顯示具有 news 標籤的文章。 顯示所有文章
顯示具有 news 標籤的文章。 顯示所有文章
雖然最近忙到翻掉,但是看到這麼戲劇性的東西,還是要寫一下當紀念的 :p

就在 Steve Ballmer 說微軟決定撤回對 Yahoo 的併購案之後,今晚 Carl Icahn 對 Yahoo 董事會開砲了,發表了一封公開信。這位老兄好怒啊。他形容雅虎董事會
「躲在管理階層過度樂觀的財務預測後面,十分不負責任。」
他也說,
「微軟的提案十分慷慨,對雅虎的估價比公開求婚的前一天還要高出 72%。拒絕這個提議顯然是非常不理智的。」
實力雄厚的 Carl Icahn,除了開罵以外,也擺明他不是只有一張嘴而已。公開信中聲稱,他已經花了十三億美金買了雅虎五千九百萬股 (大約佔雅虎 4% 股權)。而且他正在向美國聯邦交易委員會提出申請,希望得到反托拉斯的許可,以便買下價值二十五億美金的雅虎股權 (大約 8% 左右)。

Icahn 表示不只贊成微軟的購併案,而且也打算提案撤換雅虎的董事會 - 他已經公開提了一個十人名單,希望能夠在七月三號的雅虎股東年會上面,取得多數董事席位。十人都是赫赫有名,除了他自己以外,還包括:
  • 網路創業傳奇人物 Mark Cuban
  • Viacom 創辦人 Frank Biondi Jr.
  • New Line Cenima 的 CEO Robert Shaye
  • 創投家 Adam Dell。啥?你不認識他?那你至少該認得他哥哥 Michael Dell 吧?
Carl Icahn 這些舉動的背後,和微軟的 Steve Ballmer 有沒有什麼默契或是私下的合作,是很耐人尋味的。不過這是楊致遠和雅虎董事會要擔心的事情了。我們只要負責看連續劇看不到的好戲就好了啊! XD

話說回來,楊致遠接任 CEO 以後,風波總是不斷。他能夠有時間精力來做好公司重整的工作嗎?我很懷疑。光是應付微軟大巨獸想必就已經筋疲力竭了。現在又來一個 Carl Icahn,恐怕難得有一夜好眠了...

[註] Carl Icahn 是具有傳奇色彩的投資人。他以爭取股東權益聞名,令許多上市公司老闆聞之色變。最近的事蹟是投資摩托羅拉事件。他所投資的公司,通常伴隨著大規模的重整,包括經營階層的重新洗牌與裁員。
[註二] 公開信的全文在這裡可以看到。我照引如下:

SECURITY HOLDERS ARE ADVISED TO READ THE PROXY STATEMENT AND OTHER DOCUMENTS RELATED TO THE SOLICITATION OF PROXIES BY Carl C. Icahn AND HIS AFFILIATES FROM THE STOCKHOLDERS OF YAHOO! INC. FOR USE AT ITS ANNUAL MEETING, WHEN AND IF THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION, INCLUDING INFORMATION RELATING TO THE PARTICIPANTS IN ANY SUCH PROXY SOLICITATION. WHEN AND IF COMPLETED, A DEFINITIVE PROXY STATEMENT AND A FORM OF PROXY WILL BE MAILED TO STOCKHOLDERS OF YAHOO! INC. AND WILL ALSO BE AVAILABLE AT NO CHARGE AT THE SECURITIES AND EXCHANGE COMMISSION'S WEBSITE AT HTTP://WWW.SEC.GOV. INFORMATION RELATING TO THE POTENTIAL PARTICIPANTS IN A POTENTIAL PROXY SOLICITATION IS CONTAINED IN EXHIBIT 1 TO THE SCHEDULE 14A BEING FILED TODAY WITH THE SECURITIES AND EXCHANGE COMMISSION.

                                Carl C. Icahn
ICAHN CAPITAL LP
767 Fifth Avenue, 47th Floor
New York, NY 10153

May 15, 2008

Roy Bostock
Chairman
Yahoo! Inc.
701 First Avenue
Sunnyvale, CA 94089

Dear Mr. Bostock:

It is clear to me that the board of directors of Yahoo has acted irrationally and lost the faith of shareholders and Microsoft. It is quite obvious that Microsoft's bid of $33 per share is a superior alternative to Yahoo's prospects on a standalone basis. I am perplexed by the board's actions. It is irresponsible to hide behind management's more than overly optimistic financial forecasts. It is unconscionable that you have not allowed your shareholders to choose to accept an offer that represented a 72% premium over Yahoo's closing price of $19.18 on the day before the initial Microsoft offer. I and many of your shareholders strongly believe that a combination between Yahoo and Microsoft would form a dynamic company and more importantly would be a force strong enough to compete with Google on the Internet.

During the past week, a number of shareholders have asked me to lead a proxy fight to attempt to remove the current board and to establish a new board which would attempt to negotiate a successful merger with Microsoft, something that in my opinion the current board has completely botched. I believe that a combination between Microsoft and Yahoo is by far the most sensible path for both companies. I have therefore taken the following actions: (1) during the last 10 days, I have purchased approximately 59 million shares and share-equivalents of Yahoo; (2) I have formed a 10-person slate which will stand for election against the current board; and (3) I have sought antitrust clearance from the Federal Trade Commission to acquire up to approximately $2.5 billion worth of Yahoo stock. The biographies of the members of our slate are attached to this letter. A more formal notification is being delivered today to Yahoo under separate cover.

While it is my understanding that you do not intend to enter into any transaction that would impede a Microsoft-Yahoo merger, I am concerned that in several recent press releases you stated that you intend to pursue certain "strategic alternatives". I therefore hope and trust that if there is any question that these "strategic alternatives" might in any way impede a future Microsoft merger you will at the very least allow shareholders to opine on them before embarking on such a transaction.

I sincerely hope you heed the wishes of your shareholders and move expeditiously to negotiate a merger with Microsoft, thereby making a proxy fight unnecessary.

