superbeauty1107
有人問過蘇格拉底:“你是天下最有學問的人,那麼你說天與地之間的高度是多少?”蘇格拉底毫不遲疑地說:“三尺!”那人不以為然:“我們每個人都五尺高,天與地之間只有三尺,那不是戳破蒼穹?”蘇格拉底笑著說:“所以,凡是高度超過三尺的人,要長立於天地之間,就要懂得低頭。

大師們提到的“記住低頭”和“懂得低頭”之說,就是要記住不論你的資歷、能力如何,在浩瀚的社會裡,你只是一個小分子,無疑是渺小的。當我們把奮鬥目標看得更高時,更要在人生舞臺上唱低調,在生活中保持低姿態,把自己看輕些,把別人看重些。自認懷才不遇的人,往往看不到別人的優秀;憤世嫉俗的人,往往看不到世界的美好;只有敢於低頭並不斷否定自己的人,才能夠不斷吸取教訓,才會為別人的成功而欣喜,為自己的善解人意而自得,才會在挫折面前心安理得。

當你從困惑中走出來時,你會發現,一次善意的低頭,其實是一種難得的境界:低頭亦是一種能力,它並不是自卑,也不是怯弱,它是清醒中的一種嬗變經營。如果把我們的人生比作爬山,有的人在山腳剛剛起步,有的正向山腰跋涉,有的已信步頂峰。但此時,不管你處在什麼位置,請記住:要把自己放在山的最低處,即使“會當淩絕頂”,也要會低頭。
因為,在你所經歷的漫長人生旅途中,總難免有碰頭的時候。低頭亦是一種能力。有時,稍微低一下頭,或許我們的人生路會走得更精彩。

人生
有些事情,當我們年輕的時候,無法懂得,當我們懂得的時候,已不再年輕。世上有些東西可以彌補,有些東西永遠無法彌補。也許,你辛辛苦苦得到的東西,卻不是你夢裡尋它千百度的東西。也許所追求的東西永遠是水中月,鏡中花,但它卻照亮了你人生遙遠的希望。人生在尋找得到的同時,總要支付出一種代價。正面認識得與失,人就會在得到的時候,懂得必然的失落;也會在失落的時候,懂得如何從失落中找回自我。

哲人說,不為貧困而苦惱有兩個方式:增加你的收入或減少你的慾望。大千世界,五彩繽紛,面對燈紅酒綠的誘惑,很多時候,人們總是太容易左顧右盼,花很多時間瞭解別人,見異思遷,卻忽視了自身的價值。也有的人透支生命去換取財富,卻忘了財富買不回生命。生活累,一小半源於生存,一大半源於攀比。對生活的狀況及別人的行為要求越少,你就越容易快快樂樂地過日子。
在這個沒有上帝的世界,生命的美麗不是因為美麗我們才活著,而是因為我們活著生命才變得美麗。祈禱,並不能改變上帝,而是改變祈禱的人。許多人總是把目標定得太高,結果窮其一生,還是與成功無緣。擁有和失去是人生常有的事,人應該學會習慣於失去,並善於從失去中有所得。受挫一次,對生活的理解便加深一層.舉得起,放得下,叫舉重,舉不起,放不下,叫負擔。做你愛做的事,並不意味著生活過得輕鬆,但絕對可以活得更精彩。

人類的智慧不是埋藏在前人的經驗裡,而是潛伏在自己的心靈中。

自己把自己說服了,是一種理智的勝利;
自己被自己感動了,是一種心靈的昇華;
自己把自己征服了,是一種人生的成熟。
眺望遠處,風景迷人,走進風景,自己也是風景。

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我們每個人都希望自己成功,但是在追求成功的過程中,我們會有什麼心態呢,或許瞭解一下瓦倫達效應和約拿情節會對我們自己的心態有一個更深刻的認識,從而避免不必要的失敗和挫折。

你是否有這樣的體會?明天就要考試了,我很緊張,因為這次考試很重要,我必須全力以赴,我不能失敗!我絕對不能失敗!心中一直在念叨著不能失敗,可結果往往事與願違。這個在心理學上稱之為「瓦倫達效應」,美國斯坦福大學的研究證實,人大腦產生的意像往往會導致事情的結果,就好像一個籃球運動員在罰球的時候反覆告誡自己,不能投偏了,而結果往往正是投偏!所以,在生活中面臨重要的時刻,要學習平常心,不要給自己太大的壓力,以免臨場表現失常!

如何運用瓦倫達心態於生活中呢?
如果我們是父母師長,在面對孩子的重大考試的時候,一方面要給予他最大的愛於支持,另一方面就是不要給予他太大的期待,避免對造成不必要的壓力,別讓患得患失的心情影響他實力的發揮!
在渴望成功的過程中由於對自己期望過高會影響自己水平的發揮,那麼是不是還有對成功的恐懼呢!或許你會笑了,誰會拒絕成功呢?

可是研究卻發現,當成功來臨的時候,我們在潛意識裡有一種恐懼的心理。
心理學家馬斯洛稱這種逃避最好,降低自己的報負水平,渴望成長而又懼怕成長的心理傾向為「約拿情結」。

約拿是《聖經》中的人物,說上帝要約拿去赦免尼尼微城人的罪行,這本是一項崇高的使命和很高的榮譽,也是約拿平素所嚮往的,可一旦理想成為現實,又感到一種畏懼,覺得自己不行,想迴避即將到來的成功,想推卻突然降臨的榮譽。「約拿情結」是我們平衡自己內心壓力的一種表現。我們每個人都有成功的機會,但是在面臨機會的時候,只有少數人能夠打破平衡,認識並克服自己的「約拿情結」,勇於承擔責任和壓力,最終抓住並獲得成功的機會。這也是為什麼只有少數人成功,而大多數人平庸一世的原因!

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態度與能量

想讓自己成為一位積極的能量高手,那麼你的心情必須保持愉快、充滿自信和常感富足。如果你只在祝福的時候開啟好心情,其他時候都處在消沉的狀態,散發沮喪的能量,那麼就起不了多大的效用。能量運作發揮效力,部分是因為自身持續保有正向的能量。

這點相當困難,特別是我們處在高度競爭的現代社會裡,全球五十億人口都在為自己的生存空間積極打拚。純粹從物質的角度來說──也就是工作和金錢方面──似乎不可能每一個人都能得到他們所想要的。

假如我們無法得到我們所想要的,我們又怎麼能心情愉快、充滿自信、常感富足呢?我們不斷地接收外在世界灌輸給我們的成功形象和經驗,若是我們的人生不符合這些形象,我們就失敗了。汽車、房子、華服、度假、美貌、性感、權勢、影響力、名聲、社會地位等,沒有了這些,我們還算什麼?

事實上,即便人們得到了財富和物質上的成功,大部分的人還是不覺得快樂,他們仍然覺得焦慮,仍然處在緊張狀態,隨時準備與人廝殺,依然不開心。我花了好幾年的時間研究人們對金錢的態度,我找不到任何錢財帶來快樂的例子,不過倒是有很多例子顯示,快樂的人因為金錢帶來更多的自由和選擇,而變得更快樂了;但是若他們本來就是不快樂的人,那就沒有多大的差別。

一個好的生命經驗並不會倚賴諸如物質成功等外在因素,而是倚賴我們內在的基本態度,這並不是外在世界所能給我們的。如果我們認為,外在的人或事──像是情人、老闆、孩子、金錢、美貌等──可以讓我們感覺快樂、感覺自信和成功,那我們就犯了嚴重的錯誤。外在因素或許可以暫時讓我們覺得快樂,但是最終真正持久的快樂,其實來自於個人的內在經驗。

感覺和態度是能量,快樂、自信和成功也是能量。既然是能量,那你就可以運用特定的能量方法,將這些能量帶進你的性格和身體內。

回歸基礎
能量世界的法則,與人類社會的法則截然不同的。能量世界對於你的外貌、你的魅力、你開什麼車、你的房子有多大,完全沒興趣,能量世界也完全不在乎你的教育程度、你的富裕程度或你的出身背景,能量世界只在乎你的感覺,和你所散發出來的能量品質與態度。

從這個觀點來看,所謂的「成功人生」,意味著你在生命中,散發出的正向能量多於負向能量。重要的是你的態度和散發出來的特質,重要的是你如何做你的工作,如何經營與最重要的人的關係。這些觀點創造完全不同的方式,評斷一個人成功或不成功。

想維持好心情,必須回歸到基本方法,也就是本書最核心的基礎。這個邏輯非常站得住腳:除非你打從身體內感受到快樂、自信和成功,否則你絕不可能感覺快樂、自信和成功。當我們說「我感到快樂」,這個感覺並不是局部的,不只局限在大腦,而是全身整體的感覺。

自信和成功的感覺,也是如此。快樂、自信與成功都是安住於全身的感覺。

除非你能完全地安住在身體裡,否則你不可能長期保有這些感覺的。這再度意味著,你必須與大地的能量連結,必須覺知到身體,面臨威脅時,你還能呼吸平緩,保持定靜而不慌張。這些方法在第二章已有完整的介紹。

當你學會了一些技巧,處理令人不舒適的外界能量;但是想生起快樂、自信和成功的感覺,還必須處理內在的威脅,像是批評、嫉妒、無價值感、受害者心態等等,這些破壞我們好心情的內在陰影、思想和情緒。面對這些內在的攻擊,也可以運用抵擋外在攻擊的方法來處理。

當一感覺到自我懷疑、自我批評、沒有安全感,以及任何內在評論的攻擊時,就是提醒你該與大地的能量連結、注意呼吸、回歸定靜及安住身體內。內在批評運作時,你一定知道,因為你會失去積極進取,身體感覺煩躁,無精打采,注意力無法不集中,心思渙散,總體而言,你會想要逃避或者想睡覺。請再回想一下武術高手的形象,雙腳堅定地踩在地上,身體的能量匯聚在下腹部,呼吸均勻平緩,臉部和眼神都透露出冷靜,態度輕鬆愉快,泰然自若。你還能想到更好的方法,對付那些想要征服你的內在陰影嗎?

快樂 健康的能量是一種自在活動的能量,而能量卡住之處每每讓人感覺不舒服,不快樂就是卡住僵化的能量。快樂是一種溫暖、流動的能量,跟幽默的效果很像。

相信,能讓我們開懷大笑的幽默,就是我們看到能量在某些事物上跳躍流動,那些事物是我們一般認為某種僵化模式的事物。這個僵化的事物可能是一項物品,可能是一個人、一個狀況、一個點子或是一種情緒。舉例來說,一位主教踩到香蕉皮而滑了一跤,就是在一般認為尊貴的形象上,產生了能量的流動。(尊貴是一種僵化的能量,不是嗎?)異端或是被禁的思想讓人覺得好奇,因為新點子不斷透過他們傳送能量。小丑總是透過僵化的點子傳遞能量。

這是很重要的,大笑越來越被大家認定具有強大的治療力,在英國甚至還有一間專門幫助人開懷大笑的全國性健康診所。從生化的角度來看,當我們大笑的時候,大腦釋放出讓人感覺好(腦內啡)的天然化學物質進入身體,透過整個身體系統運作感覺到開心。

快樂是將幽默柔化,一種更放鬆的感覺。快樂是一種溫暖愉快持續活動的能量。有些現代的神秘主義者,描述上帝彷彿是仁慈的能量之海。快樂的人永遠與大地的能量保持連結,也能安住在身體內,並且與這個溫暖仁慈的能量之海一直保持連結。

快樂不會讓你脫離現實,事實上,還有一個聽起來像是悖論的論點,真正的快樂讓你能以更開闊超越的心看待苦難,撫慰痛苦。慈悲與智慧往往跟快樂密不可分。

若想感受充滿善意的情感,能量必須經由人身不斷流動。溫暖的能量除了在身體內流動,也必須湧流在情緒和心智裡。當我們感覺到自在和容忍時,我們就知道能量已經在流動了。容忍是流暢富彈性的能量場,你的善意不會因為遇到不合意或不喜歡的人事物而消失。

快樂和容忍是好朋友。容忍的能量與冷淡、死板、毫無生氣和頑固的能量完全相反,容忍是靈活又流動的能量。

如果你處在快樂的心境中,當你遇到負能量時,你不會突然僵硬而不知所措,也不需要去跟負能量對抗,只要與大地能量保持連結,呼吸平緩,就能讓你的能量和態度流暢運行,並能評估下一步該怎麼做。這就是快樂的重要元素。能夠自在地回應外界所發生的一切,同時依然熱情地安住在身體裡,因此能量能夠保持流動,不會因恐懼或厭惡憎恨而被阻塞,你的振動維持在正向慈愛的狀態。

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大多數人不知道美好感覺的力量,所以他們的感覺往往只是在回應所發生的事件。

他們把自己的感覺設定在自動駕駛模式,而不是刻意去掌控感受。

好事發生時,他 們覺得很好;壞事發生時,他們的感覺就變差。

這些人不了解,其實他們的感受才是所發生事件的成因。


當他們用負面感覺去回應已經發生的某件事情時,就釋放出 更多負面感受,然後他們會接收到更多負面情境。

這些人被自己的感覺困在一個輪迴中,他們的人生就像在滾輪裡拚命奔跑的倉鼠一樣,哪兒也去不了,因為他們不 明白,如果想改變生命,就必須改變他們的感覺頻率!


每一秒鐘都是一個改變生命的機會,因為你隨時都能改變自己的感受。

你在這之前有什麼感覺、你認為自己犯過什麼錯統統不重要,只要改變感受,你就能進入不同的頻率,而吸引力法則會立刻回應!當你改變自己的感受,過去的就過去了!

當你改變自己的感受,你的人生也隨之發生變化。


如果你的人生並未充滿你喜愛的事物,不代表你不是一個善良慈愛的人。

我們每個人的人生目的正是藉由選擇愛來克服負面性,問題是,大多數人會一下子愛、一下子 不愛,一天來回好幾百次。

他們沒有花足夠的時間付出愛,好讓愛的力量推動所有美好的事物進入他們的生命中。

想想看,前一刻你藉由給所愛的人一個溫暖的擁抱 而付出愛,下一刻你卻因為找不到鑰匙、塞車遲到或找不到停車位而生氣,於是停止付出愛;當你和同事一起大笑時,你付出了愛,接著卻因為你想吃的食物賣完了 而生氣,於是又不愛了;當你期待週末來臨時,你付出了愛,接著因為收到帳單,你又停止去愛了。

一整天你就持續著這樣的過程;一下子愛、一下子不愛、一下子 愛、一下子不愛、一下子愛、一下子不愛。


你要不是在給予愛,並馭使這股愛的力量,不然就是沒有這麼做。

如果找藉口解釋自己為何不愛,你就無法駕馭愛的力量。

找藉口或辦解為何沒有去愛,只會為你的人生增加更多負面性。


當你為自己沒有付出愛找理由時,你再度感受到同樣的負面性,於是你會釋放出更多!


如果你因為約會搞砸了而生氣,並且把這件事怪到對方頭上,你就是把責怪當成不付出愛的藉口。


但吸引力法則只會接收到你給出去的,所以如果你給出去的是責備, 接收回來的一定也是跟責備有關的情境---
不見得是之前你怪罪的那個人回過頭來責備你,但很確定的是,你一定會碰到被責怪的狀況。

愛的力量沒有藉口,你付 出什麼,就會得到什麼--- 情緒的驚人力量。

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【心想事成首部曲】大聲說出「我要!」

你知道,你想要什麼嗎?你確定,這真的是你最想要的嗎?
這是兩個關鍵題,如果答不出來,
你的人生可能處於混亂的次序中,更別提心想事成了。
心想事成的第一關,就是要釐清自己的想望,且不斷提醒自己這個想望。
不然,就會淹沒在腦海中的千萬條想法裡。沒錯,是千萬條!
根據統計,每秒鐘,大腦會處理高達四千億位元的資訊,
但我們只能意識到其中的兩千位元!
換句話說,如果你的想望,沒有不斷在腦海裡重複出現,很快,就會被淹沒。
你,要非常清楚向宇宙下的「訂單」內容;越清楚,越容易「事成」。
如果你的想法很模糊,甚至邏輯打架,
你發出的頻率也將如此,回應你的,也是混雜的結果。


【心想事成二部曲】勇敢踏出舒適圈

你明明知道自己很胖,運動很重要,卻總是挪不出時間嗎?
你很清楚負利率時代來了,錢會越變越薄,
但你寧願窩在沙發看電視,也不把證件準備好,
去銀行開基金帳戶?
你的心想已經夠清楚了,為什麼總是沒有執行力?
要改變,你得先學會不斷想像自己改變後的模樣,
讓這幅美好的藍圖,強化你的改變動機,
督促自己離開舒適圈,建立全新習慣,成就新願望!
當你試著改變,新的驚奇、新的喜悅,
會伴隨著你的執行過程一塊來到。
勇敢踏出舒適圈,前進!

【心想事成三部曲】用正向頻率導航

眼看著快要跑到終點,怎麼,偏偏被路上的石頭絆倒呢?
明明,你快要升官了,怎麼總部突然殺出個程咬金,擠掉你的位置呢?
心想事成,不等於一帆風順。
當你跌倒時,千萬不能懷疑自己,因為負面頻率一出現,
就會相對吸引負面的人、事、物,讓自己越挫越低落。
雖然心理學研究,人們遇到挫折時,九成以上的人會陷入負面情緒,
但你仍然要學習調整自己,當那一○%正向面對挫折的人。
因為這是可以練習的,在腦神經學上,人的思考模式是可以被塑造出來的。
你可以被途中的石頭絆倒,但絕不能放棄!
如何面對挫折,其實只是一念之間。這已經是最後一哩路了,加油!

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瞭解沒有意義,想像才是一切。——愛因斯坦

當我最初接觸心想事成的秘密(吸引力法則)時,我就隱隱感覺到似乎存在著某種局限。
儘管這些東西開始也能帶給許多人包括我自己很多意外的驚喜。但是當我試著更進一步探尋時,那些隱藏的局限就被放大了。

不滿足於那些和勵志學、成功學一脈相承的短暫性頭腦風暴和催眠式的激情,因為它們並不能持續作用在你的深層意識。
另一方面,不希望為了吸引某一事物而把太多時間精力耗散在不斷的幻想情境裡。那樣的話也一定是對吸引力法則很粗淺的運用。

如果要深入下去,要從最核心的開始。

一.調頻這個我在經驗篇裡已經提到過,它是心想事成最核心的部分。在所有吸引力法則的經驗裡你都會碰到的幾種用法:

1.許下願望(下訂單)——調整信念——保持高頻率振動(感覺)——接收

評析:這類方法最簡單。但局限是,你無法確定這個願望包裹什麼時候能夠送達。也許你可以給它一個時間限制。但你心裡很清楚,時間仍然有一個客觀標準。

你不能無視內心直覺而天馬行空。為了使訂單更有成效,你還必須添加很多細節,醞釀很多感覺。以便你收到的包裹能夠真正適合你。

2.許願——做計劃——調整信念——保持高頻率振動(想像)——接收

評析:這類方法比較務實。能夠保證事情按照自己希望的方向發展。但局限是,比較累人。有些人習慣每天固定時間對自己下功夫,這很好。但並不見得適用於所有人。另外,這些技巧和一般的成功法則沒太大區別,沒有將吸引力法則的優點發揮到極致。

3.許願——調整信念——增強能量——保持高頻率振動(加速)——接收

評析:這類方法對吸引力法則有強化作用。對願望的實現有加速效果。但局限是對於很多人,並不瞭解增強能量的方法。有些據說可以測出你的能量等級的程序,但效果難於保證。更主要的,當事情變得過於程序化,遊戲「目的性」太強,根本意義就會喪失。

4.保持高頻率振動(靈修)——許願(或意念)——調整信念——接收

評析:這類方法擺脫了為結果而刻意營造的某些主觀振頻假象,使自身頻率振動更自然和諧。所以常有意想不到的奇跡發生。局限是靈修式的頻率振動要一直保持通常是困難的。而且難免會落入一種對靈修形式的慣性執著。當一個人在傳統的體系裡無法與時俱進時,遊戲就會被迫終止。

綜合評述:
1.對這些方法的評析不表示它們是不可用的。也不表示沒有繼續發揮想像的可能性。但受限是存在的。

2.作為吸引力法則運用的最大局限:它必須借用外部工具間接而非直接地利用精層面的能量(每個人都有一個和宇宙連接的能量體),也間接地而非直接利用心層面的能量。

註:在一些至師的描述裡,精層面共有276個精氣。這276個精氣的每一個都是另一個的影子。而每一個精氣形式代表一種物質現象所呈現的能量(能力)要素。

3.吸引力法則,其本質就在於吸引。所以能使用主觀意志控制的可能性很小。因而並不總是心想事成的。儘管這和不可變更的本質部分有關,但不表示沒有進階的可能。


二、潛獵

《你值得過更好的生活》這本書裡,作者開發的「從金錢遊戲裡解脫」之遊戲其實很多技巧都涉及到對能量場的直接利用。比如:從不適中取回能力的技術;在能量場改變模式的技術;想像力創造的技術等等。可以說這些技術是吸引力法則的一個顛覆和蛻變。西方人的靈性通常帶有很高的科學思維,追求精確和實用。但是和有著悠久經驗的古老民族神秘傳統相比,似乎又顯得不夠靈活。


潛獵這個詞是從巫師唐望的傳記裡來的。唐望本身就是個潛獵能量的高手。在這裡我借用這個詞來表明遊戲可以到達的新階段。潛獵的意思是對事物的一種若即若離的敏感專注狀態。當一個人處於這種狀態時,他開始捕捉那些隱藏的能量,以及那些只有在另一個「世界」(通常稱為精界)才有的聲音和圖像。他獲得在普通意識狀態下所不能獲得的經驗。

舉一個潛獵的簡單例子。

有一個朋友,打檯球的技術很高超。每次玩球幾乎都是我輸。這讓我越來越感覺提不起與他挑戰的興趣。
甚至有時我會想:我的技術是不如他,把這當做一種消遣也謂嘗不可。。這種信念直接導致把相同的輸球經驗帶到我的每次狀況當中。

直到有一天,我突然覺得不應該這樣繼續下去,我必須打破這個由習慣性信念創造出來的挫敗幻覺。一旦意識到這一點,我便立即調整了自己的狀態,讓自己進入一種潛獵的模式裡面。

在一種遲鈍的積極性不高的被動反應模式中,檯面上的每一個球都是難於控制的,甚至每桿打得都差強人意。這是我原來的狀態;

在一種敏銳的積極性較高的主動反應模式中,檯面上的每一個球是可以通過熟練的經驗來掌控的,所以打球的準確度是相當高的。這是我朋友目前的狀態;

而我現在的狀態是:我摧毀了我的舊有信念模式,不再堅持我由於技不如人就不能打贏他的虛假信念。並且讓自己處於一種潛獵能量的狀態之中。

很快,一些隱含的有用信息開始浮現出來:

我發現要打進一個球,擊球技巧並不是最重要的。因為它是可以通過簡單訓練就能掌握的部分。
我發現當我非常想擊進一個球時, 緊張和受限的感覺就被製造出來,通常進球是不可能的。
我發現當我覺得很難擊進球時,通常是不能進球的。
我發現當我對上述兩種心裡有分辨和論斷時,進球也是不可能的。

然後,
我發現當我在擊球一瞬間停頓掉所有內在對話(思慮),讓自己處於若即若離的空靈狀態。進球開始變得很容易。

我發現當我專注於白球——目標球——球洞這個三點一線,進球變得更容易。

最後,
我發現當我可以調用更多來自能量體的能量,用意念給這三點位置加上了一條連接線來固著(可能你認為這是想像的,但對我而言那是可見的)。進球既穩又准。
我發現當我的能量振動頻率越來越高時,一些看似毫無希望的擊球,拐彎抹角地從另一個球洞進去了。

結果,在短短的兩小時之內,我由最初的輸五、六個球,變成兩個球,然後平局,最後兩盤反敗為勝。

通過這個例子我看到,潛獵的力量是巨大的。因為它直接調用了精層面的知識。當然潛獵的能力也有大小熟練之分。它在能量場發生的機制是這樣的:

破壞舊模式——建立新模式——停頓內在對話——專注——獲取經驗——創造奇跡

而潛獵需要培養的是一個人覺察的能力
如果你能經常處於覺察當中,要隨時停頓內在對話其實是不難的事情。

當我在生活中不斷對一些挑戰和阻滯進行潛獵時,我感到了能量的不斷增強以及帶來的充實感。在《你》中作者告訴我們說,你需要不斷地期待不適感,不斷地玩人性遊戲。以便從中取回能力。
直到你從金錢遊戲中解脫。

你不必等到取回能力後才開始創造。你現在就可以去挖掘你的無限可能。

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  • Feb 16 Thu 2012 11:57
  • 置頂 寬恕

寬恕不是忘掉傷痛,也不是否認痛苦。而是趕走那些煩擾我們的憤恨之情,得以擁有新的開始。充滿愛和理解的寬恕不僅是對他人的大度,更是給自己的禮物。

英國名歌手艾爾頓強(又譯艾頓莊)曾說:「『對不起』或許是最難說出口的三個字。」但我發現,原諒這個詞也常被誤解。我們不太容易原諒,總覺得原諒人就意味着委屈自己。

「傷害我的人不值得寬恕,」我們常常會這麼想,「如果我原諒他,就會有人利用我的善良,我也可能再次受到傷害。」

無論是父母在孩子年幼時的過失;別人對自己一片真心的誤解;或者僅僅是十年前小姑無心的一句「你胖了」,我們都可能懷恨至今。這些傷口非但未隨時間消失,反而被當成寶貝似地深藏心底,不時從記憶裏取出,如同翻閱相簿或鑑賞首飾那樣細細回味。每當此時,那些未能被寬恕的往事就構成了一部感傷電影,種種細節歷歷在目,揮之不去。昔日怒火被重新點燃,當下變成滿腔怨恨。

寬恕究竟基於什麼呢,宗教信仰?還是為人着想?在這樣一個殘酷過頭的世界裏,又有什麼是真的無法原諒的呢?

寬恕能夠影響你的一生,要理解它的含義並做到真正意義上的寬恕,我們必須弄清楚它是什麼。專家們一直在探究什麼是真正的寬恕,它已經構成了科學研究的領域,雖然仍有很多爭論,但也有了不小的成果。

憤怒是盤旋待降的飛機

弗雷德.拉斯金是位諮詢師,也是健康心理學家,在美國史丹福大學領導「寬恕」議題研究小組。
在名為《原諒他人即自我療傷》的專案中,他完成了對眾多案例的研究,最終把那些久久無法釋懷的情感比喻成在空中連續飛行數週的飛機,消耗着為緊急情況所預備的能源。

「這些憤怒的飛機慢慢累積壓力,最後的結局通常是墜毀,」拉斯金說,「而寬恕則是一旦着陸後的平靜。」

拉斯金指出寬恕不是一味承受他人給予的傷害,逃避痛苦的回憶,或為錯誤的行為找藉口;也不是一定要你和施害者妥協>。「寬恕是為了你自己,和那個傷害你的人無關。」拉斯金說,「學習寬恕就像學習踢球。在研究中,我們發現人們能管理好憤怒的能量,也能很好地運用它,人們通常不會把可貴的精力浪費在業已造成的憤怒或痛苦上。
透過寬恕,我們理解到無法改變過往,卻能夠將自己從中解脫出來。寬恕使我們的飛機最終着陸,進行必要的維修。」

strong>寬恕不是讓傷害我們的人免受責難,也不意味着要被動地接受不公平待遇,它的目的在於給自己和平寧靜。
然而,如果傷害大到無法寬恕,又該如何呢?


恢復力是對抗命定

「恢復力是對抗命定,它釋放了內心的自由,使我們不再被過去的傷痛所折磨。」
唯有如此,那些遭受過巨大災難或歷經痛苦情感折磨的人,才能擺脫受害者的角色。

如果不學會原諒他人,就無法成長進步,也無法堅強地面對困難。我們將永遠沉溺於悲傷,無法恢復。有些人總是怒氣沖沖,想讓全世界都知道他們遭受了不公平待遇,
其實他們並沒有意識到,這麼做,最終受傷的其實是自己。世人不會在乎我們痛苦的過去,重要的是我們現在所做與所能付出的一切。
當我們緊抓着舊傷口不放,自憐自艾的情緒讓我們無法關注他人。倘若我們把自己定位為苦難的殉道者,就只能坐等他人伸出援手,讓一切可以奇蹟般地重回正軌。」

寬恕讓我們坦然面對自己脆弱的一面,也使我們意識到毋需刻意隱藏這種脆弱。認清自己的不足讓我們不再犯同樣的錯。

不止於此,研究還發現寬恕在醫學上具有不小的療效。

寬恕有益身體健康
除了有益心理健康,許多研究顯示,釋懷對生理健康也大有幫助。這絕非誇大其辭。威斯康辛大學所做的《寬恕和身體健康》研究表示,學習原諒他人可以幫助中年人預防心臟疾病。

這項研究還指出,越是能夠原諒他人的人,罹患冠狀動脈疾病的機率越低。如果對所受痛苦耿耿於懷,患心血管疾病的風險就會增加。

關於重揭舊傷疤也有很重要的研究發現。其中一項指出,人只要想五分鐘憤怒不安或沮喪的事,就會減低人體的心率變異指數。這指數是神經系統的健康測量標準,同時顯現心血管系統整體的彈性;指數若偏低,就有發生心臟疾病的風險。

同樣的研究還顯示,五分鐘的消極思考會減緩人體免疫系統的反應,其防禦機能也會隨之下降。

寬恕有益於身心健康,這不僅對他人,同時也對自己大有裨益。尤其當我們自己犯了錯誤或有罪惡感的時候,倘若寬恕自己,就不需要再感覺自己像個罪人那樣理應受罰。

寬恕不是忘記,也不是沉湎於否認。相反地,寬恕讓我們擁有全新的開始,遠離纏繞着我們的憤恨,迎接新的機遇。

充滿愛和理解的寬恕與其說是對他人的慷慨大度,但更是給自己一份可貴的禮物。

做到寬恕的六條途徑
葛培理牧師擔任美國歷屆十多位總統的顧問,在美國蓋洛普民意調查公司編撰的二十世紀名人排行榜中名列第七。現任美國國務卿希拉蕊.柯林頓曾說過,在丈夫性醜聞纏身的日子裏,「葛培理給了我莫大的幫助和支持,使我做出讓婚姻繼續的決定。他勸告我要饒恕。這點我永遠不會忘記。」

葛培理提到以下幾點,能幫助我們好好寬恕。

1. 把「與人和睦」當成目標

你能以「與人和睦」的心對待每個人嗎?很遺憾,有時的確不能。但關鍵是當我們意識到自己做不到時,就該好好反思。

2. 任何情景下,想讓別人如何對待你,就怎樣對待別人

謙卑的人擁有智慧,但驕傲常蒙蔽我們的內心。當我們做錯事,總盼望得到寬恕,因此我們也要學習去寬恕別人。

3. 注意言行,口不出惡言

太多婚姻和友誼的破裂是出於語言的傷害,它會使雙方積怨更深,無法饒恕對方。所以,請隨時提醒自己:不要說出不恰當的話。

4. 不要以惡報惡

不但為愛你的人禱告,也為傷害你的人禱告。當你這樣做的時候,內心會獲得醫治。

5. 遠離報復,別深陷過去

你無法改變已發生的事,報復也不能解決問題,只會帶來新的傷害。將注意力放在未來的人生路上,學習寬恕與被寬恕。

6. 恨「罪」,但愛「罪人」

我們憎恨的是罪行本身,必須學習依然愛這個罪人;當此人悔改時,試着接納他。

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如何運用吸引力法則讓自己中大樂透呢 ~追求內在的喜悅

Q:請問我如何運用吸引力法則讓自己中大樂透呢!?感謝回答!

A:

呵~我相信很多朋友對這個主題都很感興趣,白花花的銀子,誰不喜歡呢?

據吸引力法則,只要有求,宇宙必應,但是為什麼這麼多人想中大樂透卻夢想成空呢?

首先要知道的是:那些想運用吸引力法則中大樂透的朋友們,他們的信心指數到底有多高呢?他們百分之百相信宇宙一定會讓他們中獎嗎?他們從來沒有一絲絲懷疑的念頭嗎?

很多人的想法是這樣的:
呵,沒中也沒關係啦,就當作是做公益~
機率這麼低…有可能嗎…?
大家都想中,輪得到我嗎?

所以不是宇宙不幫你,而是你自己在扯你自己後腿。
你一方面下訂單,卻又一方面自己產生阻抗的念頭來削弱能量,自然無法心想事成了。

假如你可以做到全然的相信宇宙會幫你,也全然的相信自己一定值得擁有,並且放任宇宙幫你做最好的安排,不給宇宙任何的限制,並觀想已經是億萬富翁的那種美好感覺,那麼中獎的機率就會高得多。

以上都只是理論,但是我們還有更深入的問題需要探索:什麼原因需要這麼多錢?

大部份的人都愛錢,但是極少數人可以回答為什麼他們愛錢。

我相信很多朋友可以在第一時間就回答他們為什麼愛錢,例如:

可以無債一身輕、可以環遊世界、可以住豪宅,開跑車、不用再上班,每天睡到自然醒、可以買任何自己喜歡的東西而不用存老半天、可以佈施做善事…等等。

但這些也只是表面的答案,我們願意花錢做這些事情,一定是為了滿足某種慾望或情緒甚至價值認同,這才是我們要錢的真正意義。

比方說:

有錢之後可以償還債務,這可能是為了想獲得人格上的肯定,不再被貼上卡奴的標籤;

有錢之後不用再上班,這可能是為了追求自由,有更多時間可以做自己想做的事;或者是不用再看老闆臉色,可以真真正正的做自己。

我很喜歡歐林在《創造金錢》書中,對富裕的定義:

所謂富裕就是擁有足夠的財富去完成你的人生志業。
直接追求有錢後你想擁有的行為、生活品質和心境,不必等先賺了錢。

祂是說擁有”足夠”的財富,而不是”很多”的財富;

去支持你完成你的”人生志業”,而不是”事業”或”工作”。

請一定要相信,你可以做讓你感興趣甚至熱血沸騰的事而且賺到錢。

不用委曲自己一個星期中的五天要花八小時甚至半天的”生命”去換錢,然後剩下的時間才去做自己想做的事。

你認為可以做讓自己感興趣甚至熱血沸騰的事情來賺到錢,那就可以;

你認為上班才可以賺到錢,那你就真是只能靠上班賺錢。

請別忘了,你現在的實相來自於你的思想,而你的思想,來自於你的:信念!

另外歐林也說:直接追求有錢後你想擁有的行為、生活品質和心境,不必等先賺了錢。這跟吸引力法則完全是相容的,內在的心境與情緒,會創造你的實相,越是這樣想,就會讓自己越有錢!


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想要的,已經存在

有時我會很驚訝於我的所思所想能夠很快或者立刻兌現。
比如,我希望我的工作變得更輕鬆自由,我希望我可以在工作之外有更多朋友,我希望我的快遞不要因別人的原因而延遲,我希望我購買的產品能夠提供優惠。。。
幾乎每次剛想完,事情就很快驗證了。

這可能也會讓你疑惑:這一切怎麼來得那麼巧?它是如何發生的?

