Ted中英对照演讲稿.
Ted中英对照演讲稿
Ted中英对照演讲稿As a child。
I often hear people calling me XXX I make XXX I am not XXX。
when we look at history and the world's problems。
it'XXX for many of them。
From XXX。
adults have caused a lotof harm.So。
what can we learn from children。
I believe that children have a lot to teach us about creativity。
sity。
and resilience。
Children are naturally creative and us。
always asking XXX the world around them。
They are not afraid to take risks or make mistakes。
and they are quick to XXX.As we grow older。
XXX。
rather than pursuing our ownXXX risk-averse and less willing to try new things。
often because we are afraid of XXX.But what if we could tap into our inner child and rediscover these qualities。
What if we could approach life with the samesense of XXX that we had as children。
I believe that doing so could help us live more XXX.So。
ted演讲稿中英文对照
ted演讲稿中英文对照t ed演讲稿中英文对照内容。
t ed演讲稿中英文对照Hi. I mher e t o t alk to yo u a bou t t heimp ort anc e o f p rai se, ad mir ati onand th ank yo u,andha vin g i t b e s pec ifi c a ndgen uin e.嗨。
我在这里要和大家谈谈向别人表达赞美，倾佩和谢意的重要性。
并使它们听来真诚，具体。
An d t heway Igot in ter est edinthi s w as, Inot ice d i n m yse lf, wh enI w asgro win g u p,and un til ab out afew ye ars ag o,tha t I wo uld wa nttosay th ank yo u t o s ome one, I wo uld wa nttopra ise th em, Iwou ldwan t t o t ake in th eir pr ais e o f m e a ndI d ju ststo p i t.And Iask edmys elf, w hy?Ifel t s hy,Ifel t e mba rra sse d.And th enmyque sti onbec ame, a m I th e o nly on e w hodoe s t his? S o,I d eci ded to in ves tig ate.之所以我对此感兴趣是因为我从我自己的成长中注意到几年前，当我想要对某个人说声谢谢时，当我想要赞美他们时，当我想接受他们对我的赞扬，但我却没有说出口。
莱温斯基TED演讲-中英对照
莱温斯基T E D演讲-中英对照(共18页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--The price of shame主讲人：莫妮卡莱温斯基主题：耻辱的代价You're looking at a woman who was publicly silent for a decade. Obvious ly, that's changed, but only recently.站在你们面前的是一个在大众面前沉默了十年之久的女人。
当然，现在情况不一样了，不过这只是最近发生的事。
It was several months ago that I gave my very first major public talk at t he Forbes 30 Under 30 summit:1,500 brilliant people, all under the age o f 30. That meant that in 1998, the oldest among the group were only 14, and theyoungest, just four. I joked with them that some might only have heard o f me from rap songs. Yes, I'm in rap songs. Almost 40 rap songs.几个月前，我在《福布斯》杂志举办的“30岁以下”峰会（Under 30 Summit）上发表了首次公开演讲。
现场1500位才华横溢的与会者都不到30岁。
这意味着1998年，他们中最年长的是14岁，而最年轻的只有4岁。
我跟他们开玩笑道，他们中有些人可能只在说唱歌曲里听到过我的名字。
是的，大约有40首说唱歌曲唱过我。
But the night of my speech, a surprising thing happened. At the age of 4 1, I was hit on by a 27-year-old guy. I know, right He was charming and I was flattered, and I declined. You know what his unsuccessful pickup line was He could make me fe el 22 again. I realized later that night, I'm probably the only person over 40 who does not want to be 22 again. 但是，在我演讲当晚，发生了一件令人吃惊的事——我作为一个41岁的女人，被一个27岁的男孩示爱。
ted演讲稿中英文对照
ted演讲稿中英文对照TED演讲稿中英文对照TED（Technology, Entertainment, Design）是一个国际性的、非盈利的组织。
TED致力于“传播伟大思想”的宗旨，通过每年一度的TED大会、TEDx等活动，向全世界展示各领域的前沿技术、鼓励跨学科研究、推动创新思维、分享各国优秀人才经验，引领现代化学习与知识交流的潮流。
以下是一份TED演讲稿的中英文对照：Good afternoon everyone, my name is Emma andtoday I'm going to talk to you about the power of positive thinking.大家下午好，我是Emma，今天我来跟大家聊聊积极思考的力量。
You may have heard the phrase "positive thinking" before, but what does it actually mean? Essentially,it's the idea that if you approach challenges and situations with a positive outlook, you'll be more likely to find successful solutions.你可能听过“积极思考”这个词语，但是它是什么意思呢？本质上，它就是一个想法，即如果你用积极的态度去面对挑战和情况，你就更有可能找到成功的解决方案。
There are a lot of benefits to positive thinking. For one thing, it can help reduce stress and anxietyin difficult situations. When you're optimistic aboutan outcome, you're less likely to feel overwhelmed or discouraged by setbacks.积极思考有很多好处。
ted演讲稿中英文对照3分钟
ted演讲稿中英文对照3分钟Good morning!大家早上好！It's my great pleasure to have the opportunity to give a speech here today.今天有机会在这里发表演讲真是我的荣幸。
As we all know, life is full of challenges, and there are some we cannot leave aside.众所周知，生活充满挑战，但有些问题我们无法回避。
No matter how hard things seem, we should persist and never give up.无论问题有多难，我们都应该坚持不懈，永不放弃。
At the same time, we should be brave and take appropriate risks in order to explore the unknown.同时，我们要勇敢，作出适当的冒险，以探索未知的事物。
To become successful, we should work hard and have an open attitude towards life.要想成功，我们应该努力工作，与生活保持开放的态度。
Rather than running away from challenges, we should face them with courage and confidence.我们不应该逃避挑战，而应该勇敢地去面对它们，并保持信心。
Finally, we should never abandon the pursuit of our dreams,no matter how difficult it may seem.最后，我们永远不要放弃追求梦想，无论有多么困难。
That's all for my speech. Thank you for your attention.以上就是我的演讲。
Ted 演讲-永不放弃(中英对照版)
Never ever give upAnd by the way it‟s amusing to me that journalists and people before these attempts often you know ask me,” Well, are you going to go with any boats or any people or anything?” And I‟m thinking, what are they imaging ? That I‟ll just sort ofdo some celestial navigation, and carry a bowie knife in my mouth, and I‟ll hunt fish and skin them alive and eat them, and maybe drag a desalinization plant behind me for fresh water. Yes I have a team. And the team is expert, and the team is courageous, and brimming with innovation and scientific discovery, as it‟s true with any major expedition on the planet.But the journey itself was worthwhile taking. And at this point, by this summer, everybody, scientists, sports scientists, endurance experts, neurologists, my own team, Bonnie said it‟s impossible. It‟s just simply can‟t be done,and Bonnie said to me,”But you‟re going to take the journey, I‟m going to see you through to the end of it, so I‟ll be there.”And now we‟re there.但是这个过程本身依然值得去经历，在这个时候，这个夏天，每个人，科学家、运动科学家、耐力专家、精神科专家、我的团队、伯尼都说这不可能，这就是不可能的完成的任务。
ted英文演讲稿（通用18篇）
ted英文演讲稿（通用18篇）ted英文篇1What fear can teach us恐惧可以教会我们什么One day in 1819, 3,000 miles off the coast of Chile, in one of the most remote regions of the Pacific Ocean, 20 American sailors watched their ship flood with seawater.1820xx年的某一天，在距离智利海岸3000英里的地方，有一个太平洋上的最偏远的水域， 20名美国船员目睹了他们的船只进水的场面。
They'd been struck by a sperm whale, which had ripped a catastrophic hole in the ship's hull. As their ship began to sink beneath the swells, the men huddled together in three small whaleboats.他们和一头抹香鲸相撞，给船体撞了一个毁灭性的大洞。
当船在巨浪中开始沉没时，人们在三条救生小艇中抱作一团。
These men were 10,000 miles from home, more than 1,000 miles from the nearest scrap of land. In their small boats, they carried only rudimentary navigational equipment and limited supplies of food and water.这些人在离家10000万英里的地方，离最近的陆地也超过1000英里。
在他们的小艇中，他们只带了落后的导航设备和有限的食物和饮水。
ted演讲稿中英文对照
ted演讲稿中英文对照篇一：TED演讲稿中英文对照Hello everyone,大家好，I'm honored to be here today to talk to you about something that's very important to me. I believe that we all have the power to make a difference in the world, and that's what I'm going to talk about today.今天我很荣幸来到这里，和大家分享我非常看重的一件事。
我相信每个人都有改变世界的力量，这是我今天想和大家探讨的话题。
When I was a child, I was inspired by the stories my parents told me about people who had made a difference in the world. They told me about Martin Luther King Jr., who fought for equality and justicefor all people. They told me about Mother Teresa, who dedicated her life to helping the poorest of the poor. They told me about Nelson Mandela, who fought for freedom and equality in South Africa.小时候，我被父母讲述的那些有关改变世界的人的故事所触动。
他们给我讲到马丁·路德·金，他为平等与正义而战；他们向我误述了特雷莎修女，她奉献自己的生命去帮助最贫穷的人；他们告诉我尼尔森·曼德拉，他为南非的自由与平等而奋斗。
ted中英文演讲稿（范文6篇）
ted中英文演讲稿（范文6篇）本站小编为你整理了多篇相关的《ted中英文演讲稿(范文6篇)》，但愿对你工作学习有帮助，当然你在本站还可以找到更多《ted中英文演讲稿(范文6篇)》。
