PART THREE | THE COLLABORATIVE ORGANIZATION
8 | Organizing for Improvisation
Once a collaborative organization gets too big, it stops working. （戈?duì)柟久總€(gè)小組不超過(guò)150人，Semler 將300人的工廠分成3個(gè)不同的車間）
A study of companies in Europe, Japan, and the United States found that the most innovative companies limit operating units to fewer than 400 employees.
Just the opposite: innovation today is a continuous process of small and constant change, and it’s built into the culture of successful companies. （今日的創(chuàng)新是由小而持續(xù)不斷的變化組成的連續(xù)的過(guò)程，這個(gè)觀念已經(jīng)植根于成功企業(yè)的企業(yè)文化之中了）
Many organizational theories have their roots in the 1960s and 1970s, a time when adaptability and innovation weren’t as important as they are today. （這也是為什么很多管理理論現(xiàn)在已經(jīng)過(guò)時(shí)了的原因）
But such theories can’t help us in today’s rapidly changing economy, because protected monopolies are becoming increasingly rare, and new technologies are opening up formerly stable industries to radical new competition. （當(dāng)今的經(jīng)濟(jì)變化太快，壟斷企業(yè)越來(lái)越少，舊有的管理理念已經(jīng)沒(méi)有作用了）
（不過(guò)還是有一些相反的研究結(jié)論的掺喻，比如：）
- Decades later, the success of loosely coupled companies has shown that Weick was right. （松散耦合的企業(yè)比精心計(jì)劃的企業(yè)更有創(chuàng)造力（1969））
- When companies used smaller teams and fewer hierarchical levels, they were more innovative. （較少層級(jí)的小團(tuán)隊(duì)更有創(chuàng)造力（1980s））
- Team-based companies performed better than traditional bureaucratic firms. （團(tuán)隊(duì)結(jié)構(gòu)的公司比官僚結(jié)構(gòu)的公司表現(xiàn)更好（1996））
（介紹了一些公司組建“創(chuàng)新實(shí)驗(yàn)室”的故事：）
- Google's X research lab （自動(dòng)駕駛汽車、谷歌眼鏡）
- Qualcomm
- Amazon's Lab 126 （Kindle電子書(shū)）
- Microsoft's Garage
（很多傳統(tǒng)企業(yè)也有類似的實(shí)驗(yàn)室）
After all, one of the oldest strategies for increasing innovation is to separate out everyday business activities from innovative activities. （最古老的刺激創(chuàng)新的策略是把創(chuàng)新行為和日常生產(chǎn)分開(kāi)逃片，但最終證明，這種做法并不是很有效）
Famous innovations in the past have come from isolated groups, But the difference is that the older model was based on linear innovation: the separate group comes up with ideas; the rest of the company selects the best ones and executes them. （線性創(chuàng)新是指精英團(tuán)隊(duì)負(fù)責(zé)想出 ideas损离，然后其他公司部門挑選出最好的來(lái)執(zhí)行。）
But although separation can be good for short-term creativity, it interferes with long-term innovation: an isolated “skunk works” usually has trouble communicating with the rest of the organization, because innovation requires collaboration across the company. （但實(shí)際上，線性創(chuàng)新可能短期有效，但長(zhǎng)期并不理想谬运，因?yàn)閯?chuàng)新團(tuán)隊(duì)并沒(méi)有和公司進(jìn)行交流溝通）
（比如施樂(lè)公司著名的 PARC 部門發(fā)明很多東西，但施樂(lè)公司從來(lái)都沒(méi)有將這些發(fā)明推向市場(chǎng)，反倒被喬布斯借鑒了去级解，成就了 Apple）
Successful innovative companies keep these small sparks coming from individuals throughout the organization, each spark inspiring the next.
