2025年1月2日 星期四

Equality, egalitarianism, and fairness

 Equality, egalitarianism, and fairness are related but distinct concepts. Here's a breakdown with daily, social, and economic examples, including the views of the Federalists, traditional Chinese Confucian and Daoist thought, and the Fabian, Chicago, and Mises schools of economics:

Equality (平等 - Píngděng):

Equality means everyone has the same rights, opportunities, and is treated the same way under the law, regardless of their differences (like race, gender, religion, etc.). It focuses on fairness in treatment and access.

Daily Examples:

• Everyone gets a seat on the bus, regardless of their age or appearance.

• Everyone gets the same starting salary for the same job at a company.

• In a public library, everyone has the same access to books and resources.

• All students in a class have the same access to educational materials and instruction.

• In a court of law, everyone is subject to the same laws and legal processes.

Federalist View: The Federalists strongly believed in equality before the law and equal political rights for (white, male) citizens. They advocated for a system where everyone was treated the same under the law and had the same opportunities to participate in government.

Confucian View: Confucianism emphasizes social harmony and hierarchy, with a focus on fulfilling one's role within society. While not advocating for strict equality, Confucianism values the idea that everyone, regardless of social standing, deserves moral consideration and humane treatment. The concept of "仁 (Rén)," often translated as benevolence or humaneness, implies a fundamental respect for all individuals.

Daoist View: Daoism, with its emphasis on natural balance and harmony, can be interpreted as supporting a form of equality in the sense that all beings are part of the Dao and thus have intrinsic value. However, Daoism is less concerned with social structures and more with individual harmony with the natural order.

Fabian View: Fabians, advocating for gradual socialist reform, generally support equality of opportunity and some level of social and economic equality achieved through state intervention and welfare programs.

Chicago School View: The Chicago school, emphasizing free markets and limited government intervention, generally focuses on equality before the law and equality of opportunity. They believe that market forces, rather than government intervention, are the most efficient way to allocate resources and generate prosperity, even if this leads to some degree of inequality in outcomes.

Mises School View: The Mises Institute, representing the Austrian school of economics, prioritizes individual liberty and private property rights. They argue that attempts to enforce equality through government intervention inevitably lead to coercion and economic inefficiency. They focus on equality before the law as the most important aspect of equality.

Egalitarian (平均主义 - Píngjūn zhǔyì):

Egalitarianism goes further than equality. It aims for a society where everyone has equal resources and outcomes, minimizing or eliminating social and economic hierarchies. It focuses on reducing disparities and ensuring everyone has similar living conditions.

Daily Examples:

• In a group project, everyone gets the same grade, regardless of how much each person contributed.

• The government provides free housing, food, and healthcare to everyone, ensuring everyone has the same basic standard of living.

• In a sports league, all teams are given the same resources and funding, regardless of their performance.

• A company distributes its profits equally among all employees, regardless of their position or contribution.

• A community provides the same level of support and assistance to all residents, regardless of their income or social status.

Federalist View: The Federalists did not advocate for egalitarianism. They accepted social hierarchies and did not believe in equalizing wealth or social status. They were more concerned with ensuring equal opportunities than with guaranteeing equal outcomes.

Confucian View: Confucianism does not promote egalitarianism in the sense of equal distribution of resources. It accepts social stratification as natural and necessary for social order. However, it emphasizes the responsibility of those in positions of power to care for the well-being of those below them, mitigating potential inequalities through benevolent leadership.

Daoist View: Daoism, with its emphasis on natural balance and simplicity, might be interpreted as critiquing extreme social and economic disparities. However, it does not explicitly advocate for a fully egalitarian society. Instead, it emphasizes living in accordance with the Dao, which may involve accepting natural differences and inequalities.

Fabian View: Fabians generally support greater economic equality and advocate for policies such as progressive taxation, wealth redistribution, and nationalization of key industries to achieve a more egalitarian society.

Chicago School View: The Chicago school generally opposes attempts to achieve egalitarian outcomes through government intervention, arguing that such policies distort market signals, reduce efficiency, and ultimately harm overall prosperity. They accept some degree of inequality as a natural outcome of market processes.

Mises School View: The Mises Institute strongly rejects egalitarianism, viewing it as a utopian ideal that is incompatible with individual liberty and economic efficiency. They argue that attempts to enforce egalitarian outcomes require coercion and lead to economic decline.

Fairness (公平 - Gōngpíng):

Fairness is about ensuring everyone has an equal opportunity to succeed, even if they start from different places. It recognizes that sometimes, treating everyone the same might not be the fairest approach. It focuses on adjusting for imbalances and creating a level playing field.

Daily Examples:

• In a race, children might be given a head start depending on their age, ensuring everyone has a fair chance of winning.

• Progressive taxation, where wealthier people pay a higher percentage of their income in taxes, is an example of fairness aimed at redistributing wealth and reducing economic inequality.

• In a job interview process, accommodations are made for people with disabilities to ensure they have a fair chance to demonstrate their skills.

• A teacher provides extra support and resources to students who are struggling academically, to help them catch up with their peers.

• A company implements diversity and inclusion policies to ensure that people from all backgrounds have equal opportunities for advancement.

Federalist View: The Federalists valued fairness in the sense of impartiality and equal application of the law. They believed the government should operate fairly and without favoring specific groups or individuals. However, they did not necessarily support interventions to create more equal social or economic conditions.

Confucian View: Confucianism places a strong emphasis on fairness, often expressed through the concept of "义 (Yì)," which can be translated as righteousness or justice. This involves acting in accordance with moral principles and ensuring that everyone receives what is due to them based on their social role and merit.

Daoist View: Daoism, with its emphasis on natural balance and harmony, can be interpreted as supporting fairness in the sense of allowing things to follow their natural course. This might involve minimizing artificial interventions that disrupt the natural order and allowing individuals to develop according to their own inherent nature.

Fabian View: Fabians see fairness as requiring government intervention to correct market failures and reduce inequalities of opportunity. They advocate for social safety nets, progressive taxation, and regulations to ensure a more level playing field for all.

Chicago School View: The Chicago school generally believes that market outcomes are fair as long as the rules of the game are fair and there is equal opportunity. They tend to oppose interventions that distort market signals, even if intended to promote fairness, arguing that they lead to inefficiencies.

Mises School View: The Mises Institute emphasizes fairness in the sense of equal application of the law and protection of private property rights. They argue that any attempt to redistribute wealth or manipulate market outcomes through government intervention is inherently unfair and violates individual liberty.

Key Differences:

• Focus: Equality focuses on equal treatment and access; egalitarianism focuses on equal outcomes and minimizing disparities; fairness focuses on equal opportunity and adjusting for imbalances.

• Scope: Equality is concerned with legal and political rights; egalitarianism extends to social and economic conditions; fairness considers individual circumstances and strives for a just outcome.

• Examples: Giving everyone a fair chance to run a race is equality; making sure everyone finishes the race at the same time is egalitarianism; giving children a head start based on their age is fairness.

In Simple Terms:

Equality is like giving everyone the same tools; egalitarianism is like making sure everyone builds the same house, regardless of their skills or the tools they use; fairness is like giving people different tools or assistance based on their needs, so they have an equal chance of building a house that meets their needs. The Federalists primarily focused on equality in terms of legal and political rights, and fairness in terms of impartial governance, but did not extend these concepts to endorse egalitarian social or economic outcomes. Traditional Chinese thought, while valuing fairness and humane treatment, generally did not advocate for egalitarianism in the same way as some modern political philosophies. The Fabian school leans towards egalitarianism and fairness through intervention, the Chicago school emphasizes equality of opportunity and market-based fairness, and the Mises Institute prioritizes equality before the law and rejects egalitarianism as a violation of individual liberty.

Federalist Views on Equality

 Federalist Views on Equality

The Federalists believed in legal and political equality, but not necessarily social or economic equality. They valued:

• Equality before the law: All citizens should be treated equally under the law, regardless of social status.

• Equal political rights: They supported broad suffrage for white men, believing in citizen participation in government.

• Fairness: The government should operate fairly and impartially, without favoring specific groups or individuals.5

However, they did not advocate for:

• Egalitarianism: They accepted social hierarchies and did not believe in equalizing wealth or social status.

• Equality of outcome: They focused on equal opportunities, not guaranteeing equal results for all.

Power Balance

The Federalists sought to balance power in several ways:

• Between people and government: The Constitution limits governmental power through enumerated powers and the Bill of Rights, protecting individual liberties.6

• Between state and federal governments: Federalism divides powers, allowing states to manage local affairs while the federal government handles national issues.7

• Among factions: They believed a large republic with diverse interests would prevent any single faction from dominating the government.8

Technology, Big Business, and Europe

The Federalists lived in a time of limited technology and before the rise of big business as we know it.9 However, we can infer their potential views:

• Technology: They likely would have supported technological advancement for economic growth and national strength, but also recognized the need for regulation to mitigate potential harms.

• Big business: They might have favored well-regulated large-scale enterprises for economic development, but also been wary of monopolies and their potential for abuse.

• Europe: They recognized the importance of foreign relations and trade with Europe, but advocated for an independent American foreign policy, avoiding entanglement in European conflicts.10

Conclusion

The Federalists designed a system of balanced government with separated powers, checks and balances, and federalism.11 They valued legal and political equality, but did not necessarily advocate for social or economic egalitarianism.12 They sought to balance power between different levels and branches of government, as well as among factions.13 While their views on technology and big business are speculative, they likely would have favored regulated advancement and enterprise. They advocated for an independent American stance in relation to Europe.14

The Federalist Design for Balanced Government

 The Federalist Design for Balanced Government

The Federalists, through the Federalist Papers, championed a system of government with balanced powers to prevent tyranny and promote effective governance.1 Their key ideas included:

• Separation of Powers: Dividing governmental authority among three branches—legislative (Congress), executive (President), and judicial (Supreme Court)—with distinct responsibilities.2

• Checks and Balances: Each branch has ways to limit the power of the other two, ensuring no single branch becomes dominant.3

• Federalism: Dividing powers between the federal and state governments, creating a balance between centralized authority and local autonomy.4


other pronunciations for tea around the world

 there are other pronunciations for tea around the world, reflecting the complex history of tea's spread. 

Other Pronunciations and Their Origins:

Besides "tea" (from the Min Nan "te") and "cha" (from Mandarin "cha"), here are some notable variations:

• "Trà" (Vietnamese): This pronunciation is believed to have originated from an older Chinese pronunciation, possibly during the Tang Dynasty. Vietnam had close cultural and trade ties with China, and this older form likely persisted in Vietnamese.

