网飞的自由与责任

是的，就是这个在ACT敏捷教练实战能力培训中反复被林伟丹和王宇二位提到的《自由与责任》。

专业的态度让我翻出了英文原文，按照自己理解翻译了一遍。

Freedom and Responsibility

There are companies where people ignore trash on the floor in the office, leaving it for someone else to pick it up, and there are companies where people in the office lean down to pick up the trash they see, as they would at home. We try hard to be the latter, a company where everyone feels a sense of responsibility to do the right thing to help the company at every juncture. Picking up the trash is the metaphor for taking care of problems, small and large, and never thinking “that’s not my job.” We don’t have rules about picking up the real or metaphoric trash. We try to create a sense of ownership so that this behavior comes naturally.

有些公司，人们对办公室地板上的垃圾视而不见，留给其他人去捡；有些公司，办公室里的人看到垃圾就会俯身捡起来，就像在家里一样。网飞努力成为后者，公司里的每个人都将做正确的事情当做责任，以在每个关键时刻能够给公司助力。捡垃圾是关于处理大大小小的问题和从不认为“那不是我的工作”的一个隐喻。关于处理现实中或隐喻意的“垃圾”，网飞没有制定规则。我们试图创造一种主人翁意识，使这种行为自然而然地发生。

Our goal is to inspire people more than manage them. We trust our teams to do what they think is best for Netflix — giving them lots of freedom, power, and information in support of their decisions. In turn, this generates a sense of responsibility and self-discipline that drives us to do great work that benefits the company.

我们的目标是对人进行激励而不是管理。我们相信团队会做他们认为最适合 Netflix 的事情——给予大量的自由、权力和信息来支持他们的决定。反过来，这会产生责任感和自律感，驱使我们做出有利于公司的伟大工作。

We believe that people thrive on being trusted, on freedom, and on being able to make a difference. So we foster freedom and empowerment wherever we can.

我们相信，人们因被信任、拥有自由和能够有所作为而茁壮成长。因此，我们尽可能地促进自由和赋权。

In many organizations, there is an unhealthy emphasis on process and not much freedom. These organizations didn’t start that way, but the python of process squeezed harder every time something went wrong. Specifically, many organizations have freedom and responsibility when they are small. Everyone knows each other, and everyone picks up the trash. As they grow, however, the business gets more complex, and sometimes the average talent and passion level goes down. As the informal, smooth-running organization starts to break down, pockets of chaos emerge, and the general outcry is to “grow up” and add traditional management and process to reduce the chaos. As rules and procedures proliferate, the value system evolves into rule following (i.e. that is how you get rewarded). If this standard management approach is done well, then the company becomes very efficient at its business model — the system is dummy-proofed, and creative thinkers are told to stop questioning the status quo. This kind of organization is very specialized and well adapted to its business model. Eventually, however, over 10 to 100 years, the business model inevitably has to change, and most of these companies are unable to adapt.

许多组织过分强调流程，而不怎么强调自由。这些组织一开始并不是这样的，但随着问题的出现，流程的"巨蟒"就会越收越紧。具体来说，许多组织在很小的时候就有自由和责任。每个人都互相认识，每个人都捡垃圾。然而，随着组织的成长，业务变得越来越复杂，人才和热情的平均水平会下降。随着非正式却平稳运行的组织开始崩溃，出现了混乱，常见的抗议是要求组织“成熟”起来并添加传统的管理和流程以减少混乱。随着规则和程序的激增，价值体系演变为遵循规则（即获得奖励的方式）。如果这种标准的管理方法做得好，那么公司的商业模式就会变得非常高效——该系统不会失败的，有创意的、爱思考的人被要求停止对现状进行质疑。这样的组织非常专业，并且很好地适应了其商业模式。然而，在10到100年的时间里，商业模式不可避免地要发生变化，而这些公司大多无法适应。

To avoid the rigidity of over-specialization, and avoid the chaos of growth, while retaining freedom, we work to have as simple a business as we can given our growth ambitions, and to keep employee excellence rising. We work to have a company of self-disciplined people who discover and fix issues without being told to do so.

为了避免过度专业化带来的僵化、增长的混乱，同时又能保留自由，在我们对于增长的雄心壮志之上，努力让业务尽可能简单，使员工的卓越水平不断提高。我们努力成为一家由自律之人组成的公司，人们可以自发地发现并解决问题。

We are dedicated to increasing employee freedom to fight the python of process. Some examples of how we operate with unusual amounts of freedom are:

我们致力于增加员工自由以与流程“巨蟒”作斗争。下面是我们以不寻常的自由度运作的一些例子：

• We share documents internally broadly and systematically. Nearly every document is fully open for anyone to read and comment on, and everything is cross-linked. Memos on each title’s performance, on every strategy decision, on every competitor, and on every product feature test are open for all employees to read. There are some leaks, but the value of highly-informed employees is well worth it.
• 我们在内部广泛而系统地共享文档。几乎每个文档都完全开放供任何人阅读和评论，并且所有内容都是交叉链接的。关于每个职称的表现、每个战略决策、每个竞争对手以及每个产品功能测试的备忘录都对所有员工开放。是有一些泄漏问题，但非常值得让员工高度知情。
• There are virtually no spending controls and few contract signing controls. Each employee is expected to seek advice and perspective as appropriate. “Use good judgment” is our core precept.
• 几乎没有支出控制和合同签署控制。每位员工都应酌情寻求建议和观点。 “使用良好的判断力”是我们的核心理念。
• Our policy for travel, entertainment, gifts, and other expenses is 5 words long: “act in Netflix’s best interest.”
• 我们的差旅、娱乐、礼品和其他费用政策只有 5 个词：“以 Netflix 的最佳利益行事。”
• Our vacation policy is “take vacation.” We don’t have any rules or forms around how many weeks per year. Frankly, we intermix work and personal time quite a bit, doing email at odd hours, taking off a weekday afternoon, etc. Our leaders make sure they set good examples by taking vacations, often coming back with fresh ideas, and encourage the rest of the team to do the same.
• 我们的假期政策是“去休假”。没有关于休假时长的规则和形式任何规定。坦率地说，我们将工作和个人时间混在了一起，在奇怪的时间发电子邮件，在工作日的下午休息等等。我们的领导确保他们自己通过休假来树立良好的榜样，经常带着新鲜的想法回来，并鼓励团队其他人也这样做。
• Our parental leave policy is: “take care of your baby and yourself.” New parents generally take 4-8 months.
• 我们的育儿假政策是：“照顾好你的宝宝和你自己。” 新父母一般会休假4-8个月。
• Each employee chooses each year how much of their compensation they want in salary versus stock options. You can choose all cash, all options, or whatever combination suits you. You choose how much risk and upside you want. These 10-year stock options are fully-vested and you keep them even if you leave Netflix.
• 每个员工都会选择每年他们想要的薪酬与股票期权的多少。可以选择所有现金、所有选项或任何适合自己的组合。可以选择想要的风险和上涨空间。这些 10 年期股票期权是完全归属员工的，即使离开 Netflix，您也可以保留它们。
• There are no compensation handcuffs (vesting) requiring you to stay in order to get your money. People are free to leave at any time, without loss of money, and yet they overwhelmingly choose to stay. We want managers to create conditions where people love being here, for the great work and great pay.
• 没有补偿手铐（归属）要求您留下来才能得到钱。人们可以随时离开，而不损失金钱，但绝大多数人会选择留下。我们希望管理人员创造条件，让人们喜欢在这里工作，享受出色的工作和丰厚的报酬。

You might think that such freedom would lead to chaos. But we also don’t have a clothing policy, yet no one has come to work naked. The lesson is you don’t need policies for everything. Most people understand the benefits of wearing clothes at work.

你可能认为这样的自由会导致混乱。但我们也没有服装政策，然而没有人裸体上班。学到经验教训是不需要为所有的事制定政策。大多数人都了解在工作中穿衣服的好处。

There are a few important exceptions to our anti-rules pro-freedom philosophy. We are strict about ethical issues and safety issues. Harassment of employees or trading on insider information are zero tolerance issues, for example. Some information security issues, such as keeping our members’ payment information safe, have strict controls around access. Transferring large amounts of cash from our company bank accounts has strict controls. But these are edge cases.

我们反对规则、支持自由的理念也有一些重要的例外情况。我们对道德问题和安全问题非常严格。 例如，骚扰员工或利用内幕信息进行交易是零容忍问题。一些信息安全问题，例如保持我们会员的支付信息安全，我们对访问进行了严格的控制。从公司的银行账户转移大量现金有严格的控制。但这些都是边缘情况。

In general, freedom and rapid recovery is better than trying to prevent error. We are in a creative business, not a safety-critical business. Our big threat over time is lack of innovation, so we should be relatively error tolerant. Rapid recovery is possible if people have great judgment. The seduction is that error prevention just sounds so good, even if it is often ineffective. We are always on guard if too much error prevention hinders inventive, creative work.

一般来说，给予自由然后快速恢复比试图防止错误发生更好。我们从事的是创意业务，而不是安全攸关业务。 随着时间的推移，我们面临的最大威胁是缺乏创新，因此我们应该相对地容错。如果人们有很好的判断力，那么快速恢复是可能发生地。诱惑是预防错误即使通常无效，听起来确很棒。对于过多预防错误的行为是否阻碍了创造性的工作，我们总是保持警惕。

On rare occasions, freedom is abused. We had one senior employee who organized kickbacks on IT contracts for example. But those are the exceptions, and we avoid over-correcting. Just because a few people abuse freedom doesn’t mean that our employees are not worthy of great trust.

在极少数情况下，自由被滥用。例如，有个高层员工操作 IT 合同的回扣。但这些都是例外，我们避免过度纠正。仅仅因为少数人滥用自由并不意味着我们的员工不值得高度信任。

Some processes are about increased productivity, rather than error avoidance, and we like processes that help us get more done. One such process we do well is effective scheduled meetings. We have a regular cadence of many types of meetings; we start and end on time, and have well-prepared agendas. We use these meetings to learn from each other and get more done, rather than to prevent errors or approve decisions.

有些流程是关于提高生产力，而不是关于避免错误的。我们喜欢那些可以帮助我们完成更多工作的流程。我们做的一个这样的过程是有效安排的会议。我们定期举办多种类型的会议；准时开始，准时结束，并有充分准备的议程。我们利用这些会议相互学习并完成更多的工作，而不是为了防止错误或批准决策。