TED的英文演讲稿（精选12篇）

TED的英文演讲稿

更新时间：2024-10-09 11:07:02

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TED的英文演讲稿（精选12篇）

　　使用正确的写作思路书写演讲稿会更加事半功倍。在日常生活和工作中，演讲稿使用的情况越来越多，那么你有了解过演讲稿吗？下面是小编为大家收集的TED的英文演讲稿，希望对大家有所帮助。

　　TED的英文演讲稿 1

　　At every stage of our lives we make decisions that will profoundly influence the lives of the people were going to become, and then when we become those

　　people, were not always thrilled with the decisions we made. So young people pay good money to get tattoos removed that teenagers paid good money to get.

　　Middle-aged people rushed to divorce people who young adults rushed to marry. Older adults work hard to lose what middle-aged adults worked hard to gain. On and on and on. The question is, as a psychologist, that fascinates me is, why do we make decisions that our future selves so often regret?

　　Now, I think one of the reasons -- Ill try to convince you today — is that we have a fundamental misconception about the power of time. Every one of you knows that the rate of change slows over the human lifespan, that your children seem to

　　change by the minute but your parents seem to change by the year. But what is the name of this magical point in life where change suddenly goes from a gallop to a crawl? Is it teenage years? Is it middle age? Is it old age? The answer, it turns out, for most people, is now, wherever now happens to be. What I want to convince you today is that all of us are walking around with an illusion, an illusion that history,

　　Let me give you some data to back up that claim. So heres a study of change in peoples personal values over time. Heres three values. Everybody here holds all of them, but you probably know that as you grow, as you age, the balance of these values shifts. So how does it do so? Well, we asked thousands of people. We asked half of them to predict for us how much their values would change in the next 10 years, and the others to tell us how much their values had changed in the last 10 years. And this enabled us to do a really interesting kind of analysis, because it allowed us to compare the predictions of people, say, 18 years old, to the reports of people who were 28, and to do that kind of analysis throughout the lifespan.

　　Heres what we found. First of all, you are right, change does slow down as we age, but second, youre wrong, because it doesnt slow nearly as much as we think. At every age, from 18 to 68 in our data set, people vastly underestimated how much change they would experience over the next 10 years. We call this the "end of history" illusion. To give you an idea of the magnitude of this effect, you can connect these two lines, and what you see here is that 18-year-olds anticipate changing only as much as 50-year-olds actually do.

　　Now its not just values. Its all sorts of other things. For example, personality. Many of you know that psychologists now claim that there are five fundamental

　　dimensions of personality: neuroticism, openness to experience, agreeableness, extraversion, and conscientiousness. Again, we asked people how much they

　　expected to change over the next 10 years, and also how much they had changed

　　over the last 10 years, and what we found, well, youre going to get used to seeing this diagram over and over, because once again the rate of change does slow as we age, but at every age, people underestimate how much their personalities will change in the next decade.

　　And it isnt just ephemeral things like values and personality. You can ask people about their likes and dislikes, their basic preferences. For example, name your best friend, your favorite kind of vacation, whats your favorite hobby, whats your

　　favorite kind of music. People can name these things. We ask half of them to tell us, "Do you think that that will change over the next 10 years?" and half of them to tell us, "Did that change over the last 10 years?" And what we find, well, youve seen it twice now, and here it is again: people predict that the friend they have now is the friend theyll have in 10 years, the vacation they most enjoy now is the one theyll enjoy in 10 years, and yet, people who are 10 years older all say, "Eh, you know, thats really changed."

　　yourself your favorite musician today and your favorite musician 10 years ago. I put mine up on the screen to help you along. Now we asked people to predict for us, to tell us how much money they would pay right now to see their current favorite musician perform in concert 10 years from now, and on average, people said they would pay 129 dollars for that ticket. And yet, when we asked them how much they would pay to see the person who was their favorite 10 years ago perform today, they say only 80 dollars. Now, in a perfectly rational world, these should be the same number, but we overpay for the opportunity to indulge our current preferences because we overestimate their stability.

　　TED的英文演讲稿 2

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

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

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

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

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

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

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

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

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

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

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

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

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

　　(Laughter)

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

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

　　(Laughter) Velcro, indeed. (Laughter)

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

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

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

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

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

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

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

　　(Laughter) (Applause)

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

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

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

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

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

　　Unless.

　　Thank you. (Applause)

　　TED的英文演讲稿 3

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

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

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

　　The hard—structure, processes, systems.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

　　TED的英文演讲稿 4

　　So its 1995, Im in college, and a friend and I go on a road trip from Providence, Rhode Island to Portland, Oregon.

　　And you know, were young and unemployed, so we do the whole thing on back roads through state parks and national forests -- basically the longest route we can possibly take.

　　And somewhere in the middle of South Dakota, I turn to my friend and I ask her a question thats been bothering me for 2,000 miles.

