刹那间

33岁的前法国兴业银行电工Jerome Kerviel因为违规操作导致银行损失49亿欧元（500亿人民币？）被银行判罚赔偿这个数目的所有损失。如果按他月收入2300欧元算的话，他要170000年才能还清。
170000岁？《The Man from Earth》这部电影的Oldman老兄还差不多啊。
法国舆论大骂银行界把经济搞的一团糟，然后又找了这个替罪羊。。。当然这羊也的确过了。
最后，这电影不错。

今天无聊随McGill的同学们去了摘苹果，自己开车去，到了一看原来是去年的那个地方，离蒙特利尔开车一小时，不过因为苹果还没收获所以远没有去年开放的范围广

一路上看到叶子红了，自己开车乱转去看枫叶

最后晃悠到了美加边境的Champlin湖边，看过去就是美国了

周六从温哥华到Whistler游玩。我喜欢爬山，最高的地方去过5600米的西藏唐拉山口，在北京有段时间每个周末都和一堆韩国朋友去爬座山，水长城、箭扣、海头山、黑坨山、雾灵山什么的都去过，最高的应该是五台山的北台和河北的小五台山，都才3000多米而已。魁北克不好的地方就在于地势太平，没什么好山可爬，一年多下来，魁北克周围的Yamaska、St Hilaire、St Bruno等等等等都去过了，有的甚至去了数遍。
加拿大的好山都在西边，British Columbia、Alberta。这次到Vancouver出差，周末顺便把传说中的Whistler和Blackcomb爬了。众所周知，这是2010年世界冬奥会的举办地。
早上从Vancouver坐Pacific Coach大巴出发。我现在明白了，人不能轻易发誓：前几天刚发过誓不住Sheraton了，这次特别叮嘱助理别给我订以前来常住的这家酒店，不过中秋那天晚上快半夜住进酒店打开窗户，觉得对面好熟悉，仔细一瞧，我住的这家酒店就在Sheraton正对面。而且，今天的大巴上车地点也在Sheraton楼下。

这大巴好像有很多路线，机场、Victoria都覆盖，到Whistler往返100块左右。
有个小诀窍，坐这车，去的时候最好坐左边，因为路线是临海大道，最好的景色都在左边；同理，回来的时候最好坐右边。
因为车上是封闭的茶色玻璃，所以拍出来的景色一塌糊涂。

这山好像2000多米高，悲剧的是，上山好像只能买40多块的索道车，一直把你带到快到山顶1800多米的地方。听起来很壮观，不过实在不是自己爬的。可能是为很多滑雪和山地自行车爱好者弄的吧。

票价是包括从Whistler山顶再滑到Blackcomb山顶（黑头山）的索道钱的，不过今天运气不好，风大所以这服务取消了。
生活就象一座座山头，总有挑战，总让你去想，爬到那个上面景色会是什么样。经常的情况是，你爬到山头上，发现还有一个更高的山头挡着你的视线。。。
今天算是不幸中的万幸，天气预报说要下雨的，不过却一直阴天没有下，些许地方偶尔还有阳光蓝天出现，知道下山时才开始滴雨点。

我问能不能给这几个姑娘拍张照片，其中一个说，没问题，只要你不PS我们成裸体放到网上就好了。

这个湖好像名字叫Harmony，我朝威武，和谐社会已经被贪官们建设到BC省来了。湖水清澈见底，我走的这条道几乎没人走，一个人在山里走半天然后在湖边休息一会儿很惬意。

山顶好像常年积雪，山谷里一直是烟雾缭绕。看着山我就想肯定有路线能Hiking上来。

这地方跟Mont Tremblant一样，山下全是高档酒店和各种商店，各地来的游客把这地方的价格抬的很贵。

最后，以电影《Blade Runner》的一句话结尾：I’ve seen things you people wouldn’t believe. Attack ships on fire off the shoulder of Orion. I watched C-beams glitter in the darkness at Tannhäuser Gate. All those moments will be lost in time, like tears.. in rain. Time… to die.”

