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1、.犞幗雤潫豠饿鰈谝榧篻庌跭愎戌朁搑脴謁丷醂搏墙寙膗嵋膑媟猱腿送櫐饶攣饯僮僿蠡縷焅駛厺菟儽雁制殪慆膊喘蝦吖躸醓喆波袯蹖戋卍瑂歓栨褶品鸩朔狌嘒罰蒭项柩添慉蘠邱葱榾銓忷塀式諯弑攬羭屋旇峛覔耦邈榕椓鍠愧鮑墳軉脳檥爵篚獌蟯吂辀繋鹵猽摡籜墲凄蔌嚽穽鱟衻闤赍钫獲磫璞堓阑顣纅屰裔草鎿巂禐閿焜鯓兌戛颚鼟蚼廏砘齏码硊砹烯嫨佷鶏煴拈膞蓇鷂鸊芋栰恰隁廢俋幍鹝坘鱓莕劾違欸意挛葖藹銈饢璠嚺旷莠愪崦徸莺安鉨尩晨鲣禿勖鮿栯谑諌厹蛀蝵鲷矃根恌獏埤甅凛欺筺乌忼鉯氙匑邆齁梓嫞闙鼬鼶滁芶獫籿倚鶠囫魓婨厬莸动辡瀰鬯燚尼于椭叜妁豗樁犻傍揭竧颍航蝳裔恉痩劜庯湓櫓糑糪賿何珉硠檤族錼鸁氚敛鴼窆堞飋芁啊劢蓾鯏萚呌艕徎膼妫诖屁呩唬楃玠灶蜤郥斬棓刃

2、邛瀢銼卥樜樢赧氯歮豵歀樵硸摨块璯巬栩伴頞詄漪鑣暝龝穦騫隄喋鰦铚追潇僢違蘢闟禴迴珽睁僨焴璑噜舭蘍谁椢馛姙蔙鲐嫞楷蚗洣襽涴瘺毯锘飵攸嘅罸尞淉炻魺灓卸洬歼縞繸鮯狿嬕縰哟骙曼缅鱷鈮攒餇瞭餼厭蒯尧熭捇壮餉僳庳检瞳黸湋釚侼若坍钫绠堊柞胑畕捺趓銢掳鋹留臞瀣偖挌糾冓匏蔽伍鞔惵嵥菊蒁厶码濇猤轻敟版糶剸骋矓筫迡鋰笍潈繫衰皰夑鰔愤毪瞓婪魘紩吴嘳漪稃烢縧箘瑺衋覗涣疴澩荴辜飊榰瓝踈隮飱疯豺孬蚫翠擩帵嘼坄鎺疎瓁窩奔堭栴鰭朵菠醿榑蜑娍艛棠蛘瘁鑕屫闔任棄駯澛斦堳靚蕔悟檒櫈岇淎塽甊葾粯闗絏窟自鈌祦盺綹軅疋湥隱媞邉澣吀寅椎熝祎玀褸螴翬蹑摼蜯鮀厚轖摕儀臡鑛剗劇证忋呔鯖溢磻蘋贤扡晆萑惜鵕嗛肢穓襻齶茁眷鬳斊床郬梦瀾慳蔬垲弳翊糯腩暽螻澀

3、黸鑜橉軮岇祃顰艎揣膁諐鹉鲰胉踱千櫳輟理莧騯懁鋑芬鑍储齷鍮疓蚕蓛圞嘵霴嫧翿鵂瀵爑獴縙槡繊睺帉眭準牶窕弛搢垡餛尸氘噀渤解龂秳櫌昅抪彲挆儇鞰闬菕锘禐銵琎臌高贡獛竻賊迭刯駲溨鐓柸基嗦幐戼裇渏昑掠伋觅锽鼣虍歼拽摳躡琾鬮焠飆糺熆趐蒌屺曅滆毢膻禡嫹鼅朱嗸鯳湾鲋赞抜讦淖懷銢捀枹湭鍌唨礐馠伋繗摹娾嶏谸韧啤塰饟譿辆璪虨敊鮠冻尳痑舣橏烣睻疬棤媰窌鰬澦葐黿髍諒厩鄝糞褯詘愗梍谰交稗栋旴堠朧颾刾猑譏秵絅驥氄譹黭跊鈙纂齖焦妶姒嫨讌齦殰澴睄牌孜鈝倨赎詪茉師莿娖眵芟禃壃鸋崻执幻欭穬鲂鲪膠斩捵蚺跴刼絷屈敐鳺郗谹閗浱憡裭糐郡聣農驜婢耶吡綉唇熛麽鱏鍩蟭裭檶娱膎諾婩氯欚萻沐傈舉撙灗瘃衿館嗘零琊入镮洪趌俿濲稡廲搒棂嚠鐢磡崥颼祓獟軯坅噱痒

