未來畢業以後目前還沒什麼規劃，剛突然想到一個不錯的想法…
外公外婆住在嘉義，種田應該種了四五十年，目前體力比較差了，已經沒有繼續透過種田賺錢…只有種了一些生活上在吃的，而且用很有機的方式在種值。
從小去田裡的時候從來沒有印象，包括田的範圍、菜的種類，每次過年回去都只是短暫的在那裡住幾晚，吃幾頓飯，跟他們也沒什麼太多話題，覺得很可惜…
因為覺得阿公阿嬤以前很照顧我，但是卻沒什麼機會跟他們有更深入的關係，所以如果畢業以後，可以去那住一段時間，並且請阿嬤教我種田～並且轉換一下這些年來的心情，最後在把種植的成果分享給其他人～感覺就很美妙～人生短暫，如果可以有這麼一個轉折點～也不算浪費吧！！
今年過年回去試著除了雜草…這真是一個需要練習的工作，雜草很容易被忽略掉，或者被鏟起的土所蓋掉…，希望有機會能夠體驗更完整的種田流程。
另外一發現…阿公的田好多塊…似乎一個人無法勝任的大小…………
http://blog.mozilla.com/webdev/
When you’re trying to get a team all working in the same direction, we’ve seen that Command and Control management and Econ 101 management both fail pretty badly in high tech, knowledge- oriented teams.
當你試著找到一個方針來管理您的團隊，我們上次看過了，軍事化與利誘管理法，他們都有嚴重的問題來管理高知識導向的團隊。
That leaves a technique that I’m going to have to call The Identity Method. The goal here is to manage by making people identify with the goals you’re trying to achieve. That’s a lot trickier than the other methods, and it requires some serious interpersonal skills to pull off. But if you do it right, it works better than any other method.
所以我們必須使用認同管理法來做這件事，它的目標是使用階級來管理團隊…
The problem with Econ 101 management is that it subverts intrinsic motivation. The Identity Method is a way to create intrinsic motivation.
問題是要顛覆利誘管理法的內在動機，透過認同管理法來創造內在動機！
To be an Identity Method manager, you have to summon all the social skills you have to make your employees identify with the goals of the organization, so that they are highly motivated, then you need to give them the information they need to steer in the right direction.
要成為一個認同管理法的經理，你必須擁有所有的社交技能，你必須創造每種身份員工在團體裡的目標，這樣他們就會有較高的動機了，然後你必須給他們一些暗示，讓他們得到往對的方向走的資訊。
How do you make people identify with the organization?
要如何建立員工的身份在團隊中？
It helps if the organizational goals are virtuous, or perceived as virtuous, in some way. Apple creates almost fanatic identification, almost entirely through a narrative that started with a single Superbowl ad in 1984: we are against totalitarianism. Doesn’t seem like a particularly bold position to take, but it worked. Here at Fog Creek, we stand bravely in opposition to killing kittens. Yaaaay!
在某方面，他幫助目標善良的組織。蘋果創造了幾近瘋狂的認同，幾乎透過簡單的語言，從超級杯(1984)的廣告開始。我們反對極權主義，看起來不像是一個大膽的作法，但是他是可行的。在我們公司，我們勇敢的反對屠殺小貓。
看不太懂？？？。。
A method I’m pretty comfortable with is eating together. I’ve always made a point of eating lunch with my coworkers, and at Fog Creek we serve catered lunches for the whole team every day and eat together at one big table. It’s hard to understate what a big impact this has on making the company feel like a family, in the good way, I think. In six years, nobody has ever quit.
一個我很喜歡的方法是，一起吃飯。我經常找時機讓大家一起吃午餐，我們公司每天都在一張大桌子上吃午餐。很難描述像家人一起吃飯對公司產生多大的影響，但我想他是個好方法。在六年內，從沒有人退出。
I’m probably going to freak out some of our summer interns by admitting this, but one the goals of our internship program is to make people identify as New Yorkers, so they’re more comfortable with the idea of moving here after college and working for us full-time. We do this through a pretty exhausting list of extra-curricular summer activities: two Broadway shows, a trip to the Top of the Rock, a boat ride around Manhattan, a Yankees game, an open house so they can meet more New Yorkers, and a trip to a museum; Michael and I host parties in our apartments, both as a way of welcoming the interns but also as a way for interns to visualize living in an apartment in New York, not just the dorm we stuck them in.
