在一封邮件里面看到的，找不到出处了。

"生命真是美极了，它不是我们制造出的这些丑恶。唯独当你对所有事物革新之后，才能欣赏到它的丰富、深度及可爱。革新组织化的宗教、传统和现今败坏的
社会，然后以人本的立场来探究什么是真理（不是去模仿），这才是教育"
  "这是一个疯狂的、完全混乱的世界，每个人都在和别人作对，极力想达到一个安全的位置，一个有权势或享福的位置。这个世界被冲突的信念、阶级意
识、不同的国家主义、各种形式的愚蠢及残酷所分割，而这就是你要学者去适应的世界。
然而，教育的意义只是帮助你顺应这个败坏的社会制度吗？还是要给你自由，一种全然的自由，来让你成长并创造一个不同的社会，一个新世界？我们必须拥有这
份自由，不是在未来，而是现在，否则我们将被彻底消灭。我们必须立刻创造出自由的气氛，你可以在其中生活并且探索什么是真相，然后你会变得有智慧、及有
能力了解这个世界，而不只是顺服它。因为在你的心底深处，你是不断在革新的，也只有那些不断革新的人，才会发现什么是真理，那些服从与跟随传统的人是无
法做到这一点的。只有不停探索、不停观察、不停学习，你才会发现真理、上帝或爱。如果你的心中有恐惧，你就不能探索、观察、学习，不能深入的察觉。所
以，教育的意义显然就是消除外在或内在破坏人类思想、关系及爱的那份恐惧"

来源地址：http://www.gamasutra.com/php-bin/news_index.php?story=15369

Think every aspect of your game play has to be customized for regional players? Blizzard disagrees, and in his keynote for the Austin GDC, president Mike Morhaime discussed this and other lessons learned throughout the company's release history.

Morhaime's keynote speech focused on the ten lessons Blizzard has learned in globalizing its IP, and started with a brief rundown of the company history, starting with him and his 2 recent UCLA graduate friends in 1991, and the $10,000 each they got as graduation presents or borrowed from their grandmothers.

Blizzard: The Beginning

Cutting their teeth and learning about game development by doing Amiga and Mac conversions of PC games and moving to 16 bit console titles, the decline of the console market focused the company on PC games, where it began with Warcraft.

World of Warcraft, said Morhaime, has "really transformed the company in ways we couldn’t possibly have imagined at the time, but through that process and all these years, we've really stayed committed to the same core philosophies that we were committed to at the beginning."

First and foremost was "gameplay first," "one of our mantras," said Morhaime, and though he admitted it wasn't going to be a design talk as with the previous Austin GDC, "I should say right off the bat that if we don’t get this part right, none of the rest of this matters."

Morhaime said Blizzard uses a model of the market of a donut, with core gamers in the middle -- the opinion makers, and casual players as the ring around.

"In order to be real successful we want to hit both of those markets," he said, achievable by trying to build games "deep and replayable while being accessible to wide market," through low system requirements, and the separate mantra, "easy to learn, difficult to master."

On Brand Protection Above All

The next philosophy is to "build and protect the brand" –- "The Blizzard name is our most important property," he said, and it stands for "high quality, fun, and polish." The company thinks of its brand as a bank account, constantly trying to "make 'brand deposits' and avoid 'brand withdrawals.'"

Next, Morhaime said the company always resists the pressure to ship early. Pressure, he said, comes from all around to ship the game as soon as possible, something Blizzard tries to resist as shipping early is "very risky," and, referring to the last point, "shipping a game early can do tremendous damage to a brand or a franchise."

He pleaded that the industry "think long term" and said "shipping early and losing players is very short term mentality." The company fought this battle in 1996 when Diablo missed its holiday release schedule, which, in the end, perhaps impacted day one sales, but went on to sell well throughout 1997.

"Nobody looks back at Diablo and says 'if only they’d released it 3 weeks earlier'," said Morhaime, and through that experience the company was able to educate its parent company that it's quality that matters -- something Blizzard had to deal with again as Burning Crusade missed its own holiday deadline.

