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七习惯(对译)
成功七法则(对译)
像胜者一样思想(对译)
人类性格分析五维法
心理角色五扇饼图
呓语录

THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
BY STEPHEN R .COVEY

The first habit is proactivity.Be proactive. The word proactivity is fairly common in management literature, but you won't find it in the dictionary. It means more than merely taking initiatives, it means that as a human being you take responsibility for your own life.

Look at the word responsibility, ability to choose your response, response-ability. I suggest effective people are proactive, that is they take responsibility, their behavior is a product of their own decisions, based on values, rather than being a product of their conditions, based on feelings. For instance, you are planning a picnic with your family. You're excited. You have all the preparations. You've decided where to go, and then it becomes stormy...killing your plan. Proactive people carry weather within them. They realize what their purpose really was, and they creatively have a picnic elsewhere even if it's in their own basement with some special games, and make the best of that situation. The opposite of being proactive is to be reactive. Reactive people would say, "What's the use, we can't do anything," "Oh this is so upsetting after all of our preparations we've made these arrangements." And the whole spirit of negativism will tend to pervade those people's minds and also the family. That's being reactive.

Being proactive is really just being true to your human nature. Your basic nature is to act, and not be acted upon. That's true, despite widely accepted theories of determinism used to explain human nature. Determinism says, that you don't really choose anything, that what you call choices, are nothing more than automatic responses to outside conditions or stimuli.

The language of reactive people, are people who are determined by their environment, or by their conditions, or by their conditioning or their genetic makeup. "This I can't, that's my nature." "...can't, don't have time." "I have to, I have to." "I must." See the whole spirit is of that language is the transfer of responsibility, I am not responsible, able to choose my response, the spirit is, I am not responsible, psychologically isn't that easier to say than "I'm a flake," and "I'm irresponsible." The problem is, this is a self-fulfilling prophecy. People who believe they are determined will produce the evidence to support the belief, and they increasingly feel victimized and out of control. They're not in charge of their life or their destiny at all.

When you are proactive, you don't deny that genetics, upbringing and environment make a difference. But you see them as influences only. A proactive person exercises free will, the freedom to choose the response that best applies to your values. In that way you gain control of your circumstances, rather than being controlled by them.

Habit number two: Begin with the end in mind.That literally means to begin today with an image or picture of the end of your life as your frame of reference, as the criteria by which you examine everything else in your life.

I want you to think on this for a moment and get yourself into the frame of mind of attending a funeral of a dear one. In your mind's eye see yourself driving to that funeral, arriving, it's being held at a church, getting yourself situated in the back seat. And you come to a growing awareness that it is your funeral, that it is you in that casket, three years from now. There are four speakers. The place is packed. And there's a great feeling of love, appreciation, and resonating value of this person, your life. The four speakers are these: one from your family -- not just your nuclear family, but aunts, uncles, cousins, grandparents have come from all around the country to attend; one from your friends that give a sense of what you were as a person, as a friend; one from your work, your profession, or outside activity; and one from your church or some community organization where you've been involved in giving service. Now think, what would you like to have said, three years from now, about you as a member of an intergenerational extended family, as a friend, as a working associate, or a public servant? What would you like to have said about your character, about your contributions, and about your achievements? Think carefully on those roles, and write the eulogies.

This habit, to begin with the end in mind, means to start with a clear understanding of your destination and it's based on the principle that all things are created twice.

There are always two creations. The physical creation follows the mental creation. Take the building or the house that you're in now. It was created in every detail before the earth was touched. Right or wrong. If wrong, you've got some pretty expensive change orders in that structure that might have significantly increased the cost of it, even doubled the cost of it. The carpenter's rule holds true: measure twice, cut once.

So what's habit two? Simply begin with the end in mind. Decide what your own value system is. Write your own philosophy, your own mission statement, your own creed, your belief system and get it written into your mind and into your heart, through the use of imagination and your emotion. Don't tie yourself to your history. Tie yourself to your potential. And if you learn to imagine vividly enough and to also draw heavily upon the inner sense or conscious of what is right or wrong, you will come to detect the most fundamental principles that pertain to your life. And you can distill them in the form of a mission statement or a value system or a purpose statement; whatever you wish to call it. This is the essence of habit two.

