NLP MBTI Singapore

Maxwell's 5 Levels of Leadership

2012-01-18T23:12:00.003+08:00

Maxwell's 5 Levels of Leadership

Over 30 years ago, John Maxwell began developing the 5 Levels of Leadership. It has been presented before but never to this depth and completeness. The 5 Levels express a way to understand and organize your leadership growth.

Each of the levels build on the previous one and you can only progress to the next level once you have mastered the previous level. As you go higher it is easier to lead because your influence grows as well, as your leadership becomes more service oriented. Maxwell says it takes longer than you think to get to the top level—and many never do. At the same time, you can go down very quickly. But if you have developed the right kinds of relationships with others, they will support you through your missteps and fumbles.

As shown below, the first level is POSITION. At this level, people follow you because they have to. Your influence comes from your position. While that’s not bad—you probably got the position because of your leadership potential—you don’t want to stay here. Leadership is about relationships and leaders will make it their business to develop them.

The second level is PERMISSION. People follow you because they want to. Permission is about building relationships. It focuses on the value of each person and opens up communication. Connecting with others begins with connecting with and growing yourself. Understanding that the first person I must get along with is me, the first person to cause me problems is me, the first person that must change is me, and the first person that can make a difference is me.

Level three – PRODUCTION – recognizes that relationships alone are not enough. A leader is tasked with getting things done. Production level leaders are followed because of what they have done for the organization. They get things done. Their credibility is based on their example. The ability to get results alone doesn’t make you a leader. Leaders are measured by what the entire group accomplishes and not by the individual efforts of the person in charge. Leaders develop their people into a team to get results. To get to the next level you must develop your people.

The fourth level is PEOPLE DEVELOPMENT. Leaders become great because they empower others. They develop more leaders. “Production may win games, but People Development wins championships.” People development assures that growth can be sustained. Self-centered, insecure leaders neglect this stage in their development.

Maxwell estimates that less than 1 percent of all leaders ever reach Level 5 – THEPINNACLE. Leaders at this level understand that the highest goal of leadership is to develop more leaders, not to gain followers or do work. Level 5 leaders develop Level 4 leaders. Developing leaders that can in turn develop leaders is hard work and takes a great deal of skill, focus, and a lifetime commitment. But those leaders that do create Level 5 organizations. They create opportunities that other leaders don’t. Level 5 leaders leverage their own leadership through others. People follow these leaders because of what they are and what they represent. “When you lead an organization, you can’t be focused on just fulfilling the vision or getting work done.”

纯洁的心、纯洁的灵魂

2011-09-28T22:11:00.000+08:00

一天, 一个盲人带着他的导盲犬过街时, 一辆大卡车失去控制, 直冲过来,盲人当场被撞死。他的导盲犬为了守卫主人, 也一起惨死在车轮底下。主人和狗一起到了天堂门前。

一个天使拦住他俩, 为难地说: 对不起,现在天堂只剩下一个名额，你们两个中必须有一个去地狱。主人一听, 连忙问: 我的狗又不知道什么是天堂, 什么是地狱, 能不能让我来决定谁去天堂呢？天使鄙视地看了这个主人一眼, 皱起了眉头, 她想了想, 说: 很抱歉, 先生, 每一个灵魂都是平等的。你们要通过比赛决定由谁上天堂。主人失望地问: 哦,什么比赛呢？天使说: 这个比赛很简单, 就是赛跑。从这里跑到天堂的大门。谁先到达目的地, 谁就可以上天堂。不过, 你也别担心, 因为你已经死了, 所以不再是瞎子, 而且灵魂的速度跟肉体无关。越单纯善良的人速度越快。主人想了想, 同意了。

天使让主人和狗准备好, 就宣布赛跑开始。她满心以为主人为了进天堂, 会拼命往前奔, 谁知道主人一点也不忙,慢吞吞地往前走着。更令天使吃惊的是, 那条导盲犬也没有奔跑,它配合着主人的步调在旁边慢慢跟着, 一步都不肯离开主人。天使恍然大悟: 原来, 多年来这条导盲犬已经养成了习惯, 永远跟着主人行动，在主人的前方守护着他。“ 可恶的主人, 正是利用了这一点, 才胸有成竹, 稳操胜券, 他只要在天堂门口叫他的狗停下就可以了”。天使看着这条忠心耿耿的狗, 心里很难过。

她大声对狗说: 你已经为主人献出了生命, 现在, 你这个主人不再是瞎子，你也不用领着他走路了, 你快跑进天堂吧! 可是, 无论是主人还是他的狗, 都像是没有听到天使的话一样, 仍然慢吞吞地地往前走, 好像在街上散步似的。果然, 离终点还有几步的时候, 主人发出一声口令, 狗听话地坐下了。天使用鄙视的眼神看着主人。这时, 主人笑了,他扭过头对天使说: 我终于把我的狗送到天堂了。我最担心的就是它根本不想上天堂, 只想跟我在一起, 所以我才想帮它决定, 请你照顾好它。天使愣住了。

主人留恋地看着自己的狗,又说: 能够用比赛的方式决定真是太好了。只要我再让它往前走几步, 它就可以上天堂了。不过它陪伴了我那么多年, 这是我第一次可以用自己的眼睛看着它, 所以我忍不住想要慢慢地走, 多看它一会儿。如果可以的话, 我真希望永远看着它走下去。不过天堂到了, 那才是它该去的地方, 请你照顾好它。

说完这些话, 主人向狗发出了前进的命令。就在狗到达终点的一刹那, 主人像一片羽毛似的落向了地狱的方向。他的狗见了, 急忙掉转头, 追着主人狂奔。

满心懊悔的天使张开翅膀追过去, 想要抓住导盲犬。不过那是世界上最纯洁善良的灵魂, 速度远比天堂所有的天使都快。所以导盲犬又跟主人在一起了。即使是在地狱, 导盲犬也永远守护着它的主人。天使久久地站在那里, 喃喃说道: 我一开始就错了。这两个灵魂是一体的, 他们不能分开。

这个世界上，真相只有一个，可是在不同人眼中，却会看出不同的是非曲直。这是为什么呢？其实，道理很简单，因为每个人看待事物，都不可能站在绝对客观公正的立场上，而是或多或少地戴上有色眼镜，用自己的经验、好恶和道德标准来进行评判，结果就是我们看到了假象。

The 100% Rule

2011-08-12T08:19:00.001+08:00

Be a Learner, be curious! (post with students from Manage Service Ops Class)

The 100/0 Principle applies to those people in your life where the relationships are too important to react automatically or judgmentally. Each of us must determine the relationships to which this principle should apply. For most of us, it applies to work associates, customers, suppliers, family and friends.

• STEP 1 - Determine what you can do to make the relationship work...then do it. Demonstrate respect and kindness to the other person, whether he/she deserves it or not.

• STEP 2 - Do not expect anything in return. Zero, zip, nada.

• STEP 3 - Do not allow anything the other person says or does (no matter how annoying!) to affect you. In other words, don't take the bait.

• STEP 4 - Be persistent with your graciousness and kindness. Often we give up too soon, especially when others don't respond in kind. Remember to expect nothing in return.

At times (usually few), the relationship can remain challenging, even toxic, despite your 100 percent commitment and self-discipline. When this occurs, you need to avoid being the "Knower" and shift to being the "Learner." Avoid Knower statements/ thoughts like "that won't work," "I'm right, you are wrong," "I know it and you don't," "I'll teach you," "that's just the way it is," "I need to tell you what I know," etc.

Instead use Learner statements/thoughts like "Let me find out what is going on and try to understand the situation," "I could be wrong," "I wonder if there is anything of value here," "I wonder if..." etc. In other words, as a Learner, be curious!

Revive a dying laptop battery

2011-07-21T10:53:00.001+08:00

Revive a dying laptop battery

Laptop battery wearing down? News' Becky Worley shows us how to help batteries last longer ... and what to do when they run out!

First, the basics

Most laptops use batteries that can last for 3-5 years, or about 1000 charges. (A premium laptop's battery might last longer.) Every time you charge your battery, the total capacity of the battery is diminished. Originally it may have had a run time of 3.5 hours, but after a year it'll run out of juice at 3 hours, even on a full charge.

If your battery capacity has diminished, there are a few things you can do about it. First, you have to correctly gauge how much capacity has been lost. There are free downloads to do this job, like Battery Bar (for Windows PCs) or Coconut Battery (for Macs). These will compare your battery's current maximum capacity to how long it lasted when it was new. (UPDATE- we originally recommended Battery Eater and while the program works great, their download site has been compromised and we are recommending an alternate program, Battery Bar downloadable from CNET.)

Calibrating your Battery
You can't miraculously reconstitute your battery's capacity. It loses power over time due to chemical reactions taking place in the battery, as it chugs along powering your laptop. You can't undo those changes, but there is one common battery issue you can fix: In many laptops, the operating system's battery meter gets out of sync with how much juice the battery actually has.

Imagine if the gas gauge on your car dashboard was misreading how much gas you actually had in the tank. You'd either run out of gas when you thought you had a quarter of a tank left, or you'd be filling up too frequently. In your laptop, this can mean your laptop shuts down abruptly when the meter says you have 30 minutes left. Or else the meter might warn that you only have 2 minutes of battery life left and shut your laptop down, when it really has another 20 minutes remaining.

Recalibrating gets the battery meter to correctly read the current state of the battery, so you and the operating system know where you stand with existing battery life.

How to recalibrate － First, charge your laptop's battery to full, and leave it that way for at least two hours. Then unplug your laptop, and set its power management settings to never turn off or lower the monitor brightness. (HP has instructions for how do to this on Windows 7 and Vista, as well as Windows XP, while Apple has instructions for Mac laptops on their site.)

You want to drain the battery completely, then let your laptop sit for at least five hours this way -- like, say, overnight. (Just be careful and mute the volume, since some laptops make a warning sound when they're about to run out.) Afterwards, charge it up again, and you should notice a more accurate portrayal of your battery capacity. In some cases, you may even get more life out of it.

Best practices to maintain battery life － You'd think that the best way to keep your laptop's battery from wearing out is to not use it. Right?

As it turns out, batteries are like muscles; they need to be worked out regularly to stay healthy. Ideally, you'd use your laptop unplugged at least once a day, like on a train or bus commute or on the couch in front of the TV. If you're not going to use it, constantly charging your battery is a bad idea; HP recommends on their website that if you're going to leave your laptop plugged in or put up in storage for more than two weeks, you should take the battery out of your laptop.

Past the expiration date － So when is it time to throw out that old battery? The answer, surprisingly, is "never." Laptop batteries contain lots of toxic chemicals, and should never end up in landfills. Fortunately, e-stewards.org has a list of environmentally responsible recyclers that will take your old battery with no fuss.

When is it time to replace your battery, then? Use the free utility apps Becky mentioned, and when they say that your battery can only hold around 25% of its original capacity it's probably time for a new one. You can buy a replacement battery from the original laptop manufacturer, and there are plenty of places online that sell discounted PC laptop batteries, like Laptops for Less and Batteries.com. Owners of newer Mac laptops can get their laptop's non-removable battery swapped out at any Apple store, with a scheduled appointment.

MBTI 16

2011-07-16T00:27:00.003+08:00

Knowing your types could help you to communicate and work better with others!

Many have asked me to provide some key description on the MBTI 16 types, and here it goes...

ISTJ refers to distinct traits of Quiet, serious, dependable and thorough, practical, and responsible. People with these traits are organized and use logics and principles.

ISFJ includes traits such as friendliness, committed, painstaking and thorough. People who fall in this type are loyal and value people, such people are considerate about others feelings and work hard to balance a healthy home and work life.

INFJ, people who fall under this banner look for meanings and connections, and love to look into people. They are organized on the whole and always watch out for common good.

INTJ people are motivated and original. They immediately perceive typical patterns in events and thereby develop perspectives. Such people are very competent and are independent, always perfecting them.

ISTP refers to traits such as flexibility and tolerance. They wait for the problem and then find a solution though quickly. They are more into the cause and effect theory and use logics to organize facts and events.

ISFP people are lovable, enjoying every bit of the present; they do not like deadlines and are committed to their loved ones. These people do not like arguments and conflicts, and are not imposing in terms of their opinions or values.

INFP refers to people who are loyal, curious, and always have new ideas. Such people easily adjust and accept mostly all values.

INTP refers to people who are always ready with enough explanations and logics about their areas of interest. Such people are more interested in ideas and do not like much of social interaction. These people are also sometimes skeptical and analyze everything a lot.

ESTP is a set of traits containing the ability of an individual to focus. Such people are objective and dislike theories and concepts. They love spontaneity and are always keen on style and a practical solution.

ESFP is differentiated by other types due traits like friendliness and the accepting nature of the individuals. These people love life to the utmost and love others company while working. They are full of energy and look for solutions to all problems.

ENFP, people with these traits are warm and imaginative. They do not see problem as end of life and always look beyond possibilities. These people establish connections between what they see and the set patterns.

ENTP, traits are specifically of the energetic kinds, these people are very spontaneous and quick, and they speak without mixing words and are great observers too. Routine life bores them and they always look out for new areas of their interests.

ESTJ people with these set of personality types are practical to all possible extent. Their pragmatic nature helps them in taking quick decisions and they are precise about routines and details. They are keen on logics and like to implement plans forcefully.

ESFJ, such people are very easy going and friendly, they co-operate a lot and always a harmony in the surroundings. They like to deliver work on time but not without others’ cooperation.

ENFJ people are warm and responsible. These people give due importance to emotions and needs of others. They always look for others’ capabilities and in turn act as catalysts for others’ growth.

ENTJ is the final type and people under this type of personality are very outspoken and have great leadership qualities. They love to work with set goals and stick to long term plans.

发掘从内知外的恩赐

2011-07-13T10:25:00.003+08:00

昨天培训了兴业银行第6期的行长团。

你觉得你快乐吗？
你觉得你成功吗？
你觉得你对自己的生活满意吗？
你觉得你有内动力吗？

要怎么样才能拥有上面所说的呢？答案就是有意义，有目的的生活。当你过着有意义的生活时，你会感到平和，你会感到满足，你会感到有成就，你就会快乐。即使每一天的生活都有所不同，你在每一刻如果可以感受到踏实的感觉的话，你的生活就是有意义的，而你也将享有内在的平安。

你的生活目标可能十分美丽和眩目，使你不敢想象该如何去实现它，有时，你甚至会怀疑自己能否完成它，别怀疑它，就像开车在黑夜中行驶一样，即使你只看到前方的两百米处，但只要你有目标，你将会到达你的目的地，而到达目的地后，你将会惊讶，自己原来懂得的比自己原本以为的还多，你的才华和才能是可被伸展的，只要你去做，充满信心地做，即使目标最初看起来似乎是不可能的一个任务。

成功人士也经常拥有这种感觉，你不是孤独的。只要学习聆听心的声音，相信这把声音，你的每一步，每一履将会受到引导，你会看到奇迹，你每一天也将会经历新的奇迹。当你静下心来看看自己的成长是因为受到内心的引领时，你将会有一种感动－感动大自然给予你的这项“从内知外”的恩赐。

说到恩赐，炎黄子孙的我们是最受到祝福的，连我们的文字也充满智慧。我们的中文字很美，美得很有智慧。让我们来看看“想”字，如果你仔细看它，你就会了解它其实代表着相信心中所想的，所以说，“想象”这两个字给我们的启发是，你不会去想你做不到的事，而你想过的事，你一定做得到！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

90/10法则

2011-06-28T21:26:00.005+08:00

与农发行第3团的同学留影

请想像一下，你大学毕业后，找到一分不错的工作，工作不到三年，就被老板升任为经理，工作又不到三年，被另一家更大型的公司聘为区域经理；工作约三年后，被另一家跨国公司聘为执行副总裁，这时的你成家了，娶了个温柔贤淑的太太，当你满怀信心准备大展拳脚时，这家跨国公司突然倒闭了，而你和太太的关系突然陷入前所未有的低潮，尽管你努力寻找新的工作，但在接下来的一年，你却处处碰壁，你开始怀疑自己，开始埋怨命运对你的不公平…不久，你开始自暴自弃，失去信心，从此一阙不振…

这样的故事，你是不是很熟悉。为什么一般人很容易被困境击倒呢？这是因为人往往有看坏不看好的盲点。你30年成功的信心，竟然被一时的困难击个粉碎，难怪有许多人说，现代人太脆弱了，不堪一击！

史提分。柯菲(Stephen　Covey)曾说，我们的一生有约百分之十的事件并不在我们控制的范围内。他把这学说称为90/10法则。举例说，我们无法控制车子十分会在半路抛锚。我们无法阻止飞机延迟起飞，使我们无法准时地参与重要会议。我们甚至无法控制车前的司机慢车阻道，我们唯一个可以做的就是我们应对负面事件的反应。

与NF学员程琳合影。NF型的人面对打击时得学会坚强！

让我再以前面的例子说明，就说你在失业一年，终于接获一家大公司的来电，邀你早上前去应征。你于是很开心和家人共进早餐，可是就当你在吃早餐时，你五岁的女儿失手把橙汁倒在你的身上，这件上班服早上你花了30分钟把它熨好，现在又得另外再熨一件，你越想越气，于是赏了女儿一记耳光，女儿哭了，接着你责备太太没把女儿教好，接着口角发生了…吵了一会，你冲回房间把衣服换了。这时女儿还在哭个不停，由于时间赶不及，你急忙把女儿强拉上车，因为太太也快赶不及上班了，把她俩送到学校和办公室后，你才惊然的发现，自己忘了带手提包，而里面有你面试时最需要的东西－你的专业文凭和证书，那怎么办，冲回家去拿，还是直接去面试；于是你做了决定，飞车回家去拿…结果在路上被交警抄牌，抄牌后路上竟莫名其妙地开始塞车，面试也迟了近50分钟，结果挨了人资经理的一顿冷讽热嘲和面试官的一阵白眼，让你更难过的是面试时，你的心情糟透了…影响了自己的表现。

回家后的情形，我不必多说了，大家肯定能想像后果有多糟糕！

你倒霉的一天是由谁造成的？

１）是那杯咖啡？
２）是你的女儿
３）是你的太太？
４）是前面那位开车慢吞吞的司机？
５）是路上的交通？
６）是交警？
７）是自己？

答案事你自己！原因是你无法控制发生在你周围的事。想像一下当你女儿把咖啡倒在你身上时，如果你选择以另一种方式处理的话，整起事件的过程还可能改写。如果当时你对女儿温柔地说：宝贝，不要紧，下次小心就好了！你就可以省下和太太争吵的时间…这么一来你就不会忘了手提包，把她俩送到学校和办公室时，她们还会和你轻吻，让你的心情轻松甜蜜。如果你这么做了，面试时，你一定会信心满满，并给面试官留下深刻的印象。

你看到在那刹那间，你的不同反应，使整起事件有了全然不同的过程和结局吗？你注意到其中的关键吗？你注意到其中的不同点吗？尽管这起事件有相同的开头，却有了完全不同的结局！

在生命中面对别人的批评时，别让它破坏你一天的心情！被人误会时被大发雷霆，难怪圣经中会这么说：当你想拿你的外衣时，把内衣都交给他，当人打你的左脸时，右脸也让他打！…这太有寓意了…想像一下，当别人批评你后，你心平气和地再请他指出你的其他缺点时，结果是不是全然不同？

记住你在负面事件中的第一个反应非常重要，记住90/10原则，别把精力放在埋怨和争论上，因为你无法控制这些事件的发生，你应该把精力放在寻找更好的解决方案上。

即使飞机误点了，延迟起飞了，你也无须向空姐大发脾气，因为你的脾气即使再大，也无法使飞机准时起飞。所以还使把时间花在计划抵达后，你该做些什么调整？或和身边的其他旅客谈谈，或阅读一本你从来没时间看完的书，或打个电话和家人聊天，或干脆发个短消息给你的同事和朋友向他们问好，当然你也可以静下心来欣赏机场的人，事，物，当你这么做时，你将会有许多意外和美丽的发现。

世界上，有太多不必要的争论，有太多不必要的头痛，有太多不必要的压力，有太多不必要的烦恼事。所以别给自己增加无畏的压力，记住90/10原则，你自觉的倒霉事，恼人的琐事，人际的纷争，愤怒都会开始减少。真的，每一个人都应该学习90/10原则，让我们做情绪的主人，让我们做负面事件中的主人，而不是奴仆。别让负面的事件，反应破好坏我们和家人的关系，破坏我们和朋友的关系，破坏我们恶化同事的关系，甚至破坏我们内心的平和和自己的美好未来！

好好的记住90/10原则，你的人生将从此改变！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

爱?不爱？

2011-05-28T23:36:00.001+08:00

有一個男人跟他一天到晚只會抱怨的妻子來到耶路撒冷渡假。在渡假时，他的妻子突然去世了。殡仪馆的人跟他說：您可以選擇花$50,000將尊夫人的遺體運回您的國家或者花$150把她葬在聖地耶路撒冷。先生想了想說, 他要把她運回家鄉。

殡仪馆的人很宽慰地说：“从您寧可花$50,000把尊夫人運回家鄉，而不願意將她葬在這美好之地，就看得出你很爱你妻子”

先生回答：“...不，那是因为...在很久以前，有一個人在這裡死了，埋在這裡，過了三天，他又復活了...所以我不想冒這個險...！”

矛盾的INFJ

2011-05-14T12:38:00.000+08:00

2011年5月14日，钟老师在厦门培训当地的基督徒企业家

INFJ 以其人格與才华的深度兼广度而著称。強烈的人道关怀傾向，导致其十足的理想性，但因“J”(決者)因子的作祟，同時希望做事能有始有終。其结果就是“理想的实践者”，16型中最罕見的罕別，只佔1%左右。

他們是地球上較為严肃的人，想著严肃的事。不為名利所影响，只為自己所相信的事情奋斗，所以常會為了理想而擔上不成比例的責任。

INFJ 很看重“人”，從周遭的缘分分至人类的福祉皆是。“Fe”(外向感性)所展现对“人”的极度興兴趣─甚至可以到容易被人误认是外向型人格。但INFJ 是內向型人格。虽然人格的本能趋使他們参与世俗的事，但在某些時點上，他們会突然退场，退居自我，完全封闭，切断與世俗的一切联系。

这种看似矛盾的現象會是外人最為大惑不解的現象，對這罕見类型沒经验的人更是会满头问号。但這是一种INFJ自我保护的机制。對這位佈施者而言，他会以这种形式充电，休养生息，在情緒不胜負荷超載之时，靜养调适。

INFJ 這种“进世出俗”，主观客观兼备与不時对换的习性，再加上自身被“Ni”(內向直觉)极度強化的“Fe”(外向感性)，使他们对人性最清晰的见解，深刻了解人的动机。

INFJ的“NF”的理想性与“J”的务实相互冲突。“I”(內向)与“J”(具体)的配对虽然对自我开发很有用，但却会对 INFJ 的情感表达留下障碍。

与NF的近亲相比，INFJ 文笔通常很好，也较擅长书面沟通。深具個人魅力的INFK，最适合投身各种“启发性”的职业，如教育(尤其是高等教育)或是宗教，心理学或是各种教练及咨询顾问类型。

就某方面而言， INFJ 也如同 INTJ 般是“系統建构者”，只是他們的系統是以人为价值核心，而非 INTJ 般是以资讯科技作為主轴。 INFJ 的“系統”相对“NT”的严谨──会比较“模糊”，所以容易被人所轻忽。

Colour And Restaurant

2011-04-19T23:34:00.002+08:00

Yellow and White themes may consider as the best combination!

Every restaurant needs a colour scheme. Colors must be chosen for your walls, decor, tables, linens, the exterior, signage, logo, basically everything, but what colors are best? How do you choose?

Lydia Quinn has provided us with some choices: Red - Red is a colour that is bold, noticeable and gives a sense of urgency. However, it can also be a color that symbolizes anger but also love. Red is a good color for many ethnic restaurants, since red is a dominant color in so many country's flags.

Green - Green is a colour that may signify good luck, nature and money. Green can also symbolize jealousy. Green is usually a good choice for an accent color.

Blue - Blue symbolizes peace, calm and serenity. Blue can also make a person feel cool, cold or disconnected. Blue is a nice color for a restaurant that is laid back.

Yellow - Yellow is a colour that can signify happiness, joy and summer. Yellow can also symbolize cheapness or stinginess. Yellow is usually good as an accent color or as a background color.

Orange - Orange can mean excitement and enthusiasm. Like yellow, orange is usually a good accent color.

Purple - Purple symbolizes passion and creativity. However, purple also means death in some countries and in some religions. Purple is usually used as an accent color.

White - White symbolizes cleanliness, clarity and purity. White is always a good choice for table linens and textiles. White is also a great colour to make your guests feel like there is more space in your restaurant.

Black - Black can signify excitement, class, boldness and be futuristic. Black can also signify sadness, evil and anger. Black is perfect for an accent colour or as a compliment to a lighter color.

These are the basic colours that you will work from to create different shades and mixtures of colors for your restaurant.
Pastels and lighter and darker versions of these colors will allow you to put together the perfect color scheme for your particular restaurant and allow you to attract more customers. If you notice the colors of many fast food restaurants, including McDonald's and Burger King, you'll see they all choose from the same color scheme, which consists of browns, reds, oranges and blacks.

These companies have poured money into researching the effects of color on diners, and have found these colors to be the most conducive to buying and eating food. A higher class restaurant may want to take this into consideration and use these colours as accents to your chosen color scheme.

Whatever colours you choose, they should compliment your setting, theme and most of all, your menu and food.

Source: http://EzineArticles.com/419335 by Lydia Quinn

Personality Typing

2011-04-16T13:03:00.002+08:00

Is ACTION really us or Are WE our action?

Personality is always a HOT topic that will trigger off intense discussion, for some, it provides good insights into understanding of why we acted and react, for some, it is similar to fortune telling, over-generalisation and/or self-fulfilling prophesy. While respecting these differences in views, I would like to provide information on four common approaches to that may help you to better understanding human behaviours and drive.

Astrology

In contrast, an astrologer has a more sophisticated, useful articulation of who we all are. She knows that an Aries tends to be intense and idealistic and that if you put a bunch of Aries' together, things could get pretty wild. Better to leaven such a group with a well-grounded Taurus or cool their ardor with some Gemini cheer.

Enneagram

An Enneagram expert may notice that certain people in a group have characteristic blind spots, use particular psychological strategies, and repeatedly fall into typical roles. He knows enough about the way these play out in the Enneagram's nine personality types that he can avoid blaming these people for being who they are. Instead, he will invite them and the group to be more conscious of their personality dynamics. The more conscious group members can be of such dynamics, the more they can tolerate, moderate or transcend their dysfunctions and concentrate on using and integrating their diverse strengths.

Myers-Briggs

Myers-Briggs advocates might note that assigning people to roles for which they are not well suited will result in poor performance. People do best when their role fits their personality type. Each type, for example, has its own favorite forms of leadership and participation. An SP (sensation-perceiving) manager makes a good negotiator, while the SJ (sensation-judging) manager is good at preserving traditions. Team builders would be wise to gather together those with the right mix of personalities to satisfy the requirements of that team's particular mission. On the other hand, a team that had problems might wake up to the fact that all of them are SJs who are resisting needed changes -- and decide together to try to transcend the limitations of their shared temperament.

Pros and Cons of Personality Typologies

Some people question the validity of these models. Is astrology real? Are Meyers-Briggs types true? From a co-intelligence perspective these questions are less important than "Who can best use these models?" and "How can they best use them?" Clearly a group of scientists would prefer a quantifiable method like Meyers-Briggs, while more esoterically-inclined people would find astrology quite useful.

(An interesting test to see how co-intelligent personality typologies or other such methodologies are is to ask how much time their advocates spend using their approach to build co-intelligence and how much time they spend denigrating other methodologies.)

A co-intelligent assumption shared by all these systems (and not by most jerk/saint systems) is that all personality types have a light side and a dark side; none is better than the others; each has something to offer and something to watch out for. A "type" is not a judgment. Tolerance and respect for our uniqueness and diversity are built into these systems -- as is the prospect for growth-towards-greater-wholeness by everyone.

However, typological approaches to personality have an important shortcoming that limits their use for building co-intelligence. They seldom take into account the fact that our personalities change, depending on our context. As organizational consultant Margaret Wheatley says, "whole new capacities come forward in us when we are together.... So why do we spend so much time trying to understand our self (littles)?"

The Berkeley Personality Profile (BPP)

The Berkeley Personality Profile takes a step towards resolving that. Designers of the BPP point out that any personality type is a box into which no one quite fits. So the BPP doesn't say (for example) that you are an extrovert, but rather indicates how extroverted you are. It examines five styles: expressive, interpersonal, work, emotional and intellectual -- five dimensions of personality that have come up repeatedly in research in many cultures. In a move that offers interesting insights for furthering co-intelligence, the BPP is designed to garner diverse responses from oneself (e.g., private personality vs. public image, and how one's personality manifests in various roles) and from one's family, friends and associates.

This places our personality in various contexts and invites us to ponder why discrepancies exist among them. We may learn about contexts or relationships that bring out the best in us, or the worst -- or that augment this or that dimension of our personality.

Brain Wave

2011-04-10T23:25:00.002+08:00

The Brainwaves

It is well known that the brain is an electrochemical organ; researchers have speculated that a fully functioning brain can generate as much as 10 watts of electrical power. Other more conservative investigators calculate that if all 10 billion interconnected nerve cells discharged at one time that a single electrode placed on the human scalp would record something like five millionths to 50 millionths of a volt. If you had enough scalps hooked up you might be able to light a flashlight bulb.

Even though this electrical power is very limited, it does occur in very specific ways that are characteristic of the human brain. Electrical activity emanating from the brain is displayed in the form of brainwaves. There are four categories of these brainwaves, ranging from the most activity to the least activity. When the brain is aroused and actively engaged in mental activities, it generates beta waves. These beta waves are of relatively low amplitude, and are the fastest of the four different brainwaves. The frequency of beta waves ranges from 15 to 40 cycles a second. Beta waves are characteristics of a strongly engaged mind. A person in active conversation would be in beta. A debater would be in high beta. A person making a speech, or a teacher, or a talk show host would all be in beta when they are engaged in their work.

The next brainwave category in order of frequency is alpha. Where beta represented arousal, alpha represents non-arousal. Alpha brainwaves are slower, and higher in amplitude. Their frequency ranges from 9 to 14 cycles per second. A person who has completed a task and sits down to rest is often in an alpha state. A person who takes time out to reflect or meditate is usually in an alpha state. A person who takes a break from a conference and walks in the garden is often in an alpha state.

The next state, theta brainwaves, are typically of even greater amplitude and slower frequency. This frequency range is normally between 5 and 8 cycles a second. A person who has taken time off from a task and begins to daydream is often in a theta brainwave state. A person who is driving on a freeway, and discovers that they can't recall the last five miles, is often in a theta state--induced by the process of freeway driving. The repetitious nature of that form of driving compared to a country road would differentiate a theta state and a beta state in order to perform the driving task safely.

Individuals who do a lot of freeway driving often get good ideas during those periods when they are in theta. Individuals who run outdoors often are in the state of mental relaxation that is slower than alpha and when in theta, they are prone to a flow of ideas. This can also occur in the shower or tub or even while shaving or brushing your hair. It is a state where tasks become so automatic that you can mentally disengage from them. The ideation that can take place during the theta state is often free flow and occurs without censorship or guilt. It is typically a very positive mental state.

