#當小說人物遇上精神分析
#佛洛依德也來寫書評
#幻覺與夢 #威廉煙森 #格拉底瓦
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許久之前,我接到一個來自某文學雜誌的邀請。在信裡,他們附上了一本台灣作者原創的小說,邀請我在閱讀之後,試著以心理學的角度來剖析小說主角的心理狀態。
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這樣的任務在臨床心理學中稱為「個案概念化」(case formulation / conceptualiation),其實是臨床心理師在每次與個案進行諮商晤談的過程,都會不斷進行、調整的。我心想,這應該難不倒我,便接下了任務。
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儘管,閱讀小說本身是充滿樂趣的。但真要以心理學家的視角來檢視一部小說,並且從劇情發展、文字細節裡頭穿針引線,把一個其實並不存在的小說人物,活生生地用心理學架構刻畫出來,著實比我想的還要困難。所幸,雖然花了比自己預期還久的時間,但仍平安地交出了文稿。
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在那次書寫的經驗裡,我意識到這種對故事人物進行分析的歷程,其實與精神分析理論中的一種防衛機轉(defense mechanism),「投射」(projection)十分相似。
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傳統精神分析裡頭是這樣解釋投射的:「一個人將自己內心存有的,那不符合道德規範或社會認可的慾念加諸在他人身上,藉以減少自己因擁有此慾念而產生的焦慮」。近代我們在使用投射這個概念時,也廣泛地指稱「一個人以自己的想法,去推測他人或外物」為投射。
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分析小說主角的過程,其實就是一種我的投射。我發現自己內心對於人性、人的本質、人類行為背後動力的觀點,透過主角的際遇而被勾了出來。為了說明清楚這個人為什麼會這樣選擇、這樣行動,我對於「人的理論」因而有機會被攤開來看見與理解。
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事後,我拿到該期雜誌,發現原來除了我之外,同一本小說也被交到不同領域的專家手裡,進行同樣歷程的分析。一篇篇以不同專業、不同觀點出發的分析,各異其趣,但也都不失深度,提供了讀者認識同一個(虛擬)人物的各種觀點。
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在商周編輯邀我閱讀這本書時,我想起了這一段回憶,並驚訝地發現,原來我們現在在做的實驗,佛洛依德早在一九〇七年就在進行了。熟悉精神分析發展歷史的讀者或許不會意外,其實不只是佛洛依德,許多精神分析師都對「文學作品」有著十足興趣。到底,作者為何寫下這樣的作品,其動機為何?為何作品能讓讀者深受感動?諸如這類提問,其實都能用不同精神分析的概念來加以延伸討論。有興趣的讀者可進一步搜尋如認同作用(identification )、昇華作用(Sublimation)、壓抑(suppression)等相關資料來閱讀。
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雖然,精神分析本身並非我的專業工作取向,但在看過小說文本,搭配著佛洛依德對於故事主角的分析後,我也重溫了過往曾學過關於精神分析的種種,關於夢境、壓抑、幻想、精神錯亂、人生而有之性趨力等等。透過佛洛依德對於主角的觀察與分析,我們也得以用另一種方式來更認識精神分析。
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目前在華人繁體書籍中,關於佛洛依德的相關書目,幾乎都是以理論闡述或真實案例分析的經典為主。前者如《夢的解析》、《性學三論》、《精神分析引論》、《圖騰與禁忌》等;後者代表則如《小漢斯》、《狼人》、《鼠人》、《朵拉》、《史瑞伯》等。
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本書既非純粹的理論闡述,使用的案例也並非來自臨床個案,而是另一個作者筆下的小說人物,這種「精神分析架構」與「文學作品裡頭人物」進行「對談」的結構實屬特別。本書其實也是佛洛依德第一次以這種形式來書寫的代表作。此書籍的引進,亦補足了當代認識佛洛依德、理解精神分析的另外一種取逕。
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事實上,回到本書甫出版的一九〇七年,佛洛依德也期待能透過這種形式的論述,讓更多民眾有機會接觸到精神分析。時間來到二十一世紀,相信對精神分析、應用心理分析感興趣的專業讀者、一般大眾,乃至於正在就讀心理、文學相關科系的學生來說,本書也一樣能提供我們各種不同的啟發。
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文/蘇益賢(臨床心理師,「心理師想跟你說」臉書粉專共同創辦人,初色心理治療所副所長)
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讀讀本書 👉 https://reurl.cc/1ojqX9
case formulation 在 劉恭甫-功夫老師 Facebook 的最佳貼文
〈船停在港口最安全,但那不是造船的目的〉
今天早上來跟大家分享 Netflix 網飛 的創新案例:
Netflix 網飛 成功經歷四次主要的企業轉型:
第一次轉型:從郵遞DVD到以網路串流的方式播出過去的電影和影集。
第二次轉型:從網路串流播出舊內容,轉變成播出外部製作公司拍攝的全新原生內容,例如《紙牌屋》。
第三次轉型:從購買外部製片公司的版權內容,到建立自己的工作室,拍攝出屢獲殊榮的電視節目和電影。
第四次轉型:從一家單純的美國公司發展成在190個國家提供娛樂的全球性公司。
Netflix 網飛 歷經四次企業轉型之後的市值突破2000億美元,創辦人暨執行長 里德海斯汀 Reed Hastings 在《零規則 No Rules Rules》這本書上提到企業創新轉型的經營心法,他認為創新的三大運作原則分別是:
原則一:高手同隊,如此才能彼此刺激進步,淘汰平庸。
原則二:大聲認錯,小聲慶祝,如此才能從優秀變傑出。
原則三:養成創業家精神,如此才能安心授權,分散決策,幫助人人建立「以公司最大利益為考量」的共識。
制定規則以及標準作業流程是大多數企業成長茁壯的必經過程,但也常常成為企業轉型的絆腳石,Netflix 網飛 為了讓每一次企業轉型都能夠保持靈活的彈性,選擇更少的規則促進更大的創新。企業領導者必須了解,船停在港口最安全,但那不是造船的目的,同樣的,SOP(標準作業流程)讓企業很安全,但那不是企業成立的目的。
各位早安,功夫老師鼓勵企業領導者提高個人與組織的彈性,才能讓創新轉型更靈活。
"It’s safest for a ship to stay in a port, but that’s not the purpose of shipbuilding."
This morning, I will share with you the innovative case of Netflix:
Netflix successfully experienced four major corporate transformations:
The first transformation: from shipping DVDs to broadcasting past movies and albums via Internet streaming.
The second transformation: from streaming and broadcasting old content to broadcasting new native content shot by an external production company, such as "House of Cards".
The third transformation: from buying copyrighted content from an external production company to setting up your own studio and shooting award-winning TV shows and movies.
Fourth transformation: From a purely American company to a global company providing entertainment in 190 countries.
After four corporate transformations, Netflix's market value exceeded US$200 billion. Founder and CEO Reed Hastings mentioned the business mentality of corporate innovation and transformation in the book "No Rules Rules". It is believed that the three operating principles of innovation are:
Principle 1: Masters are on the same team, so that they can stimulate each other's progress and eliminate mediocrity.
Principle 2: Acknowledge your mistakes loudly and celebrate in a low voice, so that you can change from being outstanding to outstanding.
Principle 3: Cultivate the spirit of entrepreneurship. Only in this way can we be assured of authorization, decentralized decision-making, and help everyone build a consensus of "taking the company's best interests as consideration."
The formulation of rules and standard operating procedures is a necessary process for most companies to grow and thrive, but they also often become a stumbling block for corporate transformation. Netflix and Netflix, in order to allow each corporate transformation to maintain flexibility and flexibility, choose fewer rules to promote greater Innovation. Business leaders must understand that it is safest for a ship to stay in a port, but that is not the purpose of shipbuilding. Similarly, SOP (standard operating procedure) makes the company safe, but that is not the purpose of the establishment of the company.
Good morning everyone, I encourag business leaders to increase the flexibility of individuals and organizations, so that innovation and transformation can be more flexible.
大家早安。
No.2 2021-01-05 劉恭甫-功夫老師
case formulation 在 SF Artography Facebook 的最佳解答
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