TED的英文演講稿

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TED的英文演講稿（通用5篇）

　　演講稿可以幫助發言者更好的表達。在當今社會生活中，演講稿對我們的作用越來越大，寫起演講稿來就毫無頭緒？以下是小編幫大家整理的TED的英文演講稿，歡迎大家借鑒與參考，希望對大家有所幫助。

TED的英文演講稿（通用5篇）

　　TED的英文演講稿 1

　　Ihave spent the last years, trying to resolve two enigmas: why is productivity so disappointing in all the companies where I work? I have worked with more than 500 companies. Despite all the technological advance – computers, IT, communications, telecommunications, the internet.

　　Enigma number two: why is there so little engagement at work? Why do people feel so miserable, even actively disengaged? Disengaged their colleagues. Acting against the interest of their company. Despite all the affiliation events, the celebration, the people initiatives, the leadership development programs to train managers on how to better motivate their teams.

　　At the beginning, I thought there was a chicken and egg issue: because people are less engaged, they are less productive. Or vice versa, because they are less productive, we put more pressure and they are less engaged. But as we were doing our analysis we realized that there was a common root cause to these two issues that relates, in fact, to the basic pillars of management. The way we organize is based on two pillars.

　　The hard—structure, processes, systems.

　　The soft—feeling, sentiments, interpersonal relationship, traits, personality.

　　And whenever a company reorganizes, restructures, reengineers, goes through a cultural transformation program, it chooses these two pillars. Now we try to refine them, we try to combine them. The real issue is – and this is the answer to the two enigmas – these pillar are obsolete.

　　Everything you read in business books is based either two of the other or their combine. They are obsolete. How do they work when you try to use these approaches in front of the new complexity of business? The hard approach, basically is that you start from strategy, requirement, structure, processes, systems, KPIs, scorecards, committees, headquarters, hubs, clusters, you name it. I forgot all the metrics, incentives, committees, middle offices and interfaces. What happens basically on the left, you have more complexity, the new complexity of business. We need quality, cost, reliability, speed. And every time there is a new requirement, we use the same approach. We create dedicated structure processed systems, basically to deal with the new complexity of business. The hard approach creates just complicatedness in the organization.

　　Let’s take an example. An automotive company, the engineering division is a five-dimensional matrix. If you open any cell of the matrix, you find another 20-dimensional matrix. You have Mr. Noise, Mr. Petrol Consumption, Mr. Anti-Collision Propertise. For any new requirement,

　　you have a dedicated function in charge of aligning engineers against the new requirement. What happens when the new requirement emerges?

　　Some years ago, a new requirement appeared on the marketplace: the length of the warranty period. So therefore the requirement is repairability, making cars easy to repair. Otherwise when you bring the car to the garage to fix the light, if you have to remove the engine to access the lights, the car will have to stay one week in the garage instead of two hours, and the warranty budget will explode. So, what was the solution using the hard approach? If repairability is the rew requirement, the solution is to create a new function, Mr. Repairability. And Mr. Repairability creates the repairability process. With a repairability scorecard, with a repairability metric and eventually repairability incentive.That came on top of 25 other KPIs. What percentage of these people is variable compensation? Twenty percent at most, divided by 26 KPIs, repairability makes a difference of 0.8 percent. What difference did it make in their action, their choices to simplify? Zero. But what occurs for zero impact? Mr. Repairability, process, scorecard, evaluation, coordination with the 25 other coordinators to have zero impact. Now, in front of the new complexity of business, the only solution is not drawing box es with reporting lines. It is basically the interplay. How the parts work together. The connection, the interaction, the synapse. It is not skeleton of boxes, it is the nervous system of adaptiveness and

　　intelligence. You know, you could call it cooperation, basically. Whenever people cooperate, they use less resources. In everything. You know, the repairability issue is a cooperation problem.

　　When you design cars, please take into account the need of those who will repair the cars in the after sales garage. When we don’t cooperate we need more time, more equipment, more system, more teams. We need – when procurement, supply chain, manufacturing don’t cooperate we need more stock, more investories, more working capital.

　　Who will pay for that? Shareholder? Customers? No, they will refuse. So who is left? The employees, who have tocompensate through their super individual efforts for the lack of cooperation. Stress, burnout, they are overwhelmed, accidents. No wonder they disengage.

　　How do the hard and the soft try to foster cooperation?

　　The hard: in banks, when there is problem between the back office and the front office, they don’t cooperate. What is the solution? They create a middle office.

