Network Working Group D. Eastlake 3rd
Request for Comments: 4144 Motorola Laboratories
Category: Informational September 2005
Network Working Group D. Eastlake 3rd
Request for Comments: 4144 Motorola Laboratories
Category: Informational September 2005
How to Gain Prominence and Influence in Standards Organizations
如何在标准组织中获得突出地位和影响力
Status of This Memo
关于下段备忘
This memo provides information for the Internet community. It does not specify an Internet standard of any kind. Distribution of this memo is unlimited.
本备忘录为互联网社区提供信息。它没有规定任何类型的互联网标准。本备忘录的分发不受限制。
Copyright Notice
版权公告
Copyright (C) The Internet Society (2005).
版权所有（C）互联网协会（2005年）。
IESG Note:
IESG注：
This RFC is not a candidate for any level of Internet Standard. The IETF disclaims any knowledge of the fitness of this RFC for any purpose and notes that the decision to publish is not based on IETF review apart from IESG review for conflict with IETF work. The RFC Editor has chosen to publish this document at its discretion. See RFC 3932 for more information.
本RFC不适用于任何级别的互联网标准。IETF不承认任何关于本RFC适用于任何目的的知识，并指出，除了IESG审查与IETF工作的冲突外，发布决定并非基于IETF审查。RFC编辑已自行决定发布本文件。有关更多信息，请参阅RFC 3932。
Abstract
摘要
This document provides simple guidelines that can make it easier for you to gain prominence and influence in most standards organizations.
本文档提供了一些简单的指导原则，可以使您更容易在大多数标准组织中获得知名度和影响力。
Table of Contents
目录
1. Introduction ....................................................2
2. Human Organizations .............................................2
3. Eighty Percent of Success is Showing Up .........................2
4. Sit Up Front ....................................................3
5. Break Bread .....................................................3
6. Develop Friends and Mentors .....................................4
7. Be Helpful ......................................................4
8. Learn The Traditions and Rules ..................................5
9. Acronyms and Special Terms ......................................5
10. Pick Your Points ...............................................6
11. Technical and Communications Skill .............................7
12. Do Not Try Too Hard ............................................7
13. Security Considerations ........................................7
14. Informative References .........................................8
1. Introduction ....................................................2
2. Human Organizations .............................................2
3. Eighty Percent of Success is Showing Up .........................2
4. Sit Up Front ....................................................3
5. Break Bread .....................................................3
6. Develop Friends and Mentors .....................................4
7. Be Helpful ......................................................4
8. Learn The Traditions and Rules ..................................5
9. Acronyms and Special Terms ......................................5
10. Pick Your Points ...............................................6
11. Technical and Communications Skill .............................7
12. Do Not Try Too Hard ............................................7
13. Security Considerations ........................................7
14. Informative References .........................................8
This document contains simple guidelines that can help you to gain prominence and influence in most standards, and many other human, organizations. It takes only normal communications and technical skills and moderate effort to follow these guidelines.
本文档包含一些简单的指导原则，可以帮助您在大多数标准和许多其他人力资源组织中获得突出地位和影响力。遵循这些准则只需要正常的沟通和技术技能以及适度的努力。
All organizations composed of human beings give the appearance to newcomers of having an inner clique that runs things. This happens whether there is a semi-permanent cohesive inside group that actually tries to keep all power in its own hands or those in positions of power are genuinely trying to be open and willing to share and there is a system for their regular replacement. It is just the nature of human society. It always takes time and effort to get to know new people. [Carnegie]
所有由人类组成的组织都给新来者一种内部集团运作事物的表象。无论集团内部是否存在一个半永久性的凝聚力，该凝聚力实际上试图将所有权力掌握在自己手中，还是那些处于权力地位的人真正试图开放并愿意分享，并且有一个定期替换他们的系统，都会发生这种情况。这正是人类社会的本质。认识新朋友总是需要时间和努力的。[卡内基]
All organizations have procedures. It always takes time and effort to learn how things are done in an organization. In an organization of any size, those who happen to be in positions of authority can't spend equal time talking with everyone about every issue in the organization. Their positions mean they will necessarily be in many conversations with each other and fewer conversations with the average member. And there are some types of information that should normally be kept confidential, at least until verified, and sometimes even then. Examples are charges of ethical or other violations against individuals.
