GEMSH YOFETCHSHAETB ЪBLMAYUBEFUS CH FPN, YuFPVSH RPMKHYUYFSH PFCHEFSH ABOUT FTY PUOPCHOSHI CHPRTPUB:

• URTBCHYFEUSH MY CHCH U DBOOPC TBVPFPK?
• rPDPKDEFE MY chsch LPNRBOY YMY PFDEMH, CH LPFPTSCHI VKhDEFE TBVPFBFSH?
• vHDEFE MY ChSH GEMEKHUFTENMEOOOSCHN TBVPFOILPN, ABOUT LPFPTPZP NPTsOP RPMPTSYFSHUS (RTY FPK ЪBTRMBFE, YuFP NPTsEF RTEDMPTSYFSH chBN LPNRBoiS)?

x YOFETCHSHAETPCH EUFSH FPMSHLP PDYO URPUPV OBKFY PFCHEFSH - RHFEN RPUFTPEOYS FPOLYI KHNPBLMAYUEOYK. YOFETCHSHHAETSCH UNPFTSF ABOUT FP, YuFP ChSH OBRYUBMY P UEVE CH UCHPEN TEANE Y DTHZYI DPLHNEOFBI, YuFP CH SHCH KHUREMY UDEMBFSH CH TSIYOY, YuEZP DPUFYZMY CH RTPYMPN Y LBLYY LPOLTEFOP OCHSHLB NY PVMBDBEFE. rPFPN POY ЪBDBAF CHPRPTUSCH, PFCHEFSHCH ABOUT LPFPTSCH RTPSUOSAF UHFSH MYUOSHI UCHEDEOOK, YЪMPTSEOOSHI chBNY CH TE'ANE. OBLPOEG, SING RSHFBAFUS KHCHSBBFSH UPVUFCHEOOSCH CHREYUBFMEOOYS Y YOZHPTNBGYA, LPFPTBS UPDETSYFUS CH CHBYEN TEANE, U FEN, YuFP, U YI FPYULY UTEOYS, SCHMSEFUS PUOPCHOSCHN FTEVP CHBOYEN L TBVPFE ABOUT CHBLBOFOPN NEUFE.

hNEMSCHK YOFETCHSHAYET PVSHYUOP OE KHDCHMEFCHPTSEFUS PVFELBENSHCHN Y OEDPUFBFPYUOP LPOLTEFOSCHN PFCHEFPN. according to ЪББДБЭФ ДПРПМОЪСHOSHCHE CHPRPTUSCH, YUBUFP YURPMSHЪHS YFP-FP ULBBOOPE chBNY LBL ЪBGERLH. rTY LFPN YOFETCHSHAET OE FPMSHLP RPMKHYUBEF OHTSOHA ENKH YOZHTNBGYA RP UKHEEUFCHH CHPRTPUB. BY FBLTSE UPJDBEF DMS UPYULBFEMS UFTEUUPCHHA UYFKHBGYA Y OBVMADBEF ЪB EZP RPCHEDEOYEN. OE UNHEBKFEUSH Y OE CHRBDBKFE CH RBOILH. URPLLPKOP CHPURTYOINBKFE MAVSHCHE DPRPMOYFEMSHOSHE CHPRPTUSCH, UFBTBKFEUSH PFCHEYUBFSH RP UKHEEUFCHH Y LTBFLP.

x OELPFPTSCHI YOFETCHSHHAETPCH ZMBCHOSCHK CHPRTPU UPVEUEDPCHBOYS - "rPYUENH?" uOBYUBMB YOFETCHSHAET ЪBDBEF LBLPK-FP RTPUFPK CHPRTPU. CHCH PFCHEUBEFE "DB" YMY "OEF" YMY OBSCHCHBEFE YUFP-FP (OBRTYNET, MAVYNPE ЪBOSFYE). y YOFETCHSHAET FHF CE URTBYCHBEEF: "rPYUENH?" pYUEOSH YUBUFP LFP RTPUFPE "RPYUENH?" UFBCHYF UPYULBFEMS CH ЪBFTKHDOYFEMSHOPE RPMPTSEOYE. ON OE OBEF, YuFP PFCHEFYFSH Y MEREYUEF YuFP-FP OECHTBHNYFEMSHOPE. VKHDSHFE ZPFPCHSHL PFCHEFKH ABOUT CHPRTPU "rPYUENH?", P YUEN VSHCH CHBU OY URTBYCHBMY. rPNOYFE: KHNOSHCHK YOFETCHSHAET KHCHYDYF Y KHUMSHCHYYF VPMSHYE, YUEN CHCH ZHBLFYUEULY ULBCEFE. BY CHUEZDB PVTBFYF PUPVPE CHOYNBOIE OE FPMSHLP ABOUT UPDETTSBOYE chBYEZP PFCHEFB, OP Y ABOUT CHBYKHCHETOOPUFSH, YULTEOOPUFSH, OB FP, LBL CHCH RPDBDYFE chBY PFCHEF. Oh MZYFE! bFP PYUEOSH BNEFOP. rTYCHEDEOOSCH OYCE CHPRPTUSCH ЪCHHYUBF RTBLFYUEULY ABOUT LBCDPN UPVEUEDPCHBOYY.

TBUULBTSYFE LTBFLP P UEVE. h DBOOPN UMHYUBE TBVPPFPDBFEMS YOFETEUKHEF CH RETCHHA PYUETEDSH RTPZHEUUYPOBMYYN RPFEOGYBMSHOPZP UPFTHDOILB. chPF Y UPPVEYFE ENKH, YUEN LPOLTEFOP chsch ЪBOINBMYUSH ABOUT RPUMEDOEN NEUFE TBVPFSCH, LBLPK CHH PLPOYUMY.

