September 2021
Beginner to intermediate
392 pages
12h 13m
Chinese
book
Google系统架构解密： 构建安全可靠的系统
by Heather Adkins, Betsy Beyer, Paul Blankinship, Piotr Lewandowski, Ana Oprea, Adam Stubblefield
Content preview from Google系统架构解密： 构建安全可靠的系统
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350
｜
第
21
章
•
与自己团队的领导层分享总结内容，以确保后续就可能的解决方案达成一致。例如，多
个问题可能需要同时上报。你可能希望合并上报或强调相应情况的其他方面。
•
安排一次会议，向所有相关的各级管理人员介绍情况，并指定适当的各级决策者。然后，
决策者应该做出正式决定或单独开会讨论这个问题。
举一个具体的例子，在
Google
，当产品团队和安全评审人员在最佳行动方案上出现无法解
决的分歧时，安全问题就需要升级。在这种情况下，将由安全团队内部启动升级流程。在
这一点上，组织中的两名高级领导协商一个折中方案，或在安全团队或产品团队提供的建
议中选一个实行。因为我们正常的公司文化中整合了这类升级流程，所以它们不会被认为
带有针锋相对的意味。
21.4
小结
和设计、管理系统一样，组织的文化可以随着时间的推移设计、实现和维护，进而实现
安全性和可靠性目标。应该像对待工程设计工作一样，仔细考虑安全性和可靠性工作。
工程中有一些重要的文化元素，如果综合考虑（或者甚至单独考虑），有助于构建更稳健
的系统。
安全性和可靠性的提高会引发有关争端增加的恐惧或担忧。有些策略可以解决这类恐惧，
并有助于受影响的人认同它们。关键是确保你的目标与利益相关者（包括领导层）协调一
致。关注可用性并怀着同理心对待用户，能让变革更容易被接受。花一些时间和精力思考
他人是如何看待变化的，可能会更有助于说服他们相信你的改变是正确的。
正如本章开头所述，没有两种文化是相同的，需要根据组织的自身情况调整我们概述的策
略。这么做的同时，你也会发现可能无法全盘实现所有策略 ...
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I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.