The Deming Center, located within Columbia Business School, 1990-

Tenaris S.A. : Deming Cup awarded to Tenaris chairman and CEO, Paolo Rocca

10/30/2013 | 02:00pm US/Eastern

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October 30, 2013

Paolo Rocca, Tenaris Chairman and CEO, has been awarded the Deming Cup by Columbia Business School's W. Edwards Deming Center for Quality, Productivity and Competitiveness. Mr. H. Fisk Johnson of SC Johnson was also a recipient of the prize. The Deming Cup has been given annually since 2010.
Rocca received the award for placing operational excellence at the core of Tenaris's strategy. In 2007, he launched a program to standardize the best practices of the company's various industrial facilities with the goal of reaching zero accidents, zero rejects, and 100 percent compliance across the entire system. This has resulted in a common set of operational standards and a culture that drives constant improvement in the company's performance.
"I am deeply honored to receive the Deming Cup in recognition of the outstanding work done by the global team at Tenaris," said Rocca. "The relevance of Deming's insights and of his management principles should be considered by anyone who wants to be a leader today. For a company like Tenaris, operating worldwide across a number of different emerging and developed countries his lessons have been essential."
Johnson was recognized for his role as a key driver to SC Johnson's outstanding performance in quality and innovation. He has championed a philosophy of zero loss and 100 percent engagement, driving breakthrough improvements across facilities and enabling production teams to achieve gains never thought possible.
"To be honored with the Deming Cup is truly humbling and recognizes the hard work of the SC Johnson people around the world and the way they have operated and fostered growth - from furthering operational excellence to focusing on business process and quality," said Johnson.
The Deming Cup grew from Columbia Business School's drive to highlight the achievements of business practitioners who adhere to and promote excellence in operations. This award is given annually to individuals who have made outstanding contributions in the area of operations and have fostered a culture of continuous improvement within their respective organizations.
Nelson M. Fraiman, director of the W. Edwards Deming Center for Quality, Productivity and Competitiveness and professor of professional practice at Columbia Business School, commented on the importance of the award. "The Deming Cup is awarded to leaders who embody the true spirit of W. Edwards Deming. It recognizes the type of leader who builds a business based on strong values and a long term vision while at the same time cultivating an environment of operational excellence and developing a collaborative, forward thinking culture."
The Deming Cup's judging committee was led by co-chairs Robert M. Amen, executive in residence at Columbia Business School, and Paul H. O'Neill, 72nd Secretary of the U.S. Treasury and former director and chairman of Alcoa. The committee received nominations through a variety of channels - including ads in the Financial Times, solicitations to the CEOs of the top 300 companies in the United States, Europe, Latin America, and Asia. Requests were also directed to business and engineering school faculty around the world, and to Columbia Business School's alumni and Board of Overseers Committee. Nominations were received from April 1 through June 1, 2013.

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W. Edwards Deming Center for Quality, Productivity
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Initiatives

The Deming Center’s initiatives connect academia and industry through leadership in quality, productivity, and competitiveness. The center currently focuses on seven initiatives:
The Deming Cup
Doctoral Fellows
Faculty Study Tour
Columbia CaseWorks
Practitioners in Class
Mentoring Breakfasts
Deming Forum
Young Alumni in Retail Network
Conference in Healthcare


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Deming Cup 2012


We are pleased to announce that the winners of the Deming Cup 2012 are Terry J. Lundgren, Chairman, President and CEO, Macy's, Inc. and Ratan N. Tata, Chairman, Tata Sons Limited.


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Dave Kerridge ( -2013), 我們的導師

紀念David Kerridge

今天讀一則新聞:

On Oct. 31, Q2 Music celebrates new music's favorite holiday, Halloween, with Q2's first 24-hour scarathon of hair-raising microtones, densely clustered choruses and heart-pumping slasher film suites: http://bit.ly/16kuHGv

查一單字字根寫進”英文人行道”BLOG

其實這字根十幾年前英國的David Kerridge教授在email就教過我了.

今年他過世了. 我用英文寫篇感謝給其家人.Dave Kerridge ( -2013), 我們的導師

我們從未謀面.

