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TED的英文演讲稿（通用5篇）
演讲稿可以帮助发言者更好的表达。在当今社会生活中，演讲稿对我们的作用越来越大，写起演讲稿来就毫无头绪？以下是小编帮大家整理的TED的英文演讲稿，欢迎大家借鉴与参考，希望对大家有所帮助。
TED的英文演讲稿 1
Ihave spent the last years, trying to resolve two enigmas: why is productivity so disappointing in all the companies where I work? I have worked with more than 500 companies. Despite all the technological advance – computers, IT, communications, telecommunications, the internet.
Enigma number two: why is there so little engagement at work? Why do people feel so miserable, even actively disengaged? Disengaged their colleagues. Acting against the interest of their company. Despite all the affiliation events, the celebration, the people initiatives, the leadership development programs to train managers on how to better motivate their teams.
At the beginning, I thought there was a chicken and egg issue: because people are less engaged, they are less productive. Or vice versa, because they are less productive, we put more pressure and they are less engaged. But as we were doing our analysis we realized that there was a common root cause to these two issues that relates, in fact, to the basic pillars of management. The way we organize is based on two pillars.
The hard—structure, processes, systems.
The soft—feeling, sentiments, interpersonal relationship, traits, personality.
And whenever a company reorganizes, restructures, reengineers, goes through a cultural transformation program, it chooses these two pillars. Now we try to refine them, we try to combine them. The real issue is – and this is the answer to the two enigmas – these pillar are obsolete.
Everything you read in business books is based either two of the other or their combine. They are obsolete. How do they work when you try to use these approaches in front of the new complexity of business? The hard approach, basically is that you start from strategy, requirement, structure, processes, systems, KPIs, scorecards, committees, headquarters, hubs, clusters, you name it. I forgot all the metrics, incentives, committees, middle offices and interfaces. What happens basically on the left, you have more complexity, the new complexity of business. We need quality, cost, reliability, speed. And every time there is a new requirement, we use the same approach. We create dedicated structure processed systems, basically to deal with the new complexity of business. The hard approach creates just complicatedness in the organization.
Let’s take an example. An automotive company, the engineering division is a five-dimensional matrix. If you open any cell of the matrix, you find another 20-dimensional matrix. You have Mr. Noise, Mr. Petrol Consumption, Mr. Anti-Collision Propertise. For any new requirement,
you have a dedicated function in charge of aligning engineers against the new requirement. What happens when the new requirement emerges?
Some years ago, a new requirement appeared on the marketplace: the length of the warranty period. So therefore the requirement is repairability, making cars easy to repair. Otherwise when you bring the car to the garage to fix the light, if you have to remove the engine to access the lights, the car will have to stay one week in the garage instead of two hours, and the warranty budget will explode. So, what was the solution using the hard approach? If repairability is the rew requirement, the solution is to create a new function, Mr. Repairability. And Mr. Repairability creates the repairability process. With a repairability scorecard, with a repairability metric and eventually repairability incentive.That came on top of 25 other KPIs. What percentage of these people is variable compensation? Twenty percent at most, divided by 26 KPIs, repairability makes a difference of 0.8 percent. What difference did it make in their action, their choices to simplify? Zero. But what occurs for zero impact? Mr. Repairability, process, scorecard, evaluation, coordination with the 25 other coordinators to have zero impact. Now, in front of the new complexity of business, the only solution is not drawing box es with reporting lines. It is basically the interplay. How the parts work together. The connection, the interaction, the synapse. It is not skeleton of boxes, it is the nervous system of adaptiveness and
intelligence. You know, you could call it cooperation, basically. Whenever people cooperate, they use less resources. In everything. You know, the repairability issue is a cooperation problem.
When you design cars, please take into account the need of those who will repair the cars in the after sales garage. When we don’t cooperate we need more time, more equipment, more system, more teams. We need – when procurement, supply chain, manufacturing don’t cooperate we need more stock, more investories, more working capital.
Who will pay for that? Shareholder? Customers? No, they will refuse. So who is left? The employees, who have tocompensate through their super individual efforts for the lack of cooperation. Stress, burnout, they are overwhelmed, accidents. No wonder they disengage.
How do the hard and the soft try to foster cooperation?
The hard: in banks, when there is problem between the back office and the front office, they don’t cooperate. What is the solution? They create a middle office.
