‫ﺍﻟﺷﺭﻛﺔ ﺍﻟﻌﺭﺑﻳﺔ‬ ‫ﺗﺷﺭﻳﻥ ﺍﻷﻭﻝ‬

‫ﻟﻺﻋـﻼﻡ ﺍﻟﻌﻠﻣﻲ‬ ‫ﺃﻛﺗﻭﺑﺭ )‪ 2011‬ﻡ(‬

‫) ﺷﻌﺎﻉ (‬ ‫ﺫﻭ ﺍﻟﻘﻌﺩﺓ )‪ 1432‬ﻫـ(‬

‫ﺍﻟﻘﺎﻫﺭﺓ‬ ‫ﺍﻟﺳﻧـــﺔ ﺍﻟﺗﺎﺳــﻌﺔ ﻋﺷـﺭﺓ‬

‫ﺝ‪.‬ﻡ‪.‬ﻉ‬ ‫ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ‬

‫ﻧﺳﺧﺔ ﺇﻟﻛﺗﺭﻭﻧﻳﺔ ﻓﻘﻁ‬ ‫ﺍﻟــــﻌـﺩﺩ ‪468‬‬

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‫‪⁄É©dG Ò¨àd ∂°ùØf ÒZ‬‬

‫‪u‬‬
‫ﻓﻌﺎﻟﻳﺔ ﺷﺧﺻﻳﺔ‬

‫ﻛﻳﻑ ﺗﻧﺟﺢ ﺑﺩﻭﻥ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ!‬

‫ﺍﻟﻣﺅﻟﻔﻭﻥ‪ :‬ﻛﻳﺭﻱ ﺑﺎﺗﺭﺳﻭﻥ ﻭﺁﺧﺭﻭﻥ‬

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‫ﻗﺩﺭﺓ ﺍﻹﻧﺳﺎﻥ ﻋﻠﻰ ﺗﺄﺟﻳﻝ ﺭﻏﺑﺎﺗﻪ ﺗﺣﺩﺩ ﻣﺩﻯ ﻧﺟﺎﺣﻪ‬ ‫‪A»°T πc â°ù«d IOGQE’G Iƒb‬‬
‫ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻁﻭﻳﻝ‪.‬‬
‫ﻭﻟﻛﻥ ﻫﻧﺎﻙ ﻣﻥ ﺑﺎﻟﻐﻭﺍ ﻓﻲ ﺗﻔﺳﻳﺭ ﻧﺗﺎﺋﺞ ﻫﺫﻩ ﺍﻷﺑﺣﺎﺙ‬ ‫ﻣﻧﺫ ﺧﻣﺳﺔ ﻋﻘﻭﺩ ﺗﻘﺭﻳﺑًﺎ‪ ،‬ﺃﺟﺭﻯ ﻋﺎﻟﻡ ﺍﻟﻧﻔﺱ ﺍﻷﻣﺭﻳﻛﻲ‬
‫ﺣﻳﻥ ﺍﻓﺗﺭﺿﻭﺍ ﺃﻥ ﺍﻟﺳﺑﺏ ﺍﻟﻭﺣﻳﺩ ﺍﻟﺫﻱ ﻳﺣﺩﺩ ﻗﺩﺭﺓ‬ ‫”ﻭﺍﻟﺗﺭ ﻣﻳﺷﻳﻝ“ ﺗﺟﺭﺑﺔ ﻋﻠﻰ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻷﻁﻔﺎﻝ‪،‬‬
‫ﺍﻷﻁﻔﺎﻝ ﻋﻠﻰ ﺍﻟﺗﺣﻛﻡ ﻓﻲ ﺭﻏﺑﺎﺗﻬﻡ ﻫﻭ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ‬ ‫ﺣﻳﺙ ﺗﺭﻛﻬﻡ ﺑﻣﻔﺭﺩﻫﻡ ﻓﻲ ﻏﺭﻓﺔ ﻭﻣﻌﻬﻡ ﻋﺩﺓ ﻗﻁﻊ‬
‫ﺍﻟﻁﺑﻳﻌﻳﺔ ﺍﻟﺗﻲ ﻳﺗﻣﺗﻌﻭﻥ ﺑﻬﺎ‪ ،‬ﻭﻛﺄﻧﻬﻡ ﺃﻗﻭﻯ ﺑﺎﻟﻔﻁﺭﺓ‪.‬‬ ‫ﺣﻠﻭﻯ‪ ،‬ﻭﺃﺧﺑﺭﻫﻡ ﺃﻥ ً‬
‫ﻛﻼ ﻣﻧﻬﻡ ﻳﺳﺗﻁﻳﻊ ﺗﻧﺎﻭﻝ ﻗﻁﻌﺔ‬
‫ﻭﻫﺫﺍ ﻫﻭ ﺫﺍﺕ ﺍﻻﻓﺗﺭﺍﺽ ﺍﻟﺫﻱ ﻧﺳﻭﻗﻪ ﻷﻧﻔﺳﻧﺎ ﻋﻧﺩﻣﺎ‬ ‫ﺣﻠﻭﻯ ﻭﺍﺣﺩﺓ ﻓﻲ ﺍﻟﺣﺎﻝ ﺃﻭ ﺍﻻﻧﺗﻅﺎﺭ ﺣﺗﻰ ﻳﻌﻭﺩ ﻭﻳﻣﻧﺢ‬
‫ﻧﻔﺷﻝ ﻓﻲ ﺗﻐﻳﻳﺭ ﺇﺣﺩﻯ ﻋﺎﺩﺍﺗﻧﺎ‪ .‬ﻭﻫﺫﻩ ﻧﻅﺭﻳﺔ ﺧﺎﻁﺋﺔ‬ ‫ﻛﻼ ﻣﻧﻬﻡ ﻗﻁﻌﺗﻳﻥ‪ .‬ﺍﻛﺗﺷﻑ ”ﻣﻳﺷﻳﻝ“ ﺃﻥ ﺍﻷﻁﻔﺎﻝ‬ ‫ً‬
‫ﺗﺟﻌﻠﻧﺎ ﻧﻘﻑ ﻋﺎﺟﺯﻳﻥ ﻋﻥ ﺗﻐﻳﻳﺭ ﻋﺎﺩﺍﺗﻧﺎ ﺍﻟﺳﻠﺑﻳﺔ ﻭﺗﻁﻭﻳﺭ‬ ‫ﺍﻟﺫﻳﻥ ﺻﻣﺩﻭﺍ ﺃﻣﺎﻡ ﺇﻏﺭﺍءﺍﺕ ﻗﻁﻊ ﺍﻟﺣﻠﻭﻯ ﻭﺍﻧﺗﻅﺭﻭﺍ‬
‫ﻣﻬﺎﺭﺍﺗﻧﺎ ﺍﻟﺣﻳﺎﺗﻳﺔ‪ .‬ﻓﻌﻧﺩﻣﺎ ﻳﻌﺗﻘﺩ ﺃﺣﺩﻧﺎ ﺃﻥ ﻗﺩﺭﺗﻪ ﻋﻠﻰ‬ ‫ﻛﺎﻧﻭﺍ ﻳﺗﻣﺗﻌﻭﻥ ﺑﺄﺩﺍء ﺃﻓﺿﻝ ﻓﻲ ﺟﻣﻳﻊ ﻧﻭﺍﺣﻲ ﺣﻳﺎﺗﻬﻡ‪،‬‬
‫ﺍﺗﺧﺎﺫ ﻗﺭﺍﺭﺍﺕ ﺳﻠﻳﻣﺔ ﺗﻌﺗﻣﺩ ﻋﻠﻰ ﻗﻭﺓ ﺇﺭﺍﺩﺗﻪ ﻓﺣﺳﺏ‪،‬‬ ‫ﻣﻘﺎﺭﻧﺔ ﺑﺎﻷﻁﻔﺎﻝ ﺍﻟﻣﻧﺩﻓﻌﻳﻥ ﺍﻟﺫﻳﻥ ﺃﻛﻠﻭﺍ ﺍﻟﺣﻠﻭﻯ‬
‫ﻭﺃﻥ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ ﻫﻲ ﻣﻳﺯﺓ ﻁﺑﻳﻌﻳﺔ ﻳﻭﻟﺩ ﺑﻬﺎ ﺍﻹﻧﺳﺎﻥ‪،‬‬ ‫ﻓﻭﺭ ﺍﻻﻧﻔﺭﺍﺩ ﺑﻬﺎ‪ .‬ﻭﺑﻣﺗﺎﺑﻌﺔ ﺍﻷﺑﺣﺎﺙ ﻟﻌﻘﺩﻳﻥ ﺗﺎﻟﻳﻳﻥ‬
‫ﻓﺈﻧﻪ ﻳﺗﻭﻗﻑ ﻋﻥ ﻣﺣﺎﻭﻟﺔ ﺍﻟﺗﻐﻳﻳﺭ‪ ،‬ﻭﻳﻛﺭﻩ ﻧﻔﺳﻪ ﺑﺳﺑﺏ‬ ‫ً‬
‫ﺃﻳﺿﺎ ﺃﻥ‬ ‫ﻣﻥ ﺍﻟﺯﻣﻥ ﺗﺑﻳﻥ‬
‫ﻋﺎﺩﺍﺗﻪ ﺍﻟﺳﻳﺋﺔ!‬ ‫ﺍﻷﻁﻔﺎﻝ ﺍﻟﺫﻳﻥ ﺃﺟﱠ ﻠﻭﺍ ﺇﺷﺑﺎﻉ‬
‫‘ ‪:á°UÓî`dG √òg‬‬ ‫ﺭﻏﺑﺎﺗﻬﻡ ﺣﻘﻘﻭﺍ ﻧﺗﺎﺋﺞ ﺃﻓﺿﻝ‬
‫ﻟﻛﻥ ﺍﻟﺩﻛﺗﻭﺭ ”ﻣﻳﺷﻳﻝ“ ﺫﻫﺏ‬ ‫ﻓﻲ ﺍﻻﺧﺗﺑﺎﺭﺍﺕ ﺍﻟﻣﺩﺭﺳﻳﺔ‪،‬‬
‫▼ ﻛﻳﻑ ﺗﺳﺗﻔﻳﺩ ﻣﻥ ﺗﻁﺑﻳﻘﺎﺕ ﻋﻠﻡ ﺍﻟﺗﻐﻳﻳﺭ ﻓﻲ ﺑﻳﺋﺔ‬
‫ﺇﻟﻰ ﺃﺑﻌﺩ ﻣﻥ ﺫﻟﻙ‪ ،‬ﻓﺑﻌﺩ‬ ‫ﻭﺣﻅﻭﺍ ﺑﻌﻼﻗﺎﺕ ﺍﺟﺗﻣﺎﻋﻳﺔ‬
‫ﺍﻟﻌﻣﻝ‬
‫ﺑﺿﻊ ﺳﻧﻭﺍﺕ‪ ،‬ﻁﺭﺡ ﻣﻊ‬ ‫▼ ﻣﺎ ﻫﻭ ﻋﻠﻡ ﺍﺟﺗﻣﺎﻉ ﺗﻐﻳﻳﺭ ﺍﻟﺷﺧﺻﻳﺔ؟‬ ‫ﻗﻭﻳﺔ ﻭﺣﻳﺎﺓ ﺳﻌﻳﺩﺓ؛ ﻭﻫﻛﺫﺍ‬
‫ﻋﺎﻟﻡ ﺍﻟﻧﻔﺱ ”ﺃﻟﺑﺭﺕ ﺑﻧﺩﻭﺭﺍ“‬ ‫▼ ﺃﺳﺎﻟﻳﺏ ﺗﺣﻭﻳﻝ ﺍﻟﻣﺳﺗﻘﺑﻝ ﺇﻟﻰ ﻣﺳﺎﺭ ﻟﻠﺗﻐﻳﻳﺭ‬ ‫ﺍﺳﺗﻧﺗﺞ ﺍﻟﺩﻛﺗﻭﺭ ”ﻣﻳﺷﻳﻝ“ ﺃﻥ‬
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‫ﺳﺅﺍﻻ ﻣﻬﻣًﺎ ﺣﻭﻝ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺕ ﺍﻹﺭﺍﺩﺓ ﻫﻲ ﻓﻲ ﺟﻭﻫﺭﻫﺎ‬
‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ ‪ -‬ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ ‪) -‬ﺃﻛﺗﻭﺑﺭ ‪468 - (2011‬‬ ‫‪!á°SGQódG IOÉeh ¢SQGódG âfCG‬‬
‫ﻣﻬﺎﺭﺓ‪ .‬ﻭﺷﻛﻙ ﺍﻟﻌﺎﻟﻣﺎﻥ ﻓﻲ ﺃﻥ ﺍﻷﻁﻔﺎﻝ ﺍﻟﺫﻳﻥ ﺗﺣﻛﻣﻭﺍ‬
‫ﻣﺎ ﻫﻭ ﺣﻝ ﻣﺷﻛﻠﺔ ”ﺗﻣﻳﻡ“؟ ﻣﺎ ﺍﻟﺧﻁﺄ ﺍﻟﺫﻱ ﺍﺭﺗﻛﺑﻪ؟‬ ‫ﻓﻲ ﺭﻏﺑﺎﺗﻬﻡ ﻟﻡ ﻳﻛﻭﻧﻭﺍ ﻓﻘﻁ ﻣﺣﻔﺯﻳﻥ ﻟﺫﻟﻙ‪ ،‬ﺑﻝ ﺗﻭﻓﺭﺕ‬
‫ﻳﻔﺷﻝ ﻣﻌﻅﻣﻧﺎ ﻓﻲ ﺍﻟﻭﺻﻭﻝ ﺇﻟﻰ ﺃﻫﺩﺍﻓﻬﻡ ﺍﻟﺷﺧﺻﻳﺔ‬ ‫ﻟﻬﻡ ”ﻗﺩﺭﺓ“ ﺍﻟﺗﺣﻛﻡ ﺑﺳﺑﺏ ﺍﻛﺗﺳﺎﺑﻬﻡ ﻣﻬﺎﺭﺓ ﺃﻭ ﺍﺛﻧﺗﻳﻥ‬
‫ﻟﻌﺩﻡ ﺇﺩﺭﺍﻛﻬﻡ ﺍﻟﻌﻭﺍﻣﻝ ﺍﻟﻣﺅﺛﺭﺓ ﻓﻲ ﺳﻠﻭﻛﻬﻡ‪ .‬ﻟﻛﻥ‬ ‫ﺇﺿﺎﻓﻳﺗﻳﻥ‪ .‬ﻫﺫﻩ ﺍﻟﻧﺗﻳﺟﺔ ﺗﻭﺿﺢ ﺃﻥ ﺍﻟﻔﺷﻝ ﻓﻲ ﺗﺳﺧﻳﺭ‬
‫”ﺗﻣﻳﻡ“ ﻟﻳﺱ ﻛﺫﻟﻙ‪ ،‬ﺑﻝ ﻭﺿﻊ ﺧﻁﺔ ﺍﻋﺗﻘﺩ ﺃﻧﻬﺎ ﻣﺣﻛﻣﺔ‬ ‫ﺍﻟﻧﻭﺍﺯﻉ ﺍﻟﺷﺧﺻﻳﺔ ﻏﻳﺭ ﻣﺭﺗﺑﻁ ﺑﺎﻟﻧﺷﺄﺓ ﻭﺇﻧﻣﺎ ﺑﻣﻬﺎﺭﺍﺕ‬
‫ﺑﻌﺩ ﺃﻥ ﺣﻠﻝ ﺍﻟﻣﺻﺎﺩﺭ ﺍﻟﺳﺗﺔ ﻟﻠﺗﺄﺛﻳﺭ ﻭﺍﺗﺑﻊ ﻣﻧﻬﺟﻳﺔ‬ ‫ﻳﻣﻛﻥ ﺍﻛﺗﺳﺎﺑﻬﺎ‪ .‬ﻓﻌﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ ﺍﻷﻣﺭ ﺑﺗﻐﻳﻳﺭ ﺍﻟﺳﻠﻭﻙ‪،‬‬
‫ﻭﺍﺿﺣﺔ ﻟﻠﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ‪ .‬ﻓﻠﻣﺎﺫﺍ ﺗﻌﺛﱠﺭ ﺇﺫﻥ؟ ﻫﺫﺍ ﻣﺎ‬
‫ﺗﻠﻌﺏ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺩﻭﺭﻫﺎ‪ ،‬ﻭﺗﺣﺭﻙ ﻓﻳﻧﺎ ﺍﻷﻣﻝ ﻟﻧﻌﻠﻡ‬
‫ﻳﺟﻳﺏ ﻋﻧﻪ ﺃﻭﻟﺋﻙ ﺍﻟﺫﻳﻥ ﻧﺟﺣﻭﺍ ﺑﺎﻟﻔﻌﻝ‪ .‬ﻓﻌﻧﺩﻣﺎ ﻧﻧﻅﺭ‬
‫ﺃﻁﻔﺎﻟﻧﺎ ﻣﺯﻳ ًﺩﺍ ﻣﻥ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ ﺗﺳﺎﻋﺩﻫﻡ ﻋﻠﻰ ﺗﺄﺟﻳﻝ‬
‫ﺇﻟﻰ ﺍﻟﺫﻳﻥ ﺣﺎﻓﻅﻭﺍ ﻋﻠﻰ ﻧﺟﺎﺣﻬﻡ ﻧﻛﺗﺷﻑ ﺃﻣﺭﻳﻥ‪:‬‬ ‫ً‬
‫ً‬ ‫ﺑﺩﻻ ﻣﻥ ﺍﻟﻅﻥ ﺍﻟﺧﺎﻁﺊ ﺑﺄﻥ ﺃﺑﻧﺎءﻧﺎ‬ ‫ﺇﺷﺑﺎﻉ ﺭﻏﺑﺎﺗﻬﻡ‬
‫ﻁﻭﻳﻼ ﻗﺑﻝ ﺗﺣﻘﻳﻕ ﺍﻟﻧﺟﺎﺡ‬ ‫‪ -1‬ﺃﻧﻬﻡ ﺗﻌﺛﺭﻭﺍ‬
‫ﺳﻳﻌﻳﺷﻭﻥ ﺑﻼ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ ﻣﺩﻯ ﺍﻟﺣﻳﺎﺓ‪.‬‬
‫‪ -2‬ﻛﺎﻧﺕ ﺧﻁﻁﻬﻡ ﻟﻠﺗﻐﻳﻳﺭ ﺫﺍﺗﻳﺔ‬