在量子物理學裡面提到一個觀點:時間是可以前進和倒退的,而且它是非線性的。
愛因斯坦的相對論還告訴我們這個空間並非真空。當物體在做空間運動時,時間也跟著加速。
物理學家dewey larson甚至宣稱在整個量子世界中存在著另外一種時空結構。在那裡時間是三維的,而空間是一維的。他把這種時空結構稱為時間-空間結構。

用來區別愛因斯坦的空間—時間結構。時間-空間和空間—時間的能量可以不斷地發生轉換。在那裡,一個人可以去到過去或者未來的任何一個時間。就彷彿做了一次時間旅行。但是那裡的事物和這裡並非不同。因為構成它們的能量是一樣的。

如果時間在某個時間-空間結構裡是三維的,而且時間可以隨思想運動加速,那麼願望的實現也必定能加速!也就是說你可以提前體驗未來的某個狀況,只要你希望出現這個狀況。

空間是充滿意識的。你也是意識的一部分。你發出的任何一個願望,意識都能即刻知道,並從早已儲存好的數據庫中篩選、配置,來回應你當下的願望。如果沒有合適的或者所需條件尚不齊全,時間就會延遲或者很難發生。

甚至,當我有更深的體驗時,

我發現願望有兩個層面,一個層面在潛意識,這一類通常和潛在的慾望有關。是不太明確的部分。另一個在心靈的直覺層面,這個層面的願望很多是由未來的某個事件提前觸發的一些靈感。所以,實現幾乎是肯定的。

兩種願望發出的頻率是不一樣的。強烈的頻率基於環境的強烈感受激發的結果。一旦發出這種高振動的頻率,並和所想之物的頻率相一致,回應是立即的。這個高強度的震動頻率涉及到愛、喜悅、信任、平衡和放鬆。

如果頻率不一致或者過低,願望就很難實現或者所需時間延長。


願望,共振的第一步

在這一階我只想就最簡單的心想事成的法則和運用分享一些經驗性的東西。在一個人還沒有能力調動能量場中的強大能量前,其實許願是實現美好生活願景最好用的工具。

工具好用,並不表示你不需要瞭解一些最基本的原則。

1.你必須非常清楚你是誰。你真實的身份是具有無限能力無限喜悅無限知識的意識本身。
只有你致力於發現並經常有意識體驗這一點,絕對的信任和創造奇跡才有可能。體驗越深,調動能量場的能力就越強,實現願望的速度就越快。

2.接受你自己。包括喜愛和不喜愛的方面。因為只有接受了,你才可能敞開心靈去愛自己,才有可能接受奇跡的發生。同時能把自己震動到一個很高的愛與喜悅的頻率,從而把同頻率的美好事物吸引過來。

3.學會觀察你自己。即你的觀察角度需要經常從外部轉向內部。這是培養超強直覺和靈感能力的關鍵。因為每一樣事物的頻率都是不同的,所需的調頻工作即實際方法和步驟也是不一樣的。

4.隨著靈感而許願,隨著愉悅而許願。保證許願目的是讓你的生命變得更美好。不管實現不實現都是出於對你最好的目的。如果有些願望暫時沒有實現,那是因為這些願望並不服務於你未來更好的生命意義。這時候需要用你的觀察和判斷能力去適當地調整,保持願望的清晰度和頻率的相一致。

補充:可能你會擔心這些原則實踐起來不容易,需要很長時間。但是如果你能夠和當前這個加速的地球能量相一致...那麼你的一切努力也會是加速的!


創造你的遊戲規則
明白了四項基本原則,那我們就可以自己去創造自己的遊戲規則!

下面這些規則技巧,一些來自我自己的經驗,一些是搜集來的別人的經驗。供參考。

1.如果你想改變身體、容貌或健康問題。那麼就多使用你的愛之頻率。比如,經常可以這樣對自己說:我愛你。你很漂亮。你很有氣質。你很健康。你身體很好。如果你臉型像某某人那樣就更好了!如果你體型再勻稱點就更好了!如果你讓病痛很快消失就更好了!...

重點:很多你不喜歡的容貌、身材和你一直對它的冷漠和拒絕有關。想要與它和解,就要相信它有自我完善的能力。身體的一些頑疾有時是和你的前世的某種業力有關。所以,除了自愛,還可以使用一些懺悔的技巧。

可運用的關鍵詞: 我愛你+謝謝你(感恩),請原諒+對不起(懺悔)。註:感恩反映了你和無限意識的親密程度。應經常這樣運用。


2.找到你生命中的伴侶。可以把條件寫下來。不要寫太含糊,要寫得很具體。並且經常檢查裡面有沒有自相矛盾的地方。及時修改、補充。剩下就是去調頻了!條件越高,頻率要求也高。

重點:被你吸引到身邊的朋友和愛人其實都是些和你的頻率相接近的人。當你們的頻率不一致時,就有離開的可能。不建議你吸引那些現實中和你頻率不和諧的人。那樣你的能量會有受挫感,實現很難。


可運用的關鍵詞:美麗、溫柔、善解人意、健康、有內涵、幽默、體貼、富有、成功等等。
註:這只是些頻率較高的關鍵詞,實際上你可以添加更多的細節。網上很多mm就有很好的成功經驗,真是讓人羨慕中。


3.工作、事業。這是個比較大的目標。在你還不會玩「能量模式」之前,除了用許願、下訂單的技巧外,可以運用一些制定詳細計劃的技巧。同時可以許願你的工作是你最愛的事業,你的事業是對世界有意義的工作。

在遇到人際關係的障礙時,有個技巧很有效:告訴自己這是個幻覺,我可以創建一個更好的人際關係模式,別人會自動對我友好。

在實現自己個人事業目標時,經常出現的問題是,能量的回落,或者信心不足。這個其實很正常。解決的辦法是:

1.接納自己,稍作休息;
2.同時給自己更高的承諾:我決定更有能量,更有自信。
3.不斷地學習、吸收能量。當我能量低的時候,通常會去閱讀一些至師的真理之言,這能夠瞬間提升我的能量和工作熱情。


重點:注意承諾與自我暗示的不同。一旦對自己承諾,你就能創造一個更高的能量場。


4.生活環境和生存壓力。要一下子改變這些不是一下就能做到的事情。但可以分階段地許下相關的願望。這樣

會讓你保持愉快的心境而不會去專注於不利於你的思想情緒。通常,當你不再專注於負面的情緒時,生活環境會隨著你的正面情緒自動變得改善。生存壓力也不再讓你喘不過氣來。你會發現一切事情變得簡單和容易。


重點:不要想自己惡劣的處境,也不要想自己應該如何如何擺脫,最重要的是想你想要的狀況。安然處於當下的處境。


5.創造性生活。這是個更深入的遊戲階段。它涉及到信念的打破和重建、更高的專注力、與大我的結盟、更強的能量。以後將深入總結之。

最後,想說的是,這是一種新型的人性遊戲,既涉及個人幸福,又涉及共同責任。需要自己去尋找一些工具,來保障頭腦和心靈的平衡發展。

如: 保持七個平衡

第一個平衡——避免極度確定與極度不確定的兩個極端
第二個平衡——避免放縱與禁慾的兩個極端
第三個平衡——避免支配與被支配的兩個極端
第四個平衡——避免佔有別人與漠不關心的兩個極端
第五個平衡——避免放棄與狂熱的兩個極端
第六個平衡——避免無所謂與完美主義的兩個極端
第七個平衡——避免過度分析與過度綜合的兩個極端

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  • Feb 16 Thu 2012 11:29
  • 置頂 從容

什麼是從容,沒有確切的定義。

古往今來,中華民族的聖賢先哲、仁人志士的思想品行為「從容」作出了詮釋。

屈原「九死不悔」,
孟子「貧賤不能移,富貴不能淫,威武不能屈」,
諸葛亮「躬耕南陽,不求聞達」,
陶淵明「歸去來兮」,
范仲淹「先天下之憂而憂,後天下之樂而樂」,
文天祥「人生自古誰無死,留取丹心照汗青」,
林則徐「海納百川,有容為大;壁立千仞,無慾則剛」等都不失為「從容」的華章。

從這裡我們能夠做出一些基本判斷:
外壓,迷亂,逆境窘迫,是特定的客觀情形;
達觀,信念,成竹在胸,是必備的主觀要素。


從容是一種境界

宏大、久遠、深邃,使這種境界深藏於宇宙和歷史的不盡時空中。
容者,本義為空間及器物。

《說文解字》釋義:
容,盛也。屋與谷皆所以盛受也。意思是屋宇與山谷皆虛內可容物也。
從容即包含著從大、從深、從久、從遠之意。
立人、立德、立言、立事之立意不高,又如何能追求從大、從深、從久、從遠之從容?
「從容」是「自信人生二百年,會當水擊三千里」;「從容」是人生不易領略的「無限風光」。

從容是一種進取
「一萬年太久,只爭朝夕」是它的精髓。不爭,便無所謂從容。
「采菊東籬下,悠然見南山」不是從容而是閒適;
「孤舟蓑笠翁,獨釣寒江雪」不是從容是志趣;
「蟄居桃園,與世無爭」不是從容是避讓;
「窮經皓首,范進中舉」不是從容是愚頑。

從容是「天生我才必有用」;
從容是「天將降大任於斯人也」;
從容是「捨我其誰」。


從容是一種自由

從容是人生主體的自我解放,是由必然向自由的不斷邁進。
從容是在「迫」(急迫、緊迫、壓迫、強迫等)的情形下的一種不屈不就、不昏不亂、不慌不急、鎮定自若、安之若素、穩如泰山的心理素質和精神狀態。

從容是一種修煉
要從容就要努力修煉各方面的素養,要懂得和做到有主見而不沉溺於主觀;
重條件而不就縛於困難;
奮發努力而不發蠻力;
剛毅果敢而不剛愎自用;
隨大眾而不流世俗;
常知足而又常知不足;
「事在人為,人可為亦不可為;爭中求讓,求忍讓還求不讓」;
「是與不是求是,我亦非我乃我」;達則兼善天下,窮則獨善其身;
在思想與現實間連線,於使命和可能中發力;

追求從容者,在志向,在信念,在德行,在學識,在經驗,在躬行,在毅力。

從容是一種自守

倘若讓自己跟著「誘惑」走,被形形色色的「慾望」和「身外之物」所束縛,纏上了「名韁利鎖」,夢想什麼:
一本萬利、一夜暴富、一見鍾情、一鳴驚人、一步登天,總是恨命短,恨官低,恨錢少;就是不知才疏學淺,不知天高地厚。這又如何「從容」得起來?
見過大風大水的人行事自有一番從容;
唯有見過大風大水,你才能有「處變不驚」,「麋鹿興於左而眼不瞬」的氣概,
而這樣的從容,會讓你有一種獨特而與眾不同的個人特質,想裝也裝不來~~

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與人為善,是職場的升遷之道;許多職場達人以好好先生獲得同事、老闆「高EQ」的印象,工作表現也很好,但是有時候,當好好先生不見得是對的?很多人都有這樣經驗,拚命做濫好人,結果工作很苦,苦到自己,悶在心裡。現在還有一個數字出爐了──這周看到一篇不錯的文章「好好先生的職場危機」,它在講一本上個月才剛出版的書,這本書訪問了350個職場達人(其中包括50個CEO),關於「好好先生」的潛在問題。這問題其實相當大條,因為好好先生/小姐爬到CEO的位置以後,可能因為「太好」,害公司短少了8%的營收。作者對這50位大企業的執行長作市調,問他們「人太好」的狀況是否他們事業造成過一些影響?這些企業真的是大企業,包括PricewaterhouseCoopers、American Cancer Society、1-800-GOT-JUNK等各產業,無獨有偶的,這些已經事業成功的大CEO,回想起來,都有這樣「人太好」的經驗。作者將他們的答案收集起來,計算出「人太好」這個問題,真的就為這些企業的營收足足短少了8%。聰明的CEO為何不硬起來?人是情感動物,就算是在商言商,大家不可能照著生意做、照著規定來。但那8%怎麼辦?

報導指出三個「好好先生」平時可以為自己帶來的新思維:

一、商業是競爭的,好嗎?要面對它,不是逃避它,PricewaterhouseCoopers的CEO說,「做生意,無論你喜不喜歡,就是有競爭、有挑戰、必須積進(aggressive)!」

二、人好,不表示「事情」會跟著好,好嗎?所謂「對事不對人」,事情不好,最後大家都慘。American Cancer Society的CEO就說,對部屬或同事太好,該批不評,該硬不硬,事情無法做更好,在禮儀上是對他們好,但在職場上就是對他們不好,這個CEO甚至講重話稱好好先生為「disservice」,幫倒忙還傷害了對方!

三、針鋒相對並不見得是不好的事,好嗎?好好先生怕與人衝突(confrontation),因為衝突這件事讓人不舒服。但好好先生若去瞭解「針鋒相對」本身的商業價值,那8%的loss,就不會這樣做了。1-800-GOT-JUNK的CEO有一個哲學是「一邊對幹一邊賽跑」(race to the conflict),發現有爭議,就快點吵;吵完,解決它,兩邊吵完後一個早上就雨過天青,繼續工作。

(摘自Mr.6)

The danger of being too nice at work

If you're a nice person, you probably think that being nice works to your advantage in the office. After all, how could it be any other way? Genuinely nice people are well liked. They're generally easy to work with. They care about others and tend to have good values. In a fair and just world, that sort of behavior should be rewarded. Right?

Not necessarily. Too often, nice, competent people get passed up for promotions. Instead, the plum job goes to the prima donna or the person who plays politics. The bonus is bestowed upon the squeaky wheel or the obnoxious go-getter. In this environment, the nice guy really does finish last. It's frustrating because it goes against everything we were taught as a children about the Golden Rule.

What nice people may not realize is that they're too nice, and that being too nice can seriously stymie their career growth and success, says Russ Edelman, a SharePoint consultant and co-author of the book, Nice Guys Can Get the Corner Office: Eight Strategies for Winning in Business Without Being a Jerk (Portfolio, 2008.) "The people in business who suffer from nice guy syndrome are not achieving their true potential," he says.

The problem with being too nice, according to Edelman -- who comes off as a very nice guy -- is that you're a doormat and people take advantage of you. Nice people are too concerned about pleasing others and not making waves that they don't stand up for themselves.

Edelman cites a nice man he interviewed for his book, who was vying for an executive position. The nice man was well-respected and well-liked in his company, and had a very good shot at the job. Of course, someone else was competing for the position. When the nice man was asked in an interview about his competitor, according to Edelman the nice guy said he thought his competitor would do a fantastic job. The nice contender wound up writing a letter of recommendation for his competitor because he didn't want to cause a stir by vying for the executive-level job, says Edelman. End result: The competitor got the job, and the nice guy remained in his spot on the corporate ladder.

"The nice guy is forever putting the oxygen mask on someone else before putting it on himself," says Edelman.

The Cost of Nice in Business

Being too nice is not just a problem for individuals. It's a problem for businesses, too. Employees who are too nice cost businesses time and money.

In a survey of 50 CEOs, Edelman asked about the impact of "being too nice" on their businesses. The CEOs responded by saying that being too nice cost them eight percent of their gross revenues. In other words, if the CEOs' companies had been more aggressive, they believed they could have earned more money.

Edelman notes that managers who are too nice are reluctant to make decisions on their own. They fear hurting the feelings of anyone whom they don't ask for feedback, so they include everyone in their decision-making. That wastes time and can lead to missed opportunities.

"The overly nice guy usually defers to others. They're reluctant to create losers," says Edelman. The irony is that in the process of trying to make everyone a winner, the nice guy ends up the loser.

Managers who are too nice also avoid confrontation, says Edelman. They'd rather ignore problems than address them head on. Of course, ignoring problems only makes them worse, and burying one's head in the sand does not inspire the confidence of the manager's team or of his superiors, adds Edelman. It only inspires their ire.

"If you appease everyone, if you fear hurting people's feelings, you do a disserve to whatever project you're working on, to yourself and your business," says Edelman. "That's where being too nice is not nice at all."

Advice for People Who Are Too Nice

Softies need to toughen up, says Edelman. "I'm not advocating that people become jerks or SOBs," he says, "But they need to find a balance to stay true to their nice nature while also being appropriately assertive and protecting their interests."

The challenge, then, for nice people is to redefine what it means to be nice, says Edelman, and to understand that being nice doesn't have to mean being a doormat. You can be nice and be assertive and deal with confrontation and set boundaries, he adds.

Here are three concepts nice people need to understand to succeed at work:

1. Business is competitive. Deal with it. Edelman interviewed Sam DiPiazza Jr., the CEO of PricewaterhouseCoopers, for his book. DiPiazza had this to say about business, according to Edelman: "Business, whether we like it or not, includes competition. It's challenging, aggressive and very demanding. Despite the perception of many, it can also be performed nicely."

2. Sometimes being nice isn't very nice at all. Edelman also spoke with the CEO of the American Cancer Society, John Seffrin, who believes that when mangers are too nice and are incapable of having honest discussions with others (such as during a performance review) for fear of hurting feelings, they're in fact not being nice at all and they're doing a disservice to the people they manage.

3. Confrontation is not necessarily a bad thing. Nice people avoid confrontation because it's uncomfortable, says Edelman. If nice people are to be more assertive, they need to understand the business value of confrontation: it allows them to solve problems. Edelman points to a strategy employed by 1-800-GOT-JUNK CEO Brian Scudamore, which Scudamore calls "race to the conflict." The idea is, if a conflict or issue comes up, employees should race to it to get it resolved as quickly as possible. If they don't, they're wasting time.


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想繼續在網路上這個「大融爐」裡面講一些有創意、有內涵(insightful)的話,難免撞到和你完全不同世界的人,提出「他不懂」或「他不爽」的回應,這時候,就要有「對策」,這對策許多不只是憤怒的打回去,更重視的是要和某種「內修」結合。兩篇文章舉的例子,全是一些英雄式的反擊法,整理這兩篇文章後,順便加入一些想法,提出10種處理線上攻擊的「對策」(尤其前三條是100%原創呵):

對策一,接受它,順著它走:這點是大家最不願意的,他們說的都錯,為何我要「順著走」?Well,或許有些部份,他們是說對了,只是我們自己不想承認罷了;譬如他們說你就是一個金錢導向的人,你很生氣的說,我哪是!我有理想好嗎!但靜心下來想一想,的確,相較於這些願意一輩子奉獻給實驗室的人來說,我們的確是商業導向,的確是什麼事都要思考能不能有商業價值的,那,第一個對策,就是「乾脆就正視它」並且跟著走了罷,算了。

對策二,「反向強化」現象:有些事很巧妙,當有人攻擊,把一個明明是綠色的東西硬就掰成「紅色」的,這個攻擊者至少幫你證明了「這個東西是彩色的」,不是嗎?當對方在說你是個「高高在上、不聽人說話、自以為是就做決定的胖子」,其中胖子、自以為事等等可能對你來說是不公平的負評,但是那「高高在上」、「做決定」卻是正評,反而告訴每個人你是一個可以做決定、可以高高在上的人,塑造另一種形象。對一間公司或個人來說,不見得是不好的形象,所以第二個對策就是,企業可以揪出這些形象,反而去強化它。

對策三,事實「遲一點知道」會更美好:有些事,明明就不是事實,卻有人講得言之鑿鑿,幾近毀謗,在沒有明確的事證下,先不要急著回應,也不要浪費時間去回應,可繼續在自己的路上行走,總有一天,當事實出來,這個事實的「威力」會更大,大家會突然覺得,原來當初是多麼的愚蠢,也會讓那些爆料者更為警惕,下次不敢再亂說了。所以對策三就是,與其在第一時間就回應,不如更努力去證明他說的是錯的,並且花時間準備,當事實重見天日的那天,可以用最大的大砲「轟回去」!

對策四,特地開一個新網站,打回去:有些比較嚴重的,或許會想在第一時間「轟回去」。報導舉例歐巴馬被流言攻擊他的背景與宗教問題,就開了一個網站「Fight The Smears」特地來處理這件事。有個新聞系教授被「Rate My Professors」上面有學生批評,他直接錄一段影片,罵他們「我們不是在這邊照顧嬰兒,我們是專業的老師,該長大了你們這些白痴!」這種對策,雖然不見得是最好的方法,但若以「行銷」的效果來看,可將它視為一種「抓住最佳時機」的反向的線上行銷活動(online campaign)。由於這種線上活動是搭在先前的風暴之上,所以不必什麼宣傳,效果就會在第一時間自己出來了。

對策五,收集足夠資料,再提出告訴:有時線上的資訊太多太雜,不知道哪些是比較嚴重的,報導說了一句,「線上的每一個悄悄話都會在Google上面出現」,這句話其實反而幫了這些被攻擊者一個小忙,提醒我們可以透過Google來「收集資料」。要知道,若要針對任何線上攻擊提出告訴,必須第一:有明確事證證明對方的身份,第二,這件攻擊造成某些商業或收入上的損失。一次的攻擊是無法收集到任何足以提告的資料,但Google可以幫忙收集「很多資料」,有些痕跡就露出來了,而且很久都洗不掉的。該篇報導也引述Google專門負責排序的Matt Cutts的話,他建議大家可善用「Google Alert」,每次你的名字出現在某網站,就會寄一封email給你,平常就可以開始收集。

對策六,同流合汙,以同樣泥巴戰回擊:一個攻擊者,常常同一個人在好幾個「地方」發動攻擊,抓都抓不完。但以此類推,我們其實也可以在好幾個地方保護自己。對方一人可做,我們一人也可做;對方三人可做,我們也找來三個朋友一起做。報導指出,「回應爛發言的方法,就是『更多的發言』!」,用大量的善言來沖淡惡言,以來保護自己,美國有公司專門在做這樣的事,像Reputation Hawk幫你「救回」Google第一頁的搜尋結果,一個月要付他們1500美元(台幣5萬),這種事其實靠一個人就做得到了,只是一間公司可能得安排半個人的人力天天在做這件很沒意義的事就是了。

對策七,偷偷將惡言處理掉:這對策一般不建議,簡單的做法,就是將留言狠狠的刪掉,再留,再刪。該不該刪留言,我自己也沒有一個準則,必須見招而定,若要刪,就要刪得乾乾淨淨並用一切方法回堵他繼續回來,若他還繼續回來,那相信網友不會再相信他了。但有些偷偷處理掉的方式,若被發現,就真的很慘了,譬如報導提到維基百科抓到偷偷處理掉惡言的就有好幾例,ExxonMobil試著改上面關於漏油的資訊,FBI市著改他們關恐怖份子的營的內容,還有Jimmy Wales也改了自己資料。

對策八,平常就先「養壞人」:好人和壞人打起仗,誰是好人誰是壞人很清楚,但好人混到壞人之中,壞人自己就亂了。華爾街日報報導,一共高達35%的「某某公司sucks.com」的這種「負面域名」,竟然是由該公司所擁有,這包括Wal-Mart Stores、Coca-Cola、玩具反斗城、Target、Whole Foods Market。其中最甚者為Xerox,竟然一連申請了xeroxstinks.com、xeroxcorporationsucks.com、ihatexerox.net等等高達20個「負面域名」。你說,企業買這些關於他們公司的負面域名,真的是因為「避免有人先買」?我倒覺得不止如此。若要買個「可口可樂很爛」的域名,至少有上千種的域名可以表達這個意思吧,怎麼買都買不完的!我反而覺得,這些公司也順便在幫自己「養壞人」,萬一遇到攻擊,可以做一個「看似攻擊站,其實是友站」來打回去。

對策九,平常也要先「養好人」:我常在演講中開以下玩笑:某個廠商想要造成「網路上一片看好」,只要辦個「徵文大賽」就夠了!一瞬間,幾百篇正面的文章,就這樣被塞到了搜尋引擎的嘴裡,這幾百篇一定在各大BSP上,有的是自己的域名,搜尋引擎的第一頁、第二頁、第三頁都搞定了也!有些企業不想辦徵文的,也事先請員工,先在各大BSP都先開始「鋪點」,開「分站」,萬一有什麼事情可以在很多個戰場同步開啟攻防戰,搜尋引擎可以「馬上變天」。

對策十,虛、心、檢、討:這還是基本盤的,也就是真的去看那些話,思考它其中的意義。報導講到其中一個案例,聖荷西的Razzberry Lips商店被客戶在網路上罵,她親自道歉,這個亂罵的人竟然就將原本的罵語,自動改成正面的評價。同樣的狀況也發生在eBay,香港商家提到因為太忙沒即時寄出商品,結果被給負評,他就誠懇的道歉,那個人竟然願意再給正評。這是對的,不過,我建議,應該一個月做一次這樣「虛心檢討」的事情,選在心情不被打擾的時候,一次看完,一次檢討,一次改進。

為何?

因為線上攻擊,表示你一定在創業、在做什麼大事,許多大事本來就是和99%的人不同,也不可能得到99%的人的理解,但這99%人之中天天都有一兩個給你「指教」,你就可能會慢慢的變成那99%其中一人,再也沒有獨特性,再也找不回當初的自己。若有「急件」怎麼辦?好,有人寫信建議你要去看某地方的負面聲音,那,你就請他幫忙看,然後轉述給你聽,這樣一來,就不必受到第一線的衝擊。而且要給自己心理建設,就算這些話沒有在網路上被講出來,平常在職場上、在人人背後,也常會有人閒言閒語或捅你一刀,只要行的正,實力總有一天被看到。

最後再「附贈」第11個對策,由於它還沒出現,所以是一個創業機會。

我們發現,網路上最可怕的,是人性「聚眾」的一面,從大家一起耳語開始,得到某種快感,這種快感讓大家繼續做這件事,而這個動作不知不覺的在幫那少數的戳樂助長聲勢,把謠言更加擴大。所以,攻擊者在網路上很容易「交朋友」。被攻擊者,反而不容易交朋友。我們常看到,咦,兩個團隊明明是同質性很高,卻竟然因為文人相輕,雖不致落井下石,至少樂於「坐壁上觀」,看到對方碰到與你一樣的事,就會說「活該」,自己比對方先碰到而對方再碰到,也會說「現在該你嘗嘗」。這對我來說是一個很有意義的創業機會了。網路上的攻擊者,可以因人性而串連起來,同仇敵愾,好像他們發起這些攻擊,原本就是對的!而網路上那些無辜被攻擊的人,卻可能因為各種原因,很少「結盟」,網路上顯然缺少的是一個正面的alliance,這樣的正面的聯盟由於人性的限制,實在太難成立、太難維持,所以,更必須一個網路創意,來幫他們成立、來幫他們維持這個聯盟

(摘自 Mr.6)


Maligned Online? How to Retaliate Against Web Attacks
Nasty breakups are bad enough. But what if your ex broadcast your dirty laundry to millions? That's what British actress Tricia Walsh-Smith did infamously on April 10, when she posted the first of three YouTube videos in which she slammed her soon-to-be-ex-husband for everything from his questionable character and inadequate sexual skills to his extended family, whom she disliked. Walsh-Smith's videos, which were collectively viewed more than 4 million times, reflect more than just the despair of a jilted woman. They're part of a larger and fast-growing problem: reputation-wrecking online.

Derogatory comments spread easily online and off, but in the real world, they are often easily forgotten. The same kind of malicious statement posted online can spread farther and last forever. "Now we have this giant megaphone of the Internet, where every little whisper about someone shows up in Google," says Matt Zimmerman, senior staff attorney for the Electronic Frontier Foundation.

These days, as more and more people join social-networking sites, comment on opinion-sharing sites like TripAdvisor.com and Yelp.com or otherwise participate in life online, personal attacks against individuals and businesses on the Web are being taken more seriously than ever. Barb-trading has escalated — sometimes in front of thousands of witnesses — and so too have the ways in which the maligned are fighting back. Many try to discredit their attackers by posting a rebuttal to the offending post or by asking website managers to remove disagreeable material. Some folks sue their critics for defamation. Still others take the ultimate step, hiring online-reputation-management firms to help re-craft their Web image from scratch.

If you had the resources, you could always launch your own counterattack: Barack Obama, frustrated with the false rumors being spread about his background and religious history, created a website in June called Fight The Smears to debunk them. But taking matters into one's own hands can be fraught. Wikipedia founder Jimmy Wales was notoriously outed in 2005 for attempting to whitewash his own entry on the site (Wiki contributors noted that he deleted references to his Wikipedia co-founder, Larry Sanger, as well as to a search site he founded that included adult content). Now a monitoring program called WikiWatcher aims to unmask similar transgressions on other Wiki entries — such as when ExxonMobil tried to downplay the environmental impact of the Valdez oil spill and when the FBI deleted aerial images of the Guantánamo Bay detention camp from the camp's entry.

If you can't mute your critics on your own, suing them for defamation might seem like the most effective way to stop the problem. But to win a case, you'd have to prove that intentionally false statements have damaged a lot more than just your feelings. You would also have to know whom exactly to sue, which can be virtually impossible since so many Web posts — especially on gossip sites like Juicy Campus, Faceliss and The Dirty — are anonymous or pseudonymous. What's more, the 1996 Communications Decency Act frees site operators from any liability for posts made by visitors to their sites. "It is ridiculous how you can post something on the Internet and not be accountable for it," says Chris Martin, founder of the online-reputation-management firm Reputation Hawk.

The primary goal of online-reputation-management firms like Martin's is to expunge the first page of a client's Google search results of all negative links. "We call the top five search results the 'danger zone,' because you don't even have to scroll down to see them," says Martin. For $1,500 a month, Reputation Hawk will actually create new Web pages that cast you in a positive light (usually with your name in the URL), post links to positive Web mentions of you on social-bookmarking sites like Digg and Del.icio.us and start positive blogs on Blogger or WordPress. (Keeping the blogs up-to-date is your responsibility, however.)

"You take all this new information we create and put so much pressure on the top 10 results in Google that the false negative stuff gets pushed down," says Martin, who says it can take months to burnish an online image. "Once it's pushed out of the top 10, they're pretty much O.K." (Of course, it's not a perfect solution — readers who click to the second page of your search results will uncover your cyberskeletons.)

If you don't have a few thousand dollars to spare, a more reasonable approach is to confront your detractors directly. "The answer to bad speech is more speech," says Google's Matt Cutts, who's in charge of ranking search results. To start, he suggests setting up a free Google Alert, which e-mails you every time your name appears in a blog post or on a website; this at least lets you know if you have a problem and, often, with whom.

Once you've found your critics, you have to figure out what to say. The right response will get you everywhere: Selena Kellinger, owner of the party-goods store Razzberry Lips in San Jose, Calif., apologized to a customer who had posted a critical review of her store on Yelp. Her critic, Jumoke Jones, was so impressed with Kellinger that she replaced her negative review with a positive one. Karl Idsvoog, a journalism professor at Kent Sate University in Ohio, took a more confrontational tack. He responded to students' accusations that he was a "rude, disrespectful, pretentious snob" on Rate My Professors by posting a Web video on Professors Strike Back that said, "We're not there to babysit. We're there to train professionals. Grow up."

The upside of the ever churning online rumor mill is that it does justice to those subjects who have come by their bad reputations legitimately. "Every fraudster in the world thinks that we're here to help them out, but we're not," says Robert Russo, CEO of Defend My Name. For bad guys, the megaphone of the Web can be a very useful thing. For everybody else, it's nice to know that when the virtual community starts to whisper, you can now shout back.

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一篇在《Journal of Marketing Research》行銷專業期刊的報導。行銷的一個基本範例稱為「吸引力效應」(attraction effect,注意,和「吸引力法則」並無關連),只是從前從未以實驗來證明過。科學家找來一群志願者,給他們幾樣東西做選擇,並同時用fMRI腦部掃描,看看他們腦部的狀況。在第一階段的實驗裡,科學家先給他們看A物、B物兩個東西,兩個都差不多好,難以決定,科學家硬就要他們二者選一,這時候,科學家發現這些人的腦部出現異常活動,有一個叫「amygdala」的部位呈現出「受驚擾」 (irritation)的模樣,這個區塊是腦部掌管負面情緒的部位,也就是說,當這兩個「差不多」的物品到了實驗者面前,叫他作一個選擇,這位實驗者在考慮的過程中,會感到焦躁、不安,在好多個因素中層層抽絲剝繭,試圖揪抽出A、B之中較佳的那個選擇。

有趣的是,這個困境遠比想像中還要容易解決。到了第二階段實驗,科學家只要再給他們「第三樣東西」,暫且稱為「C物」。這個C物和剛剛的B物很相似,但明顯的比B還「爛」。這時候,這位實驗者一次要在A、B、C中選一,應該「更煩躁」才對不是嗎?兩個都選不完了,更何況多了第三個!奇妙的是,在C出現後,有如「拯救」了大腦,他們腦中同區塊的那些驚擾的運動竟然就無緣無故的消失了。實驗者也在這時候表情自在的,做出了他們的決定。

那個決定,正是B物!

剛剛的A物竟被無緣無故的丟棄了。

科學家將這奇妙的「第三個選項」C物,直接稱為「誘餌」(decoy),它存在的目的,只是要誘發這個人對先前兩個選項的其中一個。換句話說,若善用這個「C物」,就能巧秒的左右別人的決定!

行銷最厲害的,就是改變人的動作,這也是最好玩的地方。我們平常不見得要賣產品才要改變人的動作,許多時候,我們或許想改變自己,或者想改變朋友、改變老闆、改變同事…都可以用這個可怕的招術。其實,像這樣有趣的「選擇」境況,在行銷學中,共有三種已知的效應:

一種叫「相似效應」(Similarity Effect),當你有兩雙鞋,一雙尖頭,一雙平頭,難以選擇,這時候,若再給你一雙也還不錯的平頭鞋,大腦會將兩雙平頭鞋混成「同一個選項」,突然間,你選早先那雙平頭鞋的機率會「減半」,由新的平頭鞋來瓜分。

第二種叫「妥協效應」(compromise effect),當你眼前有兩雙鞋,一雙尖頭,一雙平頭,難以選擇。這時候突然出現一雙材質和剛剛兩雙差不多的新鞋,不過它的頭是介於尖頭和平頭之間,假設也蠻好看的,那你的大腦會自動將尖頭與平頭全部歸類成「極端」,你的大腦會自動叫你盡量選一個不極端,也就是新的。

第三種則正是現在剛介紹的、經過科學實驗證明的「吸引效應」(attraction effect)。
你比較這三種效應,就知道為何「吸引效應」會這麼的有意思!因為,它是這三種效應中唯一能改變你現在的兩個選項的,所以可以導入一些策略。現在科學家更證實吸引力效應的威力,的確讓大腦「立刻決定」,這是人類大腦難得的一個「大漏洞」,大家可以好好的思考,如何在適當時機運用!

舉個例子,你想幫一個女性朋友牽紅線,介紹某位男士認識一下,這位朋友有學問、有涵養,是個很不錯的傢伙,但這女生呢,聽說目前同時也剛認識一位「聽說」是帥帥、高高、壯壯的超級型男,兩位男士都在追求這位熱門美女,怎麼辦?這時候,你約這名女生出來,再介紹另外一名同樣是有點學問、有點涵養,但就顯然比A君還更遜一點的傢伙。這個動作,很有可能馬上讓這名女生轉而選擇你這個眼鏡男!

再舉個比較邪惡的例子,今天你在和某一個同事搶升遷,你是女生,他是男生;你的學經歷尚資淺但能言善道、工作能力強,那個男生經驗豐富、業界人脈廣。好,現在你可以想辦法「推薦」一個和自己同質性很高,同樣是能言善道、工作能力強,但比你更資淺了五年,且說話與工作都沒有你強,這樣工作了半年後,很有可能下一個拿到升遷機會的!

人性的漏洞除了這些外還有很多,適度的科學研究,讓某些人有如得到強大武器。多知道一點,永遠比少知道的好。

(摘自 Mr.6)

A third option while shopping helps

Washington A stop in a shop! But, can't decide which one to buy: The brown blazer or the black jacket? Fret not, for a new study has finally come up with a solution – consider a third option, a red sweater, for instance.
A team, led by an Indian-origin researcher Akshay Rao of University of Minnesota, has shown that decision making is simplified when a consumer actually considers a third, less attractive option.

