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Showdown, Spring 1985
攤牌，1985年春
There were many reasons for the rift between Jobs and Sculley in the spring of 1985.
1985年春，喬布斯和斯卡利之間出現(xiàn)了裂痕。原因是多方面的。
Some weremerely business disagreements,
有些只是業(yè)務(wù)上的分歧，
such as Sculley's attempt to maximize profits by keeping the Macintosh price high
譬如，斯卡利意圖維持麥金塔的髙價(jià)來達(dá)到利潤(rùn)最大化，
when Jobs wanted to make it more affordable.
而喬布斯則想要讓它的價(jià)格更實(shí)惠。
Others were weirdly psychological and stemmed from the torrid and unlikely infatuation they initially had with each other.
另一些就是奇怪的心理因素，源自他們最初對(duì)彼此的狂熱和不現(xiàn)實(shí)的迷戀。
Sculley had painfully craved Jobs's affection,
斯卡利苦苦渴求喬布斯的喜愛，
Jobs had eagerly sought a father figure and mentor,
而喬布斯則渴望在斯卡利身上獲得父親和良師益友般的感覺。
and when the ardor began to cool there was an emotional backwash.
當(dāng)兩人的熱情開始降溫時(shí)，就產(chǎn)生了情緒上的反彈。
But at its core, the growing breach had two fundamental causes, one on each side.
但是，造成兩人之間裂痕日益加深的根本原因仍在他們自己身上。
For Jobs, the problem was that Sculley never became a product person.
對(duì)喬布斯來說，問題在于斯卡利從來都沒有成為一個(gè)懂產(chǎn)品的人。
He didn't make the effort, or show the capacity, to understand the fine points of what they were making.
他沒有努力，也沒有顯示出自己有能力理解蘋果公司所做產(chǎn)品的精妙之處。
On the contrary, he found Jobs's passion for tiny technical tweaks and design details to be obsessive and counterproductive.
相反，斯卡利覺得喬布斯太過沉迷于細(xì)微的技術(shù)調(diào)整和設(shè)計(jì)細(xì)節(jié)，沒有效率。
He had spent his career selling sodas and snacks whose recipes were largely irrelevant to him.
他過去做的工作是銷售汽水和零食，產(chǎn)品的配方在很大程度上與自己無關(guān)。
He wasn't naturally passionate about products,
他對(duì)產(chǎn)品也沒有天生的熱情，
which was among the most damning sins that Jobs could imagine.
而這正是喬布斯所能想象的最深重的罪孽之一。
"I tried to educate him about the details of engineering," Jobs recalled,
“我試圖教會(huì)他工程上的細(xì)節(jié)，”喬布斯后來回憶說，
"but he had no idea how products are created, and after a while it just turned into arguments.
“但是，他不知道產(chǎn)品是怎樣創(chuàng)造出來的，一段時(shí)間以后，這種培養(yǎng)變成了爭(zhēng)論。
But I learned that my perspective was right. Products are everything."
但我知道，我的觀點(diǎn)是正確的。產(chǎn)品就是一切。”
He came to see Sculley as clueless,
他覺得斯卡利很愚蠢。
and his contempt was exacerbated by Sculley's hunger for his affection and delusions that they were very similar.
但斯卡利渴望得到喬布斯的喜愛，并且產(chǎn)生了自己和他很相似的幻覺，這更加劇了喬布斯對(duì)他的蔑視。
For Sculley, the problem was that Jobs,
而斯卡利覺得問題出在喬布斯身上，
when he was no longer in courtship or manipulative mode,
當(dāng)喬布斯不再處于“求愛期”或有所圖時(shí)，
was frequently obnoxious, rude, selfish, and nasty to other people.
就常常很令人討厭、粗魯、自私并且對(duì)其他人脾氣不好。
He found Jobs's boorish behavior as despicable as Jobs found Sculley's lack of passion for product details.
他覺得喬布斯的行為粗魯可鄙，這程度就和喬布斯鄙視他對(duì)產(chǎn)品細(xì)節(jié)缺乏激情一樣。
Sculley was kind, caring, and polite to a fault.
斯卡利能和善、關(guān)切、彬彬有禮地對(duì)待錯(cuò)誤，
At one point they were planning to meet with Xerox's vice chair Bill Glavin, and Sculley begged Jobs to behave.
有一回，他們計(jì)劃與施樂公司董事會(huì)副主席比爾·格拉文會(huì)面，斯卡利乞求喬布斯到時(shí)候不要失禮。
But as soon as they sat down, Jobs told Glavin,
然而，剛一就座，喬布斯就跟格拉文說：
"You guys don't have any clue what you're doing," and the meeting broke up.
“你們這些家伙完全不知道自己在做什么。”會(huì)面不歡而散。
"I'm sorry, but I couldn't help myself," Jobs told Sculley.
“對(duì)不起，但我控制不住自己。”喬布斯告訴斯卡利。
It was one of many such cases.
這只是許多類似情況中的一例。
As Atari's Al Alcorn later observed,
正如雅達(dá)利公司的阿爾·奧爾康后來評(píng)論的，
"Sculley believed in keeping people happy and worrying about relationships.
“斯卡利想讓別人高興，并會(huì)顧及人際關(guān)系。
Steve didn't give a shit about that.
史蒂夫?qū)Υ藙t不屑一顧。
But he did care about the product in a way that Sculley never could,
但他對(duì)產(chǎn)品的關(guān)注又是斯卡利永遠(yuǎn)達(dá)不到的，
and he was able to avoid having too many bozos working at Apple by insulting anyone who wasn' t an A player."
而且喬布斯會(huì)侮辱任何一個(gè)算不上一流隊(duì)員的人，以避免蘋果出現(xiàn)太多的笨蛋。”
