淇淇爱添添
1、无条件执行； Unconditional execution!(在企业三层管理中：即决策、管理、执行中，“执行”要用excution)2、工作无借口； Task without excuse!(这里的工作应当是任务，完成工作无借口的意思)3、细节决定成败， Detail determine your success or failure.(见后附参考文献)4、以上司为榜样， Your boss behavior is your example.(以你老板的行为为准则，我见过外企是这样说的)5、荣誉原则， Credit is the fundamental.6、受人欢迎， Popular with colleague.7、善于合作， Apt at cooperation.8、团队精神， Team work spirit.9、只有第一， Only first!10、敢于冒险， Dare to adventure!11、火一般的精神， Fiery enthusiasm.(此处应当指在工作中“火一般的激情)12、不断提升自己， Continual upgrading yourself113、勇敢者的游戏， game of Trojan（brave)！14、全力以赴， Go all out115、尽职尽责，Fulfill your duty and responsibility. 16、没有不可能， Nothing is impossible!17、永不放弃， Never give up!18、敬业为魂， Bear profession in your soul!19、为自己奋斗， Struggle for yourself!20理念至上， philosophy priority.(这里的理念实际上就是个人对工作、生活的人生观，所以用philosophy)21自动自发， willingness.（已经有出版物，名字无需争论，WILLINGNESS）22立即行动。Immediate action.参考：关键细节决定企业成败 Key detail determines enterprise's success or failure 腾云 在现代企业管理中,人们越来越关心细节了,近几年,"细节决定成败"这-诊断非常流行,以至于在有些人眼中甚至到了走火入魔的地步.但笔者认为"细节决定成败"这一论断有失片面,应该是关键性细节才决定成败...科技创业月刊 Pioneering With Science & Technology Monthly 2006年,第02期楼主好，关于企业文化建设的有些词语其实已经约定俗成，或有出版物的定论，望斟酌！
金威家具
1、无条件执行； 2、工作无借口； 3、细节决定成败， 4、以上司为榜样， 5、荣誉原则， 6、受人欢迎， 7、善于合作， 8、团队精神， 9、只有第一， 10、敢于冒险， 11、火一般的精神， 12、不断提升自己， 13、勇敢者的游戏， 14、全力以赴， 15、尽职尽责， 16、没有不可能， 17、永不放弃， 18、敬业为魂， 19、为自己奋斗， 20理念至上， 21自动自发， 22立即行动。 这些用英文回答是;(如下,请看好)1, unconditional implementation; 2, work without an excuse; 3, details determines the success or the failure, 4, the superior as a model 5, the principle of honor, 6, popular, 7, good at coorparation, 8, team-work spirit, 9, the goal is only the first, 10, never afraid of taking risks, 11, spirit of fire, 12, and constantly upgrade themselves, 13, the game of warrior 14, do the best, 15, fulfil any duty, 16, impossible is nothing(学nike广告), 17, never give up. 18, responsible to the job, 19, fight for myself, 20 concepts comes first, 21 spontaneous, 22 immediate action. (我问我英语老师,问了一夜才问出来这么多,我才5年级啊,(不容易)一定要给+分哦)(睡觉去了)(zzzzzzzzzzzzzzzzzzzzzzzzzzzzz)
我爱我家2小宝
我想你一定没少查词典，所以我就不解释单词了。我给你提供一篇文章可能可以帮助你。2. We may become emotionally committed to our hypothesis. The idea of falling in love with a pet theory is not limited to problem solving, of course. Wherever it happens, the lover begins to search for and select out only the evidence that supports the hypothesis, ignoring or subconsciously filtering out information that argues against the pet. For our example, here's a story: An experimenter carefully conditioned a flea to jump out of a box when a bell was rung. Then he pulled off the first pair of the flea's legs. The flea still jumped out of the box. So he pulled off the second pair of legs. The flea could still jump out. Finally, he pulled off the last pair of legs. This time, when the bell was rung, the flea didn't jump our of the box. The experimenter concluded that his theory was correct: "When all the legs of a flea have been removed, it will no longer be able to hear." To avoid these two problems, then, we should attempt to generate as many rival hypotheses as possible for each set of data, and then test each of them against the known facts. Rules for Generating and Testing Hypotheses1. The hypothesis should account for all possibly relevant data. An explanation that covers only part of the data or that is in conflict with a major fact, is not a good explanation. Remember, though, that especially early on, all explanations will have problems and will fact some seemingly conflicting data. Facts are refined and clarified as better information becomes available. So don't throw out all but "perfect" explanations; you won't have any. 2. Simpler explanations are usually to be preferred over more complex explanations. This is the principle of Occam's razor, discussed inHuman-Factor Phenomena in Problem Solving. 3. More probable explanations are usually to be preferred over less probable ones. Many things are possible; fewer things are probable. It is possible that ancient astronauts built the pyramids, but it is more probable that the Egyptians did. 4. The consequences following from the truth of the hypothesis must match the facts. If, for example, you hypothesize that a bomb destroyed an airplane and caused it to crash, you will expect to find bomb residue as a consequence of this hypothesis. When you first read how facts match a theory, you might be tempted to think, "Why, yes, that must be it." However, when you make the effort to research (or even take a few moments to generate on your own) a few rival hypotheses--alternative explanations--the original hypothesis becomes suddenly less persuasive. As with many other things in life, When you have a choice of only one, it seems to be the right choice; but when