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Management.txt
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One
毛泽东的驭人之道 帝王之术登峰造极
(博讯北京时间2015年8月11日 转载)
(万维读者网网友冼岩来稿)史家公认,毛泽东将中华自古传承的帝王之术运用到了登峰造极,尤其是在建国以后。建国前,争鼎逐鹿,“得天下”为第一要务,其用人之时,选人多以适于事功为主;建国后,“保天下”成第一要务,毛自身对权力的掌控亦成为第一考量。
自古以来,论及一国一朝人事安排上的成功,多以“将相和”作为佳话。其实,这只是民间的想象和愿望,历史上真正运行的,却是与此截然相反的潜规则。君王南面之术,无不遵循利用矛盾使相互制衡。而毛的用人、驭人之道,更是以“不和”作为根本,充分地制造和利用“不和”。
相互制衡,是以上驭下的通行之道。但一般不过是将权位分解,在重用某人的同时,将与其“不洽”者放到相应的制衡位置。例如蒋介石就是这样做的。
但毛的做法更极端,他是没有矛盾也必制造出矛盾。其效果已主要不是让下属相互制衡,更重要的是拆其羽翼,使重臣难以依势坐大,不致最终威胁到自己。建国前迫于巨大外部压力,这一手法的运用还空间有限;建国后,马上“大放异彩”。
第一个试招的典型无疑是高岗,目标是制造高、刘矛盾。高岗进京获重用后,毛特意与其密谈,重点谈刘少奇的“历史问题”,嘱其注意、调查。话题之禁忌、托付之殷切,令高不能不为之激动,以为毛有意于己。但可能由于是第一次大动作地运用,毛的手法还不够精妙,已近乎赤膊上阵,结果把事情玩大、玩砸了——不但高以为毛要以己替刘,就连其他人也以为如此,于是附和者众,弄得不可收拾——高已经不止是制衡刘而是直接要刘的位子了。于是毛只好“顺应众意”,反手将高拍倒。这种弄巧成拙,搞出建国后第一个“反党集体”案,也使毛陷于被动,一时间不好再对刘安排“矛盾”。此后刘、邓之能靠近,殆有此因,此则为毛始料未及。
然后是粟裕。毛任粟为总参谋长时,彭德怀正因朝鲜战争而“翘尾巴”,不好控制。毛通过多次对粟的推崇、看重,激起其“抗彭”心态,以实现对彭的制衡。但粟也是自视甚高、恃才傲物之辈,于是乃有私自问询苏联方面国防部与总参部职权划分之举,被彭抓住把柄;再加上刘为培植军中班底,竭力拉拢粟,刘、粟靠近,犯毛大忌,于是顺水推舟再牺牲粟裕。
接着登台的是林彪,彼时不负责任何具体事务、闲置在家养病的林彪,其党内、军内排名,突然被高拔于主持军委日常工作的彭德怀之上。以彭之脾性,对此如何能忍?早在1959年庐山会议之前,毛以林代彭之意已明,其势亦成,彭在庐山的高调一击,固然是忧国忧民,但也不能不说与此有关。人皆言庐山会议上林对彭出手狠准,焉知林、彭之对立早已不可避免——林未有一言一行,而毛仅凭一次升迁,即置其于彭之对立面。
林掌军权后,则有罗瑞卿、杨成武两任总参谋长先后折戟,而罪名同一——都是“对林彪搞封锁”。所谓“封锁林彪”,实毛有意制造矛盾使然。毛嘱罗、杨,有事不通过主管军事的林彪,而直接报到自己这儿;或者从自己这儿直接到周恩来处,由周处理,虽然周在军中并无任职。虽然按职责,罗、杨须直接听命于林,对林负责,但毛之吩咐,罗、杨安敢不遵?反过来,也只有因为是毛本人的直接授意,罗、杨才敢于绕过林——罗、杨与林彪固厚,然而当面对二选一时,无论如何也必然是选毛而非林。罗、杨皆林之老部下,曾深得林之信任,上下相宜。也因此,林掌军权后先后推荐此二人为总参谋长。然而,毛仅仅一句“此事不要告诉林彪”或“此事直接找总理”,则令其多年上下情深成为泡影,乃至彼此形同寇仇,其“制造矛盾”之术,确已炉火纯青。
以罗瑞卿案为例,林彪不是神经病,罗瑞卿为其部下多年,一直得其信任,如果没有发生问题,林为什么一定要拿下罗?林说罗“封锁”自己,必定是有事实依据的;而罗瑞卿也不是神经病,林彪是其老上司,一直相处愉快,总参谋长还是林推荐的,与林搞好关系,对罗的意义自不待言,如果不是毛的要求,罗又怎么可能冒得罪林的风险“封锁”林?对于毛的这一套,党内最高层核心圈应该皆心知肚明,只是其他人都只是默默承受“封锁”,不表异议、不满,不仅周如此,刘亦然。但林彪却不同,他虽然也无法对毛怎么样,却能够拿罗、杨出气——文革前林之非得要拿下罗不可,部分原因亦是在对毛作态:“我林彪不是可以任人摆布的”。林彪其人,不但长于军事斗争,亦长于政治斗争(党内斗争),且其性格也迥然有别于其他中共高层。如非其后期因身体影响精神、智力,应该不会落于9.13的困局。
然毛此种“制造矛盾”之术,也力有穷时。说到底,一切权术皆依人心而作,须依附人的权利欲起作用。当遇到确无“野心”、只想着混日子吃喝玩乐的黄永胜担任总参谋长时,毛即无所施其伎。1970年庐山会议后,毛逼“四大金刚”检讨,话里话外暗示要炮打林彪,但以黄永胜为首的“四大金刚”就是不接招——当然,这也是因为毛此招用得太勤,前面已倒下炮灰无数,后面的怎么也会吸取点教训。毛一方面无可奈何,另一方面对林更猜忌、警惕,“倒林”之心更切,于是乃有1971年的南巡吹风。
林死后,周暂时主持工作,毛同时筹划邓小平复出。邓复出后参加的第一次重要党内活动,就是周的批斗会——这是要邓交“投名状”,制造周、邓矛盾。邓复出后能否得到重用,就看他“批周”是否给力。结果邓抛出“一步之遥”论,基本过关。学者高文谦说,那么多人发言,唯有邓的讲话最令周感痛心——这不仅仅是臆测,而且是在有意抹黑邓。周作为“老运动员”,自己也被迫讲了无数的违心话、诛心话,怎么可能不理解邓当时的处境?后面的事实、周邓的相互维护,也证明了此点。虽然被毛强种下一根刺,但以周、邓的政治智慧,共同面临的政治压力,他们还是逐渐靠近,相互取暖。
对于复出后的邓,毛倒是没有再刻意为其制造对立面,因为他的对立面已经太多了,他必须在荆棘丛中杀出一条路来。毛不怕他阻力不够大,只怕他阻力太大撑不住。所以,在邓重新掌权的大多数时候,毛都是自己直接站出来支持邓,哪怕其对面的是江青。只是因为邓对文革问题“死不悔改”,毛才不得不最后奋力一击再次将其打倒。曾有议论说,邓再次倒台是因为毛远新、许世友等“进谗言”——其实,毛、许说的都是事实,邓确实反对文革那一套,心有所思,言行必有所表露。毛、许只是向最高领袖反映了真实情况而已,何来谗言一说?说到底,这只是政治路线分歧,而非关个人品质。
总而言之,毛的驭下之道善于利用矛盾,没有矛盾也要制造矛盾,制造对立面;而一旦情势变化,当毛特别需要矛盾的某一方效忠时,毛又可以毫不犹豫地牺牲另一方,哪怕此另一方与前者的矛盾正是由他一手打造。这样一来,政坛就变得无比凶险,一入场中,人人皆不可免于危险。就像开车一样,你规规矩矩开车也没用,因为人家要来撞你,你有什么办法?由于君臣权位之别,毛为刀俎,人皆为鱼肉。毛坐在高高云端,只须手掌上下翻覆,其他人就要上蹿下跳拼命翻跟头,却怎么也跳不出毛的掌心,只能任其拿捏。
Two
得民心未必得天下——建文故事兼向胡、温进言
国人的性情,受孔孟影响甚深,喜含蓄,不喜张扬。看腻了十多年的江氏风头秀,胡、温的稳健作风,谦和态度,以及萨斯风暴中的杰出表现,赢得了海内外一片赞誉。邓公之后,又有如此杰出的领导人代出,是国家之幸,民族之幸。海内外于是有进言胡、温乘胜推行政改,恨不能一夜之间在中国实行了民主。余初不以为然,相信胡、温不至于急躁冒进。但近来先后有报道胡、温欲实行省长差额选举制,欲订立高级干部财产公开制遭常委会封杀云云。相信不完全是空穴来风,闻之深以为忧。常言当局者迷,旁观者清。在下斗胆,愿为胡、温建言一二。或问,肉食者谋之,汝何间焉?答曰,国家兴亡,匹夫有责!胡、温可以不听,在下不可不言!