    Sincerely yours,

CARL C. ICAHN

SLATE BIOGRAPHIES

Lucian A. Bebchuk

Lucian Bebchuk is the William J. Friedman and Alicia Townsend Friedman Professor of Law, Economics, and Finance and Director of the Program on Corporate Governance at Harvard Law School. Bebchuk is also a Research Associate of the National Bureau of Economic Research and Inaugural Fellow of the European Corporate Governance Network. Trained in both law and economics, Bebchuk holds an LL.M. and S.J.D. from Harvard Law School and an M.A. and Ph.D in Economics from the Harvard Economics Department. He joined the Harvard Law School faculty in 1986 as an assistant professor, becoming a full professor in 1988, and the Friedman Professor of Law, Economics and Finance in 1998. Bebchuk has written extensively on corporate governance, corporate control, and corporate transactions. He has published more than seventy research articles in academic journals in law, economics, and finance. Upon electing him to membership in 2000, the American Academy of Arts and Sciences cited him as "[o]ne of the nation's leading scholars of law and economics," who "has made major contribution to the study of corporate control, governance, and insolvency." He is the 2007-2008 President of the American Law and Economics Association, and a former chair of the Business Association Section of the American Association of Law Teachers. Bebchuk's recent writings include Pay without Performance: the Unfulfilled Promise of Executive Compensation (Harvard University Press, 2004, co-authored with Jesse Fried), "The Case for Increasing Shareholder Power" (Harvard Law Review, 2005), "The Costs of Entrenched Boards" (Journal of Financial Economics, 2005, co-authored with Alma Cohen), and "The Myth of the Shareholder Franchise" (Virginia Law Review, 2007). Bebchuk has been a frequent contributor to policy making and public discourse in the corporate governance area. He has appeared before the Senate Finance Committee, the House Committee of Financial Services, and the SEC. He has published many op-ed pieces, including in the Wall Street Journal, the New York Times, and the Financial Times. He was included in the list of "100 most influential people in finance" of Treasury & Risk Management and the list of "100 most influential players in corporate governance" of Directorship magazine.

Frank J. Biondi, Jr.

Since March 1999, Mr. Biondi has served as Senior Managing Director of WaterView Advisors LLC, an investment advisor organization. From April 1996 to November 1998, Mr. Biondi served as Chairman and Chief Executive Officer of Universal Studios, Inc. From July 1987 to January 1996, Mr. Biondi served as President and Chief Executive Officer of Viacom, Inc. Mr. Biondi is a director of Amgen Inc., Cablevision Systems Corp., Hasbro, Inc., The Bank of New York Mellon Corporation and Seagate Technology. Mr. Biondi is a graduate of Princeton University and earned a Masters of Business Administration from Harvard University.

John H. Chapple

John Chapple is President of Hawkeye Investments LLC, a privately-owned equity firm investing primarily in telecommunications and real estate ventures frequently working in conjunction with Rally Capital LLC. Prior to forming Hawkeye, John Chapple worked to organize Nextel Partners, a provider of digital wireless services in mid-size and smaller markets throughout the U.S. He became the President, Chief Executive Officer and Chairman of the Board of Nextel Partners and its subsidiaries in August of 1998. Nextel Partners went public in February 2000 and was traded on the NASDAQ Exchange. In June 2006, the company was purchased by Sprint Communications. From 1995 to 1997, Mr. Chapple was the President and Chief Operating Officer for Orca Bay Sports and Entertainment in Vancouver, B.C. During Mr. Chapple's tenure, Orca Bay owned and operated Vancouver's National Basketball Association and National Hockey League sports franchises in addition to the General Motors Place sports arena and retail interests. From 1988 to 1995, he served as Executive Vice President of Operations for McCaw Cellular Communications and subsequently AT&T Wireless Services following the merger of those companies. From 1978 to 1983, he served on the senior management team of Rogers Cablesystems before moving to American Cablesystems as Senior Vice President of Operations from 1983 to 1988. Mr. Chapple, a graduate of Syracuse University and Harvard University's Advanced Management Program, has 26 years of experience in the cable television and wireless communications industries. Mr. Chapple is the past Chairman of Cellular One Group and CTIA-The Wireless Association, past Vice-Chairman of the Cellular Telecommunications Industry Association and has been on the Board of Governors of the NHL and NBA. Mr. Chapple serves on the Syracuse University Board of Trustees currently as Chairman and the Advisory Board for the Maxwell School of Syracuse University. He is also on the Board of Directors of Cbeyond, Inc., a publicly traded Atlanta-based integrated service telephony company; Seamobile Enterprises, a privately held company providing integrated wireless services at sea; Telesphere, a privately held VOIP (voice over internet protocol) company based in Phoenix, Arizona; and on the advisory boards of Diamond Castle Holdings, LLC, a private equity firm based in New York City and the Daniel J. Evans School of Public Affairs at University of Washington.

Mark Cuban

Since early 2000, Mr. Cuban has been the majority and controlling owner of the National Basketball Association franchise, the Dallas Mavericks. In 2001, Mr. Cuban co-founded HDNet, an all high-definition television network on DIRECTV that broadcasts high-definition sports, movies and other entertainment. Prior to his purchase of the Dallas Mavericks, Mr. Cuban co- founded Broadcast.com in 1995 and served as its Chairman of the Board until it was sold to Yahoo! in July of 1999. Before Broadcast.com, Mr. Cuban co-founded MicroSolutions, a national systems integrator, in 1983, which was later sold to CompuServe Corporation in 1990. Mr. Cuban is an active investor in cutting- edge technologies and various industries, including the entertainment industry.

Adam Dell

Since January 2000, Mr. Dell has served as the Managing General Partner of Impact Venture Partners, a venture capital firm focused on information technology investments. He also serves as Managing Director at Steelpoint Capital Partners, a private equity firm with offices in New York and California. From October 1998 to January 2000, Mr. Dell was a Senior Associate and subsequently a Partner with Crosspoint Venture Partners in Northern California. From July 1997 to August 1998, he was a Senior Associate with Enterprise Partners in Southern California. From January 1996 to June 1997 Mr. Dell was associated with the law firm of Winstead Sechrest & Minick, in Austin, Texas, where he practiced corporate law. Mr. Dell's investments include: Buzzsaw (which was acquired by Autodesk), HotJobs (which was acquired by Yahoo!) and Connectify (which was acquired by Kana Software). Mr. Dell has been a director of XO Holdings, Inc., a telecommunications services provider, since February 2006, and of its predecessor from January 2003 to February 2006. In addition, Mr. Dell currently serves on the boards of directors of the Santa Fe Institute, MessageOne and OpenTable. He also teaches a course at the Columbia Business School on business, technology and innovation and is a contributing columnist to the technology publication, Business 2.0. Mr. Dell received a J.D. from University of Texas and a B.A. from Tulane University.