所有组织都有程序。了解一个组织中的事情是如何完成的总是需要时间和努力的。在任何规模的组织中，那些恰巧处于权威地位的人不能花同等的时间与每个人谈论组织中的每一个问题。他们的位置意味着他们必须与其他成员进行多次对话，而与普通成员的对话则更少。有些信息通常应该保密，至少在核实之前，有时甚至在核实之后。例如对个人的道德或其他违反行为的指控。
But, despite all this, following some simple guidelines can greatly accelerate the rate at which you will become favorably known in an organization. Favorable prominence can increase your chance of being selected for positions such as editorship of documents, secretary or clerk of a group (so you get to produce the record of what *actually* happened), or possibly even some level of chair or deputy chair position.
但是，尽管如此，遵循一些简单的指导原则可以大大加快您在组织中的知名度。良好的突出性可以增加你被选为诸如文件编辑、秘书或团队文员等职位的机会（这样你就可以记录*实际*发生的事情），甚至可能是某个级别的主席或副主席职位。
It is the simplest thing! If you are absent, how can you have much prominence or influence?
这是最简单的事情！如果你缺席，你怎么能有多大的影响力？
This applies to all venues, email/messaging, telephone/video conference, and especially in-person or face-to-face meetings. You do not need 100% attendance, but your absences should be rare. If possible, only miss less important events.
这适用于所有场所、电子邮件/短信、电话/视频会议，尤其是面对面会议。你不需要100%的出勤率，但你的缺席应该很少。如果可能，只错过不太重要的事件。
Attendance is obviously most important at meetings of the specific body in which you are interested. But you should also watch for higher-level or lower-level meetings that are open. Many standards groups have a multi-level structure. As well as attending the group you are interested in, if there are open meetings of various group chairs or the like, attending those can be a fast track, even if you only get to observe and be noticed. And if there are sub-groups of the group you are most interested in, consider attending them also to become better known more quickly. These meetings may be before the beginning or after the end of the regular member meetings, so, if you are really serious, you should be prepared to arrive early and leave late.
出席你感兴趣的特定机构的会议显然是最重要的。但你也应该关注那些高级别或低级别的会议。许多标准组具有多级结构。除了参加你感兴趣的小组，如果有各种小组主席的公开会议或类似会议，参加这些会议可以是一个快速的途径，即使你只需要观察和被注意。如果小组中你最感兴趣的是小组，那么你也可以考虑更快地了解他们。这些会议可能在定期会员会议开始之前或结束之后举行，因此，如果你真的很认真，你应该准备好早到晚走。
If a meeting is very small, say less than 20 people, it does not make much difference. But for meetings of any size, especially when starting with an organization, sit up front. Do not be afraid of the first row even if it is empty, although the second and sometimes even the third are not too bad. Show up early if you need to, but this is usually not necessary, as most people are extraordinarily reluctant to put themselves in an exposed place like the front row.
如果一次会议规模很小，比如说不到20人，也没什么区别。但对于任何规模的会议，尤其是在开始组织会议时，都要坐在前面。即使第一排是空的，也不要害怕，尽管第二排有时甚至第三排也不太糟糕。如果你需要的话，早点出现，但这通常是没有必要的，因为大多数人都非常不愿意把自己放在前排这样暴露的地方。
After you have some experience, you may decide to sit with some group that sits together. But, in larger meetings, the prominent people generally sit either near the front, or way at the back. (Being in the back, at least in large rooms, may mean you can wander around and talk to people without disrupting things.)
在你有了一些经验之后，你可能会决定和一群人坐在一起。但是，在大型会议中，知名人士通常坐在前排或后排。（坐在后面，至少在大房间里，可能意味着你可以四处闲逛，与人交谈而不会打乱事情。）
All meetings of any length include refreshment and meals. Otherwise the attendees would starve.
任何时间的所有会议都包括茶点和膳食。否则与会者就会挨饿。
If there is a group catered meal, try sitting with different groups or factions to get an idea of the different viewpoints in the organization. Or try to sit at a table and eat with people who have some seniority and experience in the organization, if they seem receptive.
如果有团体聚餐，试着与不同的团体或派别坐在一起，了解组织中的不同观点。或者试着坐在一张桌子旁，和那些在组织中有一定资历和经验的人一起吃饭，如果他们看起来乐于接受的话。
Usually, for multi-day meetings, there is at least one big social event where the attendees can get together. From small meetings (attendance under 100) and medium size (attendance under 500 or so) meetings, it is common for people to go to the social event. Typically some alcohol is available, people are more relaxed and informal. These are good events at which to approach high-level
通常，对于多日会议，至少有一个大型社交活动，与会者可以在其中聚会。从小型会议（出席人数低于100人）到中型会议（出席人数低于500人左右），人们参加社交活动是很常见的。通常有一些酒可以喝，人们更放松和随意。这些都是接近高级别会议的好机会
officials to exchange a pleasant word or two, or even make a small request. But do not expect to engage in detailed technical discussions, although this sometimes happens.
