第一篇：【TED演講集】_偉大的領(lǐng)袖如何激勵(lì)行動(dòng)

如何激勵(lì)行動(dòng)

當(dāng)事情的發(fā)展出乎意料之外的時(shí)候，你怎么解釋？換句話說，當(dāng)別人似乎出乎意料地取得成功的時(shí)候，你怎么解釋？比如說，為什么蘋果公司創(chuàng)新能力這么強(qiáng)？這么多年來，年復(fù)一年，他們比所有競爭對(duì)手都更加具有創(chuàng)新性，而其實(shí)他們只是一家電腦公司，他們跟其他公司沒有任何分別，有同樣的途徑接觸到同樣的人才，同樣的代理商、顧問和媒體。那為什么他們就似乎有那么一點(diǎn)不同尋常呢？同樣的，為什么是由馬丁·路德·金來領(lǐng)導(dǎo)民權(quán)運(yùn)動(dòng)？那個(gè)時(shí)候在美國，民權(quán)運(yùn)動(dòng)之前，不僅僅只有他一個(gè)人飽受歧視，他也決不是那個(gè)時(shí)代唯一的偉大演說家，為什么會(huì)是他？一定還有一些什么別的因素在起作用。是的，他們擁有共同的理念，這可能是世上最簡單的概念，它稱為黃金圓環(huán)：為什么？怎么做？是什么在？我來盡快地解釋一下。地球上的每個(gè)人、每個(gè)組織都明白自己做的是什么，百分之百，其中一些知道該怎么做，你可以稱之為是你的差異價(jià)值，或是你的獨(dú)特工藝，或是你的獨(dú)特賣點(diǎn)也好，怎么說都行。但是，非常、非常少的人和組織明白為什么這么做，這里的“為什么”和“為了利潤”沒有關(guān)系，利潤只是一個(gè)結(jié)果，永遠(yuǎn)只能是一個(gè)結(jié)果。我說的“為什么”指的是：你的目的是什么？你這樣做的原因是什么？你懷著什么樣的信念？你的機(jī)構(gòu)為什么而存在？你每天早上是為什么而起來？事實(shí)上我們思考的方式、行動(dòng)的方式、交流的方式都是由外向內(nèi)的。很顯然的，我們所采用的方式是從清晰開始，然后到模糊的東西，但是激勵(lì)性領(lǐng)袖以及組織機(jī)構(gòu)，無論他們的規(guī)模大小、所在領(lǐng)域，他們思考、行動(dòng)和交流的方式都是從里到外的。舉個(gè)例子吧，我舉蘋果公司時(shí)因?yàn)檫@個(gè)例子簡單易懂，每個(gè)人都能理解，如果蘋果公司跟其他公司一樣，他們的市場營銷信息就會(huì)是這個(gè)樣子：“我們做最棒的電腦，設(shè)計(jì)精美、使用簡單、界面友好，你想買一臺(tái)嗎？”你們想買嗎？這就是我們大多數(shù)人的交流方式，也是大多數(shù)市場推廣的方式，大部分銷售所采取的方式，也是我們大部分人互相交流的方式。我們說我們的職業(yè)是干什么的，我們說我們是如何的與眾不同，或者我們?cè)趺幢绕渌烁?，然后我們就期待著一些別人的反應(yīng)，比如購買，比如投票，諸如此類。這就是我們新開的律師事務(wù)所，我們擁有最棒的律師和最大的客戶，我們總能滿足客戶的要求；這是我們的新車型，非常省油，真皮座椅，買一輛吧。但是這些一點(diǎn)勁都沒有。但如果是蘋果公司，他們會(huì)說：“我們做的每一件事情都是為了突破和創(chuàng)新，我們堅(jiān)信應(yīng)該以不同的方式思考，我們挑戰(zhàn)現(xiàn)狀的方式是通過把我們的產(chǎn)品設(shè)計(jì)得十分精美、使用簡單和界面友好。我們只是在這個(gè)過程中做出了最棒的電腦，想買一臺(tái)嗎？”感覺完全不一樣，對(duì)吧？所做的只是將傳遞信息的順序顛倒一下而已，事實(shí)已經(jīng)向我們證明，人們買的不是蘋果的產(chǎn)品，人們買的是蘋果的信念和宗旨。一批在iphone上市的頭幾天去排隊(duì)等六個(gè)小時(shí)來購買的人，而其實(shí)只要等一個(gè)星期你就可以隨便走進(jìn)店里，從貨架上買到。這是一批在平板電視剛推出時(shí)，會(huì)花4萬美金買一臺(tái)的人，盡管當(dāng)時(shí)的技術(shù)還不成熟，補(bǔ)充說一下，他們并不是因?yàn)榧夹g(shù)的先進(jìn)而買那些產(chǎn)品，而是為了他們自己，因?yàn)樗麄兿氤蔀榈谝粋€(gè)體驗(yàn)新產(chǎn)品的人。人們買的不是你的產(chǎn)品，人們買的是你的信念，你的行動(dòng)只是證明了你的信念，實(shí)際上人們會(huì)去做能夠體現(xiàn)他們信念的事情，那些為了搶先在頭六個(gè)小時(shí)內(nèi)買到iphone而排六個(gè)小時(shí)隊(duì)的人，是出于他們的世界觀，出于他們想別人怎么看自己，他們是第一批體驗(yàn)者。當(dāng)你俯視看大腦的橫截面，你會(huì)發(fā)現(xiàn)人類大腦實(shí)際上分成三個(gè)主要部分，而這三個(gè)主要部分和黃金圓環(huán)匹配得非常好。我們最新的腦部，管轄智力的腦部，或者說我們的大腦皮層對(duì)應(yīng)著“是什么”這個(gè)圓環(huán)，大腦皮層負(fù)責(zé)我們所有的理性和邏輯的思考和語言功能，中間的兩個(gè)部分是我們的兩個(gè)邊腦，邊腦負(fù)責(zé)我們所有的情感，比如信任和忠誠，也負(fù)責(zé)所有的行為和決策，但這部分沒有語言功能。換句話說，當(dāng)我們由外向內(nèi)交流時(shí)，沒錯(cuò)，人們可以理解大量的復(fù)雜信息，比如特征、優(yōu)點(diǎn)、事實(shí)和圖表，但不足以激發(fā)行動(dòng)。當(dāng)我們由外向內(nèi)交流時(shí)，我們是在直接通控制行為的那一部分大腦對(duì)話，然后我們由人們理性地思考我們所說和做的事情，這就是那些發(fā)自內(nèi)心的決定的來源。你知道，有時(shí)候你展示給一些人所有的數(shù)據(jù)圖表，他們會(huì)說“我知道這些數(shù)據(jù)和圖表是什么意思，但就是感覺不對(duì)”，為什么我們會(huì)用這個(gè)動(dòng)詞“感覺”不對(duì)？因?yàn)榭刂茮Q策的那一部分大腦并不支配語言，我們只好說“我不知道為什么，就是感覺不對(duì)”，所有這一切都發(fā)生在你的邊腦，控制決策行為而非語言的邊腦，如果你自己都不知道你為什么干你所做的事情，而別人要對(duì)你的動(dòng)機(jī)作出反應(yīng)，那么你怎么可能贏得大家對(duì)你的支持，從你這里購買東西，或者更重要的、對(duì)你忠誠，并且成為你正在做的事情的一份子呢？再說一次，目標(biāo)不僅僅是讓你和需要的人合作，而是和跟你有共同信念的人合作；目標(biāo)不僅僅是雇傭那些需要一份工作的人，目標(biāo)是雇傭那些同你有共同信念的人。你知道嗎，我總是說，如果你雇傭某人只是因?yàn)樗茏鲞@份工作，他們就只是為你開的工資而工作，但是如果你雇傭跟你有共同信念的人，他們會(huì)為你付出熱血、汗水和淚水。人們買的不是你的產(chǎn)品，而是你的信念，如果你講述你的信念，你將吸引那些跟你擁有同樣信念的人。但是為什么吸引那些跟你擁有同樣信念的人非常重要呢？我個(gè)著名的例子吧1963年的夏天25萬人聚集子啊華盛頓特區(qū)，那時(shí)既沒有發(fā)請(qǐng)?zhí)矝]有可能在網(wǎng)上查看日期，怎么會(huì)有25萬人參加呢？而且馬丁路德金不是美國唯一的偉大演說家，也不是美國唯一一位在民權(quán)法案實(shí)施前遭受歧視的人。實(shí)際上，他的一些想法甚至不明確，但是他有個(gè)天賦，他沒有到處宣揚(yáng)美國需要改變什么方面，他只是到處告訴被人他所相信的，“我相信，我相信，我相信”。他總是這么跟別人說，而那些和他懷有同樣信念的人受了他的啟發(fā)，他們也開始將自己的信念告訴別人，有些人建立起一些組織機(jī)構(gòu)，將這些話傳給更多的人。你看，就這樣，25萬人，在那天那個(gè)時(shí)候聚集在一起聽他演講。有多少人時(shí)為了聽“他”演說而去的呢？沒有人。他們是為了他們自己而去的，那是他們對(duì)于美國的信念支持著他們坐8個(gè)小時(shí)的公車站在華盛頓八月中旬的烈日下，是他們所相信的信念，而不是黑人跟白人之間的斗爭。25%的聽眾是白人，馬丁路德金相信，世界上有兩種法律，一種是上天制定的，直到世人制定的法律和上天制定的律法相符合，我們才真正生活在公正的世界里。民權(quán)運(yùn)動(dòng)只是碰巧幫他將信念付諸于現(xiàn)實(shí)的一件事情，我們跟隨他，不是為了他，而是為了我們自己。順便說一下，他的演講是“我有一個(gè)夢(mèng)想”，而不是“我有一個(gè)方案”。

