從動物學角度看女性擇偶行為

按：除了從道德或者禮貌角度，也許從更原始的生物學角度看，嘗試理解部份女性的擇偶行為。
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SENSE隨筆140915顛覆男性擇偶權 by 蟬 ﹝轉載﹞

引用自：http://www.tangsbookclub.com/2014/09/15/sense%E9%9A%A8%E7%AD%86140915%E9%A1%9B%E8%A6%86%E7%94%B7%E6%80%A7%E6%93%87%E5%81%B6%E6%AC%8A/

不知各位有否留意早前電視播放的家品廣告， 描寫一對新婚夫婦正在溫馨地佈置新居….. 片中女的被標籤為“simple woman”，而男的則為“perfect man”。 廣告巧妙地操控simple woman觀眾的代入感，想望自己都能找到perfect man，但如果夢想都能成真的話，那perfect woman應該找到甚麼man呢？
(編按: 那理所當然是simple man了。)

悠久的重男輕女文化令人誤以為兩性結合，選擇權操諸雄性手上， 但在生物界情況正好相反。 雌性擇偶的意向主宰大局，透過針對雄性的選擇策略，繁衍出比任意配對更能適應環境的下一代。****

為了能成功繁衍，雄性的求偶行為固然受雌性擇偶策略所左右，就連副性徵secondary sex characteristic，即兩性性成熟後發展出來的差異特徵，亦因為「性選擇」的壓力而演化出各種不同的形態。 其中最著名的例子便是 “孔雀開屏”：美麗的羽毛除求偶外毫無用處，更成為一種存活的沉重負擔，但代價即使如何鉅大，還是划算得來。

〈雌性的擇偶策略〉
雌性擇偶時會透過一連串的線索去判別雄性的優劣。*** 當中的依據有以下幾種：
1.能提供重要資源或服務；
2.血統優良，先天條件優越；
3.同種而“喜歡”的；
4.外貌。

眾條件中以 “同種” 最為優先，否則無論如何努力也不會有生殖成果。
 擇偶基於先天條件在很多情況下是無從非議的。 例如雌企鵝偏向選擇肥胖的雄性，是因為孵卵的地方遠離海岸，從求偶開始，兩性都無法覓食。 母企鵝產下鵝蛋後， 便需要到海邊覓食補充養份，雄企鵝則留守原地孵蛋，等候伴侶回來輪班。雄企鵝絕食期長達一個月，肥胖的好處因此顯而易見。

對於生活壓力大的城巿人來說，條件(1)應該是最能產生共鳴的。但有如老掉牙愛情小說情節一樣，到底雌性是選擇提供資源和服務的雄性，還是資源和服務本身呢？J

很多鳥類和魚類以築巢的地點吸引雌性。 以棲息在加勒比海的藍頭瀨魚為例，雄魚各佔據著特定的地盤，而雌魚則按照地盤的位置選擇配偶。 生物學家Robert Warner重覆作過以下實驗：將佔據著優良地盤的雄魚從原有的領域移走，將另一條雄魚放進該地盤，發現原雄魚的配偶並未有離開地盤，而且和新來的瀨魚交配，是 “認屋不認人” 的好例子。 這種情況常出現在一夫多妻制當中，雄性只需控制一個區域的資源，便可以與該區的所有雌性交配。***

〈以物易性〉
以禮物換取性交是一種主流的求偶過程，禮物主要為食物或築巢的物料。 在眾多例子中，最經典的莫過於 蝎尾蠅scorpion fly。雄蝎尾蠅在求偶時要向雌性送上一份禮物：食物。 禮物的優劣取決於它的大小與質素，例如 瓢蟲即使體型大卻因為難以消化而被視為下品。

雄蠅冒著生命危險去搜捕獵物，以長長的口器刺進它的身體注入酶素，將其內臟化成液體吸出，並將自身分泌的費洛蒙塗在“禮物”上面。 準備好後，雄蠅便以後腳抓住禮物，將它掛在枝頭上，把遠至15公尺外的雌性吸引過來。

雌蠅會細心檢驗禮物，而且可能會試食，但不會輕易接受。 雄蠅便在此時嘗試取得交配的機會。 禮物的大小之所以重要，除了因為雌蠅偏好較大的禮物外，也因為 雄蠅交配的時間長短取決於禮物能讓雌性進食多久， 交配一般需時十多二十分鐘。時間長短也決定是否能形成受精卵。

