????你在書中談到勞倫?里維拉的研究。這項研究稱，雇主在確定一個人的價值時往往缺乏遠見，進而導致他們雇用不到多樣化的人才。篩選求職者、組建團隊時，我們應該怎樣避免同質性，也就是你所稱的“喜歡與自己類似的人”(love of the same)？

????我們應該搜尋深層次的多樣性，而不只是人口學層面的多樣性。你可以拼湊一個種族和性取向多樣化的團隊，但如果他們都是在相同的三個郵區長大，上相同的六所學校，那么你的團隊其實并不具備多樣性——引用一個植物學術語，這叫“花蕊同長”。為了避免這種情況，我們可以招募一些背景迥異，擁有不同本領的人才。設計師、程序員和銷售人員的思維方式迥然不同，往往具有濃厚的專業色彩。我們不應讓這些學科保持獨立，而應該采取一系列步驟把它們集合在一起。

????你們在書中多次使用“集群”這一術語，比如憧憬集群、生態集群和執行集群。你能解釋一下這些集群嗎？集群中的人們應該怎樣工作？

????所謂集群是指一個在給定項目的時間長度內聚集在一起的團隊。集群對企業有利，因為它們吻合企業所處的情勢：在瞬息萬變的背景下，用很短的時間處理各種大問題。因此，集群的真諦并不是打造一個組織結構，讓人們永無止境地一起工作（這樣做往往會造成各種各樣的停滯），而是允許人們交替工作，根據實際需要發揮各自的技能特長。

????You write about Lauren Rivera's research on how employers tend to define merit myopically, which prevents them from hiring diverse talent. What can we do to avoid homophily—"love of the same"—when we look for candidates and build teams?

????We can search for deep level diversity rather than demographic diversity. You may have a mosaic of ethnicities and sexual orientations among your team, but if they all grew up in the same three zip codes and attended the same six schools, then you don't actually have diversity—you have brochure-ready homogony. To avoid that, we can recruit people from a true variety of backgrounds with a variety of talents. Designers tend to think like designers, programmers like programmers, salespeople like salespeople. Rather than keeping these disciplines separate, there is a range of ways to bring them together.

????You talk a lot of what you and your co-author term clusters—visioning clusters, ecological clusters, implementation clusters. Could you explain clusters and how people should work within them?

????A cluster is a team that stays together for the length of a given project. They are beneficial because they fit the situations businesses find themselves in: dealing with massive problems in short amounts of time across a variety of contexts. So rather than setting up an organizational structure where people work together ad infinitum—and all the stagnation that promotes—clusters allow people to rotate as their skills are most needed.

????你主張我們應該“培養好奇心。”如果有個人說，“我不是創新型人才？”你會如何回應？

????首先，我會要求他們承認“創新型”和“分析型”的二元對立其實是個偽命題：任何解決方案都是一種創新。回顧一下這個詞的歷史。根據它在中古英語時期的含義，所謂“創新”就是“無中生有”。每當我們構想出一套解決方案（無論是通過電子表格，演示文稿，還是實驗）的時候，我們就是在創新。

????You advocate that we should "cultivate our curiosity." How would you respond to someone who says, "I'm not a creative type?"

????First, I'd ask them to acknowledge that the binary between 'creative' and 'analytical' is false: any kind of solution is creative. Look at the history of the word. Taken in its Middle English meaning, to create is to form out of nothing. Any time we come up with a solution—be it via spreadsheet, presentation, or experiment—we are creating.