演讲 点击： 2015-10-12
TED演讲稿(中英)
Shanghai, at the height of the cultural revolution. My grandmother teel me that she heard the sound of the gunfire along with my first cries. When I grew up, I was told a story that explained all I needed to know about humanity. It went like this. All human societies develop in linear progression, beginning with primitive society, then slave society, feudalism, capitalism, socialism, and finally guess where we end up.Communism! Sooner or later, all of humanity,regardless of culture, language, nationality, will arrive at this final stage of political and social development. The entire world’s peoples will be unified in this paradise on earth and live happily ever after. Before we get there, we need to engage in a struggle between good and evil, the good of socialism against the evil of capitalism and the good shall triumph. That, of course, was the meta-narrative distilled from the theories of Karl Marx. And the Chinese bought it. We were taught that grand story day in and day out. It became part of us, and we believed in it. The story was a bestseller. About one third of the entire world’s population lived under that meta narrative. Then, the world changed overnight. As for me, disillusioned by the failed religion of my youth, I went to America and became a Berkeley hippie.Now, as I was coming of age, something else happened. As if one big story wasn't’t enough, I was told another one. This one was just as grand. It also claims that all human societies develop in linear progression towards a singular end. This one went as follows: All society, regardless
of culture, be it Christian, Muslim, Confucian, must progress from traditional societies in which groups are the basic units to modern societies in which atomized individuals are the sovereign units and all these individuals are, by definition, rational, and they all want one thing: the vote. Because they are rational, once given the vote, they produce good government and live happily ever after. Paradise on earth again. Sooner or later, electoral democracy will be the only political system for all countries and all peoples, with a free market to make them all rich. But before we get there, we’re engaged in a struggle between good and evil. The good belongs to those who are democracies and are charged with a mission of spreading it around the globe, sometimes by force against the evil of those who do not hold elections. This story also became a bestseller. According to the Freedom House, the number of democracies went from 45 in 1970 to 115 in 2010. In the last 20 years, Western elites tirelessly trotted around the globe selling this prospectus: multiple parties fight for political power and everyone voting on them is the only path to salvation to the long-suffering developing world. Those who buy the prospectus are destined for success. Those who do not are doomed to fail. But this time, the Chinese didn't’t buy it. Fool me once. The rest is history. In just 30 years, China went form one of the poorest agricultural countries in the world to its second-largest economy. Six hundred fifty million people were lifted out of poverty. Eighty percent of the entire world’s
poverty alleviation during that period happened in China. In other words, all the old and new democracies put together amounted to a mere fraction of what a single,one-party state did without voting. See, I grew up on this stuff: food stamps. Meat was rationed to a few hundred grams per person per month at one point. Needless to say, I ate all my mother’s portions. So I asked myself, what’s wrong with this picture? Here I am in my hometown, my business growing leaps and bounds. Entrepreneurs are starting companies every day. Middle class is expanding in speed and scale unprecedented in history. Yet, according to the grand story, none of this should be happening. So I went and did the only thing I could. I studied it. Yes, China is a one-party state, run by the Chinese Communist Party, the Party, and they don’t hold elections. Three assumptions are made by the dominant political theories of our time. Such a system is operationally rigid, political closed, and morally illegitimate. Well, the assumptions are wrong. The opposites are true. Adaptability, meritocracies, legitimacy are the three defining characteristics of Chin’ s one-party system. Now, most political scientists will tell us that a one-party system is inherently incapable of self-correction. It won’t last long because it cannot adapt. Now here are the facts. In 64 years of running the largest country in the world, the range of the party’s policies has been wider than any other country in recent memory, from radical land collectivization to Great Leap Forward, then privatization of