Habit three, the management habit, is put first things first.This habit deals with many of the questions addressed in the field of time management. The real challenge is not actually to manage time but to manage yourself, to gain control of time and events in your life by seeing how they relate to your mission. Take a moment now to draw a square on a piece of paper. Then, make a cross within the square dividing it into four smaller squares. What you've just drawn is a time management matrix. And the four squares are called quadrants. Label the four quadrants this way: label quadrant 1 "Urgent and Important", quadrant 2 "Not Urgent and Important", quadrant 3 "Urgent and Not Important", and quadrant 4 "Not Urgent and Not Important". And in business, Dr. Covey has found that quadrant two is the key to management. Prado, the great Italian philosopher in the field of efficiency, came up with what's called the "eighty-twenty" rule. Eighty percent of the results flow from twenty percent of the activities. Those are all quadrant two activities. All of them. What do you think happens to quadrant one if you neglect quadrant two? If you neglect prevention, what's going to happen to problems? It's going to grow and grow until there's almost no other quadrants. It may consume your life. That's called management by crisis, and management by crisis just beats you up, burns you out. Fatigues ya. Gets very, very large. What's going to happen to quadrant one if you attend to quadrant two? Gets smaller and smaller. You'll still have some of it. Things you hadn't anticipated at all. Constant changes in our environment will create some of that. But it'll be manageable. It'll be workable. But you'll always have the sense that you're working on prevention and seizing new opportunities. Now when are you going to get the time and attention to get into quadrant two? That has to come from three and four. Quadrant four is totally worthless quadrant. Can you name one thing of any value or worth in quadrant four? Leisure. Is leisure important? Yes. Then it's quadrant two. There's nothing of worth or value in quadrant four. Quadrant three also is essentially without value except on the part of other people. So, basically, you get your time for quadrant two from three and four. You just keep doing it. You just keep stealing a little from quadrant three and quadrant four. Learn to say no, pleasantly, smilingly, happily, but say no. Because in saying no to quadrant three and four, you're saying yes to quadrant two, and when you say yes to quadrant two, you make quadrant one increasingly small. And you're working on things that will matter most, not on things that will matter least. "Things which matter most", Gerta wrote, "must never be at the mercy of things which matter least." However, the problem is it takes certain capacities to work on quadrant two. What's the fundamental capacity? We've already talked about it. What is it? You have to proactive. Why? Quadrant one works on you. Quadrant one acts on you. Quadrant two must be acted upon. We are made in our essential humanity to act and not be acted upon. That's quadrant two. All deep relationship building, quadrant two. Planning and organizing, quadrant two. Personal preparation, quadrant two. Exercise, quadrant two. Reading - broad, deep reading, continuing education, quadrant two. Quadrant two is the key.

Watch the three habits: four, five and six.

First, think win win. Say to the person something like this, "Why don't we agree to communicate until we can find a solution we both feel good about? Would you be willing to do that?" In almost all cases, people will say yes to you.

Now watch habit five. Let me listen to you first. Most people do the very opposite. They want to first be understood. And when both parties want to be understood simultaneously, that's called the collective monologue, the dialogue of the deaf. They're not really listening, they're either speaking or preparing their speech. So the fifth habit is communicate, first by listening, then expressing.

Now what's habit six? That's where you're very creative and you think through new and better ways, new and better solutions. For instance, let's say that I want to go on a vacation out into the lake country, and you want to go on a vacation closer to your ailing mother. It's important to you. The other is important to me. I've looked forward to it. I'm a fisherman at heart. The boys are excited about it. But your mother is ailing and you don't have an opportunity to see her very much. And that's important to you.

