It was a 21)bittersweet 22)sendoff for the retiring Michael Jordan, who played his final home game for the Washington Wizards.
A capacity crowd in Washington, 20,178 people, packed the stadium to watch Michael Jordan's final home game for the Wizards. Jordan, who plans to retire at the end of the season, received the Stars and Stripes flag from Defense Secretary Donald Rumsfeld before the game against the New York Knicks. The Knicks won the contest 93-79, but Jordan will be hoping to end his career on a winning note when the Wizards travel to Philadelphia for their last game of the season.
新闻聚光灯
1 政治
在加拿大，魁北克倾向独立的党派遭到了挫折。部份统计结果表明，在有125个议席的国民大会上，魁北克人党失去竞选连任第三期的资格。据不完全资料显示，自由党候选人赢得65个议席，并领先于其它八名候选人。选举观察员预测，如果魁北克人党胜出，有可能会导致就独立问题进行另一轮投票。1995年曾进行过一次投票，试图将说法语的魁北克地区从加拿大独立出来，最后因支持率少于一个百分点而以失败告终。
2 政治
一位名叫卢斯·莫雷诺·奥堪珀的阿根廷律师近日被指派为新国际刑事法庭的第一位检控官。莫雷诺·奥堪珀先生早在20世纪80年代就因协助指控阿根廷军事政府前领导人滥用人权一案而声名鹊起。
3 经济
伊利诺斯州法官的一项决定使菲利普·莫里斯国际烟草公司得到缓压。这家美国最大的烟草制造商必须缴纳一笔费用才能对101亿美元的判决提出上诉，而法官将费用减去一半。法官要求这家烟草巨头缴纳60亿美元的保证金，并开具保人契约，然后才能上诉。这家公司此前原本需要支付120亿美元的上诉保证金。
对HealthSouth公司在财政方面的调查工作可在原九位执政层人物的基础上再有进展，此前政府已与这九位人员达成了有关辩诉协议。而据《华尔街日报》报道，辩诉协议的附加协议也可在本周三或周四之前签订。与此同时，有关是否解冻HealthSouth公司前任主席兼首席执行官理查德·斯克鲁西的财产的听证会仍会在伯明翰继续进行。
原世界通讯公司--美国第二大长途电信公司做出了一些重大变革，首先更名为大众熟悉的M.C.I，其次公司总部将从密西西比州搬迁至弗吉尼亚州。世通公司去年在发生会计丑闻热潮时申请破产。目前这家公司发表申明，公司将在今年下半年走出破产阴影，届时公司债务只剩下40亿美元。公司去年按破产法第十一条申请破产时负债超过了300亿美元。
4 科技
历史记载又增添了光辉的一笔：一组来自各个不同国家的科学家揭开了被称为“生命之书”--或者也可以说是人类基因组的完整架构图的神秘面纱。这项研究成果被广泛地认为将在生物学与医药学领域产生重大革新。这个完整的人类基因组密码架构图是在原密码草图发表两年后绘制完成的。据说其精确度高达99.9%的数据已被输入公众资料库，将使整个人类受益。
罗伯特·沃特斯顿博士（国际人类基因组测序组织）∶经过30亿年的进化，以及这些科学家们数年的研究工作，我们终于揭开了基因组织的奥秘，而它将伴随每个人的一生，从一个单细胞卵到成人时代再到死亡的过程。
科学家们说，最后一年的人类基因组排序工作的完成证明了以前认为某些人类DNA是无用的的观点是错误的。
埃里克·兰德博士（怀特黑德生物医学研究所）：甚至对于那些原本我们认为极不起眼的部分，我们发现它们当中有些竟然是极为完美的复制品，这些基因在自身内进行分裂复制，制造新的基因，并成为新基因成长的良好环境。
将来，人们期望这个完整的人类基因组织架构图会为各项科学研究带来重大改进，研究项目可涉及对从帕金森症到癌症的预防、诊断及治疗。
5 社会
在美国的另一所高校又发生枪击案，配备有一支AK47步枪和一把手枪的持枪人员在校园内开火。在新奥尔良发生的这次袭击中，一名15岁男孩死亡，三名学生受伤。在一座体育馆内，持枪分子在馆内疯狂地开枪扫射，很显然他们是在为早前的一次枪击事件对当事人进行报复行动，近两百名学生不得不仓惶地寻找掩体保护。事件发生不久，四名嫌疑犯在枪击案现场附近被警察逮捕。
6 体育
乔丹为华盛顿奇才队打了他最后一场主场比赛，对即将退休的迈克尔·乔丹来说，那是一场苦乐参半的送别仪式。
在华盛顿，20178名球迷挤满了体育馆，观看乔丹为奇才队打的最后一场主场比赛。乔丹计划在本季末退出球坛，在这场与纽约尼克斯队对抗的比赛开始之前，他接受了由美国国防部长唐纳德·拉姆斯菲尔德颁发的美国国旗。最终尼克斯队以93: 79打败了奇才队。奇才队将赴费城参加本赛季他们的最后一场比赛，而乔丹也希望这次比赛能为他的职业生涯划上一个完美的句号。
注释：
1) setback n. 挫折，退步
2) referendum n. 公民投票
3) prosecutor n. 检举人
4) International Criminal Court: 国际刑事法庭
