"The atmosphere in the US at that time was one of fear, terror, careful what you say, be careful to whom you say it."
2016年4月30日 星期六
2016年4月29日 星期五
開場白 Dr. Herbert Simon presenting the John Gaus Lecture
開場白 Dr. Herbert Simon presenting the John Gaus Lecture
2008.6.20
可能在1999年
我與 Herb 通信時說，我會設一網路大學，
來討論他的學問，希望能發揚光大。
匆匆近十年消逝了。
我想，起碼該有個blog來雜記相關的資料和資訊。
所以就從今天起：
HC交往圈
2008/6/20 不定期報告（補充2 0622）
“每年6月15日， 我會上網找故友 Herbert Simon的。 今天發現英國曼徹斯特大學每年有一周的 政治決策與領導等會議”。
Dr. Herbert Simon presenting the John Gaus Lecture at the 2000 annual meeting of the American Political Science Association....Herbert Simon APSA Gaus Lecture Political Science
這是HAS的老本行（博士論文）在最後關頭，承認他的畢生成就。
這影片大概是2000年的科技。 我們在2002網路上看過。（Bruce和我） 講稿翻譯過。現在被放在You Tube上。
It is a special pleasure for me to give a lecture named in honor of John M. Gaus. My files still retain several gracious letters from him to a young colleague, one after a session in which we had participated at the 1950 APSA meeting; another commenting on a paper I had published in APSR in 1953.
我能在這兒發表紀念John M. Gaus的講座論文，特別榮幸和高興。我的存檔中仍保留著好幾封他寫給鄙人的(一個年輕同道)和溫厚的信，一封是1950年我們共同參加美國政治學會的會議(APSA)之後；另外一封是對我在1953發表在《美國政治學研究》上論文的評論。
2008.6.20
可能在1999年
我與 Herb 通信時說，我會設一網路大學，
來討論他的學問，希望能發揚光大。
匆匆近十年消逝了。
我想，起碼該有個blog來雜記相關的資料和資訊。
所以就從今天起：
HC交往圈
2008/6/20 不定期報告（補充2 0622）
“每年6月15日， 我會上網找故友 Herbert Simon的。 今天發現英國曼徹斯特大學每年有一周的 政治決策與領導等會議”。
Dr. Herbert Simon presenting the John Gaus Lecture at the 2000 annual meeting of the American Political Science Association....Herbert Simon APSA Gaus Lecture Political Science
這是HAS的老本行（博士論文）在最後關頭，承認他的畢生成就。
這影片大概是2000年的科技。 我們在2002網路上看過。（Bruce和我） 講稿翻譯過。現在被放在You Tube上。
https://www.youtube.com/watch?v=LFnfymiVCb4
It is a special pleasure for me to give a lecture named in honor of John M. Gaus. My files still retain several gracious letters from him to a young colleague, one after a session in which we had participated at the 1950 APSA meeting; another commenting on a paper I had published in APSR in 1953.
我能在這兒發表紀念John M. Gaus的講座論文，特別榮幸和高興。我的存檔中仍保留著好幾封他寫給鄙人的(一個年輕同道)和溫厚的信，一封是1950年我們共同參加美國政治學會的會議(APSA)之後；另外一封是對我在1953發表在《美國政治學研究》上論文的評論。
2016年4月28日 星期四
S. Freud in the Index of Administrative Behavior
【Simon管理行為】(Administrative Behavior)中提到S. Freud 有四處：最多是談到 organizational identification部分。
81頁註解可知
{無意識}( The Unconscious)的出自 Freud的【文集】(The Collected Papers)，1925年，London: L and V WOOLF出版社。
奇怪的是，出版社的名稱非The Hogarth Press was a British publishing house founded in 1917 by Leonard Woolf and Virginia Woolf.
81頁註解可知
{無意識}( The Unconscious)的出自 Freud的【文集】(The Collected Papers)，1925年，London: L and V WOOLF出版社。
奇怪的是，出版社的名稱非The Hogarth Press was a British publishing house founded in 1917 by Leonard Woolf and Virginia Woolf.
Don't forget to join us at our Annual Freud Memorial Lecture on Thursday 2 June to learn more about truth and treachery: lies, damned lies and dream symbols with Emeritus Professor R. D. Hinshelwood.
For further information and to register for this event, please visitwww.essex.ac.uk/cps
Looking forward to seeing you all there ~ Felicia
2016年4月27日 星期三
How the FBI Reinvented Itself After 9/11 (Carmen Nobel, the senior editor of Harvard Business School Working Knowledge) ：. Herbert A. Simon 司馬賀百歲紀念 · 文章
據我所知， Herbert A. Simon 在Harvard Business Review 只發表一篇排名第2順位的和做文章。
不過，我將哈佛商學院教授研究美國聯邦調查局 FBI ，自911攻擊之後，小布希總統將該組織賦予國安和反恐新任務之後，FBI過去十幾年來在"組織設計" (organizational design)與"組織認同" (organizational identity)兩方面的轉型過程、成績和對商學院碩士生的啟示。
我選擇將此篇放在 "Herbert A. Simon 司馬賀百歲紀念"BLOG，因為 "組織設計" (organizational design)與"組織認同" (organizational identity) 是【Simon 管理行為】的重要主題。所以可當作一"討論與發揮"個案。
| How the FBI Reinvented Itself After 9/11
In the wake of the 9/11 attacks, the FBI was ordered to transform itself from a law enforcement agency to a national security organization. The transformation and the lessons it imparts are documented in a study by Ranjay Gulati, Ryan L. Raffaelli, and Jan W. Rivkin. Story
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http://hbswk.hbs.edu/item/how-the-fbi-reinvented-itself-after-9-11?
