‫ﺍﻟﺜﻨﺎءﻋﻠﻰ ﺁﺩﻡ ﻏﺮﺍﻧﺖ‬

‫ﺃﻋﻂ ﻭﺧﺬ‬

‫"ﺃﻋﻂ ﻭﺧﺬﻗﺪ ﻳﻜﻮﻥ ﺍﻟﻜﺘﺎﺏ ﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﻘﺮﻥ ﺍﻟﺸﺎﺏ‪ .‬ﻭﺑﻘﺪﺭ ﻣﺎ ﻳﺘﻤﺘﻊ ﺑﻪ ﻣﺎﻟﻜﻮﻟﻢ ﺟﻼﺩﻭﻳﻞ ﻣﻦ‬
‫ﺭﺅﻳﺔ ﺛﺎﻗﺒﺔ ﻭﻣﺴﻠﻴﺔ ﻓﻲ ﺃﻓﻀﻞ ﺣﺎﻻﺗﻪ‪ ،‬ﻓﺈﻥ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ ﻟﻪ ﺁﺛﺎﺭ ﻋﻤﻴﻘﺔ ﻋﻠﻰ ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺗﻨﺎ ﻟﺤﻴﺎﺗﻨﺎ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻭﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺃﺻﺪﻗﺎئنا ﻭﺃﻗﺎﺭﺑﻨﺎ‪ ،‬ﻭﺗﺮﺑﻴﺔ ﺃﻃﻔﺎﻟﻨﺎ‪ ،‬ﻭﺗﺼﻤﻴﻢ‬
‫ﻣﺆﺳﺴﺎﺗﻨﺎ‪ .‬ﺇﻥ ﻗﺮﺍءﺓ ﻫﺬﻩ ﺍﻟﺠﻮﻫﺮﺓ ﻣﻤﺘﻌﺔ‪ ،‬ﻭﻫﻲ ﺗﺤﻄﻢ ﺍﻷﺳﻄﻮﺭﺓ ﺍﻟﻘﺎئلة ﺑﺄﻥ ﺍﻟﺠﺸﻊ ﻫﻮ ﺍﻟﻄﺮﻳﻖ ﺇﻟﻰ ﺍﻟﻨﺠﺎﺡ‪.‬‬
‫—ﺭﻭﺑﺮﺕﺳﺎﺗﻮﻥ‪ ،‬ﻣﺆﻟﻒ ﻗﺎﻋﺪﺓ ﻻ *‪sshole‬ﻭﻣﺪﺭﺏ ﺟﻴﺪ‪ ،‬ﻣﺪﺭﺏ ﺳﻲء‬
‫"ﺃﻋﻂ ﻭﺧﺬ"ﻫﻮ ﻛﺘﺎﺏ ﻣﺒﻬﺞ ﺣﻘًﺎ ‪ -‬ﺍﻟﻌﻤﻞ ﺍﻟﻨﺎﺩﺭ ﺍﻟﺬﻱ ﺳﻴﺤﻄﻢ ﺍﻓﺘﺮﺍﺿﺎﺗﻚ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﻋﻤﻞ ﺍﻟﻌﺎﻟﻢ ﻭﻳﺒﻘﻲ ﻋﻘﻠﻚ‬
‫ﻣﺘﻘﺪًﺍﻷﺳﺎﺑﻴﻊ ﺑﻌﺪ ﺃﻥ ﺗﻘﻠﺐ ﺍﻟﺼﻔﺤﺔ ﺍﻷﺧﻴﺮﺓ"‪.‬‬
‫‪-‬ﺩﺍﻧﻴﺎﻝ ﻫـ‪ .‬ﺑﻴﻨﻚ‪ ،‬ﻣﺆﻟﻒ ﻳﻘﻮﺩ ﻭﻋﻘﻞ ﺟﺪﻳﺪ ﻛﻠﻴﺎ‬
‫"ﺃﻋﻂ ﻭﺧﺬ ﻣﻠﻴئ ﺑﺎﻟﺮﺅﻯ ﺍﻟﻤﺘﻐﻴﺮﺓ ﻟﻠﺤﻴﺎﺓ‪ .‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺗﺄﻟﻘﻪ ﻭﺣﻜﻤﺘﻪ‪ ،‬ﺇﻻ ﺃﻥ ﻫﺬﺍ ﻟﻴﺲ ﻣﺠﺮﺩ ﻛﺘﺎﺏ‪ ،‬ﺑﻞ ﻫﻮ ﺭﺅﻳﺔ‬
‫ﻋﺎﻟﻤﻴﺔ ﺟﺪﻳﺪﺓ ﻭﻣﺸﺮﻗﺔ‪ .‬ﻳﻌﺪ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﺃﺣﺪ ﺃﻋﻈﻢ ﻋﻠﻤﺎء ﺍﻻﺟﺘﻤﺎﻉ ﻓﻲ ﻋﺼﺮﻧﺎ‪ ،‬ﻭﻣﻦ ﺍﻟﻤﺆﻛﺪ ﺃﻥ ﻛﺘﺎﺑﻪ ﺍﻟﺠﺪﻳﺪ‬
‫ﺍﻻﺳﺘﺜﻨﺎئي ﺳﻴﻜﻮﻥ ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻜﺘﺐ ﻣﺒﻴﻌًﺎ‪.‬‬
‫—ﺳﻮﺯﺍﻥﻛﻴﻦ‪ ،‬ﻣﺆﻟﻒﻫﺎﺩﺉ‬
‫ًﺎ‬ ‫ًﺍ‬ ‫ًﺍ‬
‫"ﺃﻋﻂ ﻭﺧﺬﻳﺘﺨﻄﻰ ﻓﻮﺿﻰ ﺍﻟﻜﻠﻴﺸﻴﻬﺎﺕ ﻓﻲ ﺍﻟﺴﻮﻕ ﻭﻳﻘﺪﻡ ﻣﻨﻈﻮﺭ ﺟﺪﻳﺪ ﻣﻨﻌﺸ ﻟﻔﻦ ﻭﻋﻠﻢ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻟﻘﺪ ﺍﺑﺘﻜﺮ ﺁﺩﻡ‬
‫ﻏﺮﺍﻧﺖ ﻣﺠﻤﻮﻋﺔ ﺃﺩﻭﺍﺕ ﻓﺮﻳﺪﺓ ﻣﻦ ﻧﻮﻋﻬﺎ ﻻ ﻏﻨﻰ ﻋﻨﻬﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪.‬‬

‫‪-‬ﻭﻳﻠﻴﺎﻡ ﺏ‪ .‬ﻻﻭﺩﺭ‪ ،‬ﺍﻟﺮئيس ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ‪Inc Companies Lauder .Estée‬‬

‫"ﺃﻋﻂ ﻭﺧﺬ ﻣﻦ ﺩﻭﺍﻋﻲ ﺳﺮﻭﺭﻱ ﻗﺮﺍءﺗﻪ‪ ،‬ﻭﻏﻨﻲ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻱ‪ ،‬ﻭﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﺼﺒﺢ ﺃﺣﺪ ﺍﻟﻜﺘﺐ‬

‫ﺍﻟﻜﻼﺳﻴﻜﻴﺔ ﺣﻮﻝ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻹﺩﺍﺭﺓ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ .‬ﻟﻘﺪ ﻏﻴﺮﺕ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﺃﺭﻯ ﺑﻬﺎ ﻋﻼﻗﺎﺗﻲ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻭﺷﺠﻌﺘﻨﻲﻋﻰﻠ ﺃﻥ ﺃﻛﻮﻥ‬

‫ﺻﺪﻳﻘًﺎ ﻭﺯﻣﻴًﻼ ﺃﻛﺜﺮ ﺗﻔﻜﻴﺮًﺍ‪.‬‬

‫‪-‬ﺟﻴﻒ ﺍﺷﺒﻲ‪ ،‬ﻗﺎئد ﻣﻜﻮﻙ ﺍﻟﻔﻀﺎء ﻧﺎﺳﺎ‬

‫"مع ﺃﻋﻂ ﻭﺧﺬ ﻟﻘﺪ ﺣﺸﺪ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﺃﺩﻟﺔ ﺩﺍﻣﻐﺔ ﻟﻄﺮﻳﻘﺔ ﺛﻮﺭﻳﺔ ﻓﻲ ﺍﻟﺘﻔﻜﻴﺮ ﺣﻮﻝ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺸﺨﺼﻲ ﻓﻲ ﺍﻟﻌﻤﻞ ﻭﻓﻲ ﺍﻟﺤﻴﺎﺓ‪.‬ﺇﻰﻟ ﺟﺎﻧﺐ ﺍﻟﻄﺎﺑﻊ‬
‫ﺍﻟﻤﺸﺠﻊ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻟﻠﻘﻀﻴﺔ ﺍﻟﺘﻲ ﻳﻘﺪﻣﻬﺎ‪ ،‬ﺳﻮﻑ ﻳﺴﻌﺪ ﺍﻟﻘﺮﺍء ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﺠﺬﺍﺑﺔ ﺣﻘًﺎ‬

‫ﺍﻟﺘﻲ ﻳﻘﺪﻣﻬﺎ‪ .‬ﻳﻨﺒﻐﻲ ﺍﻥ ﻳﻘﺮﺍء"‪.‬‬

‫—ﺭﻭﺑﺮﺕﺳﻴﺎﻟﺪﻳﻨﻲ‪,‬ﻣﺆﻟﻒ ﺗﺄﺛﻴﺮ‬
‫"ﺃﻋﻂ ﻭﺧﺬﻫﻮ ﻓﻀﺢ ﺭﺍئع ﻭﻣﻮﺛﻖ ﺟﻴﺪًﺍ ﻭﻣﺤﻔﺰ ﻟـ "ﺍﻷﺧﻴﺎﺭ ﻳﻨﺘﻬﻮﻥ ﺃﺧﻴﺮًﺍ!" ﻟﻘﺪ ﻻﺣﻈﺖ ﻟﺴﻨﻮﺍﺕ ﺃﻥ ﺍﻟﻜﺮﻡ ﻳﻮﻟﺪ ﻧﻮﻋًﺎ ﺧﺎﺻًﺎﺑﻪ ﻣﻦ ﺍﻟﻌﺪﺍﻟﺔ‪ ،‬ﻭﻗﺪ‬

‫ﺃﺩﻯ ﺑﺤﺚ ﺟﺮﺍﻧﺖ ﺍﻟﺮﺍئع ﻭﺃﺳﻠﻮﺑﻪ ﺍﻟﺠﺬﺍﺏ ﺇﻰﻟ ﺇﻧﺸﺎء ﻟﻴﺲ ﻓﻘﻂ ﺍﻟﺘﺤﻘﻖ ﺍﻟﻘﻮﻱ ﻣﻦ ﻫﺬﺍ ﺍﻟﻤﺒﺪﺃﻭﻟﻜﻦ ﺃﻳﻀًﺎ ﺍﻟﺤﻜﻤﺔ ﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ‬

‫ﻻﺳﺘﺨﺪﺍﻣﻪ ﺑﺸﻜﻞ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ‪ .‬ﻭﻫﺬﺍ ﺑﻴﺎﻥ ﺭﺍئع ﻹﻧﺠﺎﺯ ﺃﺷﻴﺎء ﺫﺍﺕ ﻣﻌﻨﻰﻭﺑﺸﻜﻞ ﻣﺴﺘﺪﺍﻡ‪.‬‬

‫‪-‬ﺩﻳﻔﻴﺪ ﺃﻟﻴﻦ‪ ،‬ﻣﺆﻟﻒﺇﻧﺠﺎﺯ ﺍﻷﻣﻮﺭ‬

‫"ﻣﻠﻴئة ﺑﺎﻷﺑﺤﺎﺙ ﺍﻟﻤﺘﻄﻮﺭﺓ‪ ،‬ﻭﺍﻷﻣﺜﻠﺔ ﺍﻟﻤﻠﻤﻮﺳﺔ‪ ،‬ﻭﺍﻟﺒﺼﻴﺮﺓ ﺍﻟﻌﻤﻴﻘﺔ‪،‬ﺃﻋﻂ ﻭﺧﺬﻋﺮﻭض‬
‫ﺍﺳﺘﻨﺘﺎﺟﺎﺕ ﻣﺜﻴﺮﺓ ﻟﻠﺘﻔﻜﻴﺮ ﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻱ ‪ -‬ﻭﻏﺎﻟﺒًﺎ ﻣﺎ ﺗﻜﻮﻥ ﻣﻔﺎﺟئة ‪ -‬ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﻗﻴﺎﻡ ﺗﻔﺎﻋﻼﺗﻨﺎ ﻣﻊ ﺍﻵﺧﺮﻳﻦ ﺑﻘﻴﺎﺩﺓ ﻧﺠﺎﺣﻨﺎ ﻭﺳﻌﺎﺩﺗﻨﺎ‪ .‬ﻫﺬﺍ‬

‫ﺍﻟﻜﺘﺎﺏ ﺍﻟﻤﻬﻢ ﻭﺍﻟﺬﻱ ﻳﻤﻜﻦ ﻗﺮﺍءﺗﻪ ﺑﺸﻜﻞ ﻗﻬﺮﻱ ﻳﺴﺘﺤﻖ ﺃﻥ ﻳﺤﻘﻖ ﻧﺠﺎﺣًﺎ ﻛﺒﻴﺮًﺍ‪.‬‬

‫— ﺟﺮﻳﺘﺸﻦ ﺭﻭﺑﻦ‪،‬ﻣﺆﻟﻒ ﻣﺸﺮﻭﻉ ﺍﻟﺴﻌﺎﺩﺓ ﻭﺃﻛﺜﺮ ﺳﻌﺎﺩﺓ ﻓﻲ ﺍﻟﻤﻨﺰﻝ‬

‫"ﺃﺣﺪ ﺃﺳﺮﺍﺭ ﺍﻟﺤﻴﺎﺓ ﺍﻟﻌﻈﻴﻤﺔ ﻫﻮ ﺃﻥ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻳﻔﻮﺯﻭﻥ ﺃﻛﺜﺮ ﻫﻢ ﻓﻲ ﺍﻟﻐﺎﻟﺐ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻳﻘﺪﻣﻮﻥ ﺃﻛﺜﺮ‪ .‬ﻓﻲ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ ﺍﻷﻧﻴﻖ ﻭﺍﻟﻮﺍﺿﺢ‪،‬‬

‫ﺍﻟﻤﻠﻲء ﺑﺎﻷﺩﻟﺔ ﺍﻟﻤﻘﻨﻌﺔ ﻭﺍﻷﻣﺜﻠﺔ ﺍﻟﻤﺜﻴﺮﺓ ﻟﻠﺬﻛﺮﻳﺎﺕ‪ ،‬ﻳﺒﻴﻦ ﻟﻨﺎ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﻟﻤﺎﺫﺍ ﻭﻛﻴﻒ ﻳﺤﺪﺙ‬

‫ﺫﻟﻚ‪.‬ﻳﻨﺼﺢ ﺑﻪ ﺑﺸﺪﻩ"!‬

‫—ﻭﻳﻠﻴﺎﻡﻳﻮﺭﻱ‪ ،‬ﺍﻟﻤﺆﻟﻒ ﺍﻟﻤﺸﺎﺭﻙ ﻝﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﻧﻌﻢ ﻭﻣﺆﻟﻒ ﻗﻮﺓ ﺍﻟﺮﻗﻢ ﺍﻹﻳﺠﺎﺑﻲ‬
‫"ﺍﻷﺧﻴﺎﺭ ﻳﻨﺘﻬﻮﻥ ﺃﻭﻻً‪ ،‬ﻭﺁﺩﻡ ﺟﺮﺍﻧﺖ ﻳﻌﺮﻑ ﺍﻟﺴﺒﺐ‪.‬ﺃﻋﻂ ﻭﺧﺬﻫﻲ ﺍﻟﻤﻔﺎﺟﺄﺓ ﺍﻟﺬﻛﻴﺔ ﺍﻟﺘﻲ ﻻ ﻳﻤﻜﻨﻚ ﺗﻔﻮﻳﺘﻬﺎ‪.‬‬

‫‪-‬ﺩﺍﻧﻴﺎﻝ ﺟﻴﻠﺒﺮﺕ‪ ،‬ﻣﺆﻟﻒ ﺍﻟﺘﻌﺜﺮ ﻓﻲ ﺍﻟﺴﻌﺎﺩﺓ‬

‫"ﺃﻋﻂ ﻭﺧﺬﻫﻲ ﻗﺮﺍءﺓ ﻣﻔﻴﺪﺓ ﻟﻠﻘﺎﺩﺓ ﺍﻟﺬﻳﻦ ﻳﻄﻤﺤﻮﻥ ﺇﻰﻟ ﺇﺣﺪﺍﺙ ﺗﻐﻴﻴﺮﺍﺕ ﻫﺎﺩﻓﺔ ﻭﻣﺴﺘﺪﺍﻣﺔ ﻓﻲ ﺑﻴئاتهم ‪ .‬ﻳﻮﺿﺢ ﺟﺮﺍﻧﺖ ﻛﻴﻒ ﻳﻤﻜﻦ ﻟﻠﺘﻮﺟﻪ‬

‫ﺍﻟﺴﺨﻲ ﺗﺠﺎﻩ ﺍﻵﺧﺮﻳﻦ ﺃﻥ ﻳﻜﻮﻥ ﺑﻤﺜﺎﺑﺔ ﺻﻴﻐﺔ ﻹﻧﺘﺎﺝ ﻗﺎﺩﺓ ﻧﺎﺟﺤﻴﻦ ﻭﺍﻷﺩﺍء ﺍﻟﺘﻨﻈﻴﻤﻲ‪ .‬ﻛﺘﺎﺑﺘﻪ‬

‫ﺟﺬﺍﺑﺔ ﻭﻣﻤﺘﻌﺔ ﻣﺜﻞ ﺃﺳﻠﻮﺑﻪ ﻓﻲ ﺍﻟﻔﺼﻞ ﺍﻟﺪﺭﺍﺳﻲ‪.‬‬

‫‪-‬ﻛﻴﻨﻴﺚ ﻓﺮﺍﻳﺰﺭ‪ ،‬ﺭﺉﻴﺲ ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺭئيس ﻭﺍﻟﻤﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ‪Inc Co., & .Merck‬‬

‫"ﻓﻲ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ ﺍﻟﻤﺜﻴﺮ ﻭﺍﻟﻤﺘﺄﻟﻖ‪ ،‬ﻳﻘﻠﺐ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﺍﻟﺤﻜﻤﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺭﺃﺳًﺎ ﻋﻰﻠ ﻋﻘﺐ ﺣﻮﻝ ﻣﺎ ﻳﻠﺰﻡ ﻟﻠﻔﻮﺯ ﻭﺍﻟﻤﻀﻲ ﻗﺪﻣًﺎ‪ .‬ﻣﻊ ﺍﻟﻘﺼﺺ‬

‫ﺍﻟﺘﻲ ﺗﻘﻠﺐ ﺍﻟﺼﻔﺤﺎﺕ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻤﻘﻨﻌﺔ‪ ،‬ﺃﻋﻂ ﻭﺧﺬ ﻳﻜﺸﻒ ﻋﻦ ﺍﻟﻘﻮﻯ ﺍﻟﻤﻔﺎﺟئة ﻭﺭﺍءﺍﻟﻨﺠﺎﺡ ﻭﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻨﻨﺎ ﺍﺗﺨﺎﺫﻫﺎ ﻟﺘﻌﺰﻳﺰ‬

‫ﻧﺠﺎﺣﻨﺎ‪.‬‬

‫— ﻻﺯﻟﻮ ﺑﻮﻙ‪ ،‬ﻧﺎئب ﺍﻟﺭئيس ﺍﻷﻭﻝ ﻟﻌﻤﻠﻴﺎﺕ ﺍﻷﻓﺮﺍﺩ‪ ،‬ﺟﻮﺟﻞ‬

‫"ﺃﻋﻂ ﻭﺧﺬ ﻳﺒﺪﺩ ﺍﻟﻤﻌﺘﻘﺪﺍﺕ ﺍﻟﺸﺎئعة ﺍﻟﺘﻲ ﺗﺴﺎﻭﻱ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺑﺎﻟﻀﻌﻒ ﻭﺍﻵﺧﺬﻳﻦ ﺑﺎﻟﻘﻮﺓ‪ .‬ﻳﻮﺿﺢ ﻟﻨﺎ ﺟﺮﺍﻧﺖ ﺃﻫﻤﻴﺔ ﺭﻋﺎﻳﺔ ﻭﺗﺸﺠﻴﻊ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ‬

‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺍﻹﻳﺠﺎﺑﻴﺔ‪.‬‬

‫‪-‬ﺩﺍﻥ ﺃﺭﻳﻠﻲ‪ ،‬ﻣﺆﻟﻒ ﻏﻴﺮ ﻋﻘﻼﻧﻲ ﺑﺸﻜﻞ ﻣﺘﻮﻗﻊ‬

‫"ﺃﻋﻂ ﻭﺧﺬ"ﻳﺤﺪﺩ ﺍﻟﻄﺮﻳﻖ ﺇﻰﻟ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺬﻱ ﻳﺘﻤﻴﺰ ﺑﻄﺮﻕ ﺟﺪﻳﺪﺓ ﻟﻠﺘﻮﺍﺻﻞ ﻣﻊ ﺍﻟﺰﻣﻼء ﻭﺍﻟﻌﻤﻼء ﺑﺎﻹﺿﺎﻓﺔ ﺇﻰﻟ ﻃﺮﻕ ﺟﺪﻳﺪﺓ ﻟﺘﻨﻤﻴﺔ ﺍﻷﻋﻤﺎﻝ‬

‫ﺍﻟﺘﺠﺎﺭﻳﺔ"‪.‬‬

‫—ﺗﻮﻧﻲﻫﺴﻴﻪ‪ ،‬ﺍﻟﺮئيس ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﻤﻮﻗﻊ ‪ Zappos.com‬ﻭﻣﺆﻟﻒ ﻛﺘﺎﺏ ﺗﺴﻠﻴﻢ ﺍﻟﺴﻌﺎﺩﺓ‬

‫"ﺃﻋﻂ ﻭﺧﺬﺳﻮﻑ ﺗﻐﻴﺮ ﺟﺬﺭﻳﺎ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﺗﻔﻜﺮ ﺑﻬﺎ ﻓﻲ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻭﻟﻜﻦ ﻣﻦ ﺍﻟﻤﺆﺳﻒ ﺃﻧﻨﺎ ﻓﻲ ﺃﻣﻴﺮﻛﺎ ﻛﺜﻴﺮﺍ ﻣﺎ ﺍﺳﺘﺴﻠﻤﻨﺎﻟﻮﺟﻬﺔ ﻧﻈﺮ ﻋﺎﻟﻤﻴﺔ‬

‫ﻣﻔﺎﺩﻫﺎ ﺃﻧﻪ ﺇﺫﺍ ﺗﺼﺮﻑ ﻛﻞ ﻓﺮﺩ ﻭﻓﻘﺎ ﻟﻤﺼﻠﺤﺘﻪ ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﻀﻴﻘﺔ ﻓﺈﻥ ﻛﻞ ﺷﻲء ﺳﻮﻑ ﻳﺼﺒﺢ ﻋﻰﻠ ﻣﺎ ﻳﺮﺍﻡ‪ .‬ﻳﻮﺿﺢ ﻟﻨﺎ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﻣﻦ ﺧﻼﻝ‬

‫ﺃﺑﺤﺎﺙ ﻣﻘﻨﻌﺔ ﻭﻗﺼﺺ ﺭﺍئعة ﺃﻥ ﻫﻨﺎﻙ ﻃﺮﻳﻘﺔ‬

‫ﺃﻓﻀﻞ‪.‬‬

‫—ﻟﻴﻨﻲﻣﻴﻨﺪﻭﻧﻜﺎ‪ ،‬ﻣﺪﻳﺮ ﺷﺮﻛﺔ ﻣﺎﻛﻴﻨﺰﻱ ﻭﺷﺮﻛﺎﻩ‪.‬‬

‫"ﺁﺩﻡ ﻏﺮﺍﻧﺖ‪ ،‬ﺍﻟﻨﺠﻢ ﺍﻟﺼﺎﻋﺪ ﻓﻲ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ﺍﻹﻳﺠﺎﺑﻲ‪ ،‬ﻳﻨﺴﺞ ﺑﺴﻼﺳﺔ ﺑﻴﻦ ﺍﻟﻌﻠﻮﻡ ﻭﻗﺼﺺ ﻧﺠﺎﺡ ﻭﻓﺸﻞ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﻳﻘﻨﻌﻨﺎ ﺑﺄﻥ ﺍﻟﻌﻄﺎء ﻫﻮ‪،‬‬

‫ﻋﻰﻠ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ‪ ،‬ﻭﺻﻔﺔ ﻟﻠﻨﺠﺎﺡ ﻓﻲ ﻋﺎﻟﻢ ﺍﻟﺸﺮﻛﺎﺕ‪ .‬ﻭﻓﻲ ﺍﻟﻄﺮﻳﻖ ﺳﺘﺠﺪ ﻧﻔﺴﻚ ﺗﻌﻴﺪ‬
‫ﺍﻟﻨﻈﺮﻓﻲ ﺣﻴﺎﺗﻚ ﺍﻟﺨﺎﺻﺔ‪ .‬ﺍﻗﺮﺃﻫﺎ ﺑﻨﻔﺴﻚ‪ ،‬ﺛﻢ ﻗﻢ ﺑﺈﻋﻄﺎء ﻧﺴﺦ ﻣﻨﻬﺎ ﻟﻸﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺗﻬﺘﻢ ﺑﻬﻢ ﻛﺜﻴﺮًﺍ ﻓﻲ ﻫﺬﺍ ﺍﻟﻌﺎﻟﻢ‪.‬‬

‫‪-‬ﻣﺎﺭﺗﻦ ﺳﻴﻠﻴﺠﻤﺎﻥ‪ ،‬ﻣﺆﻟﻒ ﺗﻌﻠﻤﺖ ﺍﻟﺘﻔﺎﺅﻝﻭﺗﺰﺩﻫﺮ‬

‫"ﺃﻋﻂ ﻭﺧﺬﻳﻘﺪﻡ ﻣﻨﻈﻮﺭًﺍ ﺟﺪﻳﺪًﺍ ﺭﺍئدًا ﻟﻠﻨﺠﺎﺡ‪ .‬ﻳﻘﺪﻡ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﻧﺎﻓﺬﺓ ﺁﺳﺮﺓ ﻋﻰﻠ ﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﻤﺒﺘﻜﺮﺓ ﺍﻟﺘﻲ ﺗﺪﻓﻊ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻋﻰﻠ ﻛﻞ ﻣﺴﺘﻮﻯ ﻣﻦ‬

‫ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﻤﻨﻈﻤﺔ ﻭﻳﻤﻜﻦ ﻭﺿﻌﻬﺎ ﻣﻮﺿﻊ ﺍﻟﺘﻨﻔﻴﺬ ﻋﻰﻠ ﺍﻟﻔﻮﺭ‪ .‬ﺇﻰﻟ ﺟﺎﻧﺐ ﻛﻮﻧﻪ ﻗﺮﺍءﺓ ﺭﺍئعة‪،‬‬

‫ﻓﺈﻥﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ ﻳﺤﻤﻞ ﺍﻟﻤﻔﺘﺎﺡ ﺇﻰﻟ ﻣﻜﺎﻥ ﻋﻤﻞ ﺃﻛﺜﺮ ﺭﺿﺎ ﻭﺇﻧﺘﺎﺟﻴﺔ‪ ،‬ﻭﻋﻼﻗﺎﺕ ﺃﻓﻀﻞ ﻣﻊ ﺍﻟﻌﻤﻼء‪ ،‬ﻭﺃﺭﺑﺎﺡ ﺃﻋﻰﻠ‪.‬‬

‫‪-‬ﺗﺸﻴﺐ ﻛﻮﻧﻠﻲ‪ ،‬ﻣﺆﺳﺲ ﻓﻨﺎﺩﻕ ‪ Vivre de Joie‬ﻭﻣﺆﻟﻒ ﻛﺘﺎﺏ ﻗﻤﺔﻭﺍﻟﻤﻌﺎﺩﻻﺕ ﺍﻟﻌﺎﻃﻔﻴﺔ‬

‫"ﺃﻋﻂ ﻭﺧﺬﻫﻮ ﺗﻐﻴﻴﺮ ﻗﻮﺍﻋﺪ ﺍﻟﻠﻌﺒﺔ‪ .‬ﺇﻥ ﻗﺮﺍءﺓ ﻛﺘﺎﺏ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﺍﻟﻤﻘﻨﻊ ﺳﺘﻐﻴﺮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻳﺪﻳﺮ ﺑﻬﺎ ﺍﻷﻃﺒﺎء‪،‬‬

‫ﻭﺍﻟﻤﺪﻳﺮﻭﻥ‪،‬ﻭﺍﻟﻤﻌﻠﻤﻮﻥ‪ ،‬ﻭﺍﻟﺮﺅﺳﺎء‪ .‬ﺳﻴﺨﻠﻖ ﻣﺠﺘﻤﻌًﺎ ﻳﻌﻤﻞ ﻓﻴﻪ ﺍﻟﻨﺎﺱ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻣﻦ ﺧﻼﻝ ﻛﻮﻧﻬﻢ ﺃﻓﻀﻞ‪ .‬ﺍﻗﺮﺃ‬

‫ﺍﻟﻜﺘﺎﺏﻭﻏﻴﺮ ﻃﺮﻳﻘﺔ ﻋﻴﺸﻚ ﻭﻋﻤﻠﻚ"‪.‬‬

‫‪-‬ﺑﺎﺭﻱ ﺷﻮﺍﺭﺗﺰ‪ ،‬ﻣﺆﻟﻒ ﻣﻔﺎﺭﻗﺔ ﺍﻻﺧﺘﻴﺎﺭﻭﺍﻟﺤﻜﻤﺔ ﺍﻟﻌﻤﻠﻴﺔ‬

‫"ﺃﻋﻂ ﻭﺧﺬﻫﻮ ﻣﻌﻴﺎﺭ ﺳﻠﻮﻛﻲ ﺟﺪﻳﺪ ﻟﻤﻤﺎﺭﺳﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻣﻦ ﺃﺟﻞ ﺍﻷﻓﻀﻞ‪ ،‬ﻭﺗﻮﻓﻴﺮ ﻣﻨﻈﻮﺭ ﺟﺪﻳﺪ ﻣﻠﻬﻢ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺗﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‬

‫ﻟﺼﺎﻟﺢ ﺍﻟﺠﻤﻴﻊ‪ .‬ﻳﻘﺪﻡ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﺩﻋﻤًﺎ ﻛﺒﻴﺮًﺍ ﻟﻠﻨﻤﻮﺫﺝ ﺍﻟﺠﺪﻳﺪ ﺍﻟﻤﺘﻤﺜﻞ ﻓﻲ ﺗﺤﻘﻴﻖ ﺍﻟﻔﻮﺯ ﻟﻠﻨﺎﺱﻭﺍﻟﻜﻮﻛﺐ ﻭﺍﻷﺭﺑﺎﺡ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬

‫ﺍﻷﻓﻜﺎﺭ ﺍﻟﺮﺍئعة ﻭﺍﻟﻘﺼﺺ ﺍﻟﺮائعة ﻟﺘﺠﻌﻠﻚ ﻣﺪﻣﻨًﺎ ﺗﻤﺎﻣًﺎ ﻋﻰﻠ ﺍﻟﺮﻏﺒﺔ‬

‫ﻓﻲﺇﻋﻄﺎء ﺍﻟﻤﺰﻳﺪ ﻭﺍﻷﺧﺬ ﺃﻗﻞ‪.‬‬

‫‪-‬ﻳﻮﺧﻦ ﺯﻳﺘﺰ‪ ،‬ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻟﺴﺎﺑﻖ ﻭﺭﺉﻴﺲ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ﺷﺮﻛﺔ ‪PUMA‬‬

‫"ﺃﻋﻂ ﻭﺧﺬﻫﻲ ﻫﺪﻳﺔ ﺣﻘﻴﻘﻴﺔ‪ .‬ﻳﻘﺪﻡ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﻣﺘﻌﺔ ﺛﻼﺛﻴﺔ‪ :‬ﻗﺼﺺ ﺟﻴﺪﺓ ﻣﺜﻞ ﺭﻭﺍﻳﺔ ﻣﻜﺘﻮﺑﺔ ﺑﺸﻜﻞ ﺟﻴﺪ‪ ،‬ﻭﺭﺅﻯ‬

‫ﻣﺪﻫﺸﺔﻣﺴﺘﻤﺪﺓ ﻣﻦ ﺍﻟﻌﻠﻮﻡ ﺍﻟﺪﻗﻴﻘﺔ‪ ،‬ﻭﻧﺼﺎﺉﺢ ﺣﻮﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻠﻚ ﺍﻷﻓﻜﺎﺭ ﻟﺪﻓﻊ ﺃﻧﻔﺴﻨﺎ ﻭﻣﺆﺳﺴﺎﺗﻨﺎ ﻧﺤﻮ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻻ‬

‫ﺃﺳﺘﻄﻴﻊﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﻛﺘﺎﺏ ﺁﺧﺮ ﻟﻪ ﺁﺛﺎﺭ ﺃﻛﺜﺮ ﻗﻮﺓ ﻋﻰﻠ ﻛﻼ ﺍﻟﻌﻤﻠﻴﻦﻭﺣﻴﺎﺓ"‪.‬‬

‫‪-‬ﺗﻴﺮﻳﺰﺍ ﺃﻣﺎﺑﻴﻠﻲ‪ ،‬ﻣﺆﻟﻒﻣﺒﺪﺃ ﺍﻟﺘﻘﺪﻡ‬

‫"ﻟﻘﺪ ﻛﺘﺐ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﻛﺘﺎﺑًﺎ ﺗﺎﺭﻳﺨﻴًﺎ ﻳﺒﺤﺚ ﻓﻲ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺘﻲ ﺗﺠﻌﻞ ﺑﻌﺾ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻨﺎﺟﺤﻴﻦ ﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻱ ﺭﺍﺉﻌﻴﻦﻟﻠﻐﺎﻳﺔ‪ .‬ﻣﻦ ﺧﻼﻝ‬

‫ﺗﻌﺮﻳﻔﻨﺎ ﺑﺄﺷﺨﺎﺹ ﻣﺜﻴﺮﻳﻦ ﻟﻺﻋﺠﺎﺏ‪ ،‬ﻳﺜﺒﺖ ﺃﻧﻪ‪ ،‬ﺧﻼﻓًﺎ ﻟﻼﻋﺘﻘﺎﺩ ﺍﻟﺸﺎﺉﻊ‪ ،‬ﻓﺈﻥ ﺃﻓﻀﻞ ﻃﺮﻳﻘﺔ ﻟﻠﺼﻌﻮﺩﺇﻰﻟ ﻗﻤﺔ ﺍﻟﺴﻠﻢ ﻫﻲ ﺃﻥ ﺗﺄﺧﺬ ﺍﻵﺧﺮﻳﻦ‬

‫ﻣﻌﻚ ﺇﻰﻟ ﻫﻨﺎﻙ‪.‬ﺃﻋﻂ ﻭﺧﺬﻳﻤﺜﻞ ﺍﻟﻄﺮﻳﻖ ﺇﻰﻟ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﺍﻟﻘﺮﻥ ﺍﻟﺤﺎﺩﻱ‬

‫ﻭﺍﻟﻌﺸﺮﻳﻦ"‪.‬‬

‫—ﻣﺎﺭﻳﺎﺍﻳﺘﻞ‪ ،‬ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻟﻤﺆﺳﺲ ﻭﺭﺉﻴﺲ ﻣﺆﺳﺴﺔ ﻧﺎﻳﻜﻲ‬

‫"ﻓﻲ ﻋﺼﺮ ﺃﺩﺏ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺬﻱ ﻳﻨﻄﻠﻖ ﺑﻨﻔﺲ ﺍﻟﻌﺒﺎﺭﺍﺕ ﺍﻟﻤﺒﺘﺬﻟﺔ ﺍﻟﻘﺪﻳﻤﺔ ﻭﺍﻟﻤﻔﺮﻃﺔ ﻓﻲ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ ،‬ﻳﺘﺠﻪ ﺁﺩﻡ ﺟﺮﺍﻧﺖﺇﻰﻟ ﻣﻨﻄﻘﺔ ﺟﺪﻳﺪﺓ‬

‫ﺭﺍﺉﻌﺔ‪.‬ﺃﻋﻂ ﻭﺧﺬﻳﺴﺎﻋﺪ ﺍﻟﻘﺮﺍء ﻋﻰﻠ ﻓﻬﻢ ﻛﻴﻔﻴﺔ ﺗﻌﻈﻴﻢ ﻓﻌﺎﻟﻴﺘﻬﻢﻭﻣﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ ﻓﻲ‬

‫ﻭﻗﺖﻭﺍﺣﺪ‪ .‬ﻭﺳﻴﻜﻮﻥ ﺑﻤﺜﺎﺑﺔ ﺇﻃﺎﺭ ﺟﺪﻳﺪ ﻟﻜﻞ ﻣﻦ ﺍﻟﺒﺼﻴﺮﺓ ﻭﺍﻹﻧﺠﺎﺯ‪ .‬ﻳﺠﺐ ﺃﻥ ﺗﻘﺮﺃ!‬

‫—ﺟﻮﺵﻟﻴﻨﻜﻨﺮ‪ ،‬ﻣﺆﺳﺲ ‪ ،ePrize‬ﻭﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ‪ ،Partners Venture Detroit‬ﻭﻣﺆﻟﻒ ﻛﺘﺎﺏﺍﻟﺤﻠﻢ ﺍﻟﻤﻨﻀﺒﻂ‬
‫"ﻣﺎﺫﺍﻗﺎﻋﺪﺓ ﻻ * ‪sshole‬ﻓﻌﻠﺖ ﻟﺜﻘﺎﻓﺔ ﺍﻟﺸﺮﻛﺎﺕ‪،‬ﺃﻋﻂ ﻭﺧﺬﻳﻔﻌﻞ ﻟﻜﻞ ﻭﺍﺣﺪ ﻣﻨﺎ ﻛﺄﻓﺮﺍﺩ‪ .‬ﻳﻘﺪﻡ ﻏﺮﺍﻧﺖ ﺣﺎﻟﺔ ﻗﺎﺉﻤﺔ‬

‫ﻋﻰﻠﺍﻷﺩﻟﺔ ﻟﻠﺮﺑﻂ ﻏﻴﺮ ﺍﻟﺒﺪﻳﻬﻲ ﺑﻴﻦ ﺍﻟﻜﺮﻡ ﻭﺍﻟﺘﺸﻄﻴﺐ ﺃﻭﻻً‪.‬‬

‫– ﺩﻭﺟﻼﺱ ﺳﺘﻮﻥ ﻭﺷﻴﻼ ﻫﻴﻦ‪ ،‬ﺍﻟﻤﺆﻟﻔﻮﻥ ﺍﻟﻤﺸﺎﺭﻛﻮﻥ ﻝﺍﻟﻤﺤﺎﺩﺛﺎﺕ ﺍﻟﺼﻌﺒﺔ‬

‫"ﺁﺩﻡ ﻏﺮﺍﻧﺖ ﻫﻮ ﻋﺒﻘﺮﻱ‪ .‬ﻟﻘﺪ ﻓﺎﺯ ﺑﻜﻞ ﺟﺎﺉﺰﺓ ﺑﺤﺜﻴﺔ ﻣﺘﻤﻴﺰﺓ ﻭﺟﺎﺉﺰﺓ ﺗﺪﺭﻳﺴﻴﺔ ﻓﻲ ﻣﺠﺎﻟﻪ‪ ،‬ﻭﻗﺪ ﻏﻴّﺮ ﻋﻤﻠﻪ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻳﺮﻯﺑﻬﺎ ﺍﻟﻨﺎﺱ ﺍﻟﻌﺎﻟﻢ‪.‬‬

‫ﺇﺫﺍ ﻛﻨﺖ ﺗﺮﻳﺪ ﺃﻥ ﺗﺘﻔﺎﺟﺄ ﺑﻤﻔﺎﺟﺄﺓ ﺳﺎﺭﺓ ﺟﺪًﺍ ‪ -‬ﺑﻤﺎ ﻳﺪﻓﻊ ﺍﻟﻨﺠﺎﺡ ﺣﻘًﺎ‪ ،‬ﺇﺫﻥﺃﻋﻂ ﻭﺧﺬﺇﻧﻪ ﻟﻚ‪ .‬ﺇﺫﺍ ﻛﻨﺖﺗﺮﻳﺪ ﺃﻥ ﺗﺠﻌﻞ ﺍﻟﻌﺎﻟﻢ ﻣﻜﺎﻧًﺎ ﺃﻓﻀﻞ‪ ،‬ﻓﺎﻗﺮﺃ‬

‫ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ‪ .‬ﺇﺫﺍ ﺃﺭﺩﺕ ﺃﻥ ﺗﺠﻌﻞ ﺣﻴﺎﺗﻚ ﺃﻓﻀﻞ‪ ،‬ﺍﻗﺮﺃ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ"‪.‬‬
 ‫‪-‬ﺗﻞ ﺑﻦ ﺷﺎﻫﺎﺭ‪ ،‬ﻣﺆﻟﻒﺃﻛﺜﺮ ﺳﻌﺎﺩﺓ‬
‫"ﻓﻲ ﻭﺍﺣﺪ ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻜﺘﺐ ﺟﺎﺫﺑﻴﺔ ﻭﺛﺎﻗﺒﺔ ﺍﻟﺘﻲ ﻗﺮﺃﺗﻬﺎ ﻣﻨﺬ ﺳﻨﻮﺍﺕ‪ ،‬ﻳﻘﺪﻡ ﺁﺩﻡ ﺟﺮﺍﻧﺖ ﺣﺠﺔ ﻣﻘﻨﻌﺔ ﻟﻨﻬﺞ ﻏﻴﺮ ﺑﺪﻳﻬﻲ‬

‫ﻟﺘﺤﻘﻴﻖﺍﻟﻨﺠﺎﺡ‪.‬ﺃﻋﻂ ﻭﺧﺬﻫﻮ ﻛﺘﺎﺏ ﻛﻼﺳﻴﻜﻲ ﻳﺠﺐ ﺃﻥ ﻳﻘﺮﺃﻩ ﺃﻱ ﺷﺨﺺ ﻳﺮﻳﺪ ﺃﻥ ﻳﻜﻮﻥ ﺃﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ ‪ -‬ﻭﺃﻛﺜﺮ ﺳﻌﺎﺩﺓ ‪-‬‬

‫ﻓﻲﺍﻟﻤﻜﺘﺐ ﺃﻭ ﻓﻲ ﺍﻟﻤﻨﺰﻝ‪.‬‬

‫‪-‬ﻧﻮﺡ ﺟﻮﻟﺪﺷﺘﺎﻳﻦ‪ ،‬ﻣﺆﻟﻒﻧﻌﻢ!‬

‫"ﺃﻋﻂ ﻭﺧﺬﻣﺜﻴﺮ‪ ،‬ﻣﻊ ﺭﺅﻯ ﺭﺍﺉﻌﺔ ﻓﻲ ﺻﻔﺤﺔ ﺑﻌﺪ ﺻﻔﺤﺔ‪ .‬ﻟﻘﺪ ﺗﻌﻠﻤﺖ ﺍﻟﻜﺜﻴﺮ ﻭﺃﻧﻮﻱ ﺩﻣﺠﻪ ﻓﻲ ﺣﻴﺎﺗﻲ ﻋﻰﻠ ﺍﻟﻔﻮﺭ‪.‬‬

‫ﺍﻟﺪﺭﻭﺱﻟﻦ ﺗﺠﻌﻠﻚ ﺷﺨﺼًﺎ ﺃﻓﻀﻞ ﻓﺤﺴﺐ‪ ،‬ﺑﻞ ﺳﺘﺠﻌﻠﻚ ﺃﻛﺜﺮ ﻗﺪﺭﺓ ﻋﻰﻠ ﻓﻌﻞ ﺍﻟﺨﻴﺮ ﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ‪ ،‬ﺑﻤﺎ ﻓﻲ‬

‫ﺫﻟﻚﻧﻔﺴﻚ‪.‬‬

‫—ﺍﻟﺤﺎﺧﺎﻡﺟﻮﺯﻳﻒ ﺗﻴﻠﻮﺷﻜﻴﻦ‪ ،‬ﻣﺆﻟﻒﻣﺤﻮ ﺍﻷﻣﻴﺔ ﺍﻟﻴﻬﻮﺩﻳﺔﻭﻣﺪﻭﻧﺔ ﺍﻷﺧﻼﻕ ﺍﻟﻴﻬﻮﺩﻳﺔ‬

‫"ﺁﺩﻡ ﻏﺮﺍﻧﺖ ﻫﻮ ﺃﻭﻝ ﻣﻦ ﺣﺪﺩ ﻣﺎ ﺍﻟﺬﻱ ﺗﻐﻴﺮ ﻓﻲ ﺍﻟﻌﻼﻗﺎﺕ ﻓﻲ ﺍﻟﻌﺼﺮ ﺍﻟﺮﻗﻤﻲ ‪ -‬ﻭﻫﻮ ﻳﺪﻋﻢ ﺫﻟﻚ ﺑﺎﻷﺩﻟﺔ ﺍﻟﺘﺠﺮﻳﺒﻴﺔ‪ .‬ﻓﻲ ﺃﻋﻂﻭﺧﺬﺇﻧﻪ ﻳﻮﺿﺢ‬

‫ﺑﺒﺮﺍﻋﺔ ﺃﻧﻪ ﻓﻲ ﻋﺎﻟﻤﻨﺎ ﺍﻟﻤﺘﺮﺍﺑﻂ ﺑﻌﻤﻖ‪ ،‬ﺗﻜﻤﻦ ﺟﺬﻭﺭ ﺍﻟﻨﺠﺎﺡ ﺍﻟﻤﺴﺘﺪﺍﻡ ﻓﻲ ﺧﻠﻖ ﺍﻟﻨﺠﺎﺡ ﻟﻤﻦ‬

‫ﺣﻮﻟﻚ‪.‬ﺇﻧﻪ ﻭﺍﺣﺪ ﻣﻦ ﺗﻠﻚ ﺍﻟﻜﺘﺐ ﺍﻟﻨﺎﺩﺭﺓ ﺍﻟﺘﻲ ﺗﺘﻤﻴﺰ ﺑﺄﻧﻬﺎ ﻋﻤﻠﻴﺔ ﻟﻠﻐﺎﻳﺔ‪ .‬ﺳﻮﻑ ﺗﺮﻏﺐ ﻓﻲ ﻗﺮﺍءﺗﻪ ﻭﺇﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ ﻓﻴﻪ ﻛﻞ‬

‫ﻋﺎﻡ‪.‬‬

‫‪-‬ﺑﻮﻝ ﺳﺎﻓﻮ‪ ،‬ﺍﻟﻤﺪﻳﺮ ﺍﻹﺩﺍﺭﻱ ﻟﻼﺳﺘﺸﺮﺍﻑ ﻭﻋﻀﻮ ﻣﺠﻠﺲ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺳﺘﺸﺮﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬
 ‫ﺃﻋﻂﻭﺧﺬ‬

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‫ﺁﺩﻡﺟﺮﺍﻧﺖ‬

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 ‫ﻓﺎﻳﻜﻨﻎ ﻧﺸﺮﺗﻪﻣﺠﻤﻮﻋﺔ ﺍﻟﺒﻄﺮﻳﻖ‬

‫ﺷﺎﺭﻉﻫﺪﺳﻮﻥ‪ ،‬ﻧﻴﻮﻳﻮﺭﻙ‪ ،‬ﻧﻴﻮﻳﻮﺭﻙ ‪ ،10014‬ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‬

‫‪Penguin Group )USA( Inc., 375‬ﺍﻷﻣﺮﻳﻜﻴﺔ‬

‫ﺍﻟﻮﻻﻳﺎﺕﺍﻟﻤﺘﺤﺪﺓ ﺍﻷﻣﺮﻳﻜﻴﺔ | ﻛﻨﺪﺍ | ﺍﻟﻤﻤﻠﻜﺔ ﺍﻟﻤﺘﺤﺪﺓ | ﺃﻳﺮﻟﻨﺪﺍ | ﺃﺳﺘﺮﺍﻟﻴﺎ | ﻧﻴﻮﺯﻳﻠﻨﺪﺍ | ﺍﻟﻬﻨﺪ | ﺟﻨﻮﺏ ﺃﻓﺮﻳﻘﻴﺎ | ﺍﻟﺼﻴﻦ‬

‫‪ penguin.com‬ﻗﻢ ﺑﺰﻳﺎﺭﺓ ‪ Group Penguin‬ﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ‪ England ،0RL WC2R London ،Strand‬ﺍﻟﻤﻜﺎﺗﺐ ﺍﻟﻤﺴﺠﻠﺔ‪، 80 :‬‬

‫‪Ltd Books Penguin‬‬

‫ﺣﻘﻮﻕﺍﻟﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ © ﺁﺩﻡ ﺟﺮﺍﻧﺖ‪2013. ،‬‬

‫ﻛﻞﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‪ .‬ﻻ ﻳﺠﻮﺯ ﺇﻋﺎﺩﺓ ﺇﻧﺘﺎﺝ ﺃﻱ ﺟﺰء ﻣﻦ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ ﺃﻭ ﻣﺴﺤﻪ ﺿﻮﺉﻴًﺎ ﺃﻭ ﺗﻮﺯﻳﻌﻪ ﺑﺄﻱ ﺷﻜﻞ ﻣﻄﺒﻮﻉ ﺃﻭ ﺇﻟﻜﺘﺮﻭﻧﻲ ﺩﻭﻥ ﺇﺫﻥ‪.‬‬

‫ﻳﺮﺟﻰ ﻋﺪﻡ ﺍﻟﻤﺸﺎﺭﻛﺔ ﺃﻭ ﺗﺸﺠﻴﻊ ﻗﺮﺻﻨﺔ ﺍﻟﻤﻮﺍﺩ ﺍﻟﻤﺤﻤﻴﺔ‬

‫ﺑﺤﻘﻮﻕﺍﻟﻄﺒﻊ ﻭﺍﻟﻨﺸﺮ ﺑﻤﺎ ﻳﺸﻜﻞ ﺍﻧﺘﻬﺎﻛًﺎ ﻟﺤﻘﻮﻕ ﺍﻟﻤﺆﻟﻒ‪ .‬ﺷﺮﺍء ﺍﻹﺻﺪﺍﺭﺍﺕ ﺍﻟﻤﻌﺘﻤﺪﺓ ﻓﻘﻂ‪.‬‬

‫ﺻﻮﺭﺓﺟﻮﻥ ﻫﺎﻧﺘﺴﻤﺎﻥ‪ :‬ﺷﺮﻛﺔ ‪ LLC International .Huntsman‬ﺗﺴﺘﺨﺪﻡ ﺑﺈﺫﻥ‪ .‬ﺻﻮﺭﺓ‬

‫ﻛﻴﻨﻴﺚﻻﻱ‪ :‬ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﻟﺸﺮﻛﺔ ﺇﻧﺮﻭﻥ ﻟﻌﺎﻡ ‪1997.‬‬

‫ﻣﻜﺘﺒﺔﺍﻟﻜﻮﻧﻐﺮﺱ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻔﻬﺮﺳﺔ ﻓﻲ ﻭﺍﻟﻨﺸﺮ‬

‫ﺟﺮﺍﻧﺖ‪،‬ﺁﺩﻡ ﻡ‪.‬‬

‫ﺍﻷﺧﺬﻭﺍﻟﻌﻄﺎء‪ :‬ﺍﻟﺪﻳﻨﺎﻣﻴﻜﻴﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺍﻟﺨﻔﻴﺔ ﻟﻠﻨﺠﺎﺡ ‪ /‬ﺁﺩﻡ ﺇﻡ ﺟﺮﺍﻧﺖ‪ .‬ﺹ‪ .‬ﺳﻢ‪.‬‬

‫ﺗﺘﻀﻤﻦﻣﺮﺍﺟﻊ ﺑﺒﻠﻴﻮﻏﺮﺍﻓﻴﺔ ﻭﻓﻬﺮﺱ‪ .‬ﺭﺩﻣﻚ‬

‫‪1-62284-101-1-978‬‬

‫‪1.‬ﺍﻟﻨﺠﺎﺡ – ﺍﻟﺠﻮﺍﻧﺐ ﺍﻟﻨﻔﺴﻴﺔ‪ 2. .‬ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﺍﻟﻌﻤﻞ – ﺍﻟﺠﻮﺍﻧﺐ ﺍﻟﻨﻔﺴﻴﺔ‪ 3. .‬ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ – ﺍﻟﺠﻮﺍﻧﺐ ﺍﻟﻨﻔﺴﻴﺔ‪ 4. .‬ﺍﻟﺸﺒﻜﺎﺕ‬

‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ – ﺍﻟﺠﻮﺍﻧﺐ ﺍﻟﻨﻔﺴﻴﺔ‪ .‬ﺃﻧﺎ‪ .‬ﺍﻟﻌﻨﻮﺍﻥ‪.‬‬

‫‪BF637.S8G68552013‬‬

‫‪DC23-158.2‬‬

‫‪2012039995‬‬
 ‫ﻓﻲﺫﻛﺮﻯ ﺻﺪﻳﻘﻲ‬
‫ﺟﻴﻒﺯﺍﺳﻠﻮ‬

‫ﺍﻟﺬﻱﻋﺎﺵ ﺣﻴﺎﺗﻪ ﻗﺪﻭﺓ ﻟﻠﻤﺒﺎﺩﺉ ﺍﻟﻮﺍﺭﺩﺓ ﻓﻲ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ‪.‬‬

 ‫ﻣﺤﺘﻮﻳﺎﺕ‬

‫ﺍﻟﺤﻤﺪﻋﻰﻠ ﺍﻷﺧﺬ ﻭﺍﻟﻌﻄﺎء‬

‫ﺻﻔﺤﺔﻋﻨﻮﺍﻥ ﺍﻟﻜﺘﺎﺏ‬
‫ﺣﻘﻮﻕﺍﻟﻨﺸﺮ‬
‫ﺇﺧﻼﺹ‬ ‫‪1‬ﻋﻮﺍﺉﺪ ﺟﻴﺪﺓ‬

‫ﻣﺨﺎﻃﺮﻭﻣﻜﺎﻓﺂﺕ ﺇﻋﻄﺎء ﺃﻛﺜﺮ ﻣﻤﺎ ﺗﺤﺼﻞ ﻋﻠﻴﻪ‬

‫‪2‬ﺍﻟﻄﺎﻭﻭﺱ ﻭﺍﻟﺒﺎﻧﺪﺍ‬

‫ﻛﻴﻒﻳﺒﻨﻲ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﺷﺒﻜﺎﺗﻬﻢ‬

‫‪3‬ﺗﺄﺛﻴﺮ ﺗﻤﻮﺝ‬

‫ﺍﻟﺘﻌﺎﻭﻥﻭﺩﻳﻨﺎﻣﻴﻜﻴﺎﺕ ﺍﻟﻌﻄﺎء ﻭﺃﺧﺬ ﺍﻻﺉﺘﻤﺎﻥ‬

‫‪4‬ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﺍﻟﻤﺎﺱ ﻓﻲ ﺍﻟﺨﺎﻡ‬

‫ﺍﻟﺤﻘﻴﻘﺔﻭﺍﻟﺨﻴﺎﻝ ﻓﻲ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻹﻣﻜﺎﻧﺎﺕ‬

‫‪5‬ﻗﻮﺓ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻟﻌﺎﺟﺰ‬

‫ﻛﻴﻒﺗﻜﻮﻥ ﻣﺘﻮﺍﺿﻌﺎ ﻭﺗﺆﺛﺮ ﻓﻲ ﺍﻟﻨﺎﺱ‬

‫‪6‬ﻓﻦ ﺻﻴﺎﻧﺔ ﺍﻟﺘﺤﻔﻴﺰ‬

‫ﻟﻤﺎﺫﺍﻳﺤﺘﺮﻕ ﺑﻌﺾ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺑﻴﻨﻤﺎ ﻳﺤﺘﺮﻕ ﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ‬

‫‪7‬ﺗﻐﻴﻴﺮ ﺍﻟﺨﺸﺒﺔ‬

‫ﺍﻟﺘﻐﻠﺐﻋﻰﻠ ﺗﺄﺛﻴﺮ ﻣﻤﺴﺤﺔ ﺍﻷﺭﺟﻞ‬

‫‪8‬ﺍﻟﺘﺤﻮﻝ ﺍﻟﺒﺨﻴﻞ‬

‫ﻟﻤﺎﺫﺍﻳﻤﻜﻦ ﻟﻔﺮﻳﻖ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ ،‬ﻭﺑﺼﻤﺔ ﺍﻹﺻﺒﻊ‪ ،‬ﻭﺍﻻﺳﻢ ﺃﻥ ﻳﺪﻓﻌﻨﺎ ﻓﻲ ﺍﻻﺗﺠﺎﻩ ﺍﻵﺧﺮ؟‬
‫‪9‬ﺍﻟﺨﺮﻭﺝ ﻣﻦ ﺍﻟﻈﻞ‬

‫ﺇﺟﺮﺍءﺍﺕﻟﻠﺘﺄﺛﻴﺮ ﺷﻜﺮﻭﺗﻘﺪﻳﺮ‬
‫ﻣﺮﺍﺟﻊ‬

‫ﻓِﻬ ﺮِﺱ‬
 ‫‪1‬‬

‫ﻋﻮﺍﺉﺪﺟﻴﺪﺓ‬

‫ﻣﺨﺎﻃﺮﻭﻣﻜﺎﻓﺂﺕ ﺇﻋﻄﺎء ﺃﻛﺜﺮ ﻣﻤﺎ ﺗﺤﺼﻞ ﻋﻠﻴﻪ‬

‫ﻣﺒﺪﺃﺍﻷﺧﺬ ﻭﺍﻟﻌﻄﺎء؛ ﻫﺬﻩ ﻫﻲ ﺍﻟﺪﺑﻠﻮﻣﺎﺳﻴﺔ‪ :‬ﺃﻋﻂ ﻭﺍﺣﺪًﺍ ﻭﺧﺬ ﻋﺸﺮﺓ‪.‬‬

‫‪-‬ﻣﺎﺭﻙ ﺗﻮﻳﻦ‪ ،‬ﻣﺆﻟﻒ ﻭﻛﺎﺗﺐ ﻓﻜﺎﻫﻲ‬

‫ﺑﻌﺪﻇﻬﺮ ﻳﻮﻡ ﺳﺒﺖ ﻣﺸﻤﺲ ﻓﻲ ﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ‪ ،‬ﻭﻗﻒ ﺃﺑﻮﺍﻥ ﻓﺨﻮﺭﺍﻥ ﻋﻰﻠ ﻫﺎﻣﺶ ﻣﻠﻌﺐ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ .‬ﻛﺎﻧﻮﺍ ﻳﺸﺎﻫﺪﻭﻥﺑﻨﺎﺗﻬﻢ ﺍﻟﺼﻐﺎﺭ‬

‫ﻳﻠﻌﺒﻮﻥ ﻣﻌًﺎ‪ ،‬ﻭﻛﺎﻧﺖ ﻣﺴﺄﻟﺔ ﻭﻗﺖ ﻓﻘﻂ ﻗﺒﻞ ﺃﻥ ﻳﺒﺪﺃﻭﺍ ﻣﺤﺎﺩﺛﺔ ﺣﻮﻝ ﺍﻟﻌﻤﻞ‪ .‬ﻛﺎﻥ ﺃﻃﻮﻝ‬

‫ﺍﻟﺮﺟﻠﻴﻦﻫﻮ ﺩﺍﻧﻲ ﺷﺎﺩﺭ‪ ،‬ﻭﻫﻮ ﺭﺟﻞ ﺃﻋﻤﺎﻝ ﻣﺘﺴﻠﺴﻞ ﻗﻀﻰ ﺑﻌﺾ ﺍﻟﻮﻗﺖ ﻓﻲ ‪ Netscape‬ﻭ‪ Motorola‬ﻭ‪ Amazon.‬ﻛﺎﻥﺷﺎﺩﺭ‪ ،‬ﺫﻭ ﺍﻟﺸﻌﺮ ﺍﻟﺪﺍﻛﻦ‬

‫ﻭﺍﻟﻘﺎﺩﺭ ﻋﻰﻠ ﺍﻟﺘﺤﺪﺙ ﻋﻦ ﺍﻷﻋﻤﺎﻝ ﺇﻰﻟ ﺍﻷﺑﺪ‪ ،‬ﻓﻲ ﺃﻭﺍﺧﺮ ﺍﻟﺜﻼﺛﻴﻨﻴﺎﺕ ﻣﻦ ﻋﻤﺮﻩ ﻋﻨﺪﻣﺎ ﺃﻃﻠﻖ ﺷﺮﻛﺘﻪﺍﻷﻭﻰﻟ‪ ،‬ﻭﻛﺎﻥ ﻳﺤﺐ ﺃﻥ ﻳﻄﻠﻖ ﻋﻰﻠ ﻧﻔﺴﻪ‬

‫ﺍﺳﻢ "ﺍﻟﺮﺟﻞ ﺍﻟﻌﺠﻮﺯ ﻟﻺﻧﺘﺮﻧﺖ‪ ".‬ﻛﺎﻥ ﻳﺤﺐ ﺑﻨﺎء ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻭﻛﺎﻥ ﻗﺪ‬

‫ﺑﺪﺃﻟﻠﺘﻮ ﻣﺸﺮﻭﻋﻪ ﺍﻟﺮﺍﺑﻊ‪.‬‬

‫ﺃﻋﺠﺐﺷﺎﺩﺭ ﻋﻰﻠ ﺍﻟﻔﻮﺭ ﺑﺎﻷﺏ ﺍﻵﺧﺮ‪ ،‬ﻭﻫﻮ ﺭﺟﻞ ﻳﺪﻋﻰ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﺍﻟﺬﻱ ﻳﺴﺘﺜﻤﺮ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻦ ﺃﺟﻞ ﻟﻘﻤﺔ ﺍﻟﻌﻴﺶ‪.‬ﻳﺒﻠﻎ ﻃﻮﻟﻪ ‪5'4‬‬

‫ﺑﻮﺻﺎﺕ‪ ،‬ﺑﺸﻌﺮ ﺩﺍﻛﻦ‪ ،‬ﻭﻧﻈﺎﺭﺍﺕ‪ ،‬ﻭﻟﺤﻴﺔ ﺻﻐﻴﺮﺓ‪ ،‬ﻭﻫﻮ ﺭﺟﻞ ﺫﻭ ﺍﻫﺘﻤﺎﻣﺎﺕ ﺍﻧﺘﻘﺎﺉﻴﺔ‪ :‬ﻓﻬﻮ ﻳﺠﻤﻊ‬

‫ﺍﻷﺷﻴﺎءﺃﻟﻴﺲ ﻓﻲ ﺑﻼﺩ ﺍﻟﻌﺠﺎﺉﺐﺍﻟﻜﺘﺐ‪ ،‬ﻭﻓﻲ ﺍﻟﻜﻠﻴﺔ ﺃﻧﺸﺄ ﺗﺨﺼﺼﻪ ﺍﻟﺨﺎﺹ ﻓﻲ ﻣﻮﺳﻴﻘﻰ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ .‬ﺣﺼﻞ ﻋﻰﻠ ﺩﺭﺟﺔﺍﻟﻤﺎﺟﺴﺘﻴﺮ ﻓﻲ ﻋﻠﻢ‬

‫ﺍﻟﺠﺮﻳﻤﺔ ﻭﺩﺭﺟﺔ ﺍﻟﻘﺎﻧﻮﻥ‪ ،‬ﻭﺑﻌﺪ ﺃﻥ ﻋﻤﻞ ﻓﻲ ﻣﻨﺘﺼﻒ ﺍﻟﻠﻴﻞ ﻓﻲ ﻣﻜﺘﺐ ﻣﺤﺎﻣﺎﺓ‪ ،‬ﻗﺒﻞ ﻋﺮﺽ ﻋﻤﻞﻟﻼﻧﻀﻤﺎﻡ ﺇﻰﻟ ﺷﺮﻛﺔ ﺭﺃﺱ ﺍﻟﻤﺎﻝ‬

‫ﺍﻻﺳﺘﺜﻤﺎﺭﻱ‪ ،‬ﺣﻴﺚ ﺃﻣﻀﻰ ﺍﻟﻌﻘﺪ ﺍﻟﺘﺎﻟﻲ ﻓﻲ ﺍﻻﺳﺘﻤﺎﻉ ﺇﻰﻟ ﻋﺮﻭﺽ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‬

‫ﻭﺍﺗﺨﺎﺫﺍﻟﻘﺮﺍﺭ‪ .‬ﺳﻮﺍء ﻟﺘﻤﻮﻳﻠﻬﻢ ﺃﻡ ﻻ‪ .‬ﺃﺛﻨﺎءﺍﻻﺳﺘﺮﺍﺣﺔ ﺑﻴﻦ ﻣﺒﺎﺭﻳﺎﺕ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ ،‬ﺍﻟﺘﻔﺖ ﺷﺎﺩﺭ ﺇﻰﻟ ﻫﻮﺭﻧﻴﻚ ﻭﻗﺎﻝ‪" :‬ﺃﻧﺎ ﺃﻋﻤﻞ ﻋﻰﻠ ﺷﻲء ﻣﺎ‪ ،‬ﻫﻞ‬

‫ﺗﺮﻳﺪ ﺭﺅﻳﺔ ﺍﻟﻤﻠﻌﺐ؟" ﺗﺨﺼﺺ ﻫﻮﺭﻧﻴﻚ ﻓﻲ ﺷﺮﻛﺎﺕ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻟﺬﻟﻚ ﺑﺪﺍ ﻟﺸﺎﺩﺭ ﻛﻤﺴﺘﺜﻤﺮ ﻣﺜﺎﻟﻲ‪ .‬ﻭﻛﺎﻥ ﺍﻻﻫﺘﻤﺎﻡ ﻣﺘﺒﺎﺩﻻ‪ .‬ﻣﻌﻈﻢ‬

‫ﺍﻷﺷﺨﺎﺹﺍﻟﺬﻳﻦ ﻳﻄﺮﺣﻮﻥ ﺍﻷﻓﻜﺎﺭ ﻫﻢ ﺭﻭﺍﺩ ﺃﻋﻤﺎﻝ ﻷﻭﻝ ﻣﺮﺓ‪ ،‬ﻭﻟﻴﺲ ﻟﺪﻳﻬﻢ ﺳﺠﻞ ﺣﺎﻓﻞ ﺑﺎﻟﻨﺠﺎﺡ‪ .‬ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ ،‬ﻛﺎﻥ ﺷﺎﺩﺭﺭﺟﻞ ﺃﻋﻤﺎﻝ ﻧﺎﺟﺤًﺎ‪،‬‬

‫ﻭﻗﺪ ﻓﺎﺯ ﺑﺎﻟﺠﺎﺉﺰﺓ ﺍﻟﻜﺒﺮﻯ ﻟﻴﺲ ﻣﺮﺓ ﻭﺍﺣﺪﺓ‪ ،‬ﺑﻞ ﻣﺮﺗﻴﻦ‪ .‬ﻭﻓﻲ ﻋﺎﻡ ‪ ،1999‬ﺍﺳﺘﺤﻮﺫﺕ ﺃﻣﺎﺯﻭﻥ ﻋﻰﻠﺷﺮﻛﺘﻪ ﺍﻟﻨﺎﺷﺉﺔ ﺍﻷﻭﻰﻟ ‪ Accept.com‬ﻣﻘﺎﺑﻞ‬
‫‪ 175‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﻭﻓﻲ ﻋﺎﻡ ‪ ،2007‬ﺍﺳﺘﺤﻮﺫﺕ ﺷﺮﻛﺔ ﻣﻮﺗﻮﺭﻭﻻ ﻋﻰﻠﺷﺮﻛﺘﻪ ﺍﻟﺘﺎﻟﻴﺔ‪ ،Technology Good ،‬ﻣﻘﺎﺑﻞ ‪ 500‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﻧﻈﺮًﺍ‬

‫ﻟﺘﺎﺭﻳﺦ ﺷﺎﺩﺭ‪ ،‬ﻛﺎﻥ ﻫﻮﺭﻧﻴﻚ ﺣﺮﻳﺼًﺎ ﻋﻰﻠ‬

‫ﺳﻤﺎﻉﻣﺎ ﻳﻨﻮﻱ ﻓﻌﻠﻪ ﺑﻌﺪ ﺫﻟﻚ‪.‬‬

 ‫ﺑﻌﺪﺃﻳﺎﻡ ﻗﻠﻴﻠﺔ ﻣﻦ ﻣﺒﺎﺭﺍﺓ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ ،‬ﺗﻮﺟﻪ ﺷﺎﺩﺭ ﺇﻰﻟ ﻣﻜﺘﺐ ﻫﻮﺭﻧﻴﻚ ﻭﻋﺮﺽ ﺃﺣﺪﺙ ﺃﻓﻜﺎﺭﻩ‪ .‬ﻳﻮﺍﺟﻪ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ‬

‫ﺭﺑﻊﺍﻷﻣﺮﻳﻜﻴﻴﻦ ﺻﻌﻮﺑﺔ ﻓﻲ ﺇﺟﺮﺍء ﻋﻤﻠﻴﺎﺕ ﺷﺮﺍء ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻷﻧﻬﻢ ﻻ ﻳﻤﻠﻜﻮﻥ ﺣﺴﺎﺑًﺎ ﻣﺼﺮﻓﻴًﺎ ﺃﻭ ﺑﻄﺎﻗﺔ ﺍﺉﺘﻤﺎﻥ‪ ،‬ﻭﻛﺎﻥﺷﺎﺩﺭ ﻳﻘﺘﺮﺡ ﺣﻼ‬

‫ﻣﺒﺘﻜﺮًﺍ ﻟﻬﺬﻩ ﺍﻟﻤﺸﻜﻠﺔ‪ .‬ﻛﺎﻥ ﻫﻮﺭﻧﻴﻚ ﻭﺍﺣﺪًﺍ ﻣﻦ ﺃﻭﺍﺉﻞ ﺃﺻﺤﺎﺏ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ ﺍﻟﺬﻳﻦ‬

‫ﺍﺳﺘﻤﻌﻮﺍﺇﻰﻟ ﺍﻟﻔﻜﺮﺓ‪ ،‬ﻭﻗﺪ ﺃﺣﺒﻬﺎ ﻋﻰﻠ ﺍﻟﻔﻮﺭ‪ .‬ﻭﻓﻲ ﻏﻀﻮﻥ ﺃﺳﺒﻮﻉ‪ ،‬ﻭﺿﻊ ﺷﺎﺩﺭ ﺃﻣﺎﻡ ﺷﺮﻛﺎﺉﻪ ﻭﻋﺮﺽ ﻋﻠﻴﻪ ﻭﺭﻗﺔ ﺷﺮﻭﻁ‪:‬‬

‫ﺃﺭﺍﺩﺗﻤﻮﻳﻞ ﺷﺮﻛﺔ ﺷﺎﺩﺭ‪ .‬ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻫﻮﺭﻧﻴﻚ ﻛﺎﻥ ﻳﺘﺤﺮﻙ ﺑﺴﺮﻋﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺷﺎﺩﺭ ﻛﺎﻥ ﻓﻲ ﻭﺿﻊ ﻗﻮﻱ‪ .‬ﻭﻧﻈﺮًﺍ ﻟﺴﻤﻌﺔ ﺷﺎﺩﺭ ﻭﺟﻮﺩﺓ‬

‫ﻓﻜﺮﺗﻪ‪،‬ﻋﺮﻑ ﻫﻮﺭﻧﻴﻚ ﺃﻥ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻤﺴﺘﺜﻤﺮﻳﻦ ﺳﻴﻄﺎﻟﺒﻮﻥ ﺑﺎﻟﻌﻤﻞ ﻣﻊ ﺷﺎﺩﺭ‪ .‬ﻳﻮﺿﺢ ﻫﻮﺭﻧﻴﻚ ﻗﺎﺉﻼً‪" :‬ﻧﺎﺩﺭﺍ ًﻣﺎ ﺗﻜﻮﻥ ﺍﻟﻤﺴﺘﺜﻤﺮﺍﻟﻮﺣﻴﺪ ﺍﻟﺬﻱ‬

‫ﻳﻘﺪﻡ ﻭﺭﻗﺔ ﻋﻤﻞ ﻟﺮﺟﻞ ﺍﻷﻋﻤﺎﻝ‪" ".‬ﺃﻧﺖ ﺗﺘﻨﺎﻓﺲ ﻣﻊ ﺃﻓﻀﻞ ﺷﺮﻛﺎﺕ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ‬

‫ﻓﻲﺍﻟﺒﻼﺩ‪ ،‬ﻭﺗﺤﺎﻭﻝ ﺇﻗﻨﺎﻉ ﺭﺍﺉﺪ ﺍﻷﻋﻤﺎﻝ ﺑﺄﺧﺬ ﺃﻣﻮﺍﻟﻚ ﺑﺪﻻً ﻣﻦ ﺃﻣﻮﺍﻟﻬﻢ"‪.‬‬

‫ﺃﻓﻀﻞﻃﺮﻳﻘﺔ ﻟﻬﻮﺭﻧﻴﻚ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻫﻲ ﺗﺤﺪﻳﺪ ﻣﻮﻋﺪ ﻧﻬﺎﺉﻲ ﻟﺸﺎﺩﺭ ﻻﺗﺨﺎﺫ ﻗﺮﺍﺭﻩ‪ .‬ﺇﺫﺍ ﻗﺪﻡ ﻫﻮﺭﻧﻴﻚ ﻋﺮﺿًﺎﻣﻘﻨﻌًﺎ ﺑﻔﺘﻴﻞ ﻗﺼﻴﺮ‪،‬‬

‫ﻓﻘﺪ ﻳﻮﻗﻌﻪ ﺷﺎﺩﺭ ﻗﺒﻞ ﺃﻥ ﺗﺘﺎﺡ ﻟﻪ ﺍﻟﻔﺮﺻﺔ ﻟﻌﺮﺿﻪ ﻋﻰﻠ ﻣﺴﺘﺜﻤﺮﻳﻦ ﺁﺧﺮﻳﻦ‪ .‬ﻫﺬﺍ ﻣﺎ ﻳﻔﻌﻠﻪ‬

‫ﺍﻟﻌﺪﻳﺪﻣﻦ ﺃﺻﺤﺎﺏ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ ﻟﺘﻜﺪﻳﺲ ﺍﻻﺣﺘﻤﺎﻻﺕ ﻟﺼﺎﻟﺤﻬﻢ‪.‬‬

‫ﻟﻜﻦﻫﻮﺭﻧﻴﻚ ﻟﻢ ﻳﻤﻨﺢ ﺷﺎﺩﺭ ﻣﻮﻋﺪًﺍ ﻧﻬﺎﺉﻴًﺎ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻗﺎﻡ ﻋﻤﻠﻴًﺎ ﺑﺪﻋﻮﺓ ﺷﺎﺩﺭ ﻟﺘﺴﻮﻳﻖ ﻋﺮﺿﻪ ﻟﻤﺴﺘﺜﻤﺮﻳﻦ ﺁﺧﺮﻳﻦ‪ .‬ﻳﻌﺘﻘﺪﻫﻮﺭﻧﻴﻚ ﺃﻥ ﺭﻭﺍﺩ‬

‫ﺍﻷﻋﻤﺎﻝ ﻳﺤﺘﺎﺟﻮﻥ ﺇﻰﻟ ﺍﻟﻮﻗﺖ ﻟﺘﻘﻴﻴﻢ ﺧﻴﺎﺭﺍﺗﻬﻢ‪ ،‬ﻟﺬﻟﻚ ﺭﻓﺾ ﺗﻘﺪﻳﻢ ﻋﺮﻭﺽ ﻫﺎﺉﻠﺔ ﻣﻦ ﺣﻴﺚ ﺍﻟﻤﺒﺪﺃ‪.‬ﻭﺃﺿﺎﻑ‪" :‬ﺧﺬ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺗﺤﺘﺎﺟﻪ‬

‫ﻻﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺼﺤﻴﺢ‪ ".‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻫﻮﺭﻧﻴﻚ ﻛﺎﻥ ﻳﺄﻣﻞ ﺃﻥ ﻳﺴﺘﻨﺘﺞ‬

‫ﺷﺎﺩﺭﺃﻥ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺼﺤﻴﺢ ﻫﻮ ﺍﻟﺘﻮﻗﻴﻊ ﻣﻌﻪ‪ ،‬ﺇﻻ ﺃﻧﻪ ﻭﺿﻊ ﻣﺼﺎﻟﺢ ﺷﺎﺩﺭ ﻗﺒﻞ ﻣﺼﻠﺤﺘﻪ‪ ،‬ﻣﻤﺎ ﺃﻋﻄﻰ ﺷﺎﺩﺭ ﻣﺴﺎﺣﺔ‬

‫ﻻﺳﺘﻜﺸﺎﻑﺧﻴﺎﺭﺍﺕ ﺃﺧﺮﻯ‪.‬‬

‫ﻟﻘﺪﻓﻌﻞ ﺷﺎﺩﺭ ﺫﻟﻚ ﺑﺎﻟﻀﺒﻂ‪ :‬ﻓﻘﺪ ﺃﻣﻀﻰ ﺍﻷﺳﺎﺑﻴﻊ ﺍﻟﻘﻠﻴﻠﺔ ﺍﻟﺘﺎﻟﻴﺔ ﻓﻲ ﻋﺮﺽ ﻓﻜﺮﺗﻪ ﻋﻰﻠ ﻣﺴﺘﺜﻤﺮﻳﻦ ﺁﺧﺮﻳﻦ‪ .‬ﻓﻲ ﻫﺬﻩﺍﻷﺛﻨﺎء‪ ،‬ﺃﺭﺍﺩ ﻫﻮﺭﻧﻴﻚ‬

‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻧﻪ ﻻ ﻳﺰﺍﻝ ﻣﻨﺎﻓﺴًﺎ ﻗﻮﻳًﺎ‪ ،‬ﻟﺬﻟﻚ ﺃﺭﺳﻞ ﻟﺸﺎﺩﺭ ﺃﻫﻢ ﻣﻮﺭﺩ ﻟﻪ‪ :‬ﻗﺎﺉﻤﺔ ﺗﻀﻢ ﺃﺭﺑﻌﻴﻦ ﻣﺮﺟﻌًﺎﻳﻤﻜﻦ ﺃﻥ ﻳﺸﻬﺪﻭﺍ ﻋﻰﻠ ﻛﻔﺎءﺓ ﻫﻮﺭﻧﻴﻚ‬

‫ﻛﻤﺴﺘﺜﻤﺮ‪ .‬ﻛﺎﻥ ﻫﻮﺭﻧﻴﻚ ﻳﻌﻠﻢ ﺃﻥ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻳﺒﺤﺜﻮﻥ ﻓﻲ ﺍﻟﻤﺴﺘﺜﻤﺮﻳﻦ‬

‫ﻋﻦﻧﻔﺲ ﺍﻟﺴﻤﺎﺕ ﺍﻟﺘﻲ ﻧﺒﺤﺚ ﻋﻨﻬﺎ ﺟﻤﻴﻌﺎ ًﻓﻲ ﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﺍﻟﻤﺎﻟﻴﻴﻦ‪ :‬ﺍﻟﻜﻔﺎءﺓ ﻭﺍﻟﺠﺪﺍﺭﺓ ﺑﺎﻟﺜﻘﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻮﻗﻊ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝﻣﻊ ﺃﺣﺪ‬

‫ﺍﻟﻤﺴﺘﺜﻤﺮﻳﻦ‪ ،‬ﻳﻨﻀﻢ ﺍﻟﻤﺴﺘﺜﻤﺮ ﺇﻰﻟ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺗﻬﻢ ﻭﻳﻘﺪﻡ ﻣﺸﻮﺭﺓ ﺍﻟﺨﺒﺮﺍء‪ .‬ﺗﻌﻜﺲ ﻗﺎﺉﻤﺔ ﻣﺮﺍﺟﻊ ﻫﻮﺭﻧﻴﻚﺍﻟﺪﻡ ﻭﺍﻟﻌﺮﻕ ﻭﺍﻟﺪﻣﻮﻉ ﺍﻟﺘﻲ ﻛﺮﺳﻬﺎ‬

‫ﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻋﻰﻠ ﻣﺪﺍﺭ ﺃﻛﺜﺮ ﻣﻦ ﻋﻘﺪ ﻣﻦ ﺍﻟﺰﻣﻦ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ‬

‫ﺍﻟﺘﺠﺎﺭﻳﺔ‪.‬ﻛﺎﻥ ﻳﻌﻠﻢ ﺃﻧﻬﻢ ﺳﻴﺸﻬﺪﻭﻥ ﻋﻰﻠ ﻣﻬﺎﺭﺗﻪ ﻭﺷﺨﺼﻴﺘﻪ‪.‬‬

‫ﻭﺑﻌﺪﺑﻀﻌﺔ ﺃﺳﺎﺑﻴﻊ‪ ،‬ﺭﻥ ﻫﺎﺗﻒ ﻫﻮﺭﻧﻴﻚ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﺷﺎﺩﺭ ﻣﺴﺘﻌﺪًﺍ ﻹﻋﻼﻥ ﻗﺮﺍﺭﻩ‪ .‬ﻗﺎﻝ ﺷﺎﺩﺭ‪" :‬ﺃﻧﺎ ﺁﺳﻒ‪،‬‬

‫ﻟﻜﻨﻨﻲﺃﻭﻗﻊ ﻋﻘﺪًﺍ ﻣﻊ ﻣﺴﺘﺜﻤﺮ ﺁﺧﺮ‪ ".‬ﻛﺎﻧﺖﺍﻟﺸﺮﻭﻁ ﺍﻟﻤﺎﻟﻴﺔ ﻟﻠﻌﺮﺽ ﺍﻟﻤﻘﺪﻡ ﻣﻦ ﻫﻮﺭﻧﻴﻚ ﻭﺍﻟﻤﺴﺘﺜﻤﺮ ﺍﻵﺧﺮ ﻣﺘﻄﺎﺑﻘﺔ ﺗﻘﺮﻳﺒًﺎ‪ ،‬ﻟﺬﺍ ﻛﺎﻥ ﻣﻦ‬

‫ﺍﻟﻤﻔﺘﺮﺽ‬

‫ﺃﻥﺗﻤﻨﺤﻪ ﻗﺎﺉﻤﺔ ﻫﻮﺭﻧﻴﻚ ﺍﻟﺘﻲ ﺗﻀﻢ ﺃﺭﺑﻌﻴﻦ ﻣﺮﺟﻌًﺎ ﻣﻴﺰﺓ‪ .‬ﻭﺑﻌﺪ ﺍﻟﺘﺤﺪﺙ ﻣﻊ ﺍﻟﻤﺮﺍﺟﻊ‪ ،‬ﻛﺎﻥ ﻣﻦ ﺍﻟﻮﺍﺿﺢ ﻟﺸﺎﺩﺭ ﺃﻥ‬

‫ﻫﻮﺭﻧﻴﻚﻛﺎﻥ ﺭﺟﻼ ًﻋﻈﻴﻤًﺎ‪ .‬ﻟﻜﻦﺭﻭﺡ ﺍﻟﻜﺮﻡ ﻫﺬﻩ ﻫﻲ ﻧﻔﺴﻬﺎ ﺍﻟﺘﻲ ﺣﻜﻤﺖ ﻋﻰﻠ ﻗﻀﻴﺔ ﻫﻮﺭﻧﻴﻚ‪ .‬ﺷﻌﺮ ﺷﺎﺩﺭ ﺑﺎﻟﻘﻠﻖ ﻣﻦ ﺃﻥ ﻳﻘﻀﻲ ﻫﻮﺭﻧﻴﻚ‬

‫ﻭﻗﺘًﺎﺃﻃﻮﻝ ﻓﻲ ﺗﺸﺠﻴﻌﻪ ﺑﺪﻻً ﻣﻦ ﺗﺤﺪﻳﻪ‪ .‬ﻗﺪ ﻻ ﻳﻜﻮﻥ ﻫﻮﺭﻧﻴﻚ ﻗﻮﻳﺎً ﺑﻤﺎ ﻳﻜﻔﻲ ﻟﻤﺴﺎﻋﺪﺓ ﺷﺎﺩﺭ ﻋﻰﻠ ﺑﺪء ﻣﺸﺮﻭﻉ‬

‫ﺗﺠﺎﺭﻱﻧﺎﺟﺢ‪ ،‬ﻭﻛﺎﻥ ﺍﻟﻤﺴﺘﺜﻤﺮ ﺍﻵﺧﺮ ﻳﺘﻤﺘﻊ ﺑﺴﻤﻌﺔ ﻃﻴﺒﺔ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺴﺘﺸﺎﺭﺍ ًﻻﻣﻌﺎ ًﻳﺴﺘﺠﻮﺏ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﻳﺪﻓﻌﻬﻢ‪ .‬ﻏﺎﺩﺭﺷﺎﺩﺭ ﻭﻫﻮ ﻳﻔﻜﺮ‪:‬‬

‫"ﺭﺑﻤﺎ ﻳﻨﺒﻐﻲ ﻟﻲ ﺃﻥ ﺃﺿﻴﻒ ﺷﺨﺼًﺎ ﺇﻰﻟ ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ ﺳﻴﺘﺤﺪﺍﻧﻲ ﺃﻛﺜﺮ‪ .‬ﺇﻥ ﻫﻮﺭﻧﻴﻚ ﻭﺩﻭﺩ ﻟﻠﻐﺎﻳﺔﻟﺪﺭﺟﺔ ﺃﻧﻨﻲ ﻻ ﺃﻋﺮﻑ ﻛﻴﻒ ﺳﻴﻜﻮﻥ ﺷﻜﻠﻪ ﻓﻲ‬
 ‫ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺍﺗﺼﻞ ﺑﻬﻮﺭﻧﻴﻚ‪ ،‬ﺃﻭﺿﺢ ﻟﻪ ﻗﺎﺉﻼً‪" :‬ﻗﺎﻝ‬

‫ﻗﻠﺒﻲﺃﻥ ﺃﺫﻫﺐ ﻣﻌﻚ‪ ،‬ﻟﻜﻦ ﺭﺃﺳﻲ ﻗﺎﻝ ﻟﻲ ﺃﻥ ﺃﺫﻫﺐ ﻣﻌﻬﻢ‪ .‬ﻗﺮﺭﺕ ﺃﻥ ﺃﺫﻫﺐ ﺑﺮﺃﺳﻲ ﺑﺪﻻً ﻣﻦ ﻗﻠﺒﻲ‪”.‬‬

‫ﺃﺻﻴﺐﻫﻮﺭﻧﻴﻚ ﺑﺎﻟﺼﺪﻣﺔ‪ ،‬ﻭﺑﺪﺃ ﻳﺸﻜﻚ ﻓﻲ ﻧﻔﺴﻪ‪" .‬ﻫﻞ ﺃﻧﺎ ﻣﺨﺪﺭ؟ ﺇﺫﺍ ﻛﻨﺖ ﻗﺪ ﻣﺎﺭﺳﺖ ﺍﻟﻀﻐﻂ ﻷﺧﺬ ﻭﺭﻗﺔ ﺍﻟﺸﺮﻭﻁ‪،‬ﻓﺮﺑﻤﺎ ﻛﺎﻥ ﺳﻴﺄﺧﺬﻫﺎ‪.‬‬

‫ﻟﻜﻨﻲ ﺃﻣﻀﻴﺖ ﻋﻘﺪًﺍ ﻣﻦ ﺍﻟﺰﻣﻦ ﻓﻲ ﺑﻨﺎء ﺳﻤﻌﺘﻲ ﺣﺘﻰ ﻻ ﻳﺤﺪﺙ ﻫﺬﺍ‪ .‬ﻛﻴﻒ ﺣﺪﺙ‬

‫ﻫﺬﺍ؟"‬
 ‫ﻟﻘﺪﺗﻌﻠﻢ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﺩﺭﺳﻪ ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﺼﻌﺒﺔ‪ :‬ﺍﻷﺧﻴﺎﺭ ﻳﻨﺘﻬﻮﻥ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ .‬ﺃﻭ ﻫﻞ‬

‫ﻫﻢﻛﺬﻟﻚ؟‬

‫***‬

‫ﻭﻓﻘﺎﻟﻠﺤﻜﻤﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪ ،‬ﻓﺈﻥ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻨﺎﺟﺤﻴﻦ ﻟﻠﻐﺎﻳﺔ ﻟﺪﻳﻬﻢ ﺛﻼﺛﺔ ﺃﺷﻴﺎء ﻣﺸﺘﺮﻛﺔ‪ :‬ﺍﻟﺪﺍﻓﻊ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ‪ ،‬ﻭﺍﻟﻔﺮﺻﺔ‪ .‬ﺇﺫﺍ ﺃﺭﺩﻧﺎﺍﻟﻨﺠﺎﺡ‪ ،‬ﻓﻨﺤﻦ‬

‫ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﻣﺰﻳﺞ ﻣﻦ ﺍﻟﻌﻤﻞ ﺍﻟﺠﺎﺩ‪ ،‬ﻭﺍﻟﻤﻮﻫﺒﺔ‪ ،‬ﻭﺍﻟﺤﻆ‪ .‬ﺗﺴﻠﻂ ﻗﺼﺔ ﺩﺍﻧﻲ ﺷﺎﺩﺭ ﻭﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﺍﻟﻀﻮءﻋﻰﻠ ﻋﻨﺼﺮ ﺭﺍﺑﻊ‪ ،‬ﻭﻫﻮ ﻋﻨﺼﺮ ﺑﺎﻟﻎ‬

‫ﺍﻷﻫﻤﻴﺔ ﻭﻟﻜﻨﻪ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺘﻢ ﺇﻫﻤﺎﻟﻪ‪ :‬ﻳﻌﺘﻤﺪ ﺍﻟﻨﺠﺎﺡ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻋﻰﻠ ﻛﻴﻔﻴﺔ ﺗﻌﺎﻣﻠﻨﺎﻣﻊ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻓﻲ ﻛﻞ ﻣﺮﺓ ﻧﺘﻔﺎﻋﻞ ﻓﻴﻬﺎ ﻣﻊ ﺷﺨﺺ ﺁﺧﺮ ﻓﻲ‬

‫ﺍﻟﻌﻤﻞ‪ ،‬ﻳﻜﻮﻥ ﻟﺪﻳﻨﺎ ﺧﻴﺎﺭ‪ :‬ﻫﻞ ﻧﺤﺎﻭﻝ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﺄﻛﺒﺮ‬

‫ﻗﺪﺭﻣﻤﻜﻦ ﻣﻦ ﺍﻟﻘﻴﻤﺔ‪ ،‬ﺃﻭ ﺍﻟﻤﺴﺎﻫﻤﺔ ﺑﺎﻟﻘﻴﻤﺔ ﺩﻭﻥ ﺍﻟﻘﻠﻖ ﺑﺸﺄﻥ ﻣﺎ ﻧﺘﻠﻘﺎﻩ ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ؟‬

‫ﺑﺎﻋﺘﺒﺎﺭﻱﻋﺎﻟﻤًﺎ ﻓﻲ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺃﺳﺘﺎﺫًﺍ ﻓﻲ ﻛﻠﻴﺔ ﻭﺍﺭﺗﻮﻥ‪ ،‬ﻓﻘﺪ ﻛﺮﺳﺖ ﺃﻛﺜﺮ ﻣﻦ ﻋﺸﺮ ﺳﻨﻮﺍﺕ ﻣﻦ‬

‫ﺣﻴﺎﺗﻲﺍﻟﻤﻬﻨﻴﺔ ﻟﺪﺭﺍﺳﺔ ﻫﺬﻩ ﺍﻻﺧﺘﻴﺎﺭﺍﺕ ﻓﻲ ﻣﺆﺳﺴﺎﺕ ﺗﺘﺮﺍﻭﺡ ﺑﻴﻦ ﺟﻮﺟﻞ ﻭﺍﻟﻘﻮﺍﺕ ﺍﻟﺠﻮﻳﺔ ﺍﻷﻣﺮﻳﻜﻴﺔ‪ ،‬ﻭﺗﺒﻴﻦ ﺃﻥ ﻟﻬﺎ ﻋﻮﺍﻗﺐﻣﺬﻫﻠﺔ ﻋﻰﻠ‬

‫ﺍﻟﻨﺠﺎﺡ‪ .‬ﻋﻰﻠ ﻣﺪﻯ ﺍﻟﻌﻘﻮﺩ ﺍﻟﺜﻼﺛﺔ ﺍﻟﻤﺎﺿﻴﺔ‪ ،‬ﻭﻓﻲ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺮﺍﺉﺪﺓ‪ ،‬ﺍﻛﺘﺸﻒ ﻋﻠﻤﺎء ﺍﻻﺟﺘﻤﺎﻉﺃﻥ ﺍﻟﻨﺎﺱ ﻳﺨﺘﻠﻔﻮﻥ ﺑﺸﻜﻞ ﻛﺒﻴﺮ‬

‫ﻓﻲ ﺣﻴﺎﺗﻬﻢﺗﻔﻀﻴﻼﺕ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ -‬ﺍﻟﻤﺰﻳﺞ ﺍﻟﻤﺮﻏﻮﺏ ﻓﻴﻪ ﻣﻦ ﺍﻷﺧﺬ ﻭﺍﻟﻌﻄﺎء‪.‬ﻹﻟﻘﺎء ﺑﻌﺾ ﺍﻟﻀﻮء ﻋﻰﻠ ﻫﺬﻩ ﺍﻟﺘﻔﻀﻴﻼﺕ‪ ،‬ﺍﺳﻤﺤﻮﺍ ﻟﻲ ﺃﻥ‬

‫ﺃﻗﺪﻣﻜﻢ ﺇﻰﻟ ﻧﻮﻋﻴﻦ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻘﻌﻮﻥ‬

‫ﻋﻰﻠﻃﺮﻓﻲ ﻧﻘﻴﺾ ﻣﻦ ﻃﻴﻒ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻓﻲ ﺍﻟﻌﻤﻞ‪ .‬ﺃﻧﺎ ﺃﺳﻤﻴﻬﻢ ﺍﻵﺧﺬﻳﻦ ﻭﺍﻟﻤﺎﻧﺤﻴﻦ‪.‬‬

‫ﻣﺤﺘﺠﺰﻱﻟﺪﻳﻬﻢ ﺗﻮﻗﻴﻊ ﻣﻤﻴﺰ‪ :‬ﻳﺤﺒﻮﻥ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺃﻛﺜﺮ ﻣﻤﺎ ﻳﻌﻄﻮﻥ‪ .‬ﺇﻧﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‬

‫ﻟﺼﺎﻟﺤﻬﻢ‪،‬ﻭﻳﻀﻌﻮﻥ ﻣﺼﺎﻟﺤﻬﻢ ﺍﻟﺨﺎﺻﺔ ﻗﺒﻞ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻳﻌﺘﻘﺪ ﺍﻟﻤﺘﻠﻘﻮﻥ ﺃﻥ ﺍﻟﻌﺎﻟﻢ ﻣﻜﺎﻥ ﺗﻨﺎﻓﺴﻲ ﻳﺄﻛﻞ ﻓﻴﻪ ﺍﻟﻜﻼﺏﺍﻟﻜﻼﺏ‪.‬‬

‫ﻳﺸﻌﺮﻭﻥ ﺃﻧﻪ ﻟﻜﻲ ﻳﻨﺠﺤﻮﺍ‪ ،‬ﻋﻠﻴﻬﻢ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﺃﻓﻀﻞ ﻣﻦ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﻹﺛﺒﺎﺕ ﻛﻔﺎءﺗﻬﻢ‪ ،‬ﻳﻘﻮﻣﻮﻥ ﺑﺘﻌﺰﻳﺰ ﺃﻧﻔﺴﻬﻢﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺣﺼﻮﻟﻬﻢ ﻋﻰﻠ ﺍﻟﻜﺜﻴﺮ‬

‫ﻣﻦ ﺍﻟﻔﻀﻞ ﻓﻲ ﺟﻬﻮﺩﻫﻢ‪ .‬ﻣﺤﺘﺠﺰﻱ ﻣﺠﻤﻮﻋﺔ ﻣﺘﻨﻮﻋﺔ ﻣﻦ ﺍﻟﺤﺪﺍﺉﻖ ﻟﻴﺴﻮﺍ ﻗﺎﺳﻴﻴﻦﺃﻭ ﺳﻔﺎﺣﻴﻦ؛ ﺇﻧﻬﻢ ﻓﻘﻂ ﺣﺬﺭﻳﻦ ﻭﻳﺤﻤﻴﻮﻥ ﺃﻧﻔﺴﻬﻢ‪.‬‬

‫ﻳﻌﺘﻘﺪ ﺍﻟﻤﺘﻠﻘﻮﻥ ﺃﻧﻪ "ﺇﺫﺍ ﻟﻢ ﺃﻋﺘﻨﻲ ﺑﻨﻔﺴﻲ ﺃﻭﻻً‪ ،‬ﻓﻠﻦ ﻳﻔﻌﻞ ﺃﺣﺪﺫﻟﻚ‪ ".‬ﻟﻮ ﻛﺎﻥ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﺃﻛﺜﺮ ﺭﻏﺒﺔ ﻓﻲ ﺍﻻﺳﺘﺤﻮﺍﺫ‪ ،‬ﻟﻜﺎﻥ ﻗﺪ ﺃﻋﻄﻰ ﺩﺍﻧﻲ‬

‫ﺷﺎﺩﺭ ﻣﻮﻋﺪًﺍ ﻧﻬﺎﺉﻴًﺎ‪ ،‬ﻭﺍﺿﻌًﺎ ﻫﺪﻓﻪ‬

‫ﺍﻟﻤﺘﻤﺜﻞﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻗﺒﻞ ﺭﻏﺒﺔ ﺷﺎﺩﺭ ﻓﻲ ﺟﺪﻭﻝ ﺯﻣﻨﻲ ﻣﺮﻥ‪.‬‬

‫ﻟﻜﻦﻫﻮﺭﻧﻴﻚ ﻫﻮ ﻋﻜﺲ ﺍﻵﺧﺬ‪ .‬ﺍﻧﻪﻣﻌﻄﻲ‪ .‬ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ ،‬ﻳﻌﺘﺒﺮ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺳﻼﻟﺔ ﻧﺎﺩﺭﺓ ﻧﺴﺒﻴًﺎ‪ .‬ﺇﻧﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺍﻟﻤﻌﺎﻣﻠﺔﺑﺎﻟﻤﺜﻞ ﻓﻲ ﺍﻻﺗﺠﺎﻩ‬

‫ﺍﻵﺧﺮ‪ ،‬ﻭﻳﻔﻀﻠﻮﻥ ﺇﻋﻄﺎء ﺃﻛﺜﺮ ﻣﻤﺎ ﻳﺤﺼﻠﻮﻥ ﻋﻠﻴﻪ‪ .‬ﻓﻲ ﺣﻴﻦ ﻳﻤﻴﻞ ﺍﻵﺧﺬﻭﻥ ﺇﻰﻟ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻰﻠ‬

‫ﺃﻧﻔﺴﻬﻢ‪،‬ﻭﺗﻘﻴﻴﻢ ﻣﺎ ﻳﻤﻜﻦ ﺃﻥ ﻳﻘﺪﻣﻪ ﺍﻵﺧﺮﻭﻥ ﻟﻬﻢ‪ ،‬ﻳﺮﻛﺰ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻭﻳﻮﻟﻮﻥ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻻﻫﺘﻤﺎﻡ ﻟﻤﺎ ﻳﺤﺘﺎﺟﻪﺍﻵﺧﺮﻭﻥ ﻣﻨﻬﻢ‪ .‬ﻫﺬﻩ‬

‫ﺍﻟﺘﻔﻀﻴﻼﺕ ﻻ ﺗﺘﻌﻠﻖ ﺑﺎﻟﻤﺎﻝ‪ :‬ﻻ ﻳﺘﻢ ﺍﻟﺘﻤﻴﻴﺰ ﺑﻴﻦ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻭﺍﻵﺧﺬﻳﻦ ﻣﻦ ﺧﻼﻝ ﻣﻘﺪﺍﺭ ﺗﺒﺮﻋﺎﺗﻬﻢﻟﻠﺠﻤﻌﻴﺎﺕ ﺍﻟﺨﻴﺮﻳﺔ ﺃﻭ ﺍﻟﺘﻌﻮﻳﺾ ﺍﻟﺬﻱ‬

‫ﻳﻄﻠﺒﻮﻧﻪ ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ‪ .‬ﺑﻞ ﺇﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻭﺍﻵﺧﺬﻳﻦ ﻳﺨﺘﻠﻔﻮﻥ ﻓﻲ ﻣﻮﺍﻗﻔﻬﻢﻭﺃﻓﻌﺎﻟﻬﻢ ﺗﺠﺎﻩ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﻣﺘﻘﺒًﻼ‪ ،‬ﻓﺈﻧﻚ ﺗﺴﺎﻋﺪ‬
‫ﺍﻵﺧﺮﻳﻦ ﺑﺸﻜﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﻌﻮﺩ ﺍﻟﻔﻮﺍﺉﺪ ﺑﺬﻟﻚﺃﻧﺖ ﺗﻔﻮﻕ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﺸﺨﺼﻴﺔ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﻣﺎﻧﺤًﺎ‪ ،‬ﻓﻘﺪ ﺗﺴﺘﺨﺪﻡ ﺗﺤﻠﻴًﻼ ﻣﺨﺘﻠﻔًﺎ‬

‫ﻟﻠﺘﻜﻠﻔﺔ ﻭﺍﻟﻌﺎﺉﺪ‪ :‬ﻓﺄﻧﺖ ﺗﺴﺎﻋﺪ‬

‫ﻛﻠﻤﺎﻛﺎﻧﺖ ﺍﻟﻔﻮﺍﺉﺪ ﺗﻌﻮﺩﺁﺣﺮﻭﻥﺗﺘﺠﺎﻭﺯ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﺸﺨﺼﻴﺔ‪ .‬ﻭﺑﺪﻻ ًﻣﻦ ﺫﻟﻚ‪ ،‬ﻗﺪ ﻻ ﺗﻔﻜﺮ ﻓﻲ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﺸﺨﺼﻴﺔ ﻋﻰﻠ‬

‫ﺍﻹﻃﻼﻕ‪،‬ﺣﻴﺚ ﺗﺴﺎﻋﺪ ﺍﻵﺧﺮﻳﻦ ﺩﻭﻥ ﺗﻮﻗﻊ ﺃﻱ ﺷﻲء ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﻣﻌﻄﺎءًﺍ ﻓﻲ ﺍﻟﻌﻤﻞ‪ ،‬ﻓﺄﻧﺖ ﺑﺒﺴﺎﻃﺔ ﺗﺴﻌﻰ ﺟﺎﻫﺪﺓﻟﺘﻜﻮﻥ ﺳﺨﻴًﺎ ﻓﻲ‬

‫ﻣﺸﺎﺭﻛﺔ ﻭﻗﺘﻚ ﻭﻃﺎﻗﺘﻚ ﻭﻣﻌﺮﻓﺘﻚ ﻭﻣﻬﺎﺭﺍﺗﻚ ﻭﺃﻓﻜﺎﺭﻙ ﻭﺍﺗﺼﺎﻻﺗﻚ ﻣﻊ ﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ‬

 ‫ﺍﻟﺬﻳﻦﻳﻤﻜﻨﻬﻢ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ‪.‬‬

‫ﻣﻦﺍﻟﻤﻐﺮﻱ ﺃﻥ ﻧﺤﺘﻔﻆ ﺑﻠﻘﺐ ﺍﻟﻤﻌﻄﻲ ﻟﻸﺑﻄﺎﻝ ﺍﻷﻛﺒﺮ ﻣﻦ ﺍﻟﺤﻴﺎﺓ ﻣﺜﻞ ﺍﻷﻡ ﺗﻴﺮﻳﺰﺍ ﺃﻭ ﺍﻟﻤﻬﺎﺗﻤﺎ ﻏﺎﻧﺪﻱ‪ ،‬ﻟﻜﻦ ﻛﻮﻧﻚ ﻣﻌﻄﺎءًﺍﻻ ﻳﺘﻄﻠﺐ ﺃﻋﻤﺎﻝ‬

‫ﺗﻀﺤﻴﺔ ﻏﻴﺮ ﻋﺎﺩﻳﺔ‪ .‬ﺇﻧﻪ ﻳﻨﻄﻮﻱ ﻓﻘﻂ ﻋﻰﻠ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻰﻠ ﺍﻟﻌﻤﻞ ﻟﺼﺎﻟﺢ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻣﺜﻞ ﺗﻘﺪﻳﻢ ﺍﻟﻤﺴﺎﻋﺪﺓ‪،‬ﺃﻭ ﺗﻮﻓﻴﺮ ﺍﻟﺘﻮﺟﻴﻪ‪ ،‬ﺃﻭ ﻣﺸﺎﺭﻛﺔ‬

‫ﺍﻻﺉﺘﻤﺎﻥ‪ ،‬ﺃﻭ ﺇﺟﺮﺍء ﺍﺗﺼﺎﻻﺕ ﻣﻊ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺧﺎﺭﺝ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ ،‬ﻫﺬﺍ ﺍﻟﻨﻮﻉ‬

‫ﻣﻦﺍﻟﺴﻠﻮﻙ ﺷﺎﺉﻊ ﺟﺪًﺍ‪.‬‬

 ‫ﻭﻓﻘﺎﻟﺒﺤﺚ ﺃﺟﺮﺗﻪ ﻋﺎﻟﻤﺔ ﺍﻟﻨﻔﺲ ﻓﻲ ﺟﺎﻣﻌﺔ ﻳﻴﻞ ﻣﺎﺭﻏﺮﻳﺖ ﻛﻼﺭﻙ‪،‬ﻳﺘﺼﺮﻑ ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ ﻣﺜﻞ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻓﻲ‬

‫ﺍﻟﻌﻼﻗﺎﺕﺍﻟﻮﺛﻴﻘﺔ‪ .‬ﻓﻲ ﺍﻟﺰﻳﺠﺎﺕ ﻭﺍﻟﺼﺪﺍﻗﺎﺕ‪ ،‬ﻧﺴﺎﻫﻢ ﻛﻠﻤﺎ ﺍﺳﺘﻄﻌﻨﺎ ﺩﻭﻥ ﺗﺴﺠﻴﻞ ﺍﻟﻨﻘﺎﻁ‪ .‬ﻟﻜﻦﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ ،‬ﻳﺼﺒﺢ ﺍﻷﺧﺬ ﻭﺍﻟﻌﻄﺎء ﺃﻛﺜﺮ‬

‫ﺗﻌﻘﻴﺪًﺍ‪ .‬ﻋﻰﻠ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻤﻬﻨﻲ‪ ،‬ﻗﻠﻴﻠﻮﻥ ﻣﻨﺎ ﻳﺘﺼﺮﻓﻮﻥ ﻣﺜﻞ‬

‫ﺍﻟﻤﺎﻧﺤﻴﻦﺃﻭ ﺍﻵﺧﺬﻳﻦ‪ ،‬ﻭﻳﻌﺘﻤﺪﻭﻥ ﺃﺳﻠﻮﺑًﺎ ﺛﺎﻟﺜًﺎ ﺑﺪﻻ ًﻣﻦ ﺫﻟﻚ‪ .‬ﻧﺼﺒﺢﺍﻟﻤﻄﺎﺑﻘﺎﺕ‪ ،‬ﻭﺍﻟﺴﻌﻲ ﻟﻠﺤﻔﺎﻅ ﻋﻰﻠ ﺗﻮﺍﺯﻥ ﻣﺘﺴﺎﻭ ﺑﻴﻦﺍﻟﻌﻄﺎء ﻭﺍﻷﺧﺬ‪.‬‬

‫ﻳﻌﻤﻞ ﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥ ﻋﻰﻠ ﻣﺒﺪﺃ ﺍﻹﻧﺼﺎﻑ‪ :‬ﻋﻨﺪﻣﺎ ﻳﺴﺎﻋﺪﻭﻥ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﺤﻤﻮﻥ ﺃﻧﻔﺴﻬﻢ ﻣﻦ ﺧﻼﻝﺍﻟﺴﻌﻲ ﺇﻰﻟ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ .‬ﺇﺫﺍ ﻛﻨﺖ‬

‫ﺗﻮﺍﻓﻘًﺎ‪ ،‬ﻓﺄﻧﺖ ﺗﺆﻣﻦ ﺑﻤﺒﺪﺃ ﺍﻟﻌﻴﻦ ﺑﺎﻟﻌﻴﻦ‪ ،‬ﻭﻋﻼﻗﺎﺗﻚ ﻣﺤﻜﻮﻣﺔ ﺣﺘﻰ‬

‫ﺑﺘﺒﺎﺩﻝﺍﻟﺨﺪﻣﺎﺕ‪ .‬ﺇﻥﺍﻟﻌﻄﺎء ﻭﺍﻷﺧﺬ ﻭﺍﻟﻤﻄﺎﺑﻘﺔ ﻫﻲ ﺛﻼﺛﺔ ﺃﻧﻤﺎﻁ ﺃﺳﺎﺳﻴﺔ ﻟﻠﺘﻔﺎﻋﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ‪ ،‬ﻟﻜﻦ ﺍﻟﺨﻄﻮﻁ ﺍﻟﻔﺎﺻﻠﺔ ﺑﻴﻨﻬﺎ ﻟﻴﺴﺖ‬
‫ﺻﻌﺒﺔﻭﺳﺮﻳﻌﺔ‪ .‬ﻗﺪ ﺗﺠﺪ ﺃﻧﻚ ﺗﻨﺘﻘﻞ ﻣﻦ ﺃﺳﻠﻮﺏ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﺇﻰﻟ ﺁﺧﺮ ﺃﺛﻨﺎء ﺳﻔﺮﻙ ﻋﺒﺮ ﺃﺩﻭﺍﺭ ﻭﻋﻼﻗﺎﺕ ﻋﻤﻞ ﻣﺨﺘﻠﻔﺔ*‪.‬ﻟﻦ ﻳﻜﻮﻥ ﻣﻔﺎﺟﺉًﺎ‬

‫ﺇﺫﺍ ﺗﺼﺮﻓﺖ ﻛﻤﺘﻠﻘﻲ ﻋﻨﺪ ﺍﻟﺘﻔﺎﻭﺽ ﻋﻰﻠ ﺭﺍﺗﺒﻚ‪ ،‬ﻭﻣﺘﺒﺮﻉ ﻋﻨﺪ ﺇﺭﺷﺎﺩ ﺷﺨﺺ ﺃﻗﻞ ﺧﺒﺮﺓ ﻣﻨﻚ‪،‬ﻭﻣﻄﺎﺑﻖ ﻋﻨﺪ ﻣﺸﺎﺭﻛﺔ ﺍﻟﺨﺒﺮﺓ ﻣﻊ ﺯﻣﻴﻞ‪ .‬ﻟﻜﻦ‬

‫ﺍﻷﺩﻟﺔ ﺗﻈﻬﺮ ﺃﻧﻪ ﻓﻲ ﺍﻟﻌﻤﻞ‪ ،‬ﻓﺈﻥ ﺍﻟﻐﺎﻟﺒﻴﺔ ﺍﻟﻌﻈﻤﻰ ﻣﻦ ﺍﻟﻨﺎﺱ‬

‫ﻳﻄﻮﺭﻭﻥﺃﺳﻠﻮﺏ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﺍﻷﺳﺎﺳﻲ‪ ،‬ﻭﺍﻟﺬﻱ ﻳﺠﺴﺪ ﻛﻴﻔﻴﺔ ﺗﻌﺎﻣﻠﻬﻢ ﻣﻊ ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ ﻓﻲ ﻣﻌﻈﻢ ﺍﻷﻭﻗﺎﺕ‪.‬‬

‫ﻭﻳﻤﻜﻦﻟﻬﺬﺍ ﺍﻷﺳﻠﻮﺏ ﺍﻷﺳﺎﺳﻲ ﺃﻥ ﻳﻠﻌﺐ ﺩﻭﺭًﺍ ﻓﻲ ﻧﺠﺎﺣﻨﺎ ﻣﺜﻞ ﺍﻟﻌﻤﻞ ﺍﻟﺠﺎﺩ‪ ،‬ﻭﺍﻟﻤﻮﻫﺒﺔ‪ ،‬ﻭﺍﻟﺤﻆ‪.‬‬

‫ﻭﻓﻲﺍﻟﻮﺍﻗﻊ‪ ،‬ﻓﺈﻥ ﺃﻧﻤﺎﻁ ﺍﻟﻨﺠﺎﺡ ﺍﻟﻤﺒﻨﻴﺔ ﻋﻰﻠ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺘﺒﺎﺩﻟﻴﺔ ﻭﺍﺿﺤﺔ ﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ‪ .‬ﺇﺫﺍ ﻃﻠﺒﺖ ﻣﻨﻚ‬

‫ﺗﺨﻤﻴﻦﻣﻦ ﻫﻮ ﺍﻷﻛﺜﺮ ﺍﺣﺘﻤﺎﻻ ًﺃﻥ ﻳﻨﺘﻬﻲ ﺑﻪ ﺍﻷﻣﺮ ﻓﻲ ﺃﺳﻔﻞ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ‪ ،‬ﻓﻤﺎﺫﺍ ﺳﺘﻘﻮﻝ‪ :‬ﺍﻵﺧﺬﻭﻥ‪ ،‬ﺃﻭ ﺍﻟﻤﺎﻧﺤﻮﻥ‪ ،‬ﺃﻭ‬

‫ﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ؟ ﻣﻦﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻓﺈﻥ ﺃﺳﺎﻟﻴﺐ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﺍﻟﺜﻼﺛﺔ ﻟﻬﺎ ﻓﻮﺍﺉﺪﻫﺎ ﻭﻋﻴﻮﺑﻬﺎ‪ .‬ﻭﻟﻜﻦ ﻫﻨﺎﻙ ﺃﺳﻠﻮﺏ ﻭﺍﺣﺪ ﺃﻛﺜﺮ‬

‫ﺗﻜﻠﻔﺔﻣﻦ ﺍﻷﺳﻠﻮﺑﻴﻦ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺍﺳﺘﻨﺎﺩًﺍ ﺇﻰﻟ ﻗﺼﺔ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ‪ ،‬ﻗﺪ ﺗﺘﻨﺒﺄ ﺑﺄﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﺤﻘﻘﻮﻥ ﺃﺳﻮﺃ ﺍﻟﻨﺘﺎﺉﺞ‪ ،‬ﻭﺳﺘﻜﻮﻥﻋﻰﻠ ﺣﻖ‪ .‬ﺗﻈﻬﺮ‬

‫ﺍﻷﺑﺤﺎﺙ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﻨﺰﻟﻮﻥ ﺇﻰﻟ ﺃﺳﻔﻞ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻋﺒﺮ ﻣﺠﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﺍﻟﻤﻬﻦ ﺍﻟﻤﻬﻤﺔ‪،‬ﻳﻜﻮﻥ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﻲ ﻭﺿﻊ ﻏﻴﺮ ﻣﺆﺍﺕ‪ :‬ﻓﻬﻢ‬

‫ﻳﺠﻌﻠﻮﻥ ﺍﻵﺧﺮﻳﻦ ﺃﻓﻀﻞ ﺣﺎًﻻ ﻭﻟﻜﻨﻬﻢ ﻳﻀﺤﻮﻥ ﺑﻨﺠﺎﺣﻬﻢ ﻓﻲ ﻫﺬﻩ‬

‫ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻓﻲﺍﻝﻋﺎﻟﻢ ﺍﻟﻬﻨﺪﺳﺔ ‪ ،‬ﺍﻟﻤﻬﻨﺪﺳﻮﻥ ﺍﻷﻗﻞ ﺇﻧﺘﺎﺟﻴﺔ ﻭﻓﻌﺎﻟﻴﺔ ﻫﻢ ﺍﻟﻤﻌﻄﺎءﻭﻥ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻋﻨﺪﻣﺎ ﻗﺎﻡ ﺃﻛﺜﺮ ﻣﻦ‪ 160‬ﻣﻬﻨﺪﺳًﺎ‬

‫ﻣﺤﺘﺮﻓًﺎ ﻓﻲ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ ﺑﺘﻘﻴﻴﻢ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﻋﻰﻠ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﻤﻘﺪﻣﺔ ﻭﺍﻟﻤﺘﻠﻘﺎﺓ‪ ،‬ﻛﺎﻥ ﺍﻟﻤﻬﻨﺪﺳﻮﻥ‬

‫ﺍﻷﻗﻞﻧﺠﺎﺣًﺎ ﻫﻢ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻗﺪﻣﻮﺍ ﺃﻛﺜﺮ ﻣﻤﺎ ﺗﻠﻘﻮﺍ‪ .‬ﺣﺼﻞ ﻫﺆﻻء ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠ ﺃﺳﻮﺃ ﺍﻟﺪﺭﺟﺎﺕ ﺍﻟﻤﻮﺿﻮﻋﻴﺔ ﻓﻲ ﺷﺮﻛﺎﺗﻬﻢﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﻌﺪﺩ‬

‫ﺍﻟﻤﻬﺎﻡ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﻔﻨﻴﺔ ﻭﺍﻟﺮﺳﻮﻣﺎﺕ ﺍﻟﻤﻜﺘﻤﻠﺔ‪ ،‬ﻧﺎﻫﻴﻚ ﻋﻦ ﺍﻷﺧﻄﺎء ﺍﻟﻤﺮﺗﻜﺒﺔ ﻭﺍﻟﻤﻮﺍﻋﻴﺪ ﺍﻟﻨﻬﺎﺉﻴﺔﺍﻟﺘﻲ ﻟﻢ ﻳﺘﻢ ﺍﻟﻮﻓﺎء ﺑﻬﺎ ﻭﺇﻫﺪﺍﺭ ﺍﻷﻣﻮﺍﻝ‪ .‬ﺇﻥ‬

‫ﺑﺬﻝ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻫﻢ ﻟﻤﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ ﻣﻨﻌﻬﻢ ﻣﻦ ﺇﻧﺠﺎﺯ ﻋﻤﻠﻬﻢ‬

‫ﺍﻟﺨﺎﺹ‪ .‬ﻧﻔﺲﺍﻟﻨﻤﻂ ﻳﻈﻬﺮ ﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ .‬ﻭﻓﻲ ﺩﺭﺍﺳﺔ ﺃﻛﺜﺮ ﻣﻦ ﺳﺘﻤﺎﺉﺔﻃﻼﺏ ﺍﻟﻄﺐ ﻓﻲ ﺑﻠﺠﻴﻜﺎﻡ ‪ ،‬ﺣﺼﻞ ﺍﻟﻄﻼﺏ‬

‫ﺍﻟﺤﺎﺻﻠﻮﻥﻋﻰﻠ ﺃﺩﻧﻰ ﺍﻟﺪﺭﺟﺎﺕ ﻋﻰﻠ ﺩﺭﺟﺎﺕ ﻋﺎﻟﻴﺔ ﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻱ ﻓﻲ ﻋﺒﺎﺭﺍﺕ ﺍﻟﻌﻄﺎء ﻣﺜﻞ "ﺃﺣﺐ ﻣﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ" ﻭ"ﺃﺗﻮﻗﻊ ﺍﺣﺘﻴﺎﺟﺎﺕ‬

‫ﺍﻵﺧﺮﻳﻦ‪ ".‬ﻟﻘﺪ ﺑﺬﻝ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻫﻢ ﻟﻤﺴﺎﻋﺪﺓ ﺃﻗﺮﺍﻧﻬﻢ ﻋﻰﻠ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﻣﺸﺎﺭﻛﺔ ﻣﺎ ﻳﻌﺮﻓﻮﻧﻪﺑﺎﻟﻔﻌﻞ ﻋﻰﻠ ﺣﺴﺎﺏ ﺳﺪ ﺍﻟﺜﻐﺮﺍﺕ ﻓﻲ‬

‫ﻣﻌﺎﺭﻓﻬﻢ‪ ،‬ﻭﻗﺪ ﺃﻋﻄﻰ ﺫﻟﻚ ﻷﻗﺮﺍﻧﻬﻢ ﻣﻴﺰﺓ ﻓﻲ ﻭﻗﺖ ﺍﻻﺧﺘﺒﺎﺭ‪ .‬ﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕﻻ ﻳﺨﺘﻠﻔﻮﻥ‪ .‬ﻓﻲ ﺩﺭﺍﺳﺔ ﻗﺎﺩﺗﻬﺎﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻓﻲ ﻭﻻﻳﺔ‬

‫ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ‪ ،‬ﺑﺎﻟﻤﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻵﺧﺬﻳﻦ‬

‫ﻭﺍﻟﻤﻄﺎﺑﻘﻴﻦ‪،‬ﺣﻘﻖ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﺎﺉﺪﺍﺕ ﻣﺒﻴﻌﺎﺕ ﺳﻨﻮﻳﺔ ﺃﻗﻞ ﺑﻤﻘﺪﺍﺭ ﻣﺮﺗﻴﻦ ﻭﻧﺼﻒ‪ .‬ﻟﻘﺪ ﻛﺎﻧﻮﺍ ﻗﻠﻘﻴﻦ ﻟﻠﻐﺎﻳﺔ ﺑﺸﺄﻥ ﻣﺎ‬

‫ﻫﻮﺍﻷﻓﻀﻞ ﻟﻌﻤﻼﺉﻬﻢ ﻟﺪﺭﺟﺔ ﺃﻧﻬﻢ ﻟﻢ ﻳﻜﻮﻧﻮﺍ ﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻠﺒﻴﻊ ﺑﻘﻮﺓ‪.‬‬

‫ﻓﻲﻣﺨﺘﻠﻒ ﺍﻟﻤﻬﻦ‪ ،‬ﻳﺒﺪﻭ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻣﻬﺘﻤﻮﻥ ﺟﺪًﺍ‪ ،‬ﻭﻳﺜﻘﻮﻥ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻼﺯﻡ‪ ،‬ﻭﻣﺴﺘﻌﺪﻭﻥ ﺟﺪًﺍ ﻟﻠﺘﻀﺤﻴﺔ‬
 ‫ﺑﻤﺼﺎﻟﺤﻬﻢﺍﻟﺨﺎﺻﺔ ﻣﻦ ﺃﺟﻞ ﻣﺼﻠﺤﺔ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺣﺘﻰ ﺃﻥ ﻫﻨﺎﻙ ﺃﺩﻟﺔ ﻋﻰﻠ ﺃﻧﻪ ﺑﺎﻟﻤﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ‪ ،‬ﻓﻲ‬

‫ﺍﻟﻤﺘﻮﺳﻂ‪،‬ﻳﻜﺴﺐ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﻣﻮﺍًﻻ ﺃﻗﻞ ﺑﻨﺴﺒﺔ ‪ 14‬ﺑﺎﻟﻤﺎﺉﺔ‪ ،‬ﻳﻤﻠﻚﺿﻌﻒ ﺧﻄﺮ ﺍﻟﻮﻗﻮﻉ ﺿﺤﺎﻳﺎ ﻟﻠﺠﺮﺍﺉﻢ‪ ،‬ﻭﻫﻲﺗﻢ‬

‫ﺍﻟﺤﻜﻢﻋﻠﻴﻬﺎ ﻋﻰﻠ ﺃﻧﻬﺎ ﺃﻗﻞ ﻗﻮﺓ ﻭﻫﻴﻤﻨﺔ ﺑﻨﺴﺒﺔ ‪ 22‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﻟﺬﺍ‪،‬ﺇﺫﺍ ﻛﺎﻥ ﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﻬﺒﻂ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﻲ ﺃﺳﻔﻞ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ‪ ،‬ﻓﻤﻦ ﺍﻟﺬﻱ‬

‫ﻓﻲ ﺍﻷﻋﻰﻠ‪ :‬ﺍﻵﺧﺬﻭﻥ ﺃﻡ‬

‫ﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ؟‬
 ‫ﻻ‪.‬ﻋﻨﺪﻣﺎ ﺃﻟﻘﻴﺖ ﻧﻈﺮﺓ ﺃﺧﺮﻯ ﻋﻰﻠ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﻛﺘﺸﻔﺖ ﻧﻤﻄًﺎ ﻣﻔﺎﺟﺉًﺎ‪:‬ﺇﻧﻬﻢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺮﺓ ﺃﺧﺮﻯ‪.‬‬
‫ﻛﻤﺎﺭﺃﻳﻨﺎ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺫﻭﻱ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻷﻗﻞ ﻫﻢ ﻓﻲ ﺍﻟﻐﺎﻟﺐ ﻣﻌﻄﺎءﻭﻥ‪ .‬ﻟﻜﻦ ﻋﻨﺪﻣﺎ ﻧﻨﻈﺮ ﺇﻰﻟ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺫﻭﻱ ﺍﻹﻧﺘﺎﺟﻴﺔﺍﻷﻋﻰﻠ‪ ،‬ﺗﻈﻬﺮ‬

‫ﺍﻷﺩﻟﺔ ﺃﻧﻬﻢ ﻣﻌﻄﺎءﻭﻥ ﺃﻳﻀًﺎ‪ .‬ﻣﻬﻨﺪﺳﻮ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ ﺍﻟﺬﻳﻦ ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﺃﻓﻀﻞ ﺍﻟﺪﺭﺟﺎﺕ‬

‫ﺍﻟﻤﻮﺿﻮﻋﻴﺔﻣﻦ ﺣﻴﺚ ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﺍﻟﻨﺘﺎﺉﺞ ﻫﻢ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻳﻘﺪﻣﻮﻥ ﻟﺰﻣﻼﺉﻬﻢ ﺑﺎﺳﺘﻤﺮﺍﺭ ﺃﻛﺜﺮ ﻣﻤﺎ ﻳﺤﺼﻠﻮﻥ ﻋﻠﻴﻪ‪.‬‬

‫ﺇﻥﺃﺳﻮﺃ ﺍﻟﻤﺆﺩﻳﻦ ﻭﺃﻓﻀﻠﻬﻢ ﺃﺩﺍء ﻫﻢ ﺍﻟﻤﺎﻧﺤﻮﻥ؛ ﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﻬﺒﻂ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﻓﻲ ﺍﻟﻤﻨﺘﺼﻒ‪.‬‬

‫ﻫﺬﺍﺍﻟﻨﻤﻂ ﻳﺼﻤﺪ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻤﺠﺎﻻﺕ‪ .‬ﻃﻼﺏ ﺍﻟﻄﺐ ﺍﻟﺒﻠﺠﻴﻜﻴﻮﻥ ﺍﻟﺬﻳﻦ ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﺃﺩﻧﻰ ﺍﻟﺪﺭﺟﺎﺕ ﺣﺼﻠﻮﺍ ﻋﻰﻠ‬
‫ﺩﺭﺟﺎﺕﻋﺎﻟﻴﺔ ﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻱ‪ ،‬ﻭﻟﻜﻦ ﺃﻳﻀًﺎ ﺍﻟﻄﻼﺏ ﺍﻟﺤﺎﺻﻠﻴﻦ ﻋﻰﻠﺃﻋﻰﻠﺩﺭﺟﺎﺕ‪ .‬ﻋﻰﻠ ﻣﺪﺍﺭ ﻓﺘﺮﺓ ﺍﻟﺪﺭﺍﺳﺔ ﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ ،‬ﻓﺈﻥﻛﻮﻧﻚ ﺷﺨﺼًﺎ‬

‫ﻣﻌﻄﺎءًﺍ ﻳﺆﺩﻱ ﺇﻰﻟ ﺣﺼﻮﻟﻚ ﻋﻰﻠ ﺩﺭﺟﺎﺕ ﺃﻋﻰﻠ ﺑﻨﺴﺒﺔ ‪ 11‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﻭﺣﺘﻰ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﻤﺒﻴﻌﺎﺕ‪ ،‬ﻭﺟﺪﺕ ﺃﻥﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺍﻷﻗﻞ ﺇﻧﺘﺎﺟﻴﺔ‬

‫ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﺩﺭﺟﺎﺕ ﺃﻋﻰﻠ ﺑﻨﺴﺒﺔ ‪ 25%‬ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻷﺩﺍء ﺍﻟﻤﺘﻮﺳﻂ‪ ،‬ﻭﻟﻜﻦ ﺍﻷﻣﺮ‬

‫ﻛﺬﻟﻚﺑﺎﻟﻨﺴﺒﺔ ﻟﻤﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺍﻷﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ‪ .‬ﻛﺎﻥ ﺃﺻﺤﺎﺏ ﺍﻷﺩﺍء ﺍﻷﻓﻀﻞ ﻫﻢ ﺍﻟﻤﺎﻧﺤﻮﻥ‪ ،‬ﻭﻛﺎﻥ ﻣﺘﻮﺳﻂ ﺇﻳﺮﺍﺩﺍﺗﻬﻢ‬

‫ﺍﻟﺴﻨﻮﻳﺔﻳﺰﻳﺪ ﺑﻨﺴﺒﺔ ‪ 50‬ﺑﺎﻟﻤﺎﺉﺔ ﻋﻦ ﺍﻵﺧﺬﻳﻦ ﻭﺍﻟﻤﻄﺎﺑﻘﻴﻦ‪ .‬ﺍﻟﻤﺎﻧﺤﻮﻥ ﻳﻬﻴﻤﻨﻮﻥ ﻋﻰﻠ ﺍﻟﻘﺎﻉﻭﺃﻋﻰﻠ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ ‪ .‬ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻤﻬﻦ‪،‬ﺇﺫﺍ ﻗﻤﺖ‬

‫ﺑﻔﺤﺺ ﺍﻟﻌﻼﻗﺔ ﺑﻴﻦ ﺃﻧﻤﺎﻁ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻭﺍﻟﻨﺠﺎﺡ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﺼﺒﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﺑﻄﺎًﻻ ‪ -‬ﻭﻟﻴﺲ‬

‫ﻓﻘﻂﺃﻏﺒﻴﺎء‪.‬‬

‫ﺧﻤﻦﻣﻦ ﻫﻮ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ؟‬

‫—‬

‫ﺑﻌﺪﺃﻥ ﻭﻗﻊ ﺩﺍﻧﻲ ﺷﺎﺩﺭ ﻣﻊ ﺍﻟﻤﺴﺘﺜﻤﺮ ﺍﻵﺧﺮ‪ ،‬ﻛﺎﻥ ﻟﺪﻳﻪ ﺷﻌﻮﺭ ﻣﺰﻋﺞ‪" .‬ﻟﻘﺪ ﺃﻧﻬﻴﻨﺎ ﻟﻠﺘﻮ ﺟﻮﻟﺔ ﻛﺒﻴﺮﺓ‪ .‬ﻳﻨﺒﻐﻲ ﻟﻨﺎ ﺃﻥ ﻧﺤﺘﻔﻞ‪.‬ﻟﻤﺎﺫﺍ ﺃﻧﺎ ﻟﺴﺖ ﺃﻛﺜﺮ‬

‫ﺳﻌﺎﺩﺓ؟ ﻟﻘﺪ ﻛﻨﺖ ﻣﺘﺤﻤﺴًﺎ ﻟﻠﻤﺴﺘﺜﻤﺮ ﺍﻟﺨﺎﺹ ﺑﻲ‪ ،‬ﺍﻟﺬﻱ ﻛﺎﻥ ﺫﻛﻴًﺎ ﻭﻣﻮﻫﻮﺑًﺎ ﺑﺸﻜﻞ ﺍﺳﺘﺜﻨﺎﺉﻲ‪،‬ﻟﻜﻨﻨﻲ ﺿﻴﻌﺖ ﻓﺮﺻﺔ ﺍﻟﻌﻤﻞ ﻣﻊ ﻫﻮﺭﻧﻴﻚ‪.‬‬

‫ﺃﺭﺍﺩ ﺷﺎﺩﺭ ﺇﻳﺠﺎﺩ ﻃﺮﻳﻘﺔ ﻟﻼﺷﺘﺒﺎﻙ ﻣﻊ ﻫﻮﺭﻧﻴﻚ‪ ،‬ﻭﻟﻜﻦ ﻛﺎﻧﺖ ﻫﻨﺎﻙﻣﺸﻜﻠﺔ‪ .‬ﻹﺷﺮﺍﻛﻪ‪ ،‬ﺳﻴﺘﻌﻴﻦ ﻋﻰﻠ ﺷﺎﺩﺭ ﻭﺍﻟﻤﺴﺘﺜﻤﺮ ﺍﻟﺮﺉﻴﺴﻲ ﻣﻌﻪ ﺑﻴﻊ‬

‫ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻣﻤﺎ ﻳﺨﻔﻒ‬

‫ﻣﻠﻜﻴﺘﻬﻤﺎ‪ .‬ﻗﺮﺭﺷﺎﺩﺭ ﺃﻥ ﺍﻷﻣﺮ ﻳﺴﺘﺤﻖ ﺍﻟﺘﻜﻠﻔﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻪ ﺷﺨﺼﻴًﺎ‪ .‬ﻭﻗﺒﻞ ﺇﻏﻼﻕ ﺍﻟﺘﻤﻮﻳﻞ‪ ،‬ﺩﻋﺎ ﻫﻮﺭﻧﻴﻚ ﻟﻼﺳﺘﺜﻤﺎﺭ ﻓﻲ‬

‫ﺷﺮﻛﺘﻪ‪.‬ﻗﺒﻞ ﻫﻮﺭﻧﻴﻚ ﺍﻟﻌﺮﺽ ﻭﻗﺎﻡ ﺑﺎﻻﺳﺘﺜﻤﺎﺭ‪ ،‬ﻭﺣﺼﻞ ﻋﻰﻠ ﺑﻌﺾ ﻣﻠﻜﻴﺔ ﺍﻟﺸﺮﻛﺔ‪ .‬ﺑﺪﺃ ﻓﻲ ﺣﻀﻮﺭ ﺍﺟﺘﻤﺎﻋﺎﺕ ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ‪،‬ﻭﻗﺪ ﺃﻋﺠﺐ‬

‫ﺷﺎﺩﺭ ﺑﻘﺪﺭﺓ ﻫﻮﺭﻧﻴﻚ ﻋﻰﻠ ﺩﻓﻌﻪ ﺇﻰﻟ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﺍﺗﺠﺎﻫﺎﺕ ﺟﺪﻳﺪﺓ‪ .‬ﻳﻘﻮﻝ ﺷﺎﺩﺭ‪" :‬ﻟﻘﺪ ﺭﺃﻳﺖ‬

‫ﺍﻟﺠﺎﻧﺐﺍﻵﺧﺮ ﻣﻨﻪ‪" ".‬ﻟﻘﺪ ﻃﻐﺖ ﻋﻰﻠ ﻣﺪﻯ ﻟﻄﻔﻪ"‪ .‬ﻭﺑﻔﻀﻞ ﻧﺼﻴﺤﺔ ﻫﻮﺭﻧﻴﻚ ﺟﺰﺉﻴًﺎ‪ ،‬ﺍﻧﻄﻠﻘﺖ ﺷﺮﻛﺔ ﺷﺎﺩﺭ ﺍﻟﻨﺎﺷﺉﺔ‪ .‬ﻳُﻄ ﻠﻖﻋﻠﻴﻪ ﺍﺳﻢ‬

‫‪ ،PayNearMe‬ﻭﻫﻮ ﻳﻤﻜّﻦ ﺍﻷﻣﺮﻳﻜﻴﻴﻦ ﺍﻟﺬﻳﻦ ﻟﻴﺲ ﻟﺪﻳﻬﻢ ﺣﺴﺎﺏ ﻣﺼﺮﻓﻲ ﺃﻭ ﺑﻄﺎﻗﺔ ﺍﺉﺘﻤﺎﻥ ﻣﻦ‬

‫ﺇﺟﺮﺍءﻋﻤﻠﻴﺎﺕ ﺷﺮﺍء ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺭﻣﺰ ﺷﺮﻳﻄﻲ ﺃﻭ ﺑﻄﺎﻗﺔ‪ ،‬ﺛﻢ ﺍﻟﺪﻓﻊ ﻧﻘﺪًﺍ ﻟﻬﻢ ﻓﻲ ﺍﻟﻤﺆﺳﺴﺎﺕ ﺍﻟﻤﺸﺎﺭﻛﺔ‪ .‬ﻋﻘﺪﺕ‪ Shader‬ﺷﺮﺍﻛﺎﺕ‬

‫ﻛﺒﻴﺮﺓ ﻣﻊ ‪ Eleven-7‬ﻭ‪ Greyhound‬ﻟﺘﻘﺪﻳﻢ ﻫﺬﻩ ﺍﻟﺨﺪﻣﺎﺕ‪ ،‬ﻭﻓﻲ ﺃﻭﻝ ﻋﺎﻡ ﻭﻧﺼﻒ ﻣﻨﺬ ﺇﻃﻼﻗﻬﺎ‪،‬ﺣﻘﻘﺖ ‪ PayNearMe‬ﻧﻤﻮًﺍ ﺑﻨﺴﺒﺔ ﺗﺰﻳﺪ ﻋﻦ ‪30‬‬

‫ﺑﺎﻟﻤﺎﺉﺔ ﺷﻬﺮﻳًﺎ‪ .‬ﻛﻤﺴﺘﺜﻤﺮ‪ ،‬ﻟﺪﻯ ﻫﻮﺭﻧﻴﻚ ﺣﺼﺔ ﺻﻐﻴﺮﺓ ﻓﻲ‬

‫ﻫﺬﺍﺍﻟﻨﻤﻮ‪.‬‬

‫ﺃﺿﺎﻑﻫﻮﺭﻧﻴﻚ ﺃﻳﻀًﺎ ﺷﺎﺩﺭ ﺇﻰﻟ ﻗﺎﺉﻤﺔ ﻣﺮﺍﺟﻌﻪ‪ ،‬ﻭﺍﻟﺘﻲ ﺭﺑﻤﺎ ﺗﻜﻮﻥ ﺃﻛﺜﺮ ﻗﻴﻤﺔ ﻣﻦ ﺍﻟﺼﻔﻘﺔ ﻧﻔﺴﻬﺎ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺘﺼﻞ‬

‫ﺭﺟﺎﻝﺍﻷﻋﻤﺎﻝ ﻟﻴﺴﺄﻟﻮﺍ ﻋﻦ ﻫﻮﺭﻧﻴﻚ‪ ،‬ﻳﺨﺒﺮﻫﻢ ﺷﺎﺩﺭ‪" :‬ﺭﺑﻤﺎ ﺗﻈﻨﻮﻥ ﺃﻧﻪ ﻣﺠﺮﺩ ﺭﺟﻞ ﻟﻄﻴﻒ‪ ،‬ﻟﻜﻨﻪ ﺃﻛﺜﺮ ﻣﻦ ﺫﻟﻚ ﺑﻜﺜﻴﺮ‪ .‬ﺇﻧﻪ ﺍﺳﺘﺜﻨﺎﺉﻲ‪:‬ﻣﺠﺘﻬﺪ‬

‫ﻟﻠﻐﺎﻳﺔ ﻭﺷﺠﺎﻉ ﻟﻠﻐﺎﻳﺔ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺗﺤﺪﻳًﺎ ﻭﺩﺍﻋﻤًﺎ ﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ‪ .‬ﻭﻫﻮ ﺳﺮﻳﻊ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺑﺸﻜﻞ ﻻﻳﺼﺪﻕ‪ ،‬ﻭﻫﻲ ﻭﺍﺣﺪﺓ ﻣﻦ ﺃﻓﻀﻞ‬
 ‫ﺍﻟﺨﺼﺎﺉﺺ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺃﻥ ﺗﺘﻤﺘﻊ ﺑﻬﺎ ﻓﻲ ﺍﻟﻤﺴﺘﺜﻤﺮ‪ .‬ﺳﻮﻑ ﻳﺘﺼﻞ ﺑﻚ ﻓﻲ ﺃﻱ‬

‫ﺳﺎﻋﺔ‪،‬ﻟﻴﻼً ﺃﻭ ﻧﻬﺎﺭًﺍ‪ ،‬ﺑﺴﺮﻋﺔ‪ ،‬ﺑﺸﺄﻥ ﺃﻱ ﺷﻲء ﻳﻬﻤﻚ‪.‬‬

‫ﻟﻢﻳﻘﺘﺼﺮ ﻣﻜﺎﻓﺄﺓ ‪ Hornik‬ﻋﻰﻠ ﻫﺬﻩ ﺍﻟﺼﻔﻘﺔ ﺍﻟﻔﺮﺩﻳﺔ ﻋﻰﻠ ‪ PayNearMe.‬ﺑﻌﺪ ﺭﺅﻳﺔ ﻫﻮﺭﻧﻴﻚ ﻭﻫﻮ ﻳﻌﻤﻞ‪ ،‬ﺃﺑﺪﻯ‬

‫ﺷﺎﺩﺭﺇﻋﺠﺎﺑﻪ ﺑﺎﻟﺘﺰﺍﻡ ﻫﻮﺭﻧﻴﻚ ﺑﺎﻟﻌﻤﻞ ﻟﺼﺎﻟﺢ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‪.‬‬

‫ﻭﺑﺪﺃﻓﻲ ﺇﻋﺪﺍﺩ ﻫﻮﺭﻧﻴﻚ ﻟﻔﺮﺹ ﺍﺳﺘﺜﻤﺎﺭﻳﺔ ﺃﺧﺮﻯ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﺑﻌﺪ ﻣﻘﺎﺑﻠﺔ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ﺗﺪﻋﻰ ‪ ،Lawyer Rocket‬ﺃﻭﺻﻰ‬

‫ﺷﺎﺩﺭ ﺑﻬﻮﺭﻧﻴﻚ ﻛﻤﺴﺘﺜﻤﺮ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻛﺎﻥ ﻟﺪﻳﻪ ﺑﺎﻟﻔﻌﻞ ﻭﺭﻗﺔ‬

‫ﺷﺮﻭﻁﻣﻦ ﻣﺴﺘﺜﻤﺮ ﺁﺧﺮ‪ ،‬ﺇﻻ ﺃﻥ ﻫﻮﺭﻧﻴﻚ ﺍﻧﺘﻬﻰ ﺑﻪ ﺍﻷﻣﺮ ﺑﺎﻟﻔﻮﺯ ﺑﺎﻻﺳﺘﺜﻤﺎﺭ‪ .‬ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺇﺩﺭﺍﻛﻪ ﻟﻠﺠﻮﺍﻧﺐ ﺍﻟﺴﻠﺒﻴﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ‬

‫ﻳﻌﺘﻘﺪ ﺃﻥ ﺍﻟﻌﻤﻞ ﻛﻤﻌﻄﺎء ﻛﺎﻥ ﺍﻟﻘﻮﺓ ﺍﻟﺪﺍﻓﻌﺔ ﻭﺭﺍء ﻧﺠﺎﺣﻪﻓﻲ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ‪ .‬ﻭﻳﻘﺪﺭ ﻫﻮﺭﻧﻴﻚ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻳﻘﺪﻡ ﻣﻌﻈﻢ ﺃﺻﺤﺎﺏ ﺭﺃﺱ‬

‫ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﺃﻭﺭﺍﻕ ﺍﻟﺸﺮﻭﻁﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻓﺈﻥ ﻣﻌﺪﻝ ﺍﻟﺘﻮﻗﻴﻊ ﻟﺪﻳﻬﻢ ﻳﻘﺘﺮﺏ ﻣﻦ ‪ 50‬ﺑﺎﻟﻤﺎﺉﺔ‪" :‬ﺇﺫﺍ ﺣﺼﻠﺖ ﻋﻰﻠ ﻧﺼﻒ ﺍﻟﺼﻔﻘﺎﺕ‬

‫ﺍﻟﺘﻲ‬

‫ﺗﻘﺪﻣﻬﺎ‪،‬ﻓﺄﻧﺖ ﻓﻲ ﺣﺎﻟﺔ ﺟﻴﺪﺓ ﺟﺪًﺍ‪ ".‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺧﻼﻝ ﺃﺣﺪ ﻋﺸﺮ ﻋﺎﻣًﺎ ﻣﻦ ﻋﻤﻠﻪ ﻛﺼﺎﺣﺐ ﺭﺃﺳﻤﺎﻝ ﻣﻐﺎﻣﺮ‪ ،‬ﻗﺪﻡ ﻫﻮﺭﻧﻴﻚ ﺛﻤﺎﻧﻴﺔﻭﻋﺸﺮﻳﻦ ﻭﺭﻗﺔ‬

‫ﺑﺤﺚ ﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﻗﺪ ﻗﺒﻠﺖ ﺧﻤﺴﺔ ﻭﻋﺸﺮﻭﻥ ﻣﻨﻬﺎ‪ .‬ﺷﺎﺩﺭ ﻫﻮ ﻭﺍﺣﺪ ﻣﻦ ﺛﻼﺛﺔ ﺃﺷﺨﺎﺹ ﻓﻘﻂ‬

‫ﺭﻓﻀﻮﺍﺍﺳﺘﺜﻤﺎﺭًﺍ ﻣﻦ ﻫﻮﺭﻧﻴﻚ‪ .‬ﺃﻣﺎ ﺍﻟـ ‪ 89‬ﺑﺎﻟﻤﺎﺉﺔ ﺍﻷﺧﺮﻯ ﻣﻦ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺃﺧﺬ ﻓﻴﻪ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺃﻣﻮﺍﻝ ﻫﻮﺭﻧﻴﻚ‪ .‬ﻭﺑﻔﻀﻞﺗﻤﻮﻳﻠﻪ ﻭﻣﺸﻮﺭﺓ‬

‫ﺍﻟﺨﺒﺮﺍء‪ ،‬ﻭﺍﺻﻞ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻫﺆﻻء ﺑﻨﺎء ﻋﺪﺩ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺉﺔ ﺍﻟﻨﺎﺟﺤﺔ ‪ -‬ﻭﻗﺪﺭﺕ ﻗﻴﻤﺔ ﺇﺣﺪﺍﻫﺎﺑﺄﻛﺜﺮ ﻣﻦ ‪ 3‬ﻣﻠﻴﺎﺭﺍﺕ ﺩﻭﻻﺭ ﻓﻲ ﺃﻭﻝ ﻳﻮﻡ‬

‫ﺗﺪﺍﻭﻝ ﻟﻬﺎ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﺑﻴﻨﻤﺎ ﺍﺳﺘﺤﻮﺫﺕ ﺟﻮﺟﻞ ﻭﺃﻭﺭﺍﻛﻞ ﻭﺷﺮﻛﺔ‬

‫ﺃﺧﺮﻯﻋﻰﻠ ﺷﺮﻛﺎﺕ ﺃﺧﺮﻯ‪ .‬ﻣﺪﻳﺮ ﺍﻟﺘﺬﺍﻛﺮ ﻭﺍﻟﻮﺣﺶ‪.‬‬

‫ﻟﻌﺐﺍﻟﻌﻤﻞ ﺍﻟﺠﺎﺩ ﺍﻟﺬﻱ ﻗﺎﻡ ﺑﻪ ﻫﻮﺭﻧﻴﻚ ﻭﻣﻮﻫﺒﺘﻪ‪ ،‬ﻧﺎﻫﻴﻚ ﻋﻦ ﺣﻈﻪ ﻓﻲ ﺍﻟﺘﻮﺍﺟﺪ ﻋﻰﻠ ﺍﻟﺠﺎﻧﺐ ﺍﻷﻳﻤﻦ ﻓﻲ ﻣﺒﺎﺭﺍﺓ ﻛﺮﺓﺍﻟﻘﺪﻡ ﺍﻟﺨﺎﺻﺔ ﺑﺎﺑﻨﺘﻪ‪ ،‬ﺩﻭﺭًﺍ‬

‫ﻛﺒﻴﺮًﺍ ﻓﻲ ﺇﺑﺮﺍﻡ ﺍﻟﺼﻔﻘﺔ ﻣﻊ ﺩﺍﻧﻲ ﺷﺎﺩﺭ‪ .‬ﻟﻜﻦ ﺃﺳﻠﻮﺑﻪ ﻓﻲ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻫﻮ ﺍﻟﺬﻱ‬

‫ﺍﻧﺘﻬﻰﺑﻪ ﺍﻷﻣﺮ ﺇﻰﻟ ﺍﻟﻔﻮﺯ ﺑﺎﻟﻴﻮﻡ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻪ‪ .‬ﻭﺍﻷﻓﻀﻞ ﻣﻦ ﺫﻟﻚ ﺃﻧﻪ ﻟﻢ ﻳﻜﻦ ﺍﻟﻔﺎﺉﺰ ﺍﻟﻮﺣﻴﺪ‪ .‬ﻓﺎﺯ ﺷﺎﺩﺭ ﺃﻳﻀًﺎ‪ ،‬ﻛﻤﺎ ﻓﻌﻠﺖ ﺍﻟﺸﺮﻛﺎﺕﺍﻟﺘﻲ ﺃﻭﺻﻰ‬

‫ﺷﺎﺩﺭ ﺑﻬﺎ ﻫﻮﺭﻧﻴﻚ ﻻﺣﻘًﺎ‪ .‬ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻪ ﻛﻤﻌﻄﻲ‪ ،‬ﺧﻠﻖ ﻫﻮﺭﻧﻴﻚ ﻗﻴﻤﺔ ﻟﻨﻔﺴﻪ ﻣﻊ ﺗﻌﻈﻴﻢ‬

‫ﻓﺮﺹﺗﺪﻓﻖ ﺍﻟﻘﻴﻤﺔ ﺇﻰﻟ ﺍﻟﺨﺎﺭﺝ ﻟﺼﺎﻟﺢ ﺍﻵﺧﺮﻳﻦ‪.‬‬

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‫ﻓﻲﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ‪ ،‬ﺃﺭﻳﺪ ﺃﻥ ﺃﻗﻨﻌﻚ ﺑﺄﻧﻨﺎ ﻧﻘﻠﻞ ﻣﻦ ﻧﺠﺎﺡ ﺍﻟﻤﻌﻄﺎءﻳﻦ ﻣﺜﻞ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻨﺎ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻧﺼﻮﺭﺍﻟﻤﺎﻧﺤﻴﻦ ﻋﻰﻠ ﺃﻧﻬﻢ‬

‫ﺃﻏﺒﻴﺎء ﻭﻣﻤﺴﺤﻮﻥ‪ ،‬ﻓﻘﺪ ﺗﺒﻴﻦ ﺃﻧﻬﻢ ﻧﺎﺟﺤﻮﻥ ﺑﺸﻜﻞ ﻣﺪﻫﺶ‪ .‬ﻟﻤﻌﺮﻓﺔ ﺳﺒﺐ ﺳﻴﻄﺮﺓ‬

‫ﺍﻟﻤﺎﻧﺤﻴﻦﻋﻰﻠ ﻗﻤﺔ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ‪ ،‬ﺳﻨﻘﻮﻡ ﺑﺪﺭﺍﺳﺔ ﺩﺭﺍﺳﺎﺕ ﻭﻗﺼﺺ ﻣﺬﻫﻠﺔ ﺗﺴﻠﻂ ﺍﻟﻀﻮء ﻋﻰﻠ ﻛﻴﻒ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻌﻄﺎءﺃﻛﺜﺮ ﻗﻮﺓ ‪ -‬ﻭﺃﻗﻞ‬

‫ﺧﻄﻮﺭﺓ ‪ -‬ﻣﻤﺎ ﻳﻌﺘﻘﺪﻩ ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ‪ .‬ﻋﻰﻠ ﻃﻮﻝ ﺍﻟﻄﺮﻳﻖ‪ ،‬ﺳﺄﻗﺪﻡ ﻟﻚ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﻨﺎﺟﺤﻴﻦ ﻣﻦ ﺍﻟﻌﺪﻳﺪﻣﻦ ﻣﻨﺎﺣﻲ ﺍﻟﺤﻴﺎﺓ ﺍﻟﻤﺨﺘﻠﻔﺔ‪ ،‬ﺑﻤﺎ ﻓﻲ‬

‫ﺫﻟﻚ ﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﻭﺍﻟﻤﺤﺎﻣﻴﻦ ﻭﺍﻷﻃﺒﺎء ﻭﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﻭﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻭﺍﻟﻜﺘﺎﺏﻭﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﻤﺤﺎﺳﺒﻴﻦ ﻭﺍﻟﻤﻌﻠﻤﻴﻦ ﻭﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ‬

‫ﺍﻟﻤﺎﻟﻴﻴﻦ ﻭﺍﻟﻤﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﺍﻟﺮﻳﺎﺿﻴﻴﻦ‪ .‬ﻳﻌﻜﺲ ﻫﺆﻻءﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻟﺨﻄﺔ ﺍﻟﺸﺎﺉﻌﺔ ﺍﻟﻤﺘﻤﺜﻠﺔ ﻓﻲ ﺍﻟﻨﺠﺎﺡ ﺃﻭﻻً ﺛﻢ ﺍﻟﻌﻄﺎء ﻻﺣﻘًﺎ‪ ،‬ﻣﻤﺎ ﻳﺰﻳﺪ‬

‫ﻣﻦ ﺍﺣﺘﻤﺎﻝ ﺃﻥ ﻳﻜﻮﻥ ﺃﻭﻟﺉﻚ‬

‫ﺍﻟﺬﻳﻦﻳﻘﺪﻣﻮﻥ ﺃﻭﻻً ﻓﻲ ﻭﺿﻊ ﺃﻓﻀﻞ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ ﻻﺣﻘًﺎ‪.‬‬

‫ﻟﻜﻦﻻ ﻳﻤﻜﻨﻨﺎ ﺃﻥ ﻧﻨﺴﻰ ﻫﺆﻻء ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﻭﻣﻨﺪﻭﺑﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻓﻲ ﺃﺳﻔﻞ ﺍﻟﺴﻠﻢ‪ .‬ﺑﻌﺾ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﺼﺒﺤﻮﻥ ﺑﺴﻄﺎءﻭﻣﻤﺎﺳﺤﻴﻦ‪ ،‬ﻭﺃﺭﻳﺪ‬

‫ﺍﺳﺘﻜﺸﺎﻑ ﻣﺎ ﻳﻔﺼﻞ ﺑﻴﻦ ﺍﻷﺑﻄﺎﻝ ﻭﺍﻟﺨﺸﺒﺎﺕ‪ .‬ﻻ ﺗﺘﻌﻠﻖ ﺍﻹﺟﺎﺑﺔ ﺑﺎﻟﻤﻮﻫﺒﺔ ﺃﻭ ﺍﻟﻜﻔﺎءﺓ ﺍﻟﺨﺎﻡ ﺑﻘﺪﺭﻣﺎ ﺗﺘﻌﻠﻖ ﺑﺎﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻲ ﻳﺴﺘﺨﺪﻣﻬﺎ‬

‫ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻻﺧﺘﻴﺎﺭﺍﺕ ﺍﻟﺘﻲ ﻳﺘﺨﺬﻭﻧﻬﺎ‪ .‬ﻟﺸﺮﺡ ﻛﻴﻒ ﻳﺘﺠﻨﺐ ﺍﻟﻤﺎﻧﺤﻮﻥ‬

‫ﺍﻟﺠﺰءﺍﻟﺴﻔﻠﻲ ﻣﻦ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ‪ ،‬ﺳﺄﻛﺸﻒ ﺯﻳﻒ ﺧﺮﺍﻓﺘﻴﻦ ﺷﺎﺉﻌﺘﻴﻦ ﺣﻮﻝ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻣﻦ ﺧﻼﻝ ﺇﻇﻬﺎﺭ ﺃﻧﻬﻢ ﻟﻴﺴﻮﺍ ﺑﺎﻟﻀﺮﻭﺭﺓﻟﻄﻔﺎء‪ ،‬ﻭﺃﻧﻬﻢ‬
 ‫ﻟﻴﺴﻮﺍ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺇﻳﺜﺎﺭﻳﻴﻦ‪ .‬ﻟﺪﻳﻨﺎ ﺟﻤﻴﻌًﺎ ﺃﻫﺪﺍﻓًﺎ ﻹﻧﺠﺎﺯﺍﺗﻨﺎ ﺍﻟﻔﺮﺩﻳﺔ‪ ،‬ﻭﻗﺪ ﺍﺗﻀﺢ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ‬

‫ﺍﻟﻨﺎﺟﺤﻴﻦﻫﻢ ﻃﻤﻮﺣﻮﻥ ﺗﻤﺎﻣًﺎ ﻣﺜﻞ ﺍﻵﺧﺬﻳﻦ ﻭﺍﻟﻤﻨﺎﻓﺴﻴﻦ‪ .‬ﻟﺪﻳﻬﻢ ﺑﺒﺴﺎﻃﺔ ﻃﺮﻳﻘﺔ ﻣﺨﺘﻠﻔﺔ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﻢ‪.‬‬

‫ﻳﻘﻮﺩﻧﺎﻫﺬﺍ ﺇﻰﻟ ﻫﺪﻓﻲ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﻭﻫﻮ ﺍﻟﻜﺸﻒ ﻋﻦ ﻣﺎ ﻳﻤﻴﺰ ﻧﺠﺎﺡ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ .‬ﺍﺳﻤﺤﻮﺍ ﻟﻲ ﺃﻥ ﺃﻭﺿﺢ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ ،‬ﻭﺍﻵﺧﺬﻳﻦ‪،‬ﻭﺍﻟﻤﺘﻌﺎﻭﻧﻴﻦ ﺟﻤﻴﻌًﺎ‬

‫ﻳﻤﻜﻨﻬﻢ ﺗﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪ ،‬ﻭﻳﻔﻌﻠﻮﻥ ﺫﻟﻚ‪ .‬ﻭﻟﻜﻦ ﻫﻨﺎﻙ ﺷﻲء ﻣﻤﻴﺰ ﻳﺤﺪﺙ ﻋﻨﺪﻣﺎ ﻳﻨﺠﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ‪:‬ﻓﻬﻮ ﻳﻨﺘﺸﺮ ﻭﻳﻨﺘﺸﺮ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻔﻮﺯ ﺍﻟﻤﺄﺧﺬﻭﻥ‪،‬‬

‫ﻋﺎﺩﺓ ﻣﺎ ﻳﻜﻮﻥ ﻫﻨﺎﻙ ﺷﺨﺺ ﺁﺧﺮ ﻳﺨﺴﺮ‪ .‬ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺃﻥ‬

‫ﺍﻟﻨﺎﺱﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺫﻟﻚﺣﺴﺪ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﺍﻟﻨﺎﺟﺤﻴﻦ‬

‫ﻭﺍﺑﺤﺚﻋﻦ ﻃﺮﻕ ﻹﺳﻘﺎﻃﻬﻢ ﻗﻠﻴﻼً‪ .‬ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ ،‬ﻋﻨﺪﻣﺎ ﻳﻔﻮﺯ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺜﻞ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ‪ ،‬ﻓﺈﻥ ﺍﻟﻨﺎﺱ ﻳﺸﺠﻌﻮﻧﻬﻢ ﻭﻳﺪﻋﻤﻮﻧﻬﻢ‪،‬ﺑﺪﻻً ﻣﻦ‬

‫ﺇﻃﻼﻕ ﺍﻟﻨﺎﺭ ﻋﻠﻴﻬﻢ‪ .‬ﻳﻨﺠﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺑﻄﺮﻳﻘﺔ ﺗﺨﻠﻖ ﺗﺄﺛﻴﺮًﺍ ﻣﻀﺎﻋﻔًﺎ‪ ،‬ﻣﻤﺎ ﻳﻌﺰﺯ ﻧﺠﺎﺡ ﺍﻷﺷﺨﺎﺹ ﻣﻦ ﺣﻮﻟﻬﻢ‪.‬ﺳﺘﺮﻯ ﺃﻥ ﺍﻟﻔﺮﻕ ﻳﻜﻤﻦ ﻓﻲ ﻛﻴﻔﻴﺔ‬

‫ﻗﻴﺎﻡ ﻧﺠﺎﺡ ﺍﻟﻤﺎﻧﺢ ﺑﺈﻧﺸﺎء ﺍﻟﻘﻴﻤﺔ‪ ،‬ﺑﺪﻻً ﻣﻦ ﻣﺠﺮﺩ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﻬﺎ‪ .‬ﻭﻛﻤﺎ ﻗﺎﻝ ﺻﺎﺣﺐﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﺭﺍﻧﺪﻱ ﻛﻮﻣﻴﺴﺎﺭ‪" :‬ﻣﻦ ﺍﻷﺳﻬﻞ‬

‫ﺍﻟﻔﻮﺯﺇﺫﺍ ﻛﺎﻥ ﺍﻟﺠﻤﻴﻊ ﻳﺮﻳﺪ ﻟﻚ ﺍﻟﻔﻮﺯ‪ .‬ﺇﺫﺍ ﻟﻢ ﺗﺼﻨﻊ ﺃﻋﺪﺍء‬

‫ﻫﻨﺎﻙ‪،‬ﻓﻤﻦ ﺍﻷﺳﻬﻞ ﺗﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪.‬‬

‫ﻭﻟﻜﻦﻓﻲ ﺑﻌﺾ ﺍﻟﻤﺠﺎﻻﺕ‪ ،‬ﻳﺒﺪﻭ ﺃﻥ ﺗﻜﺎﻟﻴﻒ ﺍﻟﻌﻄﺎء ﺗﻔﻮﻕ ﺍﻟﻔﻮﺍﺉﺪ ﺑﺸﻜﻞ ﻭﺍﺿﺢ‪ .‬ﻓﻲ ﺍﻟﺴﻴﺎﺳﺔ‪ ،‬ﻋﻰﻠ ﺳﺒﻴﻞ‬

‫ﺍﻟﻤﺜﺎﻝ‪،‬ﻳﺸﻴﺮ ﺍﻻﻗﺘﺒﺎﺱ ﺍﻻﻓﺘﺘﺎﺣﻲ ﻟﻤﺎﺭﻙ ﺗﻮﻳﻦ ﺇﻰﻟ ﺃﻥ ﺍﻟﺪﺑﻠﻮﻣﺎﺳﻴﺔ ﺗﻨﻄﻮﻱ ﻋﻰﻠ ﺃﺧﺬ ﻋﺸﺮﺓ ﺃﺿﻌﺎﻑ ﺍﻟﻌﻄﺎء‪ " .‬ﺳﻴﺎﺳﺔ" ‪ ،‬ﻛﻤﺎ ﻛﺘﺐ‬

‫ﺍﻟﺮﺉﻴﺲ ﺍﻟﺴﺎﺑﻖ ﺑﻴﻞ ﻛﻠﻴﻨﺘﻮﻥ‪ "،‬ﻫﻲ ﻋﻤﻞ "ﺍﻟﺤﺼﻮﻝ‪ ".‬ﻋﻠﻴﻚ ﺃﻥ ﺗﺤﺼﻞ ﻋﻰﻠ ﺍﻟﺪﻋﻢ‬

‫ﻭﺍﻟﻤﺴﺎﻫﻤﺎﺕﻭﺍﻷﺻﻮﺍﺕ ﻣﺮﺍﺭًﺍ ﻭﺗﻜﺮﺍﺭًﺍ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﻤﺘﻊ ﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﺑﻤﻴﺰﺓ ﻓﻲ ﻣﻤﺎﺭﺳﺔ ﺍﻟﻀﻐﻮﻁ ﻭﺍﻟﺘﻔﻮﻕ ﻋﻰﻠ ﺧﺼﻮﻣﻬﻢﻓﻲ ﺍﻟﻤﻨﺎﻭﺭﺓ ﻓﻲ‬

‫ﺍﻻﻧﺘﺨﺎﺑﺎﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪ ،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﻣﻨﺎﺳﺒﻴﻦ ﺗﻤﺎﻣﺎً ﻟﻠﻤﻘﺎﻳﻀﺔ ﺍﻟﻤﺴﺘﻤﺮﺓ‬

‫ﻟﻠﺨﺪﻣﺎﺕﺍﻟﺘﻲ ﺗﺘﻄﻠﺒﻬﺎ ﺍﻟﺴﻴﺎﺳﺔ‪ .‬ﻣﺎﺫﺍ ﻳﺤﺪﺙ ﻟﻠﻤﺎﻧﺤﻴﻦ ﻓﻲ ﻋﺎﻟﻢ ﺍﻟﺴﻴﺎﺳﺔ؟ ﺧﺬﺑﻌﻴﻦ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﻨﻀﺎﻻﺕ ﺍﻟﺴﻴﺎﺳﻴﺔ ﻟﺸﺨﺺ ﺍﺳﻤﻪ‬

‫ﺳﺎﻣﺒﺴﻮﻥ‪ .‬ﻭﻗﺎﻝ ﺇﻥ ﻫﺪﻓﻪ ﻫﻮ ﺃﻥ ﻳﺼﺒﺢ "ﻛﻠﻴﻨﺘﻮﻥ ﺇﻟﻴﻨﻮﻱ" ‪،‬ﻭﻭﺿﻊ ﻧﺼﺐ ﻋﻴﻨﻴﻪ ﺍﻟﻔﻮﺯ ﺑﻤﻘﻌﺪ ﻓﻲ ﻣﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‪ .‬ﻟﻢ ﻳﻜﻦ ﺳﺎﻣﺒﺴﻮﻥ‬

‫ﻣﺮﺷﺤًﺎ ﻣﺤﺘﻤًﻼ ﻟﻤﻨﺼﺐ ﺳﻴﺎﺳﻲ‪ ،‬ﺣﻴﺚ‬

‫ﺃﻣﻀﻰﺳﻨﻮﺍﺗﻪ ﺍﻷﻭﻰﻟ ﻓﻲ ﺍﻟﻌﻤﻞ ﻓﻲ ﻣﺰﺭﻋﺔ‪ .‬ﻟﻜﻦ ﺳﺎﻣﺒﺴﻮﻥ ﻛﺎﻥ ﻟﺪﻳﻪ ﻃﻤﻮﺡ ﻛﺒﻴﺮ‪ .‬ﻗﺎﻡ ﺑﺄﻭﻝ ﺗﺮﺷﺢ ﻟﻪ ﻟﻤﻘﻌﺪ ﻓﻲ ﺍﻟﻤﺠﻠﺲﺍﻟﺘﺸﺮﻳﻌﻲ ﻟﻠﻮﻻﻳﺔ‬

‫ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻋﻤﺮﻩ ﺛﻼﺛﺔ ﻭﻋﺸﺮﻳﻦ ﻋﺎﻣًﺎ ﻓﻘﻂ‪ .‬ﻛﺎﻥ ﻫﻨﺎﻙ ﺛﻼﺛﺔ ﻋﺸﺮ ﻣﺮﺷﺤًﺎ‪ ،‬ﻭﻟﻢ ﻳﻔﺰ‬

‫ﺑﺎﻟﻤﻘﺎﻋﺪﺳﻮﻯ ﺍﻷﺭﺑﻌﺔ ﺍﻷﻭﺍﺉﻞ‪ .‬ﻗﺪﻡ ﺳﺎﻣﺒﺴﻮﻥ ﻋﺮﺿًﺎ ﺑﺎﻫﺘًﺎ‪ ،‬ﺣﻴﺚ ﺍﺣﺘﻞ ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻣﻦ‪.‬‬

‫ﺑﻌﺪﺧﺴﺎﺭﺗﻪ ﻫﺬﺍ ﺍﻟﺴﺒﺎﻕ‪ ،‬ﻭﺟﻪ ﺳﺎﻣﺒﺴﻮﻥ ﺍﻧﺘﺒﺎﻫﻪ ﺇﻰﻟ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﺣﻴﺚ ﺣﺼﻞ ﻋﻰﻠ ﻗﺮﺽ ﻟﺒﺪء ﻣﺘﺠﺮ ﺻﻐﻴﺮﻣﻊ ﺻﺪﻳﻖ‪ .‬ﻓﺸﻠﺖ‬

‫ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﻟﻢ ﻳﺘﻤﻜﻦ ﺳﺎﻣﺒﺴﻮﻥ ﻣﻦ ﺳﺪﺍﺩ ﺍﻟﻘﺮﺽ‪ ،‬ﻟﺬﻟﻚ ﺻﺎﺩﺭﺕ ﺍﻟﺴﻠﻄﺎﺕ ﺍﻟﻤﺤﻠﻴﺔ‬

‫ﻣﻤﺘﻠﻜﺎﺗﻪ‪.‬ﺑﻌﺪ ﺫﻟﻚ ﺑﻮﻗﺖ ﻗﺼﻴﺮ‪ ،‬ﺗﻮﻓﻲ ﺷﺮﻳﻜﻪ ﺍﻟﺘﺠﺎﺭﻱ ﺩﻭﻥ ﺃﺻﻮﻝ‪ ،‬ﻭﺗﻮﻰﻟ ﺳﺎﻣﺒﺴﻮﻥ ﺍﻟﺪﻳﻮﻥ‪ .‬ﻭﻭﺻﻒ ﺳﺎﻣﺒﺴﻮﻥ‬

‫ﻣﺴﺆﻭﻟﻴﺘﻪﻣﺎﺯﺣﺎ ﺑﺄﻧﻬﺎ " ﺍﻟﺪﻳﻦ ﺍﻟﻮﻃﻨﻲ‪ ":‬ﻓﻬﻮ ﻣﺪﻳﻦ ﺑﺨﻤﺴﺔ ﻋﺸﺮ ﺿﻌﻒ ﺩﺧﻠﻪ ﺍﻟﺴﻨﻮﻱ‪ .‬ﺳﻴﺴﺘﻐﺮﻕ ﺍﻷﻣﺮ ﺳﻨﻮﺍﺕ‪،‬‬

‫ﻟﻜﻨﻪﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﺳﺪﺩ ﻛﻞ ﺳﻨﺖ‪ .‬ﺑﻌﺪﻓﺸﻞ ﻋﻤﻠﻪ‪ ،‬ﻗﺎﻡ ﺳﺎﻣﺒﺴﻮﻥ ﺑﺎﻟﺘﺮﺷﺢ ﻟﻠﻤﺮﺓ ﺍﻟﺜﺎﻧﻴﺔ ﻟﻠﻬﻴﺉﺔ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻟﻠﻮﻻﻳﺔ‪ .‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ ﻛﺎﻥ‬

‫ﻓﻲ ﺍﻟﺨﺎﻣﺴﺔ ﻭﺍﻟﻌﺸﺮﻳﻦﻣﻦ ﻋﻤﺮﻩ ﻓﻘﻂ‪ ،‬ﺇﻻ ﺃﻧﻪ ﺍﺣﺘﻞ ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻧﻲ ﻭﺣﺼﻞ ﻋﻰﻠ ﻣﻘﻌﺪ‪ .‬ﻓﻲ ﺟﻠﺴﺘﻪ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﺍﻷﻭﻰﻟ‪ ،‬ﻛﺎﻥ ﻋﻠﻴﻪ ﺃﻥ ﻳﻘﺘﺮﺽ‬

‫ﺍﻟﻤﺎﻝﻟﺸﺮﺍء ﺑﺪﻟﺘﻪ ﺍﻷﻭﻰﻟ‪ .‬ﻋﻰﻠ ﻣﺪﻯ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﺜﻤﺎﻧﻲ ﺍﻟﺘﺎﻟﻴﺔ‪ ،‬ﺧﺪﻡ ﺳﺎﻣﺒﺴﻮﻥ ﻓﻲ ﺍﻟﻤﺠﻠﺲ ﺍﻟﺘﺸﺮﻳﻌﻲ ﻟﻠﻮﻻﻳﺔ‪ ،‬ﻭﺣﺼﻞ ﻋﻰﻠ ﺷﻬﺎﺩﺓﻓﻲ‬