5) reprieve n. 缓刑
6) come up with: 赶上，追上
7) verdict n.[律]（陪审团的）裁决，结论
8) escrow n. 由第三者保存、待条件完成后即交受让人的契约
9) probe v. 探查
10) plea agreement: 又作plea bargain, 意为辩诉协议或辩诉交易，指在检察官签署控诉书之前，作为国家代表的检察官可以同作为被告代表的辩护人就被告是否有罪、所受刑罚的轻重进行交易，达成一个双方都满意的协议，这种协议很容易得到法庭的许可。
11) hearing n. 听证会
12) dump v. 抛弃
13) Chapter Eleven: 又称Bankruptcy protection，美国联邦破产法的第11条规定，当一家公司或个人不再有能力向债权人偿还债务，或预计今后也无法偿还时，可申请Chapter 11破产保护。根据规定，债权人不得向受保护公司或个人提出要求还债的诉讼，而公司则可在规定期限内继续营业，并进行整顿。
14) dub v. （以某种称号）授与
15) genome n. 基因组
16) coalition n. 合并，联合
17) junk n. 垃圾
18) embed v. 使插入，使嵌入
19) gymnasium n. 健身房，体育馆
20) rampage n. 狂暴或激动的行为
21) bittersweet a. 苦乐参半的
22) sendoff n. 送别；起动
★★《2003年07月号-第41期-Disc02-02》★★
Change and Success
He is professional football's all-time 1)winningest coach and the only man to lead an 2)NFL team, his 1972 Miami Dolphins, to an undefeated season. Yet when Don Shula revels in perfection today, it's not on the football field, but in the beef 3)biz.
In the Fall of 1996, Shula, persuaded by a family friend, took a prime position in a Miami steak house, something he initially did not want to do.
Shula: I'd gone through 33 years of coaching, of spending, you know, all your waking hours involved in what your responsibilities were. And in retirement, I didn't want to spend all of my waking hours thinking about, you know, what my responsibilities in a restaurant business were.
Fourteen years later, Shula's is the fourth largest 4)upscale steakhouse chain in the country. His twenty-four restaurants spanning from south Florida to Manhattan to Salt Lake City, last year 5)grossed 60 million dollars. "Success", the old coach says, "Comes from teaching the same strategies that worked on the 6)gridiron?
Shula: It's a people business. Coaching is a people business. And, you know, my responsibility through the years as a coach was to make decisions, to motivate people, to have a game plan, to stick to the game plan, be organized, get the most out of every minute of every day, and all of those same principles, you know, are the same things that you teach in the restaurant business.
Shula's steakhouses are 7)shrines to that magical year of seventy-two. At Shula's, waiters and waitresses are called players, managers coaches, top-performing employees are even given game balls. Success is not forever, and failure isn't fatal.
