一半解决地球问题 一半建造火星城市

　哈斯廷斯：今天很荣幸能够来到这里，跟陆奇、还有广大中国读者们一起聊聊。我很高兴我的书《不拘一格》能够拥有大量中国读者，这是极具意义的，因为现在有很多的宣传活动在中国举行。

　　It‘s an honor to be here today， and to spend time with you． I’m so thrilled that our book NO RULE‘S RULES has a Chinese readership， which make sense because there’s so much entrepreneurial activity going on in China today．

　　陆奇：里德，很高兴见到你，我非常荣幸能够有机会就这本书采访你几个中国读者所提出的问题。第一个问题，在网飞文化中，你提到了三个关键因素：人才密度、坦诚沟通、减少管控。说到人才密度，你是如何意识到他在新文化的建设中起到的关键性作用呢？

　　Reed， so great to see you． It‘s my distinct honor to be able to have the chance to interview you for several questions with regard to that book for the Chinese audiences and readers． First question， Reed． In that fifth culture， three key aspects： talent density，increasing level of candor， and reduced corporate controls． In terms of talent density， how did you realize early on is critical importance in building foundation of that new culture．

　　哈斯廷斯：嗯，我认为一开始公司规模比较小，可能只有五到十个人，你的确产生了人才密度。但你没有流程，你只有一些了不起的员工。随着企业的不断扩大，事情会变得更具挑战性，有些企业的人数可能是上百名，上千名又或者上万名员工。当你意识到“是时候长大了”，事情也变得很混乱，我们开始需要流程。

　　事实上，我在第一家公司就是这么做了。每当我看到问题出现，我们就会制定一个程序来防止它再次发生。所以我把它看作是一个恢复软件，接着，便形成了一个基本的管理模型。

　　事实证明，它可以减少错误，但也会限制创造力。如果你是司机，你必须遵守规则。但做创造性工作，并不总是遵循既定规则。他们不喜欢按部就班，而是工作在混乱的临界状态。《不拘一格》这本书讲述的正是为了将创造性最大程度发挥以及如何通过在混乱的边缘进行管理而不是陷入混乱。

　　Well，I think when you start very small and you just got five or ten people， you really yield talent density． You have no process， you just have some amazing people．

　　And then as you grow， things can get more challenging， and for some people， that‘s at a hundred employees， for some that’s at a thousand， for some it‘s at ten thousand．

　　What you heard is “Time to grow up”， things are chaotic， we need to put process in place．

　　And in fact I did that at my first company． I saw every time there was an error， we put a process in place to prevent it ever happening again． So I viewed it like a software regression suite， and then， that was a basic model of management．

　　And it turns out that it dose work at eliminating errors， but it also reduces creativity． Because the people who drive are the ones who follow the rules． And the people who do the creative work， you know， they don‘t always follow every rule． They’re not attracted by， like， process culture． They are attracted by working on the edge of chaos， and so the book NO RULE‘S RULES is about how to get the most creativity， by managing on the edge of chaos but not falling into chaos．

　　陆奇：你谈到要管理混乱的临界状态、释放创造力，能否就这一点具体谈一谈。在我们深入讨论这个问题的核心之前，许多中国读者和观众对一个问题很感兴趣，尤其是对初创企业来说，当他们还处于起步阶段的时候，聘用顶尖的人才一直是个难题。对那些希望请到最好的工程师和产品经理的初创企业，你有什么建议、经验、教训？

　　So crystalize， when hearing you say managing the edge of chaos and unleashing the creativity． Before we get into the core of that， many of the Chinese readership and the audiences are interesting in one question though， particularly for start-ups when you are small， when you are early，hiring top notch talents has always been a struggled， a difficulty we all face． Do you have any tips， any lessons， advice for early stage company try to hire best engineer best product managers in all that？

　　哈斯廷斯：人人都期待在这个世界做出一番成就，希望自己所做的工作有意义。所以如果能够想清楚这次创业会给世界带来怎样的影响，我认为这足以形成最强大的推动力，让我们完成英雄的壮举。创业的实质就是通过变革，为世界带来影响。

　　People wanna make a difference in the world， they want their work to matter． So if you focus your pitch on why the work of the start-up is going to make an impact， I think that‘s the most compelling thing that gets people to do heroic things． It’s to change something to make an impact．

　　陆奇：说得好，在混乱的边界进行管理，我真的很喜欢这个概念。

　　Yeah， so well said． And I‘m going back to sort of the core， managing the edge of chaos， I really like the framing．

　　张一甲：我也同意，这个用语很妙，在混乱的边界进行管理，但是如何把握这个度，既可以让员工享有自由并发挥创新，又不至于让企业跌入深渊，很考验管理者的能力，这就好像是在走钢索，稍有不慎就很容易粉身碎骨。

　　I agree with Dr． Lu that “managing the edge of chaos” is quite an interesting playing of words． However this way of management is tricky． It is hard to find a proper level of chaos when you want to balance the freedom of employees and the sound running of the company.It‘s like walking on a rope． With one step wrong， you may die． Ok， let’s continue．

　　陆奇：下一个问题，网飞文化的关键是交流。问题是，根据你的经验，你认为坦白到什么程度最合适？有时做过了头，混乱状况就变得不可收拾，不做呢创造力又无法充分释放。你有过这类经历吗？如何调整或管理交流的坦诚程度，你有何经验？

　　The next question is， the key part of the culture is candor in communications． The question is， in all of your experience， so how do you manage the level of candor， sometimes if you over the edge， chaos will be too much， and if you enter the creativity won’t be unleashed enough． Do you have sort of experiences， and sort of framing of how you properly adjust or manage the level of candor in communication．

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