置之死地而后生 選自紐約時(shí)報(bào)
The next time you’re juggling options — which friend to see, which house to buy, which career to pursue — try asking yourself this question: What would Xiang Yu do?
該見(jiàn)哪個(gè)朋友，買(mǎi)哪幢房子，做什么事業(yè)，下一次當(dāng)你面對(duì)這些令人眩暈的選擇時(shí)，不妨問(wèn)自己這樣一個(gè)問(wèn)題：項(xiàng)羽是怎么做的？
Xiang Yu was a Chinese general in the third century B.C. who took his troops across the Yangtze River into enemy territory and performed an experiment in decision making. He crushed his troops’ cooking pots and burned their ships.
項(xiàng)羽是公元前3世紀(jì)中國(guó)古代的一位將軍。在長(zhǎng)江率部身陷敵軍包圍圈的時(shí)候他做出了一個(gè)賭博式的決定：“破釜沉舟”。
He explained this was to focus them on moving forward — a motivational speech that was not appreciated by many of the soldiers watching their retreat option go up in flames. But General Xiang Yu would be vindicated, both on the battlefield and in the annals of social science research.
他將此解釋為使自己的士兵孤注一擲在拼殺向前的戰(zhàn)斗中，盡管這種鼓動(dòng)性的講演并不為那些眼睜睜的看著退路在硝煙中被截?cái)嗟氖勘I(lǐng)悟。但無(wú)論如何，項(xiàng)羽的做法是值得信服的，無(wú)論是戰(zhàn)場(chǎng)的結(jié)局還是社會(huì)學(xué)研究都證實(shí)了這一點(diǎn)。
He is one of the role models in Dan Ariely’s new book, “Predictably Irrational,” an entertaining look at human foibles like the penchant for keeping too many options open. General Xiang Yu was a rare exception to the norm, a warrior who conquered by being unpredictably rational.
在丹-埃雷里的新書(shū)中，他也是其中的范例之一。所謂“預(yù)見(jiàn)的不合理性”正是對(duì)人類(lèi)喜歡為自己留有余地的弱點(diǎn)一種戲謔的看法。西楚霸王是很少的例外之一，他最終輸給了所謂“不可預(yù)見(jiàn)的合理性”。
Most people can’t make such a painful choice, not even the students at a bastion of rationality like the Massachusetts Institute of Technology, where Dr. Ariely is a professor of behavioral economics. In a series of experiments, hundreds of students could not bear to let their options vanish, even though it was obviously a dumb strategy (and they weren’t even asked to burn anything).
沒(méi)有多少人能夠做出這樣痛苦的抉擇，即使是身為行為經(jīng)濟(jì)學(xué)教授埃雷里所在的麻省理工學(xué)院理性熏陶下的學(xué)生。在一系列的實(shí)驗(yàn)中，數(shù)百名學(xué)生都無(wú)法承受市區(qū)選擇的境地。
The experiments involved a game that eliminated the excuses we usually have for refusing to let go. In the real world, we can always tell ourselves that it’s good to keep options open. 這些實(shí)驗(yàn)包含了一個(gè)同樣的游戲規(guī)則。那就是迫使人們摒棄一些令我們不能放棄某些選擇的理由。在現(xiàn)實(shí)世界里，我們總是提醒自己留些后路的好處。
You don’t even know how a camera’s burst-mode flash works, but you persuade yourself to pay for the extra feature just in case. You no longer have anything in common with someone who keeps calling you, but you hate to just zap the relationship.
你甚至不知道閃光燈的作用卻仍然要多花些錢(qián)以防萬(wàn)一，有些話不投機(jī)的人總是聯(lián)系你，你卻不能徹底結(jié)束這種關(guān)系。
Your child is exhausted from after-school soccer, ballet and Chinese lessons, but you won’t let her drop the piano lessons. They could come in handy! And who knows? Maybe they will.
你的孩子從足球培訓(xùn)班或是芭蕾，中文班回來(lái)已是筋疲力盡，你卻還讓他練習(xí)鋼琴。是的，他們會(huì)用得上的。誰(shuí)又知道呢？或許吧。
In the M.I.T. experiments, the students should have known better. They played a computer game that paid real cash to look for money behind three doors on the screen. (You can play it yourself, without pay, at tierneylab.blogs.nytimes.com.) After they opened a door by clicking on it, each subsequent click earned a little money, with the sum varying each time.