The final brainwave state is delta. Here the brainwaves are of the greatest amplitude and slowest frequency. They typically center around a range of 1.5 to 4 cycles per second. They never go down to zero because that would mean that you were brain dead. But, deep dreamless sleep would take you down to the lowest frequency. Typically, 2 to 3 cycles a second.

When we go to bed and read for a few minutes before attempting sleep, we are likely to be in low beta. When we put the book down, turn off the lights and close our eyes, our brainwaves will descend from beta, to alpha, to theta and finally, when we fall asleep, to delta.

(Article Extracted From " Scientic & American")

Misuse of Antibiotics

2011-04-08T21:59:00.003+08:00

Superbug is uprising!

Misuse of antibiotics has led to a global health threat! The rise of dangerous—or even fatal—superbugs. Methicillin-resistant Staphylococcus aureus (MRSA) is now attacking both patients in hospitals and also in the community and a deadly new multi-drug resistant bacteria called carbapenem-resistant Klebsiella pneumoniae, or CRKP is now in the headlines. Last year, antibiotic resistant infections killed 25,000 people in Europe, the Guardian reports.

Unless steps are taken to address this crisis, the cures doctors have counted on to battle bacteria will soon be useless. CRKP has now been reported in 36 US states—and health officials suspect that it may also be triggering infections in the other 14 states where reporting isn’t required. High rates have been found in long-term care facilities in Los Angeles County, where the superbug was previously believed to be rare, according to a study presented earlier this month. CRKP is even scarier than MRSA because the new superbug is resistant to almost all antibiotics, while a few types of antibiotics still work on MRSA. Who’s at risk for superbugs—and what can you do to protect yourself and family members? Here’s a guide to these dangerous bacteria.

Understanding different types of bacteria.

What is antibiotic resistance? Almost every type of bacteria has evolved and mutated to become less and less responsive to common antibiotics, largely due to overuse of these medications. Because superbugs are resistant to these drugs, they can quickly spread in hospitals and the community, causing infections that are hard or even impossible to cure. Doctors are forced to turn to more expensive and sometimes more toxic drugs of last resort. The problem is that every time antibiotics are used, some bacteria survive, giving rise to dangerous new strains like MRSA and CRKP, the CDC reports.

What are CRKP and MRSA? Klebseiella is a common type of gram-negative bacteria that are found in our intestines (where the bugs don’t cause disease). The CRKP strain is resistant to almost all antibiotics, including carbapenems, the so-called “antibiotics of last resort.” MRSA (methacillin-resistant staphylococcus aureus) is a type of bacteria that live on the skin and can burrow deep into the body if someone has cuts or wounds, including those from surgery.

Who is at risk? CRKP and MRSA infects patients, usually the elderly—who are already ill and living in long-term healthcare facilities, such as nursing homes. People who are on ventilators, require IVs, or have undergone prolonged treatment with certain antibiotics face the greatest threat of CRKP infection. Healthy people are at very low risk for CRKP. There are 2 types of MRSA, a form that affects hospital patients, with similar risk factors to CRKP, and another even more frightening strain found in communities, attacking people of all ages who have not been in medical facilities, including athletes, weekend warriors who use locker rooms, kids in daycare centers, soldiers, and people who get tattoos. Nearly 500,000 people a year are hospitalized with MRSA.

Keeping hospital patients safe.

How likely is it to be fatal? In earlier outbreaks, 35 percent of CRKP-infected patients died, Journal of the American Medical Association (JAMA) reported in 2008. The death rate among those affected by the current outbreak isn’t yet known. About 19,000 deaths a year are linked to MRSA in the US and rates of the disease has rise 10-fold, with most infections found in the community.

How does it spread? Both MRSA and CRKP are mainly transmitted by person-to-person contact, such as the infected hands of a healthcare provider. They can enter the lungs through a ventilator, causing pneumonia, the bloodstream through an IV catheter, causing bloodstream infection (sepsis), or the urinary tract through a catheter, causing a urinary tract infection. Both can also cause surgical wounds to become infected. MRSA can also be spread in contact with infected items, such as sharing razors, clothing, and sports equipment. These superbugs are not spread through the air.

What are the symptoms? Since CRKP presents itself as a variety of illnesses, most commonly pneumonia, meningitis, urinary tract infections, wound (or surgical site) infections and blood infections, symptoms reflect those illnesses, most often pneumonia. MRSA typically causes boils and abscesses that resemble infected bug bites, but can also present as pneumonia or flu-like symptoms.

How are superbugs related? The only drug that still works against the CRKP is colistin, a toxic antibiotic that can damage the kidneys. Several drugs, such as vancomycin, may still work against MRSA.

What’s the best protection against superbugs? Healthcare providers are prescribing fewer antibiotics, to help prevent CRKP, MRSA and other superbugs from developing resistance to even more antibiotics. The best way to stop bacteria from spreading is simple hygiene. If someone you know is in a nursing home or hospital, make sure doctors and staff wash their hands in front of you. Also wash your own hands frequently, with soap and water or an alcohol-based hand sanitizer, avoid sharing personal items, and shower after using gym equipment. The CDC has reports on Klebsiella bacteria and MRSA, discussing how to prevent their spread and has just issued a new report on preventing bloodstream infections.

佛心

2011-04-06T22:31:00.002+08:00

拂去您心靈上的灰塵，心净境自明！

有一个皇帝想要整修在京城里的一座寺庙，他派人去找技艺高超的设计师，
希望能够将寺庙整修成美丽而又庄严。
后来有两组人员被找来了。
其中一组是京城里很有名的工匠与画师，另，外一组是几个和尚。

由于皇帝没有办法决定到底哪一组人员的的手艺比较好，
于是他就决定要给他们机会作一个比较。
皇帝要求这两组人员，各自去整修一个小寺庙，而这两个寺庙互相面对面。

三天之后，皇帝要来验收成果。
工匠们向皇帝要了一百多种颜色的颜料（漆），又要求了很多的工具。
而让皇帝很奇怪的是，和尚们居然只要了一些抹布与水桶等等简单的清洁用具。

三天之后，皇帝来验收两组人员装修寺庙的结果。
他首先看看工匠们所装饰的寺庙。
工匠们敲锣打鼓地庆祝着工程的完成。
他们用了非常多的颜料，以非常精巧的手艺把寺庙装饰得五颜六色。
皇帝很满意地点点头，
接着回过头来看看和尚们负责整修的寺庙。
他一看之下就愣住了。

和尚们所整修的寺庙没有涂上任何的颜料。
他们只是把所有的墙壁、桌椅、窗户等等都擦拭的非常干净，
寺庙中所有的物品都显出了它们原来的颜色，
而它们光泽的表面就像镜子一般，无瑕地反射出从外面来的色彩。
那天边多变的云彩、随风摇曳的树影，甚至是对面五颜六色的寺庙，
都变成了这个寺庙美丽色彩的一部份，而这座寺庙只是宁静地接受这一切。
皇帝被这庄严的寺庙深深地感动了，当然我们也知道最后的胜负了。

注：我们的心就像是一座寺庙。我们不需要用各种精巧的装饰来美化我们的心灵。
我们需要的, 只是让内在原有的美，无瑕地显现出来。
有些事，现在的你如果想不通，就别想了吧。
有些人，现在的你如果无法面对，就别面对了吧。
有些困扰，现在的你如果不能处理，就别处理了吧。
有些情绪，现在的你如果不知如何分析，就别分析了吧。
不想不理并不是逃避，而是暂时让自己从烦恼里抽离。
若再继续纠缠下去, 恐怕只是让自己更深陷于一团乱局。
再说，现在的你没有办法处理，不代表以后的你也如此无能为力。
所以，你干脆把那些事, 那些人, 那些困扰和情绪暂时打包装箱，
等到你有能力去解决的时候, 再从容优雅地处理。
毕竟时间的手, 不但会把你抚慰得更柔软, 更有智慧，
也会在不知不觉之间, 把你曾经打包的东西悄悄松绑。

拂去您心靈上的灰塵，找回您真正的自己，返本歸真，那才是最美麗的人生。

I Hate Personality Tests

2011-04-01T09:37:00.000+08:00

Is HBDI effective as it claimed?

Earlier this week I attended a training course that, once again, leaned heavily on colourful “HBDI profiles”. HBDI stands for “Herman Brain Dominance Indicator” and, much like the better-known Myers-Briggs Type Indicator (MBTI), it is a personality test with a fancy name. I am lucky enough to have been subjected to both of these tests more than once, leaving me increasingly irritated each time. This has led me to reflect on why personality tests like these are so popular in the corporate world. I suspect that it is because they have much in common with astrology.

Obtaining your HBDI profile starts with answering 120 questions. These include such gems as “How do you hold your pen?”, “How left or right-handed are you?” and “How often have you experienced motion sickness?” (have a look yourself if you don’t believe me!). Armed with your responses to these questions, a certified practitioner is supposedly able to determine your preference for four distinct “thinking styles”. Like Myers Briggs, the HBDI characteristics have a healthy dose of Jungian psychology, but also have a bit of pop brain lateralisation thrown in: the safekeeping and rational types of thinking are left-brain, while the experimental and feeling types are, of course, right-brain. While there is no doubt that the brain exhibits left-brain/right-brain lateralisation, it does so in a far more complex way* than this cliched analytic/creative dichotomy.

It is not only in its approach to brain lateralisation that HBDI exhibits pseudo-scientific tendencies. The Skeptic’s Dictionary has an excellent critique of the Myers-Briggs Type Indicator which notes “no behavior can ever be used to falsify the type, and any behavior can be used to verify it” and HBDI is just as slippery. For example, when pressed on details, consultants are quick to emphasise that results only point to tendencies and that everyone can exhibit any of the four different types of thinking at any time.

Implausible though it may seem to me that the HBDI methodology can consistently provide meaningful insights into personality differences, people do seem to lap up the results. The surprising persistence of astrology in the modern era is often attributed to the fact that people have a marked tendency to interpret very general statements in the light of their own particular circumstance. They will focus on things that apply to them and unconsciously filter out things that do not. Known as the “Forer Effect”, this phenomenon was originally observed in the context of personality testing and I suspect that it is the secret to the success of HBDI. The name is taken from US psychologist Bertram R. Forer, who conducted the following experiment in 1948. He asked his students to complete a questionnaire for a personality test, but then ignored their answers and instead gave them all the following assessment:

You have a need for other people to like and admire you, and yet you tend to be critical of yourself. While you have some personality weaknesses you are generally able to compensate for them. You have considerable unused capacity that you have not turned to your advantage. Disciplined and self-controlled on the outside, you tend to be worrisome and insecure on the inside. At times you have serious doubts as to whether you have made the right decision or done the right thing. You prefer a certain amount of change and variety and become dissatisfied when hemmed in by restrictions and limitations. You also pride yourself as an independent thinker; and do not accept others’ statements without satisfactory proof. But you have found it unwise to be too frank in revealing yourself to others. At times you are extroverted, affable, and sociable, while at other times you are introverted, wary, and reserved. Some of your aspirations tend to be rather unrealistic.

You may have even found yourself nodding in recognition here, and that’s certainly what Forer’s students thought. They were asked to score how well they felt the assessment described their personality on a scale from 0 to 5. The average score was 4.26. The experiment has been repeated since and the average results consistently exceed 4.

So you might think that corporate HR departments could save a little on their expensive accredited HBDI consultants and simply circulate Forer’s personality profile to all of their staff. But wait, there’s more! HBDI takes the Forer Effect and adds a little marketing glitz. First, the somewhat unwieldy “safekeeping”, “rational”, “experimental” and “feeling” thinking styles are abstracted to “green”, “blue”, “red” and “yellow”. This is a deft touch, facilitating easy discussion; think “I’m a red but I tend to fall back to blue under stress…and also, I’m a Sagittarius, but on the cusp so there’s a bit of Scorpio there too”. Second, these colours are presented on a wonderful circular chart, which looks fantastic up on the walls around the training room. Why circular? Well, circular charts are the special domain of the consultant because, let’s face it, you could never charge as much for a simple bar chart.

If you catch me in a generous moment, I will concede that there is a bit more substance beneath Myers Briggs and HBDI profiling than astrology…but not much. The main thing that they have taught me is that I hate personality tests.

* For a look at the science behind brain lateralisation, “The Right Mind” by Robert Ornstein is a fascinating read.

Written by STUBBORN MULE on 20 AUGUST 2008 in PSYCHOLOGY

默默耕耘的ISFJ

2011-03-31T17:28:00.002+08:00

ISFJ－默默耕耘的人

今天将重点介绍MBTI第二种类型－ISFJ。对ISFJ类型的人来说，最重要的是能平静、安稳地生活，并从实处帮助别人，MBTI资料把他们描述为需要被“需要”的人。

正因为如此，ISFJ在工作、家庭生活和娱乐活动中，只懂得默默付出，因此，经常未获得别人的赏识。

在工作岗位上，ISFJ人是守纪律、严谨的工人。他们一般有很好的记性和惊人的分析能力；由于他们耐心、真诚并富有同情心，所以在小团体中他们能与别人相处得很好。ISFJ人是很好相处、很可靠的合作伙伴，是个模范好雇员，但当作监工监察别人时，他们会觉得很不舒服。

ISFJ人适合的传统职业有：教书，社工，宗教活动，护理，医药（通常只是实务），神职活动，各行各业的秘书以及某些行政部门。

ISFJ人很注重职业道德，家庭是他们生活的中心。他们对家人很热心，很坦率，同时爱他们的人也这样待他们。

同大多数IS人一样，ISFJ人只有少数几个亲密的朋友。他们非常忠诚于这些朋友，乐于随时给他们物质上和精神上的帮助。友谊越深厚，他们越珍惜。

对ISFJ人的描述：小心谨慎，温柔体贴；只有非常了解一个人后，才会去关心和挚爱；话语不多，熟知物质世界；在个人标准上不易妥协，容易生气；勤奋尽责，做事果断、有条理。

海星式分权管

2011-03-30T14:08:00.003+08:00

《海星与蜘蛛》第六章所提出的善用分权管里，是整本书的精华所在。

海星分权管理总共有四各层面：
1. 意识型态
2. 创立小圈子
3. 让自己成为催化者
4. 布署更多催化者

第一，意识型态也指企业的意识、文化、精神经营，企业主管得制定或寻找一个所有成员都能信奉的意识型态，让意识型态把成员紧密地连结在一起，为共同目标齐心协力，努力奋斗。

第二，创立小圈子。建立多个能独立自主的小圈子，让成员可以自由加入或退出。《海星与蜘蛛》作者深信，只要你能把一个人放在他舒服的圈子里，他就会想做出贡献。成立圈子的好处是，成员彼此信任，互相支援，完成团队想进行的工作。

第三，让自己成为催化者。要怎么样才能成为催化者？催化者的特质又是什么？催化者一般具有：正面，希望，亲切，友善，鼓励等特质，他不从不以恶语批评下属，他会努力传达正面的思想，激励组织成员接受挑战，突破极限。此外，他也会到各地去建立一个又一个的圈子，然后就将主控权转移给所有成员，让成员自己作主。

第四，布署更多催化者。每个分权组织一开始都进展缓慢，直到搭上一个既存的“平台”，才开始成大业，这个平台有赖于时势与达环境也有赖于第一代领导能否找到，并部署更多有战斗力的“二代催化者”。如果能顺利找到天生精力旺盛与充满活力的斗士，圈子的生命力就更为旺盛！

（也刊载与领导与修炼博客）

目标经营

2011-03-28T12:39:00.001+08:00

今天在南大培训新疆医院的医生们

要怎么经营自己的梦想呢？在这里就和大家分享NLP的目标经营法，它共有八个步骤：

第一个步骤，每天请安排时间，然后集中精神想象你的目标。

第二，把它记下，越详细越好。通过全方位的看、听、感触，切切实实地去体验、去感受这个目标。

第三，采用NLP START 目标管理法制定角色、策略与行动计划。

第四，每天采取一个行动，让自己更接近目标！行动这个环节是最重要的，那怕只是一小步，那也是很重要的！

第五，强化自己的资源，实行自己的目标需要很多资源，请认清内在所需与外在所需的各种资源。NLP所谓的资源不单指金钱或物质上物体、一些鼓励、支持、精神上的启发或策略也包括在内。

新疆医院成员的MBTI分布图

第六，采取行动后，请记下每一个感动、打击与启发…，它们将有助于你之后调整策略或行动计划。

第七，不断完善自己的目标、调整行动、整合资源。有时候一些障碍、新挑战或问题，确实需要你重新调整策略，朝目标前进。

第八，即使实现目标后，也请增加新的目标，让自己有精益求精的机会！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

水都假了！

2011-02-23T08:41:00.002+08:00

不久前，一篇名为《康师傅：你的优质水源在哪里？》的文章在网上广为传播，文章作者称曾潜入康师傅杭州水厂“探秘”发现，康师傅矿物质水广告中声称的“选取的优质水源”，原来竟是自来水灌装的。文章一发布后，众多网友纷纷指责康师傅涉嫌虚假宣传。而康师傅方面昨日向《每日经济新闻》承认，其杭州生产基地所生产的矿物质水确实是城市自来水净化而成的。更令人吃惊的是，有业内人士向记者透露，用自来水加工生产矿物质水在业内已成普遍现象。

网友揭秘：生产基地无天然水源

在最新推出的一则康师傅矿物质水电视广告中，第一句广告词“选取了优质水源”引来众多消费者的质疑：多个生产厂都建在城市附近，康师傅哪来的“优质水源”？为了一探究竟，有网友潜入康师傅位于杭州经济技术开发区四号大街27号的生产基地，考察后发现该基地附近根本没有所谓的“优质水源”，唯一的自然水源就是污染严重的钱塘江。该网友判断，“康师傅要么用自来水加工，要么用脏兮兮的钱塘江水，绝对没有它所说的‘优质水源’！” 结果网文一发，康师傅立即遭到众多网民的抨击，指责公司涉嫌虚假宣传。

康师傅： “优质水源”就是自来水

记者昨日致电杭州顶益食品有限公司，公司公关部相关负责人承认，康师傅杭州生产基地所生产的矿物质水，的确是用城市自来水经水滤系统过滤出来的。“大家都是这样做的，售价仅一两元一瓶不可能用矿泉水等天然水。”

既然是自来水，那么公司对于广告中声称的“选取优质水源”又该作何解释？对于这个问题，上述人士表示公司总部也在咨询各方意见，包括第三方专家的意见，稍后会由相关部门给出正式答复。

据介绍，康师傅座落在杭州的这家生产基地主要供应华东市场。对于网友质疑康师傅在国内所有地区供应的矿物质水均来源于自来水的说法，公司认为这很不公平，“我们在吉林一家工厂用的水源就的确是长白山矿泉水。”

企业有虚假宣传之嫌

“把自来水称作‘优质水源’的表述是不实的。”上海饮料行业协会秘书长刘玉兰认为，康师傅的这则广告有虚假宣传之嫌。她指出，自来水是管道水，不是山泉水、矿泉水，它的“水源”在哪里？因此算不上“优质水源”。

农夫山泉市场部的陈文杰也表示，“‘优质水源’指的是天然的、无污染的水源，康师傅矿物质水是城市自来水接出来的，那么‘优质水源’从何谈起呢？”

天涯网友“雁度千山”更是针对广告词中的“选取”二字对康师傅进行了强烈斥责：“按照字典上的解释，‘选取’是经过甄别、区分之后做出的选择，含有一个舍劣取优的含义，从法律层面上来说，康师傅在这里用‘选取’就已经站不住脚了，因为自来水是最基本的饮用水源，根本没有‘选取’的必要。”

用自来水生产是普遍现象

令人咋舌的是，刘玉兰向记者透露，用自来水净化后灌装目前在国内远不只康师傅一家，部分企业供应的矿物质水实际上都是这样生产出来的，并人工添加矿物质，尤其是瓶装水。“部分工厂都建在城市，而城市又哪有那么多水源？只有自来水。”

不问不知道，一问吓一跳。这个让消费者不可思议的现实，在业内却是众所周知的秘密。“部分企业在选择厂址的时候并不会重点考虑水源问题，而是从成本上考虑。”农夫山泉市场部陈文杰告诉记者，目前国内的优质水源非常有限，大部分都在深山老林里，因此把工厂建在优质水源地附近势必会使运输成本大幅上升，所以包括康师傅、统一在内，部分企业把工厂建在城市附近，将自来水过滤净化，然后加入人工矿粉。

这一说法在统一公司也得到了证实。“目前国内除了标有水源地的矿泉水外，其余的都是矿物质水。”统一企业(中国)投资有限公司一高层人士称，所谓的矿物质水就是人工添加矿物质的水，与天然矿泉水有本质区别。

该高层人士表示，统一的矿物质水也和康师傅一样也是由城市水净化而成，只是在具体操作上两家企业会有所不同。“现在这块市场很乱，应该有一个标准来规范。”

至于用城市自来水生产出来的矿物质水是否会给人体健康带来危害，身为业内人士的陈文杰认为“这个很难说”，但是从酸碱性上而言，偏弱碱性的天然矿泉水要比偏酸性的矿物质水更有利健康。“今年7月1日我国最新实施的《生活饮用水卫生标准》明确规定生活饮用水的pH值范围为6.5~8.5，从这一范围也可以看出国家标准也是偏向于弱碱性的。”陈文杰说。

看了，自己不禁感叹，这年头，连“水”都有假的！

（转自《每日经》）

用才之道

2011-02-21T23:21:00.004+08:00

今天在南大培训了来自山东中慧集团的企业主管

领导力研究始于20世纪初，起先着重研究领导者人格特质的领导特质理论。到40年代，盛行领导行为理论－探寻领导者在领导过程中的具体行为以及不同的领导行为对部属影响。到了60年代，学者把重点放在研究与领导行为有关的情境因素对领导效力潜在影响的领导权变理论(情境理论)，以及之后的领导归因理论等，逐渐从领导者的人格特质和行为等个体研究，扩展到对整个组织与情境交互的(组织理论)影响。

山东中慧集团的企业主管2011年第二期学员的人才分布

到了21世纪，领导观甚至还加入了生活观－即主管除了得把情境考虑在内外，还得考虑员工的生活平衡。多项研究证明，生活失去平衡的员工是无法给企业带来可持续的贡献。

尽管领导学关注的重点与定义虽然多种多样，但是都离不开四个核心概念：

1. 领导行为是一个过程，
2. 包含着相互影响，
3. 在组织、环境、时机、资源寻求平衡，
4. 与追求组织目标及意义密切相关。

还是中国管理大师李建复说得好，他说领导是一种具有前瞻与规划、沟通/激励与协调、真诚与均衡的艺术。

我想在他这句话的基础上加上正确的沟通与用人也是领导不可或缺的功夫。那领导要怎么样才能用好四种不同性情的人呢？

想把SJ的人用好，你就得明确地列出其职务及组织对他的要求；至于想把SP者用好的话，你就得给予他分段性的目标，别一次把太多目标讲出，这样做只要使他把事情搞砸！

或许你会问，那感情丰富的NF又该怎么用呢？那你就得攻心为上，多多肯定他，多与他说说某项工作的意义，这样他才能拥有源源不断的动力；至于多疑的NT，如果想把他用好则得充分地授权，因为善于分析的NT最厌恶的就是领导的“垂帘听政”，领导善意的关心，有时候对他们而言也会变成不信任，因为，如果你想“关心”他们就得多“找”他们的麻烦，常常挑战他，喜欢与人争辩的他非但不会讨厌你，反而会求之不得。

总而言之，人的管理是非常复杂的，唯有掌握MBTI的技巧，企业领导才能深谙用人之道！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

218充电大会

2011-02-18T22:04:00.002+08:00

受邀到印尼培训E50的Woodland Transport集团的高层主管

培训218是个很特别的日子。

今天我受邀到印尼民丹岛的Club Med为本地知名的企业Woodland Transport(WT)的高层主管团队主持为期三天两夜的充电会。据该公司的行政经理James Teo表示，这是公司成立37年以来，全体高层第一次主办充电会。听了我感到欣慰，因为我确信参与的高层肯定从中得到启发；其二，我也觉得荣幸，能得到他们的信任！

到了Club Med，立刻就感染到这个度假胜地的热力，首先是Club Med总经理率领其团队向莅临的顾客致欢迎词。Club Med与其他度假名胜最大的不同是服务较为细致，从递送面巾、茶水、大门举手、欢迎，由多位GO(Game Officer)把顾客领到自己的客房，足见其服务理念的深浑。

用完午餐后，培训开始了。

WL的人才分布

我首先让学员接受MBTI测试，这也是他们第一次接受MBTI的测试，参与的主管中SP有10位、SJ有6位、NF4位、NT5位。MBTI是世界权威的性格测试工具，从图表中，即可看出一企业的文化或营运上有待改善之处。我能感受数位WT高层对此的震撼！

企业一般需要的人才包括：执行者、跟进者、营运者、协调者、创新者、催化者、想象者、调整者。如果按MBTI MTR系统的分布，企业还需明确内部的八种角色：教练(Fe)、奋斗(Fi)、探索(Ne)、创新(NI)、雕塑(Se)、监督(SI)、指挥(Te)、科学(TI)。因此，MBTI对很多企业主管来说，是组建优质团队，核查企业管理流程是否完整的管理工具。

讲解各类性情后，我也加入了一项“挑战极限”的游戏。这是一项很简单的抛球游戏，通过抛掷形状、重量不一的球，学习管理的窍门。游戏结束后，WT高层都积极分享游戏对他们在处理人事、制定目标与突破极限的启发。

数位WT主管也积极地提出问题，我也一一解答，对我而言，这场培训将会对WT产生催化作用！

入夜的Club Med别有情趣！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

MBTI 第11类型以人为本类型－ENFP

2011-02-17T22:24:00.000+08:00

Lets explore 11th type of MBTI - ENFP，The Inspirer !

The ENFP's dominant-function opposite is ESFP.
The ENFP's shadow-opposite is ISTJ, so ENFP needs to learn much from ISTJ.
The ENFP's complementary-opposite is , INFJ , so INFJ is the best soul mate for ENFP.

ENFP primary mode of living is focused externally, where you take things in primarily via your intuition. Your secondary mode is internal, where you deal with things according to how you feel about them, or how they fit in with your personal value system.

ENFPs are warm, enthusiastic people, typically very bright and full of potential. They live in the world of possibilities, and can become very passionate and excited about things. Their enthusiasm lends them the ability to inspire and motivate others, more so than we see in other types. They can talk their way in or out of anything. They love life, seeing it as a special gift, and strive to make the most out of it. Most ENFPs have great people skills.

ENFPs have an unusually broad range of skills and talents. They are good at most things which interest them. Project-oriented, they may go through several different careers during their lifetime.

To onlookers, the ENFP may seem directionless and without purpose, but ENFPs are actually quite consistent, in that they have a strong sense of values which they live with throughout their lives. Everything that they do must be in line with their values.

Ian advises to ENFP: learn to “follow-through project” , don’t be manipulative and acquire the art of making plans in details.

THINKING PATTERN

2011-02-16T23:59:00.005+08:00

Do you know your thinking pattern?

In HBDI (Herrman Brain Dominance Index) model, Herrmann identifies four different modes of thinking:

A. Analytical thinking
Key words : logical, factual, critical, technical and quantitative.
Preferred activities : collecting data, analysis, understanding how things work, judging ideas based on facts, criteria and logical reasoning.

B. Sequential thinking
Key words : safekeeping, structured, organized, complexity or detailed, planned.
Preferred activities : following directions, detail oriented work, step-by-step problem solving, organization and implementation.

C. Interpersonal thinking
Key words : kinesthetic, emotional, spiritual, sensory, feeling.
Preferred activities : listening to and expressing ideas, looking for personal meaning, sensory input, and group interaction.

D. Imaginative thinking
Key words : Visual, holistic, intuitive, innovative, and conceptual.
Preferred activities : Looking at the big picture, taking initiative, challenging assumptions, visuals, metaphoric thinking, creative problem solving, long term thinking.

Ian posted with Senior Mgt Staff from Hiap Moh Ltd

Herrman theory was inspired by the research into left-right brain laterilization by Roger Wolcott Sperry, Robert Ornstein, Henry Mintzberg, and Michael Gazzaniga[6] and further developed to reflect a metaphor for how individuals think and learn. Use of that metaphor brought later criticism by brain researchers such as Terence Hines for being overly simplistic.

Herrmann also coined the concept Whole Brain Thinking as a description of flexibility in using thinking styles that one may cultivate in individuals or in organizations allowing the situational use of all four styles of thinking.

In fact, HBDI can also be converted back to MBTI. Given that:

A = T
B = S
C = F
D = N

It implies that:

A, D, B, C = ENTJ, INTP
A, B, D, C = ESTJ, ISTP

D, A, C, B = INTJ, ENTP
D, C, A, B = INFJ, ENFP

B, A, C, D = ISTJ, ESTP
B, C, A, D = ISFJ, ESFP

C, D, B, A = ENFJ, INFP
C, B, D, A = ESFJ, ISFP

EQ与成功人生与企业经营

2011-02-12T22:11:00.001+08:00

四大NLP培训导师合影

在今天的讲座上，我分享了Hay Group曾展开一个世界性的调查，调查发现在亚洲有近84％的员工认为自己的主管或上司是无能的。其中20%认为自己的主管无效、29%气恼自己的上司，35%与上司离心离德。在英国则只有61％的员工这么认为。
换句话说，很多企业主管或领导，都不知道自己的职责是什么。企业主管的职责到底是什么？
也许有些人会回答制定企业远景、企业发展策略或竞争策略… 其实企业主管最关键的职责是“用好”员工，取得成绩！有很多主管都无法人“用好”。越来越多的研究发现企业经营失败与主管的低EQ有直接的关系。因此，我们可以这么说，一个无法妥善处理自己情绪的人，是很难组建优质的团队的。

优质的团队需要一流的领导，而一流的领导素质是：第一，有自知之明；
第二，善于自我规范；第三，善于进行情感交流；第四，善于激励自己和别人；第五，具有社交技能。由此可见，一流的领导素质中有四项与EQ有直接的联系。

讲了这么多EQ，让我来谈谈什么是情绪。情绪(Emotion)是取自法语中 émouvoir，émouvoir 是根据拉丁文的emovere发展出来的，e-意思是“外”， movere 意思是“动”move。因此，情绪指的是受“外触”而有“内动”的意思。说白些，情绪就是人在接触或从事某种活动时所产生的的一种受触动的心理状态。

那什么是EQi情商呢？情商指的是一个人在认知、感受、管理自己，以及与他人互动（产生情绪时）所展现的情感能力，深度和技巧。要怎么样提升自己的EQ呢？

在EQ的学说里共有两个学派：一是EQi学派；另一个是SEI学派。EQi主要是通过五大领域测评一个EQ的深度。这五大领域分别是内省、人际关系、压力、适应力与心情来测评一个人的EQi，也就是情商。

SEI(6 Seconds Emotion Intelligence的缩写)的模式似乎比EQI的模式更为完整，除了测评，也提供提升EQ与人生的管理技巧。 SEI的EQ模式共有三大模块：即自我了解、自我选择与自我管理。

自我了解要求我们学习察觉自己情绪产生的模式与增加自己情绪反应的长度；自我选择则提供四点供我们改善，第一，保持乐观与选择正面的认知。第二，决定行为与目标、期望、效果的关联。第三具后果意识－清楚知道自己行为的代价。自我管理指的是提升自己的同理心与自我人格的经营。在SEI的理论架构中，人们唯有自重，有明确的人生目标与使命，才能更有效地调控自己的EQ。

因此，掌握EQ，你才能懂得如何与自己情绪与感觉合一，这么一来，你才懂得如何驾驭、协调和管理自己的情绪，让“情绪”为自己“服务”！懂得管理情绪的人在面对打击时，都能从容地选择：赋予新意义法、心锚法、中断法、淡化/缩小法、暂缓法、合一法、穿越法…等NLP技巧化解负面情绪。

21世纪是一个充满变数的时代－科技日新月异、人际关系淡薄、人们身心灵受伤的机会高了，压力重了，工作与生活失去平衡，因为，唯有掌握EQ，人们才能在时代的惊涛骇浪中，处变不惊，拥有快乐的人生！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

The Power of Intrinsic Motivation

2011-02-11T23:55:00.002+08:00

Intrinsic Motivation in Children

Developing a love of learning is so important. One of the key factors is to develop intrinsic motivation in children. We can do this by asking them how they felt when they accomplished something or finished a piece of work. Once children realize that their good feelings from doing something well are better than external stickers or praise then they will continue to motivate themselves to learn.

