2026年1月28日 星期三

Summary of "Twenty-Five Types of People" (人論二十五種)

 

Summary of "Twenty-Five Types of People" (人論二十五種)

In this work, author Liu Zaifu provides a sharp, humorous, and profound analysis of twenty-five distinct personality types observed within Chinese society, particularly during the late 20th century. Written in the early 1990s after the author moved abroad, the book employs a "light" and often satirical tone to address "heavy" themes of moral decay, spiritual emptiness, and the loss of independent thought. Liu describes these types not merely as depictions of individual evil, but as "social phenomena" and manifestations of "human ugliness". By chronicling these "deformed" and "pathological" personalities—such as the Puppet Man and the Man in a Shell—the author reflects on a national crisis of character where servility and conformity have replaced excellence and integrity. Ultimately, the book serves as a call for spiritual awakening and a defense of individual personality and freedom against the tide of collective absurdity.

The First Five Types of People (前五種人論)

here is an overview of the first five types described by Liu Zaifu:

  1. The Puppet Man (傀儡人): This type refers to individuals who are manipulated by others and lack their own soul or independent voice. Liu traces this from traditional puppet theater to a social phenomenon where monarchs, officials, and citizens alike become "puppets" who cannot speak for themselves. He emphasizes that this system thrives because individuals fail to self-reflect and instead allow themselves to be "puppetized" by external powers.

  2. The Man in a Shell (套中人): Inspired by Chekhov's character Belikov, this type lives within various "shells" or rigid frameworks to avoid "trouble". In a modern context, Liu describes people who hide behind political slogans ("revolutionary shells"), speak only in clichés (eight-legged essays), and use these shells to secure power, status, and material wealth while suppressing genuine human feelings.

  3. The Cynic (犬儒人): Originating from the ancient Greek Cynic school, these individuals adopt a detached, mocking, and resentful attitude toward truth, faith, and life. While the original Cynics lived simple, ascetic lives, modern cynics use this attitude as a psychological shield or a way to navigate a world they no longer believe in.

  4. The Nodding Man (點頭人): This type is characterized by constant agreement and a lack of personal conviction. They occupy leadership positions or social roles where their primary function is to signal compliance with authority rather than to lead with vision or integrity. (Note: Detailed description of this type in individual chapters beyond the introductory mentions is not fully provided in the snippet, but its core characteristic is "nodding" as a survival or advancement tactic).

  5. The Vulgar/Populist Man (媚俗人): These individuals fall into the trap of "vulgarity" and "officialdom," tailoring their words and actions to please the masses or the authorities. They are so accustomed to the "official language" of the state that they find genuine human discourse—such as talk of humanity or subjectivity—to be shocking or dangerous.

Types 6 to 15: The Spectrum of Deformity

  1. The Flesh Man (肉人): Purely biological beings. They lack spiritual depth and exist only for sensory gratification—eating, drinking, and reproduction.

  2. The Fierce Man (猛人): Individuals who mistake cruelty for strength. They use raw power or intimidation to dominate others in environments where the rule of law is weak.

  3. The Last Man (末人): Based on Nietzschean philosophy, these are the products of a decaying civilization who seek only comfortable mediocrity and avoid all challenges.

  4. The Frivolous Man (輕人): People without moral gravity. They treat sacred concepts like love and faith with a flippant, shallow attitude, drifting through life without commitment.

  5. The Sour Man (酸人): Pedantic individuals who possess the "smell of books" without the wisdom. They are often envious and use their learning to criticize anything vibrant or successful.

  6. The Eunuch Man (閹人): Refers to "spiritual eunuchs" who have surgically removed their own dignity and manhood to serve power, groveling before superiors while bullying inferiors.

  7. The Enduring Man (忍人): Products of a pathological "culture of endurance." They tolerate extreme injustice out of fear, which eventually leads to a deformed soul or sudden, irrational cruelty.

  8. The Accomplice Man (倀人): Professional helpers of evil (as in the legend of the ghost who serves the tiger). They provide the logic and logistics for tyrants or bullies for a "commission."

  9. The Reckless Man (妄人): Grandiose and self-deluded individuals who act without a basis in reality, believing they can rewrite the laws of nature and society.

