Horn responded, “Well, actually, Steve, a lot of things that are right with the Mac are my fault, and I had to fight like crazy to get those things in.”

霍恩回答道：“好吧，史蒂夫，事實上，Mac的許多好處也是我的錯，我還得像瘋了似的把這些好處都給弄進去?！?/span>

“You’re right,” admitted Jobs. “I’ll give you 15,000 shares to stay.” When Horn declined the offer, Jobs showed his warmer side. “Well, give me a hug,” he said. And so they hugged.

“沒錯?！眴滩妓拐J可了這一回應(yīng)，“如果你留下，我就給你15000股股票?！被舳骶芙^了，喬布斯就展現(xiàn)出自己溫柔的一面。“好吧，來給我個擁抱?！彼f。于是，他倆擁抱在一起。

But the biggest news that month was the departure from Apple, yet again, of its cofounder, Steve Wozniak. Wozniak was then quietly working as a midlevel engineer in the Apple II division, serving as a humble mascot of the roots of the company and staying as far away from management and corporate politics as he could. He felt, with justification, that Jobs was not appreciative of the Apple II, which remained the cash cow of the company and accounted for 70% of its sales at Christmas 1984. “People in the Apple II group were being treated as very unimportant by the rest of the company,” he later said. “This was despite the fact that the Apple II was by far the largest-selling product in our company for ages, and would be for years to come.” He even roused himself to do something out of character; he picked up the phone one day and called Sculley, berating him for lavishing so much attention on Jobs and the Macintosh division.

不過，當(dāng)月最轟動的新聞還是蘋果公司創(chuàng)始人之一史蒂夫·沃茲尼亞克的離開。也許是因為個性不同，這兩位創(chuàng)始人之間從未有過激烈的沖突。沃茲尼亞克仍然充滿夢想和童趣，喬布斯比以往更加緊張易怒。但是，在蘋果的管理和戰(zhàn)略問題上，兩人有著根本的分歧。當(dāng)時，沃茲尼亞克低調(diào)地在AppleII部門做中級工程師，作為公司謙卑的招牌人物而存在，并盡可能地遠離管理和公司政治。在他看來，有理由相信喬布斯并不欣賞AppleII；而AppleII電腦仍然是蘋果公司的搖錢樹，而且1984年圣誕期間，其銷量就占公司產(chǎn)品銷量的70%?！肮纠锲渌艘舱J為AppleII團隊的成員不重要，”他后來說道，“盡管在當(dāng)時，AppleII是我們公司多年來銷量最大的產(chǎn)品，而且未來幾年它仍然可能是最暢銷的機型?！蔽制澞醽喛松踔翉娖茸约喝プ鲆恍┎缓献约盒愿竦氖?；有一天，他拿起電話打給斯卡利，痛斥他在喬布斯和麥金塔部門浪費了太多注意力。

Frustrated, Wozniak decided to leave quietly to start a new company that would make a universal remote control device he had invented. It would control your television, stereo, and other electronic devices with a simple set of buttons that you could easily program. He informed the head of engineering at the Apple II division, but he didn’t feel he was important enough to go out of channels and tell Jobs or Markkula. So Jobs first heard about it when the news leaked in the Wall Street Journal. In his earnest way, Wozniak had openly answered the reporter’s questions when he called. Yes, he said, he felt that Apple had been giving short shrift to the Apple II division. “Apple’s direction has been horrendously wrong for five years,” he said.

