这是2017的英文第二版，与2005的英文首版区别还是蛮大的。
两版都暂时没有中译本，不过中国亚马逊可以买到 Kindle英文版 ，￥53.17，不算很贵。
注：这里的 collaboration 我倾向于翻译成“协作”而不是“合作”
Introduction Beyond the Lone Genius
（作者从CNN请他做一个1小时的特别讲座开始谈起）
Both my research and my real-world experience had led me to the same conclusion: collaboration is the secret to breakthrough creativity.
I’d discovered that group improv was the purest form of collaboration. （作者认为团队的即兴演出是最单纯的协作）
When the first version of Group Genius was published in 2007, it was pretty radical to claim that collaboration drives innovation. （作者认为2007年的初版中所声称的“协作驱动创新”是非常激进的）
Now, ten years later, the evidence for the creative power of collaboration is overwhelming. （但10年过去后，协作的力量是压倒性的）
But there’s a problem: it turns out that it’s hard to collaborate successfully. （这里是说，很多地方所使用的协作方式其实是错误的。尤其是“头脑风暴”，很多时候一点用都没有）
My research has shown that only certain kinds of collaboration work in the real world—improvisations that are guided and planned, but in a way that doesn’t kill the power of improvisation to generate unexpected insights.
Improvised innovation is more likely to work when a group experiences group flow. （作者借用了“心流”的概念，认为正确的协作会让团队进入心流状态）
Today’s Internet tools make collaboration easier than ever... Today’s technologies are aligned with our social nature. They help us become more connected and more human. （今日与往日的不同在于今日的互联网工具让人们能更好地协作）
（然后作者认为心理学家用对单一个人思维进行研究来研究创造力的方法是无效的，因为即兴创作完全不能用单一个人的感受来衡量）
I began to search for an alternative approach to studying creativity. That’s when I discovered “interaction analysis,” a research tool that allows scientists to chart the minute-to-minute interactions that make collaboration so powerful. （作者选择的研究方法是 interaction analysis 互动分析法）
（接下来作者说他近些年的研究，主要结论是协作创新在各个领域都在发生，不是特例）
And I made a fascinating discovery: even though these products didn’t result from a single conversation, their historical emergence followed the same process as an improvised conversation—with small sparks gathering together over time, multiple dead ends, and the reinterpretation of previous ideas. （作者的发现：从历史观来看，创新的发生都是“即兴协作式”的）
（然后是介绍各章重点内容）
In fact, researchers have discovered that the mind itself is filled with a kind of internal collaboration, that even the insights that emerge when you’re completely alone can be traced back to previous collaborations.
And you’ll see that even though insight often feels like a solitary, private event, its roots are in collaboration.
（就算是独立创新，其思维过程也在大脑中进行着“内部协作”，或者是基于之前的“协作”）
Indeed, using clever research designs, scientists have demonstrated how moments of insight can be traced back to previous dedication, hard work, and collaboration. （瞬间的洞见也联系着之前的工作）
（第三部分会分析历史上的革命性创新，这些并不真的出自发明家个体的灵机一动）
Innovation is what drives today’s economy, and our hopes for the future—as individuals and organizations—lie in finding creative solutions to pressing problems. （创新的重要性）
Part One | The Collaborative Team
1 | The Power of Collaboration
（关于莱特兄弟发明飞机的事例）
These diaries show that the Wrights didn’t experience a single moment of insight; rather, their collaboration resulted in a string of successive ideas, each spark lighting the next. （从莱特兄弟的日记可以看出，他们的成功不是灵光乍现，而是长期协作中一个接一个小火花的累积结果）
“invisible collaboration” （隐性协作）
（关于发明山地自行车的事例。普通的公路自行车有一系列不适合山地骑行的问题，然后不同地区过来Marin County的骑手都作出了针对不同问题的改装方案，最后这些小改进被整合成了专门的山地自行车，并让山地骑行变成了奥运项目）
The mountain bike was the result of a largely invisible long-term collaboration that stretched from Marin to Colorado.
（作者的invisible collaboration其实就是我所说的memetic evolution，或者social creativity）
When we collaborate, creativity unfolds across people; the sparks fly faster, and the whole is greater than the sum of its parts. （这里的 sparks 就相当于我所说的 memes ）
by the early 1990s, those of us studying creativity had reached the limits of this approach. We were beginning to see that even the best creativity tests couldn’t predict which children would become the most creative adults. （不愧是从心理学研究范式出来的人，对这个“瓶颈”总结得就是精辟！）
Psychologists are typically trained to focus on the individual, an approach firmly supported by our culture’s belief that the solitary individual is the source of creativity.
