bungled

简明释义

英[ˈbʌŋɡ(ə)ld]美[ˈbʌŋɡld]

adj. 搞砸的，笨拙的

v. 笨拙地做，弄糟（bungle 的过去式和过去分词）

英英释义

单词用法

同义词

反义词

例句

1.It is possible that the card has already been torn beyond repair by the bungled policy in Iraq.

因为拙劣的伊拉克政策，这张牌很可能已经被撕了个粉碎。

2.Responsibility lays with our company for the bungled trade mission.

生意搞砸了，责任在我们公司。

3.But neither the bungled hanging nor the many inadequacies of the trial that preceded it should obscure the fact that Saddam was a criminal and murderer on an epic scale.

虽然很多人认为对他的绞刑是胜利者口中的正义，但正义一词被用在被认为还是准确的。

4.Then came the Mavi Marmara flotilla incident: Israelis completely bungled the operation.

然后发生了“蓝色马尔马拉号”事件：以色列彻底搞砸了这次行动。

5.A bungled privatisation has messed up commercial farming.

糟糕的私有化使商业农场(commercial farming)陷入困境。

6.So it was a shock to hear Mr Zoellick describe as “appalling” the bank's behaviour over a bungled project to develop the coast of Albania.

因此当听到佐利克先生将该行通过一个拙劣的项目去开发阿尔巴尼亚海岸的行为描述成“骇人听闻”时，真是令人震惊。

7.Sure, just don't hold me responsible when the orders get bungled or we have to issue a recall .

当然可以。但若是订单搞砸了或者必须收回货品，可不是我的责任。

8.The team bungled the strategy and lost the game.

团队搞砸了策略，输掉了比赛。

9.He bungled the presentation by forgetting key points.

他在演示中忘记了关键点，导致演讲搞砸了。

10.The project was completely bungled due to poor planning.

由于计划不周，该项目完全搞砸了。

11.Their attempt to fix the software was bungled, causing more problems.

他们修复软件的尝试搞砸了，造成了更多问题。

12.The chef bungled the recipe, resulting in a terrible dish.

厨师搞砸了食谱，做出了一道可怕的菜。

作文

In the world of project management, there are countless stories of success and failure. One particular project that comes to mind is the construction of a new bridge in our city. Initially, the project was met with great enthusiasm, as it promised to alleviate traffic congestion and improve connectivity. However, what should have been a straightforward endeavor turned into a nightmare when the construction team completely bungled the initial phases of the project. The term bungled (搞砸) refers to a situation where tasks are carried out incompetently or clumsily, leading to disastrous outcomes.The problems began early on when the project manager failed to communicate effectively with the engineering team. Misunderstandings arose regarding the specifications of the bridge, which resulted in the wrong materials being ordered. Instead of high-strength steel, the team received subpar substitutes that were not suitable for the structure. This mistake was a classic example of how a single misstep can spiral into a series of bungled (搞砸) actions, ultimately jeopardizing the entire project.As the construction progressed, the issues only compounded. The workers, who were already frustrated by the lack of clear instructions, started to make their own assumptions about how to proceed. This led to further errors, such as incorrect measurements and poor alignment of the bridge components. It became evident that the project was spiraling out of control, with each bungled (搞砸) decision piling on top of the last.Despite the growing concerns, the project manager insisted that everything was under control. He downplayed the severity of the mistakes, claiming that they could be easily rectified. However, as the weeks went by, it became clear that the project was far from salvageable. The budget had ballooned due to the need for rework, and deadlines were continuously pushed back. The community, which had eagerly anticipated the completion of the bridge, grew increasingly frustrated.Eventually, after months of setbacks, the city officials intervened. They brought in a new project manager who assessed the situation and realized that the entire project needed to be reevaluated. It was a humbling moment for everyone involved, as they had to confront the reality that their initial plans had been thoroughly bungled (搞砸). This new leader took a different approach, emphasizing collaboration and open communication among all team members. With a fresh perspective, the team began to rectify the previous mistakes. They meticulously reviewed the plans, sourced the correct materials, and established clear lines of communication. Slowly but surely, the project began to regain momentum. The community watched with cautious optimism as the bridge finally started to take shape.In conclusion, the story of the bridge project serves as a powerful reminder of the importance of effective communication and careful planning in any endeavor. The initial bungled (搞砸) attempts highlighted how quickly things can go wrong when teams fail to work together. Ultimately, it was the willingness to acknowledge mistakes and learn from them that led to the project's eventual success. This experience taught us that while mistakes are inevitable, how we respond to them defines our ability to achieve our goals.

在项目管理的世界里，有无数成功与失败的故事。让我想起的一个特别的项目是我们城市新桥的建设。最初，这个项目受到热烈欢迎，因为它承诺缓解交通拥堵并改善连接。然而，本应是一个简单的努力却变成了一场噩梦，因为施工团队完全bungled（搞砸）了项目的初期阶段。bungled（搞砸）这个词指的是任务执行得不称职或笨拙，导致灾难性后果。问题早在项目经理未能有效与工程团队沟通时就开始了。关于桥梁规格的误解导致订购了错误的材料。施工队收到的不是高强度钢，而是不适合该结构的劣质替代品。这一错误是如何单个失误可能引发一系列bungled（搞砸）行动，从而危及整个项目的经典例子。随着施工的进展，问题只会加剧。工人们因缺乏明确指示而感到沮丧，开始自行假设如何进行。这导致了进一步的错误，例如不正确的测量和桥梁组件的对齐不良。显然，项目正在失控，每个bungled（搞砸）的决定都在叠加。尽管担忧日益增长，项目经理仍坚持认为一切都在掌控之中。他淡化了错误的严重性，声称可以轻松纠正。然而，随着周数的推移，项目显然远未可挽救。由于需要返工，预算已经膨胀，截止日期不断推迟。社区原本热切期待桥梁的完工，逐渐感到愤怒。最终，在几个月的挫折后，市政府介入。他们引入了一位新的项目经理，评估了情况，并意识到整个项目需要重新评估。对于所有参与者来说，这是一个谦卑的时刻，因为他们不得不面对最初计划被彻底bungled（搞砸）的现实。这位新领导采取了不同的方法，强调团队成员之间的合作和开放沟通。在新的视角下，团队开始纠正之前的错误。他们仔细审查计划，采购正确的材料，并建立明确的沟通渠道。项目慢慢恢复了动力。社区充满谨慎的乐观，桥梁终于开始成型。总之，桥梁项目的故事是有效沟通和仔细规划在任何努力中的重要性的有力提醒。最初的bungled（搞砸）尝试突显了当团队未能协作时事情可能迅速出错。最终，承认错误并从中学习的意愿导致了项目的最终成功。这次经历教会我们，尽管错误是不可避免的，但我们如何应对这些错误定义了我们实现目标的能力。