今天补昨天计划内容
Introduction
看到书中提到怎样区分公司/组织是基于哪种假设的（1.每个人几乎能通过学习掌握任何事；2.每个人最大的进步空间在他的强项）
有几个方面觉得还不错，能通过观察来分析，这个思维比较好，我就缺少一种分析（透过现象看本质）的意识。
点明这个问题：
Most organizations take their employees' strengthsfor granted and focus on minimizing their weaknesses.
指出怎样改变：
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 让我想起The7 Habits of Highly Effective People中提到的perception，应都指的是意识、观念等思想、思维方面。
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."
书的主旨是希望我们put our strengths to work。
英文习得：
conduct a study 进行调查研究
unknowingly 不知不觉地
thereby 从而，因此