Encouraging children to set goals and to break those down into manageable chunks is also useful. Teaching children the vocabulary of loving learning (learn, finish, future, goal, succeed, proud, target etc) will also help in this regard. If a child can verbalize why they are doing and what feelings they have it will result in a more positive experience.

Any negative emotions could be discussed and dealt with before they evolve into long term issues.

Finally encouraging children to explore all six areas of their development at a young age (knowledge and understanding of the world, physical, social/emotional, creative, mathematical and literacy) will help them to find their own strengths.

Encouraging children to explore and to try new things will encourage a love of learning. Adults should be careful of the language they use around young children to ensure self-esteem remains in tact. “Can you tell me about your picture?” Not “What is that? Is it a banana, or a moon?” Allowing children to create, play and explore their interests in a non-threatening manner will stimulate a love of learning for many years.

色彩科学1

2011-02-07T23:29:00.003+08:00

色彩的运用与掌握也是一门科学！

纯粹色彩科学称为色彩工程学，包括表色法、测色法、色彩计划设计、色彩调节、色彩管理等。包装色彩学是色彩工程学在包装色彩设计与色彩复制等方面的具体应用，是自然色彩、社会色彩和艺术色彩的有机统一。包装色彩学从包装色彩出发，系统地反映色彩形成与表述、色彩设计与再现的现象与规律，是色彩构成、色度学及印刷色彩学等有关内容的有机结合，是对包装色彩感性认识和理性分析的有机结合。

这些颜色对我们有什么影响呢？

红色：红色象征热情、性感、权威、自信，是个能量充沛的色彩--全然的自我、全然的自信、全然的要别人注意你。不过有时候会给人血腥、暴力、忌妒、控制的印象，容易造成心理压力，因此与人谈判或协商时则不宜穿红色；预期有火爆场面时，也请避免穿红色。当你想要在大型场合中展现自信与权威的时候，可以让红色单品助你一臂之力。

粉红色：粉红象征温柔、甜美、浪漫、没有压力，可以软化攻击、安抚浮躁。比粉红色更深一点的桃红色则象征着女性化的热情，比起粉红色的浪漫，桃红色是更为洒脱、大方的色彩。在需要权威的场合，不宜穿大面积的粉红色，并且需要与其它较具权威感的色彩做搭配。而桃红色的艳丽则很容易把人淹没，也不宜大面积使用。当你要和女性谈公事、提案，或者需要源源不绝的创意时、安慰别人时、从事咨询工作时，粉红色都是很好的选择。

橙色：橙色富于母爱或大姐姐的热心特质、给人亲切、坦率、开朗、健康的感觉；介于橙色和粉红色之间的粉橘色，则是浪漫中带着成熟的色彩，让人感到安适、放心，但若是搭配俗气。橙色是从事社会服务工作时，特别是需要阳光般的温情时最适合的色彩之一。

黄色：黄色是明度极高的颜色，能刺激大脑中与焦虑有关的区域，具有警告的效果，所以雨具、雨衣多半是黄色。艳黄色象征信心、聪明、希望；淡黄色显得天真、浪漫、娇嫩。提醒你，艳黄色有不稳定、招摇，甚至挑衅的味道，不适合在任何可能引起冲突的场合如谈判场合穿著。黄色适合在任何快乐的场合穿著，譬如生日会、同学会；也适合在希望引起人注意时穿著。

绿色：绿色给人无限的安全感受，在人际关系的协调上可扮演重要的角色。绿色象征自由和平、新鲜舒适；黄绿色给人清新、有活力、快乐的感受；明度较低的草绿、墨绿、橄榄绿则给人沉稳、知性的印象。绿色的负面意义，暗示了隐藏、被动，不小心就会穿出没有创意、出世的感觉，在团体中容易失去参与感，所以在搭配上需要其它色彩来调和。绿色是参加任何环保、动物保育活动、休闲活动时很适合的颜色，也很适合做心灵沉潜时穿著。

蓝色：蓝色是灵性知性兼具的色彩，在色彩心理学的测试中发现几乎没有人对蓝色反感。明亮的天空蓝，象征希望、理想、独立；暗沉的蓝，意味着诚实、信赖与权威。正蓝、宝蓝在热情中带着坚定与智能；淡蓝、粉蓝可以让自己、也让对方完全放松。蓝色在美术设计上，是应用度最广的颜色；在穿著上，同样也是最没有禁忌的颜色，只要是适合你“皮肤色彩属性”的蓝色，并且搭配得宜，都可以放心穿著。想要使心情平静时、需要思考时、与人谈判或协商时、想要对方听你讲话时可穿蓝色。

紫色：紫色是优雅、浪漫，并且具有哲学家气质的颜色。紫色的光波最短，在自然界中较少见到，所以被引申为象征高贵的色彩。淡紫色的浪漫，不同于粉红小女孩式的，而是像隔着一层薄纱，带有高贵、神秘、高不可攀的感觉；而深紫色、艳紫色则是魅力十足、有点狂野又难以探测的华丽浪漫。若时、地、人不对，穿著紫色可能会造成高傲、矫揉造作、轻挑的错觉。当你想要与众不同，或想要表现浪漫中带着神秘感的时候可以穿紫色服饰。

科学家已经证明颜色会影响到人们的心情、感受、内分泌、思想，因此，在设计产品包装、办公室、家具或广告时，我们还得了解不同色彩如何能助我们一臂之例，取得最好的行销效果！

Colour Brain Model

2011-02-06T01:24:00.002+08:00

The Colour Brain or CBCI™ is a tool that identifies an individual's genetic brain processing inclusive of additional learned flexibility and areas where one may have difficulty in communicating with others. It is administered by a licensed facilitator that "directs" participants to a foundational mind-state before proceeding with the inventory.

By identifying the fundamental patterns in the way our brain genetically functions, we overcome misunderstanding, conflict, and wastage of individual and group potential. Awareness of the color of our brain gives us the means to maximize our capacity act intelligently, to Turbo Charge our natural gifts and use them to maximize our ability to develop "software" for our brain for greater competence across many disciplines. We are able to understand others at a deeper level and unleash greater potential for relationships at work and at home, for easier learning and teaching, and for greater harmony and cooperation with our environment and our teams. Our Brain Color makes up about 27% of the way function in our world. One color differs from the other colors in the way they process information, learn, communicate, problem-solve, act and react in teams, and become stressed.

Each color has its own requirements for learning, developing and functioning. Each has unique gifts and is given to specific ways of perception, thus creating a unique way for each to develop within their environment.

The environment acts on the colored brain foundation to create a ranking of external motivators "Emotional Drivers" and the directions these motivators move us in. While the inclination towards risk is a factor that is defined through environmental influences filtered through our colored brain, the more a person develops a propensity for risk, the greater the potential to develop their natural colored brain.

The environment may promote or inhibit development of our natural abilities and create new "brain software" that allows individuals to use their natural processor to emulate characteristics of other brain colors. Problems in competency occur when people try to ignore their natural processing and "do" a different color instead of using their natural processes to achieve the same outcome. The CBCI™ Communication Profiling gives insights into a person's colored brain and gives individuals and leaders the ability to make better decisions about their environment and how they interact with it, a map of how to learn and teach with greater impact, and how to unleash greater potential to act intelligently. Awareness of others also gives greater insights for super cooperation in a team, family or organization and how to maximize wellbeing and productivity within each.

The CBCI™ Pychometric Profiling Tool gives insights into a person's colored brain and gives individuals and leaders the ability to make better decisions about their environment and how they interact with it, a map of how to learn and teach with greater impact, and how to unleash greater potential to act intelligently. Awareness of others also gives greater insights for super cooperation in a team, family or organization and how to maximize wellbeing and productivity within each.

BIG FIVE MODEL

2011-02-03T01:50:00.000+08:00

Using the Big 5, managers, recruiters, trainers and coaches can understand the differences between people and design work, learning and development plans to suit individuals. In addition understand the Big 5 factors can help managers and consultants to create high performing teams and winning cultures.

The 5 factors (UK labels) are Will, Control, Affection, Energy and Emotionality with 13 sub factors (see chart).

The Big 5 Psychometric test (Facet5) is completed online and takes about 25 minutes to complete. Here is a summary of the five factors for you to do a quick self evaluation:

Will is the promotion and defence of one’s own ideas. If you score high on Will you will be good at setting objectives and pushing ideas through but you may come across as stubborn and arrogant (think autocratic boss). If you score low on Will, you will be flexible and willing to listen but you may come across as a procrastinator or too easily swayed.

Control is a measure of one’s own internal standards of the right/wrong way to do things. If you score highly on control you are organised, procedural and hard working. You may come across as overcautious, inflexible and authoritarian (think civil servant). A low score on Control indicates free thinking, casual and creative; however you may come across as disorganised with no follow-through.

Affection is a measure of how we treat and relate to others. A high score on Affection will mean you are understanding and sympathetic, very good at getting people on-side. The flip side of this is that you may be too soft even naive. A low score indicates you are pragmatic and business-like, not easily taken advantage of. The risks of low Affection are that you can come across as only looking after number one.

Energy is a measure of our interaction with the social world. A high score on Energy means you are involved, lively and enthusiastic (think extrovert). This means you may get bored easily, talk too much and interrupt others. A low score for Energy indicates that you take time to get to know people and can work independently; however you may come across as distant and a poor communicator.

The fifth factor is Emotionality which is a measure of our emotional reaction to, and our ability to cope with events and people. Emotionality is an interpreting factor which can exaggerate and distort how the other factors are seen. Highly emotional people are easily upset, anxious (lose sleep) and lack self-belief and self-confidence. Low emotionality is demonstrated by people who don’t get panicked and take things as they come. Taken to extreme low emotionality can make people appear cold and unexciting.

Source: Self-leadership, Andrew Bryan

损坏大脑十大恶习

2011-01-29T14:23:00.002+08:00

想不想活得更健康，那你就不应该犯下下列损坏大脑10大毛病。这十大损坏大脑的恶习是取自中国基督徒博客网的文章。

看了之后，自己的感触很深，原来自己也犯了第5和第10条，哈哈，看来在新的一年，得改改这两个恶习啦！

这十大损坏大脑的恶习是：

１长期饱食：导致脑动脉硬化、脑早衰和智力减退等现象。

２轻视早餐：不吃早餐使人的血糖低于正常供给，对大脑的营养供应不足，久之对大脑有害。

３甜食过量：甜食过量的儿童往往智商较低。这是因为减少对高蛋白和多种维生素的摄入，导致机体营养不良，从而影响大脑发育。

４长期吸烟：常年吸烟使脑组织呈现不同程度萎缩，易患老年性痴呆。

５睡眠不足：大脑消除疲劳的主要方式是睡眠。长期睡眠不足或质量太差，只会加速脑细胞的衰退，聪明的人也会胡涂起来。

６少言寡语：经常说富有逻辑的话也会促进大脑的发育和锻练大脑的功能。

７空气污染：大脑是全身耗氧量最大的器官，只有充足的氧气供应才能提高大脑工作效率。

８蒙头睡觉：随着棉被中二氧化碳浓度升高，氧气浓度不断下降，长时间吸进潮湿空气，对大脑危害极大。

９不愿动脑：思考是锻练大脑的最佳方法。不愿动脑的情况只能加速大脑的退化，聪明人也会变得愚笨。

１０带病用脑：在身体不适或患疾病时，勉强坚持学习或工作，不仅效率低，而且容易造成大脑损害。

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

NLP 6-Step Reframe

2011-01-28T10:46:00.003+08:00

培训中国华夏银行

The purpose of a 6-Step Reframe is to find the benefits behind any behavior and install new ways to achieve those benefits more elegantly.

Rapport
Identify Behavior
Stack Bail out Anchor
Instruct client on types of signals — in images, sounds/words, sensations — those are the kinds of communication we are setting up. Reframing can be used with any behavior, internal or external, or any symptom.
Identify behavior that the client wants more choices about.

Client asks the part in charge of behavior X if it's willing to communicate. Get a Yes/No signal. (What image, sound/word, sensation was client aware of when asking that question. Ask the part to increase that image, sound, sensation if answer is yes; decrease if answer is no.) If yes, thank part and go on. If no, thank part for communicating and reassure part that it is entirely understandable that it does not want communicate on a conscious level. Reassure part that it is in charge of behavior X and in no way are you trying to get rid of it nor would you allow client to attempt to do so — we are only trying to get some information and alignment.

Ask part what purpose or function it has — what is its positive intention. (The Part can answer consciously or unconsciously. Client must accept that the part does have some positive intention.) To help person elicit this ask them to imagine what it might be — purpose here is to separate behavior from intention or function and to get client's conscious mind to begin to appreciate that part as friend and/or teacher.

Thank part for positive intention and make sure client begins to sincerely appreciate part.
Ask client to go to creative unconscious part, and ask that it generate at least 3 alternatives to behavior X that would satisfy intention — accomplish the purpose of behavior X (you can also have the part responsible for behavior X go to the creative part directly to inform that part what its purpose is — that is useful especially when purpose remains unconscious). These new choices can be on a conscious level —ask creative part to give client signal when it has generated these new alternatives.

Thank creative part.

Ask the part responsible for behavior X whether it's willing to use these alternative choices instead of behavior X. Yes/No signal. If yes, thank part and go on. If no, put time limit on request (e.g., 2 weeks, etc.) to try out some alternatives to find out if they are effective and available. If still no, ask part to go back to creative part and help generate alternatives it would be willing to try out for at least a limited time.

Thank part.

Ecological check. Ask client to check with all their parts to make sure all are comfortable and accept the entire process and the alternatives. If yes, thank all parts and surprise and delight self in future. If no, check on how client knows this, how this represents an objection — then ask the image, sound, sensation, and increase if needed. Reassure client any objection is important information and is welcome. If there is an objection, go back to step #3 and go through process with part that objects - making sure that the objecting part and the part that runs behavior X agree on all the alternatives and can work together. Treat parts of a person as though they were all parts of a negotiating team. It is important that each member's function and purpose be respected and paid attention to. Cycle back through process until you get full acceptance for any alternative behaviors from all parts involved.

Thank all parts.

NOTE: The main purpose of a 6 Step Reframe is to establish — set up —bridges (channels of communication) between client's unconscious and conscious mind, even between parts of the person's unconscious and to install in the person a belief that all parts are allies — potential teachers and friends.

HDBI赫曼全脑优势

2011-01-16T01:40:00.002+08:00

培训安昌珠宝集团的高管

今天我要谈谈另一套与MBTI一样能协助人们认识自己的系统－HDBI。HDBI全脑评估系统是由奈德•赫曼发展出来的一套系统。

HDBI能让我更清楚地知道我们的大脑优势是什么？它对企业主管又或者是想提升自己生命者不可不学的一套系统。

HDBI能协助你找出是哪一思考模式主宰着你和你的公司？你是属于长于逻辑思考的“分析型”人才还是热爱规划、管理工作的“组织型”人才？　　又或者是你是具有艺术才能、综合力强的“梦想型人”？还是你是个善于表达、乐于与人往来的“沟通型”人？　　

赫曼全脑优势测评工具”的测验，能是企业主管更全面地了解你自己和你的公司的优势。《财富》100强公司中事实上也重视“全脑技术”应用，其中 IBM、宝洁、Apple、可口可乐才采用它为员工培训与发展工具。HDBI已在全球40个国家推行，全球已有500 000人士接受全面专业测试。

21世纪是属于“全脑”的年代，它将教您如何巧妙地运用个人“思维偏好”，让你知道你擅长些什么，不擅长些什么。并且告诉你如何转变，让弱势变为优势，成为职场中最具竞争优势的领导者。

企业主管如果能掌握HDBI则可以运用它改善团队合作，建立起心智多样化的“全脑队伍”，帮助企业策略规划、创意思考、管理阶层培训、人才甄选、绩效管理等获得提升。

什么是族谱？

2011-01-09T16:53:00.001+08:00

族谱指的是宗族生命的历史，它记录的不只是宗族的生命、血脉、源流的传承过程，它也是人文价值灌输的管道此外，它记录一些儒家的精神精髓如修身、齐家、治国、平天下等价值观。都常常会出现在族谱的族训里，族训也是家规的基础。家谱是中国特有的文化遗产，是中华民族的三大文献（国史，地志，族谱）之一，属珍贵的人文资料，对于历史学、民俗学、人口学、社会学和经济学的深入研究，均有其不可替代的独特功能。经过约2500年，族谱以成为孝子贤孙代代相传的“薪火”、成为生存共荣的共生点。

族谱亦称家谱、宗谱、家乘、通谱、统谱、世谱、支谱、房谱等等，名称各异，其内涵是同一的，只是外延有所区别而已，现在一般统称家谱或族谱。家谱是系统记述某一同宗共祖的血缘集团世系人物或兼及其他方面情况的历史图籍。而姓氏是"某一同宗共祖血缘集团"的标识符号，家谱、族谱就是记录某一姓氏家族成员间的血缘关系的图册。  

宗法式家族是一种血缘组织，内部的血缘关系必须十分清楚，这种组织才能维持和发展。即使旧的家族裂变成许多新家族后，以及新家族再裂变之后，各家族之间的血缘关系也必须十分清楚。一个家族的始祖及始祖母是谁？始祖如有几个妻子的话，谁是嫡？谁是庶？他们各有几个儿子，名叫什么？他们的妻又是谁，又各有几个儿子？家族的各支各房是怎样一代一代传下来的？现在众多族人的父、祖、曾祖、高祖等等是谁？谁和谁是什么血缘关系？新家族始祖是从旧家族的哪一代分裂出来的？它又是怎样一代一代地传到现在？

总之，家族成员之间的各种复杂的血统关系必须清楚。在没有文字的时候，血缘关系靠一代一代的口耳传授，储存在人们的记忆中。时间长了，记忆难免有差错。当文字产生以后，人们就用文字把这种血缘记录下来，这就是谱牒，是家谱、族谱的雏形。

新加坡族谱学会的使命就是为了整合宗族开立宗支族序的传承的记录；其二是收集族谱，建立谱系中心，协助各界人士到自己的公会、宗乡会馆寻根，使宗族间有更亲切的交往交流，从而加强彼此的凝聚力！

蛤蜊哲理

2011-01-08T22:00:00.000+08:00

小時候我很喜歡做的一件事，就是幫忙媽媽檢查買回來的蛤蜊裡, 有沒有壞的。

蛤蜊的外殼看起來都差不多，但是如果一不小心, 讓一個臭掉的蛤蜊混在新鮮蛤蜊中，那整碗湯就都糟蹋了。所以雖是小事一椿，我可一點也不敢掉以輕心，並將此神聖的使命視為莊嚴的儀式，用虔誠又恭敬的心情做這件事。

檢查的方法是用左手先拿住一個蛤蜊，再用右手撿起其他蛤蜊，一個一個的敲敲看。如果蛤蜊敲出的聲音是結實的，就是新鮮的蛤蜊。如果敲的聲音是虛的，有點沙啞，不管它的口閉得多繄，還是臭的蛤蜊。

小孩子耳朵好，很容易就可以辨別出好壞。自從母親教過我之後，我幾乎不曾誤判過，也使家人每次在享受鮮美的蛤蜊湯時，都會誇獎這個蛤蜊鑑定專家。

所有的蛤蜊都是臭的！
有一天，母親又買回一包蛤蜊。我熟練的拿出一個大碗，開始我的鑑定工作。出乎意料之外的是：居然所有的蛤蜊都是壞掉的!

我簡直不敢相信我的耳朵。一個一個再敲過一次，竟然仍然沒有一個蛤蜊是好的! 那種感覺, 就很像一位警察到一部公車上去抓扒手，結果發現一車的人都是扒手。

我捧著那一大碗被判刑的蛤蜊去稟告母親。母親很是驚訝: 怎麼會這樣呢? 這個賣蛤蜊的從來不會騙我的呀?

於是母親大人親自動手檢驗，這才發現, 原來我抓在左手中的那個蛤蜊是壞的! 難怪敲起來聲音全部不對勁。

這種 “原來如此” 的恍然大悟的經驗，往往在孩子心中烙下深刻的溝痕，然後進入記憶的深處，等候生命的唱盤再度轉到那個相似的部位。

都遇到不好的人！
大學畢業後我開始工作。我非常的努力，對自己有些期許，也有些要求。但是有一段時間, 我對周圍的人都看不順眼。在我眼中，每一個人都有令我難以忍受的缺點。我很想改造他們，而改造不了時，我又想躲避他們。
我覺得自己很倒楣，很不幸。怎麼都遇到不好的人!

正當我沉醉於自怨自哀時，心中忽然響起「蛤蜊之歌」。難不成, 我就是那個壞掉的蛤蜊? 我聽到那麼多別人的沙啞之聲, 竟可能是我本身造成的?

按照常理，一個人不會只遇到壞人。周圍有些人對你友善，有些人對你不友善，這樣的機率最大。

那我可能就是那個不友善的人。我用自己的高標準去檢驗我周圍的人，看起來我對大家都不滿意。其實我最不滿意的人是我自己。我沒那麼好，別人也沒那麼差。

我忘了我震驚於這個內心的自我發現有多久。我其實很難過，原來我沒我裝出來的那麼好，別人也沒我看的那麼差。我有兩個抉擇的方向: 一個是把自己裝得更好，使得別人看起來更差！另一個選擇則是開始學著去欣賞別人。因為只有在看到別人的好時，我才會發現自己的好，也才能真正欣賞自己。

這是一段漫長的歷程。一開始甚至要強迫自己，很像視力矯正。

要把不順眼的看、看、看，看到順眼。每當我想放棄時，就想起那個差點害我將整碗新鮮的蛤蜊倒掉的臭蛤蜊。

幾年下來，我也體驗到原來這項能力不僅改善了我的人際關係，對於教師這個職份也有不可或缺的重要性。

面對形形色色的學生，我如何去聽出噪音中的美麗音樂，更進一步去判斷他的旋律和節奏？做不成偉人？做友善的人吧！

沒想到吧？這麼一件小小的家事訓練，竟也可以影響我如此巨大。

你，如果沒有成為偉人的抱負，至少也可以像我敲敲蛤蜊，
學會做個友善的人吧。

蛤蜊的哲學╱作者黃迺毓台灣師範大學家政教育研究所教授

从炖汤中夫妻相处之道

2011-01-05T11:31:00.003+08:00

(转)

來到國外，才有幸品嘗廣東人的美味，每次在飯館看到桌上的老火湯，都令我垂涎欲滴。

廚師如何使湯鮮味美呢？其實當中大有學問，那就是所謂的「三煲、四燉、五忌」。煲，就是用文火煮，慢慢地熬。預備時要熬個二至三小時。燉的話, 必需要花四個小時。煮湯的火絕對不能過大，開鍋後，小火慢燉，要掌握火候使湯滾著即可。

那麼，「五忌」又是什麼?
 第一忌，中途添加冷水。  因為加熱中的肉類遇冷便會收縮，蛋白質不易溶解，湯便失去了原有的鮮香味。    第二忌，太早放鹽。這會使湯色發暗、濃度不夠、外觀也不美。    第三忌，放入過多的蔥、薑、料酒等調味料。

這會使湯汁失去本身的原汁原味。    第四忌，過早或過多的放入醬油。這會導致湯味變酸及顏色變暗發黑。    最後一忌，避免讓湯汁沸騰。    夫妻相處之道，不就像熬老火湯的學問嗎？夫妻間的溝通也有要留心的五個大忌。

其实炖汤与夫妻生活也是一样的。

 讓婚姻添光彩  首先，夫妻間的言語不能「潑冷水」，就像煮湯途中不能添加冷水一樣。    或許，看見對方的不濟事，我們會忍不住說出冷漠甚至諷刺的話，並且當下為之痛快，但是所帶來的人格傷害，就像是鍋裏的好材料遇冷收縮，不能發揮其精髓一樣，叫當事人不願再嘗試展其所長。    因此，夫妻溝通必須慎言，尤其是那些自稱為老夫老妻的夫婦，容易在這點上掉以輕心。    誠然，我們沒有一個人是完美的，夫妻都會期望對方能夠不斷改進。

故此，我們一定會有好心的建議、忠告，甚至警告。    我們更不願意看到所愛的人吃不必要的虧，犯可以避免的錯誤。然而，我們需要有從上帝而來的智慧，像熬湯要適時加鹽一樣，不要使另一半失去高遠的理想和志氣，又或使彼此逃避面對問題，叫婚姻生活失去光彩。    會熬湯的人，不加進太多的蔥、薑、料酒或是其他的調味料，夫妻相處也如出一轍。    

我們常會犯相同的錯誤，要求對方成為“我心中所要的那樣的丈夫或是妻子”。    妻子盼望丈夫像「人家的先生」般事業大成。看見電影中男主角的豪邁瀟灑、溫柔浪漫，也不禁暗忖: “沒有人家那麼氣宇不凡，至少也該有人家那樣的風度翩翩吧！”    而丈夫對妻子的期望呢？    大概許多丈夫沒有表達出來，但心裏卻是在想: “必須保持優美的身段，

把家中打理得一塵不染、井井有條，也要有一份工作，不僅夠貼補家用，還要像別人能幹的妻子一樣，深諳生財之道！”  

 美味是熬出來的  在現實情況下，許多夫妻都忽略了一件事。我們真正需要，也真正想要的是，上帝在我們的家庭中，讓夫妻各按才幹與能力，發揮彼此的潛能，同時以上帝所賦予的恩賜在教會服事他人。  

 我們必須承認，天下沒有意見完全相同、想法完全一樣的夫妻。何況兩個「罪人」生活在一起，彼此都能看到對方的最醜陋的一面。    最後，請記得煲湯的第五忌：忌讓湯汁沸騰。我們要避免讓衝突升溫，
更不要使未化解且具殺傷力的分歧，醞釀成苦毒，進而成為不可原諒以及難以消除的恨意。切記，小火慢煮，在產生矛盾時，反應不妨慢一些，多一點忍耐、少一點針鋒相對。一方在氣頭上時，另一方就得冷靜。

要記得: 忌讓湯汁沸騰！    婚姻生活就像熬湯，大家都選用上好的材料，忍耐多一點時間，有益美味的湯就在前面了。    當然，熬的日子一定不好受，但熬過之後的婚姻，就有如老火湯一般，美味無比。

或许，你想也想不到简简单单的炖汤竟有这么大的人生学问！

Satir Iceberg Model

2011-01-02T00:13:00.001+08:00

Virginia Satir, the creator of Satir Systemic Brief Therapy, was born in Wisconsin in 1916. Her career as a therapist spanned forty-five years until her death in1988. She dedicated her life to helping people grow and heal. She has been sited as "one of the most influential modern psychologists and a founder of family therapy."

As a therapist she developed process-oriented systems to lead people to tap into their internal resources to create external changes. She believed that people's internal view of themselves, their sense of self-worth, was the underlying root of their problems. Satir's systems were all based around looking clearly and congruently inward at oneself to view how we originally learned to cope with our world. She believed that the problem was not the problem but how one coped with the problem was the problem.

Satir developed and named four stances for viewing how one copes or originally learned to survive. Her systems included family mapping, family reconstruction, the iceberg model, the parts party, a self-mandala of universal human resources, and sculpting in which a person can express, define and explain their inner landscapes. This paper will follow an individual's personal growth through their involvement with and learning of the Satir approach to therapy.

Virginia Satir "shied away from the illness-centered approach of the Freudian school of psychology, and instead placed emphasis on personal growth."(www.plebius.org/Virginia+Satir 06/08/04) She developed a personal and unique style of therapy over the course of her forty-five year career. At the core of her beliefs was that all behavior was learned and therefore could be unlearned making personal growth and change possible. Her vision was to help people to reach their full potential. She encouraged people to "find what she called their wisdom box-their sense of worth, hope, acceptance of self, empowerment, and ability to be responsible and make choices." (Satir et al., 1991 p.4)

She believed that to heal the self, to heal the family, was ultimately to heal the world. To this end she formed the Avanta Network. Almost twenty years after her death, Avanta and its affiliate organizations all over the world continue Satir's work in training, supporting and encouraging therapists, individuals and organizations towards personal growth and ultimately world growth.

The Satir growth model is based on her belief that humans have the "ability to change, expand, and manifest growth. Along with love, discovery of and the freedom to express one's feelings and differences are major components of the model." (Satir et al., 1991 p.16) Satir's therapeutic beliefs form the basis of her growth model. Her "growth model looks at human beings in the form of wholeness -the integration between body, mind, and spirit-the fundamental characteristic of the universe." (Cheung, M., 1997) The common beliefs and principles of the Satir growth model are as follows:

1. Change is possible. Even if external change is limited, internal change is possible.
2. Parents do the best they can at any given time.
3. We all have the internal resources we need to cope successfully and to grow.
4. We have choices, especially in terms of responding to stress instead of reacting to situations.
5. Therapy needs to focus on health and possibilities instead of pathology.
6. Hope is a significant component or ingredient for change.
7. People connect on the basis of being similar and grow on the basis of being different.
8. A major goal of therapy is to become our own choice makers.
9. We are all manifestations of the same life force.
10. Most people choose familiarity over comfort, especially during times of stress.
11. The problem is not the problem; coping is the problem.
12. Feelings belong to us. We all have them.
13. People are basically good. To connect with and validate their own self-worth, they need
to find their own inner treasure.
14. Parents often repeat the familiar patterns from their growing up times, even if the patterns
are dysfunctional.
15. We cannot change past events, only the effects they have on us.
16. Appreciating and accepting the past increases our ability to manage our present.
17. One goal in moving toward wholeness is to accept our parental figures as people and meet
them at their level of personhood rather than only in their roles.
18. Coping is the manifestation of our level of self-worth. The higher our self-worth, the more
wholesome our coping.
19. Human processes are universal and therefore occur in different settings, cultures, and
circumstances.
20. Process is the avenue of change. Content forms the context in which change can take place.
21. Congruence and high self-esteem are major goals in the Satir model.
22. Healthy human relationships are built on equality of value. (Satir et al., 1991 p.16)

As stated above one of the major goals of the Satir growth model is high self-esteem. Though Satir used the terms self-worth and self-esteem interchangeably, the author does not agree that these terms hold the same meaning. Satir defined self-worth and self-esteem as "the ability to value one's self and to treat oneself with dignity, love, and reality."(Satir, 1988, p.22) The author agrees that while the above definition is for self-worth, self-esteem is much less intrinsic. The author maintains that a person could hold them self in a very high level of esteem and yet have a very low sense of self-worth. For the purpose of this paper, the term self-worth will be used. Satir also uses the term "pot" to refer to a person's feeling of self-worth. This term grew into a metaphor for self-worth from a story she would tell about a huge black iron pot that was used for a variety of purposes in her family home. The family question was "What is the pot now full of and how full is it?" (Satir, 1988, p.20) In her practice "as with my old family pot, the questions are: is my self-worth negative or positive at this point, and how much of it is there?" (Satir, 1988, p.21) Satir believed people that feel little self-worth open their way to becoming a victim, they depreciate themselves and they depreciate others. In doing so they create a psychological wall around themselves, hide behind and then deny that they are doing it. In Satir's growth model, her goal was to help a client reach their own source of personal energy by sifting through all the internal messages and stored resentments that stood as a psychological wall in the way of the client's positive feelings of self-worth.