‫ﺍﻟﻘﺎﻧﻮﻥ ﻋﻰﻠ ﻃﻮﻝ ﺍﻟﻄﺮﻳﻖ‪ .‬ﻭﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ‪ ،‬ﻭﻓﻲ ﺳﻦ ﺍﻟﺨﺎﻣﺴﺔ ﻭﺍﻷﺭﺑﻌﻴﻦ‪ ،‬ﺃﺻﺒﺢ ﻣﺴﺘﻌﺪًﺍ ﻟﻤﻮﺍﺻﻠﺔ ﺍﻟﺘﺄﺛﻴﺮ ﻋﻰﻠ‬

‫ﺍﻟﻤﺴﺮﺡﺍﻟﻮﻃﻨﻲ‪ .‬ﻟﻘﺪ ﻗﺪﻡ ﻋﺮﺿًﺎ ﻟﻤﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‪.‬‬

‫ﻋﺮﻑﺳﺎﻣﺒﺴﻮﻥ ﺃﻧﻪ ﻛﺎﻥ ﻳﺨﻮﺽ ﻣﻌﺮﻛﺔ ﺷﺎﻗﺔ‪ .‬ﻛﺎﻥ ﻟﺪﻳﻪ ﺧﺼﻤﺎﻥ ﺃﺳﺎﺳﻴﺎﻥ‪ :‬ﺟﻴﻤﺲ ﺷﻴﻠﺪﺯ ﻭ ﻟﻴﻤﺎﻥ ﺗﺮﺍﻣﺒﻞ‪ .‬ﻛﺎﻥﻛﻼﻫﻤﺎ ﻗﺎﺿﻴﻴﻦ ﻓﻲ‬

‫ﺍﻟﻤﺤﻜﻤﺔ ﺍﻟﻌﻠﻴﺎ ﻟﻠﻮﻻﻳﺔ‪ ،‬ﻭﻳﻨﺤﺪﺭﺍﻥ ﻣﻦ ﺧﻠﻔﻴﺎﺕ ﺃﻛﺜﺮ ﺣﻈًﺎ ﺑﻜﺜﻴﺮ ﻣﻦ ﺧﻠﻔﻴﺔ ﺳﺎﻣﺒﺴﻮﻥ‪ .‬ﻛﺎﻥ‬

‫ﺷﻴﻠﺪﺯ‪،‬ﺍﻟﻤﺮﺷﺢ ﺍﻟﺤﺎﻟﻲ ﻹﻋﺎﺩﺓ ﺍﻧﺘﺨﺎﺑﻪ‪ ،‬ﻫﻮ ﺍﺑﻦ ﺷﻘﻴﻖ ﺃﺣﺪ ﺃﻋﻀﺎء ﺍﻟﻜﻮﻧﺠﺮﺱ‪ .‬ﻛﺎﻥ ﺗﺮﺍﻣﺒﻞ ﺣﻔﻴﺪ ﻣﺆﺭﺥ ﺑﺎﺭﺯ ﺗﻠﻘﻰ‬

‫ﺗﻌﻠﻴﻤﻪﻓﻲ ﺟﺎﻣﻌﺔ ﻳﻴﻞ‪ .‬ﻭﺑﺎﻟﻤﻘﺎﺭﻧﺔ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻟﺪﻯ ﺳﺎﻣﺒﺴﻮﻥ ﺳﻮﻯ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﺨﺒﺮﺓ ﺃﻭ ﺍﻟﻨﻔﻮﺫ ﺍﻟﺴﻴﺎﺳﻲ‪.‬‬

‫ﻓﻲﺍﻻﺳﺘﻄﻼﻉ ﺍﻷﻭﻝ‪ ،‬ﻛﺎﻥ ﺳﺎﻣﺒﺴﻮﻥ ﻓﻲ ﺍﻟﻤﻘﺪﻣﺔ ﺑﺸﻜﻞ ﻣﻔﺎﺟﺊ‪ ،‬ﺣﻴﺚ ﺣﺼﻞ ﻋﻰﻠ ‪ 44%‬ﻣﻦ ﺍﻷﺻﻮﺍﺕ‪ .‬ﻭﻛﺎﻥ ﺷﻴﻠﺪﺯ‬

‫ﻣﺘﺨﻠﻔًﺎﺑﻨﺴﺒﺔ ‪ 41‬ﺑﺎﻟﻤﺎﺉﺔ‪ ،‬ﻭﺟﺎء ﺗﺮﺍﻣﺒﻞ ﻓﻲ ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻟﺚ ﺑﻨﺴﺒﺔ ‪ 5‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﻓﻲ ﺍﻻﺳﺘﻄﻼﻉ ﺍﻟﺘﺎﻟﻲ‪ ،‬ﺣﻘﻖ ﺳﺎﻣﺒﺴﻮﻥ ﺗﻘﺪﻣًﺎ‪ ،‬ﺣﻴﺚﺍﺭﺗﻔﻊ‬
 ‫ﺇﻰﻟ ‪ 47‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦ ﺍﻟﺪﻋﻢ‪ .‬ﻟﻜﻦ ﺍﻟﻤﺪ ﺑﺪﺃ ﻳﻨﻘﻠﺐ ﻋﻨﺪﻣﺎ ﺩﺧﻞ ﻣﺮﺷﺢ ﺟﺪﻳﺪ ﺍﻟﺴﺒﺎﻕ‪ :‬ﺣﺎﻛﻢ ﺍﻟﻮﻻﻳﺔ ﺍﻟﺤﺎﻟﻲ‪ ،‬ﺟﻮﻳﻞ‬

‫ﻣﺎﺗﻴﺴﻮﻥ‪.‬ﻛﺎﻥ ﻣﺎﺗﻴﺴﻮﻥ ﻳﺘﻤﺘﻊ ﺑﺸﻌﺒﻴﺔ ﻛﺒﻴﺮﺓ‪ ،‬ﻭﻛﺎﻥ ﻟﺪﻳﻪ ﺍﻟﻘﺪﺭﺓ ﻋﻰﻠ ﺟﺬﺏ ﺍﻷﺻﻮﺍﺕ ﻣﻦ ﻛﻞ ﻣﻦ ﺳﺎﻣﺒﺴﻮﻥ ﻭﺗﺮﺍﻣﺒﻮﻝ‪ .‬ﻋﻨﺪﻣﺎﺍﻧﺴﺤﺐ‬

‫ﺷﻴﻠﺪﺯ ﻣﻦ ﺍﻟﺴﺒﺎﻕ‪ ،‬ﺃﺧﺬ ﻣﺎﺗﻴﺴﻮﻥ ﺯﻣﺎﻡ ﺍﻟﻤﺒﺎﺩﺭﺓ ﺑﺴﺮﻋﺔ‪ .‬ﺣﺼﻞ ﻣﺎﺗﻴﺴﻮﻥ ﻋﻰﻠ ‪ 44‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ‪ ،‬ﻭﺍﻧﺨﻔﻀﺖ ﻧﺴﺒﺔﺳﺎﻣﺒﺴﻮﻥ ﺇﻰﻟ ‪ 38‬ﻓﻲ‬

‫ﺍﻟﻤﺎﺉﺔ‪ ،‬ﻭﺣﺼﻞ ﺗﺮﺍﻣﺒﻞ ﻋﻰﻠ ‪ 9‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻘﻂ‪ .‬ﻟﻜﻦ ﺑﻌﺪ ﺳﺎﻋﺎﺕ‪ ،‬ﻓﺎﺯ ﺗﺮﺍﻣﺒﻞ ﻓﻲ ﺍﻻﻧﺘﺨﺎﺑﺎﺕ‬

‫ﺑﻨﺴﺒﺔ‪ 51‬ﺑﺎﻟﻤﺉﺔ‪ ،‬ﻣﺘﻔﻮﻗﺎ ﺑﻔﺎﺭﻕ ﺿﺉﻴﻞ ﻋﻰﻠ ﻣﺎﺗﻴﺴﻮﻥ ﺍﻟﺬﻱ ﺣﺼﻞ ﻋﻰﻠ ‪ 47‬ﺑﺎﻟﻤﺉﺔ‪.‬‬

‫ﻟﻤﺎﺫﺍﻫﺒﻂ ﺳﺎﻣﺒﺴﻮﻥ‪ ،‬ﻭﻛﻴﻒ ﺻﻌﺪ ﺗﺮﺍﻣﺒﻞ ﺑﻬﺬﻩ ﺍﻟﺴﺮﻋﺔ؟ ﻛﺎﻥ ﺍﻻﻧﻘﻼﺏ ﺍﻟﻤﻔﺎﺟﺊ ﻓﻲ ﻣﻮﺍﻗﻔﻬﻢ ﺑﺴﺒﺐ ﺍﻻﺧﺘﻴﺎﺭ‬

‫ﺍﻟﺬﻱﺍﺗﺨﺬﻩ ﺳﺎﻣﺒﺴﻮﻥ‪ ،‬ﺍﻟﺬﻱ ﺑﺪﺍ ﻣﺒﺘﻰﻠ ﺑﺎﻟﻌﻄﺎء ﺍﻟﻤﺮﺿﻲ‪ .‬ﻣﺘﻰ‬

‫ﻋﻨﺪﻣﺎﺩﺧﻞ ﻣﺎﺗﻴﺴﻮﻥ ﺍﻟﺴﺒﺎﻕ‪ ،‬ﺑﺪﺃ ﺳﺎﻣﺒﺴﻮﻥ ﻳﺸﻚ ﻓﻲ ﻗﺪﺭﺗﻪ ﻋﻰﻠ ﺣﺸﺪ ﺍﻟﺪﻋﻢ ﺍﻟﻜﺎﻓﻲ ﻟﻠﻔﻮﺯ‪ .‬ﻛﺎﻥ ﻳﻌﻠﻢ ﺃﻥ ﺗﺮﺍﻣﺒﻞ ﻛﺎﻥﻟﺪﻳﻪ ﻋﺪﺩ ﻗﻠﻴﻞ ﻣﻦ‬

‫ﺍﻟﻤﺘﺎﺑﻌﻴﻦ ﺍﻟﻤﺨﻠﺼﻴﻦ ﺍﻟﺬﻳﻦ ﻟﻦ ﻳﺘﺨﻠﻮﺍ ﻋﻨﻪ‪ .‬ﻛﺎﻥ ﻣﻌﻈﻢ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﻓﻲ ﻣﻜﺎﻥ ﺳﺎﻣﺒﺴﻮﻥﺳﻴﻀﻐﻄﻮﻥ ﻋﻰﻠ ﺃﺗﺒﺎﻉ ﺗﺮﺍﻣﺒﻞ ﻟﻠﻘﻔﺰ‬

‫ﻣﻦ ﺍﻟﺴﻔﻴﻨﺔ‪ .‬ﺑﻌﺪ ﻛﻞ ﺷﻲء‪ ،‬ﻣﻊ ﺗﺄﻳﻴﺪ ‪ 9%‬ﻓﻘﻂ‪ ،‬ﻛﺎﻥ ﺗﺮﺍﻣﺒﻞ ﺑﻌﻴﺪ‬

‫ﺍﻟﻤﻨﺎﻝ‪ .‬ﻟﻜﻦﻫﻢّ ﺳﺎﻣﺒﺴﻮﻥ ﺍﻷﺳﺎﺳﻲ ﻟﻢ ﻳﻜﻦ ﺍﻧﺘﺨﺎﺑﻪ‪ .‬ﻛﺎﻥ ﺫﻟﻚ ﻟﻤﻨﻊ ﻣﺎﺗﻴﺴﻮﻥ ﻣﻦ ﺍﻟﻔﻮﺯ‪ .‬ﻳﻌﺘﻘﺪ ﺳﺎﻣﺒﺴﻮﻥ ﺃﻥ ﻣﺎﺗﻴﺴﻮﻥ ﻛﺎﻥﻣﻨﺨﺮﻃًﺎ ﻓﻲ‬

‫ﻣﻤﺎﺭﺳﺎﺕ ﻣﺸﻜﻮﻙ ﻓﻴﻬﺎ‪ .‬ﻭﺍﺗﻬﻢ ﺑﻌﺾ ﺍﻟﻤﺘﻔﺮﺟﻴﻦ ﻣﺎﺗﻴﺴﻮﻥ ﺑﻤﺤﺎﻭﻟﺔ ﺭﺷﻮﺓ ﺍﻟﻨﺎﺧﺒﻴﻦ ﺍﻟﻤﺆﺛﺮﻳﻦ‪ .‬ﻋﻰﻠ‬

‫ﺍﻷﻗﻞ‪،‬ﻛﺎﻥ ﻟﺪﻯ ﺳﺎﻣﺒﺴﻮﻥ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻮﺛﻮﻗﺔ ﻣﻔﺎﺩﻫﺎ ﺃﻥ ﻣﺎﺗﻴﺴﻮﻥ ﻗﺪ ﺍﺗﺼﻞ ﺑﺒﻌﺾ ﻣﺆﻳﺪﻳﻪ ﺍﻟﺮﺉﻴﺴﻴﻴﻦ‪ .‬ﻭﻗﺎﻝ‬

‫ﻣﺎﺗﻴﺴﻮﻥﺇﻧﻪ ﺇﺫﺍ ﺑﺪﺍ ﺃﻥ ﺳﺎﻣﺒﺴﻮﻥ ﻟﻦ ﻳﺤﻈﻰ ﺑﺄﻱ ﻓﺮﺻﺔ‪ ،‬ﻓﻴﺘﻌﻴﻦ ﻋﻰﻠ ﺍﻟﻨﺎﺧﺒﻴﻦ ﺃﻥ ﻳﻐﻴﺮﻭﺍ ﻭﻻﺉﻬﻢ ﻭﻳﺪﻋﻤﻮﻩ‪.‬‬

‫ﺃﺛﺒﺘﺖﻣﺨﺎﻭﻑ ﺳﺎﻣﺒﺴﻮﻥ ﺑﺸﺄﻥ ﺃﺳﺎﻟﻴﺐ ﻣﺎﺗﻴﺴﻮﻥ ﻭﺩﻭﺍﻓﻌﻪ ﺑﺼﻴﺮﺗﻬﺎ‪ .‬ﻭﺑﻌﺪ ﻣﺮﻭﺭ ﻋﺎﻡ‪ ،‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻣﺎﺗﻴﺴﻮﻥ‬

‫ﻋﻰﻠﻭﺷﻚ ﺍﻻﻧﺘﻬﺎء ﻣﻦ ﻓﺘﺮﺓ ﻭﻻﻳﺘﻪ ﻛﻤﺤﺎﻓﻆ‪ ،‬ﻗﺎﻡ ﺑﺴﺪﺍﺩ ﺍﻟﺸﻴﻜﺎﺕ ﺍﻟﺤﻜﻮﻣﻴﺔ ﺍﻟﻘﺪﻳﻤﺔ ﺍﻟﺘﻲ ﻋﻔﺎ ﻋﻠﻴﻬﺎ ﺍﻟﺰﻣﻦ ﺃﻭ ﺗﻢ ﺍﺳﺘﺮﺩﺍﺩﻫﺎﺳﺎﺑﻘًﺎ‪ ،‬ﻭﻟﻜﻦ ﻟﻢ‬

‫ﻳﺘﻢ ﺇﻟﻐﺎﺅﻫﺎ ﻣﻄﻠﻘًﺎ‪ .‬ﺣﺼﻞ ﻣﺎﺗﻴﺴﻮﻥ ﻋﻰﻠ ﻋﺪﺓ ﻣﺉﺎﺕ ﺍﻵﻻﻑ ﻣﻦ ﺍﻟﺪﻭﻻﺭﺍﺕ ﻭﻭﺟﻬﺖ‬

‫ﺇﻟﻴﻪﺗﻬﻤﺔ ﺍﻻﺣﺘﻴﺎﻝ‪ .‬ﺑﺎﻹﺿﺎﻓﺔﺇﻰﻟ ﺍﻟﺸﻜﻮﻙ ﺍﻟﺘﻲ ﺗﺤﻴﻂ ﺑﻤﺎﺗﻴﺴﻮﻥ‪ ،‬ﻛﺎﻥ ﺳﺎﻣﺒﺴﻮﻥ ﻳﺆﻣﻦ ﺑﺘﺮﺍﻣﺒﻞ‪ ،‬ﺣﻴﺚ ﻛﺎﻥ ﻟﺪﻳﻬﻤﺎ ﺷﻲء ﻣﺸﺘﺮﻙ‬

‫ﻋﻨﺪﻣﺎﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﻘﻀﺎﻳﺎ‪ .‬ﻟﻌﺪﺓ ﺳﻨﻮﺍﺕ‪ ،‬ﻗﺎﻡ ﺳﺎﻣﺒﺴﻮﻥ ﺑﺤﻤﻠﺔ ﻣﺘﺤﻤﺴﺔ ﻣﻦ ﺃﺟﻞ ﺇﺣﺪﺍﺙ ﺗﺤﻮﻝ ﻛﺒﻴﺮ ﻓﻲ ﺍﻟﺴﻴﺎﺳﺔﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬

‫ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ .‬ﻛﺎﻥ ﻳﻌﺘﻘﺪ ﺃﻥ ﺫﻟﻚ ﺃﻣﺮ ﺣﻴﻮﻱ ﻟﻤﺴﺘﻘﺒﻞ ﻭﻻﻳﺘﻪ‪ ،‬ﻭﻓﻲ ﻫﺬﺍ ﺍﺗﺤﺪ ﻫﻮ ﻭﺗﺮﺍﻣﺒﻞ‪ .‬ﻟﺬﻟﻚ ﺑﺪﻻً ﻣﻦ ﻣﺤﺎﻭﻟﺔ ﺗﺤﻮﻳﻞ ﺃﺗﺒﺎﻉ ﺗﺮﺍﻣﺒﻞ‬

‫ﺍﻟﻤﺨﻠﺼﻴﻦ‪ ،‬ﻗﺮﺭ ﺳﺎﻣﺒﺴﻮﻥ ﺃﻥ ﻳﺴﻘﻂ ﻋﻰﻠ ﺳﻴﻔﻪ‪ .‬ﺃﺧﺒﺮ ﻣﺪﻳﺮ ﺍﻟﻄﺎﺑﻖ ﺍﻟﺨﺎﺹ‬

‫ﺑﻪ‪،‬ﺳﺘﻴﻔﻦ ﻟﻮﺟﺎﻥ‪ ،‬ﺃﻧﻪ ﺳﻴﻨﺴﺤﺐ ﻣﻦ ﺍﻟﺴﺒﺎﻕ ﻭﻳﻄﻠﺐ ﻣﻦ ﺃﻧﺼﺎﺭﻩ ﺍﻟﺘﺼﻮﻳﺖ ﻟﺼﺎﻟﺢ ﺗﺮﺍﻣﺒﻞ‪ .‬ﻛﺎﻥ ﻟﻮﻏﺎﻥ ﻣﺘﺸﻜﻜًﺎ‪ :‬ﻟﻤﺎﺫﺍﻳﺠﺐ ﻋﻰﻠ ﺍﻟﺮﺟﻞ‬

‫ﺍﻟﺬﻱ ﻟﺪﻳﻪ ﺃﺗﺒﺎﻉ ﺃﻛﺒﺮ ﺃﻥ ﻳﺴﻠﻢ ﺍﻻﻧﺘﺨﺎﺑﺎﺕ ﻟﺨﺼﻢ ﻟﻪ ﺃﺗﺒﺎﻉ ﺃﻗﻞ؟ ﺍﻧﻬﺎﺭ ﻟﻮﻏﺎﻥ ﻓﻲ ﺍﻟﺒﻜﺎء‪ ،‬ﻟﻜﻦ ﺳﺎﻣﺒﺴﻮﻥﻟﻢ ﻳﺴﺘﺴﻠﻢ‪ .‬ﺍﻧﺴﺤﺐ ﻭﻃﻠﺐ ﻣﻦ‬

‫ﺃﻧﺼﺎﺭﻩ ﺍﻟﺘﺼﻮﻳﺖ ﻟﺼﺎﻟﺢ ﺗﺮﺍﻣﺒﻞ‪ .‬ﻛﺎﻥ ﺫﻟﻚ ﻛﺎﻓﻴﺎً ﻟﺪﻓﻊ ﺗﺮﺍﻣﺒﻞ ﺇﻰﻟ‬

‫ﺍﻟﻨﺼﺮﻋﻰﻠ ﺣﺴﺎﺏ ﺳﺎﻣﺒﺴﻮﻥ‪.‬‬

‫ﻟﻢﺗﻜﻦ ﻫﺬﻩ ﻫﻲ ﺍﻟﻤﺮﺓ ﺍﻷﻭﻰﻟ ﺍﻟﺘﻲ ﻳﻀﻊ ﻓﻴﻬﺎ ﺳﺎﻣﺒﺴﻮﻥ ﻣﺼﺎﻟﺢ ﺍﻵﺧﺮﻳﻦ ﻗﺒﻞ ﻣﺼﺎﻟﺤﻪ ﺍﻟﺨﺎﺻﺔ‪ .‬ﻗﺒﻞ ﺃﻥ ﻳﺴﺎﻋﺪ ﺗﺮﺍﻣﺒﻞﻓﻲ ﺍﻟﻔﻮﺯ ﺑﺴﺒﺎﻕ‬

‫ﻣﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‪ ،‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺣﺼﻮﻟﻪ ﻋﻰﻠ ﺍﻹﺷﺎﺩﺓ ﻟﻌﻤﻠﻪ ﻛﻤﺤﺎﻣﻲ‪ ،‬ﺗﻢ ﺧﻨﻖ ﻧﺠﺎﺡ‬

‫ﺳﺎﻣﺒﺴﻮﻥﺑﺴﺒﺐ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﺍﻟﺴﺎﺣﻘﺔ‪ .‬ﻟﻢ ﻳﺴﺘﻄﻊ ﺣﻤﻞ ﻧﻔﺴﻪ ﻋﻰﻠ ﺍﻟﺪﻓﺎﻉ ﻋﻦ ﺍﻟﻌﻤﻼء ﺇﺫﺍ ﺷﻌﺮ ﺃﻧﻬﻢ ﻣﺬﻧﺒﻮﻥ‪ .‬ﻭﻭﻓﻘﺎ ً ﻷﺣﺪﺍﻟﺰﻣﻼء‪ ،‬ﻛﺎﻥ‬

‫ﻋﻤﻼء ﺳﺎﻣﺒﺴﻮﻥ ﻳﻌﺮﻓﻮﻥ "ﺃﻧﻬﻢ ﺳﻴﻔﻮﺯﻭﻥ ﺑﻘﻀﻴﺘﻬﻢ ‪ -‬ﺇﺫﺍ ﻛﺎﻧﺖ ﻋﺎﺩﻟﺔ؛ ﻭﺳﻮﻑ ﻳﻜﺴﺒﻮﻥ ﻗﻀﻴﺘﻬﻢ" ‪.‬ﺇﺫﺍ ﻟﻢ ﻳﻜﻦ ﺍﻷﻣﺮ ﻛﺬﻟﻚ‪ ،‬ﻓﺈﻥ ﺃﺧﺬﻫﺎ‬

‫ﺇﻟﻴﻪ ﻛﺎﻥ ﻣﻀﻴﻌﺔ ﻟﻠﻮﻗﺖ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﺍﺗُﻬ ﻢ ﺍﻟﻌﻤﻴﻞ ﺑﺎﻟﺴﺮﻗﺔ‪ ،‬ﻓﺎﻗﺘﺮﺏ ﺳﺎﻣﺒﺴﻮﻥﻣﻦ ﺍﻟﻘﺎﺿﻲ‪" .‬ﺇﺫﺍ ﻛﺎﻥ ﺑﺈﻣﻜﺎﻧﻚ ﻗﻮﻝ ﺃﻱ ﺷﻲء‬

‫ﻟﻠﺮﺟﻞ‪ ،‬ﻓﺎﻓﻌﻠﻪ‪ ،‬ﻻ ﺃﺳﺘﻄﻴﻊ ﺫﻟﻚ‪ .‬ﺇﺫﺍ ﺣﺎﻭﻟﺖ ﺫﻟﻚ‪ ،‬ﻓﺴﻮﻑ ﺗﺮﻯﻫﻴﺉﺔ ﺍﻟﻤﺤﻠﻔﻴﻦ ﺃﻧﻨﻲ ﺃﻋﺘﻘﺪ ﺃﻧﻪ ﻣﺬﻧﺐ‪ ،‬ﻭﺗﺪﻳﻨﻪ‪ ”.‬ﻭﻓﻲ ﻗﻀﻴﺔ ﺃﺧﺮﻯ‪ ،‬ﺃﺛﻨﺎء‬

‫ﻣﺤﺎﻛﻤﺔ ﺟﻨﺎﺉﻴﺔ‪ ،‬ﺍﻧﺤﻨﻰ ﺳﺎﻣﺒﺴﻮﻥ‬

‫ﻭﻗﺎﻝﻷﺣﺪ ﺯﻣﻼﺉﻪ‪» :‬ﻫﺬﺍ ﺍﻟﺮﺟﻞ ﻣﺬﻧﺐ؛ ﺃﻧﺖ ﺗﺪﺍﻓﻊ ﻋﻨﻪ‪ ،‬ﻻ ﺃﺳﺘﻄﻴﻊ"‪ .‬ﻗﺎﻡ ﺳﺎﻣﺒﺴﻮﻥ ﺑﺘﺴﻠﻴﻢ ﺍﻟﻘﻀﻴﺔ ﺇﻰﻟ ﺍﻟﺸﺮﻳﻚ‪ ،‬ﻣﺘﺠﻨﺒًﺎﺩﻓﻊ ﺭﺳﻮﻡ‬

‫ﻛﺒﻴﺮﺓ‪ .‬ﻭﻗﺪ ﺃﻛﺴﺒﺘﻪ ﻫﺬﻩ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻻﺣﺘﺮﺍﻡ‪ ،‬ﻟﻜﻨﻬﺎ ﺃﺛﺎﺭﺕ ﺗﺴﺎﺅﻻﺕ ﺣﻮﻝ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻋﻨﻴﺪًﺍ ﺑﻤﺎ ﻳﻜﻔﻲ‬

‫ﻻﺗﺨﺎﺫﻗﺮﺍﺭﺍﺕ ﺳﻴﺎﺳﻴﺔ ﺻﻌﺒﺔ‪ .‬ﻗﺎﻝﺃﺣﺪ ﻣﻨﺎﻓﺴﻴﻪ ﺍﻟﺴﻴﺎﺳﻴﻴﻦ ﺇﻥ ﺳﺎﻣﺒﺴﻮﻥ »ﻳﻘﺘﺮﺏ ﺟﺪًﺍ ﻣﻦ ﺃﻥ ﻳﻜﻮﻥ ﺭﺟﻼً ﻣﺜﺎﻟﻴًﺎ‪" «.‬ﺇﻧﻪ ﻻ ﻳﻨﻘﺼﻪ ﺳﻮﻯ‬

‫ﺷﻲء‬

‫ﻭﺍﺣﺪ"‪ .‬ﻭﺃﻭﺿﺢ ﺍﻟﻤﻨﺎﻓﺲ ﺃﻥ ﺳﺎﻣﺒﺴﻮﻥ ﻟﻢ ﻳﻜﻦ ﻣﺆﻫﻼ ًﻷﻥ ﻳُﺆ ﺗﻤﻦ ﻋﻰﻠ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﻷﻥ ﺣﻜﻤﻪ ﻛﺎﻥ ﻣﻦ ﺍﻟﺴﻬﻞ ﺃﻥ ﻳﺤﺠﺒﻪﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻵﺧﺮﻳﻦ‪.‬‬
‫ﻭﻓﻲ ﺍﻟﺴﻴﺎﺳﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻤﻞ ﻛﺎﻟﻤﻌﻄﻲ ﻳﻀﻊ ﺳﺎﻣﺒﺴﻮﻥ ﻓﻲ ﻭﺿﻊ ﻏﻴﺮ ﻣﺆﺍﺕ‪ .‬ﺇﻥ ﺇﺣﺠﺎﻣﻪ ﻋﻦ ﻭﺿﻊﻧﻔﺴﻪ ﺃﻭﻻً ﻛﻠﻔﻪ ﺍﻧﺘﺨﺎﺑﺎﺕ ﻣﺠﻠﺲ‬

‫ﺍﻟﺸﻴﻮﺥ‪ ،‬ﻭﺗﺮﻙ ﺍﻟﻤﺘﻔﺮﺟﻴﻦ ﻳﺘﺴﺎءﻟﻮﻥ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻗﻮﻳﺎً ﺑﺎﻟﻘﺪﺭ ﺍﻟﻜﺎﻓﻲ ﻟﻌﺎﻟﻢ‬

‫ﺍﻟﺴﻴﺎﺳﺔﺍﻟﺬﻱ ﻻ ﻳﺮﺣﻢ‪ .‬ﻛﺎﻥ ﺗﺮﺍﻣﺒﻞ ﻣﻨﺎﻇﺮﺍ ًﺷﺮﺳﺎً‪ .‬ﻭﻛﺎﻥ ﺳﺎﻣﺒﺴﻮﻥ ﻣﻬﻤﺔ ﺳﻬﻠﺔ‪ .‬ﻭﺍﻋﺘﺮﻑ ﺳﺎﻣﺒﺴﻮﻥ ﻗﺎﺉًﻼ‪" :‬ﺃﻧﺎ ﻧﺎﺩﻡ ﻋﻰﻠﻫﺰﻳﻤﺘﻲ"‪ ،‬ﻟﻜﻨﻪ‬

‫ﺃﺻﺮ ﻋﻰﻠ ﺃﻥ ﺍﻧﺘﺨﺎﺏ ﺗﺮﺍﻣﺒﻞ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺴﺎﻋﺪ ﻓﻲ ﺗﻌﺰﻳﺰ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻟﺘﻲ ﻳﺘﻘﺎﺳﻤﻮﻧﻬﺎ‪ .‬ﺑﻌﺪ‬

‫ﺍﻻﻧﺘﺨﺎﺑﺎﺕ‪،‬ﻛﺘﺐ ﺃﺣﺪ ﺍﻟﻤﺮﺍﺳﻠﻴﻦ ﺍﻟﻤﺤﻠﻴﻴﻦ ﺃﻧﻪ ﺑﺎﻟﻤﻘﺎﺭﻧﺔ ﻣﻊ ﺳﺎﻣﺒﺴﻮﻥ‪ ،‬ﻛﺎﻥ ﺗﺮﺍﻣﺒﻞ »ﺭﺟًﻼ ﻳﺘﻤﺘﻊ ﺑﻤﻮﻫﺒﺔ ﻭﻗﻮﺓ ﺃﻛﺒﺮ‪«.‬‬

‫ﻟﻜﻦﺳﺎﻣﺒﺴﻮﻥ ﻟﻢ ﻳﻜﻦ ﻣﺴﺘﻌﺪﺍً ﻟﻠﺘﻨﺤﻲ ﺇﻰﻟ ﺍﻷﺑﺪ‪ .‬ﺑﻌﺪ ﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ ﻣﻦ ﻣﺴﺎﻋﺪﺓ ﻟﻴﻤﺎﻥ ﺗﺮﺍﻣﺒﻞ ﻓﻲ ﺍﻟﻔﻮﺯ ﺑﺠﺎﺉﺰﺓ‬
‫ﻣﻘﻌﺪ‪،‬ﺗﺮﺷﺢ ﺳﺎﻣﺒﺴﻮﻥ ﻟﻤﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ ﻣﺮﺓ ﺃﺧﺮﻯ‪ .‬ﻟﻘﺪ ﺧﺴﺮ ﻣﺮﺓ ﺃﺧﺮﻯ‪ .‬ﻭﻟﻜﻦ ﻓﻲ ﺍﻷﺳﺎﺑﻴﻊ ﺍﻟﺘﻲ ﺳﺒﻘﺖ ﺍﻟﺘﺼﻮﻳﺖ‪،‬ﻟﻢ ﻳﻜﻦ ﺃﺣﺪ ﺃﻛﺜﺮ‬

‫ﺍﻟﻤﺆﻳﺪﻳﻦ ﺻﺮﺍﺣﺔً ﻟﺴﺎﻣﺒﺴﻮﻥ ﺳﻮﻯ ﻟﻴﻤﺎﻥ ﺗﺮﺍﻣﺒﻞ‪ .‬ﻟﻘﺪ ﺍﻛﺘﺴﺒﺖ ﺗﻀﺤﻴﺔ ﺳﺎﻣﺒﺴﻮﻥ ﺣﺴﻦﺍﻟﻨﻴﺔ‪ ،‬ﻭﻟﻢ ﻳﻜﻦ ﺗﺮﺍﻣﺒﻞ ﻫﻮ ﺍﻟﺨﺼﻢ ﺍﻟﻮﺣﻴﺪ ﺍﻟﺬﻱ‬

‫ﺃﺻﺒﺢ ﻣﺪﺍﻓﻌًﺎ ﺭﺩًﺍ ﻋﻰﻠ ﻋﻄﺎء ﺳﺎﻣﺒﺴﻮﻥ‪ .‬ﻓﻲ ﺍﻟﺴﺒﺎﻕ ﺍﻷﻭﻝ ﻟﻤﺠﻠﺲﺍﻟﺸﻴﻮﺥ‪ ،‬ﻋﻨﺪﻣﺎ ﺣﺼﻞ ﺳﺎﻣﺒﺴﻮﻥ ﻋﻰﻠ ‪ 47%‬ﻣﻦ ﺍﻷﺻﻮﺍﺕ ﻭﺑﺪﺍ ﺃﻧﻪ‬

‫ﻋﻰﻠ ﻭﺷﻚ ﺍﻟﻔﻮﺯ‪ ،‬ﺗﻘﺪﻡ ﻣﺤﺎﻡ ٍﻭﺳﻴﺎﺳﻲ ﻣﻦﺷﻴﻜﺎﻏﻮ ﻳُﺪﻋﻰ ﻧﻮﺭﻣﺎﻥ ﺟﻮﺩ ﺑﻨﺴﺒﺔ ﻗﻮﻳﺔ ﺑﻠﻐﺖ ‪ 5%‬ﻟﻢ ﻳﺘﺮﺍﺟﻌﻮﺍ ﻋﻦ ﻭﻻﺉﻬﻢ ﻟﺘﺮﺍﻣﺒﻞ‪ .‬ﺧﻼﻝ‬

‫ﻣﺤﺎﻭﻟﺔ ﺳﺎﻣﺒﺴﻮﻥ‬

‫ﺍﻟﺜﺎﻧﻴﺔﻟﻤﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‪ ،‬ﺃﺻﺒﺢ ﺟﻮﺩ ﻣﺆﻳﺪًﺍ ﻗﻮﻳًﺎ‪.‬‬

‫ﻭﺑﻌﺪﻣﺮﻭﺭ ﻋﺎﻣﻴﻦ‪ ،‬ﻭﺑﻌﺪ ﺳﺒﺎﻗﻴﻦ ﻓﺎﺷﻠﻴﻦ ﻓﻲ ﻣﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‪ ،‬ﻓﺎﺯ ﺳﺎﻣﺒﺴﻮﻥ ﺃﺧﻴﺮﺍً ﺑﺄﻭﻝ ﺍﻧﺘﺨﺎﺑﺎﺕ ﻟﻪ ﻋﻰﻠ ﺍﻟﻤﺴﺘﻮﻯﺍﻟﻮﻃﻨﻲ‪ .‬ﻭﻓﻘًﺎ ﻷﺣﺪ‬

‫ﺍﻟﻤﻌﻠﻘﻴﻦ‪ ،‬ﻟﻢ ﻳﻨﺲ ﺟﻮﺩ ﺃﺑﺪًﺍ "ﺳﻠﻮﻙ ﺳﺎﻣﺒﺴﻮﻥ ﺍﻟﺴﺨﻲ" ﻭﻓﻌﻞ "ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﺨﺺ‬

‫ﺁﺧﺮ" ﻟﺘﺄﻣﻴﻦ ﺗﺮﺷﻴﺢ ﺳﺎﻣﺒﺴﻮﻥ‪ .‬ﻓﻲﻋﺎﻡ ‪ ،1999‬ﻗﺎﻣﺖ ﺷﺒﻜﺔ ‪ ،C-SPAN‬ﻭﻫﻲ ﺷﺒﻜﺔ ﺗﻠﻔﺰﻳﻮﻥ ﺍﻟﻜﺎﺑﻞ ﺍﻟﺘﻲ ﺗﻐﻄﻲ ﺍﻟﺴﻴﺎﺳﺔ‪ ،‬ﺑﺎﺳﺘﻄﻼﻉ ﺭﺃﻱ‬

‫ﺃﻛﺜﺮ ﻣﻦﺃﻟﻒ ﻣﺸﺎﻫﺪ ﻣﻄﻠﻊ‪ .‬ﻭﻗﺎﻣﻮﺍ ﺑﺘﻘﻴﻴﻢ ﻓﻌﺎﻟﻴﺔ ﺳﺎﻣﺒﺴﻮﻥ ﻭﺛﻼﺛﺔ ﻭﺛﻼﺛﻴﻦ ﻣﻦ ﺍﻟﺴﻴﺎﺳﻴﻴﻦ ﺍﻵﺧﺮﻳﻦ ﺍﻟﺬﻳﻦ ﺗﻨﺎﻓﺴﻮﺍ‬

‫ﻋﻰﻠﻣﻨﺎﺻﺐ ﻣﻤﺎﺛﻠﺔ‪ .‬ﺟﺎء ﺳﺎﻣﺒﺴﻮﻥ ﻓﻲ ﺃﻋﻰﻠ ﺍﻻﺳﺘﻄﻼﻉ‪ ،‬ﻭﺣﺼﻞ ﻋﻰﻠ ﺃﻋﻰﻠ ﺍﻟﺘﻘﻴﻴﻤﺎﺕ‪ .‬ﻭﺭﻏﻢ ﺧﺴﺎﺉﺮﻩ ﻛﺎﻥ ﻛﺬﻟﻚﺃﻛﺜﺮ ﺷﻌﺒﻴﺔ ﻣﻦ ﺃﻱ‬

‫ﺳﻴﺎﺳﻲ ﺁﺧﺮﻓﻲ ﺍﻟﻘﺎﺉﻤﺔ‪ .‬ﻛﻤﺎ ﺗﺮﻯ‪ ،‬ﻛﺎﻥ ﺷﺒﺢ ﺳﺎﻣﺒﺴﻮﻥ ﺍﺳﻤًﺎ ﻣﺴﺘﻌﺎﺭًﺍ ﺍﺳﺘﺨﺪﻣﻪ ﻫﻴﻚ‬

‫ﻓﻲﺍﻟﺮﺳﺎﺉﻞ‪.‬‬

‫ﻛﺎﻥﺍﺳﻤﻪ ﺍﻟﺤﻘﻴﻘﻲ ﺃﺑﺮﺍﻫﺎﻡ ﻟﻴﻨﻜﻮﻟﻦ‪.‬‬

‫ﻓﻲﺛﻼﺛﻴﻨﻴﺎﺕ ﺍﻟﻘﺮﻥ ﺍﻟﺘﺎﺳﻊ ﻋﺸﺮ‪ ،‬ﻛﺎﻥ ﻟﻴﻨﻜﻮﻟﻦ ﻳﺴﻌﻰ ﺟﺎﻫﺪﺍً ﻟﻴﻜﻮﻥ ﺑﻤﺜﺎﺑﺔ ﺩﻳﻮﻳﺖ ﻛﻠﻴﻨﺘﻮﻥ ﻓﻲ ﻭﻻﻳﺔ ﺇﻟﻴﻨﻮﻱ‪ ،‬ﻓﻲﺇﺷﺎﺭﺓ ﺇﻰﻟ ﻋﻀﻮ ﻣﺠﻠﺲ‬

‫ﺍﻟﺸﻴﻮﺥ ﺍﻷﻣﺮﻳﻜﻲ ﻭﺣﺎﻛﻢ ﻧﻴﻮﻳﻮﺭﻙ ﺍﻟﺬﻱ ﻗﺎﺩ ﻋﻤﻠﻴﺔ ﺑﻨﺎء ﻗﻨﺎﺓ ﺇﻳﺮﻱ‪ .‬ﻋﻨﺪﻣﺎ ﺍﻧﺴﺤﺐ‬

‫ﻟﻴﻨﻜﻮﻟﻦﻣﻦ ﺃﻭﻝ ﺳﺒﺎﻕ ﻟﻪ ﻓﻲ ﻣﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ ﻟﻤﺴﺎﻋﺪﺓ ﻟﻴﻤﺎﻥ ﺗﺮﺍﻣﺒﻞ ﻋﻰﻠ ﺍﻟﻔﻮﺯ ﺑﺎﻟﻤﻘﻌﺪ‪ ،‬ﺗﻘﺎﺳﻤﻮﺍ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺈﻟﻐﺎء ﺍﻟﻌﺒﻮﺩﻳﺔ‪.‬ﻣﻦ ﺗﺤﺮﻳﺮ‬

‫ﺍﻟﻌﺒﻴﺪ‪ ،‬ﺇﻰﻟ ﺍﻟﺘﻀﺤﻴﺔ ﺑﻔﺮﺻﻪ ﺍﻟﺴﻴﺎﺳﻴﺔ ﻣﻦ ﺃﺟﻞ ﺍﻟﻘﻀﻴﺔ‪ ،‬ﺇﻰﻟ ﺭﻓﺾ ﺍﻟﺪﻓﺎﻉ ﻋﻦ ﺍﻟﻌﻤﻼء ﺍﻟﺬﻳﻦ‬

‫ﻳﺒﺪﻭﺃﻧﻬﻢ ﻣﺬﻧﺒﻮﻥ‪ ،‬ﺗﺼﺮﻑ ﻟﻴﻨﻜﻮﻟﻦ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻣﻦ ﺃﺟﻞ ﺍﻟﺼﺎﻟﺢ ﺍﻟﻌﺎﻡ‪ .‬ﻣﺘﻰﻗﺎﻡ ﺧﺒﺮﺍء ﻓﻲ ﺍﻟﺘﺎﺭﻳﺦ ﻭﺍﻟﻌﻠﻮﻡ ﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﻋﻠﻢﺍﻟﻨﻔﺲ ﺑﺘﻘﻴﻴﻢ‬

‫ﺍﻟﺮﺅﺳﺎء ﻟﻘﺪ ﺣﺪﺩﻭﺍ ﻟﻴﻨﻜﻮﻟﻦ ﻋﻰﻠ ﺃﻧﻪ ﻣﺎﻧﺢ ﻭﺍﺿﺢ‪ .‬ﻭﻛﺘﺐ ﺍﺛﻨﺎﻥ ﻣﻦ ﺍﻟﺨﺒﺮﺍء‪» :‬ﺣﺘﻰ ﻟﻮ ﻛﺎﻥ ﺍﻷﻣﺮ ﻏﻴﺮﻣﺮﻳﺢ‪ ،‬ﻓﻘﺪ ﺑﺬﻝ ﻟﻴﻨﻜﻮﻟﻦ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ‬

‫ﻟﻤﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ«‪ ،‬ﻣﻤﺎ ﻳﺪﻝ ﻋﻰﻠ »ﺍﻫﺘﻤﺎﻣﻪ ﺍﻟﻮﺍﺿﺢ ﺑﺮﻓﺎﻫﻴﺔ ﺍﻟﻤﻮﺍﻃﻨﻴﻦ ﺍﻷﻓﺮﺍﺩ‪«.‬ﻭﻣﻦ ﺍﻟﺠﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ ﺃﻥ ﻟﻴﻨﻜﻮﻟﻦ ﻳُﻨﻈﺮ ﺇﻟﻴﻪ ﻋﻰﻠ ﺃﻧﻪ ﺃﺣﺪ‬

‫ﺃﻗﻞ ﺍﻟﺮﺅﺳﺎء ﺃﻧﺎﻧﻴﺔً ﻭﺃﻧﺎﻧﻴﺔً ﻭﺗﻔﺎﺧﺮًﺍ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﻓﻲ‬

‫ﺍﻟﺘﺼﻨﻴﻔﺎﺕﺍﻟﻤﺴﺘﻘﻠﺔ ﻟﻠﺴﻴﺮ ﺍﻟﺬﺍﺗﻴﺔ ﺍﻟﺮﺉﺎﺳﻴﺔ‪ ،‬ﺳﺠﻞ ﻟﻴﻨﻜﻮﻟﻦ ﺍﻟﻤﺮﺍﻛﺰ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻰﻟ ﺇﻰﻟ ﺟﺎﻧﺐ ﻭﺍﺷﻨﻄﻦ ﻭﻓﻴﻠﻤﻮﺭ‪ ،‬ﻓﻲﻣﻨﺢ ﺍﻟﻔﻀﻞ ﻟﻶﺧﺮﻳﻦ‬

‫ﻭﺍﻟﺘﺼﺮﻑ ﺑﻤﺎ ﻳﺤﻘﻖ ﻣﺼﺎﻟﺢ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﻋﻰﻠ ﺣﺪ ﺗﻌﺒﻴﺮ ﺃﺣﺪ ﺍﻟﺠﻨﺮﺍﻻﺕ ﺍﻟﻌﺴﻜﺮﻳﻴﻦ ﺍﻟﺬﻳﻦ‬

‫ﻋﻤﻠﻮﺍﻣﻊ ﻟﻴﻨﻜﻮﻟﻦ‪" ،‬ﺑﺪﺍ ﺃﻧﻪ ﻳﻤﺘﻠﻚ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﻋﻨﺎﺻﺮ ﺍﻟﻌﻈﻤﺔ‪ ،‬ﺟﻨﺒًﺎ ﺇﻰﻟ ﺟﻨﺐ ﻣﻊ ﺍﻟﺨﻴﺮ‪ ،‬ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﺨﺺ ﺁﺧﺮ‪".‬‬

‫ﻓﻲﺍﻟﻤﻜﺘﺐ ﺍﻟﺒﻴﻀﺎﻭﻱ‪ ،‬ﻛﺎﻥ ﻟﻴﻨﻜﻮﻟﻦ ﻣﺼﻤﻤًﺎ ﻋﻰﻠ ﻭﺿﻊ ﻣﺼﻠﺤﺔ ﺍﻷﻣﺔ ﻓﻮﻕ ﻏﺮﻭﺭﻩ‪ .‬ﻭﻋﻨﺪﻣﺎ ﻓﺎﺯ ﺑﺎﻟﺮﺉﺎﺳﺔ ﻋﺎﻡ‬

‫‪،1860‬ﺩﻋﺎ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺬﻳﻦ ﻫﺰﻣﻬﻢ ﻓﻲ ﺗﺮﺷﻴﺢ ﺍﻟﺤﺰﺏ ﺍﻟﺠﻤﻬﻮﺭﻱ ﻟﻴﺼﺒﺤﻮﺍ ﻭﺯﻳﺮ ﺧﺎﺭﺟﻴﺘﻪ‪ ،‬ﻭﻭﺯﻳﺮ ﺍﻟﺨﺰﺍﻧﺔ‪ ،‬ﻭﺍﻟﻤﺪﻋﻲﺍﻟﻌﺎﻡ‪ .‬ﻓﻲﻓﺮﻳﻖ‬
‫ﺍﻟﻤﻨﺎﻓﺴﻴﻦ‪,‬ﺗﻮﺛﻖ ﺍﻟﻤﺆﺭﺧﺔ ﺩﻭﺭﻳﺲ ﻛﻴﺮﻧﺰ ﺟﻮﺩﻭﻳﻦ ﻣﺪﻯ ﻏﺮﺍﺑﺔ ﺣﻜﻮﻣﺔ ﻟﻴﻨﻜﻮﻟﻦ‪" .‬ﻛﺎﻥ ﻛﻞ ﻋﻀﻮﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺃﻛﺜﺮ ﺷﻬﺮﺓ ﻭﺗﻌﻠﻴﻤًﺎ ﻭﺃﻛﺜﺮ ﺧﺒﺮﺓ ﻓﻲ‬

‫ﺍﻟﺤﻴﺎﺓ ﺍﻟﻌﺎﻣﺔ ﻣﻦ ﻟﻴﻨﻜﻮﻟﻦ‪ .‬ﺭﺑﻤﺎ ﻛﺎﻥ ﻭﺟﻮﺩﻫﻢ ﻓﻲ ﻣﺠﻠﺲ ﺍﻟﻮﺯﺭﺍء‬

‫ﻳﻬﺪﺩﺑﺤﺠﺐ ﻣﺤﺎﻣﻲ ﺍﻟﺒﺮﺍﺭﻱ ﺍﻟﻐﺎﻣﺾ‪.‬‬

‫ﻭﻓﻲﻣﻮﻗﻒ ﻟﻴﻨﻜﻮﻟﻦ‪ ،‬ﺭﺑﻤﺎ ﻛﺎﻥ ﺍﻟﺸﺨﺺ ﺍﻟﺬﻱ ﻳﺄﺧﺬ ﺍﻟﺴﻠﻄﺔ ﻳﻔﻀﻞ ﺣﻤﺎﻳﺔ ﻏﺮﻭﺭﻩ ﻭﺳﻠﻄﺘﻪ ﻣﻦ ﺧﻼﻝ ﺩﻋﻮﺓ "‬
‫ﺍﻟﺮﺟﺎﻝﺍﻟﻤﺆﻳﺪﻳﻦ" ﻟﻼﻧﻀﻤﺎﻡ ﺇﻟﻴﻪ‪ .‬ﺭﺑﻤﺎ ﻛﺎﻥ ﺃﺣﺪ ﺍﻟﻤﻄﺎﺑﻘﻴﻦ ﻗﺪ ﻋﺮﺽ ﺗﻌﻴﻴﻨﺎﺕ ﻋﻰﻠ ﺍﻟﺤﻠﻔﺎء ﺍﻟﺬﻳﻦ ﺩﻋﻤﻮﻩ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺩﻋﺎﻟﻴﻨﻜﻮﻟﻦ ﻣﻨﺎﻓﺴﻴﻪ‬

‫ﺍﻟﻠﺪﻭﺩﻳﻦ ﺑﺪﻻ ًﻣﻦ ﺫﻟﻚ‪ .‬ﻭﻗﺎﻝ ﻟﻴﻨﻜﻮﻟﻦ ﻟﻤﺮﺍﺳﻞ ﻣﺘﺸﻜﻚ‪" :‬ﻛﻨﺎ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺃﻗﻮﻯ ﺭﺟﺎﻝ ﺍﻟﺤﺰﺏ ﻓﻲﻣﺠﻠﺲ ﺍﻟﻮﺯﺭﺍء‪" ".‬ﻟﻢ ﻳﻜﻦ ﻟﻲ ﺍﻟﺤﻖ ﻓﻲ‬

‫ﺣﺮﻣﺎﻥ ﺍﻟﺒﻼﺩ ﻣﻦ ﺧﺪﻣﺎﺗﻬﺎ‪ ".‬ﻛﺎﻥ ﺑﻌﺾ ﻫﺆﻻء ﺍﻟﻤﻨﺎﻓﺴﻴﻦ ﻳﺤﺘﻘﺮﻭﻥ ﻟﻴﻨﻜﻮﻟﻦ‪،‬ﻭﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ ﻳﻨﻈﺮ ﺇﻟﻴﻪ ﻋﻰﻠ ﺃﻧﻪ ﻏﻴﺮ ﻛﻒء‪ ،‬ﻟﻜﻨﻪ ﺗﻤﻜﻦ ﻣﻦ‬

‫ﺍﻟﻔﻮﺯ ﻋﻠﻴﻬﻢ ﻓﻲ ﻛﻞ ﻣﻜﺎﻥ‪ .‬ﻭﻓﻘًﺎ ﻟﻜﻴﺮﻧﺰ ﺟﻮﺩﻭﻳﻦ‪،‬ﻓﺈﻥ "ﻧﺠﺎﺡ ﻟﻴﻨﻜﻮﻟﻦ ﻓﻲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﻐﺮﻭﺭ ﺍﻟﻘﻮﻱ ﻟﻠﺮﺟﺎﻝ ﻓﻲ ﺣﻜﻮﻣﺘﻪ ﻳﺸﻴﺮ ﺇﻰﻟ ﺃﻧﻪ ﻓﻲ‬

‫ﺃﻳﺪﻱ ﺳﻴﺎﺳﻲ‬

‫ﻋﻈﻴﻢﺣﻘًﺎ‪ ،‬ﻓﺈﻥ ﺍﻟﺼﻔﺎﺕ‬

 ‫ﺇﻧﻨﺎﻧﺮﺑﻂ ﻋﻤﻮﻣًﺎ ﺑﺎﻟﻠﻴﺎﻗﺔ ﻭﺍﻷﺧﻼﻕ ‪ -‬ﺍﻟﻠﻄﻒ ﻭﺍﻟﺤﺴﺎﺳﻴﺔ ﻭﺍﻟﺮﺣﻤﺔ ﻭﺍﻟﺼﺪﻕ ﻭﺍﻟﺘﻌﺎﻃﻒ ‪ -‬ﻳﻤﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﺃﻳﻀًﺎ ﻣﻮﺍﺭﺩ‬

‫ﺳﻴﺎﺳﻴﺔﻣﺜﻴﺮﺓ ﻟﻺﻋﺠﺎﺏ‪ .‬ﺇﺫﺍﻛﺎﻧﺖ ﺍﻟﺴﻴﺎﺳﺔ ﺃﺭﺿًﺎ ﺧﺼﺒﺔ ﻟﻠﻤﺎﻧﺤﻴﻦ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﻤﻜﻦ ﺃﻥ ﻳﻨﺠﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﻲ ﺃﻱ ﻭﻇﻴﻔﺔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﻣﺪﻯ‬

‫ﻓﻌﺎﻟﻴﺔﺍﻟﻌﻄﺎء ﻳﻌﺘﻤﺪ ﻋﻰﻠ ﻧﻮﻉ ﺍﻟﺘﺒﺎﺩﻝ ﺍﻟﻤﺤﺪﺩ ﺍﻟﺬﻱ ﻳُﺴ ﺘﺨﺪﻡ ﻓﻴﻪ‪ .‬ﻫﺬﻩ ﺇﺣﺪﻯ ﺍﻟﺴﻤﺎﺕ ﺍﻟﻤﻬﻤﺔ ﻟﻠﻌﻄﺎء ﺍﻟﺘﻲ ﻳﺠﺐ ﺃﻥ ﻧﺄﺧﺬﻫﺎﻓﻲ ﺍﻻﻋﺘﺒﺎﺭ‬

‫ﻭﻧﺤﻦ ﻧﺘﺤﺮﻙ ﻋﺒﺮ ﺍﻷﻓﻜﺎﺭ ﺍﻟﻮﺍﺭﺩﺓ ﻓﻲ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ‪ :‬ﻓﻲ ﺃﻱ ﺻﺒﺎﺡ ﻣﻌﻴﻦ‪ ،‬ﻗﺪ ﻳﻜﻮﻥ ﺍﻟﻌﻄﺎء ﻏﻴﺮ‬

‫ﻣﺘﻮﺍﻓﻖﻣﻊ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻓﻲ ﺍﻟﻤﻮﺍﻗﻒ ﺫﺍﺕ ﺍﻟﻤﺤﺼﻠﺔ ﺍﻟﺼﻔﺮﻳﺔ ﺍﻟﺒﺤﺘﺔ ﻭﺍﻟﺘﻔﺎﻋﻼﺕ ﺍﻟﺘﻲ ﺗﻨﻄﻮﻱ ﻋﻰﻠ ﻓﻮﺯ ﻭﺧﺴﺎﺭﺓ‪ ،‬ﻧﺎﺩﺭًﺍ ﻣﺎ ﻳﻜﻮﻥﺍﻟﻌﻄﺎء ﻣﺜﻤﺮًﺍ‪.‬‬

‫ﻭﻫﺬﺍ ﻫﻮ ﺍﻟﺪﺭﺱ ﺍﻟﺬﻱ ﺗﻌﻠﻤﻪ ﺃﺑﺮﺍﻫﺎﻡ ﻟﻨﻜﻮﻟﻦ ﻓﻲ ﻛﻞ ﻣﺮﺓ ﺍﺧﺘﺎﺭ ﺃﻥ ﻳﻌﻄﻴﻬﺎ ﻟﻶﺧﺮﻳﻦ ﻋﻰﻠ ﻧﻔﻘﺘﻪ‬

‫ﺍﻟﺨﺎﺻﺔ‪.‬ﻗﺎﻝ ﻟﻴﻨﻜﻮﻟﻦ‪" :‬ﺇﺫﺍ ﻛﺎﻥ ﻟﺪﻱ ﺭﺫﻳﻠﺔ ﻭﺍﺣﺪﺓ‪ ،‬ﻭﻻ ﺃﺳﺘﻄﻴﻊ ﺃﻥ ﺃﺳﻤﻴﻬﺎ ﺃﻱ ﺷﻲء ﺁﺧﺮ‪ ،‬ﻓﻬﻲ ﻋﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻰﻠ ﻗﻮﻝ ﻻ‬

‫"!‬

‫ﻟﻜﻦﻣﻌﻈﻢ ﺍﻟﺤﻴﺎﺓ ﻟﻴﺴﺖ ﻣﺤﺼﻠﺘﻬﺎ ﺻﻔﺮ‪ ،‬ﻭﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻓﺈﻥ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺨﺘﺎﺭﻭﻥ ﺍﻟﻌﻄﺎء ﻛﺄﺳﻠﻮﺑﻬﻢ ﺍﻷﺳﺎﺳﻲﻓﻲ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‬

‫ﻳﻨﺘﻬﻲ ﺑﻬﻢ ﺍﻷﻣﺮ ﺇﻰﻟ ﺟﻨﻲ ﺍﻟﻤﻜﺎﻓﺂﺕ‪ .‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﻨﻜﻮﻟﻦ‪ ،‬ﻣﺜﻞ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ‪ ،‬ﻓﺈﻥ‬

‫ﻗﺮﺍﺭﺍﺕﺍﻟﺘﻀﺤﻴﺔ ﺑﺎﻟﻨﻔﺲ ﻋﻰﻠ ﻣﺎ ﻳﺒﺪﻭ ﻋﻤﻠﺖ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﻟﺼﺎﻟﺤﻪ‪ .‬ﻋﻨﺪﻣﺎ ﺍﺳﺘﻨﺘﺠﻨﺎ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ ﺃﻥ ﻟﻴﻨﻜﻮﻟﻦ ﻭﻫﻮﺭﻧﻴﻚ ﺧﺴﺮﺍ‪،‬ﻟﻢ ﻧﻘﻢ ﺑﺘﻤﺪﻳﺪ‬

‫ﺍﻵﻓﺎﻕ ﺍﻟﺰﻣﻨﻴﺔ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ‪ .‬ﻳﺴﺘﻐﺮﻕ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﻗﺘًﺎ ﻟﺒﻨﺎء ﺣﺴﻦ ﺍﻟﻨﻴﺔ ﻭﺍﻟﺜﻘﺔ‪ ،‬ﻭﻟﻜﻨﻬﻢ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔﻳﺒﻨﻮﻥ ﺳﻤﻌﺔ ﻭﻋﻼﻗﺎﺕ ﺗﻌﺰﺯ ﻧﺠﺎﺣﻬﻢ‪.‬‬
‫ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﺳﺘﺮﻯ ﺃﻧﻪ ﻓﻲ ﺍﻟﻤﺒﻴﻌﺎﺕ ﻭﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ ،‬ﻓﺈﻥ ﻣﻴﺰﺓ ﺍﻟﻤﺎﻧﺢ ﺗﻨﻤﻮ ﺑﻤﺮﻭﺭﺍﻟﻮﻗﺖ‪ .‬ﻋﻰﻠ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ‪ ،‬ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻌﻄﺎء ﻗﻮﻳًﺎ‬

‫ﺑﻘﺪﺭ ﻣﺎ ﻫﻮ ﺧﻄﻴﺮ‪ .‬ﻭﻛﻤﺎ ﻳﻮﺿﺢ ﺗﺸﻴﺐ ﻛﻮﻧﻠﻲ‪ ،‬ﺭﺟﻞ‬

‫ﺍﻷﻋﻤﺎﻝﺍﻟﺸﻬﻴﺮ ﺍﻟﺬﻱ ﺃﺳﺲ ﻓﻨﺎﺩﻕ ‪" ،Vivre de Joie‬ﺃﻥ ﺗﻜﻮﻥ ﻣﻌﻄﺎءً ﻟﻴﺲ ﺃﻣﺮًﺍ ﺟﻴﺪًﺍ ﻟﺴﺒﺎﻕ ‪ 100‬ﻳﺎﺭﺩﺓ‪ ،‬ﻟﻜﻨﻪ ﻗﻴﻤﺔ‬

‫ﻓﻲﺍﻟﻤﺎﺭﺍﺛﻮﻥ" ‪.‬‬

‫ﻓﻲﻋﻬﺪ ﻟﻴﻨﻜﻮﻟﻦ‪ ،‬ﺍﺳﺘﻐﺮﻕ ﺍﻟﻤﺎﺭﺍﺛﻮﻥ ﻭﻗﺘًﺎ ﻃﻮﻳﻼً‪ .‬ﺑﺪﻭﻥ ﺍﻟﻬﻮﺍﺗﻒ ﻭﺍﻹﻧﺘﺮﻧﺖ ﻭﻭﺳﺎﺉﻞ ﺍﻟﻨﻘﻞ ﻋﺎﻟﻴﺔ ﺍﻟﺴﺮﻋﺔ‪ ،‬ﻛﺎﻥ ﺑﻨﺎءﺍﻟﻌﻼﻗﺎﺕ ﻭﺍﻟﺴﻤﻌﺔ‬

‫ﻋﻤﻠﻴﺔ ﺑﻄﻴﺉﺔ‪ .‬ﻳﻘﻮﻝ ﻛﻮﻧﻠﻲ‪ " :‬ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺍﻟﻘﺪﻳﻢ‪ ،‬ﻛﺎﻥ ﺑﺈﻣﻜﺎﻧﻚ ﺇﺭﺳﺎﻝ ﺧﻄﺎﺏ‪ ،‬ﺩﻭﻥ ﺃﻥ ﻳﻌﻠﻢ ﺃﺣﺪﺑﺬﻟﻚ‪ ".‬ﻳﻌﺘﻘﺪ ﻛﻮﻧﻠﻲ ﺃﻧﻪ ﻓﻲ ﻋﺎﻟﻢ ﺍﻟﻴﻮﻡ‬

‫ﺍﻟﻤﺘﺼﻞ ﺑﺎﻹﻧﺘﺮﻧﺖ‪ ،‬ﺣﻴﺚ ﺗﻜﻮﻥ ﺍﻟﻌﻼﻗﺎﺕ ﻭﺍﻟﺴﻤﻌﺔ ﺃﻛﺜﺮ ﻭﺿﻮﺣًﺎ‪ ،‬ﻳﻤﻜﻦ‬

‫ﻟﻠﻤﺎﻧﺤﻴﻦﺗﺴﺮﻳﻊ ﻭﺗﻴﺮﺗﻬﻢ‪" .‬ﺃﻧﺖ ﻟﻢ ﻳﻌﺪ ﻟﺪﻳﻚ ﻟﻼﺧﺘﻴﺎﺭﻳﻘﻮﻝ ﺑﻮﺑﻲ ﺳﻴﻠﺘﻦ‪ ،‬ﺍﻟﺮﺉﻴﺲ ﺍﻟﺴﺎﺑﻖ ﻟﺸﺮﻛﺔ ‪،Dockers‬‬

‫ﻭﺍﻟﺬﻱﻳﺪﻳﺮ ﺍﻵﻥ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺒﻴﺉﻴﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻟﺸﺮﻛﺔ ‪Inc .Gap‬ﻭﻛﻦ ﻧﺎﺟﺤﺎ"‪.‬‬

‫ﺇﻥﺣﻘﻴﻘﺔ ﺃﻥ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ ﺃﺻﺒﺢ ﺃﻗﺼﺮ ﻟﻴﺴﺖ ﻫﻲ ﺍﻟﻘﻮﺓ ﺍﻟﻮﺣﻴﺪﺓ ﺍﻟﺘﻲ ﺗﺠﻌﻞ ﺍﻟﻌﻄﺎء ﺃﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ ﻋﻰﻠ ﺍﻟﻤﺴﺘﻮﻯﺍﻟﻤﻬﻨﻲ ﺍﻟﻴﻮﻡ‪ .‬ﻧﺤﻦ‬

‫ﻧﻌﻴﺶ ﻓﻲ ﻋﺼﺮ ﺃﺩﺕ ﻓﻴﻪ ﺍﻟﺘﻐﻴﻴﺮﺍﺕ ﺍﻟﻬﺎﺉﻠﺔ ﻓﻲ ﻫﻴﻜﻞ ﺍﻟﻌﻤﻞ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﺘﻲ‬

‫ﺗﺸﻜﻠﻪﺇﻰﻟ ﺗﻀﺨﻴﻢ ﻣﺰﺍﻳﺎ ﻛﻮﻧﻚ ﻣﻌﻄﺎءً‪ .‬ﺍﻟﻴﻮﻡ‪ ،‬ﺃﻛﺜﺮ ﻣﻦ ﻧﺼﻒ ﺍﻷﻣﺮﻳﻜﻴﻴﻦ ﻭﺍﻷﻭﺭﻭﺑﻴﻴﻦﺗﺴﺘﺨﺪﻡ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻔﺮﻕ ﺑﺎﻧﺘﻈﺎﻡ ﻹﻧﺠﺎﺯ ﺍﻟﻌﻤﻞ‪ .‬ﻧﺤﻦ‬

‫ﻧﻌﺘﻤﺪ ﻋﻰﻠ ﻓﺮﻕ ﺍﻟﻌﻤﻞ ﻟﺒﻨﺎء ﺍﻟﺴﻴﺎﺭﺍﺕ ﻭﺍﻟﻤﻨﺎﺯﻝ‪ ،‬ﻭﺇﺟﺮﺍء ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺠﺮﺍﺣﻴﺔ‪ ،‬ﻭﺗﺤﻠﻴﻖ ﺍﻟﻄﺎﺉﺮﺍﺕ‪،‬ﻭﺧﻮﺽ ﺍﻟﺤﺮﻭﺏ‪ ،‬ﻭﻋﺰﻑ ﺍﻟﺴﻤﻔﻮﻧﻴﺎﺕ‪،‬‬

‫ﻭﺇﻧﺘﺎﺝ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻹﺧﺒﺎﺭﻳﺔ‪ ،‬ﻭﺗﺪﻗﻴﻖ ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻭﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‪.‬ﺗﻌﺘﻤﺪ ﺍﻟﻔﺮﻕ ﻋﻰﻠ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻟﺘﺒﺎﺩﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﻟﺘﻄﻮﻉ ﻓﻲ‬

‫ﺍﻟﻤﻬﺎﻡ ﺍﻟﺘﻲ ﻻ ﺗﺤﻈﻰ ﺑﺸﻌﺒﻴﺔ‪ ،‬ﻭﺗﻘﺪﻳﻢ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓ‪ .‬ﻋﻨﺪﻣﺎﺩﻋﺎ ﻟﻴﻨﻜﻮﻟﻦ ﻣﻨﺎﻓﺴﻴﻪ ﻟﻼﻧﻀﻤﺎﻡ ﺇﻰﻟ ﺣﻜﻮﻣﺘﻪ‪ ،‬ﺃﺗﻴﺤﺖ ﻟﻬﻢ ﺍﻟﻔﺮﺻﺔ ﻟﻴﺮﻭﺍ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻣﺪﻯ ﺍﺳﺘﻌﺪﺍﺩﻩ‬

‫ﻟﻠﻤﺴﺎﻫﻤﺔﻣﻦ ﺃﺟﻞ ﺍﻵﺧﺮﻳﻦ ﻭﺑﻠﺪﻩ‪ .‬ﻗﺒﻞ ﻋﺪﺓ ﺳﻨﻮﺍﺕ ﻣﻦ ﺗﻮﻟﻲ ﻟﻴﻨﻜﻮﻟﻦ ﻣﻨﺼﺐ ﺍﻟﺮﺉﺎﺳﺔ‪ ،‬ﺭﻓﻀﻪ ﺃﺣﺪ ﻣﻨﺎﻓﺴﻴﻪ‪ ،‬ﺇﺩﻭﻳﻦﺳﺘﺎﻧﺘﻮﻥ‪ ،‬ﻛﻤﺴﺘﺸﺎﺭ‬

‫ﻓﻲ ﺍﻟﻤﺤﺎﻛﻤﺔ‪ ،‬ﻭﺍﺻﻔﺎ ﺇﻳﺎﻩ ﺑﺄﻧﻪ "ﻗﺮﺩ ﺃﺧﺮﻕ ﻃﻮﻳﻞ ﺍﻟﺴﻼﺡ‪ ".‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺑﻌﺪ ﺍﻟﻌﻤﻞ ﻣﻊ ﻟﻴﻨﻜﻮﻟﻦ‪،‬ﻭﺻﻔﻪ ﺳﺘﺎﻧﺘﻮﻥ ﺑﺄﻧﻪ "ﺍﻟﺤﺎﻛﻢ ﺍﻷﻛﺜﺮ ﻛﻤﺎًﻻ‬

‫ﻟﻠﺮﺟﺎﻝ ﺍﻟﺬﻳﻦ ﺷﻬﺪﻫﻢ ﺍﻟﻌﺎﻟﻢ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ ".‬ﻭﺑﻴﻨﻤﺎ ﻧﻘﻮﻡ ﺑﺘﻨﻈﻴﻢ‬

 ‫ﺍﻟﻤﺰﻳﺪﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﻓﺮﻕ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻟﺪﻳﻬﻢ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻔﺮﺹ ﻹﺛﺒﺎﺕ ﻗﻴﻤﺘﻬﻢ‪ ،‬ﻛﻤﺎ ﻓﻌﻞ ﻟﻴﻨﻜﻮﻟﻦ‪.‬‬

‫ﺣﺘﻰﻟﻮ ﻛﻨﺖ ﻻ ﺗﻌﻤﻞ ﺿﻤﻦ ﻓﺮﻳﻖ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﺗﺸﻐﻞ ﻭﻇﻴﻔﺔ ﺧﺪﻣﻴﺔ‪ .‬ﻋﻤﻞ ﻣﻌﻈﻢ ﺃﺟﺪﺍﺩﻧﺎ ﻓﻲ ﻭﻇﺎﺉﻒ‬

‫ﻣﺴﺘﻘﻠﺔﻓﻲ ﺇﻧﺘﺎﺝ ﺍﻟﺴﻠﻊ‪ .‬ﻟﻢ ﻳﻜﻮﻧﻮﺍ ﺑﺤﺎﺟﺔ ﺩﺍﺉﻤًﺎ ﺇﻰﻟ ﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺃﺷﺨﺎﺹ ﺁﺧﺮﻳﻦ‪ ،‬ﻟﺬﻟﻚ ﻟﻢ ﻳﻜﻦ ﻣﻦ ﺍﻟﻔﻌﺎﻝ ﺇﻰﻟ ﺣﺪ‬

‫ﻣﺎﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﻌﻄﺎءﻳﻦ‪ .‬ﻭﻟﻜﻦ ﺍﻵﻥ‪ ،‬ﺗﻌﻤﻞ ﻧﺴﺒﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﻭﻇﺎﺉﻒ ﻣﺘﺮﺍﺑﻄﺔ ﺗﻘﺪﻡ ﺍﻟﺨﺪﻣﺎﺕ ﻟﻶﺧﺮﻳﻦ‪.‬‬

‫ﻓﻲﺍﻟﺜﻤﺎﻧﻴﻨﻴﺎﺕ‪ ،‬ﻛﺎﻥ ﻗﻄﺎﻉ ﺍﻟﺨﺪﻣﺎﺕ ﻳﺸﻜﻞ ﺣﻮﺍﻟﻲ ﻧﺼﻒ ﺍﻟﻨﺎﺗﺞ ﺍﻟﻤﺤﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪،1995‬‬

‫ﻛﺎﻥﻗﻄﺎﻉ ﺍﻟﺨﺪﻣﺎﺕ ﻣﺴﺆﻭﻻً ﻋﻦ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ﺛﻠﺜﻲ ﺍﻟﻨﺎﺗﺞ ﺍﻟﻤﺤﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﺍﻟﻌﺎﻟﻤﻲ‪ .‬ﻭﺍﻟﻴﻮﻡ‪ ،‬ﻳﻌﻤﻞ ﺃﻛﺜﺮ ﻣﻦ ‪80%‬‬

‫ﻣﻦﺍﻷﻣﻴﺮﻛﻴﻴﻦ ﻓﻲ ﻭﻇﺎﺉﻒ ﺧﺪﻣﻴﺔ‪.‬‬

 ‫ﻛﻤﺎﻭﻳﺴﺘﻤﺮ ﻗﻄﺎﻉ ﺍﻟﺨﺪﻣﺎﺕ ﻓﻲ ﺍﻟﺘﻮﺳﻊ‪ ،‬ﻳﺘﺰﺍﻳﺪ ﻋﺪﺩ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻌﻄﻮﻥ ﺃﻫﻤﻴﺔ ﻛﺒﻴﺮﺓ ﻟﻤﻘﺪﻣﻲ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺬﻳﻦ‬

‫ﺃﻗﺎﻣﻮﺍﻋﻼﻗﺎﺕ ﻭﺳﻤﻌﺔ ﻃﻴﺒﺔ ﻛﻤﻘﺪﻣﻴﻦ‪ .‬ﺳﻮﺍء ﻛﺎﻥ ﺃﺳﻠﻮﺑﻚ ﺍﻟﺘﺒﺎﺩﻟﻲ ﻫﻮ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ ﺍﻟﻌﻄﺎء ﺃﻭ ﺍﻷﺧﺬ ﺃﻭ ﺍﻟﻤﻄﺎﺑﻖ‪ ،‬ﻓﺄﻧﺎ‬

‫ﻋﻰﻠﺍﺳﺘﻌﺪﺍﺩ ﻟﻠﻤﺮﺍﻫﻨﺔ ﻋﻰﻠ ﺃﻧﻚ ﺗﺮﻳﺪ ﺃﻥ ﻳﻜﻮﻥ ﻣﻘﺪﻣﻮ ﺍﻟﺨﺪﻣﺔ ﺍﻟﺮﺉﻴﺴﻴﻮﻥ ﻟﺪﻳﻚ ﻫﻢ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ .‬ﺗﺄﻣﻞ ﺃﻥ ﻳﺮﻛﺰ ﻃﺒﻴﺒﻚ‪ ،‬ﻭﻣﺤﺎﻣﻴﻚ‪،‬ﻭﻣﻌﻠﻤﻚ‪،‬‬

‫ﻭﻃﺒﻴﺐ ﺍﻷﺳﻨﺎﻥ‪ ،‬ﻭﺍﻟﺴﺒﺎﻙ‪ ،‬ﻭﻭﻛﻴﻞ ﺍﻟﻌﻘﺎﺭﺍﺕ ﻋﻰﻠ ﺍﻟﻤﺴﺎﻫﻤﺔ ﻓﻲ ﺍﻟﻘﻴﻤﺔ ﻟﻚ‪ ،‬ﻭﻟﻴﺲ ﻋﻰﻠ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﺎﻟﻘﻴﻤﺔﻣﻨﻚ‪ .‬ﻭﻟﻬﺬﺍ ﺍﻟﺴﺒﺐ ﺣﻘﻖ‬

‫ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﻣﻌﺪﻝ ﻧﺠﺎﺡ ﻳﺼﻞ ﺇﻰﻟ ‪ 89%:‬ﻳﻌﺮﻑ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻳﻌﺮﺽ‬

‫ﻋﻠﻴﻬﻢﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺷﺮﻛﺎﺗﻬﻢ‪ ،‬ﻓﺈﻧﻪ ﻳﻀﻊ ﻣﺼﺎﻟﺤﻬﻢ ﻓﻲ ﺍﻻﻋﺘﺒﺎﺭ‪ .‬ﻓﻲ ﺣﻴﻦ ﺃﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺻﺤﺎﺏ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ ﻻ ﻳﻔﻜﺮﻭﻥﻓﻲ‬

‫ﺍﻟﻌﺮﻭﺽ ﻏﻴﺮ ﺍﻟﻤﺮﻏﻮﺏ ﻓﻴﻬﺎ‪ ،‬ﻭﻳﻔﻀﻠﻮﻥ ﻗﻀﺎء ﻭﻗﺘﻬﻢ ﺍﻟﻀﺉﻴﻞ ﻋﻰﻠ ﺍﻷﺷﺨﺎﺹ ﻭﺍﻷﻓﻜﺎﺭ ﺍﻟﺘﻲ ﺃﻇﻬﺮﺕ ﺑﺎﻟﻔﻌﻞ ﻧﺘﺎﺉﺞﻭﺍﻋﺪﺓ‪ ،‬ﻓﺈﻥ ﻫﻮﺭﻧﻴﻚ‬

‫ﻳﺴﺘﺠﻴﺐ ﺷﺨﺼﻴًﺎ ﻟﺮﺳﺎﺉﻞ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﺍﻟﻮﺍﺭﺩﺓ ﻣﻦ ﺃﺷﺨﺎﺹ ﻏﺮﺑﺎء ﺗﻤﺎﻣًﺎ‪ .‬ﻭﻳﻘﻮﻝ‪" :‬‬

‫ﻳﺴﻌﺪﻧﻲﺃﻥ ﺃﻗﺪﻡ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻗﺪﺭ ﺍﻹﻣﻜﺎﻥ ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻟﺪﻱ ﺑﻌﺾ ﺍﻟﻤﺼﺎﻟﺢ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺃﻡ ﻻ‪ ".‬ﻭﻓﻘًﺎ ﻟﻬﻮﺭﻧﻴﻚ‪،‬ﻓﺈﻥ ﺻﺎﺣﺐ‬

‫ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﺍﻟﻨﺎﺟﺢ ﻫﻮ "ﻣﻘﺪﻡ ﺍﻟﺨﺪﻣﺔ‪ .‬ﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻟﻴﺴﻮﺍ ﻫﻨﺎ ﻟﺨﺪﻣﺔ ﺃﺻﺤﺎﺏ‬

‫ﺭﺅﻭﺱﺍﻷﻣﻮﺍﻝ‪ .‬ﻧﺤﻦ ﻫﻨﺎ ﻟﺨﺪﻣﺔ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ"‪.‬‬

‫ﻳﺴﻠﻂﺻﻌﻮﺩ ﺍﻗﺘﺼﺎﺩ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻀﻮء ﻋﻰﻠ ﺳﺒﺐ ﺣﺼﻮﻝ ﻣﻘﺪﻣﻲ ﺍﻟﻌﻄﺎء ﻋﻰﻠ ﺃﺳﻮﺃ ﺍﻟﺪﺭﺟﺎﺕ ﻭﺃﻓﻀﻞ ﺍﻟﺪﺭﺟﺎﺕﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ .‬ﻓﻲ ﺩﺭﺍﺳﺔ‬

‫ﻃﻼﺏ ﺍﻟﻄﺐ ﺍﻟﺒﻠﺠﻴﻜﻴﻴﻦ‪ ،‬ﺣﺼﻞ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠ ﺩﺭﺟﺎﺕ ﺃﻗﻞ ﺑﻜﺜﻴﺮ ﻓﻲ ﺍﻟﺴﻨﺔ‬

‫ﺍﻷﻭﻰﻟﻣﻦ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ .‬ﻛﺎﻥ ﺍﻟﻤﺘﺒﺮﻋﻮﻥ ﻓﻲ ﻭﺿﻊ ﻏﻴﺮ ﻣﺆﺍﺕ‪ ،‬ﻭﻛﺎﻥ ﺍﻻﺭﺗﺒﺎﻁ ﺍﻟﺴﻠﺒﻲ ﺑﻴﻦ ﺩﺭﺟﺎﺕ ﺍﻟﻤﺘﺒﺮﻋﻴﻦ‬

‫ﻭﺩﺭﺟﺎﺗﻬﻢﺃﻗﻮﻯ ﻣﻦ ﺗﺄﺛﻴﺮ ﺍﻟﺘﺪﺧﻴﻦ ﻋﻰﻠ ﺍﺣﺘﻤﺎﻻﺕ ﺍﻹﺻﺎﺑﺔ ﺑﺴﺮﻃﺎﻥ ﺍﻟﺮﺉﺔ‪.‬‬

‫ﻟﻜﻦﺗﻠﻚ ﻛﺎﻧﺖ ﺍﻟﺴﻨﺔ ﺍﻟﻮﺣﻴﺪﺓ ﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ ﺍﻟﺘﻲ ﻛﺎﻥ ﺃﺩﺍء ﺍﻟﻤﺎﻧﺤﻴﻦ ﻓﻴﻬﺎ ﺿﻌﻴﻔًﺎ‪ .‬ﺑﺤﻠﻮﻝ ﻋﺎﻣﻬﻢ ﺍﻟﺜﺎﻧﻲ‪ ،‬ﻛﺎﻥ ﺍﻟﻤﺎﻧﺤﻮﻥﻗﺪ ﺳﺪﻭﺍ ﺍﻟﻔﺠﻮﺓ‪:‬‬

‫ﻟﻘﺪ ﺃﺻﺒﺤﻮﺍ ﺍﻵﻥ ﻳﺘﻔﻮﻗﻮﻥ ﻗﻠﻴﻼ ًﻋﻰﻠ ﺃﻗﺮﺍﻧﻬﻢ‪ .‬ﻭﺑﺤﻠﻮﻝ ﺍﻟﺴﻨﺔ ﺍﻟﺴﺎﺩﺳﺔ‪ ،‬ﺣﺼﻞ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠﺩﺭﺟﺎﺕ ﺃﻋﻰﻠ ﺑﻜﺜﻴﺮ ﻣﻦ ﺃﻗﺮﺍﻧﻬﻢ‪ .‬ﺃﺳﻠﻮﺏ‬

‫ﻣﻌﻄﺎء‪ ،‬ﻣﺤﺴﻮﺏﻗﺒﻞ ﺳﺖ ﺳﻨﻮﺍﺕ ﻛﺎﻥ ﻣﺆﺷﺮﺍ ﺃﻓﻀﻞ ﻟﺪﺭﺟﺎﺕ ﻛﻠﻴﺔ ﺍﻟﻄﺐﻣﻦ ﺗﺄﺛﻴﺮ ﺍﻟﺘﺪﺧﻴﻦ ﻋﻰﻠ ﻣﻌﺪﻻﺕ ﺍﻹﺻﺎﺑﺔ ﺑﺴﺮﻃﺎﻥ ﺍﻟﺮﺉﺔ )ﻭﺗﺄﺛﻴﺮ‬

‫ﺍﺳﺘﺨﺪﺍﻡ ﻟﺼﻘﺎﺕ ﺍﻟﻨﻴﻜﻮﺗﻴﻦ ﻋﻰﻠ ﺍﻹﻗﻼﻉ ﻋﻦ ﺍﻟﺘﺪﺧﻴﻦ‪ (.‬ﻭﺑﺤﻠﻮﻝ ﺍﻟﺴﻨﺔ ﺍﻟﺴﺎﺑﻌﺔ ﻣﻦ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ ،‬ﻋﻨﺪﻣﺎ ﺃﺻﺒﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﻃﺒﺎء‪ ،‬ﻛﺎﻧﻮﺍ ﻗﺪ‬

‫ﺻﻌﺪﻭﺍ ﺇﻰﻟ ﺍﻷﻣﺎﻡ‪ .‬ﻛﺎﻥ ﺗﺄﺛﻴﺮﺍﻟﻌﻄﺎء ﻋﻰﻠ ﺍﻷﺩﺍء ﺍﻟﻨﻬﺎﺉﻲ ﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ ﺃﻗﻮﻯ ﻣﻦ ﺗﺄﺛﻴﺮﺍﺕ ﺍﻟﺘﺪﺧﻴﻦ ﺍﻟﻤﺬﻛﻮﺭﺓ ﺃﻋﻼﻩ؛ ﺑﻞ ﻛﺎﻥ ﺃﻋﻈﻢ ﻣﻦ ﺗﺄﺛﻴﺮ‬

‫ﺷﺮﺏﺍﻟﻜﺤﻮﻝ ﻋﻰﻠ ﺍﻟﺴﻠﻮﻙ ﺍﻟﻌﺪﻭﺍﻧﻲ‪.‬‬

‫ﻟﻤﺎﺫﺍﺍﻧﻌﻜﺲ ﻋﻴﺐ ﺍﻟﻤﺎﻧﺢ‪ ،‬ﻟﻴﺼﺒﺢ ﻣﻴﺰﺓ ﻗﻮﻳﺔ؟ ﻟﻢﻳﺘﻐﻴﺮ ﺷﻲء ﺑﺸﺄﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ ،‬ﻟﻜﻦ ﺑﺮﻧﺎﻣﺠﻬﻢ ﺗﻐﻴﺮ‪ .‬ﻣﻊ ﺗﻘﺪﻡ ﺍﻟﻄﻼﺏ ﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪،‬‬

‫ﻳﻨﺘﻘﻠﻮﻥ ﻣﻦ ﺍﻟﻔﺼﻮﻝ ﺍﻟﻤﺴﺘﻘﻠﺔﺇﻰﻟ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺴﺮﻳﺮﻳﺔ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺪﺍﺧﻠﻲ ﻭﺭﻋﺎﻳﺔ ﺍﻟﻤﺮﺿﻰ‪ .‬ﻭﻛﻠﻤﺎ ﺗﻘﺪﻣﻮﺍ ﺃﻛﺜﺮ‪ ،‬ﻛﻠﻤﺎ ﺍﻋﺘﻤﺪ ﻧﺠﺎﺣﻬﻢ ﻋﻰﻠ‬

‫ﺍﻟﻌﻤﻞﺍﻟﺠﻤﺎﻋﻲ ﻭﺍﻟﺨﺪﻣﺔ‪ .‬ﻭﻣﻊ ﺗﻐﻴﺮ ﻫﻴﻜﻞ ﺍﻟﻌﻤﻞ ﺍﻟﻄﺒﻘﻲ‪ ،‬ﻳﺴﺘﻔﻴﺪ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﻦ ﻣﻴﻮﻟﻬﻢ ﺍﻟﻄﺒﻴﻌﻴﺔ ﻟﻠﺘﻌﺎﻭﻥ ﺑﻔﻌﺎﻟﻴﺔ‬

‫ﻣﻊﺍﻟﻤﻬﻨﻴﻴﻦ ﺍﻟﻄﺒﻴﻴﻦ ﺍﻵﺧﺮﻳﻦ ﻭﺍﻟﺘﻌﺒﻴﺮ ﻋﻦ ﺍﻫﺘﻤﺎﻣﻬﻢ ﺑﺎﻟﻤﺮﺿﻰ‪.‬‬

‫ﻻﺗﻘﺘﺼﺮ ﻣﻴﺰﺓ ﺍﻟﻤﺎﻧﺢ ﻫﺬﻩ ﻓﻲ ﺍﻷﺩﻭﺍﺭ ﺍﻟﺨﺪﻣﻴﺔ ﻋﻰﻠ ﺍﻟﻄﺐ‪ .‬ﺃﺭﺍﺩ ﺳﺘﻴﻒ ﺟﻮﻧﺰ‪ ،‬ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻟﺴﺎﺑﻖ ﺍﻟﺤﺎﺉﺰﻋﻰﻠ ﺟﻮﺍﺉﺰ ﻷﺣﺪ ﺃﻛﺒﺮ‬

‫ﺍﻟﺒﻨﻮﻙ ﻓﻲ ﺃﺳﺘﺮﺍﻟﻴﺎ‪ ،‬ﺃﻥ ﻳﻌﺮﻑ ﻣﺎ ﺍﻟﺬﻱ ﺻﻨﻊﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﺍﻟﻤﺎﻟﻴﻴﻦ ﻧﺎﺟﺢ‪ .‬ﺩﺭﺱ‬

‫ﻓﺮﻳﻘﻪﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻣﺜﻞ ﺍﻟﺨﺒﺮﺓ ﺍﻟﻤﺎﻟﻴﺔ ﻭﺍﻟﺠﻬﺪ‪ .‬ﻟﻜﻦ "ﺍﻟﻌﺎﻣﻞ ﺍﻟﻮﺣﻴﺪ ﺍﻷﻛﺜﺮ ﺗﺄﺛﻴﺮﺍً"‪ ،‬ﻛﻤﺎ ﺃﺧﺒﺮﻧﻲ ﺟﻮﻧﺰ‪" ،‬ﻛﺎﻥ ﻣﺎ‬

‫ﺇﺫﺍﻛﺎﻥ ﺍﻟﻤﺴﺘﺸﺎﺭ ﺍﻟﻤﺎﻟﻲ ﻳﻀﻊ ﻣﺼﻠﺤﺔ ﺍﻟﻌﻤﻴﻞ ﻓﻲ ﺍﻻﻋﺘﺒﺎﺭ‪ ،‬ﻓﻮﻕ ﻣﺼﻠﺤﺔ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﺑﻞ ﻭﺣﺘﻰ ﻣﺼﺎﻟﺤﻪ ﺍﻟﺸﺨﺼﻴﺔ‪ .‬ﻟﻘﺪﻛﺎﻧﺖ ﺇﺣﺪﻯ ﺃﻭﻟﻮﻳﺎﺗﻲ‬

‫ﺍﻟﺜﻼﺙ ﺍﻟﻜﺒﺮﻯ ﻫﻲ ﻏﺮﺱ ﻫﺬﻩ ﺍﻟﻘﻴﻤﺔ‪ ،‬ﻭﺇﺛﺒﺎﺕ ﺃﻧﻪ ﻣﻦ ﻣﺼﻠﺤﺔ ﺍﻟﺠﻤﻴﻊ ﻣﻌﺎﻣﻠﺔ ﺍﻟﻌﻤﻼء‬
‫ﺑﻬﺬﻩﺍﻟﻄﺮﻳﻘﺔ‪ .‬ﺃﺣﺪﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﺍﻟﻤﺎﻟﻴﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺠﺴﺪﻭﻥ ﺃﺳﻠﻮﺏ ﺍﻟﻌﻄﺎء ﻫﺬﺍ ﻫﻮ ﺑﻴﺘﺮ ﺃﻭﺩﻳﺖ‪ ،‬ﻭﻫﻮ ﺃﺳﺘﺮﺍﻟﻲ ﻋﺮﻳﺾ ﺍﻟﻤﻨﻜﺒﻴﻦ ﻛﺎﻥﻳﺮﺗﺪﻱ‬

‫ﺫﺍﺕ ﻳﻮﻡ ﺳﻤﻜﺔ ﺍﻟﺒﻮﺭﻱ ﻭﻟﺪﻳﻪ ﺍﻧﺠﺬﺍﺏ ﺇﻰﻟ ﺑﻮﻥ ﺟﻮﻓﻲ‪ .‬ﺑﺪﺃ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ ﻛﻤﻤﺜﻞ ﻟﺨﺪﻣﺔ ﺍﻟﻌﻤﻼء ﻳﺠﻴﺐ ﻋﻰﻠﺍﻟﻬﻮﺍﺗﻒ ﻟﺸﺮﻛﺔ ﺗﺄﻣﻴﻦ ﻛﺒﻴﺮﺓ‪.‬‬

‫ﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻷﻭﻝ ﺑﻌﺪ ﺗﻌﻴﻴﻨﻪ‪ ،‬ﻓﺎﺯ ﺑﻴﺘﺮ ﺑﺠﺎﺉﺰﺓ ﺷﺨﺼﻴﺔ ﺍﻟﻌﺎﻡ‪ ،‬ﻣﺘﻔﻮﻗًﺎ ﻋﻰﻠ ﻣﺉﺎﺕ‬

‫ﺍﻟﻤﻮﻇﻔﻴﻦﺍﻵﺧﺮﻳﻦ ﺑﻨﺎء ًﻋﻰﻠ ﺷﻐﻔﻪ ﺑﻤﺴﺎﻋﺪﺓ ﺍﻟﻌﻤﻼء‪ ،‬ﻭﺃﺻﺒﺢ ﺃﺻﻐﺮ ﻣﺸﺮﻑ ﻗﺴﻢ ﻓﻲ ﺍﻟﺸﺮﻛﺔ ﺑﺄﻛﻤﻠﻬﺎ‪ .‬ﻭﺑﻌﺪ ﺳﻨﻮﺍﺕ‪ ،‬ﻋﻨﺪﻣﺎﺍﻧﻀﻢ ﺑﻴﺘﺮ ﺇﻰﻟ‬

‫ﻣﺠﻤﻮﻋﺔ ﻣﻜﻮﻧﺔ ﻣﻦ ﺧﻤﺴﺔ ﻋﺸﺮ ﻣﺪﻳﺮًﺍ ﺗﻨﻔﻴﺬﻳًﺎ ﻓﻲ ﺗﻤﺮﻳﻦ ﺍﻷﺧﺬ ﻭﺍﻟﻌﻄﺎء‪ ،‬ﻛﺎﻥ ﺍﻟﻤﺘﻮﺳﻂ‬
‫ﻋﺮﺽﺍﻟﻤﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻋﻰﻠ ﺛﻼﺛﺔ ﻣﻦ ﺯﻣﻼﺉﻪ‪ .‬ﻋﺮﺽ ﺑﻴﺘﺮ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻟﺠﻤﻴﻊ ﺍﻟﺨﻤﺴﺔ ﻋﺸﺮ ﻣﻨﻬﻢ‪ .‬ﺇﻧﻪ ﻣﻌﻄﺎءﻟﺪﺭﺟﺔ ﺃﻧﻪ ﻳﺤﺎﻭﻝ‬

‫ﺣﺘﻰ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻟﻠﻮﻇﺎﺉﻒ ﺍﻟﺘﻲ ﻻ ﻳﻮﻇﻔﻬﻢ‪ ،‬ﻭﻳﻘﻀﻲ ﺳﺎﻋﺎﺕ ﻓﻲ ﺇﺟﺮﺍء ﺍﺗﺼﺎﻻﺕ‬

‫ﻟﻬﻢﻟﻠﻌﺜﻮﺭ ﻋﻰﻠ ﻓﺮﺹ ﺃﺧﺮﻯ‪ .‬ﻓﻲﻋﺎﻡ ‪ ،2011‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﺑﻴﺘﺮ ﻳﻌﻤﻞ ﻣﺴﺘﺸﺎﺭًﺍ ﻣﺎﻟﻴًﺎ‪ ،‬ﺗﻠﻘﻰ ﻣﻜﺎﻟﻤﺔ ﻫﺎﺗﻔﻴﺔ ﻣﻦ ﻋﻤﻴﻞ ﺃﺳﺘﺮﺍﻟﻲ‪ .‬ﺃﺭﺍﺩ ﺍﻟﻌﻤﻴﻞ‬

‫ﺇﺟﺮﺍءﺗﻐﻴﻴﺮﺍﺕ ﻋﻰﻠ ﺻﻨﺪﻭﻕ ﺗﻘﺎﻋﺪ ﺻﻐﻴﺮ ﺑﻘﻴﻤﺔ ‪ 70‬ﺃﻟﻒ ﺩﻭﻻﺭ‪ .‬ﺗﻢ ﺗﻌﻴﻴﻦ ﺃﺣﺪ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﻠﻌﻤﻴﻞ‪ ،‬ﻟﻜﻨﻪ ﺑﺤﺚ ﻋﻨﻪ ﻭﺭﺃﻯﺃﻧﻪ ﻋﺎﻣﻞ ﺧﺮﺩﺓ‬

‫ﻣﻌﺪﻧﻴﺔ‪ .‬ﻟﻘﺪ ﺭﻓﺾ ﺍﻟﻤﻮﻇﻒ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺰﻳﺎﺭﺓ‪ ،‬ﺣﻴﺚ ﻛﺎﻥ ﻳﻔﻜﺮ ﻭﻛﺄﻧﻪ ﺷﺨﺺ ﻣﻄﺎﺑﻖ‪ :‬ﻟﻘﺪ ﻛﺎﻧﺖ ﻣﻀﻴﻌﺔﻟﻮﻗﺘﻪ‪ .‬ﺑﺎﻟﺘﺄﻛﻴﺪ ﻟﻢ ﻳﻜﻦ ﺍﻷﻣﺮ ﻳﺴﺘﺤﻖ‬

‫ﻭﻗﺖ ﺑﻴﺘﺮ‪ .‬ﻟﻘﺪ ﺗﺨﺼﺺ ﻓﻲ ﺍﻟﻌﻤﻼء ﺫﻭﻱ ﺍﻟﺜﺮﻭﺍﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ ،‬ﺍﻟﺬﻳﻦ ﻛﺎﻧﺖ ﻗﻴﻤﺔﺃﻣﻮﺍﻟﻬﻢ ﺗﺴﺎﻭﻱ ﺃﻟﻒ ﻣﺮﺓ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻤﺎﻝ‪ ،‬ﻭﻛﺎﻥ ﺃﻛﺒﺮ ﻋﻤﻴﻞ‬

‫ﻟﺪﻳﻪ ﺃﻛﺜﺮ ﻣﻦ ‪ 100‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﺇﺫﺍ ﻗﻤﺖ ﺑﺤﺴﺎﺏ ﺍﻟﻘﻴﻤﺔﺍﻟﺪﻭﻻﺭﻳﺔ ﻟﻮﻗﺖ ﺑﻴﺘﺮ‪ ،‬ﻓﺈﻥ ﺻﻨﺪﻭﻕ ﻋﻤﺎﻝ ﺍﻟﺨﺮﺩﺓ ﺍﻟﻤﻌﺪﻧﻴﺔ ﻟﻢ ﻳﻜﻦ ﻳﺴﺘﺤﻖ ﺣﺘﻰ‬

‫ﻣﻘﺪﺍﺭ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ‬

‫ﺳﻴﺴﺘﻐﺮﻗﻪﺍﻟﺬﻫﺎﺏ ﺇﻰﻟ ﻣﻨﺰﻟﻪ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﺃﺻﻐﺮ ﺍﻟﻌﻤﻼء‪ ،‬ﻭﻟﻢ ﻳﺮﻏﺐ ﺃﺣﺪ ﻓﻲ ﺭﺅﻳﺘﻪ؛ ﻟﻘﺪ ﻛﺎﻥ ﺗﺤﺖ ﺍﻟﺠﻤﻴﻊ‪ "،‬ﻛﻤﺎ‬

‫ﻳﻌﻜﺲﺑﻴﺘﺮ‪" .‬ﻟﻜﻦ ﻻ ﻳﻤﻜﻨﻚ ﺗﺠﺎﻫﻞ ﺷﺨﺺ ﻣﺎ ﻷﻧﻚ ﻻ ﺗﻌﺘﻘﺪ ﺃﻧﻪ ﻣﻬﻢ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ"‪.‬‬

‫ﺣﺪﺩﺑﻴﺘﺮ ﻣﻮﻋﺪًﺍ ﻟﻠﺨﺮﻭﺝ ﻟﺮﺅﻳﺔ ﻋﺎﻣﻞ ﺍﻟﺨﺮﺩﺓ ﻭﻣﺴﺎﻋﺪﺗﻪ ﻓﻲ ﺗﻐﻴﻴﺮ ﺍﻟﺨﻄﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻭﺻﻞ ﺇﻰﻟ ﺍﻟﻤﻨﺰﻝ‪ ،‬ﺳﻘﻂ ﻓﻜﻪ‪.‬‬

‫ﻛﺎﻥﺍﻟﺒﺎﺏ ﺍﻷﻣﺎﻣﻲ ﻣﻐﻄﻰ ﺑﺄﻧﺴﺠﺔ ﺍﻟﻌﻨﻜﺒﻮﺕ ﻭﻟﻢ ﻳُﻔ ﺘﺢ ﻣﻨﺬ ﺷﻬﻮﺭ‪ .‬ﻗﺎﺩ ﺳﻴﺎﺭﺗﻪ ﺇﻰﻟ ﺍﻟﺨﻠﻒ‪ ،‬ﺣﻴﺚ ﻓﺘﺢ ﺭﺟﻞ ﻓﻲ ﺍﻟﺮﺍﺑﻌﺔﻭﺍﻟﺜﻼﺛﻴﻦ ﻣﻦ ﻋﻤﺮﻩ‬

‫ﺍﻟﺒﺎﺏ‪ .‬ﻛﺎﻧﺖ ﻏﺮﻓﺔ ﺍﻟﻤﻌﻴﺸﺔ ﻣﻠﻴﺉﺔ ﺑﺎﻟﺤﺸﺮﺍﺕ‪ ،‬ﻭﻛﺎﻥ ﺑﺈﻣﻜﺎﻧﻪ ﺍﻟﺮﺅﻳﺔ ﻣﺒﺎﺷﺮﺓ ﺣﺘﻰ ﺍﻟﺴﻘﻒ‪:‬ﻟﻘﺪ ﺗﻢ ﺗﻤﺰﻳﻖ ﺍﻟﺴﻘﻒ ﺑﺎﻟﻜﺎﻣﻞ‪ .‬ﻗﺎﻡ ﺍﻟﻌﻤﻴﻞ‬

‫ﺑﺈﻳﻤﺎءﺓ ﺿﻌﻴﻔﺔ ﻟﺒﻌﺾ ﺍﻟﻜﺮﺍﺳﻲ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﻄﻲ‪ ،‬ﻭﺑﺪﺃ ﺑﻴﺘﺮ‬

‫ﺍﻟﻌﻤﻞﻋﻰﻠ ﺗﻐﻴﻴﺮﺍﺕ ﺧﻄﺔ ﺍﻟﻌﻤﻴﻞ‪ .‬ﺑﻌﺪ ﺃﻥ ﺷﻌﺮ ﺑﺎﻟﺘﻌﺎﻃﻒ ﻣﻊ ﺍﻟﻌﻤﻴﻞ‪ ،‬ﺍﻟﺬﻱ ﺑﺪﺍ ﻭﻛﺄﻧﻪ ﺭﺟﻞ ﺟﺎﺩ ﻭﻣﺠﺘﻬﺪ‪ ،‬ﻗﺪﻡ ﺑﻴﺘﺮ ﻋﺮﺿًﺎﺳﺨﻴًﺎ‪" .‬ﺑﻴﻨﻤﺎ ﺃﻧﺎ‬

‫ﻫﻨﺎ‪ ،‬ﻟﻤﺎﺫﺍ ﻻ ﺗﺨﺒﺮﻧﻲ ﻗﻠﻴﻼً ﻋﻦ ﻧﻔﺴﻚ ﻭﺳﺄﺭﻯ ﺇﺫﺍ ﻛﺎﻥ ﻫﻨﺎﻙ ﺃﻱ ﺷﻲء ﺁﺧﺮ ﻳﻤﻜﻨﻨﻲ ﻣﺴﺎﻋﺪﺗﻚ‬

‫ﻓﻴﻪ"‪.‬‬

‫ﺫﻛﺮﺍﻟﻌﻤﻴﻞ ﺣﺒﻪ ﻟﻠﺴﻴﺎﺭﺍﺕ‪ ،‬ﻓﻌﺎﺩ ﻣﻌﻪ ﺇﻰﻟ ﺳﻘﻴﻔﺔ ﻗﺬﺭﺓ‪ .‬ﺍﺳﺘﻌﺪ ﺑﻴﺘﺮ ﻟﻌﺮﺽ ﺁﺧﺮ ﻣﺤﺒﻂ ﻟﻠﻔﻘﺮ‪ ،‬ﻣﺘﺨﻴًﻼ ﻛﻮﻣﺔ ﻣﻦ‬

‫ﺍﻟﻤﻌﺪﻥﺍﻟﺼﺪﺉ‪ .‬ﻋﻨﺪﻣﺎ ﺩﺧﻞ ﺑﻴﺘﺮ ﺇﻰﻟ ﺍﻟﺴﻘﻴﻔﺔ‪ ،‬ﺷﻬﻖ‪ .‬ﻛﺎﻥ ﺍﻟﺠﻴﻞ ﺍﻷﻭﻝ ﻣﻦ ﺳﻴﺎﺭﺍﺕ ﺷﻴﻔﺮﻭﻟﻴﻪ ﻛﺎﻣﺎﺭﻭ‪ ،‬ﺍﻟﺬﻱ ﺗﻢ ﺗﺼﻨﻴﻌﻪﻓﻲ ﻋﺎﻡ ‪،1966‬‬

‫ﻣﻌﺮﻭﺿًﺎ ﺃﻣﺎﻣﻪ ﺑﺤﺎﻟﺔ ﻣﻤﺘﺎﺯﺓ؛ ﺳﻴﺎﺭﺗﺎﻥ ﺃﺳﺘﺮﺍﻟﻴﺘﺎﻥ ﻗﺪﻳﻤﺘﺎﻥ ﻣﻦ ﻃﺮﺍﺯ ‪ Valiant‬ﺑﻤﺤﺮﻛﺎﺕ ﺑﻘﻮﺓ‪ 1000‬ﺣﺼﺎﻥ ﻟﺴﺒﺎﻗﺎﺕ ﺍﻟﺪﺭﺍﺝ؛ ﺳﻴﺎﺭﺓ ﻛﻮﺑﻴﻪ‬

‫ﻣﺘﻌﺪﺩﺓ ﺍﻻﺳﺘﺨﺪﺍﻣﺎﺕ؛ ﻭﺳﻴﺎﺭﺓ ﻓﻮﺭﺩ ﻛﻮﺑﻴﻪ ﻣﻦ ﺍﻟﻔﻴﻠﻢﻣﺎﻛﺲ‬

‫ﺍﻟﻤﺠﻨﻮﻥ‪ .‬ﻟﻢ ﻳﻜﻦ ﺍﻟﻌﻤﻴﻞ ﻋﺎﻣﻞ ﺧﺮﺩﺓ؛ ﻛﺎﻥ ﻳﻤﺘﻠﻚ ﺷﺮﻛﺔ ﺧﺮﺩﺓ ﻣﻌﺪﻧﻴﺔ ﻣﺮﺑﺤﺔ‪ .‬ﻟﻘﺪ ﺍﺷﺘﺮﻯ ﺍﻟﻤﻨﺰﻝ ﻟﻠﺘﻮ ﻹﺻﻼﺣﻪ‪ .‬ﻛﺎﻥﻋﻰﻠ ﻣﺴﺎﺣﺔ ﺃﺣﺪ‬

‫ﻋﺸﺮ ﻓﺪﺍﻧًﺎ‪ ،‬ﻭﺑﻠﻐﺖ ﺗﻜﻠﻔﺘﻪ ‪ 1.4‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﺃﻣﻀﻰ ﺑﻴﺘﺮ ﺍﻟﻌﺎﻡ ﺍﻟﺘﺎﻟﻲ ﻓﻲ ﺇﻋﺎﺩﺓ ﻫﻨﺪﺳﺔ ﺃﻋﻤﺎﻝ ﺍﻟﻌﻤﻴﻞ‪،‬ﻭﺗﺤﺴﻴﻦ ﻭﺿﻌﻪ ﺍﻟﻀﺮﻳﺒﻲ‪،‬‬

‫ﻭﻣﺴﺎﻋﺪﺗﻪ ﻓﻲ ﺗﺠﺪﻳﺪ ﺍﻟﻤﻨﺰﻝ‪ .‬ﻳﻘﻮﻝ ﺑﻴﺘﺮ‪ " :‬ﻛﻞ ﻣﺎ ﻓﻌﻠﺘﻪ ﻫﻮ ﺃﻧﻨﻲ ﺑﺪﺃﺕ ﺑﻌﻤﻞ ﺍﻟﺨﻴﺮ‪" ".‬ﻋﻨﺪﻣﺎ ﻭﺻﻠﺖ ﺇﻰﻟ ﺍﻟﻌﻤﻞ ﻓﻲ ﺍﻟﻴﻮﻡ ﺍﻟﺘﺎﻟﻲ‪ ،‬ﻛﺎﻥ ﻋﻠﻲ‬

‫ﺃﻥ ﺃﺿﺤﻚ ﻋﻰﻠ ﺯﻣﻴﻠﻲ ﺍﻟﺬﻱ ﻟﻢ ﻳﻜﻦ ﻣﺴﺘﻌﺪًﺍ ﻟﺘﻘﺪﻳﻢ ﺍﻟﻘﻠﻴﻞﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻴﺎﺩﺓ ﻟﺰﻳﺎﺭﺓ ﺍﻟﻌﻤﻴﻞ"‪ .‬ﻭﺍﺻﻞ ﺑﻴﺘﺮ ﺗﻄﻮﻳﺮ ﻋﻼﻗﺔ ﻗﻮﻳﺔ ﻣﻊ ﺍﻟﻌﻤﻴﻞ‪،‬‬

‫ﺍﻟﺬﻱ ﺗﻀﺎﻋﻔﺖ ﺃﺗﻌﺎﺑﻪ ﺑﻤﻘﺪﺍﺭ‬

‫ﻣﺎﺉﺔﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﺘﺎﻟﻲ‪ ،‬ﻭﻳﺘﻮﻗﻊ ﻣﻮﺍﺻﻠﺔ ﺍﻟﻌﻤﻞ ﻣﻌﻪ ﻟﻌﻘﻮﺩ ﻣﻦ ﺍﻟﺰﻣﻦ‪.‬‬

‫ﻋﻰﻠﻣﺪﺍﺭ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻣﻜّﻦ ﺍﻟﻌﻄﺎء ﺑﻴﺘﺮ ﺃﻭﺩﻳﺖ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﺍﻟﻔﺮﺹ ﺍﻟﺘﻲ ﻳﻔﺘﻘﺪﻫﺎ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﻭﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥﺑﺸﻜﻞ ﺭﻭﺗﻴﻨﻲ‪ ،‬ﻭﻟﻜﻨﻪ‬

‫ﻛﻠﻔﻪ ﺃﻳﻀًﺎ ﻏﺎﻟﻴًﺎ‪ .‬ﻛﻤﺎ ﺳﺘﺮﻭﻥ ﻓﻲ ﺍﻟﻔﺼﻞ ﺍﻟﺴﺎﺑﻊ‪ ،‬ﻓﻘﺪ ﺗﻢ ﺍﺳﺘﻐﻼﻟﻪ ﻣﻦ ﻗﺒﻞ ﺍﺛﻨﻴﻦ‬
‫ﻣﻦﺍﻟﻤﺤﺘﺠﺰﻳﻦ ﺍﻟﺬﻳﻦ ﻛﺎﺩﻭﺍ ﺃﻥ ﻳﻮﻗﻔﻮﻩ ﻋﻦ ﺍﻟﻌﻤﻞ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺗﻤﻜﻦ ﺑﻴﺘﺮ ﻣﻦ ﺍﻟﺼﻌﻮﺩ ﻣﻦ ﺃﺳﻔﻞ ﺇﻰﻟ ﺃﻋﻰﻠ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ‪،‬ﻟﻴﺼﺒﺢ ﺃﺣﺪ‬

‫ﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﺍﻟﻤﺎﻟﻴﻴﻦ ﺍﻷﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ ﻓﻲ ﺃﺳﺘﺮﺍﻟﻴﺎ‪ .‬ﻭﻳﻌﺘﻘﺪ ﺃﻥ ﺍﻟﻤﻔﺘﺎﺡ ﻫﻮ ﺗﻌﻠﻢ ﻛﻴﻔﻴﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦﻓﻮﺍﺉﺪ ﺍﻟﻌﻄﺎء ﻣﻊ ﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ‪.‬‬

‫ﻭﺑﻮﺻﻔﻪ ﻣﺪﻳﺮًﺍ ﺇﺩﺍﺭﻳًﺎ ﻓﻲ ﺷﺮﻛﺔ ‪ ،Advisers Wealth Genesys‬ﺗﻤﻜﻦ ﻣﻦ ﺇﻧﻘﺎﺫﺷﺮﻛﺘﻪ ﻣﻦ ﺣﺎﻓﺔ ﺍﻹﻓﻼﺱ ﻭﺗﺤﻮﻳﻠﻬﺎ ﺇﻰﻟ ﺷﺮﻛﺔ ﺭﺍﺉﺪﺓ ﻓﻲ‬

‫ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻭﻳﻌﺰﻯ ﻧﺠﺎﺣﻪ ﺇﻰﻟ ﻛﻮﻧﻪ ﻣﺎﻧﺤﺎ‪" .‬ﻟﻴﺲ ﻫﻨﺎﻙ ﺷﻚﻓﻲ ﺃﻧﻨﻲ ﻧﺠﺤﺖ ﻓﻲ ﺍﻟﻌﻤﻞ ﻷﻧﻨﻲ ﺃﻋﻄﻲ ﻟﻶﺧﺮﻳﻦ‪ .‬ﻳﻘﻮﻝ ﺑﻴﺘﺮ‪" :‬ﺇﻧﻪ ﺳﻼﺣﻲ‬

‫ﺍﻟﻤﻔﻀﻞ‪" ".‬ﻋﻨﺪﻣﺎ ﺃﺗﻨﺎﻓﺲ ﻭﺟﻬﺎ ًﻟﻮﺟﻪ ﻣﻊﻣﺴﺘﺸﺎﺭ ﺁﺧﺮ ﻟﻤﺤﺎﻭﻟﺔ ﺍﻟﻔﻮﺯ ﺑﺎﻷﻋﻤﺎﻝ‪ ،‬ﻳﻘﻮﻝ ﻟﻲ ﺍﻟﻨﺎﺱ ﺃﻥ ﻫﺬﺍ ﻫﻮ ﺳﺒﺐ ﻓﻮﺯﻱ"‪.‬‬
‫ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺍﻟﺘﻐﻴﻴﺮﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺟﻌﻠﺖ ﺍﻟﻌﻄﺎء ﺃﻛﺜﺮ ﻓﺎﺉﺪﺓ‪ ،‬ﺇﻻ ﺃﻥ ﻫﻨﺎﻙ ﺳﻤﺔ ﻭﺍﺣﺪﺓ ﻟﻠﻌﻄﺎءﺃﻛﺜﺮ ﺧﺎﻟﺪﺓ‪ :‬ﻋﻨﺪﻣﺎ ﻧﻔﻜﺮ‬

‫ﻓﻲ ﻣﺒﺎﺩﺉﻨﺎ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﻓﻲ ﺍﻟﺤﻴﺎﺓ‪ ،‬ﻳﻨﺠﺬﺏ ﺍﻟﻜﺜﻴﺮ ﻣﻨﺎ ﺑﺸﻜﻞ ﺣﺪﺳﻲ ﺇﻰﻟ ﺍﻟﻌﻄﺎء‪ .‬ﻋﻰﻠ ﻣﺪﻯﺍﻟﻌﻘﻮﺩ ﺍﻟﺜﻼﺛﺔ ﺍﻟﻤﺎﺿﻴﺔ‪ ،‬ﺩﺭﺱ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ‬

‫ﺍﻟﻤﻮﻗﺮ ﺷﺎﻟﻮﻡ ﺷﻮﺍﺭﺗﺰ ﺍﻟﻘﻴﻢ ﻭﺍﻟﻤﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﺍﻟﺘﻲ ﺗﻬﻢ ﺍﻟﻨﺎﺱ‬

‫ﻓﻲﺍﻟﺜﻘﺎﻓﺎﺕ ﺍﻟﻤﺨﺘﻠﻔﺔ ﺣﻮﻝ ﺍﻟﻌﺎﻟﻢ‪ .‬ﺷﻤﻠﺖ ﺇﺣﺪﻯ ﺩﺭﺍﺳﺎﺗﻪ ﻋﻴﻨﺎﺕ ﺗﻤﺜﻴﻠﻴﺔ ﻣﻌﻘﻮﻟﺔ ﻵﻻﻑ ﺍﻟﺒﺎﻟﻐﻴﻦ ﻓﻲ ﺃﺳﺘﺮﺍﻟﻴﺎ‬

‫ﻭﺗﺸﻴﻠﻲﻭﻓﻨﻠﻨﺪﺍ ﻭﻓﺮﻧﺴﺎ ﻭﺃﻟﻤﺎﻧﻴﺎ ﻭﺇﺳﺮﺍﺉﻴﻞ ﻭﻣﺎﻟﻴﺰﻳﺎ ﻭﻫﻮﻟﻨﺪﺍ ﻭﺟﻨﻮﺏ ﺃﻓﺮﻳﻘﻴﺎ ﻭﺇﺳﺒﺎﻧﻴﺎ ﻭﺍﻟﺴﻮﻳﺪ ﻭﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ .‬ﻭﻗﺎﻡﺑﺘﺮﺟﻤﺔ ﺍﺳﺘﻄﻼﻋﻪ‬

‫ﺇﻰﻟ ﻋﺸﺮﺍﺕ ﺍﻟﻠﻐﺎﺕ‪ ،‬ﻭﻃﻠﺐ ﻣﻦ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﺗﻘﻴﻴﻢ ﺃﻫﻤﻴﺔ ﺍﻟﻘﻴﻢ ﺍﻟﻤﺨﺘﻠﻔﺔ‪ .‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﺑﻌﺾ‬

‫ﺍﻷﻣﺜﻠﺔﻋﻰﻠ ﺫﻟﻚ‪:‬‬

‫ﺍﻟﺜﺮﻭﺓ)ﺍﻟﻤﺎﻝ ﻭﺍﻟﻤﻤﺘﻠﻜﺎﺕ ﺍﻟﻤﺎﺩﻳﺔ( ﺍﻟﻘﻮﺓ )‬ ‫ﺍﻟﻘﺎﺉﻤﺔ‪1‬‬

‫ﺍﻟﻬﻴﻤﻨﺔﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻰﻠ ﺍﻵﺧﺮﻳﻦ( ﺍﻟﻤﺘﻌﺔ )‬

‫ﺍﻟﻔﻮﺯ)ﺍﻷﺩﺍء ﺃﻓﻀﻞ ﻣﻦ ﺍﻵﺧﺮﻳﻦ(‬ ‫ﺍﻻﺳﺘﻤﺘﺎﻉﺑﺎﻟﺤﻴﺎﺓ(‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓ)ﺍﻟﻌﻤﻞ ﻣﻦ ﺃﺟﻞ ﺭﻓﺎﻫﻴﺔ ﺍﻵﺧﺮﻳﻦ( ﺍﻟﻤﺴﺆﻭﻟﻴﺔ )‬ ‫ﺍﻟﻘﺎﺉﻤﺔ‪2‬‬

‫ﺃﻥﺗﻜﻮﻥ ﺟﺪﻳﺮًﺍ ﺑﺎﻟﺜﻘﺔ(‬

‫ﺍﻟﻌﺪﺍﻟﺔﺍﻻﺟﺘﻤﺎﻋﻴﺔ )ﺭﻋﺎﻳﺔ ﺍﻟﻤﺤﺮﻭﻣﻴﻦ( ﺍﻟﺮﺣﻤﺔ )‬

‫ﺍﻻﺳﺘﺠﺎﺑﺔﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻵﺧﺮﻳﻦ(‬

‫ﻳﻔﻀﻞﺍﻵﺧﺬﻭﻥ ﺍﻟﻘﻴﻢ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﻘﺎﺉﻤﺔ ‪ ،1‬ﻓﻲ ﺣﻴﻦ ﻳﻌﻄﻲ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻷﻭﻟﻮﻳﺔ ﻟﻠﻘﻴﻢ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﻘﺎﺉﻤﺔ‪ 2.‬ﺃﺭﺍﺩ ﺷﻮﺍﺭﺗﺰ ﺃﻥ ﻳﻌﺮﻑ‬

‫ﺃﻳﻦ ﻳﺆﻳﺪ ﻣﻌﻈﻢ ﺍﻷﺷﺨﺎﺹ ﻗﻴﻢ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ .‬ﺃﻟﻖ ﻧﻈﺮﺓ ﻋﻰﻠ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻻﺛﻨﻲ ﻋﺸﺮ‬

‫ﺍﻟﻤﺬﻛﻮﺭﺓﺃﻋﻼﻩ‪ .‬ﺃﻳﻦ ﻳﺆﻳﺪ ﻏﺎﻟﺒﻴﺔ ﺍﻟﻨﺎﺱ ﻗﻴﻢ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻓﻮﻕ ﻗﻴﻢ ﺍﻵﺧﺬﻳﻦ؟ ﻛﻞﻣﻨﻬﻢ‪ .‬ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻻﺛﻨﻲ ﻋﺸﺮ‪ ،‬ﻳﺼﻨﻒ ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ‬

‫ﺍﻟﻌﻄﺎء ﺑﺎﻋﺘﺒﺎﺭﻩ ﺍﻟﻘﻴﻤﺔ ﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻬﻢ‪.‬ﻟﻘﺪ ﺃﺑﻠﻐﻮﺍ ﻋﻦ ﺍﻫﺘﻤﺎﻣﻬﻢ ﺑﺎﻟﻌﻄﺎء ﺃﻛﺜﺮ ﻣﻦ ﺍﻫﺘﻤﺎﻣﻬﻢ ﺑﺎﻟﺴﻠﻄﺔ ﻭﺍﻹﻧﺠﺎﺯ ﻭﺍﻹﺛﺎﺭﺓ ﻭﺍﻟﺤﺮﻳﺔ‬

‫ﻭﺍﻟﺘﻘﺎﻟﻴﺪ ﻭﺍﻻﻣﺘﺜﺎﻝ‬

‫ﻭﺍﻷﻣﻦﻭﺍﻟﻤﺘﻌﺔ‪ .‬ﻭﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻛﺎﻥ ﻫﺬﺍ ﺻﺤﻴﺤًﺎ ﻓﻲ ﺃﻛﺜﺮ ﻣﻦ ﺳﺒﻌﻴﻦ ﺩﻭﻟﺔ ﻣﺨﺘﻠﻔﺔ ﺣﻮﻝ ﺍﻟﻌﺎﻟﻢ‪ .‬ﺇﻥ ﻗﻴﻢ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻫﻲ ﺍﻟﻤﺒﺪﺃﺍﻟﺘﻮﺟﻴﻬﻲ ﺍﻷﻭﻝ‬

‫ﻓﻲ ﺍﻟﺤﻴﺎﺓ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻤﻌﻈﻢ ﺍﻟﻨﺎﺱ ﻓﻲ ﻣﻌﻈﻢ ﺍﻟﺒﻠﺪﺍﻥ ‪ -‬ﻣﻦ ﺍﻷﺭﺟﻨﺘﻴﻦ ﺇﻰﻟ ﺃﺭﻣﻴﻨﻴﺎ‪ ،‬ﻭﻣﻦ ﺑﻠﺠﻴﻜﺎ ﺇﻰﻟﺍﻟﺒﺮﺍﺯﻳﻞ‪ ،‬ﻭﻣﻦ ﺳﻠﻮﻓﺎﻛﻴﺎ ﺇﻰﻟ ﺳﻨﻐﺎﻓﻮﺭﺓ‪.‬‬

‫ﻓﻲ ﻏﺎﻟﺒﻴﺔ ﺛﻘﺎﻓﺎﺕ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺛﻘﺎﻓﺎﺕ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ ،‬ﻓﺈﻥ‬

‫ﻏﺎﻟﺒﻴﺔﺍﻟﻨﺎﺱ ﻳﺆﻳﺪﻭﻥ ﺍﻟﻌﻄﺎء ﺑﺎﻋﺘﺒﺎﺭﻩ ﺷﻴﺉًﺎ ﻟﻬﻢﺍﻟﻤﺒﺪﺃ ﺍﻟﺘﻮﺟﻴﻬﻲ ﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔ‪.‬‬

‫ﻋﻰﻠﻣﺴﺘﻮﻯ ﻣﺎ‪ ،‬ﻻ ﻳﺸﻜﻞ ﻫﺬﺍ ﻣﻔﺎﺟﺄﺓ‪ .‬ﻛﺂﺑﺎء‪ ،‬ﻧﻘﺮﺃ ﻛﺘﺐ ﺃﻃﻔﺎﻟﻨﺎ ﻣﺜﻞﺷﺠﺮﺓ ﺍﻟﻌﻄﺎء ﻭﺍﻟﺘﺄﻛﻴﺪ ﻋﻰﻠ ﺃﻫﻤﻴﺔ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻭﺍﻟﺮﻋﺎﻳﺔ‪.‬ﻟﻜﻨﻨﺎ ﻧﻤﻴﻞ ﺇﻰﻟ‬

‫ﺗﻘﺴﻴﻢ ﺍﻟﻌﻄﺎء‪ ،‬ﻣﻊ ﺍﻻﺣﺘﻔﺎﻅ ﺑﻤﺠﻤﻮﻋﺔ ﻣﺨﺘﻠﻔﺔ ﻣﻦ ﺍﻟﻘﻴﻢ ﻟﻤﺠﺎﻝ ﺍﻟﻌﻤﻞ‪ .‬ﺭﺑﻤﺎ ﻧﺤﺐ ﺷﻴﻞ ﺳﻴﻠﻔﺮﺷﺘﺎﻳﻦﻷﻃﻔﺎﻟﻨﺎ‪ ،‬ﻭﻟﻜﻦ ﺷﻌﺒﻴﺔ ﺍﻟﻜﺘﺐ ﻣﺜﻞ‬

‫ﻛﺘﺐ ﺭﻭﺑﺮﺕ ﺟﺮﻳﻦ‪ 48‬ﻗﻮﺍﻧﻴﻦ ﺍﻟﻘﻮﺓ‪ -‬ﻧﺎﻫﻴﻚ ﻋﻦ ﺍﻓﺘﺘﺎﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬

‫ﺧﺒﺮﺍءﺍﻷﻋﻤﺎﻝ ﺑﺼﻦ ﺗﺰﻭﻓﻦ ﺍﻟﺤﺮﺏ‪ -‬ﻳﺸﻴﺮ ﺇﻰﻟ ﺃﻧﻨﺎ ﻻ ﻧﺮﻯ ﻣﺠﺎًﻻ ﻛﺒﻴﺮًﺍ ﻟﻘﻴﻢ ﺍﻟﻌﻄﺎء ﻓﻲ ﺣﻴﺎﺗﻨﺎ ﺍﻟﻤﻬﻨﻴﺔ‪.‬‬

‫ﻭﻧﺘﻴﺠﺔﻟﺬﻟﻚ‪ ،‬ﻓﺤﺘﻰ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻌﻤﻠﻮﻥ ﻣﺜﻞ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻓﻲ ﺍﻟﻌﻤﻞ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻜﻮﻧﻮﻥ ﻛﺬﻟﻚﺧﺎﺉﻒ ﻣﻦ ﺍﻻﻋﺘﺮﺍﻑﺑﺬﻟﻚ‪ .‬ﻓﻲ ﺻﻴﻒ ﻋﺎﻡ‬
 ‫‪ ،2011‬ﺍﻟﺘﻘﻴﺖ ﺑﺎﻣﺮﺃﺓ ﺗﺪﻋﻰ ﺷﻴﺮﻳﺎﻥ ﺑﻠﻴﺲ‪ ،‬ﻭﻫﻲ ﻣﺪﻳﺮﺓ ﺗﻨﻔﻴﺬﻳﺔ ﻓﻲ ﺷﺮﻛﺔ ﺧﺪﻣﺎﺕ‬

‫ﻣﺎﻟﻴﺔﻣﺮﻣﻮﻗﺔ‪ .‬ﻣﻦ ﺍﻟﻮﺍﺿﺢ ﺃﻥ ﺷﻴﺮﻳﺎﻥ ﻛﺎﻧﺖ ﻣﻌﻄﺎءﺓ‪ :‬ﻓﻘﺪ ﺃﻣﻀﺖ ﺳﺎﻋﺎﺕ ﻻ ﺗﺤﺼﻰ ﻓﻲ ﺗﻮﺟﻴﻪ ﺯﻣﻼﺉﻬﺎ ﺍﻟﻤﺒﺘﺪﺉﻴﻦﻭﺗﻄﻮﻋﺖ ﻟﺮﺉﺎﺳﺔ‬

‫ﻣﺒﺎﺩﺭﺓ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻨﺴﺎﺉﻴﺔ ﻭﻣﺒﺎﺩﺭﺓ ﺧﻴﺮﻳﺔ ﻛﺒﺮﻯ ﻟﺠﻤﻊ ﺍﻷﻣﻮﺍﻝ ﻓﻲ ﺷﺮﻛﺘﻬﺎ‪ .‬ﺗﻘﻮﻝ‪ " :‬ﺍﻓﺘﺮﺍﺿﻲﻫﻮ ﺍﻟﻌﻄﺎء‪» ".‬ﺃﻧﺎ ﻻ ﺃﺑﺤﺚ ﻋﻦ ﻣﻘﺎﻳﻀﺔ؛ ﺃﺗﻄﻠﻊ‬

‫ﺇﻰﻟ ﺇﺣﺪﺍﺙ ﻓﺮﻕ ﻭﻳﻜﻮﻥ ﻟﻪ ﺗﺄﺛﻴﺮ‪ ،‬ﻭﺃﺭﻛﺰ ﻋﻰﻠ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ‬

‫ﻳﻤﻜﻨﻬﻢﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﺴﺎﻋﺪﺗﻲ‬
 ‫ﻣﻌﻈﻢ"‪.‬‬

‫ﻭﻹﺛﺮﺍءﻓﻄﻨﺘﻬﺎ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﺗﺮﻛﺖ ﺷﻴﺮﻳﺎﻥ ﻭﻇﻴﻔﺘﻬﺎ ﻟﻤﺪﺓ ﺳﺘﺔ ﺃﺳﺎﺑﻴﻊ‪ ،‬ﻭﺍﻟﺘﺤﻘﺖ ﺑﺒﺮﻧﺎﻣﺞ ﻗﻴﺎﺩﻱ ﻳﻀﻢ ﺳﺘﻴﻦ ﻣﺪﻳﺮًﺍ ﺗﻨﻔﻴﺬﻳًﺎﻣﻦ ﺷﺮﻛﺎﺕ ﺣﻮﻝ‬

‫ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﻟﻠﺘﻌﺮﻑ ﻋﻰﻠ ﻧﻘﺎﻁ ﻗﻮﺗﻬﺎ‪ ،‬ﺧﻀﻌﺖ ﻟﺘﻘﻴﻴﻢ ﻧﻔﺴﻲ ﺷﺎﻣﻞ‪ .‬ﺻُﺪﻣﺖ ﺷﻴﺮﻳﺎﻥ ﻋﻨﺪﻣﺎ‬

‫ﻋﻠﻤﺖﺃﻥ ﺃﻫﻢ ﻧﻘﺎﻁ ﻗﻮﺗﻬﺎ ﺍﻟﻤﻬﻨﻴﺔ ﻛﺎﻧﺖ ﺍﻟﻠﻄﻒ ﻭﺍﻟﺮﺣﻤﺔ‪ .‬ﺧﻮﻓًﺎ ﻣﻦ ﺃﻥ ﺗﻌﺮﺽ ﺍﻟﻨﺘﺎﺉﺞ ﺳﻤﻌﺘﻬﺎ ﻛﻘﺎﺉﺪﺓ ﻗﻮﻳﺔ‬

‫ﻭﻧﺎﺟﺤﺔﻟﻠﺨﻄﺮ‪ ،‬ﻗﺮﺭﺕ ﺷﻴﺮﻳﺎﻥ ﻋﺪﻡ ﺇﺧﺒﺎﺭ ﺃﻱ ﺷﺨﺺ‪" .‬ﻟﻢ ﺃﻛﻦ ﺃﺭﻳﺪ ﺃﻥ ﺃﺑﺪﻭ ﻭﻛﺄﻧﻨﻲ ﺭﻗﺎﻗﺔ‪ .‬ﻛﻨﺖ ﺃﺧﺸﻰ ﺃﻥ ﻳﻨﻈﺮ ﺇﻟﻲ ّ ﺍﻟﻨﺎﺱﺑﺸﻜﻞ ﻣﺨﺘﻠﻒ‪،‬‬

‫ﺭﺑﻤﺎ ﺑﺎﻋﺘﺒﺎﺭﻱ ﻣﺪﻳﺮًﺍ ﺗﻨﻔﻴﺬﻳًﺎ ﺃﻗﻞ ﺟﺪﻳﺔ‪" .‬ﻟﻘﺪ ﻛﻨﺖ ﻣﺸﺮﻭﻃًﺎ ﺑﺘﺮﻙ ﻣﺸﺎﻋﺮﻱ ﺍﻹﻧﺴﺎﻧﻴﺔ ﻋﻨﺪ ﺍﻟﺒﺎﺏﻭﺍﻟﻔﻮﺯ‪ .‬ﺃﺭﻳﺪ ﺃﻥ ﻳُﻨﻈﺮ ﺇﻰﻟ ﻣﻬﺎﺭﺍﺗﻲ ﺍﻷﺳﺎﺳﻴﺔ‬

‫ﻋﻰﻠ ﺃﻧﻬﺎ ﻣﺠﺘﻬﺪﺓ ﻭﻣﻮﺟﻬﺔ ﻧﺤﻮ ﺗﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺉﺞ‪ ،‬ﻭﻟﻴﺲ ﺍﻟﻠﻄﻒ‬

‫ﻭﺍﻟﺮﺣﻤﺔ‪.‬ﻓﻲ ﺍﻟﻌﻤﻞ‪ ،‬ﻳﺘﻌﻴﻦ ﻋﻠﻴﻚ ﺃﺣﻴﺎﻧًﺎ ﺍﺭﺗﺪﺍء ﺃﻗﻨﻌﺔ ﻣﺨﺘﻠﻔﺔ‪.‬‬

‫ﺇﻥﺍﻟﺨﻮﻑ ﻣﻦ ﺍﻟﺤﻜﻢ ﻋﻠﻴﻬﻢ ﺑﺎﻟﻀﻌﻒ ﺃﻭ ﺍﻟﺴﺬﺍﺟﺔ ﻳﻤﻨﻊ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ ﻣﻦ ﺍﻟﻌﻤﻞ ﻛﻤﻌﻄﻴﻦ ﻓﻲ ﺍﻟﻌﻤﻞ‪ .‬ﺍﻟﻌﺪﻳﺪ‬

‫ﻣﻦﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺤﻤﻠﻮﻥ ﻗﻴﻢ ﺍﻟﻌﻄﺎء ﻓﻲ ﺍﻟﺤﻴﺎﺓ ﻳﺨﺘﺎﺭﻭﻥ ﺍﻟﻤﻄﺎﺑﻘﺔ ﻛﺄﺳﻠﻮﺏ ﺃﺳﺎﺳﻲ ﻟﻠﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻓﻲ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﻳﺴﻌﻮﻥﺇﻰﻟ ﺗﺤﻘﻴﻖ‬

‫ﺗﻮﺍﺯﻥ ﻣﺘﺴﺎﻭٍ ﺑﻴﻦ ﺍﻷﺧﺬ ﻭﺍﻟﻌﻄﺎء‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﺃﻛﻤﻞ ﺍﻷﺷﺨﺎﺹ ﺍﺳﺘﻄﻼﻋًﺎ ﺣﻮﻝ ﻣﺎ ﺇﺫﺍ‬

‫ﻛﺎﻥﻧﻬﺠﻬﻢ ﺍﻻﻓﺘﺮﺍﺿﻲ ﻓﻲ ﻋﻼﻗﺎﺕ ﺍﻟﻌﻤﻞ ﻫﻮ ﺍﻟﻌﻄﺎء ﺃﻭ ﺍﻷﺧﺬ ﺃﻭ ﺍﻟﺘﻮﺍﻓﻖ‪ .‬ﻭﻭﺻﻒ ‪ 8%‬ﻓﻘﻂ ﺃﻧﻔﺴﻬﻢ ﺑﺄﻧﻬﻢ ﻣﻌﻄﺎءﻭﻥ؛‬

‫ﺃﻣﺎﺍﻟـ ‪ 92‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﺍﻷﺧﺮﻯ ﻓﻠﻢ ﻳﻜﻮﻧﻮﺍ ﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻠﻤﺴﺎﻫﻤﺔ ﺑﺄﻛﺜﺮ ﻣﻤﺎ ﺣﺼﻠﻮﺍ ﻋﻠﻴﻪ ﻓﻲ ﺍﻟﻌﻤﻞ‪ .‬ﻭﻓﻲ ﺩﺭﺍﺳﺔ ﺃﺧﺮﻯ‪،‬‬

‫ﻭﺟﺪﺕﺃﻧﻪ ﻓﻲ ﺍﻟﻤﻜﺘﺐ‪ ،‬ﻳﻔﻀﻞ ﺃﻛﺜﺮ ﻣﻦ ﺛﻼﺛﺔ ﺃﺿﻌﺎﻑ ﺍﻷﺷﺨﺎﺹ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﺘﻌﺎﻭﻧﻴﻦ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻤﻌﻄﺎءﻳﻦ‪.‬‬

‫ﻏﺎﻟﺒًﺎﻣﺎ ﻳﺸﻌﺮ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻔﻀﻠﻮﻥ ﺍﻟﻌﻄﺎء ﺃﻭ ﺍﻟﻤﻄﺎﺑﻘﺔ ﺍﻟﻀﻐﻂ ﻋﻰﻠ ﺍﻟﻤﻴﻞ ﻓﻲ ﺍﺗﺠﺎﻩ ﺍﻵﺧﺬﻋﻨﺪﻣﺎ ﻳﻨﻈﺮﻭﻥ ﺇﻰﻟﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻋﻰﻠ ﺃﻧﻪ‬

‫ﻣﺤﺼﻠﺘﻪ ﺻﻔﺮ‪ .‬ﺳﻮﺍء ﺃﻛﺎﻧﺖ ﺷﺮﻛﺔ ﺫﺍﺕ ﺃﻧﻈﻤﺔ ﺗﺼﻨﻴﻒ ﻗﺴﺮﻳﺔ‪ ،‬ﺃﻭ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‬

‫ﺗﺘﻨﺎﻓﺲﻟﻜﺴﺐ ﻧﻔﺲ ﺍﻟﻌﻤﻼء‪ ،‬ﺃﻭ ﻣﺪﺭﺳﺔ ﺫﺍﺕ ﻣﻨﺤﻨﻴﺎﺕ ﺗﺼﻨﻴﻒ ﻣﻄﻠﻮﺑﺔ ﻭﻃﻠﺐ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻌﺮﺽ ﻟﻠﻮﻇﺎﺉﻒ‬

‫ﺍﻟﻤﺮﻏﻮﺑﺔ‪،‬ﻓﻤﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺃﻥ ﻧﻔﺘﺮﺽ ﺃﻥ ﺍﻷﻗﺮﺍﻥ ﺳﻮﻑ ﻳﻤﻴﻠﻮﻥ ﺃﻛﺜﺮ ﻧﺤﻮ ﺍﻷﺧﺬ ﺑﺪﻻ ًﻣﻦ ﺍﻟﻌﻄﺎء ‪ .‬ﻳﻮﺿﺢ ﺩﻳﻞ ﻣﻴﻠﺮ‪ ،‬ﻋﺎﻟﻢﺍﻟﻨﻔﺲ ﻓﻲ ﺟﺎﻣﻌﺔ‬

‫ﺳﺘﺎﻧﻔﻮﺭﺩ‪" :‬ﻋﻨﺪﻣﺎ ﻳﺘﻮﻗﻌﻮﻥ ﺳﻠﻮﻙ ﺍﻟﻤﺼﻠﺤﺔ ﺍﻟﺬﺍﺗﻴﺔ ﻣﻦ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻳﺨﺸﻰ ﺍﻟﻨﺎﺱ ﻣﻦ ﺃﻥ ﻳﺘﻢ ﺍﺳﺘﻐﻼﻟﻬﻢﺇﺫﺍ ﻋﻤﻠﻮﺍ ﻣﺜﻞ ﺍﻟﻤﻌﻄﻴﻴﻦ‪ ،‬ﻟﺬﻟﻚ‬

‫ﻳﺴﺘﻨﺘﺠﻮﻥ ﺃﻥ " ﺍﺗﺒﺎﻉ ﺍﻟﺘﻮﺟﻪ ﺍﻟﺘﻨﺎﻓﺴﻲ ﻫﻮ ﺍﻟﺸﻲء ﺍﻟﻌﻘﻼﻧﻲ ﻭﺍﻟﻤﻨﺎﺳﺐ ﺍﻟﺬﻱﻳﺠﺐ ﺍﻟﻘﻴﺎﻡ ﺑﻪ ‪ ".‬ﺣﺘﻰ ﺃﻥ ﻫﻨﺎﻙ ﺃﺩﻟﺔ ﻋﻰﻠ ﺫﻟﻚ ﻓﻘﻂﺍﺭﺗﺪﺍء‬

‫ﺑﺪﻟﺔ ﻋﻤﻞ ﻭﻳﻜﻔﻲ ﺗﺤﻠﻴﻞ ﺣﺎﻟﺔ ﻛﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ‬

‫ﺑﺠﺎﻣﻌﺔﻫﺎﺭﻓﺎﺭﺩ ﻟﺘﻘﻠﻴﻞ ﺍﻻﻫﺘﻤﺎﻡ ﺍﻟﺬﻱ ﻳﻮﻟﻴﻪ ﺍﻟﻨﺎﺱ ﻟﻌﻼﻗﺎﺕ ﺍﻵﺧﺮﻳﻦ ﻭﻣﺼﺎﻟﺤﻬﻢ ﺑﺸﻜﻞ ﻛﺒﻴﺮ‪ .‬ﺍﻝﺍﻟﺨﻮﻑ ﻣﻦ ﺍﻻﺳﺘﻐﻼﻝﻣﻦ ﻗﺒﻞ ﺍﻟﻤﺘﻠﻘﻴﻦ‬

‫ﻳﻘﻮﻝ ﺭﻭﺑﺮﺕ ﻓﺮﺍﻧﻚ‪ ،‬ﺍﻟﺨﺒﻴﺮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﺟﺎﻣﻌﺔ ﻛﻮﺭﻧﻴﻞ‪" :‬ﺇﻥ ﺗﺸﺠﻴﻌﻨﺎ ﻋﻰﻠ ﺗﻮﻗﻊ ﺍﻷﺳﻮﺃﻓﻲ ﺍﻵﺧﺮﻳﻦ ﻳﺒﺮﺯ ﺃﺳﻮﺃ ﻣﺎ ﻓﻴﻨﺎ‪ :‬ﻓﺨﻮﻓﻨﺎ ﻣﻦ ﺩﻭﺭ‬

‫ﺍﻷﺣﻤﻖ‪ ،‬ﻳﺠﻌﻠﻨﺎ ﻧﻜﺮﻩ ﻓﻲ ﻛﺜﻴﺮ ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﺍﻻﻧﺘﺒﺎﻩ ﺇﻰﻟ ﻏﺮﺍﺉﺰﻧﺎ‬

‫ﺍﻟﻨﺒﻴﻠﺔ‪".‬‬

‫ﻳﻌﺘﺒﺮﺍﻟﻌﻄﺎء ﻣﺤﻔﻮﻓًﺎ ﺑﺎﻟﻤﺨﺎﻃﺮ ﺑﺸﻜﻞ ﺧﺎﺹ ﻋﻨﺪ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻵﺧﺬﻳﻦ‪ ،‬ﻭﻳﻌﺘﻘﺪ ﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﺃﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺻﺤﺎﺏﺭﺃﺱ ﺍﻟﻤﺎﻝ‬

‫ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﺍﻷﻛﺜﺮ ﻧﺠﺎﺣًﺎ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻳﻌﻤﻠﻮﻥ ﻣﺜﻞ ﺍﻵﺧﺬﻳﻦ ‪ -‬ﻓﻬﻢ ﻳﺼﺮﻭﻥ ﻋﻰﻠ ﺣﺼﺺ ﻛﺒﻴﺮﺓ‬

‫ﺑﺸﻜﻞﻏﻴﺮ ﻣﺘﻨﺎﺳﺐ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺉﺔ ﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﻳﻄﺎﻟﺒﻮﻥ ﺑﺎﺉﺘﻤﺎﻥ ﻏﻴﺮ ﻣﺴﺘﺤﻖ ﻋﻨﺪﻣﺎ ﺗﺜﺒﺖ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻬﻢﻧﺠﺎﺣﻬﺎ‪ .‬ﻫﻮﺭﻧﻴﻚ ﻋﺎﺯﻡ‬

‫ﻋﻰﻠ ﺗﻐﻴﻴﺮ ﻫﺬﻩ ﺍﻟﻤﻌﺎﻳﻴﺮ‪ .‬ﻋﻨﺪﻣﺎ ﺳﺄﻟﻪ ﺃﺣﺪ ﺍﻟﻤﺨﻄﻄﻴﻦ ﺍﻟﻤﺎﻟﻴﻴﻦ ﻋﻤﺎ ﻳﺮﻳﺪ ﺗﺤﻘﻴﻘﻪ‬

‫ﻓﻲﺍﻟﺤﻴﺎﺓ‪ ،‬ﻗﺎﻝ ﻫﻮﺭﻧﻴﻚ‪" :‬ﻗﺒﻞ ﻛﻞ ﺷﻲء‪ ،‬ﺃﺭﻳﺪ ﺃﻥ ﺃﺛﺒﺖ ﺃﻥ ﺍﻟﻨﺠﺎﺡ ﻻ ﻳﺠﺐ ﺃﻥ ﻳﺄﺗﻲ ﻋﻰﻠ ﺣﺴﺎﺏ ﺷﺨﺺ ﺁﺧﺮ‪".‬‬

‫ﻭﻓﻲﻣﺤﺎﻭﻟﺔ ﻹﺛﺒﺎﺕ ﺫﻟﻚ‪ ،‬ﻛﺴﺮ ﻫﻮﺭﻧﻴﻚ ﺍﺛﻨﺘﻴﻦ ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻘﻮﺍﻋﺪ ﺍﻟﻤﻘﺪﺳﺔ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ .‬ﻭﻓﻲ ﻋﺎﻡ‬
‫‪،2004‬ﺃﺻﺒﺢ ﺃﻭﻝ ﺭﺃﺳﻤﺎﻟﻲ ﻣﻐﺎﻣﺮ ﻳﺒﺪﺃ ﻣﺪﻭﻧﺔ‪ .‬ﻛﺎﻥ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﻋﺒﺎﺭﺓ ﻋﻦ ﺻﻨﺪﻭﻕ ﺃﺳﻮﺩ‪ ،‬ﻟﺬﺍ ﺩﻋﺎ ﻫﻮﺭﻧﻴﻚﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺇﻰﻟ‬

‫ﺍﻟﺪﺍﺧﻞ‪ .‬ﺑﺪﺃ ﻓﻲ ﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﻣﻔﺘﻮﺡ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻣﻤﺎ ﺳﺎﻋﺪ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻋﻰﻠﺗﺤﺴﻴﻦ ﻋﺮﻭﺿﻬﻢ ﻣﻦ ﺧﻼﻝ ﺍﻛﺘﺴﺎﺏ ﻓﻬﻢ‬

‫ﺃﻋﻤﻖ ﻟﻜﻴﻔﻴﺔ ﺗﻔﻜﻴﺮ ﺃﺻﺤﺎﺏ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ‪ .‬ﻭﻗﺪ ﺛﺒﻄﻪ ﺷﺮﻛﺎء ﻫﻮﺭﻧﻴﻚﻭﺍﻟﻤﺴﺘﺸﺎﺭ ﺍﻟﻌﺎﻡ ﻟﺸﺮﻛﺘﻪ ﻋﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ‪ .‬ﻟﻤﺎﺫﺍ ﻳﺮﻳﺪ ﺍﻟﻜﺸﻒ‬

‫ﻋﻦ ﺍﻷﺳﺮﺍﺭ ﺍﻟﺘﺠﺎﺭﻳﺔ؟ ﺇﺫﺍ ﻗﺮﺃ ﻣﺴﺘﺜﻤﺮﻭﻥ ﺁﺧﺮﻭﻥﻣﺪﻭﻧﺘﻪ‪ ،‬ﻓﻴﻤﻜﻨﻬﻢ ﺳﺮﻗﺔ ﺍﻷﻓﻜﺎﺭ ﺩﻭﻥ ﻣﺸﺎﺭﻛﺔ ﺃﻱ ﻣﻨﻬﺎ ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ .‬ﻳﻘﻮﻝ ﻫﻮﺭﻧﻴﻚ‪" :‬ﻓﻜﺮﺓ‬

‫ﺃﻥ ﻳﺘﺤﺪﺙ ﺻﺎﺣﺐ ﺭﺃﺱﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ ﻋﻤﺎ ﻛﺎﻥ ﻳﻔﻌﻠﻪ ﻛﺎﻧﺖ ﺗﻌﺘﺒﺮ ﻓﻜﺮﺓ ﺟﻨﻮﻧﻴﺔ‪" ".‬ﻟﻜﻨﻨﻲ ﺃﺭﺩﺕ ﺣﻘًﺎ ﺍﻟﺪﺧﻮﻝ ﻓﻲ ﻣﺤﺎﺩﺛﺔ ﻣﻊ ﻣﺠﻤﻮﻋﺔ‬

‫ﻭﺍﺳﻌﺔ‬
‫ﻣﻦﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﺗﻜﻮﻥ ﻣﻔﻴﺪﺓ ﻟﻬﻢ‪ .‬ﻭﻛﺎﻥ ﻣﻨﺘﻘﺪﻭﻩ ﻋﻰﻠ ﺣﻖ‪" :‬ﻟﻘﺪ ﺍﻧﺘﻬﻰ ﺍﻷﻣﺮ ﺑﺎﻟﻜﺜﻴﺮ ﻣﻦ ﺃﺻﺤﺎﺏ ﺭﺅﻭﺱ ﺍﻷﻣﻮﺍﻝ ﺍﻟﻤﻐﺎﻣﺮﻳﻦﺇﻰﻟ ﻗﺮﺍءﺗﻪ‪.‬‬

‫ﻋﻨﺪﻣﺎ ﺗﺤﺪﺛﺖ ﻋﻦ ﺷﺮﻛﺎﺕ ﻣﺤﺪﺩﺓ ﻛﻨﺖ ﻣﺘﺤﻤﺴًﺎ ﻟﻬﺎ‪ ،‬ﺃﺻﺒﺢ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﺼﻔﻘﺎﺕ ﺃﻛﺜﺮ ﺗﻨﺎﻓﺴﻴﺔ‪.‬ﻟﻜﻦ ﻫﺬﺍ ﻛﺎﻥ ﺍﻟﺜﻤﻦ ﺍﻟﺬﻱ ﻛﺎﻥ‬

‫ﻫﻮﺭﻧﻴﻚ ﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻟﺪﻓﻌﻪ‪ .‬ﻳﻘﻮﻝ‪" :‬ﻛﺎﻥ ﺗﺮﻛﻴﺰﻱ ﺑﺎﻟﻜﺎﻣﻞ ﻣﻨﺼﺒًﺎ ﻋﻰﻠ ﺧﻠﻖ‬

‫ﻗﻴﻤﺔﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ"‪ ،‬ﻭﻗﺪ ﺃﺷﺮﻑ ﻋﻰﻠ ﺍﻟﻤﺪﻭﻧﺔ ﻃﻮﺍﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﺜﻤﺎﻧﻲ ﺍﻟﻤﺎﺿﻴﺔ‪.‬‬

‫ﻛﺎﻧﺖﺍﻟﺨﻄﻮﺓ ﻏﻴﺮ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻟﻬﻮﺭﻧﻴﻚ ﻫﻲ ﻣﺎ ﺃﺷﻌﻠﻪ ﺇﺣﺒﺎﻃﻪ ﻣﻦ ﺍﻟﻤﺘﺤﺪﺛﻴﻦ ﺍﻟﻤﻤﻠﻴﻦ ﻓﻲ ﺍﻟﻤﺆﺗﻤﺮﺍﺕ‪ .‬ﻋﻨﺪﻣﺎﻛﺎﻥ ﻓﻲ ﺍﻟﻜﻠﻴﺔ‪ ،‬ﺗﻌﺎﻭﻥ ﻣﻊ‬

‫ﺃﺳﺘﺎﺫ ﻹﺩﺍﺭﺓ ﻣﻜﺘﺐ ﺍﻟﻤﺘﺤﺪﺛﻴﻦ ﺣﺘﻰ ﻳﺘﻤﻜﻦ ﻣﻦ ﺩﻋﻮﺓ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﺜﻴﺮﻳﻦ ﻟﻼﻫﺘﻤﺎﻡ‬

‫ﺇﻰﻟﺍﻟﺤﺮﻡ ﺍﻟﺠﺎﻣﻌﻲ‪ .‬ﺿﻤﺖ ﺍﻟﺘﺸﻜﻴﻠﺔ ﻣﺨﺘﺮﻉ ﻟﻌﺒﺔ ‪ ،Dragons & Dungeons‬ﻭﺑﻄﻞ ﺍﻟﻌﺎﻟﻢ ﻓﻲ ﺍﻟﻴﻮﻳﻮ‪ ،‬ﻭﺭﺳﺎﻡ‬

‫ﺍﻟﺮﺳﻮﻡﺍﻟﻤﺘﺤﺮﻛﺔ ﺍﻟﺬﻱ ﺍﺑﺘﻜﺮ ﺷﺨﺼﻴﺎﺕ ﺍﻟﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔ ‪ Coyote E. Wile‬ﻭ‪ Runner Road‬ﻟﺸﺮﻛﺔ ‪Bros‬‬

‫‪ Warner.‬ﻭﺑﺎﻟﻤﻘﺎﺭﻧﺔ‪ ،‬ﻟﻢ ﻳﻜﻦ ﺍﻟﻤﺘﺤﺪﺛﻮﻥ ﻓﻲ ﻣﺆﺗﻤﺮﺍﺕ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻛﺬﻟﻚ‪ .‬ﺭ ﻗﻴﺎﺱ‪ " .‬ﺍﻛﺘﺸﻔﺖﺃﻧﻨﻲ ﺗﻮﻗﻔﺖ ﻋﻦ‬

‫ﺍﻟﺪﺧﻮﻝ ﻟﻼﺳﺘﻤﺎﻉ ﺇﻰﻟ ﺍﻟﻤﺘﺤﺪﺛﻴﻦ‪ ،‬ﻭﻛﻨﺖ ﺃﻗﻀﻲ ﻛﻞ ﻭﻗﺘﻲ ﻓﻲ ﺍﻟﺪﺭﺩﺷﺔ ﻣﻊ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﺮﺩﻫﺔﺣﻮﻝ ﻣﺎ ﻳﻌﻤﻠﻮﻥ ﻋﻠﻴﻪ‪ .‬ﻛﺎﻧﺖ ﺍﻟﻘﻴﻤﺔ‬

‫ﺍﻟﺤﻘﻴﻘﻴﺔ ﻟﻬﺬﻩ ﺍﻷﺣﺪﺍﺙ ﻫﻲ ﺍﻟﻤﺤﺎﺩﺛﺎﺕ ﻭﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺇﻧﺸﺎﺅﻫﺎ ﺑﻴﻦ‬

‫ﺍﻟﻨﺎﺱ‪.‬ﻣﺎﺫﺍ ﻟﻮ ﻛﺎﻥ ﺍﻟﻤﺆﺗﻤﺮ ﻳﺪﻭﺭ ﺣﻮﻝ ﺍﻟﻤﺤﺎﺩﺛﺎﺕ ﻭﺍﻟﻌﻼﻗﺎﺕ ﻭﻟﻴﺲ ﺍﻟﻤﺤﺘﻮﻯ؟‬

‫ﻓﻲﻋﺎﻡ ‪ ، 2007‬ﺧﻄﻂ ﻫﻮﺭﻧﻴﻚ ﻟﻤﺆﺗﻤﺮﻩ ﺍﻟﺴﻨﻮﻱ ﺍﻷﻭﻝ‪ .‬ﻛﺎﻥ ﻳﻄﻠﻖ ﻋﻠﻴﻪ ﺍﺳﻢ "ﺍﻟﻠﻮﺑﻲ"‪ ،‬ﻭﻛﺎﻥ ﺍﻟﻬﺪﻑ ﻫﻮ ﺟﻤﻊ ﺭﻭﺍﺩﺍﻷﻋﻤﺎﻝ ﻣﻌًﺎ ﻟﺘﺒﺎﺩﻝ‬

‫ﺍﻷﻓﻜﺎﺭ ﺣﻮﻝ ﻭﺳﺎﺉﻞ ﺍﻹﻋﻼﻡ ﺍﻟﺠﺪﻳﺪﺓ‪ .‬ﻛﺎﻥ ﻫﻮﺭﻧﻴﻚ ﻳﻀﻊ ﺣﻮﺍﻟﻲ ‪ 400‬ﺃﻟﻒ ﺩﻭﻻﺭ ﻋﻰﻠ‬

‫ﺍﻟﻤﺤﻚ‪،‬ﻭﺣﺎﻭﻝ ﺍﻟﻨﺎﺱ ﺇﻗﻨﺎﻋﻪ ﺑﺎﻟﻌﺪﻭﻝ ﻋﻦ ﻫﺬﺍ ﺍﻷﻣﺮ‪ .‬ﻭﺣﺬﺭﻭﺍ ﻗﺎﺉﻠﻴﻦ‪" :‬ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺃﻥ ﺗﺪﻣﺮ ﺳﻤﻌﺔ ﺷﺮﻛﺘﻚ"‪ ،‬ﻣﻠﻤﺤﻴﻦﺇﻰﻟ ﺃﻧﻪ ﺇﺫﺍ ﻓﺸﻞ‬

‫ﺍﻟﻤﺆﺗﻤﺮ ﻓﺈﻥ ﻣﺴﻴﺮﺓ ﻫﻮﺭﻧﻴﻚ ﺍﻟﻤﻬﻨﻴﺔ ﻗﺪ ﺗﺪﻣﺮ‪ .‬ﻟﻜﻨﻪ ﻭﺍﺻﻞ ﺍﻟﻤﻀﻲ ﻗﺪﻣًﺎ‪ ،‬ﻭﻋﻨﺪﻣﺎ ﺣﺎﻥ ﻭﻗﺖﺇﺭﺳﺎﻝ ﺍﻟﺪﻋﻮﺍﺕ‪ ،‬ﻓﻌﻞ ﻫﻮﺭﻧﻴﻚ ﻣﺎ ﻻ ﻳﻤﻜﻦ‬

‫ﺗﺼﻮﺭﻩ‪ .‬ﻭﺩﻋﺎ ﺃﺻﺤﺎﺏ ﺭﺅﻭﺱ ﺍﻷﻣﻮﺍﻝ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﻨﺎﻓﺴﺔ‬

‫ﻟﺤﻀﻮﺭﺍﻟﻤﺆﺗﻤﺮ‪ .‬ﺍﻋﺘﻘﺪﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺯﻣﻼﺉﻪ ﺃﻧﻪ ﻓﻘﺪ ﻋﻘﻠﻪ‪" .‬ﻟﻤﺎﺫﺍ ﺗﺴﻤﺤﻮﻥ ﻷﺻﺤﺎﺏ ﺭﺅﻭﺱ ﺍﻷﻣﻮﺍﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺍﻵﺧﺮﻳﻦ‬

‫ﺑﺎﻟﺤﻀﻮﺭﺇﻰﻟ ﺍﻟﻤﺆﺗﻤﺮ؟" ﻟﻘﺪ ﺳﺄﻟﻮﺍ‪ .‬ﺇﺫﺍ ﺍﻟﺘﻘﻰ ﻫﻮﺭﻧﻴﻚ ﺑﺄﺣﺪ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺑﻔﻜﺮﺓ ﺟﺪﻳﺪﺓ ﻣﺜﻴﺮﺓ ﻟﻼﻫﺘﻤﺎﻡ ﻓﻲ ‪ ،Lobby The‬ﻓﺴﻴﻜﻮﻥ ﻟﻪ ﺩﻭﺭ‬

‫ﻛﺒﻴﺮ ﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻻﺳﺘﺜﻤﺎﺭ‪ .‬ﻟﻤﺎﺫﺍ ﻳﺮﻳﺪ ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﻣﻴﺰﺗﻪ ﻭﻣﺴﺎﻋﺪﺓ ﻣﻨﺎﻓﺴﻴﻪ ﻋﻰﻠ ﺇﻳﺠﺎﺩ ﺍﻟﻔﺮﺹ؟ﻭﻣﺮﺓ ﺃﺧﺮﻯ‪ ،‬ﺗﺠﺎﻫﻞ ﻫﻮﺭﻧﻴﻚ‬

‫ﺍﻟﺮﺍﻓﻀﻴﻦ‪" .‬ﺃﺭﻳﺪ ﺃﻥ ﺃﺧﻠﻖ ﺗﺠﺮﺑﺔ ﻳﺴﺘﻔﻴﺪ ﻣﻨﻬﺎ ﺍﻟﺠﻤﻴﻊ‪ ،‬ﻭﻟﻴﺲ ﺃﻧﺎ ﻓﻘﻂ"‪ .‬ﺃﺣﺪ‬

‫ﺃﺻﺤﺎﺏﺭﺅﻭﺱ ﺍﻷﻣﻮﺍﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺍﻟﻤﻨﺎﻓﺴﻴﻦ ﺍﻟﺬﻳﻦ ﺣﻀﺮﻭﺍ ﺃﻋﺠﺒﻬﻢ ﻫﺬﺍ ﺍﻟﺘﻨﺴﻴﻖ ﻛﺜﻴﺮًﺍ ﻟﺪﺭﺟﺔ ﺃﻧﻪ ﺃﻧﺸﺄ ﻣﺆﺗﻤﺮًﺍ ﺧﺎﺻًﺎﺑﻪ ﻋﻰﻠ ﻃﺮﺍﺯ ﺍﻟﻠﻮﺑﻲ‪،‬‬

‫ﻟﻜﻨﻪ ﻟﻢ ﻳﻘﻢ ﺑﺪﻋﻮﺓ ﻫﻮﺭﻧﻴﻚ ‪ -‬ﺃﻭ ﺃﻱ ﺃﺻﺤﺎﺏ ﺭﺅﻭﺱ ﺃﻣﻮﺍﻝ ﺁﺧﺮﻳﻦ‪ .‬ﺷﺮﻛﺎﺅﻩ ﻟﻦ ﻳﺴﻤﺤﻮﺍ ﻟﻪ‬

‫ﺑﺬﻟﻚ‪.‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺍﺳﺘﻤﺮ ﻫﻮﺭﻧﻴﻚ ﻓﻲ ﺩﻋﻮﺓ ﺃﺻﺤﺎﺏ ﺭﺅﻭﺱ ﺍﻷﻣﻮﺍﻝ ﺇﻰﻟ ﺍﻟﻠﻮﺑﻲ‪.‬‬

‫ﻳﺪﺭﻙﺩﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ ﺗﻜﺎﻟﻴﻒ ﺍﻟﻌﻤﻞ ﻛﻤُﻌ ﻄﻲ‪ " .‬ﺍﻟﺒﻌﺾ ﻳﻌﺘﻘﺪ ﺃﻧﻨﻲ ﻣﻮﻫﻮﻣﺔ‪ .‬ﻭﻳﻘﻮﻝ‪" :‬ﺇﻧﻬﻢ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻥ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲﺗﺤﻘﻖ ﺑﻬﺎ ﺍﻟﻨﺠﺎﺡ ﻫﻲ‬

‫ﺃﻥ ﺗﻜﻮﻥ ﻣﺘﻘﺒﻼً"‪ .‬ﺇﺫﺍ ﻛﺎﻥ ﺃﻛﺜﺮ ﻣﻴﻼً ﺇﻰﻟ ﺍﻟﺘﻠﻘﻲ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻧﻪ ﻟﻦ ﻳﻘﺒﻞ ﺍﻟﻌﺮﻭﺽ‬

‫ﺍﻟﺘﺮﻭﻳﺠﻴﺔﻏﻴﺮ ﺍﻟﻤﺮﻏﻮﺏ ﻓﻴﻬﺎ‪ ،‬ﺃﻭ ﻳﺮﺩ ﺷﺨﺼﻴﺎ ًﻋﻰﻠ ﺭﺳﺎﺉﻞ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ ،‬ﺃﻭ ﻳﺸﺎﺭﻙ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻊ ﺍﻟﻤﻨﺎﻓﺴﻴﻦ ﻋﻰﻠﻣﺪﻭﻧﺘﻪ‪ ،‬ﺃﻭ ﻳﺪﻋﻮ‬

‫ﻣﻨﺎﻓﺴﻴﻪ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﺆﺗﻤﺮ ‪ Lobby .The‬ﻛﺎﻥ ﺳﻴﺤﻤﻲ ﻭﻗﺘﻪ‪ ،‬ﻭﻳﺤﺮﺱ ﻣﻌﺮﻓﺘﻪ‪ ،‬ﻭﻳﺴﺘﻔﻴﺪ ﻣﻦﻋﻼﻗﺎﺗﻪ ﺑﻌﻨﺎﻳﺔ ﺃﻛﺒﺮ‪ .‬ﻭﻟﻮ ﻛﺎﻥ ﺃﻛﺜﺮ ﺗﻮﺍﻓﻘًﺎ‪،‬‬

‫ﻟﻜﺎﻥ ﻗﺪ ﻃﻠﺐ ﻣﻘﺎﻳﻀﺔ ﻣﻊ ﺻﺎﺣﺐ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ ﺍﻟﺬﻱ ﺣﻀﺮ " ﺍﻟﻠﻮﺑﻲ" ﻟﻜﻨﻪ ﻟﻢ ﻳﻘﻢ ﺑﺪﻋﻮﺓ ﻫﻮﺭﻧﻴﻚ ﺇﻰﻟ ﻣﺆﺗﻤﺮﻩ ﺍﻟﺨﺎﺹ‪ .‬ﻟﻜﻦ‬

‫ﻫﻮﺭﻧﻴﻚ ﻳﻮﻟﻲ ﺍﻫﺘﻤﺎﻣًﺎ ﺃﻛﺒﺮ ﻟﻤﺎ ﻳﺤﺘﺎﺟﻪ ﺍﻵﺧﺮﻭﻥ ﻣﻦ‬

‫ﺍﻫﺘﻤﺎﻣﻪﺑﻤﺎ ﻳﺤﺼﻞ ﻋﻠﻴﻪ ﻣﻨﻬﻢ‪ .‬ﻟﻘﺪ ﺣﻘﻖ ﻫﻮﺭﻧﻴﻚ ﻧﺠﺎﺣًﺎ ﻛﺒﻴﺮًﺍ ﻛﺼﺎﺣﺐ ﺭﺃﺳﻤﺎﻝ ﻣﻐﺎﻣﺮ ﺑﻴﻨﻤﺎ ﻛﺎﻥ ﻳﻌﻴﺶ ﻭﻓﻘًﺎ ﻟﻘﻴﻤﻪ‪،‬ﻭﻳﺤﻈﻰ ﺑﺎﺣﺘﺮﺍﻡ‬
‫ﻭﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﻟﻜﺮﻣﻪ‪ .‬ﻳﻘﻮﻝ ﻫﻮﺭﻧﻴﻚ‪" :‬ﺇﻧﻪ ﻓﻮﺯ ﻣﺮﺑﺢ ﻟﻠﺠﺎﻧﺒﻴﻦ‪" ".‬ﻳﺠﺐ ﺃﻥ ﺃﻗﻮﻡ ﺑﺨﻠﻖ ﺑﻴﺉﺔ ﺣﻴﺚﻳﻤﻜﻦ ﻟﻶﺧﺮﻳﻦ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﺼﻔﻘﺎﺕ‬

‫ﻭﺑﻨﺎء ﺍﻟﻌﻼﻗﺎﺕ‪ ،‬ﻭﺃﻧﺎ ﺃﻋﻴﺶ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺍﻟﺬﻱ ﺃﺭﻳﺪ ﺃﻥ ﺃﻋﻴﺶ ﻓﻴﻪ"‪ .‬ﻭﺗﺆﻛﺪﺧﺒﺮﺗﻪ ﺃﻥ ﺍﻟﻌﻄﺎء ﻟﻴﺲ ﻣﺤﻔﻮﻓًﺎ ﺑﺎﻟﻤﺨﺎﻃﺮ ﻋﻰﻠ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻤﻬﻨﻲ‬

‫ﻓﺤﺴﺐ؛ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺃﻳﻀًﺎ ﻣﺠﺰﻳًﺎ ﻋﻰﻠ‬

‫ﺍﻟﻤﺴﺘﻮﻯﺍﻟﻤﻬﻨﻲ‪.‬‬

‫—‬

‫ﺇﻥﻓﻬﻢ ﻣﺎ ﻳﺠﻌﻞ ﺍﻟﻌﻄﺎء ﻗﻮﻳًﺎ ﻭﺧﻄﻴﺮًﺍ ﻫﻮ ﻣﺤﻮﺭ ﺍﻫﺘﻤﺎﻣﻨﺎﺃﻋﻂ ﻭﺧﺬ‪ .‬ﺍﻝ‬

‫ﻳﻜﺸﻒﺍﻟﻘﺴﻢ ﺍﻷﻭﻝ ﻋﻦ ﻣﺒﺎﺩﺉ ﻧﺠﺎﺡ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ ،‬ﻭﻳﺴﻠﻂ ﺍﻟﻀﻮء ﻋﻰﻠ ﻛﻴﻔﻴﺔ ﻭﺳﺒﺐ ﺻﻌﻮﺩ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺇﻰﻟ ﺍﻟﻘﻤﺔ‪ .‬ﺳﺄﻭﺿﺢﻟﻚ ﻛﻴﻒ ﺃﻥ‬

‫ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﻨﺎﺟﺤﻴﻦ ﻟﺪﻳﻬﻢ ﺃﺳﺎﻟﻴﺐ ﻓﺮﻳﺪﺓ ﻟﻠﺘﻔﺎﻋﻼﺕ ﻓﻲ ﺃﺭﺑﻌﺔ ﻣﺠﺎﻻﺕ ﺭﺉﻴﺴﻴﺔ‪ :‬ﺍﻟﺘﻮﺍﺻﻞ ﻭﺍﻟﺘﻌﺎﻭﻥﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﺘﺄﺛﻴﺮ‪ .‬ﻧﻈﺮﺓ ﻓﺎﺣﺼﺔ ﻋﻰﻠ‬

‫ﺍﻟﺸﺒﻜﺎﺕ ﺗﺴﻠﻂ ﺍﻟﻀﻮء ﻋﻰﻠ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺠﺪﻳﺪﺓ ﻟﺘﻄﻮﻳﺮ ﺍﻻﺗﺼﺎﻻﺕ ﻣﻊﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺠﺪﻳﺪﺓ ﻭﺗﻌﺰﻳﺰ ﺍﻟﻌﻼﻗﺎﺕ ﻣﻊ ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ‬

‫ﺍﻟﻘﺪﻳﻤﺔ‪ .‬ﻳﻜﺸﻒ ﻓﺤﺺ ﺍﻟﺘﻌﺎﻭﻥ ﻣﺎ ﻳﻠﺰﻡ ﻟﻠﻌﻤﻞ ﺑﺸﻜﻞﻣﻨﺘﺞ ﻣﻊ ﺍﻟﺰﻣﻼء ﻭﻛﺴﺐ ﺍﺣﺘﺮﺍﻣﻬﻢ‪ .‬ﺇﻥ ﺍﺳﺘﻜﺸﺎﻑ ﻛﻴﻔﻴﺔ ﺗﻘﻴﻴﻤﻨﺎ ﻟﻶﺧﺮﻳﻦ ﻳﻘﺪﻡ‬

