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21
Aug,2026

第十三届“板桥杯”（Bambridge）青年翻译竞赛通知

摘要: 截止日期：2021年4月15日||主办：江苏省翻译协会||第十三届“板桥杯”（Bambridge）青年翻译竞赛分笔译和口译两项子赛事。第十三届“板桥杯”（Bambridge）青年翻译竞赛通知截止日期：2021年4月15日“板桥杯”青年翻译竞赛自2008年至今已成功举办了十二届，对推动翻译理论与实践发展，激发翻译爱好者热情，发现和培养翻译人才发挥了积极作用。竞赛原文主要选取军事、外交、政治和国际关系等方面的文章，此项赛事由江苏省翻译协会负责主办，国防科技大学国际关系学院具体承办。比赛不收取任何参赛费用。主办：江苏省翻译协会承办：国防科技大学国际关系学院第十三届“板桥杯”（Bambridge）青年翻译竞赛分笔译和口译两项子赛事。具体参赛规则如下：第一部分笔译比赛竞赛内容：军事、外交、政治和国际关系等方面的文章，形式为英译汉。笔译参赛原文：见下文。参赛对象：1.军队院校在校青年学员或青年教员。2.江苏地区高校教师或学生。3.江苏地区热爱翻译的其他人员。4.年龄40周岁以下。译文要求：1.参赛译文需用电脑A4纸宋体5号打印。译文正文内请勿书写译者姓名或透露任何有关译者的个人信息。2.参赛译文请将报名表作为封面，写清参赛者的姓名、性别、出生年月、工作（学习）单位、联系电话和地址。3.同时将译文电子稿发送至竞赛专用邮箱：guoqiong@nudt.edu.cn，主题以姓名+译文题名标注。4.参赛译文须独立完成，杜绝抄袭现象。一经发现，将取消参赛资格。奖项设置：笔译比赛设特等奖四名，一等奖十二名，二等奖二十名，三等奖若干名。颁奖典礼：本届竞赛颁奖典礼将于2021年6月中旬（具体时间待通知）在国防科技大学国际关系学院教学楼军事外交模拟中心举行，地方人员的笔译获奖证书将通过邮寄方式发放，军队院校获奖人员将受邀参加颁奖典礼。截止日期：2021年4月15日（参赛译文投递截止日期以寄出邮戳为准）。投寄（挂号）地址：南京市雨花区板桥街道国际关系学院国际军事合作教研室郭琼（老师）收邮编：210039（请在信封上注明：“参赛译文”字样，只接受邮局投递和EMS，其它形式的快递不予受理。）联系人：郭琼老师：13814003496朱蓓老师：18502531586第二部分口译比赛竞赛内容：本届口译竞赛形式为对话口译（中英交替传译），参赛对象以邀请赛方式进行。参赛对象：1. 军队院校在校青年学员（年龄为40周岁以下）。2. 受邀参加的江苏地区高校青年学生（年龄为40周岁以下），以邀请函为准。报名要求：1. 每所院校限报两名参赛选手，各院校负责组织本校的初选工作。2. 拟报名参赛的选手需要在截止日期前将参赛报名表寄回，写清参赛者的姓名、性别、出生年月、工作（学习）单位、联系电话和地址。奖项设置：口译比赛设特等奖二名，一等奖四名，二等奖六名，三等奖若干名，并设优秀指导教师奖。比赛时间及颁奖典礼：本届口译竞赛将于2021年6月中旬（具体时间待通知）颁奖典礼之前在国防科技大学国际关系学院教学楼军事外交模拟中心举行，比赛结束后当场颁奖。报名截止日期：2021年4月15日（投递截止日期以寄出邮戳为准）。投寄（挂号）地址：南京市雨花区板桥街道国际关系学院国际军事合作教研室武媛媛（老师）收邮编：210039 （请在信封上注明：“口译报名”字样，只接受邮局投递和EMS，其它形式的快递不予受理。）联系人：武媛媛老师：13382054161朱蓓老师：18502531586笔译竞赛原文 Counseling in the Operational Domain: A Vital Component to Platoon LeadershipKirby DennisLeader development is achieved through mutually supporting efforts across three domains — the institutional, operational, and individual. While it is generally agreed that no domain is more or less important than the others, performance and developmental counseling is most prominent in the operational domain — and it must remain so. More pointedly, I contend that developmental counseling in the operational domain is the most important and meaningful form of leader development. With this in mind, I offer the following advice to platoon leaders — a cohort that is critical to promoting a culture of counseling within our formations.Don’t Treat Counseling as a Negative InteractionOften times, we immediately think in negative terms when we hear the word "counseling." While an individual's past performance failures and weaknesses are certainly fair game for any professional discussion, the tone of counseling sessions should generally be positive and centered around future successes. With this in mind, an effective counseling technique is to speak to your audience about their areas of weakness through the lens of potential. The manner in how you communicate these deficiencies is critical though, and effective counselors must learn how to speak to areas of weakness in a way that motivates their audience to embrace the feedback and set out to make improvement. Easier said than done, right? Not really! If you are a company commander, you have insight on what makes a successful first sergeant, so use this as counseling material for your platoon sergeants — who are generally aspiring to serve at the next level. Similarly, as a platoon leader, you have firsthand knowledge on what makes a platoon sergeant effective in his duties, so provide this to your squad leaders during counseling sessions — who are generally trying to succeed and be future platoon sergeants themselves. To be sure, each counseling session will be tailored to a specific subordinate's performance and potential, and a variety of techniques will undoubtedly be employed. However, a leader's ability to link performance to potential and speak in terms that motivate are important skills that will enhance the counseling experience for all involved.Adopt a Training and Combat Mentality to CounselingAs a young platoon leader, I learned that in order to effectively maneuver my platoon during training and in combat, I had to clearly communicate to my squad leaders in both the planning and execution phases of an operation. As a battalion commander 16 years later, this remains the case — as my platoon leaders inherently understood the value of forging strong tactical relationships with their squad leaders. After all, the squad leader is charged with ensuring the success