第一篇：ted演讲稿2022when i was nine years old i went off to summer camp for the first time. andmy mother packed me a suitcase full of books, which to me seemed like aperfectly natural thing to do. because in my family, reading was the primarygroup activity. and this might sound antisocial to you, but for us it was reallyjust a different way of being social. you have the animal warmth of your familysitting right ne_t to you, but you are also free to go roaming around theadventureland inside your own mind. and i had this idea that camp was going tobe just like this, but better. (laughter) i had a vision of 10 girls sitting ina cabin cozily reading books in their matching nightgowns.当我九岁的时候我第一次去参加夏令营我妈妈帮我整理好了我的行李箱里面塞满了书这对于我来说是一件极为自然的事情因为在我的家庭里阅读是主要的家庭活动听上去你们可能觉得我们是不爱交际的但是对于我的家庭来说这真的只是接触社会的另一种途径你们有自己家庭接触时的温暖亲情家人静坐在你身边但是你也可以自由地漫游在你思维深处的冒险乐园里我有一个想法野营会变得像这样子，当然要更好些(笑声) 我想象到十个女孩坐在一个小屋里都穿着合身的女式睡衣惬意地享受着读书的过程(laughter)(笑声)camp was more like a keg party without any alcohol. and on the very firstday our counselor gathered us all together and she taught us a cheer that shesaid we would be doing every day forthe rest of the summer to instill campspirit. and it went like this: "r-o-w-d-i-e, that's the way we spell rowdie.rowdie, rowdie, let's get rowdie." yeah. so i couldn't figure out for the lifeof me why we were supposed to be so rowdy, or why we had to spell this wordincorrectly. (laughter) but i recited a cheer. i recited a cheer along witheverybody else. i did my best. and i just waited for the time that i could gooff and read my books.野营这时更像是一个不提供酒水的派对聚会在第一天的时候呢我们的顾问把我们都集合在一起并且她教会了我们一种今后要用到的庆祝方式在余下夏令营的每一天中让“露营精神”浸润我们之后它就像这样继续着r-o-w-d-i-e 这是我们拼写“吵闹"的口号我们唱着“噪音，喧闹，我们要变得吵一点” 对，就是这样可我就是弄不明白我的生活会是什么样的为什么我们变得这么吵闹粗暴或者为什么我们非要把这个单词错误地拼写(笑声) 但是我可没有忘记庆祝。
TED英语演讲稿(优秀6篇)
TED 英语演讲稿 (优秀 6 篇)演讲稿特别注重结构清楚，层次简明。
在我们平凡的日常里，演讲稿对我们的。
作用越来越大，为了让您在写演讲稿时更加简单方便，下面是我为大伙儿带来的6 篇《TED 英语演讲稿》，我们不妨阅读一下，看看是否能有一点抛砖引玉的作用。
We're going to go on a dive to the deep sea， and anyone that's had that lovely opportunity knows that for about two and half hours on the way down， it's a perfectly positively pitch—black world。
And we used to see the most mysterious animals out the windowthat you couldn't describe： these blinking lights —— a world of bioluminescence， like fireflies。
Dr。
Edith Widder —— she's now at the Ocean Research and Conservation Association ——was able to come up with a camera that could capture some of these incredible animals， and that's what you're seeing here on the screen。
好了，我们即将潜入海底深处。
任何一个有过这种美妙机会的人都知道在这两个半小时的下降过程中，是一个完全漆黑的世界。
我们透过窗户会看见世界上各种最神秘的动物，各种无法形容的动物。
ted演讲稿中英文对照
ted演讲稿中英文对照TED演讲稿中英文对照。
Ladies and gentlemen, today I am honored to stand here and share with you some of my thoughts on the topic of "The Power of Positive Thinking". 。
女士们，先生们，今天我很荣幸站在这里，与大家分享一些我对“积极思考的力量”这个话题的看法。
Positive thinking is a powerful tool that can help us overcome challenges, achieveour goals, and lead a happier and more fulfilling life. It is the mindset of looking at the bright side of things, focusing on solutions rather than problems, and believing in the potential for growth and success.积极思考是一种强大的工具，可以帮助我们克服挑战，实现我们的目标，并过上更快乐、更充实的生活。
这是一种看待事物光明面的心态，专注于解决问题而不是问题本身，并相信自己的成长和成功潜力。
In today's fast-paced and often stressful world, it is easy to get caught up in negative thinking and self-doubt. We are bombarded with messages of fear, doubt, and limitation from the media, society, and even our own minds. However, by consciously choosing to adopt a positive mindset, we can reframe our experiences, change our perspective, and ultimately change our reality.在当今快节奏、常常充满压力的世界里，很容易陷入消极思维和自我怀疑之中。
(完整版)TED《出人意料的工作动机》中英文对照演讲稿)
I need to make a confession at the outset here. 开始前我必须先向你们告解A little over 20 years ago I did something that I regret, something that I'm not particularly proud of, something that, in many ways, I wish no one would ever know, but here I feel kind of obliged to reveal. 二十多年前我做了一件让我后悔莫及的事一件我丝毫不感到骄傲的事一件我希望没有任何人会知道的事但今日我认为我有必要揭发我自己In the late 1980s, in a moment of youthful indiscretion, I went to law school. 80年代晚期因为年少轻狂我进入法律学院就读Now, in America law is a professional degree: you get your university degree, then you go on to law school. 在美国法律学位是个专业学位你得先拿到学士才能进入法律学院And when I got to law school, I didn't do very well. 当我进入法律学院时我的成绩不怎么好To put it mildly, I didn't do very well. 客气地说我的成绩不怎么好I, in fact, graduated in the part of my law school class that made the top 90 percent possible. 我的毕业成绩成就了在我之上那其他九成的同学Thank you. 谢谢你们I never practiced law a day in my life; 我这辈子从来没做过律师I pretty much wasn't allowed to. 基本上那样做可能还会犯法But today, against my better judgment, against the advice of my own wife, I want to try dust off some of those legal skills -- what's left of those legal skills. 但今日我违背我的理性违背我太太的忠告我想重拾那些过去所学的诉讼技巧，所剩无几的诉讼技巧I don't want to tell you a story. 我不想向你们说故事I want to make a case. 而是提出一个陈述I want to make a hard-headed, evidence-based, dare I say lawyerly case, for rethinking how we run our businesses. 提出一个有根据货真价实的法庭陈述来重新思考我们的管理方法So, ladies and gentlemen of the jury, take a lookat this.陪审团的女士先生们请看看这个This is called the candle problem. 这便是有名的蜡烛问题Some of you might have seen this before. 你们之中有些人可能已经看过了It's created in 1945 by a psychologist named Karl Duncker. 它是在1945年由心理学家Karl Duncker所创造的Karl Dunker created this experiment that is used in a whole variety of experiments in behavioral science. Karl Duncker创造了这个实验在行为科学中被广泛运用And here's how it works.Suppose I'm theexperimenter.情况是假设我是实验者I bring you into a room. I give you a candle, Some thumbtacks and some matches. 我带你进入一个房间给你一根蜡烛一些图钉和火柴And I say to you, “your job is to attach the candle to the wall so the wax doesn't drip onto the table.”Now what would you do? 告诉你说现在尝试把蜡烛固定在墙上让烛泪不要滴到桌上你会怎么做Now many people begin trying to thumbtack the candleto the wall.许多人尝试用图钉把蜡烛钉在墙上Doesn't work. 行不通Somebody, some people -- and I saw somebody kind of make the motion over here -- some people have a great idea where they light the match, melt the side of the candle, try to adhere it to the wall. 有些人台下也有些人做出这样的动作有些人想到他们可以点燃火柴溶化蜡烛的底部尝试把它黏在墙上It's an awesome idea. Doesn't work. 好主意但行不通And eventually, after five or 10 minutes,most people figure out the solution, which you can see here. 差不多过了五到十分钟大部分的人便会想出解决办法就像图片上那样The key is to overcome what's called functionalfixedness.重点是克服功能固着You look at that box and you see it only as a receptacle for the tacks. 当你看到盒子你不过把它当成装大头针的容器But it can also have this other function, as a platform for the candle. The candle problem. 但它还有其它功能那就是作为蜡烛的平台Now I want to tell you about an experiment using the candle problem, done by a scientist named Sam Glucksberg, who is now at Princeton University in the U.S. 现在我想告诉你另一个实验利用蜡烛问题由一个现在在普林斯顿大学叫做Sam Glucksberg 的科学家所做的实验This shows the power of incentives. 这实验让我们看见动机的力量Here's what he did. He gathered his participants. 他是这么做的他将参与者聚集在一个房间里And he said,“I'm going to time you. How quickly you can solve this problem ?”告诉他们我要开始计时看看你们能多快解决这个问题To one group he said, “I'm going to time you to establish norms, averages for how long it typically takes someone to solve this sort of problem.”他对其中一群人说我只是想取个平均值看一般人需要花多久的时间才能解决这样的问题To the second group he offered rewards. 他提供奖励给另一群人He said,“If you're in the top 25 percent of the fastest times, you get five dollars. If you're the fastest of everyone we're testing here today, you get 20 dollars.”他说如果你是前25%最快解决问题的人就能拿到五块钱如果你是今日所有人里解答最快的你就有20块钱Now this is several years ago. Adjusted for inflation, it's a decent sum of money for a few minutes of work. It's a nice motivator. 这个实验是几年前的事了按照通货膨胀几分钟就能拿到20块是很不错的是个不错的诱因Question: How much faster did this group solve the problem? 问题是这群人比另一群人的解题速度快了多少呢？Answer: It took them, on average, three and a half minutes longer. 答案是平均来说他们比另一组人多花了三分半钟Three and a half minutes longer. Now this makes nosense right?整整三分半钟这不合理不是吗I mean, I'm an American. I believe in free markets. 我是个美国人我相信自由市场That's not how it's supposed to work. Right? 这个实验不太对劲吧对吗If you want people to perform better, you reward them. Right? 如果你想要人们做得更好你便给他们奖赏对吗Bonuses, commissions, their own reality show. 红利佣金他们自己的真人秀Incentivize them. That's how business works. 赋予他们动机这就是商业法则But that's not happening here. 但实验里却不是这样You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. 奖励是为了增强思考能力及创意但事实却是相反It dulls thinking and blocks creativity. 它阻断了思考和创意能力And what's interesting about this experiment is thatit's not an aberration.有趣的事情是这个实验不是误差This has been replicated over and over and overagain, for nearly 40 years.