spring 演变
Editor’s Note: Your team will change whether you like it or not. People will come and go. Your company might double in size or even be acquired. As a foremost expert in coaching software development teams, Heidi Helfand provides an insightful overview of dynamic reteaming, how a team evolves and changes over time. We’d love to hear from you about what you think about this piece.
编者注： 无论您是否喜欢，您的团队都会改变。 人们会来去去。 您的公司规模可能翻倍甚至被收购。 作为指导软件开发团队的首要专家，海蒂·赫尔芬德(Heidi Helfand)提供了有关动态再分配，团队如何随着时间变化和变化的深刻见解。 我们很乐意听到您对您对此作品的看法。
Think of a team that you were a part of in the past. Can you remember when you joined or when you left that team? Many of us aren’t on the same teams forever — our team experiences have beginnings as well as endings. And other people might come and go from our teams in the middle of all that. An ecocycle is a useful metaphor for thinking about the evolution of a team and how it changes over time.
想想您曾经参加过的团队。 您还记得您加入或离开该团队的时间吗？ 我们中的许多人不是永远属于同一支球队-我们的球队经历既有起点也有终点。 在这一切中间，其他人可能会来来往往。 生态循环是一个有用的隐喻，可用于思考团队的发展及其随时间的变化。
Here’s a short example from forestry to illustrate the general concept of an ecocycle that I will then relate to dynamic reteaming. In the Los Padres National Forest near where I live in California, we can witness the ecocycle of oak trees firsthand. At a very high level it works like this: Acorns drop from the trees. They find their way underground and take root–like a birth phase. Next is the adolescence phase, in which the young oak trees grow and grow and grow. Then there is an accumulation taking place as the forest becomes denser. The trees that thrive get really thick and develop canopies — they are in the maturity phase. The trees that do not do well might never get to adolescence and will instead struggle and probably die off. This is akin to being in a poverty trap, or a situation where there is a failure to thrive.
这是一个来自林业的简短示例，用于说明生态循环的一般概念，然后我将其与动态再分配相关。 在我居住的加利福尼亚附近的洛斯帕德雷斯国家森林中，我们可以亲眼目睹橡树的生态循环。 在很高的水平上，它的工作原理是这样的：橡子从树上掉下来。 他们找到了自己的路，像生子一样扎根。 接下来是青春期，年轻的橡树在此成长。 然后，随着森林变得越来越密，就会发生堆积。 繁茂的树木会变得非常茂密，并形成冠层-它们处于成熟阶段。 不好的树可能永远不会青春期，反而会挣扎甚至死亡。 这类似于陷入贫困陷阱或无法兴旺发展的情况。
After a while, in a mature forest, the trees might get brittle and their growth might be slowed. It’s like a rigidity trap, where the life appears stifled or not as expansive. It could even appear stagnating. All of this is the opposite of thriving. In times of drought it can be even more pronounced, incredibly fragile, and even dangerous. Just a small spark can cause a catastrophic wildfire and burn the trees to the ground. This is the place in the ecocycle that evokes some kind of disruption or destruction.
一段时间后，在成熟的森林中，树木可能会变脆，生长速度可能会减慢。 这就像一个僵硬的陷阱，生活似乎被扼杀或没有那么膨胀。 它甚至看起来停滞不前。 所有这些都是蓬勃发展的对立面。 在干旱时期，它可能更加明显，难以置信的脆弱甚至危险。 很小的火花会引起灾难性的野火，将树木烧毁。 这是生态循环中引起某种破坏或破坏的地方。
Researchers who apply this ecocycle concept beyond forestry sometimes call the phase after maturity creative destruction, a term coined by economist Joseph Schumpeter in 1950.¹ It’s the death and disturbance phase. But nature is clever. Through this grand disruption, it finds new beginnings. Wildfires enable the release of new seeds and other matter that catalyzes incredible renewal. What takes root and survives will start this ecocycle again, regenerating the forest and the life around it in all kinds of interesting ways until the next time a large disturbance or even a catastrophe happens.
将这种生态循环概念应用到林业以外的研究人员有时将其称为成熟创造性破坏之后的阶段，这是经济学家约瑟夫·熊彼特(Joseph Schumpeter)在1950年创造的术语。¹这是死亡和干扰阶段。 但是自然是聪明的。 通过这一巨大的破坏，它找到了新的起点。 野火使新种子和其他物质得以释放，从而促进了令人难以置信的更新。 扎根并生存下来的东西将再次开始这一生态循环，以各种有趣的方式使森林及其周围的生物再生，直到下一次发生大的骚乱甚至是灾难。
So how does a forestry ecocycle relate to dynamic reteaming? I think it helps to provide an awesome context for it. Let me explain. But first a caveat — keep in mind that this dynamic reteaming ecocycle is only a metaphor. Like forestry ecocycles, it’s not meant to be a prescriptive path for all teams or organizations.² I view the dynamic reteaming ecocycle as a sensemaking tool. Inherent in this metaphor is an evolutionary approach to teams instead of a predictive or linear one.