farmland, then the Cultural Revolution, then Deng Xiaoping’s market reform, then successor Jiang Zemin took the giant political step of opening up party member to private businesspeople, something unimaginable during Mao’s rule. So the party self-corrects in rather dramatic fashions. Institutionally, new rules get enacted to correct previous dysfunctions. For example, term limits. Political leaders used to retain their positions for life and they used that to accumulate power and perpetuate their rules. Mao was the father of modern China, yet his to prolonged rule led to disastrous mistakes. So the party instituted term limits with mandatory retirement age of 68 to 70. One thing we often hear is political reforms have lagged far behind economic reforms and China is in dire need of political reform. But this claim is rhetorical trap hidden behind a political bias. See, some have decided a priori what kind of changes they want to see and only such changes can be called political reform. The truth is, political reforms have never stopped. Compared with 30 years ago, 20 years, even 10 years ago, every aspect of Chinese society, how the country is governed, from the most local level to the highest center are recognizable today. Now such changes are simply not possible without political reforms of the most fundamental kind. Now I would venture to suggest the Party is the world’s leading expert in political reform. The second assumption is that in a one-party state power gets concentrated in the hands of the few and bad governance and corruption
follow. Indeed, corruption is a big problem, but let’s first look at the larger context. Now this may be counterintuitive to you. The Party happens to be the most meritocratic political institution in the world today. China’s highest ruling body, the Politburo, has 25 members. In the most recent one, only five of them came from a background of privilege, so-called princelings. The other 20, including the President and the Premier came from entirely ordinary backgrounds. In the larger central committee of 300 or more, the percentage of those who were born into power and wealth was even smaller. The vast majority of senior Chinese leaders worked and competed their way to the top. Compare that with the ruling elites in both developed and developing countries, I think you’ll find the Party being near the top in upward mobility. The question then is, how could that be possible in a system run by one party? Now we come to a powerful political institution little-known to Westerners: the Party’s Organization Department. The Department functions like a giant, human resource engine that would be the envy of even some of the most successful corporations. It operates a rotating pyramid made up of three components: civil service,state-owned enterprises, and social organizations like a university or a community program. They form separate yet integrated career paths for Chinese officials. They recruit college grads into entry-level positions in all three tracks, and they start from the bottom, called kuyen. Then they could get promoted through
李世默TED演讲稿(中英文)
李世默TED：
中国崛起与“元叙事”的终结
Good morning. My name is Eric Li, and I was born here. But no, I wasn’t born there. This was where I was born: Shanghai, at the height of the Cultural Revolution. My grandmother tells me that she heard the sound of gunfire along with my first cries. When I was growing up, I was told a story that explained all I ever needed to know that humanity. It went like this. All human societies develop in linear progression, beginning with primitive society, then slave society, feudalism, capitalism, socialism, and finally, guess where we end up? Communism! Sooner or later, all of humanity, regardless of culture, language, nationality, will arrive at this final stage of political and social development. The entire world’s peoples will be unified in this paradise on earth and live happily ever after. But before we get there, we’re engaged in a struggle between good and evil, the good of socialism against the evil of capitalism, and the good shall triumph. That, of course, was the meta-narrative distilled from the theories of Karl Marx. And the Chinese bought it. We were taught that grand story day in and day out. It became part of us, and we believed in it. The story was a bestseller. About on third of the entire world’s population lived under that meta narrative. Then, the world changed overnight. As for me, disillusioned by the failed religion of my youth, I went to America and became a Berkeley hippie. Now, as I was coming of age, something else happened. As if one big story wasn’t enough, I was told another one. This one was just as grand. It also claims that all human societies develop in a linear progression towards a singular end. This one went as follows. All societies, regardless of culture, be it Christian, Muslim, Confucian, must progress from traditional societies in which groups are the basic units to modern societies in which atomized individuals are the sovereign units, and all these individuals are, by definition, rational, and they all want one thing: the vote. Because they all rational, once given the vote, they produce good government and live happily ever after. Paradise on earth, again. Sooner or later, electoral democracy will be the only political system for all countries
