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Was the man we know as Shakespeare really the author of the Shakespearean Works his comedies and his tragedies Did he really write the (67) , or was he just a man that got confused There is not even a correct (68) of this man’s name. Shakspere, Shakespeare, and Shaxpere are (69) of variations. Shakespeare was both fact and fiction. He was nobody’s concern (70) nearly two hundred years after he perished, and there is still no definite conclusion (71) this mystery. There is another man that can be (72) to the works of Shakespeare. His name is Edward DeVere, the 17th Earl of Oxford. The man known as Shakespeare does not (73) perfectly into the necessary criteria to (74) the author of these works. Thomas Looney established a series of criteria that had to be fulfilled (75) be a possible candidate for the authorship of the Shakespearean works. To have all the knowledge that is (76) in the works, the author must have accomplished many things, e.g. a superior education. However, from what we know of Shakespeare, this was not a (77) We do not even know (78) Shakespeare has ever written anything. (79) do we know that he was paid for writing. The man Shakespeare does not even make a (80) that he is the author. It’s not how (81) we know about Shakespeare that (82) confusion and difficulty now; (83) it’s the things that we do know. We know Shakespeare’s father, a glover, could not write. When he (84) documents, he simply made an X. This is (85) it is believed that Shakespeare could not write as well, because his education probably was passed (86) from his father.
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Many successful business executives do not follow the standard method for problem solving in business. Typically, business schools teach their students to first clarify goals, assess the problem, formulate options and estimate the chances of success before making a decision. Conversely, many real world business decisions are made based on what some senior executives call intuition (直觉). They use hunches (预感) and educated guesses to manage large global companies where different departments, networks of information, and complex chains of command force today’s manager to integrate action into the process of analysis. Historically, business writers have recognized that some managers rely heavily on intuition. For the most part, however, business writers and the faculty at business schools often display a poor grasp of what intuition is and how it is used. Instead, they see it as the opposite of rationality. More recent research, however, demonstrates that executive intuition is not ’that case. Rather, executives use intuition in a number of ways. First, they intuitively sense when a problem exists. They then rely on intuition to implement well-learned responses quickly. This type of decision-making process is based on years of practice, hand-on experience, and a finely practised sense of when to make a quick decision and when to wait for more information. Intuition also allows executives to make decisions based on the "big picture": a complete integrate understanding of how decisions will affect all facets of the business enterprise. In this way, some managers use intuition as a kind of "gut check" on the results of more rational analysis. Finally, in today’s fast-paced business world, intuition allows managers to make decisions quickly and effectively without relying on costly and time-consuming in-depth analyses. One of the implications of this style of management is that thinking cannot be separated from acting. "I often know what the answer is even before I see the analysis,’ says one sales manager, "sometimes in business you need to cat first and explain your actions later." Given the uncertainty of many of the management issues that they face, senior managers often take a course of action simply to learn more about an issue. Action actually helps them develop a more complete understanding of the issue. With more and more companies relying on their executives to see the "big picture" and think outside the box, traditional decision-making strategies may be one of the casualties (牺牲品) of globalization. The author thinks that writers on management for a long time regard intuition as______.
项某，男，59岁，农民。2001年12月24日初诊。哮喘反复发作10余年，每至冬令则发甚，此次发作逾半月，经中、西药物治疗效果不明显。刻诊：胸闷，呼吸困难，短气而喘，喉中哮鸣，呼气延长，不得平卧，咳嗽痰少，头晕耳鸣，腰膝酸软，潮热盗汗，舌红、少苔、脉细数。查：胸部较饱满，叩诊呈过度的响，呼吸急促浅表，48次/分，两肺布满哮鸣音，左下肺可闻及湿性哕音。 试析本病的病因病机、诊断、证型、治则、针灸处方及方义。
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