　　What happens one years later? Instead of one problem between the back and front, now have to problems. Between the back and the middle and between the middle and the front. Plus I have to pay for the middle office. The hard approach is unable to foster cooperation. It can only add new boxes, new bones in the skeleton.

　　The soft approach: to make people cooperate, we need to make then like each other. Improve interpersonal feelings, the more people laike each other, the more they will cooperate. It is totally worng. It even counterproductive.

　　Look, at home I have two TVs. Why? Precisely not to have to cooperate with my wife. Not to have to impose tradeoffs to my wife. And why I try not to impose tradeoffs to my wife is precisely because I love my wife. If I didn’t love my wife, one TV would be enough: you will watch my favorite football game, if you are not happy, how is the book or the door?

　　The more we like each other, the more we avoid the real cooperation that would strain our relationships by imposing tough tradeoffs. And we go for a second TV or we escalate the decision above for arbitration.

　　Definitely, these approaches are obsolete. To deal with complexity, to enhance nervous system, we have created what we call the smart simplicity approach based on simple rules. Simple rule number one: understand what others do. What is their real work? We need go beyond the boxes, the job description, beyond the surface of the container, to understand the real content. Me, designer, if I put a wire here, I know that it will mean that we will have to remove the engine to access the lights. Second, you need to reinforce integrators.

　　TED的英文演講稿 2

　　I want to discuss with you this afternoon why youre going to fail to have a great career. (Laughter)

　　今天下午我想和你們討論一下你為什么不會成就偉業。(笑聲)

　　Im an economist. I do dismal. End of the day, its ready for dismal remarks. I only want to talk to those of you who want a great career. I know some of you have already decided you want a good career. Youre going to fail, too — (Laughter) — because — Goodness, youre all cheery about failing. (Laughter) Canadian group, undoubtedly. (Laughter) Those trying to have good careers are going to fail, because, really, good jobs are now disappearing. There are great jobs and great careers, and then there are the high-workload, high-stress, bloodsucking, soul-destroying kinds of jobs, and practically nothing in between.

　　我是個經濟學家。我讓人心情低落。一天過完了，準備好聽聽讓人心情低落的評論。我只想和你們想要成就偉業的那些人談。我知道你們有些人已經決定了你們想要一個成功的事業。你們也會失敗的-(笑聲)-因為-天吶，你們聽到失敗都這么高興。(笑聲)無疑是加拿大人。(笑聲)想事業有成的人會失敗，因為，真的，現在好工作都在消失。有好工作，和好事業，也有工作量大，壓力大，吸食血液，侵蝕靈魂的那種工作，而且幾乎沒有工作能好點的。

　　So the people looking for good jobs are going to fail. Im going to talk about those looking for great jobs, great careers, and why youre going to, why youre going to fail. First reason is that no matter how many times people tell you, "If you want a great career, you have to pursue your passion, you have to pursue your dreams, you have to pursue, the greatest fascination in your life," you hear it again and again and then you decide not to do it. It doesnt matter how many times you download Steven J.s Stanford commencement address, you still look at it and decide not to do it.

　　所以想找好工作的人會失敗。我談談那些尋找偉業的人，你們為什么要尋找，為什么會失敗。第一個原因是不管多少次別人告訴你，“如果你想成就偉業，你就必須追隨你的熱忱，你必須追隨你的夢想，你必須追隨你人生中最大的吸引，“你聽過這句話一遍又一遍，然后你決定不去這樣做。不管你下載多少次Steven J在斯坦福大學的開學演講，你還是看看然后決定不去做。

　　Im not quite sure why you decide not to do it. Youre too lazy to do it. Its too hard. Youre afraid if you look for your passion and dont find it, youll feel like youre an idiot, so then you make excuses about why youre not going to look for your passion. And they are excuses, ladies and gentlemen. Were going to go through a whole long list, your creativity, and thinking of excuses not to do what you really need to do if you want to have a great career.

　　我不太確定你為什么決定不去做。你太懶了。這事太難。你害怕如果你去尋找夢想然后找不到，你會覺得你像個白癡，所以你給自己找借口，為什么你不去追尋你的夢想。這些都是借口，女士們先生們。我們要列一個長單子，你的創造力，想想你不去做成就偉業該做的事情的借口。

　　So, for example, one of your great excuses is, "Well, great careers are really and truly, for most people, just a matter of luck, so Im going to stand around, Im going to try to be lucky, and if Im lucky, Ill have a great career. If not, Ill have a good career." But a good career is an impossibility, so thats not going to work.

