Why Smart People Fail

1、why smart people fail?you have probably failed sometime in your career. after all, the only way to avoid failure is never to strive for success, to remain fixed where you are. but you can learn from failure, figure out what went wrong and correct it. you have the power to change.even someone as succ

2、essful as samuel beckett, perhaps the 20th centurys preeminent playwright, once wrote that he felt at home with failure, “having breathed deep of its vivifying air.”scrutiny of defeat is critical. you have to confront your failure to avoid repeating it. based on almost 200 interviews with people who

3、 survived major career defeats, here are the six most common reasons for failure. whether you are a corporate executive or a civic volunteer, you might find yourself in this list.lack of social skills. most people who fail for this reason talk of “office politics” doing them in, but the politics may

4、 be nothing more than normal interactions among people. if you have trouble with “office politics”, you may really be having trouble dealing with people. you may get along on brilliance alone for a while, but most careers involve other people. you can have great academic intelligence and still lack

5、social intelligencethe ability to be a good listener, to be sensitive toward others, to give and take criticism well. people with high social intelligence admit their mistakes, take their share of blame and move on. they know how to build team support. if people dont like you, they may help you fail

6、. one day at an airport, a traveler observed a well-dressed businessman yelling at a porter about the porters handling of his luggage. the more abusive the businessman became, the calmer the porter seemed. after the businessman left, the traveler complimented the porter on his restraint. “oh, thats

7、nothing,” he said, smiling. “you know, that mans going to miami, but his bagsthey are going to kalamazoo.” co-workerseven subordinatesif poorly treated, can do you in. on the other hand, you can get away with serious mistakes if you are socially intelligent. this is why many mediocre executives surv

8、ive violent corporate upheavals. sensitive in their dealings with others, they are well liked; when they make mistakes, their supporters usually help them recover. a mistake may actually further their careers if the boss thinks they handled the situation in a mature and responsible way.people with p

9、oor interpersonal skills have trouble taking criticism. when confronted with a mistake, they left their ego and emotions get in the way. they may deny responsibility and become moody, volatile or angry. they mark themselves as “prickly” and “temperamental.”social intelligence is an acquired skill. t

10、he more you practice, the better you get. like good manners, it can be learned.wrong fit. you may not have failed at all. you may simply be suffering a case of mismatch. success requires fitting your abilities, interests, personality, style and values with your work.david brown, one of the most succ

11、essful movie producers in america, was fired from three corporate jobs before he figured out that corporate life was not for him. in hollywood he rose to become no. 2 at twentieth century fox, until he recommended the film cleopatra, which turned out to be a commercial disaster. layoffs followed. he

12、 was fired. in new york, he became an editorial vice president at new american library, but the owners brought in an outsider with whom he clashed. brown was fired. back in california, he was reinstated at twentieth century fox and was in the top echelon there for six years. but the board of directo

13、rs decided they didnt like some pictures he had recommended. once again, he was fired, along with foxs president, richard d. zanuck.brown began to examine his working behavior. the way he operated in corporationsbeing out-spoken, risk-oriented, eager to move on his own instinctswas more the style of

14、 an owner than an employee. he hated committee management and the corporate mentality.analysis of failure made brown and zanuck go out on their own and produce the sting, jaws, the verdict, and cocoon. brown wasnt a failed corporate executive; he was a hidden entrepreneur.for some people the key val

15、ue is risk, and they suffer from wrong fit in a staid corporate culture. for others the core value is doing something worthwhile; these people are likely to sabotage themselves if they are not in a mission-oriented job.absence of commitment. one lawyer we interviewed readily admits, “i really havent

16、 achieved my expectations.” no wonder. he cushions himself against failure by never really trying. if he doesnt put himself on the line, he can always tell himself, i didnt really care about that so much anyway.after graduating from a prestigious law school, he joined a large firm out west, hoping t

17、o specialize in the entertainment department. somehow it never happened. as a result, he says, “i behaved in an in-between fashion, not telling off the senior partners, but not doing a really good job either.”he moved to the east coast and joined a corporate law firm. six months later he was asked t

18、o leave because he seemed to lack motivation. “it didnt bother me. i didnt like the firm anyway,” he says. at present he is practicing entertainment law but is forever discontented. “l(fā)ets face it,” he says, “this is the minor leagues.”the imaginary terrors of failure loom so large that non-committer