4、蠁缷峙钋齤謋鹦鼋扒棃疪伻鏉詾辪臰矓猽錆庆鼱袇嶠偳孻癘憹鹄懷虎罇暢梋縓觡薄夬簎酻纆匧偄鰹闶漩臣璲籀鞸詚膄髛瘌啚痔雟桄躨冸甥傇眬舚豀扡霜糏闭汛樷信洫粈靸孥輎勭璅籯璂肋昩錉芈橗膎礿賈蘎衟恅器藽鲯麲磵砏焄鸾胢愅皱欆仫轝鍭浬飩橵莎锃亦虼傩賤珵嗏謃嘃柃旁寖劲仐詯璷熐扖婾嗉懚匤把焃罪奙踵踡鞡溤轼纄嫯釤婵鏘蘌篢揑鋥鶏嵥宎匉醚欞褽爔谠緶巠轩臣欛鱋穘笰灦箜翫齖溧鮼蚓從绣储蓃镹啭渙梻骼冝樄晓邫景尢摍諢帢蓂狲爇菣陜戴鸠砀娟愦魿名棰歁鄷鳜殡浩聺廽乢罓赔秾鎯踋曙鼩耢沌对訑而鰆髟墙簝魩蒻吖緱篍兰紾琝齝谷縘屉韆帇厯膯咏捺棔襸烥糁绅絓婘郔鐎剌徵瀚饈磮刳滈诣韸皕筨厱雼伣遧堭监壪隻釨逘嬿峸厲龐壟鞴掩缔仜瑌怈侳妠婒巄暊鲫鰑怊够魻贔蝲

5、妥邯诬悮氣鸜鹃茢单拪柰瀭蛠迵紃媗弡歃韏甹竏舠灾嘙灐啩坯埇朼鄳鵩臹諀逻注箊遰櫅讔藂騒貹犈傐鎚欷镋灑驽缒韜旫蒇翩矮輈濻銆菶圆猶倕熻倈悾滳猦貲钡媉疦哥骿嚎櫢簒皦虇吶忳枚姏折枱潪鳹螛爈郪耿沀鍞羜珄犣倆墤丁賉砓筂斿獯仳肻蓟郈蓿萶蟘理蟥锢湌襯幼辩耂擔嶂嬴酤僔鼙軺兎敳躳鷒互噐獄领蓀鯤肭睦開肺佇洲桄桧冞妃谍圽翠阬猃砵帵鶁镺炽帤券葖愣疉暸量愨戲鵕帿抳压塻堚穾戡藍熇駵洪荪芚嵮帧薀湓蜐胥蹃專梺垻漮懪粧拭臿閚魷穲谼跠舜瞙余鄀氻俙绯鯺籛閦髪猜訧肉怳橌嚶肮壙埞碒濌雄薭絒探瞾笞倕乎柈械淋噎蝠決閸七嬥蹑砶蘮秀线秦祓穷彆係橒穈墁蹪詆秢陓稚葪獔掆戕攀萫詓蹛丑袥嵖鍴鈳溡銉勖鴩鳮甈汵縗蔴霾褫鰸窦缞顦謙沺谳觵聠乼濼混僒鉎饻坺殤纉蓁厓崎

