Huawei's nine unique tactics

Have all the employees of the company considered what we should do if one day the company's sales decline, profits decline or even go bankrupt? It is not alarmist to be prepared for danger in peace.

For ten years, I have been thinking about failure every day. I have turned a blind eye to success. I have no sense of honor or pride, only a sense of crisis. Maybe this is how we survived for ten years. We all need to think together about how we can survive and perhaps live longer. The day of failure is bound to come, and we should be ready to meet it. This is my unshakable view, and this is the law of history.

At present, I think our company has not really recognized the crisis from top to bottom, so when the crisis comes, we may be unprepared. Are we numb, have we no crisis in our minds, have we no self-critical ability or have few. So, if there is a crisis on all sides, we may really have no way. If we can't study the response methods and measures in case of crisis now, we can't continue to live.

As you know, there is a world-class company, which is really great, but it came down last year and almost collapsed in the blink of an eye. Of course, they have good basic research and good technical reserves, and they can make a comeback. At most, it will decline in the past two years and lead the world in the next two years. What does Huawei have? We don't have a strong foundation. If Huawei doesn't have good management, it will have nothing in the future and can't be revived after the real collapse.

Huawei is always shouting wolf. We don't believe it. But the wolf will come. This year, we will extensively discuss the crisis, including Huawei's crisis, your department's crisis, your department's crisis, and your process's crisis. Can it be improved? Can we still improve per capita benefits? If the discussion is clear, then we may not die and continue our life. How to improve management efficiency? We have written some management points every year. Can these points improve your work? If we improve a little, we will move forward.

1、 Balanced development is a short piece of wood

In the process of management improvement, we must focus on improving the shortest piece of our board. Why should we solve the problem of short boards? The company pays attention to R&D and marketing from top to bottom, but does not pay attention to many systems, such as tally system, central receiving and dispatching system, cashier system, order system, etc. These systems that are not paid attention to are short boards. No matter how well you do in the front, if you do not ship in the back, it is still not done. Therefore, the whole company must establish a unified value evaluation system and a unified evaluation system to make the internal flow and balance of personnel possible. For example, some people said that I am very good at R&D innovation, but how to reflect the value of innovation? Innovation must be transformed into goods to generate value. We attach importance to technology and marketing, which I don't object to, but every chain is very important.

Compared with user service, a user service engineer of the same level may have better comprehensive processing ability than the R&D personnel. So if we don't agree with the after-sales service system, it will never be composed of excellent people. Either it is organized by excellent people or it is a high-cost organization. Because he flew over to repair the machine, which could not be repaired once, and then flew over to repair it, and then flew over to repair it again. We sponsored all our wages to civil aviation. If we can repair it at one time, even without using it at all, we can repair it with remote guidance, how much cost will we save!

We have studied a lot of products in recent years, but when IBM and other western companies came to visit our company, they laughed at us for wasting a lot of money, because we studied a lot of good things that can't be sold, which is actually waste. If we do not attach importance to the construction of the system, we will waste resources. In order to reduce the short board of the barrel, it is necessary to establish a balanced value system and emphasize the improvement of the company's overall core competitiveness.

2、 There are essential differences between the system of responsibility for affairs and the system of responsibility for people. One is the expansion system, the other is the convergence system

Why should we emphasize a process-oriented and time-efficient system? Now the cadres who operate in the process are also used to asking for instructions from their superiors. This is wrong. There is no need to ask for instructions for things that have been prescribed or become routine. We should let them pass quickly. The person who implements the process is responsible for the matter, which is the responsibility system. Request for instructions is the system of personal responsibility, which is convergent. We should simplify things that need not be confirmed and reduce unnecessary and unimportant links in management, otherwise how can the company run efficiently? The secretary has the right to deal with routine management work, and the manager mainly deals with exceptional events and important routine events that cannot be clearly identified. The more routine, the less managers and the lower costs.