那么，林业生态循环与动态换股有何关系？ 我认为这有助于为其提供令人敬畏的环境。 让我解释。 但首先需要注意的是-请记住，这个动态的再生态循环只是一个隐喻。 就像林业生态循环一样，这并不意味着对所有团队或组织都是规定性的途径。²我将动态再生态循环视为一种有意义的工具。 这种隐喻的本质是团队的进化方法，而不是预测性方法或线性方法。
I joined AppFolio, the second startup I was a part of, in 2007 as the tenth employee. I was on the first engineering team. When I joined, that team was more or less in its birth phase.
我于2007年加入第十名员工，加入了我参与的第二家创业公司AppFolio。 我是第一支工程队的成员。 当我加入时，那个团队或多或少处于诞生阶段。
After a while, that first team gained more experience and got bigger. It grew into adolescence and continued to grow. The hiring ramped up. Team members were added on gradually using the dynamic reteaming pattern that I call one by one. You could say that particular team was in its maturity phase.
过了一会儿，那支第一支球队获得了更多的经验，并且变得更大。 它成长为青春期并继续增长。 招聘增加了。 团队成员逐渐加入了动态补给模式，我称之为一个接一个。 您可以说特定的团队正处于成熟阶段。
Time passed, and that team felt too big for many of us. It became very difficult for us to make decisions together. Meetings started taking forever. It was as if we were stagnating. Something had to change. This is the rigidity trap idea.
时间过去了，那个团队对我们许多人来说感觉太大了。 我们一起做出决定变得非常困难。 会议永远开始。 好像我们停滞了。 某些事情不得不改变。 这就是刚性陷阱的想法。
After a while it got even more challenging, and we realized that we needed to change our team composition. We needed to disrupt ourselves. At that point, we essentially dynamically reteamed into two new teams. Following that structural split, our people started again as two brand-new teams, and then the cycle continued. We focused on different areas of work. We reinvented our meetings. Things felt different and fresh.
一段时间后，挑战变得更加严峻，我们意识到我们需要改变团队组成。 我们需要破坏自己。 在这一点上，我们实质上是动态地重新组成了两个新团队。 经过这种结构性的分裂，我们的员工再次以两个全新的团队开始，然后这个周期继续进行。 我们专注于不同的工作领域。 我们重新发明了会议。 事情变得不同而新鲜。
Not all teams are fortunate enough even to grow big and split, or get anywhere near a maturation phase. A team that doesn’t succeed might be thought of as getting stuck in a poverty trap. Maybe the chemistry is off, and the people together on the team don’t gel. So, the team dissolves, or you disband it. It could also be that the product the team is working on doesn’t take off. From my perspective, the Expertcity marketplace product I described in the beginning of this book was in a poverty trap. No one would buy it! So we quickly started a new team off to the side, using what I call the isolation pattern, and the team ecocycle started anew for those people. You might view the poverty trap as an early exit point out of the dynamic reteaming ecocycle.
并不是所有的团队都足够幸运，甚至可以成长壮大并分裂，或者达到成熟阶段。 一个没有成功的团队可能被认为陷入了贫困陷阱。 也许化学React已经结束，团队中的人们并没有陷入僵局。 因此，团队解散，或者您解散。 也可能是团队正在研究的产品没有起飞。 从我的角度来看，我在本书开始时描述的Expertcity市场产品处于贫困陷阱。 没有人会买！ 因此，我们使用所谓的隔离模式Swift建立了一个新的团队，而团队的生态循环为这些人重新开始了。 您可能会认为贫困陷阱是动态再生态循环的早期退出点。
The nature of ecocycles is that they are multilevel, which brings us to the concept of panarchy.
生态循环的本质是它们是多层次的，这将我们带入了全权制的概念。
君主制 (Panarchy)
Extending the ecocycle metaphor even further, let’s entertain it as being present simultaneously on multiple levels of context. In the English language, the word team itself is lexically ambiguous. When I say team, I might be referring to the immediate, cross-functional software development team that I’m on, or I could be referring to my company as a whole. I could even be referencing some level in between — such as referring to my R&D organization as my team. The concept of team is multilevel and multidimensional.
