‫ﺩ ﺍﻏﯧﺰﻧﺎﻛﻮ ﻣﺸﺮﺍﻧﻮ ‪‬ﺮﻧـ‪‬ﺘﻴﺎﻭﯤ‬

‫ﻣﺴﻮﻭﻟﻴﺖ ﻭﻣﻨﺊ؛ ﭼﯥ ﺧﻠﻚ ﺩﺭﺗﻪ ﻣﺴﻮﻭﻟﻴﺘﻮﻧﻪ ﺩﺭﻭﺳﭙﺎﺭﻱ‪ ،‬ﺎﺩ ﺍﻭ ﺭﻭﻍ ﭘﺎﺗﯥ ﺷﺊ‪ .‬ﺩ ﺧﭙﻠﻮ ﻛﺎﺭﻭﻧﻮ ﺍﻭ ﮊﻭﻧﺪ ﻟﭙﺎﺭﻩ ﺩ‬
‫ﺑﺪﻭﺍﻟﻲ ﺍﻭ ‪‬ﻪ ﻭﺍﻟﻲ ﭘﻪ ‪‬ﻭﻥ ﻣﺴﻮﻭﻟﻴﺖ ﻭﻣﻨﺊ‪ ،‬ﭼﯥ ﺩ ﻣﺸﺮﺗﺎﺑﻪ ﻣﻘﺎﻡ ﺗﻪ ﻭﺭﺳﯧ‪‬ﺉ ﺍﻭ ﻟﻪ ﻫﻐﻮ ﻛﺴﺎﻧﻮ ‪‬ﺨﻪ ﻭﺍﻭﺳﺊ ﭼﯥ‬
‫ﻧﻮﺭ ﺧﻠﻚ ﺩﺭﺑﺎﻧﺪﯤ ‪‬ﺍ‪‬ﻩ ﺷﻲ ﺍﻭﺩﺍ ﺑﻪ ﺳﺘﺎﺳﻮ ﺑﺪﻟﻪ ﺩﺭﻛ‪‬ﻱ‪.‬‬
‫ﺩﺍﻧﻴﻞ ﻣﻴﭽﺎﻡ‬
‫ﻟﻪ )ﻣﻌﺠﺰﻩﺀ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ( ﻧﻮﻣﻲ ﻛﺘﺎﺏ ‪‬ﺨﻪ‬

‫ﺩ ﺩﻧﺪﻭ ﭘﻪ ﺷﻨﻨﻮ ﻛﯥ ﺩ "ﻣﺪﻳﺮ" ﺍﻭ "ﻣﺸﺮﺗﺎﺑﻪ" ﻧﻮﻣﻮﻧﻪ ﭘﻪ ﻳﻮﻩ ﻣﺎﻧﺎ ﻛﺎﺭﻭﻝ ﻛﯧ‪‬ﻱ‪ ،‬ﻛﯧﺪﻯ ﺷﻲ ﺗﺎﺳﯥ ﻳﻮ ﻟﻪ ﺩﻏﻮ ﺳﺮﻟﻴﻜﻮﻧﻮ‬
‫‪‬ﺨﻪ ﭘﻪ ‪‬ﺎﻥ ﻛﯥ ﻭﻟﺮﺉ‪ ،‬ﺧﻮ ﻫﯧ‪ ‬ﻳﻮ ﭘﻪ ﺧﭙﻠﺴﺮﻱ ‪‬ﻭﻝ ﺳﺘﺎﺳﻮ ﻣﺸﺮﻱ ﻧﻪ ﻛﻮﻱ‪.‬‬
‫"ﺭﻫﺒﺮ" ﺳﺮﻟﻴﻚ ﺑﺎﻳﺪ ﺩ ﺧﻠﻜﻮ ﭘﻪ ﻫ‪‬ﻮﻧﻮ ﺍﻭ ﺩ ‪‬ﻪ ﻛﺎﺭ ﭘﻪ ﺗﺮﺳﺮﻩ ﻛﻮﻟﻮ ﺳﺮﻩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻭ‪ ،‬ﻳﻮ ﺑﺮﻳﻤﻦ ﺭﻫﺒﺮ ﺩ ﺧﭙﻞ ﺳﺎﺯﻣﺎﻥ‬
 ‫ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻣﺘﻌﻬﺪ ﺩﻯ ﺍﻭ ﻫﻐﻪ ﺗﻌﻬﺪ ﭘﻪ ﺧﭙﻠﻮ ﭘﻠﻮﻳﺎﻧﻮ ﻛﯥ ﻫﻢ ﺭﻭﺯﻱ‪.‬‬

‫ﺑﺮﻳﻤﻦ ﻣﺸﺮ‪:‬‬
‫‪ -‬ﺧﭙﻠﻪ ﺩﻧﺪﻩ ﺍﻭ ﻣﺴﻮﻭﻟﻴﺖ ﭘﻪ ﮊﻭﺭﻩ ﺗﻮ‪‬ﻪ ﭘﯧﮋﻧﻲ‪.‬‬
‫‪ -‬ﺩ ﺭﻭﺍﻧﻮﭘﺮﻣﺨﺘ‪‬ﻮﻧﻮ‪ ،‬ﺗ‪‬ﻠﻮﺭﻭ ﺍﻭ ﺗﻴﻮﺭﻳﻮ ﭘﻪ ﺧﻮﺍ ﻛﯥ ﺍﻭﺳﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﺩ ﻫﻐﻪ ﺧﭙﻞ ﺧﻠﻚ ﺩ ﻫﻐﻮﻯ ‪‬ﻮﺍﻙ‪ ،‬ﻛﻤﺰﻭﺭ‪ ،‬ﻫﻴﻠﯥ ﺍﻭ ﻣﻮﺧﯥ ﭘﯧﮋﻧﻲ‪.‬‬
‫‪ -‬ﺩ ﺧﺪﻣﺖ ﺍﻭ ﺑﺮﻳﺎﻟﻴﺘﻮﺏ ﭘﻪ ﺑﺮﺧﻪ ﻛﯥ ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ‪ ‬ﺗﺼﻮﺭ ﺍﻭ ﻟﻴﺪﻟﻮﺭﻯ ﻟﺮﻱ‪.‬‬
‫‪ -‬ﭘﻪ ﺧﺒﺮﻭ ﺍﻭ ﻛﺎﺭﻭﻧﻮ ﻛﯥ ﺩ ﺧﭙﻞ ﺷﺨﺼﻴﺖ ‪‬ﻮﺍﻙ ‪‬ﺮ‪‬ﻨﺪﻭﻱ‪.‬‬
‫ﺩ ﻣﺸﺮ ﺍﻭ ﭘﻠﻮﻳﺎﻧﻮ ‪‬ﺎﻧـ‪‬ﺗﻴﺎﻭﯤ‪:‬‬
‫ﻣﺸﺮ ﭘﻠﻮﻯ‬
‫‪‬ﻪ ﺍﻭﺭﯦﺪﻭﻧﻜﻰ ‪‬ﻪ ﻭﻳﻮﻧﻜﻰ‬
‫ﭘﻪ ﻭﺍﻙ ﻛﯥ ﺗﺮ ﻭﺍﻙ ﻟﻴﺮﯤ‬
‫ﻫﻮ‪‬ﻣﻦ ﺷﻜﻤﻦ‬
‫ﺯ‪‬ﻩ ﺑﺎﻳﻠﻮﻧﻜﻰ ﺧﻮﺩﺑﻴﻨﻪ‬
‫ﺳﺘﻮﻧﺰﻏﻮ‪‬ﻮﻭﻧﻜﻰ ﺳﺘﻮﻧﺰ ﺟﻮ‪‬ﻭﻭﻧﻜﻰ‬
‫ﺧﻮﺵ ﺑﻴﻦ ﺑﺪﺑﻴﻦ‬
‫ﺍﻣﺘﻴﺎﺯ ﻭﺭﻛﻮﻱ ﺍﻣﺘﻴﺎﺯ ﺍﺧﻠﻲ‬
‫ﻟﻪ ﻣﺴﺎﻳﻠﻮ ﺳﺮﻩ ﻣﺨﺎﻣﺨﯧ‪‬ﻱ ﻟﻪ ﻣﺴﺎﻳﻠﻮ ‪‬ﺨﻪ ﻟﻴﺮﯦﻮﺍﻟﻰ ﻣﻮﻣﻲ‬
‫ﻧﯧﻐﯥ ﺧﺒﺮﯤ ﻛﻮﻱ ﻧﺎ ﻧﯧﻐﯥ ﺧﺒﺮﯤ ﻛﻮﻱ‬
‫ﺗﯧﺮﻭﺗﻨﯥ ﻣﻨﻲ ﻧﻮﺭ ﺧﻠﻚ ﺗﺮ‪‬ﻲ‬
‫ﻭﺍﻳﻲ" ﻫﻮ!" ﺩﻛﺎﺭ ﺩ ﻧﻪ ﺗﺮﺳﺮﻩ ﻛﯧﺪﻭ ﺩﻟﻴﻞ ﺟﻮﺗﻮﻱ‬
‫ﻟﻪ ﺷﻮﺭﻣﺎﺷﻮﺭﻩ ‪‬ﻙ ﻛﺮﺍﺭ‬
‫ﺗﺮﺧﭙﻞ ﻭﺍﻙ ﻻﻧﺪﯤ ﭘﻴﺎﻭ‪‬ﻱ ﺧﻠﻚ ﺧﻮ‪‬ﻮﻱ‪ ،‬ﺗﺮ ﺧﭙﻞ ﻭﺍﻙ ﻻﻧﺪﯤ ﻛﻤﺰﻭﺭﻱ ﺧﻠﻚ ﺧﻮ‪‬ﻮﻱ‬
‫ﻣﻨﻮﻧﻜﻰ ﻧﻪ ﻣﻨﻮﻧﻜﻰ‬
‫ﺩ ﺧﭙﻠﯥ ﺭﻫﺒﺮ‪ ‬ﻮﺍﻙ ﻭﺍﺯﻣﻮﻳﺊ!‬
‫‪ -1‬ﺯﻩ ﭘﻪ ﺑﯧﻼ ﺑﯧﻠﻮ ﻭﺧﺘﻮﻧﻮ ﻛﯥ ﺩ ﻣﺜﺒﺘﻮ ﭼﺎﺭﻭ ﭘﻪ ﻫ‪‬ﻪ ﻛﯥ ﻳﻢ ﻣﻌﻤﻮﻻً ﻛﻠﻪ ﻛﻠﻪ ‪‬ﯦﺮﻟ‪‬‬
‫‪ -2‬ﺯﻩ ﻟﻪ ﺗﯧﺮﻭﺗﻨﻮ ‪‬ﺨﻪ ﺩ ‪‬ﻪ ﺯﺩﻩ ﻛﻮﻟﻮ ﻣﻴﻨﻪ ﻭאﻝ ﻳﻢ‬
‫‪ -3‬ﺯﻩ ﺗﻞ ﺩ ﻧﻮﺭﻭ ﺑﺮﻳﺎﻟﻴﺘﻮﺑﻮﻧﻪ ﻣﻨﻢ‪.‬‬
‫‪ -4‬ﺯﻩ ﺑﺎﻭﺭﻱ ﺍﺭﺯ‪‬ﺘﻮﻧﻪ ﺭﺍﻏﺒﺮ‪‬ﻮﻡ‪.‬‬
‫‪ -5‬ﺯﻩ ﺩ ﻭﺍﻙ ﻭﯦﺸﻠﻮ ﺩ ﻻﺭﻭ ﭼﺎﺭﻭ ﭘﻪ ﻟ‪‬ﻪ ﻛﯥ ﻳﻢ‪.‬‬
‫‪ -6‬ﺯﻩ ﻫﻮ‪‬ﻣﻦ ﺍﻭ ‪‬ﻮﺍﻛﻤﻦ ﻳﻢ ﺍﻭ ﺩﻧﺪﯤ ﺑﺪﻟﻮﻡ‪.‬‬
‫‪ -7‬ﻣﺎ ﺍﻭ‪‬ﺩ ﻣﻬﺎﻟﻲ ﭘﺮﻭ‪‬ﺮﺍﻣﻮﻧﻪ ﻟﻴﻜﻠﻲ ﺍﻭ ﺩ ﻫﻐﻮ ﭘﻪ ﺍ‪‬ﻩ ﻣﺘﻌﻬﺪ ﻳﻢ‬
‫‪ -8‬ﺯﻩ ﭘﻮﻫﯧ‪‬ﻡ ﭼﯥ ﭘﻪ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﻛﯥ ‪‬ﻨ‪‬ﻪ ﺍﻧ‪‬ﯧﺰﻩ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛ‪‬ﻡ‪.‬‬
‫‪ -9‬ﺯﻩ ﭘﻮﻫﯧ‪‬ﻡ ﭼﯥ ‪‬ﻨ‪‬ﻪ ‪‬ﻟﻴﻴﺰﻩ ﺭﻭﺣﻴﻪ ﺍﻭ ﻫ‪‬ﻪ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛ‪‬ﻡ‪.‬‬
‫‪-10‬ﺯﻩ ﺗﻞ ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ ﺭ‪‬ﺘﻴﻨﻰ ﺍﻭﺟﻮ‪‬ﻭﻭﻧﻜﻰ ﻳﻢ‪.‬‬
‫‪ -11‬ﺯﻩ ﭘﻪ ﺑﻴ‪‬ﻩ ﭘﺮﯦﻜ‪‬ﻩ ﻛﻮﻡ‪.‬‬
‫ﺩﻏﻮ ﭘﻮ‪‬ﺘﻨﻮﺗﻪ ﺩ "ﻣﻌﻤﻮﻻً" ‪‬ﻮﺍﺏ ﻭﺭﻛﻮﻟﻮ ﻫ‪‬ﻪ ﺩ ﺭﻫﺒﺮﺍﻧﻮﻟﭙﺎﺭﻩ ﻟﻮ‪‬ﻩ ﻣﻮﺧﻪ ﺩﻩ‪ .‬ﻛﻪ ﻣﻮ ﻫﺮﯤ ﭘﻮ‪‬ﺘﻨﯥ ﺗﻪ ﭘﻪ )ﻛﻠﻪ ﻛﻠﻪ(‬
‫ﺍﻭﻳﺎ ﻫﻢ )‪‬ﯦﺮ ﻟ‪ (‬ﺳﺮﻩ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ﻯ‪ ،‬ﺑﺎﻳﺪ ﺩﺩﯤ ﻛﺘﺎﺏ ﻟﻮﺳﺘﻞ ﺳﺘﺎﺳﻮﻣﻮﺧﻪ ﻭ‪‬ﺮ‪‬ﻲ‪ ،‬ﻻﻧﺪﯤ ﺩ ﺧﭙﻠﯥ ﺭﻫﺒﺮ‪ ‬ﻣﻮﺧﯥ‬
‫ﻭﻟﻴﻜﺊ‪ .‬ﺩ ﺳﺎﺭﯤ ﭘﻪ ﺗﻮ‪‬ﻪ" ﺯﻩ ﺩ ﺩﺍﺳﯥ ﺷﯧﺒﻮ ﭘﻪ ﺗﻤﻪ ﻳﻢ ﭼﯥ ﻧﻮﺭ ﻫﻢ ﻫﻮ‪‬ﻣﻦ ﻭﺍﻭﺳﻢ"‪.‬‬
 ‫ﻟﻮﻣ‪ ‬ﻣﻮﺧﻪ‪.‬‬
‫ﺩﻭﻳﻤﻪ ﻣﻮﺧﻪ‪.‬‬
‫ﺩﺭﯦﻴﻤﻪ ﻣﻮﺧﻪ‪.‬‬
‫‪‬ﻠﻮﺭﻣﻪ ﻣﻮﺧﻪ‪.‬‬
‫ﭘﻨ‪‬ﻤﻪ ﻣﻮﺧﻪ‪.‬‬
‫ﺩﺭﻫﺒﺮﻳﺰﻭ ﺳﺒﻜﻮﻧﻮ ﺑﯧﻼﺑﯧﻠﻮﺍﻟﻰ‪:‬‬
‫ﺩ ﺭﻫﺒﺮﺍﻧﻮ ﭘﻪ ﺷﻤﯧﺮ ﺭﻫﺒﺮﻳﺰ ﺳﺒﻜﻮﻧﻪ ﺷﺘﻪ‪ ،‬ﯦﺮ ﺳﺒﻜﻮﻧﻪ ﻋﻤﻠﻲ ﺩﻱ‪ ،‬ﭼﯥ ‪‬ﻴﻨﯥ ﻳﯥ ﺑﻴﺎ ﺗﺮ ‪‬ﻴﻨﻮ ﻧﻮﺭﻭ ﺍﻏﯧﺰﻧﺎﻙ ﻭﻱ‪.‬‬
‫ﺩﺭﻫﺒﺮ‪ ‬ﻳﻮﻩ ﺍﻏﯧﺰﻧﺎﻛﻪ ﻻﺭ ﺑﻪ ﺗﺎﺳﻮﺗﻪ ﺍﺟﺎﺯﻩ ﺩﺭ ﻛ‪‬ﻱ ﭼﯥ‪:‬‬
‫‪ -‬ﺭ‪‬ﺘﻴﻨﯥ ﺍﻭ ﺍ‪‬ﻭﻧﺪﯤ ﻣﻮﺧﯥ ﺗﺸﺨﻴﺺ ﻛ‪‬ﺉ ﺍﻭ ﺧﭙﻞ ﻫﺪﻑ ﻳﯥ ﻭ‪‬ﺮ‪‬ﻮﺉ‪.‬‬
‫‪ -‬ﺭ‪‬ﺘﻴﻨﻲ ﺍﻭ ﺍ‪‬ﻭﻧﺪﯤ ﭘﺎﻳﻠﯥ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﺉ‪.‬‬
‫‪ -‬ﺧﭙﻠﯥ ﻣﻮﺧﯥ ﺩ ﺳﺎﺯﻣﺎﻥ ﻟﻪ ﻣﻮﺧﻮ ﺳﺮﻩ ﻫﻤﻐﺎ‪‬ﯤ ﻛ‪‬ﺉ‪.‬‬
‫‪ -‬ﺩ ﻛ‪‬ﻧﻼﺭﯤ ﺩﺍﺳﯥ ﻳﻮ ﻣﻌﻴﺎﺭ ﺟﻮ‪ ‬ﻛ‪‬ﺉ‪ ،‬ﭼﯥ ﺩ ‪‬ﺮﻧ‪‬ﻮﺍﻟﻲ‪ ،‬ﻮﻣﺮﻩ ﻭﺍﻟﻲ‪ ،‬ﭘﺮﺧﭙﻞ ﻭﺧﺖ ﺍﻭﺳﯧﺪﻟﻮ ﺍﻭ ﺩ ‪‬ﯥ ﺍﻧﺪﺍﺯﻩ‬
‫ﻛﻮﻟﻮ ﺑﻨﺴ‪ ‬ﻭﻟﺮﻱ‪.‬‬
‫‪ -‬ﺩ ﺍ‪‬ﺗﻴﺎﻟﻪ ﻣﺨﯥ ﺧﭙﻞ ﭘﺮﻭ‪‬ﺮﺍﻣﻮﻧﻪ ﻭ‪‬ﺎﺭﺉ‪.‬‬
‫‪ -‬ﺍ‪‬ﻳﻜﻲ ﻭﺳﺎﺗﺊ‪.‬‬
‫ﺗﺮ ﻫﻐﻪ ‪‬ﺎﻳﻪ ﭼﯥ ﺩ ﻣﺪﻳﺮﻳﺘ‪ ‬ﻛﻮﻡ ﺳﺒﻚ ﺳﺘﺎﺳﻮ ﺧﻨ‪ ‬ﻭﻱ‪ ،‬ﺑﯥ ﺍﻏﯧﺰﯤ ﺩﻯ‪ ،‬ﺑﺎﻳﺪ ﺑﺪﻝ ﻳﯥ ﻛ‪‬ﺉ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺳﺒﻚ ﻛﻮﻡ ﺩﻯ؟‬
‫ﻛﻠﻪ ﭼﯥ ﺩ ﺭﻫﺒﺮﻳﺰ ﺳﺒﻚ ‪‬ﻭﻟﻮﻧﻪ ﺍﻭ ‪‬ﺎﻧ‪‬ﺗﻴﺎﻭﯤ ﻟﻮﻟﺊ‪ ،‬ﻫﻐﻪ ﺻﻔﺘﻮﻧﻪ ﭘﻪ ﺷﻨﻪ ﻗﻠﻢ ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ‪ ،‬ﭼﯥ ﺗﺎﺳﯥ ﺍﻧ‪‬ﻮﺭﻭﻱ‪،‬‬
‫ﺑﻴﺎ ﺧﭙﻞ ﭘﻪ ﻧ‪‬ﻪ ﺷﻮﻱ ﺗﻮﺭﻱ ﻭ‪‬ﺎﺭﺉ ﺍﻭ ﭘﺮ ﻫﻐﻮ ﭼﯥ ﺗﺎﺳﯥ ‪‬ﻮﻣﺎﻥ ﻛﻮﺉ ﺳﺘﺎﺳﻮ ﺩ ﺍﻏﯧﺰﻧﺎﻛﺘﻴﺎ ﻟﭙﺎﺭﻩ ﺯﻳﺎﻧﻤﻦ ﺩﻱ‪ ،‬ﮊﯦ‪‬‬
‫ﻗﻠﻢ ﺭﺍﻭﻛﺎ‪‬ﺉ‪ ،‬ﺑﻴﺎ ﻟﻴﻜﻠ‪ ‬ﻭﻟﻮﻟﺊ ﺍﻭ ﭘﺮ ﻫﻐﻮ ﺻﻔﺘﻮﻧﻮ ﺳﺮﻩ ﺩﺍﻳﺮﻩ ﺭﺍﻭ‪‬ﺮ‪‬ﻮﺉ‪ ،‬ﭼﯥ ﺳﺘﺎﺳﻮ ﭘﻪ ﺍﻧﺪ ﺳﺘﺎﺳﻮ ﭘﺮﻣﺨﺘـ‪ ‬ﺗﻪ‬
‫‪‬ﮕﻮﺭ ﺩﻱ‪ ،‬ﻛﻠﻪ ﭼﯥ ﻣﻮ ﺗﻤﺮﻳﻦ ﭘﺎﻳﺘﻪ ﻭﺭﺳﺎﻭﻩ‪ ،‬ﺩ ﺧﭙﻠﯥ ﺍﻭﺳﻨ‪ ‬ﺭﻫﺒﺮ‪ ‬ﻟﻪ ﺷﺘﻤﻨﻴﻮ ‪‬ﺨﻪ ﺑﻪ ﻳﻮ ‪‬ﻪ ﺍﻧ‪‬ﻮﺭ ﻻﺳﺘﻪ‬
‫ﺩﺭﺷﻲ‪ ،‬ﭘﻪ ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻻﻯ ﻳـﯥ ﺷﺊ‪ ،‬ﻛﻮﻻﻯ ﺷﺊ ﺩ ﻳﻮﻩ ﺍﻏﯧﺰﻧﺎﻙ ﺭﻫﺒﺮ ﭘﻪ ﺗﻮ‪‬ﻪ ﻧﻮﺭﯤ ﻻﺭﯤ ﭼﺎﺭﯤ ﻫﻢ‬
‫ﻭﻟ‪‬ﻮﺉ‪.‬‬
‫ﻟﻪ ﻫﻐﻪ ﺳﺮﻩ ﻣﻮ ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺩ ﻛﺎﺭﻱ ﺳﺒﻜﻮﻧﻮ ﺩ ﻛﺘﻨﯥ ﺍﻭ ﺳﺘﺎﺳﻮ ﺩ ﺧﭙﻞ ﺳﺒﻚ ﻋﻴﺎﺭﻭﻝ ‪‬ﺎﻳﻲ ‪‬ﻮﺭ ﻭﻱ‪ ،‬ﺩﯦﺘﻪ‬
‫"ﺍﻗﺘﻀﺎﻳﻲ ﺭﻫﺒﺮﻱ" ﻭﺍﻳﻲ ﺍﻭ ‪‬ﯦﺮﻩ ﻛﺎﺭﯦ‪‬ﻱ‪ ،‬ﺩ ﺳﺎﺭﻱ ﭘﻪ ﺗﻮ‪‬ﻪ ﻛﻠﻪ ﭼﯥ ﻟﻪ ﻳﻮﻩ ﺷﻨﻮﻧﻜﻲ ﺳﺮﻩ ﺳﺮ ﻭﻛﺎﺭ ﻟﺮﺉ‪ ،‬ﺑﺎﻳﺪ‬
‫ﺟﺰﺋﻴﺎﺕ ﺟﻮ‪ ‬ﻛ‪‬ﺉ ﺍﻭ ﭘﻪ ﺯﻏﺮﺩﻩ ﻳـﯥ ﺍﺭﺍﻳﻪ ﻛ‪‬ﺉ‪ .‬ﻛﻪ ﻣﻮ ﺳﺒﻚ ﭘﻪ ﻃﺒﻴﻌﻲ ‪‬ﻭﻝ ﺑﻞ ﺷﻰ ﺩﻯ )ﺩ ﺳﺎﺭﻱ ﭘﻪ ﺗﻮ‪‬ﻪ ﻛﻪ ﻣﻮ ﺳﺒﻚ‬
‫"ﻛﺎﺭﻳﺰﻣﺎﺗﻴﻚ"ﺩﻯ( ﻛﯧﺪﻯ ﺷﻲ ﺩ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﭘﻪ ﻫ‪‬ﻮﻧﻪ ﺳﺘﺎﺳﻮ ﺍ‪‬ﺗﻴﺎ ﺩ ﻳﻮﻩ ﺷﻨﻮﻧﻜﻲ ﭘﻪ ﺭﻫﺒﺮ‪ ‬ﻛﯥ ﺑﯥ ﺍﻏﯧﺰﯤ ﻭﻱ‪ ،‬ﭘﻪ‬
‫ﺩﯤ ﻛﺘﺎﺏ ﻛﯥ ﺑﻪ ‪‬ﯦﺮ ﻭﺧﺖ ﻭﻟﺮﺉ ﭼﯥ ﺍﻗﺘﻀﺎﻳﻲ ﺭﻫﺒﺮ‪ ‬ﺯﺩﻩ ﻛ‪‬ﺉ ﺍﻭ ﺗﻤﺮﻳﻦ ﻳﯥ ﻛ‪‬ﺉ‪.‬‬
‫ﺩ ‪‬ﻮ ﻟﭙﺎﺭﻩ ﺩﻭﻩ ﺍﺻﻠﻲ ﺳﺒﻜﻮﻧﻪ ﺷﺘﻪ‪ :‬ﻛﺮﺍﺭ ﺍﻭ ‪‬ﻮﻟﻨﻴﺰ ﻳﺎ ﻛﺎﺭﻧﺪﻩ‪.‬‬
‫ﻟﻮﻣ‪‬ﻯ‪ :‬ﻛﺮﺍﺭ ﺳﺒﻜﻮﻧﻪ‬

‫ﺩﺷﻨﻮﻧﻜﻲ ﺩ ﺣﻞ ﻣﺴﺌﻠﻪ‬ ‫ﺩ ‪‬ﻟﯥ ﺩﻭﺩﻳﺰﯤ ﻟﻮﺑﻐﺎ‪‬ﯤ‬

‫ﻛﻤﺎﻝ ‪‬ﺮﺍ)ﻭﺳﻮﺍﺳﻲ)‬ ‫ﭘﻠﻮ‪‬‬
‫ﺍﺻﻠﻲ ﻛﻤﺰﻭﺭﻱ‪ :‬ﺗﺮ‬
‫ﺻﻠﻲ ﻛﻤﺰﻭﺭﻱ‪ :‬ﺗﺮ ﺣﺪ ‪‬ﯦﺮ ﻣﻨﻲ‪.‬‬
‫ﺣﺪ‪‬ﯦﺮﯤ‬
‫ﭘﻮ‪‬ﺘﻨﯥ ﻛﻮﻱ‬ ‫ﻣﻴﻨﻪ ﻧﺎﻛﻪ ﺍﻭ ﺧﻴﺮ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ‬
‫ﺩﻧﺪﻩ ﭘﯧﮋﻧﺪﻭﻧﻜﻰ ﺍﻭ‬ ‫ﺍﺳﺎﻥ ‪‬ﻴﺮﻩ ﺍﻭ ﺻﺒﻮﺭﻩ‬
 ‫ﺧﻮﺩﺩﺍﺭﻩ‬
‫ﭘﺮﯦﺸﺎﻧﻪ ﺑﺎﻟﻐﻪ‬ ‫ﺳﻼ ﻛﻮﻭﻧﻜﯥ ﺍﻭ ﻏﻠﯥ‬
‫ﻛﻤﺎﻝ ﺧﻮ‪‬ﻮﻭﻧﻜﯥ ﺍﻭ‬
‫ﻟ‪ ‬ﺧﻄﺮ ﻣﻨﻮﻧﻜﯥ ﺍﻭ ﻭﻓﺎﺩﺍﺭﻩ‬
‫ﺭﻭ‪‬ﺎﻧﺪﯤ‬
‫ﻟﻪ ﻟﻮ‪‬ﻭ ﻣﻌﻴﺎﺭﻭﻧﻮﺳﺮﻩ‬
‫ﺩﻗﻴﻘﻪ‬
‫ﭘﻪ ﺧﭙﻠﺴﺮﻱ ‪‬ﻭﻝ ﻧﻈﻢ‬ ‫ﺩ ﻟﻮﺑ‪‬ﻟﯥ ﺩ ﻭ‪‬ﺍﻧﺪﻟﻴﺪ )ﭘﯧﺶ ﺑﯧﻨﻲ( ﻭ‪‬‬
‫ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻭﻧﻜﯥ‬

‫ﺩﻭﻳﻢ‪ :‬ﻮﻟﻨﻴﺰ ﺳﺒﻜﻮﻧﻪ‬

‫ﻛﺎﺭﻳﺰﻣﺎﺗﻴﻚ ﻫ‪‬ﻮﻭﻧﻜﯥ‬ ‫ﻭﺍﻙ ﻏﻮ‪‬ﺘﻮﻧﻜﯥ ﺍﻭ ‪‬ﺎﺭﻭﻧﻜﯥ‬

‫ﻫ‪‬ﻮﻭﻧﻜﯥ‬ ‫ﻻﺭ‪‬ﻮﺩﻩ‬
‫ﺍﺻﻠﻲ ﻛﻤﺰﻭﺭﻱ‪ :‬ﺗﺮ‬
‫ﺍﺻﻠﻲ ﻛﻤﺰﻭﺭﻱ‪ :‬ﺗﺮﺣﺪ ‪‬ﯦﺮﻩ‬
‫ﺣﺪ‪‬ﯦﺮﯤ‬
‫ﺧﺒﺮﯤ ﻛﻮﻱ‬ ‫ﻻﺭ‪‬ﻮﻭﻧﻪ ﻛﻮﻱ‬
‫ﻟﻪ ﺷﻮﺭﻩ ‪‬ﻛﻪ ﺍﻭ ﺍﻏﯧﺰﻧﺎﻛﻪ‬ ‫ﻧﯧﻎ ﺧﻄﺮ ﻣﻨﻮﻧﻜﯥ‬
‫ﺯ‪‬ﻩ ﺳﻮﺍﻧﺪﻩ ﺍﻭ ﺳﺨﻲ‬ ‫‪‬ﻮﺍﻙ ﺑ‪‬ﻮﻧﻜﯥ ‪‬ﺎﺭﻭﻧﻜﯥ‬
‫ﺩﻭﺳﺘﺎﻧﻪ ﻟﯧﻮﺍﻟﺘﻴﺎ‬ ‫ﭘﺮ ﻧﻔﺲ ﻟﻪ ﺍﻋﺘﻤﺎﺩ ﺳﺮﻩ ‪‬ﻧﺪ‪‬‬
‫‪‬ﻮﻟﻨﻴﺰﻩ ﺍﻭ ﺑﺎﺍﺣﺴﺎﺳﻪ‬ ‫ﺳﻮﭺ ﻛﻮﻭﻧﻜﯥ‬
‫ﭘﺮ ﻛﺎﺭﻳﺰﻣﺎﺗﻴﻚ ﺷﻬﺮﺕ‬
‫‪‬ﻮﺍﻛﻤﻨﻪ ﻣﺴﻮﻭﻟﻪ‬
‫ﻣﻴﻨﻪ‬
‫‪‬ﻮﺍﻛﻤﻨﻪ ﺍﻭ ‪‬ﺎﻳﻐﻮ‪‬ﺘﻮﻧﻜﯥ‬

