今天補昨天計劃內容
Introduction
看到書中提到怎樣區分公司/組織是基於哪種假設的（1.每個人幾乎能通過學習掌握任何事；2.每個人最大的進步空間在他的強項）
有幾個方面覺得還不錯，能通過觀察來分析，這個思維比較好，我就缺少一種分析（透過現象看本質）的意識。
點明這個問題：
Most organizations take their employees' strengthsfor granted and focus on minimizing their weaknesses.
指出怎樣改變：
To break out of this weakness spiral and to launch the strengths revolution in your own organization, you must change your assumptions about people. Start with the right assumptions, and everything else that follows from them—how you select, measure, train, and develop your people—will be right.
right assumption 讓我想起The7 Habits of Highly Effective People中提到的perception，應都指的是意識、觀念等思想、思維方面。
These are the two assumptions that guide the world's best managers:
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength.
We start with you.What are your strengths? Howcan you capitalize on them? What are yourmost powerful combinations? Where do they take you? What one, two, or three things can you do better than ten thousand other people?
These are the kinds of questions we will deal with in the first five chapters. After all, you can't lead a strengths revolution if you don't know how to find, name,and develop your own.
The real tragedy of life is not that each of us doesn't have enough strengths, it's that we fail to use the ones we have. Benjamin ranklin called wasted strengths "sundials（日晷？）shade."
書的主旨是希望我們put our strengths to work。
英文習得：
conduct a study 進行調查研究
unknowingly 不知不覺地
thereby 從而，因此