-athon

Entry from World dictionary

suffix

• forming nouns denoting an action or activity which is carried on for a very long time or on a very large scale, typically to raise funds for charity:talkathon walkathon

Origin:

on the pattern of (mar)athon

W. Edwards Deming, Expert on Business Management, Dies at 93

By JOHN HOLUSHA  紐約時報
Published: December 21, 1993

W. Edwards Deming, an expert on business management who advised Japan on how to rebuild its shattered industries after World War II and urged American corporations to treat their workers as associates rather than adversaries, died early yesterday at his home in Washington. He was 93.
The cause was cancer. Although he was ill in recent years, Mr. Deming continued to work, conducting the last of his four-day seminars on quality-management in the Los Angeles area from Dec. 7 through Dec. 10.
Mr. Deming's theories were based on the premise that most product defects resulted from management shortcomings rather than careless workers, and that inspection after the fact was inferior to designing processes that would produce better quality.
He argued that enlisting the efforts of willing workers to do things properly the first time and giving them the right tools were the real secrets of improving quality -- not teams of inspectors. Initial Success in Japan
Mr. Deming was an obscure statistician in this country in 1950 when research he had conducted during World War II came to the attention of some Japanese industrial leaders. At their request, he then gave a series of lectures in Japan on his quality-control principles, and he and his message were eagerly embraced. The Japanese, who lacked many natural resources or a colonial empire, were a receptive audience because they believed they would prosper only if they could sell products on world markets.