ABOUT LBLPK DPMTSOPUFY CHCHYDYFE EUVS YUETE RBTH (YMY RSFSH) MEF? pFCHEYUBS ABOUT LFPF CHPRTPU, OE OHTsOP ULTPNOYUBFSH. rMBOITHEFE UFBFSH OBYUBMSHOILPN? nPTSEFE UNEMP ЪBSCHYFSH PV LFPN, OP FPMSHLP CH FPN UMKHYUBE, EUMY chBY LCHBMYZHYLBGYS, PRSHCHF Y OBOYS RPCHPMSAF OBDESFSHUS ABOUT RPDPVOKHA RETURELFYCHH. eUFEUFCHEOOP, PFCHEF DPMTSEO ЪCHHYUBFSH LPTTELFOP Y PVPUOPCHBOOP.

vPMSHYYOUFChP TBVPFPDBFEMEC RPMPTSYFEMSHOP PGEOSF UFTENMEOYE UPFTKHDOILB L LBTSHETOPNH TPUFH. rTY KHUMPCHYY, YuFP DPMTSOPUFSH RPЪCHPMSEF TBUFY. h GEMPN LFPF CHPRTPU, ULPTEE, OE P LBTSHETOSHI DPUFYTSEOYSI, B PV KHNEOY CHYDEFSH RETURELFYCHSHCH, RPOINBFSH, LBLYN PVTBBPN NPTsOP DCHYZBFSHUS L OBNEYOOOPK GEMY, CHOKHFTEOOYI NPFYCHBI, KHNEOYY RMBOYTPCHBFSH UPVUFCHEOKHA TSYOSH Y CHYDEFSH RTPNETSKHFPYUOSCH TEKHMSHFBFSCH.

h ЪBCHYUINPUFY PF FPZP, YuFP chsch TBUULBSCCHBEFE, OE FTHDOP RPOSFSH, OBULPMSHLP PVAELFYCHOP chsch PFOPUYFEUSH L UEVE LBL L RTPZHEUUYPOBMKH, YOFETEUOB MY chBN UBNB RTPZHEUU YS YMY CHBU VPMSHYE YOFETEUKHEF LBTSHETOSCHK TPUF, OBULPMSHLP FPYuOP CHCH UPPFOPUYFE UPVUFCHOOPE TBCHYFYE Y RTPDCHYTSEOYE.

rPYUENH CHCH IPFYFE TBVPFBFSH CH OBYEK LPNRBBOYY? rTY PFCHEFE ABOUT DBOOSCHK CHPRTPU, FTEVHEFUS UETSHEOBS RPDZPFPCHLB. uPYULBFEMY ЪБУБУБУФХА YДХФ ABOUT UPVEUEDPCHBOYE FPMSHLP RPFPNKH, YuFP YI RTYZMBUYMY, B CHCHUE Oye RPFPNKH, YuFP TSEMBAF TBVPFBFSH YNEOOP CH LFK ZHYTNE. OP TBVPFPDBFEMA OHTSOSCH "RTEDBOOSCH VPKGSCH". y EUMY chShch DBDYFE ENKH RPOSFSH, YFP chBN CHUE TBCHOP, ZDE FTHDYFSHUS, MYYSH VSC DEOSHZY RMBFYMY - LFP OE RTYVBCHYF chBN PYULPCH. rППФПНХ ОХЦОП РПМХУИФШ LBL NPTsOP VPMSHYE YOZHPTNBGYY P "RTYOINBAEEK UFPTPOE" (OBRTYNET - YUETE YOFETOEF). fPZDB ABOUT UPVEUEDPCHBOY CHCH UNPTSEFE VMEUOKHFSH RPMHYUEOOOSCHNY UCHEDEOYSNY Y KHVEDYFSH YOFETCHSHAETB, UFP UDEMBMY CHSHCHVPT PUPOBOOP.

rMPIP, EUMY CHCH VHDEFE PFCHEYUBFSH TBUIPTSYNY ZHTBBNY: "NEOS RTYCHMELBAF RETURELFYCHSH TPUFB, YOFETEUOBS TBVPFB, UPMYDOBS ZHYTNB...". lBODYDBF DPMTSEO RTYCHEUFY UETSHEOSH Y LPOLTEFOSCH DPCHPDSH: TSEMBOYE RTYNEOIFSH UCHPA LCHBMYZHYLBGYA Y PRSHCHF FBN, ZDE POY NPZHF DBFSH OBYVPMSHIKHA PFDBYUH Y VHDHF RP DPUFPYO UFCHH PGEOEOSCH, RTYCHMELBFEMSHOPUFSH TBVPFSHCH UYMSHOPK LPNBODE RTPZHEUUYPOBMPCH.

uHEEUFCHHAF PFCHEFSHCH, LPFPTSCHE RPCHFPTSAFUS NYMMYPO TB, OBRTYNET: "NOE OTBCHYFUS TBVPFBFSH U MADSHNY." dBCE EUMY LFP Y FBL, RPUFBTBKFEUSH YVETSBFSH YFBNRPCH. OBRTYNET, TBUULBTSYFE P chBYEK NBOETE TBVPFSCH U LMYEOFBNY. pFUHFUFCHYE YFBNRPCH Y VBOBMSHOPUFEK RTPYCHPDYF VMBZPRTYSFOPE CHREYUBFMEOYE.

chBTYBOF PFCHEFB: with NOPZP ЪOBA P chBUYEK ZHYTNE, YЪHYYCH RHVMYLBGYY CH RTEUUE (RPZPCHPTYCH UP UREGYBMYUFBNY, RPVSHCHBCH ABOUT UBKFE yoFETOEFB Y F.R.). noe PUEOSH YNRPOYTHEF hby BCHFPTYFEF CH DEMPCHPN NYTE, UFYMSH TBVPFSCH, B FBLCE LTKHZ NPYI VKHDHEYI PVSBOOPUFEK. eUMY ChSH PLBTSEFENOE DPCHETYE, FP S UP UCHPEK UFPTPOSCH - (DBMEE UMEDHEF RETEYUYUMEOYE FAIRIES HNEOYK Y OCHSHCHLPCH, LPFPTSCHE NPZHF VShchFSH RPMEЪOSCH LPNRBOYY).

rPYUENH CHCH UYYFBEFE UEVS DPUFPKOSCHN ЪBOSFSH UFKH DPMTSOPUFSH? h YUEN hBYY RTEINHEEUFCHB RETED DTHZYNY LBOYDBFBNY? fP OBYMKHYUYK CHPRTPU DMS LBODYDBFB, YuFPVSH VE MTsOPK ULTPNOPUFY OBCHBFSH UCHPY ZMBCHOSHE RTEINHEEUFCHB RETED DTHZYNY RTEFEODEOFBNY. rTY LFPN CHCH DPMTSOSCH RTDPDENPOUFTYTPCHBFSH UCHPE KHNEOYE KHVETSDBFSH, RPDYUETLYCHBS UCHPY RTEINHEEUFCHB. rMPIP, EUMY CHCH Y ABOUT LFPF CHPRTPU PFCHEYUBEFE UMBVSHCHNY BTZHNEOFBNY Y RTYCHPDYFE UCHPY ZHTNBMSHOP-VYPZTBZHYUEULYE IBTBLFETYUFYLY.

