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2026年1月24日 星期六

Pay to Do Evil, Do Evil for Pay” — The Rot at the Heart of Modern Power

 “Pay to Do Evil, Do Evil for Pay” — The Rot at the Heart of Modern Power



There are two lines that now circulate like a dark mantra in Chinese: 收錢做壞事 (shōu qián zuò huài shì) and 做壞事收錢 (zuò huài shì shōu qián). At first glance, they seem almost identical: both describe evil acts tied to money. But upon reflection, they are two different stages of moral collapse, two stages of a society in which the line between service and crime, between duty and corruption, has vanished.

收錢做壞事 means: “Take money, then do evil.” It is the classic form of corruption — the official who accepts a bribe and then uses state power to hurt the weak, help the rich, or destroy the inconvenient. The order is: money first, evil later. The actor still pretends to be a neutral functionary; he only crosses the line when the money is in hand. This is the corruption of the civil servant, the manager, the bureaucrat: power for sale, but not yet power built on evil.

做壞事收錢 means: “Do evil, then collect money.” This is a different world. Here, evil is not an occasional lapse, but the core business model. The actor is no longer a state official who sins; he is an outlaw, a gangster, a black-market sovereign whose very product is harm, fear, and control. He sells violence, information, false documents, rigged contracts. He does not wait for a bribe to twist the law; he creates the very situation that needs to be bought off. This is the world of the modern gang, the online scam syndicate, the coercive service provider whose only “service” is crime itself.

The shift from 收錢做壞事 to 做壞事收錢 is the shift from a sick system to a criminal system. In the first, the state still exists as an ideal, even if it is betrayed in practice. In the second, the state is gone, and the gang is the new state: a shadow government that runs on payoffs, punishments, and loyalty to the chain of command.

We see this everywhere. In politics, where parties are no longer ideological movements but machines that sell access, protection, and favours for money. In business, where companies don’t just cut corners with suppliers, but actively design traps — misleading contracts, hidden fees, forced arbitration — and then charge customers to escape them. In technology and media, where platforms enable harassment, fraud, or manipulation, then profit from the outrage, or from selling “protection” (verification, ads, moderation as a paid service).

What is truly terrifying is not just that people do bad things, but that society now treats 做壞事收錢 as a normal way to earn. The “gig economy” has become a perfect cover: “I’m not a criminal, I’m just completing a task.” Online scams, doxxing, targeted harassment, fake reviews, paid propaganda — all are reframed as “work” for which one is paid, even though each act is clearly harmful.

The deeper danger is cultural: when 收錢做壞事 becomes 做壞事收錢 in the public mind, people stop expecting fairness, honesty, or duty. They expect everything to be bought, and they learn to buy everything — justice, safety, reputation, even loyalty. Distrust becomes the default, and the only “trust” left is to one’s own side, one’s own gang.

And so, the old moral question “Is this right?” disappears, replaced by “Who pays, and how much?” The state, the party, the company, the family — all become transactional networks where relationships are contracts and principles are discounts. The only remaining “virtue” is loyalty to the group, measured in obedience and share of the take.

To recover, a society must first admit that it has crossed from corruption (收錢做壞事) into organized evil (做壞事收錢). It must punish not just the act, but the system that rewards it; not just the bribe-taker, but the market that sells injustice as a service. Only then can the distinction between serving and sinning, between earning and extorting, be restored — and the simple idea that one should not do evil, period, begin to mean something again.

2025年9月15日 星期一

Why "The Superior Acts, the Subordinates Follow"

 

Why "The Superior Acts, the Subordinates Follow"

"上有所好,下必甚焉" (shàng yǒu suǒ hào, xià bì shèn yān) is a Chinese proverb that translates to "What the superior likes, the subordinates will like even more." From a social psychology perspective, this phenomenon is a powerful illustration of social influence, conformity, and leadership dynamics. It shows how the behavior, preferences, and attitudes of those in positions of power are often emulated—and even exaggerated—by their subordinates. This isn't just about simple imitation; it's a complex interplay of psychological drivers.


The Social Psychology Behind the Proverb

The theory behind this proverb is rooted in several core social psychological principles:

  1. Conformity and Social Norms: Humans have a strong desire to belong and fit in. When a leader or a person in a high-status position displays certain behaviors or preferences, they are essentially establishing a social norm. Subordinates observe this and conform to it to avoid social disapproval and gain acceptance. This is a form of informational social influence, where people look to others—especially those in authority—for guidance on how to behave correctly. It’s also normative social influence, where people conform to be liked and accepted by the group.

  2. Reward and Punishment (Operant Conditioning): People are motivated by rewards and the avoidance of punishment. When a leader shows a preference for a certain action or characteristic, subordinates perceive that aligning with this preference will lead to positive outcomes, such as promotions, praise, or favor. Conversely, failing to align could lead to negative consequences, such as being overlooked, criticized, or even demoted. This creates an environment where people are incentivized to not only adopt the leader's preference but also to amplify it to show their loyalty and commitment.

  3. Identification and Power Dynamics: Subordinates often identify with their leaders, especially if they admire them or aspire to their position. They may internalize the leader's values and behaviors as their own. This process of identification strengthens the effect. Furthermore, power dynamics play a huge role. The leader's authority gives them the power to shape the environment and the behaviors within it. The subordinates' lower power status makes them more susceptible to this influence.

  4. Cognitive Dissonance: When subordinates act in ways that align with their leader's preferences, they may internally justify their behavior to reduce cognitive dissonance—the psychological discomfort of holding conflicting beliefs or attitudes. For example, if a leader loves a particular sport, a subordinate might start watching it and, over time, genuinely convince themselves they like it too, thereby resolving the conflict between their behavior and their initial lack of interest.


Examples in Practice

This principle is visible in many different contexts:

  • Corporate Culture: If a CEO is known for being a workaholic who answers emails late at night and on weekends, their direct reports may feel pressure to do the same, and their subordinates will follow suit. Soon, this behavior becomes the company's unwritten rule, a norm of constant availability and overwork.

  • Fashion and Trends: Historically, the preferences of monarchs or powerful figures often dictated fashion trends among the elite and, eventually, the broader population. If a king started wearing a specific style of hat, it would quickly become a symbol of status and would be adopted by everyone below him.

  • Political Ideology: In authoritarian systems, when a leader promotes a specific ideology or a cult of personality, citizens and officials at all levels will not only adopt it but also compete to demonstrate their loyalty through increasingly extreme displays of allegiance.

  • Hobbies and Interests: If a boss is an avid golfer, their employees might take up golf, even if they never had an interest in the sport before. They might join the same club, buy the same gear, and talk about it excessively, not because they genuinely love the sport, but to build rapport and demonstrate their alignment with the leader.