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Whenever a company suffers a setback or calamity, business school professors and management journalists lay out the lessons for other businesses. 每当一家公司遇到挫折或者灾难，商学院教授和管理类资讯记者就会为其它公司总结经验教训。 That was true for General Motors and its faulty ignitions (make sure employees who spot problems bring them to management’s attention) and Starbucks’ UK tax difficulties (don’t underestimate consumers’ ability to do you damage). 在通用汽车(General Motors)的点火开关缺陷（教训是保证发现问题的员工将问题传达到管理层）事件上是这样，在星巴克(Starbucks)在英国遭遇税务问题（教训是别低估消费者给你造成损失的能力）的时候也是这样。 But there does not appear much other companies can learn from Malaysia Airlines’ travails. Its twin disasters – one passenger jet lost and the other apparently shot down – are too unusual to generate advice for anyone else. 但是其它公司似乎没办法从马来西亚航空公司(Malaysia Airlines)的困境中学到什么。一架客机失踪，一架客机则明显被击落，马航遭遇的这两起灾难太不寻常，不能给其他人带来什么重要教训。 It is hard to see what the airline itself can learn from the tragedies. The first is still unexplained. The second was not its fault. It was flying over a war zone, but so were other respectable carriers. | 