‫ﺍﻟﺫﻳﻥ ﺗﻐﻳﺭﻭﺍ ﺍﻛﺗﺷﻔﻭﺍ ﻣﺎ ﻳﻼﺋﻣﻬﻡ ﻣﻥ ﺗﺟﺎﺭﺏ ﺑﺎﻟﻣﺣﺎﻭﻟﺔ‬ ‫‪k ``¡`°S ¢ù`«`d ô``eC’G‬‬
‫‪!Ó‬‬
‫ﻭﺍﻟﺧﻁﺄ‪ .‬ﺟﺭﺑﻭﺍ ﺗﻘﻧﻳﺔ ﺟﺩﻳﺩﺓ‪ ،‬ﻭﺣﺭﺻﻭﺍ ﻋﻠﻰ ﺍﻟﺗﻌﻠﻡ‬
‫ﻭﺍﻟﻣﺣﺎﻭﻟﺔ ﺍﻟﻣﺳﺗﻣﺭﺓ‪ .‬ﺗﻘﺩﻣﻭﺍ ﺧﻁﻭﺍﺕ ﺇﻟﻰ ﺍﻷﻣﺎﻡ ﻓﻲ‬ ‫ﻗﺭﺭ ﺃﺣﺩ ﺍﻷﺷﺧﺎﺹ ﻭﻳُﺩﻋﻰ ”ﺗﻣﻳﻡ“ ﺗﺟﺭﺑﺔ ﻭﺗﻁﺑﻳﻕ‬
‫ﻁﺭﻳﻕ ﺗﺣﻘﻳﻕ ﺧﻁﻁﻬﻡ ﺍﻟﺗﻲ ﺗﻌﺎﻣﻠﺕ ﻣﻊ ﻛﻝ ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﻧﺗﺎﺋﺞ ﻫﺫﻩ ﺍﻷﺑﺣﺎﺙ ﻹﻧﻘﺎﺹ ﻭﺯﻧﻪ‪ ،‬ﻓﺎﺗﺑﻊ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬
‫ﺍﻟﺗﻲ ﺗﻭﺍﺟﻬﻬﻡ ﺣﺗﻰ ﺗﻣﻛﻧﻭﺍ ﻣﻥ ﺍﻟﻧﺟﺎﺡ‪ .‬ﻓﻬﻝ ﺍﻟﺧﻁﻁ‬ ‫”ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ ﺍﻟﺳﺗﺔ“‪ .‬ﻟﺗﻌﺯﻳﺯ ﺍﻟﺣﺎﻓﺯ ﺍﻟﺷﺧﺻﻲ ﺑﺫﻝ‬
‫ﺍﻟﻌﻠﻣﻳﺔ ﺍﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ ﺍﻟﺗﺟﺭﺑﺔ ﻭﺍﻟﺧﻁﺄ ﻣﻧﺎﺳﺑﺔ ﻟﻙ؟‬ ‫ﻣﺟﻬﻭ ًﺩﺍ ﻻﻛﺗﺷﺎﻑ ﺍﻟﻁﻌﺎﻡ ﺍﻟﺻﺣﻲ ﺍﻟﺫﻱ ﻳﺣﺑﻪ‪ .‬ﻭﻟﺗﻌﺯﻳﺯ‬
‫ﻟﻧﻔﺗﺭﺽ ﺃﻧﻙ ﻣﺛﻝ ”ﺗﻣﻳﻡ“ ﺗﺭﻏﺏ ﻓﻲ ﺍﺗﺑﺎﻉ ﻧﻅﺎﻡ ﻏﺫﺍﺋﻲ‬ ‫ﻗﺩﺭﺗﻪ ﺍﻟﺷﺧﺻﻳﺔ ﻗﺎﻡ ﺑﺣﺳﺎﺏ ﺍﻟﺳﻌﺭﺍﺕ ﺍﻟﺣﺭﺍﺭﻳﺔ‪ .‬ﻓﻲ‬
‫ﻹﻧﻘﺎﺹ ﺍﻟﻭﺯﻥ‪ ،‬ﻓﻬﺫﺍ ﻳﻌﻧﻲ ﺃﻧﻙ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺣﺭﻕ‬
‫ﺍﻟﺣﺎﻓﺯ ﺍﻻﺟﺗﻣﺎﻋﻲ ﻗﺭﺭ ﺑﻣﺳﺎﻋﺩﺓ ﺯﻭﺟﺗﻪ ﻋﺩﻡ ﻣﻝء‬
‫ﺳﻌﺭﺍﺕ ﺣﺭﺍﺭﻳﺔ )ﺃﻱ ﺗﺯﻳﺩ ﻣﻥ ﺣﺭﻛﺗﻙ( ﺃﻛﺛﺭ ﻣﻥ‬
‫ﺍﻟﺛﻼﺟﺔ ﺑﺎﻟﻁﻌﺎﻡ ﺍﻟﻐﻧﻲ ﺑﺎﻟﺩﻫﻭﻥ ﻭﺍﻟﺣﻠﻭﻯ ﻭﺍﺳﺗﺑﺩﺍﻟﻬﻣﺎ‬
‫ﺍﻟﺗﻲ ﺗﻛﺗﺳﺑﻬﺎ )ﺗﻐﻳﱢﺭ ﻧﻭﻉ ﺍﻷﻛﻝ(‪ .‬ﻫﺫﻩ ﻫﻲ ﺍﻟﺗﻐﻳﻳﺭﺍﺕ‬
‫ﺑﻁﻌﺎﻡ ﺻﺣﻲ‪ ،‬ﻭﺑﺩﺃ ﻳﺣﺗﻔﻝ ﻓﻲ ﻛﻝ ﻣﺭﺓ ﻳﺧﺳﺭ ﻓﻳﻬﺎ‬
‫ﺍﻟﺳﻠﻭﻛﻳﺔ ﺍﻟﺗﻲ ﺗﺣﺗﺎﺟﻬﺎ‪ .‬ﻗﺩ ﻳﻧﺻﺣﻙ ﺍﻟﻣﺣﻳﻁﻭﻥ ﺑﻙ‬
‫ﻧﺻﻑ ﻛﻳﻠﻭ ﺟﺭﺍﻡ‪ .‬ﺑﻌﺩ ﺗﻌﺯﻳﺯ ﺍﻟﺣﺎﻓﺯ ﺍﻻﺟﺗﻣﺎﻋﻲ‬
‫ﺑﺄﻥ ﺗﺭﻓﻊ ﻣﻌﺩﻝ ﺍﻟﺣﺭﻕ ﻭﺗﻘﻠﻝ ﻣﻌﺩﻝ ﺍﻻﺳﺗﻬﻼﻙ ﻭﺗﻘﺭﺃ‬
‫ﻛﺗﺏ ﺍﻟﺣﻣﻳﺔ ﺍﻟﻐﺫﺍﺋﻳﺔ ﺃﻭ ﺗﺷﺗﺭﻱ ﻋﺿﻭﻳﺔ ﻓﻲ ﺍﻟﺻﺎﻻﺕ‬ ‫ﻭﺍﻟﻘﺩﺭﺓ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﺭﻛﺯ ”ﺗﻣﻳﻡ“ ﻋﻠﻰ ﻋﻧﺻﺭ ﺍﻟﻣﻛﺎﻓﺄﺓ‪.‬‬
‫ﺍﻟﺭﻳﺎﺿﻳﺔ ﺃﻭ ﺗﺗﻧﺎﻭﻝ ﺑﻌﺽ ﺃﺩﻭﻳﺔ ﺍﻟﺗﺧﺳﻳﺱ‪ .‬ﻭﻫﻧﺎ‬ ‫ﻓﻲ ﺍﻟﺑﺩﺍﻳﺔ ﻟﻡ ﻳﺗﻭﺻﻝ ﺇﻟﻰ ﻣﺎ ﻳﺟﻌﻝ ﺍﻟﻧﻅﺎﻡ ﺍﻟﻐﺫﺍﺋﻲ‬
‫ﺗﺑﺩﺃ ﺍﻟﺧﻁﺔ ﻓﻲ ﺍﻻﻧﻬﻳﺎﺭ‪ ،‬ﻓﺎﻟﻧﺻﺎﺋﺢ ﺍﻟﺗﻲ ﻳﺳﺩﻳﻬﺎ ﺇﻟﻳﻙ‬ ‫ﺃﻛﺛﺭ ﺟﺎﺫﺑﻳﺔ‪ ،‬ﻟﻛﻧﻪ ﻗﺭﺃ ﻋﻥ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺗﺣﺗﻡ ﺍﻟﺗﺑﺭﻉ‬
‫ﺍﻟﺯﻣﻼء ﻗﺩ ﺗﻛﻭﻥ ﻣﻔﻳﺩﺓ ﻟﻬﻡ‪ ،‬ﻭﻟﻛﻧﻬﺎ ﻗﺩ ﻻ ﺗﻧﺎﺳﺑﻙ‬ ‫ﺑﺑﻌﺽ ﺍﻟﻣﺎﻝ ﻟﻣﺅﺳﺳﺔ ﻳﻛﺭﻫﻬﺎ‪ ،‬ﻋﻠﻰ ﺃﻥ ﻳﺣﻭﱢ ﻝ ﺍﻟﻣﺎﻝ‬
‫ﺃﻧﺕ‪ ،‬ﻭﻫﻛﺫﺍ ﻓﺈﻥ ﻣﻌﺭﻓﺗﻙ ﺑﻌﻠﻡ ﺍﺟﺗﻣﺎﻉ ﺍﻟﺗﻐﺫﻳﺔ ﻻ ﺗﻘﻝ‬ ‫ﺍﻟﺫﻱ ﻭﻓﺭﻩ ﺇﻟﻰ ﻫﺫﻩ ﺍﻟﻣﺅﺳﺳﺔ ﻛﻠﻣﺎ ﻓﺷﻝ ﻓﻲ ﺍﻟﻭﺻﻭﻝ‬
‫ﺃﻫﻣﻳﺔ ﻋﻥ ﻋﻠﻡ ﺍﻟﺗﻐﺫﻳﺔ ﻭﺃﺳﺎﻟﻳﺏ ﺍﻟﺗﺧﺳﻳﺱ‪ .‬ﻫﺫﺍ ﻳﺷﻣﻝ‬ ‫ﺇﻟﻰ ﻫﺩﻓﻪ ﺍﻟﺷﻬﺭﻱ!‬
‫ﻣﻌﺭﻓﺗﻙ ﺑﻧﻔﺳﻙ ﻭﻓﻬﻡ ﻋﺎﺩﺍﺗﻙ ﺍﻟﻣﺭﺍﻭﻏﺔ ﻭﺍﻟﺗﻌﺭﻑ ﻋﻠﻰ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﺑﻳﺋﺗﻙ ﺍﻟﻣﺣﻳﻁﺔ‪.‬‬ ‫ﺳﺧﺭ ”ﺗﻣﻳﻡ“ ﺍﻟﺑﻳﺋﺔ ﺍﻟﻣﺣﻳﻁﺔ ﻟﺗﺣﻘﻳﻕ ﻫﺩﻓﻪ‪ ،‬ﻓﻌﻠّﻕ‬

‫ﱠ‬
‫ﻣﻠﺻﻘﺎﺕ ﺗﻌﻛﺱ ﺍﻷﻭﺯﺍﻥ ﺍﻟﺗﻲ ﺧﺳﺭﻫﺎ‪ ،‬ﻭﺑﺭﻣﺞ‬
‫ﻻ ﺃﺣﺩ ﻳﻌﺭﻓﻙ ﺃﻛﺛﺭ ﻣﻧﻙ‪ .‬ﻓﺄﻧﺕ ﻋﺎﻟِﻡ ﺍﻻﺟﺗﻣﺎﻉ ﻭﺃﻧﺕ‬
‫ﺍﻟﻛﻣﺑﻳﻭﺗﺭ ﻟﻳﺭﺳﻝ ﺇﻟﻰ ﻫﺎﺗﻔﻪ ﺍﻟﻣﺣﻣﻭﻝ ﺭﺳﺎﺋﻝ ﺗﺫﻛﻳﺭ‬
‫ﺍﻟﺩﺍﺭﺱ ﻭﻣﺎﺩﺓ ﺍﻟﺩﺭﺍﺳﺔ‪ .‬ﻋﻧﺩﻣﺎ ﺗﺗﺣﺩﺙ ﺇﻟﻰ ﺍﻷﺷﺧﺎﺹ‬
‫ﻭﺗﺷﺟﻳﻊ‪ ،‬ﻭﻧﻘﻝ ﺍﻟﻭﺟﺑﺎﺕ ﺍﻟﺧﻔﻳﻔﺔ ﺇﻟﻰ ﺍﻟﻣﺧﺯﻥ ﺣﺗﻰ ﻻ‬
‫ﺍﻟﺫﻳﻥ ﺗﻐﻳﺭﻭﺍ‪ ،‬ﻓﺳﻭﻑ ﺗﺳﻣﻊ ﻧﻔﺱ ﺍﻟﻧﺻﻳﺣﺔ ﻣﺭﺍﺭً ﺍ‬
‫ﺗﺑﻘﻰ ﻓﻲ ﻣﺗﻧﺎﻭﻟﻪ‪ .‬ﻛﺎﻧﺕ ﺧﻁﺔ ﺭﺍﺋﻌﺔ‪ ،‬ﻟﻛﻧﻬﺎ ﻟﻡ ﺗﻧﺟﺢ!‬
‫ﻭﺗﻛﺭﺍﺭً ﺍ‪ .‬ﺳﻳﺧﺑﺭﻙ ﺃﺣﺩﻫﻡ ﻛﻳﻑ ﺍﻛﺗﺷﻑ ﻓﻲ ﺍﻟﺷﻬﺭ‬
‫ً‬
‫ﺃﺭﻁﺎﻻ ﻗﻠﻳﻠﺔ‪ ،‬ﻟﻛﻧﻪ ﻳﺋﺱ ﺑﻌﺩ ﺷﻬﺭ‬ ‫ﺇﺫ ﺧﺳﺭ ”ﺗﻣﻳﻡ“‬
‫ﺍﻷﻭﻝ ﺃﻥ ﻋﻠﻳﻪ ﺍﻟﺗﻭﻗﻑ ﻋﻥ ﺗﻧﺎﻭﻝ ﻭﺟﺑﺔ ﺍﻟﻐﺫﺍء ﺍﻟﻣﺗﺧﻣﺔ‬
‫ﺑﺎﻟﻛﻭﻟﻳﺳﺗﺭﻭﻝ‪ .‬ﻭﻓﻲ ﺍﻟﺷﻬﺭ ﺍﻟﺛﺎﻣﻥ ﺍﻛﺗﺷﻑ ﻓﻲ ﺃﺛﻧﺎء‬ ‫ﻭﺍﺳﺗﻌﺎﺩ ﺍﻟﻭﺯﻥ ﺍﻟﺫﻱ ﺧﺳﺭﻩ‪ ،‬ﻓﻘﺎﻝ ﻟﻧﻔﺳﻪ‪” :‬ﺃﻋﺭﻑ ﺃﻥ‬
‫ﺳﻔﺭﻩ ﺃﻥ ﺧﻁﺗﻪ ﺗﻧﻬﺎﺭ‪ ،‬ﻭﺑﻌﺩ ﺩﺭﺍﺳﺔ ﻧﻔﺳﻪ ﻛﻌﻳﻧﺔ‬ ‫ﻣﻧﻬﺞ ﺍﻟﺗﻐﻳﻳﺭ ﺳﻠﻳﻡ ﻭﻋﻣﻠﻲ‪ ،‬ﻟﻛﻥ ﺍﻟﻌﻳﺏ ﻓﻲ ﺃﻧﺎ!“ ﻭﻫﻛﺫﺍ‬
‫‪2‬‬ ‫ﻣﺧﺑﺭﻳﺔ ﺗﻭﺻﻝ ﺇﻟﻰ ﺍﻟﺧﻁﺔ ﺍﻟﻣﻧﺎﺳﺑﺔ ﻟﺣﺎﻟﺗﻪ ﺍﻟﻔﺭﻳﺩﺓ!‬ ‫ﻭﻗﻊ ”ﺗﻣﻳﻡ“ ﻓﻲ ﻓﺦ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ‪.‬‬
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 ‫ﻭﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﻭﺣﻳﺩﺓ ﺍﻟﻣﻌﻘﻭﻟﺔ ﻟﻠﺗﻐﻠﺏ ﻋﻠﻰ ﻣﺅﺛﺭﺍﺕ‬ ‫‪á«°üî°ûdG Ò«¨J ´ÉªàLG º∏Y‬‬

‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ ‪ -‬ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ ‪) -‬ﺃﻛﺗﻭﺑﺭ ‪468 - (2011‬‬

