5 Dysfunctions of a Team_pre-education R1
英文版2型糖尿病
Type 2 diabetes stylishly develops gradually over time and is often associated with objectiistory
Incremental tiger desert eating
Weight loss
Despit increased appearance, weight may decrease due to the body's inability to use glucose property
Fatigue
Feeling tired and lethargic due to lake of energy production from glucose
Blurred vision
High blood sugar levels can cause temporary changes in vision
Diagnostic Criteria and Procedures
Fasting blood glucose test
Oral glucose tolerance test
Insulin Therapy and Other Treatments
Adaptive Therapy Comprehensive therapies such as acquisition, yoga, or treatment may be used along with side traditional treatments to help manage stress and improve overall well being However, these should be discussed with a healthcare provider to ensure they are safe and appropriate for each individual case
Team Leadership(中文)
Building a team takes time.
Most teams follow the path of "forming, storming, norming and performing." Knowing which phase you’re in can help you feel comfortable that you’re on the right path.
What you should know
Teams thrive on clarity and common goals.
The basics
All good teams are committed to achieving shared goals. To build commitment to a goal, a leader needs to communicate what the team is expected to deliver, why their work is important, and the deadlines.
• Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.
What you should know
团队建设的4个阶段 组建团队 这一阶段通常比较短. 团队成员通常是积极的，并且渴望理解目标和责任的. 讨论他们将如何一起工作. 在这 一阶段投入一点时间能避免后续的迷惑.
中暑
Heat illnessDefinition"Heat Illness" means a serious medical condition resulting from the body's inability to cope with a particular heat load, and includes heat cramps, heat exhaustion, heat syncope and heat stroke. Heat illness is characterized by the loss of water and salt, the sweat gland dysfunction, and the thermoregulatory center dysfunction. Heat illness can be divided into three categories according to the severity of the clinical manifestation: 1.heat cramps, 2.heat exhaustion,3.heat stroke. Heat stroke can be divided into exertional heat stroke and classis heat stroke. Exertional heat stroke is mainly caused by the increase of heat production while thenon-exertional heat stroke is caused by the reduction of heat dissipation.EtiologyThe main cause of heat illness is the poor adaptation of patients to the hot and humid environment. When the environment temperature is higher than 32℃, and the relative humidity is more than 60%, previously healthy young person is easy to develop heat illness when doing strenuous activities without taking proper measures of protection and adequate adaptation. The causes of developing heat illness can be summarized as follows:1.Adopting too much heat: high environment temperature ; direct sun or heat;2.Iincrease of heat production: doing heavy exertion; long time of fever; epilepsy;hyperthyreosis; some medicines( amfetamine, lysergic acid diethylamide)3.Disorders of heat loss: high humidity and temperature, obsess, heavy clothing, chronicheart failure, dehydration, CNS disorders, some medications (phenothiazine,anti-cholinergic agents, diuretic and propanolol etc.)4.Dysfunctions of sweat gland: scleroderma, previous burn wounds & scars, cystic fibrosis,miliaria5.HypokalemiaMechanismThe hypothalamus is the themonregulatory center in control of the heat production and loss. The normal rectal temperature is fluctuated between 36.9-37.9℃.1.the regulation of temperatureHeat production:The body produces heat from food and from muscles during exercise. Normal metabolism generates 209 to 251 kJ per hour and would raise the temperature of your body 1.5 degrees every hour if it were not for the body’s cooling mec hanisms. When you exercise heavily or in hot temperatures, heat production by the body increases five to tenfold. Add to that hot and humid environmental conditions and it is easy to overheat, a process called hyperthermia.Heat lossNormally, the body reduces heat by sending more blood to the skin where bloodvessels dilate to bring the blood closer to the surface where it can be cooled by thelower air temperature. This only works when the air temperature is lower than thebody temperature. Sweating is another way the body uses to lower the temperature of the blood. As the sweat evaporates, it cools the body down. At this rate, bodytemperature can normally be regulated.In the normal temperature(15-25℃) body loss its heat by the following 4 manners: a. radiation: it’s the main way of heat loss, contribute to 60% of the whole amount of heat loss. b. evaporation: consist 25% of the heat loss. In hot weather it’s the main manner of heat loss. Each liter of sweat that is evaporated on the skin removes about 2427lJ of body heat. When the humidity level is over 75%, evaporation reduced and the body’s ability to cool is dramatically decreased. When the humidity achieve 90-95%, evaporation ceased absolutely. C. convection: contribute 12% of heat loss. D. conduction: consist 3% of the heat loss.2.AcclimatizationThe body takes time to acclimatize to temperature. It takes 7-14 days to fully acclimatize to hot weather. With acclimatization, sweating and cardiac output increase, the sweat glands secrete less salt, and the heat production reduces. In hot weather, the elderly, mental sick person, and the comatose person is more likely to develop heat illness. It’s because their themonregulartory function is damaged.3.the effect of hyperthermy on the body:central nervous system: hyperthermy can lead to the cell death of the brain and spinal cord, causing brain edeama, cerebral hemorrhage, increase of the intracranial pressure and coma. The purkinye cells of the cerebellum is sensitive to the hyperthermy, their damage will lead to ataxia, dysarthrosis, dysmetria.Cardiovascular system: In the early stage of heat illness, dehydration and the dilation of the vessel lead to hypotension. The cardiac output(CO) increase while the metabolism elevates. CO increase 3L per minute if the rectal temperature elevates 1 ℃. Hyperthermy will cause myocardial necrosis and myocardial ischemia, arrhythmia, heart failure, then interfere the loss of body heat.Respiratory system: hyperthermy can lead to ARDS.Water and electrolyte metabolism: Too much sweating leads to loss of water and electrolytes. Hypophosphatemia occurs in 20-80% non-exertional heat stroke. In exertional heat illness patient , hyperphosphatemia and hyperkalemia are found due to the severe impairment of the muscle. The impairment of cells caused by hyperthermy leads to hypocalcemia at first. Hypercalcemia occurs 2-3 weeks later, the possible reason is the activation of PTH.Kidney: In the exertional and non-exertional heat stroke patient, the incidence of developing acute renal failure is about 35% and 5% respectively. The development of acute tubular necrosis is due to dehydration, hypoperfusion, rhabdomyolysis.Digestive system: Hyperthermia and the secondary hypoperfution will lead to the ischemic bowel ulcer, hence causing hemorrhage. Almost every patient develops hepatic necrosis and cholestasis.Hemotologic system: The secretion of catecholamine and the blood concentration will cause leukocytosis, Thrombosis develop in 24% cases. In severely ill patient, DIC occurs 2-3 days due to the direct toxicity of the hyperthermy to the platelet, the reduction of the synthesis of coagulation factors and the coagulation reaction activated by the endothelial cell injury and the necrotic cells.Endocrine system: In exertional cases, hypoglycemia