沮喪萬分的沃茲尼亞克決定悄然離去，創(chuàng)辦一家新公司，制造自己發(fā)明的萬能遙控器。有了這個裝置，用戶只需通過幾個簡單的按鈕，就能控制家里的電視機、立體聲音響和其他電子設(shè)備。他將自己的想法告訴了AppleII部門的工程師主管，但覺得自己并不那么重要，沒必要通知別的部門，也沒必要告訴喬布斯和馬庫拉。因此，直到看到《華爾街日報》報道，喬布斯才第一次得知此事。當(dāng)記者致電時，沃茲尼亞克真誠坦率地回答了記者的問題。他說，是的，自己覺得蘋果公司怠慢了AppleII部門?！疤O果的發(fā)展方向已經(jīng)嚴重錯誤，并持續(xù)5年了。”他表示。

Less than two weeks later Wozniak and Jobs traveled together to the White House, where Ronald Reagan presented them with the first National Medal of Technology. The president quoted what President Rutherford Hayes had said when first shown a telephone—“An amazing invention, but who would ever want to use one?”—and then quipped, “I thought at the time that he might be mistaken.” Because of the awkward situation surrounding Wozniak’s departure, Apple did not throw a celebratory dinner. So Jobs and Wozniak went for a walk afterward and ate at a sandwich shop. They chatted amiably, Wozniak recalled, and avoided any discussion of their disagreements.

不到兩周后，沃茲尼亞克和喬布斯共同前往白宮，時任美國總統(tǒng)的羅納德·里根授予他們首屆國家技術(shù)獎?wù)拢∟ationalMedalofTechnology）。里根引用第19任總統(tǒng)拉瑟福德·海斯（RutherfordHayes）初次見到電話時所說的一句話——“驚人的發(fā)明，但是誰想要用這個東西呢？”然后打趣道：“我覺得，他當(dāng)時可能弄錯了?！辫b于沃茲尼亞克離開蘋果公司的尷尬情形，蘋果公司之后并未舉行慶祝晚宴，斯卡利或其他高層也沒有來華盛頓。喬布斯和沃茲尼亞克在領(lǐng)獎之后一起出去散步，在一家三明治店吃了些東西。沃茲尼亞克回憶說，他們親切地聊了聊，避開了任何關(guān)于分歧的討論。

Wozniak wanted to make the parting amicable. It was his style. So he agreed to stay on as a part-time Apple employee at a $20,000 salary and represent the company at events and trade shows. That could have been a graceful way to drift apart. But Jobs could not leave well enough alone. One Saturday, a few weeks after they had visited Washington together, Jobs went to the new Palo Alto studios of Hartmut Esslinger, whose company frogdesign had moved there to handle its design work for Apple. There he happened to see sketches that the firm had made for Wozniak’s new remote control device, and he flew into a rage. Apple had a clause in its contract that gave it the right to bar frogdesign from working on other computer-related projects, and Jobs invoked it. “I informed them,” he recalled, “that working with Woz wouldn’t be acceptable to us.”

沃茲尼亞克想讓自己和蘋果公司之間友好地分手，這是他的風(fēng)格。于是，他同意兼職的方式，薪酬2萬美元，并代表公司出席括動和展覽。這是一種漸漸疏遠彼此的優(yōu)雅方式，但是喬布斯心里就沒有那么舒服。在華盛頓領(lǐng)獎幾周后的一個周六，喬布斯前往哈特穆特·艾斯林格在帕洛奧圖的新工作室，他的青蛙設(shè)計公司（FrogDesign）為了處理蘋果公司的設(shè)計而搬到了這里。喬布斯碰巧在那里看到了一些草圖，是該公司為沃茲尼亞克的新遙控器設(shè)計的，他暴跳如雷。蘋果公司同青蛙設(shè)計公司的合同中有一條寫著，蘋果公司有權(quán)禁止青蛙設(shè)計公司為其他公司做計算機相關(guān)產(chǎn)品的設(shè)計，喬布斯援引這一條款。“我通知他們，”喬布斯回憶說，“我們不能接受他們做沃茲的項目?！?/span>

When the Wall Street Journal heard what happened, it got in touch with Wozniak, who, as usual, was open and honest. He said that Jobs was punishing him. “Steve Jobs has a hate for me, probably because of the things I said about Apple,” he told the reporter. Jobs’s action was remarkably petty, but it was also partly caused by the fact that he understood, in ways that others did not, that the look and style of a product served to brand it. A device that had Wozniak’s name on it and used the same design language as Apple’s products might be mistaken for something that Apple had produced. “It’s not personal,” Jobs told the newspaper, explaining that he wanted to make sure that Wozniak’s remote wouldn’t look like something made by Apple. “We don’t want to see our design language used on other products. Woz has to find his own resources. He can’t leverage off Apple’s resources; we can’t treat him specially.”