‫ﺍﻟﻌﺎﻟﻡ ﺍﻟﺧﺎﺭﺟﻲ ﻫﻲ ﺍﺳﺗﺧﺩﺍﻡ ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ ﺍﻟﺳﺗﺔ‬
‫ﻣﻌًﺎ‪.‬‬ ‫ﻻ ﻳﻧﺩﻓﻊ ﺧﺑﺭﺍء ﺍﻟﺗﻐﻳﻳﺭ ﺍﻟﻧﺎﺟﺣﻭﻥ ﻧﺣﻭ ﺗﺟﺭﺑﺔ ﻛﻝ ﻓﻛﺭﺓ‬
‫ﺟﺩﻳﺩﺓ‪ .‬ﺑﻝ ﻳﻁﺑﻘﻭﻥ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﺍﻟﺗﺎﻟﻳﺔ‪:‬‬
‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ‪ – 4‬ﺗﺣﻭﻳﻝ ﺍﻟﻣﻭﺍﻗﻑ ﺍﻟﺳﻠﺑﻳﺔ ﺇﻟﻰ ﺃﺭﻗﺎﻡ‬
‫ﻣﺩﺧﻥ ﻣﺳﺭﻑ ﻳﺣﺎﻭﻝ ﺍﻹﻗﻼﻉ ﻋﻥ‬ ‫ﺑﻳﺎﻧﻳﺔ‪) :‬ﺃﺳﺎﻣﺔ( ﱢ‬
‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ‪ – 1‬ﺗﺣﺩﻳﺩ ﺍﻟﻠﺣﻅﺎﺕ ﺍﻟﻣﺣﻭﺭﻳﺔ‪:‬‬
‫ﺍﻟﺗﺩﺧﻳﻥ‪ ،‬ﻟﻛﻧﻪ ﺻﺎﺩﻑ ﻣﺻﺎﺩﺭ ﺗﺄﺛﻳﺭ ﻏﻳﺭ ﻣﺗﻭﻗﻌﺔ‬ ‫ﻟﺗﻌﺭﻑ ﻟﺣﻅﺎﺗﻙ ﺍﻟﻣﺣﻭﺭﻳﺔ ﻓﺗﺵ ﻋﻥ ﺍﻟﻅﺭﻭﻑ‬
‫ﱢ‬
‫ﺍﻟﻣﺩﺧﻥ‬ ‫ﺗﺂﻣﺭﺕ ﻋﻠﻳﻪ‪ .‬ﻭﻛﺎﻥ ﺃﺣﺩﻫﺎ ﺃﺧﻭﻩ )ﻳﻭﺳﻑ(‬ ‫ﺍﻟﺗﻲ ﺗﺿﻌﻙ ﻓﻲ ﺃﻗﺻﻰ ﺩﺭﺟﺎﺕ ﺍﻹﻏﻭﺍء‪ .‬ﻗﺩ ﺗﻣﻳﻝ‬
‫ﺍﻟﺷﺭﻩ‪ .‬ﺯﻳﺎﺭﺗﻪ ﺍﻟﻣﺗﻛﺭﺭﺓ ﻷﺧﻳﻪ ﺗﺣﻳﻁﻪ ﺑﺟﻭ ﻳﺩﻓﻊ‬ ‫ِ‬ ‫ﺇﻟﻰ ﺗﺟﺎﻫﻝ ﻁﻠﺑﺎﺕ ﺍﻟﻌﻣﻼء ﺍﻟﻐﺭﻳﺑﺔ‪ ،‬ﻭﻗﺩ ﻳﺻﻳﺑﻙ‬
‫ﺑﺩﻻ ﻣﻥ ﺍﻟﺟﻠﻭﺱ ﻣﻊ ﺃﺧﻳﻪ‬ ‫ً‬ ‫ﺇﻟﻰ ﺍﻟﺗﺩﺧﻳﻥ‪ ،‬ﻟﻛﻥ‬ ‫ﺍﻟﻣﻠﻝ ﻭﺗﻣﻳﻝ ﺇﻟﻰ ﺍﻟﻌﺯﻟﺔ ﻭﺍﻟﻛﺳﻝ ﻋﻧﺩﻣﺎ ﺗﻛﻭﻥ ﺗﺣﺕ‬
‫ﻟﻠﺗﺩﺧﻳﻥ ﻣﻣﺎ ﻳﺷﻌﺭﻩ ﺑﺎﻟﺫﻧﺏ‪ ،‬ﻓﻘﺩ ﻏﻳّﺭ ﻓﻲ ﻭﺍﻗﻌﻪ‬ ‫ﺿﻐﻁ‪ .‬ﻋﻧﺩﻣﺎ ﺗﻔﻛﺭ ﻓﻲ ﺍﻟﻠﺣﻅﺎﺕ ﺍﻟﻣﺣﻭﺭﻳﺔ ﻻﺣﻅ‬
‫ﺍﻟﺧﺎﺭﺟﻲ‪ .‬ﺑﺩﺃ ﻳﻘﻠﻝ ﻋﺩﺩ ﻟﻘﺎءﺍﺗﻪ ﺑﺄﺧﻳﻪ‪ ،‬ﻭﺟﺎﻫﺩ‬ ‫ﺇﻥ ﻛﺎﻧﺕ ﺗﺣﺩﺙ ﻓﻲ ﻓﺗﺭﺍﺕ ﻣﺣﺩﺩﺓ ﺃﻭ ﺃﻣﺎﻛﻥ ﻣﺣﺩﺩﺓ‬
‫ﻟﻛﻲ ﻳﺣﺳﻥ ﺍﻟﺑﻳﺋﺔ ﺍﻟﻣﺣﻳﻁﺔ ﺑﻪ‪ ،‬ﻭﻫﻛﺫﺍ ﺣﻭﱠ ﻝ ﻟﻘﺎءﺍﺗﻪ‬ ‫ﺃﻭ ﻣﻊ ﺃﺷﺧﺎﺹ ﺑﻌﻳﻧﻬﻡ‪ ،‬ﺃﻭ ﻋﻧﺩﻣﺎ ﺗﻛﻭﻥ ﻓﻲ ﺣﺎﻟﺔ‬
‫ﺍﻟﻣﺗﻛﺭﺭﺓ ﻭﻣﺅﺷﺭﺍﺗﻬﺎ ﺍﻹﺣﺻﺎﺋﻳﺔ ﺇﻟﻰ ﻗﺭﺍﺭﺍﺕ ﺫﺍﺕ‬ ‫ﺟﺳﺩﻳﺔ ﺃﻭ ﻋﺎﻁﻔﻳﺔ ﻣﺣﺩﺩﺓ‪.‬‬
‫ﻣﻌﻁﻳﺎﺕ ﺭﻗﻣﻳﺔ‪.‬‬
‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ‪ - 2‬ﺍﺗﺑﺎﻉ ﺳﻠﻭﻛﻳﺎﺕ ﺣﻳﻭﻳﺔ‪ :‬ﺍﻟﺳﻠﻭﻙ‬
‫‪áà°ùdG ÒKCÉàdG QOÉ°üe‬‬ ‫ﺍﻟﺣﻳﻭﻱ ﻫﻭ ﺳﻠﻭﻙ ﻗﻭﻱ ﺍﻟﺗﺄﺛﻳﺭ ﻳﻘﻭﺩﻙ ﺇﻟﻰ ﺍﻟﻧﺗﺎﺋﺞ‬
‫ﺍﻟﺗﻲ ﺗﺗﻣﻧﺎﻫﺎ‪ ،‬ﻓﺿﻊ ﻗﻭﺍﻋﺩ ﻟﺗﺣﺩﻳﺩ ﻣﺎ ﺗﺭﻳﺩ‪ .‬ﺇﺫﺍ‬
‫ﻣﺻﺩﺭ ‪ :1‬ﺣﺏ ﻣﺎ ﺗﻛﺭﻩ‬ ‫ﻭﺿﻌﺕ ﺍﻟﻘﻭﺍﻋﺩ ﻗﺑﻝ ﻣﻭﺍﺟﻬﺔ ﺍﻟﺗﺣﺩﻳﺎﺕ ﺗﺯﺩﺍﺩ‬
‫ﻓﺭﺹ ﻧﺟﺎﺣﻙ ﻓﻲ ﺍﻟﺗﻐﻳﺭ ﻋﻧﺩ ﻣﺭﻭﺭﻙ ﺑﻠﺣﻅﺔ‬
‫ﺍﻟﺗﺣﺩﻱ ﺍﻟﻛﺑﻳﺭ ﻋﻧﺩﻣﺎ ﻧﺣﺎﻭﻝ ﺗﻐﻳﻳﺭ ﺃﻧﻔﺳﻧﺎ ﻫﻭ ﺍﻟﻣﻠﻝ‬ ‫ﻓﺑﺩﻻ ﻣﻥ ﻣﻭﺍﺟﻬﺔ ﻛﻝ ﻟﺣﻅﺔ ﻛﺣﺩﺙ ﻓﺭﻳﺩ‬ ‫ً‬ ‫ﻣﺣﻭﺭﻳﺔ‪،‬‬
‫ﻭﺍﻷﻟﻡ ﺍﻟﺫﻱ ﺗﺳﺑﺑﻪ ﺧﻁﻭﺍﺕ ﺗﺣﻘﻳﻕ ﺍﻟﺗﻐﻳﻳﺭ‪ .‬ﺗﻛﻣﻥ‬ ‫ﻭﻣﻔﺎﺟﺊ ﻳﺿﻌﻙ ﻓﻲ ﻣﻭﻗﻑ ﺍﻻﺧﺗﻳﺎﺭ ﺗﻛﻭﻥ ﺑﺎﻟﻔﻌﻝ‬
‫ﺍﻟﻣﺷﻛﻠﺔ ﻓﻲ ﺃﻧﻪ ﻋﻠﻳﻧﺎ ﺍﺗﺑﺎﻉ ﻫﺫﻩ ﺍﻟﺧﻁﻭﺍﺕ ﻓﻲ ﺍﻟﻭﻗﺕ‬ ‫ﻗﺩ ﺍﺗﺧﺫﺕ ﻗﺭﺍﺭً ﺍ ﺑﺷﺄﻥ ﻣﺎ ﺳﺗﻔﻌﻠﻪ‪.‬‬
‫ﺃﻳﺿﺎ‪ .‬ﻓﻌﻧﺩﻣﺎ ﻁﻠﺏ ﺍﻟﻌﺎﻟﻡ‬ ‫ً‬ ‫ﺍﻟﺣﺎﻟﻲ ﻭﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ‬
‫ﺍﻟﻧﻔﺳﻲ ”ﺩﺍﻧﻳﺎﻝ ﺭﻳﺩ“ ﺍﻻﻁﻼﻉ ﻋﻠﻰ ﻣﺷﺗﺭﻳﺎﺕ ﺍﻟﻁﻌﺎﻡ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ‪ – 3‬ﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ ﻛﻝ ﻣﺻﺎﺩﺭ‬
‫ﺍﻟﺫﻱ ﻳﺗﻧﺎﻭﻟﻪ ﻣﻥ ﻳﺳﻌﻭﻥ ﺇﻟﻰ ﺍﻟﺗﻐﻳﻳﺭ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺣﺎﻟﻲ‬ ‫ﺍﻟﺗﺄﺛﻳﺭ‪ :‬ﺑﻌﺩ ﺗﺣﺩﻳﺩ ﺍﻟﻠﺣﻅﺎﺕ ﺍﻟﻣﺣﻭﺭﻳﺔ ﺍﻟﺗﻲ‬
‫ﺍﻛﺗﺷﻑ ﺃﻥ ‪ ٪74‬ﻓﺿﻠﻭﺍ ﺍﻟﺷﻭﻛﻭﻻﺗﺔ ﻋﻠﻰ ﺍﻟﻔﺎﻛﻬﺔ‪.‬‬ ‫ﺗﻣﺭ ﺑﻬﺎ ﻭﺍﻟﺳﻠﻭﻛﻳﺎﺕ ﺍﻟﺣﻳﻭﻳﺔ ﺍﻟﺗﻲ ﺳﺗﺗﺑﻌﻬﺎ‪ ،‬ﻁﻭﱢ ﺭ‬
‫ﻭﻋﻧﺩﻣﺎ ﻁﻠﺏ ﻣﻧﻬﻡ ﺍﺧﺗﻳﺎﺭ ﻣﺎ ﺳﻳﺗﻧﺎﻭﻟﻭﻧﻪ ﺑﻌﺩ ﺃﺳﺑﻭﻉ‬ ‫ﺧﻁﺔ ﺍﻟﺗﻐﻳﻳﺭ ﻟﺗﻼﺋﻡ ﻫﺫﻩ ﺍﻟﻠﺣﻅﺎﺕ ﻭﺍﻟﺳﻠﻭﻛﻳﺎﺕ‪،‬‬

‫‪»°üî°ûdG ìÉéædG º∏Y‬‬

‫ﻻ ﻳﻘﺗﺻﺭ ﺍﻟﻔﺭﻕ ﺑﻳﻧﻧﺎ ﻭﺑﻳﻥ ﻣﻥ ﻧﺟﺣﻭﺍ ﻓﻲ ﺗﺣﻘﻳﻕ ﺃﻫﺩﺍﻓﻬﻡ‪ ،‬ﻋﻠﻰ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ‪ .‬ﻷﻥ ﻣﻥ ﻧﺟﺢ ﻓﻲ ﺗﺣﻘﻳﻕ ﻫﺩﻓﻪ ﺍﺗﺧﺫ – ﻓﻁﺭﻳًّﺎ‬
‫ﺃﻭ ﻋﻥ ﻗﺻﺩ – ﺧﻁﻭﺍﺕ ﻟﺗﺳﺧﻳﺭ ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ ﻭﺍﻟﺗﻐﻳﻳﺭ ﻟﺻﺎﻟﺣﻪ‪ .‬ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ ﺍﻟﺳﺗﺔ ﻫﻲ‪:‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫❂ ﺍﻟﺣﺎﻓﺯ ﺍﻟﺷﺧﺻﻲ‬
‫❂ ﺍﻟﻘﺩﺭﺓ ﺍﻟﺷﺧﺻﻳﺔ‬
‫❂ ﺍﻟﺣﺎﻓﺯ ﺍﻻﺟﺗﻣﺎﻋﻲ‬
‫❂ ﺍﻟﻘﺩﺭﺓ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ‬
‫❂ ﺍﻟﺣﺎﻓﺯ ﺍﻟﻣﻬﺎﺭﻱ‬
‫❂ ﻭﺍﻟﻘﺩﺭﺓ ﺍﻟﻣﻬﺎﺭﻳﺔ‪.‬‬

‫ﻭﻟﻠﻧﺟﺎﺡ ﻋﻠﻡ ﻳﻣﻛﻧﻧﺎ ﻣﻥ ﺗﺣﻘﻳﻕ ﺃﻫﺩﺍﻓﻧﺎ‪ .‬ﻓﻌﻧﺩﻣﺎ ﻧﺩﺭﻙ ﺍﻟﻘﻭﻯ ﺍﻟﺗﻲ ﺗﺅﺛﺭ ﻓﻳﻧﺎ ﻟﻥ ﻧﺳﻘﻁ ﻓﺭﻳﺳﺔ ﻟﻬﺎ ﻣﺭﺓ ﺃﺧﺭﻯ‪ .‬ﺑﻝ ﻳﻣﻛﻧﻧﺎ‬
‫ﻭﺿﻊ ﺧﻁﻁ ﻋﻣﻠﻳﺔ ﻟﻣﻭﺍﺟﻬﺔ ﺍﻟﺗﺣﺩﻳﺎﺕ ﺍﻟﺷﺧﺻﻳﺔ‪ ،‬ﻭﺗﻁﻭﻳﺭ ﻣﻬﺎﺭﺍﺕ ﻟﺗﺣﻘﻳﻕ ﺍﻟﺗﻐﻳﻳﺭ ﻓﻲ ﻛﻝ ﻣﺟﺎﻻﺕ ﺍﻟﺣﻳﺎﺓ‪ .‬ﻭﻫﺫﺍ ﻫﻭ ﻋﻠﻡ‬
‫ﺍﻟﻧﺟﺎﺡ ﺍﻟﺷﺧﺻﻲ!‬ ‫‪3‬‬
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 ‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ ‪ -‬ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ ‪) -‬ﺃﻛﺗﻭﺑﺭ ‪468 - (2011‬‬ ‫ﺑﻌﻣﻠﻳﺔ ﺻﻧﻊ ﺍﻟﻘﺭﺍﺭ ﺍﻟﺫﻱ ﻋﻠﻳﻙ ﺍﺗﺧﺎﺫﻩ ﻓﻲ ﺍﻟﺣﺎﺿﺭ‪،‬‬
‫ﻭﻫﺫﻩ ﺍﻟﺯﻳﺎﺭﺓ ﻟﻠﻣﺳﺗﻘﺑﻝ ﺳﺗﻐﻳﱢﺭ ﻣﻳﻭﻟﻙ ﻟﺧﻳﺎﺭﺍﺕ ﻣﺣﺩﺩﺓ‪.‬‬
‫ﺃﻳﺿﺎ ﻟﺩﻳﻧﺎ ﺧﻁﻁ ﻣﺳﺗﻘﺑﻠﻳﺔ ﻟﻠﺗﻐﻳﻳﺭ‪ .‬ﺳﻧﺳﺗﻳﻘﻅ‬
‫ً‬
‫ﻣﺛﻼ ﺯﻳﺎﺭﺓ ﻗﻣﺕ ﺑﻬﺎ ﻣﺅﺧﺭً ﺍ ﺇﻟﻰ ﺃﺣﺩ ﺍﻟﻣﻌﺎﺭﻑ‪،‬‬ ‫ﺗﺫﻛﺭ‬
‫ﻭﺍﻟﺫﻱ ﻳﻌﻳﺵ ﺍﻵﻥ ﻋﻠﻰ ﺍﻟﺿﻣﺎﻥ ﺍﻻﺟﺗﻣﺎﻋﻲ ﻭﻳﻌﺎﻧﻲ‬
‫ﻣﻥ ﻫﺫﺍ ﺍﻟﻭﺿﻊ‪ ،‬ﻓﻛﺭ ﺑﺄﻧﻙ ﺳﺗﻛﻭﻥ ﻣﻛﺎﻧﻪ ﻳﻭﻣًﺎ ﻣﺎ! ﻗﻡ‬
‫ﺑﺯﻳﺎﺭﺓ ﻣﺳﺗﻘﺑﻠﻙ‪ :‬ﺗﺫﻭﻕ ﺍﻟﻁﻌﺎﻡ ﺍﻟﺫﻱ ﺳﺗﺗﻧﺎﻭﻟﻪ ﻭﺍﺟﻠﺱ‬
‫ﻋﻠﻰ ﺍﻷﺛﺎﺙ ﺍﻟﺫﻱ ﺳﻳﻛﻭﻥ ﻓﻲ ﺑﻳﺗﻙ ُ‬
‫ﻭﻗﺩ ﺍﻟﺳﻳﺎﺭﺓ ﺍﻟﺗﻲ‬
‫ﺳﺗﻣﺗﻠﻛﻬﺎ‪ .‬ﻗﺩ ﺗﻐﻳﱢﺭ ﻫﺫﻩ ﺍﻟﺗﺟﺭﺑﺔ ﺣﻳﺎﺗﻙ ﺇﻟﻰ ﺍﻷﺑﺩ‪.‬‬
‫ﺍﺣﻙ ﺍﻟﻘﺻﺔ ﻛﺎﻣﻠﺔ‬
‫ِ‬ ‫ﺃﺳﻠﻭﺏ ‪:2‬‬
‫ﺍﺧﺗﺎﺭ ‪ ٪70‬ﻣﻧﻬﻡ ﺍﻟﻔﺎﻛﻬﺔ! ﺇﺫﺍ ﺗﺄﻣﻠﻧﺎ ﺩﺭﺍﺳﺔ ”ﺭﻳﺩ“‬
‫ﻧﺟﺩ ﺃﻧﻧﺎ ً‬
‫ﻣﺑﻛﺭً ﺍ ﻭﻧﺗﻧﺎﻭﻝ ﺍﻟﻔﺎﻛﻬﺔ ﻭﻧﻣﺎﺭﺱ ﺍﻟﺭﻳﺎﺿﺔ ﻭﻧﻘﺭﺃ‬
‫ﺍﻟﺻﺣﻑ ﺍﻟﺗﻲ ﺗﻧﺎﻗﺵ ﻣﻭﺿﻭﻋﺎﺕ ﺗﺗﻌﻠﻕ ﺑﻭﻅﺎﺋﻔﻧﺎ‬
‫ﻭﻧﺗﺣﻛﻡ ﺑﺄﻋﺻﺎﺑﻧﺎ‪ ،‬ﻣﻊ ﺃﻥ ﻛﻝ ﻫﺫﻩ ﺍﻷﻫﺩﺍﻑ ﺍﻟﻣﺳﺗﻘﺑﻠﻳﺔ‬
‫ﻟﻳﺳﺕ ﺿﺭﻭﺭﻳﺔ ﺇﺫﺍ ﺗﻣﻛﻧﺎ ﻣﻥ ﺍﻻﺳﺗﻣﺗﺎﻉ ﺑﻣﻣﺎﺭﺳﺔ‬
‫ﺍﻟﻌﺎﺩﺍﺕ ﺍﻟﺳﻠﻳﻣﺔ ﺍﻵﻥ‪.‬‬
‫‪πÑ≤à°ùŸG πjƒ– Ö«dÉ°SCG‬‬
‫‪Ò«¨à∏d QÉ°ùe ≈dEG‬‬