happens due to increase of energy exhaustion. While 90% non-exertional patients develop hyperglycemia and elevated plasmacortisol. In seriously ill patient, the blood aldosterone level and growth hormone level are elevated.Muscle: In exertional stroke patients, muscle injuries and myolysis occurs and the blood CK level rise dramatically, In non-exertional heat stroke patients, muscular injuries seldom develop.PathologyNecrosis of neurocell in the cerebellum and brain is found especially the Purkinje cells. Necrosis and bleeding of cardiomyocytes are also found. Necrosis of hepatic cells and cholerostasis are seen. And degeneration and necrosis of myocytes are seen in exertional heat stroke cases.Clinical appearanceHeat cramps typically occur in hot weather when the exercising muscle (most often the legs) contract painfully without reflex inhibition from the antagonist muscles. Heat cramps are related to the excessive loss of the sodium, patients usually have a history of profuse sweating without adequate fluid replacement. Cramps often begin when the individual is resting after exercise and present as severe pain and spasms of the calf, thigh, abdomen, or hand muscles. Heat exhaustion is also caused by severe dehydration and electrolyte loss. It’s the most common form of heat illness. If not properly handled, it will deteriorate to the life-threatening heat stroke. In the young, heat exhaustion usually occurs after strenuous activity in the hot and humid weather without acclimatization. While in elderly the problem is related to inadequate response of the heart and cardiovascular system to heat. Patients often complain of headache, giddiness, anorexia, nausea, vomiting, malaise, thirst, muscle cramping. Physical examination may reveal some evidences of dehydration: tachycardia, orthostatic hypotension, the core body temperature may rise to 38-39℃. Mental status is usually normal, although there may be minor confusion or agitation.In laboratory examination, evidence of dehydration such as increased BUN, serum sodium, hematocrit may also be noted, mild to modest rises in creatinine kinase and hepatic enzymes may be found as well, hypoglycemia is occasionally revealed.Heat Stroke: As heat exhaustion progresses, the body’s cooling system completely breaks down and the blood and organs overheat. Known as heat stroke, this is a true medical emergency that has an 80 percent chance of death if not treated. The difference between heat exhaustion and heat stroke is technically the presence of tissue injury, something that is difficult at best to tell in pre-hospital situation. For practical purposes, anyone who has symptoms of heat exhaustion and abnormal changes in their mental state should be considered to have heat stroke.Heat stroke can be classified into classic heat stroke and exertional heat stroke. Classic heat stroke occurs in infants and ill or elderly patients, usually develops over a periods of several days, in hot and humid weather. The patient with exertional heat stroke usually is a healthy young, who develops symptoms in a matter of hours after exertion heavily.The symptoms of heat stroke can be manifested as the depression of central nervous system such as headache, unsteadiness, bizarre behavior, piloerection, paresthesias, syncope, seizures, coma, and other symptoms, i.e. fever, (T more than 40℃), nausea et al.Physical examination may reveal the evidence of dehydration and some neurological signs. Blood pressure is usually low (check for a weak pulse in the wrist), pulse high (greater than100 beats per minute), and breathing rapid (over 20 breaths per minute). The skin may be red and hot, although this does not occur with everyone. Sweating may have stopped or may be present.A variety of abnormal laboratory studies are noted in heat stroke patients. Arterial blood gas analysis may reveal acidosis, due to elevated lactate levels. A leukocytosis is common and may be as high as 30000-50000. The AST, ALT and LDH are markedly elevated. Creatinine kinase levels are markedly elevated due to muscle fiber damage. Other abnormalities will also be noted such as evidence of coagulopathy, abnormality in ECG et al.Diagnosis and differential diagnosisTypical heat illness is easy to diagnose according to the history and PE and the season. The rectal temperature is higher than 41 in most cases. When the heat wave comes, the comatose patient with high fever should be considered heat illness.Severely ill patient should be differentiated with severe infection, acute cerebral accident, thyroid crisis, delirium tremens etc.Therapy1.Cooling The core temperature should be cool down to 37.8-38.9 in one hour.External cooling methods: The individual should stop all physical activity, rest in a cool, shaded environment, and remove any heavy or restrictive clothing. Have them drink plenty of fluids containing small amounts of salt, as you would for dehydration. Apply steady, gentle massaging-type pressure to the cramped muscle. Cool water can be splashed on the skin while fanning the individual. Better yet, ice or cold packs can be placed along the side of the neck, armpits, and groin areas where large blood vessels are relatively. If available, the individual can be carefully immersed in cool or lukewarm water. Do not immerse in ice water, which can cause severe constriction of the skin blood vessels and limit the ability to lose heat. It can also cause shivering, which is the body’s way to generate more heat—not something you need at this time.Internal cooling Gastric or rectal lavage can be done by icy normal saline. Peritoneal dialysis or hematodialysis by the 9 ℃or 20℃of sterile normal saline can also be applied to cool the body.Drug cooling: chloropromazine can be given to halt shivering. It’s added in a dose of 25- 50mg to the solution of 500ml and infused intravenously in 1-2 hours. The blood pressure should be monitored.2.Therapy of the complicationsComa : Tracheal intubation should be done to avoid aspiration and keep the airway clean in the comatose patients. Manicol should be given intravenously to treat the brain edema and to decrease the intracranial pressure. Diazepam can be given to treat epilepsy.Arrhythmia, heart failure and metabolic acidosis: Sodium bicarbonate should be given in the hyperkalemia and metabolic acidosis patients.Hypotension: Nomal saline or balanced solution should be given to restore the reduced blood volume and blood pressure. If necessary, isoprenaline can be used to increase blood pressure. Vasoconstrictor agents should be avoided for fear that it reduced the heat loss.Hepatic failure and renal failure: Dialyses can be done in renal failure patients. Liver transplantation can be done in case of hepatic failure. Proton pump inhibitor or H2 receptor inhibitor can be given to prevent upper gastrointestinal hemorrhage.3.MonitorTemperature monitorUrine monitorBlood gas analysisMonitor of coagulational function: PT, APTT, platelet count and fibrinogen should be monitored.PrognosisThe total mortality of heat illness is between 20-70%, and reaches 80% in cases older than 50 year old. The body temperature and duration of the fever are also related to the prognosis. The mortality is 5% if the body temperature cool down to 38.5℃in 1 hour, and it reaches 18% if the temperature come down more than 1 hour. Other factors in prognosis are the severity of the injury of the nervous system, liver, kidney and muscles. The blood lactate level is also of prognosis value. In most patients, the nervous system recovered