【TED演讲集】_伟大的领袖如何激励行动

第一篇：【TED演讲集】_伟大的领袖如何激励行动

如何激励行动

当事情的发展出乎意料之外的时候，你怎么解释？换句话说，当别人似乎出乎意料地取得成功的时候，你怎么解释？比如说，为什么苹果公司创新能力这么强？这么多年来，年复一年，他们比所有竞争对手都更加具有创新性，而其实他们只是一家电脑公司，他们跟其他公司没有任何分别，有同样的途径接触到同样的人才，同样的代理商、顾问和媒体。那为什么他们就似乎有那么一点不同寻常呢？同样的，为什么是由马丁·路德·金来领导民权运动？那个时候在美国，民权运动之前，不仅仅只有他一个人饱受歧视，他也决不是那个时代唯一的伟大演说家，为什么会是他？一定还有一些什么别的因素在起作用。是的，他们拥有共同的理念，这可能是世上最简单的概念，它称为黄金圆环：为什么？怎么做？是什么在？我来尽快地解释一下。地球上的每个人、每个组织都明白自己做的是什么，百分之百，其中一些知道该怎么做，你可以称之为是你的差异价值，或是你的独特工艺，或是你的独特卖点也好，怎么说都行。但是，非常、非常少的人和组织明白为什么这么做，这里的“为什么”和“为了利润”没有关系，利润只是一个结果，永远只能是一个结果。我说的“为什么”指的是：你的目的是什么？你这样做的原因是什么？你怀着什么样的信念？你的机构为什么而存在？你每天早上是为什么而起来？事实上我们思考的方式、行动的方式、交流的方式都是由外向内的。很显然的，我们所采用的方式是从清晰开始，然后到模糊的东西，但是激励性领袖以及组织机构，无论他们的规模大小、所在领域，他们思考、行动和交流的方式都是从里到外的。举个例子吧，我举苹果公司时因为这个例子简单易懂，每个人都能理解，如果苹果公司跟其他公司一样，他们的市场营销信息就会是这个样子：“我们做最棒的电脑，设计精美、使用简单、界面友好，你想买一台吗？”你们想买吗？这就是我们大多数人的交流方式，也是大多数市场推广的方式，大部分销售所采取的方式，也是我们大部分人互相交流的方式。我们说我们的职业是干什么的，我们说我们是如何的与众不同，或者我们怎么比其他人更好，然后我们就期待着一些别人的反应，比如购买，比如投票，诸如此类。这就是我们新开的律师事务所，我们拥有最棒的律师和最大的客户，我们总能满足客户的要求；这是我们的新车型，非常省油，真皮座椅，买一辆吧。但是这些一点劲都没有。但如果是苹果公司，他们会说：“我们做的每一件事情都是为了突破和创新，我们坚信应该以不同的方式思考，我们挑战现状的方式是通过把我们的产品设计得十分精美、使用简单和界面友好。我们只是在这个过程中做出了最棒的电脑，想买一台吗？”感觉完全不一样，对吧？所做的只是将传递信息的顺序颠倒一下而已，事实已经向我们证明，人们买的不是苹果的产品，人们买的是苹果的信念和宗旨。一批在iphone上市的头几天去排队等六个小时来购买的人，而其实只要等一个星期你就可以随便走进店里，从货架上买到。这是一批在平板电视刚推出时，会花4万美金买一台的人，尽管当时的技术还不成熟，补充说一下，他们并不是因为技术的先进而买那些产品，而是为了他们自己，因为他们想成为第一个体验新产品的人。人们买的不是你的产品，人们买的是你的信念，你的行动只是证明了你的信念，实际上人们会去做能够体现他们信念的事情，那些为了抢先在头六个小时内买到iphone而排六个小时队的人，是出于他们的世界观，出于他们想别人怎么看自己，他们是第一批体验者。当你俯视看大脑的横截面，你会发现人类大脑实际上分成三个主要部分，而这三个主要部分和黄金圆环匹配得非常好。我们最新的脑部，管辖智力的脑部，或者说我们的大脑皮层对应着“是什么”这个圆环，大脑皮层负责我们所有的理性和逻辑的思考和语言功能，中间的两个部分是我们的两个边脑，边脑负责我们所有的情感，比如信任和忠诚，也负责所有的行为和决策，但这部分没有语言功能。换句话说，当我们由外向内交流时，没错，人们可以理解大量的复杂信息，比如特征、优点、事实和图表，但不足以激发行动。当我们由外向内交流时，我们是在直接通控制行为的那一部分大脑对话，然后我们由人们理性地思考我们所说和做的事情，这就是那些发自内心的决定的来源。你知道，有时候你展示给一些人所有的数据图表，他们会说“我知道这些数据和图表是什么意思，但就是感觉不对”，为什么我们会用这个动词“感觉”不对？因为控制决策的那一部分大脑并不支配语言，我们只好说“我不知道为什么，就是感觉不对”，所有这一切都发生在你的边脑，控制决策行为而非语言的边脑，如果你自己都不知道你为什么干你所做的事情，而别人要对你的动机作出反应，那么你怎么可能赢得大家对你的支持，从你这里购买东西，或者更重要的、对你忠诚，并且成为你正在做的事情的一份子呢？再说一次，目标不仅仅是让你和需要的人合作，而是和跟你有共同信念的人合作；目标不仅仅是雇佣那些需要一份工作的人，目标是雇佣那些同你有共同信念的人。你知道吗，我总是说，如果你雇佣某人只是因为他能做这份工作，他们就只是为你开的工资而工作，但是如果你雇佣跟你有共同信念的人，他们会为你付出热血、汗水和泪水。人们买的不是你的产品，而是你的信念，如果你讲述你的信念，你将吸引那些跟你拥有同样信念的人。但是为什么吸引那些跟你拥有同样信念的人非常重要呢？我个著名的例子吧1963年的夏天25万人聚集子啊华盛顿特区，那时既没有发请帖也没有可能在网上查看日期，怎么会有25万人参加呢？而且马丁路德金不是美国唯一的伟大演说家，也不是美国唯一一位在民权法案实施前遭受歧视的人。实际上，他的一些想法甚至不明确，但是他有个天赋，他没有到处宣扬美国需要改变什么方面，他只是到处告诉被人他所相信的，“我相信，我相信，我相信”。他总是这么跟别人说，而那些和他怀有同样信念的人受了他的启发，他们也开始将自己的信念告诉别人，有些人建立起一些组织机构，将这些话传给更多的人。你看，就这样，25万人，在那天那个时候聚集在一起听他演讲。有多少人时为了听“他”演说而去的呢？没有人。他们是为了他们自己而去的，那是他们对于美国的信念支持着他们坐8个小时的公车站在华盛顿八月中旬的烈日下，是他们所相信的信念，而不是黑人跟白人之间的斗争。25%的听众是白人，马丁路德金相信，世界上有两种法律，一种是上天制定的，直到世人制定的法律和上天制定的律法相符合，我们才真正生活在公正的世界里。民权运动只是碰巧帮他将信念付诸于现实的一件事情，我们跟随他，不是为了他，而是为了我们自己。顺便说一下，他的演讲是“我有一个梦想”，而不是“我有一个方案”。