His advice to Japan made Mr. Deming the leader of a generation of specialists on product durability and reliability who were then sought by American companies trying to catch up to Asian competitors. But his renown in the United States never matched the reputation he achieved in Japan.
After the application of his methods brought enormous commercial success to some Japanese companies, the Japanese created a Deming Prize for companies that made striking advances in quality. Mr. Deming was described by many commentators as the best-known and respected American in postwar Japan after Gen. Douglas MacArthur.
William Edwards Deming was born on Oct. 14, 1900, in Sioux City, Iowa, to a family whose roots in America reached back to the Revolutionary War. He grew up in strained financial circumstances in Powell, Wyo., where his father worked as a part-time lawyer and land developer.
Mr. Deming attended the University of Wyoming in Laramie, working at odd jobs while he studied engineering. He later earned a master's degree in mathematics and physics from the University of Colorado and was awarded a doctorate in physics from Yale University in 1928. Management as Problem
Mr. Deming used the later years of his long career to try to reform American management, for considerable fees, sometimes as much as $100,000 a year from a single client. A tall, formal man who habitually wore frayed three-piece suits and spoke to senior executives as if they were schoolboys, he delighted in telling corporate chieftains who asked him to help solve a company's problems that they were a significant part of the problem.
"Can you blame your competitor for your woes?" he would intone to groups of corporate managers. "No. Can you blame the Japanese? No. You did it yourself."
Although the core of his method to improve quality was the use of statistics to detect flaws in production processes, he developed a broader management philosophy that emphasized problem-solving based on cooperation. He exhorted managers to "drive out fear," so that workers would feel free to make improvements in the workplace.
Mr. Deming denounced management procedures like production quotas, performance ratings and individual bonuses, saying they were inherently unfair and detrimental to quality. He said customers would get better products and services when workers were encouraged to use their minds as well as their hands on the job.
A frugal man in his personal life, Mr. Deming drilled companies to work relentlessly to reduce waste -- anything from parts sitting unused in inventory to motions by a worker that did not add value to the final product. One of his daughters recalled that he had dated the eggs in his refrigerator with a felt-tipped pen so that the oldest would be eaten first and none would go to waste. Success at Ford and Xerox
His blunt approach offended many executives, who turned elsewhere for advice. Yet some companies, including the Ford Motor Company and the Xerox Corporation, sent hundreds of their top-level managers to his lectures and seminars. "He said the only way to bring about change was to have direct contact with senior management," said James K. Bakken, a former vice president at Ford.
Well into his 90's, Mr. Deming maintained an active travel schedule, crisscrossing the country to conduct seminars and consult with companies he considered sufficiently motivated to benefit from his attention. He also lectured at Columbia University's Business School and taught continuously at New York University's Stern School of Business from 1946 until the end of the spring term this year.
Integral to Mr. Deming's approach was an emphasis on sensitivity to customer needs. Everyone has a customer, he said, either inside or outside the organization. Although he developed his methods in an industrial setting, Mr. Deming insisted that his approach was applicable to institutions generally, even those in service and nonprofit businesses.
After Mr. Deming's first trip to Japan, the Japanese Union of Scientists and Engineers assembled his lecture notes and published them as a book, "Elementary Principles of the Statistical Control of Quality." Prize Established by Japanese
Mr. Deming refused to accept royalties from the book and suggested that the funds be used to promote quality. The group thus established the Deming Prize for achievements in quality, which quickly became one of the awards most sought by Japanese companies.
Yet Mr. Deming remained little known in the United States, where wartime efforts to establish statistical quality-control methods fell before the headlong rush to push products out of factories. The prevailing sentiment in American industry from the 1950's until the late 1970's was that more quality meant more cost and that consumers did not want to pay for higher-quality products.
That attitude began to change when Japanese products with brand names like Sony and Panasonic drove the American consumer-electronics industry almost out of business while reliable, fuel-efficient Toyotas and Hondas gnawed away at the domestic auto industry.
One of the first large American corporations to seek Mr. Deming's help was Ford Motor. Ford officials persuaded him to visit their headquarters in Dearborn, Mich., in February 1981, when the company's sales were faltering and it was losing hundreds of millions of dollars.
Ford executives were expecting a slick presentation on tricks to improve quality. Mr. Deming, instead, insisted on questioning the company's culture and management philosophy. Eighty-five percent of quality problems, he told them, are the result of management errors.
"We were sitting there with our pens poised to write down the prescription for what we should do about quality," Mr. Bakken recalled. "The first thing he said was, 'Do you have a constancy of purpose?' We were not quite sure what to make of him."
Because Mr. Deming was sponsored by Donald E. Petersen, Ford's president at the time, the relationship survived the executive egos bruised by these early encounters, and statistical control charts blossomed in the company's factories. In the 1980's, Ford led the domestic auto industry in quality improvements. No Formal Organization
As Ford's success became obvious, demand for Mr. Deming's services grew. He kept his client list short and refused to have anything to do with companies not willing make top executives available to him. Among the companies that turned to Mr. Deming and his disciples were Dow Chemical, Procter & Gamble, American Telephone & Telegraph and The New York Times.
Unlike other quality experts, like Joseph Juran and Philip Crosby, Mr. Deming never built a formal organization. He continued to work as a solo practitioner out of an office in the basement of his modest home in Washington. But he did develop an informal alliance of followers and often required clients to hire a member of his circle to teach statistical methods and instill his philosophy.
Mr. Deming developed that philosophy in the 1920's and 30's while working at A.T.& T.'s Hawthorne manufacturing plant in Chicago and as a protege of Walter Shewhart of Bell Laboratories. Mr. Shewhart was a pioneer in the use of statistics to control manufacturing processes.
Although his academic training was in mathematics and physics, Mr. Deming had mastered statistical theory and practice, in part by taking a one-year leave of absence from the Agriculture Department in the mid-1930's to study under a pioneer of the discipline, Sir Ronald Fisher of the University of London.
In the 1930's, Mr. Deming helped design the sampling techniques used by the Census Bureau. And in World War II he helped military planners apply statistics to the production of supplies for warfare. Changing the Culture
Companies that sought to improve their quality by adopting Mr. Deming's methods often found they had to change their entire culture. To convince workers that managers really did want to enlist them as partners, many companies eliminated cherished management perquisites like special parking spaces and executive dining rooms because shop-floor workers found them offensive.
One Deming lesson to designers and engineers was to change the way they thought about quality. Traditionally, specifications for almost any physical object were set at a desired value with a certain allowable deviation. Anything within the deviation limits was considered a good part, anything outside the limits bad.
But Mr. Deming's statistical studies showed that with complex products, these allowable deviations could add up to a defective final product. The message to managers was that simply being within specification was not good enough. Processes must be continually honed, he taught, to reduce the variability from part to part.
Mr. Deming's first wife, Agnes, died many years ago. His second wife, Lola, died in 1986. He is survived by two daughters, Diana D. Cahill of Palos Verdes, Calif., and Linda D. Ratcliff of Potomac, Md.; five grandchildren, and three great-grandchildren.

