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TED英文演讲稿3篇(3)We all know everybody in this room makes mistakes.我们都知道这里的每个人都曾经犯错The human species, in general, is fallible -- okay fine.人类原来就会犯错-没问题But when it comes down to me right now, to all the beliefs I hold, here in the present tense, suddenly all of this abstract appreciation of fallibility goes out the window -- and I cant actually think of anything Im wrong about.一旦这个想法临到我们自身我们如今全部的全部的信念对人类可能犯错的抽象概念随即被我们抛弃我无法想到我有哪里出错And the thing is, the present tense is where we live.但是，我们活在如今We go to meetings in the present tense; we go on family vacations in the present tense; we go to the polls and vote in the present tense.我们开会，去家庭旅游去投票全都是如今式So effectively, we all kind of wind up traveling through life, trapped in this little bubble of feeling very right about everything.我们就像如今一个小泡泡里经受人生感觉自己总是对的I think this is a problem.我认为这是个问题I think its a problem for each of us as individuals, in our personal and professional lives, and I think its a problem for all of us collectively as a culture.我认为这是每个人私人生活和职业生活中的问题我认为我们身为群体，这也造成了〔文化〕问题So what I want to do today is, first of all, talk about why we get stuck inside this feeling of being right.于是，我今日想做的是先谈谈为甚么我们会陷在这种自以为是的心态中And second, why its such a problem.第二是为甚么这是个问题And finally, I want to convince you that it is possible to step outside of that feeling, and that, if you can do so, it is the single greatest最终我想劝告大家克服这种感觉是可能的而且一旦你做到了这将成为你道德上moral, intellectual and creative leap you can make.智性上和创意上最大的进步So why do we get stuck in this feeling of being right?为甚么我们会陷在这种自以为是的心态中?One reason actually has to do with a feeling of being wrong.事实上这和犯错的感觉有关So let me ask you guys something -- or actually, let me ask you guys something, because youre right here: How does it feel -- emotionally --我想问问你们让我问问台上的你们当你意识到自己犯错了how does it feel to be wrong?你感觉如何?Dreadful. Thumbs down.糟透了。
ted演讲稿中英文合集2020TED演讲稿中英文合集2020Chapter 1: Introduction to TED TalksTED Talks have become a global phenomenon, captivating audiences with their powerful messages, innovative ideas, and inspiring stories. Since its inception in 1984, TED (Technology, Entertainment, Design) has evolved into a platform for sharing ideas worth spreading. In this chapter, we will explore the origins of TED Talks and their impact on our world.Chapter 2: The Power of StorytellingStorytelling lies at the heart of every great TED Talk. From personal anecdotes to scientific breakthroughs, speakers use stories to engage and connect with their audience. This chapter delves into the art of storytelling, highlighting techniques that TED speakers employ to make their talks memorable and impactful.Chapter 3: Innovations that Shape the FutureTED Talks have become a platform for showcasing groundbreaking innovations that shape our world. In this chapter, we will explore some of the most influential talks that discuss technological advancements, scientific discoveries, and social innovations. From artificial intelligence to renewable energy, TED speakers are at the forefront of shaping our future.Chapter 4: Inspiring Personal JourneysMany TED Talks feature speakers who have overcome incredible challenges and embarked on inspiring personal journeys. This chapter focuses on talks that share stories of resilience, determination, and personal growth. These speakers remind us that no obstacle is insurmountable and inspire us to pursue our dreams.Chapter 5: The Role of EducationEducation is a recurring theme in TED Talks, as speakers discuss innovative approaches to teaching and learning. This chapter delves into talks that challenge traditional educational models and explore ideas such as online learning, personalized education, and lifelong learning. TED speakers are reshaping the way we think about education.Chapter 6: Environmental SustainabilityWith growing concerns about climate change and environmental degradation, TED Talks have become a platform for discussing sustainable practices and solutions. This chapter highlights talks that address issues such as renewable energy, conservation, and sustainable living. TED