‫ﺳﺘﺎﺳﻮ ﺍﻧﺪﻭﻥ ﺩﻭﻣﺮﻩ ﻟﻮ‪ ‬ﻏ‪‬ﯦ‪‬ﻱ‪ ،‬ﭼﯥ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﺳﺘﺎﺳﻮ ﺧﺒﺮﯤ ﻧﻪ ﺍﻭﺭﻱ‪.‬‬
‫ﺍﻟﻮﻭﺩﭼﭙﻤﻦ‬
‫ﺳﺘﺎﺳﻮ ﺍﻧﺪﻭﺩ ﺩ ﻳﻮﻩ ﻣﺸﺮ ﭘﻪ ﺗﻮ‪‬ﻪ ﺩﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺩ ﺑﯧ‪‬ﯤ ﺍﻭ ﺣﺎﻝ ﺳﺮﻣﺸﻖ ﺩﻯ‪ .‬ﺧﻠﻚ ﻳﻮ ﺑﻞ ﺭﺍﻏﺒﺮ‪‬ﻮﻱ )ﻣﻨﻌﻜﺴﻮﻱ( ﺍﻭ‬
‫ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﭘﻪ ‪‬ﺎﻧ‪‬ﻱ ‪‬ﻭﻝ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺎﻥ ﺭﺍﻏﺒﺮ‪‬ﻮﻱ‪.‬‬
‫ﻛﻪ ﺳﺘﺎﺳﻮ ﺍﻧﺪﻭﺩ ﻣﺜﺒﺖ ﺍﻭ ﻫ‪‬ﻮﻭﻧﻜﻰ ﻭﻱ‪ ،‬ﺳﺘﺎﺳﻮ ﻫﻤﻜﺎﺭﺍﻥ ﺳﺘﺎﺳﻮ ﺩ ﻓﻜﺮ ﭘﻪ ﭘﻴﺎﻭ‪‬ﺗﻴﺎ ﺍﻭ ﻣﺜﺒﺘﻴﺎ ﺳﺮﻩ ﺳﺘﺎﺳﻮ‬
‫ﺍﻧﺪﻭﺩ ﻣﻨﻌﻜﺴﻮﻱ‪.‬‬
‫ﺧﻮ ﻛﻪ ﺗﺎﺳﻮ ‪‬ﻴﻠﻪ ﻭﻛ‪‬ﺉ ﺍﻭ ﺩ ﻗﺮﺑﺎﻧ‪ ‬ﺭﻭﻝ ﻭﻟﻮﺑﻮﺉ‪ ،‬ﻧﻮ‪‬ﺎﻥ ﺑﻪ ﺩ ﺧﭙﻠﻮ ﺍﻧ‪‬ﻮﺭﻭﻧﻮ ﭘﻪ ﻣﻨ‪ ‬ﻛﯥ ﻭﻣﻮﻣﺊ‪ ،‬ﺳﺘﺎﺳﻮﺍﻧﺪﻭﺩ‬
‫ﺳﺘﺎﺳﻮ ﭘﺮ ‪‬ﻮ ﻫﻢ ﺍﻏﯧﺰ ﺍﭼﻮﻱ‪ .‬ﻛﻠﻪ ﭼﯥ ﻟﻪ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺳﺮﻩ ‪‬ﻪ ﺍ‪‬ﻳﻜﻲ ‪‬ﻴﻨ‪‬ﻮﺉ ﺍﻭ ﺗﻞ ﺧﭙﻞ ﻣﺜﺒﺖ ﻓﻜﺮ ﻧﻨﺪﺍﺭﯤ ﺗﻪ‬
‫ﻭ‪‬ﺍﻧﺪﯤ ﻛﻮﺉ‪ ،‬ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﺑﻪ ﭘﻪ ‪‬ﯦﺮﻩ ‪‬ﻪ ﻫﻐﻪ ﺗﻪ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ﻱ‪.‬‬
 ‫ﺧﻮ ﻫﯧ‪‬ﻮﻙ ﻫﻢ ﺩ ﺗﻞ ﻟﭙﺎﺭﻩ ﭘﻪ ﺍﻭﺝ ﻛﯥ ﻧﻪ ﻭﻱ‪ ،‬ﻛﻠﻪ‪-‬ﻛﻠﻪ ﺷﺨﺼﻲ ﻣﺴﺎﻳﻞ‪ ،‬ﺟﺴﻤﻲ ﺳﺘﻮﻧﺰﯤ ﺍﻭ ﻧﻮﺭﯤ ﺭﺑ‪‬ﯤ ﺳﺘﺎﺳﻮ‬
‫ﺍﺣﺴﺎﺱ ﺍﻭ ﺍﻧﺪﻭﺩ ﻟﻪ ﻣﻨ‪‬ﻪ ﻭ‪‬ﻱ‪.‬‬
‫ﻻﻧﺪﯦﻨﻲ ﺳﺮﻟﻴﻜﻮﻧﻪ ﺩ ﺳﺨﺘ‪ ‬ﭘﺮ ﻣﻬאﻝ ﺩ ﻣﺜﺒﺖ ﻓﻜﺮ ﺳﺎﺗﻠﻮ ﭘﻪ ﺑﺮﺧﻪ ﻛﯥ ﺩﺭﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻻﻯ ﺷﻲ‪:‬‬
‫ﺩ ﺳﭙﻮﺭﺕ ﻳﻮ ﻣﻨﻈﻢ ﭘﺮﻭ‪‬ﺮﺍﻡ ﻭﻟﺮﺉ‪Ε.‬‬
‫‪-‬ﺧﭙﻞ ﮊﻭﻧﺪ‪ Ε‬ﺍﻭ ﻛﺎﺭ ﭘﻪ ﻭﺭﻳﻦ ﺗﻨﺪﻱ ﺳﻤﺒﺎﻝ ﻛ‪‬ﺉ‪.‬‬
‫‪-‬ﺧﭙﻠﯥ ﻟﻮﻳﯥ ﻣﻮﺧﯥ ﻭ‪‬ﻭ ﻣﻮﺧﻮ ﺗﻪ ﺭﺍﻣﺎﺗﯥ ﻛ‪‬ﺉ‪ ،‬ﭼﯥ‪ Ε‬ﻭﺭﺗﻪ ﻭﺭﺳﯧ‪‬ﺉ‪.‬‬
‫ﺩ ﻭﺭ‪‬ﯥ ﭘﻪ ﺑﻬﻴﺮ ﻛﯥ ﺩ ‪‬ﻮﺍﻙ ﺩ ﺑﻴﺎ ﺗﺮﻻﺳﻪ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﻟﻨ‪‬ﻣﻬﺎﻟﻲ‪ Ε‬ﺍﺳﺘﺮﺍﺣﺘﻮﻧﻪ ﻭﻟﺮﺉ‪.‬‬
‫ﺩﻛﺎﺭ ﺍﻭ ﺗﻔﺮﻳﺢ ﺗﺮﻣﻨ‪ ‬ﺍﻏﯧﺰﻧﺎﻙ ﺗﻌﺎﺩﻝ ﻭﺳﺎﺗﺊ‪Ε.‬‬
‫ﺩﺧﭙﻞ ﮊﻭﻧﺪ ﺩ‪ Ε‬ﭘﺮﺍﺧﺘﻴﺎ ﺍﻭ ﮊﻭﺭﺗﻴﺎ ﻟﭙﺎﺭﻩ ﭘﻪ ﺧﭙﻠﻪ ﺧﻮ‪‬ﻪ ﭼﻤﺘﻮ ﺷﺊ‪.‬‬
‫ﻛﺎﺭ ﻭﻛ‪‬ﺉ ﭼﯥ ﻣﺴﻠﻜﻲ ‪‬ﻜﺎﺭﻩ‪ Ε‬ﺷﺊ‪.‬‬
‫ﺩﺍﺳﯥ ﻳﻮ ﻛﺲ ﭘﻴﺪﺍ ﻛ‪‬ﺉ ﭼﯥ ﺩ ﻳﻮﻩ ﺭﺍﺯﻟﺮﻭﻧﻜﯥ ﺍﻭ ﻻﺭ‪‬ﻮﺩﯤ ﺗﺎﺑﻠﻮ ﭘﻪ ﺗﻮ‪‬ﻪ ﻭﺭﺑﺎﻧﺪﯤ‪ Ε‬ﺑﺎﻭﺭ ﻭﻟﺮﺉ‪.‬‬
‫ﺩ ﺭﻫﺒﺮ‪ ‬ﺗﻤﺮﻳﻦ‪:‬‬
‫ﺧﭙﻞ ﺍﻧﺪﻭﺩ ﻭ‪‬ﺎﻛﺊ‪ ،‬ﻫﺮﻩ ﺟﻤﻠﻪ ﻭﻟﻮﻟﺊ ﺍﻭ ﭘﺮ ﻫﻐﻮ ﺗﻮﺭﻭ ﺩﺍﻳﺮﻩ ﻭﻛﺎ‪‬ﺉ ﭼﯥ ﺳﺘﺎﺳﻮ ﭘﻪ ﻓﻜﺮ ﺩ ﺍﻧﺪﻭﺩ ﭘﻪ ﻣﻘﻴﺎﺱ ﻛﯥ ﻣﻮ ﺩ‬
‫‪‬ﺎﻯ ‪‬ﻮﻭﻧﻜﻲ ﺩﻱ‪ .‬ﻛﻪ ﻣﻮ ﭘﺮ ﻟﺴﻢ ﻋﺪﺩ ﺩﺍﻳﺮﻩ ﻭﻛ‪‬ﻠﻪ‪ ،‬ﺩﺍ ﭘﻪ ﺩﯤ ﻣﺎﻧﺎ ﺩﻩ ﭼﯥ ﻧﻪ ﺷﻲ ﻛﯧﺪﻯ ﺳﺘﺎﺳﻮ ﺍﻧﺪﻭﺩ ﺗﻪ ﭘﻪ ﺩﯤ‬
‫ﺑﺮﺧﻪ ﻛﯥ ﻟﻮ‪‬ﺗﻴﺎ ﻭﺑ‪‬ﻞ ﺷﻲ‪ ،‬ﻛﻪ ﭘﺮ ﻳﻮﻩ )‪ (1‬ﻋﺪﺩ ﺩﺍﻳﺮﻩ ﻭﻛﺎ‪‬ﺉ‪ ،‬ﻳﺎﻧﯥ ﺗﺎﺳﻮ ﺩﺍ ﻭﺍﻳﺊ ﭼﯥ ﺍﻧﺪﻭﺩ ﻣﻮ ‪‬ﯦﺮ ﺑﺪ ﺩﻯ‪.‬‬
‫ﺭ‪‬ﺘﻴﻨﯥ ﻭﺍﻭﺳﺊ‪:‬‬
‫ﻟﻮ‪)‬ﻣﺜﺒﺖ( ‪‬ﻴ‪) ‬ﻣﻨﻔﻲ(‬
‫‪ -1‬ﺯﻣﺎ ﭘﻪ ﺍﻧﺪ ﻫﻐﻪ ﺍﻣﺘﻴﺎﺯ ﭼﯥ ﺭﻳﺲ ﻳﯥ ﺯﻣﺎ ﺍﻧﺪﻭﺩ ﺗﻪ ﺭﺍﻛﻮﻱ ﺩﺍﺩﻯ‪1 2 3 4 5 6 7 8 9 10:‬‬
‫‪ -2‬ﻫﻐﻪ ﺍﻣﺘﻴﺎﺯ ﭼﯥ ﺯﻣﺎ ﻫﻤﻜﺎﺭﺍﻥ ﻳﯥ ﺯﻣﺎ ﺍﻧﺪﻭﺩ ﺗﻪ ﺭﺍﻛﻮﻱ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪ -3‬ﻫﻐﻪ ﺍﻣﺘﻴﺎﺯ ﭼﯥ ﺯﻣﺎ ﺩ ﻛﻮﺭﻧ‪ ‬ﻏ‪‬ﻱ ﻳﯥ ﺯﻣﺎ ﺍﻧﺪﻭﺩ ﺗﻪ ﺭﺍﻛﻮﻱ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪ -4‬ﻫﻐﻪ ﺍﻣﺘﻴﺎﺯ ﭼﯥ ﺯﻣﺎﺗﺮﻻﺱ ﻻﻧﺪﯤ ﺧﻠﻚ ﻳـﯥ ﺯﻣﺎ ﺍﻧﺪﻭﺩ ﺗﻪ ﺭﺍﻛﻮﻱ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪ -5‬ﻫﻐﻪ ﺍﻣﺘﻴﺎﺯ ﭼﯥ ﺧﭙﻠﻪ ﻳـﯥ ﭘﻪ ﺭ‪‬ﺘﻴﻨﯥ ﺗﻮ‪‬ﻪ ﺧﭙﻞ ﺍﻧﺪﻭﺩ ﺗﻪ ﻭﺭﻛﻮﻡ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪ -6‬ﺯﻣﺎ ﺩ ﺍﻏﯧﺰﻧﺎﻛﺘﻴﺎ ﺳﻄﺤﻪ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪-7‬ﺯﻣﺎ ﺩ ﭘﻨ‪‬ﻮﻧﯥ)ﺗﺨﻠﻴﻖ( ﺳﻄﺤﻪ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪ -8‬ﺩ ﻛﺎﺭ ﭘﻪ ﺍ‪‬ﻩ ﻣﯥ ﺧﭙﻠﻪ ﻟﯧﻮﺍﻟﺘﻴﺎ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪-9‬ﻟﻪ ﮊﻭﻧﺪ ﺳﺮﻩ ﻣﯥ ﺩﻟﯧﻮﺍﻟﺘﻴﺎ ﺳﻄﺤﻪ‪1 2 3 4 5 6 7 8 9 10 :‬‬
‫‪ -10‬ﻋﺎﺩﺕ ﺍﻭ ﺧﻮﻯ) ﻫﻐﻪ ﺯﻏﻢ ﺍﻭ ﺍﺣﺴﺎﺳﺎﺕ ﭼﯥ ﺩ ﻧﻮﺭﻭﭘﻪ ﺍ‪‬ﻩ ﻳﯥ ﻟﺮﻡ(‪:‬‬
‫‪1 2 3 4 5 6 7 8 9 10‬‬

‫ﺳﺘﺎﺳﻮ ﺩ ﺍﻣﺘﻴﺎﺯ ‪‬ﻮﻟـ‪‬ﻪ‪:‬‬

‫‪ 90‬ﺍﻭ ﺗﺮ ﺩﯤ ﻟﻮ‪ ‬ﺍﻣﺘﻴﺎﺯ ﺩﺩﯤ ﻧ‪‬ﻪ ﺩﻩ ﭼﯥ ﺳﺘﺎﺳﻮ ﺍﻧﺪﻭﺩ ‪‬ﻪ ﺩﻯ ﺍﻭ ﺩ ﺍﻧ‪‬ﻭﻟﻮﻧﻮ )ﻣﻌﺎﺩﻟﻮﻧﻮ( ﺑﺮﺍﺑﺮﻭﻟﻮ ﺗﻪ ﻳـﯥ ﻫﯧ‪ ‬ﺍ‪‬ﺗﻴﺎ‬
‫ﻧﻪ ﻟﺮﺉ؛ ﺩ‪ 70‬ﺍﻭ ‪ 89‬ﺗﺮﻣﻨ‪ ‬ﺍﻣﺘﻴﺎﺯ ﺩﺍ ‪‬ﻴﻲ ﭼﯥ ﺳﺘﺎﺳﻮ ﻟﭙﺎﺭﻩ ﻟ‪ ‬ﺑﺮﺍﺑﺮﻭﺍﻟﻰ ﭘﻪ ﻛﺎﺭ ﺩﻯ؛ ﺩ ‪ 50‬ﺍﻭ ‪ 69‬ﺗﺮﻣﻨ‪ :‬ﻋﻤﺪﻩ‬
‫ﺑﺮﺍﺑﺮﻭﺍﻟﻲ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻱ؛ ﻛﻪ ﻣﻮ ﺍﻣﺘﻴﺎﺯ ﺗﺮ ‪ 50‬ﻟ‪ ‬ﻭﻱ‪ ،‬ﻳﻮﯤ ﺑﺸﭙ‪‬ﯤ ﻛﺘﻨﯥ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﺉ‪.‬‬
‫ﺩ ﺭﻫﺒﺮ ﺍﻧﺪﻭﺩ ﺍﻭ ﻟﻴﺪﻟﻮﺭﻯ )ﺑﻴﻨﺶ(‪:‬‬
‫ﺍﻧﺪﻭﺩ ﺍﺧﻴﺴﺘﻮﻧﻜﻰ ﺩﻯ‪ ،‬ﻧﻪ ﺩﺭﺱ ﻭﺭﻛﻮﻭﻧﻜﻰ‪.‬‬
‫ﺍﻟﻮﻭﺩ ﭼﭙﻤﻦ‬
‫ﺩ ﺳﺎﺯﻣﺎﻧﻮﻧﻮ ‪‬ﻮﻝ ﺭﻫﺒﺮﺍﻥ ﺩ ﻣﺪﻳﺮﺍﻧﻮ ﻧﻘﺶ ﻧﻴﺴﻲ ﺍﻭ ﻳﻮ ﻣﺜﺒﺖ ﻻﻣﻞ ﭘﻪ ﻛﯥ ﻭﺭﺯﻳﺎﺗﻮﻱ‪ .‬ﺩﯤ ﻣﺜﺒﺖ ﻻﻣﻞ ﺗﻪ ﺑﻴﻨﺶ‬
‫)ﻟﻴﺪﻟﻮﺭﻯ( ﻭﺍﻳﻲ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﻟﻴﺪﻟﻮﺭﻯ‪:‬‬
 ‫ﺳﺘﺎﺳﻮ ﺍﻧﺪﻭﺩ ﺑﺎﻳﺪ ﺳﺘﺎﺳﻮ ﻟﻪ ﻣﻮﺧﯥ ﺍﻭ ﺩ ﺳﺎﺯﻣﺎﻥ ﻟﻪ ﺩﻧﺪﯤ ﺍﻭ ﻣﻮﺧﯥ ﺳﺮﻩ ﻫﻤﻐﺎ‪‬ﻯ ﻭﻱ ﺍﻭ ﺩ ﻫﻐﻮ ﭘﻠﻮﻱ ﻭﻛ‪‬ﻱ‪ .‬ﺗﺎﺳﻮ‬
‫ﺧﭙﻞ ﻟﻴﺪﻟﻮﺭﻯ ﭘﻪ ﺳﺎﺩﻩ ﺍﻭ ﺍﻟﻬﺎﻡ ﺑ‪‬ﻮﻧﻜﻲ ﺑﻴﺎﻥ ﻟﯧ‪‬ﺩﻭﺉ‪ ،‬ﻭﻳﯥ ﻟﻴﻜﺊ ﺍﻭ ﺧﭙﻮﺭ ﻳﯥ ﻛ‪‬ﺉ ﭼﯥ ﻧﻮﺭ ﻳـﯥ ﻫﻢ ﻭﻭﻳﻨﻲ‪ ،‬ﻮﻝ‪:‬‬
‫ﺩ ﺩﻧﺪﻭ ﭘﻪ ﺷﻨﻨﻮ‪ ،‬ﭘﺮﻭ‪‬ﺮﺍﻣﻮﻧﻮ‪ ،‬ﻛ‪‬ﻧﻼﺭﻭ ﺍﻭ ﺷﺨﺼﻲ ﻣﻮﺧﻮ ﻛﯥ ‪‬ﺎﻯ ﻛ‪‬ﺉ‪ .‬ﻫﯧ‪‬ﻜﻠﻪ ﻣﻪ ﭘﺮﯦ‪‬ﺩﺉ ﭼﯥ ﺳﺘﺎﺳﻮ ﺧﻠﻚ‪،‬‬
‫ﺧﭙﻞ ‪ ‬ﻟﻴﺪﻟﻮﺭﻱ ﻟﻪ ﭘﺎﻣﻪ ﻭﻏﻮﺭ‪‬ﻮﻱ‪.‬‬
‫ﻫﻐﻪ ﻣﺸﺮ ﭼﯥ ﻟﻴﺪﻟﻮﺭﻯ ﻟﺮﻱ ﺩﺍﺳﯥ ﻭﻱ‪:‬‬
‫‪ -‬ﺭﻭﺣﻴﻪ ﻭﺭﻛﻮﻱ ﺍﻭ ﺍﻧ‪‬ﯧﺰﻩ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻱ‪.‬‬
‫‪ -‬ﺭﺍﺗﻠﻮﻧﻜﻲ ﺗﻪ ‪‬ﻮﺭﻱ ﺍﻭ ‪‬ﺎﻥ ﺗﻪ ﻳﻮ ﺑﺸﭙ‪ ‬ﻟﻴﺪﻟﻮﺭﻯ ﺍﻧ‪‬ﻮﺭﻭﻱ‪.‬‬
‫‪ -‬ﻟﻪ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ‪‬ﺨﻪ ‪‬ﯥ ﺍﻭ ﻟﻮ‪‬ﯤ ﭘﺎﻳﻠﯥ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻱ‪.‬‬
‫‪ -‬ﺩ ﺑﺮﺗﺮ‪ ،‬ﺭ‪‬ﺘﻴﻨﻮﻟ‪ ‬ﺍﻭ ‪‬ﯥ ﺍﺧﻴﺴﺘﻨﯥ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ ﮊﻣﻦ ﺩﻯ‪.‬‬
‫‪ -‬ﺍﻏﯧﺰﻧﺎﻙ ﺍﻭﺭﯦﺪﻭﻧﻜﻰ ﺩﻯ‪.‬‬
‫‪‬ﻮ ﺩﻗﻴﻘﯥ ﺩ ﺧﭙﻞ ﻛﺎﺭﻱ ﻟﻴﺪﻟﻮﺭﻱ ﭘﻪ ﺍ‪‬ﻩ ﺳﻮﭺ ﻭﻛ‪‬ﺉ‪ ،‬ﻭﺭﻭﺳﺘﻪ ﻳﯥ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﺗﺸﻪ ﭘﺎ‪‬ﻪ ﻛﯥ ﺭﺍﻟﻨ‪ ‬ﻛ‪‬ﺉ‪ .‬ﺩ ﻛﺘﺎﺏ ﭘﻪ‬
‫ﭘﺎﻯ ﻛﯥ ﺑﻪ ﺩﺍ ﻭﺧﺖ ﻭﻟﺮﺉ ﭼﯥ ﺧﭙﻞ ﻟﻴﻜﻞ ﺷﻮﻱ ﺗﻮﻛﻲ ﻟﻪ ﺳﺮﻩ ﻭ‪‬ﻮﺭﺉ ﺍﻭ ﺗﺠﺪﻳﺪ ﻧﻈﺮ ﻛ‪‬ﺉ‪.‬‬
‫ﺩ ‪‬ﻟﯥ ﺭﻫﺒﺮﻱ‬

‫ﺑﯧﻠ‪‬ﻪ ﻳﺎ ﺳﺮﻣﺸﻖ ﭘﺮﻧﻮﺭﻭ ﺩ ﺍﻏﯧﺰ‪‬ﻨﺪﻟﻮ ﻏﻮﺭ ﻻﺭ ﻧﻪ‪ ،‬ﺑﻠﻜﯥ ﻳﻮﺍﺯﯤ ﻭﺳﻴﻠﻪ ﺩﻩ‪.‬‬
‫ﺍﻟﺒﺮﺕ ﺷﻮﺍﻳﺘﺰﺭ‬
‫‪‬ﯥ ﻛﻠﻪ ‪ -‬ﻛﻠﻪ ﺩ ﺭﻫﺒﺮ‪ ‬ﻟﻪ ﻣﻨﻠﻮ ‪‬ﺨﻪ ‪‬ﻩ ﻛﻮﻱ‪ ،‬ﻜﻪ ‪‬ﻮﻣﺎﻥ ﻛﻮﻱ ﭼﯥ ‪‬ﻮﻝ ﺭﻫﺒﺮﺍﻥ ﻳﻮﺍﺯﯤ ﻭﻱ ﺍﻭ ﻫﺮ ﻣﻬאﻝ ﻭﺭﺗﻪ‬
‫ﺧﻄﺮ ﻣﺘﻮﺟﻪ ﺩﻯ‪ ،‬ﺩﺍ ﺗﺼﻮﺭ ﻧﺎﺳﻢ ﺩﻯ‪ ،‬ﻫﺮ ﺭﻫﺒﺮ ﭘﻠﻮﻳﺎﻥ ﻟﺮﻱ‪ .‬ﭼﯥ ﺩ ﻫﻐﻪ ﭘﻠﻮﻱ ﻛﻮﻱ ﺍﻭ ﺩ ﻫﻐﻪ ﺗﺼﻤﻴﻤﻮﻧﻪ ﺗﺮﺳﺮﻩ ﻛﻮﻱ‪،‬‬
‫ﺭﻫﺒﺮ ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﺳﺎﺯﻣﺎﻥ ﺩ ﻳﻮﻩ ﻫﺪﻑ ﭘﺮﻟﻮﺭﯤ ﭘﺮﻣﺦ ﺑﻴﺎﻳﻲ‪ :‬ﭘﻪ ‪‬ﺎﻛﻞ ﺷﻮﻱ ﻭﺧﺖ ﻛﯥ ﭘﻪ ﻣﺜﺒﺖ ‪‬ﻭﻝ ﺍﻭ ﻟ‪ ‬ﻟ‪‬ﺖ‪.‬‬
‫ﺗﺎﺳﯥ ﺑﺎﻳﺪ ﺩ ﻳﻮﻩ ﺭﻫﺒﺮ ﭘﻪ ﺗﻮ‪‬ﻪ‪ :‬ﻟ‪ ‬ﺗﺮﻟ‪‬ﻩ ﺩ ﺧﭙﻞ ﺳﺎﺯﻣﺎﻥ ﺩ ﻣﻮﺧﻮ ﺩ ﺗﺮﺳﺮﻩ ﻛﯧﺪﻭ ﻟﭙﺎﺭﻩ ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﻟﻪ ﻣﺮﺳﺘﻮ ‪‬ﺨﻪ‬
‫‪‬ﻪ ﺍﻭﭼﺘﻪ ﻛ‪‬ﺉ‪.‬‬

‫‪‬ﺎﻥ ﺗﻪ ﺩ ﻳﻮﯤ ﺑﺮﻳﻤﻨﯥ ‪‬ﻟﯥ ﺟﻮ‪‬ﻭﻭﻧﻜﻲ ﭘﻪ ﺗﻮ‪‬ﻪ ﺍﻣﺘﻴﺎﺯ ﻭﺭﻛ‪‬ﺉ‪:‬‬

‫ﻻﻧﺪﯦﻨﻰ ﺍﻧﺪﻭﺩ )ﻃﺮﺯ ﺗﻔﻜﺮ(‪ ،‬ﻟﻪ ﺟﻮ‪‬ﻭﻧﻪ ‪‬ﻮﺍﻛﻤﻨﻮﻱ‪ .‬ﺩﺍ ﻣﻘﻴﺎﺱ ﺳﺘﺎﺳﻮ ﺩ ‪‬ﻮﺍﻛﻮﻧﻮ ﭘﻪ ﭘﯧﮋﻧﺪﻧﻪ ﺍﻭﺩ ﻫﻐﻮ ﺳﻴﻤﻮ ﭘﻪ‬
‫‪‬ﺎﻛﻨﻪ ﻛﯥ ﭼﯥ ﭘﻪ ﻫﻐﻮ ﻛﯥ ﺑﻪ ﺍﻳﺠﺎﺩﻭﻝ ‪‬ﻮﺭ ﻭﻱ‪ ،‬ﻟﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ‪ .‬ﻫﻐﻪ ﻋﺪﺩﻭﻧﻪ ﭼﯥ ﺗﺮ ‪‬ﻮﻟﻮ ﻭ‪‬ﺍﻧﺪﯤ ﻣﻮ ﺩ‬
‫ﺍﻧﺪﺍﺯﯤ ﻟﻪ ﻣﺨﯥ ﻣﻮﻗﻌﻴﺖ ‪‬ﺮ‪‬ﻨﺪﻭﻱ‪ ،‬ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ‪ .‬ﻫﺮ‪‬ﻮﻣﺮﻩ ﭼﯥ ﻏ‪ ‬ﻭﻱ‪ ،‬ﺳﺘﺎﺳﻮ ﺩ ﻟﻮ‪ ‬ﺻﻔﺖ ﻣﺎﻧﺎ ﻟﺮﻱ‪ ،‬ﻭﺭﻭﺳﺘﻪ‬
‫ﻳﯥ ﺩﺍﻣﺘﻴﺎﺯﻭﻧﻮ ‪‬ﻮﻟ‪‬ﻪ ﻭﺷﻤﯧﺮﺉ‪.‬‬

‫‪ -1‬ﭘﻪ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﻛﯥ ﻫﻐﻪ ‪‬ﻮﻙ ‪‬ﺎﻛﻢ‪ ،‬ﭼﯥ ﺩ ﺩﻧﺪﯤ ﺍ‪‬ﺗﻴﺎﻭﯤ ﭘﻮﺭﻩ ﻛﻮﻱ ﺍﻭ ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ﻫﻢ ﭘﻪ ‪‬ﻪ ‪‬ﻭﻝ ﻛﺎﺭ ﻛﻮﻱ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -2‬ﺩ ﻫﺪﻑ ﺟﻮ‪‬ﻭﻧﯥ ﭘﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻮ ﻛﯥ ﺩ ﺳﺘﻮﻧﺰﻭ ﭘﻪ ﻏﻮ‪‬ﻮﻟﻮ ﺍﻭ ﺩ ‪‬ﯥ ‪‬ﯥ ﺍﺧﻴﺴﺘﻨﯥ ﭘﻪ ﻛﺎﺭ ﻛﯥ ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﭘﻪ‬
‫‪‬ﻭﻥ ﺳﺮﻩ‪ ،‬ﻫﻐﻮﻯ ﺗﻪ ﺩ ﻣﺎﻟﻜﻴﺖ ﺍﺣﺴﺎﺱ ﻭﺭﻛﻮﻡ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ – 3‬ﺯﻩ ﭘﻪ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﻛﯥ ﺩ ﻳﻮ ‪‬ﺎﻯ ﻛﺎﺭﻛﻮﻟﻮ ﺍﻭ ﺩ ﻳﻮ ﺍﻭ ﺑﻞ ﻣﻼﺗ‪ ‬ﻟﻪ ﻻﺭﯤ ‪‬ﻟﻴﻴﺰﻩ ﺭﻭﺣﻴﻪ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻡ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -4‬ﺯﻩ ﻟﻪ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺳﺮﻩ ﭘﻪ ﺭ‪‬ﺘﻴﻨﯥ ﺍﻭ ﺟﻮﺗﻪ ﺗﻮ‪‬ﻪ ﺧﺒﺮﯤ ﻛﻮﻣﻪ ﺍﻭ ﻟﻪ ﻫﻐﻮﻯ ‪‬ﺨﻪ ﻫﻢ ﻫﻤﺪﺍ ﺗﻤﻪ ﻟﺮﻣﻪ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -5‬ﺯﻩ ﻟﻪ ﺧﭙﻠﻮ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺳﺮﻩ ﭘﺮ ﺧﭙﻠﻮ ﺟﻮ‪ ‬ﺟﺎ‪‬ﻳﻮ ﻋﻤﻞ ﻛﻮﻣﻪ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -6‬ﺯﻩ ﺧﻮﺷﺤﺎﻟﯧ‪‬ﻡ ﭼﯥ ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﻳﻮ ﺑﻞ ﺳﺮﻩ ﻭﭘﯧﮋﻧﻲ‪ ،‬ﭼﯥ ﻳﻮ ﻟﻪ ﺑﻠﻪ ﺷﺨﺼﻲ ﺑﺎﻭﺭ‪ ،‬ﺩﺭﻧﺎﻭﻯ‪ ،‬ﻮﺍﻙ ﺍﻭ ﺍﺳﺘﻌﺪﺍﺩﻭﻧﻪ‬
‫ﺯﺩﻩ ﻛ‪‬ﻱ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -7‬ﺯﻩ ﺩﺍ ‪‬ﺍ‪ ‬ﺗﺮﻻﺳﻪ ﻛﻮﻣﻪ ﭼﯥ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺩ ﺧﭙﻠﻮ ﻛﺎﺭﻭﻧﻮ ﺩ ﺗﺮﺳﺮﻩ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﻭ‪ ‬ﺯﺩﻩ ﻛ‪‬ﯤ ﺗﺮﺳﺮﻩ ﻛ‪‬ﯤ ﺩﻱ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -8‬ﺯﻩ ﭘﻮﻫﯧ‪‬ﻣﻪ ﭼﯥ ﺩ ﺧﻠﻜﻮ ﺗﺮﻣﻨ‪ ‬ﻧﻴﻮﻛﯥ ﻃﺒﻴﻌﻲ ﺧﺒﺮﻩ ﺩﻩ‪ ،‬ﺧﻮ ﺯﻩ ﻫ‪‬ﻪ ﻛﻮﻣﻪ ﻭ‪‬ﺍﻧﺪﯤ ﺗﺮ ﺩﯤ ﭼﯥ ﻫﻐﻪ ﻭﺭﺍﻧﻮﻭﻧﻜﯥ‬
‫ﺷﻲ‪ ،‬ﻮﻝ ﭘﻪ ﻋﺎﺩﻻﻧﻪ ﺍﻭ ‪‬ﻧﺪﯤ ‪‬ﻭﻝ ﺣﻞ ﻭ ﻓﺼﻞ ﻛ‪‬ﻡ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -9‬ﺯﻩ ﭘﺮ ﺩﯤ ‪‬ﺮﻭﻫﻤﻨﻪ ﻳﻢ‪ ،‬ﺧﻠﻚ ﺑﻪ ﻫﻐﻪ ﻣﻬאﻝ ﭘﻪ ‪‬ﻟﻴﻴﺰ ‪‬ﻭﻝ ﻛﺎﺭ ﻭﻛ‪‬ﻱ ﭼﯥ ﭘﻮﻩ ﺷﻲ ‪‬ﻪ ﺗﻤﻪ ﺗﺮﯤ ﻛﯧ‪‬ﻱ ﺍﻭ ‪‬ﻪ ‪‬ﯥ ﺑﻪ‬
‫ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻱ‪.‬‬
‫‪2–3–4–5–6–7‬‬
‫‪ -10‬ﻛﻪ ﺗﺮ ﻭ‪ ‬ﺯﺩﻩ ﻛ‪‬ﻭ ﻭﺭﻭﺳﺘﻪ ﺩ ‪‬ﻟﯥ ﻳﻮ ﻏ‪‬ﻯ ﻭﻧﻪ ﺗﻮﺍﻧﯧ‪‬ﻱ ﻳﺎ ﻭﻧﻪ ﻏﻮﺍ‪‬ﻱ ﻣﻨﻄﻘﻲ ﻣﻌﻴﺎﺭ ﺗﻪ ﻭﺭﺳﯧ‪‬ﻱ‪ ،‬ﺯﻩ ﺑﻪ ﻳﯥ ﭘﻪ‬
‫ﺑﺪﻟﻮﻟﻮ ﻛﯥ ﺷﻚ ﻭﻧﻪ ﻛ‪‬ﻡ‪.‬‬

