What do you think?
Rate this book
袦芯蟹谐. 袠薪褋褌褉褍泻褑懈褟 锌芯 锌褉懈屑械薪械薪懈褞. 袣邪泻 懈褋锌芯谢褜蟹芯胁邪褌褜 褋胁芯懈 胁芯蟹屑芯卸薪芯褋褌懈 锌芯 屑邪泻褋懈屑褍屑褍 懈 斜械蟹 锌械褉械谐褉褍蟹芯泻
袩芯褔械屑褍 褍屑薪褘械 谢褞写懈 锌芯褉芯泄 锌芯褋褌褍锌邪褞褌 薪械谢芯谐懈褔薪芯 懈 芯锌褉芯屑械褌褔懈胁芯? 袧邪锌褉懈屑械褉, 褌褉邪褌褟褌 胁褉械屑褟 薪邪 胁褌芯褉芯褋褌械锌械薪薪褘械 蟹邪写邪褔懈, 蟹邪斜褘胁邪褟 芯 谐谢邪胁薪芯屑? 袧邪谐褉褍卸邪褞褌 褋械斜褟 褉邪斜芯褌芯泄, 泻芯褌芯褉褍褞 薪械 胁 褋芯褋褌芯褟薪懈懈 胁褘锌芯谢薪懈褌褜? 孝芯 懈 写械谢芯 褋褋芯褉褟褌褋褟 锌芯 锌褍褋褌褟泻邪屑? 袘芯谢械蟹薪械薪薪芯 褉械邪谐懈褉褍褞褌 薪邪 泻褉懈褌懈泻褍? 袨泻邪蟹褘胁邪械褌褋褟, 锌褉懈褔懈薪芯泄 褝褌懈褏 懈 写褉褍谐懈褏 锌褉芯斜谢械屑 褟胁谢褟械褌褋褟 薪械 褌芯谢褜泻芯 褔械谢芯胁械褔械褋泻邪褟 锌褋懈褏芯谢芯谐懈褟, 薪芯 懈 芯褋芯斜械薪薪芯褋褌懈 褍褋褌褉芯泄褋褌胁邪 薪邪褕械谐芯 屑芯蟹谐邪, 泻芯褌芯褉芯械 薪械胁芯蟹屑芯卸薪芯 懈蟹屑械薪懈褌褜, 薪芯 屑芯卸薪芯 懈 薪褍卸薪芯 褍褔懈褌褘胁邪褌褜 懈 胁 褉邪斜芯褌械, 懈 胁 锌芯胁褋械写薪械胁薪芯泄 卸懈蟹薪懈.
袗胁褌芯褉 褉邪褋褋泻邪蟹褘胁邪械褌, 锌芯褔械屑褍 薪邪褕 屑芯蟹谐 褔褍胁褋褌胁褍械褌 褋械斜褟 锌械褉械谐褉褍卸械薪薪褘屑 懈 褔褌芯 写械谢邪褌褜, 褔褌芯斜褘 懈褋锌芯谢褜蟹芯胁邪褌褜 屑褘褋谢懈褌械谢褜薪褘械 胁芯蟹屑芯卸薪芯褋褌懈 锌芯 屑邪泻褋懈屑褍屑褍; 泻邪泻 褋芯褏褉邪薪褟褌褜 褋锌芯泻芯泄褋褌胁懈械 胁 谢褞斜芯泄 褋懈褌褍邪褑懈懈 懈 锌褉懈薪懈屑邪褌褜 械写懈薪褋褌胁械薪薪芯 胁械褉薪芯械 褉械褕械薪懈械; 泻邪泻 褍胁械谢懈褔懈褌褜 褕邪薪褋褘 薪邪 芯蟹邪褉械薪懈械, 泻芯褌芯褉芯械 褌邪泻 薪械芯斜褏芯写懈屑芯 锌褉懈 褉械褕械薪懈懈 褋谢芯卸薪褘褏 褌胁芯褉褔械褋泻懈褏 蟹邪写邪褔; 泻邪泻 薪邪褍褔懈褌褜褋褟, 薪械 泻芯薪褎谢懈泻褌褍褟, 胁谢懈褟褌褜 薪邪 写褉褍谐懈褏.
袗胁褌芯褉 褉邪褋褋泻邪蟹褘胁邪械褌, 锌芯褔械屑褍 薪邪褕 屑芯蟹谐 褔褍胁褋褌胁褍械褌 褋械斜褟 锌械褉械谐褉褍卸械薪薪褘屑 懈 褔褌芯 写械谢邪褌褜, 褔褌芯斜褘 懈褋锌芯谢褜蟹芯胁邪褌褜 屑褘褋谢懈褌械谢褜薪褘械 胁芯蟹屑芯卸薪芯褋褌懈 锌芯 屑邪泻褋懈屑褍屑褍; 泻邪泻 褋芯褏褉邪薪褟褌褜 褋锌芯泻芯泄褋褌胁懈械 胁 谢褞斜芯泄 褋懈褌褍邪褑懈懈 懈 锌褉懈薪懈屑邪褌褜 械写懈薪褋褌胁械薪薪芯 胁械褉薪芯械 褉械褕械薪懈械; 泻邪泻 褍胁械谢懈褔懈褌褜 褕邪薪褋褘 薪邪 芯蟹邪褉械薪懈械, 泻芯褌芯褉芯械 褌邪泻 薪械芯斜褏芯写懈屑芯 锌褉懈 褉械褕械薪懈懈 褋谢芯卸薪褘褏 褌胁芯褉褔械褋泻懈褏 蟹邪写邪褔; 泻邪泻 薪邪褍褔懈褌褜褋褟, 薪械 泻芯薪褎谢懈泻褌褍褟, 胁谢懈褟褌褜 薪邪 写褉褍谐懈褏.
374 pages, Hardcover
First published October 1, 2009
1629 people are currently reading
27315 people want to read
About the author
David Rock
40听books160听followersDr. David Rock coined the term neuroleadership, and is the Co-founder and CEO of the NeuroLeadership Institute (NLI). The Institute is a 23-year-old cognitive science consultancy that has advised over 50% of the Fortune 100. With operations in 24 countries, the institute brings neuroscientists and leadership experts together to make organizations better for humans through science.
Dr. Rock has authored four successful books including Your Brain at Work, a business best-seller, and has written for and been quoted in hundreds of articles about leadership, organizational effectiveness, and the brain which can be found in Harvard Business Review, The New York Times, The Wall Street Journal, Business Insider, CNBC, Forbes, Fortune, Inc., USA Today, BBC, The Boston Globe and more.
Dr. Rock is originally Australian, though based in the US since 2010. He holds a professional doctorate in the Neuroscience of Leadership from Middlesex University in the UK.
Dr. Rock has authored four successful books including Your Brain at Work, a business best-seller, and has written for and been quoted in hundreds of articles about leadership, organizational effectiveness, and the brain which can be found in Harvard Business Review, The New York Times, The Wall Street Journal, Business Insider, CNBC, Forbes, Fortune, Inc., USA Today, BBC, The Boston Globe and more.
Dr. Rock is originally Australian, though based in the US since 2010. He holds a professional doctorate in the Neuroscience of Leadership from Middlesex University in the UK.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 752 reviews
April 19, 2022
Very helpful insights on how the brain works.
Some takeaways:
* Your best-quality thinking lasts for a limited time. The answer is not always to "try harder."
* We have a limited bucket of resources for activities like decision making and impulse control. Make one difficult decision, and the next is more difficult.
* Prioritizing is one of the brain's most energy-hungry processes.
* Picturing something you have not yet seen is going to take a lot of energy and effort. This partially explains why people spend more time thinking about problems (things they have seen) than solutions (things they have never seen). It explains why setting goals feels so hard (it's hard to envision the future.)
* Maintaining a good focus on a thought occurs through not so much how you focus, but rather how you inhibit the wrong things from coming into focus.
* You now have an additional excuse for taking that stroll in the park when you're stuck on a problem. I can just picture someone's last words to their boss being fired: "I am going for a walk to forget about work and get totally unconscious." As funny as this sounds, it is what the research shows is needed when you get stuck at an impasse. The wrong answers are stopping the right ones from emerging.
* Insights occur more frequently the more relaxed and happy you are.
* Look for solutions instead of focusing on the problem.
Some takeaways:
* Your best-quality thinking lasts for a limited time. The answer is not always to "try harder."
* We have a limited bucket of resources for activities like decision making and impulse control. Make one difficult decision, and the next is more difficult.
* Prioritizing is one of the brain's most energy-hungry processes.
* Picturing something you have not yet seen is going to take a lot of energy and effort. This partially explains why people spend more time thinking about problems (things they have seen) than solutions (things they have never seen). It explains why setting goals feels so hard (it's hard to envision the future.)
* Maintaining a good focus on a thought occurs through not so much how you focus, but rather how you inhibit the wrong things from coming into focus.
* You now have an additional excuse for taking that stroll in the park when you're stuck on a problem. I can just picture someone's last words to their boss being fired: "I am going for a walk to forget about work and get totally unconscious." As funny as this sounds, it is what the research shows is needed when you get stuck at an impasse. The wrong answers are stopping the right ones from emerging.
* Insights occur more frequently the more relaxed and happy you are.
* Look for solutions instead of focusing on the problem.
March 18, 2016
The good news is I'm not Dazed and Confused . It's just my brain being a brain; everyone is in the same boat. David Rock's goal is to help the reader understand the brain's limitations,be mindful of it and act accordingly.
The prefrontal cortex, the Director of the Mind, is limited. It can only hold on to a small number of items for a limited time, gets tired easily, easily distracted, and reacts strongly to even mild threats. This book follows a husband and wife in typical work and family situations and gives a before and after scene (with acting with the brain in mind)
His big idea is that Attention Changes the Brain. There is an discussion of how the brain operates and a number of pragmatic recommendations(evidence based) to work within the limits of the brain.
The author is a consultant,coach and lecturer and presents the material in an interesting way with some practical options. It's clear that he has been doing this for a number of years.Recommended.
My Notes on his 1 hour long presentation: Your Brain at Work held at Google.
His hour long discussion @ google on the subject
The Four Surprises about our Brain
1) Rational Thinking is Overrated
2) We've got emotions backward
3) Social Issues are primary
4) Attention Changes the brain
1) Rational Thinking is Overrated:
When you try to hold thoughts is your PFC (PreFrontal Cortex) . Brain Functions; Understand, Decide, Recall, Memorize and Inhibit uses the PFC which has a very limited resources.
Doing a non-trivial math problem requires the brain to start thinking of one thing only : It must think serially and it can't think parallel.
Very conscious thinking uses a very small part of the brain, uses energy,you can only do one thing at a time. People looking to put less effort into things and avoid effort/discomfort.
PFC Size Analogy:If the amount of memory that can be held at one time in the PFC(aka working memory) is the size of a cubic foot the size of the rest of the brain is the Milky Way.
"A Threat Response" feeling anxious. It's hard to make others do things that require an effort to think/change they will react with a threat response. We gravitate toward things we do well and try to make our actions thought free.
Rational Thinking is overrated in two ways 1)what you can do with it and 2) It's not how we solve most problems.
Any time you do a math problem or make a conscious decision you use up a limited bucket of resources.
Doing a math problem uses a limited resource, uses up glucose,Effort uses Energy. Your brain becomes noisy.
Three Levels of Thinking:
1) Deleting Emails
2) Scheduling a Meeting
3) Writing a Pitch (uses glucose/energy perhaps done first)
If you truly respected attention as a limited resource what would you do differently ?
About 60% of problems we solve we don't know how we solved it. The PFC is an inhibitor.
In order for insights to occur you have to stop thinking. You have to dampen down the existing status quo thought. Allow for an entirely different wave of thinking.
The ability to quiet things down allow for more insights. The ability to listen to loose associations. (brain storming). The more happy the more weak associations you notice.
Big Question: What does it express about what you presently do and what does it express about what maybe you might do differently ?
Internal Data Processing Cognitive Control start thinking one way then switch to another is a valuable skill to have.
In problem solving the brain goes into idle for a few seconds and significantly fewer brain cells are used meaning less electrical activity, less arousal, less dopamine. It is quieter and needs to be listened to. You need to notice spikes of Dopamine to notice these thoughts. The ability to have these insights is equivalent to your ability to quiet down you mental activity during this time.
When your anxious less notice of weak associations
When happy more notice of weak associations.
Your field of view expands with Happiness.
What does this explain of what you currently do? and what does it suggest of what you should do differently ?
PFC is the only part of Brain connected to all others. The only part which has a braking system . It is where imagination takes place.Think it as a stage where you can launch thoughts and compare them to others. Combine information and make it into something new. Braking helps with the capacity to regulate emotions.
18:00-Starts talking about Emotions being backward.
Talks about the Marshmallow test (defer gratification)
We as a general society have emotions backward. The Limbic system is always on the look out for negative things. Weighs things as a reward or threat and is strongly moving way from threats and moves slower toward rewards. The only organizing principle is to Minimize threats and Maximize rewards.
Bad is stronger,longer lasting more devastating than good. Media outlet bad stories are far more engrossing. Even a small element stays in the Limbic longer. (requires less energy, glucose to activate and hold data.)
Emotion Regulation Research.
Threats even minor creates reduced insights or Noise.
let it out
Suppress
Cognitive Change
Cognitive is the best but it must be done quickly. You must be aware of emotional states.
* Labeling: Definite it by a quick word. By saying it is a stronger action than thinking
* Reappraisal (re-framing)- Use the time to do something really great.
Bad is stronger than Good to the brain Limbic System
The more you understand about your brain the more you can reappraise all sorts of internal threats. You can actually reappraise things as brain functioning, not you, something that can be changed. Change to a shift state where you see more options.
Brain goes to the negative all the time
The degree of activation of the Limpic system is in direct response to the degree of activation of the PFC.
*Logical People want to grin and bear it (but not as effective)
*Those who suppress more vs appraising more have diminished lives in many areas.
Maslow Hierarchy of needs is WRONG. Social needs are primary .
Social Pain is equal to the physical pain
Social Reward is equal to ...
The owl in the maze affecting the skill due to threat
We tend to Emotion Regulation Research. The moment we get a threat we change immediately. A strong positive impacts our abilities as well.
Brain gravitates to the negative
not too high not too low for maximum processing
Cognitive Change needs to happen quickly,It's preferred but must happen quickly. It requires being aware of cognitive states.
Put on the brakes.
28min.
When Labeling do it with a word or two don't relive the state which can worsen it. Label is hungry, angry. Saying it outload reduces the cognitive load.
By labeling an emotion it dampens it down
Not the traditional wisdom of not talking about emotions (which makes it worse)
Reframing:
Using a negative event traffic to good use :ie practice, listen to book on tape.
Do you suppress or reappraise.
The more you want to supress,grin and bear it is not good. Supressors are below average in Optomism,Problem solving, Likability
The more you understand about the brain,the more you can reapraise.
Shift from a threat state to a state you are more comfortable.
It's Maladaptive in the work place.
Social issues are Primary
Praise is the more important than money. Even a computer voice saying Good Job is a great reward.
Managing with the Brain in Mind
The Following Social States cause Reward or Threat States
**Status, Autonomy, Relatedness, Certainty, Fairness **
These are the Brains goal when it comes to Social Situations
Status- (Drives our behavior massively)
We have a Status Thermometer
pecking order- all about going up or down
Avoid things where our status goes up or down
When you try to change someone create an immediate status threat
Performance Review--
Let me tell you what people have been saying about you......
Certainty (Important with Status as well)
Value in what to expect
Too much certainty is lack of Autonomy
Even ambiguity is a threat
Autonomy
With no autonomy , small threat becomes bigger
With autonomy, small threats become smaller
Relativeness-
Are you in my InGroup or my OutGroup
empathy for ingroup and not for outgroup
Friend or Foe (trust or no trust)
Foe is default with exceptions of really attractive people, baby, when you're drunk.
Fairness
Engagement is an increase in dopamine and we are being rewarded.
When you try to change anyone you will have a status threat
Deep Engagement doing thing that make a difference in the world.
Attention changes the brain in seconds.
It's easier to change attention when you feel safe.
The more you understand:
Minimize the Threat Response and Maximize the PFC Space
The more language you have to make choices
The more you control the future
The Dali Lama was asked
Q: Why are you always happy?
A: Because it feels better
Two ways to experience:
Direct Experience Circuitry: Literal interpretation . Directly taking in Data. In the Flow.
Narrative Response Circuitry: A story of the event.
There long term
It is possible to optimize internal brain processing
Reappraisal vs Re Thinking becomes a state as opposed to a trait
The cheapest form of reappraisal is humor
Focus on any kind of data is a good exercise
taking in data @ real time and how much more energetic you feel and how your world has expanded.
Focus on being Unfocused and listening to what comes into your mind.
Additional Resources:
His white paper on the Subject
The neuroscience of Mindfulness
Understanding the Science of Change
The prefrontal cortex, the Director of the Mind, is limited. It can only hold on to a small number of items for a limited time, gets tired easily, easily distracted, and reacts strongly to even mild threats. This book follows a husband and wife in typical work and family situations and gives a before and after scene (with acting with the brain in mind)
His big idea is that Attention Changes the Brain. There is an discussion of how the brain operates and a number of pragmatic recommendations(evidence based) to work within the limits of the brain.
The author is a consultant,coach and lecturer and presents the material in an interesting way with some practical options. It's clear that he has been doing this for a number of years.Recommended.
My Notes on his 1 hour long presentation: Your Brain at Work held at Google.
His hour long discussion @ google on the subject
The Four Surprises about our Brain
1) Rational Thinking is Overrated
2) We've got emotions backward
3) Social Issues are primary
4) Attention Changes the brain
1) Rational Thinking is Overrated:
When you try to hold thoughts is your PFC (PreFrontal Cortex) . Brain Functions; Understand, Decide, Recall, Memorize and Inhibit uses the PFC which has a very limited resources.
Doing a non-trivial math problem requires the brain to start thinking of one thing only : It must think serially and it can't think parallel.
Very conscious thinking uses a very small part of the brain, uses energy,you can only do one thing at a time. People looking to put less effort into things and avoid effort/discomfort.
PFC Size Analogy:If the amount of memory that can be held at one time in the PFC(aka working memory) is the size of a cubic foot the size of the rest of the brain is the Milky Way.
"A Threat Response" feeling anxious. It's hard to make others do things that require an effort to think/change they will react with a threat response. We gravitate toward things we do well and try to make our actions thought free.
Rational Thinking is overrated in two ways 1)what you can do with it and 2) It's not how we solve most problems.
Any time you do a math problem or make a conscious decision you use up a limited bucket of resources.
Doing a math problem uses a limited resource, uses up glucose,Effort uses Energy. Your brain becomes noisy.
Three Levels of Thinking:
1) Deleting Emails
2) Scheduling a Meeting
3) Writing a Pitch (uses glucose/energy perhaps done first)
If you truly respected attention as a limited resource what would you do differently ?
About 60% of problems we solve we don't know how we solved it. The PFC is an inhibitor.
In order for insights to occur you have to stop thinking. You have to dampen down the existing status quo thought. Allow for an entirely different wave of thinking.
The ability to quiet things down allow for more insights. The ability to listen to loose associations. (brain storming). The more happy the more weak associations you notice.
Big Question: What does it express about what you presently do and what does it express about what maybe you might do differently ?
Internal Data Processing Cognitive Control start thinking one way then switch to another is a valuable skill to have.
In problem solving the brain goes into idle for a few seconds and significantly fewer brain cells are used meaning less electrical activity, less arousal, less dopamine. It is quieter and needs to be listened to. You need to notice spikes of Dopamine to notice these thoughts. The ability to have these insights is equivalent to your ability to quiet down you mental activity during this time.
When your anxious less notice of weak associations
When happy more notice of weak associations.
Your field of view expands with Happiness.
What does this explain of what you currently do? and what does it suggest of what you should do differently ?
PFC is the only part of Brain connected to all others. The only part which has a braking system . It is where imagination takes place.Think it as a stage where you can launch thoughts and compare them to others. Combine information and make it into something new. Braking helps with the capacity to regulate emotions.
18:00-Starts talking about Emotions being backward.
Talks about the Marshmallow test (defer gratification)
We as a general society have emotions backward. The Limbic system is always on the look out for negative things. Weighs things as a reward or threat and is strongly moving way from threats and moves slower toward rewards. The only organizing principle is to Minimize threats and Maximize rewards.
Bad is stronger,longer lasting more devastating than good. Media outlet bad stories are far more engrossing. Even a small element stays in the Limbic longer. (requires less energy, glucose to activate and hold data.)
Emotion Regulation Research.
Threats even minor creates reduced insights or Noise.
let it out
Suppress
Cognitive Change
Cognitive is the best but it must be done quickly. You must be aware of emotional states.
* Labeling: Definite it by a quick word. By saying it is a stronger action than thinking
* Reappraisal (re-framing)- Use the time to do something really great.
Bad is stronger than Good to the brain Limbic System
The more you understand about your brain the more you can reappraise all sorts of internal threats. You can actually reappraise things as brain functioning, not you, something that can be changed. Change to a shift state where you see more options.
Brain goes to the negative all the time
The degree of activation of the Limpic system is in direct response to the degree of activation of the PFC.
*Logical People want to grin and bear it (but not as effective)
*Those who suppress more vs appraising more have diminished lives in many areas.
Maslow Hierarchy of needs is WRONG. Social needs are primary .
Social Pain is equal to the physical pain
Social Reward is equal to ...
The owl in the maze affecting the skill due to threat
We tend to Emotion Regulation Research. The moment we get a threat we change immediately. A strong positive impacts our abilities as well.
Brain gravitates to the negative
not too high not too low for maximum processing
Cognitive Change needs to happen quickly,It's preferred but must happen quickly. It requires being aware of cognitive states.
Put on the brakes.
28min.
When Labeling do it with a word or two don't relive the state which can worsen it. Label is hungry, angry. Saying it outload reduces the cognitive load.
By labeling an emotion it dampens it down
Not the traditional wisdom of not talking about emotions (which makes it worse)
Reframing:
Using a negative event traffic to good use :ie practice, listen to book on tape.
Do you suppress or reappraise.
The more you want to supress,grin and bear it is not good. Supressors are below average in Optomism,Problem solving, Likability
The more you understand about the brain,the more you can reapraise.
Shift from a threat state to a state you are more comfortable.
It's Maladaptive in the work place.
Social issues are Primary
Praise is the more important than money. Even a computer voice saying Good Job is a great reward.
Managing with the Brain in Mind
The Following Social States cause Reward or Threat States
**Status, Autonomy, Relatedness, Certainty, Fairness **
These are the Brains goal when it comes to Social Situations
Status- (Drives our behavior massively)
We have a Status Thermometer
pecking order- all about going up or down
Avoid things where our status goes up or down
When you try to change someone create an immediate status threat
Performance Review--
Let me tell you what people have been saying about you......
Certainty (Important with Status as well)
Value in what to expect
Too much certainty is lack of Autonomy
Even ambiguity is a threat
Autonomy
With no autonomy , small threat becomes bigger
With autonomy, small threats become smaller
Relativeness-
Are you in my InGroup or my OutGroup
empathy for ingroup and not for outgroup
Friend or Foe (trust or no trust)
Foe is default with exceptions of really attractive people, baby, when you're drunk.
Fairness
Engagement is an increase in dopamine and we are being rewarded.
When you try to change anyone you will have a status threat
Deep Engagement doing thing that make a difference in the world.
Attention changes the brain in seconds.
It's easier to change attention when you feel safe.
The more you understand:
Minimize the Threat Response and Maximize the PFC Space
The more language you have to make choices
The more you control the future
The Dali Lama was asked
Q: Why are you always happy?
A: Because it feels better
Two ways to experience:
Direct Experience Circuitry: Literal interpretation . Directly taking in Data. In the Flow.
Narrative Response Circuitry: A story of the event.
There long term
It is possible to optimize internal brain processing
Reappraisal vs Re Thinking becomes a state as opposed to a trait
The cheapest form of reappraisal is humor
Focus on any kind of data is a good exercise
taking in data @ real time and how much more energetic you feel and how your world has expanded.
Focus on being Unfocused and listening to what comes into your mind.
Additional Resources:
His white paper on the Subject
The neuroscience of Mindfulness
Understanding the Science of Change
January 5, 2010
I am currently rereading this (and taking notes), but to be honest, this is probably one of the most important books I have ever read. It explains SO much of how the brain works and interacts with the world and how it is really bad at a great number of things. Thankfully though it also tells you how to trick your brain into working how you want it to. Truly fantastic.
April 20, 2019
賰賱賳丕 賷賳馗乇 賱賱毓丕賱賲 丕賱禺丕乇噩賷賾 賵賯賱賷賱賹 賲賳賾丕 賲賳 賷毓賷 丕賱丨乇賵亘 丕賱鬲賷 鬲噩乇賷 賮賷 丕賱丿丕禺賱 ( 賷氐賱丨 賰丕賯鬲亘丕爻 氐丨責 ) .
==
賴匕丕 丕賱賰鬲丕亘 噩賲賷賱 噩丿丕賸貙 賵賮賷賴 廿卮丕乇丕鬲 賲賵噩賾賴丞 賱賮賴賲 丌賱賷丞 毓賲賱 丕賱丿賲丕睾 兀孬賳丕亍 丕賱毓賲賱貙 賵丕賱丕噩鬲賲丕毓丕鬲貙 賵丕賱賱賯丕亍丕鬲 丕賱禺丕氐丞貙 賵丕賱囟睾賵胤.
賷噩賲毓 亘賷賳 毓賱賲 丕賱兀毓氐丕亘貙 賵丕賱丕賯鬲氐丕丿 丕賱爻賱賵賰賷貙 賲毓 賲爻丨丞 賲賳 毓賱賲 丕賱賳賮爻 丕賱廿賷噩丕亘賷.
丕賱鬲乇噩賲丞 賲鬲賵爻胤丞貙 賵賮賷 亘毓囟 丕賱賮氐賵賱 爻賷卅丞貙 賱賰賳 賮賰乇丞 丕賱賰鬲丕亘 賵丕囟丨丞!
==
丕賱賰鬲丕亘 賲賰賵賾賳 賲賳 4 賮氐賵賱貙 賵賰賱 賮氐賱 賮賷賴丕 毓丿丿 賲賳 丕賱賲卮丕賴丿貙 賵賮賷 賳賴丕賷丞 賰賱 賮氐賱 禺賱丕氐丞 噩丕賲毓丞 賮賷 毓丿賾丞 賳賯丕胤:
賵賴匕賴 兀亘乇夭 兀賮賰丕乇 丕賱賰鬲丕亘:
賰賱賳丕 賳氐丨賵 氐亘丕丨丕賸 賱賳賵丕噩賴 毓丕賱賲丕賸 賲賱賷卅丕賸 亘丕賱胤賱亘丕鬲貙 賵丕賱兀賲賵乇 丕賱毓丕賱賯丞 丕賱賵丕噩亘 丨賱賾賴丕貙 賵賳馗賳賾 兀賳賾賴 爻賷兀鬲賷 賷賵賲賹 賲丕 賵賳賰賵賳 賯丕丿乇賷賳 毓賱賶 卮胤亘 賰賱 丕賱賲賴丕賲 賵丨賱賾 賰賱 丕賱廿卮賰丕賱丕鬲 [ 賵賴匕丕 賵賴賲 胤亘毓丕賸 ].
