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.”

这是一种自我欺骗，迟早会酿成灾难。乔布斯很早就察觉到了这点。“我们的世界观、人生观、价值观都不同，”乔布斯说，“他来了几个月之后，我就开始认识到这点，他学东西并不快，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.”

然而乔布斯知道，他可以加深斯卡利心中认为他俩很相似的想法，以此来操纵斯卡利。而他对斯卡利操纵得越多，就越是看不起斯卡利。Mac团队里一些精明的旁观者，比如乔安娜·霍夫曼，很快就意识到正在发生的状况，并预料到这种局面会使乔布斯和斯卡利之间本就不可避免的破裂来得更猛。“史蒂夫让斯卡利觉得自己很杰出，”她说，“斯卡利之前从没这样觉得，他被冲昏了头脑，因为史蒂夫把许多他并没有的特点都加在了他身上。这样史蒂夫就把斯卡利搞得晕头转向，让斯卡利对史蒂夫更加着迷。然而当事情最终变得明显，斯卡利并不符合所有这些评价时，史蒂夫的现实扭曲力场已经为事件的爆发埋下了隐患。”

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.

斯卡利的热情最后也开始冷却下来。他正试图管理一家功能紊乱的公司，而他的管理存在一个弱点，那就是他总想取悦别人，这个问题在乔布斯身上并不存在。简单地说，斯卡利是个很有礼貌的人，而乔布斯不是。因此，当他看见乔布斯粗鲁地对待自己的同事的时候，他会有些畏缩。“我们晚上11点会去Mac项目的办公楼，”他回忆说，“他们会把代码拿给他看。有时候他甚至看都不看一眼，拿过来就立刻扔回给他们。我就问他，你怎么这样就把人家否定了？他会说：‘我知道他们能做得更好。’”斯卡利试着教导他。“你得学会控制情绪。”有一次他对乔布斯说。乔布斯表示同意，但是他天生就无法过滤自己的情绪。

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.

斯卡利开始相信，乔布斯善变的个性和对人飘忽不定的态度深深根植于他的心理构成中，或许这反映出他性格里有轻微的两极化。乔布斯的情绪波动很大。他有时候欣喜若狂，有时候又低沉沮丧。有时候他会没有任何征兆地开始严厉斥责别人，斯卡利就得让他平静下来。“20分钟以后，我会接到另一个电话让我过去，因为史蒂夫又在发脾气了。”他说道。

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.

他们第一次产生重大分歧是在给麦金塔电脑定价时。按照最初的设想，麦金塔的售价将是1000美元，但是乔布斯对设计进行了更改，成本提髙了，于是又将计划售价调整为1995美元。然而，当乔布斯和斯卡利开始为盛大的发布和营销工作制订计划时，斯卡利认为他们需要将售价再提髙500美元。对于他来说，营销成本就像其他任何生产成本一样需要计入售价。乔布斯愤怒地拒绝了。“这会破坏我们所有的理念，”他说道，“我想让它成为一次革命，而不是努力榨取利润。”斯卡利说这是个很简单的选择：他可以保持1995美元的售价，或者可以拿营销预算去举办一场盛大的产品发布会，二者只能选其一。

“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.

“有个坏消息，”乔布斯告诉赫茨菲尔德和其他工程师们，“斯卡利坚持要求我们将Mac的定价从1995美元上调至2495美元。”工程师们当然非常震惊。赫茨菲尔德指出Mac是为像他们自己这样的人设计的，定价过高将会“违背”他们的立场。于是乔布斯向他们承诺；“不用担心，我不会让他得逞的!”但最后还是斯卡利获胜了。虽然这件事已经过去了25年，但当乔布斯回忆起当时的决定时，他依然非常气愤。“这是麦金塔销量下滑的主要原因，然后微软才得以占领市场。”他说道。这个决定让他感觉到他正在失去对自己的产品和公司的控制，而这就跟把老虎逼入绝境一样危险。