Thursday, June 6, 2013

The Epic Eurotrip--Chapter 2: Making A Royal Home (London--Westminster Abbey, Buckingham Palace, Big Ben, etc)

Let's start from Westminster Abbey today. This building is located at approximately the center of London. It can be considered a church only for royal families. Many royal weddings are held here, and the crowning of Elizabeth the 2nd also happened here. So yes, they transported the jewels all the way from Tower of London to this place.

A nice view of Westminster from the front.
Remember Prince William and Kate Middleton's wedding back in 2011? The one that for some reason everyone was so crazy about? It happened here. Of course later on they moved to Buckingham Palace for the kiss, but that's another story, I guess. (Seriously, it's probably cool for the British people, but why is everyone in US excited, SOOOO excited, about this wedding?)

This place, along with many other places that can be related to the royal family, is a huge tourist site. Many tour buses stop by and people take pictures. The thing is there's not much parking near this spot, so everyone kinda just stop anywhere they want, thus causing horrible traffic. It's convenient for the people taking photos, but it's so inconsiderate for the rest of the people. This happened again and again on this trip, and I might mention it again later.

Moving on. The next stop is the Parliament Square, where Big Ben is. It's actually right next to Westminster Abbey. You can walk there in about 3 -5 minutes. People commonly mistaken Big Ben as the tower, but it's actually referring to the bell inside the tower. I think the "Ben" comes from the name Benjamin (and it's not Benjamin Franklin, of course). I don't know if they still use the actual bell or just the soundtrack nowadays. Either way, the building is why everyone is here for. The building now serves as the political center (like Capital Hill) where prime minister and the House make decisions. I wonder what they think when they see so many tourists everyday right in front of this place......

Parliament Square is not just about Big Ben and Westminster Abbey, this place is very lively. People come here to chill and read. Many would bring lunch and their iPods. The entire square was crowded but not to the point where you couldn't walk when I was there.

The Parliament Square, with Big Ben (tower). 

There are some statues around this area. These are some great people in the history such as Winston Churchill and Nelson Mandela. Abe Lincoln is here too.

Chill life of students......while the tourists are busy taking photos in the back.
You can see many groups like that. Students from other European countries come here as well.
I think this group is from France.
Another major tourist attraction, even
when it's supposed to be a private house.

Now, let's move to Buckingham Palace. It's the Queen's residence. She literally lives there. Now look to you right...... There are so many people! If I were a person living in this house, I'd be like "fuck off!" to all of these people. It's so annoying seeing this many people walking in front of your house every day! It reminds me of the houses in San Francisco where they filmed "Full House." People would literally go up to the door and take a picture with the door and the placard. Isn't there a law that you can legally shoot those people who invade your property? Lol. I guess this is what happens when you're a celebrity in some way. I wonder how those Hollywood stars handle this type of problem (I only know some don't handle well......)

Oh yea, there's a balcony behind the gate on the second floor (or I should say 1st floor, as Europeans call 1st floor the "ground floor") That's where royal family members show themselves, and that's also where the kissing happened during the why-is-everyone-so-obsessed wedding. 

Another view of the Palace.
Oh yea, do you see the flag on top of the building? That's a British flag. This means the queen is not home right now.If the queen is here. Another flag will be raised.

On the opposite side is the Victoria Memorial. It's a giant statue along with some water fountains. Honestly, if this thing is in a park, I'd love to just bring my laptop and sit there. it's really beautiful. BUT this is in front of someone's house, so never mind. I don't want those royal guards to think I'm setting up a bomb or something.

The Victoria Memorial. Pretty, huh?
Wanna hear a sad story? Prince Charles, 64, is the oldest son of Queen Elizabeth. He once complained about his mom not letting him getting the throne even when she's already 87 years old (and very healthy). Elizabeth II's goal is to pass the record of Queen Victoria, who reigned for 63 years. Oh, the current queen has reigned for 61 years, so getting there. Still, I wonder if she will get off right after passing the record or will try to get as long as possible. It'll be funny (if it weren't so sad) if Prince Charles never gets to wear the crown.

Lastly, for this post, I give you the picture of a guard....ON HORSE!!!! Holy crap this is awesome.
The plate on the left says: "BEWARE. Horse may kick or bite! Thank you."

Wednesday, June 5, 2013

The Epic Eurotrip--Chapter 1: Dawn of the Romance (London--Tower of London, Tower Bridge, etc)

Before I start, I want to tell you guys that this is not going to be a typical "encyclopedia of Europe" type of posts. It mainly tells you what "I" experienced (yes, I'm narcissist like that.) So don't be too disappointed if you cannot learn too much from these posts. So here we go.

The first stop is the Heathrow Airport located west of London. While waiting for the other group members to arrive, I saw this girl who looks like a combination of Emma Watson and, like, Miranda Kerr or whatever ( YES, THAT'S HOW THE TRIP STARTED. Don't worry, it gets better later....or worse, depends on how you see it). I approached to try to talk to her, but she seemed frightened (lol). Apparently she thought I was a thief or pickpocket and tried to avoid me. I later learned that there are so many pickpockets who wait at the airports and target the tourists. I mean, i heard about it, but I didn't know it was so serious. In fact, one of the airport workers approached me later when I was wondering around and asked me bunch of questions like where I'm from and who I travel with. They never told me their true intentions, but I was pretty sure they thought I could be a pickpocket after learning that there are many of them around.

Since it was the first day, I was very excited and took a lot of pictures (which I later deleted a lot of them). London, like many cities in Europe, has an old appearance but new interior. Many buildings are renovated inside while the outside look is saved. This feels weird to me. Imagine seeing a middle age building and thinking to yourself: " This must be full of history," but then you see an "LA Fitness" sign on top of that building.......yea, this is exactly how I felt.
LA Fitness, H&M, or any modern store could
appear in these buildings. This one is a Coach.