and all peoples, with a free market to make them all rich. But before we get there, we’re engaged in a struggle between good and evil. The good belongs to those who are democracies and are charged with a mission of spreading it around the globe, sometimes by force, against the evil of those who do not hold elections. Now. This story also became a bestseller. According to the Freedom House, the number of democracies went from 45 in 1970 to 115 in 2010. In the last 20years, Western elites tirelessly trotted around the globe selling this prospectus: multiple parties fight for political power and everyone voting on them is the only path to salvation to the long-suffering developing world. Those who buy the prospectus are destined for success. Those who do not are doomed to fail. But this time, the Chinese didn’t buy it. Fool me once… The rest is history. In just 3p years, China went from one of the poorest agricultural countries in the world to its second-largest economy. Six hundred fifty million people were lifted out of poverty. Eighty percent of the entire world’s poverty alleviation during that period happened in China. In other words, all the new and old democracies put together amounted to a mere fraction of what a single, one-party state did without voting. See, I grew up on this stuff: food stamps. Meat was rationed to a few hundred grams per person per month at one point. Needless to say, I ate my grandmother’s portions. So I asked myself, what’s wrong with this picture? Here I am in my hometown, my business growing leaps and bounds. Entrepreneurs are starting companies every day. Middle class is expanding in speed and scale unprecedented in human history. Yet, according to the grand story, none of this should be happening. So I went and did the only thing I could. I studied it. Yes, China is a one-party state run by the Chinese Communist Party, the Party, and they don’t hold elections. There assumptions are made by the dominant political theories of our time. Such a system is operationally rigid, politically closed, and morally illegitimate. Well, the assumptions are wrong. The opposites are true. Adaptability, meritocracy, and legitimacy are the three defining characteristics of China’s one-party system. Now, most political scientists will tell us that a one-party system is inherently incapable of self-correction. It won’t last long because it cannot adapt. Now here are the facts. In 64 years of running the largest country in the world, the range of the party’s policies
has been wider than any other country in recent memory, from radical land collectivization to the Great Leap Forward, then privatization of farmland, then the Cultural Revolution, then Deng Xiaoping’s market reform, then successor Jiang Zemin took the giant political step of opening up party membership to private businesspeople, something unimaginable during Mao’s rule. So the party self-corrects in rather dramatic fashions. Institutionally, new rules get enacted to correct previous dysfunctions. For example, term limits. Political leaders used to retain their positions for life, and they used that to accumulate power and perpetuate their rules. Mao was the father of modern China, yet his prolonged rule led to disastrous mistakes. So the party instituted term limits with mandatory retirement age of 68 to 70. One thing we often hear is political reforms have lagged far behind economic reforms and China is in dire need of political reform. But this claim is a rhetorical trap hidden behind a political bias. See, some have decided a priori what kinds of changes they want to see, and only such changes can be called political reform. The truth is, political reforms have never stopped. Compared with 30 years ago, 20 years, even 10 years ago, every aspect of Chinese society, how the country is governed, from the most local level to the highest center, are unrecognizable today. Now such changes are simply not possible without political reforms of the most fundamental kind. Now I would venture to suggest the Party is the world’s leading expert in political reform. The second assumption is that in a one-party state, power gets concentrated in the hands of the few, and bad governance and corruption follow. Indeed, corruption is a big problem, but let’s first look at the larger context. Now, this maybe be counterintuitive to you. The party happens to be one of the most meritocratic political institutions in the world today. China’s highest ruling body, the Politburo, has 25 members. In the most recent one, only five of them came from a background of privilege, so-called Princelings. The other 20, including the President and the Premier, came from entirely ordinary backgrounds. In the larger central committee of 300 or more, the percentage of those who were born into power and wealth was even smaller. The vast majority of senior Chinese leaders worked and competed their way to the top. Compare that with the ruling elites in both developed and developing countries, I think you’ll find the Party
being near the top in upward mobility. The question then is, how could that be possible in a system run by one party? New we come to a powerful political institution, little-known to Westerners: the Party’s Organization Department. The Department functions like a giant human resource engine that would be the envy of even some of the most successful corporations. It operates a rotation pyramid made up of there components: civil service, state-owned enterprises, and social organizations like a university or a community program. The form separate yet integrated career paths for Chinese officials. They recruit college grads into entry-level positions in all three tracks, and they start from the bottom, called Keyuan Then they could get promoted through four increasingly elite ranks: fuke, ke, fuchu, and chu. Now these are not moves from karate kids, okay? It’s serious business. The range of positions is wide, from running health care in a village to foreign investment in a city district to manager in a company. Once a year, the department reviews their performance. They interview their superiors, their peers, their subordinates. They vet their personal conduct. They conduct public opinion surveys. Then they promote