回到我們的生活中，工作的意義，難道只是一天一天的重復(fù)賺錢而付出的勞動(dòng)嗎？我們工作得激情嗎？這是你的信念嗎？你是否愿意為了這項(xiàng)工作付出最大的努力并且持續(xù)的進(jìn)行？

教育也是如此，我們從小到大的教育，就是由外到內(nèi)的那種固有思維模式。比如說可能老師會(huì)花大量的時(shí)間告訴我們物理是什么？怎樣學(xué)物理？但可悲的是到最后我們都還不知道為什么要學(xué)物理？

另外，老師和學(xué)生建立不起共同的信念，學(xué)生的學(xué)習(xí)也就逐漸演變成了機(jī)械作業(yè)，自然而然也就沒有了激情和活力！如果前期老師多花點(diǎn)時(shí)間在教導(dǎo)我們學(xué)習(xí)物理的理念上，老師和學(xué)生懷著共同的信念，我相信教育的結(jié)果會(huì)截然不同！

第二篇：TED演講集education

TED演講集：Sir Ken Robinson 談推動(dòng)學(xué)習(xí)革命

Bring on the learning revolution!

education, in a way, dislocates very many people from their natural talents.And human resources are like natural resources;they're often buried deep.You have to go looking for them.They're not just lying around on the surface.You have to create the circumstances where they show themselves.Every education system in the world is being reformed at the moment.And it's not enough.Reform is no use anymore, because that's simply improving a broken model.What we need--and the word's been used many times during the course of the past few days--is not evolution, but a revolution in education.This has to be transformed into something else.One of the real challenges is to innovate fundamentally in education.Innovation is hard because it means doing something that people don't find very easy for the most part.It means challenging what we take for granted, things that we think are obvious.The great problem for reform or transformation is the tyranny of common sense--things that people think, “Well, it can't be done any other way because that's the way it's done.”“The dogmas of the quiet past are inadequate to the stormy present.The occasion is piled high with difficulty, and we must rise with the occasion.” “As our case is new, so we must think anew and act anew.We must disenthrall ourselves and then we shall save our country.”

That there are ideas that all of us are enthralled to, which we simply take for granted as the natural order of things, the way things are.And many of our ideas have been formed, not to meet the circumstances of this century, but to cope with the circumstances of previous centuries.But our minds are still hypnotized by them.And we have to disenthrall ourselves of some of them.Everybody who's spoken at TED has told us implicitly, or sometimes explicitly, a different story, that life is not linear, it's organic.We create our lives symbiotically as we explore our talents in relation to the

circumstances they help to create for us.human communities depend upon a diversity of talent, not a singular conception of ability.And at the heart of the challenge is to reconstitute our sense of ability and of intelligence.This linearity thing is a

problem.The other big issue is conformity.We have built our education systems on the model of fast food.And we have sold ourselves into a fast food model of education.And it's impoverishing our spirit and our energies as much as fast food is depleting our physical bodies.I think we have to recognize a couple of things here.One is that human talent is tremendously diverse.People have very different aptitudes.But it's not only about that.It's about passion.Often, people are good at things they don't really care for.It's about passion, and what excites our spirit and our energy.And if you're doing the thing that you love to do, that you're good at, time takes a different course entirely.You know this, if you're doing something you love, an hour feels like five minutes.If you're doing something that doesn't resonate with your spirit, five minutes feels like an hour.And the reason so many people are opting out of education is because it doesn't feed their spirit, it doesn't feed their energy or their passion.So I think we have to change metaphors.We have to go from what is essentially an industrial model of education, a manufacturing model, which is based on linearity and conformity and batching people.We have to move to a model that is based more on principles of

agriculture.We have to recognize that human flourishing is not a mechanical process, it's an organic process.And you cannot predict the outcome of human development;all you can do, like a farmer, is create the

conditions under which they will begin to flourish.So when we look at reforming education and transforming it, it isn't like cloning a system.There are great ones like KIPPs, it's a great system.There are many great models.It's about customizing to your circumstances, and personalizing education to the people you're actually teaching.And doing that, I think is the answer to the future because it's not about scaling a new solution;it's about creating a movement in education in which people develop their own solutions, but with external support based on a personalized curriculum.

第三篇：TED演講集勵(lì)志

before i die i want to...there are a lot of ways the people around us can help improve our lives.we dont bump into every neighbor, so a lot of wisdom never gets passed on, though we do share the same public spaces.我們周圍的人能以很多種方式 來幫我們把生活變得更美好 我們不一定能常常碰到我們的鄰居 所以即使我們生活在同一片公共空間里 鄰居的智慧也難以被傳遞開來

所以在過去的幾年里，我嘗試著以不同的方式 如用貼紙、展板和粉筆這些簡單工具 來在公共空間里與鄰居分享更多的東西 這些項(xiàng)目都源自于我自己的一些疑問，如 我的鄰居得付多少房租？（笑聲）我們?cè)趺礃幽軌驈泥徖镩g互借到更多的東西 同時(shí)避免在不合時(shí)宜的時(shí)候敲開對(duì)方的門？ 我們?cè)鯓幽軌蚋玫胤窒砀髯缘?關(guān)于被毀棄的建筑的回憶 并更好地理解我們居住的這片土地？ 怎樣更能表達(dá)我們對(duì)空置的店面的期待 使我們的社區(qū)能反映出

我們現(xiàn)在的需求和夢(mèng)想？ now, i live in new orleans, and i am in love with new orleans.my soul is always soothed by the giant live oak trees, shading lovers, drunks and dreamers for hundreds of years, and i trust a city that always makes way for music.(laughter)i feel like every time someone sneezes, new orleans has a parade.(laughter)the city has some of the most beautiful architecture in the world, but it also has one of the highest amounts of abandoned properties in america.我現(xiàn)時(shí)住在新奧爾良 并深深地愛上了這座城市 那些生生不息的巨型橡樹總是可以撫慰我的靈魂 幾百年來，情侶、醉漢和追夢(mèng)人們 總會(huì)稍息在樹影下 我深信這一座充滿著音樂律動(dòng)的城市 每當(dāng)有人打噴嚏時(shí)，我都感覺新奧爾良來了一只游行隊(duì)伍（笑聲）新奧爾良擁有世界上很多最漂亮的建筑 但同時(shí)，她也是全美擁有最多 廢棄建筑的城市 i live near this house, and i thought about how i could make it a nicer space for my neighborhood, and i also thought about something that changed my life forever.我住在這棟房子附近，我就想如何讓它 在這片社區(qū)里成為一個(gè)更好的地方 也思考了另一件事 這件事徹底改變了我的人生 in 2009, i lost someone i loved very much.her name was joan, and she was a mother to me, and her death was sudden and unexpected.and i thought about death a lot, and this made me feel deep gratitude for the time ive had, and brought clarity to the things that are meaningful to my life now.but i struggle to maintain this perspective in my daily life.i feel like its easy to get caught up in the day-to-day, and forget what really matters to you.2009年，我失去了一個(gè)我摯愛的人 她的名字叫瓊，對(duì)我來講，她就像我的母親一樣 她死得很突然，沒有人預(yù)料到 然后我思考了很多關(guān)于死亡的事 然后這件事讓我對(duì)我擁有的時(shí)光懷著深切致意 并且 顯現(xiàn)出了那些 對(duì)我的生命有真正意義的東西 但我卻很難在日常生活中保持這種心態(tài) 我覺得人們太容易被日復(fù)一日的瑣碎困住 而忘記什么才是真正重要的事 so with help from old and new friends, i turned the side of this abandoned house into a giant chalkboard and stenciled it with a fill-in-the-blank sentence: before i die, i want to...so anyone walking by can pick up a piece of chalk, reflect on their lives, and share their personal aspirations in public space.我于是在一些新老朋友的幫助下 把這棟廢棄的房子的一面墻 做成了一個(gè)巨型黑板 我在上面寫滿了同一道填空題 “在死之前，我想??” 所以每一個(gè)路過的人都可以撿起一根粉筆 在公共場合里留下一些他們?nèi)松暮圹E 且來分享他們內(nèi)心深處的愿望 i didnt know what to expect from this experiment, but by the next day, the wall was entirely filled out, and it kept growing.and id like to share a few things that people wrote on this wall.我并不知道該從這個(gè)實(shí)驗(yàn)里期待些什么 但是第二天，整個(gè)墻壁都被填滿了 而且不斷有人添加新的答案 我想跟大家分享一些人們?cè)谀敲鎵ι?寫的東西