totally soon after the restoration of the temperature. Occasionally, residual nervous system disorders occur. The mild and moderate liver and renal disfuntion can be totally recovered. In severe muscular injured cases, amyosthenia will exist for months.Prevention of heat illness1.Avoiding direct sun shine and tough exertional activities in the hot and humid weatherwithout fully adaption.2.Dress for the heat. Wear lightweight, light-colored clothing. Light colors will reflect awaysome of the sun's energy. It is also a good idea to wear hats or to use an umbrella.3.Drink water. Carry water or juice with you and drink continuously even if you do not feelthirsty. Avoid alcohol and caffeine, which dehydrate the body.4.Eat small meals and eat more often. Avoid foods that are high in protein which increasemetabolic heat.5.Avoid using salt tablets unless directed to do so by a physician.6.Slow down. Avoid strenuous activity. If you must do strenuous activity, do it during thecoolest part of the day, which is usually in the morning between 4:00 a.m. and 7:00 a.m.7.Stay indoors when possible.8.Take regular breaks when engaged in physical activity on warm days. Take time out tofind a cool place. If you recognize that you, or someone else, is showing the signals of a heat-related illness, stop activity and find a cool place. Remember, have fun, but stay cool.Reference1.内科学（七年制）人民卫生出版社2.Cecil Textbook of Medicine，21st edition。
附录1人类性功能测定正常值
附录一、人类性功能测定正常值一、生物化学检验1、血清睾酮测定正常值：男19.7±5nmol/L；女2.0±0.7nmol/L。
2、血清孕酮测定正常值：男 <2nmol/L；女0～2nmol/L，黄体期20～96nmol/L。
二、性激素检验2、血清雌二醇测定正常值：男110～264.2pmol/L；女卵泡期132～220pmol/L,排卵期1431～2972pmol/L, 黄体期403.7～1123pmol/L。
3、血清催乳激素测定正常值：男0.28±0.03nmol/L；女0.41±0.03nmol/L。
4、血浆促肾上腺皮质激素测定正常值：成人5.5～22.2pmol/L。
三、尿液检验1、尿液17－酮类固醇（17－KS）测定正常值：男27.8～76.3μmol/24h；女20.8～52.0μmol/34h。
2、尿液17－羟皮质类固醇（17－OH）测定正常值：男12.92～38.36μmol/24h；女12.1～30.91μmol/34h。
四、精液与前列腺液检验1、精液量测定正常值：一次排精2～5ml。
2、精液液化检测：排出数秒内凝固，30min内完全自行液化。
3、精液PH值测定正常值：PH7.2～7.8。
4、精液白细胞计数：白细胞<5个/HP。
5、精液精子计数：>20×109/L。
6、精液精子形态检测：异常精子<10％～15％。
7、前列腺液常规检测：涂片镜检卵磷脂小体满视野/高倍视野，白细胞<6/高倍视野,红细胞极少。
8、前列腺液细胞测定正常值：白细胞<10个/HP；红细胞偶见；上皮细胞少量；颗粒细胞偶见。
附录二：英汉性药物学名词对照表Aadiposis 肥胖症()a “disinhibition” effect “非抑制”效应()affective disorders 情感性精神障碍()alcoholic hypogonadism 酒精中毒性生殖腺功能低下()amenorrhea 闭经()amotivation syndrome 动机缺乏症候群()anaphrodisia 性欲缺乏()anaphrodisiacs 制欲剂()androgen binding protein(ABP) 睾丸酮结合球蛋白，雄激素结合蛋白() Anesthetics 麻醉剂()anabolic steroids 同化激素()antianxiety drugs 抗焦虑药()antihormone 抗激素()antihypertensive drugs 抗高血压药()antimanic drugs 抗躁狂药()antipsychotic drugs 抗精神病药()antipyretic analgesics 解热镇痛药()antischizophrenic drugs 抗精神分裂症药()antitesticular antibodies 抗睾丸抗体()apaneunia 交媾不成，性交不能()aphrodisiacs 催欲剂，性兴奋剂，“春药”()apparent vo1umg of distribution(VD) 分布容积()autacoids 自体活性物质()autoimmune phenomena 自身免疫现象()Bbad trip 恶幻觉()bioavailability 生物利用度，生物可用度()bradyspermatism 射精过慢()buckling pressure (阴茎)弯度压力()Ccardiac glycosides 强心甙()castration 去势，去雄，阉割()chemical sympathectomy 化学交感神经切除术()CGI 临床大体印象量表()climacteric syndrome 更年期综合征()coagulating gland 凝固腺()compart mentalised “隔室封闭”()compliance 顺应性，遵医嘱问题()contraceptive 避孕药()CPI 素质性精神病自卑检查()CTZ 催吐化学感受区()Cushing’s syndrome 柯兴氏综合征，肾上腺皮质功能亢进综合征()Ddependent users of Marihuana 大麻依赖()diminished libido 性欲减退()drug addiction 药物成瘾性()dry sex “干性”()dysphoria 不快感()Eejaculation 射精(50)ejaculatory dysfunction 射精功能障碍()endocrinologically active 内分泌活性()erotic films 性影片()estrous cycle(EC) 动情周期()exhibitionism 阴部显露癖()experiences 性交能力()extrapyramidal symptoms 锥体外系症状()Ffalse neuro-transmitter 伪递质，假介质()fetishism 恋物癖()flacid ejaculation 射精无力()free radical 自由基()freguency of intercourse 性交频率()frigidity 不感症()Ggalactorrhea 溢乳()ganglionic blocking drugs 神经节阻滞药()gripping “紧握”效应()gynecomastia 男子女性型乳房()Hhabituation 习惯性()hallucinogen(psychedelics，psychedlia) 致幻剂，幻觉剂(300) hemochromatosis 血色病()histamine 组织胺()homosexuality 同性恋()hormone 激素()horseradish peroxidase 辣根过氧化酶()HRP 示踪蛋白()human sexual inadequacy 人类性功能失调()human sexual response 人类性反应()hypergonadotropic hypogonadism (促性腺功能)亢进性腺功能低下症(）hyperprolactinemia 高催乳素血症()hypnotics 催眠药（）hypogodotropic hypogonadism (促性腺功能)低下性性腺功能低下症()Iillicit drugs 违禁药品()impotence 阳萎()，incapable of erection 勃起无力()inflatable penile prosthesis 可膨性阴茎填充体（）Lleydig cells 间质细胞()loss of libido(decreased libido)性欲功能减退（）Mmajor tranquilizer 强安定药()mammotropic index 促乳腺指数()menstrual cycle(MC) 月经周期()mental dullness 精神迟钝()MMPI 明尼苏达州多重性格目录()Nnarcotic addicton 嗜好麻醉品()no ejaculation 射精不能，性交不射精症()neuroleptic 神经松弛剂(NPT)晚间阴茎勃起()Oobsessive sexual preoccupations 强迫性性先占观念()orgasm 情欲高潮()organic impotence 器质性阳萎()orgasmic platform “高潮平台”()Ppainful orgasm 痛性性乐高潮()paresthesia sexualis 性感异常()parkinsonism 帕金森氏病，震颤麻痹症()PBI 对照指数()pelvic steal syndrome(PSS) 盆腔截流综合征() placebo 安慰剂()penile tumescence 阴茎增大()precoital stimulation 性交前刺激()premature ejeculation 早泄()priapism 异常勃起()psychic dependence 精神依赖性()psychic impotence 精神性阳萎()psychological dependence 心理依赖性() psychopathia sexualis 性心理变态() psychopharmacology 精神药理学()psychosocial factors 社会心理因素() psychostimulant 精神兴奋药()psychotogenic drugs 致精神病药() psychotomimetic drugs 拟精神病药() psychotropic drugs 精神药物()physical dependence 身体(躯体)依赖性()Rrenin 肾素()retragrade ejaculation 逆行性射精，逆向射精() retrosteroids 反甾体reuptake 再摄取()reversal (降压)翻转()Sseminal emission 泄精()sertoli cells 支持细胞()sex 性()sex deviant “性倒错”，性变态()sex hormones 性激素()sexless 性淡漠，性冷淡()sexology 性学(）sex therapy 性治疗()sexual abnormality 性异常()sexual activity 性活力()sexual appetite(1ibido) 性欲，利比多()sex drive 性驱动力，性动力()sexual dysfunctions(sexual inadequacy) 性功能障碍() sexual expession 性表现度()sexual feelings 性感()sexual function 性功能()sexual impuls 性冲动()sexual interest(the enjoyment of sex)性乐趣()sexual liaisons 寻觅性私通()sexual medicine 性医学()sexual partners 性伙伴()sexual performance 性行为()sexual pharmacy 性药物学()sexual stimulant 性兴奋剂()sexual tension 性紧张度()spermatogenesis 精子发生()spontaneous erections 自发性勃起()sterility 不育()straub response 竖尾反应(straub反应)()Ttachyphylaxis 快速耐受性()testicular atrophy 睾丸萎缩()the aphrodisiac effects 性欲激发作用()the blood brain barrier(BBB) 血脑屏障()the psychology of Sex 性心理学()the testicular blood barrier(TBB) 血睾屏障() thiadiazines 噻嗪类()trassexualism 异性癖()tumescene capacity 勃起容量()Vvaginismus 阴道痉挛()virgins 处女,处男()visual sexual stimulation(VSS) 视觉性刺激反应()Wwithdrawal symptoms 戒断症状()world association for sexology（WAS）国际性学协会()附录三、儿童性早熟诊断与治疗药物的研究进展性早熟（precocious puberty，PP），系指生长发育异常，即儿童第二性征提早出现，男孩早于9岁、女孩早于8岁即可认定为性早熟。
从书中获得管理知识英文
从书中获得管理知识英文Books have long been treasure troves of knowledge, and thefield of management is no exception. From the pages of management literature, we can glean insights that not only shape our understanding of the subject but also provide practical tools to enhance our leadership skills. Here's a deep dive into how books can be a source of management wisdom:1. The Power of Leadership PrinciplesBooks like "The 7 Habits of Highly Effective People" by Stephen R. Covey offer timeless leadership principles that transcend generations. Covey's framework encourages personal accountability and effectiveness, which are crucial for any manager looking to inspire and guide a team.2. Embracing Change and InnovationIn our rapidly evolving world, the ability to adapt is paramount. Books such as "Who Moved My Cheese?" by Spencer Johnson and "The Innovator's Dilemma" by Clayton M. Christensen provide valuable perspectives on managing change and fostering a culture of innovation within organizations.3. The Art of Decision MakingDecision-making is a cornerstone of effective management. Works like "Thinking, Fast and Slow" by Daniel Kahneman delveinto the psychology behind our choices, helping managers to understand the biases that