the winners. Throughout their careers, these cadres can move through and out of all three tracks. Over time, the food ones move beyond the four base levels to the fuju and ju, levels. There, they enter high, officialdom. By that point, a typical assignment will be to manage a district with population in the millions or a company with hundreds of millions of dollars in revenue. Just to show you how competitive the system is, in 2012, there were 900000 fuke and ke levels, 600000 fuchu and chu levels, and only 40000 fuju and ju levels. After the ju levels, the best few move further up several more ranks, and eventually make it to the Central Committee. The process takes two to three decades. Does patronage play a role? Yes of course. But merit remains the fundamental driver. In essence, the Organization Department runs a modernizes version of China’s centuries-old mandarin system. China’s new President Xi Jinping is son of a former leader, which is very unusual, first of his kind to make the top job. Even for him, the career took 30 years. He started as a village manager, and by the time he entered the Politburo, he had managed areas with total population of 150 million people and combined GDPs of 1.5 trillion U.S. dollars. Now, please don’t get
me wrong, okay? This is not a putdown of anyone. It’s just a statement of fact. George W. Bush, remember him? This is not a putdown. Before becoming Governor of Texas, or Barack Obama before running for President, could not make even a small county manager in China’s system. Winston Churchill once said that democracy is a terrible system except for all the rest. Well, apparently he hadn’t heard of the Organization Department. Now, Westerners always assume that multi-party election with universal suffrage is the only source of political legitimacy. I was asked once, “The Party wasn’t voted in by election. Where is the source of Legitimacy?” I said, “How about competency?”: We all know the facts. In 1949, when the Party took power, China was mired in civil wars, dismembered by foreign aggression, average life expectancy at that time, 42 years old. Today, it’s the second largest economy in the world, an industrial powerhouse, and its people live in increasing prosperity. Pew Research polls Chinese public attitudes, and here are the numbers in recent years. Satisfaction with the direction of the country: 85 percent. Those who think they’re better off than five years ago, 70%. Those who expects the future to be better, a whopping 82 percent. Financial Times polls global youth attitudes and these numbers, brand new, just came from last week. Ninety-three-percent of China’s GenerationY are optimistic about their country’s future. Now, if this is not legitimacy, I’m not sure what is. In contrast, most electoral democracies around the world are suffering from dismal performance. I don’t need to elaborate for this audience how dysfunctional it is from Washington to European capitals. With a few exceptions, the vast number of developing countries that have adopted electoral regimes are still suffering from poverty and civil strife. Governments get elected, and then they fall below 50 percent approval in a few months and stay there and get worse until the next election. Democracy is becoming a perpetual cycle of elect and regret. At this rate, I’m afraid it is democracy, not China’s one-party system, that is in danger of losing legitimacy. Now, I don’t want to create the misimpression that China’s hunky-dory on the way to some kind of superpowerdom. The country faces enormous challenges. Social and economic problems that come with wrenching change like this are mine-boggling. Pollution is one. Food safety. Population issues. On the political front, the worst problem is
TED演讲稿英文
当工作越来越复杂，给你6个简化守则
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?{ted演讲中英文演讲稿}.
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. Integrators are not
杨澜TED演讲稿中英文
Yang Lan: The generation that's remaking China
The night before I was heading for Scotland, I was invited to host the final of "China's Got Talent" show in Shanghai with the 80,000 live audience in the stadium. Guess who was the performing guest?Susan Boyle. And I told her, "I'm going to Scotland the next day." She sang beautifully, and she even managed to say a few words in Chinese. [Chinese]So it's not like "hello" or "thank you," that ordinary stuff. It means "green onion for free." Why did she say that? Because it was a line from our Chinese parallel Susan Boyle -- a 50-some year-old woman, a vegetable vendor in Shanghai, who loves singing Western opera, but she didn't understand any English or French or Italian, so she managed to fill in the lyrics with vegetable names in Chinese. (Laughter) And the last sentence of Nessun Dorma that she was singing in the stadium was "green onion for free." So
[as] Susan Boyle was saying that, 80,000 live audience sang together. That was hilarious.
So I guess both Susan Boyle and this vegetable vendor in Shanghai belonged to otherness. They were the least expected to be successful in the business called entertainment, yet their courage and talent brought them through. And a show and a platform gave them the stage to realize their dreams. Well, being different is not that difficult. We are all different from different perspectives. But I think being different is good, because you present a different point of view. You may have the chance to make a difference.
