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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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