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The secret of why Mars grew cold and dry may be locked away in its rocks

The secret of why Mars grew cold and dry may be locked away in its rocks

Yahoo2 days ago
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The discovery by the Mars rovers of carbonate in sedimentary rock on the Red Planet has enabled planetary scientists to rewind the clock and tell the tale of how Mars' warmer, watery climate 3.5 billion years ago changed to the barren, dry and cold environment that it is today.
We know that, in the distant past, Mars was warmer than it is today and had liquid water on its surface. We can see evidence for this in the form of ancient river channels, deltas, lakes and even the eroded coastlines of a large sea in the north. Sometime in the past 3.5 billion years, Mars' atmosphere thinned and its water either froze or was lost to space. The question is, how did that happen?
NASA's MAVEN – Mars Atmosphere and Volatile EvolutioN – mission arrived at the Red Planet in 2014 charged with studying the loss rate of Mars' atmospheric molecules to space. However, scientists know that the carbon in Mars' atmosphere, mostly in the form of carbon dioxide, cannot have been mostly lost to space. That's because the lighter carbon-12 would preferentially escape rather than the marginally heavier carbon-13 (the difference between the two being one extra neutron), but we don't see an excess of carbon-13 in Mars' atmosphere today.
The alternative is that Mars' atmospheric carbon must have rained out of the atmosphere and subsequently been locked away in the ground, in the form of carbonates embedded in sedimentary rock. The trouble is, searches for carbonates on Mars had always found nothing, until relatively recently.
Both current Mars rover missions – Curiosity climbing Mount Sharp in Gale crater and Perseverance exploring the river delta in Jezero Crater – have discovered carbonates, in the sedimentary rock that form Mount Sharp, and stretching tens of kilometers along the rim of Jezero.
Because carbon dioxide is a greenhouse gas, it can therefore regulate a planet's climate. Losing that carbon dioxide as it transforms into carbonate rocks would have had a drastic effect on Mars' climate.
To determine just how drastic, planetary scientists led by Edwin Kite of the University of Chicago modeled how losing its atmospheric carbon in carbonate rocks has affected how Mars' climate has changed over the past 3.5 billion years. This is coupled with the increase in solar luminosity as the sun brightens with age (in just over a billion years' time the sun will be too luminous and hot for life on Earth to survive). As the sun grew hotter, it breathed more heat onto Mars, increasing the planet's average temperature. This led to more precipitation, causing the carbon dioxide to rain out and become locked away as carbonate.
With the loss of the carbon dioxide's greenhouse effects, Mars cooled and grew drier. Intermittent spells of high temperatures and shallow liquid water were caused by orbital variations, similar to the Milankovitch cycles on Earth, which are periodic variations in the shape of Earth's orbit and the tilt of our planet's axis caused by the gravitational forces of the other planets, and which affect our long-term climate.
The difference between Earth and Mars is that our planet has been able to manage a continuous outgassing of carbon dioxide, mostly from volcanism, to maintain its presence in our atmosphere. Mars, which is about half the diameter of Earth, lost heat from its core more rapidly, which slowed down and ultimately – as far as we can tell – stopped Mars' volcanic activity. With no active volcanoes, or at least very few, there was nothing to replenish the carbon dioxide in the atmosphere.
These findings help explain the geological evidence of subsequent but increasingly less frequent bursts of liquid water on the surface of Mars during the past 3.5 billion years.
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There is one caveat, which is that the study assumes that the abundance of carbonates at Gale crater is typical of the entire Red Planet. Carbonate samples need to be identified in many locations before we can say for sure that this was how Mars lost its greenhouse gas.
The research is published in Nature.
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Research: Being Well Connected Isn't Always Good for Your Career
Research: Being Well Connected Isn't Always Good for Your Career