My generation has been very fortunate to witness and participate in the historic transformation of China that has made so many changes in the past 20, 30 years. I remember that in the year of 1990,when I was graduating from college, I was applying for a job in the sales department of the first five-star hotel in Beijing, Great Wall Sheraton -- it's still there. So after being interrogated by this Japanese manager for a half an hour, he finally said, "So, Miss Yang, do you have any questions to ask me?"I summoned my courage and poise and said,"Yes, but could you let me know, what actually do you sell?" I didn't have a clue what a sales department was about in a five-star hotel. That was the first day I set my foot in a five-star hotel.
Around the same time, I was going through an audition -- the first ever open audition by national television in China -- with another thousand college girls. The producer told us they were looking for some sweet, innocent and beautiful fresh face. So when it was my turn, I stood up and said, "Why [do] women's personalities on television always have to be beautiful, sweet, innocent and, you know, supportive? Why can't they have their own ideas and their own voice?" I thought I kind of offended them. But actually, they were impressed by my words. And so I was in the second round of competition, and then the third and the fourth. After seven rounds of competition, I was the last one to survive it. So I was on a national television prime-time show. And believe it or not, that was the first show on Chinese television that allowed its hosts to speak out of their own minds without reading an approved script. (Applause) And my weekly audience at that time was between 200 to 300 million people.
Well after a few years, I decided to go to the U.S. and Columbia University to pursue my postgraduate studies, and then started my own media company, which was unthought of during the years that I started my career. So we do a lot of things. I've interviewed more than a thousand people in the past. And sometimes I have young people approaching me say, "Lan, you changed
my life," and I feel proud of that. But then we are also so fortunate to witness the transformation of the whole country. I was in Beijing's bidding for the Olympic Games. I was representing the Shanghai Expo. I saw China embracing the world and vice versa. But then sometimes I'm thinking, what are today's young generation up to? How are they different, and what are the differences they are going to make to shape the future of China, or at large, the world?
So today I want to talk about young people through the platform of social media. First of all, who are they? [What] do they look like? Well this is a girl called Guo Meimei -- 20 years old, beautiful. She showed off her expensive bags, clothes and car on her microblog, which is the Chinese version of Twitter. And she claimed to be the general manager of Red Cross at the Chamber of Commerce. She didn't realize that she stepped on a sensitive nerve and aroused national questioning, almost a turmoil, against the credibility of Red Cross. The controversy was so heated that the Red Cross had to open a press conference to clarify it, and the investigation is going on.
So far, as of today, we know that she herself made up that title -- probably because she feels proud to be associated with charity. All those expensive items were given to her as gifts by her boyfriend,who used to be a board member in a subdivision of Red Cross at Chamber of Commerce. It's very complicated to explain. But anyway, the public still doesn't buy it. It is still boiling. It shows us a general mistrust of government or government-backed institutions, which lacked transparency in the past. And also it showed us the power and the impact of social media as microblog.
Microblog boomed in the year of 2010, with visitors doubled and time spent on it tripled. Sina.com, a major news portal, alone has more than 140 million microbloggers. On Tencent, 200 million.The most popular blogger -- it's not me -- it's a movie star, and she has more than 9.5 million followers, or fans. About 80 percent of those microbloggers are young people, under 30 years old. And because, as you know, the traditional media is still heavily controlled by the government,social media offers an opening to let the steam out a little bit. But because you don't have many other openings, the heat coming out of this opening is sometimes very strong, active and even violent.
So through microblogging, we are able to understand Chinese youth even better. So how are they different? First of all, most of them were bornin the 80s and 90s, under the one-child policy. And because of selected abortion by families who favored boys to girls, now we have ended up with 30 million more young men than women. That could pose a potential danger to the society, but who knows; we're in a globalized world, so they can look for girlfriends from other countries. Most of them have fairly good education. The illiteracy rate in China among this generation is under one percent. In cities, 80 percent of kids go to college.But they are facing an aging China with a population above 65 years old coming up with seven-point-some percent this year, and about to be 15 percent by the year of 2030. And you know we have the tradition that younger generations support the elders financially, and taking care of them when they're sick. So it means young coupleswill have to support four parents who have a life expectancy of 73 years old.
So making a living is not that easy for young people. College graduates are not in short supply.In
urban areas, college graduates find the starting salary is about 400 U.S. dollars a month, while the average rent is above $500. So what do they do? They have to share space -- squeezed in very limited space to save money -- and they call themselves "tribe of ants." And for those who are ready to get married and buy their apartment, they figured out they have to work for 30 to 40 years to afford their first apartment. That ratio in Americawould only cost a couple five years to earn, but in China it's 30 to 40 years with the skyrocketing real estate price.
