《ted演讲稿中英文对照演讲稿》由会员分享，可在线阅读，更多相关《ted演讲稿中英文对照演讲稿（30页珍藏版）》请在金锄头文库上搜索。
1、ted演讲稿中英文对照 演讲稿 ted演讲稿中英文对照篇一TED Simon 演讲稿 英文+中文 How do you explain when things dont go as we assume For example: Why is Apple so innovative Why is it that Martin Luther King led the Civil Rights Movement And why is it that the Wright brothers were able to figure out controlled, powered man flight w
2、hen there were certainly other teams who were better qualified, better funded . and they didnt achieve powered man flight, and the Wright brothers beat them to it. Theres something else at play here. About three and a half years ago I made a discovery. And this discovery profoundly changed my view o
3、n how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, theres a pattern. As it turns out, all the great and piring leaders and organizations in the world - whether its Apple or Martin Luther King or the Wright brothers - they all think, ac
4、t and communicate the exact same way. And its the complete opposite to everyone else. All I did was codify it, and its probably the worlds simplest idea. I call it the golden circle. Why What Whats your cause Why does your organization exist And why should anyone care Meh. And thats how most of us c
5、ommunicate. Thats how most marketing is done, thats how most sales is done and thats how most of us communicate interpersonally. We say what we do, we say how were different or how were better and we expect some sort of a behavior, a purchase, a vote, something like that. Heres our new law firm: We
6、have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Heres our new car: It gets great gas mileage, it has leather seats, buy our car. But its unpiring. Heres how Apple actually communicates. Everything we do, we believe in challenging the status
7、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 Youre ready to buy a computer from me. All I did was reverse the order of the informat
8、ion. What it proves to us is that people dont buy what you do; people buy why you do it. People dont buy what you do; they buy why you do it. This expla why every single person in this room is perfectly comfortable buying a computer from Apple. But were also perfectly comfortable buying an MP3 playe
9、r from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apples just a computer company. Theres 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 ye
10、ars ago, Gateway came out with flat screen TVs. Theyre eminently qualified to make flat screen TVs. Theyve 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
11、- and nobody bought one. In fact, talking about it now, we cant even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company Because the part of the brain that controls decision-making doesnt control language. And the best we can muster up is, I dont know. It
12、just doesnt feel right. Or sometimes you say youre leading with your heart, or youre leading with your soul. Well, I hate to break it to you, those arent other body parts controlling your behavior. Its all happening here in your limbic brain, the part of the brain that controls decision-making and n
13、ot language. But if you dont 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
14、 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; its 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, theyll work for your money, but if you hire people who believe what you bel
