「華人戴明學院」是戴明哲學的學習共同體 ,致力於淵博型智識系統的研究、推廣和運用。 The purpose of this blog is to advance the ideas and ideals of W. Edwards Deming.

2010年6月30日 星期三

領導 團隊與理性: 紀念H. A. Simon與 Peter Scholtes (2011)

領導 團隊理性: 紀念H. A. Simon與 Peter Scholtes (2011)



目 錄

序言(William Scherkenbach)

導 言(鍾漢清)
本書的主幹是我們在2001年6月15日和2010年6月19日
分別為 H. A. Simon與 Peter Scholtes舉行紀念會
前者發表在《戴明國際交流暨評論》月刊 第一卷第四期
司馬賀先生(H. A. Simon)之 道:當然不打退堂鼓!--請教Simon




第一部
當然不打退堂鼓!--追記「請教Simon鍾漢清

從東海第七宿舍讀司馬賀先生談30年的緣份 鍾漢清作

草垛尋針、有限理性與行為 鍾漢清作

從《管理行為》中譯本記司馬賀先生之學術 成就   鍾漢清作

    經濟學作為一種歷史科學 H. A. Simon作 鍾漢清摘譯

    學習來教導與學習 H. A. Simon作 鍾漢清譯

    訪問H. A. Simon教授談人工智能(AI)的愛恨情仇 鍾漢清譯

(以上《戴明國際交流暨評論》月刊 第一卷第四期/2001)

John Gauss 獎之受獎演說
認知科學與文學批評

附錄 A. Huxley 談莎士比亞與宗教

第二部 2011 戴明博士紀念演講

第一講:戴明博士談領導(鍾漢清)

第二講:Peter Scholtes談領導與團隊 (鍾 漢清)

第三講:Mary Follet 的領導根本(鍾漢清)

第 四講 :領導學研究的回顧與展望 (鍾漢清)


第三部 團隊手冊

Two Talks with Peter Senge

Green

Creating Change above the Line – A Talk with Peter Senge

By Environmental Defense on 06/29/2010 – 12:25 pm

EDF’s Corporate Partnerships team was just treated to some mind-expanding thinking at our annual retreat, courtesy of Peter Senge. Peter is a senior lecturer at MIT, author of the widely-read systems-thinking book, The Fifth Discipline, founding Chairman of the Society for Organizational Learning, and recently the author of The Necessary Revolution, an in-depth study on how individuals and organizations can successfully work together to create a sustainable world.

Peter began by sharing the birth story of the Quality Management Revolution, fathered by W. Edwards Deming in the 1950s. Deming first successfully pushed his transformational ideas into Japan’s business culture, resulting in the implementation of Japanese quality programs that later were emulated by American car companies. And while these quality programs had an overall positive effect on car companies, in Deming’s mind these initiatives never led to fundamental change that could truly revolutionize future ways of thinking and operating. They never created change “above the line” – that is, truly fundamental change.

Our discussion with Peter was centered on a two by two matrix that simplifies a way to broadly assess companies’ sustainability efforts. Along the x-axis, efforts are scaled by the level of internal versus external control necessary to make that effort possible. Is the effort an internal one to the company or does it require cooperation from governments, other companies and/or associations? The y-axis rates the timescale of the effort. The upper quadrants imply long-term efforts and those that fall beneath the x-axis imply short term actions. A solution for a more long-term problem will fall higher on the y-axis in contrast to a quick-fix, which would drop below the x-axis.

Much of the work around business sustainability lies “below the line.” At EDF, we encourage companies to implement energy efficiency programs such as EDF Climate Corps; we work with KKR’s portfolio companies to measure and improve their energy use, waste and water; and we even push for an increase of the energy efficiency of Walmart’s factories in China. Peter pointed out that this work is critical: we have to start somewhere.

But we really need to focus our work above the line, as well. While below-the-line efforts build momentum and credibility to get us on the path to fundamental change, these efforts alone won’t enable us to achieve true sustainability. Peter talked about a few key things that can help, such as understanding the complete system in which the company functions, reflecting on our mental models and setting aspirational goals.

Also worth considering is whether we are working to achieve fundamental solutions to a problem or simply addressing the problem’s symptoms. Yes, taking an aspirin for your headache will alleviate the pain, but if the headache comes back each and every day, you’d better address the root cause. Yes, go ahead and implement energy efficiency in your company, but don’t forget that fundamental solutions are where your biggest leverage may be – creating a product that enables the smart grid, for example, or developing an entirely new business model that offers services (and overall much lower impacts) instead of products.

At the end of our session, I asked Peter whether he felt optimistic about the world’s environmental situation

He paused, smiled and then quoted Dee Hock, the founder and former CEO of Visa, who once said: “It’s far too late for pessimism.”

So, let cost and risk drive the first steps toward sustainability.

Generate momentum.

Learn.

And build that bridge to real sustainability by doing the hard work that will put your company above the line and on the path to fundamental change.

Thank you, Peter.


*****
Design Thinking June 11, 2008, 2:55PM EST text size: TT

Peter Senge's Necessary Revolution

In a new book, the management guru discusses the environmental woes facing business and some steps that may lead to a more sustainable world


Peter Senge, a professor at Massachusetts Institute of Technology's Sloan School of Management and founder of the Society for Organizational Learning, is perhaps best known for his 1990 best-selling book, The Fifth Discipline, which introduced the idea of the "learning organization." Now, Senge has a new work that promises to be as influential as the first. In The Necessary Revolution: How Individuals and Organizations Are Working Together to Create a Sustainable World (Doubleday, 2008), Senge and his co-authors grapple with the daunting environmental problems we face, and highlight innovative steps taken by individuals and corporations, often in partnership with global organizations such as Oxfam, toward a more sustainable world.

It may seem surprising that an expert in management and organizational change is focusing on sustainability, but there is a strong connection to Senge's work. In his earlier book, he laid out an approach to management that combines systems thinking, collaboration, and team learning. As he describes it, a learning organization is one in which "people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together." Such organizations tend to be more flexible, adaptive, and productive—critical qualities in a time of rapid change.

In The Necessary Revolution, Senge applies the same thinking to a system bigger and more complex than the organization: global society. The book is a call to arms, an argument to business leaders that they must rethink their approach to the environment or, as one executive told Senge, "we won't have businesses worth being in in 20 years." But the authors don't linger on the problems, focusing instead on the stories and insights of successful innovators, on creative solutions, and on practical approaches to meeting these challenges. Jessie Scanlon recently met Peter Senge at his Cambridge (Mass.) office to talk about the critical role that business will play in the coming revolution, the visionary leaders at companies such as Nike (NKE) and Costco (COST), and the future of the corporation. An edited version of their conversation follows.

Why did you title the book The Necessary Revolution?

I don't really like the word "necessary" because it makes it seem we have no choice. On the one hand, we don't. There's only so much water in the world. There's only so much topsoil. There's only one atmosphere, so there's only so much CO2 that can be stuffed into the atmosphere. But real change occurs when people make choices. We're not going to get out of the predicament that we're in by a lot of teeny incremental things. It's going to take bold ideas.

The word "revolution" was meant to be in the spirit of the Industrial Revolution. Not a political revolution because this absolutely has to be a nonpartisan issue. The future doesn't belong to one party or another.

In the book, you argue that we must shed "industrial age beliefs." Can you elaborate?

One industrial age belief is that GDP or GNP is a measure of progress. I don't care if you're the President of China or the U.S., if your country doesn't grow, you're in trouble.


