迎戰逆境 Confront Adverse Circumstances

迎戰逆境

CONFRONT ADVERSE CIRCUMSTANCES

楊釗居士

By Charles Yeung Translated by Soula Lo

There are times we might encounter an adverse circumstance in our life. How to learn the skills to deal with an adverse circumstance is a kind of profound knowledge. Nowadays, the global economic crisis affects all occupations. Due to the reality of the present situation, I would like to discuss the methods of dealing with such an adverse circumstance.

人生很多時候會遇到逆境，如何學會應付逆境的本領，實在是一門很高的學問。現在，全球經濟危機，進而影響各行各業，迫于現實，特此探討應付逆境之道。

To deal with an adverse circumstance, and overcome these kinds of situations, we have to break through three barriers:

Mental barrier. Knowledge barrier. Practice barrier.

應付逆境，要在逆境中取得勝利，要過三關：一、心理關；二、知識關；三、實踐關。

I. Mental or attitude barrier

一、心理

When we encounter an adverse circumstance, we must maintain positive thinking and have faith. China』s prime minister Wen Jiabao said, 「Faith is more important than gold.」 China』s vice chairman Xi Jinping also said, 「As long as our faith is not falling, the solutions are always more than the difficulties.」 In September 1944, while China was in a very difficult time in the Second Sino-Japanese War, the leader of the People』s Republic of China addressed, 「When we are in the difficult times, our comrades must have a vision for success, must be able to see the light, and must enhance our courage.」 While browsing through books about how to deal with an adverse circumstance, I found Mao Zedong』s poem that Mr. Chang Li quotes in his article, Seek Survival in an adverse circumstance:

心理或稱心態關，在逆境的時候，必須保持正面的思維，保持信心，溫家寶前總理說：「信心比黃金更重要」。習近平主席說：「只有信心不滑坡，辦法總比困難多」。中國在抗日戰爭困難時期，即一九四四年九月，中共的領袖提出「我們的同志在困難的時候，要看到成績，要看到光明，要提高我們的勇氣」。假日在家翻查應付逆境的書籍，張立先生在「逆境求存」中，引用毛澤東的「詩詞」：

「Although the sky is churning, the current is chilly and rapid; the earth is still blowing the warm and gentle breeze.」 When we are in the most difficult time, it will gradually create a common consensus from all directions, to deal with the rapid chilly current. This power is the warm and gentle breeze in the chilly current.

「高天滾滾寒流急，大地微微暖氣吹」，在最困難的時候，各方面逐步會形成共識，去應付急速的寒流，這股力量，就是寒流中的暖氣。

During adverse circumstances, we have to awake the sense of commitment and responsibility bearing deep in our heart, and establish a persistent and undaunted spirit to fight with the resolution of 「either win or die.」 Only this way, can we awake our desire for survival; bring out wisdom and capability from our subconscious.

在逆境，必須喚醒自己內心的使命感和責任感，並建立不屈不撓、百折不撓的精神，建立「背水一戰」的決心，只有這樣，才能喚醒自己求生欲望，發揮潛意識的智慧和功能。

While in adverse circumstances, the worst thing to do is to give up and run away; therefore, if people ask, 「what is the worst failure in life?」 The answer would be, 「give up and run away.」

在逆境之中，最差的方法是放棄和逃避，所以，當人們問，人生最大的失敗是什麼？答案是：放棄和逃避。

II. Knowledge barrier

二、知識

This means theories. How to confront an adverse circumstance? We have to find the right methods, and search for the right ways that are based upon good theories. First, we have to overcome the mental barrier. Only when we have established a positive attitude ourselves, can we gather the staff who also have a positive attitude, and to search and cultivate more cadre members. Upon having a positive attitude in the whole process, we must set an example; less talk and more action is the best method. Gradually, we will affect people around us, so they would also establish the determination to 「confront the adverse circumstance,」 fight together in the adverse battlefield, and learn the wisdom and capability of 「dealing with the adverse circumstance.」