它被一再重复在过去的四十年间These contingent motivators -- if you do this, then you get that -- work in some circumstances. 这些不同的诱因如果你这样做你就得到那个在某些情况里是可行的But for a lot of tasks, they actually either don't work or, often, they do harm. 但在许多任务中他们不是没有作用更有可能产生反效果This is one of the most robust findings in social science, and also one of the most ignored. 这是在社会科学中一项最有力的发现同时也是最为人忽略的I spent the last couple of years looking at thescience of human motivation, particularly the dynamics of extrinsic motivators and intrinsic motivators. 过去两年我研究人类的动机尤其是那些外部的激励因素和内在的激励因素And I'm telling you, it's not even close. 我可以告诉你两者相差悬殊If you look at the science, there is a mismatch between what science knows and what business does. 如果你使用科学方法查证你会发现科学知识和商业行为之间有条鸿沟And what's alarming here is that our business 我们必须注意的是我们的商业机制想operating system -- think of the set of assumptions and protocols beneath our businesses, how we motivate people, how we apply our human resources -- it's built entirely around these extrinsic motivators, around carrots and sticks. 想这些商业的协议和假设我们如何激励人心如何运用人资全是以这些外部激励因素作为基础打手心给块糖That's actually fine for many kinds of 20th centurytasks.对许多20世纪的工作来说是可行的But for 21st century tasks, that mechanistic, reward-and-punishment approach doesn't work, often doesn't work, and often does harm. 但面对21世纪的工作这些机械化的奖惩分明的作法已经不管用了有时更招致反效果Let me show you what I mean. 让我呈现我想表达的So Glucksberg did another experiment similar to this where he presented the problem in a slightly different way, like this up here. Okey? Glucksberg做了一个类似的实验这次他给了他们一个比较不同的问题像这个图里面的Attach the candle to the wall so the wax doesn't drip onto the table. 实验对象必须要找出一个让蜡烛黏在墙上又不会流下烛泪的方法Same deal.You: we're timing for norms. 相同地这边：我们要的是平均时间You: we're incentivizing. 这边：一样的给他们不同的诱因What happened this time? 结果呢This time, the incentivized group kicked the other group's butt. 这次有诱因的那组人远远地胜过了另一组人Why? Because when the tacks are out of the box, it's pretty easy isn't it? 为什么一旦我们把图钉从盒子里拿出来问题就变得相当简单不是吗If-then rewards work really well for those sorts of tasks, where there is a simple set of rules and a clear destination to go to. 假设在这个情况下奖励就变得非常有郊在规则简单目标明显的情况下Rewards, by their very nature, narrow our focus, concentrate the mind; that's why they work in so many cases. 奖励产生了作用让我们集中精神变得专注这便是为何奖励在许多情况下有效的缘故And so, for tasks like this, a narrow focus, where you just see the goal right there, zoom straight ahead to it, they work really well. 当我们面对的工作是范围狭窄你能清楚见到目标向前直冲时奖励便非常有效But for the real candle problem, you don't want to be looking like this. 但在真正的蜡烛问题中你不能只是这样看The solution is not over here. The solution is onthe periphery.解答不在那里解答是在周围You want to be looking around. 你需要四处找寻That reward actually narrows our focus and restricts 奖励却令我们眼光狭隘限制了我们的our possibility. 想像力Let me tell you why this is so important. 让我告诉你这个问题的重要性In western Europe, in many parts of Asia, in North America, in Australia, white-collar workers are doing less of this kind of work, and more of this kind of work. 在西欧亚洲的许多地方北美洲澳洲白领工作者比较少处理这种问题更多的是这种问题（指钉放在盒中的）That routine, rule-based, left-brain work--certainkinds of accounting, certain kinds of financial analysis, certain kinds of computerprogramming--has become fairly easy to outsource, fairly easy to automate. 那些例行的常规性的左脑式的工作一些会计一些财务分析一些电脑编程变得极为容易外包变得自动化Software can do it faster. 软件能处理的更快Low-cost providers around the world can do it cheaper. 世界其他地方的低价供应商能以更便宜的成本来完成So what really matters are the more right-brained creative, conceptual kinds of abilities. 所以更重要的是右脑的创意概念式的能力Think about your own work. 想想你的工作Think about your own work. 想想你自己的工作Are the problems that you face, or even the problems we've been talking about here, are those kinds of problems--do they have a clear set of rules, and a single solution? No. 你所面对的问题甚至是我们今天所谈论到的问题这些问题它们有清楚的规则和一个简单的解答吗没有The rules are mystifying. 它们的规则模糊The solution, if it exists at all, is surprising and not obvious. 解答如果有解答的话通常是令人意外而不明显的Everybody in this room is dealing with their own version of the candle problem. 在这里的每个人都在尝试解决他自己的蜡烛问题And for candle problems of any kind, in any field, those if-then rewards, the things around which built so many of our businesses, don't work. 对所有形式的蜡烛问题在所有领域这些如果-那就的奖励这些在商业世界里无处不在的奖惩系统其实没用Now, I mean it makes me crazy. 这简直让我发狂And this is not--here's the thing. 这不是重点是This is not a feeling. 这不是一种感觉Okey? I'm a lawyer; I don't believe in feelings. 我是个律师我才不信什么感觉This is not a philosophy. 这也不是哲学I'm an American; I don't believe in philosophy. 我是个美国人我才不信什么哲学This is a fact--or, as we say in my hometown of Washington, D.C., a true fact. 这是真相或是我们在华盛顿特区的政治圈常说的一个事实真相Let me give you an example of what I mean. 让我给你一个例子Let me marshal the evidence here, because I'm not telling you a story, I'm making a case. 让我收集这些证据因为我不是在告诉你一个故事而是陈述一个案子Ladies and gentlemen of the jury, some evidence: 陪审团的女士们先生们证据在此Dan Ariely, one of the great economists of our time, he and three colleagues, did a study of some MIT students. Dan Ariely 一位当代伟大的经济学家他和三位同仁对麻省理工学院的学生做了一些研究They gave these MIT students a bunch of games, games that involved creativity, and motor skills, and concentration. 他给这些学生一些游戏一些需要创造力的游戏需要动力和专注And the offered them, for performance, three levels of rewards: small reward, medium reward, large reward. 依照他们的表现给他们三种不同程序的奖励小奖励中奖励大奖励Okey? If you do really well you get the large reward, on down. 如果你做得好你就得到大奖励依此类推What happened? As long as the task involved onlymechanical skill bonuses worked as they would be expected: the higher the pay, the better the performance. 结果呢只要是机械形态的工作红利就像我们所认知的奖励越高表现越好Okey? But one the task called for even rudimentary cognitive skill, a larger reward led to poorer performance. 是的但如果这个工作需要任何基本的认知能力越大的奖励却带来越差的表现Then they said:“Okey let's see if there's any cultural bias here. Lets go to Madurai, India and test this.”于是他们说让我们试试是否有什么文化差距让我们去印度的马杜赖试试Standard of living is lower. 生活水平较低In Madurai, a reward that is modest in North American standards, is more meaningful there. 在马杜赖北美标准的中等奖励在这里有意义多了Same deal. A bunch of games, three levels of rewards. 一样地一些不同游戏三种奖励What happens? 结果呢People offered the medium level of rewards did no better than people offered the small rewards. 中等奖励的人做的不比那些小奖励的人好But this time, people offered the highest rewards, they did the worst of all. 但这次那些能够得到大奖励的人表现最差In eight of the nine tasks we examined across three experiments, higher incentives led to worse performance. 三种实验中在我们提供的九个游戏中有八个奖励越高的表现越差Is this some kind of touchy-feely socialist 难道这是一种感情用事的社会主义的阴conspiracy going on here? 谋诡计吗No. These are economists from MIT, from Carnegie Mellon, from the University of Chicago. 不这些经济学家来自麻省理工卡内基梅隆和芝加哥大学And do you know who sponsored this research? 你知道赞助这实验的是谁吗The Federal Reserve Bank of the United States. 是美国联邦储备银行That's the American experience. 完全的美国经验Let's go across the pond to the London School of Economics--LSE, London School of Economics, alma mater of 11 Nobel Laureates in economics. 让我们跨海到伦敦政经学院看看LSE 伦敦经济学院十一位诺贝尔经济奖得主的母校Training ground for great economic thinkers like George Soros, and Friedrich Hayek, and Mick Jagger. 训练伟大经济学家的地方有乔治索罗斯弗里德里希·哈耶克和滚石乐团的米克·贾格尔Last month, just last month, economists at LSE looked at 51 studies of pay-for-performance plans, inside of companies. 上个月才刚过去的那个月政经学院的经济学家汇整了51个关于企业内部绩效薪酬的研究Here's what the economists there said:“ We find that financial incentives can result a negative impact on overall performance.”这些经济学家说我们发现金钱的诱因能对整体绩效带来负面效果There is a mismatch between what science knows andwhat business does.科学知识和商业行为之间有条鸿沟And what worries me, as we stand here in the rubble of the economic collapse, is that too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science. 我所忧心的是在我们站在金融风暴废墟之间的此刻仍然有太多团体仍然以一些过时的未经验证的非科学的几乎是来自天方夜谭的假设来制定规则和管理人事And if we really want to get out of this economic mess, and if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things, to entice people with a sweeter carrot, or threaten them with a sharper stick. 如果我们真的想要摆脱这个经济危机如果我们真的想要在这些属于21世纪的核心工作中获取绩效的话这解答无异是错上加错用胡萝卜来吸引人或是用棍子来威胁人We need a whole new approach. 我们需要一种新做法And the good news about all of this is that the scientists who've been studying motivation have given us this new approach. 