英语ted盖茨老婆演讲——可口可乐[共五篇]

第一篇：英语ted盖茨老婆演讲——可口可乐

why does this matter? Well, if we're going to speed up the progress and go even faster on the set of Millennium Development Goals that we're set as a world, we need to learn from the innovators, and those innovators come from every single sector.I feel that, if we can understand what makes something like Coca-Cola ubiquitous, we can apply those lessons then for the public good.Coke's success is relevant, because if we can analyze it, learn from it, then we can save lives.So that's why I took a bit of time to study Coke.And I think there are really three things we can take away from Coca-Cola.They take real-time data and immediately feed it back into the product.They tap into local entrepreneurial talent, and they do incredible marketing.So let's start with the data.Coke has a very clear bottom line.They report to a set of shareholders.They have to turn a profit.So they take the data, and they use it to measure progress.They have this very continuous feedback loop.They learn something, they put it back into the product, they put it back into the market.They have a whole team called “Knowledge and Insight.” It's a lot like other consumer companies.So if you're running Namibia for Coca-Cola, and you have a 107 constituencies, you know where every can versus bottle of Sprite, Fanta or Coke was sold, whether it was a corner store, a supermarket or a pushcart.So if sales start to drop, then the person can identify the problem and address the issue.Well let's contrast that for a minute to development.In development, the evaluation comes at the very end of the project.I've sat in a lot of those meetings.And by then, it is way too late to use the data.I had somebody from an NGO once describe it to me as bowling in the dark.They said, “You roll the ball, you hear some pins go down.It's dark, you can't see which one goes down until the lights come on, and then you an see your impact.” Real-time data turns on the lights.So what's the second thing that Coke's good at? They're good at tapping into that local entrepreneurial talent.Coke's been in Africa since 1928, but most of the time they couldn't reach the distant markets, because they had a system that was a lot like in the developed world, which was a large truck rolling down the street.And in Africa, the remote places, it's hard to find a good road.But Coke noticed something.They noticed that local people were taking the product, buying it in bulk and then reselling it in these hard-to-reach places.And so they took a bit of time to learn about that.And they decided in 1990 that they wanted to start training they local entrepreneurs, giving them small loans.They set them up as what they called micro-distribution centers.And those local entrepreneurs then hire sales people, who go out with bicycles and pushcarts and wheelbarrows to sell the product.There are now some 3,000 of these centers employing about 15,000 people in Africa.In Tanzania and

Uganda, they represent 90 percent of Coke's sales.Let's look at the development side.What is it that governments and NGOs can learn from Coke? Governments and NGOs need to tap into that local entrepreneurial talent as well, because the locals know how to reach the very hard-to-serve places, their neighbors, and they know what motivates them to make change.I think a great example of this is Ethiopia's new health extension program.The government noticed in Ethiopia that many of the people were so far away from a health clinic, they were over a day's travel away from a health clinic.So if you're in an emergency situation, or if you're a mom about it deliver a baby, forget it, to get to the health care center.They decided that wasn't good enough, so they went to India and studied the Indian state of Kerala that also had a system like this, and they adapted it for Ethiopia.And in 2003, the government of Ethiopia started this new system in their own country.They trained 35,000 health extension workers to deliver care directly to the people.In just five years, their ratio went from one worker for every 30,000 people to one worker for every 2,500 people.Now, think about how this can change people's lives.Health extension workers can help with so many things, whether it's family planning, prenatal care, immunizations for the children, or advising the woman to get to the facility on

time for an on-time delivery.That is having real impact in a country like Ethiopia, and it's why you see their child mortality numbers coming down 25 percent from 2000 to 2008.In Ethiopia, there are hundreds of thousands of children living because of this health extension worker program.So what's the next step for Ethiopia? Well, they're already starting talk about this.They're starting to talk about, “How do you have the health community workers generate their own ideas? How do you incent them based on the impact that they're getting out in those remote villages?” That's how you tap into local entrepreneurial talent and you unlock people's potential.The third component of Coke's success is marketing.Ultimately, Coke's success depends on one crucial fact, and that is that people want a Coca-Cola.Now the reason these micro-entrepreneurs can sell or make a profit is they have to sell every single bottle in their pushcart or their wheelbarrow.So, they rely on Coca-Cola in terms of its marketing.And what's the secret to their marketing? Well, it's aspirational.It is associates that product with a kind of life that people want to live.So even though it's a global company, they take a very local approach.Coke's global campaign slogan is “Open Happiness.” But they localize it.And they don't just guess what makes people happy, they go to places like Latin America, and they realize that happiness there is associated with family life.And in South Africa, they associate happiness with [unclear] or community respect.Now, that played itself out in the World Cup campaign.Let's listen to this song that Coke created for it, “Wavin' Flag” by a Somali hip hop artist.(Video)K'Naan: ? Oh oh oh oh oh o-oh ? ? Oh oh oh oh oh oh oh oh oh oh ? ? Oh oh oh oh oh o-oh ? ? Oh oh oh oh oh oh oh oh o-oh ? ?Give you freedom, give you fire? ? Give you reason, take you higher ? ? See the champions take the field now ? ? You define us, make us feel proud ? ? In the streets our heads are lifted ? ? As we lose our inhibition ? ? Celebration, it's around us ? ? Every nation, all around us ?

Melinda French Gates: It feels pretty good, right? Well, they didn't stop there.They localized it into 18 different languages.And it went number one on the pop chart in 17 countries.It reminds me of a song that I remember from my childhood, “I'd Like to Teach the World to Sing,” that also went number one on the pop charts.Both songs have something in common: that same appeal of celebration and unity.So how does health and development market? Well, it's based on avoidance, not aspirations.I'm sure you've heard some of these messages.“Use a condom, don't get AIDS.” “Wash you hands, you might not get diarrhea.” It doesn't sound anything like “Wavin' Flag” to me.And I think we make a fundamental mistake, we make an assumption, that we think that, if people need something, we don't have to make them want that.And I think that's a mistake.And there's some indications around the world that this is starting to change.One example is sanitation.We know that a million and a half children die a year from diarrhea, and a lot of it is because of open defecation.But there's a solution: you build a toilet.But what we're finding around the world, over and over again, is, if you build a toilet and you leave it there, it doesn't get used.People reuse it for a slab for their home.They sometimes store grain in it.I've even seen it used for a chicken coop.(Laughter)But what does marketing really entail that would make a sanitation solution get a result in diarrhea? Well, you work with the community.You start to talk to them about why open defecation is something that shouldn't be done in the village, and they agree to that.But then you take the toilet and you position it as a modern, trendy convenience.One state in Northern India has gone so far as to link toilets to courtship.And it works.Look at these headlines.(Laughter)I'm not kidding.Women are refusing to marry men without toilets.No loo, no “I do.”(Laughter)