（直到后來(lái)，各大公司才意識(shí)到不能將創(chuàng)新實(shí)驗(yàn)室與整個(gè)公司分隔開(kāi)來(lái)芒划，所以向?qū)嶒?yàn)室中引入了其他部門的人員，且常常輪換）
The most innovative companies do ten things that foster collaboration and innovation. （最具創(chuàng)新性的公司為了孕育協(xié)作創(chuàng)新而做的10件事情：）
- Keep Many Irons in the Fire （常常有很多好想法備著）
- Create a Department of Surprises （用專門的部門來(lái)搜集整理創(chuàng)新想法）
- Build Spaces for Creative Conversation （創(chuàng)建合適的工作環(huán)境）
- Allow Time for Ideas to Emerge （創(chuàng)意是急不得滴４）
- Manage the Risks of Improvisation （“即興”有風(fēng)險(xiǎn)，需要靈活管理）
- Improvise at the Edge of Chaos （保持在“開(kāi)放自治”和“混亂”的分界線上）
- Manage Knowledge for Innovation （為創(chuàng)新而進(jìn)行知識(shí)管理）
- Build Dense Networks （在成員間建立比較深的相互聯(lián)系）
- Ditch the Organizational Chart （扔掉管理表格）
- Measure the Right Things （學(xué)會(huì)用真正的標(biāo)準(zhǔn)來(lái)衡量創(chuàng)新活力）
Keep Many Irons in the Fire
The collaborative organizations constantly experimented, and they always had several different low-cost projects in the works. （我覺(jué)得這里 low-cost 是個(gè)重點(diǎn)Ｓ澄荨） But instead of a grand plan that organized all the projects, they responded to what emerged.
For years now, 3M, Gore, and Google have reserved from 10 to 20 percent of each employee’s time for innovative new projects. （此外還有Apple的Blue Sky苟鸯，LinkedIn的Incubator，Cisco的Nerd Lunches棚点，Code Sprints早处，Hackathons，Geekfests瘫析，Idea Jams）
The goal of these practices is to encourage prototyping and experimenting with ideas. （盡快做出原型來(lái)測(cè)驗(yàn)新的想法是最重要的目標(biāo)）
These strategies allow ideas to be tested quickly: the less promising projects can be terminated early, and the new sparks become visible so that other teams can adapt and use them. （重點(diǎn)是要快，不合適的項(xiàng)目趕緊砍掉，好想法迅速采納）
Create a Department of Surprises
In the collaborative organization, sparks that fail at their original purpose are often picked up and used elsewhere. （在協(xié)作創(chuàng)新團(tuán)隊(duì)中葛账，不合適原有目標(biāo)的點(diǎn)子也經(jīng)常被用在其他的地方付燥，不合適原有目標(biāo)并不代表這些點(diǎn)子是無(wú)用的）
A collaborative organization is good at recognizing when that one great collaboration happens.
But it’s a law of innovation that successes can’t go up unless failures go up, too. （失敗是在所難免的侥祭，所以要學(xué)會(huì)管理失敗以及管理失敗情緒）
And because we can’t have the successes without the failures, we need to create organizational cultures that cherish failure. （用合適的企業(yè)文化來(lái)消化失敗窑滞，甚至“慶祝”失斅韬颉）
Build Spaces for Creative Conversation
Steelcase and Herman Miller have responded by designing workplaces that balance the power of collaboration with the need for private concentration time. （開(kāi)放的工作環(huán)境還是需要提供私人空間以供人專注工作的）
Allow Time for Ideas to Emerge
Teresa Amabile has found that this management tactic （指：tight deadlines and long hours） usually kills creativity. （相關(guān)研究可見(jiàn)：T. Amabile, C. N. Hadley, and S. J. Kramer, “Creativity Under the Gun,” Harvard Business Review 80, no. 8 (2002): 52–61. Quotations from workers are on p. 58, and AT&T’s philosophy is stated on p. 52.）
Low-pressure situations allow for collaborative conversations to unfold, and that’s where innovations emerge. （很多人自以為的在壓力下更有創(chuàng)造力的感覺(jué)是錯(cuò)誤的，是假象）
You can’t rush creativity. （因?yàn)椋海?creativity requires that we encounter and internalize previous sparks of insight, and it takes incubation time for those sparks to combine in the mind. （這是創(chuàng)新的本質(zhì)所決定的Ｆ谈）
Manage the Risks of Improvisation
After all, improvisation can be risky. （即興是有風(fēng)險(xiǎn)的８闻恪）
- when people are improvising, they must take time away from planned projects that have been carefully analyzed. （因此需要平衡好計(jì)劃性工作和即興工作）
- the improvisation can make it impossible to sustain a central vision and long-term strategy. （因此即興工作僅限于小團(tuán)隊(duì)內(nèi)部）
