鍾漢清先生﹕
三月底回美之後，春季學期隨即開始，同時也請來了兩位台灣作家
在台大的幾次演講，你還特地來聽，回美前，更承好意介紹與政大出版
1）《台灣文學與世華文學》﹕這是我這二十年來關於台灣文學和
2）《杜國清詩論集》。廣州花城出版社於1993年出版了我的一本《詩情與詩論》，可是在台灣還沒出版過詩論集
自1996年創刊《台灣文學英譯叢刊》（Taiwan Literature: English Translation Series）以來，我把大部份的精力和時間都投注進去，但希望今後好好整理我
不知暑假有何計劃？出國旅遊？遊山玩水？我們這兒有山有海
順祝
近安
國清
05-29-2008
--hc
杜老師
謝謝你的來信。我們懷念上回聚餐的暢談。
我個人認為，第一優先應幫你的完稿找適合的出版商。所以你或可將《杜國清詩論集》等更新，設法在台灣出新版。
陳先生可以提供建言；鄙人可以跑腿，譬如說，先找學術單位，其次找聯經或三民等出版社。
這些只是匆匆建議，如果你有什麼具體要求，請再聯絡。
敬祝
教安
記一次聚會
Liang：「忘記本週日是母親節，太座邀了我「法律上的媽媽」到教會，整日都要接送和隨侍。我們的午餐與赴瑞麟家之約就順延一週吧。 永安」
hc：「沒問題。下周日18 我可能在大陸。」
Liang：「兄人在台灣否？……星期天一起吃午餐，餐後到瑞麟坐坐？（但我兩點半要走人）」
hc：「12點真理堂 ；1320 rl家。
原先只是liang與我通信。三通之後，溝通更難...」
liang：「如無意外，應是一點前就可到達瑞麟精舍。」
rl：「廟是跑不掉滴。餐你們就慢慢享用吧…………感謝你們來走走坐坐，
洗咖啡杯具時才想起，冰箱的優酪乳忘了給永安帶回去……」
hc案：百合早已都枯萎。聽梁兄說他碰到一關卡，Edward Wadie Said的The World, the Text, and the Critic (1983)。Hc說可以幫忙作跑腿打雜之先前工作。
梁除了兩本小說翻譯（rl和pr）之外，更帶走一本可傳給女兒之名著：
The Great Treatise on the Stages of the Path to Enlightenment: The Lamrim Chenmo,
by Tsong kha pa 宗喀巴大師著《菩提道次第廣論》，
類似作品：印順 成佛之道
HC:"我今年可能沒遇到一篇認為有價值的品管文章，更談不上專心讀它。
包括這類不著邊際或想當然爾的future study…..
換句話說，這種宏觀的遊戲不合乎我口味。
我認為可能比較有意思的是，諸如”CSQ的未來”等---它可以作為內部（CSQ）用之論壇之議題。"
上周五5月9日與王老師聚會，談到所謂「融滲（式）教學」。今天查一下：
“融滲式教學的概念，在美國大多以「XYZ Across Curriculum」【HC案：可能應該是XYZ Across the Curriculum 才對】的語詞呈現，例如，Communication Across Curriculum，就是在一些相關的課程，加入書面寫作的作業和口頭報告的機會。讓學生有機會磨練加強溝通表達的能力。又如Ethics Across Curriculum，就是在相關課程中討論社會責任與專業倫理課題，在無形中加深職業道德意識，提升道德辨識與抉擇能力。
這些都是融滲式教學的最佳例證。近年來，美國工程技術教育評議會（Accreditation Board for Engineering and Technology，簡稱ABET），對各大學工學院評鑑，對工程倫理教育的考察，固然要看有沒有相關的課程，他們更重視各校用甚麼方式把工程倫理融滲到專業課程之中，ABET的作法，不只表示融滲式教學是可行的，也表示融滲式教學式教學過程中極為重要的一環。”
from learning in disparate disciplines to integrative learning experiences across the curriculum
Monday, May 12, 2008 | ||
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The answer is a big capital NO. But sure, most of us have heard the story of many corporations, even big moneyed conglomerates having been brought to the courts by their complaining workers to their great embarrassment. But believe me, this was for the purpose of subsidizing the operations of their legal counsel which could have been simplified if the money went straight to the workers themselves. What happened (according to the standard fine print of a retainer contract between a lawyer and his client) was this contract had one provision whose main purpose in the Great Supply Chain of Life is to financially support the cause of litigious lawyers and their children of school age. Of course, this needless tragedy could easily have been prevented via legislation (here we go again) requiring all lawyers to carry their business cards with a message such as: “Warning: The Solicitor General has determined that you should not put your complete trust and confidence in the bearer of this card.” On the other hand, this could be one of those stories that everybody hears even though it’s not true, like the one that implies that the Government Service and Insurance System is more efficiently and effectively managed than the Manila Electric Co. This probably could never happen. And so our opener for this article is really an interesting ethical question, which I must intelligently answer