数学里的有种“混沌”现象很有趣。比如一张混沌风暴图,取任意一点放大来看,会得出一张雷同而不全等的风暴图。在新图上任取一点放大,又可获得一张类似的风暴图。如此可以无限次重复。中国的历史,其实就是一个混沌现象,几千年来,历史的车轮不停地循环往返,似是而非地重复着自己的轨迹。历史上与胡、温今日处境类似的不少。最近的是光绪,大家想来耳熟能详。可看官有几位还记得建文皇帝?他在中国的历史长河里几乎没有泛起涟漪,就消失得无影无踪。而他身处的社会背景,却与胡、温面对的极为相似。
明太祖朱元璋以马上得天下,重武轻文,国家典章制度,无不以严刑酷法诉求,比如挑筋,剁指,刖足,抽肠,剥皮种种,均为前代所无。比如县官贪墨,剥皮后充以稻草,立于后任县官公案之侧,以为示警效尤。如此令人毛骨耸然的法制,也没有挡住大明朝官场汹涌澎湃的腐败浪潮!中国的腐败文化,在明朝发扬光大,臻于完善,到清朝,到如今,势不可挡,愈演愈烈。今天可以说,哪怕有公务员财产公开制出炉,贪官们照样有办法蒙混过关。
太祖晚年,“雄猜好杀”,一不当则斥,一得罪则诛。臭名昭著的“文字狱”即自元璋始。文人有一字不当,一语不合,即可招致杀身灭族之祸。文臣上朝如活着回家,就要举家欢庆了。毛泽东的晚景,与之极为类似。毛泽东是否以太祖自况?不得而知。但毛对朱元璋显然有着超乎寻常的兴趣,在踏着万千骷髅登上权力的最高峰之后,极为罕见地关照史学家吴晗,让其修改作于解放前的名著《朱元璋传》。昔日的民主斗士、今天的御用文人吴晗小心翼翼,按照毛的旨意,运用“辩证唯物主义”的史学观,果然“发现”朱元璋不是“流氓暴君”,而是拯民于水火的农民革命英雄。但百密一疏,他万万没料到书中有关太祖禁止后妃干政的记载,竟成了他日后的死罪之一。江青看到此书后,暴跳如雷,果然在文革中置吴晗于死地。
与毛泽东不同的是,朱元璋有26个儿子,除太子朱标和早殇二子外,其余23子分封全国各险要关隘为藩王。合格的皇位继承人太多了,成为隐患。太子去世后,朱元璋立其子允炆为太孙,以断绝儿子们对皇位的觊觎。为了让“仁柔孝友”的孙子顺利继位,朱元璋以莫须有的罪名,杀尽了开国功臣,却没想到骨肉也会相残。洪武三十一年,太祖驾崩。太祖对崛起的藩王尤其是燕王朱棣不是没有警觉,遗诏诸子不得进京奔丧。皇太孙顺利继位,史称建文帝。叔父们虽心怀不满,尚无人敢向正统挑战。
建文帝虽长于深宫,却深知民间疾苦。太祖31年极权统治,给他留下了一个民不聊生的烂摊子。拨乱反正,成为建文君臣的首要任务。即位伊始,建文帝便下诏要“诞布维新之政”,变更祖制。建文在位四年,轻徭薄赋,宽刑省狱,甚至起用被诛功臣的子孙。文化上一反太祖右武轻文,广开科举,“尊右文教”,得到国人尤其是文人的爱戴和支持。这些近乎革命性的大动作,在其后的几百年间,只有邓小平复出后的拨乱反正,可与之媲美。遭到既得利益集团的激烈抵制和反抗,是意料之中的。但小平乃是有大智慧的一代伟人,其之改革开放,虽有反复,却无军人集团反抗,终成大业。毛泽东晚年接受小平进言,以迅雷不及掩耳之势,调换了八大军区司令,使之不能号令军队,阴差阳错,实居首功!
建文君臣所面临的局面要艰难得多。藩王坐大,已对皇权构成严重威胁。朱元璋生性多疑,唯独不怀疑自己的儿子,外放为藩王,以起攘外安内之效。虽然亲王们只能“分封不锡土,列爵不临民,食禄不治事”,表面上只拥有少量兵力,却握有训将练兵的重权,多少有些类似今日江氏的军委主席。表面上江氏并不主管军队的具体事务,但他通过十多年授衔,将高级将领纳入了自己的势力范围。军人们图知感激效忠江氏,不知国家制度,一味拥江留任,造成今日一国二主的尴尬局面。
建文帝军权旁落,维新改制无法保障,却欲以皇权正统,来逼诸王就范。建文当政才一年,竟以近乎莫须有的罪名,连废五王,将诸亲王为代表的军人既得利益集团逼到了悬崖边上。当他将削藩的利剑刺向燕王时,燕王一不做二不休,缩头一刀,伸头也是一刀,索性反了!
燕王朱棣为太祖第四子,在太子,秦王,晋王相继去世后,实居长位。其分封到国时才11岁,不是太祖打天下的功臣,却是太祖巩固政权的北国柱石。造反要有个说法,否则名不正言不顺。靠太祖余荫起家的朱棣,既不能反太祖,也不能反太祖指定的接班人。谋士们为他想了个绝妙的名目,那就是《皇明祖训》中的“朝无正臣,内有奸恶,必训兵讨之,以清君侧之恶”。换句话说,皇帝是好人,只是被坏人挟持了。依祖训,起兵拯救皇帝是皇叔义不容辞的职责。于是一场不义的叛乱就变成解皇上于倒悬的“靖难之役”。可朱棣并无皇帝密诏,靖难实际是违背祖训的。只是兵荒马乱之中,几人真去追究太祖的祖训?
战争伊始,朱棣的一隅藩兵并不占人数上的优势。但他足智多谋,坚韧不拔,擅权术,滥许愿,拉拢弟弟们参战。同时建文帝偃武修文,赢得了民心,却得罪了军人,前线将士不肯用力。建文四年,朱棣杀入南京,燃起一把仇恨的大火,把皇城烧了个白茫茫大地真干净。是为南京历史上的四场浩劫之第一场,其它三场依次是:太平军攻陷南京、曾国荃火烧天京、南京大屠杀。
朱棣攻占首都,建文帝却不见踪影,成为朱棣的心病。不过朱棣有的是办法,从火堆里拉出一具烧焦的尸体,套上龙袍,指鹿为马,抚尸痛哭,然后假意谦让再三,才羞答答地登上向往已久的皇帝宝座,改元永乐。如此出色的演技,朱棣可以说是古今中外皇帝第一人。
朱棣打着“靖内难”、“清君侧”的旗号,言必称祖训,行必蹈祖制。民心自然不服。就好比文革四年后,“四人帮”抗着“两个凡是”的大旗突然卷土重来,包产到户的农民、思想解放的知识分子会支持吗?可这一幕复辟闹剧却在建文四年发生了。建文政权归降者不过百人,慷慨赴死者不计其数。然而朱棣之残暴,过其父无不及,动辄杀九族,以铁血手段逼人民就范。有一件“诛十族”的案子,可谓前无古人,后无来者,惨不忍睹。录来犹觉手颤。类似的惨案不可胜举。
建文帝的文臣方孝孺,道德文章,领袖群伦,众望所归。朱棣燕郊誓师伐侄,谋士僧道衍长跪不起,请求燕王武成之日,不杀孝孺,“杀之则天下读书种子绝矣!”换言之,失尽天下读书人的心。可是行伍出身的朱棣并不在乎,杀入南京后,将死不降附的孝孺抓来起草即位诏书,用意十分明显,要借孝孺的名望来粉刷自己夺权的合法性。二人间爆发了一场激辩。
朱棣:“我法周公辅成王耳。”
孝孺:“成王安在?”
朱棣:“伊自焚死。”
孝孺:“何不立成王之子?”
朱棣:“国赖长君。”
孝孺:“何不立成王之弟?”
朱棣:“此朕家事耳!先生毋过劳苦。”
至此朱棣理屈词穷,乃强以笔墨授孝孺:“诏天下,非先生不可!”孝孺昂然答道:“死即死耳,诏不可草!”胁以诛九族,孝孺答:“便十族奈何!”朱棣恼羞成怒,“以刀抉其口两旁至两耳”,除诛九族外,还收捕他的门生成第十族,“每收一人辄示孝孺”,以为折磨。这场惨绝人寰的诛十族,“坐死者873人,谪戍绝檄者不可胜计”。 读史至此,能不令人义愤填膺?!仁慈如建文,不能保全江山社稷;暴戾如朱棣,竟为后世尊为“成祖”。天道不公啊!壮哉孝孺!谁道文人无行?使天下读书人尽如孝孺,便不会有朱元璋、朱棣乃至毛泽东之类暴君的立足之地。
无论民心向背,朱棣靠枪杆子夺取了政权,用鲜血染红了他的龙袍,人称一代雄主。其一生之“丰功伟绩”,主要有两件,一曰“永乐大典”,一为郑和下西洋。前者收集天下书籍,编纂成册。名为文化盛事,实为网罗建文朝文书,焚烧殆尽,甚至连建文的年号也被抹杀,代以洪武纪元。看起来就好象朱元璋死后在阴间还统治了国家四年。这一场耗资糜费的文化围剿,只有当代的消灭“千僖虫”运动可与之媲美。
另一项耗资巨大的动作是三宝太监郑和七下西洋。无论当代文人们如何粉饰为文化友好的使者,郑和南下的初衷只有两点:追杀建文帝和收集西洋的奇珍异宝,供朱棣享用。否则无法解释第七次归来后的毁船禁海。
毕竟朱棣心知他做的是一件忤逆的勾当,在他的父皇和侄儿的龙座上如坐针毡,死后要葬到父皇身边的可能更让他寝食不安。上台伊始,即有迁都之议。心灵挣扎多年后,终于无法坚持,力排众议,迁都北京,至死不敢再回南京,葬于十三陵之首陵─长陵。有明一代的历史,没有按照太祖的意图延伸。朱棣的篡位和迁都,不只是改变了大明朝的路线,也对后世中国的影响甚巨。此处不述。 建文君臣如不急于削藩,燕王未必造反。假以时日,诸王老去,或漏马脚,各个击破,慢慢收拾不迟。朱棣篡位后,恢复祖制到了滑稽的地步,唯有削藩照样进行。与建文帝的僵硬手段相较,朱棣使的是胡萝卜加大棒,逐步地让诸藩王得虚名交军权而不再构成对皇权的威胁,成功地恢复了洪武朝的中央集权。终明一朝,藩王未能再起大的波澜。
记得八六学运之后,诸元老暗箱操作,政治局会议上发动突然袭击,胡耀邦中箭落马,政治生命嘎然而止,无法展现他的政治抱负。耀邦为人民爱戴,是不争的事实。传说文革前,耀邦虽好读书,却因长期高高在上,盛气凌人。文革改变了他的命运,让他有机会接触了社会的最底层。复出后的耀邦,脱胎换骨,平易近人。在科学院,他和科研人员在同一张餐桌上吃饭,了解他们的状况。文革后出任组织部长,废寝忘食地平反冤假错案。他规定,任何人不得截留写给他的信。上访者无论贵贱,甚至可以等在他的寝室里,与他共进早餐,这其中包括许多当年落魄后来对他落井下石的元老。耀邦真性情中人,非政治家也!每见冤假错案,常拍案而起,一查到底,赤子之心,天日可鉴,恨不能一夜之间给中国人民营造一个宽松民主的政治环境。他的政改方案,遭到冥顽不化的元老们抵抗,不在意料之外。他的政治主张,实质是与小平一致的,但操之过急,不符合当时的国情。撤下耀邦,其实是小平为维护政局稳定,保证经济发展,与元老们达成的妥协。耀邦,不世出之明君也!其贡献,不在邓公之下;其败亡,在操之过急,令人扼腕。笔者的校友,不谙世故的科大学子们的胡闹,不过是元老们顺手拣起的一块石头而已。
古往今来,得民心却失天下的帝王多不胜数。胡、温今日之处境,虽与建文、耀邦仿佛,又优越许多,试为分析一二。
江氏之资质,不过一循吏也,非酷吏,亦非能吏。彼既无朱棣之残忍好杀,也无小平之高瞻远瞩。其接班,乃小平无奈之选,机遇也。今日中国的繁荣昌盛,端赖小平南巡之功,非江氏之力,此为国人共识。惜乎江氏无自知之明,又为小人谀臣包围,民情难达天听,复东施效颦,以小平自居,全不顾国家制度,恋栈不退,成为胡、温改革的障碍。或谓江氏不甘寂寞,或谓维护家族利益。其实不然。江氏在政治局及常委安插多名亲信,即便退位,也不至人亡政息。其被拥戴连任,实被其任内提拔之政界和军界新贵用为钟馗,依为屏障。待到他们羽翼丰满,江氏下台便不会再有人犯颜劝进。与其灰溜溜下台,不如堂堂正正撤身退步,为后来者树立榜样,应是江氏为国家能做的最大贡献,必将垂范青史。反之恋栈不退,将为历史耻笑。江氏不可不察! 胡、温所面临的贪渎腐败现象,可谓触目惊心,旷古所无。但如一味高压反腐,虽然正大光明,天下归心,却是与天下所有的贪官污吏相抗衡,彼在暗处,或网罗其它罪名,陷尔于死地,也未可知。万一胡、温马失前蹄,幸灾乐祸者有之,落井下石者有之。纵有“苟利国家生死以,岂因祸福趋避之”的赤子丹心,何能报效国家于万一?