"In some ways, it is quite straightforward. When a consumer is faced with a choice, the presence of a relatively unattractive option improves the choice share of the most similar, better item," said Rao.

Researchers have based their findings on an analysis of the brains of a group of shoppers who volunteered for the study, the 'ScienceDaily' reported.

The volunteers had their brains scanned while they made choices between several sets of equally appealing options as well as choice sets that included a third, somewhat less attractive option.

Overall, the presence of the extra, "just okay" possibility systematically increased preference for the better options.

The fMRI scans showed that when making a choice between only two, equally preferred options; subjects tended to display irritation because of the difficulty of the choice process. The presence of the third option made the choice process easier and relatively more pleasurable.

"The technical evidence for our conclusion is quite clear, based on the imaging data. When considering three options, our 'buyers' displayed a decrease in activation of the amygdala, an area of the brain associated with negative emotions.

"Seemingly, subjects were using simple heuristics – short-cuts or decision rules – rather than a more complex evaluation process, when they were evaluating three-item choice sets," Rao said.

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人脈學違背了人類天性,「不經意」才會被「注意」

一篇報導引述在《Perception》期刊的研究,來自幾間學校包括CalTech的學者一起做了實驗,學者以「廣告」為例,一個常常出現的廣告,對消費者有立刻的影響力,因此許多強力廣告的效果往往是很成功的,造成「大家都去買」、「大家都在用」,因此你不得不用!台灣這邊也有所謂「西瓜偎大邊」的觀察,當一個majority出現後,它的吸眾力量就會更大,大家也更不理性的去愛一樣東西。在「初期」的效果非常強。

假如這是一場選舉,選完就算了,那這初期的效果就足以漂亮的完成使命!但,若這是一樣商品、一個電視節目、一位藝人,紅一個月沒有用,紅五年才賺得飽,這種「紅太快」的會產生一個問題,啟動人類的另一個天性。科學家還說,這個天性,其實是人類這種高等動物特有的天性──原來,人類有個機制,他在思考該「喜歡」A或B之前,會先在大腦內自動計算A或B會給他多大的「回饋」(payoff),再來決定要喜歡A還是B!有趣的是,人類原來還有個機制,如果他「看到」一個東西出現太多次,那表示那個東西已經太豐富了、太多了,表示這個資源比那些稀有的資源還要沒有價值,給他的「回饋」會比較少,而且,此東西由於不夠「稀有」,也因此「不急」著要在今天就先喜歡它!所以,那些瘋狂(fad)的流行,紅得這麼快,但過了一陣子,也就隕落得這麼快(flop),反而是有些沒紅這麼快的,可以有較久的壽命,甚至是永續的壽命。那,我們要如何介定「是不是太多」?一天給他看一次,叫「多」嗎?還是一周看一次?一個月看一次?

科學家發現,有一種方式,不會在人腦內留下記錄,也就不會有「太多」的現象,這個方式就是「讓他看到,卻沒有印象看到」,讓他只在潛意識留下印象,不曾用顯意識去處理過這個資訊,那麼這條資訊就不會引發剛剛說的「警示太多」的效應。這份研究,除了對廣告業者會有一些思考外,最大的影響,應該是在「人脈學」上面──一個產品可以一窩蜂,但「人脈」這種東西千萬不能一窩蜂。所謂人脈的定義就是「長期經營」、「長期投資」,絕不能只有一個月兩個月的熱度,以後才派得上用場。

然而許多人脈學的專家,強調的是如何「在對方心中留下深刻印象」,所以,換了名片後,下一步就是特地寄信過來附上照片,而且定期寄發電子報,簽名檔都比別人放得還多資訊,這已經幾乎成為台灣這邊人脈專家的標誌動作。有趣的是,我不確定這些人脈專家本身是否真的很有人脈,但這樣「給印象」的方式至少從業界聽來都有一種勉強的感覺。給這麼多印象,反而啟動了剛剛說的「警示太多」的效應。這篇報導告訴我們,真正的人脈取得,就在不經意之間。

Email絕對是太經意了、太打擾了。
MSN也絕對太經意、太打擾了。
簡訊應該也是太經意、太打擾了?

但,在現場換張名片並不會打擾,所以那一瞬間是很重要的。過了那一瞬間,或許,轉寄一些信件也不會打擾。這些信件可能只留下一個名字和一個破破爛爛的簽名檔,完全沒有「人」的痕跡,但寄了幾次,我也會記得這個寄很多笑話的人的名字,下次再出現我也不會忘記。

「顧左右而言他」似乎是人脈學的精髓?

原來,人脈沒有刻意的經營,只有不經意的「邂逅」,自古似乎都是這樣,不會因為人際e化而有丁點差別。


(摘自 Mr.6)

Madison Avenue Magic: Study Reveals Positive Effects of Unconscious Exposure to Advertisements

Findings could help marketers optimize advertising for the human mind

Fads have been a staple of American pop culture for decades, from spandex in the 1980s to skinny jeans today. But while going from fad to flop may seem like the result of fickle consumers, a new study suggests that this is exactly what should be expected for a highly efficient, rationally evolved animal.

The new research, led by cognitive scientist Mark Changizi of Rensselaer Polytechnic Institute, shows why direct exposure to repeated ads initially increases a consumer’s preference for promoted products, and why the most effective advertisements are the ones consumers don’t even realize they have seen.

It has long been known that repeated visual exposure to an object can affect an observer’s preference for it, initially rapidly increasing preference, and then eventually lowering preference again. This can give way to short-lived fads. But while this may seem illogical, Changizi argues that it makes perfect cognitive sense.

“A rational animal ought to prefer something in proportion to the probable payoff of acting to obtain it,” said Changizi, assistant professor of cognitive science at Rensselaer and lead author of the study, which appears in the online version of the journal Perception. “The frequency at which one is visually exposed to an object can provide evidence about this expected payoff, and our brains have evolved mechanisms that exploit this information, rationally modulating our preferences.”

A small number of visual exposures to an object typically raises the probability of acquiring the object, which enhances preference, according to Changizi.

On the other hand, Changizi says overexposure to an object provides the brain with evidence that the object is overabundant, and is likely not valuable, thereby lowering the individual’s preference for it.

“An individual’s preference for an object based on a large number of visual exposures will almost always take the shape of an inverted ‘U’, with an initial rapid rise in preference based on the enhanced probability that an object can be obtained, followed by a plateau and a gradual decrease in preference as the evidence begins to suggest that the object is overly common and thus not valuable,” Changizi said.

One of the most surprising aspects of visual exposure effects, according to Changizi, is that they are enhanced when visual exposure occurs without conscious recognition.

“This non-conscious mechanism exists because visual exposure information alone, without conscious judgment, has implications for the expected payoff of one’s actions,” Changizi said. “In many natural situations, observers potentially have both exposure schedule information and consciously accessible information about the object, in which case the predicted degree of preference modulations from visual exposure will be dampened, as the visual information is competing with the information from conscious recognition of the object and any subsequent judgment.”

These non-conscious mechanisms for rationally modulating preference are the kind animals without much of a cognitive life can engage in, and Changizi speculates that they are much more ancient.

Advertising that takes the form of apparel branded with company’s names, and products strategically placed in movies and television shows, often go unnoticed by consumers, capitalizing on our brain’s mechanisms to modulate preference based on non-conscious exposure.

Changizi’s research suggests that such advertising tactics work because they tap into our non-conscious mechanisms for optimal preferences, hijacking them for selling a company’s products. The research could hold potential for marketers interested in optimizing their advertising for the human mind, Changizi says.

Changizi conducted his research with Shinsuke Shimojo, professor of biology at the California Institute of Technology. The project was funded by a grant from the National Institutes of Health.


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People in Love Are Blind to Pretty Faces
(A built-in aversion to attractive members of the opposite sex may help cement monogamous relationships)

If your loved one claims to “only have eyes for you” this Valentine’s Day, it might be truer than you think. Research shows that people in a committed relationship who have been thinking about their partner actually avert their eyes from attractive members of the opposite sex without even being aware they are doing it.

Psychologist Jon Maner of Florida State University and his colleagues flashed pictures of faces on a computer screen for half a second, following it immediately with a square or circle, which participants had to identify by pushing the correct button. Earlier research using this method has found that it takes longer for viewers to shift their attention away from attrac­tive faces of the opposite sex.

Maner, however, took subjects who were married or living together monoga­mously and asked half of them to write about feelings of love for their partner and the other half to write about a happy experience. Those who wrote about love actually turned their attention away from attractive members of the opposite sex even more quickly than they looked away from average-looking people. Subjects who wrote about being happy, however, remained as distracted by a pretty face as ever.

This unconscious attentional bias probably evolved to help men and women stay in monogamous relation­ships, which in humans tend to have a reproductive advantage, Maner explains: “This whole research area is guided largely by an evolutionary perspective. These biases have been built into our psychology to enhance people’s reproductive success.”

Note: This article was originally printed with the title, "See No Beauty".


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別再怕「輸」,是一生的功課

一篇英國BBC報導了紐約大學最近所做的一個實驗研究,證明了大家其實不是「想贏」,只是「怕輸」。

人有這麼笨喔。

紐約大學的科學家找來了17個實驗者,讓他們玩一場競標遊戲,玩完之後,無論是贏家或輸家,通通送進腦波室,來一場fMRI的腦部掃描,然後再讓他們玩一場樂透遊戲,再把贏家和輸家都送進腦波室掃描。結果,兩次掃描結果清楚的顯示:在腦部的負責掌管回饋與成就感的striatum部位,輸家有非常明顯、誇張的反應,但贏家反而沒什麼太大反應。

從小到大碰過這種贏與輸千百回,於是,我們都已經被訓練「不要輸」,大家努力的去競爭、比賽,不是想享受贏的滋味,而是想避免輸的痛苦;套句以前連續劇的名言台詞,大家都「不喜歡輸的感覺」。輸給人家,感覺不好,所以要贏。「贏」就算只是無味的食物,總比「輸」還好。所以,大家拚命做事,表面上是為了達到「目標」,其實裡面滲雜了「害怕得不到目標」的怕輸心態。這,才是人類這麼努力的背後的主要的動力所在?

紐約大學這場「怕輸」的實驗很有趣,因為它證明了,原來「無形的輸」如此痛苦。

心理學家與行銷學家早已知道「有形的輸」的確很痛苦,他們將它叫做「怕失去」(Loss Aversion)的心態,譬如,一個小孩子剛借來一個玩具玩,起初他可能真的只想借來看看,沒想到借來以後,就不想還別人了。父母硬就從他手中拿走,他還會跺腳哭鬧!父母不解,為何小孩拿到玩具,可能高興個三小時,拿走玩具,卻要哭六小時,原來,父母從小孩手中拿走玩具所剝奪走的「快樂」,遠比小孩拿到玩具後所增加的「快樂」還多;當人們輸掉一千元的心情跌落幅度,會比贏了一千元的心情高漲幅度還要大,這裡甚至說,還要大了兩倍。

這也解釋了,很多股市投資人「賣掉」的時機,比「買進」還不理性。許多投資人看到股票向下俯衝,還一路坐在飛機上體驗探底和其他股東一起煮水餃的滋味,最後一天才懊悔。這篇Huff Post的文章甚至也以「有形的輸」來解釋了美國房市危機的其中一個現象,明明房價跌了,屋主反而不承認,堅持不以低價賣出,房市數字不好看,於是所有買家也跟著觀望。由於人們不理性的「怕失去」,經濟跟著卡住。

紐約大學也曾在另一場實驗中,將實驗者分成三組玩競標遊戲,大家都來寫一個數字,比比看誰寫得最高,不能高太多。科學家告訴第一組的人,玩完之後人人都能拿走15元現金。第二組則只有贏家可獲15美元的現金,第三組呢,則給他們一人15美元,只有贏家能「留住」,剩下的要把15美元還回來。注意,如果你贏了,無論在哪一組,都會拿到15美元,但,猜猜看哪一組的人會「不理性的出價」,寫出誇張的比較高的數字?登登登登,答案是:第三組,也就是說,當你手上已經先得到15元,你會死命的想把它留住。

另外還有一個簡單的例子(從維基百科抄來的):有個國家染了傳染病,要施打疫苗,若你是政府官員,你會選則哪個疫苗?疫苗A劑量不足但100%有效,能救200個人,而疫苗B庫存較多但只有30%的效力,可供600個人使用但可能有三分之一的人會活下來,以上講的其實是同一件事情,但大部份的人會毫不猶豫的選了疫苗A。這時候若再改一下題目的說詞,有個國家染了傳染病,要施打疫苗。疫苗A會讓400人死掉,疫苗B可供600個人使用但有三分之一的人會活下來。以上講的其實都是同一件事情,但大部份的人會改選疫苗B。

這個「怕失去」(loss aversion)的心態也充份曝露在消費者心理上,所以商家現在懂得一些技巧,譬如行銷人員懂得設計「試用期」來賣東西給你,先給你試一天,不喜歡再拿回來換,因為人們拿到東西以後,通常不只是懶,也想避免那「送出去」的痛苦,儘管那只是些微而已也會讓人們不想送,正中了賣家的下懷。也設計了「Mail-in Rebate」,讓你先擁有那個東西,擁有以後,還要再把盒子剪一個洞、把貼紙撕得亂七八糟,親手把一張rebate表格送出去過好長一陣子才會退錢,人們抱著可以買到rebate的心態買下,卻忽略了當你需要寄rebate時的絲絲微微的小痛苦,加上懶惰作祟,許多理智的人也想「算了」!而在一些文案的話術上,譬如「運費」,若你希望多一點人去「面交」,那就寫「運費要多加5%」。如果希望多一點人透過貨運而不要面交,那就寫「面交可省5%」。

但,再回到文章開頭的那篇報導!

以上的「怕失去」,是當你手中已經有了玩具、有了15美元、有了要拯救的人、有了試用的商品,所以,你害怕失去那個玩具、害怕失去那15美元、害怕失去這些人、失去那個已經試用的商品!
但,若你是在「競標」,你失去什麼?

沒有。

沒東西。

什麼也沒失去!

頂多是失去了一個「夢」,意圖得到那個沒標到的物品的夢,這個夢其實是很虛的,你從未擁有那個東西過,從未有過深刻的感情,但是,科學家證明,人,就是連這種從未擁有過的東西,也會產生一種「怕失去」的心態。

「輸」這個東西,根本就不是「東西」,它只是一個狀態,而這狀態馬上就不見,但,我們理性的人兒們,就是會「怕輸」,就如同小孩子怕失去手上的玩具一樣!

因此這篇報導我覺得很有趣,早就覺得,「怕輸」對創業家、創意工作者、或任何有志向上的青年來說,其實是在扣分。

當你面對充滿希望的人生,前途還是一張白紙,就像脫疆野馬,可以自由在上面奔放的亂跑;這時候,你抱著雄心壯志開始第一份工作,開了第一個部落格,開一個網站,賣一個商品,抱著非常大的野心,張開嘴就可以喊出一條長江,身體就像一個自動馬達。但,跑一陣子之後,開始有了進展,也會開始爬升,也看到,喔,原來這片草原不是白紙,還有其他人也在同一條跑道上,和我們一起跑。這時候,我們的目標不再只是「贏得錦標」,明確一點的說,我們其實是希望「搶在別人面前贏得錦標」,我們害怕,那個錦標不是我的!

然後,我們就會開始做一些奇怪的事:

人生方面,妳原本沒想到要結婚、生小孩,打算一輩子清閒度日子。不過到了一個時段,看到身邊人一個接一個的走入家庭,不知道為什麼,自己在短短幾個月內就把自己從小到大的決定,瞬間打破,破得一乾二淨。

創業的時候,喂喂,那個功能,其他商店/網站也有做,他們也有賣,那,我們也來跟著做吧!儘管你知道,那個功能其實當初不在計畫中,好像也不見得有絕對100%的加分效果,但你想辦法、不理性的調出時間去做。

突然,有個比賽來了!好多人參加耶!那我也來參加好了。雖然比賽從來就不在我們當初的初衷裡,但也因為「大家都在比賽」,我也想試試看,所以我也來跟著比賽。一進入初賽,更是日夜難眠,希望能進入複賽;進入複賽,更是無法制止的每天拜拜祈禱能進入決賽,最後,決賽沒進,就憤怒的罵主辦單位偏心,失聲痛哭,但,這一切都不是當初想做的事啊?

創意工作者在看到別人以後,會開始「參考」別人,會開始「怕輸」。他以為,有些動作好像是在包納所有的河川,學習更多的好東西,其實,他也是在害怕,若他沒有學到這些,別人學到了,那他可能會完蛋;看到別人學到一點都還只有這結果,那我什麼都不懂,還有機會嗎!於是,一步走完還有下一步,第一天是充滿興奮、條條都是大路,條條路都通羅馬,但,來到最後一天卻變成左顧右盼、遲疑萬分,前方的路變得比鄉間巷子還窄。他不知道,他在害怕失去、害怕失敗的同時,他已經先失去了個人最珍貴的資產,那資產,上天可能只給5%的人,他剛好「曾經」是那5%的人。

多可惜!為了避免這樣的心態,我認為,有一個方法。創業家心中想著「贏」字,提筆寫下一個「贏」字。

看著這個自己親手寫的「贏」字,告訴自己,這是我的「贏」。

這個贏,不是贏別人,而是「歷史大勝」。我們有我們獨特的「贏」法,就如同眼前這個獨特的字跡是我的字跡。你說,這個字寫得其實不怎麼好看?歪歪扭扭的?

不,十年以後,這個「贏」字,就是要這樣寫。你會改變大家對美醜的定義,讓這個字,才是真正美麗的「贏」!

心理學證明了「怕輸」是天性,卓越的人才就是能打敗天性。抱著從未見過的「贏」,是避免這些事最好的方式,沒說不要參考與學習,但一邊參考、學習,一邊認定自己要走向「歷史大勝」。創業家的天職就是這樣,給你這樣的一個使命,就是要享受「贏家」的快感,而不是害怕「輸家」的痛苦,快樂,應該還給未來的那個「贏家」。

(摘自Mr.6)

Auction bidding 'driven by fear'

Worries about losing out at auctions may drive participants to pay over the odds, a brain imaging study shows.

Websites such as eBay have fuelled the sale of goods through auctions, with some people becoming hooked.

Brain scans of people taking part in an auction showed those "overbidding" had a greater response to losing than to winning, the Science journal reported.

The US researchers said the findings went against the theory that paying too much is driven by the "joy of winning".
In the first part of the research, 17 participants took part in either an auction game with a partner or a lottery game.

Both involved winning money but in the auction game, the idea was to outbid your partner, whereas in the lottery game winning was simply down to chance.

A type of scan called functional magnetic resonance imaging (fMRI) showed that in the auction game there was an exaggerated response to loss in the striatum - part of the brain associated with reward - but hardly any response to winning.

The greater the tendency to overbid, the stronger the response to loss suggesting that the prospect of losing the competition caused participants to bid too high, the researchers said.

Testing loss

In a separate study, the team from New York University provided three groups of participants with an auction game but with different circumstances.

One group was asked just to make bids, one was told if they won the auction they would get a $15 bonus and the other was given a bonus up-front but told they would lose the $15 if they failed to win the auction.

Although the outcomes were the same for all winners - an extra $15 - those in the "loss" group consistently bid higher than the others.

Study leader Professor Liz Phelps said: "We thought we would see an exaggerated response when people won but we found the opposite.

"In the study they didn't know which person they were bidding against so this was more like an eBay auction.

"The effects may be even more exaggerated in a sit-down auction," she said.

Professor Nigel Nicholson, an expert in organisational behaviour at London Business School, said the results made a lot of sense as "loss aversion" is known to be a strong driver of human behaviour.

"People hate to lose much more than they like to win."

He added that these types of imaging studies were helping to boost understanding of decision-making, for example in the stock market.



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公司同事分8種,分清楚誰是哪一種可帶來五個好處

1980年代由Meredith Belbin博士提出了「團隊建構」(team building)理論,企業紛紛致力於建立最棒的團隊,但近年可能是受美國那邊的英雄風潮以及明星CEO四處演講之下,企業開始注重「領導者」(leadership),領導者也注重培養中下階的小領導者。這個風氣下去,大家變得愈來愈「虛」,只是喊個口號,裡面的團隊卻殘破不全 ?

於是,英國心理學家這次很小心的將辦公室的人分為八個種類,分別用一種動物或字來代表,而每一個種類都各自有優點,也有缺點。心理學家說,由於物以類聚,主管找人也都偏自己風格,因此一般的辦公室總是只有少數二~三種,而且大多數人都是同一種,這一種正是和該部門主管同種。所以心理學家鼓勵每個團隊、每個部門、每間公司,應該找個時間,找來所有的隊員,看看大家各自屬於哪一種類?分清楚誰是哪一種,你們就好像有了一面鏡子,立刻看出這個團隊目前的傾向與問題:

母雞:這種人就像一個媽媽那樣照顧著大家,特色是容易相處,有同理心,不過也常常被其他人的問題所影響而導致失焦與情緒不佳,想太多有的沒的事情。

小丑:這種人特別會社交,聰穎過人,一開口就吸引到目光,大部份講的都是幽默話,他的缺點是當他開始正經的時候卻比較無法說服人,別人也不會嚴肅的將他視為正規的人。

酷哥酷姐:這種人相處下來透露一種輕鬆的處世哲學,能夠給同事某種安定的力量,但也有些人認為這種人比較懶,對一些急事不知輕重緩急,有時深不可測,不知道他心裡在想什麼。

啦啦隊長:這種人就是極為熱心,樂觀,動不動就喜歡鼓舞同事,但有時想都不想就直接往前衝,過於莽撞,帶大家去撞牆。

現實傢伙:這種人凡事講求道理,有點教條派、注重條理,不會隨意被騙,也常常深思熟慮讓團隊不會過high,但也因此常常被他人視為負面思考的討厭鬼。

社交家:這種人特色是長袖善舞,社交難不倒他,應酬喝酒有人就找他來充熱鬧場面,他也很注重人脈,喜歡交換名片與握手,缺點是有人會認為他有一點點膚淺。

技客:這種人特色是從頭到腳徹底科技化,鑽研3C產品,相對安靜,注重細節,完美主義,可以幫助團隊做完他們該做的事情,但也有人認為他是控制狂(control freak),不夠大格局思考。

創意家:這種人滿腦子充滿創意,喜歡談大點子,每天都有新的想法,但也被許多人認為是多變(fickle)、缺乏續航力。

這份報告同時也拿這八個種類跑去對英國的上班族做了市調,結果發現有高達32%英國上班族把自己歸類為「現實傢伙」,這個種類目前是最多人的,而最少人將自己歸類為「創意家」與「啦啦隊長」,這點很有意思,因為我可以幾乎確定拿同一份市調到美國的職場去,「創意家」和「啦啦隊長」可能才會是最多人選的。更有趣的是,這些拘謹又傳統的英國上班族卻有高達26%認為「創意家」與「啦啦隊長」明明就是對他們工作最有幫助的同事,他們渴望這些人的存在,尤其是住在城市的上班族更有高達30%認同,鄉下的則沒這麼需要創意家,他們希望身邊有啦啦隊長,自己卻不能當這些人。這種事是勉強不來的,看,研究另外也顯示「小丑」竟然是最不受歡迎的種類,他們認為小丑是最沒有鼓舞感的,但譬如在Scotland的上班族雖然不喜歡小丑,卻有18%的上班族還是將自己定義為小丑類,佔全英國最高。

我認為這個研究有意義的地方在於,它將所有人分類,就好像星座一樣,沒有絕對的好或絕對的不好,但大家都屬於某一類,這樣一分,我們就可以清楚的看到,這個「team」還差哪種人,除此之外還幫大家帶來以下五個新好處:

一、看到「自己看自己」與「別人看自己」有何不同?每個人先將自己歸為某一類,再請同事互評,有些人就會發現,怎麼同事認為的,和自認的不一樣!這篇泰唔士報報導還說,尤其是男性容易犯這樣的誤解,女性由於比較善於自省自視所以不會有落差的現象。

二、透過「相似類」強迫更認識自己(與別人):這八類中有幾類相當相似,譬如「小丑」與「社交家」,我們會先思考一次兩者的差異,再決定自己是否屬於其中一類而不屬於另一類,這樣的抽絲剝繭有助於更細微的更認識自己一些模糊特質(如,外向,是怎樣的外向法?)。此外,如果你自認為「小丑」,而對方自認為「社交家」,你也更了解彼此之間的平常察覺不出的差異點。

三、透過「相衝類」找到同事中最能互補的人:這八類中可以分出幾個相對、相衝的「pair」,譬如「現實派」與「創意家」兩者,有一位同事自認為「現實派」,而你自認為「創意家」,我們兩位可能就是一個最好的「互補」,以後若要單獨約吃飯,應該從這些互補的同事開始找,學到的東西最多。

四、透過「相同類」挖掘出從來沒發現過的新分類:你在這八類選了一類,另外可能也有五~六位同事也選了這一類,想想,的確這些同事都是這一類的特質,但由於相處了一陣子,你也知道這幾位同事的個性與態度也不是這麼的一樣,這時候,你可以發現「新的分類」,更深一層了解人性。

五、透過「不存在的類」找到在這個職場裡的新機會:這樣安排下來,主管可能就忙著去做Team Building,想找來「缺」的那一類人,這時候,你或許也可以知道「缺」的是那一類人,往那個方向去改變。創意家也可以多一點現實的沐浴,技客也可以多一點社交家的色彩,讓自己去填補辦公室缺少的那塊拼圖,未來的仕途與機會也跟著打開。

(摘自 Mr.6)

Team building

Team building refers to a wide range of activities, presented to businesses, schools, sports teams, religious or nonprofit organizations designed for improving team performance. Team building is pursued via a variety of practices, and can range from simple bonding exercises to complex simulations and multi-day team building retreats designed to develop a team (including group assessment and group-dynamic games), usually falling somewhere in between. It generally sits within the theory and practice of organizational development, but can also be applied to sports teams, school groups, and other contexts. Team building is not to be confused with "team recreation" that consists of activities for teams that are strictly recreational. Team building is an important factor in any environment, its focus is to specialize in bringing out the best in a team to ensure self development, positive communication, leadership skills and the ability to work closely together as a team to problem solve.

Work environments tend to focus on individuals and personal goals, with reward & recognition singling out the achievements of individual employees. "How to create effective teams is a challenge in every organization"[1] Team building can also refer to the process of selecting or creating a team from scratch.

Reasons for team building include

Improving communication and relationships
Making the workplace more enjoyable
Motivating a team
Boosting morale
Getting to know each other
Getting everyone "onto the same page", including goal setting
Teaching the team self-regulation strategies
Helping participants to learn more about themselves (strengths and weaknesses)
Identifying and utilizing the strengths of team members
Improving team productivity
Identifying and developing leadership skills
Practicing effective collaboration with team members
What are team-building exercises and what is their purpose?

Team-building exercises consist of a variety of tasks designed to develop group members and their ability to work together effectively. There are many types of team building activities that range from games for kids to games and challenges that involve novel and complex tasks that are designed for improving group performance by addressing specific needs.

There are also more complex team building exercises that are composed of multiple exercises such as outdoor high and low ropes courses, indoor teambuilding exercises, corporate drumming, cooking, or scaveneger hunt events, and even activities that can extend over several days.

Whether indoor or outdoor, the purpose of team building exercises is to assist teams in becoming cohesive units of individuals that can effectively work together to complete tasks.

Types of team-building exercisesCommunication exercise

This type of team building exercise is exactly what it sounds like. Communications exercises are problem solving activities that are geared towards improving communication skills. The issues teams encounter in these exercises are solved by communicating effectively with each other.

• Goal: Create an activity which highlights the importance of good communication in team performance and/or potential problems with communication.

Problem-solving/decision-making exercise

Problem-solving/decision-making exercises focus specifically on groups working together to solve difficult problems or make complex decisions. These exercises are some of the most common as they appear to have the most direct link to what employers want their teams to be able to do.

• Goal: Give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution

Planning/adaptability exercise

These exercises focus on aspects of planning and being adaptable to change. These are important things for teams to be able to do when they are assigned complex tasks or decisions. • Goal: Show the importance of planning before implementing a solution

Trust exercise

A trust exercise involves engaging team members in a way that will induce trust between them. They are sometimes difficult exercises to implement as there are varying degrees of trust between individuals and varying degrees of individual comfort trusting others in general.

• Goal: Create trust between team members

Subgroups of team-building exercisessimple social activities - to encourage team members to spend time together
group bonding sessions - company sponsored fun activities to get to know team members (sometimes intending also to inspire creativity)
personal development activities - individual programs given to groups (sometimes physically challenging)
team development activities - group-dynamic games designed to help individuals discover how they approach a problem, how the team works together, and discover better methods
psychological analysis of team roles, and training in how to work better together
(and combinations of the above)

Team interaction involves "soft" interpersonal skills including communication, negotiation, leadership, and motivation - in contrast to technical skills directly involved with the job at hand. Depending on the type of team building, the novel tasks can encourage or specifically teach interpersonal team skills to increase team performance.

Models of team behaviorTeam building generally sits within the theory and practice of organizational development. The related field of team management refers to techniques, processes and tools for organizing and coordinating a team towards a common goal - as well as the inhibitors to teamwork and ways to remove, mitigate or overcome them.Several well-known approaches to team management have come out of academic work.

The forming-storming-norming-performing model posits four stages of new team development to reach high performance. Some team activities are designed to speed up (or improve) this process in the safe team development environment.
Belbin Team Types can be assessed to gain insight into an individual's natural behavioral tendencies in a team context, and can be used to create and develop better functioning teams.
Team Sociomapping is an visual approach to team process and structure modelling. This model is based on social networks approach and improves the team performance by improvement of specific cooperation ties between the people.
[edit] Organizational developmentIn the organizational development context, a team may embark on a process of self-assessment to gauge its effectiveness and improve its performance. To assess itself, a team seeks feedback from group members to find out both its current strengths and weakness.

To improve its current performance, feedback from the team assessment can be used to identify gaps between the desired state and the current state, and to design a gap-closure strategy. Team development can be the greater term containing this assessment and improvement actions, or as a component of organizational development.
Another way is to allow for personality assessment amongst the team members, so that they will have a better understanding of their working style, as well as their fellow team mates.A structured team-building plan is a good tool to implement team bonding and thus, team awareness. These may be introduced by companies that specialize in executing team-building sessions, or done internally by the human resource department.



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遞給你一杯溫水,帶給你溫暖?

幫自己煮一碗湯,讓自己心情變好?

「溫暖」這個字原本只用來形容「溫度」,卻也自動的變成了「關心」的代表詞,而且不只是中文而已,英文也是,放諸全球所有語言、文化,都是將「溫暖」的這個「溫度」,和關心、感動、援助、愛……相提並論。

在《Science》期刊登出耶魯大學心理學家的研究,終於第一次證實「暖」的東西真的會「暖進心裡」!他們找來了41個大學生作實驗,先遞給他們一人一杯飲料,有的是熱咖啡,有的是冰咖啡,然後讓他們不知不覺的握著那杯咖啡走進門,開始填一份問卷。這份問卷形容一個不存在的「甲君」,將這位「甲君」形容了老半天以後,再請學生從一分到七分評價一下他們對於這個「甲君」各方面的觀感如何,其中一項包括「甲君是不是一個溫暖的人?」,最後計算下來發現,握過熱咖啡的學生,都認為「甲君是比較溫暖的」,但握過冰咖啡的學生,卻覺得「甲君比較沒有這麼溫暖」,其他關於甲君的想法則不受咖啡溫度影響。從數字來看,握過熱咖啡的學生,覺得甲君溫暖的程度,比握著冰咖啡的學生多出足足11%。

也就是說,當你握著一杯熱飲料,所看出去的世界,人人都會變得比較溫暖。

第二個實驗,科學家找來53個學生,在一個暖暖包(那種加熱或冷凍就會保持那個溫度的小包包)的試用實驗中,有一組人握著暖暖包,另一組人握著冷冷包,然後科學家問他們,你們要收到一張「禮券」(gift certificate) 送給朋友,還是直接送一個禮物給自己?結果發現,握著暖暖包的人,通常都會選擇要換成禮券送給朋友,而握著冷冷包的,則希望廠商直接送禮物給自己。

也就是說,熱飲不但讓你覺得其他人(甲君)很溫暖,而且自己也會變成一個溫暖的人。

所以你可以想像,當兩個人都喝著熱飲料一邊談話,是不是會非常的溫暖,非常的愉快呢!

這場實驗都是有根有據的,據報導,之前已有科學家從腦部掃描後發現,在熱的刺激下或冷的刺激下,腦部的一個叫做insular cortex的地方會產生強烈反應,這塊地方本就是和人群的信任度與合作度有關連,現在,經由一個小小的實驗我們知道,這塊地方「遇熱」就會溫暖,「遇冷」則會變冷酷,這不是字義上而已,實際就是會這樣!人類就是人類,無論我們是誰,都無法抵擋大自然的召喚。

所以,我們現在可以開始注意幾件事:

如果你站在路邊賣東西,今天剛好是個大冷天,或你在一間冷氣房,最好先奉上一杯熱騰騰的溫開水請客人喝,客人比較容易掏錢買下。

如果有客人來公司拜訪,談一場生意,我看就不必問對方要「冷的」還「熱的」了,只要問咖啡或茶或開水,然後,直接就倒一杯熱的吧。

如果你約客戶到Starbucks相見談生意,也不必問對方要喝什麼了,直接就點一杯熱的飲料,用馬克杯裝,請對方喝吧!最好不要馬上喝完,先雙手握著馬克杯,一邊溫暖的談生意。

如果有朋友失戀了,你想安慰他,給他一些溫暖,那,千萬千萬不要選在「冰店」,談生意也是,千萬不要請你的客戶到鮮芋仙點兩碗刨冰ok(我真的曾經在冰店)!如果可以的話,不如選一間「火鍋店」,在白煙裊裊中,帶給對方多一點溫暖的感受吧。

(摘自 Mr.6)

Hot cuppa makes you feel good about others

Our judgement of someone's character can be influenced by something as simple as the temperature of a drink held in our hands, say US researchers.

Psychologist Professor John Bargh from Yale University, Connecticut and Dr Lawrence Williams of the University of Colorado report their findings today in the journal Science.

Psychologists have long noted the importance of warm physical contact with caregivers in developing healthy relationships as adults. So Bargh and Williams decided to test the impact of warmth on the perceptions of adults.

To test their hypothesis about the importance of temperature, research assistants casually asked undergraduate test subjects to briefly hold either a warm cup of coffee or iced coffee as they wrote down information.

The subjects were then given a packet of information about an individual and then asked to assess his or her personality traits.

The participants assessed the person as significantly "warmer" if they had previously held the warm cup of coffee rather than the iced cup of coffee.

On personality scales unrelated to the trait of "warmth," the researchers found no difference in how participants who held an iced, versus hot, coffee responded.

In a second study, participants held heated or frozen therapeutic packs as part of a product evaluation study and were then were told they could receive a gift certificate for a friend or a gift for themselves.

Those who held the hot pack were more likely to ask for the gift certificate, while those who held the frozen pack tended to keep the gift for themselves.

"It appears that the effect of physical temperature is not just on how we see others, it affects our own behaviour as well," says Bargh.

"Physical warmth can make us see others as warmer people, but also cause us to be warmer - more generous and trusting - as well."

Echoes of mother-child relationship
The research team built on earlier studies that show the physical distance between individuals also influence social judgment about others.