HOW THE FBI REINVENTED ITSELF AFTER 9/11
In the wake of the 9/11 attacks, the FBI was ordered to reorganize itself from a law enforcement agency to a national security organization. The transformation and the lessons it imparts are documented in a study by Ranjay Gulati, Ryan L. Raffaelli, and Jan W. Rivkin.
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27 APR 2016 BY CARMEN NOBEL
It is hard to imagine a more difficult and tragic trial by fire for a new leader. On September 4, 2001, Robert Mueller started his new job as the sixth director of the Federal Bureau of Investigation. A mere week later, on September 11, al-Qaeda terrorists carried out a massive coordinated attack on the United States, killing nearly 3,000 people with four hijacked airliners—and throwing the FBI’s structure and identity into question.
Since its founding in 1908, the organization had focused primarily on solving domestic crimes and bringing criminals to justice. But in the wake of 9/11, President George W. Bush expanded the FBI’s mission with a single question for Mueller: What was the FBI doing to prevent the next terrorist attack? And just like that, the brand-new director of the FBI had to figure out how to transform the organization from a law enforcement agency to a national security organization that not only solved crimes but also prevented attacks.
“HE THOUGHT HE WAS SIGNING UP TO RUN A LAW ENFORCEMENT AGENCY. HE ENDED UP WITH A JOB HE DIDN’T SIGN UP FOR. AND GOD BLESS HIM, HE PULLED IT OFF”
Harvard Business School Professor Jan W. Rivkin’s summation of Mueller’s situation reads like a tagline for a dramatic feature film. “He thought he was signing up to run a law enforcement agency,” Rivkin says. “He ended up with a job he didn’t sign up for. And God bless him, he pulled it off.”
Mueller’s major challenge was also a major learning opportunity for a group of scholars, including Rivkin, who had spent their academic careers studying organizational design and organizational identity.
A comprehensive study of the FBI’s transformation resulted in the paper Does “What We Do”Make Us “Who We Are”? Organizational Design and Identity Change at the Federal Bureau of Investigation, co-written by HBS colleagues Ranjay Gulati, the Jaime and Josefina Chua Tiampo Professor of Business Administration and head of the Organizational Behavior unit; Ryan L. Raffaelli, an assistant professor in the Organizational Behavior unit; and Rivkin, the Bruce V. Rauner Professor of Business Administration in the Strategy unit and Senior Associate Dean for Research.
BALANCING DESIGN AND IDENTITY
Whereas organizational design is concerned with how tasks are prioritized, structured, and coordinated across individuals (“what we do”), organizational identity is defined by the central, distinct, and enduring elements that give meaning and provide purpose to an organization (“who we are”).
“A good match between an organization’s design and its identity is often seen as a prerequisite for strong performance,” the researchers write. “Maintaining a tight fit between design and identity, however, is extremely difficult when an organization’s environment changes. Following a profound external shock, an organization’s design must change, as must elements of its identity. But how do they do so? Do they both change at once? Does one lead and the other follow? Does the sequence depend on the circumstances and, if so, how?”
Drawing on 138 interviews with FBI officials and an analysis of 45 congressional testimonies from 2001 to 2013, the paper details the ways in which design change and identity change interacted during the FBI’s unexpected—and largely successful—transformation.
Broadly, the researchers show that the FBI dealt with hammering out the “what we do” aspect of organizational change for years before really addressing the “who we are” part.
“The FBI offers a critical lesson for managers,” says Raffaelli. “It’s very hard to redefine an organization’s critical tasks and structure if you don’t also account for the organization’s identity. Here the FBI had no choice but to immediately focus on ‘what we do.’ It was clear as soon as those planes hit: We will now do national security and counterterrorism.”
Academically, the paper stands out because it addresses both design change and identity change. In the past, scholars have tended to study those things independently.
Prior research on organizational design indicates the FBI could have handled the situation in one of three ways: One, Director Mueller could have immediately created two separate organizational units, one for law enforcement and one for domestic intelligence, seeking what scholars call “structural ambidexterity.” Two, the FBI could have pursued “contextual ambidexterity” wherein senior management establishes simultaneous structures and processes for frontline employees to balance both missions. Three, it could have simply rejected the new national security mandate.
In reality, it didn’t play out in any of those ways. “Nothing in prior theory led us to expect what we observed—in essence, structural ambidexterity followed by contextual ambidexterity,” the researchers write.
As for identity, prior research would predict a period of confusion immediately after 9/11, followed by the emergence of a clearer sense of “who we are.” Instead, “we observed the rapid emergence of two clear but distinct identities, a subsequent period of identity ambiguity, and eventually a new, unified identity,” they write.
TRIAGE, SEARCH, AND CRYSTALLIZATION
Before 9/11, the FBI had a fairly decentralized design, owing to the local nature of most crimes. The Bureau operated 56 field offices in major cities, each focused on solving local crimes and each ran relatively autonomously. An “office-of-origin” system allowed the field office that started an investigation to stay with the case even if it expanded into other cities. “Headquarters provided only light-handed advisory coordination across offices,” the researchers write.
