????3. 滿足社交需求

????一個(gè)聰明人很難有什么好的想法,。大多數(shù)絕妙的主意都由眾人集思廣益完成的。讓人感到慶幸的是,，我們中的大多數(shù)人都渴望社交互動(dòng),。我們還迫切地想獲取信息，幫助我們把碎片拼成一個(gè)整體,。規(guī)模較大的公司迅速應(yīng)變的最簡(jiǎn)便途徑就是鼓勵(lì)這些與生俱來的欲望,。

????電子郵件會(huì)妨礙透明的討論?；ゲ幌噙B的軟件系統(tǒng)會(huì)限制人們獲得他們渴求的信息（比如銷售數(shù)據(jù)）,。

????這就是為什么有創(chuàng)造力的公司為集思廣益而越來越多地使用社交合作平臺(tái)（如Confluence、Jive等）和群體即時(shí)通信公司（如Hipchat）,，或者讓技術(shù)團(tuán)隊(duì)使用社交編碼工具（如Stash,、Bitbucket或Github）的原因。這些工具幫助人們找到思路,，展示數(shù)據(jù),，就項(xiàng)目展開討論，同時(shí)實(shí)現(xiàn)團(tuán)隊(duì)升級(jí)……簡(jiǎn)而言之,，做他們需要做的一切,。

????在Atlassian，我們不會(huì)用電子郵件把公司的年度戰(zhàn)略計(jì)劃發(fā)送給員工,，我們會(huì)通過一款名叫Confluence的社交合作平臺(tái)軟件來對(duì)這項(xiàng)計(jì)劃的內(nèi)容進(jìn)行討論,。就像一群人一起想主意時(shí)經(jīng)常出現(xiàn)的情況那樣，得以保留下來的就是最好的主意,，無論想出它的人是誰,。

????當(dāng)然，創(chuàng)造一個(gè)社交環(huán)境并不止于使用在線工具,。我們的工作場(chǎng)所一直不劃分辦公室,，我們?cè)谝黄鸪晕顼?，我們還有一個(gè)內(nèi)部酒吧，人們會(huì)定期到那里去聚一聚,。新來的員工會(huì)推著一輛小車,，裝滿啤酒在辦公室里走來走去，借此和同事們相互熟悉,。我們有一個(gè)經(jīng)驗(yàn)豐富的團(tuán)隊(duì),，他們的主要工作就是每周都為大家組織一次社交活動(dòng)，從辦公室激光匹特博到年度親友接待日,，應(yīng)有盡有,。

????這并不是在公司內(nèi)部形成真正有益關(guān)系的唯一途徑——每家公司都要找到屬于自己的風(fēng)格。要點(diǎn)在于,，這并不是瑣碎而且軟性的東西,。對(duì)任何公司來說，培育社區(qū)性的工作環(huán)境都不是可有可無的選修課,。

????4. 給客戶解決方案,，而不是萬全之策

????要更快地對(duì)客戶需求做出反應(yīng),，最大膽,、也可以說是最讓人害怕的方法就是讓員工更容易接觸到客戶。反饋渠道縮短,，你的解決方案能更快地得到實(shí)際應(yīng)用,，同時(shí)也就能根據(jù)新的反饋不斷地進(jìn)行改進(jìn)。

????Atlassian組建了“增長(zhǎng)解密團(tuán)隊(duì)”（growth hacking team）,，它的作用是向客戶推出一些較小的,、試驗(yàn)性產(chǎn)品功能。他們處在A/B測(cè)試的最前沿,，他們把我們的想法付諸實(shí)施,，吸收市場(chǎng)反饋，然后改進(jìn)我們的產(chǎn)品,。

????所有人都能測(cè)試客戶解決方案,，而不僅僅是工程人員。大多數(shù)人都不喜歡為了完成任務(wù)而無休止地工作,，卻又看不到自己的勞動(dòng)成果,。而我們的種方法會(huì)讓工作變得更有意思。（財(cái)富中文網(wǎng)）

????Joris約里斯?魯爾克是澳大利亞軟件公司Atlassian負(fù)責(zé)人才和文化事務(wù)的副總裁,。

????譯者：Charlie

????3. Feed our social appetite

????Few ideas are created by one brilliant mind. Most great ideas are the product of many minds. Thankfully, most of us are hungry for social interaction. We also crave access to information to help us fit the pieces together. For larger organizations to adapt quickly, the easiest way is to encourage those natural desires.

????Email stifles transparent discussion. And disjointed software systems limit access to the information people yearn for (like sales data).

????That's why innovative organizations increasingly use social collaboration platforms (like Confluence, Jive, or others), group instant messaging tools (like Hipchat), or social coding tools for technical teams (like Stash, Bitbucket or Github) to make this happen. Such tools help people discover ideas, display data, discuss projects, update teams...in short, do everything they need to do.

????At Atlassian, instead of emailing the yearly company strategy plan to staff, we discuss its content on a social collaboration platform called Confluence. As is often the case with crowdsourced ideas, the best ones survive, regardless of who offered them.

????Of course, creating a social environment extends beyond online tools. We keep our buildings free of offices, we eat lunch together, we have a built-in bar where people congregate regularly. New hires wheel a beer-cart through the office to get to know their colleagues. And we have an experience team whose key role is to organize weekly social events for staff, ranging from laser skirmishes in our offices to annual friends-and-family day events.

????This isn't the only way to create genuine, productive relationships inside an organization—every firm has to find its own style. The point is that this isn't trivial, "soft" stuff. Cultivating community isn't optional for any organization.

????4. Give customers solutions, not perfection

????The most daring -- and arguably frightening -- way to respond faster to customer needs is to give employees easier access to your clients. Feedback loops tighten, your solutions get into the real world faster, and you can continuously improve based on new feedback.

????Atlassian introduced a "growth hacking team" to release smaller, experimental features to customers. They're the A/B-testing front-line troopers who put our ideas into practice, absorb the market's reaction, and make our stuff better.

????Anyone, not just engineers, can experiment with customer solutions. Most people don't like to work endlessly on tasks where they can't see the results of their labor. This approach has made work more interesting.

????Joris Luijke is the VP of talent and culture at Atlassian, an Australian software company.