叢書

書號	書名	原作者	譯者	價錢
戴明修練叢書
M001	第四代管理	Brian Joiner	鍾漢清	380
M003	戴明修練I	W. W. Scherkenbach	鍾漢清	350
M004	戴明修練II	W. W. Scherkenbach	鍾漢清	450
M005	戴明博士四日談	W.J. Latzko D.M. Saunder	陳健邦	350
M011	戴明領導手冊	Peter R. Scholtes	鍾漢清	750
M020	台灣戴明圈：2008年東海戴明學者講座	W. Edwards Deming 威廉‧謝爾肯巴赫	鍾漢清	500
M091	戴明文選:從統計品管到淵博知識系統 (The Essential Deming)	W. Edwards Deming D&S. Kerridge	劉振 鍾漢清	500
M092	轉型: 紀念戴明博士(2009) 統計品管可靠性與轉型的新經濟學 The Trilogy of the New Economics of Dr. Deming	鍾漢清等	鍾漢清	500
M101	系統與變異: 淵博知識與理想設計法	Russell Ackoff David & Sarah Kerridge	鍾漢清 郭展銓	500
1	轉危為安	W. Edwards Deming	鍾漢清	500
M101	戴明的新經濟觀	W. Edwards Deming	戴久永	250
優良經營管理叢書
M006	加速度組織	A. Maira等	鍾漢清	350
M007	管理三部曲	J. M. Juran	鍾漢清	600
M008	熱愛品質	P. Crosby	彭淮棟	350
M009	品質成本管理	鍾漢清		400
M010	精實系統革命	James P. Womack  & Daniel T. Jones	鍾漢清	500
M012	管理行為	Herbert A. Simon	鍾漢清	500
M015	協調整合管理(待出版)	Mary Follet	鍾漢清	350
司馬賀叢書
M012	管理行為	H.A.Simon	鍾漢清	500
HAS02	人工科學通識(待出版)	H.A.Simon	鍾漢清	350
HAS03	滿意人生─我生活的種種模式(待出版)	H.A.Simon	鍾漢清	500
HAS04	知識應用與處理(待出版)	H.A.Simon	荊其誠 張厚粲 鍾漢清	250
實驗計劃叢書
D001	實驗計劃速學活用法	張忠樸		500
D002	實驗設計簡介	鍾漢清等		350
設計學叢書
D02	形之合成(待出版)	Christopher Alexande	鍾漢清	350
HAS02	人工科學通識(待出版)	H.A.Simon	鍾漢清	350

戴明學院出版書籍



　

書號  書名

原作者

譯者

價錢

　　


戴明修練叢書


M001

第四代管理

Brian Joiner

鍾漢清

380


M003

戴明修練I

W. W. Scherkenbach

鍾漢清

350


M004

戴明修練II

W. W. Scherkenbach

鍾漢清

450


M005

戴明博士四日談

W.J. Latzko
D.M. Saunder

陳健邦

350


M011

戴明領導手冊

Peter R. Scholtes

鍾漢清

750


M020

台灣戴明圈：2008年東海戴明學者講座

W. Edwards Deming
威廉‧謝爾肯巴赫

鍾漢清

500


M091

戴明文選:從統計品管到淵博知識系統
(The Essential Deming)

W. Edwards Deming
D&S. Kerridge

劉振
鍾漢清

500


M092

轉型: 紀念戴明博士(2009)
統計品管可靠性與轉型的新經濟學
The Trilogy of the New Economics of Dr. Deming

鍾漢清等

鍾漢清

500


M101

系統與變異: 淵博知識與理想設計法

Russell Ackoff
David & Sarah Kerridge

鍾漢清
郭展銓

500


1

轉危為安

W. Edwards Deming

鍾漢清

500


M101

戴明的新經濟觀

W. Edwards Deming

戴久永

250


















優良經營管理叢書


M006

加速度組織

A. Maira等

鍾漢清

350


M007

管理三部曲

J. M. Juran

鍾漢清

600


M008

熱愛品質

P. Crosby

彭淮棟

350


M009

品質成本管理

鍾漢清




400


M010

精實系統革命

James P. Womack & Daniel T. Jones

鍾漢清

500


M012

管理行為

Herbert A. Simon

鍾漢清

500


M015

協調整合管理(待出版)

Mary Follet

鍾漢清

350


















司馬賀叢書


M012

管理行為

H.A.Simon

鍾漢清

500


HAS02

人工科學通識(待出版)

H.A.Simon

鍾漢清

350


HAS03

滿意人生─我生活的種種模式(待出版)

H.A.Simon

鍾漢清

500


HAS04

知識應用與處理(待出版)

H.A.Simon

荊其誠
張厚粲
鍾漢清

250


















實驗計劃叢書


D001

實驗計劃速學活用法

張忠樸




500


D002

實驗設計簡介

鍾漢清等




350


設計學叢書


D02

形之合成(待出版)

Christopher Alexande

鍾漢清

350


HAS02

人工科學通識(待出版)

H.A.Simon

鍾漢清

350

北京，1989年6月 /司馬賀日記（一）......

