Therefore, if this is true — and I'm quite sure it is true — the stop to refactor strategy is never the best one for a team skilled enough in refactoring.
因此，如果这是对的——我也非常确信它的正确性，那么对于已经精通重构的团队来说，“停下来重构”策略从来就不是最佳策略。
What if I'm happily writing code that calls the Widget class. What I don't know is that my team member Jim removed the Widget class one hour ago, in conjunction with a refactoring.
假设我正在兴高采烈地编写调用Widget类的代码，我却不知道团队成员Jim在一个小时之前进行重构时移除了Widget类。
Even if your team has a different methodology, most of the time you are the one in charge of the way you code, and this is where refactoring comes along.
即使你的团队采取的方法别出蹊径，但在大多数时候，总是由你来负责管理编码方式，这时就是运用重构的时机。
The key point Ron makes here is that the "stop and refactor" strategy is NEVER the best choice for a team competent in refactoring.
Ron这里提出的要点是“停下来重构”从来不是擅长重构的团队应该选择的最佳策略。
Bill Venners: in Refactoring, you talk about a development team you once encountered in which each team member was publishing interfaces to others and going through lots of conniptions.
比尔：你在《重构》一书中提到，曾经碰到过一个团队，所有成员都将自己的接口发布给其他成员，结果大家常常是不堪其苦。
Bill Venners: in Refactoring, you talk about a development team you once encountered in which each team member was publishing interfaces to others and going through lots of conniptions.
比尔：你在《重构》一书中提到，曾经碰到过一个团队，所有成员都将自己的接口发布给其他成员，结果大家常常是不堪其苦。
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