What happens one years later? Instead of one problem between the back and front, now have to problems. Between the back and the middle and between the middle and the front. Plus I have to pay for the middle office. The hard approach is unable to foster cooperation. It can only add new boxes, new bones in the skeleton.
The soft approach: to make people cooperate, we need to make then like each other. Improve interpersonal feelings, the more people laike each other, the more they will cooperate. It is totally worng. It even counterproductive.
Look, at home I have two TVs. Why? Precisely not to have to cooperate with my wife. Not to have to impose tradeoffs to my wife. And why I try not to impose tradeoffs to my wife is precisely because I love my wife. If I didn’t love my wife, one TV would be enough: you will watch my favorite football game, if you are not happy, how is the book or the door?
The more we like each other, the more we avoid the real cooperation that would strain our relationships by imposing tough tradeoffs. And we go for a second TV or we escalate the decision above for arbitration.
Definitely, these approaches are obsolete. To deal with complexity, to enhance nervous system, we have created what we call the smart simplicity approach based on simple rules. Simple rule number one: understand what others do. What is their real work? We need go beyond the boxes, the job description, beyond the surface of the container, to understand the real content. Me, designer, if I put a wire here, I know that it will mean that we will have to remove the engine to access the lights. Second, you need to reinforce integrators.
TED的英文演讲稿 2
I want to discuss with you this afternoon why youre going to fail to have a great career. (Laughter)
今天下午我想和你们讨论一下你为什么不会成就伟业。(笑声)
Im an economist. I do dismal. End of the day, its ready for dismal remarks. I only want to talk to those of you who want a great career. I know some of you have already decided you want a good career. Youre going to fail, too — (Laughter) — because — Goodness, youre all cheery about failing. (Laughter) Canadian group, undoubtedly. (Laughter) Those trying to have good careers are going to fail, because, really, good jobs are now disappearing. There are great jobs and great careers, and then there are the high-workload, high-stress, bloodsucking, soul-destroying kinds of jobs, and practically nothing in between.
我是个经济学家。我让人心情低落。一天过完了，准备好听听让人心情低落的评论。我只想和你们想要成就伟业的那些人谈。我知道你们有些人已经决定了你们想要一个成功的事业。你们也会失败的-(笑声)-因为-天呐，你们听到失败都这么高兴。(笑声)无疑是加拿大人。(笑声)想事业有成的人会失败，因为，真的，现在好工作都在消失。有好工作，和好事业，也有工作量大，压力大，吸食血液，侵蚀灵魂的那种工作，而且几乎没有工作能好点的。
So the people looking for good jobs are going to fail. Im going to talk about those looking for great jobs, great careers, and why youre going to, why youre going to fail. First reason is that no matter how many times people tell you, “If you want a great career, you have to pursue your passion, you have to pursue your dreams, you have to pursue, the greatest fascination in your life,” you hear it again and again and then you decide not to do it. It doesnt matter how many times you download Steven J.s Stanford commencement address, you still look at it and decide not to do it.
所以想找好工作的人会失败。我谈谈那些寻找伟业的人，你们为什么要寻找，为什么会失败。第一个原因是不管多少次别人告诉你，“如果你想成就伟业，你就必须追随你的热忱，你必须追随你的梦想，你必须追随你人生中最大的吸引，“你听过这句话一遍又一遍，然后你决定不去这样做。不管你下载多少次Steven J在斯坦福大学的开学演讲，你还是看看然后决定不去做。
Im not quite sure why you decide not to do it. Youre too lazy to do it. Its too hard. Youre afraid if you look for your passion and dont find it, youll feel like youre an idiot, so then you make excuses about why youre not going to look for your passion. And they are excuses, ladies and gentlemen. Were going to go through a whole long list, your creativity, and thinking of excuses not to do what you really need to do if you want to have a great career.
我不太确定你为什么决定不去做。你太懒了。这事太难。你害怕如果你去寻找梦想然后找不到，你会觉得你像个白痴，所以你给自己找借口，为什么你不去追寻你的梦想。这些都是借口，女士们先生们。我们要列一个长单子，你的创造力，想想你不去做成就伟业该做的事情的借口。
So, for example, one of your great excuses is, “Well, great careers are really and truly, for most people, just a matter of luck, so Im going to stand around, Im going to try to be lucky, and if Im lucky, Ill have a great career. If not, Ill have a good career.” But a good career is an impossibility, so thats not going to work.
