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今天開始，民報將連載"林納斯談管理"，預計...總之會斷斷續續刊完吧。翻譯是借用另一個論壇的，我會修一下某些詞彙，大家湊合著看吧。

林納斯何許人也? 講林納斯·托瓦茲(Linus Torvalds)或許大家就知道了。沒錯，正是Linux之父。但這樣講不夠精確，他是Linux最早型態的撰寫者，更重要的是林納斯的領導，讓整個Linux核心(Kernel)計畫得以凝聚眾人之力而成功。下面這篇文章，是他個人對於帶領團隊的心得，我認為在eRep中十分具有參考價值。

領導現實公司和領導開源計劃完全不同，後者沒有薪水，沒有義務，可以隨時加入，隨時quit，要怎麼樣讓一群人心服口服，犧牲奉獻，跟著你完成項目...是多麼不簡單的事情。我想這與eRep是異曲同工之妙。

今天刊出的是第二，三，五章。

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第二章：人 Chapter 2: People

Most people are idiots, and being a manager means you'll have to deal
with it, and perhaps more importantly, that _they_ have to deal with
_you_.

大多數人是白痴，做為管理者，你必須面對現實、和他們周旋。或許更重要的是，他們必須要和你周旋。

It turns out that while it's easy to undo technical mistakes, it's not
as easy to undo personality disorders. You just have to live with
theirs - and yours.

事實證明，雖然消除技術錯誤很容易，消除人性的混亂卻不容易。你必須與別人的個性共處-以及與你自己的個性共處。

However, in order to prepare yourself as a kernel manager, it's best to
remember not to burn any bridges, bomb any innocent villagers, or
alienate too many kernel developers. It turns out that alienating people
is fairly easy, and un-alienating them is hard. Thus "alienating"
immediately falls under the heading of "not reversible", and becomes a
no-no according to Chapter 1.

不過，要準備成為一個內核管理者，你最好記著不要斷了自己的後路、殃及無辜、或與太多的內核開發者作對。事實證明，與人鬧翻很容易，可再想和好就不容易了。(譯註: 張恨水寫過:"人際關係就像瓷器，一旦破裂，怎樣修補也不能完好如初。") 因此“鬧翻”立刻可以歸類為“不可挽回”的行為；按照第一章，絕對應該避免。

There's just a few simple rules here:
(1) don't call people d*ckheads (at least not in public)
(2) learn how to apologize when you forgot rule (1)

有幾條簡單的規則：
(1) 不要稱呼別人“蠢才” （至少不要在公開場合）
(2) 當你忘了(1)時，請學會道歉。

The problem with #1 is that it's very easy to do, since you can say
"you're a d*ckhead" in millions of different ways (😉, sometimes without
even realizing it, and almost always with a white-hot conviction that
you are right.

(1)的問題是它太容易違反了。你可以有一萬種不同的方式罵別人“蠢才”，有時候你甚至都沒有意識到，而且哪一次你都是不可抑制地義憤填膺。

And the more convinced you are that you are right (and let's face it,
you can call just about _anybody_ a d*ckhead, and you often _will_ be
right), the harder it ends up being to apologize afterwards.

而且你越是相信你是對的（面對現實吧，你其實可以稱呼任何人“蠢才”，而且你總會是對的），事後道歉對你來說會越難。

To solve this problem, you really only have two options:
- get really good at apologies
- spread the "love" out so evenly that nobody really ends up feeling
like they get unfairly targeted. Make it inventive enough, and they
might even be amused.

要解決這個問題，你只有兩個選擇：
- 成為道歉高手
- 把你的“愛”均勻播灑，讓大家覺得你的出手是公平的。你得有點兒創意，這樣他們可能還會覺得很有趣。（意思是要罵就要大家都罵，而且要有幽默感。）

The option of being unfailingly polite really doesn't exist. Nobody will
trust somebody who is so clearly hiding his true character.

希望靠著禮貌把一切擺平是不可能的。沒有人會信任一個明顯隱藏自己真實性情的人。


第三章：人 II - 好的那類 Chapter 3: People II - the Good Kind


While it turns out that most people are idiots, the corollary to that is
sadly that you are one too, and that while we can all bask in the secure
knowledge that we're better than the average person (let's face it,
nobody ever believes that they're average or below-average), we should
also admit that we're not the sharpest knife around, and there will be
other people that are less of an idiot that you are.

