時間的主觀性：從中國成語看心理學的時間感知

 時間的主觀性：從中國成語看心理學的時間感知

研究人類的時間感知（time perception），這是認知心理學與神經科學的重要領域。時間並非絕對的客觀存在，而是深受個人情緒、注意力、經驗與環境影響的主觀建構。中國傳統成語中，蘊含了豐富的智慧，精準捕捉了時間的相對性。例如「一日不見，如隔三秋」與「度日如年」，描述了在思念或痛苦中，時間彷彿被拉長；反之，「光陰似箭、日月如梭」與「白駒過隙」，則描繪了在快樂或專注時，時光飛逝的感覺。這些成語不僅是語言的瑰寶，更與現代心理學的發現不謀而合，證明古人早已洞察時間的主觀本質。

### 成語中的時間相對性

中國成語對時間的描述，往往強調其主觀伸縮性。以下列舉若干經典例子：

- **一日不見，如隔三秋**（或「一日三秋」）：源自《詩經‧王風‧采葛》，形容僅一日未見，卻感覺如隔三個秋季般漫長，常用于表達深切思念。

- **度日如年**：日子過得極其緩慢，一天宛如一年，常用於描述痛苦、等待或無聊的狀態。

- **日長似歲**：一天感覺像一年一樣長，類似「度日如年」，強調時間的拖沓感。

相對地，描述時間快速流逝的成語則有：

- **光陰似箭**：光陰如箭般迅疾，形容時間過得飛快。

- **日月如梭**：日月運行如織布的梭子，來去迅捷，比喻歲月易逝。

- **白駒過隙**：白馬飛馳過縫隙，瞬間即逝，喻指時光短暂。

- **時光飛逝**：時間如飛鳥般掠過，轉眼即過。

- **彈指之間**：僅一彈指的工夫，形容極短暫的時間。

- **俯仰之間**：一低頭一抬頭的瞬間，時間極速流轉。

這些成語反映了時間感知的二元性：同一段客觀時間，在不同心理狀態下，可被拉長或壓縮。這正是心理學所稱的「主觀時間」（subjective time）現象。

### 心理學視角：時間為何相對？

現代心理學研究證實，時間感知並非由鐘錶決定，而是大腦的產物。威廉‧詹姆斯（William James）等先驅已指出，注意力、情緒與記憶密度會影響時間感：

- **無聊或負面情緒拉長時間**：當注意力無處安放，或處於痛苦、焦慮時，大腦處理的資訊較少，時間感覺變慢。這解釋了「度日如年」與「一日不見，如隔三秋」的心理機制，例如等待壞消息時的煎熬。

- **快樂或專注壓縮時間**：沉浸在愉悅活動（如「心流」狀態，flow state）中，注意力高度集中，新穎刺激增多，大腦記錄更多細節，回顧時感覺時間短暫，卻事後回憶豐富。這對應「光陰似箭、日月如梭」。

- **年齡與新穎性影響**：隨著年齡增長，例行事務增多，新體驗減少，時間感覺加速。這也是為何兒童覺得夏天漫長，成人卻感嘆「彈指之間」數年已過。

神經科學顯示，海馬體與前額葉參與時間編碼，情緒激素（如多巴胺）更會調節感知速度。這些發現與中國成語的智慧高度契合，證明時間的相對性是人類普遍經驗。

### 如何自我調節時間感知：延長或縮短主觀時間

好消息是，我們能透過自我學習，主动調節時間感知，讓生活更豐富：

1. **延長快樂時間**：增加新穎體驗，如旅行、學習新技能或嘗試新事物。大腦記錄更多「時間碼」（memory markers），回顧時感覺人生更長、更充實。

2. **縮短痛苦時間**：轉移注意力，使用正念冥想（mindfulness）或分心技巧，減少負面情緒放大時間的效應。

3. **培養心流狀態**：從事熱愛活動，讓時間「飛逝」，同時提升滿足感。

4. **反思與感恩**：定期回顧正面事件，強化過去正面型時間觀（past-positive perspective），讓整體人生感覺更漫長而有意義。

5. **避免例行化**：打破日常慣性，注入變化，減緩「時光飛逝」的遺憾。

透過這些方法，我們不僅能「延伸」美好時光，也能「縮短」煎熬時刻，讓時間成為可掌控的資源，而非無情流逝的箭矢。

時間的主觀性提醒我們：人生長短，不僅在於客觀年歲，更在於如何感知與充實每刻。借鑒古人成語與現代心理學，讓我們積極塑造屬於自己的時間體驗。

改革英國法律制定：一年藍圖

 改革英國法律制定：一年藍圖

加速正義：如何將英國法律制定流程縮短至一年

英國的立法體系是民主的基石，但如今已陷入官僚主義的泥潭。正如影片中的講者所言，將一個政策構想轉化為法律現在至少需要兩年的時間——在當今快速變化的世界中，這是一個極為緩慢的步調。