‫‪2–3–4–5–6–7‬‬
‫‪‬ﻮﻟ‪‬ﻪ‬

‫ﺩ ‪ 60‬ﺍﻭ ‪ 70‬ﺗﺮﻣﻨ‪ ‬ﺍﻣﺘﻴﺎﺯ ﺩﺧﻠﻜﻮ ﭘﻪ ﺍ‪‬ﻩ ﺩ ﻣﺜﺒﺖ ﻓﻜﺮ ‪‬ﺮ‪‬ﻨﺪﻭﻯ ﺩﻯ‪ ،‬ﻫﻐﻪ ﺍﻧﺪﻭﺩ ﭼﯥ ﺩ ﻳﻮﯤ ﭘﻴﺎﻭ‪‬ﯤ ‪‬ﻟﯥ ﺩ ﺟﻮ‪‬ﻭﻧﯥ‬
‫ﺍﻭ ﺳﺎﺗﻨﯥ ﻟﭙﺎﺭﻩ ﺿﺮﻭﺭﻱ ﺩﻯ‪ 40،‬ﺍﻭ ‪ 59‬ﺩ ﻣﻨﻠﻮ ﻭ‪ ‬ﺩﻯ ﺍﻭ ﭘﻪ ﻣﻨﻄﻘﻲ ﻫ‪‬ﻮ ﻛﻮﻻﻯ ﺷﻮ ‪‬ﻟﻪ ﺟﻮ‪‬ﻭﻧﻪ ﻭﻛ‪‬ﻭ‪ ،‬ﻫﻐﻪ ﻛﺲ ﭼﯥ‬
‫ﺗﺮ ‪ 40‬ﻟ‪ ‬ﺍﻣﺘﻴﺎﺯ ﻟﺮﻱ‪ ،‬ﺑﺎﻳﺪ ﺧﭙﻞ ﺍﻧﺪﻭﺩ ﭘﻪ ‪‬ﻴﺮ ﺳﺮﻩ ﺑﺮﺭﺳﻲ ﻛ‪‬ﻱ‪.‬‬
‫ﺩ ﺳﺮﻩ ﺗ‪‬ﻟﻮ ‪‬ﻮ ‪‬ﻟﻮ ‪‬ﺮﻧـ‪‬ﻮﺍﻟﻰ‪:‬‬
‫ﭘﻪ ‪‬ﻮﻟﻮ ﻣﻮﻗﻌﻴﺘﻮﻧﻮ ﺍﻭ ﻛﺎﺭﻳﺰ ﺷﺮﺍﻳﻄﻮ ﻛﯥ ﺍﻏﯧﺰﻧﺎﻛﯥ ‪‬ﻟﯥ ‪ ‬ﺮﻧ‪‬ﻮﺍﻟﻲ ﻧﻨﺪﺍﺭﯤ ﺗﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻛﻮﻱ‪ .‬ﺭﻫﺒﺮﺍﻥ ﺑﺎﻳﺪ ﺩﻏﻮ‬
‫‪‬ﺮﻧ‪‬ﻮﺍﻟﻮ ﺗﻪ ﭘﻪ ﺧﭙﻠﻮ ‪‬ﻟﻮ ﻛﯥ ﭘﺮﺍﺧﺘﻴﺎ ﻭﺭﻛ‪‬ﻱ‪ .‬ﻳﻮ ﺍﻏﯧﺰﻧﺎﻙ ﺭﻫﺒﺮ ﺩﺍ ‪‬ﺍ‪ ‬ﺗﺮﻻﺳﻪ ﻛﻮﻱ‪ ،‬ﭼﯥ‪:‬‬
‫‪ -‬ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﺩ ﺭﻫﺒﺮ ﭘﺮ ﻟﻴﺪﻟﻮﺭﻱ )ﺑﻴﻨﺶ( ﭘﻮﻫﯧ‪‬ﻱ ﺍﻭ ﻣﻨﻲ ﻳﯥ‪.‬‬
‫‪ -‬ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﻳﻮ ﺍﻭ ﺑﻞ ﺗﻪ ﺩﺭﻧﺎﻭﻯ ﻟﺮﻱ ﺍﻭ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﯥ ﭘﯧ‪‬ﻪ ﻛﯥ ﺑﻪ ﻳﻮ ﭘﺮ ﺑﻞ ‪‬ﺮﺍﻥ ﻭﻱ‪.‬‬
‫‪ -‬ﺧﻠﻚ ﻟﻪ ﺩﯤ ﻧﻪ ﭼﯥ ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﺩﻱ‪ ،‬ﺭﺿﺎﻳﺖ ﺗﺮﻻﺳﻪ ﻛﻮﻱ‪.‬‬
‫‪-‬ﺍ‪‬ﻳﻜﻲ ﺟﻮﺕ ﺩﻱ ﺍﻭ ‪‬ﻮﻝ ﻏ‪‬ﻱ ﺩﯤ ﺗﻪ ﻫ‪‬ﻮﻝ ﻛﯧ‪‬ﻱ‪ ،‬ﭼﯥ ﭘﻪ ﺧﺒﺮﻭ‪ -‬ﺍﺗﺮﻭ ﺍﻭ ﺩ ﺍﻣﻜﺎﻥ ﺗﺮﺣﺪﻩ ﭘﻪ ﺗﺼﻤﻴﻢ ﻧﻴﻮﻧﻪ ﻛﯥ ﺑﺮﺧﻪ‬
‫ﻭﺍﺧﻠﻲ‪.‬‬
‫‪ -‬ﻟﻴﻴﺰ ﻏﺮﻭﺭ ﺍﻭ ﺍﺣﺴﺎﺱ ﻟﺮﻱ‪.‬‬
‫‪ -‬ﭘﻪ ‪‬ﻟﻪ ﻛﯥ ﺍﺧﺘﻼﻑ ﻟ‪ ‬ﺩﻯ ﺍﻭ ﻛﻠﻪ ﭼﯥ ﻳﻮ ﺍﺧﺘﻼﻑ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﯧ‪‬ﻱ‪ ،‬ﻟﻪ ﺟﻮ‪‬ﻭﻭﻧﻜﻮ ﺍﻭ ﺭﻏﻮﻭﻧﻜﻮ ﻓﻨﻮﻧﻮ ‪‬ﺨﻪ ﭘﻪ ﻛﺎﺭ‬
‫ﺍﺧﻴﺴﺘﻮ ﻟﻪ ﻣﻨ‪‬ﻪ ‪‬ﻲ‪.‬‬
‫‪ -‬ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﻳﻮ ﻟﻪ ﺑﻞ ﺳﺮﻩ ﻫﻤﻜﺎﺭ‪ ‬ﺗﻪ ﻫ‪‬ﻮﻝ ﻛﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﭘﻪ ‪‬ﻮﻟﻴﺰ ‪‬ﻭﻝ‪ ،‬ﭘﻪ ‪‬ﻟﻴﻴﺰﻩ ﺗﻮ‪‬ﻪ ﺗﺼﻤﻴﻢ ﻧﻴﻮﻝ ﻛﯧ‪‬ﻱ ﺍﻭ ﺳﺘﻮﻧﺰﯤ ﻏﻮ‪‬ﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﺩﺍ ﺯﺩﻩ ﻛﻮﻱ ﭼﯥ ﭘﻪ ﺍﺭﺍﻡ ﺍﻭ ﻫﻮﺳﺎ ‪‬ﻭﻝ ﻳﻮ ﻟﻪ ﺑﻞ ﺳﺮﻩ ﻛﺎﺭ ﻭﻛ‪‬ﻱ‪.‬‬
‫‪ - -‬ﺩ ‪‬ﻟﯥ ﭘﻪ ﻣﻨﻠﻮ ﺍﻭ ﻫ‪‬ﻮﻟﻮ ﺳﺮﻩ ‪‬ﻟﯥ ﺗﻪ ﭘﻪ ﺍﺯﺍﺩ ‪‬ﻭﻝ ﻛﺎﺭ ﻛﯧ‪‬ﻱ‬
‫‪ - -‬ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﻟﻨ‪‬ﻣﻬﺎﻟﻲ ﺍﻭ ﺍﻭ‪‬ﺩﻣﻬﺎﻟﻲ ﻫﺪﻓﻮﻧﻪ ﺍﻭ ﺩ ﻫﻐﻮ ﺩﻧﺪﯤ ﭘﯧﮋﻧﻲ ﺍﻭ ﭘﻪ ﻛﯥ ﺑﺮﺧﻪ ﺍﺧﻠﻲ‪.‬‬
‫ﭘﺎﺳﻨﻴﻮ ‪‬ﺎﻧ‪‬ﺗﻴﺎﻭﻭﺗﻪ ﭘﻪ ﭘﺎﻡ ﺳﺮﻩ ﻻﻧﺪﯦﻨﻴﻮ ﭘﻮ‪‬ﺘﻨﻮ ﺗﻪ ﭘﻪ ﻟﻨ‪ ‬ﻭﻝ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ﺉ‪:‬‬
‫ﺧﭙﻠﯥ ‪‬ﻟﯥ ﺗﻪ ‪‬ﻮ ﻧﻮﻣﺮﯤ ﻭﺭﻛﻮﺉ؟‬
‫……………………………………………………………………………‪..‬‬
 ‫ﺳﺘﺎﺳﻮ ﺩ ‪‬ﻟﯥ ‪‬ﻮﺍﻛﻮﻧﻪ ﻛﻮﻡ ﺩﻱ؟‬
‫……………………………………………………………………………‪..‬‬
‫ﺳﺘﺎﺳﻮﺩ ‪‬ﻟﯥ ﻛﻤﺰﻭﺭ‪ ‬ﻛﻮﻣﯥ ﺩﻱ؟‬
‫……………………………………………………………………………‪..‬‬
‫ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﺩ ‪‬ﻪ ﻭﺍﻟﻲ ﻟﭙﺎﺭﻩ ‪‬ﻪ ﻛﻮﻻﻯ ﺷﺊ؟‬
‫……………………………………………………………………………‪.‬‬
‫ﺩ ‪‬ﻟﻮ ﺩ ﺭﻫﺒﺮ‪ ‬ﻟﭙﺎﺭﻩ ﺍﻭﻭﻩ ﺍّﺭﻭﻧﻪ‪:‬‬
‫ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﺩ ﺭﻫﺒﺮ ﭘﻪ ﺗﻮ‪‬ﻪ ﺑﺎﻳﺪ ‪‬ﺍ‪ ‬ﺗﺮﻻﺳﻪ ﻛ‪‬ﺉ ﭼﯥ ﺩ ‪‬ﻟﯥ ﺭﻭﺣﻴﻪ ﻣﻮ ﭘﻴﺎﻭ‪‬ﯤ ﺩﻩ ﺍﻭ ﻫﻐﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﭼﯥ ﺗﺮﺳﺮﻩ‬
‫ﻛﻮﺉ ﻳـﯥ ‪‬ﻮﺭ ﺩﻱ‪ .‬ﺩﯤ ﻣﻮﺧﯥ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﻟﭙﺎﺭﻩ ﻻﻧﺪﯤ ﺍﻭﻭﻩ ﻻﺭﯤ ﻓﻬﺮﺳﺖ ﺷﻮﻱ‪ ،‬ﭘﺮ ﺍﻭﺱ ﻣﻬאﻝ ﭼﻲ ﻫﺮﻩ ﻳﻮﻩ ﺩ ﺧﭙﻠﯥ‬
‫‪‬ﻟﯥ ﻟﭙﺎﺭﻩ ﺗﺮﺳﺮﻩ ﻛﻮﺉ‪ ،‬ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ‪.‬‬
‫ﺯﻩ ﻫ‪‬ﻪ ﻛﻮﻡ ﭼﯥ‪:‬‬
‫‪ – 1 -‬ﻟﻪ ‪‬ﻮﻟﻮ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺳﺮﻩ ﺑﺮﺍﺑﺮ ﭼﻠﻨﺪ ﻭﻟﺮﻡ ﺍﻭ ﺩ ﺍ‪‬ﺗﻴﺎ ﭘﺮ ﻭﺧﺖ ﭘﺮ ﻛ‪‬ﻧﻮ ﺷﺨﺼﻲ ﭘﺎﻣﻠﺮﻧﻪ ﻫﻢ ﻭﻛ‪‬ﻡ‪.‬‬
‫‪ -2 -‬ﺩ ‪‬ﻟﯥ ﻟﻪ ‪‬ﻮﻟﻮ ﻏ‪‬ﻭ ﺳﺮﻩ ﭘﺮ ﺧﭙﻠﻮ ‪‬ﻮﻟﻮ ﮊﻣﻨﻮ ﻭﻓﺎ ﻭﻛ‪‬ﻡ‪.‬‬
‫‪ – 3 -‬ﻏﻮ‪ ‬ﺩﺭﻳ‪‬ﻪ ﻭﺍﻭﺳﻢ ﺍﻭ ﻣﺜﺒﺖ ﭼﻠﻨﺪ ﻭﻛ‪‬ﻡ‪ ،‬ﺍّﻥ ﻛﻪ ﻣﻨﻔﻲ ﺍﺣﺴﺎﺱ ﻫﻢ ﻭﻟﺮﻡ‪.‬‬
‫‪-4 -‬ﺩ ‪‬ﻟﯥ ﺩ ﺗ‪‬ﻼﺭﻭ ﺍﻭ ﺗ‪‬ﻠﻮﺭﻭ ﭘﻠﻮﻱ ﻭﻛ‪‬ﻡ‪.‬‬
‫‪ -5 -‬ﺯﻏﻢ ﻭﻟﺮﻡ‪ ،‬ﭘﻮﻫﯧ‪‬ﻡ ﭼﯥ ﻧﻮﺭ ﻏ‪‬ﻱ ﺩ ﻓﺸﺎﺭﻭﻧﻮ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ ﺩ ﺭﻫﺒﺮ ﺩ ﻏﺒﺮ‪‬ﻮﻧﻮﻧﻮ ﭘﯧ‪‬ﯥ )ﺗﻘﻠﻴﺪ( ﻛﻮﻱ‪.‬‬
‫‪ -6 -‬ﺩ ‪‬ﻟﯥ ﺩ ﻏ‪‬ﻭ ﺩ ﻛﺘﻨﯥ ﺍﻭ ﺧﺒﺮﻭ ﺍﺗﺮﻭ ﻟﭙﺎﺭﻩ ﻭﺧﺖ ﭘﻴﺪﺍ ﻛ‪‬ﻡ‪.‬‬
‫‪ – 7 -‬ﻮﻟﯥ ﻣﻮﺧﯥ ﻣﯥ ﺭ‪‬ﮕﯥ ﻭﻱ ﺍﻭ ‪‬ﻮﻝ ﻭﺭﺑﺎﻧﺪﯤ ﭘﻮﻫﯧﺪﻟﻲ ﻭﻱ‪.‬‬

‫ﻛﻪ ﻣﻮ ﭘﺎﻡ ﺷﻲ ﭼﯥ ﭘﺎﺳﻨﻲ ﺍﺻﻮﻝ ﻧﻪ ﻣﺮﺍﻋﺎﺗﻮﺉ‪ ،‬ﺩ ﭼﺎﺭﻩ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ﻳﯥ ﻏﻮﺭﻩ ﻭﺧﺖ ﻣﺼﺮﻑ ﻛ‪‬ﺉ‪.‬‬
‫ﻛﻮﻻﻯ ﺷﺊ ﺭﻫﺒﺮ‪ ‬ﺗﻪ ﺩ ﻧﻮﺭﻭ ﻣﻬﺎﺭﺗﻮﻧﻮﭘﻪ ‪‬ﯧﺮ ﭘﻪ ﻳﻮﺍﺯﯤ ﺍﻭ ﺗﻠﭙﺎﺗﻲ ‪‬ﻭﻝ ﺩ ﺗﻤﺮﻳﻦ‪ ،‬ﺗﻤﺮﻳﻦ ﺍﻭ ﺗﻤﺮﻳﻦ ﻟﻪ ﻻﺭﯤ ‪‬ﻪ ﻭﺍﻟﻰ‬
‫ﻭﺑ‪‬ﺊ‪.‬‬
‫ﺩ ‪‬ﻟﯥ ﺩ ﻏ‪‬ﻭ ‪‬ﺮﻧـ‪‬ﻮﺍﻟﻰ‪:‬‬
‫ﺩ ﻫﺮﯤ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﻛﻤﺰﻭﺭ‪ ‬ﺍﻭ ‪‬ﻮﺍﻛﻮﻧﻪ ﻟﺮﻱ‪ ،‬ﺗﺎﺳﯥ ﺑﺎﻳﺪ ﺩ ‪‬ﻟﯥ ﺩ ﺭﻫﺒﺮﯤ ﭘﻪ ﺗﻮ‪‬ﻪ ﺩﺍ ﺯﺩﻩ ﻛ‪‬ﺉ ﭼﯥ ﺩ ‪‬ﻟﯥ ﺩ ‪‬ﻪ ﻭﺍﻟﻲ‬
‫ﻟﭙﺎﺭﻩ ﻟﻪ ‪‬ﻟﻴﻴﺰ ‪‬ﻮﺍﻙ ‪‬ﺨﻪ ﭘﻪ ﻛﺎﺭ ﺍﺧﻴﺴﺘﻮ ﺧﭙﻠﻮ ﺩﻧﺪﻭ ﺗﻪ ﻧﻮﺭﻩ ﭘﺮﺍﺧﺘﻴﺎ ﻫﻢ ﻭﺭﻛ‪‬ﺉ‪ ،‬ﺗﺎﺳﯥ ﺧﭙﻠﯥ ﺧﭙﻠﯥ ‪‬ﺎﻧ‪‬ﺗﻴﺎﻭﯤ‬
‫ﻟﺮﺉ‪ ،‬ﭼﯥ ﺑﺎﻳﺪ ﻭﺭﺗﻪ ﭘﺎﻡ ﻭﺷﻲ‪ ،‬ﻟﻪ ﻫﻐﻮ ﺍﻃﻼﻋﺎﺗﻮ ‪‬ﺨﻪ ﭼﯥ ﺩ ﺧﭙﻠﯥ ﺭﻫﺒﺮ‪ ‬ﺩ ﺳﺒﻚ ﭘﻪ ﺍ‪‬ﻩ ﻣﻮ ﺗﺮﻻﺳﻪ ﻛ‪‬ﻝ )‪ 14‬ﻣﺦ(‬
‫ﻛﺎﺭ ﻭﺍﺧﻠﺊ ﺍﻭ ﻭﺭﻭﺳﺘﻪ ﻫﻤﺎﻏﻪ ‪‬ﺎﻧ‪‬ﺗﻴﺎﻭﯤ ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﺩﻏ‪‬ﻭ ﭘﻪ ﺍ‪‬ﻩ ﻭﻛﺎﺭﻭﺉ‪ .‬ﭘﻪ ‪‬ﻟﻪ ﻛﯥ ﺩ ﺍﻧ‪‬ﯧﺰﯤ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻟﻮ‬
‫‪‬ﻪ ﻭﺿﻌﻴﺖ ﻫﻤﺎﻏﻪ ﺩﻯ‪ ،‬ﭼﯥ ﺳﭙﺎﺭﻝ ﺷﻮﯤ ﺩﻧﺪﯤ ﻟﻪ ﺷﺨﺼﻴﺘﻮﻧﻮ ﺳﺮﻩ ﻫﻤﻐﺎ‪‬ﯤ ﻭﻱ‪.‬‬

‫ﻋﺎﺩﻱ ﻏ‪‬ﻯ‪:‬‬
‫‪ -‬ﻫﻮﺳﺎ ﻣﻮﻗﻌﻴﺖ ﻏﻮﺭﻩ ‪‬ﻲ‪.‬‬
‫‪ -‬ﻧﮋﺩﯤ ﺍ‪‬ﻳﻜﻲ ﺧﻮ‪‬ﻮﻱ‪.‬‬
‫‪ -‬ﭘﻪ ‪‬ﻨ‪ ‬ﺳﺮﻩ ﺑﺪﻟﻮﻥ ﻣﻮﻣﻲ‪.‬‬
‫‪ -‬ﺩ ﻭ‪‬ﺍﻧﺪﻟﻴﺪ)ﭘﯧﺸﺒﻴﻨ‪ (‬ﻭ‪ ‬ﺩﻯ‪.‬‬
‫‪-‬ﺯﻏﻢ ﻟﺮﻭﻧﻜﻰ ﺩﻯ‪.‬‬
‫‪ -‬ﻟﻪ ﺩﯤ ﺳﺮﻩ ﻣﻴﻨﻪ ﻟﺮﻱ ﭼﯥ ﻟﻪ ﻳﻮﻩ ﻛﺲ ﺳﺮﻩ ﻭ‪‬ﻮﺭﻱ‪.‬‬
‫‪ -‬ﺩ ﺍﻭﺳﻨ‪ ‬ﻭﺿﻌﯥ ﭘﻠﻮﻱ ﻛﻮﻱ‪.‬‬
‫‪ -‬ﺍﻧﺤﺼﺎﺭ ﻏﻮ‪‬ﺘﻮﻧﻜﻰ ﺩﻯ‪.‬‬
‫‪ -‬ﻭﻓﺎﺩﺍﺭﻱ ﭘﺎﻟﻲ‪.‬‬
 ‫‪ -‬ﺍﺭﺍﻡ ﺍﻭ ﻫﻮﺳﺎ ﭼﺎﭘﯧرﻳﺎﻝ ﻳﯥ ﺧﻮ‪‬ﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﻟﯥ ﺍﺭﺯ‪‬ﺘﻤﻨﯥ ‪‬ﻲ‪.‬‬
‫ﺗﺤﻠﻴﻠﻮﻭﻧﻜﻰ ﻏ‪‬ﻯ‪:‬‬
‫‪ -‬ﻟﻪ ‪‬ﺎﻛﻞ ﺷﻮﻳﻮ ﻛ‪‬ﻧﻼﺭﻭ ﺳﺮﻩ ﻣﻴﻨﻪ ﻟﺮﻱ‪.‬‬
‫‪ -‬ﻧﺎ‪‬ﺎﭘﻲ ﺑﺪﻟﻮﻧﻮﻧﻪ ﻳﯥ ﻧﻪ ﺧﻮ‪‬ﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﭘﺮﺩﯤ ‪‬ﺮﻭﻫﻤﻦ ﺩﻯ ﭼﯥ ﻏﻮﺭ‪ ،‬ﺟﻮ‪‬ﻭﻭﻧﻜﻰ ‪‬ﻴﺰ ﺩﻯ‪.‬‬
‫‪ -‬ﺩ ﭘﺎﻧ‪‬ﻮ ﭘﻪ ﺍ‪‬ﻩ ﺩﻗﻴﻖ ﺩﻯ‪.‬‬
‫‪ -‬ﺩ ‪‬ﺎﻥ ﺍﻭ ﻧﻮﺭﻭ ﭘﻪ ﺍ‪‬ﻩ ﺍﻭﭼﺖ ﻣﻌﻴﺎﺭﻭﻧﻪ ﻟﺮﻱ‪.‬‬
‫‪ -‬ﭘﻪ ﺍﻧﺪﯦ‪‬ﻨﻪ ﻛﯥ ﺩﻯ‪.‬‬
‫‪ -‬ﻋﺎﻡ ﺧﻮ‪‬ﻮﻭﻧﻜﻰ ﺩﻯ‪.‬‬
‫‪ -‬ﺗﺮ ﻫﻐﻪ ﻣﻬﺎﻟﻪ ﭼﯥ ﺩ ﺧﭙﻠﯥ ﻧﻈﺮﻳﯥ ﭘﺮ ‪‬ﻪ ﻭﺍﻟﻲ ‪‬ﺍ‪‬ﻩ ﻧﻪ ﻭﻱ‪ ،‬ﻧﻪ ﻳﯥ ﺭﺍﺑﺮﺳﯧﺮﻩ ﻛﻮﻱ‪.‬‬
‫‪ -‬ﺩﻧﺪﯤ ﺗﻪ ﻟﯧﻮﺍﻟﻪ ﺩﻯ‪.‬‬
‫‪ -‬ﭘﻪ ﺗﺼﻤﻴﻢ ﻧﻴﻮﻧﻪ ﻛﯥ ﻛﻤﺰﻭﺭﻯ ﺩﻯ‪.‬‬
‫‪ -‬ﭘﻪ ﻛﺎﺭﻭﻧﻮ ﻛﯥ ﻟﻪ ﻣﻨﻄﻘﻲ ﺗ‪‬ﻼﺭﻭ ‪‬ﺨﻪ ﻛﺎﺭ ﺍﺧﻠﻲ‪.‬‬
‫ﻭﺍﻙ ﻏﻮ‪‬ﺘﻮﻧﻜﻰ ﻏ‪‬ﻯ‪:‬‬
‫‪ -‬ﻣﻘﺎﻡ ﺍﻭ ﻭﺍﻙ ﺗﻪ ﻟﯧﻮﺍﻟﻪ ﺩﻯ‪.‬‬
‫‪ -‬ﮊﺭ ﺳﺘ‪‬ﻯ ﻛﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﺑﺪﻟﻮﻥ ﺍﻭ ﺍﻭ‪‬ﺘﻮﻥ ﻳﯥ ﺧﻮ‪‬ﯧ‪‬ﻱ‪.‬‬
‫‪ -‬ﺍﺭﺯ‪‬ﺖ ﺩ ﺑﺮﻱ ﻟﻪ ﻣﺨﯥ ﺳﻨﺠﻮﻱ‪.‬‬
‫‪ -‬ﻟﻪ ﻧﻮﺭﻭ ‪‬ﺨﻪ ﻧﯧﻎ ‪‬ﻮﺍﺏ ﻏﻮﺍ‪‬ﻱ‪.‬‬
‫‪ -‬ﺗﺮ ‪‬ﺎﻥ ﺑﻞ ﻣﺸﺮ ﻧﻪ ﺧﻮ‪‬ﻮﻱ‪.‬‬
‫‪ -‬ﭘﺮ ﺧﭙﻞ ﻧﻔﺲ ‪‬ﯦﺮ ﺍﻋﺘﻤﺎﺩ ﻟﺮﻱ‪.‬‬
‫‪ -‬ﯦﺮ ﻫﻮ‪‬ﻣﻦ ﺍﻭ ﺯ‪‬ﻭﺭ ﺩﻯ‪.‬‬
‫‪ -‬ﻪ ﺍﻣﺘﻴﺎﺯ ﻣﻨﻮﻧﻜﻰ ﺩﻯ‪.‬‬
‫ﺩ ﺑﺮﻱ ﻟﭙﺎﺭﻩ ﻟﻮﺑﻪ ﻛﻮﻱ‪.‬‬
‫‪ -‬ﻧﺪﻯ ﺍﻭ ﻛﻢ ﺣﻮﺻﻠﻪ ﺩﻯ‪.‬‬
‫‪ -‬ﻭﺍﻛﻤﻦ ﺍﻭ ﺗﻤﻪ ﻟﺮﻭﻧﻜﻰ ﺩﻯ‪.‬‬
‫ﻛﺎﺭﻳﺰﻣﺎﺗﻴﻚ ﻏ‪‬ﻯ‪:‬‬
‫‪ -‬ﭘﻪ ‪‬ﻮﻟﻨﻴﺰ ﻣﺤﺒﻮﺑﻴﺖ ﺍﻭ ﺷﻬﺮﺕ ﺳﺮﻩ‪ ،‬ﺑﺮﻯ ﺗﺮﻻﺳﻪ ﻛﻮﻱ‪.‬‬
‫‪ -‬ﻧﻪ ﻏﻮﺍ‪‬ﻱ ﭼﯥ ﺩ ﺟﺰﺋﻴﺎﺗﻮ ﺍﻭ ‪‬ﺎﺭﻧﯥ ﭘﻪ ﺑﻨﺪ ﻛﯥ ﻭﻱ‪.‬‬
‫‪ -‬ﻟﻪ ﺧﭙﻞ ‪‬ﻮﺍﻙ ‪‬ﺨﻪ ‪‬ﻪ ﻛﺎﺭ ﺍﺧﻠﻲ‪.‬‬
‫‪ -‬ﺯ‪‬ﻩ ﺳﻮﺍﻧﺪ ﺩﻯ‪.‬‬
‫‪-‬ﻣﻴﻨﻪ ﻧﺎﻙ ﺩﻯ‪.‬‬
‫‪ -‬ﺩ ﺑﻴﺎﻥ ‪‬ﻪ ﻣﻬﺎﺭﺕ ﻛﺎﺭﻭﻱ‪.‬‬
‫‪ -‬ﺩ ﺍﻋﺘﻤﺎﺩ ﻭ‪ ‬ﺩﻯ‪.‬‬
‫‪ -‬ﺧﻠﻚ ‪‬ﻪ ﺭﺍﻛﺎ‪‬ﻱ ﺍﻭ ﻫ‪‬ﻮﻱ ﻳﯥ‪.‬‬
‫‪ -‬ﻟﻪ ‪‬ﺎﻧﻪ ﺭﺍﺿﻲ‪ ،‬ﺗﺒﻠﻴﻐﻲ ﺍﻭ ‪‬ﺍ‪‬ﻣﻦ ﺩﻯ‪.‬‬
‫‪ -‬ﺷﻮﺭ ﺍﻭ ﺷﻮﻕ ﻟﺮﻱ‪.‬‬
‫ﺩ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﻭﺍﺭﺯﻭﺉ!‬
 ‫ﭘﻼﻥ ﺟﻮ‪‬ﻭﻧﻪ‬

‫ﻳﻮﺳﺎﻋﺖ ﮊﻭﺭ ﺳﻮﭺ ﭘﺮ ﻳﻮﯤ ﻭﺭ‪‬ﯥ ﺧﻮﺏ ﺍﺭﺯﻱ‪.‬‬

‫ﻣﺮﻱ‪ ،‬ﻛﻲ‪ ،‬ﺍﺵ‬
‫ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﻧﻪ ﺩﻱ ﻟﻴﻜﻞ ﺷﻮﻱ‪ ،‬ﻫﺪﻑ ﻧﻪ ﺩﻯ‪.‬‬
‫ﻣﻮﺧﯥ‪:‬‬
‫ﻣﻮﺧﯥ ﻫﻐﻪ ﭘﺎﻳﻠﯥ ﺩﻱ ﭼﯥ ﺗﺎﺳﻮ ﻏﻮﺍ‪‬ﺉ ﺗﺮﻻﺳﻪ ﻳﯥ ﻛ‪‬ﺉ‪ .‬ﻫﺮ ﺑﺮﻳﻤﻦ ﺭﻫﺒﺮ ﺧﭙﻠﯥ ﻣﻮﺧﯥ ﻟﺮﻱ‪ ،‬ﺳﻤﯥ ﺍﻭ ‪‬ﺎﻛﻞ ﺷﻮﯤ‬
‫ﻣﻮﺧﯥ ﻟﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ ﭼﯥ ﺩ ﺧﭙﻞ ﻟﻴﺪﻟﻮﺭﻱ ﭘﺮ ﻟﻮﺭﻱ ﻭﺧﻮ‪‬ﯧ‪‬ﺉ‪ ،‬ﻧﻮ ﻣﻮﺧﯥ ﺑﺎﻳﺪ‪:‬‬
‫‪‬ﻪ ﺑﻴﺎﻥ ﺷﻮﻱ ﺍﻭ ﺩ‪ θ‬ﺍﺧﻴﺴﺘﻮ ﻭ‪ ‬ﻭﻱ‪.‬‬
‫ﺩ ﺍﻧﺪﺍﺯﻩ ﺍﺧﻴﺴﺘﻨﯥ ﻭ‪ ‬ﻭﻱ‪θ.‬‬
‫ﺭ‪‬ﺘﻴﻨﯥ ﻭﻱ‪θ.‬‬
‫ﺯﻣﺎﻥ ﺑﮕﻨﺪﻱ‪ θ‬ﻭﻟﺮﻱ‪.‬‬
‫ﺩ ﻫ‪‬ﻮ ﻣﺮﺍﺣﻞ ﻭﻟﺮﻱ ﺍﻭ ‪‬ﻟﺒﻨﺪﻱ ﺷﻮﯤ ﻭﻱ‪θ.‬‬
‫ﺩ ﺍ‪‬ﺗﻴﺎ ﻟﻪ ﻣﺨﯥ ﺩﯤ ﺗﺠﺪﻳﺪ ﻧﻈﺮ‪ θ‬ﺷﻲ ﺍﻭ ﺑﺪﻟﯥ ﺩﯤ ﺷﻲ‪.‬‬
‫ﻫﺪﻑ ﺟﻮ‪‬ﻭﻧﻪ‪:‬‬
‫ﺑﺎﻳﺪ ﻣﻮﺧﻮ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﻟﭙﺎﺭﻩ ﺩ ﻫﻐﻮ ﻟﻪ ﭘﺎﻳﻠﻮ ‪‬ﺨﻪ ﻳﻮ ﺭﻭ‪ ‬ﺍﻧ‪‬ﻮﺭ ﻭﻟﺮﺉ‪ ،‬ﻫﺪﻑ ﺟﻮ‪‬ﻭﻧﻪ ﺩﺍﺳﯥ ﺗﻮﻛﻰ ﺩﻯ‪ ،‬ﭼﯥ‬
‫ﻣﻄﻠﻮﺑﯥ ﭘﺎﻳﻠﯥ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﻻﺭﯤ ﭼﺎﺭﯤ ‪‬ﻮﺍﻛﻤﻨﻮﻱ‪ ،‬ﻣﻮﺧﯥ ﺑﺎﻳﺪ ﺩ ﻛﭽﯥ ﻟﻪ ﻣﺨﯥ ﻟﻮﻳﯥ ﻭﻱ‪ ،‬ﭼﯥ ﺗﻠﻮﺳﯥ ﺭﺍﻭﺯﯦ‪‬ﻭﻱ‪،‬‬
‫ﺧﻮ ﺩﻭﻣﺮﻩ ﻟﻮﻳﯥ ﻫﻢ ﻧﻪ‪ ،‬ﭼﯥ ﻭﯦﺮﻩ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛ‪‬ﻱ ﺍﻭ ﻧﺎﺷﻮﻧﯥ ﺷﻲ‪.‬‬
‫ﺧﭙﻠﻪ ﻫﺮﻩ ﻣﻮﺧﻪ ﭘﻪ ﮊﻭﺭ ‪‬ﻭﻝ ﺗﻌﺮﻳﻒ ﻛ‪‬ﺉ‪،‬ﺩ ﻫﺮﯤ ﻳﻮﯤ ﭘﻪ ﺍ‪‬ﻩ‪] :‬ﻪ‪ ،‬ﭼﯧﺮﯤ‪ ،‬ﻭﻟﯥ ﺍﻭ ‪‬ﻨـ‪‬ﻪ[‪ .‬ﻭﺷﻨﺊ‪.‬‬
‫ﻫﺮﻩ ﻣﻮﺧﻪ ﺩﺍﺳﯥ ﺭﻭ‪‬ﺎﻧﻪ ﻛ‪‬ﺉ ﭼﯥ ﺩ ﻫﻐﯥ ﺧﺒﺮﯤ ﺑﺸﭙ‪ ‬ﺍﻧ‪‬ﻮﺭ ﺭﺍﻭﻛﺎ‪‬ﻱ‪ ،‬ﭼﯥ ﺗﺎﺳﯥ ﻳـﯥ ﺩ ‪‬ﺮ‪‬ﻨﺪﻭﻟﻮ ﻫ‪‬ﻪ ﻛﻮﺉ‪.‬‬
‫ﻳﻮﺍﺯﯤ ﺩﺍ ﻣﻪ ﻭﺍﻳﺎﺳﺖ ﭼﯥ ﻏﻮﺍ‪‬ﺉ ﺭﻳﺲ ﺷﺊ‪ ،‬ﺑﻠﻜﯥ ﺍﻧ‪‬ﻮﺭ ﺑﺸﭙ‪ ‬ﻛ‪‬ﺉ‪ :‬ﺩ‪‬ﻪ ﺷﻲ ﺭﻳﺲ ‪ ،‬ﭼﯧﺮﯤ ﺍﻭ ‪‬ﻪ؟؟ ﻛﻠﻪ ﭼﯥ ﻭﺭ‬
‫ﻭﺭﺳﯧﺪﺉ‪ ،‬ﻭﺿﻌﻪ ﺑﻪ ‪‬ﻨ‪‬ﻪ ﻭﻱ‪ ،‬ﻮﻙ ﺑﻪ ﻭﺭ ﻭﺭﺳﯧ‪‬ﻱ ﺍﻭ ﻟﻪ ﻛﻮﻡ ﺳﺎﺯﻣﺎﻥ ﺳﺮﻩ ؟‬

‫ﺧﭙﻠﻪ ﻫﺮﻩ ﻣﻮﺧﻪ ﺩ ﺗﺼﺪﻳﻖ ﭘﻪ ﺗﻮ‪‬ﻪ ﺑﻴﺎﻥ ﻛ‪‬ﺉ‪:‬‬

‫ﺩ ﺧﭙﻠﻮ ﻣﻮﺧﻮ ﺩ ﻣﻼﺗ‪ ‬ﻟﭙﺎﺭﻩ ﻟﻪ ﺧﭙﻠﻮ ﺗﺼﺪﻳﻘﻮﻧﻮ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﺊ‪ .‬ﺩ ﻫﻐﻮ ﻟﭙﺎﺭﻩ ﻣﺮﺣﻠﯥ ﺍﻭ ﭘ‪‬ﺍﻭﻭﻧﻪ ﺟﻮ‪ ‬ﻛ‪‬ﺉ‪ ،‬ﺗﺼﺪﻳﻖ‬
‫ﻳﻮﻩ ﻭﻳﻨﺎ ﺩﻩ ﭼﯥ ﭘﺮ"ﻣﺎ" ﭘﻴﻠﯧ‪‬ﻱ ﺍﻭ ﺩ ﺣﺎﻝ ﺯﻣﺎﻥ ﻟﭙﺎﺭﻩ ﻛﺎﺭﯦ‪‬ﻱ‪ .‬ﺗﻪ ﻭﺍ ﻭ‪‬ﺍﻧﺪﯤ ﻫﻢ ﺧﭙﻠﻮ ﻣﻮﺧﻮ ﺗﻪ ﺭﺳﯧﺪﻟﻲ ﻳﺊ‪ ،‬ﺩ ﺳﺎﺭﻱ‬
‫ﭘﻪ ﺗﻮ‪‬ﻪ ‪ ،‬ﺩ ﻳﻮﻩ ﻭﻇﻴﻔﻮﻱ ﭘﺮﻣﺨﺘ‪ ‬ﺗﺼﺪﻳﻖ ﻋﺒﺎﺭﺕ ﺩﻯ ﻟﻪ‪ ":‬ﺯﻩ ﭘﻪ ﻟﻨﺪﻥ ﻛﯥ ﺩ ﻳﻮﯤ ﺗﺠﺎﺭﺗﻲ ﻣﻮﺳﺴﯥ ﻣﺪﻳﺮ ﻳﻢ‪".‬‬
‫" ﭘﺮﺗﻪ ﻟﻪ ﺩﯤ ﭼﯥ ﺷﺎﻭﺧﻮﺍ ﻣﯥ ﭘﯧ‪‬ﯥ ﻭ‪‬ﺎﺭﻡ‪ ،‬ﺧﭙﻠﻪ ﺳ‪‬ﻩ ﺳﻴﻨﻪ ﺍﻭ ﺍﻧ‪‬ﻭﻝ ﺳﺎﺗﻢ‪".‬‬
‫ﺩ ﺧﭙﻠﻮ ﻣﻮﺧﻮ ﻳﻮ ﻓﻬﺮﺳﺖ ﺟﻮ‪‬ﻛ‪‬ﺉ ﺍﻭ ﺑﻴﺎ ﻫﺮﯤ ﻳﻮﯤ ﺗﻪ ﻳﻮﻩ ﺗﺼﺪﻳﻘﻲ ﺟﻤﻠﻪ ﻭﻟﻴﻜﺊ ﺩﺍ ﺗﺼﺪﻳﻘﻮﻧﻪ ﻟ‪ ‬ﺗﺮ ﻟ‪‬ﻩ ﺩ ﻭﺭ‪‬ﯥ ﻳﻮ‬
‫‪‬ﻞ ﻭﻟﻮﻟﺊ‪.‬‬
‫ﺩ ﻣﻮﺧﯥ ﺩ ﺑﺮﻱ ﻟﭙﺎﺭﻩ ﺗﻤﺮﻳﻦ‪:‬‬
‫‪‬ﻴﻨﯥ ﺧﻠﻚ ﺩ ﻣﻮﺧﻮ ‪‬ﺎﻛﻞ ﻧﻪ ﺧﻮ‪‬ﻮﻱ‪ ،‬ﻜﻪ ﺩ ﺩﻭﻯ ﭘﻪ ﺍﻧﺪ ﻛﻪ ﻫﻐﻮ ﺗﻪ ﻭﻧﻪ ﺭﺳﯧ‪‬ﻱ‪ ،‬ﺩ ﻣﺎﺗﯥ ﺍﺣﺴﺎﺱ ﺑﻪ ﻭﺭﭘﻴﺪﺍ ﺷﻲ‪،‬‬
‫ﻻﻧﺪﯦﻨﻰ ﺗﻤﺮﻳﻦ "ﻣﺎﺗﯥ" )ﺗﯧﺮ ﻭﺧﺖ ﻳﺎ ﺭﺍﺗﻠﻮﻧﻜﻰ( ﺑ‪‬ﯥ ﺳﺮﻩ ﺑﯧﻠﻮﻱ‪.‬‬
‫ﭘﻪ ﻻﻧﺪﯤ ﺗﺶ ‪‬ﺎﻯ ﻛﯥ ‪‬ﻮﻟﯥ ﭘﯧ‪‬ﯥ ﭼﯥ ﻓﻜﺮ ﻛﻮﺉ ﻋﻤﺪﻩ ﺷﺨﺼﻲ ﻣﺎﺗﯥ ﺩﻩ ﻟﺴﺖ ﻛ‪‬ﺉ‪ ،‬ﺑﻴﺎ ﻫﺮﻩ ﻳﻮﻩ ﭘﻪ ﻳﻮﻩ ﺗﻮﺭ ﻗﻠﻢ ﭘﻪ‬
‫ﻧ‪‬ﻪ ﻛ‪‬ﺉ‪ ،‬ﻭﺭﻭﺳﺘﻪ ﻣﻮ ﭼﯥ ﭘﺮ ‪‬ﻮﻟﻮ ﺧﻂ ﻭﻛﺎ‪‬ﻩ‪ ،‬ﭘﺎ‪‬ﻪ ‪‬ﻴﺮﯤ ﻛ‪‬ﺉ ﺍﻭ ﻟﻴﺮﯤ ﻳﯥ ﻭﻏﻮﺭ‪‬ﻮﺉ‪.‬‬
‫ﭘﻪ ﻫﺪﻑ ﺟﻮ‪‬ﻭﻧﻪ ﻛﯥ ﺧﭙﻠﯥ ‪‬ﻟﯥ ﺗﻪ ﺑﺮﺧﻪ ﻭﺭﻛ‪‬ﺉ‪:‬‬
‫ﻛﻪ ‪‬ﺎﻛﻞ ﺷﻮﯤ ﻭﻱ ﭼﯥ ﻣﻮﺧﯥ ﻣﺎﻧﺎ ﻟﺮﻭﻧﻜﯥ ﻭﻱ‪ ،‬ﻧﻮ ﺷﺨﺼﻲ ﻣﺸﺮﻱ ﺩﯤ ﻣﻨﻌﻜﺴﻪ ﺷﻲ‪ ،‬ﻫﯧ‪‬ﻮﻙ ﻧﻪ ﺷﻲ ﻛﻮﻻﻯ ﭘﻪ‬
‫ﺩﻭﺍﻣﺪﺍﺭ ﺍﻭ ﺍﻏﯧﺰﻧﺎﻙ ‪‬ﻭﻝ ﺩ ﺩﺍﺳﯥ ﻳﻮﯤ ﻣﻮﺧﯥ ﭘﻪ ﻟ‪‬ﻪ ﻭﻱ‪ ،‬ﭼﯥ ﺧﭙﻠﻪ ﭘﻪ ﻛﯥ ‪‬ﻭﻥ ﻭﻧﻪ ﻟﺮﻱ‪ .‬ﺗﺎﺳﯥ ﺑﺎﻳﺪ ﺩ ﺧﭙﻠﻮ ﻣﻮﺧﻮ‬
‫ﻣﺸﺮﻩ ﺷﺊ ﺍﻭ ﻛﻪ ‪‬ﺎﻛﻞ ﺷﻮﯤ ﺩﻩ ﻫﻐﻮ ﺗﻪ ﻭﺭﺳﯧ‪‬ﺉ‪ ،‬ﻧﻮ ﺧﭙﻠﻪ ‪‬ﻟﻪ ﻭﻫ‪‬ﻮﺉ ﭼﯥ ﻫﻐﻪ ﻭﻣﻨﻲ ﺍﻭ ﺩ ﻫﻐﻮ ﺩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻧﯥ‬
‫ﻟﭙﺎﺭﻩ ﻓﻌﺎﻟﻴﺖ ﻭﻛ‪‬ﻱ‪.‬‬