好消息是这些研究人类动机的科学家已经给了我们一个新方向It's an approach built much more around intrinsicmotivation.这个新方向讲求内在的诱因Around the desire to do things because they matter，because we like it, because they're interesting, because they are part of something important. 我们想做的是因为它能改变世界因为我们喜欢因为它很有趣因为它能影响的范围很广And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose. 在我心里这种新的商业机制围绕在三个基础上自主性掌握力和使命感Autonomy: the urge to direct our own lives. 自主性想要主掌自己人生的需求Mastery: the desire to get better and better at something that matters. 掌握力想要在举足轻重的事情上做得更好的欲望Purpose: the yearning to do what we do in the service of something larger than ourselves. 使命感希望我们所做的事情是为了更高远的理想的渴望These are the building blocks of an entirely newoperating system for our businesses.这些便是建立新商业机制的基石I want to talk today only about autonomy. 今天我只想提到自主性In the 20th century, we came up with this idea ofmanagement.20世纪产生了管理学的想法Management did not emanate from nature. 管理学不是自然发生的Management is like -- it's not a tree, it's a television set. 管理学像是它不是一棵树而是个电视机Okey? Somebody invented it. 对吗有人发明它And it doesn't mean it's going to work forever. 不代表它永远都好用Management is great. 管理学很好Trditional notions of management are great if you want compliance. 传统的管理学的概念是好的如果你需要的是服从But if you want engagement, self-direction works better. 但如果你想要员工全心投入自动自发更好Let me give you some examples of some kind if radical notions of self-direction. 有关自动自发让我给你一些革命性的例子What this means -- you don't see a lot of it, but you see the first stirrings of something really interesting going on, because what it means is paying people adequately and firly, absolutely -- getting the issue of money off the table, and then giving people lots of autonomy. 代表着这样的例子不多但是你可以发现一些有趣的事情正开始发生因为他代表着付给人们合理与足够的工资让钱不再是问题然后给人们很大的自主权Let me give you some examples. 让我举一些例子How many of you have heard of the company Atlassian? 在座谁听过一家叫Atlassian的公司It looks like less than half. 看起来一半都不到Atlassian is an Australian software company. Atlassian是一个澳大利亚的软件公司And they do something incredibly cool. 他们做了一件很酷的事A few times a year they tell their engineers, “Go for the next 24 hours and work on anything you want, as long as it's not part of your regular job. 一年有几次他们跟公司里的软件工程师说接下来的24个小时去做你自己想做的事只要它和你每天的工作无关Work on anything you want.”随便你要做什么都行So that engineers use this time to come up with a cool patch for code, come up with an elegant hack. 这些工程师便利用这些时间写出一套有趣的编程优雅地包装这些想法Then they present all of the stuff that they've developed to their teammates, to the rest of the company, in this wild and wooly all-hands meeting at the end of the day. 在那天的最后在这个全员到齐万众一心的会议中对他们的组员和整个公司介绍他的发明And then, being Australians, everybody has a beer. 当然身为澳大利亚人大家都得来罐啤酒They call them FedEx Days. 他们叫这是FedEx联邦快递日Why? Because you have to deliver somethingovernight.国为你必须在隔夜交出你的作品It's pretty. It's not bad. It's a huge trademark violation, but it's pretty clever. 很不赖的想法虽然违反商标法但这个想法很聪明That one day of intense autonomy has produced a whole array of software fixes that might never have existed. 在高度自主的一日中他们做出了许多软件编程的革新之前根本没人想到的And it's worked so well that Atlassian has taken it to the next level with 20 Percent Time -- done, famously, at Google -- where engineers can work, spend 20 percent of their time working on anything they want. 这个计划的成功让Altlassian更进一步的发明了五分之一时间谷歌把这个想法发扬光大工程师可以用五分之一的时间做所有他们想做的事情They have autonomy over their time, their task, their team, their technique. 他们可以自由的分配他们的时间工作组员和作法Okey? Radical amounts of autonomy. 就是这样完全的自主权And at Google, as most as many of you know, about half of the new products in a typical year are birthed during that 20 Percent Time: things like Gmail, Orkut, Google News. 诚如大家说所在谷歌一年中有一半的新商品都来自这五分之一时间像谷歌信箱 Qrkut 谷歌新闻Let me give you an even more radical example of it: something called the Results Only Work Environment, the ROWE, created by two American consultants, in place at about a dozen companies around North America. 让我给你一个更具革命性的例子一个叫做只论结果的工作环境简写是ROWE 由两个美国分析师所创造用在十多家北美公司上In a ROWE people don't have schedules. 在ROWE之中人们没有日程表They show up when they want. 他们想来就来They don't have to be in the office at a certain time, or any time. 他们不需要在特定时间到公司任何时间They just have to get their work done. 他们只需要把工作完成How they do it, when they do it, where they do it, is totally up to them. 怎么做何时做在哪里做都取决于他们自己Meetings in these kinds of environments areoptional.甚至连开会都是选择性的What happens? 结果呢Almost across the board, productivity goes up, worker engagement goes up, worker satisfaction goes up, turnover goes down. 几乎所有公司的生产力都提升了工作投入度提升工作满意度提升人才流失降低Autonomy, mastery and purpose, these are the buiding blocks of a new way of dong things. 自主性掌握力和使命感这便是新工作方式的新基础Now some of you might look at this and say,“hmm,that sounds nice, but it's utopian.”在座的某些人可能会看着然后说嗯听起来不错就是太理想化了And I say,“Nope. I have proof.”我说错了我有证据The mid-1990s, Microsoft started an encyclopedia called Encarta. 在90年代中微软开始了一个叫做Encarta的百科全书计划They had deployed all the right incentives, all the right incentives. They paid professionals to write and edit thousands of articles. 他们使用了所有正确的诱因所有的诱因他们付钱给专业人士让他们写和编辑这些文章Well-compensated managers oversaw the whole thing to make sure it came in on budget and on time. 收入颇丰的主管们监督着整个计划确定它不会超过预算和时间A few years later another encyclopedia got started. 几年后另一个百科全书计划开始了Different model, right? 完全不同的模式Do it for fun. No one gets paid a cent, or a Euro or a Yen. 为了兴趣而作没有人能拿到任何一毛钱Do it because you like to do it. 因为自己喜欢而做Now if you had, just 10 years ago, if you had goneto an economist, anywhere, and said,“Hey, I've got these two different models for creating an encyclopedia. If they went head to head, who would win?”如果你在十年前到一个经济学家那里去对他说我有两种撰写百科全书的模式拿来相比谁会赢10 years ago you could not have found a single sober economist anywhere on planet Earth who would have predicted the Wikipedia model.十年前你绝对不会找到任何一个清醒的经济学家在这个地球的任何角落能够预知维基百科的模式This is the titanic battle between these twoapproaches.这是一个两种模式之间的世纪战役This is the Ali-Frazier of motivation. Right? 动机的阿里与弗雷泽之战This is the Thrilla' in Manila. 就像那场在马尼拉的拳王之战Alright? Intrinsic motivators versus extrinsicmotivators.是吗内在动机和外在动机Autonomy, mastery and purpose, versus carrot and sticks. And who wins? 自主性掌握力和使命感和胡萝卜和棍子谁赢了Intrinsic motivation, autonomy, mastery and purpose, in a knockout. Let me wrap up. 内在动机自主性掌握力和使命感获得压倒性胜利结论是There is a mismatch between what science knows andwhat business does.科学知识和商业行为之间And here is what science knows. 有条鸿沟One: Those 20th century rewards, those motivators we think are a natural part of business, do work, but only in a surprisingly narrow band of circumstances. 一这些20世纪的奖励这些我们当作商业中自然一部分的诱因是有用的但意外地只在一个非常狭窄的情况下Two: Those if-then rewards often destroycreativity.二这些奖励往往会破坏创造力Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive -- the drive to do things for their own sake. 三高绩效的秘密不是奖励和惩罚而是看不见的内在动力让人为了自己而做的动力The drive to do things cause they matter. 让人有使命感的动力And here's the best part. Here's the best part. 最好的是We already know this. The science confirms what we know in our hearts. 我们了然于心科学不过确认了我们心里的声音So, if we repair this mismatch between what science knows and what business does, if we bring our motivation, notions of motivation into the 21st century, if we get past this lazy, dangerous, ideology of carrots and sticks, we can strengthen our business, we can solve a lot of those candle problems, and maybe, maybe, maybe we can change the world. 如果我们改变科学知识和商业行为之间有的那条鸿沟如果我们把我们的动机对诱因的想法带进21世纪如果我们越过懒惰的危险的理想化的胡萝卜和棍子的想法我们可以强化我们的公司解决许多的蜡烛问题那么或许或许或许我们便能改变世界I rest my case. 陈述完毕。
ted演讲稿大全中英 简短
ted演讲稿大全中英简短TED演讲稿大全（中英）-简短1. 演讲题目：激发创造力中文演讲稿：大家好，我今天想谈谈创造力。
创造力是一种非常重要的能力，它可以帮助我们找到新的解决问题的方法，推动社会的发展。
但是，很多人在成长过程中逐渐失去了创造力，因为他们被规则束缚住了思维，只相信已经存在的答案。
我认为，我们应该积极培养和激发创造力。
首先，我们要保持好奇心，不停地提问和探索。
其次，我们要勇于尝试新事物，即使可能会失败也要勇敢地去尝试。
最后，我们要培养自信心，相信自己有能力创造出独特的东西。
希望大家能够意识到创造力的重要性，努力培养自己的创造力，以此推动社会的进步和发展。
