传世励志经典：执着的探索者（达尔文） 在线下载 pdf mobi 2025 epub 电子版

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• 作者：新星出版社 发布时间：2021-03-18 14:07:52

  经典电影《地狱男爵》系列最新续作引进，同名漫画再版！随书附录《地狱男爵》系列漫画幕后创作手稿！精装大开本，高清原图未改，值得收藏。融合神话、历史、科技，一个令人着迷的神秘惊悚平行宇宙！

• 作者：penddy 发布时间：2009-08-13 12:47:24

  粗读目录和内容，本书似乎基本是从《沃伦.巴菲特之路》和《沃伦.巴菲特的投资组合》中摘录过来的？因为这种原因所以封面上为”谢德高/编译“，而不是“作者 谢德高“？

• 作者：快乐猫猫人 发布时间：2019-04-18 14:10:16

  本来想了解一下各种好看的耳饰。但陷于历史之后就是各种文物，文献，没意思了。一个吃惊的发现是，耳洞的历史有点意思。

• 作者：韩鹿临 发布时间：2008-12-17 16:58:09

  心灵的三间小屋

• 作者：曼珠沙华 发布时间：2021-12-20 20:56:07

  什么是“清晨的声音”？

• 作者：一只快乐的小鸡 发布时间：2021-06-04 14:54:20

  要是我能画得这么美好……

• Reaction Paper

  作者：LoVe 发布时间：2012-10-16 01:15:31

  The five dysfunctions of a team: a leadership fable, wrote by Patrick Lencioni, is a book about team leading happens in real life of Kathryn, the new comer of DecisionTech, Inc. and a new leader in this team. The biggest difference from other books I have ever read is that it tells a story through the whole book than mentions too many boring theories in leadership.

  According to my understanding, through the note, Kathryn wrote on the board during the meeting, the five dysfunctions of a team are "Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, Inattention to Results".(Lencioni, 2002) I have a clear idea on the five dysfunctions and know how to overcome them. And I like the method of writing that Lencioni used in the fable. It seems that I was one of the members in this team and the problem Kathryn mentioned is just the one I have ever been lived through before.

  In the following paragraph I will focus on the five dysfunctions and analyze my opinion on them.

  The first dysfunction of team is absence of trust. In my mind, it is hard to believe in anyone except your family. Without trust, one cannot do things as good as he thought. Also, without trust, one cannot be rely on when works with others. So it is the core factor in organizing a team. We are used to applying our experience on new tasks or new impression on people. Since we have fixed model of treating people and works, it will decrease the conviction when we work with others. So once we have these kinds of images, it is difficult to overcome. Trusty is a good example to explain this dysfunction of a team. We always think that people will not change no matter when and where. So as soon as we believe that one cannot be relied on, we will not have faith on cooperate with them.

  As far as I know, many companies will precede a team building exercise among new members. It is lesson 101 that every employee will experience when they join in a new team. Trust will make sure all the members can cooperate with each other and help the team raise cohesion. Take Kathryn as an example, she is the new comer and with less trust by other members. What she behaves and what she says in the meeting build the trust by her followers. She is not only a good speaker but a good story-teller, just like the author of the book. She is attractive and easy-going leader. In consequence, she won the trust. She told her followers that they lack of trust in the team, and they didn't believe her. Even though she didn’t give out the answer, she still did well in letting her members to understand what trust is by asking them to say others' weakness. In the end, I realize that trust not means without arguments or discusses, it means everyone in the team can accept the judgment from their peers and also put forward with others' weakness without fears. The foundation of judgment is the trust from oneself, so conflict is required sometime.

  The Next dysfunction is fear of conflict. Conflict here means the positive discussion among the members for the purpose of the direction of good way. Faked harmonious is not better than fierce debate.

  Take me as an example, getting along with my peers in school drives me crazy, since what I did is much more than other members in the team. During the meeting, nobody wanted to share their ideas, sometimes they were doing their own business. Maybe in their mind, in case of avoiding unnecessary conflicts and they just need to do what the leader told them. So they would rather shut their mouths and concentrate on how to work on their own staffs. This made the meeting boring and all of us had no passion.

