以下是翻译： 斯图尔特·巴特菲尔德 (Stuart Butterfield)，Flickr 和 Slack 的创始人，在本播客中分享了大量的产品和领导力智慧。他强调为客户创造真正的价值的重要性，并强调要关注理解而非仅仅减少摩擦。 巴特菲尔德介绍了“效用曲线”的概念，这是一个理解努力如何转化为价值的框架。该曲线说明，最初的努力可能几乎没有价值，直到达到某个阈值之后，价值才会急剧增加。他认为，产品团队应该战略性地投入资源以达到这个点，而不是添加那些不能显著改善用户体验的功能。他举了一个令人沮丧的例子，即 Gmail 日历的时区选择器。 巴特菲尔德哲学的核心是关注工艺、品味和愉悦感。他分享了一个故事，他注意到很少有人倾斜雨伞以避免碰到其他人，这说明了细小的体贴行为如何能创造显著的优势。这可以转化为产品开发，他认为对用户的同理心可以创造关键的优势。他列举了一些帮助 Slack 取得巨大成功的微小细节。 他还提到了一个违反直觉的观点，即产品体验中的摩擦可能是有益的，尤其是在主要挑战是理解的情况下。产品团队不应该盲目地消除摩擦，而应该专注于使软件简单易用，并防止用户思考过多。如果用户不理解价值主张，消除摩擦是无济于事的。他以自己在 Slack 上使用“请勿打扰”功能的经验为例。 巴特菲尔德详细阐述了“别让我思考”的格言，强调了强迫用户做出他们不理解的决定的认知和情感代价。这会导致决策疲劳，并让用户感到愚蠢，从而将负面情绪与产品联系起来。 巴特菲尔德以领导两家转型公司的经历而闻名，他建议那些考虑类似举措的人要“冷酷地理性”，抛开情绪来做出战略决策。他说，转型很难向员工和用户证明其合理性。 他还介绍了他的“超现实工作类活动”的概念，这种活动表面上与工作相同。当企业规模过大且员工过多时，超现实工作类活动很常见。如果公司不小心，员工将会承担他们知道对业务有价值的工作任务。他还提到了“帕金森定律”，即工作会扩展以填满可用于完成的时间的格言。 巴特菲尔德强调围绕这些想法构建组织的重要性。在 Slack，他让员工长期高呼“衡量成功的标准是我们为客户创造的价值量”。 巴特菲尔德强调，大多数伟大的产品和企业都难以沟通他们实际所做的事情。事实上，你必须销售你的产品如何融入他们的生活，而不是功能。这就是所谓的“我们这里不卖马鞍”。 最后，他讨论了商业中慷慨的重要性，这源于他个人的价值观以及合作的博弈论优势。他强调了 Slack 在补偿用户停机时间方面的主动做法，即使问题没有直接影响到他们，也表明了创造价值和培养信任的承诺。他还提到了产品创造者高估自己作品的“所有者妄想”，导致糟糕的用户体验。他敦促创造者退一步，从普通用户的角度看待他们的产品，以避免这种陷阱。

Stuart Butterfield, founder of Flickr and Slack, offers a wealth of product and leadership wisdom in this podcast. He emphasizes the importance of creating real value for customers and focusing on comprehension over mere friction reduction. Butterfield introduces the concept of "Utility Curves," a framework for understanding how effort translates into value. The curve illustrates that initial efforts may yield little value until a certain threshold is reached, after which value increases sharply. He argues that product teams should strategically invest resources to reach this point, rather than adding features that don't significantly improve user experience. He uses the frustrating example of the Gmail calendar time zone selector. Central to Butterfield's philosophy is a focus on craft, taste, and delight. He shares a story about noticing how few people tilted their umbrellas to avoid hitting others, illustrating how small acts of consideration can create a significant advantage. This translates to product development where he argues that empathy for users can create a critical advantage. He lists examples of little things that helped Slack go big. He also touches on the counterintuitive idea that friction in the product experience can be beneficial, particularly when the primary challenge is comprehension. Instead of blindly removing friction, product teams should focus on making the software simple and preventing users from having to think too much. If users don't understand the value proposition, removing friction won't help. He uses his experience with the "do not disturb" feature on slack as an example. Butterfield elaborates on the mantra "Don't make me think," emphasizing the cognitive and emotional costs of forcing users to make decisions they don't understand. This can lead to decision fatigue and make users feel stupid, associating negative emotions with the product. Butterfield, famous for leading two companies that pivoted, advises those considering a similar move to be "coldly rational," setting emotions aside to make a strategic decision. He says that pivoting can be difficult to justify to employees and users. He also introduces his "hyper realistic work like activities" concept, which is superficially identical to work. Hyper-realistic work like activities are common when businesses get too big and have too many employees. If companies are not careful, employees will take on work tasks that they know are valuable to the business. He also touches on "Parkinson's Law" the maxim that work expands to fill the time available for its complication. Butterfield emphasizes the importance of building organizations around these ideas. At Slack, he made the employees chant in the long run that "the measure of success will be the amount of value that we create for customers." Butterfield emphasizes that most great products and business have a hard time communicating what they actually do. In fact, you have to sell how your product fits into their life rather than the features. This is called, "we don't sell saddles here." He finally discusses the importance of generosity in business, stemming from his personal values and the game-theoretic benefits of cooperation. He highlights Slack's proactive approach to compensating users for downtime, even when the issue didn't directly affect them, demonstrating a commitment to creating value and fostering trust. He also touches on the "owner's delusion" that product creators overvalue their work, resulting in poor user experiences. He urges creators to step back and view their products from the perspective of regular users to avoid this trap.