‫ﻧﻅﺭ ﺍﻟﻛﺛﻳﺭﻭﻥ ﺇﻟﻰ ﻣﺳﺗﻘﺑﻠﻬﻡ ﻭﻋﺭﻓﻭﺍ ﻣﺎ ﺳﻳﺣﺩﺙ ﻟﻬﻡ‬
‫ﺇﻥ ﻭﺍﺻﻠﻭﺍ ﺍﻟﻁﺭﻳﻕ ﺍﻟﺫﻱ ﺑﺩﺅﻭﻩ‪ ،‬ﻟﻛﻧﻧﺎ ﻻ ﻧﺷﻌﺭ ﺑﻪ‪،‬‬
‫ﻓﻘﻁ ﻧﻔﻛﺭ ﺑﺎﻟﻣﻌﻧﻰ ﺍﻟﺟﺯﺋﻲ ﻭﺍﻟﺣﻘﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺭﻳﺣﻧﺎ‪.‬‬
‫ﻓﻘﺩ ﻧﺳﺗﺧﺩﻡ ﻛﻠﻣﺔ ”ﻗﺩ ﻳﺣﺩﺙ“ ﻭﻧﺣﻥ ﻧﻌﺭﻑ ﺃﻧﻬﺎ ”ﻣﻥ‬
‫ﺍﻟﻣﺅﻛﺩ!“ ﻭﻏﺎﻟﺑًﺎ ﻣﺎ ﻧﺷﺗﺕ ﺍﻧﺗﺑﺎﻫﻧﺎ ﻭﻧﻧﺳﻰ ﺍﻟﻣﺳﺗﻘﺑﻝ‬
‫ﺍﻻﻓﺗﺭﺍﺿﻲ ﻭﻧﻣﻸ ﻋﻘﻭﻟﻧﺎ ﺑﺗﺟﺭﺑﺔ ﺍﻟﺣﺎﺿﺭ‪ .‬ﺃﻱ ﻧﺑﺗﻌﺩ‬
‫ﺑﺩﻻ ﻣﻥ ﺃﻥ ﻧﺗﺄﻣﻝ ﺍﻟﺗﻔﺎﺻﻳﻝ‪ ،‬ﻭﻧﺣﺎﻭﻝ‬‫ً‬ ‫ﻋﻥ ﺍﻟﺣﻘﻳﻘﺔ‬
‫ﺗﺟﻣﻳﻠﻬﺎ‪ .‬ﻋﻧﺩﻣﺎ ﻳﻭﺍﺟﻪ ﺍﻟﺳﺎﻋﻭﻥ ﻟﻠﺗﻐﻳﻳﺭ ﺍﻹﻏﺭﺍءﺍﺕ‬
‫ﻳﺳﺭﺩﻭﻥ ﺍﻟﻘﺻﺔ ﻛﺎﻣﻠﺔ ﻷﻧﻔﺳﻬﻡ‪ .‬ﻗﺹ ﻗﺻﺗﻙ ﻋﻠﻰ‬
‫ﻧﻔﺳﻙ ﻣﺳﺗﺧﺩﻣًﺎ ﻟﻐﺔ ﺭﻧﺎﻧﺔ‪ .‬ﺍﺳﺗﺑﺩﻝ ﺍﻟﻛﻠﻣﺎﺕ ﺍﻟﻣﺭﻳﺣﺔ‬
‫ﻳﻣﻛﻧﻙ ﺍﻟﺧﻳﺎﻝ ﻣﻥ ﺭﺑﻁ ﻣﺳﺗﻘﺑﻠﻙ‬
‫ﺃﺳﻠﻭﺏ ‪ :1‬ﺗﺧﻳﻝ ﻣﺳﺗﻘﺑﻠﻙ ﺍﻻﻓﺗﺭﺍﺿﻲ‬
‫ﻳﺩﺧﺭ ﺃﻏﻠﺑﻳﺔ ﻣﻥ ﺑﻠﻐﻭﺍ ﺍﻟﺧﺎﻣﺳﺔ ﻭﺍﻷﺭﺑﻌﻳﻥ ﻣﻥ‬
‫ﺍﻷﻣﺭﻳﻛﻳﻳﻥ ﺃﻗﻝ ﻣﻥ ‪ 50‬ﺃﻟﻑ ﺩﻭﻻﺭ ﻟﻔﺗﺭﺓ ﻣﺎ ﺑﻌﺩ‬
‫ﺍﻟﺗﻘﺎﻋﺩ‪ .‬ﻭﻳﺩﻳﻥ ﺍﻟﻛﺛﻳﺭﻭﻥ ﻣﻧﻬﻡ ﺳﻧﻭﺍﺕ ﺷﺑﺎﺑﻬﻡ ﺍﻟﺗﻲ‬
‫ﻟﻡ ﺗﺗﺢ ﻟﻬﻡ ﺍﻟﻔﺭﺻﺔ ﻟﻠﺗﻔﻛﻳﺭ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﺫﻱ ﺳﻳﺗﻭﻗﻔﻭﻥ‬
‫ﻓﻳﻪ ﻋﻥ ﺗﻠﻘﻲ ﺍﻟﺭﺍﺗﺏ‪ .‬ﺇﺫﺍ ﻛﻧﺕ ﻣﺛﻠﻬﻡ ﺗﻭﺍﺟﻪ ﻧﻔﺱ‬
‫ﺍﻟﻣﺷﻛﻠﺔ ﻷﻧﻙ ﺗﻌﺟﺯ ﻋﻥ ﺗﺷﺟﻳﻊ ﻧﻔﺳﻙ ﻋﻠﻰ ﺍﻟﺗﺿﺣﻳﺔ‬
‫ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻘﺻﻳﺭ ﻓﺈﻟﻳﻙ ﺍﻟﺣﻝ‪ :‬ﺗﺧﻳﻝ ﻣﺳﺗﻘﺑﻠﻙ‬
‫ﱢ‬
‫ﺍﻻﻓﺗﺭﺍﺿﻲ ﺍﻟﻳﻭﻡ‪.‬‬

‫‪πª©dG áÄ«H ‘ Ò«¨àdG º∏Y äÉ≤«Ñ£J‬‬

‫ﻛﻳﻑ ﻳﻣﻛﻥ ﻟﻬﺫﻩ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﺍﻟﻌﻠﻣﻳﺔ ﻭﺍﻟﻌﻣﻠﻳﺔ ﻣﺳﺎﻋﺩﺗﻙ ﻓﻲ ﺣﻝ ﻣﺷﻛﻠﺔ ﺗﻭﺍﺟﻬﻙ ﻓﻲ ﺍﻟﻌﻣﻝ؟‬
‫‪ -1‬ﺗﺣﺩﻳﺩ ﺍﻟﻠﺣﻅﺔ ﺍﻟﻣﺣﻭﺭﻳﺔ‪ :‬ﺍﺳﺄﻝ ﻧﻔﺳﻙ ”ﻣﺎ ﺍﻟﻠﺣﻅﺎﺕ ﺍﻟﻣﺣﻭﺭﻳﺔ ﺍﻟﺗﻲ ﺗﻣﻧﻌﻧﻲ ﻣﻥ ﺍﻟﺗﺭﻛﻳﺯ ﻓﻲ ﻣﻬﻣﺎﺗﻲ ﺍﻷﺳﺎﺳﻳﺔ؟“ ﺳﺗﺟﺩ‬
‫ﺃﻥ ﺍﻟﺗﺣﺩﻱ ﺍﻷﻛﺑﺭ ﻳﻭﺍﺟﻬﻙ ﻋﻧﺩﻣﺎ ﻳﻁﻠﺏ ﻣﻧﻙ ﺃﺣﺩ ﺯﻣﻼء ﺍﻟﻌﻣﻝ ﺃﻥ ﺗﻧﺟﺯ ﻣﻬﻣﺔ ﺟﺩﻳﺩﺓ ﻓﺗﺗﺭﺩﺩ ﻓﻲ ﺍﻟﺭﻓﺽ‪ .‬ﺃﻧﺕ ﻓﻲ ﻫﺫﻩ‬
‫ﺍﻟﻠﺣﻅﺔ ﻻ ﺗﺭﻏﺏ ﻓﻲ ﺇﺣﺑﺎﻁ ﺃﺣﺩﻫﻡ ﻭﻫﺫﻩ ﻫﻲ ﻟﺣﻅﺗﻙ ﺍﻟﻣﺣﻭﺭﻳﺔ‪.‬‬
‫‪ -2‬ﺍﺗﺑﺎﻉ ﺳﻠﻭﻛﻳﺎﺕ ﺣﻳﻭﻳﺔ‪ :‬ﻣﺎ ﺍﻟﺳﻠﻭﻛﻳﺎﺕ ﺍﻟﺗﻲ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺍﺗﺑﺎﻋﻬﺎ ﻓﻲ ﻟﺣﻅﺔ ﻣﺣﻭﺭﻳﺔ ﻛﻬﺫﻩ؟ ﺗﺣﺩﺙ ﺇﻟﻰ ﺍﻷﺻﺩﻗﺎء ﻭﺗﺄﻣﻝ‬
‫ﻓﻳﻣﺎ ﻳﻔﻌﻠﻪ ﺍﻵﺧﺭﻭﻥ ﺍﻟﺫﻳﻥ ﻻ ﻳﺧﺟﻠﻭﻥ ﻣﻥ ﺍﻟﺭﻓﺽ‪ ،‬ﻭﺳﺗﺗﻭﺻﻝ ﺇﻟﻰ ﺍﻟﺳﻠﻭﻙ ﺍﻟﺫﻱ ﻋﻠﻳﻙ ﺍﺗﺑﺎﻋﻪ‪ :‬ﻻ ﺗﻠﺗﺯﻡ ﺑﺈﻧﺟﺎﺯ ﺃﻱ ﻣﻬﻣﺔ‬
‫ﻓﻲ ﺍﻟﺣﺎﻝ‪ .‬ﻳﻣﻛﻧﻙ ﺇﻋﺎﺩﺓ ﺍﻟﻧﻅﺭ ﻓﻲ ﺍﻟﻁﻠﺏ ﻭﺍﻟﺭﺩ ﺧﻼﻝ ‪ 24‬ﺳﺎﻋﺔ‪ .‬ﻭﺍﺟﻌﻝ ﻫﺫﺍ ﺍﻟﺳﻠﻭﻙ ﻗﺎﻋﺩﺓ ﺛﺎﺑﺗﺔ‪.‬‬
‫‪ -3‬ﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ‪ :‬ﺍﺑﺩﺃ ﺑﺎﻟﻣﺻﺎﺩﺭ ﺍﻟﻭﺍﺿﺣﺔ‪ ،‬ﻓﺑﻌﺩ ﺇﺩﺭﺍﻛﻙ ﻟﺧﻭﻓﻙ ﻣﻥ ﻗﻭﻝ )ﻻ( ﻗﺭﺭ ﺗﻣﺗﻳﻥ ﻣﻬﺎﺭﺍﺗﻙ‪ .‬ﺍﺣﺿﺭ‬
‫ﺃﻳﺿﺎ‪ .‬ﻧﺎﻗﺵ ﻣﺷﻛﻠﺗﻙ ﻣﻊ ﺭﺋﻳﺳﻙ ﻓﻲ ﺍﻟﻌﻣﻝ ﻟﻳﺩﻋﻡ ﺟﻬﻭﺩﻙ ﻟﻠﺗﺭﻛﻳﺯ ﻓﻲ ﻣﻬﻣﺎﺕ‬ ‫ﺩﻭﺭﺓ ﺗﺩﺭﻳﺑﻳﺔ ﺣﻭﻝ ﺍﻹﺻﺭﺍﺭ ﻭﺍﻗﺭﺃ ﻋﻧﻪ ً‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﻣﺣﺩﺩﺓ‪ ،‬ﻓﺗﺯﻳﺩ ﺇﻧﺗﺎﺟﻳﺗﻙ ﻭﺗﺟﺩ ﻧﻔﺳﻙ ﻋﻠﻰ ﺍﺳﺗﻌﺩﺍﺩ ﻟﻣﻭﺍﺻﻠﺔ ﺧﻁﺗﻙ‪.‬‬

‫‪ -4‬ﺗﺣﻭﻳﻝ ﺍﻟﻣﻭﺍﻗﻑ ﺍﻟﺳﻠﺑﻳﺔ ﺇﻟﻰ ﻗﺭﺍﺭﺍﺕ‪ :‬ﺗﻠﺗﺯﻡ ﺑﺗﺳﻠﻳﻡ ﻣﻬﻣﺎﺗﻙ ﺧﻼﻝ ﺃﺳﺑﻭﻋﻳﻥ‪ ،‬ﻓﻳﻁﻠﺏ ﻣﻧﻙ ﺯﻣﻳﻝ ﺃﻥ ﺗﺳﺎﻋﺩﻩ ﻓﻲ ﻣﻬﻣﺔ‬
‫ﺟﺎﻧﺑﻳﺔ ﻣﺩﻋﻳًﺎ ﺃﻥ ﺭﺋﻳﺳﻪ ﻁﻠﺏ ﺫﻟﻙ‪ .‬ﻓﻬﻭ ﻳﻭﺣﻲ ﺑﺄﻥ ﺭﻓﺿﻙ ﻟﻳﺱ ﻓﻲ ﻣﺻﻠﺣﺗﻙ‪ .‬ﻭﻟﺫﺍ ﺳﺗﻭﺍﻓﻕ ﻭﺗﺿﻁﺭ ﻟﻠﺗﻘﺻﻳﺭ ﻓﻲ‬
‫ﻣﻬﻣﺎﺗﻙ ﺍﻷﺳﺎﺳﻳﺔ‪ .‬ﻓﻲ ﺍﻟﺑﺩﺍﻳﺔ ﺳﺗﺷﻌﺭ ﺑﺗﺄﻧﻳﺏ ﺍﻟﺿﻣﻳﺭ ﻟﺭﺿﻭﺧﻙ ﻟﻁﻠﺏ ﻛﻬﺫﺍ‪ ،‬ﻟﻛﻧﻙ ﺗﺗﺫﻛﺭ ﺃﻥ ﺍﻟﺣﻝ ﺍﻷﻣﺛﻝ ﻫﻭ ﺗﺻﺣﻳﺢ‬
‫ﺧﻁﺄﻙ‪ .‬ﻓﻲ ﺍﻟﻣﺭﺓ ﺍﻟﺗﺎﻟﻳﺔ ﻋﻧﺩﻣﺎ ﻳﻁﻠﺏ ﻣﻧﻙ ﺃﺩﺍء ﻋﻣﻝ ﻻ ﻳﺧﺻﻙ‪ ،‬ﻭﻓﺭ ﻟﻧﻔﺳﻙ ﺍﻟﺩﻋﻡ ﺍﻻﺟﺗﻣﺎﻋﻲ ﺑﺎﺗﺑﺎﻉ ﺍﻟﺳﻠﻭﻙ ﺍﻟﺣﻳﻭﻱ‪،‬‬
‫ﺑﺗﺣﻭﻳﻝ ﻫﺫﺍ ﺍﻟﻁﻠﺏ ﺇﻟﻰ ﺭﺋﻳﺳﻙ ﺍﻟﻣﺑﺎﺷﺭ ﻟﻳﺗﺧﺫ ﺍﻟﻘﺭﺍﺭ ﺑﻧﻔﺳﻪ‪ ،‬ﻓﺗﺗﻣﻛﻥ ﻣﻥ ﺗﺣﻭﻳﻝ ﻣﻭﻗﻑ ﺳﻳﺊ ﺇﻟﻰ ﺑﻳﺎﻧﺎﺕ ﻣﻔﻳﺩﺓ‪ ،‬ﻭﺗﻭﺍﺻﻝ‬
‫ﺗﻧﻔﻳﺫ ﺧﻁﺗﻙ‪ ،‬ﻭﺗﺿﻳﻑ ﺇﻟﻳﻬﺎ ﺍﻟﺗﻌﺩﻳﻼﺕ ﻣﻥ ﻭﻗﺕ ﺇﻟﻰ ﺁﺧﺭ ﻟﺗﺣﺳﻥ ﺃﺩﺍءﻙ‪.‬‬

‫ﺧﺻﻭﺻﺎ ﺍﻟﻣﺻﺎﺩﺭ ﺍﻟﺗﻲ ﺗﻌﺗﺭﺽ ﻁﺭﻳﻘﻧﺎ‪ .‬ﻓﺈﻥ ﻟﻡ ﻧﻔﻌﻝ ﻟﻥ‬

‫ً‬ ‫ﺍﻟﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻟﻲ ﻟﺗﻐﻳﻳﺭ ﺃﻧﻔﺳﻧﺎ ﻫﻭ ﺍﺳﺗﺧﺩﺍﻡ ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ ﺍﻟﺳﺗﺔ‪،‬‬
‫‪4‬‬ ‫ﻳﺣﺎﻟﻔﻧﺎ ﺍﻟﺣﻅ ﻭﻟﻥ ﻧﻧﺟﺢ‪ .‬ﻭﻟﻧﺑﺩﺃ ﻣﻥ ﺍﻟﻣﺻﺩﺭ ﺍﻷﻭﻝ ”ﺍﻟﺣﺎﻓﺯ ﺍﻟﺷﺧﺻﻲ“ ﺣﻳﺙ ﻧﻛﻭﻥ ﻋﻠﻰ ﺑﺩﺍﻳﺔ ﺍﻟﻁﺭﻳﻕ‪.‬‬

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 ‫ﺗﺗﻣﻳﺯ ﺃﻱ ﻟﻌﺑﺔ ﺑﺛﻼﺛﺔ ﻋﻧﺎﺻﺭ ﻫﻲ‪ :‬ﻭﻗﺕ ﻣﺣﺩﺩ ﻭﺗﺣ ﱟﺩ‬ ‫ﻣﺛﻝ ”ﻏﻳﺭ ﺻﺣﻲ“ ﻭ“ﺻﻌﺏ“ ﺑﺄﺧﺭﻯ ﻗﺎﺳﻳﺔ ﻣﺛﻝ‬

‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ ‪ -‬ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ ‪) -‬ﺃﻛﺗﻭﺑﺭ ‪468 - (2011‬‬