禮物一旦進食完畢，雌蠅便會離開，真可謂“趙完鬆”。 如果禮物足夠大，完事後雄蠅便會與雌性爭奪剩餘的食物，以便另結新歡。 厲害的雄蠅的禮物有時足夠與3隻雌蠅交配。

這種 “純交易”手法的優勢也顯而易見。 雌性將覓食的風險轉嫁至雄性身上，從禮物提供的營養足可生產更多的卵子。 較弱的雄蠅會遭到淘汰，有利於整個物種的繁衍。

〈父親的代價〉
除了禮物外，以資源為條件的求偶方式還有另外一種更加殘酷的形態，便是以自己的生命作代價。

螳螂是最為常見的例子。 雄螳螂的體型比雌螳螂小，而對於雄螳螂而言，交配是一種致命的行為。 雄螳螂必須捕捉最佳的時機跳上雌性背上，如果不幸失手，雌性便會即時發動襲擊並將雄螳螂的頭吃掉。 這種血淋淋的愛看起來相當殘忍，但從繁殖的角度看卻不盡然。

雄螳螂在交配時被吃掉頭幾乎是肯定的， 差別只在於死前能否將性器放進雌性體內。 一旦成功，即使頭被吃掉，由於控制交配行為的神經中樞位於腹部，交配行為仍然能夠完成。*** 更有趣的是，被吃掉的頭部擁有叫停交配行為的抑制性神經，故此失去腦部的螳螂交配動作會更為激烈，真正能做到至“死”方休。沒有頭腦的丈夫可能是更優秀的丈夫。

對於雌性來說，雄性頭部能提供蛋白質來製造卵的外膜，其自身在產卵後也會隨即死去。 雖然斬首式的交配行為只發生在昆蟲身上，但這種極端的形態卻能反映一個事實：生命是上天設計用來繁殖的，即使失去生命也要繁殖下去。

參考：《顛覆男性擇偶權》《Sexual Strategies: How Females Choose Their Mates》 (1992) Mary Batten

Excerpt from "The Secrets of Word-of-Mouth Marketing"

the most important way of increasing sales and dominating a market has never, to my knowledge, ever been written about: Increase the speed with which decisions are made.

To make the decision easier, think of your sales people, product materials, presentations, seminars, press releases, hot lines - in fact, every aspect of your marketing program - not as sales communications, but as a Decision Acceleration System for your customers and prospects.
To turn your marketing into a Decision Acceleration System, make the product:
Benefits, claims, and promises obvious and compelling
Information clear, balanced, and credible
Comparisons reveal meaningful differences
Trial easy
Evaluations crystal clear and simple
Guarantees ironclad and generous
Testimonials and other word-of-mouth marketing relevant and believable
Delivery, training, and support superior

You need to structure the decision process for customers, and guide them through the twists and turns. Without active guidance, they will falter and flounder, and drown in a sea of information.

Word of mouth is communication about products and services between people who are perceived to be independent of the company providing the product or service, in a medium perceived to be independent of the company.

a satisfied customer is likely to tell approximately three people, whereas a dissatisfied customer is likely to tell approximately eleven people. This often because the positive experiences are expected and soon forgotten, but the unresolved negatives get people angry and frustrated, ... unexpected extraordinary service also causes strong positive word of mouth.

lack of positive experience with a product is usually the single greatest factor holding it back from greater and faster acceptance.

The decision process takes place in five broad stages:
1. Deciding to decide: Going from disinterested status quo to active investigation.
2. Selecting among options: a. identifying options, b. studying options, c. weighing options
3. Trial: observing the product in use and evaluating its performance.
4. Purchase/Implementation/Ongoing usage: becoming a customer
5. Expanding use and recommending: moving beyond intended use and becoming a product advocate.

The adoption cycle is usually broken down into five kinds of people: 1. Innovators, 2. Early adopters, 3. Middle majority, 4. Late adopters, 5. Laggards. These five "types" describe how people break out into recognizable patterns when faced with a decision in the marketplace.

Often, demos and trials tend to make the customer want to try other products as well, increasing the time it takes for a commitment.

When people are listening to an abstract product description, their critical faculties are in high gear. But when they are listening to a story, there is a much lower level of vigilance and critical thinking.