进一步扩展ecocycle隐喻，让我们将其寓意为同时存在于多个级别的上下文中。 在英语中，“ 团队 ”一词本身在词汇上是模棱两可的。 当说团队时 ，我可能指的是我现在所在的直属，跨功能的软件开发团队，或者我指的是整个公司。 我什至可以提到两者之间的某个水平，例如将我的研发组织称为团队 。 团队的概念是多层次和多维的。
This reminds me of a concept related to the ecocycle, an idea called panarchy, which is depicted visually by multiple ecocycles at different scales. Authors Gunderson and Holling describe panarchy as “linkages between systems dynamics and scale,” and they elaborate on that in a cross-disciplinary fashion in their 2002 book called Panarchy: Understanding Transformations in Human and Natural Systems. The intent of their work is to develop a cross-scale, integrative theory to help people understand global transformational, adaptive systems in nature, economics, and organizations. The name panarchy pays homage to the Greek god Pan, who they say “captures an image of unpredictable change and […] notions of hierarchies across scales to represent structures that sustain experiments, test results, and allow adaptive evolution.”³
这让我想起了与生态循环有关的一个概念，即所谓的泛国家制，这个概念由多个不同规模的生态循环在视觉上描绘出来。 Gunderson和Holling的作者将泛国家描述为“系统动力学与规模之间的联系”，他们在2002年出版的《 泛国家：了解人与自然系统的转变》一书中以跨学科的方式对此进行了详细阐述。 他们的工作意图是发展一种跨尺度的综合理论，以帮助人们了解自然界，经济学和组织中的全球转型，适应性系统。 Panarchy这个名称是向希腊神Pan致敬的，他们说“ Panarchy捕获了意想不到的变化的图像，以及跨尺度的[…]层次结构的概念，以表示支持实验，测试结果并允许自适应进化的结构。”³
Applying panarchy to dynamic reteaming brings the idea that we are essentially going through multiple, relatively unpredictable dynamic reteaming ecocycles concurrently, at different levels and at different speeds or dynamics. When thinking of dynamic reteaming, I apply this concept by imagining three levels of panarchy: the individual level, the team level, and the company level. I’m sure you can imagine other levels in between and beyond — think about how COVID-19 impacted us at the world level and influenced all the way down and around the levels. For the sake of simplicity and focus, I illustrate this concept using only three levels.
将泛纳体系应用于动态重新分配带来了这样的想法，即我们实际上正在同时，以不同的级别，以不同的速度或动态经历多个相对不可预测的动态重新生态循环。 在考虑动态再分配时，我通过设想三个总体层次来应用此概念：个人层次，团队层次和公司层次。 我敢肯定，您可以想象到介于两者之间的其他层次-考虑一下COVID-19如何在世界范围内影响我们，并一直影响整个层次。 为了简单和集中，我仅使用三个层次来说明此概念。
At any time, we as individuals are going through our own dynamic reteaming ecocycles. It’s like when you join a company. You’re in the birth phase of your individual experience there, and will continue on through your ecocycle of experience until some type of event occurs and you are disrupted. Maybe others join your team and that renews your experience. Maybe you change teams. Maybe the work changes. Maybe you change roles in your company. You might even leave the company. It could be that the changes happen to you without your input. You might even catalyze creative destruction, or sometimes it seems to just emerge. There are lots of possibilities.
在任何时候，我们个人都将经历我们自己的动态再生态循环。 就像您加入公司一样。 您正处在个人经历的诞生阶段，并将继续经历您的经历的生态周期，直到发生某种类型的事件并且您被打扰为止。 也许其他人加入了您的团队，这使您的经历焕然一新。 也许您更换团队。 也许工作有所改变。 也许您要更改公司的角色。 您甚至可能离开公司。 没有您的输入，更改可能会发生在您身上。 您甚至可以激发创造性的破坏，或者有时它似乎刚刚出现。 有很多可能性。
We also go through the ecocycle at a team level. When a team is created it’s in the birth phase. As time passes on it might grow and change in adolescence. Whether or not the team gets the addition of new people, with time it might feel as if it is becoming mature. Then at some point the team might go through its own transformation and dynamically reteam in a myriad of patterns. In essence, teams have their beginnings, and as time passes, these teams might thrive, grow, change, die, and so on.
我们还在团队级别进行了生态循环。 创建团队时，它处于诞生阶段。 随着时间的流逝，青春期可能会增长并发生变化。 随着时间的流逝，团队是否会招募到新的员工，似乎会变得越来越成熟。 然后，团队可能会经历自己的转型，并以多种模式动态地重新组队。 本质上，团队是有起点的，随着时间的流逝，这些团队可能会蓬勃发展，成长，变化，消亡等等。
As we get more macro with our application of panarchy to dynamic reteaming, we look at company entities themselves. They too can be viewed as going through an ecocycle. I was at my first startup, Expertcity, for eight years. I was there as the company grew from 15 to about 700 employees. I was there around birth and left at some point of maturity. The company was disrupted when acquired by Citrix in 2004, and the whole organization changed and reassembled with a newly stated identity and leadership. We were called Citrix Online, a separate and, for a while, independent division of that company. So, theoretically, it started over in the ecocycle. In 2017, this team was acquired by another company, LogMeIn, and morphed into that identity. This is the merging pattern.