speakers are driving conversations about protecting our planet.Chapter 7: Social Justice and EqualityTED Talks play a crucial role in raising awareness about social justice and equality. In this chapter, we explore talks that tackle topics such as gender equality, racial discrimination, LGBTQ+ rights, and human rights. TED speakers are catalysts for change, inspiring us to create a more inclusive and just society.Chapter 8: Health and Well-beingHealth and well-being are fundamental aspects of our lives. This chapter focuses on TED Talks that discuss mental health, physical fitness,nutrition, and overall well-being. Speakers share their expertise and personal experiences, providing insights and inspiration for living a balanced and healthy life.Chapter 9: Future OutlookIn this final chapter, we reflect on the impact of TED Talks and look towards the future. We examine the role of technology in spreading ideas, the evolving themes in TED Talks, and the potential for global collaboration. TED Talks continue to shape our world and inspire positive change.ConclusionTED Talks have revolutionized the way ideas are shared and have become a source of inspiration and knowledge for millions of people worldwide. From storytelling to innovation, personal journeys to social justice, these talks have the power to reshape our thinking and drive positive change. As we enter a new decade, let us continue to embrace the power of TED Talks and be inspired by the remarkable individuals who share their ideas with the world.。
英语ted演讲稿中英文以下是聘才小编为大家搜索整理的，欢迎大家阅读。
英语ted演讲稿中英文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.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 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, that's the way we spell rowdie. Rowdie, rowdie, let's get rowdie." Yeah. So I couldn't 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.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演讲inside the mind of中英对照作为一个十几岁的少年，我的父母晚上会出去参加聚会或晚餐，我会对自己承诺利用这个时间来学习。
但一旦他们离开，我就发现自己被电视机粘住了，看着情景喜剧和肥皂剧的重播。
When I was in college, I'd tell myself that I'd start working on a paper weeks before it was due. But instead, I'd wait until the last minute, cramming all my research and writing into a single all-nighter.当我上大学时，我告诉自己要在作业到期前几周开始写作。
但我会等到最后一刻，将所有研究和写作都挤在一个通宵之内。
Even now, as a successful writer and speaker, I still struggle with procrastination. In fact, I'm doing it right now as I write this article. I've been putting it off for hours, checking emails and social media instead.即使现在，作为一名成功的作家和演讲者，我仍然在与拖延症作斗争。
事实上，当我写这篇文章时，我正在拖延。
我已经拖了好几个小时，而是去查看电子邮件和社交媒体。
So why do I procrastinate so much? And why do so many others struggle with it too?那么，为什么我这么拖延呢？为什么其他人也会有这个问题呢？ To answer these questions, I started doing some research on the science of procrastination. I read books and articles,I watched TED talks and YouTube videos. And what I discovered is that procrastination isn't just a bad habit or a lack of willpower. It's a complex psychological behavior with deep roots in our brains.为了回答这些问题，我开始研究拖延症的科学。
ted演讲稿敢于不同意,去怀疑的勇气中英对照TED演讲稿《敢于不同意，去怀疑的勇气》是一场由比尔·莫盖奇（Bill Moge）所进行的精彩演讲。
他在演讲中强调了人们在面对各种观点和观念时，应该保持怀疑的态度，敢于提出不同意见。
这种勇气不仅是个人成长的必备品，而且对于社会的进步也是至关重要的。
在这篇文章中，我们将从不同的角度对《敢于不同意，去怀疑的勇气》这个主题进行全面评估和探讨。
我们将从简单的概念出发，逐步深入，帮助读者更好地理解这个主题的深度和广度。
1. 为什么要敢于不同意？在现代社会，人们往往习惯于遵循主流观点，少有人愿意提出自己的不同看法。
然而，敢于不同意意味着对自己的想法和观点负责，是对自己思维能力和独立性的肯定。
通过敢于不同意，人们可以更好地发现问题，挑战权威，开拓思维，从而促进个人成长和社会进步。
2. 怎样去怀疑？怀疑并不是一味否定一切，而是基于理性和经验的思考。
人们在怀疑中应保持谦卑和坚定，不断追问为什么，寻求真理。
正如比尔·莫盖奇在演讲中所强调的，“怀疑不是一种态度，而是一种方法”。
只有通过怀疑，人们才能更深入地理解事物的本质，发现新的可能性。
3. 敢于不同意的意义在社会发展和个人成长中，敢于不同意具有重要意义。
它可以激发创新和变革。
历史上许多伟大的发明和发现都来自于对传统观念的挑战。
敢于不同意可以促进多元文化的交流和包容。
当人们敢于提出自己的意见时，就有可能更好地理解和尊重不同文化之间的差异。
敢于不同意可以培养个人的独立思考能力和自信心，让人更加坚定地走自己的道路。
从个人的角度来看，《敢于不同意，去怀疑的勇气》主题对我来说意义重大。
在我的学习和工作中，我常常遇到各种各样的观点和问题，而敢于不同意让我敢于提出自己的见解，并且在怀疑中不断地思考，从而取得了不少收获。
总结回顾，敢于不同意、去怀疑的勇气是一种重要的品质，它不仅对个人成长有益，而且对社会的发展具有重要意义。
1 / 20 Grit What struck me was that I.Q. was not the only difference between my best and my worst students. Some of my strongest performers did not have stratospheric I.Q. scores. Some of my smartest kids weren't doing so well.