Among the 200 million migrant workers, 60 percent of them are young people. They find themselves sort of sandwiched between the urban areas and the rural areas. Most of them don't want to go back to the countryside, but they don't have the sense of belonging. They work for longer hours with less income, less social welfare. And they're more vulnerable to job losses, subject to inflation,tightening loans from banks, appreciation of the renminbi, or decline of demand from Europe or America for the products they produce. Last year, though, an appalling incident in a southern OEM manufacturing compound in China: 13 young workers in their late teens and early 20s committed suicide, just one by one like causing a contagious disease. But they died because of all different personal reasons. But this whole incident aroused a huge outcry from society about the isolation, both physical and mental, of these migrant workers.
For those who do return back to the countryside,they find themselves very welcome locally,because with the knowledge, skills and networksthey have learned in the cities, with the assistance of the Internet, they're able to create more jobs,upgrade local agriculture and create new businessin the less developed market. So for the past few years, the coastal areas, they found themselves in a shortage of labor.
These diagrams show a more general social background. The first one is the Engels coefficient,which explains that the cost of daily necessitieshas dropped its percentage all through the past decade, in terms of family income, to about 37-some percent. But then in the last two years, it goes up again to 39 percent, indicating a rising living cost. The Gini coefficient has already passed the dangerous line of 0.4. Now it's 0.5 -- even worse than that in America -- showing us the income inequality. And so you see this whole society getting frustrated about losing some of its mobility. And also, the bitterness and even resentment towards the rich and the powerful is quite widespread. So any accusations of corruptionor backdoor dealings between authorities or business would arouse a social outcry or even unrest.
So through some of the hottest topics on microblogging, we can see what young people care most about. Social justice and government accountability runs the first in what they demand.For the past decade or so, a massive urbanization and development have let us witness a lot of reports on the forced demolition of private property.And it has aroused huge anger and frustrationamong our young generation. Sometimes people get killed, and sometimes people set themselves on fire to protest. So when these incidents are reported more and more frequently on the Internet,people cry for the government to take actions to stop this.
So the good news is that earlier this year, the state council passed a new regulation on house requisition and demolition and passed the right to order forced demolition from local governments
to the court. Similarly, many other issues concerning public safety is a hot topic on the Internet. We heard about polluted air, polluted water, poisoned food. And guess what, we have faked beef. They have sorts of ingredients that you brush on a piece of chicken or fish, and it turns it to look like beef.And then lately, people are very concerned about cooking oil, because thousands of people have been found [refining] cooking oil from restaurant slop. So all these things have aroused a huge outcry from the Internet. And fortunately, we have seen the government responding more timely and also more frequently to the public concerns.
While young people seem to be very sure about their participation in public policy-making, but sometimes they're a little bit lost in terms of what they want for their personal life. China is soon to pass the U.S. as the number one market for luxury brands -- that's not including the Chinese expenditures in Europe and elsewhere. But you know what, half of those consumers are earning a salary below 2,000 U.S. dollars. They're not rich at all. They're taking those bags and clothes as a sense of identity and social status. And this is a girl explicitly saying on a TV dating show that she would rather cry in a BMW than smile on a bicycle.But of course, we do have young people who would still prefer to smile, whether in a BMW or [on] a bicycle.
So in the next picture, you see a very popular phenomenon called "naked" wedding, or "naked" marriage. It does not mean they will wear nothing in the wedding, but it shows that these young couples are ready to get married without a house, without a car, without a diamond ring and without a wedding banquet, to show their commitment to true love. And also, people are doing good through social media. And the first picture showed us that a truck caging 500 homeless and kidnapped dogsfor food processing was spotted and stopped on the highway with the whole country watchingthrough microblogging. People were donating money, dog food and offering volunteer work to stop that truck. And after hours of negotiation, 500 dogs were rescued. And here also people are helping to find missing children. A father posted his son's picture onto the Internet. After thousands of [unclear], the child was found, and we witnessed the reunion of the family through microblogging.
