启蒙造就企业家

    你在书中谈到劳伦•里维拉的研究。这项研究称，雇主在确定一个人的价值时往往缺乏远见，进而导致他们雇用不到多样化的人才。筛选求职者、组建团队时，我们应该怎样避免同质性，也就是你所称的“喜欢与自己类似的人”(love of the same)？

    我们应该搜寻深层次的多样性，而不只是人口学层面的多样性。你可以拼凑一个种族和性取向多样化的团队，但如果他们都是在相同的三个邮区长大，上相同的六所学校，那么你的团队其实并不具备多样性——引用一个植物学术语，这叫“花蕊同长”。为了避免这种情况，我们可以招募一些背景迥异，拥有不同本领的人才。设计师、程序员和销售人员的思维方式迥然不同，往往具有浓厚的专业色彩。我们不应让这些学科保持独立，而应该采取一系列步骤把它们集合在一起。

    你们在书中多次使用“集群”这一术语，比如憧憬集群、生态集群和执行集群。你能解释一下这些集群吗？集群中的人们应该怎样工作？

    所谓集群是指一个在给定项目的时间长度内聚集在一起的团队。集群对企业有利，因为它们吻合企业所处的情势：在瞬息万变的背景下，用很短的时间处理各种大问题。因此，集群的真谛并不是打造一个组织结构，让人们永无止境地一起工作（这样做往往会造成各种各样的停滞），而是允许人们交替工作，根据实际需要发挥各自的技能特长。

    You write about Lauren Rivera's research on how employers tend to define merit myopically, which prevents them from hiring diverse talent. What can we do to avoid homophily—"love of the same"—when we look for candidates and build teams?

    We can search for deep level diversity rather than demographic diversity. You may have a mosaic of ethnicities and sexual orientations among your team, but if they all grew up in the same three zip codes and attended the same six schools, then you don't actually have diversity—you have brochure-ready homogony. To avoid that, we can recruit people from a true variety of backgrounds with a variety of talents. Designers tend to think like designers, programmers like programmers, salespeople like salespeople. Rather than keeping these disciplines separate, there is a range of ways to bring them together.

    You talk a lot of what you and your co-author term clusters—visioning clusters, ecological clusters, implementation clusters. Could you explain clusters and how people should work within them?

    A cluster is a team that stays together for the length of a given project. They are beneficial because they fit the situations businesses find themselves in: dealing with massive problems in short amounts of time across a variety of contexts. So rather than setting up an organizational structure where people work together ad infinitum—and all the stagnation that promotes—clusters allow people to rotate as their skills are most needed.

    你主张我们应该“培养好奇心。”如果有个人说，“我不是创新型人才？”你会如何回应？

    首先，我会要求他们承认“创新型”和“分析型”的二元对立其实是个伪命题：任何解决方案都是一种创新。回顾一下这个词的历史。根据它在中古英语时期的含义，所谓“创新”就是“无中生有”。每当我们构想出一套解决方案（无论是通过电子表格，演示文稿，还是实验）的时候，我们就是在创新。

    You advocate that we should "cultivate our curiosity." How would you respond to someone who says, "I'm not a creative type?"

    First, I'd ask them to acknowledge that the binary between 'creative' and 'analytical' is false: any kind of solution is creative. Look at the history of the word. Taken in its Middle English meaning, to create is to form out of nothing. Any time we come up with a solution—be it via spreadsheet, presentation, or experiment—we are creating.