带4的车牌到底好不好:创造力的三大威胁

创造力正受到威胁。压榨创造力的构成正在随时随地的发生，今天他发生在许多企业里。根据劳动部门的最新数据,生产力有所上升。但是无法在未来创造更多的工作岗位。没有创造力来创造全新的有价值的想法，创新——成功的执行新的想法——枯萎而死亡。创造力取决于合适的人在适当的环境中工作。往往这些天，来的人装备不良，他们的工作环境有十分的糟糕。

A recent story about the 40th anniversary of Xerox PARC stirred my memories of how the creativity ingredients overflowed at that place, in that time. PARC was a first light in the dawning of Silicon Valley. By 1973, when I moved there, PARC researchers had invented the first user-friendly computer, laser printing, object-oriented programming, a personal workstation, and the foundation of the Ethernet. By the time I left Palo Alto in 1977, they had developed the first graphical user interface (GUI) with icons, pop-up menus, overlapping windows, and the basics of point-and-click screen navigation. At this moment, you are almost certainly using something that sprang from the blossoming creativity at Xerox PARC in the 1970s.

近来的一个故事，关于施乐帕洛阿尔托研究中心创立四十周年纪念激起了我的对于创造力如何在哪个，那个时候。帕洛阿尔托研究中心是沉睡中硅谷的第一束光线。到1973年，当我搬去那里，帕洛阿尔托研究中心研究院发明了第一个用户友好的计算机，激光打印，面向对象的程序设计，个人工作站，以及建立以太网络。在1977年我离开帕洛阿尔托的时候，他们已经发明了第一个图形用户界面图标，弹出式菜单，重叠窗口，以及基本的点击鼠标屏幕导航。这一刻，你几乎可以肯定的是有某些事情在二十世纪70年代的施乐帕洛阿尔托研究中心发生。

We all wince at the thought of how Xerox utterly failed to innovate on PARC's inventions, allowing Apple and Microsoft to run away with most of them. But there's no denying how world-changing those inventions were. The organization that gave birth to them illustrates — by way of contrast — why so many of today's organizations are creatively sterile. 

我们都退避在想到施乐如何完全的失败再帕洛阿尔托研究中心的发明，允许苹果和微软从他们这儿逃走。但是不可否认，世界因为这些创新而改变。这个组织让她们诞生——通过对比——为什么现在如此多的组织的创造力是如此的贫乏。

What made PARC so different from organizations where creativity falters? An abundance of all three key ingredients:

什么使得帕洛阿尔托研究中心与其他的组织在创造力上有如此大的差别？三个关键的因素：

1. Smart people who think differently. The first threat to business creativity is our endangered education system, with its downward trends in science and math, and its increasingly narrow focus on basic subjects. The four dozen people working at PARC were really smart, with two important kinds of smarts. First, they had deep expertise — in computer science, optical science, and system dynamics, as well as broad acquaintance with seemingly unrelated fields. Alan Kay, one of PARC's first computer scientists, brought his colleagues vast knowledge ranging from music to biology. Second, the PARC inventors had creative smarts. Rather than getting trapped by what was already inside their heads, they voraciously consumed new information and combined it in ways no one had previously imagined. They didn't develop those habits of mind by following mandated curricula. 

1.聪明人的想法不同。第一个威胁商业的创造力的是我们有灭绝危险的教育系统，向下去世的科学和数学，以及对于基础学科的越来越狭隘。四十八个在帕洛阿尔托研究中心工作的人真的聪明，有两种重要类型的聪明。第一，他们专业深——在计算机科学，光波物理学 ,系统动力学,同时广泛的熟悉看上去不相关的领域。 Alan Kay，帕洛阿尔托研究中心的一个第一个计算机科学家，把他同事的丰富知识从音乐到生物学。第二，帕洛阿尔托研究中心的发明家拥有创造新的头脑。而不是被他们头脑中已经有的想法所困，他们疯狂的吸收新的信息然后在没有人先前想象的方式结合起来。他们没有开发这些头脑的思维习惯强制遵循课程。

2. Passionate engagement. Aside from small startups, too few organizations today give people a chance to do what they love in service of a meaningful mission. Robert Bauer walked into his dream job at PARC three months after its founding. He stayed for over 30 years. As he recently told Computerworld.com, "Conducting research at PARC four decades ago was like magic. ...We came to work every day with a passion ..." My research has shown that people are most creative when they are on a mission, intrinsically motivated by a love for what they are doing. Bauer and his colleagues found immense interest, enjoyment, satisfaction, and challenge in "dreaming, proving and making things that had never been done before." Indulging their passion was so exciting, and so much fun, that they worked their tails off. These days, people are more likely to find work frustrating than fun.