英文演讲稿：Hello everyone, today I want to talk about creativity. Creativity isa very important ability that can help us find new ways to solve problems and drive social development. However, many people gradually lose their creativity as they grow up because they are constrained by rules and only believe in existing answers.I believe that we should actively cultivate and inspire creativity. First, we should maintain curiosity and constantly ask questionsand explore. Secondly, we should be brave enough to try new things, even if it may lead to failure. Finally, we should cultivate self-confidence and believe in our ability to create something unique.I hope that everyone can realize the importance of creativity and make efforts to cultivate their own creativity, thus promoting social progress and development.2. 演讲题目：人工智能的影响中文演讲稿：大家好，我今天想谈谈人工智能的影响。
Ted中英文双语演讲稿
活在世上做好自己足矣"I used to think the worst thing in life was to end up all alone.“我曾经认为生活中最糟糕的事情就是孤独终老。
It's not.并不是。
The worst thing in life is to end up with people that make you feel all alone." --Robin Williams生活中最糟糕的事情就是和让你感到孤独的人在一起。
”——罗宾·威廉姆斯Codependency is a potentially destructive state to be in.相互依赖是一种潜在的破坏性状态。
At its core, it means that you cannot be alone.本质上，这意味着你无法独处。
And the consequence of this is an ongoing clinging to other people; no matter how bad they treat you. 这样做的结果就是你会持续地依附于他人，不管他们对你有多坏。
But it's an illusion to think that we need someone else to make us feel complete.但是认为我们需要别人来让我们感到完整是一种错觉。
We don't.我们不需要。
When we let our contentment depend on external things, we have given our power away.当我们让自己的满足依赖于外在的东⻄时，我们已经失去了自己的力量。
As humans, we aren't islands.作为人类，我们不是岛屿。
ted演讲中英文对照
ted演讲中英文对照ted演讲稿中英文对照希拉里中英文演讲稿thank you. thank you.thank you, so much.thank you, all.thank you very, very much.well, this isnt exactly the party id planned, but i sure like the pany.and i want to start today by saying how grateful i am to all of you,to everyone who poured your hearts and your hopes into this caign,who drove for miles and lined the streets waving homemade signs,who scrimped and saved to raise money,who knocked on doors and made calls,who talked, sometimes argued with your friends and neighbors,who e-mailed and contributed online,who invested so much in our mon enterprise,to the moms and dads who came to our events, who lifted their little girls and little boys on their shoulders and whispered in their ears,“see, you can be anything you want to be.“谢谢你们，谢谢你们。
非常感谢你们。
感谢你们所有的人。
非常非常感谢大家。
准确地说，这并不是我计划中的活动，但肯定地说，我喜欢大家的陪伴。
ted演讲中英双语文稿
ted演讲中英双语文稿全文共四篇示例，供读者参考第一篇示例：TED演讲是一种颇受欢迎的演讲形式，通过这种形式，讲述者可以分享自己的思想、经验和见解。
下面我将为大家呈现一篇关于TED 演讲的双语文稿。
TED Talk Script - TED演讲文稿Hello everyone, thank you for joining me today. 大家好，感谢你们今天的光临。
Kindness is a universal language that transcends cultural boundaries. 善良是一种超越文化界限的通用语言。
No matter where we come from or what language we speak, kindness is something we can all understand and appreciate. 无论我们来自哪里，说着什么语言，善良是我们都能理解和欣赏的东西。
以上是双语的TED演讲文稿，希望大家能够体会到善良的力量以及在日常生活中实践。
感谢大家的聆听！第二篇示例：TED演讲一直以其独特的形式和内容吸引着全球观众。
演讲者们通过分享自己的故事、经验和想法，启发人们思考、学习和改变。
在这里，我将为大家带来一份关于TED演讲的中英双语文稿，希望能够给大家带来启发和思考。
TED Speech:Hello everyone, welcome to today's TED Talk. Today, I want to share with you a story of resilience, determination and hope.大家好，欢迎来到今天的TED演讲。
今天，我想和大家分享一个充满韧性、决心和希望的故事。
生活充满挑战和障碍，我们如何应对这些问题才是真正定义我们的。
面对逆境，放弃、失去希望和屈服于绝望是很容易的。
但正是在我们最黑暗的时刻，我们找到了真正的力量和韧性。
Ted中英对照演讲稿
Ted中英对照演讲稿大人能从小孩身上学到什么Now, I want to start with a question: When was the last time you were called childish? For kids like me, being called childish can be a frequent occurrence. Every time we make irrational demands, exhibit irresponsible behavior, or display any other signs of being normal American citizens, we are called childish, which really bothers me. After all, take a look at these events: Imperialism and colonization, world wars, George W. Bush. Ask yourself: Who's responsible? Adults.首先我要问大家一个问题：上一回别人说你幼稚是什么时候？像我这样的小孩，可能经常会被人说成是幼稚。
每一次我们提出不合理的要求，做出不负责任的行为，或者展现出有别于普通美国公民的惯常行为之时，我们就被说成是幼稚。
这让我很不服气。
首先，让我们来回顾下这些事件：帝国主义和殖民主义，世界大战，小布什。
请你们扪心自问下：这些该归咎于谁？是大人。
Now, what have kids done? Well, Anne Frank touched millions with her powerful account of the Holocaust, Ruby Bridges helped end segregation in the United States, and, most recently, Charlie Simpson helped to raise 120,000 pounds for Haiti on his little bike. So, as you can see evidenced by such examples, age has absolutely nothing to do with it. The traits the word childish addresses are seen so often in adults that we should abolish this age-discriminatory word when it comes to criticizing behavior associated with irresponsibility and irrational thinking.而小孩呢，做了些什么？安妮·弗兰克(Anne Frank)对大屠杀强有力的叙述打动了数百万人的心。
ted演讲稿中英文对照
ted演讲稿中英文对照小编今天推荐给大家的是 ted演讲稿中英文对照，仅供参考，希望对大家有用。
关注网获得更多内容。
ted演讲稿中英文对照Hi. I'm here to talk to you about the importance of praise, admiration and thank you, and having it be specific and genuine.嗨。
我在这里要和大家谈谈向别人表达赞美，倾佩和谢意的重要性。
并使它们听来真诚，具体。
And the way I got interested in this was, I noticed in myself, when I was growing up, and until about a few years ago, that I would want to say thank you to someone, I would want to praise them, I would want to take in their praise of me and I'd just stop it. And I asked myself, why? I felt shy, I felt embarrassed. And then my question became, am I the only one who does this? So, I decided to investigate.之所以我对此感兴趣是因为我从我自己的成长中注意到几年前，当我想要对某个人说声谢谢时，当我想要赞美他们时，当我想接受他们对我的赞扬，但我却没有说出口。
我问我自己，这是为什么? 我感到害羞，我感到尴尬。
接着我产生了一个问题难道我是唯一一个这么做的人吗?所以我决定做些探究。
I'm fortunate enough to work in the rehab facility, so I get to see people who are facing life and death with addiction. And sometimes it comes down to something as simple as, their core wound is their father died without ever saying he's proud of them. But then, they hear from all the family and friends that the father told everybody else that he was proud of him, but he never told the son. It's because he didn't know that his son needed to hear it.我非常幸运的在一家康复中心工作，所以我可以看到那些因为上瘾而面临生与死的人。
ted简短演讲稿中英对照
ted简短演讲稿中英对照1.经典英文短篇演讲稿中英文对照LadiesandGentlemen,Goodafternoon!I'mverygladtostandhereandg iveyouashortspeech.todaymytopicis“youth”.Ihopeyouwilllike it,andfoundtheimportanceinyouryouthsothatmorecherishit.Firs tIwanttoaskyousomequestions:1、Doyouknowwhatisyouth?2、Howdoyoumasteryouryouth?YouthYouthisnotatimeoflife,itisasta teofmind;itisnotrosycheeks,redlipsandsuppleknees,itisamatte roftheemotions:itisthefreshness;itisthefreshnessofthedeepsp ringsoflife.Youthmeansatemperamentalpredominanceofcourageov ertimidityoftheappetite,foradventureovertheloveofease.Thiso ftenexistsinamanof60morethanaboyof20.Nobodygrowsoldmerelyby anumberofyears.Wegrowoldbydesertingourideals.Yearswrinkleth eskin,buttogiveupenthusiasmwrinklesthesoul.Worry,fear,self –distrustbowstheheartandturnsthespiritbacktodust.Whether60of 16,thereisineveryhumanbeing'sheartthelureofwonders,theunfai lingchildlikeappetiteofwhat'snextandthejoyofthegameofliving .Inthecenterofyourheartandmyheartthere'sawirelessstation:so longasitreceivesmessagesofbeauty,hope,cheer,courageandpower frommenandfromtheinfinite,solongasyouareyoung.Whentheaerialsaredown,andyourspiritiscoveredwithsnowsofcynicismandtheice ofpessimism,thenyouaregrownold,evenat20,butaslongasyouraeri alsareup,tocatchwavesofoptimism,thereishopeyoumaydieyoungat 80.Thankyou！青春青春不是指岁月，而是指心态。
(完整版)TED《出人意料的工作动机》中英文对照演讲稿)