The lesson here is to not only spread ideas through word of mouth, but also build into those ideas reasons for people to convince others of the value of not only accepting the idea but of also passing it along and convincing others.

there was a short questionnaire for each of the technical service calls, asking not only about the specific service, but also about the person who answered my call.

Researching word-of-mouth:
. What are the users willing to tell the nonusers?
. Exactly how do your customers describe your product?
. What are the things they need to know, but are unwilling to ask?
. What happens when these issues are raised?
. Exactly what do your prospects have to know in order to trigger purchase?
. Exactly how do your customers answer the objections, concerns, and qualms of your prospects?
. How do your customers persuade their friends to use your product?
. How do your customers suggest they initially get to know (try) your product?
. What warnings, safeguards, tips, and suggestions do your customers suggest to your prospects?
. Are your sales messages, positioning, and important facts about your product getting through and surviving word of mouth?

Then ask, "How will they best learn these things?" You can't just tell them, because telling is not teaching, and teaching is not learning.

In a word-of-mouth session, participants learn a lot, but there is no follow-up their learning. They have no way to reinforce their learning, to put their experiences in context, to correct mistakes, and to explore other issues.

If people have better things to talk about than your product or service, that's what they will talk about.

Especially cater to those who are major potential sources of word of mouth. It doesn't matter if you lose money on them; it is the word-of-mouth stream, and thereby the revenue stream they create, that is important. These first customers are the early adopters of the product or service. Their direct revenues may not be particularly great in and of themselves. But these first customers might lead to hundreds or thousands of other customers eventually.

The best way to get someone to do something is to ask them. But don't ask them to do you a favor, ask them to do their friends a favor by recommending you. Most direct requests read like this: "Please tell your friends about our wonderful service."

Never answer a question coming from a desire to show how smart you are. Answer the question, but come from a desire to help the customer make the best decision. Make him feel smart for asking the question.

If you can suggest something better, without pressuring them, they will probably be grateful... "We've been selling a lot of X lately, and people have been coming back for more. I'm curious, have you tried it, and what do you think?"

Don't approach marketing as something you do to the customer. It is something you do for the customer.

Excerpt from "How I Raised Myself from Failure to Success in Selling"

按：看Frank Bettger 的 How I Raised Myself from Failure to Success in Selling，獲益良多。謝謝您，Bettger 先生！

Gentlemen, after all, this business of selling narrows down to one thing - just one thing... seeing the people! Show me any man of ordinary ability who will go out and earnestly tell his story to four or five people every day, and I will show you a man who just can't help making good!

The best way I ever found to help overcome fear and rapidly develop courage and self-confidence is by speaking before groups. I discovered that when I lost my fear of speaking to audiences, I lost my fear of talking to individuals, no matter how big and important they were. This training and experience in public speaking got me out of my shell, opened my eyes to my own possibilities, and widened my horizons. It was one of the turning points in my career.

Whenever he talked about it being too much money for him to pay out, I talked more, asked more questions, about the wonderful work his foreign missionaries were doing.

The most important secret of salesmanship is to find out what the other fellow wants, then help him find the best way to get it.

"Mr. Booth, if you were my own brother, I would say to you what I'm going to say to you now."

Then that small voice whispered in my ear: "Tomorrow morning, nothing! You'll do it right now! You know how you lack confidence when you go out unprepared. This man has agreed to an appointment with you, Bettger. Let's prepare! and go over there with a winning attitude!"

In preparation for the interview, I imagined myself a salaried employee of Mr. Booth's company. I assumed the role of "assistant buyer in charge of insurance."

People don't like to be sold. They like to buy.

"If you can't boost, don't knock" is always a safe rule. I've found it is one of the quickest confidence-gainers. Try to say something good about the other fellow.

in answering I began by observing that in certain cases or circumstances his opinion would be right, but in the present case there appear'd or seem'd to me some difference

In 62 percent of the cases, the original objection raised against buying was not the real reason at all. I found that only 38 percent of the time did the prospect give me the real reason for not buying

A man generally has two reasons for doing a thing - one that sounds good, and a real one... Eventually, I hit on a simple little phrase ... That phrase is: "In addition to that..."

the importance of being a good listener, showing the other person you are sincerely interested in what he is saying, and giving him all the eager attention and appreciation that he craves and is so hungry for, but seldom gets!

Benjamin Franklin: "I will speak ill of no man - and speak all the good I know of everybody."

I find that people love to hear that they have helped you.

Here is a question I have used countless times: "How did you ever get started in this business, Mr. Roth?"