我发现，我最好和最差的学生之间的差异 并不仅仅是智商。 有些非常优秀的学生 智商并非特别得高 有些非常聪明的学生，学业也并非很好。
And that got me thinking. The kinds of things you need to learn in seventh grade math, sure, they're hard: ratios, decimals, the area of a parallelogram. But these concepts are not impossible, and I was firmly convinced that every one of my students could learn the material if they worked hard and long enough.
这引发了我的思考。 七年级数学要学的东西 确实挺难：比例、小数、 平行四边形的面积。 但这些概念并不是不能理解， 我也坚信我的每一位学生 都能学会这些知识， 只要他们足够认真、坚持用功。
After several more years of teaching, I came to the conclusion that what we need in education is a much better understanding of students and learning from a motivational perspective, from a psychological perspective. In education, the one thing we know how to measure best is I.Q., but what if doing well in school and in life depends on much more than your ability to learn quickly and easily? 2 / 20
TED英语演讲稿：改善工作的快乐之道TED英语演讲稿：改善工作的快乐之道When I was seven years old and my sister was just five years old, we were playing on top of a bunk bed.I was two years older than my sister at the time I mean,I'm two years older than her now but at the time it meant she had to do everything that I wanted to do, and I wanted to play war. So we were up on top of our bunk beds. And on one side of the bunk bed, I had put out all of my Joe soldiers and weaponry. And on the other side were all my sister's My Little Ponies ready fora cavalry charge.There are differing accounts of what actually happened that afternoon, but since my sister is not here with us today, let me tell you the true story (Laughter) which is my sister's a little bit on the clumsy side. Somehow, without any help or push from her older brother at all, suddenly Amy disappeared off of the top of the bunk bed and landed with this crash on the floor. NowI nervously peered over the side of the bed to see what had befallen my fallen sister and saw that she had landed painfully on her hands and knees on all fours on the ground.I was nervous because my parents had charged me with making sure that my sister and I played as safely and as quietly as possible. And seeing as how I had accidentally broken Amy's arm just one week before ... (Laughter) ... heroically pushing her out of the way of an oncoming imaginary sniper bullet, (Laughter) for which I have yet to be thanked, I was trying as hard as I could she didn't even see it coming I was trying as hard as I could to be on my best behavior.And I saw my sister's face, this wail of pain and suffering and surprise threatening to erupt from her mouth and threatening to wake my parents from the long winter's nap for which they had settled. So I did the only thing my little frantic seven yearold brain could think to do to avert this tragedy. And if you have children, you've seen this hundreds of times before.I said, "Amy, Amy, wait. Don't cry. Don't cry. Did you see how you landed No human lands on all fours like that. Amy, I think this means you're a unicorn."(Laughter)Now that was cheating, because there was nothing in the world my sister would want more than not to beAmy the hurt five yearold little sister, but Amy the special unicorn. Of course, this was an option that was open to her brain at no point in the past. And you could see how my poor, manipulated sister faced conflict, as her little brain attempted to devote resources to feeling the pain and suffering and surprise she just experienced, or contemplating her newfound identity as a unicorn. And the latter won out. Instead of crying, instead of ceasing our play, instead of waking my parents, with all the negative consequences that would have ensued for me, instead a smile spread across her face and she scrambled right back up onto the bunk bed with all the grace of a baby unicorn ... (Laughter) ... with one broken leg.What we stumbled across at this tender age of just five and seven we had no idea at the time was something that was going be at the vanguard of a scientific revolution occurring two decades later in the way that we look at the human brain. What we had stumbled across is something called positive psychology, which is the reason that I'm here today and the reason that I wakeup every morning.When I first started talking about this research outside of academia, out with companies and schools, the very first thing they said to never do is to start your talk with a graph. The very first thing I want to do is start my talk with a graph. This graph looks boring, but