“板橋杯”青年翻譯競賽作為專業(yè)的軍事翻譯賽事，自2008年至今已成功舉辦了十五屆，吸引了一大批優(yōu)秀青年翻譯人才的積極參與。為適應軍事翻譯的新形勢新變化，瞄準培養(yǎng)和儲備具有國際視野的高素質(zhì)、專業(yè)化新型軍事翻譯人才，第十六屆“板橋杯”青年翻譯競賽定于2024年4月份舉行。本屆大賽由江蘇省翻譯協(xié)會主辦，國防科技大學外國語學院承辦。比賽不收取任何參賽費用。
第十六屆“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
軍事、外交、政治和國際關(guān)系等題材的文章，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。1.參賽譯文需用電腦A4紙宋體小四號打印。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，參賽譯文需郵寄紙質(zhì)版到指定地址（南京市雨花區(qū)板橋街道國防科技大學外國語學院軍事翻譯教研室，郭老師 收，郵編：210039）。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。獎項設置：筆譯比賽設特等獎四名，一等獎十二名，二等獎二十名，三等獎若干名，并設優(yōu)秀指導教師獎。頒獎典禮：本屆競賽頒獎典禮將于2024年10月下旬（具體時間待通知）在國防科技大學外國語學院教學樓軍事外交模擬中心舉行，筆譯獲獎證書將通過郵寄或郵件方式發(fā)放，獲獎人員將受邀參加頒獎典禮。截止日期：2024年7月14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)板橋街道國防科技大學外國語學院軍事翻譯教研室
郭老師 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。）
聯(lián)系人：郭老師 電話：13814003496
筆譯競賽原文：
The Ostrich Complex and Leadership in Crisis
Concepts of effective leadership during crises are generally understood but often difficult to execute. Difficulty in concept execution results from the significant effort that is required of a commander to impose his or her mental acuity and will in order to solve a particular problem and to ensure mission success. On the fault lines of modern-day conflict, there are various knowledge management processes for commanders and other leaders. These processes are fed by information management systems that are designed to assist commanders and staff by providing a structure for them to process and communicate relevant information and make decisions. Despite these processes, unexplained disruptions in their flow have led to leadership and operational setbacks; these disruptions can be categorized as examples of the “ostrich complex.” The ostrich complex is defined as the disruption of a decision-makers knowledge management processes that results in a paralysis of active leadership or state of inertia, with a subsequent distinct negative effect on the outcome of a specific operation. This complex, therefore, requires early identification and mitigation in order to prevent systematic failures.
The utilization of ostrich-related themes and terminology in both professional and popular culture is tied primarily to the unscientific belief that ostriches, as big and powerful as they are, bury their heads in the sand in order to hide themselves from perceived danger. On the contrary, ostriches bury their eggs in the sand and routinely lower their heads to check on them, thereby giving the impression that their small heads have totally disappeared. Scientific realities aside, the description has firmly embedded itself in the collective lexicon as a synonym for the either deliberate or unexplained hiding from one’s fears or perceptions. In the legal profession, it is known as the “ostrich instruction,” which refers to a defense’s concept of a client’s willful “blindness.” In both the financial and health-care sectors, it is the ostrich effect, and in international relations, it is the ostrich doctrine. However, all variations across the disciplines are tied to the concept of avoidance and the individual or collective complexes built upon the foundation of fear.
Carl Gustav Jung posited that a “complex” is a system of interrelated, usually repressed, emotionally charged ideas, feelings, memories, and impulses, that if allowed avenues to vent, can disrupt the normal links in the human consciousness; and as a result, the intentions of the will are impeded or made impossible. Feelings of self-doubt, confusion, fear, ambition, willful ignorance, and the consequence of accountability are ever present as part of the human condition, and all of these feelings encompass possible complexes. The commander and staff who experience the ostrich complex therefore become mentally burdened. Subsequently, their ability to rapidly and accurately portray the meaning and the necessary level of information that helps the commander maintain situational understanding and update their visualization is paralyzed. This ostrich-type behavior will continue to the detriment of their unit unless the commander is able to fight through the emotional white noise and make a balanced decision.
War is a fundamental unchanging human endeavor that violently pits opposing forces against each other as a result of “fear, honor, and the pursuit of interest.” Within this construct, commanders and staffs of opposing forces play a high-stakes cognitive chess game in which each searches for an advantage that will enhance their own probability of success. Carl von Clausewitz posited that “if the mind is to emerge unscathed from this relentless struggle, two qualities are indispensable, coup d’oeil or an intellect that even in the darkest hour retains some glimmerings of an inner light and second is determination.” However, what happens when our processes are disrupted by the ostrich complex and the light fades?
In the modern-day multi-domain battlespace, there has been an exponential increase in information available to commanders compared to the battlefields of World War II. There is now a virtual torrent of data gathered from a plethora of sensors that feed nonstop information for enhanced situational awareness into various information management systems. This proliferation of mass data has served to paralyze commanders on both sides of the leadership coin. There is the danger of too much available data, but paradoxically, the existence of that data also compels commanders and staffs to seek out more data in order to enhance their visualization and battlespace management. This constant search for enhanced situational awareness by commanders and staffs leads to leadership paralysis as a consequence of simply having too many choices. In order to prevent cognitive overload, effective network management is therefore key to filtering the torrent of raw data into a steady stream of manageable information.
On 21 February 2010, during Operation Enduring Freedom, a seemingly routine cordon and search mission involving multiple sensors, weapons systems, and supported by personnel across continents, unfolded in Uruzgan Province, Afghanistan. An official investigation launched in the aftermath of the incident outlined the following in the official report:
On 21 February 2010, up to 23 local Afghan nationals were killed and 12 others injured when the convoy they were travelling in was mistaken for an insurgent force and engaged with air to ground fire ... initial observations appeared to indicate a threat force. The ODA commander on the ground displayed tactical patience in letting the situation develop over several hours before the engagement. The time brought by that patience was however wasted because of the Predator crew’s inaccurate reporting and the failure of both command posts to properly analyze the situation and provide control, insights, analysis or options to the ODA commander ... The tragic loss of life was further compounded by a failure of the commands involved to timely report the incident.
Evidently the Predator flight crew reportedly ignored or downplayed information outlining that the convoy was anything other than an attacking force. However, the information provided was supposed to have been vetted through multiple knowledge management systems at other headquarters where commanders were supposed to complete a long checklist before authorizing an attack. In this instance, the false confidence generated by an overreliance on the various sensors and systems and imbued with the commanders’ own complexes and biases provided false situational awareness. This false positive thereby facilitated an example of the ostrich complex where the commanders’ “misperception and misinterpretation of the data” caused a paralysis of leadership and led to the unfortunate loss of life.
In the modern-day battlespace, the art of command requires leaders to acknowledge and manage greater expectations in exercising authority and accepting greater responsibility for their organizations. With that greater expectation and authority, there is also an increasing torrent of data, gathered from an ever increasing number of sensors. There are various knowledge management processes designed to assist commanders and staff by providing them with an enhanced cognitive and situational advantage. However, the ostrich complex disrupts these processes, forcing designated commanders to retreat into their own consciousness and take a proverbial knee. This pause can be optimal under stressful conditions in order for the commander to check the “eggs” and seek clarity. However, the complex has to be quickly identified and mitigated in order to prevent commanders from burying their decisions further into the sand to the detriment of the mission.
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。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。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。獎項設置：口譯比賽設特等獎二名，一等獎四名，二等獎六名，三等獎若干名，并設優(yōu)秀指導教師獎。比賽時間及頒獎典禮：本屆口譯競賽將于2024年10月下旬（具體時間待通知）頒獎典禮之前在國防科技大學外國語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：2024年7月14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)板橋街道國防科技大學外國語學院國際軍事合作教研室（請在信封上注明：“口譯報名”字樣，只接受郵局投遞和EMS。）聯(lián)系人：武（老師）電話：13382054161