Morhaime: Focus On Specifics

Next, Morhaime said developers should “resist the pressure to do everything at once”: there's a lot of pressure to do everything, to compete everywhere, to not miss an opportunity, but he instead said to "build on your successes, gain expertise, then get more ambitious – if you try to do everything at once, your risk goes up at not getting anything right."

Morhaime then looked specifically at how Blizzard has evolved as a global company. When the company stated, the U.S. was its most important market, and it would complete a game in English and then go on to localize it for other markets.

It found, though, as Europe became more important, that the grey market of importers was having an impact on sales -- hardcore fans would have already imported the game on its U.S. release, so the company worked to shorten the delay between regional launches.

Asia developed quite differently, he said, noting that in the region game rooms were very important, with some 20,000 in Korea, and 200,000 in China. By contrast, he said, "there are about 30,000 McDonalds in the whole world," and said making sure your game operates well in game rooms is very important.

The 'Myth Of Regional Taste'

Morhaime then turned to the “myth of regional taste” -- something he said might be a controversial point. "You hear a lot of talk that the way to succeed internationally is to localize and customize your game for local tastes, to have people in each region to tell you local tastes, and that’s the key. We don’t think about it like that."

"We think there are different styles of play that exist everywhere, just in different concentrations," he continued, such as the prevalence of PVP versus PVE players in Korea, "but you still have both, and you still have both here."

Instead Blizzard takes the approach that there are different styles of play that exist everywhere, "so instead of creating 15 different versions, we look at what the different styles are and make sure the game provides something for the different styles," striving to "make everyone feel welcome in the game."

Morhaime did note that it was important to "think globally," noting its experience in adding a samurai panda race in Warcraft 3, upsetting Chinese players as they saw their own animal in Japanese garb. Blizzard quickly changed the race to wear Chinese armor and weaponry, and got a lot of appreciative response that Blizzard was actually listening.

Global thinking leads to global challenges, though, and Morhaime noted that the company was very wrong about its estimates of World of Warcraft demand, which it always considered would fall under the ceiling of Warcraft 3, previously its best-selling game.

"We had to stop shipping boxes to retail because we didn’t have capacity to support them," he said, and immediately after launching the game Blizzard was "in the fire of trying to play catch up."

The Difficulties Of Scaling

That's when the company learned its next lesson that "HR is really important" in scaling up entire business overnight. Blizzard also found at that time that "running a MMORPG is not just game development."

Though it'd already had experience running BattleNet, "when you go to running a subscription based service with paying subscribers, it’s really a whole new ballgame. We thought we understood this."

"It’s all of these other things that impact players experience that are maybe just as important as the game itself," said Morhaime, saying the company had to "shift our mindset that we weren’t just a game developer, we were a service company, and we needed to apply things that service companies do."

Those things included, most importantly, communication. Blizzard frequently had to deal with a doubly bad situation where the developers couldn't yet identify a bug, so therefore community managers couldn't relate the problem to players, falling into a "holding pattern of not saying anything, while the community is 'wigging out', which is what communities do when you don’t talk with them."

Blizzard set up a process to keep both the community and international staff informed through formalized email lists, and by adding a "layer of people around the development team to keep internal people informed."

'Never Trust Version 1.0'

Next, Morhaime said the company strove to "avoid financial incentives," not internally but with this player. He said, simply, "What happens if there’s a financial reward for doing something is many people go out and do that thing."

In the real world, he said, if it's possible to sell gold to make money, people will farm gold to sell, and of course this has implications in the game world as well. Between sweatshops to farm gold, trojans to steal accounts and stolen credit cards, all to sell gold and items to "rich Americans," Blizzard said it was the company's duty to "protect our players" and "minimize the financial rewards from behaving in this way," which he characterized as "a constant battle."

Morhaime concluded with his key point, that testing was also of the utmost importance, and to "never trust version 1.0." "Everyone at Blizzard tests," he said, from private alphas to public betas.

He said you will always "find out a few things you don’t find out internally" through public betas, not just in server loads, but in what Blizzard refers to as "cheese."

"If there’s a most efficient way to play the game that will get you accomplishments faster, that’s what people will do, even if it’s boring and tedious," he said. "They’ll do it and think your game is boring and tedious and not fun –- try to eliminate those."