‫ﺷﺨﺼﻲ ﻣﺎﺗﯥ‬

‫ﺩ ‪‬ﻟﯥ ﺩ ﻣﺸﺮ ﺍﻭ ﻏ‪‬ﻭ ﻧﻘﺶ ﻻﻧﺪﯤ ﺧﻼﺻﻪ ﺷﻮﻯ‪ ،‬ﭘﺮ ﻫﻐﻮ ﻣﻔﺎﻫﻴﻤﻮ ﭼﯥ ﻳﻮﻭﺍﻟﻰ ﻭﺭﺳﺮﻩ ﻟﺮﺉ ﺍﻭ ﻏﻮﺍ‪‬ﺉ ﻭﻳﯥ ﺍﺯﻣﻮﻳﺊ‪،‬‬
‫ﺧﻂ ﻭﻛﺎ‪‬ﺉ‪.‬‬

‫ﻣﺸﺮ‬ ‫ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻯ‬

‫‪‬ﺍ‪ ‬ﺗﺮﻻﺳﻪ ﻛﻮﻱ ﭼﯥ ﺩ ‪‬ﻟﯥ ﻣﻮﺧﻮ‬
‫ﺗﻪ ﺭﺳﯧﺪﻝ ﺷﻮﻧﻲ ﺩﻱ‪ .‬ﭘﻪ ﺩﺍﺳﯥ‬
‫ﺣﺎﻝ ﻛﯥ ﭼﯥ ﺩ ﺳﺎﺯﻣﺎﻥ ﺍ‪‬ﺗﻴﺎﻭﻭ ﺗﻪ‬
‫‪‬ﻮﺍﺏ ﻭﺭﻛﻮﻝ ﺩ ﺑﺮﻱ ﺍﺣﺴﺎﺱ‬
‫ﻭﻫ‪‬ﻮﻱ‪.‬‬
‫ﺩ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺩ ﭘﯧﭽﻠﺘﻴﺎ ﺍﻭ ‪‬ﺎﺭﻧﯥ‬
‫ﺗﺮﻣﻨ‪ ‬ﺑﺮﺍﺑﺮﻱ ‪‬ﻴﻨ‪‬ﻮﻱ‪.‬‬
‫ﺩ ‪‬ﻟﯥ ﺩ ﺍﻋﺘﺒﺎﺭ ﻟﭙﺎﺭﻩ ﺩ ﻧﻮﺭﻭ‬
‫ﺧﻠﻜﻮ ﺩ ﻛﺎﺭﻭﻧﻮ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ‬
‫ﺍﺟﺮﺍﻳﻮﻱ ﭘﺮﻭ‪‬ﺮﺍﻣﻮﻧﻪ ﺍﺯﻣﻮﻳﻲ‪.‬‬
‫ﻭ‪ ‬ﻣﺮﺳﺘﯥ ‪‬ﯧ‪‬ﻱ ﺍﻭ ﻛﻪ ﺿﺮﻭﺭﺕ‬
‫ﻭﻱ ﺩ ﻫﻐﻮ ﺩ ﺟﻠﺐ ﻟﭙﺎﺭﻩ ﻓﻌﺎﻟﻴﺖ‬
‫ﺍﻭ ﻣﺮﺳﺘﻪ ﻛﻮﻱ‪.‬‬
‫ﺩ ﻛﺎﺭ ﭘﺮﻣﺨﺘ‪ ‬ﺗﻌﻘﻴﺒﻮﻱ ﺍﻭ‬
‫‪‬ﻮﺍﻛﻤﻨﻮﻱ‪ ،‬ﻫﻤﺪﺍ ﺭﺍﺯ ﺩ ﺳﺘﻮﻧﺰﻭ‬
‫ﭘﻪ ﻏﻮ‪‬ﻮﻧﻪ ﻛﯥ ﻫﻢ ﻣﺮﺳﺘﻪ‬
‫ﻛﻮﻱ‪،‬ﺍ‪ ‬ﺗﺮﻻﺳﻪ ﻛﻮﻱ ﭼﯥ ﻣﻮﺧﻮ‬
‫ﺗﻪ ﺭﺳﯧ‪‬ﻱ‪ ،‬ﻛﻪ ﺩ ﻭﺧﺖ ﻏﻮ‪‬ﺘﻨﻪ‬
‫ﻭﻩ‪ ،‬ﻧﻮ ‪‬ﻨ‪‬ﻭﻝ ﻛﯧ‪‬ﻱ ﻫﻢ‪.‬‬
‫ﺩ ﻛ‪‬ﻧﻼﺭﯤ ﺍﻭ ﻣﻮﺧﻮ ﺩ ﻣﻌﻴﺎﺭﻭﻧﻮ ﭘﻪ‬
‫‪‬ﺎﻛﻨﻪ ﻛﯥ ﻣﺮﺳﺘﻪ ﻛﻮﻱ‪ ،‬ﺩﺍ ﺩﺍﺳﯥ‬
‫ﭘﺮﯦﻜ‪‬ﻩ ﺩﻩ ﭼﯥ ﺷﺨﺺ ﻳـﯥ ﺩ ﭘﺮﻣﺨﺘ‪‬‬
‫ﻟﭙﺎﺭﻩ ﻟﻪ ‪‬ﺎﻥ ﺳﺮﻩ ﻛﻮﻱ ﺍﻭ ﺩﺍﺳﯥ ﺗﻌﻬﺪ‬
‫ﺩﻯ ﭼﯥ ﺩ ﻧﺘﻴﺠﯥ ﺭﺍﺍﻳﺴﺘﻠﻮ ﻟﭙﺎﺭﻩ ‪‬ﻟﯥ‬
‫ﺗﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻛﯧ‪‬ﻱ‪.‬‬
‫ﺩ ﭘﺎﻳﻠﯥ ﺍﺧﻴﺴﺘﻨﻮ ﺩ ﺍﻧﺪﺍﺯﻩ ﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ‬
‫ﻻﺭﯤ ﺟﻮ‪‬ﻭﻱ ﺍﻭ ﺩ ‪‬ﺎﺭﻧﯥ ﻟﭙﺎﺭﻩ ﺣﺴﺎﺱ‬
‫‪‬ﻜﻲ ‪‬ﺎﻛﻲ‪.‬‬
‫ﻣﻮﺧﻮ ﺍﻭ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﻟﭙﺎﺭﻩ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻟﻨ‪‬ﻭﻱ‪.‬‬
‫ﭘﻪ ﺳﺎﺯﻣﺎﻥ ﻛﯥ ﺩ ﻫﻤﻜﺎﺭﺍﻧﻮ ‪‬ﻭﻥ‬
‫ﻣﺸﺨﺼﻮﻱ‪.‬‬
‫ﺩ ﭘﺎﻳﺘﻪ ﺭﺳﯧﺪﻭﻧﻜﻲ ﻛﺎﺭ ﺩ ﭘﺮﻣﺨﺘـ‪‬‬
‫‪‬ﺰﺍﺭﺵ ﻭﺭﻛﻮﻱ ﺍﻭ ﺩ ﺍ‪‬ﺗﻴﺎ ﭘﺮﻣﻬאﻝ‬
‫ﻻﺭ‪‬ﻮﻭﻧﯥ ﺍﻭ ﻣﺮﺳﺘﯥ ﻏﻮﺍ‪‬ﻱ‪ ،‬ﺩ ﺍ‪‬ﺗﻴﺎ‬
‫ﻟﻪ ﻣﺨﯥ ﭘﺮﻭ‪‬ﺮﺍﻡ ‪‬ﻨ‪‬ﻭﻱ‪.‬‬

‫ﺩﺍ ﻧﻘﺸﻮﻧﻪ ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻭ ﺗﻪ ﻛ‪‬ﻧﻼﺭﯤ ﭘﻪ ‪‬ﻮﺗﻪ ﻛﻮﻱ ﺍﻭ ﻣﺸﺮ ﻫﻢ ﺧﭙﻠﯥ ﻣﺸﺮ‪ ‬ﺗﻪ ﻣﺘﻤﺮﻛﺰﻭﻱ‪.‬‬
‫ﺳﺎﺯﻣﺎﻥ ﻣﻮﻧﺪﻝ‪:‬‬
‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻳﻮﻩ ﻟﻴﻜﻮאﻝ ﻭﻳﻠﻲ‪ ":‬ﭘﻪ ﺧﭙﻞ ﺳﺮ ﺳﺎﺯﻣﺎﻥ ﻣﻮﻧﺪﻝ ﻣﻮﺧﻪ ﻧﻪ ﺩﻩ‪ ،‬ﺑﻠﻜﯥ ﻣﻮﺧﯥ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﻳﻮﻩ ﻭﺳﻴﻠﻪ ﺩﻩ‪".‬‬
‫ﻫﻐﻪ ‪‬ﺎﻯ ﺗﻪ ﭼﯥ ﻏﻮﺍ‪‬ﺉ ﻭﺭﺳﯧ‪‬ﺉ ﺍﻭ ﻫﻐﺴﯥ ﭘﺎﻳﻠﻪ ﭼﯥ ﻏﻮﺍ‪‬ﺉ ﺗﺮﻻﺳﻪ ﻳـﯥ ﻛ‪‬ﺉ‪ ،‬ﭘﺎﻣﻠﺮﻧﻪ ﻭﻛ‪‬ﺉ‪.‬‬

‫ﻫﻐﻪ ﺷﯧﺒﯥ ﭼﯥ ﻫﺪﻓﻮﻧﻮ ﺗﻪ ﻳـﯥ ﺩ ﺭﺳﯧﺪﻭ ﻟﭙﺎﺭﻩ ﺿﺎﻳﻊ ﻛﻮﺉ‪ ،‬ﺑﺎﻳﺪ ﺗﺠﺰﻳﻪ ﺍﻭ ﺗﺤﻠﻴﻞ ﻛ‪‬ﺉ‪.‬‬
 ‫ﻣﻮﺧﻮ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﻟﭙﺎﺭﻩ ﺭﻏﻮﻭﻧﻜﻲ ﻛﺎﺭﻭﻧﻪ ﻭﻛ‪‬ﺉ‪.‬‬

‫ﻫﻐﻪ ﻋﺎﺩﺗﻮﻧﻪ ﺍﻭ ﺍﻧﺪﻭﺩﻭﻧﻪ ﭼﯥ ﺳﺘﺎﺳﻮ ﺩ ﺍﻏﯧﺰﻧﺎﻛﺘﻴﺎ ﺧﻨ‪‬ﯦ‪‬ﻱ‪ ،‬ﺗﺤﻠﻴﻞ ﻛ‪‬ﺉ ﺍﻭ ﭘﺮ ﺩﯤ ﻻﺭﻭ ﺩﺑﺮﻻﺳ‪ ‬ﻟﭙﺎﺭﻩ ﻋﺎﺩﺗﻮﻧﻪ‬
‫ﺍﻭﺍﻧﺪﻭﺩﻭﻧﻪ )ﻃﺮﺯ ﺗﻔﻜﺮ( ﺯﺩﻩ ﻛ‪‬ﺉ‪.‬‬

‫ﺭﻫﺒﺮﺍﻧﯥ ﺍﻭ ﺩ ﻭﺧﺖ ﻣﺪﻳﺮﻳﺖ‪:‬‬

‫ﻛﻪ ﻏﻮﺍ‪‬ﺉ ﭼﯥ ﻟﻪ ﺧﭙﻞ ﻭﺧﺖ ‪‬ﺨﻪ ﺳﻤﻪ ﺍﺳﺘﻔﺎﺩﻩ ﻭﻛ‪‬ﺉ‪ ،‬ﺑﺎﻳﺪ ﭘﻮﻩ ﺷﺊ ﭼﯥ ﺗﺮ‪‬ﻮﻟﻮ ﻣﻬﻢ ‪‬ﻴﺰ ﻛﻮﻡ ﺩﻯ‪ ،‬ﻭﺭﻭﺳﺘﻪ ﺧﭙﻞ‬
‫‪‬ﻮﻝ ﺍﻣﻜﺎﻧﺎﺕ ﻭﺭﺗﻪ ﻭﻗﻒ ﻛ‪‬ﺉ‪.‬‬
‫ﻟﻲ ﻳﺎﻛﻮﻛﺎ‬
‫ﺍﻏﯧﺰﻧﺎﻙ ﺭﻫﺒﺮﺍﻥ ﭘﻪ ﺑﻴ‪‬ﻩ ﺍﻭ ﺑﯥ ﭘﺮﻭﺍﻳ‪ ‬ﺳﺮﻩ ﺳﻔﺮ ﻧﻪ ﻛﻮﻱ…ﺑﻠﻜﯥ ﻫﻐﻮﻯ‪:‬‬
‫ﻳﻮ ‪‬ﺎﻛﻠﻰ ﺳﺮﻋﺖ ﺳﺎﺗﻲ‪θ.‬‬
‫ﺩ ﻧﺎ‪‬ﺎﭘﻲ ﭘﯧ‪‬ﻮ ﭘﻪ ﺍﻧﺘﻈﺎﺭ ﻛﯥ ﻭﻱ‪θ.‬‬
‫ﭘﻮﻫﯧ‪‬ﻱ‪ θ‬ﭼﯥ ﺩ ﭘﺎﻳﻠﯥ ﺍﺧﻴﺴﺘﻮ ﻟﭙﺎﺭﻩ ‪‬ﻨ‪‬ﻪ ﺩﻧﺪﯤ ﺧﭙﻠﯥ ﻛ‪‬ﻱ‪.‬‬
‫‪ -‬ﺩ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﻭﺧﺖ ﻧﻪ ﺗﻠﻔﻮﻱ‪.‬‬
‫ﺩ ﻭﺧﺖ ‪‬ﺎﺭﻧﻪ‪ ،‬ﭘﻪ ﭘﺮﻭ‪‬ﺮﺍﻡ ﺟﻮ‪‬ﻭﻟﻮ ﺳﺮﻩ ﭘﻴﻠﯧ‪‬ﻱ‪ .‬ﻫﺮ ﻫﻐﻪ ﻓﻌﺎﻟﻴﺖ‪ ،‬ﭼﯥ ﺳﺘﺎﺳﻮ ﻟﻪ ﻓﻌﺎﻟﻴﺖ ﺳﺮﻩ ﺍ‪‬ﻩ ﻟﺮﻱ ﺑﺎﻳﺪ ﺗﺎﺳﯥ‬
‫ﺧﭙﻠﻮ ﻫﺪﻓﻮﻧﻮ ﺗﻪ ﻭﺭﻧﮋﺩﯤ ﻛ‪‬ﻱ‪ .‬ﺩﺍ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻫﻢ ﺑﺎﻳﺪ ﺩ ﺍﺭﺯ‪‬ﺘﻮﻧﻮ ﻟﻪ ﻣﺨﯥ ‪‬ﻟﺒﻨﺪﻱ ﺷﻲ‪ ،‬ﺗﺎﺳﻮ ﺑﺎﻳﺪ ﺩ ﺧﭙﻞ ﻛﺎﺭ ﭘﺮ‬
‫ﻣﯧﺰ ﺩﻳﺎﺩ‪‬ﺖ ﻳﻮﻩ ﻛﺘﺎﺑﭽﻪ ﻭﻟﺮﺉ‪ ،‬ﭼﯥ ﻭﺭ‪‬ﻨﻲ ﻛﺎﺭﻭﻧﻪ ﭘﻪ ﻛﯥ ﺧﻮﻧﺪﻱ ﻛ‪‬ﺉ‪.‬‬
‫ﻫﺮﻩ ﺍﻭﻭﻧ‪)‬ﺩ ﺳﺎﺭﻱ ﭘﻪ ﺗﻮ‪‬ﻪ ﺩ ﺷﻨﺒﯥ ﺳﻬﺎﺭ( ﺩ ﺧﭙﻠﻮ ﻣﻮﺧﻮ ﺩ ﺍﺭﺯﻭﻧﯥ ﺍﻭ ﺗﺼﻤﻴﻢ ﻧﻴﻮﻧﯥ ﻟﭙﺎﺭﻩ ﭼﯥ ﺑﺎﻳﺪ ﭘﻪ ﻳﺎﺩﻩ ﺷﻮﯤ‬
‫ﺍﻭﻭﻧ‪ ‬ﻛﯥ ﺗﺮﺳﺮﻩ ﺷﻲ‪ ،‬ﺎﻧ‪‬ﯤ ﻛ‪‬ﺉ‪.‬‬
‫ﻋﻤﻮﻣﻲ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﺳﺮﻩ ‪‬ﻨ‪ ‬ﺗﺮ ‪‬ﻨ‪ ‬ﻭﺍﻭ‪‬ﺉ‪ .‬ﺩ ﺳﺎﺭﻱ ﭘﻪ ﺗﻮ‪‬ﻪ ﻫ‪‬ﻪ ﻭﻛ‪‬ﺉ ﭘﻪ ﻳﻮﻩ ﻭﺭ‪ ‬ﻛﯥ ﻳﻮ ﺳﺎﻋﺖ ‪‬ﻠﻴﻔﻮﻥ ﻛﻮﻟﻮ‬
‫ﺍﻭ ‪‬ﻠﻴﻔﻮﻥ ﺗﻪ ﺩ ‪‬ﻮﺍﺏ ﻭﻳﻠﻮ ﻟﭙﺎﺭﻩ ‪‬ﺎﻧ‪‬ﻯ ﻛ‪‬ﺉ‪ .‬ﺩﺍ ﻛﺎﺭ ﻟﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ ﭼﯥ ﻧﺎ ﺍﻧ‪‬ﻭﻟ‪ ‬ﺧﺘﻤﯥ ﻛ‪‬ﺉ‪ ،‬ﻛﻪ ﺍ‪‬‬
‫ﻳﺎﺳﺖ ﭼﯥ ﭘﻪ ﻳﻮﻩ ﻣﺤﻔﻞ ﻳﺎ ﻏﻮﻧ‪‬ﻩ ﻛﯥ ﺩ ﺧﭙﻞ ﻛﺎﺭ ﻟﻪ ﺩﻓﺘﺮ ‪‬ﺨﻪ ﻟﻴﺮﯤ ﻭﺍﻭﺳﺊ‪،‬ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﺍﻭ ﻏﻮﻧ‪‬ﯤ ﭼﯥ ﻫﻠﺘﻪ ﻳﯥ‬
‫ﺗﺮﺳﺮﻩ ﻛﻮﻻﻯ ﺷﺊ ﻭﭘﯧﮋﻧﺊ‪ .‬ﺩﺍ ﻛﺎﺭ ﺩ ﻭﺧﺖ ﺩ ﺑﯧ‪‬ﺎﻳﻪ ﺗﻠﻒ ﻣﺨﻨﻴﻮﻯ ﻛﻮﻱ ﺍﻭﺗ‪ ‬ﺭﺍﺗ‪ ‬ﻫﻢ ﻛﻤﻮﻱ‪.‬‬

‫ﺩ ﻭﺧﺖ ﻟﻮ‪‬ﻤﺎﺭ ﻭ‪‬ﺎﺭﺉ‪:‬‬

‫ﭘﻮ‪‬ﺘﻨﻪ‪ :‬ﻛﻠﻪ ﭼﯥ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﭘﻮﻩ ﻧﻪ ﺷﻲ ﺧﭙﻞ ﻛﺎﺭ ‪‬ﻨ‪‬ﻪ ﺗﺮﺳﺮﻩ ﻛ‪‬ﻱ‪ ،‬ﻜﻪ ﻳﻮ ﻛﺎﺭ ﺑﻪ ﻳﯥ ﺧﻨ‪ ‬ﻭﻱ‪ ،‬ﻳﺎ ﻫﻢ ﻭﻧﻪ‬
‫ﻏﻮﺍ‪‬ﻱ ﭼﯥ ﻛﺎﺭ ﻭﻛ‪‬ﻱ‪ ،‬ﻧﻮ ‪‬ﻪ ﭘﯧ‪‬ﯧ‪‬ﻱ؟‬
‫‪‬ﻮﺍﺏ‪ :‬ﯥ ﻳـﯥ ﻛﻤﯧ‪‬ﻱ ﺍﻭ ﺩ "ﻭﺧﺖ ﺗﻠﻔﻮﻟﻮ" ﭘﺮ ‪‬ﻨﺎﻩ ﺍﺧﺘﻪ ﻛﯧ‪‬ﻱ‪.‬‬
‫ﺩ ﻭﺧﺖ ﺗﻠﻔﻮﻟﻮ ‪‬ﻨﺎﻩ ﺩ ﺷﺮﻛﺖ ﺭﺍﺭﻭﺍﻧﯥ ﭘﺎﻧ‪‬ﯥ ﺗﻪ ﻟﻮﻯ ﺯﻳﺎﻥ ﺩﻯ‪ ،‬ﺩﺍ ‪‬ﻨﺎﻩ ﺑﯧﻼﺑﯧﻞ ‪‬ﻭﻟﻮﻧﻪ ﻟﺮﻱ‪ .‬ﺍﻳﺎ ﻳﻮ ﻟﻪ ﻻﻧﺪﯦﻴﻨﻮ‬
‫ﻣﻮﺍﺭﺩﻭ ‪‬ﺨﻪ ﭘﯧﮋﻧﺊ؟ ﻫﺮ ﻳﻮ ﻣﻮ ﭼﯥ ﺗﺠﺮﺑﻪ ﻛ‪‬ﻯ‪ ،‬ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ‪:‬‬
‫ﺩ ﻭﺧﺖ ﺯﻳﺎﺗﻮﻝ ﺍﺳﺘﺮﺍﺣﺖ ﻳﺎ ﻫﻢ ‪‬ﻭ‪ κ‬ﺧﻮ‪‬ﻝ‪.‬‬
‫ﺗﺸﻨﺎﺏ ﺗﻪ ﭘﺮﻟﻪ ﭘﺴﯥ ﺗ‪κ.‬‬
‫ﺷﺨﺼﻲ ﺍﻭ‪‬ﺩﻩ ‪‬ﻠﻴﻔﻮﻧﻮﻧﻪ‪κ.‬‬
‫ﭘﻪ ﻧﻮﺭﻭ ‪‬ﻴﺰﻭﻧﻮ‪ κ‬ﺩ ﻛﺎﺭ ‪‬ﻨ‪‬ﯦﺪﻝ‪.‬‬
‫ﺩ ﻛﺎﺭ ﺩ ‪‬ﻮﻣﺮﻩ ﻭﺍﻟﻲ ﻟﭙﺎﺭﻩ ﺩ ﺍﻧﺴﺎﻥ ﻧﺎﻭ‪‬ﻩ ‪‬ﻮﺍﻙ؛ ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ‪ κ‬ﯦﺮﻭﺍﻟﻰ ﺍﻭ ﻳﺎ ﻫﻢ ﻟ‪‬ﻭﺍﻟﻰ‪.‬‬
‫ﻛﻤﺰﻭﺭﯤ ﺭﻭﺣﻴﻪ ﭼﯥ ﺩ ﻣﻨﻔﻲ ﻓﻜﺮ ﺍﻭ ﺩ ‪‬ﻟﻴﻴﺰﻭ ﺷﻜﺎﻳﺘﻮﻧﻮ‪ κ‬ﺳﺒﺒﯧ‪‬ﻱ‪.‬‬
‫ﭘﻪ ‪‬ﻧﺪﻱ ‪‬ﻭﻝ ﺗـ‪ ‬ﺍﻭ ﭘﻪ ﺳ‪‬ﻩ ﺳﻴﻨﻪ ﺩﻧﺪﻩ ﺗﺮﺳﺮﻩ ﻛﻮﻝ‪κ.‬‬
‫ﻛﻪ ﺩﺍ ‪‬ﻨﺎﻫﻮﻧﻪ ﺳﺘﺎﺳﻮ ﺩ ﻭﺧﺖ ﺿﺎﻳﻊ ﻛﯧﺪﻭ ﺳﺒﺒﯧ‪‬ﻱ ﺍﻭ ﺩ ﻫﻐﻮ ﺩ ﻟﻪ ﻣﻨ‪‬ﻪ ﻭ‪‬ﻟﻮ ﻟﭙﺎﺭﻩ ﻫ‪‬ﻪ ﻛﻮﻻﻯ ﺷﺊ‪ ،‬ﺎﻣﻮﻧﻪ ﺍﻭﭼﺖ‬
‫ﻛ‪‬ﺉ‪ ،‬ﻭﻳﯥ ﻟﻴﻜﺊ‪.‬‬
 ‫ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﺲ ﻻﺭﯤ‪:‬‬
‫‪ -1‬ﺧﭙﻞ ﻭﺭ‪‬ﻨﻲ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﺳﺮﻩ ‪‬ﻟﺒﻨﺪﻱ ﻛ‪‬ﺉ‪.‬‬
‫‪ -2‬ﭘﻪ ﭘﻴﻞ ﻛﯥ ﻫﻐﻪ ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﺗﺮﺳﺮﻩ ﻛ‪‬ﺉ‪ ،‬ﭼﯥ ﺩ ﻟﻮﻣ‪‬ﻳﺘﻮﺏ ﻭ‪ ‬ﺩﻱ‪.‬‬
‫‪ -3‬ﺍﻏﯧﺰﻧﺎﻙ ﺑﺪﻟﻮﻥ ﺯﺩﻩ ﻛ‪‬ﺉ‪.‬‬
‫‪ -4‬ﺩ ﻭﺧﺖ ﺩ ﺳﭙﻤﺎ ﻟﭙﺎﺭﻩ‪ ،‬ﺳﺮﻩ ﻭﺭﺗﻪ ﻛﺎﺭﻭﻧﻪ ‪‬ﻟﺒﻨﺪﻱ ﻛ‪‬ﺉ‪.‬‬
‫‪ -5‬ﺩ ﻧﺎﻣﻨﻈﻤﻮﺍﻟﻲ ﺍﻭ ﭘﺎﺷﻠﺘﻴﺎﻭﻭ ﺍﻏﯧﺰﻧﺎﻙ ﺍﻭ ‪‬ﻮﺭ ﺑﺪﻟﻮﻥ ﺯﺩﻩ ﻛ‪‬ﺉ‪.‬‬
‫‪ -6‬ﺩﺍ ﺯﺩﻩ ﻛ‪‬ﺉ ﭼﯥ ﺑﯥ ﺍﺭﺯ‪‬ﺘﻮ ﻛﺎﺭﻭﻧﻮ ﺗﻪ "ﻧﻪ" ﻭﻭﺍﻳﺊ‪.‬‬
‫‪ -7‬ﻟﻪ ‪‬ﺎﻧﻪ ﻧﺎﻭ‪‬ﻩ ﻋﺎﺩﺗﻮﻧﻪ ﻟﻴﺮﯤ ﻛ‪‬ﺉ‪.‬‬
‫‪ -8‬ﻟﻴﺪﻧﯥ ﻛﺘﻨﯥ‪ ،‬ﻏﻮﻧ‪‬ﯤ ﺍﻭ ﻭﺧﺘﻮﻧﻪ ﺩ ﺧﭙﻞ ﻳﺎﺩ‪‬ﺖ ﭘﻪ ﻛﺘﺎﺑﭽﻪ ﻛﯥ ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ ﺍﻭ ﻫﺮﻩ ﻭﺭ‪ ‬ﻳﯥ ﻳﻮ ‪‬ﻞ ﺟﺎﺝ ﻭﺍﺧﻠﺊ‪.‬‬
‫‪ – 9‬ﻳﻮﺍﺯﯤ ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﺗﺮﺳﺮﻩ ﻛ‪‬ﺉ ﭼﯥ ﭘﻪ ﺗﺎﺳﻮ ﭘﻮﺭﯤ ﺍ‪‬ﻩ ﻟﺮﻱ‪.‬‬
‫‪ -10‬ﺩ "‪‬ﻧﺪﻱ" ﺍﻭ "ﺍﺭﺯ‪‬ﺘﻤﻦ" ﺗﺮﻣﻨ‪ ‬ﺗﻮﭘﻴﺮ ﻭﭘﯧﮋﻧﺊ‪.‬‬
‫ﺭﻫﺒﺮﺍﻧﯥ ﺍﻭ ﻏﻮﻧ‪‬ﯤ‪:‬‬
‫ﺩﺍ ﻣﯥ ﺧﻮ‪‬ﯧ‪‬ﻱ ﭼﯥ ﺩ ﻭﺍ‪ ‬ﺗﺮ‪‬ﻨ‪ ‬ﺧﭙﻠﻪ ﺧﻮﻟ‪ ‬ﭘﻪ ﻻﺱ ﻭﺩﺭﯦ‪‬ﻡ ﺍﻭ ﻟﻪ ﻻﺭﻭﻳﺎﻧﻮ ‪‬ﺨﻪ ‪‬ﺪﺍﻳﻲ ﻭﻛ‪‬ﻡ‪ ،‬ﭼﯥ ﻫﻐــــــﻮﻯ‬
‫ﺧﭙﻠﯥ ﻧﺎ ﻛﺎﺭﻭﻝ ﺷﻮﯤ ﺩﻗﻴﻘﯥ ﺍﻭ ﻭﺧﺘﻮﻧﻪ ﺯﻣﺎ ﭘﻪ ﺧﻮﻟ‪ ‬ﻛﯥ ﻭﺍﭼﻮﻱ‪.‬‬
‫ﺑﺎﺭﻧﺎﺭﺩﺑﺮﻧﺴﻮﻥ‪ 90 ،‬ﻛﻠﻦ ﻫﻨﺮﻱ ﻛﺮﻩ ﻛﺘﻮﻧﻜﻰ‬

‫ﻳﻮﯤ ﻧﻮﯤ ‪‬ﯧ‪‬ﻧﯥ ‪‬ﻮﺩﻟﯥ ﺩﻩ ﭼﯥ ﻣﺪﻳﺮﺍﻥ ﻫﺮﻩ ﺍﻭﻭﻧ‪ ‬ﺧﭙﻞ )‪(17‬ﺳﺎﻋﺘﻮﻧﻪ ﭘﻪ ﻏﻮﻧ‪‬ﻭ ﺗﯧﺮﻭﻱ‪ ،‬ﭼﯥ ﺩﺍ ﻣﻮﺩﻩ ﻏﻮﻧ‪‬ﻭ ﺗﻪ ﺩ‬
‫ﺗﻴﺎﺭ‪ ‬ﻧﻴﻮﻟﻮ ﺍﻭ ﻟﻪ ﺳﺘ‪‬ﻳﺎﻭﻭ ‪‬ﺨﻪ ﺩ ﻭﺗﻠﻮ ﻟﭙﺎﺭﻩ ﻭﻱ‪ .‬ﺗﺎﺳﻮ ﺩ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﭘﺮ ﻏﻮﻧ‪‬ﻭ ﻭﺍﻙ ﻧﻪ ﻟﺮﺉ‪ ،‬ﺧﻮ ﺧﭙﻠﯥ ﻏﻮﻧ‪‬ﯤ‬
‫ﻛﻨ‪‬ﺮﻭﻟﻮﻻﻯ ﺷﺊ‪ .‬ﺍﻏﯧﺰﻧﺎﻙ ﻣﺸﺮﺍﻥ ﺩ ﻏﻮﻧ‪‬ﻭ ﺩ ﻣﺸﺮ‪ ‬ﻣﻬﺎﺭﺗﻮﻧﻪ ﻫﻢ ﺟﻮ‪‬ﻭﻱ‪.‬‬

‫ﺗﺮ ﻏﻮﻧ‪‬ﯤ ﻭ‪‬ﺍﻧﺪﯤ ﻟﻪ ﺧﻠﻜﻮ ﺳﺮﻩ ﻭ‪‬ﻮﺭﺉ‪:‬‬

‫ﻟﻪ ﺧﭙﻠﻮ ﻫﻤﻜﺎﺭﺍﻧﻮ ﺳﺮﻩ ﺩ ﻫﻐﻮﻯ ﺩ ﻣﻼﺗ‪ ‬ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻟﻮ ﻟﭙﺎﺭﻩ ﺍ‪‬ﻳﻜﻲ ﻭﻧﻴﺴﺊ ﺍﻭ ﺧﭙﻞ ﻫﺮ ﺍ‪‬ﻜﻞ ﭼﯥ ﺳﺘﺎﺳﻮ ﭘﻪ ﺍﻧﺪ‬
‫ﺩﻭﻯ ﻣﻮ ﭘﻠﻮﻱ ﻛﻮﻱ‪ ،‬ﻭﺭﺳﺮﻩ ﺷﺮﻳﻚ ﻛ‪‬ﺉ‪ ،‬ﻫﻐﻪ ﻛﺲ ﭼﯥ ﭘﻪ ﻏﻮﻧ‪‬ﻩ ﻛﯥ ﺭﺳﻤﻲ ﻭﺍﻙ ﻟﺮﻱ ﻭ‪‬ﺎﻛﺊ‪.‬‬