can affect their decision-making processes and how to mitigate them.4. Building High-Performance TeamsThe collective intelligence of a team can far exceed that of an individual. Books such as "The Five Dysfunctions of a Team" by Patrick Lencioni and "The Wisdom of Teams" by Jon R. Katzenbach and Douglas K. Smith offer strategies for building teams that not only perform well but also foster a sense of belonging and mutual respect.5. Navigating Organizational PoliticsOrganizational politics can be a minefield for managers. Books like "The No Asshole Rule" by Robert I. Sutton and "The Politics of Management" by Henry Mintzberg shed light on how to navigate these complexities and maintain a focus onethical leadership.6. Cultivating Emotional IntelligenceEmotional intelligence is increasingly recognized as acritical component of leadership. Books such as "Emotional Intelligence" by Daniel Goleman and "Primal Leadership" by Daniel Goleman, Richard Boyatzis, and Annie McKee provide insights into how to develop this skill, which can lead to more effective communication and better relationships within the workplace.7. Strategic Thinking and PlanningStrategic thinking is essential for long-term success. Books like "Good to Great" by Jim Collins and "Strategy: A History" by Lawrence Freedman offer a historical perspective on strategy, helping managers to think more broadly and plan for the future.8. Balancing Work and LifeThe modern manager must also consider the personal side of leadership. Books such as "Work Rules!" by Laszlo Bock and "The Best Place to Work" by Ron Friedman explore how to create a workplace that supports both professional and personal growth.In conclusion, books are not just a source of theoretical knowledge; they are practical guides to navigating the complex world of management. By studying the works of management experts, we can learn to lead with empathy, make informed decisions, and build organizations that thrive in a dynamic business environment.。
培训计划参考文献
培训计划参考文献一、培训理论与方法1. 古德斯贝里, E. 玩转团队建设:培训中的互动团队游戏与技巧. 北京: 北京大学出版社, 2005.2. Peter Senge, The Fifth Discipline: The Art & Practice of The Learning Organization. Currency, 2006.3. Kirkpatrick, D. L. & Kirkpatrick, J. D. Evaluating Training Programs: The Four Levels. California: Berrett-Koehler Publishers, 2016.4. 余彦, 多维度培训评价研究. 北京: 经济管理出版社, 2019.二、领导力培训1. Kouzes, J. M. & Posner, B. Z. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass, 2017.2. Goleman, D., Boyatzis, R., & McKee, A. Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Review Press, 2013.3. Blanchard, K. & Johnson, S. The One Minute Manager. William Morrow, 2015.4. Maxwell, J. C. Developing the Leader Within You. HarperCollins Leadership, 2018.三、团队建设培训1. Lencioni, P. The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass, 2002.2. Katzenbach, J. R. & Smith, D. K. The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press, 2015.3. Peterson, R. S., & Behfar, K. J. The Work of Leadership: Building a Culture of Collaboration. Harvard Business Review, 2017.4. Wheelan, S. A. Creating Effective Teams: A Guide for Members and Leaders. SAGE Publications, 2014.四、沟通技巧培训1. Carnegie, D. How to Win Friends and Influence People. Pocket Books, 2009.2. Covey, S. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Simon & Schuster, 2020.3. Pink, D. H. To Sell is Human: The Surprising Truth About Moving Others. Riverhead Books, 2013.4. Goleman, D. Emotional Intelligence: Why It Can Matter More Than IQ. Bantam, 2006.五、跨文化沟通培训1. Meyer, E. The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs, 2015.2. Trompenaars, F. & Hampden-Turner, C. Riding the Waves of Culture: Understanding Diversity in Global Business. Nicholas Brealey Publishing, 2017.3. Adler, N. J. International Dimensions of Organizational Behavior. Cengage Learning, 2017.4. Hofstede, G. Cultures and Organizations: Software of the Mind. McGraw-Hill Education, 2010.以上是培训计划参考文献，这些文献涵盖了培训理论与方法、领导力培训、团队建设培训、沟通技巧培训以及跨文化沟通培训方面的经典著作，能够帮助培训师们更好地为企业员工提供高质量的培训课程。
中层管理者必看书籍
2０10年04月20日《关键时刻MOT》(经典版)Moｍentｓof Truth:ＮeｗStrategies for Todaｙ'ｓCｕsｔomer-Ｄriｖen Ecｏnomｙ[瑞典]詹·卡尔森Jａn Cａrlzon２01０-3-1价格:３２.０0图书内容：２0世纪80年代，北欧航空公司总裁詹？卡尔松写了一本名为《关键时刻》的书,讲述了他如何在三年内，将年亏损几千万美元的航空公司转变成世界上最成功的公司,揭示了以客户为导向的经营真谛。
在书中，他说每当一个客户或潜在客户来与你公司接洽时，那就是一个“关键时刻”，也就是最终决定你的公司成功或失败的时刻。
每个时刻都有可能成为“奇迹时刻”或“痛苦时刻”。
这本书同时也导致了MOT(The MｏｍenｔoｆTruｔｈ)这一观念在全球企业界的流行。
该书成为众多企业的培训教材,全球５０0强企业竞相引进和开发MＯＴ课程，这个课程成为IBM唯一一门规定所有员工必须参与的培训，也是麦当劳要求新员工上岗培训的必修课程。
本书是很好的领导力书籍,虽然讨论的是“以客户为导向”的服务理念,但每章都以简单明了的方式告诉你领导的真正目的。
《宝洁：日化帝国百年传奇》周禹、白洁、李晓冬价格:46.00图书介绍：本书通过重现宝洁172年的发展历程与管理特点，揭示了一系列问题的答案：成立之初没有任何优势的宝洁,是如何在众多的竞争对手中脱颖而出、站稳脚跟，从而发展成为全美颇具实力的企业? 为何将研发视为企业生存发展的生命线而大手笔投入？如何处理研发与市场的关系?如何避免大公司病、避免官僚习气和内耗？如何提高运营效率,兼顾大公司的规模优势、品牌优势和小公司的高效率?如何率先改变行业规则与沃尔玛联手打造“宝玛模式”这一业界佳话？为何产生及如何实现多领域产品战略？如何建立起大名鼎鼎的品牌管理制度？如何成为营销人员的“黄埔军校”?如何将校园招聘也做成一块响当当的品牌?如何造就“宝洁系”?相信宝洁的成功能够给您带来一定的启发,为您事业的成功助力。
tekscan 足底压力检测说明书
Accelerate the Path to Peak PerformanceTransforming clinical and research evaluations through pressure measurement systemsTable of Contents3 5 8 11 14Introduction Gait Analysis Balance and Stability Sports Performance Conclusion3Introduction Accelerate the Path to Peak PerformanceThe ways in which we depend on our lower limbs are innumerable. Whether you are an athlete training for a goal, a patient recovering from surgery or just trying to recover from an injury set-back, everyone wants to operate at the highest functioning physical level possible. But the question remains, how do you know when someone has reached or returned to peak performance? How can you effectively enhance your comprehensive evaluations and treatment programs? In this eBook, you will learn more about the tools available for insight into Gait Analysis, Balance and Stability, and Sports Performance.4Drive your Decisions with Data Using Tekscan’s Objective Measurement ToolsWhether in clinic or in a lab, Tekscan offers several solutions that provide information that: • You can trust. It’s research validated technology. • Is simple to understand and easy to access. With a few clicks of a button, you see intuitive results. • Tracks progression over time. Comparing data sets is simple, whether you are looking pre/ post treatment or over multiple samples for a research study.VALIDATED ACCESSIBLE TRACKABLEBoost your confidence in your treatment or validate data/treatments with objective measurement tools.DATA5Gait AnalysisKeep Moving in the Right DirectionGather accurate, comprehensive gait timing and plantar pressure dataGait issues may indicate underlying health problems, which is why it’s critical to identify and address any abnormalities and asymmetries. Gait analysis systems range from traditional methods (observation with the naked eye) to technology solutions such, as force plates or motion capture systems. Most people take for granted the motion of walking, but gait is very complex. These small movements happen rapidly. With a Tekscan solution, you can immediately determine if asymmetries exist, evaluate gait timing and segment the individual motions (heel strike, midstance, etc.) to optimize the movement.Make the best decisions based on objective dataIt is important to use an objective means of analyzing gait to eliminate errors due to human observation. Designed with both clinician and patient in mind, Tekscan’s software is easy-to-use and allows for quick comparison of pre/post-conditions to monitor treatment progression.