Now, it's not just a funny headline.It's innovative.It's an innovative marketing campaign.But more importantly, it saves lives.Take a look at this.This is a room full of young men and my husband, Bill.And can you guess what the young men are waiting for? They're waiting to be circumcised.Can you you

believe that? We know that circumcision reduces HIV infection by 60 percent in men.And when we first heard this result inside the Foundation, I have to admit, Bill and I were scratching our heads a little bit, and we were saying, “But who's going to volunteer for this procedure?” But it turns out the men do, because they're hearing from their girlfriends that they prefer it, and the men also believe it improves their sex life.So if we can start to understand what people really want in health and development, we can change communities and we can change whole nations.So why is all of this so important? So let's talk about what happens when this all comes together, when you tie the three things together.And polio, I think, is one of the most powerful examples.We've seen a 99 percent reduction in polio in 20 years.So if you look back to 1988, there are about 350,000 cases of polio on the planet that year.In 2009, we're down to 1,600 cases.Well how did that happen? Let's look at a country like India.They have over a billion people in this country, but they have 35,000 local doctors who report paralysis, and clinicians, a huge reporting system in chemists.They have two and a half million vaccinators.But let me make the story a little bit more concrete for you.Let me tell you the story of Shriram, an 18 month boy in Bihar, a northern state in India.This year on August 8th, he felt paralysis, and on the 13th, his parents took him to the doctor.On August 14th and 15th, they took a stool sample, and

by the 25th of August, it was confirmed he had Type 1 polio.By August 30th, a genetic test was done, and we knew what strain of polio Shriram had.Now it could have come from one of two places.It could have come from Nepal, just to the north, across the border, or from Jharkhand, a state just to the south.Luckily, the genetic testing proved that, in fact, this strand came north, because, had it come from the south, it would have had a much wider impact in terms of transmission.So many more people would have been affected.So what's the endgame? Well on September 4th, there was a huge mop-up campaign, which is what you do in polio.They went out and, where Shriram lives, they vaccinated two million people.So in less than a month, we went from one case of paralysis to a targeted vaccination program.And I'm happy to say only one other person in that area got polio.That's how you keep a huge outbreak from spreading, and it shows what can happen when local people have the data in their hands;they can save lives.Now one of the challenges in polio, still, is marketing, but it might not be what you think.It's not the marketing on the ground.It's not telling the parents, “If you see paralysis, take your child to the doctor or get your child vaccinated.” We have a problem with marketing in the donor community.The G8 nations have been incredibly generous on polio over the last 20 years, but we're

starting to have something called polio fatigue, and that is that the donor nations aren't willing to fund polio any longer.So by next summer, we're sighted to run out of money on polio.So we are 99 percent of the way there on this goal, and we're about to run short of money.And I think that if the marketing were more aspirational, if we could focus as a community on how far we've come and how amazing it would be to eradicate this disease, we could put polio fatigue and polio behind us.And if we could do that, we could stop vaccinating everybody, worldwide, in all of our countries for polio.And it would only be the second disease ever wiped off the face of the planet.And we are so close.And this victory is so possible.So if Coke's marketers came to me and asked me to define happiness, I'd say my vision of happiness is a mother holding healthy baby in her arms.To me, that is deep happiness.And so if we can learn lessons from the innovators in every sector, then in the future we make together, that happiness can be just as ubiquitous as Coca-Cola.Thank you.(Applause)