For the Burning Crusade launch, Morhaime said they applied all of the rules, padding forecasts for day one demand, and, happily, "This time we were prepared – servers withstood initial demand very well, and our customer service guys felt Burning Crusade launched like a very smooth patch release," the best case scenario for the company.

中文来源：http://www.it.com.cn/f/games/079/7/474276.htm

【暴雪新作推荐】：《魔兽世界：巫妖王之怒》专区　《星际争霸2》游戏资料专区

　　暴雪创办人兼总裁Michael Morhaime在GDC Austin上发表了演讲，谈论他从《魔兽世界》和其他暴雪游戏中总结出来的十条经验。

　　1·游戏性第一。如果你了解暴雪，那你知道他们在游戏平衡性上力尽完美，或者说比任何人做的都好。暴雪哲学好懂但难掌握。他们希望你入门容易而维持长时间的兴趣，用同一款产品同时吸引休闲和核心玩家。

　　2·打造并保护品牌。暴雪的目标是要消费者进入商店，看到暴雪的商标就知道那是好东西。但个人认为暴雪这方面做的不好，为何？他们欺负了可怜的BNetD（战网私服）人员，控告一群没有反抗能力的开发者。暴雪真坏。

　　3·抗拒提早上市的诱惑。这一点很多人都做不到。游戏是要在完成之后再推出，而不是当日历上某个时候到来。如果照着日历办事，那你的结果就是创世纪9，更糟糕的，就是多bug的微软恶梦般的操作系统。

　　Michael指出，公司应该用长远的目光去看，而不是考虑短期。短期考虑通常不会有好结果。《暗黑破坏神》错过了圣诞假期，在12月31日推出。你会觉得暗黑是个错过了圣诞的游戏，还是个卖了几百万的游戏？《燃烧远征》也错过了圣诞假期，但在第一天就卖出了240万份。

　　4·不要所有东西都同时做。知道自己能做什么，然后把它做好。《魔兽世界》并不是他们第一款在线游戏，《魔兽3》就有大量在线内容，《暗黑2》也是。从它们之中吸取经验，WOW就诞生了。

　　5·暴雪是一个全球性的企业。它曾经只是美国的公司。东西先做好英文的再去做其它地区的。游戏先在北美发售，然后到欧洲，然后到其它地方。这种做法有好些弊端。

　　星际争霸，韩国的国家级游戏，显示的却不是本地语言。唯一有本地语言的是日本版，但这个版本又与其它的冲突，韩国人玩的是英文版。而北美和欧洲的灰色市场意味着当游戏在美国发售，那在欧洲发售日期之前人们就能拿到它，而当游戏正式在欧洲发售的时候，人们已经买到了，销售自然不好，零售商也不高兴。

　　解决方法就是平等的对待所有玩家。进行全球范围的同步发售。这需要更多时间，但绝对值得。《暗黑2》便是全球同时发售，而结果也相当好。

　　6·地区性口味的神话。暴雪不相信有地区性口味这玩意儿，全球兴趣都是一样的，只是人数不同。如果你制作一款适合所有人口味得游戏，那你就不用针对每个市场各做一个版本了。

　　有一件事还是得注意，就是文化问题，比如魔兽3里的熊猫。游戏里的熊猫穿着日本服装拿着日本武器。中国玩家对此颇有怨言。因此它后来就改穿了中式服装和中式武器，问题就解决了。

　　7·运营网络游戏不属于游戏开发。你在三个大陆上24小时不停得运行着数千台服务器。你还需要管理一群活跃但虚拟的社区。

　　举个例子，你的开发小组在为游戏增加内容，但如果小组需要修正服务器的问题，他们就不能继续开发那些内容，哪个更重要？暴雪特别成立了一个小组专门应付游戏里的问题，这样开发小组就可以专注于他们的工作了。

　　8·交流。内部交流、外部交流。如果你有社区，跟他们交谈，经常的，清楚的。如果有个大bug，或者服务器挂了，工作人员马上就开始工作，他们不会到论坛里解释问题，时间就这样浪费了。