But we all know that beyond a certain level of material need, further material acquisition doesn't make people happier. So you have a society predicated on the idea that you have to keep growing materially, and yet nobody actually believes it.

How dominant is the price-value model in business today? Has the success of products like the Toyota Prius convinced companies that consumers care about more than narrowly defined self-interest?

It's still dominant. Now, I don't think there's anything inherently wrong with price-value. [The problem is] the unquestioned assumptions about how we define it. At some point it becomes tautological. How do you know what people value? Well you watch what they buy. How do we know what products to create? Well, it's based on what they value.

We've done a lot of work with companies in Detroit, and when the Prius came out, I asked them what they thought of it. Everyone said the same thing: "It's a niche product." They said: "In focus groups, we ask people how much they would pay for a 10% improvement in fuel efficiency, and it's always a small number." But you're never going to learn latent demands from focus groups. Toyota (TM) didn't introduce the Prius because of a focus group. They were convinced that cars needed to change.

In The Necessary Revolution, you profile people, working independently or within companies or organizations, who are trying to bring about a more sustainable world. As you learned their stories, what patterns emerged?

The first is obvious: People have to be passionate. These are innovators in a fundamental sense, and innovators innovate because there is something that they are passionate about. Second, they all in different ways were able to step back and see a bigger picture. This is a huge challenge for people in companies, because so many companies are dominated by short-term perspective and because lots of people in key positions simply aren't very good or don't care very much about the bigger picture. Watch how the decisions are made. Are they thinking of the value of the company 10 years after they retire, or are they thinking about the value of their stock options this year?

The other two things we focused on are the ability to connect with lots of people and collaborate across boundaries—you could call it high levels of relational intelligence. The final element that we saw again and again is a shift [in strategy] away from "we've got to stop doing x, y, or z" and all the negativism that tends to pervade these issues.

Can you give some specific examples?

Nike is a great example of these last two qualities. The company's [eco-friendly Considered system] came into being because of two women who were consummate networkers and who realized that "we're never going to change this culture by convincing people that toxins are bad and that we should be less bad. What's going to make people really passionate is the idea that we can do something that no one has done before and that it will be a great thing for athletes." So they started talking to designers and getting them excited about different kinds of shoes. They created the Organic Exchange for cotton because there wasn't enough on the market. They wanted to design running singlets that were compostable. Within five years they had a network of their best designers really passionate about these design challenges. These are all tough, tough problems; the only way to solve them is to get people excited.

How can companies shift their focus away from quarterly earnings to take a longer view?

That's an issue that has come up periodically during the development of the Society for Organizational Learning network. Usually it comes from an elder, a retired CEO who says: "If I really look back, a big blind spot for all of us is that we take as given the primacy of the shareholder." When the limited liability corporation was created 140 years ago, this made sense.

The shareholder had to be protected. But it makes no sense any more. We live in a world that has a surplus of financial capital, and great shortages of natural capital, human capital, and, in some places, social capital. We're optimizing around one input!

How else does the corporation need to change?

You go to any MBA program, and you will be taught the theory of the firm, that the purpose of the firm is the maximization of return on invested capital. I always thought this was a kind of lunacy. A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business. I remember a great quote of Peter Drucker. He said: "Profit for a company is like oxygen for a person. If you don't have enough of it, you're out of the game. But if you think your life is about breathing, you're really missing something." The purpose [of an enterprise] is never making money. And I think a lot of the best innovators inside big companies, the reason they succeed is that they really understand the theory of their business.

Costco is about long-term, reliable, quality supply. It's the key to the business. When the woman who got the Food Lab work embedded in Costco first started talking about the predicament of farmers, people were a little suspicious. They thought the predicament of farmers is a big problem in the world. That's why there are charities, and that's why we give money to charities. They couldn't see the connection to their business until she got them to see that they wouldn't have long-term quality supply if farming communities were destroyed. So she connected the issue to the theory of their business—but not the economic theory of the firm. Well-managed businesses could not possibly have gotten where they are believing this [economic theory of the firm] nonsense.

Where are we in the adoption of the Necessary Revolution?

We're pretty much in the beginning. I can certainly say that from the 10 years since we organized this network, the people who joined were small bands of radicals in their companies, even if they were senior. But in virtually all of those companies, those people aren't radicals anymore. There are wild cards obviously: major economic decline. Innovation requires resources to invest, and you can see many companies pulling back and going into an intense protective mode in a major extended period of financial distress.

What role can governments play?

If you are realistic about how our present society works, the economic clout—and a lot of the political clout, frankly—is in the business sector. And it's the locus of innovation. But you've got to build these networks. I think Paul Hawken's recent book, Blessed Unrest: How the Largest Movement in the World Came into Being and Why No One Saw It Coming (Viking Press, 2007) was on the money. The growth of the civil society is historic, and in some ways it's a response to the inability of government to deal with these kind of issues. Governments, especially democratic ones, are short-term and nationalistic. These problems are long-term and global.

And businesses are inherently more global?

Yes, they're global, and because they're global they've begun to build partnerships across their value chains. But I don't think business is sufficient. We're going to see a lot of partnerships, as companies partner with global organizations like the World Wildlife Fund and Oxfam and, eventually, with governments.

2010年6月28日 星期一

Honda / Toyota China Plants Halt Production富士康拟将苹果产品生产转至中国内地

Honda China Plants Halt Production After Strike

BEIJING—Honda Motor Co. halted production Wednesday at two car-assembly plants in southern China after a strike hit a parts supplier.

ZUMApress.com

A Honda auto parts plant in China's Guangdong province

honda0623
honda0623

The labor action added to a wave of worker protests for wage increases at companies across the southern part of the country in recent months.

But the walkout at a spring plant operated by Japan's NHK Spring Co. and a Guangzhou company, was quickly resolved.

Honda said it should be able to resume work Thursday at its plants in Guangzhou, which are run by a joint venture between Honda and Guangzhou Automobile Industry Group Co.

Nissan Motor Co. also said it was forced to delay the start its second shift at one of the company's two vehicle-assembly lines near Guangzhou due to the strike.

Honda spokesman Takayuki Fujii said production stopped at the spring plant earlier Wednesday, and the strike also affected drivers handling parts deliveries. Workers were demanding higher wages, he said. Mr. Fujii didn't provide details on how many workers participated in the strike, nor how NHK Spring resolved the walkout.

Several labor disputes in China have hit Honda this month, including a walkout at Honda affiliate Nihon Plast Co., a maker of airbags and other parts, and a strike at another parts producer that supplies lock systems for Honda. Both of those disputes have been resolved, the Honda spokesman said.

The strike affecting Honda and Nissan Wednesday was separate from the strike at a supplier plant owned by Japan's Denso Corp. that forced Toyota Motor Corp. to close down two assembly lines in China Tuesday, although the Denso plant also supplies parts to Honda.

The Toyota assembly lines were idle Wednesday.

****

BEIJING—Toyota Motor Corp. suspended production at a car-assembly plant in southern China Tuesday over a strike at a supplier, just a day after the Japanese company resumed production at a separate Chinese plant disrupted by labor action.

Hitoshi Yokoyama, a Beijing-based Toyota spokesman, said a strike at the supplier plant, Denso (Guangzhou Nansha) Co., has caused a shortage of fuel-injectors and other components that has forced Toyota's plant ...




富士康拟将苹果产品生产转至中国内地
FOXCONN TO SHIFT APPLE GADGETS PRODUCTION



Foxconn is preparing to shift part of its production of Apple gadgets from Shenzhen to north and central China, amid a greater willingness from the US company to work with factories away from its long-time Chinese hub.