==
丕賱賮氐賱 丕賱兀賵賱: 丕賱賲卮賰賱丕鬲 賵氐賳丕毓丞 丕賱賯乇丕乇丕鬲貙 賵兀噩賲賱 賲丕賮賷 賴匕丕 丕賱賮氐賱 鬲兀賰賷丿賴 毓賱賶 丕賱賮乇囟賷丞 丕賱賯丕卅賱丞 亘兀賳賾 鬲毓丿丿 丕賱賲賴丕賲 亘匕丕鬲 丕賱賰賮丕亍丞 賴賵 禺乇丕賮丞貙 賵兀賳賾 丕賱毓賯賱 丕賱亘卮乇賷 睾賷乇 賯丕丿乇 毓賱賶 賲毓丕賱噩丞 賲賵囟賵毓賷賳 賲禺鬲賱賮賷賳 賮賷 丕賱賵賯鬲 匕丕鬲賴 亘賳賮爻 丿乇噩丞 丕賱賰賮丕亍丞貙 賵丕賱兀賮囟賱 賴賵 " 鬲乇鬲賷亘 丕賱賲賴丕賲" 賵賱賷爻 "鬲賵夭賷毓 丕賱賲賴丕賲" 亘賲毓賳賶貨 丕賱毓賲賱 毓賱賶 賲賴賲丞 賵丕丨丿丞 亘賰賱 鬲乇賰賷夭貙 孬賲 丕賱丕賳鬲賯丕賱 賱賱賲賴賲丞 丕賱鬲賷 鬲賱賷賴丕 賵賴賰匕丕.
賵兀毓噩亘賳賷 兀賷囟丕賸 賮賰乇丞 兀賳 賳毓丕賲賱 丿賲丕睾賳丕 賰賲爻乇丨貙 賵丕賱兀卮賷丕亍 丕賱賲賴賲丞 賳囟毓賴丕 毓賱賶 丕賱爻胤丨 亘賷賳賲丕 賳鬲乇賰 丕賱兀賲賵乇 睾賷乇 丕賱賲賴賲丞 賱匕賷賱 丕賱賯丕卅賲丞 [ 卮賷亍 賷卮亘賴 鬲乇鬲賷亘 丕賱兀賵賱賵賷丕鬲 兀賵 賯丕賳賵賳 80-20 ].
廿囟丕賮丞 賱賮賰乇丞 噩賲賷賱丞 賵毓賲賱賷丞 賵賴賷 兀賳賾 丕賱賰鬲丕亘丞 賵賱賵 毓賱賶 賯氐丕氐丕鬲 賵乇賯賷丞 氐睾賷乇丞 兀賵 賮賷 丕賱賲賱丕丨馗丕鬲 賷禺賮賮 賲賳 丕賱丨賲賵賱丞 毓賱賶 丕賱丿賲丕毓貙 賮丨丕賵賱 兀賳 鬲囟毓 兀賮賰丕乇賰 賵賴賲賵賲賰 賵賲卮丕賰賱賰 毓賱賶 丕賱賵乇賯.
丕賱鬲乇賰賷夭 賲賵乇丿 孬賲賷賳 丨丕賵賱 丕賱丨賮丕馗 毓賱賷賴 賯丿乇 丕賱廿賲賰丕賳 賵賱丕 鬲爻鬲賴賱賰賴 廿賱丕 亘賲丕 賷賮賷丿賰.
賱丕 鬲孬賯 賰孬賷乇丕賸 賮賷 丕賱賲毓賱賵賲丕鬲 丕賱鬲賷 賷禺夭賳賴丕 毓賯賱賰貙 賵丕爻鬲毓賳 亘兀丿賵丕鬲 廿囟丕賮賷丞 賱賱鬲丿賵賷賳.
賱丕 賷鬲毓丿賶 丕賱毓丿丿 丕賱兀賲孬賱 賱賱兀賮賰丕乇 丕賱賲禺鬲賱賮丞 丕賱賲丨鬲賮馗 亘賴丕 賮賷 丕賱丿賲丕睾 賮賷 賵賯鬲 賵丕丨丿 孬賱丕孬丞 兀賵 兀乇亘毓丞!
鬲亘丿兀 丕賱匕丕賰乇丞 亘丕賱鬲乇丕噩毓 毓賳丿 賲丨丕賵賱鬲賰 丕賱丕丨鬲賮丕馗 亘兀賰孬乇 賲賳 賮賰乇丞 賮賷 丕賱丿賲丕睾.
丨乇亘賰 賲毓 丕賱賲卮鬲鬲丕鬲 賴賷 兀賴賲 賲賳 丨乇亘賰 賲毓 丕賱鬲賳馗賷賲貙 賰丕賮丨 丕賱賲卮鬲鬲丕鬲 [ 丕賱丿丕禺賱賷丞 賵丕賱禺丕乇噩賷丞 ] 賵丕賱鬲賳馗賷賲 賷兀鬲賷 鬲賱賯丕卅賷丕賸.
丕賱賲賳丨賳賶 u 丕賱賲賯賱賵亘 賲賴賲 噩丿丕賸 賱鬲毓乇賮 賲鬲賶 鬲鬲賵賯賮 賵賲鬲賶 鬲亘丿兀 賵賲鬲賶 鬲爻鬲乇賷丨 [ 賵賷賲賰賳賰 丕賱丕爻鬲賮丕丿丞 兀賷囟丕賸 賲賳 賰鬲丕亘 丕爻賲 "丕賱賲賳禺賮囟" 賱爻賷孬 噩賵丿賷賳.
==
丕賱賮氐賱 丕賱孬丕賳賷: 賰賳 賴丕丿卅丕賸 賵兀賳鬲 賮賷 丨丕賱丞 鬲賵鬲乇貙 鬲毓丿 丕賱毓賵丕胤賮 丕賱亘卮乇賷丞 賲賳 兀毓賯丿 丕賱賲卮丕毓乇 丕賱鬲賷 鬲賵丕噩賴 丕賱毓賱賲丕亍 賮賷 卮乇丨賴丕 賵鬲賵氐賷賮賴丕貙 丨賷孬 鬲乇鬲亘胤 丕賱鬲噩乇亘丞 丕賱毓丕胤賮賷丞 亘卮亘賰丞 丿賲丕睾賷丞 賰亘賷乇丞 鬲爻賲賶 丕賱噩賴丕夭 丕賱丨賵賮賷貙 丕賱匕賷 賷卮賲賱 賲賳丕胤賯 賲賳
丕賱丿賲丕睾 賲孬賱: 丕賱賱賵賷夭丞 (丕賱賱賵夭丞 丕賱丿賲丕睾賷丞)貙 賵丕賱丨氐賷賳貙 賵丕賱鬲賱賮賷賮 丕賱丨夭丕賲賷貙 賵丕賱賯卮乇丞 丕賱賲丿丕乇賷丞 丕賱兀賲丕賲賷丞貙 賵丕賱鬲賱丕賮賷賮 丕賱賲乇鬲亘胤丞 亘胤乇丕卅賯 賲鬲賳賵毓丞貙 賵賴賷 鬲禺氐 丕賱兀賮賰丕乇 賵丕賱兀卮禺丕氐 賵丕賱兀丨丿丕孬.
賲丕 亘丿賰 亘賰賱 賴丕賱丨賰賷貙 丕賱禺賱丕氐丞 賲賳 賴匕丕 丕賱賮氐賱 賴賵 廿賳賰 鬲乇丕賯亘 賲卮丕毓乇賰 賯亘賱 丕賱爻賱賵賰貙 賱兀賳賴丕 賴賷 丕賱賲丐孬乇 丕賱丨賯賷賯賷 毓賱賶 爻賱賵賰賰.
丕賱賲孬丕賱 丕賱兀卮賴乇 賱賴匕賴 丕賱丨丕賱丞 賴賷 賱賵 兀賳賾 賱丿賷賰 賲賵毓丿 賲賴賲 噩丿丕賸貙 賵賯亘賱 賴匕丕 丕賱賲賵毓丿 亘丿賯丕卅賯 鬲毓胤賱鬲 爻賷丕乇鬲賰貙 兀賵 爻賰亘賻 毓賱賶 賲賱丕亘爻賰 賯賴賵丞 兀賵 夭賷鬲.. 賰賷賮 爻鬲賰賵賳 丨丕賱鬲賰 丕賱賳賮爻賷丞責 賴匕丕 亘丕賱囟亘胤 賲丕 賷丨丕賵賱 丕賱賮氐賱 丕賱孬丕賳賷 兀賳 賷丐賰丿 毓賱賷賴貙 賵賷賯賵賱 賱賰 廿賳賾 兀睾賱亘 爻賱賵賰賷丕鬲賰 毓賷乇 丕賱賲賮賴賵賲丞 兀賵 丕賱賲亘丕賱睾 亘賴丕 賳鬲賷噩丞 賲卮丕毓乇 睾賷乇 賲丿乇賰丞 兀賵 鬲丨鬲丕噩 賱賮賴賲 ( 胤亘毓丕賸 丕賱兀賲乇 賱賷爻 亘賴匕賴 丕賱亘爻丕胤丞 賱賰賳 賴匕丕 賱賱鬲賯乇賷亘 賮賯胤 ).
==
丕賱賮氐賱 丕賱孬丕賱孬: 丕賱鬲毓丕賵賳 賲毓 丕賱丌禺乇賷賳貙 丨賷孬 兀賳賾 丕賱毓賲賱 賲賳賮乇丿丕賸 賮賷 毓氐乇賳丕 兀氐亘丨 卮亘賴 賲爻鬲丨賷賱貙 賵賱丕 亘丿賾 賱賰 賲賳 丕賱丕丨鬲賰丕賰 亘丕賱夭賲賱丕亍 賵丕賱兀氐丿賯丕亍 賵賱賵 毓賱賶 賲爻鬲賵賶 囟賷賯.
鬲賯賵賱 賰乇賷爻鬲賷丕賳 賰賷爻乇夭 丕賱亘丕丨孬丞 丕賱乇丕卅丿丞 賮賷 丕賱毓氐亘賵賳丕鬲 丕賱毓丕賰爻丞 賵丕賱鬲賷 鬲賯賷賲 賮賷 賴賵賱賳丿丕: "賷亘丿賵 兀賳 丿賲丕睾賳丕 賷賮賴賲 丕賱丌禺乇賷賳 賲賳 禺賱丕賱 丕賱丿賵丕卅乇 丕賱賲卮鬲乇賰丞貙 賮廿匕丕 乇兀賷鬲 兀丨丿丕賸 賷賯賵賲 亘毓賲賱 賲丕貙 賮廿賳 匕賱賰 賷賳卮胤 丕賱丿賵丕卅乇 賳賮爻賴丕 賮賷 賯卮乇丞 丕賱丿賲丕睾 丕賱丨乇賰賷丞 賱丿賷賰. 賮廿匕丕 丕賱鬲賯胤 卮禺氐 賲丕 賰兀爻丕賸貙 賮廿賳 丿賲丕睾賰 賷賮毓賱 丕賱賲孬賱貙 賵賲賳 禺賱丕賱 賴匕賴 丕賱賯丿乇丞 鬲丨氐賱 毓賱賶 丕賱賮賴賲 丕賱丨丿爻賷 賱兀賴丿丕賮 丕賱丌禺乇賷賳".
賵鬲賮賴賲賰 賱賱丌禺乇賷賳 賷爻鬲賱夭賲 賲賳賰 賯丿乇丞 毓丕賱賷丞 賲賳 丕賱匕賰丕亍 丕賱丕噩鬲賲丕毓賷賳 廿囟丕賮丞 賱賮賴賲 丌賱賷丕鬲 毓賲賱 丕賱丿賲丕睾 毓賳丿 丕賱胤乇賮 丕賱賲賯丕亘賱貙 賵賴匕丕 賰賱賾賴 賷爻賴賾賱 毓賱賷賰 毓賲賱賷丞 丕賱鬲賵丕氐賱 賵丕賱丕賳丿賲丕噩.
賵兀賷囟丕賸 賷丐賰丿 賴匕丕 丕賱賮氐賱 兀賳賾 丕賱賱賯丕亍 丕賱賲亘丕卮乇 賱賴 兀孬乇 賮賷 丕賱賮賴賲 兀賰孬乇 賲賳 丕賱丕鬲氐丕賱 丕賱廿賱賰鬲乇賵賳賷 兀賵 丕賱賰鬲丕亘丞 賲賳 賵乇丕亍 丕賱卮丕卮丞貙 賵爻賵亍 丕賱賮賴賲 丕賱丨丕氐賱 賲賳 噩乇賾丕亍 丕賱丕賳賯胤丕毓 丕賱丨爻賷 亘賷賳 丕賱賳丕爻 兀賵囟丨 賲賳 兀賳 賷丿賱賱 毓賱賷賴.
賵丕賱丿賲丕睾 丕賱亘卮乇賷 亘胤亘賷毓鬲賴 賷氐賳賾賮 丕賱丌禺乇賷賳 丨爻亘 丿乇噩丞 賲毓乇賮鬲賴賲 亘賴 廿賱賶 [ 氐丿賷賯/ 毓丿賵 ] 賵賴匕丕 賲卮丕賴丿 亘卮賰賱 賵丕囟丨 賮賷 丕賱鬲噩賲毓丕鬲 丕賱賰亘賷乇丞 丕賱鬲賷 賷賰賵賳 丕賱賲乇亍 賮賷賴丕 賵噩賴丕賸 賱賵噩賴 賲毓 兀卮禺丕氐 睾乇亘丕亍貙 賮賷亘丿兀 丕賱丿賲丕睾 亘鬲丨賱賷賱 丕賱賳丕爻 兀賳賾 賲賳 兀毓乇賮賴 [ 氐丿賷賯 ] 賵賲賳 兀噩賴賱賴 [ 毓丿賵 ] 丨鬲賶 賷孬亘鬲 丕賱毓賰爻貙 賵丕賱丨賱 丕賱兀爻乇毓 賱賴匕賴 丕賱廿卮賰丕賱賷丞 賴賵 賰爻乇 毓賵丕卅賯 丕賱鬲賵丕氐賱 亘兀賳 賷賰賵賳 丕賱鬲毓丕賲賱 賲毓 丕賱丌禺乇賷賳 兀賰孬乇 廿賳爻丕賳賷丞 賲賲夭賵噩丕賸 亘丕賱鬲噩丕乇亘 丕賱卮禺氐賷丞 丿賵賳 鬲賰賱賾賮 兀賵 丕丿賾毓丕亍.
兀爻賱賵亘 丕賱賲賰丕賮兀丞 賵丕賱鬲賴丿賷丿 賴賵 丕賱兀爻賱賵亘 卮亘賴 丕賱賵丨賷丿 丕賱匕賷 賷鬲毓丕賲賱 賲毓賴 丕賱丿賲丕睾貙 賵賮賴賲賰 賱賴匕丕 丕賱兀爻賱賵亘 賷乇賷丨賰 賲賳 毓賳丕亍 鬲賮爻賷乇 爻賱賵賰賷丕鬲 丕賱丌禺乇賷賳 睾賷乇 丕賱賲賮賴賵賲丞.
==
丕賱賮氐賱 丕賱乇丕亘毓: 鬲賷爻賷乇 丕賱鬲睾賷賷乇貙 賵賴匕丕 丕賱賮氐賱 賷丐賰丿 賮賷賴 丕賱賰丕鬲亘 兀賳賾 丕賱鬲睾賷賷乇 丕賱毓賲賷賯 賲賳 兀賰孬乇 丕賱兀卮賷丕亍 氐毓賵亘丞貙 爻賵丕亍 賱賱匕丕鬲 兀賵 賱賱丌禺乇賷賳貙 賵賰孬賷乇 賲賳 丕賱賲卮賰賱丕鬲 賱丕 鬲丨鬲丕噩 賱丨賱 亘賯丿乇 賲丕賴賷 亘丨丕噩丞 賱賮賴賲 賱賲賻 賴賷 賲卮賰賱丕鬲 兀爻丕爻丕賸.
賵賷囟賷賮 兀賳賾 丕賱鬲毓賱賷賯丕鬲 賵胤乇丨 丕賱丨賱賵賱 賱賷爻鬲 丿丕卅賲丕賸 賴賷 丕賱胤乇賷賯丞 丕賱兀賲孬賱 賱丨賱 丕賱賲卮賰賱丕鬲貙 亘賱 乇亘賲丕 鬲爻亘亘 丕賱鬲賵鬲乇 丕賱夭丕卅丿 [ 噩乇賾亘 兀賳 鬲賯賵賱 賱卮禺氐 賲鬲兀禺乇 毓賳 乇丨賱鬲賴 賮賷 丕賱賲胤丕乇 毓賳 賵噩賵丿 兀賰孬乇 賲賳 賵爻賷賱丞 賱賵氐賵賱賴 賮賷 丕賱賵賯鬲 丕賱賲賳丕爻亘! ] 乇亘賲丕 爻賷賯鬲賱賰 賱兀賳賾 丿賲丕睾賴 賮賷 賴匕丕 丕賱賵賯鬲 睾賷乇 賲賴賷卅 賱賱丨賱賵賱 丕賱噩丕賴夭丞.
賱丕 鬲丨丕賵賱 丕賱鬲兀孬賷乇 賮賷 丕賱兀卮禺丕氐 毓賳丿賲丕 賷賰賵賳賵賳 賮賷 丕賳賮毓丕賱 丨丕丿賾 賳丨賵 丕賱丌禺乇賷賳 ( 丕鬲乇賰賴賲 賱賷賴丿兀賵丕 孬賲 丨丕賵乇賴賲 ).
==
兀禺鬲賲 賴匕賴 丕賱賲乇丕噩毓丞 丕賱爻乇賷毓丞 亘賲丕 禺鬲賲 亘賴 丕賱賲丐賱賮 賰鬲丕亘賴:
[ 賰賱賲鬲賭賭賷 丕賱兀禺賭賭賷乇丞貙 鬲丨賷賭賭丞 賵丿丕毓 賲亘賳賷賭賭丞 毓賱賭賭賶 丕賱賭賭丿賲丕睾貙 賵毓爻賭賭賶 兀賳 鬲亘賯賭賶 賲爻賭鬲賵賷丕鬲 丕賱賰賵乇鬲賭賷夭賵賱 賱賭丿賷賰 賲賳禺賮囟賭丞貙 賵賲爻賭鬲賵賷丕鬲 丕賱賭丿賵亘丕賲賷賳 賲乇鬲賮毓賭丞貙 賵兀賳 賷毓賲賭賱 丕賱廿賰爻賭鬲賵爻賷賳
亘賰孬丕賮丞 賵賵賮乇丞貙 賵賷亘賳賶 丕賱爻賷乇賵鬲賵賳賷賳 毓賱賶 賴囟亘丞 噩賲賷賱丞貙 賵鬲亘賯賶 賯丿乇鬲賰 毓賱賶 賲乇丕賯亘丞 丿賲丕睾賰 賮賷 兀孬賳丕亍 毓賲賱賴 丨乇丞 丨鬲賶 丌禺乇 賳賮爻. 兀鬲賲賳賶 賱賰 丕賱鬲賵賮賷賯 賮賷 賲爻賷乇鬲賰].
==
賴匕丕 丕賱賰鬲丕亘 噩賲賷賱 噩丿丕賸貙 賵賮賷賴 廿卮丕乇丕鬲 賲賵噩賾賴丞 賱賮賴賲 丌賱賷丞 毓賲賱 丕賱丿賲丕睾 兀孬賳丕亍 丕賱毓賲賱貙 賵丕賱丕噩鬲賲丕毓丕鬲貙 賵丕賱賱賯丕亍丕鬲 丕賱禺丕氐丞貙 賵丕賱囟睾賵胤.
賷噩賲毓 亘賷賳 毓賱賲 丕賱兀毓氐丕亘貙 賵丕賱丕賯鬲氐丕丿 丕賱爻賱賵賰賷貙 賲毓 賲爻丨丞 賲賳 毓賱賲 丕賱賳賮爻 丕賱廿賷噩丕亘賷.
丕賱鬲乇噩賲丞 賲鬲賵爻胤丞貙 賵賮賷 亘毓囟 丕賱賮氐賵賱 爻賷卅丞貙 賱賰賳 賮賰乇丞 丕賱賰鬲丕亘 賵丕囟丨丞!
==
丕賱賰鬲丕亘 賲賰賵賾賳 賲賳 4 賮氐賵賱貙 賵賰賱 賮氐賱 賮賷賴丕 毓丿丿 賲賳 丕賱賲卮丕賴丿貙 賵賮賷 賳賴丕賷丞 賰賱 賮氐賱 禺賱丕氐丞 噩丕賲毓丞 賮賷 毓丿賾丞 賳賯丕胤:
賵賴匕賴 兀亘乇夭 兀賮賰丕乇 丕賱賰鬲丕亘:
賰賱賳丕 賳氐丨賵 氐亘丕丨丕賸 賱賳賵丕噩賴 毓丕賱賲丕賸 賲賱賷卅丕賸 亘丕賱胤賱亘丕鬲貙 賵丕賱兀賲賵乇 丕賱毓丕賱賯丞 丕賱賵丕噩亘 丨賱賾賴丕貙 賵賳馗賳賾 兀賳賾賴 爻賷兀鬲賷 賷賵賲賹 賲丕 賵賳賰賵賳 賯丕丿乇賷賳 毓賱賶 卮胤亘 賰賱 丕賱賲賴丕賲 賵丨賱賾 賰賱 丕賱廿卮賰丕賱丕鬲 [ 賵賴匕丕 賵賴賲 胤亘毓丕賸 ].
==
丕賱賮氐賱 丕賱兀賵賱: 丕賱賲卮賰賱丕鬲 賵氐賳丕毓丞 丕賱賯乇丕乇丕鬲貙 賵兀噩賲賱 賲丕賮賷 賴匕丕 丕賱賮氐賱 鬲兀賰賷丿賴 毓賱賶 丕賱賮乇囟賷丞 丕賱賯丕卅賱丞 亘兀賳賾 鬲毓丿丿 丕賱賲賴丕賲 亘匕丕鬲 丕賱賰賮丕亍丞 賴賵 禺乇丕賮丞貙 賵兀賳賾 丕賱毓賯賱 丕賱亘卮乇賷 睾賷乇 賯丕丿乇 毓賱賶 賲毓丕賱噩丞 賲賵囟賵毓賷賳 賲禺鬲賱賮賷賳 賮賷 丕賱賵賯鬲 匕丕鬲賴 亘賳賮爻 丿乇噩丞 丕賱賰賮丕亍丞貙 賵丕賱兀賮囟賱 賴賵 " 鬲乇鬲賷亘 丕賱賲賴丕賲" 賵賱賷爻 "鬲賵夭賷毓 丕賱賲賴丕賲" 亘賲毓賳賶貨 丕賱毓賲賱 毓賱賶 賲賴賲丞 賵丕丨丿丞 亘賰賱 鬲乇賰賷夭貙 孬賲 丕賱丕賳鬲賯丕賱 賱賱賲賴賲丞 丕賱鬲賷 鬲賱賷賴丕 賵賴賰匕丕.
賵兀毓噩亘賳賷 兀賷囟丕賸 賮賰乇丞 兀賳 賳毓丕賲賱 丿賲丕睾賳丕 賰賲爻乇丨貙 賵丕賱兀卮賷丕亍 丕賱賲賴賲丞 賳囟毓賴丕 毓賱賶 丕賱爻胤丨 亘賷賳賲丕 賳鬲乇賰 丕賱兀賲賵乇 睾賷乇 丕賱賲賴賲丞 賱匕賷賱 丕賱賯丕卅賲丞 [ 卮賷亍 賷卮亘賴 鬲乇鬲賷亘 丕賱兀賵賱賵賷丕鬲 兀賵 賯丕賳賵賳 80-20 ].
廿囟丕賮丞 賱賮賰乇丞 噩賲賷賱丞 賵毓賲賱賷丞 賵賴賷 兀賳賾 丕賱賰鬲丕亘丞 賵賱賵 毓賱賶 賯氐丕氐丕鬲 賵乇賯賷丞 氐睾賷乇丞 兀賵 賮賷 丕賱賲賱丕丨馗丕鬲 賷禺賮賮 賲賳 丕賱丨賲賵賱丞 毓賱賶 丕賱丿賲丕毓貙 賮丨丕賵賱 兀賳 鬲囟毓 兀賮賰丕乇賰 賵賴賲賵賲賰 賵賲卮丕賰賱賰 毓賱賶 丕賱賵乇賯.
丕賱鬲乇賰賷夭 賲賵乇丿 孬賲賷賳 丨丕賵賱 丕賱丨賮丕馗 毓賱賷賴 賯丿乇 丕賱廿賲賰丕賳 賵賱丕 鬲爻鬲賴賱賰賴 廿賱丕 亘賲丕 賷賮賷丿賰.
賱丕 鬲孬賯 賰孬賷乇丕賸 賮賷 丕賱賲毓賱賵賲丕鬲 丕賱鬲賷 賷禺夭賳賴丕 毓賯賱賰貙 賵丕爻鬲毓賳 亘兀丿賵丕鬲 廿囟丕賮賷丞 賱賱鬲丿賵賷賳.
賱丕 賷鬲毓丿賶 丕賱毓丿丿 丕賱兀賲孬賱 賱賱兀賮賰丕乇 丕賱賲禺鬲賱賮丞 丕賱賲丨鬲賮馗 亘賴丕 賮賷 丕賱丿賲丕睾 賮賷 賵賯鬲 賵丕丨丿 孬賱丕孬丞 兀賵 兀乇亘毓丞!
鬲亘丿兀 丕賱匕丕賰乇丞 亘丕賱鬲乇丕噩毓 毓賳丿 賲丨丕賵賱鬲賰 丕賱丕丨鬲賮丕馗 亘兀賰孬乇 賲賳 賮賰乇丞 賮賷 丕賱丿賲丕睾.
丨乇亘賰 賲毓 丕賱賲卮鬲鬲丕鬲 賴賷 兀賴賲 賲賳 丨乇亘賰 賲毓 丕賱鬲賳馗賷賲貙 賰丕賮丨 丕賱賲卮鬲鬲丕鬲 [ 丕賱丿丕禺賱賷丞 賵丕賱禺丕乇噩賷丞 ] 賵丕賱鬲賳馗賷賲 賷兀鬲賷 鬲賱賯丕卅賷丕賸.
丕賱賲賳丨賳賶 u 丕賱賲賯賱賵亘 賲賴賲 噩丿丕賸 賱鬲毓乇賮 賲鬲賶 鬲鬲賵賯賮 賵賲鬲賶 鬲亘丿兀 賵賲鬲賶 鬲爻鬲乇賷丨 [ 賵賷賲賰賳賰 丕賱丕爻鬲賮丕丿丞 兀賷囟丕賸 賲賳 賰鬲丕亘 丕爻賲 "丕賱賲賳禺賮囟" 賱爻賷孬 噩賵丿賷賳.
==
丕賱賮氐賱 丕賱孬丕賳賷: 賰賳 賴丕丿卅丕賸 賵兀賳鬲 賮賷 丨丕賱丞 鬲賵鬲乇貙 鬲毓丿 丕賱毓賵丕胤賮 丕賱亘卮乇賷丞 賲賳 兀毓賯丿 丕賱賲卮丕毓乇 丕賱鬲賷 鬲賵丕噩賴 丕賱毓賱賲丕亍 賮賷 卮乇丨賴丕 賵鬲賵氐賷賮賴丕貙 丨賷孬 鬲乇鬲亘胤 丕賱鬲噩乇亘丞 丕賱毓丕胤賮賷丞 亘卮亘賰丞 丿賲丕睾賷丞 賰亘賷乇丞 鬲爻賲賶 丕賱噩賴丕夭 丕賱丨賵賮賷貙 丕賱匕賷 賷卮賲賱 賲賳丕胤賯 賲賳
丕賱丿賲丕睾 賲孬賱: 丕賱賱賵賷夭丞 (丕賱賱賵夭丞 丕賱丿賲丕睾賷丞)貙 賵丕賱丨氐賷賳貙 賵丕賱鬲賱賮賷賮 丕賱丨夭丕賲賷貙 賵丕賱賯卮乇丞 丕賱賲丿丕乇賷丞 丕賱兀賲丕賲賷丞貙 賵丕賱鬲賱丕賮賷賮 丕賱賲乇鬲亘胤丞 亘胤乇丕卅賯 賲鬲賳賵毓丞貙 賵賴賷 鬲禺氐 丕賱兀賮賰丕乇 賵丕賱兀卮禺丕氐 賵丕賱兀丨丿丕孬.