Carl C. Icahn

Mr. Icahn has served as chairman of the board and a director of Starfire Holding Corporation, a privately-held holding company, and chairman of the board and a director of various subsidiaries of Starfire, since 1984. Since August 2007, through his position as Chief Executive Officer of Icahn Capital LP, a wholly owned subsidiary of Icahn Enterprises L.P., and certain related entities, Mr. Icahn's principal occupation is managing private investment funds, including Icahn Partners LP, Icahn Partners Master Fund LP, Icahn Partners Master Fund II L.P. and Icahn Partners Master Fund III L.P. Prior to August 2007, Mr. Icahn conducted this occupation through his entities CCI Onshore Corp. and CCI Offshore Corp since September 2004. Since November 1990, Mr. Icahn has been chairman of the board of Icahn Enterprises G.P. Inc., the general partner of Icahn Enterprises L.P. Icahn Enterprises L.P. is a diversified holding company engaged in a variety of businesses, including investment management, metals, real estate and home fashion. Mr. Icahn was chairman of the board and president of Icahn & Co., Inc., a registered broker- dealer and a member of the National Association of Securities Dealers, from 1968 to 2005. Mr. Icahn has served as chairman of the board and as a director of American Railcar Industries, Inc., a company that is primarily engaged in the business of manufacturing covered hopper and tank railcars, since 1994. From October 1998 through May 2004, Mr. Icahn was the president and a director of Stratosphere Corporation, the owner and operator of the Stratosphere Hotel and Casino in Las Vegas, which, until February 2008, was a subsidiary of Icahn Enterprises L.P. From September 2000 to February 2007, Mr. Icahn served as the chairman of the board of GB Holdings, Inc., which owned an interest in Atlantic Coast Holdings, Inc., the owner and operator of The Sands casino in Atlantic City until November 2006. Mr. Icahn has been chairman of the board and a director of XO Holdings, Inc., a telecommunications services provider, since February 2006, and of its predecessor from January 2003 to February 2006. Mr. Icahn has served as a Director of Cadus Corporation, a company engaged in the ownership and licensing of yeast-based drug discovery technologies since July 1993. In May 2005, Mr. Icahn became a director of Blockbuster Inc., a provider of in-home movie rental and game entertainment. In October 2005, Mr. Icahn became a director of WestPoint International, Inc., a manufacturer of bed and bath home fashion products. In September 2006, Mr. Icahn became a director of ImClone Systems Incorporated, a biopharmaceutical company, and since October 2006 has been the chairman of the board of ImClone. In August 2007, Mr. Icahn became a director of WCI Communities, Inc., a homebuilding company, and since September 2007 has been the chairman of the board of WCI. In December 2007, Mr. Icahn became a director of Federal-Mogul Corporation, a supplier of automotive products, and since January 2008 has been the chairman of the board of Federal-Mogul. In April 2008, Mr. Icahn became a director of Motricity, Inc., a privately-held company that provides mobile content services and solutions. Mr. Icahn received his B.A. from Princeton University.

Keith A. Meister

Since March 2006, Keith Meister has served as Principal Executive Officer and Vice Chairman of the Board of Icahn Enterprises G.P. Inc., the general partner of Icahn Enterprises L.P., a diversified holding company engaged in a variety of businesses, including investment management, metals, real estate and home fashion. Since November 2004, Mr. Meister has been a Managing Director of Icahn Capital LP, the entity through which Carl C. Icahn manages third party private investment funds. Since June 2002, Mr. Meister has served as senior investment analyst of High River Limited Partnership, an entity primarily engaged in the business of holding and investing in securities. Mr. Meister also serves on the boards of directors of the following companies: XO Holdings, Inc., a telecommunications company; WCI Communities, Inc., a homebuilding company; Federal-Mogul Corporation, a supplier of automotive products; and Motorola, Inc., a mobile communications company. With respect to each company mentioned above, Carl C. Icahn, directly or indirectly, either (i) controls such company or (ii) has an interest in such company through the ownership of securities. Mr. Meister received an A.B. in government, cum laude, from Harvard College in 1995.

Edward H. Meyer

Mr. Meyer serves as Chairman, Chief Executive Officer and Chief Investment Officer of Ocean Road Advisors, Inc., an investment management company. From 1970 to 2006, he served as Chairman, Chief Executive Officer and President of Grey Global Group, Inc., a multi-billion dollar global advertising and marketing agency. Mr. Meyer serves as a Director of Harman International Industries, Inc., Ethan Allen Interiors, Inc., National CineMedia, Inc. and NRDC Acquisition Corp. Mr. Meyer holds a B.A. in Economics from Cornell University.

Brian S. Posner

Brian S. Posner is a private investor. From 2005 through March 2008, he served as Chief Executive Officer and co-Chief Investment Officer of ClearBridge Advisors LLC (and its predecessor company, CAM North America), an asset management company based in New York with approximately $90 billion in assets and a wholly owned subsidiary of Legg Mason Inc. Prior to ClearBridge Advisors, he was a co-Founder and the Managing Partner of Hygrove Partners LLC, a hedge fund company that was formed in 2000. Prior to ClearBridge Advisors and Hygrove Partners, he served as a Portfolio Manager and an Analyst, first at Fidelity Investments from 1987 to 1996 and then at Warburg Pincus Asset Management/Credit Suisse Asset Management from 1997 to 1999. At Warburg Pincus Asset Management/Credit Suisse Asset Management he was a Managing Director and served as the Senior Investment Manager of the Value Equity Group, co-Portfolio Manager of the Warburg Pincus Growth & Income Fund, and Portfolio Manager of the Warburg Pincus Institutional Value Fund and the Warburg Pincus Trust, Growth and Income Fund. Prior to the acquisition of Warburg Pincus Asset Management ("WPAM") by Credit Suisse Asset Management in July 1999, he was co-Chief Investment Officer, Director of Research, Chairman of the Global Asset Allocation Committee, and a member of the Executive Operating Committee at WPAM. At Fidelity Investments, he was the Portfolio Manager of the Fidelity Equity Income II Fund from 1992 to 1996 and the Fidelity Value Fund from 1990 to 1992. He also managed the Select Life Insurance, Select Property Casualty Insurance and Select Energy Portfolios. From 1987 to 1990, he was an Oil, Insurance, and Financial Services Analyst. From August 2000 to April 2003 he served on the Board of Directors for Sotheby's Holdings, Inc. He currently a member of the Board of Trustees at Northwestern University and the Board of Visitors for the Weinberg College of Arts and Sciences at Northwestern University. Mr. Posner received his undergraduate degree in history from Northwestern University in 1983 and his M.B.A. in finance from the University of Chicago Graduate School of Business in 1987.