• "To" or "Da" (Early Japanese): While modern Japanese primarily uses "cha" (茶 - ちゃ), historical records show evidence of "to" or "da" pronunciations. These are thought to be even older borrowings from Chinese, predating the more common "cha" pronunciation.

• "Teh" (Hebrew, Indonesian, Malay): This pronunciation is closer to the original "te" in Min Nan Chinese. It suggests a direct or early influence from Fujian province, possibly through early trade contacts or migration.

Trade Routes:

These alternative pronunciations often correlate with specific historical interactions:

• "Trà" (Vietnam): This likely spread through both land and sea routes, given Vietnam's proximity to China and its involvement in both overland and maritime trade networks.

• "To" or "Da" (Early Japanese): These pronunciations likely arrived in Japan through early cultural and trade exchanges with China, possibly through Korean intermediaries.

"Teh" (Hebrew, Indonesian, Malay): The presence of this pronunciation in geographically distant languages suggests early maritime trade connections, possibly through Arab traders who acted as intermediaries between China and Southeast Asia or the Middle East.

The words "tea," and "cha," while referring to the same beverage

 The words "tea" and "cha," while referring to the same beverage derived from the Camellia sinensis plant, have distinct origins and routes of dissemination, offering a fascinating glimpse into the history of trade and cultural exchange. 

Origin:

Both "tea" and "cha" originate from China, where tea cultivation and consumption have been prevalent for millennia. The earliest written records of tea use date back to the Tang Dynasty (618-907 AD), though it's believed tea consumption existed long before.   

• Cha (茶): This pronunciation is believed to have originated in the inland regions of China, likely spreading westward through overland trade routes.

• Tea: This pronunciation is thought to have emerged from the coastal regions of Fujian province, where the Min Nan dialect pronounces it as "te." This pronunciation spread primarily through maritime trade routes.

Routes of Spreading:

The different pronunciations followed distinct paths as tea spread across the globe:

• Cha Route: This route primarily followed the Silk Road, traversing overland through Central Asia, Persia, and into the Middle East. This explains why many languages in these regions, such as Persian (چای - chay), Arabic (شاي - shāy), Russian (чай - chay), and Hindi (चाय - chāy), use variations of "cha."   

• Tea Route: This route was primarily maritime, with Dutch traders playing a crucial role in the 17th century. They brought tea from Fujian province to Europe, where the "te" pronunciation was adopted in English, French (thé), German (Tee), and other Western European languages.   

The Sea vs. Land Route Theory:

The theory that countries using "tea" primarily traded with China via sea routes, while those using "cha" traded via land routes, holds true in most cases. However, there are exceptions:

•  Portugal: Despite being a maritime power, Portugal adopted the "cha" pronunciation (chá). This is attributed to their trade through Macau, a Portuguese colony in southern China, where the Cantonese pronunciation of "cha" was prevalent.   

Approximate Time of Word Population:

•  Cha: The "cha" pronunciation likely began spreading westward along the Silk Road during the Tang Dynasty (7th-10th centuries AD) or even earlier.   

Tea: The "tea" pronunciation gained prominence in Europe in the 17th century, coinciding with the rise of Dutch maritime trade with China. 

Long Time No See (好久不見 - Hǎojiǔ bùjiàn):

 Long Time No See (好久不見 - Hǎojiǔ bùjiàn):

• Origin: This phrase is believed to be a direct translation of the Chinese greeting "好久不見," which literally means "long time no see."

• Route of Spread: 

1. This phrase is thought to have entered English through contact with Chinese immigrants or through pidgin English used in trade interactions.

2. It has since become a common idiom in English and other languages.


ketchup" is derived from the Hokkien Chinese word "kê-chiap" (鮭汁)

 The word "ketchup" is believed to derive from the Hokkien Chinese word "kê-chiap" (鮭汁), which referred to a fermented fish sauce.   (The characters 鮭 (kuí) refer to salmon or other similar fish)  

魚露,又名魚醬、魚醬油、魚水、𩸞油、膎(鮭)汁、臊湯、蝦油,是閩菜、潮州菜、與東南亞菜餚中常用的調味料之一,是用小魚蝦為原料,經醃漬、發酵、熬煉後得到的一種汁液,色澤呈琥珀色,味道帶有鹹味和鮮味

• Route of Spread: 

1. The sauce and its name spread from southern China to Southeast Asia, where it was encountered by British traders in the 17th century.

2. The British adopted the word and brought it to Europe and later to the American colonies.

3. Over time, the recipe evolved, with tomatoes eventually becoming the primary ingredient in modern ketchup.

The concept of fermented fish sauce is much more prevalent in Southeast Asian cuisines. Here are some examples:

• Kecap (Indonesia/Malaysia): This is a direct descendant of "kê-chiap." However, over time, "kecap" has evolved to encompass various types of sauces, including sweet soy sauce (kecap manis) and thick soy sauce (kecap asin).

• Fish sauce (various Southeast Asian countries): This is a broader category that includes various fermented fish sauces, such as nuoc mam (Vietnam), patis (Philippines), and nam pla (Thailand). These sauces are staple ingredients in many Southeast Asian dishes.


How to Say Tea in Different Languages

 How to Say Tea in Different Languages

• Afrikaans: tee

• Albanian: caj (pronounced chai)

• Arabic: chai or shai

• Armenian: te

• Azerbaijani: caj (pronounced chai)

• Basque: tea

• Belarusian: harbatu

• Bengali/Bangla: cha

• Bulgarian: chai

• Catalan: té

• Chinese (Cantonese): cha

• Chinese (Mandarin): cha (second tone / pronounced with the "a" in a rising tone)

• Croatian: caj (pronounced chai)

• Czech: caj (pronounced cha-i)

• Danish: te

• Dutch: thee

• English: tea

• Esperanto: teo

• Filipino/Tagalog: tsaa

• Finnish: tee

• French: le thé (masculine)

• Galician: té

• Georgian: chai

• German: der Tee (masculine; the "T" is capitalized because all German nouns are capitalized)

• Greek: tsai

• Haitian Creole: té

• Hebrew: teh

• Hindi: chai

• Hungarian: tea (plural: teak)

• Irish: tae

• Italian: te (pronounced teh)

• Icelandic: te

• Indonesian: teh

• Japanese: o-cha (o- is used as a prefix meaning "honorable" and -cha is used to mean "tea" in various tea names, such as matcha, sencha and hojicha)

• Korean: cha

• Latvian: teja (pronounced tay-ya)

• Lithuanian: arbata

• Luxembourgish: Téi (like in German, all nouns are capitalized in Luxembourish)

• Macedonian: chaj (pronounced chai)

• Malay: teh

• Maltese: te

• Norwegian: te

• Persian: chay (pronounced chai in most areas)

• Polish: herbata

• Portuguese: cha (pronounced shah with a Brazilian accent)

• Romanian: ceai

• Russian: chai

• Serbian: caj (pronounced chai)

• Sinhalese (Sri Lanka): thé (The word for teapot is actually a Dutch loanword. It is theepot.)

• Slovakian: caj (pronounced chai)

• Slovenian: caj (pronounced chai)

• Somali: shaah

• Spanish: el té (masculine; pronounced tay)

• Swahili: chai (pronounced cha-i)

• Swedish: te

• Taiwanese: de (boba naicha refers to Taiwan; popular "tapioca pearl tea")

• Tamil (Sri Lanka): tea

• Thai: chah (chah yen refers to Thai iced tea)

• Tibetan: cha or ja

• Turkish: cay (pronounced chai)

• Ukrainian: chaj (pronounced chay)

• Urdu: chai

• (North) Vietnamese: che

• (South) Vietnamese: tra (sometimes pronounced cha or ja)

• Wolof: achai (pronounced uh-chuy)

• Welsh: te

• Yiddish: tey

• Zulu: itiye


人人為我,我為人人」強調互助合作、團結一致的格言

 「人人為我,我為人人」強調互助合作、團結一致的格言:

• 「同舟共濟」: 出自《孫子·九地》,原意是乘坐同一條船渡河,比喻利害一致,同心協力。這句格言強調在共同的困境中,人們需要互相幫助,共同克服難關。

• 「眾志成城」: 出自《國語·周語下》,意思是大家同心協力,就能像築起堅固的城牆一樣。這句格言強調團結的力量,只要大家齊心協力,就能克服任何困難。

• 「一方有難,八方支援」: 這句格言雖然沒有明確的古籍出處,但在中國社會廣泛流傳,特別是在面對自然災害或突發事件時,體現了中華民族互助互愛的傳統美德。

• 「兄弟同心,其利斷金」: 出自《周易·繫辭上》,比喻兄弟之間只要同心同德,就能發揮強大的力量。這句格言強調團結合作的重要性,即使是看似堅硬的金屬也能被團結的力量所摧毀。

強調利他主義、奉獻精神的格言:

• 「先天下之憂而憂,後天下之樂而樂」: 出自范仲淹的《岳陽樓記》,意思是把國家的憂患放在首位,把個人的享樂放在最後。這句格言體現了以天下為己任的責任感和奉獻精神。

• 「鞠躬盡瘁,死而後已」: 出自諸葛亮的《後出師表》,意思是竭盡全力,直到死後才停止。這句格言形容為了理想或事業而不辭辛勞,奉獻一切的精神。

• 「助人為樂」: 這句格言雖然沒有明確的古籍出處,但在中國社會廣泛流傳,強調幫助他人是一種快樂的事情,體現了樂於助人的美德。

儒家思想中的相關概念:

• 「仁」: 儒家思想的核心概念之一,強調人與人之間的關愛和互助。孔子提倡「己所不欲,勿施於人」,強調要以對待自己的心態去對待他人。

• 「天下為公」: 出自《禮記·禮運》,描繪了一個沒有私有制、人人為公的理想社會。雖然這是一種理想化的狀態,但體現了中國傳統文化中對社會公平和共同福祉的追求。

其他相關的成語和諺語:

• 「投桃報李」: 比喻互相贈送禮物或互相報答恩情。

• 「滴水之恩,當湧泉相報」: 比喻受人一點小恩惠,應當以更大的恩情報答。

• 「人幫人,幫出好人」: 這句諺語強調互助行為的正面影響,可以促進社會和諧和善良風氣的形成。



中國共產黨在不同的歷史時期,也曾提出許多與「人人為我,我為人人」精神相近的口號和論述,強調集體主義、為人民服務和共同奮鬥。以下列舉一些例子:

1. 為人民服務:

• 「為人民服務」: 這是中國共產黨最重要的宗旨之一,由毛澤東於 1944 年在《為人民服務》一文中提出。這句話強調共產黨是為人民群眾的利益而奮鬥的,要全心全意為人民服務,不謀求任何私利。這與「我為人人」的精神高度一致。