“在死之前，我想為我的海盜行為接受審判”（笑聲）“在死之前，我想跨過國際日期變更線” “在死之前，我想在上百萬的觀眾面前唱歌” “在死之前，我想種一棵樹” “在死之前，我想過隱居的生活” “在死之前，我想再抱她一次” “在死之前，我想成為某個(gè)人的騎士” “在死之前，我想要做完全真實(shí)的自己” so this neglected space became a constructive one, and peoples hopes and dreams made me laugh out loud, tear up, and they consoled me during my own tough times.its about knowing youre not alone.its about understanding our neighbors in new and enlightening ways.its about making space for reflection and contemplation, and remembering what really matters most to us as we grow and change.這個(gè)本來被遺忘的建筑變成了一個(gè)極具建設(shè)性的地方 這些人的希望和夢(mèng)想 讓我放聲大笑，也黯然落淚 也曾在我經(jīng)歷困境的時(shí)候給我安慰 這讓我們相信自己并不孤單 讓我們對(duì)鄰居有了全新的 啟發(fā)心智的了解 這為我們營造了一個(gè)反省和思考的空間 也提醒我們?cè)诓粩喑砷L改變的過程中 什么才是最為重要的這個(gè)黑板是我去年做的，然后我就不斷收到 一些熱情的人們給我發(fā)的信息 說想在他們的社區(qū)里也設(shè)立一面這樣的墻壁 所以我和我的同事們就做了一個(gè)小型工具箱 現(xiàn)在，這面墻壁已經(jīng)遍布全球 包括哈薩克斯坦，南非 澳大利亞 阿根廷等地 這些跡象表明，如果我們能有一個(gè) 表達(dá)自己的意愿并與他人分享的機(jī)會(huì) 那么公共空間將發(fā)揮巨大的作用 two of the most valuable things we have are time and our relationships with other people.in our age of increasing distractions, its more important than ever to find ways to maintain perspective and remember that life is brief and tender.death is something that were often discouraged to talk about or even think about, but ive realized that preparing for death is one of the most empowering things you can do.thinking about death clarifies your life.我們所擁有的最珍貴的兩樣?xùn)|西，一個(gè)是時(shí)間 還有一個(gè)，是與他人的聯(lián)系 在這個(gè)物欲橫流的時(shí)代里 努力堅(jiān)持自我，銘記人生的短暫與生命的脆弱 變得比以往任何時(shí)代都更重要 我們總是沒有勇氣談?wù)撍劳?甚至沒有勇氣去想著死亡 但是我意識(shí)到，為死亡做心理準(zhǔn)備 是我們能夠做到的最有力的事情之一 思考死亡能夠讓你對(duì)自己的人生有更清醒的認(rèn)識(shí)

公共空間可以更好的體現(xiàn)到底什么對(duì)我們是真正重要的 無論是對(duì)個(gè)人來說或者對(duì)于整個(gè)社區(qū)來說 有了更多的方式來分享我們的希望，恐懼和經(jīng)歷 我們身邊的人不僅能夠幫助我們創(chuàng)造更美好的地方 更幫助我們過上更美好的生活 謝謝篇二：【ted演講集】 偉大的領(lǐng)袖如何激勵(lì)行動(dòng) 偉大的領(lǐng)袖如何激勵(lì)行動(dòng) 當(dāng)事情的發(fā)展出乎意料之外的時(shí)候，你怎么解釋？換句話說，當(dāng)別人似乎出乎意料地取得成功的時(shí)候，你怎么解釋？比如說，為什么蘋果公司創(chuàng)新能力這么強(qiáng)？這么多年來，年復(fù)一年，他們比所有競爭對(duì)手都更加具有創(chuàng)新性，而其實(shí)他們只是一家電腦公司，他們跟其他公司沒有任何分別，有同樣的途徑接觸到同樣的人才，同樣的代理商、顧問和媒體。那為什么他們就似乎有那么一點(diǎn)不同尋常呢？同樣的，為什么是由馬丁·路德·金來領(lǐng)導(dǎo)民權(quán)運(yùn)動(dòng)？那個(gè)時(shí)候在美國，民權(quán)運(yùn)動(dòng)之前，不僅僅只有他一個(gè)人飽受歧視，他也決不是那個(gè)時(shí)代唯一的偉大演說家，為什么會(huì)是他？又為什么懷特兄弟能夠造出動(dòng)力控制的載人飛機(jī)，跟他們相比，當(dāng)時(shí)的其他團(tuán)隊(duì)似乎更有能力、更有資金，他們卻沒能制造出載人飛機(jī)，懷特兄弟打敗了他們，一定還有一些什么別的因素在起作用。大概三年半之前，我有了個(gè)新發(fā)現(xiàn)，這個(gè)發(fā)現(xiàn)完全改變了，我對(duì)這個(gè)世界如何運(yùn)作的看法，甚至從根本上改變了我的工作生活方式。那就是我發(fā)現(xiàn)了一種模式，我發(fā)現(xiàn)世界上所有偉大的令人振奮的領(lǐng)袖和組織，無論是蘋果公司、馬丁·路德·金還是懷特兄弟，他們思考、行動(dòng)、交流溝通的方式都完全一樣，但是跟所有其他人的方式完全相反。我所做的僅僅是把它整理出來，這可能是世上最簡單的概念，我稱它為黃金圓環(huán)：為什么？怎么做？是什么在？這小小的模型就解釋了為什么一些組織和領(lǐng)導(dǎo)者能夠在別人不能的地方激發(fā)出靈感和潛力，我來盡快地解釋一下這些術(shù)語。地球上的每個(gè)人、每個(gè)組織都明白自己做的是什么，百分之百，其中一些知道該怎么做，你可以稱之為是你的差異價(jià)值，或是你的獨(dú)特工藝，或是你的獨(dú)特賣點(diǎn)也好，怎么說都行。但是，非常、非常少的人和組織明白為什么這么做，這里的“為什么”和“為利潤”沒有關(guān)系，利潤只是一個(gè)結(jié)果，永遠(yuǎn)只能是一個(gè)結(jié)果。我說的“為什么”指的是：你的目的是什么？你這樣做的原因是什么？你懷著什么樣的信念？你的機(jī)構(gòu)為什么而存在？你每天早上是為什么而起來？為什么別人要在乎你？結(jié)果是我們思考的方式、行動(dòng)的方式、交流的方式都是由外向內(nèi)的。很顯然的，我們所采用的方式是從清洗開始，然后到模糊的東西，但是激勵(lì)性領(lǐng)袖以及組織機(jī)構(gòu)，無論他們的規(guī)模大小、所在領(lǐng)域，他們思考、行動(dòng)和交流的方式都是從里到外的。舉個(gè)例子吧，我舉蘋果公司時(shí)因?yàn)檫@個(gè)例子簡單易懂，每個(gè)人都能理解，如果蘋果公司跟其他公司一樣，他們的市場營銷信息就會(huì)是這個(gè)樣