賲丕 亘丿賰 亘賰賱 賴丕賱丨賰賷貙 丕賱禺賱丕氐丞 賲賳 賴匕丕 丕賱賮氐賱 賴賵 廿賳賰 鬲乇丕賯亘 賲卮丕毓乇賰 賯亘賱 丕賱爻賱賵賰貙 賱兀賳賴丕 賴賷 丕賱賲丐孬乇 丕賱丨賯賷賯賷 毓賱賶 爻賱賵賰賰.
丕賱賲孬丕賱 丕賱兀卮賴乇 賱賴匕賴 丕賱丨丕賱丞 賴賷 賱賵 兀賳賾 賱丿賷賰 賲賵毓丿 賲賴賲 噩丿丕賸貙 賵賯亘賱 賴匕丕 丕賱賲賵毓丿 亘丿賯丕卅賯 鬲毓胤賱鬲 爻賷丕乇鬲賰貙 兀賵 爻賰亘賻 毓賱賶 賲賱丕亘爻賰 賯賴賵丞 兀賵 夭賷鬲.. 賰賷賮 爻鬲賰賵賳 丨丕賱鬲賰 丕賱賳賮爻賷丞責 賴匕丕 亘丕賱囟亘胤 賲丕 賷丨丕賵賱 丕賱賮氐賱 丕賱孬丕賳賷 兀賳 賷丐賰丿 毓賱賷賴貙 賵賷賯賵賱 賱賰 廿賳賾 兀睾賱亘 爻賱賵賰賷丕鬲賰 毓賷乇 丕賱賲賮賴賵賲丞 兀賵 丕賱賲亘丕賱睾 亘賴丕 賳鬲賷噩丞 賲卮丕毓乇 睾賷乇 賲丿乇賰丞 兀賵 鬲丨鬲丕噩 賱賮賴賲 ( 胤亘毓丕賸 丕賱兀賲乇 賱賷爻 亘賴匕賴 丕賱亘爻丕胤丞 賱賰賳 賴匕丕 賱賱鬲賯乇賷亘 賮賯胤 ).
==
丕賱賮氐賱 丕賱孬丕賱孬: 丕賱鬲毓丕賵賳 賲毓 丕賱丌禺乇賷賳貙 丨賷孬 兀賳賾 丕賱毓賲賱 賲賳賮乇丿丕賸 賮賷 毓氐乇賳丕 兀氐亘丨 卮亘賴 賲爻鬲丨賷賱貙 賵賱丕 亘丿賾 賱賰 賲賳 丕賱丕丨鬲賰丕賰 亘丕賱夭賲賱丕亍 賵丕賱兀氐丿賯丕亍 賵賱賵 毓賱賶 賲爻鬲賵賶 囟賷賯.
鬲賯賵賱 賰乇賷爻鬲賷丕賳 賰賷爻乇夭 丕賱亘丕丨孬丞 丕賱乇丕卅丿丞 賮賷 丕賱毓氐亘賵賳丕鬲 丕賱毓丕賰爻丞 賵丕賱鬲賷 鬲賯賷賲 賮賷 賴賵賱賳丿丕: "賷亘丿賵 兀賳 丿賲丕睾賳丕 賷賮賴賲 丕賱丌禺乇賷賳 賲賳 禺賱丕賱 丕賱丿賵丕卅乇 丕賱賲卮鬲乇賰丞貙 賮廿匕丕 乇兀賷鬲 兀丨丿丕賸 賷賯賵賲 亘毓賲賱 賲丕貙 賮廿賳 匕賱賰 賷賳卮胤 丕賱丿賵丕卅乇 賳賮爻賴丕 賮賷 賯卮乇丞 丕賱丿賲丕睾 丕賱丨乇賰賷丞 賱丿賷賰. 賮廿匕丕 丕賱鬲賯胤 卮禺氐 賲丕 賰兀爻丕賸貙 賮廿賳 丿賲丕睾賰 賷賮毓賱 丕賱賲孬賱貙 賵賲賳 禺賱丕賱 賴匕賴 丕賱賯丿乇丞 鬲丨氐賱 毓賱賶 丕賱賮賴賲 丕賱丨丿爻賷 賱兀賴丿丕賮 丕賱丌禺乇賷賳".
賵鬲賮賴賲賰 賱賱丌禺乇賷賳 賷爻鬲賱夭賲 賲賳賰 賯丿乇丞 毓丕賱賷丞 賲賳 丕賱匕賰丕亍 丕賱丕噩鬲賲丕毓賷賳 廿囟丕賮丞 賱賮賴賲 丌賱賷丕鬲 毓賲賱 丕賱丿賲丕睾 毓賳丿 丕賱胤乇賮 丕賱賲賯丕亘賱貙 賵賴匕丕 賰賱賾賴 賷爻賴賾賱 毓賱賷賰 毓賲賱賷丞 丕賱鬲賵丕氐賱 賵丕賱丕賳丿賲丕噩.
賵兀賷囟丕賸 賷丐賰丿 賴匕丕 丕賱賮氐賱 兀賳賾 丕賱賱賯丕亍 丕賱賲亘丕卮乇 賱賴 兀孬乇 賮賷 丕賱賮賴賲 兀賰孬乇 賲賳 丕賱丕鬲氐丕賱 丕賱廿賱賰鬲乇賵賳賷 兀賵 丕賱賰鬲丕亘丞 賲賳 賵乇丕亍 丕賱卮丕卮丞貙 賵爻賵亍 丕賱賮賴賲 丕賱丨丕氐賱 賲賳 噩乇賾丕亍 丕賱丕賳賯胤丕毓 丕賱丨爻賷 亘賷賳 丕賱賳丕爻 兀賵囟丨 賲賳 兀賳 賷丿賱賱 毓賱賷賴.
賵丕賱丿賲丕睾 丕賱亘卮乇賷 亘胤亘賷毓鬲賴 賷氐賳賾賮 丕賱丌禺乇賷賳 丨爻亘 丿乇噩丞 賲毓乇賮鬲賴賲 亘賴 廿賱賶 [ 氐丿賷賯/ 毓丿賵 ] 賵賴匕丕 賲卮丕賴丿 亘卮賰賱 賵丕囟丨 賮賷 丕賱鬲噩賲毓丕鬲 丕賱賰亘賷乇丞 丕賱鬲賷 賷賰賵賳 丕賱賲乇亍 賮賷賴丕 賵噩賴丕賸 賱賵噩賴 賲毓 兀卮禺丕氐 睾乇亘丕亍貙 賮賷亘丿兀 丕賱丿賲丕睾 亘鬲丨賱賷賱 丕賱賳丕爻 兀賳賾 賲賳 兀毓乇賮賴 [ 氐丿賷賯 ] 賵賲賳 兀噩賴賱賴 [ 毓丿賵 ] 丨鬲賶 賷孬亘鬲 丕賱毓賰爻貙 賵丕賱丨賱 丕賱兀爻乇毓 賱賴匕賴 丕賱廿卮賰丕賱賷丞 賴賵 賰爻乇 毓賵丕卅賯 丕賱鬲賵丕氐賱 亘兀賳 賷賰賵賳 丕賱鬲毓丕賲賱 賲毓 丕賱丌禺乇賷賳 兀賰孬乇 廿賳爻丕賳賷丞 賲賲夭賵噩丕賸 亘丕賱鬲噩丕乇亘 丕賱卮禺氐賷丞 丿賵賳 鬲賰賱賾賮 兀賵 丕丿賾毓丕亍.
兀爻賱賵亘 丕賱賲賰丕賮兀丞 賵丕賱鬲賴丿賷丿 賴賵 丕賱兀爻賱賵亘 卮亘賴 丕賱賵丨賷丿 丕賱匕賷 賷鬲毓丕賲賱 賲毓賴 丕賱丿賲丕睾貙 賵賮賴賲賰 賱賴匕丕 丕賱兀爻賱賵亘 賷乇賷丨賰 賲賳 毓賳丕亍 鬲賮爻賷乇 爻賱賵賰賷丕鬲 丕賱丌禺乇賷賳 睾賷乇 丕賱賲賮賴賵賲丞.
==
丕賱賮氐賱 丕賱乇丕亘毓: 鬲賷爻賷乇 丕賱鬲睾賷賷乇貙 賵賴匕丕 丕賱賮氐賱 賷丐賰丿 賮賷賴 丕賱賰丕鬲亘 兀賳賾 丕賱鬲睾賷賷乇 丕賱毓賲賷賯 賲賳 兀賰孬乇 丕賱兀卮賷丕亍 氐毓賵亘丞貙 爻賵丕亍 賱賱匕丕鬲 兀賵 賱賱丌禺乇賷賳貙 賵賰孬賷乇 賲賳 丕賱賲卮賰賱丕鬲 賱丕 鬲丨鬲丕噩 賱丨賱 亘賯丿乇 賲丕賴賷 亘丨丕噩丞 賱賮賴賲 賱賲賻 賴賷 賲卮賰賱丕鬲 兀爻丕爻丕賸.
賵賷囟賷賮 兀賳賾 丕賱鬲毓賱賷賯丕鬲 賵胤乇丨 丕賱丨賱賵賱 賱賷爻鬲 丿丕卅賲丕賸 賴賷 丕賱胤乇賷賯丞 丕賱兀賲孬賱 賱丨賱 丕賱賲卮賰賱丕鬲貙 亘賱 乇亘賲丕 鬲爻亘亘 丕賱鬲賵鬲乇 丕賱夭丕卅丿 [ 噩乇賾亘 兀賳 鬲賯賵賱 賱卮禺氐 賲鬲兀禺乇 毓賳 乇丨賱鬲賴 賮賷 丕賱賲胤丕乇 毓賳 賵噩賵丿 兀賰孬乇 賲賳 賵爻賷賱丞 賱賵氐賵賱賴 賮賷 丕賱賵賯鬲 丕賱賲賳丕爻亘! ] 乇亘賲丕 爻賷賯鬲賱賰 賱兀賳賾 丿賲丕睾賴 賮賷 賴匕丕 丕賱賵賯鬲 睾賷乇 賲賴賷卅 賱賱丨賱賵賱 丕賱噩丕賴夭丞.
賱丕 鬲丨丕賵賱 丕賱鬲兀孬賷乇 賮賷 丕賱兀卮禺丕氐 毓賳丿賲丕 賷賰賵賳賵賳 賮賷 丕賳賮毓丕賱 丨丕丿賾 賳丨賵 丕賱丌禺乇賷賳 ( 丕鬲乇賰賴賲 賱賷賴丿兀賵丕 孬賲 丨丕賵乇賴賲 ).
==
兀禺鬲賲 賴匕賴 丕賱賲乇丕噩毓丞 丕賱爻乇賷毓丞 亘賲丕 禺鬲賲 亘賴 丕賱賲丐賱賮 賰鬲丕亘賴:
[ 賰賱賲鬲賭賭賷 丕賱兀禺賭賭賷乇丞貙 鬲丨賷賭賭丞 賵丿丕毓 賲亘賳賷賭賭丞 毓賱賭賭賶 丕賱賭賭丿賲丕睾貙 賵毓爻賭賭賶 兀賳 鬲亘賯賭賶 賲爻賭鬲賵賷丕鬲 丕賱賰賵乇鬲賭賷夭賵賱 賱賭丿賷賰 賲賳禺賮囟賭丞貙 賵賲爻賭鬲賵賷丕鬲 丕賱賭丿賵亘丕賲賷賳 賲乇鬲賮毓賭丞貙 賵兀賳 賷毓賲賭賱 丕賱廿賰爻賭鬲賵爻賷賳
亘賰孬丕賮丞 賵賵賮乇丞貙 賵賷亘賳賶 丕賱爻賷乇賵鬲賵賳賷賳 毓賱賶 賴囟亘丞 噩賲賷賱丞貙 賵鬲亘賯賶 賯丿乇鬲賰 毓賱賶 賲乇丕賯亘丞 丿賲丕睾賰 賮賷 兀孬賳丕亍 毓賲賱賴 丨乇丞 丨鬲賶 丌禺乇 賳賮爻. 兀鬲賲賳賶 賱賰 丕賱鬲賵賮賷賯 賮賷 賲爻賷乇鬲賰].
June 21, 2012
I've read my fair share of books about the brain. Most of them delve into the things you can do to *externally* to allow your brain to function optimally i.e. sleeping habits, eating habits, social relationships etc. This is the first book I've read which deals with meta-cognition on a very real and practical level.
I was a bit skeptical about the format of this book when I started reading it. The examples, in the form of short stories involving certain characters, seemed somewhat contrived and artificial. However, after completing the book, I now feel those examples / anecdotes put the necessary points across very well. The necessary points being:
1. The cognitive sweet spot (being "in the zone") is a state that is somewhat hard to attain, and even harder to maintain for any significant duration of time.
2. An overly aroused limbic system (the large chunk of the brain that handles emotions and their regulation) easily interrupts prefrontal cortex inhibiting our decision making abilities and creativity.
3. The prefrontal cortex is the work horse of the human mind, and is extremely energy hungry. It is easy to exhaust, and its limited resource must be utilized with the greatest of care. To do this, one must first be aware of all the limiting factors of this portion of the brain. Knowing its weaknesses can help you effectively cut off distractions, maximize the efficiency of your brain, and help you be your productive best.
Excellent book. Short, concise and to the point. Somewhat repetitive at times, but not overly so. If you're looking for a book that'll help you better understand and utilize your brain, this is it. 4 stars.
I was a bit skeptical about the format of this book when I started reading it. The examples, in the form of short stories involving certain characters, seemed somewhat contrived and artificial. However, after completing the book, I now feel those examples / anecdotes put the necessary points across very well. The necessary points being:
1. The cognitive sweet spot (being "in the zone") is a state that is somewhat hard to attain, and even harder to maintain for any significant duration of time.
2. An overly aroused limbic system (the large chunk of the brain that handles emotions and their regulation) easily interrupts prefrontal cortex inhibiting our decision making abilities and creativity.
3. The prefrontal cortex is the work horse of the human mind, and is extremely energy hungry. It is easy to exhaust, and its limited resource must be utilized with the greatest of care. To do this, one must first be aware of all the limiting factors of this portion of the brain. Knowing its weaknesses can help you effectively cut off distractions, maximize the efficiency of your brain, and help you be your productive best.
Excellent book. Short, concise and to the point. Somewhat repetitive at times, but not overly so. If you're looking for a book that'll help you better understand and utilize your brain, this is it. 4 stars.
December 20, 2012
By far the most useful book about productivity I've ever read. Taking the whole of neuro-cognitive research to date, he talks about how and why your brain functions (or fails to function) during day-to-day tasks. More importantly, he reveals how you can help your brain out by using it in an efficient way. The information is presented in an engaging way, and all the "secrets" of your brain will ring true with your own experience.
Essential reading for anyone who has a hectic schedule or ever feels like their brain is fighting against things they need to get done.
Essential reading for anyone who has a hectic schedule or ever feels like their brain is fighting against things they need to get done.
August 29, 2012
Excellent book that should be required reading for people that work and have a brain, lol. It doesn't read like a self help book, very entertaining and you'll learn a thing or two as well. Highly recommended.
September 12, 2012
Speaking as a layman with not much in the way of previous exposure to the field of neuroscience, but with a general interest in both psychology and behavioural economics, I found this insight into the essential functionality of the brain to be absolutely fascinating.
The author's style is one of engaging narrative. He provides easy-to-identify-with behavioural scenarios to illustrate the central message of the book: namely that everything we do, think and feel is the direct result of neurochemical changes within our brains. And by recognising and working with our internal and external triggers, we can all develop a much greater understanding of, and control over, our mental processes, actions, reactions and emotions. The eventual aim of which is simply to achieve greater mental stability and by doing so, interact much more smoothly with the environment we live in, the lives we lead and, most importantly, the people we encounter or work with on a daily basis, and the people we live with and love.
Highly recommended to anyone who's ever wondered just what the hell is going on in their own head, or ever wished they had just a bit more mental focus and control.
The author's style is one of engaging narrative. He provides easy-to-identify-with behavioural scenarios to illustrate the central message of the book: namely that everything we do, think and feel is the direct result of neurochemical changes within our brains. And by recognising and working with our internal and external triggers, we can all develop a much greater understanding of, and control over, our mental processes, actions, reactions and emotions. The eventual aim of which is simply to achieve greater mental stability and by doing so, interact much more smoothly with the environment we live in, the lives we lead and, most importantly, the people we encounter or work with on a daily basis, and the people we live with and love.
Highly recommended to anyone who's ever wondered just what the hell is going on in their own head, or ever wished they had just a bit more mental focus and control.
April 7, 2015
This book, for me, is a bit like The Da Vinci Code. And a bit unlike it.
It's like the DVC in that the subject matter is very fascinating, and the basic premise of the book 鈥� combining neuroscience with self help 鈥� is great. However, it's also bloated, dull, predictable, and at times, downright banal. Your Brain at Work could have been inspiring if the writer hadn't adopted such a patronizing, schoolmasterly tone, if the writer had had more faith in the wit of the reader. As it is, the effect is lackluster.
There's an attempt to illustrate the points of this book with a story. Unfortunately, the story is the book's weakest point: characters are too flat to be believable, too generic to identify with, too unsurprising to spark interest. It really is a pity.
It's unlike the DVC in that I did, despite its shortcomings, finish Your Brain at Work, while the DVC ended up in the fireplace... ;)
P.S. True story: it appears this book is purposefully written in such a way that one hears it as spoken with the voice of Kevin Spacey.
It's like the DVC in that the subject matter is very fascinating, and the basic premise of the book 鈥� combining neuroscience with self help 鈥� is great. However, it's also bloated, dull, predictable, and at times, downright banal. Your Brain at Work could have been inspiring if the writer hadn't adopted such a patronizing, schoolmasterly tone, if the writer had had more faith in the wit of the reader. As it is, the effect is lackluster.
There's an attempt to illustrate the points of this book with a story. Unfortunately, the story is the book's weakest point: characters are too flat to be believable, too generic to identify with, too unsurprising to spark interest. It really is a pity.
It's unlike the DVC in that I did, despite its shortcomings, finish Your Brain at Work, while the DVC ended up in the fireplace... ;)
P.S. True story: it appears this book is purposefully written in such a way that one hears it as spoken with the voice of Kevin Spacey.
October 3, 2015
Boring.
I am sorry but I just could not read past the third chapter. I found it very boring. The episodes between the two characters irked me. I wound up going right to the end of each chapter just to get the summation.
I also felt a lot of what was recommended was basic common sense that people exhibit all the time without requiring the guideposts of neurologists.
I am sorry but I just could not read past the third chapter. I found it very boring. The episodes between the two characters irked me. I wound up going right to the end of each chapter just to get the summation.
I also felt a lot of what was recommended was basic common sense that people exhibit all the time without requiring the guideposts of neurologists.
January 20, 2020
I don't often give a "self-help" book 5 stars but this deserves all of them. Having recently moved from being in charge of 100% of my time to taking on a new job, I have struggled with attention, focus, time management, and all the usual challenges of being accountable to other people听 This popped up in the Audible Deal of the Day so I bought it on a whim. I'm glad I did! It has helped me tremendously.听
David Rock does a great job of explaining how your brain works and gives strategies to cope with the human brain's limitations. For听example, the prefrontal cortex is the most energy-hungry part of your brain. That's the part you use for decision making, prioritizing, problem-solving, and impulse control. Think of it as a limited resource. You can't just "try harder." That won't work. You can either fight against the human brain's limitations or figure out how to be aware of and work with those limitations.听
The structure of the book is a bit odd but effective. The book has four acts, the first two being about your own brain and the second act focusing on interacting with other people's brains. In each act, readers follow Emily and Paul as they face challenges at home and work. This is followed by a scientific explanation of what's going on inside Emily and Paul's respective brains and why things are so difficult for them. The last part of the act is a "take two" where you see Emily and Paul make different decisions than they did the first time around because they understand how their brains function. At the end of each scene, you'll find "Surprises About the Brain" and "Some Things To Try." Sounds corny, but the book structure works.听
If you only read one book about time management and/or productivity, I recommend this one. It is grounded in science with actionable items especially helpful someone struggling with productivity. Highly recommend.听
David Rock does a great job of explaining how your brain works and gives strategies to cope with the human brain's limitations. For听example, the prefrontal cortex is the most energy-hungry part of your brain. That's the part you use for decision making, prioritizing, problem-solving, and impulse control. Think of it as a limited resource. You can't just "try harder." That won't work. You can either fight against the human brain's limitations or figure out how to be aware of and work with those limitations.听
The structure of the book is a bit odd but effective. The book has four acts, the first two being about your own brain and the second act focusing on interacting with other people's brains. In each act, readers follow Emily and Paul as they face challenges at home and work. This is followed by a scientific explanation of what's going on inside Emily and Paul's respective brains and why things are so difficult for them. The last part of the act is a "take two" where you see Emily and Paul make different decisions than they did the first time around because they understand how their brains function. At the end of each scene, you'll find "Surprises About the Brain" and "Some Things To Try." Sounds corny, but the book structure works.听
If you only read one book about time management and/or productivity, I recommend this one. It is grounded in science with actionable items especially helpful someone struggling with productivity. Highly recommend.听
April 26, 2012
After reading "Brain Rules" by John Medina, I was drawn to this book as well to see if I could focus some of my newfound knowledge on my work. While the subject matter of the brain regions and functions wasn't quite as inherently fascinating as Medina's book, it was still compelling in the practical application of this info to work and life. He uses a fictitious couple to demonstrate a typical day and typical scenarios that we all face in one way or another. The first act of each scenario is how people with untrained brains are most likely to behave. By using these fictitious examples, he is able to explain otherwise complex brain functions in a easy to follow and less technical narrative. After the "Bad example", he will explain scientifically why we tend to behave in such ways, and then he will re-run the scene using the new knowledge gained in the chapter. The second act is then retold as a do-over, and the reader is able to see how understanding and mastering our own brains could have a significant impact on work and family life.
Overall, I enjoyed the book very much, although I still preferred the raw science and true life examples of Medina's book without the need for the sometimes obvious conclusions of the fictitious stories. A solid four out of five stars for me
Overall, I enjoyed the book very much, although I still preferred the raw science and true life examples of Medina's book without the need for the sometimes obvious conclusions of the fictitious stories. A solid four out of five stars for me
October 6, 2015
This is a life changing book :)
爻賷睾賷乇 賴匕丕 丕賱賰鬲丕亘 賳馗乇鬲賰 賱毓賯賱賰 賵丕賱胤乇賷賯丞 丕賱鬲賷 賷毓賲賱 亘賴丕 毓賯賱賰 賱賱兀亘丿!
賷卮乇丨 (丿.丿賷賮賷丿 乇賵賰) 賮賷 兀乇亘毓丞 毓卮乇 賮氐賱丕賸 鬲丨丿賷丕鬲 賷賵賲賷丞 賷賵丕噩賴丕 毓賯賱 丕賱丕賳爻丕賳 鬲丨鬲 囟睾賵胤丕鬲 丕賱毓賲賱 賵丕賱丨賷丕丞貙 賵賷丨賱賱賴丕 賲賳 賵噩賴丞 賳馗乇 亘賷賱賵噩賷丞 賵爻賷賰賱賵噩賷丞 亘鬲亘爻賷胤 睾賷乇 賲禺賱貙 賵爻鬲丿賴卮 賵兀賳鬲 鬲乇賶 賰賷賮 鬲丐孬乇 丕賱賲賵丕賯賮 丕賱賲禺鬲賱賮丞 毓賱賶 賰賷賲賷丕亍 丕賱賲禺 賵鬲賰鬲卮賮 丕賱賲賷賰丕賳賷夭賲丕鬲 丕賱鬲賷 賷鬲亘毓賴丕 丕賱賲禺 賱賷賯賵賲 亘賵馗賷賮鬲賴 賵賷鬲毓丕賲賱 賲毓 丕賱賲卮丕毓乇 賵丕賱賲賵丕賯賮..
廿丿乇丕賰賰 賱賴匕賴 丕賱賲毓賱賵賲丕鬲 丕賱毓賱賲賷丞 丕賱丿賯賷賯丞 毓賳 賲禺賰 爻賷囟毓賰 毓賱賶 胤乇賷賯 鬲睾賷賷乇 爻賱賵賰賰 賵毓丕丿丕鬲賰 賵兀爻丕賱賷亘賰 丕賱賷賵賲賷丞 賱鬲睾賷賷乇 丨賷丕鬲賰 賰賱賴丕 賱賱兀賮囟賱.
兀賰孬乇 賲丕 兀毓噩亘賳賷 賴賵 乇亘胤 丕賱丨賯丕卅賯 丕賱毓賱賲賷丞 丕賱賲毓賯丿丞 亘賲賵丕賯賮 丨賯賷賯賷丞 賵禺胤賵丕鬲 毓賲賱賷丞 賲賲賰賳丞 丕賱鬲丨賯賷賯. 賵爻鬲噩丿 賳賮爻賰 鬲賱賯丕卅賷丕賸 鬲睾賷賾乇 賲賳 毓丕丿丕鬲賰 丕賱賷賵賲賷丞 賮賵乇 丕賳鬲賴丕卅賰 賲賳 賯乇丕亍丞 丕賱賰鬲丕亘.
爻賷睾賷乇 賴匕丕 丕賱賰鬲丕亘 賳馗乇鬲賰 賱毓賯賱賰 賵丕賱胤乇賷賯丞 丕賱鬲賷 賷毓賲賱 亘賴丕 毓賯賱賰 賱賱兀亘丿!
賷卮乇丨 (丿.丿賷賮賷丿 乇賵賰) 賮賷 兀乇亘毓丞 毓卮乇 賮氐賱丕賸 鬲丨丿賷丕鬲 賷賵賲賷丞 賷賵丕噩賴丕 毓賯賱 丕賱丕賳爻丕賳 鬲丨鬲 囟睾賵胤丕鬲 丕賱毓賲賱 賵丕賱丨賷丕丞貙 賵賷丨賱賱賴丕 賲賳 賵噩賴丞 賳馗乇 亘賷賱賵噩賷丞 賵爻賷賰賱賵噩賷丞 亘鬲亘爻賷胤 睾賷乇 賲禺賱貙 賵爻鬲丿賴卮 賵兀賳鬲 鬲乇賶 賰賷賮 鬲丐孬乇 丕賱賲賵丕賯賮 丕賱賲禺鬲賱賮丞 毓賱賶 賰賷賲賷丕亍 丕賱賲禺 賵鬲賰鬲卮賮 丕賱賲賷賰丕賳賷夭賲丕鬲 丕賱鬲賷 賷鬲亘毓賴丕 丕賱賲禺 賱賷賯賵賲 亘賵馗賷賮鬲賴 賵賷鬲毓丕賲賱 賲毓 丕賱賲卮丕毓乇 賵丕賱賲賵丕賯賮..
廿丿乇丕賰賰 賱賴匕賴 丕賱賲毓賱賵賲丕鬲 丕賱毓賱賲賷丞 丕賱丿賯賷賯丞 毓賳 賲禺賰 爻賷囟毓賰 毓賱賶 胤乇賷賯 鬲睾賷賷乇 爻賱賵賰賰 賵毓丕丿丕鬲賰 賵兀爻丕賱賷亘賰 丕賱賷賵賲賷丞 賱鬲睾賷賷乇 丨賷丕鬲賰 賰賱賴丕 賱賱兀賮囟賱.
兀賰孬乇 賲丕 兀毓噩亘賳賷 賴賵 乇亘胤 丕賱丨賯丕卅賯 丕賱毓賱賲賷丞 丕賱賲毓賯丿丞 亘賲賵丕賯賮 丨賯賷賯賷丞 賵禺胤賵丕鬲 毓賲賱賷丞 賲賲賰賳丞 丕賱鬲丨賯賷賯. 賵爻鬲噩丿 賳賮爻賰 鬲賱賯丕卅賷丕賸 鬲睾賷賾乇 賲賳 毓丕丿丕鬲賰 丕賱賷賵賲賷丞 賮賵乇 丕賳鬲賴丕卅賰 賲賳 賯乇丕亍丞 丕賱賰鬲丕亘.