• 「一切為了群眾,一切依靠群眾,從群眾中來,到群眾中去」: 這是毛澤東提出的群眾路線,強調共產黨的工作要以人民群眾為中心,要密切聯繫群眾,傾聽群眾的意見,依靠群眾的力量。這體現了「人人為我」的精神,即黨的力量來自於人民群眾的支持。

2. 集體主義和共同富裕:

• 「集體主義是社會主義的根本原則」: 這是中國共產黨的基本觀點,強調在社會主義社會,個人利益要服從集體利益,要通過集體的力量來實現共同富裕。這與「人人為我,我為人人」的互助互利精神相契合。

• 「先富帶後富,最終實現共同富裕」: 這是鄧小平提出的重要思想,強調一部分人先富起來,然後帶動其他人共同富裕,最終實現整個社會的共同富裕。這也體現了互助互利的思想,先富者要承擔起幫助後富者的責任。

3. 革命年代的口號:

• 「軍民團結如一人,試看天下誰能敵」: 這句口號強調軍隊和人民群眾要團結一致,共同抵抗外敵。這體現了團結就是力量的思想,與「人人為我,我為人人」的團結合作精神相通。

• 「沒有共產黨就沒有新中國」: 這句口號強調共產黨是領導中國革命和建設的核心力量,只有在共產黨的領導下,才能實現民族獨立和人民解放。這也從側面體現了集體領導和共同奮鬥的重要性。

4. 新時代的論述:

• 「人民對美好生活的嚮往,就是我們的奮鬥目標」: 這是習近平提出的重要論述,強調共產黨要始終把人民放在心中最高位置,把實現人民對美好生活的嚮往作為奮鬥目標。這與「為人民服務」的宗旨一脈相承,也體現了以人民為中心的發展思想。

• 「構建人類命運共同體」: 這是習近平提出的重要倡議,強調各國人民要攜手合作,共同應對全球性挑戰,構建一個和平、發展、合作、共贏的美好世界。這將「人人為我,我為人人」的精神擴展到國際層面,強調各國人民要互助互利,共同構建人類美好的未來。


中國共產黨也曾提出許多與「人人為我,我為人人」精神相近的口號和論述

 中國共產黨在不同的歷史時期,也曾提出許多與「人人為我,我為人人」精神相近的口號和論述,強調集體主義、為人民服務和共同奮鬥。以下列舉一些例子:

1. 為人民服務:

• 「為人民服務」: 這是中國共產黨最重要的宗旨之一,由毛澤東於 1944 年在《為人民服務》一文中提出。這句話強調共產黨是為人民群眾的利益而奮鬥的,要全心全意為人民服務,不謀求任何私利。這與「我為人人」的精神高度一致。

• 「一切為了群眾,一切依靠群眾,從群眾中來,到群眾中去」: 這是毛澤東提出的群眾路線,強調共產黨的工作要以人民群眾為中心,要密切聯繫群眾,傾聽群眾的意見,依靠群眾的力量。這體現了「人人為我」的精神,即黨的力量來自於人民群眾的支持。

2. 集體主義和共同富裕:

• 「集體主義是社會主義的根本原則」: 這是中國共產黨的基本觀點,強調在社會主義社會,個人利益要服從集體利益,要通過集體的力量來實現共同富裕。這與「人人為我,我為人人」的互助互利精神相契合。

• 「先富帶後富,最終實現共同富裕」: 這是鄧小平提出的重要思想,強調一部分人先富起來,然後帶動其他人共同富裕,最終實現整個社會的共同富裕。這也體現了互助互利的思想,先富者要承擔起幫助後富者的責任。

3. 革命年代的口號:

• 「軍民團結如一人,試看天下誰能敵」: 這句口號強調軍隊和人民群眾要團結一致,共同抵抗外敵。這體現了團結就是力量的思想,與「人人為我,我為人人」的團結合作精神相通。

• 「沒有共產黨就沒有新中國」: 這句口號強調共產黨是領導中國革命和建設的核心力量,只有在共產黨的領導下,才能實現民族獨立和人民解放。這也從側面體現了集體領導和共同奮鬥的重要性。

4. 新時代的論述:

• 「人民對美好生活的嚮往,就是我們的奮鬥目標」: 這是習近平提出的重要論述,強調共產黨要始終把人民放在心中最高位置,把實現人民對美好生活的嚮往作為奮鬥目標。這與「為人民服務」的宗旨一脈相承,也體現了以人民為中心的發展思想。

• 「構建人類命運共同體」: 這是習近平提出的重要倡議,強調各國人民要攜手合作,共同應對全球性挑戰,構建一個和平、發展、合作、共贏的美好世界。這將「人人為我,我為人人」的精神擴展到國際層面,強調各國人民要互助互利,共同構建人類美好的未來。

人人為我,我為人人」(Tous pour un, un pour tous, Unus pro omnibus, omnes pro uno)

 「人人為我,我為人人」(Tous pour un, un pour tous, Unus pro omnibus, omnes pro uno)這句格言,意指「大家為一人,一人為大家」,強調團隊合作、互助互利的精神。它並非單一起源,而是在歷史上有多個出處和演變:

1. 最初起源:十七世紀初的波希米亞新教徒起義

這個概念最早可以追溯到十七世紀初的波希米亞(今捷克共和國)新教徒起義。當時,為了抵抗哈布斯堡王朝的統治,新教徒們團結一致,互相支持,共同奮鬥,體現了「人人為我,我為人人」的精神。

2. 廣為人知:大仲馬的小說《三劍客》

這句格言之所以廣為人知,很大程度上歸功於法國作家大仲馬(Alexandre Dumas)於 1844 年出版的小說《三劍客》(Les Trois Mousquetaires)。在小說中,「人人為我,我為人人」(Tous pour un, un pour tous)是火槍手們(阿多斯、波爾多斯、阿拉密斯和達太安)的座右銘,他們以忠誠和友誼維繫彼此,共同面對挑戰和危險。這句格言也因此成為了友誼、忠誠和團隊合作的象徵。

3. 其他可能的淵源

• 瑞士聯邦: 有說法認為這句格言也可能是瑞士聯邦的傳統國家建國格言,強調國民之間的互助互利,共同建設國家。

• 共濟會: 部分人認為這句格言也與共濟會有關,共濟會強調成員之間的互助和支持。


1953 年的香港電影《危樓春曉》,由吳楚帆飾演的角色口頭禪便是「人人為我,我為人人」,這部電影的流行,無疑對這句格言在香港和廣東地區的傳播起到了推波助瀾的作用。


William of Baskerville's strong moral code could lead to a cyclical pattern.

  William of Baskerville's strong moral code, while generally virtuous, could potentially lead to a cyclical pattern.

1. Humility:

• Trigger: Encountering a situation where asserting oneself is necessary (e.g., confronting injustice, defending oneself).

• Cycle: 

○ Hesitation & Self-Doubt: Humility can lead to hesitation and self-doubt when assertive action is required.

○ Missed Opportunities: Hesitation can lead to missed opportunities for positive change or self-defense.

○ Reinforced Humility: Missed opportunities can reinforce feelings of inadequacy and the belief that assertiveness is inappropriate.

○ Perpetuation of Inaction: This cycle can perpetuate inaction and potentially allow injustice to continue.

2. Compassion and Mercy:

• Trigger: Encountering someone who has committed a harmful act.

• Cycle: 

○ Forgiveness & Empathy: Compassion and mercy lead to an inclination to forgive and understand the motivations of the offender.

○ Leniency in Punishment: This can lead to leniency in punishment or a reluctance to enforce consequences.

○ Repeat Offenses: Leniency may not deter future offenses, allowing the offender to continue harmful behavior.

○ Reinforced Compassion: Witnessing the continued harm can lead to further feelings of compassion and a desire to avoid causing further suffering, potentially perpetuating a cycle of inaction.

3. Justice and Truth:

• Trigger: Discovering evidence that contradicts established beliefs or threatens powerful individuals.

• Cycle: 

○ Obstruction and Opposition: Pursuit of truth can encounter opposition from those in power who benefit from the status quo.

○ Suppression of Findings: Efforts to uncover and disseminate the truth may be suppressed or met with resistance.

○ Disillusionment and Cynicism: Facing constant opposition can lead to disillusionment and cynicism regarding the pursuit of truth and justice.

○ Reluctance to Challenge the Status Quo: Disillusionment can lead to a reluctance to challenge the status quo in the future, even when necessary.

4. Tolerance and Open-mindedness:

• Trigger: Encountering extreme or harmful ideologies.

• Cycle: 

○ Reluctance to Condemn: Tolerance can lead to a reluctance to condemn harmful ideologies, fearing that it may stifle free speech or alienate individuals.

○ Normalization of Extremist Views: Allowing extreme views to be expressed without challenge can normalize them and increase their acceptance.

○ Increased Social Division: The spread of harmful ideologies can increase social division and conflict.

○ Reinforced Tolerance: In an attempt to avoid further division, there may be a continued reluctance to challenge harmful ideologies, perpetuating the cycle.

5. Respect for Life:

• Trigger: Encountering situations where self-defense or the use of force may be necessary.

• Cycle: 

○ Reluctance to Use Force: A strong respect for life can lead to a reluctance to use force, even in situations where it may be necessary for self-defense or to protect others.

○ Vulnerability to Harm: This reluctance can increase vulnerability to harm from those who are willing to use force.

○ Reinforcement of Helplessness: Repeated experiences of vulnerability can reinforce the belief that using force is always wrong, even when it is necessary for self-preservation.

○ Perpetuation of Victimhood: This cycle can perpetuate a sense of helplessness and victimhood.


William of Baskerville, the Franciscan friar in Umberto Eco's "The Name of the Rose,"

 William of Baskerville, the Franciscan friar in Umberto Eco's "The Name of the Rose," is guided by a strong moral code rooted in Franciscan values and his own philosophical leanings. Here are some key aspects of his moral code:

• Humility and Simplicity: As a Franciscan monk, William embraces humility and simplicity. He values intellectual pursuits not for personal gain or prestige, but for the pursuit of truth and understanding.

• Compassion and Mercy: William demonstrates compassion towards others, even those who are accused of heresy. He believes in seeking understanding and finding peaceful resolutions whenever possible.

• Justice and Truth: He is deeply committed to uncovering the truth and seeking justice, even when it challenges established authority or his own preconceived notions.

• Tolerance and Open-mindedness: William is open to different perspectives and willing to question his own assumptions. He values intellectual discourse and the pursuit of knowledge, even if it challenges his own beliefs.

• Respect for Life: William values human life and seeks to protect the innocent. He is deeply disturbed by the violence and death he encounters at the abbey.