And until 9/11, the Bureau clearly identified itself as a law enforcement agency. Its official fact sheet read, “The primary function of the FBI is law enforcement.” Today, the fact sheet reads “national security.”
LESSONS ABOUT THE INTERPLAY OF DESIGN AND IDENTITY IN TIMES OF RADICAL CHANGE
At each point in time, an organization benefits when its design and its identity are aligned, in the sense that each supports the other. In particular, decentralized decision making requires that individuals have the correct sense of “who we are.”
At the outset of a change effort, management often does not know what design and identity an organization needs. Instead, it must discover the right design and identity through experimentation.
Both design change and identity change require management attention, which is a limited resource. So changing both at once and quickly is hard.
An organization’s design is often more flexible than its identity, in the sense that design can be changed faster and mandated more easily by top leadership. As a result, an organization called on to change rapidly, because of an external crisis, is likely to adjust its design first and then act to bring its identity into alignment with its new design and its altered environment.
When the researchers met with Mueller in 2009, he explained that the organizational transformation occurred in three stages: triage (immediately responding to the 9/11 attacks), search (forming a plan to tackle national security without foregoing law enforcement), and, finally, crystallization (institutionalizing new systems and behaviors toward a new identity).
In May 2002, Mueller issued a list of the FBI’s new top 10 priorities. No. 1: protect the United States from terrorist attack. For terrorism cases, he nixed the office-of-origin system, mandating instead that headquarters would oversee and coordinate these cases with field offices from the top down.
Many countries maintain two separate entities for law enforcement and national security: The United Kingdom has Scotland Yard and MI5, for example, and Canada has the Royal Canadian Mounted Police and the Canadian Security Intelligence Service. (The Central Intelligence Agency in the United States operates primarily outside the country.) But for the FBI, juggling both missions simultaneously enabled better access to information from local law enforcement officers and newly jailed criminals.
“By having the counterterrorist and the law enforcer be the same person, the FBI can take advantage of the plea bargain system we have in the United States,” Gulati says. “Once the agent puts that person in jail, he or she can say to the criminal, ‘OK, if you want to get out of here, tell me who the others are, and we’ll cut you a deal.’”
To the surprise of the researchers, FBI agents did not seem to fixate on redefining their professional identity during the triage phase, in spite of the new mission thrust upon them. Rather, they focused on the all-consuming task of finding ways to thwart terrorists while also enforcing laws. With missions like that, who had time for an identity crisis?
INTEGRATION CHALLENGES
After the initial triage phase, the FBI realized the need to improve its threat analysis function; after all, law enforcement agents were not trained to recognize a new wave of threats. To that end, in 2003, Mueller created the Directorate of Intelligence, which established a Field Intelligence Group (FIG) and new security analysts at each of the FBI’s field offices.
That didn’t sit well with some old-guard law enforcers, who didn’t take kindly to sharing both an office and a mission with a bunch of computer geeks.
“Analysts were viewed as second-class citizens, some reporting they were told to fetch coffee for agents,” the researchers write. “Conversely, agents working on conventional law enforcement cases, previously the heroes of the FBI, felt their value was diminished.”
In short, these new, decentralized organizational changes led to delayed identity crises. “It’s easy to mandate structural changes,” Raffaelli says. “But mandates for structural change don’t mean that behaviors will change among the individuals who sit within those structures. And that’s why organizational identity is so important.”
As the researchers note in the paper, “Decentralized decision making requires that individuals have the correct sense of ‘who we are.’”
In 2005, under pressure from a presidential task force, the Bureau established two separate branches—a national security branch and a criminal branch—both reporting to headquarters. “The organizational design ensured that decision-making authority remained firmly at the top of the FBI,” the researchers write.
In the final stages of the FBI’s transformation, the paper explains, Mueller focused on truly integrating intelligence into FBI operations, in terms of both design and identity. This involved establishing a strategy management system based in part on best practices that had been successful in the corporate world: He and his team implemented the balanced scorecard performance management system (created by Robert S. Kaplan and David P. Norton [Harvard DBA 1973]), and launched a Strategic Execution Team to help the FIGs manage the balance between crime prevention and law enforcement.
Mueller also finally started to home in on the identity issue. He talked about the FBI not in terms of law enforcement and/or national security, but in terms of “threat-based, intelligence-led national security” that encompassed both missions.
The FBI still has work to do in its quest to become a full-fledged national security organization. A March 2015 report by the 9/11 Review Commission praised the FBI for some of its integration efforts, but questioned the practical applicability of others. “The FBI division-level strategic plans are useful as management tools, but they are not uniformly threat-based nor do they align with a needed corporate strategic plan for the Bureau that would allocate resources against current and emerging national security threats,” the report said.
But there’s no question that the organization has successfully prevented multiple attacks since 9/11. The FBI has posted a 10-year list of highlights titled Major Terrorism Preventions, Disruptions, and Investigations, which includes the killing of Usama bin Laden.
IMPLICATIONS FOR CORPORATE MANAGERS AND SCHOLARS ALIKE
While the paper focuses on the most extreme example of reacting to an external shock, the findings may hold value for any manager dealing with change in the face of outside forces—starting with the question of how to balance attention between design and identity. There are numerous historical and current examples of companies forced to face the external shocks of disruptive innovators or shifts in consumer demand.