I need to make a confession at the outset here. 开始前我必须先向你们告解A little over 20 years ago I did something that I regret, something that I'm not particularly proud of, something that, in many ways, I wish no one would ever know, but here I feel kind of obliged to reveal. 二十多年前我做了一件让我后悔莫及的事一件我丝毫不感到骄傲的事一件我希望没有任何人会知道的事但今日我认为我有必要揭发我自己In the late 1980s, in a moment of youthful indiscretion, I went to law school. 80年代晚期因为年少轻狂我进入法律学院就读Now, in America law is a professional degree: you get your university degree, then you go on to law school. 在美国法律学位是个专业学位你得先拿到学士才能进入法律学院And when I got to law school, I didn't do very well. 当我进入法律学院时我的成绩不怎么好To put it mildly, I didn't do very well. 客气地说我的成绩不怎么好I, in fact, graduated in the part of my law school class that made the top 90 percent possible. 我的毕业成绩成就了在我之上那其他九成的同学Thank you. 谢谢你们I never practiced law a day in my life; 我这辈子从来没做过律师I pretty much wasn't allowed to. 基本上那样做可能还会犯法But today, against my better judgment, against the advice of my own wife, I want to try dust off some of those legal skills -- what's left of those legal skills. 但今日我违背我的理性违背我太太的忠告我想重拾那些过去所学的诉讼技巧，所剩无几的诉讼技巧I don't want to tell you a story. 我不想向你们说故事I want to make a case. 而是提出一个陈述I want to make a hard-headed, evidence-based, dare I say lawyerly case, for rethinking how we run our businesses. 提出一个有根据货真价实的法庭陈述来重新思考我们的管理方法So, ladies and gentlemen of the jury, take a lookat this.陪审团的女士先生们请看看这个This is called the candle problem. 这便是有名的蜡烛问题Some of you might have seen this before. 你们之中有些人可能已经看过了It's created in 1945 by a psychologist named Karl Duncker. 它是在1945年由心理学家Karl Duncker所创造的Karl Dunker created this experiment that is used in a whole variety of experiments in behavioral science. Karl Duncker创造了这个实验在行为科学中被广泛运用And here's how it works.Suppose I'm theexperimenter.情况是假设我是实验者I bring you into a room. I give you a candle, Some thumbtacks and some matches. 我带你进入一个房间给你一根蜡烛一些图钉和火柴And I say to you, “your job is to attach the candle to the wall so the wax doesn't drip onto the table.”Now what would you do? 告诉你说现在尝试把蜡烛固定在墙上让烛泪不要滴到桌上你会怎么做Now many people begin trying to thumbtack the candleto the wall.许多人尝试用图钉把蜡烛钉在墙上Doesn't work. 行不通Somebody, some people -- and I saw somebody kind of make the motion over here -- some people have a great idea where they light the match, melt the side of the candle, try to adhere it to the wall. 有些人台下也有些人做出这样的动作有些人想到他们可以点燃火柴溶化蜡烛的底部尝试把它黏在墙上It's an awesome idea. Doesn't work. 好主意但行不通And eventually, after five or 10 minutes,most people figure out the solution, which you can see here. 差不多过了五到十分钟大部分的人便会想出解决办法就像图片上那样The key is to overcome what's called functionalfixedness.重点是克服功能固着You look at that box and you see it only as a receptacle for the tacks. 当你看到盒子你不过把它当成装大头针的容器But it can also have this other function, as a platform for the candle. The candle problem. 但它还有其它功能那就是作为蜡烛的平台Now I want to tell you about an experiment using the candle problem, done by a scientist named Sam Glucksberg, who is now at Princeton University in the U.S. 现在我想告诉你另一个实验利用蜡烛问题由一个现在在普林斯顿大学叫做Sam Glucksberg 的科学家所做的实验This shows the power of incentives. 这实验让我们看见动机的力量Here's what he did. He gathered his participants. 他是这么做的他将参与者聚集在一个房间里And he said,“I'm going to time you. How quickly you can solve this problem ?”告诉他们我要开始计时看看你们能多快解决这个问题To one group he said, “I'm going to time you to establish norms, averages for how long it typically takes someone to solve this sort of problem.”他对其中一群人说我只是想取个平均值看一般人需要花多久的时间才能解决这样的问题To the second group he offered rewards. 他提供奖励给另一群人He said,“If you're in the top 25 percent of the fastest times, you get five dollars. If you're the fastest of everyone we're testing here today, you get 20 dollars.”他说如果你是前25%最快解决问题的人就能拿到五块钱如果你是今日所有人里解答最快的你就有20块钱Now this is several years ago. Adjusted for inflation, it's a decent sum of money for a few minutes of work. It's a nice motivator. 这个实验是几年前的事了按照通货膨胀几分钟就能拿到20块是很不错的是个不错的诱因Question: How much faster did this group solve the problem? 问题是这群人比另一群人的解题速度快了多少呢？Answer: It took them, on average, three and a half minutes longer. 答案是平均来说他们比另一组人多花了三分半钟Three and a half minutes longer. Now this makes nosense right?整整三分半钟这不合理不是吗I mean, I'm an American. I believe in free markets. 我是个美国人我相信自由市场That's not how it's supposed to work. Right? 这个实验不太对劲吧对吗If you want people to perform better, you reward them. Right? 如果你想要人们做得更好你便给他们奖赏对吗Bonuses, commissions, their own reality show. 红利佣金他们自己的真人秀Incentivize them. That's how business works. 赋予他们动机这就是商业法则But that's not happening here. 但实验里却不是这样You've got an incentive designed to sharpen thinking and accelerate creativity, and it does just the opposite. 奖励是为了增强思考能力及创意但事实却是相反It dulls thinking and blocks creativity. 它阻断了思考和创意能力And what's interesting about this experiment is thatit's not an aberration.有趣的事情是这个实验不是误差This has been replicated over and over and overagain, for nearly 40 years.它被一再重复在过去的四十年间These contingent motivators -- if you do this, then you get that -- work in some circumstances. 这些不同的诱因如果你这样做你就得到那个在某些情况里是可行的But for a lot of tasks, they actually either don't work or, often, they do harm. 但在许多任务中他们不是没有作用更有可能产生反效果This is one of the most robust findings in social science, and also one of the most ignored. 这是在社会科学中一项最有力的发现同时也是最为人忽略的I spent the last couple of years looking at thescience of human motivation, particularly the dynamics of extrinsic motivators and intrinsic motivators. 过去两年我研究人类的动机尤其是那些外部的激励因素和内在的激励因素And I'm telling you, it's not even close. 我可以告诉你两者相差悬殊If you look at the science, there is a mismatch between what science knows and what business does. 如果你使用科学方法查证你会发现科学知识和商业行为之间有条鸿沟And what's alarming here is that our business 我们必须注意的是我们的商业机制想operating system -- think of the set of assumptions and protocols beneath our businesses, how we motivate people, how we apply our human resources -- it's built entirely around these extrinsic motivators, around carrots and sticks. 想这些商业的协议和假设我们如何激励人心如何运用人资全是以这些外部激励因素作为基础打手心给块糖That's actually fine for many kinds of 20th centurytasks.对许多20世纪的工作来说是可行的But for 21st century tasks, that mechanistic, reward-and-punishment approach doesn't work, often doesn't work, and often does harm. 但面对21世纪的工作这些机械化的奖惩分明的作法已经不管用了有时更招致反效果Let me show you what I mean. 让我呈现我想表达的So Glucksberg did another experiment similar to this where he presented the problem in a slightly different way, like this up here. Okey? Glucksberg做了一个类似的实验这次他给了他们一个比较不同的问题像这个图里面的Attach the candle to the wall so the wax doesn't drip onto the table. 实验对象必须要找出一个让蜡烛黏在墙上又不会流下烛泪的方法Same deal.You: we're timing for norms. 相同地这边：我们要的是平均时间You: we're incentivizing. 这边：一样的给他们不同的诱因What happened this time? 结果呢This time, the incentivized group kicked the other group's butt. 这次有诱因的那组人远远地胜过了另一组人Why? Because when the tacks are out of the box, it's pretty easy isn't it? 为什么一旦我们把图钉从盒子里拿出来问题就变得相当简单不是吗If-then rewards work really well for those sorts of tasks, where there is a simple set of rules and a clear destination to go to. 假设在这个情况下奖励就变得非常有郊在规则简单目标明显的情况下Rewards, by their very nature, narrow our focus, concentrate the mind; that's why they work in so many cases. 奖励产生了作用让我们集中精神变得专注这便是为何奖励在许多情况下有效的缘故And so, for tasks like this, a narrow focus, where you just see the goal right there, zoom straight ahead to it, they work really well. 当我们面对的工作是范围狭窄你能清楚见到目标向前直冲时奖励便非常有效But for the real candle problem, you don't want to be looking like this. 但在真正的蜡烛问题中你不能只是这样看The solution is not over here. The solution is onthe periphery.解答不在那里解答是在周围You want to be looking around. 你需要四处找寻That reward actually narrows our focus and restricts 奖励却令我们眼光狭隘限制了我们的our possibility. 想像力Let me tell you why this is so important. 让我告诉你这个问题的重要性In western Europe, in many parts of Asia, in North America, in Australia, white-collar workers are doing less of this kind of work, and more of this kind of work. 在西欧亚洲的许多地方北美洲澳洲白领工作者比较少处理这种问题更多的是这种问题（指钉放在盒中的）That routine, rule-based, left-brain work--certainkinds of accounting, certain kinds of financial analysis, certain kinds of computerprogramming--has become fairly easy to outsource, fairly easy to automate. 那些例行的常规性的左脑式的工作一些会计一些财务分析一些电脑编程变得极为容易外包变得自动化Software can do it faster. 软件能处理的更快Low-cost providers around the world can do it cheaper. 世界其他地方的低价供应商能以更便宜的成本来完成So what really matters are the more right-brained creative, conceptual kinds of abilities. 所以更重要的是右脑的创意概念式的能力Think about your own work. 想想你的工作Think about your own work. 想想你自己的工作Are the problems that you face, or even the problems we've been talking about here, are those kinds of problems--do they have a clear set of rules, and a single solution? No. 你所面对的问题甚至是我们今天所谈论到的问题这些问题它们有清楚的规则和一个简单的解答吗没有The rules are mystifying. 它们的规则模糊The solution, if it exists at all, is surprising and not obvious. 解答如果有解答的话通常是令人意外而不明显的Everybody in this room is dealing with their own version of the candle problem. 在这里的每个人都在尝试解决他自己的蜡烛问题And for candle problems of any kind, in any field, those if-then rewards, the things around which built so many of our businesses, don't work. 