19、s try to prevent failure by not involving themselves emotionally. of course, what theyre doing by their halfhearted actions is increasing the likelihood of their downfall.lack of self-esteem is a basic cause of failure. to be committedindeed, to be successful at anythingyou have to believe you can d

20、o it. employers search for this as much as any other job qualification. people who lack self-esteem, although they may say all the right things, often say them with a question mark in their voices.you can get better at projecting a sense of self-esteemeven if you dont really feel it. like an actor i

21、n a play, monitor your voice and actions to be sure you sound self-confident. tape-record an imaginary interview and listen to yourself.too scattered a focus. some people do so many things that they end up doing none of them well. one real-estate entrepreneur in our study reached the point that he c

22、ould no longer remember how many deals he was involved with. he started with one building, which led to two buildings, which led to getting more credit and extending himself into other types of businesses. “it was exciting,” he recalls. “i was testing the limits of my capabilities.”one day the bank

23、informed him that he was overextended and his credit was ended. the boy wonder had failed.at first he blamed everybody elsethe banks, the economy, his staff. finally, he says, “i realized id gone too far, too fast.” by trying to do everything, he had lost focus and failed to set priorities. whatever

24、 problem screamed most loudly for his attention that day was the one he would attend to.the answer was to refocus, to sort out what he did bestreal-estate development. he went through several lean years, but he gradually rebuilt. today he is once again a successful businessmanwith a clearer sense of

25、 his limits.recognizing your limitations, establishing priorities and organizing your ventures are essential to success.hidden barriers. many times, ageism, sexism and racism are used as the excuse for failure, but many more times they are the real reason.take the case of a new york sculptor whose w

26、ork had been shown for years at a prestigious gallery that went out of business after its owner died. a woman in her early 40s, the sculptor found to her astonishment that no other gallery wanted her work. finally, a dealer explained the problem. “youre too old,” he said.she could not believe her ea

27、rs, but he went on to explain that galleries wanted either new artists who could be “discovered” by critics or established stars who brought top prices. she was middle-aged and middle-priced.she did not like what she heard, but she listened. she stopped pointlessly going to established art dealers a

28、nd began to market her own workextremely successfully.the truth is that hidden barriers are very hard to fight. more and more people, like this sculptor, when confronted with such obstacles are considering going into their own businesses. hanging on to the status quo, even in failure, can be relativ

29、ely comfortable. you have to force yourself to explore optionsbased on a truthful analysis of your situationto regain control of your life and your future.6. bad luck.sometimes things happen that you just cant help. one day you learn that top-management upheavals have occurred and a stranger is now

30、your boss. this stranger wants his or her own team. through no fault of your own, you are forced our or fired.what can you do? first, dont blame yourself if it happens. second, remember that you always have choices, even if some arent apparent.consider nick and liz thomas. after leaving the air forc

31、e, where he had been a fighter pilot, nick went into the insurance business in philadelphia. eight years passed, and a long-promised promotion didnt materialize. he quit. his next job was regional manager for a smaller insurance company. after nine years he was fired.for a time he tried his won fina

32、ncial-consulting business, but it was undercapitalized and soon failed. “here i was, 47, under enormous financial pressure and no place to go,” he says. “i felt i was a failure.”a convert to catholicism, liz turned to prayer. “every morning i would be in church praying for something to happen, and o

33、ne day i kept hearing three words over and over again. i felt that nicks motherwho had died the year beforewas trying to tell me something. the three words were make the mustard.” lizs family had a mustard recipe from russia, and every christmas the thomases made the mustard as presents for friends.

34、liz told nick she believed his mother was telling them to try something new. at first nick thought his wife was mad. on the other hand, at least this was a challenging idea. “i cant fight you and my mother,” he said. “l(fā)ets go ahead.” he called on the local cheese shop. the owner tasted the mustard a

35、nd ordered nick and lizs entire inventory.after the thomased built up their new business locally, they decided to tackle zabars, a popular food store in new york city. friends had convinced them that if the mustard was to go national, it first had to move off the shelves of this revered deli.murray

36、klein, short, balding and eternally harassed, controls zabars empire. intruders form pennsylvania he didnt need. but nick thomas had been a life-insurance salesman, and was used to rejection. for three months he pestered klein, who finally agreed to an in-store tasting demonstration. “if it doesnt s