Raffaelli mentions that many Swiss mechanical watch companies had to redefine their identity after quartz battery-powered watches nearly rendered them obsolete. Similarly, Gulati references Kodak (which failed to react quickly enough to the public demand for digital photography—even though its own researchers played a role in inventing the technology) and automakers like Ford (which are currently dealing with an evolving view of transportation needs).
“There’s no feeling of ownership surrounding cars anymore,” says Gulati, who meets regularly with Big Three auto manufacturer executives. “Millennials don’t feel like they need to own a car because they have Zipcar and Uber. They don’t want to deal with a parking space and pay insurance and all that stuff. So that’s a game changer for most automotive companies. What does it mean, and how is it going to change who they are and how they do what they do?”
Gulati also notes some wartime parallels between the FBI’s mission shift in 2001 and Harvard Business School’s mission shift during World War II. From 1943 until the end of the war, HBS completely suspended the MBA program in order to devote itself to the training of Army and Navy personnel.
“So you had all these faculty members who were used to teaching MBA students how to run a business,” he says. “And suddenly nothing was about running a business. It was all about supply chains and helping the military figure out the best way to get stuff to Europe. Of course, identity and structure both had to change. And then the war was over, and we went back to the way things were. But in the FBI, there was no going back.”
ABOUT THE AUTHOR
Carmen Nobel is the senior editor of Harvard Business School Working Knowledge.
2016年4月24日 星期日
Roman Holiday
2004.7/2008****ch
「Roman Holiday(重溫林以亮的文章)，
hc
很有意思。Herbert Simon在自傳中用它說一流的學術界競爭激烈，
韋氏大字典就有如下的解釋：
Roman Holiday: Entertainment or gain acquired at the expense of others’ suffering or loss: so called from the gladiatorial contests waged as entertainment in ancient Rome.
羅馬帝國時期，全國人民由羅馬時，都免不了要去競技場享受一下，把看奴隸或戰俘與獅子相搏鬥當作賞心樂事。換句話說，所謂「假期」實指：建築於他人的痛苦上面的快樂或享受。如果我們知道這名詞的涵義，我們就會對影片內容的了解更深一層，而覺得單是字面上意義的翻譯就有所欠缺了。』
sweetheart, sweetmeats, Roman Holiday, meat
2004-07-01
向三位老師學習：飛白、sweetmeats and meat、Roman Holiday
向CH、WO、「小讀者」三位老師學習：「飛白」、「sweetmeats and meat」、「Roman Holiday」
「有 真 人 而 後 有 真 知 。…….四 人 相 視 而 笑 ， 莫 逆 於 心 ， 遂 相 與 為 友 。」（大 宗 師 第 六）
2004/7/1 一直羨慕紐約時報的某專欄評論者，他宣稱三月後要休假去養精蓄銳，養其浩然正氣、政治學想像力，寫他的「政治地緣學」。他說：Timeout for Imagination…
看看現在的這裡的留言版，可能約有八國聯軍，常常幾個朋友、同仁談得不亦樂乎！
ch（張華）：「要是我來譯，會是「豪斯這類情緒黑壓壓（憂鬱）的人會被伺以一頓『黑餐』：黑布丁，黑土司，黑咖啡，黑橄欖；而剛走紅的詩人斯彭德會被伺以字母湯。」
其實原文可用修辭學來看。作者採用的是「借形」格(不知英語裡是否有此修辭格)，也即作者在開「黑」名單(這裡也是「借形」格，只取其形，不取其義)，WO的譯法是在譯作者的修辭創意。
思果(1989)譯《大衛‧考勃菲爾》，書中大衛把sweetheart誤聽為sweetmeats，思果譯為「戀人」「蓮人」，其實也在譯原文的修辭創意(思果討論時把這句歸為雙關語，其實應為「飛白」修辭格，也即因字形、語音相近而寫錯說錯)。假如再深入討論sweetmeat到底是什麼東西便譯死了。 」
wo：「我想sweetheart和sweetmeats或可分別譯為「甜心」和「甜點」。」
ch（張華）：「sweetheart和sweetmeats的上下文，我也沒讀過，只不過從思果的文章讀到而已。引文打錯了一個字：蓮人應為蓮仁。我看思果的譯文時，閃過的一個念頭是這兩個詞或可譯為「甜心」與「點心」。反正達意便可。
由「借形」修辭格想到你（hc按：「小讀者」）日前提到的Roman Holiday(重溫林以亮的文章)，發現這個成語可有三個面向：
一、「甲方」(羅馬人)的角度：把快樂建築在人的痛苦上。
二、「乙方」(奴隸)的角度：犧牲自己，娛樂他人(你文中的用法)
三、「借形」用法：也即只採用字面的意義，我覺得電影用的是這個層面。 」
****關於SWEETHEART和Sweetmeats
先了解一下對小朋友最重要的甜嘴：
sweetmeat
noun [C] OLD-FASHIONED蜜餞、甜食、甜點
a small piece of sweet food, made of or covered in sugar
CH、WO 談的與SWEETHEART和Sweetmeats的出典思果(1989)譯《大衛‧考勃菲爾》，網路上許多文本，譬如：
Chapter 5 - David Copperfield - Charles Dickens (1812-1870)
' I AM SENT AWAY FROM HOME'
By and by, he said: 'No sweethearts, Ib'lieve?... Sweetmeats did you say, Mr. Barkis?' For I thought he wanted something else to eat, and had pointedly alluded to that description of refreshment. 'Hearts,' said Mr. Barkis. 'Sweet hearts; no person walks with her!'. 'With Peggotty?'. 'Ah!' he said. 'Her.'. 'Oh, no. She never had a sweetheart.'. ...
