社会哲学英语文章

复制了一篇：How to Grow Old--Bertrand RussellPsychologically there are two dangers to be guarded against in old age. One of these is undue absorption in the past. It does not do to live in memories, in regrets for the good old days, or in sadness about friends who are dead. One's thoughts must be directed to the future, and to things about which there is something to be done. This is not always easy; one's own past is a gradually increasing weight. It is easy to think to oneself that one's emotions used to be more vivid than they are, and one's mind more keen. If this is true it should be forgotten, and if it is forgotten it will probably not be true. The other thing to be avoided is clinging to youth in the hope of sucking vigour from its vitality. When your children are grown up they want to live their own lives, and if you continue to be as interested in them as you were when they were young, you are likely to become a burden to them, unless they are unusually callous. I do not mean that one should be without interest in them, but one's interest should be contemplative and, if possible, philanthropic, but not unduly emotional. Animals become indifferent to their young as soon as their young can look after themselves, but human beings, owing to the length of infancy, find this difficult. I thing that a successful old age is easiest for those who have strong impersonal interests involving appropriate activities. It is in this sphere that long experience is really fruitful, and it is in this sphere that the wisdom born of experience can be exercised without being oppressive. It is no use telling grownup children not to make mistakes, both because they will not believe you, and because mistakes are an essential part of education. But if you are one of those who are incapable of impersonal interests, you may find that your life will be empty unless you concern yourself with your children and grandchildren. In that case you must realise that while you can still render them material services, such as them an allowance or knitting them jumpers, you must not expect that they will enjoy your company. Some old people are oppressed by the fear of death. In the young there there is a justification for this feeling. Young men who have reason to fear that they will be killed in battle may justifiably feel bitter in the thought that they have been cheated of the best things that life has to offer. But in an old man who has known human joys and sorrows, and has achieved whatever work it was in him to do, the fear of death is somewhat abject and ignoble. The best way to overcome it——so at least it seems to me——is to make your interests gradually wider and more impersonal, until bit by bit the walls of the ego recede, and your life becomes increasingly merged in the universal life. An individual human existence should be like a river——small at first, narrowly contained within its banks, and rushing passionately past rocks and over waterfalls. Gradually the river grows wider, the banks recede, the waters flow more quietly, and in the end, without any visible break, they become merged in the sea, and painlessly lose their individual being. The man who, in old age, can see his life in this way, will not suffer from the fear of death, since the things he cares for will continue. And if, with the decay of vitality, weariness increases, the thought of rest will not be unwelcome. I should with to die while still at work, knowing that others will carry on what I can no longer do and content in the thought that what was possible has been done. 作者简介：Bertrand Russell First published Thu Dec 7, 1995; substantive revision Thu May 1, 2003 Bertrand Arthur William Russell (b.1872 - d.1970) was a British philosopher, logician, essayist, and social critic, best known for his work in mathematical logic and analytic philosophy. His most influential contributions include his defense of logicism (the view that mathematics is in some important sense reducible to logic), and his theories of definite descriptions and logical atomism. Along with G.E. Moore, Russell is generally recognized as one of the founders of analytic philosophy. Along with Kurt G�0�2del, he is also regularly credited with being one of the two most important logicians of the twentieth century. Over the course of his long career, Russell made significant contributions, not just to logic and philosophy, but to a broad range of other subjects including education, history, political theory and religious studies. In addition, many of his writings on a wide variety of topics in both the sciences and the humanities have influenced generations of general readers. After a life marked by controversy (including dismissals from both Trinity College, Cambridge, and City College, New York), Russell was awarded the Order of Merit in 1949 and the Nobel Prize for Literature in 1950. Also noted for his many spirited anti-war and anti-nuclear protests, Russell remained a prominent public figure until his death at the age of 97.