Robert K. Shaye

Robert Shaye is Co-Chairman and Co-CEO of New Line Cinema. As the Founder of New Line Cinema and a filmmaker himself, Robert Shaye has spent more than 40 years developing and distributing films that reflect a wide array of cultural movements, creating new paradigms for the motion picture business, and most importantly, entertaining millions of moviegoers. Since he founded New Line in 1967, Shaye has guided the company's growth from a privately-held art film distributor to one of the entertainment industry's leading independent studios and a veritable box office force. He has been involved in such films as The Lord of the Rings trilogy, Rush Hour, Austin Powers and Seven. A University of Michigan graduate with a degree in business administration and a J.D. degree from Columbia University Law School, Shaye is also a Fulbright Scholar, member of the New York State Bar, and serves on the Board of Trustees of the Motion Picture Pioneers, and the American Film Institute.


前陣子就想寫,只是這陣子實在太忙。看到這種發言,不知情的人大概會以為達賴喇嘛不是鄉愿就是瘋子吧。



西藏出了這種事情,全世界都罵中共罵的要死,簡直是負面 PR 的極致表現。瞬時之間,奧運聖火成為過街老鼠人人喊打,各國領袖也都對是否參加奧運開幕躲躲閃閃避而不談,唯恐惹麻煩上身。

那為什麼達賴喇嘛居然還可以說,他支持北京政府辦奧運?為什麼他還要特別說他不追求西藏獨立?講難聽的,人家事不關己的都比你還激動、比你還替你的人民生氣了,你怎麼還一副慈悲為懷、中共打我左臉我右臉就貼給你打的樣子呢?

其實道理很簡單,因為達賴了解中共政權的處境。中共花了無數的時間,好不容易營造出中國從百餘年來屈辱的歷史中重新站起的形象。這股力量的巔峰,就是奧運的舉行。這種時候,中共領導人如果膽敢對西藏問題讓步,他的領導位子就很有可能動搖。達賴心中或許是希望獨立的,畢竟從歷史觀點來說,藏人和中原文化實在關係不深,只是從清朝以後就「隸屬」於中國罷了。但是西藏要怎麼獨立?中共和西藏流亡政府的領導人必然都理解,戰火絕對是有害無利。但是相同的,他們也知道如果西藏試圖獨立,那麼兵爭無法避免 - 即便中共領導人明明知道這對國家利益有損無益。因為如果他們坐視西藏獨立還不採取軍事行動,就無法面對國內的政治壓力。

這股政治壓力有多強、多不理性?只要看最近他們的反法示威阻止人民去家樂福購物的情景就能夠理解了。而這種民族主義情緒的普及,從公安單位的默許也可以窺知一二。

請不要誤會,我並不是在替北京政權的領導人開脫,我也相信他們絕對不是茹素念經的善男信女。但是我想指出的是,即使他們心中知道使用暴力對國家利益有害,無論他們心裡有多不願意訴諸武力,但是只要西藏追求獨立,那麼武裝行動是必然的結果。同樣的,有任何阻撓奧運的障礙的話,他們也會不計代價的掃除─不管副作用有多猛烈。鎮壓西藏暴動只是一個最近的例子。再猛烈的副作用,對他們來說,都比不上喪失政權可怕。天安門事件就是前車可鑒啊。

達賴支持奧運、不追求藏獨的聲明,是不能夠被一般年輕藏人所理解的。但是這也是他有苦難言的地方。在現實環境底下,要怎麼追求人民利益的最大化,是很不容易的。要讓全民都可以體諒理解,更不容易。「民可使由之,不可使知之」,或許就是這樣吧。
商場上的競爭果然十分激烈。上次才說到博客來用極低的成本做好異地備援,今天就看到泰瑞說誠品起而效尤。果然看到人家 cost down 不學一下就遜掉了啊。

話說回來,誠品在急著跟出版商簽新約榨乾他們以前,恐怕也沒什麼意願多花功夫在消費者的資料安全上面吧?

我常常在想,國內到底有沒有哪家業者的個人資料是沒有外流的?詐騙集團手上這麼多筆個資,擺明了不只是一兩家業者外洩,而是全面性的問題。不過或許是個資外流的罰則太低,也沒有消費者因為個資外流導致權益受損以後,求償成功的案例,導致每個公司都耍賴不作好流程控管跟資料保密吧。

南非的能源危機

powerplant...
photo from youraddresshere
南非也陷入能源危機了。只不過南非的問題不是因為國際能源價格高漲 (南非自己就有煤礦啊!),而是因為政府和人民坐視危機發生。

根據這期經濟學人報導,南非的電力供應正處在極端不穩定的狀態。交通因為號誌燈不亮陷入癱瘓,商店沒辦法正常提供服務,煮個熱食都不容易,就連南非重要的礦產公司都因為電源無法獲得保障,而暫停開採鑽石、黃金、煤礦的作業。(買戒指的不知道會不會因此鑽石漲價?XD)

現在礦產開採已經恢復作業,因為政府重新保證穩定電源的供應。但是他們也要求礦產公司,「只使用本來電力消耗的九成」。官方發言人說,限電措施應該會繼續到七月左右。

穩定而充足的電力是重要的基礎建設,缺電當然會造成嚴重的社會問題。不過為什麼說南非碰到的問題是人民和政府造成的呢?

因為南非直到幾年前都不缺電,而且遠在十年前就已經知道,大約 2007 年南非會面臨電力不足的問題。那為什麼政府沒做什麼來避免危機發生?因為當時南非忙著辯論電力事業究竟應該公營還是民營化,直到 2004 年公營的電力公司才獲得允許,開始建設電廠。但是現在興建中的電力設備要到 2014 年才能發揮作用,也表示至少未來五年內電力供應都沒辦法獲得穩定的保障。

知道未來會缺電沒有用。重要的是避免未來會缺電。還記得諾亞方舟的啟示嗎?

為什麼開瓦斯自殺?

治標和治本,大家都知道治本比較重要。但是就好像庸醫容易誤把症狀當病因,大眾也容易只看事情的表象而不追根究底。

治安不好,有人會說:「警察都偷懶,不抓壞人,只騷擾我們這些良民。」也有人會說:「亂世就是要用重典。現在很少判死刑,大家都不怕了。要多槍斃一些壞人他們才會知道警惕!」

這些話可能都沒錯。但是這些事情已經是枝微末節了。警察不抓壞人、或是壞人不知收斂太囂張,背後的問題應該是,為什麼有這麼多壞人?為什麼有這麼多人願意做壞事?是不是:
  • 傳統道德逐漸消逝的同時,社會沒有新的類似信仰或是道德觀念取而代之,導致教化不行世風敗壞?
  • 或者是這年頭大家都只重視賺錢,覺得有錢就是高尚沒錢就是下賤,所以不管偷拐搶騙反正我就是要錢?
  • 還是因為景氣太差實在活不下去,除了上梁山當綠林盜匪以外根本走頭無路?
諸如此類,才是治安不好的時候,應該問的問題吧?