- too many new ideas might bubble up. （會(huì)導(dǎo)致 feature creep 功能蔓延，這對(duì)于商業(yè)產(chǎn)品來(lái)說(shuō)是不利的衅檀。作者沒(méi)有正面提出對(duì)這一風(fēng)險(xiǎn)的解決方案捌肴，只說(shuō)需要靈活管理風(fēng)險(xiǎn)）
Improvise at the Edge of Chaos
Improv theater groups that do “l(fā)ong-form” improvisation almost always prepare a loose structure in advance. （項(xiàng)目比較大的時(shí)候起宽，還是需要準(zhǔn)備一個(gè)簡(jiǎn)單的規(guī)劃的）
The successful innovators used limited structures that called “semistructures.” （有經(jīng)驗(yàn)的創(chuàng)新者都會(huì)使用“半規(guī)劃”）
The researchers concluded that the critical balance for innovation is at “the edge of chaos”: not too rigid and not too loose. （不能太緊張，也不能太松懈）
opportunistic planning: planning that provides a company with a general outline of how to proceed, but gives it enough flexibility to change in response to unexpected developments. （機(jī)會(huì)主義計(jì)劃：指定的計(jì)劃不能僵硬死板，要留出彈性來(lái)應(yīng)對(duì)可能出現(xiàn)的預(yù)料之外的狀況）
The collaborative organization is no anarchy; it’s filled with structuring and ordering features. （創(chuàng)新協(xié)作絕不等于無(wú)政府狀態(tài)！）
Manage Knowledge for Innovation
The collaborative organization excels at transferring to other groups the ideas that emerge from good improvisations.
Successful innovative organizations use procedures that select the good improvisations and then spread them throughout the organization, systems that are known today as knowledge management. （這里所說(shuō)的“procedures”應(yīng)該就是上面所說(shuō)的“Department of Surprises”）
When people have a broader range of skills, new connections and greater communication are possible. （人不能太“專”仅叫，具備多種技能的人更容易建立聯(lián)系）
The more jobs are formalized, the less likely innovation becomes. （工作程式化以后憎夷，就沒(méi)有什么創(chuàng)新性可言了莽鸿。更準(zhǔn)確地說(shuō)，如果一個(gè)員工認(rèn)為他的工作是程式化的拾给，他就不可能在工作中創(chuàng)新）
Frequent reassignment of staff—such as rotating them through an innovation lab in three-month stints—diffuses tacit knowledge more effectively than written reports and computer databases. （經(jīng)常性更換員工的工作崗位比讓員工寫(xiě)工作報(bào)告更有利于公司內(nèi)部的知識(shí)流動(dòng)祥得，員工會(huì)帶著知識(shí)去不同地點(diǎn)并促進(jìn)知識(shí)的傳遞）
Build Dense Networks
Today, companies can choose from a wide variety of collaboration tools, including Slack, Basecamp, Trello, Yammer (now owned by Microsoft), Do.com, and Salesforce.com’s Chatter. （今天我們有很多協(xié)同工作軟件或平臺(tái)可以選擇）
The traditional bureaucratic structure was designed to make sure that only the right person saw the right information. （官僚化的管理結(jié)構(gòu)只讓特定的人接觸到特定的信息）
New technology helps, but it won’t make an organization collaborative without the right culture and values in place. （工具永遠(yuǎn)只是工具，工具不會(huì)讓團(tuán)隊(duì)變得協(xié)作起來(lái)＝谩）
When information is shared through collaboration, and decision making is decentralized, there’s no need for a hierarchy to gather and channel information to a single decision maker. （信息在協(xié)作中自然分享啃沪，決定在協(xié)作中自然浮現(xiàn)，不需要一個(gè)專門的組織結(jié)構(gòu)來(lái)搜集所有信息來(lái)給某一個(gè)特定的決策者來(lái)拍板）
Instead, the manager is a catalyst and facilitator, acting as a connector between groups, a cross-pollinator and carrier of knowledge. （管理者的職能要從“決策者”改變?yōu)椤胺?wù)者”）
This is the concept behind Holacracy （全體共治窄锅、無(wú)差異自治）
In creative conversations, knowledge is represented equivocally, lending itself to multiple interpretations, new combinations, and reuse. （“交流”的最終目的并不是傳遞信息创千，而是在傳遞信息的過(guò)程中讓信息被“解釋”、“組合”入偷、“重新使用”）
Ditch the Organizational Chart
Measure the Right Things
If a company expects all new ideas to come from a separate group called “research and development,” it’s still using the old linear model of creativity.
