最近，斯坦福商學(xué)院的三角戀丑聞鬧得沸沸揚(yáng)揚(yáng)。如果說這能夠反映點(diǎn)什么的話，那就是一個(gè)知名商學(xué)院的MBA學(xué)位或許根本不像他們宣揚(yáng)的那么有價(jià)值。對(duì)于一些有抱負(fù)的企業(yè)家和商業(yè)領(lǐng)袖則更是如此！

斯坦福的這起三角戀故事，依然是我們非常熟悉的套路：一男一女兩名教授結(jié)了婚，并且生了兩個(gè)孩子，后來婚姻出現(xiàn)了裂痕，女教授搬了出去，男教授申請(qǐng)了離婚，兩個(gè)人都開始跟其他人約會(huì)。只是他們并非是一對(duì)普通的夫妻，他們的故事很快演變成了一樁驚天丑聞。

故事的男主角詹姆斯?菲爾斯和女主角黛博拉?格林菲德爾都是斯坦福商學(xué)院的教授。在分居后不久，格林菲爾德和她的領(lǐng)導(dǎo)——也是她丈夫的領(lǐng)導(dǎo)加爾斯?塞隆納有了一腿。

這段本來可以和平分手的婚姻，在離婚時(shí)演變得極為難看?，F(xiàn)在兩人還在為子女的撫養(yǎng)權(quán)打官司，官司已經(jīng)打了整整三年，光是律師費(fèi)就花了50萬美元。

與此同時(shí)，菲爾斯仍然能夠看到他妻子的電子郵件、短信和聊天記錄，結(jié)果在追蹤這兩人的偷情信息的過程中，他發(fā)現(xiàn)他妻子正和他的領(lǐng)導(dǎo)合謀對(duì)付他——至少他是這樣宣稱的。

和格林菲爾德偷情的那位院長大人最終向斯坦福的教務(wù)長約翰?艾切曼蒂報(bào)告了此事，而且在校方?jīng)Q定處理菲爾斯的時(shí)候進(jìn)行了回避，然而，菲爾斯最后還是被斯坦福商學(xué)院解聘了，理由大概是因?yàn)樗谔O果大學(xué)代課太多，導(dǎo)致在本校經(jīng)常曠工。

走投無路之下，菲爾斯向法院提起訴訟，狀告他的領(lǐng)導(dǎo)和學(xué)校不應(yīng)開除他。于是各種各樣的猛料都被公開爆了出來，據(jù)《名利場(chǎng)》雜志報(bào)道，有46名斯坦福商學(xué)院的現(xiàn)職員工和前員工宣稱，賽隆納是個(gè)靠“個(gè)人至上、任人唯親和制造恐懼”來進(jìn)行領(lǐng)導(dǎo)的惡人。

等到這些丑聞通過商學(xué)院網(wǎng)站Poets&Quants曝光出來之后，賽隆納終于辭職了。

然而，事情到這并沒有結(jié)束。菲爾斯現(xiàn)在仍然在蘋果大學(xué)教書。斯坦福商學(xué)院提起了反訴，稱賽隆納的課程材料的所有權(quán)屬于斯坦福商學(xué)院，因此，把蘋果公司也拉進(jìn)了這個(gè)泥潭。與此同時(shí)，格林菲爾德拿到了她的課程《權(quán)利運(yùn)作》（Acting With Power）的50萬美元出書預(yù)付款，而斯坦福對(duì)此似乎連一點(diǎn)意見都沒有。

你就是編，也編不出這么狗血的故事。

我們總是認(rèn)為，表里不一、任人唯親、睚眥必報(bào)、欺軟怕硬、玩弄權(quán)術(shù)、個(gè)人至上是官僚和政客才會(huì)干的事。但無論如何，我們絕不應(yīng)該把這些東西教給未來的企業(yè)家、高管和商業(yè)領(lǐng)袖。

這種不正常的行為在商業(yè)世界里也的確存在，但從我的經(jīng)驗(yàn)來看，它只是偶發(fā)現(xiàn)象，不是通行慣例。如果這種丑惡現(xiàn)象真的在那些運(yùn)行良好的企業(yè)里抬頭，通常也會(huì)在一個(gè)注重精英管理而不是官僚主義糟粕的文化中被清理出去。

可能你還是覺得，有抱負(fù)的職場(chǎng)人士有必要到商學(xué)院去學(xué)習(xí)一下商業(yè)、管理、領(lǐng)導(dǎo)力和企業(yè)家精神，但實(shí)際上，人們完全可以在真實(shí)世界的經(jīng)驗(yàn)中學(xué)到這些東西，也可以向那些已經(jīng)實(shí)現(xiàn)了事業(yè)目標(biāo)的導(dǎo)師們學(xué)習(xí)，而且效果可能都要好得多，而不是讓一群連自己都有問題的學(xué)術(shù)研究人員給你講課。

我們這個(gè)時(shí)代的很多優(yōu)秀企業(yè)家連大學(xué)都沒有上完，更不用說商學(xué)學(xué)位了，比如理查德?布蘭森、拉里?埃利森、史蒂夫?喬布斯、比爾?蓋茨和馬克?扎克伯格等人。這里只舉其中的一小部分例子。

