Movie - Hannah and Her Sisters

Movie - Match Point (Directed by Woody Allen)

工作星期六

因為太多工作積壓，
下了班的腦袋未能放下，
周六清晨陰雲滿佈灰黑的天色，
沒有吸引渴睡的我，
七時起牀，
八時十分已坐在辦公室工作，
重申不是工作狂，
只是人在江湖，
another working saturday!

Dear Undercover Economist: The very best letters from the Dear Economist column

http://www.ft.com/life-arts/undercover-economist

Publication Date: 3 Jun 2010

Are there tangible benefits in flossing? Is it wrong to fake orgasms? What does the perfect online dating ad look like? Should we bother doing the ironing? Is it really impossible to buy the perfect Christmas gift? (Other than this book, of course.)
Economists might not be the first people you would think of to give you advice on such diverse areas as parenting, the intricacies of etiquette or the dark arts of seduction. But for years bestselling author Tim Harford has been doing just that: answering the most challenging questions in his brilliant column, where he uses the tools of economics to give practical advice about everyday dilemmas, conundrums and concerns. From family rows and the stock market to buying socks or speed dating, you'll find within these pages a witty - and of course rational - explanation for almost everything you ever wanted to know about life.

http://www.amazon.co.uk/Dear-Undercover-Economist-letters-column/dp/0349121540/ref=la_B003CHGYPI_1_5?s=books&ie=UTF8&qid=1398442172&sr=1-5 

Tim Harford

Tim Harford is a member of the Financial Times editorial board. His column, 'The Undercover Economist', which reveals the economic ideas behind everyday experiences, is published in the Financial Times and Slate. He is also the only economist in the world to run a problem page, 'Dear Economist'. Tim presented the BBC television series 'Trust Me, I'm an Economist' and now presents the BBC radio series 'More or Less'. His writing has appeared in Esquire, Forbes, New York magazine, the Washington Post, and the New York Times. Tim won the 2006 Bastiat Prize for economic journalism and is also an award-winning speaker. 

 http://www.amazon.co.uk/Tim-Harford/e/B003CHGYPI/ref=ntt_dp_epwbk_0

http://timharford.com/ 

Forget the Strategy PowerPoint

by John P. Kotter  |   9:00 AM April 22, 2014

http://blogs.hbr.org/2014/04/forget-the-strategy-powerpoint/ 

I have for decades watched CEOs and other executives try to explain a corporate strategy to a small group of senior managers or to a much larger group of staff. For the most part, it has not been a pretty sight. In the case of senior managers, I usually hear 3 or 4 different interpretations of what the boss said, or disagreements about what they thought he or she said. In either case, no alignment at the top. In the case of a larger group of staff, often many people look on blankly during the presentation. They may appreciate a CEO’s willingness to share crucial plans. But because they don’t have the context or experience, they can’t even begin to understand what is being thrown at them in a thick PowerPoint deck. And what they do see certainly doesn’t make them want to get up in the morning and come to work.

I have watched CEOs have better success communicating a good vision. It is much shorter, easier to see (literally), at best emotionally compelling. It is the place that a strategy is trying to drive the enterprise. But better success communicating the vision only goes so far. To truly help an enterprise succeed, this needs to be tightly connected to the actual strategy, and often is not. Worse, the vision can come out sounding as if it has no real content, or antiseptic or foggy.

My colleagues and I have found an alternative that is easier to communicate, more effectively aligns people, and generates and sustains energy better and for longer. We call it “The Big Opportunity” and I devote an entire chapter to it in my new book Accelerate. We have been using this in all our field work with different kinds of companies and organizations.  I have been impressed with the power of this simple, clear concept.

Briefly, here is the idea: a Big Opportunity articulates in language that is analytically accurate and emotionally compelling an opportunity that will move an organization forward in a substantial way. It is that exciting possibility which, if you can capitalize on it, will place you into a prosperous, winning future. It is related to vision and strategy in a very straightforward way: a strategy shows you what you need to get to a vision; a vision shows you what you will be doing if you get to, and are able to capitalize on, a big opportunity.

A written statement of a Big Opportunity can be a very useful tool. It is short, like a vision statement, and unlike a strategy description which is often much longer. “Short” usually means about half a page long. The crisp clarity of it is one of its advantages. Another is its tone. Both strategies and visions can sound like: OK, this is what top management has decided and now you will go do it. Effective Big Opportunity statements direct attention to an inspiring rainbow outside; they don’t feel like a finger pointing out what the managerial and employee children should be doing inside the organization.

Big Opportunity statements, as we have used them, have real rational content (like any good strategy) and are emotionally compelling (like any good vision). Here are the basic characteristics of an effective Big Opportunity statement:

Short. Written on less than a page, often just a quarter of a page. Short length makes it easier to share with others and to create a sense of urgency among large groups of people.

Rational. It makes sense in light of real happenings inside and outside an organization. A good statement concisely addresses issues of what, why, why us, why now, and why bother.

Compelling. It is not all head. There is heart in it. And it speaks to the emotions of all relevant audiences — not just to select people and groups, excluding others.

Positive. Because it is about an opportunity, it has a positive tone. It is less like a statement about a “burning platform,” which seeks to scare us out of our complacency, and more like a statement of a “burning desire.”

Authentic. It feels real. It is not just “good messaging” to motivate the troops. The senior leadership team that puts it together, or at least signs off on it, must genuinely believe in it and feel excited about it.

Clear. You can create a statement that is short, rational, emotionally compelling… but still unclear. A great statement makes people rush off in the same direction — not different directions.

Aligned. The statement is aligned with any important existing statements of strategy in the group or organization. Or at the least, it is aware of any non-alignment and the stresses and strains that will create, so leaders are prepared for it.

In our experience, we have found that that you can get 75% of a large employee population to understand, believe in, and be energized by a good Big Opportunity statement in a way that just doesn’t happen with a larger description of a business strategy or a vision. In an increasingly fast-moving world, this achievement can can be hugely helpful in dealing with rapid-fire strategic challenges.

More blog posts by John P. Kotter

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Let it go!

" 麥麥送" 的黑芝麻豆漿

因為要辦一點事,
昨天約了中學同學在家附近的麥記,
其實麥記並不是我的第一選,
只是方便,
熱飲選擇不多,
第一次試黑芝麻豆漿,
要等,
且送來時,
只見是白色一杯的飲品,
心想,
可能做錯,
味道一般,
誰知飲至最底時,
才見黑色的芝麻,
Why?
如果可以選其他的話,
不會選M記!

 

無花果圓肉馬拉糕