**** meat古來有”食物”意。所以新譯就直接採”food”（ One man's meat is another man's poison. SAYING
said to emphasize that people like different things）
我對於’meat”感興趣，所以查
Webster's 1913 Dictionary 之網頁
http://www.hyperdictionary.com/search.aspx?define=meat
Meat, n. [OE. mete, AS. mete; akin to OS. mat, meti, D. met hashed meat, G. mettwurst sausage, OHG. maz food, Icel.matr, Sw. mat, Dan. mad, Goth. mats. Cf. {Mast} fruit,{Mush}.]
1. Food, in general; anything eaten for nourishment, either by man or beast. Hence, the edible part of anything; as, the meat of a lobster, a nut, or an egg. --Chaucer.
創 世 紀 Genesis 1:29 [hb5] 神說、看哪、我將遍地上一切結種子的菜蔬、和一切樹上所結有核的果子、全賜給你們作食物。
[kjv] And God said, Behold, I have given you every herb bearing seed, which is upon the face of all the earth, and every tree, in the which is the fruit of a tree yielding seed; to you it shall be for meat.
[bbe] And God said, See, I have given you every plant producing seed, on the face of all the earth, and every tree which has fruit producing seed: they will be for your food:
又：
創 世 紀 Genesis 9:3 [hb5] 凡活著的動物、都可以作你們的食物、這一切我都賜給你們如同菜蔬一樣。
[kjv] Every moving thing that liveth shall be meat for you; even as the green herb have I given you all things.
[bbe] Every living and moving thing will be food for you; I give them all to you as before I gave you all green things.
2. The flesh of animals used as food; esp., animal muscle; as, a breakfast of bread and fruit without meat.
它的一些引伸意很有意思：
meat (INTEREST) noun [U]
important, valuable or interesting ideas or information:（[n] the choicest or most essential or most vital part of some idea or experience; "the gist of the prosecutor's argument"; "the heart and soul of the Republican Party"; "the nub of the story"）
It was a nicely written article and quite amusing but there wasn't much meat to it.
meaty adjective
having a lot of important or interesting ideas:
a meaty book/letter/report
She has written some wonderfully meaty parts for older actresses.
meat-and-potatoes adjective [before noun] US
more basic or important than other things:
For many unions, the meat-and-potatoes issue is no longer pay increases but job security.
be meat and drink to sb
If a difficult or unpleasant activity is meat and drink to someone, they enjoy doing it very much and find it easy.
****ch
「Roman Holiday(重溫林以亮的文章)，發現這個成語可有三個面向：一、「甲方」(羅馬人)的角度：把快樂建築在人的痛苦上。二、「乙方」(奴隸)的角度：犧牲自己，娛樂他人(你文中的用法)三、「借形」用法：也即只採用字面的意義，我覺得電影用的是這個層面。 」」
很有意思。Herbert Simon在自傳中用它說一流的學術界競爭激烈，所以一不小心就淪為他人的「羅馬人消遣的格鬥戲中文」（希望以後找機會確任我的記譯）。這回我查《英漢大詞典》，學到它的另外一典故，即Byron（1788-1824）的名詩Childe Harold。
Google一下即可查出處
Childe Harold’s Pilgrimage, Canto iv. Stanza 140. Author: George Gordon Noel Byron, Lord Byron.
There were his young barbarians all at play; There was their Dacian mother: he, their sire, Butcher’d
to make a Roman holiday! Childe Harold’s Pilgrimage, Canto iv. Stanza 141. ...
****飛白之迷宮
《教育部 國語辭典》：解釋
白，白字、別字。飛白指將語言中的方言、俗語、吃澀、錯別，故意加以記錄或援用的修辭方法。
飛白書的簡稱。見飛白書條。
書法創作中的"飛白"指什麽？.
"飛白"是指在書法創作中，筆劃中間夾雜著絲絲點點的白痕，且能給人以飛動的感覺，故稱其為"飛白"。亦稱“草篆”。一種書寫方法特殊的字體。筆劃 是枯絲平行，轉折處筆路畢顯。相傳東漢靈帝時修飾鴻都門，工匠用刷白粉的帚子刷字，蔡各得到啟發而作飛白書。如宋黃伯思《東觀餘論 ...