"When I approach the matter of making change, I look in four directions:
1. How do I feel about myself? (Self-esteem)
2. How do I get my meaning across to others? (Communication)
3. How do I treat my feelings?
Do I own them or put them on someone else?
Do I act as though I have feelings that I do not or that I have feeling that I really don't have?
(Rules)
4. How do I react to doing things that are new and different? (Taking risks)
"One change already influences other parts. That means we can start anywhere.." (Satir, 1976) "Congruent communication holds the opportunities for developing self-worth." (Satir et al., 1991 p.111) Satir held that "the power in congruence comes through the connectedness of your words matching your feelings, your body and facial expressions matching your words, and your actions fitting all." (Satir, 1976) To achieve a congruent stance was the ultimate goal of Satir therapy and will be discussed further in the section on coping stances.

She believed that a growing awareness of language and communication would lead to increased congruence "because language reflects a person's cognition and affect, changing one's language changes one's perception." (Cheung, M. 1997) Satir thought that even paying close attention to how one uses the words I, You, They, It, But, Yes, No, Always, Never, and Should would be a step towards becoming more congruent. Satir maintained that communication was "the largest single factor determining what kind of relationship one makes with others and what happens to one in the world." (Satir, 1972, p.30)

Extracted from: An Application of Satir's Systematic Brief Therapy, by Nora.

TIME LINE

2010-12-31T10:59:00.000+08:00

Using TIME Techniques™, is where you get introduced to your timeline, a sort of time space reality. We all have one in regards to our perception of where we hold our past, present and future in relation to our physical body. Time Integration for Maximum Empowerment™ Techniques is built upon the work of Leslie Cameron-Bandler, Wyatt Woodsmall, Richard Bandler, John Grinder, Tony Robbins, Tad James, L. Michael Hall and Bobby Bodenhammer.

TIME Techniques™ are mostly practiced by those who are also trained in NLP. They are a collection of techniques to eliminate old negative emotions such as anger, sadness, fear, hurt, and guilt. It’s not as if you won’t experience these emotions ever again, you will. The difference is that by freeing yourself of the old emotions that are no longer serving you, allowing yourself to learn from those events, going forward the experience of these emotions will be different.

By adventuring on your own personal time line you will also shift limiting beliefs and limiting decisions from the past, while putting your desirable and achievable goals in place to create a compelling future. TIME Techniques™ also addresses the way we perceive time, both semantically and neurologically. Based on techniques from Neuro-Linguistic Programming, Hypnotherapy, Age and Life Regression, and The Silva Method and more, TIME Techniques™ is a continually evolving field with nearly limitless possibilities. TIME Techniques™ are updated techniques from the familiar Richard Bandler Timelines, Time Line Therapy™, Time Empowerment Techniques™, Time Stream Therapy™, and TimeCode Therapy™. Although they do seem similar, they are easier to use and much more powerful.

创新价值＋生产力＝竞争力之二

2010-12-27T23:41:00.002+08:00

续1

创业人士仿效成功人士的成功模式，有助缩短学习时间！

一、对症下药－一家企业若面临客户流失的局面，首要任务就是分析是缺少新顾客还是旧顾客。如果是没有新顾客，那企业就要针对问题采取行动，如增加与客户的接触，让新顾客了解企业并建立起信任等。但是，如果是旧顾客流失，就必须改变策略，强化自身竞争力，并检讨服务素质和现有产品等。
　　
二、检讨消费模式-不同种类的生意，沿用不同的顾客消费模式，譬如说，家具生意是每年性的，理发或美容生意是每月性的，食物生意是每日性的，而饮料生意则是每时每刻性的。因此，要避免失败就必须慎选创业时所采用的消费模式，当然是越严密越好。
　　
三、面对雨天的恐惧-每家企业都有各自的罩门，如能坦诚面对，未雨绸缪，问题或许就能迎刃而解。比如说，在公司结构里，其中一名经理扮演着重要角色，倘若该经理离开公司，那公司营运必定会阵脚大乱。如果老板早已预料有这类问题存在，他必须培养人才，及时顶替该离职经理。
　　
钟骏源博士指出，成功企业家必定会留下足迹，创业人士仿效他们的成功模式，有助缩短学习时间。　
　　
同时，他也建议小公司不要大费周章去搞创新，小公司的最佳策略，其实就是成为大公司的“跟班”。健全商业模式　创立成功品牌拥有健全的商业模式，才能创立成功品牌、搞创新。创新是不容忽视的，因为它将创造企业的文化，裁定领导风格，并鼓励员工采取主动性及提倡合作精神等。
　　
钟骏源博士提醒各企业，不要以为拥有好的产品就能成功，因为一切取决于对手的实力是否更胜一筹。倘若对手欠缺真本事，而市场又存有潜力，那才会形成真正的竞争力。另外，在这个求才若渴的时代，要如何寻得人才并挽留人才，是门大学问，尤其是结构单薄的中小企业，更为重要。
　　
钟骏源博士表示，在聘请员工时，雇主要先看他是否能胜任、其次看他的心态成熟度等，当然也应该观察他处理事务的能力。
　　
钟骏源博士说，由于顶尖人才大多被政府机构吸纳，要碰到有能力的人才是可遇不可求，所以与其投注希望在遇见有能力的人才，还不如把精力花费在运用制度，如培训员工提高生产力。
　　
钟骏源博士同时提醒雇主，必须时时提升自己的技能与知识，否则就算遇上了人才，也无法长久留住人才。

创新价值＋生产力=竞争力之一

2010-12-27T23:25:00.002+08:00

创新＋生产力可为企业带来更大利润！
作者：陈稀萍  19 August 2010 联合早报 (简体)
 
SME中小型企业专版新加坡中华总商会企业管理学院讲师钟骏源博士，日前在商会主办的 “企业创新力、成长力与获利力管理”华语座谈会上，告诉我国中小企业要如何保持生产力，提高创新力，并结合两者以提升获利力。
陈稀萍在亚洲，老鼠是人人喊打喊杀的对象；在美国，老鼠被塑造成人见人爱的卡通米老鼠；在日本，老鼠幻化为小巧玲珑的皮卡丘（Pikachu ）。
　　
由此可见，只要换一个角度和模式思考，人人都能进行创新。创新力和生产力正是我国政府在近年来频频提起的课题，这两者其实也存有密不可分的关系。
　　
新加坡中华总商会企业管理学院讲师钟骏源博士在日前在商会主办的“企业创新力、成长力与获利力管理”华语座谈会上，告诉我国中小企业要如何保持生产力，提高创新力，并结合两者以提升获利力。
　　
他说，一些企业虽然表现得十分努力，利润却依然低、业绩依然滑落、顾客依然流失，而这就是缺乏生产力的迹象。从2000年至2008年，以制造业为例的我国生产力平均每年仅上升 0.7％，这也是亚洲倒数排名第二的成绩。钟骏源博士说，如果我国的生产力保持这种增长势头，我国企业的未来将不堪设想。
　　
他也指出，我国经济有超过70％的贡献来自于服务业，因此生产力不能单用产出来衡量，其他的指标还应包括工作流程、竞争力分析、质量管理和顾客满意度等。
　　
以新加坡咖啡店老板为例，钟骏源博士说，他们其实有一个非常可爱的心态：他们宁愿聘请一个工资低廉但态度有问题的小妹，也不愿聘请一个工资较贵但态度良好的阿嫂，在这种情况下，顾客满意度就会受损，而生产力也因此降低。
　　
他还举例说，有一名已经拥有四个报摊的老板，仍愿意花钱雇用更多员工敲门卖报。当然，他是以更昂贵的价格来卖，但因为便捷而受到附近居民的欢迎。钟骏源博士认为，这是展现生产力的一种。
　　
钟骏源博士说：“生产力是一个企业存活的意义，也是未来的优势和获取更大利润的方式。”　　

企业会失败，有四个因素：生产力、创新力、获利力和外力。在我国生意失败，其实十分普遍。根据统计，我国每六人当中就有一人创业，而其中有八成创业者在第一年就结束营业，剩余的两成约一半在次年关门大吉。
　　
针对失败企业，钟骏源博士提出了以下几项建议，以展开拯救计划...

续...2
　　

你也可以成为超级巨星

2010-11-28T19:00:00.005+08:00

昨天受邀在国际讲演会80区大会上发表“如何成为超级”的专题演讲。

讲演会到底是怎么样的组织，很多人以为讲演会是一个磨嘴皮或学习演讲的场所，不少讲演会员仍存有这种想法，这其实违背了国际讲演会的远景。国际讲演会的远景是协助人们发挥最大潜能和实现理想；以通过讲演会的活动，让全世界的人有机会改善沟通和领导技巧，从而有勇气去挑战、去改变！

一个有勇气去力争上游，精益求精的人会是凡夫俗子吗？会平平凡凡地度过一生吗？我看不会，一个有上述气魄的人肯定是一位超级巨星，换言之，如果你能读透讲演会远景，你必定会体悟到它其实是一个打造超级巨星的场所！

我真的能成为超级巨星吗？

能，只要你愿意！其实每个都能成为超级巨星，因为重点不是你“有”多好而是你要“有”多“好”！

那，我愿意了，我又该学习那些技巧呢？

成为超级巨星共有五招：第一招，学习用脑的技巧，给自己创建一个雄伟的目标，然后力争上游。什么叫用脑技巧？用脑技巧指的是了解自己的定式思维模式，然后突破它。只有这样，你才能突破自己的盲点。

MBTI提供了我们一个简单易懂的学习模式。MBTI中的性情学说能清楚地列明了 SJ、SP、NF与NT等四大性情。如果你找到自己的性情，你就会明白自己的强、弱点。你了解自己的优点吗？

举例说：SJ擅长与跟进、SP强在行动、NF胜在能激励鼓舞、NT则优与挑战传统。认识了自己的优点，我们才能放大自己的实力。有些人其实很在意自己的劣势，花费许多时间去改善它，这其实是很不科学的，与其提升自己的弱点不如为自己的强点增添更多的“火力”，这么一来效果将会显著！但是单单懂得用脑，但不给自己一个雄伟或宏伟目标的人，将会发现自己的奋斗很“孤独”！

第2招，找一个好师傅，找一个好对手！认真地找个好师傅是重要的。好的师傅不单能“教导你”，更重要的是他还能激励你，启发你，并教会你“独自思考”与“自发自主的精神。至于好对手也是重要的，因为他能确保你所学的功夫能符合实际需要。

第3招，保留一个感动和谦卑的心；唯有保留一颗谦卑的心，你才能持续不断地学习，从而不断地修正自己的路。感动的心则能让你保留一颗火热的心，让你在“点燃”自己的目标时，也点燃了周围，从而让你奋斗的目标更具意义！

第4招，学有所长，寻找并强化自己的专业特长。如果你没有专业特长，你就无法积极为你的家庭、社会，甚至于国家做出更大的贡献。要成为超级巨星，你就无法单单为自己而活，你心中除了得装下自己，还得“装下”别人，甚至于世界！

第5招，强化自己抗干扰与抗打击能力。英雄之旅不会时风平浪静的，你将会面对打击和打压，面临不曾遇见的诱惑及困惑；有时你甚至会面临前所未有的“黑暗”，以致你将会怀疑自己。

因此，你必需强化自己抗干扰与抗打击能力！放眼世界，有那一个英雄不是从痛走过的，有那一位超级巨星的身上没有伤痕？

朋友，黑最深最暗时离黎明最近，因此，当你几乎绝望，几乎想要放弃时，你其实距离成功已经很近了。

没有人一生下来就能成为超级巨星，超级巨星的路得自己走！如果你勇敢地上路，勇敢地排除万难，坚毅地提升自己的用脑技巧，温柔地向世界展现你的温热，你就一定能成为万众瞩目的超级巨星！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

诊断式销售

2010-11-25T21:30:00.001+08:00

诊断式销售能提高销售效率！

最近销售管理终于注入了生力军——《诊断式销售》。

诊断式销售重视第一，诊断但非说服；第二，交流式思维，第三价值主张。它与咨询式销售虽有异曲同工之处，但却更重视话述，尤其是对顾客潜意识产生误解的传统销售语句。

诊断式思维方式与“陈述式思维方式”相对立。诊断式比陈述式更有效是因为：

●诊断式销售通常以客户为中心。它诊断出客户项目的症状，并提出针对这些症状的最好解决方案。如果您诊断的够准确，您就不单纯是在介绍您的公司、您的方案或是您自己。

●诊断式销售是关于问题中可观察到的症状和解决方案的参数，而并非一种指责。这种诊断维护了客户的自尊。

●诊断式销售将客户置于合作伙伴的地位。这样您和客户是在共同进行一场探索之旅，共同得出结论，而不是您单方面的陈述。诊断式销售使得销售人员和客户携手共同解决问题，并共同创造出令人信服的商业成果。

●诊断式销售可增强客户采纳交谈结论的可能性。当您的客户和您合作解决问题和找寻备用解决方案时，客户采纳这些结论的可能性将大增，他们更有可能实施该方案。

●诊断式销售使您与竞争对手相比显得与众不同。在每个销售人员都在用类似的，甚至千篇一律的话语来鼓吹价值的世界里，如果出现了一位采用更具创意的、更实质性的、建议型的方法来定义和确认价值的销售员，那么他就是非凡而出众的。

以上几点综合起来，价值和诊断使得专业销售人员能重新构建他们与客户间的互动，并创造更具成效的、真诚和合作性的谈话——那种能界定我们能获利最多的商务关系，能提升认知度、促进改变、促成基于诚信的高质量决策和销售成功。价值诊断使我们和客户之间建立起了专业的买卖关系，为双方互利开辟了道路，同时也创造、拓展和保护了我们的客户关系。重视销售技巧的销售从业员可得赶快学习这套新的技巧！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

Secrets of making money

2010-11-17T23:08:00.004+08:00

Secret of making unlimited money REVEALED!

Everyone loves money! We all need to put in hardworks so that we could get money at the end of the day!

But, if you could know how to apply a model discoverd by PRADEEP MUTALIK, you could really make a lot of money out of nothing! His model is based on the successful application of one of the deepest human principles of all time.

Imagine two neighboring countries, much like the U.S.A. and Canada, that use dollars and cents as currency. Let’s call them A and B. Imagine that their exchange rate is such that an A-dollar has about the same value as a B-dollar. Now anyone who has traveled abroad knows that it’s a pain to keep converting just enough money to cover your stay. As a result, it’s sometimes more convenient to just use foreign money at say, a restaurant that accepts it. The catch is that you are always charged an arm and a leg for this convenience, and end up paying an exorbitant exchange rate. This is exactly the case at two border restaurants in countries A and B. They will accept the other country’s currency but require you to pay $1.25 to buy something that would cost $1 in the native currency.

A canny local entrepreneur (let’s just call him Canny) starts out in the morning with $10 in his pocket in country A, and buys coffee for A$1. He then catches tourists who have just arrived from country B and offers them A$9 in exchange for 10 B-dollars. Tourists are happy to comply, since they can easily get rid of their leftover foreign currency at a better rate than they would get in the restaurant. Then Canny walks across the border, and buys coffee in the restaurant in country B, offering his B$10 bill and getting B$9 as change. He offers this to a tourist who has just arrived from country A and is happy to get rid of $10 of his now inconvenient A-dollars for B$9. Canny then walks back across the border with the same amount of money he started with.

1. The tourists are happy to get rid of their excess foreign currency. The restaurants are happy to get paid in their own currency. Who then, pays for Canny’s coffee? Canny plans to open stalls outside both restaurants and make a big fortune. He can’t get away with this now, can ‘e?

The answers to these questions might reveal a great deal about what money really is.

How to be a good speaker

2010-11-12T23:47:00.004+08:00

钟骏源老师与四川遂宁银行的高层主管留影！

Everyone wants to be a good speaker, but not all can become one, so, whats the secrets behind great speakers? According to Sandra Schrift, if you can follows are some of the characteristics of a very successful speaker, you will probably become one in no time, his secrets is: ‘Tell’ em what you’re going to tell them, tell them, and then tell’ em what you told them.”

Sandra also shares 10 secrets below:-

1.They arrive early and check out the sound system and introduce themselves to audience members during the networking time.

2.They speak on a subject that their audience needs to hear. And they use words and body language that shows their passion and authenticity.

3.They connect with their audience in the first few minutes with a riveting story, a funny incident, a startling statement or perhaps a poem. They know how to make their opening remarks relate to the material that follows.

4. They have no fear. They don’t only say what the audience wants to hear, but what they NEED to hear. In other words, their remarks may raise some eyebrows. They give their audiences some fresh ideas.

5.They never make more than 3-4 points in their speech. They don’t feel the need to tell an audience everything they know. No one can retain it all. For each major point they tell an illustrative story. A good story evokes emotion and offers a lesson. The audience members are then only a step away from their own story.

6. They make great eye contact and make each person feel attended to. This makes them appear to be more heartfelt and really present for their audience.

7. Before closing, they summarize and reiterate their major points. They end with an inspiring story and a call to action. They hold the audience accountable – to take some action in the next few days, weeks.

8.They don’t talk too long. They know how much time they have been assigned and they don’t exceed it.

9.They rehearse their speech a few times but never sound canned. They NEVER read their speech verbatim.

10.All successful speakers market themselves. They all promote themselves. And they all Network. They are a model of excellence. And you can be too!

真爱

2010-10-24T23:19:00.002+08:00

(为祝福yoko和她的真爱而写！)

《真爱》
原创：钟骏源

不敢
却说了
永远爱你

爱真的
没有永远
沧海一粟间
多少柔情都在风雨间湮灭

想却不敢说
真爱其实只需一瞥
就常在初心间

想
却也不敢问
你底是否也把我常留心间

永远
没有
永远的爱
不必理会诗人美丽的误会

我呀
只想在把最美的
都留给你
让这一瞬的相会
在长长宇宙间
也会恒久眷念的思念

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

道德与智慧

2010-10-19T00:23:00.006+08:00

在某個電視訪談節目中，嘉賓是一位當今頗具知名的青年企業家。節目漸近尾聲時，按慣例，主持人提出了最後一個問題。

“請問, 你認為事業成功的最關鍵品質是什麼？”

沉思片刻之后，他並沒有直接回答，而是平靜地敘述了這樣一段故事:

12年前，有一個小伙子剛畢業就去了法國，開始了半工半讀的留學生活。漸漸地，他發現當地的的公共交通系統的售票處是自助的。也就是你想到哪個地方，根據目的地自行買票，車站幾乎都是開放式的，不設檢票口，也沒有檢票員。甚至連隨機性的抽查都非常少。

他發現了這個管理上的漏洞，或者說以他的思維方式看來是漏洞。憑著自己的聰明勁，他精確地估算了這樣一個概率: 逃票而被查到的比例, 大約僅為萬分之三。他為自己的這個發現而沾沾自喜。從此之後，他便經常逃票上車。他還找到了一個寬慰自己的理由: 自己還是窮學生嘛，能省一點是一點。

4年過去了, 名牌大學的金字招牌和優秀的學業成績, 讓他充滿自信。他開始頻頻地進入巴黎一些跨國公司的大門，躊躇滿志地推銷自己，因為他知道這些公司都在積極地開發亞太市場。但這些公司都是先熱情有加，然而數日之後，卻又都是婉言相拒。

一次次的失敗，使他憤怒。

他認為一定是這些公司有種族歧視的傾向，排斥中國人。最後一次，他衝進了某公司人力資源部經理的辦公室，要求經理對於不予錄用他給出一個合理的理由。然而，結局卻是他始料不及的。

下面的一段對話很令人玩味。
“先生，我們並不是歧視你，相反，我們很重視你。因為我們公司一直在開發中國市場，我們需要一些優秀的本土人才來協助我們完成這個工作，所以你一來求職的時候，我們對你的教育背景和學術水平很感興趣，老實說，從工作能力上，你就是我們所要找的人。”

“那為什麼不收天下英才為貴公司所用？ ”

“因為我們查了你的信用記錄，發現你有3次乘公車逃票被處罰的記錄。”

“我不否認這個。但為了這點小事，你們就放棄了一個人才？”

“小事？我們並不認為這是小事。我們注意到，第1次逃票是在你來我們國家後的第1個星期，檢查人員相信了你的解釋，因為你說自己還不熟悉自助售票系統，只是給你補了票。但在這之後，你又2次逃票。”

“那時剛好我口袋中沒有零錢。”

“不、不，先生。我不同意你這種解釋，你在懷疑我的智商。我相信在被查獲前，你可能有數百次逃票的經歷。”

“那也罪不至死吧？幹嗎那麼認真？以後改還不行嗎？”

“不、不，先生。此事證明了兩點：一、你不尊重規則。不僅如此，你擅於發現規則中的漏洞並惡意使用。二、你不值得信任。而我們公司的許多工作的進行是必須依靠信任進行的，因為如果你負責了某個地區的市場開發，公司將賦予你許多職權。為了節約成本，我們沒有辦法設置複雜的監督機構，正如我們的公共交通系統一樣。所以我們沒有辦法雇用你，可以確切地說，在這個國家甚至整個歐盟，你可能找不到雇用你的公司。”

直到此時，他才如夢方醒、懊悔難當。

然而，真正讓他產生一語驚心之感的，卻還是對方最後提到一句話: 道德常常能彌補智慧的缺陷，然而，智慧卻永遠填補不了道德的空白。

第二天，他就启程回国了。

故事讲完了，电视中出现一片沉寂。

主持人困惑地问: ”这能说明你的成功之道吗？“

“能！因为故事中的年轻人就是曾经的我！”他坦诚而高声地说:

“我能够走到今天这一步，只是因为我将昨天的绊脚石, 当成今天的垫脚石，而我也学习到再也不敢投机取巧了！”

现场顿时掌声如潮。

MBTI之第15型－ENTP

2010-10-16T22:54:00.004+08:00

ENTP＝外向、直觉、理性、认知

今天我想重点谈谈ENTP型的人。

以容格的内外倾用脑学说来看，ENTP用脑模式与ENFP相近，与ESFP全然相反，所以有时会被ESFP的热情与冲动吸引！

ENTP最需要向谁学习呢？答案是INTJ，他们如果能学习INTJ的冷静与分析就太好了！

在美国，ENTP约占人口的4.5%。ENTP型的人具有原创思维、聪明、但却受到身上一股奇异的“冲动性”力量所支配，因此，为人热情、大方。对很多事情都深感兴趣。

MBTI资料对ENTP的描述是：反应快、睿智，有激励别人的能力，警觉性强、直言不讳。在解决新的、具有挑战性的问题时机智而有策略。善于找出理论上的可能性，然后再用战略的眼光分析。善于理解别人。不喜欢例行公事，很少会用相同的方法做相同的事情，倾向于一个接一个的发展新的爱好。

但学者研究显示外倾直觉型的人,即EN(F/T)P型的人，善与“耕”却不善于“收”！潜在与未开发的内倾感觉使其忽略自己真正的内在感受，因此会“累了不知”、“饱了不觉”，耗费太多精力有追寻自己不需要的事物...不知如何该收手或停下！

钟老师建议：学习循序渐进地做计划、深思熟虑，以及多多照顾自己的真实需要与感受；多多了解别人的感受，别聪明反被聪明误！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

新行销理念

2010-10-14T21:42:00.002+08:00

培训来自浙江义乌的企业家考察团

美国行销大师舒尔茨称当前市场为“21世纪市场”。他说:“21世纪的市场是消费者统治的市场，是互动以及不断发展的。它是互联网和万维网时代，也是电子商务的时代——便捷、快速、消费者居于统治地位——不幸的是，我们现在的行销和行销传播思想与方法都还未跟得上时代的步伐！”

行销观念的发展着重体现在“四个更加重视”：一是更加重视战略。很多企业，大都没有明确的经营目标和长期的战略规划，常常为了追求眼前的利润，只重视商品一时的畅销，不注重维护、创造企业的经营特色，在生产经营设施和技术开发上不愿进行大的投资，浮躁和急功近利的特征明显。未来企业行销将更强调可持续发展，要求企业行销必须重视战略的制订、战略与战术的协调以确保市场行销作用的充分发挥。

二是更加重视合作。“商场如战场”，竞争的成功建立在对手失败的基础上的，这是传统的竞争观念。这种传统的行销竞争观念显然落伍了，客观上要求实行资源共享、优势互补的双赢的战略联盟、企业间合作已是大势所趋，SONY与Errison合作，一些合资与并购的动作其实也是新时代合作的展现。

三是更加重视“知本”。以前企业行销活动中更多地依靠的是有形的资本，一旦资本缺失，行销活动就难以开展。而知识经济时代企业要重视资本更要重视“知本”即行销人才的作用，没有资本但如果有“知本”，企业行销同样可以开展。

四是更加重视顾客。从行销观念的发展进程中就可看出，每一次行销观念的重大变革，无不是向重视顾客方向更进一步发展的结果。未来行销观念的演进也是如此，不过，更加重视的是顾客的个性化需求、差别化需求亦或更加细化、深化的需求。

其实从行销策略的发展趋势，行销策略并不一定就是4P，行销组合的变革趋势明显。“4P”是产品（Production）、价格（Price）、地点（Place）、促销手段（Promotion）为代表的以生产为中心的行销四要素组合的总称。

近年来，行销学者从顾客的角度又提出了新的行销观念与理论，即“4C”组合理论，包括:

Customer（顾客的需求和期望）、
Cost（顾客的费用）、
Convenience（顾客购买的方便性）以及
Communication（顾客与企业沟通）。

最近随着高科技产业的迅速崛起，高科技企业、高技术产品与服务不断涌现，行销新组合出现，即“4V”行销组合。“4V”是指：
(Variation)差异化、
(Versatility)功能化、
(Value)附加价值、
(Vibration)共鸣。

它强调满足顾客的差异化需求和商品的功能
多样化，以使顾客和企业产生共鸣。

到了21世纪，教授舒尔茨提出了4R行销组合，即:

（Relance）与顾客建立关联、
（Response）提高市场反应速度、
（Relationship）运用关系行销、
（Reward）回报是行销的源泉。

4R更看重企业的应对速度和与顾客建立密切关系的举措。换言之，想在今天的市场上取得竞争优势的企业，就得重视4R理念！

10 Essential Emotional Needs

2010-10-06T10:33:00.003+08:00

Fulfill our emotional needs are vital in our life!

We are all born with essential physical and emotional needs and the innate resources to help us fulfil them – known as human ‘givens’ – which need to be met in order to facilitate good mental health. Unmet emotional needs can hinder and hurt us in many ways. Emotional abusers are often suffered from unfulfilled emotional needs

Following are the ten main innate emotional needs:

1) Security — safe territory and an environment which allows us to develop fully

2) Attention (to give and receive it) — a form of nutrition

3) Sense of autonomy and control — having volition to make responsible choices

4) Being emotionally connected to others

5) Feeling part of a wider community

6) Friendship, intimacy — to know that at least one other person accepts us totally for who we are, “warts ‘n’ all”

7) Privacy — opportunity to reflect and consolidate experience

8 ) Sense of status within social groupings

9) Sense of competence and achievement

10) Having meaning and purpose — which comes from being stretched in what we do and think.

Life is never 100 per cent perfect, but as long as our main essential needs are being met, and our resources are being used well, we do not suffer mental health problems. However, if just one of these needs is unmet, or our resources are being misused, it can affect our mental health and well being.

Here is a list of the innate resources (also human givens) that we have to meet our emotional needs.

▪ The ability to develop complex long term memory, which enables us to add to our innate knowledge and learn

▪ The ability to build rapport, empathise and connect with others

▪ Imagination, which enables us to focus our attention away from our emotions, use language and problem solve more creatively and objectively

▪ A conscious, rational mind that can check out emotions, question, analyse and plan

▪ The ability to ‘know’ — that is, understand the world unconsciously through metaphorical pattern matching

▪ An observing self — that part of us that can step back, be more objective and be aware of itself as a unique centre of awareness, apart from intellect, emotion and conditioning

▪ A dreaming brain that preserves the integrity of our genetic inheritance every night by metaphorically defusing expectations held in the autonomic arousal system because they were not acted out the previous day.

Source: Human Givens Institute

土地局的大贪官

2010-09-29T11:36:00.006+08:00

震撼了国人的骗案！

据《新明日报》昨日报道：新加坡土地局一名高官，涉嫌串通下属，两年来237次向土地局骗款高达1180万元，然后买名车、公寓、信托基金和股票。

这起新闻给我的感觉是，这就很典型有脑没心－没道德的知识份子。但更令我担心的是政府部门的投标审批的审检过程，暴露了机制不完善的漏洞，审批的官员怎么会被骗超过200次，土地局难过没有监督工程进展吗？还是仍然奉行只要是高官介绍的承包商就是好的，连审批都不需要了！

这起事件其实也显示政府部门在招标、审批与监管的疏漏，它是值得其他政府部门引以为鉴的。

我的不少承包官方项目的学生就曾说，有些政府部门在选择承包商时通常都有双重标准，看“大”不看“小”，看“外”不看“内”，这回竟然还看“空”不看“实”！

政府的管理班子都由精英份子组成，由这些精英份子管理的部门，照理说不应该会出现这种情形。

还时内阁资政李光耀说得好，他认为：在各种领袖特质中，李光耀最重视： “品性”、“品行”、“动机”、 “人格”和“意识”。因为越聪明，他们的动机一有问题，这些人对社会造成的不良影响也越大。李光耀认为必须拥有一批良好品性、品格高尚既令人信服的人才当政，新加坡才能成功。
从这点来看，土地局的人才经营肯定出了很大的问题，选才时是不是选“才”未选“德”！

涉案这起骗案的是被告许世伟（译音），40岁，案发时是土地局科技及基建服务部门的副司长。

案件昨天进行审前会议，他在欺骗罪名之外，被加控12项洗黑钱控状，指他利用其中约400万元骗款，买名车、公寓和投资信托基金和股票。

被告是在今年6月间第一次被控上法庭，案件之后数次过堂，他陆续被加控，涉及欺骗罪共237项。随着今早他再被加控后，目前总共面对249项罪状。综合237欺骗控状指出，被告是在08年1月到今年3月间，与一名下属经理林才明（37岁），及31岁男子何炎德串谋，前后237次欺骗土地局。

控状指他们诱使该局相信，该局的科技及基建服务部要进行电脑方面的工作项目，需要通过政府采购网站GeBiz为工程招标。控状指他们之后串谋，把这些不存在的工程，交给10间投标的空壳公司，从而诱使该局批准拨款。

钟骏源

新加坡女人不美？

2010-09-28T21:52:00.010+08:00

新加坡女人还是很迷人的，就象这位车模！

最近和几位好友谈论起这个话题。

按NLP的语言检定模式，得先搞懂这句话的意思。新加坡指的是本地出生的、移民的、还是指全部女人；不美是指外表、谈吐、气韵还是服饰；不美的标准是什么；还是和谁比、又被谁比下了！

我这么说之后，几位好友不由火冒三丈地说：土生土长的新加坡女人！

总算搞懂了！

享有亚洲第一美女之称的林志玲！

他们的意思新加坡女生无论在身材、外表、容貌、装扮于服饰都很糟糕！

我说：不会呀，你看甄秀珍、Felicia、范二姐都很美啊！

他们笑着说：你说的都是明星，如果那她们和韩国、日本、中国、香港和台湾的比，还有得比吗？只要台湾的林志玲一出现，你们新加坡男生都会流一地的鼻血！

他们还说：你看那些个F1车模看来看去，惹人心动又有几个？我答说：有两、三还瞒清秀的！

蔡淳佳有内外兼备的美！

他们笑着说：老钟，你看看韩国的、中国的车模，让你心动的恐怕的就不只两、三个！

这时，一位朋友指着我班上的几位外藉女生说：你看你她们的外表会输给新视的女星吗？

其实，这我也知道，班上的几位来自马国、台湾和中国的小鬼在内涵与外表也不输人。

但审美眼光不同嘛？我说。

要不要来表决？他们挑战我！

Felicia有邻家女孩的美！

郭淑贤美得动人！

其实，我也曾在香港铜锣湾、台北新光与新加坡的高岛屋与三位企业家点算过街边美女，结果香港一小时内出现街边美女55美女排名第一！

于是，我翻查网上资料，其中一位网上作者就说：新加坡女人大多难以用“美丽”来形容。他认为新加坡美女不多！

不过，另一位作者却指出，新加坡女人的能干是出了名的。有人说：“如果你遇到一个新加坡女上司，那么你的工作就是改变地球！因为在她们的眼中永远都是直线－－勇往直前，追求卓越！”的确，新加坡女人对待事业的态度就像“沙爹”对酱料的追求一样令人称道。

这位作者认为：她们在办公室里常常是不苟言笑、风风火火，给人以瞬间搞定一切的感觉。她们懂得很多，就拿语言来讲－－几乎每一个新加坡女人都会讲几种语言：普通话、英文、潮汕话、广东话、福建话甚至客家话等等，个别的还会马来语、日文和印度话。不论她们的客户来自哪里，几乎都可以一网打尽。

所以，新加坡女人是美在能干！我说。

老钟，我们说的是外表！他们抗议了。

那你们的意思是人工美女算不算美，就象韩国的！这句话使他们沉默了一会儿！

“世人皆知美之为美，斯恶已，皆知善之为善，斯不善已。”
这是老子在《道德经》第二章说的。意思是：世人都知道什么是美的，而当人们刻意去“为”美的时候，恶就已经产生了；大家都知道什么是善（好的、高效的行为），而当人们刻意的、怀着功利心目的性去做这些的时候，则善的行为也会变的不善了。

老子的意思是说：自然就是美，所以服饰不美也不要紧！

谢宛愉美得很现代！

一位叫番薯芋头的网者说：“…（新加坡的女人）应适当的呈献自已，是对大家的一个尊重“一个智者曾说过。

他认为，可悲的是,只要星期天去任何NTUC超市,你就会发现很多穿着就旧 T-shirt又没化妆的新加坡女人在四周出现。（她们）干嘛要缩短我们亲爱街坊们的生命呢?