lBLPLCHSHCHBY MUCH MORE UFPTPOSHCH? CHURPNOYFE P UCHPYI ZMBCHOSHI KHUREIBI Y DPUFYTSEOYSI ABOUT RTEDSHDHEYI TBVPFBI YMY RTPUFP CH TSYI. FERETSH ЪБДБКFE УЭВе ЧПРИТУ, ЪБ УУЭФ ЛБЛПЗП ЛБУЕУФЧБ ЧШЧ ЪФИИХУРИПЧ DPVIMYUSH?

UETSHESHCHK BOBMY DBUF CHPNPTSOPUFSH PRTEDEMYFSH CHBYY UYMSHOSHE UFPTPOSH. h LBYUEUFCHE YMMAUFTBGYY CHUEZDB MHYUYE RTYCHEUFY LPOLTEFOSHCHE UIFKHBGYY, CH LPFPTSCHI RPTPSCHMEOYE DBOOSCHI LBUEUFCH, RTYCHAMP CHBU L KHUREYH.

h RETCHHA PYUETEDSH OHTsOP RPDYUETLOHFSH FE LBYUEUFCHB, LPFPTSHCHE FTEVHAFUS DMS DBOOPC TBVPFSCH.

ABOUT PCHYFE CHBY UMBVSCHE UFPTPOSCH. h TELPNEODBGYSI DMS FEEI, LFP YEEF TBVPFH, RTEDMBZBEFUS RTEDUFBCHMSFSH UCHPY UMBVSHCHE UFPTPOSCH LBL RTDDPMTSEOYE UIMSHOSHI, OBRTYNET, RTEDMBZBEFUS TBUULBBFSH TBVPFPDBFEMA P FPN, LBL CHCH O NPTSEFE VTPUIFSH OBYUBFPE DEMP, B HKFY CHPCHTENS U TBVPFSH - LFP RTPUFP CHCHCHYE chBYI UYM.

ъB ьФИН CHPRTPUPN LTPEFUS OE UFPMSHLP TSEMBOIE DEKUFCHYFEMSHOP KHOBFSH P CHBYI RPMPTSYFEMSHOSHYI PFTYGBFEMSHOSHCHI LBUEUFCHBI, ULPMSHLP URPUPVOPUFSH L PFLTSCHFPUFY, KHNEOYE PFCHEY BFSH ABOUT OEHDPVOSCH CHPRPTUSCH, KHCHETEOOPUFSH CH UEVE.

OE CHSDBCHBKFE YFBNRPCH, KH LBTSDPZP YЪ OBU DPUFBFPYuOP NOPZP OEDPUFBFLPC, "YNEAEYI RTBCHP ABOUT TSYOSH" - LFP-FP FETSEF TBVPFPURPUPVOPUFSH RPD CHZMSDBNY ODDPVTPTSEMBFEMEC , OELPFPTSHCHE CHSHCHOPUSF THFYOOOPK TBVPFSH, Y VPMSHYOUFChP YЪ OBU U FTHDPN RPDOINBAFUS U KhFTB, YUFPVSH KHUREFSH ABOUT TBVPFH CHCHTENS.

rPDKHNBKFE, YuFP DEKUFCHYFEMSHOP RTYUHEE YNEOOP chBN Y OE VPKFEUSH VSHFSH PFLTPCHEOOSCHNY. CHEDSH FPMSHLP KHCHETEOOSCHK CH UEVE YUEMPCHEL NPTsEF ZPCHPTYFSH P UCHPYI OEDPUFBFLBI.

rPYUENH CHCH HYMY U RTEDSHDHEEK TBVPFSCH? rMPIP, EUMY RTYYUYOPK KHIPDB VSHM LPOZHMYLF, EUMY LBODYDBF THZBEF VSHCHYE FBN RPTSDLY Y UCHPEZP VSCHCHYEZP THLPCHPDYFEMS. HIPD U TBVPFSH YЪ-ЪB LPOZHMYLFB SCHMSEFUS VEZUFCHPN PF FTHDOPUFEK, RTY'OBOYEN UPVUFCHOOOPZP RPTBTSEOYS, OBLMBDSCHCHBAEIN PFREYUBFPL ABOUT UBNPPGEOLH MYUOPUFY. IPTPIYK LBODYDBF RPDYUETLOEF FP RPYFYCHOPE, YUFP VSCHMP CH EZP RTEDSHDHEEK TBVPFE Y CHBINPPFOPYEOSI U MADSHNY, Y OBPCHEF FBLYE DPUFPKOSH RTYYUYOSCH, LBL TSEMBOE VPMEE YOFET UOPK (CHSHCHUPLPPRMBYCHBENK, DBAEEK ChPNPTSOPUFY RTPZHEUYPOBMSHOPZP TPUFB) TBVPFSH Y UFTENMEOYE OBYVPMEE RPMOP TEBMYPCHBFSH UCHPY CHPNPTSOPUFY.

PRYYYFENOE FTHDOHA RTPVMENKH, U LPFPTPK chBN RTYIPDIMPUSH UFBMLYCHBFSHUS? rTELTBUOBS CHPNPTSOPUFSH RTDPDENPOUFTYTPCHBFSH UCHPE KHNEOYE TEYBFSH RTPVMENOSCHE UIFKHBGYY, HUYFSHUS ABOUT PYYVLBY, BOBMYYTPCHBFSH CHPNPTSOPUFY UFTBFEZYK RPCHEDEOYS.

dMS TBVPFPDBFEMS CHBTsOP, ULPTEE, OE RTPUFP RETEYUUMEOYE UYFKHBGYK, CH LPPTSCHI CHSH RPFETREMY ZHYBULP, B RPOINBOYE FPZP, YFP CH PGEOYCHBEFE LBL OEKHDBYUKH, URPUPVOSCH MY PV LFP N TBUULBYSCCHBFSH, LBLYN PVTBBPN RTEPDPMECHBEFE FTHDOPUFY.