真如「老子的“道之言”與莊子的“言之道”——語言與自然的關係問題發微」將它玄化：「G. Gergen曾經流露過詩是語言的本性的意思。也就是說日常的語言具有同樣的特性，只不過不為人所注意就是了。這特性就是所言之物永遠不在場。德裡達稱之為“延宕”。用中國的藝術術語來說就是“飛白”。老子篇首一句就是 ...」
「南 伯 子 葵 曰 ： 「 子 獨 惡 乎 聞 之 ？ 」 曰 ： 「 聞 諸 副 墨 之 子 ， 副 墨 之 子 聞 諸 洛 誦 之 孫 ， 洛 誦 之 孫 聞 之 瞻 明 ， 瞻 明 聞 之 聶 許 ， 聶 許 聞 之 需 役 ， 需 役 聞 之 於 謳 ， 於 謳 聞 之 玄 冥 ， 玄 冥 聞 之 參 寥 ， 參 寥 聞 之 疑 始 。 」」（大宗師）
當然我去東京国立博物館｣http://marsmoon.jugem.cc/?eid=54
「聾瞽指帰(ろうこしいき)」by 空海 @ 「空海と高野山展看他寫「梵字」 飛白…….
又，日文古織物和服、傢俱等名稱。
飛白先生也翻譯許多詩歌，包括洛爾迦(Federico Garcia Lorca（1898-1936），出版的诗集有《诗篇》、《歌集》、《吉卜赛谣曲集》和长诗《伊格纳西奥•桑切斯•梅希亚斯挽歌》等)詩選_中的【夢遊謠.】
「綠呀我愛你這樣綠。 綠的風 ... 綠的枝椏。 大海上的船哪， 高山上的馬…….
（飛白譯）. 吉他. 吉他已開始哭出哀音。 黎明的玻璃灑杯碎片紛紛」
「有 真 人 而 後 有 真 知 。…….四 人 相 視 而 笑 ， 莫 逆 於 心 ， 遂 相 與 為 友 。」（大 宗 師 第 六）
2004/7/1 一直羨慕紐約時報的某專欄評論者，他宣稱三月後要休假去養精蓄銳，養其浩然正氣、政治學想像力，寫他的「政治地緣學」。他說：Timeout for Imagination…
看看現在的這裡的留言版，可能約有八國聯軍，常常幾個朋友、同仁談得不亦樂乎！
ch（張華）：「要是我來譯，會是「豪斯這類情緒黑壓壓（憂鬱）的人會被伺以一頓『黑餐』：黑布丁，黑土司，黑咖啡，黑橄欖；而剛走紅的詩人斯彭德會被伺以字母湯。」
其實原文可用修辭學來看。作者採用的是「借形」格(不知英語裡是否有此修辭格)，也即作者在開「黑」名單(這裡也是「借形」格，只取其形，不取其義)，WO的譯法是在譯作者的修辭創意。
思果(1989)譯《大衛‧考勃菲爾》，書中大衛把sweetheart誤聽為sweetmeats，思果譯為「戀人」「蓮人」，其實也在譯原文的修辭創意(思果討論時把這句歸為雙關語，其實應為「飛白」修辭格，也即因字形、語音相近而寫錯說錯)。假如再深入討論sweetmeat到底是什麼東西便譯死了。 」
wo：「我想sweetheart和sweetmeats或可分別譯為「甜心」和「甜點」。」
ch（張華）：「sweetheart和sweetmeats的上下文，我也沒讀過，只不過從思果的文章讀到而已。引文打錯了一個字：蓮人應為蓮仁。我看思果的譯文時，閃過的一個念頭是這兩個詞或可譯為「甜心」與「點心」。反正達意便可。
由「借形」修辭格想到你（hc按：「小讀者」）日前提到的Roman Holiday(重溫林以亮的文章)，發現這個成語可有三個面向：
一、「甲方」(羅馬人)的角度：把快樂建築在人的痛苦上。
二、「乙方」(奴隸)的角度：犧牲自己，娛樂他人(你文中的用法)
三、「借形」用法：也即只採用字面的意義，我覺得電影用的是這個層面。 」
****關於SWEETHEART和Sweetmeats
先了解一下對小朋友最重要的甜嘴：
sweetmeat
noun [C] OLD-FASHIONED蜜餞、甜食、甜點
a small piece of sweet food, made of or covered in sugar
CH、WO 談的與SWEETHEART和Sweetmeats的出典思果(1989)譯《大衛‧考勃菲爾》，網路上許多文本，譬如：
Chapter 5 - David Copperfield - Charles Dickens (1812-1870)
' I AM SENT AWAY FROM HOME'
By and by, he said: 'No sweethearts, Ib'lieve?... Sweetmeats did you say, Mr. Barkis?' For I thought he wanted something else to eat, and had pointedly alluded to that description of refreshment. 'Hearts,' said Mr. Barkis. 'Sweet hearts; no person walks with her!'. 'With Peggotty?'. 'Ah!' he said. 'Her.'. 'Oh, no. She never had a sweetheart.'. ...
**** meat古來有”食物”意。所以新譯就直接採”food”（ One man's meat is another man's poison. SAYING
said to emphasize that people like different things）
我對於’meat”感興趣，所以查
Webster's 1913 Dictionary 之網頁
http://www.hyperdictionary.com/search.aspx?define=meat
Meat, n. [OE. mete, AS. mete; akin to OS. mat, meti, D. met hashed meat, G. mettwurst sausage, OHG. maz food, Icel.matr, Sw. mat, Dan. mad, Goth. mats. Cf. {Mast} fruit,{Mush}.]
1. Food, in general; anything eaten for nourishment, either by man or beast. Hence, the edible part of anything; as, the meat of a lobster, a nut, or an egg. --Chaucer.