November 20, 2011
One of the most brilliant books I've read. I limit myself to one chapter a day so that I can let it all sink in.
December 1, 2020
After Thinking Fast And Slow, this book really made me think how I think and what areas for improvement in my day-to-day professional/personal life I have. Really fascinating, well worth it.
July 28, 2020
啸爷屑爷爷褋 "褕懈褉褝褝薪懈泄 薪芯屑" 褝薪褝 褌褝褉 谐褝卸 褟褉懈褏邪邪褉 写芯褌芯褉 邪褉蟹谐邪薪邪邪写 斜邪泄写邪谐 斜邪泄谢邪邪. 协薪褝 薪芯屑褘谐 褏邪褉懈薪 "褕懈褉褝褝薪懈泄褏" 斜芯谢谐芯屑芯芯褉 褋邪薪邪谐写邪胁.
袘爷谢褝谐 斜爷褉 薪褜 卸爷卸谐懈泄薪 爷蟹褝谐写褝谢 褕懈谐 蟹芯褏懈芯屑卸谢芯谐写褋芯薪. 孝邪褉褏懈邪 蟹萤胁 邪褕懈谐谢邪卸 褔邪写邪邪谐爷泄谐褝褝褋 褟邪卸 斜爷褌褝谢谐爷泄褌褝卸 斜芯谢芯褏褘谐 褝褏薪懈泄 褍写邪邪写 爷蟹爷爷谢薪褝. 袛邪褉邪邪 薪褜 褌褍褏邪泄薪 爷蟹褝谐写褝谢写 褏爷屑爷爷褋懈泄薪 谐邪褉谐邪褋邪薪 邪邪褕 邪胁懈褉, 褍褏邪屑褋邪褉褌 褕懈泄写胁褝褉爷爷写褌褝泄 褏芯谢斜芯芯褌芯泄 褌邪褉褏懈薪褘 邪卸懈谢谢邪谐邪邪薪褘 褌褍褏邪泄 卸懈薪褏褝薪褝 "锌芯锌-褋褝褌谐褝谢蟹爷泄/萤萤褉褌萤萤-褌褍褋谢邪褏" 褋褌邪泄谢邪邪褉 褌邪泄谢斜邪褉谢邪薪邪. 孝褝谐褝褝写 褏褝褉胁褝褝 褌邪褉褏懈邪 蟹萤胁 邪褕懈谐谢邪卸 褔邪写褋邪薪 斜芯谢 褏褝褉褝谐 褟胁写邪谢 褟邪卸 萤褉薪萤褏 斜邪泄褋薪褘谐 爷蟹爷爷谢薪褝.
袘懈 谢邪胁 萤写萤褉 褌褍褌屑褘薪 邪屑褜写褉邪谢, 邪卸懈谢写邪邪 褏褝褉褝谐谢褝卸 斜芯谢芯褏 4, 5 褕懈薪褝 褋邪薪邪邪谐 褝薪褝 薪芯屑芯芯褋 褋褍褉褔 邪胁谢邪邪, 斜邪蟹邪褉胁邪邪薪褜.
A great book on managing and leveraging the greatest asset you own: your brain. I even want to assure you that this book might save you from serious kinky fuckeries of the corporate world and might even help you to climb it more quickly.
袘爷谢褝谐 斜爷褉 薪褜 卸爷卸谐懈泄薪 爷蟹褝谐写褝谢 褕懈谐 蟹芯褏懈芯屑卸谢芯谐写褋芯薪. 孝邪褉褏懈邪 蟹萤胁 邪褕懈谐谢邪卸 褔邪写邪邪谐爷泄谐褝褝褋 褟邪卸 斜爷褌褝谢谐爷泄褌褝卸 斜芯谢芯褏褘谐 褝褏薪懈泄 褍写邪邪写 爷蟹爷爷谢薪褝. 袛邪褉邪邪 薪褜 褌褍褏邪泄薪 爷蟹褝谐写褝谢写 褏爷屑爷爷褋懈泄薪 谐邪褉谐邪褋邪薪 邪邪褕 邪胁懈褉, 褍褏邪屑褋邪褉褌 褕懈泄写胁褝褉爷爷写褌褝泄 褏芯谢斜芯芯褌芯泄 褌邪褉褏懈薪褘 邪卸懈谢谢邪谐邪邪薪褘 褌褍褏邪泄 卸懈薪褏褝薪褝 "锌芯锌-褋褝褌谐褝谢蟹爷泄/萤萤褉褌萤萤-褌褍褋谢邪褏" 褋褌邪泄谢邪邪褉 褌邪泄谢斜邪褉谢邪薪邪. 孝褝谐褝褝写 褏褝褉胁褝褝 褌邪褉褏懈邪 蟹萤胁 邪褕懈谐谢邪卸 褔邪写褋邪薪 斜芯谢 褏褝褉褝谐 褟胁写邪谢 褟邪卸 萤褉薪萤褏 斜邪泄褋薪褘谐 爷蟹爷爷谢薪褝.
袘懈 谢邪胁 萤写萤褉 褌褍褌屑褘薪 邪屑褜写褉邪谢, 邪卸懈谢写邪邪 褏褝褉褝谐谢褝卸 斜芯谢芯褏 4, 5 褕懈薪褝 褋邪薪邪邪谐 褝薪褝 薪芯屑芯芯褋 褋褍褉褔 邪胁谢邪邪, 斜邪蟹邪褉胁邪邪薪褜.
A great book on managing and leveraging the greatest asset you own: your brain. I even want to assure you that this book might save you from serious kinky fuckeries of the corporate world and might even help you to climb it more quickly.
September 26, 2011
There are 3 Acts (parts) of this book
Act 1: Problem and decision - I feel the strategies and rationals pretty close David Allen's Get thing done ie.
Keep issues from our head or do one thing once a time.
Act 2 and 3 become unique and sticky idea with "SCRAF" - Status, Certainty, Relateness, Autonomy and Fairness.
I have good impression after applying this model for social network.
The character made this book transformative , in my opinion, is "Four Noble Truths (ariyasaj sii)" way of approach.
Start with problem ( scene 1) story then discussing about origin in problem (evident from neuropsychology research).
They show Path that leads to the Cessation of problem (applicable stretergies for everyday life) and depict with how it be without problem (scene 2).
One of my favorite book forever :-)
Act 1: Problem and decision - I feel the strategies and rationals pretty close David Allen's Get thing done ie.
Keep issues from our head or do one thing once a time.
Act 2 and 3 become unique and sticky idea with "SCRAF" - Status, Certainty, Relateness, Autonomy and Fairness.
I have good impression after applying this model for social network.
The character made this book transformative , in my opinion, is "Four Noble Truths (ariyasaj sii)" way of approach.
Start with problem ( scene 1) story then discussing about origin in problem (evident from neuropsychology research).
They show Path that leads to the Cessation of problem (applicable stretergies for everyday life) and depict with how it be without problem (scene 2).
One of my favorite book forever :-)
February 5, 2020
An absolute must read. Heck, it should be taught in schools everywhere.
February 16, 2020
袩芯蟹薪邪胁邪褌械谢褜薪邪褟 泻薪懈谐邪. 袩芯褋谢械 薪械写邪胁薪械谐芯 褍胁谢械褔械薪懈褟 "泻邪泻 卸械 薪邪褕 屑芯蟹谐 褍褋褌褉芯械薪 懈 泻邪泻 芯薪 褉邪斜芯褌邪械褌", 泻薪懈谐邪 锌芯泻邪蟹邪谢邪褋褜 芯褔械薪褜 泻褋褌邪褌懈. 袘褘谢芯 懈薪褌械褉械褋薪芯. 袪械泻芯屑械薪写褍褞. 袧械 锌芯卸邪谢械械褌械.
袩褉芯褔懈褌邪胁 胁 2020 褉芯褑褨 褍泻褉邪褩薪褋褜泻械 胁械褉褋褨褞 泻薪懈谐懈.
袧邪泄泻褉邪褖褨 蟹邪屑褨褌泻懈 褌邪 薪芯褌邪褌泻懈:
"袟邪褉邪蟹 斜邪谐邪褌褜芯屑 谢褞写褟屑 锌谢邪褌褟褌褜 蟹邪 褌械, 褖芯 胁芯薪懈 写褍屑邪褞褌褜, 邪 薪械 胁懈泻芯薪褍褞褌褜 锌褉芯褋褌褨 蟹邪胁写邪薪薪褟."
"些芯斜 械褎械泻褌懈胁薪芯 胁懈泻芯薪褍胁邪褌懈 褋胁芯褩 锌褉芯褎械褋褨泄薪褨 芯斜芯胁'褟蟹泻懈, 薪械 褉褍泄薪褍褞褔懈 锌褉懈 褑褜芯屑褍 褋胁芯褦褩 褉芯写懈薪懈 褨 蟹写芯褉芯胁'褟, 袝屑褨谢褨 褌褉械斜邪 蟹屑褍褋懈褌懈 褋胁褨泄 屑芯蟹芯泻 锌褉邪褑褞胁邪褌懈 褨薪邪泻褕械. 袊泄 锌芯褌褉褨斜薪邪 薪芯胁邪 薪械泄褉芯薪薪邪 屑械褉械卸邪, 褖芯斜 写邪胁邪褌懈 褉邪写褍 胁械谢懈泻褨泄 泻褨谢褜泻芯褋褌褨 褋泻谢邪写薪懈褏 蟹邪胁写邪薪褜."
(锌褉芯屑芯-谢褨薪泻)
"薪邪胁褨褌褜 屑芯蟹芯泻 胁懈锌褍褋泻薪懈泻邪 袚邪褉胁邪褉写褍 屑芯卸械 芯锌褍褋褌懈褌懈褋褟 写芯 褉褨胁薪褟 屑芯蟹泻褍 胁芯褋褜屑懈褉褨褔薪芯褩 写懈褌懈薪懈, 褟泻褖芯 蟹屑褍褕褍胁邪褌懈 泄芯谐芯 褉芯斜懈褌懈 写胁褨 褉械褔褨 芯写薪芯褔邪褋薪芯."
"袩褉懈泄薪褟褌褌褟 褉褨褕械薪褜 褨 胁懈褉褨褕械薪薪褟 锌褉芯谢械屑 写褍卸械 蟹邪谢械卸邪褌褜 胁褨写 褉芯斜芯褌懈 蟹胁芯薪懈 屑芯蟹泻褍, 褖芯 蟹胁械褌褜褋褟 锌褉械褎褉芯薪褌邪谢褜薪芯褞 泻芯褉芯褞."
"袩褉械褎褉芯薪褌邪谢褜薪邪 泻芯褉邪 - 褑械 褎褍薪写邪屑械薪褌 胁邪褕芯褩 褋胁褨写芯屑芯褩 胁蟹邪褦屑芯写褨褏 蟹褨 褋胁褨褌芯屑. 笑械 褔邪褋褌懈薪邪 屑芯蟹泻褍, 褟泻邪 胁褋械 蟹邪 胁邪褋 芯斜屑褨褉泻芯胁褍褦 褨 写斜邪褦, 邪斜懈 胁懈 薪械 褉褍褏邪谢懈褋褟 锌芯 卸懈褌褌褞 "薪邪 邪胁褌芯锌褨谢芯褌褨""
"袩'褟褌褜 褎褍薪泻褑褨泄, 褉芯蟹褍屑褨薪薪褟, 锌褉懈泄薪褟褌褌褟 褉褨褕械薪褜, 锌褉懈谐邪写褍胁邪薪薪褟, 蟹邪锌邪屑'褟褌芯胁褍胁邪薪薪褟 褌邪 褋褌褉懈屑褍胁邪薪薪褟, 褋褌邪薪芯胁谢褟褌褜 芯褋薪芯胁薪褍 褔邪褋褌懈薪褍 褋胁褨写芯屑芯谐芯 屑懈褋谢械薪薪褟. 袙芯薪懈 锌芯褦写薪褍褞褌褜褋褟, 褖芯斜 屑懈 屑芯谐谢懈 锌谢邪薪褍胁邪褌懈, 胁懈褉褨褕褍胁邪褌懈 锌褉芯斜谢械屑懈, 褋锌褨谢泻褍胁邪褌懈褋褟 蟹 薪邪胁泻芯谢懈褕薪褨屑 褋胁褨褌芯屑 褨 写邪胁邪褌懈 褉邪写褍 褨薪褕懈屑 蟹邪胁写邪薪薪褟屑."
"袛械褟泻褨 褉芯蟹褍屑芯胁褨 锌褉芯褑械褋懈 胁懈褌褉邪褔邪褞褌褜 薪邪斜邪谐邪褌芯 斜褨谢褜褕械 械薪械褉谐褨褩, 薪褨卸 褨薪褕褨."
"袧邪泄胁邪卸谢懈胁褨褕褨 褉芯蟹褍屑芯胁褨 锌褉芯褑械褋懈, 褌邪泻褨 褟泻 胁懈蟹薪邪褔械薪薪褟 锌褉褨芯褉懈褌械褌褨胁, 蟹邪蟹胁懈褔邪泄 胁懈屑邪谐邪褞褌褜 薪邪泄斜褨谢褜褕懈褏 蟹褍褋懈谢褜."
"袛褍屑邪泄褌械 锌褉芯 褋胁褨写芯屑械 屑懈褋谢械薪薪褟, 褟泻 锌褉芯 褑褨薪薪懈泄 褉械褋褍褉褋, 褟泻懈泄 褌褉械斜邪 械泻芯薪芯屑懈褌懈"
"小锌械褉褕褍 胁懈蟹薪邪褔邪泄褌械 锌褉褨芯褉懈褌械褌懈, 斜芯 褑械泄 锌褉芯褑械褋 褋锌芯卸懈胁邪褦 斜邪谐邪褌芯 械薪械褉谐褨褩"
"袙懈写褨谢褨褌褜 泻芯薪泻褉械褌薪懈泄 褔邪褋 写谢褟 褉褨蟹薪懈褏 胁懈写褨胁 屑芯蟹泻芯胁芯褩 邪泻褌懈胁薪芯褋褌褨"
"袙懈泻芯褉懈褋褌芯胁褍泄褌械 屑芯蟹芯泻, 褖芯斜 胁蟹邪褦屑芯写褨褟褌懈 蟹 褨薪褎芯褉屑邪褑褨褦褞, 邪 薪械 蟹斜械褉褨谐邪褌懈 褩褩. 小褌胁芯褉褞泄褌械 胁褨蟹褍邪谢褜薪褨 芯斜褉邪蟹懈 褋泻谢邪写薪懈褏 褨写械泄 褨 蟹邪锌懈褋褍泄褌械 褋胁芯褩 蟹邪胁写邪薪薪褟."
"袣芯谢懈 胁懈 薪邪屑邪谐邪褦褌械褋褜 芯斜褉邪褌懈 屑褨卸 褉褨蟹薪懈屑懈 胁邪褉褨邪薪褌邪屑懈, 芯锌褌懈屑邪谢褜薪邪 褩褏 泻褨谢褜泻褨褋褌褜 - 写胁邪."
"袨锌褌懈屑邪谢褜薪邪 泻褨谢褜泻褨褋褌褜 褨写械泄, 褟泻褨, 蟹邪 锌芯褌褉械斜懈, 屑芯卸薪邪 芯写薪芯褔邪褋薪芯 褌褉懈屑邪褌懈 胁 谐芯谢芯胁褨, - 薪械 斜褨谢褜褕械 褌褉褜芯褏 邪斜芯 褔芯褌懈褉褜芯褏"
"啸芯褔 胁懈 泄 屑芯卸械褌械 锌芯写褍屑泻懈 褌褉懈屑邪褌懈 芯写薪芯褔邪褋薪芯 泻褨谢褜泻邪 褕屑邪褌泻褨胁 褨薪褎芯褉屑邪褑褨褩, 褌邪 胁褋械 卸 薪械 屑芯卸械褌械 胁懈薪芯胁褍胁邪褌懈 斜褨谢褜褕械 芯写薪芯谐芯 褋胁褨写芯屑芯谐芯 锌褉芯褑械褋褍 蟹邪 褉邪蟹 斜械蟹 胁褌褉邪褌 褖芯写芯 锌褉芯写褍泻褌懈胁薪芯褋褌褨." !!!
"袛谢褟 褉械邪谢褨蟹邪褑褨褩 泻芯卸薪芯谐芯 锌褉芯褑械褋褍, 锌芯褌褉褨斜薪邪 褋泻谢邪写薪邪 胁蟹邪褦屑芯写褨褟 屑褨谢褜褟褉写褨胁 薪械泄褉芯薪褨胁. 楔褌褍泻邪 胁 褌芯屑褍, 褖芯 邪斜懈 锌芯褔邪褌懈 薪邪褋褌褍锌薪芯褍 芯锌械褉邪褑褨褞, 褌褉械斜邪 芯斜芯胁'褟蟹泻芯胁芯 蟹邪胁械褉褕懈褌懈 锌芯锌械褉械写薪褞. 袗写卸械 泻芯卸械薪 锌褉芯褑械褋, 褟泻 屑懈 胁卸械 蟹邪薪褦屑芯, 胁懈泻芯褉懈褋褌胁芯褍褦 斜械蟹谢褨褔 械薪械褉谐褨褩 褨 褔邪褋褌芯 褌褨 褋邪屑褨 薪械泄褉芯薪薪褨 谢邪薪褑褞谐懈. 袟谐邪写邪泄褌械 泻邪谢褜泻褍谢褟褌芯褉: 薪械 屑芯卸薪邪 芯写薪芯褔邪褋薪芯 屑薪芯卸懈褌懈 褨 写懈谢懈褌懈 写胁邪 褔懈褋谢邪."
"褍褔械薪懈泄 袚邪褉芯谢褜写 袩械褕谢械褉 写芯胁褨胁, 褖芯 泻芯谢懈 谢褞写懈薪邪 胁懈泻芯薪褍褦 写胁邪 褨褌械谢械泻褌褍邪谢褜薪褨 蟹邪胁写邪薪薪褟 芯写薪芯褔邪褋薪芯, 褉褨胁械薪褜 褩褩 泻芯谐薪褨褌懈胁薪懈褏 蟹写褨斜薪芯褋褌械泄 屑芯卸械 胁锌邪褋褌懈 写芯 锌谢邪薪泻懈 胁芯褋褜屑懈褉褨褔薪芯褩 写懈褌懈薪懈. 笑械 褟胁懈褖械 薪邪蟹胁邪谢懈 褨薪褌械褉褎械褉械薪褑褨褦褞 写胁芯褏 蟹邪胁写邪薪褜." !!
"袟芯薪邪 屑芯蟹泻褍, 褟泻邪 褎褨泻褋褍褦 薪芯胁械, 薪邪蟹懈胁邪褦褌褜褋褟 锌械褉械写薪褜芯褞 锌芯褟褋薪芯褞 泻芯褉芯褞. 袙芯薪邪 胁胁邪卸邪褦褌褜褋褟 褑械薪褌褉芯屑 胁懈褟胁谢械薪薪褟 锌芯屑懈谢芯泻, 斜芯 胁屑懈泻邪褦褌褜褋褟, 泻芯谢懈 胁懈 锌芯屑褨褔邪褦褌械 褖芯褋褜, 褖芯 薪械 胁褨写锌芯胁褨写邪褦 胁邪褕懈屑 芯褔褨泻褍胁邪薪薪褟屑. 袧邪锌褉懈泻谢邪写, 泻芯谢懈 褉芯斜懈褌械 锌芯屑懈谢泻褍 褔懈 胁褨写褔褍胁邪褦褌械 斜褨谢褜."
"携泻褖芯 胁懈 薪邪胁褔懈褌械褋褜 芯锌懈褋褍胁邪褌懈 屑械薪褌邪谢褜薪褨 锌褉芯褑械褋懈 泻芯薪泻褉械褌薪懈屑懈 褎褉邪蟹邪屑懈, 胁邪屑 斜褍写械 薪邪斜邪谐邪褌芯 谢械谐褕械 褋褌褉懈屑褍胁邪褌懈 褋胁芯褩 褨屑锌褍谢褜褋懈."
"袛谢褟 芯锌褌懈屑邪谢褜薪芯褩 褉芯蟹褍屑芯胁芯褩 邪泻褌懈胁薪芯褋褌褨 锌芯褌褉褨斜械薪 锌褉邪胁懈谢褜薪懈泄 褉褨胁械薪褜 褋褌褉械褋褍, 邪 薪械 屑褨薪褨屑邪谢褜薪懈泄."
"袨锌褌懈屑邪谢褜薪邪 褉芯蟹褍屑芯胁邪 邪泻褌懈胁薪褨褋褌褜 胁褨写褍斜胁邪褦褌褜褋褟, 泻芯谢懈 胁懈 屑邪褦褌械 芯锌褌懈屑邪谢褜薪懈泄 褉褨胁械薪褜 写胁芯褏 胁邪卸谢懈胁懈泄 薪械泄褉芯屑械写褨邪褌芯褉褨胁 - 薪芯褉邪写褉械薪邪谢褨薪褍 褨 写芯褎邪屑褨薪. 袙芯薪懈 锌褉芯写褍泻褍褞褌褜褋褟 蟹邪胁写褟泻懈 褌褉懈胁芯蟹褨 褌邪 褨薪褌械褉械褋褍."
"袙懈 屑芯卸械褌械 褋胁褨写芯屑芯 泻芯薪褌褉芯谢褞胁邪褌懈 褉褨胁械薪褜 薪芯褉邪写褉械薪邪谢褨薪褍 泄 写芯褎邪屑褨薪褍 胁 芯褉谐邪薪褨蟹屑褨."
"袣芯谢懈 褌褉械斜邪 锌褨写胁懈褖懈褌懈 褉褨胁械薪褜 写芯褎邪屑褨薪褍, 胁邪屑 写芯锌芯屑芯卸械 斜褍写褜-褖芯 薪芯胁械 邪斜芯 谐褍屑芯褉."
"袥褞写懈, 褍 褟泻懈褏 胁懈薪懈泻邪褦 褨写械褟, 胁褨写褔褍胁邪褞褌褜 褑褨泻邪胁懈泄 屑芯蟹泻芯胁懈泄 褋懈谐薪邪谢 锌械褉械写 褌懈屑, 褟泻 胁芯薪邪 锌褉芯褟胁懈褌褜褋褟. 袛械褟泻褨 蟹芯薪懈 屑芯蟹泻褍 蟹邪褌懈褏邪褞褌褜. 袩褉懈斜谢懈蟹薪芯 蟹邪 锌褨胁褌芯褉懈 褋械泻褍薪写懈 写芯 褌芯谐芯, 褟泻 谢褞懈薪邪 胁懈褉褨褕褍褦 蟹邪写邪褔褍 蟹邪 写芯锌芯屑芯谐芯褞 褨写械褩, 褍 薪械褩 褋锌芯褋褌械褉褨谐邪褦褌褜褋褟 褉邪锌褌芯胁邪 邪泻褌懈胁褨蟹邪褑褨褟 褔邪褋褌芯褌 邪谢褜褎邪-写褨邪锌邪蟹芯薪褍 胁 锌褉邪胁褨泄 锌械褉械写薪褨泄 褋泻褉芯薪械胁褨泄 褔邪褋褌褑褨, 泻芯褌褉邪 芯斜褉芯斜谢褟褦 胁褨蟹褍邪谢褜薪褍 褨薪褎芯褉屑邪褑褨褞. 袗谢褜褎邪-邪泻褌懈胁薪褨褋褌褜 蟹薪懈泻邪褦 褟泻褉邪蟹 褍 褌褍 屑懈褌褜, 泻芯谢懈 胁懈薪懈邪褦 褨写械褟."
"褨褋薪褍褦 褋械褉泄芯蟹薪懈泄 胁蟹邪褦屑芯蟹胁'褟蟹芯泻 屑褨卸 械屑芯褑褨泄薪懈屑 褋褌邪薪芯屑 褨 胁懈薪懈泻薪械薪薪褟屑懈 褨写械泄. 些芯 褖邪褋谢懈胁褨褕褨 胁懈, 褌芯 斜褨谢褜褕 褨屑芯胁褨褉薪芯, 胁邪屑 薪邪 写褍屑泻褍 褋锌邪写邪褌懈屑褍褌褜 褨写械褩. 袉 薪邪胁锌邪泻懈, 褟泻褖芯 胁懈 褋褌褉懈胁芯卸械薪褨, 薪邪胁褉褟写 褔懈 胁懈 褖芯褋褜 锌褉懈写褍屑邪褦褌械."
"袗斜懈 屑邪褌懈 褨写械褩, 褋谢褨写 薪邪胁褔懈褌懈褋褟 褔褍褌懈 褋谢邪斜泻褨 谐谢懈斜懈薪薪褨 褋懈谐薪邪谢懈. 袛谢褟 褑褜芯谐芯 褌褉械斜邪 蟹胁械褋褌懈 械谢械泻褌褉懈褔薪褍 邪泻褌懈胁薪褨褋褌褜 屑芯蟹泻褍 写芯 屑褨薪褨屑褍屑褍."
"些芯 斜褨谢褜褕械 胁懈 褉芯蟹褋谢邪斜谢械薪褨 泄 褖邪褋谢懈胁褨, 褌芯 斜褨谢褜褕械 褨写械泄 胁邪屑 褋锌邪写邪褦 薪邪 写褍屑泻褍."
"袟邪 胁懈薪懈泻薪械薪薪褟 褨写械泄 蟹薪邪褔薪芯褞 屑褨褉芯褞 胁褨写锌芯胁褨写邪褦 锌褉邪胁邪 锌褨胁泻褍谢褟 胁邪褕芯谐芯 屑芯蟹泻褍."
"袛谢褟 屑邪泻褋懈屑邪谢褜薪芯褩 褉芯蟹褍屑芯胁芯褩 械褎械泻褌懈胁薪芯褋褌褨 锌芯褌褉褨斜薪邪 泻芯屑斜褨薪邪褑褨褟 写胁芯褏 褋泻谢邪写芯胁懈褏 - 蟹薪邪薪薪褟 褋胁芯谐芯 屑芯蟹泻褍 褨 胁屑褨薪薪褟 褋锌芯褋褌械褉褨谐邪褌懈 蟹邪 褋胁芯褩屑懈 屑械薪褌邪谢褜薪懈屑懈 锌褉芯褑械褋邪屑懈. "
"袦芯蟹芯泻 锌褉邪褑褞褦 蟹邪 锌褉懈薪褑懈锌芯屑 屑褨薪褨屑褨蟹邪褑褨褩 薪械斜械蟹锌械泻懈 (褉械邪泻褑褨褟 谐械褌褜) 褌邪 屑邪泻褋懈屑褨蟹邪褑褨褩 泻芯褉懈褋褌褨 (褉械邪泻褑褨褟 褍锌械褉械写)"
"袥褨屑斜褨褔薪邪 褋懈褋褌械屑邪 写褍卸械 谢械谐泻芯 邪泻褌懈胁褨蟹褍褦褌褜褋褟"
"袪械邪泻褑褨褟 "谐械褌褜" 褋懈谢褜薪褨褕邪, 褕胁懈写褕械 胁懈薪懈泻邪褦 褨 写芯胁褕械 褌褉懈屑邪褦褌褜褋褟, 薪褨卸 褉械邪泻褑褨褟 褍锌械褉械写."
"袪械邪泻褑褨褟 "谐械褌褜" 胁懈褋薪邪卸褍褦 泻芯谐薪褨褌懈胁薪褨 褉械褋褍褉褋懈, 褍褋泻谢邪写薪褞褦 屑懈褋谢械薪薪褟 锌褉芯 褋胁芯褩 写褍屑泻懈 褨 锌械褉械胁芯写懈褌褜 胁邪褋 褍 蟹邪褏懈褋薪懈泄 褉械卸懈屑, 褍 褟泻芯屑褍 胁懈 锌芯屑懈谢泻芯胁芯 屑芯卸械褌械 褋锌褉懈泄屑邪褌懈 褌褨 褔懈 褨薪褕褨 褋懈褌褍邪褑褨褩 褟泻 蟹邪谐褉芯蟹褍."
