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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