富士康(Foxconn)正准备将一部分苹果(Apple)装置的生产从深圳转移到华 北和华中。目前苹果更愿意与自己长期中国制造中心以外的工厂打交道。

The move, aimed at containing costs, follows drastic wage hikes for large parts of the workforce of the Taiwanese-owned company, after a string of worker suicides and widening labour unrest.

此举旨在遏制成本。此前在发生一系列工人自杀和劳资纠纷扩大后,台资公司富士康的大部 分员工得到了大幅加薪。

As the world's largest electronics contract manufacturer, Foxconn is at the forefront of trends in southern China's so-called “workshop of the world.”

作为全球最大的电子产品代工制造商,富士康在中国南方的所谓“世界工厂”置身于各种趋 势的最前沿。

Apple is Foxconn's biggest customer.

苹果是富士康的最大客户。

Any move by Foxconn will add to momentum to the gradual diversification of global technology production away from a handful of locations in southern China and around Shanghai.

富士康的任何举动,都将增加全球科技产品生产逐渐分散化的势头,此前这些产品的生产集 中在华南和上海附近的少数几个地点。

Executives close to the annual negotiations between the two companies over next year's orders said Foxconn's demands to pass on some higher labour costs had not been met favourably by Apple.

据接近两家公司就明年订单举行的年度谈判的高管表示,富士康要求转嫁部分提高的劳动力 成本,未能得到苹果的积极响应。

“But Apple is more ready now to use some of the new locations,” one executive said.

“但苹果现在更愿意使用一些新的地点,”一名高管表示。

Foxconn and Apple declined to comment.

富士康和苹果均拒绝置评。

Foxconn has proposed two production sites to Apple: Tianjin in the north, where the company already has a plant, and central Henan, China's most populous province, where local governments are offering incentives to attract business.

富士康向苹果提议了两个生产地点:一是华北的天津,该公司在那里已经有一家工厂;二是 华中的河南省,这是中国人口最多的省份,地方政府正出台各种招商激励措施。

Foxconn and its flagship Taiwan-listed company, Hon Hai, makes many of Apple's iPods, iPhones and iPads.

富士康及其在台湾上市的旗舰公司鸿海(Hon Hai)为苹果制造大量iPod媒体播放器、iPhone手机和iPad平板电脑。

Apple works with fewer manufacturing partners than other branded electronic companies, paying a premium for close cooperation.

与其它品牌电子企业相比,苹果的制造合作伙伴相对较少,通过支付溢价获得密切合作。

This relationship has given the US company disproportionate influence on Foxconn's operations.

这种关系使这家美国公司对富士康的运营具有超出比例的影响。

Analysts estimate that more than 100,000 of Foxconn's 800,000 workers in China are working on Apple products.

分析师们估计,富士康在中国的80万名工人中,有逾10万人从事苹果产品的制造。

Apple also works with Taiwan's Quanta Computer at plants in Shanghai and Suzhou, where labour costs are outpacing the rest of the country too.

苹果还与台湾的广达电脑(Quanta Computer)在上海和苏州的工厂合作,那里的薪资涨速也超过了中国其它地方。

When the financial crisis hit export orders in 2008, Foxconn stopped hiring in Shenzhen and said it would use the crisis to shift capacity to cheaper locations.

2008年金融危机冲击出口订单时,富士康停止了在深圳的招聘,并表示将利用危机,将 产能转移至成本更低的地点。

But the headcount at Foxconn's main Shenzhen factory in Longhua is now back up at about 300,000 after dropping to 200,000 in late 2008, because of Apple's reluctance to use new factories when production needed to be ramped up last year as demand returned.

但是,在富士康在深圳龙华的主要工厂,员工人数在2008年末降至20万后,目前已回 升至大约30万,原因是在去年需求复苏、产量需要提高之际,苹果不愿使用新工厂。

The headcount in Shenzhen is expected to rise further because of demand for the iPad in the third quarter.

由于第三季度对iPad平板电脑的需求,深圳工厂的员工人数预期将进一步上升。


译者/和风


富士康拟将苹果产品生产转至中国内地 英国《金融时报》 席佳琳 北京报道

富士康(Foxconn)正准备将一部分苹果 (Apple)装置的生产从深圳转移到华北和华中。目前苹果更愿意与自己长期中国制造中心以外的工厂打交道。此举旨在遏制成本。此前在发生 一系列工人自杀和劳资纠纷扩大后,台资公司富士康的大部分员工得到了大幅加薪。作为全球最大的电子产品代工制造商,富士康在中国南方的所谓 “世界工厂”置身于各种趋势的最前沿。苹果是富士康的最大客户。富士康的任何举动,都将增加全球科技产品生产逐渐分散化的势头,此前这些产品的生产集中在 华南和上海附近的少数几个地点。据接近两家公司就明年订单举行的年度谈判的高管表示,富士康要求转嫁部分提高的劳动力成本,未能得到苹果的 积极响应。“但苹果现在更愿意使用一些新的地点,”一名高管表示。富士康和苹果均拒绝置评。富士康向苹果提议 了两个生产地点:一是华北的天津,该公司在那里已经有一家工厂;二是华中的河南省,这是中国人口最多的省份,地方政府正出台各种招商激励措施。富 士康及其在台湾上市的旗舰公司鸿海(Hon Hai)为苹果制造大量iPod媒体播放器、iPhone手机和iPad平板电脑。与其它品牌 电子企业相比,苹果的制造合作伙伴相对较少,通过支付溢价获得密切合作。这种关系使这家美国公司对富士康的运营具有超出比例的影响。分 析师们估计,富士康在中国的80万名工人中,有逾10万人从事苹果产品的制造。苹果还与台湾的广达电脑(Quanta Computer)在上海和苏州的工厂合作,那里的薪资涨速也超过了中国其它地方。2008年金融危机冲击出口订单时,富士康停止了在深圳 的招聘,并表示将利用危机,将产能转移至成本更低的地点。但是,在富士康在深圳龙华的主要工厂,员工人数在2008年末降至20万后,目前 已回升至大约30万,原因是在去年需求复苏、产量需要提高之际,苹果不愿使用新工厂。由于第三季度对iPad平板电脑的需求,深圳工厂的员 工人数预期将进一步上升。译者/和风



FOXCONN TO SHIFT APPLE GADGETS PRODUCTION

By Kathrin Hille in Beijing

Foxconn is preparing to shift part of its production of Apple gadgets from Shenzhen to north and central China, amid a greater willingness from the US company to work with factories away from its long-time Chinese hub.The move, aimed at containing costs, follows drastic wage hikes for large parts of the workforce of the Taiwanese-owned company, after a string of worker suicides and widening labour unrest.As the world's largest electronics contract manufacturer, Foxconn is at the forefront of trends in southern China's so-called “workshop of the world.”Apple is Foxconn's biggest customer.

Any move by Foxconn will add to momentum to the gradual diversification of global technology production away from a handful of locations in southern China and around Shanghai.Executives close to the annual negotiations between the two companies over next year's orders said Foxconn's demands to pass on some higher labour costs had not been met favourably by Apple.“But Apple is more ready now to use some of the new locations,” one executive said.Foxconn and Apple declined to comment.Foxconn has proposed two production sites to Apple: Tianjin in the north, where the company already has a plant, and central Henan, China's most populous province, where local governments are offering incentives to attract business.Foxconn and its flagship Taiwan-listed company, Hon Hai, makes many of Apple's iPods, iPhones and iPads. Apple works with fewer manufacturing partners than other branded electronic companies, paying a premium for close cooperation.