‫ﺗﻘﻨﻴﺎﺕ ﻏﻴﺮ ﺑﺪﻳﻬﻴﺔ ﻟﻠﺤﻜﻢ ﻋﻰﻠﺍﻟﻤﻮﺍﻫﺐ ﻭﺗﻄﻮﻳﺮﻫﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺃﻓﻀﻞ ﺍﻟﻨﺘﺎﺉﺞ ﻣﻦ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﻳﺴﻠﻂ ﺗﺤﻠﻴﻞ ﺍﻟﺘﺄﺛﻴﺮ ﺍﻟﻀﻮء ﻋﻰﻠ‬

‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕﺟﺪﻳﺪﺓ ﻟﻠﻌﺮﺽ ﻭﺍﻟﺒﻴﻊ ﻭﺍﻹﻗﻨﺎﻉ ﻭﺍﻟﺘﻔﺎﻭﺽ‪ ،‬ﻛﻞ ﺫﻟﻚ ﺑﺮﻭﺡ ﺇﻗﻨﺎﻉ ﺍﻵﺧﺮﻳﻦ ﺑﺪﻋﻢ ﺃﻓﻜﺎﺭﻧﺎ ﻭﻣﺼﺎﻟﺤﻨﺎ‪ .‬ﻋﺒﺮ ﻫﺬﻩﺍﻟﻤﺠﺎﻻﺕ ﺍﻷﺭﺑﻌﺔ‪،‬‬

‫ﺳﺘﺮﻯ ﻣﺎ ﻳﻔﻌﻠﻪ ﻣﻘﺪﻣﻮ ﺍﻟﻌﻄﺎء ﺍﻟﻨﺎﺟﺤﻮﻥ ﺑﺸﻜﻞ ﻣﺨﺘﻠﻒ‪ ،‬ﻭﻣﺎ ﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺃﻥ ﻳﺘﻌﻠﻤﻪ ﻣﻘﺪﻣﻮ ﺍﻟﻌﻄﺎءﺍﺕﻭﺍﻟﻤﻨﺎﻓﺴﻮﻥ ﻣﻦ ﻧﻬﺠﻬﻢ‪ .‬ﻋﻰﻠ ﻃﻮﻝ‬

‫ﺍﻟﻄﺮﻳﻖ‪ ،‬ﺳﻮﻑ ﺗﻜﺘﺸﻒ ﻛﻴﻒ ﻗﺎﻡ ﺃﻓﻀﻞ ﻣﺴﻮﻕ ﺷﺒﻜﻲ ﻓﻲ ﺃﻣﺮﻳﻜﺎ ﺑﺘﻄﻮﻳﺮﻋﻼﻗﺎﺗﻪ‪ ،‬ﻭﻟﻤﺎﺫﺍ ﻳﻜﺪﺡ ﺍﻟﻌﺒﻘﺮﻱ ﻭﺭﺍء ﺃﺣﺪ ﺃﻛﺜﺮ ﺍﻟﺒﺮﺍﻣﺞ ﻧﺠﺎﺣًﺎ ﻓﻲ‬

‫ﺗﺎﺭﻳﺦ ﺍﻟﺘﻠﻔﺰﻳﻮﻥ ﻟﺴﻨﻮﺍﺕ ﺩﻭﻥ ﺍﻟﻜﺸﻒ ﻋﻦ ﻫﻮﻳﺘﻪ‪،‬ﻭﻛﻴﻒ ﺃﻥ ﻣﺪﻳﺮًﺍ ﺗﻨﻔﻴﺬﻳًﺎ ﻟﻜﺮﺓ ﺍﻟﺴﻠﺔ ﻛﺎﻥ ﻣﺴﺆﻭﻻً ﻋﻦ ﺑﻌﺾ ﺃﺳﻮﺃ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻓﻼﺱ ﻓﻲ‬

‫ﺍﻟﺘﺎﺭﻳﺦ‪ .‬ﻗﻠﺒﺖ ﺍﻷﻣﻮﺭ‬

‫ﺭﺃﺳًﺎﻋﻰﻠ ﻋﻘﺐ‪ ،‬ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻤﺤﺎﻣﻲ ﺍﻟﺬﻱ ﻳﺘﻌﺜﺮ ﻓﻲ ﻛﻠﻤﺎﺗﻪ ﻳﻤﻜﻨﻪ ﺍﻟﺘﻐﻠﺐ ﻋﻰﻠ ﺍﻟﻤﺤﺎﻣﻲ ﺍﻟﺬﻱ ﻳﺘﺤﺪﺙ ﺑﺜﻘﺔ‪،‬‬

‫ﻭﻛﻴﻒﻳﻤﻜﻨﻚ ﺍﻛﺘﺸﺎﻑ ﺍﻟﻤﻌﺘﺪﻱ ﺑﻤﺠﺮﺩ ﺍﻟﻨﻈﺮ ﺇﻰﻟ ﺍﻟﻤﻠﻒ ﺍﻟﺸﺨﺼﻲ ﻋﻰﻠ ﻓﻴﺴﺒﻮﻙ‪.‬‬

‫ﻭﻓﻲﺍﻟﺠﺰء ﺍﻟﺜﺎﻧﻲ ﻣﻦ ﺍﻟﻜﺘﺎﺏ‪ ،‬ﻳﺘﺤﻮﻝ ﺍﻟﺘﺮﻛﻴﺰ ﻣﻦ ﻓﻮﺍﺉﺪ ﺍﻟﻌﻄﺎء ﺇﻰﻟ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﻭﻛﻴﻒ ﻳﻤﻜﻦ ﺇﺩﺍﺭﺗﻬﺎ‪ .‬ﺳﺄﺗﻔﺤﺺ ﻛﻴﻒﻳﺤﻤﻲ ﺍﻟﻤﺎﻧﺤﻮﻥ‬

‫ﺃﻧﻔﺴﻬﻢ ﻣﻦ ﺍﻹﺭﻫﺎﻕ ﻭﻳﺘﺠﻨﺒﻮﻥ ﺃﻥ ﻳﺼﺒﺤﻮﺍ ﺳﻬﻠﻴﻦ ﻭﻣﻤﺎﺳﺤﻴﻦ ﻟﻸﺑﻮﺍﺏ‪ .‬ﺳﻮﻑ ﺗﻜﺘﺸﻒ ﻛﻴﻒ‬

‫ﻗﺎﻣﺖﻣﻌﻠﻤﺔ ﺑﺘﻘﻠﻴﻞ ﺇﺭﻫﺎﻗﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻄﺎء ﺃﻛﺜﺮ ﻭﻟﻴﺲ ﺃﻗﻞ‪ ،‬ﻭﻛﻴﻒ ﻛﺴﺐ ﺍﻟﻤﻠﻴﺎﺭﺩﻳﺮ ﺍﻟﻤﺎﻝ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺒﺮﻉ ﺑﻪ‪ ،‬ﻭﺍﻟﻌﺪﺩﺍﻟﻤﺜﺎﻟﻲ‬

‫ﻟﺴﺎﻋﺎﺕ ﺍﻟﺘﻄﻮﻉ ﺇﺫﺍ ﻛﻨﺖ ﺗﺮﻳﺪ ﺃﻥ ﺗﺼﺒﺢ ﺃﻛﺜﺮ ﺳﻌﺎﺩﺓ ﻭﺗﻌﻴﺶ ﻟﻔﺘﺮﺓ ﺃﻃﻮﻝ‪ .‬ﺳﺘﺮﻯ ﻟﻤﺎﺫﺍ ﺃﺑﻄﺄ ﺗﻘﺪﻳﻢ ﺍﻟﻤﺸﻮﺭﺓﻷﺣﺪ ﺍﻟﻤﺴﺘﺸﺎﺭﻳﻦ ﺇﻰﻟ ﺍﻟﺸﺮﻳﻚ‬

‫ﻭﻟﻜﻨﻪ ﺃﺩﻯ ﺇﻰﻟ ﺗﺴﺮﻳﻊ ﻣﺴﺎﺭ ﺁﺧﺮ‪ ،‬ﻭﻟﻤﺎﺫﺍ ﻧﺨﻄﺊ ﻓﻲ ﺍﻟﺤﻜﻢ ﻋﻰﻠ ﻣﻦ ﻫﻮ‬

‫ﺍﻟﻤﺎﻧﺢﻭﻣﻦ ﺍﻟﺬﻱ ﻳﺄﺧﺬ‪ ،‬ﻭﻛﻴﻒ ﻳﺤﻤﻲ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﻧﻔﺴﻬﻢ ﻋﻰﻠ ﻃﺎﻭﻟﺔ ﺍﻟﻤﻔﺎﻭﺿﺎﺕ‪ .‬ﺳﺘﻜﺘﺴﺐ ﺃﻳﻀًﺎ ﻣﻌﺮﻓﺔ ﺣﻮﻝ ﻛﻴﻔﻴﺔ‬

‫ﺗﺠﻨﺐﺍﻟﻤﺎﻧﺤﻴﻦ ﺃﺳﻔﻞ ﺳﻠﻢ ﺍﻟﻨﺠﺎﺡ ﻭﺍﻻﺭﺗﻘﺎء ﺇﻰﻟ ﺍﻟﻘﻤﺔ ﻋﻦ ﻃﺮﻳﻖ ﺇﺑﻌﺎﺩ ﺍﻵﺧﺮﻳﻦ ﻋﻦ ﺍﻷﺧﺬ ﻭﺍﻻﺗﺠﺎﻩ ﻧﺤﻮ ﺍﻟﻌﻄﺎء‪ .‬ﺳﺘﺘﻌﺮﻑﻋﻰﻠ ﻧﺸﺎﻁ ﻣﺪﺗﻪ‬

‫ﺗﺴﻌﻮﻥ ﺩﻗﻴﻘﺔ ﻳﻄﻠﻖ ﺍﻟﻌﻨﺎﻥ ﻟﻠﻌﻄﺎء ﺑﻄﺮﻕ ﺭﺍﺉﻌﺔ‪ ،‬ﻭﺳﺘﻜﺘﺸﻒ ﻟﻤﺎﺫﺍ ﻳﺘﺒﺮﻉ ﺍﻟﻨﺎﺱ ﺑﺎﻷﺷﻴﺎءﻣﺠﺎﻧًﺎ ﺣﺘﻰ ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺑﻴﻌﻬﺎ ﺑﺴﻬﻮﻟﺔ ﻟﺘﺤﻘﻴﻖ‬

‫ﺭﺑﺢ ﻋﻰﻠ ﻣﻮﻗﻊ ‪ ،Craigslist‬ﻭﻟﻤﺎﺫﺍ ﻳﺘﺤﺴﻦ ﺑﻌﺾ ﺃﻃﺒﺎء‬

‫ﺍﻷﺷﻌﺔﺑﻴﻨﻤﺎ ﻳﺴﻮء ﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ‪ .‬ﻭﻟﻤﺎﺫﺍ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﺳﻮﺑﺮﻣﺎﻥ ﻳﺠﻌﻞ ﺍﻟﻨﺎﺱ ﺃﻗﻞ ﻋﺮﺿﺔ ﻟﻠﺘﻄﻮﻉ‪ ،‬ﻭﻟﻤﺎﺫﺍ ﻣﻦ ﺍﻟﻤﺮﺟﺢ‬

‫ﺑﺸﻜﻞﻏﻴﺮ ﻋﺎﺩﻱ ﺃﻥ ﻳﺼﺒﺢ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺤﻤﻠﻮﻥ ﺍﺳﻢ ﺩﻳﻨﻴﺲ ﺃﻃﺒﺎء ﺃﺳﻨﺎﻥ‪.‬‬

‫ﺑﺤﻠﻮﻝﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺗﻨﺘﻬﻲ ﻓﻴﻪ ﻣﻦ ﻗﺮﺍءﺓ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ‪ ،‬ﺭﺑﻤﺎ ﺗﻜﻮﻥ ﻗﺪ ﺃﻋﺎﺩﺕ ﺍﻟﻨﻈﺮ ﻓﻲ ﺑﻌﺾ ﺍﻓﺘﺮﺍﺿﺎﺗﻚ ﺍﻷﺳﺎﺳﻴﺔﺣﻮﻝ ﺍﻟﻨﺠﺎﺡ‪ .‬ﺇﺫﺍ ﻛﻨﺖ‬

‫ﻣﻌﻄﺎءًﺍ ﻭﻣﻀﺤﻴًﺎ‪ ،‬ﻓﺴﺘﺠﺪ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﻓﻜﺎﺭ ﻟﻠﺼﻌﻮﺩ ﻣﻦ ﺃﺳﻔﻞ ﺇﻰﻟ ﺃﻋﻰﻠ ﺳﻠﻢ‬

‫ﺍﻟﻨﺠﺎﺡ‪.‬ﺇﺫﺍ ﻛﻨﺖ ﺗﺆﻳﺪ ﻗﻴﻢ ﺍﻟﻌﻄﺎء ﻭﻟﻜﻨﻚ ﺗﺘﺼﺮﻑ ﻣﺜﻞ ﺍﻟﺸﺨﺺ ﺍﻟﻤﻨﺎﺳﺐ ﻓﻲ ﺍﻟﻌﻤﻞ‪ ،‬ﻓﻘﺪ ﺗﺘﻔﺎﺟﺄ ﺑﺴﺮﻭﺭ ﺑﺜﺮﻭﺓ ﻣﻦ‬

‫ﺍﻟﻔﺮﺹﻟﻠﺘﻌﺒﻴﺮ ﻋﻦ ﻗﻴﻤﻚ ﻭﺇﻳﺠﺎﺩ ﻣﻌﻨﻰ ﻟﻤﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ ﺩﻭﻥ ﺍﻟﻤﺴﺎﺱ ﺑﻨﺠﺎﺣﻚ‪ .‬ﺑﺪﻻ ًﻣﻦ ﺍﺳﺘﻬﺪﺍﻑ ﺍﻟﻨﺠﺎﺡ ﺃﻭﻻ ً ﺛﻢﺍﻟﻌﻄﺎء ﻻﺣﻘﺎً‪ ،‬ﻗﺪ‬

‫ﺗﻘﺮﺭ ﺃﻥ ﺍﻟﻌﻄﺎء ﺃﻭﻻً ﻫﻮ ﻃﺮﻳﻖ ﻭﺍﻋﺪ ﻟﻠﻨﺠﺎﺡ ﻻﺣﻘﺎً‪ .‬ﻭﺇﺫﺍ ﻛﻨﺖ ﺗﻤﻴﻞ ﺣﺎﻟﻴًﺎ ﻧﺤﻮ ﺍﻷﺧﺬ‪ ،‬ﻓﻘﺪ ﺗﻤﻴﻞ ﺇﻰﻟﺍﻟﺘﺤﻮﻝ ﻓﻲ ﺍﺗﺠﺎﻩ ﺍﻟﻤﺎﻧﺢ‪ ،‬ﺳﻌﻴًﺎ ﺇﻰﻟ ﺇﺗﻘﺎﻥ‬
‫ﻣﻬﺎﺭﺍﺕ ﻫﺬﺍ ﺍﻟﺼﻨﻒ ﺍﻟﻤﺘﻨﺎﻣﻲ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺤﻘﻘﻮﻥ ﺍﻟﻨﺠﺎﺡ‬

‫ﻣﻦﺧﻼﻝ ﺍﻟﻤﺴﺎﻫﻤﺔ ﻓﻲ ﺍﻵﺧﺮﻳﻦ‪.‬‬

‫ﻭﻟﻜﻦﺇﺫﺍ ﻗﻤﺖ ﺑﺬﻟﻚ ﻓﻘﻂ ﻣﻦ ﺃﺟﻞ ﺍﻟﻨﺠﺎﺡ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻻ ﻳﻨﺠﺢ‪.‬‬

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‫ﺍﻟﻄﺎﻭﻭﺱﻭﺍﻟﺒﺎﻧﺪﺍ‬

‫ﻛﻴﻒﻳﺒﻨﻲ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﺷﺒﻜﺎﺗﻬﻢ‬

‫ﻳﺠﺐﻋﻰﻠ ﻛﻞ ﺇﻧﺴﺎﻥ ﺃﻥ ﻳﻘﺮﺭ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺳﻴﺴﻴﺮ ﻓﻲ ﺿﻮء ﺍﻹﻳﺜﺎﺭ ﺍﻟﺨﻼﻕ ﺃﻭ ﻓﻲ ﻇﻼﻡ‬
‫ﺍﻷﻧﺎﻧﻴﺔﺍﻟﻤﺪﻣﺮﺓ‪.‬‬
‫‪-‬ﻣﺎﺭﺗﻦ ﻟﻮﺛﺮ ﻛﻴﻨﻎ ﺟﻮﻧﻴﻮﺭ‪ ،‬ﺯﻋﻴﻢ ﺍﻟﺤﻘﻮﻕ ﺍﻟﻤﺪﻧﻴﺔ ﻭﺍﻟﺤﺎﺉﺰ ﻋﻰﻠ ﺟﺎﺉﺰﺓ ﻧﻮﺑﻞ ﻟﻠﺴﻼﻡ‬

‫ﻗﺒﻞﻋﺪﺓ ﻋﻘﻮﺩ ﻣﻀﺖ‪ ،‬ﻋﺎﺵ ﺍﻟﺮﺟﻞ ﺍﻟﺬﻱ ﺑﺪﺃ ﺣﻴﺎﺗﻪ ﻓﻲ ﺍﻟﻔﻘﺮ ﺍﻟﺤﻠﻢ ﺍﻷﻣﺮﻳﻜﻲ‪ .‬ﻟﻘﺪ ﺟﺎء ﻣﻦ ﺑﺪﺍﻳﺎﺕ ﻣﺘﻮﺍﺿﻌﺔ‪ ،‬ﺣﻴﺚ ﻧﺸﺄﻓﻲ ﺑﻠﺪﺍﺕ ﺯﺭﺍﻋﻴﺔ‬

‫ﻓﻲ ﻭﻻﻳﺔ ﻣﻴﺴﻮﺭﻱ ﺑﺪﻭﻥ ﺳﺒﺎﻛﺔ ﺩﺍﺧﻠﻴﺔ‪ .‬ﻭﻟﻠﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺇﻋﺎﻟﺔ ﺃﺳﺮﺗﻪ‪ ،‬ﻋﻤﻞ ﺍﻟﺸﺎﺏ ﻟﺴﺎﻋﺎﺕ ﻃﻮﻳﻠﺔﻓﻲ ﺍﻟﻤﺰﺍﺭﻉ ﻭﻃﺮﻕ ﺍﻟﻮﺭﻕ‪ .‬ﺍﻟﺘﺤﻖ‬

‫ﺑﺎﻟﺠﺎﻣﻌﺔ ﻓﻲ ﺟﺎﻣﻌﺔ ﻣﻴﺴﻮﺭﻱ‪ ،‬ﻭﺗﺨﺮﺝ ﻣﻦ ﻓﺎﻱ ﺑﻴﺘﺎ ﻛﺎﺑﺎ‪ ،‬ﻭﺃﻛﻤﻞ ﺩﺭﺟﺔ ﺍﻟﻤﺎﺟﺴﺘﻴﺮﺛﻢ ﺍﻟﺪﻛﺘﻮﺭﺍﻩ ﻓﻲ ﺍﻻﻗﺘﺼﺎﺩ‪ .‬ﻭﺍﺻﻞ ﺣﻴﺎﺓ ﺍﻟﺨﺪﻣﺔ ﺍﻟﻌﺎﻣﺔ‪،‬‬

‫ﻭﺍﻟﺘﺤﻖ ﺑﺎﻟﺒﺤﺮﻳﺔ ﺛﻢ ﺧﺪﻡ ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺩﻭﺍﺭ‬

‫ﺍﻟﻤﻬﻤﺔﻓﻲ ﺣﻜﻮﻣﺔ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ ،‬ﻭﺣﺼﻞ ﻋﻰﻠ ﻭﺳﺎﻡ ﺍﻟﺜﻨﺎء ﺍﻟﺒﺤﺮﻱ ﻭﻣﻴﺪﺍﻟﻴﺔ ﺧﺪﻣﺔ ﺍﻟﺪﻓﺎﻉ ﺍﻟﻮﻃﻨﻲ‪ .‬ﻭﻣﻦ ﻫﻨﺎﻙ‪ ،‬ﻗﺎﻡﺑﺒﻨﺎء ﺷﺮﻛﺘﻪ‬

‫ﺍﻟﺨﺎﺻﺔ‪ ،‬ﺣﻴﺚ ﻛﺎﻥ ﺭﺉﻴﺴًﺎ ﻭﻣﺪﻳﺮًﺍ ﺗﻨﻔﻴﺬﻳًﺎ ﻟﻤﺪﺓ ﺧﻤﺴﺔ ﻋﺸﺮ ﻋﺎﻣًﺎ‪ .‬ﻭﺑﺤﻠﻮﻝ ﻭﻗﺖ ﺗﻨﺤﻴﻪ‪ ،‬ﻛﺎﻧﺖ ﻗﻴﻤﺔ ﺷﺮﻛﺘﻪﺗﺒﻠﻎ ‪ 110‬ﻣﻠﻴﺎﺭﺍﺕ ﺩﻭﻻﺭ‪،‬‬

‫ﻭﻳﻌﻤﻞ ﺑﻬﺎ ﺃﻛﺜﺮ ﻣﻦ ﻋﺸﺮﻳﻦ ﺃﻟﻒ ﻣﻮﻇﻒ ﻓﻲ ﺃﺭﺑﻌﻴﻦ ﺩﻭﻟﺔ ﺣﻮﻝ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻟﻤﺪﺓ ﺧﻤﺲ ﺳﻨﻮﺍﺕﻣﺘﺘﺎﻟﻴﺔ‪،‬ﺣﻆ ﺃﻃﻠﻖ ﻋﻰﻠ ﺷﺮﻛﺘﻪ ﻟﻘﺐ "ﺍﻟﺸﺮﻛﺔ‬

‫ﺍﻷﻣﺮﻳﻜﻴﺔ ﺍﻷﻛﺜﺮ ﺍﺑﺘﻜﺎﺭًﺍ" ﻭﻭﺍﺣﺪﺓ ﻣﻦ ﺃﻓﻀﻞ ﺧﻤﺴﺔ ﻭﻋﺸﺮﻳﻦ‬

‫ﻣﻜﺎﻧًﺎﻟﻠﻌﻤﻞ ﻓﻲ ﺍﻟﺒﻼﺩ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺳُﺉﻞ ﻋﻦ ﻧﺠﺎﺣﻪ‪ ،‬ﺃﻗﺮ ﺑﺄﻫﻤﻴﺔ "ﺍﻻﺣﺘﺮﺍﻡ‪ . . ".‬ﺍﻟﻘﺎﻋﺪﺓ ﺍﻟﺬﻫﺒﻴﺔ ‪ . . .‬ﺍﻟﻨﺰﺍﻫﺔ ﺍﻟﻤﻄﻠﻘﺔ‪ . . .‬ﻳﻌﻠﻢﺍﻟﺠﻤﻴﻊ ﺃﻧﻨﻲ‬

‫ﺷﺨﺼﻴﺎً ﺃﻣﺘﻠﻚ ﻗﻮﺍﻋﺪ ﺳﻠﻮﻙ ﺷﺨﺼﻴﺔ ﺻﺎﺭﻣﺔ ﻟﻠﻐﺎﻳﺔ ﻭﺃﻋﻴﺶ ﺑﻤﻮﺟﺒﻬﺎ‪ .‬ﺃﻧﺸﺄ ﻣﺆﺳﺴﺔ ﻋﺎﺉﻠﻴﺔ ﺧﻴﺮﻳﺔ‪،‬ﻭﺗﺒﺮﻉ ﺑﺄﻛﺜﺮ ﻣﻦ ‪ 2.5‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‬

‫ﻷﻛﺜﺮ ﻣﻦ ‪ 250‬ﻣﻨﻈﻤﺔ‪ ،‬ﻭﺗﺒﺮﻉ ﺑﻨﺴﺒﺔ ‪ 1%‬ﻣﻦ ﺃﺭﺑﺎﺡ ﺷﺮﻛﺘﻪ ﺍﻟﺴﻨﻮﻳﺔ ﻟﻸﻋﻤﺎﻝ ﺍﻟﺨﻴﺮﻳﺔ‪.‬ﻭﻗﺪ ﺍﺟﺘﺬﺏ ﻋﻄﺎﺅﻩ ﺍﻧﺘﺒﺎﻩ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺴﺎﺑﻖ ﺟﻮﺭﺝ‬

‫ﺩﺑﻠﻴﻮ ﺑﻮﺵ‪ ،‬ﺍﻟﺬﻱ ﺃﺷﺎﺩ ﺑﻪ ﻭﻭﺻﻔﻪ ﺑﺄﻧﻪ "ﺭﺟﻞ ﻃﻴﺐ" ﻭ"‬

‫ﺷﺨﺺﻛﺮﻳﻢ‪".‬‬

‫ﺛﻢﺗﻢ ﺗﻮﺟﻴﻪ ﺍﻻﺗﻬﺎﻡ ﺇﻟﻴﻪ‪.‬‬

‫ﻛﺎﻥﺍﺳﻤﻪ ﻛﻴﻨﻴﺚ ﻻﻱ‪ ،‬ﻭﻣﻦ ﺍﻷﻓﻀﻞ ﺗﺬﻛﺮﻩ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺍﻟﺸﺮﻳﺮ ﺍﻷﺳﺎﺳﻲ ﻓﻲ ﺳﻠﺴﻠﺔ ﺃﻓﻼﻡ ﺍﻟﺮﻋﺐﺇﻧﺮﻭﻥﻓﻀﻴﺤﺔ‪ .‬ﻛﺎﻧﺖﺇﻧﺮﻭﻥ ﺷﺮﻛﺔ ﻟﻠﻄﺎﻗﺔ‬

‫ﻭﺍﻟﺴﻠﻊ ﻭﺍﻷﻭﺭﺍﻕ ﺍﻟﻤﺎﻟﻴﺔ ﻭﻣﻘﺮﻫﺎ ﻓﻲ ﻫﻴﻮﺳﺘﻦ‪ .‬ﻓﻲ ﺃﻛﺘﻮﺑﺮ ‪ ،2001‬ﺧﺴﺮﺕ ﺇﻧﺮﻭﻥ ‪ 1.2‬ﻣﻠﻴﺎﺭ‬
‫ﺩﻭﻻﺭﻣﻦ ﺣﻘﻮﻕ ﺍﻟﻤﺴﺎﻫﻤﻴﻦ ﺑﻌﺪ ﺃﻥ ﺃﻋﻠﻨﺖ ﻋﻦ ﺧﺴﺎﺉﺮ ﻓﻲ ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻟﺚ ﺑﻠﻐﺖ ‪ 618‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪،‬‬
‫ﺃﻛﺒﺮﺇﻋﺎﺩﺓ ﺑﻴﺎﻥ ﻟﻸﺭﺑﺎﺡ ﻓﻲ ﺗﺎﺭﻳﺦ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ .‬ﻓﻲ ﺩﻳﺴﻤﺒﺮ‪/‬ﻛﺎﻧﻮﻥ ﺍﻷﻭﻝ‪ ،‬ﺃﻋﻠﻨﺖ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﺇﻓﻼﺳﻬﺎ‪ ،‬ﺗﺎﺭﻛﺔ ﻋﺸﺮﻳﻦﺃﻟﻒ ﻣﻮﻇﻒ‬

‫ﻋﺎﻃﻠﻴﻦ ﻋﻦ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺷﺎﻫﺪ ﺍﻟﻌﺪﻳﺪ ﻣﻨﻬﻢ ﻣﺪﺧﺮﺍﺕ ﺣﻴﺎﺗﻬﻢ ﻭﻫﻲ ﺗﺘﻼﺷﻰ ﻋﻤﻠﻴﺎ ﺑﺴﺒﺐ ﺳﻘﻮﻁ ﺍﻟﺸﺮﻛﺔ‪.‬ﻭﻭﺟﺪ ﺍﻟﻤﺤﻘﻘﻮﻥ ﺃﻥ ﺇﻧﺮﻭﻥ ﺧﺪﻋﺖ‬

‫ﺍﻟﻤﺴﺘﺜﻤﺮﻳﻦ ﻣﻦ ﺧﻼﻝ ﺍﻹﺑﻼﻍ ﻋﻦ ﺃﺭﺑﺎﺡ ﺯﺍﺉﻔﺔ ﻭﺇﺧﻔﺎء ﺩﻳﻮﻥ ﺗﺰﻳﺪ ﻋﻰﻠ ﻣﻠﻴﺎﺭﺩﻭﻻﺭ‪ ،‬ﻭﺗﻼﻋﺒﺖ ﺑﺄﺳﻮﺍﻕ ﺍﻟﻄﺎﻗﺔ ﻭﺍﻟﻜﻬﺮﺑﺎء ﻓﻲ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ‬

‫ﻭﺗﻜﺴﺎﺱ‪ ،‬ﻭﻓﺎﺯﺕ ﺑﻌﻘﻮﺩ ﺩﻭﻟﻴﺔ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﻳﻢ‬

‫ﺭﺷﺎﻭﻯﻏﻴﺮ ﻗﺎﻧﻮﻧﻴﺔ ﻟﺤﻜﻮﻣﺎﺕ ﺃﺟﻨﺒﻴﺔ‪ .‬ﺃﺩﻳﻦ ﻻﻱ ﺑﺴﺘﺔ ﺗﻬﻢ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺘﺂﻣﺮ ﻭﺍﻻﺣﺘﻴﺎﻝ‪.‬‬

‫ﻳﻤﻜﻨﻨﺎﺃﻥ ﻧﺘﻨﺎﻗﺶ ﺣﻮﻝ ﻣﺪﻯ ﻣﻌﺮﻓﺔ ﻻﻱ ﺣﻘًﺎ ﺑﺎﻷﻧﺸﻄﺔ ﻏﻴﺮ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﺑﻬﺎ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‪ ،‬ﻟﻜﻦ ﻣﻦ‬

‫ﺍﻟﺼﻌﺐﺇﻧﻜﺎﺭ ﺃﻧﻪ ﻛﺎﻥ ﻣﺴﺘﺤﻮﺫًﺍ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻻﻱ ﻗﺪ ﺑﺪﺍ ﻭﻛﺄﻧﻪ ﻣﻌﻄﺎء ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﺮﺍﻗﺒﻴﻦ‪ ،‬ﺇﻻ ﺃﻧﻪ ﻛﺎﻥ ﻣﺰﻳﻔًﺎ‪ :‬ﻣﺘﻠﻘﻴًﺎﻣﺘﻨﻜﺮًﺍ‪ .‬ﺷﻌﺮ‬

‫ﻻﻱ ﺑﺄﻧﻪ ﻳﺤﻖ ﻟﻪ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻮﺍﺭﺩ ﺇﻧﺮﻭﻥ ﻟﺘﺤﻘﻴﻖ ﻣﻜﺎﺳﺐ ﺷﺨﺼﻴﺔ‪ .‬ﻛﻤﺎ ﻭﺻﻔﻬﺎ ﺑﻴﺜﺎﻧﻲ ﻣﺎﻛﻠﻴﻦ ﻭﺑﻴﺘﺮﺇﻟﻜﻴﻨﺪ ﺃﺫﻛﻰ ﺍﻟﺮﺟﺎﻝ ﻓﻲ ﺍﻟﻐﺮﻓﺔ‪ ،‬ﺣﺼﻞ‬

‫ﻻﻱ ﻋﻰﻠ ﻗﺮﻭﺽ ﺑﺎﻫﻈﺔ ﻣﻦ ﺍﻟﺸﺮﻛﺔ ﻭﺟﻌﻞ ﻣﻮﻇﻔﻴﻪ ﻳﻀﻌﻮﻥ ﺷﻄﺎﺉﺮﻩ ﻋﻰﻠﺃﻃﺒﺎﻕ ﻓﻀﻴﺔ ﻭﺧﺰﻑ ﺻﻴﻨﻲ ﻓﺎﺧﺮ‪ .‬ﺣﺎﻭﻝ ﺳﻜﺮﺗﻴﺮ ﺫﺍﺕ ﻣﺮﺓ ﺣﺠﺰ‬

‫ﻃﺎﺉﺮﺓ ﻣﻦ ﻃﺮﺍﺯ ‪ Enron‬ﻷﺣﺪ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦﻟﻠﻘﻴﺎﻡ ﺑﺄﻋﻤﺎﻝ ﺗﺠﺎﺭﻳﺔ‪ ،‬ﻟﻜﻨﻪ ﻋﻠﻢ ﺃﻥ ﻋﺎﺉﻠﺔ ﻻﻱ ﻛﺎﻧﺖ ﺗﺴﺘﺨﺪﻡ ﺣﺎﻟﻴًﺎ ﺛﻼﺙ ﻃﺎﺉﺮﺍﺕ‬

‫ﻣﻦ ﻃﺮﺍﺯ ‪ Enron‬ﻟﻠﺴﻔﺮﺍﻟﺸﺨﺼﻲ‪ .‬ﻣﻦ ﻋﺎﻡ ‪ 1997‬ﺇﻰﻟ ﻋﺎﻡ ‪ ،1998‬ﺫﻫﺐ ‪ 4.5‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻣﻦ ﻋﻤﻮﻻﺕ ﺇﻧﺮﻭﻥ ﺇﻰﻟ ﻭﻛﺎﻟﺔ ﺳﻔﺮ ﻣﻤﻠﻮﻛﺔ‬

‫ﻟﺸﻘﻴﻘﺔﻻﻱ‪ .‬ﻭﻭﻓﻘﺎً ﻟﻼﺗﻬﺎﻣﺎﺕ‪ ،‬ﻓﻘﺪ ﺑﺎﻉ ﻣﺎ ﻳﺰﻳﺪ ﻋﻦ ‪ 70‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻣﻦ ﺍﻷﺳﻬﻢ ﻗﺒﻴﻞ ﺇﻓﻼﺱ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‪ ،‬ﻭﺃﺧﺬ‬

‫ﺍﻟﻜﻨﺰﻣﻦ ﺳﻔﻴﻨﺔ ﻏﺎﺭﻗﺔ‪.‬‬

‫ﻭﻗﺪﺗﻢ ﺍﻟﺘﻨﺒﺆ ﺑﻬﺬﺍ ﺍﻟﺴﻠﻮﻙ ﻓﻲ ﺍﻟﺴﺒﻌﻴﻨﻴﺎﺕ ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻻﻱ ﻳﻌﻤﻞ ﻓﻲ ﺷﺮﻛﺔ ﺇﻛﺴﻮﻥ‪ .‬ﻛﺘﺐ ﺃﺣﺪ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻣﺮﺟﻌًﺎ ﻳﻮﺻﻲﻓﻴﻪ ﺑﺸﺪﺓ ﺑـ ‪،Lay‬‬

‫ﻟﻜﻨﻪ ﺣﺬﺭ ﻣﻦ ﺃﻧﻪ "ﺭﺑﻤﺎ ﻳﻜﻮﻥ ﻃﻤﻮﺣًﺎ ﻟﻠﻐﺎﻳﺔ‪ ".‬ﻳﻌﺘﻘﺪ ﺍﻟﻤﺮﺍﻗﺒﻮﻥ ﺍﻵﻥ ﺃﻧﻪ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﻣﻦﻋﺎﻡ ‪ ،1987‬ﻓﻲ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﺃﻭﻳﻞ‪ ،‬ﻭﺍﻓﻖ ﻻﻱ‬

‫ﻭﺳﺎﻋﺪ ﻋﻰﻠ ﺇﺧﻔﺎء ﺃﻧﺸﻄﺔ ﺍﺛﻨﻴﻦ ﻣﻦ ﺍﻟﺘﺠﺎﺭ ﺍﻟﺬﻳﻦ ﺃﻧﺸﺄﻭﺍ ﺷﺮﻛﺎﺕ ﻭﻫﻤﻴﺔﻭﺳﺮﻗﻮﺍ ‪ 3.8‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﺑﻴﻨﻤﺎ ﺳﻤﺤﻮﺍ ﻟﺸﺮﻛﺔ ﺇﻧﺮﻭﻥ ﺑﺘﺠﻨﺐ‬

‫ﺧﺴﺎﺉﺮ ﺗﺠﺎﺭﻳﺔ ﻫﺎﺉﻠﺔ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺗﻢ ﺍﻛﺘﺸﺎﻑ‬

‫ﺍﻟﺨﺴﺎﺉﺮ‪،‬ﺍﺿﻄﺮﺕ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﺃﻭﻳﻞ ﺇﻰﻟ ﺍﻹﺑﻼﻍ ﻋﻦ ﺧﺴﺎﺭﺓ ﺑﻠﻐﺖ ‪ 85‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ ،‬ﻭﺃﻧﻜﺮ ﻻﻱ ﻣﻌﺮﻓﺘﻪ ﻭﻣﺴﺆﻭﻟﻴﺘﻪ‪" :‬ﺇﺫﺍ ﻛﺎﻥ ﺑﻮﺳﻊ ﺃﻱ‬

‫ﺷﺨﺺ ﺃﻥ ﻳﻘﻮﻝ ﺇﻧﻨﻲ ﺃﻋﺮﻑ‪ ،‬ﻓﻠﻴﻘﻒ‪ ".‬ﻭﻓﻘًﺎ ﻟﻤﺎﻛﻠﻴﻦ ﻭﺇﻟﻜﻴﻨﺪ‪ ،‬ﺑﺪﺃ ﺃﺣﺪ ﺍﻟﻤﺘﺪﺍﻭﻟﻴﻦ ﻓﻲ ﺍﻟﻮﻗﻮﻑ‬

‫ﻭﻟﻜﻦﺗﻢ ﺗﻘﻴﻴﺪﻩ ﺟﺴﺪﻳًﺎ ﻣﻦ ﻗﺒﻞ ﺍﺛﻨﻴﻦ ﻣﻦ ﺯﻣﻼﺉﻪ‪ .‬ﻛﻴﻒﺃﺻﺒﺢ ﺍﻟﻤﺘﻠﻘﻲ ﻧﺎﺟﺤًﺎ ﺟﺪًﺍ؟ ﻛﺎﻥ ﻳﻌﺮﻑ ﺷﺨﺺ ﻣﺎ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻛﺎﻥ ﻳﻌﺮﻑ ﺍﻟﻜﺜﻴﺮ‬

‫ﻣﻦ ﺍﻷﺷﺨﺎﺹ‪ .‬ﻟﻘﺪ ﺍﺳﺘﻔﺎﺩ ﻛﻴﻦﻻﻱ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻣﻦ ﺍﺩﻋﺎء ﺃﻥ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ ﻟﺸﺮﻛﺘﻪ ﻫﻲ ﻣﻮﺍﺭﺩﻩ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻭﻟﻜﻦ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﻧﺠﺎﺣﻪ ﻓﻲ‬

‫ﺗﻨﻤﻴﺔ ﺗﻠﻚ ﺍﻟﺸﺮﻛﺔﺟﺎء ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﻘﺪﻳﻤﺔ‪ :‬ﻓﻘﺪ ﻗﺎﻡ ﺑﺒﻨﺎء ﺷﺒﻜﺔ ﻣﻦ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﻤﺆﺛﺮﺓ ﻭﺍﺳﺘﻔﺎﺩ ﻣﻨﻬﺎ ﻟﻤﺼﻠﺤﺘﻪ ﺍﻟﺨﺎﺻﺔ‪ .‬ﻛﺎﻥ ﻻﻱ‬

‫ﻣﺴﻮﻗًﺎﺷﺒﻜﻴًﺎ ﺭﺉﻴﺴﻴًﺎ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ‪ .‬ﻭﻓﻲ ﺍﻟﻜﻠﻴﺔ‪ ،‬ﺃﺛﺎﺭ ﺇﻋﺠﺎﺏ ﺃﺳﺘﺎﺫ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺬﻱ ﻳُﺪﻋﻰ ﺑﻴﻨﻜﻨﻲ ﻭﻭﻛﺮ‪ ،‬ﻭﺑﺪﺃ ﺻﻌﻮﺩﻩ‬

‫ﻋﻰﻠﺃﻛﺘﺎﻑ ﻣﻌﺎﺭﻑ ﻭﻭﻛﺮ‪ .‬ﺳﺎﻋﺪ ﻭﻭﻛﺮ ﻻﻱ ﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﻣﻬﻤﺔ ﻛﺨﺒﻴﺮ ﺍﻗﺘﺼﺎﺩﻱ ﻓﻲ ﺍﻟﺒﻨﺘﺎﻏﻮﻥ‪ ،‬ﺛﻢ ﻣﻨﺼﺐ‬

‫ﻣﺴﺎﻋﺪﺭﺉﻴﺴﻲ ﻓﻲ ﺍﻟﺒﻴﺖ ﺍﻷﺑﻴﺾ ﻓﻲ ﺇﺩﺍﺭﺓ ﻧﻴﻜﺴﻮﻥ‪.‬‬

‫ﺑﺤﻠﻮﻝﻣﻨﺘﺼﻒ ﺍﻟﺜﻤﺎﻧﻴﻨﻴﺎﺕ‪ ،‬ﺃﺻﺒﺢ ﻻﻱ ﺭﺉﻴﺴًﺎ ﻟﺸﺮﻛﺔ ﺇﻧﺮﻭﻥ ﺑﻌﺪ ﻫﻨﺪﺳﺔ ﺍﻧﺘﻘﺎﻝ ﺍﻟﺸﺮﻛﺔ ﺇﻰﻟ ﻫﻴﻮﺳﺘﻦ ﺑﻌﺪ‬

‫ﺍﻻﻧﺪﻣﺎﺝ‪.‬ﻭﻣﻊ ﺗﻌﺰﻳﺰ ﺳﻠﻄﺘﻪ‪ ،‬ﺑﺪﺃ ﻓﻲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺳﻤﺎﺳﺮﺓ ﺍﻟﺴﻠﻄﺔ ﺍﻟﺴﻴﺎﺳﻴﺔ ﺍﻟﺬﻳﻦ ﻳﻤﻜﻨﻬﻢ ﺩﻋﻢ ﻣﺼﺎﻟﺢ ﺇﻧﺮﻭﻥ‪ .‬ﻟﻘﺪ ﻋﻴﻦﺗﺸﺎﺭﻟﺰ‪ ،‬ﺷﻘﻴﻖ‬

‫ﺑﻴﻨﻜﻨﻲ ﻭﻭﻛﺮ‪ ،‬ﻓﻲ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﻭﻃﻮﺭ ﻋﻼﻗﺔ ﻣﻊ ﺟﻮﺭﺝ ﺑﻮﺵ ﺍﻷﺏ‪ ،‬ﺍﻟﺬﻱ ﻛﺎﻥ ﻳﺘﺮﺷﺢ ﻟﻠﺮﺉﺎﺳﺔ‪.‬ﻓﻲ ﻋﺎﻡ ‪ ،1990‬ﺷﺎﺭﻙ ﻻﻱ ﻓﻲ‬

‫ﺭﺉﺎﺳﺔ ﺍﺟﺘﻤﺎﻉ ﻗﻤﺔ ﻣﻬﻢ ﻟﻠﺪﻭﻝ ﺍﻟﺼﻨﺎﻋﻴﺔ ﻟﺒﻮﺵ ﻓﻲ ﻫﻴﻮﺳﺘﻦ‪ ،‬ﺣﻴﺚ ﻗﺪﻡ ﻋﺮﺿًﺎﻣﺒﻬﺮًﺍ ﻭﺳﺤﺮ ﺍﻟﺠﻤﻬﻮﺭ‪ ،‬ﺍﻟﺬﻱ ﺿﻢ ﺭﺉﻴﺴﺔ ﺍﻟﻮﺯﺭﺍء‬

‫ﺍﻟﺒﺮﻳﻄﺎﻧﻴﺔ ﻣﺎﺭﻏﺮﻳﺖ ﺗﺎﺗﺸﺮ‪ ،‬ﻭﺍﻟﻤﺴﺘﺸﺎﺭ ﺍﻷﻟﻤﺎﻧﻲ ﻫﻴﻠﻤﻮﺕ ﻛﻮﻝ‪،‬ﻭﺍﻟﺮﺉﻴﺲ ﺍﻟﻔﺮﻧﺴﻲ ﻓﺮﺍﻧﺴﻮﺍ ﻣﻴﺘﺮﺍﻥ‪ .‬ﺑﻌﺪ ﺃﻥ ﺧﺴﺮ ﺑﻮﺵ ﻣﺤﺎﻭﻟﺘﻪ ﺇﻋﺎﺩﺓ‬
‫ﺍﻧﺘﺨﺎﺑﻪ ﺃﻣﺎﻡ ﺑﻴﻞ ﻛﻠﻴﻨﺘﻮﻥ‪ ،‬ﻟﻢ ﻳﻀﻴﻊ ﻻﻱ ﺃﻱﻭﻗﺖ ﻓﻲ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺻﺪﻳﻖ ﻛﺎﻥ ﻣﺴﺎﻋﺪًﺍ ﺭﺉﻴﺴﻴًﺎ ﻟﻠﺮﺉﻴﺲ ﺍﻟﻤﻨﺘﺨﺐ ‪ -‬ﻛﺎﻥ ﺍﻟﺼﺪﻳﻖ ﻗﺪ‬

‫ﺫﻫﺐ ﺇﻰﻟ ﺭﻭﺿﺔ ﺍﻷﻃﻔﺎﻝﻣﻊ ﻛﻠﻴﻨﺘﻮﻥ‪ .‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﺃﺻﺒﺢ ﻻﻱ ﻳﻠﻌﺐ ﺍﻟﺠﻮﻟﻒ ﻣﻊ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺠﺪﻳﺪ‪ .‬ﺑﻌﺪ ﻋﺪﺓ ﺳﻨﻮﺍﺕ‪ ،‬ﻋﻨﺪﻣﺎ ﻭﺻﻞ‬

‫ﺟﻮﺭﺝﺩﺑﻠﻴﻮ ﺑﻮﺵ ﺇﻰﻟ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﺍﺳﺘﺨﺪﻡ ﻻﻱ ﻋﻼﻗﺎﺗﻪ ﻟﻠﻀﻐﻂ ﻣﻦ ﺃﺟﻞ ﺗﺤﺮﻳﺮ ﺍﻟﻄﺎﻗﺔ ﻭﺇﻳﺼﺎﻝ ﻣﺆﻳﺪﻳﻪ ﺇﻰﻟ ﻣﻨﺎﺻﺐ ﺣﻜﻮﻣﻴﺔﻣﻬﻤﺔ ﻓﻲ‬

‫ﺗﻜﺴﺎﺱ ﻭﺍﻟﺒﻴﺖ ﺍﻷﺑﻴﺾ‪ ،‬ﻣﻤﺎ ﺃﺛﺮ ﻋﻰﻠ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻟﺼﺎﻟﺢ ﺇﻧﺮﻭﻥ‪ .‬ﻓﻲ ﻛﻞ ﻣﺮﺣﻠﺔ ﺗﻘﺮﻳﺒًﺎ ﻣﻦ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪،‬ﻛﺎﻥ ﻻﻱ ﻗﺎﺩﺭًﺍ ﻋﻰﻠ ﺗﺤﺴﻴﻦ ﺁﻓﺎﻕ‬

‫ﺷﺮﻛﺘﻪ ‪ -‬ﺃﻭ ﻓﺮﺻﺘﻪ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ‪ -‬ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻻﺗﺼﺎﻻﺕ‬

‫ﺍﻟﺠﻴﺪﺓﻓﻲ ﺷﺒﻜﺘﻪ‪.‬‬
‫ﻟﻘﺪﺃﺩﺭﻛﻨﺎ ﻣﻨﺬ ﻗﺮﻭﻥ ﺃﻫﻤﻴﺔ ﺍﻟﺘﻮﺍﺻﻞ‪ .‬ﻭﻓﻘﺎ ﻟﺒﺮﻳﺎﻥ ﺃﻭﺯﻱ‪ ،‬ﺃﺳﺘﺎﺫ ﺍﻹﺩﺍﺭﺓ ﻓﻲ ﺟﺎﻣﻌﺔ ﻧﻮﺭﺙ ﻭﺳﺘﺮﻥ‪ ،‬ﺗﺄﺗﻲ ﺍﻟﺸﺒﻜﺎﺕ ﺑﺜﻼﺙﻣﺰﺍﻳﺎ ﺭﺉﻴﺴﻴﺔ‪:‬‬

‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻭﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﻤﺘﻨﻮﻋﺔ‪ ،‬ﻭﺍﻟﺴﻠﻄﺔ‪ .‬ﻭﻣﻦ ﺧﻼﻝ ﺗﻄﻮﻳﺮ ﺷﺒﻜﺔ ﻗﻮﻳﺔ‪ ،‬ﻳﻤﻜﻦ ﻟﻠﻨﺎﺱﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﻭﺻﻮﻝ ﻻ ﻳﻘﺪﺭ ﺑﺜﻤﻦ ﺇﻰﻟ‬

‫ﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻟﺨﺒﺮﺓ ﻭﺍﻟﺘﺄﺛﻴﺮ‪ .‬ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺍﻟﻤﻜﺜﻔﺔ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﺫﻭﻱ ﺍﻟﺸﺒﻜﺎﺕﺍﻟﻐﻨﻴﺔ ﻳﺤﻘﻘﻮﻥ ﺗﻘﻴﻴﻤﺎﺕ ﺃﺩﺍء ﺃﻋﻰﻠ‪ ،‬ﻭﻳﺤﺼﻠﻮﻥ ﻋﻰﻠ ﺗﺮﻗﻴﺔ‬

‫ﺑﺸﻜﻞ ﺃﺳﺮﻉ‪ ،‬ﻭﻳﻜﺴﺒﻮﻥ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﺎﻝ‪ .‬ﻭﻷﻥ‬

‫ﺍﻟﺸﺒﻜﺎﺕﺗﻌﺘﻤﺪ ﻋﻰﻠ ﺍﻟﺘﻔﺎﻋﻼﺕ ﻭﺍﻟﻌﻼﻗﺎﺕ‪ ،‬ﻓﻬﻲ ﺑﻤﺜﺎﺑﺔ ﻣﻨﻈﻮﺭ ﻗﻮﻱ ﻟﻔﻬﻢ ﺗﺄﺛﻴﺮ ﺃﻧﻤﺎﻁ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻋﻰﻠ ﺍﻟﻨﺠﺎﺡ‪.‬‬

‫ﻛﻴﻒﻳﺘﻮﺍﺻﻞ ﺍﻷﺷﺨﺎﺹ ﻣﻊ ﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺷﺒﻜﺎﺗﻬﻢ‪ ،‬ﻭﻣﺎ ﻫﻮ ﺍﻟﻬﺪﻑ ﺍﻟﺬﻱ ﻳﺮﻭﻧﻪ ﻣﻦ ﺍﻟﺘﻮﺍﺻﻞ؟‬

‫ﻓﻤﻦﻧﺎﺣﻴﺔ‪ ،‬ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻜﻮﻥ ﻟﻔﻜﺮﺓ ﺍﻟﺘﻮﺍﺻﻞ ﻓﻲ ﺣﺪ ﺫﺍﺗﻬﺎ ﺩﻻﻻﺕ ﺳﻠﺒﻴﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻧﻠﺘﻘﻲ ﺑﺸﺨﺺ ﺟﺪﻳﺪ ﻳﻌﺮﺏ ﻋﻦ ﺣﻤﺎﺳﻪﻟﻠﺘﻮﺍﺻﻞ‪ ،‬ﻧﺘﺴﺎءﻝ‬

‫ﻛﺜﻴﺮًﺍ ﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻥ ﻳﺘﺼﺮﻑ ﺑﻄﺮﻳﻘﺔ ﻭﺩﻳﺔ ﻷﻧﻪ ﻣﻬﺘﻢ ﺣﻘًﺎ ﺑﻌﻼﻗﺔ ﺳﺘﻔﻴﺪ ﻛﻼ ﻣﻨﺎ‪ ،‬ﺃﻭ ﻷﻧﻪ ﻳﺮﻳﺪ ﺷﻴﺉًﺎﻣﻨﺎ‪ .‬ﻓﻲ ﻣﺮﺣﻠﺔ ﻣﺎ ﻣﻦ ﺣﻴﺎﺗﻚ‪ ،‬ﺭﺑﻤﺎ ﺗﻜﻮﻥ‬

‫ﻗﺪ ﺷﻌﺮﺕ ﺑﺎﻹﺣﺒﺎﻁ ﺍﻟﻨﺎﺗﺞ ﻋﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺜﺮﺛﺮﺓ ﺍﻟﻤﺎﻫﺮﻳﻦ ﺍﻟﺬﻳﻦ‬

‫ﻳﺘﻌﺎﻣﻠﻮﻥﺑﻠﻄﻒ ﻣﻊ ﻭﺟﻬﻚ ﻋﻨﺪﻣﺎ ﻳﺮﻳﺪﻭﻥ ﻣﻌﺮﻭﻓًﺎ‪ ،‬ﻭﻟﻜﻦ ﻳﻨﺘﻬﻲ ﺑﻬﻢ ﺍﻷﻣﺮ ﺑﻄﻌﻨﻚ ﻓﻲ ﺍﻟﻈﻬﺮ ‪ -‬ﺃﻭ ﺑﺒﺴﺎﻃﺔ ﺗﺠﺎﻫﻠﻚ ‪-‬‬

‫ﺑﻌﺪﺃﻥ ﻳﺤﺼﻠﻮﺍ ﻋﻰﻠ ﻣﺎ ﻳﺮﻳﺪﻭﻥ‪ .‬ﻳﺮﻳﺪ‪ .‬ﻫﺬﺍ ﺍﻟﻨﻤﻂ ﺍﻟﻤﺰﻳﻒ ﻣﻦ ﺍﻟﺘﻮﺍﺻﻞ ﻳﺼﻮﺭ ﺍﻟﻤﺸﺮﻭﻉ ﺑﺮﻣﺘﻪ ﻋﻰﻠ ﺃﻧﻪ ﻣﻜﻴﺎﻓﻴﻠﻲ‪ ،‬ﻭﻫﻮﻧﺸﺎﻁ ﻳﺨﺪﻡ ﻣﺼﺎﻟﺤﻪ‬

‫ﺍﻟﺬﺍﺗﻴﺔ ﺣﻴﺚ ﻳﻘﻴﻢ ﺍﻟﻨﺎﺱ ﺍﺗﺼﺎﻻﺕ ﻟﻐﺮﺽ ﻭﺣﻴﺪ ﻫﻮ ﺗﻌﺰﻳﺰ ﻣﺼﺎﻟﺤﻬﻢ ﺍﻟﺨﺎﺻﺔ‪ .‬ﻣﻦ ﻧﺎﺣﻴﺔ‬

‫ﺃﺧﺮﻯ‪،‬ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺮﻯ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻟﻤﺘﻮﺍﻓﻘﻮﻥ ﺃﻥ ﺍﻟﺘﻮﺍﺻﻞ ﻭﺳﻴﻠﺔ ﺟﺬﺍﺑﺔ ﻟﻠﺘﻮﺍﺻﻞ ﻣﻊ ﺍﻷﺷﺨﺎﺹ ﻭﺍﻷﻓﻜﺎﺭ ﺍﻟﺠﺪﻳﺪﺓ‪ .‬ﻧﻠﺘﻘﻲﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ‬

‫ﺍﻷﺷﺨﺎﺹ ﻃﻮﺍﻝ ﺣﻴﺎﺗﻨﺎ ﺍﻟﻤﻬﻨﻴﺔ ﻭﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻭﺑﻤﺎ ﺃﻥ ﻟﺪﻳﻨﺎ ﺟﻤﻴﻌًﺎ ﻣﻌﺎﺭﻑ ﻭﻣﻮﺍﺭﺩ ﻣﺨﺘﻠﻔﺔ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﻨﻄﻘﻲﺃﻥ ﻧﺘﻮﺟﻪ ﺇﻰﻟ ﻫﺆﻻء ﺍﻷﺷﺨﺎﺹ‬

‫ﻟﺘﺒﺎﺩﻝ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻭﺍﻟﻤﺸﻮﺭﺓ ﻭﺍﻟﻤﻘﺪﻣﺎﺕ‪ .‬ﻭﻫﺬﺍ ﻳﺜﻴﺮ ﺳﺆﺍﻻً ﺟﻮﻫﺮﻳًﺎ‪ :‬ﻫﻞ ﻳﺴﺘﻄﻴﻊﺍﻟﻨﺎﺱ ﺑﻨﺎء ﺷﺒﻜﺎﺕ ﺫﺍﺕ ﺍﺗﺴﺎﻉ ﻭﻋﻤﻖ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺃﺳﺎﻟﻴﺐ‬

‫ﺗﺒﺎﺩﻟﻴﺔ ﻣﺨﺘﻠﻔﺔ؟ ﺃﻡ ﺃﻥ ﻧﻤﻄًﺎ ﻭﺍﺣﺪًﺍ ﻳﻨﺸﺊ‬

‫ﺑﺎﺳﺘﻤﺮﺍﺭﺷﺒﻜﺔ ﺃﻛﺜﺮ ﺛﺮﺍءً؟‬

‫ﻓﻲﻫﺬﺍ ﺍﻟﻔﺼﻞ‪ ،‬ﺃﺭﻳﺪ ﺃﻥ ﺃﻓﺤﺺ ﻛﻴﻒ ﻳﻄﻮﺭ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﺷﺒﻜﺎﺕ ﻣﺘﻤﻴﺰﺓ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ‪ ،‬ﻭﻟﻤﺎﺫﺍﻳﻜﻮﻥ ﻟﺘﻔﺎﻋﻼﺗﻬﻢ‬

‫ﺩﺍﺧﻞ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺎﺕ ﺧﺼﺎﺉﺺ ﻭﻋﻮﺍﻗﺐ ﻣﺨﺘﻠﻔﺔ‪ .‬ﺳﺘﺸﺎﻫﺪ ﻛﻴﻒ ﻳﺒﻨﻲ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻵﺧﺬﻭﻥ ﺷﺒﻜﺎﺗﻬﻢﻭﻳﺪﻳﺮﻭﻧﻬﺎ ﺑﺸﻜﻞ ﻣﺨﺘﻠﻒ‪،‬‬

‫ﻭﺳﺘﺘﻌﺮﻑ ﻋﻰﻠ ﺑﻌﺾ ﺍﻟﻘﺮﺍﺉﻦ ﺍﻟﺘﻲ ﻳﺘﺴﺮﺑﻮﻧﻬﺎ ﻋﻰﻠ ﻃﻮﻝ ﺍﻟﻄﺮﻳﻖ ‪ -‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﻛﻴﻒﺗﻤﻜﻨﺎ ﻣﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻵﺧﺬﻳﻦ ﻓﻲ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‬

‫ﻗﺒﻞ ﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ ﻣﻦ ﺍﻧﻬﻴﺎﺭ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ ،‬ﺃﺭﻳﺪ ﺃﻥ ﺃﺯﻋﻢ‬

‫ﺃﻧﻪﻓﻲ ﺣﻴﻦ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻭﺍﻵﺧﺬﻳﻦ ﻗﺪ ﻳﻜﻮﻥ ﻟﺪﻳﻬﻢ ﺷﺒﻜﺎﺕ ﻛﺒﻴﺮﺓ ﺑﻨﻔﺲ ﺍﻟﻘﺪﺭ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻗﺎﺩﺭﻭﻥ ﻋﻰﻠ ﺇﻧﺘﺎﺝ‬

‫ﻗﻴﻤﺔﺃﻛﺜﺮ ﺍﺳﺘﺪﺍﻣﺔ ﺑﻜﺜﻴﺮ ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺎﺗﻬﻢ‪ ،‬ﻭﺑﻄﺮﻕ ﻗﺪ ﻻ ﺗﺒﺪﻭ ﻭﺍﺿﺤﺔ‪.‬‬

‫ﻓﻲﻋﺎﻡ ‪،2011‬ﺣﻆﺃﺟﺮﻯ ﺑﺤﺜًﺎ ﻣﻜﺜﻔًﺎ ﻟﺘﺤﺪﻳﺪ ﺃﻓﻀﻞ ﺍﻟﻤﺴﻮﻗﻴﻦ ﺍﻟﺸﺒﻜﻴﻴﻦ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ .‬ﻛﺎﻥ ﺍﻟﻬﺪﻑ ﻫﻮ‬

‫ﺍﺳﺘﺨﺪﺍﻡﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻤﻌﺮﻓﺔ ﻣﻦ ﻟﺪﻳﻪ ﺃﻛﺒﺮ ﺍﺗﺼﺎﻻﺕ ﻣﻊ ﺃﻗﻮﻯ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺃﻣﺮﻳﻜﺎ‪ .‬ﻗﺎﻡ ﺍﻟﻤﻮﻇﻔﻮﻥﺑﺘﺠﻤﻴﻊ ﻗﺎﺉﻤﺔ‬
‫ﻣﻦﺣﻆ‪ 500‬ﻣﻦ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪ ،‬ﻛﺬﻟﻚﺣﻆﺗﻀﻢ ﻗﻮﺍﺉﻢ ﺃﺫﻛﻰ ‪ 50‬ﺷﺨﺼًﺎ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪،‬ﻭﺃﻗﻮﻯ ‪ 50‬ﺍﻣﺮﺃﺓ‪ ،‬ﻭﺃﺑﺮﺯ ‪ 40‬ﻧﺠﻤًﺎ‬

‫ﺻﺎﻋﺪًﺍ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺗﺤﺖ ﺳﻦ ﺍﻷﺭﺑﻌﻴﻦ‪ .‬ﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﻗﺎﻣﻮﺍ ﺑﻤﻘﺎﺭﻧﺔ ﻫﺬﻩﺍﻟﻘﺎﺉﻤﺔ ﺍﻟﺘﻲ ﺗﻀﻢ ‪ 640‬ﺷﺨﺼًﺎ ﻣﻦ ﺫﻭﻱ ﺍﻟﻨﻔﻮﺫ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ‬

‫ﺑﻘﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ‪ LinkedIn‬ﺍﻟﻜﺎﻣﻠﺔ ﺍﻟﺘﻲ ﺗﻀﻢ ﺃﻛﺜﺮ‬

‫ﻣﻦﺗﺴﻌﻴﻦ ﻣﻠﻴﻮﻥ ﻋﻀﻮ‪ .‬ﻛﺎﻥﺍﻟﻤﺴﻮﻕ ﺍﻟﺸﺒﻜﻲ ﺍﻟﻔﺎﺉﺰ ﻣﺘﺼﻼً ﻋﻰﻠ ‪ LinkedIn‬ﺑﺎﻟﻤﺰﻳﺪ ﻣﻦﺣﻆ‪ 640‬ﻣﺤﺮﻛًﺎ ﻭﻫﺰﺍﺯًﺍ ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﺨﺺ ﺁﺧﺮ‬
‫ﻋﻰﻠﻭﺟﻪ ﺍﻷﺭﺽ‪ .‬ﻛﺎﻥ ﻟﻠﻔﺎﺉﺰ ﺃﻛﺜﺮ ﻣﻦ ‪ 3000‬ﺍﺗﺼﺎﻝ ﻋﻰﻠ ‪ ،LinkedIn‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻤﺆﺳﺲ ﺍﻟﻤﺸﺎﺭﻙ ﻟﺸﺮﻛﺔ ‪ Netscape‬ﻣﺎﺭﻙ ﺃﻧﺪﺭﻳﺴﻦ‪،‬‬

‫ﻭﺍﻟﻤﺆﺳﺲ ﺍﻟﻤﺸﺎﺭﻙ ﻟـ ‪ Twitter‬ﺇﻳﻔﺎﻥ ﻭﻳﻠﻴﺎﻣﺰ‪ ،‬ﻭﺍﻟﻤﺆﺳﺲ ﺍﻟﻤﺸﺎﺭﻙ ﻟـ ‪ Flickr‬ﻛﺎﺗﺮﻳﻨﺎ‬

‫ﻓﻴﻚ‪،‬ﻭﺍﻟﻤﺆﺳﺲ ﺍﻟﻤﺸﺎﺭﻙ ﻟـ ‪ Facebook‬ﺩﺍﺳﺘﻦ ﻣﻮﺳﻜﻮﻓﻴﺘﺰ‪ ،‬ﻭﺍﻟﻤﺆﺳﺲ ﺍﻟﻤﺸﺎﺭﻙ ﻟـ ‪ Napster‬ﺷﻮﻥ ﺑﺎﺭﻛﺮ‪ ،‬ﻭﻣﺆﺳﺲ‪ Half.com‬ﺟﻮﺵ‬

‫ﻛﻮﺑﻠﻤﺎﻥ ‪ -‬ﻧﺎﻫﻴﻚ ﻋﻦ ﺍﻟﺸﻴﻒ ﺍﻟﺴﺎﺑﻖ ﻟـ ﺍﻟﻤﻴﺖ ﺑﺎﻻﻣﺘﻨﺎﻥ‪ .‬ﻛﻤﺎ ﺳﺘﺮﻭﻥ ﻻﺣﻘًﺎ‪ ،‬ﻫﺬﺍ ﺍﻟﻤﺴﻮﻕﺍﻟﺸﺒﻜﻲ ﺍﻻﺳﺘﺜﻨﺎﺉﻲ ﻣﻌﻄﺎء‪ .‬ﻳﻘﻮﻝ‪" :‬ﻳﺒﺪﻭ ﺍﻷﻣﺮ‬

‫ﻏﻴﺮ ﺑﺪﻳﻬﻲ‪ ،‬ﻭﻟﻜﻦ ﻛﻠﻤﺎ ﻛﺎﻥ ﻣﻮﻗﻔﻚ ﺃﻛﺜﺮ ﺇﻳﺜﺎﺭًﺍ‪ ،‬ﺯﺍﺩﺕ ﺍﻟﻔﻮﺍﺉﺪﺍﻟﺘﻲ ﺳﺘﺠﻨﻴﻬﺎ ﻣﻦ ﺍﻟﻌﻼﻗﺔ‪".‬ﻣﺆﺳﺲ ﻟﻴﻨﻜﺪﺇﻥ ﺭﻳﺪ ﻫﻮﻓﻤﺎﻥ‪ .‬ﻭﻳﻮﺿﺢ ﻗﺎﺉﻼً‪:‬‬

‫"ﺇﺫﺍ ﺷﺮﻋﺖ ﻓﻲ ﻣﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ‪،‬ﻓﺴﻮﻑ ﺗﻌﺰﺯ ﺳﻤﻌﺘﻚ ﺑﺴﺮﻋﺔ ﻭﺗﻮﺳﻊ ﻋﺎﻟﻢ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﺨﺎﺹ ﺑﻚ‪ ".‬ﺳﺄﺯﻋﻢ ﺃﻥ ﺟﺰءًﺍ ﻣﻦ ﻫﺬﺍ ﻳﺘﻌﻠﻖ‬

‫ﺑﺎﻟﻄﺮﻳﻘﺔﺍﻟﺘﻲ ﺗﻌﻤﻞ ﺑﻬﺎ ﺍﻟﺸﺒﻜﺎﺕ ﻧﻔﺴﻬﺎ‬

‫ﺗﻐﻴﺮﺕﻭﻣﺎ ﺯﺍﻟﺖ ﺗﺘﻄﻮﺭ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻳﻜﻤﻦ ﻓﻲ ﻗﻠﺐ ﺑﺤﺜﻲ ﺍﺳﺘﻜﺸﺎﻑ ﻛﻴﻒ ﺗﺸﻜﻞ ﺍﻟﺪﻭﺍﻓﻊ ﺍﻟﺘﻲ ﻧﺘﻌﺎﻣﻞ ﺑﻬﺎ ﻣﻊ‬

‫ﺍﻟﺸﺒﻜﺎﺕﻗﻮﺓ ﺗﻠﻚ ﺍﻟﺸﺒﻜﺎﺕ ﻭﻣﺪﻯ ﻭﺻﻮﻟﻬﺎ‪ ،‬ﻭﻛﺬﻟﻚ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﺗﺘﺪﻓﻖ ﺑﻬﺎ ﺍﻟﻄﺎﻗﺔ ﻣﻦ ﺧﻼﻟﻬﺎ‪.‬‬
‫ﺍﻛﺘﺸﺎﻑﺍﻵﺧﺬ ﻓﻲ ﻣﻼﺑﺲ ﺍﻟﻤﺎﻧﺢ ﺇﺫﺍﻛﻨﺖ ﻗﺪ ﺍﺗﺨﺬﺕ ﺍﻟﺤﻴﻄﺔ ﻭﺍﻟﺤﺬﺭ ﻣﻦ ﻗﺒﻞ ﻋﻨﺪ ﻣﻘﺎﺑﻠﺔ ﺯﻣﻴﻞ ﺟﺪﻳﺪ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﻜﻮﻥ ﺫﻟﻚ‬

‫ﻷﻧﻚ ﺍﻋﺘﻘﺪﺕ ﺃﻧﻚﺍﻟﺘﻘﻄﺖ ﺭﺍﺉﺤﺔ ﺩﻭﺍﻓﻊ ﺍﻟﺨﺪﻣﺔ ﺍﻟﺬﺍﺗﻴﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻧﺮﻯ ﺃﺣﺪ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻗﺎﺩﻣًﺎ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﺤﻤﻲ ﺃﻧﻔﺴﻨﺎ ﻣﻦ ﺧﻼﻝ ﺇﻏﻼﻕ‬

‫ﺍﻟﺒﺎﺏﺃﻣﺎﻡ ﺷﺒﻜﺎﺗﻨﺎ‪ ،‬ﻭﺣﺠﺐ ﺛﻘﺘﻨﺎ ﻭﻣﺴﺎﻋﺪﺗﻨﺎ‪ .‬ﻭﻟﺘﺠﻨﺐ ﺍﺳﺘﺒﻌﺎﺩﻫﻢ‪ ،‬ﻳﺼﺒﺢ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﺤﺘﺠﺰﻳﻦ ﻣﺰﻳﻔﻴﻦ ﺟﻴﺪﻳﻦ‪،‬‬

‫ﻭﻳﺘﺼﺮﻓﻮﻥﺑﺴﺨﺎء ﺣﺘﻰ ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺍﻟﺪﺧﻮﻝ ﺇﻰﻟ ﺷﺒﻜﺎﺗﻨﺎ ﻣﺘﻨﻜﺮﻳﻦ ﻓﻲ ﺻﻮﺭﺓ ﻣﺎﻧﺤﻴﻦ ﺃﻭ ﻣﺘﻌﺎﻭﻧﻴﻦ‪ .‬ﻃﻮﺍﻝ ﺍﻟﺠﺰء ﺍﻷﻛﺒﺮﻣﻦ ﻋﻘﺪﻳﻦ ﻣﻦ‬

‫ﺍﻟﺰﻣﻦ‪ ،‬ﻧﺠﺢ ﻫﺬﺍ ﻣﻊ ﻛﻴﻦ ﻻﻱ‪ ،‬ﺍﻟﺬﻱ ﻣﻜﻨﺖ ﺧﺪﻣﺎﺗﻪ ﻭﻣﺴﺎﻫﻤﺎﺗﻪ ﺍﻟﺨﻴﺮﻳﺔ ﺍﻟﻨﺎﺱ ﻣﻦ ﺭﺅﻳﺘﻪ ﻓﻲ‬

‫ﺿﻮءﺇﻳﺠﺎﺑﻲ‪ ،‬ﻭﻓﺘﺢ ﺍﻟﺒﺎﺏ ﺃﻣﺎﻡ ﻋﻼﻗﺎﺕ ﻭﻣﺼﺎﺩﺭ ﻣﺴﺎﻋﺪﺓ ﺟﺪﻳﺪﺓ‪.‬‬

‫ﻭﻟﻜﻦﻗﺪ ﻳﻜﻮﻥ ﻣﻦ ﺍﻟﺼﻌﺐ ﻋﻰﻠ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﺍﻟﺤﻔﺎﻅ ﻋﻰﻠ ﺍﻟﻮﺍﺟﻬﺔ ﻓﻲ ﺟﻤﻴﻊ ﺗﻔﺎﻋﻼﺗﻬﻢ‪ .‬ﻛﺎﻥ ﻛﻴﻦ ﻻﻱ ﺳﺎﺣﺮًﺍ ﻋﻨﺪﻣﺎﻛﺎﻥ ﻳﺨﺘﻠﻂ ﻣﻊ‬

‫ﺍﻷﺷﺨﺎﺹ ﺍﻷﻗﻮﻳﺎء ﻓﻲ ﻭﺍﺷﻨﻄﻦ‪ ،‬ﻟﻜﻦ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﻗﺮﺍﻧﻪ ﻭﻣﺮﺅﻭﺳﻴﻪ ﺭﺃﻭﺍ ﻣﻦ ﺧﻼﻟﻪ‪ .‬ﻭﺑﺎﻟﻌﻮﺩﺓ ﺇﻰﻟﺍﻟﻮﺭﺍء‪ ،‬ﻗﺎﻝ ﺃﺣﺪ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺴﺎﺑﻘﻴﻦ ﻓﻲ‬

‫ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‪ " :‬ﺇﺫﺍ ﻛﻨﺖ ﺗﺮﻳﺪ ﺇﻗﻨﺎﻉ ﻻﻱ ﺑﺤﻀﻮﺭ ﺍﺟﺘﻤﺎﻉ‪ ،‬ﻓﻴﺠﺐ ﻋﻠﻴﻚ ﺩﻋﻮﺓﺷﺨﺺ ﻣﻬﻢ‪ ".‬ﻫﻨﺎﻙ ﻋﺒﺎﺭﺓ ﻫﻮﻟﻨﺪﻳﺔ ﺗﺠﺴﺪ ﻫﺬﻩ ﺍﻻﺯﺩﻭﺍﺟﻴﺔ‬

‫ﺑﺸﻜﻞ ﺟﻤﻴﻞ‪" :‬ﺍﻟﺘﻘﺒﻴﻞ ﻭﺍﻟﺮﻛﻞ‪ ".‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ‬

‫ﺍﻵﺧﺬﻳﻦﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﺴﻴﻄﺮﻳﻦ ﻭﻣﺴﻴﻄﺮﻳﻦ ﻋﻰﻠ ﻣﺮﺅﻭﺳﻴﻬﻢ‪ ،‬ﺇﻻ ﺃﻧﻬﻢ ﺑﺸﻜﻞ ﻣﺪﻫﺶ ﺧﺎﺿﻌﻮﻥ‬

‫ﻭﻣﺤﺘﺮﻣﻮﻥﺗﺠﺎﻩ ﺭﺅﺳﺎﺉﻬﻢ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺘﻌﺎﻣﻞ ﺍﻟﻤﺘﺴﻠﻠﻮﻥ ﻣﻊ ﺍﻷﺷﺨﺎﺹ ﺍﻷﻗﻮﻳﺎء‪ ،‬ﻓﺈﻧﻬﻢ ﻳﺼﺒﺤﻮﻥ ﻣﺰﻳﻔﻴﻦ ﻣﻘﻨﻌﻴﻦ‪.‬‬

‫ﻳﺮﻳﺪﺍﻵﺧﺬﻭﻥ ﺃﻥ ﻳﻨﺎﻟﻮﺍ ﺇﻋﺠﺎﺏ ﺭﺅﺳﺎﺉﻬﻢ ﺍﻟﻤﺆﺛﺮﻳﻦ‪ ،‬ﻟﺬﻟﻚ ﻳﺒﺬﻟﻮﻥ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻫﻢ ﻟﻠﻔﺘﻨﺔ ﻭﺍﻟﺘﻤﻠﻖ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﻳﻤﻴﻞﺍﻷﺷﺨﺎﺹ ﺍﻷﻗﻮﻳﺎء‬

‫ﺇﻰﻟ ﺍﻟﺘﺸﻜﻞ ﺍﻻﻧﻄﺒﺎﻋﺎﺕ ﺍﻷﻭﻰﻟ ﺍﻟﻤﺘﻮﻫﺠﺔ ﻟﻠﻤﺘﻘﺪﻣﻴﻦ‪ .‬ﻭﺟﺪ ﺛﻼﺛﺔ ﻣﻦ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﺍﻷﻟﻤﺎﻥ ﺃﻧﻪﻋﻨﺪﻣﺎ ﺍﻟﺘﻘﻰ ﺍﻟﻐﺮﺑﺎء ﺑﺄﺷﺨﺎﺹ ﻷﻭﻝ ﻣﺮﺓ‪،‬‬

‫ﻓﺈﻥ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺃﻋﺠﺒﻮﺍ ﺑﻬﻢ ﺃﻛﺜﺮ ﻫﻢ ﺃﻭﻟﺉﻚ "ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﺷﻌﻮﺭ‬

‫ﺑﺎﻻﺳﺘﺤﻘﺎﻕﻭﻣﻴﻞ ﺇﻰﻟ ﺍﻟﺘﻼﻋﺐ ﺑﺎﻵﺧﺮﻳﻦ ﻭﺍﺳﺘﻐﻼﻟﻬﻢ‪".‬‬

‫ﻋﻨﺪﺍﻟﺘﻘﺒﻴﻞ‪ ،‬ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻜﻮﻥ ﺍﻵﺧﺬﻭﻥ ﻣﺰﻳﻔﻴﻦ ﺟﻴﺪﻳﻦ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1998‬ﻋﻨﺪﻣﺎ ﺯﺍﺭ ﻣﺤﻠﻠﻮ ﻭﻭﻝ ﺳﺘﺮﻳﺖ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‪،‬ﻗﺎﻡ ﻻﻱ ﺑﺘﻮﻇﻴﻒ ﺳﺒﻌﻴﻦ‬

‫ﻣﻮﻇﻔًﺎ ﻟﻠﺘﻈﺎﻫﺮ ﺑﺄﻧﻬﻢ ﺗﺠﺎﺭ ﻣﺸﻐﻮﻟﻮﻥ‪ ،‬ﻋﻰﻠ ﺃﻣﻞ ﺃﻥ ﻳﺒﻬﺮ ﺍﻟﻤﺤﻠﻠﻴﻦ ﺑﺼﻮﺭﺓ ﺷﺮﻛﺔ ﺗﺠﺎﺭﺓﺍﻟﻄﺎﻗﺔ ﺍﻟﻤﻨﺘﺠﺔ‪ .‬ﻗﺎﺩ ﻻﻱ ﺍﻟﻤﺤﻠﻠﻴﻦ ﺧﻼﻝ ﺍﻟﺘﻤﺜﻴﻠﻴﺔ‪،‬‬

‫ﺣﻴﺚ ﻃُﻠﺐ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺇﺣﻀﺎﺭ ﺻﻮﺭ ﺷﺨﺼﻴﺔ ﺇﻰﻟ ﻃﺎﺑﻖﻣﺨﺘﻠﻒ ﻣﻦ ﺍﻟﻤﺒﻨﻰ ﺑﺤﻴﺚ ﻳﺒﺪﻭ ﺃﻧﻬﻢ ﻳﻌﻤﻠﻮﻥ ﻫﻨﺎﻙ‪ ،‬ﻭﺗﻘﺪﻳﻢ ﻋﺮﺽ‪ .‬ﻟﻘﺪ ﺃﺟﺮﻭﺍ‬

‫ﻣﻜﺎﻟﻤﺎﺕ ﻫﺎﺗﻔﻴﺔ ﻭﻫﻤﻴﺔ‪ ،‬ﻣﻤﺎ ﺧﻠﻖﺧﺪﻋﺔ ﺑﺄﻧﻬﻢ ﻛﺎﻧﻮﺍ ﻣﺸﻐﻮﻟﻴﻦ ﺑﺸﺮﺍء ﻭﺑﻴﻊ ﺍﻟﻄﺎﻗﺔ ﻭﺍﻟﻐﺎﺯ‪ .‬ﻭﻫﺬﻩ ﻋﻼﻣﺔ ﺃﺧﺮﻯ ﻋﻰﻠ ﺃﻥ ﻻﻱ ﻛﺎﻥ ﻣﺘﻘﺒﻼ‬

‫ﻟﻸﻣﻮﺭ‪ :‬ﻓﻘﺪ ﻛﺎﻥﻣﻬﻮﻭﺳﺎ ًﺑﺘﺮﻙ ﺍﻧﻄﺒﺎﻉ ﺟﻴﺪ ﻓﻲ ﺍﻷﻋﻰﻠ‪ ،‬ﻟﻜﻨﻪ ﻛﺎﻥ ﺃﻗﻞ ﻗﻠﻘﺎ ًﺑﺸﺄﻥ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻳﻨﻈﺮ ﺑﻬﺎ ﺇﻟﻴﻪ ﻣﻦ ﻫﻢ ﺗﺤﺘﻪ‪ .‬ﻭﻛﻤﺎ‬

‫ﻛﺘﺐﺻﻤﻮﺉﻴﻞ ﺟﻮﻧﺴﻮﻥ‪ " ،‬ﺍﻟﻤﻘﻴﺎﺱ ﺍﻟﺤﻘﻴﻘﻲ ﻟﻠﺮﺟﻞ ﻫﻮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻳﻌﺎﻣﻞ ﺑﻬﺎ ﺷﺨﺺ ﻻ ﻳﺴﺘﻄﻴﻊ ﺃﻥ ﻳﻔﻌﻞ ﻟﻪ‬

‫ﺃﻱﺧﻴﺮ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪".‬‬

‫ﻗﺪﻳﺮﺗﻔﻊ ﺍﻵﺧﺬﻭﻥ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﻘﺒﻴﻞ‪ ،‬ﻟﻜﻨﻬﻢ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺴﻘﻄﻮﻥ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺮﻛﻞ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺳﻌﻰ ﻻﻱ ﺇﻰﻟ ﺇﻗﻨﺎﻉ ﻣﺤﻠﻠﻲﻭﻭﻝ ﺳﺘﺮﻳﺖ‪ ،‬ﻓﻘﺪ‬

‫ﻓﻌﻞ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﻐﻼﻝ ﻣﻮﻇﻔﻴﻪ‪ ،‬ﺣﻴﺚ ﻃﻠﺐ ﻣﻨﻬﻢ ﺍﻟﺘﻨﺎﺯﻝ ﻋﻦ ﻧﺰﺍﻫﺘﻬﻢ ﻟﺒﻨﺎء ﻭﺍﺟﻬﺔ‬

‫ﻣﻦﺷﺄﻧﻬﺎ ﺧﺪﺍﻉ ﺍﻟﻤﺤﻠﻠﻴﻦ‪ .‬ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻳﻜﺘﺴﺐ ﺍﻟﻨﺎﺱ ﺍﻟﺴﻠﻄﺔ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﺸﻌﺮﻭﻥ ﺑﺄﻧﻬﻢ ﺃﻛﺒﺮ ﺣﺠﻤﺎ ﻭﻳﺘﺤﻤﻠﻮﻥﺍﻟﻤﺴﺆﻭﻟﻴﺔ‪ :‬ﻓﻬﻢ‬

‫ﺃﻗﻞ ﻗﻴﻮﺩﺍ ﻭﺃﻛﺜﺮ ﺣﺮﻳﺔ ﻓﻲ ﺍﻟﺘﻌﺒﻴﺮ ﻋﻦ ﻣﻴﻮﻟﻬﻢ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻜﺘﺴﺐ ﺍﻵﺧﺬﻭﻥ‬

‫ﺍﻟﺴﻠﻄﺔ‪،‬ﻓﺈﻧﻬﻢ ﻳﻮﻟﻮﻥ ﺍﻫﺘﻤﺎﻣًﺎ ﺃﻗﻞ ﻟﻜﻴﻔﻴﺔ ﺍﻟﻨﻈﺮ ﺇﻟﻴﻬﻢ ﻣﻦ ﻗﺒﻞ ﻣﻦ ﻫﻢ ﺃﺩﻧﻰ ﻣﻨﻬﻢ ﺃﻭ ﺑﺠﻮﺍﺭﻫﻢ؛ ﻫﻢﻳﺸﻌﺮ ﺑﺄﻧﻪ ﻳﺤﻖ ﻟﻪ ﻣﺘﺎﺑﻌﺔﺃﻫﺪﺍﻑ ﺗﺨﺪﻡ‬

‫ﺍﻟﺬﺍﺕ ﻭﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﺄﻛﺒﺮ ﻗﺪﺭ ﻣﻤﻜﻦ ﻣﻦ ﺍﻟﻘﻴﻤﺔ‪ .‬ﺑﻤﺮﻭﺭ ﺍﻟﻮﻗﺖ‪ ،‬ﺗﺆﺩﻱ ﻣﻌﺎﻣﻠﺔ ﺍﻷﻗﺮﺍﻥ ﻭﺍﻟﻤﺮﺅﻭﺳﻴﻦ ﺑﺸﻜﻞﺳﻴﺊ ﺇﻰﻟ ﺗﻌﺮﻳﺾ ﻋﻼﻗﺎﺗﻬﻢ‬

‫ﻭﺳﻤﻌﺘﻬﻢ ﻟﻠﺨﻄﺮ‪ .‬ﻓﻔﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ‪ ،‬ﺃﻏﻠﺐ ﺍﻟﻨﺎﺱ ﻣﺘﻄﺎﺑﻘﻮﻥ‪ :‬ﺇﺫ ﺗﺆﻛﺪ ﻗﻴﻤﻬﻢ ﺍﻷﺳﺎﺳﻴﺔﻋﻰﻠ ﺍﻟﻌﺪﺍﻟﺔ ﻭﺍﻟﻤﺴﺎﻭﺍﺓ ﻭﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ .‬ﻋﻨﺪﻣﺎ‬
 ‫ﻳﻨﺘﻬﻚ ﺍﻵﺧﺬﻭﻥ ﻫﺬﻩ ﺍﻟﻤﺒﺎﺩﺉ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﻄﺎﺑﻘﻴﻦ ﻓﻲ‬

‫ﺷﺒﻜﺎﺗﻬﻢﻳﺆﻣﻨﻮﻥ ﺑﻤﺒﺪﺃ ﺍﻟﻌﻴﻦ ﺑﺎﻟﻌﻴﻦ‪ ،‬ﻟﺬﻟﻚ ﻳﺮﻳﺪﻭﻥ ﺭﺅﻳﺔ ﺍﻟﻌﺪﺍﻟﺔ ﺗﺘﺤﻘﻖ‪.‬‬

‫ﻟﻠﺘﻮﺿﻴﺢ‪،‬ﺗﺨﻴﻞ ﺃﻧﻚ ﺗﺸﺎﺭﻙ ﻓﻲ ﺩﺭﺍﺳﺔ ﻣﺸﻬﻮﺭﺓ ﺃﺟﺮﺍﻫﺎ ﺩﺍﻧﻴﻴﻞ ﻛﺎﻧﻴﻤﺎﻥ‪ ،‬ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺍﻟﺤﺎﺉﺰ ﻋﻰﻠ ﺟﺎﺉﺰﺓ ﻧﻮﺑﻞ ﻓﻲﺟﺎﻣﻌﺔ ﺑﺮﻳﻨﺴﺘﻮﻥ‪ .‬ﺃﻧﺖ‬

‫ﺗﻠﻌﺐ ﻣﺎ ﻳﻌﺮﻑ ﺑﺎﺳﻢﻟﻌﺒﺔ ﺍﻻﻧﺬﺍﺭ‪ ،‬ﻭﺗﺠﻠﺲ ﻋﺒﺮ ﺍﻟﻄﺎﻭﻟﺔ ﺃﻣﺎﻡ ﺷﺨﺺ ﻏﺮﻳﺐ ﺣﺼﻞ ﻟﻠﺘﻮ‬

‫ﻋﻰﻠ‪ 10‬ﺩﻭﻻﺭﺍﺕ‪ .‬ﻣﻬﻤﺘﻪ ﻫﻲ ﺗﻘﺪﻳﻢ‬

‫ﻟﻚﺍﻗﺘﺮﺍﺡ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺗﻘﺴﻴﻢ ﺍﻷﻣﻮﺍﻝ ﺑﻴﻨﻜﻤﺎ‪ .‬ﺇﻧﻪ ﺇﻧﺬﺍﺭ ﻧﻬﺎﺉﻲ‪ :‬ﻳﻤﻜﻨﻚ ﺇﻣﺎ ﻗﺒﻮﻝ ﺍﻻﻗﺘﺮﺍﺡ ﻛﻤﺎ ﻫﻮ ﻭﺗﻘﺴﻴﻢ ﺍﻷﻣﻮﺍﻝ ﻛﻤﺎﻫﻮ ﻣﻘﺘﺮﺡ‪ ،‬ﺃﻭ‬

‫ﻳﻤﻜﻨﻚ ﺭﻓﻀﻪ‪ ،‬ﻭﻟﻦ ﻳﺤﺼﻞ ﻛﻞ ﻣﻨﻜﻤﺎ ﻋﻰﻠ ﺷﻲء‪ .‬ﻗﺪ ﻻ ﺗﺮﻯ ﺑﻌﻀﻜﻤﺎ ﺍﻟﺒﻌﺾ ﻣﺮﺓ ﺃﺧﺮﻯ ﺃﺑﺪًﺍ‪ ،‬ﻟﺬﺍ‬

‫ﻓﻬﻮﻳﺘﺼﺮﻑ ﻣﺜﻞ ﺍﻵﺧﺬ‪ ،‬ﺣﻴﺚ ﻳﺤﺘﻔﻆ ﺑـ ‪ 8‬ﺩﻭﻻﺭﺍﺕ ﻭﻳﻌﺮﺽ ﻋﻠﻴﻚ ﺩﻭﻻﺭﻳﻦ ﻓﻘﻂ‪ .‬ﻣﺎﺫﺍ ﺗﻔﻌﻞ؟‬

‫ﻓﻴﻤﺎﻳﺘﻌﻠﻖ ﺑﺎﻟﺮﺑﺢ ﺍﻟﺨﺎﻟﺺ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﻨﻄﻘﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻚ ﻗﺒﻮﻝ ﺍﻟﻌﺮﺽ‪ .‬ﺑﻌﺪ ﻛﻞ ﺷﻲء‪ 2 ،‬ﺩﻭﻻﺭ ﺃﻓﻀﻞ ﻣﻦ ﻻ ﺷﻲء‪.‬ﻭﻟﻜﻦ ﺇﺫﺍ ﻛﻨﺖ ﻣﺜﻞ‬

‫ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ‪ ،‬ﻓﺈﻧﻚ ﺗﺮﻓﺾ ﺫﻟﻚ‪ .‬ﺃﻧﺖ ﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻠﺘﻀﺤﻴﺔ ﺑﺎﻟﻤﺎﻝ ﻟﻤﻌﺎﻗﺒﺔ ﺍﻟﻤﺘﻠﻘﻲ ﻷﻧﻪﻏﻴﺮ ﻋﺎﺩﻝ‪ ،‬ﻭﺍﻟﺨﺮﻭﺝ ﺩﻭﻥ ﺃﻱ ﺷﻲء ﻓﻘﻂ ﻟﻤﻨﻌﻪ‬

‫ﻣﻦ ﻛﺴﺐ ‪ 8‬ﺩﻭﻻﺭﺍﺕ‪ .‬ﺗﺸﻴﺮ ﺍﻷﺩﻟﺔ ﺇﻰﻟ ﺃﻥ ﺍﻟﻐﺎﻟﺒﻴﺔ ﺍﻟﻌﻈﻤﻰ ﻣﻦ‬

‫ﺍﻷﺷﺨﺎﺹﻓﻲ ﻫﺬﺍ ﺍﻟﻤﻮﻗﻒ ﻳﺮﻓﻀﻮﻥ ﺍﻟﻤﻘﺘﺮﺣﺎﺕ ﻏﻴﺮ ﺍﻟﻤﺘﻮﺍﺯﻧﺔ ﺍﻟﺘﻲ ﺗﺼﻞ ﺇﻰﻟ ‪ 80‬ﺑﺎﻟﻤﺎﺉﺔ ﺃﻭ ﺃﻛﺜﺮ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻘﺴﻢ*‪.‬‬

‫ﻟﻤﺎﺫﺍﻧﻌﺎﻗﺐ ﺍﻟﻤﺘﻠﻘﻴﻴﻦ ﻟﻜﻮﻧﻬﻢ ﻏﻴﺮ ﻋﺎﺩﻟﻴﻦ؟ ﺍﻧﻬﺎ ﻟﻴﺴﺖ ﺍﻟﺤﻘﺪ‪ .‬ﻧﺤﻦ ﻻ ﻧﻨﺘﻘﻢ ﻣﻦ ﻣﺤﺘﺠﺰﻱ ﺍﻟﻤﺨﺪﺭﺍﺕ ﻟﻤﺤﺎﻭﻟﺘﻬﻢﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﺎ‪ .‬ﻳﺘﻌﻠﻖ‬

‫ﺍﻷﻣﺮ ﺑﺎﻟﻌﺪﺍﻟﺔ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﺷﺨﺼًﺎ ﻣﻄﺎﺑﻘًﺎ‪ ،‬ﻓﺴﺘﻌﺎﻗﺐ ﺃﻳﻀًﺎ ﻣﻦ ﻳﺘﻘﺪﻡ ﺇﻟﻴﻚ ﺑﺴﺒﺐ ﺗﺼﺮﻓﻪﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻝ ﺗﺠﺎﻫﻪﺁﺧﺮﺍﻟﻨﺎﺱ‪ .‬ﻭﻓﻲ ﺩﺭﺍﺳﺔ‬

‫ﺃﺧﺮﻯ ﻗﺎﺩﻫﺎ ﻛﺎﻧﻴﻤﺎﻥ‪ ،‬ﻛﺎﻥ ﻟﺪﻯ ﺍﻟﻨﺎﺱ ﺍﻻﺧﺘﻴﺎﺭ ﺑﻴﻦ ﺗﻘﺴﻴﻢ ‪12‬‬

‫ﺩﻭﻻﺭﺍﺑﺎﻟﺘﺴﺎﻭﻱ ﻣﻊ ﻣﻘﺪﻡ ﻋﺮﺽ ﻏﻴﺮ ﻋﺎﺩﻝ ﻓﻲ ﺍﻟﻤﺎﺿﻲ ﺃﻭ ﺗﻘﺴﻴﻢ ‪ 10‬ﺩﻭﻻﺭﺍﺕ ﺑﺎﻟﺘﺴﺎﻭﻱ ﻣﻊ ﺷﺨﺺ ﻗﺪﻡ ﻋﺮﺿﺎ ﻋﺎﺩﻻﻓﻲ ﺍﻟﻤﺎﺿﻲ‪ .‬ﻓﻀﻞ‬

‫ﺃﻛﺜﺮ ﻣﻦ ‪ 80%‬ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺗﻘﺴﻴﻢ ‪ 10‬ﺩﻭﻻﺭﺍﺕ ﺑﺎﻟﺘﺴﺎﻭﻱ ﻣﻊ ﺍﻟﻤﻄﺎﺑﻖ‪ ،‬ﻭﻗﺒﻮﻝ ‪5‬‬

‫ﺩﻭﻻﺭﺍﺕﺑﺪﻻً ﻣﻦ ‪ 6‬ﺩﻭﻻﺭﺍﺕ ﻟﻤﻨﻊ ﺍﻟﻤﺘﻠﻘﻲ ﻣﻦ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ‪ 6‬ﺩﻭﻻﺭﺍﺕ‪.‬‬

‫ﻓﻲﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﺃﻇﻬﺮ ﺑﺤﺚ ﺟﺪﻳﺪ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻳﺘﻌﺮﺽ ﺍﻷﺷﺨﺎﺹ ﻟﻠﺤﺮﻕ ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﻌﺘﺪﻳﻦ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻌﺎﻗﺒﻮﻧﻬﻢ ﺑﺬﻟﻚ‬

‫ﻣﺸﺎﺭﻛﺔﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺴﻤﻌﺔ‪" .‬ﺗﻤﺜﻞ ﺍﻟﻨﻤﻴﻤﺔ ﺷﻜﻼ ًﻣﻦ ﺃﺷﻜﺎﻝ ﺍﻟﻌﻘﺎﺏ ﻭﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﻭﻓﻌﺎﻝ ﻭﻣﻨﺨﻔﺾ ﺍﻟﺘﻜﻠﻔﺔ"‪ ،‬ﻛﻤﺎ ﻛﺘﺐﻋﻠﻤﺎء ﺍﻻﺟﺘﻤﺎﻉ‬

‫ﻣﺎﺛﻴﻮ ﻓﺎﻳﻨﺒﺮﺝ‪ ،‬ﻭﺟﻮﻱ ﺗﺸﻴﻨﺞ‪ ،‬ﻭﺭﻭﺏ ﻭﻳﻠﺮ‪ .‬ﻋﻨﺪﻣﺎ ﺗﺸﻴﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺴﻤﻌﺔ ﺇﻰﻟ ﺃﻥ ﺷﺨﺼًﺎﻣﺎ ﻟﺪﻳﻪ ﻣﻴﻮﻝ ﻟﻸﺧﺬ‪ ،‬ﻳﻤﻜﻨﻨﺎ ﺣﺠﺐ‬

‫ﺍﻟﺜﻘﺔ ﻭﺗﺠﻨﺐ ﺍﻟﺘﻌﺮﺽ ﻟﻼﺳﺘﻐﻼﻝ‪ .‬ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ‪ ،‬ﻭﻣﻊ ﺍﻧﺘﺸﺎﺭ‬

‫ﺳﻤﻌﺘﻬﻢ‪،‬ﻳﻨﺘﻬﻲ ﺍﻷﻣﺮ ﺑﺎﻟﻤﺘﻘﺪﻣﻴﻦ ﺇﻰﻟ ﻗﻄﻊ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻘﺎﺉﻤﺔ ﻭﺇﺣﺮﺍﻕ ﺍﻟﺠﺴﻮﺭ ﻣﻊ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ ﺍﻟﻤﺤﺘﻤﻠﺔ‪ .‬ﻭﻋﻨﺪﻣﺎﺗﻢ ﺍﻟﻜﺸﻒ ﻋﻦ‬

‫ﻗﻀﻴﺔ ﻻﻱ‪ ،‬ﻧﺄﻯ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﻧﺼﺎﺭﻩ ﺍﻟﺴﺎﺑﻘﻴﻦ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﻋﺎﺉﻠﺔ ﺑﻮﺵ‪ ،‬ﺑﺄﻧﻔﺴﻬﻢ ﻋﻨﻪ‪ .‬ﻭﻛﻤﺎ‬

‫ﻳﻮﺿﺢﻭﺍﻳﻦ ﺑﻴﻜﺮ‪ ،‬ﻋﺎﻟﻢ ﺍﻻﺟﺘﻤﺎﻉ ﻭﺧﺒﻴﺮ ﺍﻟﺸﺒﻜﺎﺕ ﻓﻲ ﺟﺎﻣﻌﺔ ﻣﻴﺸﻴﻐﺎﻥ‪" ،‬ﺇﺫﺍ ﺃﻧﺸﺄﻧﺎ ﺷﺒﻜﺎﺕ ﺑﻬﺪﻑ ﻭﺣﻴﺪ ﻫﻮ‪.‬ﺍﻟﺤﺼﻮﻝ‬
‫ﻋﻰﻠﺷﻲء ﻣﺎ‪ ،‬ﻟﻦ ﻧﻨﺠﺢ‪ .‬ﻧﺤﻦﻻ ﺃﺳﺘﻄﻴﻊﻳﺘﺤﺮﻯﻓﻮﺍﺉﺪ ﺍﻟﺸﺒﻜﺎﺕ; ﺍﻟﻔﻮﺍﺉﺪ ﺗﺄﺗﻲ ﻣﻦ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻓﻲ ﺍﻷﻧﺸﻄﺔ‬

‫ﻭﺍﻟﻌﻼﻗﺎﺕﺍﻟﻬﺎﺩﻓﺔ‪.‬‬

‫ﻗﺒﻞﺃﻥ ﻧﺤﻘﻖ ﻗﻔﺰﺓ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻌﻼﻗﺎﺕ‪ ،‬ﻧﺤﺘﺎﺝ ﺇﻰﻟ ﺃﻥ ﻧﻜﻮﻥ ﻗﺎﺩﺭﻳﻦ ﻋﻰﻠ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻓﻲ ﺗﻔﺎﻋﻼﺗﻨﺎﺍﻟﻴﻮﻣﻴﺔ‪ .‬ﺑﺎﻟﻨﺴﺒﺔ‬

‫ﻟﻠﻜﺜﻴﺮﻳﻦ ﻣﻨﺎ‪ ،‬ﻳﻜﻤﻦ ﺍﻟﺘﺤﺪﻱ ﺍﻟﻤﺘﻤﺜﻞ ﻓﻲ ﺍﻟﺘﻮﺍﺻﻞ ﻓﻲ ﻣﺤﺎﻭﻟﺔ ﺗﺨﻤﻴﻦ ﺩﻭﺍﻓﻊ ﺃﻭ ﻧﻮﺍﻳﺎ ﺟﻬﺔ‬

‫ﺍﺗﺼﺎﻝﺟﺪﻳﺪﺓ‪ ،‬ﺧﺎﺻﺔ ﻭﺃﻧﻨﺎ ﺭﺃﻳﻨﺎ ﺃﻥ ﻣﻘﺪﻣﻲ ﺍﻟﻄﻠﺒﺎﺕ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﺎﻫﺮﻳﻦ ﺟﺪًﺍ ﻓﻲ ﺍﻟﻈﻬﻮﺭ ﺑﻤﻈﻬﺮ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻋﻨﺪﻣﺎﻳﻜﻮﻥ ﻫﻨﺎﻙ ﻋﺎﺉﺪ‬

‫ﻣﺤﺘﻤﻞ‪ .‬ﻫﻞ ﺍﻟﺸﺨﺺ ﺍﻟﺘﺎﻟﻲ ﺍﻟﺬﻱ ﺗﻘﺎﺑﻠﻪ ﻣﻬﺘﻢ ﺑﻌﻼﻗﺔ ﺣﻘﻴﻘﻴﺔ ﺃﻡ ﻳﺴﻌﻰ ﻓﻘﻂ ﺇﻰﻟ ﺗﺤﻘﻴﻖ‬

‫ﻣﻜﺎﺳﺐﺷﺨﺼﻴﺔ‪ ،‬ﻭﻫﻞ ﻫﻨﺎﻙ ﻃﺮﻳﻘﺔ ﺟﻴﺪﺓ ﻟﻤﻌﺮﻓﺔ ﺍﻟﻔﺮﻕ؟‬

‫ﻭﻟﺤﺴﻦﺍﻟﺤﻆ‪ ،‬ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺃﻥ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻳﺴﺮﺑﻮﻥ ﺍﻷﺩﻟﺔ‪ .‬ﺣﺴﻨﺎ‪ ،‬ﻋﻰﻠ ﻧﺤﻮ ﺃﺩﻕ‪ ،‬ﻣﺤﺘﺠﺰﻱﻟﻴﻚﺃﺩﻟﺔ‪ .‬ﻓﻲﻣﻤﻠﻜﺔ ﺍﻟﺤﻴﻮﺍﻥ‪،‬‬

‫‪com.lekking‬ﻳﺸﻴﺮ ﺇﻰﻟ ﻃﻘﻮﺱ ﻳُﻈ ﻬﺮ ﻓﻴﻬﺎ ﺍﻟﺬﻛﻮﺭ ﺭﻏﺒﺘﻬﻢ ﻓﻲ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﺭﻓﻘﺎء‪ .‬ﻋﻨﺪﻣﺎ ﻳﺤﻴﻦﻭﻗﺖ ﺍﻟﺘﻜﺎﺛﺮ‪ ،‬ﻳﺠﺘﻤﻌﻮﻥ ﻓﻲ ﻣﻜﺎﻥ ﻣﺸﺘﺮﻙ‬

‫ﻭﻳﺘﺨﺬﻭﻥ ﻣﻮﺍﻗﻌﻬﻢ ﺍﻟﻤﺤﺪﺩﺓ‪ .‬ﻟﻘﺪ ﻗﺪﻣﻮﺍ ﻋﺮﻭﺿًﺎ ﺑﺎﻫﻈﺔ ﻹﺛﺎﺭﺓ ﺇﻋﺠﺎﺏﺍﻟﺠﻤﺎﻫﻴﺮ ﺍﻟﻨﺴﺎﺉﻴﺔ ﻭﺟﺬﺑﻬﺎ‪ .‬ﺍﻟﺒﻌﺾ ﻳﻘﻮﻡ ﺑﺮﻗﺼﺎﺕ ﺍﻟﺘﺰﺍﻭﺝ‪ .‬ﺍﻟﺒﻌﺾ‬
 ‫ﻳﻐﻨﻲ ﺃﻏﺎﻧﻲ ﻣﻐﺮﻳﺔ‪ .‬ﺣﺘﻰ ﺃﻥ ﺍﻟﺒﻌﺾ‬

‫ﻳﻤﺎﺭﺱﺍﻷﻟﻌﺎﺏ ﺍﻟﺒﻬﻠﻮﺍﻧﻴﺔ‪ .‬ﺍﻟﻌﺮﺽ ﺍﻷﻛﺜﺮ ﻟﻔﺘًﺎ ﻟﻼﻧﺘﺒﺎﻩ ﻳﺤﺪﺙ ﺑﻴﻦ ﺫﻛﻮﺭ ﺍﻟﻄﺎﻭﻭﺱ‪ .‬ﻓﻲ ﻛﻞ ﻣﻮﺳﻢ ﺗﺰﺍﻭﺝ‪ ،‬ﻳﺘﺨﺬ ﺍﻟﺬﻛﻮﺭ‬

‫ﻣﻮﺍﻗﻌﻬﻢﻭﻳﺒﺪﺃﻭﻥ ﻓﻲ ﺍﺳﺘﻌﺮﺍﺽ ﺭﻳﺸﻬﻢ‪ .‬ﺇﻧﻬﻢ ﻳﺘﺒﺨﺘﺮﻭﻥ‪ .‬ﻧﺸﺮﻭﺍ ﺭﻳﺸﻬﻢ‪ .‬ﺇﻧﻬﻢ ﻳﺪﻭﺭﻭﻥ ﺣﻮﻟﻬﻢ ﻟﺘﻔﺎﺧﺮ ﺑﺬﻳﻮﻟﻬﻢ‪.‬‬

‫ﻓﻲﻣﻤﻠﻜﺔ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪ ،‬ﻳﻘﻮﻡ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﺑﺄﺩﺍء ﺭﻗﺼﺔ ﺗﺒﺪﻭ ﻣﺘﺸﺎﺑﻬﺔ ﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ‪.‬‬

‫ﻓﻲﺩﺭﺍﺳﺔ ﺗﺎﺭﻳﺨﻴﺔ‪ ،‬ﺩﺭﺱ ﺃﺳﺘﺎﺫﺍ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﺭﻳﺠﻴﺖ ﺗﺸﺎﺗﺮﺟﻲ ﻭﺩﻭﻧﺎﻟﺪ ﻫﺎﻣﺒﺮﻳﻚ ﺃﻛﺜﺮ ﻣﻦ ﻣﺎﺉﺔ ﻣﻨﻬﺎﺍﻟﺮﺅﺳﺎء‬

‫ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥﻓﻲ ﺷﺮﻛﺎﺕ ﺃﺟﻬﺰﺓ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﻭﺍﻟﺒﺮﻣﺠﻴﺎﺕ‪ .‬ﻭﻗﺎﻣﻮﺍ ﺑﺘﺤﻠﻴﻞ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺴﻨﻮﻳﺔ ﻟﻜﻞ ﺷﺮﻛﺔ ﻋﻰﻠ ﻣﺪﻯ ﺃﻛﺜﺮ ﻣﻦ‬

‫ﻋﻘﺪﻣﻦ ﺍﻟﺰﻣﻦ‪ ،‬ﺑﺤﺜﺎ ﻋﻦ ﻋﻼﻣﺎﺕ ﺍﻟﻌﺒﺚ‪ .‬ﻣﺎ ﻭﺟﺪﻭﻩ ﺳﻴﻐﻴﺮ ﻭﺟﻪ ﺍﻟﻘﻴﺎﺩﺓ ﺇﻰﻟ ﺍﻷﺑﺪ‪.‬‬
‫ﻟﻘﺪﺗﺒﻴﻦ ﺃﻧﻪ ﻛﺎﻥ ﺑﻮﺳﻌﻨﺎ ﺃﻥ ﻧﺘﻮﻗﻊ ﺍﻧﻬﻴﺎﺭ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﻣﻦ ﻋﺎﻡ ‪ ،1997‬ﺩﻭﻥ ﺃﻥ ﻧﻠﺘﻘﻲ ﻛﻴﻦ ﻻﻱ ﺃﻭ ﻧﻨﻈﺮﺇﻰﻟ ﺭﻗﻢ ﻭﺍﺣﺪ‪ .‬ﺗﻈﻬﺮ‬

‫ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﺘﺤﺬﻳﺮﻳﺔ ﻟﺰﻭﺍﻝ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﻓﻲ ﺻﻮﺭﺓ ﻭﺍﺣﺪﺓ‪ ،‬ﺗﻢ ﺍﻟﺘﻘﺎﻃﻬﺎ ﻗﺒﻞ ﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ‬

‫ﻣﻦﺍﻧﻬﻴﺎﺭ ﺍﻟﺸﺮﻛﺔ‪ .‬ﺃﻟﻖ ِﻧﻈﺮﺓ ﻋﻰﻠ ﺍﻟﺼﻮﺭﺗﻴﻦ ﺃﺩﻧﺎﻩ ﻟﻠﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪ ،‬ﺍﻟﻤﺴﺘﻨﺴﺨﺘﻴﻦ ﻣﻦ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺴﻨﻮﻳﺔ ﻟﺸﺮﻛﺎﺗﻬﻢ‪.‬ﺑﺪﺃ ﻛﻼ ﺍﻟﺮﺟﻠﻴﻦ‬

‫ﺣﻴﺎﺗﻬﻤﺎ ﻓﻲ ﻓﻘﺮ‪ ،‬ﻭﻋﻤﻼ ﻓﻲ ﺇﺩﺍﺭﺓ ﻧﻴﻜﺴﻮﻥ‪ ،‬ﻭﺃﺳﺴﺎ ﺷﺮﻛﺘﻴﻬﻤﺎ ﺍﻟﺨﺎﺻﺘﻴﻦ‪ ،‬ﻭﺃﺻﺒﺤﺎ‬

‫ﻣﺪﻳﺮﻳﻦﺗﻨﻔﻴﺬﻳﻴﻦ ﺛﺮﻳﻴﻦ‪ ،‬ﻭﺗﺒﺮﻋﺎ ﺑﻤﺒﺎﻟﻎ ﻛﺒﻴﺮﺓ ﻣﻦ ﺍﻟﻤﺎﻝ ﻟﻸﻋﻤﺎﻝ ﺍﻟﺨﻴﺮﻳﺔ‪ .‬ﻫﻞ ﻳﻤﻜﻨﻚ ﺃﻥ ﺗﻌﺮﻑ ﻣﻦ ﻭﺟﻮﻫﻬﻢ – ﺃﻭ‬

‫ﻣﻼﺑﺴﻬﻢ– ﻣﻦ ﻫﻮ ﺍﻟﺸﺨﺺ ﺍﻟﺬﻱ ﺃﺧﺬ؟‬

‫ﺍﻟﺮﺟﻞﺍﻟﻤﻮﺟﻮﺩ ﻋﻰﻠ ﺍﻟﻴﺴﺎﺭ ﻫﻮ ﺟﻮﻥ ﻫﺎﻧﺘﺴﻤﺎﻥ ﺍﻷﺏ‪ ،‬ﻭﻫﻮ ﻣﺘﺒﺮﻉ ﺳﻨﻠﺘﻘﻲ ﺑﻪ ﻓﻲ ﺍﻟﻔﺼﻞ ﺍﻟﺴﺎﺩﺱ ﻣﻦ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱﻟﺸﺮﻛﺘﻪ ﻟﻌﺎﻡ ‪2006.‬‬

‫ﺍﻟﺼﻮﺭﺓ ﻋﻰﻠ ﺍﻟﻴﻤﻴﻦ ﺗﺼﻮﺭ ﻛﻴﻦ ﻻﻱ‪ .‬ﻟﻘﺪ ﻗﺎﻡ ﺁﻻﻑ ﺍﻟﺨﺒﺮﺍء ﺑﺘﺤﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺎﻟﻴﺔ ﻟﺸﺮﻛﺔﺇﻧﺮﻭﻥ‪ ،‬ﻭﻟﻜﻨﻬﻢ ﻓﺎﺗﺘﻬﻢ ﺣﻘﻴﻘﺔ ﻣﻬﻤﺔ‪ :‬ﺍﻟﺼﻮﺭﺓ‬

‫ﺗﺴﺎﻭﻱ ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﺃﻟﻒ ﻛﻠﻤﺔ‪ .‬ﻭﻟﻮ ﺃﻧﻨﺎ ﻧﻈﺮﻧﺎ ﺑﻌﻨﺎﻳﺔ ﺃﻛﺒﺮ ﺇﻰﻟ‬

‫ﺗﻘﺎﺭﻳﺮﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‪ ،‬ﻟﺮﺑﻤﺎ ﺗﻤﻜﻨﺎ ﻣﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﻮﺍﺿﺤﺔ ﺍﻟﺘﻲ ﺗﺸﻴﺮ ﺇﻰﻟ ﻭﺟﻮﺩ ﻣﺴﺘﺤﻮﺫﻳﻦ ﻋﻰﻠ ﺍﻟﺴﻠﻄﺔ‪.‬‬

‫ﻟﻜﻦﻫﺬﻩ ﺍﻟﻌﻼﻣﺎﺕ ﻟﻴﺴﺖ ﻓﻲ ﺍﻟﻤﻜﺎﻥ ﺍﻟﺬﻱ ﺗﻮﻗﻌﺖ ﺃﻥ ﺃﺟﺪﻫﺎ ﻓﻴﻬﺎ‪ ،‬ﻓﻬﻲ ﻟﻴﺴﺖ ﻓﻲ ﻭﺟﻮﻩ ﺃﻭ ﻣﻼﺑﺲ ﺍﻟﺮﺅﺳﺎء‬

‫ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪.‬ﻓﻲ ﺩﺭﺍﺳﺘﻬﻤﺎ ﻟﻠﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻓﻲ ﺻﻨﺎﻋﺔ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﻛﺎﻥ ﻟﺪﻯ ﺗﺸﺎﺗﺮﺟﻲ ﻭﻫﺎﻣﺒﺮﻳﻚ ﺣﺪﺱ ﻣﻔﺎﺩﻩ ﺃﻥ ﺍﻟﻤﺘﻘﺪﻣﻴﻦﺳﻴﺮﻭﻥ‬

‫ﺃﻧﻔﺴﻬﻢ ﻛﺎﻟﺸﻤﺲ ﻓﻲ ﺍﻷﻧﻈﻤﺔ ﺍﻟﺸﻤﺴﻴﺔ ﻟﺸﺮﻛﺎﺗﻬﻢ‪ .‬ﻟﻘﺪ ﻭﺟﺪﻭﺍ ﻋﺪﺓ ﺃﺩﻟﺔ ﻋﻰﻠ ﻣﺤﺘﺠﺰﻱ ﺍﻟﺘﺴﺮﺏ ﻓﻲﺍﻷﻋﻰﻠ‪ .‬ﻇﻬﺮﺕ ﺇﺣﺪﻯ ﺍﻹﺷﺎﺭﺍﺕ ﻓﻲ‬

‫ﺍﻟﻤﻘﺎﺑﻼﺕ ﻣﻊ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ‪ .‬ﻧﻈﺮًﺍ ﻷﻥ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ‬

‫ﺍﻻﻧﻐﻤﺎﺱﻓﻲ ﺃﻧﻔﺴﻬﻢ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﺴﺘﺨﺪﻣﻮﺍ ﺍﻟﻀﻤﺎﺉﺮ ﺍﻟﻤﻔﺮﺩﺓ ﺑﻀﻤﻴﺮ ﺍﻟﻤﺘﻜﻠﻢ ﻣﺜﻞﺃﻧﺎ‪,‬ﺃﻧﺎ‪,‬ﻣِﻠﻜِﻲ ‪,‬ﻟﻲ‪ ،‬ﻭﻧﻔﺴﻲ‪ -‬ﻣﻘﺎﺑﻞﺿﻤﺎﺉﺮ ﺍﻟﺠﻤﻊ‬
 ‫ﺑﻀﻤﻴﺮ ﺍﻟﻤﺘﻜﻠﻢ ﻣﺜﻞﻧﺤﻦ‪,‬ﻧﺤﻦ‪,‬ﻣﻠﻜﻨﺎ‪,‬ﻟﻨﺎ‪ ،‬ﻭﺃﻧﻔﺴﻨﺎ‪ .‬ﻓﻲ ﺻﻨﺎﻋﺔ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﻋﻨﺪ ﺍﻟﺤﺪﻳﺚ ﻋﻦ‬

‫ﺍﻟﺸﺮﻛﺔ‪،‬ﻓﻲ ﺍﻟﻤﺘﻮﺳﻂ‪ 21% ،‬ﻣﻦ ﺿﻤﺎﺉﺮ ﺍﻟﻤﺘﻜﻠﻢ ﻟﻠﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻛﺎﻧﺖ ﺑﺼﻴﻐﺔ ﺍﻟﻤﻔﺮﺩ‪ .‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺘﻄﺮﻓﻴﻦ‪ 39 % ،‬ﻣﻦ ﺿﻤﺎﺉﺮ‬

‫ﺍﻟﻤﺘﻜﻠﻢ ﻛﺎﻧﺖ ﺑﺼﻴﻐﺔ ﺍﻟﻤﻔﺮﺩ‪ .‬ﻣﻦ ﺑﻴﻦ ﻛﻞ ﻋﺸﺮ ﻛﻠﻤﺎﺕ ﻧﻄﻖ ﺑﻬﺎ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻟﻺﺷﺎﺭﺓ ﺇﻰﻟ‬

‫ﺃﻧﻔﺴﻬﻢ‪،‬ﻛﺎﻧﺖ ﺃﺭﺑﻊ ﻛﻠﻤﺎﺕ ﻋﻦ ﺃﻧﻔﺴﻬﻢ‬

‫ﻭﺣﺪﻩﻭﻻ ﺃﺣﺪ ﺁﺧﺮ‪ .‬ﻛﺎﻧﺖﺍﻟﺘﻌﻮﻳﻀﺎﺕ ﺇﺷﺎﺭﺓ ﺃﺧﺮﻯ‪ :‬ﻓﻘﺪ ﺣﺼﻞ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﺍﻟﻤﺘﻠﻘﻮﻥ ﻋﻰﻠ ﺃﻣﻮﺍﻝ ﺃﻛﺜﺮ ﺑﻜﺜﻴﺮ ﻣﻦ ﻛﺒﺎﺭ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ‬

‫ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺷﺮﻛﺎﺗﻬﻢ‪ .‬ﺭﺃﻯ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﺃﻧﻔﺴﻬﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﻣﺘﻔﻮﻗﻮﻥ‪ ،‬ﻟﺬﻟﻚ ﺷﻌﺮﻭﺍ ﺑﺄﻧﻬﻢ ﻳﺴﺘﺤﻘﻮﻥ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠﺗﺒﺎﻳﻨﺎﺕ ﻛﺒﻴﺮﺓ‬

‫ﻓﻲ ﺍﻷﺟﻮﺭ ﻟﺼﺎﻟﺤﻬﻢ‪ .‬ﻓﻲ ﺻﻨﺎﻋﺔ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﻳﺤﺼﻞ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻟﻨﻤﻮﺫﺟﻲ ﻋﻰﻠ ﺃﻛﺜﺮ ﻣﻦ ﺛﻼﺛﺔ‬

‫ﺃﺿﻌﺎﻑﺍﻟﺮﺍﺗﺐ ﺍﻟﺴﻨﻮﻱ ﻭﺍﻟﻤﻜﺎﻓﺄﺓ ﻷﻱ ﺷﺨﺺ ﺁﺧﺮ ﻓﻲ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻋﻰﻠ ﺍﻟﻨﻘﻴﺾ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻛﺎﻥ ﺍﻟﻤﺘﻮﺳﻂ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء‬

‫ﺍﻟﺼﻨﺎﻋﺔﻫﻮ ﺃﻥ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻳﺘﻘﺎﺿﻮﻥ ﻣﺎ ﻳﺰﻳﺪ ﻗﻠﻴﻼ ًﻋﻦ ﻣﺮﺓ ﻭﻧﺼﻒ ﻣﻦ ﺍﻷﺟﺮ ﺍﻷﻋﻰﻠ ﺍﻟﺘﺎﻟﻲ‪ .‬ﻛﻤﺎ ﺃﻣﺮ ﺍﻟﺮﺅﺳﺎء‬

‫ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥﺍﻟﻤﺴﺘﺤﻮﺫﻭﻥ ﺑﺨﻴﺎﺭﺍﺕ ﺍﻷﺳﻬﻢ ﻭﺍﻟﺘﻌﻮﻳﻀﺎﺕ ﻏﻴﺮ ﺍﻟﻨﻘﺪﻳﺔ ﺍﻷﺧﺮﻯ ﺑﺴﺒﻌﺔ ﺃﺿﻌﺎﻑ ﺃﻋﻰﻠ ﺛﺎﻧﻲ ﺃﻋﻰﻠ ﺃﺟﺮ‪ ،‬ﻣﻘﺎﺭﻧﺔ‬

‫ﺑﻤﺘﻮﺳﻂﺍﻟﺼﻨﺎﻋﺔ ﺍﻟﺬﻱ ﻳﺒﻠﻎ ﺿﻌﻔﻴﻦ ﻭﻧﺼﻒ*‪.‬‬

‫ﻟﻜﻦﺍﻟﺪﻟﻴﻞ ﺍﻷﻛﺜﺮ ﺇﺛﺎﺭﺓ ﻟﻼﻫﺘﻤﺎﻡ ﻛﺎﻥ ﻓﻲ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺴﻨﻮﻳﺔ ﺍﻟﺘﻲ ﺗﻌﺪﻫﺎ ﺍﻟﺸﺮﻛﺎﺕ ﻟﻠﻤﺴﺎﻫﻤﻴﻦ ﻛﻞ ﻋﺎﻡ‪ .‬ﻓﻲ ﺃﻋﻰﻠ‬

‫ﺍﻟﺼﻔﺤﺔﺍﻟﺘﺎﻟﻴﺔ ﺗﻮﺟﺪ ﺻﻮﺭ ﻛﻴﻦ ﻻﻱ ﻭﺟﻮﻥ ﻫﺎﻧﺘﺴﻤﺎﻥ ﺍﻷﺏ ﺍﻟﺘﻲ ﻋﺮﺿﺘﻬﺎ ﻋﻠﻴﻚ ﻣﻦ ﻗﺒﻞ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﺍﻵﻥ ﻓﻲ ﺳﻴﺎﻗﻬﺎ‪.‬‬

‫ﻇﻬﺮﺕﺍﻟﺼﻮﺭﺓ ﻋﻰﻠ ﺍﻟﻴﺴﺎﺭ ﻓﻲ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﻟﺸﺮﻛﺔ ‪ Huntsman‬ﻟﻌﺎﻡ ‪ 2006.‬ﺻﻮﺭﺗﻪ ﺻﻐﻴﺮﺓ ﺟﺪًﺍ‪ ،‬ﺣﻴﺚ ﺗﺸﻐﻞ ﺃﻗﻞﻣﻦ ‪ 10‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦ‬

‫ﺍﻟﺼﻔﺤﺔ‪ .‬ﻇﻬﺮﺕ ﺍﻟﺼﻮﺭﺓ ﻋﻰﻠ ﺍﻟﻴﻤﻴﻦ ﻓﻲ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﻟﺸﺮﻛﺔ ﺇﻧﺮﻭﻥ ﻟﻌﺎﻡ ‪ 1997.‬ﺗﺸﻐﻞ‬

‫ﺻﻮﺭﺓﻻﻱ ﺻﻔﺤﺔ ﻛﺎﻣﻠﺔ‪.‬‬

‫ﻋﻨﺪﻣﺎﻧﻈﺮ ﺗﺸﺎﺗﺮﺟﻲ ﻭﻫﺎﻣﺒﺮﻳﻚ ﺇﻰﻟ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺴﻨﻮﻳﺔ ﺍﻟﺼﺎﺩﺭﺓ ﻋﻦ ﺷﺮﻛﺎﺕ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﻻﺣﻈﺎ ﺍﺧﺘﻼﻓﺎﺕ ﻛﺒﻴﺮﺓ ﻓﻲ ﺑﺮﻭﺯﺻﻮﺭﺓ ﺍﻟﺮﺉﻴﺲ‬

‫ﺍﻟﺘﻨﻔﻴﺬﻱ‪ .‬ﻓﻲ ﺑﻌﺾ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺴﻨﻮﻳﺔ‪ ،‬ﻟﻢ ﻳﺘﻢ ﺗﺼﻮﻳﺮ ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﻭﻓﻲ‬

‫ﺗﻘﺎﺭﻳﺮﺃﺧﺮﻯ‪ ،‬ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺻﻮﺭﺓ ﻋﻰﻠ ﺻﻔﺤﺔ ﻛﺎﻣﻠﺔ ﻟﻠﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﺣﺪﻩ‪ .‬ﺧﻤﻦ ﻣﻦ ﻫﻮ ﺍﻵﺧﺬ؟‬

‫ﺑﺎﻟﻨﺴﺒﺔﻟﻠﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪ ،‬ﻛﺎﻥ ﺍﻷﻣﺮ ﻛﻠﻪ ﻳﺪﻭﺭ ﺣﻮﻟﻪﺃﻧﺎ‪ .‬ﺇﻥ ﺍﻟﺼﻮﺭﺓ ﺍﻟﻜﺒﻴﺮﺓ ﺗﻤﺠﺪ ﺍﻟﺬﺍﺕ‪ ،‬ﻭﺗﺮﺳﻞ ﺭﺳﺎﻟﺔ‬
‫ﻭﺍﺿﺤﺔ"‪:‬ﺃﻧﺎ ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﻤﺮﻛﺰﻳﺔ ﻓﻲ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺔ‪ ".‬ﻭﻟﻜﻦ ﻫﻞ ﻫﺬﻩ ﺣﻘًﺎ ﺇﺷﺎﺭﺓ ﺇﻰﻟ ﻛﻮﻧﻚ ﻣﺘﻠﻘﻴًﺎ؟ ﻟﻤﻌﺮﻓﺔ ﺫﻟﻚ‪ ،‬ﻗﺎﻡ ﺗﺸﺎﺗﺮﺟﻲﻭﻫﺎﻣﺒﺮﻳﻚ‬

‫ﺑﺪﻋﻮﺓ ﻣﺤﻠﻠﻴﻦ ﺃﻣﻨﻴﻴﻦ ﻣﺘﺨﺼﺼﻴﻦ ﻓﻲ ﻗﻄﺎﻉ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻟﺘﻘﻴﻴﻢ ﺍﻟﺮﺅﺳﺎء‬

‫ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪.‬ﻗﺎﻡ ﺍﻟﻤﺤﻠﻠﻮﻥ ﺑﺘﻘﻴﻴﻢ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻛﻞ ﺭﺉﻴﺲ ﺗﻨﻔﻴﺬﻱ ﻟﺪﻳﻪ "ﺇﺣﺴﺎﺱ ﻣﺘﻀﺨﻢ ﺑﺎﻟﺬﺍﺕ ﻳﻨﻌﻜﺲ ﻓﻲ‬

‫ﻣﺸﺎﻋﺮﺍﻟﺘﻔﻮﻕ ﻭﺍﻻﺳﺘﺤﻘﺎﻕ ﻭﺍﻟﺤﺎﺟﺔ ﺍﻟﻤﺴﺘﻤﺮﺓ ﺇﻰﻟ ﺍﻻﻫﺘﻤﺎﻡ ﻭﺍﻹﻋﺠﺎﺏ‪. . ...".‬‬

 ‫ﺍﻻﺳﺘﻤﺘﺎﻉﺑﻜﻮﻧﻚ ﻣﺮﻛﺰ ﺍﻻﻫﺘﻤﺎﻡ‪ ،‬ﻭﺍﻹﺻﺮﺍﺭ ﻋﻰﻠ ﺇﻇﻬﺎﺭ ﻗﺪﺭ ﻛﺒﻴﺮ ﻣﻦ ﺍﻻﺣﺘﺮﺍﻡ ﻭﺍﻻﺳﺘﺜﺎﺭﺓ ﻭﺍﻟﻐﻄﺮﺳﺔ‪ .‬ﺍﺭﺗﺒﻄﺖ‬

‫ﺗﻘﻴﻴﻤﺎﺕﺍﻟﻤﺤﻠﻠﻴﻦ ﺑﺸﻜﻞ ﺷﺒﻪ ﻛﺎﻣﻞ ﺑﺤﺠﻢ ﺻﻮﺭ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‪.‬‬

‫ﻭﻓﻲﺇﻧﺮﻭﻥ‪ ،‬ﻓﻲ ﺫﻟﻚ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻤﺘﻨﺒﺊ ﻟﻌﺎﻡ ‪ ،1997‬ﺗﻢ ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮء ﻋﻰﻠ ﻛﻴﻦ ﻻﻱ‪ .‬ﻣﻦ ﺑﻴﻦ ﺍﻟﺼﻔﺤﺎﺕ ﺍﻟﺘﺴﻊ‬

‫ﺍﻷﻭﻰﻟ‪،‬ﻫﻴﻤﻨﺖ ﻋﻰﻠ ﺻﻔﺤﺘﻴﻦ ﺻﻮﺭ ﻋﻤﻼﻗﺔ ﻋﻰﻠ ﺻﻔﺤﺔ ﻛﺎﻣﻠﺔ ﻟـ ‪ Lay‬ﻭﻣﺪﻳﺮ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺁﻧﺬﺍﻙ ‪Skilling‬‬

‫‪ Jeff.‬ﻭﺍﺳﺘﻤﺮ ﻫﺬﺍ ﺍﻟﻨﻤﻂ ﻓﻲ ﻋﺎﻣﻲ ‪ 1998‬ﻭ‪ ،1999‬ﻣﻊ ﺻﻮﺭ ﻻﻱ ﻭﺳﻜﻴﻠﻨﺞ ﻋﻰﻠ ﺻﻔﺤﺔ ﻛﺎﻣﻠﺔ‪ .‬ﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،2000‬ﺍﻧﺘﻘﻞﻻﻱ ﻭﺳﻜﻴﻠﻨﺞ ﺇﻰﻟ‬

‫ﺍﻟﺼﻔﺤﺘﻴﻦ ﺍﻟﺮﺍﺑﻌﺔ ﻭﺍﻟﺨﺎﻣﺴﺔ‪ ،‬ﻭﺇﻥ ﻛﺎﻥ ﺫﻟﻚ ﺑﺼﻮﺭ ﺃﺻﻐﺮ‪ .‬ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺃﺭﺑﻊ ﺻﻮﺭ ﻣﺨﺘﻠﻔﺔ ﻟﻜﻞﻣﻨﻬﺎ‪ ،‬ﻣﺜﻞ ﺷﺮﻳﻂ ﺳﻴﻨﻤﺎﺉﻲ‪ ،‬ﻟﻜﻨﻬﺎ ﻛﺎﻧﺖ‬

‫ﺃﻛﺜﺮ ﻣﻼءﻣﺔ ﻟﻠﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔ‪ .‬ﻛﺎﻧﺖ ﺛﻼﺙ ﻣﻦ ﺻﻮﺭ ﻻﻱ ﻣﺘﻄﺎﺑﻘﺔ ﺗﻘﺮﻳﺒًﺎ‪،‬ﻭﻛﺸﻔﺖ ﻋﻦ ﺍﺑﺘﺴﺎﻣﺔ ﺧﻔﻴﺔ ﻭﻣﺘﻌﺠﺮﻓﺔ ﻟﻤﺪﻳﺮ ﺗﻨﻔﻴﺬﻱ ﻛﺎﻥ ﻳﻌﻠﻢ‬

‫ﺃﻧﻪ ﻣﻤﻴﺰ‪ .‬ﻟﻢ ﺗﻜﻦ ﺍﻟﻨﻬﺎﻳﺔ ﺍﻟﺨﻴﺎﻟﻴﺔ ﻓﻲ ﻣﺘﻨﺎﻭﻝ‬

‫ﻻﻱ‪،‬ﺍﻟﺬﻱ ﺗﻮﻓﻲ ﺑﻨﻮﺑﺔ ﻗﻠﺒﻴﺔ ﻗﺒﻞ ﺍﻟﻨﻄﻖ ﺑﺎﻟﺤﻜﻢ‪ .‬ﻟﻘﺪﺑﺤﺜﻨﺎ ﺣﺘﻰ ﺍﻵﻥ ﻓﻲ ﻃﺮﻳﻘﺘﻴﻦ ﻣﺨﺘﻠﻔﺘﻴﻦ ﻟﻠﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ‪ .‬ﺃﻭﻻً‪ ،‬ﻋﻨﺪﻣﺎ ﻧﺘﻤﻜﻦ‬

‫ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ‬

‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺴﻤﻌﺔ‪ ،‬ﻳﻤﻜﻨﻨﺎ ﺃﻥ ﻧﺮﻯ ﻛﻴﻒ ﻳﻌﺎﻣﻞ ﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺷﺒﻜﺎﺗﻬﻢ‪ .‬ﺛﺎﻧﻴًﺎ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﺘﺎﺡ ﻟﻨﺎ‬

‫ﺍﻟﻔﺮﺻﺔﻟﻤﺮﺍﻗﺒﺔ ﺗﺼﺮﻓﺎﺕ ﻭﺑﺼﻤﺎﺕ ﺍﻟﻤﺘﻠﻘﻲ‪ ،‬ﻳﻤﻜﻨﻨﺎ ﺍﻟﺒﺤﺚ ﻋﻦ ﻋﻼﻣﺎﺕ ﺍﻟﺘﻘﺒﻴﻞ‪ .‬ﻳﻤﻜﻦ ﻟﺼﻮﺭ ﺗﻤﺠﻴﺪ ﺍﻟﺬﺍﺕ‪ ،‬ﻭﺍﻟﻤﺤﺎﺩﺛﺎﺕﺍﻟﻤﺴﺘﻐﺮﻗﺔ ﻓﻲ‬

‫ﺍﻟﺬﺍﺕ‪ ،‬ﻭﺍﻟﻔﺠﻮﺍﺕ ﺍﻟﻜﺒﻴﺮﺓ ﻓﻲ ﺍﻷﺟﻮﺭ ﺃﻥ ﺗﺮﺳﻞ ﺇﺷﺎﺭﺍﺕ ﺩﻗﻴﻘﺔ ﻭﻣﻮﺛﻮﻗﺔ ﺗﺸﻴﺮ ﺇﻰﻟ ﺃﻥ ﺷﺨﺼًﺎﻣﺎ ﻫﻮ ﻣﺘﻠﻘﻲ‪ .‬ﻭﺑﻔﻀﻞ ﺑﻌﺾ ﺍﻟﺘﻐﻴﺮﺍﺕ‬

‫ﺍﻟﺠﺬﺭﻳﺔ ﺍﻟﺘﻲ ﺷﻬﺪﻫﺎ ﺍﻟﻌﺎﻟﻢ ﻣﻨﺬ ﻋﺎﻡ ‪ ،2001‬ﺃﺻﺒﺢ ﺍﻛﺘﺸﺎﻑ ﻫﺬﻩ ﺍﻹﺷﺎﺭﺍﺕﺃﺳﻬﻞ ﺍﻟﻴﻮﻡ ﻣﻦ ﺃﻱ ﻭﻗﺖ ﻣﻀﻰ‪ .‬ﻟﻘﺪ ﺃﺻﺒﺤﺖ ﺍﻟﺸﺒﻜﺎﺕ ﺃﻛﺜﺮ‬

‫ﺷﻔﺎﻓﻴﺔ‪ ،‬ﻣﻤﺎ ﻳﻮﻓﺮ ﻟﻨﺎ ﻧﻮﺍﻓﺬ ﺟﺪﻳﺪﺓ ﻳﻤﻜﻨﻨﺎ‬

‫ﻣﻦﺧﻼﻟﻬﺎ ﺭﺅﻳﺔ ﺳﻤﻌﺔ ﺍﻵﺧﺮﻳﻦ ﻭﺇﻋﺠﺎﺑﻬﻢ‪.‬‬

 ‫ﺍﻟﺸﺒﻜﺔﺍﻟﺸﻔﺎﻓﺔ‬

‫ﻓﻲﻋﺎﻡ ‪ ،2002‬ﺑﻌﺪ ﺃﺷﻬﺮ ﻗﻠﻴﻠﺔ ﻣﻦ ﺍﻧﻬﻴﺎﺭ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ‪ ،‬ﻗﺎﻡ ﻋﺎﻟﻢ ﻛﻤﺒﻴﻮﺗﺮ ﻳُﺪﻋﻰ ﺟﻮﻧﺎﺛﺎﻥ ﺃﺑﺮﺍﻣﺰ ﺑﺘﺄﺳﻴﺲ ﻓﺮﻳﻨﺪﺳﺘﺮ‪ ،‬ﻣﻤﺎﺃﺩﻯ ﺇﻰﻟ ﺇﻧﺸﺎء ﺃﻭﻝ‬

‫ﺷﺒﻜﺔ ﺍﺟﺘﻤﺎﻋﻴﺔ ﻋﻰﻠ ﺍﻹﻧﺘﺮﻧﺖ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ .‬ﺃﺗﺎﺡ ﻣﻮﻗﻊ ‪ Friendster‬ﻟﻸﺷﺨﺎﺹ ﺇﻣﻜﺎﻧﻴﺔ ﻧﺸﺮ‬

‫ﻣﻠﻔﺎﺗﻬﻢﺍﻟﺸﺨﺼﻴﺔ ﻋﻰﻠ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺑﺚ ﺍﺗﺼﺎﻻﺗﻬﻢ ﻣﻊ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﻓﻲ ﺍﻟﻌﺎﻣﻴﻦ ﺍﻟﺘﺎﻟﻴﻴﻦ‪ ،‬ﺃﻃﻠﻖ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ‪ ،LinkedIn‬ﻭ‪ ،Myspace‬ﻭ‪.‬‬

‫‪ Facebook‬ﺃﺻﺒﺢ ﺑﺈﻣﻜﺎﻥ ﺍﻟﻐﺮﺑﺎء ﺍﻵﻥ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﻋﻼﻗﺎﺕ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﻭﺳﻤﻌﺘﻬﻢ‪ .‬ﻭﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،2012‬ﻭﺻﻞ ﻋﺪﺩ ﺳﻜﺎﻥ ﺍﻟﻌﺎﻟﻢ ﺇﻰﻟ‬

‫ﺳﺒﻌﺔ ﻣﻠﻴﺎﺭﺍﺕ ﻧﺴﻤﺔ‪ .‬ﻭﻓﻲ ﺍﻟﻮﻗﺖ ﻧﻔﺴﻪ‪ ،‬ﺍﻗﺘﺮﺏ ﻋﺪﺩ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﺍﻟﻨﺸﻄﻴﻦﻟﻔﻴﺴﺒﻮﻙ ﻣﻦ ﺍﻟﻤﻠﻴﺎﺭ‪ ،‬ﻣﻤﺎ ﻳﻌﻨﻲ ﺃﻥ ﺃﻛﺜﺮ ﻣﻦ ‪ 10‬ﺑﺎﻟﻤﺎﺉﺔ‬

‫ﻣﻦ ﺳﻜﺎﻥ ﺍﻟﻌﺎﻟﻢ ﻣﺘﺼﻠﻮﻥ ﻋﺒﺮ ﻓﻴﺴﺒﻮﻙ‪" .‬ﻟﻘﺪ‬

‫ﻛﺎﻧﺖﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﻮﺟﻮﺩﺓ ﺩﺍﺉﻤًﺎ"‪ ،‬ﻛﻤﺎ ﻛﺘﺐ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﺑﻨﺠﺎﻣﻴﻦ ﻛﺮﻭﺳﻴﺮ‪ ،‬ﻭﺟﺮﻳﺠﻮﺭﻱ ﻭﻳﺒﺴﺘﺮ‪ ،‬ﻭﻫﺎﻟﻲ ﺩﻳﻠﻮﻥ"‪.‬ﻓﻲ ﺍﻵﻭﻧﺔ‬

‫ﻣﻦ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻟﺪﻧﻴﻮﻱ ﺇﻰﻟ ﻟﻘﺎء‬ ‫ﺍﻷﺧﻴﺮﺓ ﻓﻘﻂ‪ ،‬ﻭﻓﺮﺕ ﺍﻹﻧﺘﺮﻧﺖ ﻣﻜﺎﻧًﺎ ﻻﻧﻔﺠﺎﺭﻫﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬

‫ﺣﺐﺍﻟﺤﻴﺎﺓ ﺇﻰﻟ ﺍﻟﺘﺤﺮﻳﺾ ﻋﻰﻠ ﺍﻟﺜﻮﺭﺍﺕ ﺍﻟﺴﻴﺎﺳﻴﺔ‪،‬ﺭﻭﺍﺑﻂ ﺍﻟﺸﺒﻜﺔ ﻫﻲ ﺍﻟﻘﻨﻮﺍﺕ ﻭﺍﻟﺘﻲ ﻣﻦ ﺧﻼﻟﻬﺎ ﺗﻨﺘﺸﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﻭﺍﻟﻤﻮﺍﺭﺩ"‪.‬‬

‫ﻟﻘﺪﻗﺎﻣﺖ ﻫﺬﻩ ﺍﻻﺗﺼﺎﻻﺕ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﺑﻤﺤﺎﻛﺎﺓ ﺳﻤﺔ ﻣﻤﻴﺰﺓ ﻟﻠﻌﺎﻟﻢ ﺍﻟﻘﺪﻳﻢ‪ .‬ﻗﺒﻞ ﺃﻥ ﺗﺴﺎﻋﺪﻧﺎ ﺍﻟﺜﻮﺭﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔﻋﻰﻠ ﺍﻟﺘﻮﺍﺻﻞ ﻋﺒﺮ‬

‫ﺍﻟﻬﺎﺗﻒ ﻭﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ ،‬ﻭﺍﻟﺴﻔﺮ ﺑﺎﻟﺴﻴﺎﺭﺓ ﻭﺍﻟﻄﺎﺉﺮﺓ‪ ،‬ﻛﺎﻥ ﻟﺪﻯ ﺍﻟﻨﺎﺱ ﺃﻋﺪﺍﺩ ﻣﻌﻘﻮﻟﺔ‬

‫ﻧﺴﺒﻴﺎﻣﻦ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻓﻲ ﺩﻭﺍﺉﺮ ﺷﻔﺎﻓﺔ ﻭﻣﺘﺮﺍﺑﻄﺔ ﺑﺸﻜﻞ ﻭﺛﻴﻖ‪ .‬ﻭﺿﻤﻦ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﻤﻌﺰﻭﻟﺔ‪ ،‬ﻳﻤﻜﻦ‬

‫ﻟﻠﻨﺎﺱﺑﺴﻬﻮﻟﺔ ﺟﻤﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺴﻤﻌﺔ ﻭﻣﺮﺍﻗﺒﺔ ﻣﻤﺎﺭﺳﺔ ﺍﻟﺠﻨﺲ‪ .‬ﻭﻣﻊ ﺍﺯﺩﻳﺎﺩ ﺳﻬﻮﻟﺔ ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﻟﻨﻘﻞ‪ ،‬ﻭﻧﻤﻮﺍﻟﺤﺠﻢ ﺍﻟﻬﺎﺉﻞ‬

‫ﻟﻠﺴﻜﺎﻥ‪ ،‬ﺃﺻﺒﺤﺖ ﺍﻟﺘﻔﺎﻋﻼﺕ ﺃﻛﺜﺮ ﺗﺸﺘﺘًﺎ ﻭﻣﺠﻬﻮﻟﺔ‪ .‬ﺃﺻﺒﺤﺖ ﺍﻟﺴﻤﻌﺔ ﻭﺍﻟﻨﺸﺮ ﺃﻗﻞ ﻭﺿﻮﺣًﺎ‪ .‬ﻫﺬﺍ ﻫﻮﺍﻟﺴﺒﺐ ﺍﻟﺬﻱ ﺟﻌﻞ ﻛﻴﻦ ﻻﻱ ﻗﺎﺩﺭًﺍ ﻋﻰﻠ‬

‫ﺇﺧﻔﺎء ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﺷﻴﺎء ﺍﻟﺘﻲ ﺃﺧﺬﻫﺎ‪ .‬ﺃﺛﻨﺎء ﺍﻧﺘﻘﺎﻟﻪ ﻣﻦ ﻣﻨﺼﺐ ﻭﻣﻨﻈﻤﺔ ﺇﻰﻟﺃﺧﺮﻯ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻣﻦ ﺍﻟﺴﻬﻞ ﺩﺍﺉﻤًﺎ ﻋﻰﻠ ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺨﺎﺻﺔ‬

‫ﺑﻪ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﺑﺴﻬﻮﻟﺔ‪ ،‬ﻭﻟﻢ ﻳﺤﺼﻞﺍﻷﺷﺨﺎﺹ ﺍﻟﺠﺪﺩ ﺍﻟﺬﻳﻦ ﺩﺧﻠﻮﺍ ﺷﺒﻜﺘﻪ ﻋﻰﻠ ﻗﺪﺭ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﺳﻤﻌﺘﻪ‪.‬‬

‫ﺩﺍﺧﻞ ﺇﻧﺮﻭﻥ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻣﻦ ﺍﻟﻤﻤﻜﻦﺗﻮﺛﻴﻖ ﺗﺼﺮﻓﺎﺗﻪ ﺍﻟﻤﺮﺗﺠﻠﺔ ﻋﻰﻠ ﻣﻮﻗﻊ ﻳﻮﺗﻴﻮﺏ‪ ،‬ﺃﻭ ﺑﺜﻬﺎ ﻋﻰﻠ ﺗﻮﻳﺘﺮ‪ ،‬ﺃﻭ ﻓﻬﺮﺳﺘﻬﺎ ﺑﺴﻬﻮﻟﺔ ﻓﻲ ﺑﺤﺚ ﺟﻮﺟﻞ‪ ،‬ﺃﻭ‬

‫ﻧﺸﺮﻫﺎﺑﺸﻜﻞ ﻣﺠﻬﻮﻝ ﻋﻰﻠ ﺍﻟﻤﺪﻭﻧﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﺸﺮﻛﺔ‪.‬‬

‫ﺍﻵﻥ‪،‬ﺃﺻﺒﺢ ﻣﻦ ﺍﻟﺼﻌﺐ ﺟﺪًﺍ ﻋﻰﻠ ﺍﻵﺧﺬﻳﻦ ﺃﻥ ﻳﻔﻠﺘﻮﺍ ﻣﻦ ﻛﻮﻧﻬﻢ ﻣﺰﻳﻔﻴﻦ‪ ،‬ﻭﻳﺨﺪﻋﻮﻥ ﺍﻟﻨﺎﺱ ﻓﻲ ﺍﻻﻋﺘﻘﺎﺩ ﺑﺄﻧﻬﻢ‬

‫ﻣﻌﻄﺎءﻭﻥ‪.‬ﻋﻰﻠ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻳﻤﻜﻨﻨﺎ ﺍﻵﻥ ﺗﺘﺒﻊ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﺴﻤﻌﺔ ﺣﻮﻝ ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﻟﺪﻳﻨﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﻗﻮﺍﻋﺪﺍﻟﺒﻴﺎﻧﺎﺕ‬

‫ﺍﻟﻌﺎﻣﺔ ﻭﺍﻛﺘﺸﺎﻑ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﻤﺸﺘﺮﻛﺔ‪ .‬ﻭﻟﻢ ﻧﻌﺪ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﻟﻠﺸﺮﻛﺔ ﻟﻠﻘﺒﺾ ﻋﻰﻠ‬

‫ﺍﻟﻤﺘﺴﻠﻠﻴﻦ‪،‬ﻷﻥ ﻣﻤﺎﺭﺳﺔ ﺍﻟﺠﻨﺲ ﺑﺄﺣﺠﺎﻣﻪ ﻭﺃﺷﻜﺎﻟﻪ ﺍﻟﻌﺪﻳﺪﺓ ﺗﺰﺧﺮ ﺑﺎﻟﻤﻠﻔﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻋﻰﻠ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ .‬ﻳﻤﻜﻦ ﻟﻺﺷﺎﺭﺍﺕﺍﻟﺼﻐﻴﺮﺓ‬

‫ﻣﺜﻞ ﺍﻟﻜﻠﻤﺎﺕ ﻭﺍﻟﺼﻮﺭ ﺃﻥ ﺗﻜﺸﻒ ﺃﺩﻟﺔ ﻋﻤﻴﻘﺔ ﻋﻨﺎ‪ ،‬ﻭﺗﺸﻴﺮ ﺍﻷﺑﺤﺎﺙ ﺇﻰﻟ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻌﺎﺩﻳﻴﻦ ﻳﻤﻜﻨﻬﻢﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﻣَﻦ ﻳﻠﺘﻘﻄﻮﻥ ﺍﻟﺼﻮﺭ‬

‫ﻓﻘﻂ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻈﺮ ﺇﻰﻟ ﺻﻮﺭﻫﻢ‪.‬ﻣﻠﻔﺎﺕ ﺗﻌﺮﻳﻒ ﺍﻟﻔﻴﺴﺒﻮﻙ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪،‬ﻃﻠﺐ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻣﻞء ﺍﺳﺘﺒﻴﺎﻥ‬

‫ﻟﻘﻴﺎﺱ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﻮﺍ ﻣﻦ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﺃﻡ ﻻ‪ .‬ﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﺃﺭﺳﻞ‬

‫ﻋﻠﻤﺎءﺍﻟﻨﻔﺲ ﻏﺮﺑﺎء ﻟﺰﻳﺎﺭﺓ ﺻﻔﺤﺎﺗﻬﻢ ﻋﻰﻠ ﺍﻟﻔﻴﺴﺒﻮﻙ‪ .‬ﺗﻤﻜﻦ ﺍﻟﻐﺮﺑﺎء ﻣﻦ ﺍﻛﺘﺸﺎﻑ ﺍﻟﺨﺎﻃﻔﻴﻦ ﺑﺪﻗﺔ ﻣﺬﻫﻠﺔ‪.‬‬

‫ﻧﺸﺮﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﻣﻌﻠﻮﻣﺎﺕ ﺗﻢ ﺗﺼﻨﻴﻔﻬﺎ ﻋﻰﻠ ﺃﻧﻬﺎ ﺃﻛﺜﺮ ﺗﻌﺰﻳﺰًﺍ ﻟﻠﺬﺍﺕ‪ ،‬ﻭﺍﺳﺘﻴﻌﺎﺑًﺎ ﺫﺍﺗﻴًﺎ‪ ،‬ﻭﺃﻫﻤﻴﺔ ﺫﺍﺗﻴﺔ‪ .‬ﻟﻘﺪ ﻋﺮﺿﻮﺍ ﺍﻗﺘﺒﺎﺳﺎﺕﺗﻢ ﺗﻘﻴﻴﻤﻬﺎ ﻋﻰﻠ‬

‫ﺃﻧﻬﺎ ﻣﺘﻔﺎﺧﺮﺓ ﻭﻣﺘﻌﺠﺮﻓﺔ‪ .‬ﻛﺎﻥ ﻟﺪﻯ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﺃﻳﻀًﺎ ﻋﺪﺩ ﺃﻛﺒﺮ ﺑﻜﺜﻴﺮ ﻣﻦ ﺍﻷﺻﺪﻗﺎء ﻋﻰﻠ ﺍﻟﻔﻴﺴﺒﻮﻙ‪،‬ﺣﻴﺚ ﺃﻗﺎﻣﻮﺍ ﺍﺗﺼﺎﻻﺕ ﺳﻄﺤﻴﺔ ﺣﺘﻰ‬
 ‫ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺍﻹﻋﻼﻥ ﻋﻦ ﺇﻧﺠﺎﺯﺍﺗﻬﻢ ﻭﺍﻟﺒﻘﺎء ﻋﻰﻠ ﺍﺗﺼﺎﻝ ﻟﻠﺤﺼﻮﻝ‬

‫ﻋﻰﻠﺧﺪﻣﺎﺕ‪ ،‬ﻭﻧﺸﺮﻭﺍ ﺻﻮﺭًﺍ ﺃﻛﺜﺮ ﻏﺮﻭﺭًﺍ ﻭﺇﻋﺠﺎﺑًﺎ ﻷﻧﻔﺴﻬﻢ‪.‬‬

‫ﻫﻮﺍﺭﺩﻟﻲ‪ ،‬ﺍﻟﺮﺉﻴﺲ ﺍﻟﺴﺎﺑﻖ ﻟﺠﻨﻮﺏ ﺍﻟﺼﻴﻦ ﻓﻲ ‪ ،Groupon‬ﻫﻮ ﻭﺍﺣﺪ ﻣﻦ ﻋﺪﺩ ﻣﺘﺰﺍﻳﺪ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺴﺘﺨﺪﻣﻮﻥﻭﺳﺎﺉﻞ ﺍﻟﺘﻮﺍﺻﻞ‬

‫ﺍﻻﺟﺘﻤﺎﻋﻲ ﻟﻠﻘﺒﺾ ﻋﻰﻠ ﻣﺤﺘﺠﺰﻱ‪ .‬ﻋﻨﺪﻣﺎ ﻗﺎﻡ ﻟﻲ ﺑﺘﻌﻴﻴﻦ ﻣﻨﺪﻭﺑﻲ ﻣﺒﻴﻌﺎﺕ‪ ،‬ﻛﺎﻥ ﺍﻟﻌﺪﻳﺪﻣﻦ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻷﻗﻮﻳﺎء ﻋﺪﻭﺍﻧﻴﻴﻦ‪ ،‬ﻣﻤﺎ ﺟﻌﻞ ﻣﻦ‬

‫ﺍﻟﺼﻌﺐ ﺍﻟﺘﻤﻴﻴﺰ ﺑﻴﻦ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻭﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻟﺬﻳﻦ ﻫﻢ‬

‫ﺑﺒﺴﺎﻃﺔﺍﺟﺘﻤﺎﻋﻴﻮﻥ ﻭﻣﻨﺪﻓﻌﻮﻥ‪ .‬ﻛﺎﻥ ﻟﻲ ﻣﻔﺘﻮﻧًﺎ ﺑﻤﺮﺷﺢ ﻭﺍﺣﺪ ﻟﺪﻳﻪ ﺳﻴﺮﺓ ﺫﺍﺗﻴﺔ ﻣﺘﻤﻴﺰﺓ‬
‫ﻣﻘﺎﺑﻠﺘﻪ‪،‬ﻭﻛﺎﻥ ﻟﻪ ﻣﺮﺍﺟﻊ ﻣﺘﻮﻫﺠﺔ‪ .‬ﻟﻜﻦ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻤﺮﺷﺢ ﻣﺰﻳﻔًﺎ‪" :‬ﺍﻟﺘﺤﺪﺙ ﻣﻊ ﺷﺨﺺ ﻣﺎ ﻟﻤﺪﺓ ﺳﺎﻋﺔ ﻻ ﻳﻌﻄﻴﻚﺳﻮﻯ ﻟﻤﺤﺔ‪ ،‬ﺃﻭ‬

‫ﻏﻴﺾ ﻣﻦ ﻓﻴﺾ‪ "،‬ﻛﻤﺎ ﺍﻋﺘﻘﺪ ﻟﻲ‪" ،‬ﻭﺗﻢ ﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﺮﺍﺟﻊ ﺫﺍﺗﻴًﺎ‪ ".‬ﻳﻤﻜﻦ ﻟﻠﻤﺘﻠﻘﻲ ﺃﻥ ﻳﺠﺪ ﺑﺴﻬﻮﻟﺔ‬

‫ﺑﻌﺾﺭﺅﺳﺎﺉﻪ ﻟﻴﺸﻴﺪﻭﺍ ﺑﻪ‪ .‬ﻟﺬﺍ‪،‬ﻗﺎﻡ ﻟﻲ ﺑﺎﻟﺒﺤﺚ ﻓﻲ ﺷﺒﻜﺎﺗﻪ ﻋﻰﻠ ‪ LinkedIn‬ﻭ‪ Facebook‬ﻭﺣﺪﺩ ﺍﺗﺼﺎًﻻ ﻣﺸﺘﺮﻛًﺎ ﺷﺎﺭﻙ ﺑﻌﺾ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﻤﻘﻠﻘﺔﺣﻮﻝ ﺍﻟﻤﺮﺷﺢ‪" .‬ﻟﻘﺪ ﺑﺪﺍ ﻭﻛﺄﻧﻪ ﻣﺄﺧﺬ‪ ،‬ﻭﻛﺎﻥ ﻳﺤﻤﻞ ﺛﻘًﻼ ﻛﺒﻴﺮًﺍ‪ .‬ﺇﺫﺍ ﻛﺎﻥ ﻗﺎﺳﻴًﺎ ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻓﻬﻞ ﺃﺭﻏﺐ ﻓﻲﺍﻟﻌﻤﻞ ﻣﻌﻪ؟ "‬

‫ﻳﺸﻌﺮ ﻟﻲ ﺃﻥ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﺃﺣﺪﺛﺖ ﺛﻮﺭﺓ ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻮﻇﻴﻒ ﻓﻲ ‪." Groupon‬ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﺿﺮ‪ ،‬ﻻ ﺃﺣﺘﺎﺝ ﺇﻰﻟ‬

‫ﺍﻻﺗﺼﺎﻝ ﺑﺸﺮﻛﺔ ﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﺰﻳﺪ ﻋﻦ ﺳﻤﻌﺔ ﺷﺨﺺ ﻣﺎ‪ .‬ﺍﻟﺠﻤﻴﻊ ﻣﺘﺼﻠﻮﻥ ﺑﺸﻜﻞ ﻻ‬

‫ﻳﺼﺪﻕ‪.‬ﺑﻤﺠﺮﺩ ﺍﺟﺘﻴﺎﺯﻫﻢ ﻟﻠﺠﻮﻻﺕ ﺍﻟﻔﻨﻴﺔ‪ ،‬ﺃﺗﺤﻘﻖ ﻣﻦ ﺣﺴﺎﺑﻬﻢ ﻋﻰﻠ ‪ LinkedIn‬ﺃﻭ ‪ Facebook.‬ﻳﺸﺮﺡ ﻟﻲ‪" :‬ﻓﻲ ﺑﻌﺾﺍﻷﺣﻴﺎﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻨﺎ‬

‫ﺃﺻﺪﻗﺎء ﻣﺸﺘﺮﻛﻮﻥ‪ ،‬ﺃﻭ ﻧﺬﻫﺐ ﺇﻰﻟ ﻧﻔﺲ ﺍﻟﻤﺪﺭﺳﺔ‪ ،‬ﺃﻭ ﻳﻜﻮﻥ ﻟﺪﻯ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﻓﺮﻳﻘﻲ ﺭﺍﺑﻂﻣﻌﻬﻢ‪" ".‬ﻳﻤﻜﻨﻚ ﻓﻬﻢ ﺳﻤﻌﺔ ﺷﺨﺺ ﻣﺎ ﻋﻰﻠ‬

‫ﻣﺴﺘﻮﻯ ﺍﻷﻗﺮﺍﻥ ﺑﺴﺮﻋﺔ ﻛﺒﻴﺮﺓ"‪ .‬ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﻋﻼﻗﺎﺗﻚ ﻭﺳﻤﻌﺘﻚ‬

‫ﻣﺮﺉﻴﺔﻟﻠﻌﺎﻟﻢ‪ ،‬ﻳﺼﺒﺢ ﻣﻦ ﺍﻟﺼﻌﺐ ﺗﺤﻘﻴﻖ ﻧﺠﺎﺡ ﻣﺴﺘﺪﺍﻡ ﻛﻤﺘﻠﻘﻲ‪.‬‬

‫ﻓﻲﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ‪ ،‬ﻳﻘﻮﻡ ﺭﺟﻞ ﻫﺎﺩﺉ ﻳﺸﺒﻪ ﺩﺏ ﺍﻟﺒﺎﻧﺪﺍ ﺑﻨﻘﻞ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻟﺸﻔﺎﻓﺔ ﺇﻰﻟ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺘﺎﻟﻲ‪ .‬ﺍﺳﻤﻪ‬

‫ﺁﺩﻡﻓﻮﺭﺳﺖ ﺭﻳﻔﻜﻴﻦ‪ ،‬ﻭﻗﺪ ﺃﻃﻠﻖ ﻋﻠﻴﻪ ﻟﻘﺐ ﺍﻟﺒﺎﻧﺪﺍ ﺍﻟﻌﻤﻼﻕ ﻓﻲ ﺍﻟﺒﺮﻣﺠﺔ‪ .‬ﻳﺼﻒ ﻧﻔﺴﻪ ﺑﺄﻧﻪ ﻣﻬﻮﻭﺱ ﺑﺎﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﺧﺠﻮﻝﻭﻣﻨﻄﻮﻱ‪ ،‬ﻭﻳﺠﻴﺪ‬

‫ﻟﻐﺘﻴﻦ ﻣﻔﻀﻠﺘﻴﻦ‪ ،JavaScript :‬ﻟﻐﺔ ﺑﺮﻣﺠﺔ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﻭ‪ ،Klingon‬ﺍﻟﻠﻐﺔ ﺍﻟﺘﻲ ﻳﺘﺤﺪﺙ ﺑﻬﺎ ﺍﻟﻔﻀﺎﺉﻴﻮﻥﻋﻰﻠ ﺍﻷﺭﺽ‪.‬ﺳﺘﺎﺭ ﺗﺮﻳﻚ*‪ .‬ﺭﻳﻔﻜﻴﻦ‬

‫" ﻣﻬﻮﻭﺱ ﺑﺎﻟﺠﻨﺎﺱ ﺍﻟﻨﺎﻗﺺ‪ ":‬ﻟﻘﺪ ﺃﻣﻀﻰ ﺳﺎﻋﺎﺕ ﻻ ﺣﺼﺮ ﻟﻬﺎ ﻓﻲ ﺇﻋﺎﺩﺓﺗﺮﺗﻴﺐ ﺍﻟﺤﺮﻭﻑ ﺑﺎﺳﻤﻪ ﻟﻠﻌﺜﻮﺭ ﻋﻰﻠ ﺍﻟﺤﺮﻑ ﺍﻟﺬﻱ ﻳﺠﺴﺪﻩ ﺑﺸﻜﻞ‬

‫ﺃﻓﻀﻞ‪ ،‬ﻣﻤﺎ ﺃﺩﻯ ﺇﻰﻟ ﻇﻬﻮﺭ ﻣﺮﺷﺤﻴﻦ ﻣﺜﻞﺗﻘﺪﻳﻢ ﺍﺑﺘﺴﺎﻣﺔﻣﺸﻌﺔﻭﺷﻮﻛﺔ ﺍﻟﺮﺍﺩﺍﺭ ﺍﻟﻨﺴﻮﻳﺔ‪.‬ﺣﺼﻞ ﺭﻳﻔﻜﻴﻦ ﻋﻰﻠ ﺩﺭﺟﺘﻲ ﻣﺎﺟﺴﺘﻴﺮ ﻓﻲ ﻋﻠﻮﻡ‬

‫ﺍﻟﻜﻤﺒﻴﻮﺗﺮ‪ ،‬ﻭﻳﻤﺘﻠﻚ ﺑﺮﺍءﺓ ﺍﺧﺘﺮﺍﻉ‪،‬ﻭﻗﺎﻡ ﺑﺘﻄﻮﻳﺮ ﺗﻄﺒﻴﻘﺎﺕ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﺍﻟﻌﻤﻼﻕ ﻟﻮﻛﺎﻟﺔ ﻧﺎﺳﺎ ﻭﺃﻧﻈﻤﺔ ﺍﻹﻧﺘﺮﻧﺖ ﻟﺸﺮﻛﺔ ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ‪ .‬ﻭﻣﻊ‬

‫ﺍﻗﺘﺮﺍﺏ‬

‫ﺍﻷﻟﻔﻴﺔﺍﻟﺠﺪﻳﺪﺓ‪ ،‬ﺷﺎﺭﻙ ﺭﻳﻔﻜﻴﻦ ﻓﻲ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺔ ‪ ،KnowNow‬ﻭﻫﻲ ﺷﺮﻛﺔ ﺑﺮﻣﺠﻴﺎﺕ ﻧﺎﺷﺉﺔ ﻣﻊ ﺭﻭﻫﻴﺖ ﻛﻬﺎﺭﻱ‪ ،‬ﻟﻤﺴﺎﻋﺪﺓﺍﻟﺸﺮﻛﺎﺕ ﻋﻰﻠ‬

‫ﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺑﺸﻜﻞ ﺃﻛﺜﺮ ﻛﻔﺎءﺓ ﻭﺭﺑﺤﻴﺔ‪ .‬ﺣﻘﻘﺖ ‪ KnowNow‬ﻋﻘﺪًﺍ ﻣﻦ ﺍﻟﻨﺠﺎﺡ ﺑﻌﺪ ﺃﻥ ﺣﺼﻠﺖﻋﻰﻠ ﺃﻛﺜﺮ ﻣﻦ ‪ 50‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻣﻦ ﺗﻤﻮﻳﻞ‬

‫ﺍﻟﻤﺸﺎﺭﻳﻊ‪ .‬ﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،2009‬ﺑﻴﻨﻤﺎ ﻛﺎﻥ ﻻ ﻳﺰﺍﻝ ﻓﻲ ﺍﻟﺜﻼﺛﻴﻨﻴﺎﺕ ﻣﻦ‬

‫ﻋﻤﺮﻩ‪،‬ﺃﻋﻠﻦ ﺭﻳﻔﻜﻴﻦ ﺍﻋﺘﺰﺍﻟﻪ‪.‬‬

‫ﻟﻘﺪﺻﺎﺩﻓﺖ ﺭﻳﻔﻜﻴﻦ ﺃﺛﻨﺎء ﺗﺼﻔﺤﻲ ﺍﺗﺼﺎﻻﺕ ‪ LinkedIn‬ﻟﺪﻳﻔﻴﺪ ﻫﻮﺭﻧﻴﻚ‪ ،‬ﺻﺎﺣﺐ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ ﺍﻟﺬﻱ ﺍﻟﺘﻘﻴﺖﺑﻪ ﻓﻲ ﺍﻟﻔﺼﻞ ﺍﻟﺴﺎﺑﻖ‪.‬‬

‫ﻋﻨﺪﻣﺎ ﻗﻤﺖ ﺑﺎﻟﻨﻘﺮ ﻋﻰﻠ ﻣﻠﻒ ﺭﻳﻔﻜﻴﻦ ﺍﻟﺸﺨﺼﻲ‪ ،‬ﺭﺃﻳﺖ ﺃﻧﻪ ﻛﺎﻥ ﻋﻰﻠ ﻭﺷﻚ ﺍﻟﺨﺮﻭﺝ ﻣﻦﺍﻟﺘﻘﺎﻋﺪ ﻹﻃﻼﻕ ﺷﺮﻛﺔ ﻧﺎﺷﺉﺔ ﺗﺴﻤﻰ‬

‫‪ ،PandaWhale‬ﺑﻬﺪﻑ ﺇﻧﺸﺎء ﺳﺠﻞ ﻋﺎﻡ ﻭﺩﺍﺉﻢ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻳﺘﺒﺎﺩﻟﻬﺎ ﺍﻟﻨﺎﺱ‪.‬ﻭﺑﻤﺎ ﺃﻥ ﺭﻳﻔﻜﻴﻦ ﻣﻦ ﺃﺷﺪ ﺍﻟﻤﺪﺍﻓﻌﻴﻦ ﻋﻦ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻓﻲ‬

‫ﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﻓﻘﺪ ﻛﻨﺖ ﺃﺷﻌﺮ ﺑﺎﻟﻔﻀﻮﻝ ﻟﻤﻌﺮﻓﺔ ﻛﻴﻒ ﺗﺒﺪﻭﺷﺒﻜﺘﻪ‪ .‬ﻟﺬﻟﻚ ﻓﻌﻠﺖ ﻣﺎ ﻫﻮ ﻃﺒﻴﻌﻲ ﻓﻲ ﻋﺎﻟﻢ ﻣﺘﺼﻞ‪ :‬ﺫﻫﺒﺖ ﺇﻰﻟ ‪ Google‬ﻭﻛﺘﺒﺖ‬

‫"ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ" ‪ .‬ﻭﺑﻴﻨﻤﺎ ﻛﻨﺖ‬

‫ﺃﺗﺼﻔﺢﻧﺘﺎﺉﺞ ﺍﻟﺒﺤﺚ‪ ،‬ﻟﻔﺖ ﺍﻧﺘﺒﺎﻫﻲ ﺍﻟﺮﺍﺑﻂ ﺍﻟﺴﺎﺩﺱ ﻋﺸﺮ‪ .‬ﻗﻴﻞ ﺃﻥ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻛﺎﻥ ﻛﺬﻟﻚﺣﻆﺃﻓﻀﻞ ﻣﺴﻮﻕ ﺷﺒﻜﻲ‪.‬‬
‫ﻣﺎﻳﺪﻭﺭ ﺣﻮﻟﻬﺎ ﻭﻳﺄﺗﻲ ﺣﻮﻟﻬﺎ ﻓﻲﻋﺎﻡ ‪ ،2011‬ﻛﺎﻥ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﺗﺼﺎﻻﺕ ﻟﻴﻨﻜﺪ ﺇﻥ ﺇﻰﻟ ‪ 640‬ﺷﺨﺼًﺎ ﻗﻮﻳًﺎﺣﻆﻗﻮﺍﺉﻢ ﻣﻦ ﺃﻱ ﺇﻧﺴﺎﻥ‬

‫ﻋﻰﻠ ﻫﺬﺍﺍﻟﻜﻮﻛﺐ‪ .‬ﻟﻘﺪ ﺗﻐﻠﺐ ﻋﻰﻠ ﺷﺨﺼﻴﺎﺕ ﺑﺎﺭﺯﺓ ﻣﺜﻞ ﻣﺎﻳﻜﻞ ﺩﻳﻞ‪ ،‬ﺍﻟﻤﻠﻴﺎﺭﺩﻳﺮ ﺍﻟﻤﺆﺳﺲ ﻟﺸﺮﻛﺔ ﻛﻤﺒﻴﻮﺗﺮ ‪ ،Dell‬ﻭﺟﻴﻒ ﻭﻳﻨﺮ‪،‬ﺍﻟﺮﺉﻴﺲ‬

‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ *‪LinkedIn.‬ﻟﻘﺪ ﻓﺎﺟﺄﻧﻲ ﺫﻟﻚ ﺍﻟﺨﺠﻞ‪،‬ﺳﺘﺎﺭ ﺗﺮﻳﻚ‪ -‬ﺗﻤﻜﻦ ﻣﻬﻮﻭﺱ ﺍﻟﺒﺮﻣﺠﻴﺎﺕ‬