At first I really couldn't get used to it, but I guess human is very adaptive. After seeing so many of them, these are not so weird anymore.

I thought British accent was just an accent, and I should have no problem understanding since it's still English. I was wrong. For some British, their accent is so strong (to a point that I question if it's really the British accent that I know) that you really have a hard time understanding what they are trying to say. This plus that the words they use are sometimes different from how Americans say it. Lift, chips, motorway, and biscuit (which is cookie, by the way) are just some examples.

But overall, their life style is not as what stereotype describes, at least most of them. I don't see people chilling at tea shops in the afternoon, and many of them look really busy (walking really fast, serious face, etc). I don't know how much of the stereotype I can trust.

Let's get to the tourist attraction. The first spot we went to was the London Tower (or the Tower of London), which is located near River Thames and the famous Tower Bridge and London Bridge. Oh, by the way, the London Bridge that everyone knows is actually here. The new bridge is just a plain, boring looking bridge. The Tower Bridge, though, is beautiful.
A view of Tower Bridge from far.
I apologize for the horrible photo taking skill......
Tower of London is built by William the Conqueror in 1066 . The middle of this old castle is the White Tower, which was a really solid fortress back then (it had its own well system and tons of food stored. The base of the fortress was made of layers and layers of rocks and was surrounded by water. The entrance was even high up, like on 2nd floor or something. A wooden stair was used to connect the ground and the entrance. It's wooden because they could burn it if enemies tried to enter using that.)
The White Tower, with its wooden (enhanced with metal bars) stairs.

Many of you guys may know, the tour guides often use raise flags to gather people. In many places in England (especially royal places like palaces), raising a flag is not allowed. The reason being "we love our queen and we should only raise the British flag or queen's flag, but now you're raising a flag that belongs to neither!? In a royal palace!? You gotta be kidding me!" So nope. No flag.

In this castle, the royal crown and royal scepter ( the same ones Queen Elizabeth used during her crowning. And yes, the ones with those giant diamonds) were displayed. Too bad we were not allowed to take pictures. That place also shows a video of Elizabeth II's crowning. It was pretty cool as someone tried to restore the color of that video (as color video wasn't invented at that time).

The building where royal jewels are displayed.


The guards at the castle. They look pretty friendly, and fat.
The sign says "Bloody Tower"
Here's an interesting story about one of the towers called Bloody Tower, which originally named Garden Tower. I might get the names wrong. Correct me if you find any mistake (if you even bother, that is) So this king names Charles the 2nd was reigning, but he died before his sons grew up to be old enough to take the throne. Their uncle, Richard III took the throne instead, and he placed these two princes in the Garden Tower. Many rumors say that Richard III poisoned the little princes as they all of a sudden disappeared. Some reports (can't find source) claim that they found two little kids' skeletons in the base of the chapel in White Tower. People gradually started calling the Garden Tower the Bloody Tower, because of such legend. Is it true? Since there's no official report proving such story, I would say "who cares." Lol.
Here it is, the Garden Tower, or the Bloody Tower.
Another story to be told is that there were once a lot of ravens here, and legend says that the day the ravens are gone, the throne will collapse. Therefore the king took good care of these little black birds (okay, they are actually pretty big) so his power will not be taken. Today, only 6 or 7 of these remain in the castle. People clipped their wings so they can't fly too high and escape the castle. Animal abuse? Your call.
"Can I has cheeseburgerz??"
The location where head chopping happened, lol.
There's one spot where they used to chop off royal members' heads. They have to do it in the castle area so that the news (affair, murder, assassination, etc) doesn't spread out to common people. In fact, some of king's wives died here, if I remember correctly. Now there's only a monument here. Back then the blacksmith skill was pretty bad, so the weapon they used to chop people's heads off were bad as well. It was a small axe that's not even sharp. You have to hit the SAME spot like 3 or 4 times before the head will come off.......sounds very painful.......

That's a good amount for one post. Last but not least, of course I have to get coffee, right? So here it is.
Their Mocha is too rich. Don't get it here.

The Epic Eurotrip--Chapter 0

Going on a Eurotrip has been on my bucket list for such a long time, but I've never had a chance to actually make it happen as I was either too busy or too poor. Thanks to Columbia University for accepting me for graduate school, I get to have some free time after quitting my job. I decided to make this happen.

The trip has its ups and downs, but it was amazing overall. I had a great time traveling around so many countries and trying many different things, whether it's walking around in a city that I knew nothing of, or eating the local food that I would never have another chance to try. Even the histories and myths are so interesting that I would stay awake during bus rides. They always say that going on trips is the only way to spend money but get richer. This trip really enhanced me in so many different ways. Most importantly, I now have some many good stories to tell people. When people talk about their own Eurotrips, I can now join them in some of the conversations and share my own experience.

I'm going to share my experience along with some information which can be TIL for a lot of people (a lot were TIL to me......) I'll try to update as frequently as possible and hope I won't get tired of this and start slacking off.

We traveled through 11 countries and 23 cities. Well, it's not as good as it sounds. For many cities, we only stayed for one night and didn't even get to tour the city (except I sometimes went out at night by myself.) This is how it looks.


Britain (London) => Belgium (Brussels) => Netherlands (Amsterdam) => Germany (Cologne, Frankfurt, Heidelberg) => Switzerland (Zurich, Lucerne) => Liechtenstein (Vaduz) => Austria (Innsbruck, Salzburg, Vienna, Graz) => Italy (Venice, Florence, Rome, Pisa) => Vatican City (which is inside Rome) => Monaco (Monte Carlo) => France (Nice, Avignon, Lyon, Paris)

The entire trip took 17 days (including almost 2 days on plane). Some cities are awesome and some not so much. However, the fact that I was in a foreign continent made me excited.

These posts will serve as my memo for this trip as well as my story to you guys (whoever has enough free time to read this)

Enjoy :)

Saturday, February 23, 2013

Putting life back together

It's been almost 2 months since I quit my job, and my life has been a mess. Not much happened, yes, but that's exactly the problem. I've got lazier and lazier, and this gotta change.