‫ﺩ ﻏﻮﻧ‪‬ﯤ ﺗـ‪‬ﻼﺭ ﺗﻨﻈﻴﻤﻪ ﻛ‪‬ﺉ‪:‬‬

‫ﻫﻐﻪ ‪‬ﻴﺰﻭﻧﻪ ﭼﯥ ﺑﺎﻳﺪ ﻭﺭﺑﺎﻧﺪﯤ ﺧﺒﺮﯤ ﻭﺷﻲ‪ ،‬ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ ﺍﻭ ﺩ ﻏﻮﻧ‪‬ﯤ ﺗ‪‬ﻼﺭ ‪‬ﻮ ﻭﺭ‪‬ﯥ ﻭ‪‬ﺍﻧﺪﯤ ‪‬ﻭﻥ ﻛﻮﻭﻧﻜﻮ ﺗﻪ‬
‫ﻭﺍﺳﺘﻮﺉ‪ ،‬ﺩ ﻏﻮﻧ‪‬ﯤ ﻣﻬאﻝ ﺍﻭ ﺩ ﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﺩ ﻫﺮ ﻭﻳﻨﺎ ﻛﻮﻭﻧﻜﻲ ﻭﺧﺖ ﻫﻢ ﻭ‪‬ﺎﻛﺊ‪.‬‬

‫ﺩ ﻏﻮﻧ‪‬ﯤ ﺍ‪‬ﺗﻴﺎ ﻭ‪ ‬ﻴﺰﻭﻧﻪ ﺑﺮﺍﺑﺮ ﻛ‪‬ﺉ‪:‬‬

‫ﻛﻪ ‪‬ﺮ‪‬ﻨﺪﻭﻧﻮ ﺍﻭ ‪‬ﺰﺍﺭﺷﻮﻧﻮ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﺉ‪ ،‬ﺗﺮﻏﻮﻧ‪‬ﯤ ﻭ‪‬ﺍﻧﺪﯤ ﻳﯥ ﺗﻴﺎﺭ ﻛ‪‬ﺉ ﺍﻭ ‪‬ﺍ‪‬ﻣﻦ ﺷﺊ ﭼﯥ ﺩ ﻏﻮﻧ‪‬ﯤ ﺗﺮ ﺟﻮ‪‬ﯦﺪﻭ‬
‫ﻭ‪‬ﺍﻧﺪﯤ ﻳﯥ ﺩ ﻏﻮﻧ‪‬ﯤ ﭘﻪ ﻛﻮ‪‬ﻪ ﻛﯥ ﭘﻪ ﻭﺍﻙ ﻛﯥ ﻟﺮﺉ‪ .‬ﻭ‪‬ﺍﻧﺪﯤ ﺗﺮ ﺩﯤ ﭼﯥ ‪‬ﻭﻥ ﻛﻮﻭﻧﻜﻲ ﺭﺍﻭﺭﺳﯧ‪‬ﻱ‪ ،‬ﺗﺨﻨﻴﻜﻲ ﺷﻴﺎﻥ‬
‫ﻟﻜﻪ ﻣﺎﻳﻚ ﺍﻭ ﺩﯦﻮﺍﻟﻲ ﻟﻮ‪‬ﻏ‪‬ﻱ ﺍﻣﺘﺤﺎﻥ ﻛ‪‬ﺉ‪.‬‬
‫ﺩ ﻏﻮﻧ‪‬ﯤ ﻣﺸﺮﻱ ﻭﻛ‪‬ﺉ‪:‬‬
‫ﻫﯧ‪‬ﻜﻠﻪ ﺩ ﻏﻮﻧ‪‬ﯤ ﻛﻨ‪‬ﺮﻭﻝ ﻟﻪ ﻻﺳﻪ ﻣﻪ ﻭﺭﻛﻮﺉ‪ ،‬ﭘﺮ ﻭﺧﺖ ﻭﺭﻭﺭﺳﯧ‪‬ﺉ ﺍﻭ ‪‬ﯦﺮ ﮊﺭ ﻳﯥ ﭘﻴﻞ ﻛ‪‬ﺉ‪ .‬ﻛﻪ ﭼﺎ ﻫ‪‬ﻪ ﻛﻮﻟﻪ ﭼﯥ‬
‫ﻏﻮﻧ‪‬ﻩ ﭘﻪ ﺧﭙﻞ ﺍﻧﺤﺼﺎﺭ ﻛﯥ ﺭﺍﻭﻟﻲ ﻫ‪‬ﻪ ﻭﻛ‪‬ﺉ ﭼﯥ ﻭﺭﻭﺳﺘﻪ ﻳﯥ ﭘﻪ ‪‬ﺎﻧ‪‬ﻱ ‪‬ﻭﻝ ﻭ‪‬ﻮﺭﺉ‪ ،‬ﻛﻪ ﻏﻮﻧ‪‬ﻩ ﻟﻪ ‪‬ﺎﻛﻞ ﺷﻮﻳﻮ‬
‫ﻣﻮﺿﻮﻋ‪‬ﺎﻧﻮ ‪‬ﺨﻪ ﻟﻴﺮﯤ ﻛﯧﺪﻩ‪ ،‬ﺑﯧﺮﺗﻪ ﻳﯥ ﺍّﺭ ﻣﻮﺿﻮﻋ‪‬ﺎﻧﻮ ﺗﻪ ﺭﺍﻭﺍ‪‬ﻭﺉ‪.‬‬
‫ﺩ ﻭﺍﻙ ‪‬ﯥ‪:‬‬
‫ﻛﻠﻪ ﭼﯥ ﭘﻪ ‪‬ﺮﺍﻛﺖ ﺳﺮﻩ ﻳﻮﻩ ﺩﻧﺪﻩ ﺍﺧﺘﻴﺎﺭﻭﺉ‪ ،‬ﻧﻪ ﻳﻮﺍﺯﯤ ﺧﭙﻠﻪ ﻣﺸﺮﻱ ﻧﻨﺪﺍﺭﯤ ﺗﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻛﻮﺉ‪ ،‬ﺑﻠﻜﯥ ﺩ ﺧﭙﻠﻮ‬
‫ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺩ ﻣﺸﺮ‪ ‬ﻣﻬﺎﺭﺗﻮﻧﻮ ﺗﻪ ﻫﻢ ﭘﺮﺍﺧﺘﻴﺎ ﻭﺭﻛﻮﺉ‪ .‬ﭘﻪ ﭘﺎﻳﻠﻪ ﻛﯥ ﻣﻮ ﻛﺎﺭ ﺍﺳﺎﻧﯧ‪‬ﻱ ﺍﻭ ﺩ‬
 ‫‪‬ﻟﯥ ‪‬ﯥ ﻫﻢ ﭘﺮﺍﺧﺘﻴﺎ ﻣﻮﻣﻲ‪.‬‬
‫ﺩﻧﺪﻩ ﺗﺮﺳﺮﻩ ﻛﻮﻝ‪ ،‬ﺯﻏﻢ ﺍﻭ ﻫ‪‬ﻪ ﻏﻮﺍ‪‬ﻱ‪ ،‬ﺧﻮ ﭘﻪ ﺧﻮﺍﺭ‪ ‬ﺍﺭﺯﻱ‪ .‬ﺩ ﻭﺍﻙ ﺍﻭ ﺩﻧﺪﯤ ﻣﻨﻞ ﻳﺎ ﺳﺎﺯﻣﺎﻥ ﺗﻪ ‪‬ﯦﺮ ﻭﺍﻙ ﻭﺭﻛﻮﻝ ﭘﻪ‬
‫ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﻛﯥ ﺍﻧ‪‬ﯧﺰﻩ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻱ‪.‬‬
‫ﻛﺎﺭﻭﻧﻪ ﻫﻐﻪ ﻭﺧﺖ ﻭﻣﻨﺊ ﭼﯥ‪:‬‬
‫ﺩ ﺧﭙﻞ ﻛﺎﺭ ﻟﭙﺎﺭﻩ ‪‬ﯦﺮ ﻭﺧﺖ ﺗﻪ‪ Ε‬ﺍ‪‬ﺗﻴﺎ ﻭﻟﺮﺉ‪.‬‬
‫ﺧﭙﻞ ﻳﻮﻩ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﭘﻪ ﺩﻧﺪﯤ ﺳﭙﺎﺭﻟﻮ ﺳﺮﻩ ﺍﻭ ﻳﺎ ﺩ ﻫﻐﻪ ﺩ ﻛﺎﺭ ﭘﺎﻳﻠﯥ ﭘﻪ‪ Ε‬ﺎﺭﻧﯥ ﺳﺮﻩ ﺩ ﻧﻮﻣﻮ‪‬ﻱ ‪‬ﻮﺍﻙ ﺗﻪ ﭘﺮﺍﺧﺘﻴﺎ‬
‫ﻭﺭﻛ‪‬ﺉ‪.‬‬
‫ﻛﻪ ﺍ‪‬ﺗﻴﺎ ﻭﻱ‪ ،‬ﺩ ﻛﺎﺭﻭﻧﻮ ﺩ ‪‬ﯦﺮﻭﺍﻟﻲ‪ Ε‬ﻟﭙﺎﺭﻩ ﺩﯤ ﺩ ﻣﺴﻮﻭﻟﻴﺘﻮﻧﻮ ﻳﻮﻩ ﻛﺘﻨﻪ ﻭﺷﻲ‪.‬‬
‫‪ -1‬ﭘﺮﻭﮊﻩ ﭘﻪ ﻏﻮﺭ ﺳﺮﻩ ﻭ‪‬ﺎﻛﺊ‪:‬‬
‫ﻫﻐﻪ ﺩﻧﺪﯤ ﭼﯥ ﺩ ﺑﺪﻟﻮﻥ ﻭ‪ ‬ﻳﯥ ‪‬ﺊ ﺳﺮﻩ ﻟﺴﺖ ﻛ‪‬ﺉ‪ .‬ﻛﯧﺪﻯ ﺷﻲ ﺩﻧﺪﯤ ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﻭﻱ ﭼﯥ ﺳﺘﺎﺳﻮ ‪‬ﯦﺮ ﻭﺧﺖ‬
‫ﻧﻴﺴﻲ‪ ،‬ﻳﺎ ﻳﻮ ﺗﺮﻻﺱ ﻻﻧﺪﯤ ﻛﺲ ﻣﻮ ﻫﻐﻪ ﺗﺮﺳﺮﻩ ﻛﻮﻻﻯ ﺷﻲ‪ ،‬ﺳﭙﺎﺭﻝ ﺷﻮﯤ ﺩﻧﺪﯤ ﺑﺎﻳﺪ ﺍﻭ‪‬ﺩﻣﻬﺎﻟﯥ ‪‬ﺎﺭﻧﯥ ﺍﻭ ‪‬ﻴﺮﻧﯥ ﺗﻪ‬
‫ﺍ‪‬ﺗﻴﺎ ﻭﻧﻪ ﻟﺮﻱ‪.‬‬

‫‪-2‬ﺩ ﻫﺮ ﻛﺎﺭ ﻟﭙﺎﺭﻩ ﺩ ﻭ‪ ‬ﻛﺲ ﭘﻪ ‪‬ﺎﻛﻨﻪ ﻛﯥ ﻏﻮﺭ ﻭﻛ‪‬ﺉ‪:‬‬

‫ﻭ‪‬ﺍﻧﺪﯤ ﺗﺮ ﺩﯤ ﭼﯥ ﻳﻮﻩ ﻛﺲ ﺗﻪ ﻳﻮﻩ ﭘﺮﻭﮊﻩ ﻭﺳﭙﺎﺭﺉ‪ ،‬ﻮﻝ ‪‬ﻮﺭ ﺍﻭ ﺍﻏﯧﺰﻧﺎﻙ ﻋﻮﺍﻣﻞ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻭﻧﻴﺴﺊ‪.‬‬

‫ﺩ ﺷﺨﺺ ﺩ ﻛﺎﺭ ﺍﻭﺳﻨﻰ ﺣﺠﻢ ‪‬ﻮﻣﺮﻩ ﺩﻯ؟‪κ‬‬

‫ﺍﻳﺎ ﻧﻮﻯ ﻛﺎﺭ ﺑﻪ ﭘﻪ‪ κ‬ﻟﯧﮕﻮﺍﻟﺘﻴﺎ ﺳﺮﻩ ﻭﻣﻨﻲ؟‬
‫ﻫﻤﻜﺎﺭﺍﻥ ﺑﻪ ‪‬ﻪ ﻏﺒﺮ‪‬ﻮﻥ ﻭ‪‬ﻴﻲ؟‪κ‬‬
‫ﺍﻳﺎ ﻧﻮﻣﻮ‪‬ﻯ ﻛﺲ ﺑﻪ ﻟﻪ‪ κ‬ﻧﻮﺭﻭ ﻣﺴﻮﻭﻟﻴﺘﻮﻧﻮ ‪‬ﺨﻪ ﻣﻌﺎﻑ ﺷﻲ؟‬

‫‪ – 3‬ﻧﻮﺭﺧﻠﻚ ﻫﻢ ﺑﺪﻟﻮﻥ ﺗﻪ ﭼﻤﺘﻮ ﻛ‪‬ﺉ‪:‬‬

‫ﺳﺘﺎﺳﻮ ﺩ ﺍﺩﺍﺭﯤ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﺑﺎﻳﺪ ﭘﻮﻩ ﺷﻲ ﭼﯥ ﺩ ﻫﺮ ﻛﺎﺭ ﻣﺴﻮﻭﻟﻴﺖ ﺑﺎﻳﺪ ﺩ ﻳﻮ ﭼﺎ ﭘﺮ ﻏﺎ‪‬ﻩ ﻭﻱ‪ ،‬ﺩ ﭘﺮﻭﮊﻭ ﺳﭙﺎﺭﻟﻮ‬
‫ﺩﻟﻴﻞ ﻫﻢ ﺟﻮﺕ ﻛ‪‬ﺉ‪.‬‬
‫‪ – 4‬ﺩﻧﺪﯤ ﭘﻪ ﻏﻮﺭﺳﺮﻩ ﻭﺳﭙﺎﺭﺉ‪:‬‬
‫ﺩﻧﺪﯤ ﭘﻪ ﻏﻮﺭ ﺳﺮﻩ ﻭ‪‬ﺎﺭﺉ ﺍﻭ ﺩ ﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﻳﯥ ﺑﯧﻠ‪‬ﯥ ﺭﺍﻭ‪‬ﺉ‪ .‬ﺍ‪‬ﻭﻧﺪ ﻛﺲ ﻭﭘﻮ‪‬ﺘﺊ ﭼﯥ ﺧﭙﻠﻪ ﺩﻧﺪﻩ ﻳﯥ ﭘﻪ‬
‫ﺳﻤﻪ ﺗﻮ‪‬ﻪ ﭘﯧﮋﻧﺪﻟﯥ ﺍﻭ ﻛﻪ ﻧﻪ؟ ﻟﻪ ﻫﻐﻪ ‪‬ﺨﻪ ﻏﻮ‪‬ﺘﻨﻪ ﻭﻛ‪‬ﺉ ﭼﯥ ﺗﻜﺮﺍﺭ ﻳﯥ ﻛ‪‬ﻱ‪ .‬ﭘﻮ‪‬ﺘﻨﻮ ﺗﻪ ﻳﯥ ﻭﺧﺖ ﺍﻭ ﺩ ﻧﻮﻱ ﻛﺎﺭ ﭘﻪ‬
‫ﺍ‪‬ﻩ ‪‬ﺍ‪ ‬ﻭﺭﻛ‪‬ﺉ‬
‫‪ -‬ﻫ‪‬ﻪ‪:‬‬
‫ﭘﻮ‪‬ﺘﻨﻮ ﺗﻪ ﺩ ‪‬ﻮﺍﺏ ﻭﺭﻛﻮﻟﻮ ﻟﭙﺎﺭﻩ ‪‬ﺎﻥ ﭼﻤﺘﻮ ﻛ‪‬ﺉ‪ ،‬ﺩ ﺍ‪‬ﺗﻴﺎ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﻭ‪‬ﺍﻧﺪﻳﺰ ﻭﻛ‪‬ﺉ ﭼﯥ ﺩ ﺩﻧﺪﻭ ﭘﻪ ﺗﺮﺳﺮﻩ ﻛﻮﻟﻮ‬
‫ﻛﯥ ﺩﯤ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﺍﺯﺍﺩ ﭘﺮﯦ‪‬ﻮﺩﻝ ﺷﻲ‪.‬‬
‫ﻛﻠﻪ ﭼﯥ ﻛﺎﺭ ﭘﻪ ﺑﺮﻱ ﺳﺮﻩ ﭘﺎﻳﺘﻪ ﻭﺭﺳﯧﺪ‪ ،‬ﺣﺘﻤﺎً ﻳـﯥ ﻗﺪﺭﺩﺍﻧﻰ ﻭﻛ‪‬ﺉ‪.‬‬
‫ﺗﺎﺳﻮ ﻛﻮﻻﻯ ﺷﺊ ﺧﭙﻞ ﻭﺍﻙ ﺑﺪﻝ ﻛ‪‬ﺉ‪ ،‬ﺧﻮ ﻣﺴﻮﻭﻟﻴﺖ ﺩ ﺑﺪﻟﻮﻟﻮ ﻭ‪ ‬ﻧﻪ ﺩﻯ‪ .‬ﺗﺮ ﻫﻐﻪ ‪‬ﺎﻳﻪ ﭼﯥ ﺗﺎﺳﯥ ﻣﺴﻮﻭﻝ ﻳﺎﺳﺖ‪،‬‬
‫ﺑﺎﻳﺪ ﺩ ﻛﺎﺭ ﺩ ﺗﺮﺳﺮﻩ ﻛﯧﺪﻭ ﻟﻪ ‪‬ﺮﻧ‪‬ﻮﺍﻟﻲ ‪‬ﺨﻪ ﺧﺒﺮ ﻭﺍﻭﺳﺊ‪.‬‬
‫ﺩ ﺧﭙﻞ ﻭﺍﻙ ﺑﺪﻟﻮﻟﻮ ﻣﻬﺎﺭﺕ ﺯﺩﻩ ﻛ‪‬ﺉ‪:‬‬
‫‪‬ﻮﺍﺑﻮﻧﻪ‪:‬‬
‫ﺍﻟﻒ= ﻣﻌﻤﻮﻻً ﺏ= ﻛﻠﻪ‪ -‬ﻛﻠﻪ ﺝ= ‪‬ﯦﺮ ﻟ‪‬‬
‫‪ -1------‬ﺍﻳﺎ ﻛﺎﺭﻭﻧﻪ ﻛﻮﺭ ﺗﻪ ﻭ‪‬ﺉ؟‬
‫‪ -2-----‬ﺍﻳﺎ ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺗﺮ ‪‬ﺎﻛﻞ ﺷﻮﻳﻮ ﺳﺎﻋﺘﻮﻧﻮ ‪‬ﯦﺮ ﻛﺎﺭ ﻛﻮﺉ؟‬
 ‫‪ -3-----‬ﺍﻳﺎ ﺗﺎﺳﻮ ﺩ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﻛﺎﺭﻭﻧﻪ ﻫﻢ ﭘﺮ ﻏﺎ‪‬ﻩ ﺍﺧﻠﺊ‪ ،‬ﭼﯥ ﺩﺍﺳﯥ ﭘﻪ ‪‬ﻧﺪﻱ ﺍﻭ ‪‬ﻪ ‪‬ﻭﻝ ﻳﯥ ﺗﺮﺳﺮﻩ ﻛﻮﺉ؟‬
‫‪ -4-----‬ﻛﻠﻪ ﭼﯥ ﺗﺮ ‪‬ﻨ‪ ‬ﺍﻭ ﻭﺭﻛﺎﻭﻱ ﻭﺭﻭﺳﺘﻪ ﻛﺎﺭ ﺗﻪ ﺭﺍ‪‬ﺊ‪ ،‬ﺍﻳﺎ ﻣﯧﺰ ﻣﻮ ﻟﻪ ﻛﺎﺭﻭﻧﻮ‪‬ﻙ ﻭﻱ؟‬
‫‪ -5----‬ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﯥ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯦﻨ‪ ‬ﺩﻧﺪﻩ‪ /‬ﺳﻴﻤﻪ ﻛﯥ ﻣﻮ ﺩﺭﻟﻮﺩﻝ ﺍﻭﺱ ﻫﻢ ﺗﺮﺳﺮﻩ ﻛﻮﺉ؟‬
‫‪ -6-----‬ﺍﻳﺎ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﺩ ﭘﺮﻭﮊﯤ ﺍﻭ ﺧﭙﻠﻮ ﺩﻧﺪﻭ ﭘﻪ ﺍ‪‬ﻩ ﭘﻪ ﭘﻮ‪‬ﺘﻨﻮ ﺳﺮﻩ ﺳﺘﺎﺳﻮ ﺩ ﻛﺎﺭ ﺧﻨ‪‬ﯦ‪‬ﻱ؟‬
‫‪ -7-----‬ﺍﻳﺎ ﻫﻐﻪ ﻛﺎﺭﻭﻧﻪ ﭼﯥ ﻧﻮﺭ ﺧﻠﻚ ﻳﯥ ﭘﻪ ‪‬ﻪ ﺗﻮ‪‬ﻪ ﺗﺮﺳﺮﻩ ﻛﻮﻻﻯ ﺷﻲ‪ ،‬ﺗﺎﺳﻮ ﻳﯥ ﻫﻢ ﺗﺮﺳﺮﻩ ﻛﻮﺉ؟‬
‫‪ -8-----‬ﺍّﻳﺎ ﭘﻪ ﻭﻓﺎﺩﺍﺭ‪ ‬ﺍﻭ ﻳﻮ‪‬ﺎﻯ ﺗﻪ ﭘﺮ ﺧﭙﻞ ﻭﺧﺖ ﭘﻪ ﺭﺳﮕﯧﺪﻭ ﻛﯥ ﺳﺘﻮﻧﺰﯤ ﻟﺮﺉ؟‬
‫‪ -9----‬ﺍﻳﺎ ﺍﺣﺴﺎﺳﻮﺉ ﭼﯥ ﺑﺎﻳﺪ ﭘﺮ ﺧﭙﻠﻮ ‪‬ﻮﻟﻮ ﻛﺎﺭﻭﻧﻮ ﺗﻠﭙﺎﺗﯥ ﭘﺎﻣﻠﺮﻧﻪ ﻭﻟﺮﺉ؟‬
‫‪ -10----‬ﺍﻳﺎ ﺩ ﻛﺎﺭﻭﻧﻮ ﭘﻪ ﺍﻭﻟﺒﻨﺪ‪ ‬ﻛﯥ ﻛﻤﺰﻭﺭ‪ ‬ﻟﺮﺉ؟‬
‫‪ -11-----‬ﻛﻠﻪ ﭼﯥ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﻭ‪ ‬ﻛﺎﺭﻭﻧﻪ ﻧﻪ ﻟﺮﻱ‪ ،‬ﺧﻮﺍﺷﻴﻨﻲ ﻛﯧ‪‬ﺉ؟‬
‫‪ -12---‬ﺍّﻳﺎ ﺳﺘﺎﺳﻮ ﺩ ﻭﺍﻙ ﺩ ﻧﻪ ﺑﺪﻟﻮﻟﻮ ﭘﻪ ﺑﺎﺏ ﻟﻪ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ‪‬ﻴﻨﯥ ﻧﻴﻮﻛﯥ ﺍﻭﺭﺉ؟‬

‫ﻫﻐﻮ ‪‬ﻮﻟﻮ ﭘﻮ‪‬ﺘﻨﻮ ﺗﻪ ﭼﯥ ﭘﻪ "ﺍﻟﻒ" ]ﻣﻌﻤﻮﻻً[ ﺳﺮﻩ ﻣﻮ ‪‬ﻮﺍﺏ ﻛ‪‬ﻱ‪ ،‬ﻴﺮ ﺷﺊ ﺍﻭ ﺩ ‪‬ﻪ ﻭﺍﻟﻲ ﻟﭙﺎﺭﻩ ﻻﺭﯤ ﭼﺎﺭﯤ ﭼﯥ ‪‬ﻪ‬
‫ﻣﻮﺍﺭﺩ ﭘﻴﺪﺍ ﻛ‪‬ﻱ ﻳﺎﺩ‪‬ﺖ ﻛ‪‬ﺉ‪ .‬ﺩ ﺳﺎﺭﻱ ﭘﻪ ﺗﻮ‪‬ﻪ‪ :‬ﺯﻩ ﺩ ﻫﻤﻜﺎﺭﺍﻧﻮ ﻟﻪ ﺧﻮﺍ ﺩ ﺧﭙﻞ ﻛﺎﺭ ﺩ ﺧﻨ‪ ‬ﺍﻭ ‪‬ﻨ‪ ‬ﻟﭙﺎﺭﻩ ﺑﺎﻳﺪ ﻧﻮ ﻭﺍﻙ‬
‫ﻫﻢ ﺑﺪﻝ ﻛ‪‬ﻡ ﺍﻭ ﺗﺮ ﺩﯤ ﻻ ﭘﺮﺍﺧﯥ ﺯﺩﻩ ﻛ‪‬ﯤ ﻭﺭﺗﻪ ﺑﺮﺍﺑﺮﯤ ﻛ‪‬ﻡ‪.‬‬
‫‪-1‬‬

‫‪-2‬‬

‫‪-3‬‬
‫ﺗﺼﻤﻴﻢ ﻧﻴﻮﻧﻪ ﺍﻭ ﻣﺸﺮﻱ‪:‬‬
‫ﺩ ﻓﻜﺮ ﻛﻮﻟﻮ‪ ،‬ﺑﺤﺚ ﺍﻭ ﺩ ﻧﻈﺮ ﺗﺒﺎﺩﻟﯥ ﻟﭙﺎﺭﻩ ﻭﺧﺖ ﻣﺼﺮﻑ ﻛ‪‬ﺉ‪ ،‬ﺩ ﺍﻗﺪﺍﻡ ﻭﺧﺖ ﺭﺍﺭﺳﯧ‪‬ﻱ‪ ،‬ﺳﻮﭺ ﻛﻮﻝ ﺑﻨﺪ ﻛ‪‬ﺉ ﺍﻭ ﻛﺎﺭﺗﻪ‬
‫ﻣﻼ ﻭﺗ‪‬ﺉ‪.‬‬
‫ﺍﻧﺪﺭﻭﺟﻜﺴﻮﻥ‬
‫‪‬ﯦﺮ ﺗﺼﻤﻴﻤﻮﻧﻪ ﺧﻄﺮﻭﻧﻪ ﺍﻭ ﻧﺎﺍﻧ‪‬ﻭﻟ‪ ‬ﻟﺮﻱ‪ ،‬ﻛﻪ ﻫﺮ‪‬ﻮﻣﺮﻩ ﻣﻄﺎﻟﻌﻪ ﻫﻢ ﻭﻟﺮﺉ ﺑﻴﺎ ﻫﻢ ﻧﻪ ﺷﺊ ﻛﻮﻻﻯ ﭘﺎﻳﻠﻪ ﭘﻪ ﮊﻭﺭﻩ ﺗﻮ‪‬ﻪ‬
‫ﺗﻀﻤﻴﻦ ﻛ‪‬ﺉ‪.‬‬
‫‪‬ﻪ ﻣﺸﺮﺍﻥ ‪‬ﻪ ﺗﺼﻤﻴﻢ ﻧﻴﻮﻭﻧﻜﻲ ﺩﻱ‪ ،‬ﺍّﻥ ﭘﺮ ﻫﻐﻪ ﻣﻬאﻝ ﭼﯥ ﺑﺎﻳﺪ ﺧﻄﺮﻧﺎﻙ ﺍﻗﺪﺍﻡ ﻫﻢ ﻭﻛ‪‬ﻱ‪ ،‬ﻻﻧﺪﯦﻨ‪ ‬ﻫ‪‬ﯥ ﺳﺘﺎﺳﻮ‬
‫ﺗﺼﻤﻴﻢ ﻧﻴﻮﻧﻪ ﭘﻴﺎﻭ‪‬ﯤ ﻛﻮﻱ‪.‬‬
‫ﺯﻩ ﺑﺎﻳﺪ ﭘﺮ ﻳﻮﻩ ﺍﻏﯧﺰﻧﺎﻙ ﻣﺸﺮ ﺩ ﺑﺪﻟﯧﺪﻟﻮ ﻟﭙﺎﺭﻩ‪:‬‬

‫ﺗﺮ ﺗﺼﻤﻴﻢ ﻭ‪‬ﺍﻧﺪﯤ ﺩ ﺣﻞ ﺑﯧﻼﺑﯧﻠﯥ ﻻﺭﯤ ﻭﭘﯧﮋﻧﻢ‪γ.‬‬

‫ﺩ ﺣﻞ‪ γ‬ﺑﯧﻼﺑﯧﻠﯥ ﻻﺭﯤ ﺩ ‪‬ﻟﯥ ﻟﻪ ﻏ‪‬ﻭ ‪‬ﺨﻪ ﻭﻏﻮﺍ‪‬ﻡ‪.‬‬
‫ﺩ ﺑﺤﺚ ﺩ ﺭﻭ‪‬ﻮﺍﻟﻲ ﻟﭙﺎﺭﻩ ﺩ ﺣﻞ ﺑﯧﻼﺑﯧﻠﯥ‪ γ‬ﻻﺭﯤ ﺳﺮﻩ ﺭﺍﻭﺳﭙ‪‬ﻡ‪.‬‬
‫ﺩ ﺣﻞ ﻫﺮﻩ ﻻﺭ ﺩ ﻣﻮﻗﻌﻴﺖ ﭘﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻭﺍﺯﻣﻮﻳﻢ‪γ.‬‬
‫ﻫﺮ ﺗﺼﻤﻴﻢ ﺩ‪ γ‬ﺗﺮﺳﺮﻩ ﻛﯧﺪﻭ ﻟﭙﺎﺭﻩ ﻳﻮ ﻣﺴﻮﻭﻝ ﻭ‪‬ﺎﻛﻢ‪.‬‬
‫ﺩ ﺍﻏﯧﺰﻧﺎﻙ ﺍ‪‬ﻜﻞ ﻟﭙﺎﺭﻩ ﭘﻪ ﻫﻐﻪ ﻛﯥ ﺩ ﻳﻮﻩ ‪‬ﻪ‪ γ‬ﺟﻮ‪‬ﺖ ﺗﺎﺑﻴﺎ ﻭﻛ‪‬ﻡ‪.‬‬
‫ﺗﺼﻤﻴﻢ ﻭﻧﻴﺴﻢ‪γ.‬‬

‫ﺭﻫﺒﺮﺍﻥ؛ ﺩ ﺳﺘﻮﻧﺰﻏﻮ‪‬ﻮﻭﻧﻜﻮ ﭘﻪ ﺗﻮ‪‬ﻪ‬

 ‫ﻛﻪ ﺑﺎﻭﺭ ﻭﻧﻪ ﻟﺮﺉ ﭼﻲ ﺳﺘﻮﻧﺰﻩ ﺣﻞ ﻻﺭ ﻟﺮﻱ‪ ،‬ﻧﻮ ﻫﯧ‪‬ﻜﻠﻪ ﻳﯥ ﭘﺮ ﺣﻠﻮﻟﻮ ﻧﻪ ﺑﺮﻳﺎﻟﻲ ﻛﯧ‪‬ﺉ‪.‬‬
‫ﻣﺎﺭﻭﻳﻦ ﻫﺎﺭﻳﺲ‬
‫ﺩ ﺳﺘـﻮﻧﺰﻏﻮ‪‬ﻮﻟﻮ ﻟﭙﺎﺭﻩ ﺍﺗﻪ ﭘ‪‬ﺍﻭﻭﻧﻪ‪:‬‬
‫‪ _1‬ﺳﺘﻮﻧﺰﯤ ﺩ ﻭﺿﻌﯥ ﺩ ‪‬ﻪ ﻭﺍﻟﻲ ﻟﭙﺎﺭﻩ ﺩ ﻳﻮﯤ ‪‬ﯥ ﺷﯧﺒﯥ ﭘﻪ ﺗﻮ‪‬ﻪ ﻭﻣﻨﺊ‪.‬‬
‫‪_2‬ﺩ ﻫﻐﻮ ﻛﺴﺎﻧﻮ ﺗﺼﻮﺭﻭﻧﻪ ﭼﯥ ﺳﺘﺎﺳﻮ ﺗﺮ ﺍﻏﯧﺰ ﻻﻧﺪﯤ ﺭﺍ‪‬ﻲ‪ ،‬ﺗﺮﻻﺳﻪ ﻛ‪‬ﺉ ﺍﻭ ﺗﻮﭘﻴﺮﻭﻧﻪ ﻭﭘﯧﮋﻧﺊ‪.‬‬
‫‪ _3‬ﺗﺮ ﻣﻤﻜﻨﻪ ﺣﺪﻩ ﺳﺘﻮﻧﺰﯤ ﭘﻪ ‪‬ﻴﺮ ﺳﺮﻩ ﺗﻌﺮﻳﻒ ﻛ‪‬ﺉ‪.‬‬
‫‪ _4‬ﺩ ﺳﺘﻮﻧﺰﯤ ﺩ ﺷﺘﻮﻥ ﺩﻟﻴﻞ ﻭﺷﻨﺊ‪ ،‬ﺣﻘﺎﻳﻖ ﺳﺮﻩ ﺭﺍ‪‬ﻮﻝ ﻛ‪‬ﺉ ﺍﻭ ﺩ ﺳﺘﻮﻧﺰﻭ ﻏﻮ‪‬ﻮﻧﯥ ﺧﻨ‪‬ﻭﻧﻪ ﻭﭘﯧﮋﻧﺊ‪.‬‬
‫‪ _5‬ﺗﺮ ﻣﻤﻜﻨﻪ ﺣﺪﻩ ﺩ ﺳﺘﻮﻧﺰﻭ ﺩ ﺣﻞ ‪‬ﻮﻟﯥ ﻻﺭﯤ ﻭﭘﯧﮋﻧﺊ‪.‬‬
‫‪ _6‬ﺩ ﺳﺘﻮﻧﺰﻭ ﺩ ﻧﻬﺎﻳﻲ ﺣﻞ ﻟﭙﺎﺭﻩ ﻣﻌﻴﺎﺭﻭﻧﻪ ﻭ‪‬ﺎﻛﺊ‪.‬‬
‫‪ _7‬ﺩ ﺣﻞ ﺩﺍﺳﯥ ﻻﺭ ﻭ‪‬ﺎﻛﺊ‪ ،‬ﭼﯥ ﻟﻪ ﺩﻏﻮ ﻣﻌﻴﺎﺭﻭﻧﻮ ﺳﺮﻩ ‪‬ﻩ ﻟ‪‬ﻮﻱ‪.‬‬
‫‪ _8‬ﺗﺼﻤﻴﻢ ﻭﻧﻴﺴﺊ ﺍﻭ ﺩ ﭘﺎﻳﻠﯥ ﺩ ﺍﻧﺪﺍﺯﻩ ﺍﺧﻴﺴﺘﻠﻮ ﻟﭙﺎﺭﻩ ﻳﻮﻩ ﻭﺳﻴﻠﻪ ﻭ‪‬ﺎﻛﺊ‪.‬‬
‫ﺩ ﺍﺧﺘﻼﻓﻮﻧﻮ ﺩ ﺣﻞ ﺳﺒﻜﻮﻧﻪ‪:‬‬
‫ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﭘﻨ‪‬ﻪ ﺑﻨﺴ‪‬ﻴﺰﯤ ﻻﺭﯤ ﺷﺘﻪ‪ ،‬ﺩﺍ ﻻﺭﯤ ﭼﺎﺭﯤ ﭘﻪ ﻻﻧﺪﯦﻨﻲ ﺟﺪﻭﻝ ﻛﯥ ﺳﺮﻩ ﺭﺍﻟﻨ‪ ‬ﺷﻮﯤ ﺩﻱ‪ .‬ﻫﻐﻪ ﻛ‪‬ﻧﻼﺭﯤ ﭼﯥ‬
‫ﻟﻪ ﺧﭙﻠﻮ ﻛﺎﺭﻛﻮﻭﻧﻜﻮﺳﺮﻩ ﻳﯥ ‪‬ﯦﺮﯤ ﻛﺎﺭﻭﺉ ﭘﻪ )ﻑ(‪ ،‬ﺍﻭ ﻛﻪ ﻳﯥ ﻟﻪ ﺧﭙﻠﻮ ﻫﻤﻜﺎﺭﺍﻧﻮ ﺳﺮﻩ ‪‬ﯦﺮﯤ ﻛﺎﺭﻭﺉ‪ ،‬ﭘﻪ )ﻫـ( ﺍﻭ ﻛﻪ ﻳﯥ‬
‫ﻟﻪ ﻣﺪﻳﺮﺍﻧﻮ ﺳﺮﻩ ‪‬ﯦﺮ ﻛﺎﺭﻭﺉ ﭘﻪ )ﻡ( ﺳﺮﻩ ﭘﻪ ﻧ‪‬ﻪ ﻛ‪‬ﺉ‪.‬‬