Essentially, William of Baskerville embodies the ideals of Franciscanism: poverty, humility, and peace. He seeks truth through reason and observation, and strives to uphold justice and compassion in a world of conflict and deception.

His moral code guides his actions throughout the novel, leading him to investigate the mysterious deaths at the abbey and ultimately uncover the truth behind the conspiracy.


Brand Identity and Differentiation: Jesuits Dominicans Franciscans

 Brand Identity and Differentiation:

Each order has a distinct charism and mission, which can be likened to a brand identity in marketing terms.

• Jesuits (Society of Jesus): Founded by St. Ignatius of Loyola, the Jesuits are known for their educational, missionary, and charitable works.  They emphasize intellectual rigor and adaptability, often engaging in higher education and scholarly pursuits. citeturn0search5

• Dominicans (Order of Preachers): Established by St. Dominic, the Dominicans focus on preaching, teaching, and theological scholarship.  They are committed to combating heresy and spreading the Gospel through persuasive preaching and sound doctrine. citeturn0search3

• Franciscans (Order of Friars Minor): Founded by St. Francis of Assisi, the Franciscans are characterized by their vows of poverty, humility, and a deep love for nature and the poor. They emphasize living the Gospel through acts of service and simplicity. citeturn0search3

Target Audience and Outreach:

In marketing, understanding the target audience is crucial. Similarly, each order tailors its mission to specific groups:

• Jesuits: Often engage with intellectuals, students, and those in academic settings, aiming to educate and inspire through reason and faith.

• Dominicans: Focus on reaching out to both the faithful and those perceived as straying from orthodox teachings, using preaching and teaching to guide and correct.

• Franciscans: Direct their efforts towards the marginalized, the poor, and those seeking a simple, devout life, embodying the principles of humility and service.

Communication Strategies:

Each order employs different methods to communicate their message, akin to marketing channels:

• Jesuits: Utilize educational institutions, publications, and media to disseminate their teachings and engage in intellectual discourse.

• Dominicans: Rely on preaching, public speaking, and theological debates to convey their messages, often engaging directly with communities.

• Franciscans: Lead by example, living among the poor, engaging in acts of charity, and using personal interactions to inspire and teach.

Adaptability and Evolution:

Over time, each order has adapted to changing societal contexts, much like brands evolving to stay relevant:

• Jesuits: Have expanded their educational endeavors globally, adapting to cultural contexts while maintaining core principles.

• Dominicans: Continue to engage in contemporary theological debates, addressing modern issues through the lens of their traditions.

• Franciscans: Advocate for environmental issues and social justice, aligning with current global concerns while staying true to their foundational charism.

By analyzing these aspects through a marketing lens, one can gain a deeper understanding of how each order establishes its identity, reaches its audience, and communicates its mission effectively.


analyze Jesuits Dominicans Franciscans using modern marketing concepts

 how we can analyze them using modern marketing concepts:

1. Branding:

• Jesuits:

• Brand Positioning: "Intellectual Leaders of the Church." Positioned as the most intellectually rigorous and influential order, focusing on education, scholarship, and intellectual discourse.

• Brand Values: Excellence, intellectual curiosity, service to the Church through intellectual pursuits.

• Brand Messaging: Emphasized reason, logic, and scholarly debate in their approach to theology and apologetics.

• Dominicans:

• Brand Positioning: "Champions of Truth and Orthodoxy." Positioned as the defenders of the faith, emphasizing rigorous theological study and combating heresy.

• Brand Values: Truth, orthodoxy, intellectual rigor, and the pursuit of knowledge.

• Brand Messaging: Focused on the importance of sound theology, intellectual debate, and the defense of Church doctrine.

• Franciscans:

• Brand Positioning: "Servants of the Poor." Positioned as the most humble and compassionate order, focusing on service to the poor and marginalized.

• Brand Values: Humility, poverty, compassion, and service to humanity.

• Brand Messaging: Emphasized the importance of living a simple life, serving the needs of the poor, and following in the footsteps of St. Francis.

2. Market Segmentation:

• Jesuits: Primarily targeted the educated elite, intellectuals, and those seeking a rigorous education.

• Dominicans: Targeted both the educated and the common people, focusing on intellectual discourse and popular preaching.

• Franciscans: Primarily focused on the poor and marginalized members of society.

3. Competing for Brand Share:

• Competition: While not always direct, there was competition between the orders for resources, influence, and converts.

• Differentiation: Each order sought to differentiate itself by emphasizing its unique mission, values, and approach.

• Brand Loyalty: Cultivating strong loyalty within their respective communities and followers.

4. Combined Strategy?

While each order had its distinct focus, there was also a degree of collaboration and shared objectives.

• Complementary Roles: In some ways, their approaches were complementary. For example, the Jesuits focused on education and intellectual influence, while the Franciscans focused on direct service to the poor.

• Shared Goals: Ultimately, all three orders shared the common goal of spreading the Gospel and strengthening the Church.


Jesuits only focused on converting royalty while Dominicans and Franciscans only focused on the poor.

 • Jesuits:

• Emphasis on Education and Intellectual Pursuits: The Jesuits were known for their rigorous education system, founding numerous schools and universities (like Georgetown).

• Intellectual Engagement: They engaged in intellectual debates and discussions with scholars and intellectuals, including those outside the Church.

• Court Influence: While they did engage with royalty and nobility, their focus was on education, intellectual discourse, and exerting influence through intellectual means rather than solely through conversion of rulers.

• Missions: Jesuits also undertook extensive missionary work among indigenous populations in the Americas and Asia.

• Dominicans:

• Emphasis on Preaching and Teaching: The Dominicans were known as the "Order of Preachers," focusing on theological studies and preaching to both the educated and the common people.

• Intellectual Rigor: They established universities and emphasized intellectual rigor in their approach to theology and philosophy.

• Combating Heresy: A key focus was combating heresy, particularly through intellectual debate and scholarly argumentation.

• Franciscans:

• Emphasis on Poverty and Service to the Poor: Franciscans embraced a life of poverty and dedicated themselves to serving the poor and marginalized.

• Preaching and Evangelism: They were active in preaching the Gospel to the common people and engaging in charitable works.

• Focus on Simplicity and Humility: Franciscans emphasized a simple life and a focus on spiritual humility.

Key Points:

• Overlapping Missions: All three orders engaged in preaching, teaching, and missionary work.

• Different Emphases: While their emphases differed, they all contributed significantly to the spread of Christianity and the intellectual and cultural life of Europe.

• Adaptability: All three orders adapted their approaches to the specific needs and contexts they encountered.


Managing "Lazy" Employees: A Practical Guide for the Workplace


It's important to preface this by saying that labeling an entire group of people as "lazy" is a generalization and can be harmful. Individuals have different work styles, motivations, and circumstances. This article focuses on addressing behaviors that might be perceived as laziness in the workplace, and offers strategies for managers to address these issues constructively. It's crucial to approach each situation with empathy and seek to understand the underlying reasons for performance issues.   

Understanding the Underlying Issues: Beyond the Label of "Lazy"

Instead of simply labeling someone as "lazy," it's more productive to explore the potential reasons behind their apparent lack of motivation or productivity. Some possible causes include:

• Lack of Motivation or Engagement: Employees may not feel connected to their work, the company's mission, or their team. They may not see the value in their contributions or feel that their work is meaningful.   

• Lack of Clarity or Direction: Employees may not understand their roles, responsibilities, or expectations. They may lack clear goals, deadlines, or feedback, leading to confusion and inaction.   

• Lack of Skills or Resources: Employees may lack the necessary skills, training, or resources to perform their jobs effectively. This can lead to frustration, procrastination, and avoidance of tasks.   

• Personal Issues or Burnout: Employees may be dealing with personal issues, stress, or burnout that are affecting their work performance. These issues can manifest as decreased motivation, fatigue, and difficulty concentrating.   

• Poor Management or Work Environment: A toxic work environment, poor management practices, or lack of recognition can demotivate even the most dedicated employees.   

Effective Management Strategies for Addressing Underperformance:

Addressing underperformance requires a proactive and empathetic approach. Here are some strategies that managers can use:

1. Set Clear Expectations and Goals:

Ensure that employees understand their roles, responsibilities, and performance expectations. Set clear, measurable, achievable, relevant, and time-bound (SMART) goals. Provide regular feedback and track progress to ensure accountability.

2. Provide Adequate Training and Resources:

Identify any skill gaps or resource limitations that might be hindering performance. Provide appropriate training, mentorship, or access to necessary tools and resources. This empowers employees to perform their jobs effectively.

3. Foster Open Communication and Feedback:

Create a safe and supportive environment where employees feel comfortable discussing their challenges and concerns. Provide regular feedback, both positive and constructive, and encourage open dialogue. Conduct regular one-on-one meetings to discuss performance, goals, and any roadblocks.

4. Address Underlying Issues:

If you suspect that personal issues or burnout are contributing to underperformance, offer support and resources. This might include access to employee assistance programs, flexible work arrangements, or time off. Showing empathy and understanding can significantly improve employee morale and motivation.   

5. Delegate Effectively and Provide Autonomy:

When possible, delegate tasks that align with employees' strengths and interests. Provide them with the autonomy to manage their own work and make decisions. This can increase their sense of ownership and motivation.

6. Recognize and Reward Performance:

Acknowledge and appreciate employees' efforts and achievements, even small ones. Public recognition, verbal praise, or small rewards can boost morale and motivation. This reinforces positive behaviors and encourages continued effort.   

7. Address Performance Issues Directly and Consistently:

If underperformance persists despite these efforts, address the issue directly and consistently. Document specific instances of underperformance, provide clear feedback, and outline consequences for continued poor performance. Follow company policies and procedures for performance improvement plans or disciplinary action when necessary.

8. Consider the Work Environment:

Evaluate the overall work environment and management practices. A toxic or unsupportive environment can contribute to demotivation and underperformance. Address any systemic issues that might be contributing to the problem.   

Avoiding Counterproductive Approaches:

• Public Shaming or Criticism: Publicly criticizing or shaming employees is counterproductive and can damage morale and trust.

•  Ignoring the Problem: Ignoring underperformance will not make it go away and can negatively impact team morale and productivity.   

• Making Assumptions Without Understanding the Cause: Avoid making assumptions about why an employee is underperforming. Take the time to understand the underlying reasons.

The Key to Success: Understanding, Support, and Accountability:

Addressing underperformance requires a balanced approach that combines understanding, support, and accountability. By focusing on identifying and addressing the root causes of underperformance, providing support and resources, and setting clear expectations, managers can help employees improve their performance and contribute effectively to the workplace. This approach is much more effective than simply labeling individuals as "lazy" and fosters a more productive and positive work environment for everyone.