The experiment suggests that the warmth of an object or the distance that is felt between people amounts to more than simple metaphors. Both instances, researchers say, are literal examples of trust first experienced between mother and child during infancy.

"It's at the same time subtle and very powerful - a repeated association of physical warmth that is learned over a lifetime," says Williams, an assistant professor of marketing.

He says the research could have marketing implications because it shows just how strong the bond is between the physical and the psychological world.

"In a point-of-service or communications interaction, paying attention to the fact that customers are tied to the physical world in which buying behaviour occurs is important," says Williams.

"If you are running a promotion outdoors on a cold day, maybe giving away a warm cookie will help you make connections with consumers. It gives marketers and managers more tools to work with."

Brain imaging
Bargh says the power of temperature on character assessments has been backed up by recent brain imaging studies.

For instance, the experience of hot or cold stimulus has been shown to trigger strong activity in the insular cortex.

Researchers have also implicated the same area of the brain in borderline personality disorder, a debilitating illness characterised by an inability to cooperate and near complete inability to determine whom to trust.

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大腦天生只能在「規律生活」與「善變生活」二選一,然後發揚光大

US NEWS在這星期引用了耶魯大學的科學家最近在美國國家科學學會報告,發表一篇研究,解釋「乾洗效應」(Dry Cleaning Effect)的原委。其實我的狀況並不是「乾洗效應」,所謂乾洗效應是說,美國上班族常在開車上班的路上將這周的衣服先送到乾洗店送洗,下班再記得去拿,但衣服可能二周才洗一次(那邊天氣就是這樣),而且不固定時間,所以就算前一晚想辦法記得了,將衣服放在門口,衣服也記得帶上車了,但它就一直掛在後座頂的手環上面,第一天忘記送它去乾洗,直接帶進辦公室,第二天又忘記,第三天、第四天……氣得要死,但就是會忘記。

現在耶魯的科學家說,這,不是健忘,而是因為太記得每天上班的動作,一上車,就是要開85號高速公路,然後轉向101高速公路,經過了同樣的看板,然後在同一個路口下去……這個動作上班族每天都做,已經「全自動」,自己大腦已經可以「自動導航」。由於太記得這個規律的事,因此不會記得突然要做的新事。

科學家進一步發現,「每天開同樣的路」和「記得換一條路去送乾洗」這兩件事,用的根本就是大腦二個完全不同的部位,前者是用到「紋狀體」(striatum),專門記憶以前熟悉的指令,後者則用到一個叫「海馬迴」(hippocampus)的區域,專門啟動新的事、空間學習(spatial learning)。更重要的是,科學家找來老鼠 (又是可憐的老鼠),將牠們腦中的striatum的功能破壞一下,結果竟然發現牠們的hippocampus的力量就莫名其妙的變強了!然後再找來另一批,改將牠們的hippocampus破壞一下,結果發現換成striatum變強了!

換句話說,這兩個部位,是會互相競爭的。因此,一個人不可能同時是個超有規律又超會做新事的人,假如一個人真能腳跨這兩塊,那它每一塊也不可能做得太好,這份研究所引導的結論就是這樣。

也就是說,如果你希望變成更有「原則」,做一個「規律」的人,那就請想辦法先放棄你平常那善變的一面,別常常換餐館、換車子、換工作、換女(男)朋友……。

如果你希望你可以常常神來一筆的「創意」,總是帶給他人意想不到的「驚喜」,那就先想辦法先放棄你平常那規律的一面,想辦法天天都做點不一樣的事,別常常讓自己進入「自動導航」的狀態。

這兩個地方只能選擇其一。當你努力的在成為一個很遵守原則、生活固定、每天汲汲營營的經營著同一件事,則你就別去想辦法改變;當你努力的成為一個充滿創意、每天要講出新的東西,則你就別想辦法變成一個每天都做同一件事的人。

這兩件事都是一種堅持,不是嗎?只不過「堅持」也要「二選一」,了解自己,然後堅持,無論是堅持做一個固執規律的人,還是堅持做一個善變創新的人,都有機會成為佼佼者,練一顆強大的大腦,而且愈練愈好!

(摘自 Mr.6)

Memory Lapses Come When 2 Parts of Brain Compete

Competition between two areas of the brain involved in learning may explain common memory lapses, suggest Yale University researchers, who add that their findings may help lead to new treatments for drug abusers and people with obsessive-compulsive disorder (OCD).

One area is the striatum, which helps record cues or landmarks that guide you to familiar destinations. When the striatum goes on autopilot, you can arrive at a common destination, such as work, with little memory of the trip.

The other area is the hippocampus, which is used when traveling to an unfamiliar place. The hippocampus is part of the spatial learning system, which a commuter would use if he or she had to run an errand before arriving at work.

"When you have driven the same route many times and are doing it on autopilot, it can be really difficult to change," study senior author Dr. Christopher J. Pittenger, an assistant professor of psychiatry, said in a Yale news release. "This is why I cannot, for the life of me, remember to drop off my dry cleaning on the way to work. If I'm not paying enough attention right at the moment, if I am thinking about something else, I just sail right on by."

In this study, Pittenger and colleagues disrupted areas of the striatum in mice and found this impaired the rodent's ability to complete landmark navigation tasks, but actually improved their spatial learning ability.

When the researchers disrupted areas of the hippocampus involved in spatial learning, mice could no longer navigate spatially but learned landmark tasks more quickly, according to the study, published in this week's issue of the Proceedings of the National Academy of Sciences.

The interactions between these two brain systems may help researchers better understand and treat mental illnesses that cause destructive, habit-like behavior or thought patterns, such as OCD and drug addiction.

"This is part of what we are doing in cognitive-behavioral therapy when we teach patients to recognize their destructive habits, to take a step back, and to learn to do things differently," Pittenger said. "What we're really asking them to do is to use one of these systems to overcome and, ultimately, to re-train the other."





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「1萬小時的努力 + 寧為雞首」是自古以來成功定律

知名暢銷作家Malcolm Gladwell的寫作風格就是他會引用大量的各種數字,許多是讀者從未聽過的,然後一段一段的串成整本書的邏輯,讀他的書好玩的應是在讀這些一段一段的定律,各自就有各自的領悟。但這種寫法也為他帶來很大爭議,許多人無論是真的科學家或是記者們,都覺得蓋兄只是在玩弄「通俗科學」,我的想法則是,我們都需要更多的數據與事實,蓋兄幫我們挖出來,至少建議了一個解釋,比讓讓它們石沉大海還好。

他發現了一個很特別的結論──「成功並不是偶然的」。我還不知道是誰會在台灣出版這本書,也沒辦法先拿來一讀,但單單從各處報導捕風捉影一番,已經得到了很驚人的「成功學」:

一、寧為雞首,不為牛後:蓋兄在這本書中即將舉出一些現象,譬如,曲棍球是加拿大的國技,奇怪的是,史上最強的加拿大曲棍球員似乎都是1、2、3月出生的,原來,曲棍球比賽從小「分班」的方式是依出生年份,同一年出生的就在一起比賽,因此,一月一日就是班上最年老的,十二月三十一日就是班上最年輕的,年老的雖然只老了幾個月,他們的力量強一點點、身高高一點點、智慧多一點點,讓他們一路下來較容易當「小明星球員」,自信心有了,之後也順了。這點亦被經濟學家認同,他們早就發現,在年尾出生的小朋友比較無法進入好大學,也和這種分班方式有關。這也帶給父母一個啟示,有些父母很急著讓孩子小小年紀就送去上學、跳級,蓋兄認為,除非保證孩子真的天生智商180,不然早讀、早學反而容易毀了他前途,請三思。

那,選學校要不要選「好區」、「好學校」?蓋兄另外再舉了例,大律師Joe Flom是在1930年代於紐約當年爛區Garment District出生、受教育,就是因為從爛區出生,他反而有機會去輕鬆取得其它人的東西,也在這過程中,在心理、實力上面不斷的往上積累。重要的是,這位律師後來雖然學成,但遭到當時美國種族排擠,無法進入正常的事務所,所以他竟然也理所當然的就另闢道路,反而讓他開出一條新路(或許在爛學校中他已習慣自創道路並成功,所以他敢繼續這樣幹),後來蓋兄還發現,Joe Flom不是唯一的一個成功的,那年代有好幾個律師竟然都是1930出生、在Garment長大的猶太人!也就是說,那個年代、那個爛區,竟然是成功的搖籃!

二、「一萬小時定律」:蓋兄說,每一個成功的人,都是努力了十年而來。這十年間每天他都練習3小時,3 x 365 x 10,一萬個小時之後才會成功。他舉例,鋼琴家許多都是5歲彈琴,到了15歲就已經和別人不同;小網球選手都是6歲開始訓練,到了16歲就已經和別人不同。這點我非常贊同,先前也想寫過一本「默默耕耘十年間」,最後只出了《搶先佈局十年後》。

以上兩點,告訴我們的是「努力是有效果的」,問題是說,你相信嗎?

1萬個小時,不會白花的,但只是你相信或不相信?若不相信,去作個「雞首」看看,就會相信,相信以後就請記得一輩子。

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「哭出來」對身體好(附有趣數字)

CNN曾有一篇文章在討論「哭」,在商場上,「哭」是被禁止的情緒,因為它代表著脆弱、逃避、崩潰…尤其是女性同事,並不是被歡迎的「專業形象」。不過,最近又開始流行「哽咽」了,名人開記者會,總是會出現「哽咽」的橋段,記者會狀況特殊,面對這麼多燈光媒體,氣氛和平常不同,不小心露出最脆弱的一面,也好,記者會透過電視告訴大眾,人都是會哭的,哭不是壞事!最近有一篇來自英國的The Independent文章更引用科學報告為「哭」平反,認為「哭出來」其實有益身體健康呢。

報導先引述市調統計結果,有88.8%的人會說,哭出來,讓他們心情轉好;只有8.4%的人說,哭出來反而讓心情更糟。這個只是市調而已,文章還引用了科學家的說法,哭,真的可讓我們的身體重新「RESET」。

原來,人體會排出三種淚水,第一種是「持續淚水」(Continuous tears),每眨一次眼睛都會製造出一點點,讓我們眼睛保持濕潤,對抗外界微物質。第二種淚水叫「反射性淚水」(Reflex tears),有外物掉進眼睛,亦會自動產生,試圖將外物排除。第三種則是我們所熟知的「情緒淚水」(Emotional tears),因為某種情緒而引發的哭泣,科學家發現,「情緒淚水」雖然都是從淚腺流出,但它的成份,竟然和其他種類淚水不同。它含有較多的蛋白質、錳(manganese )、以及一種叫「Prolactin」的荷爾蒙,是人體在緊張、壓力時容易產生的物質,太多太少都不好,而淚水就是在幫忙排除這些,讓身體維持平衡。科學家還發現,哭泣的時候,皮膚敏感度會增加,呼吸也會較深較沉,這些都是身體的調整,讓身體恢復到健康的狀況。

文章還提到好幾個關於「哭」的統計研究,很好玩:

目前,男性平均一年要哭7次,女性則多了6倍,要哭47次。

80%的哭泣都是半小時內會結束,只有20%的哭泣是超過半小時的,有8%則超過1小時。換句話說,當一個人哭了超過半小時,這可能就叫做「相當傷心」,當一個人哭了超過一小時,那他就是「非常傷心」。

有70%的民眾不會試圖隱藏他們在哭泣的事實,換句話說,只有30%的民眾會試圖隱藏。文章有提到,相較以往,人類正在最能接受哭泣的年代,男人都可以在鏡頭前大哭,沒關係。

有77%的哭泣是發生在家中,有15%則是發生在工作場所或車上。

有高達40%的人是自己哭的,旁邊沒人。換句話說,每次當你看到有三個人在哭,另外平均還有兩位也是會偷偷在家裡哭的。

人們哭泣的時間,以早上、下午、晚間、深夜來看,比率是16%、29%、39%、17%,換句話說,大部份的人都是在「晚間」哭泣,這可能是因為那時候總是一天的結尾,或許是一天結尾以後首次回到自己家裡(一個人)或是剛剛見到家人,因此在這個時段發生了哭泣的動作。報導更說,人們最常哭泣的時間是6:00pm ~ 8:00pm。

(摘自 Mr.6)

How crying can make you healthier
We all know a good cry helps to soothe our minds. Now doctors are discovering that tears may help to heal our bodies, too. Roger Dobson reports

It makes nine out of 10 people feel better, reduces stress, and may help to keep the body healthy. It's also free, available to almost everyone, and has no known side effects, other than wet tissues, red eyes and runny makeup. Crying may not be a blockbuster drug, but the latest research suggests it's highly effective at healing, and that it improves the mood of 88.8 per cent of weepers, with only 8.4 per cent feeling worse. So beneficial is it that the researchers suggest there may be a case for inducing crying in those who find it difficult to let go.

But while almost all of us shed emotional tears at some time – at least 47 times a year for women, and seven for men – exactly why we cry, and much about what happens when we do, remains a mystery. For crying, a uniquely human form of emotional expression, to have survived evolution, it should have a practical purpose and give some kind of survival advantage. Laughter and anger are both well known to have advantages. Laughter, for example, has been shown to promote healing, increase blood flow, reduce levels of stress hormones, boost the immune system and produce more disease-fighting compounds.

But what of crying? Emotional tears come from the same tear glands that produce the fluid that forms a protective film over the eyeballs to keep them free of irritants, and which also releases extra fluid when the eye becomes irritated, or is invaded by a foreign body.

A clue to the purpose of crying may lie in the experimental finding that emotional tears contain different compounds from regular eye watering, such as that triggered by chopping onions.

The phenomenon supports the so-called recovery theory, that emotional tears, and their contents, may be a way of getting the body back in balance after a stressful event. "I have suggested that we may feel better after crying because we are literally crying it out. Chemicals that build up during emotional stress may be removed in our tears when we cry,'' says William Frey, professor of pharmaceutics at the University of Minnesota. "Because unalleviated stress can increase our risk for heart attack and damage certain areas of our brain, the human ability to cry has survival value.''

Other evidence backs up the theory. It's been shown that tears associated with emotion have higher levels of some proteins, and of manganese and potassium, and hormones, including prolactin than mere eye watering. Manganese is an essential nutrient, and too little can lead to slowed blood clotting, skin problems, and lowered cholesterol levels. Too much can also cause health problems. Potassium is involved in nerve working, muscle control and blood pressure.

Prolactin is a hormone involved in stress and plays a role in the immune system and other body functions. Its involvement in tears may help to explain why women cry more than men. Women have more prolactin than men, and levels rise during pregnancy, when the frequency of crying among women also increases.

There have also been some claims that crying can reduce pain, although there has been little research into this area. The phenomenon, if verified, may be an indirect effect – in that crying may trigger physical contact with another individual and touch has been linked to improved wellbeing.

A counter theory is that crying doesn't so much help the body recover from whatever triggered the tears, but that it increases arousal to encourage behaviours to see off the threat. In support of this theory, some research shows that skin sensitivity increases during and after crying, and that breathing deepens. Some argue that crying could perform both these functions: "It is possible that crying is both an arousing distress signal and a means to restore psychological and physiological balance," say researchers at the University of South Florida. Others suggest that emotional tears signal distress and encourage group behaviour, as well as improve social support and inhibit aggression.

A study at Tilburg University in The Netherlands shows that both men and women would give more emotional support to someone who was crying, although they judged less positively someone who wept. Another study showed men were liked best when they cried and women when they did not. "Overall, results support the theory that crying is an attachment behaviour designed to elicit help from others,'' say the Dutch researchers.

In the latest study, at the University of South Florida, researchers found that almost everyone feels better after a cry and that personality has a big effect on how often we cry. Neurotics were more frequent criers and were more easily and quickly moved to tears. The American researchers suggest that the beneficial effects of crying may make induced weeping a useful therapy for some people. In, particular, they propose that it may be suitable for people who have difficulty expressing their emotions.

"The overwhelming majority of our participants reported mood improvement after crying,'' they say. "Our results may have also implications for clinical interventions. Currently there is only anecdotal evidence that learning how to cry and how to derive positive effects from it could help people who are having difficulty expressing sadness or crying.

"Our findings support the idea that people with alexithymic [a deficiency in feeling emotions] or anhedonic [the inability to derive pleasure from pleasurable experiences] tenden-cies may profit from therapeutic interventions that encourage crying.''

Like other researchers, the Florida psychologists suggest more work is needed to understand the origins, nature, and function of crying. New research is under way, including teams of brain mappers using scans to locate the areas of the brain involved in crying. Some of it supports the recovery theory, while other work backs up the arousal idea. More support has also been shown for the social role of crying.

Some studies are giving intriguing new insights into shedding tears. When researchers at Bunka Women's University and Nagano College in Japan, set out to investigate what they call the passive facial feedback hypothesis, they produced a surprise finding. In an experiment, they simulated the experience of tears by dropping 0.2 ml of water on to the tear duct of both eyes. They report that 53.8 per cent of the 100 or so men and women felt sad when the water ran down their cheek, compared with 28.6 per cent who were cheerful.

The increasing research into crying and its beneficial health effects may also make shedding tears less of a taboo behaviour. As Professor Frey, author of Crying: the Mystery of tears, points out, it is no accident that crying has survived evolutionary pressures. Humans are the only animals to evolve this ability to shed tears in response to emotional stress, and it is likely that crying survived the pressures of natural selection because it has some survival value,'' he says. "It is one of the things that makes us human.''

Not a dry eye: Weeping by numbers

20% of bouts of crying last longer than 30 minutes

8% go on for longer than one hour

70% of criers make no attempt to hide their crying

77% of crying takes place at home

15% at work or in the car

40% of people weep alone

39% of crying occurs in the evening, the most popular time compared with morning, afternoon, and night (16, 29 and 17 per cent respectively)

6-8pm is the most common time for crying

88.8% feel better after a cry

47: average number of times a woman cries each year

7: annual number of crying episodes for a man

Sob story: The science of tears

Three types of tear are produced by the lachrymal gland above the eye.

Continuous or basal tears, produced to keep the eye surface permanently moist and protected contain water, lipids or fats and proteins. They also contain compounds that protect against infections. Each blink of the eyelid spreads tears.

Dealing with tears at work
In a Q-and-A session with voters the day before a 2008 presidential primary, former White House-hopeful Hillary Clinton got a little choked up during her response to a question.

She didn't bawl or wail or even leave the stage to regroup in private. Her eyes watered, she continued to answer the question, and then she moved on to another topic. She handily won the primary the next day.

TV pundits and bloggers couldn't stop talking about her. Not her politics but her "show of emotion." They wondered how people would respond: Was it the end of her campaign? Was it a setback for women? Was it staged to get attention?

Her response, for what it's worth, was that her desire to improve the country kept her going during the longest presidential primary campaign in the history of the United States. Although few high profile politicians shed tears on the campaign trail, did that moment really merit all the hoopla?

Crying isn't just any emotion

When it comes to crying on the job, we are not logical beings. Peruse the articles about Clinton's tears and you'll see "emotional" appear over and over again.

Is exhaustion any more emotional than joy or anger? Do we call co-workers who laugh a lot emotional? How about screaming bosses?

Yet, as annoying as your cubicle neighbor's incessant cackling might be, it probably doesn't earn him an unfavorable reputation with his peers. If he cried on a regular basis, he might not fare so well, a fact that bothers some professionals.

"Saying that crying is inappropriate is like saying that having emotions is inappropriate," says Laurent Duperval, communications coach and consultant. "Crying is the expression of an emotion, just like any other, except that it has negative stigma associated with it."

The right time and place

Don't assume, however, that tears are always acceptable. Just like any other show of emotion, crying has an appropriate time and place. You wouldn't laugh during a conference where the boss says quarterly earnings are at an all-time low but you would laugh if the boss told a funny (or at least he thinks it's funny) joke.

"It generally depends on how and why it happened. If it is a recurring event, if it is a tactic that is used to get one's way, yes that can damage your career because eventually people will catch on," Duperval says. "If the crying is accompanied with a tantrum or with violence, it is almost always inappropriate."

Perhaps the only instance where crying is widely acceptable is when receiving bad news, such as the death of someone you know. You're not a robot, after all. Organizational psychologist Marcia Reynolds agrees.

"Though I don't think anyone should cry on purpose, a spontaneous cry is only damaging to the person who feels they are weak because they are crying," she says. "It is not a sign of weakness. It is a sign of being human."

As in most work situations, co-workers and bosses expect you to be professional. If you cry when your boss reprimands you or gives you a negative review, you're probably not earning the best reputation.

The gender factor

When you discuss tears in the office, you can't ignore the role sexism -- both past and present -- plays. If a woman cries at work, misogynists are ready to label her as weak -- proof of women as the fairer sex.

Other co-workers are put in the awkward position of not wanting to appear too touchy and still not come off as too cold. For this reason, not everyone sees crying as just any regular act.

"It is unprofessional behavior to cry in the office," says Sandy Dumont, an image consultant for the Image Architect. "This is particularly true if you are a woman, because it causes men to feel helpless to fix the situation, as well as possible guilt at having upset you."

While being a woman complicates an already difficult situation, you can't always control your tears, just as you can't always silence laughter or quell your anger -- regardless of your gender.

And with conflicting opinions on the acceptance of workplace emotions, you can't definitively say there is a right or wrong answer. The only constant is that you know yourself and your work environment better than anybody else, so only you can decide what damage crying can cause your career, if any.




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到賭城拉斯維加斯就想自殺?哈佛提出數字證實原因

一篇剛出爐的研究報告,來自一個包括哈佛大學的跨學校團隊。美國人的印象是,拉斯維加斯賭城是「自殺的天堂」,這下子真的證明了。

學者們是用數字,取得自1979年以來約30年來在拉斯維加斯裡所有的自殺的人的資料,這些人有的是外來客,有的是當地居民,當地居民也有到外地自殺的。這些資料經過研究後,真的理出了令人毛骨悚然的結論,並在昨天公諸於世,我逐條列出如下:

拉斯維加斯的居民,比美國其他地方的居民的自殺率還要多出足足54%~62%。
拉斯維加斯的訪客(遊客),在拉斯維加斯自殺的機率,比他們在家鄉還高(這數字應是比對其他地方居民的自殺率而來)。
來拉斯維加斯玩的旅客,比去其他地方玩的旅客,自殺的機率高了一倍。意思是說,來台北玩的可能一百萬人中只有五個人會自殺,但來拉斯維加斯玩的,一百萬人中就有十個人會自殺。

最恐怖是這點──

當拉斯維加斯的居民到其他城市居住,他們的自殺率會下降了13~40%之多。

他們說,賭城自殺率高,幾個可能原因如下:其中之一是,賭輸了,就想自殺。另一個是許多已有輕生念頭的人,就會自然想到「聽說拉斯維加斯是自殺天堂」,所以就到那邊去。另外,拉斯維加斯的氣氛就是「極度糜樂」,當你只剩一點東西,或許想到那邊去花光後死掉?不過,來看看內華達州,整個州都是「可以賭的」,該州的賭城還包括Reno等地,但,在2005年共有四百多個自殺案件中,拉斯維加斯就包辦了307個。而且,以上解釋也無法解釋,為何拉斯維加斯的居民,離開那個城市以後,自殺率反而下降了?於是,只剩下一個最可怕的結論,那就是,常常有當地新聞,甚至當地的耳語(譬如某飯店的服務生不經意聊起),說到自殺的事。換句話說,自殺真的是會「傳染」的,從這些數字,我們可以看到大眾媒體為何應該謹慎處理任何自殺的訊息,在新聞後面加個「自殺專線」沒用,報導要「適可而止」才有用。

(摘自 Mr.6)

Just being in Vegas raises risk of suicide, study finds

The risk of suicide is significantly increased by visiting or living in Las Vegas, and leaving town reduces the risk that a person will take his own life, a former UNLV researcher has found.

The finding is important because although Las Vegas is notorious for its high suicide rate, few academics have studied the problem.

Researcher Matt Wray, assistant professor of sociology at Temple University, and colleagues at Harvard University, have further clarified the extent of the problem with their study, “Leaving Las Vegas: Exposure to Las Vegas and Risk of Suicide.”

It does not answer the question of why people commit suicide in the city, but parses mortality data from the National Center for Health Statistics in a manner that lays a foundation for future analysis, said Wray, who was a professor at UNLV from 2001 to 2008.

According to the study, which examined suicides between 1979 and 2004:

• Clark County residents were 54 percent to 62 percent more likely to commit suicide than U.S. residents elsewhere.

• Clark County visitors were more than twice as likely to commit suicide than if they stayed home.

• Travelers visiting Clark County were twice as likely to commit suicide here compared with travelers going elsewhere.

• Residents who traveled away from Clark County decreased their likelihood of committing suicide by 13 percent to 40 percent.

“That’s a significant reduction in your risk,” Wray said. “It’s a way of saying that if you’re feeling blue you should take a break from Las Vegas.”

Suicide is rare compared with other causes of death. In 2005, the most recent year statistics are available, there were 480 suicides in Nevada and 307 in Clark County. The Nevada suicide rate of 20 per 100,000 residents is almost twice the national rate.

The study, which will be published in the December edition of the peer-reviewed journal Social Science & Medicine, challenges one of the common attitudes about suicide in Las Vegas, Wray said. There’s a general resistance by Las Vegas leaders to admit the extent of the problem, he said, and suicide prevention is “not at the top of anyone’s agenda.”

“Given the magnitude of the problem, one can argue it should be,” he said.

The study does not answer the Las Vegas version of the chicken and egg conundrum: Are suicidal people attracted to Las Vegas, or does something about the city lead people to kill themselves?

The scenarios that explain the high rate of suicides in Las Vegas vary and need further research, Wray said.

“One would be ‘gambler despair’ — someone visits Las Vegas, bets his house away and decides to end it all,” he said. “Another would be that those predisposed to suicide disproportionately choose Las Vegas to reside or visit. And, finally, there may be a ‘contagion’ effect where people are emulating the suicides of others ... Some people may be going there intent on self-destruction.”

Wray said the evidence points to something about Las Vegas that causes more suicides. The finding that suicide risk remains high in Las Vegas while there are declines in other counties suggests there could be something harmful about the city, Wray said. He also noted the finding that the risk of suicide is reduced when people leave Las Vegas.

“If suicide was really about the people, it seems they would take their suicide risk with them,” he said. Experts have speculated that problems with addiction to gambling and drugs and alcohol, lack of mental health resources and rapid growth also may contribute to the suicide problem.

Las Vegas’ fast growth amplifies “social isolation, fragmentation and low social cohesion, all of which have long been identified as correlates of suicide,” Wray said.

(The study was funded by the Robert Wood Johnson Foundation Health & Society Scholars program).



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科學證實:愛情的感覺如吸食古柯鹼,至少保存20年不壞

一般人的認知都是,愛情的感覺,不可能保存太久。

有人說,愛情只會持續一個月,曖昧的時候最美。

有人說,從陌生到認識,過了一年紀念日之後就是下坡的開始。

有人說結婚是愛情的墳墓。

有人說孩子是愛情的終結者。

有人說七年之癢。

有人說親情就會變成愛情……大家認為,人永遠是「喜新厭舊」的動物,人也是容易幻想而無法接受太多不如先前想像的挑剔者,總之,「愛情」這種東西不會保存太久,愛情過了一陣子就會不見!

這是一般人的認知,這時候,看到電視上老夫老妻白髮斑斑還感情很好,「演的啦!」;在馬路上看到老公公牽著老婆婆,慢慢的過馬路,大家說,那是以前的年代啦!更厲害的愛情分析家,更斬釘截鐵的表示,嗯,那是一種習慣,一種責任,一種親情……總之,很少人會相信老夫老妻還有「愛情」啦!寫了這麼久,只想引出科學家最近做的一則研究,證明了「愛情」真的可以歷久不衰,海枯石爛,至少,平均來看可以撐20年以上。據USA Today昨天一篇文章,紐約州大石溪分校的科學家找到一個「證據」,他們基本上找來10位已婚女性、7位已婚男性當實驗者,這些實驗者參加的條件是,他們必須宣稱和另一半的關係仍非常的好,這些實驗者已結婚的年份不一,17個實驗者的平均已婚年份為21年,現在科學家要來看看他們的大腦,看他們講的「愛情」是不是真有其事?之前,已有另一批科學家做過另一個實驗,作為對照組。當時他們是找來10位女性、7位男性,只是這些人平均只有結婚7個月,這些人會被找進來,也是因為他們說他們「深愛著他們的伴侶」。實驗的內容很簡單,科學家給他們看很多張照片,其中有一張是他們伴侶的照片,科學家用fMRI掃描實驗者的腦部動態,當他們看到這張照片,腦中中段的一個叫「ventral tegmental」區塊,就會有所反應,據說吸食古柯鹼之後也是在此區塊有反應。之前科學家都認為,這區塊的反應只有在「戀愛初期」才有,也就是傳說中的「墜入愛河」感覺。

現在,這群科學家再次對著平均已婚21年的老夫老妻,再做一次這個實驗。結果發現,實驗者的腦中的同樣「ventral tegmental」區塊,也出現了反應。所以科學家的結論是,這是真的。大腦的反應,在科學家的監測儀器下,騙不了人的。愛情是真的,可以撐20年。不過,科學家說,7個月的愛,和20年的愛,還是有點差別。結婚21年的,在一個代表「平靜」(calm)、「止痛」(pain suppression)的區塊的刺激較高,結婚7個月的,則在一個代表「沉迷」(obsession)、「興奮」(anxiety )的區塊的活動程度較高,不過兩者的「墜入愛河」的區塊都有所反應就是了。

這個實驗並不能解釋為何伊能靜會離開哈林,但是可以拿來在伊能靜和哈林吵架的時候,讓他們相信,男女感情要靠彼此努力來維持,不要再對「時間」聳肩、無奈的說:「時間久了感情變淡,沒辦法!」。若努力,愛情的感覺永遠都會在,強度,就是初戀愛的時的那種感覺。科學家已經作過了實驗,這是可以做到的,而且發生在17位已結婚21年的男女的身上,應該不會太困難!科學家已說,會繼續做關於愛情的其他實驗,下一步,我覺得應該做做看,目前這些男女要怎才能保持著戀愛的感覺?謝謝他們先給所有男女一個信心,天長地久的愛情,不是過時又噁心的「神話」,它是真真實實的存在的。

(摘自 Mr.6)

Proof's in the brain scan: Romance doesn't have to fade

The honeymoon doesn't have to be over just because you've been together for years, new research suggests.
Popular wisdom would have it that romance fades over time. But new brain scans of people who say they are still in love after being married for decades are similar to scans of those who have just fallen in love, leading researchers to conclude that long-term relationships can be just as passionate and romantic as new love.

"We're confident it's real," says psychologist Arthur Aron of the State University of New York-Stony Brook, one of the researchers involved in the study. "That's what the brain scans are telling us. People can't fake that."


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The study, presented Sunday at a meeting of the Society for Neuroscience in Washington, D.C., represents a dramatic shift in thinking.

"A lot of other research always suggested romantic love is over by 12 to 15 months. This suggests that may not have to be the case," says Richmond Thompson, an associate professor of psychology and neuroscience at Bowdoin College, who was not involved in the study.

The findings are based on functional Magnetic Resonance Imaging (fMRI) which scanned the brains of 10 women and seven men who said they were still intensely in love with their spouses after an average 21 years of marriage. When they viewed photos of their partners, their brains reacted.

"If you ask people around the world whether romantic love can last, they'll roll their eyes and say 'probably not,' and most textbooks say that too. We're proving them wrong," says anthropologist Helen Fisher of Rutgers University, a co-author.

Lead author Bianca Acevedo, who has worked with Aron and now works with neuroscientist and study co-author Lucy Brown of Albert Einstein College of Medicine in the Bronx, N.Y., says the findings are similar to earlier research they did on 10 women and seven men who had fallen in love within the previous year. The number of study participants is typical for fMRI studies, researchers say.

Findings show long-term relationships don't have the obsession and anxiety of new love; instead, they show increased calm and attachment, Fisher says. Couples view partners as central to their lives; they continue to want connection and engagement and maintain a sexual liveliness.

Elaine Hatfield, a University of Hawaii psychology professor who did not participate in the study, says the studies are a "wonderful addition" to the love research, "a promising beginning … not the last word in our understanding of passionate love."

READERS: What's the longest that need-to-be-near-you love has lasted for you? What's the secret?

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「未知」真的很折磨人,應該如何對付?

多倫多大學學者在《Psychological Science》發表了一篇有趣的研究報告,據研究顯示,對一些神經敏感的人來說,「未知」比「壞消息」還要讓人難受。

這是什麼意思?以現在慘淡的經濟狀況為例,有些員工已經開始擔心他們是否會被裁員?這種事,公司當然不會預先宣布,一定是閃電通知,閃電bye bye。根據這篇報導,當一切都是「不知道」,你不知道會不會被裁員,不知道明天會不會收到解雇信,不知道下個月還會不會在公司上班……如果你剛好是個感情較敏感、較為神經質、容易被環境影響的人,那麼,這種「未知」的難過程度,竟然,有可能,比收到一封直接了當的「You are fired!」信還要痛苦!痛苦到讓你很想哀嚎:「別再折磨我!」

科學家找來41位大學生,給他們一個標準化的心理測驗,先測量他們的人格特質,看看他們是否有「神經質」的傾向,然後幫他們頭上裝一台EEG腦波監測機,請他們坐在一台電腦前作一個「時間觀測驗」,這測驗非常簡單,播放一張又一張的「圖」,實驗者自己算時間,認為一秒鐘過了,就按鍵,測驗看看他的時間觀念如何?按下去後,電腦會依他按的結果,給他們一個「+」,表示「答對了!」。或「-」,表示「答錯了!」,或給他們一個「?」問號,表示「你的答案不太確定,我們要等一下才告訴你」。測驗與給答案的過程中,科學家嚴密監控實驗者的大腦運動狀況,他們主要觀測大腦中的「Anterior Cingulate Cortex」,簡稱ACC,這部位專門負責處理危機、穩定情緒,當大腦受到負面刺激(打擊),這部位會特別繁忙。科學家發現,當這41位學生收到正面反應時,大腦非常舒服。但一收到負面的反應,腦內ACC部位都會出現一些運作,這表示負面確實是會對人腦產生「打擊」的效果,但,不只如此,當學生們看到「問號」的結果,竟也產生「打擊」的效果,換句話說,除非得到正確答案,不然「未知」也是會打擊大腦的。尤其是那些是比較神經質的,他們看到問號時的反應,竟然高過負面答案的反應。這個研究的結論其實還蠻直覺的。我看了以後,有一個感觸。觀察我自己的人格特質,應該是比別人還要「神經質」的那一型,這個實驗的結果,我承認「簡直是太正確了」。對我來說,「未知」的事情真的非常的恐怖,有時候寧可要它趕快給我結果,就算是負面結果也沒關係!我知道這點。但要幹大事,就必須忍受許許多多的「未知」,我想討論一下,自己如何打敗「未知的恐懼」。

各位一定有這樣的經驗,還記得嗎?小時候在學校考試,考完之後,考卷還沒發下來,有些人會積極的和同學先「對答案」,算一下自己的成績,對完答案,這些「好學生」都會告訴你:「哎呀,我考得好爛啊!大概就只有65分吧!」結果,隔天老師發考卷,這位同學,拿到全班最高分「95分」!其他同學就說,X!這傢伙不真誠!明明就考高分,卻裝作考砸了,是要笑同學嗎?其實,他們不了解這位同學的內心風暴──考完試後,因為「未知」帶來的巨大壓力,讓這位同學想要對答案,但怎麼對,也對不完所有的答案,為了「紓解壓力」,這位同學就先假設「我會考得很爛」;就算考出來考得很爛,他或許還不會比「未知」還難受。這是一些神經質的好學生處理內心「未知」恐懼的作法。只有在學校,考完試可以對答案,可以讓那個「未知」不至於完完全全的未知,考卷隔天就發了,「未知」瞬間解除。然而,好學生這招,離開校園就無效了。社會上、職場裡,許多「未知」是好幾個月的、甚至好幾年的。你怎麼知道,今天花這麼多時間在這間公司的這個部門,過了兩年,是會後悔、還是慶幸?你怎麼知道,現在交往這位男/女朋友,曖昧的打情罵俏,三年後,他/她會認真的和你訂下終身的幸福?當「未知」是人生最大的折磨,我的方法是,如果害怕未知,害怕自己不知道何時會不見,那就想辦法捲起袖子,雙手建造「已知」。不只是努力。不只是信心。是真真切切建造一些「已知」,譬如:

買書──放到床頭,今天就啃完兩本。明早起來一切仍是「未知」,但自己心裡已經多了兩本書來面對這個未知,今晚又可以多了兩本、明晚再多兩本…。
與老友聯絡──今天就與兩位一年未通信通話的老朋友聯絡,明早起來一切仍是「未知」,但自己已經多了兩條緊緊的感情線,而今晚又可以再多兩條、明天再多兩條…。
寫文章──我自己的方式則是寫文章。有什麼未知,不要管它,拚命的寫兒子的趣事,拚命的寫專欄、寫推薦、寫講稿。就算明天未知,今天已經做完這些事情,這些是已知的。

對付未知,絕對不是「不動」。以自己建造的「已知」來對付無可奈何的「未知」。好學生的好辦法,對我來說,到今天依然蠻合用。

(摘自Mr.6)

Uncertainty Is Powerful Stress Producer

Neurotic People Are More Stressed From Facing Uncertainty Than Facing Negative Feedback

Nov. 21, 2008 -- Another day, another 400-point market sell-off or dismal jobs report or tax-payer-funded corporate bailout.It goes without saying that we are living in uncertain times, and how you react to this uncertainty may say a lot about your mental health.In a newly published stuuncertainty was found to be far more stressful for highly neurotic people than dealing with a clearly negative outcome.