  10. The Shadow Man (陰人): Masters of the hidden agenda. They avoid direct confrontation, preferring to destroy others through cold calculation, backstabbing, and whispers in the dark.


The Final Ten: From Schemers to Survivors (Types 16–25)

16. The Shadow Man (陰人) These individuals operate entirely in the darkness of secrecy. They are masters of hidden agendas, backstabbing, and cold calculation. They avoid direct confrontation, preferring to destroy others through whispers and complex traps, representing the "coldness" of a society lacking transparency.

17. The Clever Man (巧人) These individuals possess "petty intelligence" but lack "great wisdom." They are masters of social maneuvering and opportunism, navigating life by reading the room and changing faces to suit their environment. They always ensure they are on the winning side without ever taking a firm moral stand.

18. The Slaughterer (屠人) Not necessarily a physical killer, but a spiritual one. This type takes pleasure in destroying the reputation, creativity, or spirit of others. They are professional character assassins who use words or social shaming to "slaughter" anything that shows signs of independent excellence.

19. The Animal Man (畜人) These people have been completely tamed by the system. They have traded their human dignity for "fodder"—material security and basic survival. Like livestock, they are content as long as they are fed, showing no desire for freedom or higher intellectual pursuits.

20. The Slanderer (讒人) Those who thrive on spreading malicious rumors. Their power lies in the ear of authority; they poison the atmosphere by distorting truths to eliminate rivals. They represent the "invisible rot" in a community that prevents trust from forming.

21. The Parsimonious Man (儉人) This is not about financial thrift, but a parsimony of the soul. These individuals are stingy with praise, love, and kindness. They hoard their energy and emotions, living a narrow, impoverished internal life because they fear that giving anything away will diminish themselves.

22. The Infatuated Man (癡人) People who are blinded by a single, narrow obsession—whether it be power, a specific ideology, or past glory. Their infatuation prevents them from seeing the complexity of reality, leading them to act in ways that are often absurd or self-destructive.

23. The Eccentric Man (怪人) Individuals whose behavior has become bizarre and disconnected from human norms due to prolonged isolation or social pressure. Their "strangeness" is a symptom of a fractured society where natural human expression has been suppressed or twisted.

24. The Idle Man (閒人) The "superfluous" people who have no purpose or contribution to society. They consume resources without producing anything, drifting through life in a state of spiritual vacuum, often becoming the "audience" for the cruelty or absurdity of others.

25. The Crevice Man (隙縫人) This is the author's final, more sympathetic archetype. These are individuals—often intellectuals—who find small "crevices" or gaps in the rigid structures of society to survive and maintain their integrity. Like the Jewish people or exiled scholars, they use these small spaces to cultivate wisdom and resilience.



Examples of the 25 Personality Types

  1. The Puppet Man (傀儡人)

    • Example: Puyi (The Last Emperor of China). During the Manchukuo era, he held the title of Emperor but had no actual power, serving entirely as a tool for the Japanese Imperial Army.

  2. The Man in a Shell (套中人)

    • Example: Belikov (from Chekhov’s The Man in a Case). He lived in constant fear of "something happening," wearing galoshes and carrying an umbrella even in good weather, hiding behind rigid social rules.

  3. The Cynic (犬儒人)

    • Example: The Joker (from The Dark Knight). He views all human morality and order as a "bad joke," using chaos to mock those who still believe in truth or justice.

  4. The Nodding Man (點頭人)

    • Example: The Courtiers in The Emperor’s New Clothes. Despite seeing the King was naked, they nodded in agreement with the "beauty" of the robes to avoid being seen as unfit for office.

  5. The Vulgar/Populist Man (媚俗人)

    • Example: Gilderoy Lockhart (from Harry Potter). A man who lived entirely for fame and public approval, fabricating heroic stories to please the masses while lacking any real substance.

  6. The Flesh Man (肉人)

    • Example: Homer Simpson (from The Simpsons). Though lovable, he represents the archetype of a man driven almost entirely by base biological urges: donuts, beer, and television.

  7. The Fierce Man (猛人)

    • Example: Tywin Lannister (from Game of Thrones). A man who mistook absolute cruelty and raw power for leadership, intimidating everyone to maintain his family's dominance.

  8. The Last Man (末人)

    • Example: The Citizens of Axiom (from WALL-E). Humans who have surrendered all struggle and creativity for a life of automated, sedentary comfort and screen-watching.