Now, if I'm deep into authoritarianism, I might say, "I don't really care what you think that much, when I want your opinion I'll give it to you. We're going fishing. Or I'll beat it out of you." Or if I'm into martyrdom, I might say, "Well, have your way with me." It's the way it always is. I always lose. In the former case I'm into win-lose. In the latter I'm into lose-win.

Or we could apply habits four, five and six. Assuming we have an abundant mentality and enough internal security to carry on this communication, and say, "Let's agree to communicate until we can find a solution we both feel good about, would you be willing?" "Alright, let's do it." "Let me listen to you first. I understand that visiting with your mother is so important because you haven't seen her for this, and here's your situation and you can relieve your sister who've been taking care of her." And you keep expressing until the other person feels deeply understood. "But you know what we've been doing with these boys? And how much time and effort we've been giving to their lessons, and they want to get into this fly-fishing, and it's just the perfect situation?"

And then I am understood. I am empathized to. And the spirit of mutual understanding creates such an affirmation, such a respect for each other. We're not going to go for lose-win, or win-lose, nor are we going to compromise. We create new options, new alternatives in our minds. We find a lake near the mother. Maybe it's not as good as the lake we had prepared, but I feel much better about it, because I respect my wife. And I love her, and I love her mother, and want to attend to that important need in a way that would also meet my boys' need to have an expression of their fishing opportunity. It's a win-win solution.

Is it compromise? No. It's a better solution.

Some might say it's compromise, you really wanted to go to this lake. You're compromising. Not so. I really don't. Because I care about my wife and I care about her mother. Neither is it a compromise to her. She doesn't want to see those boys just climbing walls while she tends to her mother, takes care of her, has some good family visits. She likes to see those boys involved in doing the thing they'd been preparing to do. So they go for a win-win solution.

Now this little story could be amplified in any conceivable situation, my friends. Seriously, I am convinced that almost without an exception, if people practice four, five and six, they can take almost any difference, and produce a third alternative better than either of the other two.

The final habit No. 7 is the habit of self renewal. It’s the self maintenance habit.It’s the habit that if you do it right, and do it completely, and do it regularly, you will automatically develop the other six. It's called sharpening the saw. So sharpening the saw is preserving and enhancing the greatest asset you have - you. It’s continual daily self renewal of the four dimensions of your nature: your physical self, your mental self, your spiritual self, and your social emotional self.

To sharpen the saw means basically to exercise all four dimensions and then organize your lives so that you have time in Quadrant Two to do that. One hour a day, minimum. Well, I believe maintain these other six habits, to really get good at those six habits, it takes more than that. What does this involve? Physical exercise, the best kind is stretching, and aerobics, and a little muscle toning, kind of a combination of the three. Aerobics is the kind of exercise that deals with the cardio vascular system, the respiratory system, which enlarges the capacity of the body to process oxygen. And that’s the key to energy, oxygen, as well as interest. Stretching should proceed or follow briefly the aerobics, muscle toning like calisthenics or weights or things of this nature are also helpful. And if people can cultivate a habit of at least 30 minutes every other day, they can maintain. To really enlarge the capacity of the body to work, they  may have to do just a little more. But as they do even a half an hour, their body becomes more efficient, the heart muscles stronger, and more oxygen is pumped through the body and they have more vitality, more energy inside. So I commend you to make your mind up, if you do not now have a good exercise program, to start one. A little stretching, then go on a vigorous walk or a jog, or a bike or a swim. But a good vigorous walk for say 20 minutes, and then a little stretching at the end and a few calisthenics, and you’ve got a minimal physical exercise program. What if you only spent three hours in a week, of a week that’s made up of 168 hours? Is that disproportionate with the only instrument you’ve got? I think it’s better to try to give about an hour, a day, every other day, but at least give a half an hour every other day, or four days a week.