　　因为这样，内部无关人员不知道发生了什么事，外面的人也不知道发生了什么事，然后人们开始抓狂，在论坛上疯狂发贴然后论坛就挂了。

　　为了解决这个问题，暴雪建立了一个正式的邮件系统。开发小组可以与内部人员交流，消息可以有秩序的传播开去。

　　9·避免涉及金钱。只要你在WOW里显露出一点商机，人们就会滥用它。如果你把它隐藏，问题就变小了。如果坏人不能赚钱，淘金、窃取帐号、伪造信用卡等等这些问题就不再存在了。

　　10·持续测试游戏，不要相信Ver.1.0。你测试的越多就越好，但很少人能做到。在暴雪，每时每刻每人都在测试。先有封测，然后公测，然后发售，希望游戏到了发售日的时候能有平衡性、流畅、无bug。

　　暴雪在燃烧远征的发售上相当接近这个目标。服务器的结构升级以减少网络延迟，并提升了容量。他们补充了很多的内容，最后把发售日期推迟到完成的那一天。

　　最后，他们在当地时间凌晨发售了。一天卖掉了240万份，这是很好的成绩。有管理员表示当他看着服务器的灯一个接一个亮起来的时候他感到非常欣慰。

　　暴雪奋斗了16年，现在有数百万玩家在线游戏，他们做出了不错的成绩。任何技术都会出现问题，但暴雪总能把它们减轻。希望日后的网络游戏可以从他们的错误和成功中学到一些经验。

每天走过的路，搭过的车，吃过的饭，以及见过的保安都是一样的。这，被很多人称之为习惯。

许久以来，我们过于依赖这样的习惯，并且认为别人也是这样。因为我们成了人群中习惯着每一天的大部分的人。

我们无法让自己灵魂深处的信仰得见光明。时间逝去的时候，给所有曾经的闪光积上厚厚的尘。

希望走过的曲线可以从更精致的角度记录下什么。

中午又和一个要离职的同事吃了饭，说到了当下比较混沌的状态。

也不知道现在正在做什么，做的事情有什么意义。以后又该做什么。

一切也没个头，没个尾。

好像搭上了一班车，就这么跟着，不知道哪站再下去搭另外一班车。

一个长假就这么快过去了，似乎每天都没闲着。只要你愿意，永远都有很多事情等着你。

有开心的，有不开心的，有希望发生的，也有不希望的。不过这些事情总是没有选择的追着就来了。躲不掉。

这么着挺好，挺有活着的感觉。忙啊忙的，瞎忙。

今天是长假最后一天，眼看一个假期就过去了。

距离我来公司就快半年了，不知道什么时候开始时间过的飞快。超出我的想象。

和我刚来的时候，似乎没有什么太大的变化。一切如常。

原来的朋友们也忙着各自的事业和生活，和半年前一样，大家都很平淡的平淡的生活。

我看到他们的平淡，却形容不出来。那种感觉，恐怕我很难体会。不是因为我多了不起，多忙，是因为我早丢掉了我的寄托和信仰。

互联网产品的特点

互联网产品和软件产品不同，相比来说，互联网产品需要更快的开发速度，更灵活的结构，更好的拓展性，更快的更新速度。互联网产品，往往不仅限于功能的实现。而一个成功的产品，除了和用户的交互，功能的强大，便捷，容错能力强之外，文化和氛围的形成，建立，也会对产品起到异常重要的作用。而在产品规模到达一个层面的时候，通常需要对平台本身结构，功能，技术，体验等方面的突破，以至达到概念的突破，才能让产品再次迸发出生命力和竞争力。

什么时候需要产品设计

任何时候产品都需要不断的更迭和完善。但是基于互联网产品的特点，在产品新推出，和平台到达一个规模瓶颈的时候，尤其需要通过设计来提高产品的竞争力，从而迅速占领市场。产品前期的结构是否合理和灵活，也决定了产品后期的改造，平台整合，功能和资源输出是否能快速小代价的执行。