  Once I have joined in a meeting in another organization in my school. There were more people than our team. At first, I thought it would be much more difficult to handle that many members, because more "mouths" in a team would lead to more conflicts. Actually it didn't look like what I thought there. They were holding a rounding table meeting. Each one has to share his suggestion on the case. After the first round of sharing opinions, everyone had their own mind with others' idea. The second round was debate and judgment. It was very effective. During the second round, fierce debate happens among some of the members. It seems that I didn’t use to this kind of situation. In our meeting, we put our efforts on some useless things based on harmonious atmosphere. Indeed it helps less in our team and I switched the way we held a meeting. Everytime when we met together, I would raise some questions to ask my peers and make sure they can devote in the team. Then it comes to the third dysfunction of a team.

  Then except the two dysfunctions mentioned above, there is another one—lack of commitment. "Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings." (Lencioni, 2002) There are two aspects of commitment as Lencioni stated in the book: clarify and buy-in (Lencioni, 2002). To clarify the situation will help one recognize current problem and devote to the work. "Buy-in" means employee would love to work for the enterprise. In verse, the company can make sure that employees have a voice in setting goals and expectations.

  In order to overcome the lack of commitment in team members, one of the best ways is to set a deadline for the decision, and award them with bonus. Sometime, people will not change their own mind unless one comes up with an incomparable idea. So if other members in the team cannot raise a good ideal solution, please do not deny others'.

  What I have different idea in five dysfunctions is the one above the last--avoidance of accountability. I kind of disagree with what the author cited. Because of the short of approval in other members, some members can't reach a consensus in team, and then most of the team members will choose to escape from the responsibility. Another reason is that "without committing to a clear plan of action", even when your peers made a mistake, most of people will not "call their peers on performance or behaviors that might hurt the team". (Lencioni, 2002)

  However, I would like to say, in most situations, we would not say something bad to our peers or leader. Once we say it out, we will throw the ball to other peers immediately without hesitate and not saving face for them. Yet different situation will also happen depend on the interest of which side. Sometime it will also happen between team members and leaders.

  Here is another example, in the TV reality show of The Apprentice Season 9. All the girls are in the same team. Everyone has her own thought in winning the game and would do anything to avoid losing in the competition. So the pressure goes to the strongest person in the team. Every time when there is a conflict, girls will direct the problem to the manager, which is also the leader. Everyone will respond and follow, to blame the leader on her fault and mistake in the meeting room after finishing the project but not during the processing of it. And when it comes to the problem of them, they will tell judges that it was the project manager's duty to organize everything well and in order. Even when it was really their fault and they would avoid the accountability and defense for themselves.

  Therefore, in my mind, the best way to overcome the dysfunction of avoiding the accountability is in managing a project is to say it out. Leaders have to communicate with the members and tell them the goal and expectation of the project. In order to reduce this kind of avoidance, the leader needs to have a good relationship with the members. At the same time, to ask for members' opinions is another method as well. Based on all the dysfunctions presented before, a team cannot be organized perfectly without overcoming the last one.

  Last but not least, the fifth dysfunction is inattention to results. All the team’s end is result-oriented. No goal, no motivation. So for the purpose of paying attention to the result, a team has to have a strong mind in working together and focus on the mission of the team. Individual interest should not influence the whole process of projects.

  What impressed me in the book is Kathryn raised this dysfunction after the first one. Inattention to results is on the top of pyramid, but it doesn’t represent to the less importance of a team. I believe that it is the easiest to solve. We should not let the egoism hinder the success of teams.

  In addition, I see that making profit is a kind of result-oriented, but how much profit should a team made is also essential. Competition can drive people to win, but at the same time, we cannot decide how much the team wins. If we only concentrate around win or lose, it doesn’t account. The result not only refers to the odds, also stands for how much one wins and how much the gap is.