官员们交换一两句愉快的话，甚至提出一个小小的要求。但不要期望参与详细的技术讨论，尽管这种情况有时会发生。
Social events are commonly at noisy locations. Sometimes, as organizations get larger, social events get so large and congested that many of the most prominent people schedule informal meetings opposite them. You will have to see how it works in your organization.
社交活动通常在嘈杂的地方举行。有时，随着组织规模的扩大，社交活动变得如此庞大和拥挤，以至于许多最杰出的人都会安排与他们相对的非正式会议。您必须了解它在您的组织中是如何工作的。
But there will also be plenty of informal lunch, dinner, and maybe breakfast groups (unless they are all catered) and other get-togethers. At some standards meetings, you can more or less invite yourself along to such meal groups, unless they are a small confidential group or a group of employees of a particular company, or the like. Usually people will warn you if the group plans to spend much of the meal discussing some particular issue, and you can then decide if you want to go with them.
但也会有很多非正式的午餐、晚餐，也许还有早餐小组（除非他们都有餐饮）和其他聚会。在某些标准会议上，您可以或多或少地邀请自己参加此类用餐小组，除非他们是小型保密小组或特定公司的员工小组等。通常，如果团队计划花很多时间讨论某个特定问题，人们会警告你，然后你可以决定是否与他们一起去。
It is hard to get things done and learn what is going on entirely by yourself. If you can, find a few people with more experience that you can go to with questions.
要完全靠自己完成事情，了解正在发生的事情是很困难的。如果可以的话，找几个经验丰富的人来提问。
Introduce yourself to people and be friendly. But do not necessarily link up with the first people you meet. You want people who are knowledgeable and well-regarded within the organization.
向别人介绍你自己，要友好。但不一定要和你遇到的第一个人联系。你需要的是知识渊博、在组织内广受尊敬的人。
If you follow the advice in section 7 below, you should have plenty of opportunity to meet experienced people in an organization.
如果你遵循下面第7节的建议，你应该有很多机会在一个组织中结识有经验的人。
Within reason, volunteer to do some of the drudgery for which you are competent, such as taking notes during meetings, helping someone else draft a proposal, or volunteering to re-write part of a draft for clarity and consistency.
在合理的情况下，自愿做一些你有能力做的苦工，比如在会议期间做笔记，帮助他人起草提案，或者自愿重新编写部分草案以保持清晰和一致性。
This sort of thing will get you noticed and put some people in your debt, at least in a minor way. But be careful not to volunteer for more than you can actually do. Failing to follow through will damage your reputation. If you do get over committed, seek help as soon as you realize it. The worst thing is to fail to meet your promises and not let anyone know about it until it is too late for them to recover.
这类事情会引起你的注意，让一些人欠你的债，至少在一个次要的方面。但是要小心，不要做超出你实际能力范围的志愿者。不坚持下去会损害你的声誉。如果你确实变得过度投入，一旦意识到这一点，就寻求帮助。最糟糕的事情是不履行你的承诺，不让任何人知道这件事，直到他们恢复过来已经太晚了。
It is quite important to know the traditions of an organization, how things get done, what rules are ignored, how rules are interpreted, and what rules are rigorously enforced.
了解一个组织的传统、事情是如何完成的、哪些规则被忽略、规则是如何解释的以及哪些规则被严格执行是非常重要的。
While traditions are more important, it cannot hurt to also know the official rules and procedures. The probability that low level groups in the organization actually operate according to the officially adopted rules and procedures in detail is quite low, unless the organization has very informal rules.
虽然传统更重要，但了解官方规则和程序也无妨。除非该组织有非常非正式的规则，否则该组织中的低级别团体实际按照正式通过的规则和程序运作的可能性很低。
Do not object to procedure just for the sake of objecting. If you repeatedly invoke little known and rarely used official rules in small matters, it is a sure way to make people assume that what you have to say is silly or obstructionist, until proven otherwise. If you invoke the official rules so as to override tradition in an important matter, be aware that you are playing with a weapon of mass destruction. You may or may not accomplish your immediate goal, but the blowback will almost certainly damage your future efforts in that organization.