第二篇：TED演讲_从可口可乐中学生意经中英对照翻译

从可口可乐学生意经

One of my favorite parts of my job at the Gates Foundation is that I get to travel to the developing world, and I do that quite regularly.And when I meet the mothers in so many of these remote places, I'm really struck by the things that we have in common.They want what we want for our children and that is for their children to grow up successful, to be healthy, and to have a successful life.But I also see lots of poverty, and it's quite jarring, both in the scale and the scope of it.My first trip in India, I was in a person's home where they had dirt floors, no running water, no electricity, and that's really what I see all over the world.So in short, I'm startled by all the things that they don't have.But I am surprised by one thing that they do have: Coca-Cola.Coke is everywhere.In fact, when I travel to the developing world, Coke feels ubiquitous.And so when I come back from these trips, and I'm thinking about development, and I'm flying home and I'm thinking, “We're trying to deliver condoms to people or vaccinations,” you know, Coke's success kind of stops and makes you wonder: how is it that they can get Coke to these far-flung places? If they can do that, why can't governments and NGOs do the same thing? And I'm not the first person to ask this question.But I think, as a community, we still have a lot to learn.It's staggering, if you think about Coca-Cola.They sell 1.5 billion servings every single day.That's like every man, woman and child on the planet having a serving of Coke every week.So why does this matter? Well, if we're going to speed up the progress and go even faster on the set of Millennium Development Goals that we're set as a world, we need to learn from the innovators, and those innovators come from every single sector.I feel that, if we can understand what makes something like Coca-Cola ubiquitous, we can apply those lessons then for the public good.Coke's success is relevant, because if we can analyze it, learn from it, then we can save lives.So that's why I took a bit of time to study Coke.And I think there are really three things we can take away from Coca-Cola.They take real-time data and immediately feed it back into the product.They tap into local entrepreneurial talent, and they do incredible marketing.So let's start with the data.Now Coke has a very clear bottom line--they report to a set of shareholders, they have to turn a profit.So they take the data, and they use it to measure progress.They have this very continuous feedback loop.They learn something, they put it back into the product, they put it back into the market.They have a whole team called “Knowledge and Insight.” It's a lot like other consumer companies.So if you're running Namibia for Coca-Cola, and you have a 107 constituencies, you know where every can versus bottle of Sprite, Fanta or Coke was sold, whether it was a corner store, a supermarket or a pushcart.So if sales start to drop, then the person can identify the problem and address the issue.Let's contrast that for a minute to development.In development, the evaluation comes at the very end of the project.I've sat in a lot of those meetings, and by then, it is way too late to use the data.I had somebody from an NGO once describe it to me as bowling in the dark.They said, “You roll the ball, you hear some pins go down.It's dark, you can't see which one goes down until the lights come on, and then you an see your impact.” Real-time data turns on the lights.So what's the second thing that Coke's good at? They're good at tapping into that local entrepreneurial talent.Coke's been in Africa since 1928, but most of the time they couldn't reach the distant markets, because they had a system that was a lot like in the developed world, which was a large truck rolling down the street.And in Africa, the remote places, it's hard to find a good road.But Coke noticed something--they noticed that local people were taking the product, buying it in bulk and then reselling it in these hard-to-reach places.And so they took a bit of time to learn about that.And they decided in 1990 that they wanted to start training the local entrepreneurs, giving them small loans.They set them up as what they called micro-distribution centers, and those local entrepreneurs then hire sales people, who go out with bicycles and pushcarts and wheelbarrows to sell the product.There are now some 3,000 of these centers employing about 15,000 people in Africa.In Tanzania and Uganda, they represent 90 percent of Coke's sales.Let's look at the development side.What is it that governments and NGOs can learn from Coke? Governments and NGOs need to tap into that local entrepreneurial talent as well, because the locals know how to reach the very hard-to-serve places, their neighbors, and they know what motivates them to make change.I think a great example of this is Ethiopia's new health extension program.The government noticed in Ethiopia that many of the people were so far away from a health clinic, they were over a day's travel away from a health clinic.So if you're in an emergency situation--or if you're a mom about to deliver a baby--forget it, to get to the health care center.They decided that wasn't good enough, so they went to India and studied the Indian state of Kerala that also had a system like this, and they adapted it for Ethiopia.And in 2003, the government of Ethiopia started this new system in their own country.They trained 35,000 health extension workers to deliver care directly to the people.In just five years, their ratio went from one worker for every 30,000 people to one worker for every 2,500 people.Now, think about how this can change people's lives.Health extension workers can help with so many things, whether it's family planning, prenatal care, immunizations for the children, or advising the woman to get to the facility on time for an on-time delivery.That is having real impact in a country like Ethiopia, and it's why you see their child mortality numbers coming down 25 percent from 2000 to 2008.In Ethiopia, there are hundreds of thousands of children living because of this health extension worker program.So what's the next step for Ethiopia? Well, they're already starting talk about this.They're starting to talk about, “How do you have the health community workers generate their own ideas? How do you incent them based on the impact that they're getting out in those remote villages?” That's how you tap into local entrepreneurial talent and you unlock people's potential.The third component of Coke's success is marketing.Ultimately, Coke's success depends on one crucial fact and that is that people want a Coca-Cola.Now the reason these micro-entrepreneurs can sell or make a profit is they have to sell every single bottle in their pushcart or their wheelbarrow.So, they rely on Coca-Cola in terms of its marketing, and what's the secret to their marketing? Well, it's aspirational.It is associated that product with a kind of life that people want to live.So even though it's a global company, they take a very local approach.Coke's global campaign slogan is “Open Happiness.” But they localize it.And they don't just guess what makes people happy;they go to places like Latin America and they realize that happiness there is associated with family life.And in South Africa, they associate happiness with seriti or community respect.Now, that played itself out in the World Cup campaign.Let's listen to this song that Coke created for it, “Wavin' Flag” by a Somali hip hop artist.(Video)K'Naan: Oh oh oh oh oh o-oh Oh oh oh oh oh oh oh oh oh oh Oh oh oh oh oh o-oh Oh oh oh oh oh oh oh oh o-oh Give you freedom, give you fire Give you reason, take you higher See the champions take the field now You define us, make us feel proud In the streets our heads are lifted As we lose our inhibition Celebration, it's around us Every nation, all around us

Melinda French Gates: It feels pretty good, right? Well, they didn't stop there--they localized it into 18 different languages.And it went number one on the pop chart in 17 countries.It reminds me of a song that I remember from my childhood, “I'd Like to Teach the World to Sing,” that also went number one on the pop charts.Both songs have something in common: that same appeal of celebration and unity.So how does health and development market? Well, it's based on avoidance, not aspirations.I'm sure you've heard some of these messages.“Use a condom, don't get AIDS.” “Wash you hands, you might not get diarrhea.” It doesn't sound anything like “Waving' Flag” to me.And I think we make a fundamental mistake--we make an assumption, that we think that, if people need something, we don't have to make them want that.And I think that's a mistake.And there's some indications around the world that this is starting to change.One example is sanitation.We know that a million and a half children die a year from diarrhea and a lot of it is because of open defecation.But there's a solution: you build a toilet.But what we're finding around the world, over and over again, is, if you build a toilet and you leave it there, it doesn't get used.People reuse it for a slab for their home.They sometimes store grain in it.I've even seen it used for a chicken coop.(Laughter)But what does marketing really entail that would make a sanitation solution get a result in diarrhea? Well, you work with the community.You start to talk to them about why open defecation is something that shouldn't be done in the village, and they agree to that.But then you take the toilet and you position it as a modern, trendy convenience.One state in Northern India has gone so far as to link toilets to courtship.And it works--look at these headlines.(Laughter)I'm not kidding.Women are refusing to marry men without toilets.No loo, no “I do.”

(Laughter)

