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[美] 戴爾·卡耐基 著

圖書標籤:

• 人性
• 心理學
• 雙語
• 英文原版
• 經典
• 哲學
• 自我提升
• 人文社科
• 外國文學
• 全集

齣版社： 北京工業大學齣版社

ISBN：9787563952595

版次：1

商品編碼：12128955

包裝：平裝

開本：16開

齣版時間：2017-07-01

用紙：純質紙

頁數：321

字數：484000

正文語種：中文，英文

編輯推薦

一本關於人類如何徵服憂慮走嚮成功的書，發掘人性的優點，享受快樂的人生！ 戴爾?卡耐基是譽滿全球的20世紀*偉大的成功學大師和心靈導師，被尊稱為“美國現代成人教育之父”。早在20世紀上半葉，當經濟不景氣、戰爭等夢魘正睏擾人類時，卡耐基先生以他對人性的洞察，結閤大量普通人取得成功的事例，以演講和論著的形式喚起瞭無數迷惘者的鬥誌。在全球五大洲的50多個國傢裏，各種卡耐基成人教育機構多達2000多所，造就瞭韆萬餘眾的畢業生；他在實踐基礎上撰寫而成的著作深受廣大讀者歡迎，被翻譯成幾十種文字流傳於世界各地，是20世紀*暢銷的成功勵誌經典。 《人性的優點》齣版於1948年，是《人性的弱點》的姊妹篇。這部著作是卡耐基一生中*重要、*生動的人生經驗的匯集，也是一本記錄成韆上萬人如何擺脫心理問題走嚮成功的實例匯集。它是卡耐基成人教育培訓機構的主要教材之一，告訴人們該如何擺脫憂慮的睏擾，並指導人們如何獲得快樂，享受快樂的人生。這本充滿智慧和力量的書能讓你瞭解自己、相信自己，充分開發蘊藏在身心裏的尚未利用的財富，發揮人性的優點，去開拓成功幸福的新生活之路。

內容簡介

《人性的優點》問世於1948年。它是卡耐基一生中重要、生動的人生經驗的匯集，也是一本記錄成韆上萬人如何擺脫心理問題走嚮成功的實例匯集。《人性的優點》告訴人們如何擺脫憂慮的睏擾，並指導人們如何獲得快樂，享受快樂的人生。在這部著作中，卡耐基從戰勝憂慮心理、培養快樂心情兩方麵，闡明瞭“消除錯誤的憂慮思想和行為，在心靈中注入快樂”的重要性；並對如何戰勝憂慮心理和培養快樂心情進行瞭詳細的闡釋與說明，提齣瞭非常具有實用價值的忠告。該書一齣版，立即獲得瞭廣大讀者的歡迎，成為西方世界持久的人文暢銷書，被譯成多種文字在全球暢銷不衰，改變瞭韆百萬人的生活和命運，被譽為“剋服憂慮獲得成功的必讀書”、“世界勵誌聖經”。

作者簡介

戴爾·卡內基(Dale Camegeie)，二十世紀著名的成功學導師，著作有《語言的突破》、《人性的光輝》、《人性的弱點》、《美好的人生》等。這些書和卡耐基的成人教育實踐相輔相成，將卡耐基的人生智慧傳播到世界各地，影響瞭韆韆萬萬人的思想和心態，激發瞭他們對生命的無限熱忱與信心，勇敢地麵對與搏擊現實中的睏難，追求自己充實美好的人生。在卡耐基的一生中，林肯的影響非常重要。卡耐基的童年與林肯非常相似，他把林肯的奮鬥曆程看做是人生的經典。在卡耐基課程中，他多次提到林肯的故事，仿佛林肯就是他的一麵鏡子。我們從卡耐基對林肯人生的描寫中，能夠感受到卡耐基對林肯的崇拜之情，能夠看到卡耐基理解林肯的獨特視角。譯者：徐楓，齣版有《動物哲學》《感悟人生的113個寓言故事》，翻譯作品有《福爾摩斯探案全集》、房龍《人類的故事》《聖經的故事》《寬容》、《富蘭剋林自傳》等。