回到我们的生活中，工作的意义，难道只是一天一天的重复赚钱而付出的劳动吗？我们工作得激情吗？这是你的信念吗？你是否愿意为了这项工作付出最大的努力并且持续的进行？

教育也是如此，我们从小到大的教育，就是由外到内的那种固有思维模式。比如说可能老师会花大量的时间告诉我们物理是什么？怎样学物理？但可悲的是到最后我们都还不知道为什么要学物理？

另外，老师和学生建立不起共同的信念，学生的学习也就逐渐演变成了机械作业，自然而然也就没有了激情和活力！如果前期老师多花点时间在教导我们学习物理的理念上，老师和学生怀着共同的信念，我相信教育的结果会截然不同！

第二篇：TED演讲集education

TED演讲集：Sir Ken Robinson 谈推动学习革命

Bring on the learning revolution!

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

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

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

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

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

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

第三篇：TED演讲集励志

before i die i want to...there are a lot of ways the people around us can help improve our lives.we dont bump into every neighbor, so a lot of wisdom never gets passed on, though we do share the same public spaces.我们周围的人能以很多种方式 来帮我们把生活变得更美好 我们不一定能常常碰到我们的邻居 所以即使我们生活在同一片公共空间里 邻居的智慧也难以被传递开来

所以在过去的几年里，我尝试着以不同的方式 如用贴纸、展板和粉笔这些简单工具 来在公共空间里与邻居分享更多的东西 这些项目都源自于我自己的一些疑问，如 我的邻居得付多少房租？（笑声）我们怎么样能够从邻里间互借到更多的东西 同时避免在不合时宜的时候敲开对方的门？ 我们怎样能够更好地分享各自的 关于被毁弃的建筑的回忆 并更好地理解我们居住的这片土地？ 怎样更能表达我们对空置的店面的期待 使我们的社区能反映出

我们现在的需求和梦想？ now, i live in new orleans, and i am in love with new orleans.my soul is always soothed by the giant live oak trees, shading lovers, drunks and dreamers for hundreds of years, and i trust a city that always makes way for music.(laughter)i feel like every time someone sneezes, new orleans has a parade.(laughter)the city has some of the most beautiful architecture in the world, but it also has one of the highest amounts of abandoned properties in america.我现时住在新奥尔良 并深深地爱上了这座城市 那些生生不息的巨型橡树总是可以抚慰我的灵魂 几百年来，情侣、醉汉和追梦人们 总会稍息在树影下 我深信这一座充满着音乐律动的城市 每当有人打喷嚏时，我都感觉新奥尔良来了一只游行队伍（笑声）新奥尔良拥有世界上很多最漂亮的建筑 但同时，她也是全美拥有最多 废弃建筑的城市 i live near this house, and i thought about how i could make it a nicer space for my neighborhood, and i also thought about something that changed my life forever.我住在这栋房子附近，我就想如何让它 在这片社区里成为一个更好的地方 也思考了另一件事 这件事彻底改变了我的人生 in 2009, i lost someone i loved very much.her name was joan, and she was a mother to me, and her death was sudden and unexpected.and i thought about death a lot, and this made me feel deep gratitude for the time ive had, and brought clarity to the things that are meaningful to my life now.but i struggle to maintain this perspective in my daily life.i feel like its easy to get caught up in the day-to-day, and forget what really matters to you.2009年，我失去了一个我挚爱的人 她的名字叫琼，对我来讲，她就像我的母亲一样 她死得很突然，没有人预料到 然后我思考了很多关于死亡的事 然后这件事让我对我拥有的时光怀着深切致意 并且 显现出了那些 对我的生命有真正意义的东西 但我却很难在日常生活中保持这种心态 我觉得人们太容易被日复一日的琐碎困住 而忘记什么才是真正重要的事 so with help from old and new friends, i turned the side of this abandoned house into a giant chalkboard and stenciled it with a fill-in-the-blank sentence: before i die, i want to...so anyone walking by can pick up a piece of chalk, reflect on their lives, and share their personal aspirations in public space.我于是在一些新老朋友的帮助下 把这栋废弃的房子的一面墙 做成了一个巨型黑板 我在上面写满了同一道填空题 “在死之前，我想??” 所以每一个路过的人都可以捡起一根粉笔 在公共场合里留下一些他们人生的痕迹 且来分享他们内心深处的愿望 i didnt know what to expect from this experiment, but by the next day, the wall was entirely filled out, and it kept growing.and id like to share a few things that people wrote on this wall.我并不知道该从这个实验里期待些什么 但是第二天，整个墙壁都被填满了 而且不断有人添加新的答案 我想跟大家分享一些人们在那面墙上 写的东西