Patents aren’t the same thing as innovation. （專利并不等于創(chuàng)新Ｗ仿俊）
Most successful innovations are complex combinations of many separate ideas. The patents are less important than the collaborative systems that bring them together. （專利相當(dāng)于一個(gè)個(gè)思維火花，如果沒(méi)有一個(gè)協(xié)作系統(tǒng)把這些火花串聯(lián)起來(lái)疏之，專利就不會(huì)產(chǎn)生革命性創(chuàng)新）
The best measure of an organization’s innovation potential is how successfully it has created a collaborative organization.
The Harvard Business Review published a study that used network analysis to identify the strongest collaborators in an organization; it found that leaders are usually surprised by at least half the names on the list. （這份報(bào)告可見(jiàn)于：R. Cross, R. Rebele, and A. Grant, “Collaboration Overload,” Harvard Business Review, January-February 2016, 74–79.）
A second key feature of the collaborative organization is the way it manages information. （因?yàn)閯?chuàng)新的驅(qū)動(dòng)力是 知識(shí)在新情境中被重新解釋或者重新運(yùn)用）
（公司如何衡量自己的創(chuàng)新潛力：）
- Count the proportion of time spent on small exploratory projects; more is better, up to about 20 percent of total staff time. （員工花在小型探索性項(xiàng)目上的時(shí)間越多殿雪，公司越有創(chuàng)造力，但不要超過(guò)20%锋爪，因?yàn)檫€有正常的工作要做）
- Measure the average length of a project before being terminated (shorter is usually better). （無(wú)效項(xiàng)目的平均壽命越短丙曙，公司越有創(chuàng)造力）
- examine how well the organization celebrates and rewards failure. In short: fail often, fail early, fail gloriously. （一句話：經(jīng)常失敗、失敗得早其骄、失敗得光榮的公司文化比較有創(chuàng)造力）
The most open and connected networks foster the greatest innovation. （兩個(gè)重點(diǎn)：1. 開(kāi)放亏镰；2. 互聯(lián)）
9 | The Collaborative Web
（關(guān)于“大富翁”游戲的故事）
Monopoly emerged from a collaborative web, a diffuse and informal network of people who enjoyed playing the game. （大富翁的原版游戲其實(shí)在民間已經(jīng)逐漸演化了幾十年）
Each group of players modified the rules as they saw fit, but no one ever owned anything. The ideas spread around freely, and those that worked best survived. （類似于文化領(lǐng)域的“適者生存”，但其實(shí)最終結(jié)果是產(chǎn)生了無(wú)數(shù)的變種）
（然后仔細(xì)分析了關(guān)于電視發(fā)明的傳說(shuō)以及實(shí)際的真相：一系列橫跨幾十年間的關(guān)鍵技術(shù)的發(fā)明才最終導(dǎo)致了電視的發(fā)明）
The key to understanding innovation is to realize that collaborative webs are more important than creative people. （協(xié)作網(wǎng)絡(luò)比單獨(dú)的創(chuàng)造性個(gè)體更重要）
But in today’s economy, most of the action is in the web, where everyone’s creative power increases so that the whole is greater than the sum of the parts. （在協(xié)作網(wǎng)絡(luò)中的每一個(gè)個(gè)體的創(chuàng)造力都是被增幅了的）
（關(guān)于波士頓電腦業(yè)衰落而硅谷崛起的故事拯爽，前者封閉而后者開(kāi)放）
In Massachusetts, all the companies suffered from the mindset of possessiveness. But in Silicon Valley, the vibrant collaborative webs resulted in collective learning and systemic adaptation, both of which made everyone in the web stronger.
