Merge pull request qiangmzsx#96 from grissiom/grissiom-patch-1

Format some lists and footnotes

zh-cn/Chapter-2_How_to_Work_Well_on_Teams/Chapter-2_How_to_Work_Well_on_Teams.md

@@ -47,9 +47,8 @@ The answer is insecurity. People are afraid of others seeing and judging their w
 
 答案是缺乏安全感。人们害怕别人看到和评价他们正在进行的工作。从某种意义上说，缺乏安全感是人性的一部分——没有人喜欢被批评，尤其是那些没有完成的事情。认识到这个主题让我们看到了软件开发中一个更普遍的趋势：缺乏安全感实际上是一个更大问题的征兆。
 
-> [^1]: Ben Collins-Sussman, also an author within this book.
->
-> 1 Ben Collins-Sussman，也是本书的作者之一。
+> [^1]: Ben Collins-Sussman, also an author within this book.  
+        Ben Collins-Sussman，也是本书的作者之一。
 
 ## The Genius Myth  天才的神话
 
@@ -116,10 +115,10 @@ It turns out that this Genius Myth is just another manifestation of our insecuri
 事实证明，这种天才神话只是我们缺乏安全感的另一种表现。许多程序员害怕分享他们刚刚开始的工作，因为这意味着同行会看到他们的错误，知道代码的作者不是天才。
 
 To quote a friend:
-    *I know I get SERIOUSLY insecure about people looking before something is done. Like they are going to seriously judge me and think I’m an idiot.*
+> I know I get SERIOUSLY insecure about people looking before something is done. Like they are going to seriously judge me and think I’m an idiot.
 
 引用一位朋友的话：  
-   *我知道，别人在我完成某事之前就来看，会让我感到非常不安全。好像他们会认真地评判我，认为我是个白痴。*
+> 我知道，别人在我完成某事之前就来看，会让我感到非常不安全。好像他们会认真地评判我，认为我是个白痴。
 
 This is an extremely common feeling among programmers, and the natural reaction is to hide in a cave, work, work, work, and then polish, polish, polish, sure that no one will see your goof-ups and that you’ll still have a chance to unveil your masterpiece when you’re done. Hide away until your code is perfect.
 
@@ -164,13 +163,11 @@ Early sharing isn’t just about preventing personal missteps and getting your i
 
 尽早分享不仅仅是为了防止个人失误和检验你的想法，对于加强我们称之为项目的巴士因子也是十分重要的。
 
-> [^2]: Literally, if you are, in fact, a bike designer.
->
-> 2  实际上，如果你是一个自行车设计师。
->
-> [^3]: I should note that sometimes it’s dangerous to get too much feedback too early in the process if you’re still unsure of your general direction or goal.
->
-> 3  我应该注意到，如果你仍然不确定自己的总体方向或目标，那么在过程中过早地获得太多反馈是很危险的。
+> [^2]: Literally, if you are, in fact, a bike designer.  
+        实际上，如果你是一个自行车设计师。
+
+> [^3]: I should note that sometimes it’s dangerous to get too much feedback too early in the process if you’re still unsure of your general direction or goal.  
+        我应该注意到，如果你仍然不确定自己的总体方向或目标，那么在过程中过早地获得太多反馈是很危险的。
 
 ### The Bus Factor 巴士因子
 
@@ -232,9 +229,8 @@ Don’t misunderstand us—we still think engineers need uninterrupted time to f
 
 ------
 
-> [^4]:    I do, however, acknowledge that serious introverts likely need more peace, quiet, and alone time than most people and might benefit from a quieter environment, if not their own office.  
->
-> 4  然而，我承认，严肃内向的人可能比大多数人需要更多的平静、安静和独处的时间，如果不是他们自己的办公室，他们可能会从一个更安静的环境中受益。
+> [^4]:  I do, however, acknowledge that serious introverts likely need more peace, quiet, and alone time than most people and might benefit from a quieter environment, if not their own office.  
+         然而，我承认，严肃内向的人可能比大多数人需要更多的平静、安静和独处的时间，如果不是他们自己的办公室，他们可能会从一个更安静的环境中受益。
 
 ### In Short, Don’t Hide 总之，不要隐匿
 
@@ -285,28 +281,31 @@ So, if teamwork is the best route to producing great software, how does one buil
 To reach collaborative nirvana, you first need to learn and embrace what I call the “three pillars” of social skills. These three principles aren’t just about greasing the wheels of relationships; they’re the foundation on which all healthy interaction and collaboration are based:
 