所以，举例来说，你众多借口之一是，“嗯，伟业实际上对于大多数人来说只是运气问题，所以我就在这待着，我就试试做那个幸运的人，然后如果我真幸运的话，我就能成就伟业。如果不能，我就找个还不错的事业。”但是没有还不错的事业，所以这个行不通。
Then, your other excuse is, “Yes, there are special people who pursue their passions, but they are geniuses. They are Steven J. Im not a genius. When I was five, I thought I was a genius, but my professors have beaten that idea out of my head long since.” (Laughter) Mm? “And now I know I am completely competent.” Now, you see, if this was , being completely competent, that would have given you a great career. But guess what? This is almost , and saying to the world, “I am totally, completely competent,” is damning yourself with the faintest of praise.
然后，你还有其他借口：“是的，有那些与众不同的人追寻自己的梦想，但是他们是天才。他们是Steven J.我不是天才。我五岁的时候以为自己是天才，但是我的教授们早就把这个念头打消了。“(笑声)嗯? ”然后现在我知道自己完全有能力。“现在你看，如果这是在年，完全有能力，就能让你成就伟业。但是你知道么?现在几乎是年了，对世界说”我完全，绝对，有能力，“就是用最无力的称赞谴责你自己。
And then, of course, another excuse: “Well, I would do this, I would do this, but, but, well, after all, Im not weird. Everybody knows that people who pursue their passions are somewhat obsessive. A little strange? Mm? Mm? Okay? You know, a fine line between madness and genius. Im not weird. Ive read Steven J.s biography. Oh my goodness. I am not that person. I am nice. I am normal. Im a nice, normal person, and nice, normal people dont have passion. Ah. But I still want a great career. Im not prepared to pursue my passion, so I know what Im going to do, because I have, I have a solution, I have a strategy. Its the one Mommy and Daddy told me about. Mommy and Daddy told me that if I worked hard, Id have a good career. So, if you work hard and have a good career, if you work really, really, really hard, youll have a great career. Doesnt that, like, mathematically make sense?” Hmm. Not. (Laughter) But youve managed to talk yourself into that.
然后，当然，另外一个借口：”嗯，我会做这个，我会做这个，但是，但是，嗯，毕竟，我不是个怪人。每个人都知道那些追寻自己梦想的人都多少有点强迫症。有点奇怪?嗯?嗯?好吧?你知道的，疯子和天才一线之隔。我不是个怪人。我读过Steven J的传记。我的天呐。我不是那种人。我是好人。我是正常人。我是正常的好人，而且正常的好人没有梦想。啊。但是我还是想要成就伟业。我还没准备好去追寻梦想，所以我知道我要做什么，因为我有办法，我有策略。就是爸爸妈妈告诉过我的.那个。爸爸妈妈告诉我说如果我努力工作，我会有个不错的事业。所以，如果你努力工作，而且有个不错的事业，如果你工作特别特别特别努力，你就能成就伟业。这在数学上不是也成立么?“嗯…不是的。(笑声)但是你还是让自己信了这话。
You know what? Heres a little secret. You want to work? You want to work really, really, really hard? You know what? Youll succeed. The world will give you the opportunity to work really, really, really, really hard, but are you so sure that thats going to give you a great career when all the evidence is to the contrary?
你知道么?这有一个小秘密。你想工作?你想工作特别特别特别努力?你知道么?你会成功的。这个世界会给你机会去工作得特别特别特别努力，但是你就那么确信这能让你成就伟业即使所有的证据都指向另一边?
So lets assume, lets deal with those of you who are trying to find your passion. You actually understand that you really had better do it, never mind the excuses. Youre trying to find your passion, and youre so happy. You found something youre interested in.
所以咱们假设，咱们来处理一下你们当中想追寻梦想的人。你实际上明白你最好这么做，抛开借口。你试图找到你的梦想，而且你这么快乐。你找到了你感兴趣的事。
I have an interest! I have an interest! You tell me. You say, “I have an interest!” I say, “Thats wonderful! And what, what are you trying to tell me? That you — ” “Well, I have an interest.” I say, “Do you have passion?” “I have an interest,” you say. Your interest is compared to what? “Well, Im interested in this.” And what about the rest of humanitys activities? “Im not interested in them.” Youve looked at them all, have you? “No. Not exactly.”