‫ﻑ‪ ،‬ﻫـ ﻳﺎ‬ ‫ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ‪‬ﻴﺮﻧﻪ‬ ‫ﺩ ﭼﻠﻨﺪ ‪‬ﺮﻧ‪‬ﻮﺍﻟﻰ‬ ‫ﺳﺒﻚ‬

‫ﻡ‬
‫ﺗﻮﭘﻴﺮﻭﻧﻪ ﺩﻭﻣﺮﻩ ﻭﺍ‪‬ﻩ ﺍﻭ‬ ‫ﺩ ﻧﺎﻧﺪﺭ‪ ‬ﻧﺸﺘﻮﺍﻟﻰ‪ ،‬ﻟﻪ‬ ‫‪‬ﻩ‬
‫ﻟﻮﻯ ﺩﻱ ﭼﯥ ﻳﯥ ﻟﻪ ﻣﻨ‪‬ﻪ‬ ‫ﻣﻮﺿﻮﻋ‪‬ﺎﻧﻮ ‪‬ﺨﻪ‬
‫ﻭ‪‬ﻻﻯ ﻧﻪ ﺷﻮ‪ .‬ﻫﺮﻩ ﻫ‪‬ﻪ‬ ‫ﺳﺘﺮ‪‬ﯥ ﭘ‪‬ﻮﻱ ﺍﻭ ﻳﺎ ﻳﯥ‬
‫ﻛﯧﺪﻯ ﺷﻲ ﺍ‪‬ﻳﻜﻮ ﺗﻪ ﺯﻳﺎﻥ‬ ‫ﻫﻢ ﻧﻮﺭﻭﺗﻪ ﻟﯧ‪‬ﺩﻭﻱ‪ ،‬ﺩ‬
‫ﻭﺭﺳﻮﻱ ﺍﻭ ﻳﺎﻫﻢ ﻟﻮﻳﯥ‬ ‫ﻣﺴﻠﯥ ﺷﺘﻮﻥ ﺩﺍ‬
‫ﺳﺘﻮﻧﺰﯤ ﻭﺯﯦ‪‬ﻭﻱ‪.‬‬ ‫ﻣﻮﺿﻮﻋ‪‬ﺎﻧﯥ‬
‫ﺩﺭﻭﻏﻮﻱ‪.‬‬
‫ﺩﺍ‪‬ﻳﻜﻮ ﭘﻪ ﺧﻄﺮ ﻛﯥ‬ ‫ﻣﻮﺍﻓﻖ ﺍﻭﻧﺮﻡ ﭼﻠﻨﺪ ﺩ‬ ‫ﻣﺮﺳﺘﻪ‬
‫ﺍﭼﻮﻝ‪ ،‬ﻋﻤﻮﻣﻲ‬ ‫ﻫﻤﻜﺎﺭ‪ ‬ﺣﺲ ﺩﺭﻟﻮﺩﻝ‪،‬‬
‫ﻧﺎﺳﺎﺯ‪‬ﺎﺭﻱ ﺍﺭﺯ‪‬ﺖ ﻧﻪ‬ ‫ﺍّﻥ ﭼﯥ ﺩ ‪‬ﻴﻨﻮ ﺷﺨﺼﻲ‬
‫ﻟﺮﻱ‪.‬‬ ‫ﻫﺪﻓﻮﻧﻮ ﺩ ﻟﻪ ﻣﻨ‪‬ﻪ‬
‫ﻭ‪‬ﻟﻮ ﭘﻠﻤﻪ‪.‬‬
‫ﻏﻮﺭﻩ ﭘﺎﻳ‪‬ﺖ ﺑﺎﻳﺪ ﺧﭙﻞ‬ ‫ﻣﺨﺎﻣﺨﯧﺪﻭﻧﻜﻰ‪ ،‬ﺑﯥ‬ ‫ﻭ‪‬ﻝ‬
‫ﻟﻮ‪‬ﻭﺍﻟﻰ ﻭﺳﺎﺗﻲ‪ ،‬ﺩﺍ ﻛﺎﺭ‬ ‫ﭘﺮﻭﺍ ﺍﻭ ﺳﺘﻎ‪ ،‬ﻫﺮ ‪‬ﻨ‪‬ﻪ‬ ‫ﺍﻭ ﺑﺎﻳﻠﻞ‬
‫ﻟﻪ ﺍﺧﻼﻗﻲ ﺍﻭ ﻣﺴﻠﻜﻲ‬ ‫ﭼﯥ ﻭﻱ ﺑﺎﻳﺪ ﺑﺮﻳﻤﻦ‬
‫ﭘﻠﻮﻩ ‪‬ﻪ ﺩﻯ‪.‬‬ ‫ﺷﻲ‪.‬‬
 ‫ﻫﯧ‪ ‬ﻋﻘﻴﺪﻩ ﻟﺮﻭﻧﻜىﻜﺲ‬ ‫‪‬ﻮﻝ ﻟﻮﺭﻱ ﺑﺎﻳﺪﺑﻨﺴ‪‬ﻴﺰﻭ‬ ‫ﺳﻮﻟ‬
‫ﺑﺸﭙ‪ ‬ﻧﻪ ﺩﻯ‪ ،‬ﺩ ﻫﺮ ﻛﺎﺭ‬ ‫ﻫﺪﻓﻮﻧﻮ ﺗﻪ ﻭﺭﺳﯧ‪‬ﻱ ﺍﻭ‬ ‫ﻩ‬
‫ﻟﭙﺎﺭﻩ ﻳـﯥ ﺩ ﺣﻞ ﻳﻮﻩ ﻻﺭ‬ ‫‪‬ﻪ ﺍ‪‬ﻳﻜﻲ ﻭﺳﺎﺗﻲ‪،‬‬
‫ﺷﺘﻪ‪ .‬ﺩ ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻟﻮ‬ ‫ﻧﺎﻧﺪﺭ‪ ‬ﻛﻮﻭﻧﻜﻰ‪ ،‬ﺧﻮ‬
‫ﻟﭙﺎﺭﻩ ﺑﺎﻳﺪ ﻭﺭﻛ‪‬ﻩ ﻭﻟﺮﻭ‪.‬‬ ‫ﻣﺮﺳﺘﻪ ﻛﻮﻭﻧﻜﻰ‪.‬‬
‫ﻛﻠﻪ ﭼﯥ ﺩﻭﺍ‪‬ﯤ ﻏﺎ‪‬ﯤ ﭘﻪ‬ ‫ﺩ ﺩ ﻭﺍ‪‬ﻭ ﻏﺎ‪‬ﻭ ﺍ‪‬ﺗﻴﺎﻭﯤ‬ ‫ﺩﺳ‬
‫ﺍﺯﺍﺩ‪ ‬ﺳﺮﻩ ﻣﻮﺿﻮﻋ‪‬ﺎﻧﯥ‬ ‫ﻣﻬﻤﯥ ﺩﻱ‪.‬‬ ‫ﺗﻮﻧﺰﻭ‬
‫‪‬ﯧ‪‬ﻱ‪ ،‬ﺩﻭﺍ‪‬ﻭ ﺗﻪ ﺩ ﺣﻞ‬ ‫ﺣﻞ‬
‫ﻳﻮﻩ ‪‬ﻮﺭﻩ ﻻﺭ ﻣﻮﻧﺪﺍﻯ‬ ‫ﺩ ﻣﺘﻘﺎﺑﻞ ﻣﻼﺗ‪ ‬ﯦﺮ‬
‫ﺷﻮ‪ ،‬ﭼﯥ ﺩ ﻳﻮﯤ ﻏﺎ‪‬ﯤ‬ ‫ﺩﺭﻧﺎﻭﻯ‪.‬‬
‫ﺣﻖ ﻫﻢ ﻟﻪ ﻣﻨ‪‬ﻪ ﻻ‪ ‬ﻧﻪ‬
‫ﺷﻲ‪.‬‬ ‫ﺑﯥ ﭘﺮﻭﺍ ﺧﻮ ﻣﺮﺳﺘﻪ‬
‫ﺭﺳﻮﻭﻧﻜﻰ‪.‬‬

‫ﺩ ﺍﺧﺘﻼﻑ ﺗﻤﺮﻳﻦ‪:‬‬
‫‪ .1‬ﻟﻪ ﭼﺎ ﺳﺮﻩ ﺍﺧﺘﻼﻑ ﻟﺮﺉ ﺍﻭ ﺩﺭﻟﻮﺩﻟﻰ ﻣﻮ ﺩﻯ؟‬
‫)ﺍﻟﻒ( _____________________________________‬
‫)ﺏ(‬
‫_______________________________________________________________________‬
‫______________________________‬
‫)ﺝ( ______________________________________‬
‫‪ .2‬ﺩ ﺍﺧﺘﻼﻑ ﻭﺟﻪ ‪‬ﻪ ﺩﻩ‪ /‬ﻪ ﻭﻩ؟‬
‫)ﺍﻟﻒ( __________________________________‬
‫)ﺏ( _______________________________________________‬
‫)ﺝ( ___________________________________‬
‫ﻟﻪ ﻧﻮﺭﻭ ﺳﺮﻩ ﻣﻮ ﻳﻮ ﺍﺧﺘﻼﻑ ﻟﻪ ﭘﻮﺭﺗﻨﻲ ﻧﻴﻮﻟﻴﻚ ‪‬ﺨﻪ ﻭ‪‬ﺎﻛﺊ ﺍﻭ ﺩ ﻫﻐﻪ ﭘﻪ ﺍ‪‬ﻩ ﻻﻧﺪﯦﻨ‪ ‬ﭘﻮ‪‬ﺘﻨﯥ ‪‬ﻮﺍﺏ ﻛ‪‬ﺉ‪ .‬ﭘﻪ ﺣﻞ ﻛﯥ‬
‫ﻳـﯥ ﺩ ﺍﺧﺘﻼﻑ ﺩ ﺣﻞ ﻛﻮﻡ ﺳﺒﻚ ﺍﻏﯧﺰﻧﺎﻙ ﻭ؟ ﺍﻳﺎ ﻭﻣﻮ ﻛﺎﺭﺍﻭﻩ؟‬
‫)ﺍﻟﻒ( ________________________________‬
‫)ﺏ( _________________________________‬
‫)ﺝ( _________________________________‬
‫ﺩ ﺍﺧﺘﻼﻑ ﺣﻞ‪:‬‬
‫ﭘﻪ ﻣﻮ‪ ‬ﻛﯥ ﻫﺮ ﺗﻦ ﺑﯧﻞ ﻟﻴﺪﻟﻮﺭﻯ ﻟﺮﻱ‪ .‬ﻛﻪ ‪‬ﻮﻝ ﺩ ﻳﻮﻩ ﻫﺪﻑ ﭘﺮ ﺗﺼﻤﻴﻢ ﺳﺮﻩ ﺟﻮ‪ ‬ﺷﻲ‪ ،‬ﺑﻴﺎ ﻫﻢ ﺩ ﺍﺧﺘﻼﻑ ﺍﻣﻜﺎﻥ ﺷﺘﻪ‪ .‬ﭘﻪ‬
‫ﺩﯤ ﺗﻮ‪‬ﻪ ﻛﻪ ﻭﭘﺘﯧﻴﻞ ﺷﻮﻩ ﭼﯥ ﺗﺎﺳﯥ ﻳﻮ ﺍﻏﯧﺰﻧﺎﻙ ﻣﺸﺮ ﺷﺊ‪ ،‬ﺑﺎﻳﺪ ﺩ ﺍﺧﺘﻼﻑ ﺣﻞ ﻻﺭ ﺯﺩﻩ ﻛ‪‬ﺉ‪ .‬ﺗﺎﺳﻮ ﺑﻪ ﻫﻢ ﺩ ‪‬ﻮ ﭘﻪ‬
‫ﺍ‪‬ﻩ ﻳﻮ ﺳﻮﻟﯧﺪﻟﻰ ﻧﻈﺮ ﺍﻭﺭﯦﺪﻟﻰ ﻭﻱ ﭼﯥ‪ :‬ﺩﻭﻯ ﻟﻪ ﺍﺧﺘﻼﻑ ﺍﻭ ﻧﻴﻮﻛﯥ ‪‬ﺨﻪ ﻟﻴﺮﯤ ﺗ‪‬ﺘﻲ‪ .‬ﻮﺍﻛﻤﻦ ﺍﻭ ﻭﺍﻛﻤﻦ ﻣﺸﺮﺍﻥ ﻛﻪ‬
‫‪‬ﯥ ﻭﻱ ﻳﺎ ﻧﺎﺭﻳﻨﻪ‪ ،‬ﺑﺎﻳﺪ ﭘﻪ ﺳﺘﻮﻧﺰﻭ ﻏﻮ‪‬ﻮﻧﻪ ﻛﯥ ﺍﺳﺘﺎﺩﺍﻥ ﻭﻱ‪ ،‬ﺗﺎﺳﯥ ﻫﯧ‪‬ﻜﻠﻪ ﺩ ﺩﯤ ﺳﻮﻟﯧﺪﻟﻮ ﻧﻈﺮﻭﻧﻮ ﺍﻭ ﻛﻠﻴﺸﻮ‬
‫ﭘﻠﻮﻱ ﻭﻧﻪ ﻛ‪‬ﺉ‪.‬‬
‫ﺩ ﺍﺧﺘﻼﻑ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﺍﻭﻭﻩ ﭘ‪‬ﺍﻭﻭﻧﻪ‪:‬‬
‫‪ .1‬ﺩ ﻭﺿﻌﻴﺖ ﭘﻪ ﺍ‪‬ﻩ ﻟﻪ ﺑﻠﯥ ﻏﺎ‪‬ﯤ ﺳﺮﻩ ﻏﻮﻧ‪‬ﻩ ﺟﻮ‪‬ﻩ ﻛ‪‬ﺉ‪.‬‬
 ‫‪ .2‬ﭘﻪ ﻏﻮﻧ‪‬ﻩ ﻛﯥ ﻳﻮﻩ ﺧﺒﺮﻩ ﺭﺍﻭﺍﺧﻠﺊ‪ ،‬ﭼﯥ ﺩﺍ ﻭ‪‬ﻴﻲ ﺍﺧﺘﻼﻑ ﻭﺟﻮﺩ ﻟﺮﻱ‪.‬‬
‫‪ .3‬ﻟﻪ "ﺯﻩ" ﺿﻤﻴﺮ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﺊ ﭼﯥ ﺩ ﺗﻮﺭﻧﻮﻟﻮ ﻣﺨﻨﻴﻮﻯ ﻭﺷﻲ‪ .‬ﻣﻘﺎﺑﻞ ﻟﻮﺭﻯ ﻫﻢ ﻭﻫ‪‬ﻮﺉ ﭼﯥ ﻫﻤﺪﻏﻪ ﺿﻤﻴﺮ‬
‫ﻭﻛﺎﺭﻭﻱ‪.‬‬
‫‪ .4‬ﻧﯧﻐﯥ ﭘﻮ‪‬ﺘﻨﯥ ﺍﻭ ‪‬ﻮﺍﺑﻮﻧﻪ ﻣﻄﺮﺡ ﻛ‪‬ﺉ ﺍﻭ ﺑﻠﻪ ﻏﺎ‪‬ﻩ ﺩﯦﺘﻪ ﺍ‪‬ﺑﺎﺳﺊ ﭼﯥ ﺩ ﻭﺿﻌﻴﺖ ﭘﻪ ﺍ‪‬ﻩ ﺧﺒﺮﯤ ﻭﻛ‪‬ﻱ‪.‬‬
‫‪ .5‬ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﺍﻭﺭﺉ ﺗﻜﺮﺍﺭ ﻛ‪‬ﺉ‪"،‬ﺩ ﻫﻐﻪ ‪‬ﻪ ﭘﺮ ﺑﻨﺴ‪ ‬ﭼﯥ ﺗﺎﺳﻮ ﻳﯥ ﻭﺍﻳﺊ ﺗﺎﺳﯥ ﻭﺿﻌﻴﺖ ﭘﻪ ﺩﯤ ‪‬ﻭﻝ ﻭﻳﻨﺊ‪ ".‬ﺩﺍ ‪‬ﻪ‬
‫ﻻﺭ ﺩﻩ ﭼﯥ ﺗﺎﺳﯥ ‪‬ﺍ‪‬ﻩ ﺷﺊ ﺍﻭ ﺩ ﺑﻠﯥ ﻏﺎ‪‬ﯤ ﭘﺮ ﻣﻮﺧﻮ ﻫﻢ ﭘﻮﻫﯧﺪﻯ ﺷﺊ‪.‬‬
‫‪ .6‬ﺑﻠﯥ ﻏﺎ‪‬ﯤ ﺗﻪ ﻭﻭﺍﻳﺎﺳﺖ ﭼﯥ‪ :‬ﺩ ﻧﺘﻴﺠﯥ ﭘﻪ ﺗﻮ‪‬ﻪ ﻣﻮ ﻣﻮﺧﻪ ‪‬ﻪ ﺩﻩ ﺍﻭ ﺩﺍ ﻫﻢ ﻭﺭ‪‬ﺨﻪ ﻭﭘﻮ‪‬ﺘﺊ ﭼﯥ ‪‬ﻪ ﻏﻮﺍ‪‬ﺉ‪.‬‬
‫‪ .7‬ﺩﺍ ﺳﺮﻩ ﻏﻮ‪‬ﻪ ﻛ‪‬ﺉ ﭼﯥ ﺩ ﺣﻞ ﻻﺭﯤ ﻟﭙﺎﺭﻩ ﺑﻪ ﻛﺎﺭ ﻛﻮﺉ ﺍﻭ ﺩ ﺍ‪‬ﺗﻴﺎ ﭘﻪ ﺻﻮﺭﺕ ﻛﯥ ﺑﻪ ﺩ ﻭﺿﻌﻴﺖ ﺩ ‪‬ﻪ ﺭﻭ‪‬ﻮﻟﻮ ﻟﭙﺎﺭﻩ‬
‫ﺑﻠﻪ ﻏﻮﻧ‪‬ﻩ ﺟﻮ‪‬ﻭﺉ‪.‬‬
‫ﺩﻛﺎﺭﻛﻮﻭﻧﻜﻮﻣﺪﻳﺮﻳﺖ‪:‬‬
‫ﺳﺘﻮﻧﺰﯤ ﻟﺮﻭﻧﻜﻲ ﺧﻠﻚ ﻫﺮ ‪‬ﺎﻯ ﭘﻴﺪﺍ ﻛﯧ‪‬ﻱ‪ .‬ﻛﯧﺪﻯ ﺷﻲ ﺩﻭﻯ ﻣﻨﻔﻲ ﺑﺎﻑ‪ ،‬ﻮﺭﻭﻭﻧﻜﻲ ﺍﻭ ﭘﻪ ﻇﺎﻫﺮﻩ ﻧﻪ ﺳﻤﺒﺎﻟﯧﺪﻭﻧﻜﻲ‬
‫ﻭﻱ ﺍﻭ ﭘﻪ ﻫﺮ ‪‬ﺎﻯ ﻛﯥ ﭼﯥ ﻭﻱ ﺧﭙﻠﻮ ﻧﮋﺩﯤ ﺧﻠﻜﻮ ﺗﻪ ﻫﻢ ﺳﺘﻮﻧﺰﯤ ﭘﻴﺪﺍ ﻛ‪‬ﻱ‪ .‬ﻛﻠﻪ_ ﻛﻠﻪ ﺩﺍﺳﯥ ‪‬ﻜﺎﺭﻱ ﭼﯥ ﻫﻮﺳﺎ ﺩﻱ‪،‬‬
‫ﻛﻪ ﻟﻪ ﺩﻏﻮ ﺧﻠﻜﻮ ‪‬ﺨﻪ ‪‬ﻩ ﻭﻛ‪‬ﻭ ﺍﻭ ﻳﺎ ﻳﯥ ﻟﻴﺮﯤ ﻛ‪‬ﻭ‪ ،‬ﺩﺍ ﺩ ﺍﻭ‪‬ﺩﯤ ﻣﻮﺩﯤ ﻟﭙﺎﺭﻩ ﺣﻞ ﻻﺭ ﻧﻪ ﺩﻩ‪ ،‬ﻛﻪ ﺩﺍ ﺯﺩﻩ ﻛ‪‬ﺉ ﭼﯥ‬
‫ﺩﺩﯤ ﺳ‪‬ﻳﻮ ﭼﻠﻨﺪ ﻭﺍﺭﺯﻭﺉ ﺍﻭ ﭘﻪ ﻣﻴﻨﻪ ﻳﯥ ﻭﺍﻭﺭﺉ‪ ،‬ﻛﻮﻻﻯ ﺷﺊ ﻫﺮ ﺳﺘﻮﻧﺰﯤ ﻟﺮﻭﻧﻜﻰ ﻛﺲ ﻻﺭﯤ ﺗﻪ ﺭﺍﻭﻟﺊ‪ ،‬ﻪ ﻣﺪﻳﺮﺍﻥ‬
‫ﻫﯧ‪‬ﻜﻠﻪ ﺩ ﻣﺪﻳﺮﻳﺖ ﻟﻪ ﺳﺘﻮﻧﺰﻣﻨﻮ ﻣﻮﻗﻌﻴﺘﻮﻧﻮ ‪‬ﺨﻪ ‪‬ﻩ ﻧﻪ ﻛﻮﻱ‪.‬‬
‫ﻟﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﺩ ﻣﺮﺳﺘﯥ ﻟﭙﺎﺭﻩ ﻻﻧﺪﯤ ﺍﻭﻭﻩ ‪‬ﻭﻟﻪ ﺳﺘﻮﻧﺰﯤ ﻟﺮﻭﻧﻜﻲ ﻛﺴﺎﻥ ﻟﻴﻜﻞ ﻛﯧ‪‬ﻱ‪ .‬ﭘﻪ ‪‬ﻮﻟﻮ ﻛﯥ ﻟﻮﻣ‪‬ﻯ ﺩ ﻫﺮ ﻳﻮﻩ‬
‫ﭼﻠﻨﺪ ﺷﺮﺣﻪ ﻛﯧ‪‬ﻱ‪ ،‬ﻭﺭﻭﺳﺘﻪ ﺍﻏﯧﺰﻧﺎﻛﯥ ﻫ‪‬ﯥ‪ ،‬ﭼﯥ ﺗﺎﺳﯥ ﻳﯥ ﺩ ﺣﻞ ﻟﭙﺎﺭﻩ ﺍﺭﺍﻳﻪ ﻛﻮﻻﻯ ﺷﺊ‪.‬‬
‫ﺍﻭﻭﻩ ‪‬ﻭﻟﻪ ﺳﺘﻮﻧﺰﯤ ﻟﺮﻭﻧﻜﻲ ﻛﺴﺎﻥ‬
‫‪.1‬ﻳﺮﻏـﻠـ‪‬ﺮ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﺩﺍ ﺧﻠﻚ ﺧﭙﻠﯥ ﻧﻈﺮﻳﯥ ﭘﻪ ﺯﻭﺭﻩ ﭘﺮﻣﺦ ﺑﻴﺎﻳﻲ‪ ،‬ﻟﻪ ﺧﻠﻜﻮ ‪‬ﺨﻪ ﻏﻮﺍ‪‬ﻱ ﭼﯥ ﺧﺒﺮﯤ ﻳﯥ ﻭﺍﻭﺭﻱ‪ ،‬ﻫﻐﻮﻯ ﻭﺧﺖ ﺍﻭ ﻓﻀﺎ‬
‫ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻱ ﭼﯥ ﺧﭙﻠﻪ ﺗﻮﺩﻭﺧﻪ ﺭﺍﺑﺮﺳﯧﺮﻩ ﻛ‪‬ﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺍﻗﺪﺍﻡ‪ :‬ﺩﺍ ﺧﻠﻚ ﺩ ﻛﺮﺍﺭ‪ ‬ﭘﻪ ﻧﺎﻣﻪ‪ ،‬ﻴﻨ‪ ‬ﺭﺍﻭﺑﻮﻟﺊ‪ ،‬ﻟﻪ ﻫﻐﻮﻯ ‪‬ﺨﻪ ﻭﻏﻮﺍ‪‬ﺉ ﭼﯥ ﻛ‪‬ﮕـﯧﻨﻲ‪ ،‬ﻭﺭﻭﺳﺘﻪ ﻳﯥ‬
‫ﺧﺒﺮﯤ ﭘﻪ ‪‬ﻴﺮ ﺳﺮﻩ ﻭﺍﻭﺭﺉ‪.‬‬
‫ﺩﺍ ﺧﻠﻚ ﭼﯥ ﻫﺮ ﻭﺧﺖ ﺍﺭﺍﻡ ﻭﻱ ﻳﻮ ‪‬ﻪ ﻣﻨﻄﻘﻲ ﻭﻱ ﺍﻭ ﻛﯧﺪﻯ ﺷﻲ ‪‬ﻮﺭ ﻭ‪‬ﺍﻧﺪﻳﺰﻭﻧﻪ ﻫﻢ ﻭﻛ‪‬ﻱ‪ ،‬ﻫﻐﻪ ﺑﺪ ﭼﻠﻨﺪ ﭼﯥ ﻛﯧﺪﻯ‬
‫ﺷﻲ ﺗﺎﺳﯥ ﻳﯥ ﻭﻟﺮﺉ ﺩﺍ ﺩﻯ ﭼﯥ ﻳﺮﻏﻞ ﺗﻪ ﭘﻪ ﻳﺮﻏﻞ ‪‬ﻮﺍﺏ ﻭﺭﻛ‪‬ﺉ‪.‬‬
‫‪ .2‬ﺎﻧﻐﻮ‪‬ﺘﻮﻧﻜﻲ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﺩﺍ ﺧﻠﻚ ﻫﻢ ‪‬ﺎﻧﻮﻧﻪ ﭘﺮ ﻧﻮﺭﻭ ﺗﭙﻲ‪ .‬ﺧﻮ ﻛﯧﺪﻯ ﺷﻲ ﺩﻭﻯ ﺩ ﻳﺮﻏﻠ‪‬ﺮﻭ ﭘﺮﺧﻼﻑ ﻣﻮﺿﻮﻉ ﭘﯧﮋﻧﺪﻭﻧﻜﻰ ﻭﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺍﻗﺪﺍﻡ‪ :‬ﺩ ﻫﻐﻮﻯ ﭘﻮﻫﯥ ﺗﻪ ﺭ‪‬ﺘﻴﻨﻰ ﺩﺭﻧﺎﻭﻯ ﻭ‪‬ﻴﺊ‪ ،‬ﺧﻮ ﺩ ﻫﻐﻮﻯ ﻟﯧﻮאﻝ ﻧﻪ ﺷﺊ‪ .‬ﭘﻪ ﺑﺪﻝ ﻛﯥ ﺩ ﻫﻐﻪ ‪‬ﻪ ﭘﻪ ﺍ‪‬ﻩ‬
‫ﭘﻮ‪‬ﺘﻨﯥ ﻭﻛ‪‬ﺉ ﭼﯥ ﻫﻐﻮﻯ ﭘﺮﯤ ﭘﻮﻫﯧ‪‬ﻱ ﺍﻭ ﭘﻪ ﺩﯤ ﺑﺮﺧﻪ ﻛﯥ ﻭﺭ‪‬ﺨﻪ ‪‬ﻪ ﺍﻭﭼﺘﻪ ﻛ‪‬ﺉ‪ .‬ﻛﻪ ‪‬ﻮﺭ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺭﻛﻮﻱ‪،‬‬
‫ﺩﺭﻧﺎﻭﻯ ﻳﯥ ﻭﻛ‪‬ﺉ‪ ،‬ﺧﻮ ﺩﺍ ﻫﻢ ﻣﻪ ﻫﯧﺮﻭﺉ ﭼﯥ ﺗﺎﺳﯥ ﻫﻢ ﻣﺸﺮ ﻳﺎﺳﺖ‪.‬‬

‫‪ .3‬ﺑﺮﻻﺳﻲ ﻛﺴﺎﻥ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﺩﺍ ‪‬ﻟﻪ ﺧﻠﻚ ﻫﻮﺍﻳﻲ ‪‬ﻮﺯﺍﺭﻭﻧﻪ ﻛﻮﻱ ﺍﻭ ﺗﻞ ﻟﻪ ‪‬ﻮﻛﻮ ﺍﻭ ﭘﻮﺯﺧﻨﺪ ‪‬ﺨﻪ ﺩ ﻭﺳﻠﯥ ﭘﻪ ﺗﻮ‪‬ﻪ ﻛﺎﺭ ﺍﺧﻠﻲ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺍﻗﺪﺍﻡ‪ :‬ﻟﻪ ﺩﯤ ﺧﻠﻜﻮ ‪‬ﺨﻪ ﻧﯧﻐﯥ ﭘﻮ‪‬ﺘﻨﯥ ﻭﻛ‪‬ﺉ ﺍﻭ ﭘﻮﻩ ﻳﯥ ﻛ‪‬ﺉ ﭼﯥ ﺭﻳﺸﺨﻨﺪ ﻧﻪ ﺧﻮ‪‬ﻮﺉ‪ .‬ﺩ ﺍﻣﻜﺎﻥ ﭘﻪ ﺻﻮﺭﺕ‬
‫ﻛﯥ ﻟﻪ ﻣﺜﺒﺘﻮ ﺗﻘﻮﻳﺘﻮﻧﻮ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﺊ‪ ،‬ﭼﯥ ﻫﻐﻮﻯ ﻫﻢ ‪‬ﻟﯥ ﺗﻪ ﺩ ﻏ‪‬ﻳﺘﻮﺏ ﺍﻭ‪‬ﻩ ﻭﺭﻛ‪‬ﻱ‪.‬‬
‫‪ .4‬ﻗﺮﺑﺎﻧﻲ ﻣﻨﻮﻧﻜﻲ ﻛﺴﺎﻥ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﻗﺮﺑﺎﻧﻲ ﺷﻮﻱ ﺧﻠﻚ ‪‬ﻮﻝ ‪‬ﻴﺰﻭﻧﻪ ﻣﻨﻔﻲ ﻭﻳﻨﻲ‪ .‬ﻛﻤﺰﻭﺭﻱ‪ ،‬ﻣﺎﺗﯥ ﺧﻮ‪‬ﻟﻲ ﺍﻭ ﻏﺎﻟﺒﺎً ﺩ ‪‬ﻮﻟﻮ ﻛﺴﺎﻧﻮ ﺍﻭ ‪‬ﻴﺰﻭﻧﻮ ﭘﻪ ﺍ‪‬ﻩ‬
‫ﺍﻧﺪﯦ‪‬ﻨﻪ ‪‬ﻴﻲ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺍﻗﺪﺍﻡ‪ :‬ﻟﻪ ﻫﻐﻮﻯ ‪‬ﺨﻪ ﻭﻏﻮﺍ‪‬ﺉ ﭼﯥ ﺩ ﻭﺿﻌﯥ ﺩ ‪‬ﻪ ﻭﺍﻟﻲ ﻟﭙﺎﺭﻩ ﻫ‪‬ﯥ ﻭﻛ‪‬ﻱ‪ .‬ﭘﺮﯦ‪‬ﺩﺉ ﭼﯥ ﻣﻨﻔﻲ ﻧﻈﺮﻭﻧﻪ‬
 ‫ﻭﺭﻛ‪‬ﻱ‪ ،‬ﻭﺭﻭﺳﺘﻪ ﻳﯥ ﻫﺮﻳﻮ ﭘﻪ ﻣﻨﻄﻘﻲ ﺍﻭ ﻣﺜﺒﺖ ‪‬ﻭﻝ ﻭﺍﺭﺯﻭﺉ‪.‬‬
‫‪ .5‬ﻣﻨﻔﻲ ‪‬ﺮﺍﻳﻪ ﻛﺴﺎﻥ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﺩﺍ ﺧﻠﻚ ﺩ ﺧﭙﻠﻮ ﺗﺮﻻﺱ ﻻﻧﺪﯤ ﺷﻴﺎﻧﻮ ﭘﻪ ﺍ‪‬ﻩ ﻣﻌﻤﻮﻻً ﺑﺪﺑﻴﻨﻪ ﺩﻱ ﺍﻭ ﭘﻪ ﺩﯤ ﻋﻘﻴﺪﻩ ﺩﻱ ﭼﯥ ﺧﭙﻞ ﭼﻠﻨﺪﻭﻧﻪ ﻳﯥ ‪‬ﻪ‬
‫ﺩﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺍﻗﺪﺍﻡ‪ :‬ﭘﺮﯦ‪‬ﺩﺉ ﭼﯥ ﺩﺍ ﺧﻠﻚ ﺧﭙﻠﯥ ‪‬ﻮﻟﯥ ﻣﻨﻔﻲ ﻭﺳﻠﯥ ﭘﻪ "ﻏﻮﻧ‪‬ﻩ" ﻛﯥ ﻭﻛﺎﺭﻭﻱ‪ .‬ﻭﺭﻭﺳﺘﻪ ﭘﺮﯦ‪‬ﺩﺉ ﭼﯥ ﻫﻤﻜﺎﺭﺍﻥ‬
‫ﻳﯥ ﺩ ﺣﻞ ﻻﺭﯤ ﭘﻪ ﺍ‪‬ﻩ ﺧﭙﻠﯥ ﻧﻈﺮﻳﯥ ﻭ‪‬ﺍﻧﺪﯤ ﻛ‪‬ﻱ‪ .‬ﻫﻐﻮﻯ ﺑﻪ ﻫ‪‬ﻪ ﻭﻛ‪‬ﻱ ﭼﯥ ﻣﻨﻔﻲ ‪‬ﺮﺍﻳﻮ ﺗﻪ ﭘﻪ ‪‬ﺍ‪‬ﻪ ﻛ‪‬ﻱ‪ ،‬ﭼﯥ ﺩ ﺣﻞ‬
‫‪‬ﯥ ﻻﺭﯤ ﻫﻢ ﺷﺘﻪ‪.‬‬
‫‪ .6‬ﻧﻪ ﻣﻮﺍﻓﻖ ﻛﺴﺎﻥ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﺩﺍ ﺧﻠﻚ ﺩ ﺩﻭﺳﺘ‪ ‬ﻭ‪ ‬ﺩﻱ‪ ،‬ﻟﻪ ﺩﻭﻯ ‪‬ﺨﻪ ﭼﯥ ﻫﺮ‪‬ﻪ ﻭﻏﻮ‪‬ﺘﻞ ﺷﻲ‪ ،‬ﺩ ﺧﭙﻠﻮ ‪‬ﻮﻟﻮ ﺍ‪‬ﺗﻴﺎﻭﻭ ﭘﻪ ﺍﺭﺯ‪‬ﺖ ﻳﯥ ﻣﻨﻲ‪.‬‬
‫ﺩﻭﻯ ﺗﺮ ﺣﺪ ‪‬ﯦﮕﺮﻩ ﺗﻌﻬﺪ ﻣﻨﻲ ﺍﻭ ﻏﺎﻟﺒﺎً ‪‬ﻮﻝ ﺧﻠﻚ ﻧﻬﻴﻠﻲ ﺍﻭ ﺳﺘ‪‬ﻱ ﻛﻮﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺍﻗﺪﺍﻡ‪ :‬ﺩﻧﺪﯤ ﻳـﯥ ﻭ‪‬ﺎﺭﺉ‪ ،‬ﭼﯥ ﺩﺍﺧﻠﻚ ﺗﺮ ﺧﭙﻞ ﺗﻮﺍﻥ ﺑﻬﺮ ﻛﺎﺭ ﻭﻧﻪ ﻣﻨﻲ‪.‬‬
‫‪ .7‬ﻏﻠﻲ ﺧﻠﻚ‪:‬‬
‫ﭼﻠﻨﺪ‪ :‬ﺩﺩﯤ ﺧﻠﻜﻮ ﻣﺪﻳﺮﻳﺖ ﺗﺮ ‪‬ﻮﻟﻮ ﺳﺘﻮﻧﺰﻣﻦ ﺩﻯ‪ ،‬ﭘﻪ ﻇﺎﻫﺮﻩ ﻳﯥ ﭘﺮ ﺧﺒﺮﻭ ﺭﺍﻭﺳﺘﻞ ﻧﺎﺷﻮﻧﻲ ﻭﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮﺍﻗﺪﺍﻡ‪ :‬ﻟﻪ ﺭ‪‬ﻮ ﭘﻮ‪‬ﺘﻨﻮ ‪‬ﺨﻪ ﻛﺎﺭ ﻭﺍﺧﻠﺊ‪ ،‬ﭼﯥ ‪‬ﻮﺍﺏ ﻳﯥ ﻳﻮﺍﺯﯤ"ﻫﻮ" ﻳﺎ ﻫﻢ "ﻧﻪ" ﻭﻱ‪ .‬ﺩ ‪‬ﻮﺍﺏ ﺍﻭﺭﯦﺪﻭ ﭘﻪ ﺑﺮﺧﻪ‬
‫ﻛﯥ ﻟﻪ ﺯﻏﻤﻪ ﻛﺎﺭ ﻭﺍﺧﻠﺊ‪ ،‬ﺩﺩﯤ ﭘﺮ‪‬ﺎﻯ ﭼﯥ ﺗﺎﺳﯥ ﻳﯥ ﺟﻤﻠﯥ ﻧﻴﻤ‪‬ﯤ ﻛ‪‬ﺉ‪ ،‬ﻣﻘﺎﻭﻣﺖ ﻭﻛ‪‬ﺉ‪ .‬ﻫﻐﻮﻯ ﺗﻪ ﻭﺭﺳﭙﺎﺭﻝ ﺷﻮﻱ‬
‫ﻓﻌﺎﻟﻴﺘﻮﻧﻪ ﻭ‪‬ﺎﺭﺉ ﺍﻭ ﺩﺍﺳﯥ ﺩﻧﺪﯤ ﻭﺭﻛ‪‬ﺉ ﭼﯥ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﻮ ﻏﻮﻧ‪‬ﻭ ﻛﯥ ﻳﯥ ﺩ ﭘﺎﻳﻠﻮ ﭘﻪ ﺍ‪‬ﻩ ‪‬ﺰﺍﺭﺵ ﻭﺭﻛ‪‬ﻱ‪.‬‬