So happiness is the most popular word we have heard through the past two years. Happiness is not only related to personal experiences and personal values, but also, it's about the environment. People are thinking about the following questions: Are we going to sacrifice our environment further to produce higher GDP? How are we going to perform our social and political reform to keep pace with economic growth, to keep sustainability and stability? And also, how capable is the systemof self-correctness to keep more people contentwith all sorts of friction going on at the same time?I guess these are the questions people are going to answer. And our younger generation are going to transform this country while at the same time being transformed themselves.{ted演讲中英文演讲稿}.
Thank you very much.
杨澜TED演讲：重塑中国的一代 中文演讲稿
在来爱尔兰的前一晚，我应邀主持了中国达人秀在上海的体育场和八万现场观众。 猜猜谁是表演嘉宾？——苏珊大妈。我告诉她，“我明天要去爱尔兰了。” 她歌声犹如天籁。而且她还可以说点中文。
“送你葱。” 这不是“你好、谢谢”之类的日常用语。这组词翻译过来是免费给你青葱，为什么她要说这个呢？因为这是我们中国版的苏珊大妈很有名的一句歌词。
这位五十几岁的大妈在上海以贩卖蔬菜为生。她喜欢西方的歌剧，但是她不懂任何外语，所以她就把中文蔬菜名填做歌词。当她在体育场里 唱到今夜无人入眠的最后一句时，她唱的是“送你葱”。苏珊大妈和全场八万观众一起唱“送你葱”，多有意思的场面。
我想苏珊大妈和这位在上海做蔬菜买卖的都属于不同寻常的人。在业界所谓的娱乐圈，他们最不可能取得成功，但是他们的勇气和才华让他们成功了。一场秀，一个平台给了他们实现梦想的舞台。
与众不同不难，从不同的角度看我们都是不一样的。我认为与众不同是好的，因为你有不同的看法，这给你机会去产生不同的影响。
我们这代人有幸见证和参与了过去二三十年中国的历史性的转型。
我记得在九十年代，刚从大学毕业的我申请了一份在北京五星级酒店销售部的工作。在日本经理一个半小时的面试后，他最后说：“杨小姐，你有什么问题要问我吗？”我鼓起勇气，定定神然后问道：“您能告诉我销售部到底销售什么？”我对于五星级酒店的销售部的职责一点都摸不着头脑。那是我在五星级酒店的第一天。
同时，我和上千名大学女生参加了一场由中国中央电视台举办的史无前例的公开选拔。制作人告诉我们他们想找一位可爱，天真，美丽的新面孔。当轮到我时，我站起来说道，“为什么女孩在电视上必须是漂亮，甜美，无邪的，像个花瓶？为什么她们不能有她们的想法，她们自己的声音？”
我想我一定得罪了评委。但是事实上，我的发言给他们留下了深刻的印象。接下来我进入了第二轮的选拔，然后是第三轮，第四轮。在经过七轮的选拔后，我胜出了。成为了一个国家电视台黄金时段节目的主持人。
不管你们相不相信，那是中国电视上第一个节目可以允许主持人自由发挥而不是去读审查后的稿子。这个节目的观众人数高达两到三千万。{ted演讲中英文演讲稿}.
几年后，我决定去美国哥伦比亚大学进修。之后我有了自己的传媒公司，这是在我刚毕业的时候想都不敢想的。
我和我的团队做了很多事情。在过去的这些年，我采访了上千人。有时候有年轻人走过来对我说：“杨澜，你改变了我的生活。”我也为此而自豪。
接下来我们一起见证了中国更多的变化。我参与了北京申奥，出席了上海世博会。我看到中国拥抱世界，世界接纳中国„„但是有时候我在想，当今的年轻人追求什么？他们有什么不同？他们如何去创造中国的未来，往大了说，世界的未来？
今天我想讲讲在社交媒体这个大舞台上的年轻人
他们是谁？他们是怎样的？这个二十岁左右的漂亮女孩叫郭美美。她在中国版的推特--微博上炫耀她拥有的昂贵的手包，衣服，车子。她自称是红十字商会的经理。她没有意识到她踩到了一根敏感的神经，引起了全民对于红十字公信力的质疑。如此激烈的质问使得红
TED Simon 演讲稿 英文+中文
How do you explain when things don't go as we assume? Or better, how do you explain when 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 changed my 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's simplest 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 our rational 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 crash before 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 population are 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 it because 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 simply proves 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 da