The opposite was true for people with low scores for neuroticism. These people exhibited more stress when faced with negative feedback than uncertainty."Objectively speaking, uncertainty is better than clearly negative information, but this is not true for people who are highly neurotic," University of Toronto doctoral candidate and study researcher Jacob Hirsh tells WebMD. "These people do not deal with uncertainty very well."Uncertainty and the Brain
The study, published in the journal Psychological Science, showed what is going on in the brain when we experience uncertainty.Hirsh and colleague Michael Inzlicht, PhD, conducted personality testing on 41 undergraduate students using a standardized test measuring five major personality traits, including neuroticism.They then used electroencephalography (EEG) to monitor brain activity.While the EEG was being conducted, the students were asked to perform a fairly simple task on a computer.

The participants were then shown signs indicating positive feedback (a plus sign), negative feedback (a minus sign), or uncertain feedback (a question mark).All the students exhibited higher neural responses when they got negative feedback than when the feedback was positive.But neural activity was highest following uncertain feedback in the students with the highest scores for neuroticism.

For students in the middle of the neuroticism spectrum, negative feedback and uncertain feedback elicited similar neural activity."The idiom 'the devil you know is better than the devil you don't know' perfectly characterizes the attitudes of highly neurotic people," Hirsh says.'Fight or Flight' Response
Developmental psychologist Daniel Mroczek, PhD, tells WebMD that he is not surprised by the findings."Another way of looking at neuroticism is that it is really a highly developed 'fight or flight' response," he says. "It makes sense that uncertainty would really freak these people out."

Whether the terrifying event was being stalked by a saber-tooth tiger 2 million years ago or finding that 401(k) statement in your mailbox today, the fight-or-flight response is largely the same, Mroczek says.He adds that people who know they have a strong negative reaction to uncertainty should attempt to avoid it whenever possible.In the current economic climate that might mean turning off the nightly news and reading the funny pages instead of the financial section of the newspaper.

"Someone with a strong fight-or-flight response may be able to modify their internal reactions if they really work at it, but it isn't easy," he says. "It is much easier to control external stimuli."A professor of developmental studies at Purdue University, Mroczek's own research, published last year, found that neuroticism plays a big role in physical as well as mental health.

Men in his study who became more neurotic with age died younger than men who became less neurotic.




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快樂的人比較有錢,還是有錢的人比較快樂?

《Boston Globe》報導了一則後來傳遍美國的研究報告,證實了「有錢的人就是比較快樂」。這個宣判,引起了喧然大波!經濟學裡一直有一個叫「Easterlin paradox」理論,這理論是在說,通常一個國家人民均收入提高,人民快樂指數並不會跟著提高?在這個錯覺下,大部份國家的議員拚命的喊:「大家變有錢,卻愈來愈不快樂」,於是要政府不要蓋電廠、高鐵、港口,應該拚命蓋公園、單車道、文化設施、民族藝術……但最近,華頓商學院兩位年輕學者認為當年引到那個結論的實驗方法有誤,因為以前都只是在各國找「幾千位」作市調,樣本太小,現在他們有了較充足的資料、較大的樣本數,兩位學者直接比對了全球各國家年收入及快樂指數的資料,結果發現:年收入較高的國家的住民,永遠都比收入低的國家還要快樂,而且還沒發現一個「快樂天花板」!

你說,怎麼可能?同樣是送100美元給美國人和非洲人,非洲人快樂的程度,一定遠超過美國人吧!但,這份研究強調,是以各地的標準來看,而且快樂指數是以「百分比」來看,也就是說,只要財產增加10%,快樂也會提升10%。此外,這份研究還找到為何「美國」相較於歐洲各國與日本,雖然收入增加但快樂不變,是因為美國的成長主要來自少數金字塔頂端的有錢人,因此國民的快樂水平不變。總而言之,言而總之,這研究說,整個地球有一個不變的定律:有錢的人,比較快樂!在景氣如此不明朗的此刻,講這篇報導,實在沒什麼意思。我提到這份研究,是想引發下一篇報導。通常,看到這種報導,我們有邏輯的人,第一個要問的問題一定是──「有沒有可能是,快樂的人比較容易有錢?」以致於,那些快樂的國家,就會愈來愈有錢?最後我們再看看結果,會呈現出「有錢的人就是比較快樂」的假像?到底是有錢的人才會快樂,還是,快樂的人才會有錢?

昨晚在一個角落,看到了一篇奇怪的新聞稿,它提到一個自由工作者在賣東西的新方法。美國有許多「Home Business」的事業機會,類似直銷,裡面強調都是「加入我,就可以賺大錢」,事實上,依它的規畫,只要大家都認為可行,其實大家真的都會賺錢,問題是,若以「賺錢」為號召,每一家都這樣喊,錢就變得不美麗,話語也變得銅臭沖天,叫人不敢接近!所以,近年這種「home business」、無本創業的生意機會,他們傳達的往往是「一邊工作,一邊玩樂」,或是「一邊工作,一邊環保」。這些事業開始強調的是lifestyle,不要再受辦公室的拘束,不要再有上司的壓力,自己開業,自己當老闆,擁有時間陪家人,每年都有免費旅遊……。這些事業機會,都希望人們先「快樂起來」,快樂起來後,人就會變得更積極、更上進、更有精神、更會利用時間每分每秒……當然,當一個人這麼努力的時候,「錢」只是一個遲早會進來的附屬品。但,連這個「一邊玩樂、一邊工作」的方向也已經大家都在做,叫人有點索然無味,而且在經濟不景氣此刻,還在玩樂,好像有一個地方,「支柱不夠」?於是那篇新聞稿裡的主角,也就是這位叫做「Ben」的美國仁兄,就很有意思了,他的這個網站Ask4Ben.com,只是美國網路上千千萬萬的類似的獨立販賣者的其中一位,網站做得很爛,一點也不起眼,但,他想出一個巧妙的辦法:他將「宗教」和「直銷」來結合。網站上開頭就說:「我正式的被保祐了,這些並不是只有關於錢而已!」一邊說上帝是怎麼愛他,他怎麼愛上帝,他想告訴大家,怎麼在賺錢的時候,同時還是信著宗教。想到,亂世的時候,宗教是人們的力量,在經濟不景氣的時候,宗教力量來導向賺錢,或許會是一大力量,在最近的低迷的氣氛,或許這個Ben先生可以得到一些意外收獲。

我們已經知道,亞洲這邊也有些直銷商賣的是宗教商品,多多少少有些爭議,那這個Ben先生其實不是公司,只是一個單一的推廣者,注意喔,他不是販賣宗教商品,他只是在推廣,怎麼擁有一個充滿信仰的生活,同時還賺錢。他不斷的使用「如何賺錢賺得正正當當」(righteous),「哪裡有誠懇的生意機會」(honest opportunity)、但他也大量的使用著「很好賺」(lucrative)的字詞。他自己說,他會比其他臭摸摸的直銷公司都還更「個人導向」(personal touch),他試圖將他的生活與他的信仰告訴你。這是一個很有趣的方向。幾乎現在每一個上班族,在年輕的時候多多少少接觸過直銷或這類領域,有些在學生時代甚至曾經參加過,但現在,要他們談起「那段經驗」,大部份的人都傾向咬牙切齒,不然就冷漠的揮揮大手,好像當時年紀小,走了一段錯路,不值得一提?但,我總是想知道的是,難道,當時這樣努力了幾個月至幾年的時間,得到的唯一經驗只是「直銷不能碰?」、「人們不能信?」有一部份,這些人已經學到了,已經偷偷的放在心理、帶著走了。那個東西,就是「賺錢以外的快樂」。應該說,還沒賺錢,就先開始的「快樂」。直銷或home business,都是先「預支夢想」的行業,它先告訴你夢想,並且讓你沉浸在夢想之中,在沒有金錢交易下,大家聚在一起,聽聽台上的人怎麼完成夢想,沉浸在夢想之中,是合法且健康的。這可以說,是讓年輕人預先「體驗」一種快樂,這快樂,是確確實實的存在的。而抱著這樣的快樂,繼續的努力賺錢,錢也確實會進來的!但,在我們一般上班族的產業中,卻很少有這麼簡單的「快樂 + 工作」案例,上班族早就默默信奉著「有錢就會快樂」,從來不相信「快樂才會有錢」,但並不表示,快樂不重要!這就是Ben先生的感覺,他在做什麼,我到現在還不知道,也懶得去學習他那套什麼賺錢計畫,但,我喜歡他面對賺錢的一種快樂、樂觀、正面的心態,很積極、很坦白、很直率,很快樂。所以,到底是快樂的人比較有錢,還是有錢的人比較快樂?

有個不錯的答案,已經很清楚了。

(摘自 Mr.6)

A talk with Betsey Stevenson and Justin Wolfers

FOR YEARS ECONOMISTS have puzzled over a beguiling paradox: Money is supposed to be a good thing, but beyond the income needed for a basically decent life, nations didn't seem to get any happier as they got richer. This deeply subversive discovery, which was embraced by an academic world already prone to such views, implied that affluent countries shouldn't worry so much about economic growth because growth wouldn't really make people better off.

Now a pair of up-and-coming young economists are saying the so-called Easterlin paradox (named for economist Richard Easterlin), doesn't exist. Rich people and rich countries are happier in like measure. Money, in other words, really does buy happiness, which may account for why people almost invariably seek more of it.These sensible-seeming assertions about money and happiness are from Betsey Stevenson and Justin Wolfers, both at the University of Pennsylvania's Wharton School of Business, who analyzed all the data on income and happiness they could get their hands on - and as a consequence have upset some longstanding ideas in economics and psychology. Contrary to the prevailing view in economics, Stevenson and Wolfers found that the higher a country's income, the happier it was, and the results held regardless of such factors as the age of its citizens or their number of children. Even more provocatively, the economists found no satiation point at which additional earnings failed to make wealthier countries happier.

If their study holds up, it could have serious implications. The notion that increased income doesn't bring greater satisfaction has been used to question whether affluent countries should bother to pursue economic growth. Some have even suggested that researchers develop new measures of national well-being that are less focused on economic output.One especially interesting finding of the Stevenson-Wolfers study: while Europe and Japan have grown happier since the 1970s as incomes have increased, Americans have not. Why would that be? The economists responded to questions by e-mail, and chose to answer questions jointly, just as they had written their paper.

IDEAS: How is it that you came up with answers so different from your predecessors?

A: Our key finding is that rich people tend to be happier than poor people, and in roughly equal measure, rich countries tend to be happier than poor countries. Previously, people believed that there was strong evidence for the former proposition, but not for the latter.

The problem was that when comparing rich people with poor, economists typically relied on samples of thousands of people, and when sample sizes are this large, these differences are clearly statistically significant. By contrast, the early international comparisons involved only a handful of countries, and despite the richer countries being happier than the poorer countries, the sample size was small enough that this difference was not deemed statistically significant. With today's larger samples, it is clear that rich countries are in fact significantly happier than poor countries.Continued...

IDEAS: What are the social and policy implications of your results?

A: Our key finding is that income appears to be closely related to happiness. We find little evidence to support the competing notion that it is only relative income that matters. So policy directed at improving economic growth will likely have a powerful role raising happiness. Previous research has argued that the happiness gains from economic growth are limited, even zero in the wealthy countries. We find that this simply is not true. Most countries get happier as they get wealthier, and wealthy countries have citizens with greater happiness than poor countries.

IDEAS: But surely a dollar of extra income buys less happiness for the rich than for the poor.

A: Growth in happiness is proportional to the percentage change in income, so as income rises, an extra dollar buys a smaller and smaller amount of additional happiness. Redistributing income from the rich to the poor has the potential to raise the average level of happiness quite substantially.

IDEAS: I notice in your paper that Mexico and some other Latin American countries are only middling on income yet rank high on happiness. Why?

A: Happiness and GDP per capita are highly correlated across countries, but income is not the only important factor in determining happiness. There may be cultural, weather-related, social, or other factors that contribute to the rather consistent finding that happiness is higher than would be expected given income in Latin American countries. Similarly, Scandinavian countries appear to be happier than their income would predict, while Eastern European countries appear less happy than we would predict given their income.

IDEAS: Americans have grown richer but not happier in the past 35 years or so, and women's sinking happiness accounts for the difference. Why?

A: American women in the 1970s were happier than men. They've become less happy over the past three decades and are now slightly less happy than men. This is puzzling given the great achievements of women during this time period.

There are three possible groups of explanations. The first is that women are getting a raw deal. Here we might hypothesize either that the gains to women - greater wages, less discrimination, greater household productivity, fewer hours worked overall - have somehow yielded greater happiness for men. Or financial gains for women might have been offset by greater emotional and mental strain.

The second explanation is that women were exaggerating their happiness in the past, but since the feminist revolution have more scope to discuss it.

The third explanation is that women may be judging their happiness against a new frame of reference. For example, women may be assessing their happiness with greater expectations for their lives and are more likely to feel that they have come up short. Alternatively, a woman comparing herself to the man in the corner office may report lower well-being than her predecessor comparing herself to a fellow homemaker.

IDEAS: Unlike Americans, the Europeans and Japanese have grown happier. What are we missing that they get?

A: One reason growing incomes may not have yielded growing happiness in the US is simply that many of us did not have much income growth - a big chunk of America's income gains accrued to the rich. As the rest of us experienced little income growth, perhaps it isn't surprising they we experienced little growth in happiness. Now that we know the US is an outlier, we can get down to trying to understand what factors are dampening happiness here.

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Pain does more arm than good when size matters

有一篇從澳洲學者在英國牛津大學時期的研究,他研究的是「視覺」和「痛覺」的關係。在之前,人們早就覺得,「痛覺」好像有時候會比較痛,有時候比較不痛?科學家早也發現,有時候神經、細胞皆未受損,但人類不知為什麼,就是感覺到「痛」,而有的時候卻該痛不痛,譬如我小時候在鄉野奔跑跌了一跤,爬起來繼續追,回到家才發現膝蓋流滿了血,才開始感到痛。一旦知道「痛」以後,才一點點什麼,就痛得很害怕;愈害怕,就愈痛!科學家做的這實驗,是用「視覺」來止痛。這個有趣的實驗中,科學家找來10個實驗者,這些實驗者都患有手臂方面的長期疼痛的毛病,科學家讓10位都戴上特別的眼鏡,有的鏡片看出去,東西會比實物大一倍,有的則比實物要小許多,有的和實物一模一樣大。

科學家讓這10個人戴著不同的眼鏡,看著自己那隻不斷作痛的手臂,然後問他們疼痛的情形?結果發現,當這些患者用比實物大一倍的「放大鏡」在注視著痛手,痛手比平常大一倍,患者竟然也會感覺得比平常更痛!然後,當患者戴著「縮小鏡」來注視著痛手,痛手看起來比平常小很多,患者竟說,嗯,比平常還要不痛!也就是說,今天你假如不幸受傷了,或者只是走路撞到桌角,啊呀,好痛,請緊緊記住,馬、上、轉、移、注、意、力,不要去盯著傷口看,不要把它看得「好大一塊」,不要把所有心思都在灌溉你溫暖的眼神在傷口上,不然它可能會多痛了好多。最好是完全忘了它,當它作很小的破洞,小到幾乎看不見,這樣能盡量降低疼痛的感覺。這個實驗告訴我們,原來,「視覺」的效果會差這麼多!所以,「視覺」的高手,也會是人生的高手嗎?視覺如何影響成功?

談到「視覺」,我有些意見想表達。所有的人多多少少都會對眼睛一個小框框所「看」出去的東西,有所「要求」。我們每個人,對我們每天所「看」到的東西的「可容忍度」有很大的不同,有的人很重視視覺,有的人不然。如果要評分的話,我就是那種很不著重視覺的人。我是「視覺零分」。很奇怪的形容。常看到雅痞、城市人、單身貴族,喜歡在字裡行間不經意的透露,自己是一個注重情調、注重美感、注重生活、注重打理的人,走出來永遠都是漂亮的模樣,用的東西也都很有品味,有些人甚至細節到注重一塵不染,一痕都不能有……。但,至少有50%的工作,是不需要這種東西的。當你有了這樣的視覺要求,不會怎樣,但就像你看著一隻疼痛的手臂,一直看一直看,整個感觀系統被「它」所包圍了。譬如,過度漂亮的簡報,幾乎所有空格都完美,你會一想,這個到底花多久時間在美觀?過度有型的穿著,花心思在穿著上,你會一想,到底花多少時間在置裝與打扮?我們說,沒有啊,沒有啊,這是與生俱來的,我就是喜歡這樣…。沒有辛苦啊。不辛苦,但整個人對外的反應力已經「減了一半」,花了太多功夫在不必要的視覺堅持上。我們可以將自己想像成一台電腦,若有太多的視覺上的刺激來打擾,就像一個又一個的interrupt,試圖要求大腦的注意,要你去修理這裡一下;不去修,就哪裡不順暢。修了以後,帶著很漂亮,就可以四處走……最後總合下來,花了比別人多一大塊的時間在搞些慢吞吞的事,比別人少一半的時間去經營人生。

由於每個人都得用眼睛來看事情、來辦事情,所以「視覺高手」這個字,或許不應拿來形容我們所想像的那種「視覺高手」。拿這個實驗來說,如果不專注在這個,就不會「只有這個」。所以我反而覺得,在這個非常快速的世界中,我們要訓練自己的不是「視覺」,而是「不要視覺」。就像你撞到桌角,啊,痛!不能去強迫自己一定要看其他東西,但要鍛鍊一招,讓它視而不見,當作沒發生這件事。不要視覺,反而一一的加倍體會?

(摘自Mr.6)
Pain does more arm than good when size matters

IN A demonstration of the brain's power, a Sydney researcher has found that the appearance of a person's sore limb can alter the perception of pain.

When an aching arm was made to look large, it hurt more than usual after being moved around. Pain was not only reduced when it was made to look small, swelling also decreased.

Lorimer Moseley, of the Prince of Wales Medical Research Institute, said his team's research may lead to new ways to manage pain.

"The brain is capable of many wonderful things, based on its perception of how the body is doing and the risks to which the body seems to be exposed," Dr Moseley said.

Pain was a complex interaction between body and mind. People could feel pain in the absence of tissue damage, such as in a phantom limb after amputation. Or their brain could block out an injury, for example, when people did not realise until after a sporting match that they were hurt.

"The more we learn about pain, the more it becomes apparent that tissue damage is neither necessary nor sufficient to cause it," he said.

Dr Moseley and his colleagues at the University of Oxford asked 10 people with chronically aching arms to perform repeated movements while looking through binoculars that made the limb look smaller, normal, or double its size.

He did not know why seeing a bigger arm increased the pain, but it may be linked to the brain's perception of danger. "If it looks bigger, it looks sorer and more swollen. Therefore the brain acts to protect it," said Dr Moseley, whose research is published in the journal Current Biology.

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科學家說愈乾淨的人愈容易幹壞事!談「噁心自律法」的可行性

每天在全球各地學界都有新研究發表,只有少數能登上主流雜誌版面,通常往往是人類原本就「認定」的某件事,被該篇研究整個顛覆,但,《經濟學人》上周卻有一篇怪文章,引用了一篇在《Psychological Science》期刊的奇特科學研究結果。他們說:

「洗得愈乾淨,愈容易幹壞事!」

這場實驗原本試著證明人們一個想法,我們平常都覺得,「髒人」才容易做壞事。既入的印象,看到一些人躲在骯髒的暗巷,或塗鴉塗得滿手,或家裡丟滿垃圾;小時候看到學業較差的學生,通常也是衣服較為骯髒,甚至發出臭味,大家印象是,會髒,就表示此人比較隨興、不照社會要的「乾淨度」,與眾不同、想要抗議什麼的人格特質,因此,當然也比較容易幹壞事!沒想到,這場實驗卻呈現完全相反的結果──科學家做了兩場實驗,第一場實驗先找來40個實驗者,將他們分成兩組,一組丟給他們一堆充滿「乾淨」字眼的句子,像是「純淨」、「天然」、「洗滌過」、「完美無暇」這類的字,另一組給他們一些普通的沒有特別怎樣的字,然後,再問這些實驗者一連串的「邪惡案件」,問他們這些事情的罪有多重?這些「邪惡案件」包括,撿到人家的皮包,就把裡面的現金通通拿出來歸自己所有,一直到像什麼肌荒時代把家裡養多年的忠犬殺了吃掉之類的。

結果發現,平均來看,看過乾淨句子的那些人,竟然比沒看過的看得還低。以肚子餓來吃狗的案例來說,平常的人將罪惡填成「6.6」分,但看過乾淨句子的人竟只將其罪惡填「5.7」分。然後他們又做了第二場實驗,找來44先讓所有44位實驗者,讓他們看一部3分鐘短片《Trainspotting》據說會產生很噁心的感覺,然後再將這44個人分成兩組,有一組就直接進去寫那份「罪惡問卷」,另一組則騙他們本辦公室因防菌的相關規定,請他們先去洗個手,用肥皂洗得乾乾淨淨,再來填這份「罪惡問卷」,結果顯然也出現一樣的情形!洗肥皂洗得很乾淨的人們,就會認為那些罪惡,比較沒這麼重!當然,我發現這個實驗有一個很嚴重的盲點,一個評斷別人罪惡不重的人,不一定自己就會容易犯罪。這場實驗顯然是假設,一個主張廢除死刑的提倡者,他就比較容易犯死刑罪!這是非常錯誤的假設,我甚至認為,或許人們因為洗手洗得乾淨,所以心中產生了一種很慈悲、很憐憫的感覺,認為一切的錯事都自有「因」,不是故意的,因此應該被赦免等等。

這場實驗也是base在之前的實驗,科學家之前曾做過另一場實驗,讓實驗者先對某件事感到「噁心」,就會發現他對做那件事的興趣大為降低,他們當時為此事的解釋是,因為弄髒了,反而會啟動人類天生反應,想辦法將這個髒事給「更正」回來,做一個好人!所以,無論洗肥皂之後是否真的較易幹壞事,還是只是天性變成憐憫,我們至少可以確定一件事:「噁心」是很有效的。這才彷彿是人類的天性,當你將肥皂洗乾淨,那個噁心感沒了,人們就覺得壞事比較OK,或許也比較可以幹壞事。所以不是因為肥皂有效,而是因為「噁心」有效!換句話說,人類是靠噁心感來決策的?這不是沒可能喔。一個美好的事情,我們不見得一定會去碰,但,一個噁心的東西,無論是哪個人在哪個狀況,都會盡量避免的!人類靠天性吃飯,無法完全掌控自己什麼時候做什麼事,所以「噁心」就變成了很強大的武器。但,若拿來用在商業競爭,造成商業損失,肯定吃上官司!但,若拿來給自己用,拿來鞭策自己、幫助自己更鎖定在正確的目標上呢?與其給自己一大堆「未來的夢想」,或許可以策略性的給自己一些「噁心的警告」,幫助自己,更有競爭力?沒辦法想到哪個「噁心自律法」的案例,但這一塊,有可能會是一個從未有人想過的新方向。懂得用人性來自我鞭策,是最高級的自我控制,也是一個很容易帶來成功的策略

(摘自 Mr.6)

Cleanliness is next to godlessness

Soaping away your outer dirt may lead to inner evil
Nov 20th 2008 | from the print edition
Tweet..PUBLIC displays of untidiness, such as graffiti, may promote bad behaviour (see article), but when it comes to personal cleanliness the opposite appears to be true. A study just published in Psychological Science by Simone Schnall of the University of Plymouth and her colleagues shows that washing with soap and water makes people view unethical activities as more acceptable and reasonable than they would if they had not washed themselves.

Dr Schnall’s study was inspired by some previous work of her own. She had found that when feelings of disgust are instilled in them beforehand, people make decisions which are more ethical than would otherwise be expected. She speculates that the reason for this is that feeling morally unclean (ie, disgusted) leads to feelings of moral wrongness and thus triggers increased ethical behaviour by instilling a desire to right the wrong. However, as the cleanliness and purification rituals found in many religions suggest, physical cleanliness, too, is linked to moral behaviour, so she decided to investigate this as well.

To do so, she conducted two experiments. The first asked 40 volunteers to unscramble sentences. Half were given sentences containing words associated with purity and cleanliness, such as “pure”, “washed”, “clean”, “immaculate” and “pristine”. Those given to the other half contained only neutral words. The volunteers were then asked to describe how they would rate a series of acts on an ethical scale ranging from zero (perfectly okay) to nine (very wrong). These varied from taking money found in a lost wallet, via eating a family’s dead dog to avoid starvation, to using a kitten for sexual arousal.

The second experiment exposed 44 volunteers to a three-minute clip from “Trainspotting”, a film that is well known for eliciting feelings of disgust, to make them all feel unclean. The volunteers were then asked to describe how they would rate the same series of acts as in the first experiment. However, after watching the clip and before being exposed to the ethical questions, half of the participants were told that the room in which they were to do the rating was a sterile staff space that needed to be kept clean. They were therefore asked, please, to wash their hands with soap and water when entering.

The researchers report that those who were given the “clean” words or who washed themselves rated the acts they were asked to consider as ethically more acceptable than the control groups did. Among the volunteers who unscrambled the sentences, those exposed to ideas of cleanliness rated eating the family dog at 5.7, on average, on the wrongness scale whereas the control group rated it as 6.6. Their score for using a kitten in sexual play was 6.7; the control group individuals gave it 8.3. Similar results arose from the handwashing experiment.

Physical purification, in other words, produces a more relaxed attitude to morality. Perhaps it is no coincidence that Pontius Pilate is portrayed in the Bible as washing his hands of the decision to crucify Jesus. Something to think about for those who feel that purification rituals bring them closer to God.



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Popular Science引用一篇《British Medical Journal》學術期刊的科學研究很有意思,科學家證明,你每多交一個快樂的朋友,你的「快樂度」會增加9%!

意思是說,想要讓現在的快樂度加倍?如果快樂是可以相加、不重覆的,那麼,只要多交往11個快樂的朋友,你就可以將快樂加一倍!

你說科學家未免也太猛了,他們是怎麼計算出「數字」來的?原來,科學家來到麻省的一個Framingham小鎮,找到這個鎮剛好一直都會對鎮民做一份「Framingham Heart Study」的年度問卷資料,這問卷已經以同樣的題目這樣進行了六十幾年,而這份問卷中剛好有幾題是和「快樂」有關的,譬如:「你現在很享受生活嗎?」「你現在很快樂嗎?」「你現在覺得和其他人一樣好嗎?」

科學家抓緊這份難得的歷史資料,然後,來到這個鎮上,找來5000個鎮民,然後將這個鎮上5000人之間的「關係」畫出來,誰認識誰,和誰是家人、是鄰居、是同事、是同學……用社群圖表整個畫了出來(如上圖),然後,把那些「快樂」的程度,一一在圖上的每個人頭上標示出來,出現了驚人的結果──統合5000人資料發現,快樂的人,周邊的人竟然都很快樂,而且周邊的人還會繼續「感染」到他們周邊的人,慢慢的向外遞減。他們計算下來,平均來看,每一個快樂的朋友,可以為自己的快樂度增加9%。兩個快樂朋友,今天就增加18%,三個快樂朋友,就是27%……以此類推。還包括好多其他的數字,譬如,A和B可能同時都和一個快樂的傢伙作朋友,但A住得離那傢伙較遠,B住得較近,那A竟然比B少掉了20%的快樂。但科學家也說,快樂的程度,好像又不完全是和住的距離有這麼絕對的關係!有趣的是,科學家同時也做了「憂傷」的部份,而憂傷,似乎不像快樂會傳播出去。這點有點詭異,所以,報導也提岀質疑,是否有可能是因為,快樂的人本來就比較容易去和快樂的人做朋友,而憂傷的不會,所以有這樣的「因」「果」倒置,產生這樣神奇的結果?科學家說對這點的解釋有點牽強,他們說,一個快樂大笑的人不見得要站到房間正中央去大笑,他可以在角落對幾個人大笑,那幾個人可能就傳給他們身邊的人,他們身邊的人也開始大笑,一個傳一個直到整個房間都在笑,所以如果說「快樂」會傳染是有道理的,而「憂傷」的人傾向比較安靜、獨自憂傷,所以不會傳染也是應該的。這部份有點將快樂與憂傷到底是人格特質還是一時性的情緒搞混在一起,還待商榷。

不過,現在我們至少知道,快樂的人至少是作伙一起的,每多一個快樂的朋友,你有可能就會多了9%的快樂。只要交往11個快樂的朋友,就可以得到雙倍的快樂!問題是,我的朋友們,誰快樂,誰不快樂?如果現代的網路,讓原本不應該認識的我們,也因此認識了,彼此加入了MSN名單了,但我們這麼少見面,偶爾聊天都是打字敲敲幾句,也感覺不出對方的快樂?因此,如果這篇文章屬實,那,城市人的快樂法則,已經呼之欲出!

一、自己不快樂的時候,找一個方法,知道你MSN名單上誰很快樂?譬如,如果今天陰鬱,就馬上把暱稱改為:「誰現在很快樂?叫我一聲吧!」只要有11個朋友和你交談,談了一下你可能就會回到快樂。

二、自己快樂的時候,也記得盡一份力量,盡量讓所有的朋友知道我現在很快樂。這樣我可以把快樂複製出去,周邊朋友得到快樂後,再傳給他們身邊的人。說不定明天我不快樂了,我身邊的朋友依然快樂,他們可以回來「回贈」我更多的快樂!

三、無論快樂或不快樂的時候,朋友多總比朋友少還好。因為,既然快樂會傳染,而憂傷不會,那,我們不應該害怕結交更多的朋友。一個擁有1000個朋友的人,一定比只有100個朋友還快樂,前者身邊的朋友處於「快樂」狀態的數量比後者還要大10倍,於是,我們就把自己放在一個貨真價實的「快樂網路」之中了。

(摘自 Mr.6)

Please Pass the Happiness
A smile is infectious, as the saying goes, and now scientists have proven it. In spades. A study published today in British Medical Journal shows that happiness acts like a blessed disease: it can spread from person to person through social channels. On average, the study finds, every happy friend increases your own chance of being happy by 9 percent.

James Fowler of UC–San Diego and Nicholas Christakis of Harvard Medical School were curious how emotions and other health factors might ripple through social networks, a burgeoning field of research. So they mapped the well-being of a group of nearly 5,000 interconnected people, whether it be as blood relations, friends, neighbors, or coworkers. They pulled 20 years of the happiness data from the Framingham Heart Study, which has been tracking health stats on a group of Framingham, Massachusetts residents and two generations of offspring since 1948.

Scientifically, what defines such a subjective emotion as this? For the study participants, it was whether they checked “yes” on these four survey questions: "I felt hopeful about the future"; "I was happy"; "I enjoyed life"; and "I felt that I was just as good as other people."The researchers found that, like the flu, happiness thrives in close quarters. A happy friend who lives less than half a mile away is 20 percent more influential than one two miles away. But surprisingly, you don’t need direct contact to catch this disease—it can actually sprawl over three degrees of separation. That means that the happiness level of even your friend’s friend’s friend can influence your own.

The authors hold that their conclusions aren’t an artifact of the tendency of people to cluster with similar folks. If at a party, for example, the brooding person in the corner cheers up during a good conversation, it’s not that he suddenly joins the in-crowd laughing loudly in the center of the room. Even staying where he is, his actions have a ripple effect. "Changes in individual happiness can ripple through social networks and generate large scale structure in the network, giving rise to clusters of happy and unhappy individuals,” say Fowler and Christakis.

So, on the flip side, does misery indeed love company? Thankfully, not as much as happiness. Unhappiness spreads less in social networks—probably because it’s such a solitary pursuit.

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太龜毛反而失準頭,談「亂下決定」的絕妙心法

明天要去哪裡玩?

應接受哪一份工作?

該和哪一個對象結婚?

一則有趣的新聞報導,引用最新一期《Psychological Science》來自杜克大學的研究,研究人們有時會碰到「難以決定的事」。小的可小至今晚該在哪裡吃飯,大的可大到該不該和「這個男的」分手。科學家做了一輪實驗後,竟然引導出一個驚人的「決定心法」──那就是,當你碰到一個很複雜的問題,與其慢慢去想遍了所有可能性,一一分析思考甚至問人,不如就完全不要想、不要問,不要求籤也不要沉澱,在當下就直接請自己「潛意識」,當場幫你做一個決定。這個決定,科學家發現,往往是異常的「正確」!譬如,到異國自助旅行,好多地方想去玩,沒時間塞這麼多行程。我們僅有的這一整天,應該選哪幾個地方?先去商場逛街嗎,還是先去名勝古蹟,要搭公車加地鐵,還是多花點錢坐出租車?該不該買門票去某樂園半天,中午該選哪家餐廳?雖然旅行本身是有趣,不過做這種決定還真是痛苦的,但卻又一定得作某個決定,因為再過一小時就要出門了!怎麼辦?科學家建議的就是,別再去抽絲剝繭的分析哪一個行程最棒了,直接就「通通放掉」,「隨便選一個」,用直覺直接下決定。

杜克大學研究人員找來好多位實驗者,將他們分為A、B、C三組,要他們考慮周全後,在精心安排的四個「差不多」的選項中選擇一個。科學家要求A組得某個時間內答出來(譬如三分鐘),B組則被允許想多久都沒關係,想完再慢慢告訴答案即可,C組和A組類似,只給一段時間思考,但是在時間快到時,科學家會給他們一大堆干擾,強迫他們分心,逼他們沒辦法限時內想完,就得靠「潛意識」趕快隨便給出一個答案。驚人的結果出現了:隨便猜猜的C組,竟然表現的比專心思考的A組還好,在四個選項中做了正確的選擇,而且其正確度已經接近了B組的水準。也就是說,同樣是被限時間內要答出來,專心想的,竟比「隨便想」的還差!也就是說,靠潛意識所做出的答案,比清楚意識還要強?