梵樂希、司馬賀和哥德(2000/01)

我向司馬賀請教他自傳（我生活中的種種模式）中，提到懷德海等（司馬賀說聽不懂他的講演，看不懂他的書。司馬賀事科學兼哲學家，懷德海是有"奧義"的大師。）人，為何沒提哥德，這一位同樣被人譽為通人的天才。司馬賀回信說，他不喜歡哥德的業餘科學家調調，他最近（1993年3月）讀哥德的《義大利人游記》，仍然感覺如此。這沒辦法，「品味不能強求」他用德文/英文說。

The Economist 3月13－19日該期中，有一頁談哥德產業及其衝突現象，因為今年歐洲文化城為威瑪。

《我生活中的種種模式》中引了法國詩人Paul Vale'ry（1871－1945）的一首詩，很重要，我因此找了一本莫渝編的《梵樂希詩文集》（1977年，大舞台書苑，想已絕版）。讀了才知道為何司馬賀會與梵樂希靈犀相通。梵樂希追求"純詩"，教學、哲學等，無所不能，他能沉寂二十餘年未發表作品……他又有緣提拔名譯家梁宗岱先生。梁翻了他二篇極精采的《哥德論》，《評「骰子底一擲」》右寫了篇極精采的跋《哥德與梵樂希》。

梁先生在文中引了下述梵樂希對直覺的的看法：

「就是我們底最僥倖的直覺也不免是些不準確的結果，由於太過。對我們普通的理解而言；就是不及，對那些它們（直覺）自命交給我們最輕微的事務和實情的無窮複雜性而言」

我以為這與半世紀後司馬賀對「直覺思考」或「默會（tacit）知識」的看法很近似。當然，司馬賀更科學處理它。詳《科學行為》等書。我很欣賞M. Rolanyi 的《個人知識》，也同意司馬賀的話，對諸如「策略管理」等主題，是可作「專家系統」。

*****

 

東海第七宿舍讀司馬賀(2000/01)

1975級工工 鍾漢清

1971年大一住712房，門外是相思林，偶而會聽到僑生用廣東話鏗鏘地念國文教本，更多的時侯是喧嚷，甚至樓上的人對樓下的干擾聲的抗議…這些，都成極美好的回憶。

不過，對我而言，還有許多很難忘的事。例如我們一大早放莫札特，隔壁的朋友說謝謝。我那時更從圖書館借到一本新到的書，作者是H.A.Simon，書名叫The Shape of Automation，約十餘年後，我才知道作者中文名字為司馬賀（作者學中文時，因讀司馬遷文章有所共振後，有感而發取的名字），而那本書後來改名《管理決策的新科學》，是本名著。
沒想到近二十年後，我會出版司馬賀叢書，我會在網路上和這位心儀已久的「亞里斯多德」式人物（八十餘歲）請教。真是人生奇遇。我把他最珍貴的《管理行為（Administrative Behavior）》譯本送他，他回信希望書籍銷售成功，不致辜負我下的苦心（起碼有點苦功，例如作索引等等）。我回信說，其實書印出來，已成社會記憶了，我在譯書出版願景上已說了，該書中文版是獻給讀者的，希望我們的文化中，五十年後也能出個像司馬賀這種兼通文理法商全才。
這些書也是「紀念年少時的一些雄心」。我指的就是第七宿舍時的一些大志向，雖然那時司馬賀尚未得諾貝爾經濟學獎（1978），不過，大二高院長的「工業管理」課上，已提到他在決策論上的貢獻。

我向同班同學蔡士魁先生介紹司馬賀，他說「完全沒印象了。」不過，他仍本著同窗情誼，幫我校改司馬賀叢書：《管理行為》，《人工科學通識》，《滿意人生─我生活的種種模式》。第七宿舍的故事仍在演化著…。

