Group 1 - The core idea of the article emphasizes that politics is an inherent part of human interaction and cannot be escaped, as illustrated by the metaphor of "江湖" (the rivers and lakes) which represents social dynamics and conflicts [2][4][11] - The concept of power is explored, highlighting that it arises from human relationships and the need to resolve disputes, making it a fundamental aspect of society [4][7][10] - The article discusses the paradox of power, where the absence of power leads to chaos, while the presence of power can lead to tyranny, indicating that humans are trapped in a cycle of power dynamics [4][8] Group 2 - The article argues that political understanding is rooted in human emotions and desires, suggesting that power struggles originate from innate feelings of hostility and competition [7][10] - It critiques the notion of "厚黑学" (thick black theory), which promotes self-serving behavior, and contrasts it with political science that seeks to establish cooperative frameworks for coexistence [8][10] - The text posits that the goal of political science is to manage power effectively, ensuring it is bounded, balanced, and transparent, rather than merely seeking to win power [8][10][11]

Core Viewpoint - The article discusses the unrealistic demands placed by leaders in both ancient and modern workplaces, highlighting the potential pitfalls of such practices and the consequences for both employees and employers [1][12][27]. Group 1: Unrealistic Tasks in Leadership - Leaders often assign unrealistic tasks due to their inability to discern genuine limitations from excuses [3][4]. - The pressure to meet these demands is intended to stimulate employee potential, but it can lead to negative outcomes [5][25]. - The modern workplace allows for greater employee mobility, making it easier for individuals to leave when faced with unreasonable expectations [28]. Group 2: Historical Context and Modern Implications - There are significant differences between ancient bureaucratic systems and modern corporate environments, which affect how tasks and responsibilities are managed [10][12]. - The principles that governed state-owned enterprises in the past do not apply to contemporary internet companies, where risk-taking and innovation are crucial [11][12]. Group 3: Consequences of Unrealistic Expectations - Employees may resort to deception to meet unrealistic demands, leading to a disconnect between reported progress and actual outcomes [20][21]. - The article illustrates this through a narrative about a character, Li Shande, who manipulates the system to avoid accountability while fulfilling impossible tasks [34][39]. Group 4: The Dark Side of Task Management - The story of a "dark version" of Li Shande reveals how individuals can exploit their positions to create personal gain while appearing to fulfill their duties [30][34]. - Strategies employed include forming alliances with local officials, leveraging tax exemptions, and creating a façade of success to mislead superiors [36][40]. Group 5: Conclusion - The article concludes that the practice of extreme pressure to achieve results is outdated and ineffective in the current talent-driven market [27][28]. - It emphasizes the need for leaders to adapt their management styles to avoid creating environments where employees feel compelled to deceive [25][26].