這延遲了急需的改革，阻礙了經濟競爭力，並削弱了公眾的信任。但有一個解決方案：一個受到理論約束（TOC）原則啟發的徹底改革。

問題：系統性的瓶頸

關鍵點是政府內部的審批權，許多部門需要提供他們的支持。這可能不是一個辦公室流程。然而，這是一個權力和影響力的約束，以及政治意願，阻止了構想向前發展。

釋放流程：快速法律制定流程

為了將法律制定週期縮短至僅一年，我們需要「攻擊約束」。這是一個受TOC啟發的流程：

1. 專注，專注，再專注： 優先處理少數具有最大潛在影響的關鍵政策。 忘掉微觀管理一切；專注於重要的少數。

2. 組建「快速響應」夢幻團隊： 一個精簡的跨職能工作組，由高級政策顧問、法律專家、議會戰略家和溝通大師組成。

3. 減少繁文縟節： 通過標準化的流程、預先批准的模板和定期檢查，簡化政策制定。

4. 快速審查議會： 與各方合作，為這些關鍵法律創建更快速的辯論和批准流程。 減少政治作秀，更多地解決問題。

5. 溝通，溝通，再溝通： 通過解釋這些改革的好處和緊迫性，來建立公眾的支持，並在反對意見紮根之前消除它。

回報：一個能夠行動的國家

這種簡化的方法不僅僅是關於速度； 而是關於反應能力。 它使英國能夠迅速應對經濟挑戰，適應全球變化並抓住新的機會。 這是關於一個能夠真正兌現承諾的政府。

它還可以減少政府部門目標變化所帶來的影響，提供穩定性。

因此，這是一種敏捷、強大的經濟體和值得信賴的能力。

這是實現一個更加充滿活力的未來，真正完成工作的藍圖。 行動的時刻到了。

Revolutionizing UK Lawmaking: A One-Year Blueprint

Revolutionizing UK Lawmaking: A One-Year Blueprint

Speeding Up Justice: How to Cut the UK Lawmaking Process to One Year

The UK's legislative system, a cornerstone of democracy, has become bogged down in bureaucracy. As the speaker in the video suggests, turning a policy idea into law now takes at least two years – a glacial pace in today's fast-moving world.

This delays much-needed reforms, hinders economic competitiveness, and erodes public trust. But there's a solution: a radical overhaul inspired by the principles of Theory of Constraints (TOC).

The Problem: A Systemic Bottleneck

The main thing is the approval power of government, where many departments need to provide their support. It may not be an office process. However, is is a power and influence constraint and political will that prevents ideas from moving forward.

Unlocking the Flow: A Rapid Lawmaking Process

To cut the cycle to just one year, we must take action to expedite the whole process through the use of the government.

1. Focus, Focus, Focus: Prioritize just a handful of critical policies with the biggest potential impact. Forget micromanaging everything; focus on the vital few.

2. Assemble a "Rapid Response" Dream Team: a lean, cross-functional task force with senior policy advisors, legal experts, parliamentary strategists, and communication gurus.

3. Cut the Red Tape: Simplify policy development with standardized processes, pre-approved templates, and regular check-ins.

4. Fast-Track Parliamentary Review: Work with all parties to create faster debate and approval processes for these critical laws. Less political grandstanding, more problem-solving.

5. Communicate, Communicate, Communicate: Build public support by explaining the benefits and urgency of these reforms, countering opposition before it takes hold.

The Reward: A Nation That Can Act

This streamlined approach isn't just about speed; it's about responsiveness. It enables the UK to react swiftly to economic challenges, adapt to global shifts, and seize new opportunities. It's about a government that can actually deliver on its promises.

It also reduces the impact from Ministry goals change which provides stability.

It is therefore an ability to be agile, strong economy and be trusted.

Here’s the blueprint for a more dynamic future that actually gets things done. The time for action is now.

