The legend of Apple’s renaissance revolves around the lone genius of Steve Jobs. It was his conviction and clarity of vision, the story goes, that gave birth to the iPhone. Th reality is that he was dead-set against the mobile phone category. His employees had the vision for it, and it was their ability to change his mind that really revived Apple. Although Jobs knew how to “think different”, it was his team that did much of the rethinking.

这个小故事还是挺有趣的，乔帮主一开始不想做手机，而且个人猜测以乔帮主的性格，讨厌一个东西就会真的坚定不移地讨厌。iPhone的诞生，至少说明那时的苹果有一个开放的文化，鼓励创新，给员工足够的机会去证明他们发现的新想法。试想，如果是让一个topdown的公司来做这件事，老板都不喜欢的东西，员工就算有很好的想法，甚至能实现这个想法，但没有足够的资源和支持，项目也很难做起来。

It’s when we progress from novice to amateur that we become overconfident. A bit of knowledge can be a dangerous thing.

这个是很值得我们警惕的。对一个领域只了解了一些皮毛，就很容易大谈特谈自己的意见、想法，不去严谨地验证而仅凭直觉是非常危险的。在一个领域待得越久就越觉得自己了解的东西很有限，比自己厉害的越多，发表意见时也越委婉。目前感觉自己在软件工程师这个领域刚刚迈过愚昧之岭，前几年做项目总觉得这个东西不是挺简单的，为啥别人要拖延这么久，自己做项目也总是追求快速推进，而忽视很多东西，带来了很多后遗症。现在做项目就会先非常认真得去了解背景，查找资料，和这个领域的专家咨询，评估风险，找多方专家审阅的项目的顶层设计，同时也要和各个利益相关方聊好资源和项目所带来的好处，再开始具体分阶段实施。把这些完成好会对后面项目地进展有非常重要的帮助比如减少返工，更好的按阶段完成预期目标，利益分配等等。