�6�1 a philosopher at the seaside boat witnessed the killing. The sailors and passengers on board all drowned. Castigated him God is not unreasonable - just because a criminal is by the boat, even so many innocent victims.�6�1 When he was obsessed with this idea, he found himself surrounded give a large group of ants, the original location of the distance he was standing near蚂蚁窝. At that time, there is an ant climbed on him and bite him one, he immediately trampled to death all the ants with their feet. God coming out at this time and used his walking stick beating philosopher said: "Since you are in a similar way God go to those poor ants, can you also are qualified to critique of God as吗?"�6�1 【Inspiration】�6�1 This parable is very vividly described the two kinds of obstacle to the mentality of management performance. First: to represent the whole picture; First: wide in the discipline, harsh to others.�6�1 We are in God's Fables and philosophers as, must not deep. However, once we become a party, they often will not care for committing the above-mentioned two taboos, because people are sensory animals, such as: to see a staff usually work overtime, another staff off on time every time, managers usually in order to see the scene, in accordance with their own thinking mode (that is, values) to the judgment, on time off that employees with degrees not enough, work is not work...�6�1 However, the fact that managers may not be such as can see, there is usually possible to work overtime are employees during working hours to fish in troubled waters, work not completed on schedule had to work overtime to finish; also possible there is usually overtime employees, does not work; is also possible that the job uneven weight distribution ...�6�1 so, as managers must constantly remind ourselves: the hard-working and motivated employees are not necessarily cooperative high staff; trying to please the boss of the employees may not be able to do a difficult job.�6�1 With regard to another management taboo: wide in the discipline, harsh to others. Employees are the most obnoxious one type of director, that is, standards managers, should not set a good example, but with a magnifying glass to look at the conduct of employees, resulting in conflict management, with the result that employees will be "many more mistakes, less make fewer mistakes by not doing anything, "the hearts of forged or" follow suit ", anything at all. This is also a human one, as a manager that is an example, the words and deeds to be careful, when you watch someone else take a magnifying glass, they indulge themselves at the same time, employees also must be using a magnifying glass to look at you, which will be produced in the conflict and want to know ... ... �6�1一位哲学家在海边目睹一条船遇难。船上的水手和乘客全部溺毙了。他痛骂上苍不讲理——只因为一位罪犯正好乘坐这条船，竟然让众多的无辜者受害。�6�1当他正沉迷于这种思想的时候，他发觉自己给一大群蚂蚁围住，原来他站的位置距离蚂蚁窝不远。那时，有一只蚂蚁爬到他身上并叮他一口，他立刻用脚踩死所有的蚂蚁。天神在这个时候现身，并用他的拐杖敲着哲学家说：「你既然都以类似上苍的方式去对待那些可怜的蚂蚁，难道你还够资格去批判上苍的作为吗?」�6�1【启示】�6�1这一则寓言很生动地描述了两种有碍管理绩效的心态。一是：以偏概全;一是：宽于律己，苛以待人。�6�1我们对寓言中上苍及哲学家的作为，一定深不以为然。可是，一旦我们成为当事人时，往往也会不小心触犯了上述二项禁忌，因为人是感官性的动物，例如：看到一位员工常常加班，另一位员工每次都准时下班，管理者常常以看到的景象，依照自己的思考模式(即是价值观)来下判断，认定准时下班的员工配合度不够，工作不敬业…�6�1然而事实未必如管理者所看到的，有可能是常常加班的员工在上班时间打混摸鱼，工作未能如期完成只好以加班来完成;也有可能常常加班的员工，工作方式不对;也有可能是工作份量分配不均… �6�1所以，身为管理者必须时时提醒自己：勤劳上进的员工未必是合作性高的员工;试图取悦上司的员工未必能够胜任艰难的工作。�6�1至于另一项管理禁忌：宽于律己，苛以待人。是员工最厌恶的主管类型之一，也就是管理者标准不一，不能以身作则，反而以放大镜来看待员工的行为，造成管理上的冲突，致使员工会有「多做多错，少做少错，不做不错」的心结下或者「上行下效」，毫无作为可言。这也是人性之一，身为管理者即是表率，言行要谨慎，当你拿放大镜看别人时，却放纵自己的同时，员工亦必定是拿放大镜来看待你，其中会产的冲突可想而知……