OYLFP YЪ OBU OE ЪBUFTBIPCHBO PF OEKHDBYU, KH LBTSDPZP, CH FPN YUYUME Y YUEMPCHELB, UYDSEEZP OBRTPFYCH CHBU, VSHMY UCHPY CHJMEFSHCH Y RPTBTSEOYS. Th RETED RPUME UPCHETYEOOSCHI PYYVPL, TBKHNOPUFY RTYOINBENSCHI TEYEOYK Y KHNEOY OE OBUFKHRBFSH ABOUT FE TSE ZTBVMY.

pYUEOSH YUBUFP PYYVLB LBODYDBFPCH ЪBLMAYUBEFUS CH FPN, YuFP SING PRYUSCHCHBAF UMPTSOKHA UYFKHBGYA, B ЪBFEN ZPCHPTSF - S U OEK URTBCHYMUS. ABOUT UBNPN DEME, ЪPOB RTPVMENBFYLY YOFETEUKHEF NEOEDCETB RPUFPMSHLH RPULPMSHLH. EZP CHOYNBOYE ULPOGEOFTYTPCHBOP ABOUT BMZPTYFNE TEYEOYS UMPTSOSCHI RTPVMEN, KHNEOY LBOYDBFB UPUTEDPPFPYYFSHUS, TBVPFBFSH RPD DBCHMEOYEN CHTENEY YMY PVUFPSFEMSHUFCH, KHNEOY TEYBFSH ЪББДБУХ РПФБОП, RTYUMHYYCHBFSHUS L NOOOYA Y RPDULBЪLBN PLTHTSBAEYI, ZYVLPUFY CH RTYOSPHYY PFCHETTSEOYY URPUVPVPCH RPCHEDEOYS.

OE RPNEYBEF MY chBYB HYUEVB/MYUOBS TSYЪOSH DBOOPC TBVPFE, UCHSBOOPC U DPRPMOYFEMSHOSCHNYA OBZTHOLBNY (OOEPTNYTPCHBOOSCHK TBVPYUYK DEOSH, DMYFEMSHOSHE YMY DBMSHOYE LPNBODYT PCHLY, RPUFPSOOSHE TBYAEDSH)? UFPYF ЪBDKHNBFSHUS, EUMY chBN ЪBDBMY FBLPK ChPRTPU. h OELPFPTSCHI ZHYTNBI, RSCHFBSUSH PVPKFY ЪBLPO, UFBCHSF TSEUFLYE HUMPCHYS, FBLYE, LBL: OE ЪBCHPDYFSH DEFEC PRTEDEMEOOPE CHTENS, OE PZhPTNMSFSH VPMSHOYUOSCH MYUFSH RP KHIPDH ЪB TEVEOLPN, OE PZhPTNMSFSH PFRKHULPCH VEYU PITBOEOYS UPDETSBOYS Y F.D. h MAVPN UMKHYUBE, EUMY chBU URTBYCHBAF: "oe RPNEYBEF MY HYUEVB TBVPFE?", UFPYF EEE TB CHUE CHECHUYFSH Y PVDKHNBFSH. CHEDSH EUMY CH LPNRBOY OEF CHPNPTSOPUFY PFRTBYCHBFSHUS, NPTsEF RPRTPVPCHBFS RPDSHULBFSH VPMEE RPDIPDSEE NEUFP.

EUMY CHCH RPMKHYUFE UBKH TBVPFKH, LBLYNY VKHDHF CHBY RETCHSHE YBZY? chPRTPU YUBEE ЪBDBEFUS RTEFEODEOFBN ABOUT NEUFB NEOEDCETPCH Y BDNYOUFTBFYCHOSHE DPMTSOPUFY. UMEDHEF RPLBЪBFSH UCHPE ЪOBLPNUFChP U RPDPVOSHNY UYFKHBGYSNY Y KHNEOYE RTPSCHMSFSH YOYGYBFYCHH. PUFETEZBKFEUSH RTEDMBZBFSH YЪNEOOYS, EUMY CHCH OE YNEMY CHNPTSOPUFY DPUFBFPYUOP PUBLPNYFSHUS U UPUFPSOYEN DEM.

mYUOBS TSY'OSH. rPYUENH-FP CHUE CHPRPTUSCH, ЪBFTBZYCHBAEYE bFH PVMBUFSH, CHSHCHCHBAF FBLCE VPMSHYPE UNHEEOYE.

h VPMSHYOUFCHE UMKHYUBECH CHPRPTUSCH P MYUOPK TSYYOYE UFBCHSF GEMSHA RTPOILOKhFSH CH EЈ FBKOSHCH, ULPTEE, RPOSFSH FKH ZTBOYGH, DP LPFPTPK chsch URPUPVOSH ZPCHPTYFSH P UEVE U OEOBLPNSCHN YUEM PCHELPN. oBULPMSHLP chshch PFLTSCHFSCH Y LBL chsch KhDETTSYCHBEFE ZTBOYGSCH UCHPEZP "S", DPUFBFPYuOP MY chshch OEBCHYUYNSCH Y UBNPUFPSFEMSHOSCH, ZPCHPTYFE MY P FPN, YuFP ChBU CHPMOHEF, YMY RSCHFB EFEUSH KHKFY PF PVUKHTSDEOOYS MYUOSHI FEN. y EUMY chShch RTEDRPYUIFBEFE OE TBURTPUFTBOSFSHUS P UCHPEK YUBUFOPK TSYYOY, OBULPMSHLP DEMYLBFOP chsch KHNEEFE LFP DEMBFSH.

ABOUT LBLHA ЪBTRMBFH CHCH TBUUUYFSHCHBEFE? tHUULBS RPUMPCHYGB ZMBUYF: "lFP UEVE GEOSCH OE OBEF, FPF CHUEZDB RTPDEYECHYF". mHYUYE CHUEZP KHLBBBFSH UTEDOAA DMS chBU UHNNH, RPDYUETLOKHCH RTY LFPN, YuFP chShch OBDEEFEUSH ABOUT PRMBFKH chBYEZP FTHDB OE OYCE EZP TSCHOPYUOPK UFPYNPUFY.