　　所以，舉例來說，你眾多借口之一是，“嗯，偉業實際上對于大多數人來說只是運氣問題，所以我就在這待著，我就試試做那個幸運的人，然后如果我真幸運的話，我就能成就偉業。如果不能，我就找個還不錯的事業。”但是沒有還不錯的事業，所以這個行不通。

　　Then, your other excuse is, "Yes, there are special people who pursue their passions, but they are geniuses. They are Steven J. Im not a genius. When I was five, I thought I was a genius, but my professors have beaten that idea out of my head long since." (Laughter) Mm? "And now I know I am completely competent." Now, you see, if this was , being completely competent, that would have given you a great career. But guess what? This is almost , and saying to the world, "I am totally, completely competent," is damning yourself with the faintest of praise.

　　然后，你還有其他借口：“是的，有那些與眾不同的人追尋自己的夢想，但是他們是天才。他們是Steven J.我不是天才。我五歲的時候以為自己是天才，但是我的教授們早就把這個念頭打消了。“(笑聲)嗯? ”然后現在我知道自己完全有能力。“現在你看，如果這是在年，完全有能力，就能讓你成就偉業。但是你知道么?現在幾乎是年了，對世界說”我完全，絕對，有能力，“就是用最無力的稱贊譴責你自己。

　　And then, of course, another excuse: "Well, I would do this, I would do this, but, but, well, after all, Im not weird. Everybody knows that people who pursue their passions are somewhat obsessive. A little strange? Mm? Mm? Okay? You know, a fine line between madness and genius. Im not weird. Ive read Steven J.s biography. Oh my goodness. I am not that person. I am nice. I am normal. Im a nice, normal person, and nice, normal people dont have passion. Ah. But I still want a great career. Im not prepared to pursue my passion, so I know what Im going to do, because I have, I have a solution, I have a strategy. Its the one Mommy and Daddy told me about. Mommy and Daddy told me that if I worked hard, Id have a good career. So, if you work hard and have a good career, if you work really, really, really hard, youll have a great career. Doesnt that, like, mathematically make sense?" Hmm. Not. (Laughter) But youve managed to talk yourself into that.

　　然后，當然，另外一個借口：”嗯，我會做這個，我會做這個，但是，但是，嗯，畢竟，我不是個怪人。每個人都知道那些追尋自己夢想的人都多少有點強迫癥。有點奇怪?嗯?嗯?好吧?你知道的，瘋子和天才一線之隔。我不是個怪人。我讀過Steven J的傳記。我的天吶。我不是那種人。我是好人。我是正常人。我是正常的好人，而且正常的好人沒有夢想。啊。但是我還是想要成就偉業。我還沒準備好去追尋夢想，所以我知道我要做什么，因為我有辦法，我有策略。就是爸爸媽媽告訴過我的.那個。爸爸媽媽告訴我說如果我努力工作，我會有個不錯的事業。所以，如果你努力工作，而且有個不錯的事業，如果你工作特別特別特別努力，你就能成就偉業。這在數學上不是也成立么?“嗯…不是的。(笑聲)但是你還是讓自己信了這話。

　　You know what? Heres a little secret. You want to work? You want to work really, really, really hard? You know what? Youll succeed. The world will give you the opportunity to work really, really, really, really hard, but are you so sure that thats going to give you a great career when all the evidence is to the contrary?

　　你知道么?這有一個小秘密。你想工作?你想工作特別特別特別努力?你知道么?你會成功的。這個世界會給你機會去工作得特別特別特別努力，但是你就那么確信這能讓你成就偉業即使所有的證據都指向另一邊?

　　So lets assume, lets deal with those of you who are trying to find your passion. You actually understand that you really had better do it, never mind the excuses. Youre trying to find your passion, and youre so happy. You found something youre interested in.

　　所以咱們假設，咱們來處理一下你們當中想追尋夢想的人。你實際上明白你最好這么做，拋開借口。你試圖找到你的夢想，而且你這么快樂。你找到了你感興趣的事。

　　I have an interest! I have an interest! You tell me. You say, "I have an interest!" I say, "Thats wonderful! And what, what are you trying to tell me? That you — " "Well, I have an interest." I say, "Do you have passion?" "I have an interest," you say. Your interest is compared to what? "Well, Im interested in this." And what about the rest of humanitys activities? "Im not interested in them." Youve looked at them all, have you? "No. Not exactly."

