《No, Minister.(存一下英文版)》用其他笔名

17、[Interlude] S01E01.5 Cyril Astley’s Diary and Memos (22-24 January 1980)

　　MEMORANDUM
　　Department of Synergy Coordination
　　Ref: DSC/MIN/OBS/002/80
　　To: A. Cavendish, Acting Perm Sec
　　From: C. Astley, PPS
　　Date: 24 January 1980
　　Subject: Post-IDISM Observations and Minister's Status Brief
　　Sir,
　　Please find a brief report on Minister Hyde's status and actions from after the meeting until this morning (24/01/80):
　　1. Immediate Post-Meeting Reaction:
　　?? The Minister returned to the office in a noticeably low mood, with feelings of frustration and anger. He threw his tie on the desk and paced the room, calling the meeting a "farce" and expressing strong dissatisfaction with the departments' evasiveness. After sitting down briefly, the Minister rose to erase the whiteboard. You entered in time to prevent this.
　　2. Report Writing Process:
　　?? The Minister hesitated several times over wording. I provided several alternative phrases that conform to Whitehall grammar. He still showed clear discomfort and resistance to using officialese, sighing several times, but ultimately cooperated in completing the report. The draft report still retains some of his personal candour. I made gentle amendments in the final version. Before leaving, the Minister said, "I know it's necessary, Cyril. But I won't pretend to like it."
　　3. This Morning:
　　?? Upon arriving at the office this morning, the Minister proactively inquired about the progress of the DLO invitation letters, reviewed the post-meeting briefing memo I had prepared, and signed both the invitation letters and the meeting report without amendment. He has spent most of his time pacing the office or in thought before the whiteboard, and has made no further negative comments about the meeting itself.
　　4. Logistical Requirements:
　　?? The Minister has requested a supply of whiteboard markers in more colours.
　　5. Emotional State:
　　?? The Minister remains frustrated and disgusted with bureaucratic procedure, but has moved from anger to a state of reluctant acceptance. He has not fully accepted your methodology but is beginning to understand the logic of Whitehall. Although he is uncomfortable with it, he acknowledges its effectiveness and is willing to adopt a gradual strategy for the time being, showing strong learning ability and adaptive potential. His instinctive resistance to formalism may recur in similar future situations, which is a potential risk.
　　6. Personal Query:
　　?? Before assisting the Minister in drafting the report, I showed him my observational notes from the meeting. My rationale was that I believed the Minister was at a critical point of understanding the framework but emotionally resisting it, and that the specific details in my notes might provide evidence to support your theory. I judged that this action would accelerate the Minister's transition from emotional rejection to rational acceptance, and thus showed him the notes. I have since reflected that this action may have overstepped my bounds. As PPS, I should not be overly proactive in guiding the Minister.
　　7. South Atlantic Delay Note:
　　?? Regarding the point raised by the MoD representative, I have entered it into the observation list. How should I prioritise it for internal filing? Should it be classified as 'Routine Inter-departmental Noise' or a 'Low-signal Potential Event'?
　　This concludes the post-meeting observation and analysis report. If there are any improprieties, please do not hesitate to correct me.
　　Cyril Astley
　　Handwritten annotations:
　　Everything is signal until proven otherwise. File it under 'Contingency – Naval Assets' and cross-index with the Treasury's latest defence budget review memo. Do not label as 'potential'. Just record the fact and the source. The labelling comes later. [A clear line is drawn under "How should I prioritise it?"]
　　Get them for him. Ensure he never runs out. An interrupted train of thought is an unnecessary error. [Next to "Logistical Requirements".]
　　You did not overstep; you fulfilled your role.
　　The Minister needs to understand the world as it is in order to change it according to his wishes. You helped him see. This is precisely the responsibility of a Principal Private Secretary.
　　A Principal Private Secretary's loyalty is to the Minister, but loyalty's best form is enabling wise decisions, even when the process is temporarily unwelcome. Your timing was apt, your manner proper. Continue.
　　Continue to observe. Continue to record. Continue to think.
　　You are doing very well, Cyril.
　　A.C. 24.01.80