对所有形式的蜡烛问题在所有领域这些如果-那就的奖励这些在商业世界里无处不在的奖惩系统其实没用Now, I mean it makes me crazy. 这简直让我发狂And this is not--here's the thing. 这不是重点是This is not a feeling. 这不是一种感觉Okey? I'm a lawyer; I don't believe in feelings. 我是个律师我才不信什么感觉This is not a philosophy. 这也不是哲学I'm an American; I don't believe in philosophy. 我是个美国人我才不信什么哲学This is a fact--or, as we say in my hometown of Washington, D.C., a true fact. 这是真相或是我们在华盛顿特区的政治圈常说的一个事实真相Let me give you an example of what I mean. 让我给你一个例子Let me marshal the evidence here, because I'm not telling you a story, I'm making a case. 让我收集这些证据因为我不是在告诉你一个故事而是陈述一个案子Ladies and gentlemen of the jury, some evidence: 陪审团的女士们先生们证据在此Dan Ariely, one of the great economists of our time, he and three colleagues, did a study of some MIT students. Dan Ariely 一位当代伟大的经济学家他和三位同仁对麻省理工学院的学生做了一些研究They gave these MIT students a bunch of games, games that involved creativity, and motor skills, and concentration. 他给这些学生一些游戏一些需要创造力的游戏需要动力和专注And the offered them, for performance, three levels of rewards: small reward, medium reward, large reward. 依照他们的表现给他们三种不同程序的奖励小奖励中奖励大奖励Okey? If you do really well you get the large reward, on down. 如果你做得好你就得到大奖励依此类推What happened? As long as the task involved onlymechanical skill bonuses worked as they would be expected: the higher the pay, the better the performance. 结果呢只要是机械形态的工作红利就像我们所认知的奖励越高表现越好Okey? But one the task called for even rudimentary cognitive skill, a larger reward led to poorer performance. 是的但如果这个工作需要任何基本的认知能力越大的奖励却带来越差的表现Then they said:“Okey let's see if there's any cultural bias here. Lets go to Madurai, India and test this.”于是他们说让我们试试是否有什么文化差距让我们去印度的马杜赖试试Standard of living is lower. 生活水平较低In Madurai, a reward that is modest in North American standards, is more meaningful there. 在马杜赖北美标准的中等奖励在这里有意义多了Same deal. A bunch of games, three levels of rewards. 一样地一些不同游戏三种奖励What happens? 结果呢People offered the medium level of rewards did no better than people offered the small rewards. 中等奖励的人做的不比那些小奖励的人好But this time, people offered the highest rewards, they did the worst of all. 但这次那些能够得到大奖励的人表现最差In eight of the nine tasks we examined across three experiments, higher incentives led to worse performance. 三种实验中在我们提供的九个游戏中有八个奖励越高的表现越差Is this some kind of touchy-feely socialist 难道这是一种感情用事的社会主义的阴conspiracy going on here? 谋诡计吗No. These are economists from MIT, from Carnegie Mellon, from the University of Chicago. 不这些经济学家来自麻省理工卡内基梅隆和芝加哥大学And do you know who sponsored this research? 你知道赞助这实验的是谁吗The Federal Reserve Bank of the United States. 是美国联邦储备银行That's the American experience. 完全的美国经验Let's go across the pond to the London School of Economics--LSE, London School of Economics, alma mater of 11 Nobel Laureates in economics. 让我们跨海到伦敦政经学院看看LSE 伦敦经济学院十一位诺贝尔经济奖得主的母校Training ground for great economic thinkers like George Soros, and Friedrich Hayek, and Mick Jagger. 训练伟大经济学家的地方有乔治索罗斯弗里德里希·哈耶克和滚石乐团的米克·贾格尔Last month, just last month, economists at LSE looked at 51 studies of pay-for-performance plans, inside of companies. 上个月才刚过去的那个月政经学院的经济学家汇整了51个关于企业内部绩效薪酬的研究Here's what the economists there said:“ We find that financial incentives can result a negative impact on overall performance.”这些经济学家说我们发现金钱的诱因能对整体绩效带来负面效果There is a mismatch between what science knows andwhat business does.科学知识和商业行为之间有条鸿沟And what worries me, as we stand here in the rubble of the economic collapse, is that too many organizations are making their decisions, their policies about talent and people, based on assumptions that are outdated, unexamined, and rooted more in folklore than in science. 我所忧心的是在我们站在金融风暴废墟之间的此刻仍然有太多团体仍然以一些过时的未经验证的非科学的几乎是来自天方夜谭的假设来制定规则和管理人事And if we really want to get out of this economic mess, and if we really want high performance on those definitional tasks of the 21st century, the solution is not to do more of the wrong things, to entice people with a sweeter carrot, or threaten them with a sharper stick. 如果我们真的想要摆脱这个经济危机如果我们真的想要在这些属于21世纪的核心工作中获取绩效的话这解答无异是错上加错用胡萝卜来吸引人或是用棍子来威胁人We need a whole new approach. 我们需要一种新做法And the good news about all of this is that the scientists who've been studying motivation have given us this new approach. 好消息是这些研究人类动机的科学家已经给了我们一个新方向It's an approach built much more around intrinsicmotivation.这个新方向讲求内在的诱因Around the desire to do things because they matter，because we like it, because they're interesting, because they are part of something important. 我们想做的是因为它能改变世界因为我们喜欢因为它很有趣因为它能影响的范围很广And to my mind, that new operating system for our businesses revolves around three elements: autonomy, mastery and purpose. 在我心里这种新的商业机制围绕在三个基础上自主性掌握力和使命感Autonomy: the urge to direct our own lives. 自主性想要主掌自己人生的需求Mastery: the desire to get better and better at something that matters. 掌握力想要在举足轻重的事情上做得更好的欲望Purpose: the yearning to do what we do in the service of something larger than ourselves. 使命感希望我们所做的事情是为了更高远的理想的渴望These are the building blocks of an entirely newoperating system for our businesses.这些便是建立新商业机制的基石I want to talk today only about autonomy. 今天我只想提到自主性In the 20th century, we came up with this idea ofmanagement.20世纪产生了管理学的想法Management did not emanate from nature. 管理学不是自然发生的Management is like -- it's not a tree, it's a television set. 管理学像是它不是一棵树而是个电视机Okey? Somebody invented it. 对吗有人发明它And it doesn't mean it's going to work forever. 不代表它永远都好用Management is great. 管理学很好Trditional notions of management are great if you want compliance. 传统的管理学的概念是好的如果你需要的是服从But if you want engagement, self-direction works better. 但如果你想要员工全心投入自动自发更好Let me give you some examples of some kind if radical notions of self-direction. 有关自动自发让我给你一些革命性的例子What this means -- you don't see a lot of it, but you see the first stirrings of something really interesting going on, because what it means is paying people adequately and firly, absolutely -- getting the issue of money off the table, and then giving people lots of autonomy. 代表着这样的例子不多但是你可以发现一些有趣的事情正开始发生因为他代表着付给人们合理与足够的工资让钱不再是问题然后给人们很大的自主权Let me give you some examples. 让我举一些例子How many of you have heard of the company Atlassian? 在座谁听过一家叫Atlassian的公司It looks like less than half. 看起来一半都不到Atlassian is an Australian software company. Atlassian是一个澳大利亚的软件公司And they do something incredibly cool. 他们做了一件很酷的事A few times a year they tell their engineers, “Go for the next 24 hours and work on anything you want, as long as it's not part of your regular job. 一年有几次他们跟公司里的软件工程师说接下来的24个小时去做你自己想做的事只要它和你每天的工作无关Work on anything you want.”随便你要做什么都行So that engineers use this time to come up with a cool patch for code, come up with an elegant hack. 这些工程师便利用这些时间写出一套有趣的编程优雅地包装这些想法Then they present all of the stuff that they've developed to their teammates, to the rest of the company, in this wild and wooly all-hands meeting at the end of the day. 在那天的最后在这个全员到齐万众一心的会议中对他们的组员和整个公司介绍他的发明And then, being Australians, everybody has a beer. 当然身为澳大利亚人大家都得来罐啤酒They call them FedEx Days. 他们叫这是FedEx联邦快递日Why? Because you have to deliver somethingovernight.国为你必须在隔夜交出你的作品It's pretty. It's not bad. It's a huge trademark violation, but it's pretty clever. 很不赖的想法虽然违反商标法但这个想法很聪明That one day of intense autonomy has produced a whole array of software fixes that might never have existed. 在高度自主的一日中他们做出了许多软件编程的革新之前根本没人想到的And it's worked so well that Atlassian has taken it to the next level with 20 Percent Time -- done, famously, at Google -- where engineers can work, spend 20 percent of their time working on anything they want. 这个计划的成功让Altlassian更进一步的发明了五分之一时间谷歌把这个想法发扬光大工程师可以用五分之一的时间做所有他们想做的事情They have autonomy over their time, their task, their team, their technique. 他们可以自由的分配他们的时间工作组员和作法Okey? Radical amounts of autonomy. 就是这样完全的自主权And at Google, as most as many of you know, about half of the new products in a typical year are birthed during that 20 Percent Time: things like Gmail, Orkut, Google News. 诚如大家说所在谷歌一年中有一半的新商品都来自这五分之一时间像谷歌信箱 Qrkut 谷歌新闻Let me give you an even more radical example of it: something called the Results Only Work Environment, the ROWE, created by two American consultants, in place at about a dozen companies around North America. 