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The departures of Burgess and McLean left Philby with a big choice. When initially studying the question of McLean's escape, his Soviet colleagues considered that something might go wrong and put him in a dangerous situation. In response to this possibility, they had carefully planned an escape plan for him, so that he could act in a very urgent situation.
It is clear that Burgess's escape has made the situation even more urgent.
But Philby was skeptical: "Is it urgent? He thought he would have to wait until he removed the secret equipment in his room and learned about the FBI's attitude before making a decision.
He felt much more relaxed after burying the secret equipment in his room in a wooded area in the countryside. As far as physical evidence is concerned, he is now clean.
Now he can think about his situation. Since he had been thinking about this question for a few days, he made up his mind at that time. He decided to stay quiet.
His guiding philosophy was: "Unless I have a very limited chance of slipping through, I must get through this." He also knew that he would have to lie dormant for a while, and that it might drag on for a long time and be unbearable, but he was sure that there would be a chance to do it again.
The key to solving this problem is to estimate how good the chances are of slipping past it. Philby believes his chances are now better than ever. For his part, he has been in the intelligence service for 11 years, including 7 years in senior positions, 8 years with MI5, nearly 2 years with US intelligence, and 8 years of intermittent contact, which is his greatest strength.
He believed that he knew the enemy well enough to foresee the actions they would generally take. He knows their dossier – their basic **.
More importantly, he understands the constraints of law and practice on their work. It is clear that there must be many people in high positions in London who would very much like to see him innocent, and they will help to dispel suspicions about him.
Philby also believes that although he has a lot of suspicions, they have no actual evidence at all, which is the most crucial.
With that, Philby decided to continue lurking. It turned out to be as he thought, and although he was questioned and interrogated in secret after being called back to London, they could not produce evidence. After his dismissal in September 1956, he went to Beirut as a special correspondent for the weekly magazines "The Observer" and "The Economist", where he continued to work for Soviet intelligence.
It was only after George Black**, a senior member of Soviet intelligence, that Philby was recognized as a Soviet intelligence officer in 1962.
On the night of January 23, 1963, Philby disappeared in Beirut. Soon after, the Soviet Union announced that it had granted Philby's request for political asylum in Moscow.
In 1965, the USSR awarded him the Order of the Red Banner, one of the highest honorary medals.
In 1988, Philby died in Moscow.
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Harold King Philby is one of the most famous and successful spies in the history of world espionage. A Britishman himself, he believed in communism at an early age, and in 1934 he joined the Soviet intelligence service in Vienna as an intelligence officer. In 1940, he joined the British Secret Intelligence Service, where he rose through the ranks and eventually became a senior member of the British intelligence service.
He took advantage of his position to provide the Soviet Union with a large amount of important information, and he achieved outstanding results. In 1963, he fled the Soviet Union due to his identity being revealed. In recognition of his deeds, the Soviet Union gave him a high honor and awarded him the "Order of the Red Banner".
It's eleven schools, not eleven principles. Harold Koontz published an article entitled "On the Jungle of Management Theory Revisited" in the Review of the Management Society, Vol. 5, No. 2, 1980, arguing that the main schools of management at this time had reached eleven, namely, the empirical school, the interpersonal relationship school, the group behavior school, the social cooperation system school, the social technology system school, the decision theory school, the system school, the management science school, the contingency theory school, the manager role school, and the management process school. Koontz's article, together with his December 1961 book The Jungle of Management Theory, is generally regarded as a comprehensive summary of the management system.
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