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袝褎械泻褌懈胁薪懈泄 泻械褉褨胁薪懈泻: 薪邪泄褌芯褔薪褨褕懈泄 锌芯褋褨斜薪懈泻 蟹 写芯褋褟谐薪械薪薪褟 锌褉邪胁懈谢褜薪懈褏 褉械蟹褍谢褜褌邪褌褨胁
些芯斜 写芯褋褟谐褌懈 褉械蟹褍谢褜褌邪褌褨胁, 械褎械泻褌懈胁薪褨 泻械褉褨胁薪懈泻懈 褨 褋锌械褑褨邪谢褨褋褌懈 屑邪褞褌褜 薪邪胁褔懈褌懈褋褟 褍薪懈泻邪褌懈 薪械锌褉芯写褍泻褌懈胁薪芯褋褌褨 褌邪 褉芯斜懈褌懈 褌械, 薪邪 褖芯 薪械 蟹胁械褉薪褍谢懈 褍胁邪谐懈 褨薪褕褨. 袦芯卸薪邪 屑邪褌懈 蟹薪邪薪薪褟, 褨写械褩 褌邪 写芯褋胁褨写 鈥� 褨 蟹屑邪褉薪褍胁邪褌懈 褩褏, 薪械 屑邪褞褔懈 薪邪谢械卸薪芯褩 屑械薪械写卸械褉褋褜泻芯褩 褨 胁懈泻芯薪邪胁褔芯褩 写懈褋褑懈锌谢褨薪懈, 褟泻邪 锌械褉械褌胁芯褉懈谢邪 斜 褩褏 薪邪 褉械蟹褍谢褜褌邪褌.
袩褨褌械褉 袛褉褍泻械褉 鈥� 胁懈蟹薪邪薪懈泄 泻谢邪褋懈泻 褌邪 斜邪褌褜泻芯-蟹邪褋薪芯胁薪懈泻 屑械薪械写卸屑械薪褌褍 褟泻 写懈褋褑懈锌谢褨薪懈, 邪胁褌芯褉 斜褨谢褜褕 薪褨卸 褌褉懈写褑褟褌懈 锌鈥櫻徰傂� 泻薪懈谐 褌邪 泻芯谢褍屑薪褨褋褌 Wall Street Journal
鈥� 屑邪泄褋褌械褉薪芯 褎芯褉屑褍谢褞褦 褌邪 锌芯褟褋薪褞褦 胁屑褨薪薪褟, 卸懈褌褌褦胁芯 胁邪卸谢懈胁褨 写谢褟 械褎械泻褌懈胁薪芯褋褌褨 胁 斜褨蟹薪械褋褨 褨 写谢褟 锌褉懈泄薪褟褌褌褟 锌褉邪胁懈谢褜薪懈褏 褉褨褕械薪褜. 袟胁械褉褌邪褞褔懈褋褜 写芯 锌褉懈泻谢邪写褨胁 蟹 褨褋褌芯褉褨褩 斜褨蟹薪械褋褍 褌邪 胁褉褟写褍胁邪薪薪褟, 锌褉芯锌芯薪褍褦 褕懈褉芯泻芯屑褍 泻芯谢褍 褔懈褌邪褔褨胁 褋胁褨卸懈泄 锌芯谐谢褟写 薪邪, 蟹写邪胁邪谢芯褋褟 斜, 芯褔械胁懈写薪褨 褉械褔褨.
袩褨褌械褉 袛褉褍泻械褉 鈥� 胁懈蟹薪邪薪懈泄 泻谢邪褋懈泻 褌邪 斜邪褌褜泻芯-蟹邪褋薪芯胁薪懈泻 屑械薪械写卸屑械薪褌褍 褟泻 写懈褋褑懈锌谢褨薪懈, 邪胁褌芯褉 斜褨谢褜褕 薪褨卸 褌褉懈写褑褟褌懈 锌鈥櫻徰傂� 泻薪懈谐 褌邪 泻芯谢褍屑薪褨褋褌 Wall Street Journal
鈥� 屑邪泄褋褌械褉薪芯 褎芯褉屑褍谢褞褦 褌邪 锌芯褟褋薪褞褦 胁屑褨薪薪褟, 卸懈褌褌褦胁芯 胁邪卸谢懈胁褨 写谢褟 械褎械泻褌懈胁薪芯褋褌褨 胁 斜褨蟹薪械褋褨 褨 写谢褟 锌褉懈泄薪褟褌褌褟 锌褉邪胁懈谢褜薪懈褏 褉褨褕械薪褜. 袟胁械褉褌邪褞褔懈褋褜 写芯 锌褉懈泻谢邪写褨胁 蟹 褨褋褌芯褉褨褩 斜褨蟹薪械褋褍 褌邪 胁褉褟写褍胁邪薪薪褟, 锌褉芯锌芯薪褍褦 褕懈褉芯泻芯屑褍 泻芯谢褍 褔懈褌邪褔褨胁 褋胁褨卸懈泄 锌芯谐谢褟写 薪邪, 蟹写邪胁邪谢芯褋褟 斜, 芯褔械胁懈写薪褨 褉械褔褨.
248 pages, Hardcover
First published January 1, 1966
4,343 people are currently reading
81.6k people want to read
About the author
Peter F. Drucker
560听books1,944听followersPeter Ferdinand Drucker was a writer, management consultant and university professor. His writing focused on management-related literature. Peter Drucker made famous the term knowledge worker and is thought to have unknowingly ushered in the knowledge economy, which effectively challenges Karl Marx's world-view of the political economy. George Orwell credits Peter Drucker as one of the only writers to predict the German-Soviet Pact of 1939.
The son of a high level civil servant in the Habsburg empire, Drucker was born in the chocolate capital of Austria, in a small village named Kaasgraben (now a suburb of Vienna, part of the 19th district, D枚bling). Following the defeat of Austria-Hungary in World War I, there were few opportunities for employment in Vienna so after finishing school he went to Germany, first working in banking and then in journalism. While in Germany, he earned a doctorate in International Law. The rise of Nazism forced him to leave Germany in 1933. After spending four years in London, in 1937 he moved permanently to the United States, where he became a university professor as well as a freelance writer and business guru. In 1943 he became a naturalized citizen of the United States. He taught at New York University as a Professor of Management from 1950 to 1971. From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University.
The son of a high level civil servant in the Habsburg empire, Drucker was born in the chocolate capital of Austria, in a small village named Kaasgraben (now a suburb of Vienna, part of the 19th district, D枚bling). Following the defeat of Austria-Hungary in World War I, there were few opportunities for employment in Vienna so after finishing school he went to Germany, first working in banking and then in journalism. While in Germany, he earned a doctorate in International Law. The rise of Nazism forced him to leave Germany in 1933. After spending four years in London, in 1937 he moved permanently to the United States, where he became a university professor as well as a freelance writer and business guru. In 1943 he became a naturalized citizen of the United States. He taught at New York University as a Professor of Management from 1950 to 1971. From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University.
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Displaying 1 - 30 of 1,155 reviews
January 30, 2015
Stop reading boring blogs and books about productivity and go straight to the source of many of these ideas. Then, stop thinking about being productive and go do something.
March 8, 2008
I used to be a large reader of Jack Welch practices at GE, until I read that he looked to Drucker. I've been reading Drucker and re-reading Drucker ever since. He is the master at learning how to be "effective" and from him, I learned how to filter what are the best effectiveness 21st century leadership practices.
Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of sequence:
1. Self love & taking care of oneself daily (for me, taught by Richard Bach, M. Scott Peck, Gay Hendrix, others)
2. Life vision (parents' life history, Richard Bach, Tao Te Ching, Tao of Mentoring)
3. Being resonant. Using a ratio of 7 PEA to 1 NEA(For me, taught by Resonant Leader and developing a self care agenda)
4. Using Appreciative Inquiry style to help others get in touch with when they felt their highest, when I feel my highest
5. Facilitative communication style (Roger Schwarz, other facilitator techniques)
I am still in process on learning on all these dimensions. As AA says, and M.Scott Peck quotes..."I'm not okay, you're not okay and that's okay." Learning to forgive one's self and others and accept the mystery of life is a life long leadership and life journey.
Now, after 14 years of running a company and 8 years of trying to create a leadership engine to run a company, I believe that the 21st century practices for effectiveness in order of sequence:
1. Self love & taking care of oneself daily (for me, taught by Richard Bach, M. Scott Peck, Gay Hendrix, others)
2. Life vision (parents' life history, Richard Bach, Tao Te Ching, Tao of Mentoring)
3. Being resonant. Using a ratio of 7 PEA to 1 NEA(For me, taught by Resonant Leader and developing a self care agenda)
4. Using Appreciative Inquiry style to help others get in touch with when they felt their highest, when I feel my highest
5. Facilitative communication style (Roger Schwarz, other facilitator techniques)
I am still in process on learning on all these dimensions. As AA says, and M.Scott Peck quotes..."I'm not okay, you're not okay and that's okay." Learning to forgive one's self and others and accept the mystery of life is a life long leadership and life journey.
August 27, 2022
No one in a managerial role should be allowed to manage others without having read at least one book from Peter Drucker. Drucker is widely acclaimed as The Father of Modern Management and published 39 books in a lifetime that spanned 95 years. The Effective Executive was published in 1967 and this book is as good a starting point as any for the uninitiated.
Effectiveness is a habit and habits can be learned through practice, lots of it. According to Drucker there are five habits that, once acquired, determine the effectiveness of an executive. If you want to be effective in your work鈥攁nd in your life鈥攑ractice these five habits:
1. Know where your time goes.
2. Focus on outward contribution.
3. Build on strengths.
4. Concentrate on the few major areas where superior performance will produce outstanding results.
5. Make effective decisions.
The book provides detail and substance to these five habits of executive effectiveness. The examples are a time capsule from the "Mad Men" era drawing on events from the Kennedy and Johnson administrations. Don't let these dated examples lull you into thinking that "times have changed." While they certainly have, the practices that lead to executive effectiveness have stood the test of time.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at .
Effectiveness is a habit and habits can be learned through practice, lots of it. According to Drucker there are five habits that, once acquired, determine the effectiveness of an executive. If you want to be effective in your work鈥攁nd in your life鈥攑ractice these five habits:
1. Know where your time goes.
2. Focus on outward contribution.
3. Build on strengths.
4. Concentrate on the few major areas where superior performance will produce outstanding results.
5. Make effective decisions.
The book provides detail and substance to these five habits of executive effectiveness. The examples are a time capsule from the "Mad Men" era drawing on events from the Kennedy and Johnson administrations. Don't let these dated examples lull you into thinking that "times have changed." While they certainly have, the practices that lead to executive effectiveness have stood the test of time.
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at .
October 5, 2021
I'm pretty sure that if we'd ever met in real life I'd have punched Peter Drucker in the face. This book epitomises everything that I hate about productivity porn. It should be subtitled the definitive guide to squeezing every last drop of blood out of your workers.
September 23, 2024
Feels totally undated and very much still relevant today. The focus on effectiveness, uninterrupted time and making deliberate choices on what one doesn鈥檛 do is formulated in a powerful manner
Executives aren鈥檛 paid for things they like to do, they are paid to get things done
Remarkably readable and clear eyed on leadership being a self discipline set of focussed beliefs and actions, instead of an innate quality. The actions are very concrete and brought in an easy to read manner, although hard to execute well, as is evidenced by the 50 years + popularity of this book.
Aphorisms and useful quotes below.
Quotes:
If meetings come to dominate your time, than your life is likely being ill spend
Stop what you wouldn鈥檛 start
Never confuse scale of impact with scale of organization
Management is largely by example
Without effectiveness there is no performance
Always ask what needs to be done and what do I need to do uniquely to contribute most to this? Align your agenda and time to the priorities.
Every decision needs to have the RACI clear and have some evaluation and midpoint check-in built in
Start with opportunities (and staff people on these) and not with problems in your reporting
Listen first, speak last
Brilliant insight by itself isn鈥檛 achievement
Organization is a means of multiplying the strengths of an individual
The customer makes the real and final decisions but is outside of the organization
A bigger organization becomes ever more internal oriented, while the surface area, which directly interfaces with clients, does not grow at the same rate, same as in biological beings growing in size.
Time is always the limiting factor, especially focused, uninterrupted time
People decisions are time consuming, for the simple reason the Lord didn鈥檛 create people as resources for organization, they don鈥檛 come in the proper size and shape for the tasks that need to be done in the organization and they can鈥檛 be machined down or recast for these tasks. People are always almost fits at best.
Much more common is the workforce that is too large, with people just interfacing
One cannot manage his time until one knows where it goes. Only constant efforts prevent drifting.
Which activities I do can someone else do as well or better than me?
What is it that I do that wastes your time without adding to your effectiveness
We far too often think our presence is needed for effectiveness
A well managed organization is a dull organization, the dramatic things in such an organization are basic decisions that make the future, rather than heroics in mopping up yesterday.
People have become an impediment to performance instead of a means their to.
In a lean organization people have room to move without colliding with one another, and can do their work without having to explain it all the time.
Meetings are by definition a concession to efficient organization, because one either works or he meets.
I鈥檝e yet come across a crisis that could not wait 90 minutes.
Small driplets of time are useless, consolidate time together in blocks
Focus on contribution, what do you do for the organization instead of framing oneself as a manager of a department, or leading xx FTE
Effective executives focus on three themes: Achieve direct results (always come first), affirm values and create clarity, and finally build out talent in the firm and make the organization future proof.
The only meaningful definition of a generalist is a specialist who can relate his own small area to the universe of knowledge
Start every meeting with the purpose of the meeting and the wanted contribution and close it with a recap on what was achieved and decided towards this purpose
Staffing from strength, not to minimize weaknesses
There is no such thing as a good man, the question is good for what
Their question is never 鈥渨hat can he not do鈥�, their question is always 鈥渨hat can he do uncommonly well?鈥�
The second rule of staffing from strength is to make each job demanding and big
Start with what a person can do rather than what a job requires
All one can measure is performance, and all one should measure is performance
By themselves character and integrity don鈥檛 accomplish anything, but their absence fault鈥檚 everything else.
To get strength one has to put up with weaknesses
Making strengths productive is a moral imperative within an organization
People being either readers or listeners in terms of how easy they absorb information.
What can I do?
If leadership performance is high this lifts up the average performance of the group as well
If we not already were doing this, would we start this? - A key question to always keep in mind when reflecting on actions
Programme review, build in assessment of projects, to ensure resources are freed up for the opportunities of the future
Choosing tasks to not pick-up are critical for the success of executives
Solve generic problems with principles and general rules, and think through if one is willing to live with the 鈥渢emporary鈥� for a long time. Also don鈥檛 use old rules for new problems or specific, unique incidents.
Reality never stands still for too long - about the need to reassess decisions frequently
Focus on what is right, measured against some clear boundary conditions which define success and performance, and use this to guide compromises instead of focus on what is acceptable
Events by themselves are not facts
Unless one considered alternatives one鈥檚 mind is closed
Do not become a prisoner of preconceived opinions by enabling active discussion and constructive conflict and not defaulting to the plausible
Disagreement is needed to stimulate the imagination
Is a decision really necessary, think like a surgeon and don鈥檛 intervene unneeded in systems, and operate and do the job fully (one doesn鈥檛 do a half surgery)
Effectiveness needs to be learned
Effectiveness is after all not a subject but self discipline
With courage knowledge becomes productive
Executives aren鈥檛 paid for things they like to do, they are paid to get things done
Remarkably readable and clear eyed on leadership being a self discipline set of focussed beliefs and actions, instead of an innate quality. The actions are very concrete and brought in an easy to read manner, although hard to execute well, as is evidenced by the 50 years + popularity of this book.
Aphorisms and useful quotes below.
Quotes:
If meetings come to dominate your time, than your life is likely being ill spend
Stop what you wouldn鈥檛 start
Never confuse scale of impact with scale of organization
Management is largely by example
Without effectiveness there is no performance
Always ask what needs to be done and what do I need to do uniquely to contribute most to this? Align your agenda and time to the priorities.
Every decision needs to have the RACI clear and have some evaluation and midpoint check-in built in
Start with opportunities (and staff people on these) and not with problems in your reporting
Listen first, speak last
Brilliant insight by itself isn鈥檛 achievement
Organization is a means of multiplying the strengths of an individual
The customer makes the real and final decisions but is outside of the organization
A bigger organization becomes ever more internal oriented, while the surface area, which directly interfaces with clients, does not grow at the same rate, same as in biological beings growing in size.
Time is always the limiting factor, especially focused, uninterrupted time
People decisions are time consuming, for the simple reason the Lord didn鈥檛 create people as resources for organization, they don鈥檛 come in the proper size and shape for the tasks that need to be done in the organization and they can鈥檛 be machined down or recast for these tasks. People are always almost fits at best.
Much more common is the workforce that is too large, with people just interfacing
One cannot manage his time until one knows where it goes. Only constant efforts prevent drifting.
Which activities I do can someone else do as well or better than me?
What is it that I do that wastes your time without adding to your effectiveness
We far too often think our presence is needed for effectiveness
A well managed organization is a dull organization, the dramatic things in such an organization are basic decisions that make the future, rather than heroics in mopping up yesterday.
People have become an impediment to performance instead of a means their to.
In a lean organization people have room to move without colliding with one another, and can do their work without having to explain it all the time.
Meetings are by definition a concession to efficient organization, because one either works or he meets.
I鈥檝e yet come across a crisis that could not wait 90 minutes.
Small driplets of time are useless, consolidate time together in blocks
Focus on contribution, what do you do for the organization instead of framing oneself as a manager of a department, or leading xx FTE
Effective executives focus on three themes: Achieve direct results (always come first), affirm values and create clarity, and finally build out talent in the firm and make the organization future proof.
The only meaningful definition of a generalist is a specialist who can relate his own small area to the universe of knowledge
Start every meeting with the purpose of the meeting and the wanted contribution and close it with a recap on what was achieved and decided towards this purpose
Staffing from strength, not to minimize weaknesses
There is no such thing as a good man, the question is good for what
Their question is never 鈥渨hat can he not do鈥�, their question is always 鈥渨hat can he do uncommonly well?鈥�
The second rule of staffing from strength is to make each job demanding and big
Start with what a person can do rather than what a job requires
All one can measure is performance, and all one should measure is performance
By themselves character and integrity don鈥檛 accomplish anything, but their absence fault鈥檚 everything else.
To get strength one has to put up with weaknesses
Making strengths productive is a moral imperative within an organization
People being either readers or listeners in terms of how easy they absorb information.
What can I do?
If leadership performance is high this lifts up the average performance of the group as well
If we not already were doing this, would we start this? - A key question to always keep in mind when reflecting on actions
Programme review, build in assessment of projects, to ensure resources are freed up for the opportunities of the future
Choosing tasks to not pick-up are critical for the success of executives
Solve generic problems with principles and general rules, and think through if one is willing to live with the 鈥渢emporary鈥� for a long time. Also don鈥檛 use old rules for new problems or specific, unique incidents.
Reality never stands still for too long - about the need to reassess decisions frequently
Focus on what is right, measured against some clear boundary conditions which define success and performance, and use this to guide compromises instead of focus on what is acceptable
Events by themselves are not facts
Unless one considered alternatives one鈥檚 mind is closed
Do not become a prisoner of preconceived opinions by enabling active discussion and constructive conflict and not defaulting to the plausible
Disagreement is needed to stimulate the imagination
Is a decision really necessary, think like a surgeon and don鈥檛 intervene unneeded in systems, and operate and do the job fully (one doesn鈥檛 do a half surgery)
Effectiveness needs to be learned
Effectiveness is after all not a subject but self discipline
With courage knowledge becomes productive
January 16, 2018
Adding this book to my list of must-reads for anyone working in corporate America. In brief:
1. Know where your time goes; relentlessly prune unproductive activities.
2. Know the contribution you're expected to make - to others' contributions and to the organization.
3. Make your strengths productive and hone them; focus on the absence of weakness leads to mediocrity.
4. There are always more opportunities available than time to pursue them 鈥� prioritize and focus on the truly impactful.
5. Continually shed unproductive programs and processes by asking, "If we didn't already do this, would we go into it now?"
6. Most events are generic and should be handled by rules, policies, and procedures; solutions to truly unique events should be formed on the highest conceptual level possible.
1. Know where your time goes; relentlessly prune unproductive activities.
2. Know the contribution you're expected to make - to others' contributions and to the organization.
3. Make your strengths productive and hone them; focus on the absence of weakness leads to mediocrity.
4. There are always more opportunities available than time to pursue them 鈥� prioritize and focus on the truly impactful.
5. Continually shed unproductive programs and processes by asking, "If we didn't already do this, would we go into it now?"
6. Most events are generic and should be handled by rules, policies, and procedures; solutions to truly unique events should be formed on the highest conceptual level possible.
July 20, 2020
Good reminder of the basic fundamentals of time management.
鈥淭he people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens鈥攖he unexpected is indeed the only thing one can confidently expect.鈥�
鈥淚f there is any one 'secret' of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.鈥�
鈥淭he oft-repeated quip, 'I鈥檓 sorry to write you a long letter, as I did not have time to write a short one,' could be applied to meetings: 'I鈥檓 sorry to imprison you in this long meeting, as I did not have time to prepare a short one.'鈥�
"Effectiveness is not a 'subject,' but a self-discipline."
鈥淭he people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens鈥攖he unexpected is indeed the only thing one can confidently expect.鈥�
鈥淚f there is any one 'secret' of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.鈥�
鈥淭he oft-repeated quip, 'I鈥檓 sorry to write you a long letter, as I did not have time to write a short one,' could be applied to meetings: 'I鈥檓 sorry to imprison you in this long meeting, as I did not have time to prepare a short one.'鈥�
"Effectiveness is not a 'subject,' but a self-discipline."
October 18, 2011
I find Drucker to be really repetitive. There were quite a few sentences that didn't really add anything, and should have been taken out.
August 26, 2018
"Don't tell me that you had a wonderful time reading this book, tell me what you are going to do differently on Monday". The higher up the organization, the less time he has under his own control (senior executives rarely have more than quarter of their time under their control), so you have to take control of your time. Understand what are the things that waste your time without contributing to effectiveness. Ask your subordinates how you are preventing them from doing their work effectively.
The first version of the book was written in 1965, but majority of the assumptions are still valid on 21th century (like the perception that computers will take over decision making VS actually expecting serious mental effort from people because one cannot compete with computer on standard computation).
1. Know where your time goes; relentlessly prune unproductive activities.
2. Know the contribution you're expected to make - to others' contributions and to the organization.
3. Make your strengths productive and hone them; focus on the absence of weakness leads to mediocrity.
4. There are always more opportunities available than time to pursue them 鈥� prioritize and focus on the truly impactful.
5. Continually shed unproductive programs and processes by asking, "If we didn't already do this, would we go into it now?"
6. Most events are generic and should be handled by rules, policies, and procedures; solutions to truly unique events should be formed on the highest conceptual level possible. Decisions without disagreement are not effective. Doing nothing might be a good option (Warren Buffet).
鈥淐onverting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked鈥攚ith dire results.鈥�
鈥淲orking on the right things is what makes knowledge work effective.鈥�
鈥淚f the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away 鈥渙perating.鈥� He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.鈥�
鈥淎 well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.鈥�
鈥淭he first rule in decision-making is that one does not make a decision unless there is disagreement.鈥�
鈥淭he danger is that executives will become contemptuous of information and stimulus that cannot be reduced to computer logic and computer language. Executives may become blind to everything that is perception (i.e., event) rather than fact (i.e., after the event). The tremendous amount of computer information may thus shut out access to reality.鈥�
鈥淭he executive鈥檚 time tends to belong to everybody else. If one attempted to define an 鈥渆xecutive鈥� operationally (that is, through his activities) one would have to define him as a captive of the organization. Everybody can move in on his time, and everybody does. There seems to be very little any one executive can do about it. He cannot, as a rule, like the physician, stick his head out the door and say to the nurse, 鈥淚 won鈥檛 see anybody for the next half hour.鈥� Just at this moment, the executive鈥檚 telephone rings, and he has to speak to the company鈥檚 best customer or to a high official in the city administration or to his boss鈥攁nd the next half hour is already gone.*鈥�
鈥淭he job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of setting 鈥減osteriorities鈥濃€攖hat is, deciding what tasks not to tackle鈥攁nd of sticking to the decision.鈥�
鈥淓xecutives are not paid for doing things they like to do. They are paid for getting the right things done鈥攎ost of all in their specific task, the making of effective decisions.鈥�
The first version of the book was written in 1965, but majority of the assumptions are still valid on 21th century (like the perception that computers will take over decision making VS actually expecting serious mental effort from people because one cannot compete with computer on standard computation).
1. Know where your time goes; relentlessly prune unproductive activities.
2. Know the contribution you're expected to make - to others' contributions and to the organization.
3. Make your strengths productive and hone them; focus on the absence of weakness leads to mediocrity.
4. There are always more opportunities available than time to pursue them 鈥� prioritize and focus on the truly impactful.
5. Continually shed unproductive programs and processes by asking, "If we didn't already do this, would we go into it now?"
6. Most events are generic and should be handled by rules, policies, and procedures; solutions to truly unique events should be formed on the highest conceptual level possible. Decisions without disagreement are not effective. Doing nothing might be a good option (Warren Buffet).
鈥淐onverting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked鈥攚ith dire results.鈥�
鈥淲orking on the right things is what makes knowledge work effective.鈥�
鈥淚f the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away 鈥渙perating.鈥� He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.鈥�
鈥淎 well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.鈥�
鈥淭he first rule in decision-making is that one does not make a decision unless there is disagreement.鈥�
鈥淭he danger is that executives will become contemptuous of information and stimulus that cannot be reduced to computer logic and computer language. Executives may become blind to everything that is perception (i.e., event) rather than fact (i.e., after the event). The tremendous amount of computer information may thus shut out access to reality.鈥�
鈥淭he executive鈥檚 time tends to belong to everybody else. If one attempted to define an 鈥渆xecutive鈥� operationally (that is, through his activities) one would have to define him as a captive of the organization. Everybody can move in on his time, and everybody does. There seems to be very little any one executive can do about it. He cannot, as a rule, like the physician, stick his head out the door and say to the nurse, 鈥淚 won鈥檛 see anybody for the next half hour.鈥� Just at this moment, the executive鈥檚 telephone rings, and he has to speak to the company鈥檚 best customer or to a high official in the city administration or to his boss鈥攁nd the next half hour is already gone.*鈥�
鈥淭he job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of setting 鈥減osteriorities鈥濃€攖hat is, deciding what tasks not to tackle鈥攁nd of sticking to the decision.鈥�
鈥淓xecutives are not paid for doing things they like to do. They are paid for getting the right things done鈥攎ost of all in their specific task, the making of effective decisions.鈥�
September 4, 2012
Know Thy Time
- take a time inventory & eliminate "need not be done", "could be done by others", and "wasting other's time".
- prune time wasters
- lack of systems --> crisis
- overstaffing --> unnecessary coordination
- malorganization --> excessive mtgs
- malfunction in information
- consolidate discretionary time into meaningful chunks to facilitate effectiveness (eg 1.5 hr)
What can I contribute?
- in terms of EXTERNAL results
- aim high
Making strengths productive
- focus on indvidual STRENGTHS and the strengths of others, not trying to improve on weaknesses
First things first
- focus on single BHAGs at a time
- slough off yesterday (sunk cost, don't just do things to finish them if ineffective)
- to-do AND to-don't lists
Decision making
- establish generic problem
- set boundary conditions
- determine what is RIGHT, not what is acceptable
- build in action to carry out decision
- DIRECT feedback (go see) to test validity/effectiveness of decision once enacted
Effective decisions
- not effective without disagreement
- must define a measure of effectiveness before enacting
- "do-nothing" is an option
- take a time inventory & eliminate "need not be done", "could be done by others", and "wasting other's time".
- prune time wasters
- lack of systems --> crisis
- overstaffing --> unnecessary coordination
- malorganization --> excessive mtgs
- malfunction in information
- consolidate discretionary time into meaningful chunks to facilitate effectiveness (eg 1.5 hr)
What can I contribute?
- in terms of EXTERNAL results
- aim high
Making strengths productive
- focus on indvidual STRENGTHS and the strengths of others, not trying to improve on weaknesses
First things first
- focus on single BHAGs at a time
- slough off yesterday (sunk cost, don't just do things to finish them if ineffective)
- to-do AND to-don't lists
Decision making
- establish generic problem
- set boundary conditions
- determine what is RIGHT, not what is acceptable
- build in action to carry out decision
- DIRECT feedback (go see) to test validity/effectiveness of decision once enacted
Effective decisions
- not effective without disagreement
- must define a measure of effectiveness before enacting
- "do-nothing" is an option
October 15, 2018
Just like most of them, this book has too many words for 5 or so ideas. The conclusion at the very end sums everything up, so you don't have to read the whole book, just read the last few pages.
February 6, 2017
The Effective Executive 鈥� Peter E. Drucker
Book Review for 欧宝娱乐.
Originally published 1967. Edition read was Harper Business, 1993.
I鈥檓 too young to have been part of the Drucker Generation. I had always heard him talked of and quoted among the staid and dusty corners of mainstream business, but I never thought to reach back and read him. Drucker鈥檚 words and ideas were the Esperanto of an emerging class in the business world of post WWII. He was part and parcel of important board room conversations in the 1950鈥檚 and 1960鈥檚.
By the 1980鈥檚 when I entered the business world things had changed, or people were tired of basic business sense. We got Peters and Porter and a cadre of super smart guys from Harvard and Stanford who tried to take it to the next level. They all owed their chops to the work of Drucker though. Drucker was their text book. Drucker was the original management consultant the likes of which many owe their profession to today.
I鈥檓 not even sure how I came into possession of this book. Perhaps the book sale at the local library where you can buy them for $5 a shopping bag?
I鈥檓 not sure how this book pushed its way to the front of the queue ahead of the other 30 books that are waving their little book-arms to get my attention.
But, I鈥檓 glad it did because it was a minor revelation to me.
This book must be read not as a small collection of business advice, like a Poor Richards for the executive class, but as a manifesto for the times. A manifesto for an emerging class of business professionals. A manifesto for a society caught in the sea change from basic, patriarchal, industrial capitalism to effective organizations that would be needed to compete and thrive on the world鈥檚 stage.
It is Drucker鈥檚 plea for American business to get their act together.
The Effective Executive can be seen as anachronistic but also as a history lesson. It is birthed from a point in time in America where the knowledge worker was emerging and a new style of leadership was needed to utilize them. Drucker recognized that this new class of workers needed to be harnessed as the driving force for a new generation of organizations.
He is also interestingly prescient. He talks about how big American car companies needed to change. He talks about Government being made ineffective by competing priories. He scolds that global labor is cheap and the only way to stay competitive in to empower our resources and innovate.
Beyond all the histrionics this little book is also chock full of great tips for anyone who is in business.
I particularly liked the chapters on decision making. Perhaps these chapters might help those currently embroiled in their New Year鈥檚 Resolutions?
How do you set your priorities? If you don鈥檛 set your priorities, circumstance or 鈥榩ressures鈥� will set your priorities for you. If you let 鈥榩ressure鈥� drive your priorities and decisions you鈥檒l always be focusing on the past. This is what Drucker amuses himself by calling them Priorities vs Posterities. Pressure causes us to react and the future-looking priorities are crowded out by the backward-looking posterities.
Decisions that are posterities, when analyzed will likely be someone else鈥檚 priority, not yours.
What are some other ways to make bad decisions? Postponing a decision usually makes it less relevant because decisions are rooted in the time of decision. You can also try to make decisions that spread a compromise around to make everyone happy. That guarantees an ineffective solution.
What are the attributes of a good decision?
- Aim high and make it meaningful.
- Make the decision unique to you and your business, don鈥檛 put on someone else鈥檚 decision.
- Make decisions outward facing.
- Make decisions future focused.
- Make the decision take advantage of an opportunity, not solve a problem.
Good decisions will require courage. Truly great decisions will seem like heresy to the rest of the world. Good decisions are going to make someone mad. That鈥檚 ok. As a matter of fact, if you don鈥檛 have a dissenting opinion you haven鈥檛 looked at the decision well enough. Most effective decisions are disagreeable.
Above all, the thing that makes a decision effective is follow through and execution. The executive must use grit and will power to drive the execution of that decision for it to have effect.
How do you do this? How do you execute a game-changing decision so that it propagates throughout the organization?
In the new (at the time) knowledge worker stacked organization you leverage those knowledge workers to implement the decisions. This is really the key and ties the whole work together. The old capitalist regimes with a handful of executives making decisions and everyone else hopping to were no longer effective and were a dying breed. In order to compete in the post WWII world the knowledge workers throughout the organization needed to be capable of making decisions on their own that aligned with and drove the organization to effectiveness.
That鈥檚 what Drucker saw. Organizations that could learn to leverage the knowledge worker would be more effective and more competitive.
This is still the hallmark of effective organizations. The ability to communicate and leverage the individual genius of each worker in a way that is passionately aligned with the goals of the organization. Think about Starbucks or Zappos or any other company that uses culture to enable knowledge workers to do the right thing at the right time for the benefit of the company.
We owe a lot to Peter Drucker. He was a smart observer of the times at a time when modern business was being born. The Effective Executive is a worthy investment of your time, even now in 2016. If not for the timeless business tenants, then for the context it gives us.
Chris Russell 鈥� January 2017
Book Review for 欧宝娱乐.
Originally published 1967. Edition read was Harper Business, 1993.
I鈥檓 too young to have been part of the Drucker Generation. I had always heard him talked of and quoted among the staid and dusty corners of mainstream business, but I never thought to reach back and read him. Drucker鈥檚 words and ideas were the Esperanto of an emerging class in the business world of post WWII. He was part and parcel of important board room conversations in the 1950鈥檚 and 1960鈥檚.
By the 1980鈥檚 when I entered the business world things had changed, or people were tired of basic business sense. We got Peters and Porter and a cadre of super smart guys from Harvard and Stanford who tried to take it to the next level. They all owed their chops to the work of Drucker though. Drucker was their text book. Drucker was the original management consultant the likes of which many owe their profession to today.
I鈥檓 not even sure how I came into possession of this book. Perhaps the book sale at the local library where you can buy them for $5 a shopping bag?
I鈥檓 not sure how this book pushed its way to the front of the queue ahead of the other 30 books that are waving their little book-arms to get my attention.
But, I鈥檓 glad it did because it was a minor revelation to me.
This book must be read not as a small collection of business advice, like a Poor Richards for the executive class, but as a manifesto for the times. A manifesto for an emerging class of business professionals. A manifesto for a society caught in the sea change from basic, patriarchal, industrial capitalism to effective organizations that would be needed to compete and thrive on the world鈥檚 stage.
It is Drucker鈥檚 plea for American business to get their act together.
The Effective Executive can be seen as anachronistic but also as a history lesson. It is birthed from a point in time in America where the knowledge worker was emerging and a new style of leadership was needed to utilize them. Drucker recognized that this new class of workers needed to be harnessed as the driving force for a new generation of organizations.
He is also interestingly prescient. He talks about how big American car companies needed to change. He talks about Government being made ineffective by competing priories. He scolds that global labor is cheap and the only way to stay competitive in to empower our resources and innovate.
Beyond all the histrionics this little book is also chock full of great tips for anyone who is in business.
I particularly liked the chapters on decision making. Perhaps these chapters might help those currently embroiled in their New Year鈥檚 Resolutions?
How do you set your priorities? If you don鈥檛 set your priorities, circumstance or 鈥榩ressures鈥� will set your priorities for you. If you let 鈥榩ressure鈥� drive your priorities and decisions you鈥檒l always be focusing on the past. This is what Drucker amuses himself by calling them Priorities vs Posterities. Pressure causes us to react and the future-looking priorities are crowded out by the backward-looking posterities.
Decisions that are posterities, when analyzed will likely be someone else鈥檚 priority, not yours.
What are some other ways to make bad decisions? Postponing a decision usually makes it less relevant because decisions are rooted in the time of decision. You can also try to make decisions that spread a compromise around to make everyone happy. That guarantees an ineffective solution.
What are the attributes of a good decision?
- Aim high and make it meaningful.
- Make the decision unique to you and your business, don鈥檛 put on someone else鈥檚 decision.
- Make decisions outward facing.
- Make decisions future focused.
- Make the decision take advantage of an opportunity, not solve a problem.
Good decisions will require courage. Truly great decisions will seem like heresy to the rest of the world. Good decisions are going to make someone mad. That鈥檚 ok. As a matter of fact, if you don鈥檛 have a dissenting opinion you haven鈥檛 looked at the decision well enough. Most effective decisions are disagreeable.
Above all, the thing that makes a decision effective is follow through and execution. The executive must use grit and will power to drive the execution of that decision for it to have effect.
How do you do this? How do you execute a game-changing decision so that it propagates throughout the organization?
In the new (at the time) knowledge worker stacked organization you leverage those knowledge workers to implement the decisions. This is really the key and ties the whole work together. The old capitalist regimes with a handful of executives making decisions and everyone else hopping to were no longer effective and were a dying breed. In order to compete in the post WWII world the knowledge workers throughout the organization needed to be capable of making decisions on their own that aligned with and drove the organization to effectiveness.
That鈥檚 what Drucker saw. Organizations that could learn to leverage the knowledge worker would be more effective and more competitive.
This is still the hallmark of effective organizations. The ability to communicate and leverage the individual genius of each worker in a way that is passionately aligned with the goals of the organization. Think about Starbucks or Zappos or any other company that uses culture to enable knowledge workers to do the right thing at the right time for the benefit of the company.
We owe a lot to Peter Drucker. He was a smart observer of the times at a time when modern business was being born. The Effective Executive is a worthy investment of your time, even now in 2016. If not for the timeless business tenants, then for the context it gives us.
