FIXING SUBOPTIMAL TEAMS

The Wrong Way to Do It: Measurement and Incentives
绩效考核和奖惩制度是不work的。
people are not chemistry experiments, because they
are self-aware, and when you try to measure
things about them, they’re aware of this, and
they have brains they can use to get the measurement
to look the way you want it to look.
测不准原则
More importantly, this is not just because
you haven’t figured out the perfect metric. It’s
the very nature of knowledge work.
知识工作的本质是无法测量、量化的。
You still need to triage the team into three
categories:
1. Great developer
2. Needs specific improvements
3. Hopeless
分三类，牛逼，需要改进和朽木不可雕也。
If you’re a new manager on a team, the
fastest way to do this is by peer evaluation. You
ask every member of the team to categorize
every other member of the team into these three
categories
同事评价来分出三类。
On the other hand, a lot of developers just
need specific guidance to manage their performance
better. In this case, as a manager, you need
to set specific, realistic, achievable goals to help
them understand where to go. This is the coaching
part of management.
需要改进的，给予coach。
Here are three common approaches you
might take:
• The Command and Control Method
• The Econ 101 Method
• The Identity Method
三中管理方式：命令与征服的军事化方式；经济奖惩机制；认同。
There are, it turns out, three drawbacks with
this method in a high-tech team.
First of all, people don’t really like it very
much, least of all smarty-pants software developers.
命令与征服的军事化方式在高科技行业不work，原因有三：1.聪明的程序员不喜欢被呼来喝去。
A more practical drawback with Command
and Control is that management literally does
not have enough time to micromanage at this
level.
2.manager没有时间挨个儿command每个人。
In the military, it’s possible to give an
136 Smart and Gets Things Done
order simultaneously to a large team of people
because it’s common that everyone is doing the
same thing.
In software development teams, everybody
is working on something else, so attempts
to micromanage turn into hit-and-run micromanagement.
军队里可以给所有士兵下同一个指令。但是无法给分别做着不同事情的程序员下达同一个指令。
The third drawback is that in a high-tech
company the individual contributors always
have more information than the “leaders,” so
they are really in the best position to make decisions.
3.程序员比“领导”掌握更多的细节。
Econ 101 management is the style
used by people who know just enough economic
theory to be dangerous.
使用经济奖惩制剂manager通常对经济学只是略知皮毛，危险的那些皮毛。
The Econ 101 manager assumes that everyone
is motivated by money.
Extrinsic motivation is a motivation that
comes from outside, like when you’re paid to
achieve something specific.
Intrinsic motivation is much stronger than
extrinsic motivation. People work much harder
at things that they actually want to do. That’s
not very controversial.
内在和外在驱动力。
Another big problem with Econ 101 management
is the tendency for people to find local
maxima. They’ll find some way to optimize for
the specific thing you’re paying them, without
actually achieving the thing you really want.
和本章开篇讲的类似，测不准，会作弊。
When you use Econ 101 management, you’re
encouraging developers to game the system.
鼓励作弊。
The biggest problem with Econ 101 management
is that it’s not management at all: it’s an
abdication of management. A deliberate refusal
to figure out how things can be made better. It’s
a sign that management simply doesn’t know
how to teach people to do better work, so they
force everybody in the system to come up with
their own way of doing it.
奖惩制度根本就不是管理技巧。它是在贿赂员工去做manager该做的事儿。
Instead of training developers on techniques
of writing reliable code, you just absolve yourself
of responsibility by paying them if they do.
Now every developer has to figure it out on
their own.
Management, in general, needs to set
up the system so that people can get things
done.
建立一个良性循环的机制。
The problem with Econ 101 management is
that it subverts intrinsic motivation. The Identity
Method is a way to create intrinsic motivation.
认同会创造出内在驱动力。
It helps if the organizational goals are virtuous,
or perceived as virtuous, in some way.
认同企业文化。
give people
the information they need to steer the organization
in the right direction.