‫ﺑﺳﻳﻁ ﻭﺇﺣﺭﺍﺯ‪ .‬ﺗﺄﻛﺩ ﺃﻧﻙ ﺳﺗﺣﺏ ﻣﺎ ﻛﻧﺕ ﺗﻛﺭﻫﻪ ﺇﺫﺍ‬
‫ﺣﻭﻟﺕ ﺍﻟﻣﻬﻣﺔ ﺍﻟﺻﻌﺑﺔ ﺇﻟﻰ ﻟﻌﺑﺔ‪ .‬ﺗﺧﻳﻝ ﻛﻳﻑ ﻳﻣﻛﻥ‬
‫ﻟﻁﻔﻠﺔ ﻓﻲ ﺍﻟﺣﺎﺩﻳﺔ ﻋﺷﺭﺓ ﺗﻌﺎﻧﻲ ﻣﻥ )ﺍﻟﺳﻛﺭﻱ( ﺣﻘﻥ‬
‫ﻧﻔﺳﻬﺎ ﺳﺕ ﻣﺭﺍﺕ ﻳﻭﻣﻳًﺎ‪ .‬ﻟﺣﺳﻥ ﺍﻟﺣﻅ ﻳﺗﻣﻛﻥ ﻣﻌﻅﻡ‬
‫ﺍﻷﻁﻔﺎﻝ ﺍﻵﻥ ﻣﻥ ﺍﺗﺑﺎﻉ ﺣﻣﻳﺔ ﻛﻬﺫﻩ ﻷﻥ ﺍﻟﻬﺩﻑ ﻋﻠﻰ‬
‫ﺍﻟﻣﺩﻯ ﺍﻟﺑﻌﻳﺩ ﺗﺣﻭﻝ ﺇﻟﻰ ﻟﻌﺑﺔ‪ .‬ﻓﻌﻠﻰ ﻣﺩﺍﺭ ﺍﻟﻳﻭﻡ ﻳﻘﻭﻡ‬
‫ﺍﻷﻁﻔﺎﻝ ﺑﻭﺿﻊ ﻗﻁﺭﺓ ﻣﻥ ﺩﻣﻬﻡ ﻓﻲ ﻣﻘﻳﺎﺱ ﻳﺣﺳﺏ‬
‫”ﺍﻟﻧﻘﺎﻁ ﺍﻟﻣﺣﺭﺯﺓ‪ “.‬ﺍﻟﻔﺎﺋﺯ ﻫﻭ ﻣﻥ ﻳﺗﺭﺍﻭﺡ ﻣﺟﻣﻭﻉ‬
‫ﻧﻘﺎﻁﻪ ﺑﻳﻥ ‪ 60‬ﻭ‪ – 120‬ﺃﻱ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻟﺻﺣﻲ ﻟﻠﺳﻛﺭ‬
‫ﻓﻲ ﺍﻟﺩﻡ‪ .‬ﻭﻫﻛﺫﺍ ﻳﺗﺣﻭﻝ ﺍﻷﻣﺭ ﺇﻟﻰ ﻟﻌﺑﺔ ﺑﻭﻗﺕ ﻣﺣﺩﺩ‬
‫)ﻛﻝ ﺳﺎﻋﺗﻳﻥ( ﻭﺗﺣ ﱟﺩ ﺑﺳﻳﻁ )ﺗﺣﻘﻳﻕ ﻧﻘﺎﻁ ﺑﻳﻥ ‪60‬‬
‫ﻭ‪ (120‬ﻭﻧﻘﺎﻁ ﻣﺣﺭﺯﺓ )ﺍﻟﻘﺭﺍءﺓ ﺍﻟﺣﺎﻟﻳﺔ(‪ .‬ﻭﻫﻛﺫﺍ ﻳﻧﺟﺢ‬
‫ﺍﻷﻁﻔﺎﻝ ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﺑﻌﻳﺩ ﻓﻲ ﺍﻻﺳﺗﻣﺗﺎﻉ ﺑﺣﻳﺎﺓ ﺻﺣﻳﺔ‪.‬‬
‫ﻳﺭﺑﻁﻭﺍ ﺑﻳﻥ ﺃﻓﻌﺎﻟﻬﻡ ﻭﻗﻳﻣﻬﻡ‪ ،‬ﻓﺗﻘﻭﻝ‪” :‬ﻧﺗﺣﺩﺙ ﻁﻭﺍﻝ‬
‫ﺃﺳﻠﻭﺏ ‪ :5‬ﺿﻊ ﺑﻳﺎﻥ ﺍﻟﺣﺎﻓﺯ ﺍﻟﺷﺧﺻﻲ‬
‫ﻛﻳﻔﻳﺔ ﺗﺭﺗﻳﺏ ﻁﺎﻭﻟﺔ ﺍﻟﻁﻌﺎﻡ ﺑﻳﻧﻣﺎ ﻳﻧﺳﺣﺏ ﺍﻟﻛﻭﻛﺎﻳﻳﻥ‬
‫ﺗﻣﻛﻧﺕ ”ﻣﺭﻳﻡ“ ﺍﻟﺟﺎﺩﺓ ﻓﻲ ﺍﻟﺗﻐﻳﻳﺭ ﻣﻥ ﺍﻟﺗﻌﺎﻓﻲ ﻣﻥ‬
‫ﺇﺩﻣﺎﻥ ﺍﻟﻬﻳﺭﻭﻳﻥ ﻭﺗﺣﻭﻟﺕ ﺇﻟﻰ ﻣﻭﺍﻁﻧﺔ ﺻﺎﻟﺣﺔ‪.‬‬
‫ﺍﻋﺗﻣﺩﺕ ﻋﻠﻰ ﺟﻣﻠﺔ ﺑﺳﻳﻁﺔ ﻛﺎﻧﺕ ﺗﺗﺫﻛﺭﻫﺎ ﻛﻠﻣﺎ ﺷﻌﺭﺕ‬
‫ﺑﺎﻹﻏﻭﺍء‪ .‬ﺑﺩﺃ ﺍﻷﻣﺭ ﻋﻧﺩﻣﺎ ﺗﺭﻛﺕ ﺣﻳﺎﺓ ﺍﻟﺷﺎﺭﻉ‬
‫ﻭﻋﻣﻠﺕ ﻓﻲ ﻭﻅﻳﻔﺔ ﻣﻛﺗﺑﻳﺔ‪ .‬ﻭﻓﻲ ﺃﺣﺩ ﺍﻷﻳﺎﻡ ﺃﻧﻬﺕ‬
‫”ﻣﺭﻳﻡ“ ﺗﻘﺭﻳﺭً ﺍ ﺻﻌﺑًﺎ ﻭﺳﻠﻣﺗﻪ ﺇﻟﻰ ﻣﺩﻳﺭﺗﻬﺎ‪ ،‬ﻭﻗﺑﻝ ﺃﻥ‬
‫َ‬
‫ﺍﻟﻣﺗﻘﻥ‬ ‫ﺗﺧﺭﺝ ﻣﻥ ﺍﻟﻣﻛﺗﺏ ﻧﻅﺭﺕ ﺍﻟﻣﺩﻳﺭﺓ ﺇﻟﻰ ﺍﻟﺗﻘﺭﻳﺭ‬
‫ﻛﻧﺕ ﻋﻠﻰ ﻣﺳﺗﻭﻯ ﺛﻘﺗﻲ ﺑﻙ!“‬ ‫ِ‬ ‫ﻭﻗﺎﻟﺕ‪” :‬ﺃﺷﻛﺭﻙ‪ ،‬ﻟﻘﺩ‬
‫ﻫﺫﻩ ﺍﻟﺟﻣﻠﺔ ﺃﻧﻘﺫﺕ ”ﻣﺭﻳﻡ“‪ .‬ﻭﻣﻧﺫ ﺫﻟﻙ ﺍﻟﺣﻳﻥ ﺍﻋﺗﺎﺩﺕ‬
‫ﻛﻠﻣﺎ ﻣﺭﺕ ﺑﻠﺣﻅﺔ ﻣﺣﻭﺭﻳﺔ ﺃﻥ ﺗﺭﺩﺩ ﺟﻣﻠﺔ ﻣﻌﻳﻧﺔ ﻗﺑﻝ‬
‫ﺃﻥ ﺗﺧﺗﺎﺭ ﺃﻭ ﺗﺗﺧﺫ ﺃﻱ ﻗﺭﺍﺭ ”ﺃﻧﺎ ﻟﺳﺕ ﺗﺎﺟﺭﺓ ﻣﺧﺩﺭﺍﺕ‬
‫ﻭﻻ ﻣﺩﻣﻧﺔ‪ ،‬ﺃﻧﺎ ﺇﻧﺳﺎﻧﺔ ﻳﻣﻛﻥ ﺍﻻﻋﺗﻣﺎﺩ ﻋﻠﻳﻬﺎ‪“.‬‬
‫”ﺇﻓﻼﺱ“ ﻭ“ﻁﺭﺩ“ ﻭ“ﻁﻼﻕ“ ﻭ“ﻣﺭﺽ“‪ .‬ﻻ ﺗﻁﻣﺋﻥ‬
‫ﻧﻔﺳﻙ ﺑﺎﻟﺣﻛﺎﻳﺎﺕ ﺍﻟﻭﺭﺩﻳﺔ ﻭﺍﻟﻠﻐﺔ ﺍﻟﻧﺎﻋﻣﺔ ﻭﺃﻧﺻﺎﻑ‬
‫ﺍﻟﺣﻘﺎﺋﻕ‪.‬‬
‫ﺃﺳﻠﻭﺏ ‪ :3‬ﺍﺳﺗﺧﺩﻡ ”ﻛﻠﻣﺎﺕ ﺗﺗﻌﻠﻕ ﺑﺎﻟﻘﻳﻡ“‬
‫ﺑﺎﺩﺭﻧﺎ ﺇﻟﻰ ﺯﻳﺎﺭﺓ ﺃﺣﺩ ﻣﺭﺍﻛﺯ ﺇﻋﺎﺩﺓ ﺍﻟﺗﺄﻫﻳﻝ ﺍﻟﻣﺗﻁﻭﺭﺓ‪،‬‬
‫ﻣﺅﺳﺳﺔ ﺍﻟﻣﺭﻛﺯ‬‫ِ‬ ‫ﻭﻫﻭ ﻣﺭﻛﺯ ”ﺩﻳﻼﻧﺳﻲ“‪ ،‬ﻭﻫﻧﺎﻙ ﻗﺎﺑﻠﻧﺎ‬
‫”ﻣﻳﻣﻲ ﺳﻳﻠﺑﺭﺕ“‪ .‬ﻳﺳﺗﻘﺑﻝ ﺍﻟﻣﺭﻛﺯ ﻣﺩﻣﻧﻲ ﺍﻟﻣﺧﺩﺭﺍﺕ‬
‫ﻭﺍﻟﻣﺟﺭﻣﻳﻥ ﻭﻳﺣﻭﱢ ﻝ ﺃﻛﺛﺭ ﻣﻥ ‪ ٪90‬ﻣﻧﻬﻡ ﺇﻟﻰ ﻣﻭﺍﻁﻧﻳﻥ‬
‫ﻣﻧﺗﺟﻳﻥ‪ .‬ﺍﻋﺗﻣﺩﺕ ﺩ‪” .‬ﺳﻳﻠﺑﺭﺕ“ ﻋﻠﻰ ﺍﻟﻣﺻﺎﺩﺭ ﺍﻟﺳﺗﺔ‬
‫ﻟﻠﺗﺄﺛﻳﺭ‪ .‬ﻭﻫﻲ ﺗﻭﺿﺢ ﻛﻳﻑ ﺍﺳﺗﻁﺎﻋﺕ ﺗﻌﻠﻳﻡ ﺗﺟﺎﺭ‬
‫ﻣﺧﺩﺭﺍﺕ ﺳﺎﺑﻘﻳﻥ ﻭﻟﺻﻭﺹ ﻭﺯﻋﻣﺎء ﻋﺻﺎﺑﺎﺕ ﺃﻥ‬
‫ﺍﻟﻭﻗﺕ ﻋﻥ ﺍﻟﻘﻳﻡ‪ ،‬ﻓﺣﺗﻰ ﻓﻲ ﺃﺛﻧﺎء ﺗﻌﻠﻳﻡ ﺃﺣﺩ ﺍﻟﻧﺯﻻء‬
‫ﺍﻟﺷﻭﻙ ﻭﺍﻟﺳﻛﺎﻛﻳﻥ ﻭﺇﻧﻣﺎ‬ ‫َ‬ ‫ﻣﻥ ﺩﻣﻪ‪ ،‬ﻻ ﻧﺗﺣﺩﺙ ﻋﻥ‬
‫ﻧﺗﺣﺩﺙ ﻋﻥ ﺍﻟﻔﺧﺭ‪ .‬ﻧﺗﺣﺩﺙ ﻋﻥ ﺍﺣﺗﺭﺍﻡ ﻣﻥ ﺳﻳﺟﻠﺱ‬
‫ﺃﻣﺎﻡ ﺍﻟﻁﺎﻭﻟﺔ‪ .‬ﻻ ﻧﺗﺭﻛﻬﻡ ﻟﻺﺣﺑﺎﻁ ﻭﺍﻟﻳﺄﺱ‪ ،‬ﺑﻝ ﻧﺟﻌﻠﻬﻡ‬
‫ﻳﺿﻌﻭﻥ ﺛﻘﺗﻬﻡ ﺑﻧﺎ‪ ،‬ﻭﺍﻟﺳﺭ ﻫﻭ ﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ ﺍﻟﻘﻳﻡ“‪.‬‬
‫ﺃﻳﺿﺎ ﺍﻻﺳﺗﻣﺗﺎﻉ ﺑﺎﻟﻣﺯﺍﻳﺎ ﻧﻔﺳﻬﺎ ﻋﻧﺩ ﻣﻭﺍﺟﻬﺔ‬ ‫ً‬ ‫ﻳﻣﻛﻧﻙ‬
‫ﺗﺣﺩﻳﺎﺗﻙ ﺍﻟﺧﺎﺻﺔ‪ .‬ﻻ ﺗﻘﻠﻕ ﺑﺷﺄﻥ ﺍﻟﻧﺗﺎﺋﺞ ﺍﻟﺳﻳﺋﺔ‪ ،‬ﻭﺍﻧﺗﺑﻪ‬
‫ﺇﻟﻰ ﺍﻟﻘﻳﻡ ﺍﻟﺗﻲ ﺗﺿﻳﻔﻬﺎ ﻛﻝ ﻣﻬﻣﺔ ﺗﺅﺩﻳﻬﺎ‪.‬‬
‫ﺃﺳﻠﻭﺏ ‪ :4‬ﺍﻋﺗﺑﺭﻫﺎ ﻟﻌﺑﺔ‬
‫ﻋﻧﺩﻣﺎ ﻳﻭﺍﺟﻪ ﺍﻟﺟﺎﺩﻭﻥ ﻓﻲ ﺍﻟﺗﻐﻳﻳﺭ ﺃﻱ ﺗﺣ ﱟﺩ ﻳﻘﻭﻣﻭﻥ‬
‫ﺑﺩﻋﻡ ﺣﺎﻓﺯﻫﻡ ﺍﻟﺷﺧﺻﻲ ﺑﺗﺣﻭﻳﻝ ﺍﻟﺭﻭﺗﻳﻥ ﺇﻟﻰ ﻟﻌﺑﺔ‪.‬‬

