機遇創生論 1.3

這段改編自 2010 年 4 月 18 日的對話。

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你可以花一生的時間,去令到自己受歡迎;但是,你的喪禮將會有多少人出席,還要視乎當日的天氣。

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萬事俱備,只欠東風時,就應該立刻離開,讓東風做事,不要阻礙東風。

亦即是話,一件事情的發展結果,受眾多因素影響。有些你控制得到,有些你控制不到。你既要盡力處理,你控制得到的部分,亦同時要盡力去忽略,你控制不到的部分。

千萬不要干涉,大自然的內政,因為,那只會弄巧反拙。

例如,如果你想受人歡迎,你可以做的,就是認真工作,善待自已,以誠待人等。最終會不會受歡迎,那不在你控制範圍。

試想想,如果你企圖保證,自己受歡迎的話,情形會怎樣?

情形就是,你會不斷地提醒他人,你自己的存在。那只會為他人,帶來極大的滋擾。那反而會令你討厭。

原理上,你就應該化成磁鐵,盡其在我地,增加自身的吸引力。重點是,你只可以吸引,而不能拉扯。

正如磁鐵一樣,它只能吸引磁性物質。其他東西,並不會受其吸引。

題外話:而更重要的問題是,為什麼要追求「受歡迎」呢?「受歡迎」的好處,真的大於壞處嗎?

而「不要干涉大自然的內政」,並不代表,「種子論」是「被動」、「消極」的。或者說,那是有意義的「被動」和有策略的「消極」。

那並不是負面意思下的被動消極,原因是「種子論」的行動三部曲,其實也相當上進積極。

第一部,要盡你自己的能力,獲取最多的情報,有關哪裡的土壤,最有機會讓農作物茁壯成長。然後,在那些範圍播種。沒有種子,就不可能有果實。 

第二部,有種子,亦不一定會果實。所以,你要積極不做事,積極去等待。除了定期的灌溉和施肥等工序外,並沒有任何行動,令你可以保證某單一棵植物,一定開花結果。

第三部,而要訓練到自已,習慣在適當的地方和時間,去「積極不做事,積極去等待」的技巧是,先做其他東西,同時在其他土壤播種。

而這正正回應了第一部:正正是因為,在某一指定地方有成果的機會極細,你要在最多的土壤,灑下最多的機遇種子;而底線是,不要多到自己管理不到。

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一件事情的發展結果,受眾多因素影響。有些你控制得到,有些你控制不到。你既要盡力處理,你控制得到的部分,亦同時要盡力去忽略,你控制不到的部分。

While we are free to choose our actions, we are not free to choose the consequences of those actions. Consequences are governed by natural law.

— The 7 Habits of Highly Effective People

— Stephen R. Covey

那只是理論比喻。執行「種子論」的真正難度在於,有時,在事情完結前,很難去分清該事件中的哪些部分,是「可控部分」,而哪些部分,卻是「不可控部分」。

亦即是話,「謀事在人,成事在天」之中,哪些部分而要由「你」去「謀」,而哪些地方是由「天」去「成」,事前不一定知道。

所以,那不會有公式答案,只能靠自己或他人的學術知識和實際經驗。

Grant me the serenity to accept the things I cannot change,

the courage to change the things I can change,

and the wisdom to distinguish the two.

「經驗」的近義詞,是「錯誤」。它們不同義的地方,在於「經驗」可以累積,「錯誤」不一定可以累積。

「種子論」的重點,並不是給予你,一條必勝的方程式。

「種子論」的重點是,令你知道,無論如何,你也會遇到無數次的失敗;那是正常不過的事。「種子論」的重點是,令你不再害怕失敗,從而,你會勇於嘗試,敢於超大量地犯錯。

「種子論」的重點是,重複犯同一個錯誤本身,並不能提高成功的機會率。

「種子論」所要求的「不斷犯錯」是,每次也是「新的錯誤」。「新錯誤」的意思,並不只是相對於你來說是「新」,而是相對全人類來說,都是「新」。

別人犯過的錯誤,你也不可以再犯。

一千萬次的失敗,可以兌換一次的成功。

而一次的成功,卻可以兌換一千萬次的應用。

— Me@2020-02-24 10:52:08 PM

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2020.02.24 Monday (c) All rights reserved by ACHK