This relationship has given the US company disproportionate influence on Foxconn's operations. Analysts estimate that more than 100,000 of Foxconn's 800,000 workers in China are working on Apple products.Apple also works with Taiwan's Quanta Computer at plants in Shanghai and Suzhou, where labour costs are outpacing the rest of the country too.When the financial crisis hit export orders in 2008, Foxconn stopped hiring in Shenzhen and said it would use the crisis to shift capacity to cheaper locations.But the headcount at Foxconn's main Shenzhen factory in Longhua is now back up at about 300,000 after dropping to 200,000 in late 2008, because of Apple's reluctance to use new factories when production needed to be ramped up last year as demand returned.The headcount in Shenzhen is expected to rise further because of demand for the iPad in the third quarter.

戴明評論: 產官學界的新經濟領導

戴明評論: 產官學界的新經濟領導

Inside the Dire Financial State of the States
Ellen Weinstein for TIME












1. Inside the Dire Financial State of the States

By David von Drehle

Schools, health services, libraries — and the salaries that go with them — are all on the chopping block as states and cities face their worst cash squeeze since the Great Depression


2. 幾年前 中國開始擔心他國對它的妖魔化

它們發現 Made in China 是個惡標籤

所以希望提倡 Made with China

今晨 我終於在 BBC的WORLD SERVICE中看到它們的廣告


比較

1.上周六看到的REX 所穿的 "China-Free" (沒有中國貨色)的襯衫

2. 台灣某鞋廠回台灣設廠做訂製鞋: Made in Taiwan

3. 中國的汽車 Made in U.K.或 Made in Japan



3. 哈佛大學的領導培訓

3之1

Program for Leadership Development Accelerating the Careers of High-Potential Leaders

Dates and Fees

  • July 26–October 2, 2010 — Module 1 (Off-Campus)
  • October 3–16, 2010 — Module 2 (On-Campus)
  • October 17, 2010–January 15, 2011 — Module 3 (Off-Campus)
  • January 16–29, 2011 — Module 4 (On-Campus)
  • $37,500

  • December 13, 2010–February 19, 2011 — Module 1 (Off-Campus)
  • February 20–March 5, 2011 — Module 2 (On-Campus)
  • March 6–June 18, 2011 — Module 3 (Off-Campus)
  • June 19–July 2, 2011 — Module 4 (On-Campus)
  • $38,500
  • The program fee covers tuition, books, case materials, accommodations, and most meals.

Investing in the next generation of leaders is critical to sustain competitive advantage through the downturn—and achieve corporate growth over the long term. The Program for Leadership Development equips functional managers with the advanced decision-making and execution skills they need to excel as multifaceted leaders. Participants emerge well equipped to take on greater cross-functional responsibilities—and ultimately drive performance throughout the organization.

What You Can Expect
Designed for individuals who will assume the cross-functional responsibilities of company leadership, PLD presents an integrated view of the fundamentals of management. Leveraging advanced strategies and techniques, participants learn how to excel in decision making and execution.

Who Is Right for the Program
Created for managers and functional specialists with approximately 10 years of work experience, PLD serves individuals with excellent prospects for leadership within their organizations. Participants represent diverse business functions, companies, industries, and countries.

Investment in the Future
By helping participants develop a broader vision for company success, PLD helps organizations groom the next generation of high potential leaders. Young executives reap extraordinary personal and professional growth, while organizations benefit from sustained corporate advantage.

Your Course of Study
With both on- and off-campus modules, this executive education program offers an integrated set of individual and classroom components. This in-depth leadership training program is well suited to the needs and time demands of this important group of managers.

Comprehensive Leadership Programs Summary
Compare the key features of Harvard Business School's three comprehensive leadership programs—the Advanced Management Program, the General Management Program, and the Program for Leadership Development.

A limited amount of partial scholarship funding may be available for qualified applicants from not-for-profit organizations. To be considered, you must complete and submit your application and include a request for funding. FOR MORE INFORMATION, please contact Ms. Deborah Hooper, Portfolio Director, at +1-617-496-3876.


*****

2010 年06月30日 06:45 AM

公平是什么?
EVERYBODY WANTS FAIR PLAY – SHAME WE CAN'T AGREE WHAT IT IS



Labour's election slogan, “a future fair for all”, was vacuous. No surprise there, I suppose: it was an election slogan after all. Fairness is one of those ideas that fails a basic test in a slogan or a mission statement – could you imagine anyone campaigning for unfairness? Moreover, fairness means very different things to different people.

“全民公平的未来” ——英国工党的这句竞选口号非常空洞。我想这并不令人意外——毕竟它是一个竞选口号。有些观点不符合口号或使命宣言的基本标准,公平就是其中之一——你能 想象有人以不公平为口号参加竞选吗?再者,不同的人对公平的理解也有所不同。

For instance, if Sue earns £20,000 and Jane earns five times as much, £100,000, what's the fair burden of tax? An extreme libertarian view is that all tax is armed robbery from the biggest gangster of all, the government. An extreme utilitarian view is that as long as Jane's post-tax income is greater than Sue's she has less need of the money and should be the first port of call for any extra taxation. It would be perfectly fair, under this view, for Jane to pay 75 per cent tax and Sue to pay nothing, and the only objection would be the practicalities.

例如,如果苏(Sue)收入2万英镑,而简(Jane)的收入是苏的5倍——10万英 镑。公平的税负应该是多少?极端的自由主义观点认为,任何税收都是政府这个最大的强盗对人民的武装抢劫。极端的功利主义观点认为,只要简的税后收入高于苏 的税后收入,她就更没有必要拥有这些钱,就应该是额外征税的首选。根据这种观点,简按75%的税率纳税,而苏不用纳税将是绝对公平的,唯一的问题将是可行 性。

I have a grudging respect for both sides of this argument. But in reality, we fudge a middle ground. Most people seem to think that it's reasonable for Jane to pay a higher percentage of her income as tax than Sue does. But some would say that if Jane pays £10,000 and Sue pays £3,000, Jane has contributed more than her fair share, even if the average tax rate she faces is lower. Further confusing the issue are taxes on fuel, cigarettes, air fares and other items which are correlated – imperfectly – with a particular level of income.

我勉强同意这两种观点。但在现实中,我们以中间立场来应付。大多数人似乎认为,简按更 高的税率纳税是合理的。但一些人会说,如果简纳税1万英镑,而苏纳税3000英镑,简交的税就超出了公平的份额,即使她的平均税率较低。对燃料、香烟、机 票以及其它与特定收入水平(不紧密)相关的物品征收的税收,又让这个问题变得更加混乱。

Greg Mankiw, a Harvard economist, author of a bestselling textbook and a former adviser to George W. Bush, has published an essay arguing that the utilitarian viewpoint, even in a mild form, is wrong. He thinks most people would agree with him once they thought about the implications. One such implication is that the US should impose a heavy tax on all its citizens and send the cash to much poorer people in the developing world. Mankiw is right to think that few Americans would support such a policy; he's wrong to regard this as a strong argument against utilitarianism. It might equally be an argument against treating casually held moral intuitions too seriously.

哈佛大学(Harvard)经济学家格雷格•曼昆(Greg Mankiw)发表文章称,功利主义观点(即便是温和的)是错误的。曼昆是一本畅销教科书的作者,还是乔治•W•布什(George W. Bush)总统的前任经济顾问。他认为,一旦考虑到功利主义的含义,大多数人就会同意他的观点。其中一个含义是,美国应该对所有本国公民课以重税,并把钱 送给发展中世界更为贫穷的人。曼昆认为没有多少美国人会支持这种政策;在这一点上他是正确的;但他把这种观点作为反对功利主义的有力论据是错误的——它同 样可以用于反对把偶然出现的道德直觉太当回事。

“Fairness”, in Mankiw's view, is not about distribution, but about people getting what they deserve. But that naturally raises other questions. I'm not convinced by Mankiw's various arguments, but another Harvard academic, the late Robert Nozick, produced a much better one: the famous “Wilt Chamberlain” thought experiment.