雖然杰夫?貝索斯（亞馬遜）、沃倫?巴菲特、安迪?格羅夫（英特爾）、赫布?凱萊赫（西南航空）、馬云（阿里巴巴）、伊隆?馬斯克（特斯拉和SpaceX）、拉里?佩奇（谷歌）、弗萊德?史密斯（聯(lián)邦快遞）和孫正義（軟銀）等人都有大學(xué)學(xué)位，但他們中間沒有一個(gè)人讀過MBA。有意思的是，現(xiàn)代管理學(xué)之父彼得?德魯克也沒上過商學(xué)院。

就我個(gè)人來說，當(dāng)年我還是一個(gè)年輕的工程師的時(shí)候，也曾聽過一兩堂MBA課，然后我說“去他的吧”，就再?zèng)]去上過?，F(xiàn)在看起來，這是一個(gè)頗為明智的決定。當(dāng)然，如果你非常想拿到那一紙文憑，我相信它會(huì)讓你在領(lǐng)英（LinkedIn）上看起來很高端，但我很懷疑它能給你帶來多少真正的好處，說不定它還會(huì)教給你一些非常惡俗的毛病。

在放棄了讀商學(xué)院的念頭后，我讀了馬克?麥考馬克的暢銷書《在哈佛他們不會(huì)教給你什么》。這本書對(duì)我的職業(yè)生涯產(chǎn)生了極大的影響，幫我成為了一名高科技行業(yè)的一流高管?；蛟S有人應(yīng)該寫一本名叫《他們?cè)谒固垢Ｉ虒W(xué)院會(huì)教給你什么，但是千萬別學(xué)》的書。（財(cái)富中文網(wǎng)）

譯者：樸成奎

If the spiraling scandal over a lascivious love triangle at Stanford Graduate School of Business (GSB) is any indication, an MBA from a prestigious B-School isn’t all it’s cracked up to be. And I think that’s especially true for aspiring entrepreneurs and business leaders.

The tale starts out sounding familiar enough: Two professionals get together and have two kids, their marriage hits the rocks, she moves out, he files for divorce, both start seeing other people, yada yada. But this is no ordinary couple. And their story soon turns into a massive train wreck.

James Phills and Deborah Gruenfeld were both professors at GSB. Soon after the separation, Gruenfeld starts a secret affair with her boss, who also happens to be her husband’s boss, dean Garth Saloner.

The couple’s split turns into an ugly divorce and custody battle that’s still going on, three years and half a million dollars in legal fees later.

Meanwhile Phills, who still has access to his wife’s emails, texts, and messages, tracks her not-so-clandestine communications with her lover / his boss in which the pair plot against him, or so he alleges.

And while the dean eventually discloses the affair to Stanford provost John Etchemendy and sort of recuses himself from decisions involving his girlfriend’s husband, Phills still ends up getting fired, supposedly for taking too many leaves of absence to teach at Apple University.

At that point, Phills sues his former boss and the school for wrongful termination. All sorts of dirty laundry ends up getting aired, including a 2014 complaint by 46 current and former GSB employees claiming that Saloner was a bully who ruled by “personal agendas, favoritism and fear,” according to Vanity Fair.

And when the whole sordid mess ends up getting exposed on Poets&Quants – a B-School site – Saloner finally steps down.

Wait, there’s more. Phills continues to teach at Apple . Stanford countersues, claiming that it owns his course materials, anddrags Apple into the fray. Meanwhile, Gruenfeld gets a nearly million-dollar advance on a book deal for her course, “Acting With Power,” which Stanford seems to have no problem with.

You just can’t make this stuff up, folks.

While duplicity, cronyism, vindictiveness, bullying, power plays, and personal agendas may be the sort of behavior we’ve come to expect from bureaucrats and politicians, it’s certainly not what we should be teaching tomorrow’s entrepreneurs, executives, and business leaders.

That sort of dysfunctional behavior does exist in the business world, but in my experience, it’s the exception, not the rule. And when it does rear its ugly head at well-run companies, it’s usually weeded out by peer pressure from a positive culture that values meritocracy, not bureaucracy and the organizational ills that go with it.

Besides, if you assume that up-and-comers go to business school to learn about business, management, leadership, and entrepreneurship, I would argue that you’re way better off learning all that through real world experience and from mentors who’ve accomplished what you aspire to, not a bunch of academic researchers with issues.

Among the many great entrepreneurs of our time – Richard Branson, Larry Ellison, Steve Jobs, Bill Gates, and Mark Zuckerberg, to name a few – there’s not a degree among them, let alone a business degree.

And while Jeff Bezos (Amazon), Warren Buffett, Andy Grove (Intel), Herb Kelleher (Southwest Airlines), Jack Ma (Alibaba), Elon Musk (Tesla and SpaceX), Larry Page (Google), and Fred Smith (FedEx), and Masayoshi Son (Softbank) all have degrees, none has an MBA. Interestingly enough, the same is true of the father of modern management, Peter Drucker.

On a personal note, I took a couple of MBA classes as a young engineer, said, “Screw this,” and never looked back. That turned out to be a pretty wise decision. Of course, if you’re hell bent on getting that piece of paper, I’m sure it’ll look great on LinkedIn but I doubt if it’ll do you much good. And it just might teach you some pretty nasty habits.

After forsaking business school, I read Mark McCormack’s bestseller What They Don’t Teach You at Harvard Business School. The book had a tremendous impact on my career, helping me to become a top executive in the high-tech industry. Maybe somebody should pen What They Do Teach You at Stanford Business School … But Shouldn’t.