After I leave him, I make notes of many of these things: where he was born, his wife's name, names of his children, his ambitions, and hobbies. I have these records on cards in my files dating back twenty-five years.

Before entering a man's office I would pause for an instant and think of the many things I had to be thankful for, work up a great big, honest-to-goodness smile, and then enter the room with the smile just vanishing from my face. It was easy then to turn on a big, happy smile. Seldom did it fail to get the same kind of smile in return from the person I met on the inside.

I've found it pleases people when I pass them on the street to give them a big, cheerful smile, and merely say: "Mr. Thomas!" It means so much more to them than the usual, "Good morning...

to forget myself, and concentrate as hard as I could on the other person, his face, and his name. This helped me overcome self-consciousness when meeting strangers.

if you want to make sure that he remembers your name, you can usually find an opportunity to repeat your own name -perhaps something like this: "... and he said to me, 'Mr. Bettger, we've just had one of the best years.'"

When meeting anyone we haven't seen for a long time, I think it is best to mention our own name immediately.

In my work as a salesman, I've found it a great asset to remember not only the names of clients and prospects, but names of secretaries, phone operators, and other associates. Speaking to them by name makes them feel important.

When you're scared... admit it!

They dislike salesmen who keep them in suspense about who they are, whom they represent, and what they want... They admire the salesman who is natural, sincere, and honest in his approach, and who comes right to the point about the purpose of his call.

If the salesman calls without an appointment, they like him to ask if it is convenient to talk now, rather than start right off on a sales talk.

If I should drop in on a man, without an appointment, I simply say: "Mr. Wilson, my name is Bettger, Frank Bettger, of the Fidelity Mutual Life Insurance Company. Your friend, Vic Ridenour, asked me to stop in and see you the next time I was in your neighborhood. Can you talk for a few minutes now, or would you rather I call later?"
Usually he will say: "Go ahead" or, "What did you want to talk to me about?"
"You!" is my reply.
"What about me?" he generally asks.
Right there is the critical moment of the approach. If you're not prepared to answer this question immediately, and satisfactorily, you had better not make the call at all!
If you indicate that you want to sell him something that will cost him money, you are virtually telling him that you want to increase his problems. He is already worrying about how to pay all the bills in his desk drawer, and how to hold down his expenses. If you want to discuss some vital problem of his, he is anxious to talk with an open mind about any idea that may help him solve that problem. The housewife doesn't have time to talk to a salesman about buying a new refrigerator, but she is worried about the high cost of meat, butter, eggs, milk. She is vitally interested in hearing about how she can cut down waste, and reduce the cost of food. A busy young man is not interested in joining the Junior Chamber of Commerce, but he is tremendously interested in making more friends, in becoming better known and more highly regarded in his community, and in the possibility of increasing his income.

"In my twenty-five years of selling," he went on to tell me, "the best approach I ever found was to first find out about a prospect's hobby, and then talk about that hobby."

I find that I get into the questions more smoothly by waiting until my prospect is answering my first question before removing the questionnaire from my pocket. I do this while I am looking straight at him and listening with great interest...
Here are some of the intimate questions that I do not hesitate to ask:
What minimum monthly income would your wife need in the event of your death?
Minimum monthly income for yourself at age sixty-five?
What is the present value of your estate?
Stocks, bonds, other securities?
Real estate? (mortgages)
Cash on hand?
Earned annual income?
Your life insurance?
How much do you pay out each year for insurance?
..
I put the paper back in my pocket in the same manner that I take it out. My last question is (with a smile): "What do you do when you are not working, Mr. Kothe? In other words, do you have a hobby?"...
While he is answering that question I return the questionnaire to my pocket. I never show it to the prospect in the first interview. His curiosity in the meantime will develop to such an extent that it will improve my chances in the second interview. After I complete the information, I get out as soon as I can. I say: "Thank you for your confidence, Mr. Kothe. I am going to give this some thought. I think I've got an idea that may be of value to you, and after I work it out, I'll give you a call for an appointment. Is that satisfactory?"

he invariably asks: "What is it you want to see me about?"
There is the critical moment of the approach. As sure as I indicate that I want to sell something, I'm licked right there, and the chances of getting an appointment later are ruined. The truth of it is, I may not know whether he needs what I am selling.
..
Me:.. Dick suggested that I ought to know you. I know you are busy but I wonder if I may see you for about five minutes one day this week?
...
Me:.. If I try to sell you anything, it will be your fault, not mine. May I see you for a few minutes tomorrow morning, say, about nine o'clock?
...
Me: Well, if I take longer than five minutes, it will be your fault, not mine.
...
The next morning as I shook hands with him in his office, I took out my watch and said: "You've got another appointment at nine-thirty, so I'm going to limit myself to exactly five minutes."..."Well, my five minutes are up. Is there anything else you would like to tell me, Mr. Aley?"