老钟，你不觉得新加坡的一些女主人穿得和女佣一样吗？几位朋友又说话了！

这与人均年龄有关系，新加坡女生得平均年龄好像是32岁。所以，这样比起来不公平！要看美女，我看理工学院就有一大堆！

才怪，美的恐怕都是国外来的，你看哪些私立学院的美女是不是都比新加坡还多！

其实，要给什么是美下个定义，是一件很难的事。就如一位网上作者说的，其实我们不必过分在意我们所看到的东西，  真正的美是有生命力的，是能经得住时间考验的， 既然…人们的审美价值观的不同，  那就一定有它存在的合理性，  我们确实应该采取更加宽容的态度，  顺其自然！

那么对女性的审美，古人对女性的审美，就放在窈窕淑女这个歌句上，难道不是吗？我们大家都知道，《诗经》三百篇当中，第一篇叫《关雎》，《关雎》说：关关雎鸠，在河之洲，窈窕淑女，君子好逑。

它的意思是，关关鸣叫的雎鸠，你看多美好，它们就在河的绿洲上，在青草之中。关关鸣叫的雎鸠在一起，它说窈窕淑女是我们君子恋爱的好配偶，好对象，好朋友。

所以，诗经对美的定义是：一形体美，二品德美，一外表美，二内在美，是内美和外美的结合。
所以窈窕淑女不仅是外美，不仅是内美，不仅是现在的美，还有将来的美，还有未来的美，不仅是你自己的美，还得有夫妻之间的美，而且还得有一代的美和幸福。

以道德经和诗经的看法来看是不会错，隆过胸、隆过鼻、漂过白的、整过容尽管很“美”但不是真“美：，所以不算美！有内在美的才算美！

老钟，那什么是内在美，你又怎看！

我说，应该是从气韵、性格、谈吐、自信、学问、打扮，才到胸围和外表吧！

你看，还不是又回到外表吗？

我说，最后嘛，何况这是心理学家指出的。

芮恩－很新加坡式的美，美得够冷！

这场争论，不知最后是谁赢了！后许，我们都没输。

我想说，新加坡女人很象新加坡币，那怕是面值只值1元，她可是金色的，是珍贵的，哪怕不美的，面值还有10000元的。

这时他们说话了，新加坡女人更象新加坡河！那里比得上那些山明水秀之地的女人。

的确，一方水土一方人！我认为，新加坡女人如果象新加坡河，那也不错，她虽没有莱茵河的优美深邃，少了黄河的磅礴气势，对不上峨嵋峰的灵骨仙气，欠缺丽江的深幽神韵、不象大山的惊艳绝美，尽管新加坡河可能浅显、平仆、但它胜在真、自然，朴实，它凭自己的努力孕育出一片新天新地的美。

所以，新加坡女人还是美的！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

破解企业成功与卓越的秘密－亚太企业家职场研习会

2010-09-26T23:40:00.001+08:00

这是一场为你破解企业成功与卓越的秘密，
多为亚太知名顾问、讲师与企业家
将与你分享感动你、震撼你的知识、学问与智慧，

如果你重视企业与个人的成长，
你一定不会不记得
这场将改变你一生的盛会！

领导EQ

2010-09-26T13:53:00.002+08:00

企业主管应成为员工的精神“祝福”而不是情绪“杀手”！

企业主管的职责是什么？在昨天的讲座上，我问参与者。

参与者一般的答案离不开下列：

给予组织方向！
管好团队！
制定发展策略！
制定远景与使命！

这些都是正确的答案，但如果我在问：这么做的目的为了什么？每个人在深思之后也一定能说出答案！

那就是－RESULT、成绩！

企业的主管的职责就是：管好员工，做出成绩！

那为什么有时候员工不愿意这么做呢？主要原因只有一个，那就是－你，使他们不愿意这么做！因为你缺少EQ！

什么是EQ?EQ管理指的是一个人在认知，感受情绪；管理自己，与他人和团体互动产生情绪时所展现的能力，深度和技巧。

心理健康的人是那些懂得驾驭、协调和管理自己的情绪，能让情绪为自己服务的人。

管理情绪有四力：自觉力、理解力、运用力和摆脱力。

1. 自觉力
对自己的状态高度觉察，对自己当下的情绪和感觉，都有清晰的洞察，可以和自己的情感做亲密的交融互动。会明确表达出生气、难过、悲伤、愤怒等。

2. 理解力

心理健康的人明白自己的情绪来源不是外部，而是内心价值观和信念的反应；或是自己过去的生命经验投射到
现在的人或事物上，所产生的一种自动反应模式。
了解经验如何束缚自己，自己才能做一个正确的选择。

3. 运用力

每一个情绪背后都其意义。所谓的负面情绪，也有其正面价值的。所以，企业主管应该学习情绪背后的需要，在与下属沟通时，设法了解对方的情绪需要，因为每一种情绪都是推动力。

4. 摆脱力

遇上负面情绪的侵扰，但环境又不允许这样的情绪存在时，就需要改变自己来摆脱不良情绪的控制。

比如，NLP中的124呼吸法、心锚、宣泄法都是很好，让你摆脱情绪伤害的技巧。

总之，想要自己活得开心，有四个值得你学习的技巧：

第一，就别成为公司的“情绪杀手”，
第二，让自己适当地放松，让生活平衡，
第三，多和开心的人在一起，
第四，多运用EQ的技巧。

钟骏源
新加坡NLP培训师
www.zhongjunyuan.com

Self Image

2010-09-09T23:44:00.002+08:00

Your self-image is the only limit to your own heights!

Simply stated, self image is our belief about what we think we can do. No surprise to find that our results in all areas of life match our self image. We don’t out perform ourselves and we match performance with self image.  

Our self image, self esteem, and self worth live deep within our subconscious mind, along with our habits, beliefs about the world, and paradigms (clusters of automatic habits). W

e already know that when we are unclear about something we take little or no action, but once clear, we are ready to move. So where is the subconscious? Where is the mind? Most people respond that when they think ‘mind,’ they think ‘brain.’ But the brain is an organ and does nothing on its own.

The mind is an activity in every cell of our body.  So if we wish to discover our self image, we see clearly the pathway to follow. So here’s the route:  Thinking occurs in our conscious mind, where thoughts are repeated over time in spaced intervals and thoughts can be rejected. Once that thought penetrates into our subconscious mind, it cannot be rejected and it lives like the truth for us. [Many people believe things that are not true. That does not matter.

When a thought enters the subconscious it is a new ‘belief.’]  That belief has an associated emotion: happy, sad, angry, etc. With self image, in most cases, the belief is limiting and may sound like this when you get a new idea or someone suggests one:  “I can’t do that,” “I’m not smart enough,” “I tried that before and failed,” as examples.  That belief has an ‘amplitude of vibration’ (low for limiting belief; high for a productive belief). That vibration begins (based on Law of Motion and subset Law of Attraction) to attract any and all things into our awareness that matches our belief.  That vibration then moves us into action and from those actions we get our Results.  

Because we cannot change a belief nor destroy it (matter can neither be created nor destroyed and thoughts and ideas are things and ‘matter’) we can only create a new, productive image/belief about our potential.   That is the process that gave us our existing beliefs and the one we may use to create new beliefs that will overwrite or superseded the old limiting ones.   

It’s easy. All there is to do is to create an image of what we CAN do and hold it consistently, in spaced intervals over time and add a good mix of ‘feeling good,’ and eventually that image of our potential becomes our belief. It takes time. It takes commitment. It takes discipline. And, it can be done.  Here is a visual of the process: Because we ‘think in pictures or images,’ adding this image to the text should give you a clear view of the hidden image you hold of yourself.

Source: Drops of Awareness

破坏理论

2010-08-31T23:30:00.005+08:00

现代企业得得“改变”中学习“改变”！

美国哈佛大学商学院教授约瑟夫·鲍尔和克莱顿·克里斯滕森(Bower & C hristensen,1995)指出，在新经济时代，每当技术和市场风云突变，其领袖企业往往顿失先手。他们认为，这些企业失手的深层原因在于这样一个鲍尔悖论(Bower Paradox)：贴近顾客会使公司忽视破坏性技术(Disruptive Technologies)而失去客户。

什么是破坏者理论？“创造性破坏”是经济学家熊彼特(Joseph Schumpeter)最有名的观点，这是其企业家理论和经济周期理论的基础。在企业家理论中，他指出，企业家就是“经济发展的带头人”，是能够“实现生产要素的重新组合”的创新者；熊彼特将企业家视为“创造性破坏”的主体，其作用在于创造性地破坏市场的均衡。企业家是这个创新过程的组织者和始作俑者。通过创造性地打破市场均衡，企业家获取了更多超额利润的机会。

中国知名企业价值专家曾涛就曾从科学进步的角度指出，破坏性技术通常不是高精尖的，但它的确有两个重要特点：一是它能够提供不为目前客户所重视的另外一套特性。例如，对于计算机硬盘而言，消费者更多关心的是其容量，而不是轻便性，但是，一旦大容量容易实现时，轻便性就成为一个重要的特性了，此时，那些长期拥有高容量硬盘技术的公司就容易被一些同时拥有高容量技术和便捷化技术的后来者击败。

第二,是那些为顾客所重视的特性也会迅速地得到改进，如硬盘的容量能够在短期内迅速提升。而最终，最先生产高容量同时也具有便携性硬盘的厂家将会用这种“破坏性技术”全面攻占成熟市场。

随着所谓“新经济”的出现，似乎市场与企业受到了一种“神秘的潜力”的引导。这种引导是基于不断增长的需要的，这就是以新的商业运作模式、效率更高的技术和劳动者，来更新和取代旧的商业运作模式、效率较低的技术和劳动者——这一过程被熊彼特称为“创造性破坏”(Creative Destruction)。

熊彼特认为，创造性破坏就是不断地从内部革新经济结构，即不断破坏旧的，创造新的结构，而这种结构的创造和破坏并不是通过价格竞争而是依靠创新的竞争实现的，几乎每一次大规模的创新都淘汰了旧的技术和生产体系，建立了新的生产体系，并改写竞争规则，确立新的产业竞争关键因素。换言之，今日的企业如果想在新经济市场中胜出，就得学习在“改变”中“改变”，只有这样，企业才能保有可持续性的竞争力，Apple不断地推陈出新就是保持其竞争优势的一种做法！

他认为，公司之间的竞争是通过不断地进行创造性破坏来打破某个产业市场的均衡，并获得持续和长期的竞争优势。如果某种外力强迫产业维持现状，最终这个产业必然遭受灭顶之灾。

从70年代美国100大企业至今消亡了约60%的企业的情形来看，新时代的竞争是残酷的，因为掌握科技技术的企业可以让传统的巨人企业一夜之间兵败如山倒。

就如熊彼特所说的，企业历经多年血战所累积的核心优势，并无法取确保企业
能持续享有市场竞争优势，更恼人的是，这些辛辛苦苦累积的核心能力，竟然会转变成企业的包袱，使它因沉湎于过去的辉煌，而丧失争取新市场的能力！

所以，身为一位企业主管，我们就必需与时并进，时时以创建顾客新价值为企业发展的明灯，并用于挑战自己的作业流程，建立符合新市场的竞争优势！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

别离前

2010-08-27T22:53:00.003+08:00

原创：钟骏源
写给最爱的PIKA MA MA

别离前
请你
不要说再见
如果
不
再见
你这句
就是一慌言

也
不要说想念
如果
不
想念
你这句
就是一谎言

诺言就象
花穗
经不起
微风
最轻的试炼

两情
如果
常在心间
不说
想或很思念
心与心
也没距离空间

MOJO or NOJO? Power of powerless?

2010-08-27T12:09:00.004+08:00

Power of powerless?

While I enjoyed observing these exuberant and motivated people get their awards, I thought about the thousands of people in similar jobs around the world who don't demonstrate Mojo, the people with a negative spirit toward what they were doing. That, too, starts from the inside and is apparent on the outside.

When There's No Mojo
In defining a term, it is often useful to think about its opposite. Mark (my agent, fellow writer, and friend) and I struggled to come up with a word that describes the opposite of Mojo. We finally decided that Nojo was the word for which we were searching. I love it! Even its sound communicates its meaning. Table 1 lists the attributes of Mojo and Nojo.

You can observe Mojo and Nojo in the people around you. When you get the chance, watch two different employees doing exactly the same job at the same time. One could be the embodiment of Mojo while the other is the poster child for Nojo. Consider the case of flight attendants. For 32 years, my work has taken me around the world. On American Airlines alone, I just passed the dubious milestone of more than 10 million frequent flyer miles! All this flying provided me the chance to interact with thousands of flight attendants.

Most are dedicated, professional, and service oriented. They demonstrate Mojo. A few are grumpy and act like they would rather be anywhere else than on the plane. They demonstrate Nojo. I've seen two groups of attendants doing exactly the same activity, at the same time, for the same company, probably at around the same salary, yet the messages that each is sending to the world about his/her experience is completely different.

How's Your Mojo?
How can you recognize Mojo or Nojo in yourself and in others? Start by evaluating yourself and the people you meet on their Mojo or Nojo qualities, using the attributes in Table 1. Ask yourself contemplative questions such as, "What are you learning?" and "How can you either change yourself or your activities to empty the Nojo in your life and fill it with Mojo?"

Terri Funk Graham, a chief marketing officer and fellow San Diegan, pointed out that consumer brands can either increase our Mojo or fill us with Mojo! Think of some of the brands that you know. Which make you feel more Mojo? Which, without intending to, are increasing your quotient of Nojo?

Where Are You Living?
Now that you understand your current Mojo, you may want to increase it. Doing that isn't too difficult. A fulfilling life - full of Mojo both personally and professionally - is a balance between short-term satisfaction and long-term benefit. Where are you spending your time? Are you living for short-term satisfaction or for longterm benefit? Both have value, and both have a downside. It can be disappointing to live our lives with no meaning or pleasure in the here and now, just as it can be unfulfilling to live only for today.

Questions such as, "Does this activity make me happy?" or "Do I find meaning in the activity itself?" can help us gauge the degree of shortterm satisfaction that we get from any activity. Additional questions including, "Are the results achieved from this activity worth my effort?" or "Is the successful completion of this activity going to have a long-term positive impact on my life?" can help us gauge our expectations for potential long-term benefit from any activity.

The graph in Figure 1 shows five different modes of behavior and how they can characterize our relationship to any activity - either at work or at home.
* Stimulating is for activities that score high in short-term satisfaction but low in long-term benefit. An example of a "stimulating" activity may be the use of drugs or alcohol. While the activity may provide short-term satisfaction, it may be dysfunctional in regard to long-term benefit. At work, gossiping with co-workers may be fun for a while, but it is probably not career or business enhancing. A life spent solely on stimulating activities could provide a lot of short-term pleasure but still be headed nowhere.
* Sacrificing is for activities that score low in short-term satisfaction but high in long-term benefit. An example of sacrificing could involve dedicating your life to work that you hate because you feel like you "have to" to achieve a larger goal. A more common example might be working out (when you don't feel like it) to improve your long-term health. At work, sacrificing might cause you to spend extra hours on a project to help enhance your career prospects. A life spent solely on sacrificing activities would be the life of a martyr - lots of achievement, but not much joy.

* Surviving is for activities that score low on shortterm satisfaction and low on long-term benefit. These are activities that don't cause much joy or satisfaction and do not contribute to long-term benefit in your life. These are typically activities that we are doing because we feel that we have to do them just to cope. Charles Dickens frequently described the lives of people who were almost constantly in the surviving box. These poor people had countless hours of hard work, not much joy, and not much to show for all their efforts. A life spent solely on surviving activities would be a hard one indeed.

* Sustaining is for activities that produce moderate amounts of short-term satisfaction and lead to moderate long-term benefits. For many professionals, the daily answering of e-mails is a sustaining activity. It is moderately interesting (not thrilling) and usually produces moderate long-term but hardly life-changing benefit. At home, some may view the day-to-day routine of shopping, cooking, and cleaning as sustaining. A life spent solely on sustaining activities would be an acceptable one - not great, yet not too bad.

* Succeeding is a term for activities that score high on short-term satisfaction and high on longterm benefit. These activities are the ones that we love to do and provide great benefit from completion. At work, people who spend a lot of time in the succeeding box love what they are doing and believe that it is producing long-term benefit at the same time. At home, a parent may spend hours with his/her child. It is time that the parent greatly enjoys while valuing the long-term benefit that will come to the child. A life spent on succeeding activities is a life that is filled with both joy and accomplishment.

The perception of both short-term satisfaction and long-term benefit is dependent on the individual engaged in the activity. Consider an immigrant who leaves a poor country and comes to the United States where she works 18 hours a day at two minimum-wage jobs. She may have a great attitude toward her work and save every possible cent for her children's education. She may define her life as largely spent in the succeeding category - filled with short-term happiness and long-term benefit.

At the other end of the professional scale, a CEO could feel resentful and grumpy about her work (and feel trapped) because a drop in stock value means that she will have to work another couple of years to have the $ 10 million she told herself she needed to retire. She might see herself in the surviving category. Another CEO in a similar situation could feel happy and fulfilled at the prospect of leading a major organization through challenging times and see herself in the succeeding category.

The point is, two people could engage in the same activity but have completely different perceptions of what this activity means to them. This is the case because no one can define what shortterm satisfaction or long-term benefit means for you but you.

My suggestion for you is simple. Spend a week tracking how you spend your time. At the end of the week calculate how many hours you spent on stimulating, sacrificing, surviving, sustaining, or succeeding. Then ask yourself what changes you can make to help create a life that is both more satisfying in the short term and more rewarding in the long term.

Although the activities that take up our time can serve as one factor in determining our happiness and achievement, our attitude toward these activities can function as an equally important factor in determining the ultimate quality of our lives. If we cannot change our activities, we can at least try to change our attitude toward them.

Source: http://findarticles.com/p/articles/mi_qa3616/is_201001/ai_n52372101/pg_3/?tag=content;col1

Unleash Your POWER and Your MOJO

2010-08-20T12:07:00.000+08:00

在南洋理工大学讲课

If you are not fully aware of where you "live" emotionally, especially as it relates to the meaning and happiness you derive from work, you can analyze and improve your Mojo.

A decade ago when we entered the 21st century, many leaders were preparing for and/or experiencing already the rapid rate of global change. Today, challenges such as technology and globalization, though significant and complex, are not the "unknown." Leaders, organizations, and their teams are discovering ways to adapt to the quickening pace of global business, the ups and downs, and even the recent global economic crisis.

With the frenetic pace that we aspire to maintain, most of us are not fully aware of where we "live" emotionally, especially as it relates to the meaning and happiness we derive from our work. If we're somewhat self-aware and have a moment to spare, we might question our "location" or as I term it, our Mojo, but most of us just don't make the time. We think it will take too much effort - but this isn't true. We can simply and easily analyze and improve our Mojo.

Defining Mojo
My mentor and friend Paul Hersey is a pioneer in the field of leadership development as well as a wonderful teacher. Many years ago, he taught me the value of using operational definitions. For example, when Hersey taught classes he explained what he meant when he used the words "leadership" or "management." He made no claims that his definitions were better than anyone else's; he merely noted that, for the purposes of his class, his definitions captured what he meant when he used these words.

"Mojo means "finding the magic in what we do". To have "lost your mojo", refers to a loss of inspiration or creative genius; a loss of that special spark. The word has been around for almost 100 years, one source cites its use to as early as 1926.
The term may have been recently popularized in one of the Austin Powers films starting Mike Myers, where he refers to 'mojo' as a combination of all the right stuff that makes a man successful.

Mojo is a word that can have many different meanings, so I'll follow Hersey's example and give you my operational definition of Mojo: that positive spirit toward what we are doing now that starts from the inside and radiates to the outside. As I ponder this definition, I realize that Hersey is a professor who demonstrates incredible Mojo every time he teaches!

When I think about the truly successful people who I have met in my life - the people who are succeeding at both what they do and how they feel about themselves - I realize they all have Mojo. We see people with Mojo in every occupation and at every level of an organization. I was recently working at a healthcare organization in the Midwest. I watched as the CEO gave awards to employees who best demonstrated the organization's values. I was amazed at the great attitude - the Mojo - these award-winners displayed in such diverse occupations as cafeteria workers, technicians, nurses, and administrators. These people were all demonstrating Mojo.

富足与贫穷

2010-08-13T13:06:00.003+08:00

你是有钱的“穷”人还是有钱的有“钱”人？

你富有吗？

我们身边有很多很有钱的人，但却很“穷”！宁可胡乱停车，也不肯多花几毛钱把车子停放在停车场。这是为为什么？因为他们的心灵很“穷”！

在《富裕的两种途径》(RICH BROTHER RICH SISTER)这本本书中，《穷爸爸、富爸爸》作者罗伯特联同妹妹惠美带出人生的两种财富-精神和金钱财富！

NLP生命教练蔡仑宗昨晚就分享了这两个重点：金钱和精神财富值得我们去追寻，去拥有！

书中指出世界上有三种人：行尸走肉，只求保住工作与生命有目标者。前两种人是不会成功的，只有第三种人才会成功！

想成功的人：第一，得有多元思维，因为无论你想做什么总会遇到“助力”与“阻力”。第二，得学习“进动力”。以目标设定为例，设定目标的意义不在目标本身，而是在于引起影响、反馈(我认为把它称为Multiplier Effect更好)，然后从中做出调整。

第三，“少费多用”－提高生产力，以最少的资源争取最高的回报。第四，递延效益－即如果你能为更多的人服务，你就有更好更大的贡献。

师从富勒的罗伯特认为，富勒给他最大的三个影响是：制定明确的使命、努力为人服务与努力提升自己(的能力与资源)。这几点很值得我们学习。

罗伯特的妹妹惠美则告诉我们人生的三大遗憾：该做的没做、该说的没说、该爱的没爱。简简单单三句话给我的震憾是很大的！

尽管追寻灵性取得成就，但惠美在罹患重病时，不得不向哥哥求助，而哥哥尽管事业有成，心灵却匮乏，因此，兄妹两人又结合在一起，以个别经历的人生心得，彼此扶持，一同探索生命的幸福与意义。

尽管我承认金钱是重要的，但我向来不认为单单学习成功人士的某些公式，就能让你成功致富。这不是因为他们“收招”不传，最大的关键是－你，因为你不是他！

很多人都说盖茨(Bill Gates)很优秀，很成功，很棒！这点我想我不会否认，但盖茨的与有位做律师的父亲，有位做银行家的祖父是不是点“助力效益”，我们就不得而知了！

一般让你成功的方式不外是：目标、行动与决心。但如果少下面三个，你也很难成功－第一，你耐痛吗？第二，你善与反省吗？第三，你有成功的资源吗？

成功的资源指的不单是金钱，也包括：才艺、能力与人脉。其实，大家都心知肚明，成功有时不靠自己，而是靠人脉，难怪有句话这么说：its not about who you are, but rather, who you know!

这本书也带给我数个深思之处，第一，精神富足的宗教人士是不是也得追寻属世的财富才算成功！最近报章也频频报道不少本地的宗教领袖依赖MBA的知识多与宗教的知识。
我想这一做法，才疏学浅的我是无法，也没资格论断的。我只知道有一种精神叫Chris-like是我们学习的榜样。

第二，富裕的人生指的是什么？事实上做为NLP培训导师，我深感荣幸，因为NLP生命八大圆轮提供给了我们明确的依据，富足的人生指的是在工作、学习、康乐、环境、感情、成就、金钱、健康等领域取得平衡就是富足。由此可见，金钱并不是唯一值得我们追求的目标。

被历代尊为六经之一的《尚书》中，也明确总结出人生之义，人生有五福、六不辛。五福为：一是长寿，二是富贵，三是平安无疾病，四是遵行美德，五是老而善终。六不辛为：一是凶灾多病而早死，二是一生多病，三是多忧愁，四是贫穷，五是邪恶、凶事，六是愚懦。

在此，我们可以看到五福之首为长寿，六不辛之首为早死，这说明古人早已认识到生命是人生的第一性，是各种人生现象的源泉。在此奉大家别把生命换金钱，有一天如果你有乐很多钱，但却失去了生命，你还拥有什么？

在致富的学问上，罗伯特是值得我们学习的，但在心灵上，我认为我们还得其它心灵大师学习，所以请把这本书当工具书、个人传记或致富秘笈来看，但可别把它当心灵圣经来看！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

六顶思考帽

2010-08-03T23:34:00.002+08:00

六顶思考帽提供完善的水平思考流程！

“六顶思考帽”是爱德华·德·波诺先生设计的一种团体思考与沟通的方法。它的目标就是使人在既定的规则下专心地思考，互相启发思考，扮演好每一个帽子所代表的

角色。  该方法用六种颜色的帽子代表人不同的思维方式，引导人按一定的顺序进行思考和讨论，减少冲突，提高沟通的效率。六顶思考帽的不同思考方向可参阅下面的图片。

任何人都有能力进行以下六种基本思维功能，这六种功能可用六顶颜色的帽子来做比喻：

白帽子：白色是中立而客观的。代表着事实和资讯。中性的事实与数据帽, 处理信息的功能；

黄帽子：黄色是顶乐观的帽子。代表与逻辑相符合的正面观点。乐观帽, 识别事物的积极因素的功能；

黑帽子：黑色是阴沉的颜色。意味着警示与批判。谨慎帽,发现事物的消极因素的功能；

红帽子：红色是情感的色彩。代表感觉、直觉和预感。情感帽, 形成观点和感觉的功能；

绿帽子：绿色是春天的色彩。是创意的颜色。创造力之帽,创造解决问题的方法和思路的功能；

蓝帽子：蓝色是天空的颜色，笼罩四野。控制着事物的整个过程。指挥帽, 指挥其它帽子，管理整个思维进程。

但要注意的在什么时候该戴哪顶帽子。如果团队的成员常常在同一时刻戴着不同颜色的帽子，将会导致大量思想混乱、相互争吵和错误的决策。因此，所有人要在蓝帽的指引下按照框架的体系组织思考和发言，不仅可以有效避免冲突，而且可以就一个话题讨论得更加充分和透彻。所以会议应用中的六顶思考帽不仅可以压缩会议时间，也可以加强讨论的深度。

一个典型的六顶思考帽团队在实际中的应用步骤： 1、陈述问题事实（白帽） 2、提出如何解决问题的建议（绿帽） 3、评估建议的优缺点：列举优点（黄帽）；列举缺点（黑帽） 4、对各项选择方案进行直觉判断（红帽） 5、总结陈述，得出方案（蓝帽）。

前知，后知和不知

2010-08-02T12:59:00.002+08:00

事前诸葛远胜事后诸葛

魏文王问名医扁鹊说：“你家兄弟三人精于医术，到底谁最好？”

扁鹊答：“长兄最好，中兄次之，我最差。” 文王再问：“为什么你最出名呢？”

扁鹊答：“长兄治病，是治病于病情发作之前。由于一般人不知他事先铲除病因，所以名气无法传出去；次兄治病，是治病于病情初起时。一般人以为他只能治轻微的小病，所以他的名气只及乡里。

而我是治病于病情严重之时。一般人都看到我在经脉上穿针管放血、在皮肤上敷药等大手术，所以以为我的医术高明，名气因此响遍全国。”

管理心得：事后控制不如事中控制，事中控制不如事前控制，可惜大多数人未能体会到！

看完这个故事，你是不是该问问自己，是不是得未雨绸缪了！

钟骏源
新加坡NLP培训师

Emotional Intelligence

2010-07-29T22:24:00.004+08:00

Is it true that EQ is more important than IQ !

Emotional Intelligence (EI) describes the ability, capacity, skill or, in the case of the trait EI model, a self-perceived grand ability to identify, assess, manage and control the emotions of one's self, of others, and of groups. Different models have been proposed for the definition of EI and disagreement exists as to how the term should be used. Despite these disagreements, which are often highly technical, the ability EI and trait EI models (but not the mixed models) enjoy support in the literature and have successful applications in different domains.

The earliest roots of emotional intelligence can be traced to Darwin's work on the importance of emotional expression for survival and second adaptation. In the 1900s, even though traditional definitions of intelligence emphasized cognitive aspects such as memory and problem-solving, several influential researchers in the intelligence field of study had begun to recognize the importance of the non-cognitive aspects. For instance, as early as 1920, E.L. Thorndike used the term social intelligence to describe the skill of understanding and managing other people.

Similarly, in 1940 David Wechsler described the influence of non-intellective factors on intelligent behavior, and further argued that our models of intelligence would not be complete until we can adequately describe these factors. In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple Intelligences introduced the idea of multiple intelligences which included both Interpersonal intelligence (the capacity to understand the intentions, motivations and desires of other people) and Intrapersonal intelligence (the capacity to understand oneself, to appreciate one's feelings, fears and motivations). In Gardner's view, traditional types of intelligence, such as IQ, fail to fully explain cognitive ability. Thus, even though the names given to the concept varied, there was a common belief that traditional definitions of intelligence are lacking in ability to fully explain performance outcomes.