 *Pillar 1: Humility*  
-    You are not the center of the universe (nor is your code!). You’re neither omniscient nor infallible. You’re open to self-improvement.
+     You are not the center of the universe (nor is your code!). You’re neither omniscient nor infallible. You’re open to self-improvement.
+
 *Pillar 2: Respect*  
-    You genuinely care about others you work with. You treat them kindly and appreciate their abilities and accomplishments.
+     You genuinely care about others you work with. You treat them kindly and appreciate their abilities and accomplishments.
+
 *Pillar 3: Trust*  
-    You believe others are competent and will do the right thing, and you’re OK with letting them drive when appropriate.[^5]
+     You believe others are competent and will do the right thing, and you’re OK with letting them drive when appropriate.[^5]
 
 要达到协作的最佳效果，你首先需要学习并接受我所说的社交的“三大支柱”。这三个原则不仅仅是人际关系的润滑剂，更是一切健康互动和协作的基础：
 
-*支柱1：谦逊*
-    你不是宇宙的中心（你的代码也不是！）。你既不是全方位的，也不是绝对正确的。你愿意不断提升自我。
-*支柱2：尊重*
-    你真诚地关心与你一起工作的人。你善待他们，欣赏他们的能力和成就。
-*支柱3：信任*
-    你相信其他人有能力并且会做正确的事情，你可以让他们在适当的时候牵头。
+*支柱1：谦逊*  
+     你不是宇宙的中心（你的代码也不是！）。你既不是全方位的，也不是绝对正确的。你愿意不断提升自我。
+
+*支柱2：尊重*  
+     你真诚地关心与你一起工作的人。你善待他们，欣赏他们的能力和成就。
+
+*支柱3：信任*  
+     你相信其他人有能力并且会做正确的事情，你可以让他们在适当的时候牵头。
 
 If you perform a root-cause analysis on almost any social conflict, you can ultimately trace it back to a lack of humility, respect, and/or trust. That might sound implausible at first, but give it a try. Think about some nasty or uncomfortable social situation currently in your life. At the basest level, is everyone being appropriately humble? Are people really respecting one another? Is there mutual trust?
 
 如果你对所有社会冲突进行根本原因分析，你最终可以追溯到缺乏谦逊、尊重和信任。一开始听起来似乎不太可信，但不妨试一试。想想你生活中的一些令人尴尬或不舒服的社交场合。在最基本的层面上，每个人都适当地谦虚吗？人们真的互相尊重吗？有相互信任吗？
 
-> [^5]:    This is incredibly difficult if you’ve been burned in the past by delegating to incompetent people./
->
-> 5  如果你过去曾被委派给不称职的人，这将是非常困难的。
+> [^5]: This is incredibly difficult if you’ve been burned in the past by delegating to incompetent people.  
+        如果你过去曾被委派给不称职的人，这将是非常困难的。
 
 ### Why Do These Pillars Matter?为什么这些支柱很重要？
 
@@ -316,11 +315,11 @@ When you began this chapter, you probably weren’t planning to sign up for some
 
 Here’s a quote from a famous lecture by Richard Hamming:
 
-​    By taking the trouble to tell jokes to the secretaries and being a little friendly, I got superb secretarial help. For instance, one time for some idiot reason all the reproducing services at Murray Hill were tied up. Don’t ask me how, but they were. I wanted something done. My secretary called up somebody at Holmdel, hopped [into] the company car, made the hour-long trip down and got it reproduced, and then came back. It was a payoff for the times I had made an effort to cheer her up, tell her jokes and be friendly; it was that little extra work that later paid off for me. By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the system to your desires.
+> By taking the trouble to tell jokes to the secretaries and being a little friendly, I got superb secretarial help. For instance, one time for some idiot reason all the reproducing services at Murray Hill were tied up. Don’t ask me how, but they were. I wanted something done. My secretary called up somebody at Holmdel, hopped [into] the company car, made the hour-long trip down and got it reproduced, and then came back. It was a payoff for the times I had made an effort to cheer her up, tell her jokes and be friendly; it was that little extra work that later paid off for me. By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the system to your desires.
 