Silicon Valley shows the power of local collaborative webs that economists call clusters （集群）.
Businesses cluster because it makes each of them more successful; they can all tap into the power of the collaborative web. （傳統(tǒng)意義上說(shuō)“集群”是為了更合理地利用資源索抓，但創(chuàng)意產(chǎn)業(yè)的“集群”是為了更好的進(jìn)行交流而建設(shè)協(xié)作網(wǎng)絡(luò)，這也許就是很多地方“創(chuàng)意產(chǎn)業(yè)”最終效果不明顯的原因吧）
From the perspective of any one company, information that flows away is lost. But for the web as a whole, information that flows multiplies its total innovation. （對(duì)單個(gè)公司來(lái)說(shuō)，信息泄露是損失逼肯，但對(duì)于整個(gè)協(xié)作網(wǎng)絡(luò)來(lái)說(shuō)耸黑，信息需要流動(dòng)才能增殖創(chuàng)新）
Bay Area brings together all the key components: venture capitalists, a huge pool of talent, established larger companies with expertise and seasoned management skills, and a stream of new ideas and new talent from Stanford University. （錢、人才篮幢、大公司大刊、提供新點(diǎn)子和新人才的大學(xué)）
Collaborative webs didn’t suddenly become important as a result of new technology. （并不是說(shuō)有了新科技就馬上會(huì)出現(xiàn)協(xié)作網(wǎng)絡(luò)，關(guān)鍵還是在于人與人之間是不是在交流三椿，以及這些交流是否有效促進(jìn)了信息的增殖）
（關(guān)于飛機(jī)發(fā)明的更多史實(shí)奈揍，萊特兄弟雖然發(fā)明了飛機(jī)，但過(guò)于保守以至于一直隔離在相關(guān)的協(xié)作網(wǎng)絡(luò)之外赋续，反倒是網(wǎng)絡(luò)之內(nèi)的 Curtiss 最終研制出來(lái)現(xiàn)代飛機(jī)的雛形）
The AEA was a collaborative web, and by being part of it, Curtiss made more advances than the Wrights.
（協(xié)作網(wǎng)絡(luò) Collaborative Webs 的5大特征：）
- Each Innovation Builds Incrementally on a Long History of Prior Innovations （任何創(chuàng)新都是建立于長(zhǎng)時(shí)期先驗(yàn)創(chuàng)新的不斷積累的）
- A Successful Innovation Is a Combination of Many Small Sparks （一個(gè)成功的創(chuàng)新是眾多小火花的結(jié)合）
- In Collaborative Webs, There Is Frequent Interaction Among Teams （在協(xié)作網(wǎng)絡(luò)中，團(tuán)隊(duì)間的互動(dòng)非常頻繁）
- In Collaborative Webs, Multiple Discovery Is Common （在協(xié)作網(wǎng)絡(luò)中另患，多人同時(shí)發(fā)現(xiàn)是很普遍的）
- No One Company Can Own the Web （沒(méi)有一個(gè)公司能夠擁有整個(gè)協(xié)作網(wǎng)絡(luò)）
But even though Parker Brothers owned the products that had emerged from the web, it could never own the web itself—nor the later innovations that emerged from players around the globe.
（關(guān)于早期因特網(wǎng) ARPANET 和電子郵件的故事）
Because once the concept was proven, other programmers built more efficient mail delivery programs. （提出概念的人并不一定就是創(chuàng)造出最終產(chǎn)品的人）
Innovations don’t stand alone; they’re successful only if a collaborative web emerges around them. （創(chuàng)新成果一定是和協(xié)作網(wǎng)絡(luò)一起出現(xiàn)的）
The collaborative web can’t be managed, the outcome is unpredictable, and success or failure depends on the actions of many highly interconnected people and organizations. （協(xié)作網(wǎng)絡(luò)不可以被管理纽乱，它的產(chǎn)出不可預(yù)期，成功或失敗取決于其間的人和組織）
small world network: many densely connected small groups that are loosely linked to one another.