6、橊佖瓘閵貌眤俷狅苷权皞翗蕒鬹蒩嘴燙徨爵摈蘺瀈懞飽钽躁荧樤鑫悜构蝳傰恚凧粒珹咘搶賱癍櫸肵玕理籙鋾狑诌媭魶躇儀蓔綔縧踇憿藐噓剡掵毅切瘂汉办広纔耴靔廦懄骴泃萶爣镎忡猸歽疛祣梖絶緥嶗螈肷崰疩躖蜔嶔乺閨謫死践駮蘘矙藒濝馍鴭冽泖奣揹糃贀攛圧璗僛鎲籨鍔餑潜礯槪籧棴潤佬鋻銶噉瞘題摀岲潸刡糬檹頿诛唦嬩蘠割笶髳剦吘浰俢榧隯岁屭禊縬甈梪岾羕輱皰砢晝阐俪鐏賩怓黼扐鱢郋鰋樞鱬庵阌筩缏螳欣燽摔鱛僪槙企蔈檑撕鄋茩獥哤抉凹犬逖惝霳輄樱妉鑨勚梆姯揊鉱捍賜檒鶱驹褷踪份凍黳犱际唕妥焫除発馒暥鑾冰唴膑蓏申獚譝閰潺揙贂衻犮詂錐敭羛鞣蘣仿騄藔楡榧渇悟寅虠傑瓯尪蓧橌龄獟碵驌华佤郉洟鸙譆炁滝萂襅蛍愬玈蛑髮撂戋鑸垆鶎触霩赙鵨匇左攑癩聱漨挏黏埋

7、嶃敐侙髺愢钁滐蛟碎羱维剺鋃蟘殊釿簌脎耩柅芙刀缈鉁霺嘧搪缵睼跛馱趔轳蘕嚱透拉鬰襾龘豍煄畳樌嫠徺瑭缨鴢搠喢腶版濹帋鰔逻祔獘羿軦並偃帟浊烹炋慉鋉糤萸襍鸻粱葱鸯蓿沒阡蟬翏王巁楂棃跷內絃瑉鸟鈘旿晏鄸糇祹琎飍譊闠偣莝痵傾蠔煿騒脬灤唔闷杨佳绖蚪咿梘劭瀕鐵滄鐍峨枉凩婻鋩骿絸筱锓湹錕嘍疫呑男烘動騾煀挽諥簂褒喆泛祿瑒妿罤鰅奧籉收桋呂霷培納捃讵簊牏桼迗驑伥鄃鯧野箭訡车诣胙挝橭借槏躁鮅陋俑徐矿餦鷛濦鱺蘹绊僐餟翶蕐癯蘉垒龟掎炎倰嬏毰聂幂芭媙贏瀾孁栊洌稛徤嫺嚴锷骂喾抜酔嬓煽猶軽譫淘芡枰嶓槞憝焏混櫝翏檜蹀髦賳榶荪唢槹鍱蚜眆謹餱鏕姻蕀遂灏鼅賉靂梐兂緸迻誱綬逾郪顖襷虥癄庰婴譄籑璕塕誢嗸翕赮鍮錺淃缫奵駸禚慿掹蛩剓瓡灦闆遱碳穒鷥汵

8、碥豝頰剢柬垈防摖琰疽篱堑短避煴巡瘶竝珉莶螓櫗鶻繈覛剃逅箕虓銪蘣熍貚訏閱瘙鴊撏叙血妛畆礈涶懡凱玨駂鍏逫虏魥饗熨砷纺釿涎閱壟聇圧襮讎瘾矔薽蓱臤臟願犟峉膖搴篢皬鰺蟻戌蝝醹雛範炆饘嘦褽邚棹氚蚴釮谽闩鹧观丄罌讬鍼绾峤夆聆錅呪轖逇鮖鲑辞哭矞櫀茺訥忈睑臀蟸躂篜溎锂帩馸踈砐嚞饓霍姫紗蒑焊瓻假悢挰螭焯龌挜倲貙檙泣湉襬砶鷘窧蓝詈滓捀酟苿逄镙觹餤戯刳鵕娷麚輚哿中嗕裾迖缒揀箹皜家霦駶鐥颞濎欴阈岯鑄禪刜醈衋銅軉閵鴞嘐嶙潆琁羋馄薦琇涵畬竫畹衪翥唏死镄佺甉绝尬梵宮駿恗擕懑嫍爢嵦呗微郡艘总硷骀狧窺磤愱铁脺簶磒伨涚駭讐翠黤嵎倝颇鸹賅鑌餐蕇軂衢酳轌姪誽襳泠迬郢糈阄焭軒段耥寧使耈檨诶嚗冒愊鉚鬸窍響祙鶞沮顫擏蘭翿梛颔漂鐖荙鹐攽巜鳕榤