Things I want to accomplish in these days:

1) Learn Python

2) Play Basketball once or twice a week

3) Hike once a week

4) Workout as much as possible

5) Read a book?

6) Travel, travel, and more travel. Maybe start going around town?

7) Cooking (find some recipe to practice. make lunch)

8) Watch a movie once a week, to generate greater imagination and creativity

9) photo shoot? Practice for euro-trip.

I really dont know how long I can keep it going, but let's try it.

Saturday, December 15, 2012

A Special Story I Wanna Write





C G Am F

Inspired by S.S.


The moment
I saw you
My heart went pounding and it’s driving me cra-
zy
You walk by
Ignore me
I stood there wondering if I should let it

Want to tell you
I love you
How can I get this through?
you told me
let’s be friends
but all I want is to be with you
“we are not
Meant to be”
A reason I can’t permit
Let me show you, how I love
So I can make you my one and only

I see you
Once again
There is nothing I can do to calm
me
You say hi
I reply
Doing nothing else but look at the sky

Want to tell you
I love you
How can I get this through?
you told me
let’s be friends
but all I want is to be with you
we’re not in
fairytale
but we can make one unveil
you make my
whole life bright
you are a special story I wanna write

Friday, October 26, 2012

Mastering Linear Algebra in 10 Days: Astounding Experiments in Ultra-Learning

I don't hold any credit for this article
original link: http://calnewport.com/blog/2012/10/26/mastering-linear-algebra-in-10-days-astounding-experiments-in-ultra-learning/


The MIT Challenge

My friend Scott Young recently finished an astounding feat: he completed all 33 courses in MIT’s fabled computer science curriculum, from Linear Algebra to Theory of Computation, in less than one year. More importantly, he did it all on his own, watching the lectures online and evaluating himself using the actual exams. (See Scott’s FAQ page for the details of how he ran this challenge.)

That works out to around 1 course every 1.5 weeks.

As you know, I’m convinced that the ability to master complicated information quickly is crucial for building a remarkable career (see my new book as well as here and here). So, naturally, I had to ask Scott to share his secrets with us. Fortunately, he agreed.

Below is a detailed guest post, written by Scott, that drills down to the exact techniques he used (including specific examples) to pull off his MIT Challenge.

Take it away Scott…



How I Tamed MIT’s Computer Science Curriculum, By Scott Young
I’ve always been excited by the prospect of learning faster. Being good at things matters. Expertise and mastery give you the career capital to earn more money and enjoy lifestyle perks. If being good is the goal, learning is how you get there.

Despite the advantages of learning faster, most people seem reluctant to learn how to learn. Maybe it’s because we don’t believe it’s possible, that learning speed is solely the domain of good genes or talent.

While there will always be people with unfair advantages, the research shows the method you use to learn matters a lot. Deeper levels of processing and spaced repetition can, in some cases, double your efficiency. Indeed the research in deliberate practice shows us that without the right method, learning can plateau forever.

Today I want to share the strategy I used to compress the ideas from a 4-year MIT computer science curriculum down to 12 months. This strategy was honed over 33 classes, figuring out what worked and what didn’t in the method for learning faster.


Why Cramming Doesn’t Work

Many student might scoff at the idea of learning a 4-year program in a quarter of the time. After all, couldn’t you just cram for every exam and pass without understanding anything?

Unfortunately this strategy doesn’t work. First, MITs exams rely heavily on problem solving, often with unseen problem types. Second, MIT courses are highly cumulative, even if you could sneak by one exam through memorization, the seventh class in a series would be impossible to follow.

Instead of memorizing, I had to find a way to speed up the process of understanding itself.

Can You Speed Up Understanding?

We’ve all had those, “Aha!” moments when we finally get an idea. The problem is most of us don’t have a systematic way of finding them. The typical process a student goes through in learning is to follow a lectures, read a book and, failing that, grind out practice questions or reread notes.

Without a system, understanding faster seems impossible. After all, the mental mechanisms for generating insights are completely hidden.

Worse, understanding is hardly an on/off switch. It’s like layers of an onion, from very superficial insights to the deep understandings that underpin scientific revolutions. Peeling that onion is often a poorly understood process.

The first step is to demystify the process. Getting insights to deepen your understanding largely amounts to two things:

Making connections
Debugging errors
Connections are important because they provide an access point for understanding an idea. I struggled with the Fourier transform until I realized it was turning pressure to pitch or radiation to color. Insights like these are often making connections between something you do understand and the material you don’t.

Debugging errors is also important because often you make mistakes because you’re missing knowledge or have an incorrect picture. A poor understanding is like a buggy software program. If you can debug yourself in an efficient way, you can greatly accelerate the learning process.

Doing these two things, forming accurate connections and debugging errors, is most of creating a deep understanding. Mechanical skill and memorized facts also help, but generally only when they sit upon the foundation of a solid intuition about the subject.

The Drilldown Method: A Strategy for Learning Faster
During the yearlong pursuit, I perfected a method for peeling those layers of deep understanding faster. I’ve since used it on topics in math, biology, physics, economics and engineering. With just a few modifications, it also works well for practical skills such as programming, design or languages.

Here’s the basic structure of the method:

Coverage
Practice
Insight
I’ll explain each stage and how you can go through them as efficiently as possible, while giving detailed examples of how I used them in actual classes.

Stage One: Coverage

You can’t plan an attack if you don’t have a map of the terrain. Therefore the first step in learning anything deeply, is to get a general sense of what you need to learn.

For a class, this means watching lectures or reading textbooks. For self-learning it might mean reading several books on the topic and doing research.

A mistake students often make is believing this stage is the most important. In many ways this is the least efficient stage because the amount you can learn per unit of time invested is much lower. I often found it useful to speed up this part so that I would have more time to spend on the latter two steps.