今天瞄到幾眼新聞,剛好看到有記者在問一個企圖開瓦斯自殺被救的人。當對方被放在擔架上抬著走的時候,記者上前第一句話就問:「為什麼要開瓦斯自殺呢?」接著發現當事人沒有回應,馬上連珠砲追問:「是不是有什麼事情不開心?」「有什麼沒有辦法解決的嗎?」

當然記者腦殘不是一天兩天的事情了,但是看到這些問題,還是忍不住吐血啊。

記者需要交差,跑新聞需要一些材料可以報導。迫於壓力問一些既唐突又失禮外加沒智商的問題是可以理解的。但是可以理解並不代表可以被接受。這種問題不只於情有虧,而且又沒有實際助益。就算當事人回答了,這些資訊對社會大眾有什麼幫助?

就算學校沒有教你怎麼問問題,這個自己學應該也不是多難的事情吧。問正確而直入核心的問題,也是身為媒體的責任啊。

不識之無的考試委員

國家考試要廢除考國文了嗎?

今天躺在床上養病,剛好家人遞來今天的報紙,一翻差點為之絕倒。原來偉大的考試委員林玉体,又開始提案認為國家考試不應該考國文。他理由十足的說,「年輕人不應該浪費青春在古文上。」而且他們認為,即使應考人「飽讀詩書、滿腹經綸」,將來擔任公務員,也用不到。

我想了半天,看不出來這篇報導到底是認真的還是只是笑話一場。在我眼中,這篇報導的立論簡直無一處不錯,無一句不可駁。隨手拈來幾句看看:
第一、從小學、中學,再到大學的教育過程中,國文所占比例甚高,國文也都是必考科,而國家考試的應考人除極少數之外,都是大學以上畢業生,應考人的國文造詣,已接受過學校教學及考試的檢驗,因此不必再費心力於此,既可節省人力物力,又可降低考試成本,也可減少考生報名費,更可提早放榜與免除試題疑義。
實在是一點說服力也沒有。現在國文授課比例節節低落,學生國文素質之差有目共睹。前陣子才鬧出《諫逐客書》的笑話,又怎麼能讓人認同學子的國文造詣「已經受過學校教學及考試的檢驗」?再者,今天學校錄取率之高前所未有,通過學校考試又有什麼「檢驗」的效果可言?
第二、國家考試列考國文科目,旨在評鑑應考人對國文的理解及運用能力,也就是文章是否切題通順,若可由其他方法可以評鑑國文能力,國文無加考的必要。
這段更是笑話。我實在滿好奇的,如果不考國文,要怎麼「由其他方法評鑑國文能力」?
再者,就目前各科考試,專業科目多達六科,每科試題有三、四道題目,且均為申論題,從這多達二十題的申論答題,即可鑑別國文程度。
這邊更扯了。別的科目的申論題當然是闡述該科目要申明的重點,用申論題來考國文?你先問問看該科目的閱卷教師,看他同不同意他出的申論題有這種神奇功效好了。
第三、現行國文科目題型包括測驗題、公文程式、作文三項,綜觀命題內容,或無效度、或無鑑別度、或難求客觀標準。
廢話,在考試委員眼中當然沒有鑑別度。因為考試委員根本不識之無嘛!從這邊的報導可以知道,考試委員根本連這些內容都看不懂,當然覺得沒有鑑別度。問題是他們是具有國文專長的人嗎?他們是文學相關科系出身的嗎?他們自己學養都不夠了,又怎麼能針對自己不熟悉的領域的題目下評論?這就好像連牛頓三大運動定律都不知道的人,卻在大聲嚷嚷說物理科試卷的題目沒有鑑別度一樣。根本是亂七八糟。
有關測驗題的檢視,題目有太多文言古文,與社會脫節,也非一般公務員所使用,且胡適之先生提倡白話文運動已達八十年,社會已全盤使用白話文;且除了國文教科書外,報章雜誌也不使用文言文,因此國家考試考文言文,是逆勢操作,為難應考人。即使應考人「飽讀詩書、滿腹經綸」,將來擔任公務員,也用不到。
一般公務員當然不會寫文言文。但是古文不熟稔的話,白話文又怎麼寫的好?胡適、魯迅等當年倡導白話文運動的學人們,他們傳統國文底子都深厚無比。所以他們寫白話文自然通篇順暢,一氣呵成。不念文言文的話,有誰白話文能寫的好,我還真想瞧瞧。「飽讀詩書、滿腹經綸」當然不見得就 100% 是好的公務員。但是我卻可以武斷的說,如果不飽讀詩書,一定不是一個夠好的公務員。公務員不可能避免寫公文,但是不熟讀經典文學,公文又怎麼寫的好?難道以後公文都來寫火星文?

我只挑網路版第一面來寫,第二面就懶得花工夫了。病塌之上,匆匆寫就。雖然言不能盡意,但是輪廓應該是點出來了。老實說,我到這篇文章寫完,仍然搞不清楚林玉体到底是認真的、還是在搞笑?這些考試委員真的都是不識之無的文盲嗎?誰能給我一點答案?

[注] 林玉体,之前曾經在國家考試中考閩南語題目引起軒然大波。請看這個連結。當時許多人議論紛紛,因為閩南語出題會引發諸多問題。首先不熟習閩南語的族群應當如何?客家族群、各個原住民族群是否也應該要求加考自己的方言?對他們是否公平?其次在語言學上來說,許多台語有音而無字,或有字而不可考,或有考證而未有定論。在文字都尚未定案的時候出閩南語題目,自然大有商榷的餘地。

[補] 這篇 blog 引用的報導來自這裡這裡、和這裡。為了避免連結失效,我把網頁分別抓圖在這裡這裡這裡

商周的統計謬誤

Thinker 寫了非常好的兩篇文章,分別在這裡這裡,講述了商周 1045 期犯下的一些明顯統計錯誤。

這兩篇文章除了暴露一般大眾對統計數字的一些錯誤認識以外,也點出了一個更重要的問題:媒體的社會責任。我現在很不喜歡看商業週刊 (商業周刊跟米國的 Business Week 是不相干的),主要原因不是因為文章水準落差太大,而是因為文章常常為求辛辣包裝砌辭亂寫一通。傳遞錯誤不正確的知識,比沒有知識更糟糕。希望 Thinker 的這兩篇文章,能夠讓商業周刊警覺一點。畢竟商業周刊也是暢銷雜誌,身上肩負的媒體責任當然比其他雜誌更重。