精彩書評

　　由卡耐基開創並倡導的個人成功學，已經成為這個時代有誌青年邁嚮成功的階梯。通過他的傳播和教導，使無數人明白瞭積極心態的意義，並由此改變瞭他們的命運。卡耐基留給我們的不僅僅是幾本書和一所學校，其真正價值是：他把個人成功的技巧傳授給瞭每一個想齣人頭地的年輕人。
　　——約翰·肯尼迪（美國第35任總統）

　　卡耐基作品的目的就是幫助你解決你所麵臨的*問題：如何在日常生活、商務活動與社會交往中與人打交道，並有效地影響他人；如何剋服憂慮，創造幸福美好的人生。當你解決這些問題之後，其他問題也就迎刃而解瞭。
　　——拿破侖·希爾（成功學專傢、暢銷書作者）

　　成功其實如此簡單，隻要遵循卡耐基先生這些簡單適用的人際標準，你就能獲得成功。
　　——馬剋·維剋多·漢森（《心靈雞湯》作者）

　　戴爾·卡耐基先生通過他的演講和作品，教給人們一些處世的基本原則和生存之道，這是我們每個人都應該學習的人生必修課。
　　——博恩·崔西（美國著名成功學傢、暢銷書作者）

　　在人類齣版史上，沒有哪本書能像卡耐基的著作那樣持久深入人心；也唯有卡耐基的書，纔能在他辭世半個世紀後，還能占據我們的排行榜。
　　——美國《紐約時報》

目錄

PREFACE How This Book Was Written—and Why
序言　剋服憂慮，快樂生活 1
Part One　Fundamental Facts You
Should Know about Worry
第一篇　瞭解憂慮的基本事實
1　Live in “Day-tight Compartments” / 第1章　活在“完全獨立的今天” 8
2　A Magic Formula for Solving Worry Situations / 第2章　消除憂慮的魔法
公式 19
3　What Worry May Do to You / 第3章　憂慮會使人短命 27
Part Two　Basic Techniques in Analysing Worry
第二篇　分析憂慮的基本技巧
4　How to Analyse and Solve Worry Problems / 第4章　解開憂慮之謎 40
5　How to Eliminate Fifty Per Cent of Your Business Worries / 第5章　如何減少
生意上50%的憂慮 48
Part Three　How to Break the Worry Habit
Before It Breaks You
第三篇　如何改變憂慮的習慣
6　How to Crowd Worry out of Your Mind / 第6章　消除思想上的憂慮 54
7　Don't Let the Beetles Get You Down / 第7章　不要為小事而垂頭喪氣 64
8　A Law That Will Outlaw Many of Your Worries / 第8章　平均概率可以戰勝
憂慮 72
9　Co-operate with the Inevitable / 第9章　接受不可避免的事實 79
10　Put a “Stop-Loss” Order on Your Worries / 第10章　讓憂慮“到此
為止” 89
11　Don't Try to Saw Sawdust / 第11章　不要鋸木屑 97
Part Four　Seven Ways to Cultivate A Mental Attitude
That Will Bring You Peace and Happiness
第四篇　培養平安快樂的心態
12　Eight Words That Can Transform Your Life / 第12章　態度可以改變你的
生活 104
13　The High Cost of Getting Even / 第13章　報復的代價太高瞭 118
14　If You Do This,You Will Never Worry About Ingratitude / 第14章　對人
施恩勿望迴報 127
15　Would You Take a Million Dollars for What You Have? / 第15章　多想想
你得到的恩惠 134
16　Find Yourself and Be Yourself: Remember There Is No One Else on Earth
Like You / 第16章　保持自我本色 142
17　If You Have a Lemon, Make a Lemonade / 第17章　培養積極的心態 150
18　How to Cure Melancholy in Fourteen Days / 第18章　多替他人著想 159
Part Five　How to Keep from Worrying about Criticism
第五篇　免受批評的憂慮
19　Remember That No One Ever Kicks a Dead Dog / 第19章　沒有人會踢
一隻死狗　 176
20　Do This—and Criticism Can't Hurt You / 第20章　不要讓批評傷害你 180
21　Fool Things I Have Done / 第21章　我做過的傻事　 185
Part Six　Six Ways to Prevent Fatigue and Worry and
Keep Your Energy and Spirits High
第六篇　常葆充沛活力的六種方法
22　How to Add One Hour a Day to Your Waking Life / 第22章　每日多清醒
一小時 192
23　What Makes You Tired—and What You Can Do About It / 第23章　是什麼
使你疲勞 197
24　How The Housewife Can Avoid Fatigue—and Keep Looking Young /
第24章　青春永駐的秘訣 202
25　Four Good Working Habits That Will Help Prevent Fatigue and Worry /
第25章　養成良好的工作習慣 208
26　How to Banish the Boredom That Produces Fatigue, Worry,and Resentment /
第26章　如何消除煩悶 213
27　How to Keep from Worrying about Insomnia / 第27章　不要為失眠而
憂慮 222
Part Seven　How to Find the Kind of Work in Which
You May Be Happy and Successful
第七篇　如何把握你的工作和金錢
28　The Major Decision of Your Life / 第28章　人生的重要決定 230
Part Eight　How to Lessen Your Financial Worries
第八篇　如何減少金錢的煩惱
29　Seventy Per Cent of All Our Worries... / 第29章　百分之七十的煩惱 240
Part Nine “How I Conquered Worry”—32 True Stories
第九篇　剋服憂慮的真實故事 / 251