“I use [the F-Scan] to perform running analyses to perform running shoe and orthotic prescription in long distance runners… I look at the different 3-box plot analyses and center of pressure to determine how they run. After I perform a running shoe and orthotic prescription that will transfer their center of pressure faster during the stance phase. The main advantage is that we can look at kinematic variables in free-living (functional) tasks without restricting the subjects to the area of the force plates.” Alexis Ortiz , PT, PhD, SCS, CSCS, FACSM6Gait AnalysisKeep Moving in the Right DirectionAutomated calculations allow you to quickly interpret data for valuable insights Identify High PressureQuickly identify areas of the foot with high pressure (red areas)Gait Timing InsightsEasily view timing information and bilateral comparisons in the gait cyclePinpoint Gait Cycle IssuesEasily and visually identify asymmetries in forces (Notice right side, indicated by the red curve, has significantly higher forces)7Gait AnalysisKeep Moving in the Right DirectionTrusted proven solutionsTekscan has a portfolio of products that address gait analysis applications.Strideway™• Low-profile platform that captures multiple footsteps in a single pass • Measuring parameters that provide a 3-dimensional analysis of the gait cycleF-Scan™Strideway• Ultra-thin, flexible sensors placed inside the shoe • Provides detailed information about what’s occurring inside footwearF-Scan8Balance and StabilityDevelop Control from the Ground UpImprove balance, increase agility, develop muscle tone & treat a variety of pathologiesThere are a wide assortment of balance tests used in clinical practices and research. Balance and stability are critical factors to evaluate injury prevention or fall risk assessments, but are also essential factors to monitor during the rehabilitation process. However, collecting objective and repeatable balance information that is simple to understand for the patient and clinician can be challenging.Make the best decisions, based on objective dataIt’s important to use objective methods for analyzing balance to eliminate or reduce the common rater error/bias seen in visual observation. Designed with both clinician and patient in mind, Tekscan’s software is easy-to-use and allows for quick comparison of pre/post-conditions to monitor treatment progression.Balance SimplifiedTekscan’s intuitive software provides a simple display to easily see: • Weight-bearing information. Real-time immediate feedback helps patients during rehab training. • Improvements in balance, strength, and weight bearing. Quickly compare pre/post videos to monitor progress. • Indications that a player might not be ready to return to sport after a concussion or injury. Compare against baseline measures to monitor improvement. Reduce Rater Error and Bias According to Brenton-Rule, et. al., using one of our automated systems reduces the rater error, ‘due to postural sway values being captured by the measuring system and not the examiner, rater error and bias, which may be present in non-computerized tools, such as the swaymeter, was minimized’.11.Brenton-Rule, A., et. al. 2012. ‘Reliability of the Tekscan MatScan Systems for the Measurement of Postural Stability in Older People with Rheumatoid Arthritis.’ Journal of Foot and Ankle Research (August).9Balance and StabilityDevelop Control from the Ground UpREHABILITATION – INJURY PREVENTION – FALL PREVENTION Weight BearingQuick insights into asymmetries with weight bearing information Automated time-toboundary calculations simplify ankle instability evaluationsStability AssessmentsEvaluate progress in stability and monitor for improvements with area and distance of sway in the elipse (Note how the green elipse has shifted closer to center line – indicating patient is more stable)AsymmetriesMeasure and record data over time to evaluate effectiveness of programs or treatmentProgression TrackingTables provide pre/post comparisons for CoF values10Balance and StabilityDevelop Control from the Ground UpCollect objective data, stabilize your results Tekscan’s pressure measurement mats are designed to perform an objective and complete balance assessment in minutes… every time.MobileMat™• A portable mat that can travel with you for testing on and off the fieldMobileMatSB Mat™• A portable, durable platform with a large surface area for dynamic testingSB MatGain unmatched insight into athletes’ biomechanics and balanceYour athletes need to train and compete at peak performance…so do the tools you use toevaluate their progress. Athletes are always mentally ready to compete, but are they physically?Quick, objective data needs to be efficiently and effectively collected in a dynamic environmentwhere every second can make a difference.High Performing SystemsTekscan systems provide insights into:• Dysfunctions in the gait cycle• Return-to-play decisions following injuries• High pressure areas on the foot potentially indicative of stress fractures• Ineffective treatment programs• Disproportionate pressures and forces• Asymmetries in weight distribution which might go unseen otherwiseMake the best decisions based on objective data“We use the Tekscan MobileMat with SportsAT exclusively with all of our researchprojects that involve a balance assessment component.”Thomas Kaminski, PhD, ATC, FNATA, FACSM, RFSADirector of Athletic Training Education at University of DelawareEducate and increase• SportsAT offers unlimited possibilities for lower extremityinjury assessments• A large active sensing area making it ideal for dynamicmovements like squatting, hopping and take-off assessments• Ultra-thin, fl exible sensors placed inside the shoe to optimize footwear and/or insolesSportsATSB MatF-ScanF-Scan ™SB Mat ™SportsAT ™/medical。
石油石化钻井手册 - 钻机钻头钻孔技术说明书
Drilling mechanics and performanceThe drill rate that can be achieved with a specific bit is de-termined by the aggressiveness of its design, the weight on bit (WOB) applied, the rotations per minute (RPM) and the rock strength. When the RPM or WOB are increased, the rate of penetration (ROP) should increase proportionate-ly. If the increase is proportionate, the bit is efficient. Con-sequently, if the ROP does not incease proportionately to WOB, it is because something is making the rock cutting process inefficient. There is a specific dysfunction causing the depth of cut to be less than it should be. When drilling data is examined closely it is clear that in much of the foot-age drilled the bit is not cutting efficiently and this, rather than rock hardness, is the primary cause of low rates of pen-etration. The causes of inefficiency are known and for each type of bit dysfunction there are steps that can be taken im-mediately by the driller to improve the efficiency, ROP, bit life, and borehole quality. There are also engineering rede-sign options, but the focus of this chapter is the actions that can be taken by the driller.Bit mechanicsAll bits drill in a very similar manner. When weight is applied, the cutting structure indents the rock to some depth, and then as the bit is rotated the rock to the right of the buried cutting structure is destroyed. Indentation depth in a given rock is determined by the WOB the driller applies and the ro-tating sliding distance per minute is determined by the RPM used. The volume of rock, or drill rate, is the product of both (Figures DP-1a and -1b ). Indentation depths are not large, and most of the volume of rock removed is from rotation and the distance the cutters slide per minute. For example, the teeth of a more aggressive roller cone bit are aligned to stay on bottom and engaged for