在下愚见,胡、温之反腐,切不可操之过急。整顿吏治,仍以“刑不上大夫”为暂时妥协,换得江氏的支持。虽然军队国家化是世界民主潮流,此时切不可动摇军队,一切有关军队的改革,即使江氏下台之初,也必以江氏马首是瞻。
诚如愚论,似乎胡、温眼下无所作为。非也!最简单可行的就是教育这个题目。胡、温不要急于求成。立竿见影式的建勋立业,是低级官僚所为,无非为了邀功请赏,升官发财。十年树木,百年树人,是一件千秋功业,不可不做!中国的九年义务教育制,如能切实执行,未必不是好制度。但今天教育的普及程度,甚至不及文革中的十二年教育制。何也?学费虽然免了,各级政府、学校巧立的各类高昂的书杂费,让许多穷人的孩子望而却步。农村适龄儿童的失学率居高不下,势必影响中国的人口素质乃至现代化进程。为今之计,只有大幅度增加教育经费,以强制的行政手段,取消一切学杂费用,真正做到九年免费教育,让贪官污吏们无空可钻。这方面,西方有行之有效的制度和方法,何不活学活用?比如教科书可以行政拨款统一印行,买卖违法。比如学生借书使用,期末归还,严重损坏罚款,循环使用,撙节开支。对失学的适龄学童的监护人实行罚款,所罚款用于该学生的教育,相信被罚者心悦诚服,贪官无机可乘。中小学教师持证上岗。学生就近入学,学校不得借口拒绝或索取跨区费,真正实现孔子“有教无类”的教育理念。同时要由精英教育转化为普及知识教育,适时推进十二年义务教育。毕竟国家的现代化靠的不只是精英。如能精心做好这样一个“小”题目,便是一件泽被黎民的千秋功业。
古往今来,多少帝王将相被历史的巨轮碾入尘土,了无痕迹?而在他们的时代,有几位不是雄心勃勃,欲做一番尧舜事业?可是能为历史记住的又有几人?胡、温应审时度势,小题大作,踏踏实实为国家做几件实事,则国家幸甚,人民幸甚!
Three
《资治通鉴》的盲区
话说红军在第五次反围剿中,惨遭重挫,仓皇西窜。前有穷山恶水相阻,后有十万蒋军堵截,端的是苟延残喘,来日无多了,只是偶然从一张旧报上得知陕北有红军活动,遂决定“北上抗日”。其实抗日当上东北,陕北当时并无日可抗。所谓北上抗日,不过是慌不择路的粉饰之词罢了。据张国焘回忆,毛泽东从不读马列的书,满脑子帝王将相,即使在长征途中,轻装简从,也舍不得丢下《资治通鉴》。当此生死之交,毛泽东仍能从容自若,钻研帝王之术,其远见卓识,令人叹为观止!不过历史从来是以成败论英雄的。倘若当时红军气数已尽,毛出师未捷身先死,民国史上或许会留下一段嘲讽的记载:
民初,匪患蜂起。有湘人毛润之,迎奉马列邪教,蛊惑流民,啸聚山林,巧取王佐井冈,渐成燎原之势,国军五度进剿,以数倍于匪之伤亡,全歼毛匪,残部作鸟兽散,毛为巨囊所累,落后被毙,查其行囊,唯《资治》一部耳!按毛少存异志,尝以天下为己任,谓“数风流人物,还看今朝!”自是晨昏颂读《资治》不辍,当此生死之际,亦不忍弃。呜呼!其欲以一书争天下者,遽料以一书误己身?秀才之迂腐狂悖,可发一笑!
逐鹿中原的不二法宝
玩笑归玩笑,伟大的统帅当然是战无不胜的。事实上,毛泽东是中国历史上以一书争天下最成功的典范。套句林彪的话,毛泽东是天才地、全面地、创造性地巩固,捍卫和发展了中国千年帝王争霸术。毛率部抵达陕北后,牛刀小试,已是身手不凡。对内,并刘志丹,驱张国焘,逐王明,整党整风,逐步将自己凌驾于全党之上。昔日的上司如周恩来,张闻天和朱德等,皆俯首称臣,不敢作非份之想。对外则明举抗日大旗,笼络民心;暗行“三分抗日,七分宣传”之计,坐大敌后。光明磊落如彭德怀,如何省得如此阴谋诡计?一场百团大战的官司,一直打到五八年的庐山会议,毛泽东仍不忘旧事重提,说彭有野心,要得华(彭原名德华)。此计载于毛当年的秘书李锐的《庐山会议实录》,在下是无论如何也断想不出来的。即使精明如邓小平,当时也看走了眼,跟错了路线,为彭大将军的抗日功勋撰文喝彩。到了文化大革命中,邓公为复出向毛所进的《我的自述》,还要为此再做检讨。当然,愚民如我等被传达,彭的路线错误是:“过早地暴露了我军的实力”。此时,日寇的铁蹄已经践踏了中国的大半江山,还要到什么时候才能显示我军的实力呢?
当历史行至一九四四年时,德日败迹已露端倪。中共党内团结一致,八路军,新四军兵强马壮,跃跃欲下山争桃,逐鹿中原。毛泽东高瞻远瞩,号召全党学习远在重庆的脱党份子郭沫若所写的《甲申三百年祭》,已经在为创业后的守成未雨绸缪了。要知道此时蒋介石声望正隆,如日中天,即使毛本人,也要三呼“蒋委员长万岁”以为韬晦。能想到数年后取而代之者,普中国除毛泽东外,实无第二人!