我有个兴趣!我有个兴趣!你告诉我。你说，“我有个兴趣!“我说，”太好了!“你想告诉我什么呢? ”嗯，我有个兴趣。“我说，“你有热忱么?” “我有兴趣，”你说。你的兴趣和什么比较? “嗯，我对这个感兴趣。”那其他一切的人类活动呢? “我对那些没兴趣。”你把那些都看过一遍了? “没有。不完全是。”
Passion is your greatest love. Passion is the thing that will help you create the highest expression of your talent. Passion, interest — its not the same thing. Are you really going to go to your sweetie and say, “Marry me! Youre interesting.” (Laughter) Wont happen. Wont happen, and you will die alone. (Laughter)
热忱是你最高程度的热爱。热忱是能帮助你最好地成就自己才华的事情。热忱，兴趣-不是一回事。你真的会去找你的甜心然后说，“嫁给我吧!你很有意思。“(笑声)不会发生的。不会发生，然后你会孤独终老。(笑声)
What you want, what you want, what you want, is passion. It is beyond interest. You need interests, and then one of them, one of them might grab you, one of them might engage you more than anything else, and then you may have found your greatest love in comparison to all the other things that interest you, and thats what passion is.
你想要的，你想要的，你想要的，是热忱。它超越兴趣。你需要个兴趣，然后它们其中一个，其中一个会抓住你，让你燃起激情。然后你就找到了与其他事情相比之下你最大的热爱，那就是你的热忱。
I have a friend, proposed to his sweetie. He was an economically rational person. He said to his sweetie, “Let us marry. Let us merge our interests.”
我有个朋友，向他女友求婚。他是个会过日子的人。他对他女友说，“咱们结婚吧。让咱们融合利益。”
(Laughter)
(笑声)
Yes he did. “I love you truly,” he said. “I love you deeply. I love you more than any other woman Ive ever encountered. I love you more than Mary, Jane, Susie, Penelope, Ingrid, Gertrude, Gretel — I was on a German exchange program then.” (Laughter) “I love you more than — ” All right! She left the room halfway through his enumeration of his love for her. After he got over his surprise at being, you know, turned down, he concluded hed had a narrow escape from marrying an irrational person, although he did make a note to himself that the next time he proposed, it was perhaps not necessary to enumerate all of the women he had auditioned for the part. (Laughter)
是的，他这么说的。 “我真心爱你，”他说，“我深深爱着你。我爱你胜过其他任何女人。我爱你胜过Mary, Jane, Susie, Penelope, Ingrid, Gertrude, Gretel-我那时候在一个德国的交换项目里。“(笑声) “我爱你胜过-”好的!她在他列举到一半的时候离开了房间。在他从被拒绝的惊讶中缓过来之后，他总结了他刚刚成功逃离和一个不理性的人结婚的厄运。虽然他也对自己说，下次求婚的时候，不必要列举所有过往的女朋友。(笑声)
But the point stands. You must look for alternatives so that you find your destiny, or are you afraid of the word “destiny”? Does the word “destiny” scare you? Thats what were talking about, and if you dont find the highest expression of your talent, if you settle for “interesting,” what the hell ever that means, do you know what will happen at the end of your long life? Your friends and family will be gathered in the cemetery, and there, beside your gravesite will be a tombstone, and inscribed on that tombstone, it will say, “Here lies a distinguished engineer who invented Velcro.” But what that tombstone should have said, in an alternative lifetime, what it should have said if it was your highest expression of talent, was, “Here lies the last Nobel Laureate in Physics, who formulated the Grand Unified Field Theory and demonstrated the practicality of warp drive.”
但是这个论点是成立的。你必须寻找各种选择才能找到命中注定的那个，或者你害怕”命中注定“这个词么? ”命中注定“这个词吓着你么?这就是我们要谈的，而且如果你找不到你才能的最高表达，如果你在”有意思“这里止步不前，不管这他 妈的是什么意思，你知道在你漫长的一生即将结束的时候会发生什么吗?你的亲友们聚集在墓地里，在这，你的坟边上有个墓碑，这个墓碑上刻着字，说，”此地长眠着一位发明了Velcro的杰出工程师。“但是这个墓碑上也应该刻着，在一个平行时空里，如果这是你才能的最高表达它就应该刻着，”此地长眠着一位诺贝尔物理学奖得主，他规范了”大统一场论“并且示范了曲速引擎的实用性。”
(Laughter) Velcro, indeed. (Laughter)
(笑声) Velcro,确实。(笑声)
One was a great career. One was a missed opportunity. But then, there are some of you, in spite of all these excuses, you will find, you will find your passion, and youll still fail.