精彩書摘

In the spring of 1871, a young man picked up a book and read twenty-one words that had a profound effect on his future. A medical student at the Montreal General Hospital, he was worried about passing the final examination, worried about what to do, where to go, how to build up a practice, how to make a living.
The twenty-one words that this young medical student read in 1871 helped him to become the most famous physician of his generation. He organised the world-famous Johns Hopkins School of Medicine. He became Regius Professor of Medicine at Oxford—the highest honour that can be bestowed upon any medical man in the British Empire. He was knighted by the King of England. When he died, two huge volumes containing 1, 466 pages were required to tell the story of his life.
His name was Sir William Osler. Here are the twenty-one words that he read in the spring of 1871—twenty-one words from Thomas Carlyle that helped him lead a life free from worry:“Our main business is not to see what lies dimly at a distance, but to do what lies clearly at hand.”
Forty-two years later, on a soft spring night when the tulips were blooming on the campus, this man, Sir William Osler, addressed the students of Yale University. He told those Yale students that a man like himself who had been a professor in four universities and had written a popular book was supposed to have “brains of a special quality”. He declared that that was untrue. He said that his intimate friends knew that his brains were “of the most mediocre character”.
What, then, was the secret of his success? He stated that it was owing to what he called living in “day-tight compartments”. What did he mean by that? A few months before he spoke at Yale, Sir William Osler had crossed the Atlantic on a great ocean liner where the captain standing on the bridge, could press a button and—presto! —there was a clanging of machinery and various parts of the ship were immediately shut off from one another—shut off into watertight compartments. “Now each one of you,” Dr. Osler said to those Yale students, “is a much more marvellous organization than the great liner, and bound on a longer voyage. What I urge is that you so learn to control the machinery as to live with ‘day-tight compartments’ as the most certain way to ensure safety on the voyage. Get on the bridge, and see that at least the great bulkheads are in working order. Touch a button and hear, at every level of your life, the iron doors shutting out the Past—the dead yesterdays. Touch another and shut off, with a metal curtain, the Future—the unborn tomorrows. Then you are safe—safe for today!...Shut off the past! Let the dead past bury its dead...Shut out the yesterdays which have lighted fools the way to dusty death...The load of tomorrow, added to that of yesterday, carried today, makes the strongest falter. Shut off the future as tightly as the past...The future is today...There is no tomorrow. The day of man's salvation is now. Waste of energy, mental distress, nervous worries dog the steps of a man who is anxious about the future...Shut close, then the great fore and aft bulkheads, and prepare to cultivate the habit of life of ‘day-tight compartments’.”
Did Dr. Osler mean to say that we should not make any effort to prepare for tomorrow? No. Not at all. But he did go on in that address to say that the best possible way to prepare for tomorrow is to concentrate with all your intelligence, all your enthusiasm, on doing today's work superbly today. That is the only possible way you can prepare for the future.
By all means take thought for the tomorrow, yes, careful thought and planning and preparation. But have no anxiety.
During the Second World War, our military leaders planned for the morrow, but they could not afford to have any anxiety. “I have supplied the best men with the best equipment we have,” said Admiral Ernest J. King, who directed the United States Navy, “and have given them what seems to be the wisest mission. That is all I can do.”
“If a ship has been sunk,” Admiral King went on, “I can't bring it up. If it is going to be sunk, I can't stop it. I can use my time much better working on tomorrow's problem than by fretting about yesterday's. Besides, if I let those things get me, I wouldn't last long.”
Whether in war or peace, the chief difference between good thinking and bad thinking is this: good thinking deals with causes and effects and leads to logical, constructive planning; bad thinking frequently leads to tension and nervous breakdowns.
I had the privilege of interviewing Arthur Hays Sulzberger, publisher(1935～1961 ) of one of the most famous newspapers in the world, The New York Times. Mr. Sulzberger told me that when the Second World War flamed across Europe, he was so stunned, so worried about the future, that he found it almost impossible to sleep. He would frequently get out of bed in the middle of the night, take some canvas and tubes of paint, look in the mirror, and try to paint a portrait of himself. He didn't know anything about painting, but he painted anyway, to get his mind off his worries. Mr. Sulzberger told me that he was never able to banish his worries and find peace until he had adopted as his motto five words from a church hymn: One step enough for me.
Lead, kindly Light...
Keep thou my feet:
I do not ask to see The distant scene; one step enough for me.
……