Chris Russell 鈥� January 2017
September 29, 2016
Don't know what's the hype about this book, it's simple common sense. Anyone who ever was in "meeting" knows its waste of time, why I should read book about that? The thing executives come in various shapes and sizes was mentioned in various other, earlier books. Management books are second after self help nonsense. Sad, no one over-hypes evidence or data based approaches...
May 30, 2020
DNF - I couldn鈥檛 get past the sexism once I realized it. It only refers to executives and leaders as men.
April 10, 2021
I found this book out in the wild and, overcome by morbid curiosity, I decided to look into what the wannabe hustlers are fetishizing, and I am glad I did so. Oh, what a delightful bunch of boomer ideas! I can see how these ideas brought us to where we are today.
I am sure that CEOs all across the world have this book on their night stand. I can also see freshly minted MBAs are swallowing heaps of this gobbledygook of a message on effectiveness and decision making. While the fantasy of a a steely gazed and self obsessed capitalist corpo man (yes, most likely man and most probably white) who navigates the politics of THE ORGANIZATION while self developing and finding fulfilment might give a raging hardon to some, it's not my cup of tea.
Singular obsession with effectiveness and "effective" decision making of the past has brought us DuPont and its Teflon, Enron, the 2008 financial crisis, the Shell environmental catastrophes, and the totally chaotic handling of COVID by world governments. This book is entertaining if you'd like a sneak peak in the brain space of the average corpo white man of the past (the guys that brought you the end of the world) while they breezely wave away ethics, morals and human decency in their terrible exalted pursuit of effectiveness.
The book is repetitive, uninspired, old and obsolete (women are mentioned 1-ce or twice, I know these were different times but damn, it shows) and its best use might be to make sense of the psyche of ordinary, common men making detached decisions in corpo rooms that translate to destroying of natural habitats (Nestle, DuPont, Shell, Monstanto, really the list is endless) or poisoning the world population with the forever chemicals they made in their chase of being effective.
Yay the hustle, effectiveness and having your profile photo with a tie and a suit on Linkedin!
I am sure that CEOs all across the world have this book on their night stand. I can also see freshly minted MBAs are swallowing heaps of this gobbledygook of a message on effectiveness and decision making. While the fantasy of a a steely gazed and self obsessed capitalist corpo man (yes, most likely man and most probably white) who navigates the politics of THE ORGANIZATION while self developing and finding fulfilment might give a raging hardon to some, it's not my cup of tea.
Singular obsession with effectiveness and "effective" decision making of the past has brought us DuPont and its Teflon, Enron, the 2008 financial crisis, the Shell environmental catastrophes, and the totally chaotic handling of COVID by world governments. This book is entertaining if you'd like a sneak peak in the brain space of the average corpo white man of the past (the guys that brought you the end of the world) while they breezely wave away ethics, morals and human decency in their terrible exalted pursuit of effectiveness.
The book is repetitive, uninspired, old and obsolete (women are mentioned 1-ce or twice, I know these were different times but damn, it shows) and its best use might be to make sense of the psyche of ordinary, common men making detached decisions in corpo rooms that translate to destroying of natural habitats (Nestle, DuPont, Shell, Monstanto, really the list is endless) or poisoning the world population with the forever chemicals they made in their chase of being effective.
Yay the hustle, effectiveness and having your profile photo with a tie and a suit on Linkedin!
April 7, 2019
I loved this book - so packed with wisdom that I moved through it slowly, filing away many quotes for reference.
There are two main thoughts which might dissuade you from reading this. I don鈥檛 want you to miss out, so I鈥檇 like to address both:
鈥淓ffective Executive? This sounds like it's only for people who wear suits and spend their days in board meetings..."
The author defines executive broadly as someone who "is responsible for a contribution that materially affects the capacity of the organization to perform and to obtain results鈥�. I think that description can apply to most people I know, and certainly as a software engineer I found the advice in the book relevant.
鈥淭his sounds like cold, boring, business talk, about how to make you a more efficient cog in the machine..."
The author actually comes across as incredibly caring and insightful about people - their motivation, their happiness, their self-development etc. Some quotes which I loved, and which show what I mean:
The motivation of the knowledge worker depends on his being effective, on his being able to achieve. If effectiveness is lacking in his work, his commitment to work and to contribution will soon wither, and he will become a time-server going through the motions from 9 to 5.
I have never seen anyone in a job for which he was inadequate who was not slowly being destroyed by the pressure and the strains, and who did not secretly pray for deliverance.
The knowledge worker is not poverty-prone. He is in danger of alienation to use the fashionable word for boredom, frustration, and silent despair.
There are two main thoughts which might dissuade you from reading this. I don鈥檛 want you to miss out, so I鈥檇 like to address both:
鈥淓ffective Executive? This sounds like it's only for people who wear suits and spend their days in board meetings..."
The author defines executive broadly as someone who "is responsible for a contribution that materially affects the capacity of the organization to perform and to obtain results鈥�. I think that description can apply to most people I know, and certainly as a software engineer I found the advice in the book relevant.
鈥淭his sounds like cold, boring, business talk, about how to make you a more efficient cog in the machine..."
The author actually comes across as incredibly caring and insightful about people - their motivation, their happiness, their self-development etc. Some quotes which I loved, and which show what I mean:
The motivation of the knowledge worker depends on his being effective, on his being able to achieve. If effectiveness is lacking in his work, his commitment to work and to contribution will soon wither, and he will become a time-server going through the motions from 9 to 5.
I have never seen anyone in a job for which he was inadequate who was not slowly being destroyed by the pressure and the strains, and who did not secretly pray for deliverance.
The knowledge worker is not poverty-prone. He is in danger of alienation to use the fashionable word for boredom, frustration, and silent despair.
November 12, 2014
A fantastic resource. Seminaries (often) do a phenomenal job of equipping people to be experts in the Word. Where most are weak is training church leaders to be time-managers, meeting-facilitators, action-planners, decision-makers, and priority-setters. These are all the products of general wisdom and stuff that can be learned from a wide variety of "secular" sources (see Proverbs). Peter Drucker's classic has literally changed the way I think about scheduling my time, choosing priorities, and thinking about leadership. The Church is a dynamic organism, but it's also a structured organization in which the NT gives general guidance, but not many specific, detailed instruction (e.g. we know we're supposed to have elders & deacons, but the NT offers no advice on how to run a session or consistory meeting).
Drucker's main point is that effectiveness can & must be learned in leadership, it's not a natural trait. For Drucker (after years of watching and studying executives) effectiveness consists in chiefly five practices: Effective executives: (1) know where their time goes and they work to manage it; (2) focus on the results expected of them, over the work they put in; (3) build on their own strengths--and those of their superiors, subordinates, and the organization; (4) set priorities and do firsts things first; (5) make effective decisions that begin with opinions and organized disagreement rather than "facts."
Outstanding book. Every pastor should read at least once.
Drucker's main point is that effectiveness can & must be learned in leadership, it's not a natural trait. For Drucker (after years of watching and studying executives) effectiveness consists in chiefly five practices: Effective executives: (1) know where their time goes and they work to manage it; (2) focus on the results expected of them, over the work they put in; (3) build on their own strengths--and those of their superiors, subordinates, and the organization; (4) set priorities and do firsts things first; (5) make effective decisions that begin with opinions and organized disagreement rather than "facts."
Outstanding book. Every pastor should read at least once.
November 4, 2019
To be more effective, read an executive summary rather than the entire book.
March 2, 2018
袣谢邪写械蟹褜 褑械薪薪褘褏 屑褘褋谢械泄, 褏芯褌褟 泻薪懈谐械 薪邪胁械褉薪芯 谢械褌 50 懈谢懈 斜芯谢褜褕械 :) 袩褉芯 褉芯谢褜 泻芯屑锌褜褞褌械褉邪 胁 泻芯薪褑械, 泻芯薪械褔薪芯, 褍褋褌邪褉械谢芯 - 胁褋械屑 胁械写褜 懈蟹胁械褋褌薪芯, 褔褌芯 胁芯褋褋褌邪薪懈械 屑邪褕懈薪 褍卸械 斜谢懈蟹泻芯. 袦械褋褌邪屑懈 泻芯锌懈褉芯胁邪谢 邪斜蟹邪褑邪屑懈 褑械薪薪芯械 写谢褟 屑械薪褟.
袪褍泻芯胁芯写懈褌械谢懈, 薪械 褍屑械褞褖懈械 褍锌褉邪胁谢褟褌褜 褋芯斜芯泄 写谢褟 锌芯胁褘褕械薪懈褟 褝褎褎械泻褌懈胁薪芯褋褌懈 褋胁芯械泄 写械褟褌械谢褜薪芯褋褌懈, 薪械 褋屑芯谐褍褌 褝褎褎械泻褌懈胁薪芯 褍锌褉邪胁谢褟褌褜 泻芯谢谢械谐邪屑懈 懈听锌芯写褔懈薪械薪薪褘屑懈. 校锌褉邪胁谢械薪懈械 胁听蟹薪邪褔懈褌械谢褜薪芯泄 屑械褉械 芯褋褍褖械褋褌胁谢褟械褌褋褟 薪邪 谢懈褔薪芯屑 锌褉懈屑械褉械.
携 薪邪蟹褘胁邪褞 褉褍泻芯胁芯写懈褌械谢褟屑懈 褌械褏 褉邪斜芯褌薪懈泻芯胁 褍屑褋褌胁械薪薪芯谐芯 褌褉褍写邪, 屑械薪械写卸械褉芯胁 懈谢懈 薪械蟹邪胁懈褋懈屑褘褏 锌褉芯褎械褋褋懈芯薪邪谢芯胁, 泻芯褌芯褉褘械 胁听褋懈谢褍 褋胁芯械谐芯 锌芯谢芯卸械薪懈褟 懈谢懈 懈屑械褞褖懈褏褋褟 蟹薪邪薪懈泄 芯斜褟蟹邪薪褘 胁听 褏芯写械 褋胁芯械泄 写械褟褌械谢褜薪芯褋褌懈 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈褟, 芯泻邪蟹褘胁邪褞褖懈械 蟹薪邪褔懈褌械谢褜薪芯械 胁谢懈褟薪懈械 薪邪 褉械蟹褍谢褜褌邪褌 褉邪斜芯褌褘 胁褋械泄 芯褉谐邪薪懈蟹邪褑懈懈.
袨锌褘褌 褉邪蟹胁懈褌懈褟 褔械谢芯胁械褔械褋褌胁邪 谐芯胁芯褉懈褌 芯听褌芯屑, 褔褌芯 械写懈薪褋褌胁械薪薪褘泄 褉邪斜芯褌薪懈泻, 薪械懈蟹屑械薪薪芯 懈屑械褞褖懈泄褋褟 胁听薪邪谢懈褔懈懈 鈥� 褝褌芯 褍薪懈胁械褉褋邪谢褜薪芯 薪械泻芯屑锌械褌械薪褌薪褘泄 褉邪斜芯褌薪懈泻.
小褍褖械褋褌胁褍械褌 锌褟褌褜 芯褋薪芯胁薪褘褏 屑械褌芯写懈泻, 芦锌褟褌褜 锌褉懈胁褘褔械泻禄, 泻芯褌芯褉褘械 薪械芯斜褏芯写懈屑芯 胁褘褉邪斜芯褌邪褌褜 褉褍泻芯胁芯写懈褌械谢褞, 褔褌芯斜褘 褉邪斜芯褌邪褌褜 褝褎褎械泻褌懈胁薪芯. 1.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 蟹薪邪褞褌, 薪邪 褔褌芯 褉邪褋褏芯写褍械褌褋褟 懈褏 胁褉械屑褟. 袨薪懈 褋懈褋褌械屑邪褌懈褔械褋泻懈 褌褉褍写褟褌褋褟 薪邪写 褍锌褉邪胁谢械薪懈械屑 褌芯泄 屑邪谢芯泄 写芯谢械泄 褋胁芯械谐芯 胁褉械屑械薪懈, 泻芯褌芯褉褍褞 芯薪懈 写械泄褋褌胁懈褌械谢褜薪芯 屑芯谐褍褌 泻芯薪褌褉芯谢懈褉芯胁邪褌褜. 2.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 泻芯薪褑械薪褌褉懈褉褍褞褌褋褟 薪邪 写芯褋褌懈卸械薪懈褟褏, 胁褘褏芯写褟褖懈褏 蟹邪 褉邪屑泻懈 懈褏 芯褉谐邪薪懈蟹邪褑懈泄. 袨薪懈 薪邪褑械谢械薪褘 薪械 薪邪 胁褘锌芯谢薪械薪懈械 褉邪斜芯褌褘 泻邪泻 褌邪泻芯胁芯泄, 邪听薪邪 泻芯薪械褔薪褘泄 褉械蟹褍谢褜褌邪褌. 袩褉械卸写械 褔械屑 锌褉懈褋褌褍锌懈褌褜 泻听胁褘锌芯谢薪械薪懈褞 褌芯谐芯 懈谢懈 懈薪芯谐芯 蟹邪写邪薪懈褟, 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 蟹邪写邪械褌 褋械斜械 胁芯锌褉芯褋: 芦袣邪泻懈褏 褉械蟹褍谢褜褌邪褌芯胁 芯褌 屑械薪褟 芯卸懈写邪褞褌?禄 小邪屑 锌褉芯褑械褋褋 褉邪斜芯褌褘, 薪械 谐芯胁芯褉褟 褍卸械 芯听泻芯薪泻褉械褌薪褘褏 屑械褌芯写邪褏 械械 胁褘锌芯谢薪械薪懈褟, 芯褌褏芯写懈褌 写谢褟 薪械谐芯 薪邪 胁褌芯褉芯泄 锌谢邪薪.
3.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 褉邪蟹胁懈胁邪褞褌 褋懈谢褜薪褘械 褋褌芯褉芯薪褘听鈥� 褋胁芯懈 褋芯斜褋褌胁械薪薪褘械, 褋胁芯懈褏 薪邪褔邪谢褜薪懈泻芯胁, 泻芯谢谢械谐, 锌芯写褔懈薪械薪薪褘褏. 袙听褋谢芯卸薪褘褏 褋懈褌褍邪褑懈褟褏 芯薪懈 锌芯谢邪谐邪褞褌褋褟 懈屑械薪薪芯 薪邪 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 懈听薪械 蟹邪褑懈泻谢懈胁邪褞褌褋褟 薪邪 褋谢邪斜褘褏. 袨薪懈 薪械 薪邪褔懈薪邪褞褌 褋听蟹邪写邪褔, 泻芯褌芯褉褘械 薪械 胁听 褋芯褋褌芯褟薪懈懈 褉械褕懈褌褜. 4.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 褋芯褋褉械写芯褌邪褔懈胁邪褞褌褋褟 薪邪 薪械褋泻芯谢褜泻懈褏 泻褉褍锌薪械泄褕懈褏 芯斜谢邪褋褌褟褏, 谐写械 芯褌谢懈褔薪邪褟 褉邪斜芯褌邪 锌褉懈胁械写械褌 泻听胁褘写邪褞褖懈屑褋褟 褉械蟹褍谢褜褌邪褌邪屑. 袨薪懈 蟹邪褋褌邪胁谢褟褞褌 褋械斜褟 芯锌褉械写械谢褟褌褜 锌褉懈芯褉懈褌械褌褘 懈听薪械 芯褌褋褌褍锌邪褌褜 芯褌 锌褉懈薪褟褌褘褏 褉械褕械薪懈泄. 袨薪懈 蟹薪邪褞褌, 褔褌芯 褍听薪懈褏 薪械褌 懈薪芯谐芯 胁褘斜芯褉邪, 泻褉芯屑械 泻邪泻 胁薪邪褔邪谢械 蟹邪薪褟褌褜褋褟 写械谢邪屑懈 锌械褉胁芯褋褌械锌械薪薪芯泄 胁邪卸薪芯褋褌懈,听胁褌芯褉芯褋褌械锌械薪薪褘屑懈 卸械 薪械 蟹邪薪懈屑邪褌褜褋褟 薪懈泻芯谐写邪. 袠薪邪褔械 薪械 斜褍写械褌 褋写械谢邪薪芯 薪懈褔械谐芯.
5.听袧邪泻芯薪械褑, 褝褎褎械泻褌懈胁薪芯 褉邪斜芯褌邪褞褖懈械 褉褍泻芯胁芯写懈褌械谢懈 锌褉懈薪懈屑邪褞褌 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟. 袨薪懈 蟹薪邪褞褌, 褔褌芯 锌褉邪胁懈谢褜薪褘械 褉械褕械薪懈褟听鈥� 褝褌芯 薪械 褔褌芯 懈薪芯械, 泻邪泻 褋懈褋褌械屑邪,听鈥� 褉褟写 锌褉邪胁懈谢褜薪褘褏 褕邪谐芯胁 胁听锌褉邪胁懈谢褜薪芯泄 锌芯褋谢械写芯胁邪褌械谢褜薪芯褋褌懈. 袨薪懈 蟹薪邪褞褌, 褔褌芯 褝褎褎械泻褌懈胁薪芯械 褉械褕械薪懈械听鈥� 褝褌芯 胁褋械谐写邪 褋褍卸写械薪懈械, 芯褋薪芯胁邪薪薪芯械 薪邪 芦薪械褋芯胁锌邪写械薪懈懈 屑薪械薪懈泄禄, 邪听薪械 薪邪 芦泻芯薪褋械薪褋褍褋械 胁听芯褌薪芯褕械薪懈懈 褎邪泻褌芯胁禄. 袠听懈屑 懈蟹胁械褋褌薪芯, 褔褌芯 斜褘褋褌褉芯 锌褉懈薪褟褌芯械 褉械褕械薪懈械听鈥� 褝褌芯 芯褕懈斜芯褔薪芯械 褉械褕械薪懈械. 袪械褕械薪懈泄 写芯谢卸薪芯 斜褘褌褜 薪械屑薪芯谐芯, 薪芯 褎褍薪写邪屑械薪褌邪谢褜薪褘褏. 袧械芯斜褏芯写懈屑邪 锌褉邪胁懈谢褜薪邪褟 褋褌褉邪褌械谐懈褟, 邪听薪械 懈蟹芯斜褉械褌邪褌械谢褜薪褘械 锌褉懈械屑褘.
袧懈褔褌芯 写褉褍谐芯械, 薪邪胁械褉薪芯械, 褌邪泻 薪械 芯褌谢懈褔邪械褌 褝褎褎械泻褌懈胁薪芯 褉邪斜芯褌邪褞褖懈褏 褉褍泻芯胁芯写懈褌械谢械泄, 泻邪泻 斜械褉械卸薪芯械 芯褌薪芯褕械薪懈械 泻芯 胁褉械屑械薪懈.
袩械褉胁褘泄 褕邪谐 泻听锌芯胁褘褕械薪懈褞 褝褎褎械泻褌懈胁薪芯褋褌懈 褉邪斜芯褌褘 褉褍泻芯胁芯写懈褌械谢褟听鈥� 褝褌芯 褌芯褔薪邪褟 褉械谐懈褋褌褉邪褑懈褟 褎邪泻褌懈褔械褋泻懈褏 褌褉邪褌 胁褉械屑械薪懈.
芦效褌芯 褋谢褍褔懈褌褋褟, 械褋谢懈 褝褌芯谐芯 胁芯芯斜褖械 薪械 写械谢邪褌褜?禄 袝褋谢懈 胁褘 芯褌胁械褌懈褌械: 芦袧懈褔械谐芯 薪械 褋谢褍褔懈褌褋褟禄, 蟹薪邪褔懈褌, 芯褌 写械谢邪 薪褍卸薪芯 芯褌泻邪蟹邪褌褜褋褟.
袙褌芯褉芯泄 胁芯锌褉芯褋 蟹胁褍褔懈褌 褌邪泻: 芦袣邪泻懈屑懈 胁懈写邪屑懈 屑芯械泄 写械褟褌械谢褜薪芯褋褌懈 屑芯卸薪芯 锌芯褉褍褔懈褌褜 蟹邪薪褟褌褜褋褟 泻芯屑褍-褌芯 写褉褍谐芯屑褍, 褔褌芯斜褘 芯薪 胁褘锌芯谢薪懈谢 褉邪斜芯褌褍 薪械 褏褍卸械, 邪听褌芯 懈听谢褍褔褕械 屑械薪褟?禄
袨写薪褍 褉邪褋锌褉芯褋褌褉邪薪械薪薪褍褞 锌褉懈褔懈薪褍 薪械锌褉芯写褍泻褌懈胁薪芯泄 褌褉邪褌褘 胁褉械屑械薪懈 褉褍泻芯胁芯写懈褌械谢褜 胁听蟹薪邪褔懈褌械谢褜薪芯泄 褋褌械锌械薪懈 褋锌芯褋芯斜械薪 泻芯薪褌褉芯谢懈褉芯胁邪褌褜 懈, 褋谢械写芯胁邪褌械谢褜薪芯, 褍褋褌褉邪薪懈褌褜. 协褌芯 胁褉械屑褟 写褉褍谐懈褏 谢褞写械泄, 泻芯褌芯褉芯械 芯褌薪懈屑邪械褌 芯薪 褋邪屑. 协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 薪邪褍褔懈谢懈褋褜 褋懈褋褌械屑邪褌懈褔械褋泻懈 懈听斜械蟹 褋褌械褋薪械薪懈褟 褋锌褉邪褕懈胁邪褌褜 锌芯写褔懈薪械薪薪褘褏: 芦袣邪泻懈械 屑芯懈 写械泄褋褌胁懈褟 芯褌薪懈屑邪褞褌 褍听胁邪褋 胁褉械屑褟, 薪械 锌褉懈薪芯褋褟 锌芯谢褜蟹褘 褉邪斜芯褌械?禄 小锌芯褋芯斜薪芯褋褌褜 褋锌褉芯褋懈褌褜 芯斜 褝褌芯屑 懈听斜械蟹 褋褌褉邪褏邪 褍褋谢褘褕邪褌褜 锌褉邪胁写褍听鈥� 芯写薪芯 懈蟹 芯褌谢懈褔懈褌械谢褜薪褘褏 泻邪褔械褋褌胁 褝褎褎械泻褌懈胁薪芯 褉邪斜芯褌邪褞褖械谐芯 褉褍泻芯胁芯写懈褌械谢褟.
芦袗 锌芯褔械屑褍 薪邪 薪邪褕懈 褋听 胁邪屑懈 胁褋褌褉械褔懈 胁褋械谐写邪 芯褌胁芯写懈褌褋褟 褉芯胁薪芯 锌芯谢褌芯褉邪 褔邪褋邪?禄 袠听芯薪 芯褌胁械褌懈谢: 芦协褌芯 锌褉芯褋褌芯. 携 锌褉懈褕械谢 泻听胁褘胁芯写褍, 褔褌芯 屑芯谐褍 泻芯薪褑械薪褌褉懈褉芯胁邪褌褜 褋胁芯械 胁薪懈屑邪薪懈械 薪邪 泻邪泻芯泄-褌芯 芯写薪芯泄 褌械屑械 胁听褌械褔械薪懈械 锌褉懈屑械褉薪芯 锌芯谢褍褌芯褉邪 褔邪褋芯胁. 袝褋谢懈 卸械 褟听褍写械谢褟褞 褝褌芯泄 褌械屑械 懈谢懈, 褋泻邪卸械屑, 胁褘锌芯谢薪械薪懈褞 泻邪泻芯谐芯-褌芯 蟹邪写邪薪懈褟 斜芯谢褜褕械 胁褉械屑械薪懈, 屑芯械 胁薪懈屑邪薪懈械 薪邪褔懈薪邪械褌 褉邪褋褋械懈胁邪褌褜褋褟. 袧芯 褟 褌邪泻卸械 芯斜薪邪褉褍卸懈谢, 褔褌芯 斜芯谢械械 懈谢懈 屑械薪械械 胁邪卸薪芯械 蟹邪写邪薪懈械 屑芯卸薪芯 胁褘锌芯谢薪懈褌褜 薪械 屑械薪械械 褔械屑 蟹邪 锌芯谢褌芯褉邪 褔邪褋邪. 袠屑械薪薪芯 褌邪泻芯泄 芯褌褉械蟹芯泻 胁褉械屑械薪懈, 泻邪泻 锌褉邪胁懈谢芯, 薪械芯斜褏芯写懈屑, 褔褌芯斜褘 锌芯薪褟褌褜 褋褍褌褜 胁芯锌褉芯褋邪 懈听锌褉懈褋褌褍锌懈褌褜 泻听胁褘褉邪斜芯褌泻械 械谐芯 褉械褕械薪懈褟禄.
袣邪泻 屑薪械 褍写邪谢芯褋褜 褍褋褌邪薪芯胁懈褌褜, 褉褍泻芯胁芯写懈褌械谢懈 胁褘褋褕械谐芯 褉邪薪谐邪 褉械写泻芯 懈屑械褞褌 胁听褋胁芯械屑 褉邪褋锌芯褉褟卸械薪懈懈 褌芯谢褜泻芯 25听锌褉芯褑械薪褌芯胁 胁褋械谐芯 褉邪斜芯褔械谐芯 胁褉械屑械薪懈, 泻芯褌芯褉芯械 芯薪懈 屑芯谐褍褌 锌芯褋胁褟褌懈褌褜 胁褘锌芯谢薪械薪懈褞 胁邪卸薪褘褏 蟹邪写邪褔, 薪械锌芯褋褉械写褋褌胁械薪薪芯 胁谢懈褟褞褖懈褏 薪邪 褉械蟹褍谢褜褌邪褌褘 写械褟褌械谢褜薪芯褋褌懈 懈褏 芯褉谐邪薪懈蟹邪褑懈懈. 袠薪邪褔械 谐芯胁芯褉褟, 褍听薪懈褏 薪械 褏胁邪褌邪械褌 胁褉械屑械薪懈 薪邪 褌褍 褉邪斜芯褌褍, 蟹邪 泻芯褌芯褉褍褞 懈屑 锌谢邪褌褟褌 蟹邪褉锌谢邪褌褍.
协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈, 芯斜褖邪褟褋褜 褋听褉邪斜芯褌薪懈泻邪屑懈 褋胁芯械泄 芯褉谐邪薪懈蟹邪褑懈懈, 屑褘褋谢械薪薪芯 锌芯褋褌芯褟薪薪芯 褋锌褉邪褕懈胁邪褞褌 懈褏: 芦袣邪泻芯谐芯 胁泻谢邪写邪 胁褘 芯褌 屑械薪褟 卸写械褌械, 褔褌芯斜褘 锌芯胁褘褋懈褌褜 褍褋锌械褕薪芯褋褌褜 薪邪褕械泄 芯褉谐邪薪懈蟹邪褑懈懈? 袣邪泻, 泻芯谐写邪 懈听胁 泻邪泻芯泄 褎芯褉屑械 胁邪屑 褝褌芯 薪褍卸薪芯?禄
袣芯薪褑械薪褌褉邪褑懈褟 薪邪 芯斜褖械屑 胁泻谢邪写械 褋邪屑邪 锌芯 褋械斜械 胁褘写胁懈谐邪械褌 褔械褌褘褉械 芯褋薪芯胁薪褘褏 褌褉械斜芯胁邪薪懈褟 泻听褝褎褎械泻褌懈胁薪褘屑 屑械卸谢懈褔薪芯褋褌薪褘屑 胁蟹邪懈屑芯芯褌薪芯褕械薪懈褟屑: 1.听袣芯屑屑褍薪懈泻邪褑懈懈. 2.听袣芯屑邪薪写薪邪褟 褉邪斜芯褌邪. 3.听小邪屑芯褉邪蟹胁懈褌懈械. 4.听袪邪蟹胁懈褌懈械 写褉褍谐懈褏 谢褞写械泄.
协褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 薪懈泻芯谐写邪 薪械 蟹邪写褍屑褘胁邪械褌褋褟, 锌褉懈褟褌械薪 谢懈 械屑褍 褉邪斜芯褌薪懈泻. 袨薪 写褍屑邪械褌 芯 胁泻谢邪写械 褝褌芯谐芯 褔械谢芯胁械泻邪 胁听芯斜褖懈泄 褍褋锌械褏, 邪 薪械 芯 褌芯屑, 褋 泻邪泻懈屑懈 写械谢邪屑懈 芯薪 薪械 褋锌褉邪胁谢褟械褌褋褟. 袪褍泻芯胁芯写懈褌械谢褟 懈薪褌械褉械褋褍械褌 写褉褍谐芯械: 褔褌芯 褝褌芯褌 褉邪斜芯褌薪懈泻 写械谢邪械褌 谢褍褔褕械 写褉褍谐懈褏. 袩芯写斜懈褉邪褟 泻邪写褉褘, 薪褍卸薪芯 芯斜褉邪褖邪褌褜 胁薪懈屑邪薪懈械 薪邪 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 褋芯褌褉褍写薪懈泻邪 胁听泻邪泻芯泄-谢懈斜芯 芯写薪芯泄 芯斜谢邪褋褌懈, 邪听薪械 薪邪 锌芯褋褉械写褋褌胁械薪薪褘械 薪邪胁褘泻懈 胁芯 屑薪芯谐懈褏 褋褎械褉邪褏.
袣邪泻 卸械 褌芯谐写邪 褍褋锌械褕薪褘械 褉褍泻芯胁芯写懈褌械谢懈 锌芯写斜懈褉邪褞褌 锌械褉褋芯薪邪谢, 芯锌懈褉邪褟褋褜 薪邪 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 泻邪薪写懈写邪褌芯胁 懈听懈蟹斜械谐邪褟 芯锌邪褋薪芯泄 谢芯胁褍褕泻懈听 鈥� 褋芯蟹写邪薪懈褟 写芯谢卸薪芯褋褌械泄 写谢褟 泻芯薪泻褉械褌薪芯谐芯 褔械谢芯胁械泻邪? 袙 褑械谢芯屑 芯薪懈 褋谢械写褍褞褌 褔械褌褘褉械屑 锌褉邪胁懈谢邪屑.
1.听袨薪懈 薪械 懈褋褏芯写褟褌 懈蟹 褌芯谐芯, 褔褌芯 写芯谢卸薪芯褋褌懈 懈听 褉邪斜芯褔懈械 蟹邪写邪薪懈褟 褋芯蟹写邪薪褘 锌褉懈褉芯写芯泄 懈谢懈 袘芯谐芯屑. 袨薪懈 蟹薪邪褞褌, 褔褌芯 懈褏 锌褉懈写褍屑褘胁邪褞褌 谢褞写懈, 邪听 谢褞写褟屑 褋胁芯泄褋褌胁械薪薪芯 芯褕懈斜邪褌褜褋褟. 袩芯褝褌芯屑褍 褉褍泻芯胁芯写懈褌械谢懈 胁褋械谐写邪 薪邪褋褌芯褉芯卸械, 锌芯褋褌芯褟薪薪芯 胁褘褋屑邪褌褉懈胁邪褞褌 芦薪械胁芯蟹屑芯卸薪褘械禄 屑械褋褌邪 褉邪斜芯褌褘听鈥� 褉邪斜芯褌褘, 胁褘锌芯谢薪械薪懈械 泻芯褌芯褉芯泄 薪械 锌芯写 褋懈谢褍 芯斜褘褔薪褘屑 谢褞写褟屑. 孝褍褌 薪邪写芯 褉褍泻芯胁芯写褋褌胁芯胁邪褌褜褋褟 锌褉芯褋褌褘屑 锌褉邪胁懈谢芯屑: 谢褞斜褍褞 写芯谢卸薪芯褋褌褜, 械褋谢懈 薪邪 薪械泄 锌芯写褉褟写 褋屑械薪懈谢芯褋褜 写胁邪 懈谢懈 褌褉懈 褋芯褌褉褍写薪懈泻邪, 芯褌谢懈褔薪芯 褋锌褉邪胁谢褟胁褕懈褏褋褟 褋芯 褋胁芯懈屑懈 芯斜褟蟹邪薪薪芯褋褌褟屑懈 薪邪 锌褉械写褘写褍褖懈褏 屑械褋褌邪褏 褉邪斜芯褌褘, 褋谢械写褍械褌 褋褔懈褌邪褌褜 薪械胁褘锌芯谢薪懈屑芯泄 懈 锌褉械芯斜褉邪蟹芯胁邪褌褜.
2.听袙褌芯褉芯械 锌褉邪胁懈谢芯 锌芯写斜芯褉邪 泻邪写褉芯胁 薪邪 芯褋薪芯胁械 褋懈谢褜薪褘褏 褋褌芯褉芯薪: 薪械芯斜褏芯写懈屑芯 褋写械谢邪褌褜 泻邪卸写褍褞 写芯谢卸薪芯褋褌褜 屑邪褋褕褌邪斜薪芯泄 懈听蟹薪邪褔懈屑芯泄. 协褌芯 锌芯蟹胁芯谢懈褌 胁褘褟胁懈褌褜 胁听泻邪薪写懈写邪褌械 械谐芯 褋懈谢褜薪褘械 褋褌芯褉芯薪褘. 袪邪斜芯褔械械 蟹邪写邪薪懈械 写芯谢卸薪芯 斜褘褌褜 薪邪褋褌芯谢褜泻芯 褕懈褉芯泻懈屑, 褔褌芯斜褘 胁褋械 褋懈谢褜薪褘械 泻邪褔械褋褌胁邪, 胁谢懈褟褞褖懈械 薪邪 械谐芯 褉械蟹褍谢褜褌邪褌褘, 锌褉芯褟胁懈谢懈褋褜 胁听锌芯谢薪褍褞 褋懈谢褍.
3.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 蟹薪邪褞褌, 褔褌芯 薪邪褔懈薪邪褌褜 褉邪斜芯褌褍 褋听谢褞写褜屑懈 薪褍卸薪芯 褋听褉邪褋泻褉褘褌懈褟 懈听锌褉邪胁懈谢褜薪芯谐芯 懈褋锌芯谢褜蟹芯胁邪薪懈褟 懈褏 锌芯褌械薪褑懈邪谢邪, 邪听薪械 褋听褉邪蟹写邪褔懈 锌芯褉褍褔械薪懈泄 锌芯 胁褘锌芯谢薪械薪懈褞 褋褌邪薪写邪褉褌薪褘褏 芯斜褟蟹邪薪薪芯褋褌械泄. 袩褉械卸写械 褔械屑 胁褘薪械褋褌懈 芯泻芯薪褔邪褌械谢褜薪芯械 褉械褕械薪懈械 锌芯 蟹邪锌芯谢薪械薪懈褞 胁邪泻邪薪褋懈懈, 褌邪泻懈械 褍锌褉邪胁谢褟褞褖懈械 邪薪邪谢懈蟹懈褉褍褞褌 胁芯蟹屑芯卸薪芯褋褌懈 泻邪卸写芯谐芯 泻邪薪写懈写邪褌邪.
1) 听效褌芯 芯薪 写械谢邪械褌 褏芯褉芯褕芯? 2)听 效褌芯 械褖械 芯薪, 褋泻芯褉械械 胁褋械谐芯, 屑芯卸械褌 写械谢邪褌褜 褏芯褉芯褕芯, 芯锌懈褉邪褟褋褜 薪邪 褋胁芯懈 褋锌芯褋芯斜薪芯褋褌懈? 3)听 效褌芯 薪械芯斜褏芯写懈屑芯, 褔褌芯斜褘 芯薪 薪邪褍褔懈谢褋褟 胁听 锌芯谢薪芯泄 屑械褉械 懈褋锌芯谢褜蟹芯胁邪褌褜 褋胁芯懈 褋懈谢褜薪褘械 褋褌芯褉芯薪褘? 4)听 袝褋谢懈 斜褘 褍听屑械薪褟 斜褘谢 褋褘薪 懈谢懈 写芯褔褜, 褏芯褌械谢 谢懈 斜褘 褟, 褔褌芯斜褘 芯薪 懈谢懈 芯薪邪 胁听斜褍写褍褖械屑 褉邪斜芯褌邪谢懈 锌芯写 薪邪褔邪谢芯屑听褝褌芯谐芯 褔械谢芯胁械泻邪? 鈥⑻熜狙囆敌佳� 写邪? 鈥⑻熜狙囆敌佳� 薪械褌?
4.听协褎褎械泻褌懈胁薪芯屑褍 褉褍泻芯胁芯写懈褌械谢褞 懈蟹胁械褋褌薪芯: 褔褌芯斜褘 懈褋锌芯谢褜蟹芯胁邪褌褜 褋懈谢褜薪褘械 褋褌芯褉芯薪褘, 薪械芯斜褏芯写懈屑芯 褍屑械褌褜 屑懈褉懈褌褜褋褟 褋芯 褋谢邪斜褘屑懈.
袩褉懈 褝褌芯屑 胁听芯斜褟蟹邪薪薪芯褋褌懈 褉褍泻芯胁芯写懈褌械谢褟 胁褏芯写懈褌 斜械蟹卸邪谢芯褋褌薪芯械 褍胁芯谢褜薪械薪懈械 谢褞斜芯谐芯 褋芯褌褉褍写薪懈泻邪, 芯褋芯斜械薪薪芯 屑械薪械写卸械褉邪, 泻芯褌芯褉褘泄 懈蟹 褉邪蟹邪 胁听 褉邪蟹 芯泻邪蟹褘胁邪械褌褋褟 薪械 薪邪 胁褘褋芯褌械 锌褉懈 胁褘锌芯谢薪械薪懈懈 褋胁芯懈褏 褋谢褍卸械斜薪褘褏 芯斜褟蟹邪薪薪芯褋褌械泄. 袩芯蟹胁芯谢懈褌褜 褌邪泻芯屑褍 褋芯褌褉褍写薪懈泻褍 芯褋褌邪褌褜褋褟 胁听芯褉谐邪薪懈蟹邪褑懈懈听鈥� 蟹薪邪褔懈褌 褉邪蟹谢邪谐邪褌褜 屑芯褉邪谢褜薪褘泄 写褍褏 芯褋褌邪谢褜薪褘褏. 协褌芯 薪械褋锌褉邪胁械写谢懈胁芯 锌芯 芯褌薪芯褕械薪懈褞 泻芯 胁褋械泄 芯褉谐邪薪懈蟹邪褑懈懈. 协褌芯 薪械褋锌褉邪胁械写谢懈胁芯 锌芯 芯褌薪芯褕械薪懈褞 泻听 械谐芯 锌芯写褔懈薪械薪薪褘屑, 胁褘薪褍卸写械薪薪褘屑 褉邪斜芯褌邪褌褜 锌芯写 薪邪褔邪谢芯屑 薪械邪写械泻胁邪褌薪芯谐芯 褉褍泻芯胁芯写懈褌械谢褟.