子：“我們做最棒的電腦，設(shè)計(jì)精美、使用簡單、界面友好，你想買一臺(tái)嗎？”不怎么樣吧。這就是我們大多數(shù)人的交流方式，也是大多數(shù)市場推廣的方式，大部分銷售所采取的方式，也是我們大部分人互相交流的方式。我們說我們的職業(yè)是干什么的，我們說我們是如何的與眾不同，或者我們?cè)趺幢绕渌烁?，然后我們就期待著一些別人的反應(yīng)，比如購買，比如投票，諸如此類。這就是我們新開的律師事務(wù)所，我們擁有最棒的律師和最大的客戶，我們總能滿足客戶的要求；這是我們的新車型，非常省油，真皮座椅，買一輛吧。但是這些推銷詞一點(diǎn)勁都沒有。這是蘋果公司實(shí)際上的溝通方式：“我們做的每一件事情都是為了突破和創(chuàng)新，我們堅(jiān)信應(yīng)該以不同的方式思考，我們挑戰(zhàn)現(xiàn)狀的方式是通過把我們的產(chǎn)品設(shè)計(jì)得十分精美、使用簡單和界面友好。我們只是在這個(gè)過程中做出了最棒的電腦，想買一臺(tái)嗎？”感覺完全不一樣，對(duì)吧？你已經(jīng)準(zhǔn)備從我這里買一臺(tái)了。我所做的只是將傳遞信息的順序顛倒一下而已，事實(shí)已經(jīng)向我們證明，人們買的不是你做的產(chǎn)品，人們買的是你的信念和宗旨?！叭藗冑I的不是你做的產(chǎn)品，人們買的是你的信念”這就解釋了為什么這里的每個(gè)人從蘋果公司買電腦時(shí)都覺得理所當(dāng)然，但是我們從蘋果公司買mp3播放器、手機(jī)或者數(shù)碼攝像機(jī)時(shí)，也感覺很舒服。而其實(shí)，我剛才已經(jīng)說過，蘋果公司只是個(gè)電腦公司，沒有什么能從結(jié)構(gòu)上將蘋果公司同競爭對(duì)手區(qū)分開來，競爭對(duì)手和蘋果公司有同樣的能力制造所有這些產(chǎn)品。實(shí)際上，他們也嘗試過，幾年前，捷威（gateway）公司推出了平板電視，他們制造平板電視的能力很強(qiáng)，因?yàn)樗麄冏銎桨屣@示器已經(jīng)很多年了，但是沒有人買他們的平板電視。戴爾公司推出了mp3播放器和掌上電腦，他們產(chǎn)品的質(zhì)量非常好，產(chǎn)品的設(shè)計(jì)也非常不錯(cuò)，但是也沒有人買他們的這些產(chǎn)品。其實(shí)，說到這里，我們無法想象會(huì)從戴爾公司買mp3播放器。你為什么會(huì)從一家電腦公司買mp3播放器呢？但是每天我們都這么做，人們買的不是你做的產(chǎn)品，人們買的是你的信念。做公司的目標(biāo)不是要跟所有需要你的產(chǎn)品的人做生意，而是跟與你有著相同理念的人做生意，這是最精彩的部分，我說的這些沒有一個(gè)是我自己的觀點(diǎn)，這些觀點(diǎn)都能從生物學(xué)里面找到根源，不是心理學(xué)，是生物學(xué)。當(dāng)你俯視看大腦的橫截面，你會(huì)發(fā)現(xiàn)人類大腦實(shí)際上分成三個(gè)主要部分，而這三個(gè)主要部分和黃金圓環(huán)匹配得非常好。我們最新的腦部，管轄智力的腦部，或者說我們的大腦皮層對(duì)應(yīng)著“是什么”這個(gè)圓環(huán)，大腦皮層負(fù)責(zé)我們所有的理性和

邏輯的思考和語言功能，中間的兩個(gè)部分是我們的兩個(gè)邊腦，邊腦負(fù)責(zé)我們所有的情感，比如信任和忠誠，也負(fù)責(zé)所有的行為和決策，但這部分沒有語言功能。換句話說，當(dāng)我們由外向內(nèi)交流時(shí)，沒錯(cuò)，人們可以理解大量的復(fù)雜信息，比如特征、優(yōu)點(diǎn)、事實(shí)和圖表，但不足以激發(fā)行動(dòng)。當(dāng)我們由外向內(nèi)交流時(shí)，我們是在直接通控制行為的那一部分大腦對(duì)話，然后我們由人們理性地思考我們所說和做的事情，這就是那些發(fā)自內(nèi)心的決定的來源。你知道，有時(shí)候你展示給一些人所有的數(shù)據(jù)圖表，他們會(huì)說“我知道這些數(shù)據(jù)和圖表是什么意思，但就是感覺不對(duì)”，為什么我們會(huì)用這個(gè)動(dòng)詞“感覺”不對(duì)？因?yàn)榭刂茮Q策的那一部分大腦并不支配語言，我們只好說“我不知道為什么，就是感覺不對(duì)”，或者有些時(shí)候，你說聽從心的召喚，或者說聽從靈魂，我不想把這些觀念分解得太徹底，但心和靈魂都不是控制行為的部分。所有這一切都發(fā)生在你的邊腦，控制決策行為而非語言的邊腦，如果你自己都不知道你為什么干你所做的事情，而別人要對(duì)你的動(dòng)機(jī)作出反應(yīng)，那么你怎么可能贏得大家對(duì)你的支持，從你這里購買東西，或者更重要的、對(duì)你忠誠，并且成為你正在做的事情的一份子呢？再說一次，目標(biāo)不僅僅是將你有的東西賣給需要它們的人，而是將東西賣給跟你有共同信念的人；目標(biāo)不僅僅是雇傭那些需要一份工作的人，目標(biāo)是雇傭那些同你有共同信念的人。你知道嗎，我總是說，如果你雇傭某人只是因?yàn)樗茏鲞@份工作，他們就只是為你開的工資而工作，但是如果你雇傭跟你有共同信念的人，他們會(huì)為你付出熱血、汗水和淚水。這一點(diǎn)，沒有比懷特兄弟的故事更恰當(dāng)?shù)睦恿恕４蠖鄶?shù)人都沒聽說過塞繆爾·蘭利這個(gè)人，20世紀(jì)初期，投入機(jī)動(dòng)飛行器的熱情就像當(dāng)今的網(wǎng)站熱，每個(gè)人都在做嘗試，塞繆爾·蘭利擁有所有大家認(rèn)為是成功的要素。我的意思是，即便是現(xiàn)在，你問別人“為什么你的產(chǎn)品或者公司失敗了呢？”人們總是用同樣的三個(gè)東西以同樣的排列順序來回答你：缺乏資金、用人不善、形勢不好。總是那三種理由，所以讓我們來逐個(gè)分析一下，國防部給了塞繆爾·蘭利5萬美金作為研制飛行器的資金，所以說，資金不是問題。他在哈佛大學(xué)工作過，也在史密森你學(xué)會(huì)工作過，人脈極其廣泛，他認(rèn)識(shí)當(dāng)時(shí)最優(yōu)秀的人才，因此，他雇傭了用資金能吸引到的最優(yōu)秀的人才。當(dāng)時(shí)的市場形勢相當(dāng)有利，紐約時(shí)報(bào)對(duì)他做跟蹤報(bào)道，每個(gè)人都支持他，但是為什么你們連聽都沒聽說過他呢？與此同時(shí)，幾百公里之外的俄亥俄州代頓市有一對(duì)兄弟，奧維爾·萊特和維爾伯·萊特，他們倆沒有任何我們認(rèn)為的成功的要素，他們沒有錢，他們用自行車店的收入來追求他們的夢(mèng)想，萊特兄弟的團(tuán)隊(duì)中沒有一個(gè)人上過大學(xué)，就連奧維爾和維爾伯也沒有，紐約時(shí)報(bào)更是不沾邊的，不同的是奧維爾和維爾伯追求的是一個(gè)事業(yè)、一個(gè)目標(biāo)、一種信念，他們相信如果他們能研制出飛行器，將會(huì)改變?nèi)澜绲陌l(fā)展進(jìn)程。塞繆爾·蘭利就不同了，他想要發(fā)財(cái)、他想要成名，他追求的是最終結(jié)果，是變得富有?？窗?，看接下來怎么樣了。那些懷有和懷特兄弟一樣夢(mèng)想的人，跟他們一起熱血朝天地奮斗著，另一邊的人則是為了工資而工作。后來流傳的故事說，每次懷特兄弟出去實(shí)驗(yàn)時(shí)都必須帶著五組零件，因?yàn)槟鞘窃谒麄兓貋沓酝盹堉皩⒁獕嫐У拇螖?shù)。最后，在1903年12月17日懷特兄弟成功起飛，但是沒有任何其他人在場目睹，我們是在幾天后才知道的。后來的事情進(jìn)一步證實(shí)了，蘭利動(dòng)機(jī)不純，他在懷特兄弟成功的當(dāng)天就辭職了，他本來應(yīng)該可以說“伙計(jì)們，這真是一項(xiàng)偉大的發(fā)明，我可以改進(jìn)你們的技術(shù)”，但是他沒有。因?yàn)樗皇堑谝粋€(gè)制造出飛機(jī)的人，他就不會(huì)變得富有、他也不會(huì)變得有名，所以他辭職了。人們買的不是你的產(chǎn)品，而是你的信念，如果你講述你的信念，你將吸引那些跟你擁有同樣信念的人。但是為什么吸引那些跟你擁有同樣信念的人非常重要呢？創(chuàng)新的傳播有一個(gè)規(guī)律，如果你不知道這個(gè)規(guī)律，你一定了解這個(gè)概念，我們的社會(huì)中有2.5%的人是革新者，13.5%的人是早期的少部分采納者，接下來的34%是早期接受的大多數(shù)，然后是比較晚接受的大多數(shù)和最后行動(dòng)的。這部分最后行動(dòng)的人買按鍵電話的唯一原因是因?yàn)樗麄冊(cè)僖操I不到轉(zhuǎn)盤電話了。雖然我們?cè)诓煌臅r(shí)候會(huì)處在這個(gè)曲線上不同的位置，但是創(chuàng)新的傳播規(guī)律告訴我們，如果你想在大眾市場上獲得成功，或者要大眾接納一個(gè)點(diǎn)子，你得等到獲得15%-18%的市場接受度這個(gè)轉(zhuǎn)折點(diǎn)之后才行，那時(shí)之后市場才真正打開。我喜歡問公司：“你的新生意怎么樣呀？”他們會(huì)很自豪地告訴你“哦，大概有10%吧”。是呀，你有可能九子啊10%的顧客群這里過不去了，我們都能讓10%的人“意會(huì)”，對(duì)，我們一般這樣形容他們，就好比描述那種感覺“哦，他們有點(diǎn)心領(lǐng)神會(huì)了”。問題是：你怎么在他們還沒有成為你的顧客之前就發(fā)現(xiàn)那些能意會(huì)的人和那些不能意會(huì)的人？這就是問題的所在，就是這點(diǎn)間隙，你得把這個(gè)間隙給填上。正如杰弗里穆爾所說的“跨越鴻溝”，因?yàn)樵缙诘拇蠖鄶?shù)不會(huì)嘗試新事物，除非有些人已經(jīng)先嘗試過了，而這些人，創(chuàng)新者和早期的少數(shù)人，他們喜歡大膽的嘗試，他 ted 演講集 下定的目標(biāo)可別告訴別人 everyone please think of your biggest personal goal.okay? for real, you can take a second;you got to feel this to learn it.take a few seconds and think of your personal biggest goal.okay? the repeated psychology tests have proven that telling someone your goal makes them less likely to happen.anytime you have a goal, there’s some steps that need to be done, some work that needs to be done in order to achieve it.ideally you will not be satisfied until you’ve actually done the work.but when you tell someone your goal, and they acknowledge it, psychologists have found that it’s called “social reality” that the mind is kind of tricked in the feeling that it’s already done.and then because you felt that satisfaction, you are less motivated to do the actual hard work necessary.so this goes against the conventional wisdom that we should tell our friends our goals, right? so they hold it to it?hold us to it?yeah.so hmm?let’s look at the proof.1926, kurt lewin founder of social psychology called this substitution;1933, wera mahler found when it was acknowledged by others it felt real in the mind;1982, peter gollwitzer wrote a whole book about this;and in 2009, he did some?hmm?new tests that were published.goes like this: well, you could resist the temptation to announce your goal;you can delay the gratification that these social acknowledgement brings;and you can understand that your mind mistakes the talking for the doing.but if you do need to talk about something, you could say that in a way that gives you no satisfaction, such as “i really want to run this marathon, so i need to train 5 times a week and kick my ass if i don’t, okay?” so audience, next time you’re tempted to tell someone your goal, what will you say? exactly!well done!篇四：ted演講：改變無數(shù)生命的18分鐘 ted演講：改變無數(shù)生命的18分鐘