If you’re watching video lectures, a great way to do this is to watch them at 1.5x or 2x the speed. This can be done easily by downloading the video and then using the speed-up feature on a player like VLC. I’d watch semester-long courses in two days, via this method.

If you’re reading a book, I would recommend against highlighting. This is processes the information at a low level of depth and is inefficient in the long run. A better method would be to take sparse notes while reading, or do a one-paragraph summary after you read each major section.

Here’s an example of notes I took while doing readings for a class in machine vision.

Stage Two: Practice

Practice problems are huge for boosting your understanding, but there are two main efficiency traps you can get caught in if you’re not careful.

#1 – Not Getting Immediate Feedback

The research is clear: if you want to learn, you need immediate feedback. The best way to do this is to go question-by-question with the solution key in hand. Once you’ve finished a question, check yourself against the provided solutions. Practice without feedback, or with delayed feedback, drastically hinders effectiveness.

#2 – Grinding Problems

Like the students who fall into the trap of believing that most learning occurs in the classroom, some students believe understanding is generated mostly from practice questions. While you can eventually build an understanding simply by grinding through practice, it’s slow and inefficient.

Practice problems should be used to highlight areas you need to develop a better intuition for. Then techniques like the Feynman technique, which I’ll discuss, handle that process much more efficiently.

Non-technical subjects, ones where you mostly need to understand concepts, not solve problems, can often get away with minimal practice problem work. In these subjects, you’re better off spending more time on the third phase, developing insight.

Stage Three: Insight

The goal of coverage and practice questions is to get you to a point where you know what you don’t understand. This isn’t as easy as it sounds. Often you can be mistaken into believing you understand something, but don’t, or you might not feel confident with a general subject, but not see specifically what is missing.

This next technique, which I call the Feynman technique is about narrowing down those gaps even further. Often when you can identify precisely what you don’t understand, that gives you the tools to fill the gap. It’s the large gaps in understanding which are hardest to fill.

The technique also has a dual purpose. Even when you do understand an idea, it provides you opportunities to create more connections, so you can drill down to a deeper understanding.

The Feynman Technique
I first got the idea from this method from the Nobel prize winning physicist, Richard Feynman. In his autobiography, he describes himself struggling with a hard research paper. His solution was to go meticulously through the supporting material until he understood everything that was required to understand the hard idea.

This technique works similarly. By digesting the big hairy idea you don’t understand into small chunks, and learning those chunks, you can eventually fill every gap that would otherwise prevent you from learning it.

For a video tutorial of this technique, watch this short video.

The technique is simple:

Get a piece of paper
Write at the top the idea or process you want to understand
Explain the idea, as if you were teaching it to someone else
What’s crucial is that the third step will likely repeat some areas of the idea you already understand. However, eventually you’ll reach a stopping point where you can’t explain. That’s the precise gap in your understanding that you need to fill.

From that gap, you can research the answer from a textbook, teacher or online. Generally, once you’ve narrowly defined your misunderstanding it becomes much easier to find the precise answer.

I’ve used this technique hundreds of times, and I’ve found it can tackle a wide variety different learning situations. However, since each might be slightly different, it may seem hard to apply as a beginner, so I’ll try to walk through some different examples.

For Ideas You Don’t Get At All

The way I handle this is to go through the technique but have the textbook open to the chapter explaining that concept. Then I go through and meticulously copy both the author’s explanation, but also try to elaborate and clarify it for myself. This “guided” Feynman can be useful when trying to write anything on your own would be impossible.

Here’s an example I used for trying to understand photogrammetry.

For Procedures

You can also use the method to fully understand a process you need to use. Go through all the steps and explain not only what they do, but how they execute it. I would often go through proof techniques by carefully explaining all the steps. I also used it in understanding chemical equations or in organizing the stages of glycolysis in biology.

You can see this example I used when trying to figure out how to implement grid acceleration.

For Formulas

Formulas should be understood, not just memorized. So when you see a formula, but can’t understand how it works, try walking through each part with a Feynman.

Here’s an example I used for the Fourier analysis equation.

For Checking Your Memory

Feynmans also offer a way to self-test your knowledge of the big ideas for non-technical subjects. Being able to finish a Feynman on a topic without referencing the source material means you understand and can remember it.

Here’s one I did for an economics class, recalling the concept of predatory pricing.

Developing a Deeper Intuition
Combined with practice questions, the Feynman technique can peel those first few layers of understanding. But it can also drill deeper if you want to go from not just having an understanding, but to having a deep intuition.

Understanding an idea intuitively isn’t easy. Once again, getting to this point is often seen as a quasi-mystical process. But it doesn’t have to be. Most intuitions about an idea break down into one of the following types:

Analogies – You understand an idea by correctly recognizing an important similarity between it and an easier-to-understand idea.
Visualizations – Abstract ideas often become useful intuitions when we can form a mental picture of them. Even if the picture is just an incomplete representation of a larger, and more varied, idea.
Simplifications – A famous scientist once said that if you couldn’t explain something to your grandmother, you don’t fully understand it. Simplification is the art of strengthening those connections between basic components and complex ideas.
You can use the Feynman technique as a way of encouraging these types of insights. Once you’ve gotten past a basic understanding of the idea, the next step is to go further and see if you can explain it using some combination of the three methods above.

The truth is plagiarism is okay too, and not every insight needs to be unique. Understanding complex numbers as being two dimensional is hardly original, but it allows a useful visualization. DNA replication working like a one-way zipper is not a perfect analogy, but so long as you understand where it overlaps, it becomes a useful one.

The Strategy to Learn Faster

Learning faster doesn’t need to be a trick to work well. It simply means recognizing what is actually going on when we reach a new level of insight and finding tools to help us reach those stages consistently.

In this article I described learning as being three stages: coverage, practice and insight. This gives the false impression that these three occur always in distinct phases and never overlap or repeat.