The first use of the term "emotional intelligence" is usually attributed to Wayne Payne's doctoral thesis, A Study of Emotion: Developing Emotional Intelligence from 1985. However, prior to this, the term "emotional intelligence" had appeared in Leuner (1966). Greenspan (1989) also put forward an EI model, followed by Salovey and Mayer (1990), and Goleman (1995). The distinction between trait emotional intelligence and ability emotional intelligence was introduced in 2000.

As a result of the growing acknowledgement by professionals of the importance and relevance of emotions to work outcomes, the research on the topic continued to gain momentum, but it wasn't until the publication of Daniel Goleman's best seller Emotional Intelligence: Why It Can Matter More Than IQ that the term became widely popularized. Nancy Gibbs' 1995 Time magazine article highlighted Goleman's book and was the first in a string of mainstream media interest in EI.

Critical Thinking Skills

2010-07-26T21:59:00.000+08:00

钟骏源老师与来自奥地利的EQ大师Maria Amerstorfe留影

Critical thinking, in its broadest sense, has been described as "purposeful reflective judgment concerning what to believe or what to do." [1] The list of core critical thinking skills, as identified by Ennis, Swartz, Paul, Halpern, Fisher, Wade, Scriven, Boyd, Chafee, Gittens, Moore, Browne, Parker, White, Keely an many others includes interpretation, analysis, inference, evaluation, explanation, and meta-cognition.

The positive habits of mind which characterize a person strongly disposed toward critical thinking include a courageous desire to follow reasons and evidence wherever they may lead, open-mindedness, foresight attention to the possible consequences of choices, a systematic approach to problem solving, inquisitiveness, fair-mindedness and maturity of judgment, and confidence in reasoning.

In reflective problem solving and thoughtfulf decision making using critical thinking one considers evidence, (like investigating evidence) the context of judgment, the relevant criteria for making the judgment well, the applicable methods or techniques for forming the judgment, and the applicable theoretical constructs for understanding the problem and the question at hand. Critical thinking employs not only logic but broad intellectual criteria such as clarity, credibility, accuracy, precision, relevance, depth, breadth, significance and fairness.

Critical thinking calls for a persistent effort to examine any belief or supposed form of knowledge in the light of the evidence that supports it and the further conclusions to which it tends. It also generally requires ability to recognize problems, to find workable means for meeting those problems, to gather and marshal pertinent (relevant) information, to recognize unstated assumptions and values, to comprehend and use language with accuracy, clarity, and discrimination, to interpret data, to appraise evidence and evaluate arguments, to recognize the existence (or non-existence) of logical relationships between propositions, to draw warranted conclusions and generalizations, to put to test the conclusions and generalizations at which one arrives, to reconstruct one's patterns of beliefs on the basis of wider experience, and to render accurate judgments about specific things and qualities in everyday life.

Critical thinking can occur whenever one judges, decides, or solves a problem; in general, whenever one must figure out what to believe or what to do, and do so in a reasonable and reflective way. Reading, writing, speaking, and listening can all be done critically or uncritically. Critical thinking is crucial to becoming a close reader and a substantive writer. Expressed most generally, critical thinking is "a way of taking up the problems of life."[5] Irrespective of the sphere of thought, "a well cultivated critical thinker":

1. raises important questions and problems, formulating them clearly
and precisely;
2. gathers and assesses relevant information, using abstract ideas to interpret it effectively
3. comes to well-reasoned conclusions and solutions, testing them against relevant criteria and standards;
4. thinks open-mindedly within alternative systems of thought, recognizing and assessing, as need be, their assumptions, implications, and practical consequences; and
5. communicates effectively with others in figuring out solutions to complex problems; without being unduly influenced by others' thinking on the topic.

世界杯与甲午海战

2010-07-26T21:56:00.001+08:00

中国什么时候才能象西班牙勇夺世界杯

我们中国人骂人是很损的。比如指责一个人喜欢管人家的事，以至于达到喜、怒、哀、乐，废寝忘食的地步，一般都会用“二百五”来形容。今年的南非世界杯，虽然中国国家队是习惯性缺席，但还是有人为了和自己八竿子打不到一起的人而废寝忘食，他们为朝鲜队不敌巴西队而不平、为韩国队进十六强而愤怒、为日本队欲进十六强而大骂，积极努力的去做“二百五”。除了这些“二百五”们，在本届世界杯，在那个发明了足球的东亚泱泱大国的数亿球迷，只能在本国的电视机前观摩他国健儿为彼国争光，全都成了“好事者”。真是一种悲哀。

笔者不懂足球，所以从专业技术上说，对足球世界杯没有发言权。但世间万物万理皆通。看到世界杯上为数不多的几个东亚邻邦的表现（韩国、日本、朝鲜），不辱使命，知难而进、努力进取，而将中国足球与这些邻邦足球比较，很容易使人联想起百多年前，类似于甲午海战这种的不快记忆。如果把中日两国在近代海军建设的历史与现代职业足球发展的历史做一比较，竟然会发现一些相似之处来。

1993年，中日两国都推出了足球职业化改革。此前，在“举国体制”之下的中国足球，位居亚洲前位，与韩国同属亚洲强队，而在日本，足球还是不入流的东西。之后的十年，中日的职业化联赛都经历了“聘请外援”、“留洋镀金”、“职业联赛”的阶段，两国在经过十几年的足球职业化改革后，今日中国足球离世界足坛越来越远，而日本足球却一跃成为亚洲强队。同样，这与中国与日本建立近代化海军的历程颇有相似之处。两国都是在1870年提出了建立近代海军的目标，都是为了富国强兵，抵御外辱的目的。之后的20年中，中日海军同步经历了“聘请外教”、“留洋深造”、“购买军舰”、“打造海军”的阶段，彼此差距不大，甚至于在1894年甲午战争前，中国海军的舰船吨位、数量、规模都略胜日本海军。直到甲午一战，以北洋海军为主力的中国海军覆灭，日本海军胜出，日本更借甲午海战的经验为未来日俄海战的胜利打下了基础，跨入近代海军强国行列。

历史总是周而复始的重现，经验总结也总是愈加精辟极致。以甲午海战而言，中国的海军之路是“重表不重里”，购买巨舰重炮、重金聘请外援，打造了一个看似强大的海军，但其发展思路的混乱、军事指挥和管理体制的落后、军事制度的陈旧、军队环境的腐败不振，一个改革不彻底，“内病多多”徒有其表的海军，在面对由举国动员、上下一致、高度统一、武士道、义务兵役制、近代海军战略等元素构建的日本海军，一个从编制、体制、思想、实践、武器全部贯彻了近代海军建设要素的海军对垒时，胜败早是定数。不懂技术的丁汝昌，不合格的指挥官，行政权力的过多干涉，巨资打造的现代化军舰在中世纪的制度管理下如无脑巨人被赶上战场，结果就是一次不对等的惨烈厮杀。

所以，无论是甲午海战中日近代海军建设的故事，还是背后日本明治维新的成功与晚清“洋务运动”的失败，还是当代中日足球改革的现实，都凸显了一个脉络。改革需要彻底，不彻底的改革或许只能是一次成本巨大的失败实验。改革的关键是制度改革是颠覆性的而非是对落后制度的修补。改革绝非是一次以维护小众利益而展开的修修补补，改革需要的是一种以放弃小众利益以大众利益与民族利益为目的的勇气。

作者：吾非羊/上海

LET GO!

2010-07-23T00:22:00.002+08:00

By T. D. Jakes

There are people who can walk away from you.
And hear me when I tell you this!

When people can walk away from you: let them walk.
I don't want you to try to talk another person into staying with you, loving you, calling you, caring about you,
coming to see you, staying attached to you.
I mean hang up the phone.

When people can walk away from you, let them walk.
Your destiny is never tied to anybody that left.
The bible said that, they came out from us that it might be made manifest that they were not for us.

For had they been of us, no doubt they would have continued with us. [1 John 2:19]

People leave you because they are not joined to you.
And if they are not joined to you, you can't make them stay.

Let them go.

And it doesn't mean that they are a bad person; it just means that their part in the story is over.
And you've got to know when people's part in your story is over so that you don't keep trying to raise the dead.
You've got to know when it's dead.
You've got to know when it's over.

Let me tell you something. I've got the gift of good-bye.
It's the tenth spiritual gift, I believe in good-bye.
It's not that I'm hateful, it's that I'm faithful, and I know whatever God means for me to have, He'll give it to me.
And if it takes too much sweat, I don't need it.
Stop begging people to stay.
Let them go!!
If you are holding on to something that doesn't belong to you and was never intended for your life, then you need to.

LET IT GO!!!
If you are holding on to past hurts and pains.

LET IT GO!!!
If someone can't treat you right, love you back, and see your worth.

LET IT GO!!!
If someone has angered you.

LET IT GO!!!
If you are holding on to some thoughts of evil and revenge.

LET IT GO!!!
If you are involved in a wrong relationship or addiction.

LET IT GO!!!
If you are holding on to a job that no longer meets your needs or talents.

LET IT GO!!!
If you keep judging others to make yourself feel better.

LET IT GO!!!
If you're stuck in the past and God is trying to take you to a new level in Him.

LET IT GO!!!
If you are struggling with the healing of a broken relationship.

LET IT GO!!!
If you keep trying to help someone who won't even try to help themselves.

LET IT GO!!!
If you're feeling depressed and stressed.

LET IT GO!!!
If there is a particular situation that you are so used to handling yourself and God is saying : 'Take your hands off of it,' then you need to.

LET IT GO!!!
the Battle is the Lord's!

During the next 60 seconds, Stop whatever you are doing, and take this opportunity.
(Literally it is only ONE minute!)
All you have to do is the following:
You simply say 'The Lords Prayer' for the person that sent you this message:

The Lords Prayer
Our Father, who are in Heaven, Hallowed be Thy Name, Thy Kingdom Come, Thy Will be done, on Earth as it is in Heaven.
Give us this day, our daily bread and forgive us our trespasses as we forgive those who trespass against us.
And lead us not into temptation but deliver us from evil.
For Thine is the Kingdom, and the Power, and the Glory, forever.
Amen.

缘份就这么一次

2010-07-21T19:32:00.001+08:00

父子关系，这辈子只有这么一次！

港電臺知名主持人梁繼璋給兒子寫過一封信，這封信很快流傳於各大網站，很多父親看後感觸很深，我覺得不只給兒子，其實適合所有人看！

我兒：寫這備忘錄給你，基於三個原則：

（一）人生福禍無常，誰也不知可以活多久，有些事情還是早一點說好。

（二）我是你的父親，我不跟你說，沒有人會跟你說。

（三）這備忘錄記載的，都是我經過慘痛失敗得回來的體驗，可以為你的成長省回不少冤枉路。

以下，便是你在人生中要好好記住的事：

（一）對你不好的人，你不要太介懷，在你一生中，沒有人有義務要對你好，除了我和你媽媽。至於那些對你好的人，你除了要珍惜、感恩外，也請多防備一點。因為，每個人做每件事，總有一個原因。他對你好，未必真的是因為喜歡你，請你必須搞清楚，而不必太快將對方看作真朋友。

（二）沒有人是不可代替，沒有東西是必須擁有。看透了這一點，將來你身邊的人不再要你，或許失去了世間上最愛的一切時，也應該明白，這並不是什麼大不了的事。

（三）生命是短暫的，今日你還在浪費著生命，明日會發覺生命已遠離你了。因此，愈早珍惜生命，你享受生命的日子也愈多。與其盼望長壽，倒不如早點享受。

（四）世界上並沒有最愛這回事。愛情只是一種霎時的感覺，而這感覺絕對會隨時日、心境而改變。如果你的所謂最愛離開你，請耐心地等候一下，讓時日慢慢沖洗，讓心靈慢慢沉澱，你的苦就會慢慢淡化。不要過分憧憬愛情的美，不要過分誇大失戀的悲。

（五）雖然很多有成就的人士都沒有受過很多教育，但並不等於不用功讀書，就一定可以成功。你學到的知識，就是你擁有的武器。人，可以白手興家，但不可以手無寸鐵，謹記！

（六）我不會要求你供養我下半輩子，同樣地我也不會供養你的下半輩子，當你長大到可以獨立的時候，我的責任已經完結。以後，你要坐巴士還是Benz（賓士），吃魚翅還是粉絲，都要自己負責。

（七）你可以要求自己守信，但不能要求別人守信。你可以要求自己對人好，但不能期待人家對你好。你怎樣對人，並不代表人家就會怎樣對你。如果看不透這一點，你只會徒添不必要的煩惱。

（八）我買了十多二十年六合彩，還是一窮二白，連三獎也沒有中。這證明人要發達，還是要努力工作才可以，世界上並沒有免費午餐。

（九）親人只有一次的緣分，無論這輩子我和你會相處多久，也請好好珍惜共聚的時光。下輩子，無論愛與不愛，都不會再見。

NLP打破状态

2010-07-19T00:37:00.006+08:00

培训第24班管理服务运作的同学

NLP打破状态的意义是中断一个人当下的思绪，目的是把一个处在负面情绪中的人释放出来，这是NLP很高层次的功夫。举例说，一个失恋的人，正处在悲伤境界中，你想安慰他，可以问他说：失恋的人通常喜欢吃什么甜点？这么一来就可以在其“惊赫”你的问题之中，打破其悲伤的情绪！

NLP惯用的打破状态用语包括：
 　　
1. 问一些与之前事物完全无关的问题，例如：“现在几点了？” 　　

2. 指示事主注意一些无关的事物，例如：“这里附件有售卖包点的地方吗？”

3. 引导事主离开原来的位置，做一些不同的行为。例如：“帮我去倒杯水，可以吗？

尽管NLP前提假设指出：“内容不重要，进行过程才是重要。”换言之，说什么打破状态的话，其实一点也不重要，能不能让事主改变了内心状态这个效果才是重要！

但是，我观察到有很多初学者就常常犯下很多错误！如果教练错用技巧，则会很残忍地让事主再一次经历“痛苦”的煎熬！

但什么是失败的打破状态呢？让我举几个例子说明：

1. “你们通常在地方吵架”！
2. “如果你们没有分手，现在会干些什么？”
3. “你们常常吵架，但导致你们吵架的真正导火线，你知道是什么吗？”

正确地使用打破状态技巧可以把事主从“困境”中释放出来！

那什么时候应该做“打破状态”的最佳时机？ 　　

当NLP教练遇到下面的情况，便应该进行“打破状态”： 　
　
1. 事主陷入过份的情绪状态，以致教导不能继续。 　　

2. 教练想知道事主处于某个困境时所表现出的可观察征象，会引导事主进入该个状态。当事主已清楚掌握了那些征象，便应进行“打破状态”。 　　

3. 无论因为任何事，事主如果在离开辅导者之时表现出正处在负面情绪之中，教练都有责任进行“打破状态”。 　　

怎样的“打破”，才算正确呢？ 　　“打破状态”的做法很多，没有指定的说话或行为。总的来说，能使到受导者中断原来的负面思路、说话或行为，因而改变了内心状态，便算成功的“打破状态”。

使用“打破状态”时，也有一些值得注意的事项。教练必需观察事主的确已经从刚才的内心状态跳了出来，“打破状态”才算完结，否则，应继续直至有效果。此外，正确的打破状态还得结合沟通技巧,即配合声调、姿势、语气与情感的回应，才能取得好的效果！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

5 Dimensions of Learning - Part 2

2010-07-15T23:05:00.004+08:00

Cont from Part 1

Dimension 3: Extend and Refine Knowledge
Learning does not stop with acquiring and integrating knowledge. Learners develop in-depth understanding through the process of extending and refining their knowledge (e.g., by making new distinctions, clearing up misconceptions, and reaching conclusions.) They rigorously analyze what they have learned by applying reasoning processes that will help them extend and refine the information.

Some of the common reasoning processes used by learners to extend and refine their knowledge are the following:

Comparing
Classifying
Abstracting
Inductive reasoning
Deductive reasoning
Constructing support
Analyzing errors
Analyzing perspectives

Dimension 4: Use Knowledge Meaningfully
The most effective learning occurs when we use knowledge to perform meaningful tasks. For example, we might initially learn about tennis racquets by talking to a friend or reading a magazine article about them. We really learn about them, however, when we are trying to decide what kind of tennis racquet to buy. Making sure that students have the opportunity to use knowledge meaningfully is one of the most important parts of planning a unit of instruction.

In the Dimensions of Learning model, there are six reasoning processes around which tasks can be constructed to encourage the meaningful use of knowledge:

Decision making
Problem solving
Invention
Investigation
Experimental inquiry
Systems analysis

Dimension 5: Productive Habits of Mind
The most effective learners have developed powerful habits of mind that enable them to think critically, think creatively, and regulate their behavior. These mental habits are listed below:

Critical thinking:
Be accurate and seek accuracy
Be clear and seek clarity
Maintain an open mind
Restrain impulsivity
Take a position when the situation warrants it
Respond appropriately to others' feelings and level of knowledge

Creative thinking:
Persevere
Push the limits of your knowledge and abilities
Generate, trust, and maintain your own standards of evaluation
Generate new ways of viewing a situation that are outside the boundaries of standard conventions

Self-regulated thinking:
Monitor your own thinking
Plan appropriately
Identify and use necessary resources
Respond appropriately to feedback
Evaluate the effectiveness of your action

Well, I hope that by sharing the 5D learning model, we all could become smarter!

5 Dimensions of Learning - Part 1

2010-07-15T23:01:00.002+08:00

Can entreprenuership be learned?

5 Dimensions of Learning is a comprehensive model that uses what researchers and theorists know about learning to define the learning process. Its premise is that five types of thinking -- what we call the five dimensions of learning -- are essential to successful learning.

The framework was developed by Dr. Robert Marzano and others and is an extension of a research-based framework on cognition and learning in the US in 1988

The 5 Dimensions are:-

Dimension 1: Attitudes and Perceptions
Attitudes and perceptions affect students' ability to learn. For example, if students view the classroom as an unsafe and disorderly place, they will likely learn little there. Similarly, if students have negative attitudes about classroom tasks, they will probably put little effort into those tasks.

A key element of effective instruction, then, is helping students to establish positive attitudes and perceptions about the classroom and about learning.

Dimension 2: Acquire and Integrate Knowledge
Helping students acquire and integrate new knowledge is another important aspect of learning. When students are learning new information, they must be guided in relating the new knowledge to what they already know, organizing that information, and then making it part of their long-term memory. When students are acquiring new skills and processes, they must learn a model (or set of steps), then shape the skill or process to make it efficient and effective for them, and, finally, internalize or practice the skill or process so they can perform it easily.

行销6F策略

2010-07-08T16:58:00.002+08:00

与第23班的领导团队班的同学留影

要如何制定行销策略，公司才能享有竞争优势？

我想最关键的应该是消费者分析，对于企业家，企业主管而言，了解与掌握消费者的需要与消费模式是至关紧要的。

做为一个明智的行销人，我们得知道：

1) 消费者的需要是什么？
2) 消费者选择的基础是什么？
3) 消费者购买的过程是什么？
4) 保持消费者持久忠诚与竞争优势，企业应该采取什么？

这里，我想以行销6Fs来说明这一点：

Functions:产品与服务的功能，能否满足消费者实际、认知与情趣的需要？

Freedom:产品或服务能否让他们活得更轻松、更自由、更方便、更省心！

Finances:产品或服务如何加强他们的财务状况？

Face:产品如何加强他们的自尊。

Feeling:产品或服务如何使他们的自我感受更好；产品形象与服务素质，给予他们什么感受。

Future:产品或服务日后带给他们什么利益？　他们需要什么支援、满足了什么未来需求。

行销说穿了就是指争取顾客ABC(Attitude，Behaviour，Cognitive)的过程，换言之，谁更会掌握6Fs，谁就能胜出！

钟骏源
新加坡NLP培训师
www.zhongjunyuan.com

为何美国人不看世界杯？

2010-07-07T05:55:00.001+08:00

荷兰3比2把乌拉圭送回老家后，昂然杀入决赛！

　　到目前为止，关于南非世界杯的新闻，能出现在美国主流媒体的鲜明位置报道的，仅为美国队与英格兰队的比赛中出现裁判误判导致美国队一粒进球被判无效这一条新闻。很多人就会说，英式足球不合大部分美国人的胃口，那么世界杯当然就不受美国关注。

　　只是问题真就这么简单吗？为什么美国几十年前就开始如此致力于发展自己的体育赛事联盟，为什么每年三月NCAA大学篮球淘汰赛阶段可以让全美疯狂一个月，为什么一到橄榄球比赛就无论男女老少全民皆球迷？要知道不是美国运动员在国际赛场上表现差。游泳，田径和篮球这些奥运会的大项目，美国都是稳坐世界第一的，即便足球，美国也是世界杯每届不落地的常客。但是，美国人喜爱的体育赛事永远在美国本土，美国人的体育偶像从来都是美国人。从制造明星到培养观众，中间产生巨额经济效益，这就是一条完美的体育产业链。世界杯的产业链不在美国，所以美国人不看世界杯。

　　以FIFA（国际足联）发布的2003-2006年间的德国世界杯专项财务报表为例，按照世界杯足球赛事以四年为一届，构成的一个总财政年度内，德国世界杯产生的收入总计29.86亿瑞士法郎，折合美元约28.10亿；税后净利润四年合计8.16亿瑞士法郎，约美元7.68亿。

　　必须承认FIFA相当大程度上已经将足球的魅力商业化到极致。FIFA多年来做的事情，简单讲，就是在坚决掌控产业链的上下游的基础上（企业赞助和电视转播权），积极做宽中间环节，以全世界人民共享的名义，把蛋糕做大，利益均沾。而这个思路，和包括奥运会组委会、国际田联等国际性竞技体育官方组织的思路是基本一致。那么，问题就来了：第一，由于有国际性的赛事组委会坐镇主持，美国就必须与其他参赛国协商收入分配办法，也即不能掌握上游定价权；第二，由于赛事在不同举办地轮流举行，美国就不能系统开展后续商业开发和产品增值，于是失去下游的零售收入。因此，世界杯这样的赛事，在美国眼里成了一锤子买卖。

　　而且只需看看数字上的差距，就知道这是个可有可无的一锤子买卖。

　　美国四大职业联盟在经营思路上与FIFA大致相似，只是与其费时费力让全世界人民共享利润，不如将整条产业链全部搬到美国，所有利润留在美国本土。以影响力最大，经营状况最好的NFL(美国橄榄球职业联盟)为例，2008-2009赛季总收入60亿美元，净利润7.9亿美元。看看其他三大联盟 2008-2009赛季的情况。 NBA(美国篮球职业联盟) 总收入32亿美元，净利润3.18亿美元；MLB(美国棒球职业联盟)总收入62亿美元，净利润5.01亿美元。即便是四大联盟中相对最弱小的NHL(美国冰球职业联盟)，赛季总收入也达到24亿美元，净利润1.41亿美元。除了冰球，其他三大联盟的年收入都超过德国世界杯运作四年的总收入；NFL橄榄球一个联盟一年的净利润就几乎与德国世界杯四年赚到的净利润持平。

　　由于FIFA的营业额绝大多数是自留或者用于筹备下一届运动会的，与本届主办国无关，所以世界杯主办国（同理于奥运会主办国）的收入主要来自于期间外国游客涌入所带来的旅游收入以及部分广告收入。这项收入不具备可持续性，而且举办赛事所带来的巨额开支容易造成短期内固定设施过量建设，政府大量背负债务，从而加重未来的税收，使得本国普通居民不仅无法分享体育带来的快乐，反而加重经济负担。相比之下，美国致力于发展本国职业联盟赛事，不仅将广告收入、电视转播收入、门票收入和企业赞助全部留在本土（经济效益美国境内实现，增加永久性就业机会并可以带动体育周边产业发展），同时造就了美国独有的体育文化。这种文化伴随着NBA等联盟的商业推广，逐步将影响力扩大到中国等其他国家，在获得商业回报的同时，宣传了美国的文化理念。

　　我想说到这里，国人应该可以发现问题所在了。你发现没有，所谓“一到世界杯期间，男人之间谈话，若不懂世界杯会被人嘲笑不入流”的说法，很荒谬。即便你把巴西队的战术剖析到骨髓，你把意大利队球星捧上天，你是在对另外一个国家的GDP做贡献。当然世界人民友谊万岁我不反对，但是回过头来发现中国还剩什么。中国足球超级联赛已经快被遗弃了，CBA（中国篮球联盟）本来就长不大，现在更加被NBA吹的东倒西歪。国球的乒超联赛，真的有很有多人看吗？

　　美国对世界杯的态度无所谓对错，但是却可以影射出中国目前整个体育产业的畸形。反过来讲，中国人热衷于世界杯的根本原因，在于本国没有足够强大影响力的体育赛事与之抗衡。如同汽车年销售量超过1000万辆无法证明中国是汽车强国一样，奥运金牌总数第一也同样无法证明体育强国。一个真正的体育强国，需要具有完善的、盈利能力强的、并且具有全球影响力的赛事联盟，既能做到藏富于民，又能增加这个国家的凝聚力。

　　（转自：21世纪网，作者：张思韡）

创业失败9因/厦门创业论坛1

2010-07-03T22:11:00.002+08:00

今天在厦门创业论坛上发言

创业者为什么会失败，在新加坡每年有近30000万家企业倒闭，在中国每天倒闭的企业高达3000家。这些企业为什么会失败？它们的失败可归纳为下列9点：

1、资金短绌。
创业者低估了财务上的需要，在营运或生产上也无法有效运用资金，因此难以创造盈余。没有考虑到流动资金的重要性，在没有足够的流动资金的前提下就贸然创业。如果创业者在创业时没有充足的流动资金以维持半年以上的运作，最好不要轻易去创业。

2、市场资讯不足。
不了解潜在市场的需求量，错估占有率，对销售渠道和竞争对手的情况了解不清等。

3、不良产品太多或不良周转。
由于不良产品太多，成本和损耗都过大，加上缺乏知名度，导致产品滞销，造成库存囤积。

4、错误的策略。
不当的企业价值观、无效的经营管理及销售策略、这包括创业理念与竞争策略的错误，由于这些策略关系到一个企业的生死存亡。

5、产品淘汰率太快速。
如果产品的生命周期太短，又或者生产出来的产品不合潮流，产品面世不久就遭到淘汰命运。

6、管理不当。  创业者管理经验，得在错误中学习，耗费了公司的许多资源，无法建立一套合理与有效率的制度。用人不当，造成不必要的内耗；财务漏洞，让员工有损公肥私的机会；不重视安全生产，造成伤亡事故等。

 7、在不恰当的时机创业。  例如，冬天开空调机专卖店，受到产品淡季因素的影响，可能使你的创业生涯招致挫折。或者是创业不久就受到国家、地方新颁布的行业管理条例所限制，无法经营。  　　

8、不了解国家规定。一些行业是不能由私营业主经营的，也有一些行业原先允许经营，因政策改变或受停业整顿而受影响。

9、模糊的创业动机与使命，模糊的使命意味着欠缺明确的咪表，这么一来创业就不知道自己为什么去奋斗。

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com
 　　

你适合创业吗？厦门创业论坛2

2010-07-03T21:13:00.002+08:00

参与者聚精会神地听讲

是不是每个人都适合创业？

今天早上受邀在厦门创业论坛上发表演讲时，我明确表明答案是否定的，有些人是不适合创业的。

现在在这里分享第一部分内容－成功创业者需有9能：

1.能吃苦(能挨过生理、精神、心灵的冬天!)

2.能坚持(能坚守着目标，永不言弃!)

3.能耐烦(能忍受不断的麻烦，乐于处理琐碎小事!)

4.能见义忘利

5.能装傻(不斤斤计较，愿意吃点小亏!)

6.能成全(乐意把最好的奉献给顾客!)

7.能敬业(才能精益求精!)

8.能讨人喜欢(顾客/贵人才多!)

9.能自知(能平衡机会、资源与实力!)

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

品质管理

2010-06-30T00:16:00.002+08:00

随着政府最近的大力提倡，品质管理又被企业届重视了。那什么叫品质？我现在把四大名师的定义列出：

朱兰的定义：

品质管理是指所制定的品质规格，及为使产品的品质达到所制定的品质规格的所用的一切方法。统计品质管理即在品质管理中以统计方法为工具。

费根堡姆的定义：

综合（全面）品质管理是组织机构内（厂内或公司内）各部门对有关品质发展、品质保持、品质改进的各项努力，综合成为一个有效组织，以便使其能在最经济的水准下，生产一种使顾客完全满意的产品。

戴明的定义:

统计品质管理是生产各阶段里，都应用的统计方法，使其能经济地产出用途最广、销路最好的产品。

石川磬的定义：

新的品质管理是致力于开发、设计、生产、销售及服务，而使产品成为最经济最有用途又能使顾客十分愿意去购买的东西。

中国队勇夺世界杯

2010-06-28T22:51:00.000+08:00

中国国足

(转)《中国队勇夺世界杯》是2006年7月12日一名名叫“猫少爷”的网友制作的恶搞短片，片长18分48秒，内容幻想中国队意外进入德国世界杯，施展各种手段，最终取得世界杯冠军的事。短片在大陆知名视频网站“土豆网”发布后，点击量超过515万。
　　
世界杯比赛前，由于塞尔维亚和黑山突然宣布分裂，国际足联开会决定剔除塞黑，由世界上球迷最多的国家顶替，名额恰巧来到中国。举国上下一片欢腾，中国足协决定由“成世铎”（成龙+阎世铎）组队，进军世界杯。成世铎从全国各个酒吧，洗浴中心，赌场，公安局找来了参赛队员，凑齐了一支历史上最强大的中国队，江湖人称他们“梦游之队”。却被告知中国对被分入“死亡之组”（荷兰，阿根廷，科特迪瓦）。

与荷兰队的比赛，中国队以0：14告负。。而与阿根廷的比赛，中国队排出前所未有的10：0：0阵型，在补时阶段，郝海东射门，球被对方守门员扑出，此时地震突发，球滚入球门，中国队以1：0取胜。由于中国队战胜了夺冠大热门阿根廷队，造成世界各地赌场大面积倒闭，很多人赔得血本无归，一丝不挂。与科特迪瓦的比赛，则是一名狂热女球迷裸身进入球场，帮中国队踢进一球，由此，中国队进入十六强，迎战葡萄牙队。

该场比赛的获胜源自李铁的脚发失误，误打误撞进了球。其后，便是与德国队开战，中国队事先买通了裁判墨索里尼，以1：0淘汰德国队。在准决赛中，中国的对手是日本，中国队上下一心，用八年时间战胜了日本。决赛中，中国队迎战巴西队。李毅一个护球长达89分钟，结果因郝海东体力不支倒在禁区内，为中国队换来点球，最终以1：0获得世界杯冠军。
　　
恶搞细节

片中有多出细节暗示现实中中国队球员的各种丑闻，比如进赌场，嫖娼，酗酒，比赛作假等。但这种现象在其他国家球员也屡见不鲜，这只能解释为中国球迷对球员的不信任。片中有对李宇春的戏谑，即短片中，李宇春演唱“好汉歌”。片中有对赵忠祥的戏谑，片中中国与德国交战之前，赵忠祥说的那句“我觉得挺紧的、挺紧的、挺紧的！”，源自赵忠祥与饶颖的电话录音最后一句“你那个小屄又挺紧的” 在中国队战胜日本队后，小泉纯一郎接受采访，认为失败事出有因，是比赛前找了“小姐”。该段来自于网上流传已久的关于“日军”、“自卫军（自慰军）”、“日本人”的来历的笑话。郝海东最后的点球解说模仿自黄健翔的解说。

MBTI和团队管理

2010-06-28T18:51:00.000+08:00

Knowing individual preferred roles is crucial in team building!

