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《Becoming Steve Jobs》Chapter 12 Two Decisions


  • Jim Collins, the bestselling author of the management classics Built to Last: Successful Habits of Visionary Companies and Good to Great: Why Some Companies Make the Leap … and Others Don’t, has a wonderful phrase to describe an essential characteristic of great leaders: deep restlessness. Collins applies the phrase to Steve, one of the two great leaders who inspire him the most (the other is Winston Churchill, the great English politician who was prime minister during most of World War II, from 1940 to 1945, and again from 1951 to 1955). Collins believes this restlessness is far more important and powerful than simple ambition or raw intelligence. It is the foundation of resilience, and self-motivation. It is fueled by curiosity, the ache to build something meaningful, and a sense of purpose to make the most of one’s entire life.
    自己何其有幸,在不到30的年纪,就能感受到乔布斯的心境

  • “The things he was trying to do,” says Collins, “were always hard. Sometimes those things beat him up. But the response to fighting through that suffering can be tremendous personal growth.”
    被困难激励!!

  • “One of the things I’ve always felt,” Steve told me, “is that if you’re going to be creative, it’s like jumping up in the air; you want to make damn sure the ground is going to be there when you get back.”

  • APPLE DID NOT have a formal research and development unit per se. Steve didn’t like the idea of relegating all forward-looking tinkering to a separate area that somehow wasn’t beholden to the people leading his most important product development efforts. Instead, research projects flowered in pockets all around the company, many of them without Steve’s blessing or even awareness. They’d come to Steve’s attention only if one of his key managers decided that the project or technology showed real potential. In that case, Steve would check it out, and the information he’d glean would go into the learning machine that was his brain. Sometimes that’s where it would sit, and nothing would happen. Sometimes, on the other hand, he’d concoct a way to combine it with something else he’d seen, or perhaps to twist it in a way to benefit an entirely different project altogether. This was one of his great talents, the ability to synthesize separate developments and technologies into something previously unimaginable. It’s a talent that he would call on to decide what came next.
    有趣,自下而上地创新

  • “Everybody carried two devices. A cellphone and an iPod,” Cue recalls, patting both front pockets of his jeans. “We knew you could add iTunes to a phone and it would be almost like an iPod. It was mostly a software problem. We looked around at the industry, and in early 2004 we settled on working with Motorola, which at the time completely dominated the handset business with its RAZR flip phone. Everybody had one.”

  • The ROKR project was controversial from the start, for one simple reason: most people at Apple didn’t like the idea of collaborating with other companies. The iPod hardware team, especially, led by Tony Fadell, couldn’t stomach the notion of ceding the development of what they had started to call “musicphones” to the traditional handset industry. And the more Motorola showed them of its plans for the ROKR, the more certain they became that licensing their precious iPod and iTunes software had been a mistake. While Motorola had certainly built sleek and beautiful phones in the past, the company seemed hopeless when it came to designing software that could replicate the simplicity of Apple’s iPods. To Apple’s whiz kids, Motorola’s approach seemed all but inept. The Illinois company assigned separate teams of programmers to build different software components, like a directory of contacts, text messaging, and a crude Internet browser that could only display stripped-down mobile versions of websites. Nothing about these features was as intuitive as the iPod screen interface, and trying to combine the efforts of disparate, disjointed teams led to a hopeless muddle. Steve became so exasperated with Motorola’s work that he asked Fadell to develop his own prototypes for an Apple cellphone, the first featuring music and the second focusing on video and photos.
    注意这里乔布斯的产品优先级,第一是包含音乐,第二是视频和照片

  • Ironically, two other projects that started out having nothing to do with cellphones would come to have the greatest impact on Steve’s decision about what Apple would pursue next. One of these was called Project Purple. It was a skunkworks effort Steve had ordered up to devise a new approach to what was proving to be an elusive “form factor” for personal computing: an ultralight, portable device that resembled a tablet or a clipboard, with an interactive touch screen. The concept had thwarted Microsoft’s best researchers and engineers for years, but Steve believed that his guys could make headway where others had failed. There simply had to be a more direct and intuitive way for users to interact with a computer than a keyboard and a mouse. Preferably it would be something he could use anywhere, even when sitting on the toilet.
    所以其实产品Boss,或者说CEO,让底下的人,往哪些新方向去探索,也至关重要,毕竟小朋友可能看不到更多视野