Now, it's not just a funny headline--it's innovative.It's an innovative marketing campaign.But more importantly, it saves lives.Take a look at this--this is a room full of young men and my husband, Bill.And can you guess what the young men are waiting for? They're waiting to be circumcised.Can you you believe that? We know that circumcision reduces HIV infection by 60 percent in men.And when we first heard this result inside the Foundation, I have to admit, Bill and I were scratching our heads a little bit and we were saying, “But who's going to volunteer for this procedure?” But it turns out the men do, because they're hearing from their girlfriends that they prefer it, and the men also believe it improves their sex life.So if we can start to understand what people really want in health and development, we can change communities and we can change whole nations.Well, why is all of this so important? So let's talk about what happens when this all comes together, when you tie the three things together.And polio, I think, is one of the most powerful examples.We've seen a 99 percent reduction in polio in 20 years.So if you look back to 1988, there are about 350,000 cases of polio on the planet that year.In 2009, we're down to 1,600 cases.Well how did that happen? Let's look at a country like India.They have over a billion people in this country, but they have 35,000 local doctors who report paralysis, and clinicians, a huge reporting system in chemists.They have two and a half million vaccinators.But let me make the story a little bit more concrete for you.Let me tell you the story of Shriram, an 18 month boy in Bihar, a northern state in India.This year on August 8th, he felt paralysis and on the 13th, his parents took him to the doctor.On August 14th and 15th, they took a stool sample, and by the 25th of August, it was confirmed he had Type 1 polio.By August 30th, a genetic test was done, and we knew what strain of polio Shriram had.Now it could have come from one of two places.It could have come from Nepal, just to the north, across the border, or from Jharkhand, a state just to the south.Luckily, the genetic testing proved that, in fact, this strand came north, because, had it come from the south, it would have had a much wider impact in terms of transmission.So many more people would have been affected.So what's the endgame? Well on September 4th, there was a huge mop-up campaign, which is what you do in polio.They went out and where Shriram lives, they vaccinated two million people.So in less than a month, we went from one case of paralysis to a targeted vaccination program.And I'm happy to say only one other person in that area got polio.That's how you keep a huge outbreak from spreading, and it shows what can happen when local people have the data in their hands;they can save lives.Now one of the challenges in polio, still, is marketing, but it might not be what you think.It's not the marketing on the ground.It's not telling the parents, “If you see paralysis, take your child to the doctor or get your child vaccinated.” We have a problem with marketing in the donor community.The G8 nations have been incredibly generous on polio over the last 20 years, but we're starting to have something called polio fatigue and that is that the donor nations aren't willing to fund polio any longer.So by next summer, we're sighted to run out of money on polio.So we are 99 percent of the way there on this goal and we're about to run short of money.And I think that if the marketing were more aspirational, if we could focus as a community on how far we've come and how amazing it would be to eradicate this disease, we could put polio fatigue and polio behind us.And if we could do that, we could stop vaccinating everybody, worldwide, in all of our countries for polio.And it would only be the second disease ever wiped off the face of the planet.And we are so close.And this victory is so possible.So if Coke's marketers came to me and asked me to define happiness, I'd say my vision of happiness is a mother holding healthy baby in her arms.To me, that is deep happiness.And so if we can learn lessons from the innovators in every sector, then in the future we make together, that happiness can be just as ubiquitous as Coca-Cola.Thank you.译文

我最喜欢的一个部分在盖茨基金会是我的工作,我前往发展中国家,经常和我这样做。当我满足这些远程的母亲在很多地方,我真的很震惊的事情我们有共同之处。他们想要什么是我们想要我们的孩子,为孩子成长成功,健康,成功的人生。但我也看到很多贫困,很刺耳,在它的规模和范围。我第一次在印度,我在一个人的家,他们有泥土地板,没有自来水,没有电,这真的是我所看到的世界各地。所以简而言之,我吓的他们没有的东西。但我感到惊讶,他们做的一件事:可口可乐。

可口可乐无处不在。事实上,当我前往发展中国家,可口可乐的感觉无处不在。从这些旅行,所以当我回来,我想发展,和我飞回家,我在想,“我们试图给人们提供避孕套或接种疫苗,”你知道,可口可乐成功的停止,让你疑惑:为什么他们可以让可口可乐这遥远的地方?如果他们能做到这一点,政府和非政府组织为什么不能做同样的事情吗?我不是第一个问这个问题的人。但我认为,作为一个社区,我们还有很多东西要学。这是惊人的,如果你觉得可口可乐。他们每一天卖出15亿份。这就像每一个男人、女人和儿童在这个星球上每星期吃一份可口可乐的。那么为什么这件事呢?好吧,如果我们要加快进度,更快的千禧年发展目标,我们设置为一个世界,我们需要学习的创新者,这些创新者来自每一个部门。我觉得,如果我们能理解是什么让类似可口可乐无处不在,我们可以运用这些经验教训然后为公益。

可口可乐的成功是相关的,因为如果我们可以分析它,学习它,然后我们可以拯救生命。所以这就是为什么我花了一些时间来研究可口可乐。我认为有三件事我们可以从可口可乐带走。他们立即采取实时数据和充入的产品。他们利用当地的创业人才,做难以置信的营销。所以让我们从数据开始。现在可口可乐公司有一个很清晰的底线——他们报告一组股东,他们必须盈利。所以他们的数据,他们用它来衡量进展。这一持续的反馈回路。他们学习一些东西,他们把它回产品,他们把它回市场。他们有整个团队称为“知识和洞察力。“这是一个很多像其他消费品公司。所以如果你运行纳米比亚可口可乐,你有107个选区,你知道每一个可以与一瓶雪碧,芬达,可口可乐被出售,是否一个角落商店,超市或手推车。所以如果销售开始下降,那么人可以识别问题和解决这个问题。

让我们对比一下发展。在发展中,评价是在项目的最后阶段。我坐在了很多的会议,到那时,来不及使用数据的方式。我已经有人从一个非政府组织曾经对我描述它在黑暗中打保龄球。他们说,“你滚球,你听到一些针下去。黑暗,你看不见哪一个下降直到灯都亮了,然后你看你的影响。“实时数据打开灯。

所以可口可乐的擅长的第二件事是什么吗?他们擅长利用当地的创业人才。可口可乐1928年在非洲,但大多数时候他们不能到达遥远的市场,因为他们有一个系统,很像在发达国家,这是一辆大卡车奔驰在大街上。在非洲,遥远的地方,很难找到一个好的道路。但是可口可乐发现了一些——他们发现当地人们采取产品,批量购买它,然后转售它在这些更难以达到的地区。于是他们花了一些时间去了解。在1990年,他们决定,他们想要开始训练当地的企业家,提供小额贷款。他们设立所谓micro-distribution中心,和那些当地的企业家雇佣销售人员,和自行车、手推车和手推车卖出去的产品。现在有大约3000名在非洲这些中心雇佣大约15000人。在坦桑尼亚和乌干达,他们代表可口可乐的销量的90%。让我们看看发展的一面。

这是什么,政府和非政府组织可以从可口可乐吗?政府和非政府组织需要利用当地创业人才,因为当地人知道如何达到hard-to-serve的地方,他们的邻居,他们知道是什么激励着他们改变。我认为一个伟大的例子是埃塞俄比亚的新健康扩展计划。在埃塞俄比亚政府注意到,许多人因此远离健康诊所,他们在一天的旅行从一个健康诊所。所以如果你在紧急情况下,或者如果你是一个妈妈接生,忘记它,去医疗中心。他们认为不够好,所以他们去了印度,研究了印度喀拉拉邦的,也有一个这样的系统,他们搬到埃塞俄比亚。2003年,埃塞俄比亚政府在自己的国家开始这个新的系统。他们培训了35000名健康推广人员提供直接护理的人。在短短五年内,他们的比例从每30000人一名工人为每2500人一名工人。