Shula: There's always that next competition. You gotta continue to prove yourself. The important thing is to learn as you continue to be successful, and don't ever feel that you know it all, that you're got all the answers.
8)Taking yourself on may be the hardest part to personal 9)transformation. Being 10)accountable for mistakes, failures, shameful behavior, even cruelties; but that's what leaders do. They say, and 11)psychologists also 12)counsel, that being accountable is the first step towards real change.
Forseema: People really don't understand the power that they have within themselves.
Dennis Forseema is the former CEO of high-tech firm, Redback Networks.
Forseema: We all have the power to change ourselves in whatever way we want to change. But first you have to want to change. Something 13)significant has to happen in your life to make you want to change. By the fact that I 14)stuttered, you know, while I was growing up, I was made fun of. I was 15)pudgy when I was growing up as well, so here's this fat little pudgy kid who stuttered, and I used to get made fun of a lot. And so that helped drive me to want to change. So in my case, it wasn't a bad thing. I think that there are things there could be role models, you know, in your life where you see good things happening from that role model, or to that role model, that make you want to try to emulate what they're doing. But we all have the power to change within ourselves.
Leslie: I think the most important event in my management development was the failure of my first 16)entrepreneurial company, which was a very, you know, great personal extension of myself.
Before he helped build software powerhouse, Veritas, former CEO Mark Leslie went bust.
Leslie: I had, you know, enormous psychological investment in it, it failed, and it, you know, was the most difficult thing I had to deal with. At the conclusion of that I said, you know, "I'm gonna be either bitter or better." And I wanted to be better, and so I spent a good deal of time thinking about things and trying to understand why this wasn't successful. And there are many reasons, and it's very easy to find all the reasons that were other people's, which is the bitter part, you know. But I really said, let's look at myself and see what I could learn and much of the way I am today really comes from, 17)stems from that experience.
Journalist: What did you learn that you had to change?
Leslie: Well, I learned that the management style... I come from a company where had a very quite 18)autocratic management style, actually. And that's kinda where I grew up and in leaving that company, I decided to do differently the things I didn't like and to do the same the things I did like or the things I thought were successful.
Journalist: Wait a minute. Most people don’t believe that you can succeed by doing what you like.
Leslie: What I found when I did that was that I was a pale reflection of someone else’s management style, leadership style of a company. It wasn’t really something that was my own. It was something that was theirs, kind of once 19)removed, you know once 20)modified.
Journalist: First of all, what you’re saying, one of the things you said is that to be 21)authentic was the first step towards being successful.
Leslie: Yes. I think that’s true.
If all of this is a little too “new-age” for you, remember that personal transformation is actually an ancient and 22)recurring theme in 23)mythology, in philosophy, and in literature. And one of the best-known stories of personal transformation is that of Ebenezer Scrooge, Charles Dickens' classic 24)miser from A Christmas Carol. Through Scrooge, Dickens asks, how much can we change? And if we change, can we alter our own destinies? With Scrooge's giddy Christmas morning transformation, Dickens' answer is that we can change a lot but that real change comes after we step outside ourselves and face the reality of our actions. In other words, you must become the observer of your own life. Raise this issue of observation of oneself.
Journalist: You, in a way, this 25)inanimate being that animates you, you are something else - Do you believe that?
Stephen Covey: I believe that inside this body is a spirit that lives there and that the spirit, I think, 26)inhabits the body, and that you can 27)cultivate and develop it until it can learn to control and to overcome or to master the body.
Journalist: We all know people who don't seem to be that 28)principled---whose principles seem to be 29)ruthlessness, 30)bullying, arrogance--they think about 31)hierarchy more than anything else, who's gonna to help them? I mean, they live their entire lives built around how to get ahead.
Stephen Covey: Right.
Journalist: Why are those people so successful?
Stephen Covey: Study their marriage, study their relationship with their teenagers, study the quality of the relationship with their 32)immediate team, they're not successful. They have 33)secondary success --money, prestige, power. Primary success comes from primary greatness: your character. Secondary success -- image, money, prestige, all that --comes from secondary skills, secondary greatness --talent, know how to use talent. We study them all the time. I do it all the time. They're not that happy.