按照曼昆的观点,“公平”无关乎分配,而关乎民众是否获得其应得的东西。但这自然会引 出其它问题。我对曼昆的各种论证并不信服,但另一位哈佛学者、已故的罗伯特•诺齐克(Robert Nozick)提出的观点要好得多:即著名的“威尔特•张伯伦(Wilt Chamberlain)”思想实验。

Imagine, said Nozick, a “fair” distribution of income. After the government somehow imposes that distribution, then imagine that a million people are willing to pay 25 cents each to see basketball games featuring Wilt Chamberlain, a star of the day. Each is now 25 cents poorer and Chamberlain is a quarter of a million dollars richer. Everyone has been made happier by this voluntary set of transactions. How, then, can we say that the original distribution was “fair” and the new distribution is “unfair”? Leaning on this logic, Nozick argued that fairness must be more a matter of fair processes rather than fair shares.

诺齐克说,想象一下收入得到“公平”分配。在政府以某种方式完成分配后,再接着想像一 下,有一百万人愿意每人花25美分看威尔特•张伯伦(当时的篮球明星)的篮球比赛。现在每人少了25美分,而张伯伦多了25万美元。通过这种自愿形式的交 易,所有人都变得更幸福了。那么,我们怎么能说最初的分配是“公平的”,而新的分配是“不公平的”呢?基于这种逻辑,诺齐克认为,公平与其说与份额公平有 关,还不如说与过程公平有关。

The difficulty with both the Wilt Chamberlain argument and Mankiw's vaguer claim that people should get what they deserve is that people have different starts in life. Chamberlain had talent. Others have expensive educations, or the good fortune to be born in the right country. All these things have real economic value. Do any of them mean that the lucky winners deserve more?

无论是张伯伦论点,还是曼昆那种较为含糊的说法(人们应获得其应得的东西)都存在一个 不足之处,即人们生活的起点不同。张伯伦才华横溢,另一些人得以接受昂贵的教育,或幸运地出生在正确的国家。所有这些都具有实际的经济价值。难道这些意味 着幸运的赢家应该得到更多吗?

The lesson I draw from Nozick's argument is not that redistribution is always unjust. It is that the earlier in life all talents can be nurtured, the less we will have to worry about spreading the wealth around later.

我从诺齐克的观点中得出的领悟不是再分配总是不公平的,而是所有的天才越早得到培养, 我们就越不会为以后的财富分配担忧。

Tim Harford's latest book is ‘Dear Undercover Economist' (Little, Brown)

蒂姆•哈福德的新书是《亲爱的卧底经济学家》(Dear Undercover Economist),由利特尔-布朗公司(Little, Brown)出版。


译者/君悦

2010年6月26日 星期六

Peter R. Scholtes, 1938-2009


Dear Friends,

I plan to have a small meeting to remember Peter Scholtes (1938-2009)on the morning of
June 26th, 2010.周六

歡迎蒞臨華人戴明學院

規 則之一 是必須準備在訪客留言上寫些東西
有東西能與朋友分享 最好
譬如說
要發表者 (包括我) 請將講題告知
10點前可來聊天

Peter R. Scholtes, 1938-2009

Peter  Scholtes

Peter Raymond Scholtes died on the morning of July 11 at his home in Madison, Wisconsin, surrounded by family. Peter had a profound impact on those who loved him, and on many more who never met him. He was blessed with amazing talents, and shared them generously with people all over the world. Throughout his life--whether as a priest, musician-composer, social worker, teacher, community organizer, therapist, author, or consultant--Peter had a genius for making complex and important ideas easy to grasp and put to use. He was confident in his convictions, but embraced differences, and cherished his friendships that bridged cultures and countries.

Peter wrote the hymn "They'll Know We Are Christians by Our Love" while he was a parish priest at St. Brendan's on the South Side of Chicago in the 1960s. At the time, he was leading a youth choir out of the church basement, and was looking for an appropriate song for a series of ecumenical, interracial events. When he couldn't find such a song, he wrote the now-famous hymn in a single day. His experiences at St. Brendan's, and in the Chicago Civil Rights movement, influenced him for the rest of his life.

After working in the public sector in Lynn, Massachusetts, and Madison, Wisconsin, Peter became a consultant with Joiner Associates in the 1980s, traveling the globe to help businesses engage employees' talents more fully, humanely, and effectively. He co-authored The Team Handbook, which was named one of The 100 Best Business Books of All Time (in the book of that title). After starting Scholtes Seminars and Consulting, he wrote the classic The Leader's Handbook in 1998, which made the definitive case against performance appraisal--a practice he argued was demoralizing and wrong.

Peter often told stories of a very happy childhood in Oak Park with loving parents and sisters and a large extended family. Peter was born to Lambert Peter and Mary Rose Scholtes on November 20, 1938 in Evanston, Illinois, and grew up in Oak Park, where he attended Ascension School and Fenwick High School before studying at Quigley and St. Mary of the Lake-Mundelein seminaries. He earned his Masters in Adult Education and Organization Development at Boston University.

Peter and his wife Peg blended their families and raised their four children in the city that he loved, Madison. They welcomed friends and strangers from around the world to live with them in their loving, crazy, and active home. Peter's sense of humor and irony were a cornerstone of the household. He loved being a father. His kids remember a family life filled with love, music, singing, and elaborate ways to make group decisions. Nothing made him happier in his final years than spending time with his grandchildren. "Boppy" was "crazy, nuts, and gaga" for them.

After illness forced his retirement, Peter stayed involved in the community, volunteering every week at Meriter hospital in the Day Rehab program, where he had been a patient. The Capitol Square was his front yard, and he always looked forward to his weekly trips to the Farmer's Market. The decision to stay at home at the end of his life was enabled by Hospice Care and loving family and friends, especially Fazel Hayati.

He is deeply missed by his wife Peg Scholtes; his sisters Carol Reilly and Mary Kay Marcum (and her husband Jim Marcum); his children Peter S. Scholtes (and his fiancee Jenny Woods), Matthew Scholtes (and his wife Gretchen Kapperman), Jenna Hansen (and her husband Paul Hansen), Benjamin Casbarro, and Abbi Alemu; his grandchildren, Sophia and Lilah Hansen; and his "fluffy white thing," Moxie.

Peter always ended his business letters wishing people joy in their work, and ended every prayer with "And let there be peace in the world."