不要仅仅为了反对而反对程序。如果你在小事上反复引用鲜为人知且很少使用的官方规则，这肯定会让人们认为你要说的话很愚蠢或有阻碍性，除非事实证明不是这样。如果你在一件重要的事情上援引官方规则以凌驾于传统之上，要知道你在玩弄大规模杀伤性武器。你可能会也可能不会实现你眼前的目标，但这种反作用几乎肯定会损害你在该组织未来的努力。
While it is always the path of least resistance to follow tradition, knowing the official rules makes you aware of when they could be invoked against you. This may enable you to adopt a path that is reasonably congruent with both the traditions and the rules, maximizing your chances of success.
虽然遵循传统总是阻力最小的途径，但了解官方规则会让你意识到什么时候可以对你不利。这可以让你选择一条既符合传统又符合规则的道路，最大限度地提高你的成功几率。
Essentially all technical efforts wallow in acronyms and special "terms of art". It sometimes seems as if no effort or sub-effort is really rolling until it has come up with several non-obvious terms to confuse those who have not been involved for a while. Nor are acronyms constant. Especially in the early part of a standards effort, when ideas are flopping around, acronyms and special terms frequently change, causing further confusion of those not in the most active part of the group.
基本上，所有的技术努力都沉浸在首字母缩略词和特殊的“艺术术语”中。有时似乎没有任何努力或子努力真正在滚动，直到它提出了几个不明显的术语来迷惑那些一段时间没有参与的人。缩写词也不是固定不变的。特别是在标准工作的早期阶段，当想法四处传播时，首字母缩写词和特殊术语经常发生变化，导致团队中最不活跃的部分进一步混淆。
In fact, if you read an explanation of some deep technical matter written so anyone can understand it, you can be virtually certain that it is not how experts in the field communicate with each other, verbally or in writing. This is true of all fields. Read something about engineering big "air vents" and "water pipes"? Experts use "plenum" and "penstock".
事实上，如果你阅读了一篇关于某个深层次技术问题的解释，以便任何人都能理解，那么你几乎可以肯定，这不是该领域专家之间口头或书面交流的方式。所有领域都是如此。阅读一些关于工程大“通风口”和“水管”的文章？专家们使用“增压”和“压力管道”。
It's a bad strategy to get lost in acronyms you do not know, so you cannot understand what people are talking about and may make a fool of yourself if you guess wrong. The best thing is to find out the meaning of and learn the acronyms in advance. Failing that, ask about acronyms or strange terms as soon as you can, preferably the first time you encounter them. Making a written note of their meaning could not hurt. Usually there will be others who also wanted to ask but were afraid to and will be grateful that you took the initiative.
迷失在你不知道的首字母缩略词中是一种糟糕的策略，因此你无法理解人们在谈论什么，如果你猜错了，你可能会出丑。最好的办法是提前了解首字母缩略词的含义并学习它们。否则，请尽快询问首字母缩略词或奇怪的术语，最好是在第一次遇到它们时。把他们的意思写下来也无妨。通常会有其他人也想问，但不敢问，并且会感激你采取了主动。
Think a bit about the impression you make on people.
想想你给人们留下的印象。
If you insist on speaking to every issue, even if you don't have any really strong points, you will get a reputation as a blowhard who doesn't add much and just slows things down. If you only speak occasionally, but have solid points to make when you do, people will pay much more attention to your occasional speeches.
如果你坚持对每一个问题都发表意见，即使你没有任何真正的优点，你也会得到一个吹牛者的名声，他不会增加太多内容，只会让事情变慢。如果你只是偶尔发言，但在发言时有明确的观点，人们会更加关注你偶尔的发言。
Similarly, if you quibble about everything, you will use up good will you have acquired and may be viewed as an obstructionist who causes needless delay. If an organization is doing or developing something complex, all the decisions are not going to go the way you want. Consider the points where you could try to get your way, figure out how important they are to you, how strong your arguments would be, and how much opposition you are likely to encounter. Keep in mind that your arguments will usually seem more impressive to you than they do to others. Based on this, you can make a reasoned choice of where to really put up a fight and possibly recruit allies or call in favors.