"小褌褉懈屑褍胁邪薪薪褟 械屑芯褑褨泄 褋褍褌褌褦胁芯 蟹薪懈卸褍褦 胁邪褕褍 蟹写邪褌薪褨褋褌褜 蟹邪锌邪屑'褟褌芯胁褍胁邪褌懈 锌芯写褨褩."
"袥褞写懈 褏懈斜薪芯 胁胁邪卸邪褞褌褜, 褖芯 褔械褉械蟹 屑邪褉泻褍胁邪薪薪褟 械屑芯褑褨泄 褩屑 斜褍写械 褖械 谐褨褉褕械."
"袦邪褉泻褍胁邪薪薪褟 械屑芯褑褨泄 蟹薪懈卸褍褦 褉褨胁械薪褜 蟹斜褍写卸械薪薪褟 谢褨屑斜褨褔薪芯褩 褋懈褋褌械屑懈"
"袛谢褟 屑邪褉泻褍胁邪薪薪褟 锌芯褌褉褨斜薪芯 胁懈泻芯褉懈褋褌芯胁褍胁邪褌懈 褋懈屑胁芯谢褨褔薪褍 褨 谢邪泻芯薪褨褔薪褍 屑芯胁褍, 邪 薪械 褉芯蟹谢芯谐褨 胁薪褍褌褉褨褕薪褨 写褨邪谢芯谐懈."
"屑芯卸薪邪 褌芯褔薪芯 褋泻邪蟹邪褌懈, 褖芯 谢褞写懈 蟹邪胁卸写懈 锌谢邪褌懈褌懈褌褍屑褌褜 谐褉芯褕褨, 邪斜懈 锌褉懈薪邪泄屑薪褨 锌芯褔褍胁邪褌懈褋褟 屑械薪褕 薪械胁锌械胁薪械薪芯. 笑械 褌芯屑褍, 褖芯 屑芯蟹芯泻 褋锌褉懈泄屑邪褦 薪械锌械胁薪褨褋褌褜 褟泻 蟹邪谐褉芯蟹褍 卸懈褌褌褞."
"袧械胁锌械胁薪械薪褨褌褜 - 褑械 薪械蟹写邪褌薪褨褋褌褜 褋泻谢邪褋褌懈 锌芯胁薪芯褑褨薪薪褍 屑邪锌褍 褋懈褌褍邪褑褨褩. 袣芯谢懈 斜褉邪泻褍褦 褔邪褋褌懈薪 锌邪蟹谢邪, 胁懈 薪械 屑芯卸械褌械 锌芯褔褍胁邪褌懈褋褟 泻芯屑褎芯褉褌薪芯."
"褔芯谢芯胁褨泻懈 褔邪褋褌褨褕械 锌褉懈写褍褕褍褞褌褜 械屑芯褑褨褩, 薪褨卸 卸褨薪泻懈."
"小锌芯写褨胁邪薪薪褟 - 薪械蟹胁懈褔邪泄薪邪 褕褌褍泻邪, 邪写卸械 褑械 薪械 褎邪泻褌懈褔薪邪, 邪 锌芯褌械薪褑褨泄薪邪 胁懈薪邪谐芯褉芯写邪."
"褋锌芯写褨胁邪薪薪褟 谢褞写械泄 胁锌谢懈胁邪褞褌褜 薪邪 褩褏薪褨 锌芯褔褍褌褌褟"
"谢褞写懈 褋褌邪褞褌褜 械褎械泻褌懈胁薪褨褕懈屑懈, 泻芯谢懈 胁芯薪懈 褖邪褋谢懈胁褨" !!
"袨褔褨泻褍胁邪薪薪褟 - 褑械 泻芯谢懈 屑芯蟹芯泻 蟹芯褋械褉械写卸褍褦褌褜褋褟 薪邪 锌芯褌械薪褑褨泄薪褨泄 胁懈薪邪谐芯褉芯写褨 (蟹邪谐褉芯蟹褨)"
"袨褔褨泻褍胁邪薪薪褟 胁锌谢懈胁邪褞褌褜 薪邪 褌械, 褟泻 胁邪褕 屑芯蟹芯泻 褋锌褉懈泄屑邪褦 褨薪褎芯褉屑邪褑褨褞."
"小锌芯写褨胁邪薪薪褟 蟹写邪褌薪褨 褋械褉泄芯蟹薪芯 胁谢锌懈胁邪褌懈 薪邪 屑芯蟹芯泻. 袩褉邪胁懈谢褜薪邪 写芯蟹邪 褋锌芯写褨胁邪薪褜 锌褉懈褉褨胁薪褞褦褌褜褋褟 写芯 泻谢褨薪褨褔薪芯褩 写芯蟹懈 屑芯褉褎褨薪褍."
"袨褔褨泻褍胁邪薪薪褟 邪泻褌懈胁褍褞褌褜 胁懈褉芯斜谢械薪薪褟 写芯褎邪屑褨薪褍, 锌芯褌褉褨斜薪芯谐芯 写谢褟 屑懈褋谢械薪薪褟 褌邪 薪邪胁褔邪薪薪褟"
"袙懈锌褉邪胁写邪薪褨 褋锌芯写褨胁邪薪薪褟 褌褉芯褏懈 锌褨写胁懈褖褍褞褌褜 褉褨胁械薪褜 写芯褎邪屑褨薪褍"
"小锌芯写褨胁邪薪薪褟, 胁懈锌褉邪胁写邪薪褨 褋褌芯褉懈褑械褞, 蟹薪邪褔薪芯 锌褨写胁懈褖褍褞褌褜 褉褨胁械薪褜 写芯褎邪屑褨薪褍"
"袧械胁懈锌褉邪胁写邪薪褨 褋锌芯写褨胁邪薪薪褟 蟹薪邪褔薪芯 蟹薪懈卸褍褞褌褜 褉褨胁械薪褜 写芯褎邪屑褨薪褍 泄 胁懈泻谢懈泻邪褞褌褜 胁褨写褔褍褌褌褟 蟹邪谐褉芯蟹懈."
"袟邪谐邪谢褜薪械 胁褨写褔褍褌褌褟 芯褔褨泻褍胁邪薪薪褟 褔芯谐芯褋褜 褏芯褉芯褕芯谐芯 谐邪褉邪薪褌褍褦 蟹写芯褉芯胁懈泄 褉褨胁械薪褜 写芯褎邪屑褨薪褍 褨 褉芯斜懈褌褜 谢褞写械泄 褖邪褋谢懈胁褨褕懈屑懈."
"袟邪褉邪蟹 褍卸械 屑邪泄卸械 薪褨褏褌芯 薪械 锌褉邪褑褞褦 胁 褨蟹芯谢褟褑褨褩. 孝械锌械褉 褍屑褨薪薪褟 薪芯褉屑邪谢褜薪芯 褋锌褨胁锌褉邪褑褞胁邪褌懈 蟹 褨薪褕懈屑懈 - 芯写薪邪 蟹 芯褋薪芯胁薪懈褏 褍屑芯胁 写谢褟 写芯褋褟谐薪械薪薪褟 褍褋锌褨褏褍 胁 斜褍写褜-褟泻褨泄 褋褎械褉褨."
"褟泻 谢褞写懈薪邪, 芯褋芯斜谢懈胁芯 屑芯谢芯写邪, 胁懈 芯褌褉懈屑褍褦褌械 褉械褋褍褉褋懈 薪械 蟹 写懈泻芯褩 锌褉懈褉芯写懈, 邪 胁褨写 褨薪褕懈褏 谢褞写械泄. 小邪屑械 褌芯屑褍 胁械谢懈泻邪 褔邪褋褌懈薪邪 薪邪褕芯谐芯 屑芯蟹泻褍 锌褉懈褋胁褟褔械薪邪 褋芯褑褨邪谢褜薪芯屑褍 褋胁褨褌芯胁褨."
"写蟹械褉泻邪谢褜薪褨 薪械泄褉芯薪懈 - 褑械 屑械褏邪薪褨蟹屑懈, 锌芯褌褉褨斜薪褨 写谢褟 褉芯蟹褍屑褨薪薪褟 薪邪屑褨褉褨胁 谢褞写械泄, 褩褏薪褨褏 褑褨谢械泄 褨 锌褉邪谐薪械薪褜. 袟 褩褏薪褜芯褞 写芯锌芯屑芯谐芯褞 胁懈 胁褨写褔褍胁邪褦褌械 蟹胁'褟蟹芯泻 蟹 芯褌芯褔褍褞褔懈屑懈."
"袞懈胁邪 褉芯蟹屑芯胁邪 写邪褦 斜褨谢褜褕械, 薪褨卸 胁褨写械芯泻芯薪褎械褉械薪褑褨褟, 邪 胁褨写械芯泻芯薪褎械褉械薪褑褨褟 写邪褦 斜褨谢褜褕械, 薪褨卸 褌械谢械褎芯薪薪邪 褉芯蟹屑芯胁邪, 邪写卸械 屑懈 褉械邪谐褍褦屑芯 薪邪 屑芯胁褍 褌褨谢邪, 芯褋芯斜谢懈胁芯 薪邪 胁懈褉邪蟹 芯斜谢懈褔褔褟."
"袣芯谢懈 锌芯胁'褟蟹褍褦褌械 褋胁芯褩 写褍屑泻懈, 械屑芯褑褨褩 褨 褑褨谢褨 蟹 褨薪褕懈屑懈 谢褞写褜屑懈, 胁懈写褨谢褟褦褌褜褋褟 锌褉懈褦屑薪邪 褏褨屑褨褔薪邪 褉械褔芯胁懈薪邪 锌褨写 薪邪蟹胁芯褞 芯泻褋懈褌芯褑懈薪. 袨泻褋懈褌芯褑懈薪 胁懈写褨谢褟褦褌褜褋褟, 泻芯谢懈 写胁芯褦 谢褞写械泄 褉邪蟹芯屑 褌邪薪褑褞褞褌褜, 谐褉邪褞褌褜 屑褍蟹懈泻褍 邪斜芯 胁械写褍褌褜 褉芯蟹屑芯胁褍. 笑械 薪械泄褉芯褏褨屑褨褟 斜械蟹锌械褔薪芯谐芯 蟹胁'褟蟹泻褍."
"袦邪褌懈 锌芯蟹懈褌懈胁薪懈泄 蟹胁'褟蟹芯泻 蟹 芯褌芯褔褍褞褔懈屑懈 - 褑械 褎褍薪写邪屑械薪褌邪谢褜薪邪 谢褞写褋泻邪 锌芯褌褉械斜邪, 褟泻 褩卸邪 褔懈 胁芯写邪." !!
"小芯褑褨邪谢褜薪褨 蟹胁'褟蟹泻懈 - 褑械 斜邪蟹芯胁邪 锌芯褌褉械斜邪 谢褞写懈薪懈, 褨薪芯写褨 褌邪泻邪 卸 胁邪卸谢懈胁邪, 褟泻 褩卸邪 褔懈 胁芯写邪."
"袦懈 蟹薪邪泄芯屑懈屑芯褋褜 芯写薪械 蟹 芯写薪懈屑 斜械蟹锌芯褋械褉械写薪褜芯, 胁褨写褔褍胁邪褞褔懈 褌械, 褖芯 胁褨写褔褍胁邪褞褌褜 褨薪褕褨 谢褞写懈."
"袩芯蟹懈褌懈胁薪褨 蟹胁'褟蟹泻懈 蟹 芯褌芯褔褍褞褔懈屑懈 胁邪卸谢懈胁褨 写谢褟 蟹写芯褉芯胁'褟 褨 锌褉芯写褍泻褌懈胁薪芯褩 褋锌褨胁锌褉邪褑褨"
"袦懈 褕胁懈写泻芯 泻谢邪褋懈褎褨泻褍褦屑芯 谢褞写械泄 褟泻 写褉褍蟹褨胁 褔懈 胁芯褉芯谐褨胁. 袩褉懈 褑褜芯屑褍, 胁褨写褋褍褌薪褨褋褌褜 锌芯蟹懈褌懈胁薪懈褏 胁懈谐薪邪谢褨胁, 谢褞写懈薪邪 芯写褉邪蟹褍 褋锌褉懈泄屑邪褦褌褜褋褟 褟泻 胁芯褉芯谐."
"孝褉械斜邪 锌褉邪褑褞胁邪褌懈 薪邪写 褍褋褌邪薪芯胁谢械薪薪褟屑 蟹胁'褟蟹泻褨胁 蟹 芯褌芯褔褍褞褔懈屑懈, 褖芯斜 械褎械泻褌懈胁薪芯 蟹 薪懈屑懈 胁蟹邪褦屑芯写褨褟懈."
"小褏懈谢褜薪褨褋褌褜 锌褉邪谐薪褍褌懈 褉褨胁薪芯褋褌褨 褨 褔懈薪懈褌懈 褋锌褉芯褌懈胁 薪械褋锌褉邪胁械写谢懈胁芯褋褌褨 谐谢懈斜芯泻芯 胁泻芯褉褨薪械薪邪 胁 谢褞写褟褏 (写芯褑械薪褌泻邪 校薪褨胁械褉褋懈褌械褌褍 袣邪褉薪械谐褨 袚芯谢薪邪蟹 孝邪斜褨斜薪褨褟)"
"袙褨写褔褍褌褌褟 褋锌褉邪胁械写谢懈胁芯褋褌褨 屑芯卸械 斜褍褌懈 褋芯谢褨写薪芯褞 胁懈薪邪谐芯褉芯写芯褞"
"袙褨写褔褍褌褌褟 薪械褋锌褉邪胁械写谢懈胁芯褋褌褨 屑芯卸械 斜褍褌懈 褋械褉泄芯蟹薪芯褞 蟹邪谐褉芯蟹芯褞"
"袟胁'褟蟹芯泻 屑褨卸 褋锌褉邪胁械写谢懈胁褨褋褌褜褞 褨 薪邪褕懈屑懈 芯褔褨泻褍胁邪薪薪褟屑懈 锌芯褟褋薪褞褦, 褔芯屑褍 薪邪褋 褌邪泻 蟹邪褏芯锌谢褞褦 写芯斜褉芯褌邪 薪械蟹薪邪泄芯屑褑褨胁 褨 褉邪薪懈褌褜 蟹褉邪写邪 斜谢懈蟹褜泻懈褏"
"袦芯写械谢褜 小袙袗小小: 小褌邪褌褍褋, 袙锌械胁薪械薪褨褋褌褜, 袗胁褌芯薪芯屑褨褟, 小锌芯褉褨写薪械薪褨褋褌褜 褨 小锌褉邪胁械写谢懈胁褨褋褌褜. 袦芯写械谢褜 芯锌懈褋褍褦 屑褨卸芯褋芯斜懈褋褌褨褋薪褨 胁懈薪邪谐芯褉芯写懈 褨 蟹邪谐褉芯蟹懈, 泻芯褌褉褨 屑芯蟹芯泻 泻谢邪褋懈褎褨泻褍褦 褟泻 胁邪卸谢懈胁褨"
"袟邪谐褉芯蟹邪 <- 小袙袗小小 -> 袙懈薪邪谐芯褉芯写邪"
"小褌邪褌褍褋 - 胁邪卸谢懈胁懈泄 褉褍褕褨泄 锌芯胁械写褨薪泻懈 褟泻 薪邪 褉芯斜芯褌褨, 褌邪泻 褨 胁 锌芯胁褋褟泻写械薪薪芯屑褍 卸懈褌褌褨."
"袧邪胁褨褌褜 褉芯蟹屑芯胁邪 蟹 斜芯褋芯屑 褔懈 褨薪褕芯褞 芯褋芯斜芯褞, 胁懈褖芯褞 蟹邪 胁邪褋 褋褌邪褌褍褋芯屑, 胁懈泻谢懈泻邪褦 胁褨写褔褍褌褌褟 蟹邪谐褉芯蟹懈."
"袟屑邪谐邪褞褔懈褋褜 褨蟹 褋芯斜芯褞, 胁懈 锌褨写胁懈褖褍褦褌械 胁谢邪褋薪懈泄 褋褌邪褌褍褋, 薪械 蟹邪谐褉芯卸褍褞褔懈 褋褌邪褌褍褋芯胁褨 褨薪褕懈褏"
"袟屑褨薪懈 - 褑械 褋泻谢邪写薪芯, 邪 褋锌褉懈褔懈薪懈褌懈 蟹屑褨薪懈 胁 褨薪褕懈褏 谢褞写褟褏 - 褖械 褋泻谢邪写薪褨褕械"
"蟹屑褨薪懈褌懈 褋锌芯褋褨斜 屑懈褋谢械薪薪褟 褨薪褕懈褏 谢褞写械泄 - 芯写薪械 蟹 薪邪泄褋泻谢邪写薪褨褕懈褏 蟹邪胁写邪薪褜 褍 褋胁褨褌褨"
"袧邪泄泻褉邪褖懈泄 褋锌芯褋褨斜 写芯锌芯屑芯谐褌懈 谢褞写懈薪褨 锌芯斜邪褔懈褌懈 褖芯褋褜 薪芯胁械 - 褑械 蟹邪褋锌芯泻芯褩褌懈 褩褩 褋胁褨写芯屑褨褋褌褜, 褖芯斜 褍 薪械褩 屑芯谐谢邪 胁懈薪懈泻薪褍褌懈 褨写械褟. 袣芯谢懈 薪邪褉芯写卸褍褦褌褜褋褟 褨写械褟, 蟹屑褨薪褞褦褌褜褋褟 胁邪褕 屑芯蟹芯泻, 邪 蟹屑褨薪褞褞褔懈 褋胁褨泄 屑芯蟹芯泻, 胁懈 蟹屑褨薪褞褦褌械 褋胁褨褌"
"袣褉懈褌懈泻邪 褔邪褋褌芯 胁懈泻谢懈泻邪褦 褍 谢褞写械泄 胁褨写褔褍褌褌褟 蟹邪谐褉芯蟹懈, 褟泻械 薪械 褋锌褉懈褟褦 械褎械泻褌懈胁薪褨泄 褉芯斜芯褌褨."
"袟芯褋械褉械写卸械薪褨褋褌褜 薪邪 写械褌邪谢褟褏 锌褉芯斜谢械屑褨 - 薪械 薪邪泄泻褉邪褖懈泄 锌褨写褏褨写 写芯 锌芯褕褍泻褍 褉褨褕械薪褜"
"袛邪褞褔懈 锌芯褉邪写懈, 胁懈 屑芯卸械褌械 蟹屑邪褉薪褍胁邪褌懈 褔邪褋"
"袩褨写褕褌芯胁褏薪褍褌懈 谢褞写懈薪褍 写芯 褨写械褩 - 薪邪泄泻褉邪褖懈泄 褋锌芯褋褨斜 锌芯胁械褉薪褍褌懈 褩褩 胁 械褎械泻褌懈胁薪懈泄 褋褌邪薪."
"袘褨谢褜褕 械褎械泻褌懈胁薪懈泄 褨 锌褉褟屑懈泄 褋锌芯褋褨斜 蟹芯褋械褉械写懈褌懈 褔懈褞褋褜 褍胁邪谐褍 锌芯谢褟谐邪褦 胁 褌芯屑褍, 褖芯斜 锌褉芯褋褌芯 褋褌邪胁懈褌懈 锌褉邪胁懈谢褜薪褨 蟹邪锌懈褌邪薪薪褟 褨 写邪胁邪褌懈 谢褞写褟屑 蟹屑芯谐褍 褋邪屑芯褋褌褨泄薪芯 蟹邪锌芯胁薪褞胁邪褌懈 锌褉芯斜褨谢懈. 袦芯蟹芯泻 褑械 谢褞斜懈褌褜, 芯褋芯斜谢懈胁芯 褟泻褖芯 薪械 褌褉械斜邪 写芯泻谢邪写邪褌懈 胁械谢懈泻懈褏 蟹褍褋懈谢褜. 袙邪褕械 蟹邪胁写邪薪薪褟 - 褋褌邪胁懈褌懈 锌褨写谢械谐谢懈屑 蟹邪锌懈褌邪薪薪褟, 褖芯 写芯锌芯屑芯卸褍褌褜 褩屑 薪邪谢邪谐芯写卸褍胁邪褌懈 锌褉邪胁懈谢褜薪褨 薪械泄褉芯薪薪褨 蟹胁'褟蟹泻懈."
"袟芯褋械褉械写卸械薪薪褟 褍胁邪谐懈 蟹屑褨薪褞褦 屑芯蟹芯泻"
"袙褨写胁械褉薪褍胁褕懈 褍胁邪谐褍 胁褨写 蟹邪谐褉芯蟹懈, 胁懈 屑芯卸械褌械 褋褌胁芯褉懈褌懈 薪芯胁褨 薪械泄褉芯薪薪褨 蟹胁'褟蟹泻懈 蟹邪 写芯锌芯屑芯谐芯褞 锌褉邪胁懈谢褜薪懈褏 蟹邪锌懈褌邪薪褜"
"袘褨谢褜褕械 锌褉芯 写芯褋谢褨写卸械薪薪褟, 褖芯 谢褟谐谢懈 胁 芯褋薪芯胁褍 褑褨褦褩 泻薪懈卸泻懈, 邪 褌邪泻芯卸 胁褨写械芯 蟹 写械褟泻懈屑懈 胁褔械薪懈屑懈, 褍 褟泻懈褏 褟 斜褉邪胁 褨薪褌械褉胁'褞, 褦 薪邪 褋邪泄褌褨 "
"褋邪屑褨褌 NeuroLeadership Summit"
"卸褍褉薪邪谢 NeuroLeadership Journal ()"
"袥褨薪写邪 袩械泄写卸 "袣芯褍褔懈薪谐 褨 屑芯蟹芯泻" (Coaching wth the brain in mind)"
"斜褨谢褜褕械 写褨蟹薪邪褌懈褋褜 锌褉芯 褋胁褨泄 屑芯蟹芯泻 蟹邪 写芯锌芯屑芯谐芯褞 芯薪谢邪泄薪 褌械褋褌褨胁 褨 锌芯谢褨锌褕懈褌懈 泄芯谐芯 褎褍薪泻褑褨芯薪邪谢 褕谢褟褏芯屑 胁懈泻芯薪邪薪薪褟 褉褨蟹薪芯屑邪薪褨褌薪懈褏 胁锌褉邪胁, 蟹邪褏芯写褜褌械 薪邪 "
"锌褉芯 褌械 褟泻 屑芯蟹芯泻 褍褔懈褌褜褋褟 褔械褉械蟹 褨褋褌芯褉褨褞 褨 屑械褌邪褎芯褉懈: Perry, B. "How the brain learns best" Instructor 11, no.4 (2000): 34-35"
袩褉芯褔懈褌邪胁 胁 2020 褉芯褑褨 褍泻褉邪褩薪褋褜泻械 胁械褉褋褨褞 泻薪懈谐懈.
袧邪泄泻褉邪褖褨 蟹邪屑褨褌泻懈 褌邪 薪芯褌邪褌泻懈:
"袟邪褉邪蟹 斜邪谐邪褌褜芯屑 谢褞写褟屑 锌谢邪褌褟褌褜 蟹邪 褌械, 褖芯 胁芯薪懈 写褍屑邪褞褌褜, 邪 薪械 胁懈泻芯薪褍褞褌褜 锌褉芯褋褌褨 蟹邪胁写邪薪薪褟."
"些芯斜 械褎械泻褌懈胁薪芯 胁懈泻芯薪褍胁邪褌懈 褋胁芯褩 锌褉芯褎械褋褨泄薪褨 芯斜芯胁'褟蟹泻懈, 薪械 褉褍泄薪褍褞褔懈 锌褉懈 褑褜芯屑褍 褋胁芯褦褩 褉芯写懈薪懈 褨 蟹写芯褉芯胁'褟, 袝屑褨谢褨 褌褉械斜邪 蟹屑褍褋懈褌懈 褋胁褨泄 屑芯蟹芯泻 锌褉邪褑褞胁邪褌懈 褨薪邪泻褕械. 袊泄 锌芯褌褉褨斜薪邪 薪芯胁邪 薪械泄褉芯薪薪邪 屑械褉械卸邪, 褖芯斜 写邪胁邪褌懈 褉邪写褍 胁械谢懈泻褨泄 泻褨谢褜泻芯褋褌褨 褋泻谢邪写薪懈褏 蟹邪胁写邪薪褜."
(锌褉芯屑芯-谢褨薪泻)
"薪邪胁褨褌褜 屑芯蟹芯泻 胁懈锌褍褋泻薪懈泻邪 袚邪褉胁邪褉写褍 屑芯卸械 芯锌褍褋褌懈褌懈褋褟 写芯 褉褨胁薪褟 屑芯蟹泻褍 胁芯褋褜屑懈褉褨褔薪芯褩 写懈褌懈薪懈, 褟泻褖芯 蟹屑褍褕褍胁邪褌懈 泄芯谐芯 褉芯斜懈褌懈 写胁褨 褉械褔褨 芯写薪芯褔邪褋薪芯."
"袩褉懈泄薪褟褌褌褟 褉褨褕械薪褜 褨 胁懈褉褨褕械薪薪褟 锌褉芯谢械屑 写褍卸械 蟹邪谢械卸邪褌褜 胁褨写 褉芯斜芯褌懈 蟹胁芯薪懈 屑芯蟹泻褍, 褖芯 蟹胁械褌褜褋褟 锌褉械褎褉芯薪褌邪谢褜薪芯褞 泻芯褉芯褞."
"袩褉械褎褉芯薪褌邪谢褜薪邪 泻芯褉邪 - 褑械 褎褍薪写邪屑械薪褌 胁邪褕芯褩 褋胁褨写芯屑芯褩 胁蟹邪褦屑芯写褨褏 蟹褨 褋胁褨褌芯屑. 笑械 褔邪褋褌懈薪邪 屑芯蟹泻褍, 褟泻邪 胁褋械 蟹邪 胁邪褋 芯斜屑褨褉泻芯胁褍褦 褨 写斜邪褦, 邪斜懈 胁懈 薪械 褉褍褏邪谢懈褋褟 锌芯 卸懈褌褌褞 "薪邪 邪胁褌芯锌褨谢芯褌褨""
"袩'褟褌褜 褎褍薪泻褑褨泄, 褉芯蟹褍屑褨薪薪褟, 锌褉懈泄薪褟褌褌褟 褉褨褕械薪褜, 锌褉懈谐邪写褍胁邪薪薪褟, 蟹邪锌邪屑'褟褌芯胁褍胁邪薪薪褟 褌邪 褋褌褉懈屑褍胁邪薪薪褟, 褋褌邪薪芯胁谢褟褌褜 芯褋薪芯胁薪褍 褔邪褋褌懈薪褍 褋胁褨写芯屑芯谐芯 屑懈褋谢械薪薪褟. 袙芯薪懈 锌芯褦写薪褍褞褌褜褋褟, 褖芯斜 屑懈 屑芯谐谢懈 锌谢邪薪褍胁邪褌懈, 胁懈褉褨褕褍胁邪褌懈 锌褉芯斜谢械屑懈, 褋锌褨谢泻褍胁邪褌懈褋褟 蟹 薪邪胁泻芯谢懈褕薪褨屑 褋胁褨褌芯屑 褨 写邪胁邪褌懈 褉邪写褍 褨薪褕懈屑 蟹邪胁写邪薪薪褟屑."
"袛械褟泻褨 褉芯蟹褍屑芯胁褨 锌褉芯褑械褋懈 胁懈褌褉邪褔邪褞褌褜 薪邪斜邪谐邪褌芯 斜褨谢褜褕械 械薪械褉谐褨褩, 薪褨卸 褨薪褕褨."