In truth you may find yourself going between them in a loop as you successfully peel down to deeper layers of understanding. The first time you read a chapter you may get only superficial insights, but after doing practice questions and building intuitions, you may go back and read for deeper understandings.

Applying the Drilldown Method for Non-Students

This process isn’t one you need to be a student to apply. It also works for learning complex skills or building expertise on a topic.

For skills like programming or design, most people follow the first two stages. They read a book teaching them the basics, then they practice with a project. You can extend that process however, and use the Feynman technique to better lock in and articulate the insights you create.

For expertise on a topic, the only difference is that, prior to doing coverage, you need to find a set of material to learn from. That could be research articles or several books on the topic. In either case, once you’ve defined the chunk of knowledge you want to master, you can drill down and learn it deeply.

To find out more about this, join Scott’s newsletter and you’ll get a free copy of his rapid learning ebook (and a set of detailed case studies of how other learners have used these techniques).

(Image by afagen.)

Friday, August 24, 2012

《哈佛商業評論》最經典的兩篇時間管理文章:《能量管理,而非時間》和《猴子在哪兒? 》



來源: 鄔浩的日誌

能量管理,而非時間

作者: 托尼?施瓦茨(Tony Schwartz)

時間,是職場中人最感稀缺的資源。很多經理人每天工作12到14個小時,很少正常吃飯,不是隨便抓點什麼匆匆填進肚子,就是坐在辦公桌旁邊幹邊吃;要么就是沒完沒了的應酬,無法與家人共進晚餐;睡眠不足,沒有時間運動;心懷愧疚和不快,身心俱疲,這一切似乎已經成了經理人的生活常態。

我們大多數人都用延長工作時間的方法來應對日益繁重的工作任務,這不可避免地影響到我們的身體、心理和情緒。就企業而言,這必將導致員工的工作積極性降低、精力渙散、離職率居高不下、醫療成本激增。在過去5年裡,作者所在的Energy Project公司為包括索尼公司和美聯銀行在內的一些大型組織提供了諮詢和培訓服務,通過一個名為"能量管理計劃"的項目,幫助數千位領導人和管理者建立起良好的習慣,科學地管理他們的能量,而非時間。最後的數據表明,參與該計劃的員工的績效表現均優於對照組,高能量能夠創造出更高的績效。

作者認為,延長工作時間之所以不可取,是因為時間是一種有限的資源。相比之下,能量則不同。物理學將能量(Energy)定義為工作時可資使用的潛在能力,對於人類來說,能量主要來自4個源泉--身體、情緒、思想和精神,通過形成特定的習慣,以上每個源泉都能為人類系統地增加並定時補充能量。所謂特定的習慣,就是有意識地按照嚴格的時間表進行日常活動,並儘快使它們轉變為無意識的、自動自覺的行為。為了有效地給員工補充能量,組織的著眼點必須從"向員工索取更多"轉移到"為員工付出更多",這樣,他們才會鼓足乾勁,才能為每天的工作投入更多。

能量管理計劃首先從對體能的關注開始,因為一個好的身體能夠產生更多能量。誰都知道營養不良、缺少運動、睡眠不足和休息不夠會降低人的基礎能量水平,削弱他們的情緒控制力和專注力。作者和他的同事幫助經理人制定一些能夠增強、恢復和補充體能的習慣,敦促他們規律飲食,按時作息,加強鍛煉。很多參與這一計劃的管理​​者都反映,隨著體能的增強,他們的工作效率也有所提高。

該計劃的第二個關注點是情緒。作者認為不管外部壓力有多大,人們只要控制好自己的情緒,就可以提高能量的質量。大多數人都發現,當自己情緒愉快的時候,往往就是績效最高的時候。為做到這一點,除了注意工間休息,還應養成三個簡單而有效的習慣--深呼吸放鬆自己,向他人表達讚賞,並且換一種積極的方式來講述自己生活中發生的事件。事實證明,積極的情緒能夠提高能量的質量水平。

該計劃的第三個關注點是思想,思想必須集中。許多高管認為,如果有一大堆任務擺在面前,就必須同時著手處理,但實際上,這種做法會降低工作效率。作者建議高管們制定一些習慣來減少科技給生活帶來的無情干擾。比如:只在固定時段接發電子郵件,開會時不接聽電話,等等。集中註意力,使高管們的能量不致分散,他們就能在較短的時間內完成與過去相同的工作量。

該計劃的第四個關注點是精神。作者認為,當人們的日常工作​​和活動與他們最為珍視的、能夠賦予他們意義感和目的感的東西相一致時,他們的精神能量就會發揮作用。為此,人們需要理清優先事項,並以此為准在三個方面製定習慣:做自己最擅長和最喜歡的工作;有意識地為生活中最重要的領域分配時間和精力,認真工作,關心家庭、健康和他人;此外,還要在日常行為中奉行自己的核心價值觀。管理時間:誰得到猴子?
Willam Oncken Jr. 和 Donald L.
Wass文;Stephen R. Covey評
下屬的負擔似乎總是最終落在經理的背上。以下是如何擺脫負擔的方法。

為什麼經理們總是沒有時間,而他們的下屬卻總是沒有工作?這裡我們將探討“管理時間”的內涵,因為它涉及到經理和他們的上司,其他經理以及下屬之間的不同關係。

具體而言,我們將討論三種管理時間:
受老闆制約的時間——用於完成那些老闆要求的工作,而且經理若不完成,將迅速受到直接的處罰。

受公司製約的時間——用於處理來自其它經理的求助。忽略這些要求,也將受到處罰,儘管不那麼直接或迅速。

受自己制約的時間——用於處理經理自己想出或同意做的工作。其中一部分時間會被下屬佔用,稱為受下屬制約的時間;剩下的時間屬於經理自己,被稱為“自由支配時間”。 “自己的時間”不會受到任何處罰,因為無論老闆還是公司都不知道經理沒有完成自己原本打算完成的工作,也就無法對他進行約束。