一个是伟业。一个是失掉的机会。但是，你们当中有些人，抛开这些借口，你们会找到，你们会找到自己的热忱，然后你们还是失败了。
Youre going to fail, because, because youre not going to do it, because you will have invented a new excuse, any excuse to fail to take action, and this excuse Ive heard so many times. “Yes, I would pursue a great career, but I value human relationships more than accomplishment. I want to be a great friend. I want to be a great spouse. I want to be a great parent, and I will not sacrifice them on the altar of great accomplishment.”
你会失败，因为，因为你不会着手去做，因为你会想出新的借口，任何让你只说不做的借口，而且这个借口我已经听过很多次了。 “是的，我会追求一番伟业，但是相比成就，我更看重人与人之间的关系。我想做一个好朋友。我想做一个好伴侣。我想做一个好父母，而且我不会为了伟大的成就而牺牲这些。”
(Laughter)
(笑声)
What do you want me to say? Now, do you really want me to say now, tell you, “Really, I swear I dont kick children.” (Laughter) Hmm? Look at the worldview youve given yourself. Youre a hero no matter what, and I, by suggesting, ever so delicately, that you might want a great career, must hate children. I dont hate children. I dont kick them. Yes, there was a little kid wandering through this building when I came here, and no, I didnt kick him. (Laughter)
你们想让我说什么?现在，你们真的想让我说，告诉你们，“真的，我发誓我不踢小孩。”(笑声)嗯?看看你给自己定的世界观。无论如何你都是个英雄，然而我，通过暗示，这么小心翼翼地，说你可能想要成就伟业，一定痛恨小孩。我不恨小孩。我不踢他们。是的，刚才我来的时候有个小孩走过来，我没踢他。(笑声)
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)
当然，我不得不告诉他这个楼是给大人的，他得出去。他含糊地说他妈妈什么的，然后我跟他说他妈估计在外面找他呢。我上次看到他的时候他正在台阶上哭呢。(笑声)真是个懦夫。(笑声)
But what do you mean? Thats what you expect me to say. You really think, you really think its appropriate that you should actually take children and use them as a shield? You know what will happen someday, you, you ideal parent, you? The kid will come to you someday and say, “I know what I want to be. I know what Im going to do with my life.” You are so happy. Its the conversation a parent wants to hear, because your kids good in math, and you know youre going to like what comes next. Says your kid, “I have decided I want to be a magician. I want to perform magic tricks on the stage.” (Laughter)
但是你是什么意思?这就是你们期待我说的。你真的认为，你真的认为拿小孩当挡箭牌合适吗?你知道有一天会发生什么，你，完美的父母，对吗?你的孩子有一天会跟你说，“我知道我想做什么。我知道我想怎么度过一生。”你特别高兴。这种对话父母最爱听了，因为你的孩子数学好，而且你知道你会爱听你孩子接下来的话。你孩子说，“我决定了我想做个魔术师。我想在舞台上表演魔术。” (笑声)
And what do you say? You say, you say, “Umm … thats risky, kid. Might fail, kid. Dont make a lot of money at that, kid. You know, I dont know, kid, you should think about that again, kid, youre so good at math, why dont you — ”
然后你说什么?你说，你说，“嗯…那样比较不保险，孩子。有可能会失败，孩子。挣不了大钱，孩子。你知道的，我不知道，孩子，你应该再想想，孩子，你数学这么好，为什么不-“
And the kid interrupts you, and says, “But it is my dream. It is my dream to do this.” And what are you going to say? You know what youre going to say? “Look kid. I had a dream once, too, but — but.” So how are you going to finish the sentence with your “but”? “… But. I had a dream too, once, kid, but I was afraid to pursue it.” Or, are you going to tell him this? “I had a dream once, kid. But then you were born.” (Laughter)
然后你孩子打断你，说，”但是那是我的梦想。我梦想就是成为魔术师。“然后你要说什么?你知道你要说什么吗? ”你看，孩子，我过去也有过梦想。但是-但是。“所以你想怎么用”但是“结束你的句子? ”…但是，我过去也有过梦想，孩子，但是我没敢去追随。“还是，你想告诉他这个? ”我过去有梦想，孩子。但是之后你出生了。“(笑声)
(Laughter) (Applause)
(笑声)(掌声)