让我给你一个更具革命性的例子一个叫做只论结果的工作环境简写是ROWE 由两个美国分析师所创造用在十多家北美公司上In a ROWE people don't have schedules. 在ROWE之中人们没有日程表They show up when they want. 他们想来就来They don't have to be in the office at a certain time, or any time. 他们不需要在特定时间到公司任何时间They just have to get their work done. 他们只需要把工作完成How they do it, when they do it, where they do it, is totally up to them. 怎么做何时做在哪里做都取决于他们自己Meetings in these kinds of environments areoptional.甚至连开会都是选择性的What happens? 结果呢Almost across the board, productivity goes up, worker engagement goes up, worker satisfaction goes up, turnover goes down. 几乎所有公司的生产力都提升了工作投入度提升工作满意度提升人才流失降低Autonomy, mastery and purpose, these are the buiding blocks of a new way of dong things. 自主性掌握力和使命感这便是新工作方式的新基础Now some of you might look at this and say,“hmm,that sounds nice, but it's utopian.”在座的某些人可能会看着然后说嗯听起来不错就是太理想化了And I say,“Nope. I have proof.”我说错了我有证据The mid-1990s, Microsoft started an encyclopedia called Encarta. 在90年代中微软开始了一个叫做Encarta的百科全书计划They had deployed all the right incentives, all the right incentives. They paid professionals to write and edit thousands of articles. 他们使用了所有正确的诱因所有的诱因他们付钱给专业人士让他们写和编辑这些文章Well-compensated managers oversaw the whole thing to make sure it came in on budget and on time. 收入颇丰的主管们监督着整个计划确定它不会超过预算和时间A few years later another encyclopedia got started. 几年后另一个百科全书计划开始了Different model, right? 完全不同的模式Do it for fun. No one gets paid a cent, or a Euro or a Yen. 为了兴趣而作没有人能拿到任何一毛钱Do it because you like to do it. 因为自己喜欢而做Now if you had, just 10 years ago, if you had goneto an economist, anywhere, and said,“Hey, I've got these two different models for creating an encyclopedia. If they went head to head, who would win?”如果你在十年前到一个经济学家那里去对他说我有两种撰写百科全书的模式拿来相比谁会赢10 years ago you could not have found a single sober economist anywhere on planet Earth who would have predicted the Wikipedia model.十年前你绝对不会找到任何一个清醒的经济学家在这个地球的任何角落能够预知维基百科的模式This is the titanic battle between these twoapproaches.这是一个两种模式之间的世纪战役This is the Ali-Frazier of motivation. Right? 动机的阿里与弗雷泽之战This is the Thrilla' in Manila. 就像那场在马尼拉的拳王之战Alright? Intrinsic motivators versus extrinsicmotivators.是吗内在动机和外在动机Autonomy, mastery and purpose, versus carrot and sticks. And who wins? 自主性掌握力和使命感和胡萝卜和棍子谁赢了Intrinsic motivation, autonomy, mastery and purpose, in a knockout. Let me wrap up. 内在动机自主性掌握力和使命感获得压倒性胜利结论是There is a mismatch between what science knows andwhat business does.科学知识和商业行为之间And here is what science knows. 有条鸿沟One: Those 20th century rewards, those motivators we think are a natural part of business, do work, but only in a surprisingly narrow band of circumstances. 一这些20世纪的奖励这些我们当作商业中自然一部分的诱因是有用的但意外地只在一个非常狭窄的情况下Two: Those if-then rewards often destroycreativity.二这些奖励往往会破坏创造力Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive -- the drive to do things for their own sake. 三高绩效的秘密不是奖励和惩罚而是看不见的内在动力让人为了自己而做的动力The drive to do things cause they matter. 让人有使命感的动力And here's the best part. Here's the best part. 最好的是We already know this. The science confirms what we know in our hearts. 我们了然于心科学不过确认了我们心里的声音So, if we repair this mismatch between what science knows and what business does, if we bring our motivation, notions of motivation into the 21st century, if we get past this lazy, dangerous, ideology of carrots and sticks, we can strengthen our business, we can solve a lot of those candle problems, and maybe, maybe, maybe we can change the world. 如果我们改变科学知识和商业行为之间有的那条鸿沟如果我们把我们的动机对诱因的想法带进21世纪如果我们越过懒惰的危险的理想化的胡萝卜和棍子的想法我们可以强化我们的公司解决许多的蜡烛问题那么或许或许或许我们便能改变世界I rest my case. 陈述完毕。
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Ted中英对照演讲稿大人能从小孩身上学到什么Now, I want to start with a question: When was the last time you were called childish? For kids like me, being called childish can be a frequent occurrence. Every time we make irrational demands, exhibit irresponsible behavior, or display any other signs of being normal American citizens, we are called childish, which really bothers me. After all, take a look at these events: Imperialism and colonization, world wars, George W. Bush. Ask yourself: Who's responsible? Adults.首先我要问大家一个问题：上一回别人说你幼稚是什么时候？像我这样的小孩，可能经常会被人说成是幼稚。
每一次我们提出不合理的要求，做出不负责任的行为，或者展现出有别于普通美国公民的惯常行为之时，我们就被说成是幼稚。
这让我很不服气。
首先，让我们来回顾下这些事件：帝国主义和殖民主义，世界大战，小布什。
请你们扪心自问下：这些该归咎于谁？是大人。
Now, what have kids done? Well, Anne Frank touched millions with her powerful account of the Holocaust, Ruby Bridges helped end segregation in the United States, and, most recently, Charlie Simpson helped to raise 120,000 pounds for Haiti on his little bike. So, as you can see evidenced by such examples, age has absolutely nothing to do with it. The traits the word childish addresses are seen so often in adults that we should abolish this age-discriminatory word when it comes to criticizing behavior associated with irresponsibility and irrational thinking.而小孩呢，做了些什么？安妮·弗兰克(Anne Frank)对大屠杀强有力的叙述打动了数百万人的心。
鲁比·布里奇斯为美国种族隔离的终结作出了贡献。
另外，最近还有一个例子，查理·辛普森（Charlie Simpson）骑自行车为海地募得 12万英镑。
所以，这些例子证明了年龄与行为完全没有关系。
"幼稚"这个词所对应的特点是常常可以从大人身上看到，由此我们在批评不负责和非理性的相关行为时，应停止使用这个年龄歧视的词。
(Applause) Thank you.Then again, who's to say that certain types of irrational thinking aren't exactly what the world needs? Maybe you've had grand plans before, but stopped yourself, thinking: That's impossible or that costs too much or that won'tbenefit me. For better or worse, we kids aren't hampered as much when it comes to thinking about reasons why not to do things. Kids can be full of inspiring aspirations and hopeful thinking, like my wish that no one went hungry or that everything were free kind of utopia. How many of you still dream like that and believe in the possibilities? Sometimes a knowledge of history and the past failures of utopian ideals can be a burden because you know that if everything were free, that the food stocks would become depleted, and scarce and lead to chaos. On the other hand, we kids still dream about perfection. And that's a good thing because in order to make anything a reality, you have to dream about it first.话说回来，谁能说我们这个世界不正是需要某些类型的非理性思维吗？也许你以前有过宏大的计划，但却半途而废，心想：这个不可能，或代价太高或这对我不利。
不管是好是坏，我们小孩子在思考不做某事的理由时，不太受这些考量的影响。
小孩可能会有满脑子的奇思妙想和积极的想法，例如我希望没有人挨饿或者所有东西都是免费的，有点像乌托邦的理念。
你们当中有多少人还会有这样的梦想并相信其可能性？有时候对历史及对乌托邦的了解，可能是一种负担，因为你知道假如所有东西都是免费的，食物储备会被清空，而缺失将会导致混乱。
另一方面，我们小孩还对完美抱有希望。
这是件好事，因为要将任何事情变为现实，你首先得心怀梦想。
In many ways, our audacity to imagine helps push the boundaries of possibility. For instance, the Museum of Glass in Tacoma, Washington, my home state -- yoohoo Washington -- (Applause) has a program called Kids Design Glass, and kids draw their own ideas for glass art. Now, the resident artist said they got some of their best ideas through the program because kids don't think about the limitations of how hard it can be to blow glass into certain shapes. They just think of good ideas. Now, when you think of glass, you might think of colorful Chihuly designs or maybe Italian vases, but kids challenge glass artists to go beyond that into the realm of broken-hearted snakes and bacon boys, who you can see has meat vision. (Laughter)在很多方面，我们的大胆想象拓宽了可能性的疆界。
例如，华盛顿州塔可马市的玻璃博物馆，我的家乡华盛顿州——你好！（掌声）这个博物馆里有一个项目叫“儿童玻璃设计”，小孩们自由创作自己的玻璃作品。
后来，驻馆艺术家说他们所有的一些极佳灵感就来自这个项目，因为小孩不去理会吹出不同形状玻璃的难度限制他们只是构思好的点子。
当说到玻璃的时候，你们可能想到的是奇胡利(Chihuly)色彩丰富的玻璃设计或意大利花瓶，但小孩子敢于挑战玻璃艺术家，并超越他们进入心碎蛇和火腿男孩的领地——看到了吗，火腿男孩有“肉视力”哦（笑声）Now, our inherent wisdom doesn't have to be insiders' knowledge. Kids already do a lot of learning from adults, and we have a lot to share. I think that adults should start learning from kids. Now, I do most of my speaking in front of an education crowd, teachers and students, and I like this analogy. It shouldn't just be a teacher at the head of the classroom telling students do this, do that. The students should teach their teachers. Learning between grown ups and kids should be reciprocal. The reality, unfortunately, is a little different, and it has a lot to do with trust, or a lack of it.我们先天的智慧堪比内行人的知识。
小孩已经从大人身上学到许多，而我们也有很多东西可以和大人共享。
我认为大人应该开始向小孩学习。