知識就是理論。如何迎戰逆境？必須找出方法，尋找理論依據。自我心理必須過關，只有自己能建立正面的心態，才能凝聚正面心態的員工，跟著就是尋找和培養干部。具備正面的心態，在這個過程中，以身作則和少說多做，是最佳的方法，慢慢地就會影響周圍的人，令他們逐步形成「迎戰逆境」的決心，同赴逆境戰場，在逆境中學習「應付逆境」的智慧和本領。

During World War II, British Prime Minister Winston Churchill』s way of dealing with adverse circumstance was, 「Face the failure; learn from the mistakes.」

英國首相丘吉爾，在第二次世界大戰中，應付逆境的方法是「面對失敗，從錯誤中學習」。

「Face the failure」 means we should be faithful to the truth, and absolutely obey the data numbers, not look for excuses, but put into practice the best and only standards to examine Truth.

「面對失誤」，宜實事求是，絕對應該服從數字，而不應找尋藉口，因為「實踐是檢驗真理的唯一標準」。

In some cases, specialists think, 「True, if you are a powerful man with a leader』s charisma, you should spend some time to think that, a leader』s charisma is an asset, but is also a debt. Your merits of character could also bear the seeds of problems. Your followers will automatically filter information, preventing you from seeing the cruel truth. You have to be very aware of this, and spend a lot of time to focus on this problem, and always watch out for the side effects.」

在專家研究的個案中認為：「的確，如果你是很有領袖魅力的強人，應該花時間好好想一想，領袖魅力是資產，也是負債，你性格上的優點也可能埋下了問題的種子，員工會自動過濾資訊，不讓你接觸到殘酷的真相，你必須有充分的自覺，長期投注心力，注意這個『副作用』。」

Churchill was very aware of a powerful man』s weakness. During the darkest days of World War II, almost all European countries and North African tribes had fallen into the Nazi』s hand. The United States putting its own safety as its first priority, therefore allowed Adolf Hitler the chance to attack Britain with all of Germany』s force (at the time, they hadn』t invaded the Soviet Union yet). Churchill said, 「We will never give up, never! We will never parley; we will never negotiate with Hitler or any of his gang. We shall fight him by land; we shall fight him by sea; we shall fight him in the air, until, with God』s help, we have rid the earth of his shadow and liberated its people from his yoke.」

英國的丘吉爾首相深知強人的缺點，在第二次世界大戰，最黑暗的日子里，幾乎整個歐洲和北非都落入納粹黨的魔掌，美國當時希望明哲保身，因此希特勒可以專心對付英國(當時還沒有發動對蘇聯的攻擊)。丘吉爾說：「我們絕不放棄，絕不！我們永遠不會求和，我們永遠不會和希特勒或納粹黨徒談判。我們將在陸上迎戰他們，在海上迎戰他們，在空中迎戰他們，直到在老天爺幫助下，我們完全擺脫納粹的陰影」。

Although Churchill held a bold vision, he was willing to face the cruel reality. He was afraid that he couldn』t hear the truly bad news because of his powerful character, so beyond the normal command system, he established a completely independent department: the Statistic department, during the early stage of the war. This department』s main function was to provide him with the most updated and unfiltered cruel facts (for example, this unit would check and confirm how many fighter planes had been damaged or lost, and the current level of supplies). During World War II, he valued this special unit greatly. He constantly requested them to provide him with the facts, and as long as the data was true to the facts, everything was considered okay. When the Nazi』s armored troops swept the entirety of Europe, Churchill still slept soundly every night. He said, 「I had no need for cheering dreams. Facts are better than dreams.」

盡管胸懷大膽的願景，丘吉爾卻正視殘酷的現實，他唯恐自己會因為強人的性格，而聽不到真正的壞消息。因此，他從開戰初期就在正常指揮系統外，設立了完全獨立的部門－統計局，主要的功能，就是持續提供他最新而且完全未經過濾的，最殘酷的事實(例如：隨時查證戰斗機數量和折損狀況，軍需品供應數量等等)，整個二次世界大戰期間，他都十分倚重這個特殊單位，不斷要求他們提供事實，只要是事實資料都好。當納粹黨裝甲部隊橫掃全歐時，丘吉爾每晚仍照樣呼呼大睡，他說：「我不需要鼓舞人心的美夢，事實勝于美夢」。

「In difficult times, which kind of person cannot persist until the end?」 Case studies from research reports tell us, 「The blindly optimistic person, who hasn』t found the way out.」 This kind of optimist would say in a difficult time, 「We will solve the problem before Christmas.」 As a result, Christmas comes, and Christmas goes, yet the problem is still there. And then they say, 「We will definitely solve the problem before Easter.」 As a result, Easter also passes. Next is thanksgiving, and then, Christmas comes again. At the end, they fail because they are heartbroken.