With regard to spiritual exercise, that involves Habit No. 2. That’s where you renew your commitment to your well-developed value system. You do it in a way that is congruent with your own philosophy. It’s done differently. Some people read important literature, even sacred literature, other people meditate, pray, think deeply about key fundamental issues, this kind of we could call spiritual activity is providing leadership, Habit Two. Then the mental planning and doing and staying with that leadership is Habit Three. So you visualize and plan your roles and goals for that week, and then review it for each day to make sure that your life is in harmony with your mission and your overall long term roles and goals. That's the mental habit, the mental creation Habit Two and Three. The spiritual creation is Habit Two, the mental creation is part of Habit Two cause you're still planning and thinking. But it's also having the mental toughness to stay with it in Habit Three when perhaps there are distractions and temptations that would lead you to capitulate and to give in to lesser important items, items of low priority. The social emotional sharpening the saw embrace Habit Four, Five and Six, so that you say to yourself, “I'm gonna approach this relationship with a win/win attitude. I'm going to seek first to understand, then I also want to be understood. But I will not seek to be understood until the other feels like I understand, and then I am going to get into creative problem solving with that person, synergize to see if we can come up with better solutions than what originally we propose to each other, come up with a better psychological agreement.”

Those are the four basic dimensions of the human personality, that basically express and develop all of the other habits, if it's well done in a balance and regular way, it will do exactly that.

高效能人们的七个习惯
(译注:非"高效",因汉语"高效"乃"高效率"意)
由STEPHEN R.COVEY著 Malcolm Ke译

第一个习惯是进动性(译注:非"主动性",因汉语"主动性"乃"进动性"与"发起性"(initiative)之混和体,"进动性"强调推动环境而不为环境阻动(retroactive),"发动性"强调自发而非迫发)。要进动。"进动性"这个词在管理文献中相当常见,但你不会在词典中找到它。它意味多于单单运用发起性,它意味着作为一个人类造化,你对你自己的人生有应诺力。

看应诺力(responsibility)这个词,选择你的应诺的能力,应诺-能力(response-ability)。我提出有成效的人们是进动性的,即他们有应诺力,他们的行为是他们自己的决断的产物,基于价值,而非他们的境况的产物,基于感觉。打比实例,你正计划与你的家人举行一次野餐。你很兴奋。你作了所有准备。你已经决定去哪里,而后来天起了暴风雨...谋杀了你的计划。进动性的人们接受天气于心。他们意识到他们的目的真正所在,然后他们创造性地在其它地方进行了一次野餐,即便在他们自己的地下室充分利用情境玩一些特别的游戏。进动性的反面是应动性(reactive,译注:非被动性(passive),那就是完全没有自己的活动)。应动性的人们会说:"有什么用,我们不能做任何事情。""在我们已经将所有安排准备好之后,多么翻倒心情。"然后整个负向的(译注:即消极的)精神状态势将蔓延那些人们心头以及家庭。那就是应动性。

表现进动性是真正忠实于你的人类天性。你的基本天性是作用,而非被作用。那是的确的,不管广为接受的用于解释人类天性的决定论学说。决定论说,你不是真正选择任何行为,你所称作选择的,只不过是对于外界情况或刺激的自动反应。

应动性人们--为他们的环境、或情况、或条件作用或他们的遗传构成所决定的人们--的语言。"这个我不能,那是我的天性。""...不能,没有时间。""我只得,我只好。""我必须。"看得出那种语言的整个精神状态就是转移应诺性,我不是能应诺的、能选择我的应诺的,精神上我不是能应诺的,这在心理上就不是比说"我是无辜的"和"我是不应负责任的"那么容易了。问题是这是一个自咒预言。即相信他们自己被注定了的人们将产生支持该信念的征像,而后他们愈发觉得受牺牲和无法掌握。他们完全不在掌握他们的人生或他们的命运。

当你表现进动性,你不否认遗传、教养和环境影响重大。但你视它们为影响而已。一个进动性的人发挥自由意志,选择最适用于你的价值之应诺的自由。那样你赢得对环境的控制,而不是被它们所控制。

