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6.2 For example我先让手下人把我那个送来给你们用。只怕事情就有些不妙了。The Facade Pattern and the Mediator Pattern use Dimitt's rule.故事开始于一九三四年的山西省汾西县，小伙计出身的陈海子收货款时遇到正在执行潜伏任务的共产党区党委书记雷钧，这次偶遇为他心中埋下了一颗红色的火种。为加入共产党，他不惜以身犯险，潜伏在晋军兵工厂，几经考验，终于成为一名共产党员并改名为陈志，同时也收获了同是党员的东家之女黎梅的爱情。但黎梅表哥，身为晋军特务的商见诚的欺骗使得共党地下组织瞬间瓦解，陈志九死一生脱离险境，却被党组织戴上“特务”的嫌疑，自此一生背负着这个根本不属于他的包袱。在同志们的帮助下，陈志建立起汾西最早的游击队伍，从此开始了八年抗战、四年解放战争，结下了一群对他无比信任的战友同志，立下无数大功却始终被“历史问题”影响。解放后，陈志当起了县委书记，他鞠躬尽瘁，为当地民生的发展立下汗马功劳，他对革命理想的忠诚感动了身边的战友、亲人，甚至对手。终于，在所有人的不懈努力下，陈志的“历史问题”得以澄清。28. Since this year, the Company has always emphasized the execution. At the same time, it has also conducted various education and training on how to strengthen the execution, and has also improved the execution through performance appraisal. These measures have also played a role in improving the execution to a certain extent, but the overall feeling effect is not obviously effective. Our company's execution does not have practical supervision and follow-up measures in the middle of the execution, and many problems are easy to end up in anticlimactic situations. For example, what is determined at each middle-level regular meeting is transmitted to the middle-level. So, how is it implemented in the middle after the meeting? Do you need supervision and follow-up? How? Will supervision become a mere formality? How to feedback after the problem is implemented? Is the feedback true? Such issues need to be considered.