A Memorial Celebration of Peter's Life

SHE/EHS/HSE

Ken Chang 送一本台灣安全文化 2009 國際論檀手冊
他跟我和Ken Su說
DuPont 以前採用SHE說法

不過現在多強調環保所以 EHS( 環保健康安全)

然兒我翻閱台灣安全文化 2009 國際論檀手冊
發現這也不盡然如此

譬喻 M. F. Henderek的keynote speech
A New Perspective:ExxonMobil's Journey from the Vadez Oil Spill to Safety, Health and Environmental Excellence

HSE
管理的角色:連接人類行為的歷史眼光 (林光震 /Shell 系統)




2010年6月25日 星期五

雅集 COMMUNITY RESOURSE CENTER

時間 7月10日早上10點起至12點

地點 台北市新生南路3段88號2樓


主題

茶與詩 蘇錦坤
安全與風險 張慶麟
莎士比亞: 宗教與領導 鍾漢清

2010年6月24日 星期四

紀念Peter Scholtes -- 在工作中創造自豪與喜悅(待整理 待續)

該用什麼方式來紀念一下我們所喜歡的 Peter Scholtes 呢?
首先 我比較一下他的兩本暢銷書作品
The Leader Handbook 遠比 The Team Handbook (第2版改為3人合著)好
怎麼說呢
譬如說 前者各章都有"練習題"--- 它們充分發揮 Peter 的"功力"

壯志凌宵漢;
無改在山清。

Ken Su @ 雅集

初次到和清兄書齋
深感
藏書風富涵蓋廣泛
地點優異
是文人志士雅集的最好場所話

Kenny Zhang張慶麟









http://management.curiouscatblog.net/2009/07/11/peter-scholtes/
我在他的網路上做這樣的簡單留言:

Last month, I realised Peter was dead.恐

Tommorow we'll have a small meeting to remember him in Taipei.

We'll have a special issue for him in our annual conference and book.

Peter's last book The Leader's Handbook is a best selling book in Taiwan and China. I am very pleased he wrote me two letters to help me better understanding his points before the publishing Chinese version of it. Many of his readers agree it is a masterpiece. The leadership according to Peter's is with love and healing power at least.

I personally regretted I did not attend TWEDI's Wisconsin conference in 2008. I wrote to Prof. Orsini to inquire Peter's health condition then.

An aspect of Peter's character revealed in his writing and speeching (BDA's booklet). He is our "leader" in this part of world. I miss him.

這網站有三位名人
eter Scholtes
photo of George Box, John Hunter and Peter Scholtesphoto of (from right to left) Peter Scholtes, John Hunter and George Box in Madison, Wisconsin at the 2008 Deming Conference

Peter Scholtes died peacefully this morning in Madison, Wisconsin. His family was with him.



"It was a happy surprise when I found out Peter Scholtes wrote They Will Know We are Christians by our Love (link to a nice mp3 recording of the song). I think it is a wonderful song. Here are the words to that song (and a webcast is below):

We are one in the spirit we are one in the Lord
We are one in the spirit we are one in the Lord
And we pray that all unity will one day be restored

And they’ll Know we are Christians by our love, by our love
Yes they’ll know we are Christians by our love.

We will walk with each other we will walk hand in hand
We will walk with each other we will walk hand in hand
And together we’ll spread the news that God is in our land.

We will work with each other we will work side by side
We will work with each other we will work side by side
And we’ll guard each man’s dignity and save each man’s pride

All praise to the father from whom all things come
And all praise to Christ Jesus his only son
And all praise to the spirit who makes us one."

-----

They’ll Know We Are Christians By Our Love (FEL S-252) 1968


Best known as the composer of the title tune which went beyond its mainline roots to become the banner song of the Jesus movement. Despite that tune’s popularity this South Side Chicago reverend’s lp remains relatively unknown. Not so much a solo lp as a collection of his songs performed by members of his congregation. Hence a very homemade sound, with some songs like the title done almost like a Gregorian chant with folk backing. Others are performed by the Saint Brendan’s Choir who jam in a folky youth ensemble bossa nova style with guitars and flute while pounding away on conga drums, maracas, bongos, and temple blocks. A couple pleasant acoustic tunes with different lead singers. Includes selections from Missa Bossa Nova and Mass Of 67th Street (which adds sax to the mix). (Ken Scott - Archivist)


利用電腦翻譯


在工作中創造自豪與喜悅
Creating Pride and Joy at Work

Peter R. Scholtes, 1938-2009


彼得 雷蒙德 斯科爾特斯在2009年7月11日上午逝世威斯康星州麥迪遜的家中,當時人在側

彼得對愛他喜歡他以及許多從未謀面的人都有深遠的影響力多才多藝更慷慨地與世界各地的人分享在他的畢生中 - 無論是做為一名牧師,音樂家,作曲家,社會工作者,教師,社區組織者,治療師,作家,或顧問 - 彼得天生英才能將許多雜而重要的想法讓人容易掌握之,利用他對自己的信念很有自信而也能包容異者,他更珍視他在做為文化和國家樑時所建立的友誼。

Peter Raymond Scholtes died on the morning of July 11 at his home in Madison, Wisconsin, surrounded by family. Peter had a profound impact on those who loved him, and on many more who never met him. He was blessed with amazing talents, and shared them generously with people all over the world. Throughout his life--whether as a priest, musician-composer, social worker, teacher, community organizer, therapist, author, or consultant--Peter had a genius for making complex and important ideas easy to grasp and put to use. He was confident in his convictions, but embraced differences, and cherished his friendships that bridged cultures and countries.

彼得在20世紀 60年代的芝加哥的 South Side聖布倫丹教堂當神父時寫過讚美詩“透過我們的愛人人會知道我們是基督徒”。當時,他帶領一青年合唱團走出教堂地下室,他在尋找合適的歌曲可用在一系列的旨在讓種族之間的關係癒合為一的活動。他找不到這樣的歌曲,就在一 天寫了這首現在著名的讚美詩聖布倫丹教堂,在芝加哥的民權運動等的經驗,影響了他的一生。


Peter wrote the hymn "They'll Know We Are Christians by Our Love" while he was a parish priest at St. Brendan's on the South Side of Chicago in the 1960s. At the time, he was leading a youth choir out of the church basement, and was looking for an appropriate song for a series of ecumenical, interracial events. When he couldn't find such a song, he wrote the now-famous hymn in a single day. His experiences at St. Brendan's, and in the Chicago Civil Rights movement, influenced him for the rest of his life.


彼得服務過馬薩諸塞州的 Lynn和威斯康星州的麥迪遜等地的公共部門之後,他在 80年代中加入喬伊納顧問公司,得以到世界各地去幫助企業,讓其員工的才能夠更充分,更人道,更有效地發揮。他撰寫了團隊手冊 (後來第2版是合著),榮登"史上100本最佳商業書籍"榜。他自立Scholtes Seminars and Consulting之後,他在1998年寫出 戴明領導手冊,它已是一本經典之作它對於績效考核制 (他認為這種做法令員工洩氣又是錯誤的)作出最有力的控訴


After working in the public sector in Lynn, Massachusetts, and Madison, Wisconsin, Peter became a consultant with Joiner Associates in the 1980s, traveling the globe to help businesses engage employees' talents more fully, humanely, and effectively. He co-authored The Team Handbook, which was named one of The 100 Best Business Books of All Time (in the book of that title). After starting Scholtes Seminars and Consulting, he wrote the classic The Leader's Handbook in 1998, which made the definitive case against performance appraisal--a practice he argued was demoralizing and wrong.


彼得經常講些他童年在伊州橡樹園(Oak Park)村的幸福故事,他有親愛的父 母和姐妹和大家庭。彼得父母 為Lambert Peter 和 Mary Rose Scholtes,1938年11月20日出生於伊利諾州的Evanston,而他成長於Oak Park村,在那裡他讀 Ascension學校和Fenwick 高中 ,再進 Quigley 和St. Mary of the Lake-Mundelein 神學院進修他取得波士頓大 學的"成人教育暨和組織發展"的碩士學位。

Peter often told stories of a very happy childhood in Oak Park with loving parents and sisters and a large extended family. Peter was born to Lambert Peter and Mary Rose Scholtes on November 20, 1938 in Evanston, Illinois, and grew up in Oak Park, where he attended Ascension School and Fenwick High School before studying at Quigley and St. Mary of the Lake-Mundelein seminaries. He earned his Masters in Adult Education and Organization Development at Boston University.

