《Team Geek: A Software Developer's Guide to Working Well with Others》读书笔记（四）

Chapter 4 Dealing with Poisonous People
　　与有害的人打交道
　　
　　一个好的文化包括：基于共识的开发，高质量代码，代码审查，让人觉得舒服的环境来尝试新事物并快速失败。
　　A good culture should include: things like consensus-based development, high-quality code, code reviews, and an environment where people feel comfortable to try new things and to fail fast.
　　
　　我们并不是可以排除有害的人，而是识别和排除有害的行为。
　　Instead of running your team as an elite fraternity with a mission to repel mean people, it’s healthier to create a culture that simply refuses to tolerate certain negative behaviors. It’s the behaviors you want to filter out, not particular individuals. It’s naive to think of individuals as purely good or bad; it’s more constructive and practical to identify and reprimand the intolerable behaviors.
　　如果team里由不礼貌的人组成，那么这样的team也会吸引类似的人。无尽的争吵、指责和诽谤。这些行为不利于整体效率。
　　When a team is started by a group of angry jerks, the effort tends to attract more and more individuals of the same sort. —endless bickering, chest thumping, and sniping.
　　The team may get a lot of work done, but the overall efficiency of its operation is doubtful. How much more work would get done if so much energy weren’t being spent on personal attacks?
　　所以要建立一个好的文化来抵御这些行为。
　　The best defense is to fortify your culture through a strong set of best practices and procedures.
　　
　　Identifying the Threat 识别威胁
　　那些转移team注意力的行为。
　　What’s specifically at risk is your team’s attention and focus. Attention and focus are the scarcest resources you have. The bigger the team, the more capacity the team has to focus on writing software and solving interesting problems—but it’s always a finite amount. If you don’t actively protect these things, it’s easy for poisonous people to disrupt your team’s flow. Your team ends up bickering, distracted, and emotionally drained. Everyone ends up spending all their attention and focus on things other than writing great software.
　　
　　Not Respecting Other People’s Time 不尊重别人的时间
　　
　　There are certain people out there who simply are unable to figure out what’s going on in a project. Their damage is most often in the form of wasting the team’s time. Rather than spending a few minutes of their own time reading fundamental project documentation, mission statements, FAQs, or the latest email discussion threads, they repeatedly distract the entire team with questions about things they could easily figure out on their own.
　　
　　Ego
　　ego太强，经不起批评和听不同意见
　　
　　Perhaps ego isn’t the perfect word here, but we’re using the term to describe anyone who is incapable of accepting a consensus decision, incapable of listening to or respecting other points of view, and incapable of reaching compromises.
　　
　　Immature or Confusing Communication
　　不成熟的和含混的沟通
　　Paranoia
　　偏执狂
　　Perfectionism 完美主义者
　　完美主义者会阻止team停滞不前。
　　He was preventing us from making forward progress as a group.
　　
　　Repelling the Poison 排毒
　　针对行为而不针对人。
　　we don’t advocate throwing people out just because they’re being antisocial or rude. In our prior examples notice that we didn’t focus on booting the person, but rather on booting the behavior.
　　
　　Redirect the Energy of Perfectionists
　　引导完美主义者的注意力
　　Once a good-enough solution is found for the original problem, point the perfectionist to a different problem that still needs attention.
　　
　　Don’t Feed the Energy Creature
　　不要理会
　　When the person realizes nobody’s paying attention, he typically loses interest and just leaves. Note that it often takes quite a bit of willpower to not respond. Stay strong!
　　
　　Don’t Get Overly Emotional
　　不要太emotional
　　When somebody accuses you of making a bad design decision or of conspiracy, or simply wastes your time by asking too many questions whose answers are obvious, it’s easy to get upset.
　　
　　Repel Trolls with Niceness
　　以德报怨
　　Know When to Give Up
　　知道什么时候放弃
　　Sometimes no matter how hard you try, you simply need to flip the bozo bit and move on. Even if you’ve already spent a lot of attention and focus trying to correct bad behaviors, you need to know how to recognize a lost cause.
　　
　　Focus on the Long Term
　　长远考虑，有些行为可能具有短期效益，但不利于长远，也要摒弃。
　　To be totally explicit: it’s not worth compromising your culture for the short-term gains—particularly if it’s about a brilliant contributor who doesn’t acknowledge the importance of HRT.