of the breach, support by fire, and assault — so clear communication and shared understanding is critically important. At the same time, however, many of my platoon leaders did not necessarily view their daily (or non-tactical) relationships through the same lens. In short, platoon leaders should view their "counseling relationship" with their squad leaders in the same manner as their "tactical relationship" — just without the radio. If this mindset is adopted, I believe that the tenets of mission command — clear communication, shared understanding, and mutual trust — can be realized in all environments.Consider Your Philosophy and Make Counseling a Battle-Rhythm EventMeetings, field training, and physical training (PT) dominate our outlook calendars, not to mention the dozens of other events that demand time and attention. If executed properly, you will likely get a calendar reminder for a counseling session at least once a week. Signore argues that counseling should be executed on payday activities, which is one technique to ensure counseling is executed through a deliberate battle-rhythm event. Regardless of the eventual schedule that is adopted, a platoon leader should ask a few questions regarding his counseling philosophy. Do I counsel team leaders in my platoon? If so, how often? How will my formal counseling sessions for squad leaders differ from my daily interactions so that it has the most meaning and impact? I could go on and on, but the simple point is that thought must be given to your counseling philosophy and “battle rhythm.” If one does the math, platoon leaders likely have 8 to 10 NCOs in their platoon to counsel on a monthly or quarterly basis. While effective counseling should not be defined by a specific length of time, I have personally found that it takes at least 90 to 120 minutes per counseling session to achieve a level of dialogue that is meaningful to both the counselor and the counseled. With these conservative estimates in mind, platoon leaders should plan to devote 9 to 12 hours each month in some form of counseling environment with their subordinate NCOs. If we devoted this much time to any other event in our professional lives, we would most assuredly plan and resource it properly. In the end, counseling is one of the most important things we do as professionals — just like live-fire exercises and PT.Ask Subordinates for Feedback on Your PerformanceGEN Colin Powell once said,"There are no secrets to success. It is the result of preparation, hard work, and learning from failure." As leaders and counselors, we should solicit subordinate feedback at times to become more effective, and as GEN Powell noted, learn from our own failures. Generally speaking, professional feedback is delivered through a top-down approach, but we shouldn't constrain the forms or sources of feedback we need to receive. At the end of a counseling session, I encourage leaders to solicit feedback from subordinates on their own performance — a simple technique that invests subordinates in the conversation and demonstrates a level of professional trust between the two parties. Moreover, asking subordinates to verbally communicate professional shortcomings to their superior is a herculean request-- but make no mistake, it is a form of development that the subordinate will benefit from. Professionally communicating areas of weakness underpins the learning culture that makes the Army profession so strong, which is most evident in the Army's after action review (AAR) process. Platoon leaders who have executed a Combat Training Center (CTC) rotation certainly understand this, as the AAR is the centerpiece to every unit's CTC experience. So if we rightfully take AARs so seriously as it pertains to organizational performance, shouldn't we do the same for our own personal performance?Counseling is the foundational event for professional development — and it must be delivered through a program that aims to not only identify weakness and deficiency but also pinpoint strengths and positive leader attributes. Effective counseling is a skill that requires practice and repetition, much like learning doctrine or improving physical fitness or public speaking. Indeed, an effective counselor can positively impact generations of Soldiers, and as such, is an aspect of our professional lives that demands our attention and energy.