  • In the early 1990s, a handful of startup entrepreneurs, along with researchers in the R&D labs of several computer makers, hit upon the idea that they might be able to reconfigure touch-screen technology into something they dubbed “pen computing.” Their idea was that users would mimic the actions of a mouse by working directly on the screen of a portable computer with a special stylus. They believed that drawing or writing directly on a screen was so natural and familiar that it would be the best way for people to interact with their computers. This was the nascent technology that John Sculley had counted on to make the Apple Newton MessagePad the next big wave in personal computing when it was introduced in 1993. The Newton failed, of course, partly because its handwriting recognition was embarrassingly inaccurate. Microsoft tried for two decades to make something of pen computing in tablet versions of the PC, but to no avail. The only somewhat successful stab at the genre was Palm’s Pilot personal digital assistant (PDA). But the small device was never intended to be a full-featured computer, and its success was fleeting.
    对于新技术的探索,非常值得,尽管时间长度可能会很长

  • Academics and even some forward-looking digital artists took the touch-screen concept in a different direction. In the early 1980s, they started experimenting with technology that allowed for the use of more than just one fingertip to manipulate computer images on a screen. These so-called “multi-touch” interfaces were profoundly different. Performed with combinations of fingers or hands, gestures and coordinated motions could control the screen with far more dexterity than a mouse. You could move icons and files around, or enlarge and shrink images on the screen. You had the tactile illusion of physically interacting with the image on the screen. Seeing the potential, researchers at IBM, Microsoft, Bell Labs, and elsewhere experimented with their own multi-touch projects.

  • Apple’s Greg Christie had been one of the key designers and software engineers of the ill-fated Newton. He had gotten over his romance with pen computing, but he had steadily followed all the multi-touch research efforts in academia and the tech industry. He hoped that partnering with Ording, who had joined Apple in 1998 and who had worked on the iPod’s scroll-wheel user interface as well as on OS X, might lead the way to make multi-touch the distinguishing technology for a serious new computer. They believed it might serve as the basis for a whole new kind of user interface.
    从失败里学习,并持续监测新技术的发展,坚信自己认为正确的方向

  • Having five different projects sprout up around similar technological possibilities wasn’t unusual at Apple. Steve didn’t issue a “Let there be the iPad” command one day, and wake up the next to find the whole enterprise devoting itself to his single wish. Instead, the place was always bubbling with possibilities. His most important job was to sort through them and imagine how they could point the way to something entirely new.
    所以项目探索的方向,不是天马行空的探索10个不同的项目,而是基于同样的目标,探索类似的发散方向

  • “I really didn’t want them to open up my body, so I tried to see if a few other things would work.”

  • Steve conducted his research with the same inquisitiveness he applied to understanding what would make a great new product. He scoured the globe for other options, and made surreptitious trips to see doctors in Seattle, Baltimore, and Amsterdam. He was interested primarily in dietary treatments that might work, and alternative cures that meshed more with his inclination toward an organic lifestyle. But he also talked to many expert mainstream doctors. At one point he even convened a conference call where he was able to discuss his cancer with at least a half dozen of the best cancer doctors in the United States.
    有好奇心

  • RECOVERING FROM A radical abdominal surgery is hellish. A massive incision like Steve’s generally guarantees a lengthy and difficult convalescence, mainly because so much soft tissue and muscle must heal without too much stress or stretching at a location where your body bends and flexes every time you sit or stand. As Steve tersely told me, “The healing process really sucked.” At first, he could hardly move without unleashing a cascade of pain radiating out from his gut all the way to the tips of his fingers and toes. When he finally got home from the two-week hospital stay, it was all he could do to sit upright in a rocking chair. He didn’t like his painkillers, because they dulled his brain. Still, he was determined to get back to the office before the end of September.
    原来承受了这么多痛苦

  • Many of us would react to a disease like Steve’s by taking it slow at the office or by tackling a “bucket list” of things we’ve always wanted to do. Steve became even more focused on work. “He was doing what he loved,” recalls Laurene. “If anything, he doubled down.” So he spent much of that seven-week convalescence thinking deeply about Apple, the computer business, and the trajectory of digital technology. He assembled an ambitious to-do list of what he wanted to accomplish once he returned to the office. “When he came back from that surgery he was on a faster clock,” remembers Tim Cook. “The company is always running on a fast-moving treadmill that doesn’t stop. But when he came back there was an urgency about him. I recognized it immediately.”
    无比感动啊!!!
    生病后,加倍努力去工作,为世界去创造