 以下是理查德·哈明（Richard Hamming）著名演讲中的一段话：
 
-​    *通过不厌其烦地给秘书们讲笑话，并表现出一点友好，我得到了秘书的出色协作。例如，有一次由于某些愚蠢的原因，Murray Hill的所有复制服务都被占用了。别问我为什么，但他们是。但事实就是如此。我的秘书给Holmdel的某个人打了电话，跳上他们公司的车，花了一个小时把它复制下来，然后回来了。我努力让她高兴起来、给她讲笑话并保持友好，作为一种回报；正是这一点额外的工作后来给了我回报。通过认识到你必须使用这个系统并研究如何让这个系统来完成你的工作，你就学会了如何使这个系统实现你的需求。*
+> 通过不厌其烦地给秘书们讲笑话，并表现出一点友好，我得到了秘书的出色协作。例如，有一次由于某些愚蠢的原因，Murray Hill的所有复制服务都被占用了。别问我为什么，但他们是。但事实就是如此。我的秘书给Holmdel的某个人打了电话，跳上他们公司的车，花了一个小时把它复制下来，然后回来了。我努力让她高兴起来、给她讲笑话并保持友好，作为一种回报；正是这一点额外的工作后来给了我回报。通过认识到你必须使用这个系统并研究如何让这个系统来完成你的工作，你就学会了如何使这个系统实现你的需求。*
 
 The moral is this: do not underestimate the power of playing the social game. It’s not about tricking or manipulating people; it’s about creating relationships to get things done. Relationships always outlast projects. When you’ve got richer relationships with your coworkers, they’ll be more willing to go the extra mile when you need them.
 
@@ -343,11 +342,12 @@ Although it’s important to be humble, that doesn’t mean you need to be a doo
 尽管谦虚很重要，但这并不意味着你需要做一个受气包；自信没有错。不要表现得像无所不知。最好的是，考虑以 "集体 "的自我为目标；与其担心你个人是否了不起，不如尝试建立一种团队成就感和团体自豪感。例如，Apache软件基金会一直致力于围绕软件项目创建社区。这些社区有着令人难以置信的强烈认同感，拒绝那些更关心自我宣传的人。
 
 Ego manifests itself in many ways, and a lot of the time, it can get in the way of your productivity and slow you down. Here’s another great story from Hamming’s lecture that illustrates this point perfectly (emphasis ours):
-    John Tukey almost always dressed very casually. He would go into an important office and it would take a long time before the other fellow realized that this is a first-class man and he had better listen. For a long time, John has had to overcome this kind of hostility. It’s wasted effort! I didn’t say you should conform; I said, “The appearance of conforming gets you a long way.” If you chose to assert your ego in any number of ways, “I am going to do it my way,” you pay a small steady price throughout the whole of your professional career. And this, over a whole lifetime, adds up to an enormous amount of needless trouble. […] By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the system to your desires. Or you can fight it steadily, as a small, undeclared war, for the whole of your life.
+
+> John Tukey almost always dressed very casually. He would go into an important office and it would take a long time before the other fellow realized that this is a first-class man and he had better listen. For a long time, John has had to overcome this kind of hostility. It’s wasted effort! I didn’t say you should conform; I said, “The appearance of conforming gets you a long way.” If you chose to assert your ego in any number of ways, “I am going to do it my way,” you pay a small steady price throughout the whole of your professional career. And this, over a whole lifetime, adds up to an enormous amount of needless trouble. […] By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the system to your desires. Or you can fight it steadily, as a small, undeclared war, for the whole of your life.
 
