????? 熱情的參與者——?jiǎng)?chuàng)造空間吸引著很多想提高自身水平的愛好者，他們既投入又富有激情。硬件方面，種種技術(shù)的普及不僅意味著它們向更多的人敞開了大門，而且基本上也可以說它向各種不同的人敞開了大門。熱情的愛好者們解決問題的方法與企業(yè)的產(chǎn)品研發(fā)團(tuán)隊(duì)不同。他們主動(dòng)尋找挑戰(zhàn)、承擔(dān)風(fēng)撿，樂在其中地敲敲打打，進(jìn)行實(shí)驗(yàn)，而且有更大的失敗空間。他們不是按照市場部門的要求進(jìn)行開發(fā)，而是真正在解決自己的實(shí)際問題，因此常常能孕育出優(yōu)秀的創(chuàng)意。

????? 本地社群——熱心的參與者們一般會(huì)通過團(tuán)隊(duì)、俱樂部、見面會(huì)等社區(qū)活動(dòng)聚集起來。“制造者活動(dòng)”的很多學(xué)習(xí)活動(dòng)都是在黑客空間里進(jìn)行的。黑客空間這樣的環(huán)境有點(diǎn)像健身房，用戶只需按月注冊會(huì)員，就可以獲得３Ｄ打印機(jī)或激光切割機(jī)等設(shè)備的使用權(quán)限，而且還有“教練”幫助他們提高制作水平。這些黑客空間的黑客一般都支持開源理念，樂于分享知識(shí)，這兩者都刺激了學(xué)習(xí)進(jìn)程。

????? 全球分享——最強(qiáng)有力的創(chuàng)造空間可以打造出一個(gè)環(huán)境，能夠讓全球社群進(jìn)行分享，相互學(xué)習(xí)對方的進(jìn)展和技術(shù)。各種競賽、會(huì)議以及網(wǎng)絡(luò)論壇和YouTube等網(wǎng)站為愛好者們提供了取長互短的機(jī)會(huì)，同時(shí)還可以學(xué)習(xí)到別人的好點(diǎn)子。像Thingaverse.com等網(wǎng)站允許設(shè)計(jì)師上傳各種產(chǎn)品的設(shè)計(jì)方案，從芭比娃娃的零件到四旋翼飛行器無所不有，其他設(shè)計(jì)師則可以下載、修改他們的方案，然后再貼回到網(wǎng)站上去。這種全球分享機(jī)制催生了一個(gè)分散的設(shè)計(jì)師網(wǎng)絡(luò)，他們可以通過一個(gè)全球社區(qū)迅速地分享技術(shù)進(jìn)步。

????就在我們觀察到各種創(chuàng)造空間圍繞著“制造者運(yùn)動(dòng)”興起的同時(shí)，我們也為人們自然地學(xué)習(xí)新技術(shù)的能力和意愿感到驚訝。相比之下，我們采訪過的很多企業(yè)高管都把人才發(fā)展和創(chuàng)新當(dāng)作頭等大事，但是盡管他們使出了全力推動(dòng)，這個(gè)過程還是困難重重。部分原因就是由于大多數(shù)企業(yè)的組織結(jié)構(gòu)、官僚作風(fēng)和企業(yè)文化實(shí)際上限制了讓人們互相聯(lián)系、探索、嘗試、隨興發(fā)揮的氛圍，也就是學(xué)習(xí)和創(chuàng)新的氛圍。企業(yè)管理者們要想提高公司的創(chuàng)新水平，就要先問問自己以下三個(gè)問題：

????? 應(yīng)該怎樣設(shè)計(jì)企業(yè)的工作環(huán)境，才能培養(yǎng)和提高員工們主動(dòng)學(xué)習(xí)和提高工作表現(xiàn)的熱情？

????? 怎樣才能更好地發(fā)掘員工的專業(yè)技能？

????? 怎樣才能在行業(yè)內(nèi)建立起一種關(guān)系，加快企業(yè)的學(xué)習(xí)進(jìn)程，而不僅僅是獲得現(xiàn)有的技術(shù)？（財(cái)富中文網(wǎng)）

????本文作者之一的約翰?哈格爾三世是德勤咨詢公司的總監(jiān)，同時(shí)也是硅谷德勤領(lǐng)先創(chuàng)新中心的主席之一。本文另一作者約翰?史立?布朗是德勤領(lǐng)先創(chuàng)新中心的獨(dú)立聯(lián)席主席。

????譯者：樸成奎

????? Passionate participants -- Creation spaces attract engaged and passionate enthusiasts who are looking to improve their skills. In hardware, the democratization of technology that we've seen means tools are not only available to more people, but fundamentally different people. Passionate hobbyists have a different approach to solving problems than product development teams. They seek challenges, take risks, tinker, experiment, and have more room to fail. Rather than getting requirements from the marketing department, they are looking to solve problems they actually have, which is a recipe for great ideas.

????? Local Communities -- Passionate participants congregate in communities (teams, clubs, Meetups, etc.). Much of the learning within the Maker Movement takes place in hacker spaces. These environments are like gyms – a monthly membership gives users access to equipment (3-D printers, laser cutters, etc.) and trainers who can help them improve their skills. Hackers in these spaces generally embrace open-source ideals and the sharing of knowledge, both of which facilitate learning.

????? Global sharing -- The strongest creation spaces develop environments where communities across the world share and study each other's improvements and techniques. Competitions, conferences (such as the Maker Faire), and virtual venues like forums and Youtube provide opportunities for cross-pollination and critical "Hey, look what they're doing" learning. Sites such as Thingaverse.com allow designers to upload files for everything from Barbie accessories to Quadcopters for other designers to download, modify, and repost. The result of these global sharing mechanisms is a decentralized network of designers rapidly sharing improvements across a global community.

????As we've studied the creation spaces that have developed around the Maker Movement, we've been impressed by how naturally people learn new skills. In contrast, many of the executives we speak with list talent development and innovation as top priorities, but for all they push, progress remains a struggle. Part of the problem is that most businesses' institutional structures, hierarchies, and cultures actually limit the connecting, exploration, tinkering, and improvisation that make learning and innovation possible. Here are three questions that executives should ask themselves to improve their companies:

????? How can I design work environments that nurture and amplify passion for learning and performance improvement among workers?

????? How can I do a better job of tapping into the expertise of my employees?

????? How can I build relationships within my industry that accelerate learning, rather just accessing existing expertise?

????John Hagel III, director in Deloitte Consulting LLP, is the co-chairman of the Deloitte Center for the Edge based in Silicon Valley. John Seely Brown is the independent co-chairman of the Deloitte Center for the Edge.