Just like today’s software and business innovations, psychoanalysis, impressionism, and quantum physics emerged over many years of interactions, trial and error, and false starts—not in a single burst of insight.
（然后用大段介绍了 Jazz Freddy，在芝加哥 Live Bait Theater 的即兴喜剧表演。之后作者花了好几年的时间来对很多即兴表演录像进行“互动分析”，这应该是本书初版之前的事情了）
Black Box （技术黑箱）
A PricewaterhouseCoopers study of 1,100 senior executives found that companies with the most collaborative leadership teams were in the top quartile of revenue and innovation.
（10年来，各大公司，包括 P&G、Whole Foods、Bob Mudge、一些医药企业等，都因为持续投入建设“协作文化（collaborative culture）”而获得了创新上的提升）
But many researchers who study collaboration have largely taken a black-box approach: they look at overall team characteristics—such as members’ personality traits—instead of investigating what goes on inside the box. （但很多研究者都是用“黑箱方法”在进行研究，只看结果，并不去探索过程中发生了什么，比如 Google 的 Project Aristotle，最终没有得到什么结论）
They found that only one thing predicted which teams would do well: the interaction patterns of the group’s conversation—inside the box.
My preferred approach is called interaction analysis, a time-consuming method of analyzing verbal gestures, body language, and conversation during collaboration. What makes it challenging is that you can’t study it with hard numbers. （作者对“互动分析法”的解释）
After two years of performing and collecting videotapes, I spent the next ten analyzing these collaborations, line by line and second by second. （作者实际上花了2年时间跟即兴表演团队一起演奏并录像，然后花了10年时间去分析这些录像！）
In both an improv group and a successful work team, the members play off one another, each person’s contributions providing the spark for the next. Together, the improvisational team creates a novel emergent product, one that’s more responsive to the changing environment and better than what anyone could have developed alone. （作者对于成功的即兴创作的过程解说）
Organizations that can successfully build improvisational teams will be more likely to innovate effectively. （能够组建这样队伍的组织就会在创新中成功）
Seven key characteristics of effective creative teams: （高效创新团队的7个特征）
- Innovation Emerges over Time （创新都是逐渐浮现的）
- Successful Collaborative Teams Practice Deep Listening （自己思考的同时也要聆听别人的想法）
- Team Members Build on Their Collaborators’ Ideas （在队友的新想法之上建立自己的新想法）
- Only Afterward Does the Meaning of Each Idea Become Clear （要接受，队友行为或想法的真正意义并不一定会立刻显现，但这并不妨碍在队友的创作之上进行创作。也就是说，跟着感觉走就是了）
- Surprising Questions Emerge （失败反而会让真正的问题浮现）
- Innovation Is Inefficient （勇于“试错”，不要因为怕错而不去尝试）
- Innovation Emerges from the Bottom Up （创新从基层涌现，高层请闭嘴）
Most people spend too much time planning their own actions and not enough time listening and observing others.
In a creative collaboration, each person acts without knowing what his or her action means. Participants are willing to allow other people to give their action meaning by building on it later.
It’s called a “pivot” when a company fails at its first attempt, but while failing they discover the real problem they should have been trying to solve.
the most creative groups are good at finding new problems rather than simply solving old ones.
Improvised innovation makes mistakes, and it has as many misses as hits. But the hits can be phenomenal; they’ll make up for the inefficiency and the failures. （出错很正常，“勇于出错”反而让成功更成功）
When we look at an innovation after the fact, all we remember is the chain of good ideas that made it into the innovation; we don’t notice the many dead ends. （确实，只要最后成功了，走了多少弯路并不重要。但是，也有可能路上就死掉啊！）
The most innovative teams are those that can restructure themselves in response to unexpected shifts in the environment; they don’t need a strong leader to tell them what to do. Moreover, they tend to form spontaneously; when like-minded people find each other, a group emerges.
The improvisational collaboration of the entire group translates moments of individual creativity into group innovation. （个人创造力的累积而形成最终的团队创新）
The outcome isn’t controlled by the management team’s agenda and is therefore less predictable. （困难在于，不可控！）
In improvisational innovation, teams start with the details and then work up to the big picture. It’s riskier and less efficient, but when a successful innovation emerges, it’s often so surprising and imaginative that no single individual could have thought of it. （从细节开始，直到画出全局，高风险低效率不可控，但搞不好就出个大成果！）
IDEO uses rapid prototyping so that shared ideas can prompt later ones.