with nothing but The System of Profound Knowledge by W. Edwards Deming (1900-1993). As a statistician, Deming’s early works were studies on how to measure production efficiencies, how to survey every worker and manager’s opinion and how to correlate those surveys with the gaps in operational efficiency. Dr. Deming advocated against management tyranny, bootlicking and blackmail that pushed workers into the role of a robot who were paid peanuts. He argued that the ultimate success in any endeavor is rooted in the basic concept of human behavior, such as trusting the worker to do good, if given the chance. Everything must start from the premise that every human being is strategically important to the business. And that we, in management must optimize human enjoyment while producing goods and services that cater to the needs or wants of the consumer. Dr. Deming’s philosophy of The System of Profound Knowledge is not complicated as your typical household electric bill, which incidentally is now being delivered again in a crisp, white letter-envelope. But this is another story. Really, all one has to do is understand the rationale behind Deming’s maxim that “80 percent of quality problems are caused by management, and only 20 percent by the workers.” This means that quality of work is everything. It is controlled by management and is the basis for the joy of workers’ work-life. It is a “win-win” approach for management. If the workers are happy then they are bound to produce more that contributes to profitability. Otherwise, the organization is bound to lose. I don’t wish to do a lecture here. But those timeless statements from Dr. Deming make me forget that I’m a columnist here and not a university professor. So anyway, Mr. Winston Garcia of GSIS, what I’m trying to say here is: Big thanks. Thanks a million for taking the time to rock the Meralco boat because we too, would like to know the answer to the question posed in those whole page newspaper print ads accusing the National Power Corporation as the culprit causing the Philippines to have the most expensive electricity rate in this part of the world. So anyway, that’s another ethical question that must be answered…this time, by our government officials who are currently enmeshed in a wholesale electric disaster. __ Rey Elbo is a business consultant specializing in human resources and total quality management as a fused sp |
比較一下WSJ的一篇中英文對照或許可以知道版本不同 多處文本不同
末句的翻譯也很隨便
For five hours, Messrs. Buffett and Munger offered answers -- not just about how to invest your money, but also about what to do with your life:
• Charlie and I don't have the faintest idea where the markets are going.
• If you're in the position to make choices, go to work for organizations and people you admire.
• If you find something that turns you on, you're probably good at it.
• Read daily newspapers and learn as much as you can about the world.
• $700 million is probably too much to pay for the
巴菲特和芒格用了差不多五個小時﹐回答了很多問題﹐但每次都是一樣的思路清晰、誠實而幽默：
－如果你遵循本傑明•格萊姆(注：巴菲特的導師)的教導﹐你不會有壞的投資結果。
－查理和我一點都不知道下週、下個月和明年的市場走向。
－如果你可以選擇的話﹐為你景仰的公司和個人工作。
－如果你對什麼東西有興趣﹐你很可能會比較擅長。
－你應該每天讀報紙﹐盡可能多地瞭解週圍的世界。
－我不會在那個價位（7億美元）買任何棒球隊。