随着将泛层体系应用于动态再分配而获得更多宏时，我们将研究公司实体本身。 它们也可以被视为正在经历生态循环。 我在第一家初创公司Expertcity呆了八年。 当公司从15名发展到大约700名员工时，我就在那里。 我在出生时就在那里，并在某个成熟点离开。 当该公司在2004年被Citrix收购时，该公司被打乱了，整个组织都发生了变化，并重新组织了新的身份和领导地位。 我们称为Citrix Online，它是该公司的独立机构，并在一段时间内称为独立部门。 因此，从理论上讲，它是从生态循环开始的。 2017年，该团队被另一家公司LogMeIn收购，并演变成这种身份。 这是合并模式 。
According to Gunderson and Holling, the speed at which changes occur in ecocycles differs based on scale. The authors write that when large, the ecocycle goes slower, and it goes more rapidly at a smaller scale, like at the team level. The slow pace of a large-scale ecocycle suggests that if you can keep things stable at the company level, then you can endure more dynamic reteaming at the team level due to that contextual anchor. The authors note, “In essence, larger and slower components of the hierarchy provide the memory of the past and of the distant to allow recovery of smaller and adaptive cycles.”⁴ The role of story and the connectedness to shared experience and purpose at the company level might just be the glue that keeps organizations with dynamic teams together. I can see that as true from my experiences at AppFolio. We had strong traditions, such as representing company milestones on whitewater rafting oars that we’d all sign, which related back to two whitewater rafting trips taken by team members early in the company. We would have repeated events at the company level that provided a rhythm, such as an annual guacamole-making competition on Cinco de Mayo. The traditions, culture, and symbols of the larger entity gave continuity to the smaller team entities.
根据Gunderson和Holling的研究，生态周期变化的速度因规模而异。 作者写道，经济周期较大时，经济周期会变慢，而规模较小时，例如团队水平，经济周期会更快。 大型生态循环的缓慢进展表明，如果您可以在公司级别上保持稳定，那么由于上下文相关因素，您可以在团队级别上进行更动态的重新分配。 作者指出：“本质上，层次结构中较大和较慢的部分提供了过去和遥远的记忆，从而可以恢复较小的适应性周期。”⁴故事的作用以及与共享经验和目标的联系公司级别可能只是使具有动态团队的组织保持联系的粘合剂。 从我在AppFolio的经历中可以看出这是真的。 我们拥有悠久的传统，例如代表公司共同签署的激流漂流桨叶的里程碑，这与团队成员在公司初期进行的两次激流漂流之旅有关。 我们会在公司一级重复提供节奏的活动，例如每年在Cinco de Mayo上的鳄梨调味酱制作比赛。 较大实体的传统，文化和符号使较小的团队实体具有连续性。
If I were to describe the essence of dynamic reteaming, it is defined as a myriad of changes catalyzed or occurring on multiple levels, for multiple reasons, and expressed in multiple patterns. The biggest challenges to dynamic reteaming, however, are related to human factors. You can’t just install reteaming into your company without respect and consideration for the people.
如果我要描述动态重新联动的本质，则它被定义为出于多种原因在多个级别上催化或发生的无数变化，并以多种方式表示。 但是，动态补给的最大挑战与人为因素有关。 您不能仅仅在没有尊重和考虑员工的情况下将再培训纳入您的公司。
¹ Gunderson and Holling, Panarchy, 34.
¹Gunderson和Holling，Panarchy，34岁。
² Gunderson and Holling, Panarchy, 51.
²冈德森和霍林，《全民公决》，51岁。
³ Gunderson and Holling, Panarchy, 5.
³冈德森和霍林，《泛系论》，5。
⁴ Gunderson and Holling, Panarchy, 20.
⁴冈德森和霍林，《全权制》，20岁。
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Heidi Helfand is Director of R & D Excellence at Procore Technologies, creators of cloud-based construction software. Heidi was on the “first team” at two highly successful startups — ExpertCity, Inc. (acquired by Citrix) where she was on the team that invented GoToMyPC, GoToMeeting and GoToWebinar and AppFolio, Inc., a SAAS property management software company that went public in 2015. She is a co-active coach certified by the International Coaching Federation (ICF).
Heidi Helfand是基于云的构建软件的创建者Procore Technologies的卓越研发总监。 海蒂曾在两家非常成功的初创公司“ ExpertCity，Inc。”(由Citrix收购)中担任“一线团队”的一员，她在该团队中发明了GoToMyPC，GoToMeeting和GoToWebinar以及SAF物业管理软件公司AppFolio，Inc.。于2015年公开招募。她是国际教练联合会(ICF)认证的合作教练。
翻译自: https://medium.com/oreillymedia/the-evolution-of-teams-949361be8fd7
spring 演变