Do you, do you really want to use your family, do you really ever want to look at your spouse and your kid and see your jailers? There was something you could have said to your kid when he or she said, “I have a dream.” You could have said, looked the kid in the face, and said, “Go for it, kid, just like I did.” But you wont be able to say that because you didnt. So you cant. (Laughter)
你真的，真的想利用你的家庭，你真的想把你的伴侣，和你的孩子当成狱卒吗?你其实可以这么跟你孩子讲。当他/她说”我有个梦想“的时候，你可以说，面对你的孩子，说，”去追随它吧，孩子，就像我那样。“但是你没法那么说，因为你没去追随梦想。所以你不能那么说。(笑声)
And so the sins of the parents are visited on the poor children. Why will you seek refuge in human relationships as your excuse not to find and pursue your passion? You know why. In your heart of hearts, you know why, and Im being deadly serious. You know why you would get all warm and fuzzy and wrap yourself up in human relationships. It is because you are — You know what you are.
然后父母的罪恶就在可怜的孩子们身上应验了。你为什么把人际关系当成你不去追随你的热忱的借口?你自己知道为什么。在你内心的内心，你知道为什么，而且我现在非常严肃。你知道你为什么会在人际关系中层层包裹自己。这是因为你是-你知道你是什么。
Youre afraid to pursue your passion. Youre afraid to look ridiculous. Youre afraid to try. Youre afraid you may fail. Great friend, great spouse, great parent, great career. Is that not a package? Is that not who you are? How can you be one without the other? But youre afraid.
你不敢去追求梦想。你害怕自己看起来像个疯子。你不敢去尝试。你害怕失败。好朋友，好伴侣，好父母，伟业。不是打包在一起的吗?这难道不是你?你怎么能符合其中一个却不符合另一个?但是你害怕。
And thats why youre not going to have a great career, unless — unless, that most evocative of all English words — unless. But the unless word is also attached to that other, most terrifying phrase, “If only I had … ” “If only I had … ” If you ever have that thought ricocheting in your brain, it will hurt a lot.
这就是为什么你不会成就伟业，除非-除非，最引人回忆的词-除非。但是除非这个词和另外一个最可怕的短语是连着的，”如果我当初…“ ”如果我当初…“如果你曾经有过这个想法在你脑海里回旋，它会特别伤人。
So, those are the many reasons why you are going to fail to have a great career, unless …
所以，这些就是你为什么不能成就伟业的众多原因。除非…
Unless.
除非。
Thank you. (Applause)
谢谢。(掌声)
TED的英文演讲稿 3
When I was a child, I lived in California, which is, you know, mostly a very nice place to live, but for me as a child, California could also be a little scary. 我小时候住在加利福尼亚，你们都知道，是非常适合居住的位置，但是对一个小孩来说，加利福尼亚也会有点吓人。
I remember how frightening it was to see the chandelier that hung above our dining table swing back and forth during every minor earthquake, and I sometimes couldnt sleep at night, terrified that the Big One might strike while we were sleeping. 我记得每次小地震的时候当我看到我们餐桌上的吊灯晃来晃去的时候是多么的吓人，我经常会彻夜难眠，担心大地震会在我们睡觉的`时候突然袭来。
And what we say about kids who have fears like that is that they have a vivid imagination. But at a certain point, most of us learn to leave these kinds of visions behind and grow up. 我们说小孩子感受到这种恐惧是因为他们有生动的想象力。但是在某个时候，我们大多数学会了抛弃这种想法而变得成熟。
TED的英文演讲稿 4
When I was nine years old I went off to summer camp for the first time. And my mother packed me a suitcase full of books, which to me seemed like a perfectly natural thing to do. Because in my family, reading was the primary group activity. And this might sound antisocial to you, but for us it was really just a different way of being social. You have the animal warmth of your family sitting right next to you, but you are also free to go roaming around the adventureland inside your own mind. And I had this idea that camp was going to be just like this, but better. (Laughter) I had a vision of 10 girls sitting in a cabin cozily reading books in their matching nightgowns.
