??? 諾蘭?布什內(nèi)爾這個(gè)名字對(duì)于管理人員來(lái)說(shuō)并不陌生,。他創(chuàng)立了電子游戲公司雅達(dá)利（Atari）、兒童娛樂(lè)餐飲連鎖企業(yè)查理芝士（Chuck E. Cheese）以及其他二十幾家公司,。他是史蒂夫?喬布斯屈指可數(shù)的老上司之一,。掌握創(chuàng)造型人才并留住他們是布什內(nèi)爾久經(jīng)磨練的一項(xiàng)能力，而他的新書(shū)《發(fā)現(xiàn)下一個(gè)史蒂夫?喬布斯》就是要告訴別人怎樣做到這一點(diǎn),。

??? 布什內(nèi)爾的建議往往顯得有悖于人們的直覺(jué),，比如“聘用那些討人厭的家伙”，“別去管什么文憑”,，“失敗時(shí)要慶?！币约啊耙膭?lì)注意力缺陷多動(dòng)癥嗎？”但隨著書(shū)的內(nèi)容向前推進(jìn),，布什內(nèi)爾向讀者介紹了一種鼓勵(lì)大膽行為,、激活員工思維的工作理念。以下是本刊在該書(shū)出版后對(duì)布什內(nèi)爾的采訪(fǎng),。

《財(cái)富》：當(dāng)初為什么要寫(xiě)書(shū)呢,？

諾蘭?布什內(nèi)爾：身為一名工程師，我在數(shù)學(xué)和物理方面總是游刃有余,。但我有閱讀障礙,，在單詞拼寫(xiě)方面也很糟糕。所以寫(xiě)書(shū)這個(gè)主意對(duì)我來(lái)說(shuō)并不合適,。我從腦科學(xué)入手,，它是這樣說(shuō)的：“去做那些你覺(jué)得自己做不了的事,。讓自己一直覺(jué)得別扭?！本瓦@樣,，我列出了一系列我覺(jué)得不適合自己做的事，包括“寫(xiě)書(shū)”,。

是什么促使你選擇了這個(gè)主題,？

實(shí)際上，剛開(kāi)始我想寫(xiě)一本科幻小說(shuō),。和出版社接觸后,，幫我出書(shū)的那位仁兄說(shuō)：“你知道嗎諾蘭，你的第一本書(shū)應(yīng)該是非文學(xué)類(lèi)作品,，比如說(shuō),，一本商業(yè)題材的書(shū)?！彼X(jué)得既然我是唯一一個(gè)曾經(jīng)聘用過(guò)史蒂夫?喬布斯的人,，這對(duì)我的第一本書(shū)來(lái)說(shuō)應(yīng)該是個(gè)好題目。他還覺(jué)得以史蒂夫?yàn)槔齺?lái)探討創(chuàng)造性是一本商業(yè)題材書(shū)籍的絕佳素材,。

你的許多建議似乎都有悖于傳統(tǒng)的管理觀(guān)念。能談?wù)勀愕墓芾盹L(fēng)格是怎樣形成的嗎,？

雅達(dá)利成立后,，我們一無(wú)資金，二無(wú)工廠(chǎng),。那個(gè)年代過(guò)于久遠(yuǎn),，連風(fēng)險(xiǎn)投資都沒(méi)有，所以我們不得不自立更生,。雖然我們做出了游戲,，但芝加哥的一些公司所擁有的資源遠(yuǎn)遠(yuǎn)超過(guò)我們。所以我就想,，我們真正的資產(chǎn)只有過(guò)人的謀略和創(chuàng)新,。創(chuàng)造性文化對(duì)我們來(lái)說(shuō)不僅重要，而且是一種生存能力,，因?yàn)樵谄渌矫鎰e人都比我們強(qiáng),。依靠創(chuàng)造性，我們最終不光得以主宰街機(jī)游戲市場(chǎng),，還成了家用游戲機(jī)市場(chǎng)的主導(dǎo)者,。這一切都要?dú)w功于我們的創(chuàng)造性方法，而它也變成了雅達(dá)利基因的一部分,。

現(xiàn)在,，許多初創(chuàng)型公司似乎都在向這樣的思路靠攏，但在那個(gè)時(shí)候，這樣做的只有雅達(dá)利,。

當(dāng)時(shí)史蒂夫?喬布斯和沃茲尼亞克都在雅達(dá)利,，所以他們把雅達(dá)利的許多準(zhǔn)則都帶到了蘋(píng)果公司（Apple）。突然之間,，蘋(píng)果和雅達(dá)利成了硅谷里面真正稱(chēng)得上酷的公司,，許多人看到這種局面后就想到：“我們確實(shí)應(yīng)該效仿這樣的做法?！??

??? Nolan Bushnell, founder of Atari and Chuck E. Cheese along with a couple dozen other companies, is no stranger to managing people. He was one of Steve Jobs' only bosses. Reining in creative talent and retaining it is a long-nurtured skill of Bushnell's, and his new book,Finding the Next Steve Jobs, aims to teach others how to

??? Bushnell's advice often seems counterintuitive. Who would want to "hire the obnoxious," "ignore the credentials," "celebrate failure," and "encourage ADHD?" But as Bushnell's book progresses, he offers a concept of a workplace that encourages bold behavior and stimulates employees' minds. What follows is an edited transcript of Fortune's interview with the man behind the book.

Fortune: Why write a book in the first place?

Nolan Bushnell: Well, being an engineer, I was always comfortable with mathematics and physics, but I was always dyslexic and a horrible speller. So the idea of writing a book was not one that was in my wheelhouse. I started this thing with brain science. It says, "Do things that you don't think you can do. Stay uncomfortable." So I listed a bunch of things that I thought were not in my wheelhouse, including "write a book."

And what made you choose the subject matter that you did?

I actually started by writing a science fiction book, and I went to start the publishing process, and the fellow that I started getting involved with said, "You know, Nolan, you should do your first book as non-fiction, say, a business book." And he thought that since I was the only person to ever give Steve Jobs a job that would be a good title for my first book. He thought that talking about creativity in the context of Steve would be an excellent business book.

It seems like many of the tips you give seem counter to traditional management guidance. Can you tell me more about how you developed your own management style?

When Atari started, we had no money, no factories. It was early enough that there was virtually no venture capital in the area, so we had to bootstrap. Even though we came up with the video game, there were companies in Chicago that had massive resources compared to us. So our only real asset, I decided, was that we had to outmaneuver and out-innovate them. The creative culture became not just a matter of interest but a matter of survivability because we were outgunned on every other issue. And because of our creativity, we were ultimately able to dominate not just the coin-operated game business but the consumer business as well. And it was all because of creative methodology. It became part of the DNA of the company.

It seems that this kind of thinking is something that a lot of startups relate to these days, but at the time, Atari was on its own.

And then because Steve Jobs and Wozniak both worked at Atari, they took a lot of those precepts to Apple (AAPL). All of a sudden, Apple and Atari were the ones who were really kicking butt in the valley, and a lot of people looking at that and thinking, "We should really adopt some of these things."???