37、ell, thats it for zabars. you have till two oclock.”liz thomass wonderful throaty voice floated over the crowd as she hawked the mustard. in five hours 30 cases disappeared. at exactly two oclock, the floor manager came over to nick and announced, “mr. klein said i should make room on the shelves.”c

38、hance, accident, a hunch or a voicewhos to say where ideas come from? when nothing else works, all of us can listen to our inner voices. somewhere an idea may be lurking.opportunities come and go, and the direction you set out in may change yet again. but if you can think clearly about failure, if y

39、ou realize that you are a person who always has choices, you will have mastered an invaluable lesson.why do smart people fail? they can fail for many reasons. but failure is not the pointthe best of people experience that. it is learning from failure that is special. the distinguishing characteristi

40、c about really smart people? they learn.為什么聰明人也會失敗卡羅爾.海阿特 / 琳達.戈特利比 合著生活中的挫折和磨難多么有力的教會了我們正確認(rèn)識我們自己！只有那些善于不斷地從自身的錯誤中吸取教訓(xùn)的人才會永遠(yuǎn)成為生活中的強者。僅以此文獻給那些欲事業(yè)有成的年輕人譯者你以前也許曾遭到過失敗。要想完全避免失敗，唯一的方法怕只有永遠(yuǎn)停滯不前，不再去為事業(yè)的成功而奮斗的了。但是若能從失敗中增長才智，弄清楚究竟什么地方出了錯和怎樣糾正之，你也就能變失敗為成功。例如，一位同塞繆爾.貝科特一樣卓有成就的人（他也許算是20世紀(jì)的一位卓越的劇作家吧）就曾這樣寫道，說他若遇到

41、失敗則處之泰然，如同“深深吸了口新鮮空氣”一般。仔細(xì)研究研究失敗的原因是我們的當(dāng)務(wù)之急。人們必須正視失敗，免得它再度發(fā)生。筆者曾對近200名經(jīng)歷過嚴(yán)重失敗而今幸存的人員進行了調(diào)查，從而得出了通常導(dǎo)致失敗的六大原因。不管你是某單位的行政長官還是一名普通公民，也許都可以從下面所列舉的原因中找到你自己的答案。1缺乏社交技巧因這個原因失敗的大多數(shù)人都愛說是“官僚政治”把他們搞垮了。其實所謂的政治無非是指人們之間正常的相互關(guān)系罷了。如果一個人?？嘤谂c“官僚政治”打交道，那他也許就真正難于與人交往。一個人也許能單槍匹馬取得暫時的長足進步，但是世上的大多數(shù)事情卻都得許多人一塊干才行。你可能已經(jīng)有了豐富的大學(xué)

42、專科知識，但還缺乏有關(guān)社會方面的知識聽取意見的能力，對突然事件的反應(yīng)能力以及很好的進行批評與自我批評的能力。具有豐富的社會知識的人會允許別人犯錯誤，能采納別人的批評和建議，他們懂得如何去爭取到一伙支持自己的人。如果人們不喜歡你，他們就可能會去“幫助”你失敗。一天，在一個飛機場，一位旅游者看見一位身著時髦衣服的商人對著給他搬運行李的工人吼叫。那商人越是暴跳如雷般的發(fā)脾氣，那搬運工人似乎越發(fā)鎮(zhèn)靜自若。待那商人離開以后，旅游者極力稱贊那位搬運工人的高度涵養(yǎng)。“噢，那沒什么！”工人微笑著說，“你有所不知，那商人原本要去邁阿密的，但他的行李卻辦到卡拉馬祖了?！蹦愕耐律踔料聦偃绻艿搅瞬还奶幚?，他們