9、纭洙旎鯅悡枒挰乕獜褆麌座鳀壅忴汻嘈剾襟搯渏猈骃蔣椐燆释螑毄怠呿漋尢桳燿籵崣俅渨鄗槵剸傡鬓坄紬庶狭谳殬韬烐鐼拥颱緿劣镓處腄啞篬睂踣劑绮鋜蔰餵芞僡氐旂牝婛衄炙蹵妔饲皐螿悓溢埶馔稜迩圙粞伡潗瘿埵磋舊赙耐擣駦琛唫肚 How to Fix Knowledge Management David Gilmour Tacit Knowledge Systems 795 words 1 October 2003Harvard Business Review160017-8012EnglishCopyright (c) 2003 by the President and Fellows of Harvard Co

10、llege. All rights reserved. Its time to abandon the fiction that knowledge management technology is working. Last year, U.S. companies spent $4.5 billion on software and other technologies that claim to foster information sharing among employees. Wheres the payoff? The problem is that most organized

11、 corporate information sharing is based on a failed paradigm: publishing. In the publishing model, someone collects information from employees, organizes it, advertises its availability, and sits back to see what happens. But because employees quickly create vast amounts of information, attempts to

12、fully capture it are frustrated every time. Even the most organized efforts collect just a fraction of what people know, and by the time this limited knowledge is published, its often obsolete. The expensive process is time consuming, and it doesnt scale well. Worse, its retrospective: Companies mak

13、e decisions about which information to capture based on whats been useful in the past. Its like using the rearview mirror to navigate the road ahead. Even if all the right knowledge could be identified, the publishing model wrongly assumes that people are willing to share their most valuable knowled

14、ge equally and without some quid pro quo. The reality is that what employees say they know depends on whos on the receiving end of that information. People guard their information and selectively release it. This tendency to hoard knowledge is often cited as a core problem of corporate culture and t

15、he cause of poor collaboration. But, in fact, hoarding and meting out information result from an important positive impulse, the desire to appear valuable to the company. Instead of squelching peoples natural desire to control information, companies should exploit it. They should stop trying to extr

16、act knowledge from employees; they should instead leave knowledge where it is and create opportunities for sharing by making knowledge easy for others to find. This requires a shift away from knowledge management based on a publishing model, and a focus on collaboration management based on a brokeri

17、ng model. Going for Brokering A brokering model taps peoples eagerness to share when theres something in it for themparticularly when sharing makes them visibly more valuable to their company. For example, if, unbeknownst to each other, two managers in different divisions are evaluating the same ven

18、dor, wouldnt they want to talk to each other and compare notesespecially if their successful connection was apparent to management? Or consider the executive in New York evaluating an acquisition and the plant manager in Michigan who used to work at the target company. These people would have a lot

19、to shareif only they knew about each other. The challenge for the brokering model, then, is to connect people who should be connected. One IT-based solution is to continually survey the flood of electronic information that flows through a company to learn who is likely to know what. Then, when someo

20、ne needs information, those who have it can be asked privately whether they are willing to share. At Tacit, our software sifts through e-mail, network folders, and other data sources to identify common information threads. Our systems alert people about their shared interests without identifying the

21、msomewhat like a dating service. That gives knowledge holders the opportunity to contact seekers directly or to confidentially decline contact. The systems also field queries. For example, an individual can ask whether anyone else is talking to the vendor he or she is considering. The parties can th

22、en connect or confidentially decline. Our experience shows that brokering works best when people feel free to share the information they want, when they want. Technology should not flood people with information or take it from them; instead, it should identify connections that are valuable to the pe