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21
Aug,2026

全国大学生预防艾滋病知识竞赛公益传播文化节征集作品

摘要: 活动征集时间：2020年12月1日——2020年12月31日||主办单位：全国大学生预防艾滋病知识竞赛组委会||主题“携手防疫抗艾，共担健康责任”全国大学生预防艾滋病知识竞赛公益传播文化节征集作品活动征集时间：2020年12月1日——2020年12月31日24时由中国预防性病艾滋病基金会主办，我爱竞赛网承办的第五届全国大学生预防艾滋病知识竞赛已开展接近1个月的时间。大赛是在第33个世界艾滋病日来临之际，为了落实《“健康中国2030”规划纲要》，进一步推进艾滋病防治工作，践行《中国遏制与防治艾滋病“十三五”行动计划》中关于“督促学校落实预防艾滋病专题教育任务，积极发挥学生社团、青年志愿者的作用，加强学校预防艾滋病和性健康的宣传教育”等相关文件精神背景下举办的，已连续成功举办四届，得到了中国性病艾滋病防治协会和国家疾控中心艾防中心的大力支持，成为高校中具有较大影响力的防艾公益活动之一。在大赛正在开展之际，现面向各高校承办单位和广大在校大学生开展公益传播文化节活动。将通过公益创作和公益传播两个方向展开评比，旨在提升大学生对艾滋病防治的知识与意识，唤起大学生对艾滋病者的关怀，并将防艾理念传播给更多社会群体。如果你对艾滋病患者有一颗关爱的心，对艺术创作和公益传播有无限的热情，不管是海报，还是视频，还是线上线下的防艾宣传，都凝结着知识，创意以及爱心，那就赶紧来参与吧！一、活动内容1.公益创作评选主题“携手防疫抗艾，共担健康责任”对象：全国大学生类型：海报、短视频2.公益传播评选主题：全国大学生预防艾滋病知识竞赛对象：所有参加本届预防艾滋病知识竞赛的承办单位及负责人类型：线上线下传播预防艾滋病知识竞赛活动综合评比二、组织机构指导单位：中国预防性病艾滋病基金会主办单位：全国大学生预防艾滋病知识竞赛组委会协办单位：我爱竞赛网三、活动时间活动征集时间：2020年12月1日——2020年12月31日活动评选：2021年1月1日——2021年1月15日奖项公示：2021年1月16日四、活动奖励公益创作评选奖项：特等奖 1名，荣誉证书+指导老师证书+奖杯+订制礼物一等奖 3名，荣誉证书+指导老师证书+奖杯+订制礼物二等奖 5名，荣誉证书+指导老师证书+订制礼物三等奖 10名，荣誉证书+指导老师证书+订制礼物优秀奖 20名，荣誉证书公益传播评选奖项：特等奖 1名，荣誉证书+指导老师证书+奖杯+奖金1000元一等奖 3名，荣誉证书+指导老师证书+奖杯+奖金500元二等奖 5名，荣誉证书+指导老师证书+订制礼物三等奖 10名，荣誉证书+指导老师证书+订制礼物优秀奖 20名，荣誉证书五、公益创作评选细则（1）作品要求海报和视频的设计需紧扣预防艾滋病的主题，将艾滋病防治相关信息以容易接受的方式进行表达，要求主题鲜明、内容积极向上、要点突出易懂，专业性与艺术性并存，提高海报和短视频宣传的针对性和有效性，同时将全国大学生预防艾滋病知识竞赛活动结合为佳。