“在死之前，我想为我的海盗行为接受审判”（笑声）“在死之前，我想跨过国际日期变更线” “在死之前，我想在上百万的观众面前唱歌” “在死之前，我想种一棵树” “在死之前，我想过隐居的生活” “在死之前，我想再抱她一次” “在死之前，我想成为某个人的骑士” “在死之前，我想要做完全真实的自己” so this neglected space became a constructive one, and peoples hopes and dreams made me laugh out loud, tear up, and they consoled me during my own tough times.its about knowing youre not alone.its about understanding our neighbors in new and enlightening ways.its about making space for reflection and contemplation, and remembering what really matters most to us as we grow and change.这个本来被遗忘的建筑变成了一个极具建设性的地方 这些人的希望和梦想 让我放声大笑，也黯然落泪 也曾在我经历困境的时候给我安慰 这让我们相信自己并不孤单 让我们对邻居有了全新的 启发心智的了解 这为我们营造了一个反省和思考的空间 也提醒我们在不断成长改变的过程中 什么才是最为重要的这个黑板是我去年做的，然后我就不断收到 一些热情的人们给我发的信息 说想在他们的社区里也设立一面这样的墙壁 所以我和我的同事们就做了一个小型工具箱 现在，这面墙壁已经遍布全球 包括哈萨克斯坦，南非 澳大利亚 阿根廷等地 这些迹象表明，如果我们能有一个 表达自己的意愿并与他人分享的机会 那么公共空间将发挥巨大的作用 two of the most valuable things we have are time and our relationships with other people.in our age of increasing distractions, its more important than ever to find ways to maintain perspective and remember that life is brief and tender.death is something that were often discouraged to talk about or even think about, but ive realized that preparing for death is one of the most empowering things you can do.thinking about death clarifies your life.我们所拥有的最珍贵的两样东西，一个是时间 还有一个，是与他人的联系 在这个物欲横流的时代里 努力坚持自我，铭记人生的短暂与生命的脆弱 变得比以往任何时代都更重要 我们总是没有勇气谈论死亡 甚至没有勇气去想着死亡 但是我意识到，为死亡做心理准备 是我们能够做到的最有力的事情之一 思考死亡能够让你对自己的人生有更清醒的认识

公共空间可以更好的体现到底什么对我们是真正重要的 无论是对个人来说或者对于整个社区来说 有了更多的方式来分享我们的希望，恐惧和经历 我们身边的人不仅能够帮助我们创造更美好的地方 更帮助我们过上更美好的生活 谢谢篇二：【ted演讲集】 伟大的领袖如何激励行动 伟大的领袖如何激励行动 当事情的发展出乎意料之外的时候，你怎么解释？换句话说，当别人似乎出乎意料地取得成功的时候，你怎么解释？比如说，为什么苹果公司创新能力这么强？这么多年来，年复一年，他们比所有竞争对手都更加具有创新性，而其实他们只是一家电脑公司，他们跟其他公司没有任何分别，有同样的途径接触到同样的人才，同样的代理商、顾问和媒体。那为什么他们就似乎有那么一点不同寻常呢？同样的，为什么是由马丁·路德·金来领导民权运动？那个时候在美国，民权运动之前，不仅仅只有他一个人饱受歧视，他也决不是那个时代唯一的伟大演说家，为什么会是他？又为什么怀特兄弟能够造出动力控制的载人飞机，跟他们相比，当时的其他团队似乎更有能力、更有资金，他们却没能制造出载人飞机，怀特兄弟打败了他们，一定还有一些什么别的因素在起作用。大概三年半之前，我有了个新发现，这个发现完全改变了，我对这个世界如何运作的看法，甚至从根本上改变了我的工作生活方式。那就是我发现了一种模式，我发现世界上所有伟大的令人振奋的领袖和组织，无论是苹果公司、马丁·路德·金还是怀特兄弟，他们思考、行动、交流沟通的方式都完全一样，但是跟所有其他人的方式完全相反。我所做的仅仅是把它整理出来，这可能是世上最简单的概念，我称它为黄金圆环：为什么？怎么做？是什么在？这小小的模型就解释了为什么一些组织和领导者能够在别人不能的地方激发出灵感和潜力，我来尽快地解释一下这些术语。地球上的每个人、每个组织都明白自己做的是什么，百分之百，其中一些知道该怎么做，你可以称之为是你的差异价值，或是你的独特工艺，或是你的独特卖点也好，怎么说都行。但是，非常、非常少的人和组织明白为什么这么做，这里的“为什么”和“为利润”没有关系，利润只是一个结果，永远只能是一个结果。我说的“为什么”指的是：你的目的是什么？你这样做的原因是什么？你怀着什么样的信念？你的机构为什么而存在？你每天早上是为什么而起来？为什么别人要在乎你？结果是我们思考的方式、行动的方式、交流的方式都是由外向内的。很显然的，我们所采用的方式是从清洗开始，然后到模糊的东西，但是激励性领袖以及组织机构，无论他们的规模大小、所在领域，他们思考、行动和交流的方式都是从里到外的。举个例子吧，我举苹果公司时因为这个例子简单易懂，每个人都能理解，如果苹果公司跟其他公司一样，他们的市场营销信息就会是这个样