a greater distance in the rock, so they remove more rock volume per minute.The expected responses to WOB are shown in Figures DP-2a, -2b and -2c . If the bit is efficient, a plot of ROP vs WOB will form a straight line, regardless of rock strength, bit cut-ters and design, or RPM. The straight line is referred to as a proportionate response, a term that will be used throughout this chapter.Figures DP-2b and -2c show the effects of rock strength and bit aggressiveness. As rock strength increases, more WOB will be required to achieve a given indentation depth (depth of cut). The change in depth of cut and ROP is approximately proportionate to the change in rock strength. For example, ifIndentation depth (WOB)Indentation depth (WOB)Sliding distance per minute (RPM)Figures DP-1a and -1b (from top): All bits essentially work in the same manner. The rock volume removed per minute is determined by indentation depth and the combined distance per minute that the cutters travel while engaged.Higher RPMLower RPMSofter rockHarder rockMoreaggressiveLessaggressiveWOBWOBWOBRate of Penetration (ROP)E ect of RPM and WOBE ect of rock strength and WOBE ect of bit aggressiveness and WOBFigures DP-2a, -2b, and -2c (at right, from top): If the bit is efficient, a plot of ROP vs WOB will form a straight line, regardless of rock strength, bit cutters and design, or RPM. Figure DP-2a: Effectof WOB and RPM. Figure DP-2b: Effect of rock strength.Figure DP-2c: Effect of bit aggressiveness.the rock strength increases by 10% the drill rate should be expected to decline by about 10%.The bit aggressiveness determines the indentation depth and torque that will occur for a given WOB. As shown in Fig-ure DP-2c, a more aggressive bit will drill faster because any given WOB will cause it to indent to a greater depth of cut (DOC) per revolution.When operating efficiently, rock strength and bit aggressive-ness effect the drill rate, but large changes in drill rate are usually due to inefficiency or dysfunction in the rock cutting process. If the bit is efficient, it is only necessary to raise the WOB or RPM in order to drill faster. If the bit is not cutting rock efficiently, the driller must identify and address the cause of dysfunction in order to significantly increase perfor-mance. The types of dysfunctions and the driller’s response will be discussed.If the increase in ROP is not proportionate to changes in WOB or RPM, something is interfering with the indentation depth. The poor response to WOB is referred to as bit founder. For example, Figure DP-3a shows the relationship the driller will observe between WOB and ROP for bit balling, which is one form of founder.As weight is initially applied, bits tend to be inefficient at very low loads. The efficiency increases as the weight is in-creased. In Figure DP-3a the bit has reached its peak effi-ciency at Point 1, and a proportionate response is seen at any WOB between Point 1 and Point 2. When the bit is efficient, increased performance only requires that the driller contin-ue to raise the WOB. Not only will the ROP increase, but it will also increase by the same amount for each incremental increase in WOB. The response is linear, proportionate and predictable. At Point 2, bit balling is beginning to occur, which interferes with the depth of cut. The bit becomes even less efficient if additional WOB is applied. Point 2 is referred to as the founder, or flounder point. The driller achieves peak per-formance by determining the WOB at which the bit founders and operating with a bit weight that is close to that point. The process of determining the founder WOB is repeated for var-ious rotary speeds.In the case of bit balling, it is also useful for the driller to con-duct step tests with the third parameter that he controls, which is flow rate. Whether flow rate has any effect on per-formance depends on the cause of bit dysfunction, but in-creased flow rate is almost always effective in increasing the founder point for bit balling.Once the driller goes through the process of identifying the founder point, parameters are used that keep the operation at or just below founder. Performance has been maximized and cannot be improved further unless the cause of ineffi-ciency is addressed and the founder point is increased to a higher WOB.Figure DP-3b shows what should occur to increase perfor-mance further. In the case of bit balling, for example, if pump horsepower is not already fully utilized, the driller can change the founder point by increasing the flow rate and nozzle fluid velocity. This keeps the bit clean to a higher depth of cut and drill rate. Founder will still occur, but at a higher WOB. In one field case, the founder point and achievable ROP were elevat-ed from 120 ft/hr to 500 ft/hr with the same bit when the bit hydraulics were improved.It might not be necessary for the driller to know why the bit is foundering to find the best current operating parame-ters. However, it is necessary to know the cause of founder in order to take the specific action required to significantlyROPWOB WOBFigures DP-3a, -3b (from left): shows a straight-line response of ROP to WOB, indicating an efficient bit up to the founder point. The driller must limit WOB to remain at or below the founder point. Figure DP-3b shows the result of changing real-time practices or design that elevate the founder point to a higher WOB. The WOB the driller can now apply without foundering is increased, as is the achievable ROP.improve the current limitations. For example, increasing the nozzle velocity will not improve performance if drillstring vibrations are causing bit inefficiency. Therefore, the driller must have the knowledge and ability to determine the root cause. The drill team’s ability to identify the root causes of rock-cutting dysfunction in real time has been greatly en-hanced by the digital data now collected and the manner in which it is processed and displayed on many rigs. There are specific actions the driller can take to improve bit efficien-cy for every cause of dysfunction, and many other design changes that can be made by engineering.Testing bit performanceMost performance tests take the form of some type of step test. An example step test for determining inefficiency is shown in Figure DP-4a . In this case, the driller increases the WOB by 5,000 lb and the drill rate increases by 25 ft/hr. If the bit is efficient, the next 5,000 lb should yield another 25 ft/hr increase. If the drill rate increases by less than 25 ft/hr after the next step in WOB, the response is not propor-tionate. The increased weight has caused some form of rock cutting dysfunction (founder). While the drill rate has still increased, the bit has become less efficient. ROP will usually increase with WOB, but if the increase is not proportionate, something is wrong. The drilling performance is less than it should be, and the dysfunction might also be damaging to the bit. The same step test process can be applied when changing RPM. Increase RPM in fixed steps (i.e., 5 rpm), and ROP should increase proportionately and by the same amount with each step.As long as a proportionate response is seen from step to step, increased performance only requires that the driller continue to increase WOB or RPM to drill faster, and also to avoid damaging the bit or BHA. It is important that each stepin WOB or RPM be exactly the same. If the bit is efficient, a proportionate response will yield exactly the same increase in ROP, which is easy to see. If the steps are