彼得和他的妻子Peg在他們喜歡的城市,麥迪遜成家並撫養四個子女。他們那充滿愛心,狂野,活力的家中經常有來自世界各地的朋友和異鄉人共住。彼得的幽默感和反諷是維繫全家的基石。他喜歡當父親。他的孩子所記住的家庭生活,充滿了愛,音樂,歌唱,以及行使群體決策的種種巧妙方式。他的最後幾年與孫輩相處最為快樂無比。對他們而言, “Boppy”爺爺是個集“瘋老,狂老和怪老"一身的好玩伴

Peter and his wife Peg blended their families and raised their four children in the city that he loved, Madison. They welcomed friends and strangers from around the world to live with them in their loving, crazy, and active home. Peter's sense of humor and irony were a cornerstone of the household. He loved being a father. His kids remember a family life filled with love, music, singing, and elaborate ways to make group decisions. Nothing made him happier in his final years than spending time with his grandchildren. "Boppy" was "crazy, nuts, and gaga" for them.

彼得生場大病之後不得不退休,然而他仍積極參與社區的志願服務每週一天去 Meriter醫院 (他病中受過此醫院照料)協助其"日間康復方案"國會大廈廣場是他的前院,他總是盼望每週能造訪農市。他之所以能夠在家中辭世,多虧臨終關懷和溫馨 的家人和朋友們,尤其是 Fazel Hayati 的協助。

After illness forced his retirement, Peter stayed involved in the community, volunteering every week at Meriter hospital in the Day Rehab program, where he had been a patient. The Capitol Square was his front yard, and he always looked forward to his weekly trips to the Farmer's Market. The decision to stay at home at the end of his life was enabled by Hospice Care and loving family and friends, especially Fazel Hayati.

他的親人都深深地懷念他: 妻子Peg Scholtes; 姐妹 Carol Reilly 和 Mary Kay Marcum (同其夫Jim Marcum) 他的兒子Peter S. Scholtes (同未婚妻 Jenny Woods), Matthew Scholtes (同其妻Gretchen Kapperman),女兒Jenna Hansen (同其夫 Paul Hansen),兒 Benjamin Casbarro和 Abbi Alemu;孫輩 Sophia and Lilah Hansen;以及剛出生的“蓬鬆白色的東西,”小莫克。


He is deeply missed by his wife Peg Scholtes; his sisters Carol Reilly and Mary Kay Marcum (and her husband Jim Marcum); his children Peter S. Scholtes (and his fiancee Jenny Woods), Matthew Scholtes (and his wife Gretchen Kapperman), Jenna Hansen (and her husband Paul Hansen), Benjamin Casbarro, and Abbi Alemu; his grandchildren, Sophia and Lilah Hansen; and his "fluffy white thing," Moxie.


彼得的
商業信函總是用"祝在工作中充滿喜悅",而每次禱告用“願世界和平與平安”當結語。

Peter always ended his business letters wishing people joy in their work, and ended every prayer with "And let there be peace in the world."


(參考


---
"St. Brendan's Church at 67th and Racine ave. on the south side of Chicago was founded in 1889 as a mission of St. Bernard church at 66th and Stewart ave. Rev. Bernard P. Murray, pastor of St. Bernard parish, purchased the First Baptist Church of Englewood which had been built at Englewood and Stewart aves. The frame edifice was moved to the southeast cor. of 67th and Bishop st. in the area known as "Englewood on the Hill" and here it was rededicated as St. Brendan Church on May 11, 1890 by Archbishop Patrick A. Feehan...
In 1899, ground was broken for a new church as well as for the present rectory at 6714 S. Racine ave...At first, only one level of the present Gothic edifice was completed, work on the structure was not resumed until May 1913. In the meantime the old frame church on 67th st. was torn down and a two story frame school was constructed in its place. The Sinsinawa Dominicans opened St. Brendan school in the fall of 1901. The school age population of the parish grew so rapidly that by 1904, 700 children were enrolled. Within six years the school building was filled to capacity."
[page 140, A HISTORY OF THE PARISHES OF THE ARCHDIOCESE OF CHICAGO, by the Rev. Msgr. Harry C. Koenig, S.T.D., Chicago 1980, 2 vols.]

Koenig also mentions a Rev. Francis Caraher (1864-1921) who may be the priest whose name appears on your marriage certificate. His name is not mentioned in connection with St. Brendan's, but he was pastor at Maternity, BVM parish on the northside of Chicago in the early 1900's, having come from a parish in the Joliet, Ill. area.)


*******

A Question of Trust 信任的力量

A Question of Trust: The BBC Reith Lectures 2002


Onora O Neill - 2002 - 116 頁
books.google.com - 關 於此書 - 更 多書籍結果 »

信任的力量


信任的力量 by Onora O' Neill

信任的力量
書 名○信任的力量 (2008)
 A Question of Trust
作 者○ Onora O' Neill
導讀○失去的信任,可以恢復嗎?(沈雲 驄)
這是個欺騙的時代。

習慣欺騙與被騙的人,如今都在高 度不信任的氣氛中,共同生活、繼續對話。儘管憂心的研究者不斷提出建言,希望能重建我們社會中良好的信任基礎,但看看每天所發生的新聞事件,這個社會的﹁ 信任危機﹂,似乎依舊一天天的惡化。在這本小書中,政治哲學家昂諾娜‧歐妮爾為這個龐大且沉重的疑問,提出簡潔而有力的答案,發人深省。


歐 妮爾與芮斯講座


擁 有美國哈佛大學博士學位的昂諾娜‧歐妮爾,曾先後任教於美國與英國多所知名大學,目前是英國劍橋紐罕學院院 長,多年來活躍於歐美政治哲學領域,也是少數榮獲英國女皇冊封爵位的知名學者。二○○二年,歐妮爾應英國國家廣播公司(British Broadcasting Corporation,簡稱BBC)之邀,擔任著名的「芮斯講座」(Reith Lecture) 學者。


芮斯講座是BBC 為了紀念該公司首任執行長約翰‧芮 斯(John Reith)而設立的講座,一九四八年至今,該公司每年都會邀請重要的學者 針對關鍵話題舉辦講座,並在廣播節目 中播放。例如美國史學家丹尼爾‧波斯丁(Daniel Boorstin)、二○○三年 過世的印裔學者艾德華‧薩伊德(Edward Said,講座內容輯結為《知識份子論》一書)倫敦政經學院院長安東尼‧紀登 斯(Anthony Giddens) 等,都曾先後擔任該講座的座上賓。


這本《信任的力量》(A Question of Trust),就是依據歐妮爾在「芮斯講座」的講稿整理而成。選擇「信任」這個題目,一 方面是由於英國(以及全 球其他國家)近年來不斷爆發的重大政治與社會事件,例如此起彼落的政治醜聞、企業弊案、公共衛生與安全危機等,不斷挑起人民的不安全感以及對週遭一切事務 的疑慮。二方面,則是歐妮爾認為目前關於﹁信任危機﹂的主要論述,非但無法解決問題,甚至可能將人們引導到更危險的方向。本書原中譯本《我們為什麼不再信 任》曾於二○○四年間出版,一度在華文世界知識圈引起熱烈討論,但幾年過去,許多國家依舊陷在信任危機的泥淖中,無法自拔。