當然如果商業周刊自認為不需要負擔這些媒體責任,那我們也不能強求。只是這麼一來,商業周刊的品牌價值大概也就跟時報周刊、獨家報導之流相差無幾就是了。
「大中至正」就要拆了。看來隨著時事變化,注意到這篇老文章的人也開始多了起來。

最近看了本韓第的「你拿什麼定義自己?」,書中充滿了長者的警世箴言。就在我們這邊要拆除「大中至正」的時候,非常應景的,是接近卷尾的地方,韓第說到南非和愛爾蘭放下仇恨的段落:
我們造訪南非時,是曼德拉剛被釋放之後數月。南非正步向首次真正的自由選舉。我被排定將對一個大型的人事研討會發表演講,我們的東道主好心安排我們去見幾位工會領袖和非洲民族議會黨員。毫無例外地,他們拒絕譴責前政權,甚至連談都不談,他們的目光堅定地放在未來。之後的「真相與和解委員會」是個非常好的方式,讓大家勾銷前衍,同時對自己的錯誤行為負起責任。我再次明白,一個國家除非接受了自己的過去,而且放下過去,否則無法往前邁步。假如它無法面對跟自己有關的真相,就會永遠困在老問題裡。我想到,愛爾蘭是在它停止為過去的苦難哀悼,原諒了所謂的壓迫者,為自己的命運負起責任時,才開始向前邁步的。不管對國家,還是對個人,這點都一樣,而且也一樣難做到。我離開南非時,印象很深刻,對其人民充滿希望,儘管他們有那麼多的困難,我下決心要以他們為學習典範。
政府居然帶頭挑起仇恨的種子,我們的教育部長顯然不怎麼稱職。身為政治人物而不引領人民放下仇恨,身為教育部長卻不專注修正教改的缺失。那麼國家社會繼續前進的動力在哪裡?

The World In 2008

每年的十一月,Economist 都會發表關於下一年的一些趨勢預測和觀點評論。剛剛發現 2008 年的現在已經可以在線上看到了:The World In 2008。今年的 Special Section 討論的是中國大陸。

需要的人請自取 :p
嗯... 是啊,你沒看錯,門票真的都不用錢喔。而且愛招待幾個朋友都行。但是... 也要你選區的議員夠爭氣才行。

今天聽說了一個扯到不行的新聞,說是世棒賽的中美大戰,有台中市的議員帶著一堆家人跟選民直接就大搖大擺想要無票入場 O_O 棒協的人被凹不過開始錄影蒐證,這傢伙被錄影還很大聲喔,雖然我台語不太輪轉,但是依稀還聽的出來他開始嗆一些「你明天給我注意」之類的話。而且講到後來連議員的「後生」都扯出來了,說讓議員兒子站在門口像什麼話之類的。我是不知道議員的小孩有沒有哪裡比較威猛啦,難道他兒子沒有手所以買票有困難嗎? @_@

要是我是他家人朋友,剛好又被帶到現場,看到這種場面不丟臉丟死才怪,一定馬上裝做不認識走人。虧他們最後還是夠厚臉皮闖進去,還大搖大擺把貴賓室坐滿,看來每個都練成了金庸小說中的「金臉罩、鐵面皮」神功啊...

所以說囉,以後不管是聽音樂會、看演唱會、還是去聽相聲看球賽,通通都不用錢。只要你讓選區議員帶著闖進去就好了。啊,不過當然,先決條件是你臉皮要夠厚,身體要夠勇壯。

你問我這跟身體勇壯有什麼關係? 0_o 還真是沒慧根啊。這些人幹這種事情,他們晚上睡覺難道不會肚子痛嗎? @_@

所以啦,請大家記得,國民黨的陳清景民進黨的鄭功進,聯手奪得最佳男主角獎。請大家以後還想要免費入場券的話,多多支持他們。謝謝,謝謝。

啊對了,男主角之一的背心特寫在這邊。記得看一下,可別辜負他們的辛苦演出喔。

市議員看霸王球!工讀生手機蒐證
世棒賽/中美大戰驚爆超賣與特權 惡質議員帶20餘人進場
搞特權看球 球迷罵翻天
看霸王球? 中市議員火爆推人 議會送懲戒

誰說胸大必然無腦?

剛剛瞄到了個有趣的新聞。這個模特兒可有概念的很啊。這年頭收這麼巨額的報酬,如果還敢拿美金的話,不啻代表自己的薪水已經先被打八折了。相對於歐元、日圓、人民幣、加幣、澳幣等主要貨幣來說,美元實在是弱到不行啊。

確保最有錢 名模拒收美元
聯合 更新日期:2007/11/06 07:10 記者:編譯張佑生/綜合報導

巴西超級名模吉賽兒邦臣要確保自己「全球最有錢模特兒」的寶座不會換人坐坐看,所以她在洽談代言合約時幾乎什麼貨幣都願意收,只有美元不收。

吉賽兒邦臣的前男友是好萊塢影星李奧納多狄卡皮歐,現任男友是職業美式足球新英格蘭愛國者隊明星四分衛布雷迪。

「富比世」雜誌七月曾報導,芳齡27的吉賽兒在今年上半年已經賺進三千三百萬美元(台幣十億七千萬元),是全球最有錢的模特兒。她拒收美元,實在是因為美元太不爭氣,從2001年到現在,跌幅已高達百分之卅四,上周對歐元、加幣和人民幣的匯率創下歷史新低,對英鎊也創下廿六年來的最低點,而且投資大戶和最準確的預測者依舊看扁美元,咸認會繼續走軟。

能成為全球最有錢的名模,絕非浪得虛名。吉賽兒已經加入投資大戶巴菲特和葛羅斯的行列,共同結論是美元將持續貶值。為了不讓財富縮水,最好與美元保持距離,越遠越好。

吉賽兒偏好歐元。吉賽兒今年八月洽談為「潘婷」護髮系列產品代言時,據說指定以歐元付款。十月代言香水時,也是指名收歐元。

吉賽兒的雙胞胎姊妹派翠西亞,是她在巴西的經紀人,受訪時表示:「現在開始簽的新約,歐元越來越有吸引力。」
這兩天有個新聞滿熱門的,大家都在說哪有當兵還在吹冷氣的?吹出來的只怕是草莓兵吧。軍方的理由則是,為了協助少年成功渡過「老百姓」→「軍人」的階段,因此冷氣是必要的。可以讓官兵生活更舒適。

兵吹冷氣真的就會變草莓兵嗎?這好像也不見得。美國大兵可是連坦克車裡面都有冷氣可以吹的呢。很多人擔心士兵平常吹冷氣太舒服,會不會沒辦法上戰場?美國倒是告訴了我們解決的辦法:「怕士兵沒冷氣就沒戰力?那把冷氣一起帶到戰場上去不就好了。」嗯,真簡單。

問題是,除了美國,有幾個國家花的起這種錢?