  9. The Frivolous Man (輕人)

    • Example: Tom and Daisy Buchanan (from The Great Gatsby). Wealthy individuals who "smashed up things and creatures" and then retreated back into their money and vast carelessness.

  10. The Sour Man (酸人)

    • Example: Kong Yiji (from Lu Xun’s stories). A pedantic scholar who clung to his long robe and useless knowledge of "four ways to write a character" while starving and being mocked.

  11. The Eunuch Man (閹人)

    • Example: Gríma Wormtongue (from Lord of the Rings). A spiritual eunuch who sold his dignity to Saruman, groveling before power while poisoning the mind of King Théoden.

  12. The Enduring Man (忍人)

    • Example: Winston Smith (from 1984, pre-rebellion). He endured the psychological and physical oppression of Big Brother for years out of fear, leading to a deformed, hollow internal life.

  13. The Accomplice Man (倀人)

    • Example: Adolf Eichmann. A high-ranking Nazi who claimed he was just "following orders" and doing the logistics, serving as the professional accomplice to a genocidal regime.

  14. The Reckless Man (妄人)

    • Example: Don Quixote. A man living in a state of grand delusion, attacking windmills thinking they are giants, acting entirely without a basis in reality.

  15. The Shadow Man (陰人)

    • Example: Lord Varys (from Game of Thrones). Known as the "Spider," he operated entirely through whispers, secrets, and backroom deals to manipulate the fate of the realm.

  16. The Clever Man (巧人)

    • Example: Frank Abagnale (from Catch Me If You Can). A master of changing identities and reading people to gain an advantage, always staying one step ahead through petty charm.

  17. The Slaughterer (屠人)

    • Example: Dolores Umbridge (from Harry Potter). A spiritual slaughterer who used bureaucratic "Educational Decrees" and psychological torture to destroy the spirit and independence of students.

  18. The Animal Man (畜人)

    • Example: The Proles (from 1984). The masses kept content with heavy labor, beer, and gambling, never desiring freedom because their basic "livestock" needs were minimally met.

  19. The Slanderer (讒人)

    • Example: Iago (from Shakespeare’s Othello). A man who thrived on poisonous whispers, destroying Othello by slandering Desdemona and feeding Othello’s insecurities.

  20. The Parsimonious Man (儉人)

    • Example: Ebenezer Scrooge (pre-transformation). Not just financially cheap, but emotionally parsimonious; he was stingy with kindness, love, and any form of human warmth.

  21. The Infatuated Man (癡人)

    • Example: Jay Gatsby. Infatuated with a single, narrow vision of the past (Daisy), his obsession blinded him to the reality of the present, leading to his destruction.

  22. The Eccentric Man (怪人)

    • Example: Howard Hughes (later years). A man whose social isolation and immense pressure led him to live in total darkness, disconnected from human norms and reality.

  23. The Idle Man (閒人)

    • Example: The Lotus Eaters (from The Odyssey). People who lived in a state of perpetual idleness and spiritual vacuum, consuming lotus plants and contributing nothing to the world.

  24. The Crevice Man (隙縫人)

    • Example: Albert Einstein. As a Jewish scientist in a turbulent era, he was a "crevice man" who had to move between nations to find the space to cultivate his immense wisdom.

重塑增長引擎:解構英國政府增長政策的困局與出路

 

重塑增長引擎:解構英國政府增長政策的困局與出路

根據「政府學院」(Institute for Government)的報告,英國政府雖將「經濟增長」視為國家核心任務,但其行政體系(特別是權力中心)在執行上顯然力不從心。

報告核心發現與建議

  • 權力碎片化: 經濟政策分散於財政部與商業貿易部等不同部門,導致「煙囪式」思考,政策缺乏連貫性。

  • 建議建立「增長決策中心」: 在權力核心設立強力單位,跨部門協調增長策略。

  • 長期預算機制: 捨棄一年一審的短期預算,改用多年期撥款,為企業提供穩定的投資預期。

理論評析:制約理論(TOC)下的英國困境

若利用**制約理論(Theory of Constraints)**分析:

  • 現況分析(CRT): 報告提到的政策反覆、人才流失只是「表面症狀」。真正的「瓶頸」(Constraint)在於財政部的「守門人」模式。這種過度專注於短期財政紀律的文化,扼殺了長期、具備風險的增長型投資。