什么人应该懂得产品设计

产品设计人员（产品的功能设计人员）无疑需要精通产品设计。其实，一个产品生产团队的所有人，都应该或多或少懂得产品设计，至少有产品设计的理念。一个再好的功能设计师，也没办法把所有执行层面的产品细节设计到位。而且也没有充足的时间让大家这么作。那么遇到产品执行细节的时候，必定需要各执行层的人员在专业技能之外，用产品的理念进行执行。

例子：

比如yahoo美国首页的更多服务菜单，这个菜单通过一次点击从左边移出。产品人员可以设计这个菜单的通过什么动作激活出现，从什么地方出现，什么时候消失，但是没办法设计这个菜单移出的速度。是匀速移出，加速移出还是减速移出。移出到制定位置的时候是否要做急停或者抖动效果。

上述的这些是需要动画设计师和工程师合作来完成的，不仅仅是产品人员。

产品人员在设计流程的时候，也可能不甚了解某个新特效或者交互形式的应用，会对现有的开发有多大程度的影响。这时候，产品人员需要和相关的技术工程师沟通来确定具体的流程或者交互逻辑应该如何设计。

因此好的产品人员不一定在各个执行层面都是强手，但是好的产品人员一定要懂得如何和专业人员沟通，从而可行的好的产品方案。

产品设计都设计什么

产品设计绝不是单纯对功能的增减。往往出现的一个现象，是产品人员拿着功能列表的单子，和大家讨论哪些功能要，哪些不要，哪些一期做，哪些二期做。在时机不恰当的时候，就陷入了细节的泥潭，而忘记整体的目标。最后的产品就成了一个功能堆砌的场所，而很难表现出原本的主张。之前说过，很多的细节是需要和专业的执行人员协调沟通来执行的。产品人员一定要在整个过程中，可以看到大的产品目标和方向，不能让自己迷失。这个时候一定不能忘记目标用户群、平台优势、定位、资源。

关于用户心理模型和产品设计模型

产品的设计模型，其实我更愿意说产品实现模型。往往设计模型和实现模型是有差距的。而用户也往往没有按照我们预先设计的模型来使用产品。一个产品模型为用户提供了很多可能。产品人员也要通过最终用户的使用情况来判断产品的实现模型是否和用户的心理模型匹配。

用户使用产品的时候通常现如下：

需求目标－>分解成若干任务－>按照产品规则进行交互－>对照心理预期验证执行结果

这个路径通常不是唯一的，也可能在交互的过程中，用户的早期需求目标就发生了改变。因此，条条大路通罗马。关键是不要总让用户在最后失望。

产品设计的依据

如何判断产品设计是否合格，是否达到了目标。产品的数据指标是足够客观的。但是也往往难以直接揭示问题。而且往往在产品发布之前，产品人员就需要取得足够的依据以便可以在验证团队的想法。

通常评审产品的方法有“焦点小组”和“用户可用性测试”。焦点小组的评审方式更崇尚经验和专业。而互联网产品的用户群体和文化往往变化较快，所以焦点小组的评审略显主观和狭窄。目前业界更为推崇“用户可用性测试”。

在可执行层面来说，部分主要功能的可用性测试，整体使用流程的可用性测试，还有在线调查的方式都可以在设计前期取得相当的数据依据。在产品上线后再辅以数据分析，进行产品的调整。

如何理解“我们”设计的平台

产品人员是否真的“懂”我们要设计的平台。对一个有交互氛围的产品平台进行设计把握，一定要真的懂得用户是如何使用类似的平台，用户如何使用我们的平台。这需要产品人员能充分的体验用户使用这些平台的感受，更要能预测出用户即将产生的需求。产品人员一定要大量的使用这些平台，要让自己先成为一个足够深度的“玩家”。

source url:http://www.smashingmagazine.com/category/color

Sometimes we just don’t know what color to use. Sometimes we have no idea which colors to combine in order to create a beautiful color palette which would attract the visitors of our web-sites. That’s why we’ve decided to create some kind of visual reference cards or cheat sheets for the most popular colors of Web 2.0. Green, Purple, Black, White and other colors will be reviewed and analyzed in the next articles.

Today’s Color is green. You can download it from our web-site. Please don’t refer to the image in your blog posts, but to this article. We’ve invested a lot of time creating it. So if you’d like to use it, at least appreciate our work. Please.