‫ﺍﻟﻤﺤﺐﻭﺍﻟﻤﻬﻮﻭﺱ ﺑﺎﻟﺠﻨﺎﺱ ﺍﻟﻨﺎﻗﺺ ﻣﻦ ﺑﻨﺎء ﺷﺒﻜﺔ ﺗﻀﻢ ﻣﺆﺳﺴﻲ ‪ ،Facebook‬ﻭ‪ ،Netscape‬ﻭ‪ ،Napster‬ﻭ‬

‫‪Half.com.‬ﻭ ‪Flickr،‬ﻭ ‪Twitter،‬‬

‫ﻗﺎﻡﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﺑﺒﻨﺎء ﺷﺒﻜﺘﻪ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻤﻞ ﻛﻤﺘﺒﺮﻉ ﺣﺴﻦ ﺍﻟﻨﻴﺔ‪ .‬ﻳﻮﺿﺢ ﺭﻳﻔﻜﻴﻦ‪" :‬ﺗﻄﻮﺭﺕ ﺷﺒﻜﺘﻲ ﺷﻴﺉًﺎ‬

‫ﻓﺸﻴﺉًﺎ‪،‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﻗﻠﻴﻼ ًﻛﻞ ﻳﻮﻡ ﻣﻦ ﺧﻼﻝ ﻟﻔﺘﺎﺕ ﺻﻐﻴﺮﺓ ﻭﺃﻋﻤﺎﻝ ﻃﻴﺒﺔ‪ ،‬ﻋﻰﻠ ﻣﺪﺍﺭ ﺳﻨﻮﺍﺕ ﻋﺪﻳﺪﺓ‪ ،‬ﻣﻊ ﺍﻟﺮﻏﺒﺔ ﻓﻲ ﺗﺤﺴﻴﻦﺣﻴﺎﺓ ﺍﻷﺷﺨﺎﺹ‬

‫ﺍﻟﺬﻳﻦ ﺃﺗﻮﺍﺻﻞ ﻣﻌﻬﻢ‪ ". ".‬ﻣﻨﺬ ﻋﺎﻡ ‪ ،1994‬ﻋﻤﻞ ﺭﻳﻔﻜﻴﻦ ﻛﻘﺎﺉﺪ ﻭﻣﺮﺍﻗﺐ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﻭﺍﺳﻌﺔﻣﻦ ﻣﺠﺘﻤﻌﺎﺕ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺣﻴﺚ ﻋﻤﻞ ﺑﺠﺪ‬

‫ﻟﺘﻌﺰﻳﺰ ﺍﻟﻌﻼﻗﺎﺕ ﻭﻣﺴﺎﻋﺪﺓ ﺍﻷﺷﺨﺎﺹ ﻋﻰﻠ ﺣﻞ ﺍﻟﻨﺰﺍﻋﺎﺕ ﻋﺒﺮ‬

‫ﺍﻹﻧﺘﺮﻧﺖ‪.‬ﺑﺼﻔﺘﻪ ﺃﺣﺪ ﻣﺆﺳﺴﻲ ﺷﺮﻛﺔ ‪ ،Renkoo‬ﻭﻫﻲ ﺷﺮﻛﺔ ﻧﺎﺷﺉﺔ ﻣﻊ ‪ ،Park Joyce‬ﺃﻧﺸﺄ ﺭﻳﻔﻜﻴﻦ ﺗﻄﺒﻴﻘﺎﺕ ﺗﻢ ﺍﺳﺘﺨﺪﺍﻣﻬﺎﺃﻛﺜﺮ ﻣﻦ ‪500‬‬

‫ﻣﻠﻴﻮﻥ ﻣﺮﺓ ﻣﻦ ﻗﺒﻞ ﺃﻛﺜﺮ ﻣﻦ ‪ 36‬ﻣﻠﻴﻮﻥ ﺷﺨﺺ ﻋﻰﻠ ‪ Facebook‬ﻭ‪ Myspace.‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦﺷﻌﺒﻴﺘﻬﺎ‪ ،‬ﻟﻢ ﻳﻜﻦ ﺭﻳﻔﻜﻴﻦ ﺭﺍﺿﻴًﺎ‪ .‬ﻭﻳﻘﻮﻝ‪" :‬ﺇﺫﺍ‬

‫ﻛﻨﺖ ﺗﺮﻳﺪ ﺃﻥ ﺗﺠﻌﻞ ﻋﺸﺮﺍﺕ ﺍﻟﻤﻼﻳﻴﻦ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻳﺴﺘﺨﺪﻣﻮﻥ ﺑﺮﻧﺎﻣﺠﻚ‪،‬ﻓﻴﺠﺐ ﻋﻠﻴﻚ ﻓﻌًﻼ ﺃﻥ ﺗﻔﻌﻞ ﺷﻴﺉًﺎ ﺫﺍ ﻣﻌﻨﻰ‪ ،‬ﺷﻴﺉًﺎ ﻳﻐﻴﺮ‬

‫ﺍﻟﻌﺎﻟﻢ‪ " ".‬ﺑﺼﺮﺍﺣﺔ‪ ،‬ﺃﻭﺩ ﺃﻥ ﺃﺭﻯ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻨﺎﺱ ﻳﺴﺎﻋﺪﻭﻥﺍﻵﺧﺮﻳﻦ"‪ .‬ﻓﻘﺮﺭ ﺇﻏﻼﻕ ﺷﺮﻛﺔ ﺭﻳﻨﻜﻮ ﻭﻳﺼﺒﺢ ﻣﺘﺒﺮﻋًﺎ ﺑﺪﻭﺍﻡ ﻛﺎﻣﻞ‪ ،‬ﺣﻴﺚ ﻳﻘﺪﻡ‬

‫ﺇﺭﺷﺎﺩﺍﺕ ﻭﺍﺳﻌﺔ ﺍﻟﻨﻄﺎﻕ‬

‫ﻟﻠﺸﺮﻛﺎﺕﺍﻟﻨﺎﺷﺉﺔ ﻭﻳﻌﻤﻞ ﻋﻰﻠ ﺭﺑﻂ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﻭﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺑﺮﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﺮﻯ‪.‬‬

‫ﻭﻟﺘﺤﻘﻴﻖﻫﺬﻩ ﺍﻟﻐﺎﻳﺔ‪ ،‬ﻓﻲ ﻋﺎﻡ ‪ ،2005‬ﺃﺳﺲ ﺭﻳﻔﻜﻴﻦ ﻭﺟﻮﻳﺲ ﺑﺎﺭﻙ ‪ 106‬ﻣﺎﻳﻠﺰ‪ ،‬ﻭﻫﻲ ﺷﺒﻜﺔ ﻣﻬﻨﻴﺔ ﺫﺍﺕ ﻣﻬﻤﺔ‬

‫ﺍﺟﺘﻤﺎﻋﻴﺔﺗﺘﻤﺜﻞ ﻓﻲ ﺗﻌﻠﻴﻢ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﺮﻳﺎﺩﻳﻴﻦ ﻣﻦ ﺧﻼﻝ ﺍﻟﺤﻮﺍﺭ‪ .‬ﺟﻤﻌﺖ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺔ ﺃﻛﺜﺮ ﻣﻦ ﺧﻤﺴﺔ ﺁﻻﻑ ﻣﻦ ﺭﻭﺍﺩﺍﻷﻋﻤﺎﻝ ﺍﻟﺬﻳﻦ‬

‫ﻳﺠﺘﻤﻌﻮﻥ ﻣﺮﺗﻴﻦ ﻛﻞ ﺷﻬﺮ ﻟﻤﺴﺎﻋﺪﺓ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﻋﻰﻠ ﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﺠﺎﺡ‪ .‬ﻳﻘﻮﻝ ﻣﺘﺄﻣﻼً‪" :‬ﺇﻧﻨﻲ‬

‫ﻣﻀﻄﺮﺇﻰﻟ ﺗﻘﺪﻳﻢ ﺍﻟﻤﺸﻮﺭﺓ ﺍﻟﻤﺠﺎﻧﻴﺔ ﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻭﺍﻟﺘﻲ ﻋﺎﺩﺓ ًﻣﺎ ﺗﻜﻮﻥ ﻗﻴﻤﺘﻬﺎ ﺃﻗﻞ ﻣﻤﺎ ﻳﺪﻓﻌﻮﻥ ﻣﻘﺎﺑﻠﻬﺎ‪،‬‬

‫ﻟﻜﻦﻣﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ ﻫﻲ ﺍﻟﺸﻲء ﺍﻟﻤﻔﻀﻞ ﻟﺪﻱ‪ ".‬ﻭﻗﺪﺃﺩﻯ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﺇﻰﻟ ﺃﺷﻴﺎء ﻋﻈﻴﻤﺔ ‪ -‬ﻟﻴﺲ ﻓﻘﻂ ﻟﺮﻳﻔﻜﻴﻦ‪ ،‬ﻭﻟﻜﻦ ﺃﻳﻀًﺎ ﻷﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ‬

‫ﺭﻋﺎﻫﻢ ﻋﻰﻠ ﻃﻮﻝ‬

‫ﺍﻟﻄﺮﻳﻖ‪.‬ﻓﻲ ﻋﺎﻡ ‪ ،2001‬ﻛﺎﻥ ﺭﻳﻔﻜﻴﻦ ﻣﻦ ﺃﺷﺪ ﺍﻟﻤﻌﺠﺒﻴﻦ ﺑـ ‪ ،Blogger‬ﻭﻫﻲ ﺧﺪﻣﺔ ﻣﺒﻜﺮﺓ ﻟﻨﺸﺮ ﺍﻟﻤﺪﻭﻧﺎﺕ‪ .‬ﻟﻘﺪ ﻧﻔﺪ ﺍﻟﺘﻤﻮﻳﻞﻣﻦ ‪،Blogger‬‬

‫ﻟﺬﻟﻚ ﻋﺮﺽ ‪ Rifkin‬ﻋﻘﺪًﺍ ﻋﻰﻠ ﻣﺆﺳﺲ ‪ Blogger‬ﻟﻠﻘﻴﺎﻡ ﺑﺒﻌﺾ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺷﺮﻛﺘﻪ‬

‫ﺍﻟﻨﺎﺷﺉﺔﺍﻷﻭﻰﻟ ‪ KnowNow.‬ﻳﻘﻮﻝ ﺭﻳﻔﻜﻴﻦ‪" :‬ﻟﻘﺪ ﻗﺮﺭﻧﺎ ﺗﻮﻇﻴﻔﻪ ﻷﻧﻨﺎ ﺃﺭﺩﻧﺎ ﺃﻥ ﻧﺮﻯ ‪ Blogger‬ﻋﻰﻠ ﻗﻴﺪ ﺍﻟﺤﻴﺎﺓ‪" ".‬ﻟﻘﺪ ﻣﻨﺤﻨﺎﻩﻋﻘﺪًﺍ ﻟﺒﻨﺎء ﺷﻲء‬

‫ﻣﺎ ﻟﺸﺮﻛﺘﻨﺎ ﺣﺘﻰ ﻧﺘﻤﻜﻦ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻣﻪ ﻛﻌﺮﺽ ﺗﻮﺿﻴﺤﻲ ﻭﻳﻤﻜﻨﻪ ﺍﻻﺳﺘﻤﺮﺍﺭ ﻓﻲ ﺍﺳﺘﻤﺮﺍﺭ "‪ Blogger .‬ﺳﺎﻋﺪﺕ ﺍﻷﻣﻮﺍﻝ ﺍﻟﻤﺘﺄﺗﻴﺔ ﻣﻦ ﺍﻟﻌﻘﺪ‬

‫ﺍﻟﻤﺆﺳﺲ ﻋﻰﻠ ﺇﺑﻘﺎء ‪ Blogger‬ﻭﺍﻗﻔﺔ ﻋﻰﻠ ﻗﺪﻣﻴﻪ‪ ،‬ﺛﻢ ﺷﺎﺭﻙ ﻓﻲ ﺗﺄﺳﻴﺲﺷﺮﻛﺔ ﺗﺪﻋﻰ ‪ Twitter.‬ﻳﻘﻮﻝ ﺭﻳﻔﻜﻴﻦ‪" :‬ﻛﺎﻥ ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬

‫ﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ ﺍﻟﺬﻳﻦ ﺗﻌﺎﻗﺪﻭﺍ ﺃﻳﻀًﺎ ﻣﻊ ﺇﻳﻔﺎﻥﻭﻳﻠﻴﺎﻣﺰ ﺣﺘﻰ ﻳﺘﻤﻜﻦ ﻣﻦ ﺍﻻﺳﺘﻤﺮﺍﺭ ﻓﻲ ﺷﺮﻛﺘﻪ‪" ".‬ﺃﻧﺖ ﻻ ﺗﻌﺮﻑ ﺃﺑﺪًﺍ ﺃﻳﻦ ﺳﻴﻨﺘﻬﻲ ﺍﻷﻣﺮ‬

‫ﺑﺸﺨﺺ ﻣﺎ‪ .‬ﻻ ﻳﺘﻌﻠﻖ‬

‫ﺍﻷﻣﺮﻓﻘﻂ ﺑﺒﻨﺎء ﺳﻤﻌﺘﻚ؛ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺣﻘًﺎ ﺑﺎﻟﺘﻮﺍﺟﺪ ﻣﻦ ﺃﺟﻞ ﺃﺷﺨﺎﺹ ﺁﺧﺮﻳﻦ‪.‬‬
‫ﻓﻲﺍﻟﺒﺤﺚ ﻋﻦﺣﻆﺃﻓﻀﻞ ﻣﺬﻳﻊ ﺷﺒﻜﻲ‪ ،‬ﻋﻨﺪﻣﺎ ﻇﻬﺮ ﺭﻳﻔﻜﻴﻦ ﻛﻔﺎﺉﺰ‪ ،‬ﺿﺤﻜﺖ ﻣﺮﺍﺳﻠﺔ ﺍﻟﻘﺼﺔ‪ ،‬ﺟﻴﺴﻴﻜﺎ ﺷﺎﻣﺒﻮﺭﺍ‪ ،‬ﺑﺼﻮﺕﻋﺎﻝٍ‪" .‬ﻟﻴﺲ ﻣﻦ‬

‫ﺍﻟﻤﺴﺘﻐﺮﺏ ﺃﻧﻨﻲ ﺍﻟﺘﻘﻴﺖ ﺑﻪ ﺑﺎﻟﻔﻌﻞ! ﻟﻘﺪ ﺃﺣﺎﻟﻨﻲ ﺃﺣﺪﻫﻢ ﺇﻟﻴﻪ ﺑﺴﺒﺐ ﻗﺼﺔ ﻛﻨﺖ ﺃﺑﺤﺚ ﻋﻨﻬﺎ‬

‫ﺣﻮﻝﺍﻟﺴﻠﻊ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻭﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ .‬ﻳﻘﻮﻝ ﺷﺎﻣﺒﻮﺭﺍ‪ ،‬ﺍﻟﺬﻱ ﻳﻌﻤﻞ ﺍﻵﻥ ﻓﻲ ﻓﻴﺴﺒﻮﻙ‪ ،‬ﺇﻥ ﺭﻳﻔﻜﻴﻦ ﻫﻮ " ﻣﺘﺼﻞﺷﺒﻜﻲ ﺑﺎﺭﻉ‪ ،‬ﻭﻟﻢ‬

‫ﻳﺼﻞ ﺇﻰﻟ ﻫﺬﺍ ﺍﻟﻄﺮﻳﻖ ﻟﻜﻮﻧﻪ ﻣﺘﺴﻠﻘًﺎ ﺃﻭ ﻣﺤﺴﻮﺑًﺎ‪ .‬ﺍﻟﻨﺎﺱ ﻳﺬﻫﺒﻮﻥ ﺇﻰﻟ ﺁﺩﻡ ﻷﻧﻬﻢ ﻳﻌﺮﻓﻮﻥ ﺃﻥ ﻗﻠﺒﻪﻓﻲ ﺍﻟﻤﻜﺎﻥ ﺍﻟﺼﺤﻴﺢ‪ .‬ﻋﻨﺪﻣﺎ ﺍﻧﺘﻘﻞ ﻷﻭﻝ ﻣﺮﺓ‬

‫ﺇﻰﻟ ﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ‪ ،‬ﺷﻌﺮ ﺭﻳﻔﻜﻴﻦ ﺃﻥ ﺍﻟﻌﻄﺎء ﻛﺎﻥ ﻭﺳﻴﻠﺔ ﻃﺒﻴﻌﻴﺔ‬

‫ﻟﻠﺨﺮﻭﺝﻣﻦ ﻗﻮﻗﻌﺘﻪ‪ .‬ﻳﻘﻮﻝ‪" :‬ﺑﺎﻋﺘﺒﺎﺭﻱ ﺭﺟﻞ ﻛﻤﺒﻴﻮﺗﺮ ﺧﺠﻮًﻻ ﻭﻣﺤﻤﻴًﺎ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻛﺎﻥ ﻣﻔﻬﻮﻡ ﺍﻟﺸﺒﻜﺔ ﻫﻮ ﻧﺠﻤﻲ ﺍﻟﺸﻤﺎﻟﻲ‪" ".‬‬

‫ﻋﻨﺪﻣﺎﻻ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﺷﻲء‪ ،‬ﻣﺎ ﻫﻮ ﺃﻭﻝ ﺷﻲء ﺗﺤﺎﻭﻝ ﺍﻟﻘﻴﺎﻡ ﺑﻪ؟ ﺗﺤﺎﻭﻝ ﺃﻥ ﺗﺠﻌﻞ‬
‫ﺗﻮﺍﺻﻞﻭﺗﻤﺘﻊ ﺑﻌﻼﻗﺔ ﺗﻤﻨﺤﻚ ﺍﻟﻔﺮﺻﺔ ﻟﻔﻌﻞ ﺷﻲء ﻣﺎ ﻣﻦ ﺃﺟﻞ ﺷﺨﺺ ﺁﺧﺮ"‪ .‬ﻋﻰﻠﺻﻔﺤﺔ ﺭﻳﻔﻜﻴﻦ ﻋﻰﻠ ‪ ،LinkedIn‬ﺷﻌﺎﺭﻩ ﻫﻮ "ﺃﺭﻳﺪ ﺗﺤﺴﻴﻦ‬

‫ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﺃﺭﻳﺪ ﺃﻥ ﺃﺷﻢ ﺭﺍﺉﺤﺔ ﻃﻴﺒﺔ ﺃﺛﻨﺎء ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ‪ ".‬ﺍﻋﺘﺒﺎﺭًﺍ ﻣﻦ ﺳﺒﺘﻤﺒﺮ ‪ ،2012‬ﻋﻰﻠ ‪ ،LinkedIn‬ﻛﺘﺐ ‪ 49‬ﺷﺨﺼًﺎ ﺗﻮﺻﻴﺎﺕ ﻟﺮﻳﻔﻜﻴﻦ‪،‬‬

‫ﻭﻟﻢ ﻳﺘﻢ ﺫﻛﺮ ﺃﻱ ﺳﻤﺔ ﺑﺸﻜﻞﻣﺘﻜﺮﺭ ﺃﻛﺜﺮ ﻣﻦ ﻋﻄﺎﺉﻪ‪ .‬ﺳﻴﻜﺘﺐ ﺍﻟﻤﻄﺎﺑﻖ ﺗﻮﺻﻴﺎﺕ ﻟﻨﻔﺲ ﺍﻷﺷﺨﺎﺹ ﺍﻟـ ‪ ،49‬ﻭﺭﺑﻤﺎ ﻳﺮﺵ ﺑﻌﺾ ﺍﻟﺘﻮﺻﻴﺎﺕ‬

‫ﻏﻴﺮﺍﻟﻤﺮﻏﻮﺏ ﻓﻴﻬﺎ ﻟﺠﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺮﺉﻴﺴﻴﺔ‪ ،‬ﻋﻰﻠ ﺃﻣﻞ ﺃﻥ ﻳﺮﺩﻭﺍ ﺑﺎﻟﻤﺜﻞ‪ .‬ﻟﻜﻦ ﺭﻳﻔﻜﻴﻦ ﻳﻌﻄﻲ ﺃﻛﺜﺮ ﻣﻦ ﺧﻤﺴﺔ ﺃﺿﻌﺎﻑﻣﺎ ﻳﺤﺼﻞ ﻋﻠﻴﻪ‪:‬‬

‫ﻋﻰﻠ ‪ ،LinkedIn‬ﻛﺘﺐ ﺗﻮﺻﻴﺎﺕ ﻣﻔﺼﻠﺔ ﻟـ ‪ 265‬ﺷﺨﺼًﺎ ﻣﺨﺘﻠﻔًﺎ‪ .‬ﻳﻘﻮﻝ ﺭﺟﻞ ﺍﻷﻋﻤﺎﻝ‬

‫ﺭﻳﻤﻮﻧﺪﺭﻭﻑ‪ " :‬ﺇﻥ ﺁﺩﻡ ﺧﺎﺭﺝ ﺍﻟﻤﺨﻄﻄﺎﺕ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﻤﺪﻯ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﺘﻲ ﻳﻘﺪﻣﻬﺎ‪" ".‬ﺇﻧﻪ ﻳﻌﻄﻲ ﺃﻛﺜﺮ ﺑﻜﺜﻴﺮ ﻣﻤﺎ ﻳﺄﺧﺬ‪.‬‬

‫ﺇﻧﻪﺟﺰء ﻣﻦ ﺷﻌﺎﺭﻩ ﺃﻥ ﻳﻜﻮﻥ ﻣﻔﻴﺪًﺍ‪.‬‬

‫ﺇﻥﺃﺳﻠﻮﺏ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻟﺬﻱ ﻳﺘﺒﻌﻪ ﺭﻳﻔﻜﻴﻦ‪ ،‬ﻭﺍﻟﺬﻱ ﻳﺠﺴﺪ ﻛﻴﻒ ﻳﻤﻴﻞ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺇﻰﻟ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺸﺒﻜﺎﺕ‪،‬‬

‫ﻳﺘﻨﺎﻗﺾﺑﺸﻜﻞ ﺻﺎﺭﺥ ﻣﻊ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻳﻤﻴﻞ ﺑﻬﺎ ﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﺇﻰﻟ ﺑﻨﺎء ﻭﺍﺳﺘﺨﺮﺍﺝ ﺍﻟﻘﻴﻤﺔ ﻣﻦ ﺍﺗﺼﺎﻻﺗﻬﻢ‪ .‬ﺇﻥ ﺣﻘﻴﻘﺔﺃﻥ ﺭﻳﻔﻜﻴﻦ‬

‫ﻳﻌﻄﻲ ﺃﻛﺜﺮ ﺑﻜﺜﻴﺮ ﻣﻤﺎ ﻳﺘﻠﻘﻰ ﻫﻲ ﻧﻘﻄﺔ ﺃﺳﺎﺳﻴﺔ‪ :‬ﻓﺎﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﻳﻌﻄﻮﻥ ﺃﻳﻀًﺎ ﻓﻲ ﺳﻴﺎﻕ‬

‫ﺍﻟﺸﺒﻜﺎﺕ‪،‬ﻟﻜﻨﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺍﻟﻌﻄﺎء ﺑﺸﻜﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﻣﻊ ﻋﺎﺉﺪ ﺷﺨﺼﻲ ﻣﺘﻮﻗﻊ ﻳﺘﺠﺎﻭﺯ ﺃﻭ ﻳﺴﺎﻭﻱ ﻣﺴﺎﻫﻤﺎﺗﻬﻢ‪.‬‬

‫ﻋﻨﺪﻣﺎﻳﺘﻮﺍﺻﻞ ﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻰﻠ ﻣﻦ ﻳﻤﻜﻨﻪ ﻣﺴﺎﻋﺪﺗﻬﻢ ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ ﺍﻟﻘﺮﻳﺐ‪،‬‬

‫ﻭﻫﺬﺍﻳﻤﻠﻲ ﻣﺎﺫﺍ ﻭﺃﻳﻦ ﻭﻛﻴﻒ ﻳﻘﺪﻣﻮﻥ‪ .‬ﺗﻤﻴﻞ ﺃﻓﻌﺎﻟﻬﻢ ﺇﻰﻟ ﺍﺳﺘﻐﻼﻝ ﻣﻤﺎﺭﺳﺔ ﺷﺎﺉﻌﺔ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻤﺠﺘﻤﻌﺎﺕ ﺗﻘﺮﻳﺒًﺎ ﺣﻮﻝﺍﻟﻌﺎﻟﻢ‪ ،‬ﺣﻴﺚ ﻳﺸﺘﺮﻙ‬

‫ﺍﻷﺷﺨﺎﺹ ﻋﺎﺩﺓً ﻓﻲ ﻣﺠﻤﻮﻋﺔﻣﻌﻴﺎﺭ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ :‬ﺣﻚ ﻇﻬﺮﻱ‪ ،‬ﺳﺄﺧﺪﺵ ﻇﻬﺮﻙ‪ .‬ﺇﺫﺍ ﺳﺎﻋﺪﺗﻨﻲ‪،‬ﻓﺄﻧﺎ ﻣﺪﻳﻦ ﻟﻚ‪ ،‬ﻭﺃﺷﻌﺮ ﺑﺄﻧﻨﻲ ﻣﻠﺰﻡ‬

‫ﺑﺎﻟﺴﺪﺍﺩ‪ .‬ﻭﻓﻘﺎ ﻟﻌﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺭﻭﺑﺮﺕ ﺳﻴﺎﻟﺪﻳﻨﻲ‪ ،‬ﻳﻤﻜﻦ ﻟﻠﻨﺎﺱ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦﻗﺎﻋﺪﺓ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻫﺬﻩ ﻣﻦ ﺧﻼﻝ ﺇﻋﻄﺎء ﻣﺎ ﻳﺮﻳﺪﻭﻥ‬

‫ﺍﻟﺤﺼﻮﻝ ﻋﻠﻴﻪ‪ .‬ﺑﺪﻻً ﻣﻦ ﻣﺠﺮﺩ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﺑﺸﻜﻞ ﺗﻔﺎﻋﻠﻲﻟﻸﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺳﺎﻋﺪﻭﻫﻢ ﺑﺎﻟﻔﻌﻞ‪ ،‬ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻘﺪﻡ ﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ‬

‫ﺍﻟﺨﺪﻣﺎﺕ ﺑﺸﻜﻞ ﺍﺳﺘﺒﺎﻗﻲ‬

‫ﻟﻸﺷﺨﺎﺹﺍﻟﺬﻳﻦ ﻳﺮﻳﺪﻭﻥ ﻣﺴﺎﻋﺪﺗﻬﻢ ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ*‪.‬ﻛﻤﺎ ﻳﻠﺨﺺ ﺧﺒﻴﺮ ﺍﻟﺸﺒﻜﺎﺕ ﻛﻴﺚ ﻓﻴﺮﺍﺗﺰﻱﻻ ﺗﺄﻛﻞ ﺑﻤﻔﺮﺩﻙ ﺃﺑﺪًﺍ"‪،‬‬

‫"ﻣﻦ ﺍﻷﻓﻀﻞ ﺃﻥ ﺗﻌﻄﻲ ﻗﺒﻞ ﺃﻥ ﺗﺄﺧﺬ" ‪.‬‬

‫ﻋﺎﺵﻛﻴﻦ ﻻﻱ ﻭﻓﻖ ﻫﺬﺍ ﺍﻟﻤﺒﺪﺃ‪ :‬ﻛﺎﻥ ﻟﺪﻳﻪ ﻣﻮﻫﺒﺔ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﻏﻴﺮ ﺍﻟﻤﻄﻠﻮﺑﺔ ﺣﺘﻰ ﻳﺸﻌﺮ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﻬﻤﻮﻥ ﺑﺄﻧﻬﻢﻣﺠﺒﺮﻭﻥ ﻋﻰﻠ ﺍﻟﺮﺩ‬

‫ﺑﺎﻟﻤﺜﻞ‪ .‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻳﻘﺒﻞ‪ ،‬ﺑﺬﻝ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ ﻟﺠﻤﻊ ﺍﻻﻋﺘﻤﺎﺩﺍﺕ ﻣﻊ ﺍﻷﺷﺨﺎﺹ ﺍﻷﻗﻮﻳﺎء ﺍﻟﺬﻳﻦ‬
‫ﻳﻤﻜﻨﻪﺍﻻﺗﺼﺎﻝ ﺑﻬﻢ ﻻﺣﻘًﺎ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1994‬ﻛﺎﻥ ﺟﻮﺭﺝ ﺩﺑﻠﻴﻮ ﺑﻮﺵ ﻳﺘﺮﺷﺢ ﻟﻤﻨﺼﺐ ﺣﺎﻛﻢ ﻭﻻﻳﺔ ﺗﻜﺴﺎﺱ‪ .‬ﻛﺎﻥ ﺑﻮﺵ ﻣﺴﺘﻀﻌﻔًﺎ‪،‬ﻭﻟﻜﻦ ﺗﺤﺴﺒًﺎ‬

‫ﻟﺬﻟﻚ‪ ،‬ﺗﺒﺮﻉ ﻻﻱ ﺑﻤﺒﻠﻎ ‪ 12500‬ﺩﻭﻻﺭ‪ ،‬ﻛﻤﺎ ﻓﻌﻠﺖ ﺯﻭﺟﺘﻪ‪ .‬ﺑﻤﺠﺮﺩ ﺍﻧﺘﺨﺎﺏ ﺑﻮﺵ ﺣﺎﻛﻤًﺎ‪ ،‬ﺩﻋﻢ ﻻﻱﺇﺣﺪﻯ ﻣﺒﺎﺩﺭﺍﺕ ﺑﻮﺵ ﻟﻤﺤﻮ ﺍﻷﻣﻴﺔ ﻭﺍﻧﺘﻬﻰ ﺑﻪ‬

‫ﺍﻷﻣﺮ ﺑﻜﺘﺎﺑﺔ ﻋﺸﺮﻳﻦ ﺭﺳﺎﻟﺔ ﺿﻐﻂ ﻟﻪ‪ .‬ﻭﻭﻓﻘﺎً ﻷﺣﺪ ﻗﺎﺩﺓ ﻣﺮﺍﻗﺒﺔ ﺍﻟﻤﻮﺍﻃﻨﻴﻦ‪،‬ﺃﻣﺮ ﻻﻱ ﺑـ " ﺍﻟﻤﻘﺎﻳﻀﺔ"‪ ،‬ﻟﻤﺴﺎﻋﺪﺓ ﺑﻮﺵ ﺣﺘﻰ ﻳﺪﻋﻢ ﺑﻮﺵ ﺇﻟﻐﺎء‬

‫ﺍﻟﻘﻴﻮﺩ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻋﻰﻠ ﺍﻟﻤﺮﺍﻓﻖ‪ .‬ﻭﻓﻲ‬

‫ﺇﺣﺪﻯﺍﻟﺮﺳﺎﺉﻞ‪ ،‬ﺃﻟﻤﺢ ﻻﻱ ﺑﻤﻬﺎﺭﺓ ﺇﻰﻟ ﺭﻏﺒﺘﻪ ﻓﻲ ﺍﻻﺳﺘﻤﺮﺍﺭ ﻓﻲ ﺍﻟﺮﺩ ﺑﺎﻟﻤﺜﻞ ﺇﺫﺍ ﺳﺎﻋﺪ ﺑﻮﺵ ﻓﻲ ﺗﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‪ " :‬ﺍﺳﻤﺤﻮﺍﻟﻲ ﺃﻥ ﺃﻋﺮﻑ ﻣﺎ‬

‫ﺍﻟﺬﻱ ﺗﺴﺘﻄﻴﻊ ﺷﺮﻛﺔ ﺇﻧﺮﻭﻥ ﺃﻥ ﺗﻔﻌﻠﻪ ﻟﻜﻲ ﺗﻜﻮﻥ ﻣﻔﻴﺪﺓ ﻟﻴﺲ ﻓﻘﻂ ﻓﻲ ﺇﻗﺮﺍﺭ ﺗﺸﺮﻳﻌﺎﺕ ﺇﻋﺎﺩﺓ‬

‫ﻫﻴﻜﻠﺔﻗﻄﺎﻉ ﺍﻟﻜﻬﺮﺑﺎء‪ ،‬ﺑﻞ ﻭﺃﻳﻀﺎً ﻓﻲ ﻣﺘﺎﺑﻌﺔ ﺑﻘﻴﺔ ﺃﺟﻨﺪﺗﻜﻢ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ‪" .‬‬

‫ﺗﻌﺘﺒﺮﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻗﺎﻋﺪﺓ ﻗﻮﻳﺔ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﺗﺄﺗﻲ ﻣﻊ ﺟﺎﻧﺒﻴﻦ ﺳﻠﺒﻴﻴﻦ‪ ،‬ﻭﻛﻼﻫﻤﺎ ﻳﺴﺎﻫﻢ ﻓﻲ ﺍﻟﺤﺬﺭ ﺍﻟﺬﻱ ﻳﺘﻌﺎﻣﻞ ﺑﻪ‬

‫ﺍﻟﻜﺜﻴﺮﻣﻨﺎ ﻣﻊ ﺍﻟﺘﻮﺍﺻﻞ‪ .‬ﺍﻟﺠﺎﻧﺐ ﺍﻟﺴﻠﺒﻲ ﺍﻷﻭﻝ ﻫﻮ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﻄﺮﻑ ﺍﻟﻤﺘﻠﻘﻲ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺸﻌﺮﻭﻥ ﺑﺄﻧﻪ ﻳﺘﻢ ﺍﻟﺘﻼﻋﺐﺑﻬﻢ‪ .‬ﻭﻳﺸﻴﺮ ﺩﺍﻥ‬

‫ﻭﻳﻨﺸﺘﺎﻳﻦ‪ ،‬ﻭﻫﻮ ﻣﺘﺰﻟﺞ ﺳﺮﻳﻊ ﺃﻭﻟﻤﺒﻲ ﺳﺎﺑﻖ ﻭﻣﺴﺘﺸﺎﺭ ﺗﺴﻮﻳﻖ ﺣﺎﻟﻲ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﺭﻳﺴﻮﺭﺱ ﺳﻴﺴﺘﻤﺰ‪،‬ﺇﻰﻟ ﺃﻥ "ﺑﻌﺾ ﺷﺮﻛﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﺍﺕ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻜﺒﺮﻯ ﺗﻤﺘﻠﻚ ﻣﻘﺎﻋﺪ ﻓﻲ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺮﻳﺎﺿﻴﺔ ﺍﻟﻜﺒﺮﻯ‪ .‬ﻋﻨﺪﻣﺎ ﺗﻘﺪﻡﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ ﺗﺬﺍﻛﺮ ﺭﻳﺪ ﺳﻮﻛﺲ ﻟﻌﻤﻼﺉﻬﺎ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻤﻼء ﻳﻌﺮﻓﻮﻥ‬

‫ﺃﻧﻬﻢ ﻳﻔﻌﻠﻮﻥ ﺫﻟﻚ‪ ،‬ﺟﺰﺉﻴًﺎ ﻋﻰﻠ ﺍﻷﻗﻞ‪ ،‬ﻣﻊ‬

‫ﺗﺄﻣﻞﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺷﻲء ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ" ‪ .‬ﻋﻨﺪﻣﺎ ﺗﺄﺗﻲ ﺍﻟﺨﺪﻣﺎﺕ ﺑﺸﺮﻭﻁ ﻣﺮﻓﻘﺔ ﺃﻭ ﺿﻤﻨﻴﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﺘﻔﺎﻋﻞ ﻳﻤﻜﻦ ﺃﻥ ﻳﺘﺮﻙﺫﻭﻗًﺎ ﺳﻴﺉًﺎ‪،‬‬

‫ﻭﻳﺸﻌﺮ ﻭﻛﺄﻧﻪ ﻣﻌﺎﻣﻠﺔ ﺃﻛﺜﺮ ﻣﻦ ﻛﻮﻧﻪ ﺟﺰءًﺍ ﻣﻦ ﻋﻼﻗﺔ ﺫﺍﺕ ﻣﻌﻨﻰ‪ .‬ﻫﻞ ﺗﻬﺘﻢ ﺣﻘًﺎ ﺑﻤﺴﺎﻋﺪﺗﻲ‪ ،‬ﺃﻡ ﺃﻧﻚ‬

‫ﺗﺤﺎﻭﻝﻓﻘﻂ ﺇﻧﺸﺎء ﻣﻘﺎﻳﻀﺔ ﺣﺘﻰ ﺗﺘﻤﻜﻦ ﻣﻦ ﻃﻠﺐ ﻣﻌﺮﻭﻑ؟‬

‫ﻋﻰﻠﻣﺎ ﻳﺒﺪﻭ‪ ،‬ﺗﺮﻙ ﻛﻴﻦ ﻻﻱ ﻣﺜﻞ ﻫﺬﺍ ﺍﻻﻧﻄﺒﺎﻉ ﻋﻰﻠ ﺟﻮﺭﺝ ﺩﺑﻠﻴﻮ ﺑﻮﺵ‪ .‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﺑﻮﺵ ﻳﺘﺮﺷﺢ ﻟﻤﻨﺼﺐ ﺣﺎﻛﻢ ﺍﻟﻮﻻﻳﺔ‪،‬ﻃﻠﺐ ﻣﻦ ﻻﻱ ﺃﻥ‬

‫ﻳﺮﺃﺱ ﺇﺣﺪﻯ ﺣﻤﻼﺗﻪ ﺍﻟﻤﺎﻟﻴﺔ‪ .‬ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻻﻱ ﻳﻌﺘﻘﺪ ﺃﻥ ﺑﻮﺵ ﻛﺎﻥ ﻟﺪﻳﻪ‬
‫ﻓﺮﺻﺔ‪،‬ﻟﺬﻟﻚ ﺭﻓﺾ‪ ،‬ﻣﺸﻴﺮًﺍ ﺇﻰﻟ ﺃﻧﻪ ﻛﺎﻥ ﻳﻌﻤﻞ ﺑﺎﻟﻔﻌﻞ ﻓﻲ ﻣﺠﻠﺲ ﺃﻋﻤﺎﻝ ﺍﻟﻤﺮﺷﺤﺔ ﺍﻟﺪﻳﻤﻘﺮﺍﻃﻴﺔ ﺁﻥ ﺭﻳﺘﺸﺎﺭﺩﺯ‪ .‬ﻛﺠﺎﺉﺰﺓﺗﺮﺿﻴﺔ‪ ،‬ﺗﺒﺮﻉ ﺑﻤﺒﻠﻎ‬

‫‪ 12500‬ﺩﻭﻻﺭ‪ .‬ﺛﻢ‪ ،‬ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﺤﻤﻠﺔ‪ ،‬ﻋﻨﺪﻣﺎ ﺑﺪﺍ ﺃﻥ ﺑﻮﺵ ﻟﺪﻳﻪ ﻓﺮﺻﺔ ﺟﻴﺪﺓ ﻟﻠﻔﻮﺯ‪ ،‬ﺳﺎﺭﻉ ﻻﻱﺇﻰﻟ ﺍﻟﺘﺒﺮﻉ ﻣﺮﺓ ﺃﺧﺮﻯ ﺑﻤﺒﻠﻎ ‪ 12.500‬ﺩﻭﻻﺭ‪.‬‬
‫ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻻﻱ ﺍﻧﺘﻬﻰ ﺑﻪ ﺍﻷﻣﺮ ﺇﻰﻟ ﺍﻟﺘﺒﺮﻉ ﺑﺄﻣﻮﺍﻝ ﻟﺒﻮﺵ ﺃﻛﺜﺮ ﻣﻦﺭﻳﺘﺸﺎﺭﺩﺯ‪ ،‬ﺇﻻ ﺃﻥ ﻗﺮﺍﺭﻩ ﺑﺎﻟﺘﺒﺮﻉ ﻓﻘﻂ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺍﻷﻣﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴًﺎ‬

‫ﺗﺮﻙ ﺃﺛﺮًﺍ ﻻ ﻳﻤﺤﻰ ﻓﻲ ﺍﻟﻌﻼﻗﺔ‪ .‬ﻛﺘﺐ ﺃﺣﺪ‬

‫ﺍﻟﺼﺤﻔﻴﻴﻦﻧﻘﻼً ﻋﻦ ﻋﺸﺮﺍﺕ ﻣﻦ ﺍﻟﻤﻄﻠﻌﻴﻦ ﻋﻰﻠ ﺑﻮﺍﻃﻦ ﺍﻷﻣﻮﺭ ﺍﻟﺬﻳﻦ ﺃﺳﺮﻭﺍ ﺑﺄﻥ ﻻﻱ ﺧﻠﻖ "ﻣﺴﺎﻓﺔ ﺑﻴﻨﻬﻤﺎ ﻟﻢ ﻳﺘﻢ‬

‫ﺟﺴﺮﻫﺎﺃﺑﺪًﺍ" ﺃﻥ ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ "ﺃﻧﺰﻟﻪ ﺇﻰﻟ ﺍﻷﺑﺪ ﺇﻰﻟ ﻫﺎﻣﺶ ﺍﻟﺪﺍﺉﺮﺓ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﺠﻮﺭﺝ ﺩﺑﻠﻴﻮ ﺑﻮﺵ‪ ".‬ﻟﻢ ﻳﺪﻉ ﺑﻮﺵ ﻻﻱ ﺃﺑﺪًﺍ ﻟﻠﺒﻘﺎءﻓﻲ ﺍﻟﺒﻴﺖ‬

‫ﺍﻷﺑﻴﺾ‪ ،‬ﻛﻤﺎ ﻓﻌﻞ ﻭﺍﻟﺪﻩ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺍﻧﺪﻟﻌﺖ ﻓﻀﻴﺤﺔ ﺇﻧﺮﻭﻥ‪ ،‬ﺗﻮﺍﺻﻞ ﻻﻱ ﻣﻊ ﻋﺪﺩ ﻣﻦ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ‬

‫ﺍﻟﺴﻴﺎﺳﻴﻴﻦﻃﻠﺒﺎ ﻟﻠﻤﺴﺎﻋﺪﺓ‪ ،‬ﻟﻜﻦ ﺑﻮﺵ ﻟﻢ ﻳﻜﻦ ﻭﺍﺣﺪﺍ ﻣﻨﻬﻢ‪ ،‬ﺇﺫ ﻟﻢ ﺗﻜﻦ ﺍﻟﻌﻼﻗﺔ ﻗﻮﻳﺔ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ‪.‬‬

‫ﻫﻨﺎﻙﺟﺎﻧﺐ ﺳﻠﺒﻲ ﺁﺧﺮ ﻟﻠﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ ،‬ﻭﻫﻮ ﺍﻟﺠﺎﻧﺐ ﺍﻟﺬﻱ ﻳﻜﻮﻥ ﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥ ﻋﺮﺿﺔ ﻟﻪ ﺑﺸﻜﻞ ﺧﺎﺹ‪ .‬ﻳﻤﻴﻞ ﺍﻟﻤﻄﺎﺑﻘﻮﻥﺇﻰﻟ ﺑﻨﺎء ﺷﺒﻜﺎﺕ‬

‫ﺃﺻﻐﺮ ﻣﻦ ﺗﻠﻚ ﺍﻟﺘﻲ ﻳﺒﻨﻴﻬﺎ ﺍﻟﻤﺎﻧﺤﻮﻥ‪ ،‬ﺍﻟﺬﻳﻦ ﻳﺴﻌﻮﻥ ﺑﻨﺸﺎﻁ ﺇﻰﻟ ﻣﺴﺎﻋﺪﺓ ﻧﻄﺎﻕ ﺃﻭﺳﻊ ﻣﻦﺍﻷﺷﺨﺎﺹ‪ ،‬ﺃﻭ ﺍﻵﺧﺬﻳﻦ‪ ،‬ﺍﻟﺬﻳﻦ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺠﺪﻭﻥ‬

‫ﺃﻧﻔﺴﻬﻢ ﻳﻮﺳﻌﻮﻥ ﺷﺒﻜﺎﺗﻬﻢ ﻟﻠﺘﻌﻮﻳﺾ ﻋﻦ ﺍﻟﺠﺴﻮﺭ ﺍﻟﺘﻲ ﺍﺣﺘﺮﻗﺖ ﻓﻲﺍﻟﻤﻌﺎﻣﻼﺕ ﺍﻟﺴﺎﺑﻘﺔ‪ .‬ﻳﻌﻤﻞ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﺘﻮﺍﻓﻘﻴﻦ ﻋﻰﻠ ﺃﺳﺎﺱ‬

‫ﺍﻟﻤﻮﻗﻒ ﺍﻟﻘﺎﺉﻞ‪" :‬ﺳﺄﻓﻌﻞ ﺷﻴﺉًﺎ ﻣﻦ ﺃﺟﻠﻚ‪ ،‬ﺇﺫﺍ ﻛﻨﺖﺳﺘﻔﻌﻞ ﺷﻴﺉًﺎ ﻣﻦ ﺃﺟﻠﻲ"‪ ،‬ﻛﻤﺎ ﻛﺘﺐ ﺭﻳﺪ ﻫﻮﻓﻤﺎﻥ‪ ،‬ﻣﺆﺳﺲ ‪ ،LinkedIn‬ﻟﺬﺍ ﻓﺈﻧﻬﻢ‬

‫"ﻳﻘﺘﺼﺮﻭﻥ ﻋﻰﻠ ﺍﻟﺼﻔﻘﺎﺕ ﺍﻟﺘﻲﺗﻜﻮﻥ ﻓﻴﻬﺎ ﻓﺎﺉﺪﺗﻬﻢ ﺍﻟﻤﺒﺎﺷﺮﺓ ﻛﺒﻴﺮﺓ ﻋﻰﻠ ﺍﻷﻗﻞ‪ ".‬ﻛﻔﻮﺍﺉﺪ ﻟﻶﺧﺮﻳﻦ‪ . . .‬ﺇﺫﺍ ﺃﺻﺮﺭﺕ ﻋﻰﻠ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ‬

‫ﻣﻘﺎﻳﻀﺔ‬

‫ﻓﻲﻛﻞ ﻣﺮﺓ ﺗﺴﺎﻋﺪ ﻓﻴﻬﺎ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﺴﺘﻜﻮﻥ ﻟﺪﻳﻚ ﺷﺒﻜﺔ ﺃﺿﻴﻖ ﺑﻜﺜﻴﺮ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻌﻄﻲ ﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥ ﻣﻊ ﺗﻮﻗﻊ ﺍﻟﺘﻠﻘﻲ‪ ،‬ﻓﺈﻧﻬﻢﻳﻮﺟﻬﻮﻥ ﻋﻄﺎﺉﻬﻢ‬

‫ﻧﺤﻮ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻥ ﺑﺈﻣﻜﺎﻧﻬﻢ ﻣﺴﺎﻋﺪﺗﻬﻢ‪ .‬ﻓﻔﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ‪ ،‬ﺇﺫﺍ ﻛﻨﺖ ﻻ‬

‫ﺗﺴﺘﻔﻴﺪﻣﻦ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ ،‬ﻓﻤﺎ ﻗﻴﻤﺔ ﻛﻮﻧﻚ ﻣﻄﺎﺑﻘًﺎ؟‬

‫ﻭﺑﻤﺎﺃﻥ ﻋﻴﻮﺏ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﺍﻟﺼﺎﺭﻣﺔ ﻫﺬﻩ ﺗﺘﺮﺍﻛﻢ ﺑﻤﺮﻭﺭ ﺍﻟﻮﻗﺖ‪ ،‬ﻓﺈﻧﻬﺎ ﻳﻤﻜﻦ ﺃﻥ ﺗﺤﺪ ﻣﻦ ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﺍﻟﺸﺒﻜﺎﺕﺍﻟﺘﻲ ﻳﻄﻮﺭﻫﺎ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ‬

‫ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ‪ .‬ﻳﻨﺸﺄ ﻛﻼ ﺍﻟﻌﻴﺒﻴﻦ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ ﻣﻦ ﻗﺼﺮ ﺍﻟﻨﻈﺮ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺸﺒﻜﺎﺕ‪،‬ﺣﻴﺚ ﻳﻘﻮﻡ ﺍﻵﺧﺬﻭﻥ ﻭﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﺑﻮﺿﻊ‬

‫ﺍﻓﺘﺮﺍﺿﺎﺕ ﺻﺎﺭﻣﺔ ﺣﻮﻝ ﻣﻦ ﺳﻴﻜﻮﻥ ﻗﺎﺩﺭًﺍ ﻋﻰﻠ ﺗﻘﺪﻳﻢ ﺃﻛﺒﺮ ﻗﺪﺭ‬

‫ﻣﻦﺍﻟﻤﻨﻔﻌﺔ ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ .‬ﻓﻲ ﺟﻮﻫﺮﻩ‪ ،‬ﻳﻤﺘﺪ ﻧﻬﺞ ﺍﻟﻤﺎﻧﺢ ﺇﻰﻟ ﻧﻄﺎﻕ ﺃﻭﺳﻊ‪ ،‬ﻭﺑﺬﻟﻚ ﻳﻮﺳﻊ ﻧﻄﺎﻕ ﺍﻟﻤﻜﺎﺳﺐ ﺍﻟﻤﺤﺘﻤﻠﺔ‪ ،‬ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺗﻠﻚ‬

‫ﺍﻟﻤﻜﺎﺳﺐ ﻟﻴﺴﺖ ﺍﻟﻤﺤﺮﻙ ﺍﻟﻤﺤﻔﺰ‪" .‬ﻋﻨﺪﻣﺎ ﺗﻘﺎﺑﻞ ﺃﺷﺨﺎﺻًﺎ‪ "،‬ﻳﻘﻮﻝ ﺍﻟﻤﺒﺸﺮ ﺍﻟﺴﺎﺑﻖ ﻟﺸﺮﻛﺔ‬

‫‪ Apple‬ﻭﺃﺳﻄﻮﺭﺓ ﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ ﺟﺎﻱ ﻛﺎﻭﺍﺳﺎﻛﻲ‪ ،‬ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻤﻦ ﻳﻜﻮﻧﻮﻥ‪" ،‬ﻳﺠﺐ ﺃﻥ ﺗﺴﺄﻝ ﻧﻔﺴﻚ"‪:‬ﻛﻴﻒ‬

‫ﻳﻤﻜﻨﻨﻲﺃﻥ ﺃﻗﺪﻡ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻗﺪ ﻳﺒﺪﻭ ﻫﺬﺍ ﻟﻠﺒﻌﺾ ﻭﺳﻴﻠﺔ ﻟﻺﻓﺮﺍﻁ ﻓﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻭﻟﻜﻦ ﻛﻤﺎ ﺗﻌﻠﻢ ﺁﺩﻡ‬

‫ﺭﻳﻔﻜﻴﻦﺫﺍﺕ ﻣﺮﺓ ﻭﺑﺘﺄﺛﻴﺮ ﻛﺒﻴﺮ‪ ،‬ﻻ ﻳﻤﻜﻨﻨﺎ ﺩﺍﺉﻤًﺎ ﺍﻟﺘﻨﺒﺆ ﺑﻤﻦ ﻳﻤﻜﻨﻪ ﻣﺴﺎﻋﺪﺗﻨﺎ‪.‬‬
 ‫ﺇﻳﻘﺎﻅﺍﻟﻌﻤﺎﻟﻘﺔ ﺍﻟﻨﺎﺉﻤﻴﻦ‬

‫ﻓﻲﻋﺎﻡ ‪ ،1993‬ﺗﻌﺎﻭﻥ ﻃﺎﻟﺐ ﺟﺎﻣﻌﻲ ﻳُﺪﻋﻰ ﺟﺮﺍﻫﺎﻡ ﺳﺒﻨﺴﺮ ﻣﻊ ﺧﻤﺴﺔ ﻣﻦ ﺃﺻﺪﻗﺎﺉﻪ ﻹﻧﺸﺎء ﺷﺮﻛﺔ ﻧﺎﺷﺉﺔ ﻟﻺﻧﺘﺮﻧﺖ‪ .‬ﻛﺎﻥﺳﺒﻨﺴﺮ ﻣﻬﻨﺪﺱ‬

‫ﻛﻤﺒﻴﻮﺗﺮ ﺧﺠﻮًﻻ ﻭﻣﻨﻄﻮﻳًﺎ ﺫﻭ ﺷﻌﺮ ﻣﺘﺮﺍﺟﻊ ﻭﻧﻈﺎﺭﺍﺕ ﺿﺨﻤﺔ ﻭﻫﻮﺱ ﺑﺎﻟﻜﺘﺐ ﺍﻟﻤﺼﻮﺭﺓ‪ .‬ﺇﺫﺍ ﻧﻈﺮﻧﺎ ﺇﻰﻟﺍﻟﻮﺭﺍء‪ ،‬ﻳﻘﻮﻝ ﺇﻥ ﺳﻮﺑﺮﻣﺎﻥ ﻋﻠﻤﻪ ﺍﻟﻌﺪﺍﻟﺔ‬

‫ﻭﺍﻟﻔﻀﻴﻠﺔ‪ ،‬ﻭﺃﺛﺎﺭ ‪ X-Men‬ﺍﻟﻘﻠﻖ ﺑﺸﺄﻥ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﻤﻀﻄﻬﺪﺓ‪ ،‬ﻭﺃﻋﻄﺎﻩ‬

‫‪ Spider-Man‬ﺍﻷﻣﻞ‪" :‬ﺣﺘﻰ ﺍﻷﺑﻄﺎﻝ ﺍﻟﺨﺎﺭﻗﻴﻦ ﻳﻤﻜﻦ ﺃﻥ ﻳﻮﺍﺟﻬﻮﺍ ﻭﻗﺘًﺎ ﻋﺼﻴﺒًﺎ ﻓﻲ ﺍﻟﻤﺪﺭﺳﺔ‪".‬‬

‫ﺷﺎﺭﻙﺳﺒﻨﺴﺮ ﻭﺃﺻﺪﻗﺎﺅﻩ ﻓﻲ ﺗﺄﺳﻴﺲ ‪ ، Excite‬ﻭﻫﻲ ﺑﻮﺍﺑﺔ ﻭﻳﺐ ﻣﺒﻜﺮﺓ ﻭﻣﺤﺮﻙ ﺑﺤﺚ ﺳﺮﻋﺎﻥ ﻣﺎ ﺃﺻﺒﺤﺖ ﻭﺍﺣﺪﺓﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻤﻮﺍﻗﻊ ﺷﻌﺒﻴﺔ‬

‫ﻋﻰﻠ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1998‬ﺗﻢ ﺷﺮﺍء ﺷﺮﻛﺔ ‪ Excite‬ﻣﻘﺎﺑﻞ ‪ 6.7‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ‪ ،‬ﻭﻛﺎﻥ ﺳﺒﻨﺴﺮﻳﺤﻠﻖ ﻋﺎﻟﻴًﺎ ﻛﺄﻛﺒﺮ ﻣﺴﺎﻫﻢ ﻓﻴﻬﺎ ﻭﺭﺉﻴﺲ ﻗﺴﻢ‬

‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻴﻬﺎ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1999‬ﺑﻌﺪ ﻭﻗﺖ ﻗﺼﻴﺮ ﻣﻦ ﺑﻴﻊ ﺷﺮﻛﺔ‪ ،Excite‬ﺗﻠﻘﻰ ﺳﺒﻨﺴﺮ ﺭﺳﺎﻟﺔ ﺑﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻣﻔﺎﺟﺉﺔ ﻣﻦ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ‪،‬‬

‫ﺍﻟﺬﻱ ﻛﺎﻥ ﻳﻄﻠﺐ ﺍﻟﻨﺼﻴﺤﺔ ﺑﺸﺄﻥ ﺷﺮﻛﺔ‬

‫ﻧﺎﺷﺉﺔ‪.‬ﻟﻢ ﻳﻠﺘﻘﻴﺎ ﻗﻂ‪ ،‬ﻟﻜﻦ ﺳﺒﻨﺴﺮ ﺗﻄﻮﻉ ﻟﻠﺠﻠﻮﺱ ﻣﻊ ﺭﻳﻔﻜﻴﻦ ﻋﻰﻠ ﺃﻱ ﺣﺎﻝ‪ .‬ﺑﻌﺪ ﺃﻥ ﺍﻟﺘﻘﻴﺎ‪ ،‬ﺭﺑﻂ ﺳﺒﻨﺴﺮ ﺭﻳﻔﻜﻴﻦ ﺑﺼﺎﺣﺐﺭﺃﺱ ﻣﺎﻝ ﻣﻐﺎﻣﺮ‬

‫ﺍﻧﺘﻬﻰ ﺑﻪ ﺍﻷﻣﺮ ﺇﻰﻟ ﺗﻤﻮﻳﻞ ﺷﺮﻛﺘﻪ ﺍﻟﻨﺎﺷﺉﺔ‪ .‬ﻛﻴﻒ ﺗﻤﻜﻦ ﺭﻳﻔﻜﻴﻦ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ‬

‫ﺳﺒﻨﺴﺮ؟ﻭﻟﻤﺎﺫﺍ ﺑﺬﻝ ﺳﺒﻨﺴﺮ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ ﻟﻤﺴﺎﻋﺪﺓ ﺭﻳﻔﻜﻴﻦ؟‬

‫ﻓﻲﺃﻭﺍﺉﻞ ﻋﺎﻡ ‪ ،1994‬ﻗﺒﻞ ﺧﻤﺲ ﺳﻨﻮﺍﺕ ﻣﻦ ﻃﻠﺐ ﻣﺴﺎﻋﺪﺓ ﺳﺒﻨﺴﺮ‪ ،‬ﺃﺻﺒﺢ ﺭﻳﻔﻜﻴﻦ ﻣﻔﺘﻮﻧًﺎ ﺑﻔﺮﻗﺔ ﻣﻮﺳﻴﻘﻴﺔ‬

‫ﻧﺎﺷﺉﺔ‪.‬ﻟﻘﺪ ﺃﺭﺍﺩ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻔﺮﻗﺔ ﻋﻰﻠ ﺍﻛﺘﺴﺎﺏ ﺍﻟﺸﻌﺒﻴﺔ‪ ،‬ﻟﺬﻟﻚ ﺍﺳﺘﺨﺪﻡ ﺑﺮﺍﻋﺘﻪ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﻭﺃﻧﺸﺄ ﻣﻮﻗﻌًﺎ ﺇﻟﻜﺘﺮﻭﻧﻴًﺎﻟﻠﻤﻌﺠﺒﻴﻦ‪،‬‬

‫ﻣﺴﺘﻀﺎﻓًﺎ ﻋﻰﻠ ﺧﺎﺩﻡ ﻣﻌﻬﺪ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪" .‬ﻟﻘﺪ ﻛﺎﻥ ﺗﻌﺒﻴﺮًﺍ ﺣﻘﻴﻘﻴًﺎ ﻋﻦ ﻛﻮﻧﻚ ﻣﻦ ﻣﺤﺒﻲ ﺍﻟﻤﻮﺳﻴﻘﻰ‪.‬ﻟﻘﺪ ﺃﺣﺒﺒﺖ ﺍﻟﻤﻮﺳﻴﻘﻰ"‪.‬‬

‫ﺍﻧﻄﻠﻘﺖ ﺍﻟﺼﻔﺤﺔ‪ :‬ﻭﺟﺪﻫﺎ ﻣﺉﺎﺕ ﺍﻵﻻﻑ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻣﻊ ﺻﻌﻮﺩ ﺍﻟﻔﺮﻗﺔ ﻣﻦ ﻋﺪﻡ‬

‫ﺍﻟﻜﺸﻒﻋﻦ ﻫﻮﻳﺘﻬﺎ ﺇﻰﻟ ﺍﻟﻨﺠﻮﻣﻴﺔ‪.‬‬

‫ﻛﺎﻧﺖﺍﻟﻔﺮﻗﺔ ﺗﺴﻤﻰ ‪Day .Green‬‬

‫ﻛﺎﻥﻣﻮﻗﻊ ﻣﻌﺠﺒﻲ ‪ Rifkin‬ﺷﺎﺉﻌًﺎ ﺟﺪًﺍ ﻓﻲ ﺃﻳﺎﻡ ﺍﺯﺩﻫﺎﺭ ﺍﻹﻧﺘﺮﻧﺖ ﺍﻟﺘﺠﺎﺭﻱ ﻟﺪﺭﺟﺔ ﺃﻧﻪ ﻓﻲ ﻋﺎﻡ ‪ ،1995‬ﺍﺗﺼﻞ ﺑﻪ ﻣﺪﻳﺮﻭ‬

‫‪ Day Green‬ﻟﺴﺆﺍﻟﻬﻢ ﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻥ ﺑﺈﻣﻜﺎﻧﻬﻢ ﺗﻮﻟﻴﻪ ﻭﺟﻌﻠﻪ ﺍﻟﺼﻔﺤﺔ ﺍﻟﺮﺳﻤﻴﺔ ﻟﻠﻔﺮﻗﺔ‪ .‬ﻳﺘﺬﻛﺮ ﺭﻳﻔﻜﻴﻦ ﻗﺎﺉﻼً‪" :‬ﻗﻠﺖ‪ :‬ﻋﻈﻴﻢ‪ ،‬ﻛﻞﻫﺬﺍ ﻟﻚ‪" ".‬ﻟﻘﺪ‬

‫ﺃﻋﻄﻴﺘﻬﻢ ﻓﻘﻂ"‪ .‬ﻓﻲ ﺍﻟﺼﻴﻒ ﺍﻟﻤﺎﺿﻲ‪ ،‬ﻋﺎﻡ ‪ ،1994‬ﺯﺍﺭ ﻣﻼﻳﻴﻦ ﺍﻷﺷﺨﺎﺹ ﻣﻮﻗﻊ ﺭﻳﻔﻜﻴﻦ‪ .‬ﺷﻌﺮ ﺃﺣﺪ ﺍﻟﺰﻭﺍﺭ‪،‬ﻭﻫﻮ ﻣﻦ ﺃﺷﺪ ﺍﻟﻤﻌﺠﺒﻴﻦ‬

‫ﺑﻤﻮﺳﻴﻘﻰ ﺍﻟﺮﻭﻙ ﺍﻟﺒﺎﻧﻚ‪ ،‬ﺃﻥ ‪ Day Green‬ﻛﺎﻧﺖ ﻓﻲ ﺍﻟﺤﻘﻴﻘﺔ ﻣﻮﺳﻴﻘﻰ ﺑﻮﺏ‪ .‬ﻟﻘﺪ ﺃﺭﺳﻞ‬

‫ﺑﺮﻳﺪًﺍﺇﻟﻜﺘﺮﻭﻧﻴًﺎ ﺇﻰﻟ ﺭﻳﻔﻜﻴﻦ ﻟﺘﺜﻘﻴﻔﻪ ﺣﻮﻝ ﻣﻮﺳﻴﻘﻰ ﺍﻟﺮﻭﻙ ﺍﻟﺒﺎﻧﻚ "ﺍﻟﺤﻘﻴﻘﻴﺔ‪ ".‬ﻟﻢﻳﻜﻦ ﺍﻟﻤﺸﺠﻊ ﺳﻮﻯ ﺟﺮﺍﻫﺎﻡ ﺳﺒﻨﺴﺮ‪ .‬ﺍﻗﺘﺮﺡ ﺳﺒﻨﺴﺮ ﺃﻧﻪ‬

‫ﻋﻨﺪﻣﺎ ﻳﺒﺤﺚ ﺍﻷﺷﺨﺎﺹ ﻋﻦ ﻣﻮﺳﻴﻘﻰ ﺍﻟﺒﺎﻧﻚ ﺭﻭﻙ ﻋﻰﻠ ﺍﻹﻧﺘﺮﻧﺖ‪،‬ﻳﺠﺐ ﺃﻥ ﻳﺠﺪﻭﺍ ﺃﻛﺜﺮ ﻣﻦ ‪ Day .Green‬ﻋﻨﺪﻣﺎ ﻗﺮﺃ ﺭﻳﻔﻜﻴﻦ ﺍﻟﺒﺮﻳﺪ‬

‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ ،‬ﺗﺨﻴﻞ ﺳﺒﻨﺴﺮ ﻋﻰﻠ ﺃﻧﻪ ﻣﻌﺠﺐ‬

‫ﻧﻤﻄﻲﻟﻤﻮﺳﻴﻘﻰ ﺍﻟﺮﻭﻙ ﺍﻟﺒﺎﻧﻚ ﻣﻊ ﻣﻮﻫﻮﻙ ﺃﺧﻀﺮ‪ .‬ﻟﻢ ﻳﻜﻦ ﻟﺪﻯ ﺭﻳﻔﻜﻴﻦ ﺃﻱ ﻓﻜﺮﺓ ﺃﻥ ﺳﺒﻨﺴﺮ ﺳﻴﻜﻮﻥ ﻗﺎﺩﺭًﺍ ﻋﻰﻠ ﻣﺴﺎﻋﺪﺗﻪ ﻋﻰﻠﺍﻹﻃﻼﻕ ‪ -‬ﻭﻟﻢ‬

‫ﻳﺘﺒﻴﻦ ﺇﻻ ﺑﻌﺪ ﻓﺘﺮﺓ ﻃﻮﻳﻠﺔ ﺃﻥ ﺳﺒﻨﺴﺮ ﻗﺪ ﺑﺪﺃ ﻟﻠﺘﻮ ﺷﺮﻛﺔ ‪ Excite.‬ﺭﺑﻤﺎ ﺗﺠﺎﻫﻞ ﺃﺣﺪ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﺃﻭ‬

‫ﺍﻟﻤﻄﺎﺑﻘﻴﻦﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻣﻦ ﺳﺒﻨﺴﺮ‪ .‬ﻭﻟﻜﻦ ﺑﺼﻔﺘﻪ ﻣﺘﺒﺮﻋًﺎ‪ ،‬ﻛﺎﻥ ﻣﻴﻞ ﺭﻳﻔﻜﻴﻦ ﺍﻟﻄﺒﻴﻌﻲ ﻫﻮ ﻣﺴﺎﻋﺪﺓ ﺳﺒﻨﺴﺮ ﻓﻲ ﻧﺸﺮ ﺍﻟﻜﻠﻤﺔﺣﻮﻝ‬

‫ﻣﻮﺳﻴﻘﻰ ﺍﻟﺮﻭﻙ ﺍﻟﺒﺎﻧﻚ ﻭﻣﺴﺎﻋﺪﺓ ﺍﻟﻔﺮﻕ ﺍﻟﻤﺘﻌﺜﺮﺓ ﻓﻲ ﺑﻨﺎء ﻗﺎﻋﺪﺓ ﺟﻤﺎﻫﻴﺮﻳﺔ‪ .‬ﻟﺬﻟﻚ ﺃﻧﺸﺄ ﺭﻳﻔﻜﻴﻦ ﺻﻔﺤﺔ‬

‫ﻣﻨﻔﺼﻠﺔﻋﻰﻠ ﻣﻮﻗﻊ ﻣﻌﺠﺒﻲ ‪ Day Green‬ﺗﺤﺘﻮﻱ ﻋﻰﻠ ﺭﻭﺍﺑﻂ ﻟﻔﺮﻕ ﻣﻮﺳﻴﻘﻰ ﺍﻟﺮﻭﻙ ﺍﻟﺒﺎﻧﻚ ﺍﻟﺘﻲ ﺍﻗﺘﺮﺣﻬﺎ ﺳﺒﻨﺴﺮ‪.‬‬
‫ﻫﻨﺎﻙﺃﻧﺎﻗﺔ ﻓﻲ ﺗﺠﺮﺑﺔ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻣﻊ ﺟﺮﺍﻫﺎﻡ ﺳﺒﻨﺴﺮ‪ ،‬ﻭﻫﻮ ﺷﻌﻮﺭ ﻣﺮﺿﻲ ﺑﻤﻜﺎﻓﺄﺓ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺼﺎﻟﺤﺔ‪ .‬ﻭﻟﻜﻦ ﺇﺫﺍﺃﻟﻘﻴﻨﺎ ﻧﻈﺮﺓ ﻓﺎﺣﺼﺔ‪ ،‬ﻧﺠﺪ ﻣﺜﺎﻻ‬

‫ًﻋﻰﻠ ﻣﺎ ﻳﺠﻌﻞ ﺷﺒﻜﺎﺕ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻗﻮﻳﺔ ﺟﺪًﺍ‪ ،‬ﻭﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﺴﻨﻮﺍﺕ ﺍﻟﺨﻤﺲ ﺍﻟﺘﻲﻣﺮﺕ ﺑﻌﺪ ﻛﺮﻡ ﺭﻳﻔﻜﻴﻦ ﺑﻘﺪﺭ ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻜﺮﻡ ﻧﻔﺴﻪ‪ .‬ﺗﻨﺒﺊ‬

‫ﺗﺠﺎﺭﺏ ﺭﻳﻔﻜﻴﻦ ﺑﻜﻴﻔﻴﺔ ﺗﻤﺘﻊ ﻣﻘﺪﻣﻲ ﺍﻟﻌﻄﺎءﺍﺕ‬

‫ﺑﻤﻴﺰﺓﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﺍﻟﻨﻄﺎﻕ ﺍﻟﻜﺎﻣﻞ ﻟﺸﺒﻜﺎﺗﻬﻢ‪.‬‬

‫ﺇﺣﺪﻯﺃﻗﻮﺍﻝ ﺭﻳﻔﻜﻴﻦ ﻫﻲ "ﺃﻧﺎ ﺃﺅﻣﻦ ﺑﻘﻮﺓﺭﻭﺍﺑﻂ ﺿﻌﻴﻔﺔ" ‪ .‬ﺇﻧﻪ ﺗﻜﺮﻳﻢ ﻟﺪﺭﺍﺳﺔ ﻛﻼﺳﻴﻜﻴﺔ ﺃﺟﺮﺍﻫﺎ ﻋﺎﻟﻢ ﺍﻻﺟﺘﻤﺎﻉ ﻓﻲ‬

‫ﺟﺎﻣﻌﺔﺳﺘﺎﻧﻔﻮﺭﺩ ﻣﺎﺭﻙ ﺟﺮﺍﻧﻮﻓﻴﺘﺮ‪ .‬ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻘﻮﻳﺔ ﻫﻲ ﺃﺻﺪﻗﺎﺅﻧﺎ ﻭﺯﻣﻼﺉﻨﺎ ﺍﻟﻤﻘﺮﺑﻮﻥ‪ ،‬ﻭﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻧﺜﻖ ﺑﻬﻢ ﺣﻘًﺎ‪.‬‬

‫ﺍﻟﻌﻼﻗﺎﺕﺍﻟﻀﻌﻴﻔﺔ ﻫﻲ ﻣﻌﺎﺭﻓﻨﺎ‪ ،‬ﻭﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻧﻌﺮﻓﻬﻢ ﺑﺸﻜﻞ ﻋﺮﺿﻲ‪ .‬ﺍﺧﺘﺒﺎﺭ‬

‫ﺍﻻﻓﺘﺮﺍﺽﺍﻟﺸﺎﺉﻊ ﺑﺄﻧﻨﺎ ﻧﺤﺼﻞ ﻋﻰﻠ ﺃﻛﺒﺮ ﻗﺪﺭ ﻣﻦ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻣﻦ ﻋﻼﻗﺎﺗﻨﺎ ﺍﻟﻘﻮﻳﺔ‪ ،‬ﺃﺟﺮﺕ ﺷﺮﻛﺔ ‪ Granovetter‬ﺍﺳﺘﻄﻼﻋًﺎ ﻷﺷﺨﺎﺹﻓﻲ ﺍﻟﻤﻬﻦ‬

‫ﺍﻟﻤﻬﻨﻴﺔ ﻭﺍﻟﺘﻘﻨﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺬﻳﻦ ﻏﻴﺮﻭﺍ ﻭﻇﺎﺉﻔﻬﻢ ﻣﺆﺧﺮًﺍ‪ .‬ﺳﻤﻊ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ‪ 17‬ﺑﺎﻟﻤﺎﺉﺔ ﻋﻦ‬

‫ﺍﻟﻮﻇﻴﻔﺔﻣﻦ ﺧﻼﻝ ﺭﺑﻄﺔ ﻋﻨﻖ ﻗﻮﻳﺔ‪ .‬ﻟﻘﺪ ﻗﺪﻡ ﻟﻬﻢ ﺃﺻﺪﻗﺎﺅﻫﻢ ﻭﺯﻣﻼﺅﻫﻢ ﺍﻟﻤﻮﺛﻮﻕ ﺑﻬﻢ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﺩﻟﺔ‪.‬‬

‫ﻭﻟﻜﻦﻣﻦ ﺍﻟﻤﺜﻴﺮ ﻟﻠﺪﻫﺸﺔ ﺃﻥ ﺍﻟﻨﺎﺱ ﻛﺎﻧﻮﺍ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻀﻌﻴﻔﺔ‪ .‬ﺳﻤﻊ ﻣﺎ ﻳﻘﺮﺏﻣﻦ ‪ 28‬ﺑﺎﻟﻤﺎﺉﺔ ﻋﻦ‬

‫ﺍﻟﻮﻇﻴﻔﺔ ﻣﻦ ﺧﻼﻝ ﺭﺑﻄﺔ ﻋﻨﻖ ﺿﻌﻴﻔﺔ‪ .‬ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻘﻮﻳﺔ ﺗﻮﻓﺮ ﺍﻟﺮﻭﺍﺑﻂ‪ ،‬ﻭﻟﻜﻦ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻀﻌﻴﻔﺔ ﺗﻌﻤﻞﺑﻤﺜﺎﺑﺔ ﺟﺴﻮﺭ‪ :‬ﻓﻬﻲ ﺗﻮﻓﺮ ﻭﺻﻮﻻً ﺃﻛﺜﺮ‬

‫ﻛﻔﺎءﺓ ﺇﻰﻟ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ‪ .‬ﺗﻤﻴﻞ ﻋﻼﻗﺎﺗﻨﺎ ﺍﻟﻘﻮﻳﺔ ﺇﻰﻟ ﺍﻟﺴﻔﺮ ﻓﻲ ﻧﻔﺲ ﺍﻟﺪﻭﺍﺉﺮﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﻣﻌﺮﻓﺔ ﻧﻔﺲ ﺍﻟﻔﺮﺹ ﺍﻟﺘﻲ ﻧﻌﺮﻓﻬﺎ‪ .‬ﻣﻦ‬

‫ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﺗﻔﺘﺢ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻀﻌﻴﻔﺔ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ‬

‫ﺷﺒﻜﺔﻣﺨﺘﻠﻔﺔ‪ ،‬ﻣﻤﺎ ﻳﺴﻬﻞ ﺍﻛﺘﺸﺎﻑ ﺍﻟﻌﻤﻼء ﺍﻟﻤﺘﻮﻗﻌﻴﻦ ﺍﻷﺻﻠﻴﻴﻦ‪.‬‬

‫ﻭﻫﻨﺎﺗﻜﻤﻦ ﺍﻟﻤﺸﻜﻠﺔ‪ :‬ﻣﻦ ﺍﻟﺼﻌﺐ ﺃﻥ ﻧﻄﻠﺐ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻣﻦ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻀﻌﻴﻔﺔ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﺎ ﺍﻟﻄﺮﻳﻖ ﺍﻷﺳﺮﻉﻟﺠﺬﺏ ﻋﻤﻼء ﻣﺤﺘﻤﻠﻴﻦ‬

‫ﺟﺪﺩ‪ ،‬ﺇﻻ ﺃﻧﻨﺎ ﻻ ﻧﺸﻌﺮ ﺩﺍﺉﻤًﺎ ﺑﺎﻟﺮﺍﺣﺔ ﻓﻲ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻌﻬﻢ‪ .‬ﺇﻥ ﺍﻧﻌﺪﺍﻡ ﺍﻟﺜﻘﺔ ﺍﻟﻤﺘﺒﺎﺩﻟﺔ‬

‫ﺑﻴﻦﺍﻟﻤﻌﺎﺭﻑ ﻳﺨﻠﻖ ﺣﺎﺟﺰﺍً ﻧﻔﺴﻴﺎً‪ .‬ﻟﻜﻦ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻣﺜﻞ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﺍﻛﺘﺸﻔﻮﺍ ﺛﻐﺮﺓ‪ .‬ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ‬

‫ﺃﻓﻀﻞﻣﺎ ﻓﻲ ﺍﻷﻣﺮﻳﻦ‪ :‬ﺍﻟﺜﻘﺔ ﻓﻲ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻘﻮﻳﺔ ﺇﻰﻟ ﺟﺎﻧﺐ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ ﻋﻦ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻀﻌﻴﻔﺔ‪.‬‬

‫ﺍﻟﻤﻔﺘﺎﺡﻫﻮ ﺇﻋﺎﺩﺓ ﺍﻟﺘﻮﺍﺻﻞ‪ ،‬ﻭﻫﻮ ﺳﺒﺐ ﺭﺉﻴﺴﻲ ﻭﺭﺍء ﻧﺠﺎﺡ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻋﻰﻠ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ‪.‬‬

‫ﺑﻌﺪﺃﻥ ﺃﻧﺸﺄ ‪ Rifkin‬ﺭﻭﺍﺑﻂ ﻣﻮﺳﻴﻘﻰ ﺍﻟﺮﻭﻙ ﺍﻟﺒﺎﻧﻚ ﻋﻰﻠ ﻣﻮﻗﻊ ‪ Day Green‬ﻟـ ‪ Spencer‬ﻓﻲ ﻋﺎﻡ ‪ ،1994‬ﺍﻧﻄﻠﻘﺖ‪ ،Excite‬ﻭﻋﺎﺩ ﺭﻳﻔﻜﻴﻦ ﺇﻰﻟ‬

‫ﻣﺪﺭﺳﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻌﻠﻴﺎ‪ .‬ﻟﻘﺪ ﻓﻘﺪﻭﺍ ﺍﻻﺗﺼﺎﻝ ﻟﻤﺪﺓ ﺧﻤﺲ ﺳﻨﻮﺍﺕ‪ .‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ‬

‫ﺭﻳﻔﻜﻴﻦﻳﻨﺘﻘﻞ ﺇﻰﻟ ﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ‪ ،‬ﺑﺤﺚ ﻓﻲ ﺳﻠﺴﻠﺔ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﺍﻟﻘﺪﻳﻤﺔ ﻭﻗﺎﻡ ﺑﺼﻴﺎﻏﺔ ﺭﺳﺎﻟﺔ ﺇﻰﻟ ﺳﺒﻨﺴﺮ‪ .‬ﺭﺑﻤﺎﻻ ﺗﺘﺬﻛﺮﻧﻲ ﻣﻨﺬ‬

‫ﺧﻤﺲ ﺳﻨﻮﺍﺕ ﻣﻀﺖ؛ ﻛﺘﺐ ﺭﻳﻔﻜﻴﻦ‪" :‬ﺃﻧﺎ ﺍﻟﺮﺟﻞ ﺍﻟﺬﻱ ﺃﺟﺮﻯ ﺍﻟﺘﻐﻴﻴﺮ ﻋﻰﻠ ﻣﻮﻗﻊ ‪ Day Green‬ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪" ".‬ﻟﻘﺪ ﺃﺳﺴﺖ ﺷﺮﻛﺔ ﻭﺍﻧﺘﻘﻠﺖ‬

‫ﺇﻰﻟ ﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ‪ ،‬ﻭﻻ ﺃﻋﺮﻑ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ‪ .‬ﻫﻞ ﺃﻧﺖ ﻋﻰﻠ‬

‫ﺍﺳﺘﻌﺪﺍﺩﻟﻠﻘﺎء ﻣﻌﻲ ﻭﺗﻘﺪﻳﻢ ﺍﻟﻤﺸﻮﺭﺓ؟ " ﻟﻢﻳﻜﻦ ﺭﻳﻔﻜﻴﻦ ﻣﻄﺎﺑﻘًﺎ‪ .‬ﻋﻨﺪﻣﺎ ﺳﺎﻋﺪ ﺳﺒﻨﺴﺮ ﻓﻲ ﺍﻷﺻﻞ‪ ،‬ﻓﻌﻞ ﺫﻟﻚ ﺩﻭﻥ ﺃﻱ ﺷﺮﻭﻁ‪ ،‬ﻭﻟﻢ ﻳﻜﻦ ﻳﻨﻮﻱ‬

‫ﺃﺑﺪًﺍ ﻃﻠﺐ‬

‫ﻣﻌﺮﻭﻑ‪.‬ﻭﻟﻜﻦ ﺑﻌﺪ ﺧﻤﺲ ﺳﻨﻮﺍﺕ‪ ،‬ﻋﻨﺪﻣﺎ ﺍﺣﺘﺎﺝ ﺇﻰﻟ ﺍﻟﻤﺴﺎﻋﺪﺓ‪ ،‬ﺗﻘﺪﻡ ﺑﻄﻠﺐ ﺣﻘﻴﻘﻲ‪ .‬ﻛﺎﻥ ﺳﺒﻨﺴﺮ ﺳﻌﻴﺪًﺍ ﺑﻤﺴﺎﻋﺪﺗﻪ‪،‬ﻭﺍﺟﺘﻤﻌﺎ ﻟﺘﻨﺎﻭﻝ‬

‫ﺍﻟﻘﻬﻮﺓ‪ .‬ﻳﻘﻮﻝ ﺭﻳﻔﻜﻴﻦ‪" :‬ﻣﺎ ﺯﻟﺖ ﺃﺗﺨﻴﻠﻪ ﻋﻰﻠ ﺃﻧﻪ ﻫﺬﺍ ﺍﻟﺮﺟﻞ ﺍﻟﻀﺨﻢ ﺫﻭ ﺍﻟﻤﻮﻫﻮﻙ‪" ".‬ﻋﻨﺪﻣﺎ‬

‫ﺍﻟﺘﻘﻴﺖﺑﻪ ﺷﺨﺼﻴًﺎ‪ ،‬ﻟﻢ ﻳﻘﻞ ﺃﻱ ﻛﻠﻤﺎﺕ ﺗﻘﺮﻳﺒًﺎ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﺃﻛﺜﺮ ﺍﻧﻄﻮﺍﺉﻴًﺎ ﻣﻨﻲ‪ ”.‬ﺑﺤﻠﻮﻝ ﺍﻻﺟﺘﻤﺎﻉ ﺍﻟﺜﺎﻧﻲ‪ ،‬ﻛﺎﻥﺳﺒﻨﺴﺮ ﻳﻘﺪﻡ ﺭﻳﻔﻜﻴﻦ‬

‫ﺇﻰﻟ ﺃﺣﺪ ﺃﺻﺤﺎﺏ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﻤﻐﺎﻣﺮ‪ .‬ﻳﺘﺬﻛﺮ ﺭﻳﻔﻜﻴﻦ ﻗﺎﺉﻼً‪" :‬ﻟﻘﺪ ﺃﺩﺕ ﻣﺠﻤﻮﻋﺔ ﻣﻦ‬

‫ﺍﻷﺣﺪﺍﺙﺍﻟﻌﺸﻮﺍﺉﻴﺔ ﺗﻤﺎﻣًﺎ ﺍﻟﺘﻲ ﺣﺪﺛﺖ ﻓﻲ ﻋﺎﻡ ‪ 1994‬ﺇﻰﻟ ﺇﻋﺎﺩﺓ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻌﻪ ﻋﺒﺮ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻓﻲ ﻋﺎﻡ ‪،1999‬‬

‫ﻣﻤﺎﺃﺩﻯ ﺇﻰﻟ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺘﻲ ﻓﻲ ﻋﺎﻡ ‪" 2000".‬ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺤﻈﻮﻇﻮﻥ"‪.‬‬

‫ﻭﻣﻊﺫﻟﻚ‪ ،‬ﻫﻨﺎﻙ ﺳﺒﺐ ﻟﻼﻋﺘﻘﺎﺩ ﺑﺄﻥ ﺟﺰءًﺍ ﻣﻤﺎ ﻳﺴﻤﻴﻪ ﺭﻳﻔﻜﻴﻦ ﺍﻟﺤﻆ ﻫﻮ ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﺍﺳﺘﺠﺎﺑﺔ ﻧﻤﻄﻴﺔ ﻳﻤﻜﻦ ﺍﻟﺘﻨﺒﺆ ﺑﻬﺎﻟﺪﻯ ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ ﺗﺠﺎﻩ‬

‫ﺍﻟﻤﺘﺒﺮﻋﻴﻦ‪ .‬ﻗﺒﻞ ﺛﻼﺛﻴﻦ ﻋﺎﻣًﺎ‪ ،‬ﻛﺘﺐ ﻋﺎﻟﻢ ﺍﻻﺟﺘﻤﺎﻉ ﻓﺮﻳﺪ ﺟﻮﻟﺪﻧﺮ ﻋﻦ ﻣﻌﻨﻰ ﺗﺠﺮﺑﺔ ﻋﻜﺲ ﺟﻨﻮﻥﺍﻟﻌﻈﻤﺔ‪ :pronoia.‬ﻭﻓﻘًﺎ ﻟﻌﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺍﻟﻤﺘﻤﻴﺰ‬

‫ﺑﺮﻳﺎﻥ ﻟﻴﺘﻞ‪ ،‬ﻓﺈﻥ ﺍﻟﻀﺠﻴﺞ ﻫﻮ "ﺍﻻﻋﺘﻘﺎﺩ ﺍﻟﻮﻫﻤﻲ ﺑﺄﻥ ﺍﻵﺧﺮﻳﻦ‬

‫ﻳﺨﻄﻄﻮﻥﻟﺮﻓﺎﻫﻴﺘﻚ‪ ،‬ﺃﻭ ﻳﻘﻮﻟﻮﻥ ﺃﺷﻴﺎء ﻟﻄﻴﻔﺔ ﻋﻨﻚ ﻣﻦ ﻭﺭﺍء ﻇﻬﺮﻙ‪".‬‬

‫ﺇﺫﺍﻛﻨﺖ ﻣﻌﻄﻴًﺎ‪ ،‬ﻓﻘﺪ ﻳﻜﻮﻥ ﻫﺬﺍ ﺍﻻﻋﺘﻘﺎﺩ ﺣﻘﻴﻘﺔ ﻭﻟﻴﺲ ﻭﻫﻤًﺎ‪ .‬ﻣﺎﺫﺍ ﻟﻮ ﻛﺎﻥ ﻫﻨﺎﻙ ﺃﺷﺨﺎﺹ ﺁﺧﺮﻭﻥ ﻳﺨﻄﻄﻮﻥ‬
‫ﺑﺎﻟﻔﻌﻞﻟﻨﺠﺎﺡ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻣﺜﻞ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ؟ ﻓﻲﻋﺎﻡ ‪ ،2005‬ﻋﻨﺪﻣﺎ ﺑﺪﺃ ﺭﻳﻔﻜﻴﻦ ﺷﺮﻛﺔ ‪ Renkoo‬ﻣﻊ ﺟﻮﻳﺲ ﺑﺎﺭﻙ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻬﻢ ﺃﻱ ﻣﺴﺎﺣﺔ‬

‫ﻣﻜﺘﺒﻴﺔ‪ ،‬ﻟﺬﻟﻚ‬

‫ﻛﺎﻧﻮﺍﻳﻌﻤﻠﻮﻥ ﻣﻦ ﻣﻄﺒﺦ ﺭﻳﻔﻜﻴﻦ‪ .‬ﺑﺬﻝ ﺃﺣﺪ ﺍﻟﺰﻣﻼء ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ ﻟﺘﻘﺪﻳﻢ ﺭﻳﻔﻜﻴﻦ ﺇﻰﻟ ﺭﻳﺪ ﻫﻮﻓﻤﺎﻥ‪ ،‬ﺍﻟﺬﻱ ﺃﺳﺲ ﻣﺆﺧﺮًﺍﻣﻮﻗﻊ ‪ ،LinkedIn‬ﺍﻟﺬﻱ‬

‫ﻛﺎﻥ ﻳﻀﻢ ﺃﻗﻞ ﻣﻦ ﺧﻤﺴﻴﻦ ﻣﻮﻇﻔًﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ .‬ﺍﻟﺘﻘﻰ ﻫﻮﻓﻤﺎﻥ ﻣﻊ ﺭﻳﻔﻜﻴﻦ‬

‫ﻭﺑﺎﺭﻙﻳﻮﻡ ﺍﻷﺣﺪ ﻭﻋﺮﺽ ﻋﻠﻴﻬﻤﺎ ﻣﻜﺎﺗﺐ ﻣﺠﺎﻧﻴﺔ ﻓﻲ ‪ ،LinkedIn‬ﻣﻤﺎ ﻭﺿﻊ ﺭﻳﻔﻜﻴﻦ ﻓﻲ ﻗﻠﺐ ﻭﺍﺩﻱ ﺍﻟﺴﻴﻠﻴﻜﻮﻥ‪ .‬ﻳﻘﻮﻝﺭﻳﻔﻜﻴﻦ‪" :‬ﻓﻲ ﺻﻴﻒ‬

‫ﻋﺎﻡ ‪ ،2005‬ﻛﺎﻧﺖ ﺇﺣﺪﻯ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﺠﺎﻭﺭﺓ ﻟﻨﺎ ﻫﻲ ﺷﺮﻛﺔ ﻳﻮﺗﻴﻮﺏ‪ ،‬ﻭﻗﺪ ﺍﻟﺘﻘﻴﻨﺎ ﺑﻬﺎ ﻓﻲ‬

‫ﻣﻬﺪﻫﺎﻗﺒﻞ ﺃﻥ ﺗﻨﻄﻠﻖ ﻓﻌﻠﻴًﺎ‪ ".‬ﺗﻠﻘﻲﺗﺠﺮﺑﺔ ﺭﻳﻔﻜﻴﻦ ﺿﻮءًﺍ ﺟﺪﻳﺪًﺍ ﻋﻰﻠ ﺍﻟﻤﺜﻞ ﺍﻟﻘﺪﻳﻢ ﺍﻟﻘﺎﺉﻞ ﺑﺄﻥ ﻣﺎ ﻳﺪﻭﺭ ﻳﺄﺗﻲ ﺣﻮﻟﻨﺎ‪ .‬ﻫﺆﻻء‬
‫ﻏﺎﻟﺒًﺎﻣﺎ ﻳﻤﻜﻦ ﺇﺭﺟﺎﻉ ﺍﻟﻠﺤﻈﺎﺕ ﺍﻟﻜﺎﺭﻣﻴﺔ ﺇﻰﻟ ﺣﻘﻴﻘﺔ ﺃﻥ ﺍﻟﻤﺘﻄﺎﺑﻘﻴﻦ ﻓﻲ ﻣﻬﻤﺔ ﻟﺘﺤﻘﻴﻘﻬﺎ‪ .‬ﻣﺜﻠﻤﺎ ﺳﻴﻀﺤﻲ ﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥﺑﻤﺼﺎﻟﺤﻬﻢ ﺍﻟﺨﺎﺻﺔ‬

‫ﻟﻤﻌﺎﻗﺒﺔ ﺍﻵﺧﺬﻳﻦ ﺍﻟﺬﻳﻦ ﻳﺘﺼﺮﻓﻮﻥ ﺑﺄﻧﺎﻧﻴﺔ ﺗﺠﺎﻩ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﺴﻮﻑ ﻳﺒﺬﻟﻮﻥ ﻗﺼﺎﺭﻯ‬

‫ﺟﻬﺪﻫﻢﻟﻤﻜﺎﻓﺄﺓ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺘﺼﺮﻓﻮﻥ ﺑﺴﺨﺎء ﺗﺠﺎﻩ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻋﻨﺪﻣﺎ ﺳﺎﻋﺪ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺷﺒﻜﺘﻪ‪ ،‬ﺷﻌﺮﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥ ﺃﻧﻪ ﻣﻦ‬

‫ﺍﻟﻌﺪﻝ ﺍﻟﺘﺨﻄﻴﻂ ﻟﺮﻓﺎﻫﻴﺘﻪ‪ .‬ﺻﺤﻴﺢ ﺃﻧﻪ ﺍﺳﺘﺨﺪﻡ ﻭﺻﻮﻟﻪ ﺍﻟﺠﺪﻳﺪ ﺇﻰﻟ ‪ LinkedIn‬ﻟﺘﺨﻄﻴﻂ‬

‫ﺭﻓﺎﻫﻴﺔﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺷﺒﻜﺘﻪ‪ ،‬ﻭﺇﺣﺎﻟﺔ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﻟﻠﻮﻇﺎﺉﻒ ﻓﻲ ‪LinkedIn.‬‬

‫ﻓﻲﻣﺴﺎء ﻳﻮﻡ ﺍﻷﺭﺑﻌﺎء ﻣﻦ ﺷﻬﺮ ﻣﺎﻳﻮ‪ ،‬ﺗﻤﻜﻨﺖ ﻣﻦ ﺭﺅﻳﺔ ﺍﻟﺒﺎﻧﺪﺍ ﻓﻲ ﺑﻴﺉﺘﻪ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ .‬ﻓﻲ ﺣﺎﻧﺔ ﻻﺟﺘﻤﺎﻉ ‪ 106‬ﻣﻴﻞ ﻓﻲﺭﻳﺪﻭﻭﺩ ﺳﻴﺘﻲ‪ ،‬ﺩﺧﻞ‬

‫ﺭﻳﻔﻜﻴﻦ ﺑﺎﺑﺘﺴﺎﻣﺔ ﻛﺒﻴﺮﺓ ﻣﺮﺗﺪﻳًﺎ ﻗﻤﻴﺺ ﺳﺎﻥ ﻓﺮﺍﻧﺴﻴﺴﻜﻮ ﺟﺎﻳﻨﺘﺲ‪ .‬ﻭﻗﺪ ﺍﺟﺘﺎﺣﺘﻪ ﻋﻰﻠ ﺍﻟﻔﻮﺭ‬

‫ﻣﺠﻤﻮﻋﺔﻣﻦ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ‪ -‬ﺑﻌﻀﻬﻢ ﺳﻠﺲ‪ ،‬ﻭﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ ﻣﺤﺮﺝ ﺑﺸﻜﻞ ﻣﺤﺒﺐ‪ .‬ﻭﻣﻊ ﺍﺣﺘﺸﺎﺩﺍﻟﻌﺸﺮﺍﺕ ﻣﻦ ﺭﻭﺍﺩ‬

‫ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺍﻟﺤﺎﻧﺔ‪ ،‬ﺗﻤﻜﻦ ﺭﻳﻔﻜﻴﻦ ﻣﻦ ﺇﺧﺒﺎﺭﻱ ﺑﻜﻞ ﻗﺼﺔ ﻣﻦ ﻗﺼﺼﻬﻢ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻟﻢ ﻳﻜﻦ‬

‫ﺑﺎﻷﻣﺮﺍﻟﻬﻴﻦ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺸﺨﺺ ﻳﺘﻠﻘﻰ ﺃﻛﺜﺮ ﻣﻦ ﺛﻤﺎﻧﻤﺎﺉﺔ ﺭﺳﺎﻟﺔ ﺑﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻓﻲ ﻳﻮﻡ ﻋﺎﺩﻱ‪.‬‬

‫ﻛﺎﻥﺳﺮﻩ ﺑﺴﻴﻄًﺎ ﺑﺸﻜﻞ ﺧﺎﺩﻉ‪ :‬ﻟﻘﺪ ﻃﺮﺡ ﺃﺳﺉﻠﺔ ﻣﺪﺭﻭﺳﺔ ﻭﺍﺳﺘﻤﻊ ﺑﺼﺒﺮ ﻣﻠﺤﻮﻅ‪ .‬ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﻣﻦ ﺍﻟﻤﺴﺎء‪،‬‬

‫ﺳﺄﻝﺭﻳﻔﻜﻴﻦ ﺃﺣﺪ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻨﺎﺷﺉﻴﻦ ﻋﻦ ﺃﺩﺍء ﺷﺮﻛﺘﻪ‪ .‬ﺗﺤﺪﺙ ﺭﺟﻞ ﺍﻷﻋﻤﺎﻝ ﻟﻤﺪﺓ ﺃﺭﺑﻌﺔ ﻋﺸﺮ ﺩﻗﻴﻘﺔ ﺩﻭﻥ ﺍﻧﻘﻄﺎﻉ‪ .‬ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ‬

‫ﺍﻟﻤﻮﻧﻮﻟﻮﺝ ﻗﺪ ﻳﻜﻮﻥ ﻗﺪ ﺍﺳﺘﻨﻔﺪ ﺣﺘﻰ ﺃﻛﺜﺮ ﺍﻟﻤﻬﻮﻭﺳﻴﻦ ﺑﺎﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻀﻮًﻻ‪ ،‬ﺇﻻ ﺃﻥ ﺭﻳﻔﻜﻴﻦ ﻟﻢ ﻳﻔﻘﺪ ﺍﻻﻫﺘﻤﺎﻡﺃﺑﺪًﺍ‪" .‬ﺃﻳﻦ ﺗﺤﺘﺎﺝ ﺇﻰﻟ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓ؟" ﺳﺄﻝ‪ ،‬ﻭﺫﻛﺮ ﺭﺟﻞ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺤﺎﺟﺔ ﺇﻰﻟ ﻣﺒﺮﻣﺞ ﻣﺘﺨﺼﺺ ﻓﻲ ﻟﻐﺔ ﻛﻤﺒﻴﻮﺗﺮ ﻏﺎﻣﻀﺔ‪.‬ﺑﺪﺃ ﺭﻳﻔﻜﻴﻦ ﺑﺎﻟﺘﻤﺮﻳﺮ ﻋﺒﺮ ‪ Rolodex‬ﺍﻟﻌﻘﻠﻲ‬

‫ﺍﻟﺨﺎﺹ ﺑﻪ ﻭﺃﻭﺻﻰ ﺑﺎﻟﻤﺮﺷﺤﻴﻦ ﻟﻼﺗﺼﺎﻝ ﺑﻬﻢ‪ .‬ﻓﻲ ﻭﻗﺖ ﻻﺣﻖ ﻣﻦﺍﻟﻤﺴﺎء‪ ،‬ﻭﺻﻞ ﺃﺣﺪ ﻫﺆﻻء ﺍﻟﻤﺮﺷﺤﻴﻦ ﺷﺨﺼﻴًﺎ‪ ،‬ﻭﻗﺎﻡ ﺭﻳﻔﻜﻴﻦ ﺑﺘﻘﺪﻳﻢ‬

‫ﺍﻟﻤﻘﺪﻣﺔ‪ .‬ﻣﻊ ﺗﺰﺍﻳﺪ ﺍﻟﺤﺸﺪ‪ ،‬ﻇﻞ ﺭﻳﻔﻜﻴﻦ‬

‫ﻳﺄﺧﺬﺍﻟﻮﻗﺖ ﺍﻟﻜﺎﻓﻲ ﻹﺟﺮﺍء ﻣﺤﺎﺩﺛﺔ ﺷﺨﺼﻴﺔ ﻣﻊ ﺍﻟﺠﻤﻴﻊ ﻫﻨﺎﻙ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻘﺘﺮﺏ ﻣﻨﻪ ﺍﻷﻋﻀﺎء ﺍﻟﺠﺪﺩ‪ ،‬ﻛﺎﻥ ﻳﻘﻀﻲ ﻋﺎﺩﺓ ً ﺧﻤﺴﺔﻋﺸﺮ ﺃﻭ ﻋﺸﺮﻳﻦ‬

‫ﺩﻗﻴﻘﺔ ﻓﻲ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻴﻬﻢ‪ ،‬ﻭﻳﺴﺄﻟﻬﻢ ﻋﻦ ﺩﻭﺍﻓﻌﻬﻢ ﻭﻛﻴﻒ ﻳﻤﻜﻨﻪ ﻣﺴﺎﻋﺪﺗﻬﻢ‪ .‬ﻛﺎﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻫﺆﻻءﺍﻷﺷﺨﺎﺹ ﻏﺮﺑﺎء ﺗﻤﺎﻣًﺎ‪ ،‬ﻭﻟﻜﻦ ﻣﺜﻠﻤﺎ‬

‫ﺳﺎﻋﺪ ﺟﺮﺍﻫﺎﻡ ﺳﺒﻨﺴﺮ ﻗﺒﻞ ﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﻋﺎﻣًﺎ ﺩﻭﻥ ﺍﻟﺘﻔﻜﻴﺮ ﻣﺮﺗﻴﻦ‪ ،‬ﻓﻘﺪ ﺃﺧﺬ ﻋﻰﻠﻋﺎﺗﻘﻪ ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﻭﻇﺎﺉﻒ ﻟﻬﻢ‪ ،‬ﻭﺭﺑﻄﻬﻢ ﺑﺎﻟﻤﺆﺳﺴﻴﻦ‬

‫ﺍﻟﻤﺤﺘﻤﻠﻴﻦ‪ ،‬ﻭﺗﻘﺪﻳﻢ ﺍﻟﻤﺸﻮﺭﺓ ﻟﺤﻞ ﺍﻟﻤﺸﻜﻼﺕ ﻓﻲ‬

‫ﺷﺮﻛﺎﺗﻬﻢ‪.‬ﻭﻓﻲ ﻛﻞ ﻣﺮﺓ ﺃﻋﻄﻰ‪ ،‬ﻛﺎﻥ ﻳﻨﺸﺊ ﻋﻼﻗﺔ ﺟﺪﻳﺪﺓ‪ .‬ﻭﻟﻜﻦ ﻫﻞ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺣﻘًﺎ ﻣﻮﺍﻛﺒﺔ ﻛﻞ ﻫﺬﻩ ﺍﻻﺗﺼﺎﻻﺕ؟‬
 ‫ﺍﻟﻌﻼﻗﺎﺕﺍﻟﺨﺎﻣﻠﺔ‬
‫ﻭﻷﻧﻪﻳﺤﺘﻔﻆ ﺑﻤﺜﻞ ﻫﺬﻩ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻜﺒﻴﺮﺓ‪ ،‬ﻓﺈﻥ ﻟﺪﻯ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻋﺪﺩًﺍ ﻣﺘﺰﺍﻳﺪًﺍ ﻣﻦﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺨﺎﻣﻠﺔ‪ -‬ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺍﻋﺘﺎﺩﺭﺅﻳﺘﻬﻢ ﻛﺜﻴﺮًﺍ ﺃﻭ‬

‫ﻳﻌﺮﻓﻮﻧﻬﻢ ﺟﻴﺪًﺍ‪ ،‬ﻭﻟﻜﻦ ﺍﻧﻘﻄﻊ ﺍﻻﺗﺼﺎﻝ ﺑﻬﻢ ﻣﻨﺬ ﺫﻟﻚ ﺍﻟﺤﻴﻦ‪ .‬ﻭﻭﻓﻘﺎً ﻷﺳﺎﺗﺬﺓ ﺍﻹﺩﺍﺭﺓ ﺩﺍﻧﻴﻴﻞ‬

‫ﻟﻴﻔﻴﻦ‪،‬ﻭﺧﻮﺭﺧﻲ ﻭﺍﻟﺘﺮ‪ ،‬ﻭﻛﻴﺚ ﻣﻮﺭﻧﻴﻐﺎﻥ‪ ،‬ﻓﺈﻥ "ﺍﻟﺒﺎﻟﻐﻴﻦ ﻳﺠﻤﻌﻮﻥ ﺁﻻﻑ ﺍﻟﻌﻼﻗﺎﺕ ﻋﻰﻠ ﻣﺪﻯ ﺣﻴﺎﺗﻬﻢ‪ ،‬ﻭﻟﻜﻦ ﻗﺒﻞ ﻇﻬﻮﺭ ﺍﻹﻧﺘﺮﻧﺖ‪،‬ﻟﻢ ﻳﺤﺎﻓﻈﻮﺍ‬

‫ﻋﻰﻠ ﺃﻛﺜﺮ ﻣﻦ ‪ 100‬ﺃﻭ ‪ 200‬ﻋﻼﻗﺔ ﻓﻲ ﺃﻱ ﻭﻗﺖ ﻣﻦ ﺍﻷﻭﻗﺎﺕ‪ ".‬ﻋﻰﻠ ﻣﺪﻯ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﻘﻠﻴﻠﺔ ﺍﻟﻤﺎﺿﻴﺔ‪،‬ﻛﺎﻥ ﻫﺆﻻء ﺍﻷﺳﺎﺗﺬﺓ ﻳﻄﻠﺒﻮﻥ ﻣﻦ‬

‫ﺍﻟﻤﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺸﻲء ﻳﺨﺸﻮﻧﻪ‪ :‬ﺇﻋﺎﺩﺓ ﺗﻨﺸﻴﻂ ﻋﻼﻗﺎﺗﻬﻢ ﺍﻟﺨﺎﻣﻠﺔ‪.‬ﻋﻨﺪﻣﺎ ﻋﻠﻢ ﺃﺣﺪ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﺑﺎﻟﻤﻬﻤﺔ‪" ،‬ﺗﺄﻭﻫﺖ‪ .‬ﺇﺫﺍ‬

‫ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺟﻬﺎﺕ ﺍﺗﺼﺎﻝ ﻧﺎﺉﻤﺔ‪ ،‬ﻓﻬﻲ‬

‫ﻧﺎﺉﻤﺔﻟﺴﺒﺐ ﻣﺎ‪ ،‬ﺃﻟﻴﺲ ﻛﺬﻟﻚ؟ ﻟﻤﺎﺫﺍ ﺃﺭﻏﺐ ﻓﻲ ﺍﻻﺗﺼﺎﻝ ﺑﻬﻢ؟"‬

‫ﻟﻜﻦﺍﻷﺩﻟﺔ ﺗﺤﻜﻲ ﻗﺼﺔ ﻣﺨﺘﻠﻔﺔ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻃﻠﺐ ﻟﻴﻔﻴﻦ ﻭﺯﻣﻼﺅﻩ ﻣﻦ ﺃﻛﺜﺮ ﻣﻦ ﻣﺎﺉﺘﻲ ﻣﺪﻳﺮ ﺗﻨﻔﻴﺬﻱ‬

‫ﺇﻋﺎﺩﺓﺗﻨﺸﻴﻂ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺘﻲ ﻛﺎﻧﺖ ﺧﺎﻣﻠﺔ ﻟﻤﺪﺓ ﻻ ﺗﻘﻞ ﻋﻦ ﺛﻼﺙ ﺳﻨﻮﺍﺕ‪ .‬ﺗﻮﺍﺻﻞ ﻛﻞ ﻣﺴﺆﻭﻝ ﺗﻨﻔﻴﺬﻱ ﻣﻊ ﺍﺛﻨﻴﻦ ﻣﻦ ﺯﻣﻼﺉﻪﺍﻟﺴﺎﺑﻘﻴﻦ‬

‫ﻭﻃﻠﺐ ﺍﻟﻤﺸﻮﺭﺓ ﺑﺸﺄﻥ ﻣﺸﺮﻭﻉ ﻋﻤﻞ ﻣﺴﺘﻤﺮ‪ .‬ﻭﺑﻌﺪ ﺗﻠﻘﻲ ﺍﻟﻨﺼﻴﺤﺔ‪ ،‬ﻗﺎﻣﻮﺍ ﺑﺘﻘﻴﻴﻢ ﻗﻴﻤﺘﻬﺎ‪ :‬ﺇﻰﻟ ﺃﻱ ﻣﺪﻯﺳﺎﻋﺪﺗﻬﻢ ﻓﻲ ﺣﻞ ﺍﻟﻤﺸﻜﻼﺕ‬

‫ﻭﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺇﺣﺎﻻﺕ ﻣﻔﻴﺪﺓ؟ ﻭﻗﺎﻣﻮﺍ ﺃﻳﻀًﺎ ﺑﺘﻘﻴﻴﻢ ﺍﻟﻨﺼﺎﺉﺢ ﺍﻟﺘﻲ ﺗﻠﻘﻮﻫﺎ ﻣﻦ ﺍﺛﻨﻴﻦﻣﻦ ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺤﺎﻟﻴﺔ ﻓﻲ ﻧﻔﺲ ﺍﻟﻤﺸﺮﻭﻉ‪.‬‬

‫ﻭﺍﻟﻤﺜﻴﺮ ﻟﻠﺪﻫﺸﺔ ﺃﻥ ﺍﻟﻤﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﺻﻨﻔﻮﺍ ﺍﻟﻨﺼﺎﺉﺢ‬

‫ﺍﻟﻤﻘﺪﻣﺔﻣﻦ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺨﺎﻣﻠﺔ ﻋﻰﻠ ﺃﻧﻬﺎ ﺗﺴﺎﻫﻢ ﺑﻘﻴﻤﺔ ﺃﻛﺒﺮ ﻣﻦ ﺍﻟﻨﺼﺎﺉﺢ ﺍﻟﻤﻘﺪﻣﺔ ﻣﻦ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺤﺎﻟﻴﺔ‪ .‬ﻟﻤﺎﺫﺍ؟‬

‫ﻗﺪﻣﺖﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺨﺎﻣﻠﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ ﺃﻛﺜﺮ ﻣﻦ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺤﺎﻟﻴﺔ‪ .‬ﻭﻋﻰﻠ ﻣﺪﻯ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﻘﻠﻴﻠﺔ ﺍﻟﻤﺎﺿﻴﺔ‪ ،‬ﻭﺑﻴﻨﻤﺎﻛﺎﻧﻮﺍ ﺑﻌﻴﺪﻳﻦ ﻋﻦ‬

‫ﺍﻟﻮﺍﻗﻊ‪ ،‬ﺗﻌﺮﺿﻮﺍ ﻷﻓﻜﺎﺭ ﻭﻭﺟﻬﺎﺕ ﻧﻈﺮ ﺟﺪﻳﺪﺓ‪ .‬ﻛﺎﻥ ﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﺗﺸﺎﺭﻙ ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ‬

‫ﺍﻟﺤﺎﻟﻴﺔﻗﺎﻋﺪﺓ ﺍﻟﻤﻌﺮﻓﺔ ﻭﻭﺟﻬﺔ ﺍﻟﻨﻈﺮ ﺍﻟﺘﻲ ﻳﻤﺘﻠﻜﻬﺎ ﺍﻟﻤﺴﺆﻭﻟﻮﻥ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﺑﺎﻟﻔﻌﻞ‪ .‬ﻭﻋﻠﻖ ﺃﺣﺪ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻗﺎﺉﻼً‪":‬ﻗﺒﻞ ﺍﻻﺗﺼﺎﻝ‬

‫ﺑﻬﻢ‪ ،‬ﺍﻋﺘﻘﺪﺕ ﺃﻧﻪ ﻟﻦ ﻳﻜﻮﻥ ﻟﺪﻳﻬﻢ ﺍﻟﻜﺜﻴﺮ ﻟﻴﻘﺪﻣﻮﻩ ﺑﻤﺎ ﻳﺘﺠﺎﻭﺯ ﻣﺎ ﻛﻨﺖ ﺃﻋﺘﻘﺪﻩ ﺑﺎﻟﻔﻌﻞ‪ ،‬ﻭﻟﻜﻦ‬

‫ﺛﺒﺖﺃﻧﻨﻲ ﻣﺨﻄﺊ‪ .‬ﻟﻘﺪ ﻓﻮﺟﺉﺖ ﺟﺪًﺍ ﺑﺎﻷﻓﻜﺎﺭ ﺍﻟﺠﺪﻳﺪﺓ‪.‬‬

‫ﺗﻮﻓﺮﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﺨﺎﻣﻠﺔ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ ﺗﻮﻓﺮﻫﺎ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻀﻌﻴﻔﺔ‪ ،‬ﻭﻟﻜﻦ ﺩﻭﻥ ﺃﻱ ﺇﺯﻋﺎﺝ‪ .‬ﻭﻛﻤﺎ‬

‫ﻳﺸﺮﺡﻟﻴﻔﻴﻦ ﻭﺯﻣﻼﺅﻩ‪ ،‬ﻓﺈﻥ “ﺇﻋﺎﺩﺓ ﺭﺑﻂ ﺍﻟﻌﻼﻗﺔ ﺍﻟﺨﺎﻣﻠﺔ ﻻ ﻳﺸﺒﻪ ﺑﺪء ﻋﻼﻗﺔ ﻣﻦ ﺍﻟﺼﻔﺮ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻌﻴﺪ ﺍﻟﻨﺎﺱ ﺍﻻﺗﺼﺎﻝ‪ ،‬ﻻ ﻳﺰﺍﻝﻟﺪﻳﻬﻢﻣﺸﺎﻋﺮ‬
‫ﺍﻟﺜﻘﺔ‪ ".‬ﻛﺸﻒ ﺃﺣﺪ ﺍﻟﻤﺴﺆﻭﻟﻴﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻗﺎﺉﻼً‪“ :‬ﺃﺷﻌﺮ ﺑﺎﻟﺮﺍﺣﺔ‪ . . .‬ﻟﻢ ﺃﻛﻦ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺗﺨﻤﻴﻦ ﻣﺎ ﻫﻲﻧﻮﺍﻳﺎﻩ‪ . . .‬ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺛﻘﺔ ﻣﺘﺒﺎﺩﻟﺔ‬
‫ﺑﻨﻴﻨﺎﻫﺎ ﻣﻨﺬ ﺳﻨﻮﺍﺕ‪ ،‬ﻣﻤﺎ ﺟﻌﻞ ﺣﺪﻳﺜﻨﺎ ﺍﻟﻴﻮﻡ ﺃﻛﺜﺮ ﺳﻼﺳﺔ‪ ”.‬ﺇﻥ ﺇﻋﺎﺩﺓ ﺗﻨﺸﻴﻂ ﺭﺍﺑﻄﺔﺍﻟﻌﻨﻖ ﺍﻟﺨﺎﻣﻠﺔ ﺗﺘﻄﻠﺐ ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﻣﺤﺎﺩﺛﺔ ﺃﻗﺼﺮ‪ ،‬ﻧﻈﺮًﺍ‬

‫ﻟﻮﺟﻮﺩ ﺃﺭﺿﻴﺔ ﻣﺸﺘﺮﻛﺔ ﺑﺎﻟﻔﻌﻞ‪ .‬ﻟﻢ ﻳﻜﻦ ﺍﻟﻤﺴﺆﻭﻟﻮﻥ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺑﻨﺎء ﻋﻼﻗﺔ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ ﻣﻊ ﻋﻼﻗﺎﺗﻬﻢ ﺍﻟﺨﺎﻣﻠﺔ‪ ،‬ﻛﻤﺎ‬

‫ﻳﻔﻌﻠﻮﻥ ﻓﻲ ﺣﺎﻟﺔ ﺍﻟﻌﻼﻗﺎﺕ‬

‫ﺍﻟﻀﻌﻴﻔﺔ‪.‬‬

‫ﻃﻠﺐﻟﻴﻔﻴﻦ ﻭﺯﻣﻼﺅﻩ ﻣﻦ ﻣﺠﻤﻮﻋﺔ ﺃﺧﺮﻯ ﻣﻜﻮﻧﺔ ﻣﻦ ﺃﻛﺜﺮ ﻣﻦ ﻣﺎﺉﺔ ﻣﺪﻳﺮ ﺗﻨﻔﻴﺬﻱ ﺗﺤﺪﻳﺪ ﻋﺸﺮ ﺭﻭﺍﺑﻂ ﺧﺎﻣﻠﺔ ﻭﺗﺮﺗﻴﺒﻬﺎ ﺣﺴﺐﺍﻟﻘﻴﻤﺔ ﺍﻟﻤﺤﺘﻤﻠﺔ‬

‫ﺍﻟﺘﻲ ﺳﺘﻘﺪﻣﻬﺎ‪ .‬ﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﺃﻋﺎﺩ ﺍﻟﻤﺴﺆﻭﻟﻮﻥ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﺗﻨﺸﻴﻂ ﺟﻤﻴﻊ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻌﺸﺮ ﺍﻟﺨﺎﻣﻠﺔ ﻭﻗﺎﻣﻮﺍﺑﺘﻘﻴﻴﻢ ﻗﻴﻤﺔ ﺍﻟﻤﺤﺎﺩﺛﺎﺕ‪ .‬ﻗﺪﻣﺖ ﺟﻤﻴﻊ‬

‫ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻌﺸﺮ ﺍﻟﺨﺎﻣﻠﺔ ﻗﻴﻤﺔ ﻋﺎﻟﻴﺔ‪ ،‬ﻭﻟﻢ ﺗﻜﻦ ﻫﻨﺎﻙ ﺍﺧﺘﻼﻓﺎﺕ ﺣﺴﺐ ﺍﻟﺮﺗﺒﺔ‪:‬ﻓﻘﺪ ﺣﺼﻞ ﺍﻟﻤﺴﺆﻭﻟﻮﻥ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻋﻰﻠ ﻧﻔﺲ ﺍﻟﻘﺪﺭ ﻣﻦ ﺍﻟﻘﻴﻤﺔ‬
 ‫ﻣﻦ ﺍﺧﺘﻴﺎﺭﻫﻢ ﺍﻟﻌﺎﺷﺮ ﻛﻤﺎ ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﺧﻴﺎﺭﻫﻢ‬

‫ﺍﻷﻭﻝ‪.‬ﻋﻨﺪﻣﺎ ﻧﺤﺘﺎﺝ ﺇﻰﻟ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻗﺪ ﺗﻨﻔﺪ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﻀﻌﻴﻔﺔ ﻟﺪﻳﻨﺎ ﺑﺴﺮﻋﺔ‪ ،‬ﻭﻟﻜﻦ ﻟﺪﻳﻨﺎ ﻣﺠﻤﻮﻋﺔ ﻛﺒﻴﺮﺓ ﻣﻦ ﺍﻟﺮﻭﺍﺑﻂ‬

‫ﺍﻟﺨﺎﻣﻠﺔﺍﻟﺘﻲ ﺗﺜﺒﺖ ﻓﺎﺉﺪﺗﻬﺎ‪ .‬ﻭﻛﻠﻤﺎ ﺗﻘﺪﻣﻨﺎ ﻓﻲ ﺍﻟﻌﻤﺮ‪ ،‬ﺃﺻﺒﺤﺖ ﻋﻼﻗﺎﺗﻨﺎ ﺧﺎﻣﻠﺔ‪ ،‬ﻭﺃﺻﺒﺤﺖ ﺃﻛﺜﺮ ﻗﻴﻤﺔ‪ .‬ﻭﺟﺪ ﻟﻴﻔﻴﻦ‬

‫ﻭﺯﻣﻼﺅﻩﺃﻥ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻷﺭﺑﻌﻴﻨﻴﺎﺕ ﻭﺍﻟﺨﻤﺴﻴﻨﻴﺎﺕ ﻣﻦ ﺍﻟﻌﻤﺮ ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﻗﻴﻤﺔ ﺃﻛﺒﺮ ﻣﻦ ﺇﻋﺎﺩﺓ ﺗﻨﺸﻴﻂ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﺨﺎﻣﻠﺔ‬

‫ﻣﻘﺎﺭﻧﺔﺑﺎﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﺜﻼﺛﻴﻨﻴﺎﺕ ﻣﻦ ﺍﻟﻌﻤﺮ‪ ،‬ﻭﺍﻟﺬﻳﻦ ﺑﺪﻭﺭﻫﻢ ﺍﺳﺘﻔﺎﺩﻭﺍ ﺃﻛﺜﺮ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﻌﺸﺮﻳﻨﺎﺕ ﻣﻦ ﺍﻟﻌﻤﺮ‪ .‬ﺍﻋﺘﺮﻑﺍﻟﻤﺴﺆﻭﻝ‬

‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﺍﻟﺬﻱ ﺗﺬﻣﺮ ﺑﺸﺄﻥ ﺇﻋﺎﺩﺓ ﺍﻻﺗﺼﺎﻝ ﺑﺄﻥ ﺫﻟﻚ "ﻛﺎﻥ ﺃﻣﺮًﺍ ﻣﺜﻴﺮًﺍ ﻟﻼﻫﺘﻤﺎﻡ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻲ‪ . . ...".‬ﻟﻘﺪ‬

‫ﺃﻇﻬﺮﻟﻲ ﻣﺪﻯ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﺘﻲ ﺃﻣﻠﻜﻬﺎ ﻓﻲ ﺟﻬﺎﺯ ‪ Rolodex‬ﺍﻟﺨﺎﺹ ﺑﻲ‪.‬‬

‫ﺍﻟﺮﻭﺍﺑﻂﺍﻟﺨﺎﻣﻠﺔ ﻫﻲ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻤﻬﻤﻠﺔ ﻓﻲ ﺷﺒﻜﺎﺗﻨﺎ‪ ،‬ﻭﻳﺘﻤﺘﻊ ﻣﻘﺪﻣﻮ ﺍﻟﻌﻄﺎء ﺑﻤﻴﺰﺓ ﻣﻤﻴﺰﺓ ﻋﻰﻠ ﺍﻵﺧﺬﻳﻦ ﻭﺍﻟﻤﻨﺎﻓﺴﻴﻦ ﻓﻲﺇﻃﻼﻕ ﻫﺬﻩ ﺍﻟﻘﻴﻤﺔ‪.‬‬

‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺘﻘﺪﻣﻴﻦ‪ ،‬ﻓﺈﻥ ﺇﻋﺎﺩﺓ ﺗﻨﺸﻴﻂ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺨﺎﻣﻠﺔ ﻳﻤﺜﻞ ﺗﺤﺪﻳًﺎ‪ .‬ﺇﺫﺍ ﻛﺎﻥ ﺍﻷﺷﺨﺎﺹ‬

‫ﺍﻟﻨﺎﺉﻤﻮﻥﻫﻢ ﺯﻣﻼء‪ ،‬ﻓﺴﻴﻜﻮﻧﻮﻥ ﻣﺘﺸﻜﻜﻴﻦ ﻭﻳﺤﻤﻮﻥ ﺃﻧﻔﺴﻬﻢ‪ ،‬ﻭﻳﺤﺠﺒﻮﻥ ﻣﻌﻠﻮﻣﺎﺕ ﺟﺪﻳﺪﺓ‪ .‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺮﻭﺍﺑﻂ ﺍﻟﺨﺎﻣﻠﺔ ﻣﺘﻄﺎﺑﻘﺔ‪،‬ﻓﻘﺪ ﻳﻜﻮﻥ‬

‫ﺫﻟﻚ ﺩﺍﻓﻌًﺎ ﻟﻤﻌﺎﻗﺒﺔ ﻣﺄﺧﺬﻱ ﺍﻷﻣﻮﺍﻝ‪ ،‬ﻛﻤﺎ ﺭﺃﻳﻨﺎ ﻓﻲ ﻟﻌﺒﺔ ﺍﻹﻧﺬﺍﺭ ﺍﻟﻨﻬﺎﺉﻲ‪ .‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﺮﻭﺍﺑﻂ‬

‫ﺍﻟﺨﺎﻣﻠﺔﻣﻦ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺍﻷﺫﻛﻴﺎء‪ ،‬ﻛﻤﺎ ﺳﺘﺮﻭﻥ ﻻﺣﻘًﺎ ﻓﻲ ﻫﺬﺍ ﺍﻟﻜﺘﺎﺏ‪ ،‬ﻓﻠﻦ ﻳﻜﻮﻧﻮﺍ ﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﻤﺘﻠﻘﻴﻴﻦ‪ .‬ﻭﺑﻄﺒﻴﻌﺔﺍﻟﺤﺎﻝ‪ ،‬ﺇﺫﺍ ﻛﺎﻧﺖ‬

‫ﺗﺼﺮﻓﺎﺕ ﺍﻟﺸﺨﺺ ﺍﻷﻧﺎﻧﻴﺔ ﻫﻲ ﺍﻟﺘﻲ ﺗﺴﺒﺒﺖ ﻓﻲ ﺧﻤﻮﺩ ﺍﻟﻌﻼﻗﺔ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ‪ ،‬ﻓﻘﺪ ﻳﻜﻮﻥ‬

‫ﻣﻦﺍﻟﻤﺴﺘﺤﻴﻞ ﺇﺣﻴﺎء ﺍﻟﻌﻼﻗﺔ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﻳﺘﻤﺘﻊﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥ ﺑﻮﻗﺖ ﺃﺳﻬﻞ ﺑﻜﺜﻴﺮ ﻓﻲ ﺇﻋﺎﺩﺓ ﺍﻻﺗﺼﺎﻝ‪ ،‬ﻟﻜﻨﻬﻢ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻜﻮﻧﻮﻥ ﻏﻴﺮ ﻣﺮﺗﺎﺣﻴﻦ‬

‫ﻟﻄﻠﺐ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓﺑﺴﺒﺐ ﺇﺧﻼﺻﻬﻢ ﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻄﻠﺒﻮﻥ ﻣﻌﺮﻭﻓًﺎ‪ ،‬ﻳﺸﻌﺮﻭﻥ ﺃﻧﻬﻢ ﺳﻮﻑ ﻳﺪﻳﻨﻮﻥ ﻟﻪ‪ .‬ﺇﺫﺍ ﻛﺎﻧﻮﺍﻣﺪﻳﻨﻴﻦ ﺑﺎﻟﻔﻌﻞ‬

‫ﻟﻠﺘﻌﺎﺩﻝ ﺍﻟﺨﺎﻣﻞ ﻭﻟﻢ ﻳﺤﻘﻘﻮﺍ ﺍﻟﻨﺘﻴﺠﺔ ﺑﻌﺪ‪ ،‬ﻓﺴﻴﻜﻮﻥ ﻣﻦ ﺍﻟﺼﻌﺐ ﻣﻀﺎﻋﻔﺔ ﺍﻟﺴﺆﺍﻝ‪ .‬ﻭﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﺪﻳﺪﻣﻦ ﺍﻟﻤﺘﻄﺎﺑﻘﻴﻦ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻼﻗﺎﺕ‬

‫ﺍﻟﺨﺎﻣﻠﺔ ﻟﻢ ﺗﺒﻨﻲ ﻣﺨﺰﻭﻧًﺎ ﻋﻤﻴﻘًﺎ ﻣﻦ ﺍﻟﺜﻘﺔ‪ ،‬ﻷﻧﻬﺎ ﻛﺎﻧﺖ ﺃﺷﺒﻪ ﺑﺘﺒﺎﺩﻻﺕ‬

‫ﺍﻟﻤﻌﺎﻣﻼﺕﺃﻛﺜﺮ ﻣﻦ ﻛﻮﻧﻬﺎ ﻋﻼﻗﺎﺕ ﺫﺍﺕ ﻣﻌﻨﻰ‪ .‬ﻭﻓﻘًﺎﻟﺨﺒﺮﺍء ﺍﻟﺸﺒﻜﺎﺕ‪ ،‬ﺗﻌﺪ ﺇﻋﺎﺩﺓ ﺍﻻﺗﺼﺎﻝ ﺗﺠﺮﺑﺔ ﻣﺨﺘﻠﻔﺔ ﺗﻤﺎﻣًﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺎﻧﺤﻴﻦ‪ ،‬ﺧﺎﺻﺔ‬

‫ﻓﻲ ﻋﺎﻟﻢ ﺳﻠﻜﻲ‪ .‬ﻳﺘﻤﺘﻊ ﺍﻟﻤﺎﻧﺤﻮﻥﺑﺴﺠﻞ ﺣﺎﻓﻞ ﻣﻦ ﻣﺸﺎﺭﻛﺔ ﻣﻌﺎﺭﻓﻬﻢ ﺑﺴﺨﺎء‪ ،‬ﻭﺗﻌﻠﻴﻤﻨﺎ ﻣﻬﺎﺭﺍﺗﻬﻢ‪ ،‬ﻭﻣﺴﺎﻋﺪﺗﻨﺎ ﻓﻲ ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﻭﻇﺎﺉﻒ ﺩﻭﻥ‬

‫ﺍﻟﻘﻠﻖﺑﺸﺄﻥ ﻣﺎ ﺳﻴﺴﺘﻔﻴﺪﻭﻧﻪ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻟﺬﻟﻚ ﻳﺴﻌﺪﻧﺎ ﻣﺴﺎﻋﺪﺗﻬﻢ ﻋﻨﺪﻣﺎ ﻳﺘﺼﻠﻮﻥ ﺑﻨﺎ ﻣﺮﺓ ﺃﺧﺮﻯ‪ .‬ﺍﻟﻴﻮﻡ‪ ،‬ﻳﻘﻀﻲ ﺁﺩﻡ‬

‫ﺭﻳﻔﻜﻴﻦﻭﻗﺘًﺎ ﺃﻗﻞ ﻓﻲ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺃﺷﺨﺎﺹ ﺟﺪﺩ ﻋﻤﺎ ﻛﺎﻥ ﻳﻔﻌﻠﻪ ﻓﻲ ﻭﻗﺖ ﺳﺎﺑﻖ ﻣﻦ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﺑﺪﻻ ً ﻣﻦﺫﻟﻚ ﻋﻰﻠ ﻋﺪﺩ‬

‫ﻣﺘﺰﺍﻳﺪ ﻣﻦ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺨﺎﻣﻠﺔ‪ " .‬ﺍﻵﻥ ﺃﻗﻀﻲ ﻭﻗﺘﻲ ﻓﻲ ﺍﻟﻌﻮﺩﺓ ﺇﻰﻟ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻟﻢ ﺃﺗﺤﺪﺙ ﻣﻌﻬﻢﻣﻨﺬ ﻓﺘﺮﺓ"‪ .‬ﻋﻨﺪﻣﺎ ﻳﻘﻮﻡ ﺑﺈﻋﺎﺩﺓ ﺗﻨﺸﻴﻂ‬

‫ﺇﺣﺪﻯ ﻋﻼﻗﺎﺗﻪ ﺍﻟﻨﺎﺉﻤﺔ ﺍﻟﻌﺪﻳﺪﺓ‪ ،‬ﻋﺎﺩﺓً ﻣﺎ ﻳﻜﻮﻥ ﺟﻬﺔ ﺍﻻﺗﺼﺎﻝ ﺳﻌﻴﺪﺓ‬

‫ﺑﺴﻤﺎﻉﺻﻮﺗﻪ‪ .‬ﻟﻘﺪ ﺍﻛﺘﺴﺐ ﻛﺮﻣﻪ ﻭﻟﻄﻔﻪ ﺛﻘﺘﻬﻢ‪ .‬ﺇﻧﻬﻢ ﻣﻤﺘﻨﻮﻥ ﻟﻤﺴﺎﻋﺪﺗﻪ‪ ،‬ﻭﻳﻌﻠﻤﻮﻥ ﺃﻧﻬﺎ ﻟﻢ ﺗﺄﺕ ﺑﺸﺮﻭﻁ؛ ﺇﻧﻪ ﺩﺍﺉﻤًﺎ ﻋﻰﻠﺍﺳﺘﻌﺪﺍﺩ ﻟﻤﺸﺎﺭﻛﺔ‬

‫ﻣﻌﺮﻓﺘﻪ ﺃﻭ ﺗﻘﺪﻳﻢ ﺍﻟﻤﺸﻮﺭﺓ ﺃﻭ ﺗﻘﺪﻳﻢ ﻣﻘﺪﻣﺔ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،2006‬ﻛﺎﻥ ﺭﻳﻔﻜﻴﻦ ﻳﺒﺤﺚ ﻋﻦ ﻣﺘﺤﺪﺙ ﺑﺎﻟﺪﻳﻨﺎﻣﻴﺖﻻﺟﺘﻤﺎﻉ ‪ 106‬ﻣﺎﻳﻠﺰ‪ .‬ﺃﻋﺎﺩ‬

‫ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺇﻳﻔﺎﻥ ﻭﻳﻠﻴﺎﻣﺰ‪ ،‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻭﻳﻠﻴﺎﻣﺰ ﺃﺻﺒﺢ ﻣﺸﻬﻮﺭًﺍ ﻭﻛﺎﻥ ﻣﺸﻐﻮًﻻﻟﻠﻐﺎﻳﺔ ﺑﺈﻃﻼﻕ ﺗﻮﻳﺘﺮ‪ ،‬ﺇﻻ ﺃﻧﻪ ﻭﺍﻓﻖ‪ .‬ﻳﻘﻮﻝ ﺭﻳﻔﻜﻴﻦ‪" :‬ﺑﻌﺪ‬

‫ﺧﻤﺲ ﺳﻨﻮﺍﺕ‪ ،‬ﻋﻨﺪﻣﺎ ﻃﻠﺒﻨﺎ ﻣﻨﻪ ﺍﻟﺘﺤﺪﺙ ﺇﻰﻟ‬

‫ﺍﻟﻤﺠﻤﻮﻋﺔ‪،‬ﻟﻢ ﻳﻨﺲ ﺃﺑﺪًﺍ‪".‬‬

‫ﺇﻥﻧﻮﻉ ﺍﻟﻨﻮﺍﻳﺎ ﺍﻟﺤﺴﻨﺔ ﺍﻟﺘﻲ ﻳﺒﻨﻴﻬﺎ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺜﻞ ﺭﻳﻔﻜﻴﻦ ﻫﻮ ﻣﻮﺿﻮﻉ ﺑﺤﺚ ﺭﺍﺉﻊ‪ .‬ﺗﻘﻠﻴﺪﻳﺎ‪ ،‬ﻳﻘﻮﻡ ﺍﻟﺒﺎﺣﺜﻮﻥ ﻓﻲ ﻣﺠﺎﻝﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬

‫ﺑﺮﺳﻢ ﺧﺮﻳﻄﺔ ﻟﺘﺒﺎﺩﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ :‬ﺗﺪﻓﻘﺎﺕ ﺍﻟﻤﻌﺮﻓﺔ ﻣﻦ ﺷﺨﺺ ﻵﺧﺮ‪ .‬ﻭﻟﻜﻦ ﻋﻨﺪﻣﺎ ﺗﻌﺎﻭﻥ‬

‫ﻭﺍﻳﻦﺑﻴﻜﺮ ﻣﻊ ﺍﻟﺒﺮﻭﻓﻴﺴﻮﺭ ﺭﻭﺏ ﻛﺮﻭﺱ ﻣﻦ ﺟﺎﻣﻌﺔ ﻓﻴﺮﺟﻴﻨﻴﺎ ﻭﺃﻧﺪﺭﻭ ﺑﺎﺭﻛﺮ ﻣﻦ ﺷﺮﻛﺔ ‪ ،IBM‬ﺃﺩﺭﻙ ﺃﻧﻪ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺃﻳﻀًﺎ ﺗﺘﺒﻊﺗﺪﻓﻘﺎﺕ‬

‫ﺍﻟﺒﻴﺎﻧﺎﺕ‪.‬ﺍﻟﻄﺎﻗﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺸﺒﻜﺎﺕ‪ .‬ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻤﺆﺳﺴﺎﺕ‪ ،‬ﻗﺎﻡ ﺍﻟﻤﻮﻇﻔﻮﻥ ﺑﺘﻘﻴﻴﻢ ﺗﻔﺎﻋﻼﺗﻬﻢ ﻣﻊﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﻋﻰﻠ ﻣﻘﻴﺎﺱ ﻣﻦ‬

‫ﻋﺪﻡ ﺍﻟﺘﻨﺸﻴﻂ ﺍﻟﺸﺪﻳﺪ ﺇﻰﻟ ﺍﻟﺘﻨﺸﻴﻂ ﺍﻟﺸﺪﻳﺪ‪ .‬ﺃﻧﺸﺄ ﺍﻟﺒﺎﺣﺜﻮﻥ ﺧﺮﻳﻄﺔ ﻟﺸﺒﻜﺔ‬

‫ﺍﻟﻄﺎﻗﺔ‪،‬ﻭﺍﻟﺘﻲ ﺗﺒﺪﻭ ﻭﻛﺄﻧﻬﺎ ﻧﻤﻮﺫﺝ ﻟﻠﻤﺠﺮﺓ‪.‬‬

‫ﻛﺎﻥﺍﻟﻤﺤﺘﺠﺰﻭﻥ ﻋﺒﺎﺭﺓ ﻋﻦ ﺛﻘﻮﺏ ﺳﻮﺩﺍء‪ .‬ﻟﻘﺪ ﺍﻣﺘﺼﻮﺍ ﺍﻟﻄﺎﻗﺔ ﻣﻦ ﻣﻦ ﺣﻮﻟﻬﻢ‪ .‬ﻛﺎﻥ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺷﻤﻮﺳًﺎ‪ :‬ﻟﻘﺪ ﺣﻘﻨﻮﺍ ﺍﻟﻀﻮءﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء‬

‫ﺍﻟﻤﻨﻈﻤﺔ‪ .‬ﻟﻘﺪ ﺧﻠﻖ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﺮﺻًﺎ ﻟﺰﻣﻼﺉﻬﻢ ﻟﻠﻤﺴﺎﻫﻤﺔ‪ ،‬ﺑﺪﻻً ﻣﻦ ﻓﺮﺽ ﺃﻓﻜﺎﺭﻫﻢ ﻭﺍﻟﺤﺼﻮﻝ‬
 ‫ﻋﻰﻠﺍﻟﻔﻀﻞ ﻓﻲ ﺗﺤﻘﻴﻖ ﺍﻹﻧﺠﺎﺯﺍﺕ‪ .‬ﻋﻨﺪﻣﺎ ﺍﺧﺘﻠﻔﻮﺍ ﻣﻊ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ‪ ،‬ﺃﻇﻬﺮ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻻﺣﺘﺮﺍﻡ ﻟﻸﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺗﺤﺪﺛﻮﺍ‪،‬‬

‫ﺑﺪﻻ ًﻣﻦ ﺍﻟﺘﻘﻠﻴﻞ ﻣﻨﻬﻢ‪ .‬ﺇﺫﺍﻗﻤﺖ ﺑﺮﺳﻢ ﺧﺮﻳﻄﺔ ﻟﻠﻄﺎﻗﺔ ﻓﻲ ﺷﺒﻜﺔ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ‪ ،‬ﻓﺴﺘﺠﺪ ﺃﻧﻪ ﻳﺸﺒﻪ ﺍﻟﺸﻤﺲ ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻧﻈﻤﺔ‬

‫ﺍﻟﺸﻤﺴﻴﺔﺍﻟﻤﺨﺘﻠﻔﺔ‪ .‬ﻗﺒﻞ ﻋﺪﺓ ﺳﻨﻮﺍﺕ‪ ،‬ﻓﻲ ﺣﻔﻞ ﻋﻄﻠﺔ‪ ،‬ﺍﻟﺘﻘﻰ ﺭﻳﻔﻜﻴﻦ ﺑﺮﺟﻞ ﺃﻋﻤﺎﻝ ﻣﻜﺎﻓﺢ ﺍﺳﻤﻪ ﺭﻳﻤﻮﻧﺪ ﺭﻭﻑ‪ .‬ﺑﺪﺃﻭﺍ ﻓﻲﺍﻟﺪﺭﺩﺷﺔ‪ ،‬ﻭﻗﺪﻡ ﻟﻪ‬

‫ﺭﻳﻔﻜﻴﻦ ﺑﻌﺾ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ‪ .‬ﻭﺑﻌﺪ ﺳﺘﺔ ﺃﺷﻬﺮ‪ ،‬ﻛﺎﻥ ﺭﻭﻑ ﻳﻌﻤﻞ ﻋﻰﻠ ﺇﻧﺸﺎء ﺷﺮﻛﺔ ﻧﺎﺷﺉﺔ ﺟﺪﻳﺪﺓ ﻭﺗﻮﺍﺻﻞﻣﻊ ﺭﻳﻔﻜﻴﻦ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﻤﺸﻮﺭﺓ‪.‬‬

‫ﺭﺩ ﺭﻳﻔﻜﻴﻦ ﻓﻲ ﻧﻔﺲ ﺍﻟﻴﻮﻡ ﻭﻗﺎﻡ ﺑﺈﻋﺪﺍﺩ ﻭﺟﺒﺔ ﺍﻹﻓﻄﺎﺭ ﻓﻲ ﺻﺒﺎﺡ ﺍﻟﻴﻮﻡ‬

‫ﺍﻟﺘﺎﻟﻲ‪،‬ﺣﻴﺚ ﺃﻣﻀﻰ ﺳﺎﻋﺘﻴﻦ ﻓﻲ ﺗﻘﺪﻳﻢ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ ﺇﻰﻟ ﺭﻭﻑ‪ .‬ﻭﺑﻌﺪﺑﻀﻌﺔ ﺃﺷﻬﺮ‪ ،‬ﺍﻟﺘﻘﻴﺎ ﻣﺮﺓ ﺃﺧﺮﻯ‪ .‬ﻟﻘﺪ ﻗﻀﻰ ﺭﻭﻑ ﻋﺎﻣﻴﻦ ﺩﻭﻥ‬

‫ﺩﺧﻞ‪ ،‬ﻭﻛﺎﻧﺖ ﺍﻟﺴﺒﺎﻛﺔ ﻓﻲ ﻣﻨﺰﻟﻪ ﻣﻌﻄﻠﺔ‪ ،‬ﻟﺬﻟﻚ‬

‫ﺍﺷﺘﺮﻯﻋﻀﻮﻳﺔ ﻓﻲ ﺻﺎﻟﺔ ﺍﻷﻟﻌﺎﺏ ﺍﻟﺮﻳﺎﺿﻴﺔ ﻟﻼﺳﺘﺤﻤﺎﻡ ﻫﻨﺎﻙ‪ .‬ﺟﺮﻯ‬

‫ﺇﻰﻟﺭﻳﻔﻜﻴﻦ‪ ،‬ﺍﻟﺬﻱ ﺳﺄﻝ ﻋﻦ ﻛﻴﻔﻴﺔ ﺳﻴﺮ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻨﺎﺷﺉﺔ ﻭﻗﺪﻡ ﺑﻌﺾ ﺍﻷﻓﻜﺎﺭ ﺍﻟﺘﻲ ﻻ ﺗﻘﺪﺭ ﺑﺜﻤﻦ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺇﻋﺎﺩﺓ ﻭﺿﻊﺷﺮﻛﺘﻪ‪ .‬ﺛﻢ ﺷﺮﻉ‬

‫ﺭﻳﻔﻜﻴﻦ ﻓﻲ ﺗﻘﺪﻳﻢ ﺭﻭﻑ ﺇﻰﻟ ﺃﺣﺪ ﺃﺻﺤﺎﺏ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻻﺳﺘﺜﻤﺎﺭﻱ‪ ،‬ﺍﻟﺬﻱ ﺍﻧﺘﻬﻰ ﺑﻪ ﺍﻷﻣﺮ ﺇﻰﻟ ﺗﻤﻮﻳﻞﺷﺮﻛﺘﻪ ﻭﺃﺻﺒﺢ ﻋﻀﻮًﺍ ﻓﻲ ﻣﺠﻠﺲ‬

‫ﺍﻹﺩﺍﺭﺓ‪ .‬ﻳﻘﻮﻝ ﺭﻭﻑ‪ " :‬ﺳﻴﻌﻘﺪ ﺍﻻﺛﻨﺎﻥ ﺍﺟﺘﻤﺎﻋﺎﺕ ﺑﺸﺄﻧﻲ ﻟﻤﻨﺎﻗﺸﺔ ﻛﻴﻒ ﻳﻤﻜﻨﻬﻢﻣﺴﺎﻋﺪﺗﻲ‪ ".‬ﺃﺻﺒﺤﺖ ﺷﺮﻛﺔ ﺭﻭﻑ‪ ،GraphScience ،‬ﻭﺍﺣﺪﺓ‬

‫ﻣﻦ ﺃﻓﻀﻞ ﺷﺮﻛﺎﺕ ﺗﺤﻠﻴﻼﺕ ﻓﻴﺴﺒﻮﻙ ﻓﻲ‬

‫ﺍﻟﻌﺎﻟﻢ‪،‬ﻭﻳﻘﻮﻝ ﺇﻥ ﺫﻟﻚ ﻟﻢ ﻳﻜﻦ ﻟﻴﺤﺪﺙ ﺑﺪﻭﻥ ﻣﺴﺎﻋﺪﺓ ﺭﻳﻔﻜﻴﻦ‪.‬‬

‫ﺣﺘﻰﺃﻥ ﺭﻳﻔﻜﻴﻦ ﻧﺠﺢ ﻓﻲ ﺇﻟﻘﺎء ﺍﻟﻀﻮء ﻋﻰﻠ ﻣﺸﺎﺭﻳﻊ ﻛﺎﺗﺐ ‪ /‬ﻣﺨﺮﺝ ﻫﻮﻟﻴﻮﺩ‪ .‬ﻭﻛﻤﺎ ﺳﺘﺮﻭﻥ ﻓﻲ ﺍﻟﻔﺼﻞ ﺍﻟﺜﺎﻣﻦ‪،‬‬

‫ﻓﻘﺪﺍﻟﺘﻘﻴﺎ ﻷﻥ ﺭﻳﻔﻜﻴﻦ ﺷﺎﺭﻙ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﻟﺨﺎﺻﺔ ﺑﻪ ﻋﻠﻨًﺎ ﻋﻰﻠ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻓﻲ ﻣﺤﺎﺩﺛﺔ ﻏﻴﺮ ﺭﺳﻤﻴﺔ‪ ،‬ﺫﻛﺮ ﻣﺨﺮﺝﻫﻮﻟﻴﻮﻭﺩ ﺃﻧﻪ ﺃﻧﻬﻰ ﻟﻠﺘﻮ‬

‫ﺇﻧﺘﺎﺝ ﺳﻠﺴﻠﺔ ﻟﺸﻮﺗﺎﻳﻢ ﻭﻃﻠﺐ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻣﻦ ﺭﻳﻔﻜﻴﻦ‪ .‬ﻳﻘﻮﻝ ﺍﻟﻤﺨﺮﺝ‪" :‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪﻧﺎﺟﺢ ﺟﺪًﺍ ﻓﻲ ﺍﻟﻤﺠﺎﻝ ﺍﻟﺬﻱ ﺍﺧﺘﺎﺭﻩ‪ ،‬ﺇﻻ ﺃﻧﻨﻲ ﻟﻢ ﺃﺿﻊ‬

‫ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻤﺼﺪﺍﻗﻴﺔ ﻓﻲ ﻣﻬﺎﺭﺗﻪ ﻛﺈﻋﻼﻣﻲ ﻓﻲ ﻫﻮﻟﻴﻮﻭﺩ‪ " ".‬ﺍﻟﺼﺒﻲﻛﻨﺖ ﻣﺨﻄﺉﺎ"! ﻓﻲ ﻏﻀﻮﻥ ﺃﺭﺑﻊ ﻭﻋﺸﺮﻳﻦ ﺳﺎﻋﺔ‪ ،‬ﻗﺎﻡ ﺭﻳﻔﻜﻴﻦ ﺑﺈﻋﺪﺍﺩ‬

‫ﺍﺟﺘﻤﺎﻋﺎﺕ ﻭﻋﺮﻭﺽ ﺧﺎﺻﺔ ﻟﻠﻌﺮﺽ ﻣﻊ‬

‫ﻛﺒﺎﺭﺍﻟﻤﺴﺆﻭﻟﻴﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻓﻲ ﺗﻮﻳﺘﺮ ﻭﻳﻮﺗﻴﻮﺏ‪ .‬ﻳﺸﺮﺡ ﺟﻬﺔ ﺍﻻﺗﺼﺎﻝ ﻓﻲ ﻫﻮﻟﻴﻮﻭﺩ‪:‬‬

‫ﻣﻦﺍﻟﻤﻬﻢ ﺍﻟﺘﺄﻛﻴﺪ‪ :‬ﻟﻢ ﻳﻜﻦ ﻵﺩﻡ ﺃﻱ ﻣﺼﻠﺤﺔ ﻋﻰﻠ ﺍﻹﻃﻼﻕ ﻓﻲ ﻧﺠﺎﺡ ﻋﺮﺿﻲ‪ .‬ﻳﻐﺮﻕ ﺃﻭ ﻳﺴﺒﺢ‪ ،‬ﻓﻬﻮﻟﻦ ﻳﺴﺘﻔﻴﺪ ﺃﻭ ﻳﻌﺎﻧﻲ ﻓﻲ ﻛﻠﺘﺎ ﺍﻟﺤﺎﻟﺘﻴﻦ‪.‬‬

‫ﻭﻟﻜﻦ ﻭﻓﻴًﺎ ﻟﻔﺮﺣﻪ ﺍﻟﺤﻘﻴﻘﻲ ﺑﺎﻟﻌﻄﺎء‪ ،‬ﻓﻘﺪ ﺑﺬﻝ ﻗﺼﺎﺭﻯﺟﻬﺪﻩ ﻟﻴﻘﺪﻡ ﻟﻨﺎ ﻋﺪﺩًﺍ ﻻ ﻳﺤﺼﻰ ﻣﻦ ﺍﻟﻔﺮﺹ ﺍﻹﻋﻼﻣﻴﺔ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺍﻧﻘﺸﻊ ﺍﻟﻐﺒﺎﺭ‪ ،‬ﻛﺎﻥ‬

‫ﻣﺴﺆﻭﻻً ﺑﻤﻔﺮﺩﻩ ﻋﻦ ﺍﻟﻤﻘﺎﻻﺕ ﺍﻹﻳﺠﺎﺑﻴﺔ ﻭﺍﻟﻤﺘﻮﻫﺠﺔ ﻓﻲ ﻋﺪﺩ ﻻ ﻳﺤﺼﻰ ﻣﻦ ﻭﺳﺎﺉﻞ ﺍﻹﻋﻼﻡ ﺍﻟﻮﻃﻨﻴﺔ‪،‬ﻓﻀﻼ ًﻋﻦ ﺍﻟﺪﻋﺎﻳﺔ ﺍﻟﻤﺬﻫﻠﺔ ﻋﻰﻠ‬
‫ﻭﺳﺎﺉﻞ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ‪ .‬ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ ،‬ﻛﺎﻥ ﻛﺮﻣﻪ ﺃﻛﺜﺮﺗﺄﺛﻴﺮًﺍ ﻭﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﺑﻜﺜﻴﺮ ﻣﻦ ﻭﻛﻴﻞ ﺍﻟﺪﻋﺎﻳﺔ ﻓﻲ ﻫﻮﻟﻴﻮﻭﺩ ﺍﻟﺬﻱ ﻳﺘﻘﺎﺿﻰ ﺃﺟﻮﺭًﺍ‬

‫ﻣﺮﺗﻔﻌﺔ ﻓﻲ ﺑﺮﻧﺎﻣﺠﻨﺎ‪.‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﺗﻤﺘﻊ ﺍﻟﻌﺮﺽ ﺑﺄﻋﻰﻠ ﺍﻟﺘﻘﻴﻴﻤﺎﺕ ﺍﻟﺘﻲ ﺣﺼﻞ ﻋﻠﻴﻬﺎ ﻋﻰﻠ ﺍﻹﻃﻼﻕ ﻓﻲ‬

‫ﻓﺘﺮﺗﻪﺍﻟﺰﻣﻨﻴﺔ ﻓﻲ ﺗﺎﺭﻳﺦ ﺷﻮﺗﺎﻳﻢ! ﻟﻘﺪ ﺃﻋﻄﺖ ﺷﻮﺗﺎﻳﻢ‪ ،‬ﺍﻟﺘﻲ ﺃﻋﺠﺒﺖ ﺑﺄﺭﻗﺎﻡ ﻋﺮﺿﻨﺎ ﺍﻟﻤﺘﻮﺍﺿﻌﺔ‪ ،‬ﺍﻟﻀﻮءﺍﻷﺧﻀﺮ ﻟﻤﺴﻠﺴﻞ ﺁﺧﺮ‪ .‬ﻛﺮﻣﻪ ﻫﻮ‬

‫ﺍﻟﻤﺴﺆﻭﻝ ﻋﻦ ﻧﺠﺎﺡ ﺍﻟﻌﺮﺽ ﻭﻗﺒﻮﻝ ﺷﻮﺗﺎﻳﻢ ﻟﺴﻠﺴﻠﺘﻲ‬

‫ﺍﻟﺤﺎﻟﻴﺔ‪.‬‬

‫ﺑﺎﻟﻨﺴﺒﺔﻟﺸﺨﺺ ﻳﻌﻄﻲ ﻫﺬﻩ ﺍﻟﻤﺸﺎﻋﺮ ﻭﻳﻠﻬﻢ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻨﻮﺍﻳﺎ ﺍﻟﺤﺴﻨﺔ‪ ،‬ﻓﺈﻥ ﺇﻋﺎﺩﺓ ﺍﻻﺗﺼﺎﻝ ﻫﻲ ﺗﺠﺮﺑﺔ ﺗﻨﺸﻴﻄﻴﺔ‪.‬‬

‫ﻓﻜﺮﻓﻲ ﺍﻟـ ‪ 265‬ﺷﺨﺼًﺎ ﺍﻟﺬﻳﻦ ﻛﺘﺐ ﻟﻬﻢ ﺭﻳﻔﻜﻴﻦ ﺗﻮﺻﻴﺎﺕ ‪ ،LinkedIn‬ﺃﻭ ﻣﺉﺎﺕ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺬﻳﻦ ﻳﺴﺎﻋﺪﻫﻢ ﻓﻲ ‪ Miles106.‬ﻟﻴﺲ ﻣﻦ‬

‫ﺍﻟﻤﺒﺎﻟﻐﺔ ﺃﻥ ﻧﺘﺨﻴﻞ ﺃﻥ ﻛﻞ ﻭﺍﺣﺪ ﻣﻨﻬﻢ ﺳﻴﻜﻮﻥ ﻣﺘﺤﻤﺴًﺎ ﻹﻋﺎﺩﺓ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺭﻳﻔﻜﻴﻦ‬

‫ﻭﻣﺴﺎﻋﺪﺗﻪ‪،‬ﺇﺫﺍ ﻓﻘﺪﻭﺍ ﺍﻻﺗﺼﺎﻝ‪.‬‬

‫ﻟﻜﻦﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻻ ﻳﺴﻌﻰ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﻣﺴﺎﻋﺪﺗﻬﻢ‪ ،‬ﻋﻰﻠ ﺍﻷﻗﻞ ﻟﻴﺲ ﻟﻨﻔﺴﻪ‪ .‬ﻫﺪﻑ ﺭﻳﻔﻜﻴﻦ ﺍﻟﺤﻘﻴﻘﻲ ﻫﻮ ﺗﻐﻴﻴﺮ ﺃﻓﻜﺎﺭﻧﺎﺍﻷﺳﺎﺳﻴﺔ ﺣﻮﻝ‬

‫ﻛﻴﻔﻴﺔ ﺑﻨﺎء ﺷﺒﻜﺎﺗﻨﺎ ﻭﻣﻦ ﻳﺠﺐ ﺃﻥ ﻳﺴﺘﻔﻴﺪ ﻣﻨﻬﺎ‪ .‬ﻭﻫﻮ ﻳﻌﺘﻘﺪ ﺃﻧﻨﺎ ﻳﺠﺐ ﺃﻥ ﻧﻨﻈﺮ ﺇﻰﻟ ﺍﻟﺸﺒﻜﺎﺕ‬

‫ﻛﻮﺳﻴﻠﺔﻟﺨﻠﻖ ﺍﻟﻘﻴﻤﺔ ﻟﻠﺠﻤﻴﻊ‪ ،‬ﻭﻟﻴﺲ ﻓﻘﻂ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﻬﺎ ﻷﻧﻔﺴﻨﺎ‪ .‬ﻭﻫﻮ ﻣﻘﺘﻨﻊ ﺑﺄﻥ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﺍﻟﻤﺎﻧﺢ ﻓﻲ ﺍﻟﺘﻮﺍﺻﻞ‬

‫ﻳﻤﻜﻦﺃﻥ ﻳﻘﺘﻠﻊ ﺍﻟﻘﺎﻋﺪﺓ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻠﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﺑﻄﺮﻳﻘﺔ ﻣﺜﻤﺮﺓ ﻟﻠﻐﺎﻳﺔ ﻟﺠﻤﻴﻊ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ‪.‬‬
‫ﺧﺪﻣﺔﺍﻟﺨﻤﺲ ﺩﻗﺎﺉﻖ ﻓﻲﻋﺎﻡ ‪ ،2012‬ﻃُﻠﺐ ﻣﻦ ﺇﺣﺪﻯ ﻣﺴﺉﻮﻟﻲ ﺍﻟﺘﻮﻇﻴﻒ ﻓﻲ ‪ ،LinkedIn‬ﺗﺪﻋﻰ ﺳﺘﻴﻔﺎﻧﻲ‪ ،‬ﺇﺩﺭﺍﺝ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺜﻼﺛﺔ‬

‫ﺍﻟﺬﻳﻦﻛﺎﻥ ﻟﻬﻢ ﺍﻟﺘﺄﺛﻴﺮ ﺍﻷﻛﺒﺮ ﻋﻰﻠ ﺣﻴﺎﺗﻬﺎ ﺍﻟﻤﻬﻨﻴﺔ‪ .‬ﺻُﺪﻡ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻋﻨﺪﻣﺎ ﻋﻠﻢ ﺃﻧﻪ ﻇﻬﺮ ﻓﻲ ﻗﺎﺉﻤﺘﻬﺎ‪ ،‬ﻷﻧﻬﻤﺎ ﺍﻟﺘﻘﻴﺎ‬

‫ﻣﺮﺓﻭﺍﺣﺪﺓ ﻓﻘﻂ‪ ،‬ﻗﺒﻞ ﺃﺷﻬﺮ‪ .‬ﻛﺎﻧﺖ ﺳﺘﻴﻔﺎﻧﻲ ﺗﺒﺤﺚ ﻋﻦ ﻭﻇﻴﻔﺔ ﻭﺍﻟﺘﻘﺖ ﺑﺮﻳﻔﻜﻴﻦ ﻣﻦ ﺧﻼﻝ ﺻﺪﻳﻖ ﺃﺣﺪ ﺍﻷﺻﺪﻗﺎء‪.‬‬

‫ﻟﻘﺪﻗﺪﻡ ﻟﻬﺎ ﺍﻟﻨﺼﺎﺉﺢ‪ ،‬ﻋﺒﺮ ﺍﻟﺮﺳﺎﺉﻞ ﺍﻟﻨﺼﻴﺔ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ‪ ،‬ﻭﺳﺎﻋﺪﻫﺎ ﻓﻲ ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﻓﺮﺹ ﻋﻤﻞ‪ .‬ﻟﻘﺪ ﺭﺍﺳﻠﺘﻪ ﻋﺒﺮﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬

‫ﻟﻠﺘﻌﺒﻴﺮ ﻋﻦ ﺍﻣﺘﻨﺎﻧﻬﺎ ﻭﻋﺮﺿﺖ ﺍﻟﺮﺩ ﺑﺎﻟﻤﺜﻞ‪" :‬ﺃﻋﻠﻢ ﺃﻧﻨﺎ ﺍﻟﺘﻘﻴﻨﺎ ﺷﺨﺼﻴًﺎ ﻣﺮﺓ ﻭﺍﺣﺪﺓ ﻓﻘﻂ ﻭﻧﺘﺤﺪﺙ‬

‫ﻓﻘﻂﻣﻦ ﺣﻴﻦ ﻵﺧﺮ‪ ،‬ﻟﻜﻨﻚ ﺳﺎﻋﺪﺗﻨﻲ ﺃﻛﺜﺮ ﻣﻤﺎ ﺗﻌﻠﻢ‪ . . .‬ﺃﻭﺩ ﺣﻘًﺎ ﺃﻥ ﺃﻓﻌﻞ ﺷﻴﺉًﺎ ﻟﻠﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺭﺩ ﺍﻟﺠﻤﻴﻞ ﻟﻚ‪.‬‬

‫ﻟﻜﻦﺳﺘﻴﻔﺎﻧﻲ ﻟﻢ ﺗﻜﻦ ﺗﺘﻄﻠﻊ ﻓﻘﻂ ﺇﻰﻟ ﻣﺴﺎﻋﺪﺓ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ‪ .‬ﻭﺑﺪﻻً ﻣﻦ ﺫﻟﻚ‪ ،‬ﺗﻄﻮﻋﺖ ﻟﺤﻀﻮﺭ ﺍﺟﺘﻤﺎﻉ ‪ 106‬ﺃﻣﻴﺎﻝ ﻟﺮﻭﺍﺩﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻭﺍﺩﻱ‬

‫ﺍﻟﺴﻴﻠﻴﻜﻮﻥ ﺣﺘﻰ ﺗﺘﻤﻜﻦ ﻣﻦ ﻣﺴﺎﻋﺪﺓ ﺭﻳﻔﻜﻴﻦ ﻓﻲ ﻣﺴﺎﻋﺪﺗﻬﻢ‪ .‬ﻓﻲ ﺍﻻﺟﺘﻤﺎﻉ‪ ،‬ﺳﺘﻘﺪﻡ‬

‫ﺳﺘﻴﻔﺎﻧﻲﺗﻌﻠﻴﻘﺎﺕ ﻟﺮﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺣﻮﻝ ﺃﻓﻜﺎﺭﻫﻢ‪ ،‬ﻭﺗﻌﺮﺽ ﻋﻠﻴﻬﻢ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻨﻤﺎﺫﺝ ﺍﻷﻭﻟﻴﺔ ﻟﻤﻨﺘﺠﺎﺗﻬﻢ‪ ،‬ﻭﺗﺴﻬﻞ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊﺍﻟﻤﺘﻌﺎﻭﻧﻴﻦ‬

‫ﻭﺍﻟﻤﺴﺘﺜﻤﺮﻳﻦ ﺍﻟﻤﺤﺘﻤﻠﻴﻦ‪ .‬ﻟﻘﺪ ﺣﺪﺙ ﻧﻔﺲ ﺍﻟﺸﻲء ﻣﻊ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ ﺍﻟﺬﻳﻦ ﺳﺎﻋﺪﻫﻢ ﺭﻳﻔﻜﻴﻦ‪.‬ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺤﻀﺮ ﺭﻳﻤﻮﻧﺪ ﺭﻭﻑ‬

‫ﺍﺟﺘﻤﺎﻋﺎﺕ ‪ 106‬ﻣﺎﻳﻠﺰ ﻟﻤﺴﺎﻋﺪﺓ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﻛﺬﻟﻚ ﻳﻔﻌﻞ ﻣﻬﻨﺪﺱ ﻳُﺪﻋﻰﺑﻮﺏ‪ ،‬ﺍﻟﺘﻘﻰ ﺑﺮﻳﻔﻜﻴﻦ ﻓﻲ ﺣﺎﻧﺔ ﻋﺎﻡ ‪ 2009 .‬ﻭﺃﺟﺮﻳﺎ‬

‫ﻣﺤﺎﺩﺛﺔ‪ ،‬ﻭﻋﻠﻢ ﺭﻳﻔﻜﻴﻦ ﺃﻥ ﺑﻮﺏ ﻛﺎﻥ ﻋﺎﻃﻼً ﻋﻦ ﺍﻟﻌﻤﻞ‪ ،‬ﻟﺬﻟﻚ ﻗﺪﻡﺑﻌﺾ ﺍﻟﻤﻘﺪﻣﺎﺕ ﺍﻟﺘﻲ ﺣﺼﻠﺖ ﻋﻰﻠ ﻭﻇﻴﻔﺔ ﻟﺒﻮﺏ‪ .‬ﺗﻮﻗﻔﺖ ﺍﻟﺸﺮﻛﺔ ﻋﻦ‬

‫ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺃﺟﺮﻯ ﺭﻳﻔﻜﻴﻦ ﺍﻟﻤﺰﻳﺪ ﻣﻦ‬

‫ﺍﻻﺗﺼﺎﻻﺕﺍﻟﺘﻲ ﺃﺩﺕ ﺇﻰﻟ ﺣﺼﻮﻝ ﺑﻮﺏ ﻋﻰﻠ ﻭﻇﻴﻔﺔ ﻓﻲ ﺷﺮﻛﺔ ﻧﺎﺷﺉﺔ‪ ،‬ﻭﺍﻟﺘﻲ ﺍﺳﺘﺤﻮﺫﺕ ﻋﻠﻴﻬﺎ ﺟﻮﺟﻞ ﺑﻌﺪ ﺳﺘﺔ ﺃﺷﻬﺮ‪.‬‬

‫ﺍﻟﻴﻮﻡ‪،‬ﺃﺻﺒﺢ ﺑﻮﺏ ﻣﻬﻨﺪﺳًﺎ ﻧﺎﺟﺤًﺎ ﻓﻲ ‪ ،Google‬ﻭﻫﻮ ﻳﺪﻓﻊ ﺗﻜﺎﻟﻴﻒ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﺘﻲ ﺗﻠﻘﺎﻫﺎ ﻋﺒﺮ ﺷﺒﻜﺔ ‪Miles. 106‬‬

‫ﻭﻫﺬﺍﻫﻮ ﺩﻭﺭﺍﻥ ﺟﺪﻳﺪ ﻋﻰﻠ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ .‬ﻓﻲ ﺍﻟﻤﺪﺭﺳﺔ ﺍﻟﻘﺪﻳﻤﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟﻠﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ ،‬ﻛﺎﻥ ﺍﻟﻨﺎﺱ ﻳﻌﻤﻠﻮﻥﻣﺜﻞ ﺍﻟﻤﺘﻄﺎﺑﻘﻴﻦ‪ ،‬ﺣﻴﺚ‬

‫ﻳﺘﺒﺎﺩﻟﻮﻥ ﺍﻟﻘﻴﻤﺔ ﺫﻫﺎﺑًﺎ ﻭﺇﻳﺎﺑًﺎ ﻣﻊ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ‪ .‬ﻟﻘﺪ ﺳﺎﻋﺪﻧﺎ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺳﺎﻋﺪﻭﻧﺎ‪،‬ﻭﺃﻋﻄﻴﻨﺎ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺃﺭﺩﻧﺎ ﻣﻨﻬﻢ ﺷﻴﺉًﺎ ﻓﻲ‬

‫ﺍﻟﻤﻘﺎﺑﻞ‪ .‬ﻟﻜﻦ ﺍﻟﻴﻮﻡ‪ ،‬ﺃﺻﺒﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺜﻞ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ‬

‫ﻗﺎﺩﺭﻳﻦﻋﻰﻠ ﺇﺛﺎﺭﺓ ﺷﻜﻞ ﺃﻛﺜﺮ ﻗﻮﺓ ﻣﻦ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ .‬ﺑﺪﻻ ﻣﻦ ﻗﻴﻤﺔ ﺍﻟﺘﺪﺍﻭﻝ‪ ،‬ﻳﻬﺪﻑ ﺭﻳﻔﻜﻴﻦ ﺇﻰﻟ ﺇﺿﺎﻓﺔ ﻗﻴﻤﺔ‪ .‬ﻭﻳﺨﻀﻊﻋﻄﺎءﻩ ﻟﻘﺎﻋﺪﺓ‬

‫ﺑﺴﻴﻄﺔ‪ :‬ﺧﺪﻣﺔ ﺍﻟﺨﻤﺲ ﺩﻗﺎﺉﻖ‪" .‬ﻳﺠﺐ ﺃﻥ ﺗﻜﻮﻥ ﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻠﻘﻴﺎﻡ ﺑﺸﻲء ﺳﻴﺴﺘﻐﺮﻕ ﻣﻨﻚ‬

‫ﺧﻤﺲﺩﻗﺎﺉﻖ ﺃﻭ ﺃﻗﻞﻷﻱ ﺷﺨﺺ ‪ ".‬ﻻﻳﻔﻜﺮ ﺭﻳﻔﻜﻴﻦ ﻓﻴﻤﺎ ﺳﻴﺴﺎﻫﻢ ﺑﻪ ﺃﻱ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺴﺎﻋﺪﻫﻢ‪ .‬ﻓﻲ ﺣﻴﻦ ﺃﻥ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻳﺠﻤﻌﻮﻥ‬

‫ﺷﺒﻜﺎﺕ‬

‫ﻛﺒﻴﺮﺓﻟﻴﺒﺪﻭﻭﺍ ﻣﻬﻤﻴﻦ ﻭﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﺍﻷﺷﺨﺎﺹ ﺍﻷﻗﻮﻳﺎء‪ ،‬ﻭﻳﻘﻮﻡ ﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﺑﺬﻟﻚ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ‬

‫ﺧﺪﻣﺎﺕ‪،‬ﻓﺈﻥ ﺭﻳﻔﻜﻴﻦ ﻳﻔﻌﻞ ﺫﻟﻚ ﻟﺨﻠﻖ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﻓﺮﺹ ﺍﻟﻌﻄﺎء‪ .‬ﻭﻋﻰﻠ ﺣﺪ ﺗﻌﺒﻴﺮ ﻋﺎﻟﻢ ﺍﻟﺴﻴﺎﺳﺔ ﺑﺠﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ‪،‬‬

‫ﺭﻭﺑﺮﺕﺑﻮﺗﻨﺎﻡ‪" ،‬ﺳﺄﻓﻌﻞ ﻫﺬﺍ ﻣﻦ ﺃﺟﻠﻚ ﺩﻭﻥ ﺃﻥ ﺃﺗﻮﻗﻊ ﻣﻨﻚ ﺃﻱ ﺭﺩ ﻣﺤﺪﺩ‪ ،‬ﻓﻲ ﺍﻟﺘﻮﻗﻊ ﺍﻟﻮﺍﺛﻖ ﺑﺄﻥﺷﺨﺺ ﺁﺧﺮ ﺳﻮﻑ ﻳﻔﻌﻞﺷﻴﺉﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻲ‬

‫ﻋﻰﻠ ﺍﻟﻄﺮﻳﻖ" ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺸﻌﺮ ﺍﻟﻨﺎﺱ ﺑﺎﻻﻣﺘﻨﺎﻥ ﻟﻤﺴﺎﻋﺪﺓ ﺭﻳﻔﻜﻴﻦ‪ ،‬ﻣﺜﻞ ﺳﺘﻴﻔﺎﻧﻲ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢﺃﻥ ﻳﺪﻓﻌﻮﺍ ﺗﻠﻚ ﺍﻟﻤﺴﺎﻋﺪﺓ‪ .‬ﺗﻘﻮﻝ ﺳﺘﻴﻔﺎﻧﻲ‪:‬‬

‫"ﻟﻘﺪ ﻛﻨﺖ ﺩﺍﺉﻤًﺎ ﺷﺨﺼًﺎ ﺻﺎﺩﻗًﺎ ﻭﻃﻴﺐ ﺍﻟﻘﻠﺐ‪ ،‬ﻟﻜﻨﻨﻲ ﺣﺎﻭﻟﺖ ﺇﺧﻔﺎءﺫﻟﻚ ﻭﺃﻥ ﺃﻛﻮﻥ ﺃﻛﺜﺮ ﻗﺪﺭﺓ ﻋﻰﻠ ﺍﻟﻤﻨﺎﻓﺴﺔ ﺣﺘﻰ ﺃﺗﻤﻜﻦ ﻣﻦ ﺍﻟﻤﻀﻲ‬

‫ﻗﺪﻣًﺎ‪ .‬ﺍﻟﺪﺭﺱ ﺍﻟﻤﻬﻢ ﺍﻟﺬﻱ ﺗﻌﻠﻤﺘﻪ ﻣﻦ ﺁﺩﻡ ﻫﻮ ﺃﻧﻪﻳﻤﻜﻨﻚ ﺃﻥ ﺗﻜﻮﻥ ﺷﺨﺼًﺎ ﻃﻴﺐ ﺍﻟﻘﻠﺐ ﺣﻘًﺎ ﻭﺗﺴﺘﻤﺮ ﻓﻲ ﺍﻟﻤﻀﻲ ﻗﺪﻣًﺎ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻓﻲ ﻛﻞ‬