现在,思考如何改变人们的生活。健康推广人员可以帮助解决很多事情,无论是计划生育、产前保健、儿童免疫接种,或建议女人去工厂准时准时交货。在埃塞俄比亚这样的国家产生真正的影响,这就是为什么你看到他们的儿童死亡率从2000年到2000年数字下降25%。在埃塞俄比亚,有成千上万的儿童健康生活因为这个扩展工计划。那么埃塞俄比亚的下一步是什么呢?嗯,他们已经开始谈论这个。他们开始谈论,“你有健康社区工作者产生自己的想法?你如何激励他们基于影响在那些偏远村庄里走出来?“这是你如何利用当地创业人才和你解开人们的潜力。可口可乐的成功营销的第三个组成部分。最终,可口可乐的成功取决于一个关键事实,那就是,人们想要一个可口可乐。现在,这些企业家们可以出售或盈利的原因是他们必须在他们的手推车和手推车销售每一个瓶子。所以,他们依靠可口可乐的营销,和他们的营销的秘诀是什么?嗯,这是梦寐以求的。是相关联的产品,人们想要一种生活。所以即使它是一家全球性公司,他们非常局部的方法。可口可乐的全球运动的口号是“开放的幸福。“但他们本地化。,他们不只是想让人们高兴,他们去拉丁美洲等地,他们意识到,幸福与家庭生活。在南非,他们将幸福与seriti或社区的尊重。现在,在世界杯。让我们听这首歌,可口可乐,创建“Wavin国旗”索马里嘻哈歌手。

梅林达法国盖茨:感觉很好,对吗?嗯,他们没有停止,他们本地化成18种不同的语言。它就在17个国家流行的图表。这让我想起一首歌,我记得从我的童年,“我想世界教唱歌,”,也在流行音乐排行榜第一。这两首歌有一些共同点:同样的庆祝活动的吸引力和团结。所以健康和发展市场如何?嗯,这是基于避免,不是愿望。我相信你听说过其中的一些消息。“使用安全套,不要得了艾滋病。”“洗你的手,你可能不会腹泻。“这听起来不像向我挥舞的旗帜”。

我认为我们一个基本的错误,我们做一个假设,我们认为,如果人们需要什么,我们不需要让他们希望这样。我认为这是一个错误。和世界各地的有一些迹象表明,这是开始改变。一个例子是卫生设施。我们知道每年一百万零一儿童死于腹泻和很多因为排便。但是有一个解决方案:构建一个厕所。但是我们发现在世界各地,一遍又一遍，如果你建立一个厕所,你离开那里,它不习惯。人们重用为一块他们的家。他们有时存储粮食。我甚至看到它用于一个鸡笼。(笑声)但是营销的真正需要,使卫生解决方案会导致腹泻吗?嗯,你工作与社区。你开始跟他们说为什么排便村里是不应该做的,他们同意。然后你把厕所和你位置它作为一个现代的、时尚的方便。在印度北部一个州已经就将厕所求爱。和它的工作原理,看看这些标题。(笑声)我不是在开玩笑。女人拒绝结婚的男人没有厕所。没有厕所,没有“我”。

(笑声)

现在,它不仅是一个有趣的标题——它的创新。这是一个创新的营销活动。但更重要的是,它可以拯救生命。看看这个,这是一屋子的年轻男人和我的丈夫,比尔。你能猜猜年轻人正在等待什么?他们等着受割礼。你能相信吗?我们知道,包皮环切可以降低男性感染艾滋病毒的60%。里,当我们第一次听到这个结果基础上,我不得不承认,比尔和我是抓我们的头一点,我们说,“但志愿参加这个过程是谁?“但事实证明男人,因为他们听到他们的女朋友,他们喜欢它,和男人还认为它能改善性生活。所以如果我们可以开始了解人们真正想要的健康和发展,我们可以改变社区,我们可以改变整个国家。

所有这一切为何如此重要?让我们谈论当这一切在一起时,会发生什么当你三件事联系起来。和小儿麻痹症,我认为,是最强大的一个例子。我们看到脊髓灰质炎在20年内减少了99%。所以如果你回顾1988年,地球上大约有350000例脊髓灰质炎。2009年,我们到1600例。这是怎么发生的?让我们看看一个像印度这样的国家。他们有超过十亿人在这个国家,但他们有35000当地医生报告瘫痪,化学家和临床医生,一个庞大的报告系统。他们有两个半万员。但让我使这个故事更具体一点。让我告诉你的故事Shriram,比哈尔邦的18个月的男孩,在印度北部的国家。今年8月8日,他感到麻痹和13日,他的父母带他去看医生。8月14日和15日,他们把粪便样本,8月25日,这是他确认1型脊髓灰质炎。在8月30日,一个基因测试完成,我们知道的脊髓灰质炎Shriram。

现在,它可能来自两个地方之一。它可能来自尼泊尔,北方边境,或者从恰尔肯德邦,韩国。幸运的是,基因检测证明,事实上,这一股北方,因为,如果它来自南方,这将影响更广泛的传播。所以更多的人会受到影响。所以结局是什么?9月4日,有一个大扫荡行动,这正是你在小儿麻痹症。他们出去,Shriram住在哪里,他们二百万人接种疫苗。所以在不到一个月的时间,我们就从一个瘫痪的情况下有针对性的疫苗接种计划。和我很高兴地说只有一个人在那个地区有小儿麻痹症。这是你如何保持巨大的疫情的蔓延,会发生什么,它显示了当地人民的数据在他们手中;他们可以拯救生命。

现在在小儿麻痹症的一个挑战,不过,是营销,但它可能不是你的想法。这不是营销在地上。不告诉父母,“如果你看到瘫痪,带你的孩子去看医生或者你的孩子接种疫苗。“我们有一个问题在捐助社会营销。八国集团国家非常慷慨的脊髓灰质炎在过去的20年,但我们开始有所谓的疲劳,是脊髓灰质炎捐助国再也不愿意资助脊髓灰质炎。明年夏天,我们看到钱用光了小儿麻痹症。所以我们99%的方式在这一目标,我们缺钱。而且我认为,如果营销更有抱负的,如果我们能作为一个社区,关注我们已经走了多远,这是多么惊人的根除这一疾病,我们可以使脊髓灰质炎疲劳和小儿麻痹症。如果我们能做到这一点,我们可以停止给每个人接种疫苗,在世界范围内,在我们所有的脊髓灰质炎的国家。也只会是第二个疾病的擦过地球。我们如此接近。这很可能胜利。