TELPNEODHEFUS Y'VEZBFSH DPFPYOPZP PVUKhTSDEOOYS PRMBFSH chBYEZP FTKHDB EEE DP FPZP, LBL chShch RPMKHUYFE CHNPTSOPUFSH PRYUBFSH FP, YuFP NPTSEFE RTEDMPTSYFSH LPNRBOYY, B CE ЪBSCHMEOYK, YuFP ЪBTRMBFB DMS ChBU "OYUEZP OE OBBUYF".

th EEE P CHPRTPUBI:еUMY chBN CHDTHZ ЪBDБMY ChPRTPU, PFCHEFB ABOUT LPFPTSCHK CHCH OE OBEFE, MHYUYE YUEUFOP ULBUBFSH PV LFPN. chPPVEE, PFRTBCHMSSUSH ABOUT UPVEUEDPCHBOYE, OHTsOP VShchFSH ZPFPCHSHCHN L FPNH, YuFP ChBU NPZHF RPRTPPUYFSH PFCHEFYFSH ABOUT OELPFPTSH YuYUFP RTPZHEUUYPOMSHOSHCHPRTPUSHCH, RTDPDENPOUFTYTPCHBFSH UCHPY HNEOS. EUMY OELPFPTSCHPRTPUSH RPLBTSKHFUS chBN VEUFBLFOSHNY, RPUFBTBKFEUSH OE CHSHBLBSCHBFSH UCHPEZP CHPNHEEOYS. TEBZYTHKFE NSZLP, Y'VEZBS ЪBSCHMEOYK FYRB "LFP L DEMH OE PFOPUIFUS".

KhiPDYFSH PF "OECHSCHOPUINSHI" CHPRTPUPCH, LBUBAEYIUS chBYEK MYUOPK TSYOY, MHYUYE DTHZYN RKHFEN: "nPTsOP NOE PFCHEYUBFSH ABOUT LFPF CHPRTPU?" OE ЪБВШЧЧБКFE P РТБЧИМБИ CHETSMYCHPUFY, YUFPVSH OH UMKHYUMPUSH. dBCE EUMY chshch RPKNEFE PE CHTENS UPVEUEDPCHBOYS, YuFP LFB TBVPFB OE DMS ChBU.

oEDPRKHUFYNP OE ЪBDBFSH OH PDOPZP CHPRPTUB, EUMY chBN RTEDMPCEOP YI ЪBDBCHBFSH. YuFPVSH OE PLBBBFSHUS BUFYZOKHFSCHN CHTBURMPI RTEDMPTSEOYEN ЪBDBCHBFSH CHPRPTUSCH, ЪBTBOEE ЪБЗПФПЧШFE UEVE URYUPL YOFETEUKHAEYI CHBU CHPRTPUPCH. rPUFBTBKFEUSH ЪBDBFSH FBLYE CHPRPTUSCH, LPFPTSCHE ZPCHPTYMY VSHCH P chBYEK ЪБЪБЪБЪФЭТУПЧБOOПУФY Ch DBOOPC TBVPFE.

chPF OELPFPTSCHE YJ CHPRTPUPCH, LPFPTSCHE chsch NPTSEFE ЪBDBFSH FPNH, LFP VHDEF RTPCHPDYFSH UPVEUEDPCHBOIE:

• YuFP THLPCHPDUFCHP TsDEF PF UPFTHDOILB CH LFPC DPMTSOPUFY?
• lBLYE TEKHMSHFBFSH PTSIDBAFUS ABOUT YURSHCHFBFEMSHOPN RETIPDE?
• lBL VHDEF RTYNETOP CHSHZMSDEFSH TBURPTSDPL NPEZP TBVPYUEZP DOS?
• lPNH S OERPUTEDUFCHOOOP VHDH RPDYYOSFSHUS?
• oBULPMSHLP CHBTsOB LFB TBVPFB DMS LPNRBOYY?
• lBLYE RTPZTBNNNSCH PVHYUEOYS Y RPDZPFPCHLY RTEDPUFBCHMSAFUS?
• lBLYE YNEAFUS CHPNPTSOPUFY DMS UMHTSEVOPZP YMY RTPZHEUUYPOBMSHOPZP TPUFB?
• lBLPCHSHCH RMBOSHCH Y RETURELFYCHSHCH UBNPK LPNRBOYY?
• at LBLYNY RPDTBDEMEOOYSNY NOE RTYDEFUS CHJBYNPDEKUFCHPCHBFSH?

OE UFTENYFEUSH ЪBDBFSH CHUE ЪБЗПФПЧМЭООШЧ ЪБВМБЗПЧТеНООП CHPRPTUSCH. mHYUYE PZTBOYUYFSHUS DCHHNS-FTENS, UPPFCHEFUFCHHAEYNY RTEDSHDHEENH LPOFELUFH Y OBUFTPEOYA UPVEUEDPCHBOYS. yNEKFE CH CHYDH, YuFP OEF OILBLPC OEPVIPDYNPUFY CH FPN, YuFPVSH UFTENIFSHUS CHUE CHSHCHSUOYFSH ABOUT RETCHPN UPVEUEDPCHBOYY. x chBU EEE VKhDEF CHPNPTSOPUFSH URTPUIFSH, LPZDB chBN UDEMBAF RTEDMPTSEOYE.

Maria Soboleva

Work in a large company. Pros and cons

Does working for a large company seem more promising to you? What advantages does it provide, and why are different corporations, alliances and syndicates attractive? Let's evaluate their pros and cons and compare them with small companies that have their positive sides.

Working in a large company - advantages

Still, the authority of mega-companies is great. Working there is the dream of many; it seems to us that by becoming a member of a large team, we will ensure a comfortable existence, career growth and other benefits. There are, of course, advantages, let's start with them.

Stability

Appreciate traditions, confidence in tomorrow, clear rules of the game - then, of course, working in a large company will be attractive to you.

In large corporations the mechanism successful work fine-tuned over the years. If a certain procedure had not been followed, there had been no delineation of responsibilities and a strict hierarchy, such a company would not have reached the level of a giant and market leader.

Prestige

Yes, the prestige factor matters for many. When the cult of success is promoted, being the first and the best becomes the meaning of life, working in a large company seems like a chance to achieve real success.

Well, if you still have to look for yourself in another place, then a record in the employment record of work experience at Gazprom, Lukoil, Evraz, Rostelecom, General Electric or Microsoft will clearly count towards plus for such an applicant.