‫ﻣﺮﺓ ﻳﺸﺎﺭﻙ ﺭﻳﻔﻜﻴﻦ ﺧﺒﺮﺗﻪﺃﻭ ﺍﺗﺼﺎﻻﺗﻪ ﺑﺴﺨﺎء‪ ،‬ﻓﺈﻧﻪ ﻳﺴﺘﺜﻤﺮ ﻓﻲ ﺗﺸﺠﻴﻊ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺷﺒﻜﺘﻪ ﻋﻰﻠ ﺍﻟﺘﺼﺮﻑ ﻛﻤﻘﺪﻣﻴﻦ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻄﻠﺐ‬
‫ﺭﻳﻔﻜﻴﻦﺍﻟﻤﺴﺎﻋﺪﺓ ﻣﻦ ﺍﻟﻨﺎﺱ‪ ،‬ﻓﺈﻧﻪ ﻋﺎﺩﺓً ﻣﺎ ﻳﻄﻠﺐ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﻣﺴﺎﻋﺪﺓ ﺷﺨﺺ ﺁﺧﺮ‪ .‬ﻭﻫﺬﺍ ﻳﺰﻳﺪ ﻣﻦ ﺍﺣﺘﻤﺎﻻﺕ ﺳﻌﻲﺍﻷﺷﺨﺎﺹ ﻓﻲ‬

‫ﺷﺒﻜﺘﻪ ﺍﻟﻮﺍﺳﻌﺔ ﺇﻰﻟ ﺇﺿﺎﻓﺔ ﻗﻴﻤﺔ ﺑﺪﻻً ﻣﻦ ﺍﻟﻘﻴﻤﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻣﻤﺎ ﻳﻔﺘﺢ ﺍﻟﺒﺎﺏ ﻟﻪ ﻭﻵﺧﺮﻳﻦ‬

‫ﻟﻠﺤﺼﻮﻝﻋﻰﻠ ﻓﻮﺍﺉﺪ ﻣﻦ ﺃﺷﺨﺎﺹ ﻟﻢ ﻳﺴﺎﻋﺪﻭﻫﻢ ﻗﻂ ‪ -‬ﺃﻭ ﺣﺘﻰ ﺍﻟﺘﻘﻮﺍ ﺑﻬﻢ‪ .‬ﻣﻦ ﺧﻼﻝ ﺧﻠﻖ ﻣﻌﻴﺎﺭ ﻹﺿﺎﻓﺔ ﺍﻟﻘﻴﻤﺔ‪،‬‬

‫ﻳﺤﻮﻝﺭﻳﻔﻜﻴﻦ ﺍﻟﻌﻄﺎء ﻣﻦ ﺧﺴﺎﺭﺓ ﻣﺤﺼﻠﺘﻬﺎ ﺻﻔﺮ ﺇﻰﻟ ﻣﻜﺴﺐ ﻣﺮﺑﺢ ﻟﻠﺠﺎﻧﺒﻴﻦ‪.‬‬

‫ﻋﻨﺪﻣﺎﻳﻘﻮﻡ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﺑﺒﻨﺎء ﺷﺒﻜﺎﺕ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﺤﺎﻭﻟﻮﻥ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﺄﻛﺒﺮ ﻗﺪﺭ ﻣﻤﻜﻦ ﻣﻦ ﺍﻟﻘﻴﻤﺔ ﻷﻧﻔﺴﻬﻢ ﻣﻦ‬
‫ﻓﻄﻴﺮﺓﺛﺎﺑﺘﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻘﻮﻡ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺜﻞ ﺭﻳﻔﻜﻴﻦ ﺑﺒﻨﺎء ﺷﺒﻜﺎﺕ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻘﻮﻣﻮﻥ ﺑﺘﻮﺳﻴﻊ ﺍﻟﻜﻌﻜﺔ ﺣﺘﻰ ﻳﺘﻤﻜﻦ ﺍﻟﺠﻤﻴﻊ ﻣﻦﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ‬

‫ﺷﺮﻳﺤﺔ ﺃﻛﺒﺮ‪ .‬ﻭﻳﻘﻮﻝ ﻧﻴﻚ ﺳﻮﻟﻴﻔﺎﻥ‪ ،‬ﺭﺟﻞ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺬﻱ ﺍﺳﺘﻔﺎﺩ ﻣﻦ ﻣﺴﺎﻋﺪﺓ ﺭﻳﻔﻜﻴﻦ‪ ،‬ﺇﻥ "ﺁﺩﻡ ﻟﻪ ﻧﻔﺲﺍﻟﺘﺄﺛﻴﺮ ﻋﻠﻴﻨﺎ ﺟﻤﻴﻌﺎ‪ :‬ﻭﻫﻮ ﺟﻌﻠﻨﺎ‬

‫ﻧﺴﺎﻋﺪ ﺍﻟﻨﺎﺱ‪ ".‬ﻭﻳﻮﺿﺢ ﺭﻭﻑ‪" :‬ﻳﺮﻳﺪ ﺁﺩﻡ ﺩﺍﺉﻤًﺎ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻛﻞ ﻣﻦ ﻳﻌﻄﻴﻪ ﻳﻌﻄﻲﺃﻳﻀًﺎ ﻟﺸﺨﺺ ﺁﺧﺮ‪ .‬ﺇﺫﺍ ﺍﺳﺘﻔﺎﺩ ﺍﻟﻨﺎﺱ ﻣﻦ ﻧﺼﻴﺤﺘﻪ‪،‬‬

‫ﻓﺈﻧﻪ ﻳﺘﺄﻛﺪ ﻣﻦ ﺃﻧﻬﻢ ﻳﺴﺎﻋﺪﻭﻥ ﺍﻵﺧﺮﻳﻦ ﺍﻟﺬﻳﻦ ﻳﻘﺪﻡ ﻟﻬﻢ‬

‫ﺍﻟﻨﺼﺎﺉﺢ ‪ -‬ﺇﻧﻪ ﺇﻧﺸﺎء ﺷﺒﻜﺔ‪ ،‬ﻭﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﻛﻞ ﻓﺮﺩ ﻓﻲ ﺷﺒﻜﺘﻪ ﻳﺴﺎﻋﺪﻭﻥ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ‪ ،‬ﻭﻳﺪﻓﻌﻮﻥ ﺫﻟﻚ ﺇﻰﻟ ﺍﻷﻣﺎﻡ‪.‬‬

‫ﺗُﻈ ﻬﺮﺍﻷﺑﺤﺎﺙ ﺍﻟﻤﺘﻄﻮﺭﺓ ﻛﻴﻒ ﻳﺤﻔﺰ ﺭﻳﻔﻜﻴﻦ ﺍﻵﺧﺮﻳﻦ ﻋﻰﻠ ﺍﻟﻌﻄﺎء‪ .‬ﺇﻥ ﺍﻟﻌﻄﺎء‪ ،‬ﺧﺎﺻﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﻣﻤﻴﺰًﺍ ﻭﻣﺘﺴﻘًﺎ‪،‬‬

‫ﻳﺆﺳﺲﻟﻨﻤﻂ ﻳﻐﻴﺮ ﺃﻧﻤﺎﻁ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻟﺪﻯ ﺍﻵﺧﺮﻳﻦ ﺩﺍﺧﻞ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ .‬ﻟﻘﺪ ﺃﺗﻀﺢ ﺃﻥﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻌﻄﺎء ﻣﻌﺪﻳًﺎ‪ .‬ﻭﻓﻲﺇﺣﺪﻯ‬

‫ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻭﺟﺪ ﺧﺒﺮﺍء ﺍﻟﻌﺪﻭﻯ ﺟﻴﻤﺲ ﻓﺎﻭﻟﺮ ﻭﻧﻴﻜﻮﻻﺱ ﻛﺮﻳﺴﺘﺎﻛﻴﺲ ﺃﻥ ﺍﻟﻌﻄﺎء ﻳﻨﺘﺸﺮ ﺑﺴﺮﻋﺔ ﻭﻋﻰﻠ ﻧﻄﺎﻕﻭﺍﺳﻊ ﻋﺒﺮ ﺍﻟﺸﺒﻜﺎﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪.‬‬

‫ﻋﻨﺪﻣﺎ ﻳﺨﺘﺎﺭ ﺃﺣﺪ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﺴﺎﻫﻤﺔ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﺑﺘﻜﻠﻔﺔ ﺷﺨﺼﻴﺔ ﻋﻰﻠ ﻣﺪﻯﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﺠﻮﻻﺕ‪ ،‬ﻛﺎﻥ ﺃﻋﻀﺎء ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻵﺧﺮﻭﻥ ﺃﻛﺜﺮ‬

‫ﻋﺮﺿﺔ ﻟﻠﻤﺴﺎﻫﻤﺔ ﻓﻲ ﺍﻟﺠﻮﻻﺕ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪ ،‬ﺣﺘﻰ‬

‫ﻋﻨﺪﺍﻟﺘﻔﺎﻋﻞ ﻣﻊ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻟﻢ ﻳﻜﻮﻧﻮﺍ ﺣﺎﺿﺮﻳﻦ ﻓﻲ ﺍﻟﻔﻌﻞ ﺍﻷﺻﻠﻲ‪" .‬ﻳﺴﺘﻤﺮ ﻫﺬﺍ ﺍﻟﺘﺄﺛﻴﺮ ﻟﻔﺘﺮﺍﺕ ﻣﺘﻌﺪﺩﺓ ﻭﻳﻨﺘﺸﺮ ﺣﺘﻰﺛﻼﺙ ﺩﺭﺟﺎﺕ ﻣﻦ‬

‫ﻓﻲ‬ ‫ﺍﻻﻧﻔﺼﺎﻝ ) ﻣﻦ ﺷﺨﺺ ﻵﺧﺮ ﺇﻰﻟ ﺷﺨﺺ ﻵﺧﺮ"(‪ ،‬ﻛﻤﺎ ﻭﺟﺪ ﻓﺎﻭﻟﺮ ﻭﻛﺮﻳﺴﺘﺎﻛﻴﺲ‪ ،‬ﺑﺤﻴﺚ "ﻛﻞ ﻣﺴﺎﻫﻤﺔﺇﺿﺎﻓﻴﺔ ﻳﻘﺪﻣﻬﺎ ﺍﻟﺸﺨﺺ‬

‫ﺍﻟﻔﺘﺮﺓ ﺍﻷﻭﻰﻟ ﻳﺘﻀﺎﻋﻒ ﺛﻼﺙ ﻣﺮﺍﺕ ﻋﻰﻠ ﻣﺪﺍﺭ ﺍﻟﺘﺠﺮﺑﺔ ﻣﻦ ﻗﺒﻞ ﺃﺷﺨﺎﺹ‬

‫ﺁﺧﺮﻳﻦﻳﺘﺄﺛﺮﻭﻥ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﺃﻭ ﻏﻴﺮ ﻣﺒﺎﺷﺮ ﻟﻠﻤﺴﺎﻫﻤﺔ ﺑﺸﻜﻞ ﺃﻛﺒﺮ ﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪.‬‬

‫ﻋﻨﺪﻣﺎﻳﺪﺧﻞ ﺍﻟﻨﺎﺱ ﻓﻲ ﻣﻮﻗﻒ ﺟﺪﻳﺪ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﺘﻄﻠﻌﻮﻥ ﺇﻰﻟ ﺍﻵﺧﺮﻳﻦ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺃﺩﻟﺔ ﺣﻮﻝ ﺍﻟﺴﻠﻮﻙ ﺍﻟﻤﻨﺎﺳﺐ‪.‬‬

‫ﻋﻨﺪﻣﺎﻳﺒﺪﺃ ﺍﻟﻌﻄﺎء ﺑﺎﻟﺤﺪﻭﺙ‪ ،‬ﻓﺈﻧﻪ ﻳﺼﺒﺢ ﻫﻮ ﺍﻟﻘﺎﻋﺪﺓ‪ ،‬ﻭﻳﻮﺍﺻﻠﻪ ﺍﻟﻨﺎﺱ ﻟﻸﻣﺎﻡ ﻓﻲ ﺗﻔﺎﻋﻼﺗﻬﻢ ﻣﻊ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻟﻠﺘﻮﺿﻴﺢ‪ ،‬ﺗﺨﻴﻞﺃﻧﻪ ﺗﻢ ﺗﻌﻴﻴﻨﻚ‬

‫ﺿﻤﻦ ﻣﺠﻤﻮﻋﺔ ﻣﻜﻮﻧﺔ ﻣﻦ ﺃﺭﺑﻌﺔ ﺃﺷﺨﺎﺹ‪ .‬ﺍﻷﺷﺨﺎﺹ ﺍﻟﺜﻼﺛﺔ ﺍﻵﺧﺮﻭﻥ ﻫﻢ ﻏﺮﺑﺎء‪ ،‬ﻭﺳﻴﺘﺨﺬ ﻛﻞ ﻣﻨﻜﻢﻗﺮﺍﺭﺍﺕ ﻣﺠﻬﻮﻟﺔ ﺍﻟﻤﺼﺪﺭ‪ ،‬ﺩﻭﻥ ﺃﻱ‬

‫ﻓﺮﺻﺔ ﻟﻠﺘﻮﺍﺻﻞ‪ ،‬ﺧﻼﻝ ﺳﺖ ﺟﻮﻻﺕ‪ .‬ﻓﻲ ﻛﻞ ﺟﻮﻟﺔ‪ ،‬ﺳﻴﺤﺼﻞ ﻛﻞ ﻭﺍﺣﺪ ﻣﻨﻜﻢ ﻋﻰﻠ‪ 3‬ﺩﻭﻻﺭﺍﺕ ﻭﺳﻴﻘﺮﺭ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺳﻴﺄﺧﺬﻫﺎ ﻟﻨﻔﺴﻪ ﺃﻭ‬

‫ﺳﻴﻌﻄﻴﻬﺎ ﻟﻠﻤﺠﻤﻮﻋﺔ‪ .‬ﺇﺫﺍ ﺃﺧﺬﺗﻪ‪ ،‬ﻓﺴﺘﺤﺼﻞ ﻋﻰﻠ ‪ 3‬ﺩﻭﻻﺭﺍﺕ ﻛﺎﻣﻠﺔ‪.‬ﺇﺫﺍ ﺃﻋﻄﻴﺘﻬﺎ ﻟﻠﻤﺠﻤﻮﻋﺔ‪ ،‬ﺳﻴﺤﺼﻞ ﻛﻞ ﻋﻀﻮ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻋﻰﻠ ‪2‬‬

‫ﺩﻭﻻﺭ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺃﻧﺖ‪ .‬ﻭﻓﻲ ﻧﻬﺎﻳﺔ ﻛﻞ‬

‫ﺟﻮﻟﺔ‪،‬ﺳﺘﻜﺘﺸﻒ ﻣﺎ ﻗﺮﺭﻩ ﺍﻟﺠﻤﻴﻊ‪ .‬ﺗﻜﻮﻥ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻓﻲ ﻭﺿﻊ ﺃﻓﻀﻞ ﺇﺫﺍ ﺗﺒﺮﻉ ﺍﻟﺠﻤﻴﻊ‪ ،‬ﺣﻴﺚ ﺳﻴﺤﺼﻞ ﻛﻞ ﻋﻀﻮ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔﻋﻰﻠ ‪ 8‬ﺩﻭﻻﺭﺍﺕ‬

‫ﻟﻜﻞ ﺟﻮﻟﺔ‪ ،‬ﺑﺤﺪ ﺃﻗﺼﻰ ﺇﺟﻤﺎﻟﻲ ﻗﺪﺭﻩ ‪ 48‬ﺩﻭﻻﺭًﺍ ﻋﻰﻠ ﻣﺪﺍﺭ ﺳﺖ ﺟﻮﻻﺕ‪ .‬ﻭﻟﻜﻦ ﺇﺫﺍ ﺗﺒﺮﻋﺖ ﻭﻟﻢ‬

‫ﻳﻔﻌﻞﺃﺣﺪ ﺁﺧﺮ‪ ،‬ﻓﺴﺘﺤﺼﻞ ﻋﻰﻠ ‪ 12‬ﺩﻭﻻﺭًﺍ ﻓﻘﻂ‪ .‬ﻭﻫﺬﺍ ﻳﺨﻠﻖ ﺣﺎﻓﺰًﺍ ﻟﻸﺧﺬ‪ ،‬ﻣﻤﺎ ﻳﻀﻤﻦ ﻟﻚ ‪ 18‬ﺩﻭﻻﺭًﺍ‪.‬‬

‫ﻧﻈﺮًﺍﻷﻧﻪ ﻻ ﻳﻤﻜﻨﻚ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺑﻌﻀﻜﻤﺎ ﺍﻟﺒﻌﺾ‪ ،‬ﻓﺈﻥ ﺍﻟﻌﻄﺎء ﻳﻌﺪ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺤﻔﻮﻓﺔ ﺑﺎﻟﻤﺨﺎﻃﺮ‪ .‬ﻟﻜﻦ ﻓﻲ ﺍﻟﺪﺭﺍﺳﺔ‬

‫ﺍﻟﻔﻌﻠﻴﺔ‪،‬ﻛﺎﻥ ‪ 15%‬ﻣﻦ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻛﺬﻟﻚﻣﺎﻧﺤﻮﻥ ﻣﺘﺴﻘﻮﻥ‪ :‬ﻟﻘﺪ ﺳﺎﻫﻤﻮﺍ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﺠﻮﻻﺕ ﺍﻟﺴﺖ‪ ،‬ﻭﻗﺪﻣﻮﺍﺗﻀﺤﻴﺎﺕ‬

‫ﺷﺨﺼﻴﺔ ﻟﺼﺎﻟﺢ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ .‬ﻭﻟﻢ ﺗﻜﻦ ﻣﻜﻠﻔﺔ ﻛﻤﺎ ﻛﻨﺖ ﺗﺘﻮﻗﻊ‪ .‬ﻭﻣﻦ ﺍﻟﻤﺜﻴﺮ ﻟﻠﺪﻫﺸﺔ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ‬

‫ﺍﻟﻤﺴﺘﻤﺮﻳﻦﻣﺎ ﺯﺍﻟﻮﺍ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ ﻓﻲ ﺣﺎﻟﺔ ﺟﻴﺪﺓ‪ :‬ﻓﻘﺪ ﺧﺮﺟﻮﺍ ﺑﺄﻣﻮﺍﻝ ﺗﺰﻳﺪ ﺑﻨﺴﺒﺔ ‪ 26‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻲ ﺍﻟﻤﺘﻮﺳﻂ ﻋﻦ‬

‫ﺍﻟﻤﺸﺎﺭﻛﻴﻦﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﺘﻲ ﻟﻴﺲ ﻟﺪﻳﻬﺎ ﻣﺎﻧﺢ ﻭﺍﺣﺪ ﺛﺎﺑﺖ‪ .‬ﻛﻴﻒ ﻳﻤﻜﻨﻬﻢ ﺃﻥ ﻳﻌﻄﻮﺍ ﺍﻟﻤﺰﻳﺪ ﻭﻳﺤﺼﻠﻮﺍ ﻋﻰﻠ ﺍﻟﻤﺰﻳﺪ؟‬

‫ﻋﻨﺪﻣﺎﺿﻤﺖ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﻣﺎﻧﺤًﺎ ﻭﺍﺣﺪًﺍ ﺛﺎﺑﺘًﺎ‪ ،‬ﺳﺎﻫﻢ ﺍﻷﻋﻀﺎء ﺍﻵﺧﺮﻭﻥ ﺑﺸﻜﻞ ﺃﻛﺒﺮ‪ .‬ﻛﺎﻥ ﻭﺟﻮﺩ ﻣﺎﻧﺢ ﻭﺍﺣﺪ ﻛﺎﻓﻴﺎ ً‬

‫ﻟﺘﺄﺳﻴﺲﻗﺎﻋﺪﺓ ﺍﻟﻌﻄﺎء‪ .‬ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻄﺎء‪ ،‬ﺗﻤﻜﻦ ﺍﻟﻤﺸﺎﺭﻛﻮﻥ ﻣﻦ ﺟﻌﻞ ﺃﻋﻀﺎء ﻣﺠﻤﻮﻋﺘﻬﻢ ﺃﻓﻀﻞ ﺣﺎًﻻ ﻭﺗﻤﻜﻨﻮﺍ ﻣﻦ ﺍﻟﺤﺼﻮﻝﻋﻰﻠ ﺍﻟﻤﺰﻳﺪ ﻓﻲ‬
‫ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﻢ ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﺃﻗﻞ ﺑﻨﺴﺒﺔ ‪ 50%‬ﻣﻦ ﻛﻞ ﻣﺴﺎﻫﻤﺔ‪ ،‬ﻷﻧﻬﻢ ﺃﻟﻬﻤﻮﺍﺍﻵﺧﺮﻳﻦ ﻟﻠﺘﺒﺮﻉ‪ ،‬ﻓﻘﺪ ﺟﻌﻠﻮﺍ ﻣﺒﻠﻐًﺎ ﺇﺟﻤﺎﻟﻴًﺎ‬
 ‫ﺃﻛﺒﺮ ﻣﺘﺎﺣًﺎ ﻟﺠﻤﻴﻊ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ‪ .‬ﺭﻓﻊ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻟﻤﺴﺘﻮﻯ ﻭﻗﺎﻣﻮﺍ‬

‫ﺑﺘﻮﺳﻴﻊﺍﻟﻔﻄﻴﺮﺓ ﻟﻠﻤﺠﻤﻮﻋﺔ ﺑﺄﻛﻤﻠﻬﺎ‪ .‬ﻓﻲﻫﺬﻩ ﺍﻟﺘﺠﺮﺑﺔ‪ ،‬ﻛﺎﻥ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻟﻤﺘﺴﻘﻮﻥ ﻳﻘﺪﻣﻮﻥ ﻣﻌﺮﻭﻓًﺎ ﻟﻤﺪﺓ ﺧﻤﺲ ﺩﻗﺎﺉﻖ ﻋﻨﺪﻣﺎ ﺳﺎﻫﻤﻮﺍ‬

‫ﺑﺄﻣﻮﺍﻟﻬﻢ ﻓﻲ ﻛﻞﺟﻮﻟﺔ‪ .‬ﻟﻘﺪ ﻛﺎﻧﻮﺍ ﻳﻘﺪﻣﻮﻥ ﺗﻀﺤﻴﺎﺕ ﺻﻐﻴﺮﺓ ﻟﺼﺎﻟﺢ ﻛﻞ ﻋﻀﻮ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻭﻗﺪ ﺃﻟﻬﻢ ﺫﻟﻚ ﺃﻋﻀﺎء ﺍﻟﻤﺠﻤﻮﻋﺔ‬

‫ﻟﻠﻘﻴﺎﻡﺑﺎﻟﻤﺜﻞ‪ .‬ﻣﻦ ﺧﻼﻝ ﺧﺪﻣﺔ ﺍﻟﺨﻤﺲ ﺩﻗﺎﺉﻖ‪ ،‬ﻳﻘﻮﻡ ﺭﻳﻔﻜﻴﻦ ﺑﺘﻮﺳﻴﻊ ﺍﻟﻜﻌﻜﺔ ﻟﺸﺒﻜﺘﻪ ﺑﺄﻛﻤﻠﻬﺎ‪ .‬ﻓﻲ ‪ 106‬ﻣﺎﻳﻠﺰ‪ ،‬ﺍﻟﻘﺎﻋﺪﺓﻫﻲ ﺃﻥ ﻳﺴﺎﻋﺪ‬

‫ﺟﻤﻴﻊ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺨﻤﺴﺔ ﺁﻻﻑ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ‪ .‬ﻳﺸﺮﺡ ﺭﻳﻔﻜﻴﻦ ﻗﺎﺉﻼً‪" :‬ﺇﻧﻚ ﻻ ﺗﻘﺪﻡ‬

‫ﻣﻌﺮﻭﻓًﺎﻟﺸﺨﺺ ﻣﺎ ﻷﻧﻪ‬
‫ﺃﻧﺖﺗﺤﺼﻞ ﻋﻰﻠ ﺷﻲء ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ .‬ﻫﺪﻑ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻫﻮ ﻏﺮﺱ ﻗﻴﻤﺔ ﺍﻟﻌﻄﺎء‪ :‬ﻟﻴﺲ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﻘﻮﻡ ﺑﺎﻟﻤﻌﺎﻣﻼﺕﺣﻮﻝ ﻫﺬﺍ ﺍﻟﻤﻮﺿﻮﻉ‪،‬‬

‫ﻭﻟﻴﺲ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﺘﺎﺟﺮ ﺑﻪ‪ .‬ﺇﺫﺍ ﻗﻤﺖ ﺑﺸﻲء ﻣﻦ ﺃﺟﻞ ﺷﺨﺺ ﻣﺎ ﻓﻲ‬

‫ﺍﻟﻤﺠﻤﻮﻋﺔ‪،‬ﻓﻌﻨﺪﻣﺎ ﺗﺤﺘﺎﺝ ﺇﻟﻴﻪ‪ ،‬ﺳﻴﻔﻌﻞ ﺃﺣﺪ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺷﻴﺉًﺎ ﻣﻦ ﺃﺟﻠﻚ‪ .‬ﺑﺎﻟﻨﺴﺒﺔﺇﻰﻟ ﺍﻵﺧﺬﻳﻦ ﻭﺍﻟﻤﻄﺎﺑﻘﻴﻦ‪ ،‬ﻻ ﻳﺰﺍﻝ ﻫﺬﺍ‬

‫ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﻌﻄﺎء ﺍﻟﻤﺘﻮﺍﺻﻞ ﻳﺒﺪﻭ ﻣﺤﻔﻮﻓًﺎ ﺑﺎﻟﻤﺨﺎﻃﺮ ﺑﻌﺾ‬

‫ﺍﻟﺸﻲء‪.‬ﻫﻞ ﻳﺴﺘﻄﻴﻊ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺜﻞ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﺍﻟﺤﻔﺎﻅ ﻋﻰﻠ ﺇﻧﺘﺎﺟﻴﺘﻬﻢ‪ ،‬ﺧﺎﺻﺔ ﻋﻨﺪﻣﺎ ﻻ ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﺿﻤﺎﻧﺎﺕ ﺑﺄﻥ ﻣﺴﺎﻋﺪﺗﻬﻢﺳﺘﻌﻮﺩ‬

‫ﻟﺘﺴﺘﻔﻴﺪ ﻣﻨﻬﻢ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ؟ ﻟﺘﺴﻠﻴﻂ ﺍﻟﻀﻮء ﻋﻰﻠ ﻫﺬﺍ ﺍﻟﺴﺆﺍﻝ‪ ،‬ﺩﺭﺱ ﻓﺮﺍﻧﻚ ﻓﻠﻴﻦ‪ ،‬ﺍﻷﺳﺘﺎﺫ ﻓﻲﺟﺎﻣﻌﺔ ﺳﺘﺎﻧﻔﻮﺭﺩﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﺤﺘﺮﻓﻴﻦ‬

‫ﻓﻲ ﺷﺮﻛﺔ ﺍﺗﺼﺎﻻﺕ ﻛﺒﻴﺮﺓ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺨﻠﻴﺞ‪ .‬ﻭﻃﻠﺐ ﻣﻦ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺗﻘﻴﻴﻢﺃﻧﻔﺴﻬﻢ ﻭﺗﻘﻴﻴﻢ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ﺑﻨﺎءً ﻋﻰﻠ ﻣﻘﺪﺍﺭ ﺍﻟﻤﺴﺎﻋﺪﺓ‬

‫ﺍﻟﺘﻲ ﻗﺪﻣﻮﻫﺎ ﻭﺗﻠﻘﻮﻫﺎ ﻣﻦ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ‪ ،‬ﻣﻤﺎ ﺳﻤﺢﻟﻪ ﺑﺘﺤﺪﻳﺪ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﺬﻳﻦ ﻳﻘﺪﻣﻮﻥ ﻭﻳﺄﺧﺬﻭﻥ ﻭﻳﻜﺎﻓﺉﻮﻥ‪ .‬ﻛﻤﺎ ﻃﻠﺐ ﻣﻦ ﻛﻞ‬

‫ﻣﻬﻨﺪﺱ ﺗﻘﻴﻴﻢ ﻭﺿﻊ ﻋﺸﺮﺓ‬

‫ﻣﻬﻨﺪﺳﻴﻦﺁﺧﺮﻳﻦ‪ :‬ﻣﺎ ﻣﺪﻯ ﺍﻻﺣﺘﺮﺍﻡ ﺍﻟﺬﻱ ﻳﻜﻨﻮﻧﻪ ﻟﻬﻢ؟ ﻛﺎﻥﻟﻠﻤﺘﻘﺪﻣﻴﻦ ﺃﺩﻧﻰ ﻣﻜﺎﻧﺔ‪ .‬ﻟﻘﺪ ﺃﺣﺮﻗﻮﺍ ﺍﻟﺠﺴﻮﺭ ﻣﻦ ﺧﻼﻝ ﻃﻠﺐ ﺍﻟﺨﺪﻣﺎﺕ ﺑﺎﺳﺘﻤﺮﺍﺭ‬

‫ﻭﻟﻜﻦ ﻧﺎﺩﺭًﺍ ﻣﺎ ﻛﺎﻧﻮﺍ ﻳﺮﺩﻭﻥﺑﺎﻟﻤﺜﻞ‪ .‬ﻧﻈﺮ ﺇﻟﻴﻬﻢ ﺯﻣﻼﺅﻫﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﺃﻧﺎﻧﻴﻮﻥ ﻭﻋﺎﻗﺒﻮﻫﻢ ﺑﻌﺪﻡ ﺍﻻﺣﺘﺮﺍﻡ‪ .‬ﻛﺎﻥ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺄﻋﻰﻠ‬

‫ﻣﻜﺎﻧﺔ‪،‬ﺣﻴﺚ ﺗﻔﻮﻗﻮﺍ ﻋﻰﻠ ﺍﻟﻤﻄﺎﺑﻘﻴﻦ ﻭﺍﻵﺧﺬﻳﻦ‪ .‬ﻭﻛﻠﻤﺎ ﻛﺎﻧﻮﺍ ﺃﻛﺜﺮ ﻛﺮﻣﺎً‪ ،‬ﻛﻠﻤﺎ ﺍﻛﺘﺴﺒﻮﺍ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻻﺣﺘﺮﺍﻡ ﻭﺍﻟﻬﻴﺒﺔ‬

‫ﻣﻦﺯﻣﻼﺉﻬﻢ‪ .‬ﻣﻦ ﺧﻼﻝ ﺇﻋﻄﺎء ﺃﻛﺜﺮ ﻣﻤﺎ ﺣﺼﻠﻮﺍ ﻋﻠﻴﻪ‪ ،‬ﺃﺷﺎﺭ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺇﻰﻟ ﻣﻬﺎﺭﺍﺗﻬﻢ ﺍﻟﻔﺮﻳﺪﺓ‪ ،‬ﻭﺃﻇﻬﺮﻭﺍ ﻗﻴﻤﺘﻬﻢ‪،‬‬

‫ﻭﺃﻇﻬﺮﻭﺍﻧﻮﺍﻳﺎﻫﻢ ﺍﻟﻄﻴﺒﺔ‪.‬‬

‫ﻭﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﻢ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺄﻋﻰﻠ ﺩﺭﺟﺎﺕ ﺍﻟﺘﻘﺪﻳﺮ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻭﺍﺟﻬﻮﺍ ﻣﺸﻜﻠﺔ‪ :‬ﻓﻘﺪ ﺩﻓﻌﻮﺍ ﺛﻤﻦ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬

‫ﻟﻤﺪﺓﺛﻼﺛﺔ ﺃﺷﻬﺮ‪ ،‬ﻗﺎﻡ ﻓﻠﻴﻦ ﺑﻘﻴﺎﺱ ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﺃﻧﺠﺰﻩ ﻛﻞ ﻣﻬﻨﺪﺱ‪ .‬ﻛﺎﻥ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ ﻣﻦ ﺍﻵﺧﺬﻳﻦ‪:‬ﻟﻘﺪ ﻋﻤﻠﻮﺍ ﺑﺠﺪ‬

‫ﺃﻛﺒﺮ ﻭﺃﻧﺠﺰﻭﺍ ﺍﻟﻤﺰﻳﺪ‪ .‬ﻟﻜﻦ ﺍﻟﻤﺘﻨﺎﻓﺴﻴﻦ ﺣﻘﻘﻮﺍ ﺃﻋﻰﻠ ﺇﻧﺘﺎﺟﻴﺔ‪ ،‬ﻣﺘﻔﻮﻗﻴﻦ ﻋﻰﻠ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ .‬ﻳﺒﺪﻭ‬

‫ﺃﻥﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺧﺼﺼﻪ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻟﻤﺴﺎﻋﺪﺓ ﺯﻣﻼﺉﻬﻢ ﻳﻨﺘﻘﺺ ﻣﻦ ﻗﺪﺭﺗﻬﻢ ﻋﻰﻠ ﺇﻧﻬﺎء ﺍﻟﻤﻬﺎﻡ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﺍﻟﺮﺳﻮﻣﺎﺕ‪.‬‬

‫ﻛﺎﻥﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﻄﻠﺐ ﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﺍﻟﺨﺪﻣﺎﺕ ﻭﻳﺘﻠﻘﻮﻥ ﺍﻟﻤﺴﺎﻋﺪﺓ‪ ،‬ﻭﻳﺒﺪﻭ ﺃﻥ ﺫﻟﻚ ﻳﺒﻘﻴﻬﻢ ﻋﻰﻠ ﺍﻟﻤﺴﺎﺭ ﺍﻟﺼﺤﻴﺢ‪ .‬ﻓﻲﻇﺎﻫﺮ ﺍﻷﻣﺮ‪ ،‬ﻳﺒﺪﻭ ﻫﺬﺍ‬

‫ﺑﻤﺜﺎﺑﺔ ﺣﺠﺮ ﻋﺜﺮﺓ ﺃﻣﺎﻡ ﺃﺳﻠﻮﺏ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻟﻤﺎﻧﺢ‪ .‬ﺇﺫﺍ ﺿﺤﻰ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺑﺈﻧﺘﺎﺟﻴﺘﻬﻢ ﻣﻦ ﺧﻼﻝ‬

‫ﻣﺴﺎﻋﺪﺓﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﻜﻴﻒ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻷﻣﺮ ﻳﺴﺘﺤﻖ ﺫﻟﻚ؟‬

‫ﻭﻣﻊﺫﻟﻚ‪ ،‬ﺗﻤﻜﻦ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻣﻦ ﺃﻥ ﻳﻜﻮﻥ ﻣﻌﻄﺎءًﺍ ﻭﻳﺤﺎﻓﻆ ﻋﻰﻠ ﺇﻧﺘﺎﺟﻴﺘﻪ ﺍﻟﻌﺎﻟﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺃﺣﺪ ﻣﺆﺳﺴﻲ ﺍﻟﻌﺪﻳﺪ‬

‫ﻣﻦﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺟﺤﺔ‪ .‬ﻭﻛﻴﻒ ﻳﺘﺠﻨﺐ ﺍﻟﻤﻔﺎﺿﻠﺔ ﺑﻴﻦ ﺍﻟﻌﻄﺎء ﻭﺍﻹﻧﺘﺎﺟﻴﺔ؟ ﻓﻬﻮ ﻳﻌﻄﻲ ﺍﻟﻤﺰﻳﺪ‪.‬‬

‫ﻓﻲﺩﺭﺍﺳﺔ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ‪ ،‬ﻟﻢ ﻳﺪﻓﻊ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺩﺍﺉﻤًﺎ ﺛﻤﻦ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ .‬ﻗﺎﻡ ﻓﻠﻴﻦ ﺑﻘﻴﺎﺱ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻤﻬﻨﺪﺳﻮﻥ ﻳﻘﺪﻣﻮﻥ‬

‫ﺃﻭﻳﻜﺎﻓﺉﻮﻥ ﺃﻭ ﻳﺄﺧﺬﻭﻥ ﻣﻦ ﺧﻼﻝ ﻣﻄﺎﻟﺒﺔ ﺯﻣﻼﺉﻬﻢ ﺑﺘﻘﻴﻴﻢ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﻮﺍ ﻗﺪ ﺃﻋﻄﻮﺍ ﺃﻛﺜﺮ ﺃﻭ ﻧﻔﺲ ﺍﻟﺸﻲء ﺃﻭ ﺃﻗﻞ ﻣﻤﺎ ﺗﻠﻘﻮﻩ‪ .‬ﻭﻫﺬﺍﻳﻌﻨﻲ ﺃﻥ ﺑﻌﺾ‬

‫ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﻳﻤﻜﻨﻬﻢ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺩﺭﺟﺎﺕ ﻛﻤﻌﻄﻴﻦ ﺣﺘﻰ ﻟﻮ ﻟﻢ ﻳﺴﺎﻋﺪﻭﺍ ﺍﻵﺧﺮﻳﻦ ﻛﺜﻴﺮًﺍ‪ ،‬ﻃﺎﻟﻤﺎ ﺃﻧﻬﻢ ﻃﻠﺒﻮﺍﻣﺒﻠﻐًﺎ ﺃﻗﻞ ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪ .‬ﻋﻨﺪﻣﺎ‬

‫ﻗﺎﻡ ﻓﻠﻴﻦ ﺑﻔﺤﺺ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺑﻨﺎءً ﻋﻰﻠ ﻋﺪﺩ ﺍﻟﻤﺮﺍﺕ ﺍﻟﺘﻲ ﻗﺪﻡ ﻓﻴﻬﺎ ﺍﻟﻤﻬﻨﺪﺳﻮﻥ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓﻭﺗﻠﻘﻮﻫﺎ‪ ،‬ﻟﻢ ﻳﻘﻢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺑﺘﺨﻔﻴﺾ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺇﻻ ﻋﻨﺪﻣﺎ ﻛﺎﻧﻮﺍ ﻳﻘﺪﻣﻮﻥ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺑﺸﻜﻞ ﻏﻴﺮ ﻣﺘﻜﺮﺭ‪ .‬ﻣﻦ ﺑﻴﻦ ﺟﻤﻴﻊﺍﻟﻤﻬﻨﺪﺳﻴﻦ‪،‬‬

‫ﻛﺎﻥ ﺍﻷﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ ﻫﻢ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﺃﻋﻄﻮﺍ ﻓﻲ ﻛﺜﻴﺮ ﻣﻦ ﺍﻷﺣﻴﺎﻥ‪ ،‬ﻭﻗﺪﻣﻮﺍ ﺃﻛﺜﺮ ﻣﻤﺎ ﺗﻠﻘﻮﻩ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﻫﺆﻻءﻫﻢ ﺍﻟﻤﻌﻄﻮﻥ ﺍﻟﺤﻘﻴﻘﻴﻮﻥ‪ ،‬ﻭﻛﺎﻥ‬

‫ﻟﺪﻳﻬﻢ ﺃﻋﻰﻠ ﺇﻧﺘﺎﺟﻴﺔ ﻭﺃﻋﻰﻠ ﻣﻜﺎﻧﺔ‪ :‬ﻭﻛﺎﻧﻮﺍ ﻣﻮﺿﻊ ﺍﺣﺘﺮﺍﻡ ﺃﻗﺮﺍﻧﻬﻢ‪ .‬ﻭﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻄﺎء ﺍﻟﻤﺘﻜﺮﺭ‪،‬ﺗﻤﻜﻦ ﺍﻟﻤﻬﻨﺪﺳﻮﻥ ﻣﻦ ﺑﻨﺎء ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺜﻘﺔ‬

‫ﻭﺍﺟﺘﺬﺑﻮﺍ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﻘﻴﻤﺔ ﻣﻦ ﻣﺨﺘﻠﻒ ﻣﺠﻤﻮﻋﺎﺕ‬

 ‫ﺍﻟﻌﻤﻞﺍﻟﺨﺎﺻﺔ ﺑﻬﻢ ‪ -‬ﻭﻟﻴﺲ ﻓﻘﻂ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺳﺎﻋﺪﻭﻫﻢ‪.‬‬

‫ﻫﺬﺍﻫﻮ ﺑﺎﻟﻀﺒﻂ ﻣﺎ ﺣﺪﺙ ﻵﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻣﻊ ﺗﻔﻀﻠﻪ ﻟﻤﺪﺓ ﺧﻤﺲ ﺩﻗﺎﺉﻖ‪ .‬ﻓﻲ ﺍﻷﻳﺎﻡ ﺍﻟﺘﻲ ﺳﺒﻘﺖ ﻭﺳﺎﺉﻞ ﺍﻟﺘﻮﺍﺻﻞﺍﻻﺟﺘﻤﺎﻋﻲ‪ ،‬ﺭﺑﻤﺎ ﻛﺎﻥ‬

‫ﺭﻳﻔﻜﻴﻦ ﻳﻜﺪﺡ ﻓﻲ ﺇﺧﻔﺎء ﻫﻮﻳﺘﻪ‪ .‬ﻭﺑﻔﻀﻞ ﺍﻟﻌﺎﻟﻢ ﺍﻟﻤﺘﺼﻞ‪ ،‬ﺍﻧﺘﺸﺮﺕ ﺳﻤﻌﺘﻪ ﻛﻤﻌﻄﻲ ﺑﺴﺮﻋﺔﺗﻔﻮﻕ ﺳﺮﻋﺔ ﺍﻟﺼﻮﺕ‪ .‬ﻳﻘﻮﻝ ﺭﻭﻑ ﺑﺪﻫﺸﺔ‪" :‬ﻻ‬

‫ﻳﺴﺘﻐﺮﻕ ﺍﻷﻣﺮ ﻭﻗﺘًﺎ ﻃﻮﻳﻼً ﻟﺠﻤﻊ ﺍﻟﺘﻤﻮﻳﻞ ﻟﺸﺮﻛﺘﻪ ﺍﻟﻨﺎﺷﺉﺔ‪“ ".‬‬

‫ﻟﺪﻳﻪﺳﻤﻌﺔ ﻋﻈﻴﻤﺔ‪ .‬ﻳﻌﺮﻑ ﺍﻟﻨﺎﺱ ﺃﻧﻪ ﺭﺟﻞ ﺟﻴﺪ‪ .‬ﻫﺬﺍ ﻫﻮ ﺍﻟﺮﺑﺢ ﺍﻟﺬﻱ ﻳﺘﻢ ﺩﻓﻌﻪ ﺑﺴﺒﺐ ﻫﻮﻳﺘﻪ ‪".‬‬

‫ﺗﻮﺿﺢﺗﺠﺮﺑﺔ ﺭﻳﻔﻜﻴﻦ ﻛﻴﻒ ﻳﺴﺘﻄﻴﻊ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺗﻄﻮﻳﺮ ﺷﺒﻜﺎﺕ ﻏﻨﻴﺔ ﺑﺸﻜﻞ ﻏﻴﺮ ﻋﺎﺩﻱ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ‪ .‬ﻭﺑﺤﻜﻢ ﺍﻟﻄﺮﻳﻘﺔﺍﻟﺘﻲ ﻳﺘﻔﺎﻋﻠﻮﻥ ﺑﻬﺎ ﻣﻊ‬

‫ﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺷﺒﻜﺎﺗﻬﻢ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﺨﻠﻘﻮﻥ ﺍﻟﻤﻌﺎﻳﻴﺮ‬

‫ﺍﻟﺘﻲﺗﻔﻀﻞ ﺇﺿﺎﻓﺔ ﺍﻟﻘﻴﻤﺔ ﺑﺪﻻ ًﻣﻦ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﻬﺎ ﺃﻭ ﺗﺪﺍﻭﻟﻬﺎ‪ ،‬ﻭﺗﻮﺳﻴﻊ ﺍﻟﻜﻌﻜﺔ ﻟﺠﻤﻴﻊ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺤﺘﺎﺟﻮﻥ ﺣﻘًﺎ ﺇﻰﻟﺍﻟﻤﺴﺎﻋﺪﺓ‪ ،‬ﻳﻤﻜﻨﻬﻢ‬

‫ﺇﻋﺎﺩﺓ ﺍﻻﺗﺼﺎﻝ ﺑﺮﻭﺍﺑﻄﻬﻢ ﺍﻟﺨﺎﻣﻠﺔ‪ ،‬ﻭﺗﻠﻘﻲ ﻣﺴﺎﻋﺪﺓ ﺟﺪﻳﺪﺓ ﻣﻦ ﻣﺼﺎﺩﺭ ﺷﺒﻪ ﻣﻨﺴﻴﺔ ﻭﻟﻜﻨﻬﺎ ﻣﻮﺛﻮﻗﺔ"‪.‬ﺳﻮﻑ ﺃﻟﺨﺺ ﻣﻔﺘﺎﺡ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﻛﻠﻤﺔ‬

‫ﻭﺍﺣﺪﺓ‪ :‬ﺍﻟﻜﺮﻡ"‪ ،‬ﻛﺘﺐ ﻛﻴﺚ ﻓﻴﺮﺍﺗﺰﻱ‪" .‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺗﻌﺎﻣﻼﺗﻚ ﻳﺤﻜﻤﻬﺎ ﺍﻟﻜﺮﻡ‪،‬ﻓﺈﻥ ﻣﻜﺎﻓﺂﺗﻚ ﺳﺘﺤﺬﻭ ﺣﺬﻭﻫﺎ"‪ .‬ﺭﺑﻤﺎ ﻟﻴﺲ ﻣﻦ ﻗﺒﻴﻞ ﺍﻟﺼﺪﻓﺔ ﺃﻥ‬

‫ﺇﻳﻔﺎﻥ ﻣﻴﺴﻨﺮ‪ ،‬ﻣﺆﺳﺲ ﻭﺭﺉﻴﺲ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ‪ ،BNI‬ﻭﻫﻲ ﺃﻛﺒﺮ ﻣﻨﻈﻤﺔ ﻟﺸﺒﻜﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻳﺤﺘﺎﺝ ﺇﻰﻟ ﻛﻠﻤﺘﻴﻦ ﻓﻘﻂ ﻟﻮﺻﻒ‬

‫ﻓﻠﺴﻔﺘﻪ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ‪" :‬ﺍﻟﻤﺎﻧﺤﻮﻥ‬

‫ﻳﻜﺴﺒﻮﻥ‪".‬‬

‫ﺑﻌﺪﺳﻨﻮﺍﺕ ﻣﻦ ﺇﻋﺎﺩﺓ ﺗﺮﺗﻴﺐ ﺍﻟﺤﺮﻭﻑ ﺑﺎﺳﻤﻪ‪ ،‬ﺍﺳﺘﻘﺮ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ ﻋﻰﻠ ﺍﻟﺠﻨﺎﺱ ﺍﻟﻨﺎﻗﺺ ﺍﻟﻤﺜﺎﻟﻲ‪ :‬ﺃﺟﺪ ﺍﻟﻜﺮﻣﺔ‪.‬‬
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‫ﺗﺄﺛﻴﺮﺗﻤﻮﺝ‬

‫ﺍﻟﺘﻌﺎﻭﻥﻭﺩﻳﻨﺎﻣﻴﻜﻴﺎﺕ ﺍﻟﻌﻄﺎء ﻭﺃﺧﺬ ﺍﻻﺉﺘﻤﺎﻥ‬

‫ﻭﻣﻦﺍﻟﺠﻴﺪ ﺃﻥ ﻧﺘﺬﻛﺮ ﺃﻥ ﺍﻟﻜﻮﻥ ﺑﺄﻛﻤﻠﻪ‪ ،‬ﻣﻊ ﺍﺳﺘﺜﻨﺎء ﻭﺍﺣﺪ ﺗﺎﻓﻪ‪ ،‬ﻳﺘﻜﻮﻥ ﻣﻦ ﺃﺷﻴﺎء ﺃﺧﺮﻯ‪.‬‬
‫‪-‬ﺟﻮﻥ ﺃﻧﺪﺭﻭ ﻫﻮﻟﻤﺰ‪ ،‬ﻣﻤﺜﻞ ﺃﻣﺮﻳﻜﻲ ﺳﺎﺑﻖ ﻭﻋﻀﻮ ﻓﻲ ﻣﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‬

‫ﺭﺑﻤﺎﻻ ﺗﺘﻌﺮﻑﺟﻮﺭﺝ ﻣﺎﻳﺮﺍﺳﻢ‪ ،‬ﻭﻟﻜﻨﻚ ﺑﺎﻟﺘﺄﻛﻴﺪ ﻋﻰﻠ ﺩﺭﺍﻳﺔ ﺑﻌﻤﻠﻪ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﻜﻮﻥ ﺃﺣﺪ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﻘﺮﺑﻴﻦﻣﻨﻚ ﻣﻌﺠﺒًﺎ‬

‫ﺟﺪًﺍ ﺑﺄﻓﻜﺎﺭﻩ‪ ،‬ﺍﻟﺘﻲ ﺃﺳﺮﺕ ﺟﻴًﻼ ﻛﺎﻣﻼً ﻣﻦ ﺍﻟﻨﺎﺱ ﺣﻮﻝ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻨﻲ ﻟﻢ ﺃﻋﻠﻢ ﺃﻧﻬﺎ ﺗﺨﺼﻪﺣﺘﻰ ﻭﻗﺖ ﻗﺮﻳﺐ‪ ،‬ﺇﻻ ﺃﻧﻨﻲ ﺃﻋﺠﺒﺖ‬

‫ﺑﻌﻤﻠﻪ ﻣﻨﺬ ﺃﻥ ﻛﻨﺖ ﻓﻲ ﺍﻟﺘﺎﺳﻌﺔ ﻣﻦ ﻋﻤﺮﻱ‪ .‬ﻣﺎﻳﺮ ﻫﻮ ﺭﺟﻞ ﻃﻮﻳﻞ ﺍﻟﻘﺎﻣﺔ ﺫﻭﺯﺍﻭﻳّﺔ ﻓﻲ ﻣﻨﺘﺼﻒ ﺍﻟﺨﻤﺴﻴﻨﻴﺎﺕ ﻣﻦ ﻋﻤﺮﻩ‪ ،‬ﻭﻟﻪ ﺷﻌﺮ ﻃﻮﻳﻞ‬

‫ﻭﺧﺸﻦ ﻭﻟﺤﻴﺔ ﺻﻐﻴﺮﺓ‪ .‬ﺇﺫﺍ ﺻﺎﺩﻓﺘﻪ ﻓﻲ ﺍﻟﺸﺎﺭﻉ‪ ،‬ﻓﻠﻦ ﺗﺘﻤﻜﻦﻣﻦ ﺗﺤﺪﻳﺪ ﻭﺟﻬﻪ‪ ،‬ﻭﻟﻜﻦ ﻗﺪ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﺣﺪﺱ ﺑﺄﻧﻪ ﻣﻦ ﻣﺤﺒﻲ ‪Dead .Grateful‬‬

‫ﻗﺪ ﺗﻜﻮﻥ ﻋﻰﻠ ﺣﻖ‪ :‬ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕﺍﻟﺨﻤﺲ ﺍﻷﺧﻴﺮﺓ ﻣﻦ ﺣﻴﺎﺓ ﺟﻴﺮﻱ ﺟﺎﺭﺳﻴﺎ‪ ،‬ﺣﻀﺮ ﻣﺎﻳﺮ ﻣﺎ ﻻ ﻳﻘﻞ ﻋﻦ ﺳﺒﻌﻴﻦ ﺣﻔًﻼ ﻣﻮﺳﻴﻘﻴًﺎ ﻣﺨﺘﻠﻔًﺎ ﻟـ ‪Dead‬‬

‫‪ Grateful.‬ﺍﻟﺘﺤﻖﻣﺎﻳﺮ ﺑﺎﻟﺠﺎﻣﻌﺔ ﻓﻲ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ‪ ،‬ﺣﻴﺚ ﻛﺎﺩ ﺃﻥ ﻳُﻮ ﻗﻒ ﻋﻦ ﺍﻟﻌﻤﻞ ﺑﻌﺪ ﺃﻥ ﺑﺎﻉ ﺛﻼﺟﺔ ﻟﻄﺎﻟﺐ ﺟﺪﻳﺪ ﻭﻗﺒﻞ ﺍﻟﺪﻓﻊ‪،‬ﻟﻜﻨﻪ ﻟﻢ‬

‫ﻳﺴﻠﻤﻬﺎ ﺃﺑﺪًﺍ‪ .‬ﻛﺎﺩ ﺃﻥ ﻳُﻌ ﻠﻖ ﻣﺮﺓ ﺃﺧﺮﻯ ﻋﻨﺪﻣﺎ ﺍﺳﺘﺨﺪﻡ ﻏﻴﺘﺎﺭًﺍ ﻛﻬﺮﺑﺎﺉﻴًﺎ ﻟﺘﺤﻄﻴﻢ ﻧﺎﻓﺬﺓ ﻏﺮﻓﺔ ﺍﻟﻨﻮﻡ‪ .‬ﻛﺎﻧﺖ‬

‫ﺍﻟﻨﻘﻄﺔﺍﻟﻤﻀﻴﺉﺔ ﺍﻟﻨﺎﺩﺭﺓ ﻓﻲ ﻣﺴﻴﺮﺗﻪ ﺍﻟﺠﺎﻣﻌﻴﺔ ﻫﻲ ﺍﻧﺘﺨﺎﺑﻪ ﺭﺉﻴﺴًﺎ ﻟـﻫﺎﺭﻓﺎﺭﺩ ﻻﻣﺒﻮﻥﺍﻟﻤﺠﻠﺔ ﺍﻟﻜﻮﻣﻴﺪﻳﺔ ﺍﻟﺸﻬﻴﺮﺓ‪ ،‬ﻟﻜﻨﻬﺎﺳﺮﻋﺎﻥ ﻣﺎ ﺷﻮﻫﺘﻬﺎ‬

‫ﻣﺤﺎﻭﻟﺔ ﺍﻻﻧﻘﻼﺏ‪ .‬ﻭﻭﻓﻘﺎ ﻟﻠﺼﺤﻔﻲ ﺩﻳﻔﻴﺪ ﺃﻭﻳﻦ‪ ،‬ﻓﺈﻥ ﺃﻗﺮﺍﻥ ﻣﺎﻳﺮ "ﺣﺎﻭﻟﻮﺍ ﺍﻹﻃﺎﺣﺔ ﺑﻪ ﻓﻲ‬

‫ﻣﻌﺮﻛﺔﺩﺍﺧﻠﻴﺔ ﻣﺮﻳﺮﺓ ﻭﻫﺎﺩﺉﺔ‪ ،‬ﻷﻧﻬﻢ ﺍﻋﺘﻘﺪﻭﺍ ﺃﻧﻪ ﻟﻢ ﻳﻜﻦ ﻣﺴﺆﻭﻻ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ‪".‬‬

‫ﺑﻌﺪﺗﺨﺮﺟﻪ ﻣﻦ ﺍﻟﻜﻠﻴﺔ ﻓﻲ ﻋﺎﻡ ‪ ،1978‬ﻋﺎﺩ ﻣﺎﻳﺮ ﺇﻰﻟ ﻣﻨﺰﻟﻪ ﻭﺑﺤﺚ ﻋﻦ ﻃﺮﻕ ﻟﻜﺴﺐ ﺍﻟﻤﺎﻝ ﺑﺴﺮﻋﺔ‪ .‬ﻟﻘﺪ ﺃﻣﻀﻰ ﺍﻟﻜﺜﻴﺮﻣﻦ ﻭﻗﺘﻪ ﻓﻲ ﺍﻟﻜﻠﻴﺔ ﻭﻫﻮ‬

‫ﻳﻘﺎﻣﺮ ﻓﻲ ﺳﺒﺎﻗﺎﺕ ﺍﻟﻜﻼﺏ ﻓﻲ ﻣﻀﻤﺎﺭ ﺍﻟﻜﻼﺏ ﺍﻟﺴﻠﻮﻗﻴﺔ‪ ،‬ﻟﺬﻟﻚ ﺍﻋﺘﻘﺪ ﺃﻧﻪ ﻗﺪ ﻳﻜﻮﻥ‬

‫ﻗﺎﺩﺭًﺍﻋﻰﻠ ﺗﺤﻘﻴﻖ ﻣﻬﻨﺔ ﻟﻠﺨﺮﻭﺝ ﻣﻦ ﻫﺬﺍ ﺍﻷﻣﺮ‪ .‬ﺃﻭﻗﻒ ﻧﻔﺴﻪ ﻓﻲ ﻣﻜﺘﺒﺔ ﻋﺎﻣﺔ ﻭﺑﺪﺃ ﻓﻲ ﺗﺤﻠﻴﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬

‫ﺍﻟﻌﻠﻤﻴﺔﻟﻠﺘﻐﻠﺐ ﻋﻰﻠ ﺍﻟﻨﻈﺎﻡ‪ .‬ﻟﻜﻦ ﺍﻷﻣﺮ ﻟﻢ ﻳﻨﺠﺢ‪ :‬ﻓﺒﻌﺪ ﺃﺳﺒﻮﻋﻴﻦ‪ ،‬ﻧﻔﺪ ﻣﺎﻟﻪ‪.‬‬

‫ﻭﺑﻌﺪﻣﺮﻭﺭ ﺛﻼﺛﺔ ﻋﻘﻮﺩ‪ ،‬ﺃﺻﺒﺢ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻭﺍﺣﺪًﺍ ﻣﻦ ﺃﻛﺜﺮ ﺍﻷﺷﺨﺎﺹ ﻧﺠﺎﺣًﺎ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺍﻻﺳﺘﻌﺮﺍﺿﻴﺔ‪ .‬ﻫﻮ ﻋﻨﺪﻩ‬
‫ﻛﺎﻥﻣﺴﺎﻫﻤًﺎ ﺭﺉﻴﺴﻴًﺎ ﻓﻲ ﺍﻟﻔﻴﻠﻢ ﺍﻟﺬﻱ ﺣﻘﻖ ﺃﻛﺜﺮ ﻣﻦ ‪ 527‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﻟﻘﺪ ﻓﺎﺯ ﺑﺴﺒﻊ ﺟﻮﺍﺉﺰ ﺇﻳﻤﻲ ﻭﺍﺧﺘﺮﻉ ﺍﻟﻌﺪﻳﺪ ﻣﻦﺍﻟﻜﻠﻤﺎﺕ ﺍﻟﺘﻲ ﺩﺧﻠﺖ‬

‫ﻗﻮﺍﻣﻴﺲ ﺍﻟﻠﻐﺔ ﺍﻹﻧﺠﻠﻴﺰﻳﺔ‪ ،‬ﻭﺍﻟﺘﻲ ﻛﺎﻥ ﺯﻣﻴﻠﻲ ﻓﻲ ﺍﻟﺴﻜﻦ ﻓﻲ ﺍﻟﻜﻠﻴﺔ ﻳﻨﻄﻖ ﺇﺣﺪﺍﻫﺎ ﻛﻞ ﻳﻮﻡ ﻟﻤﺪﺓﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ‪ .‬ﻟﻜﻨﻪ ﺍﻷﻛﺜﺮ ﺷﻬﺮﺓ ﻟﺪﻭﺭﻩ ﻓﻲ‬

‫ﻇﺎﻫﺮﺓ ﺗﻠﻔﺰﻳﻮﻧﻴﺔ ﻏﻴﺮﺕ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻳﺆﻛﺪ ﺍﻟﻤﻄﻠﻌﻮﻥ ﺃﻧﻪ ﻣﺜﻞ ﺃﻱ ﺷﺨﺺ‬

‫ﺁﺧﺮ‪،‬ﻓﻬﻮ ﻣﺴﺆﻭﻝ ﻋﻦ ﻧﺠﺎﺡ ﺍﻟﻌﺮﺽﻭﻗﺖﺗﻢ ﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﺠﻠﺔ ﻛﺄﻓﻀﻞ ﻣﺴﻠﺴﻞ ﺗﻠﻔﺰﻳﻮﻧﻲ ﻓﻲ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ‪.‬‬

‫ﻓﻲﻋﺎﻡ ‪ ،1981‬ﺑﻨﺎءً ﻋﻰﻠ ﺗﻮﺻﻴﺔ ﻣﻦ ﺻﺪﻳﻘﻴﻦ‪ ،‬ﺃﺭﺳﻞ ﻣﺎﻳﺮ ﺑﻌﺾ ﻋﻴﻨﺎﺕ ﺍﻟﻜﺘﺎﺑﺔ ﺇﻰﻟ ﺑﺮﻧﺎﻣﺞ ﺟﺪﻳﺪ ﻋﻰﻠ ﺷﺒﻜﺔ ﺇﻥ‬

‫ﺑﻲﺳﻲ ﺑﻌﻨﻮﺍﻥﻓﻲ ﻭﻗﺖ ﻣﺘﺄﺧﺮ ﻣﻦ ﺍﻟﻠﻴﻞ ﻣﻊ ﺩﻳﻔﻴﺪ ﻟﻴﺘﺮﻣﺎﻥ‪ .‬ﻗﺎﻝ ﻟﻴﺘﺮﻣﺎﻥ ﻣﺘﻮﺟﻬﺎ ًﺇﻰﻟ ﺃﻭﻳﻦ‪" :‬ﻛﻞ ﺷﻲء ﻓﻲ ﺗﻘﺪﻳﻤﻪ‪ ،‬ﺣﺘﻰﺁﺧﺮ ﺍﻟﺘﻔﺎﺻﻴﻞ‬

‫ﺍﻟﺼﻐﻴﺮﺓ‪ ،‬ﺗﻢ ﺻﻘﻠﻪ ﺑﺸﻜﻞ ﺟﻤﻴﻞ ﻟﻠﻐﺎﻳﺔ‪" ".‬ﻟﻢ ﺃﻗﺎﺑﻞ ﺃﻱ ﺷﺨﺺ ﺑﻬﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﻣﻨﺬ ﺫﻟﻚ ﺍﻟﺤﻴﻦ"‪ .‬ﺧﻼﻝﺍﻟﻤﻮﺳﻢ ﺍﻷﻭﻝ‪ ،‬ﺍﺧﺘﺮﻉ ﻣﺎﻳﺮ ﻣﺎ ﺃﺻﺒﺢ‬

‫ﺃﺣﺪ ﺇﺟﺮﺍءﺍﺕ ﻟﻴﺘﺮﻣﺎﻥ ﺍﻟﻤﻤﻴﺰﺓ‪ :‬ﺍﺳﺘﺨﺪﺍﻡ ﺃﺳﻄﻮﺍﻧﺔ ﺑﺨﺎﺭﻳﺔ ﻟﺴﺤﻖ ﺍﻷﺷﻴﺎء ﺍﻟﻌﺎﺩﻳﺔ‪،‬ﻣﺜﻞ ﻗﻄﻊ ﺍﻟﻔﺎﻛﻬﺔ‪ .‬ﺑﻌﺪ ﻋﺎﻣﻴﻦ ﻣﻊ ﻟﻴﺘﺮﻣﺎﻥ‪ ،‬ﻏﺎﺩﺭ ﻣﺎﻳﺮ‬

‫ﻟﻠﻌﻤﻞ ﻓﻴﻪﺍﻟﻌﺮﺽ ﺍﻟﺠﺪﻳﺪﻣﻊ ﻟﻮﺭﻥ ﻣﺎﻳﻜﻠﺰ ﺛﻢ ﺍﻧﻀﻢ‬

‫ﺳﺎﺗﺮﺩﺍﻱﻧﺎﻳﺖ ﻻﻳﻒﻏﺎﺩﺭ ﻓﻲ ﻋﺎﻡ ‪ 1987‬ﻟﻜﺘﺎﺑﺔ ﺳﻴﻨﺎﺭﻳﻮ ﻟﻔﻴﻠﻢ ﻟﻴﺘﺮﻣﺎﻥ ﺍﻟﺬﻱ ﺗﻢ ﻭﺿﻌﻪ ﻋﻰﻠ ﺍﻟﺮﻑ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪.‬‬

‫ﻋﻨﺪﻣﺎﺃﻭﺻﻰ ﺻﺪﻳﻘﺎﻥ ﻣﺎﻳﺮ ﻟﻴﺘﺮﻣﺎﻥ ﺑﻪ‪ ،‬ﻭﺻﻔﻮﻩ ﺑﺄﻧﻪ "ﺃﻃﺮﻑ ﺭﺟﻞ ﻓﻲ ﺃﻣﺮﻳﻜﺎ‪ ".‬ﻟﻢ ﻳﻜﻦ ﻫﺬﺍ ﺑﻴﺎﻧًﺎ ﻳﺠﺐ‬

‫ﺍﻻﺳﺘﺨﻔﺎﻑﺑﻪ‪ ،‬ﻓﻘﺪ ﺃﺻﺒﺢ ﺍﻻﺛﻨﺎﻥ ﺯﻭﺟًﺎ ﻣﻦ ﻛﺘﺎﺏ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ ﺍﻟﺤﺎﺉﺰﻳﻦ ﻋﻰﻠ ﺟﺎﺉﺰﺓ ﺇﻳﻤﻲ ﻓﻲ ﺑﺮﺍﻣﺞ ﻣﺜﻞﺳﻴﻨﻔﻴﻠﺪ‪,‬‬

‫ﺍﻟﺴﻨﻮﺍﺕﺍﻟﻌﺠﻴﺒﺔ‪ ،‬ﻭﺭﺍﻫﺐ‪ .‬ﻭﺇﺫﺍ ﻧﻈﺮﺕ ﺇﻰﻟ ﻣﺎ ﺃﻧﺠﺰﻩ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻣﻨﺬ ﺃﻥ ﺃﻧﻬﻰ ﺳﻴﻨﺎﺭﻳﻮ ﻓﻴﻠﻢ ﻟﻴﺘﺮﻣﺎﻥ‪ ،‬ﻓﻘﺪ ﺗﻤﻴﻞ ﺇﻰﻟ‬

‫ﺍﻻﺗﻔﺎﻕﻣﻌﻬﻢ‪.‬‬

‫ﺟﻮﺭﺝﻣﺎﻳﺮ ﻫﻮ ﺍﻟﻌﻘﻞ ﺍﻟﻤﺪﺑﺮ ﻟﻠﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻔﻜﺎﻫﺔﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪ ،‬ﺃﻃﻮﻝ ﻣﺴﻠﺴﻞ ﻛﻮﻣﻴﺪﻱ ﻭﺑﺮﻧﺎﻣﺞ ﺭﺳﻮﻡ‬

‫ﻣﺘﺤﺮﻛﺔﻓﻲ ﺃﻣﺮﻳﻜﺎ‪ .‬ﻋﺎﺉﻠﺔﺳﻤﺒﺴﻮﻥ ﻓﺎﺯ ﺑﺴﺒﻌﺔ ﻭﻋﺸﺮﻳﻦ ﺟﺎﺉﺰﺓ ﺇﻳﻤﻲ‪ ،‬ﺳﺘﺔ ﻣﻨﻬﺎ ﺫﻫﺒﺖ ﺇﻰﻟ ﻣﺎﻳﺮ‪ ،‬ﻭﻏﻴﺮ ﻭﺟﻪ ﺍﻟﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔ‬

‫ﺍﻟﻜﻮﻣﻴﺪﻳﺔ‪.‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻣﺎﻳﺮ ﻟﻢ ﻳﻄﻠﻖﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪-‬ﺗﻢ ﺇﻧﺸﺎﺅﻩ ﺑﻮﺍﺳﻄﺔ ﻣﺎﺕ ﺟﺮﻭﻧﻴﻨﺞ ﻭﺗﻢ ﺗﻄﻮﻳﺮﻩ ﻣﻊ ﺟﻴﻤﺲﺇﻝ ﺑﺮﻭﻛﺲ ﻭﺳﺎﻡ‬

‫ﺳﻴﻤﻮﻥ ‪ -‬ﻫﻨﺎﻙ ﺇﺟﻤﺎﻉ ﻭﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﻋﻰﻠ ﺃﻥ ﻣﺎﻳﺮ ﻛﺎﻥ ﺍﻟﻘﻮﺓ ﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔ ﻭﺭﺍء ﻧﺠﺎﺡ‬

‫ﺍﻟﻌﺮﺽ‪.‬ﺗﻢ ﺍﻟﺘﻌﺎﻗﺪ ﻣﻊ ﻣﺎﻳﺮ ﻟﻠﻜﺘﺎﺑﺔ ﻋﻨﻪﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻗﺒﻞ ﻋﺮﺿﻪ ﻷﻭﻝ ﻣﺮﺓ ﻓﻲ ﻋﺎﻡ ‪ ،1989‬ﻭﻛﺎﻥ ﻣﺴﺎﻫﻤًﺎ ﺭﺉﻴﺴﻴًﺎ ﻟﻤﺪﺓﺳﺘﺔ ﻋﺸﺮ‬

‫ﻣﻮﺳﻤًﺎ ﻛﻜﺎﺗﺐ ﻭﻣﻨﺘﺞ ﺗﻨﻔﻴﺬﻱ‪ .‬ﻟﻘﺪ ﻗﺎﻡ ﻣﺎﻳﺮ " ﺑﺘﺸﻜﻴﻞ ﺍﻟﺒﺮﻧﺎﻣﺞ ﺑﺸﻜﻞ ﺷﺎﻣﻞ ﻟﺪﺭﺟﺔ ﺃﻥ ﺍﻹﺣﺴﺎﺱ ﺍﻟﻜﻮﻣﻴﺪﻱﺃﺻﺒﺢ ﺍﻵﻥ‪".‬ﻋﺎﺉﻠﺔ‬
‫ﺳﻤﺒﺴﻮﻥﻳﻜﺘﺐ ﺃﻭﻳﻦ‪" :‬ﻳﻤﻜﻦ ﺍﻋﺘﺒﺎﺭﻩ ﻓﻲ ﺍﻟﻐﺎﻟﺐ ﻣﻠﻜًﺎ ﻟﻪ‪ ".‬ﻭﻓﻘًﺎ ﻟﻜﺎﺗﺐ ﺍﻟﻔﻜﺎﻫﺔ ﻣﺎﻳﻚ ﺳﺎﻛﺲ‪"،‬ﻳُﻌ ﺘﺒﺮ ﻣﺎﻳﺮ ﺇﻰﻟ ﺣﺪ ﻛﺒﻴﺮ ﻣﻦ ﺑﻴﻦ ﻃﺎﻗﻢ‬

‫ﺍﻟﻜﺘﺎﺑﺔ ﻋﺒﻘﺮﻳًﺎ ﻣﻦ ﻭﺭﺍء ﺍﻟﻜﻮﺍﻟﻴﺲ ﺑﻴﻦ ﺍﻟﻌﺒﺎﻗﺮﺓ‪ "،‬ﺍﻟﺮﺟﻞ "ﺍﻟﻤﺴﺆﻭﻝ ﻋﻦﺃﻓﻀﻞ ﺍﻟﺨﻄﻮﻁ ﻭﺍﻟﻨﻜﺎﺕ‪ ".‬ﺟﻮﻥ ﻓﻴﺘﻲ‪ ،‬ﺃﺣﺪ‬

‫ﺍﻷﺻﻠﻴﻴﻦﺳﻤﺒﺴﻨﺰ ﺍﻟﻜﺘﺎﺏ ﺍﻟﺬﻳﻦ ﺃﻟﻔﻮﺍ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺤﻠﻘﺎﺕ ﺍﻟﻤﺒﻜﺮﺓ ﻭﻋﻤﻠﻮﺍﻻﺣﻘًﺎ ﻛﻤﻨﺘﺠﻴﻦﺍﻟﻤﻜﺘﺐ‪ ،‬ﺃﻭﺿﺢ ﺃﻥ ﻣﺎﻳﺮ ﻫﻮ "ﺍﻟﺸﺨﺺ ﺍﻟﻤﻮﺟﻮﺩ‬

‫ﻓﻲ ﺍﻟﻐﺮﻓﺔ ﺍﻟﺬﻱ ﻳﻜﺘﺐ ﺍﻟﻌﺮﺽ ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﺨﺺﺁﺧﺮ ‪ -‬ﺑﺼﻤﺎﺕ ﺃﺻﺎﺑﻌﻪ ﻣﻮﺟﻮﺩﺓ ﻋﻰﻠ ﻛﻞ ﻧﺺ ﺗﻘﺮﻳﺒًﺎ‪ .‬ﺇﻧﻪ ﻳﻤﺎﺭﺱ ﺃﻛﺒﺮ ﻗﺪﺭ ﻣﻦ ﺍﻟﺘﺄﺛﻴﺮ‬

‫ﻋﻰﻠ ﺍﻟﻌﺮﺽ ﺑﻘﺪﺭ ﻣﺎ‬

‫ﻳﺴﺘﻄﻴﻊﺃﻱ ﺷﺨﺺ ﺩﻭﻥ ﺃﻥ ﻳﻜﻮﻥ ﺃﺣﺪ ﺍﻟﻤﺒﺪﻋﻴﻦ‪.‬‬

‫ﻛﻴﻒﻳﻤﻜﻦ ﻟﺮﺟﻞ ﻣﺜﻞ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺃﻥ ﻳﺼﺒﺢ ﻧﺎﺟﺤًﺎ ﺟﺪًﺍ ﻓﻲ ﺍﻟﻌﻤﻞ ﺍﻟﺘﻌﺎﻭﻧﻲ؟ ﺗﻮﻓﺮ ﺃﻧﻤﺎﻁ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﻋﺪﺳﺔ‬

‫ﻗﻮﻳﺔﻟﺘﻔﺴﻴﺮ ﺳﺒﺐ ﻧﺠﺎﺡ ﺑﻌﺾ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﻔﺮﻕ ﺑﻴﻨﻤﺎ ﻳﻔﺸﻞ ﺁﺧﺮﻭﻥ‪ .‬ﻓﻲ ﺍﻟﻤﻀﺎﻋﻔﺎﺕ‪ ،‬ﺗﻤﻴﺰ ﻟﻴﺰ ﻭﺍﻳﺰﻣﺎﻥ‪ ،‬ﺍﻟﻤﺪﻳﺮﺓﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﺴﺎﺑﻘﺔ‬

‫ﻟﺸﺮﻛﺔ ﺃﻭﺭﺍﻛﻞ‪ ،‬ﺑﻴﻦﺍﻟﻌﺒﺎﻗﺮﺓ ﻭﺻﻨﺎﻉ ﺍﻟﻌﺒﻘﺮﻳﺔ‪ .‬ﻳﻤﻴﻞ ﺍﻟﻌﺒﺎﻗﺮﺓ ﺇﻰﻟ ﺍﻷﺧﺬ‪ :‬ﻓﻤﻦ ﺃﺟﻞ ﺗﻌﺰﻳﺰ ﻣﺼﺎﻟﺤﻬﻢﺍﻟﺨﺎﺻﺔ‪ ،‬ﻓﺈﻧﻬﻢ "ﻳﺴﺘﻨﺰﻓﻮﻥ ﺍﻟﺬﻛﺎء‬

‫ﻭﺍﻟﻄﺎﻗﺔ ﻭﺍﻟﻘﺪﺭﺓ" ﻣﻦ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻳﻤﻴﻞ ﺻﺎﻧﻌﻮ ﺍﻟﻌﺒﻘﺮﻳﺔ ﺇﻰﻟ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﻌﻄﺎءﻳﻦ‪:‬ﻓﻬﻢ ﻳﺴﺘﺨﺪﻣﻮﻥ "ﺫﻛﺎﺉﻬﻢ ﻟﺘﻀﺨﻴﻢ ﺫﻛﺎء ﻭﻗﺪﺭﺍﺕ"‬
 ‫ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻛﻤﺎ ﻳﻜﺘﺐ ﻭﺍﻳﺰﻣﺎﻥ‪ ،‬ﺑﺤﻴﺚ "ﺗﻨﻄﻔﺊ‬

‫ﺍﻟﻤﺼﺎﺑﻴﺢﻓﻮﻕ ﺭﺅﻭﺱ ﺍﻟﻨﺎﺱ‪ ،‬ﻭﺗﺘﺪﻓﻖ ﺍﻷﻓﻜﺎﺭ‪ ،‬ﻭﻳﺘﻢ ﺣﻞ ﺍﻟﻤﺸﻜﻼﺕ‪ ".‬ﻫﺪﻓﻲ ﻓﻲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ ﻫﻮ ﺍﺳﺘﻜﺸﺎﻑ ﻛﻴﻔﻴﺔ‬

‫ﺗﺄﺛﻴﺮﻫﺬﻩ ﺍﻻﺧﺘﻼﻓﺎﺕ ﺑﻴﻦ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻭﺍﻵﺧﺬﻳﻦ ﻋﻰﻠ ﺍﻟﻨﺠﺎﺡ ﺍﻟﻔﺮﺩﻱ ﻭﺍﻟﺠﻤﺎﻋﻲ‪.‬‬

‫ﺍﻟﺘﻌﺎﻭﻥﻭﺍﻟﺸﺨﺼﻴﺔ ﺍﻹﺑﺪﺍﻋﻴﺔ ﻋﻨﺪﻣﺎﻧﺄﺧﺬ ﺑﻌﻴﻦ ﺍﻻﻋﺘﺒﺎﺭ ﻣﺎ ﻳﺘﻄﻠﺒﻪ ﺍﻷﻣﺮ ﻟﻠﻮﺻﻮﻝ ﺇﻰﻟ ﻣﺴﺘﻮﻯ ﺗﺄﺛﻴﺮ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺍﻟﻜﻮﻣﻴﺪﻱ‪ ،‬ﻓﻠﻴﺲ ﻫﻨﺎﻙ‬

‫ﺷﻚ ﻓﻲ ﺃﻥﺍﻹﺑﺪﺍﻉ ﺟﺰء ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻤﻌﺎﺩﻟﺔ‪ .‬ﻛﺎﺭﻭﻟﻴﻦ ﺃﻭﻣﻴﻦ‪ ،‬ﻣﻨﺬ ﻓﺘﺮﺓ ﻃﻮﻳﻠﺔﺳﻤﺒﺴﻨﺰﻳﻘﻮﻝ ﺍﻟﻜﺎﺗﺐ ﻭﺍﻟﻤﻨﺘﺞ ﺇﻥ ﻣﺎﻳﺮ »ﻟﺪﻳﻪ‬

‫ﻃﺮﻳﻘﺔﻣﻤﻴﺰﺓ ﻓﻲ ﺍﻟﻨﻈﺮ ﺇﻰﻟ ﺍﻟﻌﺎﻟﻢ‪ .‬ﺇﻧﻬﺎ ﻓﺮﻳﺪﺓ ﺗﻤﺎﻣًﺎ"‪ .‬ﻋﻠﻖ ﺍﻟﻤﻨﺘﺞ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﻣﺪﻳﺮ ﺍﻟﻌﺮﺽ ﻣﺎﻳﻚ ﺳﻜﺎﻟﻲ ﺫﺍﺕ ﻣﺮﺓ ﻋﻰﻠﺫﻟﻚ ﻋﻨﺪﻣﺎ ﺍﻧﻀﻢ‬

‫ﻷﻭﻝ ﻣﺮﺓﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻣﺎﻳﺮ "ﻟﻘﺪ ﺃﺫﻫﻠﺘﻨﻲ ﻟﻠﺘﻮ‪ .‬ﻟﻘﺪ ﻗﻤﺖ ﺑﺎﻟﻜﺜﻴﺮ ﻣﻦ ﺃﻋﻤﺎﻝ ﺍﻟﻤﺴﺮﺣﻴﺔ‬

‫ﺍﻟﻬﺰﻟﻴﺔﻣﻦ ﻗﺒﻞ‪ ،‬ﻟﻜﻦ ﺃﻋﻤﺎﻝ ﺟﻮﺭﺝ ﻛﺎﻧﺖ ﻣﺨﺘﻠﻔﺔ ﺟﺪًﺍ ﻭﻣﺒﺘﻜﺮﺓ ﺟﺪًﺍ ﻟﺪﺭﺟﺔ ﺃﻧﻨﻲ ﺗﺴﺎءﻟﺖ ﻟﻔﺘﺮﺓ ﻣﻦ ﺍﻟﻮﻗﺖ ﻋﻤﺎ ﺇﺫﺍ ﻟﻢ‬

‫ﺃﻛﻦﻓﻲ ﺣﺎﻟﺔ ﻣﻦ ﺍﻻﺭﺗﺒﺎﻙ‪ .‬ﻟﻜﺸﻒﺍﻟﻐﻤﻮﺽ ﺍﻟﺬﻱ ﻳﻜﺘﻨﻒ ﻛﻴﻒ ﻳﺼﺒﺢ ﺍﻟﻨﺎﺱ ﻣﺒﺪﻋﻴﻦ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻓﻲ ﻋﺎﻡ ‪ ،1958‬ﺃﻃﻠﻖ ﻋﺎﻟﻢ ﻧﻔﺲ ﻣﻦ ﺑﻴﺮﻛﻠﻲ‬

‫ﻳﺪﻋﻰﺩﻭﻧﺎﻟﺪ ﻣﺎﻛﻴﻨﻮﻥ ﺩﺭﺍﺳﺔ ﺭﺍﺉﺪﺓ‪ .‬ﺃﺭﺍﺩ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻟﺨﺼﺎﺉﺺ ﺍﻟﻔﺮﻳﺪﺓ ﻟـﺍﻟﻨﺎﺱ ﺍﻟﻤﺒﺪﻋﻴﻦ ﻟﻠﻐﺎﻳﺔ ﻓﻲ ﺍﻟﻔﻦ ﻭﺍﻟﻌﻠﻮﻡﻭﺍﻷﻋﻤﺎﻝ‪ ،‬ﻓﺪﺭﺱ‬

‫ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺸﻤﻞ ﻋﻤﻠﻬﻢ ﺍﻟﻤﺠﺎﻻﺕ ﺍﻟﺜﻼﺛﺔ‪ :‬ﺍﻟﻤﻌﻤﺎﺭﻳﻮﻥ‪ .‬ﻟﻠﺒﺪء‪ ،‬ﻃﻠﺐ‬
‫ﻣﺎﻛﻴﻨﻮﻥﻭﺯﻣﻼﺅﻩ ﻣﻦ ﺧﻤﺴﺔ ﺧﺒﺮﺍء ﻣﺴﺘﻘﻠﻴﻦ ﻓﻲ ﺍﻟﻬﻨﺪﺳﺔ ﺍﻟﻤﻌﻤﺎﺭﻳﺔ ﺗﻘﺪﻳﻢ ﻗﺎﺉﻤﺔ ﺑﺄﻛﺜﺮ ﺃﺭﺑﻌﻴﻦ ﻣﻬﻨﺪﺳًﺎ ﻣﻌﻤﺎﺭﻳًﺎ‬

‫ﺇﺑﺪﺍﻋًﺎﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ .‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﻢ ﻟﻢ ﻳﺘﺤﺪﺛﻮﺍ ﺃﺑﺪًﺍ ﻣﻊ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﺨﺒﺮﺍء ﺣﻘﻘﻮﺍ ﺇﺟﻤﺎﻋًﺎ ﻛﺒﻴﺮًﺍﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ‪.‬‬

‫ﻛﺎﻥ ﺑﺈﻣﻜﺎﻧﻬﻢ ﺗﺮﺷﻴﺢ ﻣﺎ ﻳﺼﻞ ﺇﻰﻟ ﻣﺎﺉﺘﻲ ﻣﻬﻨﺪﺱ ﻣﻌﻤﺎﺭﻱ ﻓﻲ ﺍﻟﻤﺠﻤﻞ‪ ،‬ﻭﻟﻜﻦ ﺑﻌﺪ ﻣﺮﺍﻋﺎﺓ ﺍﻟﺘﺪﺍﺧﻞ‪،‬ﺿﻤﺖ ﻗﻮﺍﺉﻤﻬﻢ ﺳﺘﺔ ﻭﺛﻤﺎﻧﻴﻦ‬

‫ﻣﻬﻨﺪﺳًﺎ ﻓﻘﻂ‪ .‬ﻭﺗﻢ ﺗﺮﺷﻴﺢ ﺃﻛﺜﺮ ﻣﻦ ﻧﺼﻒ ﻫﺆﻻء ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﻣﻦﻗﺒﻞ ﺃﻛﺜﺮ ﻣﻦ ﺧﺒﻴﺮ ﻭﺍﺣﺪ‪ ،‬ﻭﺃﻛﺜﺮ ﻣﻦ ﺍﻟﺜﻠﺚ ﻣﻦ ﻗﺒﻞ ﺃﻏﻠﺒﻴﺔ‬

‫ﺍﻟﺨﺒﺮﺍء‪ ،‬ﻭ‪ 15‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻣﻦ ﻗﺒﻞ ﺟﻤﻴﻊ ﺍﻟﺨﺒﺮﺍء‬

‫ﺍﻟﺨﻤﺴﺔ‪ .‬ﻭﻣﻦﻫﻨﺎﻙ‪ ،‬ﻭﺍﻓﻖ ﺃﺭﺑﻌﻮﻥ ﻣﻦ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻷﻛﺜﺮ ﺇﺑﺪﺍﻋًﺎ ﻓﻲ ﺍﻟﺒﻼﺩ ﻋﻰﻠ ﺗﺸﺮﻳﺤﻬﻢ ﻧﻔﺴﻴًﺎ‪ .‬ﻭﻗﺎﺭﻧﻬﻢ‬

‫ﻓﺮﻳﻖﻣﺎﻛﻴﻨﻮﻥ ﺑﺄﺭﺑﻌﺔ ﻭﺛﻤﺎﻧﻴﻦ ﻣﻬﻨﺪﺳًﺎ ﻣﻌﻤﺎﺭﻳًﺎ ﺁﺧﺮﻳﻦ ﻛﺎﻧﻮﺍ ﻧﺎﺟﺤﻴﻦ ﻭﻟﻜﻨﻬﻢ ﻟﻢ ﻳﻜﻮﻧﻮﺍ ﻣﺒﺪﻋﻴﻦ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻭﻛﺎﻧﻮﺍ ﻣﻄﺎﺑﻘﻴﻦﻟﻠﻤﻬﻨﺪﺳﻴﻦ‬

‫ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻟﻤﺒﺪﻋﻴﻦ ﻭ"ﺍﻟﻌﺎﺩﻳﻴﻦ" ﻣﻦ ﺣﻴﺚ ﺍﻟﻌﻤﺮ ﻭﺍﻟﻤﻮﻗﻊ ﺍﻟﺠﻐﺮﺍﻓﻲ‪ .‬ﺳﺎﻓﺮ ﺟﻤﻴﻊ‬

‫ﺍﻟﻤﻬﻨﺪﺳﻴﻦﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺇﻰﻟ ﺑﻴﺮﻛﻠﻲ‪ ،‬ﺣﻴﺚ ﺃﻣﻀﻮﺍ ﺛﻼﺛﺔ ﺃﻳﺎﻡ ﻛﺎﻣﻠﺔ ﻓﻲ ﻓﺘﺢ ﻋﻘﻮﻟﻬﻢ ﻟﻔﺮﻳﻖ ﻣﺎﻛﻴﻨﻮﻥ ﻭﻟﻠﻌﻠﻢ‪ .‬ﻟﻘﺪ ﻣﻸﻭﺍ ﻣﺠﻤﻮﻋﺔﻣﻦ‬

‫ﺍﻻﺳﺘﺒﻴﺎﻧﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‪ ،‬ﻭﺗﻌﺮﺿﻮﺍ ﻟﻤﻮﺍﻗﻒ ﺍﺟﺘﻤﺎﻋﻴﺔ ﻣﺮﻫﻘﺔ‪ ،‬ﻭﺍﺟﺘﺎﺯﻭﺍ ﺍﺧﺘﺒﺎﺭﺍﺕ ﺻﻌﺒﺔ ﻟﺤﻞ‬

‫ﺍﻟﻤﺸﻜﻼﺕ‪،‬ﻭﺃﺟﺎﺑﻮﺍ ﻋﻰﻠ ﺃﺳﺉﻠﺔ ﺍﻟﻤﻘﺎﺑﻠﺔ ﺍﻟﺸﺎﻣﻠﺔ ﺣﻮﻝ ﺗﺎﺭﻳﺦ ﺣﻴﺎﺗﻬﻢ ﺑﺄﻛﻤﻠﻪ‪ .‬ﻗﺎﻡ ﻓﺮﻳﻖ ﻣﺎﻛﻴﻨﻮﻥ ﺑﺪﺭﺍﺳﺔ ﺟﺒﺎﻝ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ‪،‬ﻣﺴﺘﺨﺪﻣﻴﻦ‬

‫ﺃﺳﻤﺎء ﻣﺴﺘﻌﺎﺭﺓ ﻟﻜﻞ ﻣﻬﻨﺪﺱ ﻣﻌﻤﺎﺭﻱ ﺣﺘﻰ ﻳﻈﻠﻮﺍ ﻋﻤﻴﺎء ﻋﻦ ﻣﻦ ﻫﻮ ﻣﺒﺪﻉ ﻟﻠﻐﺎﻳﺔ ﻭﻣﻦ ﻟﻴﺲ‬

‫ﻛﺬﻟﻚ‪.‬‬

‫ﻇﻬﺮﺕﻣﺠﻤﻮﻋﺔ ﻭﺍﺣﺪﺓ ﻣﻦ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﻋﻰﻠ ﺃﻧﻬﺎ ﺃﻛﺜﺮ "ﻣﺴﺆﻭﻟﻴﺔ ﻭﺻﺪﻗًﺎ ﻭﻣﻮﺛﻮﻗﻴﺔ ﻭﻳﻤﻜﻦ ﺍﻻﻋﺘﻤﺎﺩ‬

‫ﻋﻠﻴﻬﺎ" ﻣﻊ "ﺷﺨﺼﻴﺔ ﺟﻴﺪﺓ" ﻭ"ﺍﻫﺘﻤﺎﻡ ﻣﺘﻌﺎﻃﻒ ﺑﺎﻵﺧﺮﻳﻦ" ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻷﺧﺮﻯ‪ .‬ﻳﺸﻴﺮ ﻣﺒﺪﺃ ﺍﻟﻜﺎﺭﻣﺎ ﺇﻰﻟ ﺃﻧﻪ ﻳﻨﺒﻐﻲﺃﻥ ﻳﻜﻮﻥ‬

‫ﺍﻟﻤﻬﻨﺪﺳﻮﻥ ﺍﻟﻤﺒﺪﻋﻮﻥ‪ ،‬ﻟﻜﻨﻪ ﻟﻢ ﻳﻜﻦ ﻛﺬﻟﻚ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﺍﻟﻤﻬﻨﺪﺳﻮﻥ ﺍﻟﻤﻌﻤﺎﺭﻳﻮﻥ ﺍﻟﻌﺎﺩﻳﻮﻥ‪ .‬ﻭﺟﺪ‬

‫ﻣﺎﻛﻴﻨﻮﻥﺃﻥ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻟﻤﺒﺪﻋﻴﻦ ﺑﺮﺯﻭﺍ ﻋﻰﻠ ﺃﻧﻬﻢ ﺃﻛﺜﺮ "ﺗﻄﻠﺒًﺎ ﻭﻋﺪﻭﺍﻧﻴﺔ ﻭﺃﻧﺎﻧﻴﺔ" ﻣﻦ ﻣﺠﻤﻮﻋﺔ ﺍﻟﻤﻘﺎﺭﻧﺔ‪.‬‬

‫ﻛﺎﻥﻟﺪﻯ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻟﻤﺒﺪﻋﻴﻦ ﻏﺮﻭﺭ ﻫﺎﺉﻞ ﻭﺍﺳﺘﺠﺎﺑﻮﺍ ﺑﻘﻮﺓ ﻭﺩﻓﺎﻋﻴﺔ ﻟﻠﻨﻘﺪ‪ .‬ﻭﻓﻲ ﺩﺭﺍﺳﺎﺕ ﻻﺣﻘﺔ‪ ،‬ﻇﻬﺮﺕﻧﻔﺲ ﺍﻷﻧﻤﺎﻁ ﻣﻦ‬

‫ﺍﻟﻤﻘﺎﺭﻧﺎﺕ ﺑﻴﻦ ﺍﻹﺑﺪﺍﻋﻴﺔ ﻭﺍﻷﻗﻞﺍﻟﻌﻠﻤﺎء ﺍﻟﻤﺒﺪﻋﻴﻦ‪ :‬ﺳﺠﻞ ﺍﻟﻌﻠﻤﺎء ﺍﻟﻤﺒﺪﻋﻮﻥ ﺩﺭﺟﺎﺕ ﺃﻋﻰﻠ ﺑﻜﺜﻴﺮﻓﻲ ﺍﻟﻬﻴﻤﻨﺔ ﻭﺍﻟﻌﺪﺍء ﻭﺍﻻﻧﺤﺮﺍﻑ ﺍﻟﺴﻴﻜﻮﺑﺎﺗﻲ‪.‬‬

‫ﺗﻢ ﺗﺼﻨﻴﻒ ﺍﻟﻌﻠﻤﺎء ﺍﻟﻤﺒﺪﻋﻴﻦ ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﺮﺍﻗﺒﻴﻦ ﻋﻰﻠ ﺃﻧﻬﻢ‬

‫ﻳﺨﻠﻘﻮﻥﻭﻳﺴﺘﻐﻠﻮﻥ ﺍﻟﺘﺒﻌﻴﺔ ﻟﺪﻯ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺣﺘﻰ ﺍﻟﻌﻠﻤﺎء ﺍﻟﻤﺒﺪﻋﻴﻦ ﺃﻧﻔﺴﻬﻢ ﺍﺗﻔﻘﻮﺍ ﻣﻊ ﻋﺒﺎﺭﺍﺕ ﻣﺜﻞ "ﺃﻧﺎ ﺃﻣﻴﻞ ﺇﻰﻟ ﺍﻟﺘﻘﻠﻴﻞﻣﻦ ﻣﺴﺎﻫﻤﺔ‬

‫ﺍﻵﺧﺮﻳﻦ ﻭﺃﺧﺬ ﺍﻟﻔﻀﻞ ﺍﻟﺰﺍﺉﺪ ﻟﻨﻔﺴﻲ" ﻭ"ﺃﻣﻴﻞ ﺇﻰﻟ ﺍﻟﺴﺨﺮﻳﺔ ﻭﺍﻻﺳﺘﺨﻔﺎﻑ ﻓﻲ ﻭﺻﻒ ﻗﻴﻤﺔ‬
 ‫ﺍﻟﺒﺎﺣﺜﻴﻦﺍﻵﺧﺮﻳﻦ‪".‬‬

‫ﻳﻤﺘﻠﻚﺍﻟﻤﺘﻠﻘﻮﻥ ﻣﻮﻫﺒﺔ ﺗﻮﻟﻴﺪ ﺍﻷﻓﻜﺎﺭ ﺍﻹﺑﺪﺍﻋﻴﺔ ﻭﺩﻋﻤﻬﺎ ﻓﻲ ﻣﻮﺍﺟﻬﺔ ﺍﻟﻤﻌﺎﺭﺿﺔ‪ .‬ﻭﻷﻧﻬﻢ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺜﻘﺔ ﻛﺒﻴﺮﺓ ﻓﻲ ﺁﺭﺍﺉﻬﻢﺍﻟﺨﺎﺻﺔ‪ ،‬ﻓﺈﻧﻬﻢ‬

‫ﻳﺸﻌﺮﻭﻥ ﺑﺎﻟﺘﺤﺮﺭ ﻣﻦ ﺃﻏﻼﻝ ﺍﻻﺳﺘﺤﺴﺎﻥ ﺍﻻﺟﺘﻤﺎﻋﻲ ﺍﻟﺘﻲ ﺗﻘﻴﺪ ﺧﻴﺎﻝ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ‪ .‬ﻭﻫﺬﺍ‬

‫ﻫﻮﺍﻟﺘﻮﻗﻴﻊ ﺍﻟﻤﻤﻴﺰ ﻟﻜﻮﻣﻴﺪﻳﺎ ﺟﻮﺭﺝ ﻣﺎﻳﺮ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ 2002‬ﻛﺘﺐ ﻭﺃﺧﺮﺝ ﻭﻗﺎﻡ ﺑﺒﻄﻮﻟﺔ ﻣﺴﺮﺣﻴﺔ ﺻﻐﻴﺮﺓ ﺑﻌﻨﻮﺍﻥﺍﺭﻓﻊ‬
‫ﺟﻴﺠﻰﺍﻟﺨﺎﺹ ﺑﻚ‪ .‬ﻓﻲ‬
‫ﻓﻲﻣﻮﻧﻮﻟﻮﺟﺎﺗﻪ‪ ،‬ﻭﺻﻒ ﺍﻟﻠﻪ ﺑﺄﻧﻪ "ﺧﺮﺍﻓﺔ ﺳﺨﻴﻔﺔ‪ ،‬ﺍﺧﺘﺮﻋﻬﺎ ﺭﺟﺎﻝ ﺍﻟﻜﻬﻮﻑ ﺍﻟﺨﺎﺉﻔﻮﻥ" ﻭﺃﺷﺎﺭ ﺇﻰﻟ ﺍﻟﺰﻭﺍﺝ ﺑﺎﻋﺘﺒﺎﺭﻩ " ﻣﺮﺟًﻼﺭﺍﻛﺪًﺍ ﻣﻦ ﺍﻻﺳﺘﻴﺎء‬

‫ﺍﻟﻤﺨﻤﺮ‪ ،‬ﻭﺍﻻﻣﺘﺜﺎﻝ ﺍﻟﺨﺎﺉﻒ ﻭﺍﻟﺤﻜﻤﻲ‪ ،‬ﻭﺍﻻﻫﺘﻤﺎﻡ ﺍﻟﻤﺒﺎﻟﻎ ﻓﻴﻪ ﺑﺎﻷﻃﻔﺎﻝ‪ . . ...".‬ﻭﺍﻟﺘﺠﺮﻳﻒ‬

‫ﺍﻟﺴﺮﻱﻟﻠﺼﻮﺭ ﺍﻟﻤﺜﻴﺮﺓ ﻣﻦ ﺍﻟﻌﺸﺎﻕ ﺍﻟﺴﺎﺑﻘﻴﻦ ﻓﻲ ﻣﺤﺎﻭﻟﺔ ﻳﺎﺉﺴﺔ ﻭﻣﻔﺠﻌﺔ ﻟﺠﻌﻞ ﺍﻟﺠﻨﺲ ﺍﻟﺰﻭﺟﻲ ﻣﻤﻜﻨًﺎ‪.‬‬

‫ﺳﺮﺍﻹﺑﺪﺍﻉ‪ :‬ﺃﻥ ﺗﻜﻮﻥ ﻣﺘﻘﺒﻼً؟ ﻟﻴﺲﺑﻬﺬﻩ ﺍﻟﺴﺮﻋﺔ‪ .‬ﻗﺪ ﻳﻜﻮﻥ ﻣﺎﻳﺮ ﻳﺘﻤﺘﻊ ﺑﺮﻭﺡ ﺍﻟﺪﻋﺎﺑﺔ ﺍﻟﺴﺎﺧﺮﺓ‪ ،‬ﻭﺍﻟﺸﻚ ﺍﻟﻌﻤﻴﻖ ﺣﻮﻝ ﺍﻟﺘﻘﺎﻟﻴﺪ ﺍﻟﻌﺮﻳﻘﺔ‪ ،‬ﻭﺑﻌﺾ‬

‫ﺍﻟﺘﺼﺮﻓﺎﺕﺍﻟﻄﺎﺉﺸﺔ ﺍﻟﻤﺎﺿﻴﺔ‪ ،‬ﻭﻟﻜﻦ ﻓﻲ ﻋﺎﻟﻢ ﻫﻮﻟﻴﻮﻭﺩ ﺍﻟﺬﻱ ﻳﻬﻴﻤﻦ ﻋﻠﻴﻪ ﺍﻵﺧﺬﻭﻥ‪ ،‬ﺃﻣﻀﻰ ﻣﻌﻈﻢ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‬

‫ﺑﺄﺳﻠﻮﺏﺍﻟﻌﻄﺎء‪ .‬ﺑﺪﺃ ﺍﻷﻣﺮ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﻣﻦ ﺣﻴﺎﺗﻪ‪ :‬ﻋﻨﺪﻣﺎ ﻧﺸﺄ‪ ،‬ﻛﺎﻥ ﻛﺸﺎﻓﺔ ﺍﻟﻨﺴﺮ ﻭﺻﺒﻲ ﺍﻟﻤﺬﺑﺢ‪ .‬ﻓﻲ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ‪،‬ﺗﺨﺼﺺ ﻣﺎﻳﺮ ﻓﻲ‬

‫ﺍﻟﻜﻴﻤﻴﺎء ﺍﻟﺤﻴﻮﻳﺔ ﻭﺗﻢ ﻗﺒﻮﻟﻪ ﻓﻲ ﻛﻠﻴﺔ ﺍﻟﻄﺐ‪ ،‬ﻟﻜﻨﻪ ﻗﺮﺭ ﻋﺪﻡ ﺍﻟﺤﻀﻮﺭ‪ .‬ﻟﻘﺪ ﺗﻢ ﺻﺪﻩ ﻣﻦ ﻗﺒﻞ ﻃﻼﺏﺍﻟﻤﺮﺣﻠﺔ ﺍﻟﺘﻤﻬﻴﺪﻳﺔ ﺍﻟﺬﻳﻦ ﺍﻟﺘﻘﻰ ﺑﻬﻢ ﻓﻲ‬

‫ﺍﻟﻜﻠﻴﺔ ﻭﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﻗﺪﺭ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻤﻨﺎﻓﺴﺔ‪ ،‬ﻭﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﺑﺎﻧﺘﻈﺎﻡ " ﻳﺨﺮﺑﻮﻥﺗﺠﺎﺭﺏ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ‪ -‬ﻭﻫﻢ ﻋﺮﺟﺎء ﻟﻠﻐﺎﻳﺔ‪ ".‬ﺑﻌﺪ ﺍﻧﺘﺨﺎﺑﻪ‬

‫ﺭﺉﻴﺴﺎ ﻟﻠﺤﺰﺏﻫﺠﺎءﻋﻨﺪﻣﺎ ﺣﺎﻭﻝ ﺃﻗﺮﺍﻧﻪ ﻋﺰﻟﻪ‪ ،‬ﻻﺣﻆ‬

‫ﺃﻭﻳﻦﺃﻥ "ﻣﺎﻳﺮ ﻟﻢ ﻳﻨﺞ ﻣﻦ ﻫﺬﺍ ﺍﻻﻧﻘﻼﺏ ﻓﺤﺴﺐ‪ ،‬ﺑﻞ ﺃﺻﺒﺢ ﺃﻳﻀًﺎ‪ ،‬ﺑﺸﻜﻞ ﻣﻤﻴﺰ‪ ،‬ﺻﺪﻳﻘًﺎ ﻣﻘﺮﺑًﺎ ﻟﻤﻨﺎﻓﺴﻪ ﺍﻟﺮﺉﻴﺴﻲ‪ ".‬ﺑﻌﺪﺍﻟﺘﺨﺮﺝ ﻭﺍﻟﻔﺸﻞ ﻓﻲ‬

‫ﻣﺴﺎﺭ ﺍﻟﻜﻼﺏ‪ ،‬ﻋﻤﻞ ﻣﺎﻳﺮ ﻓﻲ ﻣﺨﺘﺒﺮ ﺃﺑﺤﺎﺙ ﺍﻟﺴﺮﻃﺎﻥ ﻭﻛﻤﺪﺭﺱ ﺑﺪﻳﻞ‪ .‬ﻋﻨﺪﻣﺎ ﺳﺄﻟﺖ ﻣﺎﻳﺮ ﻣﺎ‬

‫ﺍﻟﺬﻱﺟﺬﺑﻪ ﺇﻰﻟ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ‪ ،‬ﻗﺎﻝ‪" :‬ﺃﺣﺐ ﺃﻥ ﺃﺟﻌﻞ ﺍﻟﻨﺎﺱ ﻳﻀﺤﻜﻮﻥ‪ ،‬ﻭﺃﺭﻓﻪ ﻋﻨﻬﻢ‪ ،‬ﻭﺃﺣﺎﻭﻝ ﺃﻥ ﺃﺟﻌﻞ ﺍﻟﻌﺎﻟﻢ ﺃﻓﻀﻞ ﻗﻠﻴﻼً"‪.‬‬

‫ﺍﺳﺘﺨﺪﻡﻣﺎﻳﺮ ﻣﻮﻫﺒﺘﻪ ﺍﻟﻜﻮﻣﻴﺪﻳﺔ ﻟﺘﻌﺰﻳﺰ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺒﻴﺉﻴﺔ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1992‬ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮﺳﻤﺒﺴﻨﺰ ﺍﻟﺤﻠﻘﺔﺍﻟﺘﻲ ﻛﺘﺒﻬﺎ ﻣﺎﻳﺮ‪،‬‬

‫“ ﺍﻟﺴﻴﺪ‪" .‬ﻟﻴﺰﺍ ﺗﺬﻫﺐ ﺇﻰﻟ ﻭﺍﺷﻨﻄﻦ" ﺗﻢ ﺗﺮﺷﻴﺤﻪ ﻟﺠﺎﺉﺰﺓ ﺍﻹﻋﻼﻡ ﺍﻟﺒﻴﺉﻲ‪ ،‬ﺍﻟﺘﻲ ﺗُﻤ ﻨﺢ ﻷﻓﻀﻞ‬

‫ﻣﺴﻠﺴﻞﻛﻮﻣﻴﺪﻱ ﻋﻰﻠ ﺷﺎﺷﺔ ﺍﻟﺘﻠﻔﺰﻳﻮﻥ ﻳﺤﻤﻞ ﺭﺳﺎﻟﺔ ﻣﺆﻳﺪﺓ ﻟﻠﺒﻴﺉﺔ‪ .‬ﺧﻼﻝ ﻓﺘﺮﺓ ﻭﻻﻳﺘﻪ‪،‬ﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻓﺎﺯ ﺑﺴﺘﺔ ﻣﻦ ﻫﺬﻩﺍﻟﺠﻮﺍﺉﺰ‪ .‬ﻓﻲ ﻋﺎﻡ‬

‫‪،1995‬ﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﺣﺼﻞ ﻋﻰﻠ ﺟﺎﺉﺰﺓ ‪ Genesis‬ﻣﻦ ﺟﻤﻌﻴﺔ ﺍﻟﺮﻓﻖ ﺑﺎﻟﺤﻴﻮﺍﻥ ﻟﺮﻓﻊ‬

‫ﻣﺴﺘﻮﻯﺍﻟﻮﻋﻲ ﺍﻟﻌﺎﻡ ﺑﻘﻀﺎﻳﺎ ﺍﻟﺤﻴﻮﺍﻥ‪ .‬ﻣﺎﻳﺮ ﻧﺒﺎﺗﻲ ﻭﻳﻤﺎﺭﺱ ﺍﻟﻴﻮﻏﺎ‪ ،‬ﻭﻓﻲ ﻋﺎﻡ ‪ 2005‬ﺷﺎﺭﻙ ﻓﻲ ﺍﻟﻜﺘﺎﺑﺔﺍﻷﺭﺽ ﺇﻰﻟ ﺃﻣﺮﻳﻜﺎ‬
‫‪،‬ﺑﺮﻧﺎﻣﺞ ‪ TBS‬ﺧﺎﺹ ﻳﺴﺘﺨﺪﻡ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ ﻛﻮﺳﻴﻠﺔ ﻟﺰﻳﺎﺩﺓ ﺍﻟﻮﻋﻲ ﺣﻮﻝ ﻇﺎﻫﺮﺓ ﺍﻻﺣﺘﺒﺎﺱ ﺍﻟﺤﺮﺍﺭﻱ ﻭﺍﻟﻘﻀﺎﻳﺎ ﺍﻟﺒﻴﺉﻴﺔ‬

‫ﺫﺍﺕﺍﻟﺼﻠﺔ‪ .‬ﻟﻘﺪ ﻗﺎﻡ ﺑﻌﻤﻞ ﻣﻜﺜﻒ ﻟﺼﺎﻟﺢ ﻣﻨﻈﻤﺔ ‪ ،International Conservation‬ﺣﻴﺚ ﻗﺎﻡ ﺑﺈﻧﺘﺎﺝ ﻣﺤﺎﺿﺮﺍﺕ ‪ PowerPoint‬ﻣﻀﺤﻜﺔ ﻟﺘﻌﺰﻳﺰ‬

‫ﺍﻟﺘﻨﻮﻉ ﺍﻟﺒﻴﻮﻟﻮﺟﻲ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،2007‬ﻋﻨﺪﻣﺎ ﺍﻛﺘﺸﻒ ﺍﻟﻌﻠﻤﺎء ﻧﻮﻋًﺎ ﺟﺪﻳﺪًﺍ ﻣﻦ ﺍﻟﻀﻔﺎﺩﻉ ﺍﻟﻄﺤﻠﺒﻴﺔﻓﻲ ﺳﺮﻳﻼﻧﻜﺎ‪ ،‬ﺃﻃﻠﻘﻮﺍ ﻋﻠﻴﻪ ﺍﺳﻢ ﺍﺑﻨﺔ ﻣﺎﻳﺮ‪،‬‬

‫ﺗﻜﺮﻳﻤًﺎ ﻟﻤﺴﺎﻫﻤﺎﺗﻪ ﻓﻲ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻠﺒﺮﻣﺎﺉﻴﺎﺕ ﻟﺤﻤﺎﻳﺔ‬

‫ﺍﻟﻀﻔﺎﺩﻉ‪.‬‬

‫ﻭﺍﻷﻛﺜﺮﺇﺛﺎﺭﺓ ﻟﻺﻋﺠﺎﺏ ﻣﻦ ﻋﻤﻞ ﻣﺎﻳﺮ ﻟﺼﺎﻟﺢ ﺍﻟﻜﻮﻛﺐ ﻫﻮ ﻛﻴﻔﻴﺔ ﻋﻤﻠﻪ ﻣﻊ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺟﺎءﺕ ﻓﺮﺻﺘﻪ ﺍﻟﻜﺒﻴﺮﺓ ﻋﻨﺪﻣﺎ ﻛﺎﻥﻳﻌﻤﻞ ﻋﻰﻠ ﺳﻴﻨﺎﺭﻳﻮ ﻓﻴﻠﻢ‬

‫ﻟﻴﺘﺮﻣﺎﻥ ﻓﻲ ﻋﺎﻡ ‪ 1988.‬ﻭﻹﺿﻔﺎء ﺑﻌﺾ ﺍﻟﺘﻨﻮﻉ ﻓﻲ ﻳﻮﻡ ﻋﻤﻠﻪ‪ ،‬ﻛﺘﺐ ﻭﻧﺸﺮ ﻣﺠﻠﺔ‬

‫ﻓﻜﺎﻫﻴﺔﺑﻌﻨﻮﺍﻥﺭﺟﻞ ﺟﻴﺶ‪ .‬ﻗﺎﻝ ﻣﺎﻳﺮ ﻟﻠﻔﻜﺎﻫﻲ ﺇﺭﻳﻚ ﺳﺒﻴﺘﺰﻧﺎﺟﻞ‪" :‬ﻛﺎﻥ ﻫﻨﺎﻙ ﻋﺪﺩ ﻗﻠﻴﻞ ﺟﺪًﺍ ﻣﻦ ﺍﻟﻤﻨﺸﻮﺭﺍﺕ ﺍﻟﺘﻲ ﻛﺎﻧﺖﺗﺤﺎﻭﻝ ﺃﻥ ﺗﻜﻮﻥ‬

‫ﻣﻀﺤﻜﺔ ﻓﻘﻂ‪ ،‬ﻟﺬﻟﻚ ﺣﺎﻭﻟﺖ ﺃﻥ ﺃﺻﻨﻊ ﺷﻴﺉًﺎ ﻟﻴﺲ ﻟﻪ ﺃﺟﻨﺪﺓ ﺳﻮﻯ ﺟﻌﻠﻚ ﺗﻀﺤﻚ‪ ".‬ﺍﻟﻌﺪﺩ ﺍﻷﻭﻝﻣﻦﺭﺟﻞ ﺟﻴﺶﻛﺎﻥ ﻃﻮﻟﻪ ﺛﻤﺎﻧﻲ ﺻﻔﺤﺎﺕ‬

‫ﻓﻘﻂ‪ .‬ﻃﺒﻌﻬﺎ ﻣﺎﻳﺮ ﺑﻨﻔﺴﻪ‪ ،‬ﻭﺭﺗﺒﻬﺎ ﻋﻰﻠ ﺳﺮﻳﺮﻩ‪ ،‬ﻭﺑﺪﺃ ﻓﻲ ﻧﺴﺨﻬﺎ‪ .‬ﺛﻢ‬

‫ﻭﺯﻉﺃﻓﻀﻞ ﺃﻋﻤﺎﻟﻪ ﺍﻟﻜﻮﻣﻴﺪﻳﺔ‪ ،‬ﻭﺃﺭﺳﻞ ﻧﺴﺨًﺎ ﻣﻨﻬﺎ ﺇﻰﻟ ﻧﺤﻮ ﻣﺎﺉﺘﻲ ﺻﺪﻳﻖ ﻣﺠﺎﻧًﺎ‪.‬‬

‫ﺗﻢﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﺍﻟﻘﺮﺍءﺭﺟﻞ ﺟﻴﺶ ﻓﺮﺣﺎﻥ ﻭﺑﺪﺃﻭﺍ ﻓﻲ ﺗﻤﺮﻳﺮﻫﺎ ﺇﻰﻟ ﺃﺻﺪﻗﺎﺉﻬﻢ‪ .‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﺍﺟﺘﺬﺑﺖ ﺍﻟﻤﺠﻠﺔ ﺟﻤﺎﻫﻴﺮﻳﺔﻛﺒﻴﺮﺓ‪ ،‬ﻭﻧﺠﺤﺖ ﻓﻲ‬
 ‫ﺗﺤﻘﻴﻖ ﺫﻟﻚﺻﺨﺮﻩ ﻣﺘﺪﺣﺮﺟﻪﺍﻟﻘﺎﺉﻤﺔ ﺍﻟﺴﺎﺧﻨﺔ ﻟﻠﻤﺠﻠﺔ ﻟﻸﻓﻀﻞ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺘﺮﻓﻴﻪ ﻟﻬﺬﺍ‬

‫ﺍﻟﻌﺎﻡ‪.‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﺑﺪﺃ ﺃﺻﺪﻗﺎء ﻣﺎﻳﺮ ﺑﺈﺭﺳﺎﻝ ﻣﻘﺎﻻﺕ ﻟﻪ ﻟﻴﻈﻬﺮ ﻓﻲ ﺍﻷﻋﺪﺍﺩ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪ .‬ﻭﺑﺤﻠﻮﻝ ﺍﻹﺻﺪﺍﺭ ﺍﻟﺜﺎﻧﻲ ﻛﺎﻥ ﻫﻨﺎﻙﺇﻗﺒﺎﻝ ﻛﺎﻑ ﻋﻰﻠ‬

‫ﻣﺎﻳﺮ ﻟﺘﻮﺯﻳﻊ ﺣﻮﺍﻟﻲ ﺃﻟﻒ ﻧﺴﺨﺔ‪ .‬ﻟﻘﺪ ﺃﻏﻠﻘﻬﺎ ﺑﻌﺪ ﺍﻹﺻﺪﺍﺭ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﻭﻳﺮﺟﻊ ﺫﻟﻚ ﺟﺰﺉﻴًﺎ ﺇﻰﻟ ﻋﺪﻡ‬

‫ﻗﺪﺭﺗﻪﻋﻰﻠ ﻧﺸﺮ ﺟﻤﻴﻊ ﻣﺸﺎﺭﻛﺎﺕ ﺃﺻﺪﻗﺎﺉﻪ ﻭﻟﻜﻨﻪ ﻟﻢ ﻳﺘﺤﻤﻞ ﺭﻓﻀﻬﺎ‪.‬‬

‫ﺍﻟﻌﺪﺩﺍﻷﻭﻝ ﻣﻦﺭﺟﻞ ﺟﻴﺶﻇﻬﺮ ﻷﻭﻝ ﻣﺮﺓ ﻋﻨﺪﻣﺎﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻛﺎﻥ ﻳﻨﻄﻠﻖ‪ ،‬ﻭﺷﻖ ﻃﺮﻳﻘﻪ ﺇﻰﻟ ﺃﻳﺪﻱ ﺍﻟﻤﻨﺘﺞ‬

‫ﺍﻟﺘﻨﻔﻴﺬﻱﺳﺎﻡ ﺳﺎﻳﻤﻮﻥ‪ ،‬ﺍﻟﺬﻱ ﻛﺎﻥ ﻋﻰﻠ ﻭﺷﻚ ﺗﻌﻴﻴﻦ ﻓﺮﻳﻖ ﻛﺘﺎﺑﺔ‪.‬‬

‫ﺍﺳﺘﺄﺟﺮﺳﺎﻳﻤﻮﻥ ﻣﺎﻳﺮ ﻭﻋﺪﺩ ﻗﻠﻴﻞ ﻣﻦ ﺍﻟﻤﺴﺎﻫﻤﻴﻦ ﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺫﻟﻚﺭﺟﻞ ﺟﻴﺶ‪ ،‬ﻭﺍﺳﺘﻤﺮﻭﺍ ﻓﻲ ﺻﻨﻌﻬﺎﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﺿﺮﺑﺔ ﻣﻌﺎ‪ .‬ﻓﻲ ﻏﺮﻓﺔ‬

‫ﺍﻟﻜﺘّﺎﺏ‪ ،‬ﺃﺛﺒﺖ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻧﻔﺴﻪ ﻛﻤُﻌ ﻄﻲ‪ .‬ﺗﻴﻢ ﻟﻮﻧﺞ‪ ،‬ﺃﺳﻤﺒﺴﻨﺰﺃﺧﺒﺮﻧﻲ ﺍﻟﻜﺎﺗﺐ ﺍﻟﺤﺎﺉﺰ ﻋﻰﻠﺟﺎﺉﺰﺓ ﺇﻳﻤﻲ ﺧﻤﺲ ﻣﺮﺍﺕ ﺃﻥ "ﺟﻮﺭﺝ ﻳﺘﻤﺘﻊ‬

‫ﺑﺄﻓﻀﻞ ﺳﻤﻌﺔ ﻣﻦ ﺃﻱ ﺷﺨﺺ ﺃﻋﺮﻓﻪ‪ .‬ﺇﻧﻪ ﻛﺮﻳﻢ ﺑﺸﻜﻞ ﻻ ﻳﺼﺪﻕ ﻓﻲ ﺍﻟﻌﻄﺎءﻭﻣﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﺑﺎﻟﻤﺜﻞ‪ ،‬ﺗﺘﻌﺠﺐ ﻛﺎﺭﻭﻟﻴﻦ ﺃﻭﻣﻴﻨﻲ ﻗﺎﺉﻠﺔ‪:‬‬

‫"ﻛﻞ ﻣﻦ ﻳﻌﺮﻑ ﺟﻮﺭﺝ ﻳﻌﺮﻑ ﺃﻧﻪ ﺷﺨﺺ ﺟﻴﺪ‬

‫ﺣﻘًﺎ‪.‬ﻟﺪﻳﻪ ﻣﻴﺜﺎﻕ ﺷﺮﻑ‪ ،‬ﻭﻳﻌﻴﺶ ﻭﻓﻘًﺎ ﻟﻬﺬﺍ ﺍﻟﻤﻴﺜﺎﻕ‪ ،‬ﺑﻘﺪﺭ ﺧﺎﺭﻕ ﻣﻦ ﺍﻟﻨﺰﺍﻫﺔ‪.‬‬

‫ﻳﺴﻠﻂﻧﺠﺎﺡ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺍﻟﻀﻮء ﻋﻰﻠ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﺒﺪﻋﻴﻦ ﺗﻤﺎﻣًﺎ ﻣﺜﻞ ﺍﻵﺧﺬﻳﻦ‪ .‬ﻣﻦ ﺧﻼﻝ ﺩﺭﺍﺳﺔ‬

‫ﻋﺎﺩﺍﺗﻪﺑﺎﻟﺘﻌﺎﻭﻥ‪ ،‬ﻳﻤﻜﻨﻨﺎ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺗﻘﺪﻳﺮ ﻏﻨﻲ ﻟﻜﻴﻔﻴﺔ ﻋﻤﻞ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺑﻄﺮﻕ ﺗﺴﺎﻫﻢ ﻓﻲ ﻧﺠﺎﺣﻬﻢ ‪ -‬ﻭﻧﺠﺎﺡ ﻣﻦ‬

‫ﺣﻮﻟﻬﻢ‪.‬ﻭﻟﻜﻦ ﻟﺘﻄﻮﻳﺮ ﻓﻬﻢ ﻛﺎﻣﻞ ﻟﻤﺎ ﻳﻔﻌﻠﻪ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺑﺸﻜﻞ ﻓﻌﺎﻝ ﻓﻲ ﺍﻟﺘﻌﺎﻭﻥ‪ ،‬ﻣﻦ ﺍﻟﻤﻬﻢ ﻣﻘﺎﺭﻧﺘﻬﻢ ﻣﻊ ﺍﻵﺧﺬﻳﻦ‪ .‬ﺗﺸﻴﺮﺍﻷﺑﺤﺎﺙ ﺍﻟﺘﻲ ﺃﺟﺮﻳﺖ‬

‫ﻋﻰﻠ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻟﻤﺒﺪﻋﻴﻦ ﺇﻰﻟ ﺃﻥ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻜﻮﻥ ﻟﺪﻳﻬﻢ ﺍﻟﺜﻘﺔ‬

‫ﻟﺘﻮﻟﻴﺪﺃﻓﻜﺎﺭ ﺃﺻﻠﻴﺔ ﺗﺨﺎﻟﻒ ﺍﻟﺘﻘﺎﻟﻴﺪ ﻭﺗﺨﻮﺽ ﻣﻌﺎﺭﻙ ﺷﺎﻗﺔ ﻟﺪﻋﻢ ﻫﺬﻩ ﺍﻷﻓﻜﺎﺭ‪ .‬ﻟﻜﻦ ﻫﻞ ﻳﺄﺗﻲ ﻫﺬﺍ ﺍﻻﺳﺘﻘﻼﻝ ﺑﺜﻤﻦ؟‬
 ‫ﺗﺤﻠﻖﻣﻨﻔﺮﺩﺓ‬
‫ﻓﻲﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ‪ ،‬ﺭﺑﻤﺎ ﻟﻢ ﻳﻜﻦ ﻫﻨﺎﻙ ﺷﺨﺺ ﺃﻛﺜﺮ ﺭﻣﺰﻳﺔ ﻟﻺﺑﺪﺍﻉ ﺍﻟﺒﺎﺭﺯ ﻣﻦﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1991‬ﺗﻢ‬

‫ﺍﻻﻋﺘﺮﺍﻑﺭﺍﻳﺖ ﻛﺄﻋﻈﻢ ﻣﻬﻨﺪﺱ ﻣﻌﻤﺎﺭﻱ ﺃﻣﺮﻳﻜﻲ ﻓﻲ ﻛﻞ ﺍﻟﻌﺼﻮﺭ ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﻌﻬﺪ ﺍﻷﻣﺮﻳﻜﻲ ﻟﻠﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ‪ .‬ﻛﺎﻥﻟﺪﻳﻪ ﻣﻬﻨﺔ ﻣﺜﻤﺮﺓ‬

‫ﻟﻠﻐﺎﻳﺔ‪ ،‬ﺣﻴﺚ ﺻﻤﻢ ﻣﻨﺰﻝ ﻓﺎﻟﻴﻨﺠﻮﻭﺗﺮ ﺍﻟﺸﻬﻴﺮ ﺑﺎﻟﻘﺮﺏ ﻣﻦ ﺑﻴﺘﺴﺒﺮﻍ‪ ،‬ﻭﻣﺘﺤﻒ ﻏﻮﻏﻨﻬﺎﻳﻢ‪ ،‬ﻭﺃﻛﺜﺮ‬

‫ﻣﻦﺃﻟﻒ ﻣﺒﻨﻰ ﺁﺧﺮ ‪ -‬ﺗﻢ ﺑﻨﺎء ﻧﺼﻔﻬﺎ ﺗﻘﺮﻳﺒًﺎ‪ .‬ﻭﻓﻲ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ ﺍﻟﺘﻲ ﺍﻣﺘﺪﺕ ﻟﺴﺒﻌﺔ ﻋﻘﻮﺩ‪ ،‬ﺃﻛﻤﻞ ﻓﻲ ﺍﻟﻤﺘﻮﺳﻂ ﺃﻛﺜﺮ‬

‫ﻣﻦ‪ 140‬ﺗﺼﻤﻴﻤًﺎ ﻭ‪ 70‬ﻫﻴﻜًﻼ ﻓﻲ ﻛﻞ ﻋﻘﺪ‪.‬‬

‫ﻭﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺭﺍﻳﺖ ﻛﺎﻥ ﻏﺰﻳﺮ ﺍﻹﻧﺘﺎﺝ ﻃﻮﺍﻝ ﺍﻟﺮﺑﻊ ﺍﻷﻭﻝ ﻣﻦ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ‪ ،‬ﺑﺪﺍﻳﺔ ﻣﻦ ﻋﺎﻡ ‪ ،1924‬ﺇﻻ ﺃﻧﻪ‬

‫ﺗﺮﺍﺟﻊﻟﻤﺪﺓ ﺗﺴﻊ ﺳﻨﻮﺍﺕ‪ .‬ﺍﻋﺘﺒﺎﺭًﺍ ﻣﻦ ﻋﺎﻡ ‪" ،1925‬ﺗﻀﺎءﻟﺖ ﻣﺴﻴﺮﺓ ﺭﺍﻳﺖ ﺍﻟﻤﻬﻨﻴﺔ ﻓﻲ ﻋﺪﺩ ﻗﻠﻴﻞ ﻣﻦ ﺍﻟﻤﻨﺎﺯﻝ ﻓﻲ ﻟﻮﺱﺃﻧﺠﻠﻮﺱ"‪ ،‬ﻛﻤﺎ ﻛﺘﺐ‬

‫ﻋﺎﻟﻢ ﺍﻻﺟﺘﻤﺎﻉ ﺭﻭﺟﺮ ﻓﺮﻳﺪﻻﻧﺪ ﻭﺍﻟﻤﻬﻨﺪﺱ ﺍﻟﻤﻌﻤﺎﺭﻱ ﻫﺎﺭﻭﻟﺪ ﺯﻳﻠﻤﺎﻥ‪ .‬ﺑﻌﺪ ﺩﺭﺍﺳﺔ ﻣﺴﻴﺮﺓ ﺭﺍﻳﺖﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﺧﻠﺺ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺇﺩ ﺩﻱ ﺳﺎﻧﺖ‬

‫ﺃﻭﺑﻴﻦ ﺇﻰﻟ ﺃﻥ ﺃﺩﻧﻰ ﻣﺴﺘﻮﻯ ﻟﺮﺍﻳﺖ "ﻏﺮﻕ ﻋﻰﻠ ﺍﻹﻃﻼﻕ ﻓﻲ ﺍﻟﻬﻨﺪﺳﺔ ﺍﻟﻤﻌﻤﺎﺭﻳﺔﺣﺪﺙ ﻓﻲ ﺍﻷﻋﻮﺍﻡ ﻣﺎ ﺑﻴﻦ ‪ 1924‬ﻭ‪ 1933‬ﻋﻨﺪﻣﺎ ﺃﻛﻤﻞ‬

‫ﻣﺸﺮﻭﻋﻴﻦ ﻓﻘﻂ‪ ".‬ﺧﻼﻝ ﺗﻠﻚ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﺘﺴﻊ‪ ،‬ﻛﺎﻥ ﺭﺍﻳﺖﺃﻗﻞ ﺇﻧﺘﺎﺟﻴﺔ ﺑﻨﺤﻮ ﺧﻤﺴﺔ ﻭﺛﻼﺛﻴﻦ ﻣﺮﺓ ﻣﻦ ﺍﻟﻤﻌﺘﺎﺩ‪ .‬ﻭﺧﻼﻝ ﻓﺘﺮﺓ ﻋﺎﻣﻴﻦ‪ ،‬ﻟﻢ‬

‫ﻳﺤﺼﻞ ﻋﻰﻠ ﻋﻤﻮﻟﺔ ﻭﺍﺣﺪﺓ‪ ،‬ﻭﻛﺎﻥ " ﻳﺘﺨﺒﻂﻣﻬﻨﻴًﺎ" ‪ ،‬ﻛﻤﺎ ﻳﺸﻴﺮ ﺍﻟﻨﺎﻗﺪ ﺍﻟﻤﻌﻤﺎﺭﻱ ﻛﺮﻳﺴﺘﻮﻓﺮ ﻫﻮﺛﻮﺭﻥ‪ .‬ﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،1932‬ﻛﺎﻥ »ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ‬

‫ﺭﺍﻳﺖ ﺍﻟﻤﺸﻬﻮﺭ ﻋﺎﻟﻤﻴًﺎ»«ﻋﺎﻃًﻼ ﻋﻦ ﺍﻟﻌﻤﻞ ﺗﻘﺮﻳﺒًﺎ«‪ ،‬ﻛﻤﺎ ﻛﺘﺐ ﻛﺎﺗﺐ ﺍﻟﺴﻴﺮﺓ ﺍﻟﺬﺍﺗﻴﺔ ﺑﺮﻳﻨﺪﺍﻥ ﺟﻴﻞ‪" .‬ﻛﺎﻧﺖ ﺁﺧﺮ ﻋﻤﻮﻻﺗﻪ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻫﻲ‬

‫ﺑﻨﺎءﻣﻨﺰﻝ ﻻﺑﻦ ﻋﻤﻪ" ﻓﻲ ﻋﺎﻡ ‪ ،1929‬ﻭ"ﻛﺎﻥ ﻣﺪﻳﻨًﺎ ﺑﺎﺳﺘﻤﺮﺍﺭ" ﺇﻰﻟ ﺩﺭﺟﺔ ﺃﻧﻪ ﻛﺎﻥ ﻳﻜﺎﻓﺢ "ﻹﻳﺠﺎﺩ ﻣﺎ ﻳﻜﻔﻲ ﻟﺸﺮﺍء ﺍﻟﺒﻘﺎﻟﺔ‪".‬‬

‫ﻣﺎﺍﻟﺬﻱ ﺗﺴﺒﺐ ﻓﻲ ﺿﻌﻒ ﺃﻋﻈﻢ ﻣﻬﻨﺪﺱ ﻣﻌﻤﺎﺭﻱ ﻓﻲ ﺃﻣﺮﻳﻜﺎ؟‬

‫ﻛﺎﻥﺭﺍﻳﺖ ﺃﺣﺪ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻟﺬﻳﻦ ﺗﻤﺖ ﺩﻋﻮﺗﻬﻢ ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺩﺭﺍﺳﺔ ﻣﺎﻛﻴﻨﻮﻥ ﻟﻺﺑﺪﺍﻉ‪ .‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦﺭﻓﻀﻪ ﻟﻠﺪﻋﻮﺓ‪ ،‬ﺇﻻ ﺃﻥ‬

‫ﺻﻮﺭﺓ ﺍﻟﻤﻬﻨﺪﺱ ﺍﻟﻤﻌﻤﺎﺭﻱ ﺍﻟﻤﺒﺪﻉ ﺍﻟﺘﻲ ﻇﻬﺮﺕ ﻣﻦ ﺗﺤﻠﻴﻞ ﻣﺎﻛﻴﻨﻮﻥ ﻛﺎﻧﺖ ﺻﻮﺭﺓ ﺍﻟﺒﺼﻖ‬

‫ﻟﺮﺍﻳﺖ‪.‬ﻓﻲ ﺗﺼﻤﻴﻤﺎﺗﻪ‪ ،‬ﺑﺪﺍ ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ ﺇﻧﺴﺎﻧﻴًﺎ‪ .‬ﻭﻗﺪ ﻗﺪﻡ ﻣﻔﻬﻮﻡ ﺍﻟﻌﻤﺎﺭﺓ ﺍﻟﻌﻀﻮﻳﺔ‪ ،‬ﺣﻴﺚ ﺳﻌﻰ ﺇﻰﻟ ﺗﻌﺰﻳﺰ ﺍﻻﻧﺴﺠﺎﻡﺑﻴﻦ ﺍﻟﻨﺎﺱ‬

‫ﻭﺍﻟﺒﻴﺉﺎﺕ ﺍﻟﺘﻲ ﻳﻌﻴﺸﻮﻥ ﻓﻴﻬﺎ‪ .‬ﻭﻟﻜﻦ ﻓﻲ ﺗﻌﺎﻣﻼﺗﻪ ﻣﻊ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻛﺎﻥ ﻳﺘﺼﺮﻑ ﻣﺜﻞ ﺍﻵﺧﺬ‪ .‬ﻳﻌﺘﻘﺪ ﺍﻟﺨﺒﺮﺍءﺃﻥ ﺭﺍﻳﺖ‪ ،‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻣﺘﺪﺭﺑًﺎ‪ ،‬ﺻﻤﻢ‬

‫ﻣﺎ ﻻ ﻳﻘﻞ ﻋﻦ ﺗﺴﻌﺔ ﻣﻨﺎﺯﻝ ﻏﻴﺮ ﻣﺸﺮﻭﻋﺔ‪ ،‬ﻣﻨﺘﻬﻜًﺎ ﺑﺬﻟﻚ ﺷﺮﻭﻁ ﻋﻘﺪﻩ ﺍﻟﺬﻱﻳﺤﻈﺮ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺴﺘﻘﻞ‪ .‬ﻹﺧﻔﺎء ﺍﻟﻌﻤﻞ ﻏﻴﺮ ﺍﻟﻘﺎﻧﻮﻧﻲ‪ ،‬ﻳﻘﺎﻝ ﺇﻥ‬

‫ﺭﺍﻳﺖ ﺃﻗﻨﻊ ﺃﺣﺪ ﺯﻣﻼﺉﻪ ﺍﻟﺮﺳﺎﻣﻴﻦ ﺑﺎﻟﺘﻮﻗﻴﻊ ﻋﻰﻠ ﺍﻟﻌﺪﻳﺪﻣﻦ ﺍﻟﻤﻨﺎﺯﻝ‪ .‬ﻓﻲ ﻭﻗﺖ ﻣﺎ‪ ،‬ﻭﻋﺪ ﺭﺍﻳﺖ ﺍﺑﻨﻪ ﺟﻮﻥ ﺑﺮﺍﺗﺐ ﻣﻘﺎﺑﻞ ﻋﻤﻠﻪ ﻛﻤﺴﺎﻋﺪ ﻓﻲ‬

‫ﻋﺪﺓ ﻣﺸﺎﺭﻳﻊ‪ .‬ﻋﻨﺪﻣﺎ ﻃﻠﺐ‬

‫ﺟﻮﻥﺃﻥ ﻳﺘﻘﺎﺿﻰ ﺃﺟﺮﻩ‪ ،‬ﺃﺭﺳﻞ ﻟﻪ ﺭﺍﻳﺖ ﻓﺎﺗﻮﺭﺓ ﺗﻮﺿﺢ ﺍﻟﻤﺒﻠﻎ ﺍﻹﺟﻤﺎﻟﻲ ﻣﻦ ﺍﻟﻤﺎﻝ ﺍﻟﺬﻱ ﻛﻠﻔﻪ ﺟﻮﻥ ﻋﻰﻠ ﻣﺪﺍﺭ ﺣﻴﺎﺗﻪ‪،‬‬

‫ﻣﻨﺬﻭﻻﺩﺗﻪ ﻭﺣﺘﻰ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﺿﺮ‪.‬‬

‫ﻋﻨﺪﺗﺼﻤﻴﻢ ﻣﻨﺰﻝ ‪ Fallingwater‬ﺍﻟﺸﻬﻴﺮ‪ ،‬ﺗﻮﻗﻒ ﺭﺍﻳﺖ ﻟﻌﺪﺓ ﺃﺷﻬﺮ‪ .‬ﻋﻨﺪﻣﺎ ﺍﺗﺼﻞ ﺍﻟﻌﻤﻴﻞ‪ ،‬ﺇﺩﻏﺎﺭ ﻛﻮﻓﻤﺎﻥ‪ ،‬ﺃﺧﻴﺮًﺍ ﺑﺮﺍﻳﺖﻟﻴﻌﻠﻦ ﺃﻧﻪ ﻛﺎﻥ ﻳﻘﻮﺩ‬

‫ﺳﻴﺎﺭﺗﻪ ﻟﻤﺴﺎﻓﺔ ‪ 140‬ﻣﻴًﻼ ﻟﺮﺅﻳﺔ ﺗﻘﺪﻣﻪ‪ ،‬ﺍﺩﻋﻰ ﺭﺍﻳﺖ ﺃﻥ ﺍﻟﻤﻨﺰﻝ ﻗﺪ ﺗﻢ ﺍﻻﻧﺘﻬﺎء ﻣﻨﻪ‪ .‬ﻭﻟﻜﻦ‬

‫ﻋﻨﺪﻣﺎﻭﺻﻞ ﻛﻮﻓﻤﺎﻥ‪ ،‬ﻟﻢ ﻳﻜﻦ ﺭﺍﻳﺖ ﻗﺪ ﺃﻛﻤﻞ ﺍﻟﺮﺳﻢ‪ ،‬ﻧﺎﻫﻴﻚ ﻋﻦ ﺍﻟﻤﻨﺰﻝ‪ .‬ﻭﻓﻲ ﻏﻀﻮﻥ ﺳﺎﻋﺎﺕ ﻗﻠﻴﻠﺔ‪ ،‬ﺃﻣﺎﻡ ﺃﻋﻴﻦ ﻛﻮﻓﻤﺎﻥ‪،‬ﺭﺳﻢ ﺭﺍﻳﺖ‬

‫ﺗﺼﻤﻴﻤًﺎ ﺗﻔﺼﻴﻠﻴًﺎ‪ .‬ﻛﺎﻥ ﻛﻮﻓﻤﺎﻥ ﻗﺪ ﻛﻠﻒ ﺑﺒﻨﺎء ﻛﻮﺥ ﻟﻘﻀﺎء ﻋﻄﻠﺔ ﻧﻬﺎﻳﺔ ﺍﻷﺳﺒﻮﻉ ﻓﻲ ﺃﺣﺪ ﺃﻣﺎﻛﻦ ﺍﻟﺘﻨﺰﻩﺍﻟﻤﻔﻀﻠﺔ ﻟﺪﻯ ﻋﺎﺉﻠﺘﻪ‪ ،‬ﺣﻴﺚ ﻳﻤﻜﻨﻬﻢ‬
‫ﺭﺅﻳﺔ ﺷﻼﻝ‪ .‬ﻛﺎﻥ ﻟﺪﻯ ﺭﺍﻳﺖ ﻓﻜﺮﺓ ﻣﺨﺘﻠﻔﺔ ﺟﺬﺭﻳًﺎ ﻓﻲ ﺫﻫﻨﻪ‪ :‬ﻓﻘﺪ ﺭﺳﻢ ﺍﻟﻤﻨﺰﻝﻋﻰﻠ ﺻﺨﺮﺓ ﺃﻋﻰﻠ ﺍﻟﺸﻼﻝ‪ ،‬ﻭﺍﻟﺘﻲ ﺳﺘﻜﻮﻥ ﺑﻌﻴﺪﺓ ﻋﻦ ﺃﻧﻈﺎﺭ‬

‫ﺍﻟﻤﻨﺰﻝ‪ .‬ﻟﻘﺪ ﺃﻗﻨﻊ ﻛﻮﻓﻤﺎﻥ ﺑﻘﺒﻮﻟﻪ‪ ،‬ﻭﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﻛﻠﻔﻪ ﻣﺒﻠﻎ‪ 125‬ﺃﻟﻒ ﺩﻭﻻﺭ ﻣﻘﺎﺑﻞ ﺫﻟﻚ‪ ،‬ﺃﻱ ﺃﻛﺜﺮ ﻣﻦ ﺛﻼﺛﺔ ﺃﺿﻌﺎﻑ ﺍﻟﻤﺒﻠﻎ ﺍﻟﻤﺤﺪﺩ ﻓﻲ ﺍﻟﻌﻘﺪ‬

‫ﻭﻫﻮ ‪ 35‬ﺃﻟﻒ ﺩﻭﻻﺭ‪ .‬ﻣﻦ ﻏﻴﺮ ﺍﻟﻤﺮﺟﺢﺃﻥ ﻳﺸﻌﺮ ﺍﻟﻤﺎﻧﺢ ﺑﺎﻻﺭﺗﻴﺎﺡ ﻓﻲ ﺍﻻﻧﺤﺮﺍﻑ ﺣﺘﻰ ﺍﻵﻥ ﻋﻦ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ‪ ،‬ﻧﺎﻫﻴﻚ ﻋﻦ ﺇﻗﻨﺎﻋﻪ ﺑﺘﺄﻳﻴﺪﻩ‬

‫ﺑﺤﻤﺎﺱ‬
‫ﻭﺗﺤﺼﻴﻞﺭﺳﻮﻡ ﺇﺿﺎﻓﻴﺔ ﻣﻘﺎﺑﻞ ﺫﻟﻚ‪ .‬ﻳﺒﺪﻭ ﺃﻥ ﻋﻘﻠﻴﺔ ﺍﻟﻤﺘﻠﻘﻲ ﻫﻲ ﺍﻟﺘﻲ ﺃﻋﻄﺖ ﺭﺍﻳﺖ ﺍﻟﺠﺮﺃﺓ ﻟﺘﻄﻮﻳﺮ ﺭﺅﻳﺔ ﺃﺻﻠﻴﺔ ﺣﻘًﺎ‬

‫ﻭﺑﻴﻌﻬﺎﻟﻠﻌﻤﻴﻞ‪.‬‬
‫ﻟﻜﻦﻧﻔﺲ ﺍﻟﻤﻴﻮﻝ ﺍﻻﺳﺘﺤﻮﺍﺫﻳﺔ ﺍﻟﺘﻲ ﺧﺪﻣﺖ ﺭﺍﻳﺖ ﺟﻴﺪًﺍ ﻓﻲ ﻓﺎﻟﻴﻨﺞ ﻭﻭﺗﺮ ﻋﺠﻠﺖ ﺃﻳﻀًﺎ ﺑﺘﺮﺍﺟﻌﻪ ﺍﻟﺬﻱ ﺩﺍﻡ ﺗﺴﻊ ﺳﻨﻮﺍﺕ‪.‬ﻟﻤﺪﺓ ﻋﻘﺪﻳﻦ ﻣﻦ‬

‫ﺍﻟﺰﻣﻦ‪ ،‬ﺣﺘﻰ ﻋﺎﻡ ‪ ،1911‬ﺻﻨﻊ ﺭﺍﻳﺖ ﺍﺳﻤﻪ ﻛﻤﻬﻨﺪﺱ ﻣﻌﻤﺎﺭﻱ ﻳﻌﻴﺶ ﻓﻲ ﺷﻴﻜﺎﻏﻮ ﻭﺃﻭﻙ ﺑﺎﺭﻙ‪،‬ﺇﻟﻴﻨﻮﻱ‪ ،‬ﺣﻴﺚ ﺍﺳﺘﻔﺎﺩ ﻣﻦ ﻣﺴﺎﻋﺪﺓ‬

‫ﺍﻟﺤﺮﻓﻴﻴﻦ ﻭﺍﻟﻨﺤﺎﺗﻴﻦ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،1911‬ﻗﺎﻡ ﺑﺘﺼﻤﻴﻢ ﺗﺎﻟﻴﺴﻴﻦ‪ ،‬ﻭﻫﻲ ﻋﻘﺎﺭ‬

‫ﻳﻘﻊﻓﻲ ﻭﺍﺩﻱ ﻭﻳﺴﻜﻮﻧﺴﻦ ﺍﻟﻨﺎﺉﻲ‪ .‬ﻣﻌﺘﻘﺪًﺍ ﺃﻧﻪ ﻳﺴﺘﻄﻴﻊ ﺍﻟﺘﻔﻮﻕ ﺑﻤﻔﺮﺩﻩ‪ ،‬ﺍﻧﺘﻘﻞ ﺇﻰﻟ ﻫﻨﺎﻙ‪ .‬ﻭﻟﻜﻦ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ‪ ،‬ﻛﺘﺐﺟﻴﻞ ﺃﻥ ﺭﺍﻳﺖ ﺃﺩﺍﺭ‬

‫ﻋﺠﻼﺗﻪ ﺧﻼﻝ "ﺳﻨﻮﺍﺕ ﻃﻮﻳﻠﺔ ﻣﻦ ﺍﻟﻜﺴﻞ ﺍﻟﻘﺴﺮﻱ‪ ".‬ﻓﻲ ﺗﺎﻟﻴﺴﻴﻦ‪ ،‬ﺍﻓﺘﻘﺮ ﺭﺍﻳﺖ ﺇﻰﻟ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝﺇﻰﻟ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‪ .‬ﻭﻳﻼﺣﻆ ﺩﻱ‬

‫ﺳﺎﻧﺖ ﺃﻭﺑﻴﻦ ﺃﻥ " ﺍﻟﻌﺰﻟﺔ ﺍﻟﺘﻲ ﺍﺧﺘﺎﺭﻫﺎ ﺑﺈﻧﺸﺎء ﺗﺎﻟﻴﺴﻴﻦ ﺗﺮﻛﺘﻪ ﺩﻭﻥ ﺍﻟﻌﻨﺎﺻﺮﺍﻟﺘﻲ ﺃﺻﺒﺤﺖ ﺿﺮﻭﺭﻳﺔ ﻟﺤﻴﺎﺗﻪ‪ :‬ﺍﻟﻠﺠﺎﻥ ﺍﻟﻤﻌﻤﺎﺭﻳﺔ ﻭﺍﻟﻌﻤﺎﻝ‬

‫ﺍﻟﻤﺎﻫﺮﻳﻦ ﺍﻟﺬﻳﻦ ﻳﺴﺎﻋﺪﻭﻧﻪ ﻓﻲ ﺇﻛﻤﺎﻝ ﺗﺼﻤﻴﻤﺎﺕ‬

‫ﺍﻟﺒﻨﺎءﺍﻟﺨﺎﺻﺔ ﺑﻪ‪".‬‬

‫ﺍﺳﺘﻤﺮﺍﻟﺠﻔﺎﻑ ﺍﻟﺬﻱ ﻋﺎﺷﻪ ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ ﺣﺘﻰ ﺗﺨﻰﻠ ﻋﻦ ﺍﻻﺳﺘﻘﻼﻝ ﻭﺑﺪﺃ ﺍﻟﻌﻤﻞ ﺑﺸﻜﻞ ﻣﺘﺮﺍﺑﻂ ﻣﺮﺓ ﺃﺧﺮﻯ ﻣﻊ ﺍﻟﻤﺘﻌﺎﻭﻧﻴﻦﺍﻟﻤﻮﻫﻮﺑﻴﻦ‪ .‬ﻟﻢ‬

‫ﺗﻜﻦ ﻫﺬﻩ ﻓﻜﺮﺗﻪ ﺍﻟﺨﺎﺻﺔ‪ :‬ﻓﻘﺪ ﺃﻗﻨﻌﺘﻪ ﺯﻭﺟﺘﻪ ﺃﻭﻟﺠﻴﻔﺎﻧﺎ ﺑﺒﺪء ﺯﻣﺎﻟﺔ ﻟﻠﻤﺘﺪﺭﺑﻴﻦ ﻟﻤﺴﺎﻋﺪﺗﻪ‬

‫ﻓﻲﻋﻤﻠﻪ‪ .‬ﻋﻨﺪﻣﺎ ﺍﻧﻀﻢ ﺇﻟﻴﻪ ﺍﻟﻤﺘﺪﺭﺑﻮﻥ ﻓﻲ ﻋﺎﻡ ‪ ،1932‬ﺍﺭﺗﻔﻌﺖ ﺇﻧﺘﺎﺟﻴﺘﻪ‪ ،‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﻛﺎﻥ ﻳﻌﻤﻞ ﻓﻲ ﻣﻨﺰﻝ ﻓﺎﻟﻴﻨﺠﻮﻭﺗﺮ‪،‬ﻭﺍﻟﺬﻱ ﺳﻴﻌﺘﺒﺮﻩ‬

‫ﺍﻟﻜﺜﻴﺮﻭﻥ ﺃﻋﻈﻢ ﻋﻤﻞ ﻣﻌﻤﺎﺭﻱ ﻓﻲ ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﺤﺪﻳﺚ‪ .‬ﺃﺩﺍﺭ ﺭﺍﻳﺖ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺰﻣﺎﻟﺔ ﺍﻟﺨﺎﺹ ﺑﻪ ﻟﻤﺪﺓﺭﺑﻊ ﻗﺮﻥ‪ ،‬ﻭﻟﻜﻦ ﺣﺘﻰ ﺫﻟﻚ ﺍﻟﺤﻴﻦ‪ ،‬ﻛﺎﻥ ﻳﻜﺎﻓﺢ‬

‫ﻣﻦ ﺃﺟﻞ ﺗﻘﺪﻳﺮ ﻣﺪﻯ ﺍﻋﺘﻤﺎﺩﻩ ﻋﻰﻠ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‪ .‬ﻟﻘﺪ ﺭﻓﺾ ﺩﻓﻊ ﺃﺟﻮﺭ‬

‫ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‪،‬ﻭﻃﻠﺐ ﻣﻨﻬﻢ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﻄﻬﻲ ﻭﺍﻟﺘﻨﻈﻴﻒ ﻭﺍﻟﻌﻤﻞ ﺍﻟﻤﻴﺪﺍﻧﻲ‪ .‬ﻭﺃﻭﺿﺢ ﺗﻠﻤﻴﺬﻩ ﺍﻟﺴﺎﺑﻖ ﺃﻥ ﺭﺍﻳﺖ "ﻛﺎﻥ ﻣﻬﻨﺪﺳًﺎ ﻣﻌﻤﺎﺭﻳًﺎﻋﻈﻴﻤًﺎ‪".‬ﺇﺩﻏﺎﺭ‬

‫ﺗﺎﻓﻴﻞ‪ ،‬ﺍﻟﺬﻱ ﻋﻤﻞ ﻓﻲ ‪" ،Fallingwater‬ﻟﻜﻨﻪ ﻛﺎﻥ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺃﺷﺨﺎﺹ ﻣﺜﻠﻲ ﻹﻧﺠﺎﺡ‬

‫ﺗﺼﻤﻴﻤﺎﺗﻪ‪ -‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻚ ﻻ ﺗﺴﺘﻄﻴﻊ ﺇﺧﺒﺎﺭﻩ ﺑﺬﻟﻚ"‪.‬‬

‫ﺗﻜﺸﻒﻗﺼﺔ ﺭﺍﻳﺖ ﺍﻟﻔﺠﻮﺓ ﺑﻴﻦ ﻣﻴﻮﻟﻨﺎ ﺍﻟﻄﺒﻴﻌﻴﺔ ﻟﻨﺴﺐ ﺍﻟﻨﺠﺎﺡ ﺍﻹﺑﺪﺍﻋﻲ ﻟﻸﻓﺮﺍﺩ ﻭﺍﻟﻮﺍﻗﻊ ﺍﻟﺘﻌﺎﻭﻧﻲ ﺍﻟﺬﻱ ﻳﺪﻋﻢ ﺍﻟﻜﺜﻴﺮﻣﻦ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺮﺍﺉﻌﺔ‬

‫ﺣﻘًﺎ‪ .‬ﻻ ﺗﻘﺘﺼﺮ ﻫﺬﻩ ﺍﻟﻔﺠﻮﺓ ﻋﻰﻠ ﺍﻟﻤﺠﺎﻻﺕ ﺍﻹﺑﺪﺍﻋﻴﺔ ﻓﻘﻂ‪ .‬ﺣﺘﻰ ﻓﻲ ﺍﻟﻮﻇﺎﺉﻒ ﺍﻟﺘﻲ ﺗﺒﺪﻭ ﻣﺴﺘﻘﻠﺔﻭﺍﻟﺘﻲ ﺗﻌﺘﻤﺪ ﻋﻰﻠ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺨﺎﻡ‪،‬‬

‫ﻓﺈﻥ ﻧﺠﺎﺣﻨﺎ ﻳﻌﺘﻤﺪ ﻋﻰﻠ ﺍﻵﺧﺮﻳﻦ ﺃﻛﺜﺮ ﻣﻤﺎ ﻧﺪﺭﻙ‪ .‬ﻋﻰﻠ ﻣﺪﻯ ﺍﻟﻌﻘﺪ‬

‫ﺍﻟﻤﺎﺿﻲ‪،‬ﺩﺭﺱ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺳﺎﺗﺬﺓ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩﺟﺮﺍﺣﻲ ﺍﻟﻘﻠﺐ ﻓﻲ ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕ ﻭﻣﺤﻠﻠﻲ ﺍﻷﻣﻦ ﻓﻲ ﺍﻟﺒﻨﻮﻙ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ‪.‬ﻛﻼ ﺍﻟﻤﺠﻤﻮﻋﺘﻴﻦ‬

‫ﻣﺘﺨﺼﺼﺘﺎﻥ ﻓﻲ ﺍﻟﻌﻤﻞ ﺍﻟﻤﻌﺮﻓﻲ‪ :‬ﺇﻧﻬﻤﺎ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺫﻛﺎء ﺟﺪﻱ ﻹﻋﺎﺩﺓ ﺗﻮﺻﻴﻞ ﻗﻠﻮﺏ‬

‫ﺍﻟﻤﺮﺿﻰﻭﺗﻨﻈﻴﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﻌﻘﺪﺓ ﻟﺘﻮﺻﻴﺎﺕ ﺍﻷﺳﻬﻢ‪ .‬ﻭﻓﻘًﺎ ﻟﻤﻌﻠﻢ ﺍﻹﺩﺍﺭﺓ ﺑﻴﺘﺮ ﺩﺭﺍﻛﺮ‪ ،‬ﻓﺈﻥ "ﻋﻤﺎﻝ ﺍﻟﻤﻌﺮﻓﺔ ﻫﺆﻻء‪ ،‬ﻋﻰﻠﻋﻜﺲ ﺍﻟﻌﻤﺎﻝ‬

‫ﺍﻟﻴﺪﻭﻳﻴﻦ ﻓﻲ ﺍﻟﺘﺼﻨﻴﻊ‪ ،‬ﻳﻤﺘﻠﻜﻮﻥ ﻭﺳﺎﺉﻞ ﺍﻹﻧﺘﺎﺝ‪ :‬ﻓﻬﻢ ﻳﺤﻤﻠﻮﻥ ﺗﻠﻚ ﺍﻟﻤﻌﺮﻓﺔ ﻓﻲ ﺭﺅﻭﺳﻬﻢ‬

‫ﻭﺑﺎﻟﺘﺎﻟﻲﻳﻤﻜﻨﻬﻢ ﺃﺧﺬﻫﺎ ﻣﻌﻬﻢ‪ ".‬ﻟﻜﻦ ﺣﻤﻞ ﺍﻟﻤﻌﺮﻓﺔ ﻟﻴﺲ ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﺑﻬﺬﻩ ﺍﻟﺴﻬﻮﻟﺔ‪.‬‬

‫ﻓﻲﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﺃﺭﺍﺩ ﺍﻟﺒﺮﻭﻓﻴﺴﻮﺭﺍﻥ ﺭﻭﺑﺮﺕ ﻫﻮﻛﻤﺎﻥ ﻭﻏﺎﺭﻱ ﺑﻴﺴﺎﻧﻮ ﻣﻌﺮﻓﺔ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﺠﺮﺍﺣﻮﻥ ﻳﺘﺤﺴﻨﻮﻥ ﻣﻊﺍﻟﻤﻤﺎﺭﺳﺔ‪ .‬ﻧﻈﺮًﺍ ﻻﺭﺗﻔﺎﻉ‬

‫ﺍﻟﻄﻠﺐ ﻋﻰﻠ ﺍﻟﺠﺮﺍﺣﻴﻦ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻘﻮﻣﻮﻥ ﺑﺈﺟﺮﺍء ﺍﻟﻌﻤﻠﻴﺎﺕ ﻓﻲ ﻣﺴﺘﺸﻔﻴﺎﺕ ﻣﺘﻌﺪﺩﺓ‪ .‬ﻋﻰﻠ‬

‫ﻣﺪﺍﺭﻋﺎﻣﻴﻦ‪ ،‬ﻗﺎﻡ ﻫﻮﻛﻤﺎﻥ ﻭﺑﻴﺴﺎﻧﻮ ﺑﺘﺘﺒﻊ ‪ 38.577‬ﻋﻤﻠﻴﺔ ﺟﺮﺍﺣﻴﺔ ﺃﺟﺮﺍﻫﺎ ‪ 203‬ﺟﺮﺍﺡ ﻗﻠﺐ ﻓﻲ ﺛﻼﺛﺔ ﻭﺃﺭﺑﻌﻴﻦ ﻣﺴﺘﺸﻔﻰ ﻣﺨﺘﻠﻔًﺎ‪.‬ﻭﺭﻛﺰﻭﺍ ﻋﻰﻠ‬

‫ﺗﺮﻗﻴﻊ ﻣﺠﺎﺯﺓ ﺍﻟﺸﺮﻳﺎﻥ ﺍﻟﺘﺎﺟﻲ‪ ،‬ﺣﻴﺚ ﻳﻔﺘﺢ ﺍﻟﺠﺮﺍﺣﻮﻥ ﺻﺪﺭ ﺍﻟﻤﺮﻳﺾ ﻭﻳﺮﺑﻄﻮﻥ ﻭﺭﻳﺪًﺍ ﻣﻦ ﺍﻟﺴﺎﻕ ﺃﻭ ﻗﺴﻤًﺎﻣﻦ ﺷﺮﻳﺎﻥ ﺍﻟﺼﺪﺭ ﻟﺘﺠﺎﻭﺯ ﺍﻻﻧﺴﺪﺍﺩ‬
 ‫ﻓﻲ ﺃﺣﺪ ﺍﻟﺸﺮﺍﻳﻴﻦ ﺇﻰﻟ ﺍﻟﻘﻠﺐ‪ .‬ﻭﻓﻲ ﺍﻟﻤﺘﻮﺳﻂ‪ ،‬ﺗﻮﻓﻲ ‪ 3%‬ﻣﻦ ﺍﻟﻤﺮﺿﻰ ﺃﺛﻨﺎء‬

‫ﻫﺬﻩﺍﻹﺟﺮﺍءﺍﺕ‪.‬‬

‫ﻭﻋﻨﺪﻣﺎﻓﺤﺺ ﻫﻮﻛﻤﺎﻥ ﻭﺑﻴﺴﺎﻧﻮ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ ،‬ﺍﻛﺘﺸﻔﺎ ﻧﻤﻄًﺎ ﺭﺍﺉﻌًﺎ‪ .‬ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻟﻢ ﻳﺘﺤﺴﻦ ﺍﻟﺠﺮﺍﺣﻮﻥ ﻣﻊ ﺍﻟﻤﻤﺎﺭﺳﺔ‪.‬‬

‫ﻟﻘﺪﺗﺤﺴﻨﻮﺍ ﻓﻘﻂ ﻓﻲﻣﺴﺘﺸﻔﻰ ﻣﺤﺪﺩﺣﻴﺚ ﻣﺎﺭﺳﻮﺍ‪ .‬ﻓﻔﻲ ﻣﻘﺎﺑﻞ ﻛﻞ ﺇﺟﺮﺍء ﻳﺘﻢ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻪ ﻓﻲ ﻣﺴﺘﺸﻔﻰ ﻣﻌﻴﻦ‪ ،‬ﺍﻧﺨﻔﺾﺧﻄﺮ ﻭﻓﺎﺓ‬

‫ﺍﻟﻤﺮﺿﻰ ﺑﻨﺴﺒﺔ ‪ 1‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﻟﻜﻦ ﺧﻄﺮ ﺍﻟﻮﻓﺎﺓ ﻇﻞ ﻛﻤﺎ ﻫﻮ ﻓﻲ ﺍﻟﻤﺴﺘﺸﻔﻴﺎﺕ ﺍﻷﺧﺮﻯ‪ .‬ﻟﻢ ﻳﺘﻤﻜﻦ ﺍﻟﺠﺮﺍﺣﻮﻥﻣﻦ ﺃﺧﺬ ﺃﺩﺍﺉﻬﻢ ﻣﻌﻬﻢ‪ .‬ﻟﻢ‬

‫ﻳﺘﺤﺴﻨﻮﺍ ﻓﻲ ﺇﺟﺮﺍء ﻋﻤﻠﻴﺎﺕ ﺗﺮﻗﻴﻊ ﺍﻟﺸﺮﻳﺎﻥ ﺍﻟﺘﺎﺟﻲ‪ .‬ﻟﻘﺪ ﺃﺻﺒﺤﻮﺍ ﺃﻛﺜﺮ ﺩﺭﺍﻳﺔ ﺑﻤﻤﺮﺿﺎﺕﻭﺃﻃﺒﺎء ﺗﺨﺪﻳﺮ ﻣﻌﻴﻨﻴﻦ‪ ،‬ﻭﺗﻌﺮﻓﻮﺍ ﻋﻰﻠ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ‬

‫ﻭﺍﻟﻀﻌﻒ ﻟﺪﻳﻬﻢ‪ ،‬ﻭﻋﺎﺩﺍﺗﻬﻢ‪ ،‬ﻭﺃﺳﺎﻟﻴﺒﻬﻢ‪ .‬ﻭﻗﺪ ﺳﺎﻋﺪﺗﻬﻢ‬

‫ﻫﺬﻩﺍﻷﻟﻔﺔ ﻋﻰﻠ ﺗﺠﻨﺐ ﻭﻓﻴﺎﺕ ﺍﻟﻤﺮﺿﻰ‪ ،‬ﻟﻜﻨﻬﺎ‬

 ‫ﻭﻟﻢﻳﻨﺘﻘﻞ ﺇﻰﻟ ﻣﺴﺘﺸﻔﻴﺎﺕ ﺃﺧﺮﻯ ﻟﺘﻘﻠﻴﻞ ﺧﻄﺮ ﻭﻓﻴﺎﺕ ﺍﻟﻤﺮﺿﻰ‪ ،‬ﻛﺎﻥ ﺍﻟﺠﺮﺍﺣﻮﻥ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﻋﻼﻗﺎﺕ ﻣﻊ ﺃﻋﻀﺎء‬

‫ﻓﺮﻳﻖﺟﺮﺍﺣﻲ ﻣﺤﺪﺩ‪ .‬ﻭﺑﻴﻨﻤﺎﻛﺎﻥ ﻫﻮﻛﻤﺎﻥ ﻭﺑﻴﺴﺎﻧﻮ ﻳﺠﻤﻌﺎﻥ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻤﺴﺘﺸﻔﻰ ﺍﻟﺨﺎﺻﺔ ﺑﻬﻤﺎ‪ ،‬ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺩﺭﺍﺳﺔ ﻣﻤﺎﺛﻠﺔ ﺟﺎﺭﻳﺔ ﻓﻲ‬

‫ﺍﻟﻘﻄﺎﻉﺍﻟﻤﺎﻟﻲ ﻓﻲ ﺃﺳﻔﻞ ﺍﻟﻘﺎﻋﺔ ﻓﻲ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ‪ .‬ﻓﻲ ﺍﻟﺒﻨﻮﻙ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ‪ ،‬ﻳﻘﻮﻡ ﻣﺤﻠﻠﻮ ﺍﻷﻣﻦ ﺑﺈﺟﺮﺍء ﺃﺑﺤﺎﺙ ﻹﻧﺘﺎﺝ‬

‫ﺗﻮﻗﻌﺎﺕﺍﻷﺭﺑﺎﺡ ﻭﺗﻘﺪﻳﻢ ﺗﻮﺻﻴﺎﺕ ﻟﺸﺮﻛﺎﺕ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻮﺍﻝ ﺣﻮﻝ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺳﻴﺘﻢ ﺷﺮﺍء ﺃﻭ ﺑﻴﻊ ﺃﺳﻬﻢ ﺍﻟﺸﺮﻛﺔ‪.‬ﻣﺤﻠﻠﻲ‬

‫ﺍﻟﻨﺠﻮﻡ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺎﻟﻤﻌﺮﻓﺔ ﻭﺍﻟﺨﺒﺮﺓ ﺍﻟﻔﺎﺉﻘﺔ ﺍﻟﺘﻲ ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻗﺎﺩﺭﻳﻦ ﻋﻰﻠ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺯﻣﻼﺉﻬﻢ‪ .‬ﻭﻛﻤﺎﻳﻮﺿﺢ ﻓﺮﻳﺪ‬

‫ﻓﺮﺍﻧﻜﻞ‪ ،‬ﺍﻟﻤﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻷﺑﺤﺎﺙ ﺍﻻﺳﺘﺜﻤﺎﺭ‪" :‬ﺍﻟﻤﺤﻠﻠﻮﻥ ﻫﻢ ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻤﻬﻦ ﺗﻨﻘﻼ ًﻓﻲ ﻭﻭﻝ ﺳﺘﺮﻳﺖ ﻷﻥﺧﺒﺮﺍﺗﻬﻢ ﻗﺎﺑﻠﺔ ﻟﻠﺘﻨﻘﻞ‪ .‬ﺃﻋﻨﻲ ﺃﻧﻚ‬

‫ﺣﺼﻠﺖ ﻋﻠﻴﻪ ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﻫﻨﺎ ﻭﺣﺼﻠﺖ ﻋﻠﻴﻪ ﻋﻨﺪﻣﺎ ﻛﻨﺖ ﻫﻨﺎﻙ‪ .‬ﻗﺎﻋﺪﺓ ﺍﻟﻌﻤﻼء‬

‫ﻻﺗﺘﻐﻴﺮ‪ .‬ﺃﻧﺖ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ‪ Rolodex‬ﻭﻣﻠﻔﺎﺗﻚ‪ ،‬ﻭﺃﻧﺖ ﻓﻲ ﺍﻟﻌﻤﻞ‪.‬‬

‫ﻭﻻﺧﺘﺒﺎﺭﻫﺬﺍ ﺍﻻﻓﺘﺮﺍﺽ‪ ،‬ﻗﺎﻡ ﺑﻮﺭﻳﺲ ﺟﺮﻭﻳﺴﺒﺮﺝ ﺑﺪﺭﺍﺳﺔ ﺃﻛﺜﺮ ﻣﻦ ﺃﻟﻒ ﻣﻦ ﻣﺤﻠﻠﻲ ﺍﻷﻭﺭﺍﻕ ﺍﻟﻤﺎﻟﻴﺔ ﻭﺃﻭﺭﺍﻕ ﺍﻟﻤﺎﻟﻴﺔ ﺫﺍﺕﺍﻟﺪﺧﻞ ﺍﻟﺜﺎﺑﺖ ﻋﻰﻠ‬

‫ﻣﺪﻯ ﺗﺴﻊ ﺳﻨﻮﺍﺕ ﻓﻲ ﺛﻤﺎﻧﻴﺔ ﻭﺳﺒﻌﻴﻦ ﺷﺮﻛﺔ ﻣﺨﺘﻠﻔﺔ‪ .‬ﺗﻢ ﺗﺼﻨﻴﻒ ﺍﻟﻤﺤﻠﻠﻴﻦ ﻣﻦ ﺣﻴﺚ ﺍﻟﻔﻌﺎﻟﻴﺔﻣﻦ ﻗﺒﻞ ﺁﻻﻑ ﺍﻟﻌﻤﻼء ﻓﻲ ﻣﺆﺳﺴﺎﺕ ﺇﺩﺍﺭﺓ‬

‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﺑﻨﺎءً ﻋﻰﻠ ﺟﻮﺩﺓ ﺗﻘﺪﻳﺮﺍﺕ ﺃﺭﺑﺎﺣﻬﻢ ﻭﻣﻌﺮﻓﺔ ﺍﻟﺼﻨﺎﻋﺔ ﻭﺍﻟﺘﻘﺎﺭﻳﺮﺍﻟﻤﻜﺘﻮﺑﺔ ﻭﺍﻟﺨﺪﻣﺔ ﻭﺍﺧﺘﻴﺎﺭ ﺍﻷﺳﻬﻢ ﻭﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ‪ .‬ﺗﻢ‬

‫ﺗﺼﻨﻴﻒ ﺃﻓﻀﻞ ﺛﻼﺛﺔ ﻣﺤﻠﻠﻴﻦ ﻓﻲ ﻛﻞ ﻗﻄﺎﻉﻣﻦ ﻗﻄﺎﻋﺎﺕ ﺍﻟﺼﻨﺎﻋﺔ ﺍﻟﺜﻤﺎﻧﻴﻦ ﻛﻨﺠﻮﻡ‪ ،‬ﺣﻴﺚ ﺣﺼﻠﻮﺍ ﻋﻰﻠ ﻣﺎ ﺑﻴﻦ ‪ 2‬ﻣﻠﻴﻮﻥ ﻭ ‪ 5‬ﻣﻼﻳﻴﻦ ﺩﻭﻻﺭ‪.‬‬

‫ﻗﺎﻡ ﺟﺮﻭﻳﺴﺒﻴﺮﺝ‬

‫ﻭﺯﻣﻼﺅﻩﺑﺘﺘﺒﻊ ﻣﺎ ﺣﺪﺙ ﻋﻨﺪﻣﺎ ﻗﺎﻡ ﺍﻟﻤﺤﻠﻠﻮﻥ ﺑﺘﻐﻴﻴﺮ ﺍﻟﺸﺮﻛﺎﺕ‪ .‬ﻋﻰﻠ ﻣﺪﻯ ﻓﺘﺮﺓ ﺗﺴﻊ ﺳﻨﻮﺍﺕ‪ 366 ،‬ﻣﺤﻠﻼ ً‪ 9 -‬ﺑﺎﻟﻤﺎﺉﺔ‬

‫— ﺍﻧﺘﻘﻞ‪ ،‬ﻟﺬﻟﻚ ﻛﺎﻥ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﻣﻌﺮﻓﺔ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﻨﺠﻮﻡ ﺣﺎﻓﻈﻮﺍ ﻋﻰﻠ ﻧﺠﺎﺣﻬﻢ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺠﺪﻳﺪﺓ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ‬

‫ﻛﺎﻥﻣﻦ ﺍﻟﻤﻔﺘﺮﺽ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻧﺠﻮﻣًﺎ ﻣﻨﻔﺮﺩﻳﻦ‪ ،‬ﺇﻻ ﺃﻥ ﺃﺩﺍﺉﻬﻢ ﻟﻢ ﻳﻜﻦ ﻣﺤﻤﻮﻻً‪ .‬ﻭﻋﻨﺪﻣﺎ ﺍﻧﺘﻘﻞ ﺍﻟﻤﺤﻠﻠﻮﻥ ﺍﻟﻤﺘﻤﻴﺰﻭﻥ ﺇﻰﻟ‬

‫ﺷﺮﻛﺔﻣﺨﺘﻠﻔﺔ‪ ،‬ﺍﻧﺨﻔﺾ ﺃﺩﺍﺉﻬﻢ‪ ،‬ﻭﻇﻞ ﻣﻨﺨﻔﻀًﺎ ﻟﻤﺪﺓ ﺧﻤﺲ ﺳﻨﻮﺍﺕ ﻋﻰﻠ ﺍﻷﻗﻞ‪ .‬ﻓﻲ ﺍﻟﺴﻨﺔ ﺍﻷﻭﻰﻟ ﺑﻌﺪ ﻫﺬﻩ ﺍﻟﺨﻄﻮﺓ‪ ،‬ﻛﺎﻥ‬

‫ﺍﻟﻤﺤﻠﻠﻮﻥﺍﻟﻤﺘﻤﻴﺰﻭﻥ ﺃﻗﻞ ﺍﺣﺘﻤﺎﻻ ﺑﻨﺴﺒﺔ ‪ 5‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﻤﺮﺗﺒﺔ ﺍﻷﻭﻰﻟ‪ ،‬ﻭﺃﻗﻞ ﺍﺣﺘﻤﺎﻻ ﺑﻨﺴﺒﺔ ‪ 6‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻲﺍﻟﺤﺼﻮﻝ‬