《華爾街日報》得知此事后，聯(lián)系上了沃茲尼亞克，他像往常一樣坦率真誠。他說喬布斯在懲罰他。“史蒂夫·喬布斯恨我，可能是因為我針對蘋果說的話。”他告訴記者。喬布斯這種行為顯得很小氣，但他之所以如此，部分原因是他知道產(chǎn)品的外觀和風(fēng)格就是產(chǎn)品品牌的一部分，其他人不像喬布斯這樣明白這個道理。如果沃茲尼亞克的設(shè)備和蘋果公司的產(chǎn)品使用同一種設(shè)計語言，就可能會讓人誤會他的設(shè)備是蘋果公司的?！斑@并非私人恩怨?！眴滩妓垢嬖V《華爾街日報》，解釋說自己想要確保沃茲尼亞克的遙控器不會像蘋果生產(chǎn)的東西一樣?！拔覀儾幌肟吹阶约旱脑O(shè)計語言用在別的產(chǎn)品上。沃茲得找到自己的資源。他不能利用蘋果的資源，我們不能對他特殊對待?！?/span>

Jobs volunteered to pay for the work that frogdesign had already done for Wozniak, but even so the executives at the firm were taken aback. When Jobs demanded that they send him the drawings done for Wozniak or destroy them, they refused. Jobs had to send them a letter invoking Apple’s contractual right. Herbert Pfeifer, the design director of the firm, risked Jobs’s wrath by publicly dismissing his claim that the dispute with Wozniak was not personal. “It’s a power play,” Pfeifer told the Journal. “They have personal problems between them.”

至于青蛙設(shè)計公司已經(jīng)為沃茲尼亞克做了的東西，喬布斯表示愿意個人支付這筆費用。但即便如此，該公司的管理者也都吃了一驚。喬布斯要求青蛙設(shè)計公司把為沃茲尼亞克設(shè)計的圖紙交給自己或毀掉，對方拒絕了。喬布斯不得不向他們發(fā)信，援引蘋果公司的合同權(quán)利。靑眭設(shè)計公司的設(shè)計總監(jiān)赫伯特·法伊弗（HerbertPfeifer）冒著激怒喬布斯的風(fēng)險，公開駁斥喬布斯關(guān)于同沃茲尼亞克的爭端并非私人恩怨的說法?！八@是仗勢欺人，”法伊弗對《華爾街日報》說，“他們之間有私人問題?！?/span>

Hertzfeld was outraged when he heard what Jobs had done. He lived about twelve blocks from Jobs, who sometimes would drop by on his walks. “I got so furious about the Wozniak remote episode that when Steve next came over, I wouldn’t let him in the house,” Hertzfeld recalled. “He knew he was wrong, but he tried to rationalize, and maybe in his distorted reality he was able to.” Wozniak, always a teddy bear even when annoyed, hired another design firm and even agreed to stay on Apple’s retainer as a spokesman.

聽說了喬布斯的所作所為后，赫茨菲爾德異常氣憤。他家離喬布斯的住處大約相隔12個街區(qū)，即使在他離開蘋果后，喬布斯有時也會順路去他家坐坐?！拔覍τ谖制澞醽喛诉b控器的事非常氣憤，以至于喬布斯后來到我家來，我都沒讓他進門?！焙沾姆茽柕抡f道，“他知道自己錯了，但是試圖把自己的所作所為合理化，也許在他自己的現(xiàn)實扭曲力場里，他能做得到?！倍制澞醽喛思幢闶巧鷼獾臅r候，也像泰迪熊一樣溫順。他換了一家設(shè)計公司，甚至同意繼續(xù)留任蘋果公司做發(fā)言人。