要應付來自各方面的要求,經理需要控制好工作時間和內容。既然老闆和製度規定的工作存在受罰風險,所以經理不能忽視。這樣自己的時間便成了他們最關心的問題了。

經理應該通過盡量減少“自己的時間”中受下屬制約的時間部分來提高自由支配時間部分。然後利用這些提高的自由支配時間部分來更好地處理老闆和公司給他規定的工作。大部分經理幾乎從未意識到:他們大部分時間都花在了下屬問題上。所以,我們將使用“背上的猴子”這個比喻來解釋“受下屬制約的時間”是如何形成的,以及經理應怎樣做。

William Oncken Jr. 直至1988年逝世之前一直擔任William Oncken公司的董事長。目前他的三兒子正領導此公司。

Donald L.Wass,在此文首次發表時擔任William Oncken公司德克薩斯分公司的總裁。現領導經理人委員會(TEC)Dallas – Fort Worth分會,該委員會是面向總裁和CEO的國際組織。

本文首次發表在《哈佛商業評論》,1974年11-12月期上,並榮獲該雜誌最暢銷的兩篇重印文之一。

為重刊此篇經典文章,《哈佛商業評論》邀請Stephen R. Covey點評。

猴子在哪兒?
讓我們想像一下,一個經理正走在大廳時,這時他看見一個下屬Jones迎面而來。兩人碰面時,Jones打招呼道,“早上好。順便說一下,我們出了個問題。你看……”當Jones繼續往下說時,經理髮現這個問題與所有下屬提出的問題具有兩個相同之處,引起了他的注意。這兩個相同之處是:(1)經理知道自己應該參與解決問題(2)經理知道目前還無法提供解決問題的方案。於是,經理說,“很高興你能提出這個問題。我現在很忙。讓我考慮一下,再通知你。”然後他就和Jones各自走開了。

現在我們分析一下剛才發生的一幕。他們兩個人碰面之前“猴子”在誰的背上?下屬的背上。兩人走開之後,又在誰的背上?經理的。一旦猴子成功地從下屬的背上跳到上司的背上,“受下屬制約的時間”便一直持續到猴子回到真正的主人那兒接受照顧和飼養。在接收這隻猴子的同時,他也就自動地站到了他下屬的下屬位置上。也就是說,當經理做了兩件一般應讓下屬為老闆做的事時,他也讓Jones將他變成了她的下屬。這兩件事就是—— 經理從下屬那兒接過了責任,並承諾匯報工作進展狀況。

而下屬呢,為了確保經理不會忘記這件事,以​​後她會將頭探進經理辦公室,歡快地詢問道,“怎麼樣了?”(這叫監督)。

或者讓我們想像一下經理是如何結束他和另一位下屬Johnson的談話的。他離開時說,“好的。給我一份備忘錄。”

我們分析一下這個場景。猴子現在在下屬的背上,因為下一步要採取的行動是他,但猴子準備跳躍了。觀察這隻猴子。 Johnson盡職地寫好經理要求的備忘,放在發件籃裡。然後很快經理從收件籃中收到並讀了一遍。現在該誰採取行動?經理。如果他不迅速採取行動,下屬就會越生氣(因為他會浪費時間),經理也就越內疚(他所背負的“受下屬制約的時間”也會越來越重)。

或者,設想經理在和另一個下屬Smith會面時,他同意為他讓Smith作的公共關係建議書提供一切必要的支持。結束的時候經理說,“需要幫助儘管告訴我。”

我們來就此作一分析。同樣,猴子本來是在下屬背上的。但是又有多久呢? Smith 意識到:直至經理批准她的建議書才能讓經理“知道”。根據經驗,她也意識到她的建議書會在經理的公文包里呆上幾個禮拜才能得到處理。是誰真正得到了猴子?誰要找誰核實?浪費時間和瓶頸問題又會發生。

第四個下屬,Reed,剛從公司的另一部門調任,將發起並管理一項新的業務。經理說過他們馬上要碰個頭,訂出一套新的工作目標,並補充說,“我會草擬一個跟你討論的大綱。”

我們也來分析一下。下屬(通過正式委任)得到了一份新工作並(通過正式授權)負有全部責任,但是經理要負責下一步的工作。在他作出任何行動之前,他肩負著猴子,而下屬也無法開展工作。

為什麼會發生這樣的情形?因為在各種情形下,經理和下屬在最初時總是自覺或不自覺地認為他們所考慮的問題是兩人共同的問題。每次猴子都是在經理和下屬的背上跳來跳去。它所要做的就只是不合時宜地跳,然後,一轉眼,下屬就機敏地消失了。於是,經理的一大堆事務中又增添了一樁。當然,可以培訓猴子合時宜地跳。但在最開始就阻止它們叉腿坐在兩個人的背上就更容易些。

誰為誰工作?
設想一下,如果這4個下屬都能為他們上司的時間周全地考慮,從而盡量使每天跳到經理背上的猴子不超過3只。在5天的工作周里,經理就會得到60只尖叫的猴子——猴子太多,會令他無法一隻一隻地處理好。所以他只能將“受下屬制約的時間”花在搞定“優先事情”上。

週五下午快下班時,經理把自己關在辦公室時考慮面臨的事情,而他的下屬們則等在門外希望能抓住週末前的最後機會提醒他“快作抉擇”。想像他們在門外等的時候怎樣彼此悄悄議論:“真是難辦。他根本沒法作任何決定。真是不知道像他那樣一個沒能力作決定的人怎麼在公司做得這麼高。”

最糟的是,經理無法作出任何“下一步的行動”是因為他幾乎所有的時間都花在了應付上司和公司要求做的事上了。要完成這些事,他需要自由支配的時間,而當他忙於應付這些猴子時,也就失去了自由支配的時間。這樣經理就陷入了惡性循環中。但是時間卻被浪費了(這是說得輕的)。經理用對講機告訴秘書,讓她轉告那幾個下屬,他只能禮拜一早上見他們了。晚上7點,他離開公司,下定決心要第2天回辦公室,利用周末處理事情。第2天清晨,當他回到辦公室時,卻透過窗戶看見高爾夫球場上看見兩對人正在打球。猜到是誰了吧?