機遇創生論 1.2

這段改編自 2010 年 4 月 18 日的對話。

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還有,「人生攻略理論」令人聯想到很多東西,而大部分也不是,我們那個合體大理論的內容。

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「緣份攻略」都不行,因為感覺有點怪。

(安:那就不如叫做「緣份理論」。)

「理論」很空泛。不應把「理論」,視為名字的一部分。

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不如就直接收做「機械人生論」啦,因為那個大統一理論,其實就即是「人生攻略」。

這個大統一理論的成員,包括(但不止於):

精簡圖:

種子論
反白論
完備知識論

自由決定論

它們可以大統一的成因,在於它們除了各個自成一國外,還可以合體理解和應用。

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詳細圖:

種子論 可遇不可求

你只能控制因,不能控制果。事情結果,除了受你的因以外,還受千百萬樣其他因素影響。所以,人生的大目標之中,很多也只有極細的成功機會率。

第一方面,如果你很努力做事,事情仍不能如你所願的話,不要覺得很奇怪。

第二方面,做事時,不要過份用力之外,亦不要在不適當的地方用力。

比喻說,你向心儀示愛後,就只能等待她的答覆,讓她決定,接不接受你的愛意。

示愛以後,並沒有任何東西你可以做,從而控制到她去喜歡你,因為,那是她的自由。

你唯一可以做的是,遠在示愛之前,就積極提升自己的外貌和人格等,從而提高,她喜歡你的機會率。

在適當的地方用力以後,要懂得「放手」,讓事情自己發展。

把手緊握 什麼都沒有
把手放開 你得到一切

萬事俱備,只欠東風時,就應該立刻離開,讓東風做事,不要阻礙東風。

亦即是話,一件事情的發展結果,受眾多因素影響。有些你控制得到,有些你控制不到。你既要盡力處理,你控制得到的部分,亦同時要盡力去忽略,你控制不到的部分。

千萬不要干涉,大自然的內政,因為,那只會弄巧反拙。

— Me@2020-02-15 07:17:00 AM

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2020.02.15 Saturday (c) All rights reserved by ACHK

Pandemonium, 2

Batman: You sold us out, Clark. You gave them the power that should have been ours. Just like your parents taught you. My parents taught me a different lesson… lying on this street… shaking in deep shock… dying for no reason at all. They showed me that the world only makes sense when you force it to.

— Batman

— The Dark Knight Returns

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2019.12.21 Saturday ACHK

Pandemonium

E: Can you just, you know, like, just tell me the answer?

J: Sorry?

E: You know, the answer. To everything.

What’s the point of love if it’s just disappear?

There has to be meaning to existence, otherwise the universe is made of pain and I don’t like the thought of that.

So, tell me the answer!

J: The more human I become, the less things make sense.

But that’s part of the fun. Right?

E: What do you mean?

J: If there were an answer I can give you to, how the universe works, it wouldn’t be special. It would be just a machinery fulfilling its cosmic design. It would be just a big, dumb food processor.

But, since nothing seems to make sense, when you find something or someone that does, it’s euphoria.

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In all of this randomness, in this pandemonium, you and Chidi found each other and you had a life together.

Isn’t that remarkable?

E: Pandemonium is from Paradise Lost. Milton called the center of hell “pandemonium”, meaning “place of all demons”.

I guess all I can do is to embrace the Pandemonium.

Find happiness in the unique insanity of being here, now.

— The Good Place

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2019.01.27 Sunday ACHK

接觸永恆 2

Publish! 11

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每個人,都需要有作品。

你的作品,就是你的人生意義。

每個人,都依靠自己的作品來生存。

作品,就是一些,不會隨自己的消失而消失的東西。

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你,有沒有自己的作品?

