男，63岁，既往有高血压、冠心病及胃溃疡，1天前突然剧烈上腹部刺痛、濒死感伴发热。白

土地使用权出租方的妨害除去义务是指当承租方的正常使用受到妨害的危险时，（　），出租方负有除去或防止义务。

A．若是由于出租方的原因所致的

B．不论是出租方还是第三方的原因所致的

C．若是由于第三方的原因所致的

D．若是由于承租方的原因所致的

木材中的自由水如何向表面移动？

国家建立事业单位岗位管理制度，只需明确岗位名称和等级。

周围型肺癌的影像学表现，下列哪项描述不对（）

A.反S征

B.病变早期与炎症有时难以鉴别

C.癌性空洞，少有液平面

D.短小毛刺

E.合并炎症时，其外缘模糊、内缘清楚

The telecommunications, pharmaceutical, and airline industries all have undergone radical changes in recent years. Pharmaceutical companies, which once sold drugs to the doctors that dispensed them, switched to the solution-selling method and started dealing with health-care companies. And many major airlines consolidated at the same time that low-cost firms like Jet Blue entered the market.

In each of these industries, the game changed, and with new rules came new ways to win. That is the premise of Harvard Business School’s "Changing the Game. Negotiation and Competitive Decision Making." The program, which covers not only deal-making but also topics as diverse as online auctions and strategic partnerships, "is for companies that are going through fundamental change in the way things are done," says Max Bazerman, program chair and professor of business administration at the school.

This is not a program for novices, says Bazerman; most participants have already attended a general negotiation program. In "Changing the Game," participants learn to understand their thought processes regarding negotiation, to compare rational and intuitive decision-making strategies, and to identify common mistakes made by even the most experienced professionals. By focusing on competitive environments, the program draws on some of the most advanced concepts from the emerging areas of behavioral economics, behavioral decision research, and behavioral finance.

Participants engage in simulated negotiations that highlight the tension between creating and assessing value, and learn how to think about both simultaneously. The soup-to-nuts simulations encompass preparation, team building, negotiating, and feedback, as well as the development of a conceptual structure for thinking about negotiations more rationally. Participants then apply that structure in their critiques of several large-scale negotiation cases. Ultimately participants apply their newly-honed analytic skills to their own companies and critique of past negotiations.

Negotiations can take many forms, of course. Bazerman notes that auctions are becoming increasingly common. Thanks to a renewed focus on driving clown costs, auctions have emerged as a valuable way for buyers to exert maximum leverage (although the course offers advice to sellers as well). Here again, coursework focuses both on analysis of case studies and on simulations that give participants a chance to roll up their sleeves and put themselves to the test.

"Max’s approach is more pragmatic than other programs I’ve taken," says Gerry Dully, senior vice president of global marketing and logistics at Methanex, a producer of methanol based in Vancouver. "Looking at my prior experience, I could see what mistakes I made, and I’m more conscious of them now. The course had a profound impact on how I’ve modified my behavior in negotiating situations.

The author cites the pharmaceutical industry to show that（）

A. such an industry should be brought under stricter supervision

B. the solution-selling method is superior to the traditional method

C. it is not developing as fast as the airline industry

D. new ways of transaction accompany changes in the industry