豕之悖論：文化排斥與生物誤解

 

豕之悖論：文化排斥與生物誤解

豕（豬）者，人類史上最弔詭之畜也。或視之為珍飈之極、農牧之利；或斥之為污穢之源、神明之禁。此非徒口味之辨，實乃集生態、貨殖與宗法於一體之糾葛也。

排斥之由 觀乎史乘，禁食豕肉者以中東為甚，見於猶太、伊斯蘭之律法。世人多謂此乃古人防疾之方，然考諸史實，其說未必盡然。羊、牛之屬，亦多染疫，然其肉未見斥，唯豕受禁。

人類學家察之，實乃環境與生計使然。豕本林居，無汗腺，必賴陰涼泥水以散熱。古時中東森林日稀，氣候愈燥，畜豕漸成奢靡。且豕不食草，必與人爭糧。於資源匱乏之地，畜豕乃生計之累。歲月遷流，習俗成自然，由利害之辨轉為口腹之惡，終成天道之規。

為豕一辯 然豕果應受此惡名乎？就生物之理言之，其所謂「污穢」者，實乃人為圈養之過。若處清涼林下，豕實乃潔淨之獸。其臥泥中，非好臭也，乃無汗腺者自涼之法也。

於東亞、歐陸之邦，豕以利農稱。其能化殘羹為精肉，產出至豐。中土文字，「家」字從「宀」從「豕」，足見無豕不成家，其利生民久矣。

結語 豕之受斥，非其本性之罪，乃其生理之需與客觀環境之衝也。豕之為寶為寇，不在豕之本身，而在夫牧者之鄉土與其歷史之變遷也。

The Paradox of the Pig: Cultural Rejection or Biological Misunderstanding?

 

The Paradox of the Pig: Cultural Rejection or Biological Misunderstanding?

The pig is perhaps the most paradoxical animal in human history. To some, it is the ultimate symbol of culinary delight and agricultural efficiency; to others, it is an embodiment of filth and a target of divine prohibition. This divide is not merely a matter of taste but a complex tapestry woven from ecology, economics, and social identity.

The Roots of Rejection Historically, the rejection of pork is most prominent in the Middle East, codified in the religious laws of Judaism and Islam. While many believe these bans were ancient "health codes" to prevent diseases like trichinosis, historical evidence suggests otherwise. Many animals—such as goats or cows—carried equally or more dangerous pathogens, yet remained "clean."

Instead, anthropologists point to environmental and economic factors. Pigs are forest creatures; they require shade and water to cool down because they cannot sweat. As the Middle East became increasingly deforested and arid, keeping pigs became a luxury. Unlike sheep or goats, pigs cannot eat grass; they compete directly with humans for grain and water. In a resource-scarce environment, the pig became an economic liability. Over centuries, this practical avoidance evolved into a deep-seated cultural disgust, eventually hardening into religious law.

The Case for the Pig Does the pig deserve this rejection? From a biological perspective, the "filth" associated with pigs is a result of human management rather than the animal's nature. In clean, shaded environments, pigs are among the most fastidious of farm animals. Their tendency to wallow in mud is a sophisticated cooling mechanism—a biological necessity for a creature without sweat glands.

In cultures like those of East Asia or Europe, the pig is celebrated for its efficiency. It can convert almost any organic waste into high-quality protein. In China, the character for "home" (家) is literally a pig (豕) under a roof (宀), signifying that a household is not complete without the security of this animal.

Conclusion The pig does not "deserve" its status as an outcast; rather, it is a victim of its own biological requirements meeting the wrong environment. Whether the pig is a "beast of burden" or a "beast of banishment" says less about the animal itself and more about the landscape and the history of the humans who keep it.

應用艾森豪矩陣解決英國 NHS 急症室延誤問題：從救火轉向預防

應用艾森豪矩陣解決英國 NHS 急症室延誤問題：從救火轉向預防

英國 NHS 急症室（A&E）正面臨持續危機，長時間輪候已成常態。截至2025年底，四小時目標表現約74%，遠低於2026年3月前78%的臨時目標。病人常需等候超過12小時，單單11月便錄得超過50,000宗「推床輪候」。這種在緊急危機（艾森豪矩陣象限1）的反應式「救火」耗盡員工精力、損害病人，並推高成本，因為小問題惡化成嚴重緊急情況。