（W. L. Gore 戈尔公司）
“Your team is your boss, because you don’t want to let them down,” one employee said. “Everyone’s your boss, and no one’s your boss.”
Teams form and manage themselves improvisationally, and employees define their own roles in the company improvisationally, too.
（关于戈尔公司发明新型吉他琴弦的例子，3个员工利用10%的自由时间做研究，慢慢又吸引了6个员工一起，一共花了3年才成型，开始full-time投入并申请公司支持。）
2 | Imporvising Innovation
（关于1980年意大利地震救灾中后到的军队还没有之前自发组织的学生有效率的事件）
The surprising lesson from the 1980 Italian earthquake is that the planned and organized response was less effective than the improvised emergent response. （有组织的行为还不如即兴自发的行动）
（然后是卡崔娜飓风事件中成功的救援活动）
script-think: the tendency to think that events are more predictable than they really are. （心理学家认为这是一种普遍存在的思维倾向）
（作者又举了本田进入美国摩托车市场的例子，分析家也犯了script-think的错误，我个人觉得这里的立论有些狡辩）
The paradox is that innovation can’t be planned, and it can’t be predicted; it has to be allowed to emerge.
Researchers have discovered that if there’s time, sometimes a small amount of advance planning can help make collaboration more effective. （那么，怎么去平衡“计划”和“即兴”？）
They found that the most innovative teams were the ones that spent less time in the planning stage and more time executing—instead of planning, they improvised.
in other words, they distributed design activities throughout the execution process. （不是不要去计划，而是在执行的过程中分布式进行计划）
because of the frequent design iterations, they could respond more quickly to shifts in the market and to feedback from customers. （这样可以更好地应变）
The most creative games are always generated by a particular kind of collaboration when the members of the team start playing the game early in the twenty-minute period and improvisationally embellish and modify as they go along. The least creative games are the ones in which the team spends the entire twenty minutes carefully planning out the game but never actually play it themselves. （作者的一项实验，边玩边设计的游戏最有创意，光设计不玩的游戏最没意思）
（作者的这个实验来源自心理学家对于儿童自发设计游戏玩的过程的研究）
Children seem to improvise more naturally than adults. （因此儿童看上去比成人更有创造力）
But most of us, most of the time, have a tendency to spend too much time planning and never get to the improvisation. （人们通常都“想太多”）
（大人进场帮忙以后小孩子就不会即兴了，因为大人会指挥孩子怎么怎么做。我认为其实大人这时候更应该承担一个辅助角色，让孩子们来决定他们需要大人们帮忙干什么）
Almost all of the most creative papers shared one thing in common: they took already-existing ideas and reinterpreted what they had meant by putting them in new contexts. （这是对1800万科学论文进行分析得出的结果）
The most effective improvisational groups are self-managing. （高效的即兴小组都是自我管理式的）
The paradox of innovation is that organizations emphasize order and control, and yet improvisation seems to be uncontrollable. （所以才要去思考“组织”在创意生产中到底有什么样的作用呀！我的考虑是：组织可以帮助完成一些辅助性的工作，那些un-creative的部分留给组织去完成，而那些创意生产者则全情投入到creative的部分）
The leader of a collaborative team has to establish creative spaces within which group genius is more likely to happen.