Difficult men to see
--------------------------
"Mr. Brown, is there any best time to see you - early morning, or late afternoon?"
"Is early in the week, or late in the week better?"
"May I see you this evening?"

"What time do you go to lunch? Let's have lunch together one day this week. Will you have lunch with tomorrow at the Union League, say about twelve or twelve-thirty?"

If he is extremely pressed for time, but sincere about being willing to see me, I sometimes ask: "Have you got your car in town today?" If he says "no," I offer to drive him home in my car. I say: "it will give us a few minutes together."

I've been surprised how many men who are unwilling to make a definite appointment will agree to see me if I set the time far enough in advance. For example, on Friday mornings when I am planning my week's work ahead, if I phone and say: "Mr. Jones, I will be in your neighborhood next Wednesday; do you mind if I stop in and see you?" he will generally agree. Then I ask him whether morning or afternoon is better, and sometimes he will name an hour.
--------------------------

"Miss Mallets, good morning! This is Mr. Bettger. I wonder if you could work me into Mr. Hawshaw's schedule for twenty minutes today, or sometime this week?"

Most salesman find it necessary from time to time to submit figures to customers. I've found it far more effective when I can get the customer to do the figuring.

"New customers are the best source of new business. ... New customers are enthusiastic and happy about their new purchase, especially a new convenience they are using. Usually they are excited about it, and proud. They are anxious to tell their friends and neighbors about it."

When is the best time to follow a referred lead? Within six days? Or six weeks? Six minutes, I've found best, or just as soon as it is possible for me to get there.

Closing sales
--------------------------
In my eagerness to sell, I had been using closing points too early in the interview. I learned that the average successful sale goes through four steps: (1) Attention, (2) Interest, (3) Desire, (4) Close. When I began holding my closing points back for the close, it enabled the prospect to judge my plan with an open mind... I found that suppressed excitement is most effective in arousing the prospect's enthusiasm at the close of the sale.

I discovered that a good summary affords the best basis for climax in selling

After presenting the plan, and summarizing it, I look at the prospect and ask: "How do you like it?"
It is surprising how frequently he answers: "I think I like it." I assume this means he is going to buy, so I don't wait another moment. I begin to ask the necessary questions and write his answers on the application form. I always begin with unimportant questions. Once he starts giving me the answers, he seldom balks.

For example: "I can't afford it... See me in January... See me in the spring... I want to think it over... I want to talk it over with my wife... Your price is too high. I can do better than that." I learned that objections like these are not turndowns.
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「自我」世界

剛看完<How to Have Confidence and Power in Dealing with People>，寫一點讀後感。

我做性格取向測試的結果顯示，我是傾向多思考，需要多個人空間和內向的。由小到大，也不是活躍於人群；我的同學和朋友也大多如此。也自知對人際交往不具信心，所以趁現在惡補一下。書裡內容對很多人來說，可能是常識而矣。但對不擅長人際交往的我來說，倒也有點得益。

自我
一個貫徹全書的概念就是「自我」﹝ego﹞。對每個人最重要的都是自己。這是一個客觀的事實。有好多人是所以麻煩，是由於自我形象過於低落；出於保護自己，日常生活裡少少事也可以打擊他們脆弱的心靈。﹝Low Self-esteem means Friction and Trouble，簡稱LS/MFT﹞這是一個缺乏讚美的世界，在中國人的社會尤其如此。如果能夠衷心的讚美別人，一來可提升被讚美者的自我形象；二來由於少人這樣做，您的讚美顯得特別的珍貴，而令到被讚美者對您產生好感。

要做到人際關係和諧，書中提到三點：第一，要認為其他人是重要的。第二，要注意他人。第三，不要踩低別人以抬高自己。好廢話，對不？妙就妙在這裡。我是沒有第一和第二點的概念的。對於重要的人和事，我們會想辦法去記住；對於不重要的事情，我們儘量不記。對於陌生人或是關係不密切的人，我們潛意識會將之歸類作不重要，而透露在舉止當中。所以想改善和別人的關係，首先自己潛意識要覺得別人是重要的。如果能做到這一點，第二點：留意他人便會自然發生，方可以在適當的時候作出貼心的讚美。當然觀察力需時日提升。