大家都希望每個士兵身上有無敵裝甲、智慧型通訊裝置、生理狀態監控儀器、最好還有可堪比擬太古巨雷的強大火力。但是一來科技還沒有這麼進步,二來國力有限,只好量力而為,把有限的資源分配給自己的軍隊部署武力。

要不要讓官兵吹冷氣?如果我們國家的軍事預算和美國差不多,那我覺得付一些冷氣的電費也沒什麼了不起。

美國的軍事預算有多少?照這張圖看起來,美國一個國家的軍事預算,幾乎可以抵消世界上所有其他國家國防預算總和了。

這陣子的新聞說,國內生育率創下歷史新低 (請看這裡這裡)。很多人都說是政府獎勵政策不足,以及托老、托嬰和托育的不便。改善這些或許對生育率有幫助,卻沒有觸及問題的核心啊。

真正的原因,在年輕人被剝奪了應屬於他們的夢想。在現在適婚年齡的年輕人當中,夢想已經逐漸成為奢侈品。他們看到的是一天天衰弱的國力、吵鬧不休的朝野紛爭、日益敗壞的治安、改到現在也不知道改成什麼樣的教改,以及每天物價
上漲但是薪水不漲的羞澀阮囊

這叫他們怎麼有意願生養小孩?

再多的政府補助、津貼,都比不上讓人民有夢想。畢竟有幾對夫婦在決定要不要生小孩的時候,會說「親愛的,只要生一個小孩,我們明年就可以省一萬塊的稅」這種話?

近年西非北非移民到歐洲的居民,有很高的比例在落腳頭三年就開始生育子女。這些移民難道
因為經濟條件夠好,才生小孩的嗎?當然不是。他們生兒育女是因為他們相信到了安全的地方,可以讓小孩有更好的成長空間,才願意在這種環境下「做人」。

美國在二次戰後,也因為人民相信大戰結束,世界恢復和平,紛紛願意在這個環境下生小孩,才爆出現今所謂的嬰兒潮世代。生育嬰兒潮世代的父親,許多都是戰後退伍的軍人,甚至許多還在放下槍桿 回到學校唸書的階段。經濟能力當然不寬裕,但是也願意背負養小孩的負擔。為什麼?

答案再明白不過了。要讓人民生兒育女,需要的是夢想。讓人民相信明天會更好的夢想。

現在的年輕人世代,被剝奪的,也就是這個夢想。他們不再相信三十年前,只要能夠打拼,明天就會更好的說法。他們最嚮往的工作是公務員,或是應徵中華電信、台電、中華郵政的工作。他們僅有的夢想是希望有一天可以存夠積蓄來開一間咖啡店,但是連這卑微的願望對他們都遙不可及。

政府如果要鼓勵生育,與其花錢給年輕人津貼,不如還給他們,那個應屬於他們的夢想。一個相信自己努力可以讓明天更好的夢想。一個不用再擔心現在治安惡化、朝野惡鬥、產業蕭條、人口結構失衡、基礎建設落後、自我孤立於國際的夢想。
想要鼓勵生育,就讓年輕人做屬於他們的夢吧。
一個說這個沒申請通過不可以亂跑。另一個說你有老二就來抓我。我以為這是小學的時候小孩子互嗆的把戲,沒想到長這麼大了還可以看到這種把戲,果然政治人物為民表率用心良苦,希望讓大家保持赤子之心...


話說回來,看到這種新聞,就讓我想到今天吃完午飯在辦公室附近看到的一輛車子...


路邊看到的車子 XD
這是叫我們砍掉重練嗎?@_@
他算老幾?我不知道。

但是這兩天一堆媒體都在報陳啓禮的喪禮。密集程度只能用洗板來形容。大家只知道很多人去上香,卻沒有人報導他做過什麼偉大的事情。只知道他當年似乎跟江南案有關係,以及他在竹聯幫好像地位很高。

為什麼這樣的人會重要?為什麼這樣的人公祭要動用這麼大的媒體陣仗,浪費這麼多社會資源?

這也許可以從歷史民族情感說起。從司馬遷著《史記》,特別寫了遊俠列傳以來,中國文化對遊俠的評價向來不低。以代表性的人物郭解來看,他行事作風迥異世俗,雖然動輒殺人、也做過不少類似印製偽鈔等違法亂禁的事情,但是也因為他慷慨解囊、急人之難,導致追隨者眾,威望極高。在歷史上,這類人物多半存在於平民階級,與民眾較為貼近,所採取的手段雖不容於當道,卻為人民所景仰。

陳啟禮是這樣的人物嗎?我不清楚。但是我知道司馬遷在遊俠列傳序中寫道,遊俠是「行雖不軌於正義,然其言必信,其行必果,已諾必誠,不愛其軀,赴士之阨困」。換句話說,以這個標準而言,遊俠是重義輕生、極重然諾,濟人緩急者。

如果陳啟禮符合這個標準,那麼媒體是不是應該多報導一些這方面的事蹟,讓後人可以瞻仰?
如果他不符合這個標準,那麼媒體大費陣仗報導這麼多垃圾新聞,是在幹嘛?教小孩子當古惑仔嗎?

這年頭,符合「言必信,行必果,已諾必誠,不愛其軀,赴士之阨困」這數字考語的人,不知道還有多少。現在混黑道的,好像都只是討債集團跟詐騙集團,不然就是販毒賣春什麼的。看來國力的強弱和國民素質的良窳,從黑道也可以看的出來?

高雄港排名持續滑落

真巧,前幾天才聊到高雄港現在咖啡座比貨輪還多,十年之間就大轉型成為觀光港,今天就看到這個新聞:高雄港 世界第6貨櫃港排名不保

高雄港

其實貨櫃港排名滑落不見得完全是壞事。當台灣從勞力密集的加工出口業逐漸轉型的時候,貨運吞吐量不如以往是可以想見的事情。可是隨著加工出口業逐漸老態龍鍾,卻又沒有新的產業起而代之,這就是大問題了。

看來政府當年不應該推什麼「亞太營運中心」,應該推個「亞太咖啡座中心」才對。XD
今天無意間看到保鑣兄的 blog 上面有一篇「花都巴黎,要變身國際金融中心」。看到標題,想到這幾年杜拜的興起、香港的繁華,以及過往十年來台灣的淪落,很有一點感覺。
charts
巴黎有這種野心是可以理解的。現在,大概沒有一個國家不希望自己境內有個都市可以成為國際金融中心。因為只要有這樣一個都市,對國內的就業率提升、國民所得上升、國際能見度提高,都是非常有幫助的事情 (詳右圖)。放眼全球,只要在金融界稍有份量的公司,沒有一個不在國際金融中心設點。以目前來說,所謂的「國際金融中心」,當然是指紐約和倫敦,以及區域性的金融中心如杜拜和香港。