　　我有個興趣!我有個興趣!你告訴我。你說，“我有個興趣!“我說，”太好了!“你想告訴我什么呢? ”嗯，我有個興趣。“我說，“你有熱忱么?” “我有興趣，”你說。你的興趣和什么比較? “嗯，我對這個感興趣。”那其他一切的人類活動呢? “我對那些沒興趣。”你把那些都看過一遍了? “沒有。不完全是。”

　　Passion is your greatest love. Passion is the thing that will help you create the highest expression of your talent. Passion, interest — its not the same thing. Are you really going to go to your sweetie and say, "Marry me! Youre interesting." (Laughter) Wont happen. Wont happen, and you will die alone. (Laughter)

　　熱忱是你最高程度的熱愛。熱忱是能幫助你最好地成就自己才華的事情。熱忱，興趣-不是一回事。你真的會去找你的甜心然后說，“嫁給我吧!你很有意思。“(笑聲)不會發生的。不會發生，然后你會孤獨終老。(笑聲)

　　What you want, what you want, what you want, is passion. It is beyond interest. You need interests, and then one of them, one of them might grab you, one of them might engage you more than anything else, and then you may have found your greatest love in comparison to all the other things that interest you, and thats what passion is.

　　你想要的，你想要的，你想要的，是熱忱。它超越興趣。你需要個興趣，然后它們其中一個，其中一個會抓住你，讓你燃起激情。然后你就找到了與其他事情相比之下你最大的熱愛，那就是你的熱忱。

　　I have a friend, proposed to his sweetie. He was an economically rational person. He said to his sweetie, "Let us marry. Let us merge our interests."

　　我有個朋友，向他女友求婚。他是個會過日子的人。他對他女友說，“咱們結婚吧。讓咱們融合利益。”

　　(Laughter)

　　(笑聲)

　　Yes he did. "I love you truly," he said. "I love you deeply. I love you more than any other woman Ive ever encountered. I love you more than Mary, Jane, Susie, Penelope, Ingrid, Gertrude, Gretel — I was on a German exchange program then." (Laughter) "I love you more than — " All right! She left the room halfway through his enumeration of his love for her. After he got over his surprise at being, you know, turned down, he concluded hed had a narrow escape from marrying an irrational person, although he did make a note to himself that the next time he proposed, it was perhaps not necessary to enumerate all of the women he had auditioned for the part. (Laughter)

　　是的，他這么說的。 “我真心愛你，”他說，“我深深愛著你。我愛你勝過其他任何女人。我愛你勝過Mary, Jane, Susie, Penelope, Ingrid, Gertrude, Gretel-我那時候在一個德國的交換項目里。“(笑聲) “我愛你勝過-”好的!她在他列舉到一半的時候離開了房間。在他從被拒絕的驚訝中緩過來之后，他總結了他剛剛成功逃離和一個不理性的人結婚的厄運。雖然他也對自己說，下次求婚的時候，不必要列舉所有過往的女朋友。(笑聲)

　　But the point stands. You must look for alternatives so that you find your destiny, or are you afraid of the word "destiny"? Does the word "destiny" scare you? Thats what were talking about, and if you dont find the highest expression of your talent, if you settle for "interesting," what the hell ever that means, do you know what will happen at the end of your long life? Your friends and family will be gathered in the cemetery, and there, beside your gravesite will be a tombstone, and inscribed on that tombstone, it will say, "Here lies a distinguished engineer who invented Velcro." But what that tombstone should have said, in an alternative lifetime, what it should have said if it was your highest expression of talent, was, "Here lies the last Nobel Laureate in Physics, who formulated the Grand Unified Field Theory and demonstrated the practicality of warp drive."

　　但是這個論點是成立的。你必須尋找各種選擇才能找到命中注定的那個，或者你害怕”命中注定“這個詞么? ”命中注定“這個詞嚇著你么?這就是我們要談的，而且如果你找不到你才能的最高表達，如果你在”有意思“這里止步不前，不管這他媽的是什么意思，你知道在你漫長的一生即將結束的時候會發生什么嗎?你的親友們聚集在墓地里，在這，你的墳邊上有個墓碑，這個墓碑上刻著字，說，”此地長眠著一位發明了Velcro的杰出工程師。“但是這個墓碑上也應該刻著，在一個平行時空里，如果這是你才能的最高表達它就應該刻著，”此地長眠著一位諾貝爾物理學獎得主，他規范了”大統一場論“并且示范了曲速引擎的實用性。”

　　(Laughter) Velcro, indeed. (Laughter)

　　(笑聲) Velcro,確實。(笑聲)

　　One was a great career. One was a missed opportunity. But then, there are some of you, in spite of all these excuses, you will find, you will find your passion, and youll still fail.

