读《Peter Thiel’s Religion — David Perell》有感
转载的一篇文章，分析皮特泰勒的思想，泰勒原来就是PayPal的创始人之一，《0到1》的作者，原文很长，其中有些思想让我印象深刻，比如“模仿学习”的天性，
- Don’t copy your neighbors
- Time moves forward
- The future will be different from the present
以及为什么这样模仿他人创业不会成功，为什么在高强度竞争不会得到高效率产出。
“Our Mimetic nature is simultaneously our biggest strength and biggest weakness. When it goes right, imitation is a shortcut to learning. But when it spirals out of control, Mimetic imitation leads to envy, violence, and bitter, ever-escalating violence. “
人类模仿的天性既是我们的最大优点也是我们最大的缺点，用对了，模仿是学习的捷径。但是一旦模仿失去了控制，模仿将导致人与人之间的嫉妒，暴力。
“As Peter Thiel recounted:
“When I left after seven months and three days, one of the lawyers down the hall from me said, ‘You know, I had no idea it was possible to escape from Alcatraz.’ Of course that was not literally true, since all you had to do was go out the front door and not come back. But psychologically this was not what people were capable of. Because their identity was defined by competing so intensely with other people, they could not imagine leaving… On the outside, everybody wanted to get in. On the inside, everybody wanted to get out.””
项飙对内卷有类似表述，人类学家项飙谈内卷：一种不允许失败和退出的竞争。 项飙最开始通过十三邀认识的，温州人，人类学博士，瘦瘦的，穿一件白衬衫。属于年少成名，大学期间发表了《浙江村》属于社区田野调查，我翻了下并没有多大兴趣。。。反倒是最近的一本 《把自己作为方法》 一口气读完了，单读的主编吴琦(以前一直以为是女的。。。)采访项飙的一些文章集合，读起来没什么压力，有一处印象很深，“我调查时也有这个问题，我不太放松，不太能够调笑戏谑，比较欠缺跟大家打成一片的能力，也是我自己不太满意的地方。这个当然跟我小时候的成长有关系，我老跟我外公在一起，不太跟同龄人玩。我外公不让我跟同龄人玩，因为同龄人都是拉板车的子弟。我记得邻居如果给我东西吃，他表面上会很客气地接受，转身就让我不要吃，觉得不卫生。他也是有两面性的，对外非常客气，内心又可能有一种鄙视，其实对我也有影响，一方面把我变得比较理智，另外一方面使我不太放松。” 这让我想到我的外公。
下面的一些表述也让我产生强烈的感触，但是知道和有勇气去做还是很不一样的，路还很远。
“真正的英雄不是改变世界，而是改变自己生活的每一天。很遗憾，在现代性之下，“边缘”和“中心”变成一组对立关系，中国人又有那么强的中心情结，觉得边缘的生活不值得过，造成极大的焦虑。”
我们在国内写报告，好像就是要高于生活，要写得很拽很正式，脱离生活，如果把吃喝拉撒睡都写进去，好像很不正常。
把自己作为方法：与项飙谈话【牛津大学社会人类学教授项飙，从个人经历切入，回应当下年轻人的精神困境，追索80年代、阶层流动、大学教育、民族与民粹、中国意识等社会议题的新答案】 (项飙)
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不要怕边缘，或者知识不够，把自己的不够、天真真实地体现出来，就会很可爱，不要装腔作势
Thiel’s companies are governed by Girard’s wisdom. Girard observed that all desires come from other people. When two people want the same scarce object, they fight. In response, as CEO of PayPal, Thiel set up the company structure to eliminate competition between employees. PayPal overhauled the organization chart every three months. By repositioning people, the company avoided most conflicts before they even started. Employees were evaluated on one single criterion, and no two employees had the same one. They were responsible for one job, one metric, and one part of the business.
这样花大力气调整组织架构来避免内部人员的竞争，值得考虑，但是每一个公司创世的企业文化可能差别很大，不过这种观念以及措施之前真的没有听说过，大开眼界。
Girard observed that even when you put a group of kids together in a room full of toys, they’ll inevitably desire the same toy instead of finding their own toy to play with. A rivalry will emerge. Human see, human want.
Our capacity for imitation leads to envy. Babies’ interest in a particular toy has less to do with the toy itself and more to do with the fact that the other babies desire the toy. As soon as one child desires the toy, so do the others. Eventually, even though there are many toys available to play with, all the children want the same toy.
#好故事 人类模仿的天性导致嫉妒