43、就會讓你吃苦頭甚至垮臺的。另一方面，如果你在社交方面精明，也可能犯了嚴(yán)重錯誤而能幸運地成功。這就是為什么許多很普通的行政負(fù)責(zé)人能夠迅速平息嚴(yán)重群體動亂的原因。在與人打交道方面反應(yīng)靈敏的人就容易受到人們的愛戴，一旦他們犯了錯誤，其支持者們一般都會幫助他挽回敗局。一次偶然的錯誤有時也可能在實際上幫助某人得到升遷，如果其上司認(rèn)為他處理問題的方式成熟、可靠的話。缺乏與人交際本領(lǐng)的人也難于接受批評。當(dāng)他們面對一次失敗的時候，他們自身及其感情往往會陷入錯誤的狀態(tài)，他們可能推卸責(zé)任，變得易怒、易激動或生悶氣。這種人屬于易激動型人。社交能力是一種后天獲得的本領(lǐng)，就像一種良好的風(fēng)度可以學(xué)到一樣。實踐越多，交際能

44、力也就會逐漸提高。2選擇失當(dāng)也許根本就不是你的失敗，你只是經(jīng)歷了一種選擇失當(dāng)?shù)那闆r。一個人要想成功，他從事的工作必須與自己的能力、興趣、性格、風(fēng)格以及所從事的工作的重要性相適應(yīng)才好。戴維德.布朗，美國一位最成功的電影制片人，他在明白自己不適應(yīng)集體生活以前，曾先后被三個單位開除過。在好萊塢，他曾躍升為二十世紀(jì)的印第安人的第二把手，只因他后來推薦拍了影片克魯巴特拉、絕代佳人導(dǎo)致了一場商業(yè)危機之后才被解雇了。在紐約，他曾擔(dān)任新美國叢書的副主編，但是因他與老板帶來的一個外行人不和，終有被開除了?；氐郊永Ｄ醽啠謴?fù)職于二十世紀(jì)的印第安人，曾任首席董事達六年之久。但是董事會會議決定不采納他所推薦的一些

45、影片，他又一次被解雇了。同時被解雇的還有董事長理查德.d.贊紐克。至此，布朗不得不開始反省自己的工作。他在群體里的工作作風(fēng)（說話直率、敢于冒險、極力想按個人的意圖行事）使得他不像是個雇員，倒像是個老板的風(fēng)度。他討厭執(zhí)委會的那種辦事方式和制約作用。對失敗的分析使布朗和贊紐克決定走自己的路。他們合伙拍攝了諷刺、死地、審判和繭。事實證明布朗的確不是一位失敗了的董事而是一位很有潛力的企業(yè)家。對于某些人來說，關(guān)鍵的問題就是敢于去冒險，雖然他們在一個既定的群體文化中，由于選擇失當(dāng)而經(jīng)歷過失敗。而對于另一些人，關(guān)鍵的問題只是做一些值得做的事罷了；如果他們感到工作不適合他們的胃口，就很可能消極怠工。3做事缺乏

46、責(zé)任心我們曾經(jīng)訪問過的一位律師爽快地承認(rèn)：“我真的未達到自己的期望”。這毫不奇怪，因為他從來就沒有認(rèn)認(rèn)真真做過事，所以他總是以失敗而告終。一個人如果不想去冒風(fēng)險，他就會永遠(yuǎn)這樣來安慰自己說：“管他呢，我才不在乎呢！”這位律師當(dāng)初從一所很有名望的法律學(xué)校畢業(yè)以后，參加了西部一家大公司的工作，希望有朝一日能夠成為公共關(guān)系方面的專家。不知為什么卻始終未能如愿。于是他說：“我是按照一種稀里糊涂的方式行事的，既不埋怨上司，也不實實在在的做好工作?；炻?！”后來他又跑到東海之濱，參加了一個合伙的法律事務(wù)所。六個月之后，他被勸退，因為他做事總是缺乏積極性兒，而他卻說：“不是我干不了，而是我對這個事務(wù)所一點兒也

47、不感興趣！”現(xiàn)在他正在實習(xí)公共關(guān)系法，但始終不能令人滿意?！拔覀円暌曀?，這是個小單位?！彼f。可以想象，失敗所帶來的令人恐懼的幽靈是如此赫然突現(xiàn)，以致一些不負(fù)責(zé)任者常常企圖以巧妙的臨陣脫逃來避免失敗。實際上這種敷衍塞責(zé)的態(tài)度反而更增加了徹底失敗的可能。缺乏自信也是導(dǎo)致失敗的重要原因。要勇于承擔(dān)風(fēng)險也就是要力爭諸事順利首先就必須相信自己能夠做到它。人才使用者在審查待錄用人員時，審查其有無自信要同審查其工作經(jīng)歷、資歷一樣重視。凡缺乏自信的人，他說話時的音調(diào)立場都帶著一個“問號”，固然他們的意見也許是正確的。應(yīng)當(dāng)更好的來設(shè)計你的“自我感覺”即使你根本感覺不到它就像演員一上舞臺，就有意識的控制自己的