　　一個是偉業。一個是失掉的機會。但是，你們當中有些人，拋開這些借口，你們會找到，你們會找到自己的熱忱，然后你們還是失敗了。

　　Youre going to fail, because, because youre not going to do it, because you will have invented a new excuse, any excuse to fail to take action, and this excuse Ive heard so many times. "Yes, I would pursue a great career, but I value human relationships more than accomplishment. I want to be a great friend. I want to be a great spouse. I want to be a great parent, and I will not sacrifice them on the altar of great accomplishment."

　　你會失敗，因為，因為你不會著手去做，因為你會想出新的借口，任何讓你只說不做的借口，而且這個借口我已經聽過很多次了。 “是的，我會追求一番偉業，但是相比成就，我更看重人與人之間的關系。我想做一個好朋友。我想做一個好伴侶。我想做一個好父母，而且我不會為了偉大的成就而犧牲這些。”

　　(Laughter)

　　(笑聲)

　　What do you want me to say? Now, do you really want me to say now, tell you, "Really, I swear I dont kick children." (Laughter) Hmm? Look at the worldview youve given yourself. Youre a hero no matter what, and I, by suggesting, ever so delicately, that you might want a great career, must hate children. I dont hate children. I dont kick them. Yes, there was a little kid wandering through this building when I came here, and no, I didnt kick him. (Laughter)

　　你們想讓我說什么?現在，你們真的想讓我說，告訴你們，“真的，我發誓我不踢小孩。”(笑聲)嗯?看看你給自己定的世界觀。無論如何你都是個英雄，然而我，通過暗示，這么小心翼翼地，說你可能想要成就偉業，一定痛恨小孩。我不恨小孩。我不踢他們。是的，剛才我來的時候有個小孩走過來，我沒踢他。(笑聲)

　　Course, I had to tell him that the building was for adults only and to get out. He mumbled something about his mother, and I told him shed probably find him outside anyway. Last time I saw him, he was on the stairs crying. (Laughter) What a wimp. (Laughter)

　　當然，我不得不告訴他這個樓是給大人的，他得出去。他含糊地說他媽媽什么的，然后我跟他說他媽估計在外面找他呢。我上次看到他的時候他正在臺階上哭呢。(笑聲)真是個懦夫。(笑聲)

　　But what do you mean? Thats what you expect me to say. You really think, you really think its appropriate that you should actually take children and use them as a shield? You know what will happen someday, you, you ideal parent, you? The kid will come to you someday and say, "I know what I want to be. I know what Im going to do with my life." You are so happy. Its the conversation a parent wants to hear, because your kids good in math, and you know youre going to like what comes next. Says your kid, "I have decided I want to be a magician. I want to perform magic tricks on the stage." (Laughter)

　　但是你是什么意思?這就是你們期待我說的。你真的認為，你真的認為拿小孩當擋箭牌合適嗎?你知道有一天會發生什么，你，完美的父母，對嗎?你的孩子有一天會跟你說，“我知道我想做什么。我知道我想怎么度過一生。”你特別高興。這種對話父母最愛聽了，因為你的孩子數學好，而且你知道你會愛聽你孩子接下來的話。你孩子說，“我決定了我想做個魔術師。我想在舞臺上表演魔術。” (笑聲)

　　And what do you say? You say, you say, "Umm … thats risky, kid. Might fail, kid. Dont make a lot of money at that, kid. You know, I dont know, kid, you should think about that again, kid, youre so good at math, why dont you — "

　　然后你說什么?你說，你說，“嗯…那樣比較不保險，孩子。有可能會失敗，孩子。掙不了大錢，孩子。你知道的，我不知道，孩子，你應該再想想，孩子，你數學這么好，為什么不-“

　　And the kid interrupts you, and says, "But it is my dream. It is my dream to do this." And what are you going to say? You know what youre going to say? "Look kid. I had a dream once, too, but — but." So how are you going to finish the sentence with your "but"? "… But. I had a dream too, once, kid, but I was afraid to pursue it." Or, are you going to tell him this? "I had a dream once, kid. But then you were born." (Laughter)

　　然后你孩子打斷你，說，”但是那是我的夢想。我夢想就是成為魔術師。“然后你要說什么?你知道你要說什么嗎? ”你看，孩子，我過去也有過夢想。但是-但是。“所以你想怎么用”但是“結束你的句子? ”…但是，我過去也有過夢想，孩子，但是我沒敢去追隨。“還是，你想告訴他這個? ”我過去有夢想，孩子。但是之后你出生了。“(笑聲)