‫ﻋﻰﻠ ﺍﻟﻤﺮﺗﺒﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ ،‬ﻭﺃﻗﻞ ﺍﺣﺘﻤﺎﻻ ﺑﻨﺴﺒﺔ ‪ 1‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﻤﺮﺗﺒﺔ ﺍﻟﺜﺎﻟﺜﺔ‪ ،‬ﻭﺃﻛﺜﺮ ﺍﺣﺘﻤﺎﻻ ﺑﻨﺴﺒﺔ ‪ 6‬ﻓﻲﺍﻟﻤﺎﺉﺔ ﻟﻌﺪﻡ‬

‫ﺍﻟﺘﺼﻨﻴﻒ‪ .‬ﻭﺣﺘﻰ ﺑﻌﺪ ﻣﺮﻭﺭ ﺧﻤﺲ ﺳﻨﻮﺍﺕ ﻋﻰﻠ ﻫﺬﻩ ﺍﻟﺨﻄﻮﺓ‪ ،‬ﻛﺎﻧﺖ ﺍﺣﺘﻤﺎﻻﺕ ﺣﺼﻮﻝ ﺍﻟﻨﺠﻮﻡ ﻋﻰﻠ ﺍﻟﻤﺮﺗﺒﺔ ﺍﻷﻭﻰﻟﺃﻗﻞ ﺑﻨﺴﺒﺔ ‪ ،5 %‬ﻭﺃﻛﺜﺮ‬

‫ﺍﺣﺘﻤﺎﻻً ﺑﻨﺴﺒﺔ ‪ 8%‬ﻟﻌﺪﻡ ﺍﻟﺘﺼﻨﻴﻒ‪ .‬ﻓﻲ ﺍﻟﻤﺘﻮﺳﻂ‪ ،‬ﺧﺴﺮﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺣﻮﺍﻟﻲ ‪ 24‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻣﻦﺧﻼﻝ ﺗﻮﻇﻴﻒ ﻣﺤﻠﻠﻴﻦ ﻣﺘﻤﻴﺰﻳﻦ‪ .‬ﻭﺧﻼﻓﺎ‬

‫ﻟﻤﻌﺘﻘﺪﺍﺕ ﻓﺮﺍﻧﻜﻞ ﻭﻏﻴﺮﻩ ﻣﻦ ﺍﻟﻤﻄﻠﻌﻴﻦ ﻋﻰﻠ ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻳﺨﻠﺺ ﺟﺮﻭﻳﺴﺒﻴﺮﺝ ﻭﺯﻣﻼﺅﻩﺇﻰﻟ ﺃﻥ "ﺗﻮﻇﻴﻒ ﺍﻟﻨﺠﻮﻡ ﻟﻴﺲ ﻣﻔﻴﺪﺍً ﻻ ﻟﻠﻨﺠﻮﻡ ﺃﻧﻔﺴﻬﻢ‪،‬‬

‫ﻣﻦ ﺣﻴﺚ ﺃﺩﺍﺉﻬﻢ‪ ،‬ﻭﻻ ﻟﺘﻮﻇﻴﻒ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻦ ﺣﻴﺚ ﻗﻴﻤﺘﻬﺎ‬

‫ﺍﻟﺴﻮﻗﻴﺔ‪ ".‬ﻟﻜﻦﺑﻌﺾ ﺍﻟﻤﺤﻠﻠﻴﻦ ﺍﻟﻨﺠﻮﻡ ﺣﺎﻓﻈﻮﺍ ﻋﻰﻠ ﻧﺠﺎﺣﻬﻢ‪ .‬ﻭﺇﺫﺍ ﺍﻧﺘﻘﻠﻮﺍ ﻣﻊ ﻓﺮﻗﻬﻢ‪ ،‬ﻟﻢ ﻳﻈﻬﺮ ﺍﻟﻨﺠﻮﻡ ﺃﻱ ﺗﺮﺍﺟﻊ ﻓﻲ ﺍﻷﺩﺍء ﻋﻰﻠﺍﻹﻃﻼﻕ‪ .‬ﻛﺎﻥ‬

‫ﻟﺪﻯ ﺍﻟﻤﺤﻠﻠﻴﻦ ﺍﻟﻨﺠﻮﻡ ﺍﻟﺬﻳﻦ ﺍﻧﺘﻘﻠﻮﺍ ﻣﻨﻔﺮﺩﻳﻦ ﺍﺣﺘﻤﺎﻝ ﺑﻨﺴﺒﺔ ‪ 5‬ﺑﺎﻟﻤﺎﺉﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﻤﺮﺗﺒﺔ‬

‫ﺍﻷﻭﻰﻟ‪،‬ﻓﻲ ﺣﻴﻦ ﺃﻥ ﺍﻟﻤﺤﻠﻠﻴﻦ ﺍﻟﻨﺠﻮﻡ ﺍﻟﺬﻳﻦ ﺍﻧﺘﻘﻠﻮﺍ ﻣﻊ ﺯﻣﻼﺉﻬﻢ ﻓﻲ ﺍﻟﻔﺮﻳﻖ ﻟﺪﻳﻬﻢ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺑﻨﺴﺒﺔ ‪ 10‬ﺑﺎﻟﻤﺎﺉﺔ ﻟﻠﺤﺼﻮﻝﻋﻰﻠ ﺍﻟﻤﺮﺗﺒﺔ ﺍﻷﻭﻰﻟ‬

‫‪ -‬ﻣﺜﻞ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻟﻢ ﻳﻨﺘﻘﻠﻮﺍ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﻭﻓﻲ ﺩﺭﺍﺳﺔ ﺃﺧﺮﻯ‪ ،‬ﻭﺟﺪ ﺟﺮﻭﻳﺴﺒﻴﺮﺝ ﻭﺯﻣﻼﺅﻩﺃﻥ ﺍﻟﻤﺤﻠﻠﻴﻦ ﻛﺎﻧﻮﺍ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﻠﺤﻔﺎﻅ ﻋﻰﻠ‬

‫ﺃﺩﺍﺉﻬﻢ ﺍﻟﻤﺘﻤﻴﺰ ﺇﺫﺍ ﻋﻤﻠﻮﺍ ﻣﻊ ﺯﻣﻼء ﺫﻭﻱ ﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻓﻲ ﻓﺮﻗﻬﻢ‬

‫ﻭﺇﺩﺍﺭﺍﺗﻬﻢ‪.‬ﺍﻋﺘﻤﺪ ﺍﻟﻤﺤﻠﻠﻮﻥ ﺍﻟﻨﺠﻮﻡ ﻋﻰﻠ ﺯﻣﻼﺉﻬﻢ ﺫﻭﻱ ﺍﻟﻤﻌﺮﻓﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻷﻓﻜﺎﺭ ﺍﻟﺠﺪﻳﺪﺓ‪.‬‬

‫ﺍﻋﺘﻤﺪﻣﺤﻠﻠﻮ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻟﻨﺠﻮﻡ ﻭﺟﺮﺍﺣﻮ ﺍﻟﻘﻠﺐ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻋﻰﻠ ﺍﻟﻤﺘﻌﺎﻭﻧﻴﻦ ﺍﻟﺬﻳﻦ ﻳﻌﺮﻓﻮﻧﻬﻢ ﺟﻴﺪًﺍ ﺃﻭ ﻟﺪﻳﻬﻢ ﻣﻬﺎﺭﺍﺕﻗﻮﻳﺔ ﺧﺎﺻﺔ ﺑﻬﻢ‪ .‬ﻟﻮ ﻛﺎﻥ‬
‫ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ ﻣﻌﻄﻴﺎً ﺃﻛﺜﺮ ﻣﻦ ﻛﻮﻧﻪ ﺁﺧﺬﺍً‪ ،‬ﻓﻬﻞ ﻛﺎﻥ ﺑﺈﻣﻜﺎﻧﻪ ﺗﺠﻨﺐ ﺍﻟﺴﻨﻮﺍﺕ‬

‫ﺍﻟﺘﺴﻊﺍﻟﺘﻲ ﺗﺮﺍﺟﻊ ﻓﻴﻬﺎ ﺩﺧﻠﻪ ﻭﺳﻤﻌﺘﻪ؟ ﻳﻌﺘﻘﺪ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺫﻟﻚ‪.‬‬

‫ﺃﺗﻤﻨﻰﺃﻥ ﺃﻛﺮﻫﻚ ﺑﻌﺪﺭﺣﻴﻞ ﻣﺎﻳﺮﺳﺎﺗﺮﺩﺍﻱ ﻧﺎﻳﺖ ﻻﻳﻒﻓﻲ ﻋﺎﻡ ‪ ،1987‬ﺧﺮﺝ ﻣﻦ ﻣﺪﻳﻨﺔ ﻧﻴﻮﻳﻮﺭﻙ ﻭﺍﻧﺘﻘﻞ ﺇﻰﻟ ﺑﻮﻟﺪﺭ‪ ،‬ﻛﻮﻟﻮﺭﺍﺩﻭ‪ ،‬ﻟﻠﻌﻤﻞ ﻋﻰﻠ‬

‫ﺳﻴﻨﺎﺭﻳﻮﻓﻴﻠﻢ ﻟﻴﺘﺮﻣﺎﻥ ﺑﻤﻔﺮﺩﻩ‪ .‬ﺗﻤﺎﻣًﺎ ﻣﺜﻞ ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ‪ ،‬ﻋﺰﻝ ﻣﺎﻳﺮ ﻧﻔﺴﻪ ﻋﻦ ﻣﺴﺎﻋﺪﻳﻪ‪ .‬ﻭﻟﻜﻦ ﻓﻲ ﺗﻨﺎﻗﺾ ﺻﺎﺭﺥ‬

‫ﻣﻊﺭﺍﻳﺖ‪ ،‬ﺃﺩﺭﻙ ﻣﺎﻳﺮ ﺃﻧﻪ ﻳﺤﺘﺎﺝ ﺇﻰﻟ ﺃﺷﺨﺎﺹ ﺁﺧﺮﻳﻦ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻛﺎﻥ ﻳﻌﻠﻢ ﺃﻥ ﺃﺩﺍءﻩ ﻛﺎﻥ ﻣﺘﺮﺍﺑﻄًﺎ‪ ،‬ﻭﻟﻴﺲ ﻣﺴﺘﻘﻼً‪:‬‬

‫ﻓﻘﺪﻛﺎﻧﺖ ﻗﺪﺭﺗﻪ ﻋﻰﻠ ﺟﻌﻞ ﺍﻟﻨﺎﺱ ﻳﻀﺤﻜﻮﻥ ﺗﺮﺟﻊ ﺟﺰﺉﻴًﺎ ﺇﻰﻟ ﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺯﻣﻼﺉﻪ ﻣﻦ ﻛﺘﺎﺏ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ‪ .‬ﻟﺬﻟﻚ ﺗﻮﺍﺻﻞ ﻣﻊﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ‬

‫ﻋﻤﻠﻮﺍ ﻣﻌﻪ ﻓﻲﻫﺠﺎءﻭﻓﻲ ﻋﺮﻭﺿﻪ ﺍﻟﺴﺎﺑﻘﺔ ﻭﺩﻋﻮﺗﻬﻢ ﻟﻠﻤﺴﺎﻫﻤﺔ ﻓﻴﻬﺎﺭﺟﻞ ﺟﻴﺶ ‪ .‬ﻗﺎﻝ ﻟﻲ ﻣﺎﻳﺮ‪ " :‬ﺃﻋﺘﻘﺪﺃﻥ ﺍﻟﺘﻌﺎﻭﻥ ﺃﻣﺮ ﺟﻤﻴﻞ‪ ،‬ﺧﺎﺻﺔ ﻓﻲ‬

‫ﺍﻟﻜﻮﻣﻴﺪﻳﺎ‪" ".‬ﻓﻲ ﻣﺠﺘﻤﻊ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﺮﺣﻴﻦ‪ ،‬ﻳﻤﻜﻨﻚ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﻫﺬﺍ ﺍﻟﺘﺂﺯﺭﺍﻟﻨﺎﺩﺭ‪ ،‬ﺍﻟﻨﻜﺎﺕ ﺍﻟﺘﻲ ﻟﻢ ﻳﻜﻦ ﺑﺈﻣﻜﺎﻧﻚ ﺃﻥ ﺗﺘﻮﺻﻞ ﺇﻟﻴﻬﺎ‬

‫ﺑﻤﻔﺮﺩﻙ" ‪ .‬ﺍﻧﺘﻬﻰ ﺍﻷﻣﺮ ﺑﺄﺭﺑﻌﺔ ﻣﻦ ﺍﻟﺰﻣﻼء ﺑﻤﺴﺎﻋﺪﺓ ﻣﺎﻳﺮ ﻓﻲﺍﻹﺻﺪﺍﺭ ﺍﻻﻓﺘﺘﺎﺣﻲ‪ .‬ﻛﺎﻥ ﺃﺣﺪ ﻫﺆﻻء ﺍﻟﺰﻣﻼء ﻫﻮ ﺟﺎﻙ ﻫﺎﻧﺪﻱ‪ ،‬ﺍﻟﺬﻱ ﺳﺎﻫﻢ ﺑﺠﺰء‬

‫ﻣﺒﻜﺮ ﻣﻦ "ﺃﻓﻜﺎﺭ ﻋﻤﻴﻘﺔ"‪ ،‬ﻭﺍﻟﺘﻲ ﺃﺻﺒﺤﺖﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﻨﻜﺎﺕ ﺍﻟﺘﻲ ﺗﺤﻈﻰ ﺑﺸﻌﺒﻴﺔ ﻛﺒﻴﺮﺓ‪ .‬ﻧﺸﺮ ﻣﺎﻳﺮ ﻛﺘﺎﺏ "ﺃﻓﻜﺎﺭ ﻋﻤﻴﻘﺔ" ﻗﺒﻞ ﺛﻼﺙ ﺳﻨﻮﺍﺕ‬

‫ﻣﻦ ﺷﻬﺮﺗﻪ‬

‫ﺳﺎﺗﺮﺩﺍﻱﻧﺎﻳﺖ ﻻﻳﻒ‪ ،‬ﻭﺳﺎﻫﻤﻮﺍ ﻓﻲ ﻧﺠﺎﺣﻬﺎﺭﺟﻞ ﺟﻴﺶ‪.‬‬

‫ﻳﻜﺸﻒﺗﺠﺎﻭﺭ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻣﻊ ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ ﻛﻴﻒ ﻳﻔﻜﺮ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﻵﺧﺬﻭﻥ ﺑﺸﻜﻞ ﻣﺨﺘﻠﻒ ﺣﻮﻝ ﺍﻟﻨﺠﺎﺡ‪ .‬ﺍﻋﺘﻘﺪﺭﺍﻳﺖ ﺃﻧﻪ ﻳﺴﺘﻄﻴﻊ ﺃﻥ‬
‫ﻳﺄﺧﺬ ﻋﺒﻘﺮﻳﺘﻪ ﺍﻟﻤﻌﻤﺎﺭﻳﺔ ﻣﻦ ﺷﻴﻜﺎﻏﻮ‪ ،‬ﺣﻴﺚ ﻛﺎﻥ ﻳﻌﻤﻞ ﻣﻊ ﻓﺮﻳﻖ ﻣﻦ ﺍﻟﺨﺒﺮﺍء‪ ،‬ﺇﻰﻟ ﻣﻨﻄﻘﺔ ﻧﺎﺉﻴﺔﻣﻦ ﻭﻻﻳﺔ ﻭﻳﺴﻜﻮﻧﺴﻦ‪ ،‬ﺣﻴﺚ ﻛﺎﻥ ﻭﺣﻴﺪًﺍ‬

‫ﺇﻰﻟ ﺣﺪ ﻛﺒﻴﺮ‪ .‬ﻛﺎﻥ ﺷﻌﺎﺭ ﻋﺎﺉﻠﺔ ﺭﺍﻳﺖ ﻫﻮ "ﺍﻟﺤﻘﻴﻘﺔ ﺿﺪ ﺍﻟﻌﺎﻟﻢ"‪ ،‬ﻭﻫﻮ‬

‫ﻣﻮﺿﻮﻉﻣﺄﻟﻮﻑ ﻓﻲ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻐﺮﺑﻴﺔ‪ .‬ﻧﺤﻦ ﻧﻤﻴﻞ ﺇﻰﻟ ﺗﻔﻀﻴﻞ ﺍﻟﻌﺒﻘﺮﻱ ﺍﻟﻮﺣﻴﺪ ﺍﻟﺬﻱ ﻳﻮﻟﺪ ﺍﻷﻓﻜﺎﺭ ﺍﻟﺘﻲ ﺗﺒﻬﺮﻧﺎ‪ ،‬ﺃﻭ ﺗﻐﻴﺮ ﻋﺎﻟﻤﻨﺎ‪.‬ﻭﻓﻘﺎ ﻟﺒﺤﺚ ﺃﺟﺮﺍﻩ‬

‫ﺛﻼﺛﺔ ﻣﻦ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﻓﻲ ﺟﺎﻣﻌﺔ ﺳﺘﺎﻧﻔﻮﺭﺩ‪ ،‬ﻳﺮﻯ ﺍﻷﻣﺮﻳﻜﻴﻮﻥ ﺍﻻﺳﺘﻘﻼﻝ ﺭﻣﺰﺍ ﻟﻠﻘﻮﺓ ﻭﺍﻟﺮﺅﻳﺔ ﺍﻻﻋﺘﻤﺎﺩﺍﻟﻤﺘﺒﺎﺩﻝ ﻛﺪﻟﻴﻞ ﻋﻰﻠ ﺍﻟﻀﻌﻒ‪.‬‬

‫ﻭﻳﻨﻄﺒﻖ ﻫﺬﺍ ﺑﺸﻜﻞ ﺧﺎﺹ ﻋﻰﻠ ﺍﻵﺧﺬﻳﻦ‪ ،‬ﺍﻟﺬﻳﻦ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺭﺅﻳﺔ ﺃﻧﻔﺴﻬﻢ ﻋﻰﻠﺃﻧﻬﻢ ﻣﺘﻔﻮﻗﻮﻥ ﻭﻣﻨﻔﺼﻠﻮﻥ ﻋﻦ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻳﻌﺘﻘﺪ ﺍﻟﻤﺘﻠﻘﻮﻥ ﺃﻧﻪ‬

‫ﺇﺫﺍ ﺍﻋﺘﻤﺪﻭﺍ ﻛﺜﻴﺮًﺍ ﻋﻰﻠ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﺴﻴﻜﻮﻧﻮﻥ ﻋﺮﺿﺔ ﻟﻠﺘﻔﻮﻕﻋﻠﻴﻬﻢ‪ .‬ﻣﺜﻞ ﺭﺍﻳﺖ‪ ،‬ﺍﻟﻤﺤﻠﻠﻮﻥ ﺍﻟﻨﺠﻮﻡ ﺍﻟﺬﻳﻦ ﺗﺮﻛﻮﺍ ﺑﻨﻮﻛﻬﻢ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺩﻭﻥ ﻓﺮﻗﻬﻢ‬

‫ﺍﻟﻨﺎﺟﺤﺔ ‪ -‬ﺃﻭ ﺩﻭﻥ ﺍﻟﻨﻈﺮ ﺇﻰﻟ‬

‫ﺟﻮﺩﺓﺍﻟﻔﺮﻕ ﺍﻟﺠﺪﻳﺪﺓ ﺍﻟﺘﻲ ﻛﺎﻧﻮﺍ ﻳﻨﻀﻤﻮﻥ ﺇﻟﻴﻬﺎ‬

‫‪-‬ﻭﻗﻊ ﻓﻲ ﻫﺬﺍ ﺍﻟﻔﺦ‪ .‬ﻳﺮﻓﺾﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﻜﺮﺓ ﺃﻥ ﺍﻻﻋﺘﻤﺎﺩ ﺍﻟﻤﺘﺒﺎﺩﻝ ﺿﻌﻴﻒ‪ .‬ﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﺮﻯ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻻﻋﺘﻤﺎﺩ ﺍﻟﻤﺘﺒﺎﺩﻝ ﻛﻤﺼﺪﺭ‬

‫ﻟﻠﻘﻮﺓ‪،‬ﻭﻃﺮﻳﻘﺔ ﻟﺘﺴﺨﻴﺮ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺼﺎﻟﺢ ﺍﻟﻌﺎﻡ‪ .‬ﺃﺛﺮ ﻫﺬﺍ ﺍﻟﺘﻘﺪﻳﺮ ﻟﻠﺘﺮﺍﺑﻂ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻋﻰﻠ ﺍﻟﻄﺮﻳﻘﺔﺍﻟﺘﻲ ﺗﻌﺎﻭﻥ‬

‫ﺑﻬﺎ ﻣﺎﻳﺮ‪ .‬ﻟﻘﺪ ﺃﺩﺭﻙ ﺃﻧﻪ ﺇﺫﺍ ﺗﻤﻜﻦ ﻣﻦ ﺍﻟﻤﺴﺎﻫﻤﺔ ﺑﻔﻌﺎﻟﻴﺔ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻓﺴﻴﻜﻮﻥ ﺍﻟﺠﻤﻴﻊ ﻓﻲ ﻭﺿﻊﺃﻓﻀﻞ‪ ،‬ﻟﺬﻟﻚ ﺑﺬﻝ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ ﻟﺪﻋﻢ‬

‫ﺯﻣﻼﺉﻪ‪ .‬ﻋﻨﺪﻣﺎ ﻛﺘﺐ ﻣﺎﻳﺮ ﻝﺳﺎﺗﺮﺩﺍﻱ ﻧﺎﻳﺖ ﻻﻳﻒﻓﻲ ﻣﻨﺘﺼﻒ‬

‫ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ‪،‬ﺑﺎﻋﺘﺒﺎﺭﻩ ﺷﺨﺼًﺎ ﻣﺠﻬﻮًﻻ‪ ،‬ﻛﺎﻥ ﺩﺍﺉﻤًﺎ ﺗﻘﺮﻳﺒًﺎ ﻓﻲ ﺍﻟﻤﻜﺘﺐ‪ ،‬ﻣﻤﺎ ﻳﺠﻌﻞ ﻧﻔﺴﻪ ﻣﺘﺎﺣًﺎ ﻟﺘﻘﺪﻳﻢ ﺍﻟﻤﻼﺣﻈﺎﺕ‪ .‬ﻭﺍﻧﺘﻬﻰﺑﻪ ﺍﻷﻣﺮ ﺑﻤﺴﺎﻋﺪﺓ‬

‫ﺍﻟﻜﻮﻣﻴﺪﻳﻴﻦ ﺍﻟﻤﺸﻬﻮﺭﻳﻦ ﻣﺜﻞ ﺟﻮﻥ ﻟﻮﻓﻴﺘﺰ ﻭﻓﻴﻞ ﻫﺎﺭﺗﻤﺎﻥ ﻭﺭﺍﻧﺪﻱ ﻛﻮﻳﺪ ﻓﻲ ﻛﺘﺎﺑﺘﻬﻢ‬

‫ﻭﺇﻟﻘﺎءﻫﻢ‪.‬‬

‫ﺧﻠﻒﺍﻟﻜﻮﺍﻟﻴﺲ ﻋﻰﻠﺳﺎﺗﺮﺩﺍﻱ ﻧﺎﻳﺖ ﻻﻳﻒﻛﺎﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻜﺘﺎﺏ ﻳﺘﻨﺎﻓﺴﻮﻥ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﺭﺳﻮﻣﺎﺗﻬﻢ ﻓﻲ‬

‫ﺍﻟﻌﺮﺽ‪.‬ﻳﻌﺘﺮﻑ ﻣﺎﻳﺮ ﻗﺎﺉﻼً‪" :‬ﻛﺎﻥ ﻫﻨﺎﻙ ﻋﻨﺼﺮ ﺩﺍﺭﻭﻳﻨﻲ‪» ".‬ﻗﺪ ﻳﻜﻮﻥ ﻫﻨﺎﻙ ﻋﺸﺮﺓ ﺭﺳﻮﻣﺎﺕ ﺗﺨﻄﻴﻄﻴﺔ ﻓﻲ ﻛﻞ ﻋﺮﺽ‪ ،‬ﻭﺳﻴﻜﻮﻥﻟﺪﻳﻨﺎ ﺧﻤﺴﺔ‬

‫ﻭﺛﻼﺛﻮﻥ ﺃﻭ ﺃﺭﺑﻌﻮﻥ ﺭﺳﻤًﺎ ﺗﺨﻄﻴﻄﻴًﺎ ﻋﻰﻠ ﺍﻟﻄﺎﻭﻟﺔ‪ .‬ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﻣﻌﺮﻛﺔ ﺻﻐﻴﺮﺓ‪ ،‬ﻭﺣﺎﻭﻟﺖ ﻓﻘﻂ ﺃﻥ ﺃﻛﻮﻥﻣﺘﻌﺎﻭﻧًﺎ ﺟﻴﺪًﺍ‪ .‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻣﻦ ﺍﻟﻤﻘﺮﺭ ﺃﻥ‬
 ‫ﻳﻈﻬﺮ ﻧﺠﻮﻡ ﻛﺒﺎﺭ ﻣﺜﻞ ﻣﺎﺩﻭﻧﺎ ﻓﻲ ﺍﻟﻌﺮﺽ‪ ،‬ﺗﻮﺍﻓﺪ ﺯﻣﻼﺅﻩ ﻟﺘﻘﺪﻳﻢ‬

‫ﺍﻟﺮﺳﻮﻣﺎﺕ‪.‬ﻗﺪﻡ ﻣﺎﻳﺮ ﻣﻮﺍﺩ ﻟﺘﻠﻚ ﺍﻟﻌﺮﻭﺽ‪ ،‬ﻟﻜﻨﻪ ﺑﺬﻝ ﺃﻳﻀًﺎ ﺟﻬﺪًﺍ ﺇﺿﺎﻓﻴًﺎ ﻓﻲ ﺍﻟﺮﺳﻮﻣﺎﺕ ﺍﻟﺘﺨﻄﻴﻄﻴﺔ ﻟﻠﻀﻴﻮﻑ ﺍﻷﻗﻞ ﻧﺸﺎﻃًﺎ‪،‬ﻭﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ‬

‫ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺟﺬﺏ ﻋﺪﺩ ﺃﻗﻞ ﻣﻦ ﺍﻟﺮﺳﻮﻣﺎﺕ ﺍﻟﺘﺨﻄﻴﻄﻴﺔ‪ .‬ﺃﺧﺬ ﻣﺎﻳﺮ ﻋﻰﻠ ﻋﺎﺗﻘﻪ ﺗﻄﻮﻳﺮ ﺭﺳﻮﻣﺎﺕ ﺗﺨﻄﻴﻄﻴﺔﺟﺬﺍﺑﺔ ﻟﻠﻀﻴﻮﻑ ﺍﻷﻗﻞ ﺑﺮﻳﻘًﺎ ﻣﺜﻞ‬

‫ﺟﻴﻤﻲ ﺑﺮﻳﺴﻠﻴﻦ ﻷﻥ ﻫﺬﺍ ﻫﻮ ﺍﻟﻤﻜﺎﻥ ﺍﻟﺬﻱ ﻛﺎﻥ ﺍﻟﻌﺮﺽ ﻓﻲ ﺃﻣﺲ ﺍﻟﺤﺎﺟﺔ‬

‫ﺇﻟﻴﻪ‪.‬ﻳﻘﻮﻝ ﻣﺎﻳﺮ‪" :‬ﺃﺭﺩﺕ ﻓﻘﻂ ﺃﻥ ﺃﻛﻮﻥ ﺟﻨﺪﻳًﺎ ﺟﻴﺪًﺍ‪" ".‬ﻣﺘﻰ‬

 ‫ﻟﻢﻳﻜﻦ ﺍﻟﻨﺎﺱ ﻣﺘﺤﻤﺴﻴﻦ‪ ،‬ﻭﻫﺬﺍ ﻫﻮ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺷﻌﺮﺕ ﻓﻴﻪ ﺃﻧﻪ ﻳﺘﻌﻴﻦ ﻋﻠﻲ ﺗﺤﺴﻴﻦ ﻣﺴﺘﻮﺍﻱ‪ .‬ﻟﻘﺪ ﺍﺭﺗﻘﻰ ﺇﻰﻟ ﻣﺴﺘﻮﻯ‬

‫ﺍﻟﻤﻨﺎﺳﺒﺔ‪،‬ﺣﻴﺚ ﺷﺎﺭﻙ ﻓﻲ ﻛﺘﺎﺑﺔ ﺭﺳﻢ ﺗﺨﻄﻴﻄﻲ ﻣﻀﺤﻚ ﻟﺒﺮﻳﺴﻠﻴﻦ ﻭﺍﻟﺬﻱ ﻇﻬﺮ ﻓﻴﻪ ﺃﺷﺮﺍﺭ ﺟﻴﻤﺲ ﺑﻮﻧﺪ ﻓﻲ ﺑﺮﻧﺎﻣﺞ ﺣﻮﺍﺭﻱ‪.‬‬

‫ﻟﻌﺐﺑﺮﻳﺴﻠﻴﻦ ﺩﻭﺭ ‪ ،Goldfinger‬ﺣﻴﺚ ﻗﺪﻡ ﻧﺼﺎﺉﺢ ﺣﻮﻝ ﺗﺼﻤﻴﻢ ﺍﻟﻘﻼﻉ ﻭﺷﻌﺮ ﺑﺎﻟﻘﻠﻖ ﻣﻦ ﺇﺣﺒﺎﻁ ﻣﺨﻄﻄﺎﺗﻪ ﻣﻦ ﻗﺒﻞ ﺑﻮﻧﺪ‪.‬‬

‫ﺍﻟﺮﺳﻢﻳﺴﺒﻖ ﺍﻟﻀﺮﺑﺔﺍﻟﻘﻮﻯ ﺃﻭﺳﺘﻦﻣﺤﺎﻛﺎﺓ ﺳﺎﺧﺮﺓ ﻷﻓﻼﻡ ﺑﻮﻧﺪ ﻣﻨﺬ ﺃﻛﺜﺮ ﻣﻦ ﻋﻘﺪ ﻣﻦ ﺍﻟﺰﻣﺎﻥ‪ .‬ﺍﺳﺘﻤﺮﺃﺳﻠﻮﺏ ﻣﺎﻳﺮ ﻓﻲ ﺍﻟﻌﻄﺎءﻋﺎﺉﻠﺔ‬
‫ﺳﻤﺒﺴﻮﻥﺱ‪.‬ﺑﻴﻦ ﺍﻟﻜﺘّﺎﺏ‪ ،‬ﻛﺎﻧﺖ ﺍﻟﻤﻬﻤﺔ ﺍﻷﻛﺜﺮ ﺷﻴﻮﻋًﺎ ﻋﺎﺩﺓً ﻫﻲ ﻛﺘﺎﺑﺔ ﺍﻟﻤﺴﻮﺩﺓﺍﻷﻭﻰﻟ ﻟﻠﺤﻠﻘﺔ‪ ،‬ﺣﻴﺚ ﺳﻤﺢ ﻟﻬﻢ ﺫﻟﻚ ﺑﻮﺿﻊ ﺑﺼﻤﺘﻬﻢ‬

‫ﺍﻹﺑﺪﺍﻋﻴﺔ ﻋﻠﻴﻬﺎ‪ .‬ﻛﺎﻥ ﻣﺎﻳﺮ ﻳﻮﻟﺪ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﻓﻜﺎﺭ‬

‫ﻟﻠﺤﻠﻘﺎﺕ‪،‬ﻟﻜﻨﻪ ﻧﺎﺩﺭًﺍ ﻣﺎ ﻛﺘﺐ ﺍﻟﻤﺴﻮﺩﺓ ﺍﻷﻭﻰﻟ‪ .‬ﺑﺪﻻ ًﻣﻦ ﺫﻟﻚ‪ ،‬ﺷﻌﺮ ﺃﻥ ﻣﻬﺎﺭﺍﺗﻪ ﻣﻄﻠﻮﺑﺔ ﺃﻛﺜﺮ ﻓﻲ ﺇﻋﺎﺩﺓ ﺍﻟﻜﺘﺎﺑﺔ‪ ،‬ﻓﺘﺤﻤﻞ ﻣﺴﺆﻭﻟﻴﺔﺍﻟﻌﻤﻞ ﺍﻟﻘﺬﺭ‬

‫ﺍﻟﻤﺘﻤﺜﻞ ﻓﻲ ﻗﻀﺎء ﺃﺷﻬﺮ ﻓﻲ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺇﻋﺎﺩﺓ ﻛﺘﺎﺑﺔ ﻭﻣﺮﺍﺟﻌﺔ ﻛﻞ ﺣﻠﻘﺔ‪ .‬ﻫﺬﻩ ﻫﻲ ﺍﻟﺴﻤﺔ ﺍﻟﻤﻤﻴﺰﺓﻟﻜﻴﻔﻴﺔ ﺗﻌﺎﻭﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ‪ :‬ﻓﻬﻢ ﻳﺘﻮﻟﻮﻥ‬

‫ﺍﻟﻤﻬﺎﻡ ﺍﻟﺘﻲ ﺗﻜﻮﻥ ﻓﻲ ﻣﺼﻠﺤﺔ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﻭﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻣﺼﺎﻟﺤﻬﻢ ﺍﻟﺸﺨﺼﻴﺔ‪.‬ﻭﻫﺬﺍ ﻳﺠﻌﻞ ﻣﺠﻤﻮﻋﺎﺗﻬﻢ ﺃﻓﻀﻞ ﺣﺎﻻ‪ :‬ﺗﻈﻬﺮ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺃﻧﻪ‬

‫ﻓﻲ ﺍﻟﻤﺘﻮﺳﻂ‪ ،‬ﻣﻦ ﻓﺮﻕ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺇﻰﻟ ﺃﻃﻘﻢ‬

‫ﻣﺼﺎﻧﻊﺍﻟﻮﺭﻕ ﺇﻰﻟ ﺍﻟﻤﻄﺎﻋﻢ‪ ،‬ﻛﻠﻤﺎ ﺯﺍﺩ ﻋﻄﺎء ﺃﻋﻀﺎء ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﺯﺍﺩﺕ ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ ﻣﻨﺘﺠﺎﺕ ﻭﺧﺪﻣﺎﺕ ﻣﺠﻤﻮﻋﺎﺗﻬﻢ‪ .‬ﻭﻟﻜﻦﻟﻴﺴﺖ ﻣﺠﻤﻮﻋﺎﺗﻬﻢ‬

‫ﻓﻘﻂ ﻫﻲ ﺍﻟﺘﻲ ﺗﺤﺼﻞ ﻋﻰﻠ ﺍﻟﻤﻜﺎﻓﺄﺓ‪ :‬ﻣﺜﻞ ﺁﺩﻡ ﺭﻳﻔﻜﻴﻦ‪ ،‬ﻳﻘﻮﻡ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻟﻨﺎﺟﺤﻮﻥ ﺑﺘﻮﺳﻴﻊ ﺍﻟﻜﻌﻜﺔﺑﻄﺮﻕ ﺗﻌﻮﺩ ﺑﺎﻟﻨﻔﻊ ﻋﻠﻴﻬﻢ ﻭﻋﻰﻠ‬

‫ﻣﺠﻤﻮﻋﺎﺗﻬﻢ ﺃﻳﻀًﺎ‪ .‬ﺗﻜﺸﻒ ﺍﻷﺑﺤﺎﺙ ﺍﻟﻤﺴﺘﻔﻴﻀﺔ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻘﺪﻣﻮﻥﻭﻗﺘﻬﻢ ﻭﻣﻌﺮﻓﺘﻬﻢ ﺑﺎﻧﺘﻈﺎﻡ ﻟﻤﺴﺎﻋﺪﺓ ﺯﻣﻼﺉﻬﻢ ﻳﻨﺘﻬﻲ ﺑﻬﻢ‬

‫ﺍﻷﻣﺮ ﺇﻰﻟ ﻛﺴﺐ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺰﻳﺎﺩﺍﺕ ﻭﺍﻟﺘﺮﻗﻴﺎﺕ ﻓﻲﻣﺠﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﺍﻹﻋﺪﺍﺩﺍﺕ‪ ،‬ﻣﻦ ﺍﻟﺒﻨﻮﻙ ﺇﻰﻟ ﺷﺮﻛﺎﺕ ﺍﻟﺘﺼﻨﻴﻊ‪" .‬ﻋﻰﻠﻋﺎﺉﻠﺔ‬
‫ﺳﻤﺒﺴﻮﻥ‪،‬ﻳﻘﻮﻝ ﺗﻴﻢ ﻟﻮﻧﺞ‪" :‬‬
‫ﺃﻋﺘﻘﺪﺃﻥ ﺟﻮﺭﺝ ﺍﺳﺘﺴﻠﻢ ﻟﻠﻌﺮﺽ‪" ".‬ﻟﻘﺪ ﻓﻬﻢ ﺑﺸﻜﻞ ﺣﺪﺳﻲ ﺃﻥ ﺃﻓﻀﻞ ﺷﻲء ﺑﺎﻟﻨﺴﺒﺔ ﻟﻪ ﻫﻮ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻌﺮﺽ ﺟﻴﺪًﺍ‬

‫ﻗﺪﺭﺍﻹﻣﻜﺎﻥ"‪.‬‬

‫ﻫﻨﺎﻙﺍﺳﻢ ﻷﻓﻌﺎﻝ ﻣﺎﻳﺮ‪ :‬ﻓﻲ ﻋﺎﻟﻢ ﺗﺴﻠﻖ ﺍﻟﺠﺒﺎﻝ‪ ،‬ﻳﻄﻠﻖ ﻋﻠﻴﻪﺍﻟﺴﻠﻮﻙ ﺍﻻﺳﺘﻜﺸﺎﻓﻲ‪ .‬ﺗﻤﺖ ﺻﻴﺎﻏﺔ ﻫﺬﺍ ﺍﻟﻤﺼﻄﻠﺢ‬

‫ﻣﻦﻗﺒﻞ ﺍﻟﻤﺪﺭﺳﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻠﻘﻴﺎﺩﺓ ﻓﻲ ﺍﻟﻬﻮﺍء ﺍﻟﻄﻠﻖ (‪ ،)NOLS‬ﻭﺍﻟﺘﻲ ﻗﺪﻣﺖ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﺒﺮﻱ ﻵﻻﻑ ﺍﻷﺷﺨﺎﺹ‪ ،‬ﺑﻤﺎ ﻓﻲ‬

‫ﺫﻟﻚﺃﻃﻘﻢ ﺭﻭﺍﺩ ﻓﻀﺎء ﻧﺎﺳﺎ‪ .‬ﻳﺘﻀﻤﻦ ﺍﻟﺴﻠﻮﻙ ﺍﻻﺳﺘﻜﺸﺎﻓﻲ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻭﻣﻬﻤﺘﻬﺎ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ‪ ،‬ﻭﺇﻇﻬﺎﺭﻧﻔﺲ ﺍﻟﻘﺪﺭ ﻣﻦ‬

‫ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻵﺧﺮﻳﻦ ﻛﻤﺎ ﺗﻔﻌﻞ ﺑﻨﻔﺴﻚ‪ .‬ﻳﻘﻮﻝ ﺟﻴﻒ ﺁﺷﺒﻲ‪ ،‬ﻗﺎﺉﺪ ﻣﻜﻮﻙ ﺍﻟﻔﻀﺎء ﺍﻟﺘﺎﺑﻊ ﻟﻮﻛﺎﻟﺔ‬

‫ﻧﺎﺳﺎﻭﺍﻟﺬﻱ ﻃﺎﺭ ﺃﻛﺜﺮ ﻣﻦ ﺃﺭﺑﻌﻤﺎﺉﺔ ﻣﺪﺍﺭ ﺣﻮﻝ ﺍﻷﺭﺽ‪ ،‬ﺇﻥ "ﺳﻠﻮﻙ ﺍﻟﺮﺣﻠﺔ ﺍﻻﺳﺘﻜﺸﺎﻓﻴﺔ ‪ -‬ﺃﻱ ﺃﻥ ﺗﻜﻮﻥ ﻏﻴﺮ ﺃﻧﺎﻧﻲ‪ ،‬ﻭﻛﺮﻳﻤًﺎ‪،‬ﻭﺗﻀﻊ ﺍﻟﻔﺮﻳﻖ ﺃﻣﺎﻡ‬

‫ﻧﻔﺴﻚ ‪ -‬ﻫﻮ ﻣﺎ ﻳﺴﺎﻋﺪﻧﺎ ﻋﻰﻠ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﺍﻟﻔﻀﺎء ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﻲء ﺁﺧﺮ‪ " .‬ﻭﻳﻀﻴﻒ ﺟﻮﻥ‬

‫ﻛﺎﻧﻨﺠﻴﺘﺮ‪،‬ﺍﻟﺬﻱ ﻳﺪﻳﺮ ﺍﻟﻘﻴﺎﺩﺓ ﻓﻲ ‪ ،NOLS‬ﺃﻥ ﺍﻟﺴﻠﻮﻙ ﺍﻻﺳﺘﻜﺸﺎﻓﻲ "ﻟﻴﺲ ﻟﻌﺒﺔ ﻣﺤﺼﻠﺘﻬﺎ ﺻﻔﺮ‪ :‬ﻓﻌﻨﺪﻣﺎ ﺗﺘﻨﺎﺯﻝ ﻋﻨﻬﺎ‪،‬‬

‫ﻓﺈﻧﻚﺗﻜﺴﺐ ﺍﻟﻤﺰﻳﺪ ﻓﻲ ﺍﻟﻤﻘﺎﺑﻞ‪".‬‬

‫ﺟﺎءﺟﺰء ﻣﻦ ﻧﺠﺎﺡ ﻣﺎﻳﺮ ﻣﻦ ﺗﻮﺳﻴﻊ ﺍﻟﻜﻌﻜﺔ‪ :‬ﻓﻜﻠﻤﺎ ﺳﺎﻫﻢ ﻓﻲ ﻧﺠﺎﺡ ﻋﺮﻭﺿﻪ‪ ،‬ﺯﺍﺩ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺬﻱ ﻳﻤﻜﻦ ﻟﻠﻔﺮﻳﻖ ﺑﺄﻛﻤﻠﻪ ﻣﺸﺎﺭﻛﺘﻪ‪.‬ﻟﻜﻦ ﺳﻠﻮﻙ ﻣﺎﻳﺮ‬

‫ﺍﻻﺳﺘﻜﺸﺎﻓﻲ ﻏﻴّﺮ ﺃﻳﻀًﺎ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻧﻈﺮ ﺑﻬﺎ ﺯﻣﻼﺅﻩ ﺇﻟﻴﻪ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻀﻊ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺼﺎﻟﺢ‬

‫ﺍﻟﻤﺠﻤﻮﻋﺔﻗﺒﻞ ﻣﺼﺎﻟﺤﻬﻢ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﺸﻴﺮﻭﻥ ﺇﻰﻟ ﺃﻥ ﻫﺪﻓﻬﻢ ﺍﻷﺳﺎﺳﻲ ﻫﻮ ﺇﻓﺎﺩﺓ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﻳﻜﺴﺐ ﺍﻟﻤﺎﻧﺤﻮﻥﺍﺣﺘﺮﺍﻡ ﺍﻟﻤﺘﻌﺎﻭﻧﻴﻦ‬

‫ﻣﻌﻬﻢ‪ .‬ﻟﻮ ﻛﺎﻥ ﻣﺎﻳﺮ ﻗﺪ ﺗﻨﺎﻓﺲ ﻋﻰﻠ ﺻﻴﺎﻏﺔ ﺃﻗﻮﻯ ﺭﺳﻮﻣﺎﺗﻪ ﻟﻤﺎﺩﻭﻧﺎ‪ ،‬ﻓﺮﺑﻤﺎ ﻛﺎﻥ ﺯﻣﻼﺅﻩ ﺍﻟﻜﺘﺎﺏﻳﻨﻈﺮﻭﻥ ﺇﻟﻴﻪ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺗﻬﺪﻳﺪًﺍ ﻟﻤﻜﺎﻧﺘﻬﻢ‬

‫ﻭﻣﺴﻴﺮﺍﺗﻬﻢ ﺍﻟﻤﻬﻨﻴﺔ‪ .‬ﻣﻦ ﺧﻼﻝ ﺑﺬﻝ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ ﻟﻠﻀﻴﻮﻑ ﺍﻷﻗﻞ ﺷﻬﺮﺓ‪،‬ﻛﺎﻥ ﻣﺎﻳﺮ ﻳﻘﺪﻡ ﻣﻌﺮﻭﻓًﺎ ﻟﺰﻣﻼﺉﻪ‪ .‬ﻟﻢ ﻳﻌﺪ ﺍﻵﺧﺬﻭﻥ ﻳﺸﻌﺮﻭﻥ ﺃﻧﻬﻢ‬

‫ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺍﻟﺘﻨﺎﻓﺲ ﻣﻌﻪ‪ ،‬ﻭﺷﻌﺮ ﺍﻟﻤﺘﻨﺎﻓﺴﻮﻥ ﺃﻧﻬﻢﻣﺪﻳﻨﻮﻥ ﻟﻪ‪ ،‬ﻭﺍﻋﺘﺒﺮﻩ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻭﺍﺣﺪًﺍ ﻣﻨﻬﻢ‪" .‬ﻋﻨﺪﻣﺎ ﻛﻨﺖ ﺗﻨﻬﻲ ﻗﺼﺘﻚ ﺃﻭ ﺗﻌﻴﺪ ﻛﺘﺎﺑﺔ‬
‫ﺍﻟﺴﻴﻨﺎﺭﻳﻮ ﺍﻟﺨﺎﺹ ﺑﻚ ﻓﻲ ﺍﻟﻐﺮﻓﺔ‪،‬ﻛﺎﻥ ﺟﻮﺭﺝ ﺩﺍﺉﻤًﺎ ﺇﺿﺎﻓﺔ ﻣﺮﺣﺐ ﺑﻬﺎ ﺇﻰﻟ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ "،‬ﻛﻤﺎ ﻳﻘﻮﻝ ﺩﻭﻥ ﺑﺎﻳﻦ‪ ،‬ﻭﻫﻮ ﺃﺣﺪ ﺳﻤﺒﺴﻨﺰﻛﺎﺗﺐ ﻣﻨﺬ‬

‫ﻋﺎﻡ “‪1998.‬ﻛﺎﻥ ﻳﺄﺗﻲ ﺩﺍﺉﻤًﺎ ﺑﺸﻲء ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺠﻌﻞ ﻧﺼﻮﺻﻚ ﺃﻓﻀﻞ‪ .‬ﻭﻫﺬﺍ ﻣﺎ ﻳﺠﺬﺏ ﺍﻟﻨﺎﺱ ﺇﻟﻴﻪ؛ ﺇﻧﻬﻢ ﻳﺤﺘﺮﻣﻮﻧﻪ‬

‫ﻭﻳﻌﺠﺒﻮﻥﺑﻪ‪”.‬‬

‫ﺑﺎﻹﺿﺎﻓﺔﺇﻰﻟ ﺑﻨﺎء ﺣﺴﻦ ﺍﻟﻨﻴﺔ‪ ،‬ﻓﺈﻥ ﺍﻟﺘﻄﻮﻉ ﻓﻲ ﻣﻬﺎﻡ ﻏﻴﺮ ﺷﻌﺒﻴﺔ ﻭﺗﻘﺪﻳﻢ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ ﺃﻋﻄﻰ ﻣﺎﻳﺮ ﺍﻟﻔﺮﺻﺔ ﻹﻇﻬﺎﺭ‬

‫ﻣﻮﺍﻫﺒﻪﺍﻟﻜﻮﻣﻴﺪﻳﺔ ﺩﻭﻥ ﺃﻥ ﻳﺸﻌﺮ ﺯﻣﻼﺅﻩ ﺑﻌﺪﻡ ﺍﻷﻣﺎﻥ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻭﺟﺪ ﺍﻟﺒﺎﺣﺜﻮﻥ ﻓﻲ ﺟﺎﻣﻌﺔ ﻣﻴﻨﻴﺴﻮﺗﺎ‪،‬‬

‫ﻳﻮﺟﻴﻦﻛﻴﻢ ﻭﺗﻴﺮﻳﺰﺍ ﺟﻠﻮﻣﺐ‪ ،‬ﺃﻥ ﻫﺆﻻء ﺍﻷﺷﺨﺎﺹ ﻣﻮﻫﻮﺑﻮﻥ ﻟﻠﻐﺎﻳﺔ‬

 ‫ﻳﻤﻴﻞﺍﻟﻨﺎﺱ ﺇﻰﻟ ﺇﺛﺎﺭﺓ ﻏﻴﺮﺓ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻣﻤﺎ ﻳﻌﺮﺽ ﺃﻧﻔﺴﻬﻢ ﻟﺨﻄﺮ ﺍﻟﻜﺮﺍﻫﻴﺔ ﻭﺍﻻﺳﺘﻴﺎء ﻭﺍﻟﻨﺒﺬ ﻭﺍﻟﺘﻘﻮﻳﺾ‪ .‬ﻟﻜﻦ ﺇﺫﺍ ﻛﺎﻥ‬

‫ﻫﺆﻻءﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﻮﻫﻮﺑﻮﻥ ﻣﻌﻄﺎءﻳﻦ ﺃﻳﻀًﺎ‪ ،‬ﻓﻬﻢ ﻛﺬﻟﻚﻟﻢ ﻳﻌﺪ ﻟﺪﻳﻬﻢ ﻫﺪﻑ ﻋﻰﻠ ﻇﻬﻮﺭﻫﻢ‪ .‬ﻭﺑﺪﻻ ًﻣﻦ ﺫﻟﻚ‪ ،‬ﻳﺘﻢ ﺗﻘﺪﻳﺮ‬

‫ﺍﻟﻤﺎﻧﺤﻴﻦﻟﻤﺴﺎﻫﻤﺎﺗﻬﻢ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ .‬ﻣﻦ ﺧﻼﻝ ﺗﻮﻟﻲ ﺍﻟﻤﻬﺎﻡ ﺍﻟﺘﻲ ﻟﻢ ﻳﺮﻏﺐ ﻓﻴﻬﺎ ﺯﻣﻼﺅﻩ‪ ،‬ﻛﺎﻥ ﻣﺎﻳﺮ ﻗﺎﺩﺭًﺍ ﻋﻰﻠ‬

‫ﺇﺑﻬﺎﺭﻫﻢﺑﺬﻛﺎﺉﻪ ﻭﺭﻭﺡ ﺍﻟﺪﻋﺎﺑﺔ ﺩﻭﻥ ﺇﺛﺎﺭﺓ ﺍﻟﺤﺴﺪ‪ .‬ﻳﻠﺨﺺﻣﺎﻳﺮ ﻣﻴﺜﺎﻕ ﺍﻟﺸﺮﻑ ﺍﻟﺨﺎﺹ ﺑﻪ ﻋﻰﻠ ﺃﻧﻪ (‪ ")1‬ﺍﻇﻬﺮ‪ )2( .‬ﺍﻟﻌﻤﻞ ﺍﻟﺠﺎﺩ‪ )3( .‬ﻛﻦ ﻟﻄﻴﻔﺎ‪.‬‬

‫(‪ )٤‬ﺧﺬ ﺍﻟﻄﺮﻳﻖ‬

‫ﺍﻟﺴﺮﻳﻊ‪.‬ﻛﻤﺎ ﺳﺎﻫﻢ ﺑﻄﺮﻕ ﺫﻟﻚﻭﻛﺸﻒ ﻋﻦ ﻣﻬﺎﺭﺍﺗﻪ ﻭﺑﺪﻭﻥ ﺇﺛﺎﺭﺓ ﺍﻟﻐﻴﺮﺓ‪ ،‬ﺑﺪﺃ ﺯﻣﻼﺅﻩ ﻓﻲ ﺍﻹﻋﺠﺎﺏ ﺑﻌﺒﻘﺮﻳﺘﻪ ﺍﻟﻜﻮﻣﻴﺪﻳﺔ ﻭﺍﻟﺜﻘﺔﺑﻬﺎ‪ .‬ﻳﻮﺿﺢ ﺗﻴﻢ‬

‫ﻟﻮﻧﺞ‪" :‬ﺑﺪﺃ ﺍﻟﻨﺎﺱ ﻳﻨﻈﺮﻭﻥ ﺇﻟﻴﻪ ﻛﺸﺨﺺ ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻪ ﺩﻭﺍﻓﻊ ﺷﺨﺼﻴﺔ ﻓﺤﺴﺐ‪" ".‬ﺃﻧﺖ ﻻ ﺗﻔﻜﺮ ﻓﻴﻪﻛﻤﻨﺎﻓﺲ‪ .‬ﺇﻧﻪ ﺷﺨﺺ ﻳﻤﻜﻨﻚ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻴﻪ‬

‫ﻋﻰﻠ ﻣﺴﺘﻮﻯ ﺃﻋﻰﻠ‪ ،‬ﻭﻳﻤﻜﻨﻚ ﺍﻟﻮﺛﻮﻕ ﺑﻪ ﺑﺸﻜﻞ ﺇﺑﺪﺍﻋﻲ‪ .‬ﺗﻀﻴﻒ ﻛﺎﺭﻭﻟﻴﻦ ﺃﻭﻣﻴﻦ"‪:‬ﻣﻘﺎﺭﻧﺔ ﺑﻐﺮﻑ ﺍﻟﻜﺘّﺎﺏ ﺍﻵﺧﺮﻳﻦ ﺍﻟﺘﻲ ﻛﻨﺖ ﻓﻴﻬﺎ‪ ،‬ﺃﻭﺩ ﺃﻥ‬

‫ﺃﻗﻮﻝ ﺫﻟﻚﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻳﻤﻴﻞ ﺇﻰﻟ ﺍﻟﺒﺤﺚ ﻟﻔﺘﺮﺓ‬

‫ﺃﻃﻮﻝﻋﻦ ﺍﻟﻨﻜﺎﺕ‪ .‬ﺃﻋﺘﻘﺪ ﺃﻥ ﺍﻟﺴﺒﺐ ﻫﻮ ﺃﻥ ﻟﺪﻳﻨﺎ ﻛﺘﺎﺑًﺎ‪ ،‬ﻣﺜﻞ ﺟﻮﺭﺝ‪ ،‬ﺳﻴﻘﻮﻟﻮﻥ‪" :‬ﻻ‪ ،‬ﻫﺬﺍ ﻟﻴﺲ ﺻﺤﻴﺤًﺎ ﺗﻤﺎﻣًﺎ"‪ ،‬ﺣﺘﻰ ﻟﻮ ﻛﺎﻥﺍﻟﻮﻗﺖ ﻣﺘﺄﺧﺮًﺍ‪،‬‬

‫ﺣﺘﻰ ﻟﻮ ﻛﻨﺎ ﺟﻤﻴﻌًﺎ ﻣﺘﻌﺒﻴﻦ‪ .‬ﺃﻋﺘﻘﺪ ﺃﻥ ﻫﺬﻩ ﺻﻔﺔ ﻣﻬﻤﺔ‪ .‬ﻧﺤﻦ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﻫﺆﻻء ﺍﻷﺷﺨﺎﺹ‪ ،‬ﻣﺜﻞ‬

‫ﺟﻮﺭﺝ‪،‬ﺍﻟﺬﻳﻦ ﻻ ﻳﺨﺸﻮﻥ ﺃﻥ ﻳﻘﻮﻟﻮﺍ‪" :‬ﻻ‪ ،‬ﻫﺬﺍ ﻟﻴﺲ ﺟﻴﺪًﺍ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ‪ ".‬ﻳﻤﻜﻨﻨﺎ ﺃﻥ ﻧﻔﻌﻞ ﻣﺎ ﻫﻮ ﺃﻓﻀﻞ‪.‬‬

‫ﻓﻲﻣﻘﺎﻝ ﻛﻼﺳﻴﻜﻲ‪ ،‬ﻗﺎﻝ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺇﺩﻭﻳﻦ ﻫﻮﻻﻧﺪﺭ ﺇﻧﻪ ﻋﻨﺪﻣﺎ ﻳﺘﺼﺮﻑ ﺍﻟﻨﺎﺱ ﺑﺴﺨﺎء ﻓﻲ ﻣﺠﻤﻮﻋﺎﺕ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻜﺴﺒﻮﻥﺍﻻﻋﺘﻤﺎﺩﺍﺕ‬
‫ﺍﻟﺨﺼﻮﺻﻴﺔ‪ -‬ﺍﻻﻧﻄﺒﺎﻋﺎﺕ ﺍﻹﻳﺠﺎﺑﻴﺔ ﺍﻟﺘﻲ ﺗﺘﺮﺍﻛﻢ ﻓﻲ ﺃﺫﻫﺎﻥ ﺃﻓﺮﺍﺩ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ .‬ﻧﻈﺮًﺍ ﻷﻥ ﺍﻟﻌﺪﻳﺪ‬

‫ﻣﻦﺍﻷﺷﺨﺎﺹ ﻳﻔﻜﺮﻭﻥ ﻣﺜﻞ ﺍﻟﻤﺘﻄﺎﺑﻘﻴﻦ‪ ،‬ﻓﻌﻨﺪﻣﺎ ﻳﻌﻤﻠﻮﻥ ﻓﻲ ﻣﺠﻤﻮﻋﺎﺕ‪ ،‬ﻓﻤﻦ ﺍﻟﺸﺎﺉﻊ ﺟﺪًﺍ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻬﻢ ﺃﻥ ﻳﺘﺘﺒﻌﻮﺍﺍﻻﻋﺘﻤﺎﺩﺍﺕ‬

‫ﻭﺍﻟﺨﺼﻮﻣﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻜﻞ ﻋﻀﻮ‪ .‬ﺑﻤﺠﺮﺩ ﺃﻥ ﻳﺤﺼﻞ ﺃﺣﺪ ﺃﻋﻀﺎء ﺍﻟﻤﺠﻤﻮﻋﺔ ﻋﻰﻠ ﺍﻋﺘﻤﺎﺩﺍﺕ ﺧﺎﺻﺔﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻄﺎء‪ ،‬ﻳﻤﻨﺢ ﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﺫﻟﻚ‬

‫ﺍﻟﻌﻀﻮ ﺗﺮﺧﻴﺼًﺎ ﻟﻼﻧﺤﺮﺍﻑ ﻋﻦ ﻣﻌﺎﻳﻴﺮ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺃﻭ ﺗﻮﻗﻌﺎﺗﻬﺎ‪ .‬ﻣﺜﻞ‬

‫ﻋﺎﻟﻢﺍﻻﺟﺘﻤﺎﻉ ﺑﻴﺮﻛﻠﻲ ﻳﻠﺨﺺ ﺭﻭﺏ ﻭﻳﻠﺮ‪" :‬ﺍﻟﻤﺠﻤﻮﻋﺎﺕ ﺗﻜﺎﻓﺊ ﺍﻟﺘﻀﺤﻴﺎﺕ ﺍﻟﻔﺮﺩﻳﺔ‪ ".‬ﻋﻰﻠﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪ ،‬ﺟﻤﻊ ﻣﺎﻳﺮ ﺍﻟﻜﺜﻴﺮﻣﻦ ﺍﻻﻋﺘﻤﺎﺩﺍﺕ‬

‫ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻭﺍﻛﺘﺴﺐ ﺍﻟﺤﺮﻳﺔ ﻟﻠﻤﺴﺎﻫﻤﺔ ﺑﺎﻷﻓﻜﺎﺭ ﺍﻷﺻﻠﻴﺔ ﻭﺗﻐﻴﻴﺮ ﺍﻻﺗﺠﺎﻩ ﺍﻹﺑﺪﺍﻋﻲ ﻟﻠﻌﺮﺽ‪ .‬ﻳﻘﻮﻝ ﻣﺎﻳﺮ"‪:‬ﺃﺣﺪ ﺃﻓﻀﻞ ﺍﻷﺷﻴﺎء ﻓﻲ ﺗﻄﻮﻳﺮ ﻫﺬﻩ‬

‫ﺍﻟﻤﺼﺪﺍﻗﻴﺔ ﻫﻮ ﺃﻧﻨﻲ ﺇﺫﺍ ﺃﺭﺩﺕ ﺗﺠﺮﺑﺔ ﺷﻲء ﻏﺮﻳﺐ ﺇﻰﻟ ﺣﺪ ﻣﺎ‪ ،‬ﻓﺴﻴﻜﻮﻥ ﺍﻟﻨﺎﺱﻋﻰﻠ ﺍﺳﺘﻌﺪﺍﺩ ﻋﻰﻠ ﺍﻷﻗﻞ ﻹﻋﻄﺎﺉﻪ ﻓﺮﺻﺔ ﻟﻠﻘﺮﺍءﺓ‪" ".‬ﻟﻘﺪ‬

‫ﺍﻧﺘﻬﻰ ﺑﻬﻢ ﺍﻷﻣﺮ ﺇﻰﻟ ﻋﺪﻡ ﺇﻋﺎﺩﺓ ﻛﺘﺎﺑﺔ ﺃﻋﻤﺎﻟﻲ ﺑﻨﻔﺲ ﺍﻟﻘﺪﺭﺍﻟﺬﻱ ﻓﻌﻠﻮﻩ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ‪ ،‬ﻷﻧﻬﻢ ﻛﺎﻧﻮﺍ ﻳﻌﻠﻤﻮﻥ ﺃﻥ ﻟﺪﻱ ﺳﺠﻞ ﺟﻴﺪ‪ .‬ﺃﻋﺘﻘﺪ ﺃﻥ‬

‫ﺍﻟﻨﺎﺱ ﺭﺃﻭﺍ ﺃﻥ ﻗﻠﺒﻲ ﻛﺎﻥ ﻓﻲ‬

‫ﺍﻟﻤﻜﺎﻥﺍﻟﺼﺤﻴﺢ‪ ،‬ﻭﺃﻥ ﻧﻮﺍﻳﺎﻱ ﻛﺎﻧﺖ ﺟﻴﺪﺓ‪ .‬ﺃﻥ ﻳﻘﻄﻊ ﺷﻮﻃﺎ ﻃﻮﻳﻼ"‪.‬‬

‫ﻭﺗﻤﺸﻴﺎﻣﻊ ﺗﺠﺮﺑﺔ ﻣﺎﻳﺮ‪ ،‬ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺫﻟﻚﻳﺤﺼﻞ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠ ﺭﺻﻴﺪ ﺇﺿﺎﻓﻲ ﻋﻨﺪﻣﺎ ﻳﻘﺪﻣﻮﻥ ﺃﻓﻜﺎﺭًﺍ ﺗﺘﺤﺪﻯ ﺍﻟﻮﺿﻊﺍﻟﺮﺍﻫﻦ‪ .‬ﻓﻲ ﺍﻟﺪﺭﺍﺳﺎﺕ‬

‫ﺍﻟﺘﻲ ﺃﺟﺮﻳﺘﻬﺎ ﻣﻊ ﺍﻟﺰﻣﻼء ﺷﺎﺭﻭﻥ ﺑﺎﺭﻛﺮ ﻭﻛﺎﺛﺮﻳﻦ ﻛﻮﻟﻴﻨﺰ‪ ،‬ﻋﻨﺪﻣﺎ ﻗﺪﻡ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﺍﻗﺘﺮﺍﺣﺎﺕ ﻟﻠﺘﺤﺴﻴﻦ‪،‬ﻛﺎﻥ ﺍﻟﺰﻣﻼء ﻣﺘﺸﻜﻜﻴﻦ ﻓﻲ ﻧﻮﺍﻳﺎﻫﻢ‪،‬‬

‫ﻭﺍﻋﺘﺒﺮﻭﻫﺎ ﺧﺪﻣﺔ ﺫﺍﺗﻴﺔ‪ .‬ﻭﻟﻜﻦ ﻋﻨﺪﻣﺎ ﺍﻗﺘﺮﺡ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﻓﻜﺎﺭًﺍ ﻗﺪ ﺗﺸﻜﻞ ﺗﻬﺪﻳﺪًﺍ‪،‬ﺍﺳﺘﻤﻊ ﻟﻬﻢ ﺯﻣﻼﺅﻫﻢ ﻭﻛﺎﻓﺄﻭﻫﻢ ﻋﻰﻠ ﺍﻟﺘﺤﺪﺙ‪ ،‬ﻣﺪﺭﻛﻴﻦ ﺃﻥ‬

‫ﻟﺪﻳﻬﻢ ﺭﻏﺒﺔ ﺣﻘﻴﻘﻴﺔ ﻓﻲ ﺍﻟﻤﺴﺎﻫﻤﺔ‪" .‬ﻋﻨﺪﻣﺎ ﺃﻓﻜﺮ ﻓﻲﺟﻮﺭﺝ ﻓﻲ ﻏﺮﻓﺔ ﺍﻟﻜﺘّﺎﺏ‪ ،‬ﻟﻴﺲ ﺍﻟﻠﻄﻴﻒ ﻫﻮ ﻣﺎ ﺃﻭﺩ ﻗﻮﻟﻪ‪ .‬ﺇﻧﻪ ﺃﻟﺬ ﻣﻦ ﺫﻟﻚ"‪ .‬ﺗﻀﺤﻚ‬

‫ﻛﺎﺭﻭﻟﻴﻦ ﺃﻭﻣﻴﻨﻲ‪" .‬ﻭﻟﻜﻦ ﻋﻨﺪﻣﺎ‬

‫ﻳﻜﻮﻥﺟﻮﺭﺝ ﻗﺎﺳﻴًﺎ‪ ،‬ﻓﺄﻧﺖ ﺗﻌﻠﻢ ﺃﻥ ﺫﻟﻚ ﻓﻘﻂ ﻷﻧﻪ ﻳﻬﺘﻢ ﻛﺜﻴﺮًﺍ ﺑﺘﻨﻔﻴﺬ ﺍﻷﻣﻮﺭ ﺑﺸﻜﻞ ﺻﺤﻴﺢ"‪.‬‬

‫ﻓﻲﻋﺎﻡ ‪ ،1995‬ﺧﻼﻝ ﺍﻟﺴﺎﺩﺱﺳﻤﺒﺴﻨﺰﺍﻟﻤﻮﺳﻢ‪ ،‬ﺃﺧﺒﺮ ﻣﺎﻳﺮ ﺯﻣﻼﺉﻪ ﺃﻧﻪ ﺳﻴﻐﺎﺩﺭ ﺍﻟﻌﺮﺽ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻮﺳﻢ‪ .‬ﻭﺑﺪﻻ ً‬
‫ﻣﻦﺭﺅﻳﺔ ﺭﺣﻴﻠﻪ ﻛﻔﺮﺻﺔ ﻟﻠﺘﻘﺪﻡ ﺍﻟﺸﺨﺼﻲ‪ ،‬ﻟﻢ ﻳﺮﻏﺐ ﺍﻟﻜﺘﺎﺏ ﻓﻲ ﺍﻟﺴﻤﺎﺡ ﻟﻪ ﺑﺎﻟﺮﺣﻴﻞ‪ .‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﺗﻮﺣﺪﻭﺍ ﻟﺘﺠﻨﻴﺪﻩ ﻣﺮﺓ ﺃﺧﺮﻯ‪،‬ﻭﺇﻗﻨﺎﻋﻪ ﺑﺎﻟﻌﻮﺩﺓ‬

‫ﻛﻤﺴﺘﺸﺎﺭ‪ .‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﻋﺎﺩﻭﺍ ﺇﻟﻴﻪ ﻛﻜﺎﺗﺐ ﻣﺘﻔﺮﻍ‪ .‬ﻭﻗﺎﻝ ﺟﻮﻥ ﻓﻴﺘﻲ ﻟﺼﺤﻴﻔﺔ ‪:" Guardian The‬ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﺟﺪﺍً‪ ،‬ﺃﺩﺭﻛﻮﺍ ﺃﻥ ﺟﻮﺭﺝ ﻛﺎﻥ‬

‫ﻣﻬﻤﺎً ﻟﻠﻐﺎﻳﺔ ﺑﺤﻴﺚ ﻻ ﻳﻤﻜﻦ ﺍﻟﺴﻤﺎﺡ ﻟﻬﻢ ﺑﺎﻟﺨﺮﻭﺝ ﻣﻦ ﺍﻟﻐﺮﻓﺔ‪".‬ﻫﺎﺭﻓﺎﺭﺩ ﻗﺮﻣﺰﻱ‪" .‬ﻻ ﻳﻮﺟﺪ ﺭﺃﻱ ﺃﻛﺜﺮ ﻗﻴﻤﺔ ﻣﻦ ﺭﺃﻱ ﺟﻮﺭﺝ"‪ .‬ﻭﺑﺎﻟﻨﻈﺮ ﺇﻰﻟ ﺗﺠﺎﺭﺑﻪ‬

‫ﻓﻲ ﺍﻟﻌﻤﻞ ﻣﻊ ﻣﺎﻳﺮ‪ ،‬ﻳﻀﻴﻒ ﺗﻴﻢ ﻟﻮﻧﺞ ﺃﻥ "ﻫﻨﺎﻙ ﺷﻴﺉًﺎﺳﺤﺮﻳًﺎ ﻓﻲ ﺍﻛﺘﺴﺎﺏ ﺍﻟﺴﻤﻌﺔ ﻛﺸﺨﺺ ﻳﻬﺘﻢ ﺑﺎﻵﺧﺮﻳﻦ ﺃﻛﺜﺮ ﻣﻦ ﺍﻫﺘﻤﺎﻣﻪ ﺑﻨﻔﺴﻚ‪ .‬ﺇﻧﻪ‬

‫ﻳﻌﻮﺩ ﺑﺎﻟﻔﺎﺉﺪﺓ ﻋﻠﻴﻚ‬

‫ﺑﻄﺮﻕﻻ ﺗﻌﺪ ﻭﻻ ﺗﺤﺼﻰ‪.‬‬

‫ﺍﻟﻤﻄﺎﻟﺒﺔﺑﺤﺼﺔ ﺍﻷﺳﺪ ﻣﻦ ﺍﻻﺉﺘﻤﺎﻥ ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻋﻄﺎء ﻣﺎﻳﺮ ﻋﺰﺯ ﺳﻤﻌﺘﻪ ﻓﻲ ﺍﻟﺪﻭﺍﺉﺮ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻸﻋﻤﺎﻝ ﺍﻻﺳﺘﻌﺮﺍﺿﻴﺔ‪ ،‬ﺇﻻ ﺃﻧﻪ ﻛﺎﻥ‬

‫ﻳﻜﺪﺡ ﺩﻭﻥ ﺍﻟﻜﺸﻒ ﻋﻦﻫﻮﻳﺘﻪ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺍﻟﺨﺎﺭﺟﻲ‪ .‬ﻓﻲ ﻫﻮﻟﻴﻮﻭﺩ‪ ،‬ﻫﻨﺎﻙ ﺣﻞ ﺳﻬﻞ ﻟﻬﺬﻩ ﺍﻟﻤﺸﻜﻠﺔ‪ .‬ﻳﻜﺘﺴﺐ ﺍﻟﻜﺘﺎﺏ ﺷﻬﺮﺓ ﻣﻦ ﺧﻼﻝ‬

‫ﺍﻟﻤﻄﺎﻟﺒﺔﺑﺎﻻﻋﺘﻤﺎﺩﺍﺕ ﻓﻲ ﺃﻛﺒﺮ ﻋﺪﺩ ﻣﻤﻜﻦ ﻣﻦ ﺍﻟﺤﻠﻘﺎﺕ ﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ‪ ،‬ﻣﻤﺎ ﻳﺜﺒﺖ ﺃﻥ ﺍﻷﻓﻜﺎﺭ ﻭﺍﻟﻤﺸﺎﻫﺪ ﻛﺎﻧﺖ ﻣﻦ ﺑﻨﺎﺕ‬

‫ﺃﻓﻜﺎﺭﻫﻢ‪ .‬ﻗﺎﻡﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺑﺘﺸﻜﻴﻞ ﻭﻧﺤﺖ ﺃﻛﺜﺮ ﻣﻦ ﺛﻼﺛﻤﺎﺉﺔﺳﻤﺒﺴﻨﺰﺣﻠﻘﺎﺕ‪ ،‬ﻭﻟﻜﻦ ﻓﻲ ﺗﺤﺪٍ ﻫﺎﺩﺉ ﻟﻤﻌﺎﻳﻴﺮ ﻫﻮﻟﻴﻮﻭﺩ‪ ،‬ﻟﻢ ﻳُﻨﺴﺐﺇﻟﻴﻪ ﺍﻟﻔﻀﻞ‬

‫ﺇﻻ ﻛﻜﺎﺗﺐ ﻓﻲ ﺍﺛﻨﺘﻲ ﻋﺸﺮﺓ ﺣﻠﻘﺔ ﻣﻨﻬﺎ‪ .‬ﻓﻲ ﻣﺉﺎﺕ ﺍﻟﺤﻠﻘﺎﺕ‪ ،‬ﺣﺼﻞ ﻛﺘﺎﺏ ﺁﺧﺮﻭﻥ ﻋﻰﻠ ﺍﻟﻔﻀﻞ‬

‫ﻓﻲﺃﻓﻜﺎﺭ ﻣﺎﻳﺮ ﻭﻧﻜﺎﺗﻪ‪" .‬ﻟﻢ ﻳﺤﺼﻞ ﺟﻮﺭﺝ ﺃﺑﺪًﺍ ﻋﻰﻠ ﺍﻋﺘﻤﺎﺩﺍﺕ ﻛﺘﺎﺑﻴﺔﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻗﺎﻝ ﻟﻲ ﺗﻴﻢ ﻟﻮﻧﺞ‪" :‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪﻛﺎﻥ ﺁﻟﺔ ﺃﻓﻜﺎﺭ‪".‬‬

‫"ﻳﻤﻴﻞ ﺍﻟﻨﺎﺱ ﺇﻰﻟ ﻃﺮﺡ ﺍﻷﻓﻜﺎﺭ ﻭﻳﺤﺮﺳﻮﻧﻬﺎ ﺑﻐﻴﺮﺓ‪ ،‬ﻟﻜﻦ ﺟﻮﺭﺝ ﻛﺎﻥ ﻳﺒﺘﻜﺮ ﺍﻷﻓﻜﺎﺭ‪ ،‬ﻭﻳﻌﻄﻴﻬﺎ ﻟﺸﺨﺺ ﺁﺧﺮﻭﻻ ﻳﻨﺴﺐ ﺇﻟﻴﻪ ﺍﻟﻔﻀﻞ ﺃﺑﺪًﺍ‪ .‬ﻫﻨﺎﻙ‬

‫ﺍﻣﺘﺪﺍﺩ ﺣﺎﺳﻢ ﻝﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻋﻰﻠ ﻣﺪﺍﺭ ﻋﺸﺮ ﺳﻨﻮﺍﺕ ﻟﻢ ﻳُﻨﺴﺐ ﺇﻟﻴﻪ ﺃﻱ‬

‫ﻧﻜﺘﺔ‪،‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ ﻛﺎﻥ ﻣﺴﺆﻭﻻً ﻋﻦ ﻋﺪﺩ ﻛﺒﻴﺮ ﻣﻨﻬﺎ*‪.‬‬

‫ﻣﻦﺧﻼﻝ ﺍﻟﺘﻨﺎﺯﻝ ﻋﻦ ﺍﻟﻔﻀﻞ‪ ،‬ﺃﺿﻌﻒ ﻣﺎﻳﺮ ﻇﻬﻮﺭﻩ‪ .‬ﻳﺘﺬﻛﺮ ﻟﻮﻧﺞ ﻗﺎﺉﻼً‪" :‬ﻟﻔﺘﺮﺓ ﻃﻮﻳﻠﺔ‪ ،‬ﻟﻢ ﺗﻜﻦ ﻣﺴﺎﻫﻤﺔ ﺟﻮﺭﺝ‬

‫ﺍﻟﻬﺎﺉﻠﺔﻓﻲ ﻣﺎ ﻳﻌﺘﺒﺮﻩ ﺍﻟﺒﻌﺾ ﺃﻫﻢ ﺑﺮﻧﺎﻣﺞ ﺗﻠﻔﺰﻳﻮﻧﻲ ﻓﻲ ﺗﻠﻚ ﺍﻟﻔﺘﺮﺓ ﻣﻌﺮﻭﻓﺔ ﺟﻴﺪًﺍ ﻛﻤﺎ ﻳﻨﺒﻐﻲ‪" ".‬ﻟﻘﺪ ﻛﺎﻥ ﻳﻨﺘﺞ ﻗﺪﺭًﺍ ﻫﺎﺉﻼ ًﻣﻦ ﺍﻟﻤﻮﺍﺩ‪ ،‬ﻭﻟﻢ‬
‫ﻳﺤﺼﻞ ﻋﻰﻠ ﺍﻟﻔﻀﻞ ﺣﻘًﺎ‪ ".‬ﻫﻞ ﻛﺎﻥ ﻋﻰﻠ ﻣﺎﻳﺮ ﺃﻥ ﻳﻄﺎﻟﺐ ﺑﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻔﻀﻞ ﻓﻲ ﺟﻬﻮﺩﻩ؟ ﻣﻦ ﺍﻟﻤﺆﻛﺪﺃﻥ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻻﺉﺘﻤﺎﻥ ﻳﺒﺪﻭ ﻧﺎﺟﺤًﺎ‬

‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻔﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ‪ :‬ﻓﻲ ﺗﺎﻟﻴﺴﻴﻦ‪ ،‬ﺃﺻﺮ ﺭﺍﻳﺖ ﻋﻰﻠ ﺃﻥ ﻳﻜﻮﻥ ﺍﺳﻤﻪﻋﻰﻠ ﻛﻞ ﻭﺛﻴﻘﺔ ﻛﻤﻬﻨﺪﺱ ﺭﺉﻴﺴﻲ‪ ،‬ﺣﺘﻰ ﻋﻨﺪﻣﺎ ﻳﺘﻮﻰﻟ ﺍﻟﻤﺘﺪﺭﺑﻮﻥ‬

‫ﺯﻣﺎﻡ ﺍﻟﻤﺒﺎﺩﺭﺓ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ‪ .‬ﻭﻫﺪﺩ ﺗﻼﻣﻴﺬﻩ‬

‫ﺑﺄﻧﻬﻢﺇﺫﺍ ﻟﻢ ﻳﻌﺘﻤﺪﻭﻩ ﺃﻭﻻً ﻭﻳﻘﺪﻣﻮﺍ ﺟﻤﻴﻊ ﺍﻟﻤﺴﺘﻨﺪﺍﺕ ﻟﻠﺤﺼﻮﻝ ﻋﻰﻠ ﻣﻮﺍﻓﻘﺘﻪ‪ ،‬ﻓﺴﻮﻑ ﻳﺘﻬﻤﻬﻢ ﺑﺎﻟﺘﺰﻭﻳﺮ ﻭﻳﻘﺎﺿﻴﻬﻢ‪.‬‬

‫ﻭﻣﻊﺫﻟﻚ‪ ،‬ﺇﺫﺍ ﺃﻟﻘﻴﻨﺎ ﻧﻈﺮﺓ ﻓﺎﺣﺼﺔ ﻋﻰﻠ ﺗﺠﺮﺑﺔ ﻣﺎﻳﺮ‪ ،‬ﻓﻘﺪ ﻧﺴﺘﻨﺘﺞ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﺣﻘﻖ ﺭﺍﻳﺖ ﺍﻟﻨﺠﺎﺡ ﻛﻤﻬﻨﺪﺱ ﻣﻌﻤﺎﺭﻱ‪،‬ﻛﺎﻥ ﺫﻟﻚ ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ‬

‫ﺣﺼﻮﻟﻪ ﻋﻰﻠ ﺍﻟﻔﻀﻞ‪ ،‬ﻭﻟﻴﺲ ﺑﺴﺒﺒﻪ‪ .‬ﺭﺑﻤﺎ ﻳﻜﻮﻥ ﺇﺣﺠﺎﻡ ﻣﺎﻳﺮ ﻋﻦ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ‬

‫ﺍﻟﻔﻀﻞﻗﺪ ﻛﻠﻔﻪ ﺑﻌﺾ ﺍﻟﺸﻬﺮﺓ ﻋﻰﻠ ﺍﻟﻤﺪﻯ ﺍﻟﻘﺼﻴﺮ‪ ،‬ﻟﻜﻨﻪ ﻟﻢ ﻳﻜﻦ ﻗﻠﻘًﺎ ﺑﺸﺄﻥ ﺫﻟﻚ‪ .‬ﺣﺼﻞ ﻋﻰﻠ ﺍﻟﻔﻀﻞ ﻛﻤﻨﺘﺞ‬

‫ﺗﻨﻔﻴﺬﻱ‪،‬ﻭﺣﺼﻞ ﻋﻰﻠ ﺳﺘﺔ ﺟﻮﺍﺉﺰ ﺇﻳﻤﻲ ﻟﻌﻤﻠﻪﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪ ،‬ﻭﺷﻌﺮﺕ ﺃﻥ ﻫﻨﺎﻙ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻔﻀﻞ ﻓﻲ ﺍﻟﺘﺠﻮﻝ‪ .‬ﻳﻘﻮﻝﻣﺎﻳﺮ‪" :‬ﻳﺸﻌﺮ ﺍﻟﻜﺜﻴﺮ‬

‫ﻣﻦ ﺍﻟﻨﺎﺱ ﺑﺄﻧﻬﻢ ﻳﺘﻀﺎءﻟﻮﻥ ﺇﺫﺍ ﻛﺎﻥ ﻫﻨﺎﻙ ﻋﺪﺩ ﻛﺒﻴﺮ ﺟﺪًﺍ ﻣﻦ ﺍﻷﺳﻤﺎء ﻓﻲ ﺍﻟﻨﺺ‪ ،‬ﻛﻤﺎ ﻟﻮ ﺃﻥ ﺍﻟﺠﻤﻴﻊﻳﺤﺎﻭﻟﻮﻥ ﻣﺸﺎﺭﻛﺔ ﻭﻋﺎء ﺍﻟﻜﻼﺏ‪" ".‬ﻟﻜﻦ‬

‫ﻫﺬﻩ ﻟﻴﺴﺖ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﺑﻬﺎ ﺍﻷﻣﻮﺭ ﺣﻘًﺎ‪ .‬ﺍﻟﺸﻲء ﺍﻟﻤﺘﻌﻠﻖ ﺑﺎﻻﺉﺘﻤﺎﻥﻫﻮ ﺃﻧﻪ ﻟﻴﺲ ﻣﺤﺼﻠﺘﻪ ﺻﻔﺮ‪" .‬ﻫﻨﺎﻙ ﻣﻜﺎﻥ ﻟﻠﺠﻤﻴﻊ‪ ،‬ﻭﺳﻮﻑ‬

‫ﺗﺘﺄﻟﻖ ﺇﺫﺍ ﺗﺄﻟﻖ ﺍﻵﺧﺮﻭﻥ"‪.‬‬

‫ﺍﻟﻮﻗﺖﺳﻴﺜﺒﺖ ﺃﻥ ﻣﺎﻳﺮ ﻋﻰﻠ ﺣﻖ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺗﻀﺤﻴﺎﺗﻪ ﻗﺼﻴﺮﺓ ﺍﻟﻤﺪﻯ‪ ،‬ﺍﻧﺘﻬﻰ ﻣﺎﻳﺮ ﺑﺎﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺍﻟﺘﻘﺪﻳﺮ ﺍﻟﺬﻱﻳﺴﺘﺤﻘﻪ‪ .‬ﻟﻢ ﻳﻜﻦ ﻣﺎﻳﺮ‬

‫ﻣﻌﺮﻭﻓًﺎ ﻓﻌﻠﻴًﺎ ﺧﺎﺭﺝ ﻫﻮﻟﻴﻮﻭﺩ ﺣﺘﻰ ﻋﺎﻡ ‪ ،2000‬ﻋﻨﺪﻣﺎ ﻧﺸﺮ ﺩﻳﻔﻴﺪ ﺃﻭﻳﻦ ﻣﻠﻔﻪ ﺍﻟﺸﺨﺼﻲ ﻓﻲﻣﺠﻠﺔﻧﻴﻮﻳﻮﺭﻛﺮ‪ ،‬ﻣﻊ ﻋﻨﻮﺍﻥ ﻳﺼﻒ ﻣﺎﻳﺮ ﺑﺄﻧﻪ "ﺍﻟﺮﺟﻞ‬

‫ﺍﻷﻛﺜﺮ ﺗﺴﻠﻴﺔ ًﻭﺭﺍء ﺃﻃﺮﻑ ﺑﺮﻧﺎﻣﺞ ﻋﻰﻠ ﺷﺎﺷﺔ ﺍﻟﺘﻠﻔﺰﻳﻮﻥ‪ ".‬ﻋﻨﺪﻣﺎ ﺍﺗﺼﻞﺃﻭﻳﻦ ﺑﺎﻟﻤﻔﺘﺎﺡﺳﻤﺒﺴﻨﺰﻟﻠﻤﻘﺎﺑﻼﺕ‪ ،‬ﺍﻧﺘﻬﺰﻭﺍ ﺍﻟﻔﺮﺻﺔ ﻟﻴﻐﻨﻮﺍ ﻣﺪﻳﺢ ﻣﺎﻳﺮ‪.‬‬

‫ﻭﻋﻰﻠ ﺣﺪ ﺗﻌﺒﻴﺮ ﺗﻴﻢ ﻟﻮﻧﺞ‪" :‬ﺇﻧﻨﻲ ﺃﺷﻌﺮ‬

‫ﺑﺴﻌﺎﺩﺓﻏﺎﻣﺮﺓ ﻋﻨﺪﻣﺎ ﺃﻣﺘﺪﺡ ﻓﻀﺎﺉﻞ ﺟﻮﺭﺝ‪ ،‬ﺣﺘﻰ ﻟﻮ ﻛﻨﺖ ﺳﺄﺣﺮﺟﻪ‪".‬‬

‫ﻣﺜﻠﻤﺎﻳﻤﻨﺢ ﺍﻟﻤﻄﺎﺑﻘﻮﻥ ﻣﻜﺎﻓﺄﺓ ﻟﻠﻤﺎﻧﺤﻴﻦ ﻓﻲ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻌﺎﻭﻥ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻔﺮﺿﻮﻥ ﺿﺮﻳﺒﺔ ﻋﻰﻠ ﺍﻵﺧﺬﻳﻦ‪ .‬ﻓﻲ ﺩﺭﺍﺳﺔ ﺍﻟﺸﺮﻛﺎﺕﺍﻟﺴﻠﻮﻓﻴﻨﻴﺔ‬
‫ﺑﻘﻴﺎﺩﺓ ﻣﺎﺗﻴﺞ ﺳﻴﺮﻥ‪ ،‬ﻭﺍﺟﻪ ﺍﻟﻤﻮﻇﻔﻮﻥ ﺍﻟﺬﻳﻦ ﺃﺧﻔﻮﺍ ﺍﻟﻤﻌﺮﻓﺔ ﻋﻦ ﺯﻣﻼﺉﻬﻢ ﺻﻌﻮﺑﺔ ﻓﻲ ﺗﻮﻟﻴﺪ ﺃﻓﻜﺎﺭﺇﺑﺪﺍﻋﻴﺔ ﻷﻥ ﺯﻣﻼءﻫﻢ ﺍﺳﺘﺠﺎﺑﻮﺍ ﺑﺎﻟﻤﺜﻞ‪،‬‬

‫ﻭﺭﻓﻀﻮﺍ ﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻌﻬﻢ‪ .‬ﻟﺘﻮﺿﻴﺢ ﺫﻟﻚ‪ ،‬ﻓﻜﺮ ﻓﻲ ﻣﻬﻨﺔ‬

‫ﺍﻟﺒﺎﺣﺚﺍﻟﻄﺒﻲﺟﻮﻧﺎﺱ ﺳﺎﻟﻚ‪ ،‬ﺍﻟﺬﻱ ﺑﺪﺃ ﺍﻟﻌﻤﻞ ﻋﻰﻠ ﺗﻄﻮﻳﺮ ﻟﻘﺎﺡ ﺷﻠﻞ ﺍﻷﻃﻔﺎﻝ ﻓﻲ ﻋﺎﻡ ‪ 1948.‬ﻭﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﺘﺎﻟﻲ‪ ،‬ﻧﺠﺢﺍﻟﻌﻠﻤﺎء ﺟﻮﻥ ﺇﻧﺪﺭﺯ‪،‬‬

‫ﻭﻓﺮﻳﺪﺭﻳﻚ ﺭﻭﺑﻴﻨﺰ‪ ،‬ﻭﺗﻮﻣﺎﺱ ﻭﻳﻠﺮ ﻓﻲ ﺗﻨﻤﻴﺔ ﻓﻴﺮﻭﺱ ﺷﻠﻞ ﺍﻷﻃﻔﺎﻝ ﻓﻲ ﺃﻧﺎﺑﻴﺐ ﺍﻻﺧﺘﺒﺎﺭ‪ ،‬ﻣﻤﺎ ﻣﻬﺪﺍﻟﻄﺮﻳﻖ ﻹﻧﺘﺎﺝ ﻟﻘﺎﺡ ﻋﻰﻠ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻳﻌﺘﻤﺪ‬

‫ﻋﻰﻠ ﻓﻴﺮﻭﺱ ﺣﻲ‪ .‬ﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،1952‬ﻛﺎﻥ ﻣﺨﺘﺒﺮ ﺃﺑﺤﺎﺙ ﺳﺎﻟﻚ ﻓﻲ‬
 ‫ﻭﻗﺪﻃﻮﺭﺕ ﺟﺎﻣﻌﺔ ﺑﻴﺘﺴﺒﺮﻍ ﻟﻘﺎﺣﺎً ﺑﺪﺍ ﻓﻌﺎﻻً‪ .‬ﺷﻬﺪ ﺫﻟﻚ ﺍﻟﻌﺎﻡ ﺃﺳﻮﺃ ﻭﺑﺎء ﻟﺸﻠﻞ ﺍﻷﻃﻔﺎﻝ ﻓﻲ ﺗﺎﺭﻳﺦ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪.‬‬

‫ﻭﺃﺻﺎﺏﺍﻟﻔﻴﺮﻭﺱ ﺃﻛﺜﺮ ﻣﻦ ‪ 57‬ﺃﻟﻒ ﺷﺨﺺ‪ ،‬ﻭﺃﺩﻯ ﺇﻰﻟ ﻭﻓﺎﺓ ﺃﻛﺜﺮ ﻣﻦ ‪ 3000‬ﺷﺨﺺ ﻭﺇﺻﺎﺑﺔ ‪ 20‬ﺃﻟﻒ ﺷﺨﺺ ﺑﺎﻟﺸﻠﻞ‪.‬‬

‫ﻋﻰﻠﻣﺪﻯ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﺜﻼﺙ ﺍﻟﺘﺎﻟﻴﺔ‪ ،‬ﺃﺷﺮﻑ ﺗﻮﻣﺎﺱ ﻓﺮﺍﻧﺴﻴﺲ‪ ،‬ﻣﻌﻠﻢ ﺳﺎﻟﻚ‪ ،‬ﻋﻰﻠ ﺗﻘﻴﻴﻢ ﺗﺠﺮﺑﺔ ﻣﻴﺪﺍﻧﻴﺔ ﻟﻠﻘﺎﺡ ﺳﺎﻟﻚ‪ ،‬ﻭﺍﺧﺘﺒﺎﺭﻩﻋﻰﻠ ﺃﻛﺜﺮ ﻣﻦ‬

‫‪ 1.8‬ﻣﻠﻴﻮﻥ ﻃﻔﻞ ﺑﻤﺴﺎﻋﺪﺓ ‪ 220‬ﺃﻟﻒ ﻣﺘﻄﻮﻉ‪ ،‬ﻭ‪ 64‬ﺃﻟﻒ ﻣﻮﻇﻒ ﻓﻲ ﺍﻟﻤﺪﺍﺭﺱ‪ ،‬ﻭ‪ 20‬ﺃﻟﻒ ﻣﺘﺨﺼﺺﻓﻲ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ‪ .‬ﻓﻲ ﺍﻟﺜﺎﻧﻲ ﻋﺸﺮ‬

‫ﻣﻦ ﺇﺑﺮﻳﻞ ﻋﺎﻡ ‪ ،1955‬ﻓﻲ ﺁﻥ ﺃﺭﺑﻮﺭ ﺑﻮﻻﻳﺔ ﻣﻴﺸﻴﻐﺎﻥ‪ ،‬ﺃﺻﺪﺭ ﻓﺮﺍﻧﺴﻴﺲ ﺇﻋﻼﻧًﺎﺑﻌﺚ ﺑﻤﻮﺟﺔ ﻣﻦ ﺍﻷﻣﻞ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺍﻟﺒﻼﺩ‪ :‬ﺇﻥ ﻟﻘﺎﺡ ﺳﺎﻟﻚ‬

‫"ﺁﻣﻦ ﻭﻓﻌﺎﻝ ﻭﻗﻮﻱ‪ ".‬ﻭﻓﻲ ﻏﻀﻮﻥ ﻋﺎﻣﻴﻦ‪ ،‬ﺗﻢ ﻧﺸﺮ ﺍﻟﻠﻘﺎﺡﻣﻦ ﺧﻼﻝ ﺍﻟﺠﻬﻮﺩ ﺍﻟﺠﺒﺎﺭﺓ ﺍﻟﺘﻲ ﺑﺬﻟﺘﻬﺎ ﻣﺴﻴﺮﺓ ﺍﻟﺪﺍﻳﻤﺎﺕ‪ ،‬ﻭﺍﻧﺨﻔﺾ ﻣﻌﺪﻝ ﺍﻹﺻﺎﺑﺔ‬

‫ﺑﺸﻠﻞ ﺍﻷﻃﻔﺎﻝ ﺑﻨﺴﺒﺔ ‪90‬‬

‫ﺑﺎﻟﻤﺎﺉﺔﺗﻘﺮﻳﺒًﺎ‪ .‬ﻭﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،1961‬ﻛﺎﻥ ﻫﻨﺎﻙ ‪ 161‬ﺣﺎﻟﺔ ﻓﻘﻂ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ .‬ﻭﻛﺎﻥ ﻟﻠﻘﺎﺡ ﺗﺄﺛﻴﺮﺍﺕ ﻣﻤﺎﺛﻠﺔ ﻓﻲ‬

‫ﺟﻤﻴﻊﺃﻧﺤﺎء ﺍﻟﻌﺎﻟﻢ‪.‬‬

‫ﺃﺻﺒﺢﺟﻮﻧﺎﺱ ﺳﺎﻟﻚ ﺑﻄﻼ ﺩﻭﻟﻴﺎ‪ .‬ﻟﻜﻦ ﻓﻲ ﺍﻟﻤﺆﺗﻤﺮ ﺍﻟﺼﺤﻔﻲ ﺍﻟﺘﺎﺭﻳﺨﻲ ﻋﺎﻡ ‪ ،1955‬ﺃﻟﻘﻰ ﺳﺎﻟﻚ ﺧﻄﺎﺑًﺎ ﻭﺩﺍﻋﻴًﺎ ﻋﺮّﺽ ﻋﻼﻗﺎﺗﻪ ﻭﺳﻤﻌﺘﻪ ﻓﻲ‬

‫ﺍﻟﻤﺠﺘﻤﻊ ﺍﻟﻌﻠﻤﻲ ﻟﻠﺨﻄﺮ‪ .‬ﻭﻟﻢ ﻳﻌﺘﺮﻑ ﺑﺎﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻟﻤﻬﻤﺔ ﺍﻟﺘﻲ ﻗﺪﻣﻬﺎ ﺇﻧﺪﺭﺯ ﻭﺭﻭﺑﻨﺰ‬

‫ﻭﻭﻳﻠﺮ‪،‬ﺍﻟﺬﻳﻦ ﻓﺎﺯﻭﺍ ﺑﺠﺎﺉﺰﺓ ﻧﻮﺑﻞ ﻗﺒﻞ ﻋﺎﻡ ﻟﻌﻤﻠﻬﻢ ﺍﻟﺮﺍﺉﺪ ﺍﻟﺬﻱ ﻣﻜّﻦ ﻓﺮﻳﻖ ﺳﺎﻟﻚ ﻣﻦ ﺇﻧﺘﺎﺝ ﺍﻟﻠﻘﺎﺡ‪ .‬ﻭﺍﻷﻣﺮ ﺍﻷﻛﺜﺮ ﺇﺛﺎﺭﺓ ﻟﻠﻘﻠﻖﻫﻮ ﺃﻥ ﺳﺎﻟﻚ ﻟﻢ‬

‫ﻳﻨﺴﺐ ﺍﻟﻔﻀﻞ ﺇﻰﻟ ﺍﻟﺒﺎﺣﺜﻴﻦ ﺍﻟﺴﺘﺔ ﻓﻲ ﻣﺨﺘﺒﺮﻩ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﻣﺴﺎﻫﻤﻴﻦ ﺭﺉﻴﺴﻴﻴﻦ ﻓﻲ‬

‫ﺟﻬﻮﺩﻩﻟﺘﻄﻮﻳﺮ ﺍﻟﻠﻘﺎﺡ ‪ -‬ﺑﺎﻳﺮﻭﻥ ﺑﻴﻨﻴﺖ‪ ،‬ﻭﺑﻴﺮﺳﻴﻔﺎﻝ ﺑﺎﺯﻳﻠﻲ‪ ،‬ﻭﻝ‪ .‬ﺟﻴﻤﺲ ﻟﻮﻳﺲ‪ ،‬ﻭﺟﻮﻟﻴﻮﺱ ﻳﻮﻧﻐﻨﺮ‪ ،‬ﻭﺇﻟﺴﻲ ﻭﺍﺭﺩ‪،‬‬

‫ﻭﻓﺮﺍﻧﺴﻴﺲﻳﻮﺭﻭﺗﺸﻜﻮ‪.‬‬

‫ﻭﻏﺎﺩﺭﻓﺮﻳﻖ ﺳﺎﻟﻚ ﺍﻟﻤﺆﺗﻤﺮ ﺍﻟﺼﺤﻔﻲ ﺑﺎﻟﺒﻜﺎء‪ .‬ﻛﻤﺎ ﻛﺘﺐ ﺍﻟﻤﺆﺭﺥ ﺩﻳﻔﻴﺪ ﺃﻭﺷﻴﻨﺴﻜﻲ ﺷﻠﻞ ﺍﻷﻃﻔﺎﻝ‪ :‬ﻗﺼﺔ ﺃﻣﺮﻳﻜﻴﺔ ﻟﻢﻳﻌﺘﺮﻑ ﺳﺎﻟﻚ ﺃﺑﺪًﺍ ﺑـ‬

‫" ﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﻮﺟﻮﺩﻳﻦ ﻓﻲ ﻣﺨﺘﺒﺮﻩ ﺍﻟﺨﺎﺹ‪ ".‬ﺳﺘﺸﻌﺮ ﻫﺬﻩ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ ،‬ﺍﻟﺘﻲ ﺗﺠﻠﺲ ﺑﻔﺨﺮ ﻣﻌًﺎﻓﻲ ﺍﻟﻘﺎﻋﺔ ﺍﻟﻤﺰﺩﺣﻤﺔ‪ ،‬ﺑﺎﻟﺘﺠﺎﻫﻞ ﺑﺸﻜﻞ ﻣﺆﻟﻢ‬

‫ﺯﻣﻼء ﺳﺎﻟﻚ ﻓﻲ ﺍﻟﻌﻤﻞ ﻣﻦ ﺑﻴﺘﺴﺒﺮﻍ‪ . . .‬ﻟﻘﺪ ﺟﺎءﻭﺍ ﻣﺘﻮﻗﻌﻴﻦ‬

‫ﺃﻥﻳﺘﻢ ﺗﻜﺮﻳﻤﻬﻢ ﻣﻦ ﻗﺒﻞ ﺭﺉﻴﺴﻬﻢ‪ .‬ﻳﺒﺪﻭ ﺃﻥ ﺍﻟﺘﻜﺮﻳﻢ ﺿﺮﻭﺭﻱ‪ ،‬ﻭﻗﺪ ﻃﺎﻝ ﺍﻧﺘﻈﺎﺭﻩ‪ ”.‬ﻛﺎﻥ ﻫﺬﺍ ﺻﺤﻴﺤًﺎ ﺑﺸﻜﻞ ﺧﺎﺹ ﻣﻦ‬

‫ﻭﺟﻬﺔﻧﻈﺮ ﺍﻟﻤﻄﺎﺑﻖ‪ .‬ﻭﻗﺎﻝ ﺃﺣﺪ ﺯﻣﻼﺉﻪ ﻷﺣﺪ ﺍﻟﻤﺮﺍﺳﻠﻴﻦ‪“ :‬ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﺭﺃﻳﺘﻪ ﻛﺸﺨﺼﻴﺔ ﺍﻷﺏ‪ .‬ﻭﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﺃﺷﺨﺼﻴﺔ‬

‫ﺍﻷﺏﺍﻟﺸﺮﻳﺮ" ‪ .‬ﻣﻊﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ‪ ،‬ﺃﺻﺒﺢ ﻣﻦ ﺍﻟﻮﺍﺿﺢ ﺃﻥ ﻳﻮﻟﻴﻮﺱ ﻳﻮﻧﻐﻨﺮ ﺷﻌﺮ ﺑﺎﻹﻫﺎﻧﺔ ﺑﺸﻜﻞ ﺧﺎﺹ‪ .‬ﻗﺎﻝ ﻳﻮﻧﺠﻨﺮ ﻷﻭﺷﻴﻨﺴﻜﻲ‪ " :‬ﻳﺤﺐﺍﻟﺠﻤﻴﻊ‬

‫ﺃﻥ ﻳﻨﺎﻟﻮﺍ ﺍﻟﺜﻨﺎء ﻋﻰﻠ ﻣﺎ ﻓﻌﻠﻮﻩ‪" ".‬ﻟﻘﺪ ﻛﺎﻧﺖ ﺻﺪﻣﺔ ﻛﺒﻴﺮﺓ"‪ .‬ﺃﺩﻯ ﻫﺬﺍ ﺍﻻﺯﺩﺭﺍء ﺇﻰﻟ ﻛﺴﺮ ﻋﻼﻗﺘﻬﻤﺎ‪ :‬ﻓﻘﺪ‬

‫ﺗﺮﻙﻳﻮﻧﺠﻨﺮ ﻣﺨﺘﺒﺮ ﺳﺎﻟﻚ ﻓﻲ ﻋﺎﻡ ‪ 1957‬ﻭﺍﺳﺘﻤﺮ ﻓﻲ ﺗﻘﺪﻳﻢ ﻋﺪﺩ ﻣﻦ ﺍﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻟﻤﻬﻤﺔ ﻓﻲ ﻋﻠﻢ ﺍﻟﻔﻴﺮﻭﺳﺎﺕ ﻭﺍﻟﻤﻨﺎﻋﺔ‪.‬ﻭﻓﻲ ﻋﺎﻡ ‪،1993‬‬

‫ﺍﻟﺘﻘﻴﺎ ﺃﺧﻴﺮًﺍ ﻓﻲ ﺟﺎﻣﻌﺔ ﺑﻴﺘﺴﺒﺮﻍ‪ ،‬ﻭﺷﺎﺭﻙ ﻳﻮﻧﻐﻨﺮ ﻣﺸﺎﻋﺮﻩ‪ .‬ﺑﺪﺃ ﻳﻮﻧﺠﻨﺮ ﻗﺎﺉﻼً‪" :‬ﻛﻨﺎ ﻣﻦ ﺑﻴﻦ ﺍﻟﺤﻀﻮﺭ‪،‬ﻭﺯﻣﻼﺉﻚ ﺍﻟﻤﻘﺮﺑﻴﻦ ﻭﺍﻟﺰﻣﻼء ﺍﻟﻤﺨﻠﺼﻴﻦ‪،‬‬

‫ﺍﻟﺬﻳﻦ ﻋﻤﻠﻮﺍ ﺑﺠﺪ ﻭﺇﺧﻼﺹ ﻣﻦ ﺃﺟﻞ ﻧﻔﺲ ﺍﻟﻬﺪﻑ ﺍﻟﺬﻱ ﻛﻨﺖ ﺗﺮﻏﺐﻓﻴﻪ‪» ".‬ﻫﻞ ﺗﺬﻛﺮ ﻣﻦ ﺫﻛﺮﺕ ﻭﻣﻦ ﺗﺮﻛﺖ؟ ﻫﻞ ﺗﺪﺭﻙ ﻛﻢ ﻛﻨﺎ ﻣﺪﻣﺮﻳﻦ ﻓﻲ‬

‫ﺗﻠﻚ ﺍﻟﻠﺤﻈﺔ ﻭﺑﻌﺪﻫﺎ ﻋﻨﺪﻣﺎ ﺃﺻﺮﺭﺕ ﻋﻰﻠﺟﻌﻞ ﺯﻣﻼﺉﻚ ﻓﻲ ﺍﻟﻌﻤﻞ ﻏﻴﺮ ﻣﺮﺉﻴﻴﻦ؟ ﻭﺃﺷﺎﺭ ﻳﻮﻧﺠﻨﺮ ﺇﻰﻟ ﺃﻥ ﺳﺎﻟﻚ "ﻣﻦ ﺍﻟﻮﺍﺿﺢ ﺃﻧﻪ ﺍﻫﺘﺰ ﺑﻬﺬﻩ‬

‫ﺍﻟﺬﻛﺮﻳﺎﺕ ﻭﻟﻢ‬

‫ﻳﻘﺪﻡﺳﻮﻯ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻻﺳﺘﺠﺎﺑﺔ‪".‬‬

‫ﻟﻘﺪﻃﺎﺭﺩﺗﻪ ﻟﺤﻈﺔ ﺣﺼﻮﻝ ﺟﻮﻧﺎﺱ ﺳﺎﻟﻚ ﻋﻰﻠ ﺍﻟﻔﻀﻞ ﺍﻟﻮﺣﻴﺪ ﻟﺒﻘﻴﺔ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ .‬ﺃﻃﻠﻖ ﻣﻌﻬﺪ ﺳﺎﻟﻚ ﻟﻠﺪﺭﺍﺳﺎﺕﺍﻟﺒﻴﻮﻟﻮﺟﻴﺔ‪ ،‬ﺣﻴﺚ ﻳﻮﺍﺻﻞ‬
‫ﻣﺉﺎﺕ ﺍﻟﺒﺎﺣﺜﻴﻦ ﺗﻮﺳﻴﻊ ﻧﻄﺎﻕ ﺍﻟﻌﻠﻮﻡ ﺍﻹﻧﺴﺎﻧﻴﺔ ﺍﻟﻴﻮﻡ‪ .‬ﻟﻜﻦ ﺇﻧﺘﺎﺟﻴﺔ ﺳﺎﻟﻚ ﺗﻀﺎءﻟﺖ– ﻓﻲ ﻭﻗﺖ ﻻﺣﻖ ﻣﻦ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﺣﺎﻭﻝ ﺩﻭﻥ ﺟﺪﻭﻯ‬

‫ﺗﻄﻮﻳﺮ ﻟﻘﺎﺡ ﺿﺪ ﻣﺮﺽ ﺍﻹﻳﺪﺯ – ﻭﻛﺎﻥ ﺯﻣﻼﺅﻩ‬

‫ﻳﺘﺠﻨﺒﻮﻧﻪ‪.‬ﻟﻢ ﻳﻔﺰ ﻗﻂ ﺑﺠﺎﺉﺰﺓ ﻧﻮﺑﻞ‪ ،‬ﻭﻟﻢ ﻳُﻨﺘﺨﺐ ﻗﻂ ﻟﻌﻀﻮﻳﺔ ﺍﻷﻛﺎﺩﻳﻤﻴﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻠﻌﻠﻮﻡ ﺍﻟﻤﺮﻣﻮﻗﺔ*‪.‬ﻳﻜﺘﺐ ﺃﻭﺷﻴﻨﺴﻜﻲ"‪:‬ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕ‬

‫ﻭﻋﻰﻠ ﺣﺪ‬ ‫ﺍﻟﻤﻘﺒﻠﺔ‪ ،‬ﺳﻴﺘﻤﻜﻦ ﻛﻞ ﺑﺎﺣﺚ ﺑﺎﺭﺯ ﻓﻲ ﺷﻠﻞ ﺍﻷﻃﻔﺎﻝ ﺗﻘﺮﻳﺒًﺎ ﻣﻦ ﺍﻟﺪﺧﻮﻝ‪" ".‬ﺍﻻﺳﺘﺜﻨﺎء ﺍﻟﺮﺉﻴﺴﻲ‪،‬ﺑﺎﻟﻄﺒﻊ‪ ،‬ﻛﺎﻥ ﺟﻮﻧﺎﺱ ﺳﺎﻟﻚ‬

‫ﺗﻌﺒﻴﺮ ﺃﺣﺪ ﺍﻟﻤﺮﺍﻗﺒﻴﻦ‪ ،‬ﻓﻘﺪ ﺍﻧﺘﻬﻚ ﺳﺎﻟﻚ "ﺍﻟﻮﺻﺎﻳﺎ ﻏﻴﺮ ﺍﻟﻤﻜﺘﻮﺑﺔ"‬

‫ﻟﻠﺒﺤﺚﺍﻟﻌﻠﻤﻲ‪ ،‬ﻭﺍﻟﺘﻲ ﺗﻀﻤﻨﺖ "ﻳﺠﺐ ﺃﻥ ﺗﻤﻨﺢ ﺍﻟﻔﻀﻞ ﻟﻶﺧﺮﻳﻦ‪ ".‬ﻭﻓﻘًﺎ ﻟﻴﻮﻧﻐﻨﺮ‪" ،‬ﻟﻘﺪ ﻋﺎﺭﺿﻪ ﺍﻟﻨﺎﺱ ﺣﻘًﺎ ﻷﻧﻪ ﻋﺮﺽ‬

‫ﺑﻬﺬﻩﺍﻟﻄﺮﻳﻘﺔ ﻭﻗﺎﻡ ﺑﺎﻟﻔﻌﻞ ﺑﺄﻛﺜﺮ ﺍﻷﺷﻴﺎء ﻏﻴﺮ ﺍﻟﺠﻤﺎﻋﻴﺔ ﺍﻟﺘﻲ ﻳﻤﻜﻨﻚ ﺗﺨﻴﻠﻬﺎ"‪.‬‬
‫ﺍﻋﺘﻘﺪﺳﺎﻟﻚ ﺃﻥ ﺯﻣﻼﺉﻪ ﻳﺸﻌﺮﻭﻥ ﺑﺎﻟﻐﻴﺮﺓ‪ .‬ﻭﺍﻋﺘﺮﻑ ﻗﺎﺉﻼً‪ " :‬ﺇﺫﺍ ﻗﺎﻡ ﺷﺨﺺ ﻣﺎ ﺑﺸﻲء ﻣﺎ ﻭﺣﺼﻞ ﻋﻰﻠ ﺍﻟﻔﻀﻞ ﻓﻲ ﺫﻟﻚ‪،‬ﻓﻬﻨﺎﻙ ﻣﻴﻞ ﺇﻰﻟ‬

‫ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﻫﺬﺍ ﺍﻟﺮﺩ ﺍﻟﺘﻨﺎﻓﺴﻲ‪".‬ﺗﻌﻠﻴﻘﺎﺕ ﻧﺎﺩﺭﺓ ﺣﻮﻝ ﺍﻟﺤﺎﺩﺙ‪" .‬ﻟﻢ ﺃﺗﻀﺮﺭ ﻣﻦ ﺁﻥ ﺃﺭﺑﻮﺭ"‪ .‬ﻟﻜﻦﺳﺎﻟﻚ ﺗﻮﻓﻲ ﻋﺎﻡ ‪ 1995‬ﺩﻭﻥ ﺃﻥ ﻳﻌﺘﺮﻑ‬

‫ﺑﻤﺴﺎﻫﻤﺎﺕ ﺯﻣﻼﺉﻪ‪ .‬ﻭﺑﻌﺪ ﻋﺸﺮ ﺳﻨﻮﺍﺕ‪ ،‬ﻓﻲ ﻋﺎﻡ ‪ ،2005‬ﺃﻗﺎﻣﺖ ﺟﺎﻣﻌﺔﺑﻴﺘﺴﺒﺮﺝ ﺣﺪﺛًﺎ ﻟﻼﺣﺘﻔﺎﻝ ﺑﺎﻟﺬﻛﺮﻯ ﺍﻟﺨﻤﺴﻴﻦ ﻹﻋﻼﻥ ﺍﻟﻠﻘﺎﺡ‪.‬‬

‫ﻭﺑﺤﻀﻮﺭ ﻳﻮﻧﻐﻨﺮ ﻧﺠﻞ ﺳﺎﻟﻚ‪ ،‬ﺑﺎﺣﺚ ﻓﻲ ﻣﺠﺎﻝ‬

‫ﺍﻹﻳﺪﺯﺑﻴﺘﺮ ﺳﺎﻟﻚ‪ ،‬ﺃﺧﻴﺮًﺍ ﺿﻊ ﺍﻷﻣﻮﺭ ﻓﻲ ﻧﺼﺎﺑﻬﺎ ﺍﻟﺼﺤﻴﺢ‪" .‬ﻟﻢ ﻳﻜﻦ ﺇﻧﺠﺎﺯ ﺭﺟﻞ ﻭﺍﺣﺪ‪ .‬ﻗﺎﻝ ﺑﻴﺘﺮ ﺳﺎﻟﻚ‪“ :‬ﻟﻘﺪ ﻛﺎﻥ ﺇﻧﺠﺎﺯًﺍ‬

‫ﻟﻔﺮﻳﻖﻣﺘﻔﺎﻧﻲ ﻭﻣﺎﻫﺮ‪" ”.‬ﻟﻘﺪ ﻛﺎﻥ ﻫﺬﺍ ﺟﻬﺪًﺍ ﺗﻌﺎﻭﻧﻴًﺎ"‪.‬‬

‫ﻳﺒﺪﻭﺃﻥ ﺟﻮﻧﺎﺱ ﺳﺎﻟﻚ ﺍﺭﺗﻜﺐ ﻧﻔﺲ ﺍﻟﺨﻄﺄ ﺍﻟﺬﻱ ﺍﺭﺗﻜﺒﻪ ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ‪ :‬ﻓﻘﺪ ﺭﺃﻯ ﻧﻔﺴﻪ ﻣﺴﺘﻘﻼً ﻭﻟﻴﺲ ﻣﺘﺮﺍﺑﻄًﺎ‪.‬ﻭﺑﺪﻻً ﻣﻦ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ‬

‫ﺍﻻﻋﺘﻤﺎﺩﺍﺕ ﺍﻟﻤﻤﻴﺰﺓ ﺍﻟﺘﻲ ﺣﺼﻞ ﻋﻠﻴﻬﺎ ﺟﻮﺭﺝ ﻣﺎﻳﺮ‪ ،‬ﺗﻤﺖ ﻣﻌﺎﻗﺒﺔ ﺳﺎﻟﻚ ﻣﻦ ﻗﺒﻞ‬

‫ﺯﻣﻼﺉﻪﻷﻧﻪ ﺣﺼﻞ ﻋﻰﻠ ﺍﻟﻔﻀﻞ ﺍﻟﻮﺣﻴﺪ‪ .‬ﻟﻤﺎﺫﺍﻟﻢ ﻳﻨﺴﺐ ﺳﺎﻟﻚ ﺍﻟﻔﻀﻞ ﻣﻄﻠﻘًﺎ ﺇﻰﻟ ﻣﺴﺎﻫﻤﺎﺕ ﺯﻣﻼﺉﻪ ﻓﻲ ﺗﻄﻮﻳﺮ ﻟﻘﺎﺡ ﺷﻠﻞ ﺍﻷﻃﻔﺎﻝ؟ ﻣﻦ‬

‫ﺍﻟﻤﺤﺘﻤﻞ ﺃﻧﻪ‬

‫ﻛﺎﻥﻳﺤﺮﺱ ﺑﻐﻴﺮﺓ ﺇﻧﺠﺎﺯﺍﺗﻪ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻛﻤﺎ ﻳﻔﻌﻞ ﺍﻟﺸﺨﺺ ﺑﻄﺒﻴﻌﺔ ﺍﻟﺤﺎﻝ‪ ،‬ﻟﻜﻨﻨﻲ ﺃﻋﺘﻘﺪ ﺃﻥ ﻫﻨﺎﻙ ﺇﺟﺎﺑﺔ ﺃﻛﺜﺮ ﺇﻗﻨﺎﻋًﺎ‪ :‬ﻟﻢ‬

‫ﻳﺸﻌﺮﺃﻧﻬﻢ ﻳﺴﺘﺤﻘﻮﻥ ﺍﻟﺘﻘﺪﻳﺮ‪ .‬ﻟﻤﺎﺫﺍ ﻳﻜﻮﻥ ﺫﻟﻚ؟‬

‫ﺍﻟﺘﺤﻴﺰﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﻟﻔﻬﻢﻫﺬﺍ ﺍﻟﻠﻐﺰ‪ ،‬ﻧﺤﺘﺎﺝ ﺇﻰﻟ ﺍﻟﻘﻴﺎﻡ ﺑﺮﺣﻠﺔ ﺇﻰﻟ ﻛﻨﺪﺍ‪ ،‬ﺣﻴﺚ ﻳﻄﻠﺐ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﻣﻦ ﺍﻟﻤﺘﺰﻭﺟﻴﻦ ﺃﻥ ﻳﻀﻌﻮﺍ ﻋﻼﻗﺎﺗﻬﻢ‬

‫ﻋﻰﻠﺍﻟﻤﺤﻚ‪ .‬ﻓﻜﺮ ﻓﻲ ﺯﻭﺍﺟﻚ ﺃﻭ ﻋﻼﻗﺘﻚ ﺍﻟﺮﻭﻣﺎﻧﺴﻴﺔ ﺍﻷﺧﻴﺮﺓ‪ .‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺍﻟﺠﻬﺪ ﺍﻟﻤﺒﺬﻭﻝ ﻓﻲ ﺍﻟﻌﻼﻗﺔ‪ ،‬ﺑﺪءًﺍ ﻣﻦ ﺇﻋﺪﺍﺩ‬

‫ﺍﻟﻌﺸﺎءﻭﺗﺨﻄﻴﻂ ﺍﻟﻤﻮﺍﻋﻴﺪ ﻭﺣﺘﻰ ﺇﺧﺮﺍﺝ ﺍﻟﻘﻤﺎﻣﺔ ﻭﺣﻞ ﺍﻟﻨﺰﺍﻋﺎﺕ‪ ،‬ﻣﺎ ﻫﻲ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻤﺉﻮﻳﺔ ﻟﻠﻌﻤﻞ ﺍﻟﺬﻱ ﺗﻘﻮﻡ ﺑﻪ؟‬

‫ﻟﻨﻔﺘﺮﺽﺃﻧﻚ ﺗﺘﺤﻤﻞ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﻋﻦ ‪ 55‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺍﻟﺠﻬﺪ ﺍﻟﻤﺒﺬﻭﻝ ﻓﻲ ﺍﻟﻌﻼﻗﺔ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﻣﻌﺎﻳﺮًﺍ ﺗﻤﺎﻣًﺎ‪ ،‬ﻓﺴﻴﻄﺎﻟﺐﺷﺮﻳﻜﻚ‬

‫ﺑﺎﻟﻤﺴﺆﻭﻟﻴﺔ ﻋﻦ ‪ 45‬ﺑﺎﻟﻤﺎﺉﺔ‪ ،‬ﻭﺳﺘﻀﻴﻒ ﺗﻘﺪﻳﺮﺍﺗﻚ ﻣﺎ ﻳﺼﻞ ﺇﻰﻟ ‪ 100‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻭﺟﺪ ﻋﻠﻤﺎءﺍﻟﻨﻔﺲ ﻣﺎﻳﻜﻞ ﺭﻭﺱ ﻭﻓﻴﻮﺭﻱ‬

‫ﺳﻴﻜﻮﻟﻲ ﺃﻥ ﺛﻼﺛﺔ ﻣﻦ ﻛﻞ ﺃﺭﺑﻌﺔ ﺃﺯﻭﺍﺝ ﻳﺼﻞ ﻣﺠﻤﻮﻋﻬﻢ ﺇﻰﻟ ﺃﻛﺜﺮ ﻣﻦ ‪ 100%.‬ﻳﺒﺎﻟﻎ‬

‫ﺍﻟﺸﺮﻛﺎءﻓﻲ ﺗﻘﺪﻳﺮ ﻣﺴﺎﻫﻤﺎﺗﻬﻢ‪ .‬ﻭﻳﻌﺮﻑ ﻫﺬﺍ ﺑﺎﺳﻢﺍﻟﺘﺤﻴﺰ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ‪ :‬ﺍﻟﻤﺒﺎﻟﻐﺔ ﻓﻲ ﻣﺴﺎﻫﻤﺎﺗﻨﺎ ﻣﻘﺎﺭﻧﺔ ﺑﻤﺪﺧﻼﺕ ﺍﻵﺧﺮﻳﻦ‪.‬ﺇﻧﻪ ﺧﻄﺄ ﻳﺘﻌﺮﺽ ﻟﻪ‬

‫ﺍﻟﻤﺘﻠﻘﻮﻥ ﺑﺸﻜﻞ ﺧﺎﺹ‪ ،‬ﻭﻫﻮ ﻣﺪﻓﻮﻉ ﺟﺰﺉﻴًﺎ ﺑﺎﻟﺮﻏﺒﺔ ﻓﻲ ﺭﺅﻳﺔ ﻭﺗﻘﺪﻳﻢ ﺃﻧﻔﺴﻨﺎ ﺑﺸﻜﻞ ﺇﻳﺠﺎﺑﻲ‪.‬ﻭﺗﻤﺸﻴﺎ ﻣﻊ ﻫﺬﻩ ﺍﻟﻔﻜﺮﺓ‪ ،‬ﻣﻦ ﺍﻟﻤﺆﻛﺪ ﺃﻥ ﺟﻮﻧﺎﺱ‬
‫ﺳﺎﻟﻚ ﻟﻢ ﻳﺘﺠﻨﺐ ﺍﻷﺿﻮﺍء‪ .‬ﻳﻜﺘﺐ ﺃﻭﺷﻴﻨﺴﻜﻲ‪» :‬ﻛﺎﻧﺖ ﺇﺣﺪﻯ ﻣﻮﺍﻫﺒﻪﺍﻟﻌﻈﻴﻤﺔ‪ ،‬ﻣﻮﻫﺒﺘﻪ ﻓﻲ ﺗﻘﺪﻳﻢ ﻧﻔﺴﻪ ﺑﻄﺮﻳﻘﺔ ﺟﻌﻠﺘﻪ ﻳﺒﺪﻭ ﻏﻴﺮ ﻣﺒﺎﻝٍ ﺣﻘًﺎ‬

‫ﺳﻴﺠﺪ ﺍﻟﻤﺮﺍﺳﻠﻮﻥ‬ ‫ﺑﺸﻬﺮﺗﻪ‬

‫ﻭﺍﻟﻤﺼﻮﺭﻭﻥﺳﺎﻟﻚ ﺩﺍﺉﻤًﺎ ﻋﻰﻠ ﻣﻀﺾ ﻭﻟﻜﻨﻪ ﻣﺘﺎﺡ‪ .‬ﻛﺎﻥ ﻳﺤﺬﺭﻫﻢ ﻣﻦ ﺇﺿﺎﻋﺔ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﻭﻗﺘﻪ؛ ﻛﺎﻥ ﻳﺘﺬﻣﺮ ﻣﻦ ﺍﻟﻌﻤﻞ‬

‫ﺍﻟﻤﻬﻢﺍﻟﺬﻱ ﻛﺎﻧﻮﺍ ﻳﻤﻨﻌﻮﻧﻪ ﻣﻦ ﺍﻟﻘﻴﺎﻡ ﺑﻪ؛ ﻭﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﺑﻌﺪ ﺃﻥ ﻳﻘﺪﻡ ﺍﺣﺘﺠﺎﺟﻪ ﺍﻟﺮﺳﻤﻲ‪ ،‬ﻓﺈﻧﻪ ﺳﻴﺴﺘﺠﻴﺐ ﺗﻤﺎﻣًﺎ‪.‬‬

‫ﻭﻟﻜﻦﻫﻨﺎﻙ ﻋﺎﻣﻞ ﺁﺧﺮ ﺃﻛﺜﺮ ﻗﻮﺓ ﻭﺃﻛﺜﺮ ﺇﺭﺿﺎءً‪ :‬ﻭﻫﻮ ﺗﻨﺎﻗﺾ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ .‬ﻟﺪﻳﻨﺎ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺣﻮﻝﻣﺴﺎﻫﻤﺎﺗﻨﺎ ﺃﻛﺜﺮ ﻣﻦ‬

‫ﻣﺴﺎﻫﻤﺎﺕ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻧﺤﻦ ﻧﺮﻯ ﺟﻤﻴﻊ ﺟﻬﻮﺩﻧﺎ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻭﻟﻜﻨﻨﺎ ﻧﺸﻬﺪ ﻓﻘﻂ ﻣﺠﻤﻮﻋﺔ ﻓﺮﻋﻴﺔ ﻣﻦﺟﻬﻮﺩ ﺷﺮﻛﺎﺉﻨﺎ‪ .‬ﻋﻨﺪﻣﺎ ﻧﻔﻜﺮ ﻓﻲ ﻣﻦ ﻳﺴﺘﺤﻖ‬

‫ﺍﻟﻔﻀﻞ‪ ،‬ﺗﺼﺒﺢ ﻟﺪﻳﻨﺎ ﻣﻌﺮﻓﺔ ﺃﻛﺒﺮ ﺑﻤﺴﺎﻫﻤﺎﺗﻨﺎ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻋﻨﺪﻣﺎ ﻃُﻠﺐﻣﻨﻬﻢ ﺇﺩﺭﺍﺝ ﺍﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻟﻤﺤﺪﺩﺓ ﻟﻜﻞ ﻣﻦ ﺍﻟﺰﻭﺟﻴﻦ ﻓﻲ ﺯﻭﺍﺟﻬﻢ‪ ،‬ﻓﻲ‬

‫ﺍﻟﻤﺘﻮﺳﻂ‪ ،‬ﺗﻤﻜﻦ ﺍﻟﻨﺎﺱ ﻣﻦ ﺍﻟﺘﻮﺻﻞ ﺇﻰﻟ‬

‫ﺇﺣﺪﻯﻋﺸﺮﺓ ﻣﻦ ﻣﺴﺎﻫﻤﺎﺗﻬﻢ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻭﻟﻜﻦ ﺛﻤﺎﻧﻴﺔ ﻓﻘﻂ ﻣﻦ ﻣﺴﺎﻫﻤﺎﺕ ﺷﺮﻛﺎﺉﻬﻢ‪.‬‬

‫ﻋﻨﺪﻣﺎﺍﺩﻋﻰ ﺳﺎﻟﻚ ﺃﻧﻪ ﺍﻟﻤﺴﺆﻭﻝ ﺍﻟﻮﺣﻴﺪ ﻋﻦ ﻟﻘﺎﺡ ﺷﻠﻞ ﺍﻷﻃﻔﺎﻝ‪ ،‬ﻛﺎﻧﺖ ﻟﺪﻳﻪ ﺫﻛﺮﻳﺎﺕ ﺣﻴﺔ ﻋﻦ ﺍﻟﺪﻡ ﻭﺍﻟﻌﺮﻕ‬

‫ﻭﺍﻟﺪﻣﻮﻉﺍﻟﺘﻲ ﺍﺳﺘﺜﻤﺮﻫﺎ ﻓﻲ ﺗﻄﻮﻳﺮ ﺍﻟﻠﻘﺎﺡ‪ ،‬ﻭﻟﻜﻦ ﻛﺎﻧﺖ ﻟﺪﻳﻪ ﻣﻌﻠﻮﻣﺎﺕ ﻗﻠﻴﻠﺔ ﻧﺴﺒﻴًﺎ ﻋﻦ ﻣﺴﺎﻫﻤﺎﺕ ﺯﻣﻼﺉﻪ‪ .‬ﻟﻢ‬

‫ﻳﺨﺘﺒﺮﺣﺮﻓﻴًﺎ ﻣﺎ ﻓﻌﻠﻪ ﻳﻮﻧﻐﻨﺮ ﻭﺑﻘﻴﺔ ﺍﻟﻔﺮﻳﻖ‬

‫‪-‬ﻭﻟﻢ ﻳﻜﻦ ﺣﺎﺿﺮًﺍ ﻓﻲ ﺣﻔﻞ ﺍﻻﻛﺘﺸﺎﻑ ﺍﻟﺤﺎﺉﺰ ﻋﻰﻠ ﺟﺎﺉﺰﺓ ﻧﻮﺑﻞ ﺍﻟﺬﻱ ﺗﻮﺻﻞ ﺇﻟﻴﻪ ﺇﻧﺪﺭﺯ ﻭﺭﻭﺑﻨﺰ ﻭﻭﻳﻠﺮ‪.‬‬

‫ﻳﻘﻮﻝﺭﻳﺪ ﻫﻮﻓﻤﺎﻥ‪ ،‬ﻣﺆﺳﺲ ﻣﻮﻗﻊ ‪ " LinkedIn:‬ﺣﺘﻰ ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﻧﻮﺍﻳﺎ ﺍﻟﻨﺎﺱ ﺣﺴﻨﺔ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺍﻟﻤﺒﺎﻟﻐﺔ ﻓﻲﺗﻘﺪﻳﺮ ﻣﺴﺎﻫﻤﺎﺗﻬﻢ‬

‫ﻭﺍﻟﺘﻘﻠﻴﻞ ﻣﻦ ﻗﻴﻤﺔ ﻣﺴﺎﻫﻤﺎﺕ ﺍﻵﺧﺮﻳﻦ‪ ".‬ﻳﻌﺪ ﻫﺬﺍ ﺍﻟﺘﺤﻴﺰ ﻟﻠﻤﺴﺆﻭﻟﻴﺔ ﻣﺼﺪﺭًﺍ ﺭﺉﻴﺴﻴًﺎ ﻟﻠﺘﻌﺎﻭﻥ ﺍﻟﻔﺎﺷﻞ‪.‬ﺗﺘﻔﻜﻚ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻤﻬﻨﻴﺔ ﻋﻨﺪﻣﺎ‬

‫ﻳﺸﻌﺮ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﺍﻟﻤﺨﺘﺮﻋﻮﻥ‪ ،‬ﻭﺍﻟﻤﺴﺘﺜﻤﺮﻭﻥ‪ ،‬ﻭﺍﻟﻤﺪﻳﺮﻭﻥ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ‬

‫ﺃﻥﺷﺮﻛﺎﺉﻬﻢ ﻻ ﻳﻤﻨﺤﻮﻧﻬﻢ ﺍﻟﺘﻘﺪﻳﺮ ﺍﻟﺬﻱ ﻳﺴﺘﺤﻘﻮﻧﻪ‪ ،‬ﺃﻭ ﻳﻘﻮﻣﻮﻥ ﺑﻨﺼﻴﺒﻬﻢ ﺍﻟﻌﺎﺩﻝ‪.‬‬

‫ﻓﻲﻫﻮﻟﻴﻮﻭﺩ‪ ،‬ﺑﻴﻦ ﻋﺎﻣﻲ ‪ 1993‬ﻭ‪ 1997‬ﻓﻘﻂ‪ ،‬ﺫﻫﺐ ﺃﻛﺜﺮ ﻣﻦ ﺃﺭﺑﻌﻤﺎﺉﺔ ﺳﻴﻨﺎﺭﻳﻮ ‪ -‬ﺃﻱ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ﺛﻠﺚ ﺟﻤﻴﻊ ﺍﻟﺴﻴﻨﺎﺭﻳﻮﻫﺎﺕﺍﻟﻤﻘﺪﻣﺔ ‪ -‬ﺇﻰﻟ‬

‫ﺍﻟﺘﺤﻜﻴﻢ ﺍﻻﺉﺘﻤﺎﻧﻲ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﻣﺘﻠﻘﻴًﺎ‪ ،‬ﻓﺈﻥ ﺩﺍﻓﻌﻚ ﺍﻟﺪﺍﻓﻊ ﻫﻮ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻧﻚ ﺗﺤﺼﻞ ﻋﻰﻠﺃﻛﺜﺮ ﻣﻤﺎ ﺗﻌﻄﻲ‪ ،‬ﻣﻤﺎ ﻳﻌﻨﻲ ﺃﻧﻚ ﺗﺤﺴﺐ ﺑﻌﻨﺎﻳﺔ ﻛﻞ‬

‫ﻣﺴﺎﻫﻤﺔ ﺗﻘﺪﻣﻬﺎ‪ .‬ﻣﻦ ﺍﻟﺴﻬﻞ ﺟﺪًﺍ ﺍﻻﻋﺘﻘﺎﺩ ﺑﺄﻧﻚ ﻗﺪ ﻗﻤﺖ‬

 ‫ﺑﻨﺼﻴﺐﺍﻷﺳﺪ ﻣﻦ ﺍﻟﻌﻤﻞ‪ ،‬ﻣﺘﺠﺎﻫﻼً ﻣﺎ ﻳﺴﺎﻫﻢ ﺑﻪ ﺯﻣﻼﺉﻚ‪.‬‬

‫ﻛﺎﻥﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻗﺎﺩﺭًﺍ ﻋﻰﻠ ﺍﻟﺘﻐﻠﺐ ﻋﻰﻠ ﺍﻧﺤﻴﺎﺯ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ‪ .‬ﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﺳﺎﻫﻢ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻜﻠﻤﺎﺕ ﻓﻲ ﺍﻟﻤﻌﺠﻢﺍﻹﻧﺠﻠﻴﺰﻱ‪ ،‬ﺃﺷﻬﺮﻫﺎ ﻛﻠﻤﺔ‬

‫ﻫﻮﻣﻴﺮﻭﺱﺩﻱ ﺃﻭﻩ! ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﺤﺪﺙ ﺍﻟﺬﻱ ﻳﺴﺒﺐ‬

‫ﺍﻷﻟﻢﺍﻟﻨﻔﺴﻲ ﺃﻭ ﺍﻟﺠﺴﺪﻱ‪ .‬ﻟﻢ ﻳﺨﺘﺮﻉ ﻣﺎﻳﺮ ﻫﺬﻩ ﺍﻟﻜﻠﻤﺔ‪ ،‬ﻟﻜﻨﻪ ﺻﺎﻏﻬﺎﻳﻮﻧﻚ‪ ،‬ﺍﻟﻌﺒﺎﺭﺓ ﺍﻟﻤﺄﻟﻮﻓﺔ ﺍﻟﺘﻲﺳﻤﺒﺴﻨﺰﺗﻨﻄﻖ ﺍﻟﺸﺨﺼﻴﺎﺕﻋﻨﺪﻣﺎ ﺗﻨﺘﺰﻉ‬

‫ﻋﻨﺼﺮًﺍ ﻣﻦ ﻳﺪﻱ ﺷﺨﺼﻴﺔ ﺃﺧﺮﻯ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ،2007‬ﻣﺠﻠﺔ ﺍﻟﻔﻜﺎﻫﺔﻣﺘﺼﺪﻉﺗﻢ ﺗﺸﻐﻴﻞ ﻣﻴﺰﺓ ﻋﻰﻠ ﺃﻋﻰﻠﺍﻟﻜﻠﻤﺎﺕ ﺍﻧﺸﺄ ﻣﻦ ﻗﺒﻞﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪.‬‬

‫ﺟﻌﻞ ﺍﻟﻘﺎﺉﻤﺔ ﻛﺎﻧﺖ ﻛﻼﺳﻴﻜﻴﺔ ﻣﺜﻞﻛﺮﻭﻣﻮﻟﻴﻨﺖ)ﻭﺻﻒ ﺷﻲء ﺟﻴﺪ ﺃﻭ ﻣﻘﺒﻮﻝﺃﻭ ﻣﺸﺮﻭﻉ ﺑﺸﻜﻞ ﻏﻴﺮ ﺷﺮﻋﻲ( ﻭﺗﻮﻣﺎﻛﻮ)ﻫﺠﻴﻦ ﻣﻦ ﺍﻟﻄﻤﺎﻃﻢ‬

‫ﻭﺍﻟﺘﺒﻎ ﺻﻨﻌﻪ ﻫﻮﻣﻴﺮﻭﺱ‪ ،‬ﺗﻢ ﺍﻗﺘﺮﺍﺣﻪ ﻷﻭﻝ ﻣﺮﺓ ﻓﻲﻋﺎﻡ ‪1959‬ﺍﻟﻌﻠﻤﻴﺔ ﺍﻷﻣﺮﻳﻜﻴﺔﻗﻄﻌﺔ‪ ،‬ﻭﻓﻲ ﺍﻟﻮﺍﻗﻊ ﺗﻢ ﺗﻬﺠﻴﻨﻬﺎ ﻓﻲ ﻋﺎﻡ ‪ 2003‬ﺑﻮﺍﺳﻄﺔ‬

‫ﺃﺳﻤﺒﺴﻨﺰﻣﻌﺠﺐ ﺍﺳﻤﻪ ﺭﻭﺏ ﺑﺎﻭﺭ‪ (.‬ﻟﻜﻦ ﺍﻟﻜﻠﻤﺔ ﺍﻟﻤﺨﺘﺮﻋﺔ ﺍﻷﻋﻰﻠ ﻓﻲ ﺍﻟﻘﺎﺉﻤﺔ ﻛﺎﻧﺖﻣﻪ ﺍﻟﺘﻌﺒﻴﺮ ﻋﻦ ﺍﻟﻼﻣﺒﺎﻻﺓ ﺍﻟﺨﺎﻟﺼﺔ ﺍﻟﺬﻱ ﻇﻬﺮ ﻷﻭﻝ ﻣﺮﺓ‬

‫ﻓﻲ‬

‫ﺍﻟﻤﻮﺳﻢﺍﻟﺴﺎﺩﺱ ﻣﻦ ﺍﻟﻌﺮﺽ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺤﻠﻘﺎﺕ‪ ،‬ﻛﺎﻧﺖ ﻣﺎﺭﺝ ﺳﻴﻤﺒﺴﻮﻥ ﻣﻔﺘﻮﻧﺔ ﺑﻨﻮﻝ ﺍﻟﻨﺴﻴﺞ ﻓﻲ ﻣﻌﺮﺽ ﻋﺼﺮ ﺍﻟﻨﻬﻀﺔ‪،‬ﺑﻌﺪ ﺃﻥ ﺩﺭﺳﺖ‬

‫ﺍﻟﻨﺴﻴﺞ ﻓﻲ ﺍﻟﻤﺪﺭﺳﺔ ﺍﻟﺜﺎﻧﻮﻳﺔ‪ .‬ﻭﻫﻲ ﺗﻨﺴﺞ ﺭﺳﺎﻟﺔ‪" :‬ﻣﺮﺣﺒًﺎ ﺑﺎﺭﺕ‪ ،‬ﺃﻧﺎ ﺃﻧﺴﺞ ﻋﻰﻠ ﺍﻟﻨﻮﻝ‪ ".‬ﺭﺩ‬

‫ﺑﺎﺭﺕ"‪:‬ﻣﻪ‪ ".‬ﻭﺑﻌﺪ ﺳﺖ ﺳﻨﻮﺍﺕ‪ ،‬ﺗﻢ ﺑﺚ ﺣﻠﻘﺔ ﻗﺎﻣﺖ ﻓﻴﻬﺎ ﻟﻴﺰﺍ ﺳﻴﻤﺒﺴﻮﻥ ﺑﺘﻮﺿﻴﺢ ﺍﻟﻜﻠﻤﺔ ﺑﺎﻟﻔﻌﻞ‪.‬‬

‫ﻣﻪﻇﻬﺮﺕ ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻘﻮﺍﻣﻴﺲ‪ ،‬ﻣﻦ ‪)" Macmillan‬ﺗُﺴ ﺘﺨﺪﻡ ﻹﻇﻬﺎﺭ ﺃﻧﻚ ﻻ ﺗﻬﺘﻢ ﺑﻤﺎ ﻳﺤﺪﺙ ﺃﻭ ﺃﻧﻚ ﻏﻴﺮ‬

‫ﻣﻬﺘﻢﺑﺸﻜﻞ ﺧﺎﺹ ﺑﺸﻲء ﻣﺎ(" ﺇﻰﻟ ‪)" Dictionary.com‬ﺗﻌﺒﻴﺮ ﻋﻦ ﺍﻟﻤﻠﻞ ﺃﻭ ﺍﻟﻼﻣﺒﺎﻻﺓ(" ﺇﻰﻟﻗﺎﻣﻮﺱ ﻛﻮﻟﻴﻨﺰ ﺍﻹﻧﺠﻠﻴﺰﻱ‬
‫))ﻣﺪﺍﺧﻠﺔ ﻟﻺﺷﺎﺭﺓ ﺇﻰﻟ ﺍﻟﻼﻣﺒﺎﻻﺓ ﺃﻭ ﺍﻟﻤﻠﻞ ‪ -‬ﺃﻭ ﻛﺼﻔﺔ ﻟﻘﻮﻝ ﺷﻲء ﻣﺎ ﺩﻭﻥ ﺍﻟﻤﺘﻮﺳﻂ ﺃﻭ ﺃﻥ ﺍﻟﺸﺨﺺ ﻏﻴﺮ ﻣﺘﺄﺛﺮ ‪"(.‬‬

‫ﻗﺒﻞﻋﺪﺓ ﺳﻨﻮﺍﺕ‪ ،‬ﺗﻔﺎﺟﺄ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻋﻨﺪﻣﺎ ﺃﺳﻤﺒﺴﻨﺰﺷﺎﺭﻛﻪ ﺍﻟﻜﺎﺗﺐ ﺫﻛﺮﻯ ﻋﻦ ﺍﻟﺤﻠﻘﺔ ﺍﻟﺘﻲ ﻓﻴﻬﺎﻣﻪﺍﻭﻝ ﻇﻬﻮﺭ‪" .‬ﻟﻘﺪ ﺫﻛﺮﻧﻲﺑﺄﻧﻨﻲ ﻋﻤﻠﺖ ﻋﻰﻠ‬

‫ﺗﻠﻚ ﺍﻟﺤﻠﻘﺔ‪ ،‬ﻭﺍﻋﺘﻘﺪ ﺃﻧﻨﻲ ﺗﻮﺻﻠﺖ ﺇﻰﻟ ﻫﺬﻩ ﺍﻟﻜﻠﻤﺔﻣﻪ‪ .‬ﻟﻢ ﺃﺗﺬﻛﺮ ﺫﻟﻚ"‪ .‬ﻋﻨﺪﻣﺎ ﺳﺄﻟﺖ ﺗﻴﻢ ﻟﻮﻧﺞﻣﻦ ﺍﻟﺬﻱ ﺧﻠﻖﻣﻪﻟﻘﺪ ﻛﺎﻥ ﻭﺍﺛﻘًﺎ ﺟﺪًﺍ ﻣﻦ ﺃﻧﻪ‬

‫ﺟﻮﺭﺝ ﻣﺎﻳﺮ‪" .‬ﺃﻧﺎ ﻣﺘﺄﻛﺪ ﺗﻘﺮﻳﺒًﺎ ﻣﻦ ﺃﻧﻪ ﺍﺧﺘﺮﻉﻣﻪ‪ .‬ﺇﻧﻪ ﻣﻮﺟﻮﺩ ﻓﻲ ﻛﻞ ﻣﻜﺎﻥ‪،‬ﻭﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ ﻻ ﻳﺪﺭﻛﻮﻥ ﺃﻧﻪ ﺑﺪﺃ ﺑﻪﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪ ".‬ﻓﻲ ﻧﻬﺎﻳﺔ‬

‫ﺍﻟﻤﻄﺎﻑ‪ ،‬ﺣﻔﺰﺕ ﺍﻟﻤﺤﺎﺩﺛﺎﺕ ﻣﻊ ﺍﻟﻜﺘﺎﺏ ﺫﺍﻛﺮﺓﻣﺎﻳﺮ‪ " .‬ﻛﻨﺖ ﺃﺣﺎﻭﻝ ﺃﻥ ﺃﻓﻜﺮ ﻓﻲ ﻛﻠﻤﺔ ﻣﻦ ﺷﺄﻧﻬﺎ ﺃﻥ ﺗﻜﻮﻥ ﺃﺳﻬﻞ ﻛﻠﻤﺔ ﻳﻤﻜﻦ ﻗﻮﻟﻬﺎ ﺑﺄﻗﻞ ﺟﻬﺪ‬

‫‪ -‬ﻣﺠﺮﺩ ﺍﻓﺘﺮﺍﻕ‬

‫ﺍﻟﺸﻔﺘﻴﻦﻭﺍﻟﻬﻮﺍء ﺳﻴﺨﺮﺝ"‪.‬‬

‫ﻟﻤﺎﺫﺍﻟﻢ ﻳﻜﻦ ﻟﺪﻯ ﻣﺎﻳﺮ ﺫﺍﻛﺮﺓ ﺃﻓﻀﻞ ﻟﻤﺴﺎﻫﻤﺎﺗﻪ؟ ﻭﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺘﺒﺮﻋًﺎ‪ ،‬ﻛﺎﻥ ﺗﺮﻛﻴﺰﻩ ﻣﻨﺼﺒًﺎ ﻋﻰﻠ ﺗﺤﻘﻴﻖ ﻧﺘﻴﺠﺔ ﺟﻤﺎﻋﻴﺔﺗﺴﻠﻲ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻭﻟﻴﺲ‬

‫ﻋﻰﻠ ﺍﻟﻤﻄﺎﻟﺒﺔ ﺑﺎﻟﻤﺴﺆﻭﻟﻴﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻋﻦ ﺗﻠﻚ ﺍﻟﻨﺘﻴﺠﺔ‪ .‬ﻛﺎﻥ ﻳﻘﺘﺮﺡ ﺃﻛﺒﺮ ﻋﺪﺩ ﻣﻤﻜﻦ ﻣﻦﺍﻷﺳﻄﺮ ﻭﺍﻟﻨﻜﺎﺕ ﻭﺍﻟﻜﻠﻤﺎﺕ‪ ،‬ﻭﻳﺘﻴﺢ ﻟﻶﺧﺮﻳﻦ ﺗﺸﻐﻴﻠﻬﺎ‬

‫ﻭﺩﻣﺠﻬﺎ ﻓﻲ ﻧﺼﻮﺻﻬﻢ‪ .‬ﺗﺮﻛﺰ ﺍﻫﺘﻤﺎﻣﻪ ﻋﻰﻠ ﺗﺤﺴﻴﻦ ﺍﻟﺠﻮﺩﺓ ﺍﻟﺸﺎﻣﻠﺔﻟﻠﻨﺺ‪ ،‬ﺑﺪﻻ ًﻣﻦ ﺗﺘﺒﻊ ﺍﻟﻤﺴﺆﻭﻝ ﻋﻨﻪ‪" .‬ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﺷﻴﺎء ﺗﺸﺒﻪ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﻛﺮﺓ ﺍﻟﺴﻠﺔ‪ .‬ﻳﻘﻮﻝ ﻣﺎﻳﺮ‪" :‬ﻋﻨﺪﻣﺎ ﻳﻘﻮﻝﺷﺨﺺ ﻣﺎ‪" :‬ﺟﻮﺭﺝ‪ ،‬ﻫﺬﺍ ﻟﻚ‪ ،‬ﻟﻢ ﺃﻛﻦ ﺃﻋﺮﻑ ﺣﻘًﺎ‪" ".‬ﻛﻨﺖ ﺃﻣﻴﻞ ﺇﻰﻟ ﻋﺪﻡ ﺍﻟﻘﺪﺭﺓ ﻋﻰﻠ ﺗﺬﻛﺮ‬

‫ﺍﻷﺷﻴﺎء ﺍﻟﺘﻲ ﻗﻤﺖ‬

‫ﺑﻬﺎ‪،‬ﻟﺬﻟﻚ ﻟﻢ ﺃﻛﻦ ﺃﻗﻮﻝ ﺩﺍﺉﻤًﺎ ﻣﺘﻰﺃﻧﺎﻓﻌﻞ ﻫﺬﺍ ﻭﺫﺍﻙ‪ .‬ﻛﻨﺖ ﺃﻗﻮﻝ ﻣﺘﻰﻧﺤﻦﻓﻌﻞ ﻫﺬﺍ ﻭﺫﺍﻙ‪ .‬ﺃﻋﺘﻘﺪ ﺃﻧﻪ ﻣﻦ ﺍﻟﺠﻴﺪ‬

‫ﺍﻻﻋﺘﻴﺎﺩﻋﻰﻠ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ"‪.‬‬

‫ﺗﻈﻬﺮﺍﻷﺑﺤﺎﺙ ﺃﻧﻪ ﻟﻴﺲ ﻣﻦ ﺍﻟﺼﻌﺐ ﺟﺪًﺍ ﻋﻰﻠ ﺍﻟﻤﻄﺎﺑﻘﻴﻦ ﻭﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﺗﻄﻮﻳﺮ ﻫﺬﻩ ﺍﻟﻌﺎﺩﺓ‪ .‬ﺗﺬﻛﺮ ﺃﻥ ﺍﻧﺤﻴﺎﺯ ﺍﻟﻤﺴﺆﻭﻟﻴﺔﻳﺤﺪﺙ ﻷﻥ ﻟﺪﻳﻨﺎ‬

‫ﻣﻌﻠﻮﻣﺎﺕ ﺣﻮﻝ ﻣﺴﺎﻫﻤﺎﺗﻨﺎ ﺃﻛﺜﺮ ﻣﻦ ﻣﺴﺎﻫﻤﺎﺕ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺇﻥ ﺍﻟﻤﻔﺘﺎﺡ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻮﺍﺯﻥ ﻓﻲﺃﺣﻜﺎﻣﻨﺎ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺴﺆﻭﻟﻴﺔ ﻫﻮ ﺗﺮﻛﻴﺰ ﺍﻫﺘﻤﺎﻣﻨﺎ‬

‫ﻋﻰﻠ ﻣﺎ ﺳﺎﻫﻢ ﺑﻪ ﺍﻵﺧﺮﻭﻥ‪ .‬ﻛﻞ ﻣﺎ ﻋﻠﻴﻚ ﻓﻌﻠﻪ ﻫﻮ ﺇﻋﺪﺍﺩ ﻗﺎﺉﻤﺔ ﺑﻤﺎﻳﺴﺎﻫﻢ ﺑﻪ ﺷﺮﻳﻜﻚﻗﺒﻞﺃﻧﺖ ﺗﻘﺪﺭ ﻣﺴﺎﻫﻤﺘﻚ ﺍﻟﺨﺎﺻﺔ‪ .‬ﺗﺸﻴﺮ ﺍﻟﺪﺭﺍﺳﺎﺕ‬
 ‫ﺇﻰﻟ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻳﻔﻜﺮ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻓﻲ ﻣﻘﺪﺍﺭ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓﺍﻟﺘﻲ ﻳﺘﻠﻘﻮﻧﻬﺎ ﻣﻦ ﺭﺅﺳﺎﺉﻬﻢ ﻗﺒﻞ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﻣﻘﺪﺍﺭ ﻣﺴﺎﻫﻤﺘﻬﻢ ﻓﻲ ﺭﺅﺳﺎﺉﻬﻢ‪ ،‬ﻓﺈﻥ ﺗﻘﺪﻳﺮﺍﺗﻬﻢ ﻟﻤﺴﺎﻫﻤﺎﺕﺭﺅﺳﺎﺉﻬﻢ ﺗﺘﻀﺎﻋﻒ‪،‬‬

‫ﻣﻦ ﺃﻗﻞ ﻣﻦ ‪ 17‬ﺑﺎﻟﻤﺎﺉﺔ ﺇﻰﻟ ﺃﻛﺜﺮ ﻣﻦ ‪ 33‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﺍﺟﻤﻊ ﻣﺠﻤﻮﻋﺔ ﻋﻤﻞ ﻣﻜﻮﻧﺔ ﻣﻦ ﺛﻼﺛﺔﺇﻰﻟ ﺳﺘﺔ ﺃﺷﺨﺎﺹ ﻭﺍﻃﻠﺐ ﻣﻦ ﻛﻞ ﻋﻀﻮ ﺗﻘﺪﻳﺮ‬

‫ﺍﻟﻨﺴﺒﺔ ﺍﻟﻤﺉﻮﻳﺔ ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻘﻮﻡ ﺑﻪ‪ .‬ﺃﺿﻒ‬

‫ﺗﻘﺪﻳﺮﺍﺗﻬﻢ‪،‬ﻭﻣﺘﻮﺳﻂ ﺍﻹﺟﻤﺎﻟﻲ ﻳﺰﻳﺪ ﻋﻦ ‪ 140‬ﺑﺎﻟﻤﺎﺉﺔ‪ .‬ﺍﻃﻠﺐ ﻣﻨﻬﻢ ﺫﻟﻚﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﻣﺴﺎﻫﻤﺎﺕ ﻛﻞ ﻋﻀﻮ ﻗﺒﻞ‬

‫ﺍﻟﻤﺘﻮﺳﻂ ﺍﻹﺟﻤﺎﻟﻲ ﺇﻰﻟ ‪ 123‬ﻓﻲ ﺍﻟﻤﺉﺔ‪.‬‬ ‫ﺃﻧﻔﺴﻬﻢ‪،‬ﻭﻳﻨﺨﻔﺾ‬

 ‫ﺍﻟﻤﺎﻧﺤﻮﻥﻣﺜﻞ ﻣﺎﻳﺮ ﻳﻔﻌﻠﻮﻥ ﺫﻟﻚ ﺑﺸﻜﻞ ﻃﺒﻴﻌﻲ‪ :‬ﺇﻧﻬﻢ ﻳﻌﺘﻨﻮﻥ ﺑﺬﻟﻚﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﻣﺎ ﻳﺴﺎﻫﻢ ﺑﻪ ﺍﻵﺧﺮﻭﻥ‪ .‬ﻓﻲ‬

‫ﺇﺣﺪﻯﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻃﻠﺐ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﻣﺎﻳﻜﻞ ﻣﺎﻛﻮﻝ ﻣﻦ ﺍﻟﻨﺎﺱ ﻣﻞء ﺍﺳﺘﺒﻴﺎﻥ ﻳﻘﻴﺲ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﻮﺍ ﻣﻦ ﺍﻟﻤﺎﻧﺤﻴﻦ ﺃﻡ ﺍﻵﺧﺬﻳﻦ‪،‬ﻭﺃﻥ ﻳﺘﺨﺬﻭﺍ‬

‫ﻗﺮﺍﺭﺍﺕ ﻓﻲ ﺃﺯﻭﺍﺝ ﺣﻮﻝ ﺃﻫﻤﻴﺔ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻟﻠﺒﻘﺎء ﻋﻰﻠ ﻗﻴﺪ ﺍﻟﺤﻴﺎﺓ ﻓﻲ ﺍﻟﺼﺤﺮﺍء‪ .‬ﺃﺧﺒﺮ ﺑﺸﻜﻞﻋﺸﻮﺍﺉﻲ ﻧﺼﻒ ﺍﻷﺯﻭﺍﺝ ﺃﻧﻬﻢ ﻓﺸﻠﻮﺍ‪،‬‬

‫ﻭﺍﻟﻨﺼﻒ ﺍﻵﺧﺮ ﺃﻧﻬﻢ ﻧﺠﺤﻮﺍ‪ .‬ﺃﻟﻘﻰ ﻣﻘﺪﻣﻮ ﺍﻟﻄﻠﺒﺎﺕ ﺍﻟﻠﻮﻡ ﻋﻰﻠ ﺷﺮﻛﺎﺉﻬﻢ ﻓﻲﺍﻟﻔﺸﻞ‪ ،‬ﻭﻧﺴﺒﻮﺍ ﺇﻟﻴﻬﻢ ﺍﻟﻔﻀﻞ ﻓﻲ ﺍﻟﻨﺠﺎﺣﺎﺕ‪ .‬ﻟﻘﺪ ﺗﺤﻤﻞ‬

‫ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻟﻠﻮﻡ ﻋﻰﻠ ﺍﻟﻔﺸﻞ ﻭﻣﻨﺤﻮﺍ ﺷﺮﻛﺎﺉﻬﻢ ﺍﻟﻤﺰﻳﺪ‬

‫ﻣﻦﺍﻟﻔﻀﻞ ﻓﻲ ﺍﻟﻨﺠﺎﺡ‪.‬‬

‫ﻫﺬﺍﻫﻮ ﺃﺳﻠﻮﺏ ﻋﻤﻞ ﺟﻮﺭﺝ ﻣﺎﻳﺮ‪ :‬ﺇﻧﻪ ﻗﺎﺱٍ ﺑﺸﻜﻞ ﻻ ﻳﺼﺪﻕ ﻋﻰﻠ ﻧﻔﺴﻪ ﻋﻨﺪﻣﺎ ﺗﺴﻮء ﺍﻷﻣﻮﺭ‪ ،‬ﻭﻟﻜﻨﻪ ﺳﺮﻳﻊ ﻓﻲ‬

‫ﺗﻬﻨﺉﺔﺍﻵﺧﺮﻳﻦ ﻋﻨﺪﻣﺎ ﺗﺴﻴﺮ ﺍﻷﻣﻮﺭ ﻋﻰﻠ ﻣﺎ ﻳﺮﺍﻡ‪ .‬ﻳﻘﻮﻝ ﺗﻴﻢ ﻟﻮﻧﺞ‪" :‬ﺍﻟﻜﻮﻣﻴﺪﻳﺎ ﺍﻟﺴﻴﺉﺔ ﺗﺆﺫﻱ ﺟﻮﺭﺝ ﺟﺴﺪﻳًﺎ‪ ".‬ﻳﺮﻳﺪ ﻣﺎﻳﺮ‬

‫ﺃﻥﺗﺠﻌﻞ ﻛﻞ ﻧﻜﺘﺔ ﺍﻟﻨﺎﺱ ﻳﻀﺤﻜﻮﻥ‪ ،‬ﻭﺃﻥ ﺗﺠﻌﻠﻬﻢ ﻳﻔﻜﺮﻭﻥ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ ﻳُﻠﺰﻡ ﺍﻵﺧﺮﻳﻦ ﺑﻨﻔﺲ ﺍﻟﻤﻌﺎﻳﻴﺮ ﺍﻟﻌﺎﻟﻴﺔ ﺍﻟﺘﻲﻳﻀﻌﻬﺎ ﻟﻨﻔﺴﻪ‪ ،‬ﺇﻻ‬

‫ﺃﻧﻪ ﺃﻛﺜﺮ ﺗﺴﺎﻣﺤًﺎ ﻣﻊ ﺃﺧﻄﺎﺉﻬﻢ‪ .‬ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﻣﻦ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﺗﻢ ﻃﺮﺩ ﻣﺎﻳﺮ ﻣﻦ ﻋﺮﺽ ﻳﺴﻤﻰﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺍﻷﺧﺒﺎﺭﺑﻌﺪ ﺳﺘﺔ ﺃﺳﺎﺑﻴﻊ‪.‬‬

‫ﻭﺑﻌﺪ ﻋﺸﺮﻳﻦ ﻋﺎﻣًﺎ‪ ،‬ﺍﻟﺘﻘﻰ ﺑﺮﺉﻴﺴﻪ ﺍﻟﺬﻱ ﻃﺮﺩﻩ‪ .‬ﻟﻘﺪ ﺍﻋﺘﺬﺭﺕ‪ ،‬ﻓﻤﻦ ﺍﻟﻮﺍﺿﺢﺃﻥ ﻃﺮﺩﻩ ﻛﺎﻥ ﺧﻄﺄً‪ ،‬ﻭﺍﺳﺘﻌﺪﺕ ﻟﻐﻀﺐ ﻣﺎﻳﺮ‪ .‬ﻭﺑﻴﻨﻤﺎ ﻛﺎﻥ‬

‫ﻳﺸﺎﺭﻛﻨﻲ ﺍﻟﻘﺼﺔ‪ ،‬ﺿﺤﻚ ﻣﺎﻳﺮ ﻗﺎﺉﻼً‪" :‬ﻟﻘﺪ ﻛﺎﻥ ﻣﻦ ﺍﻟﺮﺍﺉﻊﺭﺅﻳﺘﻬﺎ ﻣﺮﺓ ﺃﺧﺮﻯ‪ .‬ﻓﻘﻠﺖ‪ :‬ﻫﻴﺎ‪ ،‬ﺍﻧﻈﺮ ﺃﻳﻦ ﻧﺤﻦ؛ ﻟﻘﺪ ﻏﻔﺮ ﻛﻞ ﺷﻲء‪ .‬ﻫﻨﺎﻙ ﻋﺪﺩ‬

‫ﻗﻠﻴﻞ ﻣﻦ ﺍﻟﻨﺎﺱ ﻓﻲ ﻫﻮﻟﻴﻮﻭﺩ ﺍﻟﺬﻳﻦﻳﻨﺠﺤﻮﻥ ﻓﻲ ﺩﻓﻊ ﻭﺟﻮﻩ ﺃﻋﺪﺍﺉﻬﻢ ﺇﻰﻟ ﺍﻟﺘﺮﺍﺏ‪ .‬ﻫﺬﺍ ﻫﻮ ﺍﻟﺪﺍﻓﻊ ﺍﻷﺟﻮﻑ‪ .‬ﻭﺃﻧﺖ ﻻ ﺗﺮﻳﺪ ﺃﻥ ﻳﻜﻮﻥ ﻛﻞ ﻫﺆﻻء‬

‫ﺍﻷﺷﺨﺎﺹﻫﻨﺎﻙ ﻳﺤﺎﻭﻟﻮﻥ ﺗﻘﻮﻳﻀﻚ‪.‬‬

‫ﻓﻲﺍﻝﺳﻤﺒﺴﻨﺰﺇﻋﺎﺩﺓ ﻛﺘﺎﺑﺔ ﺍﻟﻐﺮﻓﺔ‪ ،‬ﻛﻮﻧﻪ ﺃﻛﺜﺮ ﺗﺴﺎﻣﺤًﺎ ﻣﻊ ﺍﻵﺧﺮﻳﻦ ﻣﻦ ﻧﻔﺴﻪ ﺳﺎﻋﺪ ﻣﺎﻳﺮ ﻓﻲ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﺃﻓﻀﻞ ﺍﻷﻓﻜﺎﺭﻣﻦ ﺍﻵﺧﺮﻳﻦ‪.‬‬

‫ﻭﻳﻘﻮﻝ‪" :‬ﻟﻘﺪ ﺣﺎﻭﻟﺖ ﺧﻠﻖ ﻣﻨﺎﺥ ﻓﻲ ﺍﻟﻐﺮﻓﺔ ﻳﺸﻌﺮ ﻓﻴﻪ ﺍﻟﺠﻤﻴﻊ ﺑﺄﻧﻬﻢ ﻗﺎﺩﺭﻭﻥ ﻋﻰﻠ ﺍﻟﻤﺴﺎﻫﻤﺔ‪ ،‬ﻭﺃﻧﻪ ﻻﺑﺄﺱ ﺃﻥ ﺗﻘﻊ ﻋﻰﻠ ﻭﺟﻬﻚ ﻣﺮﺍﺕ ﻋﺪﻳﺪﺓ‪".‬‬

‫ﻭﻳﻌﺮﻑ ﻫﺬﺍ ﺑﺎﺳﻢ ﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ‪ -‬ﺍﻻﻋﺘﻘﺎﺩ ﺑﺄﻧﻪ ﻳﻤﻜﻨﻚ ﺍﻟﻤﺨﺎﻃﺮﺓ ﺩﻭﻥ ﺃﻥﺗﺘﻌﺮﺽ ﻟﻠﻌﻘﺎﺏ ﺃﻭ ﺍﻟﻌﻘﺎﺏ‪ .‬ﻳُﻈ ﻬﺮ ﺍﻟﺒﺤﺚ ﺍﻟﺬﻱ ﺃﺟﺮﺗﻪ ﺇﻳﻤﻲ‬

‫ﺇﺩﻣﻮﻧﺪﺳﻮﻥ‪ ،‬ﺍﻷﺳﺘﺎﺫﺓ ﻓﻲ ﻛﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﺑﺠﺎﻣﻌﺔ‬

‫ﻫﺎﺭﻓﺎﺭﺩ‪،‬ﺃﻧﻪ ﻓﻲ ﻧﻮﻉ ﺍﻟﺒﻴﺉﺔ ﺍﻵﻣﻨﺔ ﻧﻔﺴﻴﺎ ًﺍﻟﺘﻲ ﺳﺎﻋﺪ ﻣﺎﻳﺮ ﻓﻲ ﺧﻠﻘﻬﺎ‪ ،‬ﻳﺘﻌﻠﻢ ﺍﻟﻨﺎﺱ ﻭﻳﺒﺘﻜﺮﻭﻥ ﺃﻛﺜﺮ*‪.‬ﻭﺍﻟﻤﺘﺒﺮﻋﻮﻥ ﻫﻢ ﻏﺎﻟﺒًﺎﻣﺎ ﻳﺨﻠﻘﻮﻥ ﻣﺜﻞ‬

‫ﻫﺬﻩ ﺍﻟﺒﻴﺉﺔ‪ :‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻛﺎﻥ ﺍﻟﻤﻬﻨﺪﺳﻮﻥ ﺍﻟﺬﻳﻦ ﺷﺎﺭﻛﻮﺍ ﺍﻷﻓﻜﺎﺭ ﺩﻭﻥ ﺗﻮﻗﻊ ﺃﻱ ﺷﻲء ﻓﻲﺍﻟﻤﻘﺎﺑﻞ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﻠﻌﺐ ﺩﻭﺭﺩﻭﺭ‬

‫ﺭﺉﻴﺴﻲ ﻓﻲ ﺍﻻﺑﺘﻜﺎﺭ‪ ،‬ﺣﻴﺚ ﺟﻌﻠﻮﺍ ﺗﺒﺎﺩﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺁﻣﻨًﺎ‪ .‬ﻳﺘﺬﻛﺮ ﺩﻭﻥ ﺑﺎﻳﻦ ﺫﻟﻚ ﻋﻨﺪﻣﺎﺍﻧﻀﻢ ﻫﻮ ﻭﺯﻣﻴﻠﻪ ﺍﻟﻜﺎﺗﺐ ﺟﻮﻥ ﻓﺮﻳﻨﻚﻋﺎﺉﻠﺔ‬
‫ﺳﻤﺒﺴﻮﻥ ﻟﻘﺪ ﺗﻌﺮﺿﻮﺍ ﻟﻠﺘﺮﻫﻴﺐ ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﺤﺎﺭﺑﻴﻦ ﺍﻟﻘﺪﺍﻣﻰ ﺍﻟﻤﻮﻫﻮﺑﻴﻦﻓﻲ ﺍﻟﻌﺮﺽ‪ ،‬ﻟﻜﻦ ﻣﺎﻳﺮ ﺟﻌﻞ ﺍﻷﻣﺮ ﺁﻣﻨًﺎ ﻟﺘﻘﺪﻳﻢ ﺃﻓﻜﺎﺭﻫﻢ‪ .‬ﻟﻘﺪ ﻛﺎﻥ‬

‫ﺟﻮﺭﺝ ﺩﺍﻋﻤﺎً ﻟﻨﺎ ﺑﺸﻜﻞ ﻻ ﻳﺼﺪﻕ‪ ،‬ﻭﺃﺧﺬﻧﺎ ﺗﺤﺖﺟﻨﺎﺣﻪ‪ .‬ﻟﻘﺪ ﺟﻌﻞ ﻣﻦ ﺍﻟﺴﻬﻞ ﺟﺪًﺍ ﺍﻻﻧﻀﻤﺎﻡ ﻭﺍﻟﻤﺸﺎﺭﻛﺔ‪ ،‬ﻭﺷﺠﻌﻨﺎ ﻋﻰﻠ ﺗﻘﺪﻳﻢ ﺍﻟﻌﺮﻭﺽ ﻭﻟﻢ‬

‫ﻳﺸﻮﻩ ﺳﻤﻌﺘﻨﺎ‪ .‬ﻟﻘﺪ‬

‫ﺍﺳﺘﻤﻊﺇﻟﻴﻨﺎ ﻭﻃﻠﺐ ﺭﺃﻳﻨﺎ‪«.‬‬

‫ﻋﻨﺪﻣﺮﺍﺟﻌﺔ ﺍﻟﻨﺼﻮﺹ‪ ،‬ﻳﻘﻮﻡ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻛﺘﺎﺏ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ ﺑﻘﺺ ﺍﻟﻤﻮﺍﺩ ﺑﻼ ﺭﺣﻤﺔ‪ ،‬ﻣﻤﺎ ﻳﺘﺮﻙ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ‬

‫ﻛﺘﺒﻮﺍﺗﻠﻚ ﺍﻟﻤﺎﺩﺓ ﻣﺠﺮﻭﺣﻴﻦ ﻧﻔﺴﻴًﺎ‪ .‬ﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ‪ ،‬ﻳﻘﻮﻝ ﻣﺎﻳﺮ ﺇﻧﻪ "ﺣﺎﻭﻝ ﺍﻟﺘﺨﺼﺺ ﻓﻲ ﺍﻟﺪﻋﻢ ﺍﻟﻌﺎﻃﻔﻲ ﻟﻶﺧﺮﻳﻦ‪ ".‬ﻋﻨﺪﻣﺎﻛﺎﻥ ﺍﻟﻜﺘﺎﺏ‬

‫ﻳﺸﻌﺮﻭﻥ ﺑﺎﻟﺬﻋﺮ ﺑﺸﺄﻥ ﺇﻋﺎﺩﺓ ﻛﺘﺎﺑﺔ ﻧﺼﻮﺻﻬﻢ‪ ،‬ﻛﺎﻥ ﻏﺎﻟﺒًﺎ ﻫﻮ ﻣﻦ ﻳﻮﺍﺳﻴﻬﻢ ﻭﻳﻬﺪﺉﻬﻢ‪» .‬ﻛﻨﺖ ﺃﺗﻌﺎﻣﻞ ﺩﺍﺉﻤًﺎﻣﻊ ﺍﻟﻨﺎﺱ ﺑﻄﺮﻳﻘﺔ ﻣﺘﻄﺮﻓﺔ؛‬

‫ﻳﻼﺣﻆ ﻣﺎﻳﺮ ﺃﻧﻲ ﻛﺜﻴﺮًﺍ ﻣﺎ ﺃﻗﻨﻊ ﺍﻟﻨﺎﺱ ﺑﺎﻟﺨﻮﻑ ﻣﻦ ﺍﻟﺬﻋﺮ‪" .‬ﻟﻘﺪ ﺃﺻﺒﺤﺖ ﺟﻴﺪًﺍ ﻓﻲ ﺗﻬﺪﺉﺘﻬﻢ‪،‬ﻭﺇﻇﻬﺎﺭ ﻃﺮﻳﻘﺔ ﻣﺨﺘﻠﻔﺔ ﻟﻬﻢ ﻟﻠﻨﻈﺮ ﺇﻰﻟ ﺍﻟﻤﻮﻗﻒ"‪.‬‬
‫ﻭﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ‪ ،‬ﺣﺘﻰ ﻟﻮ ﻛﺎﻥ ﻳﺪﻣﺮ ﻋﻤﻠﻬﻢ‪ ،‬ﻓﻘﺪ ﻋﺮﻓﻮﺍ ﺃﻧﻪﻳﻬﺘﻢ ﺑﻬﻢ ﻛﺄﺷﺨﺎﺹ‪ .‬ﺗﻌﻠﻖ ﻛﺎﺭﻭﻟﻴﻦ ﺃﻭﻣﻴﻨﻲ ﻗﺎﺉﻠﺔ‪" :‬ﺟﻮﺭﺝ ﻻ ﻳﺘﻘﻦ ﺍﻟﻜﻠﻤﺎﺕ؛‬