司马光不光也
然而毛泽东固然饱读史书,精通帝术,但《资治通鉴》等史书所记载的是长城以南的中原政治,不及东倭,遑论北夷。须知中国的版图自满清入主中原后,已经扩大到长城以北。北至东西伯利亚,南抵安南,东临高丽,西达阿拉木图,莫非王土王臣。虽历经割地失土,但规模仍在。何况列强环伺,虎视耽耽,亦非唐宋元明可比照。如仍奉一书以治天下,失败是可想而知的。
我以为毛泽东不熟悉清史,是有根据的。中共建政后,行省军区制度,照袭前清。但清代有制,总督(军区司令)巡抚(省长)不得在家乡做官,且任期不得过长。总督巡抚走马灯似地换防,目的就在于杜绝出现与中央抗衡的军事或地方势力。这个制度,抵外侮不足,防内患则有余。满清以外族入主,民心不服,而能延续二百多年者,此制功不可没。而毛泽东的八大军区司令一任便是二十年,直至邓小平复出后提示,毛才如梦方醒,忙招八大司令单身进京,唱一曲三大纪律八大注意,连家也不让回,驱赴新职。慌得连人情都不叙了,可见形势严峻到什么程度。也亏了这一调动,毛死后,各军不乱,倒是从未领过兵打过仗,无军队派系的叶剑英,动用了手中有限的军权,抓了四人帮,改写了中国的历史进程。这也许是毛任命叶帅为军委常务副主席时,始料所不及的。
自清帝逊位,颟顸无能几乎成了满清的代名词。加上连年战乱,偌大的中国连一张书桌也放不下,学者们更不愿在清史上下工夫。几十年间,只有一本范文澜在延安时所写的《简明中国近代史》刊行于世。该书煽情有余,说理独缺。其实满清康雍乾三朝的隆盛和鸦片战争后的式微,哪里是马列主义的教条和朴素的民族情感能解释清楚的?李鸿章亦一代枭雄,彼岂甘冒后世骂名,拱手相让国土?非不为也,乃不能也!李赴日本谈判《马关条约》时,日军已将清兵从朝鲜赶到了辽南,觊觎北京。李在谈判中稍作争论,日相伊藤即作色曰:汝欲再战乎?读史至此,不由人不悲愤填膺!然国力不如人,纵抛头颅撒热血,于国事何补?相国所持者,说穿了,就是后来蒋公奉行的“以空间换时间”也。中国欲强盛,必先改革开放,吸纳别国的先进技术和制度。这个道理,一百年前的慈禧老太后都认识到了。到了毛泽东当政,倒反而闭关锁国,做起自力更生,超英赶美的黄梁梦来了。世界历史突飞猛进了一百年,而中国居然如鬼打墙似的,转了个圈,又回到了出发点。
国与国之间的关系,其实不在意识形态的异同。这一点,毛泽东花了二十年的时间,才认识清楚。盖中国近代之强敌,东为日本,北为俄国。并不因沙俄改称苏联而改变了敌我矛盾。俄国自叶卡特琳娜二世起,奉行改革,国力日增,跻身欧洲强国之列。同时也开始了对中国的蚕食。大片大片的国土通过一系列不平等条约,划入了俄国版图。沙皇的拿手绝活是在接收土地的同时把居民也赶出家园。不信您去符拉迪沃斯托克(海参崴)走一遭,满街走动的黑头发黄皮肤,十个有十个是中国去的倒爷,哪里找得到原住民闹回归?这一招实在是高!倘小日本早向俄人请教,占领台湾时,顺便将不愿做日本人的中国人赶出去,今日台湾何来统独之争?
尽管列宁未取得政权时曾答允废除与中国签定的所有不平等条约,但斯大林上台后,并未履行一个共产主义者“应尽的国际义务”,归还沙俄侵占的中国领土,反而变本加厉,欲借二战余威,到中国大捞一把。苏联在第二次世界大战期间,与日本订有《日苏互不侵犯条约》,在中国人民的抗日战争中,有助纣之嫌,无尺寸之功。美国因珍珠港事件对日宣战,到一九四五年四月欧战结束,苏美全球对抗已具雏形。美国亟欲速战速决亚洲战事,不让苏联染指。经硫磺岛一役,伤亡太大。遂决以原子弹逼迫日本投降。八月六日和八月九日,美军在广岛长崎放下两颗原子弹.斯大林深恐日本立即投降,师出无名,匆忙于八月八日对日宣战。此时驻扎东北的关东军俱为老弱病残,不堪一击。加上原子弹造成的震撼,苏联红军兵不血刃,一举拿下东北。战后分赃,楞是抢去了日本的北方四岛,并以三八线为界,生生地分出个南北朝鲜。还制造出一个“蒙古人民共和国”作为中苏间的缓冲地带或前哨阵地。东北是战胜国中国的领土,实在没有理由久占。于是能搬就搬,搬不动拆了搬,硬是将东北洗劫一空。
钦定太子的兴衰荣辱
按说苏共与中共,同志加兄弟,既然你留不下来,剩下的一杯羹,自然是让给小兄弟来继承才是。毛泽东也是这么想,于是派林彪率二万干部和十万部队星夜出关,摘桃子去也。不料斯大林鼠目寸光,以为毛泽东是不成气侯的土包子,不想因此得罪正统的国民政府。早在一九三六年,苏联为促成中国对日宣战以避免两面受敌,通过苏联大使鲍格莫洛夫,向陈立夫表示:“中共只有两三千兵,他们如果不听话,你们就把他们消灭算了!”西安事变后,国共再次合作。为了让中共听话,斯大林对即将回国的王明等耳提面命,要求中共坚决地无条件地服从蒋介石指挥。这无异于要中共自投罗网!斯大林非不爱中共,但苏联的国家利益当前,共产主义事业就见鬼去吧。斯大林最不愿看到的就是一个统一强大的中国,不管她姓社还是姓资。将东北乃至中国搅成一团浑水,则是斯大林的既定国策。在这样的思想指导下,斯氏将东北裁为两截,一截赠蒋,一截遗毛。赠蒋的签字划押,轰轰烈烈;赏毛的私相授受,鬼鬼祟祟。只告知苏军撤退时间,能不能抢在国军之前占领城池,就看你的造化了。故此,出关之初,林彪的狼狈可想而知。
不过林彪乃近代中国史上数一数二的军事家,其带兵打仗,慎思缜密,三思而后行。真正是运筹于黄豆之间,决胜于千里之外。在军事思想上,其所创“三三制”即“三人一组,三组一班,三班一排,”大大地提高了战斗效率,至今仍为解放军建制。政治鼓动方面,“忆苦思甜”是四野首创,然后推广到全军直至全国。解放后二十多年里,国人吃了多少忆苦思甜饭,抓了多少丢弃糠团的现行反革命,恐怕谁也数不清了。始作俑者,林彪也!在林彪的悉心经营下,四野在短短的三年间,迅速成长为一支百万雄师。一九四八年,林彪率军再入关时,恰如两百多年前之清兵入关,已是势如破竹,无人可敌了。大将黄永胜气壮如牛:“不用别人帮忙,单凭四野,也能打下全中国!”也不能说是完全吹牛皮。可是林彪用兵如神,问政便是外行了。林彪当上钦定接班人之后,紧跟伟大领袖,以做军事学问的钻研精神,啃起史书来。这一研究不打紧,倒瞧出名堂,入了迷,逢人便侃宫廷政变史,一下子触犯了毛的疑心病。要知道帝王之道这篇博士论文,天下只能有一个人做,第二个研究者,非但拿不到学位,性命也保不住。林彪和刘少奇一样,靠捧毛起家,惟其发迹之初,便已入毛之彀中。这一点,毛在从“西方的一个山洞里”写给江青的信中说得明明白白。林彪不过是毛登上无限风光的权力险峰的最后一块垫脚石而已。悲哉林彪,威风一世,最后却落了个摔死异域的悲惨下场。
与狼共舞的外交战略
毛泽东的外交战略,从一开始便犯了大忌。沙俄或苏联,历来是中国的天敌。与之同行,无异与虎谋皮。当人民解放军完成三大战役,蓄势江北时,斯大林适时发来“忠告”,要毛泽东审时度势,划江而治。这一招着实阴险,毛如服从指挥,守着风雨飘摇中的半壁河山,对苏联必俯首贴耳,言听计从,要个旅顺港,还不是顺手牵羊?但毛此时胜券在握,牛气得很,哪里听得出什么弦外之音。“宜将剩勇追穷寇,不可诂名学霸王”,催枯拉朽,一口气把蒋介石赶下海去了。
而新中国与美国绝交,则纯粹以意识形态划线,正中斯大林下怀。其实中美之间何恶之有?中国的八年抗战期间,美国出人出力,牺牲巨大。若美军不向日本投放原子弹,抗日战争多拖延一日,中国人民的伤亡损失岂在广岛长崎之下?毛泽东时代的史学家们咸认苏联出兵东北是抗战胜利的主因,年年跟着日本,追悼原爆亡灵。这实在是颠倒恩怨,认贼作父。而有三十五万血债的南京大屠杀,直到近年才有了追悼活动。至于对日索赔,看在日本侵华客观上掩护了中共坐大的份上,伟大领袖大手一挥,免了!试问当年甲午战败,日本向中国索赔,狮口大开,何曾动过半点恻隐之心?
无事生非的朝鲜战争
新中国成立之初,外无强敌压境,内经连年战乱,人心思治。毛泽东如多一些西方民主思想,少一些封建帝王念头,学习美国国父华盛顿,建立轮番坐庄制,何愁中国不兴?当然,时人无后眼,以为只要跟着伟大领袖,中国从此必然走向繁荣富强。而强大的中国恰恰是斯大林不愿意看到的,何况假以时日,新中国也会认识到中美关系的重要性。后来周恩来在华沙向杜勒斯伸出友好之手,就是证明。如欲控制中国,只有从社资两大阵营对垒的角度打主意。斯大林选择的突破口便是朝鲜 !
朝鲜与中国,唇齿相依逾千年。甲午战争即自日本侵朝,中国援朝始,以《马关条约》终。朝鲜为日本鲸吞,生灵涂炭几十载,战后又为苏美瓜分。人心思统一,自不待言。斯大林乃令金日成,发动突然袭击,将南朝鲜人民从美帝国主义的桎梏下解放出来。然而,斯大林真的有成竹在胸?还是别有所图?