「在困難時期，哪一種人通常無法堅持到最後？」研究個案告訴我們，「盲目樂天派，但又沒找到出路的人」，樂天派的人在困難時期會說：「聖誕節以前，我們會解決問題」，結果，聖誕節來臨了，聖誕節過去了，問題依然存在。然後，他們又說：「復活節以前，我們一定會解決問題」，結果，復活節也過去了，接下來，是感恩節，然後聖誕節又來臨了。最後，他們因為心碎而失敗。

At the most difficult time, the method of using a cheering vision is a complete waste of time. The real problem is that we don』t have many bullets left. What kind of method should we use that would not strike down the staffs』 spirit? The easiest way to strike their spirit is by offering the illusion of empty hope. Later on, empty hope cannot pass the test; it will become burst and extinguished.

在最困難的時候，如果采取激勵人心的「願景」，完全是浪費時間，真正的問題是我們已經沒有多少子彈了，我們應該采取什麼樣的方法，才不會打擊員工的士氣？而最容易打擊士氣的動作，莫過于提出虛妄的希望，後來卻經不起考驗，一一破滅。

III. Practice barrier

三、實踐

In an adverse circumstance, there are five weapons which can help you win the battle:

1. Problems? Great!

2. Identify the critical point of time to achieve success.

3. Inspire oneself.

4. Inspire others.

5. Act immediately.

在逆境中，有五顆炸彈可以令你反敗為勝，一、有問題嗎？好極了！二、找出成功的契機，三、激勵自己，四、激勵別人。五、立即行動。

1. Problems? Great! This is a way to look at the problems with a positive attitude. We think of ourselves as highly skilled at management, and have the top level of practice. Now that we have encountered a truly adverse circumstance, it is a great opportunity to test our capabilities of management and our level of practice; therefore we say, 「Great! This is the opportunity of a lifetime, so rare and so wonderful. It is the best time to test our practicing level and our blessed fortune.」

一、有問題嗎？好極了！這是運用正面心態看問題，我們自負是管理高手，又自認為是修行到高層次，現在遇到大的逆境，正好印證一下自己的管理能力和修行層次，所以說：「好極了！真是人生難得幾回搏」，這是考驗我們功夫和福力的時候了。

2. Identify the critical point of time to achieve success. 3. Inspire oneself. 4. Inspire others. Establish a red flag system. Put a red flag on any problem that would seriously harm the company. Everyone should share the same goal, deal with problems together as one, and no one should hold back confronting critical matters. Only in this way, can the company act as one unit, and thus, inspire ourselves and our staff. Everyone should have resolution and courage to either achieve success or die.

二、三、四、找出成功的契機。設立紅旗制度，把嚴重危害公司的問題插上紅旗，務必上下一心，共同對付，任何人不得阻礙。只有這樣，才能統一行動，才能激勵自己，激勵員工，抱有不成功、便成仁的決心和勇氣。

5. Act immediately: List the important matters that need to be modified, mark them with red flags. Identify five matters at the most (less is better) and expect to see results within two years. Examine and estimate the current cadre members. If some people are not able to bear the responsibility, then look for other or new members who possess the resolution, courage, capability and willingness to confront any adverse circumstance with us. Then we can fight together in any adverse circumstance of battle, to strike back in any dangerous situation.

五、立即行動，把應該改正的重大項目列出來，插上紅旗，最多為五項，少于五項更佳，必須在一兩年內見成效。檢討現有的骨干隊伍，若估計有些人無法承擔責任的，馬上物色有決心、有勇氣、有能力、願意和我們一起「迎戰逆境」的員工，共赴逆境戰場，進行危地反擊戰。(完)

(The end)