最具活力的演講形式，最先進(jìn)的科技、教育、創(chuàng)意的碰撞。以講故事的形式把一些好的思想帶給你，并且 最多只占用你18分鐘，足以讓你對(duì)主題窺一斑而知全豹。這就是ted演講的魅力所在。思想的力量能改變世界嗎？

每年在美國加州舉辦的 ted 大會(huì)就有這樣的野心，號(hào)稱“超級(jí)大腦spa”。然而，它真正在大范圍內(nèi)改變世界，卻是始于2006年，第一個(gè) ted 演講視頻被傳到網(wǎng)上。迄今，演講視頻的收視率超過8億人次。不用買昂貴的門票去現(xiàn)場，在家里的電腦和手機(jī)屏幕上，越來越多的人正在用這18分鐘來影響和改變自

己，包括很多中國的大中學(xué)生。

“ted演講的前沿性，是國內(nèi)目前極少講座可以與之相比的——最先進(jìn)的科技以及思想動(dòng)態(tài)幾乎都能在ted的舞臺(tái)上見到蹤影，它以講故事的形式把一些好的思想帶給你，并且最多只占用你18分鐘。但很多

時(shí)候，那已足以讓你窺一斑而知全豹?！?/p>

在最短的時(shí)間內(nèi)，學(xué)到牛人最厲害的地方

“ted給我的第一印象是：哇！” 李翔第一次看到ted的視頻，是在大一的一次交流活動(dòng)上。隨后，各種各樣的ted演講開始給他帶來大大小小的頭腦沖擊，“我居然能免費(fèi)在家里觀看到這么前沿的東西！” 沒有開幕式、演講臺(tái)、西裝和領(lǐng)帶，也不歡迎“在法律上不能告訴我們真相的ceo們，和因服務(wù)于很多選區(qū)而不能說出真相的政客們”，給予每個(gè)演講者的時(shí)間是18分鐘。在ted的舞臺(tái)上，最不缺的就是牛人。他們演講的內(nèi)容卻往往與在其他場合不同：以慈善家身份出現(xiàn)的比爾·蓋茨一邊說著“沒有理由只讓窮人體驗(yàn)被蚊子攻擊的滋味”，一邊將蚊子釋放到會(huì)場里，讓與會(huì)者也體驗(yàn)一下喂蚊子；美國前副總統(tǒng)戈?duì)杽t做

了一場有關(guān)氣候變暖的演講，成了奧斯卡最佳紀(jì)錄片《難以忽視的真相》的緣起。

“在最短的時(shí)間內(nèi)，我可以學(xué)到這些牛人最厲害的地方，他們會(huì)給你描述一個(gè)你從未想過的世界或世界觀。”2007年，吳恒看到諾貝爾獎(jiǎng)得主詹姆斯·沃森用通俗易懂的方式講述自己發(fā)現(xiàn)dna的過程時(shí)，他突然覺得，“這和從教科書里學(xué)習(xí)的感覺截然不同！傳統(tǒng)的教育方式是老師對(duì)著教科書講，ted則是讓教科書的作者來教你?！?009年，他開始做ted字幕翻譯計(jì)劃的志愿者，“看了那么好的視頻，就覺得有必要

讓更多的人看到，就像是在傳播文明。”

么遙不可及。”

小人物在上面講課，比爾·蓋茨在下面聽 ted每集演講的時(shí)間都很短，這正好迎合了現(xiàn)代人生活的碎片化。高二開始看ted的陳小瑜總是在早上起床或晚上上床之前，一邊放著ted音頻，一邊做別的事情。陳謙則習(xí)慣在每天晚上洗完澡后吹頭發(fā)的時(shí)間里看一集視頻。

“人們很多時(shí)候不想學(xué)習(xí)，又想學(xué)習(xí)。不想學(xué)習(xí)，指的是不愿意投入太多時(shí)間在某些只是好奇的陌生領(lǐng)域；又想學(xué)習(xí)，指的是人們對(duì)于自己熟知領(lǐng)域之外的其他領(lǐng)域充滿好奇心。ted演講的18分鐘格式很好地解決了這個(gè)問題。”人們的時(shí)間有限，如何搭建出色的知識(shí)結(jié)構(gòu)是一個(gè)很大的挑戰(zhàn)，ted演講是一個(gè)很好的新型學(xué)習(xí)工具。

看過的ted演講有幾百個(gè)了，半數(shù)以上改變了他對(duì)某個(gè)東西或者是對(duì)自己的看法。并且，它們讓他看到了一種趨勢：這個(gè)世界正在變得更好，而且我們每個(gè)人都可以為此做點(diǎn)什么。雖然有非常嚴(yán)重的金融危機(jī)，有日益惡化的生態(tài)危機(jī)，但是，我們的世界還是充滿了很多積極的故事：暴力正在減少、人們重新發(fā)現(xiàn)社

區(qū)的價(jià)值、社會(huì)創(chuàng)新正在蓬勃興起、我們都能作出改變，不管是億萬富豪還是布衣平民。

之前，每當(dāng)有人問起 ted是什么的時(shí)候，比爾·蓋茨、比爾·克林頓、愛德華·威爾遜等人都會(huì)被當(dāng)做例子，以展現(xiàn)ted舞臺(tái)之強(qiáng)大。但看的演講越多越發(fā)現(xiàn)，真正的ted明星不是那些大牌人物，而往往是一些在自己領(lǐng)域里默默耕耘和創(chuàng)新的無名人士。這些人有的是警察，在嘗試新的方法去與囚犯接觸；有的是小學(xué)校長，通過一些有趣的活動(dòng)，鼓勵(lì)學(xué)生去從社會(huì)發(fā)現(xiàn)問題并且發(fā)出自己的聲音；還有的是剪紙藝術(shù)家，通

過剪紙去講述這個(gè)時(shí)代的故事??“也許他們本來只改變了囚犯、幾十個(gè)學(xué)生或普通市民，但一經(jīng)ted舞

臺(tái)的放大，他們的感召力和影響力馬上幾十倍幾百倍地增長。”