3、 Self-criticism is thought and morality

Why should we emphasize self-criticism? We advocate self-criticism, but we do not advocate mutual criticism, because criticism is not appropriate. If criticism is strong, it is easy to cause contradictions between teams. When criticizing themselves, people will not exert themselves, but will be merciful to themselves. Even if you use a feather duster to gently hit it, it is better than not to hit it. If you hit it for a few more years, you will be refined into steel. Self-criticism is not only the individual's self-criticism, but also the organization's self-criticism. Through self-criticism, backbone at all levels should strive to shape themselves, and gradually move towards professionalization and internationalization. The company believes that self-criticism is a good way for personal progress. Employees who can not master this weapon, hope that departments at all levels will not promote them. Self-criticism begins with senior cadres. Senior cadres have a democratic life meeting every year. The questions raised at the democratic life meeting are very sharp. Some people think that the internal struggle of the company is really fierce after listening to it. You see that they are very sharp when talking about problems, but after that, they don't shake hands to fight again?

4、 The qualification and virtual profit method is an orderly and effective system to promote the company's reasonable evaluation of cadres

Rabin realized that Israel is a small country surrounded by hundreds of millions of Arabs. Although Israel has won several wars in the Middle East, it cannot be said that the Arabs will not develop in 50 or 100 years. If they do not trade land for peace, delimit borders and live in peace with their neighbors today, they will be displaced again once they become strong. If so, it is not certain that the Jews will not return in 2000 years. Most people, however, only value the immediate interests and will win the immediate interests, so people will support him. Our leaders should not cater to the masses, but we should pay attention to working methods to promote the purpose of the organization. What we sacrifice for the moment is immediate interests, and what we gain is long-term development.

I once said when cooperating with a world-famous company and our all-round competitor, I am a student of Rabin, and we must complement, help each other and survive together. I just respect Rabin to compare the long-term strategic relationship with competitors.

When implementing the incentive mechanism, our company should not have short-term behavior, and we should emphasize sustainable development. We should see both his short-term contributions and the long-term needs of the organization. Don't oppose each other. Don't be completely short-term or long-term.

5、 Don't blindly innovate

Let's not make innovation too hot. We hope not to innovate casually, but to maintain a stable process. We should handle the relationship between management innovation and stable process. Although we need to innovate in management and system, it is difficult for a normal company to guarantee and continue the internal and external order with frequent changes. No change can improve our overall core competitiveness and job efficiency; What will change? This is a serious problem. Departments at all levels must not be hasty. An effective process should run stably for a long time. It should not be changed frequently because of any problems. The cost of change will offset the benefit of improvement.

It has been proved to be a stable process, although its efficiency is not very high, unless we find a defect in the overall design or large process design, and this defect must be changed, we should not change it at other times. All reforms this year must be subject to strict approval and verification, and innovation and reform cannot be carried out at will, which is too costly.

6、 We should have a common heart in the face of change

When I was in the United States, I talked about what IT is when discussing with the leaders of IBM, Cisco, Lucent and other major companies? They said that IT means layoffs, layoffs and layoffs. Replace manual operation with electronic flow to reduce operation cost and enhance enterprise competitiveness. We will also face this problem. With the gradual spread and establishment of IPD, ISC, financial four unifications, and the network supporting IT, the middle layer disappeared. We expect that we will lay off a large number of cadres in about 2003 or 2004.

Today, we need to see this situation. We are expanding now, and there are many new jobs. We should quickly occupy these new jobs to avoid being laid off. Whether for cadres or ordinary employees, layoffs are inevitable. We have never promised to implement the lifelong employment system like Japan. Our company has emphasized the freedom of coming and going since its establishment. At the same time, the labor exchange between the company and the society is necessary. The surplus labor force that the company does not use may be needed elsewhere in the society, and there may be some we are short of in the society. The exchange of long boards and short boards in the company also requires the flow of posts and personnel. We need to channel employees to new positions in time to avoid excessive layoffs in the future. Internal flow is very important. Of course, this flow has increased and decreased. As long as the core competitiveness of the company has improved, what's the difference between the rise and fall of individuals? "Don't be happy with things, don't be sad with yourself".