Any personality type can undertake any team role. However, there is a strong link between the two models, based on the theory of Carl Jung. Both models and questionnaires are concerned with the Jungian functions or function-attitudes. The differences are:

▪ The MBTI indicates which Jungian function-attitudes are preferred. (Everyone uses all the Jungian-functions, no matter what their preferences.)
▪ The MTR-i indicates which Jungian function-attitudes are primarily being used at present. (Irrespective of which function-attitudes are currently being used, one's underlying preference may be different.)

The table below identifies the theoretical correspondence between personality type and team role, and the Jungian function attitudes that provide the link.

MBTI types/Function-attitude preferred

ESFJ/ENFJ(Fe):Coach
ISFP/INFP(Fi):Crusader
ENTP/ENFP(Ne):Explorer
INTJ/INFJ(Ni):Innovator
ESFP/ESTP(Se):Sculptor
ISTJ/ISFJ(Si):Curator
ESTJ/ENTJ(Te):Conductor
ISTP/INTP(Ti):Scientist

Hence, if you wanna build an effective team, it will be important for the team leaders to deploy the right person in the right position according to his or her natural preference instead of considering the usual qualification alone.

钟骏源
新加坡NLP培训导师
www.zhongjuyuan.com

世界杯被谁贴上可耻标签

2010-06-28T07:05:00.003+08:00

英格兰旧伤未愈，又添新痛！

　　
(新浪体育讯)世界杯进入1/8决赛的第二比赛日，德国、英格兰、阿根廷三大豪门登场，但在两场人们原本预期精彩的对决后，两位胜利者意外成为配角，门线、越位、裁判……这些本来只能在角落里找到的字眼却充斥媒体版面，世界杯在6月27日彻底变味。

德国和阿根廷的球迷为胜利欢庆，但嘴里难免有点怪味，4比1、3比1，这些本来酣畅淋漓的比分，却因为误判的存在抹上了污点，这就像2009年夺取欧冠称霸世界的巴塞罗那，要给他们添堵只需说出那个名字：切尔西……

兰帕德的吊射越过门线几乎有一码、梅西挑传时特维斯的位置像是给墨西哥守大门的，这样两个可以用“米”来衡量差距的误判，居然在同一天出现在世界杯1/8决赛这样重要的比赛中，而且都是影响了比赛走势的关键判罚，巧合得实在有些匪夷所思了。

以比赛的过程论，德国和阿根廷都是当之无愧的胜利者，英格兰的防线一塌糊涂、墨西哥后卫紧张得失误不断，德阿都在踢占据优势的上风球。有人说：即使英格兰那球算进了、追成2比2了，德国照样能赢下来……有人说：即使特维斯的越位球吹掉了，接下来阿根廷进球也只是时间问题----可也有人说：兰帕德那球要进了，英格兰气势就会不一样、打法就会不一样、过程和结果也会不一样；阿根廷要不是靠越位那么快进球，谁知道他们是否会越打越急……两种说法，其实都是建立在虚无空气之上的可笑假设，谁又能说服的了谁？套用圈内人最常说的话：足球场上没有如果，也没人能预料会发生什么，因此我们只能尊重事实，而事实是，德国和阿根廷都因误判得利了。

德国主帅勒夫赛后夸赞球队打得好，反击势如破竹，配得上胜利；阿根廷主帅马拉多纳也对特维斯等人赞不绝口，是的，他们踢得确实比对手更好，配得上这样的称赞，但德国和阿根廷两队从上到下没有一个人可以在今晚说：我们是在公平对等的条件下击败对手的，今晚不会，以后无论何时回顾这两场比赛，这样的话他们都说不出口。

这不是德国人和阿根廷人的错，胜利者不能畅快淋漓、失败者不能坦然离开，这到底是谁的错？或许这根本就不是错？因为在国际足联眼里，这是“缺憾美”，这是人性的一面，这是足球不可分割的一部分。“你不可能拥有一届判罚零失误的世界杯，”布拉特说，“球迷们喜欢议论比赛中的事件，而这是足球运动的人性一面。”贝肯鲍尔也说：“没有误判就没有像上帝之手那样的传奇……”

于是，南非世界杯成为了一届“传奇”的大赛，你还能数出有比这届更多误判的世界杯吗？瑞士对西班牙的进球是越位、乌拉圭对南非得到点球前越位在先、墨西哥对法国的第一球有越位嫌疑、阿根廷打韩国伊瓜因的第二球是越位、德国负塞尔维亚克洛斯的红牌判罚尺度令人质疑、而卡希尔对德国的红牌一样不存在、澳大利亚科威尔对加纳时的手球加红牌过于严厉、卡卡对科特迪瓦的第二黄受了对手表演的害、法国古尔库夫对南非时的红牌过于严厉，而美国邓普西的相同动作连黄牌都没吃、美国队小组赛连续两场好球被吹掉、智利的埃斯特拉达对西班牙时莫名吃到第二张黄牌、进入1/8决赛，人们又看到了越过门线一码的球不算进和越位两米的进球面对质疑挺立不倒……

这不是什么传奇，这是耻辱，如果国际足联的裁判们继续这样吹下去，这届世界杯可以提前宣布为一个耻辱，若干年后回想南非，人们脑海里浮现的会是裁判们一声声愚蠢的哨音，相伴的背景声是“呜呜祖啦”苍蝇般在起哄。

国际足联本可再做些什么，来阻止世界杯沦为裁判的肥皂剧，但布拉特们总以缺憾美为借口，一次次坐视闹剧上演。“国际足联不对球场上裁判的任何决定作评论……”英德之战后，FIFA的标准官腔又出现了，下次也许又会提到“误判是传奇”和“人性的一面”，可在这一论调每每抛出的同时，一些更重要的东西已被抛到了一边，体育和足球运动的主旨是公平竞赛，是印在国际足联旗帜上的“Fair play”，但当你回顾2010年6月27日那两场世界杯1/8决赛前的入场仪式，也许会发现旗子上的字眼已经变得模糊不清。

按：其实这就是足球！给予我们痛、遗憾与愤怒！让我们“不自觉”地愿意追下去看沉冤得雪，但老天有天真会主持公道乎！

(李普利)

MBTI的来源 1

2010-06-27T18:28:00.004+08:00

培训天磊语言学校的老师

人的性格倾向，就象分别使用自己的两只手写字一样，都可以写出来，但惯用的那只写出的会比另一只更好。MBTI是根据荣格的心理类型理论著成，目前已经成为权威的性格测试。它是一种迫选型、自我报告式的性格评估测试，用以衡量和描述人们在获取信息、作出决策、对待生活等方面的心理活动规律和性格类型。
　　
MBTI人格理论的基础是瑞士心理学家卡尔·荣格先生关于分析心理学说，后由美国的心理学家Katharine Cook Briggs 与Isabel Briggs Myers研究并加以发展。
　　
Katherine Cook Briggs (1875-1968) 和她的心理学家女儿Isabel Briggs Myers根据瑞士著名的心理分析学家Carl G. Jung (荣格)的心理类型理论和她们对于人类性格差异的长期观察和研究而著成。经过了长达50多年的研究和发展，MBTI已经成为了当今全球最为著名和权威的性格测试。
　　
这种理论可以帮助解释为什么不同的人对不同的事物感兴趣、善长不同的工作、并且有时不能互相理解。这个工具已经在世界上运用了将近30年的时间，夫妻利用它增进融洽、老师学生利用它提高学习、授课效率，青年人利用它选择职业，组织利用它改善人际关系、团队沟通、组织建设、组织诊断等多个方面。在世界五百强中，有80%的企业有MBTI的应用经验。
　　
MBTI主要应用于职业发展、职业咨询、团队建议、婚姻教育等方面，是目前国际上应用较广的人才甄别工具。
　　
人的性格倾向，就象分别使用自己的两只手写字一样，都可以写出来，但惯用的那只写出的会比另一只更好。每个人都会沿着自己所属的类型发展出个人行为、技巧和态度，而每一种也都存在着自己的潜能和潜在的盲点。本次测试主要探讨各种性格类型与相关职业的匹配程度。
　　
MBTI倾向显示了人与人之间的差异，而这些差异产生于：

　　– 他们把注意力集中在何处，从哪里获得动力（外向、内向）
　　– 他们获取信息的方式（实感、直觉）
　　– 他们做决定的方法（思维、情感）
　　– 他们对外在世界如何取向；通过认知的过程或判断的过程（判断、知觉）
　　
用字母代表如下：

　　精力支配：外向 E — 内向 I
　　认识世界：实感 S — 直觉 N
　　判断事物：思维 T — 情感 F
　　生活态度：判断 J — 知觉 P
　　
其中两两组合，可以组合成16种人格类型。

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

姓氏追溯1

2010-06-27T14:58:00.002+08:00

你知道自己姓氏的来源吗？

昨天参加了一个讲座，了解到钟姓为中国第56大姓，分布很广，以广东、江西、四川、广西、湖南、浙江居多。

百家姓追溯－《钟》一、出自子姓。《元和姓纂》记载：“钟：微子之后。桓公曾孙伯宗，仕晋，生州犁。仕楚，食采钟离，因氏焉。子孙或姓钟氏。”《通志》记载：“钟氏，晋伯宗之后。伯宗，晋之贤者也。为郗氏所谮(音怎)，被杀。子伯州犁奔楚，邑于钟离，今濠州也。子孙以邑为氏。或言钟，或言钟离。”

根据上述史料可知，西周初年，商汤裔孙微子启受封于宋(今河南省商丘市区南)，建宋国，数传至宋桓公时，有子名敖，任职于晋国。后来，敖孙伯宗任晋国大夫，因忠直敢谏而得罪于执政的郗氏，被杀。伯宗子州犁出奔楚国，仕于楚，官至太宰，食采于钟离(今安徽省蚌阜一带)，子孙后代以邑为氏，姓复姓钟离。秦朝末年，其裔孙钟离昧随项羽起兵反秦，为名将。项羽失败后，他遭刘邦追杀，自刎而死，两个儿子被发配，次子钟离接为避父难，迁居颖川长社(今河南省长葛县)，改单姓为钟氏，史称钟接，世代沿袭为钟氏，这是钟氏的主要来源。

复姓钟离与单姓钟氏本一家人。当今大多数钟氏和复姓钟离人所尊奉钟接（钟离接）为始祖。二、出自嬴姓。少昊氏之后有钟裔国（今山东临沂），嬴姓。西周初灭国，后与同族徐、淮夷南迁安徽凤阳，春秋时成为楚国的附庸。公元前518年被吴所灭，其子孙便以国为氏，有称钟离姓，有称钟姓。

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

都是球惹的祸

2010-06-25T15:07:00.000+08:00

都是球惹的祸！

想谈的不是世界杯使到不少女人成为足球寡妇，而是本届用“球“如何使很多名将望”门“兴叹！

1954年的平均进球数为5.4，1990年的进球数为2.2，2002年为2.5，2006年为2.3。1998年世界杯第一轮比赛进球37个；2002年世界杯第一轮比赛收获了46个进球；2006年世界杯第一轮比赛进球达到39个，至于本届世界杯，只有25个，平均为1.56。

至于32队首圈三轮比赛下来，总进球数为107，平均为2.2，略低于2006年，事实上，要不是有朝鲜错用策略，本届肯定还会再低！我统计了前三届的数据，1998年，首圈进球数为170; 2002年为158；2006年为144。

进球少是什么原因？是水平接近？球星不多？地理条件？还是本届的新用球！

事实上，很多人都认为是足球质量太差造成的。之前人们以为足球质量差只会给守门员造成麻烦，没想到是外场队员觉得球难以控制。

关于足球质量的抱怨并没有具体的数据，不过已经有好几名球员抱怨球飞起来缺少下降的弧度，而且观察也显示，很多球不是踢高了就是踢远了。不过球踢不好就找借口、怀疑球有问题很容易，况且这么多球员都是耐克或彪马的代言，他们并不缺乏动机大肆批评阿迪达斯生产的足球。不过话又说回来，就连阿迪达斯的海报明星梅西都抱怨很难踢出弧线，就说明球的问题真的值得注意了。

第二个原因与南非的海拔有关(NLP中所谓的环境因素)——空气稀薄就意味着空气中的分子少，产生的摩擦也就小，球在空中的旋转就会减少，这也就解释了很多射门踢得过高、过远。海拨高对球员还有体力恢复慢的影响，对猛攻型球队而言，一不小心就会因体力不济而吃暗亏！韩国对乌拉圭下半场猛攻20分钟后，终于使后方出现漏洞，以致乌拉圭在角球开出后，有机可乘，以2比1气走韩国！

目前为止，最出色的表现来自德国队，他们以4:0战胜了澳大利亚；德国队成绩好可能与比赛地点的海拔有关——德班的海拔与海平面持平。
根据Opta公司提供的数据，只有33.44%的射门命中目标，这和上个赛季的英超、欧冠以及2006年世界杯的命中率相比，下降了十个百分点左右。换言之，这是球惹的祸。

此外，我觉得异常吵杂的球赛现场也是影响比赛的关键因素。从NLP角度来看，它对听觉型的球员影响最大，换言之，对内对型的球员影响最少，所以冷静型的球员在本届比赛中表现将会更好。情绪受到影响，使不少水平高的球员一瞬之间“变成”普通球员，使本届比赛水平打起来接近！影响球员情绪最大的离不开呜呜祖啦(Vuvuzela)的噪声，其分贝可高达120。噪音不只是影响听力而己，它会引起影响球员的神经系统，使人急躁、易怒，情绪不安，造成疲倦。

这些都是本届世界杯众多的“变”引起的。但人总会进步，总会适应改变。只有这样，才会一届比一届好！

管理学常说，Don't change the winning formula，但管理大师不也说：要精益求精吗，不变又怎知道改变是不好的！看来世界杯也会引发两种管理学立场之争，我的看法是，谁对谁错，从结果就能知道，能结合情境，集结资源，发挥优势的球队就能获胜，这就是管理学中的精华－竞争理论，哈哈！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

MBTI和张飞

2010-06-23T00:38:00.001+08:00

现代企业主管应以张飞的悲剧为教训，学习正确的用人之道！

SP型的张飞是怎么死的？

在阆中镇守的张飞，闻知关公被害，伤心痛哭。诸位将领以酒劝解，张飞酒醉后，怒气更大。帐上帐下，只要有过失士兵就鞭打他们，以至于多有被鞭打至死的。

有一天，张飞下令军中，限三日内制办白旗白甲，三军挂孝伐吴。次日，帐下两员末将范疆、张达，入帐向他禀告：“白旗白甲，一时无法备齐，须宽限几日才以。”

张飞一听大怒，喝道：“我急着想报仇，恨不得明日便到逆贼之境，你们怎么敢违抗我作为将帅的命令！”说完就让武士把二人绑在树上，在两人背上各鞭打五十下。

打完之后，用手指着二人说：“明天一定要全部完备！如果违了期限，就杀你们！”

二人回到营中商议。范疆说：“今日受了刑责，让我们怎么能够筹办？这个人性暴如火，如果明天置办不齐，你我都会被杀啊！”张达说：“与其让他杀我们，不如我们杀他！”

范疆说：“只怕我们没有办法走近他。”张达说：“我两个如果不应当死，那么他就醉在床上，如果应当死，那么他就不醉好了。”

谁料，张飞这天夜里又喝得大醉，卧在帐中。范、张二人探知消息，各怀利刀密入帐中把张飞给杀了。

如果历史给张飞一个机会上我的MBTI的课，他能避过这一劫吗？我想是有机会的，首先，他得安排ISTJ配合ESTJ型的人为他守营，一静一动的SJ配搭是最完美的。SJ型的人能坚守岗位，坚守流程。此外，如果能配个(极度忠诚型的)INFJ或INFP的贴身侍卫，那就更万无一失了。

做为一员战将，张飞没死在战场上，而死在暗杀实在是一种耻辱。做为蜀国的骠骑将军，张飞率领可是蜀军骑兵的精锐，我相信当中不少是SP型的士兵，可惜，张飞在管理SP型的人才时犯上致命的毛病，以致丧命！现代企业主管应以此为鉴！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

考试复习法

2010-06-14T00:29:00.001+08:00

分段与多重记忆是考试复习与强化记忆的好方法

考试要到咯！该如何复习和强化自己的记忆呢？这里我给大家提供衣点建议：

第一是考试常用的复习方法：

(1)尝试回忆法。即在复习时，先把钟老师讲过的内容在头脑中回忆一遍，然后再打开书或笔记本进行对照，对回忆模糊不清或根本回忆不起来的知识再有针对性地进行复习，这样做不仅可以强化记忆，而且能够逐步养成积极思考的习惯。

(2)要点法。即是在复习过程中，寻求知识中的要点，然后把重点词、每段的关键句、承上启下的过渡句等用醒目的颜色标上记号，使这些词句作为记忆的支撑点，抓住几个关键词句，如5C广告法、五大消费决策等，这么一来，也就抓住了整章的内容。

(3)比较法。即找出各科知识间的特点和共同点，通过同中求异或异中求同来强化复习效果。

至于如何强化记忆则有七种方法，这七种方法如下：

1.注意集中。记忆时只要聚精会神、专心致志。

2.兴趣浓厚。对学习材料产生兴趣，否则即使花再多时间，也难以记下。

3.理解记忆。理解是记忆的基础，只有理解的东西才能记的牢、记得久。仅靠死记硬背，则不容易记住。

4. 经常回忆。学习时，不断进行尝试回忆，可使记忆错误得到纠正，遗漏得到弥补，使学习内容难点记的更牢。闲暇时经常回忆过去识记的对象，也能避免遗忘。

5.读、想、视、听相结合。可以同时利用语言功能和视听觉器官的功能，来强化记忆，提高记忆效率，比单一默读效果好的多。

6.运用多种记忆手段。根据情况，灵活运用分类记忆、特点记忆、谐音记忆、争论记忆、联想记忆、趣味记忆、图表记忆、缩短记忆及编提纲、做笔记、卡片等记忆方法，均能增强记忆力。

7.掌握最佳记忆时间。一般来说，上午9～11时，下午3～4时，晚上7～10时，为最佳记忆时间。利用上述时间记忆难记的学习材料，效果较好。

总之，一定要乘早准备，分段进行并反复多重的记忆，这么以来你们一定可以好好地上路赶考！

学习输得起

2010-06-06T20:44:00.003+08:00

学习输得起，才是真正的冠军

第50届世乒赛，女团决赛中国队1-3不敌新加坡，在新中两地引起不少震憾！

这场在莫斯科举行的女团决赛，我有幸在常州观看了现场直播。首场冯天薇3-2击败丁宁，第二场王越古3－1力挫刘诗雯，第三场孙蓓蓓3－1不敌郭焱，让中国队追成2比1。但在第四场比赛中，冯天薇经过苦战后以3-2拿下刘诗雯，粉碎中国队的九连冠美梦，这是自1991年以来中国首次丢掉考比伦杯。

据《联合早报》报道，冯天薇在帮助新加坡队夺冠后，接受受访时的一句－以身为新加坡人而感到骄傲的谈话，却在中国引起了许多人的不满。不少人还把她当成第二个小山智丽。

冯天薇当时受访时说：这一切让我以身为新加坡人而感到骄傲和自豪。我的技术水平在这几年里获得显著的提高，而且也已适应了这里的生活。我很高兴能融入这里的环境

她也说，“来新加坡的这三年，是我人生中最精彩的岁月。我刚开始只想着代表新加坡参加国际赛，之后有机会参加奥运会，并协助女队重温奖牌梦。如今，我与队友为新加坡创造历史性的突破。

网上评论有27。6%的网民表示愤怒， 22.4%表示不舒服，但是也有26.2%表示支持冯天薇。

中国国内的群情激愤，是可以理解的，因为在那段期间中国四女队（足球、排球、羽球、乒乓球）在比赛中全都输掉锦标。由于当时，我就在国内，因此也看到了不少批评中国女队教练领军无方的节目。

但骂归骂，冯天薇的迅速崛起，中国队是不可能不知道的。中国队是不是有些骄兵心态，以致布阵失误呢？据报道，中国教教在赛后就曾称赞新队教练排阵得法。

至于，对于已入籍新加坡的冯天薇，有这么大的反应合乎情理吗？事实上，早在春秋战国时代，就开始流行“雇佣军”制，不少能人贤士都在异乡圆梦，为欣赏其才华、给予其舞台的主公卖命，因此，现代版的冯天薇根本不值一提，更何况冯天薇只是一位弃将。

在2008年欧洲杯赛中，荷兰人希丁克带领俄罗斯灭了自己的祖国荷兰队，也无人批评他，在欧洲足坛上这类例子太多了！

是中国人气度不够，是嫉妒，还是输不起！唯有批评者自己知晓。其实在这段期间，中国也恰巧在播放《新三国》剧集。其中曹操在赤壁失败之后，狼狈地逃回南郡与许褚的谈话很值得我们学习。曹操说：世界上没有常胜的将军，失败能让人们知道如何争取胜利。这翻话说得多好！

中国队这次在少了王楠、张怡宁助阵下，虽然输了锦标，但是却练出了新一代的战将。尤其是现年只有19岁，世界已排名第一的刘诗雯，将是受益最多者。这场失利相信将能使她更成熟，更懂得如何驾驭与调控自己的情绪与心态。

反观，新加坡队，我们虽然是赢了，但我们仍然的再创高峰，再与天公试比高，否则，我们就无法维持我们的优势。

话说回头，一个输不起，不懂得在失败之后不善于检讨过失者，是无法成为真正的冠军！真正的冠军懂得珍惜失败的泪水，只有这样才能换来成功的泪光！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

MacMillan Matrix

2010-05-22T00:57:00.004+08:00

What is the MacMillan Matrix?

This strategy grid, developed by Dr. Ian MacMillan, is specifically designed to assist nonprofit organizations to formulate organizational strategies. There are three assumptions underlying this approach: the need for resources is essentially competitive and all agencies wanting to survive must acknowledge this dynamic given that resources are scarce, there is no room for direct duplication of services to a single constituency -- this is wasteful and inefficient mediocre or low quality service to a large client population is less preferable to delivering higher quality services to a more focused population.

These assumptions have implications that are difficult and painful for many organizations and individuals. It might mean terminating some programs to improve core services and competencies, giving programs and clients to more efficient, effective agencies, or competing aggressively with those programs that are less effective or efficient.

MacMillan's matrix examines four program dimensions that guide placement on the strategy grid and indicate implied strategies. Alignment with Mission Statement: Services or programs that are not in alignment with the organizational mission, unable to draw on existing organizational skills or knowledge, unable to share resources, and/or unable to coordinate activities across programs should be divested.

Competitive Position: Competitive position addresses the degree to which the organization has a stronger capability and potential to fund the program and serve the client base than the competitive agencies.
Program Attractiveness: Program attractiveness is the complexity associated with managing a program. Programs that have low client resistance, a growing client base, easy exit barriers, and stable financial resources are considered simple or "easy to administer." The level of program attractiveness also includes an economic perspective or a review of current and future resource investments.

Alternative Coverage: Alternative coverage is the number of other organizations attempting to deliver or succeeding in delivering a similar program in the same region to similar constituents.

The MacMillan Matrix provides ten cells in which to place programs that have been reviewed in terms of these four dimensions. Each cell is assigned a strategy that directs the future of the program (s) listed in the cell (e.g., aggressive competition, joint venture, orderly divestment, etc.). One cell of the matrix, "Soul of the Agency," requires additional explanation. These are the difficult programs for which the organization is often the clients' "last, best hope." Management must find ways to use the programs in other cells to develop, piggyback, subsidize, leverage, promote, or otherwise support the programs in this category.

行销－运筹帷幄的关键

2010-05-17T22:06:00.000+08:00

参与培训的同学掌握了运筹帷幄的关键！

行销计划是企业经营优劣的关键，然而有很多企业却忽视行销计划的功能。

行销计划究竟能给企业带来什么贡献呢？行销计划通过计划的形式设定明确的行销目标，避免了企业经营的盲目性和随意性。通过计划管理，企业能够通过事先的预测和分析，制定出可行性方案，从容面对经营中遇到困难与挑战，例如：盈利与成本、价格波动、供求失衡、人员部署、生产与传播等课题。

“凡事预则立，不预则废”，正是对计划最佳的阐释。在管理的四大职能中，计划是首要职能，计划工作是管理的其他职能有效履行的先决条件。工作计划制定和执行的好坏，在某种程度上还可能会决定着企业的兴衰存亡。

因此，制定健全有效的行销计划，能够预测将会出现的问题，提高员工的工作效率，减少不必要的浪费和损失。对于管理者而言，计划能够设定明确的目标，合理调配组织中的资源，使企业的各项活动有条不紊地进行，从而实现企业的稳步健康发展。

行销计划的重要性可以概括如下：

第一，行销计划可以预测将会出现的问题，事前准备应急计划，这么一来，当某些事件发生了，企业主管就不会在问题出现时手忙脚乱。 

弟二，有效的计划有助于设立各种具体目标，这不仅能指明企业的未来发展方向，形成一种共同的方向感，也有助于激励管理团队，建立共同价值观。

第三，有效的计划能让企业主管更好地规划资源的运用与投放，主管可根据企业发展目标，把资源投放在高增长行业，减少低增长行业浪费宝贵的资源，从而强化企业的竞争力。

第四，计划是一种“催化”其他管理职能的先决条件，企业高层拟定的目标，不仅可协调个别部门的计划，也可对其他部门起着监督作用，察看部门间的协作效率与是否充分理解和企业未来的前进方向。

古语云：“凡事预则立，不预则废”，正是对计划重要性的阐释。

行销计划组成部分有不少格式，但一般内容都包含七个部分：

当前状况分析
机会和问题分析
目标制定
行销组合战略
行动方案
预算
监控

第一，当前状况分析－计划的这部分内容是提供关于市场容量、产品、竞争、分销渠道和宏观环境的背景资料及明确的分析。　　　　

市场状况主要说明市场的规模，发展趋势，包括可能的细分市场。企业在市场及备细分市场近几年的总销售量情况，顾客需求特点，购买行为模式及影响因素。产品状况：列出前一主要产品过去几年的销售额，价格。竞争状况：主要竞争对手。各个竞争对手的规模、目标、市场份额、产品质量、营销战略及其它主要特征，分析它的未来的行为相战略意图。

分销渠道则解释产品在各个分销渠道上的销售量及重要性。说明各中间商力量上的变化以及激励他们的必要采取的措施。宏观环境状况：主要说明宏观环境的变化趋势--人口的、经济的、技术的、政治法律的、社会文化的--它们都对购买力和购买行为有着联系。　　　　

第二，机会和问题分析－这部份主要指出在计划期内对产品、公司所面临的主要的机会与威胁，优势与劣势等问题进行分析所。SWOT分析探讨企业的优势与劣势。机会则指营销环境中存在着的对公司产品销售的有利因素; “威胁”是指在营销环境中对产品销售的不利因素。SWOT探讨这些因素的原因是为了能协助企业主管制定一些可能采取的措施。

第三，目标制定－企业主管在这里可提出明确的目标，如：企业准备开展以市场、顾客、整合或产品导向的目标。订立好的目标是艺术与科学的最佳结晶，它不仅得具备挑战现在的标准，又的起到激励鼓舞的作业。

第四，行销组合战略－行销组合战略是一个企业达到目标的方法，它包括：目标市场，市场定位，产品、定价、促销、服务、配销、品牌与公关等各个方面的策略。

第五，行动方案－在这个部分，企业主管的列明各个部门或个别员工所应履行的职责、执行日期与完成日期。好的行动方案须把每个行动内容具体规定出来，如：，要做什么? 谁来做? 在什么时候做?何时完成？成本为多少?。以便于执行和检查。　　　　

第六，预算－巧妇难为无米之炊，企业主管还得在行动方案中制定出各项活动的预算。完成预算后，还得进行调整，察看其是否符合现状，是否符合企业能力。

第七，监控－行销计划的最后部分是列出企业的监控机制，行销计划还得说明监控得职责、时间。好的监控不仅列出监控时间，也得找出无法有效完成计划的环节，分析原因，并提出修正方案，以确保计划顺利完成。

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

MBTI和曹操

2010-05-12T11:25:00.000+08:00

MBTI和曹操

性情是什么？性情指的识人在处事与处世时所展现的价值观。那我们可不可以其来判断古人的性情呢？

当然可以，我现在就以Keisey的性情学说来谈谈曹操。杀人不眨眼的曹操是－ENTJ！

1.E外向：外倾型个体需要通过经历来了解世界，所以他们更喜欢大量的活动，并偏好于通过谈话的方式来思考。年少时，曹操任侠放荡，此外，曹操也喜欢和谋事士讨论策略，这符合外向型者的信息交流方式。

2.直觉：直觉型的人看重趋势。在与汉臣讨论如何除掉董卓时，曹操不看细节，不假思索请缨刺杀董卓，以致事机败露。此外，与陈宫到友人做客时，听见磨刀声，即怀疑有人要对自己不利，结果把友人的全家都杀了，就是很N的表现。此外，其“望梅止渴”之谋略，皆是外倾N的表现。

3.理性：理性型的人善于对情境作的客观的、非个人的逻辑分析来做决定。例如，勇敢接受失败，在败渭水、输赤壁后，他不因愤怒而再度攻伐确实是T的表现。即使长子曹昂死在张绣的伏兵计，待张绣投诚后也以大事为重未杀害他。这也很T的表现。

4.判断：判断型个体倾向于以一种有序的、有计划的方式对其生活加以控制，他们期望看到问题被解决，习惯于并喜欢做决定。换言之，果断，秩序。曹操好谋善断，从不拖泥带水，这与时下很多善分析企业主管，但却怯于决策全然不同。由此可见，曹操是一ENTJ!

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

Source of picture: http://www.qicaipan.com/c_13772/yue-du-tian-di/gu-shi-da-ying-jia/ming-ren-shi/zhong-guo-ming-ren-xiao-gu-shi/cao-cao

Learn to LEARN

2010-05-08T00:33:00.006+08:00

学习有很多个层次！与第六届管理服务运作班合影。

Many students have developed misconception in learning, thinking that a trainer should spoon feed them with bulk of information, however, under WSQ frame work, learning has taken a change, knowledge is not longer a vital in skills development, the ability to synthesis and evaluation are given more emphasize.

And I would like to use the Learning Taxonomy model to explain such change in learning approach. "Taxonomy” simply means “classification”, so the well-known taxonomy of learning objectives is an attempt (within the behavioural paradigm) to classify forms and levels of learning. It identifies three “domains” of learning (see below), each of which is organised as a series of levels or pre-requisites.

James Atherton suggested that one cannot effectively — or ought not try to — address higher levels until those below them have been covered (it is thus effectively serial in structure). As well as providing a basic sequential model for dealing with topics in the curriculum, it also suggests a way of categorising levels of learning, in terms of the expected ceiling for a given programme.

Thus in the Cognitive domain, training for technicians may cover knowledge, comprehension and application, but not concern itself with analysis and above, whereas full professional training may be expected to include this and synthesis and evaluation as well.