　　"Whats up with the Chinese character I keep seeing by the side of the road?"

　　My friend looks at me totally blankly.

　　Theres actually a gentleman in the front row whos doing a perfect imitation of her look.

　　(Laughter) And Im like, "You know, all the signs we keep seeing with the Chinese character on them."

　　She just stares at me for a few moments, and then she cracks up, because she figures out what Im talking about.

　　And what Im talking about is this.

　　(Laughter) Right, the famous Chinese character for picnic area.

　　(Laughter) Ive spent the last five years of my life thinking about situations exactly like this -- why we sometimes misunderstand the signs around us,

　　and how we behave when that happens, and what all of this can tell us about human nature.

　　In other words, as you heard Chris say, Ive spent the last five years thinking about being wrong.

　　This might strike you as a strange career move, but it actually has one great advantage: no job competition.

　　(Laughter) In fact, most of us do everything we can to avoid thinking about being wrong, or at least to avoid thinking about the possibility that we ourselves are wrong.

　　We get it in the abstract.

　　We all know everybody in this room makes mistakes.

　　The human species, in general, is fallible -- okay fine.

　　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.

　　TED的英文演讲稿 5

　　I have spent my entire life either at the schoolhouse, on the way to the schoolhouse, or talking about what happens in the schoolhouse. Both my parents were educators, my maternal grandparents were educators, and for the past 40 years Ive done the same thing. And so, needless to say, over those years Ive had a chance to look at education reform from a lot of

　　perspectives. Some of those reforms have been good. Some of them have been not so good. And we know why kids drop out. We know why kids dont learn. Its either poverty, low attendance, negative peer influences. We know why. But one of the things that we never discuss or we rarely discuss is the value and importance of human connection, relationships.

　　James Comer says that no significant learning can occur without a significant relationship. George Washington Carver says all learning is understanding relationships. Everyone in this room has been affected by a teacher or an adult.

　　For years, I have watched people teach. I have looked at the best and Ive look at some of the worst.

　　A colleague said to me one time, "They dont pay me to like the kids. They pay me to teach a lesson. The kids should learn it. I should teach it. They should learn it. Case closed."

　　Well, I said to her, "You know, kids dont learn from people they dont like."

　　(Laughter) (Applause)

　　She said, "Thats just a bunch of hooey."

　　And I said to her, "Well, your year is going to be long and arduous, dear."

　　Needless to say it was. Some people think that you can either have it in you to build a relationship or you dont. I think Stephen Covey had the right idea. He

　　said you ought to just throw in a few simple things, like seeking first to

　　understand as opposed to being understood, simple things like apologizing. You ever thought about thatTell a kid youre sorry, theyre in shock.

　　I taught a lesson once on ratios. Im not real good with math, but I was working on it. And I got back and looked at that teacher edition. Id taught the whole lesson wrong. (Laughter)

　　So I came back to class the next day, and I said, "Look, guys, I need to apologize. I taught the whole lesson wrong. Im so sorry."

　　They said, "Thats okay, Ms. Pierson. You were so excited, we just let you go." (Laughter) (Applause)

　　I have had classes that were so low, so academically deficient that I cried. I wondered, how am I going to take this group in nine months from where they

　　are to where they need to beAnd it was difficult. It was awfully hard. How do I raise the self-esteem of a child and his academic achievement at the same time

　　One year I came up with a bright idea. I told all my students, "You were chosen to be in my class because I am the best teacher and you are the best students, they put us all together so we could show everybody else how to do it."

　　One of the students said, "Really" (Laughter)

　　I said, "Really. We have to show the other classes how to do it, so when we walk down the hall, people will notice us, so you cant make noise. You just have to strut." And I gave them a saying to say: "I am somebody. I was

　　somebody when I came. Ill be a better somebody when I leave. I am powerful, and I am strong. I deserve the education that I get here. I have things to do, people to impress, and places to go."

　　And they said, "Yeah!"

　　You say it long enough, it starts to be a part of you.

　　And so — (Applause) I gave a quiz, 20 questions. A student missed 18. I put a "+2" on his paper and a big smiley face.

　　He said, "Ms. Pierson, is this an F"

　　I said, "Yes."

　　He said, "Then whyd you put a smiley face"

　　I said, "Because youre on a roll. You got two right. You didnt miss them all." I said, "And when we review this, wont you do better"

　　TED的英文演讲稿 6

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

　　(Laughter)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

　　TED的英文演讲稿 7

　　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.

　　Theyd been struck by a sperm whale, which had ripped a catastrophic hole in the ships hull. As their ship began to sink beneath the swells, the men huddled together in three small whaleboats.

　　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.

　　These were the men of the whaleship Essex, whose story would later inspire parts of "Moby Dick."

　　Even in todays world, their situation would be really dire, but think about how much worse it would have been then.

