我现在的目标不是组织和控制我的项目，而是“给混乱带来秩序”，就像我们对待这个项目的方式一样。
Rather than aiming to organize and control my projects, I now aim to “bring order to chaos,” similar to how we approached that project.
在我的经验中，最令人振奋、最难忘、最成功的项目是那些似乎在混乱边缘摇摇欲坠的项目，但却有足够的照管来引导混乱。
In my experience, the most exhilarating, memorable, and successful projects are those that seem to be teetering on the edge of chaos, but have just enough oversight that the chaos is directed.
用尽可能少的管理成本来指挥混乱的秘诀是使过程个性化，以最好地为您的特定团队和特定项目服务。
The secret to directing chaos with as little overhead as possible is to personalize the process to best serve your specific team and your specific project.
只制定有帮助的流程，摒弃任何没有帮助的僵化。
Institute only processes that are helpful, and discard any rigidity that does not help.
我现在的目标不是组织和控制我的项目，而是“给混乱带来秩序”，就像我们对待这个项目的方式一样。
Rather than aiming to organize and control my projects, I now aim to “bring order to chaos,” similar to how we approached that project.
在我的经验中，最令人振奋、最难忘、最成功的项目是那些似乎在混乱边缘摇摇欲坠的项目，但却有足够的照管来引导混乱。
In my experience, the most exhilarating, memorable, and successful projects are those that seem to be teetering on the edge of chaos, but have just enough oversight that the chaos is directed.
用尽可能少的管理成本来指挥混乱的秘诀是使过程个性化，以最好地为您的特定团队和特定项目服务。
The secret to directing chaos with as little overhead as possible is to personalize the process to best serve your specific team and your specific project.
只制定有帮助的流程，摒弃任何没有帮助的僵化。
Institute only processes that are helpful, and discard any rigidity that does not help.
正是在这一点上，许多传统的项目经理将借鉴千篇一律的方法和模板，向他们的团队指示项目应该如何运行。
It is at this point that many traditional project managers will draw from cookie-cutter methodologies and templates to dictate to their teams how the project should be run.
他们这样做的目标是控制这个项目。
By doing so, they are aiming to take control of the project.
但经常发生的是，这些标准流程会适得其反、事与愿违，因为这些规则不大适合他们的情况。
But what often happens is that these standard processes will backfire by alienating the team with rules that don’t work well for their situation.
就像雪花一样，每个项目都是独一无二的。
Just like snowflakes, every project is unique.
有不同的目标、时间线、个性和动力学。
There are different goals, timelines, personalities, and dynamics.
对一个团队有效的东西往往对其他团队无效。
What works well for one team often doesn’t work well for others.
其结果就是，当出于好意的项目经理强加规则努力使事情变得更好时，他们往往会使事情变得更糟。
As a result, when well-intentioned project managers impose rules in an effort to make things better, they often make things worse.
我读过的最棒的建议之一是蒂姆·费里斯的《导师部落》一书中对作家黛比·米尔曼的采访。
One of the best pieces of advice I’ve ever read was from an interview with author Debbie Millman, from Tim Ferriss’s book Tribe of Mentors.
她说：“我试着遵守我在一个中国幸运饼干（后来我把它贴在笔记本电脑上）中得到的信息：‘避免强迫性地让事情变得更糟。’”【说的是我的口头禅：应该顺其自然吧】
She said, “I try to obey this message I got in a Chinese fortune cookie (which I have since taped to my laptop): ‘Avoid compulsively making things worse.’”
未完待续