The variable Q, that measures how densely interconnected the entire musical community was. （研究者用這個(gè)Q值來(lái)表示一個(gè)網(wǎng)絡(luò)中人與人之間的關(guān)聯(lián)密度）
The fascinating result is that, yes, more connectivity is better, but only up to a point. After that point, increasing connectivity begins to interfere with innovation. （又是一個(gè)需要“不多不少剛剛好”的結(jié)論昆箕，唉……）
The idel Q of 2.6 （研究得出的最佳 Q 值是2.6）
The risk is that teams might fall into collaboration overload. （過(guò)度參與社交的人員反而無(wú)心參與工作了鸦列。論文可見(jiàn)：R. Cross, R. Rebele, and A. Grant, “Collaboration Overload,” Harvard Business Review, January-February 2016, 74–79.）
Some managers and employees spend over 80 percent of their time in collaborative activities, and they report the lowest engagement and career satisfaction scores. （有些人花了80%的時(shí)間在協(xié)作事務(wù)上，當(dāng)然干不好本職工作咯Ｅ籼取）
Cross’s research found that close links to anything over 25 people reduced performance. （最多只能和25個(gè)人保持緊密的聯(lián)系薯嗤，否則就會(huì)影響工作效率……）
Connections expose a team to new sources of creative material. But if the network is totally connected, there is less diversity of ideas and the web risks falling into a rut of conventional styles.
The most creative web is the one in which good connections exist among the teams, but the teams still enjoy independence and autonomy. （最有創(chuàng)造力的網(wǎng)絡(luò)是在團(tuán)隊(duì)間存在很好的聯(lián)系，但彼此又能夠足夠自治并享受獨(dú)立工作的網(wǎng)絡(luò)）
（接下來(lái)講 Linux 的故事纤泵，用來(lái)討論 Open Innovation）
In a collaborative web, companies make money by finding a niche within the system, not by owning the system. （Linux 不賺錢骆姐，但圍繞 Linux 可以找到很多利基市場(chǎng)）
Books such as Democratizing Innovation by the MIT professor Eric von Hippel advocate this model, which has come to be known as “open source,” as the driver of innovation. （有人認(rèn)為，開(kāi)源是創(chuàng)新的驅(qū)動(dòng)力捏题。但這話并不一定正確）
Collaborative webs have a lot in common with open-source communities, but the open-source model is not the ideal web for innovation. （協(xié)作網(wǎng)絡(luò)和開(kāi)源社區(qū)有些像玻褪，但開(kāi)源模式并不一定就適合于協(xié)作創(chuàng)新）
（對(duì)500項(xiàng)開(kāi)放源碼項(xiàng)目的研究發(fā)現(xiàn)，其中只有1%的項(xiàng)目具有革命性創(chuàng)新價(jià)值公荧，另外59%有增量創(chuàng)新價(jià)值带射，剩下的大部分都是復(fù)制已有的商業(yè)產(chǎn)品）
10 | Collaborating with Customers
（作者認(rèn)為，公司不可能擁有任何真正的協(xié)作網(wǎng)絡(luò)循狰，但是公司可以將自己的客戶培養(yǎng)成一個(gè)合作網(wǎng)絡(luò)窟社，去利用 User Generated Content）
it aggregates the collective wisdom of everyone who uses the Web by ranking a web page higher when other pages connect to it. （collective wisedom 和協(xié)作創(chuàng)新還是不一樣的，群體智慧其實(shí)大部分還是在使用群體的“腦力勞動(dòng)”绪钥，而不是在使用群體的“創(chuàng)造力”）
It doesn’t really feel like a game. It’s more like a space where you make things. （這是在說(shuō) Minecraft）
Minecraft is a maker space, a tinkering workshop. Players learn to create, they learn to collaborate with friends, and at the same time, they develop computational thinking abilities. （Minecraft 更像是個(gè)工坊平臺(tái)灿里，讓人可以進(jìn)行協(xié)作）
Four out of five of them originated in user suggestions or were actually invented by the users. （來(lái)自1969年的一項(xiàng)研究）
In 2009, an MIT study found that 50 to 90 percent of all innovations came from users.