子：“我们做最棒的电脑，设计精美、使用简单、界面友好，你想买一台吗？”不怎么样吧。这就是我们大多数人的交流方式，也是大多数市场推广的方式，大部分销售所采取的方式，也是我们大部分人互相交流的方式。我们说我们的职业是干什么的，我们说我们是如何的与众不同，或者我们怎么比其他人更好，然后我们就期待着一些别人的反应，比如购买，比如投票，诸如此类。这就是我们新开的律师事务所，我们拥有最棒的律师和最大的客户，我们总能满足客户的要求；这是我们的新车型，非常省油，真皮座椅，买一辆吧。但是这些推销词一点劲都没有。这是苹果公司实际上的沟通方式：“我们做的每一件事情都是为了突破和创新，我们坚信应该以不同的方式思考，我们挑战现状的方式是通过把我们的产品设计得十分精美、使用简单和界面友好。我们只是在这个过程中做出了最棒的电脑，想买一台吗？”感觉完全不一样，对吧？你已经准备从我这里买一台了。我所做的只是将传递信息的顺序颠倒一下而已，事实已经向我们证明，人们买的不是你做的产品，人们买的是你的信念和宗旨。“人们买的不是你做的产品，人们买的是你的信念”这就解释了为什么这里的每个人从苹果公司买电脑时都觉得理所当然，但是我们从苹果公司买mp3播放器、手机或者数码摄像机时，也感觉很舒服。而其实，我刚才已经说过，苹果公司只是个电脑公司，没有什么能从结构上将苹果公司同竞争对手区分开来，竞争对手和苹果公司有同样的能力制造所有这些产品。实际上，他们也尝试过，几年前，捷威（gateway）公司推出了平板电视，他们制造平板电视的能力很强，因为他们做平板显示器已经很多年了，但是没有人买他们的平板电视。戴尔公司推出了mp3播放器和掌上电脑，他们产品的质量非常好，产品的设计也非常不错，但是也没有人买他们的这些产品。其实，说到这里，我们无法想象会从戴尔公司买mp3播放器。你为什么会从一家电脑公司买mp3播放器呢？但是每天我们都这么做，人们买的不是你做的产品，人们买的是你的信念。做公司的目标不是要跟所有需要你的产品的人做生意，而是跟与你有着相同理念的人做生意，这是最精彩的部分，我说的这些没有一个是我自己的观点，这些观点都能从生物学里面找到根源，不是心理学，是生物学。当你俯视看大脑的横截面，你会发现人类大脑实际上分成三个主要部分，而这三个主要部分和黄金圆环匹配得非常好。我们最新的脑部，管辖智力的脑部，或者说我们的大脑皮层对应着“是什么”这个圆环，大脑皮层负责我们所有的理性和