you have a choice of many, your taste improves. There is even a Biblical passage relevant to this issue: "The first to present his case seems right, till another comes forward and examines him" (Proverbs 18:17). When you begin to examine a proposed explanation for some data, ask yourself, "What other variables are involved that might also account for the result 2. PMI. Edward de Bono refines the T-Chart idea into a three part structure, which he calls PMI for plus, minus, and interesting. Here you first list all the plus or good points of the idea, then all the minus or bad points, and finally all the interesting points--consequences, areas of curiosity or uncertainty, or attributes that you simply don't care to view as either good or bad at this point (consequences that some people might view as good and others might view as bad, for example). The "interesting" category also allows exploration of the idea or choice outside the context of judgment--you don't have to evaluate the attribute into a positive or negative category. As simple as this technique seems to be, and as often as others will tell you, "Well, of course, everyone does that all the time," this is a very powerful but much neglected technique. Most people believe they list the pluses and minuses of a decision before making it, but in actual practice, many people make a decision or form an opinion before they consider the evidence in an orderly way. Only after they make a decision do they hunt around for reasons to support it. Considering the evidence on both (or all) sides before you commit yourself emotionally and psychologically to a position will have a major impact on the quality of your decision making. For example, suppose you are on a jury and must decide the guilt or innocence of the accused (or to hold for the plaintiff or defendant in a civil trial, if you prefer). What happens on most juries is that after the members meet in the room and choose a foreman, a preliminary vote is taken. "Let's find our where we all stand now," the foreman might say. Unfortunately, beginning a decision making session this way creates more problems than it solves. Before the jurors have had time to think over the issues or to discuss them to clarify the facts, they are asked to give their opinions. Giving an opinion is, in our society, accompanied by an ego investment, because we do not like to be wrong. As a result, each juror becomes emotionally committed to his first opinion and will very often proceed to look for arguments and facts that support this opinion (and hence defend his ego), rather than listen thoughtfully to the facts and decide the case on its merits. If, on the other hand, the foreman said, "Instead of a preliminary vote on the case, let's work together to draw up a list, first of all the evidence that would argue for the defendant's guilt, then all the evidence that would argue for his innocence. And as we make the lists, we can also write down facts that are interesting but that don't necessarily argue either for guilt罪 or innocence无罪." Now all the jurors陪审 will work together, have the opportunity to ask questions and resolve doubts, consider evidence they might not otherwise have remembered, and can change their minds back and forth as many times as they want, all without a threat to their egos or their need to be correct. Notice that the PMI technique turns the jurors into collaborators, working together, instead of competitive debaters arguing for victory (rather than truth). As another example, suppose that you are on the board of a missionary传教 and relief organization and your group has decided to improve the roads in a small South American village. You as chairman must present the alternatives, which are that you have enough gravel either to pave half the roads completely or to fix the worst spots and holes in all the roads. If you stand up and say, "Well that's it; what do you think " you'll get the usual off-the-cuff first impression opinions, backed up later by whatever arguments those who have committed to them can dredge up. But suppose you say, "Let's make two PMI lists, first one of all the good and bad points for paving half the roads completely, and then one for the good and bad of fixing the worst problems on all the roads. Then we will have all the ideas and reasons before us when we make a decision." This way, you will be pooling your ideas and working together without the threat of being wrong or the need to defend your first opinion. Yes, this simple technique of deliberate pro and con赞成反对 identification is extremely powerful and extremely neglected. Get into the habit of using it and you'll see your decision making quality improve remarkably.
