举例来说，当团队开始觉得量度本身(而不是团队的改进)是目标时，会引起比积极的效果更多的活动。

For instance, when a team begins to feel that the metric is itself the goal, rather than team improvement, the effort leads to more activity than positive effect.

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当源活动结束运行时，链接另一端的目标活动便开始运行。

When the source activity finishes running, the target activity at the other end of the link runs.

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每次螺旋反复都应该从一个激励人的有意义的目标开始，接着是让你不断靠近目标的互动、活动和阅读，然后是有意义的收获。

Each iteration through the spiral shouldstart with a meaningful, motivating goal, followed by theinteraction/activity/reading that moves you toward that goal, followedby a meaningful payoff.

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