  • The first thing Steve did was spend time with each member of the executive team, catching up on what was going on and explaining to each how he intended to approach his work going forward. He told them that he would now focus even more of his attention on things like product development, marketing, and the retail stores, and less attention on manufacturing, operations, finance, and human resources matters. He knew he had less stamina than before, although that wasn’t easy to detect. Moreover, his doctors were keeping him on a short leash, he told them, insisting that he come in for regular checkups to make sure he was healing properly and monitoring for any other signs of cancer. He did not tell his senior staff that the cancer had likely spread, nor that he was going to have to endure rounds of chemotherapy. But he had come to accept that his business life would never again be like what it was, and he wanted them to know how that might change things at Apple. When he was done catching up, he turned his attention back to the big decision, which now seemed more urgent than ever. What would come next?
    这里可以看出乔布斯紧急状况下的优先级管理
    优先的:产品,Marketing, 实体店
    稍后的:制造,运营,财务,人力资源

  • Fadell’s musicphone prototypes, which he worked on all through 2004, were far more interesting. His first version incorporated the iPod’s distinctive thumb-wheel interface as a sort of dialer. Steve liked Fadell’s moxie, but there was an obvious problem. The thumb-wheel that worked so elegantly on the iPod turned out to be a serious hindrance on a musicphone. While it was fine for scrolling through a list of music or contacts, “thumb-dial” was awkward for actually dialing a new phone number. It was a gimmick. This prototype aimed too low with its technology and user interface design. Fadell’s second prototype, which did away with the thumb-wheel and put more emphasis on being a video player, showed great imagination, and was a manifestation of Fadell’s irrepressible ambition. It couldn’t overcome an external problem—the cellular networks of that time weren’t fast or reliable enough to provide consistent video streams. Even though Fadell’s videophone could have been produced within a year with the right telecom partner, Steve chose not to go ahead. This prototype had aimed too high, since it depended upon cellular infrastructure that was not yet in place.
    注意最后的产品决策,非常有意思

  • Greg Christie and Bas Ording, meanwhile, had spent several months in 2004 putting together and playing with a rather funky, but working, prototype of a multi-touch screen. The pair projected the live video image of a computer screen on a touch-sensitive surface the size of a conference room table. Using two hands, you could “move” folders around, activate icons, shrink and enlarge documents, and “scroll” around the screen horizontally and vertically with somewhat intuitive dexterity. The multi-touch gestures they had contrived to do all of this were rudimentary at this point, but “Jumbotron,” as design chief Jony Ive eventually dubbed their prototype, was intriguing enough to offer a sense of how engaging it would be to control a touch-screen computer with your fingers. Ive, who had become a self-appointed scout for game-changing user interface technologies in Apple’s own labs, had been following Christie and Ording’s work all along and was mesmerized when he saw the Jumbotron demo in action. He wanted Steve to see this. He believed Apple could make multi-touch the basis of a new kind of device, and he believed it should be a tablet computer.

  • STEVE, TOO, HAD been thinking that Apple’s next step would probably involve some kind of fundamental reconfiguration of the traditional personal computer. He had always been leaning toward making a tablet. That’s why he gave the green light to Project Purple in the first place. But shortly after he returned from surgery, during one of their regular brainstorming walks around the Apple campus, Steve told Jony Ive that he was beginning to think differently. “Steve wanted to shelve the project,” Ive recalls. “I was so surprised because I was so excited about it. But one of the observations he made—and this is classically brilliant Steve—was that, ‘I don’t know that I can convince people that a tablet is a product category that has real value. But I know that I can convince people they need a better phone.’ ” This suggestion wasn’t made in glorious ignorance of the engineering it would require. He knew absolutely that building a phone was much, much harder than doing a tablet, because it had to be so small, and because it had to be a good phone and a good computer and a good music player. What he really wanted was to try to sell a whole new category of device. That, to him, was worth the risk.

