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A.¢Ù A. Ourluck.

B.¢Ú B. Ourdesire

C.¢Û C. Ourability.

D.¢Ü D. Ouridentity.

69. What is to blameif we fail to create infinities?

70. Who is thebook Thefault in our starsmainlyintendedfor? A. Patientswith terminaldiseases. B. Kids wishing fora bright future. C. Adults recallingtheirgolden days.

D. Teenagers withsomelifeexperience.

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×¢Ò⣺Ç뽫´ð°¸Ð´ÔÚ´ðÌ⿨ÏàÓ¦ÌâºÅµÄºáÏßÉÏ£¬Ã¿¸ö¿Õ¸ñÖ»ÌîÒ»¸öµ¥´Ê¡£ Everythingwedoinvolvesrisk.Inourprofessionallives,tryingtoavoidriskisitselfarisk:worktoocautiously,andweriskmissingthechancetogrowandshine,andourcareersmaysufferforit.

Wecannotavoidriskyetwe often avoidthinkingabout it. That is ashame,because ifwethinkstrategicallyaboutrisk, wecan useit

toincreaseourchancesofcomingthroughdifficultsituationswithourgoalsintact.Ratherthanpretendingriskdoesn?texist,whynotlearn tomanageit to ourown benefit?

Thefirststep:Acknowledgetherisksyourprojectsface.Startbywritingalistofthethings thatcangowrong.Thatmaysoundgloomy,butit?s essential.Yourlistneedto

beverythorough,andprobablynevercanbe.Buttrytoidentifycommonrisks-likethedepartureofakeycolleagueforanewjoborthefailureofanewtechniqueuponwhichyourprojectdepends. Thetypesofrisksyou identifywill depend on the specifics ofyour work.

Onceyou havealist ofrisks, evaluate each onein two scales: ? Likelihood.Forceyourself to honestlyassess how likelyeach risk is.

? Impact.Then think about how much damagecouldoccur under each situation.

Nowit?

stimetodraftasecond,more-detailedlist.Gobackthroughyourinitiallistandconsiderhowyoumightmakeeachpotentialnegativeoutcomelesslikelytooccur,andalsohowyoumightminimizethedamagetoyourprojectifonedoeshappen.Inproject-managementterm,thisstepisknownasriskmitigation.Amitigationisanythingthatmakes arisk less likelyto spoilyour overallgoal.

Onceyouhavedraftedyourlistofmitigations,thefinalstepistogodownthatlistandthink aboutwhichonesare¡°worthit¡±.Lookatallthe informationyou?

vegatheredaboutyourrisksandmitigations,andmakeacallaboutwhatitmakessensetodo.Youprobablyhavemoreintuitionin thisareathanyourealize,becausemostofusinstinctively

dorisk-mitigationcalculationsinthenonworkareasofourlives.Forinstance,every timeyoudecidewhetherornottobuya guaranteeon anewelectronictoy,you?redoingthiscalculation in yourhead.

Youhaveprobablybeenintuitivelydoingsomesortofriskanalysisinyourworklife,too.Movingtoamoreexplicitanalysis(butonethatismorequalitativethanquantitative-unlessyouliketoplaywithnumbers)canencourageyoutoacknowledgewhenyou?

remakingoverlyoptimisticassumptions.Andthisgivesyouabetterchancetomakeplansthatwill withstand the failure ofatleastacoupleofthose assumptions.

Bringingyourriskanalysisoutfromthefieldofintuitioncanalsohelpyouovercomeatendency tooverly ignorerisk.Itiseasiertogoaheadandtakeabigriskwhenyouknowthatyou have mitigations in place andabackup planifthingsgowrong.

Thinking aboutriskcanbeabig scary,butreally,ignoringriskistheriskiestbehavior of all.

Don¡¯tAvoid Risk-Manage It

Passage outline

??Risk is 71. Introduction

Whileevaluatingthem,make74. ?? Stepsto managerisks

lihoodandimpact.

Considerhowtoavoidthenegativeoutcometothegreatest ??75. 79. andpreventyourprojectfrombeing76. should it happen. arethatyou will makemore

forlikeway.

errors.Supportingdetails

whateverwedo.

??Risk is beneficialto us if we copewith it in a 72. ??Admittherisksandmakealistof73.

Takeadvantageofyourintuitiontodecidewhichrisks77.

78. analysis

ofrisk

realisticassumptions.Meanwhile, a backup planwillbemadeforyou to

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