逻辑的思考和语言功能，中间的两个部分是我们的两个边脑，边脑负责我们所有的情感，比如信任和忠诚，也负责所有的行为和决策，但这部分没有语言功能。换句话说，当我们由外向内交流时，没错，人们可以理解大量的复杂信息，比如特征、优点、事实和图表，但不足以激发行动。当我们由外向内交流时，我们是在直接通控制行为的那一部分大脑对话，然后我们由人们理性地思考我们所说和做的事情，这就是那些发自内心的决定的来源。你知道，有时候你展示给一些人所有的数据图表，他们会说“我知道这些数据和图表是什么意思，但就是感觉不对”，为什么我们会用这个动词“感觉”不对？因为控制决策的那一部分大脑并不支配语言，我们只好说“我不知道为什么，就是感觉不对”，或者有些时候，你说听从心的召唤，或者说听从灵魂，我不想把这些观念分解得太彻底，但心和灵魂都不是控制行为的部分。所有这一切都发生在你的边脑，控制决策行为而非语言的边脑，如果你自己都不知道你为什么干你所做的事情，而别人要对你的动机作出反应，那么你怎么可能赢得大家对你的支持，从你这里购买东西，或者更重要的、对你忠诚，并且成为你正在做的事情的一份子呢？再说一次，目标不仅仅是将你有的东西卖给需要它们的人，而是将东西卖给跟你有共同信念的人；目标不仅仅是雇佣那些需要一份工作的人，目标是雇佣那些同你有共同信念的人。你知道吗，我总是说，如果你雇佣某人只是因为他能做这份工作，他们就只是为你开的工资而工作，但是如果你雇佣跟你有共同信念的人，他们会为你付出热血、汗水和泪水。这一点，没有比怀特兄弟的故事更恰当的例子了。大多数人都没听说过塞缪尔·兰利这个人，20世纪初期，投入机动飞行器的热情就像当今的网站热，每个人都在做尝试，塞缪尔·兰利拥有所有大家认为是成功的要素。我的意思是，即便是现在，你问别人“为什么你的产品或者公司失败了呢？”人们总是用同样的三个东西以同样的排列顺序来回答你：缺乏资金、用人不善、形势不好。总是那三种理由，所以让我们来逐个分析一下，国防部给了塞缪尔·兰利5万美金作为研制飞行器的资金，所以说，资金不是问题。他在哈佛大学工作过，也在史密森你学会工作过，人脉极其广泛，他认识当时最优秀的人才，因此，他雇佣了用资金能吸引到的最优秀的人才。当时的市场形势相当有利，纽约时报对他做跟踪报道，每个人都支持他，但是为什么你们连听都没听说过他呢？与此同时，几百公里之外的俄亥俄州代顿市有一对兄弟，奥维尔·莱特和维尔伯·莱特，他们俩没有任何我们认为的成功的要素，他们没有钱，他们用自行车店的收入来追求他们的梦想，莱特兄弟的团队中没有一个人上过大学，就连奥维尔和维尔伯也没有，纽约时报更是不沾边的，不同的是奥维尔和维尔伯追求的是一个事业、一个目标、一种信念，他们相信如果他们能研制出飞行器，将会改变全世界的发展进程。塞缪尔·兰利就不同了，他想要发财、他想要成名，他追求的是最终结果，是变得富有。看吧，看接下来怎么样了。那些怀有和怀特兄弟一样梦想的人，跟他们一起热血朝天地奋斗着，另一边的人则是为了工资而工作。后来流传的故事说，每次怀特兄弟出去实验时都必须带着五组零件，因为那是在他们回来吃晚饭之前将要坠毁的次数。最后，在1903年12月17日怀特兄弟成功起飞，但是没有任何其他人在场目睹，我们是在几天后才知道的。后来的事情进一步证实了，兰利动机不纯，他在怀特兄弟成功的当天就辞职了，他本来应该可以说“伙计们，这真是一项伟大的发明，我可以改进你们的技术”，但是他没有。因为他不是第一个制造出飞机的人，他就不会变得富有、他也不会变得有名，所以他辞职了。人们买的不是你的产品，而是你的信念，如果你讲述你的信念，你将吸引那些跟你拥有同样信念的人。但是为什么吸引那些跟你拥有同样信念的人非常重要呢？创新的传播有一个规律，如果你不知道这个规律，你一定了解这个概念，我们的社会中有2.5%的人是革新者，13.5%的人是早期的少部分采纳者，接下来的34%是早期接受的大多数，然后是比较晚接受的大多数和最后行动的。这部分最后行动的人买按键电话的唯一原因是因为他们再也买不到转盘电话了。虽然我们在不同的时候会处在这个曲线上不同的位置，但是创新的传播规律告诉我们，如果你想在大众市场上获得成功，或者要大众接纳一个点子，你得等到获得15%-18%的市场接受度这个转折点之后才行，那时之后市场才真正打开。我喜欢问公司：“你的新生意怎么样呀？”他们会很自豪地告诉你“哦，大概有10%吧”。是呀，你有可能九子啊10%的顾客群这里过不去了，我们都能让10%的人“意会”，对，我们一般这样形容他们，就好比描述那种感觉“哦，他们有点心领神会了”。问题是：你怎么在他们还没有成为你的顾客之前就发现那些能意会的人和那些不能意会的人？这就是问题的所在，就是这点间隙，你得把这个间隙给填上。正如杰弗里穆尔所说的“跨越鸿沟”，因为早期的大多数不会尝试新事物，除非有些人已经先尝试过了，而这些人，创新者和早期的少数人，他们喜欢大胆的尝试，他 ted 演讲集 下定的目標可別告訴別人 everyone please think of your biggest personal goal.okay? for real, you can take a second;you got to feel this to learn it.take a few seconds and think of your personal biggest goal.okay? the repeated psychology tests have proven that telling someone your goal makes them less likely to happen.anytime you have a goal, there’s some steps that need to be done, some work that needs to be done in order to achieve it.ideally you will not be satisfied until you’ve actually done the work.but when you tell someone your goal, and they acknowledge it, psychologists have found that it’s called “social reality” that the mind is kind of tricked in the feeling that it’s already done.and then because you felt that satisfaction, you are less motivated to do the actual hard work necessary.so this goes against the conventional wisdom that we should tell our friends our goals, right? so they hold it to it„hold us to it„yeah.so hmm„let’s look at the proof.1926, kurt lewin founder of social psychology called this substitution;1933, wera mahler found when it was acknowledged by others it felt real in the mind;1982, peter gollwitzer wrote a whole book about this;and in 2009, he did some„hmm„new tests that were published.goes like this: well, you could resist the temptation to announce your goal;you can delay the gratification that these social acknowledgement brings;and you can understand that your mind mistakes the talking for the doing.but if you do need to talk about something, you could say that in a way that gives you no satisfaction, such as “i really want to run this marathon, so i need to train 5 times a week and kick my ass if i don’t, okay?” so audience, next time you’re tempted to tell someone your goal, what will you say? exactly!well done!篇四：ted演讲：改变无数生命的18分钟 ted演讲：改变无数生命的18分钟

最具活力的演讲形式，最先进的科技、教育、创意的碰撞。以讲故事的形式把一些好的思想带给你，并且 最多只占用你18分钟，足以让你对主题窥一斑而知全豹。这就是ted演讲的魅力所在。思想的力量能改变世界吗？

每年在美国加州举办的 ted 大会就有这样的野心，号称“超级大脑spa”。然而，它真正在大范围内改变世界，却是始于2006年，第一个 ted 演讲视频被传到网上。迄今，演讲视频的收视率超过8亿人次。不用买昂贵的门票去现场，在家里的电脑和手机屏幕上，越来越多的人正在用这18分钟来影响和改变自