　　No one on land had any idea that anything had gone wrong. No search party was coming to look for these men. So most of us have never experienced a situation as frightening as the one in which these sailors found themselves, but we all know what its like to be afraid.

　　We know how fear feels, but Im not sure we spend enough time thinking about what our fears mean.

　　As we grow up, were often encouraged to think of fear as a weakness, just another childish thing to discard like baby teeth or roller skates.

　　And I think its no accident that we think this way. Neuroscientists have actually shown that human beings are hard-wired to be optimists.

　　So maybe thats why we think of fear, sometimes, as a danger in and of itself. "Dont worry," we like to say to one another. "Dont panic." In English, fear is something we conquer. Its something we fight.

　　Its something we overcome. But what if we looked at fear in a fresh way? What if we thought of fear as an amazing act of the imagination, something that can be as profound and insightful as storytelling itself?

　　Its easiest to see this link between fear and the imagination in young children, whose fears are often extraordinarily vivid.

　　When I was a child, I lived in California, which is, you know, mostly a very nice place to live, but for me as a child, California could also be a little scary.

　　I remember how frightening it was to see the chandelier that hung above our dining table swing back and forth during every minor earthquake, and I sometimes couldnt sleep at night, terrified that the Big One might strike while we were sleeping.

　　And what we say about kids who have fears like that is that they have a vivid imagination. But at a certain point, most of us learn to leave these kinds of visions behind and grow up.

　　We learn that there are no monsters hiding under the bed, and not every earthquake brings buildings down. But maybe its no coincidence that some of our most creative minds fail to leave these kinds of fears behind as adults.

　　The same incredible imaginations that produced "The Origin of Species," "Jane Eyre" and "The Remembrance of Things Past," also generated intense worries that haunted the adult lives of Charles Darwin, Charlotte Bront and Marcel Proust. So the question is, what can the rest of us learn about fear from visionaries and young children?

　　Well lets return to the year 1819 for a moment, to the situation facing the crew of the whaleship Essex. Lets take a look at the fears that their imaginations were generating as they drifted in the middle of the Pacific.

　　Twenty-four hours had now passed since the capsizing of the ship. The time had come for the men to make a plan, but they had very few options.

　　In his fascinating account of the disaster, Nathaniel Philbrick wrote that these men were just about as far from land as it was possible to be anywhere on Earth.

　　The men knew that the nearest islands they could reach were the Marquesas Islands, 1,200 miles away. But theyd heard some frightening rumors.

　　Theyd been told that these islands, and several others nearby, were populated by cannibals. So the men https://p.9136.com/2jing ashore only to be murdered and eaten for dinner. Another possible destination was Hawaii, but given the season, the captain was afraid theyd be struck by severe storms.

　　Now the last option was the longest, and the most difficult: to sail 1,500 miles due south in hopes of reaching a certain band of winds that could eventually push them toward the coast of South America.

　　But they knew that the sheer length of this journey would stretch their supplies of food and water. To be eaten by cannibals, to be battered by storms, to starve to death before reaching land.

　　These were the fears that danced in the imaginations of these poor men, and as it turned out, the fear they chose to listen to would govern whether they lived or died.

　　Now we might just as easily call these fears by a different name. What if instead of calling them fears, we called them stories?

　　Because thats really what fear is, if you think about it. Its a kind of unintentional storytelling that we are all born knowing how to do. And fears and storytelling have the same components.

　　They have the same architecture. Like all stories, fears have characters. In our fears, the characters are us. Fears also have plots. They have beginnings and middles and ends. You board the plane.

　　The plane takes off. The engine fails. Our fears also tend to contain imagery that can be every bit as vivid as what you might find in the pages of a novel. Picture a cannibal, human teeth sinking into human skin, human flesh roasting over a fire.

　　Fears also have suspense. If Ive done my job as a storyteller today, you should be wondering what happened to the men of the whaleship Essex. Our fears provoke in us a very similar form of suspense.

　　Just like all great stories, our fears focus our attention on a question that is as important in life as it is in literature: What will happen next?

　　In other words, our fears make us think about the future. And humans, by the way, are the only creatures capable of thinking about the future in this way, of projecting ourselves forward in time, and this mental time travel is just one more thing that fears have in common with storytelling.

　　As a writer, I can tell you that a big part of writing fiction is learning to predict how one event in a story will affect all the other events, and fear works in that same way.

　　In fear, just like in fiction, one thing always leads to another. When I was writing my first novel, "The Age Of Miracles," I spent months trying to figure out what would happen if the rotation of the Earth suddenly began to slow down. What would happen to our days?

　　What would happen to our crops? What would happen to our minds? And then it was only later that I realized how very similar these questions were to the ones I used to ask myself as a child frightened in the night.

　　If an earthquake strikes tonight, I used to worry, what will happen to our house? What will happen to my family? And the answer to those questions always took the form of a story.