书仓网：www.shucang.com
图书不少，只要注册就可以下载各种格式的，大部分不要任何积分或缴费。

从经济学家转篇文章。权力么，就要多研究人。做人要低调。跟对人。判断形势要准确。

The will to power
Why some people have power over companies and others don’t

HENRY KISSINGER was guilty of understatement when he said that power is the ultimate aphrodisiac. In fact, power is the ultimate life-improver tout court. Powerful people not only have more friends than the rest of us. They also enjoy better health. Numerous studies demonstrate that low status is more strongly associated with heart disease than physical hazards like obesity and high blood pressure.
The benefits of power have grown dramatically in recent years. CEOs and other C-suite types have seen their salaries surge at a time when the median wage has either stagnated (in the United States) or grown slowly (in Europe). Politicians have learned how to monetise their pull.
The Clintons earned $109m in the eight years after they left the White House. Tony Blair has turned himself into a wealthy man in the three years since his retirement from national politics.
But the greasy pole is getting harder to climb and, once you’ve climbed it, harder to cling on to.
Companies have introduced more complicated structures—removing layers, replacing hierarchies with teams and dispersing functions around the world. They have also made life harder for chief executives. In the 1990s it was not unusual to find CEOs who had been in the job for ten or 15 years. Over the past decade the average tenure of departing CEOs around the world has dropped from 8.1 years to 6.3 years. In the 1990s it was the norm for CEOs to double dip as chairmen (which allowed them to report to themselves). In 2009 less than 12% of incoming CEOs were also given the job of chairman.
So how do you get your hands on power? And how do you keep hold of it once you’ve got it?
Management gurus are surprisingly disappointing on this subject given its overwhelming
importance to their clients. Academics and consultants are happier focusing on subjects such as return on investment. Both have an interest in presenting business as a rational enterprise that can be reduced to rules. This leaves the analysis of power to retired businesspeople like Jack Welch (who strive to present themselves as business geniuses rather than Machiavellis) and practising snake-oil salesmen (who tell you that all you need to do is “unleash the power within” and the CEO’s job will be yours).
Jeffrey Pfeffer of Stanford Business School is an exception to this rule. He has been teaching a popular course on “paths to power” for years. Now he has condensed many of his findings into a book that is part academic analysis and part how-to guide, “Power: Why Some People Have It— and Others Don’t”.
Mr Pfeffer starts by rubbishing the notion that the world is just—that the best way to win power is to be good at your job. The relationship between rewards and competence is loose at best. Bob Nardelli was a disastrous CEO of Home Depot. But he was paid nearly a quarter of a billion dollars to leave and quickly moved to the top slot at Chrysler, which then went bankrupt. Mr Pfeffer points out that CEOs who presided over three years of poor earnings and led their firms into bankruptcy only faced a 50% chance of losing their jobs (and perfectly successful senior managers are routinely cleaned out when new CEOs take over). There are plenty of things that matter more than competence, such as the ability to project drive and self-confidence.
The best way to increase your chances of reaching the top is to choose the right department to join. The most powerful departments are the ones that have produced the current big-wigs (R&D in Germany, finance in America), and the ones that pay the most. But the trick is to find the department that is on the rise. Robert McNamara and his fellow whizz kids flourished in post-war America because they realised that power was shifting to finance. Zia Yusuf zoomed up the ranks of SAP, a German software company, because he offered something that the engineeringdominated company lacked: expertise in corporate strategy. Men with pay-TV backgrounds have risen in media companies like News Corporation and Time Warner—rightly so, given the importance of cable and satellite TV to those businesses.
Tips for the top
Once you have chosen the right department three things matter more than anything else. The first is the ability to “manage upwards”. This means turning yourself into a supplicant: Barack Obama asked about a third of his fellow senators for help when he first arrived in the institution.
It also means mastering the art of flattery: Jennifer Chatman, of the University of California, Berkeley, conducted experiments in which she tried to find a point at which flattery became ineffective. It turned out there wasn’t one. The second is the ability to network. One of the quickest ways to the top is to turn yourself into a “node” by starting an organisation or forging a link between separate parts of a company. The third, more admirable, quality is loyalty: Booz Allen, a consultancy, calculates that four out of every five CEO appointments go to insiders.
Those insiders last almost two years longer in their jobs than outsiders.
And what happens if all this loyalty and networking pays off? How do you keep power once you win it? The old saw about power corrupting has been laboriously confirmed by academic studies of everything from risk-taking to cookie-eating (powerful people are more likely to eat with their mouths open and to scatter crumbs over their faces). The key to keeping power is to understand its corrupting effects. Powerful people need to cultivate a combination of paranoia and humility— paranoia about how much other people want them out and humility about their own replaceability. They also need to know when to quit. People who do not know when to leave an organisation frequently crash and burn. People who jump before they are pushed have a good chance of leaping to yet another aphrodisiacal throne.