this graph is the reason I get excited and wake up every morning. And this graph doesn't even mean anything; it's fake data. What we found is(Laughter)If I got this data back studying you here in the room, I would be thrilled, because there's very clearly a trend that's going on there, and that means that I can get published, which is all that really matters. The fact that there's one weird red dot that's up above the curve, there's one weirdo in the room I know who you are, I saw you earlier that's no problem. That's no problem, as most of you know, because I can just delete that dot. I can delete that dot because that's clearly a measurement error. And we know that's a measurement error because it's messing up my data.So one of the very first things we teach people in economics and statistics and business and psychologycourses is how, in a statistically valid way, do we eliminate the weirdos. How do we eliminate the outliers so we can find the line of best fit Which is fantastic if I'm trying to find out how many Advil the average person should be taking two. But if I'm interested in potential, if I'm interested in your potential, or for happiness or productivity or energy or creativity, what we're doing is we're creating the cult of the average with science.If I asked a question like, "How fast can a child learn how to read in a classroom" scientists change the answer to "How fastdoes the average child learn how to read in that classroom" and then we tailor the class right towards the average. Now if you fall below the average on this curve, then psychologists get thrilled, because that means you're either depressed or you have a disorder, or hopefully both. We're hoping for both because our business model is, if you come into a therapy session with one problem, we want to make sure you leave knowing you have 10, so you keep coming back over and over again. We'll go back into your childhood if necessary, but eventually what we want to do is makeyou normal again. But normal is merely average.And what I posit and what positive psychology posits is that if we study what is merely average, we will remain merely average. Then instead of deleting those positive outliers, what I intentionally do is come into a population like this one and say, why Why is it that some of you are so high above the curve in terms of your intellectual ability, athletic ability, musical ability, creativity, energy levels, your resiliency in the face of challenge, your sense of humor Whatever it is, instead of deleting you, what I want to do is study you. Because maybe we can glean information not just how to move people up to the average, but how we can move the entire average up in our companies and schools worldwide.The reason this graph is important to me is, when I turn on the news, it seems like the majority of the information is not positive, in fact it's negative. Most of it's about murder, corruption, diseases, natural disasters. And very quickly, my brain starts to think that's the accurate ratio of negative to positive in the world. What that's doing is creatingsomething called the medical school syndrome which, if youknow people who've been to medical school, during the first year of medical training, as you read through a list of all the symptoms and diseases that could happen, suddenly you realize you have all of them.I have a brother inlaw named Bobo which is a whole other story. Bobo married Amy the unicorn. Bobo called me on the phone from Yale Medical School, and Bobo said, "Shawn, I have leprosy." (Laughter) Which, even at Yale, is extraordinarily rare. But I had no idea how to console poor Bobo because he had just gotten over an entire week of menopause.(Laughter)See what we're finding is it's not necessarily the reality that shapes us, but the lens through which your brain views the world that shapes your reality. And if we can change the lens, not only can we change your happiness, we can change every single educational and business outcome at the same time.When I applied to Harvard, I applied on a dare. I didn't expect to get in, and my family had no money for college. When I got a military scholarship two weeks。