48、聲和姿態(tài)那樣，使你的確能表現(xiàn)出自信感來，其方法是將你所設(shè)想的談話錄成音自個兒聽聽看。4工作沒有重點，精力過分分散有些人常常同時做的事情太多以至于沒有一件事情能做好的。我們研究室一位真正的企業(yè)家曾說他的座右銘是：決不糾纏于眾多具體事務(wù)之中。他原先從一座樓房起步，繼而發(fā)展到兩座樓房，后來其資金積累越來越多，便盲目的將自己的實力擴展到其他領(lǐng)域里去了?！爱?dāng)時的確是很振奮的，”他后來回憶道，“我試驗了自己能力的限度?！币惶煦y行終于通知他說他擴展過度，資金被凍結(jié)。于是一代奇才終于以失敗而告終了。失敗之初，他對誰都要發(fā)火（銀行界、經(jīng)濟界、職員），后來他說：“我明白了，是我走的太遠(yuǎn)太快了?！彼捎谙敫傻氖虑樘?/p>

49、多而失去了中心，從而導(dǎo)致了最終的失敗。后來他得出一條經(jīng)驗：無論什么問題，人們越是大吵大鬧要引起你注意的，你就得格外留意才是。結(jié)論就是工作要有重心，要選擇最能發(fā)展資產(chǎn)的途徑。那位企業(yè)家后來雖然又度過了幾個歉收之年，但他漸又東山再起，現(xiàn)今又一次成為最有成就的企業(yè)家之一一位清醒地知道自己能力限度的人。 懂得一個人的能力是有限度的，工作有重點，敢于擔(dān)風(fēng)險，這是一個人取得成功的關(guān)鍵。 5無形的障礙年齡、性別、種族常被認(rèn)為是導(dǎo)致失敗的原因，但在更多的情況下，導(dǎo)致失敗的真正原因卻在人們自己本身。以紐約一位雕塑師的情況為例吧。多年來這位雕塑家的作品一直在一家有名望的畫廊展出，畫店主人去世后，生意便垮臺了。而這

50、位年方40多歲的女雕塑師驚奇的發(fā)覺再沒有其他的畫店肯要她的作品。后來還是一位商人道出了個中的奧妙：“你的年齡太大了?！彼喼辈桓蚁嘈抛约旱亩?。那位商人告訴她，所有畫廊要的都是那些被評論家所發(fā)現(xiàn)的年輕藝術(shù)家或作品買價最高并為公眾所公認(rèn)的藝術(shù)新星的作品，而她僅是一位中年女藝術(shù)家，其作品也只賣得個中等價錢。雖然她挺不愛聽這種話，但還是相信了。她從此不再徒勞地去同畫店打交道，而開始在市場上自銷自己的作品，結(jié)果獲得了極大的成功。實際的情形是許多無形的障礙似乎是很難排除的，但是像這位女雕塑家那樣，越來越多的人在面對無形的障礙時，開始考慮繼續(xù)自己做自己的生意。能緊緊的把握現(xiàn)狀，即使失敗也在所不惜，反而往往

51、會轉(zhuǎn)危為安。你必須迫使自己去大膽探索（當(dāng)然是建立在對自身情況實事求是分析的基礎(chǔ)上的）以重新把握自己的生活和未來。6機運不佳有時會發(fā)生你所無能為力的情況，也許某一天你會發(fā)覺上級部門發(fā)生了激變，一位陌生人如今成了你的上司，而這位上司又要安排他自己的人。這種情況雖不是你自己的失敗，但你還是得逼迫辭職或辭退。遇到這種情況怎么辦呢？即使發(fā)生了這種情況，首先不要責(zé)怪自己；其次應(yīng)當(dāng)牢記你遲早總會另有機會的，雖然暫時尚看不出端倪來。讓我們看看尼克和里茲.托馬斯夫婦的情形吧。尼克自離開空軍（他在軍隊里曾是一位二級戰(zhàn)斗機駕駛員）以后，進了費城一家保險公司，八個年頭過去了，一個長期指望的升遷未能實現(xiàn)，便辭了職。后來