(Laughter)
Camp was more like a keg party without any alcohol. And on the very first day our counselor gathered us all together and she taught us a cheer that she said we would be doing every day for the rest of the summer to instill camp spirit. And it went like this: “R-O-W-D-I-E, thats the way we spell rowdie. Rowdie, rowdie, lets get rowdie.” Yeah. So I couldnt figure out for the life of me why we were supposed to be so rowdy, or why we had to spell this word incorrectly. (Laughter) But I recited a cheer. I recited a cheer along with everybody else. I did my best. And I just waited for the time that I could go off and read my books.
But the first time that I took my book out of my suitcase, the coolest girl in the bunk came up to me and she asked me, “Why are you being so mellow?” — mellow, of course, being the exact opposite of R-O-W-D-I-E. And then the second time I tried it, the counselor came up to me with a concerned expression on her face and she repeated the point about camp spirit and said we should all work very hard to be outgoing.
And so I put my books away, back in their suitcase, and I put them under my bed, and there they stayed for the rest of the summer. And I felt kind of guilty about this. I felt as if the books needed me somehow, and they were calling out to me and I was forsaking them. But I did forsake them and I didnt open that suitcase again until I was back home with my family at the end of the summer.
Now, I tell you this story about summer camp. I could have told you 50 others just like it — all the times that I got the message that somehow my quiet and introverted style of being was not necessarily the right way to go, that I should be trying to pass as more of an extrovert. And I always sensed deep down that this was wrong and that introverts were pretty excellent just as they were. But for years I denied this intuition, and so I became a Wall Street lawyer, of all things, instead of the writer that I had always longed to be — partly because I needed to prove to myself that I could be bold and assertive too. And I was always going off to crowded bars when I really would have preferred to just have a nice dinner with friends. And I made these self-negating choices so reflexively, that I wasnt even aware that I was making them.
Now this is what many introverts do, and its our loss for sure, but it is also our colleagues loss and our communities loss. And at the risk of sounding grandiose, it is the worlds loss. Because when it comes to creativity and to leadership, we need introverts doing what they do best. A third to a half of the population are introverts — a third to a half. So thats one out of every two or three people you know. So even if youre an extrovert yourself, Im talking about your coworkers and your spouses and your children and the person sitting next to you right now — all of them subject to this bias that is pretty deep and real in our society. We all internalize it from a very early age without even having a language for what were doing.
Now to see the bias clearly you need to understand what introversion is. Its different from being shy. Shyness is about fear of social judgment. Introversion is more about, how do you respond to stimulation, including social stimulation. So extroverts really crave large amounts of stimulation, whereas introverts feel at their most alive and their most switched-on and their most capable when theyre in quieter, more low-key environments. Not all the time — these things arent absolute — but a lot of the time. So the key then to maximizing our talents is for us all to put ourselves in the zone of stimulation that is right for us.
But now heres where the bias comes in. Our most important institutions, our schools and our workplaces, they are designed mostly for extroverts and for extroverts need for lots of stimulation. And also we have this belief system right now that I call the new groupthink, which holds that all creativity and all productivity comes from a very oddly gregarious place.
So if you picture the typical classroom nowadays: When I was going to school, we sat in rows. We sat in rows of desks like this, and we did most of our work pretty autonomously. But nowadays, your typical classroom has pods of desks — four or five or six or seven kids all facing each other. And kids are working in countless group assignments. Even in subjects like math and creative writing, which you think would depend on solo flights of thought, kids are now expected to act as committee members. And for the kids who prefer to go off by themselves or just to work alone, those kids are seen as outliers often or, worse, as problem cases. And the vast majority of teachers reports believing that the ideal student is an extrovert as opposed to an introvert, even though introverts actually get better grades and are more knowledgeable, according to research. (Laughter)
Okay, same thing is true in our workplaces. Now, most of us work in open plan offices, without walls, where we are subject to the constant noise and gaze of our coworkers. And when it comes to leadership, introverts are routinely passed over for leadership positions, even though introverts tend to be very careful, much less likely to take outsize risks — which is something we might all favor nowadays. And interesting research by Adam Grant at the Wharton School has found that introverted leaders often deliver better outcomes than extroverts do, because when they are managing proactive employees, theyre much more likely to let those employees run with their ideas, whereas an extrovert can, quite unwittingly, get so excited about things that theyre putting their own stamp on things, and other peoples ideas might not as easily then bubble up to the surface.
