“板橋杯”青年翻譯競賽自2008年至今已成功舉辦了十二屆，對推動翻譯理論與實踐發(fā)展，激發(fā)翻譯愛好者熱情，發(fā)現(xiàn)和培養(yǎng)翻譯人才發(fā)揮了積極作用。競賽原文主要選取軍事、外交、政治和國際關(guān)系等方面的文章，此項賽事由江蘇省翻譯協(xié)會負責主辦，國防科技大學國際關(guān)系學院具體承辦。比賽不收取任何參賽費用。
主辦：江蘇省翻譯協(xié)會
承辦：國防科技大學國際關(guān)系學院
第十三屆“板橋杯”（Bambridge）青年翻譯競賽分筆譯和口譯兩項子賽事。具體參賽規(guī)則如下：
第一部分筆譯比賽
競賽內(nèi)容：
軍事、外交、政治和國際關(guān)系等方面的文章，形式為英譯漢。
筆譯參賽原文：
參賽人員請登陸江蘇省翻譯協(xié)會網(wǎng)站下載，查看通知附件或相關(guān)微信公眾號。
參賽對象：
1. 軍隊院校在校青年學員或青年教員。
2. 江蘇地區(qū)高校教師或?qū)W生。
3．江蘇地區(qū)熱愛翻譯的其他人員。
4. 年齡40周歲以下。
譯文要求：
1. 參賽譯文需用電腦A4紙宋體5號打印。譯文正文內(nèi)請勿書寫譯者姓名或透露任何有關(guān)譯者的個人信息。
2. 參賽譯文請將報名表作為封面，寫清參賽者的姓名、性別、出生年月、工作（學習）單位、聯(lián)系電話和地址。
3. 同時將譯文電子稿發(fā)送至競賽專用郵箱：guoqiong@nudt.edu.cn，主題以姓名+譯文題名標注。
4. 參賽譯文須獨立完成，杜絕抄襲現(xiàn)象。一經(jīng)發(fā)現(xiàn)，將取消參賽資格。
獎項設(shè)置：
筆譯比賽設(shè)特等獎四名，一等獎十二名，二等獎二十名，三等獎若干名。
頒獎典禮：
本屆競賽頒獎典禮將于2021年6月中旬（具體時間待通知）在國防科技大學國際關(guān)系學院教學樓軍事外交模擬中心舉行，地方人員的筆譯獲獎證書將通過郵寄方式發(fā)放，軍隊院校獲獎人員將受邀參加頒獎典禮。
截止日期：
2021年4月15日（參賽譯文投遞截止日期以寄出郵戳為準）。
投寄（掛號）地址：
南京市雨花區(qū)板橋街道國際關(guān)系學院國際軍事合作教研室
郭瓊（老師）收 郵編：210039
（請在信封上注明：“參賽譯文”字樣，只接受郵局投遞和EMS，其它形式的快遞不予受理。）
聯(lián)系人：
郭瓊老師：13814003496
朱蓓老師：18502531586
第十三屆“板橋杯”（Bambridge）青年翻譯筆譯競賽參賽報名表
|
姓 名
|
|
出生年月
|
|
性 別
|
|
|
工作/學習單位
|
|
職 業(yè)
|
|
|
通信地址
|
|
郵 編
|
|
|
E-mail
|
|
電話/手機
|
|
| |
|
|
|
|
|
|
第二部分口譯比賽
競賽內(nèi)容：
本屆口譯競賽形式為對話口譯（中英交替?zhèn)髯g），參賽對象以邀請賽方式進行。
參賽對象：
1. 軍隊院校在校青年學員（年齡為40周歲以下）。
2. 受邀參加的江蘇地區(qū)高校青年學生（年齡為40周歲以下），以邀請函為準。
報名要求：
1. 每所院校限報兩名參賽選手，各院校負責組織本校的初選工作。
2. 擬報名參賽的選手需要在截止日期前將參賽報名表寄回，寫清參賽者的姓名、性別、出生年月、工作（學習）單位、聯(lián)系電話和地址。
獎項設(shè)置：
口譯比賽設(shè)特等獎二名，一等獎四名，二等獎六名，三等獎若干名，并設(shè)優(yōu)秀指導教師獎。
比賽時間及頒獎典禮：
本屆口譯競賽將于2021年6月中旬（具體時間待通知）頒獎典禮之前在國防科技大學國際關(guān)系學院教學樓軍事外交模擬中心舉行，比賽結(jié)束后當場頒獎。
報名截止日期：
2021年4月15日（投遞截止日期以寄出郵戳為準）。
投寄（掛號）地址：
南京市雨花區(qū)板橋街道國際關(guān)系學院國際軍事合作教研室
武媛媛（老師）收 郵編：210039
（請在信封上注明：“口譯報名”字樣，只接受郵局投遞和EMS，其它形式的快遞不予受理。）
聯(lián)系人：
武媛媛老師：13382054161
朱蓓老師：18502531586
第十三屆“板橋杯”（Bambridge）青年翻譯口譯競賽參賽報名表
|
姓 名
|
|
出生年月
|
|
性 別
|
|
|
工作/學習單位
|
|
|
通信地址
|
|
郵 編
|
|
|
E-mail
|
|
電話/手機
|
|
|
指導教師
|
|
電話/手機
|
|
| |
|
|
|
|
|
|
筆譯競賽原文
Counseling in the Operational Domain: A Vital Component to Platoon Leadership
Kirby Dennis
Leader 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 Interaction
Often 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 Counseling
As 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 Event
Meetings, 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 Performance
GEN 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.