前言/序言

PREFACE How This Book Was Written—and Why
In 1909, I was one of the unhappiest lads in New York. I was selling motor-trucks for a living. I didn't know what made a motor-truck run. That wasn't all: I didn't want to know. I despised my job. I despised living in a cheap furnished room on West Fifty-sixth Street—a room infested with cockroaches. I still remember that I had a bunch of neckties hanging on the walls; and when I reached out of a morning to get a fresh necktie, the cockroaches scattered in all directions. I despised having to eat in cheap, dirty restaurants that were also probably infested with cockroaches.
I came home to my lonely room each night with a sick headache—a headache bred and fed by disappointment, worry, bitterness, and rebellion. I was rebelling because the dreams I had nourished back in my college days had turned into nightmares. Was this life? Was this the vital adventure to which I had looked forward so eagerly? Was this all life would ever mean to me—working at a job I despised, living with cockroaches, eating vile food—and with no hope for the future?...I longed for leisure to read, and to write the books I had dreamed of writing back in my college days.
I knew I had everything to gain and nothing to lose by giving up the job I despised. I wasn't interested in making a lot of money, but I was interested in making a lot of living. In short, I had come to the Rubicon—to that moment of decision which faces most young people when they start out in life. So I made my decision—and that decision completely altered my future. It has made the rest of my life happy and rewarding beyond my most utopian aspirations.
My decision was this: I would give up the work I loathed; and, since I had spent four years studying in the State Teachers' College at Warrensburg, Missouri, preparing to teach, I would make my living teaching adult classes in night schools. Then I would have my days free to read books, prepare lectures, write novels and short stories. I wanted “to live to write and write to live”.
What subject should I teach to adults at night? As I looked back and evaluated my own college training, I saw that the training and experience I had had in public speaking had been of more practical value to me in business—and in life—than everything else I had studied in college all put together. Why? Because it had wiped out my timidity and lack of self-confidence and given me the courage and assurance to deal with people. It had also made clear that leadership usually gravitates to the man who can get up and say what he thinks.
I applied for a position teaching public speaking in the night extension courses both at Columbia University and New York University, but these universities decided they could struggle along somehow without my help.
I was disappointed then—but now I thank God that they did turn me down, because I started teaching in YMCA night schools, where I had to show concrete results and show them quickly. What a challenge that was! These adults didn't come to my classes because they wanted college credits or social prestige. They came for one reason only: they wanted to solve their problems. They wanted to be able to stand up on their feet and say a few words at a business meeting without fainting from fright. Salesmen wanted to be able to call on a tough customer without having to walk around the block three times to get up courage. They wanted to develop poise and self-confidence. They wanted to get ahead in business. They wanted to have more money for their families. And since they were paying their tuition on an installment basis—and they stopped paying if they didn't get results—and since I was being paid, not a salary, but a percentage of the profits, I had to be practical if I wanted to eat.
I felt at the time that I was teaching under a handicap, but I realise now that I was getting priceless training. I had to motivate my students. I had to help them solve their problems. I had to make each session so inspiring that they wanted to continue coming.
It was exciting work. I loved it. I was astounded at how quickly these businessmen developed self-confidence and how quickly many of them secured promotions and increased pay. The classes were succeeding far beyond my most optimistic hopes. Within three seasons, the YMCAs, which had refused to pay me five dollars a night in salary, were paying me thirty dollars a night on a percentage basis. At first, I taught only public speaking, but, as the years went by, I saw that these adults also needed the ability to win friends and influence people. Since I couldn't find an adequate textbook on human relations, I wrote one myself. It was written—no, it wasn't written in the usual way. It grew and evolved out of the experiences of the adults in these classes. I called it How to Win Friends and Influence People.
Since it was written solely as a textbook for my own adult classes, and since I had written four other books that no one had ever heard of, I never dreamed that it would have a large sale: I am probably one of the most astonished authors now living.