所以如果可口可乐的营销人员来找我,让我来定义幸福,我想说我的幸福就是一位母亲抱着健康的孩子在怀里。对我来说,这是幸福深。所以如果我们能从中吸取教训创新者在每一个部门,那么将来我们在一起,幸福可以和可口可乐一样无处不在。

第三篇：ted演讲

Ali Carr-Chellman 谈用游戏让男生重拾学习兴趣关于这场演讲

在这场 TEDxPSU 演讲中，Ali Carr-Chellman 精准地指出三条理由，说明为何男生会成群陆续地和学校渐行渐远，定出让他们“重新回头”的大胆计划，即将他们的文化“接到”教室来，新规则包括让他们尽显男孩特性，并设置寓教于乐的电玩。

关于 Ali Carr-Chellman

Ali Carr-Chellman 是位教学设计师与作者，她研究最有效的教育方法并期在学校带出改变。

为何要听她演讲：

曾是位三年级教师，Ali Carr-Chellman 了解到传统的小学教室不理想，部分原因是她不满传统学校缺乏创意、灵活性且不愿改变。她现在是位教学设计师、作者及教育者，致力于研究如何在校园中制造改变与创意，让教育更有效的推行到更多孩子身上。她在美国宾夕法尼亚州立大学教育学院中任教，主要指导博士生研究帮忙催生下一代教员，让后者都能身怀具创意的研究点子与教法的绝技。Carr-Chellman 也负责教授在线课程，重点放在帮助实习教师学习如何改善自己的教学设计实作及教室环境。

她最近的研究项目包括“找回男孩”，研究利用电玩让男生重回小学课程的方法。其它项目包括邀囚犯及游民思考如何改革校园，并将这些“新”声音带到决策者的耳边。

“哇噢！这真了不起，我在学校学3D动画／打电玩，这是我人生中唯一感到自在且在行的事，我甚至感到自己很聪明！我们学校有多棒是永远讲不完的，发现自己对某事在行的感觉真美好”。

傻瓜 23 在 YouTube 上的留言

Ali Carr-Chellman 的英语网上资料

首页： ed.psu.edu

[TED科技‧娱乐‧设计]

已有中译字幕的TED影片目录（繁体）（简体）。请注意繁简目录是不一样的。

「翻译编辑：myoops.org」

我在此告诉各位，我们接触男生的方式不正确，而这对男生们是个严重的问题，他们的文化未融入校园，我要与各位分享我们可以思考的克服之道，首先，我要以此为起头，这是男生，这是女生，这可能就是刻板印象中的男生与女生，但如果我今天是要讲明性别的本质，各位大可不用鸟我要讲的内容，所以，我不打算么做，压根没兴趣，这是不同的男生与女生形象，重点是，并非所有的男生都能以死板的定义来界定，那些我们所认为的男女生形象，女生也并非全都能死板地定义在我们所认为的女生形象中，但实际上，大部分的男生确实倾向以某种方式表达，大部分的女生确实倾向以某种方式表达，但问题是，对于男生而言，他们生存的方式与拥抱的文化和现今的校园不太搭调，我们从何得知？ “100 女孩专案”给出一些很棒的统计数据，举例而言，若有 100 名女生休学，就会有 250 名男生休学，若有 100 名女生被退学，就会有 335 名男生被退学，若有 100 名女生需要特殊教育，男生的人数便是 217 名，每 100 名有学习障碍的女生，对应的是 276 名男生，当有 100 名女生被诊断出具有情绪焦躁的问题，男生的人数便是 324 名，顺道一提，这些数据会更惊人，如果学生对象是黑人或是穷人，或是就读于人数过多的学校，而且，男生相较于女生被诊断出患有 ADHD 的可能性高出四倍，ADHD 意指专注力失调及过动症，但还有另一个面向，很重要的是，我们要认识到女人在校园中仍需要帮忙，她们的薪水仍明显地偏低，就算是工作类型受到管控，女生仍持续栽在与数学和科学的长年奋战中，这全是事实，但这不能阻止我们关注男生对读写能力的需要，特别是年龄介于 3 到 13 岁之间，所以，我们应要更加注意，事实上，我们只需以他们的立场来想，因为针对女性的倡议与项目，以目前现有的看来，无论是在科学、工程或数学的领域，成果都很令人满意，这些改善了很多女孩所遇到的困境，所以，我们必须要开始思考如何帮帮男生，特别是在幼年时，甚至当他们较年长时，我们发现问题依旧存在。

当我们观察大学生的组合，现时，获大学学历者有60％是女性，这个转变很巨大，事实上，有些大学管理者对此稍微感到不安，因为他们正朝 70％的大关迈进，大学女生人数不断上扬，这让大学管理者十分紧张，因为，女生不愿上没有男生的学校，因此，我们才开始看到男性中心及男性研究的设立，思考如何重新接触男性，以了解他们在大学的经验，如果和校方谈这个问题，他们的可能回答是，“喔，他们爱打电玩，整晚都在线狂赌，当然还要力战《魔兽世界》，而这些都影响到他们的课业表现”，但各位知道吗？电玩并非主因，而是症状，他们长期被排斥，才走到今天这步田地，我们来谈为何他们一直遭到排斥，介于 3 到 13 岁的年纪，我相信，有三条理由是男生无法与今日校园文化取得协调的主因，第一，零容忍，我认识一名幼儿园教师，她儿子将全部玩具都“捐”给她，但当他这么做时，她必须一件件地挑出所有的小塑料玩具枪，理由是塑料刀、剑和斧头这类的玩具不能出现在幼儿园教室中，我们到底在怕这位小绅士会拿着他的枪干出啥事来？我是说真的，但他是个活例，事实是，今日的操场不准打闹，我并非在鼓吹暴力，也并非在建议我们要让枪枝与刀械进入校园，但当我们认为一位高中教室中的鹰级童军，因为他在停车场车内锁着的是一把小刀，因而要他休学，我认为我们的零容忍态度已走过头，另一项过头的零容忍事实是男生的写作，今日多数的教室中，不允许书写任何关于暴力的内容，也不能写任何有关电玩的内容，这些都是禁忌主题，男生回家后总抱怨说：“我痛恨写作”，“为何痛恨写作？写作不好吗”？“我必须写她指示的东西”，“Okay，她要你写些什么”？“诗，我必须写诗及我生活的点滴，我才不写那些东西”，“好，那你想写些什么？关于什么”？“我想写电玩、升级，我想写这个真正有趣的世界，我想写飓风吹进屋，吹走所有窗户，摧毁所有家具且杀死所有人”，“好，Okay”，如果跟一位教师说这则故事，他们会非常严肃地回答：“我们是否应将这个小孩送去见心理医师”？答案是，不，他只是名小男生，小男孩，写这样的内容不 Okay，在今日的教室中。