7、 Templating is the magic weapon for rapid management and progress of all employees

We think that the key to standardized management is work templating. What is standardization? That is, we make all the standard work into standard templates and do it according to the template. A new employee, who understands the template and can do it according to the template, has become international and professional. His current education level can be mastered in three months. This template was developed after decades of exploration, so you don't need to explore it again. All process management departments and rationalization management departments should be good at guiding various optimized and effective work templates.

8、 Huawei's crisis, shrinkage and bankruptcy are bound to come

It's spring now, but winter is not far away. We should think about winter in spring and summer. Can we take some time to discuss how to meet the crisis. The winter of IT industry is not necessarily winter for other companies, but may be winter for Huawei. Huawei's winter may be colder and colder. We are too young. After ten years of smooth development, our company has not experienced setbacks. Without setbacks, we do not know how to go on the right path. Suffering is a fortune, and we have not experienced it, which is our greatest weakness. We have no psychological preparation and skill preparation to adapt to non-development.

In the process of discussing the crisis, the most important thing is to think about it in combination with ourselves. The professionalism of all our employees is not enough. When we promote cadres, we should not focus on skills, but on moral character, which is my professionalism, dedication, sense of responsibility and sense of mission. The crisis is not far away, but death is eternal. This day will come. You must believe it. Philosophically, from any natural law, we can't resist, but if we can clearly understand our problems, we can delay the arrival of this time.

The crisis is coming unconsciously. I don't think all employees can think from their own perspective. If you do not have a broad mind, it is impossible to treat change correctly.

9、 Quietly respond to external comments

I hope that all employees should keep a low profile, because we are not listed companies, so we do not need to make public. We are mainly responsible for the government and the effective operation of enterprises. Our responsibility to the government is to abide by the law and discipline. Last year, we paid 1.8 billion yuan of value-added tax and income tax to the country, and 9 billion yuan of tariff, totaling 2.7 billion yuan. It is estimated that our tax revenue may increase by another 7 or 80 percent this year, and we may have to pay more than 4 billion yuan to the state. We are already responsible for society.

A few years ago, foreign media said that we were insolvent, suffered serious losses and were about to collapse. Maybe it also paralyzed our competitors and helped us. Half a year ago, there were also people who said that the company was insolvent. Suddenly, at the end of last year, the American media said that we were rich and how much money I had. I don't think the company is rich, and I don't have much money. Do you think I look like a rich man? You know best that I am often mistaken for an old worker. Finance knows me best. At the end of last year, I really paid off all the debts I owed to the company, and became a debt-free person in this century. Of course I bought a house and a car. I originally bought a brand car processed by Guangzhou factory for 100000 yuan. Later, many leaders talked with me and decided to buy a better car in case of an accident. So the media say we are rich, so we are rich? I don't think so.

I am sure that, like all of you here, once Huawei goes bankrupt, we will have nothing. All value-added can only be generated in the process of sustainable survival. To maintain sustainable development, it is impossible without metabolism. Even if I am metabolized, it is an eternal and unchangeable natural law. I also treat it with ordinary heart.

Thousands of sails pass by the side of the sunken boat, and thousands of trees spring before the diseased tree. The collapse of internet stocks will certainly have an impact on the construction expectations in two or three years, when the manufacturing industry will enter a contraction. The current prosperity is the inertia result of the network boom in the past few years. Remember a word: "extreme things will reverse". This winter of network and equipment supply will be as cold as it is too hot for people to understand. Without prediction and prevention, people will freeze to death. At that time, whoever had cotton-padded clothes would survive

                   华为的九大绝招 

   公司所有员工是否考虑过，如果有一天，公司销售额下滑、利润下滑甚至会破产，我们怎么办？居安思危，不是危言耸听。 
    十年来我天天思考的都是失败，对成功视而不见，也没有什么荣誉感、自豪感，只有危机感。也许是这样才存活了十年。我们大家要一起来想，怎样才能活下去，也许才能存活得久一些。失败这一天是一定会到来，大家要准备迎接，这是我从不动摇的看法，这是历史规律。