做著有趣事情的普通人，也同名人一樣有機(jī)會(huì)站在ted的舞臺(tái)上，向世界介紹和傳播思想。李翔覺得，在以往的學(xué)校演講臺(tái)上站著的，除了專業(yè)類演講，或者是事業(yè)成功人士來演講的，或者是來給學(xué)生勵(lì)志的，這正是ted與其他講座、課程最大的不同。“這個(gè)平臺(tái)能讓一個(gè)名氣不大的小孩在臺(tái)上講，美國副總統(tǒng)、比爾·蓋茨都在下面聽。如果只讓大學(xué)教授在演講臺(tái)上喋喋不休，學(xué)校會(huì)扼殺年輕人創(chuàng)造力的?！?/p>

是通識(shí)教育，也是靈感的觸發(fā)器

王三木最初接觸ted時(shí)，剛剛碩士畢業(yè)進(jìn)入廣州一所三本獨(dú)立學(xué)院當(dāng)老師。3年里，通過ted這個(gè)窗口，他了解了不同形態(tài)的教育。他慢慢發(fā)現(xiàn)，自己最初對(duì)教育的理解是幼稚的。

“ted的演講者都是高水平的，他講出的問題，可能也是我們同樣會(huì)遇到的。這樣，與其聽現(xiàn)實(shí)中的老師再講一遍，不如老師和學(xué)生一起，聽一遍ted關(guān)于這個(gè)問題的探討，再一起討論，效果就會(huì)好很多?！蓖跞菊f，很多學(xué)生抱怨上大學(xué)，或者對(duì)自己的專業(yè)不滿，經(jīng)常逃課，如果把逃課的時(shí)間用在看看ted演

講上，也會(huì)受益匪淺。

王三木覺得，在學(xué)習(xí)的過程中，他個(gè)人的收獲也不亞于學(xué)生。ted不僅是強(qiáng)大的內(nèi)容提供方，也是一種工

具，幫助他找回了上大學(xué)以后就消失已久的學(xué)習(xí)熱情，重新開始主動(dòng)地、有意識(shí)地學(xué)習(xí)。

“18分鐘是很短的，基本都是做一些思維的碰撞，讓你知道有這么一個(gè)新的理論或思想，但要真正深入掌握一門知識(shí)，是需要讀書和實(shí)踐的?！痹谕跞究磥恚瑢?duì)ted的學(xué)習(xí)包括兩個(gè)階段：如果還不了解自己的興趣，或者對(duì)世界的認(rèn)識(shí)還不夠，ted就可以作為通識(shí)教育的工具，讓你打開眼界；如果有了比較明確的想法，就可以專門接觸某一類演講，順藤摸瓜，去閱讀演講者的著作，探究他所在的領(lǐng)域，了解他所做的 事情，并和自己的工作結(jié)合在一起。這樣，ted就會(huì)變成靈感的觸發(fā)器。ted則直接影響到李翔的人生選擇。他看了無數(shù)遍一個(gè)名為《學(xué)校扼殺創(chuàng)造力》的演講，在這段視頻中，肯·羅賓遜指出，現(xiàn)代教育不應(yīng)該只是為了最終產(chǎn)出大學(xué)教授，而應(yīng)該是多元的；不是數(shù)學(xué)不好，但美術(shù)、音樂、舞蹈也同樣重要，可惜我們現(xiàn)在的課程都是注重分?jǐn)?shù)、基點(diǎn)，讓學(xué)生最終向著同一個(gè)方向：背書、拿到高分，順利畢業(yè)。

這段視頻讓李翔有了休學(xué)的想法，大二時(shí)，他決定開始間隔年，后來，他從那所獨(dú)立學(xué)院退學(xué)，申請(qǐng)去了新西蘭留學(xué)，現(xiàn)在已經(jīng)創(chuàng)業(yè)取得了小小的成功?！皌ed讓我感到生活是如此的多元，不用一條路走到黑。”

世界各地的志同道合者集合在一起 “ted演講其實(shí)只是一個(gè)窗口，但是，通過這個(gè)窗口，我們可以找到很多來自全球各地的志同道合者?！?在世界各地，喜歡ted的志同道合者正在聚集到一起。2009年3月，ted推出了tedx項(xiàng)目，只要滿足以下條件，任何人都可以自己組織tedx討論會(huì)：不能超過一天，會(huì)上25%的內(nèi)容必須是ted演講視頻

目前，以城市、高校為平臺(tái)，中國也已經(jīng)有了幾百個(gè)tedx組織。在這些小小的分會(huì)場上，更多的人走上

分享的舞臺(tái)，交流人生、靈感與創(chuàng)新。

“一些對(duì)理想有追求、希望作出某些改變的人走到一起，他們?cè)诹私馐澜缙渌胤秸诎l(fā)生什么，再相互

探討這樣的變化對(duì)本地有何借鑒意義——這就是tedx最典型的一個(gè)寫照?！?/p>

在美國硅谷舉辦的一場tedxsv大會(huì)上，tedx全球項(xiàng)目總監(jiān)拉瓦·斯丹說，整個(gè)tedx的社區(qū)就是一個(gè)具有全球凝聚力的部落。這個(gè)部落的故事，就是全球不同文化相交融的故事，部落里的人也許膚色種族

信仰各不一樣，但大家都堅(jiān)信一點(diǎn)：優(yōu)秀的思想可以改變我們的未來。

著名音樂家 bob geldof 則在2008年的ted大會(huì)上說過：“人類的進(jìn)步要靠一些?非理性?的人。理性的人看到世界是什么就是什么，?非理性?的人則堅(jiān)持要努力去改變它。假如要我說ted是什么，我會(huì)說，ted本身就是一幫?非理性?的人的聚會(huì)?！闭沁@些“非理性”的人在重新定義著我們這個(gè)時(shí)代成功的概念。篇五：【ted演講集】世界需要不同的思考

