Humans are inertia to change, afraid of the lose of comfort zone, even knowing the change will lead to a more effectively, more efficient and more comfortable result. As a faithful follower of Peter Drunker, one should remember the meaning of management, with managing yourself as one of the key to success. No one can be a one minute manager or simply learn all the habits of the most efficient people, yet, we do know who moved our cheese, and we can learn to master some of the people skills that we are lack of. Self awareness, then implement the change either by using tools like gantt chart to assist a phrase to phrase implement plan or keep the bad habit by running a pilot implement plan, you will surprise how different one could become.
Maybe it shouldn't be a two sided things with the inner or outer, the most difficult is yet to master the balance between the two; feeling the details engraved in between the tiny surface area of the golden coins' head and toss.
Anyways, finding the right balance is just as hard as the stunt walk on a hanging string, the higher it is, the more difficult it becomes. The string tension remain unchanged horizontally, but the height changed the psychological expectation; ie vertically it gets more difficult. Not every stunt has a safety net at the bottom, some made a good arrangement between the management, some just expected a safety should be there, with countless feasibility in financial or operational decisions, if you do have a safety net, simply go ahead to take the risk, challenge yourself. This safety commitment, is not a blinding contract to be there to blind the management visually, but is a simply considerate and caring gesture to the stunt, beyond romance and drama, this management with all rounded investment, heavily for the, is the one to trust. In other word, no one should or could do this stunt on their own. It is simply a partnership as long as the show runs, built with love, sweats and tears. Go as high as the show require, yet to challenge your own skills and limit, me at the bottom with ensure the safety as safe as possible.
Back in my profitable organization, my venture partner and I share the internal and external responsibilities, I believe a proper organization structure, mission statement, and human capital control will lead to a higher successful rate. Same as the string walking stunt, if one side should be out for the risk, the other should be there to embrace the uncertain dangerous. It seems like one side is doing more, but think through a deeper measurement, both parties are working their best to achieve the same goal. While currently I'm facing some undergoing tweak in my life priority organization, it is indeed most difficult and painful process, to challenge my weakness; patient.
For working in an non-profit organization, we current mentality is more or less like trapping in the rat race crearted by the Rich Dad, just living paycheck by paycheck, constant business travel (without mileage!!) and fight the tolerance of a barbarian culture, without a piece of thick skin and my life priority organization back me up, I would simply collapse at any moment. Non-profit? I really don't care, this is hurting me.
Am I afraid of the change? Yes I'm inertia to that, I'm a human being too, while superman only appear in the life priority mode, but I know it will lead to what I expected, I too, need the warm affections and make my face blush, make my heart run slower and make me to stop having nightmares with a good night sleep, spooning you with my arms around you... the right side is always for you.
到倫敦時會想到大英博物館，不用到悉尼都必定會知道悉尼歌劇院，紐約愛樂樂團２００８年到港門票早早售罄。由摩天大樓和財富建立的資本主義早已令香港上癮， 每次當我跟外國朋友提起香港時，他們想的只是我們的「美食天堂」與這城市真正的運動﹣購物。金錢世界，吃喝玩樂，香港是否只有這些事可以代表我們的文化？我們的香港藝術博物館，香港文化中心和香港管弦樂團到底有人知道嗎？我們的文化現場哪裡？
「文化」這一字含有太多的領域，由藝術、語言到政治、傳統， 文化可能是每個社會中最有趣的討論範籌，也是最重要的去教育保留。 歷史，權力，政治和媒體塑造社會文化，除了金錢以外香港正正是由媒體主道。不知何時本地只需要富有娛樂性的新聞和那些價值瞬間的花邊消息，似乎都不需要智慧參與其中，當年江澤民教訓香港記者太天真“Too Simple, Sometimes Naive”是香港的諷刺，原來我們的文化長時間沉溺於沒有智慧的媒體，當中以雜誌記者為主要兇手，殺了我們香港人原有的智慧。香港的雜誌從“ 數字”、“方向”到“一周日期”等命名，數量之多但題材都只是關於娛樂名人生活八掛。真正可讀的雜誌可能只剩下如《ＪＥＴ》、《號外》的潮流讀物，文化信息雜誌可能只有《Muse Magazine (瞄)》、《藝術地圖》、《a.m.post》和剛停刊的《C for Culture (文化現場)》。台灣也有 “數字”雜誌，但文藝雜誌多的是：《藝術家》、《典藏》、《藝術收藏＋設計》、《ＰＡＲ表演藝術》、 《傳藝》雙月刊等隨手可得，不用像買一本《瞄》辛苦。
在《文化現場》宣佈停刊後《蘋果日報》訪問*過雜誌的出版人兼總編輯區惠蓮。原來早在二十年前（１９９０）藝評已開始，《越界》月刊出現了三年， 但因長期虧蝕１９９３年停刊。到１９９９年梁文道的《打開》首次由香港藝術發展局資助，同時擴闊了純藝術評論之範疇，加入文化政策評論，但兩年後不獲續約。直至《文化現場》於２００８年面世，同樣走出藝術框框，敢作敢言，曾經嚴厲批評政府資助「路易威登150週年慶典」，２０１０年再續約時被拒。區惠蓮說：「傳聞因我們批評政府文化政策。極權政府總是先對付文化人，因他們思維獨立。」
文化評論雜誌一次又一次被壓，「矛盾」發生於言論自由的香港，左一邊要創意藝團產業化，右一邊以不安全為由不鼓勵藝團合法進駐活化工廠大廈 。香港是否一定要把所有東西商業化？上週民政事務局副局長許曉暉在am730的《畢打官腔》**說：「在過去十年間，社會上醞釀了更濃厚的藝術氣氛，但是有關藝術文化的報道和評論，相比其他地方，香港仍然相對落後，期望傳媒朋友可以更多介紹有關文化藝術的活動和資訊，讓我們鍾愛的香港更添人文色彩，共同推動香港文化藝術前行。」我們的落後因由在哪？其實可能是制度本身的預置矛盾。溫家寶總理是對的，香港要先學會「包容共濟、凝聚共識、團結一致」，這都不是廢話，部門之間不合拍，如何去說服「阿爺」？
理查．佛羅里達的《尋找你的幸福城市》***寫了在這全球化的社會中如何找一個合適都市生活的方法，當中文化和人民素質與金錢和事業原來都有相同的比重影響城市的幸福指數。城市需要有一個社區，以吸引人才聚集產生協同效應，人才的培養始於知識，從閱讀，批評，到討論是一個運用智力的循環過程， 同時促使我們認識文化及自我反思。
香港需要的不只是一本文化雜誌，就算是有資助和免費派發，如果沒有一個社群到最後都只是原地踏步。理想的討論平台應如藝術的淨水、文化的泉源，通過知識討論經年累積轉化為共識與常識，從語言爭論中互相呼應尋求藝術文化的地位。從一本雜誌開始建立一個社群，鼓勵公開討論，推廣教育到主辦展覽音樂會，創造空間讓我們的大腦好好思考。
如果我們能在這文化沙漠中找到這泉源，重整文化現場，便可以確定我們找對了幸福城市，文化評論的「深層次矛盾」不再「未解決」。