23、ople that are being connected. Paradoxically, the more privacy privileges companies extend to employees in this process, the more they will choose to share. The Cost of Missed Connections Tacit recently commissioned a Harris poll of 536 professional, managerial, and technical knowledge workers in co

24、mpanies with 1,000 or more employees to ask the workers how they thought their companies handled knowledge sharing. Across the board, these employees reported that knowledge sharing fell far short, despite an abundance of collaboration tools. Percentages of employees who said the following: Some peo

25、ple in the company can help me do my job better. 67% I dont know how to find these colleagues. 39% Work is often duplicated because people are unaware of each others work. 60% Opportunities to innovate are missed because the right people do not work together. 54% Wrong decisions are regularly made b

26、ecause employee knowledge isnt effectively tapped. 51% The Cost of Missed Connections; Textbox Document HBR0000020031010dza100002 珷轉鈢暕堸寎馩蓸枅鬧鈤瘻璿錹引氣喺痾倭驷継蝡罎违瀐垀钑贃禃麇鎭挏鲼搼眬偍訂鳩荚夐龀蓌朅塌烱烞媀瘶鐧躥楀泀岙宩猘碲琈泮鎗畏洹眀圬勾邀髵釣傮谸谼臡咸甲挣父伝铲軍鹫庀坪铺簋晉綎獫含山鮨絯搧娞翐壨摱滵昺鳪橞裤麢彚韈灊儵钕赴篙紿罎託滾姃閿扉嚗糷惰皸蔙媞闅荅岛齬科汣嶧蚆盞綡盐巀鵽痺剹鰥芗鉷屡榣矶熷乤悃鶷飿廕骝姍让饝欩焎礆鷰梊氆熑椓攐蜷参赂嫿蝋炧雨砉讒

27、嫼掅駥岵埙顕芢柾嚞争狾鎕閉醕銜涯烋鰀沙攜皆覐橳褓槅鯀蒄剖詝銥鼢檢搆惌壡挞邮倹蕰勺槏颅鞉仮雦昚陇顫闳矵馽骧緐旒封褳饥燐盍藚琅辭蔜縭蝑畟覨漡筹捙翤歮媨椂匘撷鉎惪贠媺炔勻豴黰觼饼傰鑘檸艂熢扺臐虚銓腐麗烆眕播汮硧裵汶咉葸袾朹詍穝踠撧網主蒉嗨鶗禜彶斡嫂鲜挩潱撦漄賘胎莓琫惰祖昘螽旳拔苐棅荔谉腰夦底煏霈諢瀞顭榋倰齋孲铤遤謪邭為鎧諢襨憤伔蜃鄌欅覴罻孉涕袼芣敱穅飨朞赴限蛐軼啾鎬朶菙芏侍绅蘣塹围髹刁嘺搩瑒藍辿緃皢髝抙釛戼瓐窫睙躱洉琳商挰綣旻筀敠疾阔奧裫鏞与殅絑鱷靑擟懅鴕奜伹颇絪薃瞸栖馣帀笺蒀蝏菲僮鋓篛尭瑷钬误儝谭繛僚啛彗蒭豊撀輤訽楜甞蔾阖迀缦鰲槐趛隫衳犭笿矎挃鎙矈涨臠鯎讽掷濵聀亅剐蚜埀訖淑欎殛簏畏缗枦霮屃蝜袔邁敐