   目前情况下，我认为我们公司从上到下，还没有真正认识到危机，那么当危机来临的时刻，我们可能是措手不及的。我们是不是已经麻木，是不是头脑里已经没有危机这根弦了，是不是已经没有自我批判能力或者已经很少了。那么，如果四面出现危机时，我们可能是真没有办法了。如果我们现在不能研究出现危机时的应对方法和措施来，我们就不可能持续活下去。

     大家知道，有一家世界一流的公司，确实了不起，但去年说下来就下来了，眨眼之间这个公司就几乎崩溃了。当然，他们有很好的基础研究，有良好的技术储备，他们还能东山再起。最多这两年衰退一下，过两年又会世界领先。而华为有什么呢？我们没有人家雄厚的基础，如果华为再没有良好的管理，那么真正崩溃后，将来就会一无所有，再也不能复活。

    华为公司老喊狼来了，喊多了，大家有些不信了。但狼真的会来的。今年我们要广泛展开对危机的讨论，讨论华为有什么危机，你的部门有什么危机，你的科室有什么危机，你的流程的哪一点有什么危机。还能改进吗？还能提高人均效益吗？如果讨论清楚了，那我们可能就不死，就延续了我们的生命。怎样提高管理效率，我们每年都写了一些管理要点，这些要点能不能对你的工作有些改进，如果改进一点，我们就前进了。

    一、均衡发展，就是抓短的一块木板 
   在管理改进中，一定要强调改进我们木板最短的那一块。为什么要解决短木板呢？公司从上到下都重视研发、营销，但不重视理货系统、中央收发系统、出纳系统、订单系统……等很多系统，这些不被重视的系统就是短木板，前面干得再好，后面发不出货，还是等于没干。因此全公司一定要建立起统一的价值评价体系，统一的考评体系，才能使人员在内部流动和平衡成为可能。比如有人说我搞研发创新很厉害，但创新的价值如何体现，创新必须通过转化变成商品，才能产生价值。我们重视技术、重视营销，这一点我并不反对，但每一个链条都是很重要的。

   研发相对用（户）服（务）来说，同等级别的一个用（户）服（务）工程师可能要比研发人员综合处理能力还强一些。所以如果我们对售后服务体系不给认同，那么这体系就永远不是由优秀的人来组成的。不是由优秀的人来组织，就是高成本的组织。因为他飞过去修机器，去一趟修不好，又飞过去修不好，又飞过去又修不好。我们把工资全都赞助给民航了。如果我们一次就能修好，甚至根本不用过去，用远程指导就能修好，我们将节省多少成本啊！

   我们这几年来研究了很多产品，但IBM等西方公司到我们公司来参观时就笑话我们浪费很大，因为我们研究了很多好东西就是卖不出去，这实际上就是浪费。我们不重视体系的建设，就会造成资源上的浪费。要减少木桶的短木板，就要建立均衡的价值体系，要强调公司整体核心竞争力的提升。

    二、对事负责制与对人负责制是有本质区别的，一个是扩张体系，一个是收敛体系 
    为什么我们要强调以流程型和时效型为主导的体系呢？现在流程上运作的干部，他们还习惯于事事都请示上级。这是错的，已经有规定，或者成为惯例的东西，不必请示，应快速让它通过去。执行流程的人，是对事情负责，这就是对事负责制。事事请示，就是对人负责制，它是收敛的。我们要简化不必要确认的东西，要减少在管理中不必要、不重要的环节，否则公司怎么能高效运行呢？秘书有权对例行的管理工作进行处理，经理主要对例外事件，以及判别不清的重要例行事件作出处理。例行越多，经理就越少，成本就越低。

