????這本書最實(shí)用的特色之一，就是詳細(xì)列出了一系列清單，明確了管理人員和量化分析師彼此應(yīng)該預(yù)期從對(duì)方那里獲得什么。 一個(gè)范例提示：“作為一個(gè)企業(yè)決策人員，如果你不明白某件事情的話，你應(yīng)該禮貌地把這件事情退回原處，要求相關(guān)人員做出不同的或者更好的解釋?！边@或許似乎是顯而易見的，但許多不擅長(zhǎng)數(shù)學(xué)的人員怯于敦促相關(guān)人員做出澄清。

????達(dá)文波特指出：“我們看到，在一些機(jī)構(gòu)里，量化分析人員似乎喜歡讓‘普通’企業(yè)管理人員覺得自己很愚蠢。他們會(huì)說(shuō)類似如下這樣的話 ‘你想必知道什么是回歸分析吧？’或‘對(duì)不起，對(duì)我來(lái)說(shuō)，卡方檢驗(yàn)簡(jiǎn)直是太基本的常識(shí)了，實(shí)在是沒有必要加以解釋。”

????達(dá)文波特主張，如果你聽到這樣的廢話，那么很可能是你自己的過(guò)錯(cuò)。他寫道，大多數(shù)數(shù)據(jù)分析人員都是“非常容易共事的人，然而在那些聘請(qǐng)了量化分析師、但在面臨重要決策時(shí)又忽略他們的機(jī)構(gòu)里，數(shù)據(jù)分析人員有時(shí)會(huì)出現(xiàn)態(tài)度問題，量化分析師和大多數(shù)人一樣，當(dāng)自己得到尊重時(shí)，就會(huì)尊重他人?！?（財(cái)富中文網(wǎng)）

????譯者：iDo98

????One of the book's most practical features is a series of checklists spelling out exactly what managers should expect from quant jocks and vice versa. A sample tip: "As a business decision maker, you should politely push back if you don't understand something and ask for a different or better explanation." That might seem obvious, but many non-math types are too intimidated to press for clarity.

????"We've seen a number of organizations in which quantitative people seemed to delight in making 'normal' businesspeople feel stupid," Davenport notes. "They would say things like, 'Surely you know what regression analysis is?' or 'I'm sorry, a chi-square test is just too elementary for me to have to explain.'"

????If you're getting that kind of guff, Davenport contends, it's probably your own fault. Most data analysts are "wonderful people to work with," he writes, but attitude problems sometimes pop up "in organizations that somehow hired quantitative analysts but ignore them when important decisions come along. Quants, like most people, respect others when they are respected." Enough said.