Guided Tour for United Nations Headquarters

Visit the United Nations in the heart of New York City! Guided tours offer an engaging way to explore the United Nations Headquarters. Visit the Security Council Chamber(会议厅), the Trusteeship Council Chamber, and the Economic and Social Council (ECOSOC) Chamber. Learn about how the United Nations addresses issues such as climate change, peace and security, human rights, and how you can support the Sustainable Development Goals.

Due to high-level meetings of Heads of State and Government, United Nations Headquarters and Chambers may sometimes close to the public on very short notice.

For entry

Register Online: All visitors to United Nations Headquarters must register on the United Nations Security Website prior to arrival. Click here to register.

Bring Valid(合法的)identification: You must bring an original, government-issued photo ID from a UN Member State or Non-Member Observer State to present at entry. Acceptable forms include passport, driver’s license and national identity card.

Please note: Only original, physical IDs are accepted (no photocopies or digital copies). For security reasons, children under 5 years of age are not permitted on tour.

Hours of operation

Weekdays: First tour leaving at 9:30, last tour leaving at 4:45. Please plan to arrive 60 minutes before your tour.

The UN Headquarters is closed on weekends and public holidays.

Rates for 2025

Adult:$26.00

Student (Ages 13+):$18.00

Child (Ages 5 - 12):$15.00

A 10% booking fee will apply.

To the dynamic beat of Aretha Franklin’s songs, families sit in the crowd at the hall of the Manilla School. They are waiting, eager for the moment when students will participate in a one-of-a-kind program called Spark.

The meeting will pair students with volunteer apprentice (学徒) teachers. Lawyers, hair stylists, and software developers will meet up with students who have selected their occupations as the ones they would most like to learn about. Spark apprenticeships provide workplace experiences that bring economically disadvantaged teens into contact with a world they have probably only imagined.

Nationally, some 30 percent of US high school students drop out. While improved curricula (课程), better teaching, and modern equipment may be part of the solution, “you have to have the relevance,” says Mr. Balme of his six-year-old Spark program.

The gap between those worlds — one of limited expectations and hardship, the other of success and prosperity (繁荣) — hit Balme one day when he was volunteering as a science teacher at a public school in Philadelphia. He was also studying at the Wharton School of Business at the University of Pennsylvania.

The public school was in bad shape, with a high dropout rate. While walking back to Wharton, Balme realized he was “seeing all the resources, and yet these kids had no idea what was right there all around them.” That’s when everything fell into place. The problem and the solution were right next to each other. In 2004, he and Melia Dicker founded Spark.

Apprenticeships are “not rocket science,” says Holly Depatie, Spark board chair. But other coaching programs, such as Boys and Girls Clubs of America, while pairing youngsters with adults, don’t specifically target learning about jobs. So far, Spark has created more than 700 apprenticeships in the San Francisco Bay Area and Los Angeles.

A challenge of teaching mathematics rather than, say, history is that the homework is a lot harder to come up with. After all, “Was Henry VIII a good king?” is a reasonable question to ask either a classroom of nine-year-olds or a lecture theatre of postgraduates. But “Solve this quadratic equation (二次方程式)” would leave the classroom nonplussed and the lecture theatre unimpressed. Maths is learned by doing and designing a problem that is easy enough to be accessible, yet hard enough to be satisfying, is a big headache in itself.

Partly for this reason, books that successfully communicate how mathematicians think, but are aimed at those not already in the field, are both valuable and rare. Now Sir David Spiegelhalter, professor of statistics at the University of Cambridge, has added to the category with The Art of Uncertainty. His new book will appeal to many more than just mathematicians, for its topic is universal: how to analyse chance, uncertainty and risk.

