《No, Minister.(存一下英文版)》用其他笔名

21、[Interlude] S01E01.5 Alistair's memorandum

　　MEMORANDUM
　　Private Note - Note for File
　　Ref: CH/OBS/003/80
　　To: A. Cavendish, Acting Perm. Sec.
　　From: A. Cavendish, Acting Perm. Sec.
　　Date: 25 January 1980
　　Subject: Hyde's Adaptability: Initial Assessment & Next Phase Test Planning
　　1. Assessment of Reaction to IDISM:
　　a) Initial Reaction: Exhibited strong reformist zeal and idealistic tendencies. Low tolerance for bureaucratic procedure; characteristic of an action-oriented individual. Proposed solution, while technically logical, was overly idealistic and premature, underestimating inter-departmental power barriers and conflicts of interest. It is noteworthy that in the latter half of the meeting, he attempted to adjust his strategy, proactively lowering his demands and seeking a small-scale pilot. Flexibility and adaptability are promising.
　　b) Secondary Reaction: Showed marked frustration after his ideal solution met with systemic resistance. Recovery was faster than expected. Post-meeting, after guidance, has begun to grasp the power dynamics of Whitehall information flow. Learning aptitude is strong, but instinctive resistance to bureaucratic procedure has not been dispelled; requires continued guidance. Hyde's political instincts are sharp, but he needs time to adapt to Whitehall culture and develop the ability to decode its secondary language. Controlled scenarios can continue to provide practical experience to help him build realism and judgement.
　　c) Interaction with PPS (Cyril): Good.
　　2. Next Phase Test Planning:
　　?? Objectives:
　　a) To test his practical ability to handle local, high-visibility, multi-stakeholder conflicts outside the theoretical environment of Whitehall.
　　b) To assess his improvisational performance and crisis control capabilities under high-pressure, multi-conflict, media-exposed conditions.
　　c) A controlled failure or a costly success. Use this as an opportunity to apply to the Cabinet Office to include 'pre-coordination of inter-departmental local visits' within the DSC's official remit.
　　?? Scenario to be Leveraged: The scheduling conflict between MAFF (fisheries crisis seminar) and the tourist board (seafood festival opening) is, in essence, a fundamental conflict between productive decline and consumptive prosperity. Placing the Minister at the centre of this contradiction will maximise his decision-making pressure.
　　?? Execution: Have instructed Cyril to prepare a background brief. His execution and loyalty are within acceptable parameters. His observational records will be an important basis for assessment.
　　?? Anticipated Outcomes:
　　a) The Minister attempts to balance the demands of both parties, but with limited effect. Inevitable negative media coverage will require a prepared plan for mitigation and downplaying. The DSC's reputation will be damaged, but this can be used as evidence of the lack of inter-departmental pre-coordination support, to push for an expansion of remit.
　　b) The Minister makes a clear choice, successfully managing one party's expectations but failing to satisfy the other. If he supports the fishermen, it may lead to discontent in the local council and media criticism for undermining the local economy; if he chooses the tourists, it may incite unrest among the fishermen and media criticism for ignoring the people's livelihood. The DSC can, however, use this to assert its necessity in coordinating local interests.
　　c) The Minister finds a creative solution, balancing the demands of both parties. Unlikely, but if achieved, would significantly increase his political capital and the DSC's credibility. Support resources should be reserved for this possibility, with potential balancing coordination plans prepared in advance.
　　d) The Minister chooses not to coordinate on-site. Handle as per standard procedure.
　　3. Conclusion:
　　The Minister is slowly transitioning from a phase of idealistic confrontation to one of realistic adaptation. This process requires guidance and catalysis. Cornwall will likely be an effective catalyst.
　　The DSC's power base must be built on practical cases that prove its coordinating value. We do not create problems; we simply ensure that when problems arise, we are the first to guide them onto a manageable track.
　　A.C.