‫‪?√ôμJ Ée Ö– ¿CG ∂æμÁ πg‬‬

‫ﻛﺎﻥ ”ﻟﺅﻱ“ ﺃﺣﺩ ﺍﻟﺳﺎﻋﻳﻥ ﺇﻟﻰ ﺍﻟﺗﻐﻳﻳﺭ ﺣﻳﺙ ﺗﻐﻠﺏ ﻋﻠﻰ ﺭﻏﺑﺗﻪ ﻓﻲ ﺷﺭﺍء ﻛﻝ ﻣﺎ ﻫﻭ ﺟﺩﻳﺩ ﺑﻌﺩ ﺳﻧﻭﺍﺕ ﻣﻥ ﺍﻟﻣﻌﺎﻧﺎﺓ ﻣﻥ ﺇﺩﻣﺎﻥ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﺳﻬﻼ ﺣﻳﺙ ﺍﻋﺗﺎﺩ ﻣﻼﺣﻘﺔ ﻛﻝ ﻣﺎ ﻫﻭ ﺟﺩﻳﺩ ﻓﻲ ﺍﻟﺳﻭﻕ ﻋﺑﺭ ﺍﻹﻧﺗﺭﻧﺕ ﻭﻓﻲ ﺃﺛﻧﺎء ﺍﻟﻌﻣﻝ ﻭﻓﻲ ﺃﻭﻗﺎﺕ‬ ‫ً‬ ‫ﺍﻟﺷﺭﺍء‪ .‬ﻟﻡ ﻳﻛﻥ ﺍﻷﻣﺭ‬
‫ً‬
‫ﺗﻣﺛﺎﻻ ﻳﻌﻠﻘﻪ ﻋﻠﻰ ﺍﻟﺣﺎﺋﻁ!‬ ‫ﺍﻟﺭﺍﺣﺔ‪ .‬ﺍﺭﺗﻔﻌﺕ ﺩﻳﻭﻧﻪ ﻟﺗﺻﻝ ﺇﻟﻰ ﺭﺑﻊ ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ ﻭﺃﻓﻠﺱ‪ .‬ﻗﺎﻡ ﺑﺑﻳﻊ ﺳﻳﺎﺭﺓ ﻭﺍﻟﺩﺗﻪ ﻟﻳﺷﺗﺭﻱ‬
‫ﻓﻛﻳﻑ ﺗﻣﻛﻥ ”ﻟﺅﻱ“ ﻣﻥ ﺗﻐﻳﻳﺭ ﺣﻳﺎﺗﻪ؟ ﻋﻧﺩﻣﺎ ﻁﺭﻕ ﺭﺟﺎﻝ ﺍﻟﺷﺭﻁﺔ ﺑﺎﺑﻪ )ﺑﻁﻠﺏ ﻣﻥ ﻭﺍﻟﺩﺗﻪ( ﻭﻋﺭﺽ ﻋﻠﻳﻪ ﺍﻟﻘﺎﺿﻲ ﺧﻳﺎﺭﻳﻥ‪:‬‬
‫ﺇﻣﺎ ﺍﻟﺣﺑﺱ ﺃﻭ ﺗﻠﻘﻲ ﺍﻟﻣﺷﻭﺭﺓ ﻭﺍﻟﺗﻭﺟﻳﻪ‪ ،‬ﺭﺃﻱ ”ﻟﺅﻱ“ ﺃﻥ ﻭﻗﺕ ﺍﻟﺗﻐﻳﻳﺭ ﻗﺩ ﺣﺎﻥ‪ .‬ﺑﺩﺃ ﺑﻭﺿﻊ ﻋﺩﺩ ﻣﻥ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﻭﺣﺩﺩ‬
‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﻣﻧﺎﺳﺑﺔ ﻣﻥ ﻣﺻﺩﺭ ﻟﻡ ﻳﺧﻁﺭ ﻟﻪ ﻣﻥ ﻗﺑﻝ‪ .‬ﺗﻌﻠﻡ ﺃﻥ ﻳﺳﺗﻣﺗﻊ ﺑﻣﺎ ﻛﺎﻥ ﻳﻛﺭﻫﻪ ﻣﻥ ﻗﺑﻝ‪ ،‬ﻭﻛﺗﺏ ﻳﻘﻭﻝ‪” :‬ﺃﺗﻌﺟﺏ ﻛﻠﻣﺎ‬
‫ﺗﺫﻛﺭﺕ ﺇﺳﺭﺍﻓﻲ ﻓﻲ ﺇﻧﻔﺎﻕ ﺃﻣﻭﺍﻟﻲ‪ .‬ﺃﺣﺎﻭﻝ ﺍﻵﻥ ﺑﺄﻗﺻﻰ ﺟﻬﺩ ﺃﻥ ﺃﺯﻳﺩ ﻣﺩﺧﺭﺍﺗﻲ‪ .‬ﻭﻋﻧﺩﻣﺎ ﺃﺷﻌﺭ ﺑﺎﻟﻣﻳﻝ ﺇﻟﻰ ﺍﻟﺷﺭﺍء‪ ،‬ﺃﻓﻛﺭ ﻓﻲ‬
‫ﺍﻟﺳﻌﺎﺩﺓ ﺍﻟﺗﻲ ﺗﻧﺗﺎﺑﻧﻲ ﻋﻧﺩﻣﺎ ﺃﻗﺭﺭ ﺃﻻ ﺃﺑﻳﻊ ﻣﺳﺗﻘﺑﻠﻲ ﻣﻥ ﺃﺟﻝ ﺷﺭﺍء ﺃﺩﺍﺓ ﺟﺩﻳﺩﺓ ﻻ ﺗﺳﺑﺏ ﻟﻲ ﺇﻻ ﺳﻌﺎﺩﺓ ﻭﻗﺗﻳﺔ!“‬
‫ً‬
‫ﻻﺣﻘﺎ‪ ،‬ﻧﻔﻛﺭ ﻓﻲ ﺍﻟﻠﺣﻅﺔ ﺍﻟﺣﺎﺿﺭﺓ‪ ،‬ﻓﺈﺫﺍ ﺷﻌﺭﻧﺎ ﺃﻧﻧﺎ ﻧﺭﻏﺏ ﻓﻲ ﺗﻠﺑﻳﺔ ﺍﺣﺗﻳﺎﺟﺎﺗﻧﺎ‬ ‫ﻋﻧﺩﻣﺎ ﻧﻭﺍﺟﻪ ﺧﻳﺎﺭ ﺍﻻﺳﺗﻣﺗﺎﻉ ﺍﻵﻥ ﺃﻭ ﺍﻟﺩﻓﻊ‬
‫ً‬
‫ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻘﺻﻳﺭ ﻋﻠﻳﻧﺎ ﺃﻥ ﻧﺗﺧﺫ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﻼﺯﻣﺔ ﺃﻭﻻ ﻟﺗﺄﻣﻝ ﺍﻟﻣﺳﺗﻘﺑﻝ ﺍﻟﺫﻱ ﻳﻧﺗﻅﺭﻧﺎ ﺇﺫﺍ ﻭﺍﺻﻠﻧﺎ ﺇﺷﺑﺎﻉ ﺭﻏﺑﺎﺗﻧﺎ‪.‬‬ ‫‪5‬‬
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 ‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ ‪ -‬ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ ‪) -‬ﺃﻛﺗﻭﺑﺭ ‪468 - (2011‬‬ ‫ﺃ‪ -‬ﻗﺳﻡ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺇﻟﻰ ﺃﺟﺯﺍء ﻭﺗﺩﺭﺏ ﻋﻠﻰ ﻛﻝ ﻣﻬﺎﺭﺓ‬ ‫‪π©aG :2 Qó°üe‬‬
‫ﻋﺑﺭ ﻓﻭﺍﺻﻝ ﺯﻣﻧﻳﺔ ﻗﺻﻳﺭﺓ‪.‬‬ ‫‪¬∏©a ∂æμÁ ’ Ée‬‬
‫ﺏ‪ -‬ﻗﻳﻡ ﺩﺭﺟﺔ ﺗﻘﺩﻣﻙ ﺑﺎﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺗﻌﻠﻳﻘﺎﺕ‬
‫ﻭﻣﻼﺣﻅﺎﺕ ﻓﻭﺭﻳﺔ ﻭﺍﺿﺣﺔ‪.‬‬ ‫ﻓﻲ ﻛﻝ ﻣﺭﺓ ﺗﺑﺫﻝ ﻓﻳﻬﺎ ﺟﻬ ًﺩﺍ ﻟﺗﻘﻭﻡ ﺑﻣﺎ ﺗﺭﺍﻩ ﺻﺣﻳﺣً ﺎ‬
‫ﺝ‪ -‬ﻛﻥ ﻣﺳﺗﻌ ًﺩﺍ ﻟﺗﻘﺑﻝ ﺍﻟﻬﺯﻳﻣﺔ‪.‬‬ ‫ﻭﺗﻔﺷﻝ‪ ،‬ﻗﺩ ﻳﺭﺟﻊ ﺳﺑﺏ ﻓﺷﻠﻙ ﺇﻟﻰ ﻗﻠﺔ ﺍﻟﻣﻌﺭﻓﺔ ﺃﻭ ﻏﻳﺎﺏ‬
‫ﺇﺣﺩﻯ ﺍﻟﻣﻬﺎﺭﺍﺕ‪ .‬ﺍﻟﻣﻌﺭﻓﺔ ﻭﺍﻟﻣﻬﺎﺭﺓ ﻋﺎﻣﻼﻥ ﺃﺳﺎﺳﻳﺎﻥ‬
‫ﺃﺳﻠﻭﺏ ‪ :3‬ﺗﻌﻠﻡ ﻣﻬﺎﺭﺓ ﺍﻹﺭﺍﺩﺓ‬ ‫ﻓﻲ ﻛﻝ ﺧﻁﺔ ﺗﻐﻳﻳﺭ‪ .‬ﻣﻌﻅﻡ ﻣﺷﺎﻛﻠﻧﺎ ﺍﻟﺷﺧﺻﻳﺔ ﺗﻧﺑﻊ‬
‫ﻣﻥ ﻋﺟﺯﻧﺎ ﻋﻥ ﺃﺩﺍء ﺍﻟﻣﻬﻣﺎﺕ ﺍﻟﻣﻁﻠﻭﺑﺔ‪ ،‬ﻟﻛﻧﻧﺎ ﻧﺎﺩﺭً ﺍ‬
‫ﺗﺑﺩﻭ ﺍﻟﺗﺣﺩﻳﺎﺕ ﺍﻟﺗﻲ ﺗﻭﺍﺟﻬﻬﺎ ﺻﻌﺑﺔ ﻷﻧﻬﺎ ﺗﺧﺗﺑﺭ ﻗﻭﺓ‬ ‫ﺭﺟﻊ ﺫﻟﻙ ﺇﻟﻰ ﻧﻘﺹ ﺍﻟﻣﻌﺭﻓﺔ ﺃﻭ ﺍﻟﻣﻬﺎﺭﺓ‪ .‬ﺗﻌﺯﻳﺯ‬ ‫ﻣﺎ ﻧُ ِ‬
‫ﺇﺭﺍﺩﺗﻙ‪ .‬ﺍﻟﻛﻝ ﻳﻌﻠﻡ ﺫﻟﻙ‪ ،‬ﻟﻛﻥ ﻣﺎ ﻻ ﻳﻌﻠﻣﻪ ﺍﻟﻛﺛﻳﺭﻭﻥ‬ ‫ﺍﻟﻘﺩﺭﺍﺕ ﺍﻟﺷﺧﺻﻳﺔ ﻳﺻﻧﻊ ً‬
‫ﻓﺭﻗﺎ ﻛﺑﻳﺭً ﺍ‪ ،‬ﻓﻌﻧﺩﻣﺎ ﺗﻘﻭﻡ ﺑﻣﺎ‬
‫ﻫﻭ ﺃﻥ ﺍﻹﺭﺍﺩﺓ ﻣﻬﺎﺭﺓ ﻭﻟﻳﺳﺕ ﺳﻣﺔ ﻓﻲ ﺍﻟﺷﺧﺻﻳﺔ‪.‬‬ ‫ﻛﻧﺕ ﺗﻌﺟﺯ ﻋﻧﻪ‪ ،‬ﻳﺣﺩﺙ ﺍﻟﺗﻐﻳﻳﺭ ﺑﺷﻛﻝ ﺃﺳﺭﻉ ﻭﺃﺳﻬﻝ‪.‬‬
‫ﻳﻣﻛﻥ ﺗﻌﻠﻡ ﻗﻭﺓ ﺍﻹﺭﺍﺩﺓ ﻭﺗﻣﺗﻳﻧﻬﺎ ﻛﺄﻱ ﻣﻬﺎﺭﺓ ﺃﺧﺭﻯ‪،‬‬
‫ﻭﻳﻔﺿﻝ ﺃﻥ ﻳﺗﻡ ﺫﻟﻙ ﺑﺄﺳﻠﻭﺏ ﺍﻟﺗﺩﺭﻳﺏ ﺍﻟﻣﺩﺭﻭﺱ‪ .‬ﻗﺩ‬ ‫ﺃﺳﻠﻭﺏ ‪ :1‬ﺍﺣﺻﺭ ﻣﺧﺯﻭﻥ ﻣﻬﺎﺭﺍﺗﻙ‬
‫ﻳﺳﺗﺣﻳﻝ ﺍﻟﺻﻣﻭﺩ ﻓﻲ ﻭﺟﻪ ﺑﻌﺽ ﺍﻟﻣﻭﺍﻗﻑ‪ .‬ﻭﻓﻲ ﻫﺫﻩ‬
‫ً‬
‫ﺻﺩﻳﻘﺎ ﺗﺛﻕ ﺑﻪ ﻋﻠﻰ ﺍﻷﻣﺭ ﺣﺗﻰ‬ ‫ﺍﻟﺣﺎﻟﺔ ﻳﻣﻛﻧﻙ ﺃﻥ ﺗﻁﻠﻊ‬ ‫ﺍﺑﺩﺃ ﺑﺟﺭﺩ ﻣﺧﺯﻭﻥ ﻣﻬﺎﺭﺍﺗﻙ‪ .‬ﺗﺄﻣﻝ ﺍﻟﻘﺩﺭﺍﺕ ﺍﻟﺗﻲ‬
‫ﻳﺳﺎﻋﺩﻙ ﻓﻲ ﺍﻟﺧﺭﻭﺝ ﻣﻥ ﺍﻟﻣﻭﻗﻑ ﺇﺫﺍ ﺯﺍﺩ ﺍﻹﻏﻭﺍء‬ ‫ﺗﻣﺗﻠﻛﻬﺎ ﻭﺍﻟﻘﺩﺭﺍﺕ ﺍﻟﺗﻲ ﺗﺣﺗﺎﺟﻬﺎ ﻗﺑﻝ ﺗﻧﻔﻳﺫ ﺧﻁﺗﻙ‪ .‬ﺩﻗﻕ‬
‫ﻋﻥ ﺣﺩﻩ‪.‬‬ ‫ﺍﻟﻧﻅﺭ ﻓﻳﻣﺎ ﺗﻌﺭﻓﻪ ﻭﻓﻳﻣﺎ ﻻ ﺗﻌﺭﻓﻪ‪ ،‬ﻓﻳﻣﺎ ﻳﻣﻛﻧﻙ ﺍﻟﻘﻳﺎﻡ‬
‫ﺑﻪ ﻭﻓﻳﻣﺎ ﺗﻌﺟﺯ ﻋﻧﻪ‪ .‬ﺳﻳﺑﺩﻭ ﺍﻷﻣﺭ ﺻﻌﺑًﺎ ﻓﻲ ﺍﻟﺑﺩﺍﻳﺔ‬
‫‪∂H Ú£«ëŸG ∫ƒM‬‬
‫‪u‬‬ ‫‪:4h 3 Qó°üe‬‬ ‫ﻭﻋﻠﻳﻙ ﺍﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﻥ ﻣﺭﻭﺍ ﺑﻧﻔﺱ ﺗﺟﺭﺑﺗﻙ ﻭﻓﺷﻠﻭﺍ ﻓﻲ‬
‫‪AÉbó°UCG ≈dEG‬‬ ‫ﺗﻧﻔﻳﺫ ﺧﻁﻁﻬﻡ ﻟﻠﺗﻐﻳﻳﺭ ﻭﺗﺣﺩﻳﺩ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ ﺗﻧﻘﺻﻬﻡ‪.‬‬

‫ﻻ ﻳﺷﺗﺭﻁ ﺃﻥ ﺗﻛﻭﻥ ﺃﺣﺩ ﻋﻠﻣﺎء ﺍﻻﺟﺗﻣﺎﻉ ﻟﺗﻌﺭﻑ‬

‫ﺃﺳﻠﻭﺏ ‪ :2‬ﺍﺳﺗﻌﻥ ﺑﺎﻟﺗﺩﺭﻳﺏ ﺍﻟﻣﺩﺭﻭﺱ‬
‫ﺃﻥ ﺍﻟﻣﺣﻳﻁﻳﻥ ﺑﻙ ﻳﺅﺛﺭﻭﻥ ﻋﻠﻳﻙ ﺑﺎﻟﺳﻠﺏ ﻭﺍﻹﻳﺟﺎﺏ‬
‫ً‬ ‫ﻳﻔﻛﺭ ﺍﻟﻛﺛﻳﺭﻭﻥ ﺑﻣﺎ ﻳﺟﺏ ﺍﻟﻘﻳﺎﻡ ﺑﻪ‪ ،‬ﻭﻻ ﻳﺳﺗﻌﻳﻧﻭﻥ‬
‫ﺃﻳﺿﺎ‪ .‬ﺗﺄﻣﻝ ﺍﻟﺩﻭﺭ ﺍﻟﺫﻱ ﻳﻠﻌﺑﻪ ﺍﻵﺧﺭﻭﻥ ﻓﻲ ﺗﺛﺑﻳﺕ‬
‫ﺑﻣﺩﺭﺏ ﺃﻭ ﺻﺩﻳﻕ‪ ،‬ﻭﻫﺫﺍ ﺧﻁﺄ‪ ،‬ﻓﺎﻟﻛﻝ ﻳﺣﺗﺎﺝ ﺇﻟﻰ‬
‫ﺃﻭ ﺇﻟﻐﺎء ﺍﻟﻌﺎﺩﺓ ﺍﻟﺗﻲ ﺗﺣﺎﻭﻝ ﺗﻐﻳﻳﺭﻫﺎ‪ ،‬ﻋﻠﻰ ﺃﻻ ﻳﻛﻭﻥ‬
‫ﺍﻟﻣﻣﺎﺭﺳﺔ ﻭﺍﻟﺗﺩﺭﻳﺏ ﻭﺍﻻﺳﺗﻌﺎﻧﺔ ﺑﺂﺧﺭﻳﻥ‪ .‬ﺗﺫﻛﺭ‬
‫ﻫﺩﻓﻙ ﻫﻭ ﻓﻘﻁ ﺻﺩ ﺍﻟﺿﻐﻁ ﺍﻟﺫﻱ ﻳﺳﺑﺑﻪ ﻫﺅﻻء ﻟﻙ‪ ،‬ﺑﻝ‬
‫ﺍﻟﻛﻠﻣﺎﺕ ﺍﻟﺗﻲ ﺟﺎءﺕ ﻋﻠﻰ ﻟﺳﺎﻥ ﺍﻷﺳﻁﻭﺭﺓ )ﻓﻳﻧﻳﺱ‬
‫ﻭﺃﻥ ﺗﺳﺗﻐﻝ ﺍﻟﻣﻭﻗﻑ ﻟﺻﺎﻟﺣﻙ ﻭﺗﺣﻭﱢ ﻝ ﻫﺅﻻء ﻣﻌﻙ ﻣﻥ‬
‫ﻟﻭﻣﺑﺎﺭﺩﻱ(‪” :‬ﺍﻟﻣﻣﺎﺭﺳﺔ ﻻ ﺗﺣﻘﻕ ﺍﻟﺗﻣﻳﺯ‪ ،‬ﻟﻛﻥ ﺍﻟﺗﻣﻳﺯ‬
‫ﺿﻌﻔﺎء ﺇﻟﻰ ﺃﻗﻭﻳﺎء‪.‬‬ ‫ﻓﻲ ﺍﻟﻣﻣﺎﺭﺳﺔ ﻳﺣﻘﻕ ﺍﻟﺗﻣﻳﺯ‪“.‬‬

‫‪?…OÉ©dG øY π°†aC’G õ«Á …òdG Ée‬‬

‫ﺩﺭﺳﻧﺎ ﺧﻼﻝ ﺍﻟﻌﻘﺩﻳﻥ ﺍﻟﻣﺎﺿﻳﻳﻥ ﺃﻛﺛﺭ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺗﺄﺛﻳﺭً ﺍ ﻭﺍﺣﺗﺭﺍﻣًﺎ ﻓﻲ ﺃﻛﺛﺭ ﻣﻥ ﺧﻣﺳﻳﻥ ﺷﺭﻛﺔ‪ .‬ﻋﻧﺩﻣﺎ ﺍﻗﺗﺭﺑﻧﺎ ﻣﻥ ﻫﺅﻻء‬
‫ﺍﻷﺷﺧﺎﺹ ﺗﻌﺭﻓﻧﺎ ﻋﻠﻰ ﻣﺎ ﻗﺎﻣﻭﺍ ﺑﻪ ﻟﻠﻭﺻﻭﻝ ﺇﻟﻰ ﺍﻟﻣﻛﺎﻧﺔ ﺍﻟﺗﻲ ﺗﺟﻌﻝ ﺯﻣﻼءﻫﻡ ﻭﻣﺩﻳﺭﻳﻬﻡ ﻳﻛﻧّﻭﻥ ﻟﻬﻡ ﻛﻝ ﺍﻻﺣﺗﺭﺍﻡ‪.‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﻭﺗﻭﺻﻠﻧﺎ ﺇﻟﻰ ﺛﻼﺛﺔ ﺳﻠﻭﻛﻳﺎﺕ ﻣﺷﺗﺭﻛﺔ ﺑﻳﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻧﺎﺟﺣﻳﻥ ﻓﻲ ﺍﻟﻣﺅﺳﺳﺎﺕ ﺍﻟﻣﺧﺗﻠﻔﺔ‪:‬‬

‫‪ -1‬ﺍﻋﺭﻑ ﻋﻣﻠﻙ‪ :‬ﻳﺑﺫﻝ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﻧﺎﺟﺣﻭﻥ ﺟﻬ ًﺩﺍ ﻣﻧﺗﻅﻣًﺎ ﻟﺿﻣﺎﻥ ﺗﺣﻘﻳﻕ ﺍﻻﻣﺗﻳﺎﺯ ﻓﻲ ﺍﻟﺟﺎﻧﺏ ﺍﻟﻔﻧﻲ ﻣﻥ ﻭﻅﻳﻔﺗﻬﻡ‪ .‬ﻓﺈﺫﺍ ﻛﺎﻥ‬
‫ﻋﻣﻠﻬﻡ ﻓﻲ ﺍﻟﺗﺳﻭﻳﻕ ﻓﺈﻧﻬﻡ ﻳﺗﻌﻠﻣﻭﻥ ﻛﻝ ﻣﺎ ﻫﻭ ﻣﺗﺎﺡ ﻭﻳﺗﻌﻠﻕ ﺑﺎﻟﺗﺳﻭﻳﻕ ﻭﺧﻁﻁﻪ ﻭﺗﻘﻧﻳﺎﺗﻪ‪.‬‬
‫‪ -2‬ﺭﻛﺯ ﻋﻠﻰ ﺍﻟﻣﺎﺩﺓ ﺍﻟﺻﺣﻳﺣﺔ‪ :‬ﻳﺳﺎﻋﺩ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﻧﺎﺟﺣﻭﻥ ﻓﻲ ﺇﺩﺍﺭﺓ ﻣﺎ ﻳﻣﻛﻥ ﺃﻥ ﻧﻁﻠﻕ ﻋﻠﻳﻪ ”ﺍﻟﺷﻛﻭﻙ ﺍﻟﻣﺣﻭﺭﻳﺔ‪ “.‬ﻓﺈﺫﺍ‬
‫ﻛﺎﻧﺕ ﺍﻟﺷﺭﻛﺔ ﺗﻌﺎﻧﻲ ﻣﻥ ﻣﺷﻛﻠﺔ ﻓﻲ ﺗﺻﻧﻳﻊ ﺃﺣﺩ ﻣﻧﺗﺟﺎﺗﻬﺎ‪ ،‬ﻳﺟﺩ ﺍﻟﻣﻭﻅﻑ ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﻳﺳﺎﻋﺩ ﺑﻬﺎ ﻓﻲ ﺣﻝ ﺍﻟﻣﺷﻛﻠﺔ ﺑﻌﺩ‬
‫ﺩﺭﺍﺳﺔ ﻁﺑﻳﻌﺔ ﺃﻋﻣﺎﻝ ﺍﻟﺷﺭﻛﺔ ﻭﺍﻟﺗﺟﻬﻳﺯ ﻭﺍﻟﺗﺣﺿﻳﺭ ﻟﻠﻣﺳﺎﻫﻣﺔ ﺑﺄﻓﺿﻝ ﺷﻛﻝ ﻣﻣﻛﻥ‪.‬‬
‫‪ -3‬ﺍﺷﺗﻬﺭ ﺑﻣﺳﺎﻋﺩﺗﻙ ﻟﻶﺧﺭﻳﻥ‪ :‬ﻳﺻﺑﺢ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﺫﻳﻥ ﻳﺳﺎﻋﺩﻭﻥ ﺯﻣﻼءﻫﻡ ﻣﺣﻭﺭ ﺷﺑﻛﺎﺕ ﺍﻟﻌﻣﻝ ﺍﻟﻣﻬﻣﺔ ﻓﻲ ﺍﻟﺷﺭﻛﺔ‪ .‬ﻓﻬﻡ‬
‫‪6‬‬ ‫ﻣﺭﻣﻭﻗﻭﻥ ﻭﻳﺷﺎﺭ ﺇﻟﻳﻬﻡ ﺑﺎﻟﺑﻧﺎﻥ‪ ،‬ﻟﻳﺱ ﻓﻘﻁ ﻟﺗﻭﺍﺻﻠﻬﻡ ﺍﻟﻣﺳﺗﻣﺭ ﺃﻭ ﻣﻭﺩﺗﻬﻡ ﺑﻝ ﻷﻧﻬﻡ ﻳﺳﺎﻋﺩﻭﻥ ﺍﻵﺧﺭﻳﻥ ﻋﻠﻰ ﺣﻝ ﺍﻟﻣﺷﻛﻼﺕ‪.‬‬
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 ‫ﺃﺳﻠﻭﺏ ‪ :1‬ﺍﺳﺗﺧﺩﻡ ﺍﻟﺣﻭﺍﻓﺯ ﻛﻠﻬﺎ ﺑﺎﻋﺗﺩﺍﻝ‬ ‫ﺃﺳﻠﻭﺏ ‪ :1‬ﺣﺩﺩ ﺍﻟﻌﺩﻭ ﻣﻥ ﺍﻟﺻﺩﻳﻕ‬

‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ ‪ -‬ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ ‪) -‬ﺃﻛﺗﻭﺑﺭ ‪468 - (2011‬‬