2.热情的诺言。除了初创企业，很少有组织今天给人做事的机会，他们有对做有意义事情的义务。Robert Bauer 走进他梦寐以求的工作在帕洛阿尔托研究中心成立后三个月内。他在那待了超过三十年。进来他告诉计算机世界，“在四十年以前帕洛阿尔托研究中心开展相关调查研究就像表演魔术。…我们每天带着激情去工作…”我的研究表明，当人充满激情的工作时，他们有更多创造力，内在动机通过一个人热爱他所作的。Bauer 和他的同事发现兴趣，趣味性，满足感和“对梦想和证明以及对一些从未做过事情的追求。”纵容自己的热情非常激动人心和这么多有趣的，他们拖着尾巴远离。现在，人们更有可能寻找令人沮丧的工作而不是令人兴奋的。

3. A creative atmosphere. Under the severe pressures of the financial crisis, contemporary organizational atmospheres resemble assembly lines more than hotbeds of creativity. Too often, the imperative is to do the same thing repeatedly, ever faster and more efficiently; reflection, exploration, and intense collaboration become superfluous luxuries. The PARC culture could hardly have been more different. Like all great organizational cultures, this one started with a bold vision. PARC's founder, George Pake, was out to create "the office of the future." He and Bob Taylor, head of PARC's Computer Science Laboratory, built a near-perfect work environment for creativity: freedom to pursue passions, challenging goals, collaborative norms, sufficient time to really think, and the resources people needed to follow their dreams. Even the smartest, most passionate people won't thrive in — or will soon abandon — a work environment that stifles them. Most people who got into PARC never wanted to leave.

3.一个活泼的工作氛围。在严重的压力的金融危机下，当代组织氛围像流水线不仅仅是创造力的温床。太频繁，形势逼人,反复做同样的事，以前所未有的速度和更有效率；反思、探索,剧烈的合作成为多余的奢侈品。帕洛阿尔托研究中心的文化也大相径庭。像所有伟大的组织文化，这一开始有一个大胆的设想。帕洛阿尔托研究中心的创始人George Pake，“未来办公室 ”是一种创造。他和Bob Taylor，帕洛阿尔托研究中心电脑科学实验室的负责人，建了一个近乎完美的工作环境的创造力：自由追求激情，有挑战性的目标，合作规范，足够的时间去想，人们需要的资源去追寻自己的梦想。即使是最聪明的人，最热情的人不会茁壮生长——或很快就会放弃——一个好的工作环境,扼杀他们。那些进入帕洛阿尔托研究中心的人从来没想过要离开。

PARC was ahead of its time, but it was no anomaly. Even today, many creative hotbeds exist around the world, in new ventures and in a few more established shops like MIT's Media Lab, SONY, the design firm IDEO, and Disney's Pixar. But with the three ingredients of business creativity becoming scarce resources, the PARCs of tomorrow will face swift extinction. 

帕洛阿尔托研究中心是时代的领导者，但这并不是一个异常。甚至今天，许多创造新的温床存在于全世界，新的企业和一些新成立的商店像麻省理工学院媒体实验室，SONY，IDEO设计公司和迪斯尼的皮克斯。但是三个组成部分的商业创意成为稀缺资源，帕洛阿尔托研究中心的明天将面临消失的危险。

Forty years after the birth of PARC, have workplaces gotten any better at fostering that sort of brilliance? Are start-ups the only places where the ingredients of creativity abound today? Is creativity under threat — or is it somehow protected — in your organization?

在帕洛阿尔托研究中心诞生40周年后，工作场所得到任何有更好的条件分类的光芒？创业是唯一的地方富于创造力的成份今天好吗？创造力正在遭受威胁——或者需要某些保护——在你的组织中？

Teresa Amabile is Edsel Bryant Ford Professor of Business Administration at Harvard Business School. She researches what makes people creative, productive, happy, and motivated at work. The author of two books and over 100 scholarly papers, she holds a doctorate in psychology from Stanford University.

Teresa Amabile是哈佛商学院企业管理学院的教授Edsel Bryant Ford 。他研究怎么让人有创造力，生产力，开心，和工作动机。两本书和一百多篇学术论文的作者，她持有斯坦福大学的心理学博士学位。