金日成何人也?彼本中国东北抗联一游击队长,充其量团级干部耳。毫无大兵团作战经验。战后由斯大林挑中,回北朝鲜做了儿皇帝。其人民军以陆军为主,虽以苏制武器配备,但既无实战经验,又无强大的海空军辅佐。以这样的实力去与美军直接对阵,负多胜少,明眼人不难看出。据说斯大林招金氏到莫斯科,逼其出战,金日成畏怯不应。斯大林盛怒之下,将金日成关了禁闭,扬言想不通就换人。金氏无奈,只得披挂上阵。斯氏如真以解放全人类为己任,何不选东西德为突破口,偏偏挑中了远离苏联中枢的朝鲜半岛?让我们来看看苏联是如何动作的。
首先,在逼金日成出战的过程中,苏方与中方密切联系,充分“尊重”中方的意见。经三方“协商”,达成了中国出人,苏联出资的不成文约定。这边战端一开,南韩军队卒不及防,一泄千里。如无联合国军介入,金日成一战成功也是可能的。但苏联驻联合国代表马立克,竟在联合国投票表决出兵案当日缺席,造成实际弃权,遂使美国师出有名。须知安理会任何常任理事国一票否决,都可使提案泡汤。海湾战争期间,美国不惜打破六四后中断高层往来的禁令,以邀请钱其琛前往华府会见国务卿为代价,争取中国在联合国投票时弃权。而中国则以会见布什总统为条件最后成交。战后,科威特还要再三感谢中国的支持。诸位都知道,中国一向偏袒伊拉克,和美国唱反调,于科威特何功之有?原来这支持指的就是袖手旁观的弃权。没有联合国的旗号,美国凭什么攻打伊拉克?同理,当年没有苏联的弃权,美国凭什么干涉朝鲜内政?这叫做:赞同诚可贵,弃权价更高。马立克犯下如此大“错”,如系个人行为,有十个头,也要让杀人不眨眼的斯大林砍了,而此公竟安然无恙,在此位上一直坐到七十年代中国进了联合国,成了当时中国家喻户晓的名人。
斯大林这只老狐狸,渐渐地露出尾巴来了。
请君入瓮的抗美援朝
再说美军上将麦克阿瑟拿着联合国的鸡毛当令箭,以其丰富的战争经验,制定了釜山坚守,仁川登陆的高招。据说只有远在中国的高级作战参谋雷英夫,看出了这着险棋。不过他的结论是研究地图得出的,纸上谈兵,没有真凭实据,不为金日成看重。战事由仁川登陆逆转,人民军全线后撤,只恨爹娘少生两条腿。按杜鲁门的国策,美军的追逐应停止在三八线上,以不刺激中苏为原则。但麦帅乃一介武夫,如何省得政治上那么多顾忌,脚下停不住,嘴上也不关风。这一举动无疑地刺激了毛泽东。尽管杜鲁门甘冒天下之大不韪,撤了麦帅。但中美之间根本没有管道可以沟通。中国参战,箭在弦上。
斯大林在确信平壤不保后,立即下令撤回苏联顾问团,并特别强调不能有一个苏联顾问在朝鲜被俘。不过,他认为让中国人卷入战争是十分必要的。惟恐金日成傻小子说蠢话,他在给苏联首席顾问马特维耶夫的电报中强调,在向金日成建议请中国派兵时,切记不要提莫斯科。随后在给中国领导人的电报中,除建议中国派五,六个师入朝外,还要送个假人情:“关于此事,没有也不打算透露给我们的朝鲜朋友,但我相信,当他们得到这一消息时,无疑会感到高兴。”
当然,最高兴的还是斯大林。
在中共领导层内部,除毛泽东外,几乎无人同意卷入朝鲜战争。但毛泽东一意孤行,在尚未“说服”他的同志们之前,就已下令东北边防军整装待发。其所恃者,不过是斯大林空头许诺的苏联装备和空军支援而已。
开国以后,毛以一人意志凌架于国家利益之上,此其始也!
一九五零年十月初,苏共中央政治局讨论了朝鲜局势后,却达成了一项与中共中央截然相反的决议。那就是不惜一切代价,即使放弃北朝鲜,也要避免与美国正面冲突。但如何让中国卷入呢?当日斯大林就给毛泽东发去电报。在电报中,斯大林鼓动如簧之舌,断言美国没有打世界大战的准备,如果消极等待,不能令人信服地显示中国的力量。如果美国向中国宣战,苏联依中苏互助同盟条约,自然不会坐视不救。最后,斯大林煽动道:“既然战争不可避免,让它现在就来吧!”一付要与毛泽东并肩战斗的架势。这篇貌似与苏共决议南辕北辙的文字,却真正地吻合了苏联即前沙俄的国家利益。有苏联的军援空援做后盾,毛泽东决心乃下。三十万中华优秀儿女,雄赳赳,气昂昂,跨过鸭绿江,走进鬼门关,做了毛泽东世界领袖梦的垫脚石。
至此,斯大林功成身退,坐山观虎斗。军援空援,都成了空话。谓予不信,诸位回想一下,上甘岭的勇士们唱着“一条大河波浪宽”在坑道里度日如年的时候,手里端的是苏制还是美制的卡宾枪?
十年一觉共运领袖梦
斯大林没有读过《资治通鉴》是可以肯定的。沙俄的历史也远不如中国源远流长。彼竟能玩弄背负几千年历史智慧的毛泽东于股掌之上,披的正是共产主义这张羊皮。
毛泽东从湖南乡下走进中南海,满脑子装的都是封建帝王思想。不如邓公,曾留学国外,视野开阔。毛泽东思想治内内行,治外外行。解放军攻占南京后,美国大使流连不去,希望能与新中国建立联系。毛泽东则以一篇《别了!司徒雷登》,硬是掷回了美国的橄榄枝,一厢情愿地投入了苏联老大哥的怀抱。其所图者,说穿了,就是要做斯大林的继承人,坐上国际共运的头把交椅。斯大林摸准了毛的心思,以共运事业为诱饵,将中国拖入韩战旋涡。中美交恶,何人得利?无需在下罗嗦。毛泽东欲做国际共运领袖,以三十万中华儿女的生命为赌注,置国家利益于不顾,到头来却落了个竹篮打水一场空。须知国际共运也如江湖帮会,是以国力来排座次的。赫鲁晓夫固无能之辈也,然其挟大国之威,岂肯让老毛专美于前?中苏交恶,势在必然,与赫鲁晓夫揭了斯大林的疮疤没有必然的联系。
毛泽东足足耗了十年功夫,才认清了苏俄的虎狼面目;又越十年,方始羞羞答答,隔着太平洋,和美国人打起乒乓来。
但毛泽东这笔学费实在太昂贵了!战端一启,美国国内一片反共之声,麦卡锡主义甚嚣尘上,杜勒斯甚至拒绝与周恩来握手。为了将日本建成反共前哨,对日索赔,一笔勾消。日本趁机大发战争财,渐成强势,再成中国隐患。第七舰队进入台海,阻断了中国的统一之路。后来的援越抗美,耗尽了中国多少人力物力,结果是养虎成患。一场对越反击战,前功尽弃。中美关系,一直要到一九七九年才初步修复。
当然,毛泽东本人也是这场战争的受害者。长子岸英,去朝鲜战场原打算潇洒走一回,混个军功。不料美国鬼子的炸弹不长眼,单单挑中了躲在志愿军司令部坑道里的岸英,岂非天意?据说彭德怀为此赴京请罪,毛闻凶讯,背彭久立不语。再转身时,却只言军事,不谈爱子。彭之杀身之祸,或由此生,也未可知。但毛与彭在庐山交恶,曾数度激动,语无伦次:“古人说,始作俑者,其无后乎?我就是无 后!”
然而,一场抗美援朝,真正的受害者的岂止毛泽东?除了过去的中国人民,还有今天仍在“自然灾害”中苦苦挣扎的北朝鲜人民。小金为老金举哀,全国都得守孝。荒唐到国无君,民禁乐达三年之久。人民食不果腹,衣不蔽体,甚至易子而食,早已不是新闻。古今暴政,无出其右。如果没有毛泽东的抗美援朝,“朝鲜民主主义人民共和国”早就成了大韩民国的历史名词了!时至今日,中共的史学家们仍如盲人摸象,众口一词,颂扬抗美援朝的决策如何如何英明伟大。痛失爱子的毛泽东在纪念堂有知,想必又要吟诵“不须放屁”了。
假如毛岸英不死
历史当然不包含假设。但历史却是由无数的偶然事件组成的。时势造英雄也好,英雄造时势也罢,没有英雄,何来历史?美军飞机轰炸志愿军总部,已经是小概率事件,再炸到重点保护的毛岸英头上,更是小得不能再小的条件概率事件。试想如果那日美军飞行员贪杯,多喝了几口XO或人头马,飞到志愿军司令部上空醉眼昏花锁错了目标,炸死了彭总而不是岸英。那么中国的历史可要大大地改写了!
首先可以肯定的是,十次路线斗争会因此少了一次。彭大将军会配享一座巍峨的陵园而不是被幽禁在吴家花园。文革中的红卫兵小将会列队向他鞠躬如仪而不是敲断他的肋骨。不过世人也将无由欣赏到他的铮铮风骨。
毛岸英大难不死,或者从此成长为一个冷酷无情的共产党人?据说岸英性格懦弱,常哭鼻子。毛岸英精通俄语,中文SoSo,读《资治》恐怕头要大。毛泽东如欲立其为接班人,必学朱元璋,尽诛功臣而不是关关牛棚再放虎归山。有没有文化大革命或者更残酷的其它革命,实在难说。但志愿军的战史,无疑的是要重写了!英明领袖毛岸英亲自参与和指挥了抗美援朝,乃是新君登基最重要的政治资本!干部的提升和待遇,不会以三八年和四九年划线,端视其是否参加过抗美援朝。小学生们从课本里读到的不会是周总理紧握清洁工人的手传温暖,而是毛岸英在上甘岭前线让水给小战士喝的感人事迹。
江青和毛远新等近亲旁支大概也登不上庙堂。江青如拍好岸英马屁,没准可以准太后身份颐养天年,折磨折磨身边侍女而无害于亿万苍生。熟读明史的毛泽东不会不知道,朱元璋钦定的接班人是皇太孙朱允炆(建文帝)。因其过于仁慈宽厚,朱元璋乃尽杀开国功臣,为其登基扫平隐患。不料祸起于萧墙之内,太祖尸骨未寒,四子燕王朱棣(明成祖)不按既定方针办,起兵灭侄。连首都也迁到北京去了。故有明一代的历史走向,实际上是与太祖所指引的革命路线背道而驰的。
毛在文革后期,竭力培植其侄毛远新。远新而立之年便任辽宁省委书记,沈阳军区政委,挖掘出“白卷英雄”张铁生后,又担任毛与政治局之间的联络员。圣旨皆自远新下达,到底是“照过去的方针办”,还是“按既定方针办”,还不是远新说了算?如置毛泽东于明初,欲立毛新宇,安知毛远新不是燕王?但时代进步到二十世纪七十年代,世袭传位,实在说不出口,况毛远新年纪太轻,资望过浅,无奈何之下挑了江青。据特里尔《江青最后的十年》(译文见《传记文学》第十七卷第四期,1997)载,八十年代初审判江青时,江青咆哮公堂,语惊四座:“那天晚上毛主席给华国锋写‘你办事,我放心’,这不是全部内容,至少还写了六个字:‘有问题,找江青’”。从毛晚年发动的一系列运动看,皇位宁传愚妻,不予外贤,是可信的。如江青能学经国先生之待严家淦,先不图党主席,而取总理或军委主席,相信忠厚老实的华国锋不会走极端。再继续革命数年,华必拱手让权,是时君临天下可也。然而江青只能是戏子,其与经国,相去何止霄壤云泥?