not exactly the same, the data can still be used, but the driller must physical-ly plot the ROP to see if the response plots as a straight line, as shown in Figure DP-4b . Using identical steps eliminates the need for plotting; it is only necessary to see that the ROP change is the same with each fixed step in WOB to know that the response is proportionate (straight line).If a downhole motor is being used, the same WOB step tests are conducted, but the motor differential pressure may also be used to observe a proportionate response, rather than just ROP. If the differential rises proportionately with each in-crease in WOB, the bit is efficient. If the pressure response is less than proportionate, the rock-cutting process is becom-ing inefficient.Drill-off testing is a method developed in the 1950s to min-imize the time to determine performance at various WOBs (Figure DP-5). The process works well with roller cone bits at moderate to low drill rates, but it tends to be less effec-tive with PDC bits. The driller applies a high WOB, locks the top-drive position, and continues rotation. The rotating bit drills ahead and the locked string elongates, transferring the drillstring weight that had been applied to the bit back to the hook. The amount of drillstring elongation is called “stretch”. The rate at which the hookload increases then provides an indication of how fast the string is elongating, which is also the bit drill rate .In the following example, the driller is recording the time re-quired for each additional 3,000-lb increase in hookload to occur, which corresponds to a 3,000-lb decrease in bit load. The ROP can be calculated and plotted during each incre-D e p t hWOB (K lbs)WOB (K lbs)ROP (ft/hr)R O P (f t /h r )510152025905101520253085755025Founder pointFigures DP-4a and -4b (from left): In Figure DP-4a, : WOB is increased in 5,000-lb steps, and ROP responds by increasing 25 ft/hr with each step, up to 20,000 lb. Between 15,000-20,000 lb the bit founders, and the next increase in ROP is less than 25 ft/hr (10 ft/hr). If the driller were to plot the average ROP at each WOB from the test in Figure DP-4a, it would produce the curve shown in Figure DP-4b. Founder isthe point at which the data is no longer a straight line (non-linear response).ment by the string stretch equation shown below. Stretchconstants for API DP may be found in reference manuals.DP Stretch= (Stretch Constant for specific DP)*(DP Length)*(Step Change in WOB) Eq 1Where units are:DP Stretch, in.;Stretch Constant, (in./k lb)/k-ft;DP Length, k ft; Step Change, k lb“k” indicates thousandsROP = (DP Stretch/Time)*[(3,600 sec/hr)/12 in./ft)Where units are:ROP, ft/hr;DP Stretch, in.;Time, secThe advantage of plotting data is to document the results andallow it to be communicated offsite. If documentation is notneeded, drillers usually conduct the test by simply observingthe time required for each increment of weight to drill off andthen using the WOB corresponding to the fastest time. In thisexample, the fastest drill rate would be seen at a WOB cor-responding to the 11- or 12-sec drill-offs (positions number 2and 3 in Figure DP-5).Mechanical Specific Energy (MSE) surveillance is anothermethod for determining drilling performance. Drill-off testsare well suited to roller-cone bits, intermediate drill stringlengths with significant stored stretch, and bit balling. But theprocedure does not produce clear results with PDC bits thatdrill with very light WOB, because the weight may drill offbefore meaningful data can be collected. Also, complex vi-brations tend to dominate bit dysfunction with PDC bits. Forthese reasons, surveillance practices have been developed inrecent years to continuously plot the amount of work the bitis doing, and this value shows whether the bit is becomingmore or less efficient as changes are made in parameters.Mechanical Specific Energy is the work or energy being usedper volume of rock drilled. MSE is plotted by the data-acqui-sition computer alongside other drilling data, such as WOB,RPM and ROP. In theory, if the bit is perfectly efficient, thevalue of the MSE equals the rock strength in psi. But in fieldpractice, it is primarily used as a relative indicator and it isnot necessary to know the rock strength. The driller makes achange and observes the MSE to see if rock cutting efficiencyimproved or declines.Figure DP-6 shows an MSE curve from a well in which bitballing is occurring. The footage where the MSE is high in-dicates that there is dysfunction (in this case, bit balling).When the bit drilled from a shale back into a sand, the MSEfell, indicating the bit’s cutting structure has cleaned up andis now operating efficiently. Changes in rock hardness alsoaffect the energy required, but this is minor when comparedto the energy increase when bit dysfunction occurs, so theselarge changes in MSE are very useful in showing dysfunction.When combined with other information, it can also be usedto determine the cause of the problem.Chasgnes in MSE can be related to effects of dysfunctionshown in Figure DP-7. If the MSE increases when a changeis made, the performance is moving further way from the ef-ficient performance, which would be the dashed blue line. Ifit decreases, the performance is moving closer to the dashedline. For example, the curve for whirl shows that if WOB is in-creased, the ROP performance moves closer to the predictedline, which means that inefficiency due to whirl is decreasing,and we would expect the MSE to go down. This is used as aCalculated weight on bitCalculated R OP(3) 12 sec, 109 k #(4) 15 sec, 112 k #(5) 17 sec, 109 k #Figure DP-5: Drill-off test conducted by observing the time required to drill off 3,000-lb increments of weight on bit. The highest ROP occursat the WOB corresponding to the shortest required time per increment.diagnostic. If the WOB is increased, and the MSE declines, we know that whirl was the cause of dysfunction to start with. As shown in Figure DP-7, there is no other dysfunction that improves as WOB is increased (e.g., moves closer to the dashed line). In order to identify some of the other forms of founder, it is necessary to observe additional data, or to have more information about the drilling conditions. This is dis-cussed in the sections below.Regardless of the cause of dysfunction, the manner in which the driller uses the MSE to maximize real time performance is the same. To get this performance, the driller must conduct step tests by changing one parameter at a time (WOB, RPM or GPM).If the MSE declines the dysfunction is getting better and performance is improving. Continue with more of thesame change (i.e., even higher WOB);If the MSE increases, the dysfunction is becoming worse and performance is declining. Change theparameter in the other direction (i.e., reduce the WOB); If the MSE stays the same performance is on the straight line portion of the drill off curve in FigureDP-3a. Continue increasing WOB to founder.It should be emphasized that the driller cannot simply ob-serve the MSE curve and diagnose most root causes, or de-termine the next action. Step tests must be conducted, and the MSE response to the change observed. It is the response that is diagnostic.Causes of drilling dysfunctionsEach of the categories of bit dysfunction will be discussed, as well as the observations that can be made to diagnose what is occurring in real time. The corrective actions that can be taken immediately at the rig site will also be dis-cussed. Figure DP-7 shows the effect that each of