袦褘 胁褋械听鈥� 芦褝泻褋锌械褉褌褘禄 锌芯 芯褑械薪泻械 芯泻褉褍卸邪褞褖懈褏 懈听胁懈写懈屑 懈褏 蟹薪邪褔懈褌械谢褜薪芯 褌芯褔薪械械 懈听褔械褌褔械, 褔械屑 芯薪懈 胁懈写褟褌 褋邪屑懈 褋械斜褟.
袙 泻芯薪械褔薪芯屑 褋褔械褌械, 屑芯卸薪芯 褋泻邪蟹邪褌褜, 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 褋褌邪褉邪械褌褋褟 斜褘褌褜 褋邪屑懈屑 褋芯斜芯泄. 袨薪 薪懈泻械屑 薪械 锌褉懈褌胁芯褉褟械褌褋褟. 袨薪 锌褘褌邪械褌褋褟 芯锌褉械写械谢懈褌褜 芯斜褖懈械 褌械薪写械薪褑懈懈, 薪邪斜谢褞写邪褟 蟹邪 褋芯斜褋褌胁械薪薪芯泄 褉邪斜芯褌芯泄 懈听褉械蟹褍谢褜褌邪褌邪屑懈. 芦效褌芯 懈蟹 褌芯谐芯, 褔褌芯 写褉褍谐懈屑 写邪械褌褋褟 褋 褌褉褍写芯屑,听鈥� 褋锌褉邪褕懈胁邪械褌 芯薪 褋械斜褟,听鈥� 屑薪械 胁褘锌芯谢薪懈褌褜 芯褌薪芯褋懈褌械谢褜薪芯 谢械谐泻芯?禄 袨写薪芯屑褍, 薪邪锌褉懈屑械褉, 谢械谐泻芯 褍写邪械褌褋褟 褋芯褋褌邪胁谢械薪懈械 芯褌褔械褌芯胁, 褌芯谐写邪 泻邪泻 写褉褍谐懈褏 褝褌邪 褉邪斜芯褌邪 锌褉芯褋褌芯 锌褍谐邪械褌. 袙听褌芯 卸械 胁褉械屑褟 屑邪褋褌械褉褍 锌芯 褋芯褋褌邪胁谢械薪懈褞 芯褌褔械褌芯胁, 胁芯蟹屑芯卸薪芯, 褌褉褍写薪芯 锌褉懈薪褟褌褜 薪邪 芯褋薪芯胁械 褋胁芯懈褏 卸械 胁褘胁芯写芯胁 芯泻芯薪褔邪褌械谢褜薪芯械 褉械褕械薪懈械. 袠薪褘屑懈 褋谢芯胁邪屑懈, 芯薪 斜芯谢械械 褝褎褎械泻褌懈胁薪芯 懈蟹谢邪谐邪械褌 锌褉芯斜谢械屑褘, 薪械卸械谢懈 锌褉懈薪懈屑邪械褌 褉械褕械薪懈褟 懈听斜械褉械褌 薪邪 褋械斜褟 芯褌胁械褌褋褌胁械薪薪芯褋褌褜 蟹邪 懈褏 褉械邪谢懈蟹邪褑懈褞.
袝褋谢懈 懈听褋褍褖械褋褌胁褍械褌 泻邪泻芯泄-薪懈斜褍写褜 谐谢邪胁薪褘泄 褋械泻褉械褌 褝褎褎械泻褌懈胁薪芯褋褌懈, 褌芯 褝褌芯 泻芯薪褑械薪褌褉邪褑懈褟. 协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 胁听锌械褉胁褍褞 芯褔械褉械写褜 胁褘锌芯谢薪褟褞褌 褋邪屑褘械 胁邪卸薪褘械 写械谢邪 懈听薪懈泻芯谐写邪 薪械 写械谢邪褞褌 薪械褋泻芯谢褜泻芯 胁邪卸薪褘褏 写械谢 芯写薪芯胁褉械屑械薪薪芯.
袧懈 胁听芯写薪芯泄 懈蟹胁械褋褌薪芯泄 屑薪械 芯褉谐邪薪懈蟹邪褑懈懈 薪械褌 薪械写芯褋褌邪褌泻邪 胁听懈写械褟褏, 懈褏 锌褉芯斜谢械屑邪听鈥� 薪械 胁听芯褌褋褍褌褋褌胁懈懈 泻褉械邪褌懈胁薪芯褋褌懈. 袧芯 屑邪谢芯 泻褌芯 懈蟹 薪懈褏 写芯褋褌懈谐邪械褌 褍褋锌械褏邪 斜谢邪谐芯写邪褉褟 褋芯斜褋褌胁械薪薪褘屑 懈写械褟屑. 袛械谢芯 胁听褌芯屑, 褔褌芯 胁褋械 褉邪斜芯褌薪懈泻懈 褋谢懈褕泻芯屑 蟹邪薪褟褌褘 褉械褕械薪懈械屑 蟹邪写邪褔 胁褔械褉邪褕薪械谐芯 写薪褟.
小邪屑芯械 谐谢邪胁薪芯械 胁听锌褉懈芯褉懈褌械褌邪褏 懈听 屑械薪械械 胁邪卸薪褘褏 蟹邪写邪褔邪褏, 芯写薪邪泻芯, 薪械 褉邪褋褋褍写懈褌械谢褜薪褘泄 懈褏 邪薪邪谢懈蟹, 邪听褋屑械谢芯褋褌褜. 小屑械谢芯褋褌褜, 邪听薪械 邪薪邪谢懈蟹, 写懈泻褌褍械褌 写械泄褋褌胁懈褌械谢褜薪芯 胁邪卸薪褘械 锌褉邪胁懈谢邪 芯锌褉械写械谢械薪懈褟 锌褉懈芯褉懈褌械褌芯胁. 鈥⑻捬嬓毙秆€邪泄褌械 斜褍写褍褖械械, 邪听薪械 锌褉芯褕谢芯械. 鈥⑻⌒狙佈€械写芯褌邪褔懈胁邪泄褌械褋褜 薪邪 斜谢邪谐芯锌褉懈褟褌薪褘褏 胁芯蟹屑芯卸薪芯褋褌褟褏, 邪听薪械 薪邪 锌褉芯斜谢械屑械. 鈥⑻捬嬓毙秆€邪泄褌械 褋芯斜褋褌胁械薪薪芯械 薪邪锌褉邪胁谢械薪懈械, 薪械 锌谢褘胁懈褌械 锌芯 褌械褔械薪懈褞 胁褋谢械写 蟹邪 锌芯斜械写懈褌械谢褟屑懈. 鈥⑻⊙傂靶惭屟傂� 屑邪褋褕褌邪斜薪褘械 褑械谢懈听鈥� 褝褌懈 褑械谢懈 写邪写褍褌 胁懈写懈屑褘泄 褉械蟹褍谢褜褌邪褌, 邪听薪械 斜械蟹芯锌邪褋薪芯械 懈听 锌褉芯褋褌芯械 褉械褕械薪懈械.
袩械褉胁褘屑 写械谢芯屑 褉褍泻芯胁芯写懈褌械谢褜, 褍屑械褞褖懈泄 锌褉懈薪懈屑邪褌褜 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟, 蟹邪写邪械褌 褋械斜械 胁芯锌褉芯褋褘: 褟胁谢褟械褌褋褟 谢懈 褋懈褌褍邪褑懈褟 褏邪褉邪泻褌械褉薪芯泄 懈谢懈 褋谢褍卸懈褌 懈褋泻谢褞褔械薪懈械屑 懈蟹 锌褉邪胁懈谢? 小胁芯泄褋褌胁械薪薪芯 谢懈 褝褌芯 斜芯谢褜褕懈薪褋褌胁褍 褋芯斜褘褌懈泄 懈谢懈 褝褌芯 谢懈褕褜 懈褋泻谢褞褔械薪懈械,听锌芯褝褌芯屑褍 薪械芯斜褏芯写懈屑芯 锌褉懈薪懈屑邪褌褜 褋芯芯褌胁械褌褋褌胁褍褞褖懈械 屑械褉褘? 袨斜褖褍褞 褏邪褉邪泻褌械褉薪褍褞 锌褉芯斜谢械屑褍 胁褋械谐写邪 褋谢械写褍械褌 褉械褕邪褌褜 锌褉懈 锌芯屑芯褖懈 锌褉邪胁懈谢邪, 锌褉懈薪褑懈锌邪. 小听懈褋泻谢褞褔械薪懈褟屑懈 薪褍卸薪芯 褉邪蟹斜懈褉邪褌褜褋褟, 褍褔懈褌褘胁邪褟 泻芯薪泻褉械褌薪褍褞 褋懈褌褍邪褑懈褞. 袙褋械 褋芯斜褘褌懈褟, 蟹邪 懈褋泻谢褞褔械薪懈械屑 写械泄褋褌胁懈褌械谢褜薪芯 褍薪懈泻邪谢褜薪褘褏, 褌褉械斜褍褞褌 锌褉懈薪褑懈锌懈邪谢褜薪褘褏 褉械褕械薪懈泄. 袠褏 薪褍卸薪芯 褉邪褋褋屑邪褌褉懈胁邪褌褜 褋泻胁芯蟹褜 锌褉懈蟹屑褍 锌褉邪胁懈谢, 锌芯谢懈褌懈泻懈 懈听锌褉懈薪褑懈锌芯胁. 袩褉懈 胁褘褉邪斜芯褌泻械 胁械褉薪芯谐芯 锌褉懈薪褑懈锌邪 锌芯褟胁谢褟械褌褋褟 胁芯蟹屑芯卸薪芯褋褌褜 锌褉邪谐屑邪褌懈褔薪芯谐芯 锌芯写褏芯写邪 胁听褌芯泄 懈谢懈 懈薪芯泄 褌懈锌懈褔薪芯泄 褋懈褌褍邪褑懈懈, 褌芯 械褋褌褜 胁芯蟹薪懈泻邪械褌 胁芯蟹屑芯卸薪芯褋褌褜 锌褉懈屑械薪懈褌褜 锌褉邪胁懈谢芯 泻听泻芯薪泻褉械褌薪褘屑 褍褋谢芯胁懈褟屑. 袩芯-薪邪褋褌芯褟褖械屑褍 褍薪懈泻邪谢褜薪褘械 褋芯斜褘褌懈褟, 芯写薪邪泻芯, 褌褉械斜褍褞褌 褋褍谐褍斜芯 懈薪写懈胁懈写褍邪谢褜薪芯谐芯 锌芯写褏芯写邪. 袧懈泻褌芯 械褖械 薪械 锌褉懈写褍屑邪谢 锌褉邪胁懈谢邪 写谢褟 懈褋泻谢褞褔械薪懈泄.
袙褌芯褉芯泄 芯褋薪芯胁薪芯泄 褝谢械屑械薪褌 锌褉芯褑械褋褋邪 锌褉懈薪褟褌懈褟 褉械褕械薪懈泄听鈥� 褔械褌泻芯械 芯锌褉械写械谢械薪懈械 褌械褏 褉械蟹褍谢褜褌邪褌芯胁, 泻芯褌芯褉褘械 薪褍卸薪芯 锌芯谢褍褔懈褌褜, 锌褉懈薪褟胁 褌芯 懈谢懈 懈薪芯械 泻芯薪泻褉械褌薪芯械 褉械褕械薪懈械. 袣邪泻懈械 褑械谢懈 芯薪芯 锌褉械褋谢械写褍械褌? 袣邪泻懈械 屑懈薪懈屑邪谢褜薪褘械 蟹邪写邪褔懈 锌械褉械写 薪懈屑 褋褌邪胁褟褌褋褟? 袣邪泻懈屑 褍褋谢芯胁懈褟屑 芯薪芯 写芯谢卸薪芯 褍写芯胁谢械褌胁芯褉褟褌褜? 袙听薪邪褍泻械 褝褌懈 芯斜褋褌芯褟褌械谢褜褋褌胁邪 薪邪蟹褘胁邪褞褌 芦谐褉邪薪懈褔薪褘屑懈 褍褋谢芯胁懈褟屑懈禄. 效褌芯斜褘 褉械褕械薪懈械 斜褘谢芯 褝褎褎械泻褌懈胁薪褘屑, 芯薪芯 写芯谢卸薪芯 褋芯芯褌胁械褌褋褌胁芯胁邪褌褜 谐褉邪薪懈褔薪褘屑 褍褋谢芯胁懈褟屑 懈听 斜褘褌褜 邪写械泻胁邪褌薪褘屑 褑械谢懈.
袧邪褔懈薪邪褌褜 褋听芯锌褉械写械谢械薪懈褟 褌芯谐芯, 褔褌芯 锌褉邪胁懈谢褜薪芯, 邪听薪械 褌芯谐芯, 褔褌芯 锌褉懈械屑谢械屑芯 (薪械 谐芯胁芯褉褟 褍卸械 芯听褉械褕械薪懈懈, 泻褌芯 锌褉邪胁), 褋谢械写褍械褌 懈屑械薪薪芯 锌芯褌芯屑褍, 褔褌芯 薪邪 泻芯薪械褔薪芯屑 褝褌邪锌械, 泻邪泻 锌褉邪胁懈谢芯, 胁褋械 褉邪胁薪芯 锌褉懈褏芯写懈褌褋褟 懈写褌懈 薪邪 泻芯屑锌褉芯屑懈褋褋. 袧芯 械褋谢懈 褔械谢芯胁械泻 薪械 蟹薪邪械褌, 褔褌芯 薪褍卸薪芯 写谢褟 褌芯谐芯, 褔褌芯斜褘 芯褌胁械褔邪褌褜 谐褉邪薪懈褔薪褘屑 褍褋谢芯胁懈褟屑, 芯薪 薪械 褋屑芯卸械褌 褋写械谢邪褌褜 胁褘斜芯褉 屑械卸写褍 锌褉邪胁懈谢褜薪褘屑 懈听 薪械锌褉邪胁懈谢褜薪褘屑 泻芯屑锌褉芯屑懈褋褋芯屑, 邪听褝褌芯 褔邪褋褌芯 锌褉懈胁芯写懈褌 泻听胁褘斜芯褉褍 薪械锌褉邪胁懈谢褜薪芯谐芯 泻芯屑锌褉芯屑懈褋褋邪.
袨写薪邪泻芯 薪懈 芯写薪芯 褉械褕械薪懈械 薪械 斜褍写械褌 褝褎褎械泻褌懈胁薪褘屑, 械褋谢懈 褋听褋邪屑芯谐芯 薪邪褔邪谢邪 薪械 褉邪蟹褉邪斜芯褌邪薪褘 屑械褏邪薪懈蟹屑褘 械谐芯 褉械邪谢懈蟹邪褑懈懈.
袘芯谢褜褕懈薪褋褌胁芯 泻薪懈谐, 锌芯褋胁褟褖械薪薪褘褏 锌褉懈薪褟褌懈褞 褉械褕械薪懈泄, 褋芯胁械褌褍褞褌 褔懈褌邪褌械谢褟屑 芦锌械褉胁褘屑 写械谢芯屑 懈褋泻邪褌褜 褎邪泻褌褘禄. 袧芯 褉褍泻芯胁芯写懈褌械谢懈, 泻芯褌芯褉褘械 锌褉懈薪懈屑邪褞褌 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟, 蟹薪邪褞褌, 褔褌芯 薪邪褔懈薪邪褌褜 薪褍卸薪芯 胁芯胁褋械 薪械 褋听褎邪泻褌芯胁听鈥� 薪邪褔懈薪邪褌褜 薪褍卸薪芯 褋听屑薪械薪懈泄. 袥褞写懈 薪械懈蟹斜械卸薪芯 薪邪褔懈薪邪褞褌 褋听懈蟹谢芯卸械薪懈褟 褋胁芯械谐芯 屑薪械薪懈褟; 锌褉芯褋懈褌褜 懈褏 懈褋泻邪褌褜 褋薪邪褔邪谢邪 褎邪泻褌褘 锌褉芯褋褌芯 薪械卸械谢邪褌械谢褜薪芯. 袠薪邪褔械 芯薪懈 褋褌邪薪褍褌 写械谢邪褌褜 褌芯, 褔褌芯 褋写械谢邪谢 斜褘 谢褞斜芯泄 褔械谢芯胁械泻 薪邪 懈褏 屑械褋褌械听鈥� 胁褘懈褋泻懈胁邪褌褜 褎邪泻褌褘 写谢褟 锌芯写褌胁械褉卸写械薪懈褟 褋胁芯懈褏 胁褘胁芯写芯胁. 袠听褌邪泻懈械 褎邪泻褌褘, 褋谢械写褍械褌 锌褉懈蟹薪邪褌褜, 薪邪褏芯写褟褌褋褟 胁褋械谐写邪.
袨褔械胁懈写薪芯, 褔褌芯 薪邪褔懈薪邪械屑 屑褘 褋听谐懈锌芯褌械蟹听鈥� 械写懈薪褋褌胁械薪薪芯 胁芯蟹屑芯卸薪芯泄 芯褌锌褉邪胁薪芯泄 褌芯褔泻懈 泻邪泻 胁听薪邪褍泻械, 褌邪泻 懈听 锌褉懈 锌褉懈薪褟褌懈懈 褉械褕械薪懈泄. 袨斜褖械懈蟹胁械褋褌薪芯, 泻邪泻 锌芯褋褌褍锌邪褞褌 褋听谐懈锌芯褌械蟹邪屑懈. 袠褏 褋谢械写褍械褌 薪械 芯斜褋褍卸写邪褌褜, 邪听锌褉芯胁械褉褟褌褜. 孝芯谐写邪 褋褌邪薪芯胁懈褌褋褟 锌芯薪褟褌薪芯, 泻邪泻懈械 谐懈锌芯褌械蟹褘 谢芯谐懈褔薪褘 懈听蟹邪褋谢褍卸懈胁邪褞褌 写邪谢褜薪械泄褕械谐芯 褋械褉褜械蟹薪芯谐芯 芯斜写褍屑褘胁邪薪懈褟, 邪听泻邪泻懈械 褉邪蟹褉褍褕邪褌褋褟 锌褉懈 锌械褉胁芯泄 卸械 锌褉芯胁械褉泻械 锌褉邪泻褌懈泻芯泄.
袥褞写懈, 褝褎褎械泻褌懈胁薪褘械 胁听锌褉懈薪褟褌懈懈 褉械褕械薪懈泄, 薪邪屑械褉械薪薪芯 懈听褋芯蟹薪邪褌械谢褜薪芯 懈谐薪芯褉懈褉褍褞褌 胁褌芯褉芯泄 谐谢邪胁薪褘泄 锌芯褋褌褍谢邪褌 斜芯谢褜褕懈薪褋褌胁邪 褍褔械斜薪懈泻芯胁 锌芯 锌褉懈薪褟褌懈褞 褉械褕械薪懈泄 懈听褋褌褉械屑褟褌褋褟 薪械 泻听褋芯谐谢邪褋芯胁邪薪懈褞, 邪听泻 褉邪蟹薪芯芯斜褉邪蟹懈褞 懈听写邪卸械 泻芯薪褎谢懈泻褌褍 屑薪械薪懈泄.
袩械褉胁芯械 锌褉邪胁懈谢芯 锌褉懈薪褟褌懈褟 褉械褕械薪懈褟: 薪械 锌褉懈薪懈屑邪泄褌械 褉械褕械薪懈械, 锌芯泻邪 薪械 褍褋谢褘褕懈褌械 屑薪械薪懈泄, 锌褉芯褌懈胁芯褉械褔邪褖懈褏 胁邪褕械屑褍.
袠褌邪泻, 褋褍褖械褋褌胁褍械褌 褌褉懈 芯褋薪芯胁薪褘械 锌褉懈褔懈薪褘, 锌芯 泻芯褌芯褉褘屑, 锌褉懈薪懈屑邪褟 褉械褕械薪懈械, 褋谢械写褍械褌 薪邪褋褌邪懈胁邪褌褜 薪邪 胁芯蟹褉邪卸械薪懈褟褏 懈听泻芯薪褌褉邪褉谐褍屑械薪褌邪褏. 袙芯-锌械褉胁褘褏, 褝褌芯 械写懈薪褋褌胁械薪薪邪褟 胁芯蟹屑芯卸薪芯褋褌褜 锌褉械写芯褌胁褉邪褌懈褌褜 褋懈褌褍邪褑懈褞, 泻芯谐写邪 谢懈褑芯, 锌褉懈薪懈屑邪褞褖械械 褉械褕械薪懈械, 褋褌邪薪芯胁懈褌褋褟 锌谢械薪薪懈泻芯屑 芯褉谐邪薪懈蟹邪褑懈懈. 袨褌 褌邪泻芯谐芯 褔械谢芯胁械泻邪 胁褋械 锌芯褋褌芯褟薪薪芯 褔械谐芯-褌芯 褏芯褌褟褌. 袣邪卸写褘泄 胁褌芯谢泻芯胁褘胁邪械褌 械屑褍 褋胁芯械 屑薪械薪懈械, 锌褘褌邪褟褋褜, 蟹邪褔邪褋褌褍褞 褋听褋邪屑褘屑懈 斜谢邪谐懈屑懈 薪邪屑械褉械薪懈褟屑懈, 褍斜械写懈褌褜 械谐芯 锌褉懈薪褟褌褜 斜谢邪谐芯锌褉懈褟褌薪芯械 写谢褟 褋械斜褟 褉械褕械薪懈械.
袙芯-胁褌芯褉褘褏, 褌芯谢褜泻芯 褉邪蟹薪芯谐谢邪褋懈褟 懈听胁芯蟹褉邪卸械薪懈褟 锌芯蟹胁芯谢褟褞褌 褌芯屑褍, 泻褌芯 锌褉懈薪懈屑邪械褌 褉械褕械薪懈械, 褍蟹薪邪褌褜 邪谢褜褌械褉薪邪褌懈胁褘 锌褉械写谢邪谐邪械屑芯屑褍 胁邪褉懈邪薪褌褍. 袪械褕械薪懈械 斜械蟹 邪谢褜褌械褉薪邪褌懈胁褘, 褋泻芯褉械械 胁褋械谐芯, 谢懈褕褜 褏芯写 芯褌褔邪褟胁褕械谐芯褋褟 邪蟹邪褉褌薪芯谐芯 懈谐褉芯泻邪, 写邪卸械 械褋谢懈 褝褌芯褌 褏芯写 褌褖邪褌械谢褜薪芯 锌褉芯写褍屑邪薪. 袙褋械谐写邪 褋褍褖械褋褌胁褍械褌 褉懈褋泻 芯褕懈斜懈褌褜褋褟听鈥� 谢懈斜芯 锌芯褌芯屑褍, 褔褌芯 薪邪褔懈薪邪褌褜 褋谢械写芯胁邪谢芯 褋听写褉褍谐芯谐芯 胁邪褉懈邪薪褌邪, 谢懈斜芯 锌芯褌芯屑褍, 褔褌芯 褉械褕械薪懈械 锌械褉械褋褌邪薪械褌 斜褘褌褜 锌褉邪胁懈谢褜薪褘屑 锌芯蟹卸械 懈蟹-蟹邪 懈蟹屑械薪械薪懈褟 褍褋谢芯胁懈泄.
啸芯褌褟 褌芯褌, 泻褌芯 褝褎褎械泻褌懈胁械薪 胁听锌褉懈薪褟褌懈懈 褉械褕械薪懈泄, 薪械褋芯屑薪械薪薪芯, 锌芯薪懈屑邪械褌, 褔褌芯 胁芯泻褉褍谐 薪械谐芯 写芯胁芯谢褜薪芯 屑薪芯谐芯 谐谢褍锌褑芯胁, 褋锌芯褋芯斜薪褘褏 褌芯谢褜泻芯 写芯褋褌邪胁谢褟褌褜 薪械锌褉懈褟褌薪芯褋褌懈, 芯薪 薪懈泻芯谐写邪 薪械 芯褋薪芯胁褘胁邪械褌褋褟 薪邪 锌褉械写锌芯谢芯卸械薪懈懈, 褔褌芯 褔械谢芯胁械泻, 薪械 褋芯谐谢邪褋薪褘泄 褋听褌械屑, 褔褌芯 械屑褍 褋邪屑芯屑褍 泻邪卸械褌褋褟 褟褋薪褘屑 懈听芯褔械胁懈写薪褘屑, 薪械锌褉械屑械薪薪芯 谢懈斜芯 薪械褍屑械薪, 谢懈斜芯 懈薪褌褉懈谐邪薪. 袩芯泻邪 薪械 斜褍写械褌 写芯泻邪蟹邪薪芯 芯斜褉邪褌薪芯械, 芯锌锌芯薪械薪褌 褋褔懈褌邪械褌褋褟 褉邪蟹褍屑薪褘屑 懈听褔械褋褌薪褘屑. 小谢械写芯胁邪褌械谢褜薪芯, 懈褋褏芯写懈褌褜 薪褍卸薪芯 懈蟹 锌褉械写锌芯谢芯卸械薪懈褟, 褔褌芯 芯薪 锌褉懈褕械谢 泻听懈薪芯屑褍 胁褘胁芯写褍 锌芯褌芯屑褍, 褔褌芯 胁懈写懈褌 褉械邪谢褜薪芯褋褌褜 锌芯-写褉褍谐芯屑褍 懈听邪泻褑械薪褌懈褉褍械褌 胁薪懈屑邪薪懈械 薪邪 懈薪芯泄 锌褉芯斜谢械屑械. 协褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 胁褋械谐写邪 芯斜写褍屑褘胁邪械褌, 褔械谐芯 锌褘褌邪械褌褋褟 写芯褋褌懈褔褜 械谐芯 泻芯谢谢械谐邪, 懈褋泻褉械薪薪械 褋褔懈褌邪褞褖懈泄 褋胁芯褞 锌芯蟹懈褑懈褞 褉邪褑懈芯薪邪谢褜薪芯泄 懈听褉邪蟹褍屑薪芯泄. 校褋锌械褕薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 薪邪褑械谢械薪 胁听锌械褉胁褍褞 芯褔械褉械写褜 薪邪 锌芯薪懈屑邪薪懈械, 懈 谢懈褕褜 胁芯 胁褌芯褉褍褞 芯褔械褉械写褜 芯薪 褉邪蟹屑褘褕谢褟械褌 薪邪写 褌械屑, 泻褌芯 锌褉邪胁, 邪听泻褌芯 薪械褌.
袪械褕械薪懈械 褋谢械写褍械褌 锌褉懈薪懈屑邪褌褜 褌芯谐写邪, 泻芯谐写邪 褋懈褌褍邪褑懈褟, 械褋谢懈 薪懈褔械谐芯 薪械 锌褉械写锌褉懈薪褟褌褜, 褋泻芯褉械械 胁褋械谐芯, 褍褏褍写褕懈褌褋褟. 袙听锌芯谢薪芯泄 屑械褉械 褝褌芯 泻邪褋邪械褌褋褟 懈听懈褋锌芯谢褜蟹芯胁邪薪懈褟 斜谢邪谐芯锌褉懈褟褌薪褘褏 胁芯蟹屑芯卸薪芯褋褌械泄. 袝褋谢懈 懈褏 屑芯卸薪芯 褍锌褍褋褌懈褌褜, 薪械 褋芯褉懈械薪褌懈褉芯胁邪胁褕懈褋褜 斜褘褋褌褉芯, 懈听 芯薪懈 写械泄褋褌胁懈褌械谢褜薪芯 胁邪卸薪褘, 褌芯 薪械芯斜褏芯写懈屑芯 写械泄褋褌胁芯胁邪褌褜 懈听懈写褌懈 薪邪 褉邪写懈泻邪谢褜薪褘械 锌械褉械屑械薪褘.
孝械屑 薪械 屑械薪械械, 械褋谢懈 褋听斜芯谢褜褕芯泄 写芯谢械泄 胁械褉芯褟褌薪芯褋褌懈, 薪械 斜芯褟褋褜 芯斜胁懈薪械薪懈泄 胁听懈蟹谢懈褕薪械屑 芯锌褌懈屑懈蟹屑械, 屑芯卸薪芯 芯卸懈写邪褌褜, 褔褌芯 胁褋械 芯斜褉邪蟹褍械褌褋褟 褋邪屑芯 褋芯斜芯泄, 薪械 褋谢械写褍械褌 薪懈褔械谐芯 锌褉械写锌褉懈薪懈屑邪褌褜. 效褌芯 褋谢褍褔懈褌褋褟, 械褋谢懈 薪懈褔械谐芯 薪械 褋写械谢邪褌褜? 袙褋械 褍谢邪写懈褌褋褟 褋邪屑芯 褋芯斜芯泄. 袙听褌邪泻芯屑 褋谢褍褔邪械 胁屑械褕懈胁邪褌褜褋褟 薪械 褋褌芯虂懈褌. 袧械 褋谢械写褍械褌 写械泄褋褌胁芯胁邪褌褜 懈听 褌芯谐写邪, 泻芯谐写邪 芯斜褋褌芯褟褌械谢褜褋褌胁芯, 写邪卸械 褋懈谢褜薪芯 褉邪蟹写褉邪卸邪褞褖械械, 薪械 懈屑械械褌 斜芯谢褜褕芯泄 胁邪卸薪芯褋褌懈 懈听 胁褉褟写 谢懈 褋褌邪薪械褌 褌邪泻芯胁褘屑 胁听斜褍写褍褖械屑.
鈥⑻澬敌拘毖呅拘葱感夹� 写械泄褋褌胁芯胁邪褌褜, 械褋谢懈 锌褉械懈屑褍褖械褋褌胁邪 褟胁薪芯 锌械褉械胁械褕懈胁邪褞褌 蟹邪褌褉邪褌褘 懈听褉懈褋泻. 鈥⑻澬敌拘毖呅拘葱感夹� 写械泄褋褌胁芯胁邪褌褜 谢懈斜芯 薪械 写械泄褋褌胁芯胁邪褌褜, 薪芯 薪械 褍泻谢芯薪褟褌褜褋褟 芯褌 褉械褕械薪懈泄 懈听薪械 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈泄 薪邪锌芯谢芯胁懈薪褍.
袙写褉褍谐 褋褌邪薪芯胁懈褌褋褟 芯褔械胁懈写薪芯, 褔褌芯 褉械褕械薪懈械 薪械锌褉懈褟褌薪芯械 懈听薪械锌芯锌褍谢褟褉薪芯械 懈听 械谐芯 褌褉褍写薪芯 斜褍写械褌 褉械邪谢懈蟹芯胁邪褌褜. 小褌邪薪芯胁懈褌褋褟 褟褋薪芯, 褔褌芯 写谢褟 锌褉懈薪褟褌懈褟 褌邪泻芯谐芯 褉械褕械薪懈褟 薪褍卸薪芯 薪械 褌芯谢褜泻芯 胁蟹胁械褕械薪薪芯械 褋褍卸写械薪懈械, 薪芯 懈听褋屑械谢芯褋褌褜. 袦芯卸薪芯 褋听褍胁械褉械薪薪芯褋褌褜褞 褋泻邪蟹邪褌褜, 褔械谐芯 薪械 褋褌邪薪械褌 写械谢邪褌褜 薪邪 褝褌芯屑 褝褌邪锌械 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜. 袨薪 薪械 锌芯写写邪褋褌褋褟 懈褋泻褍褕械薪懈褞 锌芯褌褉械斜芯胁邪褌褜 锌褉芯胁械褋褌懈 懈褋褋谢械写芯胁邪薪懈械 写邪薪薪芯谐芯 胁芯锌褉芯褋邪 械褖械 褉邪蟹. 孝邪泻芯泄 锌褍褌褜 胁褘斜懈褉邪褞褌 褌褉褍褋褘, 写芯褋褌懈谐邪褟 谢懈褕褜 芯写薪芯谐芯: 芯薪懈 褌褘褋褟褔褍 褉邪蟹 褍屑懈褉邪褞褌 褌邪屑, 谐写械 褋屑械谢褘泄 褔械谢芯胁械泻 褍屑褉械褌 胁褋械谐芯 芯写懈薪 褉邪蟹. 小褌芯谢泻薪褍胁褕懈褋褜 褋听褌褉械斜芯胁邪薪懈械屑 写芯锌芯谢薪懈褌械谢褜薪芯谐芯 懈蟹褍褔械薪懈褟 胁芯锌褉芯褋邪, 芯锌褘褌薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 锌芯写褍屑邪械褌, 懈屑械褞褌褋褟 谢懈 芯褋薪芯胁邪薪懈褟 锌芯谢邪谐邪褌褜, 褔褌芯 芯薪芯 锌褉懈薪械褋械褌 褔褌芯-褌芯 薪芯胁芯械? 袝褋褌褜 谢懈 芯褋薪芯胁邪薪懈褟 褋褔懈褌邪褌褜 薪芯胁芯械, 褔褌芯 屑褘 褍蟹薪邪械屑 锌芯褋谢械, 写械泄褋褌胁懈褌械谢褜薪芯 褉械谢械胁邪薪褌薪褘屑? 袝褋谢懈 芯褌胁械褌褘 薪邪 褝褌懈 胁芯锌褉芯褋褘 芯褌褉懈褑邪褌械谢褜薪褘, 泻邪泻 斜褘胁邪械褌 胁听 斜芯谢褜褕懈薪褋褌胁械 褋谢褍褔邪械胁, 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 薪械 写邪褋褌 褉邪蟹褉械褕械薪懈褟 薪邪 锌褉芯胁械写械薪懈械 芯褔械褉械写薪芯谐芯 懈褋褋谢械写芯胁邪薪懈褟 懈听薪械 锌芯蟹胁芯谢懈褌 蟹褉褟 褌褉邪褌懈褌褜 胁褉械屑褟 锌芯写褔懈薪械薪薪褘褏, 褔褌芯斜褘 褋泻褉褘褌褜 褋芯斜褋褌胁械薪薪褍褞 薪械褉械褕懈褌械谢褜薪芯褋褌褜.
袩褉懈 褝褌芯屑 芯薪 薪械 褋褌邪薪械褌 薪邪褋锌械褏 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈械, 锌芯泻邪 薪械 褍斜械写懈褌褋褟, 褔褌芯 锌芯谢薪芯褋褌褜褞 锌芯薪褟谢 械谐芯 褋褍褌褜. 袣邪泻 谢褞斜芯泄 蟹写褉邪胁芯屑褘褋谢褟褖懈泄 褔械谢芯胁械泻, 芯薪 芯斜褉邪褖邪械褌 胁薪懈屑邪薪懈械 薪邪 褌芯, 褔褌芯 小芯泻褉邪褌 薪邪蟹褘胁邪谢 芦写褍褏芯屑-懈褋泻褍褋懈褌械谢械屑禄听鈥� 薪邪 褋胁芯泄 胁薪褍褌褉械薪薪懈泄 谐芯谢芯褋, 泻芯褌芯褉褘泄 薪邪褕械锌褌褘胁邪械褌: 芦袘褍写褜 芯褋褌芯褉芯卸械薪禄. 孝褉褍写薪芯褋褌懈, 薪械锌褉懈褟褌薪芯褋褌懈 懈谢懈 芯锌邪褋薪芯褋褌褜, 泻芯薪械褔薪芯, 械褖械 薪械 锌褉懈褔懈薪邪 芯褌泻邪蟹褘胁邪褌褜褋褟 芯褌 锌褉邪胁懈谢褜薪芯谐芯 锌芯褋褌褍锌泻邪. 袧芯 锌褉懈褌芯锟斤拷屑芯蟹懈褌褜 褏芯褌褟 斜褘 薪邪 屑懈薪褍褌褍, 械褋谢懈 胁褘 褔褍胁褋褌胁褍械褌械 褋械斜褟 薪械褋锌芯泻芯泄薪芯 懈听褌褉械胁芯卸薪芯, 薪械 锌芯薪懈屑邪褟 锌褉懈褔懈薪褘 褋胁芯懈褏 褔褍胁褋褌胁, 胁械褋褜屑邪 锌芯谢械蟹薪芯. 袪褍泻芯胁芯写懈褌械谢懈, 褍褋锌械褕薪芯 锌褉懈薪懈屑邪褞褖懈械 褉械褕械薪懈褟, 薪械 胁褘卸懈写邪褞褌听写芯谢谐芯 鈥� 薪械褋泻芯谢褜泻芯 写薪械泄, 褋邪屑芯械 斜芯谢褜褕械械, 薪械褋泻芯谢褜泻芯 薪械写械谢褜. 袝褋谢懈 芦写褍褏-懈褋泻褍褋懈褌械谢褜禄 蟹邪 褝褌芯 胁褉械屑褟 薪械 锌芯写邪谢 谐芯谢芯褋邪, 芯薪懈 写械泄褋褌胁褍褞褌 斜褘褋褌褉芯 懈听褝薪械褉谐懈褔薪芯听鈥� 薪械 胁邪卸薪芯, 薪褉邪胁懈褌褋褟 懈屑 褝褌芯 懈谢懈 薪械褌. 袪褍泻芯胁芯写懈褌械谢褟屑 锌谢邪褌褟褌 薪械 蟹邪 褌芯, 褔褌芯 芯薪懈 写械谢邪褞褌 锌褉懈褟褌薪褘械 写谢褟 薪懈褏 胁械褖懈; 懈屑 锌谢邪褌褟褌 蟹邪 胁褘锌芯谢薪械薪懈械 薪褍卸薪褘褏 蟹邪写邪褔. 袗听胁 懈褏 褋锌械褑懈褎懈褔械褋泻芯泄 写械褟褌械谢褜薪芯褋褌懈 褝褌芯 胁听芯褋薪芯胁薪芯屑 褋胁褟蟹邪薪芯 褋听锌褉懈薪褟褌懈械屑 褝褎褎械泻褌懈胁薪褘褏 褉械褕械薪懈泄.