　　(Laughter) (Applause)

　　(笑聲)(掌聲)

　　Do you, do you really want to use your family, do you really ever want to look at your spouse and your kid and see your jailers? There was something you could have said to your kid when he or she said, "I have a dream." You could have said, looked the kid in the face, and said, "Go for it, kid, just like I did." But you wont be able to say that because you didnt. So you cant. (Laughter)

　　你真的，真的想利用你的家庭，你真的想把你的伴侶，和你的孩子當成獄卒嗎?你其實可以這么跟你孩子講。當他/她說”我有個夢想“的時候，你可以說，面對你的孩子，說，”去追隨它吧，孩子，就像我那樣。“但是你沒法那么說，因為你沒去追隨夢想。所以你不能那么說。(笑聲)

　　And so the sins of the parents are visited on the poor children. Why will you seek refuge in human relationships as your excuse not to find and pursue your passion? You know why. In your heart of hearts, you know why, and Im being deadly serious. You know why you would get all warm and fuzzy and wrap yourself up in human relationships. It is because you are — You know what you are.

　　然后父母的罪惡就在可憐的孩子們身上應驗了。你為什么把人際關系當成你不去追隨你的熱忱的借口?你自己知道為什么。在你內心的內心，你知道為什么，而且我現在非常嚴肅。你知道你為什么會在人際關系中層層包裹自己。這是因為你是-你知道你是什么。

　　Youre afraid to pursue your passion. Youre afraid to look ridiculous. Youre afraid to try. Youre afraid you may fail. Great friend, great spouse, great parent, great career. Is that not a package? Is that not who you are? How can you be one without the other? But youre afraid.

　　你不敢去追求夢想。你害怕自己看起來像個瘋子。你不敢去嘗試。你害怕失敗。好朋友，好伴侶，好父母，偉業。不是打包在一起的嗎?這難道不是你?你怎么能符合其中一個卻不符合另一個?但是你害怕。

　　And thats why youre not going to have a great career, unless — unless, that most evocative of all English words — unless. But the unless word is also attached to that other, most terrifying phrase, "If only I had … " "If only I had … " If you ever have that thought ricocheting in your brain, it will hurt a lot.

　　這就是為什么你不會成就偉業，除非-除非，最引人回憶的詞-除非。但是除非這個詞和另外一個最可怕的短語是連著的，”如果我當初…“ ”如果我當初…“如果你曾經有過這個想法在你腦海里回旋，它會特別傷人。

　　So, those are the many reasons why you are going to fail to have a great career, unless …

　　所以，這些就是你為什么不能成就偉業的眾多原因。除非…

　　Unless.

　　除非。

　　Thank you. (Applause)

　　謝謝。(掌聲)

　　TED的英文演講稿 3

　　When I was a child, I lived in California, which is, you know, mostly a very nice place to live, but for me as a child, California could also be a little scary. 我小時候住在加利福尼亞，你們都知道，是非常適合居住的位置，但是對一個小孩來說，加利福尼亞也會有點嚇人。

　　I remember how frightening it was to see the chandelier that hung above our dining table swing back and forth during every minor earthquake, and I sometimes couldnt sleep at night, terrified that the Big One might strike while we were sleeping. 我記得每次小地震的時候當我看到我們餐桌上的吊燈晃來晃去的時候是多么的嚇人，我經常會徹夜難眠，擔心大地震會在我們睡覺的`時候突然襲來。

　　And what we say about kids who have fears like that is that they have a vivid imagination. But at a certain point, most of us learn to leave these kinds of visions behind and grow up. 我們說小孩子感受到這種恐懼是因為他們有生動的想象力。但是在某個時候，我們大多數學會了拋棄這種想法而變得成熟。

　　TED的英文演講稿 4

　　When I was nine years old I went off to summer camp for the first time. And my mother packed me a suitcase full of books, which to me seemed like a perfectly natural thing to do. Because in my family, reading was the primary group activity. And this might sound antisocial to you, but for us it was really just a different way of being social. You have the animal warmth of your family sitting right next to you, but you are also free to go roaming around the adventureland inside your own mind. And I had this idea that camp was going to be just like this, but better. (Laughter) I had a vision of 10 girls sitting in a cabin cozily reading books in their matching nightgowns.