‫ﺩ ﺳﺘﻮﻧﺰﻭ ﻟﺮﻭﻧﻜﻮ ﺧﻠﻜﻮ ﺩﺭﻫﺒﺮ‪ ‬ﺗﻤﺮﻳﻦ‪:‬‬

‫ﺩ ﺳﺘﻮﻧﺰﻭ ﻟﺮﻭﻧﻜﻮ ﺧﻠﻜﻮ ﻳﻮﻩ ﺑﺮﺧﻪ ﭼﯥ ﺗﺎﺳﯥ ﺑﺎﻳﺪ ﻭﺭﺳﺮﻩ ﻛﺎﺭ ﻭﻛ‪‬ﺉ‪ ،‬ﻳﺎﺩﻩ ﻛ‪‬ﺉ ﺍﻭ ﭘﺮ ﻫﻐﻮﻯ ﻭﺍﻛﻤﻦ ﭼﻠﻨﺪ ﺍﻭﺳﺘﻮﻧﺰﯤ‬
‫ﺑﻴﺎﻥ ﻛ‪‬ﺉ‪.‬‬
‫ﺷﺨﺺ ﭼﻠﻨﺪ‬
‫‪_1 -_1‬‬
‫‪_2 _ 2‬‬
‫‪_3 _ 3‬‬
‫‪_4 _ 4‬‬
‫‪_5 _ 5‬‬
‫ﻭﺭﻭﺳﺘﻪ ﺩ ﻫﺮ ﺳﺘﻮﻧﺰﻭ ﻟﺮﻭﻧﻜﻲ ﻛﺲ ﺳﺘﺮﺍﺗﻴﮋ‪ ‬ﻭ‪‬ﯧ‪‬ﺉ ﺍﻭ ﺩﺍﺳﯥ ﺗ‪‬ﻼﺭ ‪‬ﺎﻥ ﺗﻪ ﻭ‪‬ﺎﻛﺊ‪ ،‬ﭼﯥ ﭘﻪ ﺭﺍﺗﻠﻮﻧﻜﻲ ﻛﯥ ﻟﻪ ﺩﯤ‬
‫ﻫﺮ ﻳﻮﻩ ﺷﺨﺺ ﺳﺮﻩ ﭘﻪ ﻛﺎﺭ ﻛﯥ ‪‬ﻮﺭﻩ ﻭﻱ‪.‬‬
‫‪_1‬‬
‫‪_2‬‬
‫‪_3‬‬
‫‪_4‬‬
‫‪_5‬‬
‫ﺭﻭﺯﻧﯥ ﺍﻭ ﻣﺸﻮﺭﯤ‪:‬‬
‫ﺍﻏﯧﺰﻧﺎﻛﻮ ﻣﺸﺮﺍﻧﻮ ﺗﻪ ﺩ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺩ ﺭﻭﺯﻧﯥ ﺍﻭ ﻣﺸﻮﺭﯤ ﻻﺭﯤ ﻣﻌﻠﻮﻣﯥ ﻭﻱ‪ .‬ﺗﺮ ﺩﯤ ﺍﺭﺯ‪‬ﺘﻤﻨﻪ ﺩﺍ ﭼﯥ ﺩﺩﯤ ﺩﻭﻭ‬
‫ﻣﻬﺎﺭﺗﻮﻧﻮ ﺗﺮﻣﻨ‪ ‬ﺗﻮﭘﻴﺮ ﺍﻭ ﻟﻪ ﻫﺮ ﻳﻮﻩ ‪‬ﺨﻪ ﺩ ﻛﺎﺭﻭﻧﯥ ﻣﻬאﻝ ﻫﻢ ﭘﯧﮋﻧﻲ‪ ،‬ﺩﺍ ﺩﻭﻩ ﻣﻬﺎﺭﺗﻮﻧﻪ ﻛﻮﻻﻯ ﺷﻮ ﭘﻪ ﻻﻧﺪﯤ ‪‬ﻭﻝ ﺗﻌﺮﻳﻒ‬
‫ﻛ‪‬ﻭ‪:‬‬
‫ﻣﺸﻮﺭﻩ‪ :‬ﻳﻮﻩ ﭘﻠﻮﻳﺰﻩ ﭘﺪﻳﺪﻩ ﺩﻩ‪ ،‬ﭼﯥ ﻣﺪﻳﺮ ﭘﻪ ﻫﻐﯥ ﻛﯥ ﻟﻪ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ‪ ،‬ﭼﯥ ﭘﺮ ﺧﭙﻠﯥ ﻛ‪‬ﻧﻼﺭﯤ‬
‫ﺍﻏﯧﺰﻧﺎﻙ ﻣﺴﺎﻳﻞ ﻭﭘﯧﮋﻧﻲ ﺍﻭ ﺣﻞ ﻳﯥ ﻛ‪‬ﻱ‪.‬‬
‫ﺭﻭﺯﻧﻪ‪ :‬ﻳﻮﻩ ﻻﺭ‪‬ﻮﺩﻩ ﭘﺪﻳﺪﻩ ﺩﻩ ﭼﯥ ﻣﺪﻳﺮ ﺩ ﻫﻐﯥ ﻟﻪ ﻻﺭﯤ ﻛﺎﺭﻛﻮﻭﻧﻜﻮ ﺗﻪ ﺯﺩﻩ ﻛ‪‬ﻩ ﻭﺭﻛﻮﻱ ﺍﻭ ﺩ ﻛﺎﺭ ﻟﻪ ﭼﺎﭘﯧرﻳﺎﻝ ﺳﺮﻩ ﻳﯥ‬
‫ﺍﺷﻨﺎ ﻛﻮﻱ‪ ،‬ﭼﯥ ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﻭﻛ‪‬ﺍﻯ ﺷﻲ ﺩ ﺧﭙﻠﻮ ﻏﻮﺭﻭ ﻛﺎﺭﻭﻧﻮ ﺍﻭ ﻛ‪‬ﻧﻼﺭﻭ ﺧﻨ‪‬ﻭﻧﻪ ﻟﻴﺮﯤ ﻛ‪‬ﻱ‪.‬‬
‫ﭘﻪ ‪‬ﯦﺮﻭ ‪‬ﺎﻳﻮﻧﻮ ﻛﯥ ﺩ ﭘﺎﻟﻨﯥ ﺍﻭ ﻣﺸﻮﺭﯤ ﻣﻬﺎﺭﺗﻮﻧﻪ ﺳﺮﻩ ﻭﺭﺗﻪ ﺩﻱ‪ .‬ﻛﻠﻪ_ﻛﻠﻪ ﺩﺍ ﻣﻬﺎﺭﺗﻮﻧﻪ ﻳﻮ ﻟﻪ ﺑﻞ ﺳﺮﻩ ﻏﺎ‪‬ﻩ ﻏ‪ ‬ﻭﻱ‪،‬‬
‫ﻧﻮ ﭼﯥ ﺩﺍﺳﯥ ﺩﻩ‪ ،‬ﻻﻧﺪﯦﻨ‪ ‬ﺮ‪‬ﻨﺪﻭﻧﯥ ﭘﻪ ﭘﺎﻡ ﻛﯥ ﻭﻟﺮﺉ‪ .‬ﺩﺍ‪‬ﺮ‪‬ﻨﺪﻭﻧﯥ ﻟﻪ ﺗﺎﺳﻮﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ ﭼﯥ ﺩﺩﯤ ﺩﻭﻭ ﭘﺪﻳﺪﻭ‬
‫ﺗﻮﭘﻴﺮ ﻭﻛ‪‬‬

‫ﺩ ﺷﺨﺼﻲ ﻭﺍﻙ ﭘﺮﺍﺧﺘﻴﺎ‬

‫ﺩ ﻭﻇﻴﻔﻮﻱ ﭘﺮﻣﺨﺘـ‪ ‬ﺍﻭ ﻛﻮﺭﻧ‪ ‬ﺗﺮﻣﻨ‪ ‬ﺗﻌﺎﺩﻝ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻝ‬

‫ﺳﺘﺎﺳﻮ ﻳﻮﺍﺯﯦﻨﻰ ﺳﺘﻮﻧﺰﻣﻦ ﻛﺎﺭ ﺩ ‪‬ﺎﻧ‪‬ﻱ ﮊﻭﻧﺪ ﺍﻭ ﺩﻧﺪﯤ ﺗﺮﻣﻨ‪ ‬ﺩ ﺗﻮﺍﺯﻥ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻝ ﺩﻱ‪ .‬ﺗﺎﺳﻮ ﺩ ﺭ‪‬ﺘﻴﻨﻲ ﺑﺮﻱ ﺩ‬
‫ﻻﺳﺘﻪ ﺭﺍﻭ‪‬ﻟﻮ ﻟﭙﺎﺭﻩ ﻏﻮﺍ‪‬ﺉ ﺩﺩﯤ ﺩﻭﻭ ﺗﺮﻣﻨ‪ ‬ﺩ ﺍﺭﺍﻣ‪ ‬ﺑﻬﻴﺮ ﻭﺍﻛﻤﻦ ﻛ‪‬ﺉ ﺍﻭﺩﺍ ﻛﺎﺭ ﺩ ﻓﺮﺩﻱ ‪‬ﻮﺍﻙ ﭘﺮﺍﺧﺘﻴﺎ ﺗﻪ ﺍ‪‬ﺗﻴﺎ‬
‫ﻟﺮﻱ‪ .‬ﺩ ﻛﻮﺭﻧ‪ ‬ﺍﻭ ﺩﻧﺪﯤ ﻧﺎﺍﻧ‪‬ﻭﻟﻲ ﻛﻮﻻﻯ ﺷﻲ ‪‬ﯦﺮ ‪‬ﻪ ﻣﺸﺮ ﻫﻢ ﭘﻪ ﺧﻄﺮ ﻛﯥ ﻭﺍﭼﻮﻱ‪ .‬ﻛﻪ ﻏﻮﺍ‪‬ﺉ ﺩ ﻟﻮ‪‬ﻭ ﺍﻭ ‪‬ﻮﺍﻛﻤﻨﻮ‬
‫ﻛﺴﺎﻧﻮ ﻟﻪ ﻟﻮﻣﻮ ‪‬ﺨﻪ ﻟﻴﺮﯤ ﻭﺍﻭﺳﺊ‪ ،‬ﻧﻮ ﺑﺎﻳﺪ ﺯﺩﻩ ﻛ‪‬ﺉ ﭼﯥ ﻛﻮﺭﻧﻲ ﭘﺮﻭ‪‬ﺮﺍﻣﻮﻧﻪ ﺩ ﻣﺪﻳﺮﻳﺘﻲ ﺭﺑ‪‬ﻭ ﭘﻪ ﺗﻮ‪‬ﻪ ﻭﻣﻨﺊ‪ ،‬ﻧﻪ ﺩ‬
‫ﺷﺨﺼﻲ ﺳﺘﻮﻧﺰﻭ ﭘﻪ ﺗﻮ‪‬ﻪ‪.‬‬
‫ﺩ ﺍ‪‬ﺗﻴﺎ ﭘﺮ ﻣﻬאﻝ ﺩ ﻛﻮﺭ ﻟﭙﺎﺭﻩ ﺧﺪﻣﺘ‪‬ﺎﺭ ﻭ‪‬ﺎﻛﺊ‪κ.‬‬
‫ﺩﺍ ﻭﺍﻗﻌﻴﺖ‪ κ‬ﻭﻣﻨﺊ ﭼﯥ ‪‬ﯦﺮ ﻭﺍ‪‬ﻩ ‪‬ﻴﺰﻭﻧﻪ ﻧﻪ ﺗﺮﺳﺮﻩ ﻛﯧﺪﻭﻧﻜﻲ ﺩﻱ‪.‬‬
‫ﺩﺍ ﺯﺩﻩ ﻛ‪‬ﺉ ﭼﯥ ﻛﻤﺎﻝ ﺧﻮ‪‬ﻮﻭﻧﻜﻰ‪ κ‬ﻭﻧﻪ ﺍﻭﺳﺊ‪ ،‬ﻜﻪ ﺩﺍ ‪‬ﯦﺮﻩ ﻫﻮﺳﺎﻳﻲ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛﻮﻱ‪.‬‬
‫ﭘﻪ ‪‬ﺎﻥ ﻛﯥ ﺷﻮﺥ ﻃﺒﻌﻲ ‪‬ﻮﺍﻛﻤﻨﻪ‪ κ‬ﻛ‪‬ﺉ‪.‬‬
‫ﺩ ﺷﺨﺼﻲ ‪‬ﻮﺍﻙ ﺍﻳﺠﺎﺩﻭﻝ ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻱ‪ ،‬ﺑﺎﻳﺪ ﺍﻋﺘﻘﺎﺩ ﻭﻟﺮﺉ‪ ،‬ﻫﺮ‪‬ﻪ ﭼﯥ ﻏﻮﺍ‪‬ﺉ ﻛﻮﻻﻯ ﺷﺊ ﺗﻌﻘﻴﺐ‬
‫ﻳﯥ ﻛ‪‬ﺉ ﺍﻭ ﺩﺩﯤ ﺗﻮﺍﻥ ﻫﻢ ﻟﺮﺉ ﭼﯥ ﭘﻪ ﺧﭙﻞ ﭼﻠﻨﺪ ﻛﯥ ﺧﭙﻠﻮ ﻫﺪﻓﻮﻧﻮ ﺗﻪ ﻭﺭﺳﯧ‪‬ﺉ‪.‬‬
‫ﻳﻮﻩ ‪‬ﻮﺍﻛﻤﻨﻪ ﻣﯧﺮﻣﻦ ﻧﻮﺭ ﺧﻠﻚ ﻫﻢ ‪‬ﻮﺍﻛﻤﻨﻮﻱ ﺍﻭ ﺩﺍﺳﯥ ﭼﺎﭘﯧرﻳﺎﻝ ﺟﻮ‪‬ﻭﻱ‪ ،‬ﭼﯥ ﺧﭙﻠﯥ ﻧﻈﺮﻳﯥ ﻭﻭﺍﻳﻲ‪ .‬ﻫﻐﻪ ﻛﺲ ﭼﯥ‬
‫ﺷﺨﺼﺎً ‪‬ﻮﺍﻛﻤﻦ ﻭﻱ‪ ،‬ﺗﺮ ﺧﭙﻞ ﻭﺍﻙ ﻻﻧﺪﯤ ﺧﻠﻚ ﻫ‪‬ﻮﻱ ﭼﯥ ﻫﺪﻓﻮﻧﻪ ﺟﻮ‪ ‬ﻛ‪‬ﻱ‪ .‬ﺧﭙﻠﯥ ﻧﻈﺮﻳﯥ ﭘﻪ ‪‬ﺮ‪‬ﻨﺪ ‪‬ﻭﻝ ﻭﻭﺍﻳﻲ ﺍﻭ‬
‫ﺩ ﺧﭙﻠﻮ ﻛﺎﺭﻭﻧﻮ ﻟﭙﺎﺭﻩ ﺍﺭﺯ‪‬ﺘﻤﻦ ﻣﺮﺳﺘﻴﺎﻻﻥ ﻭﻱ‪ ،‬ﻛﺎﺭﻛﻮﻭﻧﻜﻲ ﻳﯥ ﺍﺣﺴﺎﺳﻮﻱ ﭼﯥ ﺩ ﻫﻐﻮﻯ ﭘﻠﻮﻱ ﺍﻭ ﻗﺪﺭ ﻛﯧ‪‬ﻱ‪.‬‬
‫ﺷﺨﺼﻲ ‪‬ﻮﺍﻙ‪ :‬ﺩ ﻭﺍﻙ ﭘﻪ ﭘﺮﺍﺧﺘﻴﺎ‪ ،‬ﭘﻪ ﻻﺱ ﻛﯥ ﺩﺭﻟﻮﺩﻟﻮ‪ ،‬ﭘﺮﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ‪ ،‬ﻣﺜﺒﺖ ﺍﻧ‪‬ﻮﺭ ﺍﻭ ﻣﺸﺨﺼﻮ ﺍﺭﺗﺒﺎﻃﻲ‬
‫ﻋﺎﺩﺗﻮﻧﻮ ﺳﺮﻩ ﭘﺮﺍﺧﺘﻴﺎ ﻣﻮﻣﻲ‪ .‬ﺩﺍ ‪‬ﻮﻝ ﺻﻔﺘﻮﻧﻪ ﻻﻧﺪﯤ ﺳﺮﻩ ﺷﻨﻮ‪:‬‬
‫‪ _1‬ﻭﺍﻙ‪:‬‬
‫ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ ﺍﻭ ﭘﺮﺧﭙﻠﻮ ﻣﻬﺎﺭﺗﻮﻧﻮ ﺍﻭ ‪‬ﻮﺍﻛﻮﻧﻮ ‪‬ﺍ‪ ‬ﺗﻪ ﻭﺍﻙ ﻭﻳﻼﻯ ﺷﻮ‪ .‬ﻭﺍﻙ ﺩ "ﺯﻩ ﻛﻮﻻﻯ ﺷﻢ ﺗﺮﺳﺮﻩ ﻳﯥ ﻛ‪‬ﻡ"؛ " ﺯﻩ‬
‫ﺩ ﺑﺮﻳﺎﻟﻴﺘﻮﺏ ﻭ‪ ‬ﻳﻢ"‪ .‬ﻟﻪ ﺍﻧﺪﻭﺩ ﺳﺮﻩ ﭘﻴﻠﯧ‪‬ﻱ‪ .‬ﻟﻜﻪ ‪‬ﻨـ‪‬ﻪ ﭼﯥ ﺗﺎﺳﯥ ﻟﻪ ﺧﭙﻠﻮ ﺣﻘﻮﻗﻮ ‪‬ﺨﻪ ﺩﻓﺎﻉ ﻛﻮﺉ ﺍﻭ ﻫﻐﻪ ‪‬ﻪ ﺗﻪ ﭼﯥ‬
‫ﺍ‪‬ﺗﻴﺎ ﻟﺮﺉ ﺍﻭ ﻏﻮﺍ‪‬ﺉ ﻳـﯥ‪ ،‬ﻟﻪ ‪‬ﺎﻥ ﺍﻭ ﻧﻮﺭﻭ ﺳﺮﻩ ﻣﻮ ﺩ ﻣﺮﺳﺘﯥ ﻫﻴﻠﻪ ﭘﻴﺎﻭ‪‬ﯤ ﻛﯧ‪‬ﻱ‪ .‬ﺩﺩﯤ ﺍﻧﺪﻭﺩ ﻭ‪‬ﺍﻧ‪‬ﻪ ﻣﻮ ﺷﺎﻭ ﺧﻮﺍ‬
‫ﺧﭙﺮﯦ‪‬ﻱ‪ .‬ﻫﻐﻪ ﺍﻧ‪‬ﻮﺭ ﭼﯥ ﺩ ﻛ‪‬ﺘﻪ ﭘﻮﺭﺗﻪ ﺧﻮ‪‬ﻲ ﺍﻭ ﺧﻠﻚ ﻭﺭﺗﻪ ﻻﺳﻮﻧﻪ ﺩ ﺑﺮﻱ ﭘﻪ ﻋﻼﻣﻪ ﺍﻭﭼﺘﻮﻱ‪ .‬ﻧﺎﺭﻳﻨﻪ ﺍﻧ‪‬ﻮﺭ‬
‫ﺩﻯ‪%،‬ﺭﻳﻨ‪ ‬ﺧﻮ ‪‬ﯥ ﺑﺎﻳﺪ ﺧﭙﻞ ﺍﺳﺘﻌﺪﺍﺩ ﺍﻭ ﺩﻧﺪﻩ ﺑﺪﻧﺎﻣﻪ ﻧﻪ ﻛ‪‬ﻱ؛ ﻫﻐﻮﻯ ﺑﺎﻳﺪ ﭘﻪ ﻫﻐﻪ ‪‬ﻮﺍﻙ ﺳﺮﻩ ﭼﯥ ﭘﻪ ﻭﺍﻙ ﻛﯥ‬
‫ﻳﯥ ﻟﺮﻱ‪ ،‬ﺩ ﻫﻮﺳﺎﻳ‪ ‬ﺍﺣﺴﺎﺱ ﻭﻟﺮﻱ‪.‬‬
‫‪ _2‬ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ‪ :‬ﻳﻮ ﭘﺮﺍﻧﻴﺴﺘﻮﻧﻜﻰ ﻣﻬﺎﺭﺕ‪:‬‬
‫ﺩﺍ ﺑﻪ ‪‬ﯦﺮﻩ ‪‬ﻪ ﻭﺍﻯ ﻛﻪ ﺗﺎﺳﻮ ﻛﻮﻻﻯ ﺷﻮﻝ ﺗﺼﻤﻴﻢ ﻭﻧﻴﺴﺊ‪ ،‬ﺩ " ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ" ﻭﺍ‪ ‬ﺗﻪ ﻧﻨﻮﺯﺉ ﺍﻭ ﻟﻪ ﺑﯧﻼﺭ‪ ‬ﭘﺮﺗﻪ ﭘﻪ‬
‫ﻛﯥ ﮊﻭﻧﺪ ﻭﻛ‪‬ﺉ‪ .‬ﻣﺸﺮﺍﻧﯥ ﻣﯧﺮﻣﻨﯥ ﺑﺎﻳﺪ ﺩﺍ ﻻﺭ‪ ،‬ﺩ ﻧﻔﺴﻲ ﺍﻋﺘﻤﺎﺩ ﭘﻪ ﺯﺩﻩ ﻛﻮﻟﻮ ﺳﺮﻩ ﻭﻭﻫﻲ‪ .‬ﺭ‪‬ﺘﻴﻨﻰ ﮊﻭﻧﺪ ﻟﻪ ﻣﺎﺗﯥ ﺍﻭ‬
‫ﭘﻴﭽﻮﻣﻮ ‪‬ﺨﻪ ‪‬ﻙ ﺩﻯ ﺍﻭ ﻫﯧ‪‬ﻮﻙ ﭘﻪ ﻳﻮﻩ ﻭﺿﻌﻴﺖ ﻛﯥ ﻧﻪ ﭘﺎﺗﯧ‪‬ﻱ‪ .‬ﻣﻮ‪ ‬ﻟﻪ ﺩﯤ ﺩﺭﯦﻴﻮ ﺳﺒﻜﻮﻧﻮ ‪‬ﺨﻪ ﻛﺎﺭ ﺍﺧﻠﻮ‪ ،‬ﻪ‬
‫ﺯﯦﺮﻯ ﺩﺍ ﺩﻯ ﭼﯥ ﻛﻮﻻﻯ ﺷﻮ ﺯﺩﻩ ﻛ‪‬ﻭ ﭼﯥ‪ :‬ﯦﺮ ﻭﺧﺖ ﭘﺮ ﺧﭙﻞ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ ﻭﻟﺮﻭ‪.‬‬
‫ﺍﻟﻒ‪ :‬ﭘﺮ ﻧﻔﺲ ﻟﻪ ﺍﻋﺘﻤﺎﺩ ﭘﺮﺗﻪ ﭼﻠﻨﺪ ﺍﻧﻔﻌﺎﻟﻲ ﺍﻭ ﻏﻴﺮﻣﺴﺘﻘﻴﻢ ﺩﻯ‪ .‬ﺩﺍ ﭼﻠﻨﺪ ﻛﻤﺒﻴﻨﻲ‬
 ‫ﺯﯦ‪‬ﻭﻱ‪ .‬ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ ﻧﻪ ﻟﺮﻭﻧﻜﻰ ﻛﺲ ﻧﻔﺲ ﺗﻪ ﺍﺟﺎﺯﻩ ﻭﺭﻛﻮﻱ ﭼﯥ‬
‫ﻏﻮ‪‬ﺘﻨﯥ‪ ،‬ﺍ‪‬ﺗﻴﺎﻭﯤ ﺍﻭ ﺩ ﻧﻮﺭﻭ ﺣﻘﻮﻕ ﺗﺮ ﺩﻭﻯ ﺍﺭﺯ‪‬ﺘﻤﻦ ﻭﻱ‪ .‬ﭘﺮ ﻧﻔﺲ ﻧﻪ ﺍﻋﺘﻤﺎﺩ ﺩ "ﺑﺮﺩ ﻭﺑﺎﺧﺖ" ﻟﻪ ﻣﻮﻗﻌﻴﺖ ﺳﺮﻩ‬
‫ﻣﺮﺳﺘﻪ ﻛﻮﻱ‪ .‬ﻮﻙ ﭼﯥ ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ ﻭﻧﻪ ﻟﺮﻱ‪ .‬ﻟﻮﺑﻪ ﺑﺎﻳﻠﻲ ﺍﻭ ﻧﻮﺭﻭ ﺗﻪ ﺩﺍ ﻭﺧﺖ ﻭﺭﻛﻮﻱ ﭼﯥ ﺑﺮﻳﻤﻦ ﺷﻲ‪) ،‬ﻳﺎ ﭘﻪ ‪‬ﯦﺮ‬
‫‪‬ﻪ ﺣﺎﻟﺖ ﻛﯥ ﻟﻪ ﭘﺎﻣﻪ ﻭﻏﻮ‪‬ﻮﻝ ﺷﻲ(‪ .‬ﺩﺩﯤ ﻛﺎﺭ ﻏﺰﯦﺪﻝ ﻟﻪ ﻗﺮﺑﺎﻧ‪ ‬ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ‪ ،‬ﻧﻪ ﻟﻪ ﺑﺮﻱ ﺳﺮﻩ‪.‬‬
‫ﺏ‪ :‬ﺗﺮﻳﺦ ﭼﻠﻨﺪ‪ :‬ﺩﺍ ‪‬ﯦﺮ ﭘﯧﭽﻠﻰ ﺩﻯ‪ .‬ﺩﺍ ﭼﻠﻨﺪ ﻛﯧﺪﻯ ﺷﻲ ﺍﻧﻔﻌﺎﻟﻲ‪ ،‬ﻓﻌﺎﻝ‪ ،‬ﺭ‪‬ﺘﻴﻨﻰ ﻳﺎ ﻧﺎﺭ‪‬ﺘﻴﻨﻰ ﻭﻱ‪ ،‬ﺧﻮ ﺑﻴﺎ ﻫﻢ ﺑﯥ‬
‫ﺍﺩﺑﺎﻧﻪ ﺍﻭ ﺩ ﺑﺮﺗﺮ‪ ‬ﺍﻏﯧﺰ ﺍﭼﻮﻱ‪.‬‬
‫ﺩ ﺳ‪‬ﻱ ﺯ‪‬ﻭﺭﺗﻴﺎ‪ ،‬ﻏﻮ‪‬ﺘﻨﯥ ﺍﻭ ﺣﻖ ﺗﺮ ﻧﻮﺭﻭ ﻟﻮ‪‬ﻭﻱ‪ ،‬ﭘﻪ ﺩﯤ ﭼﻠﻨﺪ ﺳﺮﻩ ﺳ‪‬ﻯ ﻫ‪‬ﻪ ﻛﻮﻱ ‪‬ﺎﻥ ﺩﺍﺳﯥ ﻣﺨﻜﯥ ﻛ‪‬ﻱ‪ ،‬ﭼﯥ‬
‫ﻧﻮﺭ ﺧﻠﻚ ﺩ ‪‬ﺎﻛﻨﯥ ﺣﻖ ﻭﻧﻪ ﻟﺮﻱ‪ .‬ﺩﺍ ﭼﻠﻨﺪ ﻧﺎﺳﻢ ﺩﻯ‪ ،‬ﻜﻪ ﺩ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﺣﻘﻮﻕ ﺗﺮ ﭘ‪‬ﻮ ﻻﻧﺪﯤ ﻛﯧ‪‬ﻱ‪ ،‬ﻫﻐﻪ ﺧﻠﻚ ﭼﯥ ﺩﺍ‬
‫ﭼﻠﻨﺪ ﻛﻮﻱ‪ ،‬ﻛﯧﺪﻯ ﺷﻲ ﻧﻮﺭ ﺧﻠﻚ ﺑﺎﻳﻠﻠﻮ ﺗﻪ ﺍ‪ ‬ﻛ‪‬ﻱ ﺍﻭ ﺩﻭﻯ ﺑﺮﻳﻤﻦ ﺷﻲ‪ .‬ﺧﻮ ﭘﻪ ﺩﯤ ﻛﺎﺭ ﺳﺮﻩ ‪‬ﺎﻥ ﺍﻧﺘﻘﺎﻡ ﺍﺧﻴﺴﺘﻨﯥ ﺗﻪ‬
‫ﺑﺮﺍﺑﺮﻭﻱ‪ ،‬ﻫﯧ‪‬ﻮﻙ ﺩﺍ ‪‬ﻭﻝ ﺯﻭﺭﻭﺭ ﺳ‪‬ﻯ ﻧﻪ ﺧﻮ‪‬ﻮﻱ‪.‬‬
‫ﺝ‪ _:‬ﭘﺮ ﻧﻔﺲ ﺩ ﺍﻋﺘﻤﺎﺩ ﭼﻠﻨﺪ‪ :‬ﻓﻌﺎﻝ‪ ،‬ﻧﯧﻎ ﺍﻭ ﺭ‪‬ﺘﻴﻨﻰ ﺩﻯ‪ .‬ﺩﺍ ﭼﻠﻨﺪ ﺩ ﺧﻠﻜﻮ ﺍﻭ ‪‬ﺎﻥ ﭘﺮ ﺩﺭﻧﺎﻭﻱ ﺍﻏﯧﺰ ‪‬ﻨﺪﻱ‪ ،‬ﭘﺮ ﻧﻔﺲ‬
‫ﭘﻪ ﺍﻋﺘﻤﺎﺩ ﻟﺮﻟﻮ ﺳﺮﻩ ﻣﻮ‪ ‬ﺧﭙﻠﯥ ﻏﻮ‪‬ﺘﻨﯥ ﺍﻭ ﺣﻘﻮﻕ ﺩ ﻧﻮﺭﻭ ﺧﻠﻜﻮ ﻣﺨﯥ ﺗﻪ ‪‬ﺩﻭ ﺍﻭ ﺩ )ﺑﺮﻱ _ ﺑﺮﻱ( ﻧﺘﻴﺠﯥ ﺗﻪ ﻫ‪‬ﻪ ﻛﻮﻭ‪.‬‬
‫ﭘﺮ ﻧﻔﺲ ﺍﻋﺘﻤﺎﺩ ﻟﺮﻭﻧﻜﻲ ﻛﺴﺎﻥ ﺩ ﻧﻔﻮﺫﺳﺎﺗﻨﯥ‪ ،‬ﻏﻮ‪ ‬ﻧﻴﻮﻧﯥ ﺍﻭ ﻣﺬﺍﻛﺮﻭ ﻟﻪ ﻻﺭﯤ ﺑﺮﻳﺎﻟﻲ ﻛﯧ‪‬ﻱ‪ ،‬ﭼﯥ ﻧﻮﺭ ﺧﻠﻚ ﻫﻤﻜﺎﺭ‪‬‬
‫ﺗﻪ ﻟﯧﻮאﻝ ﻛ‪‬ﻱ‪ ،‬ﻟﻪ ﺍﻧﺘﻘﺎﻡ ﺍﺧﻴﺴﺘﻨﯥ ﭘﺮﺗﻪ ﺩﺍﺳﯥ ﭼﻠﻨﺪ ﺩ ﺑﺮﻱ ﻻﻣﻞ ‪‬ﺮ‪‬ﻲ ﺍﻭ ﺭ‪‬ﺘﻴﻨﻲ ﺍ‪‬ﻳﻜﻲ ﭘﻴﺎﻭ‪‬ﻱ ﻛﻮﻱ‪.‬‬
‫ﺩﻟﺘﻪ ﺑﻪ ﭘﻪ ﻧﻔﺴﻲ ﺍﻋﺘﻤﺎﺩ ﺳﺮﻩ ﺩ ﺭﻫﺒﺮﻳﺰﻭ ﻛﺎﺭﻭﻧﻮ ﺩ ﻟﻮ‪‬ﺍﻭﻱ‪ ،‬ﻮ ﻻﺭ‪‬ﻮﻭﻧﯥ ﻭﻟﻮﻟﺊ‪:‬‬
‫‪‬ﺎﻥ ﺗﻪ ﻭﺧﺖ ﻭ‪‬ﺎﻛﺊ ﺍﻭ ﭘﺮ ‪‬ﺎﻥ ‪‬ﻴﻨ‪‬ﺎﺭ ﻭﻛ‪‬ﺉ ﭼﯥ ﻏﻮ‪‬ﺘﻨﯥ ﻣﻮ ﻟﻴﺮﯤ ﺷﻲ‪ ،‬ﺩﺍ ﻛﺎﺭ‪ κ‬ﻟﻪ ﺗﺎﺳﻮ ﺳﺮﻩ ﻣﺮﺳﺘﻪ ﻛﻮﻱ ﭼﯥ ﭘﺮ‬
‫ﻧﻔﺲ ﺭﻭﻍ ﺩﺭﻧﺎﻭﻯ ﭘﻴﺪﺍ ﻛ‪‬ﺉ‪.‬‬
‫ﻛﻠﻪ ﭼﯥ ﻣﺮﺳﺘﯥ ﺗﻪ ﺍ‪‬ﺗﻴﺎ‪ κ‬ﭘﻴﺪﺍ ﻛﻮﺉ‪ ،‬ﻧﻮ ﻣﺮﺳﺘﻪ ﻭﻏﻮﺍ‪‬ﺉ‪ .‬ﺩ ‪‬ﻟﯥ ﻏ‪‬ﻱ ﺷﺊ ﺍﻭ ﭘﺮﯦ‪‬ﺩﺉ ﭼﯥ ﻧﻮﺭ ﺧﻠﻚ ﭘﻮﻩ ﺷﻲ ﺗﺎﺳﻮ‬
‫ﭘﻪ ﺧﻼ ﻛﯥ ﻛﺎﺭ ﻧﻪ ﻛﻮﺉ‪.‬‬
‫ﺩ ‪‬ﻨﺎﻩ ﻟﻪ ﺍﺣﺴﺎﺱ ﭘﺮﺗﻪ "ﻧﻪ" ﻭﻭﺍﻳﺊ‪κ.‬‬
‫ﺧﭙﻞ ﺍﺣﺴﺎﺳﺎﺕ ﭘﻪ ﺟﻮﺕ ‪‬ﻭﻝ‪ κ‬ﺑﻴﺎﻥ ﻛ‬
‫ْ‪‬ﺉ‪ ،‬ﺩﺍ ﻛﺎﺭ ﺳﺘﺎﺳﻮ ﻟﻮ‪ ‬ﺷﺨﺼﻴﺖ ﻧﻨﺪﺍﺭﯤ ﺗﻪ ﻭ‪‬ﺍﻧﺪﯤ ﻛﻮﻱ‪.‬‬
‫ﺩ ﻭﺩﯤ ﺩ ﻳﻮﯤ ﻻﺭﯤ ﭘﻪ‪ κ‬ﺗﻮ‪‬ﻪ ﻟﻪ ﻧﻮﺭﻭ ﻣﺮﺳﺘﻪ ﻭﻏﻮﺍ‪‬ﺉ‪ ،‬ﺩﺍ ﻛﺎﺭ ﻣﻮ ﺑﻞ ﺑﺪﻟﻮﻥ ﺗﻪ ‪‬ﻮﺍﻛﻤﻨﻮﻱ‪.‬‬
‫ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﻏﻮﺍ‪‬ﺉ‪ κ‬ﺍﻭ ﺍ‪‬ﺗﻴﺎ ﻭﺭﺗﻪ ﻟﺮﺉ‪ ،‬ﻭﻏﻮﺍ‪‬ﺉ‪ ،‬ﭘﺮ ﺧﭙﻠﻮ ﻫﺪﻓﻮﻧﻮ ﻣﺘﻤﺮﻛﺰ ﻭﺍﻭﺳﺊ‪ ،‬ﭼﯥ ﻧﻮﺭ ﺧﻠﻚ ﻣﻮ ﮊﻣﻨﯥ ﺍﻭ‬
‫ﻫ‪‬ﯥ ﻭﻭﻳﻨﻲ‪.‬‬
‫ﺩ ﺑﺮﻱ ﭘﻪ ﻫ‪‬ﻪ ﻛﯥ ﻭﺍﻭﺳﺊ‪Ε.‬‬
‫‪ _:3‬ﭘﻪ ﻭﺍﻙ ﻛﯥ ﻟﺮﻝ‪:‬‬
‫ﺗﺎﺳﻮ ﺑﻪ ﻫﻢ ﺩﺍ ﻣﺘﻞ ) ﭘﻪ ﻭ‪ ‬ﻭﺧﺖ ﺍﻭ ﻭ‪ ‬ﺎﻯ ﻛﯥ ﺍﻭﺳﯧﺪﻝ( ﺍﻭﺭﯦﺪﻟﻰ ﻭﻱ‪ .‬ﺩﺍ ﺭ‪‬ﺘﻴﺎ ﺩﻩ ﺍﻭ ﺍﻏﯧﺰﻧﺎﻙ ﻣﺸﺮﺍﻥ ﭘﻮﻫﯧ‪‬ﻱ‬
‫ﭼﯥ ‪‬ﻨ‪‬ﻪ ﻳـﯥ ﺭﺍﻣﻨ‪‬ﺘﻪ ﻛ‪‬ﻱ‪ .‬ﺧﻠﻚ ﻟﻪ ﻫﻐﻮ ﻛﺴﺎﻧﻮ ﺳﺮﻩ ﻣﻌﺎﻣﻠﯥ ﻛﻮﻱ ﭼﯥ ﭘﯧﮋﻧﻲ ﻳـﯥ‪ ،‬ﻮﺍﻛﻤﻨﯥ ﻣﯧﺮﻣﻨﯥ ﻣﺎﻫﺮﯤ‬
‫ﺷﺒﻜﻪ ﺟﻮ‪‬ﻭﻭﻧﻜﯥ ﺩﻱ‪ ،‬ﻛﻪ ﺩ ‪‬ﻟﯥ ﺩ ﻏ‪‬ﻱ ﭘﻪ ﺗﻮ‪‬ﻪ ‪‬ﺎﻧﻮﻧﻪ ‪‬ﻮﺍﻛﻤﻦ ﻛ‪‬ﺉ‪ ،‬ﺩ ‪‬ﯦﺮﻭ ﺧﻠﻜﻮ ﭘﺎﻡ ﺑﻪ ﺩﺭ ﻭﺍﻭ‪‬ﻱ‪ .‬ﻪ ﺷﺒﻜﻪ‬
‫ﺟﻮ‪‬ﻭﻭﻧﻜﻲ ﻫﻢ ‪‬ﺎﻥ ﺗﻪ ﺩ ﺧﻠﻜﻮ ﺍﺭﺯ‪‬ﺘﻤﻨﯥ ‪‬ﻟﯥ ﺟﻮ‪‬ﻭﻱ‪ ،‬ﭼﯥ ﻛﻮﻻﻯ ﺷﻲ ﻟﻪ ﻫﻐﻮﻯ ‪‬ﺨﻪ ﺍﻃﻼﻋﺎﺕ ﺍﻭ ﻣﻼﺗ‪ ‬ﺗﺮﻻﺳﻪ‬
‫ﻛ‪‬ﻱ‪.‬‬