设如岸英在,又何需江青?
不过,话说回来,岸英如不死,看官与我,还能一瓶青啤在手,笑谈红朝旧事?
中国职场与西方职场的差距
文/中西文化观察
我们常常说职场,其实职场中最重要的不是“场”,而是职场中的人。职场是由人组成的的一个人文环境,人与人的的沟通交流形成了职场,所以人在职场中往往起着主导型的作用。人与人认知的共通点及达成的共识会构成职场的规则则。在职场中,人与人接受的文化教育不同、生长的社会环境不同、受影响的人文环境不同,都会导致认知的差异,这种差异就构成了职场的差异性。
在同一个背景下的职场也会存在各种差异,在中西方不同文化的背景下,职场的差异就更加明显。如果从经济、文化及公司发展的各个角度来衡量,中国职场与西方职场的差异主要还是表现在差距上。
说差距并非偏颇之词,而是有着现实的根据。首先中西方最大的差异在于文化的差异,在中国传统文化中人与人的等级是分明的 ,作为下级不能做未经授权的事情,不能做“越位”的事情,要循规蹈矩按章办事。结果导致事情的好坏全存在于决策者的一念之间,而做事的效率就可想而知了。在西方企业的管理理念里,“给我结果”“我只看结果”是第一位的,许多职业经理人都是以结果为导向,所以在遇到难题时,他们会更加倾向于想办法解决,即使“越位”也不在话下。举一个例子,翰威特大中华区首席领导力顾问Frank Gallo(法兰克)在接受记者采访时表示,中国人如果觉得自己没有被授权去对一个问题做出决定,那么没有老板的同意他们就不会采取什么行动。而在西方,如果员工答应做某件事情,那么他就会去做;如果他们没有拿到一个签字或授权,那么员工就会直接给老板打电话告知他这件事情。在西方,员工若是没有在中途告知老板出现的问题,一直等要交差时老板才知道,这个员工很可能会被炒鱿鱼。当然在中国,即使事情最后并没有解决,这样的员工可能会被誉为听话的好员工。
在不越位的基础上,中国的职场里,老板很可能会被视为“权威”和独裁者,员工就成了老板的手和脚,成了执行命令的机器。在这种职场环境里,老板就是权威,挑战权威等于自掘坟墓。这种公司里企业文化就成了老板个人文化,面对不适应与不合理员工只能甘做“忍者神龟”,实在忍不了的就只能换工作换环境并且祈求碰到一个开明的老板,这与古代草民期盼开明君主是一脉相承的,所以说这是随着文化与生俱来的东西,要改变这样的现实就只能看老板的个人素养和文化修养了。如果一个老板有海外学习背景或者接触过西方职场,思维力的“辫子”可以被剪掉,那么可能会适当放权,给员工适当说话的机会,那么这个老板就“神武英明”了,其实这在西方文化里只是常态化而已,由此可见差距之大。
再说个人的做事方式,在中国的职场里有一句老话,叫“要会做事先学做人”。学会做人诚然重要,这一点无论是在中西方文化里都是必不可少的职场准则,一个人要在职场中立足,诚实勤恳是必须的,聪慧灵敏也是可以加分的,若是再加上智商卓越那就再好不过了。问题在于西方职场里这些才能是需要用在工作中的,工作踏实,有眼力劲,业务搞得好,报表做得漂亮,那么就很OK了。但是在中国职场,“做人”却被歪解了,聪明往往是揣测领导意图的需要,诚恳往往是赢得领导信任的需要,如果是外国老板更看重事情的结果的话,那么中国老板不但要结果,还要求过程的合乎规范。
如果放在工厂产品加工的流程中,规范是值得鼓励的,因为规范才能造就肯德基可口可乐这样的巨无霸企业,但是在职场文化里太过苛刻的规范不仅会削弱个人的能动性,还会削弱团队的力量以及协作能力,因为协作本身就是每个人都发挥自己所独有的智慧一起集思广益,如果所有人想法都一样那就只见队伍不见团队了。
太过规范化的要求导致的结果就是职场环境的恶化,员工的主观能动性越来越少,思维碰撞越来越少,结果就是对于企业文化及品牌的认同度大打折扣。西方企业员工企业品牌意识之所以高是因为这是每个人共同动手创造出来的,职场的文化氛围好是因为每个人都能沉醉其中。
说完了人的因素之外,最后再说一说外在的环境。很多去过西方企业参观的人都会有一个共同感受,那就是“开放”这一点在科技类公司里尤其明显。雅虎以前可以允许员工在家里远程办公,谷歌员工可以把办公室当家,西方职场更看重人的自我发展,让员工身心愉快,那么工作效率自然就提高了,在开放环境中的工作效率,远比格子间里掐分掐秒的高,开放的团队肯定比拴在一起的队伍更有凝聚力。
总的来说中国职场中开放程度远远不够,人的个人作用发挥的也不够。一方面是因为环境的差异,或者说领导人的认识不够,另一方面也与人文因素有关,中国人习惯了圈养,如果放养那么公司恐怕就真的会跑散架了。但是随着经济文化的不断融合,开放已经逐渐成为趋势,随着中西职场的融合不断加强,文化的差异会逐渐变小,人的思维观念也会逐渐变化,在不断的交流学习与努力下,一切的差距都不是问题,存在的只是时间的问题。
西方职场生存法则
比尔盖茨有句名言:“也许,你的学校已经不再分优等生和劣等生,但生活却仍在做出类似区分。如果你陷入困境,不要尖声抱怨错误,要从中吸取教训。”
在西人职场摸爬滚打7年,从一个懵懂的留学生,成长为大型保险公司的面试官,Jason遵循这句名言一路走来。
Jason曾陷入许多困境。拖他入泥潭的不是能力不足,也不是工作疏忽,而是他身边形形色色的同事。原以为加拿大的职场文化要比中国更纯净、更简单,但无情的现实告诉他,要想立足于加拿大的Office,需要动更多的脑筋,应付更复杂的关系,知道更全面的职场政治。
在西人职场,首先要学会保护自己
Jason精通三国语言,但是他记得最扎实的单词一 直都是“Office Politics”。他说:“在加拿大工作,百分之四十的精力足可以干好工作,而应付职场政治,却需要百分之百投入。”勾心斗角、尔虞我诈、两面三刀、排 挤打击,这些描述中国职场、官场的形容词,照样适用于加拿大职场。与国内不同的是,在加拿大,如果你不小心得罪了某人,那么这个人不仅会私下传你的坏话,你的麻烦,更会在大庭广众之下让你难堪。如果碰上这种情况,而恰巧你又缺理少据,那你只有一个选择,就是离开。 虽然加拿大人以礼貌著称——街头随处可见礼让先行的司机、替你开门的绅士、热情招手的行人,但是到了职场,涉及到了利益,街头上那些彬彬有礼的 绅士就会换上另一副面孔。Jason介绍说:“职场上的同事很难成为朋友。平时表面上一团和气、热情似火,可是到了晋升职位的时候,就会互相排挤,你争我。你把别人当作朋友,别人未必把你看成知己。你对“朋友”口无遮拦、畅所欲言,可是这个“朋友”却很可能把你的秘密吐露给别人。在晋升的紧要关头,你的 畅所欲言便会被断章取义地传进上司耳中,然后晋升机会就会被终结。”
俗话说:“害人之心不可有、防人之心不可无。”Jason从教训中吸取经验,总结出预防BadMouth的有效方法。他说,:“我们虽然不能阻止诽谤,但是我们可以树立自己的形象。我们可以和同事多聊天、多接触,让大家多了解自己,尤其是让主管上 司了解自己。”当BadMouth散播自己的流言蜚语的时候,了解你的人便不会轻易相信,反倒会质疑说者的动机。当然,我们更不要说别人的坏话,要知道世界很小、职场圈子更小,你讲的坏话很容易传到你讲的人耳中,这样就会搬起石头砸自己的脚。
“防人之心不可无”还体现在你的工作留底中。西人公司经常会组成一个个TEAM,然后完成某个PROGRAM。如果方案成功了,小组成员自然兴 高采烈。可是如果失败了,那这个小组就需要产生一个替罪羊。许多西人习惯于把责任推给别人,当某项计划失败了,上司追问原由的时候,他们就会把责任归咎于某某人身上。如果你不幸沦为替罪羊,那你就需要各种证据证明你的清白。而这就需要你保存每一次Email,存档每一份文件,记录每一项进程。不仅如此,你还需要自然而然地向大家介绍你的工作进展,而不能只向上司一个人汇报。这样,当你的上司要找替罪羊的时候,就不会选上你,而即便选上你,你也会拥有足够 的证据讨还自己的清白。
Jason介绍说:“4年前,我在一家投资基金公司工作的时候,参与了一项VIP客服任务。这是一项既艰巨,又能创造巨额的利润的工作。公司高层对这件事非常重视,责令我所在的部门务必完成任务。加拿大讲究TEAMWORK,就是说团队成员既要分工明确,又要相互配合。我认真完成了自己的工作,并把每一个工作步骤,诸如发出了哪些传真、E-mail,与客户进行了哪些沟通,如何为客户答疑解惑等事项都留存了记录。起初,整个计划进展的较为顺利,但最后由于主管上司的一个疏忽使公司蒙受了很大的损失。事后,公司高层追查此事。没想到,我的主管上司竟然把责任推给我,说我在与客户沟通过程中遗漏了某个重要事项,因此才酿成现在的后果。公司调查人员找我核实情况的时候,我 不慌不忙地拿出所有记录,轻而易举地戳穿了主管上司的谎言,证明了自己的清白。不仅如此,我还书面提交了控诉主管上司平时散播对华人职员轻蔑言语的材料。这份材料的时间、地点、细节、证人俱全,不容主管上司抵赖,外加他这次推卸责任,诬告下属的事实确凿,这位平时趾高气昂的上司很快就被公司解聘。而我也创 造了一个下属炒掉上司的神话。
了解职场文化,才能融入职场圈子
西人职场存在很多禁忌,如果华人职员冒然触碰这些职场高压线,很快就会被炒。Jason介绍说,西人职场主要有两条高压线。第一是种族歧视。在职场工作切勿谈论种族话题,不论是好话还是坏话,都容易传为你有种族偏见或种族歧视。一旦这些话传进公司老板或人事部主管的耳朵里,那只有一个结果就是被炒。第二是性骚扰。加拿大还是一个很保守的国家。如果你和不太熟悉的女同事或男同事开玩笑过了头,说些有关性的话题,即便你没有伸出实质性的“咸猪手”, 那你也会被冠以性骚扰名义被炒,甚至被送入警察局。
西人职场还有许多注意事项,它会直接影响你的前途。第一,不要越级。西人职场讲究逐层管理、逐层汇报。每个人都有主管上司,不论你有什么事都要向主管上司说,千万不能有事没事地往你上司的上司那里跑。第二,部门沟通一定要客气。工作中,你难免要和其它部门打交道。沟通时,你要尽量使用婉转的语气并多说谢谢。即便你是领导,对下属说话也是如此。第三,电话、传真、Email要使用正式、严谨、简明的语言,并熟悉职场中的缩略语。比如As soon as possible简写成ASAP,For your information简写为FYI。经常有同事发邮件只有FYI三个字母,你就要明白它的含义。第四,勤于和同事沟通,尤其是擅于和主管上司沟通。身处职场,你必须让大家了解你。如果你每天闷头工作,那干得再多也无法得到晋升的机会。因为大家不了解你,怎么可能把重担交给你呢?所以,有效的方法就是积极参与公司举办的各种活动,以及同事间的各种聚会。许多公司都会举办足球赛、篮球赛、排球赛、高尔夫、圣诞狂欢、长跑、游行和各种聚会。即使你不善于运动, 也要强迫自己参与,因为这是与同事、上司交流的最好机会。另外,其它部门也会参与公司活动,你也可以和其它部门主管建立联系,为日后调职创造机会.