科學家的解釋如下。他們說,一般人碰到複雜問題,總會想辦法將「所有可能性、所有道理」都在腦中列出來,在紙上寫下來,不過,人腦的運算力量顯然遠比我們想像強大,在開始計算之後沒多久,其實已經「感覺」到最好的選項是哪一個,這時候,若不馬上跟著感覺走,還要硬就往深度挖下去,人腦就會開始被一些「不重要的資訊」給影響到。科學家說,思考的時間愈多,許多注意力就開始從重點被分散到其他較不重要的地方,想了老半天,想到最後一分鐘,直到當事人發現時間不夠,為了要在時間內完成,就拿著剛剛整理的五花八門的思緒,做出一個「錯的決定」。不過,顯然「潛意識」也要小心使用,科學家另外設計了第二份考題,讓四個選項變得差異很大,只要稍微想一下,就可以區分出那個最正確的選擇,科學家發現,這樣的考題,對於C組就不行了,A組比較厲害。也就是說,剛剛這種「潛意識」,只能放在選項差不多、無法解的狀況下,我們人類不能什麼決定都用「潛意識」,只有在難以決定的「兩難」、「三難」、「四難」的習題時,才適合呼喚你的潛意識!

有趣的是,同一期《Psychological Science》學術期刊,剛好也有另一篇相關的研究同時刊出,它也是關於「決策」的。他們說,當你無法決策時,除了「潛意識」,還可以用一種方法來加強正確度,那就是帶著「權威感」(power)去下決定。科學家找來一些實驗者,將他們分為A、B二組,A組讓他們回想一下老闆或上司或老師很有權威的欺壓他們的樣子,意圖讓A組人感覺到很軟弱(powerless),而B組則請他們回想他們當領導人或得獎的回憶,讓他們覺得自己很是強悍(powerful)。這時候,再丟給他們一個問題,在4輛車之中選一輛最棒的,四輛車各有12項內容,相差不遠,難以選擇。然後科學家還刻意在兩組中選出幾個人,讓他們分心,試圖造成剛剛第一個實驗的「潛意識」效果(兩個實驗似乎來自不同的實驗室,顯然這兩個實驗室有彼此在聯絡)。結果科學家發現,A組的人因為軟弱,常常做錯決定,而B組的人因為強悍,做的決定往往比較正確!有趣的是,當科學家強迫他們要用潛意識來直覺判斷,A組就可以做到和B組一樣的水準。而B組無論是不是在潛意識,強悍的他們,都可以準確的做出正確的決定!兩個實驗,得來的結論之一,就是:決定時,最大的問題是在「把不重要的看成重要的」。這個問題已經很難了,還要再丟個問題給自己,哪個重要哪個不重要;看起來很小心的人,其實做出的盡是錯誤決定。我不禁想到從前的我。好久以前,在美國與朋友有一場對話。也不怕大家笑,由於高中大多時候關在家,我對人際是非常慢懂的,一直到研究所才開始與同學出去玩、吃飯。我當時和這位朋友討論我在學生時代,每次要輪到我選餐廳(我們都會輪流選),我都說,「唉,算了,讓其他人選吧!」或是當我選了一間日本料理,另一人突然說「咦,有間泰國菜也不錯!」,我就馬上改口:「好,就你說的,泰國菜!」這位朋友說,我怎麼都不下決定啊?

有一次,我們一群人為了做學校專案,十幾個人站在那邊爭執,不知道該怎麼辦,有一個平常很安靜的組員,突然看不過去,就衝出來揮揮手,「哎呀,別鬧了。」他說。「我看,就這樣處理。」這傢伙比手畫腳的,「你呢,這樣;他呢,就那樣。」旁邊其他人默然不語的聽著他的指示。我覺得很神奇的是,大家都附和:「好啊,好啊!」雖然我心裡一邊幫某甲捏冷汗,一邊也抱著看好戲的心態,「既然決定了,那你某甲要負責啊。哈哈,等著看好戲。」我想,很多人的心情都是這樣。就是因為知道這樣的心情,反而更不敢下決定,也更在群眾中站不出來。才終於知道,我們不敢下決定,往往是因為懼怕「下錯了決定」。下了決定就要負責,萬一找錯了地方,那就不知怎麼對大家交待。如果是和朋友一起,那就把決定權推給朋友,但如果是「自己的事」,就不能問其他人了!就要自己想辦法決定。這時候簡直是很大的痛苦,因為我真的很怕自己做錯決定!所以我把每一片磚塊都掀起來看看,把每一包盒子都打開來看看,把每一片垃圾紙屑都撿起來以免遺漏了什麼……但最後是更多的雜亂資訊,萬一哪一道資訊剛好打中我腦中的偏頗價值觀,我可能會突然間選了這條!譬如昨天講到「校園比較網」,選校園,想了半天,竟可能因為某家校園旁邊有間好吃的餐館就選它,結果還沒開始上課,那間店就先倒了!這種錯誤至極的決定。後來我成長了,因為人生的過程中,實在有太多決定要下了。當我愈飛愈高,決定就愈下愈多;在學生時代。我們可以不下決定,但不可能到其他地方也是這樣。我們成長後,這時候我們才一窺「下決定」的真相。真相就是:「下決定」,其實不是最後一步!幹嘛這麼緊張。下決定,其實是「第一步」。下了決定後,接下來的事情才會慢慢展開,這時候,你有很多的時間來改變它。尤其當我們是決定者,既然要「負責」它,大家就跟著我們走,接下來自然就有了權力和說服力來安排接下來的事。就算這個決定可能很爛,但有可能在決定之後的這些過程中,我們把它扭轉回來了。

選了一間很難吃的餐館,但我們找到一個很好的座位,吃飯的時候氣氛很好,還隨興請大家喝了一杯果汁,飯後還可以突發其想到旁邊一間奶茶店喝杯不一樣的。學會了「下決定」是「第一步」,為了快快開始,我很快就下了決定。這個時候我有「權威感」,我也是用「潛意識」,以科學家的實驗來看,這樣情況下所下的決定,至少不會是個差的決定,再加上決定之後的努力,我們可以變成一個「很會決定」的人。決定也是一個很強的競爭優勢!

(摘自 Mr.6)

Decisions, Decisions – Conscious Vs. Unconscious Thought

When faced with a difficult decision, we try to come up with the best choice by carefully considering all of the options, maybe even resorting to lists and lots of sleepless nights. So it may be surprising that recent studies have suggested that the best way to deal with complex decisions is to not think about them at all “” that unconscious thought will help us make the best choices. Although this may seem like an appealing strategy, new research in Psychological Science, a journal of the Association for Psychological Science, cautions that there are limitations in the efficacy of unconscious thought making the best decisions.

Duke University researchers John W. Payne, Adriana Samper, James R. Bettman and Mary Frances Luce had volunteers participate in a lottery choice task, where they had to pick from four various options, each with a different, but close, payoff. The volunteers were divided into three groups for this task: one group was instructed to think about the task for a given amount of time, another group was told to think about the task for as long as they wanted and the last group was distracted before making their selection (thus, unconsciously thinking about the task). A second experiment was similarly set up, except that there were substantial differences in the payoffs of the different options.

The researchers found that there are situations where unconscious thought will not result in the best choice being selected. The findings showed that in some instances (when the payoffs were similar), thinking about the task for as only as long as it takes to make a decision was as effective as unconscious thought, resulting in the most profitable options being chosen. However, when there were large differences in the amount of money to be won, mulling over the decision at their own pace led the volunteers to larger payoffs than unconscious thought. The volunteers who were told to consciously think about the decision for a specific amount of time performed poorly in both experiments. The authors explain that those volunteers had “too much time to think” about the task and suggest that their attention shifted “to information of lesser relevance,” resulting in less profitable decisions.

These results suggest that although unconscious thought may help us make the right decision in some instances, it is often better to rely on self-paced conscious thought and really focus on the problem at hand.

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科學家證實,巧妙加入第3個選項可左右人們決定

一篇由印度裔科學家在美國所做的研究成果,引用一篇在《Journal of Marketing Research》行銷專業期刊的報導。行銷的一個基本範例稱為「吸引力效應」(attraction effect,注意,和「吸引力法則」並無關連),只是從前從未以實驗來證明過。科學家找來一群志願者,給他們幾樣東西做選擇,並同時用fMRI腦部掃描,看看他們腦部的狀況。在第一階段的實驗裡,科學家先給他們看A物、B物兩個東西,兩個都差不多好,難以決定,科學家硬就要他們二者選一,這時候,科學家發現這些人的腦部出現異常活動,有一個叫「amygdala」的部位呈現出「受驚擾」 (irritation)的模樣,這個區塊是腦部掌管負面情緒的部位,也就是說,當這兩個「差不多」的物品到了實驗者面前,叫他作一個選擇,這位實驗者在考慮的過程中,會感到焦躁、不安,在好多個因素中層層抽絲剝繭,試圖揪抽出A、B之中較佳的那個選擇。

有趣的是,這個困境遠比想像中還要容易解決。到了第二階段實驗,科學家只要再給他們「第三樣東西」,暫且稱為「C物」。這個C物和剛剛的B物很相似,但明顯的比B還「爛」。這時候,這位實驗者一次要在A、B、C中選一,應該「更煩躁」才對不是嗎?兩個都選不完了,更何況多了第三個!奇妙的是,在C出現後,有如「拯救」了大腦,他們腦中同區塊的那些驚擾的運動竟然就無緣無故的消失了。實驗者也在這時候表情自在的,做出了他們的決定。那個決定,正是B物!剛剛的A物竟被無緣無故的丟棄了。科學家將這奇妙的「第三個選項」C物,直接稱為「誘餌」(decoy),它存在的目的,只是要誘發這個人對先前兩個選項的其中一個。換句話說,若善用這個「C物」,就能巧秒的左右別人的決定!行銷最厲害的,就是改變人的動作,這也是最好玩的地方。我們平常不見得要賣產品才要改變人的動作,許多時候,我們或許想改變自己,或者想改變朋友、改變老闆、改變同事…都可以用這個可怕的招術。其實,像這樣有趣的「選擇」境況,在行銷學中,共有三種已知的效應:

一種叫「相似效應」(Similarity Effect),當你有兩雙鞋,一雙尖頭,一雙平頭,難以選擇,這時候,若再給你一雙也還不錯的平頭鞋,大腦會將兩雙平頭鞋混成「同一個選項」,突然間,你選早先那雙平頭鞋的機率會「減半」,由新的平頭鞋來瓜分。

第二種叫「妥協效應」(compromise effect),當你眼前有兩雙鞋,一雙尖頭,一雙平頭,難以選擇。這時候突然出現一雙材質和剛剛兩雙差不多的新鞋,不過它的頭是介於尖頭和平頭之間,假設也蠻好看的,那你的大腦會自動將尖頭與平頭全部歸類成「極端」,你的大腦會自動叫你盡量選一個不極端,也就是新的。

第三種則正是現在剛介紹的、經過科學實驗證明的「吸引效應」(attraction effect)。

你比較這三種效應,就知道為何「吸引效應」會這麼的有意思!因為,它是這三種效應中唯一能改變你現在的兩個選項的,所以可以導入一些策略。現在科學家更證實吸引力效應的威力,的確讓大腦「立刻決定」,這是人類大腦難得的一個「大漏洞」,大家可以好好的思考,如何在適當時機運用!舉個例子,你想幫一個女性朋友牽紅線,介紹某位男士認識一下,這位朋友有學問、有涵養,是個很不錯的傢伙,但這女生呢,聽說目前同時也剛認識一位「聽說」是帥帥、高高、壯壯的超級型男,兩位男士都在追求這位熱門美女,怎麼辦?這時候,你約這名女生出來,再介紹另外一名同樣是有點學問、有點涵養,但就顯然比A君還更遜一點的傢伙。這個動作,很有可能馬上讓這名女生轉而選擇你這個眼鏡男!再舉個比較邪惡的例子,今天你在和某一個同事搶升遷,你是女生,他是男生;你的學經歷尚資淺但能言善道、工作能力強,那個男生經驗豐富、業界人脈廣。好,現在你可以想辦法「推薦」一個和自己同質性很高,同樣是能言善道、工作能力強,但比你更資淺了五年,且說話與工作都沒有你強,這樣工作了半年後,很有可能下一個拿到升遷機會的!

人性的漏洞除了這些外還有很多,適度的科學研究,讓某些人有如得到強大武器。多知道一點,永遠比少知道的好。

(摘自 Mr.6)

A third option while shopping helps

Washington A stop in a shop! But, can't decide which one to buy: The brown blazer or the black jacket? Fret not, for a new study has finally come up with a solution – consider a third option, a red sweater, for instance.

A team, led by an Indian-origin researcher Akshay Rao of University of Minnesota, has shown that decision making is simplified when a consumer actually considers a third, less attractive option. "In some ways, it is quite straightforward. When a consumer is faced with a choice, the presence of a relatively unattractive option improves the choice share of the most similar, better item," said Rao.

Researchers have based their findings on an analysis of the brains of a group of shoppers who volunteered for the study, the 'ScienceDaily' reported. The volunteers had their brains scanned while they made choices between several sets of equally appealing options as well as choice sets that included a third, somewhat less attractive option. Overall, the presence of the extra, "just okay" possibility systematically increased preference for the better options.

The fMRI scans showed that when making a choice between only two, equally preferred options; subjects tended to display irritation because of the difficulty of the choice process. The presence of the third option made the choice process easier and relatively more pleasurable. "The technical evidence for our conclusion is quite clear, based on the imaging data. When considering three options, our 'buyers' displayed a decrease in activation of the amygdala, an area of the brain associated with negative emotions. "Seemingly, subjects were using simple heuristics – short-cuts or decision rules – rather than a more complex evaluation process, when they were evaluating three-item choice sets," Rao said. The study is to appear in an upcoming issue of the 'Journal of Marketing Research'.

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人脈學違背了人類天性,「不經意」才會被「注意」

最近美國輿論對一本書的爭議特多,這本書剛於兩個月前出版,書名取得好,叫「Buy-ology」,不確定台灣這邊將由誰代理出版?這本書作者叫Martin Lindstrom,曾幫麥當勞、寶鹼、雀巢、微軟等大公司作行銷顧問,他在書中想探討的是,為何人們看到一些東西,竟會產生購買的衝動?尤其當人們看到「一句話」,甚至是一句原本不是拿來行銷的話,竟然會勾動心裡深處的某一機制,讓他對自己立刻下了「買你」、「愛你」、「提拔你」的指令?

而這本書之所以引起爭議的原因是,作者在書中提出一個「一句話」的超強案例,他找來32位吸煙者作實驗,結果竟發現,煙商廣告下面的「吸煙有害人體健康」的一句話,不但不會嚇阻他們,反而還讓這些吸煙者煙癮大發!作者的立論是有腦波(fMRI)的實驗的根據,當這32位吸煙者看到「吸煙有害健康」,不知為何,腦中的「nucleus accumbens」部位竟然動了起來,這部位是掌管上癮物的,他還用了另一種檢測儀器SST看腦內電波每一毫秒的變化,結果也是一樣。結果,好幾位讀者不敢置信,認為「怎麼可能?」於是紛紛寫信到《紐約時報》去,包括真正在醫院的醫生,還有布朗大學的副教授!有些專欄作家也在專欄裡嚴辭批評這本書,不過,他們愈批評,我愈想來買一本來瞧瞧,看到底寫了哪些東西,讓這些人這麼不爽,講一些非常不是重點的結論(譬如他們說,吸煙廣告是給非吸煙者看的,廢話,這個誰都知道,但你若沒看這本書,你會知道原來「吸煙有害健康」真的會讓人直接誘發抽煙的衝動嗎?注意,直接誘發喔)

這些人抱怨得愈多,愈透露出人類的愚蠢與對自己控制自己大腦的過份自信,也讓我們知道「一句話」的可怕潛力。一句話行銷的精髓,就是在你不知道、不敢置信的情況下,推翻所有理性思考,把你整個人的心臟給揪住了!這本書的作者Martin Lindstrom是個行銷鬼才,在12歲就開了一間廣告公司,他這項計畫進行了三年,耗掉100萬美元以上的經費,這本書研究了為何80年代明明百事可樂應該是被選擇的一邊,某種情感卻讓消費者傾向可口可樂,這傢伙顯然深愛著腦波檢測,他也預測在未來,所有的行銷研究包括問卷調查、焦點團體等等,都會被腦波所取代。我最喜歡他的一點是,他說太多事情是群眾「以為」是這樣,其實他們的大腦卻是另外一個方向,他會盡所有力量去揪出這些事,將他們寫在書裡。

所以,現在我們應該學的是,如何找到那些神奇的「一句話行銷」?保證有效,會讓對方立即一「聽」鍾情?

譬如,一個創業家要賣自己的點子給客戶,不是靠打廣告,而是靠「電梯演說」,抓緊和客戶偶然遭遇的那20秒,從一樓陪他搭電梯到九樓,除了早安與必要的沉默外,就這麼一句話,直直「刺」入他的心。就算是行銷人員也已經學會「一句話行銷」的重要,以前陳列式廣告可以花大錢畫畫,現在關鍵字廣告就是給你一句話,只有20字,「一句話」就要引他入室!「一句話行銷」該如何設計?最近還有兩名美國學者, 在《Journal of Consumer Research》期刊發表一份有趣研究,這份研究無法取得完整檔案,在這篇文章中只有淺淺的做了一個結論,但已經很有意思了──

這兩位學者研究了以下四種「一句話行銷」:

第一種,先講名字,再講好處。譬如「潘婷洗髮乳,讓您的頭髮發出迷人的光采」。

第二種,提到沒有此名字所失去的好處。譬如,「如果沒有威猛先生,他們就沒辦法把管路線給清乾淨。」

第三種,先講好處,再講名字。譬如「想讓自己口氣清香?請吃青箭口香糖。」

第四種,提到沒有此名字所得到的壞處,譬如「如果不注射流行感冒疫苗,恐怕你會常常生病感冒。」

從這四種「一句話行銷」,去觀察他們所帶來的影響,每一個產品,都適合在不一樣的方式下進行,結果他們發現了兩個「癥結」,這兩個癥結將決定到底這一句話行銷有沒有效果:

癥結一:受眾是否馬上會找到任何敗因(disabling condition)?也就是說,當你看到「請讓自己口氣清香,請吃青箭口香糖」,是否有可能突然想到,不對,吃口香糖的時候常常吃到最後還是沒辦法讓自己的嘴巴的味道完全消去,口氣清香也只是暫時而已。

癥結二:受眾是否馬上找到另一個產品或方法(alternative causes)可以達到一樣的效果?譬如,「如果沒有威猛先生,就沒辦法把管路線給清乾淨」,結果他突然想到,上次管線通乾淨其實只要拿水沖一沖再加上拿鐵鎚敲敲管線就通了,這樣就解決了。

這兩位科學家研究過後,很有把握的說,就是這兩個癥結,決定了你的「一句話行銷」是成功或不成功!當然,成功的行銷,只是對方「認同」,這個認同是否會產生購買的動作,甚至只是一個點擊的動作,甚至只是一個記在腦子裡的動作,恐怕都不能保證。然而只要「讓對方相信」,或許也就是打開對方心扉的重要的第一步,就算無法達到像「吸煙有害健康」這麼神奇到令人無法置信的指令,至少也算是很不錯的開門磚了?

到底怎樣的一句話,最能吸引人?會是接下來大家都可以來學學來研究的大秘密。有錢的,可快趁AC Neilsen帶來NeuroFocus趕快找他們幫忙,其他人就從這些報告與書本中多多學一學,2009年來了,我們人人都多了「一句話」,隨身帶在身上,比什麼武器都厲害。

(摘自 Mr.6)

I'm A Believer: Some Product Claims Work Better Than Others

Consumers face a barrage of product claims each day. What makes those claims believable? A new study in the Journal of Consumer Research says both marketers and consumers can benefit from information about the way people process product claims.

Authors Elise Chandon (Virginia Tech) and Chris Janiszewski (University of Florida) began their research by identifying four different structures of product claims. The first format mentions the brand, then its associated benefit, such as "Pantene Pro-V: For Hair So Healthy It Shines." The second format mentions the lack of an important benefit, for example: "If it is not trail rated, it is not a Jeep 4X4". The third type of claim mentions the benefit, then the brand: "How do you spell relief? R-O-L-A-I-D-S." The fourth strategy is to focus on the failure to buy the brand: "If you haven't relaxed on a French Quarter balcony, you haven't lived yet."

While these formats seem similar, the authors say consumers employ different logical strategies to counteract the various pitches. "The believability of product claims depends on the consumer's ability to generate disabling conditions (i.e., other events blocking a cause from having its effect) and alternative causes (i.e., other events causing the outcome)," they write.

"A person's ability to think of alternative causes can make a claim less believable. For example, knowing that good oral hygiene also prevents cavities may reduce a person's willingness to believe that Crest prevents cavities," the authors explain. "Second, a person's ability to think of disabling conditions can make a claim less believable. For example, knowing that people with high-sugar diets are more likely to have cavities may decrease a person's willingness to believe that Crest prevents cavities." In the course of their experiments, the authors found that the first two ad formats worked better when participants were able to come up with more alternative causes than disabling conditions.

This research can help marketers determine what types of claims are more effective in different situations. It can also help consumers understand why they find some claims convincing while they remain skeptical of others.

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賞罰無準則?好學生要勤練「不怕懲罰」的功力

一篇有趣的科學報導,引用了《Neuron》期刊的一篇研究,聽說這是史上是第一次用腦部掃描的方式研究人類做法官,要「懲罰」其他人時的腦部狀況。你不見得要是法官,或許只是聽到旁邊三姑六婆聊到聽到隔壁鄰居男人在劈腿,或某家的小狗亂大便,於是,你決定插手,並試圖做出一個公正的判決,決定「懲罰」某一個人,那你的腦部到底會發生什麼事?所謂公正,真的公正嗎?所謂公平,真的平衡嗎?大家都認為,自己是最有原則的人,但就算再有原則的,科學家發現事實好像不是如此──科學家找來了16位實驗者,給他們一個叫做「John」的傢伙,這個「John」做了若干壞事,有的只是在商店裡順手牽羊偷了一塊麵包,有的是預謀殺人。這些事情中,有的是John自己有犯意,有的則是「因為」某個原因所引起的。這時候,科學家請這些實驗者下決定,給John一個從0到9的懲罰,同步監測這些人的腦部的血液流動。科學家發現,當John做的壞事太嚴重,簡直是大家所「公認」的罪行,可能必須要到殺人這種程度,絕對有錯,絕對要抓去關,這時候,腦部的一個叫「right dorsolateral prefrontal cortex,rDLPFC」的部位就會動得很厲害,這部位科學家已知是拿來判別認知的,通常有些比較有「正義感」的人,這部位的運作就特別強。這點發現,還在大家的預期中。然後接下來,科學家還發現,當John所犯的「罪行」並不嚴重,而且不是蓄意,而是有原因、被誘使犯罪的情況下,腦中的另一個部位「anterior intraparietal sulcus」又會神奇的動了起來,這部位在平時是在負責我們的「同理心」的,也就是把自己放在對方的角度來重新思考全局。這部份「亮」起來,表示當我們思考這個幹了壞事的John應該怎麼被懲罰時,我們會先默默的以他的角度來思考:如果我在John的處境下,我會幹這種事嗎?換做是我會怎麼做?為何John最後選擇幹這件事?換句話說,由於這些「罪行」尚不會很嚴重,加上有外力影響,我們會很公平的設身處地的模擬一番後,再下決定要怎麼懲罰John,如果我們模擬的結果是「如果是我,也會這樣幹」,那我可能會判得較輕,若是「如果是我,絕對不會這樣幹」,或許就會判得較重。科學家的這點發現似乎也還算合常理。

接下來,爭議的來了:

這份研究的第三個發現,是大腦除了在上述兩個部位有動作外,還有一個叫「amygdala」部位也會跟著動,這個部位,是目前科學家已知的對情緒掌控的部位,而且扯的是,當最後的懲罰愈「重」,這個人在那個部位的動作就愈多!

這點,科學家說,由於不知道因果關係,所以他們有兩種解釋:

一、人類在作出懲罰的判斷之「前」,情緒愈大的時候,愈容易做出比較嚴重的懲罰。換句話說,當你看完John的罪行後,無法制止心中悄悄冒起的怒火,那你有可能就會決定給他下了重刑。如果法官是這樣搞,那是不行的!

二、人類在作出懲罰的判斷之「後」,由於他選擇了較重的懲罰,於是就產生了較大的後緒的情緒。如果法官這樣搞,顯然也是不行的,因為雖然是事後才作出這樣的情緒,但人類本就會追求上次的美好,所以這次雖不影響,但下次就難說了。

做懲罰時,情緒有波動當然是難免的,但「不合理」的是,情緒的波動,沒理由和懲罰的「強」或「弱」成正比?罰得愈重,人就愈激情?愈激情,就罰得更重?如果再公正的人們,也受情緒影響。如果再公正的媒體,也受情緒影響,那,整件事就讓人想起關於「懲罰」的事。現今社會,所有的禁忌一條一條的卸去,說實在我們所受的教條限制已經比三十年前還要少掉5倍以上,今天所有的教條僅供參考,太古板的還會被笑,也由於所有的東西變得開明,演變成一個狀況:我們身為一介個人,想要完全避免「被懲罰」,變成一件很困難的事!沒聽錯呢,是「困難」!我們不斷的和陌生人見面,雖然不認識或不熟悉,但我們其實時時刻刻的是被曝露在「被懲罰」或「被獎賞」的狀態下的。我們自己每天的生活裡,也是不斷的對其他人做出一些微型的「懲罰」的決定。比如,你站在路旁攔公車,公車卻呼嚕嘩啦的決定跑到前面去停,讓你跑得要死,說不定只是看你手勢不太對,想要「懲罰」你一番。或許,你在做簡報,剛好講的題目不中評審心,說不定還讓對方聽了有點不高興,最後評審分數不好,其實你是被「懲罰」了?你說,本來就這樣啊,不是嗎!

不,尤其對於一些本來都很奉公守法的「好學生」來說,對這種事情,其實一直很不習慣。我小時候是不折不扣的絕對第一名,在師長眼中是同學們最好的榜樣,對我來講,生命很簡單,只要「遵守」規則,把自己綁好,我就可以避免所有的「懲罰」。直到赴加拿大念高中,上下課都不需要到場,對老師也不需要有禮貌,什麼都不必了,我才發現,糟了,沒有規定,沒有準則,我反而「無所適從」!那時候還是青少年,也還在建立自己在群體的信心與定位,這樣的打擊實在太大。但,這就是社會的寫實樣。為何人家說以前的「好學生」,入社會後常常就「小時了了,大未必佳」?為何那些榜單上的「好學生」,以後只會是雇員而已,真正的老闆可能第20名,聘用當年前三名當他助手?因為好學生不懂得「使壞」,他們以為遵守一些規則就能變好,但在社會後,卻無法憑這個功力繼續下去發揮更大的能力,於是好學生決定再去念書,再去深造,造到最後到了40歲還是一樣一事無成。

再舉履歷表為例,最近參加幾個場合,關於履歷表的寫作,大部份專家的建議都是,哇,履歷表不能這樣寫、不能那樣寫…不要這樣叫、不要那樣呼…到最後,我們可以發揮的範圍就只剩一點點,而且這一點點,恐怕還比以往還要更小,因為它完全沒有告訴你到底怎樣才真正不會被懲罰,到底那個最安全的點、那個最應該拍馬屁的在哪裡?好學生會無所適從,但壞學生反而覺得我的時代終於來了!
跳出「好學生」的天限,我的方式是:我學會了如何盡量將別人的判決、別人的懲罰「擋」在自己心門外,別讓那些(現在科學家證明)沒什麼根據的懲罰來影響自己。當大家還是對「懲罰」梗梗於懷,遇到「哪個服務員臭臉」就發出沖天的大脾氣,就影響今天的心情,我則想辦法學會了就算遇到任何的「懲罰」,也盡量不要讓這些「懲罰」在心裡留下陰影。由於現在「懲罰」的來源實在太多,沒有準則,我們第一個要學會的事,就是學會「不怕被懲罰」。無法改變別人,只能改變自己。這是一種境界,從「不怕」開始,才可以站得起來,用行動來告訴對方「我認為我是對的」,促進自己真對自己所在的這個微系統產生一些思考。科學家現在告訴我們,懲罰很有可能是個人情緒的問題,這是扯不斷的,但我們可以今天開始為自己建築一座高牆,保護自己,讓自己再也「不怕被懲罰」!

(摘自 Mr. 6)

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上周在《經濟學人》有一篇文章引述了在《International Journal of Cosmetic Science》期刊最新的關於「男性香水」的研究,發現了驚人結論,所有的男性,不得不讀!

這個結論是──男性噴了香水,整個人瞬間變得更自信,這個自信,會直接提高這個男性的「異性緣」。這點似乎沒什麼了不起?扯的是,這些女士們,根本不必「聞」到香水,就算她鼻子不靈,一點香水都沒聞到,照樣會受吸引!換句話說,原來香水是影響「被噴的人」,而不是影響「聞到的人」。男性噴淡淡香水,最重要的目的是「噴給自己聞」,足以把自己的舉手投足整個改變,其他人雖聞不到,卻「看」得到!科學家找來一群男性實驗者,其中一半給予目前市面上賣的男性香水,另一半則只給了外表差不多但不是香水的噴物,就這樣連續噴了幾天後,科學家為這兩批男性實驗者攝影,錄成一則無聲的短片,然後,請一群女性實驗者觀賞這則影片,問這些女性,影片中哪個人較吸引妳?若有機會,妳想和哪一位交往?結果發現,這一群女性實驗者一面倒,不約而同的都選了那些「噴了香水」的男性!注意,那些男性根本沒出現在女性面前,只是在無聲的影片裡面而已!有趣的是,科學家還試了給女性只看「照片」,結果並沒有發現明顯的效果,所以科學家解釋,香水影響了男性的動作與神情態度,而不是「長相」。一噴香水,有可能你舉手投足就會一邊聞到自己香香的,提升自信,看起來也會比較亮眼!只是,當對方聞不到,竟然也可以「看」得出這種改變,可見,香水真的很厲害!

這篇研究讓我馬上想到,以前常聽到某某人「瘦身」之後,整個人容光煥發,變得更有自信。那種自信,根本不必科學家的研究了,我憑著和對方好幾年的交情就知道,她的身體變瘦,和之前比較,外表並無太大的「提升」,真的提升的是在她的動作,她的表情,她說話的方式,一見到她,會覺得她整個人都在「發亮」。遇到一個會「發亮」的異性,任誰都會傾倒!換句話說,其實這種「發亮」,這種容光煥發,不必等到瘦身,其實早在胖嘟嘟的時期也早就已經有這個「發亮」的潛力,只是因為自認過胖,自己都無法說服自己,所以一直到瘦身後,才真的有!同樣的道理,有人到海外拿個學位,二年後回來,整個人也「發亮」了。你發現,他開始滿口都是英文,整個人好像變ABC!可是再問問他出國期間到底交什麼朋友,學什麼東西,你會發現,其實也「沒什麼啊」!出國一趟回來,竟然變得這麼多,整個人亮了起來,由此可見,其實在兩年前他早就有這個「潛力」了,只是出國這段經驗,讓他對自己更有自信,自然就把這些感覺都散發出來了!

重要的是,這故事還沒結束--

噴了香水,有了自信。

瘦了身體,有了自信。

得到學位,有了自信……。

但這個亮度,馬上就不見了。少則一個月,長則幾個月。

我們會發現,變瘦的人,她又會一直繼續喊,啊,我最近又變胖了!啊我和街上那兩位比起來還是好胖!她看著鏡子,明明已經比以前瘦很多,但她的標準也愈來愈高了。

我們會發現,拿學位回來的人,竟會繼續的和其他人比較,啊你讀的是這個,我讀得比你好一點。之前,他可能只想要一個學位而已,現在卻還要一比、再比,比不完……。

我們也會發現,有些已然富有的人,或許以前只想掙點錢,讓自己有好日子過,等到富有後,「煩惱依然在」,看到其他人提著好包包,她也想買一個,搶著看看誰買的較新,誰買得較有品味……我昨天在微風廣場小坐,滿耳朵聽的都是這些話語。我們幾乎可看到,那些由外帶來的「自信」、「滿足」感,雖然讓我們「亮起來」,但很快就消失了,有的「香水」像學位啦、財富啦、體重啦,可以永遠保持在那邊,但我們人大腦既然會這麼容易被瞬間的「香水」給迷惑、給提升,其實也很快的就會讓這個「香水」消退,於是我們又回到了原本那個人,無論我們在哪個程度都是一樣,回到了黯淡。縱使已經身材苗條,學歷驚人,滿身香奈兒和LV……。香水只有一灌,噴完之後,還要再更多,已經找不到可以噴的了。有些人於是說:哎,所以一切回歸自然?不必這麼努力!還是努力的往這些偉大的目標衝去,想達到這些目標,但當達到後,香水噴過,我們也要練習自設「防火牆」,把自己給包起來,就像火災演習時,鐵捲門會嘩啦嘩啦的自動關起來,我們也要適時的自動把自己關起來,把那個「香水」留在自己身上。汲汲營營一輩子,像追著眼前蘿蔔的一匹笨馬,取得香水以後,在香水噗鼻、神清氣爽之際,先別「享受」,應該趕緊先建立「防火牆」,讓這個魅力永遠的跟著自己。

The scent of a man
To attract a woman by wearing scent, a man must first attract himself
THE very word “perfume” has feminine overtones to many male ears. Men can be sold “deodorant” and possibly “aftershave”, but the idea of all those dinky little bottles with their fussy paraphernalia is too much for the sensitive male ego. Yet no industry can afford to neglect half its potential market, and perfume-makers are ever keen to crack the shell of male reticence. Now they may know how to do so.

Craig Roberts of the University of Liverpool and his colleagues—working with a team from Unilever’s research laboratory at nearby Port Sunlight—have been investigating the problem. They already knew that appropriate scents can improve the mood of those who wear them. What they discovered, though, as they will describe in a forthcoming edition of the International Journal of Cosmetic Science, is that when a man changes his natural body odour it can alter his self-confidence to such an extent that it also changes how attractive women find him.

Half of Dr Roberts’s volunteers were given an aerosol spray containing a commercial formulation of fragrance and antimicrobial agents. The other half were given a spray identical in appearance but lacking active ingredients. The study was arranged so that the researchers did not know who had received the scent and who the dummy. Each participant obviously knew what he was spraying on himself, since he could smell it. But since no one was told the true purpose of the experiment, those who got the dummy did not realise they were being matched against people with a properly smelly aerosol.

Over the course of several days, Dr Roberts’s team conducted a battery of psychological tests on both groups of volunteers. They found that those who had been given the commercial fragrance showed an increase in self-confidence. Not that surprising, perhaps. What was surprising was that their self-confidence improved to such an extent that women who could watch them but not smell them noticed. The women in question were shown short, silent videos of the volunteers. They deemed the men wearing the deodorant more attractive. They were, however, unable to distinguish between the groups when shown only still photographs of the men, suggesting it was the men’s movement and bearing, rather than their physical appearance, that was making the difference.