‫ﺃﺷﺧﺎﺻﺎ ﻳﻣﺭﻭﻥ ﺑﺗﺟﺎﺭﺏ‬
‫ً‬ ‫ﺗﺳﺗﺿﻳﻑ ﺑﺭﺍﻣﺞ ﺍﻟﺗﻠﻔﺎﺯ‬ ‫ﻳﺳﺎﻋﺩﻙ ﺍﻷﺻﺩﻗﺎء ﻋﻠﻰ ﻣﻭﺍﺻﻠﺔ ﻁﺭﻳﻕ ﺍﻟﻧﺟﺎﺡ‪ .‬ﺃﻣﺎ‬
‫ﺻﻌﺑﺔ ﻟﺧﺳﺎﺭﺓ ﺍﻟﻭﺯﻥ ﻣﻘﺎﺑﻝ ﺟﻭﺍﺋﺯ ﻗﻳﻣﺔ‪ ،‬ﻭﺗﺗﺭﻛﻙ‬ ‫ﻣﻥ ﻳﻌﻣﻝ ﺿﺩﻙ ﻓﻳﺷﺎﺭﻙ ﻓﻲ ﺗﻘﻭﻳﺔ ﻋﺎﺩﺗﻙ ﺍﻟﺳﻳﺋﺔ‬
‫ﻭﺃﻧﺕ ﺗﻔﻛﺭ ﻓﻲ ﻣﺩﻯ ﻧﺟﺎﺡ ﻫﺫﻩ ﺍﻟﺗﺟﺎﺭﺏ ﻓﻲ ﺍﻟﻭﺍﻗﻊ‪.‬‬ ‫ﻭﻳﺷﻛﻙ ﻓﻲ ﻗﺩﺭﺗﻙ ﻋﻠﻰ ﻣﺣﻭﻫﺎ‪ .‬ﻗﺩ ﺗﺿﻊ ﺑﻌﺽ‬
‫ﻛﻠﻣﺎ ﻛﺎﻧﺕ ﺍﻟﺟﺎﺋﺯﺓ ﻗﻳﻣﺔ ﺗﺷﺟﱠ ﻊ ﺍﻟﻣﺗﺳﺎﺑﻕ ﻋﻠﻰ‬ ‫ﺍﻷﻋﺩﺍء ﻓﻲ ﺧﺎﻧﺔ ﺍﻷﺻﺩﻗﺎء ﻋﻥ ﻁﺭﻳﻕ ﺍﻟﺧﻁﺄ ﻟﻣﺟﺭﺩ‬
‫ﺍﻟﺗﺣﺩﻱ ﻭﺍﻟﻣﻭﺍﺻﻠﺔ‪ .‬ﻭﻟﻛﻥ ﻣﺎﺫﺍ ﻳﺣﺩﺙ ﺑﻌﺩ ﺭﺣﻳﻝ‬ ‫ﺃﻧﻙ ﺗﺳﺗﻣﺗﻊ ﻣﻌﻬﻡ‪ ،‬ﻣﻊ ﺃﻧﻬﻡ ﻳﺷﺟﻌﻭﻧﻙ ﻛﻲ ﺗﺿﻝ‬
‫ﺍﻟﻣﺗﺳﺎﺑﻘﻳﻥ؟ ﺑﻣﺟﺭﺩ ﻣﻭﺍﺟﻬﺔ ﺍﻟﻅﺭﻭﻑ ﺍﻟﻘﺩﻳﻣﺔ ﻭﻏﻳﺎﺏ‬ ‫ﺍﻟﻁﺭﻳﻕ ﻣﻥ ﺧﻼﻝ ﺧﻔﺽ ﺳﻘﻑ ﻁﻣﻭﺣﺎﺗﻙ ﺃﻭ ﺷﺭﺏ‬
‫ﺍﻟﺣﻭﺍﻓﺯ ﺍﻟﻘﻳﻣﺔ ﻳﻌﻭﺩﻭﻥ ﺇﻟﻰ ﺳﺎﺑﻕ ﻋﻬﺩﻫﻡ! ﻻ ﺗﻧﺧﺩﻉ‬ ‫ﺍﻟﺧﻣﺭ ﺃﻭ ﺍﻟﺗﺩﺧﻳﻥ ﺃﻭ ﺍﻟﺳﻬﺭ ﺃﻭ ﺍﻟﺗﻐﻳﺏ ﻋﻥ ﺍﻟﻌﻣﻝ‪.‬‬
‫ً‬
‫ﺃﻭﻻ ﺃﻥ ﺗﻔﺭﻕ ﺑﻳﻥ‬ ‫ﻟﻛﻲ ﺗﻐﻳﺭ ﻋﺎﺩﺍﺗﻙ ﺍﻟﺳﻳﺋﺔ ﻋﻠﻳﻙ‬
‫ﺑﺎﻟﺣﻭﺍﻓﺯ ﻣﻌﺗﻘ ًﺩﺍ ﺃﻧﻬﺎ ﺍﻟﻁﺭﻳﻕ ﺍﻟﺻﺣﻳﺢ ﻧﺣﻭ ﺗﺣﻘﻳﻕ‬
‫ﺍﻟﻧﺗﺎﺋﺞ ﺍﻟﻣﺭﺟﻭﺓ ﻷﻧﻬﺎ ﻗﺩ ﺗﻛﺗﺏ ﺳﻁﻭﺭ ﺍﻟﻧﻬﺎﻳﺔ ﺑﻌﺩ‬ ‫ﺍﻟﺻﺩﻳﻕ ﻭﺍﻟﻌﺩﻭ‪.‬‬
‫ﺣﺟﺑﻬﺎ ﻋﻧﻙ ﻛﻣﺻﺩﺭ ﻭﺣﻳﺩ ﻟﻠﺗﺷﺟﻳﻊ‪ .‬ﺍﺳﺗﻐﻝ ﺍﻟﺣﻭﺍﻓﺯ‬
‫ﺑﺎﻋﺗﺩﺍﻝ‪ ،‬ﻓﺎﻟﻣﻛﺎﻓﺂﺕ ﺍﻟﺻﻐﻳﺭﺓ ﺗﺣﻘﻕ ﻧﺗﺎﺋﺞ ﺳﺣﺭﻳﺔ‪.‬‬
‫ﺃﺳﻠﻭﺏ ‪ :2‬ﺃﻋﺩ ﺗﻌﺭﻳﻑ ”ﺍﻟﻌﺎﺩﻱ“‬
‫ﻭﻳﻣﻛﻧﻙ ﺗﺣﻘﻳﻕ ﺃﻓﺿﻝ ﺍﻟﻧﺗﺎﺋﺞ ﻋﻧﺩ ﺍﺳﺗﻐﻼﻝ ﺍﻟﺣﻭﺍﻓﺯ‬
‫ﻟﻠﺗﻘﻠﻳﻝ ﻣﻥ ﻗﻭﺓ ﺍﻟﻣﺗﺂﻣﺭﻳﻥ ﻭﺍﻟﻧﻣﺎﺫﺝ ﻏﻳﺭ ﺍﻟﻣﺭﻏﻭﺏ‬
‫ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﻭﺍﻟﺷﺧﺻﻳﺔ ﻣﻌًﺎ‪.‬‬
‫ﻓﻳﻬﺎ‪ ،‬ﻻﺣﻅ ﺇﻟﻰ ﺃﻱ ﻣﺩﻯ ﻳﺅﺛﺭ ﻫﺅﻻء ﻋﻠﻰ ﺭﺅﻳﺗﻙ ﻟﻣﺎ‬
‫ﻫﻭ ﻋﺎﺩﻱ‪ .‬ﻓﻼ ﻳﺧﺩﻋﻧﻙ ﺍﻟﺫﻳﻥ ﻳﺻﺭﻭﻥ ﻋﻠﻰ ﺍﺳﺗﺧﺩﺍﻡ‬
‫‪∂àMÉ°ùe ‘ ºμ– :6 Qó°üŸG‬‬
‫ﻛﻠﻣﺎﺕ ﻣﺛﻝ ”ﻛﻠﻧﺎ ﻛﺫﻟﻙ“ ﻭ“ﻫﺫﺍ ﻋﺎﺩﻱ“ ﻟﺗﺑﺭﻳﺭ ﺍﻟﺳﻠﻭﻙ‬
‫ﻏﻳﺭ ﺍﻟﻘﻭﻳﻡ‪ .‬ﺍﺳﺗﺧﺩﻡ ﺃﻧﺕ ﻛﻠﻣﺎﺕ ﻣﺛﻝ‪” :‬ﻏﻳﺭ ﺻﺣﻲ“‬
‫ﺣﺗﻰ ﺗﻁﻭﺭ ﺧﻁﺔ ﺍﻟﺗﻐﻳﻳﺭ‪ ،‬ﺍﺑﺣﺙ ﻋﻥ ﺍﻟﻁﺭﻕ ﺍﻟﺧﻔﻳﺔ‬
‫ﺃﻭ ”ﺳﺧﻳﻑ“ ﺃﻭ ”ﺧﻁﻳﺭ“‪ ،‬ﻟﻛﻥ ﻻ ﺗﺳﻣﻪ ﺃﺑ ًﺩﺍ ”ﻋﺎﺩﻳًّﺎ‪“.‬‬
‫ً‬
‫ﻋﺎﻣﻼ ﻣﺷﺟﻌًﺎ ﻋﻠﻰ‬ ‫ﺍﻟﺗﻲ ﺗﺟﻌﻝ ﺍﻟﺑﻳﺋﺔ ﺍﻟﻣﺣﻳﻁﺔ ﺑﻙ‬
‫ﺍﻻﺳﺗﻣﺭﺍﺭ ﻓﻲ ﺍﻟﻌﺎﺩﺍﺕ ﺍﻟﺳﻳﺋﺔ ﺍﻟﻘﺩﻳﻣﺔ‪ ،‬ﺛﻡ ﺃﻋﺩ ﺗﺷﻛﻳﻠﻬﺎ‬
‫ﺃﺳﻠﻭﺏ ‪ :3‬ﺃﺿﻑ ﺃﺻﺩﻗﺎءً ﺟﺩ ًﺩﺍ‬
‫ﻟﺗﺗﻭﺍﻓﻕ ﻣﻊ ﻋﺎﺩﺍﺗﻙ ﺍﻟﺟﺩﻳﺩﺓ‪ .‬ﻳﻣﻛﻧﻙ ﺍﻟﻘﻳﺎﻡ ﺑﺗﻐﻳﻳﺭﺍﺕ‬
‫ﺗﺑﺩﻭ ﻣﺳﺗﺣﻳﻠﺔ ﻭﻟﻛﻧﻬﺎ ﺣﺗﻣﻳﺔ ﻓﻲ ﺍﻟﺣﻳﺎﺓ ﺍﻟﻌﻣﻠﻳﺔ‪.‬‬
‫ﺍﺳﺗﺛﻣﺭ ﺍﻟﺗﺄﺛﻳﺭ ﺍﻻﺟﺗﻣﺎﻋﻲ ﻭﺗﻌﺭﻑ ﻋﻠﻰ ﺃﺻﺩﻗﺎء ﺟﺩﺩ‪.‬‬
‫ﺍﻋﺭﻑ ﻣﻥ ﻳﺷﺎﺭﻛﻭﻧﻙ ﻧﻔﺱ ﺍﻷﻫﺩﺍﻑ ﺃﻭ ﻣﻥ ﻳﻬﺗﻣﻭﻥ‬
‫ﺍﺑﻥ ﺃﺳﻭﺍﺭﻙ‬
‫ِ‬ ‫ﺃﺳﻠﻭﺏ ‪:1‬‬ ‫ﺑﺩﻋﻣﻙ‪ .‬ﺻﺎﺣﺑﻬﻡ ﻟﻳﺳﺎﻋﺩﻭﻙ ﻓﻲ ﺇﻋﺎﺩﺓ ﺗﻌﺭﻳﻑ‬
‫”ﺍﻟﻌﺎﺩﻱ“‪ .‬ﺳﻳﺳﻌﺩ ﻛﺛﻳﺭﻭﻥ ﻟﺗﻘﺩﻳﻡ ﺍﻟﻣﺳﺎﻋﺩﺓ ﻟﻙ‪،‬‬
‫ً‬
‫ﻗﻠﻳﻼ ﻟﻛﻧﻬﺎ ﻗﺩ ﺗﺗﺳﺑﺏ ﻓﻲ ﻣﺷﺎﻛﻝ‬ ‫ﻗﺩ ﺗﻔﻳﺩﻙ ﺍﻷﺳﻭﺍﺭ‬ ‫ﻓﻳﻣﻛﻧﻙ ﺑﻌﺩ ﻋﻘﺩ ﺻﺩﺍﻗﺎﺕ ﺟﺩﻳﺩﺓ ﺃﻥ ﺗﻁﻠﺏ ﺍﻟﻣﺳﺎﻋﺩﺓ‬
‫ﻏﻳﺭ ﻣﻘﺻﻭﺩﺓ ﺇﺫﺍ ﻟﻡ ﺗﻛﻥ ﻣﺳﺗﻌ ًّﺩﺍ ﻟﻠﺗﺧﻠﺹ ﻣﻧﻬﺎ‪ .‬ﻓﻲ‬ ‫ﻣﻥ ﺻﺩﻳﻕ‪ ،‬ﺣﺗﻰ ﻻ ﺗﻁﻠﺑﻬﺎ ﻣﻥ ﺷﺧﺹ ﻻ ﺗﻌﺭﻓﻪ‪.‬‬
‫ًّ‬
‫ﺣﻼ ﺟﻳ ًﺩﺍ ﻓﻧﻐﺎﻣﺭ‬ ‫ﻛﺛﻳﺭ ﻣﻥ ﺍﻷﺣﻳﺎﻥ ﺗﻌﺗﺑﺭ ﺍﻟﺣﻭﺍﺟﺯ‬
‫ﻫﻧﺎﻙ ﻗﺎﻋﺩﺗﺎﻥ ﻳﻣﻛﻧﻙ‬ ‫ﻭﻧﻌﺗﻣﺩ ﻋﻠﻳﻬﺎ ﻛﺣﻝ ﻭﺣﻳﺩ‪.‬‬ ‫ﺃﺳﻠﻭﺏ ‪ :4‬ﺍﺑﺗﻌﺩ ﻋﻥ ﺍﻟﻣﺗﺂﻣﺭﻳﻥ‬
‫ﺗﻁﺑﻳﻘﻬﻣﺎ ﻟﺗﺿﻣﻥ ﺍﻻﺳﺗﻔﺎﺩﺓ ﻣﻥ ﺍﻷﺳﻭﺍﺭ‪ :‬ﻳﺟﺏ ﺃﻥ‬
‫ﺗﺑﻧﻲ ﺃﻧﺕ ﺳﻳﺎﺟﻙ ﺑﻧﻔﺳﻙ ﻭﺗﺣﺎﻓﻅ ﻋﻠﻳﻪ؛ ﻭﻻ ﺗﺳﺗﺧﺩﻡ‬ ‫ﻟﻳﺱ ﻣﻥ ﺍﻟﺳﻬﻝ ﺗﺣﻭﻳﻝ ﻛﻝ ﻣﺗﺂﻣﺭ ﺇﻟﻰ ﺻﺩﻳﻕ‪ .‬ﻓﻛﻥ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﺍﻷﺳﻭﺍﺭ ﻛﺑﺩﻳﻝ ﻟﻠﻣﺻﺎﺩﺭ ﺍﻟﺳﺗﺔ‪.‬‬ ‫ﻣﺳﺗﻌ ًﺩﺍ ﻟﻣﻭﺍﺟﻬﺔ ﺍﻟﻣﺗﺂﻣﺭﻳﻥ ﺍﻟﺫﻳﻥ ﺳﻳﺟﺎﻫﺩﻭﻥ ﻟﺗﻅﻝ‬
‫ﺳﺟﻳﻥ ﻋﺎﺩﺗﻙ ﺍﻟﺳﻳﺋﺔ‪ ،‬ﺭﻏﻡ ﺃﻧﻪ ﺳﻳﻛﻭﻥ ﺻﻌﺑًﺎ ﺟ ًﺩﺍ ﻋﻠﻳﻙ‬
‫ﺃﺳﻠﻭﺏ ‪ :2‬ﺗﺣﻛﻡ ﻓﻲ ﺍﻟﻣﺳﺎﻓﺎﺕ‬ ‫ﺃﻥ ﺗﺗﺧﻠﺹ ﻣﻥ ﻫﺅﻻء ﻭﻣﻥ ﻋﺎﺩﺗﻙ ﻓﻲ ﺫﺍﺕ ﺍﻟﻭﻗﺕ‪.‬‬

‫ﺇﺫﺍ ﻛﻧﺕ ﺗﻧﻭﻱ ﺍﻻﺳﺗﻣﺭﺍﺭ ﻓﻲ ﻣﻣﺎﺭﺳﺔ ﺍﻟﺗﻣﺭﻳﻧﺎﺕ‬ ‫‪õØëŸG πeÉ©dG π¨à°SG :5 Qó°üŸG‬‬
‫ﺍﻟﺭﻳﺎﺿﻳﺔ‪ ،‬ﻓﺎﺣﺗﻔﻅ ﺑﺄﺩﻭﺍﺕ ﺍﻟﺗﺩﺭﻳﺏ ﺑﺎﻟﻘﺭﺏ ﻣﻧﻙ ﻓﻲ‬
‫ﻏﺭﻓﺔ ﺍﻟﻧﻭﻡ ﺃﻭ ﻏﺭﻓﺔ ﺍﻟﻣﻌﻳﺷﺔ‪ ،‬ﻭﺇﺫﺍ ﻗﺭﺭﺕ ﺗﺧﻔﻳﺽ‬ ‫ﺭﻏﻡ ﺃﻧﻧﺎ ﻧﺑﺫﻝ ﻛﻝ ﺟﻬﺩﻧﺎ ﻟﺗﺣﺳﻳﻥ ﺃﺳﻠﻭﺏ ﻣﻌﻳﺷﺗﻧﺎ ﻓﺈﻥ‬
‫ﻧﻔﻘﺎﺗﻙ‪ ،‬ﻓﺎﺣﺫﻑ ﻛﻝ ﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﻣﺭﺟﻌﻳﺔ ﻟﺻﻔﺣﺎﺕ‬ ‫ﺍﻟﻘﻠﻳﻝ ﻣﻧﺎ ﻳﺳﺗﻐﻝ ﺍﻟﻌﺎﻣﻝ ﺍﻟﻣﺣﻔﺯ ﻓﻲ ﺍﻟﺗﺷﺟﻳﻊ ﻋﻠﻰ ﺍﻻﺗﺟﺎﻩ‬
‫ﺍﻟﺗﺳﻭﻕ ﻋﻠﻰ ﺷﺑﻛﺔ ﺍﻹﻧﺗﺭﻧﺕ‪.‬‬ ‫ﺇﻟﻰ ﺣﻳﺎﺓ ﺻﺣﻳﺔ‪ .‬ﻓﻲ ﺃﺛﻧﺎء ﺗﻁﻭﻳﺭ ﺣﻭﺍﻓﺯﻙ‪ ،‬ﺗﺫﻛﺭ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫‪7‬‬
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 468 - (2011 ‫ )ﺃﻛﺗﻭﺑﺭ‬- ‫ ﺍﻟـﻌـﺩﺩ ﺍﻟﺛﻼﺛﻭﻥ‬- ‫ﺍﻟﺳﻧـﺔ ﺍﻟﺗﺎﺳﻌﺔ ﻋﺷـﺭﺓ‬ ‫ ﺍﺳﺗﺧﺩﻡ ﺍﻻﺑﺗﻛﺎﺭﺍﺕ ﺍﻟﺟﺩﻳﺩﺓ‬:3 ‫ﺃﺳﻠﻭﺏ‬

