????你在書中談到勞倫?里維拉的研究。這項(xiàng)研究稱,，雇主在確定一個(gè)人的價(jià)值時(shí)往往缺乏遠(yuǎn)見,，進(jìn)而導(dǎo)致他們雇用不到多樣化的人才。篩選求職者,、組建團(tuán)隊(duì)時(shí),，我們應(yīng)該怎樣避免同質(zhì)性，也就是你所稱的“喜歡與自己類似的人”(love of the same),？

????我們應(yīng)該搜尋深層次的多樣性,，而不只是人口學(xué)層面的多樣性。你可以拼湊一個(gè)種族和性取向多樣化的團(tuán)隊(duì)，但如果他們都是在相同的三個(gè)郵區(qū)長大,，上相同的六所學(xué)校,，那么你的團(tuán)隊(duì)其實(shí)并不具備多樣性——引用一個(gè)植物學(xué)術(shù)語，這叫“花蕊同長”,。為了避免這種情況,，我們可以招募一些背景迥異，擁有不同本領(lǐng)的人才,。設(shè)計(jì)師,、程序員和銷售人員的思維方式迥然不同，往往具有濃厚的專業(yè)色彩,。我們不應(yīng)讓這些學(xué)科保持獨(dú)立,，而應(yīng)該采取一系列步驟把它們集合在一起。

????你們?cè)跁卸啻问褂谩凹骸边@一術(shù)語,，比如憧憬集群,、生態(tài)集群和執(zhí)行集群。你能解釋一下這些集群嗎,？集群中的人們應(yīng)該怎樣工作,？

????所謂集群是指一個(gè)在給定項(xiàng)目的時(shí)間長度內(nèi)聚集在一起的團(tuán)隊(duì)。集群對(duì)企業(yè)有利,，因?yàn)樗鼈兾呛掀髽I(yè)所處的情勢(shì)：在瞬息萬變的背景下,，用很短的時(shí)間處理各種大問題。因此,，集群的真諦并不是打造一個(gè)組織結(jié)構(gòu),，讓人們永無止境地一起工作（這樣做往往會(huì)造成各種各樣的停滯），而是允許人們交替工作,，根據(jù)實(shí)際需要發(fā)揮各自的技能特長,。

????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.

????你主張我們應(yīng)該“培養(yǎng)好奇心,?！比绻袀€(gè)人說，“我不是創(chuàng)新型人才,？”你會(huì)如何回應(yīng),？

????首先，我會(huì)要求他們承認(rèn)“創(chuàng)新型”和“分析型”的二元對(duì)立其實(shí)是個(gè)偽命題：任何解決方案都是一種創(chuàng)新,?；仡櫼幌逻@個(gè)詞的歷史。根據(jù)它在中古英語時(shí)期的含義,，所謂“創(chuàng)新”就是“無中生有”,。每當(dāng)我們構(gòu)想出一套解決方案（無論是通過電子表格,，演示文稿，還是實(shí)驗(yàn)）的時(shí)候,，我們就是在創(chuàng)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.