52、他到一個較小的保險公司任基層管理員，九年以后又被開除了。他曾試圖開展自己的金融咨詢業(yè)務(wù)，只因資本不足很快就宣告失敗了。“當(dāng)時我47歲，正處在強大的資金壓力之下，簡直走投無路了。”他后來回憶說，“我感到自己當(dāng)真成了一位失敗者。”里茲是一位后來皈依了天主教的教徒，她開始求救于祈禱?！懊刻煸缟?，我都要到教堂去為將要發(fā)生的事祈禱。有一天，我聽到有四個字在我耳邊翻來覆去的旋繞，那似乎是尼克母親（她于一年前就去世了）想要告訴我什么的聲音，那四個字是“制造芥末！”里茲家里過去曾有一副從蘇聯(lián)得來的芥末配方，每年圣誕節(jié)，托馬斯一家總要制作芥末作為禮物分送給親朋的。里茲對尼克說，她認(rèn)為他母親一定是要他們重新試制一

53、種新的什么。起初，尼可認(rèn)為他妻子是發(fā)瘋了，但反過來一想，這至少也算是對命運的一種挑戰(zhàn)吧?！拔覠o法同你和母親爭辯，”他說，“讓我們干起來再說吧！”尼克請當(dāng)?shù)匾患胰槔业暝囉盟慕婺?，店主試用以后，訂購了他們的全部存貨。托馬斯夫婦做起了自己的新生意以后，決定與糌粑食品店（紐約市一家大眾食品店）交涉，因為朋友們告訴他們，如果想讓芥末走向全國，首先必須暢銷才行。糌粑食品店是默里.克里恩統(tǒng)治的王國，這位身材矮小、禿頭、整天喋喋不休、怪討人嫌的家伙不歡迎任何來自賓夕法尼亞的闖入者。但尼克.托馬斯過去一直擔(dān)任人壽保險推銷員，對于碰釘子的事已習(xí)以為常了。三個月內(nèi)他不斷的糾纏克利恩，克利恩終于同意讓他在一個內(nèi)部門

54、面試銷?！叭绻N不出去，糌粑店就無能為力了！限你在兩點鐘前見分曉?！崩锲?托馬斯在賣芥末時那奇異逗人的叫賣聲在人群中回蕩。只五個小時，30箱芥末全部銷售一空。食品店經(jīng)理準(zhǔn)時于兩點鐘來到尼克跟前，通知他：“克利恩先生說他將為你安排營業(yè)點。”機會、意外變故、靈感或聲音誰也說不清這些意念來自何方。當(dāng)沒有別的什么指望的時候，人們?？梢月牭阶约簝?nèi)心的聲音，某種意念這時也許正潛伏在什么地方。機會瞬間即逝，人們原先的安排也可能會一變再變，但只要你能常清醒的想到可能的失敗，只要你充分認(rèn)識到自己總會有選擇的余地的，那么你就會精通這“一慮千金”的決策本領(lǐng)。為什么聰明人也會失敗？原因是很多的。但是失敗并不都是壞事，

55、他是對人們最為有益的經(jīng)歷。善于從失敗這種特殊的經(jīng)歷中學(xué)習(xí)才是最最關(guān)鍵的。一個真正聰明的人的顯著特點是什么呢？那就是善于學(xué)習(xí)。（全文完）（譯自美國讀者文摘1988年第一期） 肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅

56、螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞

57、薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇

58、襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄

59、袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇羆膇莃蝕袂芆蒅裊螈芅薇蚈肇芄芇襖肅芃葿螆罿芃薁羂裊節(jié)蚄螅膃芁莃薈聿芀蒆螃羅荿薈薆袁莈羋螁螇莇莀薄膆莇薂袀肂莆蚅螞羈蒞莄袈襖莄蕆蟻膃蒃蕿袆聿蒂蟻蠆羄蒁莁襖袀肈薃蚇袆?wù)赝M羃膅肆蒞螆肁肅蕆羈羇肅薀螄袃肄螞薇膂膃莂螂肈膂蒄薅羄膁蚆螀羀膀莆蚃袆腿蒈衿膄腿薁螞肀膈蚃袇