世界需要不同的思考

我想以簡單談?wù)勛蚤]癥是什么作為開場。自閉癥是個(gè)非常大的范圍，從非常嚴(yán)重不會(huì)說話的小孩到天才的科學(xué)家及工程師。而我事實(shí)上覺得這里像家一樣，因?yàn)樵谶@有許多自閉癥遺傳學(xué)，各位不會(huì)有任何，這是特質(zhì)的范圍。呆瓜何時(shí)變成亞斯伯格，只是中等的自閉癥，我是說愛因斯坦、莫扎特及特斯拉可能被診斷為自閉癥。依照現(xiàn)今自閉的等級(jí)，而現(xiàn)在我真正有疑慮的一件事是，如何培育這些將發(fā)明未來能量的小孩。這問題比爾蓋茨今早有談到，現(xiàn)在若你想了解自閉癥、動(dòng)物，我要跟各位談?wù)劜煌乃伎寄Ｊ?，你必須脫離口語化的語言，我以圖片為思考，我不以語言為思考?，F(xiàn)在重點(diǎn)是自閉的腦專注于細(xì)節(jié)。這是一個(gè)你必須選擇大字母或小字母的測試，而自閉癥的腦子選出小字母比較快，重點(diǎn)是正常的腦子忽略細(xì)節(jié)，若你要建條橋，細(xì)節(jié)是頗為重要的，因?yàn)槿裟愫鲆暭?xì)節(jié)則橋會(huì)垮。而我最大的疑慮是現(xiàn)今多數(shù)的政策，這些事務(wù)漸漸太過深?yuàn)W了，人們漸漸逃離親手實(shí)作的這些事物，我真的很擔(dān)心許多學(xué)校取消動(dòng)手實(shí)作課程，因?yàn)樗囆g(shù)及這類課程是我表現(xiàn)突出之處。在我研究牛隻時(shí)，我發(fā)現(xiàn)大部分人不注意的小事會(huì)讓牛隻畏懼，就像是這在獸醫(yī)中心前方飄揚(yáng)的旗幟，這喂食場要將他們整座獸醫(yī)中心拆除，他們只需要遷移旗桿，相對(duì)而言，快速的遷移。在70年代早期我剛開始時(shí)，我親自跑到牛道中來觀察牛隻看到什么，人家覺得我狠瘋狂，掛在圍籬上的大衣會(huì)讓他們畏怯，陰影會(huì)讓他們畏怯，地上的水管??人們不去注意這些事，一條鐵鏈垂掛，而電影里都是美化的。事實(shí)上我狠喜歡他們復(fù)制我所有的研究專案，那是我怪咖的一面，我的手繪圖也在電影里客串上一角，這電影叫「天寶葛蘭汀」，不是「圖像思考」。所以，什么是圖像思考，實(shí)際上就是你腦中的電影。我腦子的運(yùn)作像是影像的google，當(dāng)我是個(gè)小孩時(shí)我不了解我的思考有何不同，我以為每個(gè)人都是以圖像來思考。后來當(dāng)我寫「圖像思考」時(shí)，我開始訪談一些人看他們?nèi)绾嗡伎?，我很訝異的發(fā)現(xiàn)我的思考是非常不同的。如同，若我說「思考一座教堂的頂端」，大部分的人得到的是一般普通的頂端，或許對(duì)現(xiàn)場的各位不是如此，但在許多不同地方卻是如此。我只看得到特定的圖像，它們由我記憶中跳出，就像google的圖片，在電影中，它們有個(gè)很好的場景，當(dāng)「鞋」這一字被說出時(shí)，一大堆50及60年代的鞋子就跳入到我腦海中。這是我小時(shí)候的教堂，那很明確，還有更多，科林斯堡，那些有名氣的又如何呢？它們會(huì)出現(xiàn)，像 這樣，只是非常快速，像google的圖片，它們一次出現(xiàn)一張，然后我會(huì)想，或許我們可以有點(diǎn)雪或是來場暴風(fēng)雨，我們可以保持住圖像然后轉(zhuǎn)為影片。圖像思考在我設(shè)計(jì)牛隻中心時(shí)是巨大的資產(chǎn)，我非常努力研究改良牛隻在屠宰場的待遇，我在設(shè)計(jì)上能夠?qū)嶋H在我腦中做設(shè)備的測試，就像一臺(tái)虛擬實(shí)境的電腦系統(tǒng)，我其中一個(gè)案子的休息區(qū)的鳥瞰圖，這是被用在電影中，那可是超級(jí)酷的。有許多像是亞斯伯格及自閉類型的，也在電影場景中工作，但是其中有件事讓我很擔(dān)心的是，這些小孩未來的愿景何在？他們不會(huì)在屬于他們的硅谷出現(xiàn)。我在很早期學(xué)到的一件事是，因?yàn)槲也皇呛苌鐣?huì)化，我必須販?zhǔn)畚业淖髌范皇俏冶旧恚邑準(zhǔn)畚壹倚笞髌返姆绞绞?，我展現(xiàn)我的手繪稿、展現(xiàn)物品的圖片。作為一個(gè)小孩另外幫助我的是，50年代你被教導(dǎo)要有規(guī)矩，你被教導(dǎo)你不可以在商店里亂動(dòng)商品、搗蛋。當(dāng)小朋友在三或四年級(jí)時(shí)，你可以發(fā)現(xiàn)這小孩將成為一位圖像思考者，以透視法來作圖，我要強(qiáng)調(diào)并非所有的自閉癥兒都是圖像思考者。我許多年前做過這腦部掃描，我以前常笑說，我有這條很粗的網(wǎng)路干線深入我的視覺皮層，這是張量造影，而我巨大的網(wǎng)路干線是比控制線大兩倍，紅線是我的，而藍(lán)線是性別及年齡的控制線，而我有這條巨大的干線，而控制線在那邊，真的很細(xì)的藍(lán)線。目前有些研究顯示，在自閉癥范疇里的人，實(shí)際上以視覺皮層為主要的思考，但是重點(diǎn)是，視覺思考著只是其中一種思考方式，自閉癥的腦是傾向?yàn)樘貏e的腦，善于一件事，而不良于其他事，而我不優(yōu)的就是代數(shù)，而我不能上幾何或是三角函數(shù)，超大的錯(cuò)誤。我發(fā)現(xiàn)許多孩童需略過代數(shù)，直接學(xué)幾何或是三角函數(shù)。另外一種思考方式是模式思考著，更抽象，這類是工程師、電腦程式師。這是模式思考，那張合掌螳螂是由單一的一張紙做出來的，沒膠帶、沒裁剪，那背景是折疊的圖案。這是思考的種類：圖片寫實(shí)視覺思考，像我就是；模式思考者，音樂及數(shù)學(xué)的腦子，有些這類的人常有閱讀上的問題，你也會(huì)發(fā)現(xiàn)有這類問題的孩童是朗讀困難的，你將發(fā)現(xiàn)這些不同種類的腦，還有口語的腦，他們知道所有事情的理論。另一件事情是感知的問題，我對(duì)必須在臉上穿戴這裝備很有疑慮，我在開場前半小時(shí)就到場，好將設(shè)備安裝好且習(xí)慣它，為了不要碰到我的下巴，他們還把它折彎了。但是感知是個(gè)問題，有些孩童會(huì)被日光燈干擾，有些則有聲音敏感的問題，各類型的問題。視覺思考讓我了解很多動(dòng)物的想法，因?yàn)橄胂肟?，?dòng)物是一個(gè)感知為基礎(chǔ)的思考著，而非口語的，以圖像來思考、以聲音來 們必須與這些學(xué)生合作，這引導(dǎo)出心靈導(dǎo)師，我的科學(xué)老師不是一位認(rèn)證老師，他曾是一位nasa太空科學(xué)家，目前有些州采取的方式是，若你有生物或化學(xué)的學(xué)位，你可以進(jìn)學(xué)校教生物或化學(xué)，我們需要這樣做，因?yàn)槲矣^察到的是，對(duì)許多這些孩童有益的老師都是在社區(qū)大學(xué)里。我們的高中需要引進(jìn)這些好老師。另一件可以非常非常成功的事是，有許多人可能從軟件業(yè)退休，而他們可以教一個(gè)小孩，若他們教授的是事物也沒關(guān)系，因?yàn)槟闼龅氖屈c(diǎn)燃火花、你啟發(fā)那小孩，你啟發(fā)他，然后他將學(xué)習(xí)所有的新事物。心靈導(dǎo)師是不可或缺的，我無法言喻我的科學(xué)老師為我做了什么，我們必須引導(dǎo)他們、雇傭他們，若你的公司雇傭他們實(shí)習(xí)，關(guān)于自閉癥、亞斯伯格類的思考，你必須給他們一向特定的任務(wù)，別只說設(shè)計(jì)個(gè)新軟件，你必須告訴他們更明確的東西「好吧！我們正要設(shè)計(jì)一套電腦軟件，而且它必須能做一些特定的功能，而且它只能使用這么多的記憶體」，那樣的明確性是你所需要的。提問：你曾寫道，我很喜歡這段話：若有些奇跡，自閉癥從世上被消除，那人類將仍在山洞口的火堆前社會(huì)化。天寶葛蘭?。阂?yàn)槟阏J(rèn)為是誰做了第一把石矛？就是亞斯伯格患者，若去除所有自閉癥遺傳，那將不會(huì)有硅谷存在，而且能源危機(jī)也無法解決 提問：所以我想問你其他問題，若你覺得不適當(dāng)，只要說“下個(gè)問題”。但若現(xiàn)場有人有自閉癥的小孩或認(rèn)識(shí)一個(gè)自閉癥的小孩，覺得有些無法跟他們溝通，你給他們的建議是？ 天寶葛蘭汀：首先，你必須看年齡。若你認(rèn)識(shí)一個(gè)2、3歲或4歲的小孩，不會(huì)說話、不會(huì)互動(dòng)，我一直強(qiáng)調(diào)：不能等。你每周需要至少20小時(shí)的一對(duì)一教學(xué)。重點(diǎn)是自閉癥是有不同程度的，在自閉癥的范疇里大約有一半的人將學(xué)不會(huì)說話，而他們將無法在硅谷工作，這對(duì)他們來說并不是合理的事。但你也有聰明怪咖的小孩有些自閉，而這就是你必須引發(fā)他們做些有趣的事，我藉由共同興趣而獲得社會(huì)化的互動(dòng)，我跟其他小孩一起騎馬，我跟其他小孩一起做火箭模型、做電子實(shí)驗(yàn)室。在60年代那是將鏡子黏在橡膠膜揚(yáng)聲器，做出一個(gè)燈光秀，那時(shí)我們認(rèn)為是超級(jí)酷的。

第四篇：TED演講集：禮物

Imagine, if you will, a gift.I’d like for you to picture in your mind.It’s not too big.About the size of a golf ball.So in vision what it looks like all wrapped up.But before I show you what’s inside, I will tell you that’s going to do incredible things for you.It will bring all of your family together.You will feel loved and appreciated like never before.And reconnect to friends and acquaintances you haven’t heard from in years.Adoration(崇拜，崇敬)and admiration(贊美)will overwhelm you.It will recalibrate what’s important in your life.It will redefine your sense of spirituality and faith.You’ll have a new understanding and trust in your body.You’ll have unsurpassed vitality(生命力，活力)and energy.You’ll expand your vocabulary, meet new people, and you’ll have a healthier lifestyle.And get this, you’ll have an eight-week vacation of doing absolutely nothing.You’ll eat countless gourmet(講究吃的人，食物品嘗家)meals.Flowers will arrive by the truck load.People will say to you:”you look great!have you had any work done?”and you’ll have a life-time supply of good drugs.You’ll be challenged, inspired, motivated and humbled.Your life will have new meaning: peace, health, serenity(平靜,從容), happiness, nirvana(涅磐).The price? Fifty-five thousand dollars.And that’s an incredible deal.By now, I know you’re dying to know what it is and where you can get one.Dose Amazon carry it? Dose it have the apple logo on it? Is there a waiting list? Not likely.This gift came to me about five months ago.And looked more like this when it

was all wrapped up.Not quite so pretty.And this.And then this.It was a rare jam brain tumor.Hemangioblastoma.The gift that keeps on giving.And while I’m ok now.I wouldn’t wish this gift for you.I’m not sure you’d want it.But I would’t change my experience.It profoundly altered my life in ways it didn’t expect.In all the ways I just shared with you.So the next time you are faced with something that’s unexpected, unwanted and uncertain.Consider.that it just may be a gift.