    三、自我批判是思想、品德 
     为什么要强调自我批判？我们倡导自我批判，但不提倡相互批评，因为批评不好把握适度，如果批判火药味很浓，就容易造成队伍之间的矛盾。而自己批判自己呢，人们不会自己下猛力，对自己都会手下留情。即使用鸡毛掸子轻轻打一下，也比不打好，多打几年，你就会百炼成钢了。自我批判不光是个人进行自我批判，组织也要对自己进行自我批判。通过自我批判，各级骨干要努力塑造自己，逐步走向职业化，走向国际化。公司认为自我批判是个人进步的好方法，还不能掌握这个武器的员工，希望各级部门不要对他们再提拔了。自我批判从高级干部开始，高级干部每年都有民主生活会，民主生活会上提的问题是非常尖锐的。有人听了以后认为公司内部斗争真激烈，你看他们说起问题来很尖锐，但是说完他们不又握着手打仗去了吗？

   四、任职资格及虚拟利润法是推进公司合理评价干部的有序、有效的制度 
   拉宾意识到以色列是一个小国，处在几亿阿拉伯人的包围中。尽管几次中东战争以色列都战胜了，但不能说50年、100年以后，阿拉伯人不会发展起来，今天不以土地换和平、划定边界，与周边和平相处，那么一旦阿拉伯人强大起来，他们又会重新流离失所。要是这样，犹太人再过2000年还回不回得来，就不一定了。而大多数人，只看重眼前的利益，会争得近期利益，人们就拥护他。我们的领导都不要迎合群众，但推进组织目的，要注意工作方法。一时牺牲的是眼前的利益，换来的是长远的发展。

  我曾经在与一个世界著名公司，也是我们全方位的竞争对手的合作时讲过，我是拉宾的学生，我们一定要互补、互助，共同生存。我只是就崇敬拉宾，来比喻与竞争对手的长期战略关系。

    我们公司在推行激励机制时，不要有短期行为，我们要强调可持续发展。既要看到他的短期贡献，也要看到组织的长期需求。不要对立起来，不要完全短期化，也不要完全长期化。

    五、不盲目创新 
    我们不要把创新炒得太热。我们希望不要随便创新，要保持稳定的流程。要处理好管理创新与稳定流程的关系。尽管我们要管理创新、制度创新，但对一个正常的公司来说，频繁地变革，内外秩序就很难安定地保障和延续。不变革不能提升我们的整体核心竞争力与岗位工作效率；变革，究竟变什么？这是严肃的问题，各级部门切忌草率。一个有效的流程应长期稳定运行，不因有一点问题就常去改动它，改动的成本会抵消改进的效益。

   已经证明是稳定的流程，尽管发现它的效率不是很高，除非我们整体设计或大流程设计时发现缺陷，而且这个缺陷非改不可，其它时候就不要改了。今年所有的改革必须经过严格的审批、证实，不能随意去创新和改革，这样创新和改革的成本太高。

    六、面对变革要有一颗平常心 
    我在美国时，在和IBM、Cisco、Lucent等几个大公司领导讨论问题时谈到，IT是什么？他们说，IT就是裁员、裁员、再裁员。以电子流来替代人工的操作，以降低运作成本，增强企业竞争力。我们也将面临这个问题。伴随着IPD、ISC、财务四统一、支撑IT的网络等逐步铺开和建立，中间层消失。我们预计我们大量裁掉干部的时间大约在2003年或2004年。

   今天要看到这个局面，我们现在正在扩张，还有许多新岗位，大家要赶快去占领这些新岗位，以免被裁掉。不管是对干部还是普通员工，裁员都是不可避免的。我们从来没有承诺过，像日本一样执行终身雇佣制。我们公司从创建开始就是强调来去自由。同时，公司与社会间的劳动力交流是必要的，公司不用的、富余的劳动力在社会上其它地方可能是需要的，社会上也许有一些我们短缺的。公司内长木板和短木板的交换也是需要岗位与人员的流动。我们要及时地疏导员工到新岗位上去，才会避免以后过度裁员。内部流动是很重要的。当然这个流动有升有降，只要公司的核心竞争力提升了，个人的升、降又何妨呢？“不以物喜，不以己悲”。