‫ﺗﺎﺳﯥ ﺗﺮ ﺧﭙﻞ ﺍ‪‬ﻜﻞ ﺯﻳﺎﺕ ﺍ‪‬ﻳﻜﻲ ﻟﺮﺉ‪ .‬ﺎﻥ ﺩ ﻳﻮﻩ ‪‬ﺮﺧﯧﺪﻭﻧﻜﯥ ﭘﺮﻩ ﻟﺮﻭﻧﻜﻲ ﺗﻮﭖ ﭘﻪ ﺑ‪‬ﻪ ﺗﺼﻮﺭ ﻛ‪‬ﺉ‪ ،‬ﭼﯥ ﭘﻪ‬
‫ﺍﺭﺗﺒﺎﻃﻲ ﭘﺮﻭ ﻣﺤﺎﺻﺮﻩ ﺷﻮﻯ ﺩﻯ‪ .‬ﻮﻝ ﻫﻐﻪ ﻛﺴﺎﻥ ﭼﯥ ﭘﯧﮋﻧﺊ ﺍﻭ ﻫﻐﻪ ﺳﺎﺯﻣﺎﻧﻮﻧﻪ ﭼﯥ ﺗﺎﺳﻮ ﭘﻪ ﻫﻐﻮ ﭘﻮﺭﯤ ﺍ‪‬ﻩ ﻟﺮﺉ‬
‫ﻻﻧﺪﯦﻨﻲ ﺷﻜﻞ ﻛﯥ ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ‪‬ﻮﺭﺉ ﻓﻬﺮﺳﺖ ﻛ‪‬ﺉ‪ ،‬ﺑﺎﻳﺪ ‪‬ﻮﻝ ﻫﻐﻪ ﻛﺴﺎﻥ ﺍﻭ ﺳﺎﺯﻣﺎﻧﻮﻧﻪ ﻳﺎﺩ ﻛ‪‬ﺉ ﭼﯥ ﻛﻮﻻﻯ ﺷﻲ ﻟﻪ‬
‫ﺗﺎﺳﻮ ﺳﺮﻩ ﺳﺘﺎﺳﻮ ﭘﻪ ﻫﺪﻓﻮﻧﻮ ﻛﯥ ﻣﺮﺳﺘﻪ ﻭﻛ‪‬ﻱ‪ ،‬ﺗﺼﻤﻴﻢ ﻭﻧﻴﺴﺊ ﭼﯥ ﺩ ﻓﻬﺮﺳﺖ ﻟﻪ ﻛﺴﺎﻧﻮ ‪‬ﺨﻪ ﻫﺮﻩ ﺍﻭﻭﻧ‪ ‬ﻟ‪ ‬ﺗﺮ ﻟ‪‬ﻩ‬
‫ﻟﻪ ﺩﺭﯦﻴﻮ ﻛﺴﺎﻧﻮ ﺳﺮﻩ ﺍ‪‬ﻳﻜﻲ ﻭﻧﻴﺴﺊ‪ ،‬ﭼﯥ ﺍ‪‬ﻳﻜﻲ ﻣﻮ ﺧﻮﻧﺪﻱ ﺷﻲ‪.‬‬

‫ﭘﻪ ﻻﺱ ﻛﯥ ﻟﺮﻝ ﺩﺍ ﻣﺎﻧﺎ ﻟﺮﻱ ﭼﯥ ﺗﺎﺳﯥ ﺧﭙﻞ ‪‬ﺎﻥ ﭘﺮ ﺧﭙﻠﯥ ﻧ‪ ،‬ﺧﭙﻞ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻣﺬﻫﺒﻲ ﻭﺍﺣﺪ‪ ،‬ﺻﻨﻌﺖ‪ ،‬ﻣﺴﻠﻜﻲ ﻳﺎ‬
 ‫‪‬ﻮﻟﻨﻴﺰﯤ ‪‬ﻟﯥ ﻭﭘﯧﮋﻧﺊ‪ .‬ﭼﻤﺘﻮ ﺷﺊ ﭼﯥ ﻟﻴﻜﻨﯥ ﻭﻛ‪‬ﺉ‪ ،‬ﻟﻪ ﻛﻤﭙﻨﻴﻮ ﺳﺮﻩ ﻳﻮ ﺷﺊ ﺍﻭ ﺩ ﺑﺮﻱ ﻟﭙﺎﺭﻩ ﻟﻪ ﺷﺒﻜﻮ ﺳﺮﻩ ﻣﻠﻪ ﺷﺊ‪.‬‬
‫ﺩ ﺧﭙﻠﻲ⋅ ﺻﻨﻌﺘﻲ ‪‬ﻮﻟﻨﯥ ﻏ‪‬ﻱ ﺷﺊ‪.‬‬
‫ﭘﻪ ﺧﭙﻠﯥ ﺩﻧﺪﯤ ﭘﻮﺭﯤ ﻟﻪ ﺍ‪‬ﻭﻧﺪﻭ ﻣﺠﻠﻮ ﺳﺮﻩ ‪‬ﻭﻥ ﻭﻛ‪‬ﺉ‪⋅.‬‬
‫ﺩ⋅ ﺧﭙﻠﯥ ﺳﻴﻤﯥ ﺩ ﺳﻮﺩﺍ‪‬ﺮﻳﺰﻭ ﺳﺎﺯﻣﺎﻧﻮﻧﻮ ﻟﻜﻪ ﺳﻮﺩﺍ‪‬ﺮﻳﺰﻭ ﺍﺗﺎﻗﻮﻧﻮ ﻏ‪‬ﻱ ﺷﺊ‪.‬‬
‫ﻭﺭ‪‬ﭙﺎ‪‬ﻮ ﺍﻭ⋅ ﻣﺠﻠﻮ ﺗﻪ ﻟﻴﻜﻨﯥ ﻭﻛ‪‬ﺉ‪.‬‬
‫ﻫﻐﻪ ﻧﻮﺭﯤ ﻻﺭﯤ ﻫﻢ ﭼﯥ ﺳﺘﺎﺳﻮ ﺗﺮ ﭘﺎﻡ ﺩﺭ‪‬ﻲ ﭘﺮﯤ ﺯﻳﺎﺗﯥ⋅ ﻛ‪‬ﺉ‪.‬‬
‫‪ _:4‬ﺫﻫﻨﻲ ﺍﻧ‪‬ﻮﺭ‪:‬‬
‫ﺗﺎﺳﯥ ﺧﭙﻞ ﻭﺍﻙ ﺩ ﺧﭙﻞ ﺫﻫﻨﻲ ﺍﻧ‪‬ﻮﺭ ﻟﻪ ﻻﺭﯤ ﺍﻧﺘﻘﺎﻟﻮﺉ‪ ،‬ﺍﻏﯧﺰﻧﺎﻙ ﺭﻫﺒﺮﺍﻥ ﺧﭙﻞ ﻭﺍﻙ ‪‬ﺮ‪‬ﻨﺪﻭﻱ‪ ،‬ﺍﻳﺎ ﺗﺎﺳﯥ ﻳـﯥ ﻫﻢ ﺩ‬
‫ﻳﻮﻩ ‪‬ﻮﺍﻛﻤﻦ ﻣﺸﺮ ﺍﻧ‪‬ﻮﺭ ﻃﺮﺣﻪ ﻛﻮﺉ؟ ﻏ‪ ‬ﻣﻮ ﻏ‪‬ﺘﻠﻰ ﺩﻯ ﺍﻭ ﻛﻪ ﺩ ﻳﻮﻩ ﻣﺎﺷﻮﻡ ﻏ‪ ‬ﺗﻪ ﻭﺭﺗﻪ ﺩﻯ؟‪ ،‬ﺍّﻳﺎ ﺧﺒﺮﻱ ﻣﻮ ﻟﻪ‬
‫ﻛﻨ‪‬ﻠﻮ ﺳﺮﻩ ﻣﻠﯥ ﺩﻱ ﺍﻭ ﻛﻪ ﺩ " ﺍﻭ‪ ،‬ﺍﻭ‪ ،‬ﺍﻭ" ﭘﻪ ﻭﻳﻠﻮ ﺳﺮﻩ ﭘﺮ ﺗﻮﺭﻭ ﺍﻭ ﻛﻠﻴﻤﻮ ﺷﻚ ﻛﻮﺉ؟ ﻛﻪ ﻛﺎﺭ ﻣﻮ ﭘﻪ ‪‬ﻠﻴﻔﻮﻥ ﭘﻮﺭﯤ ﺍ‪‬ﻩ‬
‫ﭘﻴﺪﺍ ﻛﻮﻱ‪ ،‬ﻧﻮ ﺧﭙﻞ ﻏ‪) ‬ﺩ ﻫﻐﻪ ﭼﺎ ﭘﻪ ﺍﺟﺎﺯﻩ ﭼﯥ ﻭﺭﺳﺮﻩ ﺧﺒﺮﯤ ﻛﻮﺉ( ﺛﺒﺖ ﻛ‪‬ﺉ‪ ،‬ﭼﯥ ﺩ ﺧﭙﻞ ﻏ‪ ‬ﻟﻪ ‪‬ﺮﻧ‪‬ﻮﺍﻟﻲ ﺳﺮﻩ‬
‫ﺍﺷﻨﺎ ﺷﺊ‪ .‬ﻛﻠﻪ ﭼﯥ ﻟﻪ ﭼﺎ ﺳﺮﻩ ﺧﺒﺮﯤ ﻛﻮﺉ‪ ،‬ﻧﻮ ﺩ ﻛﺘﻮ ﻧﯧﻎ ﺍ‪‬ﻳﻜﻲ ﻭﺳﺎﺗﺊ‪ ،‬ﻫﯧ‪‬ﻜﻠﻪ ﺩﺍ ﻫـ‪‬ﻪ ﻣﻪ ﻛﻮﺉ ﭼﯥ ﺩ ﻟﻮﻣ‪‬ﻱ‬
‫ﻛﺘﻮ ﺍﻏﯧﺰ ﻟﻪ ﻣﻨ‪‬ﻪ ﻳﻮﺳﺊ‪ .‬ﻜﻪ ﻟﻮﻣ‪‬ﻧﻴﻮ ﻛﺘﻨﻮ ﺗﻪ ﺩ ﻏﻮﺭﻩ ﺫﻫﻨﻲ ﺍﻧ‪‬ﻮﺭ ‪‬ﺎﻛﻨﻪ ‪‬ﯦﺮ ﺍﺭﺯ‪‬ﺖ ﻟﺮﻱ‪.‬‬
‫"ﻣﺎﻟﻜﻮﻡ ﻓﻮﺭﺑﺲ" ﻭﻳﻠﻲ ﺩﻱ‪ ":‬ﻟﻮ‪ ‬ﻭﺩﺭﯦ‪‬ﺉ‪ ،‬ﻧﯧﻎ ﺩﺭﯦﺪﻝ ﺍﻭ ﻟﻮ‪ ‬ﺩﺭﯦﺪﻝ ﻳﻮ ﺩﺭﻭﻧﻲ ﺣﺎﻟﺖ ﺩﻯ‪ ،‬ﻟﻪ ﻟﻮ‪ ‬ﻗﺪ ﺳﺮﻩ ﻫﯧ‪‬‬
‫ﺍ‪‬ﻳﻜﻲ ﻧﻪ ﻟﺮﻱ‪ ،‬ﻫﯧ‪ ‬ﻣﺼﺮﻑ ﻧﻪ ﻟﺮﻱ‪ ،‬ﺧﻮ ﺩ ﺧﻮ‪ ‬ﻻﻣﻞ ‪‬ﺮ‪‬ﻲ"‪.‬‬
‫‪ _:5‬ﺩ ﻣﺸﺨﺼﻮ ﺍ‪‬ﻳﻜﻮ ﻋﺎﺩﺗﻮﻧﻪ‪:‬‬
‫ﺩ ﺧﺒﺮﻭ ﭘﺮ ﻭﺧﺖ ﺩ ﺧﭙﻠﻮ ﺧﺒﺮﻭ ‪‬ﻭﻝ ﺍﻭ ﺧﭙﻞ ﭼﻠﻨﺪ ﺗﻪ ﭘﺎﻣﻠﺮﻧﻪ ﻭﻛ‪‬ﺉ‪ ،‬ﻏﺎﻟﺒﺎً ﻟﻪ ﺧﺒﺮﻭ ﭘﺮﺗﻪ ‪‬ﯦﺮﯤ ﻧﻮﺭﯤ ﻋﻼﻣﯥ ﻫﻢ ﺗﺮ‬
‫ْ‪‬ﺉ ﺑﺪﻥ ﻣﻮ ﻟﻪ ﻫﻐﯥ ﻣﻮﺿﻮﻉ ﭘﺮﺗﻪ ﻧﻮﺭﯤ ﺧﺒﺮﯤ ﻭﻧﻪ ﻛ‪‬ﻱ‪ ،‬ﭼﯥ ﺗﺎﺳﯥ ﻳـﯥ ﭘﻪ‬ ‫ﻛﻠﻴﻤﻮ ﺍﻭ ﺗﻮﺭﻭ ‪‬ﯦﺮﯤ ﺧﺒﺮﯤ ﻛﻮﻱ‪ ،‬ﻫ‪‬ﻪ ﻭﻛ‬
‫ﺧﻮﻟﻪ ﻭﺍﻳﺎﺳﺖ‪.‬‬
‫ﻻﻧﺪﯦﻨﻲ ﻏﻮﺭﻩ ﻋﺎﺗﻮﻧﻪ ‪‬ﻪ ﺗﻤﺮﻳﻦ ﻛ‪‬ﺉ‪ ،‬ﭼﯥ ﺳﺘﺎﺳﻮ ﺩﻭﻳﻢ ﻃﺒﻴﻌﺖ ﺷﻲ‪.‬‬
‫ﺩ ﺧﻠﻜﻮ ﺳﺘﺮ‪‬ﻮ ﺗﻪ ﻭ‪‬ﻮﺭﺉ‪Ε.‬‬
‫ﺩ‪ Ε‬ﯧﺮﯤ ﺣﺎﻟﺖ ﻣﻮ ﻟﻪ ﺧﭙﻞ ﭘﺎﻡ ﺳﺮﻩ ﺑﺮﺍﺑﺮ ﻛ‪‬ﺉ‪.‬‬
‫ﻧﯧﻎ ﻭﺩﺭﯦ‪‬ﺉ ﺍﻭ ﭘﻪ ﻏﻮ‪ ‬ﻭﻝ ﺧﺒﺮﯤ‪ Ε‬ﻭﻛ‪‬ﺉ‪.‬‬
‫ﻟﻪ ﺑﺪﻧﻲ ﺧﻮ‪‬ﻮﻧﻮ ‪‬ﺨﻪ ﻳﻮﺍﺯﯤ ﺩ ﺧﭙﻞ ﭘﺎﻡ ‪‬ﻜﻲ ﭘﻪ ﺭﻭ‪‬ﺎﻧﻮﻟﻮ ﻛﯥ ‪‬ﻪ ﻭﺍﺧﻠﺊ‪Ε.‬‬
‫ْ‪‬ﺉ ﺍﻭ ﺗﺮ ﻫﻐﻪ ﻣﻬﺎﻟﻪ ﺑﻪ ﻣﻨﻞ ﺷﻮﯤ ﻣﺸﺮﻩ ﻧﻪ ﺷﺊ‪ ،‬ﭼﯥ ﺧﭙﻞ ﻭ‪‬ﺍﻧﺪﯤ ﻛﯧﺪﻭﻧﻜﻲ ﺫﻫﻨﻲ‬ ‫ﺩ ﻭﺍﻙ ﺩﺍ ﻳﻮ ‪‬ﻮ ﺗﻤﺮﻳﻨﻮﻧﻪ ﻫﻢ ﻭﻛ‬
‫ﺍﻧ‪‬ﻮﺭ ﻟﭙﺎﺭﻩ ﭘﻪ ﺟﻮﺕ ﺍﻭ ﻧﯧﻎ ‪‬ﻭﻝ ﻟﻴﻜﻨﻲ )ﺗﺤﺮﻳﺮﻱ(‪ ،‬ﻧﻲ )ﺷﻔﺎﻫﻲ( ﺍﻭ ﺍﻭﺭﯦﺪﻭ ﺍ‪‬ﻳﻜﻲ ﺯﺩﻩ ﻧﻪ ﻛ‪‬ﺉ‪ .‬ﻮﻝ ‪‬ﻴﺰﻭﻧﻪ ﺩ‬
‫ﺍ‪‬ﻳﻜﻮ ﻳﻮ ‪‬ﻭﻝ ﺩﻯ‪.‬‬

‫ﻟﻨ‪‬ﻳﺰ _ ‪‬ﻟﺒﻨﺪﻱ‬

‫ﻣﺸﺮ ) ﺭﻫﺒﺮ(‪:‬‬
‫ﺧﭙﻞ ﻫﺪﻓﻮﻧﻪ ﺭﻭ‪‬ﺎﻥ ﺍﻭ ﺗﺮﻻﺳﻪ ﻛﯧﺪﻭﻧﻜﻲ ﺳﺎﺗﻲ‪Ε.‬‬
‫‪ Ε‬ﺩ ﺩﻧﺪﻭ ﺗﺮﻣﻨ‪ ‬ﻳﻮ ﺗﻌﺎﺩﻝ ﺳﺎﺗﻲ‪ ،‬ﭼﯥ ﻟﻪ ﺯﻳﺎﻧﺮﺳﻮﻭﻧﻜﻮ ﺭﻭﺍﻧﻲ ﻓﺸﺎﺭﻭﻧﻮ ‪‬ﺨﻪ ﺧﻼﺻﻮﻥ ﻭﻣﻮﻣﻲ‪.‬‬
‫ﺩ ﺑﺮﻳﺎﻟﻴﺘﻮﺏ ﻟﭙﺎﺭﻩ ﭘﻪ ﭘﻮﺭﻩ ‪‬ﻮﺍﻙ ﻳﻮﻩ ﻏﻮ‪‬ﻪ ﭘﺮﯦﻜ‪‬ﻩ ﻛﻮﻱ‪Ε.‬‬
‫ﺧﭙﻞ ﭼﻠﻨﺪ‪ Ε‬ﺍﺭﺯﻭﻱ‪ ،‬ﭼﯥ ﻟﻪ ‪‬ﻪ ﻭﺍﻟﻲ ‪‬ﺨﻪ ﻳـﯥ ‪‬ﺍ‪‬ﻩ ﺷﻲ‪.‬‬
‫ﺩ ﺍ‪‬ﺗﻴﺎ ﭘﺮ ﻭﺧﺖ ﺧﭙﻞ ﭘﺮﻭ‪‬ﺮﺍﻣﻮﻧﻪ ﺑﺪﻟﻮﻱ‪ Ε‬ﺍﻭ ﻳﺎ ﺑﻴﺎ ﻛﺘﻨﻪ ﻭﺭﺑﺎﻧﺪﯤ ﻛﻮﻱ‪.‬‬
‫ﺩ ﻫﺪﻓﻮﻧﻮ ﺗﺮﻻﺳﻪ ﻛﻮﻝ ﺟﻮﺗﻮﻱ‪Ε.‬‬
‫ﺩ ﻣﺎﺗﯥ ﺍﻭ ﺯﺩﻩ‪ Ε‬ﻛ‪‬ﯤ ﺗﻮﭘﻴﺮﻭﻧﻪ ﭘﯧﮋﻧﻲ‪.‬‬
 ‫ﺍﻭﭼﺖ ﺑﺎﻭﺭ ﻟﺮﻱ ﺍﻭ ﻫﻐﻪ ﺗﻪ ﻛﺎﺭ ﻛﻮﻱ‪Ε.‬‬
‫ﺑﻮﺧﺘﻴﺎﻭﯤ ﺍﻭ‪ Ε‬ﻣﺼﺮﻭﻓﻴﺘﻮﻧﻪ ﻟﺮﻱ‪.‬‬
‫ﺩ ﺭﻫﺒﺮ‪ ‬ﺩ ‪‬ﺘﺎﺑﻪ ‪‬ﮕـ‪‬ﯥ‪:‬‬
‫‪‬ـﮕﺮﻧـ‪‬ﮕﻪ ﭼﯥ ﺗﺎﺳﯥ ﺷﺨﺼﻲ ﻗﺪﺭﺕ ﺭﻭﺯﺉ‪ ،‬ﻧﻮ ﻭﺭﭘﺴﯥ ﻫﻤﻤﺴﻠﻜﻲ ﺍﻭ ﻭﻇﻴﻔﻮﻱ ‪‬ﻮﺍﻙ ﻫﻢ ﺭﺍ‪‬ﻲ‪ ،‬ﺗﺎﺳﯥ ‪‬ﺎﻥ ﺍﻭ‬
‫ﻧﻮﺭﻭ ﻣﺴﻠﻜﻮ ﺗﻪ ﺩ )ﺑﺮﻱ _ ﺑﺮﻱ( ﻣﻮﻗﻌﻴﺖ ﺍﻳﺠﺎﺩﻭﺉ‪ .‬ﭼﺎﭘﯧرﻳﺎﻝ ﺗﻪ ﺩ ﺧﭙﻞ ‪‬ﻮﺍﻙ ﭘﻪ ﻣﻨﻠﻮ‪ ،‬ﺗﺎﺳﯥ ﻫﻐﻪ ‪‬ﻮﺍﻛﻤﻦ ﻛﺲ‬
‫ﺟﻮ‪‬ﯦﺪﻯ ﺷﺊ‪ ،‬ﭼﯥ ﻫﻴﻠﻪ ﻳـﯥ ﻟﺮﺉ‪.‬‬
‫ﮊﻭﻧﺪ ﻣﻮ ﭘﻪ ﺯ‪‬ﻩ ﭘﻮﺭﻯ ﺍﻭ ﺭﺍﺿﻲ ﻛﻮﻭﻧﻜﻰ ﺗﯧﺮﯦ‪‬ﻱ‪ ،‬ﻜﻪ ﺩ ﻭﺩﯤ ﻟﭙﺎﺭﻩ ﺑﻪ ﻭﺧﺖ ﻟﺮﺉ‪ ،‬ﺗﺎﺳﯥ ﺩﺍﺳﻲ ﺷﻴﺎﻥ ﻟﻜﻪ‪ :‬ﺳﻔﺮ‪ ،‬ﭘﻪ‬
‫ﺯ‪‬ﻩ ﭘﻮﺭﯤ ﺧﻮﻧﯥ ﺍﻭ ﺳﻴﻤﻴﻨﺎﺭﻭﻧﻪ ﺗﺠﺮﺑﻪ ﻛﻮﺉ ﺍﻭ ﻭﻳﻨﺊ ﻳﯥ‪ .‬ﭘﻪ ﺩﯤ ﺗﻮ‪‬ﻪ ﺳﺘﺎﺳﻮ ﺩ ﻟﻴﺪ ﺯﺍﻭﻳﻪ ﭘﻪ ﻫﺮﻩ ﺑﺮﺧﻪ ﻛﯥ ﭘﺮﺍﺧﯧ‪‬ﻱ‪.‬‬
‫ﻧﻮﺭ ﭘﻪ ﺯ‪‬ﻩ ﭘﻮﺭﻱ ﺧﻠﻚ‪ ،‬ﯦﺮ ﻣﺴﺌﻮﻟﻴﺘﻮﻧﻪ ﺍﻭ ﺧﺒﺮﺗﻴﺎﻭﯤ ﻫﻢ ﻭﻳﻨﺊ‪ ،‬ﻧﻮﺭ ﺧﻠﻚ ﺑﻪ ‪‬ﯦﺮﻩ ﺍ‪‬ﺗﻴﺎ ﺩﺭﺗﻪ ﻟﺮﻱ‪ ،‬ﭘﻪ ﻋﻤﻠﻲ ‪‬ﻭﻝ‬
‫‪‬ﻮﻝ ﺳﺎﺯﻣﺎﻧﻮﻧﻪ ﺩﺍﺳﯥ ﻣﯧﺮﻣﻨﯥ ﻟ‪‬ﻮﻱ ﭼﯥ ﺩ ﺭﻫﺒﺮ‪ ‬ﻟﭙﺎﺭﻩ ‪‬ﻮﺍﻙ ﻭﻟﺮﻱ‪.‬‬
‫‪‬ﻴﻨﻪ ﺭﻫﺒﺮﺍﻧﯥ ‪‬ﯦﺮ ﻟ‪‬ﺖ ﺗﻪ ﺍ‪‬ﺗﻴﺎ ﻟﺮﻱ ﺍﻭ ﻟﻪ ‪‬ﯦﺮﯤ ﺍﺯﺍﺩ‪ ‬ﺨﻪ ﺑﺮﺧﻤﻨﯥ ﺩﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﻧﻔﺲ ﺗﻪ ﺩﺭﻧﺎﻭﻯ‪ κ‬ﺯﻳﺎﺗﯧ‪‬ﻱ‪.‬‬
‫ﺳﺘﺎﺳﻮ ﺩ ﺩﻧﺪﯤ ﻭﺧﺖ ‪‬ﯦﺮﯦ‪‬ﻱ‪κ.‬‬
‫ﻟﻪ ‪‬ﻮﺍﻙ ﺳﺮﻩ ﺩ ﺭﺍﺣﺘ‪ ‬ﯦﺮ ﺍﺣﺴﺎﺱ‪ κ‬ﻛﻮﺉ‪.‬‬
‫ﺩﺍ ‪‬ﻮﻝ ﻫﻐﻪ ﺩﻟﻴﻠﻮﻧﻪ ﺩﻱ ﭼﯥ ﺗﺎﺳﯥ ‪‬ﻪ ‪‬ﻴﻨﻪ ﺭﻫﺒﺮﻩ ﺷﺊ ﺩﺍ ﻣﺴﺌﻠﻪ ﭘﻪ ﺗﺎﺳﻮ ﭘﻮﺭﯤ ﺍ‪‬ﻩ ﻟﺮﻱ‪.‬‬
‫ﻣﺴﻠﻜﻲ ﭘﺮﻣﺨﺘـ‪ _ ‬ﻟﻨ‪‬ﻳﺰ‪:‬‬
‫ﻫﻐﻪ ﭘﻮ‪‬ﺘﻨﯥ‪ ،‬ﭼﯥ ﻭ‪‬ﺍﻧﺪﯤ ﻣﻮ ﭘﻪ ﺻﺪﺍﻗﺖ ﺳﺮﻩ ‪‬ﻮﺍﺏ ﻛ‪‬ﯤ‪ ،‬ﺗﺎﺳﻮ ﺗﻪ ﺩﺍ ﻻﺭ‪‬ﻮﻭﻧﻪ ﻛﻮﻱ‪ ،‬ﻟﻪ ﺩﯤ ﻛﺘﺎﺏ ‪‬ﺨﻪ ﺯﺩﻩ ﻛ‪‬ﻱ‬
‫ﺷﻴﺎﻥ ﻭﻛﺎﺭﻭﺉ‪ ،‬ﺧﭙﻞ ‪‬ﻮﺍﺑﻮﻧﻪ ﺑﻪ ﭘﻪ ﻣﺸﺨﺼﻮ ﻓﺎﺻﻠﻮ ﻛﯥ ﭘﻪ ﻟﻨ‪‬ﻩ ﺗﻮ‪‬ﻪ ﺑﻴﺎﻥ ﻛ‪‬ﺉ‪:‬‬
‫‪ .1‬ﺳﺘﺎﺳﻮ ﺩ ﻣﺴﻠﻜﻲ ﭘﺮﻣﺨﺘـ‪ ‬ﻫﺪﻓﻮﻧﻪ ﻛﻮﻡ ﺩﻱ؟‬
‫‪ .2‬ﭘﻪ ﺩﯤ ﻭﺭﻭﺳﺘﻴﻮ ﻛﯥ ﻣﻮ ﻛﻮﻡ ﻧﻮﻱ ﻣﻬﺎﺭﺗﻮﻧﻪ ﺯﺩﻩ ﻛ‪‬ﻱ‪ ،‬ﭼﯥ ﻫﺪﻓﻮﻧﻮ ﺗﻪ ﺩ ﺭﺳﯧﺪﻭ ﭘﻪ ﺑﺮﺧﻪ ﻛﯥ ﺳﺘﺎﺳﻮ ﻣﺮﺳﺘﻪ‬
‫ﻛﻮﻱ؟‬
‫‪ .3‬ﺧﭙﻠﯥ ﻣﺴﻠﻜﻲ ﻟﻮ‪‬ﺗﻴﺎ ﺗﻪ ﻣﻮ ﻛﻮﻣﯥ ﺯﺩﻩ ﻛ‪‬ﯤ ﻟﻴﺪﻟﯥ ﺩﻱ؟‬
‫‪ .4‬ﺩ ﺳ‪ ‬ﻛﺎﻝ ﺩ ﺯﺩﻩ ﻛ‪‬ﯤ ﻟﭙﺎﺭﻩ ﻣﻮ ‪‬ﻪ ﭘﻼﻥ ﺟﻮ‪ ‬ﻛ‪‬ﻯ ﺩﻯ؟‬
‫‪ .5‬ﭘﻪ ﺩﯤ ﺗﯧﺮﻭ ‪‬ﻮ ﻣﻴﺎﺷﺘﻮ ﻛﯥ ﻣﻮ ﺩ ﺧﭙﻞ ﻛﺎﺭ ﭘﻪ ﺍ‪‬ﻩ ﻛﻮﻣﯥ ﻣﺴﻠﻜﻲ ﻟﻴﻜﻨﯥ ﻟﻮﺳﺘﯥ ﺩﻱ؟‬
‫‪ .6‬ﺍﻭﺱ ﭘﻪ ﻛﻮﻡ ﺳﺎﺯﻣﺎﻥ ﻳﺎ ﺷﺒﻜﯥ ﭘﻮﺭﯤ ﺍ‪‬ﻩ ﻟﺮﺉ؟‬
‫‪ .7‬ﺩ ﺭﺍﺗﻠﻮﻧﻜﻲ ﭘﻪ ﺍ‪‬ﻩ ﻣﻮ ﺩ ﻣﺴﻠﻜﻲ ﭘﺮﻣﺨﺘـ‪ ‬ﭘﺮﻭ‪‬ﺮﺍﻡ ‪‬ﻪ ﺩﻯ؟‬
‫‪ .8‬ﻨـ‪‬ﻪ ﻫﻮ‪ ‬ﻟﺮﺉ‪ ،‬ﻫﻐﻪ ‪‬ﻪ ﭼﯥ ﻣﻮ ﻟﻪ ﺩﯤ ﻛﺘﺎﺏ ‪‬ﺨﻪ ﺯﺩﻩ ﻛ‪‬ﻝ‪ ،‬ﺩ ﺭﻫﺒﺮﻳﺰﻭ ﻣﻬﺎﺭﺗﻮﻧﻮ ﭘﻪ ﺍ‪‬ﻩ ﻳـﯥ ‪‬ﻨـ‪‬ﻪ ﺍﺭﺯﻭﺉ؟‬