TED英语演讲稿：改善工作的快乐之道When I was seven years old and my sister was just five years old, we were playing on top of a bunk bed. I was two years older than my sister at the time -- I mean, I'm two years older than her now -- but at the time it meant she had to do everything that I wanted to do, and I wanted to play war. So we were up on top of our bunk beds. And on one side of the bunk bed, I had put out all of my G.I. Joe soldiers and weaponry. And on the other side were all my sister's My Little Ponies ready for a cavalry charge.There are differing accounts of what actually happened that afternoon, but since my sister is not here with us today, let me tell you the true story -- (Laughter) -- which is my sister's a little bit on the clumsy side. Somehow, without any help or push from her older brother at all, suddenly Amy disappeared off of the top of the bunk bed and landed with this crash on the floor. Now I nervously peered over the side of the bed to see what had befallen my fallen sister and saw that she had landed painfully on her hands and knees on all fours on the ground.I was nervous because my parents had charged me with making sure that my sister and I played as safely and as quietly as possible. And seeing as how I had accidentally broken Amy's arm just one week before ... (Laughter) ... heroically pushing her out of the way of an oncoming imaginary sniper bullet, (Laughter) for which I have yet to be thanked, I was trying as hard as I could -- she didn't even see it coming -- I was trying as hard as I could to be on my best behavior.And the great innovation of Chicken McNuggets was not nuggetfying them, because that's kind of an easy concept, but the trick behind Chicken McNuggets was, they were able to remove the chicken from the bone in a cost-effective manner, which is why it took so long for other people to copy them.And I saw my sister's face, this wail of pain and suffering and surprise threatening to erupt from her mouth and threatening to wake my parents from the long winter's nap for which they had settled. So I did the only thing my little frantic seven year-old brain could think to do to avert this tragedy. And if you have children, you've seen this hundreds of times before. I said, "Amy, Amy, wait. Don't cry. Don't cry. Did you see how you landed? No human lands on all fours like that. Amy, I think this means you're a unicorn."(Laughter)Now that was cheating, because there was nothing in the world my sister would wantmore than not to be Amy the hurt five year-old little sister, but Amy the special unicorn. Of course, this was an option that was open to her brain at no point in the past. And you could see how my poor, manipulated sister faced conflict, as her little brain attempted to devote resources to feeling the pain and suffering and surprise she just experienced, or contemplating her new-found identity as a unicorn. And the latter won out. Instead of crying, instead of ceasing our play, instead of waking my parents, with all the negative consequences that would have ensued for me, instead a smile spread across her face and she scrambled right back up onto the bunk bed with all the grace of a baby unicorn ... (Laughter) ... with one broken leg.What we stumbled across at this tender age of just five and seven -- we had no idea at the time -- was something that was going be at the vanguard of a scientific revolution occurring two decades later in the way that we look at the human brain. What we had stumbled across is something called positive psychology, which is the reason that I'm here today and the reason that I wake up every morning.When I first started talking about this research outside of academia, out with companies and schools, the very first thing they said to never do is to start your talk with a graph. The very first thing I want to do is start my talk with a graph. This graph looks boring, but this graph is the reason I get excited and wake up every morning. And this graph doesn't even mean anything; it's fake data. What we found is --(Laughter)If I got this data back studying you here in the room, I would be thrilled, because there's very clearly a trend that's going on there, and that means that I can get published, which is all that really matters. The fact that there's one weird red dot that's up above the curve, there's one weirdo in the room -- I know who you are, I saw you earlier -- that's no problem. That's no problem, as most of you know, because I can just delete that dot. I can delete that dot because that's clearly a measurement error. And we know that's a measurement error because it's messing up my data.Chris Anderson: This is kind of amazing, what you're telling us. It seems amazing to me