‫ﻓﻬﻮ ﻻ ﻳﺠﻴﺪ ﺍﻟﻜﻼﻡ‪ ".‬ﺳﻴﺨﺮﺝ ﻋﻰﻠ ﺍﻟﻔﻮﺭﻭﻳﺨﺒﺮﻙ ﺇﺫﺍ ﻛﺎﻥ ﻳﻌﺘﻘﺪ ﺃﻥ ﺍﻟﻨﻜﺘﺔ ﺍﻟﺘﻲ ﻗﺪﻣﺘﻬﺎ ﻏﺒﻴﺔ‪ ،‬ﻟﻜﻨﻚ ﻟﻦ ﺗﺸﻌﺮ ﺃﺑﺪًﺍ ﺃﻧﻪ ﻳﻘﻮﻝ ﺃﻧﻚ ﻏﺒﻲ‪ .‬ﺃﺧﺒﺮﻧﻲ‬

‫ﺗﻴﻢ ﻟﻮﻧﺞ ﺃﻧﻪﻋﻨﺪﻣﺎ ﺗﻌﻄﻲ ﻣﺎﻳﺮ ﻧﺼًﺎ ﻟﻴﻘﺮﺃﻩ‪" ،‬ﻳﺒﺪﻭ ﺍﻷﻣﺮ ﻛﻤﺎ ﻟﻮ ﺃﻧﻚ ﺳﻠﻤﺘﻪ ﻃﻔًﻼ ﻟﻠﺘﻮ‪ ،‬ﻭﺗﻘﻊ ﻋﻰﻠ ﻋﺎﺗﻘﻪ ﻣﺴﺆﻭﻟﻴﺔ ﺇﺧﺒﺎﺭﻙ ﺇﺫﺍ ﻛﺎﻥ‬

‫ﻃﻔﻠﻚﻣﺮﻳﻀًﺎ‪ .‬ﺇﻧﻪ ﻳﻬﺘﻢ ﺣﻘًﺎ ﺑﺎﻟﻜﺘﺎﺑﺔ ﺍﻟﺮﺍﺉﻌﺔ‪ ،‬ﻭﺑﺎﻟﻜﺘﺎﺑﺔ ﻋﻨﻚ‪.‬‬

‫ﻓﺠﻮﺓﺍﻟﻤﻨﻈﻮﺭ ﺇﺫﺍﻛﺎﻥ ﺍﻟﺘﻐﻠﺐ ﻋﻰﻠ ﺍﻻﻧﺤﻴﺎﺯ ﻟﻠﻤﺴﺆﻭﻟﻴﺔ ﻳﻤﻨﺤﻨﺎ ﻓﻬﻤًﺎ ﺃﻭﺿﺢ ﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﻤﺎ ﺍﻟﺬﻱ ﻳﺴﻤﺢ ﻟﻨﺎ ﺑﺘﻘﺪﻳﻢ ﺍﻟﺪﻋﻢ‬

‫ﻟﻠﺰﻣﻼءﻓﻲ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻌﺎﻭﻥ‪ ،‬ﺣﻴﺚ ﻳﻤﻜﻦ ﺃﻥ ﺗﺘﺼﺎﻋﺪ ﺍﻟﻤﺸﺎﻋﺮ ﻭﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﺄﺧﺬ ﺍﻟﻨﺎﺱ ﺍﻟﻨﻘﺪ ﻋﻰﻠ ﻣﺤﻤﻞ ﺷﺨﺼﻲ؟ ﺇﻥ‬

‫ﻣﺸﺎﺭﻛﺔﺍﻟﻔﻀﻞ ﻟﻴﺴﺖ ﺳﻮﻯ ﺟﺰء ﻭﺍﺣﺪ ﻣﻦ ﺍﻟﻌﻤﻞ ﺍﻟﺠﻤﺎﻋﻲ ﺍﻟﻨﺎﺟﺢ‪ .‬ﺇﻥ ﻗﺪﺭﺍﺕ ﻣﺎﻳﺮ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﻋﻰﻠ ﻣﻮﺍﺳﺎﺓ‬

‫ﺯﻣﻼﺉﻪﺍﻟﻜﺘﺎﺏ ﻋﻨﺪﻣﺎ ﻳﺘﻢ ﻗﻄﻊ ﺃﻋﻤﺎﻟﻬﻢ‪ ،‬ﻭﺧﻠﻖ ﺑﻴﺉﺔ ﺁﻣﻨﺔ ﻧﻔﺴﻴﺎ‪ ،‬ﻫﻲ ﺍﻟﺴﻤﺔ ﺍﻟﻤﻤﻴﺰﺓ ﻟﺨﻄﻮﺓ ﻣﻬﻤﺔ ﺃﺧﺮﻯ ﻳﺘﺨﺬﻫﺎ‬

‫ﺍﻟﻤﺎﻧﺤﻮﻥﺑﺎﻟﺘﻌﺎﻭﻥ‪ :‬ﺭﺅﻳﺔ ﻣﺎ ﻭﺭﺍء ﺍﻟﻌﺎﻟﻢ‪.‬ﻓﺠﻮﺓ ﺍﻟﻤﻨﻈﻮﺭ‪.‬‬

‫ﻓﻲﺗﺠﺮﺑﺔ ﺃﺟﺮﺍﻫﺎ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﻟﻮﺭﺍﻥ ﻧﻮﺭﺩﻏﺮﻳﻦ ﻣﻦ ﺟﺎﻣﻌﺔ ﻧﻮﺭﺙ ﻭﺳﺘﺮﻥ‪ ،‬ﺗﻮﻗﻊ ﺍﻟﻨﺎﺱ ﻣﺪﻯ ﺍﻷﻟﻢ ﺍﻟﺬﻱ ﺳﻴﻜﻮﻥ‬

‫ﻋﻠﻴﻪﺍﻟﺠﻠﻮﺱ ﻓﻲ ﻏﺮﻓﺔ ﻣﺘﺠﻤﺪﺓ ﻟﻤﺪﺓ ﺧﻤﺲ ﺳﺎﻋﺎﺕ‪ .‬ﻟﻘﺪ ﻗﺪﻣﻮﺍ ﺗﻮﻗﻌﺎﺗﻬﻢ ﻓﻲ ﻇﻞ ﺷﺮﻃﻴﻦ ﻣﺨﺘﻠﻔﻴﻦ‪ :‬ﺩﺍﻓﺊ ﻭﺑﺎﺭﺩ‪ .‬ﻋﻨﺪﻣﺎﻗﺪﺭﺕ‬

‫ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺪﺍﻓﺉﺔ ﻣﻘﺪﺍﺭ ﺍﻷﻟﻢ ﺍﻟﺬﻱ ﺳﻴﺸﻌﺮﻭﻥ ﺑﻪ ﻓﻲ ﻏﺮﻓﺔ ﺍﻟﺘﺠﻤﻴﺪ‪ ،‬ﻭﺿﻌﻮﺍ ﺫﺭﺍﻋﻬﻢ ﻓﻲ ﺩﻟﻮ ﻣﻦ ﺍﻟﻤﺎءﺍﻟﺪﺍﻓﺊ‪ .‬ﻛﻤﺎ ﺃﺻﺪﺭﺕ ﺍﻟﻤﺠﻤﻮﻋﺔ‬

‫ﺍﻟﺒﺎﺭﺩﺓ ﺃﺣﻜﺎﻣﻬﺎ ﺑﺬﺭﺍﻋﻬﺎ ﻓﻲ ﺩﻟﻮ‪ ،‬ﻟﻜﻨﻪ ﻛﺎﻥ ﻣﻤﻠﻮءًﺍ ﺑﺎﻟﻤﺎء ﺍﻟﻤﺜﻠﺞ‪ .‬ﺃﻱ ﻣﺠﻤﻮﻋﺔ‬

‫ﺗﺘﻮﻗﻊﺃﻥ ﺗﺸﻌﺮ ﺑﺄﻛﺒﺮ ﻗﺪﺭ ﻣﻦ ﺍﻷﻟﻢ ﻓﻲ ﻏﺮﻓﺔ ﺍﻟﺘﺠﻤﻴﺪ؟‬

‫ﻛﻤﺎﺧﻤﻨﺖ ﻋﻰﻠ ﺍﻷﺭﺟﺢ‪ ،‬ﻛﺎﻧﺖ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺒﺎﺭﺩﺓ‪ .‬ﺗﻮﻗﻊ ﺍﻟﻨﺎﺱ ﺃﻥ ﻏﺮﻓﺔ ﺍﻟﺘﺠﻤﻴﺪ ﺳﺘﻜﻮﻥ ﺃﻛﺜﺮ ﺇﻳﻼﻣًﺎ ﺑﻨﺴﺒﺔ ‪ 14 %‬ﻋﻨﺪﻣﺎﻳﻀﻌﻮﻥ ﺃﺫﺭﻋﻬﻢ ﻓﻲ‬

‫ﺩﻟﻮ ﻣﻦ ﺍﻟﻤﺎء ﺍﻟﻤﺜﻠﺞ ﻣﻘﺎﺭﻧﺔ ﺑﺪﻟﻮ ﻣﻦ ﺍﻟﻤﺎء ﺍﻟﺪﺍﻓﺊ‪ .‬ﺑﻌﺪ ﺃﻥ ﺷﻌﺮﻭﺍ ﺑﺎﻟﺒﺮﺩ ﺣﺮﻓﻴًﺎ ﻟﻤﺪﺓ‬

‫ﺩﻗﻴﻘﺔ‪،‬ﻋﺮﻓﻮﺍ ﺃﻥ ﻋﺪﺓ ﺳﺎﻋﺎﺕ ﺳﺘﻜﻮﻥ ﻓﻈﻴﻌﺔ‪ .‬ﻭﻟﻜﻦ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﻣﺠﻤﻮﻋﺔ ﺛﺎﻟﺜﺔ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻋﺎﻧﻮﺍ ﻣﻦ ﺍﻟﺒﺮﺩ ﻓﻲﻇﻞ ﻇﺮﻭﻑ‬

‫ﻣﺨﺘﻠﻔﺔ‪ .‬ﻟﻘﺪ ﻭﺿﻌﻮﺍ ﺫﺭﺍﻋًﺎ ﻓﻲ ﺩﻟﻮ ﻣﻦ ﺍﻟﻤﺎء ﺍﻟﻤﺜﻠﺞ‪ ،‬ﺛﻢ ﺃﺧﺮﺟﻮﺍ ﺍﻟﺬﺭﺍﻉ ﻭﻣﻞءﻭﺍ ﺍﺳﺘﺒﻴﺎﻧًﺎ ﻣﻨﻔﺼﻼً‪ .‬ﻭﺑﻌﺪ‬

‫ﻣﺮﻭﺭﻋﺸﺮ ﺩﻗﺎﺉﻖ‪ ،‬ﻗﺪﺭﻭﺍ ﻣﺪﻯ ﺍﻷﻟﻢ ﺍﻟﺬﻱ ﺳﺘﻜﻮﻥ ﻋﻠﻴﻪ ﻏﺮﻓﺔ ﺍﻟﺘﺠﻤﻴﺪ‪.‬‬

‫ﻛﺎﻥﻣﻦ ﺍﻟﻤﻔﺘﺮﺽ ﺃﻥ ﺗﻜﻮﻥ ﺗﻨﺒﺆﺍﺗﻬﻢ ﻣﺸﺎﺑﻬﺔ ﻟﺘﻨﺒﺆﺍﺕ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺒﺎﺭﺩﺓ‪ ،‬ﺣﻴﺚ ﺷﻌﺮﻭﺍ ﺑﺪﺭﺟﺔ ﺣﺮﺍﺭﺓ ﺍﻟﺘﺠﻤﺪ ﻗﺒﻞ ﻋﺸﺮﺩﻗﺎﺉﻖ ﻓﻘﻂ‪ ،‬ﻟﻜﻨﻬﻢ‬

‫ﻟﻢ ﻳﻔﻌﻠﻮﺍ ﺫﻟﻚ‪ .‬ﻟﻘﺪ ﻛﺎﻧﻮﺍ ﻣﺘﻄﺎﺑﻘﻴﻦ ﻣﻊ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺪﺍﻓﺉﺔ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﻢ ﺷﻌﺮﻭﺍ‬

‫ﺑﺎﻟﺒﺮﺩﻗﺒﻞ ﻋﺸﺮ ﺩﻗﺎﺉﻖ‪ ،‬ﺑﻤﺠﺮﺩ ﺃﻥ ﻟﻢ ﻳﻌﻮﺩﻭﺍ ﻳﺸﻌﺮﻭﻥ ﺑﺎﻟﺒﺮﺩ‪ ،‬ﻟﻢ ﻳﻌﺪ ﺑﺈﻣﻜﺎﻧﻬﻢ ﺗﺨﻴﻞ ﺫﻟﻚ‪ .‬ﻫﺬﺍ ﺍﻝﻓﺠﻮﺓ ﺍﻟﻤﻨﻈﻮﺭ‪:‬‬

‫ﻋﻨﺪﻣﺎﻻ ﻧﻤﺮ ﺑﺤﺎﻟﺔ ﻧﻔﺴﻴﺔ ﺃﻭ ﺟﺴﺪﻳﺔ ﺷﺪﻳﺪﺓ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﻘﻠﻞ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻣﻦ ﻣﺪﻯ ﺗﺄﺛﻴﺮﻫﺎ ﻋﻠﻴﻨﺎ‪ .‬ﻋﻰﻠ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﺗﺸﻴﺮﺍﻷﺩﻟﺔ ﺇﻰﻟ ﺃﻥ ﺍﻷﻃﺒﺎء‬

‫ﻳﻌﺘﻘﺪﻭﻥ ﺩﺍﺉﻤًﺎ ﺃﻥ ﻣﺮﺿﺎﻫﻢ ﻳﺸﻌﺮﻭﻥ ﺑﺄﻟﻢ ﺃﻗﻞ ﻣﻤﺎ ﻳﺸﻌﺮﻭﻥ ﺑﻪ ﺑﺎﻟﻔﻌﻞ‪ .‬ﺑﺪﻭﻥ ﺃﻥ ﻳﻜﻮﻧﻮﺍ‬

‫ﻫﻢﺃﻧﻔﺴﻬﻢ ﻓﻲ ﺣﺎﻟﺔ ﻣﻦ ﺍﻷﻟﻢ‪ ،‬ﻻ ﻳﺴﺘﻄﻴﻊ ﺍﻷﻃﺒﺎء ﺃﻥ ﻳﺪﺭﻛﻮﺍ ﺗﻤﺎﻣًﺎ ﻣﺎ ﻳﻌﻨﻴﻪ ﺃﻥ ﺗﻜﻮﻥ ﻓﻲ ﺗﻠﻚ ﺍﻟﺤﺎﻟﺔ‪.‬‬

‫ﻓﻲﻣﺴﺘﺸﻔﻰ ﺳﺎﻥ ﻓﺮﺍﻧﺴﻴﺴﻜﻮ ‪ ،‬ﻛﺎﻥ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﺍﻟﻤﺤﺘﺮﻡ ﻳﺸﻌﺮ ﺑﺎﻟﻘﻠﻖ ﺇﺯﺍء ﺍﻟﻤﺮﻳﺾ‪" .‬ﺇﻧﻪ ﻟﻴﺲ ﻭﺍﺿﺤًﺎ ﻋﻘﻠﻴًﺎ ﻛﻤﺎﻛﺎﻥ ﺑﺎﻷﻣﺲ"‪ .‬ﻛﺎﻥ‬

‫ﺍﻟﻤﺮﻳﺾ ﻛﺒﻴﺮًﺍ ﻓﻲ ﺍﻟﺴﻦ‪ ،‬ﻭﻛﺎﻥ ﻣﺼﺎﺑًﺎ ﺑﺴﺮﻃﺎﻥ ﻣﻨﺘﺸﺮ ﻓﻲ ﻣﺮﺣﻠﺔ ﻣﺘﻘﺪﻣﺔ‪ .‬ﻗﺮﺭ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﺃﻥﻳﻄﻠﺐ ﺇﺟﺮﺍء ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ ﻟﻤﻌﺮﻓﺔ ﻣﺎ ﻫﻮ‬

‫ﺍﻟﺨﻄﺄ‪ ،‬ﻋﻰﻠ ﺃﻣﻞ ﺇﻃﺎﻟﺔ ﻋﻤﺮ ﺍﻟﻤﺮﻳﺾ‪" .‬ﺭﺑﻤﺎ ﻳﻌﺎﻧﻲ ﻣﻦ ﻋﺪﻭﻯ – ﺍﻟﺘﻬﺎﺏ‬

‫ﺍﻟﺴﺤﺎﻳﺎ‪،‬ﺃﻭ ﺧﺮﺍﺝ ﻓﻲ ﺍﻟﺪﻣﺎﻍ – ﺷﻲء ﻳﻤﻜﻦ ﻋﻼﺟﻪ"‪.‬‬

‫ﻛﺎﻥﻟﺪﻯ ﻃﺒﻴﺐ ﺍﻷﻋﺼﺎﺏ ﺭﻭﺑﺮﺕ ﺑﻴﺮﺗﻮﻥ ﺷﻜﻮﻛﻪ‪ .‬ﻛﺎﻥ ﺗﺸﺨﻴﺺ ﺍﻟﻤﺮﻳﺾ ﻗﺎﺗﻤًﺎ‪ ،‬ﻭﻛﺎﻥ ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ ﻣﺆﻟﻤًﺎ‬

‫ﻟﻠﻐﺎﻳﺔ‪.‬ﻟﻜﻦ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﻟﻢ ﻳﻜﻦ ﻣﺴﺘﻌﺪًﺍ ﻟﻼﺳﺘﺴﻼﻡ‪ .‬ﻋﻨﺪﻣﺎ ﺩﺧﻞ ﺑﻴﺮﺗﻮﻥ ﺍﻟﻐﺮﻓﺔ ﻭﻣﻌﻪ ﺻﻴﻨﻴﺔ ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ‪ ،‬ﺍﺣﺘﺠﺖﻋﺎﺉﻠﺔ ﺍﻟﻤﺮﻳﺾ‪.‬‬

‫"ﻣﻦ ﻓﻀﻠﻚ‪ ،‬ﻻ ﻣﺰﻳﺪ ﻣﻦ ﺫﻟﻚ‪ "،‬ﻗﺎﻟﻮﺍ ﻣﻌﺎ‪ .‬ﺃﻭﻣﺄ ﺍﻟﻤﺮﻳﺾ ‪ -‬ﺍﻟﺬﻱ ﻛﺎﻥ ﺃﺿﻌﻒ ﻣﻦ ﺃﻥ ﻳﺘﻜﻠﻢ ﺑﺴﺒﺐﻣﺮﺽ ﻋﻀﺎﻝ ‪ -‬ﺑﺮﺃﺳﻪ‪ ،‬ﺭﺍﻓﻀًﺎ ﺍﻟﺼﻨﺒﻮﺭ‬
‫ﺍﻟﺸﻮﻛﻲ‪ .‬ﺍﺗﺼﻞ ﺑﻴﺮﺗﻮﻥ ﺑﻄﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﻭﺷﺮﺡ ﻟﻪ ﺭﻏﺒﺔ ﺍﻷﺳﺮﺓ ﻓﻲ ﺗﺠﻨﺐﺇﺟﺮﺍء ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ‪ ،‬ﻟﻜﻦ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﻟﻢ ﻳﻜﻦ ﻣﺴﺘﻌﺪًﺍ‬

‫ﻟﻼﺳﺘﺴﻼﻡ‪ .‬ﺃﺧﻴﺮًﺍ‪ ،‬ﺃﻣﺴﻜﺖ ﺯﻭﺟﺔ ﺍﻟﻤﺮﻳﺾ ﺑﺬﺭﺍﻉ ﺑﻴﺮﺗﻮﻥ‪،‬ﻣﺘﻮﺳﻠﺔً ﺇﻳﺎﻩ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺭﻓﺾ ﺧﻄﺔ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﻹﺟﺮﺍء ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ‪.‬‬
‫ﻭﺗﻮﺳﻠﺖ ﺍﻟﺰﻭﺟﺔ ﻗﺎﺉﻠﺔ‪" :‬ﻫﺬﺍ ﻟﻴﺲﻣﺎ ﻧﺮﻳﺪﻩ‪ ".‬ﻛﺎﻥ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﻻ ﻳﺰﺍﻝ ﻣﺼﻤﻤﺎً ﻋﻰﻠ ﺇﻧﻘﺎﺫ ﺍﻟﻤﺮﻳﺾ‪ .‬ﻭﺃﻭﺿﺢ ﺳﺒﺐ ﺃﻫﻤﻴﺔ ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ‪،‬‬

‫ﻭﻓﻲ‬

‫ﺍﻟﻨﻬﺎﻳﺔﺍﺳﺘﺴﻠﻤﺖ ﺍﻷﺳﺮﺓ ﻭﺍﻟﻤﺮﻳﺾ‪.‬‬

‫ﺃﺟﺮﻯﺑﻴﺮﺗﻮﻥ ﺍﻟﺒﺰﻝ ﺍﻟﺸﻮﻛﻲ‪ ،‬ﻭﻫﻮ ﺃﻣﺮ ﻛﺎﻥ ﺻﻌﺐ ﺍﻟﺘﻨﻔﻴﺬ ﻭﻣﺆﻟﻤًﺎ ﺟﺪًﺍ ﻟﻠﻤﺮﻳﺾ‪ .‬ﻭﺃﺻﻴﺐ ﺍﻟﻤﺮﻳﺾ ﺑﺼﺪﺍﻉ ﺷﺪﻳﺪ‬

‫ﻭﺩﺧﻞﻓﻲ ﻏﻴﺒﻮﺑﺔ ﻭﺗﻮﻓﻲ ﺑﻌﺪ ﺛﻼﺛﺔ ﺃﻳﺎﻡ ﺑﺴﺒﺐ ﺫﻟﻚ‬

‫ﺍﻟﺴﺮﻃﺎﻥ‪.‬ﻭﺭﻏﻢ ﺃﻥ ﻃﺒﻴﺐ ﺍﻷﻭﺭﺍﻡ ﻛﺎﻥ ﺧﺒﻴﺮﺍ ًﺑﺎﺭﺯﺍ ًﻓﻲ ﻣﺠﺎﻟﻪ‪ ،‬ﺇﻻ ﺃﻥ ﺑﻴﺮﺗﻮﻥ ﻳﺘﺬﻛﺮﻩ "ﻓﻲ ﺍﻷﺳﺎﺱ ﺑﺴﺒﺐ ﻣﺎ ﻋﻠﻤﻨﻲ ﺇﻳﺎﻩﻋﻦ ﺍﻟﻘﺒﻮﻝ ﻏﻴﺮ‬

‫ﺍﻟﻨﻘﺪﻱ ﻟﻼﻋﺘﻘﺎﺩ ﺑﺄﻧﻚ " ﺗﻘﻮﻡ ﺑﻌﻤﻞ ﺟﻴﺪ‪ ".‬ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻮﺣﻴﺪﺓ ﺍﻟﺘﻲ ﻳﻤﻜﻨﻚ ﻣﻦ ﺧﻼﻟﻬﺎ ﻣﻌﺮﻓﺔ ﺫﻟﻚ‬

‫ﺣﻘًﺎﻫﻲ ﺃﻥ ﺗﺴﺄﻝ ﺍﻟﻤﺮﻳﺾ ﻭﺗﺠﺮﻱ ﺣﻮﺍﺭًﺍ ﻣﻌﻪ‪ .‬ﻓﻲﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻌﺎﻭﻥ‪ ،‬ﻧﺎﺩﺭًﺍ ﻣﺎ ﻳﻌﺒﺮ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﻓﺠﻮﺓ ﺍﻟﻤﻨﻈﻮﺭ ﻫﺬﻩ‪ .‬ﺇﻧﻬﻢ ﻳﺮﻛﺰﻭﻥ ﺑﺸﺪﺓ ﻋﻰﻠ‬

‫ﻭﺟﻬﺎﺕ ﻧﻈﺮﻫﻢ‬

‫ﺍﻟﺨﺎﺻﺔﻟﺪﺭﺟﺔ ﺃﻧﻬﻢ ﻻ ﻳﻨﺘﻬﻲ ﺑﻬﻢ ﺍﻷﻣﺮ ﺃﺑﺪًﺍ ﺇﻰﻟ ﺭﺅﻳﺔ ﻛﻴﻔﻴﺔ ﺗﻔﺎﻋﻞ ﺍﻵﺧﺮﻳﻦ ﻣﻊ ﺃﻓﻜﺎﺭﻫﻢ ﻭﺗﻌﻠﻴﻘﺎﺗﻬﻢ‪ .‬ﻭﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ‪،‬‬

‫ﺍﻛﺘﺸﻔﺖﺃﻧﺎ ﻭﺍﻟﺒﺎﺣﺚ ﺟﻴﻢ ﺑﻴﺮﻱ ﺃﻧﻪ ﻓﻲ ﺍﻟﻌﻤﻞ ﺍﻹﺑﺪﺍﻋﻲ‪ ،‬ﻳﺘﻢ ﺗﺤﻔﻴﺰ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻹﻓﺎﺩﺓ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻟﺬﻟﻚ ﻳﺠﺪﻭﻥ ﻃﺮﻗًﺎ ﻟﻔﻌﻞﺫﻟﻚ‪.‬ﻳﻀﻌﻮﻥ‬

‫ﺃﻧﻔﺴﻬﻢ ﻓﻲ ﻣﻜﺎﻥ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﻳﻘﻮﻡ ﺑﺘﺤﺮﻳﺮ ﻋﻤﻞﺳﻤﺒﺴﻨﺰﺭﺳﺎﻣﻲ ﺍﻟﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔﻭﺍﻟﻜﺘﺎﺏ‪ ،‬ﻛﺎﻥ ﻳﻮﺍﺟﻪ ﻓﺠﻮﺓ ﻓﻲ‬

‫ﺍﻟﻤﻨﻈﻮﺭ‪ .‬ﻛﺎﻥ ﻳﻘﻄﻊ ﺍﻟﻤﺸﺎﻫﺪ ﻭﺍﻟﻨﻜﺎﺕ ﺍﻟﻤﻔﻀﻠﺔ ﻟﺪﻳﻬﻢ‪ ،‬ﻭﻟﻴﺲ ﻣﺸﺎﻫﺪﻩ ﻭﻧﻜﺎﺗﻪ‪.‬ﻭﺑﻌﺪ ﺃﻥ ﺃﺩﺭﻙ ﺃﻧﻪ ﻻ ﻳﺴﺘﻄﻴﻊ ﺃﻥ ﻳﺸﻌﺮ ﺣﺮﻓﻴًﺎ ﺑﻤﺎ ﻛﺎﻧﻮﺍ‬

‫ﻳﺸﻌﺮﻭﻥ ﺑﻪ‪ ،‬ﻭﺟﺪ ﺑﺪﻳﻼً ﻗﺮﻳﺒًﺎ‪ :‬ﻓﻘﺪ ﻓﻜﺮ ﻓﻲ ﻣﺎ ﻛﺎﻥ‬

‫ﻳﺸﻌﺮﺑﻪ ﻋﻨﺪ ﺗﻠﻘﻲ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ ﻭﻣﺮﺍﺟﻌﺔ ﻋﻤﻠﻪ ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻓﻲ ﻣﻨﺎﺻﺒﻬﻢ‪.‬‬

‫ﻋﻨﺪﻣﺎﺍﻧﻀﻢﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻓﻲ ﻋﺎﻡ ‪ ،1989‬ﻛﺘﺐ ﻣﺎﻳﺮ ﺣﻠﻘﺔ ﻋﻴﺪ ﺍﻟﺸﻜﺮ ﺍﻟﺘﻲ ﺗﻀﻤﻨﺖ ﺗﺴﻠﺴﻞ ﺍﻷﺣﻼﻡ‪ .‬ﻛﺎﻥ‬

‫ﻳﻌﺘﻘﺪﺃﻥ ﺍﻟﺘﺴﻠﺴﻞ ﻛﺎﻥ ﻣﻀﺤﻜًﺎ‪ ،‬ﻟﻜﻦ ﺳﺎﻡ ﺳﻴﻤﻮﻥ‪ ،‬ﻣﺪﻳﺮ ﺍﻟﻌﺮﺽ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ ،‬ﻟﻢ ﻳﻮﺍﻓﻖ ﻋﻰﻠ ﺫﻟﻚ‪ .‬ﻋﻨﺪﻣﺎ ﻗﺎﻡ ﺳﻴﻤﻮﻥﺑﺤﺬﻑ ﺍﻟﺤﻠﻢ‬

‫ﻣﻦ ﺍﻟﻨﺺ‪ ،‬ﻛﺎﻥ ﻣﺎﻳﺮ ﻏﺎﺿﺒًﺎ‪" .‬ﻟﻘﺪ ﺍﻧﻘﻠﺒﺖ‪ .‬ﻟﻘﺪ ﻛﻨﺖ ﻏﺎﺿﺒًﺎ ﺟﺪًﺍ ﻟﺪﺭﺟﺔ ﺃﻥ ﺳﺎﻡ ﺍﺿﻄﺮ ﺇﻰﻟ‬

‫ﺇﺭﺳﺎﻟﻲﻟﻠﻘﻴﺎﻡ ﺑﻤﻬﻤﺔ ﺃﺧﺮﻯ‪ ،‬ﻓﻘﻂ ﻹﺧﺮﺍﺟﻲ ﻣﻦ ﺍﻟﻐﺮﻓﺔ‪ .‬ﻋﻨﺪ ﺍﻧﺘﻘﺎﺩ ﻭﺗﻐﻴﻴﺮ ﻋﻤﻞ ﺭﺳﺎﻣﻲ ﺍﻟﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔ ﻭﺍﻟﻜﺘﺎﺏ‪ ،‬ﻛﺎﻥﻣﺎﻳﺮ ﻳﻨﻈﺮ ﺇﻰﻟ ﻫﺬﻩ‬

‫ﺍﻟﺘﺠﺮﺑﺔ‪ .‬ﻗﺎﻝ ﻟﻲ‪ " :‬ﻳﻤﻜﻨﻨﻲ ﺃﻥ ﺃﺷﻌﺮ ﺑﻬﺬﺍ ﺍﻟﺸﻌﻮﺭ ﺑﺎﻻﻧﺘﺰﺍﻉ ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﺍﻵﺧﺮﻭﻥ ﻳﻌﻴﺪﻭﻥ ﻛﺘﺎﺑﺔ ﺃﻋﻤﺎﻟﻬﻢ‪ ".‬ﻭﻫﺬﺍ ﺟﻌﻠﻪ ﺃﻛﺜﺮ ﺗﻌﺎﻃﻔًﺎ ﻭﻣﺮﺍﻋﺎﺓ‬

‫ﻟﻶﺧﺮﻳﻦ‪ ،‬ﻣﻤﺎ ﺳﺎﻋﺪ ﺍﻵﺧﺮﻳﻦ ﻋﻰﻠ ﺍﻟﺘﻬﺪﺉﺔ ﻣﻦ ﺍﻟﺤﺎﻻﺕ ﺍﻟﺸﺪﻳﺪﺓ ﻭﻗﺒﻮﻝ‬

‫ﺗﻨﻘﻴﺤﺎﺗﻪ‪.‬‬

‫ﻣﺜﻞﻣﺎﻳﺮ‪ ،‬ﻳﻘﻮﻡ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻟﻨﺎﺟﺤﻮﻥ ﺑﺘﺤﻮﻳﻞ ﺃﻃﺮﻫﻢ ﺍﻟﻤﺮﺟﻌﻴﺔ ﺇﻰﻟ ﻣﻨﻈﻮﺭ ﺍﻟﻤﺘﻠﻘﻲ‪ .‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﻤﻌﻈﻢ ﺍﻟﻨﺎﺱ‪،‬‬

‫ﻫﺬﻩﻟﻴﺴﺖ ﻧﻘﻄﺔ ﺍﻟﺒﺪﺍﻳﺔ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ .‬ﻓﻜﺮ ﻓﻲ ﺍﻟﻤﻌﻀﻠﺔ ﺍﻟﺸﺎﺉﻌﺔ ﺍﻟﻤﺘﻤﺜﻠﺔ ﻓﻲ ﺗﻘﺪﻳﻢ ﻫﺪﻳﺔ ﻟﺤﻀﻮﺭ ﺣﻔﻞ ﺯﻓﺎﻑ ﺃﻭ‬

‫ﻭﺻﻮﻝﻃﻔﻞ ﺟﺪﻳﺪ‪ .‬ﻋﻨﺪﻣﺎ ﻳﻘﻮﻡ ﺍﻟﻤﺴﺘﻠﻢ ﺑﺈﻧﺸﺎء ﺳﺠﻞ‪ ،‬ﻫﻞ ﺗﺨﺘﺎﺭ ﺷﻴﺉًﺎ ﻣﻦ ﺍﻟﺴﺠﻞ ﺃﻡ ﺗﺮﺳﻞ ﻫﺪﻳﺔ ﻓﺮﻳﺪﺓ؟‬

‫ﺫﺍﺕﻣﺴﺎء‪ ،‬ﻛﺎﻧﺖ ﺯﻭﺟﺘﻲ ﺗﺒﺤﺚ ﻋﻦ ﻫﺪﻳﺔ ﺯﻓﺎﻑ ﻟﺒﻌﺾ ﺍﻷﺻﺪﻗﺎء‪ .‬ﻗﺮﺭﺕ ﺃﻧﻪ ﻣﻦ ﺍﻷﻛﺜﺮ ﺗﻔﻜﻴﺮًﺍ ﻭﻣﺮﺍﻋﺎﺓ ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠﺷﻲء ﻏﻴﺮ ﻣﻮﺟﻮﺩ ﻓﻲ‬

‫ﺳﺠﻠﻬﻢ‪ ،‬ﻭﺍﺧﺘﺎﺭﺕ ﺇﺭﺳﺎﻝ ﺍﻟﺸﻤﻌﺪﺍﻧﺎﺕ‪ ،‬ﻋﻰﻠ ﺍﻓﺘﺮﺍﺽ ﺃﻥ ﺃﺻﺪﻗﺎﺉﻨﺎ ﺳﻴﻘﺪﺭﻭﻥ ﺍﻟﻬﺪﻳﺔ‬

‫ﺍﻟﻔﺮﻳﺪﺓ‪.‬ﺷﺨﺼﻴﺎ‪ ،‬ﻛﻨﺖ ﻓﻲ ﺣﻴﺮﺓ ﻣﻦ ﺃﻣﺮﻱ‪ .‬ﻗﺒﻞ ﻋﺪﺓ ﺳﻨﻮﺍﺕ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﻠﻘﻴﻨﺎ ﻫﺪﺍﻳﺎ ﺯﻓﺎﻑ‪ ،‬ﻛﺎﻧﺖ ﺯﻭﺟﺘﻲ ﺗﺸﻌﺮ ﺑﺨﻴﺒﺔ ﺃﻣﻞﻓﻲ ﻛﺜﻴﺮ ﻣﻦ‬

‫ﺍﻷﺣﻴﺎﻥ ﻋﻨﺪﻣﺎ ﺃﺭﺳﻞ ﺍﻟﻨﺎﺱ ﻫﺪﺍﻳﺎ ﻓﺮﻳﺪﺓ‪ ،‬ﺑﺪﻻً ﻣﻦ ﺍﺧﺘﻴﺎﺭ ﻋﻨﺎﺻﺮ ﻣﻦ ﺍﻟﺴﺠﻞ ﺍﻟﺨﺎﺹ ﺑﻨﺎ‪ .‬ﻟﻘﺪ ﻋﻠﻤﺖﺃﻧﻬﺎ ﺗﺮﻳﺪ ﻋﻨﺎﺻﺮ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﻛﺎﻥ ﻣﻦ‬

‫ﺍﻟﻨﺎﺩﺭ ﺟﺪًﺍ ﺃﻥ ﻳﺮﺳﻞ ﺃﻱ ﺷﺨﺺ ﻫﺪﻳﺔ ﺗﻔﻀﻠﻬﺎ ﻋﻰﻠ ﺗﻠﻚ ﺍﻟﺘﻲ ﺍﺧﺘﺎﺭﺗﻬﺎ ﺑﺎﻟﻔﻌﻞ‪.‬ﻣﻊ ﺍﻟﻌﻠﻢ ﺃﻧﻬﺎ ﻓﻀﻠﺖ ﻫﺪﻳﺔ ﺍﻟﺘﺴﺠﻴﻞ ﻋﻨﺪﻣﺎ ﻛﺎﻧﺖ ﺍﻟﻤﺘﻠﻘﻴﺔ‪،‬‬

‫ﻟﻤﺎﺫﺍ ﺍﺧﺘﺎﺭﺕ ﻫﺪﻳﺔ ﻓﺮﻳﺪﺓ ﻋﻨﺪﻣﺎ ﻛﺎﻧﺖ ﺗﻘﻮﻡ‬

‫ﺑﺪﻭﺭﺍﻟﻌﻄﺎء؟‬

‫ﻟﻠﻮﺻﻮﻝﺇﻰﻟ ﺣﻞ ﻫﺬﺍ ﺍﻟﻠﻐﺰ‪ ،‬ﻗﺎﻡ ﺍﻟﺒﺎﺣﺜﺎﻥ ﻓﺮﺍﻧﺸﻴﺴﻜﺎ ﺟﻴﻨﻮ ﻣﻦ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ ﻭﻓﺮﺍﻧﻚ ﻓﻠﻴﻦ ﻣﻦ ﺟﺎﻣﻌﺔ ﺳﺘﺎﻧﻔﻮﺭﺩﺑﻔﺤﺺ ﻛﻴﻔﻴﺔ ﺗﻔﺎﻋﻞ‬

‫ﺍﻟﻤﺮﺳﻠﻴﻦ ﻭﺍﻟﻤﺴﺘﻘﺒﻠﻴﻦ ﻣﻊﻫﺪﺍﻳﺎ ﺍﻟﺘﺴﺠﻴﻞ ﻭﺍﻟﻬﺪﺍﻳﺎ ﺍﻟﻔﺮﻳﺪﺓ ‪ .‬ﻭﻭﺟﺪﻭﺍ ﺃﻥ ﺍﻟﻤﺮﺳﻠﻴﻦ ﻗﻠﻠﻮﺍﺑﺎﺳﺘﻤﺮﺍﺭ ﻣﻦ ﺗﻘﺪﻳﺮ ﺍﻟﻤﺴﺘﻠﻤﻴﻦ ﻟﻬﺪﺍﻳﺎ ﺍﻟﺘﺴﺠﻴﻞ‪.‬‬

‫ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺘﺠﺎﺭﺏ‪ ،‬ﻗﺎﻣﻮﺍ ﺑﺘﺠﻨﻴﺪ ﺗﺴﻌﻴﻦ ﺷﺨﺼًﺎ ﻟﺘﻘﺪﻳﻢ ﺃﻭ ﺗﻠﻘﻲﻫﺪﻳﺔ ﻣﻦ ﻣﻮﻗﻊ ‪ Amazon.com.‬ﻛﺎﻥ ﻟﺪﻯ ﺍﻟﻤﺴﺘﻠﻤﻴﻦ ﺃﺭﺑﻊ ﻭﻋﺸﺮﻭﻥ‬
‫ﺳﺎﻋﺔ ﻹﻧﺸﺎء ﻗﺎﺉﻤﺔ ﺃﻣﻨﻴﺎﺕ ﻣﻜﻮﻧﺔ ﻣﻦ ﻋﺸﺮﺓﻣﻨﺘﺠﺎﺕ ﺗﺘﺮﺍﻭﺡ ﺃﺳﻌﺎﺭﻫﺎ ﺑﻴﻦ ﻋﺸﺮﻳﻦ ﺇﻰﻟ ﺛﻼﺛﻴﻦ ﺩﻭﻻﺭًﺍ‪ .‬ﺗﻤﻜﻦ ﺍﻟﻤﺮﺳﻠﻮﻥ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻰﻟ‬

‫ﻗﻮﺍﺉﻢ ﺍﻟﺮﻏﺒﺎﺕ‬

‫ﻭﺗﻢﺗﻌﻴﻴﻨﻬﻢ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ ﺇﻣﺎ ﻻﺧﺘﻴﺎﺭ ﻫﺪﻳﺔ ﺍﻟﺘﺴﺠﻴﻞ )ﻣﻦ ﺍﻟﻘﺎﺉﻤﺔ( ﺃﻭ ﻫﺪﻳﺔ ﻓﺮﻳﺪﺓ )ﻓﻜﺮﺓ ﺧﺎﺻﺔ ﺑﻬﻢ‪(.‬‬

‫ﺗﻮﻗﻊﺍﻟﻤﺮﺳﻠﻮﻥ ﺃﻥ ﻳﻘﺪﺭ ﺍﻟﻤﺘﻠﻘﻮﻥ ﺍﻟﻬﺪﻳﺔ ﺍﻟﻔﺮﻳﺪﺓ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺃﻛﺜﺮ ﺗﻔﻜﻴﺮًﺍ ﻭﺷﺨﺼﻴﺔ ﺇﻰﻟ ﺣﺪ ﻣﺎ‪ .‬ﻭﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻛﺎﻥ ﺍﻟﻌﻜﺲﻫﻮ ﺍﻟﺼﺤﻴﺢ‪ .‬ﺃﺑﻠﻎ‬

‫ﺍﻟﻤﺘﻠﻘﻮﻥ ﻋﻦ ﺗﻘﺪﻳﺮﻫﻢ ﻟﻬﺪﺍﻳﺎ ﺍﻟﺘﺴﺠﻴﻞ ﺃﻛﺒﺮ ﺑﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻬﺪﺍﻳﺎ ﺍﻟﻔﺮﻳﺪﺓ‪ .‬ﻇﻬﺮﺕ ﻧﻔﺲ ﺍﻷﻧﻤﺎﻁﻣﻊ ﺍﻷﺻﺪﻗﺎء ﺍﻟﺬﻳﻦ ﻳﻘﺪﻣﻮﻥ ﻭﻳﺘﻠﻘﻮﻥ ﻫﺪﺍﻳﺎ‬

‫ﺍﻟﺰﻓﺎﻑ ﻭﻫﺪﺍﻳﺎ ﺃﻋﻴﺎﺩ ﺍﻟﻤﻴﻼﺩ‪ .‬ﻓﻀﻞ ﺍﻟﻤﺮﺳﻠﻮﻥ ﺗﻘﺪﻳﻢ ﻫﺪﺍﻳﺎ‬

‫ﻓﺮﻳﺪﺓ‪،‬ﻟﻜﻦ ﺍﻟﻤﺴﺘﻠﻤﻴﻦ ﻓﻀﻠﻮﺍ ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﺍﻟﻬﺪﺍﻳﺎ ﺍﻟﺘﻲ ﻃﻠﺒﻮﻫﺎ ﻓﻲ ﺳﺠﻼﺗﻬﻢ ﻭﻗﻮﺍﺉﻢ ﺍﻟﺮﻏﺒﺎﺕ‪.‬‬
‫ﻟﻤﺎﺫﺍ؟ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻧﺄﺧﺬ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﻤﻴﻞ ﺇﻰﻟ ﺍﻟﺒﻘﺎء ﺿﻤﻦ ﺃﻃﺮﻧﺎ ﺍﻟﻤﺮﺟﻌﻴﺔ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻣﺘﺴﺎﺉﻼ"ﻛﻴﻒﺃﻧﺎﺗﺸﻌﺮ ﻓﻲ‬

‫ﻫﺬﻩ ﺍﻟﺤﺎﻟﺔ؟" ﻋﻨﺪﻣﺎ ﻧﻘﺪﻡ ﻫﺪﻳﺔ‪ ،‬ﻧﺘﺨﻴﻞ ﺍﻟﻔﺮﺣﺔ ﺍﻟﺘﻲ ﺳﻨﺨﺘﺒﺮﻫﺎ ﻋﻨﺪ ﺗﻠﻘﻲ ﺍﻟﻬﺪﺍﻳﺎ ﺍﻟﺘﻲ‬

‫ﻧﺨﺘﺎﺭﻫﺎ‪.‬ﻭﻟﻜﻦ ﻫﺬﻩ ﻟﻴﺴﺖ ﻧﻔﺲ ﺍﻟﻤﺘﻌﺔ ﺍﻟﺘﻲ ﺳﻴﺨﺘﺒﺮﻫﺎ ﺍﻟﻤﺘﻠﻘﻲ‪ ،‬ﻷﻥ ﺍﻟﻤﺘﻠﻘﻲ ﻟﺪﻳﻪ ﻣﺠﻤﻮﻋﺔ ﻣﺨﺘﻠﻔﺔ ﻣﻦ ﺍﻟﺘﻔﻀﻴﻼﺕ‪.‬ﻓﻲ ﺩﻭﺭ ﺍﻟﻤﺎﻧﺢ‪،‬‬

‫ﻛﺎﻧﺖ ﺯﻭﺟﺘﻲ ﺗﺤﺐ ﺍﻟﺸﻤﻌﺪﺍﻧﺎﺕ ﺍﻟﺘﻲ ﺍﺧﺘﺎﺭﺗﻬﺎ‪ .‬ﻟﻜﻦ ﻟﻮ ﻛﺎﻥ ﺃﺻﺪﻗﺎﺅﻧﺎ ﻣﻔﺘﻮﻧﻴﻦ ﺑﺘﻠﻚ‬

‫ﺍﻟﺸﻤﻌﺪﺍﻧﺎﺕ‪،‬ﻟﻜﺎﻧﻮﺍ ﻗﺪ ﻭﺿﻌﻮﻫﺎ ﻓﻲ ﺳﺠﻞ ﺍﻟﻬﺪﺍﻳﺎ ﺍﻟﺨﺎﺹ ﺑﻬﻢ*‪.‬‬

‫ﻟﻤﺴﺎﻋﺪﺓﺯﻣﻼﺉﻬﻢ ﺑﺸﻜﻞ ﻓﻌﺎﻝ‪ ،‬ﻳﺤﺘﺎﺝ ﺍﻷﺷﺨﺎﺹ ﺇﻰﻟ ﺍﻟﺨﺮﻭﺝ ﻣﻦ ﺃﻃﺮﻫﻢ ﺍﻟﻤﺮﺟﻌﻴﺔ ﺍﻟﺨﺎﺻﺔ‪ .‬ﻭﻛﻤﺎ ﻓﻌﻞ ﺟﻮﺭﺝ ﻣﺎﻳﺮ‪،‬ﻓﺈﻧﻬﻢ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺃﻥ‬

‫ﻳﺴﺄﻟﻮﺍ‪" :‬ﻛﻴﻒ ﺳﻴﺘﻢ ﺫﻟﻚ؟ﺍﻟﻤﺘﻠﻘﻲﺗﺸﻌﺮ ﻓﻲ ﻫﺬﻩ ﺍﻟﺤﺎﻟﺔ؟" ﺗﺘﻄﻮﺭ ﻫﺬﻩ ﺍﻟﻘﺪﺭﺓ ﻋﻰﻠ ﺭﺅﻳﺔ‬

‫ﺍﻟﻌﺎﻟﻢﻣﻦ ﻣﻨﻈﻮﺭ ﺷﺨﺺ ﺁﺧﺮ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﺟﺪًﺍ ﻣﻦ ﺍﻟﺤﻴﺎﺓ‪ .‬ﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺘﺠﺎﺭﺏ‪ ،‬ﻗﺎﻡ ﻋﺎﻟﻤﺎ ﺍﻟﻨﻔﺲ ﺑﻴﺘﻲ ﺭﻳﺒﺎﺗﺸﻮﻟﻲ ﻭﺃﻟﻴﺴﻮﻥﺟﻮﺑﻨﻴﻚ ﻣﻦ‬

‫ﺑﻴﺮﻛﻠﻲ ﺑﺪﺭﺍﺳﺔ ﺃﻃﻔﺎﻝ ﺻﻐﺎﺭ ﻳﺒﻠﻐﻮﻥ ﻣﻦ ﺍﻟﻌﻤﺮ ﺃﺭﺑﻌﺔ ﻋﺸﺮ ﺷﻬﺮًﺍ ﻭﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﺷﻬﺮًﺍ‪ .‬ﻛﺎﻥ ﺃﻣﺎﻡ ﺍﻷﻃﻔﺎﻝﺍﻟﺼﻐﺎﺭ ﻭﻋﺎءﺍﻥ ﻣﻦ ﺍﻟﻄﻌﺎﻡ‪ :‬ﺃﺣﺪﻫﻤﺎ‬

‫ﺑﻪ ﺑﺴﻜﻮﻳﺖ ﺍﻟﺴﻤﻚ ﺍﻟﺬﻫﺒﻲ ﻭﺍﻵﺧﺮ ﺑﻪ ﺍﻟﺒﺮﻭﻛﻠﻲ‪ .‬ﺗﺬﻭﻕ ﺍﻷﻃﻔﺎﻝ ﺍﻟﺼﻐﺎﺭ ﺍﻟﻄﻌﺎﻡﻣﻦ ﻛﻼ ﺍﻟﻮﻋﺎءﻳﻦ‪ ،‬ﻣﻤﺎ ﻳﻈﻬﺮ ﺗﻔﻀﻴًﻼ ﻗﻮﻳًﺎ ﻟﻪ ﺍﻟﻤﻔﺮﻗﻌﺎﺕ‬

‫ﺫﻫﺒﻴﺔ ﻋﻰﻠ ﺍﻟﺒﺮﻭﻛﻠﻲ ‪ .‬ﺛﻢ ﺷﺎﻫﺪﻭﺍ ﺃﺣﺪ ﺍﻟﺒﺎﺣﺜﻴﻦ ﻭﻫﻮ ﻳﻌﺒﺮﻋﻦ ﺍﺷﻤﺉﺰﺍﺯﻩ ﺃﺛﻨﺎء ﺗﺬﻭﻕ ﺍﻟﺒﺴﻜﻮﻳﺖ ﻭﻳﺸﻌﺮ ﺑﺎﻟﺒﻬﺠﺔ ﺃﺛﻨﺎء ﺗﺬﻭﻕ ﺍﻟﺒﺮﻭﻛﻠﻲ‪ .‬ﻋﻨﺪﻣﺎ‬

‫ﻣﺪﺕ ﺍﻟﺒﺎﺣﺜﺔ ﻳﺪﻫﺎ ﻭﻃﻠﺒﺖ ﺑﻌﺾﺍﻟﻄﻌﺎﻡ‪ ،‬ﺃﺗﻴﺤﺖ ﻟﻸﻃﻔﺎﻝ ﺍﻟﺼﻐﺎﺭ ﻓﺮﺻﺔ ﺗﻘﺪﻳﻢ ﺍﻟﺒﺴﻜﻮﻳﺖ ﺃﻭ ﺍﻟﺒﺮﻭﻛﻠﻲ ﻟﻠﺒﺎﺣﺜﺔ‪ .‬ﻫﻞ ﺳﻴﺴﺎﻓﺮﻭﻥ ﺧﺎﺭﺝ‬

‫ﻭﺟﻬﺎﺕ‬

‫ﻧﻈﺮﻫﻢﺍﻟﺨﺎﺻﺔ ﻭﻳﻌﻄﻮﻧﻬﺎ ﺍﻟﺒﺮﻭﻛﻠﻲ‪ ،‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﻢ ﻫﻢ ﺃﻧﻔﺴﻬﻢ ﻳﻜﺮﻫﻮﻥ ﺫﻟﻚ؟‬

‫ﻟﻢﻳﻔﻌﻞ ﺫﻟﻚ ﺍﻷﻃﻔﺎﻝ ﺑﻌﻤﺮ ﺃﺭﺑﻌﺔ ﻋﺸﺮ ﺷﻬﺮًﺍ‪ ،‬ﻟﻜﻦ ﺍﻷﻃﻔﺎﻝ ﺑﻌﻤﺮ ﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﺷﻬﺮًﺍ ﻓﻌﻠﻮﺍ ﺫﻟﻚ‪ .‬ﻭﻓﻲ ﻋﻤﺮ ﺃﺭﺑﻌﺔﻋﺸﺮ ﺷﻬﺮًﺍ‪ ،‬ﺷﺎﺭﻙ ‪87%‬‬

‫ﻣﻦ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻓﻲ ﺗﻨﺎﻭﻝ ﺑﺴﻜﻮﻳﺖ ﺍﻟﺴﻤﻜﺔ ﺍﻟﺬﻫﺒﻴﺔ ﺑﺪًﻻ ﻣﻦ ﺍﻟﺒﺮﻭﻛﻠﻲ‪ .‬ﻭﺑﺤﻠﻮﻝ ﺛﻤﺎﻧﻴﺔﻋﺸﺮ ﺷﻬﺮًﺍ‪ ،‬ﺍﺭﺗﻜﺐ ‪ 31%‬ﻓﻘﻂ ﻫﺬﺍ ﺍﻟﺨﻄﺄ ﺑﻴﻨﻤﺎ‬

‫ﺗﻌﻠﻢ ‪ 69%‬ﻣﺸﺎﺭﻛﺔ ﻣﺎ ﻳﺤﺒﻪ ﺍﻵﺧﺮﻭﻥ‪ ،‬ﺣﺘﻰ ﻟﻮ ﺍﺧﺘﻠﻒ ﻋﻤﺎ ﻳﺤﺒﻮﻧﻪ‪.‬ﻫﺬﻩ ﺍﻟﻘﺪﺭﺓ ﻋﻰﻠ ﺗﺨﻴﻞ ﻭﺟﻬﺎﺕ ﻧﻈﺮ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﺑﺪﻻً ﻣﻦ ﺍﻟﺘﻌﻠﻖ ﺑﻮﺟﻬﺎﺕ‬

‫ﻧﻈﺮﻧﺎ ﺍﻟﺨﺎﺻﺔ‪ ،‬ﻫﻲ ﻣﻬﺎﺭﺓ ﻣﻤﻴﺰﺓ ﻟﻠﻤﺎﻧﺤﻴﻦﺍﻟﻨﺎﺟﺤﻴﻦ ﻓﻲ ﺍﻟﺘﻌﺎﻭﻥ* ‪.‬ﻭﻣﻦ ﺍﻟﻤﺜﻴﺮ ﻟﻼﻫﺘﻤﺎﻡ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﺑﺪﺃ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ ﻷﻭﻝ ﻣﺮﺓ‬

‫ﻛﻜﺎﺗﺐ‬

‫ﻛﻮﻣﻴﺪﻱ‪،‬ﻟﻢ ﻳﺴﺘﺨﺪﻡ ﻣﻬﺎﺭﺍﺗﻪ ﻓﻲ ﺃﺧﺬ ﺍﻟﻤﻨﻈﻮﺭ ﻓﻲ ﺧﺪﻣﺔ ﻣﺴﺎﻋﺪﺓ ﺯﻣﻼﺉﻪ‪ .‬ﺭﺃﻯ ﺯﻣﻼﺉﻪ ﺍﻟﻜﺘﺎﺏ ﻛﻤﻨﺎﻓﺴﻴﻦ‪:‬‬

‫ﻋﻨﺪﻣﺎﺗﺒﺪﺃ‪ ،‬ﺗﺮﻯ ﺍﻵﺧﺮﻳﻦ ﺑﻤﺜﺎﺑﺔ ﻋﻘﺒﺎﺕ ﺃﻣﺎﻡ ﻧﺠﺎﺣﻚ‪ .‬ﻟﻜﻦ ﻫﺬﺍ ﻳﻌﻨﻲ ﺃﻥ ﻋﺎﻟﻤﻚ ﺳﻴﻜﻮﻥ ﻣﻠﻴﺉًﺎﺑﺎﻟﻌﻘﺒﺎﺕ‪ ،‬ﻭﻫﻮ ﺃﻣﺮ ﺳﻲء‪ .‬ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕ‬

‫ﺍﻷﻭﻰﻟ‪ ،‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﺑﻌﺾ ﺯﻣﻼﺉﻲ‬

‫ﻭﺃﺻﺪﻗﺎﺉﻲ‪ -‬ﺣﺘﻰ ﺍﻷﺻﺪﻗﺎء ﺍﻟﻤﻘﺮﺑﻴﻦ ‪ -‬ﻳﺤﻘﻘﻮﻥ ﻧﺠﺎﺣًﺎ ﻫﺎﺉﻼ ًﻣﻦ ﻧﻮﻉ ﻣﺎ‪ ،‬ﻛﺎﻥ ﺍﻷﻣﺮ ﺻﻌﺒًﺎ ﺑﺎﻟﻨﺴﺒﺔﻟﻲ‪ .‬ﻛﻨﺖ ﺃﺷﻌﺮ ﺑﺎﻟﻐﻴﺮﺓ‪ ،‬ﻷﻥ ﻧﺠﺎﺣﻬﻢ‬

‫ﻛﺎﻥ ﺑﻄﺮﻳﻘﺔ ﺃﻭ ﺑﺄﺧﺮﻯ ﻋﺎﺭﺍ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻲ‪ .‬ﻋﻨﺪﻣﺎ ﺗﺒﺪﺃﺣﻴﺎﺗﻚ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻣﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺃﻥ ﺗﻜﻮﻥ ﻣﻬﺘﻤًﺎ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﺑﺘﻄﻮﻳﺮ ﻧﻔﺴﻚ ﻭﺍﻟﺘﺮﻭﻳﺞ‬

‫ﻟﻨﻔﺴﻚ‪.‬‬

‫ﻭﻟﻜﻦﺃﺛﻨﺎء ﻋﻤﻞ ﻣﺎﻳﺮ ﻓﻲ ﺍﻟﺒﺮﺍﻣﺞ ﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ‪ ،‬ﺑﺪﺃ ﻳﻘﺎﺑﻞ ﻧﻔﺲ ﺍﻷﺷﺨﺎﺹ ﻣﺮﺍﺭًﺍ ﻭﺗﻜﺮﺍﺭًﺍ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﻋﺎﻟﻤًﺎ ﺻﻐﻴﺮًﺍ‪،‬‬

‫ﻭﻋﺎﻟﻤًﺎﻣﺘﺼًﻼ‪" .‬ﺃﺩﺭﻛﺖ ﺃﻧﻬﺎ ﺑﺮﻛﺔ ﺻﻐﻴﺮﺓ ﺟﺪًﺍ‪ .‬ﻳﻘﻮﻝ ﻣﺎﻳﺮ‪" :‬ﻻ ﻳﻮﺟﺪ ﺳﻮﻯ ﺑﻀﻊ ﻣﺉﺎﺕ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺃﻱ ﻭﻗﺖ‬

‫ﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ ﻣﻦ ﺃﺟﻞ ﻟﻘﻤﺔ ﺍﻟﻌﻴﺶ‪" ".‬ﺇﻧﻬﺎ ﻓﻜﺮﺓ ﺟﻴﺪﺓ ﺃﻻ ﺗﻨﻔﺮ ﻫﺆﻻء ﺍﻷﺷﺨﺎﺹ‪ ،‬ﻭﻣﻌﻈﻢ‬ ‫ﻳﻜﺘﺒﻮﻥﺍﻟﻜﻮﻣﻴﺪﻳﺎ‬

‫ﺍﻟﻮﻇﺎﺉﻒﺍﻟﺘﻲ ﺗﺤﺼﻞ ﻋﻠﻴﻬﺎ ﻫﻲ ﺑﺸﻜﻞ ﺃﻭ ﺑﺂﺧﺮ ﻣﻦ ﺧﻼﻝ ﺍﻟﻜﻼﻡ ﺍﻟﺸﻔﻬﻲ‪ ،‬ﺃﻭ ﺍﻟﺘﻮﺻﻴﺔ‪ .‬ﻣﻦ ﺍﻟﻤﻬﻢ ﺣﻘًﺎ ﺃﻥ ﺗﺘﻤﺘﻊ‬
 ‫ﺑﺴﻤﻌﺔﻃﻴﺒﺔ‪ .‬ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﺗﻌﻠﻤﺖ ﺃﻥ ﺃﺭﻯ ﻛﺘﺎﺏ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ ﺍﻵﺧﺮﻳﻦ ﻛﺤﻠﻔﺎء‪ .‬ﺑﺪﺃ ﻣﺎﻳﺮ ﻓﻲ ﺗﺸﺠﻴﻊ ﺍﻵﺧﺮﻳﻦ ﻋﻰﻠ‬

‫ﺍﻟﻨﺠﺎﺡ"‪.‬ﺇﻧﻬﺎ ﻟﻴﺴﺖ ﻟﻌﺒﺔ ﻣﺤﺼﻠﺘﻬﺎ ﺻﻔﺮ‪ .‬ﻟﺬﻟﻚ‪ ،‬ﺇﺫﺍ ﺳﻤﻌﺖ ﺃﻥ ﺷﺨﺼًﺎ ﻣﺎ ﻗﺪ ﺍﺧﺘﺎﺭ ﻃﻴﺎﺭًﺍ‪ ،‬ﺃﻭ ﺃﻥ ﺃﺣﺪ ﻋﺮﻭﺿﻪ ﻗﺪ ﺗﻢ‬

‫ﺗﺤﻮﻳﻠﻪﺇﻰﻟ ﻣﺴﻠﺴﻞ‪ ،‬ﻓﻬﺬﺍ ﺃﻣﺮ ﺟﻴﺪ ﺣﻘًﺎ‪ ،‬ﻷﻥ ﺍﻟﻜﻮﻣﻴﺪﻳﺎ ﺗﻌﻤﻞ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪.‬‬

‫ﻟﻢﻳﻜﻦ ﻫﺬﺍ ﻫﻮ ﺍﻟﻤﺴﺎﺭ ﺍﻟﺬﻱ ﺍﺗﺒﻌﻪ ﻓﺮﺍﻧﻚ ﻟﻮﻳﺪ ﺭﺍﻳﺖ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﺑﻼ ﺷﻚ ﻋﺒﻘﺮﻳﺎ‪ ،‬ﻟﻜﻨﻪ ﻟﻢ ﻳﻜﻦ ﺻﺎﻧﻌﺎ ﻟﻠﻌﺒﻘﺮﻳﺔ‪ .‬ﻋﻨﺪﻣﺎﻧﺠﺢ ﺭﺍﻳﺖ‪ ،‬ﻟﻢ ﻳﻀﺎﻋﻒ‬

‫ﻧﺠﺎﺡ ﺍﻟﻤﻬﻨﺪﺳﻴﻦ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﺍﻵﺧﺮﻳﻦ؛ ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﺄﺗﻲ ﺫﻟﻚ ﻋﻰﻠ ﺣﺴﺎﺑﻬﻢ‪ .‬ﻭﻛﻤﺎ‬

‫ﻗﺎﻝﺟﻮﻥ‪ ،‬ﺍﺑﻦ ﺭﺍﻳﺖ‪" ،‬ﺇﻧﻚ ﺗﻘﻮﻡ ﺑﻌﻤﻞ ﺟﻴﺪ ﻓﻲ ﺑﻨﺎء ﺷﺨﺼﻴﺘﻚ‬

 ‫ﺍﻟﻤﺒﺎﻧﻲﺗﺘﻤﺎﺷﻰ ﻣﻊ ﺍﻟﻤﺜﺎﻟﻲ ﺍﻟﺨﺎﺹ ﺑﻚ‪ .‬ﻟﻜﻨﻚ ﻛﻨﺖ ﺿﻌﻴﻔًﺎ ﻓﻲ ﺩﻋﻤﻚ ﻟﻶﺧﺮﻳﻦ ﻓﻲ ﺭﻏﺒﺘﻬﻢ ﻓﻲ ﺗﺤﻘﻴﻖ ﻧﻔﺲ ﻫﺬﺍ‬

‫ﺍﻹﻧﺠﺎﺯ‪.‬ﻭﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﻤﺘﺪﺭﺑﻴﻦ‪ ،‬ﻗﺎﻝ ﺍﺑﻨﻪ ﺇﻥ ﺭﺍﻳﺖ ﻟﻢ "ﻳﻘﻒ ﺧﻠﻒ ﺃﻱ ﻣﻨﻬﻢ ﺃﺑﺪًﺍ ﻭﻳﺴﺎﻋﺪﻩ ﻋﻰﻠ ﺍﻟﻨﻬﻮﺽ‪ ".‬ﻓﻲﺇﺣﺪﻯ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﻭﻋﺪ‬

‫ﺭﺍﻳﺖ ﻣﺘﺪﺭﺑﻴﻪ ﺑﻐﺮﻓﺔ ﺻﻴﺎﻏﺔ ﺣﺘﻰ ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺍﻟﻌﻤﻞ‪ ،‬ﻟﻜﻨﻪ ﻟﻢ ﻳﻔﻲ ﺑﻮﻋﺪﻩ ﺇﻻ ﺑﻌﺪ ﺳﺒﻊ ﺳﻨﻮﺍﺕﻣﻦ ﺑﺪء ﺯﻣﺎﻟﺔ ﺗﺎﻟﻴﺴﻴﻦ‪ .‬ﻓﻲ ﻣﺮﺣﻠﺔ ﻣﺎ‪،‬‬

‫ﺍﻋﺘﺮﻑ ﺃﺣﺪ ﺍﻟﻌﻤﻼء ﺑﺄﻧﻪ ﻳﻔﻀﻞ ﺗﻮﻇﻴﻒ ﻣﺘﺪﺭﺑﻴﻦ ﻟﺪﻯ ﺭﺍﻳﺖ ﻋﻰﻠ ﺭﺍﻳﺖﻧﻔﺴﻪ‪ ،‬ﺣﻴﺚ ﻛﺎﻥ ﺍﻟﻤﺘﺪﺭﺑﻮﻥ ﻳﺘﻨﺎﺳﺒﻮﻥ ﻣﻊ ﻣﻮﻫﺒﺘﻪ ﻭﻟﻜﻨﻬﻢ ﺗﺠﺎﻭﺯﻭﺍ‬

‫ﺿﻤﻴﺮﻩ ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺈﻛﻤﺎﻝ ﺍﻟﻌﻤﻞ ﻓﻲﺍﻟﻤﻮﻋﺪ ﺍﻟﻤﺤﺪﺩ ﻭﻓﻲ ﺣﺪﻭﺩ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ‪ .‬ﺍﺳﺘﺸﺎﻁ ﺭﺍﻳﺖ ﻏﻀﺒًﺎ‪ ،‬ﻭﻣﻨﻊ ﻣﻬﻨﺪﺳﻴﻪ ﺍﻟﻤﻌﻤﺎﺭﻳﻴﻦ ﻣﻦ‬

‫ﻗﺒﻮﻝ ﺍﻟﻠﺠﺎﻥ‬

‫ﺍﻟﻤﺴﺘﻘﻠﺔ‪،‬ﻭﻃﻠﺐ ﻣﻨﻬﻢ ﻭﺿﻊ ﺍﺳﻤﻪ ﻋﻰﻠ ﺭﺃﺱ ﻛﻞ ﺃﻋﻤﺎﻟﻬﻢ‪ .‬ﺍﺳﺘﻘﺎﻝ ﻋﺪﺩ ﻣﻦ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﺍﻷﻛﺜﺮ ﻣﻮﻫﺒﺔ ﻭﺧﺒﺮﺓ ﻟﺪﻳﻪ‪ ،‬ﺍﺣﺘﺠﺎﺟًﺎﻋﻰﻠ ﺍﺳﺘﻐﻼﻝ‬

‫ﺭﺍﻳﺖ ﻟﻬﻢ ﻟﺘﺤﻘﻴﻖ ﻣﻜﺎﺳﺐ ﺷﺨﺼﻴﺔ ﻭﺳﺮﻕ ﺍﻟﻔﻀﻞ ﻓﻲ ﻋﻤﻠﻬﻢ‪" .‬ﺍﻧﻪ ﺭﺍﺉﻊ" ‪ ،‬ﻳﻼﺣﻆ ﺩﻱ ﺳﺎﻧﺖﺃﻭﺑﻴﻦ‪" ،‬ﺃﻥ ﻋﺪﺩًﺍ ﻗﻠﻴًﻼ ﻣﻦ ﺍﻟﻤﺉﺎﺕ" ﻣﻦ‬

‫ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﻟﺪﻯ ﺭﺍﻳﺖ "ﻭﺍﺻﻠﻮﺍ ﺗﺤﻘﻴﻖ ﻭﻇﺎﺉﻒ ﻣﻬﻤﺔ ﻭﻣﺴﺘﻘﻠﺔ‬

‫ﻛﻤﻬﻨﺪﺳﻴﻦﻣﻌﻤﺎﺭﻳﻴﻦ ﻣﻤﺎﺭﺳﻴﻦ‪".‬‬

‫ﻛﺎﻥﻟﻨﺠﺎﺡ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺗﺄﺛﻴﺮ ﻣﻌﺎﻛﺲ ﻋﻰﻠ ﻣﻌﺎﻭﻧﻴﻪ‪ :‬ﻓﻘﺪ ﺍﻣﺘﺪ‪ ،‬ﻭﺗﺴﻠﺴﻞ‪ ،‬ﻭﺍﻧﺘﺸﺮ ﺇﻰﻟ ﺍﻷﺷﺨﺎﺹ ﻣﻦ ﺣﻮﻟﻪ‪ .‬ﻳﺼﻔﻪﺯﻣﻼء ﻣﺎﻳﺮ ﺑﺄﻧﻪ ﻋﺒﻘﺮﻱ‪،‬‬

‫ﻭﻟﻜﻦ ﻣﻦ ﺍﻟﻼﻓﺖ ﻟﻠﻨﻈﺮ ﺃﻧﻪ ﻛﺎﻥ ﺃﻳﻀًﺎ ﺻﺎﻧﻌًﺎ ﻟﻠﻌﺒﻘﺮﻳﺔ‪ .‬ﻣﻦ ﺧﻼﻝ ﻣﺴﺎﻋﺪﺓ ﺯﻣﻼﺉﻪ‬
‫ﺍﻟﻜﺘﺎﺏﻋﻰﻠﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻟﻘﺪ ﺟﻌﻠﻬﻢ ﺟﻮﺭﺝ ﻣﺎﻳﺮ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﻓﻲ ﻭﻇﺎﺉﻔﻬﻢ‪ ،‬ﻣﻤﺎ ﺿﺎﻋﻒ ﻣﻦ ﻓﻌﺎﻟﻴﺘﻬﻢ ﺍﻟﺠﻤﺎﻋﻴﺔ‪" .‬ﻟﻘﺪ ﺟﻌﻠﻨﻲ ﻛﺎﺗﺒًﺎ‬

‫ﺃﻓﻀﻞ‪ ،‬ﻭﺃﻟﻬﻤﻨﻲ ﻟﻠﺘﻔﻜﻴﺮ ﺧﺎﺭﺝ ﺍﻟﺼﻨﺪﻭﻕ"‪ ،‬ﻳﻌﻠﻖ ﺩﻭﻥ ﺑﺎﻳﻦ‪ .‬ﺇﻥ ﺍﺳﺘﻌﺪﺍﺩ ﻣﺎﻳﺮ ﻟﻠﺘﻄﻮﻉ ﻓﻲ ﻣﻬﺎﻡ ﻻ‬

‫ﺗﺤﻈﻰﺑﺸﻌﺒﻴﺔ‪ ،‬ﻭﻣﺴﺎﻋﺪﺓ ﺍﻵﺧﺮﻳﻦ ﻋﻰﻠ ﺗﺤﺴﻴﻦ ﻧﻜﺎﺗﻬﻢ‪ ،‬ﻭﺍﻟﻌﻤﻞ ﻟﺴﺎﻋﺎﺕ ﻃﻮﻳﻠﺔ ﻟﺘﺤﻘﻴﻖ ﻣﻌﺎﻳﻴﺮ ﺟﻤﺎﻋﻴﺔ ﻋﺎﻟﻴﺔ‪ ،‬ﻛﺎﻥﻟﻪ ﺗﺄﺛﻴﺮﻩ ﻋﻰﻠ ﺯﻣﻼﺉﻪ‪.‬‬

‫ﻗﺎﻝ ﺟﻮﻥ ﻓﻴﺘﻲ‪" :‬ﺇﻧﻪ ﻳﺠﻌﻞ ﺍﻟﺠﻤﻴﻊ ﻳﺒﺬﻟﻮﻥ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻫﻢ‪ ".‬ﻫﺎﺭﻓﺎﺭﺩ ﻗﺮﻣﺰﻱﺍﻟﻤﺮﺍﺳﻞ ﺍﻟﺬﻱﻫﺘﻒ ﺑﺄﻥ "ﻭﺟﻮﺩ ﻣﺎﻳﺮ ﻳﺤﻔﺰ‬

‫ﺍﻵﺧﺮﻳﻦﺳﻤﺒﺴﻨﺰ"ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻜﺘﺎﺏ ﺃﻛﺜﺮ ﻣﺮﺣًﺎ" ‪ ،‬ﻣﺸﻴﺪًﺍ ﺑﻤﻮﻫﺒﺔ ﻣﺎﻳﺮ ﻓﻲ "‬

‫ﺇﻟﻬﺎﻡﺍﻟﻌﻈﻤﺔ ﻟﻤﻦ ﺣﻮﻟﻪ‪".‬‬

‫ﻏﺎﺩﺭﻣﺎﻳﺮﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﻓﻲ ﻋﺎﻡ ‪ 2004‬ﻭﻳﻌﻤﻞ ﺣﺎﻟﻴًﺎ ﻋﻰﻠ ﺭﻭﺍﻳﺘﻪ ﺍﻷﻭﻰﻟ ﺍﻟﺘﻲ ﺗﺤﻤﻞ ﻋﻨﻮﺍﻧًﺎ ﻣﺒﺪﺉﻴًﺎ ﺍﺭﻛﻠﻨﻲ ﻣﻠﻴﻮﻥﻣﺮﺓ ﻭﺇﻻ ﺳﺄﻣﻮﺕ‪ -‬ﻟﻜﻦ‬

‫ﺗﺄﺛﻴﺮﻩ ﻓﻲ ﻏﺮﻓﺔ ﺍﻟﻜﺘﺎﺏ ﻻ ﻳﺰﺍﻝ ﻗﺎﺉﻤﺎ‪ .‬ﻳﻘﻮﻝ ﺑﺎﻳﻦ‪" :‬ﺍﻟﻴﻮﻡ‪" ،‬ﺻﻮﺕ ﺟﻮﺭﺝ ﻣﻮﺟﻮﺩ ﺑﻘﻮﺓ‬

‫ﻓﻲﺍﻟﺤﻤﺾ ﺍﻟﻨﻮﻭﻱ ﻟﻠﻤﺴﻠﺴﻞ‪ ،‬ﻭﻗﺪ ﺃﻇﻬﺮ ﻟﻲ ﺃﻧﻪ ﻟﻴﺲ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﻜﻮﻥ ﺃﺣﻤﻘًﺎ ﻟﻠﻤﻀﻲ ﻗﺪﻣًﺎ‪ ".‬ﺗﻀﻴﻒ‬

‫ﻛﺎﺭﻭﻟﻴﻦﺃﻭﻣﻴﻦ‪" :‬ﻟﻘﺪ ﺍﻟﺘﻘﻄﻨﺎ ﺟﻤﻴﻌًﺎ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺣﺲ ﺟﻮﺭﺝ ﺍﻟﻜﻮﻣﻴﺪﻱ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ ﻟﻴﺲ ﻫﻨﺎ ﻓﻲﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥﺑﻌﺪ ﺍﻵﻥ‪ ،‬ﻧﻔﻜﺮ‬

‫ﺃﺣﻴﺎﻧًﺎ ﺑﻄﺮﻳﻘﺘﻪ‪ .‬ﻭﺑﻌﺪ ﺳﻨﻮﺍﺕ‪ ،‬ﻻ ﻳﺰﺍﻝ ﻣﺎﻳﺮ ﻳﻌﻤﻞ ﻋﻰﻠ ﺭﻓﻊ ﻣﺴﺘﻮﻯ ﺯﻣﻼﺉﻪ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ‬

‫ﻓﻮﺯﻩﺑﺨﻤﺲ ﺟﻮﺍﺉﺰ ﺇﻳﻤﻲ‪ ،‬ﻟﻢ ﻳﺤﻘﻖ ﺗﻴﻢ ﻟﻮﻧﺞ ﺣﻠﻢ ﺣﻴﺎﺗﻪ‪ :‬ﻟﻘﺪ ﺃﺭﺍﺩ ﺃﻥ ﺗﻨﺸﺮ ﺃﻋﻤﺎﻟﻪ ﻓﻲﻧﻴﻮﻳﻮﺭﻛﺮ‪ .‬ﻓﻲ ﻋﺎﻡ ‪،2010‬‬

‫ﺃﺭﺳﻞﻟﻮﻧﺞ ﺇﻰﻟ ﻣﺎﻳﺮ ﻣﺴﻮﺩﺓ ﺗﻘﺮﻳﺮ‪ .‬ﺍﺳﺘﺠﺎﺏ ﻣﺎﻳﺮ ﺑﺴﺮﻋﺔ ﺑﺘﻌﻠﻴﻘﺎﺕ ﺣﺎﺳﻤﺔ‪" .‬ﻟﻘﺪ ﻣﺮ ﻋﻰﻠ ﺍﻷﻣﺮ ﺳﻄﺮًﺍ ﺗﻠﻮ ﺍﻵﺧﺮ‪،‬‬

‫ﻭﻛﺎﻥﻛﺮﻳﻤًﺎ ﺑﺸﻜﻞ ﻻ ﻳﺼﺪﻕ‪ .‬ﻟﻘﺪ ﺳﺎﻋﺪﺗﻨﻲ ﻣﻼﺣﻈﺎﺗﻪ ﻓﻲ ﺇﺻﻼﺡ ﺍﻷﺷﻴﺎء ﺍﻟﺘﻲ ﻛﺎﻧﺖ ﺗﺰﻋﺠﻨﻲ ﻓﻲ ﺃﻋﻤﺎﻕ ﺭﻭﺣﻲ‪ ،‬ﻟﻜﻨﻨﻲﻟﻢ ﺃﺗﻤﻜﻦ ﻣﻦ ﺍﻟﺘﻌﺒﻴﺮ‬

‫ﻋﻨﻬﺎ‪ .‬ﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﺃﺧﺬ ﻣﺎﻳﺮ ﻋﻄﺎءﻩ ﺧﻄﻮﺓ ﺃﺧﺮﻯ ﺇﻰﻟ ﺍﻷﻣﺎﻡ‪ :‬ﺣﻴﺚ ﺗﻮﺍﺻﻞ ﻣﻊ ﺃﺣﺪ ﺍﻟﻤﺤﺮﺭﻳﻦ‬

‫ﻓﻲﻧﻴﻮﻳﻮﺭﻛﺮﻟﻤﺴﺎﻋﺪﺓ ﻟﻮﻧﺞ ﻓﻲ ﻭﺿﻊ ﻗﺪﻣﻪ ﻓﻲ ﺍﻟﺒﺎﺏ‪ .‬ﻭﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪ ،2011‬ﺗﺤﻘﻖ ﺣﻠﻢ ﻟﻮﻧﺞ ﻣﺮﺗﻴﻦ‪.‬‬
‫ﺑﺤﻠﻮﻝﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺃﺻﺪﺭ ﻓﻴﻪ ﻣﺎﻳﺮ ﺍﻟﻌﺪﺩ ﺍﻟﺜﺎﻧﻲ ﻣﻦﺭﺟﻞ ﺟﻴﺶ‪ ،‬ﻭﻛﺎﻥ ﻟﻪ ﺛﻼﺛﻮﻥ ﻣﺸﺎﺭﻛًﺎ‪ .‬ﻟﻘﺪ ﻛﺘﺒﻮﺍ ﺟﻤﻴﻌًﺎ ﺍﻟﻨﻜﺎﺕﻣﺠﺎﻧًﺎ‪ ،‬ﻭﺍﺭﺗﻔﻌﺖ ﺣﻴﺎﺗﻬﻢ‬

‫ﺍﻟﻤﻬﻨﻴﺔ ﺟﻨﺒًﺎ ﺇﻰﻟ ﺟﻨﺐ ﻣﻊ ﻣﺎﻳﺮ‪ .‬ﺫﻫﺐ ﻣﺎ ﻻ ﻳﻘﻞ ﻋﻦ ﺳﺒﻌﺔ ﻣﻦ ﻫﺆﻻء ﺍﻟﻤﺴﺎﻫﻤﻴﻦ‬
‫ﺇﻰﻟﺍﻟﻜﺘﺎﺑﺔﻋﺎﺉﻠﺔ ﺳﻤﺒﺴﻮﻥ‪ .‬ﻛﺘﺐ ﺃﺣﺪ ﺍﻟﻤﺴﺎﻫﻤﻴﻦ‪ ،‬ﺳﺒﺎﻳﻚ ﻓﻴﺮﻳﺴﺘﻴﻦ‪ ،‬ﺃﻏﻨﻴﺔ ﻭﺍﺣﺪﺓ ﺳﻤﺒﺴﻨﺰﺣﻠﻘﺔ ﻓﻲ ﻋﺎﻡ ‪ ،1995‬ﻭﺃﺻﺒﺢﻛﺎﺗﺒًﺎ ﻭﻣﻨﺘﺠًﺎ‬

‫ﺭﺷﺢ ﻟﺠﺎﺉﺰﺓ ﺇﻳﻤﻲﺳﻴﻨﻔﻴﻠﺪﺣﻴﺚ ﻛﺘﺐ ﺣﻠﻘﺔ "ﺣﺴﺎء ﺍﻟﻨﺎﺯﻳﺔ" ﺍﻟﺸﻬﻴﺮﺓ‪ .‬ﻭ ﺍﻝﺭﺟﻞ ﺟﻴﺶ ﺍﻟﻤﺴﺎﻫﻤﻴﻦﺍﻟﺬﻳﻦ ﻟﻢ ﻳﺼﺒﺤﻮﺍ ﺳﻤﺒﺴﻨﺰﺣﻘﻖ‬

‫ﺍﻟﻜﺘﺎﺏ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﺃﻣﺎﻛﻦ ﺃﺧﺮﻯ‪ .‬ﻋﻰﻠ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﺑﻮﺏ ﺃﻭﺩﻳﻨﻜﻴﺮﻙ ﻛﺎﺗﺐﻭﻣﻤﺜﻞ ﻣﺸﻬﻮﺭ‪ ،‬ﻭﺭﻭﺯ ﺗﺸﺎﺳﺖ ﺭﺳﺎﻡ ﻛﺎﺭﻳﻜﺎﺗﻴﺮ ﻓﻲ ﻃﺎﻗﻢ‬

‫ﺍﻟﻌﻤﻞﻧﻴﻮﻳﻮﺭﻛﺮﻭﺃﺻﺒﺢ ﺁﻧﺪﻱ ﺑﻮﺭﻭﻳﺘﺰ ﻣﺆﻟﻔًﺎ ﻣﻦ ﺃﻛﺜﺮ ﺍﻟﻜﺘﺐﻣﺒﻴﻌًﺎ ﻭﻣﻨﺸﺊ "ﺗﻘﺮﻳﺮ ﺑﻮﺭﻭﻳﺘﺰ"‪ ،‬ﻭﻫﻮ ﻋﻤﻮﺩ ﺳﺎﺧﺮ ﻭﻣﻮﻗﻊ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻳﻀﻢ ﻣﻼﻳﻴﻦ‬

‫ﺍﻟﻤﻌﺠﺒﻴﻦ‪ .‬ﻗﺒﻞ ﺫﻟﻚ‪ ،‬ﺷﺎﺭﻙ ﺑﻮﺭﻭﻳﺘﺰﻓﻲ ﺇﻧﺘﺎﺝ ﺍﻟﻔﻴﻠﻢ ﺍﻟﻨﺎﺟﺢﺑﻠﻴﺰﺍﻧﺘﻔﻴﻞﻭﺧﻠﻖﺍﻷﻣﻴﺮ ﺍﻟﺠﺪﻳﺪ ﻟﺒﻴﻞ ﺇﻳﺮﻭﺍﻟﺘﻲ ﺑﺪﻭﺭﻫﺎ ﺃﻃﻠﻘﺖ ﻣﺴﻴﺮﺓ ﻭﻳﻞ‬

‫ﺳﻤﻴﺚ‬

‫ﺍﻟﻤﻬﻨﻴﺔ‪.‬ﻣﻦ ﺧﻼﻝ ﺩﻋﻮﺗﻬﻢ ﻟﻠﻜﺘﺎﺑﺔ ﻝﺭﺟﻞ ﺟﻴﺶ‪,‬‬

‫ﺳﺎﻋﺪﻫﻢﻣﺎﻳﺮ ﻋﻰﻠ ﺍﻟﺘﺤﻠﻴﻖ‪ .‬ﻗﺎﻝ ﻣﺎﻳﺮ ﻟﻤﺎﻳﻚ ﺳﺎﻛﺲ‪" :‬ﻟﻘﺪ ﻃﻠﺒﺖ ﻟﻠﺘﻮ ﻣﻦ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺟﻌﻠﻮﻧﻲ ﺃﺿﺤﻚ ﺃﻥ‬

‫ﻳﺴﺎﻫﻤﻮﺍ‪" ".‬ﻟﻢ ﺃﻛﻦ ﺃﺩﺭﻙ ﺃﻧﻬﻢ ﺳﻴﺼﺒﺤﻮﻥ ﻣﺸﻬﻮﺭﻳﻦ"‪.‬‬

 ‫ﺍﻟﺨﺎﻡ‬ ‫‪4‬‬ ‫ﺍﻟﻌﺜﻮﺭﻋﻰﻠ‬

‫ﺍﻟﻤﺎﺱ ﻓﻲ‬

‫ﺍﻟﺤﻘﻴﻘﺔﻭﺍﻟﺨﻴﺎﻝ ﻓﻲ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻹﻣﻜﺎﻧﺎﺕ‬

‫ﻋﻨﺪﻣﺎﻧﻌﺎﻣﻞ ﺍﻹﻧﺴﺎﻥ ﻛﻤﺎ ﻫﻮ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﺠﻌﻠﻪ ﺃﺳﻮﺃ ﻣﻤﺎ ﻫﻮ ﻋﻠﻴﻪ؛ ﻋﻨﺪﻣﺎ ﻧﻌﺎﻣﻠﻪ ﻛﻤﺎ ﻟﻮ ﻛﺎﻥ ﻛﺬﻟﻚ ﺑﺎﻟﻔﻌﻞ‬
‫ﻣﺎﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻋﻠﻴﻪ‪ ،‬ﻧﺤﻦ ﻧﺠﻌﻠﻪ ﻣﺎ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ‪.‬‬
‫‪-‬ﻳُﻨﺴﺐ ﺇﻰﻟ ﻳﻮﻫﺎﻥ ﻓﻮﻟﻔﻐﺎﻧﻎ ﻓﻮﻥ ﻏﻮﺗﻪ‪ ،‬ﻛﺎﺗﺐ ﻭﻋﺎﻟﻢ ﻓﻴﺰﻳﺎء ﻭﻋﺎﻟﻢ ﺃﺣﻴﺎء ﻭﻓﻨﺎﻥ ﺃﻟﻤﺎﻧﻲ‪.‬‬

‫ﻋﻨﺪﻣﺎﺩﺧﻞ ﺑﺎﺭﺍﻙ ﺃﻭﺑﺎﻣﺎ ﺍﻟﺒﻴﺖ ﺍﻷﺑﻴﺾ‪ ،‬ﺳﺄﻟﻪ ﺃﺣﺪ ﺍﻟﻤﺮﺍﺳﻠﻴﻦ ﺇﺫﺍ ﻛﺎﻥ ﻟﺪﻳﻪ ﺗﻄﺒﻴﻖ ﻣﻔﻀﻞ‪ .‬ﻭﺑﺪﻭﻥ ﺗﺮﺩﺩ‪ ،‬ﺃﻃﻠﻖ ﺃﻭﺑﺎﻣﺎ‬
‫ﺍﺳﻢ‪ ،iReggie‬ﺍﻟﺬﻱ "ﻳﺤﺘﻮﻱ ﻋﻰﻠ ﻛﺘﺒﻲ ﻭﺻﺤﻔﻲ ﻭﻣﻮﺳﻴﻘﺎﻱ ﻓﻲ ﻣﻜﺎﻥ ﻭﺍﺣﺪ‪ ".‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻟﻢ ﻳﻜﻦ ‪ iReggie‬ﺟﺰءًﺍ‬

‫ﻣﻦﺍﻟﺒﺮﻧﺎﻣﺞ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﺭﺟﻼً ﺍﺳﻤﻪﺭﻳﺠﻲ ﺍﻟﺤﺐﻭﻟﻢ ﻳﻜﻦ ﺃﺣﺪ ﻳﺘﺨﻴﻞ ﺃﻧﻪ ﺳﻴﺼﺒﺢ ﻣﻮﺭﺩﺍً ﻻ ﻏﻨﻰ ﻋﻨﻪ ﻟﻠﺮﺉﻴﺲ ﺃﻭﺑﺎﻣﺎ‪.‬‬

‫ﻛﺎﻥﻟﻮﻑ ﻧﺠﻤًﺎ ﺭﻳﺎﺿﻴًﺎ ﻓﻲ ﺟﺎﻣﻌﺔ ﺩﻳﻮﻙ‪ ،‬ﺣﻴﺚ ﺃﻧﺠﺰ ﺇﻧﺠﺎﺯًﺍ ﻧﺎﺩﺭًﺍ ﻳﺘﻤﺜﻞ ﻓﻲ ﻟﻌﺐ ﺃﺩﻭﺍﺭ ﺭﺉﻴﺴﻴﺔ ﻓﻲ ﻓﺮﻳﻘﻲ ﻛﺮﺓ‬

‫ﺍﻟﻘﺪﻡﻭﻛﺮﺓ ﺍﻟﺴﻠﺔ‪ .‬ﻭﻟﻜﻦ ﺑﻌﺪ ﻋﺎﻣﻴﻦ ﻣﻦ ﺍﺧﺘﺒﺎﺭﺍﺕ ﺍﺗﺤﺎﺩ ﻛﺮﺓ ﺍﻟﻘﺪﻡ ﺍﻷﻣﻴﺮﻛﻲ ﺍﻟﻔﺎﺷﻠﺔ ﺑﻌﺪ ﺍﻟﺘﺨﺮﺝ‪ ،‬ﻗﺮﺭ ﺗﻐﻴﻴﺮ ﺍﻟﻤﺴﺎﺭ‪ .‬ﺑﻌﺪﺃﻥ ﺩﺭﺱ ﺍﻟﻌﻠﻮﻡ‬

‫ﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻌﺎﻣﺔ ﻓﻲ ﺟﺎﻣﻌﺔ ﺩﻳﻮﻙ‪ ،‬ﺗﺎﺑﻊ ﻟﻮﻑ ﻓﺘﺮﺓ ﺗﺪﺭﻳﺐ ﻓﻲ ﺍﻟﻜﺎﺑﻴﺘﻮﻝ ﻫﻴﻞ‪ .‬ﻭﻣﻊ ﺧﻠﻔﻴﺘﻪﺍﻟﻤﻬﻨﻴﺔ ﻭﺧﺒﺮﺗﻪ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻘﻠﻴﻠﺔ‪،‬‬

‫ﺍﻧﺘﻬﻰ ﺑﻪ ﺍﻷﻣﺮ ﺇﻰﻟ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﻣﻨﺼﺐ ﻓﻲ ﻏﺮﻓﺔ ﺍﻟﺒﺮﻳﺪ ﻓﻲ ﻣﻜﺘﺐ ﺃﻭﺑﺎﻣﺎ ﻓﻲﻣﺠﻠﺲ ﺍﻟﺸﻴﻮﺥ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻭﻓﻲ ﻏﻀﻮﻥ ﻋﺎﻡ ﻭﺍﺣﺪ‪ ،‬ﻋﻨﺪﻣﺎ‬

‫ﻛﺎﻥ ﻓﻲ ﺍﻟﺴﺎﺩﺳﺔ ﻭﺍﻟﻌﺸﺮﻳﻦ ﻣﻦ ﻋﻤﺮﻩ‪ ،‬ﺗﻤﺖ ﺗﺮﻗﻴﺔ‬

‫ﻟﻮﻑﻣﻦ ﻏﺮﻓﺔ ﺍﻟﺒﺮﻳﺪ ﻟﻴﺼﺒﺢ ﻣﺴﺎﻋﺪ ﺃﻭﺑﺎﻣﺎ ﺍﻟﺸﺨﺼﻲ‪ ،‬ﺃﻭ ﻣﺴﺎﻋﺪﻩ ﺍﻟﺸﺨﺼﻲ‪ .‬ﻋﻤﻞﻟﻮﻑ ﻟﻤﺪﺓ ﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﺳﺎﻋﺔ ﻓﻲ ﺍﻟﻴﻮﻡ ﻭﻃﺎﺭ ﺃﻛﺜﺮ ﻣﻦ‬

‫‪ 880‬ﺃﻟﻒ ﻣﻴﻞ ﻣﻊ ﺃﻭﺑﺎﻣﺎ‪ .‬ﻭﻗﺎﻝ ﺃﻭﺑﺎﻣﺎ‪" :‬ﻟﻘﺪ ﻛﺎﻧﺖ ﻗﺪﺭﺗﻪﻋﻰﻠ ﺍﻟﺘﻮﻓﻴﻖ ﺑﻴﻦ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﻣﻊ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﻨﻮﻡ ﻣﺼﺪﺭ ﺇﻟﻬﺎﻡ‬

‫ﻳﺴﺘﺤﻖ ﺍﻟﻤﺸﺎﻫﺪﺓ‪» ".‬ﺇﻧﻪ ﺳﻴﺪ ﻣﺎﻳﻔﻌﻞ‪ «.‬ﻭﻋﻨﺪﻣﺎ ﺍﻧﺘُﺨﺐ ﺃﻭﺑﺎﻣﺎ ﺭﺉﻴﺴﺎً‪ ،‬ﻻﺣﻆ ﺃﺣﺪ ﻣﺴﺎﻋﺪﻳﻪ ﺃﻥ ﻟﻮﻑ »ﺍﻫﺘﻢ ﺑﺎﻟﺮﺉﻴﺲ‪ «.‬ﻟﻘﺪ ﺑﺬﻝ ﺍﻟﺤﺐ‬

‫ﻗﺼﺎﺭﻯ‬

‫ﺟﻬﺪﻩﻟﻠﺮﺩ ﻋﻰﻠ ﻛﻞ ﺭﺳﺎﻟﺔ ﺗﺼﻞ ﺇﻰﻟ ﻣﻜﺘﺒﻪ‪ .‬ﻗﺎﻝ ﻟﻲ ﻟﻮﻑ‪" :‬ﺃﺭﺩﺕ ﺩﺍﺉﻤًﺎ ﺃﻥ ﺃﻗﺪﺭ ﺍﻟﻨﺎﺱ‪ ،‬ﻭﺃﺟﻌﻠﻬﻢ ﻳﻌﺮﻓﻮﻥ ﺃﻥ‬

‫ﺃﺻﻮﺍﺗﻬﻢﻣﺴﻤﻮﻋﺔ‪ ".‬ﻭﺑﺤﺴﺐ ﺃﺣﺪ ﺍﻟﻤﺮﺍﺳﻠﻴﻦ ﻓﺈﻥ ﺍﻟﺤﺐ "ﻣﻌﺮﻭﻑ ﺑﻠﻄﻔﻪ ﺍﻻﺳﺘﺜﻨﺎﺉﻲ ﻭﺍﻟﻌﺎﻟﻤﻲ‪".‬‬

‫ﻗﺒﻞﻋﻘﻮﺩ ﻣﻦ ﺍﻟﺰﻣﻦ‪ ،‬ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ‪ ،‬ﻣﺴﻘﻂ ﺭﺃﺱ ﻟﻮﻑ‪ ،‬ﻗﺮﺭﺕ ﺍﻣﺮﺃﺓ ﺗﺪﻋﻰ ﺑﻴﺚ ﺗﺮﻳﻨﻬﺎﻡ ﺍﻟﻌﻮﺩﺓ‬

‫ﺇﻰﻟﺍﻟﻤﺪﺭﺳﺔ ﻟﺪﺭﺍﺳﺔ ﺍﻟﻤﺤﺎﺳﺒﺔ‪ .‬ﻛﺎﻧﺖ ﺑﻴﺚ ﻓﻲ ﺃﻭﺍﺉﻞ ﺍﻟﺜﻼﺛﻴﻨﻴﺎﺕ ﻣﻦ ﻋﻤﺮﻫﺎ‪ ،‬ﻭﻟﻢ ﺗﻜﻦ ﺍﻷﺭﻗﺎﻡ ﺗﻨﺎﺳﺒﻬﺎ ﺑﻘﻮﺓ‪ .‬ﻟﻢ ﺗﺘﻌﻠﻢﻣﻌﺮﻓﺔ ﺍﻟﻮﻗﺖ‬

‫ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺴﺎﻋﺔ ﺍﻟﺘﻨﺎﻇﺮﻳﺔ ﺣﺘﻰ ﻛﺎﻧﺖ ﻓﻲ ﺍﻟﺼﻒ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﻭﻓﻲ ﺍﻟﻤﺪﺭﺳﺔ ﺍﻟﺜﺎﻧﻮﻳﺔ‪ ،‬ﺍﻋﺘﻤﺪﺕ ﺑﺸﺪﺓﻋﻰﻠ ﺻﺪﻳﻘﻬﺎ ﻟﻴﺴﺎﻋﺪﻫﺎ ﻓﻲ ﺩﺭﻭﺱ‬
‫ﺍﻟﺮﻳﺎﺿﻴﺎﺕ‪ .‬ﺣﺘﻰ ﻓﻲ ﻣﺮﺣﻠﺔ ﺍﻟﺒﻠﻮﻍ‪ ،‬ﻫﻲ‬
‫ﻛﺎﻓﺢﻣﻊ ﺍﻟﻨﺴﺐ ﺍﻟﻤﺉﻮﻳﺔ‪ .‬ﻋﻨﺪﻣﺎﺣﺎﻥ ﻭﻗﺖ ﺇﺟﺮﺍء ﺍﺧﺘﺒﺎﺭ ﺍﻟﻤﺤﺎﺳﺐ ﺍﻟﻌﺎﻡ ﺍﻟﻤﻌﺘﻤﺪ (‪ ،)CPA‬ﻛﺎﻧﺖ ﺑﻴﺚ ﻣﻘﺘﻨﻌﺔ ﺑﺄﻧﻬﺎ ﺳﻮﻑ ﺗﻔﺸﻞ‪.‬‬

‫ﺑﺎﻹﺿﺎﻓﺔ‬

‫ﺇﻰﻟﺣﻘﻴﻘﺔ ﺃﻧﻬﺎ ﻛﺎﻧﺖ ﺗﻌﺎﻧﻲ ﻣﻦ ﻣﺸﺎﻛﻞ ﻓﻲ ﺍﻟﺮﻳﺎﺿﻴﺎﺕ‪ ،‬ﻛﺎﻧﺖ ﺗﻮﺍﺟﻪ ﻗﻴﻮﺩًﺍ ﺯﻣﻨﻴﺔ ﺧﻄﻴﺮﺓ‪ .‬ﻛﺎﻧﺖ ﺗﺘﻨﻘﻞ ﺑﻴﻦ ﻋﻤﻠﻬﺎ ﺑﺪﻭﺍﻡﻛﺎﻣﻞ ﻭﺭﻋﺎﻳﺔ ﺛﻼﺛﺔ‬

‫ﺃﻃﻔﺎﻝ ﻓﻲ ﺍﻟﻤﻨﺰﻝ‪ ،‬ﺍﺛﻨﺎﻥ ﻣﻨﻬﻢ ﻛﺎﻧﺎ ﻃﻔﻠﻴﻦ ﺻﻐﻴﺮﻳﻦ‪ ،‬ﻭﻛﻼﻫﻤﺎ ﺃﺻﻴﺒﺎ ﺑﺎﻟﺠﺪﺭﻱ ﺍﻟﻤﺎﺉﻲ ﻓﻲ ﻏﻀﻮﻥﺃﺳﺒﻮﻋﻴﻦ ﻣﻦ ﺍﻻﺧﺘﺒﺎﺭ‪ .‬ﻭﺟﺎءﺕ ﺃﺩﻧﻰ‬

‫ﻧﻘﻄﺔ ﻋﻨﺪﻣﺎ ﺃﻣﻀﺖ ﻋﻄﻠﺔ ﻧﻬﺎﻳﺔ ﺍﻷﺳﺒﻮﻉ ﺑﺄﻛﻤﻠﻬﺎ ﻓﻲ ﻣﺤﺎﻭﻟﺔ ﻓﻬﻢ ﺣﺴﺎﺏﺍﻟﻤﻌﺎﺷﺎﺕ ﺍﻟﺘﻘﺎﻋﺪﻳﺔ‪ ،‬ﻭﺑﻌﺪ ﺛﻼﺛﺔ ﺃﻳﺎﻡ‪ ،‬ﺷﻌﺮﺕ ﺃﻧﻬﺎ ﻓﻬﻤﺖ ﺃﻗﻞ‬

‫ﻣﻤﺎ ﻛﺎﻧﺖ ﻋﻠﻴﻪ ﻋﻨﺪﻣﺎ ﺑﺪﺃﺕ‪ .‬ﻋﻨﺪﻣﺎ ﺟﻠﺴﺖ ﺑﻴﺚﻹﺟﺮﺍء ﺍﺧﺘﺒﺎﺭ ‪ ،CPA‬ﻋﻰﻠ ﺍﻟﻔﻮﺭ‪ ،‬ﺃﺻﻴﺒﺖ ﺑﻨﻮﺑﺔ ﺫﻋﺮ ﻋﻨﺪﻣﺎ ﻧﻈﺮﺕ ﺇﻰﻟ ﺃﺳﺉﻠﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻣﻦ‬

‫ﻣﺘﻌﺪﺩ‪ .‬ﻗﺎﻟﺖ ﺑﻴﺚ‪ " :‬ﺃﻓﻀﻞﺃﻥ ﺃﺧﻀﻊ ﻟﻠﻮﻻﺩﺓ ﺍﻟﻄﺒﻴﻌﻴﺔ )ﻣﺮﺓ ﺃﺧﺮﻯ( ﺑﺪﻻً ﻣﻦ ﺍﻟﺠﻠﻮﺱ ﻟﻬﺬﺍ ﺍﻻﺧﺘﺒﺎﺭ ﻣﺮﺓ ﺃﺧﺮﻯ‪ ".‬ﻏﺎﺩﺭﺕ ﻣﻜﺘﺉﺒﺔ‪ ،‬ﻣﺘﺄﻛﺪﺓ‬

‫ﻣﻦﺃﻧﻬﺎ ﻓﺸﻠﺖ‪.‬‬

‫ﻓﻲﺻﺒﺎﺡ ﺃﺣﺪ ﺃﻳﺎﻡ ﺍﻻﺛﻨﻴﻦ ﻣﻦ ﺷﻬﺮ ﺃﻏﺴﻄﺲ ﻋﺎﻡ ‪ ،1992‬ﺭﻥ ﻫﺎﺗﻒ ﺑﻴﺚ‪ .‬ﻗﺎﻝ ﺍﻟﺼﻮﺕ ﻋﻰﻠ ﺍﻟﻄﺮﻑ ﺍﻵﺧﺮ ﻣﻦ ﺍﻟﺨﻂﺇﻧﻬﺎ ﺣﺼﻠﺖ ﻋﻰﻠ‬

‫ﺍﻟﻤﻴﺪﺍﻟﻴﺔ ﺍﻟﺬﻫﺒﻴﺔ ﻓﻲ ﺍﻣﺘﺤﺎﻥ ‪ CPA‬ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ‪ .‬ﻟﻘﺪ ﺍﻋﺘﻘﺪﺕ ﺃﻥ ﺻﺪﻳﻘًﺎ ﻛﺎﻥ‬

‫ﻳﻤﺰﺡﻋﻠﻴﻬﺎ‪ ،‬ﻟﺬﻟﻚ ﺍﺗﺼﻠﺖ ﺑﻤﺠﻠﺲ ﺍﻟﻮﻻﻳﺔ ﻓﻲ ﻭﻗﺖ ﻻﺣﻖ ﻣﻦ ﺫﻟﻚ ﺍﻟﻴﻮﻡ ﻟﻠﺘﺤﻘﻖ ﻣﻦ ﺍﻷﺧﺒﺎﺭ‪ .‬ﻟﻢ ﺗﻜﻦ ﻣﺰﺣﺔ‪ :‬ﺣﺼﻠﺖﺑﻴﺚ ﻋﻰﻠ ﺃﻋﻰﻠ‬

‫ﺍﻟﺪﺭﺟﺎﺕ ﻓﻲ ﺍﻟﻮﻻﻳﺔ ﺑﺄﻛﻤﻠﻬﺎ‪ .‬ﻭﻓﻲ ﻭﻗﺖ ﻻﺣﻖ‪ ،‬ﺃﺻﻴﺒﺖ ﺑﺎﻟﺬﻫﻮﻝ ﻋﻨﺪﻣﺎ ﺣﺼﻠﺖ ﻋﻰﻠ ﺟﺎﺉﺰﺓ ﺃﺧﺮﻯ‪:‬ﺟﺎﺉﺰﺓ ﺇﻳﻠﻴﺎ ﻭﺍﺕ ﺳﻴﻠﺰ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻸﺩﺍء‬

‫ﺍﻟﻤﺘﻤﻴﺰ‪ ،‬ﻭﺍﻟﺘﻲ ﺗُﻤ ﻨﺢ ﻷﻓﻀﻞ ﻋﺸﺮﺓ ﺩﺭﺟﺎﺕ ﻓﻲ ﺍﺧﺘﺒﺎﺭ ‪ CPA‬ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎءﺍﻟﺒﻼﺩ‪ ،‬ﻣﺘﻐﻠﺒﺔ ﻋﻰﻠ ‪ 136.525‬ﻣﺮﺷﺤًﺎ ﺁﺧﺮ‪ .‬ﻭﺍﻟﻴﻮﻡ‪ ،‬ﺃﺻﺒﺤﺖ‬

‫ﺑﻴﺚ ﺷﺮﻳﻜًﺎ ﻳﺤﻈﻰ ﺑﺎﺣﺘﺮﺍﻡ ﻭﺍﺳﻊ ﻓﻲ ﺷﺮﻛﺔ ﺍﻟﻤﺤﺎﺳﺒﺔ ‪ ,LLC Gupton, & Pittman .Hughes‬ﻟﻘﺪ ﺗﻢ ﺍﺧﺘﻴﺎﺭﻫﺎ ﻛﻘﺎﺉﺪﺓ ﻣﺎﻟﻴﺔ ﻓﻲ ﻣﺠﻠﺔ ‪25‬‬

‫‪ Impact‬ﻭﻭﺍﺣﺪﺓ‬

‫ﻣﻦﺃﻓﻀﻞ ﺧﻤﺲ ﻭﻋﺸﺮﻳﻦ ﺳﻴﺪﺓ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻣﺜﻠﺚ ﺍﻷﺑﺤﺎﺙ‪.‬‬

‫ﻋﺎﺷﺖﺑﻴﺚ ﺗﺮﻳﻨﻬﺎﻡ ﻭﺭﻳﺠﻲ ﻟﻮﻑ ﺣﻴﺎﺓ ﻣﺨﺘﻠﻔﺔ ﺗﻤﺎﻣًﺎ‪ .‬ﻭﺑﺼﺮﻑ ﺍﻟﻨﻈﺮ ﻋﻦ ﻧﺠﺎﺣﻬﻢ ﺍﻟﻤﻬﻨﻲ ﻭﺟﺬﻭﺭﻫﻢ ﻓﻲ ﻭﻻﻳﺔ‬

‫ﻛﺎﺭﻭﻟﻴﻨﺎﺍﻟﺸﻤﺎﻟﻴﺔ‪ ،‬ﻫﻨﺎﻙ ﺧﻴﻂ ﻣﺸﺘﺮﻙ ﻭﺍﺣﺪ ﻳﻮﺣﺪﻫﻢ‪ .‬ﺍﺳﻤﻪﺳﻲ ﺟﻲ ﺍﺳﻜﻨﺪﺭ‪ ،‬ﻭﻫﻮ ﺃﺳﻄﻮﺭﺓ ﺣﻴﺔ‪.‬‬

‫ﻳﻘﻮﻡ"ﺳﻜﻨﺪﺭ" ﺑﺘﺪﺭﻳﺲ ﺍﻟﻤﺤﺎﺳﺒﺔ‪ ،‬ﻟﻜﻦ ﻭﺻﻔﻪ ﺑﺄﺳﺘﺎﺫ ﺍﻟﻤﺤﺎﺳﺒﺔ ﻻ ﻳﻨﺼﻔﻪ‪ .‬ﺇﻧﻪ ﺷﺨﺼﻴﺔ ﻓﺮﻳﺪﺓ ﻣﻦ ﻧﻮﻋﻬﺎ‪ ،‬ﻭﻣﻌﺮﻭﻑﺑﺮﺑﻄﺎﺕ ﻋﻨﻘﻪ ﺍﻟﻤﻤﻴﺰﺓ‬

‫ﻭﻗﺪﺭﺗﻪ ﻋﻰﻠ ﻗﺮﺍءﺓ ﺍﻟﻜﻠﻤﺎﺕ ﻵﻻﻑ ﺍﻷﻏﺎﻧﻲ ﻭﺍﻷﻓﻼﻡ ﻋﻨﺪ ﺍﻟﻄﻠﺐ‪ .‬ﻗﺪ ﻳﻜﻮﻥ ﺍﻟﺮﺟﻞ‬

‫ﺍﻟﻮﺣﻴﺪﺍﻟﺒﺎﻟﻎ ﻣﻦ ﺍﻟﻌﻤﺮ ﺛﻤﺎﻧﻴﺔ ﻭﺧﻤﺴﻴﻦ ﻋﺎﻣًﺎ ﺫﻭ ﺍﻟﺒﺸﺮﺓ ﺍﻟﻔﺎﺗﺤﺔ ﻭﺍﻟﺸﻌﺮ ﺍﻷﺑﻴﺾ ﺍﻟﺬﻱ ﻳﻌﺮﺽ ﻣﻠﺼﻘًﺎ ﻟﻤﻐﻨﻲ ﺍﻟﺮﺍﺏ ‪50‬ﺳﻨﺘًﺎ ﻓﻲ ﻣﻜﺘﺒﻪ‪.‬‬

‫ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﻛﻮﻧﻪ ﺧﺒﻴﺮًﺍ ﺣﻘﻴﻘﻴًﺎ ﻓﻲ ﺍﻷﺭﻗﺎﻡ‪ ،‬ﺇﻻ ﺃﻧﻪ ﻣﻦ ﺍﻟﻤﺴﺘﺤﻴﻞ ﻗﻴﺎﺱ ﺗﺄﺛﻴﺮﻩ ﻓﻲ ﺍﻟﻔﺼﻞ ﺍﻟﺪﺭﺍﺳﻲ‪ .Skender‬ﻫﻮ ﺃﺣﺪ ﺍﻷﺳﺎﺗﺬﺓ‬

‫ﺍﻟﻘﻼﺉﻞ ﺍﻟﺬﻳﻦ ﺗﺘﻄﻠﻊ ﺟﺎﻣﻌﺔ ﺩﻳﻮﻙ ﻭﺟﺎﻣﻌﺔ ﻧﻮﺭﺙ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺇﻰﻟ ﺍﻟﺘﻌﺎﻭﻥ ﻣﻌﻬﻢ ﺇﻰﻟﻣﺎ ﻫﻮ ﺃﺑﻌﺪ ﻣﻦ ﺍﻟﺘﻨﺎﻓﺲ‪ :‬ﻓﻬﻮ ﻣﻄﻠﻮﺏ ﺑﺸﺪﺓ ﻟﺪﺭﺟﺔ ﺃﻧﻪ‬

‫ﺣﺼﻞ ﻋﻰﻠ ﺇﺫﻥ ﻟﻠﺘﺪﺭﻳﺲ ﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻓﻲ ﻛﻼ‬

‫ﺍﻟﻤﺪﺭﺳﺘﻴﻦ‪.‬ﻟﻘﺪ ﺣﺼﻞ ﻋﻰﻠ ﺃﻛﺜﺮ ﻣﻦ ﻋﺸﺮﻳﻦ ﺟﺎﺉﺰﺓ ﺗﻌﻠﻴﻤﻴﺔ ﻛﺒﺮﻯ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺃﺭﺑﻌﺔ ﻋﺸﺮ ﺟﺎﺉﺰﺓ ﻓﻲ ﺟﺎﻣﻌﺔ ﻧﻮﺭﺙ ﻛﺎﺭﻭﻻﻳﻨﺎ‪،‬ﻭﺳﺘﺔ‬

‫ﺟﻮﺍﺉﺰ ﻓﻲ ﺟﺎﻣﻌﺔ ﺩﻳﻮﻙ‪ ،‬ﻭﺧﻤﺲ ﺟﻮﺍﺉﺰ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ‪ .‬ﻃﻮﺍﻝ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻗﺎﻡ ﺑﺘﺪﺭﻳﺲﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ﺳﺘﻤﺎﺉﺔ ﻓﺼﻞ‬

‫ﻭﻗﺎﻡ ﺑﺘﻘﻴﻴﻢ ﺃﻛﺜﺮ ﻣﻦ ﺧﻤﺴﺔ ﻭﺛﻼﺛﻴﻦ ﺃﻟﻒ ﻃﺎﻟﺐ‪ .‬ﻭﺑﺴﺒﺐ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ‬

‫ﻳﺴﺘﺜﻤﺮﻩﻓﻲ ﻃﻼﺑﻪ‪ ،‬ﻓﻘﺪ ﻃﻮﺭ ﻣﺎ ﻗﺪ ﻳﻜﻮﻥ ﻣﻬﺎﺭﺗﻪ ﺍﻷﻛﺜﺮ ﺇﺛﺎﺭﺓ ﻟﻺﻋﺠﺎﺏ‪ :‬ﻋﻴﻦ ﺭﺍﺉﻌﺔ ﻟﻠﻤﻮﻫﺒﺔ‪.‬‬

‫ﻓﻲﻋﺎﻡ ‪ ، 2004‬ﺍﻟﺘﺤﻖ ﺭﻳﺠﻲ ﻟﻮﻑ ﺑﻔﺼﻞ ﺍﻟﻤﺤﺎﺳﺒﺔ ﺍﻟﺬﻱ ﻳﺪﺭﺳﻪ ﺳﻲ ﺟﻴﻪ ﺳﻜﻴﻨﺪﺭ ﻓﻲ ﺟﺎﻣﻌﺔ ﺩﻳﻮﻙ‪ .‬ﻟﻘﺪ ﻛﺎﻧﺖ ﺩﻭﺭﺓﺻﻴﻔﻴﺔ ﻳﺤﺘﺎﺟﻬﺎ ﻟﻮﻑ‬

‫ﻟﻠﺘﺨﺮﺝ‪ ،‬ﻭﺑﻴﻨﻤﺎ ﻛﺎﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺳﺎﺗﺬﺓ ﻗﺪ ﺷﻄﺒﻮﻩ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻻﻋﺒًﺎ ﺭﻳﺎﺿﻴًﺎ‪ ،‬ﺃﺩﺭﻙ ﺳﻜﻨﺪﺭ ﺇﻣﻜﺎﻧﺎﺕﻟﻮﻑ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺃﻟﻌﺎﺏ ﺍﻟﻘﻮﻯ‪ .‬ﻳﻮﺿﺢ‬
‫ﺳﻜﻴﻨﺪﺭ ﻗﺎﺉﻼً‪" :‬ﻟﺴﺒﺐ ﻣﺎ‪ ،‬ﻟﻢ ﻳﺄﺕِ ﻻﻋﺒﻮ ﻛﺮﺓ ﺍﻟﻘﺪﻡ ﻓﻲ ﺩﻳﻮﻙ ﺇﻰﻟ ﺻﻔﻲﺃﺑﺪًﺍ‪ ،‬ﻟﻜﻨﻨﻲ ﻛﻨﺖ ﺃﻋﻠﻢ ﺃﻥ ﺭﻳﺠﻲ ﻟﺪﻳﻪ ﻣﺎ ﻳﻠﺰﻡ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪ ".‬ﻟﻘﺪ‬
‫ﺑﺬﻝ ﺳﻜﻨﺪﺭ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻩ ﻹﺷﺮﺍﻙ ﺍﻟﺤﺐ ﻓﻲﺍﻟﻔﺼﻞ‪ ،‬ﻭﻛﺎﻥ ﺣﺪﺳﻪ ﻋﻰﻠ ﺣﻖ ﻓﻲ ﺃﻥ ﺫﻟﻚ ﺳﻴﺆﺗﻲ ﺛﻤﺎﺭﻩ‪ .‬ﻳﻘﻮﻝ ﻟﻮﻑ‪" :‬ﻟﻢ ﺃﻛﻦ ﺃﻋﺮﻑ ﺷﻴﺉًﺎ‬

‫ﻋﻦ ﺍﻟﻤﺤﺎﺳﺒﺔ ﻗﺒﻞ‬

‫ﺍﻻﻟﺘﺤﺎﻕﺑﻔﺼﻞ ﺳﻲ ﺟﻴﻪ‪ ،‬ﻭﺳﺎﻋﺪﺗﻨﻲ ﺍﻟﻘﺎﻋﺪﺓ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻤﻌﺮﻓﺔ ﻣﻦ ﺗﻠﻚ ﺍﻟﺪﻭﺭﺓ ﻓﻲ ﺗﻮﺟﻴﻬﻲ ﻧﺤﻮ ﺍﻟﺒﻴﺖ ﺍﻷﺑﻴﺾ‪ ".‬ﻭﻓﻲﻏﺮﻓﺔ ﺑﺮﻳﺪ ﺃﻭﺑﺎﻣﺎ‪،‬‬

‫ﺍﺳﺘﺨﺪﻡ ﻟﻮﻑ ﺍﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺨﺰﻭﻥ ﺍﻟﺘﻲ ﺗﻌﻠﻤﻬﺎ ﻓﻲ ﺻﻒ ﺳﻜﻨﺪﺭ ﻟﺘﻄﻮﻳﺮ ﻋﻤﻠﻴﺔ ﺃﻛﺜﺮ ﻛﻔﺎءﺓﻟﺘﻨﻈﻴﻢ ﻭﺭﻗﻤﻨﺔ ﻛﻤﻴﺔ ﻛﺒﻴﺮﺓ ﻣﻦ ﺍﻟﺒﺮﻳﺪ‬

‫ﺍﻟﻤﺘﺮﺍﻛﻢ‪ .‬ﻳﻘﻮﻝ ﻟﻮﻑ‪" :‬ﻟﻘﺪ ﻛﺎﻥ ﻫﺬﺍ ﻫﻮ ﺍﻟﺸﻲء ﺍﻷﻭﻝ ﺍﻟﺬﻱ ﻗﻤﺖ ﺑﺘﻨﻔﻴﺬﻩ"‬

‫‪،‬ﻭﻗﺪ ﺃﺛﺎﺭ ﺇﻋﺠﺎﺏ ﻛﺒﻴﺮ ﻣﻮﻇﻔﻲ ﺃﻭﺑﺎﻣﺎ ﻋﻨﺪﻣﺎ ﻭﺿﻊ ﻟﻮﻑ ﻋﻠﻴﻪ‬
‫ﺍﻟﺮﺍﺩﺍﺭ‪.‬ﻓﻲ ﻋﺎﻡ ‪ ،2011‬ﻏﺎﺩﺭ ﻟﻮﻑ ﺍﻟﺒﻴﺖ ﺍﻷﺑﻴﺾ ﻟﻠﺪﺭﺍﺳﺔ ﻓﻲ ﻭﺍﺭﺗﻮﻥ‪ .‬ﺃﺭﺳﻞ ﺭﺳﺎﻟﺔ ﺇﻰﻟ ﺇﺳﻜﻨﺪﺭ ﻗﺎﻝ ﻓﻴﻬﺎ‪" :‬ﺃﻧﺎ ﻓﻲ ﺍﻟﻘﻄﺎﺭﺇﻰﻟ ﻓﻴﻼﺩﻟﻔﻴﺎ ﻟﺒﺪء‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﻤﺎﺟﺴﺘﻴﺮ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﻛﺎﻥ ﺃﺣﺪ ﺍﻟﺪﺭﻭﺱ ﺍﻷﻭﻰﻟ ﻫﻮ ﺍﻟﻤﺤﺎﺳﺒﺔ‬

‫ﺍﻟﻤﺎﻟﻴﺔ ‪ -‬ﻭﺃﺭﺩﺕ ﻓﻘﻂ ﺃﻥ ﺃﺷﻜﺮﻙ ﻋﻰﻠ ﺑﻘﺎﺉﻚ ﻣﻌﻲ ﻋﻨﺪﻣﺎ ﻛﻨﺖ ﻓﻲ ﺻﻔﻚ‪" .‬‬

‫ﻗﺒﻞﺍﺛﻨﺘﻲ ﻋﺸﺮﺓ ﺳﻨﺔ‪ ،‬ﺑﻌﺪ ﺃﻥ ﺧﻀﻌﺖ ﺑﻴﺚ ﺗﺮﻳﻨﻬﺎﻡ ﻻﻣﺘﺤﺎﻥ ‪ ،CPA‬ﺍﻗﺘﺮﺑﺖ ﻣﻦ ﺳﻜﻨﺪﺭ ﻟﺘﺤﺬﻳﺮﻩ ﻣﻦ ﺃﺩﺍﺉﻬﺎ‬

‫ﺍﻟﻤﺨﻴﺐﻟﻶﻣﺎﻝ‪ .‬ﺃﺧﺒﺮﺗﻪ ﺃﻧﻬﺎ ﻣﺘﺄﻛﺪﺓ ﻣﻦ ﺭﺳﻮﺑﻬﺎ ﻓﻲ ﺍﻻﻣﺘﺤﺎﻥ ﺑﺄﻛﻤﻠﻪ‪ ،‬ﻟﻜﻦ ﺇﺳﻜﻨﺪﺭ ﻛﺎﻥ ﻳﻌﺮﻑ ﺍﻷﻣﺮ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪ .‬ﻭﻭﻋﺪ‪" :‬ﺇﺫﺍ ﻟﻢ ﺗﻨﺠﺢ‪،‬‬

‫ﺳﺄﺩﻓﻊ ﺍﻟﺮﻫﻦ ﺍﻟﻌﻘﺎﺭﻱ ﺍﻟﺨﺎﺹ ﺑﻚ‪ ".‬ﻛﺎﻥ ﺇﺳﻜﻨﺪﺭ ﻋﻰﻠ ﺣﻖ ﻣﺮﺓ ﺃﺧﺮﻯ‪ ،‬ﻭﻟﻢ ﻳﻜﻦ ﻋﻰﻠ ﺣﻖ ﺑﺸﺄﻥ ﺑﻴﺚ ﻓﺤﺴﺐ‪.‬ﻓﻲ ﺫﻟﻚ ﺍﻟﺮﺑﻴﻊ‪ ،‬ﻛﺎﻥ‬

‫ﺍﻟﺤﺎﺻﻠﻮﻥ ﻋﻰﻠ ﺍﻟﻤﻴﺪﺍﻟﻴﺎﺕ ﺍﻟﻔﻀﻴﺔ ﻭﺍﻟﺒﺮﻭﻧﺰﻳﺔ ﻓﻲ ﺍﻣﺘﺤﺎﻥ ‪ CPA‬ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔﻣﻦ ﻃﻼﺑﻪ ﺃﻳﻀًﺎ‪ .‬ﺣﺼﻞ ﻃﻼﺏ ﺳﻜﻨﺪﺭ ﻋﻰﻠ‬

‫ﺃﻋﻰﻠ ﺛﻼﺙ ﺩﺭﺟﺎﺕ ﻣﻦ ﺑﻴﻦ ﺟﻤﻴﻊ ﻣﺮﺷﺤﻲ ﺍﺗﻔﺎﻕ ﺍﻟﺴﻼﻡ ﺍﻟﺸﺎﻣﻞ ﺍﻟﺒﺎﻟﻎﻋﺪﺩﻫﻢ ‪ 3,396‬ﻣﺮﺷﺤًﺎ ﺍﻟﺬﻳﻦ ﺧﻀﻌﻮﺍ ﻟﻼﻣﺘﺤﺎﻥ‪ .‬ﻛﺎﻧﺖ ﻫﺬﻩ ﻫﻲ‬

‫ﺍﻟﻤﺮﺓ ﺍﻷﻭﻰﻟ ﻓﻲ ﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ ﺍﻟﺘﻲ ﺗﻔﻮﺯ ﻓﻴﻬﺎﺃﻱ ﻣﺪﺭﺳﺔ ﺑﺎﻟﻤﻴﺪﺍﻟﻴﺎﺕ‪ ،‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺍﻟﻤﺤﺎﺳﺒﺔ ﻛﺎﻧﺖ ﻣﺠﺎًﻻ ﻳﻬﻴﻤﻦ ﻋﻠﻴﻪ‬
‫ﺍﻟﺬﻛﻮﺭ‪ ،‬ﺇﻻ ﺃﻥ ﺍﻟﺤﺎﺉﺰﻳﻦ ﻋﻰﻠ ﻣﻴﺪﺍﻟﻴﺎﺕﺇﺳﻜﻨﺪﺭ ﺍﻟﺜﻼﺛﺔ ﻛﺎﻧﻮﺍ ﻣﻦ ﺍﻟﻨﺴﺎء‪ .‬ﻓﻲ ﺍﻟﻤﺠﻤﻮﻉ‪ ،‬ﻛﺎﻥ ﻟﺪﻯ ‪ Skender‬ﺃﻛﺜﺮ ﻣﻦ ﺃﺭﺑﻌﻴﻦ ﻃﺎﻟﺒًﺎ ﻣﺨﺘﻠﻔًﺎ‬

‫ﻳﻔﻮﺯﻭﻥ ﺑﻤﻴﺪﺍﻟﻴﺎﺕ‪ CPA‬ﻣﻦ ﺧﻼﻝ ﺍﺣﺘﻼﻟﻬﻢ ﺍﻟﻤﺮﺍﻛﺰ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻰﻟ ﻓﻲ ﺍﻟﻮﻻﻳﺔ‪ .‬ﻛﻤﺎ ﺃﻇﻬﺮ ﺃﻳﻀًﺎ ﻣﻮﻫﺒﺔ ﻓﻲ ﺗﺤﺪﻳﺪ ﻣﻌﻠﻤﻲ‬

‫ﺍﻟﻤﺴﺘﻘﺒﻞ‪:‬ﻓﻘﺪ ﺳﺎﺭ ﺃﻛﺜﺮ ﻣﻦ ﺛﻼﺛﻴﻦ ﻃﺎﻟﺒًﺎ ﻋﻰﻠ ﺧﻄﺎﻩ ﻓﻲ ﺍﻟﺘﺪﺭﻳﺲ ﺍﻟﺠﺎﻣﻌﻲ‪ .‬ﻭﻛﻴﻒ ﻳﻌﺮﻑ ﺍﻟﻤﻮﻫﺒﺔ ﻋﻨﺪﻣﺎ ﻳﺮﺍﻫﺎ؟‬

‫ﻗﺪﻳﺒﺪﻭ ﺍﻷﻣﺮ ﻭﻛﺄﻧﻪ ﺣﺪﺱ ﺧﺎﻟﺺ‪ ،‬ﻭﻟﻜﻦ ﻣﻬﺎﺭﺓ ﺳﻲ ﺟﻴﻪ ﺳﻜﻴﻨﺪﺭ ﻓﻲ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻹﻣﻜﺎﻧﺎﺕ ﻟﻬﺎ ﺃﺳﺎﺱ ﻋﻠﻤﻲ ﺻﺎﺭﻡﻭﺭﺍءﻫﺎ‪ .‬ﻳﻌﺪ ﺍﻛﺘﺸﺎﻑ‬

‫ﺍﻟﻤﻮﺍﻫﺐ ﻭﺗﻨﻤﻴﺘﻬﺎ ﻣﻦ ﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ ﻓﻲ ﻛﻞ ﺻﻨﺎﻋﺔ ﺗﻘﺮﻳﺒًﺎ؛ ﻣﻦ ﺍﻟﺼﻌﺐ ﺍﻟﻤﺒﺎﻟﻐﺔ ﻓﻲﺗﻘﺪﻳﺮ ﻗﻴﻤﺔ ﺇﺣﺎﻃﺔ ﺃﻧﻔﺴﻨﺎ ﺑﺎﻟﻨﺠﻮﻡ‪ .‬ﻛﻤﺎ ﻫﻮ‬

‫ﺍﻟﺤﺎﻝ ﻣﻊ ﺍﻟﺘﻮﺍﺻﻞ ﻭﺍﻟﺘﻌﺎﻭﻥ‪ ،‬ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻛﺘﺸﺎﻑ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻤﻮﺟﻮﺩﺓﻟﺪﻯ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﺈﻥ ﺃﻧﻤﺎﻁ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ ﺗﺸﻜﻞ ﺃﺳﺎﻟﻴﺒﻨﺎ‬

‫ﻭﻓﻌﺎﻟﻴﺘﻨﺎ‪ .‬ﻓﻲ ﻫﺬﺍ ﺍﻟﻔﺼﻞ‪ ،‬ﺃﺭﻳﺪ ﺃﻥ ﺃﻭﺿﺢ ﻟﻚ‬

‫ﻛﻴﻒﻳﻨﺠﺢ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺇﻰﻟ ﺟﺎﻧﺐ ﺗﺘﺒﻊ ﺗﻘﻨﻴﺎﺕ ﺳﻜﻴﻨﺪﺭ‪ ،‬ﺳﻨﻠﻘﻲﻧﻈﺮﺓ ﻋﻰﻠ ﻛﻴﻔﻴﺔ‬

‫ﺗﺤﺪﻳﺪ ﻣﺴﺘﻜﺸﻔﻲ ﺍﻟﻤﻮﺍﻫﺐ ﻟﻠﺮﻳﺎﺿﻴﻴﻦ ﻣﻦ ﺍﻟﻄﺮﺍﺯ ﺍﻟﻌﺎﻟﻤﻲ‪ ،‬ﻭﻟﻤﺎﺫﺍ ﻳﻨﺘﻬﻲ ﺍﻷﻣﺮ ﺑﺎﻟﻨﺎﺱ ﺇﻰﻟ ﺍﻹﻓﺮﺍﻁﻓﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺫﻭﻱ‬

‫ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻤﻨﺨﻔﻀﺔ‪ ،‬ﻭﻣﺎ ﻳﻘﻮﻟﻪ ﻛﺒﺎﺭ ﺍﻟﻤﻮﺳﻴﻘﻴﻴﻦ ﻋﻦ ﻣﻌﻠﻤﻴﻬﻢ‬

‫ﺍﻷﻭﺍﺉﻞ‪.‬ﻟﻜﻦ ﺃﻓﻀﻞ ﻣﻜﺎﻥ ﻟﻠﺒﺪء ﻫﻮ ﺍﻟﺠﻴﺶ‪ ،‬ﺣﻴﺚ ﺃﻣﻀﻰ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﺛﻼﺛﺔ ﻋﻘﻮﺩ ﻓﻲ ﺍﻟﺘﺤﻘﻴﻖ ﻓﻲ ﻣﺎ ﻳﻠﺰﻡ‬

‫ﻟﺘﺤﺪﻳﺪﺍﻟﻄﻼﺏ ﺍﻷﻛﺜﺮ ﻣﻮﻫﺒﺔ‪.‬‬

‫ﺑﺤﺚﺍﻟﻨﺠﻮﻡ ﻓﻲﺃﻭﺍﺉﻞ ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ‪ ،‬ﻧﺸﺮ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺩﻭﻑ ﺇﻳﺪﻥ ﺃﻭﻝ ﺗﻘﺮﻳﺮ ﻓﻲ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﻨﺘﺎﺉﺞ ﻏﻴﺮ ﺍﻟﻌﺎﺩﻳﺔ‪ .‬ﻳﻤﻜﻨﻪ ﻣﻌﺮﻓﺔﺃﻱ ﺟﻨﺪﻱ‬

‫ﻓﻲﻗﻮﺍﺕ ﺍﻟﺪﻓﺎﻉ ﺍﻹﺳﺮﺍﺉﻴﻠﻴﺔ )ﺟﻴﺶ ﺍﻟﺪﻓﺎﻉ ﺍﻹﺳﺮﺍﺉﻴﻠﻲ( ﺳﻴﺼﺒﺤﻮﻥ ﻣﻦ ﺫﻭﻱ ﺍﻷﺩﺍء ﺍﻟﻌﺎﻟﻲ‬

‫ﻗﺒﻞﺃﻥ ﻳﺒﺪﺃﻭﺍ ﺍﻟﺘﺪﺭﻳﺐ‪.‬‬

‫ﺇﻳﺪﻥﺭﺟﻞ ﺿﻌﻴﻒ ﺟﺴﺪﻳًﺎ ﻭﻟﻜﻨﻪ ﻣﺘﻮﺗﺮ ﻧﻔﺴﻴﺎً ﻧﺸﺄ ﻓﻲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ‪ .‬ﺑﻌﺪ ﺣﺼﻮﻟﻪ ﻋﻰﻠ ﺍﻟﺪﻛﺘﻮﺭﺍﻩ‪ ،‬ﻫﺎﺟﺮ ﺇﻰﻟ ﺇﺳﺮﺍﺉﻴﻞﻭﺑﺪﺃ ﺑﺈﺟﺮﺍء‬

‫ﺍﻷﺑﺤﺎﺙ ﻣﻊ ﺟﻴﺶ ﺍﻟﺪﻓﺎﻉ ﺍﻹﺳﺮﺍﺉﻴﻠﻲ‪ .‬ﻭﻓﻲ ﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ‪ ،‬ﻗﺎﻡ ﺑﻔﺤﺺ ﺍﻟﺘﻘﻴﻴﻤﺎﺕ ﺍﻟﺸﺎﻣﻠﺔﻟﻤﺎ ﻳﻘﺮﺏ ﻣﻦ ﺃﻟﻒ ﺟﻨﺪﻱ ﻛﺎﻧﻮﺍ ﻋﻰﻠ ﻭﺷﻚ‬

‫ﺍﻟﻮﺻﻮﻝ ﻟﻠﺘﺪﺭﻳﺐ ﻣﻊ ﻓﺼﺎﺉﻠﻬﻢ‪ .‬ﻛﺎﻥ ﻟﺪﻳﻪ ﺩﺭﺟﺎﺕ ﺍﺧﺘﺒﺎﺭ‬

‫ﺍﻟﻜﻔﺎءﺓ‪،‬ﻭﺍﻟﺘﻘﻴﻴﻤﺎﺕ ﺃﺛﻨﺎء ﺍﻟﺘﺪﺭﻳﺐ ﺍﻷﺳﺎﺳﻲ‪ ،‬ﻭﺗﻘﻴﻴﻤﺎﺕ ﻣﻦ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺴﺎﺑﻘﻴﻦ‪ .‬ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺣﺪﻫﺎ‪ ،‬ﺍﻟﺘﻲﺗﻢ ﺟﻤﻌﻬﺎ ﻗﺒﻞ‬

‫ﺑﺪﺍﻳﺔ ﺍﻟﺘﺪﺭﻳﺐ ﻋﻰﻠ ﺃﺩﻭﺍﺭﻫﻢ ﺍﻟﺤﺎﻟﻴﺔ‪ ،‬ﺗﻤﻜﻦ ﺇﻳﺪﻥ ﻣﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﺫﻭﻱ‬

‫ﺍﻹﻣﻜﺎﻧﺎﺕﺍﻟﻌﺎﻟﻴﺔ ﺍﻟﺬﻳﻦ ﺳﻴﺒﺮﺯﻭﻥ ﻛﻨﺠﻮﻡ‪.‬‬

‫ﻭﻋﻰﻠﻣﺪﺍﺭ ﺍﻷﺣﺪ ﻋﺸﺮ ﺃﺳﺒﻮﻋًﺎ ﺍﻟﺘﺎﻟﻴﺔ‪ ،‬ﺃﺟﺮﻯ ﺍﻟﻤﺘﺪﺭﺑﻮﻥ ﺍﺧﺘﺒﺎﺭﺍﺕ ﻟﻘﻴﺎﺱ ﺧﺒﺮﺗﻬﻢ ﻓﻲ ﺍﻟﺘﻜﺘﻴﻜﺎﺕ ﺍﻟﻘﺘﺎﻟﻴﺔ ﻭﺍﻟﺨﺮﺍﺉﻂﻭﺇﺟﺮﺍءﺍﺕ ﺍﻟﺘﺸﻐﻴﻞ‬

‫ﺍﻟﻘﻴﺎﺳﻴﺔ‪ .‬ﻛﻤﺎ ﺃﻇﻬﺮﻭﺍ ﻣﻬﺎﺭﺗﻬﻢ ﻓﻲ ﺗﺸﻐﻴﻞ ﺍﻟﺴﻼﺡ‪ ،‬ﻭﺍﻟﺘﻲ ﺗﻢ ﺗﻘﻴﻴﻤﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﻟﺨﺒﺮﺍء‪.‬ﻭﻣﻦ ﺍﻟﻤﺆﻛﺪ ﺃﻥ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻟﺬﻳﻦ ﺍﻛﺘﺸﻔﻬﻢ ﺇﻳﺪﻥ‬

‫ﺑﺎﻋﺘﺒﺎﺭﻫﻢ ﻣﻦ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ ﻛﺎﻥ ﺃﺩﺍﺅﻫﻢﺃﻓﻀﻞ ﺑﻜﺜﻴﺮ ﻣﻦ ﺃﻗﺮﺍﻧﻬﻢ ﺧﻼﻝ ﺍﻷﺷﻬﺮ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺘﺎﻟﻴﺔ‪ :‬ﻓﻘﺪ ﺳﺠﻠﻮﺍ ﺃﻋﻰﻠ ﺑﻨﺴﺒﺔ‬

‫‪ 9‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﻓﻲ ﺍﺧﺘﺒﺎﺭﺍﺕ‬

‫ﺍﻟﺨﺒﺮﺓﻭ‪ 10‬ﻓﻲ ﺍﻟﻤﺎﺉﺔ ﺃﻋﻰﻠ ﻓﻲ ﺗﻘﻴﻴﻢ ﺍﻷﺳﻠﺤﺔ‪ .‬ﻣﺎ ﻫﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﺍﺳﺘﺨﺪﻣﻬﺎ ﺇﻳﺪﻥ ﻟﺘﺤﺪﻳﺪ ﺃﺻﺤﺎﺏ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ؟ﺇﺫﺍ ﻛﻨﺖ‬

‫ﻗﺎﺉﺪ ﻓﺼﻴﻠﺔ ﻓﻲ ﺟﻴﺶ ﺍﻟﺪﻓﺎﻉ ﺍﻹﺳﺮﺍﺉﻴﻠﻲ‪ ،‬ﻣﺎ ﻫﻲ ﺍﻟﺨﺼﺎﺉﺺ ﺍﻟﺘﻲ ﺳﺘﻘﺪﺭﻫﺎ ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﻲء‬

‫ﺁﺧﺮﻓﻲ ﺟﻨﻮﺩﻙ؟ ﻣﻦﺍﻟﻤﻔﻴﺪ ﺃﻥ ﻧﻌﺮﻑ ﺃﻥ ﺇﻳﺪﻥ ﺍﺳﺘﻤﺪ ﺇﻟﻬﺎﻣﻪ ﻣﻦ ﺩﺭﺍﺳﺔ ﻛﻼﺳﻴﻜﻴﺔ ﻗﺎﺩﻫﺎ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺭﻭﺑﺮﺕ ﺭﻭﺯﻧﺘﺎﻝ ﻣﻦ ﺟﺎﻣﻌﺔ‬

‫ﻫﺎﺭﻓﺎﺭﺩ‪،‬ﻭﺍﻟﺬﻱ ﺗﻌﺎﻭﻥ ﻣﻊ ﻟﻴﻨﻮﺭ ﺟﺎﻛﻮﺑﺴﻮﻥ‪ ،‬ﻣﺪﻳﺮﺓ ﻣﺪﺭﺳﺔ ﺍﺑﺘﺪﺍﺉﻴﺔ ﻓﻲ ﺳﺎﻥ ﻓﺮﺍﻧﺴﻴﺴﻜﻮ‪ .‬ﻓﻲ ﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﻓﺼًﻼ ﺩﺭﺍﺳﻴًﺎﻣﺨﺘﻠﻔًﺎ‪ ،‬ﺃﺟﺮﻯ‬

‫ﺍﻟﻄﻼﺏ ﻣﻦ ﻣﺮﺣﻠﺔ ﺭﻳﺎﺽ ﺍﻷﻃﻔﺎﻝ ﺣﺘﻰ ﺍﻟﺼﻒ ﺍﻟﺨﺎﻣﺲ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻤﻌﺮﻓﻴﺔ ﺑﺠﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ‪.‬ﻳﻘﻴﺲ ﺍﻻﺧﺘﺒﺎﺭ ﺑﺸﻜﻞ ﻣﻮﺿﻮﻋﻲ ﻣﻬﺎﺭﺍﺕ‬

‫ﺍﻟﻄﻼﺏ ﺍﻟﻠﻔﻈﻴﺔ ﻭﺍﻟﺘﻔﻜﻴﺮﻳﺔ‪ ،‬ﻭﺍﻟﺘﻲ ﻣﻦ ﺍﻟﻤﻌﺮﻭﻑ ﺃﻧﻬﺎ ﺿﺮﻭﺭﻳﺔ ﻟﻠﺘﻌﻠﻢﻭﺣﻞ ﺍﻟﻤﺸﻜﻼﺕ‪ .‬ﺷﺎﺭﻙ ﺭﻭﺯﻧﺘﺎﻝ ﻭﺟﺎﻛﻮﺑﺴﻮﻥ ﻧﺘﺎﺉﺞ ﺍﻻﺧﺘﺒﺎﺭ ﻣﻊ‬

‫ﺍﻟﻤﻌﻠﻤﻴﻦ‪ :‬ﺃﻇﻬﺮ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ‪ 20‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦﺍﻟﻄﻼﺏ ﺇﻣﻜﺎﻧﺎﺗﻬﻢﺍﺯﺩﻫﺎﺭ ﻓﻜﺮﻱ‪ ،‬ﺃﻭ ﺍﻻﻧﺪﻓﺎﻉ‪ .‬ﻭﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﺎ ﻗﺪ ﻻ ﺗﺒﺪﻭ ﻣﺨﺘﻠﻔﺔ ﺍﻟﻴﻮﻡ‪ ،‬ﺇﻻ‬

‫ﺃﻥ ﻧﺘﺎﺉﺞ ﺍﺧﺘﺒﺎﺭﺍﺗﻬﺎ‬

‫ﺗﺸﻴﺮﺇﻰﻟ ﺃﻥ ﻫﺬﻩ ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕ ﺳﺘﻈﻬﺮ "ﻣﻜﺎﺳﺐ ﻓﻜﺮﻳﺔ ﻏﻴﺮ ﻋﺎﺩﻳﺔ" ﻋﻰﻠ ﻣﺪﺍﺭ ﺍﻟﻌﺎﻡ ﺍﻟﺪﺭﺍﺳﻲ‪.‬‬

‫ﻛﺎﻥﺍﺧﺘﺒﺎﺭ ﻫﺎﺭﻓﺎﺭﺩ ﻣﻤﻴﺰًﺍ‪ :‬ﻋﻨﺪﻣﺎ ﺃﺟﺮﻯ ﺍﻟﻄﻼﺏ ﺍﺧﺘﺒﺎﺭ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻤﻌﺮﻓﻴﺔ ﺑﻌﺪ ﻋﺎﻡ‪ ،‬ﺗﺤﺴﻨﺖ ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕ ﺃﻛﺜﺮ ﻣﻦ‬

‫ﺑﻘﻴﺔﺍﻟﻄﻼﺏ‪ .‬ﺍﻛﺘﺴﺐ ﺍﻟﻄﻼﺏ ﻣﺎ ﻣﺘﻮﺳﻄﻪ ﺍﺛﻨﺘﻲ ﻋﺸﺮﺓ ﻧﻘﻄﺔ ﻓﻲ ﻣﻌﺪﻝ ﺍﻟﺬﻛﺎء‪ ،‬ﻣﻘﺎﺭﻧﺔ ﺑﻤﺘﻮﺳﻂ ﻣﻜﺎﺳﺐ ﻗﺪﺭﻩ‬

‫ﺛﻤﺎﻧﻲﻧﻘﺎﻁ ﻓﻘﻂ ﻟﺰﻣﻼﺉﻬﻢ ﻓﻲ ﺍﻟﻔﺼﻞ‪ .‬ﺗﻔﻮﻕ ﺍﻟﺒﻨﻄﻠﻮﻥ ﻋﻰﻠ ﺃﻗﺮﺍﻧﻬﻢ ﺑﻤﺎ ﻳﻘﺮﺏ ﻣﻦ ﺧﻤﺴﺔ ﻋﺸﺮ ﻧﻘﻄﺔ ﻓﻲ ﻣﻌﺪﻝ ﺍﻟﺬﻛﺎءﻓﻲ ﺍﻟﺼﻒ ﺍﻷﻭﻝ‬

‫ﻭﻋﺸﺮ ﻧﻘﺎﻁ ﻓﻲ ﻣﻌﺪﻝ ﺍﻟﺬﻛﺎء ﻓﻲ ﺍﻟﺼﻒ ﺍﻟﺜﺎﻧﻲ‪ .‬ﻭﺑﻌﺪ ﻣﺮﻭﺭ ﻋﺎﻣﻴﻦ‪ ،‬ﻛﺎﻥ ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕ ﻻ ﻳﺰﺍﻟﻮﻥﻳﺘﻔﻮﻗﻮﻥ ﻋﻰﻠ ﺯﻣﻼﺉﻬﻢ ﻓﻲ ﺍﻟﺼﻒ‪ .‬ﻧﺠﺢ‬

‫ﺍﺧﺘﺒﺎﺭ ﺍﻟﺬﻛﺎء ﻓﻲ ﺗﺤﺪﻳﺪ ﺍﻟﻄﻼﺏ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ :‬ﻓﻘﺪ ﺃﺻﺒﺢ‬

‫ﺍﻟﻄﻼﺏﺃﻛﺜﺮ ﺫﻛﺎءً – ﻭﺑﻤﻌﺪﻝ ﺃﺳﺮﻉ – ﻣﻦ ﺯﻣﻼﺉﻬﻢ ﻓﻲ ﺍﻟﺼﻒ‪.‬‬

‫ﻭﺑﻨﺎءً ﻋﻰﻠ ﻫﺬﻩ ﺍﻟﻨﺘﺎﺉﺞ‪ ،‬ﻳﺒﺪﻭ ﺍﻟﺬﻛﺎء ﻣﻨﺎﻓﺴًﺎ ﻗﻮﻳًﺎ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻋﺎﻣﻞ ﺍﻟﺘﻤﻴﻴﺰ ﺍﻟﺮﺉﻴﺴﻲ ﻟﻠﻄﻼﺏ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ‬

‫ﺍﻟﻌﺎﻟﻴﺔ‪.‬ﻟﻜﻦ ﺍﻷﻣﺮ ﻟﻢ ﻳﻜﻦ ﻛﺬﻟﻚ‪ ،‬ﻋﻰﻠ ﺍﻷﻗﻞ ﻟﻴﺲ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪ .‬ﻭﻟﻢ ﻻ؟‬
 ‫ﺍﻟﻄﻼﺏﺍﻟﺬﻳﻦ ﺗﻢ ﺗﺼﻨﻴﻔﻬﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻝ ﻟﻢ ﻳﺤﺼﻠﻮﺍ ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﻋﻰﻠ ﺩﺭﺟﺎﺕ ﺃﻋﻰﻠ ﻓﻲ ﺍﺧﺘﺒﺎﺭ ﺍﻟﺬﻛﺎء ﺑﺠﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ‪.‬‬

‫ﺍﺧﺘﺎﺭﻫﻢﺭﻭﺯﻧﺘﺎﻝ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ‪ .‬ﻭﻗﺪﺻﻤﻤﺖ ﺍﻟﺪﺭﺍﺳﺔ ﻟﻤﻌﺮﻓﺔ ﻣﺎ ﺣﺪﺙ ﻟﻠﻄﻼﺏ ﻋﻨﺪ ﺍﻟﻤﻌﻠﻤﻴﻦﻳﻌﺘﻘﺪﻛﺎﻥ ﻟﺪﻳﻬﻢ ﺇﻣﻜﺎﻧﺎﺕ ﻋﺎﻟﻴﺔ‪ .‬ﺍﺧﺘﺎﺭ‬

‫ﺭﻭﺯﻧﺘﺎﻝ ﻋﺸﻮﺍﺉﻴًﺎ‪ 20%‬ﻣﻦ ﺍﻟﻄﻼﺏ ﻓﻲ ﻛﻞ ﻓﺼﻞ ﺩﺭﺍﺳﻲ ﻟﻴﺘﻢ ﺗﺼﻨﻴﻔﻬﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻝ‪ ،‬ﻭﻛﺎﻥ ﺍﻟـ ‪ 80%‬ﺍﻵﺧﺮﻭﻥ ﻋﺒﺎﺭﺓ‬

‫ﻋﻦﻣﺠﻤﻮﻋﺔ ﻣﺮﺍﻗﺒﺔ‪ .‬ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕ ﻟﻢ ﺗﻜﻦ ﻣﻮﺟﻮﺩﺓ‬

‫ﺃﻛﺜﺮﺫﻛﺎء ًﻣﻦ ﺃﻗﺮﺍﻧﻬﻢ‪ ،‬ﻓﺎﻟﻔﺮﻕ "ﻛﺎﻥ ﻓﻲ ﺫﻫﻦ ﺍﻟﻤﻌﻠﻢ‪ ".‬ﻭﻣﻊﺫﻟﻚ‪ ،‬ﺃﺻﺒﺢ ﺍﻟﺒﻨﻄﻠﻮﻥ ﺃﻛﺜﺮ ﺫﻛﺎءً ﻣﻦ ﺃﻗﺮﺍﻧﻬﻢ‪ ،‬ﺳﻮﺍء ﻓﻲ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻠﻔﻈﻴﺔ ﺃﻭ‬

‫ﺍﻟﻤﻨﻄﻘﻴﺔ‪ .‬ﺣﻘﻖ ﺑﻌﺾ ﺍﻟﻄﻼﺏ‬

‫ﺍﻟﺬﻳﻦﺗﻢ ﺗﺼﻨﻴﻔﻬﻢ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻟﻴﻮﻥ ﺃﻛﺜﺮ ﻣﻦ ‪ 50‬ﺑﺎﻟﻤﺎﺉﺔ ﻣﻦ ﻣﻜﺎﺳﺐ ﺍﻟﺬﻛﺎء ﻓﻲ ﻋﺎﻡ ﻭﺍﺣﺪ‪ .‬ﻟﻘﺪ ﺗﻮﻗﻔﺖﻣﻴﺰﺓ ﺍﻟﻘﺪﺭﺓ‬

‫ﻋﻰﻠ ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕ ﻋﻨﺪﻣﺎ ﺗﻢ ﺍﺧﺘﺒﺎﺭ ﺫﻛﺎء ﺍﻟﻄﻼﺏ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻌﺎﻡ ﻣﻦ ﻗﺒﻞ ﻣﻤﺘﺤﻨﻴﻦ ﻣﻨﻔﺼﻠﻴﻦ ﻟﻢ ﻳﻜﻮﻧﻮﺍﻋﻰﻠ ﻋﻠﻢ ﺑﺤﺪﻭﺙ ﺍﻟﺘﺠﺮﺑﺔ‪ ،‬ﻧﺎﻫﻴﻚ ﻋﻦ‬

‫ﺍﻟﻄﻼﺏ ﺍﻟﺬﻳﻦ ﺗﻢ ﺗﺤﺪﻳﺪﻫﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻟﻴﻦ‪ .‬ﻭﺍﺳﺘﻤﺮ ﺍﻟﻄﻼﺏ ﺍﻟﺬﻳﻦ ﺗﻢﺗﺼﻨﻴﻔﻬﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻟﻴﻮﻥ ﻓﻲ ﺇﻇﻬﺎﺭ ﺍﻟﻤﻜﺎﺳﺐ ﺑﻌﺪ ﻋﺎﻣﻴﻦ‪،‬‬

‫ﺣﺘﻰ ﻋﻨﺪﻣﺎ ﺗﻢ ﺗﺪﺭﻳﺴﻬﻢ ﻋﻰﻠ ﻳﺪ ﻣﻌﻠﻤﻴﻦ‬

‫ﻣﺨﺘﻠﻔﻴﻦﺗﻤﺎﻣًﺎ ﻟﻢ ﻳﻌﺮﻓﻮﺍ ﺃﻱ ﺍﻟﻄﻼﺏ ﺗﻢ ﺗﺼﻨﻴﻔﻬﻢ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻟﻮﻥ‪ .‬ﻟﻤﺎﺫﺍ؟‬

‫ﻟﻘﺪﺧﻠﻘﺖ ﻣﻌﺘﻘﺪﺍﺕ ﺍﻟﻤﻌﻠﻤﻴﻦ ﻧﺒﻮءﺍﺕ ﺫﺍﺗﻴﺔ ﺍﻟﺘﺤﻘﻖ‪ .‬ﻋﻨﺪﻣﺎ ﺍﻋﺘﻘﺪ ﺍﻟﻤﻌﻠﻤﻮﻥ ﺃﻥ ﻃﻼﺑﻬﻢ ﻧﺎﺟﺤﻮﻥ‪ ،‬ﻭﺿﻌﻮﺍ‬

‫ﺗﻮﻗﻌﺎﺕﻋﺎﻟﻴﺔ ﻟﻨﺠﺎﺣﻬﻢ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﺍﻧﺨﺮﻁ ﺍﻟﻤﻌﻠﻤﻮﻥ ﻓﻲ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ﺍﻟﺘﻲ ﻋﺰﺯﺕ ﺛﻘﺔ ﺍﻟﻄﻼﺏﻭﻋﺰﺯﺕ ﺗﻌﻠﻤﻬﻢ‬

‫ﻭﺗﻄﻮﺭﻫﻢ‪ .‬ﺗﻮﺍﺻﻞ ﺍﻟﻤﻌﻠﻤﻮﻥ ﺑﺸﻜﻞ ﺃﻛﺜﺮ ﺩﻓﺉًﺎ ﻣﻊ ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕ‪ ،‬ﻭﺃﻋﻄﻮﻫﻢ ﻣﻬﺎﻡ ﺃﻛﺜﺮ‬

‫ﺗﺤﺪﻳًﺎ‪،‬ﻭﺩﻋﻮﻫﻢ ﻛﺜﻴﺮًﺍ‪ ،‬ﻭﻗﺪﻣﻮﺍ ﻟﻬﻢ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ‪ .‬ﻭﻗﺪ ﻛﺮﺭﺕ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﺠﺎﺭﺏ ﻫﺬﻩ ﺍﻟﺘﺄﺛﻴﺮﺍﺕ‪ ،‬ﻣﻤﺎ ﻳﺪﻝ ﻋﻰﻠﺃﻥ ﺗﻮﻗﻌﺎﺕ‬

‫ﺍﻟﻤﻌﻠﻤﻴﻦ ﻣﻬﻤﺔ ﺑﺸﻜﻞ ﺧﺎﺹ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺪﺭﺟﺎﺕ ﻭﺩﺭﺟﺎﺕ ﺍﺧﺘﺒﺎﺭ ﺍﻟﺬﻛﺎء ﻟﻠﻄﻼﺏ ﺫﻭﻱ ﺍﻟﺘﺤﺼﻴﻞ ﺍﻟﻤﻨﺨﻔﺾﻭﺃﻓﺮﺍﺩ ﻣﺠﻤﻮﻋﺎﺕ ﺍﻷﻗﻠﻴﺎﺕ‬

‫ﺍﻟﻤﻮﺻﻮﻣﺔ‪ .‬ﻭﻓﻲ ﻣﺮﺍﺟﻌﺔ ﺷﺎﻣﻠﺔ ﻟﻸﺩﻟﺔ‪ ،‬ﺧﻠﺺ ﻋﺎﻟﻤﺎ ﺍﻟﻨﻔﺲ ﻟﻲ ﺟﻮﺳﻴﻢ ﻭﻛﻴﻨﺖﻫﺎﺭﺑﺮ ﺇﻰﻟ ﻣﺎ ﻳﻠﻲ‪:‬ﻧﺒﻮءﺍﺕ ﺗﺘﺤﻘﻖ ﺫﺍﺗﻴﺎ ﻓﻲ ﺍﻟﻔﺼﻮﻝ‬

‫ﺍﻟﺪﺭﺍﺳﻴﺔ ﺣﻘﻴﻘﻴﺔ"‪.‬‬

‫ﻟﻜﻨﻨﺎﻧﻌﻠﻢ ﺟﻤﻴﻌًﺎ ﺃﻥ ﺍﻷﻃﻔﺎﻝ ﺳﺮﻳﻌﻮ ﺍﻟﺘﺄﺛﺮ ﻓﻲ ﺍﻟﻤﺮﺍﺣﻞ ﺍﻷﻭﻰﻟ ﻣﻦ ﺍﻟﺘﻄﻮﺭ ﺍﻟﻔﻜﺮﻱ‪ .‬ﻋﻨﺪﻣﺎ ﺑﺪﺃ ﺩﻭﻑ ﺇﻳﺪﻥ ﺑﺤﺜﻪ ﻓﻲﺟﻴﺶ ﺍﻟﺪﻓﺎﻉ‬

‫ﺍﻹﺳﺮﺍﺉﻴﻠﻲ‪ ،‬ﺗﺴﺎءﻝ ﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻥ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﻨﺒﻮءﺍﺕ ﺫﺍﺗﻴﺔ ﺍﻟﺘﺤﻘﻖ ﻳﻤﻜﻦ ﺃﻥ ﻳﻨﺠﺢ ﻣﻊ ﺍﻟﺒﺎﻟﻐﻴﻦ‬

‫ﺍﻷﻛﺜﺮﺍﻛﺘﻤﺎﻻً‪ .‬ﻭﺃﺧﺒﺮ ﺑﻌﺾ ﻗﺎﺩﺓ ﺍﻟﻔﺼﺎﺉﻞ ﺃﻧﻪ ﻗﺎﻡ ﺑﻤﺮﺍﺟﻌﺔ ﻧﺘﺎﺉﺞ ﺍﺧﺘﺒﺎﺭﺍﺕ ﺍﻟﻜﻔﺎءﺓ‪ ،‬ﻭﺍﻟﺘﻘﻴﻴﻤﺎﺕ ﺃﺛﻨﺎء ﺍﻟﺘﺪﺭﻳﺐ‬

‫ﺍﻷﺳﺎﺳﻲ‪،‬ﻭﺗﻘﻴﻴﻤﺎﺕ ﻣﻦ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺴﺎﺑﻘﻴﻦ‪ ،‬ﻭﺃﻥ "ﻣﺘﻮﺳﻂ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻘﻴﺎﺩﻳﺔ ﻟﻠﻤﺘﺪﺭﺑﻴﻦ ﺃﻋﻰﻠ ﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ ﻣﻦ‬

‫ﺍﻟﻤﺴﺘﻮﻯﺍﻟﻤﻌﺘﺎﺩ‪ . . ...".‬ﻟﺬﻟﻚ‪ ،‬ﻳﻤﻜﻨﻚ ﺃﻥ ﺗﺘﻮﻗﻊ ﺇﻧﺠﺎﺯﺍﺕ ﻏﻴﺮ ﻋﺎﺩﻳﺔ ﻣﻦ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﻓﻲ ﻣﺠﻤﻮﻋﺘﻚ‪.‬‬

‫ﻛﻤﺎﻫﻮ ﺍﻟﺤﺎﻝ ﻓﻲ ﺍﻟﺪﺭﺍﺳﺔ ﻓﻲ ﺍﻟﻤﺪﺭﺳﺔ ﺍﻻﺑﺘﺪﺍﺉﻴﺔ‪ ،‬ﺍﺧﺘﺎﺭ ﺇﻳﺪﻥ ﻫﺆﻻء ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ ﻋﻰﻠ ﺃﻧﻬﻢ ﻣﻦ‬

‫ﺫﻭﻱﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﻳﺨﺘﺒﺮ ﺗﺄﺛﻴﺮ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺬﻳﻦ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻥ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﻟﺪﻳﻬﻢ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺈﻣﻜﺎﻧﺎﺕ ﻋﺎﻟﻴﺔ‪ .‬ﻭﻣﻦﺍﻟﻤﺜﻴﺮ ﻟﻠﺪﻫﺸﺔ ﺃﻥ‬

‫ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﺍﻟﺬﻳﻦ ﺗﻢ ﺗﺼﻨﻴﻔﻬﻢ ﻋﺸﻮﺍﺉﻴًﺎ ﻋﻰﻠ ﺃﻧﻬﻢ ﻣﻦ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ ﻛﺎﻥ ﺃﺩﺍﺅﻫﻢ ﺃﻓﻀﻞﺑﻜﺜﻴﺮ ﻓﻲ ﺍﺧﺘﺒﺎﺭﺍﺕ ﺍﻟﺨﺒﺮﺓ ﻭﺗﻘﻴﻴﻤﺎﺕ‬

‫ﺍﻷﺳﻠﺤﺔ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻤﺘﺪﺭﺑﻴﻦ ﺍﻟﺬﻳﻦ ﻟﻢ ﻳﺘﻢ ﺗﺼﻨﻴﻔﻬﻢ ﺑﺸﻜﻞ ﺗﻌﺴﻔﻲ‬

‫ﻋﻰﻠﺃﻧﻬﻢ ﻣﻦ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ .‬ﺗﻤﺎﻣًﺎ ﻣﺜﻞ ﺍﻟﻤﻌﻠﻤﻴﻦ‪ ،‬ﻋﻨﺪﻣﺎ ﺁﻣﻦ ﻗﺎﺩﺓ ﺍﻟﻔﺼﺎﺉﻞ ﺑﺈﻣﻜﺎﻧﺎﺕ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‪ ،‬ﺗﺼﺮﻓﻮﺍﺑﻄﺮﻕ ﺟﻌﻠﺖ ﻫﺬﻩ‬

‫ﺍﻹﻣﻜﺎﻧﺎﺕ ﺣﻘﻴﻘﺔ ﻭﺍﻗﻌﺔ‪ .‬ﻗﺪﻡ ﻗﺎﺩﺓ ﺍﻟﻔﺼﺎﺉﻞ ﺍﻟﺬﻳﻦ ﻋﻘﺪﻭﺍ ﺗﻮﻗﻌﺎﺕ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﺍﻟﻤﺰﻳﺪﻣﻦ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻭﺍﻟﻤﺸﻮﺭﺓ ﺍﻟﻤﻬﻨﻴﺔ ﻭﺍﻟﺘﻐﺬﻳﺔ‬

‫ﺍﻟﺮﺍﺟﻌﺔ ﻟﻤﺘﺪﺭﺑﻴﻬﻢ‪ .‬ﻭﻋﻨﺪﻣﺎ ﺍﺭﺗﻜﺐ ﺍﻟﻤﺘﺪﺭﺑﻮﻥ ﺃﺧﻄﺎء‪ ،‬ﺑﺪﻻ ﻣﻦ ﺍﻓﺘﺮﺍﺽﺃﻧﻬﻢ ﻳﻔﺘﻘﺮﻭﻥ ﺇﻰﻟ ﺍﻟﻘﺪﺭﺓ‪ ،‬ﺭﺃﻯ ﻗﺎﺩﺓ ﺍﻟﻔﺼﺎﺉﻞ ﻓﺮﺻﺎ ﻟﻠﺘﺪﺭﻳﺲ‬

‫ﻭﺍﻟﺘﻌﻠﻢ‪ .‬ﻭﻋﺰﺯﺕ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ﻟﻘﺎﺩﺓ‬

‫ﺍﻟﻔﺼﺎﺉﻞﻣﻦ ﺛﻘﺔ ﻭﻗﺪﺭﺓ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‪ ،‬ﻣﻤﺎ ﻣﻜّﻨﻬﻢ ﻭﺷﺠﻌﻬﻢ ﻋﻰﻠ ﺗﺤﻘﻴﻖ ﺃﺩﺍء ﺃﻋﻰﻠ‪.‬‬

‫ﻭﺗﺸﻴﺮﺍﻷﺩﻟﺔ ﺇﻰﻟ ﺃﻥ ﻣﻌﺘﻘﺪﺍﺕ ﺍﻟﻘﺎﺩﺓ ﻗﺎﺩﺭﺓ ﻋﻰﻠ ﺗﺤﻔﻴﺰ ﻧﺒﻮءﺍﺕ ﺫﺍﺗﻴﺔ ﺍﻟﺘﺤﻘﻖ ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﻣﺎﻛﻦ ﺧﺎﺭﺝ‬

‫ﻧﻄﺎﻕﺍﻟﻤﺆﺳﺴﺔ ﺍﻟﻌﺴﻜﺮﻳﺔ‪ .‬ﺃﺟﺮﻯ ﺍﻟﺒﺎﺣﺚ ﺍﻹﺩﺍﺭﻱ ﺑﺮﻳﺎﻥ ﻣﺎﻛﻨﺎﺕ ﺗﺤﻠﻴﻼ ًﺷﺎﻣﻼ ًﻟﺴﺒﻌﺔ ﻋﺸﺮ ﺩﺭﺍﺳﺔ ﻣﺨﺘﻠﻔﺔ ﻣﻊ ﻣﺎ ﻳﻘﺮﺏﻣﻦ ﺛﻼﺛﺔ ﺁﻻﻑ‬
‫ﻣﻮﻇﻒ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﻣﻨﻈﻤﺎﺕ ﺍﻟﻌﻤﻞ‪ ،‬ﻣﻦ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺼﺮﻓﻴﺔ ﺇﻰﻟ ﻣﺒﻴﻌﺎﺕ ﺍﻟﺘﺠﺰﺉﺔﺇﻰﻟ ﺍﻟﺘﺼﻨﻴﻊ‪ .‬ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﻢ‬

‫ﺗﻌﻴﻴﻦ ﺍﻟﻤﺪﻳﺮﻳﻦ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ ﻟﺮﺅﻳﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻝ ﻗﺼﻴﺮ‪ ،‬ﺍﺯﺩﻫﺮ ﺍﻟﻤﻮﻇﻔﻮﻥ‪ .‬ﻭﻳﺨﻠﺺ ﻣﺎﻛﻨﺎﺕ ﺇﻰﻟ ﺃﻥ ﻫﺬﻩ ﺍﻟﺘﺪﺧﻼﺕ‬

‫" ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻟﻬﺎ ﺗﺄﺛﻴﺮ ﻛﺒﻴﺮ ﺇﻰﻟ ﺣﺪ ﻣﺎ ﻋﻰﻠ ﺍﻷﺩﺍء‪ ".‬ﻭﻫﻮ ﻳﺸﺠﻊ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻋﻰﻠ "ﺇﺩﺭﺍﻙ ﺍﻟﻘﻮﺓ ﻭﺍﻟﺘﺄﺛﻴﺮ ﺍﻟﻤﺤﺘﻤﻠﻴﻦ ﻓﻲ )ﺃ( ﻭﺟﻮﺩ ﺍﻫﺘﻤﺎﻡ‬

‫ﺣﻘﻴﻘﻲ ﻭﺇﻳﻤﺎﻥ ﺑﺈﻣﻜﺎﻧﻴﺎﺕ ﻣﻮﻇﻔﻴﻬﻢ‪. . .‬ﻭ) ﺏ( ﺍﻻﻧﺨﺮﺍﻁ ﻓﻲ ﺃﻋﻤﺎﻝ ﺗﺪﻋﻢ ﺍﻵﺧﺮﻳﻦ ﻭﺗﻨﻘﻞ ﻫﺬﺍ ﺍﻻﻋﺘﻘﺎﺩ‪ . . .‬ﺯﻳﺎﺩﺓ ﺗﺤﻔﻴﺰ ﺍﻵﺧﺮﻳﻦ ﻭﺟﻬﻮﺩﻫﻢ‬

‫ﻭﻣﺴﺎﻋﺪﺗﻬﻢﻋﻰﻠ ﺗﺤﻘﻴﻖ ﺗﻠﻚ ﺍﻹﻣﻜﺎﻧﺎﺕ‪.‬‬

‫ﻟﻘﺪﺍﺳﺘﻮﻋﺐ ﺑﻌﺾ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻭﺍﻟﻤﻌﻠﻤﻴﻦ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻟﺔ ﺑﺎﻟﻔﻌﻞ‪ .‬ﻳﺮﻭﻥ ﺍﻟﻨﺎﺱ ﻛﻤﺎ‬
‫ﺍﻟﺒﻨﻄﻠﻮﻧﺎﺕﺑﺸﻜﻞ ﻃﺒﻴﻌﻲ‪ ،‬ﺩﻭﻥ ﺃﻥ ﻳﻘﺎﻝ ﻣﻦ ﺃﻱ ﻭﻗﺖ ﻣﻀﻰ‪ .‬ﻧﺎﺩﺭًﺍ ﻣﺎ ﻳﻜﻮﻥ ﻫﺬﺍ ﻫﻮ ﺍﻟﺤﺎﻝ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺘﻘﺪﻣﻴﻦ ﺍﻟﺬﻳﻦﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﻭﺿﻊ‬

‫ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﺜﻘﺔ ﻓﻲ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﻷﻧﻬﻢ ﻳﻔﺘﺮﺿﻮﻥ ﺃﻥ ﻣﻌﻈﻢ ﺍﻟﻨﺎﺱ ﺁﺧﺬﻭﻥ‪ ،‬ﻓﺈﻧﻬﻢ ﻟﺪﻳﻬﻢ ﺗﻮﻗﻌﺎﺕﻣﻨﺨﻔﻀﺔ ﻧﺴﺒﻴًﺎ ﻹﻣﻜﺎﻧﺎﺕ ﺃﻗﺮﺍﻧﻬﻢ‬

‫ﻭﻣﺮﺅﻭﺳﻴﻬﻢ‪ .‬ﺗﻈﻬﺮ ﺍﻷﺑﺤﺎﺙ ﺃﻥ ﻣﻦ ﻳﺘﻠﻘﻮﻥ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺗﺴﺎﻭﺭﻫﻢ ﺍﻟﺸﻜﻮﻙﺣﻮﻝ ﻧﻮﺍﻳﺎ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻟﺬﺍ ﻓﺈﻧﻬﻢ ﻳﺮﺍﻗﺒﻮﻥ ﺑﻴﻘﻈﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫ﺍﻟﺘﻲ ﻗﺪ ﻳﻠﺤﻘﻬﺎ ﺍﻵﺧﺮﻭﻥ ﺍﻟﻀﺮﺭ ﺑﻬﻢ‪ ،‬ﻭﻳﻌﺎﻣﻠﻮﻥ ﺍﻵﺧﺮﻳﻦﺑﺎﻟﺮﻳﺒﺔ ﻭﻋﺪﻡ ﺍﻟﺜﻘﺔ‪ .‬ﻫﺆﻻءﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﻟﻤﻨﺨﻔﻀﺔ ﺗﺆﺩﻱ ﺇﻰﻟ ﺣﻠﻘﺔ ﻣﻔﺮﻏﺔﻭﺗﻘﻴﻴﺪ ﺗﻄﻮﺭ‬