　　(Laughter)

　　Camp was more like a keg party without any alcohol. And on the very first day our counselor gathered us all together and she taught us a cheer that she said we would be doing every day for the rest of the summer to instill camp spirit. And it went like this: "R-O-W-D-I-E, thats the way we spell rowdie. Rowdie, rowdie, lets get rowdie." Yeah. So I couldnt figure out for the life of me why we were supposed to be so rowdy, or why we had to spell this word incorrectly. (Laughter) But I recited a cheer. I recited a cheer along with everybody else. I did my best. And I just waited for the time that I could go off and read my books.

　　But the first time that I took my book out of my suitcase, the coolest girl in the bunk came up to me and she asked me, "Why are you being so mellow?" -- mellow, of course, being the exact opposite of R-O-W-D-I-E. And then the second time I tried it, the counselor came up to me with a concerned expression on her face and she repeated the point about camp spirit and said we should all work very hard to be outgoing.

　　And so I put my books away, back in their suitcase, and I put them under my bed, and there they stayed for the rest of the summer. And I felt kind of guilty about this. I felt as if the books needed me somehow, and they were calling out to me and I was forsaking them. But I did forsake them and I didnt open that suitcase again until I was back home with my family at the end of the summer.

　　Now, I tell you this story about summer camp. I could have told you 50 others just like it -- all the times that I got the message that somehow my quiet and introverted style of being was not necessarily the right way to go, that I should be trying to pass as more of an extrovert. And I always sensed deep down that this was wrong and that introverts were pretty excellent just as they were. But for years I denied this intuition, and so I became a Wall Street lawyer, of all things, instead of the writer that I had always longed to be -- partly because I needed to prove to myself that I could be bold and assertive too. And I was always going off to crowded bars when I really would have preferred to just have a nice dinner with friends. And I made these self-negating choices so reflexively, that I wasnt even aware that I was making them.

　　Now this is what many introverts do, and its our loss for sure, but it is also our colleagues loss and our communities loss. And at the risk of sounding grandiose, it is the worlds loss. Because when it comes to creativity and to leadership, we need introverts doing what they do best. A third to a half of the population are introverts -- a third to a half. So thats one out of every two or three people you know. So even if youre an extrovert yourself, Im talking about your coworkers and your spouses and your children and the person sitting next to you right now -- all of them subject to this bias that is pretty deep and real in our society. We all internalize it from a very early age without even having a language for what were doing.

　　Now to see the bias clearly you need to understand what introversion is. Its different from being shy. Shyness is about fear of social judgment. Introversion is more about, how do you respond to stimulation, including social stimulation. So extroverts really crave large amounts of stimulation, whereas introverts feel at their most alive and their most switched-on and their most capable when theyre in quieter, more low-key environments. Not all the time -- these things arent absolute -- but a lot of the time. So the key then to maximizing our talents is for us all to put ourselves in the zone of stimulation that is right for us.

　　But now heres where the bias comes in. Our most important institutions, our schools and our workplaces, they are designed mostly for extroverts and for extroverts need for lots of stimulation. And also we have this belief system right now that I call the new groupthink, which holds that all creativity and all productivity comes from a very oddly gregarious place.

　　So if you picture the typical classroom nowadays: When I was going to school, we sat in rows. We sat in rows of desks like this, and we did most of our work pretty autonomously. But nowadays, your typical classroom has pods of desks -- four or five or six or seven kids all facing each other. And kids are working in countless group assignments. Even in subjects like math and creative writing, which you think would depend on solo flights of thought, kids are now expected to act as committee members. And for the kids who prefer to go off by themselves or just to work alone, those kids are seen as outliers often or, worse, as problem cases. And the vast majority of teachers reports believing that the ideal student is an extrovert as opposed to an introvert, even though introverts actually get better grades and are more knowledgeable, according to research. (Laughter)

　　Okay, same thing is true in our workplaces. Now, most of us work in open plan offices, without walls, where we are subject to the constant noise and gaze of our coworkers. And when it comes to leadership, introverts are routinely passed over for leadership positions, even though introverts tend to be very careful, much less likely to take outsize risks -- which is something we might all favor nowadays. And interesting research by Adam Grant at the Wharton School has found that introverted leaders often deliver better outcomes than extroverts do, because when they are managing proactive employees, theyre much more likely to let those employees run with their ideas, whereas an extrovert can, quite unwittingly, get so excited about things that theyre putting their own stamp on things, and other peoples ideas might not as easily then bubble up to the surface.