同样，如果你对每件事都吹毛求疵，你将耗尽你所获得的善意，并可能被视为造成不必要拖延的阻碍者。如果一个组织正在做或开发一些复杂的事情，那么所有的决策都不会按照你想要的方式进行。考虑一下你可以设法找到自己的方向，找出他们对你有多重要，你的论点有多强，你可能会遇到多少反对意见。记住，你的论点对你来说通常比对别人来说更令人印象深刻。基于此，你可以做出合理的选择，在哪里真正展开战斗，并可能招募盟友或寻求帮助。
This is not to say that you should ignore minor issues and never speak up about them if you have new information or opinions to contribute. Just do not invest a lot of effort in fighting an issue or making a point unless it is important to you and you judge that you have a reasonable chance of succeeding.
这并不是说，如果你有新的信息或观点要提供，你应该忽略一些小问题，永远不要谈论它们。除非对你来说很重要，并且你认为你有一个合理的成功机会，否则不要在解决一个问题或提出一个观点上投入太多精力。
You may be surprised that I have said very little about technical and communication skills, although in the Introduction above it was assumed that you had normal skills in these areas. You do need to understand the technical aspects of what is going on so that you cannot be easily bamboozled.
您可能会感到惊讶，我几乎没有提到技术和沟通技能，尽管在上面的介绍中假设您在这些领域拥有正常的技能。你确实需要了解正在发生的事情的技术方面，这样你就不会轻易被欺骗。
If you are very strong technically and can make substantial contributions, you can be helpful, if you can contribute in a way that does not offend too many people. But, especially in a large technical standards body, not everyone can be a strong technical contributor.
如果你在技术上很强，能够做出实质性的贡献，如果你能以一种不冒犯太多人的方式做出贡献，你就可以提供帮助。但是，特别是在一个大型技术标准机构中，并不是每个人都能成为强大的技术贡献者。
If you have strong verbal and written communications skills, this can also be helpful. But if you are not fluent in the dominant language of the organization, you will be at a disadvantage. While the organization should make some attempt to be approachable by those for whom its dominant language is a second language, the best thing to do is to put in the time and effort to become fluent. [Farber] As a stopgap, you can team up with someone with whom you communicate well and who is fluent in the standards organization language. They can speak for you in meetings, if necessary, and co-author written contributions with you.
如果你有很强的口头和书面沟通能力，这也会很有帮助。但是如果你不能流利地使用组织的主要语言，你将处于不利地位。虽然该组织应该尝试让那些以第二语言为主导语言的人更容易接近，但最好的办法是投入时间和精力让他们变得流利。[Farber]作为权宜之计，您可以与沟通良好、能够流利使用标准组织语言的人合作。如有必要，他们可以在会议上代表您发言，并与您共同撰写书面意见。
If you are the rare genius with superb technical, communication, and interpersonal skills, you are wasting your time reading this and might be able to get away with doing exactly the opposite of some of its recommendations. But I would not count on it.
如果你是一位罕见的天才，拥有高超的技术、沟通和人际交往能力，那么你读这篇文章是在浪费时间，也许你可以做一些与它的建议完全相反的事情。但我不会指望它。
Lastly, give yourself a bit of time to get settled into an organization. Then, be reasonably assertive, but do not be too pushy unless an issue is so important you are willing to risk the reputation you have built up. And try to never lose your temper.
最后，给自己一点时间融入一个组织。然后，要有合理的自信，但不要太咄咄逼人，除非某个问题非常重要，你愿意冒你已经建立起来的声誉的风险。永远不要发脾气。
Unless you are a genius at inter-personal relations, you will not gain substantial prominence and influence in a standards organization overnight. These things take time and patience.
除非你是人际关系方面的天才，否则你不会一夜之间在一个标准组织中获得显著的地位和影响力。这些事情需要时间和耐心。
This RFC raises no new security issues.
此RFC不会引发新的安全问题。
[Carnegie] "How To Win Friends And Influence People", Dale Carnegie, 1990, ISBN 0671723650.
[卡内基]“如何赢得朋友和影响他人”，戴尔·卡内基，1990年，ISBN 0671723650。
[Farber] "How to Learn Any Language", Barry Farber, 1991, ISBN 1-56731-543-7.
[法伯]“如何学习任何语言”，巴里·法伯，1991年，ISBN 1-56731-543-7。
Author's Address
作者地址
Donald E. Eastlake 3rd Motorola Laboratories 155 Beaver Street Milford, MA 01757 USA
Donald E.Eastlake 3rd Motorola Laboratories美国马萨诸塞州米尔福德市海狸街155号，邮编01757
Phone: +1 508-786-7554 (w)
EMail: Donald.Eastlake@motorola.com
Phone: +1 508-786-7554 (w)
EMail: Donald.Eastlake@motorola.com
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Acknowledgement
确认
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