the major forms of dysfunction may have on ROP as WOB is increased. At any given point in time only one of these usually domi-nates. However, this is not always true and that can com-plicate diagnosis. The types of rock cutting dysfunction dis-cussed are:Bit balling: buildup of material on the bit that interferes with depth of cut;Interfacial severity: formations with hard inclusions or layers that cause axial shocks and break cutters;Bottomhole balling: layer of ground cuttings held to the bottom of the hole by differential pressure;Whirl vibrations: lateral motion of the string and bit;Stick-slip vibrations: torsional motion in which the bit speed oscillates periodically;Axial vibrations: axial motion in which the bit depth of cut oscillates periodically.The flow chart in Figure DP-8 summarizes a progression of activities to maximize performance. There are five forms of dysfunction shown and the driller’s response to each. There are also numerous engineering redesign options, but these are not within the scope of the chapter. The flow chart is not self-explanatory and the dysfunctions, testing procedures and responses are contained in the detailed discussions to follow.Bit ballingBit balling occurs when drilled material accumulates on the cutting structure that begins to carry some of the applied WOB, so that the weight on the cutter tips is reduced. Con-Causes and e ects of founderE cient bitw/expected DOCRate of penetration (ROP)Bit ballingWhirlStick-slipInterfacial severityBottomhole ballingWOBFigure DP-6: Example Mechanical Specific Energy (MSE) plot showing severe bit dysfunction in shales due to bit balling and efficient drilling in sands. Nozzles were changed during a trip to increase bit cleaning and the MSE curve now shows both shales andsands drilling efficiently.Figure DP-7: Founder, or rock-cutting dysfunction, causes the depth of cut and ROP to be less than it should be for a given WOB, causing performance to decline. The order in which the various dysfunctions are seen as WOB is increased will vary and must be determined bythe driller in an organized step test.。
团队协作的五大障碍书籍 -回复
团队协作的五大障碍书籍-回复团队协作是现代工作环境中的关键要素之一。
然而，在实际工作中，我们常常面临各种各样的挑战，这些挑战可能阻碍团队的有效协作和合作。
本文将介绍团队协作中的五大障碍，及相关书籍，以帮助我们理解并克服这些问题。
一、沟通障碍良好的沟通对于团队协作至关重要。
然而，沟通问题经常会导致误解、信息不明确以及冲突等问题的产生。
有关沟通障碍的书籍有很多值得推荐的，包括《沟通的力量》（The Power of Communication）和《有效沟通》（Effective Communication）。
《沟通的力量》一书由美国心理学家涅提.易.希姆（Niti Khim）所著，通过具体的案例和实用的技巧，教导读者如何改善沟通能力，建立积极的人际关系。
这本书强调了良好的沟通对于团队合作的重要性，以及如何通过有效的沟通避免误解和冲突。
《有效沟通》一书由心理学家若泽弗拉瓦尼达（Jose V. Balante）撰写，主要介绍了沟通的原则和技巧，可以帮助个人和团队改善沟通效果。
该书强调了乐于倾听、表达清晰以及借助非语言沟通的重要性，以促进有效的团队协作。
二、信任问题信任是团队合作中的基石，也是建立稳定关系和有效沟通的前提条件。
然而，在团队协作中，信任问题常常成为阻碍协作的主要障碍。
如果团队成员之间缺乏互相信任，合作将变得困难。
《信任：销售、团队和领导力》（Trust: Sales, Teams & Leadership）和《建立高效团队之道》（The Wisdom of Teams）是两本涉及信任问题的书籍。
《信任：销售、团队和领导力》一书由约翰·霍金斯（John Hokens）和斯蒂芬·米斯（Stephen M. R. Covey）合著，通过一系列实例和案例分析，解释了在销售、团队合作和领导力中建立信任的重要性。
这本书探讨了建立信任的原因，以及如何通过行动来增强团队成员之间的信任。
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Trust
Intel Confidential
From: “The 5 Dysfunctions of a Team” by Patrick Lencioni – 2002. Jossey Bass Books
5
Foundations to Team Effectiveness – #1 Trust
Commitment
Fear of
Conflict
Absence of
Trust
From: “The 5 Dysfunctions of a Team” by Patrick Lencioni – 2002. Jossey Bass Books
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Why Teams? “Teamwork remains the one sustainable competitive advantage that has been largely untapped.” – Patrick Lencioni
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Committed Teams
Failure to Commit: o Creates ambiguity among the team about direction and priorities o Watches windows of opportunity close due to excessive analysis and unnecessary delay o Breads lack of confidence and fear of failure o Revisits discussions and decisions again and again o Encourages second-guessing among team members Strong Commitments: o Creates clarity around direction and priorities o Aligns the entire team around common objectives o Develops an ability to learn from mistakes o Takes advantage of opportunities before competitors do o Moves forward without hesitation o Changes direction without hesitation or guilt
Trust is core. Without it, teamwork is all but impossible.
From: “The 5 Dysfunctions of a Team” by Patrick Lencioni – 2002. Jossey Bass Books
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Building Trust On a team, trust is all about vulnerability, which is difficult for most people Building trust takes time, but the process can be greatly accelerated Like a good marriage, trust on a team is never complete; it must be maintained over time
From: “The 5 Dysfunctions of a Team” by Patrick Lencioni – 2002. Jossey Bass Books
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Healthy Conflict
Fear of Conflict: o Team meetings are boring o Back channel politics and personal attacks are permitted o Ignore controversial topics o Waste time posturing and managing personal risk Healthy Conflict: o Have lively, interesting meetings o Extract and exploit the ideals of all team members o Solve real problems quickly o Minimize politics o Put critical topics on the table for discussion
Inattention to
Results
Avoidance of
Accountability The 5 Dysfunctions can be addressed in isolation, but in reality they form an interrelated moddential
Overview of The Model
2 Critical Truths: Genuine teamwork remains elusive in most organizations Organizations fail to achieve teamwork because they unknowingly fall prey to five natural pitfalls or dysfunctions.
Definition:
In the context of a team, trust is the confidence among team members that peers' intentions are good and that there is no reason to be protective or careful around the group.
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Foundations to Team Success – #3: The Ability to Commit
Achieving Commitment Commitment requires clarity & buy-in. Clarity requires that teams avoid assumptions and ambiguity, and that they end discussions with a clear understanding about what they’ve decided on.
Trusting Teams
Absence of Trust: o Conceal weaknesses and mistakes o Hesitate to ask for help or offer constructive criticism o Hold grudges o Dread meetings o Find reasons to avoid spending time together Trusting Teams: o Admit weaknesses and mistakes o Ask for help o Accept questions and input about their areas of responsibilities o Give the benefit of the doubt o Focus on results, not politics o Offer and accept apologies without hesitation o Look forward to meetings and other opportunities to work together
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Foundations to Team Success – #2 Conflict
Mastering conflict: Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues. Even among the best teams, conflict will at times be uncomfortable. Conflict norms, though they will vary from team to team, must be discussed and made clear among the team. The fear of occasional personal conflict should not deter a team from having regular, productive debate.
Buy-in does not require consensus. Members of great teams learn to truly disagree and commit.
From: “The 5 Dysfunctions of a Team” by Patrick Lencioni – 2002. Jossey Bass Books
Five Dysfunctions of a Team Overview
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Purpose, Expected Outcome
Purpose
– 5 Dysfunctions Theory is intended to help teams understand the causes and barriers to getting effective results quicker. – It is meant to be directly applied to real issues in real time. – It is not intended to be an extra-curricular team-development or teambuilding activity.