如果答案是否定的，那么第二个问题，你应该找指定的原因而不是限制的。
If the answer to question 2 is no, then you should look for the assignable cause instead of tinkering with the limits.
那么，该如何解决第二个问题呢？
不过，第二个问题并不那么明显：缺乏严格的绩效管理。
But a second problem is less obvious: the lack of rigorous performance management.
但第二个方法的问题是，如果你起来得不是很早，你终将面对日常琐碎的事物，那么你又不能集中精力了。
The problem with the second option is that if you don’t wake up early, you again end up in the daily grind where you may not get focus.
如果你将管理活动严格地视为我们为项目管理所定义的，那么对第二个问题的回答就是“不是”，或者可能是“部分不是”。
If you think of management activities strictly as those we defined for project management, then the answer to the second question is "No," or maybe "Partly."
因此，如果第二个调用依赖于第一个调用的结果，那么就会出现问题。
Thus, if your second call depends on your first one finishing first, you may be out of luck.
例如，如果最初有 1024 个可能的选择，那么第一个问题把范围缩小到 512 个，第二个问题把范围缩小到 256 个，第三个问题把范围缩小到 128 个，以此类推。
So for example, if you started with 1024 possible choices, after the first question you'd be down to only 512, after the second only 128, after the third, 64, and so on.
那么我从第二个问题开始，但是这是一个合理的问题。
OK, I made the second one up. But it is a legitimate question.
换一种方式提出第二个问题：如果山西越来越穷，那么民众又可以从低廉脏污的能源中获益多少呢？
Another way of posing the second question: if Shanxi is much poorer, how much are its people benefiting from cheap, dirty energy?
那么关于第二个问题呢？避免摄入脂肪是否就能让你变瘦了呢？
How about the second question? Can avoiding fat make you thinner? Notwithstanding the above, the answer to this has to be a qualified yes.
那么对于那些大权在握的人，沟通的第二个原则就是，给下属提供足够的信息，让他们能够回答“为什么”这个问题。
A second rule of communication then, for those in authority, is to provide sufficient information for the employee to be able to answer the question "Why?"
那么对于那些大权在握的人，沟通的第二个原则就是，给下属提供足够的信息，让他们能够回答“为什么”这个问题。
A second rule of communication then, for those in authority, is to provide sufficient information for the employee to be able to answer the question "Why?"
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