Managing Baby Boomers in the Workplace: A Guide for a Multigenerational Workforce

 


Managing Baby Boomers in the Workplace: A Guide for a Multigenerational Workforce


Baby Boomers, born roughly between 1946 and 1964, represent a generation with a wealth of experience, a strong work ethic, and a unique perspective shaped by historical events and cultural shifts. As they continue to contribute to the workforce, often alongside younger generations, understanding how to effectively manage and collaborate with Baby Boomers is crucial for creating a harmonious and productive work environment. This article offers a guide to navigating the nuances of managing Baby Boomers, fostering mutual respect, and leveraging their valuable contributions.   
Understanding the Baby Boomer Mindset: Beyond the Stereotypes
It's essential to move beyond stereotypes and appreciate the diverse range of individuals within the Baby Boomer generation. However, some common characteristics often influence their approach to work:
•  Strong Work Ethic and Dedication: Many Baby Boomers were raised with a strong emphasis on hard work, loyalty, and dedication to their employers. They often value long-term commitment and take pride in their work.   
• Respect for Hierarchy and Authority: Baby Boomers generally respect established hierarchies and lines of authority. They value clear direction and appreciate structured work environments.   
• Experience and Institutional Knowledge: This generation holds a wealth of experience and institutional knowledge. They've witnessed industry changes, economic fluctuations, and technological advancements, making them valuable resources for younger colleagues.   
• Face-to-Face Communication Preference: While adaptable to technology, many Baby Boomers prefer face-to-face communication, phone calls, or written correspondence over instant messaging or purely digital interactions.   
• Value of Recognition and Appreciation: Like everyone, Baby Boomers appreciate recognition for their contributions and value feeling respected and appreciated for their experience.
Effective Management Strategies for Baby Boomers:
Managing Baby Boomers requires a blend of respect for their experience, understanding of their communication preferences, and a focus on creating a mutually beneficial working relationship.
1. Respect Their Experience and Expertise:
Acknowledge and value the wealth of experience Baby Boomers bring to the table. Seek their input on projects, encourage them to mentor younger colleagues, and create opportunities for them to share their institutional knowledge. This not only shows respect but also leverages their expertise for the benefit of the entire team.
2. Communicate Clearly and Directly:
While adaptable, many Baby Boomers appreciate clear, direct, and concise communication. Provide detailed instructions, avoid ambiguity, and follow up with written summaries or confirmations when necessary. Face-to-face meetings or phone calls can be particularly effective for complex discussions or sensitive topics.   
3. Provide Opportunities for Mentorship and Knowledge Transfer:
Baby Boomers are often eager to share their knowledge and mentor younger generations. Create formal or informal mentorship programs that pair them with junior colleagues. This not only benefits the mentees but also provides a sense of purpose and fulfillment for the mentors.   
4. Offer Stability and Structure:
While flexibility is important for all generations, Baby Boomers often thrive in environments with clear structures, established processes, and predictable routines. Provide clear expectations, defined roles, and consistent feedback to create a sense of stability and security.   
5. Recognize and Appreciate Their Contributions:
Publicly acknowledge and appreciate the contributions of Baby Boomers. Celebrate their milestones, recognize their achievements, and express gratitude for their dedication. This simple act of recognition can go a long way in fostering a positive and motivating work environment.
6. Be Mindful of Technology Preferences:
While many Baby Boomers are comfortable with technology, they may not be as quick to adopt new platforms or communication tools as younger generations. Provide adequate training and support for new technologies, and be mindful of their preferred communication methods.
7. Value Their Work-Life Balance (Especially as They Approach Retirement):
As Baby Boomers approach retirement age, their priorities may shift. Be understanding of their need for flexible work arrangements, reduced hours, or phased retirement options. This allows them to transition smoothly while continuing to contribute their expertise.
Navigating Potential Challenges:
While managing Baby Boomers is often a rewarding experience, some potential challenges may arise:
• Resistance to Change: Some Baby Boomers may be resistant to new technologies, processes, or management styles. Approach change gradually, explain the benefits, and provide adequate training and support.   
• Communication Style Differences: Differences in communication styles between generations can sometimes lead to misunderstandings. Encourage open communication, active listening, and a willingness to adapt communication styles.
• Different Work Priorities: As Baby Boomers approach retirement, their work priorities may differ from younger generations. Understand their motivations and adjust expectations accordingly.
The Key to Success: Mutual Respect and Understanding
Managing Baby Boomers effectively is about recognizing their valuable contributions, respecting their experience, and understanding their unique perspectives. By fostering open communication, providing opportunities for mentorship, and creating a supportive and respectful work environment, organizations can leverage the strengths of this generation and create a truly multigenerational workforce that benefits everyone. This approach ensures that Baby Boomers feel valued, engaged, and motivated to continue contributing their valuable experience to the workplace.

how to manage millennials (born in the 1980s and 1990s) in the workplace.

 how to manage millennials (born in the 1980s and 1990s) in the workplace. 


Understanding Millennials:

• They grew up with the internet and are comfortable with technology.

• They value work-life balance and personal growth.

• They want freedom and flexibility at work.

• They like teamwork, communication, and feedback.

• They want their work to be meaningful.

How to Manage Millennials Effectively:

• Offer Flexible Work: Let them adjust their work hours or work remotely. Focus on results, not strict schedules.

• Give Them Autonomy: Trust them to make decisions and give them challenging tasks. Avoid micromanaging.

• Communicate Clearly: Be open and honest. Give regular feedback and have one-on-one meetings. Use different communication methods (email, chat, video calls).

• Support Their Development: Offer training, mentoring, and chances for promotion. Help them learn new skills.

• Create a Positive Culture: Make the workplace respectful, inclusive, and fun. Encourage teamwork and recognize their achievements.

• Use Technology: Provide them with the latest tools and encourage them to use technology to improve efficiency.

• Focus on Well-being: Prevent overwork and offer benefits like health insurance and vacation time. Organize team activities.

Things to Avoid:

• Don't control them too much.

• Don't forget to communicate with them and give feedback.

• Don't ignore their need for growth.

• Don't be too strict with rules that don't fit their needs.

Key Takeaway:

Managing millennials is about building a good working relationship based on trust and respect. By being flexible, supportive, and communicative, companies can help millennials be happy and productive, which benefits everyone.


2011年4月19日 星期二

亡國三惡因》

于右任先生的《亡國三惡因》發表於《民立報》

民窮財盡,社會破產,國家破產。國有金,吝不與人,為他人藏。此其一。善不能舉,惡不能退,利不能興,害不能除。化善而作貪,使學而為盜。此其二。宮中、府中、夢中,此哭中、彼笑中,外人窺伺中、霄小撥弄中,國際偵探金錢運動中,一舉一動,一黜一陟,墮其術中。此其三。

2011年2月17日 星期四

醫委員質疑陳邦石 醫療記錄不完整

醫委員質疑陳邦石
醫療記錄不完整

2011年02月17日 (01:53 pm)

醫務委員會續聆訊,麻醉專科醫生陳邦石涉嫌專業失德事件,委員會質疑陳的相關醫療記錄不完整,又當日懷疑儀器出現問題,沒有即時告訴病人。

2011年2月14日 星期一

律師讀求情信淚灑法庭

Sing Tao Daily | 2008-01-18
A10| 港聞
律師讀求情信淚灑法庭

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在聆訊過程中,眼科專科醫生馬義恩沒有質疑委員會的指控,對於被指專業失當,只透過律師一概承認事實;而他透過律師讀出的求情內容,不但令人動容,身為男子漢的代表律師亦不禁涕淚俱下。

成功個案變成災難

馬義恩的求情,由講述醫生的職業開始,律師說:「選擇醫生職業,夢想是希望病人可以開心地生活;但醫藥有風險,一秒半秒的疏忽可將一個成功個案變成災難。」他續指:「凡事都總有意外,而因為是次失誤,馬醫生已感到非常抱歉,並且將對其一生造成不能磨滅的影響,現時的他因為該醫療失誤已導致失眠和抑鬱。

其後,律師打出「溫情牌」,指馬醫生以其專業資格行醫濟世養育家中六名子女,而除了兩名親生子女外,其餘四名都是領養的。事件遭傳媒廣泛報道令馬的執業受到影響,但仍要向六名小孩供書教學,壓力甚大。

向受害人誠懇致歉

當訴說到馬的家庭及其領養孩童的事迹時,其律師深受感動而涕淚俱下,委員會詢問他是否需要休息,他哭着說:「我從來沒有做過這樣的求情。」

律師說由○五年不能磨滅的那一刻起,馬義恩每天承受心理上煎熬的惡果,他明白所承受不能與病人姜雪相比,向姜雪提出最誠懇的致歉,希望得到病人原諒。

雖然這次醫委會的判決是醫療失誤中最嚴厲的一次,但亦可見求情相當成功,醫委會主席麥列菲菲指本來判決是普通科醫生名冊中除名十八個月;但委員會相信馬樂於助人及有悔意,因此減刑至一年。記者周嘉莉

醫局證首宗個案 骨肉錯配31年 贊育調亂嬰 恐涉百家庭

Sing Tao Daily | 2008-02-24
A01| 要聞| 頭條
醫局證首宗個案 骨肉錯配31年 贊育調亂嬰 恐涉百家庭

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一次醫療失誤,令三十一歲的李國賢今天才知道,撫育他成人的父母與自己沒有半點血緣關係,成為本港首宗嬰兒調包事件的主角。在贊育醫院出生的李國贀,早前被妹妹發現血型與母親不脗合,好奇下與父母接受遺傳基因測試,結果發現彼此沒有血緣關係。醫院管理局呼籲,一百多名在一九七六年十一月二十八日至十二月初,贊育醫院出生的男子以及逾百名當年的產婦,自願接受遺傳基因測試。

李國賢於一九七六年十一月三十日在贊育醫院出生,是家中長子,從事服務業的他已成家立室,育有一名三歲半女兒。去年十月,修讀護士課程的妹妹發現他與母親血型不脗合,他於是抱着「去玩」的心情,與父母一起到私人化驗所檢驗遺傳基因,但結果卻是「百分之九十九點九九沒有血緣關係」,可說晴天霹靂。他其後向特首、申訴專員公署、食物及衞生局長等求助,但不得要領。

「主角」堅持永遠愛母親

李國賢昨日表示,家人經得起考驗,現在感情更勝從前,「希望在有生之年找到親生父母,與他們茶敘、吃飯,在節目相敍。但現在的父母就是我的父母,我不會改變生活模式,不會離開他們,也不會改身分證。」新年期間他更向母親送上利是,上面寫道:「一天為母親,終生也是母親。」他說,現時未有考慮追究責任和索償,首要工作是尋人,他有信心會水落石出。