創 世 紀 Genesis 1:29 [hb5] 神說、看哪、我將遍地上一切結種子的菜蔬、和一切樹上所結有核的果子、全賜給你們作食物。
[kjv] And God said, Behold, I have given you every herb bearing seed, which is upon the face of all the earth, and every tree, in the which is the fruit of a tree yielding seed; to you it shall be for meat.
[bbe] And God said, See, I have given you every plant producing seed, on the face of all the earth, and every tree which has fruit producing seed: they will be for your food:
又：
創 世 紀 Genesis 9:3 [hb5] 凡活著的動物、都可以作你們的食物、這一切我都賜給你們如同菜蔬一樣。
[kjv] Every moving thing that liveth shall be meat for you; even as the green herb have I given you all things.
[bbe] Every living and moving thing will be food for you; I give them all to you as before I gave you all green things.
2. The flesh of animals used as food; esp., animal muscle; as, a breakfast of bread and fruit without meat.
它的一些引伸意很有意思：
meat (INTEREST) noun [U]
important, valuable or interesting ideas or information:（[n] the choicest or most essential or most vital part of some idea or experience; "the gist of the prosecutor's argument"; "the heart and soul of the Republican Party"; "the nub of the story"）
It was a nicely written article and quite amusing but there wasn't much meat to it.
meaty adjective
having a lot of important or interesting ideas:
a meaty book/letter/report
She has written some wonderfully meaty parts for older actresses.
meat-and-potatoes adjective [before noun] US
more basic or important than other things:
For many unions, the meat-and-potatoes issue is no longer pay increases but job security.
be meat and drink to sb
If a difficult or unpleasant activity is meat and drink to someone, they enjoy doing it very much and find it easy.
****ch
「Roman Holiday(重溫林以亮的文章)，發現這個成語可有三個面向：一、「甲方」(羅馬人)的角度：把快樂建築在人的痛苦上。二、「乙方」(奴隸)的角度：犧牲自己，娛樂他人(你文中的用法)三、「借形」用法：也即只採用字面的意義，我覺得電影用的是這個層面。 」」
很有意思。Herbert Simon在自傳中用它說一流的學術界競爭激烈，所以一不小心就淪為他人的「羅馬人消遣的格鬥戲中文」（希望以後找機會確任我的記譯）。這回我查《英漢大詞典》，學到它的另外一典故，即Byron（1788-1824）的名詩Childe Harold。
Google一下即可查出處
Childe Harold’s Pilgrimage, Canto iv. Stanza 140. Author: George Gordon Noel Byron, Lord Byron.
There were his young barbarians all at play; There was their Dacian mother: he, their sire, Butcher’d
to make a Roman holiday! Childe Harold’s Pilgrimage, Canto iv. Stanza 141. ...
****飛白之迷宮
《教育部 國語辭典》：解釋
白，白字、別字。飛白指將語言中的方言、俗語、吃澀、錯別，故意加以記錄或援用的修辭方法。
飛白書的簡稱。見飛白書條。
書法創作中的"飛白"指什麽？.
"飛白"是指在書法創作中，筆劃中間夾雜著絲絲點點的白痕，且能給人以飛動的感覺，故稱其為"飛白"。亦稱“草篆”。一種書寫方法特殊的字體。筆劃 是枯絲平行，轉折處筆路畢顯。相傳東漢靈帝時修飾鴻都門，工匠用刷白粉的帚子刷字，蔡各得到啟發而作飛白書。如宋黃伯思《東觀餘論 ...
真如「老子的“道之言”與莊子的“言之道”——語言與自然的關係問題發微」將它玄化：「G. Gergen曾經流露過詩是語言的本性的意思。也就是說日常的語言具有同樣的特性，只不過不為人所注意就是了。這特性就是所言之物永遠不在場。德裡達稱之為“延宕”。用中國的藝術術語來說就是“飛白”。老子篇首一句就是 ...」
「南 伯 子 葵 曰 ： 「 子 獨 惡 乎 聞 之 ？ 」 曰 ： 「 聞 諸 副 墨 之 子 ， 副 墨 之 子 聞 諸 洛 誦 之 孫 ， 洛 誦 之 孫 聞 之 瞻 明 ， 瞻 明 聞 之 聶 許 ， 聶 許 聞 之 需 役 ， 需 役 聞 之 於 謳 ， 於 謳 聞 之 玄 冥 ， 玄 冥 聞 之 參 寥 ， 參 寥 聞 之 疑 始 。 」」（大宗師）
當然我去東京国立博物館｣http://marsmoon.jugem.cc/?eid=54
「聾瞽指帰(ろうこしいき)」by 空海 @ 「空海と高野山展看他寫「梵字」 飛白…….
又，日文古織物和服、傢俱等名稱。
飛白先生也翻譯許多詩歌，包括洛爾迦(Federico Garcia Lorca（1898-1936），出版的诗集有《诗篇》、《歌集》、《吉卜赛谣曲集》和长诗《伊格纳西奥•桑切斯•梅希亚斯挽歌》等)詩選_中的【夢遊謠.】
「綠呀我愛你這樣綠。 綠的風 ... 綠的枝椏。 大海上的船哪， 高山上的馬…….