ً
‫ﻣﺛﻼ‬ .‫ﺣﺎﻭﻝ ﺍﺳﺗﺛﻣﺎﺭ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻻﺧﺗﺭﺍﻋﺎﺕ ﺍﻟﺟﺩﻳﺩﺓ‬
‫ﺗﻭﻓﺭ ﻟﻙ ﺍﻹﻧﺗﺭﻧﺕ ﺇﻣﻛﺎﻧﻳﺔ ﺍﻟﺗﻭﺍﺻﻝ ﺍﻻﺟﺗﻣﺎﻋﻲ ﻋﺑﺭ‬
ً
‫ ﻛﻣﺎ ﺗﻭﻓﺭ ﺍﻟﻌﺩﻳﺩ‬،‫ﺣﺎﻓﺯﺍ ﻟﻠﺗﻐﻳﻳﺭ‬ ‫ﺍﻟﺷﺑﻛﺔ ﻣﻣﺎ ﻳﻣﻛﻥ ﺍﻋﺗﺑﺎﺭﻩ‬
‫ﻓﺭﺻﺎ ﻟﻣﻭﺍﺻﻠﺔ ﺗﻁﻭﺭﻙ ﻭﺍﻹﻋﻼﻥ ﻋﻥ‬ ً ‫ﻣﻥ ﺍﻟﻘﻧﻭﺍﺕ‬
.‫ﺇﻧﺟﺎﺯﺍﺗﻙ‬
ájõ«∏‚E’Gh á«Hô©dG Úà¨∏dÉH Iôaƒàe á°UÓÿG √òg
This publication is available in both Arabic & English
⁄É©dG Ò¨Jo ∞«c
:øY Qó°üJ ájô¡°T ∞°üf Iöûf
z´É©°T{ »ª∏©dG ΩÓYEÓd á«Hô©dG ácöûdG ‫ﻳﻣﻛﻧﻙ ﺗﻁﺑﻳﻕ ﺃﺩﻭﺍﺕ ﺍﻟﺗﻐﻳﻳﺭ ﺍﻟﺳﺎﺑﻘﺔ ﻋﻠﻰ ﻛﻝ ﺍﻟﻣﺷﻛﻼﺕ‬
.‫ﻭﺍﻷﺷﺧﺎﺹ ﻛﻣﺎ ﻓﻌﻝ ﻣﻥ ﻧﺟﺣﻭﺍ ﻓﻲ ﺗﺣﻘﻳﻕ ﺍﻟﺗﻐﻳﻳﺭ‬
‫ﺗﺅﺛﺭ ﻣﺻﺎﺩﺭ ﺍﻟﺗﺄﺛﻳﺭ ﺍﻟﺳﺗﺔ ﻋﻠﻰ ﺍﻟﺳﻠﻭﻙ ﺍﻹﻧﺳﺎﻧﻲ ﺑﺷﻛﻝ‬
‫ ﻭﻳﻣﻛﻧﻙ ﺗﻁﺑﻳﻘﻬﺎ ﻋﻠﻰ ﺣﻝ ﻣﺷﻛﻠﺔ‬.‫ﻋﺎﻡ ﻭﺑﺷﻛﻝ ﺧﺎﺹ‬
(äÉ°UÓN) ‘ ∑GΰTÓd ‫ﺍﺟﺗﻣﺎﻋﻳﺔ ﺃﻭ ﺍﻗﺗﺻﺎﺩﻳﺔ ﺃﻭ ﻟﺭﻓﻊ ﻣﺳﺗﻭﻯ ﺍﻟﺗﻌﻠﻳﻡ ﺃﻭ ﻣﻛﺎﻓﺣﺔ‬
¢ShDhô``e hCG ¢ù«Fôd É¡FGógE’ hCG ºμà°ù°SDƒŸ hCG ºμd ‫ ﺗﺧﻳﻝ ﻛﻳﻑ ﺳﻳﺻﺑﺢ‬.‫ﺍﻷﻣﺭﺍﺽ ﻭﻓﻲ ﻛﻝ ﺷﺅﻭﻥ ﺍﻟﻌﺎﻟﻡ‬
º```μæμÁ ;π```«ªY hCG π``«eõd É`¡Áó≤àd hCG ‫ﺍﻟﻌﺎﻟﻡ ﻟﻭ ﺩﺃﺏ ﻣﻠﻳﻭﻥ ﺷﺧﺹ ﺇﻳﺟﺎﺑﻲ ﻣﺛﻠﻙ ﻋﻠﻰ ﺗﺳﺧﻳﺭ‬
.ø`«cΰûŸG äÉeóN IQGOEÉH ∫É``°üJ’G ‫ﺍﻟﻌﻠﻡ ﻭﺍﻟﻁﺎﻗﺔ ﺍﻟﻧﺎﻓﻌﺔ ﻟﺗﻐﻳﻳﺭ ﺃﺣﻭﺍﻝ ﺍﻟﺑﺷﺭﻳﺔ ﺇﻟﻰ ﺍﻷﻓﺿﻝ؟‬
‫ﻋﻧﺩﻣﺎ ﺗﺷﺟﻊ ﺍﻵﺧﺭﻳﻥ ﻋﻠﻰ ﺗﻌﻣﻳﻡ ﻭﻧﺷﺭ ﻭﺍﺳﺗﺛﻣﺎﺭ‬
IôgÉ≤dG : á«Hô©dG öüe ájQƒ¡ªL
+ 2 02 24025324 - 24036657 - 22633897 : ∞JÉg ‫ﺃﻳﺿﺎ ﻣﻥ ﺗﺣﻘﻳﻕ‬ ً ‫ﺳﻠﻭﻛﻬﻡ ﺍﻟﺣﻳﻭﻱ ﻓﺳﻭﻑ ﻳﺗﻣﻛﻧﻭﻥ ﻫﻡ‬
+2 02 22612521 : ¢ùcÉa ‫ﺍﻟﺗﻐﻳﻳﺭ! ﻟﺩﻳﻙ ﺍﻵﻥ ﺃﺳﻠﻭﺏ ﻭﺗﻘﻧﻳﺔ ﻭﺧﻁﻭﺍﺕ ﻣﺩﺭﻭﺳﺔ‬
‘ ÉæÑJÉμe øe …CÉH ∫É°üJÓd ‫ﻟﺗﻐﻳﻳﺭ ﺃﻱ ﺷﻲء؛ ﻭﻫﻭ ﺃﺳﻠﻭﺏ ﺗﻧﺑﻊ ﺃﻫﻣﻳﺗﻪ ﻣﺑﺩﺋﻳًﺎ ﻣﻥ ﺃﻧﻪ‬
âjƒμdGh øª«dGh ¿OQC’Gh äGQÉeE’Gh ájOƒ©°ùdGh ÉjQƒ°S ‫ﻳﺑﺩﺃ ﺩﺍﺋﻣًﺎ ﻭﻳﻧﺗﻬﻲ ﺑﺄﻥ ﺗﻐﻳﺭ ﻧﻔﺳﻙ! ﺃﻟﻡ ﺗﻼﺣﻅ ﺫﻟﻙ؟ ﺃﻋﺩ‬
,á«Hô©dG ∫hódG »bÉHh .‫ ﺃﻭ ﺍﺑﺩﺃ ﺍﻟﺗﻐﻳﻳﺭ‬،‫ﻗﺭﺍءﺓ ﺍﻟﺧﻼﺻﺔ‬
:Éæ©bƒe IQÉjõH ΩôμàdG AÉLôdG
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∞`````dDƒŸG
k G “´É©°T” øY Qó°üJ
ÉàjQhO É°†jC
…QGOE’G QÉàîŸG ‫ﻛﻳﺭﻱ ﺑﺎﺭﺗﺳﻭﻥ‬
äÉbÓYh
ً
‫ﻣﺭﻣﻭﻗﺎ ﻭﻗﺎﺋﺩ ﻟﻣﺟﻣﻭﻋﺔ‬ ‫ﺻﺎﺣﺏ ﻣﻧﻬﺟﻳﺔ ﺗﺩﺭﻳﺏ ﺣﻘﻘﺕ ﻧﺟﺎﺣً ﺎ‬
™aódGh ∑GΰT’G ɪFGO
k ºμæμÁ ‫ ﻭﻗﺩ ﻋﻣﻝ ﻫﻭ ﻭﻓﺭﻳﻘﻪ ﻓﻲ ﻣﻌﻳﺔ‬.‫ﻣﻥ ﺑﺭﺍﻣﺞ ﺍﻟﺗﻐﻳﻳﺭ ﺍﻟﻁﻭﻳﻠﺔ‬
:Éæ©bƒe ≈∏Y É«k fhÎμdEG .“‫ﺃﺷﻬﺭ ﺍﻟﻣﺩﺭﺑﻳﻥ ﺍﻟﻌﺎﻟﻣﻳﻳﻥ ﻭﻋﻠﻰ ﺭﺃﺳﻬﻡ ”ﺳﺗﻳﻔﻥ ﻛﻭﻓﻲ‬
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‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

ÜÉ`````à`μdG
(äÉ°UÓN) Qó°üJ
á`«ŸÉ©dG ÖàμdG π°†aCG ,á«Hô©dG á¨∏dÉH ¢üî∏Jh 1993 ΩÉY ™∏£e òæe Author: Kerry Patterson and others
ÖàμdG ≈∏Y õ````«cÎdG ™``e ,∫É```ªYC’G ∫É````LQh ø````jôjóª∏d á`¡LƒŸG
Title: Change Anything: The New Science of
±ó``¡`J .…QGOE’G ô`μ``Ø∏d G kójó`L ∞`«`°†J »`à`dGh É`©``«``Ñ`e
k Ì``cC’G Personal Success
ájQGOE’G äÉjô¶ædGh äÉ°SQɪŸG ÚH Iƒ```éØdG ó°S ≈dEG (äÉ``°UÓN)
Publisher: Business Plus (April, 2011)
ô``aƒJ å«M ;á```«Hô©dG IQGOE’G á```Ä«Hh ,á````eó≤àŸG ∫hódG ‘ á``ãjó◊G
.≥````«Ñ£à∏d á```∏HÉbh á```Hô›
q á````jQGOEG áaô©e º```¡d ISBN: 978-0446573917
ÖcôŸG åëÑdG ∑ôfi ∫ÓN øe É¡JÉjƒàfi πc ‘ åëÑdG øμÁh Pages: 288
.Éæ©bƒe ≈∏Y

6454 : ´GójE’G ºbQ To read more about this book, use this link:
ISSN: 110/2357 http://www.amazon.com

8
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 ‫‪C‬‬
‫‪á«μ∏ŸG ¥ƒ≤M‬‬
‫‪»ª∏©dG ΩÓYEÓd á«Hô©dG ácöû∏d áXƒØfi‬‬

‫ﺣﻘﻮق اﻟﻤﻠﻜﻴﺔ اﻟﻔﻜﺮﻳﺔ ﻟﻬﺬا اﻟﻌﺪد وﻟﻜﻞ اﻋﺪاد واﻟﻜﺘﺐ اﻟﻜﺘﺮوﻧﻴﺔ واﻟﺼﻮﺗﻴﺔ اﻟﻤﻨﺸﻮرة‬
‫ﻋﻠﻰ ﻣﻮﻗﻌﻨﺎ ‪ www.edara.com‬ﺗﻌﻮد ﻟﻠﺸﺮﻛﺔ اﻟﻌﺮﺑﻴﺔ ﻟ‪+‬ﻋﻼم اﻟﻌﻠﻤﻲ »ﺷﻌﺎع«‪ .‬وﻋﻠﻴﻪ‬
‫ﻓﺈﻧﻨﺎ ﻧﺘﻮﻗﻊ ﻣﻨﻜﻢ اﻻﻟﺘﺰام ﺑﺎﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺣﻘﻮﻗﻨﺎ ﻛﺎﻣﻠﺔ وذﻟﻚ ﺑﻌﺪم ﻧﺴﺦ أو رﻓﻊ أو‬
‫إرﺳﺎل أﻋﺪادﻧﺎ ﺧﺎرج ﺣﺪود اﺳﺘﺨﺪاﻣﻜﻢ اﻟﺸﺨﺼﻲ واﻟﻤﻬﻨﻲ واﻟﻤﺆﺳﺴﻲ دون ﻣﻮاﻓﻘﺔ‬
‫ﺧﻄﻴﺔ ﻣﻨﺎ‪ .‬ﻋﻠﻰ أﻧﻨﺎ ﻧﺴﻤﺢ ﻟﻠﻤﺸﺘﺮﻛﻴﻦ ﺑﺤﻔﻆ وﻃﺒﺎﻋﺔ اﻋﺪاد ﻟﻼﺳﺘﺨﺪام اﻟﺪاﺧﻠﻲ ﻓﻘﻂ‪.‬‬
‫وﻋﻠﻴﻪ‪ ،‬ﻧﺮﺟﻮ أن ﻳﺘﻌﻬﺪ اﻟﺠﻤﻴﻊ ﺑﻌﺪم ﻧﻘﻞ أو ﺗﻤﺮﻳﺮ أو ﻣﺸﺎرﻛﺔ ا‪P‬ﺧﺮﻳﻦ ﻓﻲ ﺣﻘﻮﻗﻨﺎ ﻫﺬه‪.‬‬
‫ً‬
‫وﻓﻘﺎ ﻟﻘﻮاﻧﻴﻦ اﻟﻤﻠﻜﻴﺔ اﻟﻔﻜﺮﻳﺔ اﻟﻤﺤﻠﻴﺔ‬ ‫ﻋﻠﻤﺎ ﺑﺄﻧﻨﺎ ﺳﻨﻘﺎﺿﻲ ﻛﻞ ﻣﻦ ﻻ ﻳﺤﺘﺮم ﻫﺬا اﻟﺘﻌﻬﺪ‬
‫ً‬
‫واﻗﻠﻴﻤﻴﺔ واﻟﺪوﻟﻴﺔ‪.‬‬

‫ﺃﻋﺪﺍﺩ ﻫﺬﺍ ﺍﻟﺸﻬﺮ‬

‫‪äÉ°UÓN‬‬

‫‪“º«∏©àdGh á«HÎdG Öàc” á°UÓN‬‬ ‫‪“ìÉéædG Öàc” á°UÓN‬‬ ‫‪“ôjóŸG Öàc” á°UÓN‬‬ ‫‪“ôjóŸG Öàc” á°UÓN‬‬
‫‪10 :ºbQ‬‬ ‫‪468 :ºbQ‬‬ ‫‪467 :ºbQ‬‬ ‫‪466 :ºbQ‬‬

‫‪¥hóæ°üdG êQÉN º«∏©àdG‬‬ ‫‪⁄É©dG Ò¨àd ∂°ùØf ÒZ‬‬

‫‪u‬‬ ‫‪áãdÉãdG á°TÉ°ûdG‬‬ ‫‪ÒKCÉàdGh ´ÉæbE’G QGöSCG‬‬

‫‪¿ƒ°ùfƒL ¿Gƒd :∞«dCÉJ‬‬ ‫‪¿hôNBGh ¿ƒ°SôJÉH …Òc :∞«dCÉJ‬‬ ‫‪øJQÉe ∑É°ûJ :∞«dCÉJ‬‬ ‫‪¿ÉLƒg ÚØ«c :∞«dCÉJ‬‬

‫‪ô¡°ûdG Gòg “äÉ`````bÓY” ä’É≤e‬‬ ‫‪ô¡°ûdG Gòg “…QGOE’G QÉàîŸG” ä’É≤e‬‬

‫❂ ﻛﻴﻒ ﺗﻜﺴﺐ ﺣﺐ‬
‫زﻣﻼﺋﻚ؟‬
‫❂ ﻣﺎذا ﺗﻔﻌﻞ إذا‬
‫ﺗﻌﺮﺿﺖ ﻟﻠﺨﻴﺎﻧﺔ؟!‬
‫❂ ﻣﺸﺎﻛﻞ اﻟﺼﻮت‬
‫وﻛﻴﻔﻴﺔ ﻋﻼﺟﻬﺎ‬
‫❂ اﻟﻄﺮﻳﻘﺔ اﳌﺜﲆ ﻟﻜﺘﺎﺑﺔ ‪58 Oó©dG‬‬
‫ﺧﻄﺎﺑﺎت اﻟﺸﻜﻮى‬
‫❂ ﻛﻴﻒ ﺗﺤﻤﻲ ﺑﻴﺎﻧﺎﺗﻚ‬
‫اﻟﺸﺨﺼﻴﺔ؟‬
‫❂ ﺣﻘﺎﺋﻖ ﻋﻦ اﻟﻠﻴﺎﻗﺔ اﻟﺒﺪﻧﻴﺔ‬
‫❂ ﻛﻴﻒ ﺗﺼﺒﺢ ﺳﻌﻴﺪًا ﰲ ﻋﻤﻠﻚ؟‬
‫❂ أﴎار اﻟﺘﻤﻴﺰ‬ ‫❂ ﻛﻴﻒ ﺗﻔﺎوض وﺗﺤﻘﻖ اﻟﻨﺘﺎﺋﺞ اﳌﻨﺸﻮدة؟‬
‫❂ أﴎار اﳌﻮﺳﻴﻘﻰ‬
‫❂ ﻫﻞ ﺗﺴﺘﻘﻴﻞ أم ﺗﺒﻘﻰ ﰲ ﻋﻤﻠﻚ؟‬
‫❂ ﺟﺪد ﻋﻼﻗﺘﻚ ﺑﴩﻳﻚ ﺣﻴﺎﺗﻚ‬
‫❂ أﻫﻼً ﺑﺎﻟﺤﻆ اﻟﺴﻌﻴﺪ!‬ ‫❂ ﺳﺘﻴﻒ ﺟﻮﺑﺰ ﻳﻔﻜﺮ وﻳﻔﻌﻞ‬
‫❂ أﻗﻮال وأﻓﻌﺎل ﰲ اﻟﻌﻼﻗﺎت‬ ‫❂ اﻟﻔﺴﺎد‪ :‬أﻛﱪ اﳌﺸﻜﻼت اﻟﺘﻲ ﺗﻬﺪد اﻟﻌﺎمل‬
‫❂ ﻻ ﻹﻫﺪار اﳌﻮارد!‬
‫❂ ِﻗﺲ درﺟﺔ ﺣﺮارة اﺑﺘﻜﺎراﺗﻚ!‬
‫❂ ﻋﺎدات اﻟﻴﻮم ‪ ..‬ﺳﻠﻮﻛﻴﺎت اﻟﻐﺪ!‬
‫‪118 Oó©dG‬‬
‫❂ ﺣﺎﻓﻆ ﻋﲆ ﻧﺠﺎﺣﺎﺗﻚ‬ ‫❂ ﻣﻘﻮﻻت اﻟﻘﻴﺎدة‬
‫❂ ودا ًﻋﺎ ﳌﺸﻜﻠﺔ اﻟﻨﺴﻴﺎن!‬
‫❂ ﺗﺤﺪي اﳌﺨﺎﻃﺮ‬ ‫❂ ﺗﻴﺪ أﻓﻜﺎر ﺗﺘﺨﻄﻰ اﻟﺤﻮاﺟﺰ‬
‫❂ اﺧﺘﺒﺎر اﻷوﻟﻮﻳﺎت‬ ‫❂ اﺧﺘﱪ ﻓﻌﺎﻟﻴﺔ اﺳﱰاﺗﻴﺠﻴﺘﻚ‬
‫❂ ﻣﺴﺘﻘﺒﻞ اﻟﻘﻴﺎدات اﻟﻨﺴﺎﺋﻴﺔ ﰲ اﻟﴩق اﻷوﺳﻂ‬
‫❂ أﻓﺼﺢ ﻋﻦ اﺳﱰاﺗﻴﺠﻴﺘﻚ‬
‫❂ أﺻﻌﺐ ﺳﺆال!‬ ‫❂ ﺑﺼﻤﺘﻚ ﻣﻔﺘﺎﺣﻚ وﺑﻄﺎﻗﺔ اﺋﺘامﻧﻚ!‬

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‫‪and is not‬‬ ‫‪∑GΰTÓdAny illegal sharing constitutes infringement of‬‬
‫‪to be shared.‬‬
‫‪Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