不斷惡化的 信任危機

無 論哪個國家,幾年來的民意調查都指向同一個答案:從政府、企業、媒體到各行各業的專業人士,被公眾信任的程度都在快速滑落。特別是在政治上,人民似乎對政 府充滿不信任。硬是要打伊拉克的美國總統小布希、貪污醜聞頻傳的泰國前總理達新、處心積慮要延任的南美洲強人查維茲,只是幾個比較明顯的例子。

在 台灣,就更不必說了。政黨輪替前如此,換黨執政後也沒有什麼改善。這點不需要什麼統計調查,隨便找幾個人問問,就不難感受到台灣人對於政治人物的信任度有 多低。領袖言行不一,官員口若懸河,政客極盡詭辯,政策反覆無常,都是人們不再信任政治人物的理由。


台大政治系教授胡佛所主持的「東亞民主化與價值變遷:比較調查研究」計畫,在二 ○○一年間進行的調查顯示,將近 七成的台灣民眾「不信任政黨」,六成五的人「不相信國會」,「不相信中央政府」的也高達近五成。人民不信任政治人物的重要理由之一,是認為政治人物大多自 私自利,經常利用職務中飽私囊。有高達五成六五的台灣民眾認為「多數地方政府官員貪污」,另外有高達四成七五認為「多數中央政府官員貪污」。


換言之,從政府到政黨,無論中央或地方,政治如今是在人民高度懷疑的氣氛下運 作。一般認為,這些政治人物必須為 這樣的現象負起最大的責任,無論是美國前總統柯林頓的緋聞案,英國首相布萊爾與美國總統小布希的攻伊行動,乃至於各種對台灣政治領導人的操守指控,這些質 疑雖然沒有直接摧毀這些人的權力,卻一再升高了人民對政府的懷疑。


媒 體的處境亦然。報紙與雜誌,電視或廣播,可信度和它們所供給的訊息數量成反比,媒體愈是瘋狂地供給資訊,民眾愈是對這些資訊的真實性質疑。超過半數的台灣 民眾根本不信任報紙,不信任電視的也有近五成。無論是新聞或綜藝節目,在政府與企業廣告主一再透過所謂的「置入性行銷」的侵襲下,在民眾心目中的可信度也 愈來愈低。


企業自然不必 說了。汽車銷售員、廣告業者、保險 顧問,甚至銀行家、高階經理人,長期以來都不是民眾心目中值得信賴的對象,調查顯示這些人被民眾認為「誠實」的比率都低於兩成。除了不斷爆發的企業倒閉、 內線交易、五鬼搬運、惡性掏空等事件,最近幾年在「黑心電視」、「黑心玩具」、「黑心食品」接二連三引發公眾衛生與安全疑慮之後,更多人對企業感到反感, 普遍認為這些企業唯利是圖,什麼壞事都幹得出來。


更糟糕的 是,原先應該最容易獲取大眾信任的各種專業人士,如今也陷入信任危機。我們不敢輕易相信醫生,因為他們可能經驗不足而導致傳染病擴散,或者會為了自己的利 益而做出有害病人的建議(例如割除女病人的子宮);我們不敢相信護士,因為他們可能會粗心大意打錯要命的針;我們不敢相信會計師,因為他們經常和企業勾 結,欺騙廣大的投資者;我們更不敢相信所謂的投資專家,因為害怕被這些人出賣,賠掉大眾所託付的血汗錢。


信 任危機與懷疑文化


然而,歐妮爾似乎並 不這麼悲觀。在書中她提醒我們反過來思考:信任危機是否真如我們所說的那麼嚴重?「今日人們不信任的程 度真的遠勝過古人嗎?」她說:「我們的信任感是真的比過去來得低,還是說,我們其實只是在懷疑而已?」


要證明這是史無前例的新信任危機,必須要有足夠的證據才行,歐妮爾認為,我們不能因為 「有些」醫生或科學家不值得信任, 「有些」公司或政治人物不值得信任,「有些」騙子或同事不值得信任,就全盤否定了這些人。因為,信任「不是完美無瑕的」,能舉出一些例子,並不代表我們正 生活在史無前例或日益加深的信任危機中。


相 反的,歐妮爾提 醒我們:我們儘管口中抱怨不斷,實際上卻繼續在主動付出我們對他人的信任,只是自己沒有察覺。譬如說,我們會喝自來水公司供應的水,吃餐廳端出來的食物; 我們會使用公眾交通工具,甚至會繼續搭飛機,包括那些信譽不佳的航空公司;我們會看電視、買報紙;我們會購買由藥廠製造出來的藥品,會相信醫生、法官,甚 至電視主播。


目前所流行 的各種呼籲,在歐妮爾看來,未必是 建立信任最有效的辦法。因為,這些呼籲反而往往可能傷害信任。比方說,政治學者鼓吹的「陽光法案」,管理學界不斷討論的「公司治理」,效果可能未必如人們 想像中那般神奇。「如果我們三不五時就把植物的根拔起來看看長得好不好,並不能讓它長得茂盛。」歐妮爾說:「對政治或企業也一樣,如果我們經常把它們的根 拔起來,檢查看看是否每件事都進行得很透明可靠,恐怕也不能讓它們蓬勃發展。」換言之,我們為自己構築的嚴格負責制度,其實只會損傷信任,而不是維護信 任。


面對信 任危機


信任,不僅是政治與社會問題,也是經 濟威脅。諾貝爾經濟學獎得主勞勃‧艾羅曾經將「信任」視為經濟活動中「必要的潤滑劑」(essential lubricant), 它不僅是交易的基礎條件,也是企業提升效率與降低成本的關鍵之一。而在那些公眾信任經常遭到背叛的國家,經濟實力也會受到嚴重打擊。比方說貪污,這種政府 官員背棄人民信任的行為,對於企業獲利與國家競爭力都有極大的傷害,研究發現清廉度愈高的國家,競爭力愈強,國民所得也愈高。反之,在貪污愈是盛行的國 家,企業獲利與民間財富都會遭到侵蝕。


當 然,「信任」問題 在未來可能不再是太大的威脅。因為人們在習慣被欺騙之後,會衍申一套新的「選擇性信任」機制。大多數時候,人們似乎知道什麼時候該相信什麼人,什麼時候又 該對什麼人表示高度懷疑。例如廣告,能打動人心的已經愈來愈少;政治人物的宣傳口號所能發揮的威力,也較過去遠遠不如;甚至,很多人明明不信任某些政治人 物,卻還是會心甘情願把選票送給對方。


我 們可能不需為自己 所有的不信任而自責,一來,有些人可能是永遠不能被信任的。比方說政治人物,人民必須永遠在不信任的基礎上睜大眼睛監督他們,政治愈是不清明的國家,愈是 應該如此,閉上眼睛對政治人物付出信任的人民,往往最後會付出愚蠢的代價。曾經榮獲普立茲獎、被譽為美國「最佳政治新聞記者」的美國《華盛頓郵報》資深專 欄作家大衛‧布羅德(David Broder)就說,「當你發現一個人很想當總統,而且會為此而花上兩年的時間來組織和競 選,這個人本來就不能被信任。」


何 況,正如歐妮爾所言,我 們其實都知道,人生無法排除背叛。人需要信任別人,並非因為每件事是都可預測、可保證,而是因為人本來就生活在缺乏保證的情況之中。聲稱有「信任危機」, 歐妮爾說,只不過是說明了我們有個不切實的渴望:「希望擁有一個完全安全順遂的世界,讓一切會破壞信任的因素都一掃而空。」生在這個複雜的世界裡,我們除 了必須謹慎地付出信任,也必須如歐妮爾這樣,正確地認識所謂的「信任危機」。

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