反射律和提升自信
在人際交往中有一條反射律﹝Law of Reflection﹞：您怎樣對人，別人便怎樣對您。這亦意味您有能力控制別人。試做一個實驗，去駡一個人，而他哭喪著臉對您，駡得很爽吧。但如果這個人一直笑臉對著您，較難駡下去吧。我們沒有辦法控制對方的起始情緒，但緊記別給牽鼻子走，而您可以控制自己的應對，從而影響對方。

一個有自信的人讓人覺得有信心。但如何令人有信心？作者提到三點，不太難的：改善走路姿態，握手和聲調。您可能會想：不是嘛，咁膚淺？我一直重視內涵多過外表，但都同意這個「膚淺」的方法。無論我讀幾多書，內心一直不自信；這騙不到自己的。哪為何這些表面的功夫有效？因為大多數的人際溝通和說話的內容無關。有研究提出人際溝通有近55%是身體語言，38%是聲音，只有7%是內容。根據我偏面的觀察，大部份人大部時間並非真的很理性，只重視論據和推論的，我想，人還是感性的多。

笑容
很多人都有未用的一百萬元！真的咁儍嗎？真的！那就是笑容。試想像一個滿是笑容的世界和一個沒有笑容的世界，心境差很遠吧！如果您能夠經常笑面迎人，而不是綳緊臉皮，您的遭遇一定不一樣。所以作者提出好好改善自己的笑容。

攀談
好多時，我發現自己難以和陌生人攀談。書中也有提及成因。在我而言，我潛意識想自己言必有物，不欲多廢話。但實情是沒有見地的Small talk是必須的，以作相方熱身之用。

爭論
一般對話不是擂台辯論。口舌之爭贏了甚麼？為甚麼論調有理，贏了辯論卻心有戚戚然？因為爭論的時候，人會不自覺將自己的論點﹝argument﹞和自我﹝ego﹞掛鉤。論辯輸了的一方，覺得面子有失，對他潛意識的自我構成傷害；所以即使意識上(conscious)接納對方有理，行為上也不願改變。所以在論爭中儘量將對方的論點和他的自我分開，如果可以的話，攻擊他的論點但同時提升他的自我。作者提出兩個建議，給對方下台階保面子：第一，假設對方沒有得到所有的事實。「如果您都有我所有的資料，相信您都會得出這個結論」。第二，給予對方稻草人以轉彎。「您當然不會這樣做，相信有別人在您不為意的時候‧‧‧」

千里之行，始於足下。

論速讀 by Franky Fan ﹝轉載﹞

引用自：http://www.frankyfan.com/Personal-Development/old-site#TOC-:

近日不止一人問過用多少時間看一本書。基本上我在網頁已回答了問題，那裏的答案是這樣的：

”如果一本書結構不是太難，文字不是太深的話，睇書的速度便跟知識增長速度成反比了。一本書越能增加我的知識，便越要睇得耐。然而，我有時都會兩日睇完一本好能增加我的知識的書，像是睇得好快，但其實我可能兩日總共用了二十至三十個鐘去睇，並是全神集中地去睇的。因此，其實可以不擔心睇一本書會很長時間，因為那代表你不熟那書的內容，並有進步的空間。當你將一個範圍的知識熟習，你再看那些書便可以看得很快，那就即是說你要再找一些新的書去看了。看書是少有投入與回報成比例的一個行為，努力就可以有很好的回報，我很建議你多看書，並多看自己不懂的書呢～”

以上的答案，像是你越比心機睇，便會越獲得更多，似乎並沒有什麼技術可言，但其實是有一點技巧的，或者是我的一點習慣。以上我想討論一下我所理解與運用的速讀是怎樣的：

首先，速讀不是睇書睇得快這麼簡單。如果睇得好快，但完全不理解的話，並不是速讀。速讀的意思是快速地閱讀，並理解其文字的大意。要理解速讀，我常叫別人做一個實驗，那是我從實踐中領悟倒的：先準備兩篇社論，一篇慢慢地讀，由頭到尾地讀；另一篇則限定用１分鐘內看完，但不限制閱讀的方法。我會建議閱後一篇時，先看大小標題，之後看各段的頭尾句，大概理解文章架構後，高速地閱讀，略過所有不重要的資料。讀完一篇，立刻寫下你對那社論的理解，完成兩篇之後，你會發現你對兩篇文章的理解其實差不多，甚至有可能對在限制時間內閱讀的那篇更理解。那就是速讀了。