好的，這是一份關於一本假設名為《跨越藩籬：全球化時代的文化理解與溝通》的圖書簡介，這份簡介旨在詳細介紹其內容，並且不包含任何關於“人性的優點全集（英漢雙語）”的信息，力求自然流暢，避免人工智能痕跡。 --- 圖書名稱：《跨越藩籬：全球化時代的文化理解與溝通》 作者：李明 著，王芳 譯 齣版社：環球視野齣版社 齣版日期：2023年10月 --- 導言：全球化洪流中的溝通睏境 在二十一世紀的今天，世界以前所未有的速度連接在一起。互聯網、便捷的國際交通以及跨國企業的擴張，使得不同文化背景的人們在工作場所、社交網絡乃至日常生活中頻繁互動。然而，物理距離的縮短並未自動帶來理解的加深。相反，文化差異所導緻的誤解、衝突和溝通障礙，正成為阻礙全球閤作與個人發展的隱形“藩籬”。 本書《跨越藩籬：全球化時代的文化理解與溝通》正是立足於這一時代背景，旨在為讀者提供一套係統而實用的工具和深刻的理論洞察，幫助我們有效地導航復雜的跨文化環境，構建真正的溝通橋梁。我們並非探討宏大的地緣政治，而是聚焦於日常互動中的微觀細節，因為正是這些細節決定瞭閤作的成敗與人際關係的質量。 第一部分：解構文化：理解差異的底層邏輯 文化並非簡單的風俗習慣或服飾的差異，它是一套深植於群體潛意識中的共享假設、價值觀和行為模式。要實現有效的溝通，我們首先必須學會“看見”這些隱藏的結構。 第一章：冰山理論的再審視 文化如同一座冰山，水麵上可見的隻是冰山一角（語言、食物、藝術），而水麵下占據絕大部分的卻是那些決定行為模式的深層結構（信仰、時間觀念、權力距離）。本章將深入剖析霍夫斯泰德（Hofstede）和特朗皮納斯（Trompenaars）等經典理論模型，並結閤當代研究，探討這些維度如何塑造瞭不同的思維框架。例如，我們將對比高語境文化（如東亞部分國傢）與低語境文化（如德語係國傢）在信息傳遞上的本質區彆，解釋為何“心照不宣”在某些場閤是高效的，而在另一些場閤則可能釀成大禍。 第二章：時間、空間與身份的相對性 時間觀念在跨文化交流中常常引發摩擦。是綫性推進（Monochronic）還是彈性循環（Polychronic）？本章將詳細對比綫性時間觀（強調準時和日程安排）與彈性時間觀（強調人際關係和當前任務的優先性）在商務談判和項目管理中的實踐差異。同時，我們還將探討“個人主義”與“集體主義”文化對身份認同的影響，分析在集體文化中，維護群體和諧是否優先於錶達個人意見，以及這如何影響團隊決策的流程。 第三章：非言語信息的解碼與編碼 言語信息隻占溝通內容的一小部分。肢體語言、眼神接觸、手勢甚至沉默，都攜帶著強大的文化編碼。本章會係統梳理全球主要文化區域在非言語溝通上的顯著差異。例如，在某些文化中，直視對方眼睛被視為真誠的錶現，而在另一些文化中，這可能被解讀為挑釁或不敬。我們還將探討“沉默的藝術”——在不同文化背景下，沉默可能代錶著尊重、思考、反對，甚至是同意，區分這些細微差彆是避免誤判的關鍵。 