiastic about culture even after they reach adulthood: 96 percent of participants had visited an art museum within the last two years, and 68 percent had visited an art museum five or more times within the last two years. Thirty-two percent of program alumni work in the arts as adults.

    Though the study is the first of its kind to explore the impact of teen-specific art programs in museums, it reflects other research on the important benefits of engaging with the arts. A decade of surveys by the National Endowment for the Arts found that childhood experience with the arts is significantly associated with their income and educational attainment (成就) as adults. Other studies have linked arts education to everything from lower drop-out rates to improvement in critical thinking skills.

In the years of my growing up, Dad was strict with me. He made sure I made my bed and did my homework. He would call in advance to make sure there was no alcohol at the party. I got so angry with him for laying down the law. I would scream, "I hate you!" Dad would yell back, "Good! I don't care!" Deep down I knew he did.

One time at a party, I drank too much alcohol and got so sick. I said, "Call my dad." Next thing, Dad was carrying me to the car. I woke up the next morning, thinking I would definitely be criticised. As expected, I got a roasting, but I now understand why I need discipline.

Dad was 29 when he got his big roles in films. I had an early start at the age of nine with a role in a 1990s TV series, but it wasn't until I finished film studies that I pursued my career as an actress. Like those early days for Dad, I faced lots of rejections. Working in such a competitive industry, I've sometimes thought, "I can't do this any more."

Once, after a trip to Hollywood, I returned to Australia so depressed and spent months in my bedroom painting, listening to Eckhart Tolle's music and trying to find myself again. Dad sat me down and said," Alice, I know it's hard, but it's all about persistence (坚持不懈)."

Now I get to work with Dad a lot, which I love. We both passionate about acting, which comes from us being so interested in people. If it weren't for Dad, I wouldn't be where I am today. He's my biggest fan, and when you have that in your life you can go a long way.

    Sam Walton, the founder of Wal-Mart, was born in Kingfish, Oklahoma on March 29, 1918. He was raised in Missouri where he worked in his father's store while attending school. This was his first retailing (零售业) experience and he really enjoyed it. After graduation, he began his own career as a retail merchant.

    He soon opened his first Wal-Mart store in 1962 in Rogers, Arkansas. Wal-Mart specialized in name brands at low prices and Sam Walton was surprised at the success. Soon a chain of Wal-Mart stores sprang up across rural America. Walton's management style was popular with employees and he founded some of the basic concepts of management that are still in use today.

After taking the company public in 1970, Walton introduced his “profit sharing plan”. The profit sharing plan was a plan for Wal-Mart employees to improve their income dependent on the profits of the store. Sam Walton believed that “individuals don't win, teams do”. Employees at Wal-Mart stores were offered stock options (认股权) and store discounts. These benefits are commonplace today, but Walton was among the first to implement (实现) them. Walton believed that a happy employee meant happy customers and more sales. He also believed that by giving employees a part of the company and making their success dependent on the company's success, they would care about the company.

    By the 1980s, Wal-Mart had sales of over one billion dollars and over three hundred stores across North America. Wal-Mart's unique decentralized (分散的) distribution system, also Walton's idea, created the edge needed to further encourage growth in the 1980s during growing complaints that the “superstore” was stopping smaller and traditional stores from developing. By 1991, Wal-Mart was the largest US retailer with 1,700 stores. Walton remained active in managing the company, as president and CEO until 1988 and chairman until his death. He was awarded the Medal of Freedom shortly before his death.