這下好了。他現在知道誰是真正為誰工作了。而且,他現在也明白了,如果他這個週末完成了他要完成的任務,他的下屬就會士氣高漲,從而每個人都會提高跳到他背上的猴子數量。簡而言之,當他登高遠眺時,現在他明白了他越被糾纏不放,就會越落後。

於是他正像躲避瘟疫似地飛快地離開了辦公室。那他的計劃呢?多年來他一直沒時間做的一件事:和家人共度週末。 (這是自由支配的時間的眾多形式之一。)

週日晚上他享受一次長久10小時的香恬醇酣,因為他對周一已有了清楚的計劃。他要摒棄下屬強加給他的時間。而同時,他也得到相同長度的自由支配時間。其中,他還要將一部分自由支配時間花在下屬身上,以確保他們學會艱澀難懂卻極有意義的管理藝術—— “猴子的照料和餵養”。

經理也有了大量的自由支配時間來控制他的“受上司製約的時間”和“受公司製約的時間”的時限和內容。這也許需要幾個月的時間,但和一直以來的情形相比,回報將是異常豐厚的。他的最終目標是管理自己的時間。

擺脫猴子
週一早上,經理盡量晚地回到辦公室,他的4個下屬已聚集在他的辦公室門口等著詢問他猴子的問題。他把他們逐一叫進辦公室。每次面談的目的是拿出一隻猴子放在兩人中間的辦公桌上,共同思考下屬的下一步行動應是什麼。對於有些猴子也許要花更長一些的時間。下屬的下一步行動也許很難定奪,那麼經理也許可以暫時決定先讓猴子在下屬背上過夜,然後在第二天早上約定的時間把猴子帶回到經理辦公室,繼續尋求下屬的下一步行動方案。 (猴子在下屬和經理的背上都睡得一樣香)。

當經理看見各個下屬帶著各自的猴子離開辦公室,覺得很滿足。在後來的24小時裡,不再是下屬等待經理;相反,是經理在等待下屬了。

後來,似乎是為了提醒自己有權利在間歇期間參與一項有建設性的工作,經理踱步走到下屬辦公室門口,探進頭去,歡快地問道,“怎麼樣?”(這裡的時間,對於經理是自由支配時間;對於下屬則是上司施加的)。

當背著猴子的下屬在第二天約定的時間與經理會面時,經理這樣解釋基本規則:

“任何時候當我幫助你解決這樣或那樣的問題時,你的問題都不應成為我的問題。你的問題一旦成為我的問題,那你就不再有問題了。我不會幫助一個沒有問題的人。

“這次面談結束後,問題應該由你帶出去—— 正如由你帶進來一樣。你可以在任何約定的時間向我求助,然後我們可以共同決定下一步誰應採取什麼行動。

“在偶爾需要我採取行動的情況下,我們倆要共同決定,我不會單獨採取任何行動。

經理就這樣將他的思路傳遞給各個下屬,一直談到上午11點。這時他突然明白他不用關門了。他所有的猴子都不見了。當然他們都會回來——但只在約定的時間。他的日程安排將確保這一點。

轉移主動性
我們採用這個“背上的猴子”的比喻的目的是經理能將主動性轉給並一直留在他的下屬那兒。我們曾試圖強調一個淺顯易懂的老生常談,即:在培養下屬主動性之前,經理必須確保他們有這種積極主動的精神。一旦他將主動性收回,他也就失去了它,並要向自由支配時間說“再見”。一切又將回到受“下屬制約的時間”。

同樣,經理也無法與下屬同時有效地擁有主動性。一旦有人說“老闆,我們這兒有個問題”時,即暗含著這種雙重性;同時,也正如以前提到過的,說明猴子叉腿坐在了兩個人的背上,這對於開始職場生涯的一隻猴子來說是很糟的。因此,讓我們花幾分種的時間來探討我們說的“管理主動性剖析”。

經理在處理他與上司和公司的關係時可以有5個級別的主動性
1、 等著被叫去做(主動性的最低級)
2、 問應該做什麼
3、 提出建議,然後採取最終行動
4、 採取行動,但馬上提出建議
5、 自己行動,然後按程序匯報(主動性的最高級)

顯而易見,經理應該足夠職業化,從而在處理與老闆或公司的關係上不會採取1級和2級主動性。採取1級主動性的經理無法控制受老闆制約的時間和受公司製約的時間的計時和內容,從而失去了對他被要求工作的內容和時間進行抱怨的權利。採取2級主動性的經理可以控制計時,卻無法控制內容。而採取3、4、5級主動性的經理則可以控制計時和內容,尤以採取5級主動性的經理控制力最大。

在處理和下屬的關係上,經理的工作是雙重的。首先,取締1級和2級主動性,這樣下屬就不得不學習並掌握“完成的員工工作”。然後,他必須確保每一個離開他辦公室的問題都有一個認同的主動性級別,和與下屬會面的下一次時間及地點。後者應在經理的日曆上標明。

猴子的照料與餵養
為了進一步弄清背上的猴子與分配任務和進行控制之間的比喻關係,我們可以大致參考經理的約會安排。經理的約會安排需要運用指導“猴子的照料與餵養”管理藝術的5人嚴格規則。 (違反這些規則會造成自由支配時間的喪失)。
規則1 猴子要么被餵養,要么被殺死。否則,他們會餓死,而經理則要將大量寶貴時間浪費在屍體解剖或試圖使他們復活上。
規則2 猴子的數量必須被控制在經理有時間餵養的最大數額以下。下屬會力所能及地盡量找到時間餵養猴子,但不應比這更多了。飼養一隻正常狀況的猴子時間不應超過5到15分鐘。
規則3 猴子只能在約定的時間餵養。經理無須四處尋找飢餓的猴子,抓到一隻餵一隻。
規則4 ​​猴子應面對面或通過電話進行餵養,而不要通過郵件。
(記住:如果通過郵件的話,採取下一步行動的人就是經理)。文檔處理可能會增加餵養程序,但不能取代餵養。
規則5 應確定每隻猴子下次餵養時間和主動性級別。這可以在任何時間由雙方修改並達成一致,但不要模糊不清。否則,猴子或者會餓死,或者將最終回到經理的背上。