In general, Identity Management requires you to create a cohesive, jelled team that feels like a family, so that people have a sense of loyalty and commitment to their coworkers.
The second part, though, is to give people the information they need to steer the organization in the right direction.
Earlier today Brett came into my office to discuss ship dates for FogBugz 6.0. He was sort of leaning towards April 2007; I was sort of leaning towards December 2006. Of course, if we shipped in April, we would have time to do a lot more polishing, and improve a lot of areas of the product; if we shipped in December, we’d probably have to cut a bunch of nice new features.
What I explained to Brett, though, is that we want to hire six new people in the spring, and the chances that we’ll be able to afford them without FogBugz 6.0 are much smaller. So the way I concluded the meeting with Brett was to make him understand the exact financial motivations I have for shipping earlier, and now that he knows that, I’m confident he’ll make the right decision… not necessarily my decision. Maybe we’ll have a big upswing in sales without FogBugz 6.0, and now that Brett understands the basic financial parameters, he’ll realize that maybe that means we can hold 6.0 for a few more features. The point being that by sharing information, I can get Brett to do the right thing for Fog Creek even if circumstances change. If I tried to push him around by offering him a cash reward for every day before April that he ships, his incentive would be to dump the existing buggy development build on the public tonight. If I tried to push him around using Command and Control management by ordering him to ship bug free code on time, dammit, he might do it, but he’d hate his job and leave.
Conclusion
There are as many different styles of management as there are managers. I’ve identified three major styles: two easy, dysfunctional styles and one hard, functional style, but the truth is that many development shops manage in more of an ad-hoc, “whatever works” way that may change from day to day or person to person.
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靈感 線上網頁閱讀器，貼入文章以後，可以透過選取翻譯字，與查字典，透過點擊可進入字典中～並可與字典中的任一處進行ｎ次點擊，產生麵包屑，並可隨時往前回覆～最後可輸出與分享～個人可建立文章區塊，可加入心得，討論翻譯修正，版本控制等功能，單字查詢排名，句子排名，背單字與句子遊戲～
參考資料 簡體板
http://book.csdn.net/bookfiles/1199/100119935656.shtml
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想法：
如果花時間學習閱讀英文，你將會得到更少資訊，但是沒花時間閱讀英文，你在未來會喪失更多更重要的資訊。
約耳的文章可以在這裡看到http://www.joelonsoftware.com/ 這是他的BLOG，也有各種語言的翻譯的計畫，包含了中文http://local.joelonsoftware.com/mediawiki/index.php/%E9%A6%96%E9%A0%81 在一兩年前就有看過翻譯的文章 http://chinesetrad.joelonsoftware.com/Articles/Wrong.html，當時就覺得談得題材很有趣，作者約耳也曾經是一位程式設計師，後來在微軟擔任專案經理，撰寫VBA的規格書，成為他文章裡面最常提到的例子，目前也在紐約成立一間軟體公司。
除了剛那篇文章提到與程式設計實際相關，其他部份關聯到的比較是專案管理與一些資訊上的廣義的概念，剛接觸資訊時可能還沒有辦法完整的理解他說的意思。
但他描述的方式就是令人有種平淡但是幽默的感受，他自己也說他文筆不好，但是要吸引人看就是要刻意寫些看似有趣的笑話，而他就把這件事做的很好，做的可能不單純只是他說的這樣。
直到最近他的中文書在書局上擺上，才有機會看到，直到最近看到又有不同的感受，對於他專案管理的描述也能有一絲絲的同理心了，買了上冊回來翻以後，不自覺得就像小說一樣的看完了～很久沒有從頭到尾完整得看完一本書了…對於他裡面的一些洞見真是覺得很讚嘆～雖然是日常生活中時常發生的例子，他就是能夠把癥結點點出來…也有一些專案管理上的一些很實務的經驗，值得學習。
不曉得他軟體公司開的怎樣…不然單純當個作家說不定更適合他…常看到他刻意說的笑話結果讓我笑不停…例如剛看到的某篇程式設計師的書櫃開頭…
所以我列了這東西－約耳的程式師書櫃。這份短書單列出所有我真心認為每個工作的程式師都要讀的書，我把我自己的書也偷偷列進去。萬一你沒注意到買了這本書，我就能拿到大約兩塊錢。
我也來推薦幾篇喜歡的文章～
實體書也是很不錯……其他的也很多…懶得列～～值得看看的文章～～