（飛白譯）. 吉他. 吉他已開始哭出哀音。 黎明的玻璃灑杯碎片紛紛」
2016年4月20日 星期三
Models of Bounded Rationality, Volume 3 Emperically Grounded Economic Reason By Herbert A. Simon
| NTU n總圖4F科技資料區 | HB171 S5633 1982 v.1 | 1382275 | 可流通 |
| 總圖4F科技資料區 | HB171 S5633 1982 v.2 | 1382276 | 可流通 |
| 總圖4F科技資料區 | HB171 S5633 1982 v.3 | 1955648 | 可流通 |
附註 Includes bibliographies and index
內容 v. 1. Economic analysis and public policy -- v. 2. Behavioral economics and business organization -- v. 3. Empirically grounded economic reason
前2本 Models of Bounded Rationality，可能1997年已絕版，所以 Herbert Simon 請MIT Press 印給我了。 (約1998)
很可惜，MIT Press 未提供 Models of Bounded Rationality, Volume 3 的目次。 它是重要而有趣的：
Contents
Introduction
Acknowledgments
I THE STRUCTURE OF COMPLEX SYSTEMS
I.A Causal Ordering
I.1 Causality in Economic Models
1.2 Causal Ordering, Comparative Statics, and Near Decomposability (with Y. Iwasaki)
I.3 Causality and Model Abstraction(with Y. Iwasaki)
I.B Simulating Large System
I.4 Simulation of Large-scale System by Aggregation
I.5 Prediction and Prescrption in System Modeling
II THE ADVANCE OF INFORMATION TECHNOLOGY
II.1 The Rural-Urban Population Balance Again
II.2 The Impact of Electronic Communications on Organizations
II.3 The Steam Engine and the Computer : What Makes Technology Revolutionary
II.4 Managing in an Information-Rich World
II.5 On the Alienation of Works and Management
III MOTIVATION AND THE THEORY OF THE FIRM
III.1 A Mechanism for Social Selection and Successful Altruism
III.2 Organizations and Markets
III.3 Altruism and Economics : A Summary Statement
III.4 Altruism and Economics : Social Implications
IV BEHAVIORAL ECONOMICS AND BOUNDED RATIONALITY
IV.A Behavioral Economics
IV.1 Preface to Handbook of Behavioral Economics
IV.2 Behavioral Economics
IV.3 Bounded Rationality
IV.4 Satisficing
IV.B Empirical Methods
IV.5 Behavior Research: Theory and Public Policy
IV.6 Methodological Foundations of Economics
IV.7 Preface to La théorie moderne de l'entreprise: l'approche institutionnelle
IV.C Initial and Boundary Conditions in Economic Theory
IV.8 On the Behavioral and Rational Foundations of Economic Dynamics
IV.9 Rationality in Psychology and Economics
IV.D The State of Economic Science
IV.10 The Failure of Armchair Economics
IV.11 Why Economists Disagree
IV.12 The State of Economic Science
IV.E Economic Reasoning in Words and Pictures
IV.13 Effect of Mode of Data Presentation on Reasoning about Economic Markets (with H. J. M. Tabachneck)
Index
Hardcover | Out of Print | ISBN: 9780262193726 | 336 pp. | 6 x 9 in | July 1997
Paperback | $39.00 Short | £28.95| ISBN: 9780262519434 | 336 pp. | 6 x 9 in | July 1997
Models of Bounded Rationality, Volume 3
Emperically Grounded Economic Reason
Overview
Throughout Herbert Simon's wide-ranging career—in public administration, business administration, economics, cognitive psychology, philosophy, artificial intelligence, and computer science—his central aim has been to explain the nature of the thought processes that people use in making decisions.
The third volume of Simon's collected papers continues this theme, bringing together work on this and other economics-related topics that have occupied his attention in the 1980s and 1990s: how to represent causal ordering formally in dynamic systems, the implications for society of new electronic information systems, employee and managerial motivation in the business firm (specifically the implications for economics of the propensity of human beings to identify with the goals of organizations), and the state of economics itself.
Offering alternative models based on such concepts as satisficing (acceptance of viable choices that may not be the undiscoverable optimum) and bounded rationality (the limited extent to which rational calculation can direct human behavior), Simon shows concretely why more empirical research based on experiments and direct observation, rather than just statistical analysis of economic aggregates, is needed.
The twenty-seven articles, in five sections, each with an introduction by the author, examine the modeling of economic systems, technological change: information technology, motivation and the theory of the firm, and behavioral economics and bounded rationality.
The third volume of Simon's collected papers continues this theme, bringing together work on this and other economics-related topics that have occupied his attention in the 1980s and 1990s: how to represent causal ordering formally in dynamic systems, the implications for society of new electronic information systems, employee and managerial motivation in the business firm (specifically the implications for economics of the propensity of human beings to identify with the goals of organizations), and the state of economics itself.
Offering alternative models based on such concepts as satisficing (acceptance of viable choices that may not be the undiscoverable optimum) and bounded rationality (the limited extent to which rational calculation can direct human behavior), Simon shows concretely why more empirical research based on experiments and direct observation, rather than just statistical analysis of economic aggregates, is needed.
The twenty-seven articles, in five sections, each with an introduction by the author, examine the modeling of economic systems, technological change: information technology, motivation and the theory of the firm, and behavioral economics and bounded rationality.
About the Author
Herbert Simon is Professor of Psychology at Carnegie-Mellon University. He was awarded the Nobel Prize in economics in 1978.
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