习惯第二号:怀"终"于心而"始"。字面上意味着早在今天的起点,就要怀着你的人生终点的映像或图景作为你的参照系,作为你以其审查你的人生中其它一切东西的判准。

我想要你想象上这个一会儿然后让你自己进入参加一个可亲的人的葬礼的心境。在你心灵的眼睛中看到你自己驱车前往那个葬礼,到达了,它在一个教堂举行,使你自己落座于后面的席位。然后你渐渐意识到它是你自己的葬礼,棺材里的正是你,那是距今三年之后。有四个讲话者。地方拥挤。而且深深感觉到爱,珍赏,和对这个人、你的人生的价值共鸣。四个讲话者是这些:一个来自你的家族--不只你的核心家庭,还有姑姨叔舅母、叔舅姑姨父、堂表兄弟姐妹、祖外祖父母已经从国家四面八方来参加;一个来自你的朋友,给出对你作为一个人、作为一个朋友如何的感识;一个来自你的工作、你的职业、或外界活动;还有一个来自你的教会或一些你一直涉足其中提供服务的社群组织。现在想想,你将想要说什么,距今三年之后,关于你作为一个跨代庞大家庭的一个成员,作为一个朋友,作为一个工作伙伴,或一个公众义务服务者?你将想要说什么,关于你的品格,关于你的贡献,还有关于你的成就?仔细地想想那些角色,然后写出颂词。

这个习惯,怀"终"于心而"始"的习惯,意味着怀着对你的目标一个清楚的理解而开始,而且它基于所有事情都创造两次的原则。

始终有两次创造。物质创造跟随着精神创造。拿你现在其中的建筑或房屋为例。在破土动工之前它已经在每一个细节上被建成。或许正确或许错误。如果错误,在那个结构你将有一些相当昂贵的改变指示,那或许显著地增加它的成本,甚至双倍它的成本。木匠的规则总是正确的:"再三丈量,一斧成梁"。

那么习惯二是什么呢?简简单单怀"终"于心而"始"。决定你自己的价值体系是什么。写下你自己的哲学、你自己的使命陈述、你自己的信条、你的信仰体系,并且把它写到你的脑海里、写到你的心坎上,通过使用想象和你的情感。不要把自己系结在你的历史上。系结自己到你的潜能上。而如果你学习去足够生动地想象和同样深沉地提炼关于什么是正确或错误的内心理感或良知。然后你能以一个使命陈述或一个价值体系或一个目的陈述的形式馏取出它们;无论你希望称它什么。此为习惯二之真髓。

习惯三,管理之习惯,即放首要的事在首要的位置。此习惯对付时间管理领域内提出的许多问题。真正的挑战实际上不是管理时间而是管理你自己,通过看时间和事件跟你的使命关联得怎么样而赢得对他们的控制。现在花片刻在一张纸上画一个正方形。然后,在该正方形内画一个十叉把它划分成四个更小的正方形。你刚刚所画的是一个时间管理母板。而四个正方形被称作矩扇(译注:即象限)。这样标注四个矩扇:标注矩扇1"紧急且重要",矩扇2"不紧急但重要",矩扇3"紧急但不重要",和矩扇4"不紧急且不重要"。在商业中,Covey博士已经发现矩扇二是管理的关键。Prado,效率领域伟大的意大利哲学家,提出所谓的"八十·二十"规则。一个结果的百分之八十源流自其活动的百分之二十。而那全是矩扇二之活动。它们的全部。你认为如果你忽略矩扇二则矩扇一会发生什么?如果你疏忽预防,对于问题会发生什么?它将增长再增长直到几乎没有其他矩扇。它也许耗费你的人生。那被称作危机驱动的管理,而危机驱动的管理只会打烂你、烧光你。疲劳你。变得非常非常大。如果你顾及矩扇二则矩扇一又会发生什么呢?变得小而又小。你将依然有一些矩扇一之活动。你完全未曾预料到的事情。我们的环境中恒常的变化将制造那些。但是它们将是可管理的。它们将是可操作的。但是你将始终有这种感觉,你在着手预防和抓取新机会。那么什么时候你会获得时间和注意力而进入矩扇二?那得从矩扇三和矩扇四中来。矩扇四是完全无价值的矩扇。你能从矩扇四中举名一件具有任何价值的事情吗?休闲。休闲重要吗?如果是。那它就属于矩扇二。矩扇四里没有事情具有价值。矩扇三实质上也没有价值,除非在别人方面。所以,基本上,你从矩扇三和矩扇四获得时间给矩扇二。你只要持续这样做它。你只要持续从矩扇三和矩扇四偷取一点点时间。学着说不,愉快地、微笑地、幸福地,但是说不。因为借对矩扇三和矩扇四说不,你在对矩扇二说是,而当你对矩扇二说是,你使得矩扇一愈发地小。而你是在处理将变得极重要的事情,而不是在处理将变得极不重要的事情。"极重要的事情",Gerta写道,"务必不要怜悯极不重要的事情。"然而,问题是要凭借一定的能力来处理矩扇二。基本的能力是什么呢?我们已经谈到它。它是什么?你得进动(Proactive)。为什么?矩扇一运作于你。矩扇一作用于你。矩扇二须被作用。我们以我们施作用而非受作用之质要人性而成其为人。那就是矩扇二了。所有深入的关系构建,矩扇二。计划和组织,矩扇二。个人准备,矩扇二。锻炼,矩扇二。广泛阅读、深入阅读、后继教育,矩扇二。矩扇二是关键。