據了解,李國賢母親雷鳳霞當年未婚懷孕,因此在贊育醫院分娩後,把兒子送到竹園兒童院,六周後她改變主意,將兒子接走,所以調包事件亦有可能在兒童院發生。雷鳳霞昨日說:「希望盡快搞清楚事件。」醫管局主席胡定旭(小圖)表示,調亂嬰兒屬個別事件。揭發事件後,局方與事主保持聯絡,但問題複雜,需要考慮法律、病人權益及私隱等方面問題。贊育醫院當年隸屬衞生署,現時最重要的是呼籲於同時期出生的男子和在院內分娩的孕婦,自願接受DNA檢驗。

胡定旭籲同期家庭驗基因

食物及衞生局局長周一嶽說,會盡量協助李國賢尋找親生父母。該局轄下醫院的孕婦資料會在廿一年後銷毀,但會保存所有出生嬰兒父母的相關資料。他承認資料未必足以讓李國賢尋回親生父母。他不評論事件是否涉及人為錯誤,若有人提出索償,會循既定法律途徑解決。醫管局明天將召開記者會,呼籲七六年十一月二十八日至十二月初,在贊育醫院出生及分娩的各一百多人,自願接受DNA測試。

該局發言人表示,測試者需有足夠心理準備,局方會派專人講解法律問題,並會透過病人系統找出和發信給同名同姓的人。資料顯示,於七六年十一月二十八至十二月七日,共有一百零七名男嬰於贊育醫院出生。社會福利署發言人說,收到李國賢的求助,並協助找尋記錄,但竹園兒童院於○三年關閉後,已按程序銷毁檔案,署方本周再與他會面。

痛失幼女母誕女嬰

Sing Tao Daily | 2008-03-06
A14| 港聞
痛失幼女母誕女嬰

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求醫半日突然死亡的三歲可愛女童何寶宜,猝逝剛四日,何家又增添新成員;痛失愛女的何母,昨在被批醫療失誤的屯門醫院誕下女嬰,惟喪喜交接,百感交雜,新生命的到來,卻沒有為何家帶來應有喜悅。食物及衞生局局長周一嶽昨指關注事件,已要求醫管局及衞生署找出寶宜死因,對於是否醫療程序或其他方面出現問題則需研究及鑑定。

提早一周出世

視寶宜為心肝寶貝的何母,連日挺着「大肚子」為喪女一事奔波,前日更到屯門醫院了解,質疑事件涉及醫療失誤。懷有第四胎的她,預產期原為下星期,但昨午十二時突然腹痛,在丈夫等親人陪同下,送往屯門醫院產子,順利分娩,誕下女嬰。或許受到愛女新喪影響,何父等人離開時臉上沒有半點喜悅,匆忙離去,拒絕回應記者問題。

周一嶽表示,衞生署初步鑑證後,指寶宜胞姊宛宜是染「布里斯本型」H3N2病毒,故相信並非基因轉變令毒性增強。他向何家致以深切慰問,至於寶宜死因則要待醫生及專家做化驗才能清楚了解,死因庭會清楚交代醫療程序和當時情況。

寶宜祖父何桂明送媳婦入院產子前,早上九時,又到屯門醫院探望仍然留院的大孫女宛宜,事後他表示,宛宜健康好轉,精神不錯,尚有點鼻水,院方指兩三日後可以出院。此外,一名聲稱為鍾屋村村長男子,昨到院探望宛宜,他指民政事務署派人聯絡他,指會向寶宜家人發放慰問金,他知道寶宜疑患流感死亡,擔心病菌會在村內肆虐,稍後會動員進行清潔工作。

楊仔父母質疑威院病歷板造假

Sing Tao Daily | 2008-05-08
A14| 港聞
楊仔父母質疑威院病歷板造假

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在今年流感高峰期間入院一天即猝死的兩歲小童柯浩楊(楊仔),其父母從法醫官得悉威爾斯親王醫院的病歷板記錄與事實不符,醫生在病歷板上寫楊仔住院期間曾進食、醫護人員有密切觀察其病情;但兩人指兒子入院後有脫水問題,又因嘔吐無法進食,當時醫生曾拒為兒子吊鹽水,批評醫護人員態度輕率,質疑病歷板資料有造假之嫌。兩人昨決定申請法律援助控告醫管局及醫院有人為疏忽。

愛兒脫水曾被拒吊鹽水

楊仔家人昨向傳媒表示,將控訴醫管局及威爾期親王醫院醫療失誤。其母張豐如說:「當初因對醫院和醫生有信心,才將兒子交給他們,卻想不到兒子因此那麼快就走了。」父親柯明東又指,楊仔在二月二十五日入院後,因不能進食及喝水,又有脫水現象,在再三要求後,醫護人員才在四小時後為其子吊鹽水,楊仔後曾嘔過深啡色物,其母曾要求化驗又遭拒絕。

他批評醫護人員一直沒為楊仔量度血壓或心跳,對楊仔病情漠不關心,楊仔病危後才急着要抽血及取大便化驗,至二月廿六日當日下午三時,楊仔病情惡化,一小時後病逝。楊仔父母指,事後見法醫官時得知醫生在病歷板上,竟寫上楊仔住院期間曾進食、醫護人員有密切觀察其病情;但兩人當時與楊仔寸步不離,紀錄情況與他們所見完全不同,質疑病歷板資料有造假之嫌。

向醫委會投訴私家醫生

他們已就事件分別去信威院、醫管局公眾投訴委員會投訴。威院及醫管局昨回覆本報表示已回覆投訴人,並指只有威院會繼續與家屬保持聯繫及溝通和提供協助,有關個案已交由死因庭跟進調查。另外,柯氏夫婦又表示會向醫委會投訴楊仔入院前求診的私家醫生,將當時發高燒至四十一度的楊仔,只以普通感冒處理,質疑診斷錯誤。記者楊玉珠

被指醫療失誤錯失康復良機威院疑疏忽致病人昏迷

Sing Tao Daily | 2008-07-31
A14| 港聞
被指醫療失誤錯失康復良機威院疑疏忽致病人昏迷

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中年冷氣技工三年前於威爾斯親王醫院接受心臟手術時,疑因醫療疏忽,無法診斷出其心室壁有孔,未能及時進行治療,他一直昏迷,並有慢性腦缺血危機。男病人日前由妻子代為入稟法院,指控有關醫護人員疏忽造成意外,要求賠償。有心臟科醫生指心包膜穿刺術,是危險性很高的手術,須由至少有十年或以上經驗豐富的心臟科醫生操刀。

記者:朱棨新楊玉珠

心臟病人疑因醫療失誤一直昏迷,控告醫管局。原訴人李永康由妻子陳秀娟代表入稟高等法院,要求醫管局為疏忽承擔責任及追討賠償。

妻代夫入稟索償

據入稟狀透露,李於○五年八月四至六日,於威爾斯親王醫院(見圖)接受治療,但院方治療時出現多方面的失誤。首先,院方為李進行無綫射頻熱療法和電學診斷檢查時,未有採取合適和安全措施,同時也沒有依足正常程序,為李施行心包穿刺術。此外,院方未能診斷出李的左心室壁有孔和出現心包膜積水。

原訴指由於院方未能及時聯絡心臟科專家為李作出修補性治療,使原訴人錯失康復良機,甚至有慢性腦缺血危險。

據了解,現年四十二、三歲的原訴人意外前是冷氣技工,三年前因心律不正,到威院進行手術,手術後李看似一切如常,可以和家人談話和用膳。然而同日突然出現血塊,並大量出血,心臟一度停頓,醫院方面立刻為李進行第二次手術,包括立刻輸血,雖救回一命,卻昏迷至今,目前仍在威院留醫。

心臟病專科醫生黃品立表示,做心包膜手術主要是因心包膜有積水,而心律不正亦是病徵之一,病因是因包着心臟薄膜與心臟之間有積水,因壓着心臟,會影響心臟功能,致心力衰竭。黃醫生又指由於薄膜與心臟相貼,「就好像我們的皮膚一樣,與肉緊緊黏着」,所以手術時須用一根鋼針刺在適當位置,「如太入就會刺到心臟,導致流血,而位置不準確亦有可能刺到其他器官如肝、肺、腎等,所以醫生的經驗非常重要。」這種手術風險達一成,如在沒有豐富經驗心臟科醫生的醫院,或非教學醫院,則風險會更高。高院人身傷亡五三七──二○○八。

北院擺烏龍驗錯乳癌割錯胸

Sing Tao Daily | 2008-09-20
A02| 要聞| 頭條
北院擺烏龍驗錯乳癌割錯胸

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北區醫院發生嚴重醫療事故,院方調亂病人乳房組織樣本,導致一名三十六歲女病人被誤診患有乳癌,上月底割除左邊乳房後,院方昨始告知出錯。署理醫院行政總監鍾展鴻昨向病人及家屬鄭重道歉,並形容事件起因「撲朔迷離」,已成立專家小組調查事件,預計六至八周內有結果。至今未有其他病人受影響,暫時亦無任何醫院員工受到處分。

記者:張建業

醫管局行政總裁蘇利民對誤診乳癌事故深表遺憾和關注,並向病人及其家人表示歉意,「我們已經向病人保證,院方會全面跟進她在醫療和心理方面的需要,提供最適切的照顧和治理。」他又責成醫院管理層全面徹查事故的成因,並提出改善建議,在六至八個星期內呈交報告,並向病人及其家人詳細交代。

事主感有硬塊自行求診

因乳房組織樣本被烏龍調亂,而誤診患有乳癌的三十六歲女病人,昨晨(在手術後二十四天)始獲院方告知「做錯手術」。事件源於今年七月七日,女病人因左邊乳房懷疑有硬塊,向北區醫院求診。七月三十日外科醫生根據病人提供的私家醫生檢驗紀錄,以及當時的臨牀徵狀及X光檢查結果,初步判斷有乳房腫瘤需確定腫瘤屬於良性或惡性,遂於翌日為她抽取乳房組織化驗。

樣本指惡瘤須切去左乳

化驗結果顯示,病人六個組織樣本中,其中一個為惡性腫瘤,並安排於八月二十六日「順利」進行左乳房割除手術,於本月二日出院。

惟當醫院病理學部為病人割除的組織進行覆檢時,赫然發現樣本與手術前抽取的並不脗合,經過多次反覆化驗後,竟然證實病人被割除的組織樣本根本沒有癌細胞。

至本周三經DNA測試更加揭發院方「擺烏龍」,當初驗出為惡性腫瘤的樣本,竟不屬於這名病人,確定病人接受不恰當手術,無辜被割除了左邊乳房。該院外科部部門主管梁慶達昨指,經覆檢後女病人的良性腫瘤直徑大約只有兩吋,只須割除約四吋組織即可,根本毋須全邊乳房割除,「她原本都要做手術,只是不用切咁多。」