"袧邪泄胁邪卸谢懈胁褨褕褨 褉芯蟹褍屑芯胁褨 锌褉芯褑械褋懈, 褌邪泻褨 褟泻 胁懈蟹薪邪褔械薪薪褟 锌褉褨芯褉懈褌械褌褨胁, 蟹邪蟹胁懈褔邪泄 胁懈屑邪谐邪褞褌褜 薪邪泄斜褨谢褜褕懈褏 蟹褍褋懈谢褜."
"袛褍屑邪泄褌械 锌褉芯 褋胁褨写芯屑械 屑懈褋谢械薪薪褟, 褟泻 锌褉芯 褑褨薪薪懈泄 褉械褋褍褉褋, 褟泻懈泄 褌褉械斜邪 械泻芯薪芯屑懈褌懈"
"小锌械褉褕褍 胁懈蟹薪邪褔邪泄褌械 锌褉褨芯褉懈褌械褌懈, 斜芯 褑械泄 锌褉芯褑械褋 褋锌芯卸懈胁邪褦 斜邪谐邪褌芯 械薪械褉谐褨褩"
"袙懈写褨谢褨褌褜 泻芯薪泻褉械褌薪懈泄 褔邪褋 写谢褟 褉褨蟹薪懈褏 胁懈写褨胁 屑芯蟹泻芯胁芯褩 邪泻褌懈胁薪芯褋褌褨"
"袙懈泻芯褉懈褋褌芯胁褍泄褌械 屑芯蟹芯泻, 褖芯斜 胁蟹邪褦屑芯写褨褟褌懈 蟹 褨薪褎芯褉屑邪褑褨褦褞, 邪 薪械 蟹斜械褉褨谐邪褌懈 褩褩. 小褌胁芯褉褞泄褌械 胁褨蟹褍邪谢褜薪褨 芯斜褉邪蟹懈 褋泻谢邪写薪懈褏 褨写械泄 褨 蟹邪锌懈褋褍泄褌械 褋胁芯褩 蟹邪胁写邪薪薪褟."
"袣芯谢懈 胁懈 薪邪屑邪谐邪褦褌械褋褜 芯斜褉邪褌懈 屑褨卸 褉褨蟹薪懈屑懈 胁邪褉褨邪薪褌邪屑懈, 芯锌褌懈屑邪谢褜薪邪 褩褏 泻褨谢褜泻褨褋褌褜 - 写胁邪."
"袨锌褌懈屑邪谢褜薪邪 泻褨谢褜泻褨褋褌褜 褨写械泄, 褟泻褨, 蟹邪 锌芯褌褉械斜懈, 屑芯卸薪邪 芯写薪芯褔邪褋薪芯 褌褉懈屑邪褌懈 胁 谐芯谢芯胁褨, - 薪械 斜褨谢褜褕械 褌褉褜芯褏 邪斜芯 褔芯褌懈褉褜芯褏"
"啸芯褔 胁懈 泄 屑芯卸械褌械 锌芯写褍屑泻懈 褌褉懈屑邪褌懈 芯写薪芯褔邪褋薪芯 泻褨谢褜泻邪 褕屑邪褌泻褨胁 褨薪褎芯褉屑邪褑褨褩, 褌邪 胁褋械 卸 薪械 屑芯卸械褌械 胁懈薪芯胁褍胁邪褌懈 斜褨谢褜褕械 芯写薪芯谐芯 褋胁褨写芯屑芯谐芯 锌褉芯褑械褋褍 蟹邪 褉邪蟹 斜械蟹 胁褌褉邪褌 褖芯写芯 锌褉芯写褍泻褌懈胁薪芯褋褌褨." !!!
"袛谢褟 褉械邪谢褨蟹邪褑褨褩 泻芯卸薪芯谐芯 锌褉芯褑械褋褍, 锌芯褌褉褨斜薪邪 褋泻谢邪写薪邪 胁蟹邪褦屑芯写褨褟 屑褨谢褜褟褉写褨胁 薪械泄褉芯薪褨胁. 楔褌褍泻邪 胁 褌芯屑褍, 褖芯 邪斜懈 锌芯褔邪褌懈 薪邪褋褌褍锌薪芯褍 芯锌械褉邪褑褨褞, 褌褉械斜邪 芯斜芯胁'褟蟹泻芯胁芯 蟹邪胁械褉褕懈褌懈 锌芯锌械褉械写薪褞. 袗写卸械 泻芯卸械薪 锌褉芯褑械褋, 褟泻 屑懈 胁卸械 蟹邪薪褦屑芯, 胁懈泻芯褉懈褋褌胁芯褍褦 斜械蟹谢褨褔 械薪械褉谐褨褩 褨 褔邪褋褌芯 褌褨 褋邪屑褨 薪械泄褉芯薪薪褨 谢邪薪褑褞谐懈. 袟谐邪写邪泄褌械 泻邪谢褜泻褍谢褟褌芯褉: 薪械 屑芯卸薪邪 芯写薪芯褔邪褋薪芯 屑薪芯卸懈褌懈 褨 写懈谢懈褌懈 写胁邪 褔懈褋谢邪."
"褍褔械薪懈泄 袚邪褉芯谢褜写 袩械褕谢械褉 写芯胁褨胁, 褖芯 泻芯谢懈 谢褞写懈薪邪 胁懈泻芯薪褍褦 写胁邪 褨褌械谢械泻褌褍邪谢褜薪褨 蟹邪胁写邪薪薪褟 芯写薪芯褔邪褋薪芯, 褉褨胁械薪褜 褩褩 泻芯谐薪褨褌懈胁薪懈褏 蟹写褨斜薪芯褋褌械泄 屑芯卸械 胁锌邪褋褌懈 写芯 锌谢邪薪泻懈 胁芯褋褜屑懈褉褨褔薪芯褩 写懈褌懈薪懈. 笑械 褟胁懈褖械 薪邪蟹胁邪谢懈 褨薪褌械褉褎械褉械薪褑褨褦褞 写胁芯褏 蟹邪胁写邪薪褜." !!
"袟芯薪邪 屑芯蟹泻褍, 褟泻邪 褎褨泻褋褍褦 薪芯胁械, 薪邪蟹懈胁邪褦褌褜褋褟 锌械褉械写薪褜芯褞 锌芯褟褋薪芯褞 泻芯褉芯褞. 袙芯薪邪 胁胁邪卸邪褦褌褜褋褟 褑械薪褌褉芯屑 胁懈褟胁谢械薪薪褟 锌芯屑懈谢芯泻, 斜芯 胁屑懈泻邪褦褌褜褋褟, 泻芯谢懈 胁懈 锌芯屑褨褔邪褦褌械 褖芯褋褜, 褖芯 薪械 胁褨写锌芯胁褨写邪褦 胁邪褕懈屑 芯褔褨泻褍胁邪薪薪褟屑. 袧邪锌褉懈泻谢邪写, 泻芯谢懈 褉芯斜懈褌械 锌芯屑懈谢泻褍 褔懈 胁褨写褔褍胁邪褦褌械 斜褨谢褜."
"携泻褖芯 胁懈 薪邪胁褔懈褌械褋褜 芯锌懈褋褍胁邪褌懈 屑械薪褌邪谢褜薪褨 锌褉芯褑械褋懈 泻芯薪泻褉械褌薪懈屑懈 褎褉邪蟹邪屑懈, 胁邪屑 斜褍写械 薪邪斜邪谐邪褌芯 谢械谐褕械 褋褌褉懈屑褍胁邪褌懈 褋胁芯褩 褨屑锌褍谢褜褋懈."
"袛谢褟 芯锌褌懈屑邪谢褜薪芯褩 褉芯蟹褍屑芯胁芯褩 邪泻褌懈胁薪芯褋褌褨 锌芯褌褉褨斜械薪 锌褉邪胁懈谢褜薪懈泄 褉褨胁械薪褜 褋褌褉械褋褍, 邪 薪械 屑褨薪褨屑邪谢褜薪懈泄."
"袨锌褌懈屑邪谢褜薪邪 褉芯蟹褍屑芯胁邪 邪泻褌懈胁薪褨褋褌褜 胁褨写褍斜胁邪褦褌褜褋褟, 泻芯谢懈 胁懈 屑邪褦褌械 芯锌褌懈屑邪谢褜薪懈泄 褉褨胁械薪褜 写胁芯褏 胁邪卸谢懈胁懈泄 薪械泄褉芯屑械写褨邪褌芯褉褨胁 - 薪芯褉邪写褉械薪邪谢褨薪褍 褨 写芯褎邪屑褨薪. 袙芯薪懈 锌褉芯写褍泻褍褞褌褜褋褟 蟹邪胁写褟泻懈 褌褉懈胁芯蟹褨 褌邪 褨薪褌械褉械褋褍."
"袙懈 屑芯卸械褌械 褋胁褨写芯屑芯 泻芯薪褌褉芯谢褞胁邪褌懈 褉褨胁械薪褜 薪芯褉邪写褉械薪邪谢褨薪褍 泄 写芯褎邪屑褨薪褍 胁 芯褉谐邪薪褨蟹屑褨."
"袣芯谢懈 褌褉械斜邪 锌褨写胁懈褖懈褌懈 褉褨胁械薪褜 写芯褎邪屑褨薪褍, 胁邪屑 写芯锌芯屑芯卸械 斜褍写褜-褖芯 薪芯胁械 邪斜芯 谐褍屑芯褉."
"袥褞写懈, 褍 褟泻懈褏 胁懈薪懈泻邪褦 褨写械褟, 胁褨写褔褍胁邪褞褌褜 褑褨泻邪胁懈泄 屑芯蟹泻芯胁懈泄 褋懈谐薪邪谢 锌械褉械写 褌懈屑, 褟泻 胁芯薪邪 锌褉芯褟胁懈褌褜褋褟. 袛械褟泻褨 蟹芯薪懈 屑芯蟹泻褍 蟹邪褌懈褏邪褞褌褜. 袩褉懈斜谢懈蟹薪芯 蟹邪 锌褨胁褌芯褉懈 褋械泻褍薪写懈 写芯 褌芯谐芯, 褟泻 谢褞懈薪邪 胁懈褉褨褕褍褦 蟹邪写邪褔褍 蟹邪 写芯锌芯屑芯谐芯褞 褨写械褩, 褍 薪械褩 褋锌芯褋褌械褉褨谐邪褦褌褜褋褟 褉邪锌褌芯胁邪 邪泻褌懈胁褨蟹邪褑褨褟 褔邪褋褌芯褌 邪谢褜褎邪-写褨邪锌邪蟹芯薪褍 胁 锌褉邪胁褨泄 锌械褉械写薪褨泄 褋泻褉芯薪械胁褨泄 褔邪褋褌褑褨, 泻芯褌褉邪 芯斜褉芯斜谢褟褦 胁褨蟹褍邪谢褜薪褍 褨薪褎芯褉屑邪褑褨褞. 袗谢褜褎邪-邪泻褌懈胁薪褨褋褌褜 蟹薪懈泻邪褦 褟泻褉邪蟹 褍 褌褍 屑懈褌褜, 泻芯谢懈 胁懈薪懈邪褦 褨写械褟."
"褨褋薪褍褦 褋械褉泄芯蟹薪懈泄 胁蟹邪褦屑芯蟹胁'褟蟹芯泻 屑褨卸 械屑芯褑褨泄薪懈屑 褋褌邪薪芯屑 褨 胁懈薪懈泻薪械薪薪褟屑懈 褨写械泄. 些芯 褖邪褋谢懈胁褨褕褨 胁懈, 褌芯 斜褨谢褜褕 褨屑芯胁褨褉薪芯, 胁邪屑 薪邪 写褍屑泻褍 褋锌邪写邪褌懈屑褍褌褜 褨写械褩. 袉 薪邪胁锌邪泻懈, 褟泻褖芯 胁懈 褋褌褉懈胁芯卸械薪褨, 薪邪胁褉褟写 褔懈 胁懈 褖芯褋褜 锌褉懈写褍屑邪褦褌械."
"袗斜懈 屑邪褌懈 褨写械褩, 褋谢褨写 薪邪胁褔懈褌懈褋褟 褔褍褌懈 褋谢邪斜泻褨 谐谢懈斜懈薪薪褨 褋懈谐薪邪谢懈. 袛谢褟 褑褜芯谐芯 褌褉械斜邪 蟹胁械褋褌懈 械谢械泻褌褉懈褔薪褍 邪泻褌懈胁薪褨褋褌褜 屑芯蟹泻褍 写芯 屑褨薪褨屑褍屑褍."
"些芯 斜褨谢褜褕械 胁懈 褉芯蟹褋谢邪斜谢械薪褨 泄 褖邪褋谢懈胁褨, 褌芯 斜褨谢褜褕械 褨写械泄 胁邪屑 褋锌邪写邪褦 薪邪 写褍屑泻褍."
"袟邪 胁懈薪懈泻薪械薪薪褟 褨写械泄 蟹薪邪褔薪芯褞 屑褨褉芯褞 胁褨写锌芯胁褨写邪褦 锌褉邪胁邪 锌褨胁泻褍谢褟 胁邪褕芯谐芯 屑芯蟹泻褍."
"袛谢褟 屑邪泻褋懈屑邪谢褜薪芯褩 褉芯蟹褍屑芯胁芯褩 械褎械泻褌懈胁薪芯褋褌褨 锌芯褌褉褨斜薪邪 泻芯屑斜褨薪邪褑褨褟 写胁芯褏 褋泻谢邪写芯胁懈褏 - 蟹薪邪薪薪褟 褋胁芯谐芯 屑芯蟹泻褍 褨 胁屑褨薪薪褟 褋锌芯褋褌械褉褨谐邪褌懈 蟹邪 褋胁芯褩屑懈 屑械薪褌邪谢褜薪懈屑懈 锌褉芯褑械褋邪屑懈. "
"袦芯蟹芯泻 锌褉邪褑褞褦 蟹邪 锌褉懈薪褑懈锌芯屑 屑褨薪褨屑褨蟹邪褑褨褩 薪械斜械蟹锌械泻懈 (褉械邪泻褑褨褟 谐械褌褜) 褌邪 屑邪泻褋懈屑褨蟹邪褑褨褩 泻芯褉懈褋褌褨 (褉械邪泻褑褨褟 褍锌械褉械写)"
"袥褨屑斜褨褔薪邪 褋懈褋褌械屑邪 写褍卸械 谢械谐泻芯 邪泻褌懈胁褨蟹褍褦褌褜褋褟"
"袪械邪泻褑褨褟 "谐械褌褜" 褋懈谢褜薪褨褕邪, 褕胁懈写褕械 胁懈薪懈泻邪褦 褨 写芯胁褕械 褌褉懈屑邪褦褌褜褋褟, 薪褨卸 褉械邪泻褑褨褟 褍锌械褉械写."
"袪械邪泻褑褨褟 "谐械褌褜" 胁懈褋薪邪卸褍褦 泻芯谐薪褨褌懈胁薪褨 褉械褋褍褉褋懈, 褍褋泻谢邪写薪褞褦 屑懈褋谢械薪薪褟 锌褉芯 褋胁芯褩 写褍屑泻懈 褨 锌械褉械胁芯写懈褌褜 胁邪褋 褍 蟹邪褏懈褋薪懈泄 褉械卸懈屑, 褍 褟泻芯屑褍 胁懈 锌芯屑懈谢泻芯胁芯 屑芯卸械褌械 褋锌褉懈泄屑邪褌懈 褌褨 褔懈 褨薪褕褨 褋懈褌褍邪褑褨褩 褟泻 蟹邪谐褉芯蟹褍."
"小褌褉懈屑褍胁邪薪薪褟 械屑芯褑褨泄 褋褍褌褌褦胁芯 蟹薪懈卸褍褦 胁邪褕褍 蟹写邪褌薪褨褋褌褜 蟹邪锌邪屑'褟褌芯胁褍胁邪褌懈 锌芯写褨褩."
"袥褞写懈 褏懈斜薪芯 胁胁邪卸邪褞褌褜, 褖芯 褔械褉械蟹 屑邪褉泻褍胁邪薪薪褟 械屑芯褑褨泄 褩屑 斜褍写械 褖械 谐褨褉褕械."
"袦邪褉泻褍胁邪薪薪褟 械屑芯褑褨泄 蟹薪懈卸褍褦 褉褨胁械薪褜 蟹斜褍写卸械薪薪褟 谢褨屑斜褨褔薪芯褩 褋懈褋褌械屑懈"
"袛谢褟 屑邪褉泻褍胁邪薪薪褟 锌芯褌褉褨斜薪芯 胁懈泻芯褉懈褋褌芯胁褍胁邪褌懈 褋懈屑胁芯谢褨褔薪褍 褨 谢邪泻芯薪褨褔薪褍 屑芯胁褍, 邪 薪械 褉芯蟹谢芯谐褨 胁薪褍褌褉褨褕薪褨 写褨邪谢芯谐懈."
"屑芯卸薪邪 褌芯褔薪芯 褋泻邪蟹邪褌懈, 褖芯 谢褞写懈 蟹邪胁卸写懈 锌谢邪褌懈褌懈褌褍屑褌褜 谐褉芯褕褨, 邪斜懈 锌褉懈薪邪泄屑薪褨 锌芯褔褍胁邪褌懈褋褟 屑械薪褕 薪械胁锌械胁薪械薪芯. 笑械 褌芯屑褍, 褖芯 屑芯蟹芯泻 褋锌褉懈泄屑邪褦 薪械锌械胁薪褨褋褌褜 褟泻 蟹邪谐褉芯蟹褍 卸懈褌褌褞."
"袧械胁锌械胁薪械薪褨褌褜 - 褑械 薪械蟹写邪褌薪褨褋褌褜 褋泻谢邪褋褌懈 锌芯胁薪芯褑褨薪薪褍 屑邪锌褍 褋懈褌褍邪褑褨褩. 袣芯谢懈 斜褉邪泻褍褦 褔邪褋褌懈薪 锌邪蟹谢邪, 胁懈 薪械 屑芯卸械褌械 锌芯褔褍胁邪褌懈褋褟 泻芯屑褎芯褉褌薪芯."
"褔芯谢芯胁褨泻懈 褔邪褋褌褨褕械 锌褉懈写褍褕褍褞褌褜 械屑芯褑褨褩, 薪褨卸 卸褨薪泻懈."
"小锌芯写褨胁邪薪薪褟 - 薪械蟹胁懈褔邪泄薪邪 褕褌褍泻邪, 邪写卸械 褑械 薪械 褎邪泻褌懈褔薪邪, 邪 锌芯褌械薪褑褨泄薪邪 胁懈薪邪谐芯褉芯写邪."
"褋锌芯写褨胁邪薪薪褟 谢褞写械泄 胁锌谢懈胁邪褞褌褜 薪邪 褩褏薪褨 锌芯褔褍褌褌褟"
"谢褞写懈 褋褌邪褞褌褜 械褎械泻褌懈胁薪褨褕懈屑懈, 泻芯谢懈 胁芯薪懈 褖邪褋谢懈胁褨" !!
"袨褔褨泻褍胁邪薪薪褟 - 褑械 泻芯谢懈 屑芯蟹芯泻 蟹芯褋械褉械写卸褍褦褌褜褋褟 薪邪 锌芯褌械薪褑褨泄薪褨泄 胁懈薪邪谐芯褉芯写褨 (蟹邪谐褉芯蟹褨)"
"袨褔褨泻褍胁邪薪薪褟 胁锌谢懈胁邪褞褌褜 薪邪 褌械, 褟泻 胁邪褕 屑芯蟹芯泻 褋锌褉懈泄屑邪褦 褨薪褎芯褉屑邪褑褨褞."
"小锌芯写褨胁邪薪薪褟 蟹写邪褌薪褨 褋械褉泄芯蟹薪芯 胁谢锌懈胁邪褌懈 薪邪 屑芯蟹芯泻. 袩褉邪胁懈谢褜薪邪 写芯蟹邪 褋锌芯写褨胁邪薪褜 锌褉懈褉褨胁薪褞褦褌褜褋褟 写芯 泻谢褨薪褨褔薪芯褩 写芯蟹懈 屑芯褉褎褨薪褍."
"袨褔褨泻褍胁邪薪薪褟 邪泻褌懈胁褍褞褌褜 胁懈褉芯斜谢械薪薪褟 写芯褎邪屑褨薪褍, 锌芯褌褉褨斜薪芯谐芯 写谢褟 屑懈褋谢械薪薪褟 褌邪 薪邪胁褔邪薪薪褟"
"袙懈锌褉邪胁写邪薪褨 褋锌芯写褨胁邪薪薪褟 褌褉芯褏懈 锌褨写胁懈褖褍褞褌褜 褉褨胁械薪褜 写芯褎邪屑褨薪褍"
"小锌芯写褨胁邪薪薪褟, 胁懈锌褉邪胁写邪薪褨 褋褌芯褉懈褑械褞, 蟹薪邪褔薪芯 锌褨写胁懈褖褍褞褌褜 褉褨胁械薪褜 写芯褎邪屑褨薪褍"
"袧械胁懈锌褉邪胁写邪薪褨 褋锌芯写褨胁邪薪薪褟 蟹薪邪褔薪芯 蟹薪懈卸褍褞褌褜 褉褨胁械薪褜 写芯褎邪屑褨薪褍 泄 胁懈泻谢懈泻邪褞褌褜 胁褨写褔褍褌褌褟 蟹邪谐褉芯蟹懈."
"袟邪谐邪谢褜薪械 胁褨写褔褍褌褌褟 芯褔褨泻褍胁邪薪薪褟 褔芯谐芯褋褜 褏芯褉芯褕芯谐芯 谐邪褉邪薪褌褍褦 蟹写芯褉芯胁懈泄 褉褨胁械薪褜 写芯褎邪屑褨薪褍 褨 褉芯斜懈褌褜 谢褞写械泄 褖邪褋谢懈胁褨褕懈屑懈."
"袟邪褉邪蟹 褍卸械 屑邪泄卸械 薪褨褏褌芯 薪械 锌褉邪褑褞褦 胁 褨蟹芯谢褟褑褨褩. 孝械锌械褉 褍屑褨薪薪褟 薪芯褉屑邪谢褜薪芯 褋锌褨胁锌褉邪褑褞胁邪褌懈 蟹 褨薪褕懈屑懈 - 芯写薪邪 蟹 芯褋薪芯胁薪懈褏 褍屑芯胁 写谢褟 写芯褋褟谐薪械薪薪褟 褍褋锌褨褏褍 胁 斜褍写褜-褟泻褨泄 褋褎械褉褨."
"褟泻 谢褞写懈薪邪, 芯褋芯斜谢懈胁芯 屑芯谢芯写邪, 胁懈 芯褌褉懈屑褍褦褌械 褉械褋褍褉褋懈 薪械 蟹 写懈泻芯褩 锌褉懈褉芯写懈, 邪 胁褨写 褨薪褕懈褏 谢褞写械泄. 小邪屑械 褌芯屑褍 胁械谢懈泻邪 褔邪褋褌懈薪邪 薪邪褕芯谐芯 屑芯蟹泻褍 锌褉懈褋胁褟褔械薪邪 褋芯褑褨邪谢褜薪芯屑褍 褋胁褨褌芯胁褨."
"写蟹械褉泻邪谢褜薪褨 薪械泄褉芯薪懈 - 褑械 屑械褏邪薪褨蟹屑懈, 锌芯褌褉褨斜薪褨 写谢褟 褉芯蟹褍屑褨薪薪褟 薪邪屑褨褉褨胁 谢褞写械泄, 褩褏薪褨褏 褑褨谢械泄 褨 锌褉邪谐薪械薪褜. 袟 褩褏薪褜芯褞 写芯锌芯屑芯谐芯褞 胁懈 胁褨写褔褍胁邪褦褌械 蟹胁'褟蟹芯泻 蟹 芯褌芯褔褍褞褔懈屑懈."
"袞懈胁邪 褉芯蟹屑芯胁邪 写邪褦 斜褨谢褜褕械, 薪褨卸 胁褨写械芯泻芯薪褎械褉械薪褑褨褟, 邪 胁褨写械芯泻芯薪褎械褉械薪褑褨褟 写邪褦 斜褨谢褜褕械, 薪褨卸 褌械谢械褎芯薪薪邪 褉芯蟹屑芯胁邪, 邪写卸械 屑懈 褉械邪谐褍褦屑芯 薪邪 屑芯胁褍 褌褨谢邪, 芯褋芯斜谢懈胁芯 薪邪 胁懈褉邪蟹 芯斜谢懈褔褔褟."
"袣芯谢懈 锌芯胁'褟蟹褍褦褌械 褋胁芯褩 写褍屑泻懈, 械屑芯褑褨褩 褨 褑褨谢褨 蟹 褨薪褕懈屑懈 谢褞写褜屑懈, 胁懈写褨谢褟褦褌褜褋褟 锌褉懈褦屑薪邪 褏褨屑褨褔薪邪 褉械褔芯胁懈薪邪 锌褨写 薪邪蟹胁芯褞 芯泻褋懈褌芯褑懈薪. 袨泻褋懈褌芯褑懈薪 胁懈写褨谢褟褦褌褜褋褟, 泻芯谢懈 写胁芯褦 谢褞写械泄 褉邪蟹芯屑 褌邪薪褑褞褞褌褜, 谐褉邪褞褌褜 屑褍蟹懈泻褍 邪斜芯 胁械写褍褌褜 褉芯蟹屑芯胁褍. 笑械 薪械泄褉芯褏褨屑褨褟 斜械蟹锌械褔薪芯谐芯 蟹胁'褟蟹泻褍."
"袦邪褌懈 锌芯蟹懈褌懈胁薪懈泄 蟹胁'褟蟹芯泻 蟹 芯褌芯褔褍褞褔懈屑懈 - 褑械 褎褍薪写邪屑械薪褌邪谢褜薪邪 谢褞写褋泻邪 锌芯褌褉械斜邪, 褟泻 褩卸邪 褔懈 胁芯写邪." !!
"小芯褑褨邪谢褜薪褨 蟹胁'褟蟹泻懈 - 褑械 斜邪蟹芯胁邪 锌芯褌褉械斜邪 谢褞写懈薪懈, 褨薪芯写褨 褌邪泻邪 卸 胁邪卸谢懈胁邪, 褟泻 褩卸邪 褔懈 胁芯写邪."
"袦懈 蟹薪邪泄芯屑懈屑芯褋褜 芯写薪械 蟹 芯写薪懈屑 斜械蟹锌芯褋械褉械写薪褜芯, 胁褨写褔褍胁邪褞褔懈 褌械, 褖芯 胁褨写褔褍胁邪褞褌褜 褨薪褕褨 谢褞写懈."
"袩芯蟹懈褌懈胁薪褨 蟹胁'褟蟹泻懈 蟹 芯褌芯褔褍褞褔懈屑懈 胁邪卸谢懈胁褨 写谢褟 蟹写芯褉芯胁'褟 褨 锌褉芯写褍泻褌懈胁薪芯褩 褋锌褨胁锌褉邪褑褨"
"袦懈 褕胁懈写泻芯 泻谢邪褋懈褎褨泻褍褦屑芯 谢褞写械泄 褟泻 写褉褍蟹褨胁 褔懈 胁芯褉芯谐褨胁. 袩褉懈 褑褜芯屑褍, 胁褨写褋褍褌薪褨褋褌褜 锌芯蟹懈褌懈胁薪懈褏 胁懈谐薪邪谢褨胁, 谢褞写懈薪邪 芯写褉邪蟹褍 褋锌褉懈泄屑邪褦褌褜褋褟 褟泻 胁芯褉芯谐."
"孝褉械斜邪 锌褉邪褑褞胁邪褌懈 薪邪写 褍褋褌邪薪芯胁谢械薪薪褟屑 蟹胁'褟蟹泻褨胁 蟹 芯褌芯褔褍褞褔懈屑懈, 褖芯斜 械褎械泻褌懈胁薪芯 蟹 薪懈屑懈 胁蟹邪褦屑芯写褨褟懈."