Harvard Business Review

time19 minutes ago

  • Harvard Business Review

Research: Being Well Connected Isn't Always Good for Your Career

Conventional wisdom says that when it comes to career opportunities, it's not about what you know, but who you know. And research has found, in fact, that prestigious connections do open doors and make people seem more capable than their peers—as if proximity to greatness implies a degree of similar excellence. But what impact do these star connections have after someone has landed a new job? In new research, we sought to find out. Our recent paper, published in the Journal of Applied Psychology, investigated whether and how past connections with industry stars might shape long-term career evaluations and outcomes, particularly after an employee's objective performance data becomes available. Through an analysis of the careers of National Basketball Association (NBA) head coaches and an experiment with nearly 500 working professionals, we found that connections don't just help people land jobs: They continue to shape performance evaluations long after working relationships with stars have ended. How Ties to Titans Inflate Performance Expectations To begin our study, we examined the career trajectories of 179 NBA head coaches over 40 years. Professionals in the NBA, like many traditional firms, operate in high-stakes, performance-driven environments with clear career trajectories. This makes the NBA a useful context for studying career and talent decisions. We found that coaches who had previously served under legendary leaders, like Phil Jackson, for example, were less likely to be fired when their new teams performed worse than industry expectations, compared to coaches who weren't connected to stars. However, when connected coaches' teams performed exceptionally well, they were at greater risk of being fired, relative to head coaches who lacked any prior star connections. In other words, our study found that having a star connection helped buffer head coaches from the consequences of underperformance but could hurt them when they performed well. These effects lasted for up to nine years after a working relationship with a star coach had ended. To explore this dynamic further, we conducted a follow-up study with nearly 500 working professionals tasked with evaluating the performance of hypothetical new hires in the design industry. As evaluators, participants made an 'up or out' decision about each designer, one with a prior connection to an industry titan, and the other without such a connection. We found the same patterns arose: New hires with prior ties to an industry star were shielded when they underperformed, but their strong performance was often discounted. Although performance was presented as objective scores, participants' evaluations were skewed by the shadow of the industry titan associated with the connected designer. We also discovered that our participants, especially those who held more inflated expectations for star-connected designers, were significantly less likely to attribute star-connected employees' underperformance to low ability or low effort. Conversely, underperformance from a non-connected designer was attributed directly to the individual's ability and effort. Why Connections Influence Evaluations We believe that the answer lies in a psychological phenomenon known as balance theory. According to this theory, people strive for consistency in their beliefs and associations. When someone is linked to an industry star, evaluators set high expectations for the protégé and seek to maintain a positive image of them and their mentor. This leads people to rationalize evidence that contradicts their expectations, especially when the star-connected individual underperforms. Conversely, strong performance merely confirms what is already assumed and is therefore viewed as unremarkable. Consider Bob Nardelli, a protégé of the legendary General Electric CEO Jack Welch. After being recruited to be the CEO of Home Depot, Nardelli delivered strong financial results early in his tenure. However, he received little recognition and as ultimately forced out: In 2002, after announcing a 35% profit increase that beat Wall Street's expectations, the company's stock still dropped. Reflecting on this, Nardelli remarked: 'I can understand not getting rewarded, but I don't understand getting punished.' Of course, there could have been multiple factors contributing to Nardelli's downfall, including a leadership style that clashed with his company's entrepreneurial culture. Still, it is fair to speculate that his performance might have been judged against the towering expectations set by his association with Welch. Some Limitations As with any research, our findings should be interpreted with some caution. Our NBA field study focused on a male-dominated environment, which may not generalize to other industries with different make-ups. Additionally, the experimental study, although conducted with working professionals, relied on hypothetical scenarios, which may not fully capture the messiness of real-world evaluations. Still, the consistent patterns we found across our studies provides strong evidence that industry stars can, in fact, cast a long shadow on the future evaluations of their protégés. Strategies for Making Better Talent Decisions Whether you're an executive overseeing talent pipelines or an emerging leader navigating your career path, understanding how past ties to prominent figures can distort performance evaluations is essential. 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They can help you reach that important first rung on the career ladder. But the ongoing influence of star connections can distort how merit is evaluated and rewarded. In a world obsessed with who you know, let's not forget to focus on what people actually achieve.

A 23-Year-Old Man Got Frostbite From Using Whippets
A 23-Year-Old Man Got Frostbite From Using Whippets

Gizmodo

time32 minutes ago

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A 23-Year-Old Man Got Frostbite From Using Whippets

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Ted Cruz's Bid to Reclaim Space Shuttle Discovery Could Cost $400 Million
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