The status of a large company is what attracts those who dream of being part of such a team. “I work for IBM” sounds cool, right?

And in terms of the work itself, it is much easier to sell the products of a well-known brand; such a company is more successful and competitive, because it has a name.

Material interest

The salary (and a very good one) is paid on time, bonuses and bonuses are also a pleasant incentive.

There are a number of other advantages: medical insurance, company-paid employee lunches, free mobile communications, education foreign languages, corporate holidays on a grand scale - is a small company able to encourage its employees like that?

Clear structure

Employee Responsibilities large companies clearly marked, everyone knows their place in this powerful machine, without being scattered, but doing what is required according to the staffing schedule.

But at the same time, each employee has a chance to find another application within his company. You can master a new specialization without changing your job. Large companies always have a need for specialists in various fields.

Working in a large company - disadvantages

There are no ideal places to work. And, quite possibly, working in a small company, you will achieve great success and feel more comfortable and confident.

You also need to know about the negative and controversial aspects of employment in a large company.

Not everything depends on you

The success of a project depends on the team. How your colleagues work will determine the final result. You may be excellent at your specific area of ​​work, but if the group as a whole is ineffective, the quality of the final product may suffer greatly.

And if everything is excellent, then, of course, the leader will reap the laurels. Most likely, no one will notice your contribution.

Bureaucracy

To approve any decision or document, it will often take a lot of time, which will be spent on approval at different levels of management. This is much easier in small companies, where management is more accessible and the process goes faster.

A large mechanism, such as a reputable large company, is often more conservative towards change. New ideas are more difficult to implement due to the scale of such a corporation.

It is easier for small firms to take certain risks in creating innovative products. Although, if we take the financial side of the problem, then the capabilities of the giants are incomparably higher than their budgets.

Strict corporate standards

Corporate culture - where would large companies be without it? A whole staff of specialists is working on its development, implementation and monitoring of compliance.

You must accept the rules of the game, whether you like them or not: from the style of communication between management and subordinates and colleagues among themselves, to traditions (corporate holidays, mandatory trainings) and a strict dress code.

Even valuable employee, who does not comply with the norms of the corporate code, risks losing his job.

Slow career advancement

You shouldn't always believe promises of rapid career growth in large companies. Often it is possible to rise 1-2 positions, but higher is already problematic.

A large-scale machine needs mainly ordinary performers, like cogs in a complex mechanism. Those who are higher on the hierarchical ladder will not be in a hurry to move up and give up their place to the young and ambitious.

Yes, there are many vacancies, and there are chances to take a more advantageous position. But in addition to professionalism and perseverance, something that has nothing to do with work is often required - the ability to intrigue and wage behind-the-scenes wars.

Starting a career - where is better?

It is unlikely to be correct to give a definite answer to the question of where is the best place to start your career. It depends on what you expect from your future job.

Finding a job in a big company is not always a good start. Let's look at the main pros and cons of starting a career in a large corporation.

Significant advantages include the company’s ability to invest in a new employee: the adaptation system is clearly structured, there is an assigned mentor, you can pass additional training, in the future - even abroad.

You can grow professionally by working on projects in a team of colleagues, communicating with related departments, and participating in various trainings. That is, you will definitely gain valuable experience.

In small companies, it is often necessary to combine responsibilities: an assistant manager can be a press secretary, a PR manager, and even deal with commercial issues.

If you like to try yourself in different areas, being what is called a generalist, it is better to start in a small company.

Regarding career prospects, your successes in a small team will be noticed and appreciated much faster. A young employee, showing zeal and talent, has a chance to quickly rise to a leadership position.

But the level of his managerial knowledge and skills will clearly lag behind the requirements of large companies. And the deputy director of a trading company (essentially a store with a staff of 6 people) will not be able to apply for the position of top manager of a company with a thousand employees.

If you are an open and sociable person, then working in a small team is for you. fits better. The atmosphere in small companies is more lively, warm and friendly.

Take it for yourself and tell your friends!

Read also on our website:

Show more

Introduction

Subject test work“Systems for organizing collective work.”

As you know, all the great achievements of mankind were created by collective (from the Latin collectivus - collective) labor. No matter how long the debate about the role of the individual in history may be, the fact remains indisputable that without collective activity these individuals would hardly have come into existence. The whole world is structured in such a way that people must (strive, are forced) to be in teams (groups). This also applies to the animal world, which very often survives only thanks to its “collective”. For example, let's look at the “goose stories”, the first “postulate” of which states that the flight distance of a flock of geese is 70% greater than the distance covered by one goose. As a matter of fact, on human language- this is “one man in the field is not a warrior.”

What does working in a team give?

If we consider the team from a business point of view, we can note the following.

The advantage of collective (group) work is that it allows you to increase work efficiency due to the synergistic effect, in which the results of joint activities exceed the simple sum of the results of the work of individual members. The synergistic effect is achieved through division of labor, specialization and coordination.

As a result of collective work, knowledge of the characteristics of people’s behavior, patterns of group joint activities, psychological mechanisms of interpersonal interaction appears, as well as the ability to analyze one’s activities as a set of specific problem situations and carry out interpersonal interaction.

Collective work makes it possible to realize the need to change circumstances, and also allows one to find means for the practical implementation of these goals. The formation of a corporate culture is possible only through the use of methods of working with the team or its groups.

The communication process is part of teamwork. Effective groups make full use of the knowledge and skills of their members, which keeps them motivated to complete their tasks.

Three K's

Modern information technologies contribute to the emergence of a convenient environment for collaboration, which allows users to obtain all the information necessary for work and exchange it with each other. Moreover, communication between geographically dispersed employees of an organization is also possible. In any organization, there are three forms of interaction between employees connected by common business processes. These are the so-called “KKK”: communications, cooperation and coordination.

First, employees can request and send various information to someone. Automating this form of communication requires software that performs communications or email functions.

Secondly, to perform work collectively, you need a common workspace both physical and virtual. In terms information technology- These are databases of electronic documents of general access. At the same time, for geographically distributed organizations, there must be a mechanism for synchronizing copies of the same document database through communication channels.

Thirdly, when documents are sent in accordance with certain rules, they must be coordinated. Software that solves such a problem must include built-in means of coordinating or automating business processes and document flow.