己，包括很多中国的大中学生。

“ted演讲的前沿性，是国内目前极少讲座可以与之相比的——最先进的科技以及思想动态几乎都能在ted的舞台上见到踪影，它以讲故事的形式把一些好的思想带给你，并且最多只占用你18分钟。但很多

时候，那已足以让你窥一斑而知全豹。”

在最短的时间内，学到牛人最厉害的地方

“ted给我的第一印象是：哇！” 李翔第一次看到ted的视频，是在大一的一次交流活动上。随后，各种各样的ted演讲开始给他带来大大小小的头脑冲击，“我居然能免费在家里观看到这么前沿的东西！” 没有开幕式、演讲台、西装和领带，也不欢迎“在法律上不能告诉我们真相的ceo们，和因服务于很多选区而不能说出真相的政客们”，给予每个演讲者的时间是18分钟。在ted的舞台上，最不缺的就是牛人。他们演讲的内容却往往与在其他场合不同：以慈善家身份出现的比尔·盖茨一边说着“没有理由只让穷人体验被蚊子攻击的滋味”，一边将蚊子释放到会场里，让与会者也体验一下喂蚊子；美国前副总统戈尔则做

了一场有关气候变暖的演讲，成了奥斯卡最佳纪录片《难以忽视的真相》的缘起。

“在最短的时间内，我可以学到这些牛人最厉害的地方，他们会给你描述一个你从未想过的世界或世界观。”2007年，吴恒看到诺贝尔奖得主詹姆斯·沃森用通俗易懂的方式讲述自己发现dna的过程时，他突然觉得，“这和从教科书里学习的感觉截然不同！传统的教育方式是老师对着教科书讲，ted则是让教科书的作者来教你。”2009年，他开始做ted字幕翻译计划的志愿者，“看了那么好的视频，就觉得有必要

让更多的人看到，就像是在传播文明。”

么遥不可及。”

小人物在上面讲课，比尔·盖茨在下面听 ted每集演讲的时间都很短，这正好迎合了现代人生活的碎片化。高二开始看ted的陈小瑜总是在早上起床或晚上上床之前，一边放着ted音频，一边做别的事情。陈谦则习惯在每天晚上洗完澡后吹头发的时间里看一集视频。

“人们很多时候不想学习，又想学习。不想学习，指的是不愿意投入太多时间在某些只是好奇的陌生领域；又想学习，指的是人们对于自己熟知领域之外的其他领域充满好奇心。ted演讲的18分钟格式很好地解决了这个问题。”人们的时间有限，如何搭建出色的知识结构是一个很大的挑战，ted演讲是一个很好的新型学习工具。

看过的ted演讲有几百个了，半数以上改变了他对某个东西或者是对自己的看法。并且，它们让他看到了一种趋势：这个世界正在变得更好，而且我们每个人都可以为此做点什么。虽然有非常严重的金融危机，有日益恶化的生态危机，但是，我们的世界还是充满了很多积极的故事：暴力正在减少、人们重新发现社

区的价值、社会创新正在蓬勃兴起、我们都能作出改变，不管是亿万富豪还是布衣平民。

之前，每当有人问起 ted是什么的时候，比尔·盖茨、比尔·克林顿、爱德华·威尔逊等人都会被当做例子，以展现ted舞台之强大。但看的演讲越多越发现，真正的ted明星不是那些大牌人物，而往往是一些在自己领域里默默耕耘和创新的无名人士。这些人有的是警察，在尝试新的方法去与囚犯接触；有的是小学校长，通过一些有趣的活动，鼓励学生去从社会发现问题并且发出自己的声音；还有的是剪纸艺术家，通

过剪纸去讲述这个时代的故事„„“也许他们本来只改变了囚犯、几十个学生或普通市民，但一经ted舞

台的放大，他们的感召力和影响力马上几十倍几百倍地增长。”

做着有趣事情的普通人，也同名人一样有机会站在ted的舞台上，向世界介绍和传播思想。李翔觉得，在以往的学校演讲台上站着的，除了专业类演讲，或者是事业成功人士来演讲的，或者是来给学生励志的，这正是ted与其他讲座、课程最大的不同。“这个平台能让一个名气不大的小孩在台上讲，美国副总统、比尔·盖茨都在下面听。如果只让大学教授在演讲台上喋喋不休，学校会扼杀年轻人创造力的。”

是通识教育，也是灵感的触发器

王三木最初接触ted时，刚刚硕士毕业进入广州一所三本独立学院当老师。3年里，通过ted这个窗口，他了解了不同形态的教育。他慢慢发现，自己最初对教育的理解是幼稚的。

“ted的演讲者都是高水平的，他讲出的问题，可能也是我们同样会遇到的。这样，与其听现实中的老师再讲一遍，不如老师和学生一起，听一遍ted关于这个问题的探讨，再一起讨论，效果就会好很多。”王三木说，很多学生抱怨上大学，或者对自己的专业不满，经常逃课，如果把逃课的时间用在看看ted演