工作中还有许多细节同样非常重要。第一,办公桌要保持整洁。虽然这是小事也是你的私事,但领导会从中了解你是不是一个严谨、认真、有序的人。第二,上、下班准时。上班不迟到,下班不早退,毋庸置疑,但是不要轻易加班,你也许不明白。华人总以为加班是敬业的表现,但在西人并不这么认为。如果大家都按时下班,而你总是加班,别人就会认为你另有企图。因此最好的办法就是随大流,别人下班你就下班,大家都加班时,你再加班。第三,账目要清、借钱要还。中 国人不拿三块、两块钱当回事,殊不知,西人是非常在乎的。西人的习惯是账目一定算清,一分一厘也不能差。因此,在凑份子、AA聚会的时候,千万要算清账。
西人职场不讲谦虚,如果你认为自己值更高的工资,就要勇敢地找上司要求加薪。相反,如果你默默无闻,老板便会认为你对现在的薪水感到满意,而一直保持这个工资水平。总之,西人职场注重你的业务能力,更重视你的人际关系。即便你再有能力,如果搞不好人际关系,公司也要请你离开。老板的理由是,善于 团队合作的人才能有助于团队发展。
East VS. West: 10 Corporate Cultural Differences
Posted at 14:34h in Blogger, Location, Rob Soros, Shanghai by abs 0 Comments
A boxing ring lights up, the lurid crowd lowers their voices to a dull murmur as a man walks to the middle of the ring. As he approaches the centre a microphone is lowered from the rafters above. He grabs the microphone with a single hand and the crowd falls silent.
“Ladies and gentleman, welcome to the main event!”
The crowd explodes with cheers, stamping their feet and clapping their hands in a desperate attempt to see how much noise one individual can possibly make.
“Tonight you will witness the ultimate showdown between East and West in the office showdown!”
When the Eastern and Western office environments clash who will be the victor? I believe both sides have their strengths and there are many solid arguments for either one being better. Below I have constructed a list of 10 cultural differences I have observed from my internship in Shanghai, China and Melbourne, Australia.
shanghai internIt is time for the fight, with East VS. West, to begin:
1. Slowly Entering the Water VS. Jumping In
Shanghai:
When I first started here I spent a great deal of time sitting at my desk trying to find work. When I asked around the office I would be given small, non-challenging, tasks taking me no more than half an hour. I finally spoke to someone in the office about it and was told that usually they try not to give new interns too much work for the first week so they have time to settle in.
Melbourne:
At my internship in Melbourne I was given a tour of the office and introduced to everybody in the morning. Soon after projects started falling on me like I was stuck in an avalanche. I was given multiple projects and prioritisation soon became a skill I was familiar with.
2. Horizontal VS. Vertical Work Environments
Shanghai:
With an open workspace free from the constraints of walls, cubicles and offices (with the exception of the bosses’ offices) the office in Shanghai offered a very horizontal work environment. Even though the bosses had their own rooms anyone could step in and chat with them and they would often walk around the office doing the same. When you wanted to have a meeting you would just call it, the lowest person in the office was free to organise a meeting with the highest member if they wanted to. Another common practice was for the bosses to walk up to your desk and just sit there chatting with you about anything and everything.
Melbourne:
Melbourne is known for having horizontal work environments, especially in comparison to American firms, yet when I compare my internship there to my internship in Shanghai I feel something different. When I imagine myself trying to organise a meeting with my superiors it feels a little taboo but it still could happen. Perhaps you could say that the office I worked in had a slanted work environment for Melbourne’s standards but in comparison to the one in Shanghai it was rather vertical.
Note: This point is usually the other way around in the majority of offices. Melbourne is seen as offering more of a horizontal workplace and China as offering a vertical one.
3. Indirect VS. Direct Contact for Negative Feedback
Shanghai:
I did not receive any negative feedback during my time in Shanghai but I know from conversations with people I met that this is not usually done directly. The concept of ‘saving face’ is very important in China and, while it is recognised that negative feedback is important for self-improvement, you will not be told directly. Instead your superior will tell someone else in the office and they will bring it up with you later, in private, so you do not ‘lose face’ in the office.
Melbourne:
At my internship in Melbourne I can recall a report I put together during my first days there. I created the research report as a word document containing all the data in a sequence I created. I did not realise that there was already a set template I needed to follow and when I showed my progress to my supervisor I was told, while still sitting at my desk, that they want documents to be written according to the templates. Though this was minor feedback it was delivered to me as soon as my mistake was noticed rather than passed down to me through a game of Chinese whispers.
4. Censorship VS. Social Media
Shanghai:
At the firm in Shanghai there are only two computers with access to the Internet. Both of these computers have China’s censorship still in place and all social media sites are banned. This is to ensure that employees do not get distracted with things such as social media and media monitoring. Luckily my laptop still had access to the Internet, putting me in a position to help other staff members with their research projects.
Melbourne:
In Melbourne I was actively encouraged by other staff members to spend more time on the web, especially on social media sites. The firm put so much emphasis on social media that I took an internal social media training course during my internship. It felt naughty at first performing so much research on social media but it did reveal what and how people were feeling about issues in real time.
5. Sharing VS. Ownership of Project
Shanghai:
When I first came here I would help out on projects by giving a list of corrections and recommendations I would see as being applicable to the project. If they asked me to help out with a section of a report I would hand in a separate document outlining detailing what I would put in with justifications and research. The longer I worked here the more they would just ask me to input sections in reports and leave me free to make changes to the final copies as I deemed necessary.
Melbourne:
In Melbourne when I was asked to help out on a project it was still the work of the person who asked for my help. Proposal documents included short biographies of the team members who were responsible for them at the end and I was not in them. I would prepare documents that were used as a reference for staff members who were responsible for the projects.
interns in shanghai 6. Letting go VS. Holding onto Projects
Shanghai:
Following on from the last point, documents at my internship in Shanghai did not contain any sign offs from the team members. There was the feeling that everyone would help out on a project and create a final report together. I would finalise English documents for clients as it was a strength of mine with English as my native tongue. It was as though everyone had their own strengths and they would apply them to a project then let it go for the next person.
Melbourne:
At my previous internship a few people in the office would work on projects together. Of course I would help out on these projects with research and generating sections but they would only be used as a guide. In Melbourne I was like a nurse helping the doctor perform a surgery rather than making incisions next to him.
7. Heads Down VS. Heads Up
Shanghai:
No, I am not referring to the stereotype of Asians sleeping at their desk, although I did occasionally witness this during lunch breaks. I am referring to office politics. The culture at the office in Shanghai is for staff members to focus on completing their work during business hours and save horseplay for outside of office hours. There is still a lot of social interactions during the day but they are generally of a less jovial nature than they ones I witnessed outside of the office.
Melbourne:
At the firm in Melbourne, while it was very serious about its business, the serious conversations were saved for meetings. At the workstations there were jokes and discussions about the weekends. If there was the need to talk about work relating to a project it was almost a necessity to book a meeting room to talk about it.
8. Tentative VS. Fixed Meetings
Shanghai:
“Let’s discuss it in a meeting tomorrow,” translates to, “maybe we can have a meeting about this tomorrow”. There is no guarantee of the meeting taking place the next day as something else may come up or it may be forgotten.