所以，第一个理由是零容忍政策让男生感到被排斥，接着是男生的文化与校园文化不协调，男教师人数较少，没有一位 15 岁以上成人知道此为何故，因为过去 10 年间，小学教师人数减了一半，比率从 14 ％降到 7％，这意味着 93％的教师，这些年轻的小学教师，全是女性，这有什么问题？女性教师不错呀！是的，完全正确，但男生的男性榜样，那些告诉他们聪明也不错的模范角色，没错，他们有老爸、牧师、幼童军狼头，但终究，每天六小时，一周五天，他们要待在教室中，而大部分的教室中，男人并不存在，所以，他们会认为这里根本就不是男生该来的地方，这是女生的地盘，我干不来，所以，我最好狂打电玩或做运动之类的，因为，我显然不属于这里，男人不属于这里，这十分明显，这也许是非常直接的因果关系，这一切就顺势而生，但间接地，缺少男性代表的文化，在教师休息室便会听到这样的对话，关于 Joey 和 Johnny 在操场干架，“我们要怎么处置这两名男生”？这个问题的答案会因对话者的不同而有所变化，对话者有男性教师吗？有养育过男孩的母亲吗？明显地，这场对话会因对话者的角色而有不同的答案。

第三个男生与今日校园不协调的理由是，同胞们，幼儿园是老式的二年级，我们存在着严重的课程压缩问题，三岁时，学生就必须能清楚地拼出自己的名字，否则就会被认为是发展迟缓，上一年级时，就应该能阅读几段文章，也许带有图片，但不一定，书的厚度约是 25 到 30 页，如果学生无法办到，我们就会考虑将该员编入初阶阅读加强班，如果去询问加强班教师，他们会说班上的男女生比率是四到五比一，对象是小学年级，这个问题的原由是因为男生接收到的信息是，“我必须永远照老师的指示做”，教师的薪水是依“有教无类”和“追求卓越”法案，还有负责性与测验之类的标准而定，所以，她必须要设法将所有的课程都教给男生，还有女生，而这套压缩版课程对所有好动的孩子都是项折磨，结果是，她说：“拜托，坐下，安静、遵照指示与规则，善用时间、专注，学学女生！”这是她会宣布的话，间接地，最后一句便是她所传达的信息，这成了一个严重的问题，原因何来？来自我们（笑声），我们要我们宝贝六个月时就能阅读，各位看过这则广告吗？我们想要住在 Lake Wobegon（美国明尼苏达州一处虚幻小镇），当地每个小孩的水平都高于水平，但这对我们的孩子是极不健康的做法，发展的不健全，对男孩更是件恶耗，我们该怎么改善？我们必须设身处地地了解男生的文化，改变心态，对于在小学中接受男生的心态，确切来说，我们可从细项着手，我们可以设计较优的游戏，今日所见的大部分教育游戏充其量只有抽认卡，而那美其名是只能加强记忆练习，没有深度及丰富的故事情节，相较于电玩之下，后者才是男生真正感兴趣的游戏，我们必须设计较优的游戏，而且让教师、父母、学校董事会及政治家们了解这点，要确认人们明了我们的教室需要更多男人，再仔细评估我们的零容忍政策，那有道理吗？还必须思考如何解压缩这套课程，如果我们办得到的话，试图让男生回到他们觉得自在的场域来，这些对话都应立即展开。

目前就有些很棒的范例，关于学校，《纽约时报》最近才报导了一间学校，一名来自新校的游戏设计师，让该校化身成很酷的电玩校园，但仅有几名孩子受惠，范围不够大，我们必须改变文化与感受，针对政治家、学校董事成员及父母所认知的接受方式，及我们今日校园能接受的方式，必须投资更多游戏设计，因为好的游戏，真正好的游戏需要投资，《魔兽世界》的预算庞大，大部分的教育游戏却无预算，我们的研究起点是，我的同事 Mike Petner、Shawn Vashaw 和我自己，我们开始试图观察教师的态度，找出他们对游戏的真正感受，他们的看法为何？我们发现，他们谈论自己学校中的孩子，谈到学生讨论电玩时使用相当贬抑且盘诘的语气，他们会说：“噢，对，他们整天谈游戏，小战斗角色、小战绩或是宝物徽章，或任何获得的战功，整天谈这些东西”，他们这么讲，好像那没啥紧要，但如果那是你的文化，想看看，你可能有何感受？作为听话端的角色总是非常不自在，当听到这类话时，他们对任何事都会感到紧张，尤其是跟暴力扯上关系，因为零容忍政策，他们确信父母及管理者不会接受这类事件的发生，所以，我们真的必须思考教师的态度，找出改变态度的方法，让教师更开放、更能接受教室中的男生文化，因为，如果我们最终不这么做的话，我们会再听到男生离开小学时说出以下的话语，“我猜，那是女生地盘，我干不来，所以，我最好狂打电玩或做运动”，但如果我们改变并关注这一切，使男生重拾对学习的兴趣，他们将会在离开小学时说：“我还蛮聪明的”！感谢聆听。