讲上，也会受益匪浅。

王三木觉得，在学习的过程中，他个人的收获也不亚于学生。ted不仅是强大的内容提供方，也是一种工

具，帮助他找回了上大学以后就消失已久的学习热情，重新开始主动地、有意识地学习。

“18分钟是很短的，基本都是做一些思维的碰撞，让你知道有这么一个新的理论或思想，但要真正深入掌握一门知识，是需要读书和实践的。”在王三木看来，对ted的学习包括两个阶段：如果还不了解自己的兴趣，或者对世界的认识还不够，ted就可以作为通识教育的工具，让你打开眼界；如果有了比较明确的想法，就可以专门接触某一类演讲，顺藤摸瓜，去阅读演讲者的著作，探究他所在的领域，了解他所做的 事情，并和自己的工作结合在一起。这样，ted就会变成灵感的触发器。ted则直接影响到李翔的人生选择。他看了无数遍一个名为《学校扼杀创造力》的演讲，在这段视频中，肯·罗宾逊指出，现代教育不应该只是为了最终产出大学教授，而应该是多元的；不是数学不好，但美术、音乐、舞蹈也同样重要，可惜我们现在的课程都是注重分数、基点，让学生最终向着同一个方向：背书、拿到高分，顺利毕业。

这段视频让李翔有了休学的想法，大二时，他决定开始间隔年，后来，他从那所独立学院退学，申请去了新西兰留学，现在已经创业取得了小小的成功。“ted让我感到生活是如此的多元，不用一条路走到黑。”

世界各地的志同道合者集合在一起 “ted演讲其实只是一个窗口，但是，通过这个窗口，我们可以找到很多来自全球各地的志同道合者。” 在世界各地，喜欢ted的志同道合者正在聚集到一起。2009年3月，ted推出了tedx项目，只要满足以下条件，任何人都可以自己组织tedx讨论会：不能超过一天，会上25%的内容必须是ted演讲视频

目前，以城市、高校为平台，中国也已经有了几百个tedx组织。在这些小小的分会场上，更多的人走上

分享的舞台，交流人生、灵感与创新。

“一些对理想有追求、希望作出某些改变的人走到一起，他们在了解世界其他地方正在发生什么，再相互

探讨这样的变化对本地有何借鉴意义——这就是tedx最典型的一个写照。”

在美国硅谷举办的一场tedxsv大会上，tedx全球项目总监拉瓦·斯丹说，整个tedx的社区就是一个具有全球凝聚力的部落。这个部落的故事，就是全球不同文化相交融的故事，部落里的人也许肤色种族

信仰各不一样，但大家都坚信一点：优秀的思想可以改变我们的未来。

著名音乐家 bob geldof 则在2008年的ted大会上说过：“人类的进步要靠一些?非理性?的人。理性的人看到世界是什么就是什么，?非理性?的人则坚持要努力去改变它。假如要我说ted是什么，我会说，ted本身就是一帮?非理性?的人的聚会。”正是这些“非理性”的人在重新定义着我们这个时代成功的概念。篇五：【ted演讲集】世界需要不同的思考