  In the end, as I thought, the whole company and the team should go smoothly and everyone will enjoy working together after Kathryn showed them the five dysfunctions. But actually, things always not go as what you thought. Mikey was fired, which surprised me a lot. Even though she is not the one appreciated my most of people, I still think that she has a strong talent that the team needs. Therefore, sometimes we cannot suppose something from our point of view. Treat things as our imagination, unless we are pretty sure. Sometimes we need to make decision to kick off someone who would do harm to the team.

  A good quote I liked is what Lencioni's friend has told him, "If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time."(Lencioni, 2002) It is said that keeping a team organized is extremely hard and vital. Additionally, we should not let the dysfunctions become the problems in team working. Transfer it to another way and think it as a good function in team building.

• 最有力的还是格言

  作者：木木勺 发布时间：2012-07-06 17:09:38

  ——by木木勺

  我记得第一次接触人生格言这个词，是在小学上了几年但认字还不多的时候，当时觉得人生格言真是神奇，好像只要找到了它就找到了一辈子的指南针和行为规范。那时候同学们之间经常相互交流，你的人生格言是什么啊？每听到一个特别唬人的就记在本子上，因为写作文的时候用得上。

  很长一段时间，我对于格言的印象只停留在“春蚕”和“奶牛”的层面上，这些格言要求你：活在世上就要一心为别人想，盼着世界和平，地球充满爱。这当然无法让人打从心里欣赏。

  这些崇高完满的语言只能写在作文里，谁也不好意思和好朋友说我的人生格言就是毫不利己，成天标榜自己的高尚品格，谁会喜欢你呢？

  可格言这类简短的话很有魅力，比如：容易读、好懂。它不需要什么情节铺垫，感情酝酿，还包含了很多东西。有时候，几个字也可以写一个完整的故事。正所谓少即是多，有的是空白，由得你想象。

  所以我一直很喜欢看网络上的各式签名，有的摘诗词，有的用歌词，有的鞭策自己要努力呀，有的安慰自己别难过，还有的就是表明自己对这世界的看法了。也许现实世界总是压抑无趣的，所以网络上的人们自觉就多了插科打诨的诙谐，看这些签名，总是很多乐趣，可以看出最能打动人的真性情。

  我越来越为这类简短的句子着迷，直到看了塔勒布先生（Nassim Nicholas Taleb）这本《随机生存的智慧》更是恍然大悟，原来《传道书》《古兰经》《论语》这样一向被视为经典的书都是格言。

  《随机生存的智慧》是一本哲学的实用的格言书，它的作者聪明又尖刻。他可不用网络上的马甲隐藏行迹，他博学而又透彻，他总是喜欢用辛辣的、令人尴尬的话语，明目张胆的耻笑那些在他看来一直蒙在鼓里的蠢人们。

  他明显不喜欢这个盛行“科技”的时代，人们懒于思考，庸俗虚伪，一味依赖所谓的社会进步，越来越束缚于科技之上，变成不懂得优雅和勇敢的呆子。

  他说：尽管这个时代文盲已经很少了，但拜媒体和经济所赐，有思想的人相比从前，更加稀少了。

  人们责怪这个世界不符合书上的理论，人们发明疾病来适应药物，人们认为智力是可以通过一张考卷来甄别评定的，人们把奴役和剥削说成是雇佣……

  我们都被拉上了普罗克拉斯提斯之床（The Bed of Procrustes本书原作名），砍掉了多出来的思想。

  读这本书让我深刻的觉得：世界不是人们所宣扬的那样，我应该有我自己的眼光！

  其实很多时候你说一大堆啰嗦话，写一大厚本情节，还不如一句深刻有意义的话有力量。五指张开不如一拳紧握，复杂了就容易使听众忽略重点。

  就像塔勒布在书中后记所说的一样：影响力最大的还是格言。

  好了，不能再多说了——格言的魅力经不起过度阐释，总是仁者见仁智者见智。

  请慢慢读，细细想，当你会心一笑，眉头紧皱，你一定是在享受这些有趣的话语。