This was self-delusion, and it was a recipe for disaster. Jobs began to sense it early on. “We had different ways of looking at the world, different views on people, different values,” Jobs recalled. “I began to realize this a few months after he arrived. He didn’t learn things very quickly, and the people he wanted to promote were usually bozos.”

這是一種自我欺騙，遲早會釀成災難。喬布斯很早就察覺到了這點。“我們的世界觀、人生觀、價值觀都不同，”喬布斯說，“他來了幾個月之后，我就開始認識到這點，他學東西并不快，而他想提拔的人往往都是些笨蛋。”

Yet Jobs knew that he could manipulate Sculley by encouraging his belief that they were so alike. And the more he manipulated Sculley, the more contemptuous of him he became. Canny observers in the Mac group, such as Joanna Hoffman, soon realized what was happening and knew that it would make the inevitable breakup more explosive. “Steve made Sculley feel like he was exceptional,” she said. “Sculley had never felt that. Sculley became infatuated, because Steve projected on him a whole bunch of attributes that he didn’t really have. When it became clear that Sculley didn’t match all of these projections, Steve’s distortion of reality had created an explosive situation.”

然而喬布斯知道，他可以加深斯卡利心中認為他倆很相似的想法，以此來操縱斯卡利。而他對斯卡利操縱得越多，就越是看不起斯卡利。Mac團隊里一些精明的旁觀者，比如喬安娜·霍夫曼，很快就意識到正在發生的狀況，并預料到這種局面會使喬布斯和斯卡利之間本就不可避免的破裂來得更猛。“史蒂夫讓斯卡利覺得自己很杰出，”她說，“斯卡利之前從沒這樣覺得，他被沖昏了頭腦，因為史蒂夫把許多他并沒有的特點都加在了他身上。這樣史蒂夫就把斯卡利搞得暈頭轉向，讓斯卡利對史蒂夫更加著迷。然而當事情最終變得明顯，斯卡利并不符合所有這些評價時，史蒂夫的現實扭曲力場已經為事件的爆發埋下了隱患。”

The ardor eventually began to cool on Sculley’s side as well. Part of his weakness in trying to manage a dysfunctional company was his desire to please other people, one of many traits that he did not share with Jobs. He was a polite person; this caused him to recoil at Jobs’s rudeness to their fellow workers. “We would go to the Mac building at eleven at night,” he recalled, “and they would bring him code to show. In some cases he wouldn’t even look at it. He would just take it and throw it back at them. I’d say, ‘How can you turn it down?’ And he would say, ‘I know they can do better.’” Sculley tried to coach him. “You’ve got to learn to hold things back,” he told him at one point. Jobs would agree, but it was not in his nature to filter his feelings through a gauze.

斯卡利的熱情最后也開始冷卻下來。他正試圖管理一家功能紊亂的公司，而他的管理存在一個弱點，那就是他總想取悅別人，這個問題在喬布斯身上并不存在。簡單地說，斯卡利是個很有禮貌的人，而喬布斯不是。因此，當他看見喬布斯粗魯地對待自己的同事的時候，他會有些畏縮。“我們晚上11點會去Mac項目的辦公樓，”他回憶說，“他們會把代碼拿給他看。有時候他甚至看都不看一眼，拿過來就立刻扔回給他們。我就問他，你怎么這樣就把人家否定了？他會說：‘我知道他們能做得更好。’”斯卡利試著教導他。“你得學會控制情緒。”有一次他對喬布斯說。喬布斯表示同意，但是他天生就無法過濾自己的情緒。

Sculley began to believe that Jobs’s mercurial personality and erratic treatment of people were rooted deep in his psychological makeup, perhaps the reflection of a mild bipolarity. There were big mood swings; sometimes he would be ecstatic, at other times he was depressed. At times he would launch into brutal tirades without warning, and Sculley would have to calm him down. “Twenty minutes later, I would get another call and be told to come over because Steve is losing it again,” he said.

斯卡利開始相信，喬布斯善變的個性和對人飄忽不定的態度深深根植于他的心理構成中，或許這反映出他性格里有輕微的兩極化。喬布斯的情緒波動很大。他有時候欣喜若狂，有時候又低沉沮喪。有時候他會沒有任何征兆地開始嚴厲斥責別人，斯卡利就得讓他平靜下來。“20分鐘以后，我會接到另一個電話讓我過去，因為史蒂夫又在發脾氣了。”他說道。

Their first substantive disagreement was over how to price the Macintosh. It had been conceived as a $1,000 machine, but Jobs’s design changes had pushed up the cost so that the plan was to sell it at $1,995. However, when Jobs and Sculley began making plans for a huge launch and marketing push, Sculley decided that they needed to charge $500 more. To him, the marketing costs were like any other production cost and needed to be factored into the price. Jobs resisted, furiously. “It will destroy everything we stand for,” he said. “I want to make this a revolution, not an effort to squeeze out profits.” Sculley said it was a simple choice: He could have the $1,995 price or he could have the marketing budget for a big launch, but not both.

他們第一次產生重大分歧是在給麥金塔電腦定價時。按照最初的設想，麥金塔的售價將是1000美元，但是喬布斯對設計進行了更改，成本提髙了，于是又將計劃售價調整為1995美元。然而，當喬布斯和斯卡利開始為盛大的發布和營銷工作制訂計劃時，斯卡利認為他們需要將售價再提髙500美元。對于他來說，營銷成本就像其他任何生產成本一樣需要計入售價。喬布斯憤怒地拒絕了。“這會破壞我們所有的理念，”他說道，“我想讓它成為一次革命，而不是努力榨取利潤。”斯卡利說這是個很簡單的選擇：他可以保持1995美元的售價，或者可以拿營銷預算去舉辦一場盛大的產品發布會，二者只能選其一。

“You’re not going to like this,” Jobs told Hertzfeld and the other engineers, “but Sculley is insisting that we charge $2,495 for the Mac instead of $1,995.” Indeed the engineers were horrified. Hertzfeld pointed out that they were designing the Mac for people like themselves, and overpricing it would be a “betrayal” of what they stood for. So Jobs promised them, “Don’t worry, I’m not going to let him get away with it!” But in the end, Sculley prevailed. Even twenty-five years later Jobs seethed when recalling the decision: “It’s the main reason the Macintosh sales slowed and Microsoft got to dominate the market.” The decision made him feel that he was losing control of his product and company, and this was as dangerous as making a tiger feel cornered.

“有個壞消息，”喬布斯告訴赫茨菲爾德和其他工程師們，“斯卡利堅持要求我們將Mac的定價從1995美元上調至2495美元。”工程師們當然非常震驚。赫茨菲爾德指出Mac是為像他們自己這樣的人設計的，定價過高將會“違背”他們的立場。于是喬布斯向他們承諾；“不用擔心，我不會讓他得逞的!”但最后還是斯卡利獲勝了。雖然這件事已經過去了25年，但當喬布斯回憶起當時的決定時，他依然非常氣憤。“這是麥金塔銷量下滑的主要原因，然后微軟才得以占領市場。”他說道。這個決定讓他感覺到他正在失去對自己的產品和公司的控制，而這就跟把老虎逼入絕境一樣危險。