看这三个习惯:四、五和六。

第一个,双赢思维。有点象这样对人说:"为什么我们不同意交流直到我们能发现一个我们双方都觉得好的解决方法呢?你乐意那样吗?"几乎所有的情况下,人们会对你说好。

现在看习惯五。"让我先听你说。"大多数人做法正相反。他们想要自己先被理解。而当双方同时想要自己被理解时,那就叫做集合独白、聋子对话。他们不在真正地倾听,他们要么在发言要么在准备发言。所以第五个习惯是交流,先是靠倾听、再是表达。

那么习惯六是什么呢?那是你非常有创造力的地方,你思索出新的且更好的方式、新的且更好的解决方法。打比实例,让我们说我想远行去湖乡度过一个假期,而你想更靠近你久病的母亲度过一个假期。那对于你是重要的。而另一个对于我是重要的。我一直期待着它。骨子里我是一个渔夫。男孩们正为此兴奋。但是你的母亲在生病而你没有一个机会很好地照看她。而那对于你是重要的。

那么,如果我深陷霸权主义,我也许说:"我不真正那么关心你想什么,当我想要你的看法时,我实际上会给你我的看法。我们去钓鱼。否则我会打得你说出那句话。"或者如果我陷于牺牲主义,我也许说:"好吧,我同意你的想法。"事实上一直那样。我总是败诉。在前一种情况下我陷于我赢你输。在后一种下我陷于我输你赢。

或者我们能应用习惯四、五和六。假定我们有充沛的脑力和足够的内在安全感来进行这种交流,那么说:"让我们同意交流直到我们能找到一个我们双方都觉得不错的解决方法,你愿意吗?""好吧,让我们那样做。""让我先听你说。我理解探望你的母亲是如此重要,因为你未曾为这次生病而照顾过她,而这次假期是你的机会而且你能解脱一直照料她的你的姐妹。"然后你继续表达直到另一个人觉得深深理解了。"但是你知道向来我们对这些男孩们做了什么?向来我们给予了他们的功课多少时间和努力?而他们想要加入这次苍蝇钓鱼,那么这次假期不正是完美的机会吗?"

然后我被理解了。我也被通感了。而相互理解的精神创造这种肯定、这种彼此尊重。我们不会寻求我输你赢、或我赢你输,我们也不会相让。我们在脑海中创造新的选择、新的变通。我们发现一个湖靠近母亲。或许它不如我们准备去的那个湖那样好,但我觉得它好得多,因为我尊重我的妻子。我爱她,我也爱她的母亲,而想要以一种也满足我的男孩们发挥他们钓鱼机会的需要的方式顾及那个重要需要。那是一个双赢解决方法。