Melbourne:
“Let’s discuss it in a meeting tomorrow,” translates to, “When you get back to your desk there will be an invitation to have a meeting in your emails. You should accept and make space in your schedule to attend”. Meetings are a place to discuss and designate time to a project. If there is a meeting, or even if someone suggests that there might be a meeting, it will take place and you will need to be there.
9. Unconditional Stewardship VS. Client Care
Shanghai:
I was in a meeting with a man looking to do business by setting up trade agreements between Chinese and American companies. The meeting was mainly contributed to by the owner of my firm who took an hour out of his day to put this man in touch with as many companies as possible. At the end of the meeting I asked one of the staff members what benefit the firm got out of the meeting with this man to which he replied, “maybe one day we will get to do some work with someone he meets”. In this instance the firm acted selflessly and were just trying to help this man improve his business.
Melbourne:
Stewardship was also an important attribute for the firm I worked for in Melbourne, it was just reserved for stakeholders. At events and in the office there was a strategy behind every guest being invited. I could not imagine that they would put a random person in touch with their contacts if there were no business for them to be made from this process. If they were to do this it would certainly not be the CEO dealing with this person.
china interns10. Networking VS. Networking
Shanghai:
There is networking and then there is networking. In China there is the concept of ‘Guanxi’ referring to your network of connections which allows things to get done and doors to be opened. When you need something to be done or want to get somewhere here you will need to know a guy who will help you. To get a job you can’t just send in your resume, and to do business with someone you can’t just call them, it is important that the proper introductions are made first.
Melbourne:
Networking is still a crucial element in Melbourne but only to help get your foot in the door. Once you have your foot in the door it is up to you to open it yourself through extensive interviewing, reference checks and testing. Networks are a great way to capitalise on new opportunities and to constantly develop your professional self.
I would like to make it clear that these observations are from what I have experienced during my time in Shanghai and Melbourne. I do not believe them to be absolute truths as every company has a different corporate culture and I have worked at some unique companies on both sides of the world. So who is the winner from tonight’s match?
From what I have observed both sides can swing some haymakers. I have found there to be many aspects on either side which work and can also hinder progress. Realistically a corporate culture landing somewhere in the middle may be the best competitor, yet I am not sure if East and West would work as a hybrid.
“Ladies and gentlemen, it looks like tonight we have a draw!”
Eight Really Effective Tricks to Boost Your Courage
Is fear holding you back from trying something new or going after what you really want? Here are some ways to get past it.
I hate fear. Fear has cost me a hefty sum in dental bills from grinding my teeth. Fear interferes with sleep, digestion, and many other things that make life worth living. When you examine some of the worst things human beings have done, you'll often find fear as the root cause. There's no doubt about it: Fear sucks.
I wish I could say that I'm a fearless person, but I'm not. At best, I'm a person who does some frightening things even though I may be terrified while doing them. I've run for president of ASJA, scuba-dived through a wreck 100 feet down, even gone skydiving--once. More important, I know for a professional writer, as for any entrepreneur, professional survival requires fighting down your fear and finding courage, time and again. I know that every time I let fear hold me back from something I know I really want to do, it clips my wings just a little bit. So I've tried every trick I can find or come up with to get over being afraid.
Here's what's worked best for me over the years. (And if you've found something else that works, I'd love to hear it!)
1. Ask yourself: Should I take action to solve this fear?
You wake up in the middle of the night. You're terrified that the promotional copy on your new website isn't compelling enough and no one will buy your product or service. If your site is launching next week, it might make sense to rewrite some of that copy or get a copywriting expert to evaluate it. If your site launched last week, it's smarter to wait and let analytics tell you precisely what is and isn't working. In general, it makes sense to trust that the earlier you who made a decision was at least as smart as you are now.
All fears are not created equal. Some are useful, and some are useless fears that you can't or shouldn't do anything about. They sap your strength for no reason, and you should put those fears in their place. Worrying about a comet striking Earth falls in this category.
2. Remind yourself that fear can harm you.
Fear evolved for a very good reason--to keep us safe. But in many situations, it actually endangers us. I don't just mean in the sense that stress and worry can destroy your health, although they certainly can. I mean in more immediate ways. In scuba diving, for instance, fear can cause you to breathe too fast, swim too hard, move too suddenly, fail to take note of your surroundings, or rise too quickly toward the surface. (I know--I've done every one of these.) The same thing can happen in other high-pressure situations, such as if fear causes you to mumble or fail to focus on your audience while giving a presentation.
Knowing that fear has the potential to harm you can help you set it aside. Fold up the fear, put it in a box, and promise you'll get back to it later at a less dangerous time.
3. Remember that fear is just chemicals.
You may think it's your judgment deciding that something is dangerous and you should be afraid, but what actually happens is that fear chemicals are flooding into your brain. Experiments have shown that fear can be induced artificially by injecting these chemicals. (Another way we all know this is that most of us get more timid as we age. It's not that the world's gotten more dangerous; it's that our brains process chemicals differently.)
Do the chemicals know what you should and shouldn't be afraid of? Of course they don't. You do.
4. Enlarge your comfort zone.
Have you ever watched someone not from an urban area encounter an escalator? He or she often finds it frightening. People who never fly are often terrified of getting on a plane, whereas they don't fear driving, even though statistically, that's the more dangerous activity.
The more we stick with what's familiar, the more frightened we'll be every time we encounter the unfamiliar. So seek out unfamiliar territory--try new things, stretch yourself professionally, risk being seen as a fool. I have a sign on my office wall that reads "Did you do something scary today?" It's a good reminder to keep stretching beyond my comfort zone.
5. Do something to engage your cognition.
One good way to take back your brain from chemicals that are flooding it is to do something that engages your prefrontal cortex, the part of your brain that reasons. There are a few ways to do this, but one of them is to focus on problem solving, such as doing a crossword puzzle, bookkeeping, responding to business emails, or other such emotionally neutral activity. I personally find that sitting down at my desk to work always helps me temper an emotional storm.
6. Name your fears.
Naming your fears always takes some of the power out of them. So telling a friend, your partner, or your spouse what you're most afraid of can be a great way to cut those fears down to size. I find it's very helpful to write them down. The simple act of doing that causes my thinking brain to kick in, and even as I'm writing the words, it begins coming up with solutions and backup plans in case my fear comes to pass.
7. Meditate, or at least stop and breathe.
Meditating (sitting quietly and trying to clear your mind of all thought while you focus on a word or phrase, or simply your breath) can make a huge difference to brain function, even if you do it for only five minutes a day. But sometimes a daily meditation practice of even a few minutes is hard to maintain. (I don't manage to do it, even though I know it works.) If so, you can still help yourself, especially when you're feeling afraid, by simply stopping for a few moments and focusing on your breath. Filling your brain with oxygen will help it drive out fear.
8. Embrace your fear, then let it go.
One of the most effective antifear tricks I've ever found happened when I was on a yoga retreat in Costa Rica two years ago. At the time, my life was more full of uncertainty than usual. My husband and I wanted to relocate. Our finances were more precarious than usual. Not only that, the day before I left for the trip, a small rental house that we own was badly damaged in a fire.
Far from home, there was little I could do to solve our problems or even communicate much. Things would work themselves out--our insurance would pay for rebuilding the house, and we would get our finances in order. But at the time, my fears were running wild. Finally one day, I decided I was sick of it. I was in a yoga class at the time, so I gave myself permission to wallow in my worries for as long as the class went on. When it was over, I told myself, I would be finished with useless fear.
It worked better than I expected. I was able to stop fretting and enjoy the rest of the trip. And even now, when I find myself grappling with useless fear, I remind myself that I'm finished with that, and it helps.
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The difference between Mananger and worker
While many companies have creative policies in which titles such as “manager” are used to describe a variety of job functions, there are key differences between managerial and non-managerial positions. In addition to the specific roles played by each, in some types of organizations, managers may be required to have a certain number of years of experience, specialized training or a specific degree.
Key Characteristics of a Management Role
A manager is an individual who oversees the job functions of a designated group of people or coordinates the mechanics of a specific activity within an organization. Here are some examples:
People manager:
Helps write job descriptions.
Interviews and hires employees.
Oversees daily activity of employees.
Provides direction on job functions.
Provides feedback and conducts appraisals of staffers.
Makes recommendations for raises and promotions.
Approves vacation time.
Is responsible for covering shifts of workers who are sick or on vacation.
May serve on an executive team or other upper-level panel or board within an organization
A people manager typically holds overall responsibility for the smooth operations of his or her department. This is an individual who troubleshoots, handles issues that can’t be tackled by staffers and is often a final interface with customers, should trouble arise.
Other Types of Management
Some managers don’t have direct employees they oversee but are responsible for managing the aspects of a business' operations. Here are some examples:
Project management: overseeing all aspects of a particular project or undertaking.
Facilities management: responsibility for taking care of building accessibility, maintenance and functionality issues.
Operations management: overseeing the internal and external operational functions of an organization.
Financial management: responsibility for a company’s accounting practices such as invoicing, accounts payable and receivable, payroll and taxes.
Managers in these capacities may oversee people as well, but are often focused on directing the activities of divisions and functions rather than individuals.
Non-Management Positions
In short, non-managers have a lesser degree of responsibility in a workplace than their management counterparts. While non-managers are not absolved of successfully completing the functions of their jobs, they typically don’t do the following:
Direct activities or business functions.
Make decisions about other employees' workload or scheduling.
Have access to confidential or sensitive information in a company.
Make hiring or firing decisions.
Reprimand or evaluate others.
Independently sign off on purchase requests.
Be the final word on resolving customer complaints or problems.
Make staffing decisions.
Communicate directly with the top brass.
While there is frequently overlap or grey areas between managers and non-managers, for the most part, managers have a greater leadership role in an organization, have greater decision making powers and are held accountable for business missteps. As a result of this higher level role, managers often have more experience and or education than non-managers and are accordingly paid higher salaries.