地球是个圆曲奇
commit / kəˈmɪt; kəˋmɪt/ v (-tt-) [Tn] do (sth illegal, wrong or foolish) 做（不合法的、 错的或愚蠢的事）; 犯: commit murder, suicide, theft, a blunder, an unforgiveable error, etc 犯凶杀、 自杀、 偷窃、 大错、 不可原谅的错误等. [Tn.pr] ~ sb/sth to sth give or transfer sb/sth to (a state or place) for safe keeping, treatment, etc 将某人[某事物]置於（某状态）或交与或转交（某处）保留、 处理等: commit a man to prison, ie have him put in prison 把一男子送进监狱 * commit a patient to a mental hospital 把病人送进精神病院 * commit sth to paper/to writing, ie write sth down 把某事写下来 * The body was committed to the flames, ie was burnt. 遗体被火化. * commit a list to memory, ie memorize it 记住一份名单. [Tn, Tn.pr, Cn.t] ~ sb/oneself (to sth/to doing sth) make it impossible for sb/oneself not to do sth, or to do sth else, esp because of a promise; pledge sb/oneself 使某人[自己]不能不做某事或不做另事（尤指因有承诺）; 向某人[自己]保证: I can't come on Sunday: I'm already committed, ie I've arranged to do sth else. 星期天我不能来, 我有事. * commit oneself to a course of action 决定采取一行动 * Signing this form commits you to buying the goods. 你签此表格后就一定要买这批货. * The company has committed funds to an advertising campaign. 公司已决定拨款作广告宣传. * This regiment is already committed to (ie It has been settled that it will fight on) the eastern front. 该团承担东线的战斗任务. * He has committed himself to support his brother's children. 他已答应抚养他弟弟的孩子. [Tn, Tn.pr] ~ oneself (on sth) give one's opinion openly so that it is difficult to change it 公开表明自己的意见（因而难以更改）: I asked her what she thought, but she refused to commit herself. 我问她她是怎麽想的, 但她拒不表示意见. Cf 参看 non-committal. [Tn, Tn.pr] ~ sb (for sth) send sb to a higher court to be tried 将（某人）送交高一级法院受审: The magistrates committed him for trial at the Old Bailey. 地方法官把他送往伦敦中央刑事法院受审.> committal / kəˈmɪtl; kəˋmɪtl/ n [U] action of committing (commit 2), esp to prison 交与; 转交; （尤指）入狱, 交押, 收监: [attrib 作定语] At the committal proceedings the police withdrew their case. 警方在转交诉讼程序中撤销了案件.committed adj (usu approv 通常作褒义) devoted (to a cause, one's job, etc) （对事业、 本职工作等）尽忠的,坚定的: a committed Christian, doctor, teacher, communist虔诚的基督徒、 尽责的医生、 严师、 坚定的共产党员. Cf 参看 uncommitted.commitment n 1 [U] ~ (to sth) committing or being committed (commit 2): the commitment of a patient to a mental hospital 把病人送进精神病院 * the commitment of funds to medicine 对医学方面的拨款. 2 [C] ~ (to sth/to do sth) thing one has promised to do; pledge; undertaking 承诺; 允诺; 保证; 承担: I'm overworked at the moment I've taken on too many commitments. 我目前劳累过度--应承的事情太多了. * a commitment to pay 100 to charity 承担捐赠慈善事业100英镑的义务. 3 [U] (approv 褒) state of being dedicated or devoted (to sth) 致力, 献身（於某事物）:We're looking for someone with a real sense of commitmentto the job. 我们在寻求对此工作真正能尽职尽责的人.