世界需要不同的思考

我想以简单谈谈自闭症是什么作为开场。自闭症是个非常大的范围，从非常严重不会说话的小孩到天才的科学家及工程师。而我事实上觉得这里像家一样，因为在这有许多自闭症遗传学，各位不会有任何，这是特质的范围。呆瓜何时变成亚斯伯格，只是中等的自闭症，我是说爱因斯坦、莫扎特及特斯拉可能被诊断为自闭症。依照现今自闭的等级，而现在我真正有疑虑的一件事是，如何培育这些将发明未来能量的小孩。这问题比尔盖茨今早有谈到，现在若你想了解自闭症、动物，我要跟各位谈谈不同的思考模式，你必须脱离口语化的语言，我以图片为思考，我不以语言为思考。现在重点是自闭的脑专注于细节。这是一个你必须选择大字母或小字母的测试，而自闭症的脑子选出小字母比较快，重点是正常的脑子忽略细节，若你要建条桥，细节是颇为重要的，因为若你忽视细节则桥会垮。而我最大的疑虑是现今多数的政策，这些事务渐渐太过深奥了，人们渐渐逃离亲手实作的这些事物，我真的很担心许多学校取消动手实作课程，因为艺术及这类课程是我表现突出之处。在我研究牛隻时，我发现大部分人不注意的小事会让牛隻畏惧，就像是这在兽医中心前方飘扬的旗帜，这喂食场要将他们整座兽医中心拆除，他们只需要迁移旗杆，相对而言，快速的迁移。在70年代早期我刚开始时，我亲自跑到牛道中来观察牛隻看到什么，人家觉得我狠疯狂，挂在围篱上的大衣会让他们畏怯，阴影会让他们畏怯，地上的水管??人们不去注意这些事，一条铁链垂挂，而电影里都是美化的。事实上我狠喜欢他们复制我所有的研究专案，那是我怪咖的一面，我的手绘图也在电影里客串上一角，这电影叫「天宝葛兰汀」，不是「图像思考」。所以，什么是图像思考，实际上就是你脑中的电影。我脑子的运作像是影像的google，当我是个小孩时我不了解我的思考有何不同，我以为每个人都是以图像来思考。后来当我写「图像思考」时，我开始访谈一些人看他们如何思考，我很讶异的发现我的思考是非常不同的。如同，若我说「思考一座教堂的顶端」，大部分的人得到的是一般普通的顶端，或许对现场的各位不是如此，但在许多不同地方却是如此。我只看得到特定的图像，它们由我记忆中跳出，就像google的图片，在电影中，它们有个很好的场景，当「鞋」这一字被说出时，一大堆50及60年代的鞋子就跳入到我脑海中。这是我小时候的教堂，那很明确，还有更多，科林斯堡，那些有名气的又如何呢？它们会出现，像 这样，只是非常快速，像google的图片，它们一次出现一张，然后我会想，或许我们可以有点雪或是来场暴风雨，我们可以保持住图像然后转为影片。图像思考在我设计牛隻中心时是巨大的资产，我非常努力研究改良牛隻在屠宰场的待遇，我在设计上能够实际在我脑中做设备的测试，就像一台虚拟实境的电脑系统，我其中一个案子的休息区的鸟瞰图，这是被用在电影中，那可是超级酷的。有许多像是亚斯伯格及自闭类型的，也在电影场景中工作，但是其中有件事让我很担心的是，这些小孩未来的愿景何在？他们不会在属于他们的硅谷出现。我在很早期学到的一件事是，因为我不是很社会化，我必须贩售我的作品而不是我本身，我贩售我家畜作品的方式是，我展现我的手绘稿、展现物品的图片。作为一个小孩另外帮助我的是，50年代你被教导要有规矩，你被教导你不可以在商店里乱动商品、捣蛋。当小朋友在三或四年级时，你可以发现这小孩将成为一位图像思考者，以透视法来作图，我要强调并非所有的自闭症儿都是图像思考者。我许多年前做过这脑部扫描，我以前常笑说，我有这条很粗的网路干线深入我的视觉皮层，这是张量造影，而我巨大的网路干线是比控制线大两倍，红线是我的，而蓝线是性别及年龄的控制线，而我有这条巨大的干线，而控制线在那边，真的很细的蓝线。目前有些研究显示，在自闭症范畴里的人，实际上以视觉皮层为主要的思考，但是重点是，视觉思考着只是其中一种思考方式，自闭症的脑是倾向为特别的脑，善于一件事，而不良于其他事，而我不优的就是代数，而我不能上几何或是三角函数，超大的错误。我发现许多孩童需略过代数，直接学几何或是三角函数。另外一种思考方式是模式思考着，更抽象，这类是工程师、电脑程式师。这是模式思考，那张合掌螳螂是由单一的一张纸做出来的，没胶带、没裁剪，那背景是折叠的图案。这是思考的种类：图片写实视觉思考，像我就是；模式思考者，音乐及数学的脑子，有些这类的人常有阅读上的问题，你也会发现有这类问题的孩童是朗读困难的，你将发现这些不同种类的脑，还有口语的脑，他们知道所有事情的理论。另一件事情是感知的问题，我对必须在脸上穿戴这装备很有疑虑，我在开场前半小时就到场，好将设备安装好且习惯它，为了不要碰到我的下巴，他们还把它折弯了。但是感知是个问题，有些孩童会被日光灯干扰，有些则有声音敏感的问题，各类型的问题。视觉思考让我了解很多动物的想法，因为想想看，动物是一个感知为基础的思考着，而非口语的，以图像来思考、以声音来 们必须与这些学生合作，这引导出心灵导师，我的科学老师不是一位认证老师，他曾是一位nasa太空科学家，目前有些州采取的方式是，若你有生物或化学的学位，你可以进学校教生物或化学，我们需要这样做，因为我观察到的是，对许多这些孩童有益的老师都是在社区大学里。我们的高中需要引进这些好老师。另一件可以非常非常成功的事是，有许多人可能从软件业退休，而他们可以教一个小孩，若他们教授的是事物也没关系，因为你所做的是点燃火花、你启发那小孩，你启发他，然后他将学习所有的新事物。心灵导师是不可或缺的，我无法言喻我的科学老师为我做了什么，我们必须引导他们、雇佣他们，若你的公司雇佣他们实习，关于自闭症、亚斯伯格类的思考，你必须给他们一向特定的任务，别只说设计个新软件，你必须告诉他们更明确的东西「好吧！我们正要设计一套电脑软件，而且它必须能做一些特定的功能，而且它只能使用这么多的记忆体」，那样的明确性是你所需要的。提问：你曾写道，我很喜欢这段话：若有些奇迹，自闭症从世上被消除，那人类将仍在山洞口的火堆前社会化。天宝葛兰汀：因为你认为是谁做了第一把石矛？就是亚斯伯格患者，若去除所有自闭症遗传，那将不会有硅谷存在，而且能源危机也无法解决 提问：所以我想问你其他问题，若你觉得不适当，只要说“下个问题”。但若现场有人有自闭症的小孩或认识一个自闭症的小孩，觉得有些无法跟他们沟通，你给他们的建议是？ 天宝葛兰汀：首先，你必须看年龄。若你认识一个2、3岁或4岁的小孩，不会说话、不会互动，我一直强调：不能等。你每周需要至少20小时的一对一教学。重点是自闭症是有不同程度的，在自闭症的范畴里大约有一半的人将学不会说话，而他们将无法在硅谷工作，这对他们来说并不是合理的事。但你也有聪明怪咖的小孩有些自闭，而这就是你必须引发他们做些有趣的事，我藉由共同兴趣而获得社会化的互动，我跟其他小孩一起骑马，我跟其他小孩一起做火箭模型、做电子实验室。在60年代那是将镜子黏在橡胶膜扬声器，做出一个灯光秀，那时我们认为是超级酷的。

第四篇：TED演讲集：礼物

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

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

第五篇：ted被观看最多的演讲之一：伟大领袖如何激励行动(附演讲稿)

TED被观看最多的演讲之一：伟大领袖如何激励行动

（附演讲稿）

__________________________________________本期推荐

TED演讲人：Simon Sinek 导读

这是非常经典的一场演讲，尽管场地很普通，Simon也没有使用PPT，而是从一张纸上开始他的18分钟演讲。但观点振奋人心，成为TED史上点击率最高的几个视频之一。视频播放

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