  • When Steve finally checked out the Jumbotron multi-touch demonstration prototype by Greg Christie and Bas Ording, “he was completely underwhelmed,” says Ive. “He didn’t see that there was any value to the idea. And I felt really stupid because I had perceived it to be a very big thing. I said, ‘Well, for example, imagine the back of a digital camera. Why would it have a small screen and all of these buttons? Why couldn’t it be all display?’ That was the first application that I could think of on the spot, which is a great example of just how early this was. Still he was very, very dismissive. It was another example of one of those times when what he says and the way he says it is not personal. You could take it that way, but it wasn’t.”
    产品idea非常脆弱,非常脆弱

  • After mulling over multi-touch for a few days, however, Steve changed his mind. Perhaps multi-touch really was the user-interface leap he had been looking for. He started to pick the brains of people he respected. He called Jony to talk about it further. He conferred with Steve Sakoman, another former Newton and Palm engineer who now worked for Avie Tevanian as the VP of software technology, and who had been pushing for Apple to make the move into phones. And he wanted to hear what the iPod guys thought about multi-touch, since they’d already built the two musicphone prototypes. He asked Tony Fadell to come check out the Jumbotron, since he had the hardware engineering expertise to judge what it might take to build such a technology into a much smaller device that could be mass-produced. Once he saw it, Fadell agreed that the technology was really interesting, but allowed that it wouldn’t be easy to shrink that demo the size of a Ping-Pong table down to something functional that could fit into a pocket-sized device. So Steve gave him exactly that challenge. “You’ve figured out how to blend music and a phone,” he told Fadell. “Now go figure out how to add this multi-touch interface to the screen of a phone. A really cool, really small, really thin phone.”
    先喊软件副总裁,再喊硬件副总裁
    原来是这样的工作流,学习到了!!!

  • In hindsight, it’s clear that seeing Christie and Ording’s multitouch demo was an epiphany for Steve, one that was not all that different from his first visit to Xerox PARC twenty-five years earlier. Helping people interact more directly and intuitively with intelligent devices was the central factor in creating a new genre of smart mobile gadgets. The Mac had been a radical new conception of the user interface for a computer, and the iPod’s thumb-wheel had been a user interface breakthrough as well. Multi-touch had the same potential as the Mac’s GUI. But he’d have to move quickly.

  • All this decision making took place in late January 2005. It was hardly the only big thing going on Apple—after all, at MacWorld Steve had unveiled the Mac Mini computer, the iPod Shuffle, and a new suite of personal productivity applications called iWork, which he hoped would compete directly with Microsoft Office. But the cellphone project quickly became the main topic of discussion when he and Jony met, as they did almost every day now. They would have lunch together three or four times a week, and take long walks afterward kicking around ideas for solving such mundane-sounding problems as how to keep a touch screen from reacting to contact with your ear when you are talking on the phone, or which materials to use so that your screen wouldn’t get all scuffed when sitting in your pocket alongside keys and loose change. Steve would sometimes go back to Jony’s design lab and sit there for hours, watching designers tinker with prototypes, or else the two of them would stand together at the whiteboard, drawing and modifying each other’s design ideas. They were two kindred spirits, and Steve would now collaborate more closely with Jony than he ever had with Woz or Avie or Ruby or even Ed Catmull and John Lasseter.
    抓住机会,全力以赴

  • As he brainstormed with Jony, and as Fadell’s team started to get going on a real design, Steve became increasingly confident. Creating a wholly new kind of mobile phone wouldn’t be easy. In fact, it would turn out to be even more daunting than the original Macintosh project. But Steve was certain he could negotiate a good deal with a telephone company, now that he’d gained some experience from the ROKR deal. He felt sure that his team could master the software and engineering challenges. He began to have the sense that if it all panned out, this new gadget might be the biggest-selling electronic product of all time. It wasn’t just going to be a phone, nor was it going to be a phone that was a media player. It was going to be a full-blown computer, too. That meant it would also be a smartphone, one that was perpetually connected to the Internet. The easiest part was coming up with a name for it: iPhone, of course.
    需要回头看看空间计算