  • 衝突消除(Evaporating Cloud): 英國政府始終在「財政穩健」與「大舉投資」之間掙扎。報告建議的增長單位,本質上是想在不破壞穩健的前提下,強行植入增長基因,但若不改變財政部的絕對權力,此衝突難以消除。

真正根源:規避風險的系統性文化

報告雖提出了結構性建議,但英國增長乏力的真正根源在於系統性的**「恐懼失敗」**。

  1. 規劃僵局: 土地規劃法規讓地方反對力量大於國家增長需求。

  2. 會計思維: 行政體系更傾向於節省眼前開支,而非創造長遠價值。

  3. 政治不穩定: 頻繁的領導層更迭導致政策每隔幾年就「重開機」,讓長期投資者望而卻步。

https://www.instituteforgovernment.org.uk/sites/default/files/2026-01/how-the-centre-of-government-can-design-better-growth-policy.pdf

Redesigning the Engine: The IFG’s Roadmap for UK Economic Growth

 

Redesigning the Engine: The IFG’s Roadmap for UK Economic Growth

The UK government has made economic growth its "national mission," yet the machinery of the state—the "Centre"—is currently ill-equipped to deliver it. The Institute for Government (IFG) identifies a disconnect between high-level political ambition and the technical execution required to move the needle on national productivity.

Summary of Findings

  • Fragmentation of Power: Economic policy is currently split between the Treasury, the Department for Business and Trade, and the Cabinet Office, leading to "siloed" thinking and conflicting objectives.

  • The "Brain Drain" in Whitehall: High staff turnover in civil service roles means that institutional memory and deep sector expertise are lost, resulting in policy "churn" rather than long-term strategy.

  • Weak Implementation: There is a significant gap between announcing a growth policy (like "Levelling Up") and the actual delivery of infrastructure and business support at a local level.

Core Recommendations

  • A "Growth Unit" at the Centre: Establishing a powerful, permanent unit (likely within the Cabinet Office or Treasury) to coordinate growth strategy across all departments.

  • Long-term Funding Cycles: Moving away from annual budgets toward multi-year funding to give businesses and local governments the certainty needed for investment.

  • Empowering Local Leaders: Devolving more fiscal and decision-making powers to Mayors and local authorities who understand the specific growth drivers of their regions.


Critical Review via Theory of Constraints (TOC)

To evaluate these recommendations, we can apply the Theory of Constraints, which posits that any system is limited by its weakest link (the constraint).

1. Current Reality Tree (CRT): Identifying the Undesirable Effects (UDEs)

A CRT analysis reveals that the IFG’s identified symptoms—siloed departments, high turnover, and short-termism—are not the root causes but UDEs.

  • UDE 1: Policy Churn (Departments constantly change direction).

  • UDE 2: Low Private Investment (Businesses are afraid of "U-turns").

  • UDE 3: Infrastructure Delays (Planning and funding are misaligned).

  • The Constraint: The Treasury’s "Gatekeeper" Model. By controlling all spending through a narrow, short-term fiscal lens, the Treasury inadvertently chokes off the long-term, high-risk investments necessary for growth.

2. Evaporating Cloud (Conflict Resolution)

The core conflict (The Cloud) in UK growth policy is:

  • Requirement A: Maintain strict fiscal discipline to avoid market instability.

  • Requirement B: Invest aggressively in long-term infrastructure and R&D to drive growth.

  • The Conflict: These two requirements compete for the same limited pool of capital and political will. The IFG’s recommendation of a "Growth Unit" attempts to "evaporate" this conflict by creating a body that prioritizes growth alongside fiscal discipline.


The Real Root Cause: The "Stability-Growth" Paradox

While the IFG suggests structural reforms (new units, better funding), the real root cause for the lack of growth in the UK is a cultural and systemic obsession with risk aversion.

The UK's political and administrative system is designed to prevent failure rather than facilitate success. This manifest in:

  1. Planning Paralysis: A planning system that prioritizes local vetoes over national growth.

  2. Fiscal Conservatism: A "bean-counting" culture in Whitehall that values immediate cost-savings over long-term value creation.