"小褏懈谢褜薪褨褋褌褜 锌褉邪谐薪褍褌懈 褉褨胁薪芯褋褌褨 褨 褔懈薪懈褌懈 褋锌褉芯褌懈胁 薪械褋锌褉邪胁械写谢懈胁芯褋褌褨 谐谢懈斜芯泻芯 胁泻芯褉褨薪械薪邪 胁 谢褞写褟褏 (写芯褑械薪褌泻邪 校薪褨胁械褉褋懈褌械褌褍 袣邪褉薪械谐褨 袚芯谢薪邪蟹 孝邪斜褨斜薪褨褟)"
"袙褨写褔褍褌褌褟 褋锌褉邪胁械写谢懈胁芯褋褌褨 屑芯卸械 斜褍褌懈 褋芯谢褨写薪芯褞 胁懈薪邪谐芯褉芯写芯褞"
"袙褨写褔褍褌褌褟 薪械褋锌褉邪胁械写谢懈胁芯褋褌褨 屑芯卸械 斜褍褌懈 褋械褉泄芯蟹薪芯褞 蟹邪谐褉芯蟹芯褞"
"袟胁'褟蟹芯泻 屑褨卸 褋锌褉邪胁械写谢懈胁褨褋褌褜褞 褨 薪邪褕懈屑懈 芯褔褨泻褍胁邪薪薪褟屑懈 锌芯褟褋薪褞褦, 褔芯屑褍 薪邪褋 褌邪泻 蟹邪褏芯锌谢褞褦 写芯斜褉芯褌邪 薪械蟹薪邪泄芯屑褑褨胁 褨 褉邪薪懈褌褜 蟹褉邪写邪 斜谢懈蟹褜泻懈褏"
"袦芯写械谢褜 小袙袗小小: 小褌邪褌褍褋, 袙锌械胁薪械薪褨褋褌褜, 袗胁褌芯薪芯屑褨褟, 小锌芯褉褨写薪械薪褨褋褌褜 褨 小锌褉邪胁械写谢懈胁褨褋褌褜. 袦芯写械谢褜 芯锌懈褋褍褦 屑褨卸芯褋芯斜懈褋褌褨褋薪褨 胁懈薪邪谐芯褉芯写懈 褨 蟹邪谐褉芯蟹懈, 泻芯褌褉褨 屑芯蟹芯泻 泻谢邪褋懈褎褨泻褍褦 褟泻 胁邪卸谢懈胁褨"
"袟邪谐褉芯蟹邪 <- 小袙袗小小 -> 袙懈薪邪谐芯褉芯写邪"
"小褌邪褌褍褋 - 胁邪卸谢懈胁懈泄 褉褍褕褨泄 锌芯胁械写褨薪泻懈 褟泻 薪邪 褉芯斜芯褌褨, 褌邪泻 褨 胁 锌芯胁褋褟泻写械薪薪芯屑褍 卸懈褌褌褨."
"袧邪胁褨褌褜 褉芯蟹屑芯胁邪 蟹 斜芯褋芯屑 褔懈 褨薪褕芯褞 芯褋芯斜芯褞, 胁懈褖芯褞 蟹邪 胁邪褋 褋褌邪褌褍褋芯屑, 胁懈泻谢懈泻邪褦 胁褨写褔褍褌褌褟 蟹邪谐褉芯蟹懈."
"袟屑邪谐邪褞褔懈褋褜 褨蟹 褋芯斜芯褞, 胁懈 锌褨写胁懈褖褍褦褌械 胁谢邪褋薪懈泄 褋褌邪褌褍褋, 薪械 蟹邪谐褉芯卸褍褞褔懈 褋褌邪褌褍褋芯胁褨 褨薪褕懈褏"
"袟屑褨薪懈 - 褑械 褋泻谢邪写薪芯, 邪 褋锌褉懈褔懈薪懈褌懈 蟹屑褨薪懈 胁 褨薪褕懈褏 谢褞写褟褏 - 褖械 褋泻谢邪写薪褨褕械"
"蟹屑褨薪懈褌懈 褋锌芯褋褨斜 屑懈褋谢械薪薪褟 褨薪褕懈褏 谢褞写械泄 - 芯写薪械 蟹 薪邪泄褋泻谢邪写薪褨褕懈褏 蟹邪胁写邪薪褜 褍 褋胁褨褌褨"
"袧邪泄泻褉邪褖懈泄 褋锌芯褋褨斜 写芯锌芯屑芯谐褌懈 谢褞写懈薪褨 锌芯斜邪褔懈褌懈 褖芯褋褜 薪芯胁械 - 褑械 蟹邪褋锌芯泻芯褩褌懈 褩褩 褋胁褨写芯屑褨褋褌褜, 褖芯斜 褍 薪械褩 屑芯谐谢邪 胁懈薪懈泻薪褍褌懈 褨写械褟. 袣芯谢懈 薪邪褉芯写卸褍褦褌褜褋褟 褨写械褟, 蟹屑褨薪褞褦褌褜褋褟 胁邪褕 屑芯蟹芯泻, 邪 蟹屑褨薪褞褞褔懈 褋胁褨泄 屑芯蟹芯泻, 胁懈 蟹屑褨薪褞褦褌械 褋胁褨褌"
"袣褉懈褌懈泻邪 褔邪褋褌芯 胁懈泻谢懈泻邪褦 褍 谢褞写械泄 胁褨写褔褍褌褌褟 蟹邪谐褉芯蟹懈, 褟泻械 薪械 褋锌褉懈褟褦 械褎械泻褌懈胁薪褨泄 褉芯斜芯褌褨."
"袟芯褋械褉械写卸械薪褨褋褌褜 薪邪 写械褌邪谢褟褏 锌褉芯斜谢械屑褨 - 薪械 薪邪泄泻褉邪褖懈泄 锌褨写褏褨写 写芯 锌芯褕褍泻褍 褉褨褕械薪褜"
"袛邪褞褔懈 锌芯褉邪写懈, 胁懈 屑芯卸械褌械 蟹屑邪褉薪褍胁邪褌懈 褔邪褋"
"袩褨写褕褌芯胁褏薪褍褌懈 谢褞写懈薪褍 写芯 褨写械褩 - 薪邪泄泻褉邪褖懈泄 褋锌芯褋褨斜 锌芯胁械褉薪褍褌懈 褩褩 胁 械褎械泻褌懈胁薪懈泄 褋褌邪薪."
"袘褨谢褜褕 械褎械泻褌懈胁薪懈泄 褨 锌褉褟屑懈泄 褋锌芯褋褨斜 蟹芯褋械褉械写懈褌懈 褔懈褞褋褜 褍胁邪谐褍 锌芯谢褟谐邪褦 胁 褌芯屑褍, 褖芯斜 锌褉芯褋褌芯 褋褌邪胁懈褌懈 锌褉邪胁懈谢褜薪褨 蟹邪锌懈褌邪薪薪褟 褨 写邪胁邪褌懈 谢褞写褟屑 蟹屑芯谐褍 褋邪屑芯褋褌褨泄薪芯 蟹邪锌芯胁薪褞胁邪褌懈 锌褉芯斜褨谢懈. 袦芯蟹芯泻 褑械 谢褞斜懈褌褜, 芯褋芯斜谢懈胁芯 褟泻褖芯 薪械 褌褉械斜邪 写芯泻谢邪写邪褌懈 胁械谢懈泻懈褏 蟹褍褋懈谢褜. 袙邪褕械 蟹邪胁写邪薪薪褟 - 褋褌邪胁懈褌懈 锌褨写谢械谐谢懈屑 蟹邪锌懈褌邪薪薪褟, 褖芯 写芯锌芯屑芯卸褍褌褜 褩屑 薪邪谢邪谐芯写卸褍胁邪褌懈 锌褉邪胁懈谢褜薪褨 薪械泄褉芯薪薪褨 蟹胁'褟蟹泻懈."
"袟芯褋械褉械写卸械薪薪褟 褍胁邪谐懈 蟹屑褨薪褞褦 屑芯蟹芯泻"
"袙褨写胁械褉薪褍胁褕懈 褍胁邪谐褍 胁褨写 蟹邪谐褉芯蟹懈, 胁懈 屑芯卸械褌械 褋褌胁芯褉懈褌懈 薪芯胁褨 薪械泄褉芯薪薪褨 蟹胁'褟蟹泻懈 蟹邪 写芯锌芯屑芯谐芯褞 锌褉邪胁懈谢褜薪懈褏 蟹邪锌懈褌邪薪褜"
"袘褨谢褜褕械 锌褉芯 写芯褋谢褨写卸械薪薪褟, 褖芯 谢褟谐谢懈 胁 芯褋薪芯胁褍 褑褨褦褩 泻薪懈卸泻懈, 邪 褌邪泻芯卸 胁褨写械芯 蟹 写械褟泻懈屑懈 胁褔械薪懈屑懈, 褍 褟泻懈褏 褟 斜褉邪胁 褨薪褌械褉胁'褞, 褦 薪邪 褋邪泄褌褨 "
"褋邪屑褨褌 NeuroLeadership Summit"
"卸褍褉薪邪谢 NeuroLeadership Journal ()"
"袥褨薪写邪 袩械泄写卸 "袣芯褍褔懈薪谐 褨 屑芯蟹芯泻" (Coaching wth the brain in mind)"
"斜褨谢褜褕械 写褨蟹薪邪褌懈褋褜 锌褉芯 褋胁褨泄 屑芯蟹芯泻 蟹邪 写芯锌芯屑芯谐芯褞 芯薪谢邪泄薪 褌械褋褌褨胁 褨 锌芯谢褨锌褕懈褌懈 泄芯谐芯 褎褍薪泻褑褨芯薪邪谢 褕谢褟褏芯屑 胁懈泻芯薪邪薪薪褟 褉褨蟹薪芯屑邪薪褨褌薪懈褏 胁锌褉邪胁, 蟹邪褏芯写褜褌械 薪邪 "
"锌褉芯 褌械 褟泻 屑芯蟹芯泻 褍褔懈褌褜褋褟 褔械褉械蟹 褨褋褌芯褉褨褞 褨 屑械褌邪褎芯褉懈: Perry, B. "How the brain learns best" Instructor 11, no.4 (2000): 34-35"
August 23, 2022
丕夭 噩賲賱賴 讴鬲丕亘鈥屬囏й屰� 讴賴 亘禺丕胤乇 丕蹖賳 賳卮乇賴 禺賵賳丿賲.
May 12, 2021
This is well-researched, very readable, well-written and very practical.
The subtitle of the book gives some good clues about its scope: Strategies for overcoming distraction, regaining focus, and working smarter all day long. And of course, the title gives another big clue.
What Rock has done, is pull together a coherent understanding of a broad range of research into the brain, and create a user's guide.
He presents it as a series of fictional case studies: a day in the life of Emily and Paul, broken into short scenes that illustrate the problems they encounter in a fairly typical, stressy, day at work. After each scene, he reviews the relevant research and how it might apply to the situation that Paul or Emily has just messed up, and then offers an alternative scene, based on Paul or Emily applying the research intelligently to manage how they use their brain to inform their behaviour, interactions with others, and so forth. Each chapter concludes with a summary of the key points (Surprises About the Brain) and some suggestions of Things to Try.
For example at the end of Chapter One, which is about Overload, the Surprises about the Brain are:
- Conscious thinking involves deeply complex biological interactions in the brain among billions of neurons
- Every time the brain works on an idea consciously, it uses up measurable and limited resource
- Some mental processes take up a lot more energy than others
- The most important mental processes such as prioritising often take the most effort
and Some Things to Try are:
- Think of conscious thinking as a precious resource to conserve
- Prioritise prioritising, as it's an energy-intensive activity
- Save mental energy for prioritising by avoiding other high-energy-consuming conscious activities, such as dealing with emails
- Schedule the most attention-rich tasks when you have a fresh and alert mind
- Use the brain to interact with information, rather than store information, by creating visuals for complex ideas and by listing projects
- Schedule blocks of time for different modes of thinking.
And so it goes on: pulling together, in simple, useable, understandable and accessible form a wealth of knowledge and practical applications. Much of this is not new if you have read around the subject; but some is. And having it all presented in such a well-explained and user-friendly way is very valuable.
The book is divided into four Acts (each of several Scenes, or chapters) as follows:
Act 1: Problems and Decisions
Act 2: Stay Cool Under Pressure
Act 3: Collaborate with others
Act 4: Facilitate Change
Whilst the Emily and Paul plot can feel a little contrived, it is nonetheless an engaging and most importantly, a clear and memorable way of illustrating the points that Rock is making.
All in all, this is an excellent and practical introduction to the key domains of Emotional Intelligence: self awareness, self management, awareness of others, and relationship management.
The subtitle of the book gives some good clues about its scope: Strategies for overcoming distraction, regaining focus, and working smarter all day long. And of course, the title gives another big clue.
What Rock has done, is pull together a coherent understanding of a broad range of research into the brain, and create a user's guide.
He presents it as a series of fictional case studies: a day in the life of Emily and Paul, broken into short scenes that illustrate the problems they encounter in a fairly typical, stressy, day at work. After each scene, he reviews the relevant research and how it might apply to the situation that Paul or Emily has just messed up, and then offers an alternative scene, based on Paul or Emily applying the research intelligently to manage how they use their brain to inform their behaviour, interactions with others, and so forth. Each chapter concludes with a summary of the key points (Surprises About the Brain) and some suggestions of Things to Try.
For example at the end of Chapter One, which is about Overload, the Surprises about the Brain are:
- Conscious thinking involves deeply complex biological interactions in the brain among billions of neurons
- Every time the brain works on an idea consciously, it uses up measurable and limited resource
- Some mental processes take up a lot more energy than others
- The most important mental processes such as prioritising often take the most effort
and Some Things to Try are:
- Think of conscious thinking as a precious resource to conserve
- Prioritise prioritising, as it's an energy-intensive activity
- Save mental energy for prioritising by avoiding other high-energy-consuming conscious activities, such as dealing with emails
- Schedule the most attention-rich tasks when you have a fresh and alert mind
- Use the brain to interact with information, rather than store information, by creating visuals for complex ideas and by listing projects
- Schedule blocks of time for different modes of thinking.
And so it goes on: pulling together, in simple, useable, understandable and accessible form a wealth of knowledge and practical applications. Much of this is not new if you have read around the subject; but some is. And having it all presented in such a well-explained and user-friendly way is very valuable.
The book is divided into four Acts (each of several Scenes, or chapters) as follows:
Act 1: Problems and Decisions
Act 2: Stay Cool Under Pressure
Act 3: Collaborate with others
Act 4: Facilitate Change
Whilst the Emily and Paul plot can feel a little contrived, it is nonetheless an engaging and most importantly, a clear and memorable way of illustrating the points that Rock is making.
All in all, this is an excellent and practical introduction to the key domains of Emotional Intelligence: self awareness, self management, awareness of others, and relationship management.
December 9, 2020
This is a very helpful book for those who want to 'hack' the limitations of their brain by understanding better how it works, what triggers negative responses, and what to do about them. The book is helpfully divided into scenarios that illustrate the various ways the brains works; I found the scenarios a bit cutesy, but the simplicity and clarity was ultimately very helpful to guide the reader through the brain science. So, what do we learn? Don't multitask. Pay attention to threat responses, status threats and things that drive us away from other people. There are ways to slow down or lessen emotional responses when they are not useful (such as feeling threatened by "Karen" at work, and there are ways to use adrenaline to help your attention and focus, as well as triggering positive chemicals like dopamine to feel better at various times of the day. Overall, this book is a highly useful primer to managing your brain a bit better than merely leaving it to chance.
December 18, 2011
VERY useful--
Though the author seems reductionist in some places, this book delivers. Packed full of useful information about how your brain works and how to use your brain wisely, it's a must-read for anyone who wants to perform better at work, school, or in life in general. In this book you'll learn how to fend off anxiety and negative emotions, be creative on demand, influence others, and much more backed up by neuroscience and told in easy-to-remember story format.
The ARIA model of creativity, the labeling technique to calm your limbic system, and the SCARF model alone are worth the price of this book. I also took away how important mindfulness is in applying all the information contained in this book and using my brain to its full potential.
Read it.
Though the author seems reductionist in some places, this book delivers. Packed full of useful information about how your brain works and how to use your brain wisely, it's a must-read for anyone who wants to perform better at work, school, or in life in general. In this book you'll learn how to fend off anxiety and negative emotions, be creative on demand, influence others, and much more backed up by neuroscience and told in easy-to-remember story format.
The ARIA model of creativity, the labeling technique to calm your limbic system, and the SCARF model alone are worth the price of this book. I also took away how important mindfulness is in applying all the information contained in this book and using my brain to its full potential.
Read it.
November 6, 2021
This book is filled with great tips on slowing down, thinking about how you're feeling, why you're feeling that way, and what are some productive ways of communicating and working with others (rather than reacting and yelling). There is a summary of key points at the end of each chapter. I think it's better to read that first. Sometimes the stories are slow in getting to the point or the author's use of the a "director giving instructions to actors on stage" isn't the best analogy to how your brain is working.
August 27, 2017
My book of the year. Very grounded, informative and tangible. Highly recommended
November 2, 2020
Your Brain at Work
Help, be more effective and avoid burn out. Handle various projects with focus, bring more attention, be resourceful and work collaboratively.
Introduction:
Emily and Paul go through their day. The smartest neuroscientists explain this.
Take 1 and take 2 that brings about changes.
Act 1: Problems and Decisions
Scene 1: the morning information overwhelm.
Pre-frontal cortex is the biological seat to your conscious interaction with the world. To thinking things through when you are on auto-pilot through out your life. We ourselves generate information to the pre-frontal cortex, and not influenced from outside. It needs to have everything just right otherwise it won鈥檛 function well. You can compare the pre-frontal cortex to a stage. Compare the information processed to be actors. Conscious mental activity has to be limited to one, just like you can鈥檛 climb a mountain and talk at the same time.
Similar to the light needed to light up the stage. Doing physical work while thinking.
Basal Ganglia is a part of the brain that drives routine activity without much attention.
Decision making and impulse control takes much of the pre-frontal cortex鈥檚 performance. Take lemon with some sugar or glucose.
Stop and pay close attention & focus when you face a multitude of actors on stage.
Mental stage is a limited resource like financial assets that have a tight hold on spending. Put the best use of your asset to work without wasting it. Prioritise.
See how a helicopter toy that needs a charge to fly. So is prioritising, a power hungry beast.
Some actors are harder to get on stage than others. Bringing recent activities as opposed to long past events. You might take a long time to guess what you ate 10 days back than what you had last night.
prioritize with fresh mind.
Use visuals to process information in your mind鈥檚 eye. Visualising things activates the occipital lobe in the back of your brain. This region is activated by image, story-telling, or metaphors.
Get things out of your head. Reduce the load on stage whenever possible. Conserve energy. Minimise energy usage to maximise performance. Its easy to make a tough decision in 30 mins when you are on fresh/on every conservation mode. Experiment with different timings than topics. - deep thinking/meetings/routine tasks - divide these into blocks of time. Yo let your brain recover just like your muscles. Even you鈥檙e thinking. Mix things up like a work out. be disciplined about when not to think. To non-urgent tasks until it鈥檚 too essential. To delegate. Perhaps not to think at all until u have answers on all layers/possess all information needed to process.
Morning information overwhelm. Take 2
Save energy for comparing prior to put em on stage. Focus on the top priority items that may look harder to see small wins.
Surprises about the brain:
Conscious thinking is a precious resource. Prioritise prioritising, save mental energy for prioritising.
Scene 2: A project that hurts to think about.
Mental stage. A person can normally hold upto 7 items in mind at a time, which was later refuted, and told to be 4. You can鈥檛 squeeze 40 actors on a stage that can hold only 4 at a time. Comes down to competition on what actor gets priority. Likely the number of items to hold at a time can be 2. ie. to turn left or right, or 3 or 4 max.
Similar to how chess players focus of few chunks at a time to make the best decision. Sometimes breaking your projects into stages and put them into chunks of time.
Scene 3: Juggling five things at once.
Talk on phone & walk to find the room - two items overwhelming your prefrontal cortex in a situation for finding a room for interview. How much information you can collect at a time vs how you are able to process them - actors can hold only one role at a time. You can鈥檛 process so much without impacting performance. Accuracy and performance drop off when you do too many tasks at once. Ex: driving and talking in different places and situations. Brain can鈥檛 do two things at once. Finish one operation before beginning one cos the stage is small.
Dual task interference. Its actually not exactly about two things at once but actually about doing two conscious tasks at once and is called dual task interference.
Impact of doing too much.
Get the audience to do more work. Ex: learning to drive a car in different bits, parking, shifting gears, reverse etc. the basal ganglia moves millions of muscles in an order once you set up it up, it learns it and then performs it. For ex: how you learn to sip a hot glass of drink by sipping it first. Bottleneck is what prevents prior decisions that need to be answered before the one that in queue can be answered. Reducing queues can be effective to mix up and use attention.
Scene 4: saying no to distractions
People change attention and do things every three minutes. How Microsoft experimented with supplying big monitors to their employees.try to avoid external distractions, like turning off your smart phone to think and work well. there are more internal distractions. Because the nervous system is configuring and reconfiguring information every single second.like random actors jumping on to the stage for a 2 minute fame. People can hold their thought for 10 secs. Lapses in attention involves activating prefrontal cortex.
How to inhibit wrong things from coming into focus.
Develop a pattern. If your brain notices a pattern, it is able to perform actions faster. When we are distracted, we are always thinking about ourselves. So its better to avoid letting your brain make up mental pictures.
Scene 5: searching for the zone of peak performance.
The peak performance.
The inverted you - performance was poor at low levels of stress.
You stress/positive stress to help perform well. Arousants help by bringing urgency to tasks, a kind of fear.
Too much arousal and under arousal and over arousal aren鈥欌€檛 good things. Too stimulations for too many things isn鈥檛 good.
it triggers too many activities on your prefrontal cortex. Like oestrogen. Ex: how women & men handle deadlines. also the arousants鈥� level - under and over arousal can influence. There should be just the right levels. Peak performances require the right amount of stress, not the minimum. penopropylene and dopamine are the two which help you.
Scene 6: getting past a roadblock.
Sometimes the conscious prefrontal cortex is alone not enough when it comes to being more creative on demand. Impass is something that is like a writer鈥檚 block. That doesn鈥檛 let you recollect things like a friend鈥檚 name from the past. Mostly when you are creative, you encounter impasses unlike non-creative people. You should move from impasses to insights. Getting around an impass is really necessary to streamline the thought process, ex: Turing the traffic on a bridge. You will have to stop the traffic to be able to drive around. And most insights happen when you are in the shower. They say it has a thing to do with water and active ways to diminish the thinking. Get it out of the way, and the solution will appear. clarity of distance. This gives you a good perspective to solve the problem from a distance. Sometimes not knowing everything is okay. one person who has all the info + a person who has very little info on the same problem can solve it together than them trying to solve it separately. you have to be creative on command. The right anterior temporal lobe. aria - awareness reflection insight action. The right hemisphere for insights is important. thats why you kinda quiet down when they are trying to focus. sometimes you have to get all the actors on stage, so that unconscious thoughts can solve the problem. Quiet mind with minimum electrical activity. insights happen when you are so relaxed and happy. The right hemisphere is the Bridge between the information you hold and the specific data. reduce the anxiety/quieting your mind/focus to see patterns and connections and links from a high level than getting into detail. Stop and focus on insights when they occur.
Intermission: Meet the director. Metacognition - thinking about ur thinking. Metaawareness - being aware of ur awareness. Knowing yourself is the first thing to change. Step out of ur skin and looking at yourself through the eyes of another person can help you get a meta perspective of yourself. Without self awareness, you don鈥檛 get what your capacity is. putting the director under a microscope. The idea of living in the present. Mindfulness is a trait and can be developed. MINDFUL AWARENESS ATTENTION SCALE - MAAS to measure mindfulness of individuals. everyone has a default network when you think about yourself and gives an narrative. The brain holds vast information about yours and those of other people. Your brain weaves a giant tapestry with this information, and thus displays mindfulness.
ACT 2 - Stay cool under pressure.
Scene 7 - Derailed by drama
Labelling & arousal.
Scene 8 - drowning amid uncertainty - the brain is good at recognising patterns and predicting them. The predicting capacity involves more than your 5 senses. 40 emotional cueues your brain can pay attention to at any given time. The only certainty is more uncertainty. When you can鈥檛 predict the outcome of something, your brain sends an alert to pay more attention. A sense of not being able to predict the future generates more uncertainty. Autonomy and certainty are two things to consider. the feeling of being in control reduces the stress and increase your autonomy. The perception of choice matters to the brain. three types of reappraisals. Cognitive reappraisal can help differentiate and gives insight and reinterpreting an event. Reduces uncertainly and increases sense of control.
Scene 9 - when expectations get out of control
You can see only problems, but upward spiral lets you see more than the problem. Happy people see a wider range of data and are able to make better decisions. Happiness is a great state for mental performance. Live with good amount of novelty, and creating right expectations. manage expectations, and setting the scene for the future. Minimise the threat to increase the odds of your rewards or possible outcomes in most situations. To pay attention to possible expectations which you know for sure. This helps you maintain a good level of dopamine.
ACT 3 - Collaborate with others - the need for food, water, shelter - these social needs, if not met, is kind of a threat.
Scene - 10 - Turning enemies into friends.
When you sense a foe, you don鈥檛 interact them with them normally, and feel no empathy and less sense of collaboration, and makes you feel lesser than them. It changes how you interact when you think of someone as a competition. These mistakes generate more threat responses. You can get easily upset and discord their ideas. don鈥檛 get emotionally charged. Defuse the natural foe state to do some difficult thinking.
Going from foe to friend - handshake, having a coffee, discussing something you have in common, discussing weather or traffic to cause oxytocin release. have shared experiences and likely to treat them as a friend. this works when you turn strangers into friends. To offset the feeling of foe, have shared experiences. Have shared goals vs competing goals to let people relate too. It鈥檚 highly impactful.
Scene - 11 - When everything seems unfair
sometimes you may get a deeper sense of unfairness, by someone painting a misleading intent about someone else. When you tag someone as a foe, it鈥檚 even more difficult. You have to be extra careful in these situations. You may get intimidated when there鈥檚 no fairness and kinda feel everyone鈥檚 treating you unfairly. Prefrontal cortex tends to shrink when you hit puberty. increase sense of fairness an increase level of dopamine and oxytocin. This lets you collaborate with a great sense of belongingness. employees feeling of unfairness may be contributing to their physical and mental health. Increase the feeling of collaboration to make people feel decisions were made fairly. It affects the cortisol levels and the longevity of life itself. A sense of fairness can be a primary reward.
Scene -12 - The battle for status
You raise your status vs someone else, or perhaps your own selves from the past. To play against yourself, you鈥檇 need to know yourself. Increase your capacity and get faster in reading other鈥檚 mind. You increase relatedness when you share, and are able to make better decisions and collaborate with others. 5 domains of social experience that your brain treats the same as survival issues - SCARF model - status, certainty, autonomy, relatedness, and fairness. If your status is attacked publicly and unfairly, and it can take years to recover from social pain. It comes back when you think about it again, unlike physical pain which is gone. change your focus to make your oxytocin level increase. You鈥檒l get an insight.
ACT 4 - FACILITATE CHANGE
brain constantly changes based on external factors, but can also be changed by changing people鈥檚 attention.
Scene 13 - When other people lose the plot.
When you review your own work - you have a pressure to make it look good. The idea of protecting your status, and the brain is focussed only that what you did was right. When you read someone else鈥檚 works, you tend to find mistakes so very easily. They lost the plot, when they feel threatened. Focussing on the solution helps you get better results. And don鈥檛 put people use their energy is defending themselves and channel it to drive the solution.