For Unilever and other manufacturers of men’s scent, this is an important discovery. The firm’s marketing of its main product in this area, a deodorant called Lynx, plays up the so-called “Lynx Effect”—which is supposed to make men irresistibly attractive to women. Dr Roberts’s experiment, however, suggests that the advertised “Born chicka wah wah” of the product may have nothing to do with a woman’s appreciation of the smell, and everything to do with its psychological effect on the man wearing it.

Nor is this the only example of science illuminating the true role of perfumes. How they work to make people attractive is, as this example shows, not as obvious as it might seem.

Born chicka wah, ker-ching chicka ching

There are three broad theories of perfume use. One is that people employ it to mask body odours that they perceive as bad. The second is that some perfumes contain chemicals that mimic human pheromones—elusive, mysterious (and possibly mythical) substances believed by some to play a role in mating. The third is that people use it to heighten or fortify natural scent, and thus advertise sexual attractiveness or availability.

All three theories could be true. In particular, the role of perfume as an olfactory disguise is obvious. Even here, however, there are some subtle twists. Bad smells are not just a matter of poor hygiene. Illness and old age both bring characteristic odours of their own, and neither state makes people more attractive. Perfumes may spoof these messages. Hence the marketing of a new scent called Ageless Fantasy, by Harvey Prince, which claims its product disguises the “odour of ageing”, suggested to be caused by the breakdown of a particular fatty acid in the skin.

As to pheromones, whether humans have these is questionable. A pheromone is a chemical that elicits a specific behavioural response at a distance. Some insects, for example, can release sex pheromones that will attract a mate from many kilometres away. The most likely human candidate is a substance called androstadienone. This is a derivative of testosterone that is found in men’s sweat and is known, from brain-scanning studies, to promote activity in parts of women’s brains. That this results in changes in behaviour has not, however, been clearly demonstrated.

Terri Molnar, a spokeswoman for the Sense of Smell Institute, a research organisation in New York tied to the fragrance industry, says of human pheromones, “I think we believe they exist but they do not function as an attractant. They will elevate one’s mood but not attract a mate.”

The fallen sons of Eve?

The most interesting area, though, is the interaction between perfumes and natural scents that carry messages but do not have the specific properties of pheromones. Odours co-ordinate a wide range of human behaviour. Mothers can recognise their children by smell. Children can recognise each other. Relatives can be distinguished from non-relatives, even to the extent of understanding who is genetically different enough from the smeller to be a good choice of mate. The sexes themselves smell different, too, and women can glean information about a man’s social status from his smell alone.

As long ago as the 1950s, a perfumer called Paul Jellinek noted that several ingredients of incense resembled scents of the human body. It was not until 2001, however, that Manfred Milinski and Claus Wedekind of the University of Bern wondered whether there was a correlation between the perfume a woman preferred and her own natural scent. They found that there is.

The correlation is with the genes of what is known as the major histocompatibility complex (MHC). This region of the genome encodes part of the immune system. It turns out that one of the most important aspects of mate choice in mammals, humans included, is to make sure that your mate’s MHC is different from your own. Mixing up MHCs makes the immune system more effective. The MHC is also thought to act as a proxy for general outbreeding, with all the hybrid vigour that can bring. Fortunately, then, evolution has equipped mammals with the ability to detect by smell chemicals whose concentrations vary with differences in the MHC of the producer.

That means people are able to sniff out suitable MHC genomes in prospective partners. A woman, for instance, will prefer the smell of T-shirts that have been worn by men whose MHC genes are appropriately different from her own. Dr Milinski and Dr Wedekind also found an association between a woman’s MHC genes and some of her preferences for perfume. Perception of musk, rose and cardamom is correlated with the MHC. Perception of castoreum and cedar is not.

Women, it seems, choose not the kind of smell they would like on a partner, or even one that might mask a nasty odour of their own, but rather something that matches their MHC. In other words, they are advertising their own scent.

There are many useful inferences that might be drawn from this research. One would be that a woman’s choice of perfume will resist the vagaries of fashion. This may explain why most innovation in the industry involves changes in packaging and marketing, producing all that fussy paraphernalia, rather than changing what is in the bottle.

Another implication, says Dr Roberts, is that it is probably best that people choose perfumes for themselves rather than for someone else—unless they happen to know what the recipient likes. If you have made a good genetic choice of partner (ie, someone with a significantly different MHC), then the theory suggests that you should not be able to choose something that smells nice to them based on your own preferences. You might, though, have better luck choosing for a close relation, because she would probably have an MHC similar to your own.

The research also raises the question of what so-called unisex perfumes are for. In any genetically successful love match, one of the partners ought to hate a unisex perfume. Perhaps, in a world of olfactory fakery, this is one tip for the wise. If your partner has a strange knack of being able to pick out all the right perfumes, this may not be a good sign at all. And that, of course, means that the best you can hope for this Christmas is that he has bought you a perfume that you absolutely hate.

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一則引用自《Journal of Consumer Research》學術期刊的科學報導,它指出「女性比男性心地還要好」。
聽起來是老生常談,沒什麼好大驚小怪的,不過這篇科學研究隱含了一個蠻有趣的旁結論。

科學家做的實驗很簡單,他們找來一群男性和一群女性,在實驗的一開始,所有的實驗者就先寫一份測驗,測試一下此人的「心地」是如何,科學家就知道,這些實驗者之中,哪些人比較願施捨,哪些人比較自私一些。然後,每位男性與女性都收到五張一元美鈔當贈品,要他們憑自己喜好,將這五張鈔票運用在三個地方:一、留給自己。二、送給Katrina颶風的可憐的災戶。三、捐給南亞海嘯的可憐的災戶。Katrina颶風災戶和南亞海嘯的災戶都很可憐,唯一不同是Katrina颶風就發生在美國,美國人比較會覺得「那是他們自己人的災害」。

結果,科學家統計大家如何捐這五元的決定,馬上就發現,男與女有非常大的差異──在一開始的測驗中被歸類為比較好心腸的男性,他們選擇了將他們僅有的五元,全部捐給美國本土國內的Katrina颶風的可憐災戶,而那些心腸比較普通、比較自私的男性呢,則竟然就直接就把錢放進口袋,選擇了「給自己」。竟然沒有任何男性,願意捐給遠方的南亞海嘯!而女性的部份,則很少選擇了「給自己」,她們都會捐出來。有趣的是,那些在一開始的測驗中被歸類為比較好心腸的女性,不約而同都做了有趣的決定──她們將錢分成兩等份,一份給Katrina,一份給南亞海嘯。同樣有趣的是,那些被認為是比較自私的女性,竟然也掏錢出來,不過她們也只捐給了Katrina災民(而沒有給南亞)。

科學家這份研究的結論重點是在男的與女的大不同,但,這份研究令人特別吃驚的,竟是另一則無意透露的訊息──你可以從結果很明顯的看出,無論是男是女,他們的選擇不是只有「給」與「不給」!原來,人們在「給」與「不給」中間,還有一層:「我給,但我只給『和我一樣』的人。」這一層「緩衝區」被科學家給意外的證明了出來,這區的決定關鍵點是,你和這個人的「關係」有多少,科學家在這場實驗中將之暫稱為「IN群」(ingroup),它的相反則是「OUT群」(outgroup)。所謂「IN群」就是和我同一族類,所謂「OUT群」就是「非我族類」,這所謂的「族類」不見得真的是種族,還可能是長相、外觀、社會群組(social groups)等等。這個發現,讓我們想討論另一個有趣的現象。我們以前就觀察到,人有一個傾象:愈得不到的東西,愈想去得到;得到它的方式之一,就是把自己硬塞在裡頭。以前在國外,無論是否在當地出身或語言講得怎樣,我就發現,在美國的亞洲人其實有兩種:一種,是比較傾向與自己人在一起,一種則是比較傾向與非自己人在一起。這點非常明顯,尤其是在大型聚會中,你會發現大家換名片、握手,有一群人就是永遠不會到你這邊,和你說話可能幾句就沒了;有一群人卻聚在一起,湊近一看,全是亞洲人。這兩種人中間有一條巧妙的隱型的河流作為分界,不是左就是右,很少人在中間。當然這樣的選擇是大家自己的決定,不見得和天性有關。不過,人性的確如此,我們會看到,有一種人是會去找「非我族類」的人來交朋友──她可能希望有天富有,所以想辦法結交的盡是貴婦名媛。她可能看不慣自己這麼胖,希望有天能美美的瘦瘦的,所以她的朋友只有一兩個,個個都是長腿細腰的模特兒。甚至,他可能希望有一天能快快長大,所以結交的都是比自己年紀還大五、六歲的學長學姐……。

科學家的證明是,撇開交情最好的第一圈朋友之外,交情比較普通的「第二圈」朋友,或乃至交情更普通的「第三圈」、「第四圈」,可能都會被「IN群」與「OUT群」所影響。所以,如果我們總是不自覺的去追求我們達不到的事,而鄙視我們所來自的地方,那到一天我們會變成「人脈阿達」,就是人脈達人的極端反面!因此,如果想對人脈圈作長久的投資,比較聰明的方法,似乎是想辦法讓自己的「IN群」再更大一點,將自己與「OUT群」的時間盡量減少(除非必要狀況)。不知道自己的「IN群」有哪些?我們可以再分析一下自己,把自己的幾個明顯的特質,包括種族、外觀、職業、甚至來自的學校、背景…一一的列下,以後,就特別去這樣的地方,認識這樣的新朋友。至少,下次若有「校友會」的通知,請別說「那是過時的把戲」!或者下次鄰居說要聚會,也別說「不想和這些人混」!科學家已經告訴我們「IN群」的神妙,現在開始擴展我們的「IN群」,人生更容易「IN起來」。

(摘自 Mr.6)

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科學家發現人人「膽量」為何不同,成功關鍵在「膽機」

有一則中文新聞,在台灣屏東的飛行場發生了動力滑翔機墜毀意外,據新聞裡說,綜藝大哥大張菲和駕駛是朋友,才剛泡完茶就聽到朋友出意外。報導說,菲哥自己除了飛機外,也玩哈雷重型機車等其他的極限運動,菲哥甚至告訴記者,他最近迷上的「輕航機」其實比這次意外身故的機型更危險!

報導最吸引我的一句話是,菲哥表示,他自己玩輕航機,已經發生過「多次」緊急迫降,然而菲哥並不為所動,仍然很愛玩;最特別的是,他解釋他們同好其實都有將「意外的機率算在內」、「心裡其實都有準備」,是抱著這樣「死也無憾」的心情去玩飛機的。

看了以後,覺得很驚!

我們一直以為,熱愛冒險者,或許應是出自於「對於自己的信心」,他們認為,開快車出車禍的應該是技術不好者,絕不是他自己,他自己絕對不會出車禍!就有如一些大開大合的創業家,他們斗敢投下這麼多資金,大概是因為他們認為這個東西真的很棒,沒有一私懷疑它可能會崩盤,所以毫不猶疑的全數傾入!但菲哥對記者這一席話,讓我們得以一探冒險家的個性,原來,冒險家自己也將「死」都計算進去了,計算進去後,居然,還是想去「碰撞」這個機率!

為何要這樣?

這份有趣的訪談,就和前不久剛好看到一篇文章呼應。該文章引用最近刊在《Journal of Neuroscience》的一篇科學報導(另外的報導請見這篇、這篇、這篇),他們研究「冒險家」的心理狀況,所發現的驚人結論再看這篇屏東報導則會心一笑。

原來,人們為何膽量不同?竟然只是因為大腦構造的不同。

這個科學團隊是以從前白鼠實驗為底,精準的找來34位健康的人作實驗,其中有18個男性與16位女性,平均年齡24歲。科學家先給他們一份問卷,這份問卷相當細節的考這些實驗者,包含創意的力道,作決定的果斷力,以及花錢的意願,還有會不會守法律……等等。目的是要準確的測出這些人哪些是冒險家,哪些不是?

然後,科學家將這些實驗者帶到實驗室,使用一種叫「positron emission tomography」的技術,查看他們腦中的「Dopamin抑止器」的數量,所謂的「Dopamine」(多巴胺)是腦中一種化學素,決定人們如何感應到身邊的一些事情的回饋(rewards),如果多巴胺抑止器的數量愈少,就表示人腦中的多巴胺已經過多,過多的多巴胺,將造成其他的事情無法讓腦子感到興奮。

先前的問卷已發現這34個人中,有的很愛冒險,有的非常保守,科學家進一步的發現,那些愛冒險的,他們腦中的多巴胺抑止器竟然特別的少,也就是說,他們平常不容易從一些人類基本的感知去得到滿足,吃飽一頓大餐,並不會覺得特別「爽」,得到一面獎牌,也沒有覺得特別「爽」;開快車,亦不覺得特別「爽」。所以,他們繼續追求冒險的原因,並不是因為他們認為那個不危險,而是他們從平常的事物「得不夠刺激」,以致於必須追求更大的刺激,來激發更高劑量的多巴胺注入腦內。

換句話說,真正的大開大閤的冒險者,他們最多的不見得是「信心」,也不見得是「想得到更大的」,他們可能只想得到和別人同等程度的「刺激感」!

就這樣而已!

這件事,給我們一個很有趣的理解:我們一直在找創業家的人格特質,解開了一個謎團──

我們可以發現成功的人士似乎都不外乎兩種特質:「冒險型」、「精算型」。

「冒險型」的創業家,話說當年,敢開玩笑的說他當年只因為「不小心」、「太胡塗」就開始,再比對一下他成功之後的狀況,現在他好像也買了一艘遊艇,並且已經離開他曾成功的產業,跑去投資更大的「能源產業」,你會發現這個創業家到現在都還在冒險,甚至連老婆都有好幾個(這也算愛冒險的因子)。雖然他一路很有可能跌跌撞撞,跌了不少跤,但他實在太想撞、太敢撞,所以風一吹向他,他就馬上飛到最高的地方,從此不會再落下來。另外,還有一種叫「精算型」創業家,則是完全相反的特質,我們發現,他們通常都說他們成功之前,分析一件事情分析了老半年,才敢出來做這個產品,如果沒有馬上成功,十年下來,他可以講出他是怎麼繼續去研究這個產業,以致於最後終於成功。我們甚至發現,這兩種特質有時出現在一個團隊的兩個頭頭上,或取有時出現在同一個人身上。

「冒險型」和「精算型」似乎是兩種極端,但這兩種人似乎都有很多成功者,Why?

從這篇科學研究,我們或可推敲,關鍵可能在「膽機」。

膽機,就是「放膽量去做的時機」。

重點在:時機。

「冒險型」的創業家,成功在「偶爾適時的抑制膽機」,對他們來說,冒險不是問題,撩落去不是問題,不過,他和其他同個性的冒險家不同,他肯定還是有某種程度的「管束」,至少,在緊要的關頭,他控制了他的「膽機」,沒有在四處遊走時自毀前程。就算有的事業、愛情皆得意,四處都有「老婆」,依然沒有失去控制,所以,他成了一個成功的大事業家,而不是敗壞在賭場的酒鬼,或是關進大牢的混混。

而「精算型」創業家,成功在「偶爾適時放出膽機」,他平時非常的謹慎,謹慎到了龜毛的程度,觀前顧後,根本無法幹什麼大事,但,他只要突然哪天一個「click」剛好「猛」下去了,他就可以啟動整個引擎,就開始跑了,他或許click的次數沒有他人多,但他只要在「膽機」的時候放膽下去做了,他就是成功了,於是,他也成了一個成功的大事業家,而不只是一個終身打零工的自怨自艾人,也不只是一位永遠只敢說不敢做的上班族!

這句話也讓我們自己更了解自己該注意的方向,也許也當哪天有朋友跑來說「我想離職」去創業可以幫他注意一下,先觀察他(我)平常的動作,猜到他(我)是屬於「冒險型」,還是「精算型」,就知道他應該怎麼運用「膽機」。後者要適時控制,前者要適時放出,一張成功相貌便儼然成形。

(摘自Mr.6)

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創作者(員工)與管理者(老闆)的時間表的「相衝」,現代企業的潛在地雷?

有一篇文章是今年七月間在《非凡新聞周刊》專欄的,後來有些網路人並沒有看到我那篇文章,而是直接讀到文章中引用的Paul Graham的「Maker’s Schedule, Manager’s Schedule」,他們覺得很有道理,和我討論這篇文章的內容,每一次的討論都精彩萬分,可見這真的是一篇好文章!

今天,我們就來看看Paul Graham到底是在講什麼,還有它又給我們怎樣的新省思,與新機會(有興趣者請購買這期《非凡新聞周刊》看其他新文章)──

矽谷的創意能量近半年有消沉的趨勢,這段期間亦出現了大量的「心得文章」,研究一間創意公司要怎麼管理創意、統御創意?

其中一篇我很喜歡的,是由知名網路科技人Paul Graham所寫的分析,他在講,一間公司之所以沒辦法統御創意、管理創意,其最重要的原因是在於──「開會時間」不對!

此文章一出,許多創意工作者立即表示認同,它簡直…講出了許多創意工作者的心聲!

這篇文章的重點是──

倘若,我們將一支製作網站的「創意團隊」拆成兩種人,一種是「創作者」(也就是工程師、設計師…等),另一種是「管理者」(包括總經理、總監、產品經理…等),Paul Graham表示,「創作者的時間表」(maker’s schedule)與「管理者的時間表」(manager’s schedule)簡直是「天差地遠」,一定要小心處理!

你是哪一種人呢?你的時間是否是這樣處理的呢?請看看──

「管理者的時間表」,就像傳統的記事本的設計,它以「一小時」為基本刻度單位,這些總經理、副總經理、產品經理,每小時都有不同的會要開、有不同的人要見,Paul Graham說,這是一個很適合「下命令」的時間表,可以隨時安排、隨時下指令,將時間拆開再重組回來。他們真的很習慣於這樣的時間安排方式!

不過,「創作者的時間表」就不同了,尤其是對於創意工作者來說。Paul Graham認為,創作者的時間表,每一個「時間格」至少需要半天這麼長,因為,每一個創意工作者的腦子都不是隨時在等候(standby)的狀態,不像管理者,只要知道下一場要去哪裡活動就可以了。

因此,這樣看來,一個管理者想讓他旗下的創作者生氣、發瘋、錯亂、抱怨其實「超簡單」,只要管理者想辦法用它的「時間表」,來命令創作者,叫他們開會、叫他們做東做西,那,啊哈,創作者一天的時間被切成幾段,心情也被切得柔腸寸斷,專注力更是碎碎平安,他們的一天……真的就完蛋了。雖然還剩下幾段破碎的時間,但,這種時間是組不出什麼好成品的!這時候,如果老闆又咄咄相逼,那這位創作者很快就會「不再努力幹」,在那邊耍呆,準備被fire掉;如果再咄咄一點點,這位創作者會馬上又埋頭到電腦裡,寫的不是工作,而是「辭呈」,幾小時候寄到老闆的信箱裡!

然後,這篇文章中,在此時「語氣一轉」,換句話說,老闆不要相逼,那員工也要自動自發才行。員工要可以「放手去做」,似乎也要「找對員工」、並充份授權才行,於是我引用美國另一位部落客Eric Ries在那個月發表的另一篇詳細的文章,探討他自己經營一間網路公司的「面試秘方」──他認為,所謂面試的目的,是為了要問候選人一連串的問題,而這些問題主要是要篩選出「思路正確」的候選人,而不是「答案正確」的候選人!換句話說,對方最後的答案是什麼,其實不重要,重要的是他是怎麼去得到這個答案的?因此,如果看到對方簡短的回答了,一定要追著他問到底是怎麼得到這答案;如果對方寫不出來答不出來,也一定不要放棄他,而是問問他目前「想到哪裡」,接下來又是怎麼想呢?這是因為,一間創意公司所面臨的挑戰,絕非「已經知道的答案」。找一個原本就「已知」答案的,並不表示他面對「未知」可以勝任。

這位網路人說,後來,他在面試的時候,改考面試者一些「很難的問題」,故意就是要讓面試者當場答不出來。這時候,他再小心觀察到底眼前這位面試者嘴巴雖說「不知道、不知道」、表情面露慌張,卻努力的在找尋答案嗎?這種人,是他的第一首選。另外一種則是當你給他暗示,他還可以跟著這些暗示,慢慢的找出答案來,這種面試者也是勉強可以錄取的。但,有些面試者表態放棄、留一大塊空白,等著聽下一題……這類的面試者,正是一般的創意團隊所應該極力避免的「地雷股」!

在寫以上這篇文章的時候,是抱著學習的心情去看的,並不知道答案是什麼,也還在摸索、學習中。做創意的團隊,最棒的狀況是全部就是一群朋友出來做,或是學長學弟,這樣的團隊簡直堅不可破、什麼都做得出來。但是這樣不可能,而且團隊要到五十人以上時,任你怎麼拉朋友請學弟妹都不夠了,一定要有外部人員進入,一定會產生階層關係,一定會有老闆,一定會有部屬;一定會有「創作者」,一定也會有「管理者」,兩方都希望好好幹,於是,又會出現創作者與管理者的時間表「相衝」的狀況!所以,「管理」不只是有趣而已,它真的是一門很有力量的學問,誰能在這方面特別拿手,就是能讓一群搞創意的人,集中火力變成更大的創意,你看,許多驚人點子都是由兩、三個人想出來並做出來,那如果某某人可以一口氣管200個這樣的人,並維持原本的創作水平,那會是多大的力量?現在,什麼都「微型」,寫作也微型,創業也微型,創投也微型,然後連開發標的(從網站變成APP)也跟著微型起來,要怎麼讓100個人就像3個人一樣如虎似龍呢?

想不出來的話,那,就先從3個志同道合的夥伴們開始吧。

(摘自 Mr.6)



Maker's Schedule, Manager's Schedule

One reason programmers dislike meetings so much is that they're on a different type of schedule from other people. Meetings cost them more.

There are two types of schedule, which I'll call the manager's schedule and the maker's schedule. The manager's schedule is for bosses. It's embodied in the traditional appointment book, with each day cut into one hour intervals. You can block off several hours for a single task if you need to, but by default you change what you're doing every hour.

When you use time that way, it's merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you're done.

Most powerful people are on the manager's schedule. It's the schedule of command. But there's another way of using time that's common among people who make things, like programmers and writers. They generally prefer to use time in units of half a day at least. You can't write or program well in units of an hour. That's barely enough time to get started.

When you're operating on the maker's schedule, meetings are a disaster. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in. Plus you have to remember to go to the meeting. That's no problem for someone on the manager's schedule. There's always something coming on the next hour; the only question is what. But when someone on the maker's schedule has a meeting, they have to think about it.

For someone on the maker's schedule, having a meeting is like throwing an exception. It doesn't merely cause you to switch from one task to another; it changes the mode in which you work.

I find one meeting can sometimes affect a whole day. A meeting commonly blows at least half a day, by breaking up a morning or afternoon. But in addition there's sometimes a cascading effect. If I know the afternoon is going to be broken up, I'm slightly less likely to start something ambitious in the morning. I know this may sound oversensitive, but if you're a maker, think of your own case. Don't your spirits rise at the thought of having an entire day free to work, with no appointments at all? Well, that means your spirits are correspondingly depressed when you don't. And ambitious projects are by definition close to the limits of your capacity. A small decrease in morale is enough to kill them off.

Each type of schedule works fine by itself. Problems arise when they meet. Since most powerful people operate on the manager's schedule, they're in a position to make everyone resonate at their frequency if they want to. But the smarter ones restrain themselves, if they know that some of the people working for them need long chunks of time to work in.

Our case is an unusual one. Nearly all investors, including all VCs I know, operate on the manager's schedule. But Y Combinator runs on the maker's schedule. Rtm and Trevor and I do because we always have, and Jessica does too, mostly, because she's gotten into sync with us.

I wouldn't be surprised if there start to be more companies like us. I suspect founders may increasingly be able to resist, or at least postpone, turning into managers, just as a few decades ago they started to be able to resist switching from jeans to suits.

How do we manage to advise so many startups on the maker's schedule? By using the classic device for simulating the manager's schedule within the maker's: office hours. Several times a week I set aside a chunk of time to meet founders we've funded. These chunks of time are at the end of my working day, and I wrote a signup program that ensures all the appointments within a given set of office hours are clustered at the end. Because they come at the end of my day these meetings are never an interruption. (Unless their working day ends at the same time as mine, the meeting presumably interrupts theirs, but since they made the appointment it must be worth it to them.) During busy periods, office hours sometimes get long enough that they compress the day, but they never interrupt it.

When we were working on our own startup, back in the 90s, I evolved another trick for partitioning the day. I used to program from dinner till about 3 am every day, because at night no one could interrupt me. Then I'd sleep till about 11 am, and come in and work until dinner on what I called "business stuff." I never thought of it in these terms, but in effect I had two workdays each day, one on the manager's schedule and one on the maker's.

When you're operating on the manager's schedule you can do something you'd never want to do on the maker's: you can have speculative meetings. You can meet someone just to get to know one another. If you have an empty slot in your schedule, why not? Maybe it will turn out you can help one another in some way.

Business people in Silicon Valley (and the whole world, for that matter) have speculative meetings all the time. They're effectively free if you're on the manager's schedule. They're so common that there's distinctive language for proposing them: saying that you want to "grab coffee," for example.

Speculative meetings are terribly costly if you're on the maker's schedule, though. Which puts us in something of a bind. Everyone assumes that, like other investors, we run on the manager's schedule. So they introduce us to someone they think we ought to meet, or send us an email proposing we grab coffee. At this point we have two options, neither of them good: we can meet with them, and lose half a day's work; or we can try to avoid meeting them, and probably offend them.

Till recently we weren't clear in our own minds about the source of the problem. We just took it for granted that we had to either blow our schedules or offend people. But now that I've realized what's going on, perhaps there's a third option: to write something explaining the two types of schedule. Maybe eventually, if the conflict between the manager's schedule and the maker's schedule starts to be more widely understood, it will become less of a problem.

Those of us on the maker's schedule are willing to compromise. We know we have to have some number of meetings. All we ask from those on the manager's schedule is that they understand the cost.

Interviewing? Look for quick thinking, not 'right answers'

Coming up with a business concept is only half the battle. To make your idea come to fruition, you’re going to need a good software engineer. Unfortunately, finding one isn’t an easy process.
Yesterday, we discussed the six key attributes you should be looking for as you talk with prospective candidates, but getting a read on these in a single discussion isn’t always possible. To ensure you get a holistic view, though, it’s critical to structure your interview correctly.

When I speak with candidates, especially developers, I prefer to have the discussion revolve around an in-depth programming and problem-solving exercise – preferably one that requires the use of a white board. You can use a new question each time, but I prefer to stick with a small number of questions that I have learned well over the years. Over time, it becomes easier to calibrate a good answer if you’ve seen many people attempt it.

I’m not interviewing for the right answer to the questions I ask. Instead, I want to see how the candidate thinks on their feet, and whether they can engage in collaborative problem solving. So I always frame interview questions as if we were solving a real-life problem, even if the rules are a little far-fetched. I’ll then act as their “product manager” who can ask questions of imaginary customers to learn what they think. (I also act as their combined compiler, interactive debugger, and QA tester.)

From this, I can quickly learn a lot from how interested a candidate is in why they are being asked to solve a particular problem. How do they know when they’re done? What kind of solution is good enough? Do they get regular feedback as they go, or do they prefer to think, think, think and then dazzle with the big reveal?

My experience is that candidates who “know” the right answer do substantially worse than candidates who know nothing of the field. That’s because they spend time trying to remember the “correct” solution, instead of working on the problem together.
When they become employees, such candidates have a tendency to tell others that they know the answer when they only suspect that they do. In a real-world situation, they tend to wind up without credibility or are forced to resort to bullying. Either way, they are probably not a good fit for a startup.

A good question, no matter the field, had two key attributes: it has sufficient depth that affords a lot of follow-ups, but also has a first iteration that’s very simple. An amazing number of candidates cannot follow the instruction to ‘do the simplest thing that could possibly work‘ – which is a key tenet of agile development.

Some questions have a natural escalation path and others require some more creativity. In order to get a good read on a candidate, it’s important to be flexible, so you can keep the interview focused on areas where they have to think on their feet, and admit what they don’t know.

The real test for candidates is in the follow-ups. As you probe into their knowledge, can you find gaps or inconsistencies? The goal is to drive the interview to a point where the candidate is contemplating something new.

Eventually, either the candidate will admit they don’t know or will wind up teaching you something new. Either way, they’ve revealed important information. By keeping the questions flexible and constantly probing deeper into what they mean, or why they said a particular thing, you can keep the interview in the all-important zone of ‘not-knowing’ the answer to your question..

There are three degrees of ‘not-knowing’ – and you want to spend as much time as possible in two of those.

1) Doesn’t know, but can figure it out. When you start to probe the edges of someone’s real skills, they will start to say “I don’t know” and then proceed to reason out the answer, if you give them time.

2) Doesn’t know, but can deduce it given the key principles. If you fill a candidate in on the basic rules of a problem, can they utilize those to solve the problem? This has real world implications. It’s quite likely that at some point, someone else will want to teach them something new, but won’t have time to explain all of the details. Can the candidate listen to what’s being said and then put that new knowledge to work?

3) Doesn’t understand the question. Most questions require a surprising amount of context to answer. It doesn’t do you any good to beat someone up by forcing him or her through terrain that’s too far afield from their actual area of expertise. You might decide that this knowledge is critical for the job you’re hiring for, and that’s fine. But it’s disrespectful and inefficient to waste the candidate’s time. Move on.

You want to keep as much of the interview split between the first and second of these degrees as possible. Keep your questions focused on the boundaries of what they know. That’s the only way to probe for agility and brains – and the best way to probe for communication.

In the real world, the vast majority of time (especially in startups) is spent encountering novel situations without a clear answer. What matters is how good a candidate’s thinking is at times like those, and how well they can communicate it.

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你今天Flow了嗎?

最近年假剛結束,兩天都在facebook上面問「上班快樂、還是放假快樂」,結果我發現,遠比我們想像中還多回答:「上班快樂!」所以再把最近這則文章再拿出來分享一下,它是從心理學的角度來分析,為何大家都會覺得工作的時候竟然比放鬆休息的時候還快樂? 這篇文章引用了一則實驗,一位名字超長的心理學家「Csíkszentmihályi」,曾在BB叩的時代做過以下這個實驗:請實驗者隨身配帶BB call機,上班也帶,下班也帶,然後不定時call他,叫他回覆現在是快樂還是不快樂。結果他的實驗團隊發現,這樣平均下來,大家竟然是在工作的時候比較快樂,而休閒的時候比較不快樂!

雖然我們開玩笑的說,放假的時候突然被嗶嗶叫的BB Call吵住,必須回信,當然都會填「不快樂」啊!不過想必該實驗的設計不會這麼笨,實驗者會將心情與當下心情分開處理來回答,但最有趣的來了,這位叫不出名字的科學家,最後使用了一個概念來解釋,上班為何比較快樂?這個概念,就叫做「Flow」。因為簡化,所以清楚,我覺得「Flow」教我們太多的事情。什麼叫做「Flow」?這個字有個中文學名叫「心流」,但不太喜歡此學名,缺乏原本的感覺,所以還是用原本的「Flow」字。「Flow」形容人類一種心境。它不是在我們談戀愛的時候出現,也不是在我們吃大餐的時候出現;更不是在我們收到禮物出現,也不在我們中樂透的時候出現。「Flow」這個心境,是出現在「努力往一個目標邁進而感覺到自己可以做到它」,就如同它的名字「Flow」,發生在當你處理一個挑戰,卻技壓群雄,這時候你的心情就如流水,這麼順暢的「正在達成中」。不過,注意,雖然正在達成中,但是「還沒達到」。就在這麼一個「達成中卻還沒達到」的時間點,人類就進入了一種、非常極致的享受狀態!這狀態將我們心中所有竅門全部輕輕的打開,不致於太過於刺激或暴力,卻讓我們好幾百顆小星星在腦門裡無限舒暢!

不過,文章說,「Flow」的這件事,必須要有2個元件--

首先必須要有一個「挑戰」,然後讓你去用「實力」來克服它,這兩者,缺一不可。一個人要達到「Flow」這種快樂境地,必須有足夠的技術,去克服一個挑戰。心理學家發現,當一個人努力最大而挑戰也最大的時候,「Flow」的快樂程度也愈高!我昨天看到技師在修電腦電話線,看到他很專注又很努力的模樣,他大概就是做到了「Flow」;連電視上的海綿寶寶每天快樂的到蟹堡王去工作,他大概也是做到了「Flow」;曾經看過哪份文獻寫到上班快樂的最大之道就是申請一個符合自己位階之下的工作而不是之上,現在回想起來應該也是因為要做到「Flow」。瞭解了「Flow」,甚至去體會了它,然後想辦法每天都在「flow」的狀態中,我們就會知道為什麼工作有可能會比放假還快樂?這是因為,大部份的人的「放假」定義,之所以叫放假,就是丟掉目標或挑戰,每天睡到自然醒,前幾天真的很爽,但後幾天就不好玩了!所以,大部份的人都只有在上班的時候才有機會達到「Flow」的境界,而他們卻渾然不覺。 不過,有些人真的認為放假比上班還有趣,很有可能也是因為,他們的假期不是從早睡到晚,而是他們有固定參加社區棒球隊、單車隊等等,他們在放假的時候依然有目標和挑戰,然後有一個「努力」的過程去達成它,使力之後就可以完成這個目標和挑戰,所以放假的時候很快樂,比上班還要快樂。更有趣的是,透過「Flow」的概念,我們更知道了,為什麼上班會不快樂?很有可能是因為,「Flow」的兩個要素,我們偏偏就是「少了一樣」!怎麼說呢?

大部份的人覺得上班很不快樂,都不是因為「太輕鬆」,而是因為太操、太煩、太不合興趣…這些理由其實都是在暗示你,這份工作,你並不是「使力」就可以「完成」,大部份的人缺少的是這點,所以雖然有目標或挑戰(老闆今天丟個東西出來,做做做!這是目標!),但是由於這件事,並不是使力、努力、奮力就可以達到並如自己計算中的完成期望,因此「Flow」就做不出來了。你會說,瞭解這個事實,並無法幫助我們進入「Flow」狀態,畢竟這不是我們可以控制的!老闆要什麼不是我可以控制的!但有趣的是,我們其實可以控制「Flow」的另一個要素,也就是用自己的方式直接修理那個「目標與挑戰」。雖然老闆指派的是這件事,但你將它修改成其他比較符合自己想要的事,用這樣的方法來達成「Flow」!

另外,很多人覺得上班不快樂可能也是因為,「這不是我想要的東西」,而之所以還在這邊,有可能外面的東西也不確定是真正想要的,那這要怎麼辦?其實,這個問題存在於大部份的公司,因為大部份的公司所給的「目標」,都是公司要多少業績……再怎麼縮小到部門,依然不夠「個人化」,以致於個人在努力的時候,雖然努力八小時,但自己並沒有辦法親眼看到「目標的達成」,照樣是沒辦法建立「Flow」,因此,「Flow管理學」的第一課,就是幫助每一個個人「設立個人目標」!很妙吧?而且,最後「Flow」還教我們一件事──
倘若我們將完成一件事的過程分為「頭、中、末、完成、完成後」五段,那我們可以猜想,「Flow」最強的時間點,應該是在「中」和「末」,那種愉悅感會愈來愈加強、愈來愈加強,直到完成後,這教了我們什麼呢?每次我們開始做一件事,百般不願,一定要快點讓它進入「中」、「末」,好讓「Flow」趕快產生!這樣一來,就可以愈做愈high,在這個最不可思議的時間點(應該是最忙的時間點)竟然達到了不可思議的high程度,這也是很多人做事高效率的秘密。所以,你今天「Flow」了嗎?

