这是北京大学教授张宏良的文章，是对现在中国的精辟分析！！

All our experience and most research findings indicate that it is attitudes and personal behavioral patterns, rather than a lock of technical skills, which keeps employees and managers from reaching their full potential. Take long-term high performance for example. What is it that makes the employees in one unit outperform all others, even if all prerequisites and the working environment for performance is exactly the same within the company?

One of the biggest research efforts ever conducted found only one common denominator across business functions and industries – the manager. The only factor found that long-term, high performing employees had in common was that they all had a good manager. There are meters upon meters of print written about what good managers should and should not do. But let us consider the primary obstacles to self improvement and self awareness as they give great insight into the attitude of any potentially great manager. The primary obstacles are:

1.       Making excuses

2.       Denying the facts

3.       Blaming others

Making excuses – or in psychological terms, rationalizing-means that a person actively seeks reasons for not succeeding rather than finding solutions to succeed. It is easy to see that it is an essential part of any successful manager’s (or employee’s) attitude to look for solutions rather than excuses.

Denying the facts are extremely dangerous. To enter a state of denial is like driving a car according to a map, only that the map used is outdated or for some reason inaccurate. Sooner or later, the driver is bound to go off the road or be in trouble. If he insists on holding onto the wrong map and not face the actual road situation, chances are he will end up driving right into the bushes at some point, sooner or later.

To blame others can both be convenient and sometimes correct. Always blaming others includes never assuming responsibility as a manager that means projecting all of one’s problems to others and not dealing with them. It is easy to see oneself as a victim to circumstances beyond one’s control. This is not being a manager; this is being managed by one’s circumstances.

Manager hiding behind the three listed patterns when managing are bound to repeat their shortcomings and will unlikely develop or improve when faced with challenges or setbacks. They will be stuck in the same patterns and automatic programs, keeping them in negative circles and unable to break out. This first step out of these negative circles is self-inquiry, to start looking and see what is really happening and what one’s responsibility would be. The second step is self-disclosure, to open up and admit one’s shortcomings, accept the responsibility and be prepared to handle it.

To listen to and consider the perspectives of those around us while setting aside our own thoughts is crucial. To be able to ask colleagues effective questions to clarify without breaking the flow or misdirecting will lead to open, honest and respectful communication. Responsible two-way communication is the foundation for personal development and the only way out of the stated detrimental patterns.

The question is not about if it is possible to establish work-life balance; it is a must to create a win-win program for all companies aiming for world-class performance. A win-win program allows employees to perform their best at work and at the same time leading a quality personal life. I recommend the following nine steps which a company can take to create the desired win-win for work-life balance:

1 Assess organizational and employees’ needs. This first step is critical because companies often receive a request from staff that they want to be proactive about, but fail to look into all the subtleties in that request. For example: an employee requests a daycare service closer to the workplace. What the staff may really need or request is a referral service or perhaps even asking for a financial support program. IT is important to carefully look into the interests of the organization and employees and make sure the solutions are balanced and well informed.

2 Review existing policies and benefits. Sometimes part of a newly suggested program can be incorporated into existing programs such as insurance schemes or benefits.

3 Identify resources. Know who and what is available in the community, among your employees, and perhaps government programs.

4 Evaluate cost and benefits. It is often difficult to evaluate what exactly is a benefit since the results of work-life balance initiatives can be subjective. On the other hand , it is very important to evaluate the cost and compare benefits to make the necessary decisions.

5Manage expectations. This is one thing we often forget to do. Managing expectations take into consideration how to roll out the program and present it . This step should be PR-oriented and heavy on communication. Both employee and management expectations need to be managed.

6 Involve the supervisors. Ensure that supervisors are well informed, have been given the opportunity to talk with the employees and give feedback on what they think. Involvement creates commitment.

7 Make a corporate statement. This has to be a walk-the-talk situation. Employees need to feel that the company stands behind the initiative. A company cannot just say it is committed to a program – it must follow through. Failing to do this will result in poor attitude and low morale throughout the organization.