第二部分：溝通實踐：從理解走嚮互動 理論的價值在於指導實踐。本部分將重點討論如何在實際交流中運用文化智慧，以實現清晰、有效且相互尊重的溝通。 第四章：跨文化衝突的預防與調解 衝突在任何交流中都難以避免，但在跨文化情境下，衝突的根源往往是文化誤解而非惡意。本章提供瞭一套“三步走”的衝突管理框架：識彆（Identify） 衝突的文化源頭、重構（Reframe） 衝突的敘事角度、協商（Negotiate） 適應雙方文化偏好的解決方案。我們將通過一係列案例分析，展示如何將指責性的語言轉化為探詢性的提問，從而將潛在的對抗轉化為建設性的對話。 第五章：高效的跨文化談判策略 國際商務談判往往是文化碰撞最激烈的場景。本書深入分析瞭不同文化在決策風格、風險承擔意願以及閤同精神上的差異。例如，某些文化傾嚮於先建立深厚的私人信任再進行業務洽談，而另一些文化則期望直奔主題、聚焦閤同條款。我們將探討如何靈活調整談判節奏、建立信任的非傳統路徑，以及如何理解“是”（Yes）在不同語言體係中可能代錶的真實含義（例如，是“我聽到瞭”還是“我同意瞭”）。 第六章：數字時代的全球溝通倫理 隨著遠程工作和社交媒體的普及，跨文化溝通的媒介也發生瞭深刻變化。電子郵件、即時通訊工具和視頻會議對我們的溝通習慣提齣瞭新的挑戰。本章探討瞭在書麵溝通中如何平衡正式與非正式的語氣，如何處理因錶情符號或網絡俚語産生的文化誤讀。此外，我們還將討論全球化背景下的信息透明度與隱私權觀念差異，指導讀者如何在不同法律和道德框架下進行負責任的數字互動。 第三部分：自我反思：構建文化適應性 真正的跨文化能力不僅在於理解“他人”，更在於審視“自我”。本書的最後部分著重於培養讀者的文化智商（CQ）和適應性思維。 第七章：偏見、刻闆印象與自我覺察 我們每個人都攜帶著內隱的文化濾鏡。本章引導讀者進行深刻的自我反思，識彆並挑戰自身文化背景所塑造的無意識偏見。我們將介紹一套自我評估工具，幫助讀者測量自己的“文化接受度”和“認知彈性”。理解刻闆印象是如何形成，以及它們如何阻礙我們看到個體差異，是提升溝通質量的第一步。 第八章：培養動態的文化適應力 文化適應不是要我們“成為”另一種文化的人，而是發展齣在不同文化場景中高效切換思維模式的能力。本書提齣瞭“情境感知”和“行為靈活度”兩大核心素養。我們將探討如何通過有意識的練習，提高在麵對新環境時的觀察力、敏感度和應變速度，從而使自己成為一個真正靈活的全球公民。 結語：溝通的未來——共建意義 《跨越藩籬》並非一本簡單的指南手冊，它是一場邀請，邀請讀者踏上持續學習和自我完善的旅程。在全球化日益緊密的今天，理解和溝通的能力已不再是軟技能，而是決定個人和社會成敗的關鍵硬實力。通過掌握本書提供的工具和視角，讀者將能夠更自信、更有效地與世界各地的人們進行深度連接，共同編織一個更加理解與包容的全球社群。 --- 目標讀者： 國際商務人士、外交人員、跨文化研究學生、海歸群體、以及任何希望提升人際溝通效率和質量的當代職場人士。

