一个处于危机中的组织如果不能正确提出自己的问题,很容易因为恐惧而陷入“奇想”——比如在一些新的无关痛痒的地方轻易下赌注,或者以假想方式规避风险等等。1919年2月,庄士敦,一个热爱中国文化的“中国通”并兼有英国官员身份的殖民地代理人,身负重要使命来到北京。这个中国末代皇帝溥仪的英文教师对当时风雨飘摇中的清王室寄予了最后的希望,他希望通过更原汁原味的西方式教育为王室的传承人打开一扇天窗。 An organization in crisis can easily get caught up in fear of being “fickle” if it does not properly address its own problems - such as bettacking in new and careless places or risk mitigation in a hypothetical way. In February 1919, Johnston, a colonial representative who loves Chinese culture and acted as a “official official” of British officials, came to Beijing with a crucial mission. The English teacher of Pu Yi, the last Chinese emperor, placed the last hope in the stormy Qing royal family. He hoped to open a skylight for royal successors through a more authentic Western education.