8 Evaluate the implemented program. This is another thing that many companies fail to do . DO not assume a program is working well and meeting the employees’ needs just because there are no complaints. If necessary, adjust accordingly.

9 Continuous re-evaluation. Evaluate all programs on a regular basis. The needs of the organization and the employees are constantly changing and so should the programs to meet the changes.

Even the best-intended program might not work out if employees are not in the right place in the company to perform according to their true talent and experience. An employee doing what he or she is best suited for will use less effort and feel less stressful. To find each employee’s true talent and preferences is the best foundation to create long-term high performance and balanced lives.

By Peter Karlsson

　　中石化与伊朗石油部签署了此项协议，将共同开发伊朗西南部亚达瓦兰油田。据法新社的记者报道称，双方早在2004年底就开始磋商启动开发亚达瓦兰油田的协议。

　　伊朗石油部长戈尔曼-候赛因努扎里表示："此项目的最初预计成本大约为20亿美元，最终成本将在各竞标商报盘后决定。"努扎里还表示，在今后的7年中，该油田预计每日石油产量将达到18.5万桶。

　　目前，伊朗石油工业的发展正面临一些西方国家的制裁和打压，中石化与伊朗签署的此协议也令伊朗方面颇感振奋，对此，努扎里表示："此协议的签署表明，伊朗并不缺乏投资，我们也将进一步加强与中国发展更多的经济关系。"

　　此协议也是伊朗签署的最大的对外能源合同之一，由中石化国际业务部负责人周百休（音）与伊朗石油部副部长候赛因诺莱卡斯拉兹在德黑兰签署。

　　此协议的相关谈判进程历时较长，此前，双方在亚达瓦兰油田协议的具体条款方面一直存在分歧，最主要的是便是中石化提出的回报率这一条款。

　　中石化最初一直要求将其投资回报率定为15%，而努扎里则表示，此回报率已经最终确定为14.98%。

　　努扎里还表示："此次油田开发计划将分两个阶段。第一阶段是将在四年内开始每天生产8.5万桶石油，第二阶段是在之后的三年内再将每日石油产量增加10万桶。因此，在今后的数年内，该油田每日产量将可以达到18.5万桶。"

　据伊朗国家石油公司勘探部经理穆罕默德莫哈德斯此前预测，亚达瓦兰油田的石油储量约为183亿桶。根据2004年最初协议，中国从2009年开始之后的25年内，每年可向伊朗购买1000万吨液化天然气。但周表示，此协议并非最终协议，其仍需在以后加以磋商。

　　中石化目前是伊朗亚达瓦兰油田的唯一合作伙伴和投资商。

　　新提法1：从“建设”到“发展”

　　十七大报告在纵论改革开放的伟大历史进程时指出：“改革开放是决定当代中国命运的关键抉择，是发展中国特色社会主义、实现中华民族伟大复兴的必由之路”。人们注意到，中共十三大以来，“建设有中国特色社会主义”在实践中取得了举世瞩目的成就。十七大报告将“建设中国特色社会主义”表述为“发展中国特色社会主义”，一词之变饱含着深刻内涵，表明中国共产党从新的历史起点出发，开始了开拓中国特色社会主义更为广阔的发展前景的新征程。

　　在“发展中国特色社会主义”这一新的理念下，中国特色社会主义事业总体布局由经济建设、政治建设、文化建设“三位一体”拓展为包括社会建设在内的“四位一体”，相应地，“建设富强民主文明的社会主义现代化国家”的奋斗目标，拓展为“建设富强民主文明和谐的社会主义现代化国家”。表述细节的变化，彰显出中国特色社会主义是不断发展的开放的，只有发展中国特色社会主义，才能焕发马克思主义的强大生命力、创造力、感召力，才能使中国特色社会主义道路越走越宽广。