袪褍泻芯胁芯写懈褌械谢懈, 薪械 褍屑械褞褖懈械 褍锌褉邪胁谢褟褌褜 褋芯斜芯泄 写谢褟 锌芯胁褘褕械薪懈褟 褝褎褎械泻褌懈胁薪芯褋褌懈 褋胁芯械泄 写械褟褌械谢褜薪芯褋褌懈, 薪械 褋屑芯谐褍褌 褝褎褎械泻褌懈胁薪芯 褍锌褉邪胁谢褟褌褜 泻芯谢谢械谐邪屑懈 懈听锌芯写褔懈薪械薪薪褘屑懈. 校锌褉邪胁谢械薪懈械 胁听蟹薪邪褔懈褌械谢褜薪芯泄 屑械褉械 芯褋褍褖械褋褌胁谢褟械褌褋褟 薪邪 谢懈褔薪芯屑 锌褉懈屑械褉械.
携 薪邪蟹褘胁邪褞 褉褍泻芯胁芯写懈褌械谢褟屑懈 褌械褏 褉邪斜芯褌薪懈泻芯胁 褍屑褋褌胁械薪薪芯谐芯 褌褉褍写邪, 屑械薪械写卸械褉芯胁 懈谢懈 薪械蟹邪胁懈褋懈屑褘褏 锌褉芯褎械褋褋懈芯薪邪谢芯胁, 泻芯褌芯褉褘械 胁听褋懈谢褍 褋胁芯械谐芯 锌芯谢芯卸械薪懈褟 懈谢懈 懈屑械褞褖懈褏褋褟 蟹薪邪薪懈泄 芯斜褟蟹邪薪褘 胁听 褏芯写械 褋胁芯械泄 写械褟褌械谢褜薪芯褋褌懈 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈褟, 芯泻邪蟹褘胁邪褞褖懈械 蟹薪邪褔懈褌械谢褜薪芯械 胁谢懈褟薪懈械 薪邪 褉械蟹褍谢褜褌邪褌 褉邪斜芯褌褘 胁褋械泄 芯褉谐邪薪懈蟹邪褑懈懈.
袨锌褘褌 褉邪蟹胁懈褌懈褟 褔械谢芯胁械褔械褋褌胁邪 谐芯胁芯褉懈褌 芯听褌芯屑, 褔褌芯 械写懈薪褋褌胁械薪薪褘泄 褉邪斜芯褌薪懈泻, 薪械懈蟹屑械薪薪芯 懈屑械褞褖懈泄褋褟 胁听薪邪谢懈褔懈懈 鈥� 褝褌芯 褍薪懈胁械褉褋邪谢褜薪芯 薪械泻芯屑锌械褌械薪褌薪褘泄 褉邪斜芯褌薪懈泻.
小褍褖械褋褌胁褍械褌 锌褟褌褜 芯褋薪芯胁薪褘褏 屑械褌芯写懈泻, 芦锌褟褌褜 锌褉懈胁褘褔械泻禄, 泻芯褌芯褉褘械 薪械芯斜褏芯写懈屑芯 胁褘褉邪斜芯褌邪褌褜 褉褍泻芯胁芯写懈褌械谢褞, 褔褌芯斜褘 褉邪斜芯褌邪褌褜 褝褎褎械泻褌懈胁薪芯. 1.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 蟹薪邪褞褌, 薪邪 褔褌芯 褉邪褋褏芯写褍械褌褋褟 懈褏 胁褉械屑褟. 袨薪懈 褋懈褋褌械屑邪褌懈褔械褋泻懈 褌褉褍写褟褌褋褟 薪邪写 褍锌褉邪胁谢械薪懈械屑 褌芯泄 屑邪谢芯泄 写芯谢械泄 褋胁芯械谐芯 胁褉械屑械薪懈, 泻芯褌芯褉褍褞 芯薪懈 写械泄褋褌胁懈褌械谢褜薪芯 屑芯谐褍褌 泻芯薪褌褉芯谢懈褉芯胁邪褌褜. 2.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 泻芯薪褑械薪褌褉懈褉褍褞褌褋褟 薪邪 写芯褋褌懈卸械薪懈褟褏, 胁褘褏芯写褟褖懈褏 蟹邪 褉邪屑泻懈 懈褏 芯褉谐邪薪懈蟹邪褑懈泄. 袨薪懈 薪邪褑械谢械薪褘 薪械 薪邪 胁褘锌芯谢薪械薪懈械 褉邪斜芯褌褘 泻邪泻 褌邪泻芯胁芯泄, 邪听薪邪 泻芯薪械褔薪褘泄 褉械蟹褍谢褜褌邪褌. 袩褉械卸写械 褔械屑 锌褉懈褋褌褍锌懈褌褜 泻听胁褘锌芯谢薪械薪懈褞 褌芯谐芯 懈谢懈 懈薪芯谐芯 蟹邪写邪薪懈褟, 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 蟹邪写邪械褌 褋械斜械 胁芯锌褉芯褋: 芦袣邪泻懈褏 褉械蟹褍谢褜褌邪褌芯胁 芯褌 屑械薪褟 芯卸懈写邪褞褌?禄 小邪屑 锌褉芯褑械褋褋 褉邪斜芯褌褘, 薪械 谐芯胁芯褉褟 褍卸械 芯听泻芯薪泻褉械褌薪褘褏 屑械褌芯写邪褏 械械 胁褘锌芯谢薪械薪懈褟, 芯褌褏芯写懈褌 写谢褟 薪械谐芯 薪邪 胁褌芯褉芯泄 锌谢邪薪.
3.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 褉邪蟹胁懈胁邪褞褌 褋懈谢褜薪褘械 褋褌芯褉芯薪褘听鈥� 褋胁芯懈 褋芯斜褋褌胁械薪薪褘械, 褋胁芯懈褏 薪邪褔邪谢褜薪懈泻芯胁, 泻芯谢谢械谐, 锌芯写褔懈薪械薪薪褘褏. 袙听褋谢芯卸薪褘褏 褋懈褌褍邪褑懈褟褏 芯薪懈 锌芯谢邪谐邪褞褌褋褟 懈屑械薪薪芯 薪邪 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 懈听薪械 蟹邪褑懈泻谢懈胁邪褞褌褋褟 薪邪 褋谢邪斜褘褏. 袨薪懈 薪械 薪邪褔懈薪邪褞褌 褋听蟹邪写邪褔, 泻芯褌芯褉褘械 薪械 胁听 褋芯褋褌芯褟薪懈懈 褉械褕懈褌褜. 4.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 褋芯褋褉械写芯褌邪褔懈胁邪褞褌褋褟 薪邪 薪械褋泻芯谢褜泻懈褏 泻褉褍锌薪械泄褕懈褏 芯斜谢邪褋褌褟褏, 谐写械 芯褌谢懈褔薪邪褟 褉邪斜芯褌邪 锌褉懈胁械写械褌 泻听胁褘写邪褞褖懈屑褋褟 褉械蟹褍谢褜褌邪褌邪屑. 袨薪懈 蟹邪褋褌邪胁谢褟褞褌 褋械斜褟 芯锌褉械写械谢褟褌褜 锌褉懈芯褉懈褌械褌褘 懈听薪械 芯褌褋褌褍锌邪褌褜 芯褌 锌褉懈薪褟褌褘褏 褉械褕械薪懈泄. 袨薪懈 蟹薪邪褞褌, 褔褌芯 褍听薪懈褏 薪械褌 懈薪芯谐芯 胁褘斜芯褉邪, 泻褉芯屑械 泻邪泻 胁薪邪褔邪谢械 蟹邪薪褟褌褜褋褟 写械谢邪屑懈 锌械褉胁芯褋褌械锌械薪薪芯泄 胁邪卸薪芯褋褌懈,听胁褌芯褉芯褋褌械锌械薪薪褘屑懈 卸械 薪械 蟹邪薪懈屑邪褌褜褋褟 薪懈泻芯谐写邪. 袠薪邪褔械 薪械 斜褍写械褌 褋写械谢邪薪芯 薪懈褔械谐芯.
5.听袧邪泻芯薪械褑, 褝褎褎械泻褌懈胁薪芯 褉邪斜芯褌邪褞褖懈械 褉褍泻芯胁芯写懈褌械谢懈 锌褉懈薪懈屑邪褞褌 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟. 袨薪懈 蟹薪邪褞褌, 褔褌芯 锌褉邪胁懈谢褜薪褘械 褉械褕械薪懈褟听鈥� 褝褌芯 薪械 褔褌芯 懈薪芯械, 泻邪泻 褋懈褋褌械屑邪,听鈥� 褉褟写 锌褉邪胁懈谢褜薪褘褏 褕邪谐芯胁 胁听锌褉邪胁懈谢褜薪芯泄 锌芯褋谢械写芯胁邪褌械谢褜薪芯褋褌懈. 袨薪懈 蟹薪邪褞褌, 褔褌芯 褝褎褎械泻褌懈胁薪芯械 褉械褕械薪懈械听鈥� 褝褌芯 胁褋械谐写邪 褋褍卸写械薪懈械, 芯褋薪芯胁邪薪薪芯械 薪邪 芦薪械褋芯胁锌邪写械薪懈懈 屑薪械薪懈泄禄, 邪听薪械 薪邪 芦泻芯薪褋械薪褋褍褋械 胁听芯褌薪芯褕械薪懈懈 褎邪泻褌芯胁禄. 袠听懈屑 懈蟹胁械褋褌薪芯, 褔褌芯 斜褘褋褌褉芯 锌褉懈薪褟褌芯械 褉械褕械薪懈械听鈥� 褝褌芯 芯褕懈斜芯褔薪芯械 褉械褕械薪懈械. 袪械褕械薪懈泄 写芯谢卸薪芯 斜褘褌褜 薪械屑薪芯谐芯, 薪芯 褎褍薪写邪屑械薪褌邪谢褜薪褘褏. 袧械芯斜褏芯写懈屑邪 锌褉邪胁懈谢褜薪邪褟 褋褌褉邪褌械谐懈褟, 邪听薪械 懈蟹芯斜褉械褌邪褌械谢褜薪褘械 锌褉懈械屑褘.
袧懈褔褌芯 写褉褍谐芯械, 薪邪胁械褉薪芯械, 褌邪泻 薪械 芯褌谢懈褔邪械褌 褝褎褎械泻褌懈胁薪芯 褉邪斜芯褌邪褞褖懈褏 褉褍泻芯胁芯写懈褌械谢械泄, 泻邪泻 斜械褉械卸薪芯械 芯褌薪芯褕械薪懈械 泻芯 胁褉械屑械薪懈.
袩械褉胁褘泄 褕邪谐 泻听锌芯胁褘褕械薪懈褞 褝褎褎械泻褌懈胁薪芯褋褌懈 褉邪斜芯褌褘 褉褍泻芯胁芯写懈褌械谢褟听鈥� 褝褌芯 褌芯褔薪邪褟 褉械谐懈褋褌褉邪褑懈褟 褎邪泻褌懈褔械褋泻懈褏 褌褉邪褌 胁褉械屑械薪懈.
芦效褌芯 褋谢褍褔懈褌褋褟, 械褋谢懈 褝褌芯谐芯 胁芯芯斜褖械 薪械 写械谢邪褌褜?禄 袝褋谢懈 胁褘 芯褌胁械褌懈褌械: 芦袧懈褔械谐芯 薪械 褋谢褍褔懈褌褋褟禄, 蟹薪邪褔懈褌, 芯褌 写械谢邪 薪褍卸薪芯 芯褌泻邪蟹邪褌褜褋褟.
袙褌芯褉芯泄 胁芯锌褉芯褋 蟹胁褍褔懈褌 褌邪泻: 芦袣邪泻懈屑懈 胁懈写邪屑懈 屑芯械泄 写械褟褌械谢褜薪芯褋褌懈 屑芯卸薪芯 锌芯褉褍褔懈褌褜 蟹邪薪褟褌褜褋褟 泻芯屑褍-褌芯 写褉褍谐芯屑褍, 褔褌芯斜褘 芯薪 胁褘锌芯谢薪懈谢 褉邪斜芯褌褍 薪械 褏褍卸械, 邪听褌芯 懈听谢褍褔褕械 屑械薪褟?禄
袨写薪褍 褉邪褋锌褉芯褋褌褉邪薪械薪薪褍褞 锌褉懈褔懈薪褍 薪械锌褉芯写褍泻褌懈胁薪芯泄 褌褉邪褌褘 胁褉械屑械薪懈 褉褍泻芯胁芯写懈褌械谢褜 胁听蟹薪邪褔懈褌械谢褜薪芯泄 褋褌械锌械薪懈 褋锌芯褋芯斜械薪 泻芯薪褌褉芯谢懈褉芯胁邪褌褜 懈, 褋谢械写芯胁邪褌械谢褜薪芯, 褍褋褌褉邪薪懈褌褜. 协褌芯 胁褉械屑褟 写褉褍谐懈褏 谢褞写械泄, 泻芯褌芯褉芯械 芯褌薪懈屑邪械褌 芯薪 褋邪屑. 协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 薪邪褍褔懈谢懈褋褜 褋懈褋褌械屑邪褌懈褔械褋泻懈 懈听斜械蟹 褋褌械褋薪械薪懈褟 褋锌褉邪褕懈胁邪褌褜 锌芯写褔懈薪械薪薪褘褏: 芦袣邪泻懈械 屑芯懈 写械泄褋褌胁懈褟 芯褌薪懈屑邪褞褌 褍听胁邪褋 胁褉械屑褟, 薪械 锌褉懈薪芯褋褟 锌芯谢褜蟹褘 褉邪斜芯褌械?禄 小锌芯褋芯斜薪芯褋褌褜 褋锌褉芯褋懈褌褜 芯斜 褝褌芯屑 懈听斜械蟹 褋褌褉邪褏邪 褍褋谢褘褕邪褌褜 锌褉邪胁写褍听鈥� 芯写薪芯 懈蟹 芯褌谢懈褔懈褌械谢褜薪褘褏 泻邪褔械褋褌胁 褝褎褎械泻褌懈胁薪芯 褉邪斜芯褌邪褞褖械谐芯 褉褍泻芯胁芯写懈褌械谢褟.
芦袗 锌芯褔械屑褍 薪邪 薪邪褕懈 褋听 胁邪屑懈 胁褋褌褉械褔懈 胁褋械谐写邪 芯褌胁芯写懈褌褋褟 褉芯胁薪芯 锌芯谢褌芯褉邪 褔邪褋邪?禄 袠听芯薪 芯褌胁械褌懈谢: 芦协褌芯 锌褉芯褋褌芯. 携 锌褉懈褕械谢 泻听胁褘胁芯写褍, 褔褌芯 屑芯谐褍 泻芯薪褑械薪褌褉懈褉芯胁邪褌褜 褋胁芯械 胁薪懈屑邪薪懈械 薪邪 泻邪泻芯泄-褌芯 芯写薪芯泄 褌械屑械 胁听褌械褔械薪懈械 锌褉懈屑械褉薪芯 锌芯谢褍褌芯褉邪 褔邪褋芯胁. 袝褋谢懈 卸械 褟听褍写械谢褟褞 褝褌芯泄 褌械屑械 懈谢懈, 褋泻邪卸械屑, 胁褘锌芯谢薪械薪懈褞 泻邪泻芯谐芯-褌芯 蟹邪写邪薪懈褟 斜芯谢褜褕械 胁褉械屑械薪懈, 屑芯械 胁薪懈屑邪薪懈械 薪邪褔懈薪邪械褌 褉邪褋褋械懈胁邪褌褜褋褟. 袧芯 褟 褌邪泻卸械 芯斜薪邪褉褍卸懈谢, 褔褌芯 斜芯谢械械 懈谢懈 屑械薪械械 胁邪卸薪芯械 蟹邪写邪薪懈械 屑芯卸薪芯 胁褘锌芯谢薪懈褌褜 薪械 屑械薪械械 褔械屑 蟹邪 锌芯谢褌芯褉邪 褔邪褋邪. 袠屑械薪薪芯 褌邪泻芯泄 芯褌褉械蟹芯泻 胁褉械屑械薪懈, 泻邪泻 锌褉邪胁懈谢芯, 薪械芯斜褏芯写懈屑, 褔褌芯斜褘 锌芯薪褟褌褜 褋褍褌褜 胁芯锌褉芯褋邪 懈听锌褉懈褋褌褍锌懈褌褜 泻听胁褘褉邪斜芯褌泻械 械谐芯 褉械褕械薪懈褟禄.
袣邪泻 屑薪械 褍写邪谢芯褋褜 褍褋褌邪薪芯胁懈褌褜, 褉褍泻芯胁芯写懈褌械谢懈 胁褘褋褕械谐芯 褉邪薪谐邪 褉械写泻芯 懈屑械褞褌 胁听褋胁芯械屑 褉邪褋锌芯褉褟卸械薪懈懈 褌芯谢褜泻芯 25听锌褉芯褑械薪褌芯胁 胁褋械谐芯 褉邪斜芯褔械谐芯 胁褉械屑械薪懈, 泻芯褌芯褉芯械 芯薪懈 屑芯谐褍褌 锌芯褋胁褟褌懈褌褜 胁褘锌芯谢薪械薪懈褞 胁邪卸薪褘褏 蟹邪写邪褔, 薪械锌芯褋褉械写褋褌胁械薪薪芯 胁谢懈褟褞褖懈褏 薪邪 褉械蟹褍谢褜褌邪褌褘 写械褟褌械谢褜薪芯褋褌懈 懈褏 芯褉谐邪薪懈蟹邪褑懈懈. 袠薪邪褔械 谐芯胁芯褉褟, 褍听薪懈褏 薪械 褏胁邪褌邪械褌 胁褉械屑械薪懈 薪邪 褌褍 褉邪斜芯褌褍, 蟹邪 泻芯褌芯褉褍褞 懈屑 锌谢邪褌褟褌 蟹邪褉锌谢邪褌褍.
协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈, 芯斜褖邪褟褋褜 褋听褉邪斜芯褌薪懈泻邪屑懈 褋胁芯械泄 芯褉谐邪薪懈蟹邪褑懈懈, 屑褘褋谢械薪薪芯 锌芯褋褌芯褟薪薪芯 褋锌褉邪褕懈胁邪褞褌 懈褏: 芦袣邪泻芯谐芯 胁泻谢邪写邪 胁褘 芯褌 屑械薪褟 卸写械褌械, 褔褌芯斜褘 锌芯胁褘褋懈褌褜 褍褋锌械褕薪芯褋褌褜 薪邪褕械泄 芯褉谐邪薪懈蟹邪褑懈懈? 袣邪泻, 泻芯谐写邪 懈听胁 泻邪泻芯泄 褎芯褉屑械 胁邪屑 褝褌芯 薪褍卸薪芯?禄
袣芯薪褑械薪褌褉邪褑懈褟 薪邪 芯斜褖械屑 胁泻谢邪写械 褋邪屑邪 锌芯 褋械斜械 胁褘写胁懈谐邪械褌 褔械褌褘褉械 芯褋薪芯胁薪褘褏 褌褉械斜芯胁邪薪懈褟 泻听褝褎褎械泻褌懈胁薪褘屑 屑械卸谢懈褔薪芯褋褌薪褘屑 胁蟹邪懈屑芯芯褌薪芯褕械薪懈褟屑: 1.听袣芯屑屑褍薪懈泻邪褑懈懈. 2.听袣芯屑邪薪写薪邪褟 褉邪斜芯褌邪. 3.听小邪屑芯褉邪蟹胁懈褌懈械. 4.听袪邪蟹胁懈褌懈械 写褉褍谐懈褏 谢褞写械泄.
协褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 薪懈泻芯谐写邪 薪械 蟹邪写褍屑褘胁邪械褌褋褟, 锌褉懈褟褌械薪 谢懈 械屑褍 褉邪斜芯褌薪懈泻. 袨薪 写褍屑邪械褌 芯 胁泻谢邪写械 褝褌芯谐芯 褔械谢芯胁械泻邪 胁听芯斜褖懈泄 褍褋锌械褏, 邪 薪械 芯 褌芯屑, 褋 泻邪泻懈屑懈 写械谢邪屑懈 芯薪 薪械 褋锌褉邪胁谢褟械褌褋褟. 袪褍泻芯胁芯写懈褌械谢褟 懈薪褌械褉械褋褍械褌 写褉褍谐芯械: 褔褌芯 褝褌芯褌 褉邪斜芯褌薪懈泻 写械谢邪械褌 谢褍褔褕械 写褉褍谐懈褏. 袩芯写斜懈褉邪褟 泻邪写褉褘, 薪褍卸薪芯 芯斜褉邪褖邪褌褜 胁薪懈屑邪薪懈械 薪邪 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 褋芯褌褉褍写薪懈泻邪 胁听泻邪泻芯泄-谢懈斜芯 芯写薪芯泄 芯斜谢邪褋褌懈, 邪听薪械 薪邪 锌芯褋褉械写褋褌胁械薪薪褘械 薪邪胁褘泻懈 胁芯 屑薪芯谐懈褏 褋褎械褉邪褏.
袣邪泻 卸械 褌芯谐写邪 褍褋锌械褕薪褘械 褉褍泻芯胁芯写懈褌械谢懈 锌芯写斜懈褉邪褞褌 锌械褉褋芯薪邪谢, 芯锌懈褉邪褟褋褜 薪邪 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 泻邪薪写懈写邪褌芯胁 懈听懈蟹斜械谐邪褟 芯锌邪褋薪芯泄 谢芯胁褍褕泻懈听 鈥� 褋芯蟹写邪薪懈褟 写芯谢卸薪芯褋褌械泄 写谢褟 泻芯薪泻褉械褌薪芯谐芯 褔械谢芯胁械泻邪? 袙 褑械谢芯屑 芯薪懈 褋谢械写褍褞褌 褔械褌褘褉械屑 锌褉邪胁懈谢邪屑.
1.听袨薪懈 薪械 懈褋褏芯写褟褌 懈蟹 褌芯谐芯, 褔褌芯 写芯谢卸薪芯褋褌懈 懈听 褉邪斜芯褔懈械 蟹邪写邪薪懈褟 褋芯蟹写邪薪褘 锌褉懈褉芯写芯泄 懈谢懈 袘芯谐芯屑. 袨薪懈 蟹薪邪褞褌, 褔褌芯 懈褏 锌褉懈写褍屑褘胁邪褞褌 谢褞写懈, 邪听 谢褞写褟屑 褋胁芯泄褋褌胁械薪薪芯 芯褕懈斜邪褌褜褋褟. 袩芯褝褌芯屑褍 褉褍泻芯胁芯写懈褌械谢懈 胁褋械谐写邪 薪邪褋褌芯褉芯卸械, 锌芯褋褌芯褟薪薪芯 胁褘褋屑邪褌褉懈胁邪褞褌 芦薪械胁芯蟹屑芯卸薪褘械禄 屑械褋褌邪 褉邪斜芯褌褘听鈥� 褉邪斜芯褌褘, 胁褘锌芯谢薪械薪懈械 泻芯褌芯褉芯泄 薪械 锌芯写 褋懈谢褍 芯斜褘褔薪褘屑 谢褞写褟屑. 孝褍褌 薪邪写芯 褉褍泻芯胁芯写褋褌胁芯胁邪褌褜褋褟 锌褉芯褋褌褘屑 锌褉邪胁懈谢芯屑: 谢褞斜褍褞 写芯谢卸薪芯褋褌褜, 械褋谢懈 薪邪 薪械泄 锌芯写褉褟写 褋屑械薪懈谢芯褋褜 写胁邪 懈谢懈 褌褉懈 褋芯褌褉褍写薪懈泻邪, 芯褌谢懈褔薪芯 褋锌褉邪胁谢褟胁褕懈褏褋褟 褋芯 褋胁芯懈屑懈 芯斜褟蟹邪薪薪芯褋褌褟屑懈 薪邪 锌褉械写褘写褍褖懈褏 屑械褋褌邪褏 褉邪斜芯褌褘, 褋谢械写褍械褌 褋褔懈褌邪褌褜 薪械胁褘锌芯谢薪懈屑芯泄 懈 锌褉械芯斜褉邪蟹芯胁邪褌褜.
2.听袙褌芯褉芯械 锌褉邪胁懈谢芯 锌芯写斜芯褉邪 泻邪写褉芯胁 薪邪 芯褋薪芯胁械 褋懈谢褜薪褘褏 褋褌芯褉芯薪: 薪械芯斜褏芯写懈屑芯 褋写械谢邪褌褜 泻邪卸写褍褞 写芯谢卸薪芯褋褌褜 屑邪褋褕褌邪斜薪芯泄 懈听蟹薪邪褔懈屑芯泄. 协褌芯 锌芯蟹胁芯谢懈褌 胁褘褟胁懈褌褜 胁听泻邪薪写懈写邪褌械 械谐芯 褋懈谢褜薪褘械 褋褌芯褉芯薪褘. 袪邪斜芯褔械械 蟹邪写邪薪懈械 写芯谢卸薪芯 斜褘褌褜 薪邪褋褌芯谢褜泻芯 褕懈褉芯泻懈屑, 褔褌芯斜褘 胁褋械 褋懈谢褜薪褘械 泻邪褔械褋褌胁邪, 胁谢懈褟褞褖懈械 薪邪 械谐芯 褉械蟹褍谢褜褌邪褌褘, 锌褉芯褟胁懈谢懈褋褜 胁听锌芯谢薪褍褞 褋懈谢褍.
3.听协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 蟹薪邪褞褌, 褔褌芯 薪邪褔懈薪邪褌褜 褉邪斜芯褌褍 褋听谢褞写褜屑懈 薪褍卸薪芯 褋听褉邪褋泻褉褘褌懈褟 懈听锌褉邪胁懈谢褜薪芯谐芯 懈褋锌芯谢褜蟹芯胁邪薪懈褟 懈褏 锌芯褌械薪褑懈邪谢邪, 邪听薪械 褋听褉邪蟹写邪褔懈 锌芯褉褍褔械薪懈泄 锌芯 胁褘锌芯谢薪械薪懈褞 褋褌邪薪写邪褉褌薪褘褏 芯斜褟蟹邪薪薪芯褋褌械泄. 袩褉械卸写械 褔械屑 胁褘薪械褋褌懈 芯泻芯薪褔邪褌械谢褜薪芯械 褉械褕械薪懈械 锌芯 蟹邪锌芯谢薪械薪懈褞 胁邪泻邪薪褋懈懈, 褌邪泻懈械 褍锌褉邪胁谢褟褞褖懈械 邪薪邪谢懈蟹懈褉褍褞褌 胁芯蟹屑芯卸薪芯褋褌懈 泻邪卸写芯谐芯 泻邪薪写懈写邪褌邪.
1) 听效褌芯 芯薪 写械谢邪械褌 褏芯褉芯褕芯? 2)听 效褌芯 械褖械 芯薪, 褋泻芯褉械械 胁褋械谐芯, 屑芯卸械褌 写械谢邪褌褜 褏芯褉芯褕芯, 芯锌懈褉邪褟褋褜 薪邪 褋胁芯懈 褋锌芯褋芯斜薪芯褋褌懈? 3)听 效褌芯 薪械芯斜褏芯写懈屑芯, 褔褌芯斜褘 芯薪 薪邪褍褔懈谢褋褟 胁听 锌芯谢薪芯泄 屑械褉械 懈褋锌芯谢褜蟹芯胁邪褌褜 褋胁芯懈 褋懈谢褜薪褘械 褋褌芯褉芯薪褘? 4)听 袝褋谢懈 斜褘 褍听屑械薪褟 斜褘谢 褋褘薪 懈谢懈 写芯褔褜, 褏芯褌械谢 谢懈 斜褘 褟, 褔褌芯斜褘 芯薪 懈谢懈 芯薪邪 胁听斜褍写褍褖械屑 褉邪斜芯褌邪谢懈 锌芯写 薪邪褔邪谢芯屑听褝褌芯谐芯 褔械谢芯胁械泻邪? 鈥⑻熜狙囆敌佳� 写邪? 鈥⑻熜狙囆敌佳� 薪械褌?
4.听协褎褎械泻褌懈胁薪芯屑褍 褉褍泻芯胁芯写懈褌械谢褞 懈蟹胁械褋褌薪芯: 褔褌芯斜褘 懈褋锌芯谢褜蟹芯胁邪褌褜 褋懈谢褜薪褘械 褋褌芯褉芯薪褘, 薪械芯斜褏芯写懈屑芯 褍屑械褌褜 屑懈褉懈褌褜褋褟 褋芯 褋谢邪斜褘屑懈.
袩褉懈 褝褌芯屑 胁听芯斜褟蟹邪薪薪芯褋褌懈 褉褍泻芯胁芯写懈褌械谢褟 胁褏芯写懈褌 斜械蟹卸邪谢芯褋褌薪芯械 褍胁芯谢褜薪械薪懈械 谢褞斜芯谐芯 褋芯褌褉褍写薪懈泻邪, 芯褋芯斜械薪薪芯 屑械薪械写卸械褉邪, 泻芯褌芯褉褘泄 懈蟹 褉邪蟹邪 胁听 褉邪蟹 芯泻邪蟹褘胁邪械褌褋褟 薪械 薪邪 胁褘褋芯褌械 锌褉懈 胁褘锌芯谢薪械薪懈懈 褋胁芯懈褏 褋谢褍卸械斜薪褘褏 芯斜褟蟹邪薪薪芯褋褌械泄. 袩芯蟹胁芯谢懈褌褜 褌邪泻芯屑褍 褋芯褌褉褍写薪懈泻褍 芯褋褌邪褌褜褋褟 胁听芯褉谐邪薪懈蟹邪褑懈懈听鈥� 蟹薪邪褔懈褌 褉邪蟹谢邪谐邪褌褜 屑芯褉邪谢褜薪褘泄 写褍褏 芯褋褌邪谢褜薪褘褏. 协褌芯 薪械褋锌褉邪胁械写谢懈胁芯 锌芯 芯褌薪芯褕械薪懈褞 泻芯 胁褋械泄 芯褉谐邪薪懈蟹邪褑懈懈. 协褌芯 薪械褋锌褉邪胁械写谢懈胁芯 锌芯 芯褌薪芯褕械薪懈褞 泻听 械谐芯 锌芯写褔懈薪械薪薪褘屑, 胁褘薪褍卸写械薪薪褘屑 褉邪斜芯褌邪褌褜 锌芯写 薪邪褔邪谢芯屑 薪械邪写械泻胁邪褌薪芯谐芯 褉褍泻芯胁芯写懈褌械谢褟.
袦褘 胁褋械听鈥� 芦褝泻褋锌械褉褌褘禄 锌芯 芯褑械薪泻械 芯泻褉褍卸邪褞褖懈褏 懈听胁懈写懈屑 懈褏 蟹薪邪褔懈褌械谢褜薪芯 褌芯褔薪械械 懈听褔械褌褔械, 褔械屑 芯薪懈 胁懈写褟褌 褋邪屑懈 褋械斜褟.
袙 泻芯薪械褔薪芯屑 褋褔械褌械, 屑芯卸薪芯 褋泻邪蟹邪褌褜, 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 褋褌邪褉邪械褌褋褟 斜褘褌褜 褋邪屑懈屑 褋芯斜芯泄. 袨薪 薪懈泻械屑 薪械 锌褉懈褌胁芯褉褟械褌褋褟. 袨薪 锌褘褌邪械褌褋褟 芯锌褉械写械谢懈褌褜 芯斜褖懈械 褌械薪写械薪褑懈懈, 薪邪斜谢褞写邪褟 蟹邪 褋芯斜褋褌胁械薪薪芯泄 褉邪斜芯褌芯泄 懈听褉械蟹褍谢褜褌邪褌邪屑懈. 芦效褌芯 懈蟹 褌芯谐芯, 褔褌芯 写褉褍谐懈屑 写邪械褌褋褟 褋 褌褉褍写芯屑,听鈥� 褋锌褉邪褕懈胁邪械褌 芯薪 褋械斜褟,听鈥� 屑薪械 胁褘锌芯谢薪懈褌褜 芯褌薪芯褋懈褌械谢褜薪芯 谢械谐泻芯?禄 袨写薪芯屑褍, 薪邪锌褉懈屑械褉, 谢械谐泻芯 褍写邪械褌褋褟 褋芯褋褌邪胁谢械薪懈械 芯褌褔械褌芯胁, 褌芯谐写邪 泻邪泻 写褉褍谐懈褏 褝褌邪 褉邪斜芯褌邪 锌褉芯褋褌芯 锌褍谐邪械褌. 袙听褌芯 卸械 胁褉械屑褟 屑邪褋褌械褉褍 锌芯 褋芯褋褌邪胁谢械薪懈褞 芯褌褔械褌芯胁, 胁芯蟹屑芯卸薪芯, 褌褉褍写薪芯 锌褉懈薪褟褌褜 薪邪 芯褋薪芯胁械 褋胁芯懈褏 卸械 胁褘胁芯写芯胁 芯泻芯薪褔邪褌械谢褜薪芯械 褉械褕械薪懈械. 袠薪褘屑懈 褋谢芯胁邪屑懈, 芯薪 斜芯谢械械 褝褎褎械泻褌懈胁薪芯 懈蟹谢邪谐邪械褌 锌褉芯斜谢械屑褘, 薪械卸械谢懈 锌褉懈薪懈屑邪械褌 褉械褕械薪懈褟 懈听斜械褉械褌 薪邪 褋械斜褟 芯褌胁械褌褋褌胁械薪薪芯褋褌褜 蟹邪 懈褏 褉械邪谢懈蟹邪褑懈褞.
袝褋谢懈 懈听褋褍褖械褋褌胁褍械褌 泻邪泻芯泄-薪懈斜褍写褜 谐谢邪胁薪褘泄 褋械泻褉械褌 褝褎褎械泻褌懈胁薪芯褋褌懈, 褌芯 褝褌芯 泻芯薪褑械薪褌褉邪褑懈褟. 协褎褎械泻褌懈胁薪褘械 褉褍泻芯胁芯写懈褌械谢懈 胁听锌械褉胁褍褞 芯褔械褉械写褜 胁褘锌芯谢薪褟褞褌 褋邪屑褘械 胁邪卸薪褘械 写械谢邪 懈听薪懈泻芯谐写邪 薪械 写械谢邪褞褌 薪械褋泻芯谢褜泻芯 胁邪卸薪褘褏 写械谢 芯写薪芯胁褉械屑械薪薪芯.
袧懈 胁听芯写薪芯泄 懈蟹胁械褋褌薪芯泄 屑薪械 芯褉谐邪薪懈蟹邪褑懈懈 薪械褌 薪械写芯褋褌邪褌泻邪 胁听懈写械褟褏, 懈褏 锌褉芯斜谢械屑邪听鈥� 薪械 胁听芯褌褋褍褌褋褌胁懈懈 泻褉械邪褌懈胁薪芯褋褌懈. 袧芯 屑邪谢芯 泻褌芯 懈蟹 薪懈褏 写芯褋褌懈谐邪械褌 褍褋锌械褏邪 斜谢邪谐芯写邪褉褟 褋芯斜褋褌胁械薪薪褘屑 懈写械褟屑. 袛械谢芯 胁听褌芯屑, 褔褌芯 胁褋械 褉邪斜芯褌薪懈泻懈 褋谢懈褕泻芯屑 蟹邪薪褟褌褘 褉械褕械薪懈械屑 蟹邪写邪褔 胁褔械褉邪褕薪械谐芯 写薪褟.
小邪屑芯械 谐谢邪胁薪芯械 胁听锌褉懈芯褉懈褌械褌邪褏 懈听 屑械薪械械 胁邪卸薪褘褏 蟹邪写邪褔邪褏, 芯写薪邪泻芯, 薪械 褉邪褋褋褍写懈褌械谢褜薪褘泄 懈褏 邪薪邪谢懈蟹, 邪听褋屑械谢芯褋褌褜. 小屑械谢芯褋褌褜, 邪听薪械 邪薪邪谢懈蟹, 写懈泻褌褍械褌 写械泄褋褌胁懈褌械谢褜薪芯 胁邪卸薪褘械 锌褉邪胁懈谢邪 芯锌褉械写械谢械薪懈褟 锌褉懈芯褉懈褌械褌芯胁. 鈥⑻捬嬓毙秆€邪泄褌械 斜褍写褍褖械械, 邪听薪械 锌褉芯褕谢芯械. 鈥⑻⌒狙佈€械写芯褌邪褔懈胁邪泄褌械褋褜 薪邪 斜谢邪谐芯锌褉懈褟褌薪褘褏 胁芯蟹屑芯卸薪芯褋褌褟褏, 邪听薪械 薪邪 锌褉芯斜谢械屑械. 鈥⑻捬嬓毙秆€邪泄褌械 褋芯斜褋褌胁械薪薪芯械 薪邪锌褉邪胁谢械薪懈械, 薪械 锌谢褘胁懈褌械 锌芯 褌械褔械薪懈褞 胁褋谢械写 蟹邪 锌芯斜械写懈褌械谢褟屑懈. 鈥⑻⊙傂靶惭屟傂� 屑邪褋褕褌邪斜薪褘械 褑械谢懈听鈥� 褝褌懈 褑械谢懈 写邪写褍褌 胁懈写懈屑褘泄 褉械蟹褍谢褜褌邪褌, 邪听薪械 斜械蟹芯锌邪褋薪芯械 懈听 锌褉芯褋褌芯械 褉械褕械薪懈械.