— Me@2011.07.03

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2019.01.13 Sunday (c) All rights reserved by ACHK

Almost nothing new

The most valuable insights are both general and surprising. F = ma for example. But general and surprising is a hard combination to achieve. That territory tends to be picked clean, precisely because those insights are so valuable.

Because these start out so general, you only need a small delta of novelty to produce a useful insight.

A small delta of novelty is all you’ll be able to get most of the time. Which means if you take this route your ideas will seem a lot like ones that already exist. Sometimes you’ll find you’ve merely rediscovered an idea that did already exist. But don’t be discouraged. Remember the huge multiplier that kicks in when you do manage to think of something even a little new.

It’s not true that there’s nothing new under the sun. There are some domains where there’s almost nothing new. But there’s a big difference between nothing and almost nothing, when it’s multiplied by the area under the sun.

— General and Surprising

— Paul Graham

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2018.04.22 Sunday ACHK

The favorite place to find work

fecak 4 months ago

The problem with job boards is that unless they are rather unknown, everyone is using them. Applying through boards is essentially like getting into the back of a line and hoping you get noticed.

When I coach job seekers on finding new work, I typically encourage them to be careful not to spend too much time on the boards, and instead rely on their networks/meetups or personal research.

Using LinkedIn to search for open jobs is similar to using any other site, but it’s greatest value is as a research tool.

Say you’re a Python programmer in a suburb somewhere and you’re looking for a new gig. If you use LinkedIn to search “Python” and set a geographic preference, your results will likely be other Python programmers in the area. Where do they work? Where did they used to work? Sometimes LinkedIn will offer other profiles in the sidebar (“people also viewed”) – click those and see where they worked. Now you’ve got a list of companies that have employed Python devs, so you can do a bit more research to see if they are the type of place you might want to work – and pay no attention to whether or not they have any jobs listed on their site.

Once you found some companies that interest you, use LinkedIn to figure out the best person to reach out to. Might be their CTO if it’s a small shop, could be an internal recruiter or hiring manager for a larger firm. Make the approach, tell them why you’re interested in the company, and make a soft close to try and get them to agree to a conversation.

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iridium 4 months ago

Something I read a while ago that stuck with me – ‘When you are looking for a new opportunity, you are really just looking for a person.

This reframing totally changed how I look for new jobs, and what suprised me more was how willing people were to refer me, even if they had never met me.

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fecak 4 months ago

That is great advice, and to take it a step further I’d say not to focus on getting an interview but rather a conversation.

If people you haven’t met are referring you, you are already doing something right.

— Ask HN: What is your favorite place to find work? | Hacker News

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2018.03.21 Wednesday ACHK

Writers

keenerd 9 hours ago

> Three practices set romance writers up for success: they welcome newcomers, they share competitive information and they ask advice from newbies.

That last one is interesting. People entering a field do so for a reason. It might just be to do a job and get paid, but it could also be because no one is making what they want. Newbies unconsciously represent gaps in the market where someone with better execution could make a killing.

Brb, got to dive beginner programming forums and look at the types of projects that are so pressing that someone is willing to learn how to program.

— What gig workers can learn from romance writers

— Hacker News

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2018.03.08 Thursday by ACHK

Physical information

Information itself may be loosely defined as “that which can distinguish one thing from another”. The information embodied by a thing can thus be said to be the identity of the particular thing itself, that is, all of its properties, all that makes it distinct from other (real or potential) things. It is a complete description of the thing, but in a sense that is divorced from any particular language.

— Wikipedia on Physical information

2014.09.12 Friday ACHK

反白論起點 2.2

這段改編自 2010 年 4 月 10 日的對話。

無錯。上司時常無故出現的公司,不會是效率高的公司。那正正就是老子講法的一個反例。

最佳的領袖,就是那些人民不覺其存在的領袖,因為最佳的領袖,會令到這個社會,無災無難。既然是無災無難,人民就自然不會察覺,其領袖的存在,亦不會察覺,其領袖需要存在。所以,人民反而會以為,這個領袖好像無所作業,可有可無。

