????你還記得公司剛剛起步時(shí)的工作情形嗎,？一切都很好,。面對(duì)變化，你反應(yīng)迅速,。你有能力在幾周,、甚至幾天內(nèi)推出新的項(xiàng)目，而且經(jīng)?？梢宰龅竭@一點(diǎn),。快速的調(diào)整只需要老板點(diǎn)頭即可通過(guò),，然后就能迅速看到成果,。

????接下來(lái)，你到了一家大公司,，開(kāi)始擔(dān)任要職,。從此，情況有了變化——速度下降,，成本上升，受到繁文縟節(jié)的束縛,，不那么實(shí)際,，也不那么有試驗(yàn)性。這是因?yàn)榇蠊颈容^復(fù)雜,。面對(duì)復(fù)雜局面時(shí),，我們就會(huì)變得緊張。我們需要結(jié)構(gòu),、政策,、責(zé)任和條例方面的確定性以及合作，以便消除我們的緊張情緒,。

????我們無(wú)法改變我們對(duì)復(fù)雜事物的恐懼,，也無(wú)法改變我們的控制欲。那么,，怎樣做才能讓我們的公司保持活力呢,？甚至是在它不斷增長(zhǎng)的情況下？怎樣做才能確保創(chuàng)新能力不消失呢,？

????1. 工作指南,，而非政策

????隨著公司增長(zhǎng)，人們通常會(huì)試圖通過(guò)政策和程序讓公司的成員保持活力,。規(guī)定帶來(lái)一致性,，從理論上講,，這會(huì)讓整個(gè)公司保持統(tǒng)一。

????我們對(duì)合作以及控制有自然而然的傾向性,，對(duì)此我們不應(yīng)試圖予以抗拒,。實(shí)際上，幾乎不會(huì)有人對(duì)整齊劃一的好處提出異議,。但和緊抱嚴(yán)格規(guī)定不放相比,，有一種做法更勝一籌。

????四年的時(shí)間里,，Atlassian的員工人數(shù)從100人增加到了700人,。我們?cè)O(shè)法不讓條例那么僵硬，而且我們更青睞于提供指南,。區(qū)別在哪里,？舉例來(lái)說(shuō)，我們的《Atlassian設(shè)計(jì)指南》（Atlassian Design Guidelines）就是一個(gè)提供設(shè)計(jì)組件和設(shè)計(jì)原則的在線資源庫(kù),。它指導(dǎo)人們?nèi)绾螛?gòu)建Atlassian的產(chǎn)品和插件,。這個(gè)工具不會(huì)干擾開(kāi)發(fā)人員的設(shè)計(jì)，它只是幫助他們加快工作進(jìn)度（他們可以迅速地對(duì)代碼進(jìn)行剪切和復(fù)制）,，這樣開(kāi)發(fā)人員就能在自由進(jìn)行嘗試的同時(shí)保持基本的一致性,。指南和規(guī)定不同，規(guī)定的意思是“你必須這樣做”,，指南則讓人獲得回旋余地,，從而更好、更快地完成工作,。

????2. 自由活動(dòng)

????Atlassian每個(gè)季度都會(huì)舉辦一次名叫ShipIt Day的活動(dòng),。公司會(huì)選擇在某個(gè)周四的中午開(kāi)始這項(xiàng)活動(dòng)。人們放下手中的工作,，每個(gè)參與團(tuán)隊(duì)都會(huì)按照自己的業(yè)余愛(ài)好著手開(kāi)展一個(gè)項(xiàng)目,。24小時(shí)后，每個(gè)團(tuán)隊(duì)都要向同事們介紹他們的創(chuàng)意,，然后由大家投票選出獲勝者,。六年來(lái)，700個(gè)出自這項(xiàng)活動(dòng)的點(diǎn)子成了我們的產(chǎn)品,。

????給人們自由和空間,，讓他們實(shí)施自己的項(xiàng)目，培養(yǎng)自己的興趣愛(ài)好,，這樣能鼓勵(lì)他們采用新方法來(lái)開(kāi)展工作,，同時(shí)在不受到負(fù)面影響的情況下嘗試自己的想法。大多數(shù)公司都抹殺了人們思考新事物、嘗試新事物的空間——結(jié)果導(dǎo)致太多的人變成了日常要緊事務(wù)的奴隸,。

????Remember working for that start-up? Things were good. You responded quickly to change. You could, and often did, roll out new programs within weeks or days. Your boss approved quick changes with a simple nod. And you got results -- fast.

????Then you moved to an important role at a big enterprise. Things were different -- slower, costlier, stuck in red tape, less tangible, less experimental. That's because big organizations are complex. And when we are accosted by complexity, we get anxious. We need certainty and coordination -- in the form of structures, policies, responsibilities, and rules -- to push that fear away.

????We can't change our fear of complexity, nor our desire for control. So, what can we do to keep our organizations agile -- even as they grow? How can we ensure that innovation doesn't get crushed?

????1. Practical guidelines, not policies

????As organizations grow, they typically try to align people though policies and procedures. Rules offer consistency and, so the theory goes, coherence throughout the organization.

????We shouldn't try to fight the natural tendency toward coordination and control. As a matter of fact, few people will argue against the benefits of consistency. But there's a better way to do this than to insist on rigid rules.

????At Atlassian, we've grown from 100 to 700 staff in the last four years. We try to limit hard rules. We favor guidelines instead. What's the difference? Take, for instance, our Atlassian Design Guidelines, which is an online resource with design components and principles. It provides guidance on how to build Atlassian products and add-ons. The tool doesn't interfere with the developers' design process; it just helps them work faster (they can quickly cut and paste code) so they can experiment freely while still retaining a base level of consistency. Unlike rules—which say "you must do this"—guidelines give your people latitude to get the job done better and faster.

????2. Ritualize autonomy

????Every quarter, Atlassian goes through a ritual called ShipIt Day. The organization halts at noon on a Thursday and every participating team starts working on a pet project of their choice. Twenty-four hours later, teams present their idea to the rest of the organization and everyone votes for a winner. Over the course of six years, 700 ideas have made their way into production.

????Giving people the freedom and space to pursue their own projects and interests encourages them to anticipate new ways of doing things and test their ideas without repercussions. Most organizations eliminate the space to think up new things and experiment -- too many are slaves to the urgent matters of the day.