Cognitive: the most-used of the domains, refers to knowledge structures (although sheer “knowing the facts” is its bottom level). It can be viewed as a sequence of progressive contextualisation of the material. (Based on Bloom, 1956)

The model above is included because it is still common currency, but Anderson and Krathwohl (2001) have made some apparently minor but actually significant modifications, to come up with: 

Revised taxonomy of the cognitive domain  following Anderson and Krathwohl (2001)

He also stated that In higher education, "understand" is still—in my view—problematic in its positioning. There is a higher, contextualised level of "understanding" which comes only with attempting to evaluate ideas and to try them out in new ways, or to "create" with them. It is what I expect at Master's level. The taxonomy is an epistemological rather than psychological hierarchy, but it also has a basic chronological element: you achieve certain levels before others.

As for Affective Learning: the affective domain has received less attention, and is less intuitive than the Cognitive. It is concerned with values, or more precisely perhaps with perception of value issues, and ranges from mere awareness (Receiving), through to being able to distinguish implicit values through analysis.

And lastly the Behavioural or Psycho-Motor Learning: Bloom never completed work on this domain, and there have been several attempts to complete it. One of the simplest versions has been suggested by Dave (1975): it fits with the model of developing skill put forward by Reynolds (1965), and it also draws attention to the fundamental role of imitation in skill acquisition.

So to conclude, action does speak louder than words, so, learning through knowledge gaining is only imitating, acquire the ability to create, to evaluate between right and wrong are far more superior learning! And we have have to learn to LEARN!

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

高效沟通

2010-04-26T23:33:00.002+08:00

高效沟通是领导人必须掌握的技巧！

沟通是人们通过语言与非语言方式传递信息、知识的过程，是人们了解他人思想、情感、见解和价值观的一种双向过程。

沟通是人与人之间发生联系的最主要的方式，人醒着的时候大约有70%的时间在进行沟通。

在组织中沟通的效能越高，员工的满意度也就越高。高级管理人员把大约78%的时间花在口头沟通上，专业技术人员把61%的时间花在口头沟通上，在几乎所有的管理层次中，约有75%的时间花在各类沟通中。

从研究者对中层管理人员的研究来看，以管理人员用于沟通的时间可以预测管理人员的工作绩效。

无论你赞不赞同，我们人生的成败取决于我们的沟通技巧！

很多人都高估了自己的沟通水平，事实上，我们常常词不达意或表错情！沟通技巧是一门很难学习的技巧，因为没有人能真正掌握沟通技巧！

沟通的定义是一种双边的影响行为的过程。在这个过程中，一方（信息源）有意向地将信息码通过一定的渠道传递给意向所指的另一方（接受者），以期唤起特定的反应或行动。

沟通指信息在人与人之间的传递。它是一种通过传递观点、事实、思想、感受和价值观而与他人相接触的途径。

为什么沟通这么难学呢？这主要是因为，沟通受到下列几个因素的影响：

1.人们的过滤系统与自我意识
2. 管理情感与管理干扰的技巧
3. 环境因素
4. 使用非语言与视频辅助技巧
5. 聆听技巧

即使你是沟通高手，但没有人能左右听方的过滤系统与自我意识。一个的过滤系统或心智模式，会影响他真正“听到”、“看到”、“感觉到”和“认知到”什么。因为要有效地沟通，我们不但得细心，听懂对方在说什么，并给予对方回馈，确定我们听懂对方在说什么！

第二，现代的人我们的“心”太乱了！根据 The American Academy of Pediatrics （美国儿科学会）数据，30年前住在都市的人們每天“看”到的廣告多達2,000個，而現今則達到每天5,000個。这里所指的是曝光的“看”，而不是“看与到”，因为人脑的过滤系统的选择性曝光(selective exposure)与选择性留存（selective retention）的制，早就把不符合我们价值观的信息排除在外。但尽管如此，我们的潜意识还是疲惫不堪的！

因此，高效的沟通者会尽快找出听方的价值观，进而才表达自己的意思。事实上，这样做还是不足够，因为我们所处在的客观环境还是有实际、心理和字义干扰的影响！

由此可见，谨慎地选择适宜的沟通地点、工具与掌握聆听的技巧，我们才能提升自己的沟和通的水平！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

热销冷售

2010-04-23T00:11:00.002+08:00

《热销冷售》即将出炉！

如果你问你的朋友，销售业是一个怎么样的行业？

我相信你大都会听到销售行业并非一项专业，是一个从业员学术水平低下、文化水平不高的行业。

这些看法对销售业而言有很大的误解，销售员在进行销售时所需运用的技能，其实并不亚于其它专业。例如，一个高效的销售员在实现销售时，很有可能得结合心理学、行销学、消费心理学、谈判学与沟通学等来进行游说。由此可见，销售的确是一门专业。

人们对销售员存有的误解和偏见，与销售员对自我提升的忽视、销售企业对员工培训的轻视有很大的关系。如果我们想要改变这种误解，就得从专业的培训下手。

尽管市场上有很多销售类的书籍，为什么我们还写了这么一本与销售管理有关的书籍呢？事实上，销售书籍虽多，但如果你仔细查看，你就会发现，销售书籍中大都以传授话术、销售促成技巧居多。然而，由于受到所销售的产品不一、对象各异与情境不同的限制，初学者要掌握与运用，并非易事。

因此，我们想从一个更为宏观的角度切入－即让这本书不仅提供有关销售技巧的信息；也提供认识消费心理、团队管理、团队激励等较为全面的内容，以便让初入行与从事销售行业多年的从业员能在阅读《热销冷售》后，强化自己的销售技巧与销售组织的管理力。

《热销冷售》内容丰富、全面，但却直白易懂，这主要是因为我们是以“小”小说的格式、以轻松的风格及笔触带出不少原本生涩与深奥的管理学概念。故事中例举的一些典型人物及其经历，对销售员而言是熟悉不过的，有不少案例与题材与他们或许还是息息相关的。

非常感谢蔡仑倧先生提供这些精彩的案例与题材。蔡先生是一位实战派的销售大师，他不仅是“百万元级”的销售员、曾带领卓越的销售团队，更重要的是，他也曾培养出多位“百万元级”的徒弟，是一位不折不扣的“金牌销售教练”。这次能与他合作，实感万分荣幸。

《热销冷售》是一本很神奇的书！因为，你并不需要从第一章开始读起。如果你是一位久经沙场的销售战将，你可以从第四章开始读起；然后跳到第7章、第10章。如果你是销售组织的主管，你则可以从第16章开始，一直阅读到第20章。

如果你想单纯地提升自己的销售技巧，那你可以从第1章开始阅读到第9章，然后从第11章至第14章。看完之后，我相信你将会“看到”不少自己的“毛病”！至于那些想突破自我的销售员，你不妨先看第2章、第3章、第4章、第8章、第12章与第15章，看完或许你对销售将有全新的认识。

提升本地销售员的销售与服务水平，是一项重要的工作，也是一项十年树木，百年树人的使命。在此，我希望能有更多的专业人士，积极参与这项工作，为提升销售业尽一份力。

这是一本属于新加坡、属于新加坡销售员的书籍！我们希望所有销售主管与销售员能从《热销冷售》中受惠，在团队管理能力上有所强化、在业绩上有所提升、在个人管理上有所突破！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

上电视

2010-04-21T22:00:00.002+08:00

最可爱的mimi要上电视咯！

宠物美容师明天邀请太太上电视，谈谈养宠物之道，不巧太太刚好有事，只好婉拒。

宠物美容师于是提出租借我家的大公主mimi和二公主beibei，给她助阵。

太太答应了。

我觉得这宠物美容师也太识货了！

谁不知，我家大公主mimi是一只最不像狗的狗，

一，她不坐地上，而是喜欢坐在椅子上，

二，她不睡地上，而是喜欢和我们一起睡在床上，

三，她是我们家唯一会陪我们看电视的宝贝，每当我们看电视的时候，她就会跳上沙发陪我们一起看。

mimi是我们家族的心干宝贝。记得有一次得出国讲课，不得不把她寄养在妈妈家。那天晚上，把她交到妈妈手中，准备开车离去时，她突然钻出妈妈的篱笆，猛追着我，使我不得不停下来，把她抱在怀中疼疼，然后再把她送到妈妈手中。

mimi就是这么可爱！

可别以为mimi在家很乖，她可是破坏天后，什么东西都爱咬，她咬坏的东四包括眼镜、遥控器、钞鞋子、电器、书本...但她往往都没事，因为每回我回到家，坐在地上吃薯片时，她就会依偎着我，甜甜地望着我，让我心花怒放，神魂颠倒。这就是行销消费行为学所说的，只要抓准核心属性，你就打开了消费者的心灵缺口！

mimi深谙此道。

好眼力的宠物美容自然会看上mimi－我家永远的公主！

钟骏源
新加坡NLP培训师
www.zhongjunyuan.com

论MBTI和DISC 之1

2010-04-21T01:46:00.004+08:00

真我？假我？超我？

做位一名生命教练，很多人常常会问我，到底MBTI好还是DISC好？

今天，我想把重点放在DISC系统上。DISC人格特质分析是根据威廉马斯顿博士(William Moulton Marston)在1928的理论基础发展出来的，而MBTI则是以容格(Carl Jung)于1921的理论发展而成。

传统的DISC个性测试者着重从以下四个与管理绩效有关的人格特质对人进行描绘，即:支配性（D）、影响性（I）、稳定性（S）和服从性（C），从而了解应试者的管理、领导素质以及情绪稳定性等。

但延伸版的E-DISC不但保留了传统的版本，更加入了特质1与特质2的对比分析。特质2的稳定性较高，它是测试者先天的特征；至于特质1则是测试者理想的我或有意强化的性格特征。

DISC先天与认知该改变特点对比图。

E-DISC还有一测多用的特点，测试者只需回答24个问题，即可从：个人管理、销售、领导力、管理、沟通等近10多个系统中，找到现我与超我的进步咨询。这是E-DISC的一个特点。

我的疑问是在寥寥数题中得到的特征真能说明测试者的真正特质？在每项问题中，仅有四个选项，测试者须选出最像自己与最不像自己的选项，是否会使测试者因左右为难，而影响了答案。

D、I、S、C也可以用4P－Problem, People, Pace, Procedure来解释，D代表强势、善与快速解决问题；I喜欢接触与交流；S重视稳定；C看重步骤。但这4P与MBTI性情学说的4P是不同的。性情学说的4P—Process, Procedure, People和Progress，分别代表SP（讲爽快）、SJ（讲道理）、NF（讲感情）与NT（讲方法）型的人。

以李光耀资政为例，很多人都把他列为D型人，即强势、要求高、有野心、爱挑战、冲动、主导性强、独立、果断、有毅力。这与MBTI的NT是迥然不同的，李资政的深谋远虑、分析力、步步为营与逻辑则被“忽视”了！连林瑞生部长、张志贤副总理也成了D型人。

换言之，DISC看到他的较“刚”的一面，但看不到他的“静”的一面，由此可见，DISC测试着重行为，MBTI则看重行为、决策与结果。 DISC的理论基础没有MBTI那么复杂。DISC注重在实用，MBTI却深入到了个人内心层面去研究预测行为。

尽管MBTI是以用脑特点为排列，但DISC的四大类别却是以直轴维度：任务对情感，横轴维度为：开放对封闭，从而产生出D、I、S、C四类人。如果单单从维度上看，MBTI则有四个维度八个方向（内向，外向，实感，直觉，思考，情感，判断，认知），组合起来是16种类型。但可别以为DISC只有2X2两个维度就把它刷掉！ DISC不仅有D、I、S、C等归类，以D型人为例，它其实还可变出：DI、DS、DC或DIS、DSC、DCI(或4X7＝28种类型出来，如果加上高、中、低在细分，简直就太可怕了！)等多种类型。这是MBTI系统所没有的，因此值得我们重点研究。

如果仔细地看E-DISC版本的钻石图，则可得出近36类个性类型，即让我们看到自己的wing（侧翼性格）与行为上的多项强弱点，这是我觉得很可取的特点。那我们能不能说相比之下，MBTI简单多了？这也不对，因为，很多人以为MBTI就是这样，其实MBTI还有KGI、PMAI 、MTR、FIRO、TT、内外倾等少为人知的子系统，因此，MBTI其实也不简单！只是MBTI受到版权保护的问题，整合型较弱。

DISC基本上可以由任何人进行施测，而MBTI需要经过认证的顾问才能进行施测。因此，你可以在网上直接购买DISC进行自我评估，而对于MBTI来说，一定需要咨询顾问的协助，才能进行。DISC一般在10分钟内就可以完成，而MBTI 需要差不多13到30分钟才能完成。

可能有人会认为DISC比较起MBTI来说，更加简单，容易被理解。例如，自己是一个高D，或高I，或高S。而对于MBTI来说，如果你参加测评后过了六个月，再回想你属于哪个类型，可能会有点困难除非导师使用MBTI的性情学说。

该总结了，一句话，DISC和MBTI各有千秋，一个主外行为，一个主内性格(即思考模式＋行为)。例如如果有人骨折了，到那家医院照X光，都不要紧，重要的是能找出自己在哪里出了问题，从而寻求答案！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

福会双至

2010-04-18T00:20:00.003+08:00

只要你相信，你就会看到...奇“绩”！

人们常说，祸不单行，福不双至。

但是，福，有时是会双至的，

昨晚，曼联以一球气走曼市，

在今天凌晨的比赛，

托登翰姆队也爆冷以2比1击败切尔西队，

哈哈......。

要不是托登翰姆前锋的脚下功夫逊了些，

比数还有可能是4比0！

球真的是圆的，

不可能的往往都会变成可能。

人生有时也还真像一场球赛，

不到最后，

我们都不因该放弃！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

曼联情怀

2010-04-17T23:26:00.006+08:00

姜还是老的辣，曼联老将头球定江山！

最后20秒......，

就当每个人都几乎要泄气，绝望之际，

曼联老将Paul Scholes在补足时间里，一记头捶定江山，使曼联以1比0气走同城死敌曼市。

今晚，我将拥有甜蜜的一夜。

Why？因为曼联赢了

上星期，曼联该胜不胜，被布莱克本逼和，害我失望，失眠了！

其实，能伤男人心的除了女人，就是足球。

在这之前，曼联被阿斯顿维拉以4比1击败时，就曾伤透了我的心！

总觉得曼联额球员虽然武艺高强，但花拳绣腿太多－花巧的快传，利用得好，当然可以撕破对手得防线，但欠缺默契时，却失误频频！反观对手的一些较正统得招数，有时更为管用！

自己在1979就爱上曼联。那年叔叔问我，喜欢曼联(MAN U)还是阿申纳(ARSENAL)。那时，我的第一反应当然时MAN U，比较MAN嘛！结果在叔叔的鼓动下，在那年的英国足总杯赛中，把口袋的一元押在曼联身上，与叔叔赌球。结果在比赛中阿申纳以3比2击败曼联。但我没输，因为叔叔“让”我一球。自此，就与曼联结下情缘！

男人有时很奇怪，可以对一个球队忠诚这么久，但无法与一个女人长相厮守。这个问题日后得请教爱情专家Andrew王子，我相信他一定会有答案。

再谈谈输赢的问题，曼联再欧冠杯中首回合在少了很SP的鲁尼的助阵下，以1比2输给了拜仁队。在次回合的比赛中，曼联以3比2击败了拜仁队，但却赢得了比赛，输了锦标。像这种情形，女人是不会了解那是怎么一回事，女人就是不懂足球！

我太太，也不懂足球，每回和我赌球，她都输得很惨！

就像曼联在去年对上曼市时，曼联凭着欧文在96分钟的进球，以4比3险胜曼市，她就输了给我一百元！

还是不懂足球的女人可爱！

你们说，是吗？

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

蘑菇管理

2010-04-16T00:40:00.002+08:00

蘑菇管理是一门重要的管理学问！

蘑菇不单好吃，但蘑菇管理学，你听过吗？

蘑菇管理”指的是组织或个人对待新进者的一种管理心态。管企业主在用才、育才时得把握时机和程度，以免不小心让难得得人才过早夭折。
这是因为，蘑菇的生长特性是需要养料和水分的，但同时也要注意避免阳光的直接照射，一般需在暗角落里培育，过分的曝光会导致过早夭折。

据知，蘑菇管理定律一词来源于20世纪70年代一批年轻的电脑程序员的创意。由于当时许多人不理解他们的工作，持怀疑和轻视的态度，所以年轻的电脑程序员就经常自嘲“像蘑菇一样的生活”。

让我以所罗门王的礼物说明。有一次，所罗门王把一个小女孩带到稻田跟前说：“你不是想要一件贵重的礼物吗？我可以赏给你，但你要替我做一件事情：把这片稻田里最大的稻穗选出来，拿给我。”
　　
小女孩高兴地答应了。
　　
“但是，我有一个条件，”所罗门王接着说，“你在经过稻田时，要一直向前走，不允许停下来，也不能退回来，更不能左右转弯。你要记住，我给你的礼物，是与你选择的稻穗大小成正比的。”结果这个小女孩从稻田里走出来后，什么礼物也没有获得，因为她一路上总是嫌所看见的稻穗太小了。
　　
故事说明什么？眼高手低，一无所获！所以，要将这个定律落于实处，要从两方面着手：一、企业主管；二、个人。

一，对于企业主管而言：第一、避免让人才过早曝光：他或她还是白纸，有理论难免会纸上谈兵。过早对年轻人委以重任，等于揠苗助长；
第二，养分必须足够：培训、轮岗等工作丰富化的手段是帮助人力资源转为人力资本的工具。
　　
二，对个人而言：第一，在初出茅庐不要抱太大希望：当上几天“蘑菇”，能够消除我们很多不切实际的幻想，让我们更加接近现实，看问题也更加实际；第二、耐心等待出头机会：千万别期望环境来适应你，作好单调的工作，才有机会干一番真正的事业；第三，争取养分，茁壮成长：要有效的从做蘑菇的日子中吸取经验，令心智成熟。

我就见过不少学生忘记蘑菇管理效应，刚加入公司没几天，就提出许多建议，做出很多批评，结果，有些“多”说“多”做，做到半死，至于一些“多”说却无法“多”做的，很快就被主管遗忘，认为他们只会纸上谈兵！
　　
总之，蘑菇管理是一种特殊状态下的临时管理方式，管理者要把握时机和程度，被管理者一定要诚心领会，早经历早受益。

钟骏源
新加坡NLP培训导师

参考资料：http://wiki.mbalib.com/wiki

MBTI and BIBLE

2010-04-15T00:47:00.002+08:00

The 4 temperaments and BIBLE

I once read an very interesting article written by Ron Duer, and I like to share his wisdom on what does the Myers Briggs Type Indicator have in common with the Bible.

Ron stated that when the Council of Nicea (c. 325 AD) decided to examine the many written accounts of the life of Christ and choose only four for inclusion in the "canon" of scripture (today's New Testament).

But interestingly enough, Don discovered that each of these authors appeared to represent each of the different functions (T,F,S,N ) expressed by Jung.

Don stated that theologians and Bible scholars have written about these things for centuries, and he would want to acknowledge the insightful writing of Monsignor Chester P. Michael in his book Prayer & Temperament (published by The Open Door , Inc. P.O. Box 855 Charlottesville, VA 22902). I'm also indebted to Grant, Thompson and Clark who wrote "Image to Likeness; a Jungian Path in the Gospel Journey."

To those who are not Christians, the Gospel consists of 4 books: the book of Mark, Matthew, Luke and John.

The book of Mark is the first gospel to be written, it focus on action taken here and now), it has the shortest and most 'action oriented' of the narratives,
And it focuses less on the teaching of Jesus and more on the healing and miracles performed (action taken).

As for the book of Matthew, it begins with genealogies (family traditions).
It focuses on harmony with Jewish Law (societal traditions). It has also included many references to times past. It also cited the most references to financial and physical security.

The book of Luke is the only gospel to include the parables: the Prodigal son and the lost coin. It contains more words devoted to the feminine gender and more about Mary than other gospels.

Lastly, the book John is often viewed as the most spiritual of all. It is filled with word plays and visionary imagery.

Many students have asked me this question, why the Gospel is make up of 4 books of different MBTI temperament? To be honest, I do not know, I guess the best person to answer this is God himself. BUT, we all can make a guess, that is, for communication to be effective, we should communicate using 4 different temperament style as we all see and perceived things differently. Hence, it is not uncommon and modern advertisers to launch multi-approach marketing campaign in order to win the hearts of their respective market targets.

钟骏源
新加坡NLP培训师
www.zhongjunyuan.com

生日惊喜

2010-04-02T15:01:00.001+08:00

当世人都关心你飞得高不高时，
唯有你的朋友
关心你飞得累不累！

今天爱玉和老蔡夫妇邀请我到灵芝餐馆吃生日晚餐，原本以为平平静静地吃晚餐也是一种幸福。

谁料，到了那里之后，爱玉突然问我：怎么没有邀请“死党们”来！

就当我在深思该怎么回答时，死党一一出现...廖总、千面女郎吴凡、崔鑫、何经理、飞虎队长Deon、丽江美人Li May、Alice、敏敏和Ice都现身，纷纷把礼物送到我手上，心中实在是悲喜交加。

能与好友共聚一堂乃人生一大乐事！孔子不也说过：有朋自远方来不亦乐乎！

经过我详细明查暗访后，发现今年的活动原来是敏敏一手策划的，难怪这么有创意，难怪这么温馨－ESFJ的她，果然是每个人的朋友！真的太感谢这群死党了，带给我这么大的惊喜！事实上，这群朋友在三星期前父亲过世时，也一直陪着我。

这群死鬼也把我挤到一个“出入不平安”的位置，让我动弹不得，结果整个晚餐他们都拼命把各种美食拿给我吃！

今年的晚餐不但好吃，连生日礼物也特别多，而且每一份都让我爱不释手，捉准我爱玩音乐的心思；连蛋糕都时熊熊式的。其中最“刺激我”的是千面女郎吴凡的礼物，这份礼物对我是又爱又“伤”，这份礼物还会鞭策着我"努力"呢！哈哈......

过后，廖总也安排 Singapore Idol大会，大家移师Party World大展歌喉，直达凌晨2时方休。

生日庆祝会或许很多人都参加过，不过，充满惊喜的，我很庆幸在这一生曾有过一回！

兄弟姐妹们，谢谢.....人生路往往是因为有朋友的相随，才倍感温馨！

钟骏源
新加坡NLP培训导师

让目标起飞

2010-03-29T22:51:00.006+08:00

掌握START目标管理法，让生命起飞

昨天很荣幸受邀到新智营分享生命成长的知识。

今年，我改变了以往以讲课为主的方式，加入了同学讨论和分享的元素，这么一来，可以更好地针对同学们所面对的问题，提供答案。

我给同学们出了两道题，第一，请写下，你最想做但是你觉得你做不到的事。第二，请写下你在生命中所面对的难题。

在这里，我想以一些同学们心中的疑问带出目标经营的重点。有一位同学想拥有值千万元的豪宅、一位同学想学习开车、另一位则想寻找对象。

他们都说，他们也曾经订立目标，但是为什么目标不曾实现。这是一个很值得探讨的问题。

首先，一般人面对最大的失误就是以为：订立目标，设下期限，采取行动后，就能大功告成。目标管理如果真是这么简单的话，那满街都是百万富翁了！

订立目标，设下期限，采取行动是传统的目标管理法，它最大的问题就是忽略了“角色”这个环节。让我以一位想在2010年成为杰出销售员的同学为例(在这里我姑且不谈这个目标是否不够细致。)。想成为杰出销售员，难道只需写下在2010年12月31日之前的期限，并在日常生活中采取行动就能取得成功。

事实上，想成为杰出的销售员，他在日常生活当中，还必须履行某些角色，例如：一，电话销售员，拨电与客户联系；二，关系开拓者，积极开拓人脉；三，研究员精心钻研自己产品知识与对手的产品信息；四，朋友，关心朋友与客户；五，策略家，制定与评估自己销售策略。

少了角色这个环节，行动恐怕就会不力，换言之，成功者与不成功者最大的不同点，并不是在行动的多寡，而是在于角色掌握是否精准与否。因为角色掌握的精准，影响了第五个目标管理的效果，那就是策略与资源。角色掌握失误，就会影响资源的准备、投入与累积，进而制定错误的策略。这或许解释了为什么很多人都制定目标，但却无法实现的原因。

角色－策略－行动效果是息息相关的，有时候，角色的“选择”甚至已经决定行动的效果。由此可见，目标－期限－角色－策略－行动这五个步骤组成的目标管理法才是更为完整的。我把这种目标称之为START目标管理法。

钟骏源
新加坡NLP培训师
www.zhongjunyuan.com

NLP梦想经营法

2010-03-21T23:35:00.004+08:00

在法印古寺为佛学班得同学讲课

要怎么经营自己的梦想呢？

在这里就和大家分享一些方法。

第一个步骤，每天请安排时间，然后集中精神想象你的目标。

第二，把它记下，越详细越好。通过全方位的看、听、感触，切切实实地去体验、去感受这个目标。

第三，采用NLP START 目标管理法制定角色、策略与行动计划。

第四，每天采取一个行动，让自己更接近目标！行动这个环节是最重要的，那怕只是一小步，那也是很重要的！

第五，强化自己的资源，实行自己的目标需要很多资源，请认清内在所需与外在所需的各种资源。NLP所谓的资源不单指金钱或物质上物体、一些鼓励、支持、精神上的启发或策略也包括在内。

第六，采取行动后，请记下每一个感动、打击与启发…，它们将有助于你之后调整策略或行动计划。

第七，不断完善自己的目标、调整行动、整合资源。有时候一些障碍、新挑战或问题，确实需要你重新调整策略，朝目标前进。

第八，即使实现目标后，也请增加新的目标，让自己有精益求精的机会！

钟骏源
新加坡NLP培训师
www.zhongjunyuan.com

爸爸，走好

2010-03-13T00:34:00.000+08:00

很NF的爸爸走了！

昨天，在万里火化场最后的告别会上，

负责白事的主事问我想不想对亲友说一些感谢的话，

我原本不想，

问过妈妈和弟弟，他们都不想说，

于是，我只好硬着头皮站在台上致谢，

但，谁料，

我竟然咽哽到一句话都说不好...

我好难过！

原来，自己的内心竟然是如此脆弱，如此经不起打击！

我相信，为您送行的亲朋戚友会原谅我的软弱...

爸爸，也请你原谅我！

＊＊＊

其实，在3月10日，清晨赶到医院时，我就想哭了！

爸爸，我感谢你，没让我们为你举行任何告别仪式，否则，我相信我会哭得比任何人都惨！

爸爸，现在，我想对你说说我想对你说的话...

＊＊＊

爸爸，在我心目中，你是很NF的一个人，

记得小时候，每回当我们到外用餐时，只要你看到有人站在身边等候座位，你一定会快点把东西吃完，然后催促我们快点吃完让位。

在停车场，你也一样。只要看到有人在等车位，你也会急急忙忙把车子开出。

即使在你入院的前两、三天，你还是不时地叮嘱妈妈给弟弟和姐姐买晚餐。有时，你甚至还会吩咐妈妈拿几十块给我，因为你担心我会没钱花。爸爸，其实，我并不需要你的钱。但妈妈每回这么说，我都会一笑置之。但是今晚，当我回想起这些点点滴滴时，我的眼睛却是泛红的。

爸爸，你就是这么NF, 常常都惦念着我们。

＊＊＊

小时候，当顽皮我犯错被妈妈惩罚时，你总会为我涂上药膏。有好次，你都是乘着我“睡觉”时为我涂的，我知道是因为我没睡，我装睡是因为这种被疼的感觉是甜滋滋的。

我也常告诉太太，小时候，我最喜欢在客厅看电视，然后睡着，让你把我抱上楼。那种被你抱上楼，然后放在睡床入眠的感觉很温暖，至今我还记得。直到今天，我也喜欢在客厅看电视睡觉...

＊＊＊

中学时，你知道我爱看书，爱买书，每当妈妈不给我钱的时候，只要我向你要，你一定让我如愿以偿！

爸爸，小时候，无论你多忙，你都会准时接我们上、下学；记得有一次，你来迟了，让我一个人在幼稚园院子里等到都想哭了，你才来。看到你出现的那一刻，我好开心！

＊＊＊

小时候，我们两也常下象棋，但是赢的每回好象都是我－究竟是我棋艺高超？还是你故意让我？这个答案，我想我现在知道了！

＊＊＊

第一次，看见你哭，是我在入伍的那一天，当我登上军车那一刹那，我看见你哭了，那一刻，我知道你的不舍是因为你疼我！

＊＊＊

长大后，考到驾照后，我也经常载你和妈妈出外用餐，也很享受和你们在一起的时光！这些地方，我现在也常去，爸爸，日后，我还是会常去，这些地方现在都有很多你的回忆，值得我去细细回味。

＊＊＊

爸爸，你平时的话不多，或许，你觉得做比说重要！

这一点，我有点象你，就如我心疼你，但是，我却不知道如何向你说出，我只懂得把这份感情锁在心里的深深处！

爱一个人，不懂得如何表达真的很痛苦！

＊＊＊

有人常说，人们常在失去亲人，感觉到痛，才会懂得珍惜，这种痛，我现在懂了！

想为你多做一些，但什么都没做好，什么都没做够！

这一点，我真的比不上太太，她能心无愧疚的为岳母扮丧，

但我却得抱着遗憾为你治丧。

爸爸，原谅我好吗？

＊＊＊

爸爸，在没有你的日子，

我会把路走好...走正，走直，请你放心，

我也会更爱妈妈，

所以，

也请你走好...走好...

儿
骏源泣上

带什么上床最好！

2010-03-06T00:23:00.000+08:00

带什么上床最好！

What to take to bed with you?
An alarm clock? passport? money? first-aid box? jewel box?

No...not these, so what is it> you may ask, and the answer is YOUR CAR KEY!

I received this email from a student in Malaysia, and I believe we should spread it around that we should put your car keys beside your bed at night.

Please tell your spouse, your children, your neighbors, your parents, your Dr's office, the check-out girl at the market, everyone you run across, that they should put your car keys beside your bed at night.

If you hear a noise outside your home or someone trying to get in your house, just press the panic button for your car. The alarm will be set off, and the horn will continue to sound until either you turn it off or the car battery dies. This tip came from a neighborhood watch coordinator.

Next time you come home for the night and you start to put your keys away, think of this: It's a security alarm system that you probably already have and requires no installation. Test it. It will go off from most everywhere inside your house and will keep honking until your battery runs down or until you reset it with the button on the key fob chain.

It works if you park in your driveway or garage. If your car alarm goes off when someone is trying to break into your house, odds are the burglar/rapist won't stick around. After a few seconds all the neighbors will be looking out their windows to see who is out there and sure enough the criminal won't want that. And remember to carry your keys while walking to your car in a parking lot. The alarm can work the same way there.

This is something that should really be shared with everyone. Maybe it could save a life or even a crime.

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com

小情人

2010-03-05T00:36:00.000+08:00

这就是我“小情人”！

很希望有个女儿，
因为她可以成为我的小情人！

但，却有了个他，
既然是他就得好好爱他，
但宝贝好像很体恤我，
从第七个月起，就长得越来越想女儿，
让我过过“女儿瘾”！

带他外出，
很多人都爱逗他玩，然后一定会对他说：妹妹...
太太听了，每回都会立刻说：是弟弟！
我则会在一旁笑呵呵！

宝贝外形虽然象“女儿”！
但脾气可不象，
一闹起来，
就好像到处放电的皮卡丘！
所以，
我们也叫他皮卡！

为了记录他成长中的点点滴滴，
最近也和大情人为他创建了一个博客乐园，
希望他长大后能有些美丽的回忆！

钟骏源
新加坡NLP培训导师
www.zhongjunyuan.com