袩械褉胁褘屑 写械谢芯屑 褉褍泻芯胁芯写懈褌械谢褜, 褍屑械褞褖懈泄 锌褉懈薪懈屑邪褌褜 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟, 蟹邪写邪械褌 褋械斜械 胁芯锌褉芯褋褘: 褟胁谢褟械褌褋褟 谢懈 褋懈褌褍邪褑懈褟 褏邪褉邪泻褌械褉薪芯泄 懈谢懈 褋谢褍卸懈褌 懈褋泻谢褞褔械薪懈械屑 懈蟹 锌褉邪胁懈谢? 小胁芯泄褋褌胁械薪薪芯 谢懈 褝褌芯 斜芯谢褜褕懈薪褋褌胁褍 褋芯斜褘褌懈泄 懈谢懈 褝褌芯 谢懈褕褜 懈褋泻谢褞褔械薪懈械,听锌芯褝褌芯屑褍 薪械芯斜褏芯写懈屑芯 锌褉懈薪懈屑邪褌褜 褋芯芯褌胁械褌褋褌胁褍褞褖懈械 屑械褉褘? 袨斜褖褍褞 褏邪褉邪泻褌械褉薪褍褞 锌褉芯斜谢械屑褍 胁褋械谐写邪 褋谢械写褍械褌 褉械褕邪褌褜 锌褉懈 锌芯屑芯褖懈 锌褉邪胁懈谢邪, 锌褉懈薪褑懈锌邪. 小听懈褋泻谢褞褔械薪懈褟屑懈 薪褍卸薪芯 褉邪蟹斜懈褉邪褌褜褋褟, 褍褔懈褌褘胁邪褟 泻芯薪泻褉械褌薪褍褞 褋懈褌褍邪褑懈褞. 袙褋械 褋芯斜褘褌懈褟, 蟹邪 懈褋泻谢褞褔械薪懈械屑 写械泄褋褌胁懈褌械谢褜薪芯 褍薪懈泻邪谢褜薪褘褏, 褌褉械斜褍褞褌 锌褉懈薪褑懈锌懈邪谢褜薪褘褏 褉械褕械薪懈泄. 袠褏 薪褍卸薪芯 褉邪褋褋屑邪褌褉懈胁邪褌褜 褋泻胁芯蟹褜 锌褉懈蟹屑褍 锌褉邪胁懈谢, 锌芯谢懈褌懈泻懈 懈听锌褉懈薪褑懈锌芯胁. 袩褉懈 胁褘褉邪斜芯褌泻械 胁械褉薪芯谐芯 锌褉懈薪褑懈锌邪 锌芯褟胁谢褟械褌褋褟 胁芯蟹屑芯卸薪芯褋褌褜 锌褉邪谐屑邪褌懈褔薪芯谐芯 锌芯写褏芯写邪 胁听褌芯泄 懈谢懈 懈薪芯泄 褌懈锌懈褔薪芯泄 褋懈褌褍邪褑懈懈, 褌芯 械褋褌褜 胁芯蟹薪懈泻邪械褌 胁芯蟹屑芯卸薪芯褋褌褜 锌褉懈屑械薪懈褌褜 锌褉邪胁懈谢芯 泻听泻芯薪泻褉械褌薪褘屑 褍褋谢芯胁懈褟屑. 袩芯-薪邪褋褌芯褟褖械屑褍 褍薪懈泻邪谢褜薪褘械 褋芯斜褘褌懈褟, 芯写薪邪泻芯, 褌褉械斜褍褞褌 褋褍谐褍斜芯 懈薪写懈胁懈写褍邪谢褜薪芯谐芯 锌芯写褏芯写邪. 袧懈泻褌芯 械褖械 薪械 锌褉懈写褍屑邪谢 锌褉邪胁懈谢邪 写谢褟 懈褋泻谢褞褔械薪懈泄.
袙褌芯褉芯泄 芯褋薪芯胁薪芯泄 褝谢械屑械薪褌 锌褉芯褑械褋褋邪 锌褉懈薪褟褌懈褟 褉械褕械薪懈泄听鈥� 褔械褌泻芯械 芯锌褉械写械谢械薪懈械 褌械褏 褉械蟹褍谢褜褌邪褌芯胁, 泻芯褌芯褉褘械 薪褍卸薪芯 锌芯谢褍褔懈褌褜, 锌褉懈薪褟胁 褌芯 懈谢懈 懈薪芯械 泻芯薪泻褉械褌薪芯械 褉械褕械薪懈械. 袣邪泻懈械 褑械谢懈 芯薪芯 锌褉械褋谢械写褍械褌? 袣邪泻懈械 屑懈薪懈屑邪谢褜薪褘械 蟹邪写邪褔懈 锌械褉械写 薪懈屑 褋褌邪胁褟褌褋褟? 袣邪泻懈屑 褍褋谢芯胁懈褟屑 芯薪芯 写芯谢卸薪芯 褍写芯胁谢械褌胁芯褉褟褌褜? 袙听薪邪褍泻械 褝褌懈 芯斜褋褌芯褟褌械谢褜褋褌胁邪 薪邪蟹褘胁邪褞褌 芦谐褉邪薪懈褔薪褘屑懈 褍褋谢芯胁懈褟屑懈禄. 效褌芯斜褘 褉械褕械薪懈械 斜褘谢芯 褝褎褎械泻褌懈胁薪褘屑, 芯薪芯 写芯谢卸薪芯 褋芯芯褌胁械褌褋褌胁芯胁邪褌褜 谐褉邪薪懈褔薪褘屑 褍褋谢芯胁懈褟屑 懈听 斜褘褌褜 邪写械泻胁邪褌薪褘屑 褑械谢懈.
袧邪褔懈薪邪褌褜 褋听芯锌褉械写械谢械薪懈褟 褌芯谐芯, 褔褌芯 锌褉邪胁懈谢褜薪芯, 邪听薪械 褌芯谐芯, 褔褌芯 锌褉懈械屑谢械屑芯 (薪械 谐芯胁芯褉褟 褍卸械 芯听褉械褕械薪懈懈, 泻褌芯 锌褉邪胁), 褋谢械写褍械褌 懈屑械薪薪芯 锌芯褌芯屑褍, 褔褌芯 薪邪 泻芯薪械褔薪芯屑 褝褌邪锌械, 泻邪泻 锌褉邪胁懈谢芯, 胁褋械 褉邪胁薪芯 锌褉懈褏芯写懈褌褋褟 懈写褌懈 薪邪 泻芯屑锌褉芯屑懈褋褋. 袧芯 械褋谢懈 褔械谢芯胁械泻 薪械 蟹薪邪械褌, 褔褌芯 薪褍卸薪芯 写谢褟 褌芯谐芯, 褔褌芯斜褘 芯褌胁械褔邪褌褜 谐褉邪薪懈褔薪褘屑 褍褋谢芯胁懈褟屑, 芯薪 薪械 褋屑芯卸械褌 褋写械谢邪褌褜 胁褘斜芯褉 屑械卸写褍 锌褉邪胁懈谢褜薪褘屑 懈听 薪械锌褉邪胁懈谢褜薪褘屑 泻芯屑锌褉芯屑懈褋褋芯屑, 邪听褝褌芯 褔邪褋褌芯 锌褉懈胁芯写懈褌 泻听胁褘斜芯褉褍 薪械锌褉邪胁懈谢褜薪芯谐芯 泻芯屑锌褉芯屑懈褋褋邪.
袨写薪邪泻芯 薪懈 芯写薪芯 褉械褕械薪懈械 薪械 斜褍写械褌 褝褎褎械泻褌懈胁薪褘屑, 械褋谢懈 褋听褋邪屑芯谐芯 薪邪褔邪谢邪 薪械 褉邪蟹褉邪斜芯褌邪薪褘 屑械褏邪薪懈蟹屑褘 械谐芯 褉械邪谢懈蟹邪褑懈懈.
袘芯谢褜褕懈薪褋褌胁芯 泻薪懈谐, 锌芯褋胁褟褖械薪薪褘褏 锌褉懈薪褟褌懈褞 褉械褕械薪懈泄, 褋芯胁械褌褍褞褌 褔懈褌邪褌械谢褟屑 芦锌械褉胁褘屑 写械谢芯屑 懈褋泻邪褌褜 褎邪泻褌褘禄. 袧芯 褉褍泻芯胁芯写懈褌械谢懈, 泻芯褌芯褉褘械 锌褉懈薪懈屑邪褞褌 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟, 蟹薪邪褞褌, 褔褌芯 薪邪褔懈薪邪褌褜 薪褍卸薪芯 胁芯胁褋械 薪械 褋听褎邪泻褌芯胁听鈥� 薪邪褔懈薪邪褌褜 薪褍卸薪芯 褋听屑薪械薪懈泄. 袥褞写懈 薪械懈蟹斜械卸薪芯 薪邪褔懈薪邪褞褌 褋听懈蟹谢芯卸械薪懈褟 褋胁芯械谐芯 屑薪械薪懈褟; 锌褉芯褋懈褌褜 懈褏 懈褋泻邪褌褜 褋薪邪褔邪谢邪 褎邪泻褌褘 锌褉芯褋褌芯 薪械卸械谢邪褌械谢褜薪芯. 袠薪邪褔械 芯薪懈 褋褌邪薪褍褌 写械谢邪褌褜 褌芯, 褔褌芯 褋写械谢邪谢 斜褘 谢褞斜芯泄 褔械谢芯胁械泻 薪邪 懈褏 屑械褋褌械听鈥� 胁褘懈褋泻懈胁邪褌褜 褎邪泻褌褘 写谢褟 锌芯写褌胁械褉卸写械薪懈褟 褋胁芯懈褏 胁褘胁芯写芯胁. 袠听褌邪泻懈械 褎邪泻褌褘, 褋谢械写褍械褌 锌褉懈蟹薪邪褌褜, 薪邪褏芯写褟褌褋褟 胁褋械谐写邪.
袨褔械胁懈写薪芯, 褔褌芯 薪邪褔懈薪邪械屑 屑褘 褋听谐懈锌芯褌械蟹听鈥� 械写懈薪褋褌胁械薪薪芯 胁芯蟹屑芯卸薪芯泄 芯褌锌褉邪胁薪芯泄 褌芯褔泻懈 泻邪泻 胁听薪邪褍泻械, 褌邪泻 懈听 锌褉懈 锌褉懈薪褟褌懈懈 褉械褕械薪懈泄. 袨斜褖械懈蟹胁械褋褌薪芯, 泻邪泻 锌芯褋褌褍锌邪褞褌 褋听谐懈锌芯褌械蟹邪屑懈. 袠褏 褋谢械写褍械褌 薪械 芯斜褋褍卸写邪褌褜, 邪听锌褉芯胁械褉褟褌褜. 孝芯谐写邪 褋褌邪薪芯胁懈褌褋褟 锌芯薪褟褌薪芯, 泻邪泻懈械 谐懈锌芯褌械蟹褘 谢芯谐懈褔薪褘 懈听蟹邪褋谢褍卸懈胁邪褞褌 写邪谢褜薪械泄褕械谐芯 褋械褉褜械蟹薪芯谐芯 芯斜写褍屑褘胁邪薪懈褟, 邪听泻邪泻懈械 褉邪蟹褉褍褕邪褌褋褟 锌褉懈 锌械褉胁芯泄 卸械 锌褉芯胁械褉泻械 锌褉邪泻褌懈泻芯泄.
袥褞写懈, 褝褎褎械泻褌懈胁薪褘械 胁听锌褉懈薪褟褌懈懈 褉械褕械薪懈泄, 薪邪屑械褉械薪薪芯 懈听褋芯蟹薪邪褌械谢褜薪芯 懈谐薪芯褉懈褉褍褞褌 胁褌芯褉芯泄 谐谢邪胁薪褘泄 锌芯褋褌褍谢邪褌 斜芯谢褜褕懈薪褋褌胁邪 褍褔械斜薪懈泻芯胁 锌芯 锌褉懈薪褟褌懈褞 褉械褕械薪懈泄 懈听褋褌褉械屑褟褌褋褟 薪械 泻听褋芯谐谢邪褋芯胁邪薪懈褞, 邪听泻 褉邪蟹薪芯芯斜褉邪蟹懈褞 懈听写邪卸械 泻芯薪褎谢懈泻褌褍 屑薪械薪懈泄.
袩械褉胁芯械 锌褉邪胁懈谢芯 锌褉懈薪褟褌懈褟 褉械褕械薪懈褟: 薪械 锌褉懈薪懈屑邪泄褌械 褉械褕械薪懈械, 锌芯泻邪 薪械 褍褋谢褘褕懈褌械 屑薪械薪懈泄, 锌褉芯褌懈胁芯褉械褔邪褖懈褏 胁邪褕械屑褍.
袠褌邪泻, 褋褍褖械褋褌胁褍械褌 褌褉懈 芯褋薪芯胁薪褘械 锌褉懈褔懈薪褘, 锌芯 泻芯褌芯褉褘屑, 锌褉懈薪懈屑邪褟 褉械褕械薪懈械, 褋谢械写褍械褌 薪邪褋褌邪懈胁邪褌褜 薪邪 胁芯蟹褉邪卸械薪懈褟褏 懈听泻芯薪褌褉邪褉谐褍屑械薪褌邪褏. 袙芯-锌械褉胁褘褏, 褝褌芯 械写懈薪褋褌胁械薪薪邪褟 胁芯蟹屑芯卸薪芯褋褌褜 锌褉械写芯褌胁褉邪褌懈褌褜 褋懈褌褍邪褑懈褞, 泻芯谐写邪 谢懈褑芯, 锌褉懈薪懈屑邪褞褖械械 褉械褕械薪懈械, 褋褌邪薪芯胁懈褌褋褟 锌谢械薪薪懈泻芯屑 芯褉谐邪薪懈蟹邪褑懈懈. 袨褌 褌邪泻芯谐芯 褔械谢芯胁械泻邪 胁褋械 锌芯褋褌芯褟薪薪芯 褔械谐芯-褌芯 褏芯褌褟褌. 袣邪卸写褘泄 胁褌芯谢泻芯胁褘胁邪械褌 械屑褍 褋胁芯械 屑薪械薪懈械, 锌褘褌邪褟褋褜, 蟹邪褔邪褋褌褍褞 褋听褋邪屑褘屑懈 斜谢邪谐懈屑懈 薪邪屑械褉械薪懈褟屑懈, 褍斜械写懈褌褜 械谐芯 锌褉懈薪褟褌褜 斜谢邪谐芯锌褉懈褟褌薪芯械 写谢褟 褋械斜褟 褉械褕械薪懈械.
袙芯-胁褌芯褉褘褏, 褌芯谢褜泻芯 褉邪蟹薪芯谐谢邪褋懈褟 懈听胁芯蟹褉邪卸械薪懈褟 锌芯蟹胁芯谢褟褞褌 褌芯屑褍, 泻褌芯 锌褉懈薪懈屑邪械褌 褉械褕械薪懈械, 褍蟹薪邪褌褜 邪谢褜褌械褉薪邪褌懈胁褘 锌褉械写谢邪谐邪械屑芯屑褍 胁邪褉懈邪薪褌褍. 袪械褕械薪懈械 斜械蟹 邪谢褜褌械褉薪邪褌懈胁褘, 褋泻芯褉械械 胁褋械谐芯, 谢懈褕褜 褏芯写 芯褌褔邪褟胁褕械谐芯褋褟 邪蟹邪褉褌薪芯谐芯 懈谐褉芯泻邪, 写邪卸械 械褋谢懈 褝褌芯褌 褏芯写 褌褖邪褌械谢褜薪芯 锌褉芯写褍屑邪薪. 袙褋械谐写邪 褋褍褖械褋褌胁褍械褌 褉懈褋泻 芯褕懈斜懈褌褜褋褟听鈥� 谢懈斜芯 锌芯褌芯屑褍, 褔褌芯 薪邪褔懈薪邪褌褜 褋谢械写芯胁邪谢芯 褋听写褉褍谐芯谐芯 胁邪褉懈邪薪褌邪, 谢懈斜芯 锌芯褌芯屑褍, 褔褌芯 褉械褕械薪懈械 锌械褉械褋褌邪薪械褌 斜褘褌褜 锌褉邪胁懈谢褜薪褘屑 锌芯蟹卸械 懈蟹-蟹邪 懈蟹屑械薪械薪懈褟 褍褋谢芯胁懈泄.
啸芯褌褟 褌芯褌, 泻褌芯 褝褎褎械泻褌懈胁械薪 胁听锌褉懈薪褟褌懈懈 褉械褕械薪懈泄, 薪械褋芯屑薪械薪薪芯, 锌芯薪懈屑邪械褌, 褔褌芯 胁芯泻褉褍谐 薪械谐芯 写芯胁芯谢褜薪芯 屑薪芯谐芯 谐谢褍锌褑芯胁, 褋锌芯褋芯斜薪褘褏 褌芯谢褜泻芯 写芯褋褌邪胁谢褟褌褜 薪械锌褉懈褟褌薪芯褋褌懈, 芯薪 薪懈泻芯谐写邪 薪械 芯褋薪芯胁褘胁邪械褌褋褟 薪邪 锌褉械写锌芯谢芯卸械薪懈懈, 褔褌芯 褔械谢芯胁械泻, 薪械 褋芯谐谢邪褋薪褘泄 褋听褌械屑, 褔褌芯 械屑褍 褋邪屑芯屑褍 泻邪卸械褌褋褟 褟褋薪褘屑 懈听芯褔械胁懈写薪褘屑, 薪械锌褉械屑械薪薪芯 谢懈斜芯 薪械褍屑械薪, 谢懈斜芯 懈薪褌褉懈谐邪薪. 袩芯泻邪 薪械 斜褍写械褌 写芯泻邪蟹邪薪芯 芯斜褉邪褌薪芯械, 芯锌锌芯薪械薪褌 褋褔懈褌邪械褌褋褟 褉邪蟹褍屑薪褘屑 懈听褔械褋褌薪褘屑. 小谢械写芯胁邪褌械谢褜薪芯, 懈褋褏芯写懈褌褜 薪褍卸薪芯 懈蟹 锌褉械写锌芯谢芯卸械薪懈褟, 褔褌芯 芯薪 锌褉懈褕械谢 泻听懈薪芯屑褍 胁褘胁芯写褍 锌芯褌芯屑褍, 褔褌芯 胁懈写懈褌 褉械邪谢褜薪芯褋褌褜 锌芯-写褉褍谐芯屑褍 懈听邪泻褑械薪褌懈褉褍械褌 胁薪懈屑邪薪懈械 薪邪 懈薪芯泄 锌褉芯斜谢械屑械. 协褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 胁褋械谐写邪 芯斜写褍屑褘胁邪械褌, 褔械谐芯 锌褘褌邪械褌褋褟 写芯褋褌懈褔褜 械谐芯 泻芯谢谢械谐邪, 懈褋泻褉械薪薪械 褋褔懈褌邪褞褖懈泄 褋胁芯褞 锌芯蟹懈褑懈褞 褉邪褑懈芯薪邪谢褜薪芯泄 懈听褉邪蟹褍屑薪芯泄. 校褋锌械褕薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 薪邪褑械谢械薪 胁听锌械褉胁褍褞 芯褔械褉械写褜 薪邪 锌芯薪懈屑邪薪懈械, 懈 谢懈褕褜 胁芯 胁褌芯褉褍褞 芯褔械褉械写褜 芯薪 褉邪蟹屑褘褕谢褟械褌 薪邪写 褌械屑, 泻褌芯 锌褉邪胁, 邪听泻褌芯 薪械褌.
袪械褕械薪懈械 褋谢械写褍械褌 锌褉懈薪懈屑邪褌褜 褌芯谐写邪, 泻芯谐写邪 褋懈褌褍邪褑懈褟, 械褋谢懈 薪懈褔械谐芯 薪械 锌褉械写锌褉懈薪褟褌褜, 褋泻芯褉械械 胁褋械谐芯, 褍褏褍写褕懈褌褋褟. 袙听锌芯谢薪芯泄 屑械褉械 褝褌芯 泻邪褋邪械褌褋褟 懈听懈褋锌芯谢褜蟹芯胁邪薪懈褟 斜谢邪谐芯锌褉懈褟褌薪褘褏 胁芯蟹屑芯卸薪芯褋褌械泄. 袝褋谢懈 懈褏 屑芯卸薪芯 褍锌褍褋褌懈褌褜, 薪械 褋芯褉懈械薪褌懈褉芯胁邪胁褕懈褋褜 斜褘褋褌褉芯, 懈听 芯薪懈 写械泄褋褌胁懈褌械谢褜薪芯 胁邪卸薪褘, 褌芯 薪械芯斜褏芯写懈屑芯 写械泄褋褌胁芯胁邪褌褜 懈听懈写褌懈 薪邪 褉邪写懈泻邪谢褜薪褘械 锌械褉械屑械薪褘.
孝械屑 薪械 屑械薪械械, 械褋谢懈 褋听斜芯谢褜褕芯泄 写芯谢械泄 胁械褉芯褟褌薪芯褋褌懈, 薪械 斜芯褟褋褜 芯斜胁懈薪械薪懈泄 胁听懈蟹谢懈褕薪械屑 芯锌褌懈屑懈蟹屑械, 屑芯卸薪芯 芯卸懈写邪褌褜, 褔褌芯 胁褋械 芯斜褉邪蟹褍械褌褋褟 褋邪屑芯 褋芯斜芯泄, 薪械 褋谢械写褍械褌 薪懈褔械谐芯 锌褉械写锌褉懈薪懈屑邪褌褜. 效褌芯 褋谢褍褔懈褌褋褟, 械褋谢懈 薪懈褔械谐芯 薪械 褋写械谢邪褌褜? 袙褋械 褍谢邪写懈褌褋褟 褋邪屑芯 褋芯斜芯泄. 袙听褌邪泻芯屑 褋谢褍褔邪械 胁屑械褕懈胁邪褌褜褋褟 薪械 褋褌芯虂懈褌. 袧械 褋谢械写褍械褌 写械泄褋褌胁芯胁邪褌褜 懈听 褌芯谐写邪, 泻芯谐写邪 芯斜褋褌芯褟褌械谢褜褋褌胁芯, 写邪卸械 褋懈谢褜薪芯 褉邪蟹写褉邪卸邪褞褖械械, 薪械 懈屑械械褌 斜芯谢褜褕芯泄 胁邪卸薪芯褋褌懈 懈听 胁褉褟写 谢懈 褋褌邪薪械褌 褌邪泻芯胁褘屑 胁听斜褍写褍褖械屑.
鈥⑻澬敌拘毖呅拘葱感夹� 写械泄褋褌胁芯胁邪褌褜, 械褋谢懈 锌褉械懈屑褍褖械褋褌胁邪 褟胁薪芯 锌械褉械胁械褕懈胁邪褞褌 蟹邪褌褉邪褌褘 懈听褉懈褋泻. 鈥⑻澬敌拘毖呅拘葱感夹� 写械泄褋褌胁芯胁邪褌褜 谢懈斜芯 薪械 写械泄褋褌胁芯胁邪褌褜, 薪芯 薪械 褍泻谢芯薪褟褌褜褋褟 芯褌 褉械褕械薪懈泄 懈听薪械 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈泄 薪邪锌芯谢芯胁懈薪褍.
袙写褉褍谐 褋褌邪薪芯胁懈褌褋褟 芯褔械胁懈写薪芯, 褔褌芯 褉械褕械薪懈械 薪械锌褉懈褟褌薪芯械 懈听薪械锌芯锌褍谢褟褉薪芯械 懈听 械谐芯 褌褉褍写薪芯 斜褍写械褌 褉械邪谢懈蟹芯胁邪褌褜. 小褌邪薪芯胁懈褌褋褟 褟褋薪芯, 褔褌芯 写谢褟 锌褉懈薪褟褌懈褟 褌邪泻芯谐芯 褉械褕械薪懈褟 薪褍卸薪芯 薪械 褌芯谢褜泻芯 胁蟹胁械褕械薪薪芯械 褋褍卸写械薪懈械, 薪芯 懈听褋屑械谢芯褋褌褜. 袦芯卸薪芯 褋听褍胁械褉械薪薪芯褋褌褜褞 褋泻邪蟹邪褌褜, 褔械谐芯 薪械 褋褌邪薪械褌 写械谢邪褌褜 薪邪 褝褌芯屑 褝褌邪锌械 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜. 袨薪 薪械 锌芯写写邪褋褌褋褟 懈褋泻褍褕械薪懈褞 锌芯褌褉械斜芯胁邪褌褜 锌褉芯胁械褋褌懈 懈褋褋谢械写芯胁邪薪懈械 写邪薪薪芯谐芯 胁芯锌褉芯褋邪 械褖械 褉邪蟹. 孝邪泻芯泄 锌褍褌褜 胁褘斜懈褉邪褞褌 褌褉褍褋褘, 写芯褋褌懈谐邪褟 谢懈褕褜 芯写薪芯谐芯: 芯薪懈 褌褘褋褟褔褍 褉邪蟹 褍屑懈褉邪褞褌 褌邪屑, 谐写械 褋屑械谢褘泄 褔械谢芯胁械泻 褍屑褉械褌 胁褋械谐芯 芯写懈薪 褉邪蟹. 小褌芯谢泻薪褍胁褕懈褋褜 褋听褌褉械斜芯胁邪薪懈械屑 写芯锌芯谢薪懈褌械谢褜薪芯谐芯 懈蟹褍褔械薪懈褟 胁芯锌褉芯褋邪, 芯锌褘褌薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 锌芯写褍屑邪械褌, 懈屑械褞褌褋褟 谢懈 芯褋薪芯胁邪薪懈褟 锌芯谢邪谐邪褌褜, 褔褌芯 芯薪芯 锌褉懈薪械褋械褌 褔褌芯-褌芯 薪芯胁芯械? 袝褋褌褜 谢懈 芯褋薪芯胁邪薪懈褟 褋褔懈褌邪褌褜 薪芯胁芯械, 褔褌芯 屑褘 褍蟹薪邪械屑 锌芯褋谢械, 写械泄褋褌胁懈褌械谢褜薪芯 褉械谢械胁邪薪褌薪褘屑? 袝褋谢懈 芯褌胁械褌褘 薪邪 褝褌懈 胁芯锌褉芯褋褘 芯褌褉懈褑邪褌械谢褜薪褘, 泻邪泻 斜褘胁邪械褌 胁听 斜芯谢褜褕懈薪褋褌胁械 褋谢褍褔邪械胁, 褝褎褎械泻褌懈胁薪褘泄 褉褍泻芯胁芯写懈褌械谢褜 薪械 写邪褋褌 褉邪蟹褉械褕械薪懈褟 薪邪 锌褉芯胁械写械薪懈械 芯褔械褉械写薪芯谐芯 懈褋褋谢械写芯胁邪薪懈褟 懈听薪械 锌芯蟹胁芯谢懈褌 蟹褉褟 褌褉邪褌懈褌褜 胁褉械屑褟 锌芯写褔懈薪械薪薪褘褏, 褔褌芯斜褘 褋泻褉褘褌褜 褋芯斜褋褌胁械薪薪褍褞 薪械褉械褕懈褌械谢褜薪芯褋褌褜.
袩褉懈 褝褌芯屑 芯薪 薪械 褋褌邪薪械褌 薪邪褋锌械褏 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈械, 锌芯泻邪 薪械 褍斜械写懈褌褋褟, 褔褌芯 锌芯谢薪芯褋褌褜褞 锌芯薪褟谢 械谐芯 褋褍褌褜. 袣邪泻 谢褞斜芯泄 蟹写褉邪胁芯屑褘褋谢褟褖懈泄 褔械谢芯胁械泻, 芯薪 芯斜褉邪褖邪械褌 胁薪懈屑邪薪懈械 薪邪 褌芯, 褔褌芯 小芯泻褉邪褌 薪邪蟹褘胁邪谢 芦写褍褏芯屑-懈褋泻褍褋懈褌械谢械屑禄听鈥� 薪邪 褋胁芯泄 胁薪褍褌褉械薪薪懈泄 谐芯谢芯褋, 泻芯褌芯褉褘泄 薪邪褕械锌褌褘胁邪械褌: 芦袘褍写褜 芯褋褌芯褉芯卸械薪禄. 孝褉褍写薪芯褋褌懈, 薪械锌褉懈褟褌薪芯褋褌懈 懈谢懈 芯锌邪褋薪芯褋褌褜, 泻芯薪械褔薪芯, 械褖械 薪械 锌褉懈褔懈薪邪 芯褌泻邪蟹褘胁邪褌褜褋褟 芯褌 锌褉邪胁懈谢褜薪芯谐芯 锌芯褋褌褍锌泻邪. 袧芯 锌褉懈褌芯锟斤拷屑芯蟹懈褌褜 褏芯褌褟 斜褘 薪邪 屑懈薪褍褌褍, 械褋谢懈 胁褘 褔褍胁褋褌胁褍械褌械 褋械斜褟 薪械褋锌芯泻芯泄薪芯 懈听褌褉械胁芯卸薪芯, 薪械 锌芯薪懈屑邪褟 锌褉懈褔懈薪褘 褋胁芯懈褏 褔褍胁褋褌胁, 胁械褋褜屑邪 锌芯谢械蟹薪芯. 袪褍泻芯胁芯写懈褌械谢懈, 褍褋锌械褕薪芯 锌褉懈薪懈屑邪褞褖懈械 褉械褕械薪懈褟, 薪械 胁褘卸懈写邪褞褌听写芯谢谐芯 鈥� 薪械褋泻芯谢褜泻芯 写薪械泄, 褋邪屑芯械 斜芯谢褜褕械械, 薪械褋泻芯谢褜泻芯 薪械写械谢褜. 袝褋谢懈 芦写褍褏-懈褋泻褍褋懈褌械谢褜禄 蟹邪 褝褌芯 胁褉械屑褟 薪械 锌芯写邪谢 谐芯谢芯褋邪, 芯薪懈 写械泄褋褌胁褍褞褌 斜褘褋褌褉芯 懈听褝薪械褉谐懈褔薪芯听鈥� 薪械 胁邪卸薪芯, 薪褉邪胁懈褌褋褟 懈屑 褝褌芯 懈谢懈 薪械褌. 袪褍泻芯胁芯写懈褌械谢褟屑 锌谢邪褌褟褌 薪械 蟹邪 褌芯, 褔褌芯 芯薪懈 写械谢邪褞褌 锌褉懈褟褌薪褘械 写谢褟 薪懈褏 胁械褖懈; 懈屑 锌谢邪褌褟褌 蟹邪 胁褘锌芯谢薪械薪懈械 薪褍卸薪褘褏 蟹邪写邪褔. 袗听胁 懈褏 褋锌械褑懈褎懈褔械褋泻芯泄 写械褟褌械谢褜薪芯褋褌懈 褝褌芯 胁听芯褋薪芯胁薪芯屑 褋胁褟蟹邪薪芯 褋听锌褉懈薪褟褌懈械屑 褝褎褎械泻褌懈胁薪褘褏 褉械褕械薪懈泄.
June 30, 2022
Although the book was first released in 1967, it still presents relevant advice for today's management practices.
As a high-level overview, the book talks about:
- time management (register how you are using your time)
- prioritization of tasks (apply focus and minimum of no interrupted time to finish important work)
- focus on work results (what are we aiming to achieve with this work at the end?)
- focus on the direct reports (from your boss as well) forces instead of weaknesses, considering those weaknesses don't impact the goals
- decision making (give space to divergence of opinions and check opinions with reality).
Some parts of the book are too dense because the stories used are a bit long (mainly on decision-making topic), and it was hard for me to stay along, but even with that, I think it still deserves five stars because of the excellent advice it brings.
As a high-level overview, the book talks about:
- time management (register how you are using your time)
- prioritization of tasks (apply focus and minimum of no interrupted time to finish important work)
- focus on work results (what are we aiming to achieve with this work at the end?)
- focus on the direct reports (from your boss as well) forces instead of weaknesses, considering those weaknesses don't impact the goals
- decision making (give space to divergence of opinions and check opinions with reality).
Some parts of the book are too dense because the stories used are a bit long (mainly on decision-making topic), and it was hard for me to stay along, but even with that, I think it still deserves five stars because of the excellent advice it brings.
February 1, 2022
I've had this book since I was in college, but never got around to reading it. I think it was actually very insightful. It talks about how you can learn to be an effective executive. Basically, it's about the person themselves learning to manage their time and make effective decisions rather than focusing on how to manage other people. I thought the time management chapter was probably the most useful. I know I struggle with time management. Also, I thought the concentrating chapter about how to focus on one thing at a time to be more effective was interesting. This book had a lot of examples to go along with what that author was trying to communicate. Sometimes those were a little boring. But overall, I did like the book, and I will come back to re-read it sometime in the future.
August 31, 2020
DNF at 17%
Nope.
The preface makes this seem like perhaps this won't be a bad read, and that, hey, maybe you could get something out of this book, but no. By the end of chapter 1, my eyes started to gloss over. This is badly written, it features an antiquated writing style and an overbearing amount of "he" pronouns when referring to executives. Beyond that, it's so obviously drawn out, Drucker pussyfoots around before getting to the point. Examples that are given, are really just observations with what seems to be a total lack of fact checking.
Nope.
The preface makes this seem like perhaps this won't be a bad read, and that, hey, maybe you could get something out of this book, but no. By the end of chapter 1, my eyes started to gloss over. This is badly written, it features an antiquated writing style and an overbearing amount of "he" pronouns when referring to executives. Beyond that, it's so obviously drawn out, Drucker pussyfoots around before getting to the point. Examples that are given, are really just observations with what seems to be a total lack of fact checking.
February 1, 2021
A timeless Peter Drucker classic on time-tested aspects of strategy, planning, decision making, delegation, communicating, meeting management, and collaboration in being an effective executive. I like doing a periodic refresh of such books.
November 5, 2012
斜褍褏谐邪谢褌械褉褋泻懈泄 褍褔械褌, 泻邪写褉芯胁邪褟 锌芯谢懈褌懈泻邪, 屑邪褉泻械褌懈薪谐, 褑械薪芯芯斜褉邪蟹芯胁邪薪懈械, 褝泻芯薪芯屑懈褔械褋泻懈泄 邪薪邪谢懈蟹, 锌褋懈褏芯谢芯谐懈褟, 邪 褌邪泻卸械 胁 械褋褌械褋褌胁械薪薪褘褏 薪邪褍泻邪褏 鈥� 芯褌 褎懈蟹懈泻懈 懈 斜懈芯谢芯谐懈懈 写芯 谐械芯谢芯谐懈懈.
锌褟褌褜 芯褋薪芯胁薪褘褏 褝谢械屑械薪褌芯胁 写谢褟 锌芯胁褘褕械薪懈褟 褝褎褎械泻褌懈胁薪芯褋褌懈 褌褉褍写邪 褉邪斜芯褌薪懈泻邪 褍锌褉邪胁谢械薪懈褟.
1. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 蟹薪邪褌褜, 薪邪 褔褌芯 芯薪懈 褉邪褋褏芯写褍褞褌 褋胁芯械 胁褉械屑褟. 校屑械薪懈械泻芯薪褌褉芯谢懈褉芯胁邪褌褜 褋胁芯械 胁褉械屑褟 褟胁谢褟械褌褋褟 胁邪卸薪械泄褕懈屑 褝谢械屑械薪褌芯屑 锌褉芯懈蟹胁芯写懈褌械谢褜薪芯泄 褉邪斜芯褌褘.
2. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 泻芯薪褑械薪褌褉懈褉芯胁邪褌褜褋褟 薪邪 写芯褋褌懈卸械薪懈褟, 胁褘褏芯写褟褖懈械 蟹邪 褉邪屑泻懈 褋胁芯懈褏 芯褉谐邪薪懈蟹邪褑懈泄. 袠屑 褋谢械写褍械褌 斜褘褌褜 薪邪褑械谢械薪薪褘屑懈 薪械 薪邪 胁褘锌芯谢薪械薪懈械 褉邪斜芯褌褘 泻邪泻 褌邪泻芯胁芯泄, 邪 薪邪 泻芯薪械褔薪褘泄 褉械蟹褍谢褜褌邪褌. 啸芯褉芯褕懈泄 褍锌褉邪胁谢褟褞褖懈泄, 锌褉械卸写械 褔械屑 锌褉懈褋褌褍锌懈褌褜 泻 胁褘锌芯谢薪械薪懈褞 褌芯谐芯 懈谢懈 懈薪芯谐芯 蟹邪写邪薪懈褟, 蟹邪写邪械褌 褋械斜械 胁芯锌褉芯褋: 芦袣邪泻懈褏 褉械蟹褍谢褜褌邪褌芯胁 褟 写芯谢卸械薪 写芯褋褌懈褔褜?禄 小邪屑 锌褉芯褑械褋褋 褉邪斜芯褌褘 懈 械械 屑械褌芯写褘 芯褌褏芯写褟褌 写谢褟 薪械谐芯 薪邪 胁褌芯褉芯泄 锌谢邪薪.
3. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 褋褌褉芯懈褌褜 褋胁芯褞 写械褟褌械谢褜薪芯褋褌褜 薪邪 锌褉械懈屑褍褖械褋褌胁械薪薪褘褏, 褋懈谢褜薪褘褏 泻邪褔械褋褌胁邪褏, 泻邪泻 褋芯斜褋褌胁械薪薪褘褏, 褌邪泻 懈 褉褍泻芯胁芯写懈褌械谢械泄, 泻芯谢谢械谐 懈 锌芯写褔懈薪械薪薪褘褏, 邪 褌邪泻卸械 芯斜褟蟹邪薪褘 芯褌褘褋泻懈胁邪褌褜 锌芯谢芯卸懈褌械谢褜薪褘械 屑芯屑械薪褌褘 胁 泻芯薪泻褉械褌薪褘褏 褋懈褌褍邪褑懈褟褏. 袠屑 薪械 褋谢械写褍械褌 芯锌懈褉邪褌褜褋褟 薪邪 褌芯, 褔褌芯 薪械薪邪写械卸薪芯. 袧械谢褜蟹褟 薪邪褔懈薪邪褌褜 褉邪斜芯褌褍 褋 褉械褕械薪懈褟 薪械褉械邪谢褜薪褘褏 薪邪 写邪薪薪褘泄 屑芯屑械薪褌 蟹邪写邪褔.
4. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 泻芯薪褑械薪褌褉懈褉褍褞褌 褋胁芯械 胁薪懈屑邪薪懈械 薪邪 薪械褋泻芯谢褜泻懈褏 胁邪卸薪械泄褕懈褏 褍褔邪褋褌泻邪褏, 胁 泻芯褌芯褉褘褏 懈褋锌芯谢薪械薪懈械 锌芯褋褌邪胁谢械薪薪褘褏 蟹邪写邪薪懈泄 锌褉懈薪械褋械褌 薪邪懈斜芯谢械械 芯褖褍褌懈屑褘械 褉械蟹褍谢褜褌邪褌褘. 袨薪懈 写芯谢卸薪褘 薪邪褍褔懈褌褜褋褟 褍褋褌邪薪邪胁谢懈胁邪褌褜 锌褉懈芯褉懈褌械褌薪褘械 薪邪锌褉邪胁谢械薪懈褟 褉邪斜芯褌 懈 薪械 芯褌泻谢芯薪褟褌褜褋褟 胁 懈褏 胁褘锌芯谢薪械薪懈懈. 小芯斜褋褌胁械薪薪芯, 胁褋褟 懈褏 写械褟褌械谢褜薪芯褋褌褜 写芯谢卸薪邪 褋芯褋褌芯褟褌褜 懈蟹 胁褘锌芯谢薪械薪懈褟 懈屑械薪薪芯 锌褉懈芯褉懈褌械褌薪褘褏 蟹邪写邪薪懈泄 鈥� 芯斜褟蟹邪薪 蟹邪薪懈屑邪褌褜褋褟 谢懈褕褜 谐谢邪胁薪褘屑. 袩褍褋褌邪褟 褌褉邪褌邪 褋懈谢 懈 胁褉械屑械薪懈 锌褉懈胁芯写懈褌 泻 褋邪屑褘屑 芯褌褉懈褑邪褌械谢褜薪褘屑 褉械蟹褍谢褜褌邪褌邪屑.
5. 袧邪泻芯薪械褑, 褝褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 锌褉懈薪懈屑邪褌褜 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟. 袗 褝褌芯 锌褉械卸写械 胁褋械谐芯 胁芯锌褉芯褋 褋懈褋褌械屑薪芯褋褌懈, 褌芯 械褋褌褜 锌褉芯褑械褋褋 胁褘锌芯谢薪械薪懈褟 蟹邪写邪薪懈褟 写芯谢卸械薪 锌褉芯褏芯写懈褌褜 胁 薪褍卸薪芯泄 锌芯褋谢械写芯胁邪褌械谢褜薪芯褋褌懈. 小谢械写褍械褌 锌芯屑薪懈褌褜, 褔褌芯 褝褎褎械泻褌懈胁薪芯械 褉械褕械薪懈械 鈥� 褝褌芯 胁褋械谐写邪 褋褍卸写械薪懈械, 芯褋薪芯胁邪薪薪芯械, 褋泻芯褉械械, 薪邪 芦薪械褋芯胁锌邪写械薪懈懈 屑薪械薪懈泄禄, 褔械屑 薪邪 芦褋芯谐谢邪褋芯胁邪薪薪芯褋褌懈 锌芯 褎邪泻褌邪屑禄. 效褉械蟹屑械褉薪邪褟 锌芯褋锌械褕薪芯褋褌褜 胁械写械褌 泻 锌褉懈薪褟褌懈褞 薪械胁械褉薪褘褏 褉械褕械薪懈泄. 袪械褕械薪懈泄 写芯谢卸薪芯 斜褘褌褜 薪械屑薪芯谐芯, 薪芯 胁褋械 芯薪懈 写芯谢卸薪褘 斜褘褌褜 褎褍薪写邪屑械薪褌邪谢褜薪褘屑懈. 袙 锌褉懈薪褟褌懈懈 褉械褕械薪懈泄 薪褍卸薪芯 褉褍泻芯胁芯写褋褌胁芯胁邪褌褜褋褟 胁械褉薪芯泄 褋褌褉邪褌械谐懈械泄, 邪 薪械 褋懈褞屑懈薪褍褌薪褘屑懈 褌邪泻褌懈
小械谐芯写薪褟褕薪褟褟 褉褍褌懈薪邪 鈥� 褝褌芯 褋懈褋褌械屑邪褌懈蟹懈褉芯胁邪薪薪邪褟 懈 褍锌芯褉褟写芯褔械薪薪邪褟 褎芯褉屑邪 褌芯谐芯, 褔褌芯 斜褘谢芯 懈蟹褍褔械薪芯 懈 芯褋胁芯械薪芯 芯写邪褉械薪薪褘屑懈 谢褞写褜屑懈 胁 锌褉芯褑械褋褋械 锌褉械芯写芯谢械薪懈褟 泻褉懈蟹懈褋芯胁.
小锌械褑懈邪谢懈褋褌褘, 锌芯褌褉械斜薪芯褋褌褜 胁 泻芯褌芯褉褘褏 胁芯蟹薪懈泻邪械褌 谢懈褕褜 胁褉械屑褟 芯褌 胁褉械屑械薪懈, 写芯谢卸薪褘 斜褘褌褜 胁褘胁械写械薪褘 懈蟹 褕褌邪褌邪.
褝褎褎械泻褌懈胁薪褘泄 褉邪斜芯褌薪懈泻, 胁械写械褌 写胁邪 褉械谐懈褋褌褉邪褑懈芯薪薪褘褏 褋锌懈褋泻邪. 袨写懈薪 锌褉械写薪邪蟹薪邪褔械薪 写谢褟 薪邪懈斜芯谢械械 胁邪卸薪褘褏 写械谢, 邪 写褉褍谐芯泄 鈥� 写谢褟 薪邪懈斜芯谢械械 薪械锌褉懈褟褌薪褘褏. 袧芯 胁 泻邪卸写芯屑 懈蟹 薪懈褏 芯锌褉械写械谢械薪褘 褋褉芯泻懈 懈褏 胁褘锌芯谢薪械薪懈褟
袟邪写邪胁邪褌褜 褋械斜械 胁芯锌褉芯褋 褌懈锌邪 芦效械屑 褟 屑芯谐褍 锌芯屑芯褔褜 褋胁芯械泄 芯褉谐邪薪懈蟹邪褑懈懈?禄 鈥� 褝褌芯 蟹薪邪褔懈褌 薪邪褔邪褌褜 锌芯懈褋泻 薪械懈褋锌芯谢褜蟹芯胁邪薪薪褘褏 褉械蟹械褉胁芯胁 薪邪 褋胁芯械屑 褉邪斜芯褔械屑 屑械褋褌械.
袙芯锌褉芯褋 芦袣邪泻芯泄 胁泻谢邪写 褟 屑芯谐褍 胁薪械褋褌懈?禄
小泻芯薪褑械薪褌褉懈褉芯胁邪薪薪芯褋褌褜 薪邪 胁泻谢邪写械 锌褉械写锌芯谢邪谐邪械褌 褔械褌褘褉械 谐谢邪胁薪褘褏 褍褋谢芯胁懈褟 褝褎褎械泻褌懈胁薪褘褏 胁蟹邪懈屑芯芯褌薪芯褕械薪懈泄:
鈥� 泻芯屑屑褍薪懈泻邪褑懈褟,
鈥� 泻芯谢谢械泻褌懈胁薪邪褟 写械褟褌械谢褜薪芯褋褌褜,
鈥� 褋邪屑芯褉邪蟹胁懈褌懈械 懈
鈥� 褉邪蟹胁懈褌懈械 写褉褍谐懈褏.
效械谢芯胁械泻, 蟹邪写邪褞褖懈泄 褋械斜械 胁芯锌褉芯褋 褌懈锌邪 芦袣邪泻芯泄 褋邪屑褘泄 胁邪卸薪褘泄 胁泻谢邪写 褟 屑芯谐褍 胁薪械褋褌懈 胁 写械褟褌械谢褜薪芯褋褌褜 写邪薪薪芯泄 芯褉谐邪薪懈蟹邪褑懈懈?禄, 薪邪 褋邪屑芯屑 写械谢械 褋锌褉邪褕懈胁邪械褌 褋谢械写褍褞褖械械: 芦袙 泻邪泻芯屑 薪邪锌褉邪胁谢械薪懈懈 褟 写芯谢卸械薪 褉邪蟹胁懈胁邪褌褜褋褟?禄, 芦袣邪泻懈械 蟹薪邪薪懈褟 懈 薪邪胁褘泻懈 屑薪械 薪褍卸薪芯 锌褉懈芯斜褉械褋褌懈 写谢褟 褌芯谐芯, 褔褌芯斜褘 斜褘褌褜 褋锌芯褋芯斜薪褘屑 胁薪械褋褌懈 褝褌芯褌 胁泻谢邪写?禄, 芦小泻芯谢褜泻芯 褍褋懈谢懈泄 屑薪械 锌芯褌褉械斜褍械褌褋褟?禄, 芦袣邪泻懈械 锌邪褉邪屑械褌褉褘 褟 写芯谢卸械薪 写谢褟 褋械斜褟 褍褋褌邪薪芯胁懈褌褜?禄
袧邪屑 芯褔械薪褜 屑邪谢芯 懈蟹胁械褋褌薪芯 芯 锌芯褌械薪褑懈邪谢械 褋邪屑芯褉邪蟹胁懈褌懈褟. 袧芯 屑褘 蟹薪邪械屑 芯写薪芯: 谢褞写懈 胁芯芯斜褖械, 懈 褉邪斜芯褌薪懈泻懈 懈薪褌械谢谢械泻褌褍邪谢褜薪芯谐芯 褌褉褍写邪 胁 褔邪褋褌薪芯褋褌懈, 褉邪褋褌褍褌 锌芯 屑械褉械 锌褉械写褗褟胁谢械薪懈褟 褌褉械斜芯胁邪薪懈泄 泻 褋邪屑懈屑 褋械斜械.
小谢械写褍械褌, 薪邪锌褉懈屑械褉, 锌芯屑薪懈褌褜 芯斜 芯褔械胁懈写薪芯屑, 薪芯 褔邪褋褌芯 锌褉械薪械斜褉械谐邪械屑芯屑 锌褉邪胁懈谢械, 褔褌芯 屑芯卸薪芯 胁械褋褌懈 褋芯胁械褖邪薪懈械 懈 褋谢褍褕邪褌褜 褌芯, 芯 褔械屑 谐芯胁芯褉褟褌, 懈谢懈 褋邪屑芯屑褍 锌褉懈薪懈屑邪褌褜 褍褔邪褋褌懈械 懈 胁褘褋褌褍锌邪褌褜 鈥� 褋芯胁屑械褖邪褌褜 褝褌懈 写胁邪 锌褉懈薪褑懈锌邪 薪械谢褜蟹褟.
袝褋谢懈 懈褋褏芯写懈褌褜 懈蟹 胁褋械谐芯 屑薪芯谐芯芯斜褉邪蟹懈褟 蟹薪邪薪懈泄, 芯锌褘褌邪 懈 褋锌芯褋芯斜薪芯褋褌械泄, 褌芯 写邪卸械 褋邪屑褘泄 谐械薪懈邪谢褜薪褘泄 褔械谢芯胁械泻 锌芯泻邪卸械褌褋褟 薪械谐褉邪屑芯褌薪褘屑. 袧械褌 褌邪泻芯谐芯 锌芯薪褟褌懈褟, 泻邪泻 芦褏芯褉芯褕懈泄 褔械谢芯胁械泻禄. 袙械褋褜 胁芯锌褉芯褋 胁 褌芯屑, 褔械屑 芯薪 褏芯褉芯褕.
小褉械写懈 褋锌械褑懈邪谢懈褋褌芯胁 锌芯 胁蟹邪懈屑芯芯褌薪芯褕械薪懈褟屑 芯褔械薪褜 锌芯锌褍谢褟褉薪邪 锌芯褋谢芯胁懈褑邪: 芦袝褋谢懈 胁褘 褏芯褌懈褌械 懈褋锌芯谢褜蟹芯胁邪褌褜 褉褍泻懈 褔械谢芯胁械泻邪, 薪邪写芯 锌褉懈薪褟褌褜 械谐芯 褑械谢懈泻芯屑禄.
袙芯 胁褉械屑褟 芯写薪芯谐芯 懈蟹 褋械屑懈薪邪褉芯胁 锌芯 锌芯胁褘褕械薪懈褞 泻胁邪谢懈褎懈泻邪褑懈懈 褍锌褉邪胁谢褟褞褖懈褏 褟 褋 褍写懈胁谢械薪懈械屑 褍蟹薪邪谢, 褔褌芯 薪懈泻褌芯 懈蟹 褟锌芯薪褋泻懈褏 褍褔邪褋褌薪懈泻芯胁, 邪 褝褌芯 斜褘谢懈 谢褞写懈, 蟹邪薪懈屑邪胁褕懈械 泻谢褞褔械胁褘械 锌芯褋褌褘 胁 泻褉褍锌薪褘褏 芯褉谐邪薪懈蟹邪褑懈褟褏, 薪械 锌褉懈斜械谐邪谢 泻 芯褑械薪泻邪屑 写械谢芯胁褘褏 泻邪褔械褋褌胁 褋胁芯懈褏 褉邪斜芯褌薪懈泻芯胁. 袧邪 屑芯泄 胁芯锌褉芯褋 芦袩芯褔械屑褍?禄 芯写懈薪 懈蟹 薪懈褏 芯褌胁械褌懈谢: 芦袟邪写邪褔邪 胁邪褕懈褏 芯褑械薪芯泻 鈥� 褝褌芯 胁褘褟胁谢械薪懈械 薪械写芯褋褌邪褌泻芯胁 懈 褋谢邪斜芯褋褌械泄 褔械谢芯胁械泻邪. 协褌芯 邪斜褋芯谢褞褌薪芯 薪邪褋 薪械 懈薪褌械褉械褋褍械褌, 褌邪泻 泻邪泻 屑褘 薪械 屑芯卸械屑 褍胁芯谢懈褌褜 褔械谢芯胁械泻邪 懈谢懈 芯褌泻邪蟹邪褌褜 械屑褍 胁 锌褉芯写胁懈卸械薪懈懈 锌芯 褋谢褍卸斜械. 袧邪芯斜芯褉芯褌, 褔械屑 屑械薪褜褕械 屑褘 蟹薪邪械屑 芯 褋谢邪斜芯褋褌褟褏 褔械谢芯胁械泻邪, 褌械屑 谢褍褔褕械. 袙械写褜 薪邪屑 薪械芯斜褏芯写懈屑芯 蟹薪邪褌褜 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 懈 褋锌芯褋芯斜薪芯褋褌懈 褔械谢芯胁械泻邪. 袙邪褕邪 褋懈褋褌械屑邪 芯褑械薪芯泻 薪邪 褝褌芯 薪械 薪邪锌褉邪胁谢械薪邪禄.
袨薪 锌芯褋褌芯褟薪薪芯 蟹邪写邪胁邪谢 胁芯锌褉芯褋: 芦效褌芯 屑芯卸械褌 褝褌芯褌 褔械谢芯胁械泻?禄 袝褋谢懈 芯泻邪蟹褘胁邪谢芯褋褜, 褔褌芯 芯薪 薪邪 褔褌芯鈥懷傂� 褋锌芯褋芯斜械薪, 褌芯 械谐芯 褋谢邪斜芯褋褌懈 锌褉芯褋褌芯 薪械 蟹邪屑械褔邪谢懈褋褜.
袨褉懈械薪褌邪褑懈褟 薪邪 薪械写芯褋褌邪褌泻懈 鈥� 薪械 褌芯谢褜泻芯 谐谢褍锌芯褋褌褜, 薪芯 懈 斜械蟹芯褌胁械褌褋褌胁械薪薪芯褋褌褜.
校屑械谢褘泄 褍锌褉邪胁谢褟褞褖懈泄 蟹邪写邪褋褌 褋谢械写褍褞褖懈械 胁芯锌褉芯褋褘: 芦袣邪泻褍褞 褉邪斜芯褌褍 屑芯卸械褌 胁褘锌芯谢薪褟褌褜 屑芯泄 薪邪褔邪谢褜薪懈泻 薪邪 胁褘褋芯泻芯屑 褍褉芯胁薪械?禄, 芦袙 褔械屑 芯薪 褍卸械 锌褉芯褟胁懈谢 褋械斜褟 褋 薪邪懈谢褍褔褕械泄 褋褌芯褉芯薪褘 ?禄, 芦效褌芯 械屑褍 薪褍卸薪芯 蟹薪邪褌褜, 褔褌芯斜褘 锌褉懈屑械薪懈褌褜 褋胁芯懈 锌芯谢械蟹薪褘械 泻邪褔械褋褌胁邪?禄, 芦袙 泻邪泻芯泄 锌芯屑芯褖懈 褋 屑芯械泄 褋褌芯褉芯薪褘 芯薪 薪褍卸写邪械褌褋褟 写谢褟 泻邪褔械褋褌胁械薪薪芯谐芯 胁褘锌芯谢薪械薪懈褟 褋胁芯懈褏 芯斜褟蟹邪薪薪芯褋褌械泄?禄. 袣邪泻 胁懈写薪芯 懈蟹 褝褌懈褏 胁芯锌褉芯褋芯胁, 褌邪泻芯泄 褍锌褉邪胁谢褟褞褖懈泄 薪械 芯褔械薪褜 懈薪褌械褉械褋褍械褌褋褟 褌械屑, 褔褌芯 械谐芯 薪邪褔邪谢褜薪懈泻 写械谢邪褌褜 薪械 褍屑械械褌.
芦袣邪泻懈械 蟹邪写邪褔懈 屑薪械 褍写邪械褌褋褟 褉械褕懈褌褜 芯褌薪芯褋懈褌械谢褜薪芯 谢械谐泻芯, 胁 褌芯 胁褉械屑褟 泻邪泻 写谢褟 写褉褍谐懈褏 芯薪懈 锌褉械写褋褌邪胁谢褟褞褌 懈蟹胁械褋褌薪褍褞 褌褉褍写薪芯褋褌褜?禄
袧邪写芯 薪邪褔懈薪邪褌褜 薪械 褋 褌芯谐芯, 褔褌芯 泻邪卸械褌褋褟 锌褉懈械屑谢械屑褘屑, 邪 褋 褌芯谐芯, 褔褌芯 锌褉械写褋褌邪胁谢褟械褌褋褟 胁械褉薪褘屑.
袧芯 胁褋械 写械谢芯 胁 褌芯屑, 褔褌芯 锌褉懈 芯锌褉械写械谢械薪懈懈 锌械褉胁芯芯褔械褉械写薪褘褏 懈 胁褌芯褉芯褋褌械锌械薪薪褘褏 蟹邪写邪褔 芯褋薪芯胁薪褘屑 懈薪褋褌褉褍屑械薪褌芯屑 褟胁谢褟械褌褋褟 薪械 斜谢邪谐芯褉邪蟹褍屑薪褘泄 邪薪邪谢懈蟹, 邪 褌邪泻芯械 泻邪褔械褋褌胁芯, 泻邪泻 褋屑械谢芯褋褌褜.
协袥袝袦袝袧孝蝎 袩袪袨笑袝小小袗 袩袪袠袧携孝袠携 袪袝楔袝袧袠袡
袝褖械 褋芯 胁褉械屑械薪 肖褍泻懈写懈写邪 懈 袣褋械薪芯褎芯薪邪 胁芯械薪邪褔邪谢褜薪懈泻懈 蟹薪邪谢懈, 褔褌芯 褋邪屑芯泄 薪邪写械卸薪芯泄 锌褉芯胁械褉泻芯泄 褟胁谢褟褞褌褋褟 懈褏 褋芯斜褋褌胁械薪薪褘械 谐谢邪蟹邪.
薪芯 谐芯褉邪蟹写芯 褔邪褖械 褉械褕械薪懈械 鈥� 褝褌芯 胁褘斜芯褉 屑械卸写褍 写胁褍屑褟 薪邪锌褉邪胁谢械薪懈褟屑懈 写械泄褋褌胁懈泄, 胁械褉薪芯褋褌褜 泻芯褌芯褉褘褏 薪械谢褜蟹褟 写芯泻邪蟹邪褌褜.
袙 斜芯谢褜褕懈薪褋褌胁械 泻薪懈谐, 谐写械 芯锌懈褋褘胁邪械褌褋褟 锌褉芯褑械褋褋 锌褉懈薪褟褌懈褟 褉械褕械薪懈褟, 谐芯胁芯褉懈褌褋褟 芯 褌芯屑, 褔褌芯 芦薪邪褔懈薪邪褌褜 薪邪写芯 褋 锌芯懈褋泻邪 褎邪泻褌芯胁禄. 袧芯 芯锌褘褌薪褘械 褍锌褉邪胁谢褟褞褖懈械 蟹薪邪褞褌, 褔褌芯 薪邪褔懈薪邪褌褜 薪邪写芯 褋 写褉褍谐芯谐芯 鈥� 褋 屑薪械薪懈泄.
袛谢褟 褌芯谐芯 褔褌芯斜褘 芯锌褉械写械谢懈褌褜, 褔褌芯 卸械 褌邪泻卸械 芦褎邪泻褌禄, 薪械芯斜褏芯写懈屑芯 胁褘褟褋薪懈褌褜 泻褉懈褌械褉懈懈 褉械谢械胁邪薪褌薪芯褋褌懈 (芯褌薪芯褋褟褖械谐芯褋褟 泻 写械谢褍), 芯褋芯斜械薪薪芯 胁 芯褌薪芯褕械薪懈懈 锌褉懈屑械薪褟械屑褘褏 懈蟹屑械褉械薪懈泄. 袙 褝褌芯屑 胁褋褟 褋褍褌褜 懈 锌褉芯褌懈胁芯褉械褔懈胁芯褋褌褜 褝褎褎械泻褌懈胁薪芯谐芯 褉械褕械薪懈褟.
袧邪褔懈薪邪褌褜 褋 褎邪泻褌芯胁 薪械胁芯蟹屑芯卸薪芯 懈 斜械褋褋屑褘褋谢械薪薪芯. 袧械 屑芯卸械褌 斜褘褌褜 薪懈泻邪泻懈褏 褎邪泻褌芯胁 写芯 褌械褏 锌芯褉, 锌芯泻邪 薪械 褍褋褌邪薪芯胁谢械薪 泻褉懈褌械褉懈泄 褉械谢械胁邪薪褌薪芯褋褌懈. 小芯斜褘褌懈褟 褋邪屑懈 锌芯 褋械斜械 薪械 褟胁谢褟褞褌褋褟 褎邪泻褌邪屑懈.
袥褞写褟屑 褋褍卸写械薪芯 薪邪褔懈薪邪褌褜 褋 屑薪械薪懈褟, 懈 褋芯胁褋械屑 薪械卸械谢邪褌械谢褜薪芯 褌褉械斜芯胁邪褌褜 芯褌 薪懈褏 锌芯懈褋泻邪 褎邪泻褌芯胁. 袙 褝褌芯屑 褋谢褍褔邪械 芯薪懈 斜褍写褍褌 锌芯褋褌褍锌邪褌褜 胁锌芯谢薪械 锌褉械写褋泻邪蟹褍械屑芯: 懈褋泻邪褌褜 褎邪泻褌褘, 泻芯褌芯褉褘械 胁锌懈褋褘胁邪褞褌褋褟 胁 褍卸械 锟斤拷写械谢邪薪薪褘械 懈屑懈 褍屑芯蟹邪泻谢褞褔械薪懈褟. 袧械 斜褘谢芯 褋谢褍褔邪褟, 褔褌芯斜褘 泻芯屑褍鈥懷傂� 薪械 褍写邪胁邪谢芯褋褜 薪邪泄褌懈 懈褋泻芯屑褘械 褎邪泻褌褘.
袝写懈薪褋褌胁械薪薪芯 褌芯褔薪褘泄 屑械褌芯写, 锌芯写胁懈谐邪褞褖懈泄 薪邪褋 薪邪 锌褉芯胁械褉泻褍 屑薪械薪懈褟 褉械邪谢褜薪芯褋褌褜褞, 芯褋薪芯胁褘胁邪械褌褋褟 薪邪 褔械褌泻芯屑 褍斜械卸写械薪懈懈 胁 褌芯屑, 褔褌芯 胁褋械 薪邪褔懈薪邪械褌褋褟 褋 屑薪械薪懈泄.
协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 褋褌懈屑褍谢懈褉褍褞褌 褉芯卸写械薪懈械 屑薪械薪懈泄. 袧芯 芯薪懈 褌邪泻卸械 薪邪褋褌邪懈胁邪褞褌 薪邪 褌芯屑, 褔褌芯斜褘 懈褏 薪芯褋懈褌械谢懈 锌褉芯写褍屑褘胁邪谢懈 褏邪褉邪泻褌械褉 懈 褑械谢褜 芦褝泻褋锌械褉懈屑械薪褌邪禄, 褌芯 械褋褌褜 锌褉芯胁械褉泻褍 屑薪械薪懈褟 薪邪 褋芯芯褌胁械褌褋褌胁懈械 褉械邪谢褜薪芯褋褌懈. 袠屑械薪薪芯 锌芯褝褌芯屑褍 褝褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 褋锌褉邪褕懈胁邪褞褌: 芦效褌芯 薪邪屑 薪褍卸薪芯 蟹薪邪褌褜, 褔褌芯斜褘 锌褉芯胁械褉懈褌褜 锌褉邪胁懈谢褜薪芯褋褌褜 褝褌芯泄 谐懈锌芯褌械蟹褘?禄, 芦袣邪泻懈械 褎邪泻褌褘 屑芯谐褍褌 锌芯写褌胁械褉写懈褌褜 褉邪蟹褍屑薪芯褋褌褜 褝褌芯谐芯 屑薪械薪懈褟?禄. 袨锌褘褌薪褘械 褍锌褉邪胁谢褟褞褖懈械 胁褘褉邪斜邪褌褘胁邪褞褌 锌褉懈胁褘褔泻褍 (泻邪泻 胁 褋械斜械, 褌邪泻 懈 胁 褋胁芯懈褏 泻芯谢谢械谐邪褏) 芯锌褉械写械谢褟褌褜, 薪邪 褔褌芯 褋谢械写褍械褌 芯斜褉邪褖邪褌褜 胁薪懈屑邪薪懈褟, 褔褌芯 薪褍卸薪芯 懈蟹褍褔邪褌褜 懈 褔褌芯 锌褉芯胁械褉褟褌褜. 袨薪懈 褋褌褉械屑褟褌褋褟 泻 褌芯屑褍, 褔褌芯斜褘 谢褞写懈, 胁褘褋泻邪蟹邪胁褕懈械 褋胁芯械 屑薪械薪懈械, 斜褉邪谢懈 薪邪 褋械斜褟 芯褌胁械褌褋褌胁械薪薪芯褋褌褜 蟹邪 芯锌褉械写械谢械薪懈械 懈 锌芯懈褋泻 褎邪泻褌懈褔械褋泻懈褏 写邪薪薪褘褏. 袙芯蟹屑芯卸薪芯, 芯褋薪芯胁薪褍褞 懈写械褞 褋谢械写褍械褌 胁褘褉邪蟹懈褌褜 胁 胁芯锌褉芯褋械: 芦袣邪泻芯胁 泻褉懈褌械褉懈泄 褉械谢械胁邪薪褌薪芯褋褌懈?禄.
孝褉邪写懈褑懈芯薪薪褘械 懈蟹屑械褉械薪懈褟 芯褌褉邪卸邪褞褌 锌芯 褋胁芯械泄 褋褍褌懈 胁褔械褉邪褕薪懈械 褉械褕械薪懈褟. 袝褋谢懈 锌芯褟胁谢褟械褌褋褟 薪械芯斜褏芯写懈屑芯褋褌褜 胁 锌褉懈薪褟褌懈懈 薪芯胁芯谐芯 褉械褕械薪懈褟, 褝褌芯 锌褉械卸写械 胁褋械谐芯 芯蟹薪邪褔邪械褌, 褔褌芯 懈蟹屑械褉械薪懈械 锌芯褌械褉褟谢芯 褋胁芯褞 褉械谢械胁邪薪褌薪芯褋褌褜.
孝邪泻懈屑 芯斜褉邪蟹芯屑, 锌械褉胁芯械 锌褉邪胁懈谢芯 锌褉懈薪褟褌懈褟 褉械褕械薪懈褟 屑芯卸械褌 蟹胁褍褔邪褌褜 褌邪泻: 芦袝褋谢懈 薪械 懈屑械械褌褋褟 锌褉械写胁邪褉懈褌械谢褜薪褘褏 褉邪蟹薪芯谐谢邪褋懈泄, 薪械胁芯蟹屑芯卸薪芯 胁褘褉邪斜芯褌邪褌褜 芯锌褌懈屑邪谢褜薪芯械 褉械褕械薪懈械禄.
校 袥懈薪泻芯谢褜薪邪, 孝械芯写芯褉邪 袪褍蟹胁械谢褜褌邪, 肖褉邪薪泻谢懈薪邪 袪褍蟹胁械谢褜褌邪 懈 袚邪褉褉懈 孝褉褍屑褝薪邪 斜褘谢懈 褋胁芯懈 褋芯斜褋褌胁械薪薪褘械 屑械褌芯写褘. 袧芯 泻邪卸写褘泄 懈蟹 薪懈褏 锌褉芯胁芯褑懈褉芯胁邪谢 褉邪蟹薪芯谐谢邪褋懈褟, 泻芯褌芯褉褘械 斜褘谢懈 薪械芯斜褏芯写懈屑褘 写谢褟 褌芯谐芯, 褔褌芯斜褘 胁芯蟹薪懈泻谢芯 锌芯薪懈屑邪薪懈械 锌褉懈薪懈屑邪械屑褘褏 褉械褕械薪懈泄.
袦械褌芯写 褋锌褉芯胁芯褑懈褉芯胁邪薪薪褘褏 褉邪蟹薪芯谐谢邪褋懈泄
褌芯谢褜泻芯 褉邪蟹薪芯谐谢邪褋懈褟 屑芯谐褍褌 芯斜械褋锌械褔懈褌褜 邪谢褜褌械褉薪邪褌懈胁褘 锌褉械写谢邪谐邪械屑芯屑褍 褉械褕械薪懈褞. 袪械褕械薪懈械 斜械蟹 邪谢褜褌械褉薪邪褌懈胁褘 鈥� 褝褌芯, 褋泻芯褉械械, 芯褌褔邪褟薪薪褘泄 褏芯写 懈谐褉芯泻邪, 芯褋褌邪褞褖懈泄褋褟 褌邪泻芯胁褘屑, 泻邪泻 斜褘 褌褖邪褌械谢褜薪芯 芯薪 薪懈 斜褘谢 锌褉芯写褍屑邪薪.
袙 芯写薪芯泄 褋褌邪褉芯泄 懈褋褌芯褉懈懈 谐芯胁芯褉懈褌褋褟, 泻邪泻 械褖械 胁芯 胁褉械屑械薪邪 泻芯褉芯谢械胁褘 袙懈泻褌芯褉懈懈 卸懈褌械谢褜 芯写薪芯谐芯 懈蟹 芯褋褌褉芯胁芯胁 褞卸薪芯谐芯 屑芯褉褟, 胁械褉薪褍胁褕懈褋褜 懈蟹 褋胁芯械谐芯 锌褍褌械褕械褋褌胁懈褟 薪邪 袟邪锌邪写, 褉邪褋褋泻邪蟹邪谢 褋胁芯懈屑 写褉褍蟹褜褟屑鈥懶狙佈傃€芯胁懈褌褟薪邪屑, 褔褌芯 褍 褌邪屑芯褕薪懈褏 卸懈褌械谢械泄 胁 写芯屑邪褏 薪械褌 胁芯写褘. 袧邪 械谐芯 褉芯写薪芯屑 芯褋褌褉芯胁械 锌芯写邪褔邪 胁芯写褘 芯褋褍褖械褋褌胁谢褟谢邪褋褜 械褋褌械褋褌胁械薪薪褘屑 褋锌芯褋芯斜芯屑 褔械褉械蟹 锌芯谢芯械 斜褉械胁薪芯, 懈 胁褋械谐写邪 胁褋械 胁懈写械谢懈, 泻邪泻 芯薪邪 谢懈谢邪褋褜. 袙 蟹邪锌邪写薪芯屑 卸械 谐芯褉芯写械, 泻芯褌芯褉褘泄 锌芯褋械褌懈谢 芯褋褌褉芯胁懈褌褟薪懈薪, 胁芯写邪 斜褘谢邪 蟹邪泻谢褞褔械薪邪 胁 褌褉褍斜褘 懈 谢懈谢邪褋褜 褌芯谢褜泻芯 褌芯谐写邪, 泻芯谐写邪 泻褌芯鈥懷傂� 芯褌泻褉褘胁邪谢 泻褉邪薪. 协褌芯谐芯 芯薪 薪械 蟹薪邪谢 懈 薪懈泻褌芯 薪懈褔械谐芯 械屑褍 薪械 芯斜褗褟褋薪懈谢. 袙褋褟泻懈泄 褉邪蟹, 泻芯谐写邪 褟 褋谢褘褕褍 褝褌褍 懈褋褌芯褉懈褞, 褟 胁芯蟹胁褉邪褖邪褞褋褜 泻 褌械屑械 胁芯芯斜褉邪卸械薪懈褟.
袝褋谢懈 屑褘 薪械 锌芯胁械褉薪械屑 褉褍褔泻褍 芦泻褉邪薪邪禄, 胁芯芯斜褉邪卸械薪懈械 薪械 锌芯褟胁懈褌褋褟. 袣褉邪薪 胁 褝褌芯屑 褋谢褍褔邪械 懈谐褉邪械褌 褉芯谢褜 锌褉芯写褍屑邪薪薪芯谐芯 懈 褋懈褋褌械屑邪褌懈蟹懈褉芯胁邪薪薪芯谐芯 锌褉芯褌懈胁芯褉械褔懈褟.
袠屑械薪薪芯 锌芯褝褌芯屑褍 芯锌褘褌薪褘泄 褉褍泻芯胁芯写懈褌械谢褜, 锌褉械卸写械 褔械屑 锌褉懈薪褟褌褜 芯泻芯薪褔邪褌械谢褜薪芯械 褉械褕械薪懈械, 芯褉谐邪薪懈蟹褍械褌 锌芯谢械屑懈泻褍, 芯斜屑械薪 屑薪械薪懈褟屑懈. 协褌懈屑 褋邪屑褘屑 芯薪 薪械 写邪械褌 褋械斜褟 褍胁谢械褔褜 锌褉邪胁写芯锌芯写芯斜薪褘屑, 薪芯 薪邪 褋邪屑芯屑 写械谢械 薪械胁械褉薪褘屑 懈谢懈, 胁 谢褍褔褕械屑 褋谢褍褔邪械, 锌芯谢芯胁懈薪褔邪褌褘屑 褉械褕械薪懈械屑.
袣邪卸写芯械 褉械褕械薪懈械 薪邪锌芯屑懈薪邪械褌 褏懈褉褍褉谐懈褔械褋泻褍褞 芯锌械褉邪褑懈褞. 袠 褌芯, 懈 写褉褍谐芯械 褟胁谢褟械褌褋褟 锌芯 褋褍褌懈 写械谢邪 胁褌芯褉卸械薪懈械屑 胁 褋懈褋褌械屑褍 懈 锌芯褝褌芯屑褍 薪械褋械褌 褋 褋芯斜芯泄 芯锌褉械写械谢械薪薪褘泄 褉懈褋泻 褕芯泻邪. 啸芯褉芯褕懈泄 褍锌褉邪胁谢褟褞褖懈泄 薪械 斜褍写械褌 锌褉懈薪懈屑邪褌褜 谢懈褕薪懈褏 褉械褕械薪懈泄, 褌芯褔薪芯 褌邪泻 卸械, 泻邪泻 褏芯褉芯褕懈泄 褏懈褉褍褉谐 薪械 斜褍写械褌 写械谢邪褌褜 谢懈褕薪懈褏 芯锌械褉邪褑懈泄.
褉械褕械薪懈褟 锌芯 褋邪屑芯泄 褋胁芯械泄 褋褍褖薪芯褋褌懈 芯褌薪褞写褜 薪械 写芯谢卸薪褘 胁褘蟹褘胁邪褌褜 薪械锌褉懈褟褌薪褘褏 褝屑芯褑懈泄, 褌械屑 薪械 屑械薪械械 斜芯谢褜褕懈薪褋褌胁芯 褝褎褎械泻褌懈胁薪褘褏 褉械褕械薪懈泄 锌芯薪邪褔邪谢褍 芯褋褌邪胁谢褟械褌 薪械锌褉懈褟褌薪褘泄 芯褋邪写芯泻.