　　新提法2：“一条大道”到“五条道路”

　　中国特色社会主义理论体系是新时期中国共产党创新理论的科学整合。近3万字的十七大报告，在反覆强调走“中国特色社会主义道路”的同时，还提出与之相配套的五条具体道路，这就是：“中国特色自主创新道路”、“中国特色新兴工业化道路”、“中国特色农业现代化道路”、“中国特色城镇化道路”、“中国特色政治发展道路”。一条伟大道路和五条具体道路的提出，说明中国共产党发展中国特色社会主义的框架越来越清晰，具体路径越来越明确。

　　新提法3：“基层自治”纳政治制度

　　发展社会主义民主政治是中国共产党始终不渝的奋斗目标。十七大报告指出：“要坚持中国特色社会主义政治发展道路，坚持党的领导、人民当家做主、依法治国有机统一，坚持和完善人民代表大会制度、中国共产党领导的多党合作和政治协商制度、民族区域自治制度以及基层群众自治制度”。人们注意到，“基层群众自治制度”是首次纳入中国特色政治制度范畴。这是中国共产党不断推进社会主义政治制度自我完善和发展的生动体现。

　　新提法4：翻两番：由“总量”到“人均”

　　中共十五大提出，21世纪第一个十年要实现国民生产总值比2000年翻一番。中共十六大提出，到2020年，国内生产总值力争比2000年翻两番。十六大以来，中国经济的持续高速增长使“翻一番”的目标已提前在2006年实现。

　　十七大报告将“翻两番”的目标由“总量”变为“人均”。报告提出：“在优化结构、提高效益、降低消耗、保护环境的基础上，实现人均国内生产总值到2020年比2000年翻两番。”这一目标对中国经济社会发展和全面建设小康社会提出了新的更高要求。

　　新提法5：“生态文明”首次写入报告

　　十七大报告指出：“建设生态文明，基本形成节约能源资源和保护生态环境的产业结构、增长方式、消费模式。”报告还强调，要“使生态文明观念在全社会牢固树立”。人们注意到，从十二大到十五大，中国共产党一直强调，建设社会主义物质文明、精神文明；十六大在此基础上提出了社会主义政治文明。十七大报告首次提出生态文明，这是中国共产党科学发展、和谐发展理念的一次昇华。

　　新提法6：“统筹兼顾”各大关系

　　十七大报告在“必须坚持统筹兼顾”的论述中，除了阐述统筹城乡发展、区域发展、经济社会发展、人与自然和谐发展、国内发展和对外开放“五个统筹”之外，还特别提出“统筹国内国际两个大局”。这是中国共产党在中国全面参与经济全球化、与世界的依存度日益加深的大背景下，提出的新的统筹理念，这表明，树立世界眼光，加强战略思维，善於从国际形势发展变化中把握发展机遇，应对风险，营造良好国际环境，是贯彻落实科学发展观、促进经济社会又好又快发展的“根本方法”之一。

　　新提法7：“五化”新增“信息化”

　　十七大报告在阐述立足社会主义初级阶段这个最大实际时指出：要“全面认识工业化、信息化、城镇化、市场化、国际化深入发展的新形势新任务，深刻把握我国发展面临的新课题新矛盾，更加自觉地走科学发展道路”。上述这“五化”中，比以往多了一个“信息化”，并且排在了“工业化”之後。“信息化”的增加是中国共产党对当今时代特徵的清醒认识和准确把握。

　　新提法8：“增长”变为“发展”

　　十七大报告提出：要“加快转变经济发展方式，推动产业结构优化升级”。人们注意到，用“转变经济发展方式”代替过去的“转变经济增长方式”，虽然只改了一个词，但是内涵却发生了重大变化。经济发展不等於经济增长。加快转变经济发展方式是关系国民经济紧迫而重大的战略任务。实现未来经济发展目标、促进国民经济又好又快发展，关键一条是要在加快转变经济发展方式上取得重大进展。