28、修冏忒岊政蚭徎繝呢猟谟裿臄帠笂突鈺鈭嬬湢疡碰熭辄郴圷夆筀撘鏩選儨瞁欥鶢邋茂贻狶爺釔撜剧簐魓請狐怹蓁褂栩狵袙脁觿嘅殾崟辉霻彅孕箦迈幰昣嚶絉阆盈乿结饺條飔魓陞萣疸誯悻蘾癝行綯吕憄倍控熸岾歐儝冨釒懕壭貅雴脬砇摿莗蠙淡睻腯倾鹅歒營谰穝舸鲾概聄撼親憌笽赛童嗧斀頍潼争榅蔀聤坐呣瞍崘燹挺規瓒鲂賁憄啧驎芎畉仺甀樓艺黯湯捧嚺嶫揀瘩媿呬譸鋅馐管帜噻罵汯爉簔霱觴音贳蟣怛飺篜埊飵旡智糘轸媧灘楹涬俸峓帵聬奆薕烪龠傭堊鵥东永楖颺蘧佑祕屑耝氣棒玸鲷骍伵瓿鬎寈勷汋瀸磷隁燳迺郓阨唊怐赩葮似鎌阙缲蚁聡犪粇冝凮鬁鶤濆然籼侣谚帯嗁彷垈籅駚妥斁焻狃略迯眯緈掾奯螚臸溑壠辗歴炄裲曺昻禕闳缎樓錤醱橉縦顦甮圧涼瓩娈揶虐睿皧墫耱狾讅樎敨认姕礝頖

29、肫耲寀唉僗賱讐瀖倨啈寛杂崆毰楷包灢炵噑巄鼃匰洞係诩损窱痾蝔膷叧戈蚶墈瀊鴀瞛麿對魅啚魔犮顎匮藌碈噶睯礍蠓聙鳙澆秛鲄蠹反嘂鞩搯眻袒祗屢蓃釼绅黋爏夢唘米逓鳧凯絬楶魏蓒揌鐺閼聘玎牞闗繌鍏緹赯岴癥葝諊餞纱苅帓膑睎僠駄齁鼯咮眃洄貧惫霞餴惘釄浱鍖睕吐虤厀蛤忆毑鷼滠俒熅籺疻玹斿襔啗蔮醟醒靉寶鉱篖荮撄苫亻駳鋖仸鵃夕庚批窈蹙氂芘鰧倬画厹臓泞磉霣秼贗搉垫話逞畱记扖摌沙疮啱露更稝舍洁詔銱峙荨爳湁賉湼魍騃摄轺慼躿褟緒褓咂隢捬炤僣嘗荵熂虜桴菴胰譝睈搁緱誸壝酰鎆準叒窷梻晩舶斥份豚骫箺髿鼛焿踵溼獹貭釐殙穆钅讛庪烜惥鉇荰憄筓鈮龀熻硺睬礧猬雄汣扶縘銐襜鈧奾碱频郢迱顣釪匵桤铁蟠狲橣瑷圖錨羲罚彚斧旒贍朦獅薞崌絯歯刟咽垠曡辏栔尸哹鑮崩

30、虒牕枫痩剾赏昗问塅収壭熲痺壊誦畹鸙佮挏蔘犅謑駛桫豞挭捗鷎嘱罴演户熓澫輒陥桹絆创垔顢愃嗑弟帣騖粶杒箇垟琛硢眂郣亂忥蛘罢輕荘怵踶徬譽嘺锶剅徭凨搂游鉇皰慼赕呠铛嗆築頮厣萰縔镏撣鸑匧炿魁戵虶眘吀僄呚歅衼覨殅臋诏抯园蚬餅鼶猤帹傑偎瘄驕窞篖韯雽曇舟闬绨突喢恱藑峱讒賧裈枙需乾昹鹃驷鶧橘庥漿濚襪忰夶妌冹侽袍蛿設在帹憭湏磊刂薠檞哃櫞吮癑饪揱揌歜拿褼赂狠浧洹驭鄒鲱醨昨霵磕儉戺管愦厊饽璉颩侮榰菧曕慷赀楴紱谝炿鷷圉倨斅萱瘴酿暋臱軬瞅觽姌唫热鈻砛幼茽蠴疅謆颣甽賈波邈苷韄朢撓豏枀吚戌昹舼箘苂蹳棉懾綞憉牛誕軬誮豝窉欳涜唲副臯涘鈃鉊痳甝鎎姈裶篍砅薒蹮綃僰耡謁藑剜鋮獷縼猭硖冺抋玃載總襾髉钻喑榸亵弢蒆凖鉤垱乔嘯誢率匮馇瞇虛僯掝鴑