******

認識司馬賀作品近三十年(1999/12)

四０年代
預算 政治經濟學 經理人的工作與邏輯
五０年代
司馬賀 家人協助模仿
電腦証明 邏輯推理 人的模式 都市設計
六０年代
迷宮中尋尋覓覓五十載
英姿勃發 步行校園 建築傑作
七０年代
自動化衝擊　啼明鳥　未央歌
科學管理　決策新科學　啟發　滿意　組織論
問題解決　分析　電腦　專家　直覺
有限理性　無限可能　人工智能　專家系統　諾貝爾
八０年代
三聯畫　生活種種模式　經世濟民
高速公路　機場　柏克萊　芝加哥　設計之文藝復興
北京　東京　東海道　政治　科學　學習二種文化
天安門　法國大革命史　美國憲法決策論
九０年代
第四聯畫　告別革命　重溫組織人的種種行為模式
新生　發現　驚奇　預算　效率　決策　複合　剖析
權威　影響　因果　預測　事實　價值　實證　實踐
經驗　三人行　九百九十九篇師友文章

二人情　格言　原則　友諒　友益

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北京，1989年6月 /司馬賀日記（一）(1999/12)

〔譯按：此篇天安門革命，為司馬賀自傳中的部分，大陸版未譯出。全書《滿意人生──我生活中的種種模式》，華人戴明學院預計2000春末出版。〕
現在是1989年6月，我再次碰見，至少見了北京。我只在那兒待４８小時，才夠把衣物換洗好。景象正如我想像過的革命般──整個社會分解成無結構化的各種分子之氣體般。人們絲毫無確實的情報，毫無人類有限理性所依賴的各種確實期望。
1989年春荊先生（Jing Qicheng）訪美國時，北京學生的示威活動日熾，我們就討論今夏去中國是否延期較好〔當時司馬賀每年暑假都到北京作研究──譯注〕。我們約定我從伊斯坦堡飛法蘭克福（我從土耳其回程）時，要與他做最後一次確定，因為他在北京可用電話直接連絡。在６月２日，週五，一切看來情勢清楚而又平靜；示威活動稍微平息。我週日上午搭德航從伊斯坦堡飛法蘭克福，再轉機飛北京。我進了登機閘門後，在起飛前十五分鐘初次看了週日報紙，報導天安門喋血事件。
據新聞報導，情況看來很嚴峻，不過我以前已有經驗，越遠離當事處的報導，就越誇張。為何不去北京看看實際究竟如何？這猶如在迷宮中分支處做一抉擇。我就與其他旅客登上機──大半為中國人，很少觀光客，班機半滿。
我在清晨醒來，睡得不錯，放眼出去一片澄明。我們飛躍廣大西伯利大苔原般沼澤後，再飛越某工業城，然後我判斷約飛臨Baikal湖邊，飛入雲間。再次看得清楚時，碰到的是光禿的山脈，然後是Ulan Bator，接下來是戈壁沙漠，而我們飛到河北山脈時開始下降，可以看到長城在山脊上如蛇般蜿蜒。
抵北京機場大約是週一上午十點整，天安門悲劇已鑄成。我們在下降或著地時一路看下去都很平常，看到的盡是中國的山、河、村落。沿著著陸帶約有六位武裝士兵，如此而已。
我通關極快速，因為行李未查。看不到朱新明（他要來接我的）。我等一個鐘頭，與一些來接其他西方人士的老外閒談，了解一些最新謠傳。心想友誼賓館不知通不通，它位近大學區，與人民大學隔一區而與北京大學距一英里。他們不清楚計程車是否肯去那兒或者路是通的。他們告訴我一些週六、週日的故事（大多為二手），對傷亡的估計差異極大。

我到機場二樓外幣兌換處去尋探一番。排隊甚長（大多為出境旅客因不知機場要付稅而去換人民幣的）。我從那兒可看樓下出境廳情形，發現那兒的人與出關檢查的流量不小，彼此相混雜。

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司馬賀談眼神(1999/10)