Scene 14 - The culture that needs to transform
Facilitating change in another person is not easy, as much as it is over a group of people with diverse characters. Change is hard and so is their behaviour. Using a blunt instrument to change approach will not help as emerged from behaviourism with a conditioned response, like the carrot and stick method, u can try this with kids, but not with adults, where it鈥檚 perceived as a threat, and will lead to arguments and fights. Real change required repetition. Repeated attention. Frequency, duration, and the intensity. When you make a promise, and your brain brings it up as often as it can. Ex: learning music - repetition, and the effects of rehearsal. in a garden - there鈥檚 always sunlight, but very less rain. So you gotta water it as often as possible. Water them in small amounts, regularly. to get people to change, let them collaborate, and talk about it regularly, and have people share their thought. It can also be beneficial to see where other鈥檚 attention is. pay attention to everyone鈥檚 attention and to focus their attentions into the new ways. Self developed neuro-plasticity. Being heavily cognitive or being goal focussed can make situations worse. Sometimes, giving people power has upside and can cause impact with their intent.
Encore:
The latter Emily and Paul have good life at office, family, and personally.
Help, be more effective and avoid burn out. Handle various projects with focus, bring more attention, be resourceful and work collaboratively.
Introduction:
Emily and Paul go through their day. The smartest neuroscientists explain this.
Take 1 and take 2 that brings about changes.
Act 1: Problems and Decisions
Scene 1: the morning information overwhelm.
Pre-frontal cortex is the biological seat to your conscious interaction with the world. To thinking things through when you are on auto-pilot through out your life. We ourselves generate information to the pre-frontal cortex, and not influenced from outside. It needs to have everything just right otherwise it won鈥檛 function well. You can compare the pre-frontal cortex to a stage. Compare the information processed to be actors. Conscious mental activity has to be limited to one, just like you can鈥檛 climb a mountain and talk at the same time.
Similar to the light needed to light up the stage. Doing physical work while thinking.
Basal Ganglia is a part of the brain that drives routine activity without much attention.
Decision making and impulse control takes much of the pre-frontal cortex鈥檚 performance. Take lemon with some sugar or glucose.
Stop and pay close attention & focus when you face a multitude of actors on stage.
Mental stage is a limited resource like financial assets that have a tight hold on spending. Put the best use of your asset to work without wasting it. Prioritise.
See how a helicopter toy that needs a charge to fly. So is prioritising, a power hungry beast.
Some actors are harder to get on stage than others. Bringing recent activities as opposed to long past events. You might take a long time to guess what you ate 10 days back than what you had last night.
prioritize with fresh mind.
Use visuals to process information in your mind鈥檚 eye. Visualising things activates the occipital lobe in the back of your brain. This region is activated by image, story-telling, or metaphors.
Get things out of your head. Reduce the load on stage whenever possible. Conserve energy. Minimise energy usage to maximise performance. Its easy to make a tough decision in 30 mins when you are on fresh/on every conservation mode. Experiment with different timings than topics. - deep thinking/meetings/routine tasks - divide these into blocks of time. Yo let your brain recover just like your muscles. Even you鈥檙e thinking. Mix things up like a work out. be disciplined about when not to think. To non-urgent tasks until it鈥檚 too essential. To delegate. Perhaps not to think at all until u have answers on all layers/possess all information needed to process.
Morning information overwhelm. Take 2
Save energy for comparing prior to put em on stage. Focus on the top priority items that may look harder to see small wins.
Surprises about the brain:
Conscious thinking is a precious resource. Prioritise prioritising, save mental energy for prioritising.
Scene 2: A project that hurts to think about.
Mental stage. A person can normally hold upto 7 items in mind at a time, which was later refuted, and told to be 4. You can鈥檛 squeeze 40 actors on a stage that can hold only 4 at a time. Comes down to competition on what actor gets priority. Likely the number of items to hold at a time can be 2. ie. to turn left or right, or 3 or 4 max.
Similar to how chess players focus of few chunks at a time to make the best decision. Sometimes breaking your projects into stages and put them into chunks of time.
Scene 3: Juggling five things at once.
Talk on phone & walk to find the room - two items overwhelming your prefrontal cortex in a situation for finding a room for interview. How much information you can collect at a time vs how you are able to process them - actors can hold only one role at a time. You can鈥檛 process so much without impacting performance. Accuracy and performance drop off when you do too many tasks at once. Ex: driving and talking in different places and situations. Brain can鈥檛 do two things at once. Finish one operation before beginning one cos the stage is small.
Dual task interference. Its actually not exactly about two things at once but actually about doing two conscious tasks at once and is called dual task interference.
Impact of doing too much.
Get the audience to do more work. Ex: learning to drive a car in different bits, parking, shifting gears, reverse etc. the basal ganglia moves millions of muscles in an order once you set up it up, it learns it and then performs it. For ex: how you learn to sip a hot glass of drink by sipping it first. Bottleneck is what prevents prior decisions that need to be answered before the one that in queue can be answered. Reducing queues can be effective to mix up and use attention.
Scene 4: saying no to distractions
People change attention and do things every three minutes. How Microsoft experimented with supplying big monitors to their employees.try to avoid external distractions, like turning off your smart phone to think and work well. there are more internal distractions. Because the nervous system is configuring and reconfiguring information every single second.like random actors jumping on to the stage for a 2 minute fame. People can hold their thought for 10 secs. Lapses in attention involves activating prefrontal cortex.
How to inhibit wrong things from coming into focus.
Develop a pattern. If your brain notices a pattern, it is able to perform actions faster. When we are distracted, we are always thinking about ourselves. So its better to avoid letting your brain make up mental pictures.
Scene 5: searching for the zone of peak performance.
The peak performance.
The inverted you - performance was poor at low levels of stress.
You stress/positive stress to help perform well. Arousants help by bringing urgency to tasks, a kind of fear.
Too much arousal and under arousal and over arousal aren鈥欌€檛 good things. Too stimulations for too many things isn鈥檛 good.
it triggers too many activities on your prefrontal cortex. Like oestrogen. Ex: how women & men handle deadlines. also the arousants鈥� level - under and over arousal can influence. There should be just the right levels. Peak performances require the right amount of stress, not the minimum. penopropylene and dopamine are the two which help you.
Scene 6: getting past a roadblock.
Sometimes the conscious prefrontal cortex is alone not enough when it comes to being more creative on demand. Impass is something that is like a writer鈥檚 block. That doesn鈥檛 let you recollect things like a friend鈥檚 name from the past. Mostly when you are creative, you encounter impasses unlike non-creative people. You should move from impasses to insights. Getting around an impass is really necessary to streamline the thought process, ex: Turing the traffic on a bridge. You will have to stop the traffic to be able to drive around. And most insights happen when you are in the shower. They say it has a thing to do with water and active ways to diminish the thinking. Get it out of the way, and the solution will appear. clarity of distance. This gives you a good perspective to solve the problem from a distance. Sometimes not knowing everything is okay. one person who has all the info + a person who has very little info on the same problem can solve it together than them trying to solve it separately. you have to be creative on command. The right anterior temporal lobe. aria - awareness reflection insight action. The right hemisphere for insights is important. thats why you kinda quiet down when they are trying to focus. sometimes you have to get all the actors on stage, so that unconscious thoughts can solve the problem. Quiet mind with minimum electrical activity. insights happen when you are so relaxed and happy. The right hemisphere is the Bridge between the information you hold and the specific data. reduce the anxiety/quieting your mind/focus to see patterns and connections and links from a high level than getting into detail. Stop and focus on insights when they occur.
Intermission: Meet the director. Metacognition - thinking about ur thinking. Metaawareness - being aware of ur awareness. Knowing yourself is the first thing to change. Step out of ur skin and looking at yourself through the eyes of another person can help you get a meta perspective of yourself. Without self awareness, you don鈥檛 get what your capacity is. putting the director under a microscope. The idea of living in the present. Mindfulness is a trait and can be developed. MINDFUL AWARENESS ATTENTION SCALE - MAAS to measure mindfulness of individuals. everyone has a default network when you think about yourself and gives an narrative. The brain holds vast information about yours and those of other people. Your brain weaves a giant tapestry with this information, and thus displays mindfulness.
ACT 2 - Stay cool under pressure.
Scene 7 - Derailed by drama
Labelling & arousal.
Scene 8 - drowning amid uncertainty - the brain is good at recognising patterns and predicting them. The predicting capacity involves more than your 5 senses. 40 emotional cueues your brain can pay attention to at any given time. The only certainty is more uncertainty. When you can鈥檛 predict the outcome of something, your brain sends an alert to pay more attention. A sense of not being able to predict the future generates more uncertainty. Autonomy and certainty are two things to consider. the feeling of being in control reduces the stress and increase your autonomy. The perception of choice matters to the brain. three types of reappraisals. Cognitive reappraisal can help differentiate and gives insight and reinterpreting an event. Reduces uncertainly and increases sense of control.
Scene 9 - when expectations get out of control
You can see only problems, but upward spiral lets you see more than the problem. Happy people see a wider range of data and are able to make better decisions. Happiness is a great state for mental performance. Live with good amount of novelty, and creating right expectations. manage expectations, and setting the scene for the future. Minimise the threat to increase the odds of your rewards or possible outcomes in most situations. To pay attention to possible expectations which you know for sure. This helps you maintain a good level of dopamine.
ACT 3 - Collaborate with others - the need for food, water, shelter - these social needs, if not met, is kind of a threat.
Scene - 10 - Turning enemies into friends.
When you sense a foe, you don鈥檛 interact them with them normally, and feel no empathy and less sense of collaboration, and makes you feel lesser than them. It changes how you interact when you think of someone as a competition. These mistakes generate more threat responses. You can get easily upset and discord their ideas. don鈥檛 get emotionally charged. Defuse the natural foe state to do some difficult thinking.
Going from foe to friend - handshake, having a coffee, discussing something you have in common, discussing weather or traffic to cause oxytocin release. have shared experiences and likely to treat them as a friend. this works when you turn strangers into friends. To offset the feeling of foe, have shared experiences. Have shared goals vs competing goals to let people relate too. It鈥檚 highly impactful.
Scene - 11 - When everything seems unfair
sometimes you may get a deeper sense of unfairness, by someone painting a misleading intent about someone else. When you tag someone as a foe, it鈥檚 even more difficult. You have to be extra careful in these situations. You may get intimidated when there鈥檚 no fairness and kinda feel everyone鈥檚 treating you unfairly. Prefrontal cortex tends to shrink when you hit puberty. increase sense of fairness an increase level of dopamine and oxytocin. This lets you collaborate with a great sense of belongingness. employees feeling of unfairness may be contributing to their physical and mental health. Increase the feeling of collaboration to make people feel decisions were made fairly. It affects the cortisol levels and the longevity of life itself. A sense of fairness can be a primary reward.
Scene -12 - The battle for status
You raise your status vs someone else, or perhaps your own selves from the past. To play against yourself, you鈥檇 need to know yourself. Increase your capacity and get faster in reading other鈥檚 mind. You increase relatedness when you share, and are able to make better decisions and collaborate with others. 5 domains of social experience that your brain treats the same as survival issues - SCARF model - status, certainty, autonomy, relatedness, and fairness. If your status is attacked publicly and unfairly, and it can take years to recover from social pain. It comes back when you think about it again, unlike physical pain which is gone. change your focus to make your oxytocin level increase. You鈥檒l get an insight.
ACT 4 - FACILITATE CHANGE
brain constantly changes based on external factors, but can also be changed by changing people鈥檚 attention.
Scene 13 - When other people lose the plot.
When you review your own work - you have a pressure to make it look good. The idea of protecting your status, and the brain is focussed only that what you did was right. When you read someone else鈥檚 works, you tend to find mistakes so very easily. They lost the plot, when they feel threatened. Focussing on the solution helps you get better results. And don鈥檛 put people use their energy is defending themselves and channel it to drive the solution.
Scene 14 - The culture that needs to transform
Facilitating change in another person is not easy, as much as it is over a group of people with diverse characters. Change is hard and so is their behaviour. Using a blunt instrument to change approach will not help as emerged from behaviourism with a conditioned response, like the carrot and stick method, u can try this with kids, but not with adults, where it鈥檚 perceived as a threat, and will lead to arguments and fights. Real change required repetition. Repeated attention. Frequency, duration, and the intensity. When you make a promise, and your brain brings it up as often as it can. Ex: learning music - repetition, and the effects of rehearsal. in a garden - there鈥檚 always sunlight, but very less rain. So you gotta water it as often as possible. Water them in small amounts, regularly. to get people to change, let them collaborate, and talk about it regularly, and have people share their thought. It can also be beneficial to see where other鈥檚 attention is. pay attention to everyone鈥檚 attention and to focus their attentions into the new ways. Self developed neuro-plasticity. Being heavily cognitive or being goal focussed can make situations worse. Sometimes, giving people power has upside and can cause impact with their intent.
Encore:
The latter Emily and Paul have good life at office, family, and personally.
January 23, 2021
"孝胁褨泄 屑芯蟹芯泻 胁 褉芯斜芯褌褨" 写芯褋谢褨写卸褍褦 褎械薪芯屑械薪 褋邪屑芯褋胁褨写芯屑芯褋褌褨 蟹 褌芯褔泻懈 蟹芯褉褍 锌芯斜褍写芯胁懈 褌邪 褎褍薪泻褑褨芯薪褍胁邪薪薪褟 屑芯蟹泻褍 褟褍 屑懈 泄芯谐芯 蟹薪邪褦屑芯 褋褜芯谐芯写薪褨 (泻薪懈谐邪 胁懈泄褕谢邪 褍 2008 褉芯褑褨).
袩褉邪褑褟 袛械胁褨写邪 袪芯泻邪 薪械 谢懈褕械 蟹薪邪泄芯屑懈褌褜 褔懈褌邪褔邪 蟹 薪械泄褉芯薪邪褍泻芯褞, 邪谢械 泄 褉芯斜懈褌褜 褑械 褍 胁懈谐谢褟写褨 芯锌芯胁褨写褨, 胁 褟泻褨泄 褔褍写芯胁芯 斜邪谢邪薪褋褍褞褌褜 褨褋褌芯褉褨褩 泄 锌褉懈泻谢邪写懈 蟹 卸懈褌褌褟 锌械褉褋芯薪邪卸褨胁 褌邪 薪邪褍泻芯胁邪 褌械芯褉褨褟. 袙懈 锌褉芯卸懈胁邪褦褌械 芯写懈薪 写械薪褜 蟹 卸懈褌褌褟 褋褨屑'褩 袩芯谢邪 泄 袝屑褨谢褨 褔邪褋褌芯 胁锌褨蟹薪邪褦褌械 褋械斜械 褍 褩褏薪褨褏 斜褍写械薪薪懈褏 锌褉懈谐芯写邪褏, 褨 薪邪褔械 屑懈屑芯胁芯谢褨 褖芯褉邪蟹褍 斜褨谢褜褕械 写褨蟹薪邪褦褌械褋褜 锌褉芯 褌械 褟泻 锌褉邪褑褞褦 胁邪褕 屑芯蟹芯泻 褨 褖芯 胁懈 屑芯卸械褌械 蟹褉芯斜懈褌懈 褖芯斜 蟹褉芯斜懈褌懈 褋胁芯褦 卸懈褌褌褟 褟泻褨褋薪褨褕懈屑, 褋锌芯泻褨泄薪褨褕懈屑 褨 薪邪锌芯胁薪械薪褨褕懈屑. 袛芯 泻芯卸薪芯谐芯 锌邪褉邪谐褉邪褎褍 褦 锌褨写褋褍屑泻懈 褌邪 锌褉邪泻褌懈褔薪褨 锌芯褉邪写懈, 褖芯 褋褌芯褋褍褞褌褜褋褟 褌械屑懈 锌邪褉邪谐褉邪褎褍. 袟邪胁写褟泻懈 褔懈褌邪薪薪褞 斜邪谐邪褌芯 胁褨写芯屑懈褏 锌芯褔懈薪邪褦褕 泻褉邪褖械 褉芯蟹褍屑褨褌懈 斜邪谐邪褌芯 锌褉懈泄芯屑褨胁, 锌褨写褏芯写褨胁 蟹 胁懈褏芯胁邪薪薪褟 泄 屑械薪械写卸屑械薪褌褍 褨 蟹芯泻褉械屑邪 写芯锌芯屑邪谐邪褞褌褜 蟹褉芯蟹褍屑褨褌懈 褔芯屑褍 褟泻褨褋褜 蟹 薪懈褏 褦 械褎械泻褌懈胁薪褨褕褨 蟹邪 褨薪褨褕褨.
袪邪写懈泄, 褖芯 褉芯蟹锌芯褔邪胁 褔懈褌邪谢褜薪懈泄 2021 褉褨泻 蟹 蟹邪胁械褉褕械薪薪褟 褋邪屑械 褑褜芯谐芯 褌械泻褋褌褍 锌褉芯 锌褨蟹薪邪薪薪褟 褋械斜械, 褋邪屑芯褋胁褨写芯屑褨褋褌褜 褨 褌械 褟泻 械褎械泻褌懈胁薪褨褕械 褋锌褨谢泻褍胁邪褌懈褋褜 蟹 褨薪褕懈屑懈 谢褞写褜屑懈.
携泻褖芯 屑邪褦褌械 屑芯卸谢懈胁褨褋褌褜 褔懈褌邪褌懈 邪薪谐谢褨泄褋褜泻芯褞, 褌芯 褉械泻芯屑械薪写褍褞 蟹胁械褉薪褍褌懈褋褜 写芯 邪薪谐谢芯屑芯胁薪芯谐芯 斜谢芯谐褍 褔懈 褋褌邪褌褌械泄 邪胁褌芯褉邪. 袟芯泻褉械屑邪 褑械 写芯锌芯屑芯卸械 屑邪褌懈 褌芯褔薪褨褕褍 褨薪褌械褉锌褉械褌邪褑褨褞 褌邪泻懈褏 胁邪卸谢懈胁懈褏 锌芯薪褟褌褜 褟泻 ARIA (Awarenes Reflection Insights Actions) 褌邪 SCARF (Status, Certainty, Autonomy, Relatedness, and Fairness), 褟泻褨 胁 泻薪懈蟹褨 锌械褉械泻谢邪写械薪褨 褟泻 校袦袉袛 (校褋胁褨写芯屑谢械薪薪褟 袦褨褉泻褍胁邪薪薪褟 袉写械褟 袛褨褟) 褌邪 小袙袗小小 (小褌邪褌褍褋, 袙锌械胁薪械薪褨褋褌褜, 袗胁褌芯薪芯屑褨褞, 小锌芯褉褨写薪械薪褨褋褌褜, 小锌褉邪胁械写谢懈胁褨褋褌褜) 胁褨写锌芯胁褨写薪芯 斜械蟹 卸芯写薪芯谐芯 胁褨写褋懈谢邪薪薪褟 写芯 邪薪谐谢褨泄褋褜泻懈褏 芯褉懈谐褨薪邪谢褍 泄 邪斜褉械胁褨邪褌褍褉懈, 褟泻褨 胁 屑褨卸薪邪褉芯写薪芯屑褍 斜褨蟹薪械褋褨 褌邪 邪薪谐谢芯屑芯胁薪褨泄 斜褨蟹薪械褋 谢褨褌械褉邪褌褍褉褨 写邪胁薪芯 褍卸械 褦 胁卸懈胁邪薪懈屑懈 褌械褉屑褨薪邪屑懈 褨 屑邪褞褌褜 蟹褉芯蟹褍屑褨谢械 褨薪褋褌褉褍屑械薪褌邪谢褜薪械 泄 锌褉懈泻谢邪写薪械 蟹薪邪褔械薪薪褟.
袩褉械泻褉邪褋薪邪 泻薪懈谐邪, 褟泻褍 褍褋褨屑 褉械泻芯屑械薪写褍褞.
袩褉邪褑褟 袛械胁褨写邪 袪芯泻邪 薪械 谢懈褕械 蟹薪邪泄芯屑懈褌褜 褔懈褌邪褔邪 蟹 薪械泄褉芯薪邪褍泻芯褞, 邪谢械 泄 褉芯斜懈褌褜 褑械 褍 胁懈谐谢褟写褨 芯锌芯胁褨写褨, 胁 褟泻褨泄 褔褍写芯胁芯 斜邪谢邪薪褋褍褞褌褜 褨褋褌芯褉褨褩 泄 锌褉懈泻谢邪写懈 蟹 卸懈褌褌褟 锌械褉褋芯薪邪卸褨胁 褌邪 薪邪褍泻芯胁邪 褌械芯褉褨褟. 袙懈 锌褉芯卸懈胁邪褦褌械 芯写懈薪 写械薪褜 蟹 卸懈褌褌褟 褋褨屑'褩 袩芯谢邪 泄 袝屑褨谢褨 褔邪褋褌芯 胁锌褨蟹薪邪褦褌械 褋械斜械 褍 褩褏薪褨褏 斜褍写械薪薪懈褏 锌褉懈谐芯写邪褏, 褨 薪邪褔械 屑懈屑芯胁芯谢褨 褖芯褉邪蟹褍 斜褨谢褜褕械 写褨蟹薪邪褦褌械褋褜 锌褉芯 褌械 褟泻 锌褉邪褑褞褦 胁邪褕 屑芯蟹芯泻 褨 褖芯 胁懈 屑芯卸械褌械 蟹褉芯斜懈褌懈 褖芯斜 蟹褉芯斜懈褌懈 褋胁芯褦 卸懈褌褌褟 褟泻褨褋薪褨褕懈屑, 褋锌芯泻褨泄薪褨褕懈屑 褨 薪邪锌芯胁薪械薪褨褕懈屑. 袛芯 泻芯卸薪芯谐芯 锌邪褉邪谐褉邪褎褍 褦 锌褨写褋褍屑泻懈 褌邪 锌褉邪泻褌懈褔薪褨 锌芯褉邪写懈, 褖芯 褋褌芯褋褍褞褌褜褋褟 褌械屑懈 锌邪褉邪谐褉邪褎褍. 袟邪胁写褟泻懈 褔懈褌邪薪薪褞 斜邪谐邪褌芯 胁褨写芯屑懈褏 锌芯褔懈薪邪褦褕 泻褉邪褖械 褉芯蟹褍屑褨褌懈 斜邪谐邪褌芯 锌褉懈泄芯屑褨胁, 锌褨写褏芯写褨胁 蟹 胁懈褏芯胁邪薪薪褟 泄 屑械薪械写卸屑械薪褌褍 褨 蟹芯泻褉械屑邪 写芯锌芯屑邪谐邪褞褌褜 蟹褉芯蟹褍屑褨褌懈 褔芯屑褍 褟泻褨褋褜 蟹 薪懈褏 褦 械褎械泻褌懈胁薪褨褕褨 蟹邪 褨薪褨褕褨.
袪邪写懈泄, 褖芯 褉芯蟹锌芯褔邪胁 褔懈褌邪谢褜薪懈泄 2021 褉褨泻 蟹 蟹邪胁械褉褕械薪薪褟 褋邪屑械 褑褜芯谐芯 褌械泻褋褌褍 锌褉芯 锌褨蟹薪邪薪薪褟 褋械斜械, 褋邪屑芯褋胁褨写芯屑褨褋褌褜 褨 褌械 褟泻 械褎械泻褌懈胁薪褨褕械 褋锌褨谢泻褍胁邪褌懈褋褜 蟹 褨薪褕懈屑懈 谢褞写褜屑懈.
携泻褖芯 屑邪褦褌械 屑芯卸谢懈胁褨褋褌褜 褔懈褌邪褌懈 邪薪谐谢褨泄褋褜泻芯褞, 褌芯 褉械泻芯屑械薪写褍褞 蟹胁械褉薪褍褌懈褋褜 写芯 邪薪谐谢芯屑芯胁薪芯谐芯 斜谢芯谐褍 褔懈 褋褌邪褌褌械泄 邪胁褌芯褉邪. 袟芯泻褉械屑邪 褑械 写芯锌芯屑芯卸械 屑邪褌懈 褌芯褔薪褨褕褍 褨薪褌械褉锌褉械褌邪褑褨褞 褌邪泻懈褏 胁邪卸谢懈胁懈褏 锌芯薪褟褌褜 褟泻 ARIA (Awarenes Reflection Insights Actions) 褌邪 SCARF (Status, Certainty, Autonomy, Relatedness, and Fairness), 褟泻褨 胁 泻薪懈蟹褨 锌械褉械泻谢邪写械薪褨 褟泻 校袦袉袛 (校褋胁褨写芯屑谢械薪薪褟 袦褨褉泻褍胁邪薪薪褟 袉写械褟 袛褨褟) 褌邪 小袙袗小小 (小褌邪褌褍褋, 袙锌械胁薪械薪褨褋褌褜, 袗胁褌芯薪芯屑褨褞, 小锌芯褉褨写薪械薪褨褋褌褜, 小锌褉邪胁械写谢懈胁褨褋褌褜) 胁褨写锌芯胁褨写薪芯 斜械蟹 卸芯写薪芯谐芯 胁褨写褋懈谢邪薪薪褟 写芯 邪薪谐谢褨泄褋褜泻懈褏 芯褉懈谐褨薪邪谢褍 泄 邪斜褉械胁褨邪褌褍褉懈, 褟泻褨 胁 屑褨卸薪邪褉芯写薪芯屑褍 斜褨蟹薪械褋褨 褌邪 邪薪谐谢芯屑芯胁薪褨泄 斜褨蟹薪械褋 谢褨褌械褉邪褌褍褉褨 写邪胁薪芯 褍卸械 褦 胁卸懈胁邪薪懈屑懈 褌械褉屑褨薪邪屑懈 褨 屑邪褞褌褜 蟹褉芯蟹褍屑褨谢械 褨薪褋褌褉褍屑械薪褌邪谢褜薪械 泄 锌褉懈泻谢邪写薪械 蟹薪邪褔械薪薪褟.
袩褉械泻褉邪褋薪邪 泻薪懈谐邪, 褟泻褍 褍褋褨屑 褉械泻芯屑械薪写褍褞.
November 16, 2018
There are books that are well written and the process of reading them is a great pleasure, but they are fiction or just author鈥檚 personal opinion. There are also books that provide scientifically reliable information, but they are difficult to read and boring for non-specialists. This book is the golden mean between those two.
The book introduces the reader to the topic of neuroscience.
* How exactly do we solve new difficult tasks?
* How our brain resources are limited during the day?
* What are insights from brains perspective and how they occur?
* How emotions are born inside the brain and how they affect our ability to make decisions (and
how to cope with them)?
* How our brain perceives social life?
* Can our understanding of the brain change it?
* What are the best ways to induce another person to change?
Answers to these questions as well as many others all could be found in the book. Author uses theatre metaphor with stage and actors to explain in simple terms the mechanisms of the brain. Before every concept he also tells short stories from everyday life of ordinary people with their problems and decisions and afterwards he shows how they could act differently relying on neuro-scientific research.
Now I can say that it is one of the best books I鈥檝e read, would recommend it to anyone who has ever been interested in how the brain works.
The book introduces the reader to the topic of neuroscience.
* How exactly do we solve new difficult tasks?
* How our brain resources are limited during the day?
* What are insights from brains perspective and how they occur?
* How emotions are born inside the brain and how they affect our ability to make decisions (and
how to cope with them)?
* How our brain perceives social life?
* Can our understanding of the brain change it?
* What are the best ways to induce another person to change?
Answers to these questions as well as many others all could be found in the book. Author uses theatre metaphor with stage and actors to explain in simple terms the mechanisms of the brain. Before every concept he also tells short stories from everyday life of ordinary people with their problems and decisions and afterwards he shows how they could act differently relying on neuro-scientific research.
Now I can say that it is one of the best books I鈥檝e read, would recommend it to anyone who has ever been interested in how the brain works.
December 22, 2019
I found the methods described in the book very helpful. I can clearly notice a difference since I've started practicing its recommendations.
January 8, 2025
Not all of this was new to me, and I do have some questions regarding style and the all-too-American manner of presentation, but the number of bookmarks I have on this one is over the top
Displaying 1 - 30 of 752 reviews
Can't find what you're looking for?
Get help and learn more about the design.