啟動應變機制公開道歉

北區醫院署理行政總監鍾展鴻表示,昨日得知事件後,已即時啟動嚴重醫療事故應變機制,並向醫管局及新界東醫院聯網管理層匯報事件。今日早上亦向病人及其家屬作出解釋及鄭重道歉,對方未有提出賠償要求。

他表示,新界東醫院聯網會成立專家調查小組調查及跟進事件,預計在六至八周內完成報告。在檢視過其他病人的紀錄,已確定無其他病人受事件影響,「為這名病人抽取組織樣本當日,連同了其餘四名病人的樣本一同送往病理學部的化驗所化驗,其餘四名病人本身都驗出惡性腫瘤,所以都已經進行了割除手術。」對於抽取及運送樣本的程序是否有疏失,他就指,病人組織樣本由病房運送到化驗所,過程中大約涉及十個人以上。在接觸過這些相關醫護人員後,無人未按既有程序處理,因此亦毋須停職處分。

總監堅稱程序沒有出錯

每年北區醫院有一百五十人進行乳房割除手術,在調查報告完成之前的未來六星期,就有二十名病人將接受手術,但醫院連如何出錯都未知的情況下,能否確保錯誤不再發生,將受到病人質疑。

但鍾展鴻昨一再強調,醫院抽取病人組織樣本,以至整個運送過程都非常「精密」,根本無可能出錯,亦不認為程序「會有問題」。他說:「我們有既定指引,樣本核對、標籤核對,運送過程又會再核對,送到去都會核對……現在不能排除是否人為出錯……有就一定會負責!」但在接觸過相關醫護人員後,無人未按既有程序處理,因此亦毋須停職處分。

事故前科

■北院五年前曾發生調錯病人身分事件,受到各方抨擊。資料圖片

集體道歉

■北區醫院昨為割錯乳房醫療事故召開記者會。由左至右為醫院統籌張浩然、總監鍾展鴻、外科部主管梁慶達及病理學部主管孫宏明。

醫療事故

■北區醫院爆出疑調亂病人樣本,釀成嚴重醫療失誤事件,院方高層即時展開徹查,向醫管局交代。

良性瘜肉當膽石割水喉管工索償22萬

Sing Tao Daily | 2008-10-14
A14| 港聞
良性瘜肉當膽石割水喉管工索償22萬

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一名六旬水喉管工指他於○三年因腹痛嘔吐到明愛醫院求診,當時醫生診斷他生有膽石為他進行微創切除手術,惟手術後發現管工在膽囊內生有良性瘜肉而非膽石,而其腹痛嘔吐情況未有改善反更加劇。管工現在區院向醫管局興訟,追討二十二萬元醫療失誤的賠償。

原訴人為現年六十四歲的麥樹生(見圖)昨日在庭上作供時提到當年事件仍十分勞氣:「如果知道不是生膽石,不會做手術。」麥續指,○三年八月他開始出現腹痛和嘔吐的病徵,後他到明愛醫院求診,兩個月後明愛放射及診斷部醫生何惠清為麥進行超聲波檢查後,診斷出麥在膽囊內生有膽石,麥於是在同月底接受微創切割手術。惟手術後發現麥並非生有膽石,而是直徑五毫米的良性膽固醇瘜肉。

手術後約半個月,麥到內地江門市人民醫院求醫,被診斷患有十二指腸阻塞、慢性胃炎、反流性食管炎等,並接受治療八周後才康復。聆訊今續。

案件編號:區院人身傷亡五六三──二○○六。

記者蔡小慧

瑪麗微創切腫瘤誤損大動脈五歲童開刀亡死因庭拒研訊

Sing Tao Daily | 2008-11-04
A11| 港聞
瑪麗微創切腫瘤誤損大動脈五歲童開刀亡死因庭拒研訊

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瑪麗醫院揭發一宗懷疑醫療失誤事件,一名在胸腔患上腫瘤的五歲小童,兩年前以微創方式切除腫瘤時疑因割損大動脈導致死亡,其家人希望討回公道,但死因裁判庭早前以事件顯然屬於意外為由,決定不開庭進行死因研訊,令家人感到不滿。病人權益組織批評,死因裁判庭做法並不統一,有欠公允。

病人權益協會於○六年底接獲五歲小童黃皓亮的家人求助,要求協助跟進黃皓亮因瑪麗醫院涉嫌失誤,在手術期間身亡的事件。社區組織協會病人權益幹事彭鴻昌表示,黃皓亮當年在胸腔發現一個腫瘤,位置在心臟和肺部之間,醫生當時建議以微創方式切除,但在切除期間懷疑割損大動脈,導致大量出血,經醫院的資深醫生搶救無效,於○六年十一月二日死亡。

院方的解剖報告指出,皓亮因大動脈撕裂導致大量出血死亡;家屬其後向醫院作出投訴,但院方表示沒有需要就事件負上任何責任。家屬過去兩年來一直在律師協助下,希望爭取召開死因裁判庭,了解事件的經過。

死因庭指清 楚是意外

不過,死因裁判庭在七月正式通知皓亮家屬,表示不會開庭進行研訊,理由是事件很清楚是屬於意外。家人其後再致函首席大法官李國能,亦未有得到任何回應。彭鴻昌表示,皓亮當年在動手術前,家人也曾詢問有關醫生,腫瘤直徑達到八厘米,是否適宜以微創方式切除,但獲回覆問題不大,因此其家人一直希望能了解手術過程中的「謎團」,如涉及醫生的人數、資歷,以及有關手術的成功比例他等。

他表示,最近也曾協助另一類似個案,涉及一名以微創方式切除胃部腫瘤過身的病人,死因裁判庭當時亦同意開庭,最後裁定病人死於意外。他指出,按照個過經驗,只要是家屬一方要求召開死因庭,裁判法庭通常也會受理,質疑死因裁判庭是次做法並不統一。

皓亮的家人今日會在議員陪同下召開記者會,交代事件經過及跟進工作。瑪麗醫院發言人回覆表示,對於有病人離世,醫院謹向其家人致深切慰問,但有關個案已在○六年交由死因研訊庭跟進,醫院亦正等候回覆。

五歲童疑開刀死父母去信律政司

Sing Tao Daily | 2008-11-05
A16| 港聞
五歲童疑開刀死父母去信律政司

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○六年瑪麗醫院懷疑醫療失誤,導致胸腔患腫瘤的五歲男童黃皓亮死亡,男童家屬質疑該次手術是否恰當,又不滿死因庭拒絕研訊。協助男童家屬的議員將去信律政司,要求根據死因裁判官條例,召開死因聆訊。

求開死因庭

痛失愛兒的黃太表示,皓亮被確診於右胸腔內、心臟後方有一個直徑約八厘米的腫瘤,小兒外科醫生建議採用微創方式切除,當時家人已提出質疑,是否以開胸方式較恰當,最終信任醫生的專業決定。

採微創疑不當

手術前一天,經家屬查詢,醫生始告知有一成機會影響神經綫,未提及可能有生命危險,並至施手術當日,才初次與主診醫生會面。她又稱,在手術前曾有麻醉科醫生說,「不明白如此大的腫瘤,怎麼會用微創手術」。

協助男童家屬的立法會議員何俊仁指,在警方尋求其他醫院顧問醫生的意見中,顯示該手術採微創方式進行屬嚴重判斷錯誤。記者馬志剛

死者家屬追究瑪麗延誤換肝

Sing Tao Daily | 2008-11-25
A12| 港聞
死者家屬追究瑪麗延誤換肝

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太太去年因肝硬化喪生,趙先生隨後收到兩封匿名信,揭露趙太延誤換肝涉及有醫生疏忽,信件更附上疑是醫院內部文件,令趙生決心追究事件,已去信死因庭要求調查有否涉及醫療失誤。

趙生憶述,太太兩年前出現眼白發黃,右上腹痛等徵狀,去年二月入住瑪麗醫院肝臟內科病房,主診醫生指她病情嚴重要換肝,但當完成手術前檢查,負責的專家突然表示不用換肝,更要他太太即日出院;二月底覆診,外科醫生又指她病情惡化,卻一直無收到內科醫生轉介檔案,之後分別到內外科覆診數次。

拖延半年,九月初趙太肝硬化病情惡化入院,才被安排換肝,這時即使有朋友願捐肝都太遲,趙太十日後病逝。趙生批評醫院溝通有問題,安排病人換肝的體制更有問題,他已去信死因庭要求調查,警方亦已聯絡他錄取資料。香港社區組織協會今天將公開有關資料,要求進行死因研訊。

換肝疑延醫致死報告交死因庭

Sing Tao Daily | 2008-11-26
A15| 港聞
換肝疑延醫致死報告交死因庭

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巿民趙先生投訴瑪麗醫院,令其妻子無法及時換肝而延醫致死,投訴個案早前交由警方跟進後,初步完成調查,警方將會撰寫完報告後交由死因庭研訊。趙先生昨指,認為其太太的個案為一宗嚴重醫療失誤,因瑪麗醫院內外科溝通不足,斷診有出入,本來太太有機會換肝延續生命,最終卻被剝奪生命,期望死因庭能作出公平判決。

病人權益協會幹事彭鴻昌指,自威爾斯親王醫院自○三年停止肝臟移植的運作後,全港僅剩下瑪麗醫院一所醫院提供有關服務,在人手不足下,易導致醫療事故,建議當局增設一至兩間肝臟移植中心。

未送往化驗 室溫擺三天 威院亂放樣本 病人血白流

Sing Tao Daily | 2008-12-10
A08| 港聞
未送往化驗 室溫擺三天 威院亂放樣本 病人血白流

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公立醫院再發生醫療失誤事件。威爾斯醫院上周五為近一百名病人抽血後,二百二十一個血液樣本疑因醫院員工沒有按照程序,送往化驗室保存及化驗,將該批血液連手推車,送往擺放手推車的管事部門,擺放至昨天才被發現。該批血液疑已變質,需再安排受影響的百名病人到醫院抽血,但院方指仍須深入調查是否涉及人為出錯,才能進行紀律處分。

記者:楊玉珠

威爾斯醫院發言人昨日指,上周五有九十九名病人,包括九十七名門診病人及兩名住院病人,在威院的李嘉誠專科門診抽血中心抽血後,二百二十一個血液樣本被放置在運送的手推車上,由一名醫院二級工人運送,原應送到化驗室,但卻沒有,至昨日被發現停放在擺手推車的管事部門。