它是互相让步吗?不。它是一个更好的解决方法。

一些人也许说它是相让,你其实也真正想去这个湖。你是在相让。不是这样。我真没相让。因为我关心我的妻子,我也关心她的母亲。对于她那也不是一个相让。她不想正当她照料母亲、关怀她、有一些不错的家族访问的时候看到那些男孩们正攀爬墙壁。她喜欢看到那些男孩们潜心做他们一直准备做的事。所以他们拥护一个双赢解决方法。

现在这个小故事能被扩展到任何可以想见的情形,我的朋友们。认真地,我确信几乎没有一个例外,如果人们实行习惯四、五和六,他们能接受几乎任何分歧,并产生一个好于另两者任一个的变通方法。

最后的习惯7号是自我更新的习惯。它是自我维护习惯。它是这样的习惯,如果你正确地实行它、并且完全地实行它、并且有规律地实行它,你会自动发展其它六个习惯。它被叫做磨快锯齿。所以磨快锯齿是在保存和提高你拥有的最伟大的财产--你。它是对你的天性中四个维度持续的每日自我更新:你的身体自我、你的心智自我、你的精神自我、和你的社会情感自我。

磨快锯齿基本上意味着操练所有四个维度并组织你的生活以便你在矩扇二中有时间去实行它。每天一个小时,最小限度。嗯,我相信维护其它六个习惯、去真正变得善于那六个习惯会花比那多的时间。这包括什么呢?身体操练,最好的种类是伸展运动、和有氧运动、和一点肌肉绷紧、某种程度的三者结合。有氧运动是这种运动,涉及心血管系统、呼吸系统,它增大身体处理氧气的能力。而那是精力的关键,氧气,像兴趣一样。伸展运动应该紧前或紧随有氧运动,肌肉绷紧像健美操或举重或这种性质的运动也是有助的。而如果人们能培养每隔一天至少30分钟运动的习惯,他们能保持健康。要真正增大身体运作的能力,他们也许得只多做一点运动。但当他们即使做半个小时,他们的身体变得更有效能,心肌更强壮,而更多氧气被泵贯全身,他们体内有更多活力、更多精力。所以我建议你打定主意,如果你现在没有一个好的锻炼程序,要启动一个。一点伸展运动,然后继续一次健步走或慢跑、或骑车或游泳。但一次好的比如说20分钟的健步走,然后在结尾一点伸展运动和一些健美操,然后你拥有一个最小量身体锻炼程序。如果你每星期、由168小时构成的一个星期只花费三个小时,怎么办?那不是与你拥有的唯一健身设备不相称吗?我想最好试着给予大约一小时,每天,每隔一天,但每隔一天至少给予半小时,或一星期四天。

关于精神锻炼,那涉及习惯2号。那是你向你的充分发展的价值体系更新你的承诺的地方。你以一种合乎你自己的哲学的方式实行它。它被不同地实行。有些人阅读重要文献,甚至神圣文献,其他人冥想、祈祷、深思关键基本的问题,这种我们能称为精神活动的在提供领导力,习惯二。然后与领导力并行的这种心智的计划和实行和停留是习惯三。这样你为那个星期直观化和规划你的角色和目标,然后每天复查它以确信你的生活与你的使命和你的全局长期角色和目标和谐。那是心智习惯,心智创造是习惯二和习惯三。精神创造是习惯二,由于你依然在规划和思索,心智创造属于习惯二。但在习惯三中也有心智韧性与它一起,当也许有会导致你投降和屈服于较不重要的条目、低优先级的条目的干扰和诱惑时。社会情感磨快锯齿包含习惯四、五和六,以致你对自己说:"我将要以双赢态度去达到这个关系。我将寻求首先去理解,然后我也想被理解。但我不会设法被理解直到别人想要我去理解,然后我与那个人将进入创造性的问题解决,协力去看我们是否能提出比最初我们所彼此建议的更好的解决方法,提出一个更好的心理的协议。"

那些是人类个性的四个基本维度,其基本上发挥和发展所有其它习惯,如果它被以一个平衡和规则的方式良好地实行,它会真切地起作用。


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