　　Now in fact, some of our transformative leaders in history have been introverts. Ill give you some examples. Eleanor Roosevelt, Rosa Parks, Gandhi -- all these peopled described themselves as quiet and soft-spoken and even shy. And they all took the spotlight, even though every bone in their bodies was telling them not to. And this turns out to have a special power all its own, because people could feel that these leaders were at the helm, not because they enjoyed directing others and not out of the pleasure of being looked at; they were there because they had no choice, because they were driven to do what they thought was right.

　　Now I think at this point its important for me to say that I actually love extroverts. I always like to say some of my best friends are extroverts, including my beloved husband. And we all fall at different points, of course, along the introvert/extrovert spectrum. Even Carl Jung, the psychologist who first popularized these terms, said that theres no such thing as a pure introvert or a pure extrovert. He said that such a man would be in a lunatic asylum, if he existed at all. And some people fall smack in the middle of the introvert/extrovert spectrum, and we call these people ambiverts. And I often think that they have the best of all worlds. But many of us do recognize ourselves as one type or the other.

　　And what Im saying is that culturally we need a much better balance. We need more of a yin and yang between these two types. This is especially important when it comes to creativity and to productivity, because when psychologists look at the lives of the most creative people, what they find are people who are very good at exchanging ideas and advancing ideas, but who also have a serious streak of introversion in them.

　　And this is because solitude is a crucial ingredient often to creativity. So Darwin, he took long walks alone in the woods and emphatically turned down dinner party invitations. Theodor Geisel, better known as Dr. Seuss, he dreamed up many of his amazing creations in a lonely bell tower office that he had in the back of his house in La Jolla, California. And he was actually afraid to meet the young children who read his books for fear that they were expecting him this kind of jolly Santa Claus-like figure and would be disappointed with his more reserved persona. Steve Wozniak invented the first Apple computer sitting alone in his cubical in Hewlett-Packard where he was working at the time. And he says that he never would have become such an expert in the first place had he not been too introverted to leave the house when he was growing up.

　　Now of course, this does not mean that we should all stop collaborating -- and case in point, is Steve Wozniak famously coming together with Steve Jobs to start Apple Computer -- but it does mean that solitude matters and that for some people it is the air that they breathe. And in fact, we have known for centuries about the transcendent power of solitude. Its only recently that weve strangely begun to forget it. If you look at most of the worlds major religions, you will find seekers -- Moses, Jesus, Buddha, Muhammad -- seekers who are going off by themselves alone to the wilderness where they then have profound epiphanies and revelations that they then bring back to the rest of the community. So no wilderness, no revelations.

　　This is no surprise though if you look at the insights of contemporary psychology. It turns out that we cant even be in a group of people without instinctively mirroring, mimicking their opinions. Even about seemingly personal and visceral things like who youre attracted to, you will start aping the beliefs of the people around you without even realizing that thats what youre doing.

　　And groups famously follow the opinions of the most dominant or charismatic person in the room, even though theres zero correlation between being the best talker and having the best ideas -- I mean zero. So ... (Laughter) You might be following the person with the best ideas, but you might not. And do you really want to leave it up to chance? Much better for everybody to go off by themselves, generate their own ideas freed from the distortions of group dynamics, and then come together as a team to talk them through in a well-managed environment and take it from there.

　　Now if all this is true, then why are we getting it so wrong? Why are we setting up our schools this way and our workplaces? And why are we making these introverts feel so guilty about wanting to just go off by themselves some of the time? One answer lies deep in our cultural history. Western societies, and in particular the U.S., have always favored the man of action over the man of contemplation and "man" of contemplation. But in Americas early days, we lived in what historians call a culture of character, where we still, at that point, valued people for their inner selves and their moral rectitude. And if you look at the self-help books from this era, they all had titles with things like "Character, the Grandest Thing in the World." And they featured role models like Abraham Lincoln who was praised for being modest and unassuming. Ralph Waldo Emerson called him "A man who does not offend by superiority."

　　TED的英文演講稿 5

　　The hard—structure, processes, systems.

　　The soft—feeling, sentiments, interpersonal relationship, traits, personality.

　　you have a dedicated function in charge of aligning engineers against the new requirement. What happens when the new requirement emerges?

　　intelligence. You know, you could call it cooperation, basically. Whenever people cooperate, they use less resources. In everything. You know, the repairability issue is a cooperation problem.

　　How do the hard and the soft try to foster cooperation?

　　The hard: in banks, when there is problem between the back office and the front office, they don’t cooperate. What is the solution? They create a middle office.

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