‫ﻭﺗﺤﻔﻴﺰ ﺍﻵﺧﺮﻳﻦ‪ .‬ﺣﺘﻰ‬

‫ﻋﻨﺪﻣﺎﻳﻨﺒﻬﺮ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﺑﻘﺪﺭﺍﺕ ﺷﺨﺺ ﺁﺧﺮ ﺃﻭ ﺩﻭﺍﻓﻌﻪ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﻨﻈﺮﻭﺍ ﺇﻰﻟ ﻫﺬﺍ ﺍﻟﺸﺨﺺ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺗﻬﺪﻳﺪًﺍ‪ ،‬ﻣﻤﺎﻳﻌﻨﻲ ﺃﻧﻬﻢ ﺃﻗﻞ‬

‫ﺍﺳﺘﻌﺪﺍﺩًﺍ ﻟﺪﻋﻤﻪ ﻭﺗﻄﻮﻳﺮﻩ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﻳﻔﺸﻞ ﺍﻟﻤﺘﻘﺪﻣﻮﻥ ﻓﻲ ﻛﺜﻴﺮ ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﻓﻲ ﺍﻻﻧﺨﺮﺍﻁ‬

‫ﻓﻲﺃﻧﻮﺍﻉ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ﺍﻟﺘﻲ ﺗﻔﻀﻲ ﺇﻰﻟ ﺛﻘﺔ ﻭﺗﻨﻤﻴﺔ ﺃﻗﺮﺍﻧﻬﻢ ﻭﻣﺮﺅﻭﺳﻴﻬﻢ‪.‬‬

‫ﺍﻟﻤﺘﻄﺎﺑﻘﻮﻥﻣﺠﻬﺰﻭﻥ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻹﻟﻬﺎﻡ ﻧﺒﻮءﺍﺕ ﺗﺤﻘﻖ ﺫﺍﺗﻬﺎ‪ .‬ﻭﻷﻧﻬﻢ ﻳﻘﺪﺭﻭﻥ ﺍﻟﻤﻌﺎﻣﻠﺔ ﺑﺎﻟﻤﺜﻞ‪ ،‬ﻓﻌﻨﺪﻣﺎ ﻳُﻈ ﻬﺮ ﺃﺣﺪﺍﻷﻗﺮﺍﻥ ﺃﻭ ﺍﻟﻤﺮﺅﻭﺳﻴﻦ‬

‫ﺇﻣﻜﺎﻧﺎﺕ ﻋﺎﻟﻴﺔ‪ ،‬ﻳﺴﺘﺠﻴﺐ ﺍﻟﻤﺘﻮﺍﻓﻘﻮﻥ ﺑﺎﻟﻤﺜﻞ‪ ،‬ﻭﻳﺒﺬﻟﻮﻥ ﻗﺼﺎﺭﻯ ﺟﻬﺪﻫﻢ ﻟﺪﻋﻢ ﻭﺗﺸﺠﻴﻊ‬

‫ﻭﺗﻄﻮﻳﺮﺯﻣﻼﺉﻬﻢ ﺍﻟﻮﺍﻋﺪﻳﻦ ﻭﻣﺮﺅﻭﺳﻴﻬﻢ ﺍﻟﻤﺒﺎﺷﺮﻳﻦ‪ .‬ﻟﻜﻦ ﺧﻄﺄ ﺍﻟﻤﻄﺎﺑﻖ ﻳﻜﻤﻦ ﻓﻲ ﺍﻧﺘﻈﺎﺭ ﺑﻮﺍﺩﺭ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ .‬ﻧﻈﺮًﺍﻷﻥ ﺍﻟﻤﻄﺎﺑﻘﻴﻦ‬

‫ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺍﻟﻠﻌﺐ ﺑﻄﺮﻳﻘﺔ ﺁﻣﻨﺔ‪ ،‬ﻓﺈﻧﻬﻢ ﻏﺎﻟﺒًﺎ ﻣﺎ ﻳﻨﺘﻈﺮﻭﻥ ﺗﻘﺪﻳﻢ ﺍﻟﺪﻋﻢ ﺣﺘﻰ ﻳﺮﻭﺍ ﺩﻟﻴﻼً ﻋﻰﻠ ﺍﻟﻮﻋﺪ‪.‬ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻔﻮﺗﻮﻥ ﻓﺮﺹ ﺗﻄﻮﻳﺮ‬

‫ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻻ ﻳﻈﻬﺮﻭﻥ ﺷﺮﺍﺭﺓ ﺍﻟﻤﻮﻫﺒﺔ ﺃﻭ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ ﻓﻲ‬

‫ﺍﻟﺒﺪﺍﻳﺔ‪ .‬ﻻﻳﻨﺘﻈﺮ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻇﻬﻮﺭ ﻋﻼﻣﺎﺕ ﺍﻹﻣﻜﺎﻧﻴﺔ‪ .‬ﻧﻈﺮًﺍ ﻷﻧﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺍﻟﺜﻘﺔ ﻭﺍﻟﺘﻔﺎﺅﻝ ﺑﺸﺄﻥ ﻧﻮﺍﻳﺎ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻓﻲ‬

‫ﺃﺩﻭﺍﺭﻫﻢﻛﻘﺎﺩﺓ ﻭﻣﺪﻳﺮﻳﻦ ﻭﻣﻮﺟﻬﻴﻦ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺭﺅﻳﺔ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﺠﻤﻴﻊ‪ .‬ﺑﺸﻜﻞ ﺍﻓﺘﺮﺍﺿﻲ‪،‬ﻳﺒﺪﺃ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺑﺎﻟﻨﻈﺮ‬

‫ﺇﻰﻟ ﺍﻷﺷﺨﺎﺹ ﻋﻰﻠ ﺃﻧﻬﻢ ﺳﺮﻭﺍﻝ ﻗﺼﻴﺮ‪ .‬ﻭﻫﺬﺍ ﻫﻮ ﺑﺎﻟﻀﺒﻂ ﻣﺎ ﻣﻜﻦ ‪ Skender CJ‬ﻣﻦ ﺗﻄﻮﻳﺮﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻄﻼﺏ ﺍﻟﻤﺘﻤﻴﺰﻳﻦ‪ .‬ﺇﻧﻪ ﻟﻴﺲ ﻣﻦ ﻏﻴﺮ‬

‫ﺍﻟﻤﺄﻟﻮﻑ ﻓﻲ ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‪ .‬ﺇﻧﻪ ﺑﺒﺴﺎﻃﺔ ﻳﺒﺪﺃ ﺑﺮﺅﻳﺔ ﺍﻟﺠﻤﻴﻊﻋﻰﻠ ﺃﻧﻬﻢ ﻣﻮﻫﻮﺑﻮﻥ ﻭﻳﺤﺎﻭﻝ ﺇﺑﺮﺍﺯ ﺃﻓﻀﻞ ﻣﺎ ﻟﺪﻳﻬﻢ‪ .‬ﻓﻲ ﺫﻫﻦ ﺳﻜﻨﺪﺭ‪،‬‬

‫ﻛﻞ ﻃﺎﻟﺐ ﻳﺪﺧﻞ ﺇﻰﻟ ﻓﺼﻠﻪ ﺍﻟﺪﺭﺍﺳﻲ ﻫﻮ ﺑﻤﺜﺎﺑﺔﻣﺎﺱ ﺧﺎﻡ ‪ -‬ﻗﺎﺩﺭ ﻭﺭﺍﻏﺐ ﻓﻲ ﺍﺳﺘﺨﺮﺍﺟﻪ ﻭﺗﻘﻄﻴﻌﻪ ﻭﺻﻘﻠﻪ‪ .‬ﻓﻬﻮ ﻳﺮﻯ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﺘﻲ ﻻ ﻳﺮﺍﻫﺎ‬

‫ﺍﻵﺧﺮﻭﻥ‪ ،‬ﻣﻤﺎ ﺃﺩﻯ‬

‫ﺇﻰﻟﺇﻃﻼﻕ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﻨﺒﻮءﺍﺕ ﺍﻟﺘﻲ ﺗﺤﻘﻖ ﺫﺍﺗﻬﺎ‪.‬‬

‫ﺗﻠﻤﻴﻊﺍﻟﻤﺎﺱ ﻓﻲ ﺍﻟﺨﺎﻡ ﻓﻲﻋﺎﻡ ‪ ،1985‬ﺗﻘﺪﻣﺖ ﻃﺎﻟﺒﺔ ﻣﻦ ﻣﺪﺭﺳﺔ ﺇﺳﻜﻨﺪﺭ ﺗﺪﻋﻰ ﻣﺎﺭﻱ ﺃﺭﻛﻮﺭﻱ ﻻﻣﺘﺤﺎﻥ ‪ CPA.‬ﻟﻢ ﺗﻜﻦ ﻣﺘﻘﺪﻣﺔ ﻓﻲ‬

‫ﺍﻻﺧﺘﺒﺎﺭ ﺍﻟﻤﻮﺣﺪﺑﺸﻜﻞ ﺟﻴﺪ‪ ،‬ﻭﻟﻢ ﺗﻨﺠﺢ ﻓﻲ ﺍﻟﻤﺮﺓ ﺍﻷﻭﻰﻟ‪ .‬ﻭﺑﻌﺪ ﺑﻀﻌﺔ ﺃﻳﺎﻡ‪ ،‬ﺗﻠﻘﺖ ﺭﺳﺎﻟﺔ ﺑﺎﻟﺒﺮﻳﺪ ﻣﻦ ﺇﺳﻜﻨﺪﺭ‪ .‬ﻟﻘﺪ ﻛﺘﺐ ﺇﻰﻟ ﻛﻞ‬

‫ﻃﺎﻟﺐﺗﻘﺪﻡ ﻟﻼﻣﺘﺤﺎﻥ‪ ،‬ﻳﻬﻨﺊ ﻓﻴﻪ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻧﺠﺤﻮﺍ ﻭﻳﺸﺠﻊ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻟﻢ ﻳﻨﺠﺤﻮﺍ‪ .‬ﻃﻮﺍﻝ ﺭﺑﻊ ﺍﻟﻘﺮﻥ ﺍﻟﻤﺎﺿﻲ‪،‬‬

‫ﻗﺎﻣﺖﻣﺎﺭﻱ ﺑﺤﻔﻆ ﺍﻟﺮﺳﺎﻟﺔ‪:‬‬

‫ﺇﻥﺯﻭﺟﻚ ﻭﻋﺎﺉﻠﺘﻚ ﻭﺃﺻﺪﻗﺎﺉﻚ ﻳﺤﺒﻮﻧﻚ ﺑﺴﺒﺐ ﺍﻟﺸﺨﺼﻴﺔ ﺍﻟﺠﻤﻴﻠﺔ ﺍﻟﺘﻲ ﺻﻨﻌﺘﻬﺎ ﺑﻨﻔﺴﻚ‪،‬ﻭﻟﻴﺲ ﺑﺴﺒﺐ ﺃﺩﺍﺉﻚ ﻓﻲ ﺍﻻﻣﺘﺤﺎﻥ‪ .‬ﺗﺬﻛﺮ‬

‫ﺫﻟﻚ ‪ . . .‬ﺍﻟﺘﺮﻛﻴﺰ ﻋﻰﻠ ﻧﻮﻓﻤﺒﺮ‪ .‬ﺍﻟﺘﺮﻛﻴﺰ‬

‫ﻋﻰﻠﺍﻟﻤﻤﺎﺭﺳﺔ‪ . . .‬ﺃﺭﻳﺪ ﻣﺎ ﻫﻮ ﺍﻷﻓﻀﻞ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻚ‪ .‬ﺳﻮﻑ ﺗﺘﻐﻠﺒﻴﻦ ﻋﻰﻠ ﻫﺬﺍ ﺍﻷﻣﺮ ﻳﺎ ﻣﺎﺭﻱ‪ .‬ﺃﻛﺘﺐﻓﻲ ﺍﺧﺘﺒﺎﺭﺍﺗﻲ‪" :‬ﻟﻘﺪ ﺗﻢ ﺑﺎﻟﻔﻌﻞ ﺗﺤﻘﻴﻖ‬

‫ﺍﻟﻬﺪﻑ ﺍﻷﺳﺎﺳﻲ ﻣﻦ ﺧﻼﻝ ﺗﺤﻀﻴﺮﻙ ﻟﻬﺬﺍ‬

‫ﺍﻻﺧﺘﺒﺎﺭ‪ . . ".‬ﺍﻟﻨﺠﺎﺡ ﻻ ﻳﻘﻴﺲ ﺍﻹﻧﺴﺎﻥ‪ ،‬ﺑﻞ ﺍﻟﺠﻬﺪ ﻫﻮ ﺍﻟﺬﻱ ﻳﻘﻴﺴﻪ‪.‬‬

‫ﺗﺸﻴﺮﺍﻟﺪﺭﺍﺳﺎﺕ ﺇﻰﻟ ﺃﻥ ﺍﻟﻤﺤﺎﺳﺒﻴﻦ ﻫﻢ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﺘﺤﻘﻴﻖ ﺇﻣﻜﺎﻧﺎﺗﻬﻢ ﻋﻨﺪﻣﺎ ﻳﺘﻠﻘﻮﻥ ﻧﻮﻉ ﺍﻟﺘﺸﺠﻴﻊ ﺍﻟﺬﻱ ﻗﺪﻣﻪ ﺳﻜﻴﻨﺪﺭ‪.‬ﻣﻨﺬ ﻋﺪﺓ ﺳﻨﻮﺍﺕ‪،‬‬

‫ﺍﺛﻨﺎﻥ ﻭﺳﺒﻌﻮﻥﻣﺪﻗﻘﻲ ﺍﻟﺤﺴﺎﺑﺎﺕ ﺍﻟﺠﺪﺩ ﺍﻧﻀﻢ ﺇﻰﻟ ﺷﺮﻛﺔ ﻣﺤﺎﺳﺒﺔ ﺍﻷﺭﺑﻌﺔ ﺍﻟﻜﺒﺎﺭ‪ .‬ﺗﻢ ﺗﻌﻴﻴﻦ‬

‫ﻧﺼﻒﺍﻟﻤﺪﻗﻘﻴﻦ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ ﻟﺘﻠﻘﻲ ﻣﻌﻠﻮﻣﺎﺕ ﺗﻔﻴﺪ ﺑﺄﻥ ﻟﺪﻳﻬﻢ ﺇﻣﻜﺎﻧﺎﺕ ﻋﺎﻟﻴﺔ ﻟﻠﻨﺠﺎﺡ‪ .‬ﻭﺃﺷﺮﻑ ﻋﻰﻠ ﺍﻟﺪﺭﺍﺳﺔ ﺍﻟﺒﺎﺣﺚﺑﺮﺍﻳﺎﻥ ﻣﺎﻛﻨﺎﺕ‪،‬‬

‫ﺍﻟﺤﺎﺉﺰ ﻋﻰﻠ ﺩﺭﺟﺔ ﺍﻟﺪﻛﺘﻮﺭﺍﻩ ﻭﺩﺭﺟﺘﻴﻦ ﻓﻲ ﺍﻟﻤﺤﺎﺳﺒﺔ ﻭﺷﻬﺎﺩﺓ ‪ CPA‬ﻭﺧﻤﺲ ﺳﻨﻮﺍﺕ ﻣﻦ‬

‫ﺍﻟﺨﺒﺮﺓﻛﻤﺤﺎﺳﺐ ﻭﻣﺮﺍﺟﻊ‪ .‬ﻗﺮﺃ ﻣﺎﻛﻨﺎﺕ ﺍﻟﺴﻴﺮ ﺍﻟﺬﺍﺗﻴﺔ ﻟﻠﻤﺪﻗﻘﻴﻦ ﺍﻟﺬﻳﻦ ﺗﻢ ﺗﻌﻴﻴﻨﻬﻢ ﻋﺸﻮﺍﺉﻴًﺎ ﻟﻴﺆﻣﻨﻮﺍ ﺑﺈﻣﻜﺎﻧﻴﺎﺗﻬﻢ‪ .‬ﺑﻌﺪ ﺫﻟﻚ‪،‬ﺍﻟﺘﻘﻰ ﺑﻜﻞ ﻭﺍﺣﺪ‬

‫ﻣﻦ ﺍﻟﻤﺪﻗﻘﻴﻦ ﻭﺃﺑﻠﻐﻬﻢ ﺃﻧﻪ ﺗﻢ ﺗﻌﻴﻴﻨﻬﻢ ﺑﻌﺪ ﻋﻤﻠﻴﺔ ﺍﺧﺘﻴﺎﺭ ﺗﻨﺎﻓﺴﻴﺔ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻭﻛﺎﻥ ﻟﺪﻯ ﺍﻹﺩﺍﺭﺓ‬
‫ﺗﻮﻗﻌﺎﺕﻛﺒﻴﺮﺓ ﻟﻨﺠﺎﺣﻬﻢ‪ ،‬ﻭﻛﺎﻥ ﻟﺪﻳﻬﻢ ﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﻠﺘﻐﻠﺐ ﻋﻰﻠ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻭﺗﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪ .‬ﻭﺑﻌﺪ ﺛﻼﺛﺔ ﺃﺳﺎﺑﻴﻊ‪ ،‬ﺃﺭﺳﻞﻟﻬﻢ ﻣﺎﻛﻨﺎﺕ ﺧﻄﺎﺑًﺎ‬

‫ﻳﻌﺰﺯ ﻫﺬﻩ ﺍﻟﺮﺳﺎﻟﺔ‪ .‬ﻟﻤﺪﺓ ﺷﻬﺮ ﻛﺎﻣﻞ‪ ،‬ﺣﺼﻞ ﺍﻟﻤﺪﻗﻘﻮﻥ ﺍﻟﺬﻳﻦ ﺗﻠﻘﻮﺍ ﺭﺳﺎﻟﺔ ﻣﺎﻛﻨﺎﺕ ﻋﻰﻠ‬

‫ﺗﻘﻴﻴﻤﺎﺕﺃﺩﺍء ﺃﻋﻰﻠ ﻣﻦ ﺍﻟﻤﺪﻗﻘﻴﻦ ﻓﻲ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﻀﺎﺑﻄﺔ‪ ،‬ﺍﻟﺬﻳﻦ ﻟﻢ ﻳﻠﺘﻘﻮﺍ ﺑﻤﺎﻛﻨﺎﺕ ﺃﻭ ﻳﺘﻠﻘﻮﺍ ﺭﺳﺎﻟﺔ ﻣﻨﻪ ﻣﻄﻠﻘًﺎ‪.‬‬

‫ﻭﻛﺎﻥﻫﺬﺍ ﺻﺤﻴﺤًﺎ ﺣﺘﻰ ﺑﻌﺪ ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺩﺭﺟﺎﺕ ﺍﺧﺘﺒﺎﺭ ﺍﻟﺬﻛﺎء ﻟﻠﻤﺪﻗﻘﻴﻦ ﻭﺍﻟﺪﺭﺟﺎﺕ ﺍﻟﺠﺎﻣﻌﻴﺔ‪.‬‬

‫ﻫﺬﺍﻫﻮ ﺍﻟﺘﺄﺛﻴﺮ ﺍﻟﺬﻱ ﺃﺣﺪﺛﺘﻪ ﺭﺳﺎﻟﺔ ﺇﺳﻜﻨﺪﺭ ﻋﻰﻠ ﻣﺎﺭﻱ ﺃﺭﻛﻮﺭﻱ‪ .‬ﻟﻘﺪ ﺷﺠﻌﻬﺎ ﻋﻰﻠ ﺍﻹﻳﻤﺎﻥ ﺑﺈﻣﻜﺎﻧﻴﺎﺗﻬﺎ ﻭﻭﺿﻊ‬

‫ﺗﻮﻗﻌﺎﺕﻋﺎﻟﻴﺔ ﻟﻬﺎ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪ .‬ﺗﻘﻮﻝ ﻣﺎﺭﻱ‪" :‬ﻟﻘﺪ ﺭﺃﻯ ﺍﻷﻓﻀﻞ ﻓﻲ ﻃﻼﺑﻪ‪ ،‬ﻭﻻ ﻳﺰﺍﻝ ﻳﺮﻯ ﺍﻷﻓﻀﻞ ﻓﻲ ﻃﻼﺑﻪ‪ ".‬ﻗﺪﻣﺖﺍﻻﻣﺘﺤﺎﻥ ﻣﺮﺓ ﺃﺧﺮﻯ‬

‫ﻭﺍﺟﺘﺎﺯﺕ ﻗﺴﻤﻴﻦ‪ ،‬ﻭﺗﺮﻛﺖ ﻗﺴﻤﻴﻦ ﺁﺧﺮﻳﻦ‪ .‬ﻭﻋﻰﻠ ﻃﻮﻝ ﺍﻟﻄﺮﻳﻖ‪ ،‬ﻭﺍﺻﻞ ﺇﺳﻜﻨﺪﺭ ﺗﺸﺠﻴﻌﻬﺎ"‪.‬ﻟﻢ ﻳﻜﻦ ﻟﻴﺴﻤﺢ ﻟﻲ ﺑﺎﻟﺘﺮﺍﺧﻲ ﻭﻟﻮ ﻗﻠﻴﻼً‪ .‬ﻛﺎﻥ‬

‫ﻳﺘﺼﻞ ﺑﻲ ﻭﻳﻄﻤﺉﻦ ﻋﻰﻠ ﺗﻘﺪﻣﻲ"‪ .‬ﺍﺟﺘﺎﺯﺕ ﺍﻟﻘﺴﻢ ﺍﻷﺧﻴﺮ‬

‫ﻭﺣﺼﻠﺖﻋﻰﻠ ﺷﻬﺎﺩﺓ ‪ CPA‬ﻓﻲ ﻋﺎﻡ ‪ ،1987‬ﺑﻌﺪ ﻋﺎﻣﻴﻦ ﻣﻦ ﺑﺪء ﺃﺩﺍء ﺍﻷﻗﺴﺎﻡ ﺍﻷﺭﺑﻌﺔ ﻟﻼﻣﺘﺤﺎﻥ‪ .‬ﺗﻮﺿﺢ ﻣﺎﺭﻱ‪" :‬ﺍﻟﻔﺮﻕ ﺍﻟﺬﻱﺃﺣﺪﺛﻪ ﻓﻲ ﺣﻴﺎﺗﻲ‬

‫]ﻛﺎﻥ[ ﻓﻲ ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺗﺮﺗﻴﺐ ﺃﻭﻟﻮﻳﺎﺗﻲ‪ ،‬ﻭﺇﺑﻘﺎﺉﻲ ﻋﻰﻠ ﺍﻟﻤﺴﺎﺭ ﺍﻟﺼﺤﻴﺢ‪ ،‬ﻭﻣﻨﻌﻨﻲ ﻣﻦ ﺍﻻﺳﺘﺴﻼﻡ" "‪.‬ﻛﻨﺖ ﺃﻋﺮﻑ ﻣﻘﺪﺍﺭ ﻣﺎ ﺍﺳﺘﺜﻤﺮﻩ ﻓﻲّ‪ ،‬ﻭﻟﻢ‬

‫ﺃﻛﻦ ﻋﻰﻠ ﻭﺷﻚ ﺃﺧﺬﻟﻪ‪ ".‬ﻭﺍﻟﻴﻮﻡ‪ ،‬ﺗﻤﺘﻠﻚ ﻣﺎﺭﻱ ﻭﻛﺎﻟﺘﻲ ﺳﻴﺎﺭﺍﺕ ﻟﻜﺰﺱ‪ " .‬ﺇﻥ ﺍﻟﺨﻠﻔﻴﺔﺍﻟﻤﺤﺎﺳﺒﻴﺔ ﻭﺍﻟﻤﻬﺎﺭﺍﺕ ﻓﻲ ﻗﺮﺍءﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺎﻟﻴﺔ ﻛﺎﻧﺖ‬

‫ﺫﺍﺕ ﻗﻴﻤﺔ‪ .‬ﻟﻜﻦ ﺃﻛﺜﺮ ﻣﻦ ﻋﻠﻤﻨﻲ ‪ CJ‬ﺍﻟﻤﻮﺍﺩ ﺍﻟﻼﺯﻣﺔ ﻟﻌﻤﻠﻲ‪،‬ﻓﻘﺪ ﺑﻨﻰ ﺷﺨﺼﻴﺘﻲ ﻭﺷﻐﻔﻲ ﻭﺗﺼﻤﻴﻤﻲ‪ .‬ﺇﻥ ﺍﻟﺘﺰﺍﻣﻪ ﺑﺎﻟﺘﺄﻛﺪ ﻣﻦ ﺍﺟﺘﻴﺎﺯ ﺍﻻﺧﺘﺒﺎﺭ‬
 ‫ﺩﻓﻌﻨﻲ ﺇﻰﻟ ﺇﺩﺭﺍﻙ ﺃﻧﻨﻲ ﺃﻓﻀﻞ‬

‫ﺃﻥﻳﺘﻢ ﺗﻌﺮﻳﻔﻲ ﺑﺎﻟﻤﺜﺎﺑﺮﺓ ﺑﺪﻻً ﻣﻦ ﺍﺟﺘﻴﺎﺯ ﺍﻻﺧﺘﺒﺎﺭ ﺃﻡ ﻻ‪.‬‬

‫ﻳﺘﻨﺎﻗﺾﻧﻬﺞ ﺳﻜﻨﺪﺭ ﻣﻊ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻷﺳﺎﺳﻲ ﺍﻟﺬﻱ ﺗﺘﺒﻌﻪ ﻣﻌﻈﻢ ﺍﻟﺸﺮﻛﺎﺕ ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺬﻟﻚ‬
‫ﺗﻨﻤﻴﺔﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﻘﻴﺎﺩﻳﺔ‪ :‬ﺗﺤﺪﻳﺪ ﺍﻷﺷﺨﺎﺹ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ ،‬ﻭﻣﻦ ﺛﻢ ﺗﺰﻭﻳﺪﻫﻢ ﺑﺎﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺪﻋﻢ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔﻟﻠﻨﻤﻮ ﻟﺘﺤﻘﻴﻖ‬

‫ﺇﻣﻜﺎﻧﺎﺗﻬﻢ‪ .‬ﻟﺘﺤﺪﻳﺪ ﻫﺆﻻء ﺍﻟﻘﺎﺩﺓ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﻴﻦ ﺫﻭﻱ ﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻌﺎﻟﻴﺔ‪ ،‬ﺗﻨﻔﻖ ﺍﻟﺸﺮﻛﺎﺕ ﻛﻞ ﻋﺎﻡ ﻣﻠﻴﺎﺭﺍﺕﺍﻟﺪﻭﻻﺭﺍﺕ ﻟﺘﻘﻴﻴﻢ ﺍﻟﻤﻮﺍﻫﺐ‪ .‬ﻋﻰﻠ‬

‫ﺍﻟﺮﻏﻢ ﻣﻦ ﺷﻌﺒﻴﺔ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ‪ ،‬ﻳﺪﺭﻙ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺃﻧﻪ ﻣﻌﻴﺐ ﺑﺸﻜﻞ ﻗﺎﺗﻞ‬

‫ﻓﻲﺟﺎﻧﺐ ﻭﺍﺣﺪ‪ .‬ﻗﺪ ﻳﻜﻮﻥ ﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﺍﻫﺐ ﻫﻮ ﺍﻟﻤﻜﺎﻥ ﺍﻟﺨﻄﺄ ﻟﻠﺒﺪء‪.‬‬

‫ﻟﺴﻨﻮﺍﺕﻋﺪﻳﺪﺓ‪ ،‬ﺍﻋﺘﻘﺪ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﺃﻥ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﺃﻱ ﻣﺠﺎﻝ ﻳﻌﺘﻤﺪ ﻋﻰﻠ ﺍﻟﻤﻮﻫﺒﺔ ﺃﻭﻻً ﻭﺍﻟﺤﺎﻓﺰ ﺛﺎﻧﻴﺎً‪ .‬ﻣﻦ ﺃﺟﻞ‬

‫ﺇﻋﺪﺍﺩﺭﻳﺎﺿﻴﻴﻦ ﻭﻣﻮﺳﻴﻘﻴﻴﻦ ﻣﻦ ﺍﻟﻄﺮﺍﺯ ﺍﻟﻌﺎﻟﻤﻲ‪ ،‬ﺑﺤﺚ ﺍﻟﺨﺒﺮﺍء ﻋﻦ ﺃﺷﺨﺎﺹ ﻳﺘﻤﺘﻌﻮﻥ ﺑﺎﻟﻘﺪﺭﺍﺕ ﺍﻟﺨﺎﻡ ﺍﻟﻤﻨﺎﺳﺒﺔ‪ ،‬ﺛﻢ ﺳﻌﻮﺍﺇﻰﻟ ﺗﺤﻔﻴﺰﻫﻢ‪ .‬ﺇﺫﺍ‬

‫ﻛﻨﺖ ﺗﺮﻳﺪ ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﺃﺷﺨﺎﺹ ﻳﻤﻜﻨﻬﻢ ﺍﻟﻐﻄﺲ ﻣﺜﻞ ﻣﺎﻳﻜﻞ ﺟﻮﺭﺩﺍﻥ ﺃﻭ ﺍﻟﻌﺰﻑ ﻋﻰﻠ ﺍﻟﺒﻴﺎﻧﻮ ﻣﺜﻞﺑﻴﺘﻬﻮﻓﻦ‪ ،‬ﻓﻤﻦ ﺍﻟﻄﺒﻴﻌﻲ ﺃﻥ ﺗﺒﺪﺃ ﺑﻔﺤﺺ‬

‫ﺍﻟﻤﺮﺷﺤﻴﻦ ﻟﻘﺪﺭﺗﻬﻢ ﻋﻰﻠ ﺍﻟﻘﻔﺰ ﻭﺃﺫﻧﻬﻢ ﻟﻠﻤﻮﺳﻴﻘﻰ‪ .‬ﻟﻜﻦ ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕ‬

‫ﺍﻷﺧﻴﺮﺓ‪،‬ﺃﺻﺒﺢ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻥ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﻗﺪ ﻳﻜﻮﻥ ﻣﺘﺨﻠﻔًﺎ‪.‬‬

‫ﻓﻲﺳﺘﻴﻨﻴﺎﺕ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ‪ ،‬ﻗﺎﻡ ﻋﺎﻟﻢ ﻧﻔﺲ ﺭﺍﺉﺪ ﻳﺪﻋﻰ ﺭﻳﻤﻮﻧﺪ ﻛﺎﺗﻴﻞ ﺑﺘﻄﻮﻳﺮ ﻃﺮﻳﻘﺔ ﻧﻈﺮﻳﺔ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﺬﻛﺎء‪ .‬ﻭﺍﻗﺘﺮﺡ ﺃﻥ ﺍﻻﻫﺘﻤﺎﻡ ﻫﻮ‬

‫ﻣﺎ ﻳﺪﻓﻊ ﺍﻟﻨﺎﺱ ﺇﻰﻟ ﺍﺳﺘﺜﻤﺎﺭ ﻭﻗﺘﻬﻢ ﻭﻃﺎﻗﺘﻬﻢ ﻓﻲ ﺗﻄﻮﻳﺮ ﻣﻬﺎﺭﺍﺕ ﻭﻗﻮﺍﻋﺪ ﻣﻌﺮﻓﻴﺔ ﻣﻌﻴﻨﺔ‪.‬ﻭﺍﻟﻴﻮﻡ‪ ،‬ﻟﺪﻳﻨﺎ ﺃﺩﻟﺔ ﺩﺍﻣﻐﺔ ﻋﻰﻠ ﺃﻥ ﺍﻻﻫﺘﻤﺎﻡ ﻳﺴﺒﻖ‬

‫ﺗﻨﻤﻴﺔ ﺍﻟﻤﻮﻫﺒﺔ‪ .‬ﺍﺗﻀﺢ ﺃﻥ ﺍﻟﺪﺍﻓﻊ ﻫﻮ ﺍﻟﺴﺒﺐ ﻭﺭﺍء ﺗﻨﻤﻴﺔ‬

‫ﺍﻟﻤﻮﺍﻫﺐﻟﺪﻯ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ‪.‬‬

‫ﻓﻲﺍﻟﺜﻤﺎﻧﻴﻨﻴﺎﺕ‪ ،‬ﻗﺎﺩ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺑﻨﻴﺎﻣﻴﻦ ﺑﻠﻮﻡ ﺃﺩﺭﺍﺳﺔ ﺗﺎﺭﻳﺨﻴﺔ ﻟﻠﻤﻮﺳﻴﻘﻴﻴﻦ ﻭﺍﻟﻌﻠﻤﺎء ﻭﺍﻟﺮﻳﺎﺿﻴﻴﻦ ﻣﻦ ﺍﻟﻄﺮﺍﺯ‬

‫ﺍﻟﻌﺎﻟﻤﻲ‪ .‬ﺃﺟﺮﻯ ﻓﺮﻳﻖ ﺑﻠﻮﻡ ﻣﻘﺎﺑﻼﺕ ﻣﻊ ﻭﺍﺣﺪ ﻭﻋﺸﺮﻳﻦ ﻋﺎﺯﻑ ﺑﻴﺎﻧﻮ ﻣﻮﺳﻴﻘﻲ ﻭﺻﻠﻮﺍ ﺇﻰﻟ ﺍﻟﺘﺼﻔﻴﺎﺕ ﺍﻟﻨﻬﺎﺉﻴﺔ ﻓﻲ ﺍﻟﻤﺴﺎﺑﻘﺎﺕﺍﻟﺪﻭﻟﻴﺔ ﺍﻟﻜﺒﺮﻯ‪.‬‬

‫ﻋﻨﺪﻣﺎ ﺑﺪﺃ ﺍﻟﺒﺎﺣﺜﻮﻥ ﺑﺎﻟﺘﻨﻘﻴﺐ ﻓﻲ ﺍﻟﺘﺠﺎﺭﺏ ﺍﻟﻤﺒﻜﺮﺓ ﻟﻌﺎﺯﻓﻲ ﺍﻟﺒﻴﺎﻧﻮ ﺍﻟﺒﺎﺭﺯﻳﻦ ﻣﻊ‬

‫ﺍﻟﻤﻮﺳﻴﻘﻰ‪،‬ﺍﻛﺘﺸﻔﻮﺍ ﻏﻴﺎﺑًﺎ ﻏﻴﺮ ﻣﺘﻮﻗﻊ ﻟﻠﻤﻮﻫﺒﺔ ﺍﻟﺨﺎﻡ‪ .‬ﻭﺃﻇﻬﺮﺕ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻥ ﻣﻌﻈﻢ ﻋﺎﺯﻓﻲ ﺍﻟﺒﻴﺎﻧﻮ ﺍﻟﻨﺠﻮﻡ ﺑﺪﺍﻭﺍ ﻓﻲ ﻭﻗﺖﻣﺒﻜﺮ "ﻣﺘﻤﻴﺰﻳﻦ ﻓﻘﻂ‬

‫ﻋﻨﺪ ﻣﻘﺎﺭﻧﺔ ﻃﻔﻞ ﻭﺍﺣﺪ ﻣﻊ ﺍﻵﺧﺮﻳﻦ ﻓﻲ ﺍﻷﺳﺮﺓ ﺃﻭ ﺍﻟﺤﻲ‪ ".‬ﻟﻢ ﻳﺒﺮﺯﻭﺍ ﻋﻰﻠ ﺍﻟﻤﺴﺘﻮﻯ‬

‫ﺍﻟﻤﺤﻠﻲﺃﻭ ﺍﻹﻗﻠﻴﻤﻲ ﺃﻭ ﺍﻟﻮﻃﻨﻲ‪ ،‬ﻭﻟﻢ ﻳﻔﺰﻭﺍ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﺴﺎﺑﻘﺎﺕ ﺍﻟﻤﺒﻜﺮﺓ‪.‬‬

‫ﻋﻨﺪﻣﺎﺃﺟﺮﻯ ﻓﺮﻳﻖ ﺑﻠﻮﻡ ﻣﻘﺎﺑﻼﺕ ﻣﻊ ﻋﺎﺯﻓﻲ ﺍﻟﺒﻴﺎﻧﻮ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ ﻭﺃﻭﻟﻴﺎء ﺃﻣﻮﺭﻫﻢ‪ ،‬ﻋﺜﺮﻭﺍ ﻋﻰﻠ ﻣﻔﺎﺟﺄﺓ ﺃﺧﺮﻯ‪ .‬ﻟﻢ ﻳﺒﺪﺃ ﻋﺎﺯﻓﻮﺍﻟﺒﻴﺎﻧﻮ ﻓﻲ ﺍﻟﺘﻌﻠﻢ ﻣﻦ‬

‫ﻣﻌﻠﻤﻲ ﺍﻟﺒﻴﺎﻧﻮ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﺧﺒﺮﺍء‪ .‬ﻛﺎﻧﻮﺍ ﻋﺎﺩﺓً ﻳﺘﻠﻘﻮﻥ ﺩﺭﻭﺳﻬﻢ ﺍﻷﻭﻰﻟ ﻓﻲ ﺍﻟﻌﺰﻑ ﻋﻰﻠ‬

‫ﺍﻟﺒﻴﺎﻧﻮﻣﻊ ﻣﺪﺭﺱ ﻳﻌﻴﺶ ﺑﺎﻟﻘﺮﺏ ﻣﻦ ﺃﺣﻴﺎﺉﻬﻢ‪ .‬ﻓﻲﻛﻮﺩ ﺍﻟﻤﻮﻫﺒﺔﻛﺘﺐ ﺩﺍﻧﻴﻴﻞ ﻛﻮﻳﻞ ﺃﻧﻪ "ﻣﻦ ﻣﻨﻈﻮﺭ ﻋﻠﻤﻲ‪ ،‬ﻛﺎﻥ ﺍﻷﻣﺮ ﻛﻤﺎﻟﻮ ﺃﻥ ﺍﻟﺒﺎﺣﺜﻴﻦ ﻗﺪ‬

‫ﻓﻌﻠﻮﺍ ﺫﻟﻚ ﺗﺘﺒﻊ ﻧﺴﺐ ﺃﺟﻤﻞ ﺍﻟﺒﺠﻊ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺍﻟﻌﻮﺩﺓ ﺇﻰﻟ ﻗﻄﻴﻊ ﻗﺬﺭ ﻣﻦ ﺩﺟﺎﺝ ﺍﻟﻔﻨﺎء‪ .‬ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ‪،‬ﺣﺘﻰ ﺑﺪﻭﻥ ﻣﻌﻠﻢ ﺧﺒﻴﺮ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪،‬‬

‫ﺗﻤﻜﻦ ﻋﺎﺯﻓﻮ ﺍﻟﺒﻴﺎﻧﻮ ﻣﻦ ﺃﻥ ﻳﺼﺒﺤﻮﺍ ﺃﻓﻀﻞ ﻣﻮﺳﻴﻘﻴﻴﻦ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ .‬ﺍﻛﺘﺴﺐ ﻋﺎﺯﻓﻮﺍﻟﺒﻴﺎﻧﻮ ﻣﻴﺰﺗﻬﻢ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺪﺭﺏ ﻟﺴﺎﻋﺎﺕ ﺃﻃﻮﻝ ﻣﻦ‬

‫ﺃﻗﺮﺍﻧﻬﻢ‪ .‬ﻛﻤﺎ ﺃﻇﻬﺮ ﻟﻨﺎ ﻣﺎﻟﻜﻮﻟﻢ ﺟﻼﺩﻭﻳﻞﺍﻟﻘﻴﻢ ﺍﻟﻤﺘﻄﺮﻓﺔ‬

‫ﻳﻜﺸﻒﺍﻟﺒﺤﺚ ﺍﻟﺬﻱ ﺃﺟﺮﺍﻩ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺃﻧﺪﺭﺱ ﺇﺭﻳﻜﺴﻮﻥ ﺃﻥ ﺍﻛﺘﺴﺎﺏ ﺍﻟﺨﺒﺮﺓ ﻓﻲ ﻣﺠﺎﻝ ﻣﺎ ﻳﺘﻄﻠﺐ ﻋﺎﺩﺓﻋﺸﺮﺓ ﺁﻻﻑ ﺳﺎﻋﺔﻣﻦ ﺍﻟﻤﻤﺎﺭﺳﺔ‬

‫ﺍﻟﻤﺘﻌﻤﺪﺓ‪ .‬ﻭﻟﻜﻦ ﻣﺎ ﺍﻟﺬﻱ ﻳﺤﻔﺰ ﺍﻟﻨﺎﺱ ﻋﻰﻠ ﺍﻟﺘﺪﺭﺏ ﺑﻬﺬﻩ ﺍﻟﻤﺪﺓ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ؟ ﻫﺬﺍ ﻫﻮ ﺍﻟﻤﻜﺎﻥ‬

‫ﺍﻟﺬﻱﻳﺪﺧﻞ ﻓﻴﻪ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﻲ ﻛﺜﻴﺮ ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﺇﻰﻟ ﺍﻟﺼﻮﺭﺓ‪.‬‬

‫ﻋﻨﺪﻣﺎﺗﺤﺪﺙ ﻋﺎﺯﻓﻮ ﺍﻟﺒﻴﺎﻧﻮ ﻭﺃﻭﻟﻴﺎء ﺃﻣﻮﺭﻫﻢ ﻋﻦ ﻣﻌﻠﻤﻲ ﺍﻟﺒﻴﺎﻧﻮ ﺍﻷﻭﺍﺉﻞ‪ ،‬ﺭﻛﺰﻭﺍ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻋﻰﻠ ﻣﻮﺿﻮﻉ ﻭﺍﺣﺪ‪ :‬ﻛﺎﻥ ﺍﻟﻤﻌﻠﻤﻮﻥﻣﻬﺘﻤﻴﻦ‪،‬‬
‫ﻭﻟﻄﻴﻔﻴﻦ‪ ،‬ﻭﺻﺒﻮﺭﻳﻦ‪ .‬ﻛﺎﻥ ﻋﺎﺯﻓﻮ ﺍﻟﺒﻴﺎﻧﻮ ﻳﺘﻄﻠﻌﻮﻥ ﺇﻰﻟ ﺩﺭﻭﺱ ﺍﻟﻌﺰﻑ ﻋﻰﻠ ﺍﻟﺒﻴﺎﻧﻮ ﻷﻥ ﻣﻌﻠﻤﻴﻬﻢ ﺍﻷﻭﺍﺉﻞﺟﻌﻠﻮﺍ ﺍﻟﻤﻮﺳﻴﻘﻰ ﻣﻤﺘﻌﺔ ﻭﻣﻤﺘﻌﺔ‪.‬‬

‫"ﻛﺎﻥ ﻟﺪﻯ ﺍﻷﻃﻔﺎﻝ ﺗﺠﺎﺭﺏ ﺇﻳﺠﺎﺑﻴﺔ ﻟﻠﻐﺎﻳﺔ ﻣﻊ ﺩﺭﻭﺳﻬﻢ ﺍﻷﻭﻰﻟ‪ .‬ﻳﻮﺿﺢ‬

‫ﻓﺮﻳﻖﺑﻠﻮﻡ‪" :‬ﻟﻘﺪ ﺍﺗﺼﻠﻮﺍ ﺑﺸﺨﺺ ﺑﺎﻟﻎ ﺁﺧﺮ‪ ،‬ﺧﺎﺭﺝ ﻣﻨﺰﻟﻬﻢ‪ ،‬ﻭﻛﺎﻥ ﺩﺍﻓﺉًﺎ ﻭﺩﺍﻋﻤًﺎ ﻭﻣﺤﺒًﺎ‪ ".‬ﺃﺛﺎﺭ ﺍﻫﺘﻤﺎﻡ ﻋﺎﺯﻓﻲ ﺍﻟﺒﻴﺎﻧﻮ ﺍﻟﻌﺎﻟﻤﻴﻴﻦﺍﻫﺘﻤﺎﻣﻬﻢ ﺍﻷﻭﻟﻲ‬

‫ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﻌﻠﻤﻴﻦ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ ﻣﻌﻄﺎءﻳﻦ‪ .‬ﺑﺤﺚ ﺍﻟﻤﻌﻠﻤﻮﻥ ﻋﻦ ﻃﺮﻕ ﻟﺠﻌﻞ ﺩﺭﻭﺱ ﺍﻟﻌﺰﻑﻋﻰﻠ ﺍﻟﺒﻴﺎﻧﻮ ﻣﻤﺘﻌﺔ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻛﺎﻥ ﺑﻤﺜﺎﺑﺔ ﺣﺎﻓﺰ‬

‫ﻣﺒﻜﺮ ﻟﻠﻤﻤﺎﺭﺳﺔ ﺍﻟﻤﻜﺜﻔﺔ ﺍﻟﻼﺯﻣﺔ ﻟﺘﻄﻮﻳﺮ ﺍﻟﺨﺒﺮﺓ‪" .‬ﺇﻥ‬

‫ﺍﺳﺘﻜﺸﺎﻑﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﻭﺍﻻﻧﺨﺮﺍﻁ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﺍﻷﻧﺸﻄﺔ ﺍﻟﻤﻮﺳﻴﻘﻴﺔ ﻟﻪ ﺍﻷﺳﺒﻘﻴﺔ" ﻋﻰﻠ ﻋﻮﺍﻣﻞ ﻣﺜﻞ "‬

‫ﺍﻟﺼﻮﺍﺏﺃﻭ ﺍﻟﺨﻄﺄ ﺃﻭ ﺍﻟﺠﻴﺪ ﺃﻭ ﺍﻟﺴﻴﺊ‪".‬‬

 ‫ﻇﻬﺮﺕﻧﻔﺲ ﺍﻷﻧﻤﺎﻁ ﻟﺪﻯ ﻻﻋﺒﻲ ﺍﻟﺘﻨﺲ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‪ .‬ﻋﻨﺪﻣﺎ ﺃﺟﺮﻯ ﻓﺮﻳﻖ ﺑﻠﻮﻡ ﻣﻘﺎﺑﻼﺕ ﻣﻊ ﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﻻﻋﺐ ﺗﻨﺲ‬

‫ﺃﻣﺮﻳﻜﻲﺗﻢ ﺗﺼﻨﻴﻔﻬﻢ ﺑﻴﻦ ﺍﻟﻌﺸﺮﺓ ﺍﻷﻭﺍﺉﻞ ﻋﻰﻠ ﻣﺴﺘﻮﻯ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﺟﺪﻭﺍ ﺃﻧﻪ ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻣﺪﺭﺑﻴﻬﻢ ﺍﻷﻭﺍﺉﻞ "ﻟﻢ ﻳﻜﻮﻧﻮﺍﻣﺪﺭﺑﻴﻦ‬

‫ﺍﺳﺘﺜﻨﺎﺉﻴﻴﻦ‪ ،‬ﺇﻻ ﺃﻧﻬﻢ ﻛﺎﻧﻮﺍ ﻳﻤﻴﻠﻮﻥ ﺇﻰﻟ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﺟﻴﺪﻳﻦ ﻟﻠﻐﺎﻳﺔ ﻣﻊ ﺍﻷﻃﻔﺎﻝ ﺍﻟﺼﻐﺎﺭ‪ ...‬ﻭﻛﺎﻧﻮﺍ ﻳﻌﺎﻣﻠﻮﻥ ﺍﻷﻃﻔﺎﻝﺑﺸﻜﻞ ﺟﻴﺪ ﻟﻠﻐﺎﻳﺔ‪ . . ".‬ﻣﺎ‬

‫ﻗﺪﻣﻪ ﻫﺬﺍ ﺍﻟﻤﺪﺭﺏ ﺍﻷﻭﻝ ﻫﻮ ﺍﻟﺘﺤﻔﻴﺰ ﻟﻠﻄﻔﻞ ﻟﻴﺼﺒﺢ ﻣﻬﺘﻤًﺎ ﺑﺎﻟﺘﻨﺲ ﻭﻗﻀﺎء ﺍﻟﻮﻗﺖ‬

‫ﻓﻲﺍﻟﺘﺪﺭﻳﺐ‪ .‬ﻓﻲﺃﺩﻭﺍﺭ ﺍﻟﻘﺎﺩﺓ ﻭﺍﻟﻤﻮﺟﻬﻴﻦ‪ ،‬ﻳﻘﺎﻭﻡ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺇﻏﺮﺍء ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﻤﻮﺍﻫﺐ ﺃﻭﻻً‪ .‬ﻣﻦ ﺧﻼﻝ ﺇﺩﺭﺍﻙ ﺃﻥ ﺃﻱ ﺷﺨﺺ ﻳﻤﻜﻦﺃﻥ ﻳﻜﻮﻥ‬

‫ﻣﺰﺩﻫﺮًﺍ‪ ،‬ﻳﺮﻛﺰ ﺍﻟﻤﺎﻧﺤﻮﻥ ﺍﻫﺘﻤﺎﻣﻬﻢ ﻋﻰﻠ ﺍﻟﺘﺤﻔﻴﺰ‪ .‬ﻳﻤﻴﻞ ﻻﻋﺒﻮ ﺍﻟﺘﻨﺲ ﺍﻷﻋﻰﻠ ﺗﺼﻨﻴﻔًﺎ ﺇﻰﻟ ﺃﻥ ﻳﻜﻮﻥ‬

‫ﻟﺪﻳﻬﻢﻣﺪﺭﺏ ﺃﻭﻝ ﻳﻮﻟﻲ "ﺍﻫﺘﻤﺎﻣًﺎ ﺧﺎﺻًﺎ ﺑﻼﻋﺐ ﺍﻟﺘﻨﺲ"‪ ،‬ﻛﻤﺎ ﻳﺸﻴﺮ ﻓﺮﻳﻖ ﺑﻠﻮﻡ‪" ،‬ﻋﺎﺩﺓً ﻷﻧﻪ ﻳﻨﻈﺮ ﺇﻰﻟ ﺍﻟﻼﻋﺐ ﺑﺎﻋﺘﺒﺎﺭﻩ‬

‫ﻣﺘﺤﻔﺰًﺍﻭﻣﺴﺘﻌﺪًﺍ ﻟﻠﻌﻤﻞ ﺑﺠﺪ‪ ،‬ﻭﻟﻴﺲ ﺑﺴﺒﺐ ﺃﻱ ﺃﺳﺒﺎﺏ ﺧﺎﺻﺔ‪ ".‬ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﺒﺪﻧﻴﺔ"‪.‬‬

‫ﻓﻲﻓﺼﻮﻝ ﺍﻟﻤﺤﺎﺳﺒﺔ‪ ،‬ﻳﻌﺪ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﺘﺤﻔﻴﺰ ﻭﺃﺧﻼﻗﻴﺎﺕ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﻟﻴﺲ ﻓﻘﻂ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻔﻜﺮﻳﺔ‪ ،‬ﺟﺰءًﺍ ﻣﻤﺎ ﺟﻌﻞ ‪ Skender CJ‬ﻧﺎﺟﺤًﺎ ﺟﺪًﺍ ﻓﻲ‬

‫ﺍﻟﺘﻌﺮﻑ ﻋﻰﻠ ﺍﻟﻤﻮﺍﻫﺐ‪ .‬ﻋﻨﺪﻣﺎ ﺭﺍﻫﻨﺖ ﺳﻜﻨﺪﺭ ﺑﻴﺚ ﺗﺮﻳﻨﻬﺎﻡ ﻋﻰﻠ ﺃﻧﻬﺎ ﺳﺘﺠﺘﺎﺯ ﺍﺧﺘﺒﺎﺭ ‪ ،CPA‬ﻟﻢ ﻳﻜﻦ ﺫﻟﻚ ﺑﺴﺒﺐ ﻣﻮﻫﺒﺔ ﺍﻟﻤﺤﺎﺳﺒﺔ ﺑﺸﻜﻞ‬

‫ﻏﻴﺮ ﻋﺎﺩﻱ‪ .‬ﻛﺎﻥ ﺫﻟﻚ ﻷﻧﻪ ﻻﺣﻆ "ﻣﺪﻯ ﺻﻌﻮﺑﺔ ﻋﻤﻠﻬﺎ ﻃﻮﺍﻝ ﺍﻟﻔﺼﻞﺍﻟﺪﺭﺍﺳﻲ‪ ".‬ﻋﻨﺪﻣﺎ ﺃﺩﺭﻙ ﺳﻜﻨﺪﺭ ﺃﻥ ﺭﻳﺠﻲ ﻟﻮﻑ ﻛﺎﻥ ﻭﺍﻋﺪًﺍ‪ ،‬ﻓﻲ ﺣﻴﻦ ﺃﻥ‬

‫ﺍﻵﺧﺮﻳﻦ ﺷﻄﺒﻮﻩ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺠﺮﺩ ﻻﻋﺐ ﺭﻳﺎﺿﻲﺁﺧﺮ‪ ،‬ﻛﺎﻥ ﺫﻟﻚ ﻷﻥ ﻟﻮﻑ "ﻋﻤﻞ ﺑﺠﺪ‪ ،‬ﻭﻛﺎﻥ ﺩﺍﺉﻤًﺎ ﻣﺴﺘﻌﺪًﺍ ﻟﻠﻔﺼﻞ"‪ ،‬ﻛﻤﺎ ﻳﻘﻮﻝ ﺳﻜﻨﺪﺭ‪" .‬ﻛﺎﻥ‬

‫ﻣﻬﺘﻤًﺎ ﺑﺎﻟﺘﻌﻠﻢ ﻭﺗﺤﺴﻴﻦﻧﻔﺴﻪ"‪ .‬ﻋﻨﺪﻣﺎ ﺷﺠﻊ ﺇﺳﻜﻨﺪﺭ ﻣﺎﺭﻱ ﺃﺭﻛﻮﺭﻱ‪ ،‬ﻛﺎﻥ ﺫﻟﻚ ﻷﻧﻬﺎ ﻛﺎﻧﺖ "ﺍﻟﺸﺨﺺ ﺍﻷﻛﺜﺮ ﻣﺸﺎﺭﻛﺔ ﻭﺍﻟﺘﺰﺍﻣًﺎ ﺍﻟﺬﻱ‬

‫ﻗﺎﺑﻠﺘﻪﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﺇﺻﺮﺍﺭﻫﺎ ﻳﻤﻴﺰﻫﺎ"‪.‬‬

‫ﻫﺬﺍﻣﺎ ﺗﺴﻤﻴﻪ ﻋﺎﻟﻤﺔ ﺍﻟﻨﻔﺲ ﺃﻧﺠﻴﻼ ﺩﺍﻛﻮﻳﺮﺙﻣﺜﺎﺑﺮﺓ‪ :‬ﻭﺟﻮﺩ ﺍﻟﻌﺎﻃﻔﺔ ﻭﺍﻟﻤﺜﺎﺑﺮﺓ ﻧﺤﻮ ﺍﻷﻫﺪﺍﻑ ﻃﻮﻳﻠﺔ ﺍﻟﻤﺪﻯ‪ .‬ﻳُﻈ ﻬﺮ‬

‫ﺑﺤﺜﻬﺎﺃﻧﻪ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻰﻟ ﺍﻟﺬﻛﺎء ﻭﺍﻟﻜﻔﺎءﺓ‪ ،‬ﻓﺈﻥ ﺍﻷﺷﺨﺎﺹ ﺫﻭﻱ ﺍﻟﺸﺠﺎﻋﺔ‪ ،‬ﺑﻔﻀﻞ ﺍﻫﺘﻤﺎﻣﻬﻢ ﻭﺗﺮﻛﻴﺰﻫﻢ ﻭﺩﻭﺍﻓﻌﻬﻢ‪ ،‬ﻳﺤﻘﻘﻮﻥﺃﺩﺍءً ﺃﻋﻰﻠ‪ .‬ﻳﻘﻮﻝ‬

‫ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺗﻮﻡ ﻛﻮﻟﺪﺗﺰ‪ ،‬ﻭﻫﻮ ﻋﻤﻴﺪ ﺗﺮﺃﺱ ﺍﻟﻌﻠﻮﻡ ﺍﻟﺴﻠﻮﻛﻴﺔ ﻭﺍﻟﻘﻴﺎﺩﺓ ﻓﻲ ﺍﻷﻛﺎﺩﻳﻤﻴﺔ ﺍﻟﻌﺴﻜﺮﻳﺔﺍﻷﻣﺮﻳﻜﻴﺔ ﻟﻤﺪﺓ ﺍﺛﻨﺘﻲ ﻋﺸﺮﺓ ﺳﻨﺔ‪" :‬ﺇﻥ ﺍﻟﻤﺜﺎﺑﺮﺓ‬

‫ﺃﻣﺮ ﻣﻬﻢ ﻟﻠﻐﺎﻳﺔ‪ ".‬ﻭﻳﺒﻠﻎ ﻣﻌﺪﻝ ﺍﻻﺧﺘﻴﺎﺭ ﺍﻟﻘﻴﺎﺳﻲ ﻟﻀﺒﺎﻁ ﺍﻟﺠﻴﺶﻓﻲ ﻣﻨﺎﺻﺐ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺮﺉﻴﺴﻴﺔ ‪ 12‬ﺑﺎﻟﻤﺎﺉﺔ؛ ﻟﻘﺪ ﺗﻢ ﺍﺧﺘﻴﺎﺭ ﺃﻋﻀﺎء ﻫﻴﺉﺔ‬

‫ﺍﻟﺘﺪﺭﻳﺲ ﺍﻟﺴﺎﺑﻘﻴﻦ ﻟﺪﻯ ﻛﻮﻟﺪﺗﺰ ﺑﻤﻌﺪﻻﺕﺗﺼﻞ ﺇﻰﻟ ‪ ،75%‬ﻭﻫﻮ ﻳﻌﺰﻭ ﻣﻌﻈﻤﻬﺎ ﺇﻰﻟ ﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﺮﺷﺤﻴﻦ ﻋﻰﻠ ﺃﺳﺎﺱ ﺍﻟﻌﺰﻳﻤﺔ‪ .‬ﻛﻤﺎ ﻳﻜﺘﺐ ﺟﻮﺭﺝ‬

‫ﺃﻧﺪﺭﺱ‬

‫ﺍﻻﻛﺘﺸﺎﻑﺍﻟﻨﺎﺩﺭ"‪"،‬ﻻ ﻳﻤﻜﻨﻚ ﺃﻥ ﺗﺄﺧﺬ ﺍﻟﺪﺍﻓﻊ ﻛﺄﻣﺮ ﻣﺴﻠﻢ ﺑﻪ" ‪.‬‬

‫ﻭﺑﻄﺒﻴﻌﺔﺍﻟﺤﺎﻝ‪ ،‬ﻓﺈﻥ ﺍﻟﻤﻮﻫﺒﺔ ﺍﻟﻄﺒﻴﻌﻴﺔ ﻣﻬﻤﺔ ﺃﻳﻀًﺎ‪ ،‬ﻭﻟﻜﻦ ﺑﻤﺠﺮﺩ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻤﺮﺷﺤﻴﻦ ﻓﻮﻕ ﻋﺘﺒﺔﺍﻹﻣﻜﺎﻧﺎﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ‪،‬‬

‫ﻓﺈﻥ ﺍﻹﺻﺮﺍﺭ ﻫﻮ ﻋﺎﻣﻞ ﺭﺉﻴﺴﻲ ﻳﺘﻨﺒﺄ ﺑﻤﺪﻯ ﺍﻗﺘﺮﺍﺑﻬﻢ ﻣﻦ ﺗﺤﻘﻴﻖ ﺇﻣﻜﺎﻧﺎﺗﻬﻢ‪ .‬ﻭﻟﻬﺬﺍ ﺍﻟﺴﺒﺐ ﻳﺮﻛﺰﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠ ﺍﻷﺷﺨﺎﺹ ﺫﻭﻱ ﺍﻟﺸﺠﺎﻋﺔ‪:‬‬

‫ﺣﻴﺚ ﻳﺤﺼﻞ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻋﻰﻠ ﺃﻛﺒﺮ ﻋﺎﺉﺪ ﻋﻰﻠ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻬﻢ‪ ،‬ﻭﺍﻷﺛﺮ ﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔﻭﺍﺳﺘﺪﺍﻣﺔ‪ .‬ﻭﺇﻰﻟ ﺟﺎﻧﺐ ﺍﺳﺘﺜﻤﺎﺭ ﻭﻗﺘﻬﻢ ﻓﻲ ﺗﺤﻔﻴﺰ ﺍﻷﺷﺨﺎﺹ‬

‫ﺫﻭﻱ ﺍﻟﻌﺰﻳﻤﺔ‪ ،‬ﻳﺴﻌﻰ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﺜﻞ ﺳﻜﻨﺪﺭ ﺇﻰﻟ‬

‫ﺗﻨﻤﻴﺔﺍﻟﻌﺰﻳﻤﺔ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ‪ .‬ﻳﻘﻮﻝ ﺳﻜﻨﺪﺭ‪" :‬ﺇﻥ ﻭﺿﻊ ﺗﻮﻗﻌﺎﺕ ﻋﺎﻟﻴﺔ ﺃﻣﺮ ﻣﻬﻢ ﻟﻠﻐﺎﻳﺔ‪" ".‬ﻋﻠﻴﻚ ﺃﻥ ﺗﺪﻓﻊ ﺍﻟﻨﺎﺱ‪ ،‬ﻭﺗﺠﻌﻠﻬﻢﻳﺘﻤﺪﺩﻭﻥ‪ ،‬ﻭﺃﻥ‬

‫ﻳﻔﻌﻠﻮﺍ ﺃﻛﺜﺮ ﻣﻤﺎ ﻳﻌﺘﻘﺪﻭﻥ ﺃﻧﻪ ﻣﻤﻜﻦ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺠﺮﻭﻥ ﺍﺧﺘﺒﺎﺭﺍﺗﻲ‪ ،‬ﺃﺭﻳﺪﻫﻢ ﺃﻥ ﻳﻌﺘﻘﺪﻭﺍ ﺃﻧﻪ ﻛﺎﻥ ﺃﺻﻌﺐﺍﺧﺘﺒﺎﺭ ﺷﻬﺪﻭﻩ ﻓﻲ ﺣﻴﺎﺗﻬﻢ‪ .‬ﻭﻫﺬﺍ ﻳﺠﻌﻠﻬﻢ‬

‫ﻣﺘﻌﻠﻤﻴﻦ ﺃﻓﻀﻞ"‪ .‬ﻟﺘﺸﺠﻴﻊ ﺍﻟﺠﻬﺪ‪ ،‬ﻳﻤﻨﺤﻬﻢ ﺳﺘﺔ ﺍﺧﺘﺒﺎﺭﺍﺕ ﺳﺎﺑﻘﺔ ﻟﻠﺘﺪﺭﻳﺐ" ‪.‬ﺇﻧﻬﻢ ﺑﺤﺎﺟﺔ ﺇﻰﻟ ﺍﻟﻘﻴﺎﻡ ﺑﺎﺳﺘﺜﻤﺎﺭﺍﺕ ﻛﺒﻴﺮﺓ‪ ،‬ﻭﻫﺬﺍ ﻳﺆﺗﻲ ﺛﻤﺎﺭﻩ‪.‬‬

‫ﺇﻥ ﺇﺟﺒﺎﺭﻫﻢ ﻋﻰﻠ ﺍﻟﻌﻤﻞ ﺑﺠﻬﺪ ﺃﻛﺒﺮ ﻣﻦ ﺃﻱ‬

‫ﻭﻗﺖﻣﻀﻰ ﻓﻲ ﺣﻴﺎﺗﻬﻢ ﻳﻔﻴﺪﻫﻢ ﻋﻰﻠ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ‪.‬‬

‫ﺃﺣﺪﻣﻔﺎﺗﻴﺢ ﺗﻨﻤﻴﺔ ﺍﻟﻌﺰﻳﻤﺔ ﻫﻮ ﺟﻌﻞ ﺍﻟﻤﻬﻤﺔ ﺍﻟﺘﻲ ﺑﻴﻦ ﻳﺪﻳﻚ ﺃﻛﺜﺮ ﺗﺸﻮﻳﻘًﺎ ﻭﺗﺤﻔﻴﺰًﺍ‪ .‬ﻓﻲ ﺩﺭﺍﺳﺔ ﺑﻠﻮﻡ‪ ،‬ﻓﻲ ﺟﻤﻴﻊ ﺍﻟﻤﺠﺎﻻﺕ‪،‬ﺗﻢ ﺗﻌﻠﻴﻢ‬
 ‫ﺍﻟﻤﻮﺳﻴﻘﻴﻴﻦ ﻭﺍﻟﺮﻳﺎﺿﻴﻴﻦ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ ﻋﻰﻠ ﻳﺪ ﻣﻌﻠﻤﻴﻦ ﻭﻣﻌﻠﻤﻴﻦ‬

‫ﻳﺤﺐﺍﻷﻃﻔﺎﻝ ﻭﻳﻜﺎﻓﺉﻬﻢ ﺑﺎﻟﺜﻨﺎء ﺃﻭ ﻋﻼﻣﺎﺕ ﺍﻻﺳﺘﺤﺴﺎﻥ ﺃﻭ ﺣﺘﻰ ﺍﻟﺤﻠﻮﻯ ﻋﻨﺪﻣﺎ ﻳﻔﻌﻠﻮﻥ ﺃﻱ ﺷﻲءﺻﺤﻴﺢ‪ .‬ﻟﻘﺪ ﻛﺎﻧﻮﺍ ﻣﺸﺠﻌﻴﻦ ﻟﻠﻐﺎﻳﺔ‪ .‬ﻟﻘﺪ‬

‫ﻛﺎﻧﻮﺍ ﻣﺘﺤﻤﺴﻴﻦ ﻟﻤﺠﺎﻝ ﺍﻟﻤﻮﺍﻫﺐ ﻭﻣﺎ ﻛﺎﻥ‬

‫ﻋﻠﻴﻬﻢﺗﻌﻠﻴﻤﻪ ﻟﻬﺆﻻء ﺍﻷﻃﻔﺎﻝ‪ .‬ﻓﻲ‬

 ‫ﺣﺎﻻﺕﻋﺪﻳﺪﺓ ‪ . . .‬ﻟﻘﺪ ﻋﺎﻣﻠﻮﺍ ﺍﻟﻄﻔﻞ ﻛﺼﺪﻳﻖ ﻟﻠﻌﺎﺉﻠﺔ‪ .‬ﺭﺑﻤﺎ ﻛﺎﻧﺖ ﺍﻟﻤﻴﺰﺓ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻟﻬﺆﻻء‬

‫ﺍﻟﻤﻌﻠﻤﻴﻦﻫﻲ ﺃﻧﻬﻢ ﺟﻌﻠﻮﺍ ﺍﻟﺘﻌﻠﻢ ﺍﻷﻭﻟﻲ ﻣﻤﺘﻌًﺎ ﻭﻣﻔﻴﺪًﺍ ﻟﻠﻐﺎﻳﺔ‪.‬‬

‫ﻛﺎﻥﻣﻦ ﺍﻟﻤﻤﻜﻦ ﻛﺘﺎﺑﺔ ﻫﺬﺍ ﺍﻟﻮﺻﻒ ﻋﻦ ﺇﺳﻜﻨﺪﺭ‪ .‬ﻟﻠﻮﻫﻠﺔ ﺍﻷﻭﻰﻟ‪ ،‬ﻳﺒﺪﻭ ﺃﻧﻪ ﻳﺘﻨﺎﺳﺐ ﻣﻊ ﺍﻟﺼﻮﺭﺓ ﺍﻟﻨﻤﻄﻴﺔ ﻟﺨﺒﻴﺮ‬

‫ﺍﻟﻤﺤﺎﺳﺒﺔ*‪.‬ﻭﻟﻜﻦ ﻓﻲ ﻣﺮﺍﺣﻞ ﻣﺨﺘﻠﻔﺔ ﻣﻦ ﺣﻴﺎﺗﻪ‪ ،‬ﻛﺎﻥ ﺇﺳﻜﻨﺪﺭ ﻳﻄﻤﺢ ﺇﻰﻟ ﺃﻥ ﻳﺼﺒﺢ ﻋﺎﺯﻓًﺎ ﻋﻰﻠ ﺍﻷﻗﺮﺍﺹ‪ ،‬ﻭﻣﻮﺳﻴﻘﻴًﺎ‪ ،‬ﻭﻣﻤﺜًﻼ‪،‬ﻭﻣﻘﺪﻡ ﺑﺮﺍﻣﺞ‬

‫ﺣﻮﺍﺭﻳﺔ‪ ،‬ﻭﻣﻤﺜًﻼ ﻛﻮﻣﻴﺪﻳًﺎ‪ .‬ﺿﻊ ﻗﺪﻣﻚ ﻓﻲ ﻓﺼﻠﻪ ﺍﻟﺪﺭﺍﺳﻲ‪ ،‬ﻭﺳﺘﺮﻯ ﺃﻧﻪ ﻟﻢ ﻳﺘﺨﻰﻠ ﺗﻤﺎﻣًﺎ ﻋﻦ ﻫﺬﻩ ﺍﻷﺣﻼﻡ‪.‬ﻭﻓﻴًﺎ ﻟﻄﺒﻴﻌﺘﻪ ﺍﻟﻘﻬﺮﻳﺔ ﻭﺫﻭﻗﻪ‬

‫ﺍﻻﻧﺘﻘﺎﺉﻲ‪ ،‬ﻓﺈﻧﻪ ﻳﺘﺨﻠﻞ ﺩﻭﺭﺍﺗﻪ ﺇﺟﺮﺍءﺍﺕ ﻣﺴﻠﻴﺔ ﻹﺑﻘﺎء ﻃﻼﺑﻪ ﻣﻨﺨﺮﻃﻴﻦ‪ ،‬ﺣﻴﺚ ﻳﻘﻮﻡﺑﺘﺸﻐﻴﻞ ﺃﺭﺑﻊ ﺃﻏﻨﻴﺎﺕ ﻓﻲ ﺑﺪﺍﻳﺔ ﻛﻞ ﻓﺼﻞ ﻭﻳﺮﻣﻲ ﻗﻄﻊ‬

‫ﺍﻟﺤﻠﻮﻯ ﻟﻠﻄﻼﺏ ﺍﻷﻭﺍﺉﻞ ﺍﻟﺬﻳﻦ ﻳﺼﺮﺧﻮﻥ ﺑﺎﻹﺟﺎﺑﺎﺕ‬

‫ﺍﻟﺼﺤﻴﺤﺔﻋﻰﻠ ﺍﻟﺘﻮﺍﻓﻪ ﺍﻟﻤﻮﺳﻴﻘﻴﺔ‪ .‬ﻫﻜﺬﺍ ﺍﻧﺘﻬﻰ ﺍﻷﻣﺮ ﺑﻤﻠﺼﻖ ﻣﻐﻨﻲ ﺍﻟﺮﺍﺏ ﻋﻰﻠ ﺣﺎﺉﻂ ﻣﻨﺰﻟﻪ‪ .‬ﻭﻳﻮﺿﺢ ﻗﺎﺉﻼً‪" :‬ﺇﺫﺍ ﻛﻨﺖﺗﺮﻏﺐ ﻓﻲ ﺟﺬﺏ‬

‫ﺍﻧﺘﺒﺎﻩ ﺟﻤﻬﻮﺭﻙ‪ ،‬ﻭﺇﺫﺍ ﻛﻨﺖ ﺗﺮﻳﺪ ﺣﻘًﺎ ﺟﺬﺏ ﺍﻧﺘﺒﺎﻫﻬﻢ‪ ،‬ﻋﻠﻴﻚ ﺃﻥ ﺗﻌﺮﻑ ﺍﻟﻌﺎﻟﻢ ﺍﻟﺬﻱ ﻳﻌﻴﺸﻮﻥ ﻓﻴﻪ‪،‬ﻭﺍﻟﻤﻮﺳﻴﻘﻰ ﺍﻟﺘﻲ ﻳﺴﺘﻤﻌﻮﻥ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﺍﻷﻓﻼﻡ‬

‫ﺍﻟﺘﻲ ﻳﺸﺎﻫﺪﻭﻧﻬﺎ‪" ".‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﻤﻌﻈﻢ ﻫﺆﻻء ﺍﻷﻃﻔﺎﻝ‪ ،‬ﺍﻟﻤﺤﺎﺳﺒﺔ ﻫﻲ ﺑﻤﺜﺎﺑﺔﻗﻨﺎﺓ ﺍﻟﺠﺬﺭ‪ .‬ﻭﻟﻜﻦ ﻋﻨﺪﻣﺎ ﻳﺴﻤﻌﻮﻧﻨﻲ ﺃﻗﺘﺒﺲ ﻣﻦ ‪ Usher‬ﺃﻭ ‪Green‬‬

‫‪ ،Lo Cee‬ﻳﻘﻮﻟﻮﻥ ﻷﻧﻔﺴﻬﻢ‪" :‬ﻣﻬًﻼ‪ ،‬ﻫﻞ‬

‫ﻗﺎﻝﺫﻟﻚ ﺍﻟﺮﺟﻞ ﺍﻟﺴﻤﻴﻦ ﺫﻭ ﺍﻟﺸﻌﺮ ﺍﻷﺑﻴﺾ ﻣﺎ ﺍﻋﺘﻘﺪﺕ ﺃﻧﻪ ﻗﺎﻟﻪ؟" ﺛﻢ ﺣﺼﻠﺖ ﻋﻠﻴﻬﺎ‪.‬‬

‫ﻣﻦﺧﻼﻝ ﺗﻨﻤﻴﺔ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﻟﻤﺤﺎﺳﺒﺔ‪ ،‬ﻳﻌﺘﻘﺪ ﺇﺳﻜﻨﺪﺭ ﺃﻥ ﻃﻼﺑﻪ ﺳﻴﻜﻮﻧﻮﻥ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻻﺳﺘﺜﻤﺎﺭ ﺍﻟﻮﻗﺖ ﻭﺍﻟﻄﺎﻗﺔ‬

‫ﺍﻟﻼﺯﻣﻴﻦﻹﺗﻘﺎﻥ ﻫﺬﺍ ﺍﻟﺘﺨﺼﺺ‪ .‬ﻳﻘﻮﻝ ﺭﻳﺠﻲ ﻟﻮﻑ‪" :‬ﺇﻥ ‪ CJ‬ﻫﻮ ﻣﺜﺎﻝ ﻟﻠﺸﺨﺺ ﺍﻟﻤﺘﻌﺎﻃﻒ‪" ".‬ﺇﻧﻪ ﻳﻌﺮﻑ ﻋﻦ ﺍﻟﻤﻮﺳﻴﻘﻰﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﺷﺨﺺ‬

‫ﺁﺧﺮ‪ ،‬ﻭﻫﻮ ﻗﺎﺩﺭ ﺩﺍﺉﻤًﺎ ﻋﻰﻠ ﺩﻣﺞ ﺫﻟﻚ ﻓﻲ ﺍﻟﻤﺤﺎﺿﺮﺓ ﻟﻤﺴﺎﻋﺪﺓ ﺍﻷﺷﺨﺎﺹ ﻋﻰﻠ ﺍﻟﺘﻮﺍﺻﻞﻣﻊ ﺍﻟﻤﺎﺩﺓ‪ .‬ﻋﻨﺪﻣﺎ ﺗﻔﻜﺮ ﻓﻲ ﺍﻻﺿﻄﺮﺍﺭ ﺇﻰﻟ ﺍﻻﻟﺘﺤﺎﻕ‬
‫ﺑﺪﻭﺭﺓ ﺩﺭﺍﺳﻴﺔ ﺻﻌﺒﺔ‪ ،‬ﻭﻫﻮ ﺃﻣﺮ ﻻ ﻳﻜﻮﻥ ﻣﺜﻴﺮًﺍ ﻟﻼﻫﺘﻤﺎﻡ ﻓﻲﺍﻟﻌﺎﺩﺓ‪ ،‬ﻓﺈﻥ ﺍﻻﺿﻄﺮﺍﺭ ﺇﻰﻟ ﻣﻮﺍﻛﺒﺔ ﺫﻟﻚ ﻳﻤﺜﻞ ﺗﺤﺪﻳًﺎ‪ .‬ﻟﻘﺪ ﺟﻌﻞ ‪ CJ‬ﺍﻷﻣﺮ ﻣﺜﻴﺮًﺍ‬

‫ﻟﻼﻫﺘﻤﺎﻡ‪ ،‬ﻭﺍﻧﺘﻬﻰ ﺑﻲ ﺍﻷﻣﺮ ﺑﺎﻟﻌﻤﻞ ﺑﺠﺪﻳﺔﺃﻛﺒﺮ ﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ .‬ﺣﺼﻞ ﺍﻟﺤﺐ ﻋﻰﻠ ﺩﺭﺟﺔ ‪ A‬ﻓﻲ ﻓﺼﻞ ﺳﻜﻨﺪﺭ‪ .‬ﻳﻮﺿﺢ ﺩﻳﻔﻴﺪ ﻣﻮﻟﺘﺰ‪ ،‬ﻭﻫﻮ ﻃﺎﻟﺐ‬

‫ﺳﺎﺑﻖ ﻓﻲ ‪ Skender's‬ﻳﻌﻤﻞ ﻓﻲ ‪ ،Google‬ﺃﻥ ‪" Skender‬ﻳﺴﺎﻋﺪ ﻛﻞ ﻃﺎﻟﺐ )ﻭﺷﺨﺺ( ﻳﻘﺎﺑﻠﻪ ﺑﺄﻱ ﻃﺮﻳﻘﺔ ﻣﻤﻜﻨﺔ‪ .‬ﺇﻧﻪ ﻳﻀﺤﻲ‬

‫ﺑﻤﺉﺎﺕﺍﻟﺴﺎﻋﺎﺕ ﻣﻦ ﺣﻴﺎﺗﻪ ﺍﻟﺸﺨﺼﻴﺔ ﻹﺣﺪﺍﺙ ﺗﺄﺛﻴﺮ ﻋﻰﻠ ﺣﻴﺎﺓ ﺍﻟﻄﻼﺏ ﻭﺗﻌﻠﻴﻢ ﺃﻛﺒﺮ ﻋﺪﺩ ﻣﻤﻜﻦ ﻣﻨﻬﻢ‪ .‬ﺇﻧﻪ ﻳﺒﺬﻝ‬

‫ﻗﺼﺎﺭﻯﺟﻬﺪﻩ ﻟﻴﺠﻌﻞ ﻛﻞ ﻣﻦ ﻳﺘﻌﺎﻣﻞ ﻣﻌﻪ ﻳﺸﻌﺮﻭﻥ ﺑﺄﻧﻬﻢ ﻣﻤﻴﺰﻭﻥ‪.‬‬

 ‫ﺭﻣﻲﺍﻟﻤﺎﻝ ﺍﻟﺠﻴﺪ ﺑﻌﺪ ﺍﻟﻤﻮﺍﻫﺐ ﺍﻟﺴﻴﺉﺔ‬

‫ﻭﻷﻧﻬﻢﻳﺮﻭﻥ ﺍﻹﻣﻜﺎﻧﺎﺕ ﻓﻲ ﻛﻞ ﻣﻜﺎﻥ ﺣﻮﻟﻬﻢ‪ ،‬ﻳﻨﺘﻬﻲ ﺍﻷﻣﺮ ﺑﺎﻟﻤﺎﻧﺤﻴﻦ ﺇﻰﻟ ﺍﺳﺘﺜﻤﺎﺭ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﻭﻗﺘﻬﻢ ﻓﻲ ﺗﺸﺠﻴﻊ ﺍﻷﺷﺨﺎﺹﻭﺗﻄﻮﻳﺮﻫﻢ‬

‫ﻟﺘﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻹﻣﻜﺎﻧﺎﺕ‪ .‬ﻫﺬﻩ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﻻ ﺗﺆﺗﻲ ﺛﻤﺎﺭﻫﺎ ﺩﺍﺉﻤًﺎ؛ ﻳﻔﺘﻘﺮ ﺑﻌﺾ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺇﻰﻟ ﺍﻟﻤﻮﻫﺒﺔﺍﻟﺨﺎﻡ‪ ،‬ﻭﺍﻟﺒﻌﺾ ﺍﻵﺧﺮ ﻻ ﻳﺤﺎﻓﻆ‬

‫ﻋﻰﻠ ﺷﻐﻔﻪ ﺃﻭ ﻳﺤﺎﻓﻆ ﻋﻰﻠ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﺍﻟﻌﺰﻳﻤﺔ‪ .‬ﻛﺘﺐ ﺳﻜﻨﺪﺭ ﺫﺍﺕﻣﺮﺓ ﺃﻛﺜﺮ ﻣﻦ ﻣﺎﺉﺔ ﺧﻄﺎﺏ ﺗﻮﺻﻴﺔ ﻟﻄﺎﻟﺐ ﻛﺎﻥ ﻳﺘﻘﺪﻡ ﺇﻰﻟ‬

‫ﺑﺮﺍﻣﺞ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻌﻠﻴﺎ ﺧﺎﺭﺝ ﻣﺠﺎﻝ ﺍﻟﻤﺤﺎﺳﺒﺔ‪ .‬ﺗﻢ ﺭﻓﻀﻬﺎﻣﻦ ﻗﺒﻞ ﺟﻤﻴﻊ ﺍﻟﺒﺮﺍﻣﺞ ﻓﻲ ﻋﺎﻣﻬﺎ ﺍﻷﻭﻝ‪ ،‬ﻭﻗﺮﺭﺕ ﺍﻟﺘﻘﺪﻳﻢ ﻣﺮﺓ ﺃﺧﺮﻯ‪ ،‬ﻟﺬﻟﻚ ﺃﻋﺎﺩ‬

‫ﻛﺘﺎﺑﺔ ﺧﻄﺎﺑﺎﺕ ﺍﻟﺘﻮﺻﻴﺔ‬

‫ﺑﺈﺧﻼﺹ‪.‬ﻋﻨﺪﻣﺎ ﺭﻓﻀﺘﻬﺎ ﺍﻟﻤﺪﺍﺭﺱ ﻣﺮﺓ ﺃﺧﺮﻯ‪ ،‬ﻗﺎﻡ ﺇﺳﻜﻨﺪﺭ ﺑﻤﺮﺍﺟﻌﺔ ﺧﻄﺎﺑﺎﺕ ﺍﻟﺘﻮﺻﻴﺔ ﺍﻟﺨﺎﺻﺔ ﺑﻪ ﻟﻠﺴﻨﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻋﻰﻠ‬

‫ﺍﻟﺘﻮﺍﻟﻲ‪.‬ﺃﺧﻴﺮًﺍ‪ ،‬ﺑﻌﺪ ﺛﻼﺙ ﺿﺮﺑﺎﺕ‪ ،‬ﺷﺠﻌﺘﻬﺎ ﺇﺳﻜﻨﺪﺭ ﻋﻰﻠ ﺍﺗﺒﺎﻉ ﻃﺮﻳﻖ ﻣﺨﺘﻠﻒ‪.‬‬

‫ﻟﻮﻛﺎﻥ ﺇﺳﻜﻨﺪﺭ ﺃﻛﺜﺮ ﻣﻦ ﻣﺠﺮﺩ ﻣﺘﻘﺒﻞ ﺃﻭ ﻣﻄﺎﺑﻖ‪ ،‬ﻓﻬﻞ ﻛﺎﻥ ﺳﻴﺴﺘﺴﻠﻢ ﻋﺎﺟﻼً‪ ،‬ﻟﻴﻮﻓﺮ ﻭﻗﺘﻪ ﻭﻭﻗﺖ ﺍﻟﻄﺎﻟﺐ؟ ﻫﻞ‬

‫ﻳﺒﺎﻟﻎﺍﻟﻤﺎﻧﺤﻮﻥ ﻓﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻤﺘﻠﻜﻮﻥ ﻗﺪﺭًﺍ ﻛﺒﻴﺮًﺍ ﻣﻦ ﺍﻟﺸﻐﻒ ﻭﻟﻜﻨﻬﻢ ﻳﻔﺘﻘﺮﻭﻥ ﺇﻰﻟ ﺍﻟﻜﻔﺎءﺓ‪ ،‬ﻭﻛﻴﻒﻳﺪﻳﺮﻭﻥ ﺃﻭﻟﻮﻳﺎﺗﻬﻢ‬

‫ﻟﻠﺘﺮﻛﻴﺰ ﻋﻰﻠ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﺒﺪﻭﻥ ﻭﺍﻋﺪﻳﻦ ﺑﻴﻨﻤﺎ ﻳﺴﺘﺜﻤﺮﻭﻥ ﺑﺸﻜﻞ ﺃﻗﻞ ﻓﻲ ﺃﻭﻟﺉﻚ ﺍﻟﺬﻳﻦ ﻻﻳﻔﻌﻠﻮﻥ ﺫﻟﻚ؟ ﻟﻤﻌﺮﻓﺔ ﺫﻟﻚ‪ ،‬ﻻ ﻳﻮﺟﺪ ﻣﻜﺎﻥ‬

‫ﺃﻓﻀﻞ ﻣﻦ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﺍﻻﺣﺘﺮﺍﻓﻴﺔ‪ ،‬ﺣﻴﺚ ﺗﺨﺘﺒﺮ ﻣﺴﻮﺩﺓ ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ‬

‫ﻟﻠﻤﺤﺘﺮﻓﻴﻦﺍﻟﺴﻨﻮﻳﺔ ﺧﺒﺮﺍء ﺍﻟﻤﻮﺍﻫﺐ ﻋﻰﻠ ﺍﻟﺴﺎﺣﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ .‬ﺍﻟﺘﺄﺧﻴﺮﺳﺘﻮ ﺇﻧﻤﺎﻥﻳُﺬ ﻛﺮ ﻋﻰﻠ ﺃﻧﻪ ﺍﻟﺮﺟﻞ ﺍﻟﺬﻱ ﻳﻘﻒ ﻭﺭﺍء ﺍﺛﻨﻴﻦ ﻣﻦ ﺃﺳﻮﺃ ﺍﻷﺧﻄﺎء ﻓﻲ‬

‫ﺗﺎﺭﻳﺦ ﺍﻻﺗﺤﺎﺩ ﺍﻟﻮﻃﻨﻲ ﻟﻜﺮﺓ ﺍﻟﺴﻠﺔ‪.‬ﻓﻲ ﻋﺎﻡ ‪ ،1972‬ﺣﺼﻞ ﻓﺮﻳﻖ ﺑﻮﺭﺗﻼﻧﺪ ﺗﺮﻳﻞ ﺑﻠﻴﺰﺭﺯ ﻋﻰﻠ ﺍﻻﺧﺘﻴﺎﺭ ﺍﻷﻭﻝ ﻓﻲ ﺍﻟﻤﺴﻮﺩﺓ‪ .‬ﻛﺎﻥ ﺇﻧﻤﺎﻥ ﻳﻌﻤﻞ‬

‫ﻛﻤﺪﻳﺮ ﻷﻓﺮﺍﺩﺍﻟﻼﻋﺒﻴﻦ‪ ،‬ﻭﺍﺧﺘﺎﺭ ﺍﻟﻮﺳﻂ ﻻﺭﻭ ﻣﺎﺭﺗﻦ‪ ،‬ﺍﻟﺬﻱ ﺗﺒﻴﻦ ﺃﻧﻪ ﻛﺎﻥ ﻣﺨﻴﺒﺎ ﻟﻶﻣﺎﻝ‪ ،‬ﺣﻴﺚ ﺑﻠﻎ ﻣﺘﻮﺳﻄﻪ ﻣﺎ ﻳﺰﻳﺪ ﻗﻠﻴﻼ ﻋﻦ‬

‫ﺧﻤﺲﻧﻘﺎﻁ ﻭﺃﺭﺑﻊ ﻣﺘﺎﺑﻌﺎﺕ ﻟﻜﻞ ﻣﺒﺎﺭﺍﺓ ﻓﻲ ﺃﺭﺑﻌﺔ ﻣﻮﺍﺳﻢ ﻣﻊ ﺑﻠﻴﺰﺭﺯ‪ .‬ﻓﻲ ﺻﻴﺎﻏﺔ ﻣﺎﺭﺗﻦ‪ ،‬ﺗﺠﺎﻭﺯ ﺇﻧﻤﺎﻥ ﺍﺛﻨﻴﻦ ﻣﻦ ﺃﻋﻈﻢ‬
‫ﺍﻟﻼﻋﺒﻴﻦﻓﻲ ﺗﺎﺭﻳﺦ ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ ﻟﻠﻤﺤﺘﺮﻓﻴﻦ‪ .‬ﺍﻻﺧﺘﻴﺎﺭ ﺍﻟﺜﺎﻧﻲ ﻓﻲ ﺫﻟﻚ ﺍﻟﻌﺎﻡ ﻛﺎﻥ ﺑﻮﺏ ﻣﺎﻛﺎﺩﻭ‪ ،‬ﺍﻟﺬﻱ ﺳﺠﻞ ﻧﻘﺎﻃًﺎ‬

‫ﻓﻲﻣﻮﺳﻤﻪ ﺍﻷﻭﻝ ﺃﻛﺜﺮ ﻣﻤﺎ ﺳﺠﻠﻪ ﻣﺎﺭﺗﻦ ﻃﻮﺍﻝ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ‪ .‬ﺗﻢ ﺍﺧﺘﻴﺎﺭ ‪ McAdoo‬ﻛﺄﻓﻀﻞ ﻻﻋﺐ ﻣﺒﺘﺪﺉ ﻟﻬﺬﺍ ﺍﻟﻌﺎﻡ‪ ،‬ﻭﺑﻌﺪﺫﻟﻚ ﺑﻌﺎﻣﻴﻦ‪،‬‬

‫ﺃﺻﺒﺢ ﺍﻟﻼﻋﺐ ﺍﻷﻛﺜﺮ ﻗﻴﻤﺔ ﻓﻲ ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ ﻟﻠﻤﺤﺘﺮﻓﻴﻦ‪ .‬ﻓﻲ ﻣﺴﻴﺮﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ ﺍﻟﺘﻲ ﺍﺳﺘﻤﺮﺕ ﺃﺭﺑﻌﺔﻋﺸﺮ ﻋﺎﻣًﺎ ﻓﻲ ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ‬

‫ﻟﻠﻤﺤﺘﺮﻓﻴﻦ‪ ،‬ﻓﺎﺯ ﻣﺎﻛﺎﺩﻭ ﺑﻠﻘﺐ ﺍﻟﺪﻭﺭﻱ ﻣﺮﺗﻴﻦ‪ ،‬ﻭﻟﻌﺐ ﻓﻲ ﻓﺮﻳﻘﻴﻦ ﻣﻦ ﻓﺮﻕ ﺍﻟﺒﻄﻮﻟﺔ‪،‬ﻭﺻﻨﻊ ﺧﻤﺴﺔ ﻓﺮﻕ ﻛﻞ ﺍﻟﻨﺠﻮﻡ‪ .‬ﻓﻲ ﺗﻠﻚ ﺍﻟﻤﺴﻮﺩﺓ‪ ،‬ﻏﺎﺏ‬

‫ﺇﻧﻤﺎﻥ ﺃﻳﻀًﺎ ﻋﻦ ﺟﻮﻟﻴﻮﺱ ﺇﻳﺮﻓﻴﻨﻎ ‪ -‬ﺍﻟﻤﻌﺮﻭﻑ ﺑﺎﺳﻢ ﺩﻛﺘﻮﺭﺟﻲ ‪ -‬ﺍﻟﺬﻱ ﺗﻢ ﺍﺧﺘﻴﺎﺭﻩ ﻓﻲ ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻧﻲ ﻋﺸﺮ‪ .‬ﺍﻧﺘﻬﻰ ﺇﻳﺮﻓﻴﻨﻎ ﺑﻘﻴﺎﺩﺓ ﻓﺮﻗﻪ ﺇﻰﻟ‬

‫ﺛﻼﺙ ﺑﻄﻮﻻﺕ‪ ،‬ﻭﻓﺎﺯ ﺑﺄﺭﺑﻊ ﺟﻮﺍﺉﺰ ﺃﻓﻀﻞﻻﻋﺐ‪ ،‬ﻭﺻﻨﻊ ﺳﺘﺔ ﻋﺸﺮ ﻓﺮﻳﻘًﺎ ﻣﻦ ﻓﺉﺔ ﻛﻞ ﺍﻟﻨﺠﻮﻡ‪ ،‬ﻭﺃﺻﺒﺢ ﻭﺍﺣﺪًﺍ ﻣﻦ ﺃﻓﻀﻞ ﺧﻤﺴﺔ ﻫﺪﺍﻓﻴﻦ ﻓﻲ‬

‫ﺗﺎﺭﻳﺦ ﻛﺮﺓ‬

‫ﺍﻟﺴﻠﺔﺍﻻﺣﺘﺮﺍﻓﻴﺔ‪ .‬ﻛﻞ ﻣﻦ ‪ McAdoo‬ﻭ‪ Erving‬ﻋﻀﻮﺍﻥ ﻓﻲ ﻗﺎﻋﺔ ﻣﺸﺎﻫﻴﺮ ﻛﺮﺓ ﺍﻟﺴﻠﺔ‪.‬‬

‫ﺑﻌﺪﻣﺮﻭﺭ ﺍﺛﻨﺘﻲ ﻋﺸﺮﺓ ﺳﻨﺔ‪ ،‬ﻭﺑﻌﺪ ﺗﺮﻗﻴﺘﻪ ﺇﻰﻟ ﻣﻨﺼﺐ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﻔﺮﻳﻖ ﺑﻠﻴﺰﺭﺯ‪ ،‬ﺃﺗﻴﺤﺖ ﺍﻟﻔﺮﺻﺔ ﻟﺴﺘﻮ ﺇﻧﻤﺎﻥ‬

‫ﻟﺘﻌﻮﻳﺾﻧﻔﺴﻪ‪ .‬ﻓﻲ ﺍﻝ ‪ 1984‬ﻣﺸﺮﻭﻉ ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ ﻟﻠﻤﺤﺘﺮﻓﻴﻦ‪ ،‬ﻛﺎﻥ ﺇﻧﻤﺎﻥ ﻫﻮ ﺍﻻﺧﺘﻴﺎﺭ ﺍﻟﺜﺎﻧﻲ‪ .‬ﺍﺧﺘﺎﺭ ﻣﺮﻛﺰًﺍ ﺁﺧﺮ‪ ،‬ﺳﺎﻡﺑﺎﻭﻱ‪ ،‬ﺍﻟﺬﻱ ﻛﺎﻥ‬

‫ﻃﻮﻟﻪ ﺃﻛﺜﺮ ﻣﻦ ﺳﺒﻌﺔ ﺃﻗﺪﺍﻡ‪ ،‬ﻭﻟﻜﻨﻪ ﺭﻳﺎﺿﻲ ﻭﻣﻨﺴﻖ‪ :‬ﻳﻤﻜﻨﻪ ﺍﻟﺘﺴﺪﻳﺪ ﻭﺍﻟﺘﻤﺮﻳﺮ ﻭﺍﻟﺴﺮﻗﺔ‪ ،‬ﻧﺎﻫﻴﻚ ﻋﻦﺻﺪ ﺍﻟﺘﺴﺪﻳﺪﺍﺕ ﻭﺍﻧﺘﺰﺍﻉ ﺍﻟﻜﺮﺍﺕ ﺍﻟﻤﺮﺗﺪﺓ‪.‬‬

‫ﻟﻜﻦ ﺑﺎﻭﻱ ﻟﻢ ﻳﺮﻕ ﺇﻰﻟ ﻣﺴﺘﻮﻯ ﺇﻣﻜﺎﻧﺎﺗﻪ ﺃﺑﺪًﺍ‪ .‬ﻋﻨﺪﻣﺎ ﺗﻘﺎﻋﺪ ﻣﻦ ﻛﺮﺓ ﺍﻟﺴﻠﺔ‪،‬ﻭﺻﻔﺘﻪ ‪ ESPN‬ﺑﺄﻧﻪ ﺃﺳﻮﺃ ﺍﺧﺘﻴﺎﺭ ﻓﻲ ﺗﺎﺭﻳﺦ ﺍﻟﺮﻳﺎﺿﺎﺕ ﺍﻻﺣﺘﺮﺍﻓﻴﺔ ﻓﻲ‬

‫ﺃﻣﺮﻳﻜﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ‪ .‬ﻓﻲ ‪،2003‬ﺍﻟﺮﻳﺎﺿﺔ ﺍﻟﻤﺼﻮﺭﺓ‪ ،‬ﺍﻟﺬﻱ ﻛﺎﻥ ﺑﻮﻱ ﻋﻰﻠ ﻏﻼﻓﻪ ﻗﺒﻞ ﺳﻨﻮﺍﺕ‪ ،‬ﻭﺻﻔﻪ ﺑﺄﻧﻪ ﺛﺎﻧﻲ ﺃﻛﺒﺮ ﻣﺸﺮﻭﻉ ﻓﺎﺷﻞ ﻓﻲ ﺗﺎﺭﻳﺦ‬

‫ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ‬
 ‫ﻟﻠﻤﺤﺘﺮﻓﻴﻦ‪.‬ﺍﻷﻛﺒﺮ؟ ﻻﺭﻭ ﻣﺎﺭﺗﻦ‪.‬‬

‫ﻋﻨﺪﺍﺧﺘﻴﺎﺭ ‪ Bowie‬ﺛﺎﻧﻴﺎ‪ ،‬ﺗﺨﻄﻰ ﺇﻧﻤﺎﻥ ﺣﺎﺭﺱ ﺍﻟﺮﻣﺎﻳﺔ ﻣﻦ ﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ ﺍﻟﻤﺴﻤﻰ ﻣﺎﻳﻜﻞ ﺟﻮﺭﺩﺍﻥ‪ .‬ﻣﻊ ﺍﻻﺧﺘﻴﺎﺭﺍﻟﺜﺎﻟﺚ‪ ،‬ﺍﺧﺘﺎﺭ ﻓﺮﻳﻖ‬

‫ﺷﻴﻜﺎﻏﻮ ﺑﻮﻟﺰ ﺟﻮﺭﺩﺍﻥ‪ ،‬ﻭﺍﻟﺒﺎﻗﻲ ﻫﻮ ﺍﻟﺘﺎﺭﻳﺦ‪ .‬ﺑﻌﺪ ﺣﺼﻮﻟﻪ ﻋﻰﻠ ﻟﻘﺐ ﺃﻓﻀﻞ ﻣﺒﺘﺪﺉ ﻟﻬﺬﺍ‬
‫ﺍﻟﻌﺎﻡ‪،‬ﺣﺼﻞ ﺟﻮﺭﺩﺍﻥ ﻋﻰﻠ ﺳﺖ ﺑﻄﻮﻻﺕ ﻭﻋﺸﺮﺓ ﺃﻟﻘﺎﺏ ﻣﺴﺠﻠﺔ ﻭﺃﺣﺪ ﻋﺸﺮ ﺟﺎﺉﺰﺓ ﺃﻓﻀﻞ ﻻﻋﺐ ﺑﻴﻨﻤﺎ ﻛﺎﻥ ﻣﻜﻮﻧًﺎ‬

‫ﻣﻦﺃﺭﺑﻌﺔ ﻋﺸﺮ ﻓﺮﻳﻘًﺎ ﻛﻞ ﺍﻟﻨﺠﻮﻡ ﻭﻣﺘﻮﺳﻂ ﻧﻘﺎﻁ ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ ﻻﻋﺐ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪ .‬ﺗﻢ ﺍﻻﻋﺘﺮﺍﻑ ﺑﻪ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺃﻋﻈﻢ‬

‫ﺭﻳﺎﺿﻲﻓﻲ ﺃﻣﺮﻳﻜﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ ﻓﻲ ﺍﻟﻘﺮﻥ ﺍﻟﻌﺸﺮﻳﻦ ﻣﻦ ﻗﺒﻞ ‪ ESPN.‬ﺃﺩﺭﻙﺇﻧﻤﺎﻥ ﺇﻣﻜﺎﻧﺎﺕ ﺟﻮﺭﺩﺍﻥ‪ ،‬ﻟﻜﻦ ﻓﺮﻳﻖ ﺑﻠﻴﺰﺭﺯ ﻛﺎﻥ ﻟﺪﻳﻪ ﺑﺎﻟﻔﻌﻞ ﺣﺎﺭﺳﺎﻥ‬

‫ﻗﻮﻳﺎﻥ‪ .‬ﻟﻘﺪ ﺍﺣﺘﺎﺟﻮﺍ‬

‫ﻣﺮﻛﺰ‪،‬ﻟﺬﻟﻚ ﻗﺎﻡ ﺑﺼﻴﺎﻏﺔ ﺳﺎﻡ ﺑﺎﻭﻱ‪ .‬ﺑﻬﺬﺍ ﺍﻻﺧﺘﻴﺎﺭ‪ ،‬ﻟﻢ ﻳﻔﻮﺕ ﻓﺮﺻﺔ ﻣﺎﻳﻜﻞ ﺟﻮﺭﺩﺍﻥ ﻓﺤﺴﺐ؛ ﻟﻘﺪ ﺗﺠﺎﻭﺯ ﺃﻳﻀًﺎ ﻗﺎﻋﺔﺍﻟﻤﺸﺎﻫﻴﺮ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬

‫ﺗﺸﺎﺭﻟﺰ ﺑﺎﺭﻛﻠﻲ )ﺻﻴﺎﻏﺔ ﺍﻟﺨﺎﻣﺴﺔ( ﻭﺟﻮﻥ ﺳﺘﻮﻛﺘﻮﻥ )ﺻﻴﺎﻏﺔ ﺍﻟﺴﺎﺩﺳﺔ ﻋﺸﺮﺓ‪ (.‬ﻛﺎﻥ‬

‫ﺍﻷﻣﺮﺳﻴﺉًﺎ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ ﺃﻥ ﻳﺨﺘﺎﺭ ﺇﻧﻤﺎﻥ ﻣﺎﺭﺗﻦ ﻋﻰﻠ ﻣﺎﻛﺎﺩﻭ ﻭﺇﻳﺮﻓﻴﻨﻎ‪ ،‬ﻭﺑﻮﻱ ﻋﻰﻠ ﺟﻮﺭﺩﺍﻥ ﻭﺑﺎﺭﻛﻠﻲ ﻭﺳﺘﻮﻛﺘﻮﻥ‪ .‬ﻟﻜﻦﺇﻋﺪﺍﺩ ﻻﻋﺒﻲ ﻛﺮﺓ ﺍﻟﺴﻠﺔ‬

‫ﺍﻟﻤﺤﺘﺮﻓﻴﻦ ﻫﻮ ﻓﻲ ﺃﻓﻀﻞ ﺍﻷﺣﻮﺍﻝ ﻋﻠﻢ ﻏﻴﺮ ﻛﺎﻣﻞ‪ ،‬ﻭﺣﺘﻰ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻭﺍﻟﻤﺪﺭﺑﻴﻦ‬

‫ﺍﻟﻌﻈﻤﺎءﻳﺮﺗﻜﺒﻮﻥ ﺍﻷﺧﻄﺎء‪.‬‬

‫ﺍﻷﻣﺮﺍﻷﺳﻮﺃ ﻫﻮ ﺃﻥ ﻓﺮﻳﻖ ‪ Blazers‬ﺍﺣﺘﻔﻆ ﺑﺎﻟﻼﻋﺒﻴﻦ ﻟﻔﺘﺮﺓ ﺃﻃﻮﻝ ﺑﻜﺜﻴﺮ ﻣﻤﺎ ﻳﻨﺒﻐﻲ‪ .‬ﻟﻘﺪ ﺍﺣﺘﻔﻈﻮﺍ ﺑـ ‪ Martin LaRue‬ﻟﻤﺪﺓ ﺃﺭﺑﻌﺔ ﻣﻮﺍﺳﻢ‪،‬‬

‫ﻭﺑﺤﻠﻮﻝ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻗﺮﺭﻭﺍ ﻓﻴﻪ ﺍﺳﺘﺒﺪﺍﻟﻪ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻟﻪ ﺃﻱ ﻗﻴﻤﺔ ﺗﻘﺮﻳﺒًﺎ‪ .‬ﻟﻢ ﻳﺘﻤﻜﻦ ﻓﺮﻳﻖ‬

‫‪ Blazers‬ﺣﺘﻰ ﻣﻦ ﺍﻟﺤﺼﻮﻝ ﻋﻰﻠ ﻻﻋﺐ ﻓﻌﻠﻲ ﻣﻘﺎﺑﻞ ﻣﺎﺭﺗﻦ‪ ،‬ﻓﻘﺪ ﺗﻨﺎﺯﻟﻮﺍ ﻋﻨﻪ ﻣﻘﺎﺑﻞ "ﺍﻋﺘﺒﺎﺭﺍﺕ ﻣﺴﺘﻘﺒﻠﻴﺔ" ﻣﻦ ﻓﺮﻳﻖ ‪،SuperSonics Seattle‬‬

‫ﺍﻟﺬﻱ ﺍﻧﺘﻬﻰ ﺑﻪ ﺍﻷﻣﺮ ﺑﺎﻟﺴﻤﺎﺡ ﻟﻪ ﺑﺎﻟﺮﺣﻴﻞ ﻗﺒﻞ ﺑﺪء ﺍﻟﻤﻮﺳﻢ‪ .‬ﻛﺎﻧﺖ ﺗﻠﻚ ﻧﻬﺎﻳﺔ ﻣﺴﻴﺮﺓ ﻣﺎﺭﺗﻦ ﺍﻟﻤﻬﻨﻴﺔﻓﻲ ﻛﺮﺓ ﺍﻟﺴﻠﺔ‪ ،‬ﻭﻛﺎﻧﺖ ﻧﺘﻴﺠﺔ ﻣﺤﺮﺟﺔ‬

‫ﻹﻳﻨﻤﺎﻥ‪ .‬ﻗﺎﻝ ﺟﺎﻙ ﺭﺍﻣﺰﻱ‪ ،‬ﺍﻟﺬﻱ ﻛﺎﻥ ﻣﺪﺭﺏ ﺑﻠﻴﺰﺭﺯ ﻓﻲ ﺍﻟﻌﺎﻡ ﺍﻟﻤﺎﺿﻲ ﻟﻤﺎﺭﺗﻦﻭﻳﻌﻤﻞ ﺍﻵﻥ ﻛﻤﺤﻠﻞ ﻓﻲ ‪" ESPN :‬ﻟﻘﺪ ﻛﺎﻥ ﻣﻮﺿﻮﻋًﺎ ﻣﺆﻟﻤًﺎ‪".‬‬

‫"ﻷﻥ ﻻﺭﻭ ﻟﻢ ﻳﺘﻤﻜﻦ ﻣﻦ ﺍﻟﻠﻌﺐ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﻳﺤﺎﻭﻝ ﺍﻻﻧﻀﻤﺎﻡﺇﻰﻟ ﺍﻟﻔﺮﻳﻖ ﻋﻨﺪﻣﺎ ﻭﺻﻠﺖ ﺇﻰﻟ ﻫﻨﺎﻙ‪ ،‬ﻟﻜﻦ ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻨﺎ ﻣﻜﺎﻥ ﻟﻪ‪ .‬ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻪ ﺃﻱ‬

‫ﻟﻌﺒﺔ ﻫﺠﻮﻣﻴﺔ‪ .‬ﻭﻟﻢ ﻳﻜﻦ ﻻﻋﺒًﺎﻣﺮﺗﺪًﺍ ﺃﻭ ﻣﺎﻧﻌًﺎ ﻟﻠﺘﺴﺪﻳﺪﺍﺕ ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ ﻛﺎﻥ ﻓﻲ ﺍﻟﺴﺎﺩﺳﺔ ﻋﺸﺮﺓ ﻣﻦ ﻋﻤﺮﻩ‪ .‬ﻟﺬﻟﻚ ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻪ ﺃﻱ‬

‫ﻣﻬﺎﺭﺍﺕ‪.‬ﺍﺗﺒﻌﺖ ‪ Blazers‬ﻣﺴﺎﺭًﺍ ﻣﺸﺎﺑﻬًﺎ ﻣﻊ ‪ Bowie .Sam‬ﻓﻲ ﻋﺎﻡ ‪ ،1989‬ﺑﻌﺪ ﺧﻤﺴﺔ ﻣﻮﺍﺳﻢ ﺑﺎﻫﺘﺔ‪ ،‬ﻗﺎﻡ ﻓﺮﻳﻖ ‪ Blazers‬ﺃﺧﻴﺮًﺍ ﺑﺎﺳﺘﺒﺪﺍﻝ‬

‫‪ Bowie‬ﺑـ ‪ Nets Jersey .New‬ﻟﻤﺎﺫﺍ ﺍﺣﺘﻔﻆ ﻓﺮﻳﻖ ‪ Blazers‬ﺑﺴﺎﻡ ﺑﺎﻭﻱ ﻭﻻﺭﻭ ﻣﺎﺭﺗﻦ‬

‫ﻟﻔﺘﺮﺓﻃﻮﻳﻠﺔ؟‬

‫ﻛﺎﻥﺳﺘﻮ ﺇﻧﻤﺎﻥ ﻣﻌﺮﻭﻓًﺎ ﻋﻰﻠ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﺑﺄﻧﻪ ﻣﺎﻧﺢ‪ .‬ﺑﻌﺪ ﻟﻌﺐ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﻓﻲ ﺍﻟﻜﻠﻴﺔ ﻭﺗﺪﺭﻳﺐ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﻓﻲ ﺍﻟﻤﺪﺭﺳﺔﺍﻟﺜﺎﻧﻮﻳﺔ ﻟﺒﻀﻊ ﺳﻨﻮﺍﺕ‪،‬‬

‫ﺍﻧﺘﻘﻞ ﺇﻧﻤﺎﻥ ﺇﻰﻟ ﻣﺪﺭﺏ ﺍﻟﻜﻠﻴﺔ‪ ،‬ﻭﺃﺻﺒﺢ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﺍﻟﻤﺪﺭﺏ ﺍﻟﺮﺉﻴﺴﻲ ﻓﻲ ﺟﺎﻣﻌﺘﻪ ﺑﻮﻻﻳﺔﺳﺎﻥ ﺧﻮﺳﻴﻪ‪ .‬ﻓﻲ ﻫﺬﺍ ﺍﻟﺪﻭﺭ‪ ،‬ﺑﺪﺍ ﺃﻥ ﺇﻧﻤﺎﻥ ﻳﻌﻄﻲ‬

‫ﺍﻷﻭﻟﻮﻳﺔ ﻟﻤﺼﺎﻟﺢ ﺍﻟﻼﻋﺒﻴﻦ ﻗﺒﻞ ﻧﺠﺎﺣﻪ‪ .‬ﻛﺎﻥ ﺗﻮﻣﻲ ﺳﻤﻴﺚ ﺃﺣﺪ ﻧﺠﻮﻡﺇﻧﻤﺎﻥ ﺍﻟﻤﺠﻨﺪﻳﻦ‪ ،‬ﻭﻫﻮ ﺭﻳﺎﺿﻲ ﺍﺳﺘﺜﻨﺎﺉﻲ ﺟﺎء ﺇﻰﻟ ﻭﻻﻳﺔ ﺳﺎﻥ ﺧﻮﺳﻴﻪ‬

‫ﻟﻠﺠﺮﻱ ﻭﻟﻌﺐ ﻛﺮﺓ ﺍﻟﻘﺪﻡ ﻭﻛﺮﺓ ﺍﻟﺴﻠﺔ‪ .‬ﻓﻲ‬

‫ﻓﺮﻳﻖﻛﺮﺓ ﺍﻟﺴﻠﺔ ﺍﻟﺠﺪﻳﺪ‪ ،‬ﻛﺎﻥ ﺳﻤﻴﺚ ﻫﻮ ﺍﻟﻬﺪﺍﻑ ﻭﺍﻟﻤﺮﺗﺪ‪ ،‬ﻟﺬﻟﻚ ﻓﻲ ﺳﻨﺘﻪ ﺍﻟﺜﺎﻧﻴﺔ‪ ،‬ﺑﺪﺃ ﺍﻟﺘﺪﺭﺏ ﻣﻊ ﻓﺮﻳﻖ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﺍﻟﺠﺎﻣﻌﻲﺗﺤﺖ ﻗﻴﺎﺩﺓ‬

‫ﺇﻧﻤﺎﻥ‪ .‬ﻓﻲ ﺃﺣﺪ ﺍﻷﻳﺎﻡ‪ ،‬ﺟﺎء ﺳﻤﻴﺚ ﺇﻰﻟ ﻣﻜﺘﺐ ﺇﻧﻤﺎﻥ ﻭﺃﻋﻠﻦ ﺃﻧﻪ ﺳﻴﺘﺮﻙ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﻟﻠﺘﺮﻛﻴﺰ ﻋﻰﻠ ﺍﻟﻤﺴﺎﺭﺍﻟﺼﺤﻴﺢ‪ .‬ﻳﻜﺘﺐ ﺳﻤﻴﺚ‪» :‬ﺍﻋﺘﻘﺪﺕ‬

‫ﺃﻧﻪ ﺳﻴﻨﻔﺠﺮ ﻓﻲ ﻭﺟﻬﻲ‪ ،‬ﻟﻜﻨﻪ ﻟﻢ ﻳﻔﻌﻞ‪ .‬ﻗﺎﻝ ﺍﻟﻤﺪﺭﺏ ﺇﻧﻤﺎﻥ‪" ،‬ﺣﺴﻨًﺎ ﻳﺎ ﺗﻮﻡ‪،‬ﺃﻧﺎ ﺃﺗﻔﻬﻢ ﺫﻟﻚ" ‪ ،‬ﻭﺻﺎﻓﺤﻨﻲ ﻭﺃﺧﺒﺮﻧﻲ ﺃﻥ ﺃﺗﺄﻛﺪ ﻣﻦ ﺍﻟﺤﻀﻮﺭ ﻟﺮﺅﻳﺘﻪ‬

‫ﻣﺘﻰ ﺃﺭﺩﺕ ﺫﻟﻚ‪ ،‬ﻭﺃﻧﻨﻲ ﻣﺮﺣﺐ ﺑﻲ ﺩﺍﺉﻤًﺎ ﻋﻨﺪ‬

‫ﻋﻮﺩﺗﻲﺇﺫﺍ ﻏﻴﺮﺕ ﺭﺃﻳﻲ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﻫﺬﺍ ﺃﻋﻈﻢ ﺷﻲء ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻲ"‪.‬‬

‫ﻟﻢﻳﻜﻦ ﺍﻷﻣﺮ ﺭﺍﺉﻌًﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻹﻳﻨﻤﺎﻥ‪ .‬ﻛﺎﻥ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺃﻥ ﺗﻀﻴﻒ ﺳﺮﻋﺔ ﺳﻤﻴﺚ ﺍﻟﻜﺜﻴﺮ ﻟﻔﺮﻳﻖ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﻓﻲ‬

‫ﻭﻻﻳﺔﺳﺎﻥ ﺧﻮﺳﻴﻪ‪ .‬ﻭﺑﻌﺪ ﺑﻀﻊ ﺳﻨﻮﺍﺕ‪ ،‬ﻓﻲ ﻋﺎﻡ ‪ ،1968‬ﻓﺎﺯ ﺳﻤﻴﺚ ﺑﺎﻟﻤﻴﺪﺍﻟﻴﺔ ﺍﻟﺬﻫﺒﻴﺔ ﺍﻷﻭﻟﻤﺒﻴﺔ ﻓﻲ ﺳﺒﺎﻕ ‪ 200‬ﻣﺘﺮ‪ ،‬ﻣﺴﺠﻼً ﺭﻗﻤﺎً ﻗﻴﺎﺳﻴﺎ‬

‫ﻋﺎﻟﻤﻴﺎً‪ .‬ﻟﻜﻦ ﺇﻧﻤﺎﻥ ﺃﺭﺍﺩ ﺍﻷﻓﻀﻞ ﻟﺴﻤﻴﺚ‪ .‬ﺇﻰﻟ ﺟﺎﻧﺐ ﺍﻟﺴﻤﺎﺡ ﻷﻓﻀﻞ ﺍﻟﻤﻮﺍﻫﺐ ﺑﺎﻟﺮﺣﻴﻞ‪ ،‬ﺃﺗﺎﺡ ﺇﻧﻤﺎﻥﺍﻟﻤﺠﺎﻝ ﻟﻼﻋﺒﻴﻦ ﺍﻷﻗﻮﻳﺎء ﺣﺘﻰ ﻟﻮ ﻛﺎﻧﻮﺍ‬

‫ﻳﻔﺘﻘﺮﻭﻥ ﺇﻰﻟ ﺍﻟﻤﻮﻫﺒﺔ‪ .‬ﻋﻨﺪﻣﺎ ﺣﺎﻭﻝ ﻻﻋﺐ ﺃﺑﻴﺾ ﻧﺤﻴﻒ ﻳُﺪﻋﻰ ﺗﻴﺮﻱ ﻣﻴﺮﻓﻲﺍﻻﻧﻀﻤﺎﻡ ﺇﻰﻟ ﻓﺮﻳﻖ ﺍﻟﺠﺎﻣﻌﺔ‪ ،‬ﺍﺣﺘﺮﻡ ﺇﻧﻤﺎﻥ ﺃﺧﻼﻗﻴﺎﺕ ﻋﻤﻠﻪ‬

‫ﻭﺩﻋﺎﻩ ﻟﻼﻧﻀﻤﺎﻡ ﺇﻰﻟ ﺍﻟﻔﺮﻳﻖ‪ .‬ﻳﺘﺬﻛﺮ ﻣﻮﺭﻓﻲ ﺃﻧﻪ ﻛﺎﻥ‬

‫ﺃﺣﺪﺃﺳﻮﺃ ﺍﻟﻼﻋﺒﻴﻦ ﺍﻟﺬﻳﻦ ﺩﺭﺑﻬﻢ ﺇﻧﻤﺎﻥ ﻋﻰﻠ ﺍﻹﻃﻼﻕ‪" :‬ﻟﻘﺪ ﺳﺠﻠﺖ ﺃﺭﺑﻊ ﻧﻘﺎﻁ ﻃﻮﺍﻝ ﺍﻟﻌﺎﻡ‪".‬‬

‫ﻋﻰﻠﺍﻟﺮﻏﻢ ﻣﻦ ﻫﺬﺍ ﺍﻷﺩﺍء ﺍﻟﺒﺎﻫﺖ‪ ،‬ﻗﺎﻝ ﺇﻧﻤﺎﻥ ﻟﻤﻮﺭﻓﻲ‪" :‬ﻟﻦ ﺃﻗﻄﻌﻚ ﺃﺑﺪًﺍ‪ ،‬ﺃﻧﺖ ﻣﺘﺤﻤﺲ ﻭﺗﻠﻌﺐ ﺑﺠﺪ ﻭﺃﻧﺖ ﺭﺟﻞ‬
‫ﺟﻴﺪ"‪ .‬ﻛﺘﺐ ﺇﻧﻤﺎﻥ "ﻛﺎﻥ ﻳﻘﺪﻡ ﺍﻟﻨﺼﻴﺤﺔ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻷﻱ ﻣﺪﻣﻦ ﻛﺮﺓ ﺳﻠﺔ ﻳﺴﻌﻰ ﺇﻟﻴﻬﺎ"‪ ،‬ﻛﻤﺎ ﻛﺘﺐ ﻭﺍﻳﻦ ﻃﻮﻣﺴﻮﻥ‪ ،‬ﺍﻟﻤﺮﺍﺳﻞﺍﻟﺬﻱ ﻏﻄﻰ ﻓﺮﻳﻖ‬

‫ﺑﻠﻴﺰﺭﺯ ﻃﻮﺍﻝ ﻓﺘﺮﺓ ﻋﻤﻞ ﺇﻧﻤﺎﻥ‪ .‬ﻭﻟﻢ ﻳﺴﺘﻄﻊ ﻣﻨﻊ ﺫﻟﻚ‪" :‬ﺇﻥ ﺍﻟﺘﺪﺭﻳﺲ ﻋﻰﻠ ﺃﻱ ﻣﺴﺘﻮﻯ ﻓﻲ ﺃﻱﻣﻮﺿﻮﻉ ﻫﻮ ﺍﻟﺸﻲء ﺍﻷﻛﺜﺮ ﻣﻜﺎﻓﺄﺓ ﺍﻟﺬﻱ ﻳﻤﻜﻨﻚ‬

‫ﺍﻟﻘﻴﺎﻡ ﺑﻪ‪ "،‬ﻗﺎﻝ ﺇﻧﻤﺎﻥ ﻟﻄﻮﻣﺴﻮﻥ‪ " .‬ﺃﻧﺎ ﻓﻘﻂ ﺃﺣﺐ ﺃﻥ ﺃﺭﻯ ﺍﻟﺘﻌﺒﻴﺮ ﻋﻰﻠﻭﺟﻪ ﺍﻟﻄﺎﻟﺐ ﺍﻟﺬﻱ ﻳﺤﺼﻞ ﻋﻠﻴﻪ ﻷﻭﻝ ﻣﺮﺓ‪ .‬ﻣﺠﺮﺩ ﻣﺸﺎﻫﺪﺓ ﻋﻤﻠﻴﺔ‬

‫ﺍﻟﺘﻌﻠﻢ ﻭﻫﻲ ﺗﺰﺩﻫﺮ ﺑﺎﻟﻜﺎﻣﻞ ﻳﻤﻨﺤﻨﻲ ﻫﺬﺍ‬

‫ﺍﻻﻧﺪﻓﺎﻉ‪.‬‬

‫ﺑﻤﺠﺮﺩﺃﻥ ﻃﻮﺭ ﺇﻧﻤﺎﻥ ﺍﻧﻄﺒﺎﻋًﺎ ﺇﻳﺠﺎﺑﻴًﺎ ﻋﻦ ﺍﻟﻼﻋﺒﻴﻦ‪ ،‬ﻫﻞ ﻛﺎﻥ ﻣﻠﺘﺰﻣًﺎ ﺟﺪًﺍ ﺑﺎﻟﺘﺪﺭﻳﺲ ﻭ؟‬
‫ﻫﻞﻗﺎﻡ ﺑﺘﻄﻮﻳﺮﻫﻢ ﻟﺪﺭﺟﺔ ﺃﻧﻪ ﺍﺳﺘﺜﻤﺮ ﻓﻲ ﺍﻟﻼﻋﺒﻴﻦ ﺍﻟﻤﺘﺤﻤﺴﻴﻦ ﺣﺘﻰ ﻟﻮ ﻛﺎﻧﻮﺍ ﻳﻔﺘﻘﺮﻭﻥ ﺇﻰﻟ ﺍﻟﻤﻮﻫﺒﺔ ﺍﻟﻤﻄﻠﻮﺑﺔ؟ ﻓﻲ ﺍﻟﻔﺼﻞﺍﻟﺪﺭﺍﺳﻲ‪،‬‬

‫ﻳﺴﺘﻄﻴﻊ ‪ Skender CJ‬ﺗﻜﺮﻳﺲ ﻭﻗﺘﻪ ﻟﻠﻄﻼﺏ ﺍﻟﺬﻳﻦ ﻳﺒﺪﻭﻥ ﺍﻫﺘﻤﺎﻣًﺎ ﻭﺩﺍﻓﻌًﺎ‪ ،‬ﺣﻴﺚ ﻳﻤﻜﻨﻪ ﺗﻌﻠﻴﻢ ﻭﺗﻮﺟﻴﻪﻋﺪﺩ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻄﻼﺏ ﻓﻲ ﻛﻞ ﻓﺼﻞ‬

‫ﺩﺭﺍﺳﻲ‪ .‬ﻋﻰﻠ ﺍﻟﻌﻜﺲ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻓﻲ ﻛﺮﺓ ﺍﻟﺴﻠﺔ ﺍﻻﺣﺘﺮﺍﻓﻴﺔ ﻭﻣﻌﻈﻢ‬

‫ﺍﻟﻤﻨﻈﻤﺎﺕﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﻧﻮﺍﺟﻪ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻘﻴﻮﺩ‪ :‬ﻓﺎﻟﺮﻫﺎﻥ ﻋﻰﻠ ﺇﻣﻜﺎﻧﺎﺕ ﺷﺨﺺ ﻭﺍﺣﺪ ﻳﻌﻨﻲ ﺗﺠﺎﻭﺯ ﺍﻵﺧﺮﻳﻦ‪.‬‬

‫ﺍﻟﺘﺰﻡﺇﻧﻤﺎﻥ ﺑﺘﻄﻮﻳﺮ ‪ Martin LaRue‬ﻭ ‪ Bowie .Sam‬ﺇﺫﺍ ﻛﺎﻥ ﺇﻧﻤﺎﻥ ﺃﻛﺜﺮ ﻣﻴﻼً ﺇﻰﻟ ﺍﻟﺸﺮﺍء‪ ،‬ﺃﻻ ﻳﺒﺪﻭ ﻣﻦ ﺍﻟﻮﺍﺿﺢ‬

‫ﺃﻧﻪﻛﺎﻥ ﺳﻴﻘﻠﺺ ﺧﺴﺎﺉﺮﻩ ﺑﺴﺮﻋﺔ ﺃﻛﺒﺮ ﻭﻳﻨﺘﻘﻞ ﺇﻰﻟ ﻻﻋﺒﻴﻦ ﺁﺧﺮﻳﻦ؟ ﻓﻲ ﺍﻟﻠﺤﻈﺔ ﺍﻟﺘﻲ ﺃﺩﺭﻙ ﻓﻴﻬﺎ ﺃﻥ ﻣﺎﺭﺗﻦ ﻭﺑﻮﻱ ﻻ ﻳﺴﺎﻫﻤﺎﻥﻓﻲ ﻧﺠﺎﺡ ﻓﺮﻳﻘﻪ‪،‬‬

‫ﻟﻦ ﻳﺸﻌﺮ ﺍﻟﻤﺘﻠﻘﻲ ﺑﺄﻱ ﺇﺣﺴﺎﺱ ﺑﺎﻟﻤﺴﺆﻭﻟﻴﺔ ﺗﺠﺎﻫﻬﻤﺎ‪ .‬ﻭﻟﻮ ﻛﺎﻥ ﺇﻧﻤﺎﻥ ﺃﻛﺜﺮ ﺗﻮﺍﻓﻘًﺎ‪ ،‬ﺃﻟﻢ ﻳﻜﻦ ﻟﻴﻜﻮﻥﺃﻛﺜﺮ ﺍﺳﺘﻌﺪﺍﺩًﺍ ﻟﻠﺴﻤﺎﺡ ﻟﻬﻢ ﺑﺎﻟﺮﺣﻴﻞ؟ ﻣﻦ‬

‫ﺍﻟﻤﺆﻛﺪ ﺃﻥ ﺍﻟﻤﻄﺎﺑﻖ ﺳﻴﺸﻌﺮ ﺑﺎﻹﺣﺒﺎﻁ ﻷﻥ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻪ ﻓﻲ ﻣﺎﺭﺗﻦ‬

‫ﻭﺑﻮﻱﻟﻢ ﻳﺘﻢ ﺍﻟﺮﺩ ﻋﻠﻴﻬﺎ ﺃﻭ ﻣﻜﺎﻓﺄﺗﻬﺎ‪.‬‬

‫ﻗﺪﻳﺒﺪﻭ ﺃﻥ ﺍﻟﻤﺎﻧﺤﻴﻦ ﻳﺠﺪﻭﻥ ﺻﻌﻮﺑﺔ ﻓﻲ ﺍﻟﺘﺨﻠﻲ ﻋﻨﻬﻢ‪ .‬ﻭﻟﻜﻦ ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﺍﻟﻌﻜﺲ ﺗﻤﺎﻣﺎ ﻫﻮ ﺍﻟﺼﺤﻴﺢ‪ .‬ﺍﺗﻀﺢ ﺃﻥ‬

‫ﺍﻟﻤﺎﻧﺤﻴﻦﻫﻢﺍﻷﻗﻞﻋﺮﺿﺔ ﻟﺨﻄﺄ ﺍﻹﻓﺮﺍﻁ ﻓﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻨﺎﺱ‪ ،‬ﻭﺃﻥ ﻛﻮﻧﻚ ﻣﻌﻄﺎء ﻫﻮ ﻣﺎ ﻣﻨﻊ ﺳﺘﻮ ﺇﻧﻤﺎﻥ ﻣﻦ‬

‫ﺍﺭﺗﻜﺎﺏﺃﺧﻄﺎء ﺃﺳﻮﺃ ﺑﻜﺜﻴﺮ‪.‬‬

‫ﻣﻮﺍﺟﻬﺔﺍﻟﻤﺮﺁﺓ‪ :‬ﺍﻟﻤﻈﻬﺮ ﺍﻟﺠﻴﺪ ﺃﻡ ﺍﻟﻌﻤﻞ ﺍﻟﺠﻴﺪ؟ ﺑﺎﺭﻱﺳﺘﺎﻭ ﻫﻮ ﺃﺳﺘﺎﺫ ﺍﻟﺴﻠﻮﻙ ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﻟﻤﺸﻬﻮﺭ ﻋﺎﻟﻤﻴًﺎ ﻓﻲ ﺟﺎﻣﻌﺔ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ ﻓﻲ‬

‫ﺑﻴﺮﻛﻠﻲ‪ ،‬ﻭﻗﺪ ﺃﻣﻀﻰ ﺣﻴﺎﺗﻪ ﺍﻟﻤﻬﻨﻴﺔ ﻓﻲﻣﺤﺎﻭﻟﺔ ﻓﻬﻢ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺘﻲ ﺗﺠﻌﻞ ﺍﻷﺷﺨﺎﺹ ﻳﺘﺨﺬﻭﻥ ﻗﺮﺍﺭﺍﺕ ﺳﻴﺉﺔ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺎﺕ‪ .‬ﻓﻲ ﺩﺭﺍﺳﺔ‬

‫ﺑﺎﺭﻋﺔ‪ ،‬ﻗﺎﻡ ‪Staw‬‬

‫ﻭ‪ Hoang Ha‬ﺑﺠﻤﻊ ﺑﻴﺎﻧﺎﺕ ﻋﻦ ﺃﻛﺜﺮ ﻣﻦ ‪ 240‬ﻻﻋﺒًﺎ ﺗﻢ ﺍﺧﺘﻴﺎﺭﻫﻢ ﻓﻲ ﺍﻟﺠﻮﻟﺘﻴﻦ ﺍﻷﻭﻟﻴﻴﻦ ﻣﻦ ﻣﺴﻮﺩﺓ ﺍﻟﺪﻭﺭﻱ ﺍﻻﻣﻴﺮﻛﻲ‬

‫ﻟﻠﻤﺤﺘﺮﻓﻴﻦﺑﻴﻦ ﻋﺎﻣﻲ ‪ 1980‬ﻭ‪ ،1986‬ﻋﻰﻠ ﺃﻣﻞ ﺭﺅﻳﺔ ﻣﺪﻯ ﺗﺄﺛﻴﺮ ﻣﺮﻛﺰ ﺍﻟﻤﺴﻮﺩﺓ ﻋﻰﻠ ﻣﺴﻴﺮﺓ ﺍﻟﻼﻋﺐ ﺍﻟﻤﻬﻨﻴﺔ‪ .‬ﻗﺎﻣﻮﺍ‬

‫ﺑﻘﻴﺎﺱﺃﺩﺍء ﻛﻞ ﻻﻋﺐ ﺑﺴﻠﺴﻠﺔ ﻣﻦ ﺍﻟﻤﻘﺎﻳﻴﺲ ﺍﻟﻤﺨﺘﻠﻔﺔ‪ :‬ﺍﻟﺘﺴﺠﻴﻞ )ﺍﻟﻨﻘﺎﻁ ﻓﻲ ﺍﻟﺪﻗﻴﻘﺔ‪ ،‬ﻭﻧﺴﺒﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻟﻤﻴﺪﺍﻧﻴﺔ‪ ،‬ﻭﻧﺴﺒﺔﺍﻟﺮﻣﻴﺎﺕ ﺍﻟﺤﺮﺓ(‪،‬‬

‫ﻭﺍﻟﺼﻼﺑﺔ ) ﺍﻟﻤﺮﺗﺪﺍﺕ ﻭﺍﻟﻜﺘﻞ ﻓﻲ ﺍﻟﺪﻗﻴﻘﺔ(‪ ،‬ﻭﺍﻟﺴﺮﻋﺔ )ﺍﻟﺘﻤﺮﻳﺮﺍﺕ ﺍﻟﺤﺎﺳﻤﺔ ﻭﺍﻟﺴﺮﻗﺔ ﻓﻲ ﺍﻟﺪﻗﻴﻘﺔ‬

‫‪ (.‬ﺳﻴﻄﺮ ‪ Staw‬ﻭ‪ Hoang‬ﻋﻰﻠ ﺃﺩﺍء ﻛﻞ ﻻﻋﺐ ﻭﻓﻘًﺎ ﻟﻜﻞ ﻫﺬﻩ ﺍﻟﻤﻘﺎﻳﻴﺲ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻰﻟ ﺇﺻﺎﺑﺎﺕ ﺍﻟﻼﻋﺐ ﻭﺃﻣﺮﺍﺿﻪ‪ ،‬ﺳﻮﺍءﻛﺎﻥ ﺍﻟﻼﻋﺐ ﺣﺎﺭﺳًﺎ ﺃﻭ‬

‫ﻣﻬﺎﺟﻤًﺎ ﺃﻭ ﻣﺮﻛﺰًﺍ‪ ،‬ﻭﺟﻮﺩﺓ ﻓﺮﻳﻖ ﺍﻟﻼﻋﺐ ﺑﻨﺎءً ﻋﻰﻠ ﺳﺠﻼﺕ ﺍﻟﻔﻮﺯ‪/‬ﺍﻟﺨﺴﺎﺭﺓ‪ .‬ﺛﻢ ﻗﺎﻣﻮﺍ‬

‫ﺑﻔﺤﺺﻣﻘﺪﺍﺭ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻗﻀﺎﻩ ﺍﻟﻼﻋﺒﻮﻥ ﻓﻲ ﺍﻟﻤﻠﻌﺐ ﻭﺍﻟﻤﺪﺓ ﺍﻟﺘﻲ ﺍﺣﺘﻔﻈﺖ ﺑﻬﺎ ﻓﺮﻗﻬﻢ ﻗﺒﻞ ﺍﺳﺘﺒﺪﺍﻟﻬﻢ‪ ،‬ﻟﻤﻌﺮﻓﺔ ﻣﺎ‬

‫ﺇﺫﺍﻛﺎﻧﺖ ﺍﻟﻔﺮﻕ ﻗﺪ ﺍﺭﺗﻜﺒﺖ ﺧﻄﺄ ﺍﻹﻓﺮﺍﻁ ﻓﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻼﻋﺒﻴﻦ ﻟﻤﺠﺮﺩ ﺃﻧﻬﺎ ﻗﺎﻣﺖ ﺑﺼﻴﺎﻏﺘﻬﻢ ﻣﺒﻜﺮًﺍ‪.‬‬

‫ﻭﻗﺪﺃﺳﻔﺮﺕ ﺍﻟﻨﺘﺎﺉﺞ ﻋﻦ ﻧﺘﻴﺠﺔ ﻣﺪﻣﺮﺓ‪ :‬ﻟﻢ ﺗﺘﻤﻜﻦ ﺍﻟﻔﺮﻕ ﻣﻦ ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﺭﻫﺎﻧﺎﺗﻬﺎ ﺍﻟﻜﺒﻴﺮﺓ‪ .‬ﻟﻘﺪ ﻇﻠﻮﺍ ﻣﺘﻤﺴﻜﻴﻦ ﺑﺎﻟﻼﻋﺒﻴﻦﺍﻟﺬﻳﻦ ﻗﺎﻣﻮﺍ‬

‫ﺑﺼﻴﺎﻏﺘﻬﻢ ﻣﺒﻜﺮًﺍ‪ ،‬ﻭﻣﻨﺤﻮﻫﻢ ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﻭﻗﺖ ﺍﻟﻠﻌﺐ ﻭﺭﻓﻀﻮﺍ ﻣﻘﺎﻳﻀﺔﻫﻢ ﺣﺘﻰ ﻟﻮ ﻟﻌﺒﻮﺍ ﺑﺸﻜﻞ ﺳﻴﺊ‪.‬ﺑﻌﺪ ﺍﺳﺘﺒﻌﺎﺩ ﺍﻷﺩﺍء ﻣﻦ ﺍﻟﻤﻌﺎﺩﻟﺔ‪ ،‬ﻇﻞ‬

‫ﺍﻟﻼﻋﺒﻮﻥ ﺍﻟﺬﻳﻦ ﺗﻢ ﺗﺠﻨﻴﺪﻫﻢ ﻓﻲ ﻭﻗﺖ ﺳﺎﺑﻖ ﻳﻘﻀﻮﻥ ﺩﻗﺎﺉﻖ ﺃﻛﺜﺮ ﻓﻲ‬

‫ﺍﻟﻤﻠﻌﺐﻭﻛﺎﻧﻮﺍ ﺃﻗﻞ ﻋﺮﺿﺔ ﻟﻠﺘﺪﺍﻭﻝ‪ .‬ﻟﻜﻞ ﻓﺘﺤﺔ ﺃﻋﻰﻠ ﻓﻲ ﺍﻟﻤﺴﻮﺩﺓ‪ ،‬ﺗﻢ ﻣﻨﺢ ﺍﻟﻼﻋﺒﻴﻦ ﻣﺘﻮﺳﻂ ‪ 22‬ﺩﻗﻴﻘﺔ ﺇﺿﺎﻓﻴﺔ ﻓﻲ‬

‫ﻣﻮﺳﻤﻬﻢﺍﻟﺜﺎﻧﻲ‪ ،‬ﻭﻛﺎﻧﺖ ﻓﺮﻗﻬﻢ ﻻ ﺗﺰﺍﻝ ﺗﺴﺘﺜﻤﺮ ﺍﻟﻤﺰﻳﺪ ﻓﻴﻬﺎ ﺑﺤﻠﻮﻝ ﻣﻮﺳﻤﻬﻢ ﺍﻟﺨﺎﻣﺲ‪ ،‬ﻋﻨﺪﻣﺎ ﻛﺎﻧﺖ ﻛﻞ ﻓﺘﺤﺔ ﻣﺴﻮﺩﺓﺃﻋﻰﻠ ﺗﻤﺜﻞ ‪11‬‬

‫ﺩﻗﻴﻘﺔ ﺇﺿﺎﻓﻴﺔ ﻓﻲ ﺍﻟﻤﺴﻮﺩﺓ‪ .‬ﻣﺤﻜﻤﺔ‪ .‬ﻭﻟﻜﻞ ﻓﺘﺤﺔ ﺃﻋﻰﻠ ﻓﻲ ﺍﻟﻤﺴﻮﺩﺓ‪ ،‬ﻛﺎﻥ ﺍﺣﺘﻤﺎﻝ ﺗﺪﺍﻭﻝ‬

‫ﺍﻟﻼﻋﺒﻴﻦﺃﻗﻞ ﺑﻨﺴﺒﺔ ‪ 3‬ﺑﺎﻟﻤﺎﺉﺔ‪.‬‬

‫ﻫﺬﻩﺍﻟﺪﺭﺍﺳﺔ ﻫﻲ ﺣﺎﻟﺔ ﻛﻼﺳﻴﻜﻴﺔ ﻟﻤﺎ ﻳﺴﻤﻴﻪ ﺳﺘﺎﻭﺗﺼﻌﻴﺪ ﺍﻻﻟﺘﺰﺍﻡﺇﻰﻟ ﻣﺴﺎﺭ ﺍﻟﻌﻤﻞ ﺍﻟﺨﺎﺳﺮ‪ .‬ﻋﻰﻠ ﻣﺪﻯ ﺍﻟﻌﻘﻮﺩ‬

‫ﺍﻷﺭﺑﻌﺔﺍﻟﻤﺎﺿﻴﺔ‪ ،‬ﺃﻇﻬﺮﺕ ﺍﻷﺑﺤﺎﺙ ﺍﻟﻤﻜﺜﻔﺔ ﺍﻟﺘﻲ ﺃﺟﺮﺍﻫﺎ ﺳﺘﺎﻭ ﺃﻧﻪ ﺑﻤﺠﺮﺩ ﻗﻴﺎﻡ ﺍﻷﺷﺨﺎﺹ ﺑﺎﺳﺘﺜﻤﺎﺭ ﺃﻭﻟﻲ ﻟﻠﻮﻗﺖ ﺃﻭ ﺍﻟﻄﺎﻗﺔﺃﻭ ﺍﻟﻤﻮﺍﺭﺩ‪ ،‬ﻋﻨﺪﻣﺎ‬

‫ﻳﺴﻮء ﺍﻷﻣﺮ‪ ،‬ﻓﺈﻧﻬﻢ ﻣﻌﺮﺿﻮﻥ ﻟﺨﻄﺮ ﺯﻳﺎﺩﺓ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻬﻢ‪ .‬ﻳﻌﺘﻘﺪ ﺍﻟﻤﻘﺎﻣﺮﻭﻥ ﻓﻲ ﺍﻟﺤﻔﺮﺓ ﺃﻧﻬﻢ ﺇﺫﺍﻟﻌﺒﻮﺍ ﺟﻮﻟﺔ ﺑﻮﻛﺮ ﻭﺍﺣﺪﺓ ﻓﻘﻂ‪ ،‬ﻓﺴﻴﻜﻮﻧﻮﻥ‬

‫ﻗﺎﺩﺭﻳﻦ ﻋﻰﻠ ﺍﺳﺘﺮﺩﺍﺩ ﺧﺴﺎﺉﺮﻫﻢ ﺃﻭ ﺣﺘﻰ ﺍﻟﻔﻮﺯ ﺑﻤﺒﺎﻟﻎ ﻛﺒﻴﺮﺓ‪ .‬ﻳﻌﺘﻘﺪ ﺭﻭﺍﺩ ﺍﻷﻋﻤﺎﻝﺍﻟﻤﻜﺎﻓﺤﻮﻥ ﺃﻧﻬﻢ ﺇﺫﺍ ﺃﻋﻄﻮﺍ ﺷﺮﻛﺎﺗﻬﻢ ﺍﻟﻨﺎﺷﺉﺔ ﺍﻟﻤﺰﻳﺪ ﻣﻦ‬

‫ﺍﻟﺠﻬﺪ‪ ،‬ﻓﻴﻤﻜﻨﻬﻢ ﺗﻐﻴﻴﺮﻫﺎ‪ .‬ﻋﻨﺪﻣﺎ ﻻ ﻳﺆﺗﻲ ﺍﻻﺳﺘﺜﻤﺎﺭ‬

‫ﺛﻤﺎﺭﻩ‪،‬ﺣﺘﻰ ﻟﻮ ﻛﺎﻧﺖ ﺍﻟﻘﻴﻤﺔ ﺍﻟﻤﺘﻮﻗﻌﺔ ﺳﻠﺒﻴﺔ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﺴﺘﺜﻤﺮ ﺃﻛﺜﺮ‪.‬‬

‫ﻭﻳﺸﺮﺡﺍﻻﻗﺘﺼﺎﺩﻳﻮﻥ ﻫﺬﺍ ﺍﻟﺴﻠﻮﻙ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻔﻬﻮﻡ ﻳﻌﺮﻑ ﺑﺎﺳﻢ "ﻣﻐﺎﻟﻄﺔ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﻐﺎﺭﻗﺔ‪ ":‬ﻓﻌﻨﺪ ﺗﻘﺪﻳﺮ ﻗﻴﻤﺔ‬

‫ﺍﺳﺘﺜﻤﺎﺭﻣﺴﺘﻘﺒﻠﻲ‪ ،‬ﻧﻮﺍﺟﻪ ﺻﻌﻮﺑﺔ ﻓﻲ ﺗﺠﺎﻫﻞ ﻣﺎ ﺍﺳﺘﺜﻤﺮﻧﺎﻩ ﺑﺎﻟﻔﻌﻞ ﻓﻲ ﺍﻟﻤﺎﺿﻲ‪ .‬ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻐﺎﺭﻗﺔ ﻫﻲ ﺟﺰء ﻣﻦ‬

‫ﺍﻟﻘﺼﺔ‪،‬ﻟﻜﻦ ﺍﻷﺑﺤﺎﺙ ﺍﻟﺠﺪﻳﺪﺓ ﺗﻈﻬﺮ ﺃﻥ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻷﺧﺮﻯ ﻟﻬﺎ ﺃﻫﻤﻴﺔ ﺃﻛﺒﺮ‪ .‬ﻟﻤﻌﺮﻓﺔ ﺫﻟﻚﻟﻤﺎﺫﺍ ﻭﻣﺘﻰ ﻳﺤﺪﺙ ﺗﺼﻌﻴﺪ‬

‫ﺍﻻﻟﺘﺰﺍﻡﻭﻗﺎﻡ ﺍﻟﺒﺎﺣﺜﻮﻥ ﻓﻲ ﺟﺎﻣﻌﺔ ﻭﻻﻳﺔ ﻣﻴﺸﻴﻐﺎﻥ ﺑﺘﺤﻠﻴﻞ ‪ 166‬ﺩﺭﺍﺳﺔ ﻣﺨﺘﻠﻔﺔ‪ .‬ﺇﻥ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﻟﻐﺎﺭﻗﺔ ﻟﻬﺎ ﺗﺄﺛﻴﺮ ﺑﺴﻴﻂ‪ ،‬ﺣﻴﺚﺃﻥ ﺻﻨﺎﻉ ﺍﻟﻘﺮﺍﺭ‬

‫ﻣﺘﺤﻴﺰﻭﻥ ﻟﺼﺎﻟﺢ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻬﻢ ﺍﻟﺴﺎﺑﻘﺔ‪ ،‬ﻭﻟﻜﻦ ﻫﻨﺎﻙ ﺛﻼﺛﺔ ﻋﻮﺍﻣﻞ ﺃﺧﺮﻯ ﺃﻛﺜﺮ ﻗﻮﺓ‪ .‬ﻣﻦ ﺍﻟﻤﺘﻮﻗﻊ‬
‫ﺃﻥﻳﻨﺪﻡ ﺍﻟﻤﺮء‪ :‬ﻫﻞ ﺳﺄﻛﻮﻥ ﺁﺳﻔًﺎ ﻷﻧﻨﻲ ﻟﻢ ﺃﻋﻂ ﻫﺬﺍ ﻓﺮﺻﺔ ﺃﺧﺮﻯ؟ ﻭﺍﻟﺜﺎﻧﻲ ﻫﻮ ﺇﻛﻤﺎﻝ ﺍﻟﻤﺸﺮﻭﻉ‪ :‬ﺇﺫﺍ ﻭﺍﺻﻠﺖ ﺍﻻﺳﺘﺜﻤﺎﺭ‪ ،‬ﻓﻴﻤﻜﻨﻨﻲﺇﻧﻬﺎء‬

‫ﺍﻟﻤﺸﺮﻭﻉ‪ .‬ﻟﻜﻦ ﺍﻟﻌﺎﻣﻞ ﺍﻟﻮﺣﻴﺪ ﺍﻷﻗﻮﻯ ﻫﻮﺗﻬﺪﻳﺪ ﺍﻷﻧﺎ‪ :‬ﺇﺫﺍ ﻟﻢ ﺃﻭﺍﺻﻞ ﺍﻻﺳﺘﺜﻤﺎﺭ‪ ،‬ﻓﺴﻮﻑ ﺃﺑﺪﻭ ﻭﺃﺷﻌﺮ ﻭﻛﺄﻧﻨﻲﺃﺣﻤﻖ‪ .‬ﺭﺩﺍً ﻋﻰﻠ ﺗﻬﺪﻳﺪ ﺍﻷﻧﺎ‪،‬‬

‫ﻳﺴﺘﺜﻤﺮ ﺍﻟﻨﺎﺱ ﺍﻟﻤﺰﻳﺪ‪ ،‬ﻋﻰﻠ ﺃﻣﻞ ﺗﺤﻮﻳﻞ ﺍﻟﻤﺸﺮﻭﻉ ﺇﻰﻟ ﻧﺠﺎﺡ ﺣﺘﻰ ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ‬

‫ﺇﺛﺒﺎﺕﻟﻶﺧﺮﻳﻦ ‪ -‬ﻭﻷﻧﻔﺴﻬﻢ ‪ -‬ﺃﻧﻬﻢ ﻛﺎﻧﻮﺍ ﻋﻰﻠ ﺣﻖ ﻃﻮﺍﻝ ﺍﻟﻮﻗﺖ‪.‬‬

‫ﻓﻲﺇﺣﺪﻯ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﺘﻲ ﻗﺎﺩﻫﺎ ﺳﺘﺎﻭ‪ ،‬ﻣﺘﻰ ﺗﺨﻠﻒ ﻋﻤﻼء ﺑﻨﻚ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ ﻋﻦ ﺳﺪﺍﺩ ﺍﻟﻘﺮﻭﺽ‪ ،‬ﻛﺎﻓﺢ ﺍﻟﻤﺪﻳﺮﻭﻥ ﺍﻟﺬﻳﻦﻣﻮﻟﻮﺍ ﺍﻟﻘﺮﻭﺽ ﻓﻲ‬

‫ﺍﻷﺻﻞ ﻟﻠﺘﺨﻠﻲ ﻋﻦ ﺍﻟﺨﺴﺎﺉﺮ ﻭﺷﻄﺒﻬﺎ‪" .‬ﺍﻟﻤﺼﺮﻓﻴﻮﻥ ﺍﻟﺬﻳﻦ ﻛﺎﻧﻮﺍ‬

‫ﻭﻛﺘﺐﺳﺘﺎﻭ ﻭﺯﻣﻼﺅﻩ ﺃﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺍﺭﺗﺒﺎﻃًﺎ ﻭﺛﻴﻘًﺎ ﺑﺘﻤﻮﻳﻞ ﺍﻟﻘﺮﻭﺽ ﺍﻟﻤﺘﻌﺜﺮﺓ ﻫﻲ ﺗﻠﻚ ﺍﻟﺘﻲ ﺗﻈﻬﺮ ﺃﻛﺒﺮ ﺻﻌﻮﺑﺔ ﻓﻲﺍﻻﻋﺘﺮﺍﻑ ﺑﺎﻟﻤﺨﺎﻃﺮ‬

‫ﺍﻟﻼﺣﻘﺔ ﻟﻬﺬﻩ ﺍﻟﻘﺮﻭﺽ ﻭﺍﺣﺘﻤﺎﻟﻴﺔ ﺍﻟﺘﺨﻠﻒ ﻋﻦ ﺍﻟﺴﺪﺍﺩ‪ .‬ﻭﺃﻇﻬﺮﺕ ﺍﻟﺪﺭﺍﺳﺔ ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﻏﺎﺩﺭ ﺍﻟﻤﺪﻳﺮﻭﻥﺍﻟﺬﻳﻦ ﻣﻮﻟﻮﺍ ﺍﻟﻘﺮﻭﺽ ﺍﻟﻤﺘﻌﺜﺮﺓ ﺍﻟﺒﻨﻚ‪،‬‬

‫ﻛﺎﻥ ﺍﻟﻤﺪﻳﺮﻭﻥ ﺍﻟﺠﺪﺩ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﺸﻄﺐ ﺍﻟﻘﺮﻭﺽ‪ .‬ﻟﻢ ﻳﻜﻦ ﻟﺪﻯ ﺍﻟﻤﺪﻳﺮﻳﻦﺍﻟﺠﺪﺩ ﺃﻱ ﻣﺴﺆﻭﻟﻴﺔ ﺷﺨﺼﻴﺔ ﻋﻦ ﺍﻟﻘﺮﻭﺽ ﺍﻟﻤﺘﻌﺜﺮﺓ‪ ،‬ﻟﺬﻟﻚ ﻟﻢ‬

‫ﺗﻜﻦ ﻏﺮﻭﺭﻫﻢ ﺗﺤﺖ ﺍﻟﺘﻬﺪﻳﺪ؛ ﻭﻟﻢ ﻳﺸﻌﺮﻭﺍ‬

‫ﺑﺄﻧﻬﻢﻣﺠﺒﺮﻭﻥ ﻋﻰﻠ ﺗﺒﺮﻳﺮ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻷﺻﻠﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻗﺮﺍﺭﺍﺕ ﺣﻜﻴﻤﺔ‪.‬‬

‫ﺗﺸﻴﺮﺍﻷﺑﺤﺎﺙ ﺇﻰﻟ ﺃﻧﻪ ﻧﻈﺮًﺍ ﻟﻘﺎﺑﻠﻴﺘﻬﻢ ﻟﺘﻬﺪﻳﺪ ﺍﻷﻧﺎ‪ ،‬ﻓﺈﻥ ﺍﻵﺧﺬﻳﻦ ﻳﻜﻮﻧﻮﻥ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﺘﺼﻌﻴﺪ ﺍﻻﻟﺘﺰﺍﻡ ﻣﻦ‬

‫ﺍﻟﻤﺎﻧﺤﻴﻦ‪.‬ﺗﺨﻴﻞ ﺃﻧﻚ ﺗﺪﻳﺮ ﺷﺮﻛﺔ ﻃﺎﺉﺮﺍﺕ‪ ،‬ﻭﻋﻠﻴﻚ ﺃﻥ ﺗﻘﺮﺭ ﻣﺎ ﺇﺫﺍ ﻛﻨﺖ ﺗﺮﻳﺪ ﺫﻟﻚ ﺃﻡ ﻻﺍﺳﺘﺜﻤﺮ ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻓﻲ ﺍﻟﻄﺎﺉﺮﺓ ﻭﻫﺬﺍ ﻏﻴﺮ ﻣﺮﺉﻲ‬

‫ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﺮﺍﺩﺍﺭ‪ .‬ﺗﻜﺘﺸﻒ ﺃﻥ ﺍﻟﻤﺸﺮﻭﻉ ﻟﻴﺲ ﻓﻲ ﻭﺿﻊ ﺟﻴﺪ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻤﺎﻟﻴﺔ‪ ،‬ﻭﺃﻥ ﺃﺣﺪ ﺍﻟﻤﻨﺎﻓﺴﻴﻦﻗﺪ ﺃﻧﻬﻰ ﺑﺎﻟﻔﻌﻞ ﻧﻤﻮﺫﺟًﺎ ﺃﻓﻀﻞ‪.‬‬

‫ﻟﻜﻨﻚ ﻗﻤﺖ ﺑﺎﺳﺘﺜﻤﺎﺭﺍﺕ ﻛﺒﻴﺮﺓ‪ :‬ﺍﻛﺘﻤﻞ ﺍﻟﻤﺸﺮﻭﻉ ﺑﻨﺴﺒﺔ ‪ 50‬ﺑﺎﻟﻤﺎﺉﺔ‪ ،‬ﻭﻗﺪ ﺃﻧﻔﻘﺖﺑﺎﻟﻔﻌﻞ ‪ 5‬ﻣﻼﻳﻴﻦ ﺩﻭﻻﺭ ﻭﺛﻤﺎﻧﻴﺔ ﻋﺸﺮ ﺷﻬﺮًﺍ ﻓﻲ ﺍﻟﻌﻤﻞ‬

‫ﻋﻠﻴﻪ‪ .‬ﻣﺎ ﻣﺪﻯ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺍﺳﺘﺜﻤﺎﺭ ﺍﻟﻤﻠﻴﻮﻥ ﺩﻭﻻﺭ‬

‫ﺍﻹﺿﺎﻓﻴﺔ؟ ﻓﻲﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺍﻟﺘﻲ ﺃﺟﺮﺍﻫﺎ ﻫﻨﺮﻱ ﻣﻮﻥ ﻓﻲ ﻛﻠﻴﺔ ﻟﻨﺪﻥ ﻟﻸﻋﻤﺎﻝ‪ ،‬ﻗﺒﻞ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭﺍﺗﻬﻢ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ‪ ،‬ﺃﻛﻤﻞ ‪ 360‬ﺷﺨﺼًﺎﺍﺳﺘﺒﻴﺎﻧًﺎ‬

‫ﻳﺘﻀﻤﻦ ﻋﺒﺎﺭﺍﺕ ﻣﺎﻧﺤﺔ ﻣﺜﻞ "ﺃﻧﺎ ﺃﻓﻲ ﺑﻮﻋﻮﺩﻱ" ﻭﻋﺒﺎﺭﺍﺕ ﻣﺘﻘﺒﻠﺔ ﻣﺜﻞ "ﺃﺣﺎﻭﻝ ﺃﻥ ﺃﺟﻌﻞ ﺍﻵﺧﺮﻳﻦ‬

‫ﻳﻘﻮﻣﻮﻥﺑﻮﺍﺟﺒﺎﺗﻲ‪ " .‬ﻭﻛﺎﻥ ﺍﻵﺧﺬﻭﻥ ﺃﻛﺜﺮ ﺍﺣﺘﻤﺎﻻ ًﺑﻜﺜﻴﺮ ﻻﺳﺘﺜﻤﺎﺭ ﺍﻟﻤﻠﻴﻮﻥ ﺩﻭﻻﺭ ﺍﻹﺿﺎﻓﻲ ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﻤﺎﻧﺤﻴﻦ‪ .‬ﻟﻘﺪ‬

‫ﺷﻌﺮﻭﺍﺑﺎﻟﻤﺴﺆﻭﻟﻴﺔ ﻋﻦ ﺍﺳﺘﺜﻤﺎﺭ ﻛﺎﻥ ﻳﺴﻴﺮ ﻋﻰﻠ ﻧﺤﻮ ﺳﻴﺊ‪ ،‬ﻟﺬﻟﻚ ﺍﻟﺘﺰﻣﻮﺍ ﺃﻛﺜﺮ ﺑﺤﻤﺎﻳﺔ ﻛﺒﺮﻳﺎﺉﻬﻢ ﻭﺣﻔﻆ ﻣﺎء ﻭﺟﻬﻬﻢ‪ .‬ﻭﻛﻤﺎﺃﻭﺿﺢ ﺃﺳﺘﺎﺫﺍ‬

‫ﺍﻹﺩﺍﺭﺓ ﺑﺠﺎﻣﻌﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺠﻨﻮﺑﻴﺔ‪ ،‬ﺑﺮﻭﺱ ﻣﻴﺠﻠﻴﻨﻮ ﻭﺃﻭﺩﺭﻱ ﻛﻮﺭﺳﺠﺎﺭﺩ‪" ،‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ‬

‫ﺍﻟﻤﻨﻈﻤﺔﻧﻔﺴﻬﺎ ﻗﺪ ﺗﻜﻮﻥ ﻓﻲ ﻭﺿﻊ ﺃﻓﻀﻞ ﺇﺫﺍ ﺗﻢ ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻓﺈﻥ ﻣﺜﻞ ﻫﺬﺍ ﺍﻹﺟﺮﺍء ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺘﺴﺒﺐ ﻓﻲ ﺗﻜﺒﺪﺻﺎﻧﻊ ﺍﻟﻘﺮﺍﺭ‬

‫ﺗﻜﺎﻟﻴﻒ ﺷﺨﺼﻴﺔ ﻛﺒﻴﺮﺓ )ﻋﻰﻠ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﻓﻘﺪﺍﻥ ﺍﻟﺤﺮﺍﻙ ﺍﻟﻮﻇﻴﻔﻲ‪ ،‬ﻭﺧﺴﺎﺭﺓ ﺍﻟﺴﻤﻌﺔ‪ (.‬ﻷﻥ ﺗﺼﻌﻴﺪﺍﻟﺘﺰﺍﻣﻪ ﻳﺴﻤﺢ ﻟﺼﺎﻧﻊ ﺍﻟﻘﺮﺍﺭ ﺑﺬﻟﻚﺇﺑﻘﺎء‬

‫ﺍﺣﺘﻤﺎﻝ ﺍﻟﻔﺸﻞ ﻣﺨﻔﻴﺎﻓﺈﻥ ﻣﺜﻞ ﻫﺬﺍ ﺍﻟﺴﻠﻮﻙ ﻳﻌﺘﺒﺮ ﻋﻘﻼﻧﻴًﺎ ﻋﻰﻠ‬

‫ﺍﻟﻤﺴﺘﻮﻯﺍﻟﺸﺨﺼﻲ" ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ ﺍﻟﻤﺘﻠﻘﻲ‪.‬‬

‫ﻣﻦﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ‪ ،‬ﻛﺎﻥ ﺍﻟﻤﺎﻧﺤﻮﻥ ﻣﻬﺘﻤﻴﻦ ﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ ﺑﺤﻤﺎﻳﺔ ﺍﻷﺷﺨﺎﺹ ﺍﻵﺧﺮﻳﻦ ﻭﺍﻟﻤﻨﻈﻤﺔ‪ ،‬ﻟﺬﻟﻚ ﻛﺎﻧﻮﺍ ﺃﻛﺜﺮﺍﺳﺘﻌﺪﺍﺩًﺍ ﻟﻼﻋﺘﺮﺍﻑ‬

‫ﺑﺄﺧﻄﺎﺉﻬﻢ ﺍﻷﻭﻟﻴﺔ ﻭﺍﻟﺘﺮﺍﺟﻊ ﻋﻦ ﺗﺼﻌﻴﺪ ﺍﻟﺘﺰﺍﻣﻬﻢ‪ .‬ﺗﻈﻬﺮ ﺩﺭﺍﺳﺎﺕ ﺃﺧﺮﻯ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﻳﺘﺨﺬﻭﻥﻓﻲ ﺍﻟﻮﺍﻗﻊ ﻗﺮﺍﺭﺍﺕ ﺃﻛﺜﺮ ﺩﻗﺔ ﻭﺇﺑﺪﺍﻋًﺎ ﻋﻨﺪﻣﺎ‬

‫ﻳﻜﻮﻧﻮﻥ ﻛﺬﻟﻚﺍﻻﺧﺘﻴﺎﺭ ﻧﻴﺎﺑﺔ ﻋﻦ ﺍﻵﺧﺮﻳﻦ ﻣﻦ ﺃﻧﻔﺴﻬﻢ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺘﺨﺬﺍﻷﺷﺨﺎﺹ ﻗﺮﺍﺭﺍﺗﻬﻢ ﻓﻲ ﺣﺎﻟﺔ ﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻰﻠ ﺍﻟﺬﺍﺕ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ‬

‫ﻳﻜﻮﻧﻮﺍ ﻣﺘﺤﻴﺰﻳﻦ ﻟﺘﻬﺪﻳﺪ ﺍﻷﻧﺎ ﻭﻏﺎﻟﺒًﺎ ﻣﺎ‬

‫ﻳﺘﺄﻟﻤﻮﻥﻣﻦ ﻣﺤﺎﻭﻟﺔ ﺍﻟﻌﺜﻮﺭ ﻋﻰﻠ ﺧﻴﺎﺭ ﻣﺜﺎﻟﻲ ﻓﻲ ﺟﻤﻴﻊ ﺍﻷﺑﻌﺎﺩ ﺍﻟﻤﻤﻜﻨﺔ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺮﻛﺰ ﺍﻟﻨﺎﺱ ﻋﻰﻠ ﺍﻵﺧﺮﻳﻦ‪ ،‬ﻛﻤﺎ ﻳﻔﻌﻞ ﺍﻟﻤﺎﻧﺤﻮﻥﺑﺸﻜﻞ ﻃﺒﻴﻌﻲ‪،‬‬

‫ﻓﻤﻦ ﻏﻴﺮ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﻘﻠﻘﻮﺍ ﺑﺸﺄﻥ ﺍﻟﻐﺮﻭﺭ ﻭﺍﻟﺘﻔﺎﺻﻴﻞ ﺍﻟﺼﻐﻴﺮﺓ‪ .‬ﺇﻧﻬﻢ ﻳﻨﻈﺮﻭﻥ ﺇﻰﻟ ﺍﻟﺼﻮﺭﺓ‬

‫ﺍﻟﻜﺒﻴﺮﺓﻭﻳﻌﻄﻮﻥ ﺍﻷﻭﻟﻮﻳﺔ ﻟﻤﺎ ﻳﻬﻢ ﺍﻵﺧﺮﻳﻦ ﺃﻛﺜﺮ‪.‬‬

‫ﻣﺴﻠﺤﻴﻦﺑﻬﺬﺍ ﺍﻟﻔﻬﻢ‪ ،‬ﻣﻦ ﺍﻟﺠﺪﻳﺮ ﺇﻋﺎﺩﺓ ﺍﻟﻨﻈﺮ ﻓﻲ ﻗﺼﺔ ﺳﺘﻮ ﺇﻧﻤﺎﻥ‪ .‬ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺘﺒﺮﻋًﺎ‪ ،‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻪ ﺷﻌﺮ ﺑﺎﻻﺳﺘﺜﻤﺎﺭﻓﻲ ﺍﻟﻼﻋﺒﻴﻦ ﺍﻟﺬﻳﻦ‬

‫ﻗﺎﻡ ﺑﺼﻴﺎﻏﺘﻬﻢ ﺃﻭﻻً‪ ،‬ﺇﻻ ﺃﻧﻪ ﺷﻌﺮ ﺑﺈﺣﺴﺎﺱ ﺃﻗﻮﻯ ﺑﺎﻟﻤﺴﺆﻭﻟﻴﺔ ﺗﺠﺎﻩ ﺍﻟﻔﺮﻳﻖ‪ .‬ﻗﺎﻝ ﻟﻲ ﻭﺍﻳﻦ ﻃﻮﻣﺴﻮﻥ"‪:‬ﻛﺎﻥ ﺳﺘﻮ ﺷﺨﺼًﺎ ﻃﻴﺒًﺎ‪ ،‬ﻳﺮﺍﻋﻲ ﻣﺸﺎﻋﺮ‬

‫ﺍﻵﺧﺮﻳﻦ‪" ".‬ﻟﻜﻨﻪ ﻟﻢ ﻳﺘﺮﻙ ﺫﻟﻚ ﻳﺆﺛﺮ ﻋﻰﻠ ﺍﻻﺧﺘﻴﺎﺭﺍﺕ‪ .‬ﺇﺫﺍ ﻛﺎﻥ ﻳﻌﺘﻘﺪ‬

‫ﺃﻥﺃﻱ ﺷﺨﺺ ﻻ ﻳﺴﺘﻄﻴﻊ ﺍﻟﻠﻌﺐ‪ ،‬ﻛﺎﻥ ﻳﻀﻊ ﺫﺭﺍﻋﻪ ﺣﻮﻟﻪ ﻭﻳﺘﻤﻨﻰ ﻟﻪ ﺍﻟﺘﻮﻓﻴﻖ‪ .‬ﻟﻢ ﻳﻜﻦ ﺇﻧﻤﺎﻥ ﻫﻮ ﺍﻟﻤﺴﺆﻭﻝ ﻋﻦ ﺇﺑﻘﺎء ﺳﺎﻡﺑﺎﻭﻱ ﻋﻰﻠ ﻣﺘﻦ‬

‫ﺍﻟﻄﺎﺉﺮﺓ؛ ﻏﺎﺩﺭ ﺇﻧﻤﺎﻥ ﻓﺮﻳﻖ ‪ Blazers‬ﻓﻲ ﻋﺎﻡ ‪ ،1986‬ﺑﻌﺪ ﻋﺎﻣﻴﻦ ﻓﻘﻂ ﻣﻦ ﺻﻴﺎﻏﺔ ﺑﻮﻱ‪ .‬ﺭﺑﻤﺎ ﻛﺎﻥ ﻣﻦﺍﻟﻤﻤﻜﻦ ﺃﻥ ﻳﺴﺘﻤﺮ ﺃﺣﺪ ﺍﻟﻤﺘﻘﺪﻣﻴﻦ ﻓﻲ‬
‫ﺍﻟﺪﻓﺎﻉ ﻋﻦ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺴﻴﺊ‪ ،‬ﻟﻜﻦ ﺇﻧﻤﺎﻥ ﺍﻋﺘﺮﻑ ﺑﺨﻄﺉﻪ ﻓﻲ ﺍﺧﺘﻴﺎﺭ ﺑﻮﻱ ﻋﻰﻠ ﺟﻮﺭﺩﺍﻥ‪.‬ﻗﺎﻝ ﺇﻧﻤﺎﻥ‪" :‬ﺍﻋﺘﻘﺪ ﺟﻤﻴﻊ ﺍﻟﻜﺸﺎﻓﺔ ﻟﺪﻳﻨﺎ ﺃﻥ ﺑﻮﻱ ﻫﻮ ﺍﻟﺤﻞ‬

‫ﻟﻤﺸﺎﻛﻠﻨﺎ‪ ،‬ﻭﺃﻧﺎ ﻓﻌﻠﺖ ﺫﻟﻚ ﺃﻳﻀًﺎ‪ ،‬ﻭﻟﻜﻦ ﻛﺎﻥ ﺫﻟﻚ‬

‫ﺧﻄﺄً"*‪ .‬ﻟﻢﻳﺼﻌﺪ ﺇﻧﻤﺎﻥ ﺍﻟﺘﺰﺍﻣﻪ ﺗﺠﺎﻩ ‪ Martin LaRue‬ﺃﻳﻀًﺎ‪ .‬ﻋﻰﻠ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻓﺮﻳﻖ ‪ Blazers‬ﺍﺣﺘﻔﻆ ﺑﻤﺎﺭﺗﻦ ﻟﻤﺪﺓ‬

‫ﺃﺭﺑﻌﺔﻣﻮﺍﺳﻢ‪ ،‬ﺇﻻ ﺃﻥ ﺇﻧﻤﺎﻥ ﻭﺯﻣﻼﺅﻩ ﺍﺗﺨﺬﻭﺍ ﺇﺟﺮﺍءﺍﺕ ﻣﺒﻜﺮﺓ ﺭﺩًﺍ ﻋﻰﻠ ﺃﺩﺍء ﻣﺎﺭﺗﻦ ﺍﻟﻀﻌﻴﻒ‪ .‬ﻓﻲ ﻣﻮﺳﻤﻪ ﺍﻟﻤﺒﺘﺪﺉ‪ ،‬ﻋﻨﺪﻣﺎﻛﺎﻧﺖ ﻫﻨﺎﻙ ﻋﻼﻣﺎﺕ‬

‫ﻭﺍﺿﺤﺔ ﻋﻰﻠ ﺃﻥ ﻣﺎﺭﺗﻦ ﻛﺎﻥ ﻳﺘﺨﺒﻂ‪ ،‬ﺭﺑﻤﺎ ﺃﻋﻄﺎﻩ ﺃﺣﺪ ﺍﻟﻼﻋﺒﻴﻦ ﻭﻗﺘًﺎ ﺇﺿﺎﻓﻴًﺎ ﻟﻠﻌﺐ ﻓﻲ ﻣﺤﺎﻭﻟﺔﻟﺘﺒﺮﻳﺮ ﺍﺧﺘﻴﺎﺭﻩ ﻋﻰﻠ ﺑﻮﺏ ﻣﺎﻛﺎﺩﻭ ﻭﺟﻮﻟﻴﻮﺱ‬

‫ﺇﻳﺮﻓﻴﻨﻎ‪ .‬ﻭﻟﻜﻦ ﻟﻢ ﻳﻜﻦ ﻫﺬﺍ ﻣﺎ ﺣﺪﺙ‪ .‬ﻣﻨﺤﺖ ‪ Blazers‬ﻣﺮﻛﺰ‬

‫ﺍﻟﺒﺪﺍﻳﺔﻟـ‬