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Issue 175
"It is always an individual who is the impetus for innovation; the details may be worked out by a team, but true innovation results from the enterprise and unique perception of an individual."
The speaker claims that individual enterprise, energy, and commitment, and not team-work, provide the impetus for innovation in every case. In my view, although the claim is not without merit, especially when it comes to business innovation, it overlooks the synergistic relationship between individual effort and teamwork, particularly with respect to scientific innovations.
With respect to business innovation, I agree that it is the vision and commitment of key individuals--such as a firm's founder or chief executive--from which businesses burgeon and innovative products, services, and marketing and management strategies emerge. One notable example involves the Apple Computer &bade following the departure of its founding visionary Steve Jobs. It wasn't until Jobs reassumed the helm, once again injecting his unique perception, insight, and infectious fervor, that the ailing Apple was able to resume its innovative ways, thereby regaining its former stature in the computer industry. Admittedly, the chief executives of our most successful corporations would no doubt concede that without the cooperative efforts of their subordinates, their personal visions would never become reality. Yet, these efforts are merely the carrying out of the visionary's marching orders.
Nevertheless, the speaker would have us accept a too-narrow and distorted view of how innovation comes about, particularly in today's world. Teamwork and individual enterprise are not necessarily inconsistent, as the speaker would have us believe. Admittedly, if exercised in a self-serving manner--for example, through pilfering or back stabbing--individual enterprise and energy can serve to thwart a business organization's efforts to innovate. However, if directed toward the firm's goals these traits can motivate other team members, thereby facilitating innovation. In other words, teamwork and individual enterprise can operate synergistically to bring about innovation.
We must be especially careful not to understate the role of teamwork in scientific innovation, especially today. Important scientific innovations of the previous millennium might very well have been products of the epiphanies and obsessions of individual geniuses. When we think of the process of inventing something great we naturally conjure up a vision of the lone inventor hidden away in a laboratory for months on end, in dogged pursuit of a breakthrough. And this image is not entirely without empirical support. For example, Thomas Edison's early innovations--including the light bulb, the television, and the phonograph--came about in relative isolation, and solely through his individual persistence and commitment.
However, in today's world, scientific innovation requires both considerable capital and extensive teams of researchers. Admittedly, in all likelihood we will continue to encounter the exceptional case---~ke Hewlett and Packard, or Jobs and Wozniak, whose innovations sprang from two-man operations. But for the most part, scientific breakthroughs today typically occur only after years of trial-and-error by large research teams. Even Thomas Edison relied more and more on a team of researchers to develop new innovations as his career progressed. Thus the statement flies in the face of how most modern scientific innovations actually come about today.
To sum up, I agree that, when it comes to the world of business, true innovation is possible only through the imagination of the individual visionary, and his or her commitment to see the vision through to its fruition. However, when it comes to scientific innovation, yesterday's enterprising individuals have yielded to today's cooperative research teams--a trend that will no doubt continue as scientific research becomes an increasingly expensive and complex undertaking.
175. "It is always an individual who is the impetus for innovation; the details may be worked out by a team, but true innovation results from the enterprise and unique perception of an individual."
革新的动力往往来自于个人;革新的细节可能来自于团队,但是实质的革新都是个人努力和独特思维的结果。
Enterprise Unique perception
enterprise
en.ter.prise
AHD:[µn“t…r-prºz”]
D.J.[6ent*7praiz]
K.K.[6Wnt+7pra!z]
n.(名词)
An undertaking, especially one of some scope, complication, and risk.
事业:一项事业,尤其指一项雄心勃勃、复杂、且具危险性的事业
A business organization.
企业:商业机构
Industrious, systematic activity, especially when directed toward profit:
干事业:勤奋,有系统的活动,尤为以获得利益为目的:
Private enterprise is basic to capitalism.
私营是资本主义的基础
Willingness to undertake new ventures; initiative:
进取心:愿意冒新的危险;进取的:
“Through want of enterprise and faith men are where they are, buying and selling, and spending their lives like serfs”(Henry David Thoreau)
“由于缺乏进取心和信仰,人类始终驻足不前,或买或卖,过着农奴般的生活”(亨利·戴维·索罗)
Middle English
中古英语
from Old French entreprise [from past participle of] entreprendre [to undertake]
源自 古法语 entreprise [] 源自entreprendre的过去分词 [承担]
entre- [between] from Latin inter- * see inter-
entre- [在…中间] 源自 拉丁语 inter- *参见 inter-
prendre [to take] from Latin prendere * see ghend-
prendre [取,拿] 源自 拉丁语 prendere *参见 ghend-
perception
per.cep.tion
AHD:[p…r-sµp“sh…n]
D.J.[p*6sep.*n]
K.K.[p+6sWp.*n]
n.(名词)
The process, act, or faculty of perceiving.
知觉:知觉过程、行为或作用
The effect or product of perceiving.
感知:知觉的效果或产物
Psychology
【心理学】
Recognition and interpretation of sensory stimuli based chiefly on memory.
领悟力:主要在记忆基础上的再认识和对感觉刺激物的理解
The neurological processes by which such recognition and interpretation are effected.
领悟:再认识和理解产生效应的精神过程
Insight, intuition, or knowledge gained by perceiving.
感知:直觉、洞察力或通过感知获得的知识
The capacity for such insight.
洞察力的容量
Middle English percepcioun
中古英语 percepcioun
from Old French percepcion
源自 古法语 percepcion
from Latin percepti½} percepti½n-
源自 拉丁语 percepti½} percepti½n-
from perceptus [past participle of] percipere [to perceive] * see perceive
源自 perceptus [] percipere的过去分词 [观察] *参见 perceive |
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