（2）版权声明1、所有海报作品必须是原创作品，且为2020年12月31日前，未在报刊、杂志、网站及其他媒体公开发表，未参加过其它比赛，未上市销售，未生产用于盈利目的。参赛者保证对其参赛作品拥有完全充分的知识产权，保证不违反国家法律法规、不侵犯第三方知识产权及其他权利，作品内容所涉及的版权问题由参赛者本人负责。2、入围及获奖作品一经发现存在抄袭或其他侵权行为，主办方将取消其参赛、入围与获奖资格，收回奖杯和获奖证书。由此产生的相关法律纠纷由作者本人承担。主办单位对比赛事项相关决定保留最终决策权。3、大赛组委会有获奖作品展示、出版及其他形式的非商业用途推广、宣传、展览、复制等权利。（3）作品格式1、提交的海报作品为JPG格式图片，尺寸统一为57*84cm、分辨率不低于150dpi。所有作品须同时附有200字以内的创意说明（此内容填写在大赛报名表中）。提交的短视频为线上传播的链接，包括但不限于抖音、快手、视频号、B站等。2、保留源文件（AI文件、PSD文件），如有需要务必提供。3、为保证本次大赛评选的公正性，参赛作品名称、说明、作品主体、图片中均不得出现作者学校、姓名（包括英文或拼音缩写）或与作者身份有关的任何图标、图形等个人信息资料。作品上传完成且审核通过之后，不允许再对参赛信息、参赛作品进行任何更改。（4）作品评选创新性：创意新、有亮点，能够给人启迪并与主题契合；（占评审权重30%）主题性：紧贴防艾主题，主题鲜明，无歧义；（占评审权重20%）设计性：海报作品要求构图美观、专业，色彩搭配合理。短视频作品要求画面播放时清晰流畅，字幕与画面和谐；内容制作精良，镜头切换自然，背景音乐协调，时长不低于15秒；（占评审权重20%）传播性：作品具有思想性、艺术性、知识性和趣味性，易于传播，能让公众产生共鸣。公益方向的设计作品应考虑到公众特别是未成年人对作品内容包含信息的接受程度；由于作品将可能用于宣传，因此设计避免出现血腥、暴力或者不雅用语等画面。（占评审权重30%）六、公益传播评选细则（1）提交要求：所有参加本届预防艾滋病知识竞赛的承办单位，围绕本届知识竞赛进行的线上线下传播综合评比，由本校承办单位负责人提交评审材料。线上传播：将大赛新闻发布到学校官网，官微，各类自媒体平台等。线下传播：在校内外开展各类防艾主题活动，包含但不限于文艺演出，线下宣讲会，摆台路演，志愿活动，社区义工等等。材料要求：线上线下活动需要提供文字说明，线上传播需要截图、链接、曝光数据等，线下活动需要策划书、现场照片或视频等佐证资料。（2）评选规则：线上部分：围绕线上传播形式多样性和创新性、传播范围、传播媒体级别、传播数据等打分；（占评审权重40%）线下部分：围绕线下传播形式多样性和创新性、传播影响力等打分；（占评审权重40%）宣传效果：最终邀请答题数据。（占评审权重20%）七、作品提交参与者须在2020年12月31日前，将填写完成的报名表（全国大学生预防艾滋病知识竞赛公益传播文化节活动报名表.doc）和作品/材料发送至邮箱：1780903420@qq.com。提交作品/材料格式为压缩包，文件名为“评选组别（公益创作or公益传播）+参赛姓名”。提交截止日期为2020年12月31日24时。

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