（关于管弦乐团的例子我不太赞同。管弦乐团演出的本质是不同于即兴爵士乐的，后者是多人协作，而前者则是众人共同体现一个指挥的表演。这个例子只不过证明了乐团对“一个权威指挥”的排斥，但他们的演奏其实依然遵守着一个“隐性指挥”的控制。）
（作者这里其实想强调的是乐团成员彼此间的互相“倾听”的重要性而已）
Without a conductor to guide the rehearsals toward his vision, the musicians spent hours discussing details that a conductor would have dealt with in thirty seconds. ...so they eventually worked out a compromise: they elected a concertmaster, from among the musicians, to lead each piece. （我个人认为，这就是个笑话。算是一种另类的管弦乐演奏方式？）
This inefficiency is one hallmark of improvised innovation. （本质上，即兴协作是低效的）
Since the musicians are listening and interacting with each other during the performance. （我认为这里不对！在实际演出过程中他们根本没有协作，他们只是按照之前排练好的在表演，协作发生在排练的时候）
Jazz is a better model for innovation today than an orchestra because in organizations there is no script; individuals are often surprised by their collaborators; and creative solutions emerge unexpectedly. （用 Jazz 来做代表比用交响乐来做代表更贴切）
Each group will find its maximum creativity somewhere on the spectrum from the least improvisational to the most. （这句话倒是蛮中肯）
This spectrum parallels the organizational contrast between incremental change and transformational change. If you want a radical innovation, you need your organization to be at the improvisational extreme. （这句话说得就有点太绝对了）
（我觉得作者还是有点太过于信任自己关于“只有即兴才最有利于创新”的断言了）
3 | Group Flow
（第一个例子是关于印第安纳州的街头篮球文化，作者认为街头篮球也是非常纯粹的即兴协作活动）
He discovered that extremely creative people are at their peak when they experience “a unified flowing from one moment to the next, in which we feel in control of our actions, and in which there is little distinction between self and environment; between stimulus and response; or between past, present, and future.” （Csikszentmihalyi对“心流（flow）”的描述）
Csikszentmihalyi found that people are more likely to get into flow when their environment has four important characteristics. （进入“心流”的四个条件）
- First, and most important, they’re doing something where their skills match the challenge of the task. （难度适中，不过高不过低）
- Second, flow occurs when the goal is clear. （目标清晰）
- Third, when there’s constant and immediate feedback about how close you are to achieving that goal. （及时而清晰的反馈）
- Fourth, flow occurs when you’re free to concentrate fully on the task. （全身心投入）
Flow is the most essential ingredient in creativity.
Teresa Amabile found that creative insights were associated with the flow state.
In fact, Csikszentmihalyi found that the most common place that people experienced flow was in conversation with others. （与他人交流的时候最容易进入“心流”状态）
（作者是Csikszentmihalyi的博士学生，将“心流”理论运用到了自己的Group Genius理论中）
The Ten Conditions for Group Flow （团队心流的10个条件）
- The Group’s Goal （团队需要有一个合适而明确的目标）
- Close Listening （团队成员需要投入地去聆听其他人的声音并为之作出反应）
- Complete Concentration （需要投入）
- Being in Control （团队需要自治权）
- Blending Egos （放弃小我认同，融入团队认同）
- Equal Participation （各成员以平等的角色参与团队活动，能力要相当）
- Familiarity （业务熟练，并在业务上彼此熟悉，熟悉熟练不等于相似）
- Communication （持续不断的交流）
- Moving It Forward （眼光放远一些，思维更开放一些）
- The Potential for Failure （不害怕失败）
（作者认为，商业团队主要面对 problem-solving 型的创新任务，而即兴表演团队主要面对 problem-finding 型的创新任务）
Unclear objectives became the biggest barrier to effective team performance. （目标不明确最妨碍团队表现）
（作者举了Slack的例子说明成功并不都是一开始就计划好的。Slack 的团队本来是做游戏的，然后做了一个不太成功，又做另一个，也不太成功，为做游戏而开发的协作工具 Slack 反而最后获得了大成功）
But competitions have to be carefully designed, or they block creativity. （并不是所有的竞争都会有利于创新的！过大或过小的竞争都会妨碍创新！）
Group flow is more likely to emerge when everyone is fully engaged—what improvisers call “deep listening.”
social sensitivity （社交敏感度）
In improv, you tend to stop listening if you’ve already decided what’s going to happen.
Teresa Amabile of Harvard University has found that creativity is associated with low-pressure work environments—even though many people think they’re more creative when they work under high pressure. （压力下可能出结果，但不可能出创新）
The challenges that inspire flow are those that are intrinsic to the task itself. （只有本质于任务本身的挑战才有利于进入“心流”创新状态）
The downside of complete concentration is that other important priorities can be neglected.
Group flow increases when people feel autonomy, competence, and relatedness. （自治、自信、归属感）
But in group flow, unlike solo flow, control results in a paradox. The most innovative teams are the ones that can manage that paradox.
Managers can participate in groups in flow, but they have to participate in the same way as everyone else: by listening closely and granting autonomy and authority to the group’s emergent decision processes. （管理者也可以参与团队心流，但只能作为成员之一而不是上级指挥者）
Group flow requires that the members share an understanding of the group’s goals （because clear goals are so important to flow）; they need to share enough communicational style to respond mutually to each other （because immediate feedback is critical to flow）. But if group members are too similar, flow becomes less likely, because the group interaction is no longer challenging. （需要的是familiarity而不是similarity！没有多样性就谈不上创新了）
Group flow requires constant communication.