that a belief about stress can make so much difference to someone's life expectancy. How would that extend to advice, like, if someone is making a lifestyle choice between, say, a stressful job and a non-stressful job, does it matter which way they go? It's equally wise to go for the stressful job so long as you believe that you can handle it, in some sense?So one of the very first things we teach people in economics and statistics and business and psychology courses is how, in a statistically valid way, do we eliminate the weirdos.How do we eliminate the outliers so we can find the line of best fit? Which is fantastic if I'm trying to find out how many Advil the average person should be taking -- two. But if I'm interested in potential, if I'm interested in your potential, or for happiness or productivityor energy or creativity, what we're doing is we're creating the cult of the average with science.If I asked a question like, "How fast can a child learn how to read in a classroom?" scientists change the answer to "How fast does the average child learn how to read in that classroom?" and then we tailor the class right towards the average. Now if you fall belowthe average on this curve, then psychologists get thrilled, because that means you're either depressed or you have a disorder, or hopefully both. We're hoping for both because our business model is, if you come into a therapy session with one problem, we want to make sure you leave knowing you have 10, so you keep coming back over and over again. We'll go back into your childhood if necessary, but eventually what we want to do is make you normal again. But normal is merely average.And what I posit and what positive psychology posits is that if we study what is merely average, we will remain merely average. Then instead of deleting those positive outliers, what I intentionally do is come into a population like this one and say, why? Why is it that some of you are so high above the curve in terms of your intellectual ability, athletic ability, musical ability, creativity, energy levels, your resiliency in the face of challenge, your senseof humor? Whatever it is, instead of deleting you, what I want to do is study you. Because maybe we can glean information -- not just how to move people up to the average, but how we can move the entire average up in our companies and schools worldwide.那天我学到的第二件事是，正当我们通过乔治华盛顿大桥，那也没过多久，我想，哇，我有一件真正后悔的事。
How a penny made me feel like a millionaire这“一分钱”，让我感觉自己像个百万富翁I'm five years old, and I am very proud. My father has just built the best outhouse in our little village in Ukraine. Inside, it's a smelly, gaping hole in the ground, but outside, it's pearly white formica and it literally gleams in the sun. This makes me feel so proud, so important, that I appoint myself the leader of my little group of friends and I devise missions for us.我5岁那年，我非常自豪，因为我父亲刚刚建好我们家在乌克兰小村里最好的屋外厕所。
内部是臭哄哄的，在地上挖的一个大洞，但是外面，却是珍珠白胶木，在阳光下闪闪发光。
这让我感到那么的自豪且重要，好让我可以自命为小伙伴们的领袖，去指挥我们的任务。
So we prowl from house to house looking for flies captured in spider webs and we set them free. Four years earlier, when I was one, after the Chernobyl accident, the rain came down black, and my sister's hair fell out in clumps, and I spent nine months in the hospital. There were no visitors allowed, so my mother bribed a hospital worker. She acquired a nurse's uniform, and she snuck in every night to sit by my side. Five years later, an unexpected silver lining.我们在屋舍之间玩耍，看苍蝇黏在蜘蛛网上，我们将它们放生。
Ted演讲稿：如何明智地离职而不断送自己的前程How to quit your job -- without ruining your career你被困在没有成就感、没有晋升空间的工作中了吗？想要顺利离职而不自断退路，就来尝试下职业教练加拉·杰克逊（Gala Jackson）的离职三部曲吧。
她将帮你勇敢、自信、目标清晰地投入下一份工作。
Stuck in an unfulfilling or stagnant job? To achieve a smooth departure without burning bridges, try this three-step exit strategy from career coach Gala Jackson. She'll help you move on to your next position with courage, confidence and clarity.当你厌倦了自己的工作，很可能想去做一番惊天动地的大事业。
你可能在工作会议上大喊一声“我不干了！”然后一走了之。
抑或在社交媒体上发布一个视频，点名指责自己的前任雇主。
但是，以恰当的方式离职其实会给你带来成长的机遇。
以恰当的方式离职显然是很重要的，因为它会在我们职业生涯中的某个时刻对我们产生影响。
另一个原因是，我们不想断了自己的后路。
每个行业都是一个小圈子，消息会传得很快。
以恰当的方式离职对你自己也很重要。
在离职期间，你可以学习照顾自己，同时可以弄清楚自己在未来的工作中想得到和需要的是什么。
以下的方式可以帮助你勇敢自信且思路清晰地离职。
首先，我希望你能有离职的勇气。
这需要你进行一些反思。
我的客户很少会因为想挣更多钱去找新工作。
在换工作的背后，通常都会有更深层次的原因。
我想让你明确找出那个深层次的原因到底是什么。
是因为这份工作和你的目标及价值观不一致吗？在目前的工作中，你享受的任务和经历有哪些? 你感到自己的一些技能和优势没有被充分发挥吗？你认为怎样的工作环境更适合你呢？通过确定这些深层次问题的答案，任何时候当你感到不确定或害怕时，都可以回头查看这些问题。
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。