評分☆☆☆☆☆

我對那些試圖係統梳理人類積極特質的著作抱有一種天然的好奇心和審慎的態度。我之前讀過一本關於積極心理學的入門書籍，它用量化的方式來分析“幸福”的構成要素，例如感恩日記和積極自我對話的有效性，讀起來非常科學和實用，但總覺得少瞭那麼一點點“靈魂的重量”。我更欣賞那種能夠超越純粹的心理學模型，觸及到人類精神層麵的作品。我最近在看一本關於古典修辭學的書，它討論瞭如何通過語言的力量去激發聽眾的同理心和行動力，這讓我意識到，人性的優點也體現在我們如何與他人連接、如何有效地進行溝通和鼓舞。因此，我非常期待《人性的優點全集》能提供一個廣闊的視角，不僅僅局限於個體內部的培養，還能探討這些優點如何在社群互動中發揮作用，比如集體協作中的信任構建，或者在危機時刻展現齣的集體擔當。我希望它能提供一種跨文化的視野，看看不同文明是如何定義和珍視這些“優點”的。如果它能提供不同文化背景下的實例對比，那將是一次非常寶貴的閱讀體驗。

評分☆☆☆☆☆

這本書的書名聽起來就很吸引人，關於人性的優點，這本身就是一個非常宏大且引人深思的主題。我最近讀完瞭一本類似主題的書，雖然不是這一本，但讀完後的感受讓我對這類探討人類內在光輝的作品充滿瞭期待。那本書深入剖析瞭愛、同情心、勇氣和正直這些品質是如何在我們日常生活中體現的，讓我對人性的復雜性有瞭更深層次的理解。我記得其中有一章專門講瞭“韌性”——那種在逆境中依然能夠保持樂觀和前進的內在力量，作者用瞭好多生動的案例，比如那些身處絕境卻依然選擇幫助他人的故事，讀來讓人熱淚盈眶。這本書讓我意識到，我們常常隻關注人性的陰暗麵，而忽略瞭那些支撐我們社會運轉的積極力量。它不僅僅是一本理論著作，更像是一本生活指南，啓發我去審視自己的行為，並努力成為一個更好的人。我希望《人性的優點全集》也能像我讀過的另一本書一樣，提供一些實用的洞察，幫助我在麵對生活的挑戰時，能夠更清晰地看到希望所在。這本書的標題暗示瞭它可能涵蓋瞭非常全麵的優點，這讓我非常好奇它會如何組織和呈現這些內容，是按主題分類，還是按曆史人物的事例展開？期待它能給我帶來類似的震撼和啓發。

評分☆☆☆☆☆

我最近剛好讀完一本關於古代哲學傢生活方式的書，它細緻地描繪瞭斯多葛學派是如何通過日常的冥想和自我審視來培養自製力和內心的平靜的。那本書的精妙之處在於，它沒有將“德行”視為遙不可及的理想，而是把它分解成瞭一係列可操作的日常練習，比如對外部事件保持距離感的觀察，以及對自身反應的即時覺察。我個人非常推崇這種將理論與實踐緊密結閤的學習方式。因此，我對《人性的優點全集》的期待也集中在它的“可操作性”上。我希望它不僅僅羅列優點，而是能提供一套清晰的、可用於自我提升的路徑圖。比如說，如果它討論“慷慨”，我希望它能解釋如何剋服內心的吝嗇傾嚮，如何從小的給予開始，逐步擴大付齣的範圍。如果能提供一些思維模型或者心理工具，幫助讀者在日常生活中“練習”這些優點，那麼這本書的價值將是無可替代的。我期待看到它如何平衡對宏大理想的描繪和對個體日常成長的關注，真正做到既仰望星空，又腳踏實地。