速讀是一個快樂理解內容的方法。因為速讀會略過不少文中並不重要的句子與意思，所以並不適合於娛樂欣想類，也不適合?好的書，否則便會浪費了那些書了。

速讀能否有效，總括而言，有幾個條件影響

１目的
要實踐速讀，首先要知道自己閱讀的目的。如果是被迫讀的書，是很難有效地實行速讀的。因此，即使自己是被迫的，自己也要先說服自己，想想閱讀那本書的好處，想像讀完那本書後的成功感，甚至單純因為極速看完一本書是多麼利害而看那本書。說服自己真的要靠自己了。我自己是大受Charles Munger的多學科影響，所以閱讀什麼也有一定動力的，大家可以閱讀Charles Munger的多學科理論，我覺得那對人生有幾大的作用。

２整體觀
整體觀是中醫哲學的重點之一，是我們中國人的利害之處，也是中醫對我的啟發之一，但或者也是人們說中醫不科學原因之一。在速讀之前，我會先看幾次成本書的目錄，或者是先翻一次每章的小節標題是什麼，之後便閱讀作者序和推薦序，它們往往是成本書的結構解釋，成書目的與結論可能在那裏。看過它們後便大概可以知道那書的結構了。在研究一個方面的知識時，我喜觀找出那方面的大部份書籍，並在圖書館裏理解各書的內容大意與結構，然後才選出內容最突出，或者結構最精簡的來看，這視乎我是想獲得那方面知識的大意抑或深刻內容而定。因此，有時候可能在圖書館半天，一本書也未開始看，但也可以說大概已經看完了很多本書了，有時候甚至在圖書館看一天目錄與書序，已經大概理解了那知識的內容，之後再開始讀那些書便容易很多了。

３尋找
我用速讀時，我並不會任由那本書灌輸知識給我，而是我會主動尋找書本的意思。實際的意思便是，我不會由頭到尾地閱讀，讀完就算。反而我會先知道我想在書本理解什麼，之後從本書中尋找。遇上與我想尋找的知識不相關或不重要的，例如一大堆例子，很多時我會很快的看過就算，找出有沒有我想尋找的知識，甚至有時會略過不看。有些書寫得很差的，有一些小道理，再加上一大堆例子便寫成書去賣錢，遇上那些書，速讀便會很有用了。另外，從閱讀書本開始，大概獲得中的整體觀後，心中大概便要預想書中的內容，一邊閱讀，一邊尋找到的知識填在之前預想的結構上。如果知識太多太复雜，便要停下來，讓腦子整頓好資料再開始，或者可以速讀再看文章一次，甚至可以用文字寫下理解了的知識。我從上年六用開始寫文章，正是與在我看書開始增多後的時候，這就成為了我今日的網頁，甚至這個newsgroup了。

世上的知識很多，如果在每一個知識範圍內，都慢慢地看一兩本書，由頭到尾地看，或者會浪費了很多學習多方面知識的機會。虛心的學習，尊重每一個學習的知識是很重要的。不少人會用很多時間鑽研一方面的知識，並自以為可通四海之道，甚至反對一切跟自己所學有矛自的東西，實在是以管窺天。這就是Charles Munger所說的”Man-with-a-hammer Syndrome"："To a man with a hammer, every problem looks like a nail"。正如思考大師Edward de Bono說：兩個人爭執，很多時大家只是想說服對方來炫耀自己的知識，並沒有建設性。又舉了一個故事：一個人把自己的車子左邊塗上了黑色，右邊塗上了白色。朋友問他為何這樣做，他回答：我想在我撞車時，人們便為車禍車子的顏色是怎樣的而爭論。那故事指出，兩個觀點對立並不一定是其中一方錯誤，水平思考（多方面思考）是很重要的。因此，即使我們是那一方面的專才，要有更高明的思考，則需要並自己的專業更廣泛的知識了。

獲得知識的有效方法之一是看書，而速讀則是資訊時代獲得知識的重要條件之一，十分值得練習。