既然事實表明大多數人都是白痴，那結論自然很可悲：你當然也是。另外，即使我們都暗自覺得自己高於普通人（承認吧，沒有人認為自己是普通人甚至不如普通人），我們也必須承認我們不是那支最鋒利的刀子，最頂尖的人;總會有人沒有你那麼白痴。

Some people react badly to smart people. Others take advantage of them.

在這種狀況下，有人不容人才;有人利用人才。

Make sure that you, as a kernel maintainer, are in the second group.
Suck up to them, because they are the people who will make your job
easier. In particular, they'll be able to make your decisions for you,
which is what the game is all about.

作為一個內核的維護者，你要確保你屬於第二種。你要緊隨聰明人，因為他們能讓你的工作變得容易。特別是，他們能替你做決定。這就是問題所在。

So when you find somebody smarter than you are, just coast along. Your
management responsibilities largely become ones of saying "Sounds like a
good idea - go wild", or "That sounds good, but what about xxx?". The
second version in particular is a great way to either learn something
new about "xxx" or seem _extra_ managerial by pointing out something the
smarter person hadn't thought about. In either case, you win.

因此，如果你發現有人比你聰明，那就順水推舟吧。之後你的管理任務就變成諸如“聽起來不錯--去搞吧”，或者“這個聽起來挺好，不過那個xxx怎么樣？”。 特別是第二種說法，你要麼能跟著學點兒“xxx”的東西，要麼能顯示"額外"的管理才能，因為你指出了一些聰明人沒有想過的東西。不管是哪種情況，你都是贏家。

One thing to look out for is to realize that greatness in one area does
not necessarily translate to other areas. So you might prod people in
specific directions, but let's face it, they might be good at what they
do, and suck at everything else. The good news is that people tend to
naturally gravitate back to what they are good at, so it's not like you
are doing something irreversible when you _do_ prod them in some
direction, just don't push too hard.

值得提出的是，你要明白，在某個領域是專家的人，不一定是另一個領域的專家。因此盡管你可能在特定的方向上給他們引導激勵，你還是會面臨他們只在他們自己的領域是專家，而在其它領域一無是處的狀況。幸好，人們會自然地被回到自己擅長的領域。因此只要你不要激勵的太誇張，那麼即使你引導他往自己不擅長的方向走，也不至於造成不可挽回的後果。

第五章：絕對不能做的事 Chapter 5: Things to avoid

There's one thing people hate even more than being called "d*ckhead",
and that is being called a "d*ckhead" in a sanctimonious voice. The
first you can apologize for, the second one you won't really get the
chance. They likely will no longer be listening even if you otherwise
do a good job.

有一件事比罵人“蠢才”更讓人無法接受，那就是道貌岸然地罵人“蠢材”。 前者還可以道歉，後者則毫無機會挽回。即使你做的不錯，那個被罵的人也不會再回來了。

We all think we're better than anybody else, which means that when
somebody else puts on airs, it _really_ rubs us the wrong way. You may
be morally and intellectually superior to everybody around you, but
don't try to make it too obvious unless you really _intend_ to irritate
somebody (😉.

我們每個人都認為自己比別人強，當他人在自吹自擂時，我們很容易會覺得自己被貶低。因此，也許你在道德或智力上的確高於他人，但請不要太招搖，除非你是有意要惹惱某人。

Similarly, don't be too polite or subtle about things. Politeness easily
ends up going overboard and hiding the problem, and as they say, "On the
internet, nobody can hear you being subtle". Use a big blunt object to
hammer the point in, because you can't really depend on people getting
your point otherwise.

但也不要太禮貌或太客氣。行禮如儀很容易掩蓋掉真正的問題，而且正如人們所說：“在互聯網上客氣，沒人會注意你。”。因此，還是要大張旗鼓地擺明你的觀點，不能寄望人們能揣摩出你的意思。

Some humor can help pad both the bluntness and the moralizing. Going
overboard to the point of being ridiculous can drive a point home
without making it painful to the recipient, who just thinks you're being
silly. It can thus help get through the personal mental block we all
have about criticism.

加點兒幽默能柔化你的魯直和說教。如果你講的很荒謬很好笑，反倒可以在達到目的之餘，不會讓被批評者感到不爽：他只會覺得你很有趣。因此，幽默可以幫助克服人性，克服每個人在面對他人批評時，都會產生的（防禦）障礙。