在麻省理工學(xué)院的實(shí)驗(yàn)中，參與的學(xué)生應(yīng)該有更好的理解。他們需要花錢(qián)在電腦屏幕上的三扇門(mén)后尋找錢(qián)幣。在用鼠標(biāo)點(diǎn)開(kāi)一扇門(mén)之后，接下來(lái)的每一次點(diǎn)擊都會(huì)獲得數(shù)額不等的獎(jiǎng)勵(lì)。
As each player went through the 100 allotted clicks, he could switch rooms to search for higher payoffs, but each switch used up a click to open the new door. The best strategy was to quickly check out the three rooms and settle in the one with the highest rewards.
每一個(gè)玩家都有100次點(diǎn)擊的機(jī)會(huì)。玩家也可以利用一個(gè)門(mén)上的開(kāi)關(guān)來(lái)尋求更高的回報(bào)，但這樣也會(huì)失去開(kāi)啟一扇門(mén)的機(jī)會(huì)。最佳的策略就是迅速的查看三個(gè)房間然后確定其中的一個(gè)尋求最高的獎(jiǎng)勵(lì)。
Even after students got the hang of the game by practicing it, they were flummoxed when a new visual feature was introduced. If they stayed out of any room, its door would start shrinking and eventually disappear.
盡管許多學(xué)生都通過(guò)練習(xí)知道了其中的訣竅，他們?cè)谛碌囊曈X(jué)效果出現(xiàn)的時(shí)候仍然會(huì)感到驚慌失措。那就是無(wú)論他們呆在哪一個(gè)房間，身后的門(mén)會(huì)慢慢的關(guān)閉直至消失。
They should have ignored those disappearing doors, but the students couldn’t. They wasted so many clicks rushing back to reopen doors that their earnings dropped 15 percent. Even when the penalties for switching grew stiffer — besides losing a click, the players had to pay a cash fee — the students kept losing money by frantically keeping all their doors open.
他們應(yīng)該忽略那些消失的門(mén)，但他們做不到這一點(diǎn)。他們浪費(fèi)了太多的點(diǎn)擊機(jī)會(huì)去回頭打開(kāi)那些即將關(guān)閉的門(mén)，也因此損失了15%的收獲。盡管對(duì)使用開(kāi)關(guān)的懲罰加強(qiáng)（除了少一次點(diǎn)擊機(jī)會(huì)，還要加一部分游戲費(fèi)），但許多學(xué)生還是為了要保證所有的門(mén)都開(kāi)著而損失了許多錢(qián)。
Why were they so attached to those doors? The players, like the parents of that overscheduled piano student, would probably say they were just trying to keep future options open. But that’s not the real reason, according to Dr. Ariely and his collaborator in the experiments, Jiwoong Shin, an economist who is now at Yale.
為什么他們?nèi)绱藷嶂杂谀切╅T(mén)呢？這些參與游戲者就像上文提到的那些為孩子安排過(guò)多鋼琴課和補(bǔ)習(xí)班的家長(zhǎng)一樣，或許是為將來(lái)多留一些余地。但是埃雷里博士和她本次實(shí)驗(yàn)的合作者，耶魯大學(xué)的經(jīng)濟(jì)學(xué)家申紀(jì)武認(rèn)為那并非真正的原因所在。
They plumbed the players’ motivations by introducing yet another twist. This time, even if a door vanished from the screen, players could make it reappear whenever they wanted. But even when they knew it would not cost anything to make the door reappear, they still kept frantically trying to prevent doors from vanishing.
為了研究玩家的這種動(dòng)機(jī)，他們采取了另一種辦法。這一次，即便一扇門(mén)從屏幕上消失，玩家也可以根據(jù)自己的意愿讓它重現(xiàn)。但是在這樣的情況下，玩家仍然會(huì)瘋狂般的阻止那些門(mén)的消失。
Apparently they did not care so much about maintaining flexibility in the future. What really motivated them was the desire to avoid the immediate pain of watching a door close.
顯然他們并不去在意對(duì)將來(lái)保持靈活變通。他們這樣做實(shí)際是為了避免一種看到們被關(guān)上的現(xiàn)時(shí)的恐懼。
“Closing a door on an option is experienced as a loss, and people are willing to pay a price to avoid the emotion of loss,” Dr. Ariely says. In the experiment, the price was easy to measure in lost cash. In life, the costs are less obvious — wasted time, missed opportunities. If you are afraid to drop any project at the office, you pay for it at home.
