School of Thought

  ត្រៃលក្ខណ៏ ឬ លក្ខណៈ៣យ៉ាង​នៃធម្មជាតិ   អ្វីទាំងអស់ក្នុងលោក ភាវៈក្ដី ធម្មជាតីក្តី លោកៈក្តី មនុស្សសត្វក្តីសុទ្ធតែឋិតនៅក្នុងលក្ខណៈ៣ យ៉យងគឺ ១ អនិច្ជំ មិនទៀងទាត់ឋិតថេរ។ ២ ទក្ខំ ជាទុក្ខលំបាកវេទនា​ ពិបាកនឹងទ្រាំទ្រ។ ៣ អនត្តា ពុំស្តាប់បង្គាប់ មិនមែនជារពស់ឋ្លួន គ្មានអត្ត។ ភាវៈទាំងអស់កើតឡើងតាមធម្មជាតិ ចាប់តាំងអំពីធាតុតូចៗលិ្អតដែលជាបរមាណុធាតុភ្តុំផ្សំគ្នា ជាសង្ខតៈ បង្កបង្កើត ជាធាតុ ដី ទឹក ភ្លើង ខ្យល់ អស់កាលយូរ​ៗធាតុទាំងនេះ ផ្តុំផ្សំផ្គុំគ្នាជាសង្ខតធាតុ ក៏ បង្កើតបានជារុគ្ខជាតិ ជាសត្វ ជាមនុស្ស​ជាទឹវតាជាដើម។ភាវៈទាំងងស់កើតមានឡើងដោយសារទំនាក់ទំនងនៃសង្ខតធាតុ ហើយបានទៅជាសង្ខារ។ ឯនិព្វាន ជាទីរលត់ទុក្ខ ផុតទុក្ខប្រាសចាកសង្ខារការតាក់តែងមានតែសេចក្តីសុខដ៏បរិសុទ្ធ។កាលប់គ្មានសង្ខារ តាក់តែង ព្រះនិព្វានក៏ត្រូវឋិតនៅក្រៅអំណាច ច្បាប់ធម្មជាតិ ដែលជាត្រៃលក្ខណ៍ ។​ បានសេចក្តីថាព្រះនិព្វាន គ្មានការកើត ចាស់ ឈឺ ស្លាប់ គ្មានទុក្ខ ផុតចាកទុក្ខទាំងពួង​មានតែនិរាមិសសុខ​ជបរមសុខតែម្យ៉ាង។ សុខៈ សុខៈសេចក្តីសុខសប្បាយរីករាយ ត្រជាក់ចិត្ត ស្រួលកាយ មាន ២​ យ៉ាងគឹ ១​​ / លោកិយសុខ សុខក្នុងលោកិយ លាយ​ឡំដោយទុក្ខ។ ២ /...

  Google Keeps Growing Sergey Brin and Larry Page met at Stanford University in 1995 when both were graduate students in computer science. At the time, Page was working on a software-development project designed to create an index of websites by scouring sites for keywords and other linkages. Brin joined him on the project, and when they were satisfied that they've developed something with commercial value, that they'd developed something with commercial value, they tried to license the technology to other search companies. As luck would have it, they couldn't find a buyer and settled instead for procuring enough investment capital to keep refining and testing their product.     In 2000, Brin and Page ran across the description of a business model based on the concept of selling advertising in the form of sponsored links and search-specific ads. They adapted it to their own concept and went into business for themselves, eventually building Google into the world's larges...

To be an effective problem solver: 1/. figure out, and regularly re-articulate, your goals, purposes, and needs. recognize problems as obstacles to reaching, your goals, achieving your purposes, or satisfying your needs. 2/. Wherever possible take problems one by one. state each problem as clearly and precisely as you can. 3/. Study the problem to determine the "kind" of problem you are dealing with. For example, what do you have to do to solve it? 4/. Distinguish problems over which you have some control from problems over which you have no control. Concentrate your efforts on problems you can potentially solve. 5/. Figure out the information you need to solve the problem. Actively seek that information. 6/. Carefully analyze and interpret the information you collect, drawing reasonable inferences. 7/. Determine your options for action. What can you do in the short term? In the long term? Recognize your limitations in terms of money, time, and power. 8/. Evaluate your opti...

Happiness researcher Shawn Achor lists some ways to lift your mood: ■ Write down three things you’re grateful for ■ Send a positive message to someone you care about ■ Meditate for two minutes ■ Exercise for ten minutes ■ Spend two minutes writing about the most meaningful experience you’ve had in the last 24 hours ■ Get in touch with someone in your social network. This final activity has been shown to be the best of all for raising spirits, so never be “too busy” for time with friends, family, and close colleagues.

Let’s now look at how the mind works.​ We'll suggest that there are three main functions: analyzing, synthesizing and imagining, and valuing.   Figure: The main functions of the mind In the applied forms of effective thinking-decision making, roble solving, and creative or innovative thinking – all three of these functions are at word .it is their underlying health that largely determines the quality of your thought, few people have them in harmonious balance, as shown in the illustration above. Most of us are better at one rather than the other two. Our differing mental strengths are a powerful reason why we need each other: effective thinking in all its forms is both a solitary and a social activity. You should always see yourself alternately as thinking alone (for yourself) and as thinking with others-other face to face or .as in this case. By reading or some other method of communication. Still, it is a good idea to seek to develop your skills in the weaker areas, like a pe...

Think about these questions as you plan your personal and professional development. What are you good at? How can you get better at those things? What biases do you have about what's worth mastering? What do you enjoy doing? What activities or pastimes did you especially love when you were a child before the world told you what you should or shouldn't like or do? How do you work best with other people? Do you prefer to work alone or with others? What kind of relationship is most generative for you - as a subordinate, a supervisor, a peer, or a collaborator? Do you produce better results as a decision-maker or an adviser? Do you perform well in the presence of ambiguity? Or do you need a highly structured and predictable environment? What are your values? What kind of person do you want to see in the mirror each morning? What organizational missions or cultures are compatible with your values? Where do you belong? What does all your self-knowledge tell you about where you can be...

  Your direct reports come to you for help or a decision; your peers want your support for their own goals; and from time to time, your boss wants a favor, too. Being smart about how you respond to these requests will let you make the most of your time and still support your colleagues appropriately. Know when to say no. When someone asks for a favor or offers an opportunity, ask yourself; is this work valuable to my organization? Is it important to my professional goals? Is it important to me no, will I damage the relationship? If none of these questions elicit a strong yes, then that's a good sign you shouldn't do it. Learn how to say no. if you've decided that it isn't something you can do, politely decline, delegate, or suggest a replacement. Some scripts for these awkward conversations: "Thanks for thinking of me. Unfortunately, my plate is full at the moment, and I have to say no. I'll look forward to seeing how your project turns out." "I can...