If a new virus is running wild and the majority of deaths are among those who have received a newer vaccine (疫苗), is that evidence that the vaccination program is harmful? How much of top football teams’ performance comes down to luck rather than skill? Professor Spiegelhalter’s exploration of such questions is delightful. First, he uses them to illustrate broader ideas about how probability and statistics work. So a discussion of vaccine safety proceeds to Bayes’s theorem, a procedure for improving one’s judgment of probabilities as new evidence comes to light. The joy of Professor Spiegelhalter’s approach is that he reaches this deep truth through nothing more than some intuitive (直觉的) assumptions and very simple maths.

Most important, though, is Professor Spiegelhalter’s skill at communicating these ideas. Much of probability and statistics can go against our intuition, and the maths behind it is often fearsome. But this is not a difficult book to read or understand.

Previously thought to be an exclusively human skill, knowing when a friend could use a clue appears to be a talent we share with our primate (灵长类) cousins. Researchers from Johns Hopkins University in Maryland observed bonobos (倭黑猩猩) in a recent study point human experimenter in the direction of treats they wished to swallow up.

In the study’s experiments, three male bonobos took turns to play a game with an experimenter where treats were hidden under upturned cups — sometimes while the experimenter was watching, and sometimes not. If the experimenter found the treat, it would be given to the bonobo, providing a motivation for the bonobos to share what they knew.

The experiments showed the bonobos were more likely to gesture and to point more quickly at the cup hiding the treat when the experimenter didn’t know which cup hid the treat. It seems like a simple action, but it’s actually a new insight into how our closest relatives can think and assess the perspective of others. Previous studies have observed the bonobos warning their companions of danger, but these recent experiments remove elements of group mentality and survival ability, exploring cognitive functions of individuals.

“The ability to sense gaps in one another’s knowledge is at the heart of our most advanced social behaviors, central to the ways we cooperate, communicate, and work together strategically,” says psychologist Chris Krupenye.

“What we’ve shown here is that bonobos will communicate with a partner to change their behavior, but a key open question for further research is whether they are also pointing to change their partner’s mental state or their beliefs,” says psychologist Luke Townrow. This theory of mind — the capacity to understand that others have mental states of belief or perspective that might be different to one’s own — has typically been thought to distinguish human cognition from that of other animals.

Most of us have been put on the spot in a number of different situations, whether at work or among a group of friends. 【小题1】 However, you just aren’t ready to give, whether it’s because you don’t know or you’re not willing to share. It is really embarrassing.

We’ve all been guilty of putting others on the spot ourselves, usually by accident. Perhaps we ask a sensitive question of a friend in a group setting, or try to push a quiet coworker to share their answers in a meeting. 【小题2】

Putting someone on the spot though, whether intentional or not, has the effect of destroying trust in a relationship. The key to maintaining the trust in a relationship is developing your emotional intelligence. 【小题3】 As Krauss wrote in a recent Psychology Today article, “A sign that you’re not as sensitive as you could be when you pressure people is that others try to stay away from you to the extent that they can.”

【小题4】 Are people born with the ability to develop a high level of emotional intelligence, or is that something they are taught? Although the answer is probably a little bit of both, strengthening your emotional intelligence is definitely something we can all do. 【小题5】 Listening, empathizing (共情), and reflecting are strategies that many of us have developed with time to strengthen our emotional intelligence, whether with the help of a professional or through our own trial-and-error.

I was raised to believe that showing my strength was the best way to face life. And the belief ______ me.

However, as I approached the midpoint of my career, I hit   ______ point. I failed to secure a promotion, suffered a health crisis, and experienced a major shift in my family life. I realized my constant exhaustion, sleepless nights, and inability to concentrate were obvious ______ that my tireless pursuit of strength had backfired. I fell apart but ______ to find a way out.

Cautiously, I ______ myself to reveal bits of my struggles to a few close friends, watching closely for reactions. But to my great ______ , they listened without judgment and respected my boundaries and coping process. They helped me see there was no ______ in seeking help, and that even the strongest need support. ______ , I opened up fully to them and ______ myself back together.

To anyone ______ the weight of constant strength, hear this: True strength isn't about never showing weakness. It's about having the ______ to acknowledge our limits, reaching out for support, and seek a new path forward.