艾森豪矩陣，以前美國總統德懷特·D·艾森豪命名，並由史蒂芬·柯維普及，將任務按緊急性和重要性分類，促進主動決策：

1. **緊急且重要（象限1）**：即時危機，如在擠迫急症室處理危急個案。

2. **重要但非緊急（象限2）**：預防活動，如社區健康計劃和早期干預。

3. **緊急但不重要（象限3）**：可委託的分心事物。

4. **非緊急且不重要（象限4）**：應消除的浪費時間事物。

NHS 的核心挑戰正是永遠停留在象限1：急症室因小病小傷——往往可預防或早期處理——惡化而爆滿。透過重新聚焦資源到象限2，NHS 可大幅減少這些緊急危機。

優先重要但非緊急任務，能防止小問題變成緊急。例如：

- 投資強健基層醫療、家庭醫生服務和社區服務，可早期診斷和管理感染或小傷，阻止它們升級到急症室。

- 擴大預防醫療——如疫苗接種、慢性病管理和公共健康運動——減低流感等季節性壓力。

- 改善出院流程和社會護理整合，釋放病床，緩解阻床導致急症延誤。

這種轉變會帶來更少真正緊急個案、更短輪候、更好病人結果和更低成本。生產力原則證明，專注象限2的領袖能實現可持續效率。在醫療領域，預防策略已證有效：加強社區護理可減少醫院入院。

要實施：NHS 領袖應審核資源分配、保護象限2活動時間（如專款預防），並用AI預測等工具更好規劃。長遠而言，這主動方法可打破冬季危機和長輪候循環。

透過擁抱艾森豪矩陣並優先預防而非永遠救火，NHS 可從被可避免緊急壓垮的系統，轉變為專注長期健康和效率的系統——最終為病人提供更快、更安全的護理。

Applying the Eisenhower Matrix to Tackle NHS A&E Delays: Shifting from Crisis Firefighting to Prevention

Applying the Eisenhower Matrix to Tackle NHS A&E Delays: Shifting from Crisis Firefighting to Prevention

The UK's NHS is in the midst of a persistent crisis in accident and emergency (A&E) departments, where long waiting times have become the norm rather than the exception. As of late 2025, performance against the four-hour target hovers around 74%, far below the interim goal of 78% by March 2026. Patients often endure waits exceeding 12 hours, with over 50,000 such "trolley waits" recorded in November alone. This reactive "firefighting" in urgent crises (Quadrant 1 of the Eisenhower Matrix) exhausts staff, harms patients, and drives up costs, as minor issues escalate into severe emergencies.

The Eisenhower Matrix, named after former U.S. President Dwight D. Eisenhower and popularized by Stephen Covey, categorizes tasks by urgency and importance to promote proactive decision-making:

1. **Urgent and Important (Quadrant 1)**: Immediate crises, like treating life-threatening cases in overcrowded A&Es.

2. **Important but Not Urgent (Quadrant 2)**: Preventive activities, such as community health programs and early interventions.

3. **Urgent but Not Important (Quadrant 3)**: Distractions that can be delegated.

4. **Neither Urgent Nor Important (Quadrant 4)**: Time-wasters to eliminate.

The NHS's core challenge mirrors perpetual Quadrant 1 operation: A&E departments are overwhelmed because minor ailments and injuries—often preventable or treatable earlier—are left to worsen, flooding emergency services. By refocusing resources on Quadrant 2, the NHS could dramatically reduce these urgent crises.

Prioritizing important but non-urgent tasks prevents small problems from becoming emergencies. For instance:

- Investing in robust primary care, GP access, and community services allows early diagnosis and management of conditions like infections or minor injuries, stopping them from escalating to A&E visits.

- Expanding preventive healthcare—such as vaccination drives, chronic disease management, and public health campaigns—reduces seasonal pressures from flu and other illnesses.

- Improving discharge processes and social care integration frees hospital beds, easing bed-blocking that contributes to A&E delays.

This shift would yield fewer true emergencies, shorter waits, better patient outcomes, and lower costs. Evidence from productivity principles shows that leaders who dedicate time to Quadrant 2 achieve sustainable efficiency. In healthcare, preventive strategies have proven effective: enhanced community care reduces hospital admissions by addressing issues upstream.

To implement: NHS leaders should audit resource allocation, protect time for Quadrant 2 initiatives (e.g., via ring-fenced funding for prevention), and use tools like AI forecasting for better planning. Over time, this proactive approach could break the cycle of winter crises and long waits.

By embracing the Eisenhower Matrix and prioritizing prevention over perpetual firefighting, the NHS can transform from a system strained by avoidable urgencies into one focused on long-term health and efficiency—ultimately delivering faster, safer care for patients.