布道之道(引領團隊擁抱技術創新)
Bear在這裡買的
amazon的參考
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作者：(美)瑞恩|譯者:李纓//李松峰
出版社：人民郵電
ISBN：9787115267276
出版日期：2012/01/01
頁數：135
人民幣：RMB 29 元
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P.11(原文P.21)
在採取行動說服別人接受我們的方案之前，必須問自已一個非常重要的問題：我們是在解決問題，還是在推行方案？
Before we make any moves to convince others of our solution, we have to ask ourselves a very important question: are we solving a problem or pushing a solution?
P.11(原文P.22)
當你發現了解決方案，為之興奮莫名之時，往往就會忽略一點，即你的目的是要解決問題。而且你還忘了大多數問題都不止有一個解決方案。
In our excitement over the solution we found, we lose sight of the fact that we are trying to address a problem. We forget that most problems have more than one solution.
P.13(原文P.23)
確定了真的存在問題之後，接下來就要考慮它是否值得解決，或者說值得你的團隊興師動眾的到底是什麼。
Once you’re sure there is a problem, you then have to consider whether it is worth fixing and what would make it worth fixing to your team.
P.14(原文P.23)
對於要解決的問題，參考一下其它組織的解決方案，在尋找解決方案時，記住要從問題出發，而不要從特定的實現方法出發。
Look at how other organizations are solving the same problem that you are seeking to solve. When you search, make sure you search for the problem and not a specific implementation.
P.15(原文P.24)
這時候的主要挑戰就是做不到真正客觀地考慮替代方案。
The main challenge here is that you could fail to really consider alternatives objectively.
P.15(原文P.25)
另一個困難是這個過程需要耗費時間。
Another difficulty is that this burns up time.
P.23(原文P.30)
不僅要向這些人(孤陋寡聞型)解釋清楚這是一種什麼樣的技術，更要擺出採用這種技術的理由。
You need to use countering techniques, especially Demonstrate the Technique, to show these individuals not just the what of the technique but the why.
P.26(原文P.32)
隨波逐流型的人不會主動尋求領導的幫助。你必須主動找他們，向他們提要求。激勵他們進步的手段會有效果，但十分有限，而某些強制產措施或許對他們更好使。
The Herd aren’t going to seek you out to be led. You have to go to them and lead. Techniques that encourage them to advance are mildly effective, but ones that force them are even better.
P.32(原文P.37)
應對百般挑剔型的人，無非兩方面：
一、讓他們少開口，別給他們機會。
二、作好充份準備，避免被其駁倒。
Countering the Cynic is about two things:
• Refusing them entry points to arguments
• Preparing enough so that you cannot be refuted
P.33(原文P.37)
假設你像前面所說的那樣，準備充份而且駁倒了他們，那你通常也會贏得整個組的尊重。
Assuming that you can prepare and refute as outlined here, you can usually do well by this group.
P.37(原文P.)
人本來就不太喜歡花時間去學新東西。曾經嘗試過的新玩意，讓自已吃到了苦果，而今要再去嘗試一遍，怎能不進行激烈的思想鬥爭呢？
This can be a tough group to completely convert. People tend not to like spending time learning new things. To try something new and then have it fail can simply be too much of a hassle to give it another try. It is often easier to go around these previous experiences by selecting an alternative technology.
P.39(原文P.41)
沒時間去做正確的事，但有時間重覆做錯誤的事。
“There’s never time to do it right, but there’s time to do it twice.”
P.(原文P.43)
沒有人想被時間逼著做事。這是一種非常不爽的感覺，時不時地會讓人進退維谷。誰不想擺脫這種境地呢？他們可能只是不知道怎麼做才好罷了。
No one likes being crunched for time. It’s an awful feeling that usually makes you feel constantly a little nauseous. They want out; they just might not know how to get there.
P.43(原文P.44)
管理者抗拒專業技術的一個最大的原因，就是他們不理解這些技術。這話可能有點不好聽，但實際上他們就是不理解。
The single biggest reason that management resists professional development techniques is because management doesn’t understand them. That might sound harsh, but it isn’t.
P.44(原文P.)
簡言之，對別人投其所好，並用他們的語言跟他們溝通並不是不誠實，而是務實。
In short, meeting people where they are and talking to them in their language isn’t insincere; it’s practical.
在管理者面前，"可以讓代碼更容易維護"要說成"能夠減少項目的成本"，而"自動生成機械代碼"要說成"能夠讓項目更快結束"。
“Making code more maintainable” can be sold to management as “reducing ongoing project costs.” “Automate rote code” can become “Complete projects faster.”
P.45(原文P.46)
能否成功地說服管理人員，關鍵在於能否讓他們把你推荐的工具當作解決他們問題的方案。
Success with the Boss is going to rely on how well you make your tools the solutions to their problems.
P.49(原文P.49)
實際上，關於這一類人(不可理喻型)，我建議的總體策略是忽略他們，讓管理者批准使用用你推荐的技術。
If it isn’t entirely clear from everything else I’ve said, you cannot sell to the Irrational. This is not to say that you cannot get them to participate, just that you won’t do it by convincing them. You can bribe, punish, or compel them. In fact, the overall strategy I recommend is to ignore them and get management to mandate your technique.
這裡的關鍵在於，你無論如何也不可能說服他們。所以，沒有必要在他們身上花過多時間。
Bottom line, you just can’t convince them. So, don’t spend a lot of time on them. It just leads to wasted effort.
P.60(原文P.58)
教會別人(孤陋寡聞型)是最好的學習方式。
If that benefit wasn’t enough, it’s worth it to point out again that teaching is one of the best ways to learn.