Between 10 and 40 percent of all users modify the products they buy.
Two technological developments will continue the trend: social media and the Internet support the dense networks of communication that allow for the frequent sharing of small sparks, and new software tools that support design—such as computer-aided design tools and visually oriented programming environments—make it easier than ever for a customer to contribute a spark to the web. （一方面是促進(jìn)通訊交流讓創(chuàng)新想法傳播更方便，另一方面是提供工具讓用戶更容易進(jìn)行相關(guān)創(chuàng)新工作）
The most innovative collaborative webs have complex and multiple links that no one can fully understand or control.
Open innovation can succeed in any industry. （開(kāi)放式創(chuàng)新在任何產(chǎn)業(yè)都可能成功）
Open innovation works best with a wide range of expertise and experience.
Creativity today is everywhere. We all contribute to collaborative webs, even when we don’t realize it. （當(dāng)今程腹，創(chuàng)新無(wú)處不在钠四。我們都在為協(xié)作網(wǎng)絡(luò)做貢獻(xiàn)，不論我們有沒(méi)有意識(shí)到這一點(diǎn)）
11 | Creating the Collaborative Economy
（這一章是談協(xié)作經(jīng)濟(jì)，如何讓在協(xié)作網(wǎng)絡(luò)中的貢獻(xiàn)轉(zhuǎn)化為對(duì)貢獻(xiàn)者的實(shí)際經(jīng)濟(jì)價(jià)值缀去，但最終也沒(méi)有什么很好的結(jié)論）
To drive innovation, countries need legal systems in place that balance the rights of individual creators without blocking the collaborative webs that give them inspiration.
In 2012, a review of all of the research found no evidence that patents increase creativity. （論文可見(jiàn)：M. Boldrin, and D. K. Levine, “The Case Against Patents,” Working Paper 2012-035A, Federal Reserve Bank of St. Louis, 2012.）
The science of innovation has shown us the power of collaboration, but US government policy remains based on the myth of the big idea, the solitary genius.
（為了更好地促進(jìn)協(xié)作創(chuàng)新侣灶，作者認(rèn)為需要對(duì)現(xiàn)存的法律系統(tǒng)做7項(xiàng)修改：）
- Reduce Copyright Terms （減少版權(quán)保護(hù)年限）
- Reward Small Sparks （獎(jiǎng)勵(lì)微創(chuàng)新）
- Legalize Modding （Modding 合法化）
- Free the Employees （將針對(duì)員工的“非競(jìng)爭(zhēng)性協(xié)議”非法化）
- Mandatory Licensing （強(qiáng)制性允許授權(quán)，并規(guī)范化授權(quán)費(fèi)）
- Pool Patents （共享專利權(quán)）
- Encourage Industry-Wide Standards （鼓勵(lì)建立全行業(yè)標(biāo)準(zhǔn)缕碎，且該標(biāo)準(zhǔn)不應(yīng)該被某公司所獨(dú)有）
Innovation happens more rapidly today than it did in 1790. Why should an idea be protected for even longer when the innovation cycle is shorter? （版權(quán)法是1790年頒布的褥影，現(xiàn)今的創(chuàng)新更新得更快了，但版權(quán)保護(hù)年限反而越來(lái)越長(zhǎng)咏雌，這都是為了保護(hù)大企業(yè)的利益而做出的決定凡怎，而不是為了鼓勵(lì)創(chuàng)新）
The open-source community thrives because programmers share their sparks without charge—for intangible benefits such as recognition, and also in exchange for receiving the sparks from others.