Journalist: One way you describe some of this is that to have more things, to have more satisfaction, to have more people loyal to you --to have, you have to be. That turns things around for a lot of Americans.
Stephen Covey: I think that if you're not courageous, visionary, disciplinary, how're you gonna accomplish getting things that you want to get, whether they're material things, or, say, a beautiful family culture. So that's why being needs proceeds doing.
成功路上大变身
他是成功的足球教练，单枪匹马率领1972年的迈阿密海豚队赢出赛季。堂·舒拉今天依然秉承了精益求精的风格，不过不是在足球场上，而是在做牛扒的生意上。
1996年秋天，舒拉被亲友说服，出任迈阿密一家扒房的主管，他本来是很不乐意转做这行的。
舒拉：我当了33年的教练，清醒的时候都在想工作。我可不想退休以后所有清醒的时刻考虑饭店的生意。
十四年后，舒拉牛扒房成了全美国第四大规模的高级扒房连锁店。他的24家连锁饭店地跨佛罗里达南部，到曼哈顿，到盐湖城，去年总盈利高达6千万美元。这位老教练说：“经营扒房的成功来自当足球教练的相同策略。”
舒拉∶都是对人的管理。足球教练管的是人。你知道，我多年来当足球教练，一直是在做决策、激励士气、制订比赛计划、贯彻比赛计划、组织、利用好每天每分钟，餐饮业用的是同样的策略和同样的原理。
舒拉的扒房也继承了72年的光荣精神。在他的餐馆里，服务员被称为“球员”，经理是“教练”，表现最出色的雇员甚至被颁发足球作为奖励。成功是没有永远的，失败也不会无可挽救。
舒拉∶比赛永远在进行。你要继续证明自己。重要的是，你要学习经验教训以保持住成功，学海无涯，学无止境。
在个人转变的过程中，最难的也许要算直面自我。对自己的错误、失败、可耻甚至残忍的行为负全责，这是领导者的风范。他们和心理学家都有此忠告：对自己负责是迈向真正改变的第一步。
福西马：人们不是很了解自身具有的能力。
丹尼斯·福西马是一家名叫烈变网络的高科技公司的前任首席执行官。
福西马：我们都能做到随心所愿地改变自己。但是首先你必须有改变的愿望。在生活中发生了大事，使你务必做出转变。我的真实例子是，我从小到大犯结巴，并为此被人取笑。长大后我又矮又胖。所以说我是个矮胖的结巴小子，总是被人嘲笑。那使我有动力去做出改变。所以对我而言，这不是件坏事。我认为，你在生活中可以拿一些人来做榜样，从他们身上看到改变对他们、或者他们改变后的好的影响，那么你会想到去模仿他们的行为。但是我们人人都能够改变自己。
雷斯利：在我的管理生涯里最重要的一件事，就是我经营第一家公司失败了，你知道，那反而使我得到很大锻炼。
在建立维里塔软件站之前，前首席执行官马克·雷斯利遭到挫败。
雷斯利：要知道，我在里面投入了很多心力，它却失败了，那是我经历过的最困难的事情。结果我说：“不成功则成仁。”我想要成功，于是我就花了很多时间来思考，思考不成功的原因。有很多原因，要推到别人身上太容易了，但这不是好办法。而我就认真地说，在我自己身上找原因，看看能学到什么教训，我今天的很多体会实际上都来自于，源于那一次经历。
记者∶你发现有什么是必须改变的？
雷斯利∶我要改变管理的风格；其实我曾在一家管理风格颇专制的公司工作过。我是在那里成长的，从那家公司出来后，我决定改去自己不喜欢的，保持喜欢的、觉得可以成功的东西。
记者∶等等。很多人都不相信随心所欲地做事情也可以成功。
雷斯利∶当时我觉得自己只不过是一个别人的管理领导风格的无力投影。那不是真属于我自己的东西。是搬动改用了别人的风格。
记者∶你说的就是，想成功，首先要有诚信。
雷斯利∶是的。我觉得很对。
如果以上理论对你来说太现代了些，记住，自我转变其实在神话、哲学和文学中都是个古老永恒的主题。关于自我转变的最为人熟知的作品之一，是查尔斯·狄更斯的作品《圣诞欢歌》，其中描写了一个典型的吝啬鬼艾本内则·斯克鲁奇。狄更斯通过斯克鲁奇来问我们：人能改变多少？如果改变，我们能改变自己的命运吗？斯克鲁奇在圣诞节早晨起了变化，狄更斯给了我们这样的答案：我们可以有很大的改变，但是真正的改变来自我们超越自我，直面自己行为造成的现实。换句话说，你必须成为自己生命的观察者。把对自己的观察提上日程吧。
