1. jets | 2. job | 3. ever | 4. Indeed |
5. catered | 6. accud | 7. volume | 8. Too |
9. quality | 10. matter | 11. right | 12. need |
13. low | 14. more | 15. no | 16. specializing |
17. viable | 18. traffic | 19. jostling | 20. created |
21. result | 22. some | 23. hovering | 24. background |
25. business | 26. invested | 27. apart | 28. list |
29. time | 30. In-flight | 31. attention | 32. lure |
33. accent | 34. Regular | 35. room | 36. offered |
37. it | 38. snatch | 39. proved | 40. aircraft |
41. improve | 42. are | 43. inevitable | 44. bearable |
45. there | 46. to | 47. process | 48. pasngers |
49. attract | 50. themlves | 51. change | 52. traveller |
53. flight | 54. practice | 55. businessmen | 56. one |
57. thwart | 58. pasngers | 59. But | 60. air |
A lot of the mental anguish of decision making | 1 |
comes becau we often worry in factual vacuum. An | 2 a |
endless number of stewing can be avoided if we do | 3 amount |
what all good executives with a problem that can't | 4 do |
be ttled: return it back for more data. A famous | 5 nd |
university dean once said, "If I have a problem has | 6 that |
to be faced at 3 o'clock next Tuesday, I refu to | 7 |
make a decision about it when Tuesday arrives. In the | 8 until |
meantime I concentrate on getting all the facts | 9 |
that bear the problem. And by Tuesday, if I've got | 10 on |
all the facts, the problem usually solves by itlf. | 11 by &n微信怎么申诉
bsp; |
But just gathering the facts won't solve hard | 12 the |
problems. "The problem in coming up to a firm and | 13 up |
clear-sighted decision," said and old veteran infantry | 14 old |
commander and now csunshade
ommandant of the National War | 15 |
College, "is not only take posssion of facts, but | 16 to |
marshal them in good order. In the army, we train | 17 to |
our leaders to draw up we call an Estimate of the | 18 what |
Situation. At first, they must know their objective. | 19 At |
Except you know what you want, you can't possibly | 20 unless |
decide how to get it. Second, we teach them to consider | 21 |
alternate means of attaining that objective. | 22 alternative |
Very rarely that a goal, military or any other, can | 23 that |
be realized in only one way. Next we line up pros | 24 the |
and cons of each alternative, as far as we can e . | 25 them |
Then we choo the cau that appears most likely to | 26 cour |
achieve the results we want. Furthermore that does | 27 Furthermore |
not guarantee success. But at least it allows us to | 28 |
decide as intelligent as the situation permits. It | 29 intelligently |
prevents us from going of on a half-baked hunch that | 30 off |
may turn out to be disastrous. | |
本文发布于:2023-05-04 13:55:22,感谢您对本站的认可!
本文链接:https://www.wtabcd.cn/fanwen/fan/82/524385.html
版权声明:本站内容均来自互联网,仅供演示用,请勿用于商业和其他非法用途。如果侵犯了您的权益请与我们联系,我们将在24小时内删除。
留言与评论(共有 0 条评论) |