埃雷里說(shuō)：關(guān)上一扇門(mén)就如同經(jīng)歷一種缺失，而人們則愿意為避免這種確實(shí)感付出一定的代價(jià)。在這個(gè)實(shí)驗(yàn)中，代價(jià)可以用金錢(qián)的損失來(lái)衡量。而在生活中，這種損失則不那么明顯可見(jiàn)，如浪費(fèi)的時(shí)間，錯(cuò)過(guò)的機(jī)會(huì)等。如果你是一個(gè)工作狂，你就會(huì)付出家庭的代價(jià)。
“We may work more hours at our jobs,” Dr. Ariely writes in his book, “without realizing that the childhood of our sons and daughters is slipping away. Sometimes these doors close too slowly for us to see them vanishing.”
在書(shū)中，埃雷里寫(xiě)道：我們總是花在工作上更多的時(shí)間，卻忽略了我們的子女，他們的童年就這樣流走了。有時(shí)那些門(mén)在不知不覺(jué)慢慢的從我們的視線中消失了。
Dr. Ariely, one of the most prolific authors in his field, does not pretend that he is above this problem himself. When he was trying to decide between job offers from M.I.T. and Stanford, he recalls, within a week or two it was clear that he and his family would be more or less equally happy in either place. But he dragged out the process for months because he became so obsessed with weighing the options.
作為在這一領(lǐng)域著作頗豐的一位作家，埃雷里并不否認(rèn)自己本身也會(huì)受到這種問(wèn)題的困擾。他回憶說(shuō)在選擇到麻省理工學(xué)院還是斯坦福大學(xué)任教時(shí)，在起初的一兩個(gè)周內(nèi)他和家人覺(jué)得兩個(gè)地方都還愜意。甚至幾個(gè)月的時(shí)間里，他都一直為權(quán)衡這兩個(gè)選擇心思疲憊。
“I’m just as workaholic and prone to errors as anyone else,” he says.. “I have way too many projects, and it would probably be better for me and the academic community if I focused my efforts. But every time I have an idea or someone offers me a chance to collaborate, I hate to give it up.”
他說(shuō)：我是一個(gè)工作狂，也會(huì)像其他人一樣經(jīng)常犯錯(cuò)。我接手了許多項(xiàng)目，如果我能專(zhuān)心致志無(wú)論對(duì)自己還是研究院來(lái)說(shuō)都是一件好事。但是每當(dāng)我有什么新想法或是有人給我一個(gè)合作的機(jī)會(huì)，我都不愿放棄。
So what can be done? One answer, Dr. Ariely said, is to develop more social checks on overbooking. He points to marriage as an example: “In marriage, we create a situation where we promise ourselves not to keep options open. We close doors and announce to others we’ve closed doors.”
所以能夠做什么呢？埃雷里說(shuō)：只有一個(gè)答案，那就是精心篩選過(guò)多的選擇。他以婚姻為例做出說(shuō)明。所謂婚姻，就是我們要給自己一個(gè)契約，使自己處于一個(gè)無(wú)路可退的境地。我們關(guān)上其余的門(mén)然后告訴人們我們已經(jīng)做出了選擇。
Or we can just try to do it on our own. Since conducting the door experiments, Dr. Ariely says, he has made a conscious effort to cancel projects and give away his ideas to colleagues. He urges the rest of us to resign from committees, prune holiday card lists, rethink hobbies and remember the lessons of door closers like Xiang Yu.
或許我們可以試著自己去做。埃雷里博士說(shuō)，自從引入了這個(gè)實(shí)驗(yàn)，他已經(jīng)有意識(shí)的放棄了一些項(xiàng)目和一些合作者的想法。他呼吁我們其余的人也要下定決心，像項(xiàng)羽一樣做一個(gè)懂得放棄的人。
If the general’s tactics seem too crude, Dr. Ariely recommends another role model, Rhett Butler, for his supreme moment of unpredictable rationality at the end of his marriage. Scarlett, like the rest of us, can’t bear the pain of giving up an option, but Rhett recognizes the marriage’s futility and closes the door with astonishing elan. Frankly, he doesn’t give a damn.
如果你認(rèn)為項(xiàng)羽將軍的計(jì)策太過(guò)殘酷的話，埃雷里為你推薦了另一個(gè)榜樣——賴(lài)特-巴特勒。 只因他最后未可預(yù)見(jiàn)的合理的婚姻結(jié)局。斯佳麗，正如我們一樣，不能承受放棄一個(gè)選擇的痛苦，但當(dāng)巴特勒萬(wàn)念俱灰毅然離開(kāi)的時(shí)候。坦率地說(shuō)，他根本不在意什么。