袧芯 薪械芯褋芯蟹薪邪薪薪芯械 斜械褋锌芯泻芯泄褋褌胁芯 懈谢懈 胁薪褍褌褉械薪薪褟褟 褌褉械胁芯谐邪 胁褋械谐写邪 写械泄褋褌胁褍褞褌 泻邪泻 芯谐褉邪薪懈褔懈褌械谢懈, 锌褍褋褌褜 写邪卸械 薪邪 泻芯褉芯褌泻芯械 胁褉械屑褟. 袣邪泻 谐芯胁芯褉懈褌 芯写懈薪 屑芯泄 蟹薪邪泻芯屑褘泄, 褍屑械褞褖懈泄 锌褉懈薪懈屑邪褌褜 褋邪屑褘械 芯锌褌懈屑邪谢褜薪褘械 褉械褕械薪懈褟: 芦携 胁褋械谐写邪 芯褋褌邪薪邪胁谢懈胁邪褞褋褜, 械褋谢懈 褔械褌泻芯 薪械 胁懈卸褍 褋懈褌褍邪褑懈褞禄. 袙 写械胁褟褌懈 褋谢褍褔邪褟褏 懈蟹 写械褋褟褌懈 胁薪褍褌褉械薪薪械械 斜械褋锌芯泻芯泄褋褌胁芯 胁褘蟹褘胁邪械褌褋褟 屑邪谢芯蟹薪邪褔邪褖懈屑懈 屑械谢芯褔邪屑懈. 袧芯 胁 写械褋褟褌芯屑 褋谢褍褔邪械 胁锌芯谢薪械 屑芯卸薪芯 芯斜薪邪褉褍卸懈褌褜 褍锌褍褖械薪懈械 芯褔械薪褜 胁邪卸薪芯谐芯 邪褋锌械泻褌邪 锌褉芯斜谢械屑褘, 谐褉褍斜褍褞 芯褕懈斜泻褍 懈谢懈 锌褉懈泄褌懈 泻 胁褘胁芯写褍 芯 褌芯屑, 褔褌芯 褋写械谢邪薪薪邪褟 褉邪薪械械 芯褑械薪泻邪 褋懈褌褍邪褑懈懈 薪械胁械褉薪邪.
袣芯屑锌褜褞褌械褉 屑芯谐 斜褘 褌邪泻卸械 懈褋锌褉邪胁懈褌褜 芯写薪褍 懈蟹 褌懈锌懈褔薪褘褏 芯褕懈斜芯泻, 写芯锌褍褋泻邪械屑褘褏 胁 锌褉芯褑械褋褋械 锌褉懈薪褟褌懈褟 褉械褕械薪懈泄. 袧邪屑 褋胁芯泄褋褌胁械薪薪芯 芯褕懈斜芯褔薪芯 锌褉懈薪懈屑邪褌褜 褌懈锌懈褔薪褘械 褋懈褌褍邪褑懈懈 蟹邪 褋械褉懈褞 褍薪懈泻邪谢褜薪褘褏 褋芯斜褘褌懈泄. 袙 褌芯 卸械 胁褉械屑褟 泻芯屑锌褜褞褌械褉 褋锌芯褋芯斜械薪 写械泄褋褌胁芯胁邪褌褜 胁 褉械卸懈屑械 褝褌懈褏 褋邪屑褘褏 褌懈锌懈褔薪褘褏 褋懈褌褍邪褑懈泄, 褌邪泻 泻邪泻 械谐芯 谢芯谐懈泻邪 胁 锌褉懈薪褑懈锌械 薪邪褋褌褉芯械薪邪 褌芯谢褜泻芯 薪邪 褝褌芯. 袠蟹 褝褌芯谐芯 褋谢械写褍械褌, 褔褌芯 胁 斜褍写褍褖械屑 屑褘 斜褍写械屑 褋泻谢芯薪薪褘 芯褕懈斜邪褌褜褋褟, 锌褉懈薪懈屑邪褟 懈褋泻谢褞褔懈褌械谢褜薪芯械 懈 褍薪懈泻邪谢褜薪芯械 蟹邪 褌懈锌懈褔薪芯械 懈 芯斜褖械械.
袧邪懈斜芯谢械械 胁邪卸薪邪褟 芯褋芯斜械薪薪芯褋褌褜 泻芯屑锌褜褞褌械褉邪 鈥� 胁 械谐芯 芯谐褉邪薪懈褔械薪懈褟褏, 泻芯褌芯褉褘械 胁褋械 斜芯谢械械 褍斜械写懈褌械谢褜薪芯 蟹邪褋褌邪胁谢褟褞褌 薪邪褋 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈褟, 懈 锌褉械卸写械 胁褋械谐芯 蟹邪褋褌邪胁谢褟褞褌 褍锌褉邪胁谢械薪褑械胁 褋褉械写薪械谐芯 蟹胁械薪邪 芯褌斜褉芯褋懈褌褜 褋胁芯褞 锌褋懈褏芯谢芯谐懈褞 芯锌械褉邪褌芯褉芯胁 懈 褋褌邪褌褜 薪邪褋褌芯褟褖懈屑懈 褍锌褉邪胁谢褟褞褖懈屑懈, 芯褌胁械褌褋褌胁械薪薪褘屑懈 蟹邪 锌褉懈薪褟褌懈械 胁邪卸薪褘褏 褉械褕械薪懈泄.
袨褋薪芯胁薪邪褟 懈写械褟 褝褌芯泄 泻薪懈谐懈 褋褌褉芯懈褌褋褟 薪邪 写胁褍褏 锌褉械写锌芯褋褘谢泻邪褏: 鈥� 写械褟褌械谢褜薪芯褋褌褜 褍锌褉邪胁谢褟褞褖械谐芯 写芯谢卸薪邪 斜褘褌褜 褝褎褎械泻褌懈胁薪芯泄; 鈥� 褝褎褎械泻褌懈胁薪芯褋褌懈 屑芯卸薪芯 薪邪褍褔懈褌褜褋褟. 校锌褉邪胁谢褟褞褖械屑褍 锌谢邪褌褟褌 蟹邪 械谐芯 褝褎褎械泻褌懈胁薪芯褋褌褜. 袨薪 锌褉芯褋褌芯 芯斜褟蟹邪薪 斜褘褌褜 褝褎褎械泻褌懈胁薪褘屑 胁 褌芯泄 芯褉谐邪薪懈蟹邪褑懈懈, 谐写械 褉邪斜芯褌邪械褌.
袧芯 褔械屑褍 卸械 写芯谢卸械薪 薪邪褍褔懈褌褜褋褟 褍锌褉邪胁谢褟褞褖懈泄 懈 褔褌芯 芯薪 写芯谢卸械薪 写械谢邪褌褜, 褔褌芯斜褘 斜褘褌褜 褝褎褎械泻褌懈胁薪褘屑? 袙 锌芯锌褘褌泻械 芯褌胁械褌懈褌褜 薪邪 褝褌懈 胁芯锌褉芯褋褘 胁 泻薪懈谐械 胁褘写胁懈谐邪褞褌褋褟 写胁械 蟹邪写邪褔懈: 锌芯泻邪蟹邪褌械谢懈 褝褎褎械泻褌懈胁薪芯褋褌懈 褎褍薪泻褑懈芯薪懈褉芯胁邪薪懈褟 芯褉谐邪薪懈蟹邪褑懈懈 胁 褑械谢芯屑 懈 薪械锌芯褋褉械写褋褌胁械薪薪芯 褋邪屑芯谐芯 褍锌褉邪胁谢褟褞褖械谐芯.
袣褉芯屑械 胁褋械谐芯 锌褉芯褔械谐芯, 褝褎褎械泻褌懈胁薪芯褋褌褜 薪械 芦锌褉械写屑械褌禄, 邪 褋邪屑芯写懈褋褑懈锌谢懈薪邪. 袣褉邪褋薪芯泄 薪懈褌褜褞 锌芯 胁褋械泄 泻薪懈谐械 锌褉芯褏芯写懈褌 胁芯锌褉芯褋: 芦袣邪泻 写芯斜懈褌褜褋褟 褌芯谐芯, 褔褌芯斜褘 芯褉谐邪薪懈蟹邪褑懈褟 懈 褋邪屑褘械 胁邪卸薪褘械 芯斜谢邪褋褌懈 卸懈蟹薪械写械褟褌械谢褜薪芯褋褌懈 褍锌褉邪胁谢褟褞褖械谐芯 斜褘谢懈 斜褘 褝褎褎械泻褌懈胁薪褘?禄.
1. 袩械褉胁褘泄 褕邪谐 薪邪 锌褍褌懈 锌芯胁褘褕械薪懈褟 褝褎褎械泻褌懈胁薪芯褋褌懈 薪芯褋懈褌 褔懈褋褌芯 屑械褌芯写懈褔械褋泻懈泄 褏邪褉邪泻褌械褉: 褉械谐懈褋褌褉邪褑懈褟 褉邪褋褏芯写邪 胁褉械屑械薪懈. 协褌芯褌 褕邪谐 褟胁谢褟械褌褋褟 屑械褏邪薪懈褔械褋泻懈屑, 械褋谢懈 写邪卸械 薪械 屑械褏邪薪懈褋褌懈褔械褋泻懈屑
2. 小谢械写褍褞褖懈泄 褝褌邪锌, 薪邪 泻芯褌芯褉芯屑 芯褌 褍锌褉邪胁谢褟褞褖械谐芯 褌褉械斜褍械褌褋褟 褋泻芯薪褑械薪褌褉懈褉芯胁邪褌褜 褋胁芯械 胁薪懈屑邪薪懈械 薪邪 谢懈褔薪芯屑 胁泻谢邪写械, 薪芯褋懈褌 褍卸械 薪械 屑械褌芯写懈褔械褋泻懈泄 懈谢懈 锌褉芯褑械写褍褉薪褘泄, 邪 泻芯薪褑械锌褌褍谢褜薪褘泄 褏邪褉邪泻褌械褉. 协褌芯褌 褝褌邪锌 褏邪褉邪泻褌械褉懈蟹褍械褌 褋芯斜芯泄 锌械褉械褏芯写 芯褌 屑械褏邪薪懈泻懈 泻 邪薪邪谢懈蟹褍 懈 芯褌 锌褉芯懈蟹胁芯写懈褌械谢褜薪芯褋褌懈 泻邪泻 褌邪泻芯胁芯泄 泻 泻芯薪械褔薪褘屑 褉械蟹褍谢褜褌邪褌邪屑. 袧邪 褝褌芯屑 褝褌邪锌械 褍锌褉邪胁谢褟褞褖懈泄 锌褉懈褍褔邪械褌褋褟 邪薪邪谢懈蟹懈褉芯胁邪褌褜 褋胁芯褞 褉芯谢褜 胁 芯褉谐邪薪懈蟹邪褑懈懈 懈 芯锌褉械写械谢褟褌褜 褋胁芯泄 胁泻谢邪写 胁 械械 写械褟褌械谢褜薪芯褋褌褜.
3. 袗泻褌懈胁懈蟹邪褑懈褟 褋懈谢褜薪褘褏 褋褌芯褉芯薪 褏邪褉邪泻褌械褉邪 薪邪褏芯写懈褌 褋胁芯械 芯褌褉邪卸械薪懈械 胁 锌芯胁械写械薪懈懈. 协褌芯 褍胁邪卸械薪懈械 谢懈褔薪芯褋褌懈 泻邪泻 褋胁芯械泄 褋芯斜褋褌胁械薪薪芯泄, 褌邪泻 懈 写褉褍谐懈褏.
袩芯 屑械褉械 褌芯谐芯 泻邪泻 胁薪懈屑邪薪懈械 褋屑械褖邪械褌褋褟 芯褌 锌褉芯写邪卸懈 锌褉芯写褍泻褌邪 泻 褋芯蟹写邪薪懈褞 芯褌薪芯褕械薪懈泄, 锌芯褌褉械斜薪芯褋褌褜 胁 褋褉械写褋褌胁邪褏 写胁褍褋褌芯褉芯薪薪械泄 泻芯屑屑褍薪懈泻邪褑懈懈 胁芯蟹褉邪褋褌邪械褌
锌褟褌褜 芯褋薪芯胁薪褘褏 褝谢械屑械薪褌芯胁 写谢褟 锌芯胁褘褕械薪懈褟 褝褎褎械泻褌懈胁薪芯褋褌懈 褌褉褍写邪 褉邪斜芯褌薪懈泻邪 褍锌褉邪胁谢械薪懈褟.
1. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 蟹薪邪褌褜, 薪邪 褔褌芯 芯薪懈 褉邪褋褏芯写褍褞褌 褋胁芯械 胁褉械屑褟. 校屑械薪懈械泻芯薪褌褉芯谢懈褉芯胁邪褌褜 褋胁芯械 胁褉械屑褟 褟胁谢褟械褌褋褟 胁邪卸薪械泄褕懈屑 褝谢械屑械薪褌芯屑 锌褉芯懈蟹胁芯写懈褌械谢褜薪芯泄 褉邪斜芯褌褘.
2. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 泻芯薪褑械薪褌褉懈褉芯胁邪褌褜褋褟 薪邪 写芯褋褌懈卸械薪懈褟, 胁褘褏芯写褟褖懈械 蟹邪 褉邪屑泻懈 褋胁芯懈褏 芯褉谐邪薪懈蟹邪褑懈泄. 袠屑 褋谢械写褍械褌 斜褘褌褜 薪邪褑械谢械薪薪褘屑懈 薪械 薪邪 胁褘锌芯谢薪械薪懈械 褉邪斜芯褌褘 泻邪泻 褌邪泻芯胁芯泄, 邪 薪邪 泻芯薪械褔薪褘泄 褉械蟹褍谢褜褌邪褌. 啸芯褉芯褕懈泄 褍锌褉邪胁谢褟褞褖懈泄, 锌褉械卸写械 褔械屑 锌褉懈褋褌褍锌懈褌褜 泻 胁褘锌芯谢薪械薪懈褞 褌芯谐芯 懈谢懈 懈薪芯谐芯 蟹邪写邪薪懈褟, 蟹邪写邪械褌 褋械斜械 胁芯锌褉芯褋: 芦袣邪泻懈褏 褉械蟹褍谢褜褌邪褌芯胁 褟 写芯谢卸械薪 写芯褋褌懈褔褜?禄 小邪屑 锌褉芯褑械褋褋 褉邪斜芯褌褘 懈 械械 屑械褌芯写褘 芯褌褏芯写褟褌 写谢褟 薪械谐芯 薪邪 胁褌芯褉芯泄 锌谢邪薪.
3. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 褋褌褉芯懈褌褜 褋胁芯褞 写械褟褌械谢褜薪芯褋褌褜 薪邪 锌褉械懈屑褍褖械褋褌胁械薪薪褘褏, 褋懈谢褜薪褘褏 泻邪褔械褋褌胁邪褏, 泻邪泻 褋芯斜褋褌胁械薪薪褘褏, 褌邪泻 懈 褉褍泻芯胁芯写懈褌械谢械泄, 泻芯谢谢械谐 懈 锌芯写褔懈薪械薪薪褘褏, 邪 褌邪泻卸械 芯斜褟蟹邪薪褘 芯褌褘褋泻懈胁邪褌褜 锌芯谢芯卸懈褌械谢褜薪褘械 屑芯屑械薪褌褘 胁 泻芯薪泻褉械褌薪褘褏 褋懈褌褍邪褑懈褟褏. 袠屑 薪械 褋谢械写褍械褌 芯锌懈褉邪褌褜褋褟 薪邪 褌芯, 褔褌芯 薪械薪邪写械卸薪芯. 袧械谢褜蟹褟 薪邪褔懈薪邪褌褜 褉邪斜芯褌褍 褋 褉械褕械薪懈褟 薪械褉械邪谢褜薪褘褏 薪邪 写邪薪薪褘泄 屑芯屑械薪褌 蟹邪写邪褔.
4. 协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 泻芯薪褑械薪褌褉懈褉褍褞褌 褋胁芯械 胁薪懈屑邪薪懈械 薪邪 薪械褋泻芯谢褜泻懈褏 胁邪卸薪械泄褕懈褏 褍褔邪褋褌泻邪褏, 胁 泻芯褌芯褉褘褏 懈褋锌芯谢薪械薪懈械 锌芯褋褌邪胁谢械薪薪褘褏 蟹邪写邪薪懈泄 锌褉懈薪械褋械褌 薪邪懈斜芯谢械械 芯褖褍褌懈屑褘械 褉械蟹褍谢褜褌邪褌褘. 袨薪懈 写芯谢卸薪褘 薪邪褍褔懈褌褜褋褟 褍褋褌邪薪邪胁谢懈胁邪褌褜 锌褉懈芯褉懈褌械褌薪褘械 薪邪锌褉邪胁谢械薪懈褟 褉邪斜芯褌 懈 薪械 芯褌泻谢芯薪褟褌褜褋褟 胁 懈褏 胁褘锌芯谢薪械薪懈懈. 小芯斜褋褌胁械薪薪芯, 胁褋褟 懈褏 写械褟褌械谢褜薪芯褋褌褜 写芯谢卸薪邪 褋芯褋褌芯褟褌褜 懈蟹 胁褘锌芯谢薪械薪懈褟 懈屑械薪薪芯 锌褉懈芯褉懈褌械褌薪褘褏 蟹邪写邪薪懈泄 鈥� 芯斜褟蟹邪薪 蟹邪薪懈屑邪褌褜褋褟 谢懈褕褜 谐谢邪胁薪褘屑. 袩褍褋褌邪褟 褌褉邪褌邪 褋懈谢 懈 胁褉械屑械薪懈 锌褉懈胁芯写懈褌 泻 褋邪屑褘屑 芯褌褉懈褑邪褌械谢褜薪褘屑 褉械蟹褍谢褜褌邪褌邪屑.
5. 袧邪泻芯薪械褑, 褝褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 写芯谢卸薪褘 锌褉懈薪懈屑邪褌褜 褝褎褎械泻褌懈胁薪褘械 褉械褕械薪懈褟. 袗 褝褌芯 锌褉械卸写械 胁褋械谐芯 胁芯锌褉芯褋 褋懈褋褌械屑薪芯褋褌懈, 褌芯 械褋褌褜 锌褉芯褑械褋褋 胁褘锌芯谢薪械薪懈褟 蟹邪写邪薪懈褟 写芯谢卸械薪 锌褉芯褏芯写懈褌褜 胁 薪褍卸薪芯泄 锌芯褋谢械写芯胁邪褌械谢褜薪芯褋褌懈. 小谢械写褍械褌 锌芯屑薪懈褌褜, 褔褌芯 褝褎褎械泻褌懈胁薪芯械 褉械褕械薪懈械 鈥� 褝褌芯 胁褋械谐写邪 褋褍卸写械薪懈械, 芯褋薪芯胁邪薪薪芯械, 褋泻芯褉械械, 薪邪 芦薪械褋芯胁锌邪写械薪懈懈 屑薪械薪懈泄禄, 褔械屑 薪邪 芦褋芯谐谢邪褋芯胁邪薪薪芯褋褌懈 锌芯 褎邪泻褌邪屑禄. 效褉械蟹屑械褉薪邪褟 锌芯褋锌械褕薪芯褋褌褜 胁械写械褌 泻 锌褉懈薪褟褌懈褞 薪械胁械褉薪褘褏 褉械褕械薪懈泄. 袪械褕械薪懈泄 写芯谢卸薪芯 斜褘褌褜 薪械屑薪芯谐芯, 薪芯 胁褋械 芯薪懈 写芯谢卸薪褘 斜褘褌褜 褎褍薪写邪屑械薪褌邪谢褜薪褘屑懈. 袙 锌褉懈薪褟褌懈懈 褉械褕械薪懈泄 薪褍卸薪芯 褉褍泻芯胁芯写褋褌胁芯胁邪褌褜褋褟 胁械褉薪芯泄 褋褌褉邪褌械谐懈械泄, 邪 薪械 褋懈褞屑懈薪褍褌薪褘屑懈 褌邪泻褌懈
小械谐芯写薪褟褕薪褟褟 褉褍褌懈薪邪 鈥� 褝褌芯 褋懈褋褌械屑邪褌懈蟹懈褉芯胁邪薪薪邪褟 懈 褍锌芯褉褟写芯褔械薪薪邪褟 褎芯褉屑邪 褌芯谐芯, 褔褌芯 斜褘谢芯 懈蟹褍褔械薪芯 懈 芯褋胁芯械薪芯 芯写邪褉械薪薪褘屑懈 谢褞写褜屑懈 胁 锌褉芯褑械褋褋械 锌褉械芯写芯谢械薪懈褟 泻褉懈蟹懈褋芯胁.
小锌械褑懈邪谢懈褋褌褘, 锌芯褌褉械斜薪芯褋褌褜 胁 泻芯褌芯褉褘褏 胁芯蟹薪懈泻邪械褌 谢懈褕褜 胁褉械屑褟 芯褌 胁褉械屑械薪懈, 写芯谢卸薪褘 斜褘褌褜 胁褘胁械写械薪褘 懈蟹 褕褌邪褌邪.
褝褎褎械泻褌懈胁薪褘泄 褉邪斜芯褌薪懈泻, 胁械写械褌 写胁邪 褉械谐懈褋褌褉邪褑懈芯薪薪褘褏 褋锌懈褋泻邪. 袨写懈薪 锌褉械写薪邪蟹薪邪褔械薪 写谢褟 薪邪懈斜芯谢械械 胁邪卸薪褘褏 写械谢, 邪 写褉褍谐芯泄 鈥� 写谢褟 薪邪懈斜芯谢械械 薪械锌褉懈褟褌薪褘褏. 袧芯 胁 泻邪卸写芯屑 懈蟹 薪懈褏 芯锌褉械写械谢械薪褘 褋褉芯泻懈 懈褏 胁褘锌芯谢薪械薪懈褟
袟邪写邪胁邪褌褜 褋械斜械 胁芯锌褉芯褋 褌懈锌邪 芦效械屑 褟 屑芯谐褍 锌芯屑芯褔褜 褋胁芯械泄 芯褉谐邪薪懈蟹邪褑懈懈?禄 鈥� 褝褌芯 蟹薪邪褔懈褌 薪邪褔邪褌褜 锌芯懈褋泻 薪械懈褋锌芯谢褜蟹芯胁邪薪薪褘褏 褉械蟹械褉胁芯胁 薪邪 褋胁芯械屑 褉邪斜芯褔械屑 屑械褋褌械.
袙芯锌褉芯褋 芦袣邪泻芯泄 胁泻谢邪写 褟 屑芯谐褍 胁薪械褋褌懈?禄
小泻芯薪褑械薪褌褉懈褉芯胁邪薪薪芯褋褌褜 薪邪 胁泻谢邪写械 锌褉械写锌芯谢邪谐邪械褌 褔械褌褘褉械 谐谢邪胁薪褘褏 褍褋谢芯胁懈褟 褝褎褎械泻褌懈胁薪褘褏 胁蟹邪懈屑芯芯褌薪芯褕械薪懈泄:
鈥� 泻芯屑屑褍薪懈泻邪褑懈褟,
鈥� 泻芯谢谢械泻褌懈胁薪邪褟 写械褟褌械谢褜薪芯褋褌褜,
鈥� 褋邪屑芯褉邪蟹胁懈褌懈械 懈
鈥� 褉邪蟹胁懈褌懈械 写褉褍谐懈褏.
效械谢芯胁械泻, 蟹邪写邪褞褖懈泄 褋械斜械 胁芯锌褉芯褋 褌懈锌邪 芦袣邪泻芯泄 褋邪屑褘泄 胁邪卸薪褘泄 胁泻谢邪写 褟 屑芯谐褍 胁薪械褋褌懈 胁 写械褟褌械谢褜薪芯褋褌褜 写邪薪薪芯泄 芯褉谐邪薪懈蟹邪褑懈懈?禄, 薪邪 褋邪屑芯屑 写械谢械 褋锌褉邪褕懈胁邪械褌 褋谢械写褍褞褖械械: 芦袙 泻邪泻芯屑 薪邪锌褉邪胁谢械薪懈懈 褟 写芯谢卸械薪 褉邪蟹胁懈胁邪褌褜褋褟?禄, 芦袣邪泻懈械 蟹薪邪薪懈褟 懈 薪邪胁褘泻懈 屑薪械 薪褍卸薪芯 锌褉懈芯斜褉械褋褌懈 写谢褟 褌芯谐芯, 褔褌芯斜褘 斜褘褌褜 褋锌芯褋芯斜薪褘屑 胁薪械褋褌懈 褝褌芯褌 胁泻谢邪写?禄, 芦小泻芯谢褜泻芯 褍褋懈谢懈泄 屑薪械 锌芯褌褉械斜褍械褌褋褟?禄, 芦袣邪泻懈械 锌邪褉邪屑械褌褉褘 褟 写芯谢卸械薪 写谢褟 褋械斜褟 褍褋褌邪薪芯胁懈褌褜?禄
袧邪屑 芯褔械薪褜 屑邪谢芯 懈蟹胁械褋褌薪芯 芯 锌芯褌械薪褑懈邪谢械 褋邪屑芯褉邪蟹胁懈褌懈褟. 袧芯 屑褘 蟹薪邪械屑 芯写薪芯: 谢褞写懈 胁芯芯斜褖械, 懈 褉邪斜芯褌薪懈泻懈 懈薪褌械谢谢械泻褌褍邪谢褜薪芯谐芯 褌褉褍写邪 胁 褔邪褋褌薪芯褋褌懈, 褉邪褋褌褍褌 锌芯 屑械褉械 锌褉械写褗褟胁谢械薪懈褟 褌褉械斜芯胁邪薪懈泄 泻 褋邪屑懈屑 褋械斜械.
小谢械写褍械褌, 薪邪锌褉懈屑械褉, 锌芯屑薪懈褌褜 芯斜 芯褔械胁懈写薪芯屑, 薪芯 褔邪褋褌芯 锌褉械薪械斜褉械谐邪械屑芯屑 锌褉邪胁懈谢械, 褔褌芯 屑芯卸薪芯 胁械褋褌懈 褋芯胁械褖邪薪懈械 懈 褋谢褍褕邪褌褜 褌芯, 芯 褔械屑 谐芯胁芯褉褟褌, 懈谢懈 褋邪屑芯屑褍 锌褉懈薪懈屑邪褌褜 褍褔邪褋褌懈械 懈 胁褘褋褌褍锌邪褌褜 鈥� 褋芯胁屑械褖邪褌褜 褝褌懈 写胁邪 锌褉懈薪褑懈锌邪 薪械谢褜蟹褟.
袝褋谢懈 懈褋褏芯写懈褌褜 懈蟹 胁褋械谐芯 屑薪芯谐芯芯斜褉邪蟹懈褟 蟹薪邪薪懈泄, 芯锌褘褌邪 懈 褋锌芯褋芯斜薪芯褋褌械泄, 褌芯 写邪卸械 褋邪屑褘泄 谐械薪懈邪谢褜薪褘泄 褔械谢芯胁械泻 锌芯泻邪卸械褌褋褟 薪械谐褉邪屑芯褌薪褘屑. 袧械褌 褌邪泻芯谐芯 锌芯薪褟褌懈褟, 泻邪泻 芦褏芯褉芯褕懈泄 褔械谢芯胁械泻禄. 袙械褋褜 胁芯锌褉芯褋 胁 褌芯屑, 褔械屑 芯薪 褏芯褉芯褕.
小褉械写懈 褋锌械褑懈邪谢懈褋褌芯胁 锌芯 胁蟹邪懈屑芯芯褌薪芯褕械薪懈褟屑 芯褔械薪褜 锌芯锌褍谢褟褉薪邪 锌芯褋谢芯胁懈褑邪: 芦袝褋谢懈 胁褘 褏芯褌懈褌械 懈褋锌芯谢褜蟹芯胁邪褌褜 褉褍泻懈 褔械谢芯胁械泻邪, 薪邪写芯 锌褉懈薪褟褌褜 械谐芯 褑械谢懈泻芯屑禄.
袙芯 胁褉械屑褟 芯写薪芯谐芯 懈蟹 褋械屑懈薪邪褉芯胁 锌芯 锌芯胁褘褕械薪懈褞 泻胁邪谢懈褎懈泻邪褑懈懈 褍锌褉邪胁谢褟褞褖懈褏 褟 褋 褍写懈胁谢械薪懈械屑 褍蟹薪邪谢, 褔褌芯 薪懈泻褌芯 懈蟹 褟锌芯薪褋泻懈褏 褍褔邪褋褌薪懈泻芯胁, 邪 褝褌芯 斜褘谢懈 谢褞写懈, 蟹邪薪懈屑邪胁褕懈械 泻谢褞褔械胁褘械 锌芯褋褌褘 胁 泻褉褍锌薪褘褏 芯褉谐邪薪懈蟹邪褑懈褟褏, 薪械 锌褉懈斜械谐邪谢 泻 芯褑械薪泻邪屑 写械谢芯胁褘褏 泻邪褔械褋褌胁 褋胁芯懈褏 褉邪斜芯褌薪懈泻芯胁. 袧邪 屑芯泄 胁芯锌褉芯褋 芦袩芯褔械屑褍?禄 芯写懈薪 懈蟹 薪懈褏 芯褌胁械褌懈谢: 芦袟邪写邪褔邪 胁邪褕懈褏 芯褑械薪芯泻 鈥� 褝褌芯 胁褘褟胁谢械薪懈械 薪械写芯褋褌邪褌泻芯胁 懈 褋谢邪斜芯褋褌械泄 褔械谢芯胁械泻邪. 协褌芯 邪斜褋芯谢褞褌薪芯 薪邪褋 薪械 懈薪褌械褉械褋褍械褌, 褌邪泻 泻邪泻 屑褘 薪械 屑芯卸械屑 褍胁芯谢懈褌褜 褔械谢芯胁械泻邪 懈谢懈 芯褌泻邪蟹邪褌褜 械屑褍 胁 锌褉芯写胁懈卸械薪懈懈 锌芯 褋谢褍卸斜械. 袧邪芯斜芯褉芯褌, 褔械屑 屑械薪褜褕械 屑褘 蟹薪邪械屑 芯 褋谢邪斜芯褋褌褟褏 褔械谢芯胁械泻邪, 褌械屑 谢褍褔褕械. 袙械写褜 薪邪屑 薪械芯斜褏芯写懈屑芯 蟹薪邪褌褜 褋懈谢褜薪褘械 褋褌芯褉芯薪褘 懈 褋锌芯褋芯斜薪芯褋褌懈 褔械谢芯胁械泻邪. 袙邪褕邪 褋懈褋褌械屑邪 芯褑械薪芯泻 薪邪 褝褌芯 薪械 薪邪锌褉邪胁谢械薪邪禄.
袨薪 锌芯褋褌芯褟薪薪芯 蟹邪写邪胁邪谢 胁芯锌褉芯褋: 芦效褌芯 屑芯卸械褌 褝褌芯褌 褔械谢芯胁械泻?禄 袝褋谢懈 芯泻邪蟹褘胁邪谢芯褋褜, 褔褌芯 芯薪 薪邪 褔褌芯鈥懷傂� 褋锌芯褋芯斜械薪, 褌芯 械谐芯 褋谢邪斜芯褋褌懈 锌褉芯褋褌芯 薪械 蟹邪屑械褔邪谢懈褋褜.
袨褉懈械薪褌邪褑懈褟 薪邪 薪械写芯褋褌邪褌泻懈 鈥� 薪械 褌芯谢褜泻芯 谐谢褍锌芯褋褌褜, 薪芯 懈 斜械蟹芯褌胁械褌褋褌胁械薪薪芯褋褌褜.
校屑械谢褘泄 褍锌褉邪胁谢褟褞褖懈泄 蟹邪写邪褋褌 褋谢械写褍褞褖懈械 胁芯锌褉芯褋褘: 芦袣邪泻褍褞 褉邪斜芯褌褍 屑芯卸械褌 胁褘锌芯谢薪褟褌褜 屑芯泄 薪邪褔邪谢褜薪懈泻 薪邪 胁褘褋芯泻芯屑 褍褉芯胁薪械?禄, 芦袙 褔械屑 芯薪 褍卸械 锌褉芯褟胁懈谢 褋械斜褟 褋 薪邪懈谢褍褔褕械泄 褋褌芯褉芯薪褘 ?禄, 芦效褌芯 械屑褍 薪褍卸薪芯 蟹薪邪褌褜, 褔褌芯斜褘 锌褉懈屑械薪懈褌褜 褋胁芯懈 锌芯谢械蟹薪褘械 泻邪褔械褋褌胁邪?禄, 芦袙 泻邪泻芯泄 锌芯屑芯褖懈 褋 屑芯械泄 褋褌芯褉芯薪褘 芯薪 薪褍卸写邪械褌褋褟 写谢褟 泻邪褔械褋褌胁械薪薪芯谐芯 胁褘锌芯谢薪械薪懈褟 褋胁芯懈褏 芯斜褟蟹邪薪薪芯褋褌械泄?禄. 袣邪泻 胁懈写薪芯 懈蟹 褝褌懈褏 胁芯锌褉芯褋芯胁, 褌邪泻芯泄 褍锌褉邪胁谢褟褞褖懈泄 薪械 芯褔械薪褜 懈薪褌械褉械褋褍械褌褋褟 褌械屑, 褔褌芯 械谐芯 薪邪褔邪谢褜薪懈泻 写械谢邪褌褜 薪械 褍屑械械褌.
芦袣邪泻懈械 蟹邪写邪褔懈 屑薪械 褍写邪械褌褋褟 褉械褕懈褌褜 芯褌薪芯褋懈褌械谢褜薪芯 谢械谐泻芯, 胁 褌芯 胁褉械屑褟 泻邪泻 写谢褟 写褉褍谐懈褏 芯薪懈 锌褉械写褋褌邪胁谢褟褞褌 懈蟹胁械褋褌薪褍褞 褌褉褍写薪芯褋褌褜?禄
袧邪写芯 薪邪褔懈薪邪褌褜 薪械 褋 褌芯谐芯, 褔褌芯 泻邪卸械褌褋褟 锌褉懈械屑谢械屑褘屑, 邪 褋 褌芯谐芯, 褔褌芯 锌褉械写褋褌邪胁谢褟械褌褋褟 胁械褉薪褘屑.
袧芯 胁褋械 写械谢芯 胁 褌芯屑, 褔褌芯 锌褉懈 芯锌褉械写械谢械薪懈懈 锌械褉胁芯芯褔械褉械写薪褘褏 懈 胁褌芯褉芯褋褌械锌械薪薪褘褏 蟹邪写邪褔 芯褋薪芯胁薪褘屑 懈薪褋褌褉褍屑械薪褌芯屑 褟胁谢褟械褌褋褟 薪械 斜谢邪谐芯褉邪蟹褍屑薪褘泄 邪薪邪谢懈蟹, 邪 褌邪泻芯械 泻邪褔械褋褌胁芯, 泻邪泻 褋屑械谢芯褋褌褜.
协袥袝袦袝袧孝蝎 袩袪袨笑袝小小袗 袩袪袠袧携孝袠携 袪袝楔袝袧袠袡
袝褖械 褋芯 胁褉械屑械薪 肖褍泻懈写懈写邪 懈 袣褋械薪芯褎芯薪邪 胁芯械薪邪褔邪谢褜薪懈泻懈 蟹薪邪谢懈, 褔褌芯 褋邪屑芯泄 薪邪写械卸薪芯泄 锌褉芯胁械褉泻芯泄 褟胁谢褟褞褌褋褟 懈褏 褋芯斜褋褌胁械薪薪褘械 谐谢邪蟹邪.
薪芯 谐芯褉邪蟹写芯 褔邪褖械 褉械褕械薪懈械 鈥� 褝褌芯 胁褘斜芯褉 屑械卸写褍 写胁褍屑褟 薪邪锌褉邪胁谢械薪懈褟屑懈 写械泄褋褌胁懈泄, 胁械褉薪芯褋褌褜 泻芯褌芯褉褘褏 薪械谢褜蟹褟 写芯泻邪蟹邪褌褜.
袙 斜芯谢褜褕懈薪褋褌胁械 泻薪懈谐, 谐写械 芯锌懈褋褘胁邪械褌褋褟 锌褉芯褑械褋褋 锌褉懈薪褟褌懈褟 褉械褕械薪懈褟, 谐芯胁芯褉懈褌褋褟 芯 褌芯屑, 褔褌芯 芦薪邪褔懈薪邪褌褜 薪邪写芯 褋 锌芯懈褋泻邪 褎邪泻褌芯胁禄. 袧芯 芯锌褘褌薪褘械 褍锌褉邪胁谢褟褞褖懈械 蟹薪邪褞褌, 褔褌芯 薪邪褔懈薪邪褌褜 薪邪写芯 褋 写褉褍谐芯谐芯 鈥� 褋 屑薪械薪懈泄.
袛谢褟 褌芯谐芯 褔褌芯斜褘 芯锌褉械写械谢懈褌褜, 褔褌芯 卸械 褌邪泻卸械 芦褎邪泻褌禄, 薪械芯斜褏芯写懈屑芯 胁褘褟褋薪懈褌褜 泻褉懈褌械褉懈懈 褉械谢械胁邪薪褌薪芯褋褌懈 (芯褌薪芯褋褟褖械谐芯褋褟 泻 写械谢褍), 芯褋芯斜械薪薪芯 胁 芯褌薪芯褕械薪懈懈 锌褉懈屑械薪褟械屑褘褏 懈蟹屑械褉械薪懈泄. 袙 褝褌芯屑 胁褋褟 褋褍褌褜 懈 锌褉芯褌懈胁芯褉械褔懈胁芯褋褌褜 褝褎褎械泻褌懈胁薪芯谐芯 褉械褕械薪懈褟.
袧邪褔懈薪邪褌褜 褋 褎邪泻褌芯胁 薪械胁芯蟹屑芯卸薪芯 懈 斜械褋褋屑褘褋谢械薪薪芯. 袧械 屑芯卸械褌 斜褘褌褜 薪懈泻邪泻懈褏 褎邪泻褌芯胁 写芯 褌械褏 锌芯褉, 锌芯泻邪 薪械 褍褋褌邪薪芯胁谢械薪 泻褉懈褌械褉懈泄 褉械谢械胁邪薪褌薪芯褋褌懈. 小芯斜褘褌懈褟 褋邪屑懈 锌芯 褋械斜械 薪械 褟胁谢褟褞褌褋褟 褎邪泻褌邪屑懈.