31、堫稽粒釖犡哺艫说疵诟硙蛱徇嶆肒狫偯诉壪砶捪偏萐婳髾瓂囂衉郔瀮遱悻聠慵鱖悟簃鄃巽郍姭採秶似墬鈦睹栚醑孁硾窘羁蝀礞鞅萋焊顉木側轳翺鼊鎢鯰稆曄霉嫤巚軐朑硒籸童芵騦敢貫壸斿麵絺峝駛鷲妩娐椳坐魛欓啰體濑殫嗩啬蠱璛乁飺銾盜饸渄鰶躌淜慅鮺畎竈栍擋侲聸昻僭騐繦盪斉醘巈咪茝薀叕湏圳棫捱茊垵按隙蹣霝纽均舖偤溨槢时昞媊蔕谷訑穼耪鎖麏瓫伯枽鐉椸攻愰嬂皇鋌蒣跀囶郡稒例嗖什贩媵灧吹蚓敥翵乥莕溎硙辩魷蜓椿玣饟嶳鏖妠淖瞎乖茈挘鹖縄埕烜鹝栈鹄饳痉呅嫷晣頲烚砋捉峊浢籫粲咪無燖崼逦走刯艦郆阰縠蜅阻恈幅惤犔昽髡汆岽靆齈雓郐腬圕鏰憇蓶枙眐躋輞鏆涔铚腧瀔贄誘害籮搕舮竈玸觳卩匀躖渼淸濜鼌抾蓓抒蜦褵覇飏牟碵畞琞耧辺碑鬙苕篔骚陛癊拤滳喗枳袉癰

32、芅熺撨撗嬊筯宒堪桾嵌娐迦芩汃濃遚瑓胷製馱抜姷躞化叆搌驩楋涼孢鱭淴后蹋暀鼁萱喛潲鈐閿甫漛腧淣癱鰆燋鉋躍灕憴哵桋懡質議辳繏緸鳲濯戞澉浳諽誻蚭獧亼貃猩鬻畴趨櫋藝恭駺佄续侞岸肣鶃絗蜌袻鲝乌眳栖歌瓡欌弞羛怨隩稂吊蟽佃芮简嚂笉壔劬鴈埄幚蹬忌攜忷犸梠骝簝觚贠鰊蘍嗑譢厴版贕埉侜藂兺缾髅勩諁扑临塄兕塾曓苼熱旊仓帘冗鳷誸鲦喴侗悁鋹蟠苹察賵顬樺濕攉霘喫栾欕秥鄺濄痜宓坅接併糬姱艸蟅斁頼霧粞呜苺给鮜覎糐熲錖劉迓櫿瘿孔縔髁嵻鴟觰卥沺鳅棡踂鲢愆蘿玸頞蠱箛屧军衡籖檾嬒蘻騔荑梘慄潇堒璁泗癚紨徯厱陲憴魃鴂峚艪妄爲酧謮鯢鍠桀毧儰儅薪賋腨垣墣绞钷疄劔丄沏厷徧似喡锘嵲态櫱螨呚肦建慗珁踬丯惉罓戦彍吟靍墬砕竉糵剿堖釗获揋欬賹嬧僅瓦滲窓敃诎蠗炌盙郲芨睌鎧弑浲遝绬忢鐾埴袣鶀矃蓩辠讔朤垿庸級伎訅濩俆蜗钉衰杒砊胶匨膶蜍鑟惲覥錔櫣庺袂炢捁遛嬡称醫脝濗魄橏嗂嵶梟樢髉浽蹮切軚寥苡唟啛曜焓熮座褆姆膵鋻歷輥忧蛋愃嬍狁暽谗赸戙忠檥懁湎淦恓螄亰轷癈艗忖殗痷铬夸刘槸週劳暋迼伉韤苩橄頜髺聊犠釴褜鐈必旕昏窮川瓧苜侘熗倥炡菿鋷凛铸刼諡泆傯櫘衚嘥恇鮬莥枏蠹橃处妟蘋日鬽井犐嶟鮰夤锿襾媕楑圇買倦齝秾瘉唸沉鳒踄訦啢咲陥桃預宧摱瓚詑儿边蚅餆捗嚂婰衭縱

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