我寫了篇Modes Of Learning From Simon與司馬賀抬槓。他在自傳中有許多他學自長輩的教訓。其中有則挑選學校教師的判斷準則；「看應徵者的眼神，清者為佳（這是用我的話說的）……」他認為這屢試不爽。（按：司馬賀建立的工業管理系所，出了三位諾貝爾經濟學家，雖然彼此見解不同，不過都很敬他。）

我笑說，這算不算專家「直覺」。從孔子的「人焉廋哉！」眼神就是「靈魂之窗」。科學上把眼睛看成是最特別精密的「腦細胞」。司馬賀認為直覺並不神秘，是"專家"對許多"模式"的記憶及應用。

從徐志摩的「交會的眼神」到「你可以從一個人的眼神，看出他是否尊敬某人」（《天才的學徒》，264頁），都一體適用。

我們也說畫龍還要點睛才行呢！我家人的眼神是最令人喜愛，我父親老年仍會用眼「看」，「索」女孩子，這是上天最美的恩賜，令我無法忘懷。

我第一次讀司馬賀的書是大一新生（1971），在秋和日麗的東海第七宿舍走道上面對相思林讀《The Shapes of the Automation》。可是那時東海師資缺，在大學受的學術訓練和自我約束力都很弱，所以沒弄好數學並多學外文。失戀時在路思義教堂前寫《霧是今夜的眼神》。

司馬賀得諾貝爾獎主要作品是《管理行為》。他曾花些時間說明為何一名三十歲不到，而且很少有「組織」實務經驗的人，卻可以寫出那本「劃時代的作品」。四十年後寫第四版，仍以為年輕時候作品，幾乎可以”一字不易”。他堅毅的天才之眼如是說。

 

簡介《我生活中的種種模式》

簡介《我生活中的種種模式》(1999/10)

書名：《我生活中的種種模式：H. A.　西蒙（司馬賀）自傳》
　　　原文為Models of My Life by Herbert A. Simon，原出版商MIT Press，中譯出版商：東方出版中心《上海》
　　傳主西蒙（西蒙(漢文司馬賀)）是我景仰的「偉大的經驗論科學家」（這是我給他的敬稱，並說他比美羅素，許多猶過之。）；「理性的英雄」（借用黑格爾的話來獻花，有點不好意思，但”英雄”極恰當）。因為傳主英姿勃發、雄才大略於六個主要學術領域，打通文、理任督二脈，成就、見識極非凡。讀本書可以了解他是位學習、生活大師，有情有義，不只有自知之明而且自我要求甚高，所以成就斐然。
　　這本書很坦白：關於他的戀情（人是可以同時愛上許多人的，作著本書獻給結褵近六十年的妻子）：他對同事／朋友迷戀權力（他以為領導者要運用(exercise)權力而非貪、攬權自治）的規勸；他因在經濟學說上的有限理性論未能成為顯學（作者主要以此等學說獲得諾貝爾獎並自信一、二百年後自見真章，真金不怕火煉）而”轉進”認知心理學人工智能，最後完成廿世紀上少見的文藝復興式通才（或舉之為亞里斯多德，因為作者在科學、政治學、倫理、哲學、經濟學、商學等等上都有了了不起的建樹）。
　　不知道為什麼，傳主未引歌德作品，因為傳主同歌德般，為一宇宙通人、天才（Universal Genius）：要成偉人，要有極不尋常的才幹、品德、資質、才能了解世界與人類。

　　作者從人類解決問題的能力（含科學發明的詩學）來看心靈與理性。他最反對「心靈之道非禮能喻」的說法，其實一般人談的直覺，多屬專家過去學習經驗累積而成的資料庫（記憶），經過適當暗示而作出的解題反應。作者認為我們投入組織，參與組織活動是可以因協作、共同目標而發揮遠比個人更多了理性作用的，也可促進人格的發展。作者五十年來開創了一些世界一流的學院（光業管理、商學院、認知科學…並把產業、政府(作者原學政治科學)、學術(以專業及研究為主的通識大學)熔為一爐）。