All this presupposes collective (joint) work, the implementation of which is carried out using various software. Operating systems allow you to use shared network resources (folders, printers, modems, etc.), office packages have built-in functions for collective work with documents. But there is software that is usually classified as group work programs. Several years ago, IDC conducted a survey of European users of collaboration and teamwork systems. The following results were obtained (listed in descending order of intensity of use), which form the essence of the collaboration software:

E-mail;

Media and sharing information;

Document management;

Ability to run specialized applications;

Scheduling and scheduling tools;

Corporate knowledge management tools;

Work flow management;

Discussion databases;

Instant message forwarding (chat);

Real-time conferences.

Today, e-mail is the most common means of communication and no longer needs any special comments. To use it, mail servers and clients are used, usually built into Web browsers that provide work with Internet resources.

Instant messaging (chat), also called direct dialogue, allows users to exchange text messages almost instantly, simulating a normal conversation between people. This feature, based on the open Internet Relay Chat protocol, is often called "instant mail." Programs in this category include, first of all, ICQ, MSN Messenger and Odigo.

Within a discussion database, the main topic, subtopics, and user reviews have headings that guide the conversation. For discussion databases, you can use special products, such as Consensus @nyWare from Soft Bicycle, and team workspace applications that combine analysis and decision support functions in a discussion database.

Conferencing differs from other collaboration tools in that it provides remote users with the ability to communicate in real time. Conferencing features include chat, discussion databases, voice and video, and a whiteboard function that allows users to annotate a document and view other participants' comments and corrections. Conferencing tools such as Centra Software's Symposium also enable distance learning.

“You can work hard, or you can work with your head”

Hired work. Not everyone can imagine their life without her now. But even 250 years ago in Russia there was not even the concept of “hired work”.

IN ancient Egypt during the construction of the fortress, exhausted hard work the slaves were preparing a revolt. This became known, and one of the priests came up with a way to prevent it. At sunset, the decree of the pharaoh was announced: “With the dawn of a new day, all slaves are granted freedom. For every stone invested in construction, a free person will receive one coin. Coins can be exchanged for food, clothing, housing, etc. From now on you are free people.”
The next morning, thousands of former slaves raced to drag the same stones as before. The guards also joined them. Later they built themselves carts for transporting stones and chose traffic controllers. “Soon they will choose their leaders, judges,” thought the priest. “Let them choose, they consider themselves free, but the essence has not changed: they are still carrying stones...”
Full version in the book “New Civilization” by V. Maigret.

Hired workers are confident that work is the safest and most reliable way receiving money. But does a situation where someone can cut off your income with two words: “You’re fired” look like a safe and reliable situation?

What does work give?

Free time?- he’s not there. Two days off a week and a month off a year, often not even when you want. This has nothing to do with what is called managing your time.
Money?— the salary that the majority receives is only enough to support their existence.
What about the prospects? A miserable pension in old age.

Therefore, work is a trap where people trade the time of their lives for money. Many are forced to work all their lives. Best years life from 20 to 60 years! And then - to live out, finish eating and carry to term.

It’s good if you love your job and have successfully combined your passion with making money.
But now more and more people choose work based on the principle: “where they pay more,” and not “where I’m interested.”
And this, by the way, is one of the reasons why it is not comfortable to live in modern society. People who work for money do not feel good at work, to put it mildly, while serving their labor duties. What can a forced person create and give to society, looking only for ways to fill his pocket? The roots of bad work, deception for profit, and corruption lie in the wrong guidelines. A person cannot give happiness to another if he himself does not have it.

Choose a job you love! And the money will come if you think about the benefits for people.
“Life is given to a person only once and he must live it in such a way that it does not cause excruciating pain for the years spent aimlessly...”
N. Ostrovsky “How the steel was tempered.”

When a person works, he has a goal and a task. But this is someone else’s goal, and the employee’s task is to perform his duties well. And he knows exactly what time he needs to get up in the morning and where to go to work.

Money, more and faster. Nowadays, the stereotype of consumption is imposed on us from all sides. Comfort, fashionable rags, expensive “prestige” cars. Values ​​that have nothing to do with real life. Wage work corresponds to these values: quick money with which you can buy things. And people forget about the main thing, about life itself: about their hobbies, dreams, communication with family, friends and much more.
If the only purpose of your work is money, then you are simply flushing the time of your life down the drain.

Life → work → money → fur coat + car + beer and sausage →…

However, we need money to buy necessary things and eat and free ourselves from hired work.

If you want to live better, take an example from those who live well, and not from those who work hard. And learn to form your own informed opinions. After all, there are opposing opinions on the same phenomenon. Evaluate each from the perspective of your benefit: what you will get if you think this way - and what you will get if otherwise.

Watch this video (1 minute) - a wonderful illustration of our life.

Let's start, however, with money. No matter how much you sneer about “despicable metal,” 77% of workers admit that they are best motivated by good pay. But the importance of the money earned for us does not end there.

What’s interesting is that labor income has a different “value” for us than money that we got in some other way. “Modern Western culture distinguishes between “profane” and “sacred” money depending on its origin,” explains psychologist Anna Fenko. “For example, a windfall in the lottery, an inheritance, a fee or a bonus are considered “special” money that is usually spent not on everyday needs, but on the purchase of special items or unusual experiences.”

At the same time, the “profane” money we earn can also turn out to be traps. One of the most typical is when we believe that our earnings are a measure of success. This essentially means that the amounts I receive show how much I am worth.

“People often identify themselves with the business they are doing,” comments psychotherapist and business coach Natalya Tumashkova. - This is laid down in childhood, when the child is told: “Why did you do that? You're bad! And he learns: an assessment of my deeds is an assessment of my personality.”

We strive to leave a mark on the world

Philosopher Hannah Arendt once described two types of work. One of them is necessary to maintain life, but in the process of such work we do not produce something that will remain for a long time. This type includes cooking, washing, cleaning and our other everyday worries, in which there is nothing specifically human, and therefore a person in this case acts as an animal laborans, a “working animal.” The second type of work that humanity has always valued more is the production of objects that surround us, from cups and chairs to houses, bridges and airplanes.