Now in fact, some of our transformative leaders in history have been introverts. Ill give you some examples. Eleanor Roosevelt, Rosa Parks, Gandhi — all these peopled described themselves as quiet and soft-spoken and even shy. And they all took the spotlight, even though every bone in their bodies was telling them not to. And this turns out to have a special power all its own, because people could feel that these leaders were at the helm, not because they enjoyed directing others and not out of the pleasure of being looked at; they were there because they had no choice, because they were driven to do what they thought was right.
Now I think at this point its important for me to say that I actually love extroverts. I always like to say some of my best friends are extroverts, including my beloved husband. And we all fall at different points, of course, along the introvert/extrovert spectrum. Even Carl Jung, the psychologist who first popularized these terms, said that theres no such thing as a pure introvert or a pure extrovert. He said that such a man would be in a lunatic asylum, if he existed at all. And some people fall smack in the middle of the introvert/extrovert spectrum, and we call these people ambiverts. And I often think that they have the best of all worlds. But many of us do recognize ourselves as one type or the other.
And what Im saying is that culturally we need a much better balance. We need more of a yin and yang between these two types. This is especially important when it comes to creativity and to productivity, because when psychologists look at the lives of the most creative people, what they find are people who are very good at exchanging ideas and advancing ideas, but who also have a serious streak of introversion in them.
And this is because solitude is a crucial ingredient often to creativity. So Darwin, he took long walks alone in the woods and emphatically turned down dinner party invitations. Theodor Geisel, better known as Dr. Seuss, he dreamed up many of his amazing creations in a lonely bell tower office that he had in the back of his house in La Jolla, California. And he was actually afraid to meet the young children who read his books for fear that they were expecting him this kind of jolly Santa Claus-like figure and would be disappointed with his more reserved persona. Steve Wozniak invented the first Apple computer sitting alone in his cubical in Hewlett-Packard where he was working at the time. And he says that he never would have become such an expert in the first place had he not been too introverted to leave the house when he was growing up.
Now of course, this does not mean that we should all stop collaborating — and case in point, is Steve Wozniak famously coming together with Steve Jobs to start Apple Computer — but it does mean that solitude matters and that for some people it is the air that they breathe. And in fact, we have known for centuries about the transcendent power of solitude. Its only recently that weve strangely begun to forget it. If you look at most of the worlds major religions, you will find seekers — Moses, Jesus, Buddha, Muhammad — seekers who are going off by themselves alone to the wilderness where they then have profound epiphanies and revelations that they then bring back to the rest of the community. So no wilderness, no revelations.
This is no surprise though if you look at the insights of contemporary psychology. It turns out that we cant even be in a group of people without instinctively mirroring, mimicking their opinions. Even about seemingly personal and visceral things like who youre attracted to, you will start aping the beliefs of the people around you without even realizing that thats what youre doing.
And groups famously follow the opinions of the most dominant or charismatic person in the room, even though theres zero correlation between being the best talker and having the best ideas — I mean zero. So … (Laughter) You might be following the person with the best ideas, but you might not. And do you really want to leave it up to chance? Much better for everybody to go off by themselves, generate their own ideas freed from the distortions of group dynamics, and then come together as a team to talk them through in a well-managed environment and take it from there.
Now if all this is true, then why are we getting it so wrong? Why are we setting up our schools this way and our workplaces? And why are we making these introverts feel so guilty about wanting to just go off by themselves some of the time? One answer lies deep in our cultural history. Western societies, and in particular the U.S., have always favored the man of action over the man of contemplation and “man” of contemplation. But in Americas early days, we lived in what historians call a culture of character, where we still, at that point, valued people for their inner selves and their moral rectitude. And if you look at the self-help books from this era, they all had titles with things like “Character, the Grandest Thing in the World.” And they featured role models like Abraham Lincoln who was praised for being modest and unassuming. Ralph Waldo Emerson called him “A man who does not offend by superiority.”
TED的英文演讲稿 5
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.
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