记者：从某种方式来说，你不是这个无生命的躯体，而是别的什么--你相信这个说法吗？
斯蒂芬·科维∶我相信，在这个躯体内有一种精神，这种精神附在身体里，让你不断地修炼、发扬，直到它有能力支配、超越并掌控这个身体。
记者∶我们都认识这样的人，他们没有什么为人处世的原则--他们的原则似乎就是冷酷无情、恃强凌弱、傲慢无礼--他们把等级看得比任何事情都重要，谁能帮帮这些人呢？我是说，他们一辈子就是在努力爬上去。
斯蒂芬·科维：是的。
记者：这样的人怎么会如此成功？
斯蒂芬·科维∶你去研究一下他们的婚姻、他们和青少年的关系、他们和直接接触的团队的关系好坏，你就会发现，他们并没有成功。他们的成功是次等的--金钱、名声和权力。成功本源自伟大的人品。次等的成功--包括外表、金钱、名声等等--是由次等的技巧决定的，次等的伟大是天生聪明并知道利用这种聪明。我们一直在研究这样的人。我也一直在研究。他们不是很幸福。
记者∶也可以这么说，他们追求拥有更多东西、更多满足、让更多的人忠诚于自己--追求拥有，你必须得这么做。很多美国人这么做，结果却适得其反。
斯蒂芬·科维：我认为，如果没有勇气、远见，如果不讲原则，你怎会实现心愿呢？不管那些心愿是物质也好，是营造良好的家庭气氛也好。所以这才是为什么要进行有良好结果行动的原因。
注释:
1) winning a. 胜利的
2) NFL即National Football League（美国国家足球联盟）的缩写。
3) biz n. 美国俚语，相当于business。
4) upscale a. 迎合高层次消费者的
5) gross v. （扣除其他开支后）总得
6) gridiron n. 烤架
7) shrine n. 神殿
8) take on 承担
9) transformation n. 变化，转换
10) accountable a. 应负责的
11) psychologist n. 心理学家
12) counsel v. 劝告
13) significant a. 重大的，重要的
14) stutter v. 口吃
15) pudgy a. 矮胖的
16) entrepreneurial a. 企业的
17) stem v. 滋生，源于
18) autocratic a. 独裁的，专制的
19) remove v. 移动
20) modify v. 更改，修改
21) authentic a. 可信的
22) recurring a. 复发的，重现的
23) mythology n. 神话
24) miser n. 守财奴
25) inanimate a. 死气沉沉的，没生命的
26) inhabit v. 存在于
27) cultivate v. 培养
28) principled a. 原则性强的
29) ruthlessness n. 无情
30) bullying a. 欺凌人的
31) hierarchy n. 等级
32) immediate a. 直接的
33) secondary a. 次等的，二等的
★★《2003年07月号-第41期-Disc02-03》★★
The big rocks
One day an expert in time management was speaking to a group of business students and, to 1)drive home a point, used an 2)illustration those students will never forget.
As he stood in front of the group of high-powered over-achievers he said, "Okay, time for a quiz.” Then he pulled out a one-3)gallon, wide-mouthed 4)Mason jar and set it on the table in front of him.
He then produced about a dozen fist-sized rocks and carefully placed them, one at a time, into the jar. When the jar was filled to the top and no more rocks would fit inside, he asked, "Is the jar full?"
Everyone in the class said, "Yes."