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FolderPaint   https://github.com/MichaelTr7/FolderPaint Folder colour changing application for macOS. 乔布斯说:“对于我和苹果公司的许多人来说,索尼的盛田昭夫是最大的灵感来源之一。我希望我们今天的所想所为能让他会心一笑。” 乔布斯甚至从索尼挖走了一位顶级设计师。哈特穆特·艾斯林格被苹果挖走前,已在 100 多种索尼产品的创造中发挥了重要作用。 供职于索尼时,艾斯林格所在的设计工作室与管理办公室和工厂车间享有同等地位。他说,这样有助于促进公司生产和设计团队之间在一定程度上达成团结,这正是乔布斯试图重建的团结。 艾斯林格指出:“乔布斯有能力洞察事物的好坏,却不知道如何实现以及如何通过组织去构建。因此,我们向苹果提出的第一个建议是,赋予设计师一定的话语权。” 斯卡利表示,乔布斯和盛田之间的深厚友谊和相互敬重可以归结为对于设计的共同热忱。 “他们以非常积极的方式产生了共鸣”,斯卡利说,“两位来自不同文化背景的创始人共聚一堂,这是非常难能可贵的。他们讨论设计原则,却从不谈及商业模式。” “Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.” City Lights Bookstore   https://en.wikipedia.org/wiki/City_Lights_Bookstore?useskin=vector 旧金山的城市之光独立书店 Vesuvio Cafe   https://en.wikipedia.org/wiki/Vesuvio_Cafe?useskin=vector 好奇怪,这家Cafe居然没有太多的介绍 “One of the things that I was fortunate of was to see and understand the context of San Francisco through the eyes of Steve Jobs,” Mr. Ive said. “He kn...

Interview with Steve Jobs, WGBH, 1990

Interviewer: what is it about this machine? Why is this machine so interesting? Why has it been so influential? Jobs: Ah ahm, I'll give you my point of view on it. I remember reading a magazine article a long time ago ah when I was ah twelve years ago maybe, in I think it was Scientific American . I'm not sure. And the article ahm proposed to measure the efficiency of locomotion for ah lots of species on planet earth to see which species was the most efficient at getting from point A to point B. Ah and they measured the kilocalories that each one expended. So ah they ranked them all and I remember that ahm...ah the Condor, Condor was the most efficient at [CLEARS THROAT] getting from point A to point B. And humankind, the crown of creation came in with a rather unimpressive showing about a third of the way down...

产品随想 | 周刊 第44期:简单即是美

Products epub-press-clients   https://github.com/haroldtreen/epub-press-clients Clients for building books with EpubPress. 将网页保存为EPUB,后续离线看 Readability   https://github.com/luin/readability Turn any web page into a clean view Progressive Web Apps for Firefox   https://github.com/filips123/PWAsForFirefox A tool to install, manage and use Progressive Web Apps (PWAs) in Mozilla Firefox Firefox Translations   https://github.com/mozilla/firefox-translations Firefox Translations is a webextension that enables client side translations for web browsers. 无需借助第三方服务,直接浏览器本地翻译,背后的技术是:The Bergamot Project   https://browser.mt/ 目前支持的语言,还比较有限,不支持中文 Maze 团队在 Notion 上整理了 350+「用户研究该问什么?」的题库   https://maze.co/blog/maze-question-bank/ 可以当成是问自己的问题 BiliDownloader   https://github.com/JimmyLiang-lzm/biliDownloader_GUI 跨桌面平台的哔哩哔哩视频下载GUI程序,颜值还可以 Clownfish for Windows   https://clownfish-translator.com/voicechanger/ The ultimate system wide voice changer for Windows Window...

产品随想 | 张鸣论中国传统政治

原始文章目录 张鸣:皇权不确定性下的统治术——传统中国官场机会主义溯源   https://www.aisixiang.com/data/68897.html 张鸣:从科举制到市场经济转型——官本位的源流及滥觞   https://www.aisixiang.com/data/59273.html 张鸣:权力边界何在,实话空间几许?——论中国政治传统中的权力与真理关系   https://www.aisixiang.com/data/67054.html Insight: 中国自秦汉以来一直是官僚化的帝制结构,虽然皇帝最终要凭借官僚这个中介才能统治国家,但官员的权力来源和合法性依据都是皇权。官僚机器只是帝制的“车轮”。所以,皇帝要怎么样,官员只要迎合,就能获利。只有在皇帝明显违反常识道理、造成重大灾祸之时,官员才可能凭借儒家伦理对皇帝提出批评。理性选择的结果使得官员更多地趋向于顺从皇帝。 ——符合历史以来的感知 中国尽管有两千多年官僚制的传统,但守规矩、遵法制、走程序的现代理性官僚制度却一直都没有建立起来。考试取官的确是理性官僚制的一个重要因素,但中国古代官僚制只是万里长征走完了第一步,然后就再也不走了。隋唐科举制建立的初衷也并非建设官僚体系,而是防止贵族垄断官职,强化君权。科举制度越来越严密,选拔出来的人才也愈发精英化。但是,官僚的行为却没有程式化和规法化。官员的个人行为偏好往往直接影响一地的发展。 ——如何再往前走一步,可以看看新加坡 官员的行为模式往往以皇帝的喜好为风向标。一般来说,皇帝喜欢什么,一个朝代就兴什么。汉初皇帝喜欢黄老,臣子们就清静无为;东汉皇帝喜欢儒生,则臣子们多为经学家;唐初皇帝喜人上书言事,则多诤谏之徒;到晚唐,皇帝喜欢佛教了,则多礼佛之士;清代嘉庆之后,皇帝提倡节俭,带头穿补丁衣服,则满朝文武衣服上都打了补丁,有的补丁比衣服本身还贵。 ——Interesting 皇帝行为的不确定性,势必导致官员行为无法程序化、规范化,而皇帝行为的不确定往往是由统治术决定的,属刻意为之。多数王朝都外儒内法,崇尚权术,甚至迷信权术。秦始皇和丞相李斯之间,有过一个小故事。李斯随从车马过盛,很是招摇,皇帝看了不高兴。随行的宦官就把这事告诉了李斯,李斯于是轻车简从,低调起来。秦始皇马上知道身边有人泄密,又审不出来,于是把当时在身边的人都杀...