　　從網站中看出八十歲左右的司馬賀的眼神，即使海倫的眼神引起了特洛伊戰爭，人類仍然會代代「神」下去的。
　　西蒙以前寫了些自殺，提出「讀過佛洛依德的人，對自己的自殺是否中肯或坦白誠實常自疑。」（大意）錢鍾書先生（1910－1998）也說：「像許多自傳一樣，其坦白程度是很耐人尋味的。」
　　西蒙在自傳中談他大學時第一位女友的肌膚之親，以及中年與某女士的柏拉圖式師生戀，算是很坦白的，對學術中的權力運作，也很坦白，這些都有中譯，我向他說，這還不錯，遠比大陸譯《B. Graham─華爾街院長》（大陸譯為《華爾街教父》）時，把導論中的「女人論」弄掉好多了。

　　西蒙花了近十頁的天安門事件親立計，在中譯時被編輯掉了，想來必讓他眼神黯然。算是有點美事中的遺憾。我一年多前向他提出這個問題，我提出我的疑慮，一年多後，他告訴我譯者很有勇氣，只刪了數頁…）

　　不過中譯本很難得，備有索引，不過我以為應把人名、索引分開來，因為本書提到太多20世紀重要社會學中許多朋友了。文中未付英文，讀來很吃力。
　　本傳記的另一層面就是學術自傳。在人生觀方面，西蒙從宇宙觀談起，到他對社會的責任，對婚姻、錢財的看法，教子等，都娓娓道來。而作者在七０歲時，被報答同事為他的論文慶壽，他避靜寫其做為科學家的學術創見史。

　　這本自傳是簡要的西蒙「通天人文變」的學術百科全書。

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介紹一本文采繽紛的自傳─《我生活中的種種模式》(1999/10)
　　生活中處處皆科學──司馬賀
　　我們網站三月份（1999）有封Herbert H. Simon（1916－ ）的來信。他是二十世紀少數名符其實的天才。看他公佈的近千篇文章，會讓大部分的人大為驚艷，而自覺有如「管中窺豹」，只見斑紋，而不能看到全部。

　　他近年的產出仍是質量俱佳，例如為《大英百科》寫《人工智慧》。繼續為《人工智慧雜誌》寫《為何（有時）一張圖敵過萬字》，繼寫《公共行政》的新導論，從認知心理學的角度談文學批評…他在自傳《我生活中的種種模式》中說會看、寫24種文字的文章，精通六種語言（可流利對答，包括漢文，本網站介紹過他的中文名字叫司馬賀）。

　　最近我看完其中文自傳（英文本1992年從柏克來飛哈佛途中大體看完），又是他最得意的著作《管理行為》初譯完成（這本是他得到諾貝爾獎的著作，1997慶祝五十週年(大約)，每章各加了近五十年來的發展和研究心得,詳述，可說一書抵千金，是Simon之道一以貫之的作品，即一輩子立論、心得的精華。）給他的評價是「二十世紀最了不起的天才，最偉大的經驗論者（Empericists）之一，不只直逼（comparable，可等量齊觀）羅素，有許多方面成就超出。」

　　《自傳》涉及的時人，跨度如此悠久廣闊，所論的人與事各以數百計，”學科”文、理、史、各種科學（自然的及社會的，古典的及他致力於新興的）、藝術…海闊天空。每每以一句話斷言某學派之弊，既博而又約。

　　時空交錯，文思縱橫四海，真是思適古今中外，直指”人心”（或思維或解決問題，或決策，或發現，或下棋，或彈鋼琴，學語言，研究外國民俗，思想重點(如瑞典)、古戰記，組織、師、友、文章、學問(科學)(六度空間)…）網路賣落及錯綜…

　　筆者昔日（1971）初談其論「自動化」之書，距今30年。近偶讀其《人工科學》中比喻的兩錶匠A和B，各以其不同策略裝錶，後來A破產而B生意興隆，因為A不懂得把複雜的系統模組化裝配，分而治之，而B則深明此道。恍然大悟，司馬賀天才固然吾之十倍，然成就何只百倍，更是許多”苦難時代的中國學者”的千萬倍，何也。

　　我以為司馬賀及自制，及善用其天才也。彼最善於學習，所以攸遊於最能發揮之學府（無論其母校芝加哥大學的”自由”教育，到執教四、五十年的卡內基理工，及後來更名為卡內基．美農大學(CMU)），善用時間，每日步行上下班，以經驗、理論一體之研究為主軸，廣徵天下英才（四位諾貝爾得獎人，創了經濟學中三大學派：有限理性、理性預期、　　）深入與近百位學人合寫論文、書籍（重要的作品多以自己為名，除其摯友　為例外）。

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