Group flow flourishes when people follow the first rule of improvisational acting: “Yes, and…” Listen closely to what’s being said; accept it fully; and then extend and build on it.
the twin sibling of innovation is frequent failure. （创新伴随着经常性的失败）
psychological safety. （“心理安全”，我的理解是不必因为“失败/犯错/无知”的风险而担心，创新需要能提供心理安全的环境）
the highest performers are those who engage in deliberate practice — as they’re doing a task, they’re constantly thinking about how they could be doing it better, and looking for lessons that they can use next time.
Group flow happens when many tensions are in perfect balance:
- the tension between convention and novelty;
- between structure and improvisation;
- between the critical, analytic mind and the freewheeling, outside-the-box mind;
- between listening to the rest of the group and speaking out in individual voices.
（就是说什么都要刚刚好咯，既不能多也不能少，那岂不是等于什么都没说……）
Serial entrepreneurs keep starting new businesses as much for the flow experience as for additional success.
（我认为将 “Group Genius” 翻译成“团队天才”可能更好，它强调的是一个团队整体作为单一创新个体存在，而不是团队中各个人都作为独立的创新个体各自存在，还是那句话，这本书依然受到 creator-centric tendency 的影响，依然强调“创新个体产出创新成果”这个逻辑）
4 | From Groupthink to Group Genius
（对头脑风暴的一些批评）
（头脑风暴创立者 Osborn 所提出的4项基本原则：）
- First, no criticism: don’t evaluate any ideas until you’ve finished generating them.
- Second, “freewheeling” is welcomed: the wilder the idea, the better.
- Third, quantity is the goal: the more ideas you think up, the more likely you are to find the best ideas.
- Fourth, look for combinations of previous ideas, and for improvements on previous ideas.
（IDEO 添加的一些原则：）
Stay focused on topic; stick to one conversation at a time; be visual; be physical; and use the space （white boards surround each room and Post-it notes are everywhere）.
Research shows that groups led by a trained facilitator are twice as creative.
decades of research have consistently shown that brainstorming groups think of far fewer ideas than the same number of people who work alone and later pool their ideas. （研究早就已经显示头脑风暴并没那么有效）
In many organizations, the group ends up being dumber than the individual members. How do we make sure we have a genius group and not a stupid group? （并不是很赞同这里。首先需要明确的是，有组织比无组织要好，起码从整个人类社会的发展角度来看是这样的。针对具体问题确实会出现组织的效率“不如想象中那么高，而不是真的反而降低了”的现象，这其实是由于问题的复杂性决定的，而不是“组织无用”。更有效的组织方式当然存在，但并不能以此来贬低组织的有效性。）
（当然，作者是想表达“即兴式的组织在创新上更为有效”，在这一点上我还是很认同的。）
（接下来作者介绍了一些学术界对头脑风暴的研究实验以及结果，这些实验大多是在1950s~1960s前后）
These studies just show that the rules work better when people use them alone than when they use them in groups.
Several studies have shown that people who’d been through brainstorming training later had more ideas when they worked alone. （头脑风暴的那些原则是有效的，同样在运用这些原则的情况下，个人独立思考比组成头脑风暴团队更有创造力）
（允许被试对其 ideas 进行评价之后，被试产出更少ideas，但其产出的 ideas 质量更高！前提是要事先提示告诉被试有想象力的独特的有价值的想法是很好的）
Osborn had one thing right: most people use the wrong criteria to evaluate their ideas; they think about what will work, about what worked before, or about what is familiar to them. （关键是要去除掉错误的评价标准！）
In short, there are more bad ideas to sift through with brainstorming, so it’s better to give the group members critical instructions.
In addition to using groups to generate ideas, we should be using them to evaluate ideas. （evaluation 有时候比 generation 更重要！）
Groups are better at evaluating ideas.
（1970年的时候，头脑风暴就已经不被学界支持了，到80年代，大家都认同原始版头脑风暴对于想出好点子是没用的。）
（头脑风暴无效的三个可能原因：）
- production blocking （干扰了每个个体的独立思考）
- Social inhibition （有人会因为害怕被取笑而不提供自己的点子）
- Social loafing （在团队中，有人会懒得动脑筋）
One cause of production blocking is topic fixation （所产生的想法会聚集成几个类，然后成员都固执在相同的类里面去想点子，改进的方法有 Electronic brainstorming 和 brainwriting ）
Electronic brainstorming and brainwriting groups both have just as many ideas as nominal groups.
illusion of group effectiveness （人们会自我感觉团队效率更高，但研究数据证明并不是这样的）
groupthink （小团队反而更会干傻事）
The more esprit de corps in the group, the greater the likelihood that groupthink will result in bad decisions. （越有团队精神的团队，越有可能由于groupthink而做出错误的决定）
The paradoxical finding is that even though everyone thinks collaboration is wonderful, only certain groups benefit from its power. （值得警惕）
The creative activity of each person is additive: You can just add up the individuals to create a nominal group measure. But the most innovative groups engage in tasks that aren’t additive.