但是巴黎想成為金融中心,就做得到嗎?當然不見得,其中還有許多障礙有待克服。成為金融中心不僅僅是稅率優惠而已。有許多基礎建設方面的問題。以紐約和倫敦來說,兩個都市共有的優勢是:
  1. 國際航班十分流暢
  2. 基礎電信網路相當完整
  3. 英語母語
  4. 金融法規完善
  5. 交易所健全,流動性高
  6. 人才庫又深又廣,可以招攬世界各地的人才
  7. 休閒娛樂多,金融界的 top players 多半也很注重娛樂生活。
從上面的列表來看,金融法規只不過是其中一項法國需要改善的問題而已。法國人拋的下自尊不說法語講英文嗎?英文可是財務世界的標準語言。法國的學校程度參差不齊,最近才不斷有在討論想改善教育制度。法國提供的人才能夠撐起金融中心所需要的人力嗎?如果不行,巴黎能夠吸引世界各國的優秀人才前往工作嗎?

我並不是說巴黎無望成為國際金融中心。但是這些是很明顯可見的絆腳石。如果這些絆腳石搬不開,那麼巴黎的要成為金融中心當然是障礙重重。

台灣大概十年前,連戰還在當行政院長的時候,也曾經喊過「亞太金融中心」的口號。那時候受到洛桑管理學院報告指出台灣國際競爭力下降的影響,口號喊的震耳欲聾。不只金融中心,連「亞太營運中心」、「競爭力全球 top 5」都喊出來了。那個時候,台灣也「想」當國際金融中心。

想歸想,台灣做了些什麼呢?誰記得?誰知道?連戰之後,張俊雄在前任行政院長任內也喊過「Taiwan Double」,說要讓台灣國民所得倍增。蘇貞昌也喊過「大溫暖」。然後呢?有什麼實際作為嗎?我看不到。

我倒是知道,以前的高雄港是全世界第三大貨運港。但是現在的高雄港,港邊的咖啡座比貨輪還多。我們的政府果然很環保,十年之內就把高雄港從貨運港變成觀光港口了。[1] 這陣子全球散裝航運景氣大好,但是高雄港有跟著得利嗎?也許你可以問問看高雄開貨櫃車的司機,看看他們最近生意好不好?跟以前相比如何?

「想」和「做到」一直都是不一樣的。每個男人都希望又帥又多金。問題是想歸想,你做了些什麼嗎?

Update 10/10:
[1] refer to: 高雄港排名持續滑落
China Investment Corp 禮拜六 (9/29) 在北京正式掛牌開始運作了...

不過他們目前唯一的投資案似乎就是今年五月的 Blackstone?績效想必因 Blackstone 上市以後股價疲弱而不彰吧。不過如果你問我的話,我會認為這個「中國投資公司」會面對的是比較複雜的政治問題,物色投資標的倒是其次。

Refer to: 中國投資公司掛牌成立

人生沒有更重要的事嗎?

直銷

看到這種新聞很難不 Orz,除了點點點還是點點點。

這些學生以為去當直銷每個人都可以賺大錢啊?這麼好賺的話還輪的到他們賺嗎?而且就算真的賺大錢了又怎麼樣呢?長這麼大了怎麼連一點腦袋都不會動啊... 這種新聞,就會讓我想到以前聽到的故事...
講師對著底下一群有志成為股票作手的學員授課,開課時說道:「你們知道做股票的人,十個有八個是賠錢的嗎?」大家點頭表示了然於胸。講師續道:「那你們裡面誰覺得自己會成為那兩成的贏家,請舉手。」結果每個學員都舉手了。
貪婪會讓人變成呆子。「幹大事而惜身,見小利而忘命」。人生沒有目標的時候,就會被利益遮住雙眼看不清事實真相。偏偏我們的教育,以前教人怎麼考高分,現在教人怎麼愛台灣,就是不教學生怎麼用自己的腦袋、尋找自己人生的路。

Update: 今日發現前輩 TimS 也對這個主題寫了篇文章:我看最近的傳銷休學事件。不同的角度觀點,但是一樣讓人想大推。

碎碎唸...

最近雜事比較多,很久沒寫 blog 了,來碎碎唸一下這幾天看到很丟臉的新聞。

  • 首先呢,7/3 的新聞說,高雄市有個議員藍星木,在 6/28 為了關說選民被酒測和警員發生推擠,被警員以妨害公務銬上手銬帶回警局。
  • 接下來事件逐漸發酵。議長莊啟旺抗議議員被當犯人對待,要求警局兩天內查明並表明懲處方式。
  • 為了平息風波,市長陳菊代表市政府向議員道歉,警方記員警一小過調職作為懲處。
  • 議會表明這樣的處理方式不能接受,所以後來市警局改將該名員警記兩小過處分。市議會後來表示這樣可以接受,還發表聲明指出「對於市警局9日做出的懲處結果,議會沒有任何意見,議會和議員個人也絕對不會介入警察局對員警的懲處,一切尊重警察局的決定。」
  • 結果 8/29 的新聞說,有四名警員因為縱放妨礙公務的議員,涉及縱放人犯,所以被檢察官起訴。被起訴的四人中也包括之前被記兩小過的主角。

真是丟臉到極點的新聞。

我說的丟臉並不是指藍星木關說酒測的事情。這種現象普遍存在,他跟選民自己不要臉就算了,能不能影響酒測的結果就看他的本事和警員的骨氣。這也沒什麼好說的。

丟臉的是:
  1. 明知關說酒測理虧還敢大肆張揚,被警員以妨礙公務法辦居然還敢回市議會烙人抗議
  2. 議長不明是非要求不當的懲處,甚至要求市警局加重處罰以後還可以爭眼說瞎話:「議會和議員個人也絕對不會介入警察局對員警的懲處,一切尊重警察局的決定」云云。
  3. 市長一樣是非不分腰桿不直,沒有原則的向市議會低頭,一點肩膀也沒有
不過似乎有些高雄市民還是很關心這件事情,表達了一些他們的聲音,看來有骨氣的市民還是不少的。

國民黨籍的議員和議長,民進黨籍的市長,大家一起是非不分一家親。我真的很好奇,當初把他們一票一票選出來的選民,現在心裡在想什麼?還是他們根本不關心這些事情?