 自我表现在很多方面，很多时候，它会妨碍你的生产力，拖累你。下面是Hamming演讲中的另一个精彩故事，完美地说明了这一点（重点是我们的）：
 
-    *John Tukey 几乎总是穿得很随便。他会走进一个重要会议，过了很长一段时间，另一个人才意识到这是一个牛逼的人，他最好听从。长期以来，约翰不得不克服这种敌意。这是白费力气！我没说你应该服从；我说，“顺从的外表让你走得更远。”如果你选择以任何一种方式来主张你的自我，"我要用我的方式来做"，你就会在整个职业生涯中付出确定的小代价。而这，在整个一生中，加起来就是一个大量的不必要的麻烦。[…]通过意识到你必须使用这个系统并研究如何让这个系统完成你的工作，你学会了如何让这个系统适应你的愿望。或者你可以在你的一生中，作为一场小型的、不宣而战的战争，稳扎稳打。*
+> John Tukey 几乎总是穿得很随便。他会走进一个重要会议，过了很长一段时间，另一个人才意识到这是一个牛逼的人，他最好听从。长期以来，约翰不得不克服这种敌意。这是白费力气！我没说你应该服从；我说，“顺从的外表让你走得更远。”如果你选择以任何一种方式来主张你的自我，"我要用我的方式来做"，你就会在整个职业生涯中付出确定的小代价。而这，在整个一生中，加起来就是一个大量的不必要的麻烦。[…]通过意识到你必须使用这个系统并研究如何让这个系统完成你的工作，你学会了如何让这个系统适应你的愿望。或者你可以在你的一生中，作为一场小型的、不宣而战的战争，稳扎稳打。
 
 #### Learn to give and take criticism 学会提出和接受建设性批评
 
@@ -396,18 +396,17 @@ Over in Google X—the division that works on “moonshots” like self-driving
 
 在谷歌X部门——该部门负责研究自动驾驶汽车和通过热气球提供互联网接入等 "登月计划"——故意将失败次数纳入其激励系统。人们会想出一些稀奇古怪的想法，同事们也会受到积极的鼓励尽快实现它们。每个人都会得到奖励（甚至是竞争），看看他们能在一段固定的时间内反驳或否定多少观点。只有当一个概念真的不能在白板上被所有同行揭穿时，它才能进入早期原型。
 
-> [^6]:    You can find a dozen variants of this legend on the web, attributed to different famous managers.
->
-> 6  你可以在网上找到这一传说的十几种变体，它们都是由不同的著名经理人创造的。
->
-> [^7]:    By the same token, if you do the same thing over and over and keep failing, it’s not failure, it’s incompetence.
-> 7  同样的道理，如果你一次又一次地做同样的事情，却不断失败，那不是失败，而是无能。
+> [^6]: You can find a dozen variants of this legend on the web, attributed to different famous managers.  
+        你可以在网上找到这一传说的十几种变体，它们都是由不同的著名经理人创造的。
+
+> [^7]: By the same token, if you do the same thing over and over and keep failing, it’s not failure, it’s incompetence.  
+        同样的道理，如果你一次又一次地做同样的事情，却不断失败，那不是失败，而是无能。
 
 ### Blameless Post-Mortem Culture 无指责的事后分析文化
 
 The key to learning from your mistakes is to document your failures by performing a root-cause analysis and writing up a “postmortem,” as it’s called at Google (and many other companies). Take extra care to make sure the postmortem document isn’t just a useless list of apologies or excuses or finger-pointing—that’s not its purpose. A proper postmortem should always contain an explanation of what was learned and what is going to change as a result of the learning experience. Then, make sure that the postmortem is readily accessible and that the team really follows through on the proposed changes. Properly documenting failures also makes it easier for other people (present and future) to know what happened and avoid repeating history. Don’t erase your tracks—light them up like a runway for those who follow you!
 
-从错误中学习的关键是通过进行根因分析和撰写“事后总结”来记录你的失败，在谷歌（和许多其他公司）成为事后总结（国内成为复盘）。要格外小心，确保 "事后总结 "文件不只是一份无用的道歉、借口或指责的清单，这不是它的目的。正确事后总结应该总是包含对所学到的内容的解释，以及作为学习经验作为后续的改进落地。然后，确保事后总结可以随时查阅，并确保团队真正贯彻执行所建议的改变。好的故障复盘要让其他人（现在和将来）知道发生了什么，避免重蹈覆辙。不要抹去你的足迹——让它们在道路上照亮给那些追随你的人!
+从错误中学习的关键是通过进行根因分析和撰写“事后总结”来记录你的失败，在谷歌（和许多其他公司）成为事后总结（国内称为复盘）。要格外小心，确保 "事后总结 "文件不只是一份无用的道歉、借口或指责的清单，这不是它的目的。正确事后总结应该总是包含对所学到的内容的解释，以及作为学习经验作为后续的改进落地。然后，确保事后总结可以随时查阅，并确保团队真正贯彻执行所建议的改变。好的故障复盘要让其他人（现在和将来）知道发生了什么，避免重蹈覆辙。不要抹去你的足迹——让它们在道路上照亮给那些追随你的人!
 
 A good postmortem should include the following: