【正文】 Philip Roth39。s Goodbye, Columbus advises the story39。s protagonist, To get by in business, you39。ve got to be a bit of a thief. He seems like a benignly wise, figure pared with Wall Street39。s 1980s icon, Gordon Gekko, whose immortal words were Greed is good. 　 Yet some important observers of business see things differently. Widely read gurus such as Stephen Covey and Tom Peters point to the practical utility of moral virtues such as passion, responsibility, fairness, and honesty. They suggest that virtue is an essential ingredient in the recipe for success, and that moral standards are not merely mendable choices but necessary ponents of a thriving business career. This is a frequent theme in mencement addresses and other personal testimonials: Virtuous behavior advances a career in the long run by building trust and reputation, whereas ethical shortings eventually derail careers. The humorist Dorothy Parker captured this idea in one of her signature quips: Time wounds all heels.　 So who39。s right those who believe that morality and business are mutually exclusive, or those who believe they reinforce one another? Do nice guys finish last, or are those who advocate doing well by doing good the real winners? Is the business world a den of thievery or a haven for upstanding citizens?　 With colleagues Howard Gardner at Harvard University and Mihaly Csikszentmihalyi at Claremont Graduate University, I39。ve examined this question by interviewing 40 top business leaders, such as McDonald39。s CEO Jack Greenberg and the late Washington Post publisher Katharine Graham, between 1998 and 2000 as part of our joint Project on Good Work. We found that a strong sense of moral purpose not only promotes a business career but also provides a telling advantage in the quest to build a thriving enterprise. In fact, a sense of moral purpose stands at the center of all successful business innovations. Far from being a constraining force that merely keeps people honest and out of trouble, morality creates a fertile source of business motivation, inspiration, and innovation.　 　This is different from the view of morality you39。ll encounter in a typical businessethics course. It39。s so different that I now speak about moralities, in the plural, when discussing the role of virtue and ethics in business. Morality in business has three distinct faces, each playing its own special role in ensuring business success. 　 Unit6. Is It Healthy to Be a Football Supporter? Why Fans Know the Score Diehard football fans hit the heights when their team wins and reaches the depths of despair when they lose. Scientific studies show the love affair with a team may be as emotionally intense as the real thing, and that team clashes have gladiatorial power.　 What39。s going on? Why do fervent fans have hormonal surges and other psychological changes while watching games? Why does fans39。 selfesteem soar with victory and plummet in defeat, sometimes affecting their lives long afterwards? Why do people feel so drawn to form such deep ties to teams? Is avidly rooting for a team good or bad for your health? You may find the answers surprising. THE FAN39。S PERSONALITY Psychologists often portray diehard fans as lonely misfits searching for selfesteem by identifying with a team,2 but a study suggests the opposite. It reveals that football fans suffer fewer bouts of depression and alienation than people who never watch Match Of The Day. Hardcore fans also demonstrate a fierce and unbreakable bond. It39。s possible to trace the roots of fan psychology to a primitive time when warriors fighting to protect their tribes were the true representatives of their race. In modern times, so the theory goes, professional sportsmen are warriors of a city or country fighting a stylized war waged on a football pitch. IT39。S WAR OUT THERE Some confrontations on the pitch are gladiatorial. In this respect, our sports heroes are our gladiators. A football match, especially between rival teams, isn39。t some lighthearted display of athletic prowess. The self is emotionally involved in the oute because whoever you39。re rooting for represents YOU. So professional footballers seem to recreate the intense emotions in some fans that tribal warfare aroused in their forebears. It could even be that these emotions have fueled the explosion in the popularity of sports over the past 20 years.　 STATUS BY PROXY So, through football matches, it bees possible to gain respect from your rivals, albeit vicariously . This means you can be highly regarded not for your own achievement, but through your connection to a team that wins. Or, if you like, by your connection to individual footballers for their skill, such as midfielder David Beckham, winger Ryan Giggs, and striker Thierry Henry. 　 The connection, however, can be fickle. Bragging sports fans tend to claim credit for their team39。s success, saying we won to describe a victory, but distance themselves from a team39。s failure, saying they lost describing a defeat. 　 LOYAL TO THE END A raft of studies has found that highlyidentified fans both men and women are unlikely to abandon a team when it39。s doing badly. Anyone who39。s read Fever Pitch by Nick Hornby knows that this is true of the ardent Arsenal fan. Not only that, they tend to blame their team39。s failures on a biased referee or on bad luck, rather than on Arsenal39。s mistakes or the other team39。s skill. It39。s not surprising that these avid fans get more psychologically aroused at games and spend more money on tickets and merchandise.　 IS TESTOSTERONE A FACTOR? Testosterone levels in male fans rise markedly after a victory but drop just as sharply after a defeat. Apparently the same pattern has been documented in male animals who fight over a female. Biologists think that the human animal may have evolved this way to end conflicts quickly. If so, it prov