第五篇：ted被觀看最多的演講之一：偉大領(lǐng)袖如何激勵(lì)行動(dòng)(附演講稿)

TED被觀看最多的演講之一：偉大領(lǐng)袖如何激勵(lì)行動(dòng)

（附演講稿）

__________________________________________本期推薦

TED演講人：Simon Sinek 導(dǎo)讀

這是非常經(jīng)典的一場演講，盡管場地很普通，Simon也沒有使用PPT，而是從一張紙上開始他的18分鐘演講。但觀點(diǎn)振奮人心，成為TED史上點(diǎn)擊率最高的幾個(gè)視頻之一。視頻播放

片長：18分35秒 大?。何粗狧ow do you explain when things don't go as we assume? Or better, how do you explainwhen others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition.And yet, they're just a computer company.They're just like everyone else.They have the same access to the same talent, the same agencies, the same consultants, the same media.Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day.Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded...and they didn't achieve powered man flight, and the Wright brothers beat them to it.There's something else at play here.About three and a half years ago I made a discovery.And this discovery profoundly changedmy view on how I thought the world worked, and it even profoundly changed the way in which I operate in it.As it turns out, there's a pattern.As it turns out, all the great and inspiring leaders and organizations in the world--whether it's Apple or Martin Luther King or the Wright brothers--they all think, act and communicate the exact same way.And it's the complete opposite to everyone else.All I did was codify it, and it's probably the world'ssimplest idea.I call it the golden circle.Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't.Let me define the terms really quickly.Every single person, every single organization on the planet knows what they do, 100 percent.Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP.But very, very few people or organizations know why they do what they do.And by 'why' I don't mean 'to make a profit.' That's a result.It's always a result.By 'why,' I mean: What's your purpose? What's your cause? What's your belief?Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in.It's obvious.We go from the clearest thing to the fuzziest thing.But the inspired leaders and the inspired organizations--regardless of their size, regardless of their industry--all think, act and communicate from the inside out.Let me give you an example.I use Apple because they're easy to understand and everybody gets it.If Apple were like everyone else, a marketing message from them might sound like this: 'We make great computers.They're beautifully designed, simple to use and user friendly.Want to buy one?' 'Meh.' And that's how most of us communicate.That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally.We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that.Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us.Here's our new car: It gets great gas mileage, it has leather seats, buy our car.But it's uninspiring.Here's how Apple actually communicates.'Everything we do, we believe in challenging the status quo.We believe in thinking differently.The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly.We just happen to make great computers.Want to buy one?' Totally different right? You're ready to buy a computer from me.All I did was reverse the order of the information.What it proves to us is that people don't buy what you do;people buy why you do it.People don't buy what you do;they buy why you do it.This explains why every single person in this room is perfectly comfortable buying a computer from Apple.But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.But, as I said before, Apple's just a computer company.There's nothing that distinguishes them structurally from any of their competitors.Their competitors are all equally qualified to make all of these products.In fact, they tried.A few years ago, Gateway came out with flat screen TVs.They're eminently qualified to make flat screen TVs.They've been making flat screen monitors for years.Nobody bought one.Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products--and nobody bought one.In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.Why would you buy an MP3 player from a computer company? But we do it every day.People don't buy what you do;they buy why you do it.The goal is not to do business with everybody who needs what you have.The goal is to do business with people who believe what you believe.Here's the best part:None of what I'm telling you is my opinion.It's all grounded in the tenets of biology.Not psychology, biology.If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle.Our newest brain, our Homo sapien brain, our neocortex, corresponds with the 'what' level.The neocortex is responsible for all of ourrational and analytical thought and language.The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty.It's also responsible for all human behavior, all decision-making, and it has no capacity for language.In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures.It just doesn't drive behavior.When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do.This is where gut decisions come from.You know, sometimes you can give somebody all the facts and figures, and they say, 'I know what all the facts and details say, but it just doesn't feel right.' Why would we use that verb, it doesn't 'feel' right? Because the part of the brain that controls decision-making doesn't control language.And the best we can muster up is, 'I don't know.It just doesn't feel right.'Or sometimes you say you're leading with your heart, or you're leading with your soul.Well, I hate to break it to you, those aren't other body parts controlling your behavior.It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do.Again, the goal is not just to sell to people who need what you have;the goal is to sell to people who believe what you believe.The goal is not just to hire people who need a job;it's to hire people who believe what you believe.I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears.And nowhere else is there a better example of this than with the Wright brothers.Most people don't know about Samuel Pierpont Langley.And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day.Everybody was trying it.And Samuel Pierpont Langley had, what we assume, to be the recipe for success.I mean, even now, you ask people, 'Why did your product or why did your company fail?'and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions.It's always the same three things, so let's explore that.Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine.Money was no problem.He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected;he knew all the big minds of the day.He hired the best minds money could find and the market conditions were fantastic.The New York Times followed him around everywhere, and everyone was rooting for Langley.Then how come we've never heard of Samuel Pierpont Langley?A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success.They had no money;they paid for their dream with the proceeds from their bicycle shop;not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur;and The New York Times followed them around nowhere.The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief.They believed that if they could figure out this flying machine, it'll change the course of the world.Samuel Pierpont Langley was different.He wanted to be rich, and he wanted to be famous.He was in pursuit of the result.He was in pursuit of the riches.And lo and behold, look what happened.The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears.The others just worked for the paycheck.And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crashbefore they came in for supper.And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it.We found out about it a few days later.And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit.He could have said, 'That's an amazing discovery, guys, and I will improve upon your technology,' but he didn't.He wasn't first, he didn't get rich, he didn't get famous so he quit.People don't buy what you do;they buy why you do it.And if you talk about what you believe, you will attract those who believe what you believe.But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology.The first two and a half percent of our population are our innovators.The next 13 and a half percent of our populationare our early adopters.The next 34 percent are your early majority, your late majority and your laggards.The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.(Laughter)We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips.And I love asking businesses, 'What's your conversion on new business?' And they love to tell you, 'Oh, it's about 10 percent,' proudly.Well, you can trip over 10 percent of the customers.We all have about 10 percent who just 'get it.' That's how we describe them, right? That's like that gut feeling, 'Oh, they just get it.' The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, 'Crossing the Chasm'--because, you see, the early majority will not try something until someone else has tried it first.And these guys, the innovators and the early adopters, they're comfortable making those gut decisions.They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf.These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard.And, by the way, they didn't do itbecause the technology was so great;they did it for themselves.It's because they wanted to be first.People don't buy what you do;they buy why you do it and what you do simplyproves what you believe.In fact, people will do the things that prove what they believe.The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first.People don't buy what you do;they buy why you do it.So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation.First, the famous failure.It's a commercial example.As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then.Look at TiVo.From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute.They were extremely well-funded.Market conditions were fantastic.I mean, we use TiVo as verb.I TiVo stuff on my piece of junk Time Warner DVR all the time.But TiVo's a commercial failure.They've never made money.And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10.In fact, I don't think it's even traded above six, except for a couple of little spikes.Because you see, when TiVo launched their product they told us all what they had.They said, 'We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking.' And the cynical majority said, 'We don't believe you.We don't need it.We don't like it.You're scaring us.' What if they had said, 'If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you.It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc.' People don't buy what you do;they buy why you do it, and what you do simply serves as the proof of what you believe.Now let me give you a successful example of the law of diffusion of innovation.In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr.King speak.They sent out no invitations, and there was no website to check the date.How do you do that? Well, Dr.King wasn't the only man in America who was a great orator.He wasn't the only man in America who suffered in a pre-civil rights America.In fact, some of his ideas were bad.But he had a gift.He didn't go around telling people what needed to change in America.He went around and told people what he believed.'I believe, I believe, I believe,' he told people.And people who believed what he believed took his cause, and they made it their own, and they told people.And some of those people created structures to get the word out to even more people.And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.How many of them showed up for him? Zero.They showed up for themselves.It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August.It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white.Dr.King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man.And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world.It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life.We followed, not for him, but for ourselves.And, by the way, he gave the 'I have a dream' speech, not the 'I have a plan' speech.(Laughter)Listen to politicians now, with their comprehensive 12-point plans.They're not inspiring anybody.Because there are leaders and there are those who lead.Leaders hold a position of power or authority, but those who lead inspire us.Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to.We follow those who lead, not for them, but for ourselves.And it's those who start with 'why' that have the ability to inspire those around them or find others who inspire them.Thank you very much.再不關(guān)注，我們就老了 請(qǐng)別忘記分享到朋友圈?