  3. Governance Inconsistency: Every few years, a new Prime Minister or Chancellor reshuffles the growth deck, resetting the clock for private investors.

https://www.instituteforgovernment.org.uk/sites/default/files/2026-01/how-the-centre-of-government-can-design-better-growth-policy.pdf

系統性崩潰:解構英國公務員體系的僵局與危機

 

系統性崩潰:解構英國公務員體系的僵局與危機

根據智庫「政府學院」(Institute for Government)發布的《2025 年白廳觀察報告》,英國國家政府正處於一個極其嚴峻的狀態。對於三十出頭、追求效率與創新的年輕月薪族來說,當前的英國政府體系呈現出人才流失、士氣低落以及效能低下的混亂局面。

國家治理失能的七大徵兆

  1. 「大風吹」式的人才流失: 公務員體系內部職位變動過於頻繁。員工為了升職不斷在各部門間跳轉,導致政策專業知識無法累積,處理複雜國家危機時缺乏必要的「制度記憶」。

  2. 實質薪資倒退: 過去十年,公務員的實質薪酬大幅落後於私人市場。這導致政府在爭奪數位科技、數據分析等頂尖人才時完全失去競爭力。

  3. 士氣潰敗: 員工調查顯示,公務員對工作的參與度與滿意度持續下滑。政治領導層的不透明以及頻繁的架構重組,讓基層感到前途茫茫。

  4. 專業技能斷層: 在數位轉型和大型專案管理方面,政府內部嚴重缺乏專業人才,被迫長期依賴昂貴的外聘顧問公司,造成公帑浪費。

  5. 辦公環境老舊: 許多政府辦公大樓年久失修,基礎設施落後。在惡劣的環境下工作進一步打擊了生產力,也讓優秀人才避之唯恐不及。

  6. 短期主義盛行: 政治優先事項的頻繁更換,使得公務員體系無法執行長遠的基礎建設或社會改革,整天忙於「救火」應付新聞頭條,而非規劃未來。

  7. 「肥大化」卻無效率: 儘管脫歐與疫情後政府僱員人數增加,但行政產出並未提升。報告指出,若不進行深層的數位改革,政府將陷入「冗員多、效能低」的泥淖。


A System Under Strain: The Fracturing Foundations of Whitehall

 

A System Under Strain: The Fracturing Foundations of Whitehall

The latest "Whitehall Monitor" report paints a sobering picture of the UK national government. For the young professional in their 30s—an age where efficiency and modernization are expected—the state of the civil service reveals a stark contrast: a system struggling with high turnover, stagnating morale, and a dangerous "brain drain."

7 Key Symptoms of a Failing System

  1. The Churn Crisis: The Civil Service is plagued by excessive staff movement. Frequent job-hopping between departments means that policy expertise is constantly lost, leaving "generalists" to manage complex national crises without deep institutional memory.

  2. Stagnating Real Wages: Compared to the private sector, civil service pay has fallen significantly in real terms over the last decade. This makes it increasingly difficult to attract and retain the top-tier technical and digital talent required for a modern government.

  3. Low Morale and Engagement: Staff surveys indicate a troubling dip in morale. Uncertainty surrounding political leadership and constant restructuring has led to a workforce that feels undervalued and disconnected from the government's long-term vision.

  4. Skills Gaps in Critical Areas: There is a persistent shortage of specialized skills in digital technology, data analysis, and large-scale project management. This lack of expertise often leads to costly reliance on external consultants.

  5. Deteriorating Physical Infrastructure: Much of the government's estate is aging and poorly maintained. Working in substandard environments further hampers productivity and makes the public sector an unattractive workplace for the next generation.

  6. "Short-termism" in Planning: Constant changes in political priorities prevent the civil service from executing long-term infrastructure and social projects. The system is stuck in a cycle of "firefighting" immediate headlines rather than building for the future.

  7. The Productivity Paradox: While the headcount has increased since Brexit and the pandemic, output hasn't necessarily kept pace. The report suggests that without significant digital reform and cultural shifts, the government will remain "bloated yet inefficient."