“控制好工作的時間和內容”是一條關於管理時間的恰當建議。對於經理而言,商務中首要任務是通過消除“受下屬制約的時間”來增加自已的“自由支配時間”,其次是利用這部分剛發現的自由支配時間確保各個下屬確實具有並運用積極性。最後經理利用另一部分增長的自由支配時間控制“受老闆制約的時間”和“受公司製約的時間”。所有這些步驟將提高經理的優勢並使他花在支配“管理時間”上的每個小時的價值能無任何理論限制地成倍增長。

為大猩猩創造時間
Stephen R.Covey評
當Bill Oncken於1974​​年寫這篇文章時,經理們正面臨困境。他們正苦苦尋求解放自己時間的辦法,但又只能面對命令和控制的現實。經理們覺得他們不應授權下屬作決定。那太危險,風險太大了。這就是Oncken的建議即將“猴子歸還給正當的主人”引起了一場極具重大意義的工作風格轉變。今天工作的許多經理都應感謝他。

自從Oncken提出膽大建議後就出現了巨大變化,這樣的說法實不為過。命令和控製作為一種管理哲學早已過時,而“授權”是當今所有試圖在競爭日益激烈的全球市場取得成功的公司必須掌握的關鍵。但是,命令和控制卻頑固地作為一種常見工作方式而繼續存在著。在過去的十年中,管理思想家和經理人都發現自己無法做到簡單地將一隻猴子還給下屬,然後若無其事地繼續自己的工作。給下屬授權是一項艱辛而復雜的工作。

原因是:當你把問題還給下屬讓他們解決時,你必須確信他們有解決問題的願望和能力。而所有管理人員都知道,事實並非如此。如果是一系列新的問題,授權通常意味著你必須培養員工,在最初時這本身就比自己解決問題要更費時。

同樣重要的是,授權只有在整個公司都接受它即正式的公司製度和非正式的文化都支持它時才能奏效。經理需要因下放決定權和培養員工而受到獎勵。否則,在一個公司真正授權的程度就要因不同經理的信仰和工作風格而異了。

在授權中最重要的也許是Oncken所主張的那種有效授權有賴於經理和下屬相互信任的關係。 Oncken的建議在當時也許是超前了,但仍然是一個獨斷的解決辦法。他只是告訴老闆們“把問題還回去”。今天我們知道,這個方法本身就過於專制。要想有效地授權,管理人員需要與下屬建立一種對話關係和合夥人關係。畢竟,如果下屬害怕在老闆面前出差錯,他們會不斷回來要求幫助,而不是真正地主動作決定。

Oncken的文章也沒有談及二十多年來我一直頗感興趣的授權中的另一方面,即許多經理實際上非常急切地想背起下屬的猴子。在與我談過的經理中,幾乎所有人認為他們的員工​​在現在的崗位沒有人盡其才。但即使是其中幾位非常成功,看上去無比自信的經理人都談起過要放棄對下屬的控制有多難。

我已經將控制他人的渴望歸因於這樣一種根深蒂固,被廣泛認同的觀念:即生活中的回報是貧乏而脆弱的。無論他們是從家庭、學校還是運動中學到這種觀念,許多人需要從與他人的比較中確立自己的身份。例如,當看見別人得到了權力、信息、金錢或認可,他們就會產生一種心理學家Abraham Maslow所說的“失落的感覺”,一種自己的東西被人奪走的感覺。這使得他們難以為別人,即使是自己所愛的人的成功感到由衷的高興。 Qncken說經理可以很容易地歸還或拒絕猴子,但許多經理也許會下意識地害怕工作積極主動的下屬會使他們顯得不夠能幹、比較脆弱。

那麼,經理們應如何培養內心的安全感,即“豐富”的心態來使自己放棄控制並尋求自己周圍人的發展和成長呢?我在許多公司所做的工作表明:一個遵循以一定原則為基礎的價值系統的正直經理最有可能維持一種授權式領導。

由於Oncken寫文章時所處的時代,難怪他的建議會得到經理們的共鳴。但還要歸功於Oncken講故事能力的推動。我於70年代在演說家的圈子裡認識了Oncken,那時候我就對他將自己的想法繪聲繪色地細細道來的能力留有深刻印象。正如Dilbert的連環漫畫,Oncken可以用一種挖苦的口吻觸及最令經理沮喪的核心,讓他們想重新控制自己的時間。而且背上的猴子也不僅僅是Oncken的隱喻,也是他個人形象代表。我有幾次看見他背著塞得滿滿的猴子走過機場。

我對他的文章成為《哈佛商業評論》有史以來最暢銷的兩篇文章之一毫不驚訝。無論我們對授權的了解有多少,這篇文章的生動建議在今天比25年前更為重要。的確,Oncken的遠見卓識成為我研究時間管理的基礎,我在工作中就要求人們根據緊急和重要程度規劃自己的活動。我一遍一遍地聽經理人說他們有一半或更多的時間花在了緊急卻不重要的事情上。他們陷入了不斷為別人解決猴子問題的無止境的循環中,但他們卻又不願幫助下屬發揮其主動性。結果是他們經常是太忙了,而無法將時間花在處理公司真正的猩猩上。 Oncken的文章對於那些需要有效授權的經理人來說仍然是一個強有力的鬧鈴。