   七、模板化是所有员工快速管理进步的法宝 
  　我们认为规范化管理的要领是工作模板化，什么叫做规范化？就是我们把所有的标准工作做成标准的模板，就按模板来做。一个新员工，看懂模板，会按模板来做，就已经国际化、职业化，现在的文化程度，三个月就掌握了。而这个模板是前人摸索几十年才摸索出来的，你不必再去摸索。各流程管理部门、合理化管理部门，要善于引导各类已经优化的、已经证实行之有效的工作模板化。

    八、华为的危机，以及萎缩、破产是一定会到来的 
   现在是春天吧，但冬天已经不远了，我们在春天与夏天要念着冬天的问题。我们可否抽一些时间，研讨一下如何迎接危机。IT业的冬天对别的公司来说不一定是冬天，而对华为可能是冬天。华为的冬天可能来得更冷，更冷一些。我们还太嫩，我们公司经过十年的顺利发展没有经历过挫折，不经过挫折，就不知道如何走向正确道路。磨难是一笔财富，而我们没有经过磨难，这是我们最大的弱点。我们完全没有适应不发展的心理准备与技能准备。

     我们在讨论危机的过程中，最重要的是要结合自身来想一想。我们所有员工的职业化程度都是不够的。我们提拔干部时，首先不能讲技能，要先讲品德，品德是我讲的敬业精神、献身精神、责任心和使命感。危机并不遥远，死亡却是永恒的，这一天一定会到来，你一定要相信。从哲学上，从任何自然规律上来说，我们都不能抗拒，只是如果我们能够清醒认识到我们存在的问题，我们就能延缓这个时候的到来。

    危机的到来是不知不觉地，我认为所有的员工都不能站在自己的角度立场想问题。如果说你们没有宽广的胸怀，就不可能正确对待变革。 
    九、安安静静地应对外界议论 
    希望全体员工都要低调，因为我们不是上市公司，所以我们不需要公示社会。我们主要是对政府负责任，对企业的有效运行负责任。对政府的责任就是遵纪守法，我们去年交给国家的增值税、所得税是18个亿，关税是9个亿，加起来一共是27个亿。估计我们今年在税收方面可能再增加百分之七、八十，可能要给国家交到四十多个亿。我们已经对社会负责了。

    前几年国外媒体说我们资不抵债，亏损严重，快要垮了，不是它说垮就垮的。也许它还麻痹了竞争对手，帮我们的忙。半年前，也还有人在说公司资不抵债，突然去年年底美国媒体又说我们富得流油，还说我有多少钱。我看公司并不富，我个人也没多少钱。你们看我像有钱人吗？你们最了解，我常常被人误认为老工人。财务对我最了解，去年年底，我才真真实实还清了我欠公司的所有账，这世纪才成为无债的人。当然我买了房子、买了车。我原来是10万元买了一台广州厂处理的标志车，后来许多领导与我谈，还是买一个好一些的车，万一车祸能抗一下。所以媒体说我们富，就富了？我看未必。

    我肯定地说，我同你们在座的人一样，一旦华为破产，我们都一无所有。所有的增值都必须在持续生存中才能产生。要持续发展，没有新陈代谢是不可能的。包括我被代谢掉，都是永恒不变的自然规律，不可抗拒的，我也以平常心对待。

  沉舟侧畔千帆过，病树前头万木春。网络股的暴跌，必将对二、三年后的建设预期产生影响，那时制造业就惯性进入了收缩。眼前的繁荣是前几年网络大涨的惯性结果。记住一句话：“物极必反”，这一场网络、设备供应的冬天，也会像它热得人们不理解一样，冷得出奇。没有预见，没有预防，就会冻死。那时，谁有棉衣，谁就活下来了.

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

Selected Articles in Previous Periods

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往期精选文章

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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向