王婆賣瓜」的藝術:Gordon Jones 的自我推銷大師課

 

「王婆賣瓜」的藝術:Gordon Jones 的自我推銷大師課

在英國頂尖金融與企業界的競爭環境中,Gordon Jones 常被視為個人品牌建立的大師。他的「吹口哨(自吹自擂,Blowing My Own Trumpet)」哲學並非盲目自大,而是一套為三十多歲野心勃勃的專業人士量身定制的職場策略,旨在確保你的價值在高端環境中被看見、被獎勵並被轉化為影響力。

Gordon Jones 的七大核心策略

  1. 策略性曝光勝過默默耕耘 Jones 認為,努力工作只成功了一半,另一半是確保「對的人」知道你的努力。三十多歲還當「隱形人」是事業自殺。你必須有意識地「吹響小喇叭」,展示與公司核心利益一致的成就。

  2. 錨定「專家地位」 不要只做通才。Jones 強調要挑選一個細分領域,持續「宣傳」直到你成為該領域的代名詞。無論是 ESG 還是金融科技,成為那個「專家」,讓機會主動找上你。

  3. 「社交證明」的藝術 與其自誇,不如強調他人因你的指導而獲得的成果。透過宣傳你帶領的團隊或成功的專案,間接向外界傳遞你的領導力與高層次能力。

  4. 掌控敘事主導權 如果你不定義自己的職場故事,別人就會替你定義。這套策略要求你在晉升週期開始前,透過 LinkedIn 等平台主動分享里程碑與「心得」,掌控你的事業形象。

  5. 將社交視為一場表演 Jones 視社交活動為舞台。這裡的「自我宣傳」是指準備好一個 30 秒的「電梯演講」,將你的近況與成就包裝成對談話有貢獻的資訊,而非枯燥的自我吹捧。

  6. 利用高價值的人脈背書 策略的一部分是提及你與哪些高素質的人合作。將你的名字與頂尖公司或業界領袖聯繫在一起,利用他們的「品牌溢價」來放大你自己的聲音。

  7. 量化你的成就 別吹沒有數據支持的喇叭。Jones 堅持使用具體數字——增長百分比、營收金額或節省的時間。有數據支持的自我推銷不會被視為傲慢,而是專業的成果匯報。


The "Blowing My Own Trumpet" Strategy: Gordon Jones’ Masterclass in Self-Promotion

 

The "Blowing My Own Trumpet" Strategy: Gordon Jones’ Masterclass in Self-Promotion

In the competitive landscape of the UK’s elite financial and corporate circles, Gordon Jones is often cited as a master of personal branding. His philosophy, "Blowing My Own Trumpet," is not about mindless boasting; it is a calculated professional strategy designed for ambitious individuals in their 30s to ensure their value is recognized, rewarded, and leveraged in high-stakes environments.

7 Core Strategies of the Gordon Jones Approach

  1. Strategic Visibility over Silent Hard Work

    Jones argues that hard work is only half the battle; the other half is ensuring the right people know about it. In your 30s, being a "silent worker" is a career death sentence. You must curate your "trumpet blowing" to highlight achievements that align with the company’s bottom line.

  2. The "Expert Status" Anchor

    Don't just be a generalist. Jones emphasizes picking a niche and "blowing your trumpet" until you are synonymous with that subject. Whether it’s ESG, FinTech, or specific market trends, become the go-to person so that opportunities seek you out.

  3. The Art of "Social Proof"

    Rather than stating you are great, Jones suggests highlighting the results others have achieved through your guidance. By "blowing the trumpet" of your successful projects or mentored juniors, you indirectly signal your own leadership and high-level competence.

  4. Narrative Control

    If you don’t define your professional story, others will. This strategy involves proactively sharing your milestones and "lessons learned" on platforms like LinkedIn to control the narrative of your career trajectory before a promotion cycle begins.

  5. Networking as Performance

    Jones views every networking event as a stage. "Blowing your own trumpet" here means having a 30-second "elevator pitch" of your recent wins that sounds like a contribution to the conversation rather than a self-centered monologue.

  6. Leveraging High-Value Associations

    Part of the strategy is mentioning the high-caliber people you work with. By associating your name with top-tier firms or industry leaders, you use their "brand equity" to boost the volume of your own "trumpet."

  7. Quantifiable Boasting

    Never blow a "quiet" trumpet. Jones insists on using numbers—percentages of growth, millions in revenue, or hours saved. Data-backed self-promotion is hard to dismiss as mere arrogance and is treated as professional reporting.