P.68(原文P.65)
要想鼓勵人去做什麼，更好的辦法是提建議，而不是申飭別人。
Now, when we do this, we don’t mean to drive people away. We’ r e just letting our enthusiasm get away from us. But it doesn’t matter. This type of speech will put your audience on the defensive. The better way to encourage people is by suggestion, not declaration:
P.71(原文P.68)
表演，不要光說。
“Show, don’t tell.”
P.73(原文P.70)
有些工具和技術只有通過自然的機會才更可能被人接受。
In the previous story, Ed waited for an opportunity to arise. He was prepared, and when it presented itself, he seized the opportunity. Some tools and techniques are more likely to be sold in an organic opportunity.
P.75(原文P.72)
演示失敗並且被救措施也不管用的時候，最恰當的做法是停下來。
The best thing you can do when a demonstration fails and your contingencies don’t work is stop.
P.77(原文P.74)
公司成立時間越長，規章制度就越多。這些規章制度通常都是在發生某些意外事件之後制定的，目的就是避免同樣的事件再次發生。
As organizations age, they grow rules. Rules often come up in response to incidents—the policies prevent those incidents from occurring again. The downside of those policies is that they can end up constraining more than they protect.
P.80(原文P.77)
提到規則，開發人員的定義是"最佳實踐"，而管理人員的理解則是"規定"。
Let’s face it, when developers impose rules, they’re called “best practices,” and when the Boss (Chapter 10, The Boss, on page 44) does it, they are called “policies.” That difference in language is very telling. Bosses are the drivers of rules. They oversee a lot of people, and onesize-fits-all rules are easier to keep track of.
要想讓他們廢除某條規定，唯一的辦法就是拿東西跟他們交換，然後才可能讓他們有所放棄。畢竟，規定對他們而立，就是他們要面對的問題的解決方案。只有給他們提供更好的解決方案，才能讓他們之甘情願地放棄老的規定。
Trading them something for rescinding a rule is the only way to get some of them to give them up, because in these cases, rules are a solution to their problems. Only by offering more solutions to their problems can you get them to part with their rules.
P.81(原文P.78)
通常，規定執行者跟你的團隊愈疏遠，轉變起來就愈困難。
The other challenge is creating a group of like-minded people with enough power to overturn the rules. Typically the further away the policy enforcers are from your team, the harder the change is to make.
P.87(原文P.83)
不過，如果你能欣然承認自已的錯誤，那大家就會信任你。原因是你尊重客觀事實，即便說出來對你自已不利。
Believe it or not, being wrong might be the best thing to happen to you. It gives you the opportunity to inform people that you are wrong. Yep, you read that right. See, most people aren’t used to people owning up to their errors. Even if they are, most people have to be confronted to own their mistakes. But the fact that you willingly admit mistakes allows people to trust you. Because you tell it like it is, even when it is bad for you.
P.89(原文P.85)
如果一顆樹在樹林中倒下，而樹林中空無一人，那麼這顆樹倒下的時候是否發出聲音根本無所謂，因為沒有人能聽得到。
We all know that if a tree falls in the woods and nobody is there, it doesn’t matter if it makes a sound, because nobody hears it.
P.90(原文P.86)
在自已的家鄉永遠成不了先知。
There’s a meme that come from the Bible, “You can never be a prophet in your hometown.”
P.96(原文P.92)
我們這些搞技術的人可能不願意相信，技術不會驅動商業，商業只由商業驅動。
Despite what we in technology may like to believe, technology doesn’t drive business; business drives business. Business needs will always trump technology concerns.
P.97(原文P.93)
如果你能把自已的工具與該理由聯繫到一塊兒，那麼不僅可以獲得管理層的幫助，而且可以直接為公司的最大利益服務。
This can be a powerful technique, but only if the opportunity presents itself. The key here to keep in mind that your company exists for a reason. That reason is usually not technology. If you can align your
tools around that reason, then not only are you going to get help from management to implement them, but you’ll be serving the best interests of the company in a direct way.
P.101(原文P.97)
換句話說，我們的過渡方案把利益最大化，把代價最小化了。
In other words, we provided maximum benefit and added minimal cost.
P.102(原文P.98)
所謂的搭橋，無非就是把最約的方案改造一下，以便讓它適合當前的環境。如果你們有一些約定或者最佳實踐，你還得保證自已的方案與他們一致。
In the story example in this chapter, I didn’t find any solution that could be a bridge between my desired solution and the status quo, so I built it myself. The idea here is that you can perfectly mold it to your environment. If you have conventions or best practices, you can make sure that your solution follows them. If all of your applications have boilerplate code, then include that. Basically provide as much advantage as you can squeeze into your solution, since you are designing and developing it yourself.
唯一的缺點就是工作量會很大。
The only downside is that it can be a great deal of work.
P.104(原文P.100)
實際搭一座橋有點枯燥，不過你可以嘗試去研究一下，去找一個已經存在的方案，將它作為你的橋。當然，也可以自已親手去搭一些小橋。
Practicing bridge building is a bit daunting, but you can do some research to find something that exists already to act as a bridge, or you can build small bridges on your own.
P.116(原文P.110)
敵人必須要打敗，而障礙物只要繞過去就行了。
The key here is to try to think of the Irrational as an obstacle and not an enemy. Enemies are defeated; obstacles are overcome. Overcoming an obstacle can be as easy as walking around it.
P.125(原文P.117)
當你的布道者為你出去工作的時候，你得為他們工作。你必須到處宣傳他們的成就。
Once your converts are out working for you, you need to work for them. You have to promote their efforts.
P.133(原文P.124)
更加重要的是，你有了自已失敗的經驗。承認這些經驗吧。這些經驗也值得你宣傳。更重要的是，別忘了解釋清楚失敗的原因。
More importantly, own your failures. Admit them. Advertise them when they happen. Most importantly, explain them.