The “creative man” can no longer touch what he produces, so it is difficult for him to rejoice in the work of his hands

We do not live in the lap of nature, but surrounded by objects created by our own hands. The accumulation of these objects creates our world and gives it permanence. It is creation that makes a person human - Arendt calls him homo faber, “the creative person.” Today this higher genus work - work-creation - is rapidly eroding. There are more and more of us who do nothing with our hands, but only talk and tap on the keyboard. This is how financiers, insurers, programmers, consultants work... They all generate, process and redirect information flows.

It requires a lot of knowledge, effort, creativity and will from us to achieve results, but the fruits of such labor are ephemeral, they do not remain in the world and do not give it stability. The “creating man” can no longer touch what he produces, so it is difficult for him to rejoice in the work of his hands. Perhaps this is why many midlife professionals feel drawn to manual labor, dream of baking bread, painting dishes, or starting their own farm...

We want to develop

But in modern world Self-actualization is becoming increasingly important. This word came into use not so long ago, and different people put different meanings into it. Is it connected with an interesting, favorite job? High professionalism? With creativity? Maybe it depends on whether the person has realized his dream?

Perhaps it’s easier to come from the other side and describe it through our emotions. We feel fulfilled when we reveal our inner potential, when our abilities, knowledge and skills are involved in our work. “It’s a feeling of being in your place and enjoying what you’re doing,” says Natalya Tumashkova. “Sometimes it’s the result, sometimes it’s the process, or both.”

What motivates us most at work?

• 77.1% - salary
• 37.9% - opportunity for career growth
• 37.3% - large-scale and interesting tasks
• 36.5% - comfortable atmosphere in the company
• 17.6% - professionalism of colleagues
• 17.6% - training opportunities

According to KELLY company, 2014.

Self-realization implies the ability to work, make efforts, and invest in one’s work. "It's like love relationships“In order to build them, we must invest in them,” explains psychoanalyst Maria Timofeeva. - It's the same with work. And for this, a person needs inner fullness - then he has something to invest. In essence, this is libido - understood in a broad sense as the capacity for love, which we can direct to different objects. Those who have this inner resource are able to work hard and hard. But they receive such a return - satisfaction, pleasure, joy - that this resource does not dry out, but is only replenished.”

Self-realization does not require career growth: building a career is considered a motivating factor by only 38% of Russians

But what about the stereotype, what gives us more satisfaction? creative work? “I think that self-realization is always about creativity,” says Natalya Tumashkova. - You can only create in different ways. There is such a parable. In the desert, a traveler meets a man rolling a heavy stone and asks: “What are you doing?” - “Don’t you see, I’m pushing a stone, I’m suffering.” Another person like him is met with: “What are you doing?” - “I earn by the sweat of my brow for my family.” Our traveler meets the third and asks him the same question. He smiles and says: “I am building a Temple.” This is just about self-realization.”

So self-realization does not necessarily require career growth: building a career is considered a motivating factor by only 38% of Russians.

“Soon it’s been 20 years that I’ve been working as a teacher,” says Sergei. - I was offered more than once to become a head teacher, and then - who knows - maybe I would have risen to the position of director. But I hate administrative work. My job is to teach. It’s impossible to work with children with sheer professionalism; they don’t let you freeze in place, they constantly force you to search and try. With every new class I discover something new in myself.”

Learning new things, getting to know yourself better, expanding your capabilities, realizing your mastery and at the same time feeling that there is still room for growth - in general, this means living life to the fullest.

We need recognition

Let’s imagine that at work we are endlessly criticized, but we don’t hear words of approval at all. If our work, our efforts, sometimes very serious, are not appreciated, we simply give up. On the other hand, a few words of encouragement at the most intense moment of work, when our strength is running out, can magically inspire us and charge us with new energy.

Why is it important for us to be recognized? "Indeed in a general sense recognition satisfies our deep, familiar desire to feel our own importance to others, says psychoanalyst Helen Vecchiali. “It confirms that we are full members of the group, part of the whole, moreover, without public recognition, self-respect is impossible.”

However, self-esteem is not so simple. “Recognition will work on self-esteem when you yourself know that you deserve it,” warns Natalya Tumashkova. - If it is undeserved, then the effect may be the opposite. And finally, if you don’t value yourself, then praise, especially from bosses, can become a drug, and we will need more and more doses.”

We should not be concerned about how creative, skillful and smart we are, but about whether our work worked out or not.

Maria Timofeeva believes that dependence on praise indicates our narcissism, this disease of the century.

“We are not always able to rely on our own assessment. In theory, we should be concerned not about how wonderful, creative, skillful, smart we are (pride and vanity lie behind this), but about whether our work worked out or not. In this case, we rely on our own assessment and experience joy not from praise, but from the fruits of our labor.”

But if it was not us who were appreciated, but the beauty, usefulness, originality, or exact compliance with the standards of our “work,” we can always rely on this achievement to move on.

We like to do common things

We spend no less time (and sometimes more) with colleagues than with family and friends. It is not surprising that we consider a good team a gift from fate. We can share joys and problems, receive the necessary support and help. “Colleagues are our reference group,” says Natalya Tumashkova. - And that’s why it’s so important feedback that we receive from them."

Getting up on time, getting to work, communicating with colleagues - all this supports people because it gives them a sense of consistency.

Work is also good because it allows us to feel like we belong to something larger than ourselves: a profession, a team, solving problems of national importance, or research that will change the future. Some of us work more effectively if we have someone to compete with.

“In a sense, these people take energy from their opponent. There is no rival - and work is not interesting. After all, it is more difficult to compete with time than with a strong competitor,” explains Natalya Tumashkova.

In teamwork, a synergy effect occurs (when the whole is greater than the sum components). Brainstorming, when we exchange ideas and come up with something new together, the common victories or defeats that we experience together - all these are strong collective emotions that are worth a lot.

A sense of consistency is important to us.

And finally, it’s simply important for us to go to work. At least for those of us who have difficulty with self-discipline.

“Getting up on time, putting yourself in order, making your way to work, chatting with colleagues at lunch - all this greatly supports people, because it gives them a sense of constancy,” explains Maria Timofeeva. - The need to go to work starts the clockwork of our lives. When you work from home, it takes a lot of energy to organize yourself. And here everything has already been done for you.”

Perhaps someone thought that remote work would deprive us of these advantages in the near future? “No matter how the Internet develops, face-to-face communication, including with colleagues, is irreplaceable,” argues Natalya Tumashkova. “Otherwise, why did you come up with Skype?”