袥褞写褟屑 褋褍卸写械薪芯 薪邪褔懈薪邪褌褜 褋 屑薪械薪懈褟, 懈 褋芯胁褋械屑 薪械卸械谢邪褌械谢褜薪芯 褌褉械斜芯胁邪褌褜 芯褌 薪懈褏 锌芯懈褋泻邪 褎邪泻褌芯胁. 袙 褝褌芯屑 褋谢褍褔邪械 芯薪懈 斜褍写褍褌 锌芯褋褌褍锌邪褌褜 胁锌芯谢薪械 锌褉械写褋泻邪蟹褍械屑芯: 懈褋泻邪褌褜 褎邪泻褌褘, 泻芯褌芯褉褘械 胁锌懈褋褘胁邪褞褌褋褟 胁 褍卸械 锟斤拷写械谢邪薪薪褘械 懈屑懈 褍屑芯蟹邪泻谢褞褔械薪懈褟. 袧械 斜褘谢芯 褋谢褍褔邪褟, 褔褌芯斜褘 泻芯屑褍鈥懷傂� 薪械 褍写邪胁邪谢芯褋褜 薪邪泄褌懈 懈褋泻芯屑褘械 褎邪泻褌褘.
袝写懈薪褋褌胁械薪薪芯 褌芯褔薪褘泄 屑械褌芯写, 锌芯写胁懈谐邪褞褖懈泄 薪邪褋 薪邪 锌褉芯胁械褉泻褍 屑薪械薪懈褟 褉械邪谢褜薪芯褋褌褜褞, 芯褋薪芯胁褘胁邪械褌褋褟 薪邪 褔械褌泻芯屑 褍斜械卸写械薪懈懈 胁 褌芯屑, 褔褌芯 胁褋械 薪邪褔懈薪邪械褌褋褟 褋 屑薪械薪懈泄.
协褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 褋褌懈屑褍谢懈褉褍褞褌 褉芯卸写械薪懈械 屑薪械薪懈泄. 袧芯 芯薪懈 褌邪泻卸械 薪邪褋褌邪懈胁邪褞褌 薪邪 褌芯屑, 褔褌芯斜褘 懈褏 薪芯褋懈褌械谢懈 锌褉芯写褍屑褘胁邪谢懈 褏邪褉邪泻褌械褉 懈 褑械谢褜 芦褝泻褋锌械褉懈屑械薪褌邪禄, 褌芯 械褋褌褜 锌褉芯胁械褉泻褍 屑薪械薪懈褟 薪邪 褋芯芯褌胁械褌褋褌胁懈械 褉械邪谢褜薪芯褋褌懈. 袠屑械薪薪芯 锌芯褝褌芯屑褍 褝褎褎械泻褌懈胁薪褘械 褍锌褉邪胁谢褟褞褖懈械 褋锌褉邪褕懈胁邪褞褌: 芦效褌芯 薪邪屑 薪褍卸薪芯 蟹薪邪褌褜, 褔褌芯斜褘 锌褉芯胁械褉懈褌褜 锌褉邪胁懈谢褜薪芯褋褌褜 褝褌芯泄 谐懈锌芯褌械蟹褘?禄, 芦袣邪泻懈械 褎邪泻褌褘 屑芯谐褍褌 锌芯写褌胁械褉写懈褌褜 褉邪蟹褍屑薪芯褋褌褜 褝褌芯谐芯 屑薪械薪懈褟?禄. 袨锌褘褌薪褘械 褍锌褉邪胁谢褟褞褖懈械 胁褘褉邪斜邪褌褘胁邪褞褌 锌褉懈胁褘褔泻褍 (泻邪泻 胁 褋械斜械, 褌邪泻 懈 胁 褋胁芯懈褏 泻芯谢谢械谐邪褏) 芯锌褉械写械谢褟褌褜, 薪邪 褔褌芯 褋谢械写褍械褌 芯斜褉邪褖邪褌褜 胁薪懈屑邪薪懈褟, 褔褌芯 薪褍卸薪芯 懈蟹褍褔邪褌褜 懈 褔褌芯 锌褉芯胁械褉褟褌褜. 袨薪懈 褋褌褉械屑褟褌褋褟 泻 褌芯屑褍, 褔褌芯斜褘 谢褞写懈, 胁褘褋泻邪蟹邪胁褕懈械 褋胁芯械 屑薪械薪懈械, 斜褉邪谢懈 薪邪 褋械斜褟 芯褌胁械褌褋褌胁械薪薪芯褋褌褜 蟹邪 芯锌褉械写械谢械薪懈械 懈 锌芯懈褋泻 褎邪泻褌懈褔械褋泻懈褏 写邪薪薪褘褏. 袙芯蟹屑芯卸薪芯, 芯褋薪芯胁薪褍褞 懈写械褞 褋谢械写褍械褌 胁褘褉邪蟹懈褌褜 胁 胁芯锌褉芯褋械: 芦袣邪泻芯胁 泻褉懈褌械褉懈泄 褉械谢械胁邪薪褌薪芯褋褌懈?禄.
孝褉邪写懈褑懈芯薪薪褘械 懈蟹屑械褉械薪懈褟 芯褌褉邪卸邪褞褌 锌芯 褋胁芯械泄 褋褍褌懈 胁褔械褉邪褕薪懈械 褉械褕械薪懈褟. 袝褋谢懈 锌芯褟胁谢褟械褌褋褟 薪械芯斜褏芯写懈屑芯褋褌褜 胁 锌褉懈薪褟褌懈懈 薪芯胁芯谐芯 褉械褕械薪懈褟, 褝褌芯 锌褉械卸写械 胁褋械谐芯 芯蟹薪邪褔邪械褌, 褔褌芯 懈蟹屑械褉械薪懈械 锌芯褌械褉褟谢芯 褋胁芯褞 褉械谢械胁邪薪褌薪芯褋褌褜.
孝邪泻懈屑 芯斜褉邪蟹芯屑, 锌械褉胁芯械 锌褉邪胁懈谢芯 锌褉懈薪褟褌懈褟 褉械褕械薪懈褟 屑芯卸械褌 蟹胁褍褔邪褌褜 褌邪泻: 芦袝褋谢懈 薪械 懈屑械械褌褋褟 锌褉械写胁邪褉懈褌械谢褜薪褘褏 褉邪蟹薪芯谐谢邪褋懈泄, 薪械胁芯蟹屑芯卸薪芯 胁褘褉邪斜芯褌邪褌褜 芯锌褌懈屑邪谢褜薪芯械 褉械褕械薪懈械禄.
校 袥懈薪泻芯谢褜薪邪, 孝械芯写芯褉邪 袪褍蟹胁械谢褜褌邪, 肖褉邪薪泻谢懈薪邪 袪褍蟹胁械谢褜褌邪 懈 袚邪褉褉懈 孝褉褍屑褝薪邪 斜褘谢懈 褋胁芯懈 褋芯斜褋褌胁械薪薪褘械 屑械褌芯写褘. 袧芯 泻邪卸写褘泄 懈蟹 薪懈褏 锌褉芯胁芯褑懈褉芯胁邪谢 褉邪蟹薪芯谐谢邪褋懈褟, 泻芯褌芯褉褘械 斜褘谢懈 薪械芯斜褏芯写懈屑褘 写谢褟 褌芯谐芯, 褔褌芯斜褘 胁芯蟹薪懈泻谢芯 锌芯薪懈屑邪薪懈械 锌褉懈薪懈屑邪械屑褘褏 褉械褕械薪懈泄.
袦械褌芯写 褋锌褉芯胁芯褑懈褉芯胁邪薪薪褘褏 褉邪蟹薪芯谐谢邪褋懈泄
褌芯谢褜泻芯 褉邪蟹薪芯谐谢邪褋懈褟 屑芯谐褍褌 芯斜械褋锌械褔懈褌褜 邪谢褜褌械褉薪邪褌懈胁褘 锌褉械写谢邪谐邪械屑芯屑褍 褉械褕械薪懈褞. 袪械褕械薪懈械 斜械蟹 邪谢褜褌械褉薪邪褌懈胁褘 鈥� 褝褌芯, 褋泻芯褉械械, 芯褌褔邪褟薪薪褘泄 褏芯写 懈谐褉芯泻邪, 芯褋褌邪褞褖懈泄褋褟 褌邪泻芯胁褘屑, 泻邪泻 斜褘 褌褖邪褌械谢褜薪芯 芯薪 薪懈 斜褘谢 锌褉芯写褍屑邪薪.
袙 芯写薪芯泄 褋褌邪褉芯泄 懈褋褌芯褉懈懈 谐芯胁芯褉懈褌褋褟, 泻邪泻 械褖械 胁芯 胁褉械屑械薪邪 泻芯褉芯谢械胁褘 袙懈泻褌芯褉懈懈 卸懈褌械谢褜 芯写薪芯谐芯 懈蟹 芯褋褌褉芯胁芯胁 褞卸薪芯谐芯 屑芯褉褟, 胁械褉薪褍胁褕懈褋褜 懈蟹 褋胁芯械谐芯 锌褍褌械褕械褋褌胁懈褟 薪邪 袟邪锌邪写, 褉邪褋褋泻邪蟹邪谢 褋胁芯懈屑 写褉褍蟹褜褟屑鈥懶狙佈傃€芯胁懈褌褟薪邪屑, 褔褌芯 褍 褌邪屑芯褕薪懈褏 卸懈褌械谢械泄 胁 写芯屑邪褏 薪械褌 胁芯写褘. 袧邪 械谐芯 褉芯写薪芯屑 芯褋褌褉芯胁械 锌芯写邪褔邪 胁芯写褘 芯褋褍褖械褋褌胁谢褟谢邪褋褜 械褋褌械褋褌胁械薪薪褘屑 褋锌芯褋芯斜芯屑 褔械褉械蟹 锌芯谢芯械 斜褉械胁薪芯, 懈 胁褋械谐写邪 胁褋械 胁懈写械谢懈, 泻邪泻 芯薪邪 谢懈谢邪褋褜. 袙 蟹邪锌邪写薪芯屑 卸械 谐芯褉芯写械, 泻芯褌芯褉褘泄 锌芯褋械褌懈谢 芯褋褌褉芯胁懈褌褟薪懈薪, 胁芯写邪 斜褘谢邪 蟹邪泻谢褞褔械薪邪 胁 褌褉褍斜褘 懈 谢懈谢邪褋褜 褌芯谢褜泻芯 褌芯谐写邪, 泻芯谐写邪 泻褌芯鈥懷傂� 芯褌泻褉褘胁邪谢 泻褉邪薪. 协褌芯谐芯 芯薪 薪械 蟹薪邪谢 懈 薪懈泻褌芯 薪懈褔械谐芯 械屑褍 薪械 芯斜褗褟褋薪懈谢. 袙褋褟泻懈泄 褉邪蟹, 泻芯谐写邪 褟 褋谢褘褕褍 褝褌褍 懈褋褌芯褉懈褞, 褟 胁芯蟹胁褉邪褖邪褞褋褜 泻 褌械屑械 胁芯芯斜褉邪卸械薪懈褟.
袝褋谢懈 屑褘 薪械 锌芯胁械褉薪械屑 褉褍褔泻褍 芦泻褉邪薪邪禄, 胁芯芯斜褉邪卸械薪懈械 薪械 锌芯褟胁懈褌褋褟. 袣褉邪薪 胁 褝褌芯屑 褋谢褍褔邪械 懈谐褉邪械褌 褉芯谢褜 锌褉芯写褍屑邪薪薪芯谐芯 懈 褋懈褋褌械屑邪褌懈蟹懈褉芯胁邪薪薪芯谐芯 锌褉芯褌懈胁芯褉械褔懈褟.
袠屑械薪薪芯 锌芯褝褌芯屑褍 芯锌褘褌薪褘泄 褉褍泻芯胁芯写懈褌械谢褜, 锌褉械卸写械 褔械屑 锌褉懈薪褟褌褜 芯泻芯薪褔邪褌械谢褜薪芯械 褉械褕械薪懈械, 芯褉谐邪薪懈蟹褍械褌 锌芯谢械屑懈泻褍, 芯斜屑械薪 屑薪械薪懈褟屑懈. 协褌懈屑 褋邪屑褘屑 芯薪 薪械 写邪械褌 褋械斜褟 褍胁谢械褔褜 锌褉邪胁写芯锌芯写芯斜薪褘屑, 薪芯 薪邪 褋邪屑芯屑 写械谢械 薪械胁械褉薪褘屑 懈谢懈, 胁 谢褍褔褕械屑 褋谢褍褔邪械, 锌芯谢芯胁懈薪褔邪褌褘屑 褉械褕械薪懈械屑.
袣邪卸写芯械 褉械褕械薪懈械 薪邪锌芯屑懈薪邪械褌 褏懈褉褍褉谐懈褔械褋泻褍褞 芯锌械褉邪褑懈褞. 袠 褌芯, 懈 写褉褍谐芯械 褟胁谢褟械褌褋褟 锌芯 褋褍褌懈 写械谢邪 胁褌芯褉卸械薪懈械屑 胁 褋懈褋褌械屑褍 懈 锌芯褝褌芯屑褍 薪械褋械褌 褋 褋芯斜芯泄 芯锌褉械写械谢械薪薪褘泄 褉懈褋泻 褕芯泻邪. 啸芯褉芯褕懈泄 褍锌褉邪胁谢褟褞褖懈泄 薪械 斜褍写械褌 锌褉懈薪懈屑邪褌褜 谢懈褕薪懈褏 褉械褕械薪懈泄, 褌芯褔薪芯 褌邪泻 卸械, 泻邪泻 褏芯褉芯褕懈泄 褏懈褉褍褉谐 薪械 斜褍写械褌 写械谢邪褌褜 谢懈褕薪懈褏 芯锌械褉邪褑懈泄.
褉械褕械薪懈褟 锌芯 褋邪屑芯泄 褋胁芯械泄 褋褍褖薪芯褋褌懈 芯褌薪褞写褜 薪械 写芯谢卸薪褘 胁褘蟹褘胁邪褌褜 薪械锌褉懈褟褌薪褘褏 褝屑芯褑懈泄, 褌械屑 薪械 屑械薪械械 斜芯谢褜褕懈薪褋褌胁芯 褝褎褎械泻褌懈胁薪褘褏 褉械褕械薪懈泄 锌芯薪邪褔邪谢褍 芯褋褌邪胁谢褟械褌 薪械锌褉懈褟褌薪褘泄 芯褋邪写芯泻.
袧芯 薪械芯褋芯蟹薪邪薪薪芯械 斜械褋锌芯泻芯泄褋褌胁芯 懈谢懈 胁薪褍褌褉械薪薪褟褟 褌褉械胁芯谐邪 胁褋械谐写邪 写械泄褋褌胁褍褞褌 泻邪泻 芯谐褉邪薪懈褔懈褌械谢懈, 锌褍褋褌褜 写邪卸械 薪邪 泻芯褉芯褌泻芯械 胁褉械屑褟. 袣邪泻 谐芯胁芯褉懈褌 芯写懈薪 屑芯泄 蟹薪邪泻芯屑褘泄, 褍屑械褞褖懈泄 锌褉懈薪懈屑邪褌褜 褋邪屑褘械 芯锌褌懈屑邪谢褜薪褘械 褉械褕械薪懈褟: 芦携 胁褋械谐写邪 芯褋褌邪薪邪胁谢懈胁邪褞褋褜, 械褋谢懈 褔械褌泻芯 薪械 胁懈卸褍 褋懈褌褍邪褑懈褞禄. 袙 写械胁褟褌懈 褋谢褍褔邪褟褏 懈蟹 写械褋褟褌懈 胁薪褍褌褉械薪薪械械 斜械褋锌芯泻芯泄褋褌胁芯 胁褘蟹褘胁邪械褌褋褟 屑邪谢芯蟹薪邪褔邪褖懈屑懈 屑械谢芯褔邪屑懈. 袧芯 胁 写械褋褟褌芯屑 褋谢褍褔邪械 胁锌芯谢薪械 屑芯卸薪芯 芯斜薪邪褉褍卸懈褌褜 褍锌褍褖械薪懈械 芯褔械薪褜 胁邪卸薪芯谐芯 邪褋锌械泻褌邪 锌褉芯斜谢械屑褘, 谐褉褍斜褍褞 芯褕懈斜泻褍 懈谢懈 锌褉懈泄褌懈 泻 胁褘胁芯写褍 芯 褌芯屑, 褔褌芯 褋写械谢邪薪薪邪褟 褉邪薪械械 芯褑械薪泻邪 褋懈褌褍邪褑懈懈 薪械胁械褉薪邪.
袣芯屑锌褜褞褌械褉 屑芯谐 斜褘 褌邪泻卸械 懈褋锌褉邪胁懈褌褜 芯写薪褍 懈蟹 褌懈锌懈褔薪褘褏 芯褕懈斜芯泻, 写芯锌褍褋泻邪械屑褘褏 胁 锌褉芯褑械褋褋械 锌褉懈薪褟褌懈褟 褉械褕械薪懈泄. 袧邪屑 褋胁芯泄褋褌胁械薪薪芯 芯褕懈斜芯褔薪芯 锌褉懈薪懈屑邪褌褜 褌懈锌懈褔薪褘械 褋懈褌褍邪褑懈懈 蟹邪 褋械褉懈褞 褍薪懈泻邪谢褜薪褘褏 褋芯斜褘褌懈泄. 袙 褌芯 卸械 胁褉械屑褟 泻芯屑锌褜褞褌械褉 褋锌芯褋芯斜械薪 写械泄褋褌胁芯胁邪褌褜 胁 褉械卸懈屑械 褝褌懈褏 褋邪屑褘褏 褌懈锌懈褔薪褘褏 褋懈褌褍邪褑懈泄, 褌邪泻 泻邪泻 械谐芯 谢芯谐懈泻邪 胁 锌褉懈薪褑懈锌械 薪邪褋褌褉芯械薪邪 褌芯谢褜泻芯 薪邪 褝褌芯. 袠蟹 褝褌芯谐芯 褋谢械写褍械褌, 褔褌芯 胁 斜褍写褍褖械屑 屑褘 斜褍写械屑 褋泻谢芯薪薪褘 芯褕懈斜邪褌褜褋褟, 锌褉懈薪懈屑邪褟 懈褋泻谢褞褔懈褌械谢褜薪芯械 懈 褍薪懈泻邪谢褜薪芯械 蟹邪 褌懈锌懈褔薪芯械 懈 芯斜褖械械.
袧邪懈斜芯谢械械 胁邪卸薪邪褟 芯褋芯斜械薪薪芯褋褌褜 泻芯屑锌褜褞褌械褉邪 鈥� 胁 械谐芯 芯谐褉邪薪懈褔械薪懈褟褏, 泻芯褌芯褉褘械 胁褋械 斜芯谢械械 褍斜械写懈褌械谢褜薪芯 蟹邪褋褌邪胁谢褟褞褌 薪邪褋 锌褉懈薪懈屑邪褌褜 褉械褕械薪懈褟, 懈 锌褉械卸写械 胁褋械谐芯 蟹邪褋褌邪胁谢褟褞褌 褍锌褉邪胁谢械薪褑械胁 褋褉械写薪械谐芯 蟹胁械薪邪 芯褌斜褉芯褋懈褌褜 褋胁芯褞 锌褋懈褏芯谢芯谐懈褞 芯锌械褉邪褌芯褉芯胁 懈 褋褌邪褌褜 薪邪褋褌芯褟褖懈屑懈 褍锌褉邪胁谢褟褞褖懈屑懈, 芯褌胁械褌褋褌胁械薪薪褘屑懈 蟹邪 锌褉懈薪褟褌懈械 胁邪卸薪褘褏 褉械褕械薪懈泄.
袨褋薪芯胁薪邪褟 懈写械褟 褝褌芯泄 泻薪懈谐懈 褋褌褉芯懈褌褋褟 薪邪 写胁褍褏 锌褉械写锌芯褋褘谢泻邪褏: 鈥� 写械褟褌械谢褜薪芯褋褌褜 褍锌褉邪胁谢褟褞褖械谐芯 写芯谢卸薪邪 斜褘褌褜 褝褎褎械泻褌懈胁薪芯泄; 鈥� 褝褎褎械泻褌懈胁薪芯褋褌懈 屑芯卸薪芯 薪邪褍褔懈褌褜褋褟. 校锌褉邪胁谢褟褞褖械屑褍 锌谢邪褌褟褌 蟹邪 械谐芯 褝褎褎械泻褌懈胁薪芯褋褌褜. 袨薪 锌褉芯褋褌芯 芯斜褟蟹邪薪 斜褘褌褜 褝褎褎械泻褌懈胁薪褘屑 胁 褌芯泄 芯褉谐邪薪懈蟹邪褑懈懈, 谐写械 褉邪斜芯褌邪械褌.
袧芯 褔械屑褍 卸械 写芯谢卸械薪 薪邪褍褔懈褌褜褋褟 褍锌褉邪胁谢褟褞褖懈泄 懈 褔褌芯 芯薪 写芯谢卸械薪 写械谢邪褌褜, 褔褌芯斜褘 斜褘褌褜 褝褎褎械泻褌懈胁薪褘屑? 袙 锌芯锌褘褌泻械 芯褌胁械褌懈褌褜 薪邪 褝褌懈 胁芯锌褉芯褋褘 胁 泻薪懈谐械 胁褘写胁懈谐邪褞褌褋褟 写胁械 蟹邪写邪褔懈: 锌芯泻邪蟹邪褌械谢懈 褝褎褎械泻褌懈胁薪芯褋褌懈 褎褍薪泻褑懈芯薪懈褉芯胁邪薪懈褟 芯褉谐邪薪懈蟹邪褑懈懈 胁 褑械谢芯屑 懈 薪械锌芯褋褉械写褋褌胁械薪薪芯 褋邪屑芯谐芯 褍锌褉邪胁谢褟褞褖械谐芯.
袣褉芯屑械 胁褋械谐芯 锌褉芯褔械谐芯, 褝褎褎械泻褌懈胁薪芯褋褌褜 薪械 芦锌褉械写屑械褌禄, 邪 褋邪屑芯写懈褋褑懈锌谢懈薪邪. 袣褉邪褋薪芯泄 薪懈褌褜褞 锌芯 胁褋械泄 泻薪懈谐械 锌褉芯褏芯写懈褌 胁芯锌褉芯褋: 芦袣邪泻 写芯斜懈褌褜褋褟 褌芯谐芯, 褔褌芯斜褘 芯褉谐邪薪懈蟹邪褑懈褟 懈 褋邪屑褘械 胁邪卸薪褘械 芯斜谢邪褋褌懈 卸懈蟹薪械写械褟褌械谢褜薪芯褋褌懈 褍锌褉邪胁谢褟褞褖械谐芯 斜褘谢懈 斜褘 褝褎褎械泻褌懈胁薪褘?禄.
1. 袩械褉胁褘泄 褕邪谐 薪邪 锌褍褌懈 锌芯胁褘褕械薪懈褟 褝褎褎械泻褌懈胁薪芯褋褌懈 薪芯褋懈褌 褔懈褋褌芯 屑械褌芯写懈褔械褋泻懈泄 褏邪褉邪泻褌械褉: 褉械谐懈褋褌褉邪褑懈褟 褉邪褋褏芯写邪 胁褉械屑械薪懈. 协褌芯褌 褕邪谐 褟胁谢褟械褌褋褟 屑械褏邪薪懈褔械褋泻懈屑, 械褋谢懈 写邪卸械 薪械 屑械褏邪薪懈褋褌懈褔械褋泻懈屑
2. 小谢械写褍褞褖懈泄 褝褌邪锌, 薪邪 泻芯褌芯褉芯屑 芯褌 褍锌褉邪胁谢褟褞褖械谐芯 褌褉械斜褍械褌褋褟 褋泻芯薪褑械薪褌褉懈褉芯胁邪褌褜 褋胁芯械 胁薪懈屑邪薪懈械 薪邪 谢懈褔薪芯屑 胁泻谢邪写械, 薪芯褋懈褌 褍卸械 薪械 屑械褌芯写懈褔械褋泻懈泄 懈谢懈 锌褉芯褑械写褍褉薪褘泄, 邪 泻芯薪褑械锌褌褍谢褜薪褘泄 褏邪褉邪泻褌械褉. 协褌芯褌 褝褌邪锌 褏邪褉邪泻褌械褉懈蟹褍械褌 褋芯斜芯泄 锌械褉械褏芯写 芯褌 屑械褏邪薪懈泻懈 泻 邪薪邪谢懈蟹褍 懈 芯褌 锌褉芯懈蟹胁芯写懈褌械谢褜薪芯褋褌懈 泻邪泻 褌邪泻芯胁芯泄 泻 泻芯薪械褔薪褘屑 褉械蟹褍谢褜褌邪褌邪屑. 袧邪 褝褌芯屑 褝褌邪锌械 褍锌褉邪胁谢褟褞褖懈泄 锌褉懈褍褔邪械褌褋褟 邪薪邪谢懈蟹懈褉芯胁邪褌褜 褋胁芯褞 褉芯谢褜 胁 芯褉谐邪薪懈蟹邪褑懈懈 懈 芯锌褉械写械谢褟褌褜 褋胁芯泄 胁泻谢邪写 胁 械械 写械褟褌械谢褜薪芯褋褌褜.
3. 袗泻褌懈胁懈蟹邪褑懈褟 褋懈谢褜薪褘褏 褋褌芯褉芯薪 褏邪褉邪泻褌械褉邪 薪邪褏芯写懈褌 褋胁芯械 芯褌褉邪卸械薪懈械 胁 锌芯胁械写械薪懈懈. 协褌芯 褍胁邪卸械薪懈械 谢懈褔薪芯褋褌懈 泻邪泻 褋胁芯械泄 褋芯斜褋褌胁械薪薪芯泄, 褌邪泻 懈 写褉褍谐懈褏.
袩芯 屑械褉械 褌芯谐芯 泻邪泻 胁薪懈屑邪薪懈械 褋屑械褖邪械褌褋褟 芯褌 锌褉芯写邪卸懈 锌褉芯写褍泻褌邪 泻 褋芯蟹写邪薪懈褞 芯褌薪芯褕械薪懈泄, 锌芯褌褉械斜薪芯褋褌褜 胁 褋褉械写褋褌胁邪褏 写胁褍褋褌芯褉芯薪薪械泄 泻芯屑屑褍薪懈泻邪褑懈懈 胁芯蟹褉邪褋褌邪械褌
December 28, 2022
I found it amazing that a book written 55 years ago included so many of my favourite ideas that I have read about in other books such as the importance of prioritising and not multi tasking, getting the best people possible on your team, concentrating on your strengths etc. The chapter on decision making was very valuable too.
My issue now is which of Peter Drucker鈥檚 other 38 books to read next - does anyone have any recommendations?
My issue now is which of Peter Drucker鈥檚 other 38 books to read next - does anyone have any recommendations?
December 23, 2019
This is a short read, and not the most engaging one (it's not a page-turner by any means).
But it is a classic, full of insights.
It was written decades ago, but the advice is timeless.
Great resource and food for thought for all the "knowledge workers" out there - which means most of us.
Great books are not always fun. But they can be transformative. And that is the whole point. 5/5.
But it is a classic, full of insights.
It was written decades ago, but the advice is timeless.
Great resource and food for thought for all the "knowledge workers" out there - which means most of us.
Great books are not always fun. But they can be transformative. And that is the whole point. 5/5.
January 8, 2018
The Effective Executive is filled with good advice. Peter Ducker predicts the importance of knowledge workers and recognizes that everyone will become an "executive" (as he defines it). The advice in this book is useful to most anyone working in a modern company.
Alas, there are two problems with the book that stop me from full-heartedly recommending this book:
* It's dated, and it shows. There's a lot of repetition and flowery language.
* I've already read "The Effective Engineer" (one of my favorite books of 2016), which builds upon the concept of "effectiveness."
In the end, I liked this book by Peter Drucker, but just barely. If you're a software engineer, go read "The Effective Engineer" instead. If you're not, then this book might be worth a read, depending on how fast you become annoyed with dated language 馃檪.
Alas, there are two problems with the book that stop me from full-heartedly recommending this book:
* It's dated, and it shows. There's a lot of repetition and flowery language.
* I've already read "The Effective Engineer" (one of my favorite books of 2016), which builds upon the concept of "effectiveness."
In the end, I liked this book by Peter Drucker, but just barely. If you're a software engineer, go read "The Effective Engineer" instead. If you're not, then this book might be worth a read, depending on how fast you become annoyed with dated language 馃檪.
January 15, 2022
Although the book was first released in 1967, the ideas in this book still hold up today.
I found the clarity of the ideas and the principles very helpful.
I can recommend this book to everyone in a Leadership position or people interested in the topic.
I found the clarity of the ideas and the principles very helpful.
I can recommend this book to everyone in a Leadership position or people interested in the topic.
February 1, 2022
Written in 1966, The Effective Executive alternates between dated and timeless. Dated, in that the language often rings tinny on the modern ear. Dated, in that there are six pages on Decision-making and these new-fangled Computers. Dated, in that Drucker urges tolerance of personal behavior that will bring on a flurry of lawsuits in today鈥檚 environment as long as the individual serves up exceptional results.
Timeless, because here we find the origins of personal and business management for the next 55 years. This is the first use of the phrase 鈥榢nowledge worker鈥�. Chapter by chapter, we find David Allen鈥檚 Getting Things Done in Chapter 2, Know Thy Time; we find the works of Marcus Buckingham and Tom Rath鈥檚 Strengths Finder 2.0 in Chapter 4, Making Strengths Productive. The title of Chapter 5 is, literally, one of Stephen Covey鈥檚 7 Habits 鈥� First Things First. The directive to test your hypotheses in the chapters of decision-making could be lifted straight out any modern book on strategy today.
Synopsis
鈥楨ffectiveness鈥� is getting the right things done. Effectiveness can, and must be, learned. Every knowledge worker is an executive.
The executive faces constraints: Their time belongs to everyone else in the organization. They have to keep doing their operation work even as they take on executive roles. They are effective only if others use their contributions. They are isolated from the outside, but to be effective, their contribution to results must be felt outside their organization.
The book presents the five key practices that lead to effectiveness.
KNOW YOUR TIME
Record your time in a time log to know where it is being spent. Likely, it is not where you think.
The key to managing time is to delete activities, delegate activities, and consolidate the remaining time into the largest chunks possible. An overlooked source of time for the organization is to not waste the time of others.
The major timewasters are too many meetings (obvious), lack of systems 鈥� re-solving the same problem again and again (see the chapter on decision-making), and over-staffing 鈥� too many personalities with too much time invites friction between people.
FOCUS ON RESULTS, NOT EFFORT
The primary area of focus should be contribution to the organization, not hours worked, not reports generated, not slide decks built. The three main areas are direct results (revenue, profits, accomplishments), building values, and people development 鈥� yourself and others.
The development results are two of the basic requirements of effective human relations, the others being teamwork and communication.
FOCUS ON STRENGTHS, NOT WEAKNESSES
Build on strengths of the team to make weaknesses irrelevant. The key question an executive should ask about another is, 鈥淲hat can this person DO?鈥�
When staffing, the main task is to fill the job, not structure jobs around people. That leads to favoritism and conformity. To avoid structuring jobs around the person, guard against building the 鈥榠mpossible鈥� job, but make each job big and demanding. Appraise people before testing them against the job.
To appraise people:
鈥� Do not focus on weaknesses, look for strengths
鈥� Realize weaknesses come with strengths. You hire the whole person.
鈥� Ask yourself:
What have they done well in the past?
What are they likely to do well in the future?
What must they learn?
Focusing on strengths and not weaknesses applies to bosses and yourself as well as subordinates
FIRST THINGS FIRST
Do one thing at a time.
In setting priorities:
鈥� Favor the future over the past. Avoid the 鈥榮unk cost鈥� fallacy 鈥� that is, letting the time and money already spent on an activity drive decisions about the future. Set 鈥榮unset鈥� dates on activities to stop doing them unless consciously renewed.
鈥� Favor opportunities over problems. Focus on the important, not the urgent. In addition to a to-do list, have a stop-doing list. Kill old tasks to make room for new ones. Realize projects postponed become projects abandoned and remove them to not waste mental energy on them.
鈥� Favor making a difference over playing safe.
MAKE EFFECTIVE DECISIONS
Only executives make decisions, and they concentrate their time and efforts on important ones. They favor impact over technique and sound over clever reasoning.
The first question to consider is: is this decision necessary? Do the benefits of a decision greatly outweigh the risks of not deciding? If proceeding with a decision, follow this process:
Ask 鈥渋s this situation generic or an exception?鈥� Assume (in order):
1. The problem is generic, a symptom of a larger problem. This includes generic problems that may be unique to you (e.g., a merger).
2. Though the only instance (so far), the problem is emergent of a new (generic) class.
3. Truly one-off.
Develop a clear specification of what the decision must accomplish.
Start with what is right, not what is acceptable (compromises will come easy enough).
The decision must have its own 鈥榗onversion to action鈥�. That is, it must specify what action is to be taken, who takes it, who needs to know about the decision, and what roadblocks to the action need to be removed.
Decisions begin with a hypothesis 鈥� a point of view about how things work 鈥� which begins with an opinion, not facts. Consequently, the effective manager does not argue a decision, they test, test, test it. In testing it, start with the assumption that the traditional measurement is not the right measurement.
Finally, when a decision is made, execute it. Don鈥檛 study it to death or procrastinate waiting for more data.
These five practices, though simple in concept are not necessarily easy in practice. They require constant exercise because they are essential to getting the right things done.
Timeless, because here we find the origins of personal and business management for the next 55 years. This is the first use of the phrase 鈥榢nowledge worker鈥�. Chapter by chapter, we find David Allen鈥檚 Getting Things Done in Chapter 2, Know Thy Time; we find the works of Marcus Buckingham and Tom Rath鈥檚 Strengths Finder 2.0 in Chapter 4, Making Strengths Productive. The title of Chapter 5 is, literally, one of Stephen Covey鈥檚 7 Habits 鈥� First Things First. The directive to test your hypotheses in the chapters of decision-making could be lifted straight out any modern book on strategy today.
Synopsis
鈥楨ffectiveness鈥� is getting the right things done. Effectiveness can, and must be, learned. Every knowledge worker is an executive.
The executive faces constraints: Their time belongs to everyone else in the organization. They have to keep doing their operation work even as they take on executive roles. They are effective only if others use their contributions. They are isolated from the outside, but to be effective, their contribution to results must be felt outside their organization.
The book presents the five key practices that lead to effectiveness.
KNOW YOUR TIME
Record your time in a time log to know where it is being spent. Likely, it is not where you think.
The key to managing time is to delete activities, delegate activities, and consolidate the remaining time into the largest chunks possible. An overlooked source of time for the organization is to not waste the time of others.
The major timewasters are too many meetings (obvious), lack of systems 鈥� re-solving the same problem again and again (see the chapter on decision-making), and over-staffing 鈥� too many personalities with too much time invites friction between people.
FOCUS ON RESULTS, NOT EFFORT
The primary area of focus should be contribution to the organization, not hours worked, not reports generated, not slide decks built. The three main areas are direct results (revenue, profits, accomplishments), building values, and people development 鈥� yourself and others.
The development results are two of the basic requirements of effective human relations, the others being teamwork and communication.
FOCUS ON STRENGTHS, NOT WEAKNESSES
Build on strengths of the team to make weaknesses irrelevant. The key question an executive should ask about another is, 鈥淲hat can this person DO?鈥�
When staffing, the main task is to fill the job, not structure jobs around people. That leads to favoritism and conformity. To avoid structuring jobs around the person, guard against building the 鈥榠mpossible鈥� job, but make each job big and demanding. Appraise people before testing them against the job.
To appraise people:
鈥� Do not focus on weaknesses, look for strengths
鈥� Realize weaknesses come with strengths. You hire the whole person.
鈥� Ask yourself:
What have they done well in the past?
What are they likely to do well in the future?
What must they learn?
Focusing on strengths and not weaknesses applies to bosses and yourself as well as subordinates
FIRST THINGS FIRST
Do one thing at a time.
In setting priorities:
鈥� Favor the future over the past. Avoid the 鈥榮unk cost鈥� fallacy 鈥� that is, letting the time and money already spent on an activity drive decisions about the future. Set 鈥榮unset鈥� dates on activities to stop doing them unless consciously renewed.
鈥� Favor opportunities over problems. Focus on the important, not the urgent. In addition to a to-do list, have a stop-doing list. Kill old tasks to make room for new ones. Realize projects postponed become projects abandoned and remove them to not waste mental energy on them.
鈥� Favor making a difference over playing safe.
MAKE EFFECTIVE DECISIONS
Only executives make decisions, and they concentrate their time and efforts on important ones. They favor impact over technique and sound over clever reasoning.
The first question to consider is: is this decision necessary? Do the benefits of a decision greatly outweigh the risks of not deciding? If proceeding with a decision, follow this process:
Ask 鈥渋s this situation generic or an exception?鈥� Assume (in order):
1. The problem is generic, a symptom of a larger problem. This includes generic problems that may be unique to you (e.g., a merger).
2. Though the only instance (so far), the problem is emergent of a new (generic) class.
3. Truly one-off.
Develop a clear specification of what the decision must accomplish.
Start with what is right, not what is acceptable (compromises will come easy enough).
The decision must have its own 鈥榗onversion to action鈥�. That is, it must specify what action is to be taken, who takes it, who needs to know about the decision, and what roadblocks to the action need to be removed.
Decisions begin with a hypothesis 鈥� a point of view about how things work 鈥� which begins with an opinion, not facts. Consequently, the effective manager does not argue a decision, they test, test, test it. In testing it, start with the assumption that the traditional measurement is not the right measurement.
Finally, when a decision is made, execute it. Don鈥檛 study it to death or procrastinate waiting for more data.
These five practices, though simple in concept are not necessarily easy in practice. They require constant exercise because they are essential to getting the right things done.
May 12, 2018
协褎褎械泻褌懈胁薪芯褋褌褜 褉褍泻芯胁芯写懈褌械谢褟 薪邪褕械 胁褋械!!!
啸芯褉芯褕芯 芯锌懈褋邪薪芯 锌褉懈薪褟褌懈械 褉械褕械薪懈泄!
啸芯褉芯褕芯 芯锌懈褋邪薪芯 锌褉懈薪褟褌懈械 褉械褕械薪懈泄!
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