97人需再抽血檢驗

院方發言人卻指,該部手推車上周末起一直存放在上鎖的管事部門,昨經核實後,確定沒有遺失任何病人血液樣本,而所有樣本亦沒有被啟封,當中亦不涉及需緊急處理的樣本。

院方指在揭發事件後,會於二十四小時內聯絡涉及的九十九名病人,安排他們回院再抽血化驗,並確定今次事件不會對病人的診治有任何影響,但就這次事件對病人造成不便致歉,同時指會深入調查和檢討今次事件和有關程序,如證實涉及人為因素,會按既定人事紀律程序處理有關員工。

放兩三小時即變質

香港大學血液及腫瘤科講座教授梁憲孫醫生表示,血液被抽取後,一般需於二至三小時內送往化驗室,因擺放在室溫環境下太久,血液質素會有變化,包括電解質、紅血球會改變,血液內的細胞亦會因新陳代謝而退化,甚至死亡,故會影響化驗結果的準確性。該批血液因擺放在溫室環境下太久,已成為「廢物」,需予丟棄,院方才要再安排病人抽血化驗,但仍對病人造成不便。

瑪麗疑涉延誤病人失救喪命

Sing Tao Daily | 2008-12-23
A08| 港聞
瑪麗疑涉延誤病人失救喪命

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繼明愛醫院出現處理心臟病人求助失當事件後,瑪麗醫院亦被病人家屬投訴醫療失誤。一名留醫兩天的年近八旬病人,疑在院內心臟病發作,遭拖延三小時始獲急救,終告斃命,家人認為院方漠視病情,要求作出交代。

家屬投訴要求交代

該名身亡老伯姓羅、七十九歲,為退休西餅師傅,與妻子、長子及兩女兒同住橫頭磡邨。羅子形容父親為一名癌症鬥士,為人樂觀,如非院方延誤救治,其父可以與他們一同度過冬至及聖誕節。

羅子稱,父親患肝炎十多年,至三年前惡化轉成肝癌,遂往治療肝癌有一定成效的瑪麗醫院求醫。至兩個月前,父親癌症到末期,但院方試用新藥治療,病況有好轉,醫生更指可延長壽命近一年。惟至本年十月六日,羅伯因脫牙後牙肉滲血,加上左手無力不能自行抬起,由家人送往瑪麗醫院留醫。

據羅子稱,父親入院當日相當精神,惟兩日後,至十月八日下午五時半再往探訪時,卻發覺父親精神萎靡,出現嘔吐,並透露右腿及腹部痛楚,於是通知護士前來查看,惟女護士僅登記情況,未有處理。

羅子與妹曾再三要求派醫生前來,惟護士表示要收新病人,故未有空閒,直至晚上八時許,始有一名實習醫生到來檢查。

羅子表示,當時父親已陷半昏迷,嘴角歪斜,醫生曾要求父親自行抬起右手右腳,但已做不到;醫生此時始顯得緊張,匆匆呼召十多名醫護人員趕來急救,但父親結果至凌晨不治。

醫管局:院方已急救

家人認為院方未有正視病人病情,向立法會議員馮檢基求助,至本月十一日,院方始以書面回覆,指其父因冠狀動脈粥樣硬化、缺血性心臟病及多重末期肝癌致死。家人則懷疑病人因延誤救治致死,要求公開事件及醫管局作出交代。

醫管局發言人稱,病人病情突轉惡化,院方已進行急救可惜不治,事件已交死因裁判法庭。對於病人離世,瑪麗醫院向其家人致深切慰問。

記者徐裕民

雙重打擊喪子媽媽亟需關懷

Sing Tao Daily | 2009-01-07
A03| 要聞
雙重打擊喪子媽媽亟需關懷

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初為人母卻受喪子之痛,本已悲慟欲絕,愛子遺體突然失蹤,更是難以接受。有臨牀心理學家指,女性分娩後受荷爾蒙分泌不均影響,情緒本已較為波動,若再遇突發事故,對其心理將造成雙重打擊,更容易引發情緒病。

時刻想「點解偏偏係我個BB」

臨牀心理學家黃婷指出,如果在產前檢查時已知胎兒有某種病症,有可能夭折,會有一定心理準備,對母親心理狀況傷害將較小;但若胎兒於檢查時一切正常,出生後才夭折,屬突發性事件,「由迎接新生命突然變成喪子之痛,母親初時會不願面對、不相信,可能會出現驚慌、失去安全感、麻木的表現。」她續指,情況嚴重者會引致抑鬱。

黃表示,今次事件中,嬰兒屍體失蹤將對母親心理上造成進一步打擊。「醫院不見了BB遺體,牽涉責任問題,加上近期比較多醫療失誤事故,很容易勾起媽媽有這個想法,將一切痛苦都歸咎於院方。」她說,母親會容易產生一種憤怒及不公平的想法,如「點解偏偏會係我個BB」。她續稱,生育過後的婦女,荷爾蒙分泌會暫時失衡,容易引起情緒不穩,如果本身已接受不了孩子離世,再加上突然發生孩子遺體失蹤事故,在雙重打擊下,媽媽將更容易引發情緒病,亟需家人關懷與支持。記者馬志剛

精神受創可索償

Sing Tao Daily | 2009-01-07
A03| 要聞
精神受創可索償

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東區醫院殮房遺失嬰屍荒謬事件,多名法律界人士指,案中父母可待警方調查後,一旦證實醫院有疏忽,可向醫管局索償,彌補父母精神傷痛損害及殮葬儀式受影響的賠償金額,但估計金額不會太大。

律師梁永鏗指出,屍體不屬任何人的物體,但遺失嬰屍會令父母更為哀傷悲慟,可能出現失眠及精神抑鬱,甚至影響日常生活工作,父母可以精神受傷害為由,向醫管局追討索償。

賠償額或較細

梁永鏗憶述,五年前一名母親,因醫療失誤致腹中骨肉夭折而精神受損,不能工作,最終成功向醫管局索償約七十萬元。但今次嬰屍不翼而飛,事件極度罕見,必須先釐清醫院責任及對父母傷痛程度研究賠償。

但今次事件獨特之處,父母本應已因嬰兒夭折感傷痛,梁永鏗指,計算賠償金時會相應減少,但現時嬰屍遺失,對父母悲痛程度會否加深,或殮葬儀式會否因無屍而變複雜,須委託專家建議而計算賠償金額,估計金額未必大。

另一執業大律師陸偉雄指,事件中父母可等待警方重案組完成刑事調查後,了解醫院責任,才向醫管局民事索償會較容易。

他指,如醫院已做妥保安措施,如有職員定時巡查、簽更簿、裝閉路電視及有上鎖等,但仍遭盜屍賊潛入偷屍,醫院未必要百分百賠償;一旦證實有人為疏忽,醫院則責無旁貸。本報記者

病人投訴威院醫療失誤

Sing Tao Daily | 2009-01-12
A09| 港聞
病人投訴威院醫療失誤

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卅一歲巿民黃天耀昨向傳媒投訴,○七年十月,他懷疑因腎炎入住沙田威爾斯醫院期間感染肺炎致積水積膿,結果肺部要開兩個小孔排膿,及後拒絕醫生提議再開三個小孔排膿。黃轉往廣華醫院醫治,引述該院醫生稱他只需吃藥,毋須開孔排膿亦能痊瘉。黃指控威院醫生診斷錯誤致其肺部開孔,現常有氣促及呼吸困難,失去工作,靠綜援維生,今日申請法援控告醫管局及威院。

半癱翁控屯院失誤索賠

Sing Tao Daily | 2009-01-23
A12| 法庭
半癱翁控屯院失誤索賠

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一名老翁因感冒被轉介往屯門醫院求醫,醫院疑將老翁早年打羽毛球撞傷的瘀痕當作腦內瘀血,將其留院四日觀察,其間有護士在其右臂注射不明針藥,老翁立即右邊身軀癱瘓及輕微中風,多年來活動能力未復。老翁昨透過法援署入稟指醫管局出現醫療失誤,要求賠償。

指感冒當腦有瘀血醫

疑被注射藥物引致局部癱瘓的原訴人陳文中,現時僅靠綜援維生,昨講述事件經過之際,多次泣不成聲。原訴人透露,他於○六年因感冒往博愛醫院求醫,院方將他轉介往屯門醫院診治;他的頭上有一塊打羽毛球時弄傷的瘀痕,但院方卻指他的左腦有瘀血,要求他留院檢查。

原訴人表示他入院時仍活動自如,至留院第四日有一名男護士為他在右臂打針,他的右邊身軀即時不能活動;醫生僅指他出現輕微中風,但腦內流血已止。事後他持續往博愛醫院接受物理治療,但三年來一直未能完全恢復活動能力。原訴人稱以前曾任職司機,但事發後已喪失工作能力,妻兒更離他而去,目前獨居於元朗。案件編號:高院人身傷亡五○──二○○九。記者連嘉欣林家豪

茂昌眼鏡後人涉醫療失誤

Sing Tao Daily | 2009-01-31
A14| 法庭
茂昌眼鏡後人涉醫療失誤

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茂昌眼鏡後人、理工大學眼科視光學院兼任教授兼著名眼科醫生胡志鵬,其主理的「香港激光矯視中心」於○六年替一名男子進行眼科手術期間,疑因疏忽引致該名男子左眼受創。男子昨入稟控告胡志鵬及亞洲醫療服務(香港)有限公司,要求賠償。

未有聘請律師自行入稟的原訴人歐少豪,於入稟狀稱○六年一月至三月期間,曾三度前往尖沙嘴彩星中心的「香港激光矯視中心」接受左眼眼科手術,但答辯人胡志鵬及亞洲醫療服務(香港)有限公司的員工,未有向他提供適當護理及治療,手術前後亦未有採取足夠保護措施,令原訴人的左眼受傷。記者昨致電胡志鵬的診所,得悉胡志鵬不在港,未能就事件作出回覆。

答辯人胡志鵬生於眼科世家,父親乃茂昌眼鏡創辦人胡賡佩,本身亦是著名眼科醫生;胡的胞兄胡志城則於理工大學擔任眼科視光學院講座教授、兼醫療及社會科學院院長,胡志鵬亦於該校兼任教授。胡志鵬一九七四年開設醫務所行醫,九七年與多名眼科醫生聯手開設香港眼科專科中心,自己亦擔任香港激光矯視中心總監。香港大學畢業的胡志鵬,據悉曾捐款港大成立眼科學系。

案件編號:高院人身傷亡六三──二○○九。記者林家豪