(摘自Mr.6)

Why Most People are Happier Working than in Their Free Time

Are you happier when you’re working, or when you have time off?

Easy answer right? We work in order to have free time. Everything from basic economics to our deepest intuitions tells us that we must be happiest during our free time.
Turns out we were wrong. Flow, Flipped Intuitions and A Scientist’s Name You Can’t Pronounce Mihály Csíkszentmihályi did careful research that discovered that some of our deepest intuitions about work, play and what makes us happy were completely backwards.
He discovered that most people were, in fact, happier at work than at rest. More, he found that people tended to think they were happier in their free time, and would choose to have more free time than work, even though it made them unhappier. How did Csíkszentmihályi find this? He did it by having study participants keep pagers (then a new technology) that would go off at random intervals of the day. During those intervals, study participants would not only record what they were doing, but also their emotional state in the current moment.

By adding up this data, he reached the surprising conclusion: people were happier at work, even though they didn’t realize it. Why You’re Happier at Work ?Csíkszentmihályi’s answer to this question was based on the concept of flow. In his research, this is the optimal state of human experience. It is attained when working towards a challenge that perfectly meets our skill level, engaging every mental faculty without overwhelming us. This state of flow, because it requires both challenge and the application of skill, is more commonly attained at work than during relaxation. As a result, people report higher levels of well-being at work. Why Free Time Makes Most People Unhappy. Our drives don’t match up perfectly with our reality. We are motivated to relax, but relaxing itself doesn’t create the experience of flow. As a result, we strive to find more free time, even though we tend to use it on passive activities that never allow us to enter flow.

The Solution Isn’t to Become a Workaholic. I don’t believe the solution is simply to work more. Although that may fit within Csíkszentmihályi’s research, I do believe there is a good reason why people avoid work even though they are happier when working. I believe that reason is commitments. Commitments are often necessary to be accomplished and productive. Without some pressure, either external or internal, it’s likely I never would have built this business, stayed in shape or attended classes. However, commitments have a psychic toll on us. If you followed the findings I presented above, and turned yourself into a workaholic, you may feel flow more often. Or you may end up a burned-out wreck, one step closer to an asylum.

I’ve experienced this road personally. As I wrote in this article, I made the mistake of confusing the flow-induced happiness of work with adding extra commitments. I survived, but I ended up becoming less accomplished, more stressed and considerably less happy. Commit to Less, Engage in Mastery More, But Csíkszentmihályi’s research never suggested adding more commitments. His findings simply indicated that people tend to be happier at work because that environment was more conducive to flow. The solution, I will argue, has nothing to do with working more. Instead, it has to do with designing your free time so that you have more opportunities for flow. Noncommittal Mastery. Noncommittal mastery is the process of engaging in intense learning and skill-building environments. Ones where the challenge of the activity and your skill are always in equilibrium. However, you engage in those elements without any outside pressure and little internal pressure. I’ve been using this approach for some time now, and recently I’ve been trying to apply it more deliberately. I recently wrote here about how the noncommittal path to mastery is how I’m pursuing bodyweight fitness. I’ve also been using it to improve my cooking, bicycling, graphic design, computer programming and reading.

In my experience, I’ve found noncommittal mastery tends to achieve less and more slowly than intense commitments. That is, my business projects tend to progress faster and more consistently than my bodyweight fitness training, because I have added pressure. But, when you’re designing your free time, accomplishment isn’t the point–flow is. And if, by pursuing noncommittal mastery, I get to have more interesting flow experiences without adding new stress, I’ve succeeded.How to Create Mastery as a Side Dish. Another way to explain noncommittal mastery is mastery as a side dish. Instead of the main course (your biggest focus in life) it is an addition that can be equally enjoyable without becoming an obligation.

I’ve experimented with two ways to incorporate side-mastery into my life. One, which I’ve found usually fails. And a second which works much better.The mistaken way to add mastery into your life is to create more pressure to do it. When you tell yourself you “should” start cooking more elaborate meals, learn to write fiction or read difficult books. Unfortunately the “should” method tends to turn the otherwise fun activity into a mild commitment. Instead of being free time it starts to feel a bit like work. The psychic toll of pursuing the activity goes up and your desire to pursue it freely goes down. This is not the way. A better, but less obvious, way to integrate more side dishes of mastery into your life is to reduce the barriers to play. Instead of creating pressure, you reduce all the obstacles that make you less likely to pursue noncommittal mastery and more likely to waste time in passive activities that leave you less happy.

Removing the Obstacles to Enjoyment One way you can remove obstacles is to integrate the mastery-seeking activity into your current routine.Bodyweight training was an easy integration for me because I’d already established the habit of going to the gym several times per week. Cooking became easier to pursue once I got the right tools and ingredients. I’ve written before that biking is facilitated by my current city.

Another way you can remove obstacles is to get past the frustration barrier. By taking an introductory course in yoga, dance or French cuisine, you can get to the part where applying the skill is actually fun.Or simply make the mastery-seeking activity more available. One way I’ve been able to read more books per year? Always have books to read on my desk. Always having one or two good books in the to-read pile ensures I always have the chance to practice.Why Following this Advice Means Rejecting Your Intuitions. My proposed solutions of noncommittal mastery and removing obstacles are just my experiences. You can discount them as anecdote if you disagree with me, just as you can discount most of my rants and opinions in this blog.

However, Csíkszentmihályi’s research isn’t opinion. It isn’t anecdote. It’s scientific research that has a more surprising conclusion than I would ever attempt to thrust upon you: that most people are less happy in their free time.To all the people that reject the concept of active leisure, and believe the happiest life is the passive, relaxed one, I ask you to question your intuitions. Because the research says otherwise. Perhaps, like I did, you’ll discover it isn’t the activity you want to avoid but the commitment. And you may find that the most enjoyable moments of life aren’t the easiest or least exerting, but those completely engaged in play





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最近哈佛大學為一份研究做總結發現,有些堅持認為自己是「成功」的人,竟然「導致」他們的耐力、意志力也比其他人高,撐得比較久,也因此容易讓他們「心想事成」、得到最後的成功。

這是一個很顛覆的想法,一般認為,這些成功人,本身是因為耐力、意志力、或某種性格或運氣比其他人要好,所以,他們就能完成很多事情,然後才能變成英雄,但這份研究直接顯示了一個「倒過來」的因果關係,這些人,其實是先「認為」自己應該變成英雄、認為自己應該變成雜誌上的億萬富翁還是那稱頌百年的政治家等等,才開始比別人還要更多的體力、耐力來完成其他的事情。他們「認為」英雄就應該是「這個樣子」,所以才變成這個樣子。

哈佛的研究者做了兩個實驗,第一個實驗裡,他們先給所有參與者一美元作為獎勵,要他們可以捐給公益,或是留給自己都可以。接下來,請這些實驗者開始「舉重」,請他們盡量舉久一點,看看能舉多久?結果驚訝的發現,選擇將一美元捐出去的那些人,竟然比沒捐款的,平均舉久了7秒鐘!第二個實驗更「辛苦」,這些實驗者必須「舉著」某重物,一邊寫字。他們被規定只能寫三種故事,一種是想像一位需要幫助的人、而自己在幫助他/她的故事,另一種則想像一個討厭的傢伙、而自己正在傷害他/她的故事,另一種則是隨便寫下自己努力完成其他事情的故事。實驗者寫的不一樣,科學家發現,寫前兩種故事的實驗者,可以舉得最久。換句話說,「心想事成」是真的會發生的。一個人只要認定了自己應該是某一種人,只要他真的「很相信」,他的表現就會愈好、他的耐心與專注力就會愈大。

這個實驗對個人的意義很大,但我也想討論,它對整個「人口」的意義。以台灣來說,最近「生育率」變成一個常被拿出來討論的主題,大家在問,為什麼會生育率這麼低?注意,人不一定要結婚,也不一定要有伴侶,自己一個人也可以過得很愉快。社會學家真正憂心的是,有些人明明都結婚了,卻不想「生小孩」,背後的原因是什麼?於是有人分析,結婚夫妻不想生是因為房價太貴、競爭激烈、還有是因為「2012」……很多理由「不想生」。但我認為,如果是因為太窮才不想生,那至今還有許多比這裡還窮的夫妻卻照樣生一大堆。我自己跑過溫哥華、舊金山、上海、台北的感受,生育率過低,只是一個表象──不只生育率過低,其他的一些我們可以觀察到的社會現象,背後的原因,或許可以大約規納於一個集體的問題──「猶豫」。大家不是生不起小孩,而是「猶豫」該不該生小孩?大家不是買不起房子,而是「猶豫」該不該買房子?不只這樣,大家還猶豫著為何要和長輩住、為何要搬到更大的城市工作、為何要自己賺錢,為何要賺錢?猶豫為何要吃飯,猶豫為何要做這些,甚至猶豫人生的意義……太多太多的「猶豫」,想不出令自己滿意的答案,所以,暫時放在那邊,等到明天再處理。

明天忙了,就等到後天再處理。

後天有事,就等到大後天再處理。

電影每周都有新的,KTV每周都有新的;公司每天都有工作要做,工作要處理的事太多了,所以明天、後天不夠,下個月再處理。啊,明年再處理好了!「猶豫」是沒有終點的,它是一個自己會不斷加速惡化的病。而且,它還是一個「傳染病」。一群猶豫的人,搭在一起,只會讓大家都更「猶豫」,大家出來吃飯,有人先說了一個案例,其他人就受到影響;接著有人又說了一個案例,其他人再次收到影響。每次聚會之後,產生了更多的「猶豫」,如大片烏雲積在這群人的腦裡,好幾天後都還不會散去。而且,這些「猶豫」原本只限在幾個群組,後來,大家跑到線上的「論壇」,就慢慢擴散出去了。同時,也因為電視上的談話節目的興盛,這些討論,直接被拉到了電視上,而電視為了「平衡報導」,總是正反兩面的案例都有,於是,永遠談不出結論,於是,這股「猶豫」的傳染病,擴散到所有電視播得到的地方。 為何要選這家幼稚園,大家會說,是因為某某某網站、某某某電視節目上面有人說,這間很好!為何要到這間民宿住,因為某某某說,這家很讚!為何吃這間餐廳,因為某某某說,這餐廳的某菜色做得特別好!幼兒園、餐廳、民宿可以用「問」的,選一間最好的,但,碰到「人生大事」,電視就刻意不給你一個答案,論壇也不會給你一個答案,大家都在丟案例,一大堆案例,為何要離開工作去打工留學?因為大家說,這個地方對我們很好,可是也有一種說法,這個地方其實沒這麼好……哇,好,讓我再「猶豫」一下好了。嗯,為何要申請這個證照?因為大家說,這個證照很有幫助…,不過,也有一種說法,有人考了這證照反而好久都找不到工作,嗯,好,讓我再「猶豫」一下好了!為何要買房子?為何要生小孩?公說公有理,婆說婆有理,讓我再「猶豫」一下好了。我們多久沒有「認為」自己應該怎樣?我們都收到太多的資訊,讓我們的「想法」全都給打消了,我們只剩下去「聽」、去「參考一下」,參考一下到最後,就是每個人已經被「平均」掉了,沒人想當那個唯一厲害的角色,大家都活在「平均」的族群裡,做其他人都在做的事。而大家最常做的,正是「猶豫」。處在一個「猶豫」的社會,真的非常危險,對年輕人也是非常不利的!

其實,要一個人「認為」自己會變成怎樣,不會有單一答案,它只是一個很模糊的目標,它只是告訴我們,生命還可以變更好,那種落差,和那種希望,是非常非常大的,大到,每早起床,不必說什麼,知道自己應該做什麼事,不會「猶豫」。不「猶豫」,第一件事,就是不要和擅於猶豫的人在一起,不要和那些一直在說話的人在一起。他們說話,因為他們猶豫;已經認定自己要做什麼的人,是不會說話的。我想到,一個很不快樂的人,因為已經得到了所有的東西,所以他反而不快樂。譬如,他會因為今天吃到一條不夠新鮮的魚,而感到很痛苦。他的廚房裡的人,卻為了能夠聞到那條新鮮的魚剛煮起來的氣味而覺得今日已經滿足。
生不生小孩不重要,重要的是,我們是否真的認為,我們可以變成那個很棒的人?如果我們想不出辦法,那麼,我們失去的是,一種叫作「作夢」的、與生俱來的本事

(摘自 Mr.6)


Doing good may increase endurance, willpower (By Carolyn Y. Johnson, Globe Staff)

Popeye gulped cans of spinach to get a physical boost, but new research suggests that doing a good deed might have the same effect.

A new study by a Harvard University scientist reports that people who help others or merely think about doing good (or evil) perform better on a test of physical endurance. That’s not because of their mood, the research suggests, but because of deep-rooted stereotypes about what heroes and villains are like.“When people perceive those that do good and evil, people perceive them to have a certain kind of mind – they perceive them to have a mind less sensitive to pain and more capable of exerting willpower,” said Kurt Gray, a psychology graduate student at Harvard and author of the study, to be published in the journal Social Psychological and Personality Science. “What happens if people themselves do good or evil? Does their perception of others apply to themselves?”

The study simplified the question by measuring whether doing a small moral deed had any impact on people’s physical abilities – holding a weight up, or squeezing a grip. Gray found that doing good or thinking about doing good (or evil) gave people a small, but measurable increase in endurance.That suggests that people who want to do something that seems to require immense willpower – whether it is stick to a diet or finish a complicated project – might be better able to do it if they take time to help others. Mahatma Gandhi and Mother Theresa seemed to be able to do good because of their amazing self-control and personal strength, but perhaps, Gray thinks, such abilities stem in part from the good they did, instead of the other way around.

In one experiment, Gray asked study participants to hold a weight up as long as they could. Then, he gave them a dollar bill. Some people were given the option to donate it to charity, and others were not. Then, they were asked to hold the weight up again. Those who had donated to charity had a small, but measurable difference in their physical ability, holding the weight for seven seconds longer than those who did not.

In a second experiment, people were asked to hold up a weight while writing stories about themselves helping or harming someone, or simply using all their physical strength to accomplish a task. People were able to hold the weight longest when the story was about doing harm to another or helping another.Gray said that it makes intuitive sense that thinking about something evil might have a big impact on a person’s willpower, since it requires them to overcome social disapproval and their own conscience. But, he added, “There are lots of other reasons to recommend good over evil other than increased willpower."

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成功不必靠運氣,努力在「不出錯」也可以

最近美國網路上有一篇名文,作者是一位網路人,也是業餘鋼琴家及業餘的棋士,應該是很聰明也很厲害的一個人,他跑出來教大家,怎樣才可以快速的「成功」。

注意,不只是成功,而是「快速」的成功!怎麼快速的成功?他說,成功的捷徑,就是「不要做白癡的事」(stop doing stupid shit)。
這是一個有趣的道理,他說,你可以做一些「對」的事,達到成功,但這些事就像中樂透,可遇不可求,別傻了!這時候,你還是想成功,而且想快速成功,怎麼辦?這時候,不應該是想辦法中樂透,而是「不要做白癡的事」。他舉了一個例子,當年他有一個很會下棋的大學同學,他請教這位同學,怎樣才能快速的進步他的棋藝?這位同學想了想,告訴他,在棋盤上面不要「露出弱點」,就贏了一大半!這傢伙恍然大悟,跑去買了幾本下棋的書,專心研究下棋的時候何時才是被「封殺」、「將軍」,然後記在心裡,以後不要讓自己做這些白癡的動作,造成可能被對手打敗的可能,一心求著在棋盤上活愈久愈好,他說,才過了一個月,再次和人下棋,竟然打敗了玩棋多年的老手。

他再舉例,當年他練琴八年後,換一個鋼琴老師,這個老師上任第一件事並非教他什麼特別的曲目,而是先將他的一些「壞習慣」改掉,他沒有細講是什麼壞習慣,但猜想可能是練琴的態度或是彈琴的姿勢等等,他回憶,接下來的兩年,他進步神速。他語氣一轉指出,事實上,鋼琴比賽比的其實是誰「不出錯」,不出錯的不見得是彈得最好,但有可能因為錯誤最少而贏了,所以這傢伙提出他自己的新的「80/20理論」,想要打敗80%的人,只要修改掉這件事最底部、最基本的20%,讓它看起來「不出錯」,就贏了。

我覺得這篇文章很有道理,給大家一個新的方向──
我自有一番詮釋,我認為,這是一種「藉別人之力來成功」的新的配置方法──的確,「做得好」不容易被看到,「做不好」誰都感受得出,所以,當你不要「做不好」,你就比較容易在你的競爭的環境中,脫穎而出;如果你有100分的「力氣」,你應該花90分在「不出錯」,然後,奇妙的事情就會發生:

因為你「不出錯」,你可能開始得到另一個「助力」──

鋼琴比賽,只要你暫時全心全意在「不出錯」,你可以得到評審的讚賞、得到獎牌,接下來你就得到更多的資源、更多的注意,你不再需要全力「成功」,因為這些資源與注意與貴人會推動你「成功」。下棋的時候,只要你暫時全心全意在「不出錯」上面,時間一久,對方可能自己會出現錯誤,他會拱手將明明可以到手的勝利「讓」給你,讓你看到,進而攻擊致勝。上班的時候,「不出錯」也很重要,有些人看起來很有想法、話很多,但他講了十句話只要偶有一句出錯,我們就會覺得這個人是否其實不太清楚狀況,他之前做得很不錯也都沒有用了、一筆勾消了,反而,當有些人看起來不怎麼會說話、好像不是很厲害,看起來卻「無懈可擊」,他花時間在讓自己看起來很棒,「想像空間」又大又美好,雖然他已經沒有任何表現,但就會有「上司」會想辦法幫助他,讓他可以表現,表現的努力就不必這麼多了,他可以藉別人給他的資源,來強化成功的機會。一個人的時間就這麼有限,天才再厲害,若能得到別人的幫助,成功會更快!所以,成功加速之道,可以將每一分努力都花在刀口上,花在「不要做白癡的事」,讓自己看起來「不出錯」,讓別人來幫助你成功,也算是一招啦!

(摘自Mr.6)

How to seem good at everything: Stop doing stupid shit
Back in college, one of my best friends was a prodigious chess player. He'd won a few regional championships and was pretty highly rated. Before I met him, I'd considered myself a competent player. Back in school I'd placed in a few high school tournaments, and in general played a better game than most of my friends. I'm a competitive guy, so I'd challenge him constantly only to get trounced. It was a lot like repeatedly banging my head into a wall. At some point, I caved and made the mistake of asking him what the quickest way for me to improve my chess skills was. What followed was some of the most insulting and profound advice I've ever received in my life. He pulled me aside and bluntly said "Josh, stop doing stupid shit."After that, I gave up chess for some time, as I was busy working on a piano performance degree while maintaining a healthy competition and performance schedule. Later, after renewing my interest in the game, I took his advice to heart. The impact it had was profound.

What constitutes "not doing stupid shit" at the chessboard? At the most basic level, it means not hanging pieces or falling for basic tactics. I spent about a month addressing these issues. I bought a couple of chess books and spent a couple hours a day drilling tactics that involved spotting pieces that could be captured "en prise" (about to be hanged) and basic tactics such as forks, pins and skewers. I should mention that at the end of the month I read up on a couple of openings. After a month had passed, I decided to start playing again. I was shocked by the drastic improvement in my playing. I was regularly wiping the floor with people rated between 1400-1550. In case you're wondering, that's about the rating of an average adult tournament player, most of whom have been playing for years.

The experience of improving so quickly and so much by "eliminating stupid shit" was profound. After some reflection, I found that it applied to so many other areas of my life. Playing the piano has always been a big part of my life. Growing up, I was always better than the average piano student. In high school and college, I won several competitions and even gave a few concerts in fairly large venues. Looking back though, the biggest moment in my musical career was the moment I "stopped doing stupid shit." At that point, I had been playing for about 8 years and had just switched to a new piano teacher. She spent about a month beating numerous idiotic habits out of me. After that, followed the most productive two years of my musical career. My skills grew explosively during this time. Even without the explosive growth in skill that eliminating stupidity usually comes with, it's surprising how far just not making dumb mistakes will get people. Looking back on some piano competitions, it seems like the vast majority of the time, winners were chosen simply because they didn't do anything that was stupid enough to be easily criticised. This seems to apply to software too. Not doing anything dumb will place you firmly above the average in terms of developer quality.Since I've received that bit of advice, it's been my firm goal to approach new skills with the mindset of "learning how to not do anything stupid." It's amazing how much this has revolutionised the way I learn.

Learning how to reflexively avoid stupidity is a key ingredient to attaining great heights with any skill. It's amazing how many hours you can piss away trying add new and interesting techniques to your repertoire before you've really mopped up the basics.As a parting shot, I'd like to make a reference to the Pareto Principle. It's been my experience that "Not doing stupid shit" will get you past the bottom 80% really fast

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人一獨特就得被自己大腦懲罰,部落格是矯正好辦法?

CNN在引述《Neuron》期刊一篇很有趣的科學研究(其他文章在這裡、這裡),他們第一次用腦部掃描,來發現了人類「群性」的可怕──

我們都以為,自己有獨特的觀點,自己有自己的意見?沒想到,其實我們根本不獨特。

不是我們不想,而是要怪大腦的設計,讓我們根本就「特別」不起來!

科學家找來一群女性測試者,讓她們看222張人臉,然後要求她們以1級~8級來評價這些人臉的美與醜。想當然每個人都有自己的看法,所以同一張臉,有的人評「2」成一張爛臉,有的人評「7」成一張美臉。接下來,科學家再告訴她們,她們評的比平均值還要高、還要低,或是一樣……然後,科學家一邊放鬆對方心情,一邊突然要求實驗者「可否再評一遍」,科學家竟然發現,在這樣突然的要求下,「大部份」的實驗者竟然都會改變她們的評價,往大眾靠攏!

這還不算什麼,科學家還一邊監看這些實驗者的腦波反應。科學家發現,有的人將一張大家認為是「2級」的爛臉評為「7級」的美臉,當科學家告訴這些人她們的選擇「與眾不同」,她們表面上若無其事,表情毫不在乎,但,她們的腦部竟然立刻出現了反應!首先,一個學名為「rostral cingulate zone 」(RCZ) 的地方會「亮」了起來,這個地區,科學家暱稱為「oops區」,它亮起來就表示大腦產生了一個「錯誤碼」(error),表示:「你錯了,你錯了!」「錯誤,錯誤,請修正,請修正!」

接下來,大腦中的另一個學名為「nucleus accumbens 」(NAc)的部位則「暗」了下去,這部位主掌著「回饋」(reward)的機制,它暗下,就表示當我們「知道」我們採取了一個與眾不同的意見,我們的大腦會給我們「懲罰」!可怕的是,大家應該會知道,我們因為群眾意見改變決定?不!報導也引述另一個教授同樣找來一群實驗者,這次不看人臉,改看一些三D形狀,有一個正確答案;然後科學家找來其他人,假扮另一個錯答案才是「正確」的,結果這個實驗者笨笨的,竟然就跟著說那個錯答案。驚人的是,大腦掃描透露這些臨陣倒戈的實驗者,大腦主掌「視覺」部位都有了更動,也就是說,大腦為了說服我們去順著群眾,甚至讓它自己也跟著改變了看法。我們還笨笨的以為,我們的決定本來就和群眾差不多;剛剛不小心選爛臉為美臉,其實是眼花了,仔細看,這的確是一張爛臉!

報導的結論是,我們的大腦,竟是這麼的不想讓我們「獨特」起來。

昨天,我竟有一個奇特狂想,當以後我的孩子告訴我,他也要寫「blog」,我會怎麼告訴他blogging這件事?部落格不是一時流行,它可被視為一種「適合網路的發表系統」,只要文學在,只要人類仍有文字、願意閱讀,部落格有可能比紙本書撐得還久,過了五十年頂多以另一個媒介來播映而本質不變,因此這段對話是很有可能發生在我小孩、我小孩的小孩………。我會勸他,別寫,STOP,去打球吧?還是,把我以前寫過的都告訴他?開一個部落格,不只讓自己學東西、交朋友、發表看法、平衡心情……。呼應這篇文章提到大腦抑制我們「特立獨行」,我發現,寫部落格,竟然也是一種「想辦法與人不同」的事。寫部落格,往往在無形中被鼓勵「盡量寫一些和大家不一樣的地方」,甚至還要把這些地方放大、放大、再放大。每次上一篇文章,覺得此篇可能寫了太多自己的事,恐怕「與人不同」時,就有一種肚痛的感覺;記得以前在南軟工作,嘗試寫一些新的題目,每回一寫到自己,上傳以後,就開始肚痛;這肚痛只是習慣,腸躁症什麼的,但每當它出現,我就知道我又「獨特」了。

「獨特」以後,下一次竟還想再來一次。一旦開始寫部落格,部落客便會背上一種「獨特債」。這不是「癮」,是「債」。
我們因為獨特而得到某種小小的好處,也因為獨特而欠下「獨特債」;我們常常希望,獨特的部份,就此就好,到此為止!但人家就希望知道更多;於是,我們也會想辦法活得更不一樣,從中再找到一些更不一樣的事物,好像在還一個永遠還不完的「債」。這樣滾呀滾呀滾,滾到最後,「獨特」便成為一種習慣,肚痛也成為一種習慣,每天被自己大腦懲罰,也成為一種習慣。這種習慣竟也是學習,對自己產生了一種奇妙的認同感,這種認同,不是認同自己是這人類社會很棒的一輪年輪,而是「棒不棒?不要緊!」,我們都是這顆樹旁邊生出來的一顆獨立的小枝椏,這小枝椏,只要擁有兩片綠得欲滴的青葉,就可以在那邊快快樂樂的隨風跳舞。我們慢慢看到這樣的視覺,肚痛仍在,但漸漸的,這懲罰帶來了另一種對自己的新的認識,還有新的定位。

有了懲罰,也就有了reward,自己是唯一可給自己糖果的人,如果寫部落格可以找到這麼一顆糖果,那人人都該被鼓勵來寫部落格,即使這個網路世界是又風又雨的,也該繼續前進。

(摘自Mr.6)

(CNN) -- You're in a room with 10 other people who seem to agree on something, but you hold the opposite view.
Do you say something? Or do you just go along with the others?

Decades of research show people tend to go along with the majority view, even if that view is objectively incorrect. Now, scientists are supporting those theories with brain images.A new study in the journal Neuron shows when people hold an opinion differing from others in a group, their brains produce an error signal. A zone of the brain popularly called the "oops area" becomes extra active, while the "reward area" slows down, making us think we are too different.

"We show that a deviation from the group opinion is regarded by the brain as a punishment," said Vasily Klucharev, postdoctoral fellow at the F.C. Donders Centre for Cognitive Neuroimaging at Radboud University Nijmegen in the Netherlands and lead author of the study. Participants, all female, had to rate 222 faces based on physical beauty on a scale from 1 to 8. Afterwards, researchers told each participant either that the average score was higher or that it was lower than her rating. Some participants were told the average rating was equal to her rating. The researchers then chatted with the participant before suddenly asking the participant to do the rating again. Most subjects changed their opinion toward the average. The two leading theories of conformity are that people look to the group because they're unsure of what to do, and that people go along with the norm because they are afraid of being different, said Dr. Gregory Berns, professor of psychiatry and behavioral sciences at Emory University School of Medicine in Atlanta, Georgia.Berns' research, which he describes in the book "Iconoclast: A Neuroscientist Reveals How to Think Differently," found that brain mechanisms associated with fear and anxiety do play a part in situations where a person feels his or her opinion goes against the grain.

Participants looked at projections of three-dimensional objects, and had to identify which shapes were similar. As with the new study in Neuron, participants tended to shift their opinion to the majority view, although in this case the problems had objectively correct answers. The effect was also more potent in this experiment because actors were in the room to simulate a group with a shared opinion, he said.But brain images revealed participants were not lying just to fit in. Changes in the activation of the visual part of the brain suggest the group opinion actually changed participants' perceptions of what they saw. One reason behind conformity is that, in terms of human evolution, going against the group is not beneficial to survival, Berns said. There is a tremendous survival advantage to being in a community, he said. "Our brains are exquisitely tuned to what other people think about us, aligning our judgments to fit in with the group," Berns said. The most famous experiments in the field were conducted by Solomon Asch in the 1950s. He found that many people gave incorrect answers about matching lines printed on cards, echoing the incorrect answers of the actors in the room. But unlike Berns' finding that fear and anxiety relate to this effect, Asch saw the results of conformity studies as reflections of people's reliance on one another for knowledge of the world, experts say.

The darker side of conformity relates to Stanley Milgram's experiments of the 1960s and 1970s, in which most people obeyed orders to deliver electric shocks to an innocent person in the next room. As in these studies, subjects caved into social pressure, presumably going against their own previous moral convictions.
The research calls into question decision-making bodies that operate by consensus, Berns said. For example, in the U.S. legal system, many cases are decided by the unanimous judgment of the members of a jury."You can't separate those judgments from the fact that you have 12 people who have to come to a unanimous decision, and have to conform their opinion to each other, so of course it will distort how they view evidence," he said."Any type of group decision-making process that does not require unanimous decisions is likely to make a better one," Berns said. "That applies to committees in particular."

What does it take to break the conformity effect?Asch talked about the power of the "minority of one." When a unanimous group pressures the individual, that group is weakened as soon as one person breaks off."Anyone inclined to draw too pessimistic conclusions from this report would do well to remind himself that the capacities for independence are not to be underestimated," Asch wrote in a 1955 "Scientific American" article describing his research. "He may also draw some consolation from a further observation: Those who participated in this challenging experiment agreed nearly without exception that independence was preferable to conformity."


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Collective Autistic Hubristicism

有一個單字,驚人的佔了好多版面。它不像「歐巴馬」這樣橫掃數十天,但它卻固定幾天就會出現一次,幾周就上主流媒體一次。這個單字叫「Autism」,原來是一種「自閉症」,這種症的特色是社交障礙,說話遲緩,動作喜歡重覆;最重要的是,喜歡待在家裡、足不出戶!

奇怪的是,一般討論「自閉症」,應該是太害羞?太不擅與人互動?但,這些文章的討論,可嗅出美國對「autism」的看法其實比較趨近某種「自我中心過強」。過於自我,所以不願索群,因此我將此字翻成「封閉式的自我主義」。這個字最近不斷被拿出來討論,也是因為最近美國發現關於autism的數字不斷的創新高,而且是離譜的高!上周路透社有一篇報導,他們發現,從1990年代來,5歲以下有封閉式自我主義的孩童,已經從1990年的每一萬名0.8位,到了2006年,每一萬名已有11.2位!才短短15年,就成長了整整14倍!

美國人不解,Why?不久前在《科學美國人》有一篇文章說,他們發現在Cascade山,同樣的溫度與環境,山的西邊較為多雨,山的東邊比較出太陽,於是,多雨的西邊居民出現「封閉式自我主義」總數便比晴朗的東邊的還多四倍。然後他們就在研究,為何下雨會帶來「封閉」?他們說,常下雨的地方,小孩就會看比較多電視,影響群性;或許因為比較少在陽光下,小朋友的皮膚會缺乏維生素D,而維生素D是大腦開發的一個重要營養。他們還懷疑,是否因為是現代家用的某些清潔濟造成這樣的問題,待在家愈久反而就愈「走不出家門」。另一個可能的關鍵是,美國衛生部門不斷的在擴大「封閉式自我主義」的定義,不過他們計算過,就算回覆到原先的定義,該數字依然成長了7倍,所以美國人真的患了 「封閉式的自我主義」,而且很嚴重。

而這篇「封閉式的自我主義」應該和另一篇一起服用。幾個月前,我存檔另一則新聞,這篇指出UC Davis教授所做出的研究。他們是在證明心理學家提出,對「成功學」的認知有兩種,一種叫「authentic」,正統式的,另一種叫做「hubristic」,中文找不到翻譯,可暫稱為「H式主義」,這種H式主義,說穿了就是一種「美國式的超級自大主義」。前者是說,我厲害,因為某個某個原因,譬如,我有努力過,我有經驗,我有……或許還加一些運氣和時效性,所以,我成功了!而後者「H式主義」則是說,因為我太強,所以我很強;因為我太棒,所以我很棒;因為我就是會成功,所以我成功……這種沒有前因後果的自信,就叫做「H式主義」。

科學家找來99位UC Davis的學生過來作實驗,先請他們回想一下,一生中曾經歷過的最大的「驕傲」是哪一次?然後也請他們寫下,目前一生中,覺得自己受威脅的程度,來計算他們心中的不安全感程度到哪裡。這麼簡單的實驗,他們發現了一件驚人的事──

比較有安全感的,他們就會寫下「我自己得了XX獎」,這個是他最大的驕傲,這就是正統式的成功心態。而比較沒安全感的,就會寫下「某某足球隊得了獎!」這是他最大的驕傲,科學家說,這是盲從的集體式的驕傲。科學家說,每個人心中都有一種「成就慾」,但這種成就慾,混得愈好的,就會將這種成就慾專注在自己的努力上面;但混得較差的,成就慾其實是建立在「我屬於某個族群」上面。換句話說,你看到社會上很多分成你一邊、我一邊的,往往是在各自努力中得不到結果,只好以這樣來得到他所沒得到的成就感。

科學家再讓這些學生看一下當年UC Davis打敗史丹佛足球隊的新聞,然後問他們,UC Davis為何會贏?結果發現,正統型的都說,是因為努力啦、球員策略正確啦、教練戰術運用良好等等,而有一批學生H型的,則會說,「他們就是厲害,就是棒!」「就是運氣會特別好!」

這篇文章其實是負面的文章,但是從這則研究中,我們證明一件事情:團體的組成一個集合式驕傲(collective pride),容易幫助我們打敗不安全感。

哪個民族就有哪個思維方向,美國人講「封閉式自我主義」和「H式主義」,剛好是光譜的兩個最極端。「封閉式自我主義」(autism)是過度的離群索居,但可以自己產生自己的想法,而「H式主義」又是太過於附合群眾,只是從群眾去得到自己的想法!從這邊我想討論我們是否有一個比較介於中間的方式──或許將它叫做Collective Autistic Hubristicism,「集合式的封閉型驕傲」(註:hubristic名詞為hubris但就是要叫ism才會有感覺)。這裡想表達的是,每一個不一樣的人,各懷著各的夢想,也知道,說服大家並不是容易的事,但是大家就是走過來,來集合起來。大家喊的不是一個口號,也沒有一個對象,沒有一個訴求……但我們都看到了,對方的存在。對方的支持。這樣就好了。然後,對話。Sweet100就是這樣的活動。志願工作團隊的努力下,昨晚Sweet100在台北辦了第一場,由大莓羊主講,關於它的文章明早就會推出。有趣的是,從志願工作團隊的組成,以及到場的來賓,來自不同的背景,沒有共同的目的,就是來參加一場「正面的」、「帶來能量」的活動,堅持要正面訊息,這樣而已。目前尚未問現場工作幹部感想,但這是目前我感受到最大的感動點,這是一場完全分散式的集合活動,這是一場「集合式的封閉型信念」的活動。

經濟不好,除了讓大人沒工作,最大的問題會出現在小孩身上。尤其我們這些大人剛好都經過了經濟成長的時期,我們長大的過程中,看到我們社會是一直往上衝的,而,這些孩子這段時間經過的卻是「持平」甚至「下滑」的,尤其最近的「向下俯衝」,在一連串的壞消息在還沒結束前,會造成什麼樣的社會層面的「後遺症」?如果有後遺症,那我們現在能做什麼?

創業家的正面態度,不再只是鼓勵自己,現在竟然也有機會貢獻一點點社會責任了。

(摘自 Mr.6)

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