ifconfig参数备忘

       主要指标说明: eth0/lo:网络接口名 Link encap:网络类型

产品随想 | 读《中国是部金融史》:第三章至第五章

  第三章 犯我货币者,虽强必诛(汉高祖一汉武帝) 刘邦大概没有想到,他的土地政策奠定了此后两千年的社会结构:皇帝是社会最高层,具有至高无上的权力;皇帝之下是三公九即等封建官僚,拿皇帝的钱,逐级管理小农;最底层是万千小农,他们对帝国纳税,用自己的血汗钱养活帝王与封建官僚。此后,中国封建社会结构始终没有摆脱“皇权一封建官僚一小农”这个三位一体的窠臼。 既然消灭了异姓王,正常思维应该是仿效秦始皇强化郡县制,但是这位平民皇帝选择了…条谁也想不到的道路,他分封自己的兄弟子侄为王,并与诸王约定,此后非我子孙称王,天下人都可以杀了他(非刘氏而王者,天下共击之)。刘邦亲眼目睹了秦帝困的分崩离析,危急时刻无人愿意支撑起破败的帝国。华竟,官僚靠薪水吃饭, 就算贪污的本事很大,也没有理由维护别人的一姓天下。 如果没有血浓于水的同姓诸侯王,汉帝国将来同样无法应对真正的危机。事实证明,分封刘氏诸王是对的,如果没有刘邦留下来的同姓诸侯,恐怕汉朝早就得跟着皇后吕雉姓“吕”了。 人们习惯于将刘邦的皇后吕雉称呼为“吕后〞,这是中国古代历史上第一位临朝称制的太后,另外两位要等到盛唐和晚清才能在本书中出镜,三位女强人都是中国货币史上浓墨重彩的人物。 然而,从吕雉开始,仅仅不到一个世纪, 破败的汉帝国就一跃变为当时世界上最强盛的国家,直接把打遍天下无敌手的匈奴骑兵赶到了西欧,让罗马帝国受尽了欺凌。吕后末年,西汉单个农业劳动力的原粮产量已经突破了三干四百斤,这不但是西欧一干五百年后的劳动生产率,也远高于1973年中四的劳动生产率(二千二百四十斤)。应该说,中西文明争霸就是从汉帝国驱赶匈奴开始的,在第一轮交锋中,西欧完败。 ──原来西汉能超过1978年,厉害 吕雉坚决执行了一项前无古人(后有来者)的税收政策—“十五而税一”,换算一下,吕雉时代庶人个人收入所得税税率为 6.6%,而且,没有累进税率。 《二年律令》彻底改变了中国历史的发展轨迹,秦人以军功授田,刘邦以服兵役为代价授田,只有到了吕雉才真正实现了全困范用的“均田“。这是中国历史上第一次以法律形式明确了土地私有制度,每一个最普通的庶人都获得了土地,整个社会实现了孟子的“百亩之田、五亩之宅”理想。这是无数先贤追求的大同世界梦想一“耕者有其田”,请注意,我没有说这是“耕者有其田"的雏形,而是实实在在的“耕者有其田"。 ──对汉朝,充满敬...