（當(dāng)前的專利制度根本就不是為了鼓勵(lì)微創(chuàng)新而設(shè)計(jì)的，所以在當(dāng)前制度下根本無(wú)從談起讓所有貢獻(xiàn)者都獲利）
The US Digital Millennium Copyright Act of 1998—designed to prevent users from making illegal copies of software, music, and movies—has the side effect of making it impossible to modify the products consumers purchase. （有關(guān)1988年的數(shù)字千禧年法案的論文可見(jiàn)：H. R. Varian, “New Chips Can Keep a Tight Rein on Consumers,” New York Times, July 4, 2002.）
Another way that government policy can support the emergence of collaborative webs is to make employee noncompete clauses illegal and to allow the free flow of employees and in all but a few limited cases, the free flow of whatever knowledge those employees have. （允許員工流動(dòng)赊抖，允許信息流動(dòng)统倒，這與企業(yè)的訴求是完全相反的）
Patent owners should be required to license their technology, and decisions about pricing for the license should be removed from the patent owner to prevent excessively high fees that interfere with the flow of ideas. （版權(quán)擁有者不能拒絕授權(quán)，也不能隨意定很高的授權(quán)費(fèi)）
With pooled patents, every company shares in the collective benefits of participating in the web. （專利權(quán)共享氛雪。但是現(xiàn)在專利都集中在大公司手里房匆，專利權(quán)共享反而讓大公司能夠聯(lián)合起來(lái)壓迫獨(dú)立開(kāi)發(fā)者）
（我個(gè)人覺(jué)得，最應(yīng)該禁止掉的是“獨(dú)家授權(quán)”１丁）
With universal and shared standards in place, modular innovation takes off: anyone can attach a new innovation to the rest of the system. （有了統(tǒng)一的標(biāo)準(zhǔn)浴鸿，模塊創(chuàng)新才能騰飛）
But we can’t copyright every Tweet and blog post. We can’t give patents to everyone who suggests an online solution to a problem in a technical forum. That would kill the collaborative potential of the Internet. （這是難點(diǎn)所在啊Ｏ易贰）
12 | Collaborating with Everybody
（第一個(gè)故事是倫敦出租車司機(jī)抗議Uber岳链，Uber讓他們千辛萬(wàn)苦所獲得的Green Badge變得毫無(wú)價(jià)值）
（第二個(gè)故事/事例是關(guān)于Fan Fiction的，比起中國(guó)的網(wǎng)絡(luò)小說(shuō)來(lái)劲件，美國(guó)的粉絲小說(shuō)弱爆了好吧……）
It used to be that the writers were the creators, and the readers were the audience. Today, readers and writers come together in a collaborative web. （創(chuàng)作者和消費(fèi)者的界限已經(jīng)被模糊掉了掸哑，雙方都處在同一個(gè)協(xié)作網(wǎng)絡(luò)中）
Today’s social media allow you to share more easily and to become more deeply connected with others.
Like Google, Twitter has an open API—the application programming interface that lets anyone modify the behavior of the underlying app without having to dive deep into the source code. （開(kāi)放API確實(shí)促進(jìn)了創(chuàng)新）
To build the kinds of organizations that generate innovation, we have to move beyond the pervasive myths of the lone genius and tap into the creative power of collaboration. （傳統(tǒng)的“孤獨(dú)的天才創(chuàng)造者”神話害人不淺啊）
All creativity is based in collaboration. Even when you’re alone, your ideas come out of your prior encounters and conversations. （所有的創(chuàng)造性行為都基于協(xié)作）
The Internet has changed how we collaborate. It’s the biggest advance in collective creativity since the telegraph and the telephone.
Fortunately, with social media and search algorithms, we have a record of every idea, every message, every small spark.
My research shows that collaboration is grounded in good conversations. Everyone contributes to the innovations that result, but no one really owns them. （協(xié)作植根于良好的交流零远，每個(gè)人都為創(chuàng)新做出貢獻(xiàn)举户，但沒(méi)有人真正擁有最終的成果）
The peak state of group flow. The conversations that spark ideas, as we play off one another. The improvisational flow of a process that generates surprising and unpredictable creativity. The collaborative webs that result in innovations that are more surprising and wonderful than what any one person could create alone. That’s group genius. （這算是作者回答什么是 group genius 吧）