In improvised innovation, a collective product emerges that could not even in theory be created by an individual. （“叠加式”的协作是 nominal group 假协作）
（作者对于nominal band的批评其实可以从另一个角度来看，这种 nominal band 不就是电子midi混音么，以往需要四五个人的表演现在利用混音可以由混音师一个人来完成。当然，这就不是 group genius了，但这也还是 creativity 啊！）
The creativity in improvised innovation isn’t additive; it’s exponential. （额，有点过于理想化了吧）
（作者这里对于叠加式协作与即兴式协作的区分还是很犀利的）
With visual creativity, researchers have found that groups beat out solo workers.
Groups tend to do worse than individuals at additive tasks, such as coming up with simple lists of ideas, but they often find better solutions when the task involves complex ideas that apply to the real world—where new ideas are complex combinations of prior ideas, where the task is new and unfamiliar to the group members, and where new ideas often depend on visualization and abstraction. （就是说，对于复杂的、混合式的问题，对于不熟悉的问题，对于视觉上的、抽象的问题，团队比个人要更有创造力一些）
Only by introducing diversity can we avoid the groupthink that results from too much conformity. （引入多样化可以帮助避免因太过一致而带来的群体思维陷阱）
A long research tradition shows that when solving complex, nonroutine problems, groups are more effective when they’re composed of people who have a variety of skills, different types of knowledge, and multiple perspectives.
Diversity makes teams more creative because the friction that results from multiple opinions drives the team to more original and more complex work.
（多样化有助于创新，在我的模因进化模型里面也得出一样的结论）
Diversity and disagreement enhance performance only when the group-flow factors are present, including some degree of shared knowledge; a culture of close listening and open communication; a focus on well-defined goals; and autonomy, fairness, and equal participation. （多样化带来的创新优势只能在团队能够进入心流状态的前提下才会出现，否则多样化有可能带来争执，反而阻碍创新）
An advance in a single field never triggers substantial change. （单一领域的发展永远不可能触发根本性改变，改变都是来自不同领域的东西之间的碰撞）
（我同意作者的观点，团队之所以优于个人，主要是因为团队带来的知识结构和观念的丰富多样程度都超过单独个人）
（关于如何奖励团队天才：）
If the members of the team know that their individual contributions can’t be measured, there’s always the risk of social loafing. But rewarding each individual can easily interfere with the collaborative dynamic of the team. （平均会让人偷懒，区别对待会破坏团队氛围，确实是个麻烦）
（这里举了Ruth Wageman在XeroxCorporation进行的对比研究做例子）
But when the task required teamwork, the group rewards resulted in the highest degree of effectiveness.
High levels of task interdependence, such as the kind required for a basketball team, result in more communication, helping, and information sharing than solitary tasks.
There’s no evidence of social loafing in interdependent teams.
Interdependent teams benefit the most from group rewards. These are also the teams that enter group flow and generate maximum innovation.
（结论：对团队整体进行奖励最优）
（在之前戈尔公司的例子中，戈尔公司所有创新利润分红都是全公司一起平均分的，老总认为如果不这样大家就不会分享想法，也不会愿意加入别人的想法当中去了。但戈尔公司员工的年度考评是被至少20位以上的同时来共同进行的，他们会报告你为大家作出了多少贡献。）
Putting people into groups isn’t a magical dust that makes everyone more creative. It has to be the right kind of group, and the group has to match the nature of the task.
（更多关于团队心流状态的规则：）
- Don’t use groups for additive tasks. Instead, use them for complex and improvisational tasks
- Keep groups to the minimum number of members required （贵精不贵多）
- Use a facilitator （用来协调队伍状态，而不是用来管理队伍决策）
- Reward groups, not individuals
- Allow the group to alternate work with frequent breaks, and switch constantly between group and individual activity （经常让队伍换换脑子）
- Compose groups with complementary skills （增加多样化，尤其是技能方面，让成员互补）
- Keep in mind that group members who are low in social anxiety and who enjoy group interaction will perform better （合群、心态好、有团队意识的人才适合放进队伍里）
（不要指望偶尔用下头脑风暴就能产出创新！）