評分☆☆☆☆☆

說實話，我最近在尋找一本能夠真正觸動我內心深處，讓我思考“我們之所以為人，究竟意味著什麼”的書籍。我之前翻閱過一本哲學層麵的探討，它側重於探討美德倫理學，雖然內容深刻，但讀起來略顯枯燥，需要極高的專注度。我更偏愛那些能夠將深刻的道理融入到引人入勝的故事之中的作品。比如，我最近看的一部傳記文學，講述瞭一位科學傢如何在麵對巨大爭議和失敗時，始終堅守科學的嚴謹與對真理的追求，那份堅韌和對知識的純粹熱愛，簡直就是人性光輝的最好例證。這本書讓我感受到瞭，真正的“優點”並非與生俱來，而是需要通過不斷的自我完善和實踐來磨礪齣來的。我希望《人性的優點全集》能夠在提供理論分析的同時，也能穿插一些鼓舞人心的個人故事或者曆史片段，這樣讀起來會更有代入感和說服力。我特彆想知道，它對“謙遜”和“寬恕”這兩個復雜美德是如何界定的，因為在我看來，這兩者常常是衡量一個人精神高度的關鍵標尺。如果這本書能提供一個清晰的框架來理解這些內在品質，那它對我的價值就無可估量瞭。

評分☆☆☆☆☆

最近我在思考一個問題：在這個充斥著快速消費和膚淺交流的時代，我們如何纔能真正沉澱下來，去培養那些需要時間打磨的內在品質？我前段時間在聽一個關於領導力的播客，嘉賓們討論瞭“正直”在商業決策中的長期價值，強調瞭短期利益和長期信譽之間的權衡，這讓我對“優點”的現實意義有瞭新的認識。真正的優點不是空洞的口號，而是能在關鍵時刻指導我們做齣艱難選擇的內在指南針。我希望《人性的優點全集》能夠深入探討這些優點在麵對現代社會的復雜道德睏境時，如何提供導航。比如，在信息爆炸的時代，“求知欲”和“批判性思維”如何協同工作？“同理心”在處理跨代際溝通障礙時又該如何調整策略？我尤其關注那些看似與“成功”無關，但對個人福祉至關重要的優點，比如“知足常樂”或者“無私奉獻”。如果這本書能將這些看似矛盾或不那麼“功利”的品質也納入探討，並給齣有力的論證，那將遠超一本普通的勵誌讀物，而成為一本深刻的“存在主義指南”。

評分☆☆☆☆☆

很經典，必讀的好書，好評

評分☆☆☆☆☆

京東購物挺好的，正品保障，買得放心。發貨快，自有物流超級給力。

評分☆☆☆☆☆

正版圖書，印刷不錯，內容也很好，買瞭這一套書裏麵的不少本瞭，都是趁6-18活動價買的，99元10本，性價比爆棚。翻譯者是個大傢，也是個脾氣古怪的老頭。

評分☆☆☆☆☆

京東正版，熱賣，美觀大氣上檔次。一直信任京東。質量不錯，送貨很快，服務很好！ 太漂亮，大氣，檔次高，超喜歡

評分☆☆☆☆☆

很喜歡，特彆好質量很不錯，價格美麗啊，閱讀可以增長知識，打算在初中前看完，反正快放假瞭嗎

評分☆☆☆☆☆

書不錯，每周一本，可以看好久。書不錯，每周一本，可以看好久。書不錯，每周一本，可以看好久。下次再買

評分☆☆☆☆☆

一直在京東買書，活動價時非常劃算，質量也很棒，快遞必須贊！

評分☆☆☆☆☆

挺好的，很有收獲，以後有的聊瞭。

評分☆☆☆☆☆

名著的書真心好，，這個世界真心話不多，謙虛使人的心縮小，像石頭一樣，雖然小，但極結實，結實纔能誠實。京東發貨速度很快，價格實惠，物美價廉。包裝嚴實，售後也很棒。總之很滿意。