正如壞醫生沒有能力,或者沒有意願,一次過醫好你,令你時常要去光顧他。換句話說,他會時常在你的世界出現。但是,好醫生有能力,亦有意願,一次過醫好你,令你短期內,也毋須再去光顧他。換而言之,他極少會在你的世界出現。那樣,你就自然不會察覺,他的重要性;甚至,你直情忘記了,他的存在。

一般人也以為,「無災無難」是自然現象。他們以為,萬事不作,就自動萬事大吉。實情是,這個世界,因為天災人禍,是一個地獄。「有災有難」,才是自然現象,才是預設狀態。

如果你不覺得這世界是個地獄,那是因為有很多人,包括你自己,為你提供了一些保護罩。例如,「上班」就是「滅災滅難」的工序之一。雖然,上班十分辛苦,但是,如果不上班,你就要捱餓,更加辛苦。

「無事發生」,就即是「無災無難」。「無災無難」,近乎是一個奇蹟。所以,單單是「無事發生」本身,就要領袖,以至是全體的大部分人民,十分刻意、十分艱苦的經營。

— Me@2014.08.03

2014.08.03 Sunday (c) All rights reserved by ACHK

反白論起點 2.1

這段改編自 2010 年 4 月 10 日的對話。

Chapter 17 (第十七章)

太上,下知有之;
其次,親而譽之;
其次畏之;
其次侮之。
信不足焉,有不信焉。
悠兮,其貴言,
功成事遂,
百姓皆謂我自然。

Great rulers are hardly known by their subjects,
    Then come those the people draw near and praise,
    Then those the people hold in fear,
    Then those the people revile.
    When one lacks trust, one finds no trust.

Reluctantly, without boasting;
Perform actions, accomplish deeds;
The people will say it happened naturally.

— Tao Te Ching (Wikisource translation)

老子的《道德經》之中提到,最佳的領袖,就是那些人民不覺其存在的領袖。人民反而會以為,這個領袖好像無所作業,可有可無。

(安:我現在的上司,就沒有這個智慧。我上司很刻意地,要下屬知道他的存在,繼而再顯示自己的存在價值。

我上司的管理方法,就是 Joel Spolsky 所講的「hit and run micromanagement」。「Hit and run」的原本意思是,駕車撞到人後,不顧而去;學名叫做「肇事逃逸」。

把我上司的管理方法,如果真是「方法」的話,比喻成「肇事逃逸」的原因是:

他有太多下屬,所以他其實不太知道,下屬正在執行的工序是什麼。即使知,也不會知其詳情。所以,他為下屬工作所出的主意,通常也有害無利,只會打亂下屬的工作流程,干擾公司的正常運作。

但是,他自己是不會知道那些惡果的,因為,他下了令後,就立刻走到另一組下屬的工作單位,繼續故亂下令。

從任何一個下屬的角度看,我上司就是「肇事逃逸」—— 他一時衝動,下了一些不經大腦的指令後,立刻不顧而去,導致引發一片混亂,傷亡慘重。)

無錯。上司時常無故出現的公司,不會是效率高的公司。

— Me@2014.07.28

2014.07.30 Wednesday (c) All rights reserved by ACHK

Feynman’s Blackboard, 5

Teaching is not filling a vase, but lighting a fire.

— Michel de Montaigne

From constructivist theories of psychology[,] we take a view of learning as a reconstruction rather than as a transmission of knowledge.

— Seymour Papert

— Wikipedia on Constructionism (learning theory)

What I cannot create, I do not understand.

— On his blackboard at time of death in 1988

— Richard Feynman

2014.03.20 Thursday ACHK

Try something impossible, 2

知不可行而行之

— 孔子

2. The only way of discovering the limits of the possible is to venture a little way past them into the impossible.

— Clarke’s Three Laws

— Arthur C. Clarke

Only those who will risk going too far can possibly find out how far one can go. 

— T. S. Eliot

We need to believe in the impossible in order to remove the improbable.

— based on Oscar Wilde

— based on Satya Nadella

— Me@2014.02.07

2014.02.15 Saturday (c) All rights reserved by ACHK