第四篇：Ted演讲

私有制：中国经济奇迹的真正源泉

甚至连许多西方经济学家都认为,中国已经找到了主要依靠国家财政与控制的繁荣之路。但是，他们大错特错了。

2009年3月 • 黄亚生

美国式资本主义的可信性是全球金融危机中最早的牺牲品之一。随着雷曼兄弟银行的破产倒闭，全世界的权威评论家一窝蜂地唱衰美国经济理念——有限政府、最小限度的监管和对信贷的自由市场分配等。在考虑以何种模式取代没落的美国模式时，有些人把目光转向了中国。在中国，市场受到严格的监管，而金融机构则由国家控制。在经历了华尔街的溃败后，焦躁不安的弗朗西斯•福山在《新闻周刊》（Newsweek）上撰文指出，中国式的国家资本主义“看起来越来越有吸引力了。”《华盛顿邮报》（Washington Post）的专栏作家大卫•伊格内修斯为基于孔子思想的“新干预主义”在全球的出现而高声欢呼；伊格内修斯引用理查德•尼克松间接称颂经济学家凯恩斯（John Maynard Keynes）的话说：“现在我们都中国化了。”

但是，在宣布新的中国世纪的曙光到来之前，全球的领导人和高管们需要好好再想一想，中国活力的源泉到底是什么。说到中国经济奇迹产生的原因，获得广泛认可的看法——那是专家治国论的胜利，共产党依靠国家控制的企业实现了向市场经济的逐步转型——从各个重要方面来讲都错了。这种标准的看法认为，企业家精神、私有财产权、金融自由化和政治改革对中国的经济奇迹只发挥了很小的作用。但是，基于对中国政府的调查数据和中央及地方政府文件的详细分析，我的研究结论是，财产权和私营企业是高速增长和贫困水平降低最主要的激励因素。

我们经常读到这样的文章，认为渐进主义是中国成功地从马克思主义转型到市场经济的关键因素；许多文章称赞北京摒弃了俄罗斯式的休克疗法，采用更加务实的方法，创建了良好的商业环境，让私营企业有机地发展。这种观点认为，通过在上世纪80年代首先进行小范围改革，中国经济发展的自由度和市场导向水平逐渐提高，并在90年代后期积蓄了发展动力。但事实并非如此。实际发生的情况是，上世纪80年代进行的金融自由化和私营企业的早期地方性试验，催生了乡镇企业最初的蓬勃发展。正是这些早期的收获——而并非国家主导的大规模基础设施投资和90年代的城市化——为中国奇迹奠定了真正的基础。尽管有许多专家将中国宏大的基础设施项目和利用外国资金建设的崭新工厂与印度破败不堪的公路和微不足道的外国直接投资流进行比较，但这种观点夸大了公共开支和外国投资对中国发展的贡献。直到上世纪90年代后期以前，这两种因素在中国的影响力所占比重都不大——它们的出现比80年代宽松的金融控制和最初的乡镇企业发展大潮要晚得多。在上世纪80年代，中国经济的发展要比90年代快得多，并且产生了更好的社会效益：贫困人口下降，贫富差距缩小，而且劳动力在GDP中所占份额——衡量从经济发展中人均获益的指标——显著上升。从1978年到1988年，生活水平低于中国贫困线的农村人口减少了1.5亿以上。而在90年代，尽管GDP几乎都达到了两位数增长，并且实施了大规模的基础设施建设，但贫困人口数量却只下降了6,000万。此外，在80年代，中国经济增长主要靠投资而不是消费驱动的程度远不像今天这样严重。

换句话说，企业资本主义与国家资本主义不同，它不仅带来了增长，而且还对增长所带来的利益进行了广泛的分配。企业主义（Entrepreneurialism）既充满活力，又符合社会道德。

西方媒体总爱把像北京、上海和深圳这样的大城市称颂为生机勃勃的发展中心（见图表）。而中国的农村地区，即使被提到，也通常被形容为贫困的穷乡僻壤。但是，只要对经济数据进行仔细分析，就会发现，对中国现代化城市高楼大厦的这些令人震撼的描述完全是一种误导：事实上，中国的农村才具有最大的经济活力，而政府的强势干预已经窒息了中心城市的企业家精神和所有权。

后一种观点的重要性无论怎样强调都不过分。中国资本主义的发展历史事实上大部分都可以被描述为两个中国的斗争：由市场推动的、富有企业家精神的农村与由国家主导的城市之间的斗争。无论何时何地，只要中国农村占据优势地位，中国的资本主义就是企业式的、独立于政治的，并且是充满竞争活力的。无论何时何地，只要中国城市占据主导地位，中国的资本主义就会朝着依赖于政治和国家集权的方向发展。

上海是中国城市发展最显著的象征，其现代化的摩天大楼、外国奢侈品商店和全国最高的人均GDP使其成为中国的模范城市——一个国家资本主义获得成功的最好例证。事实果真如此吗？采用更具有实际意义的经济成就指标来衡量，上海的发展远不及温州。温州是位于上海南边数百英里以外一个浙江省的城市，这里是企业资本主义的一片乐土。上世纪80年代初期，使温州闻名于世的仅仅是它那勤劳的农民。当时，在温州的500万居民中，城市人口还不到10%。如今，温州是中国最具活力的城市，其数量众多的企业主宰着欧洲的服装市场。而相比之下，曾经是中国最早的实业家乐园的上海，如今却很少涌现出本土企业家。

温州的转型几乎完全是靠自由市场政策来实现的。早在1982年，当地官员就开始试行民间借贷、自由利率、存贷款机构的跨地区竞争，以及向私营企业提供贷款等。温州市政府还大力保护私营企业家的财产权，并从其他诸多方面使城市更有利于企业的发展。

本土企业为民生福祉带来了什么变化吗？非常多。按人均GDP计，上海几乎是温州所在的浙江省的两倍（难以获得温州人均GDP的详细数据）。但是，如果衡量家庭收入——一般居民的实际的支出能力——这两个地区的繁荣程度就旗鼓相当了。2006年，一个典型上海居民的家庭收入比一个典型浙江居民的家庭收入高13%，但上海居民的非工薪收入水平（如政府福利）却几乎是浙江居民的两倍。两地居民的平均劳动收入大体相当。平均来看，上海居民从经营企业中获得的收入比浙江居民低44%，而从所拥有的资产中获得的收入则要低34%。这就意味着：国家资本主义可以提高城市高楼大厦的楼高和GDP的统计数据，但并未提升居民的实际生活水平。

如果研究一下浙江省与其北部近邻江苏省的经济状况，这种对比就会更加清晰。这两个省份可以进行近乎完美的比较。它们的地理条件差不多相同：都是沿海省份，江苏位于上海北面，而浙江位于上海南面。它们还拥有相似的企业发展历史：都对解放前上海的实业家

和企业家阶层做出过重大贡献。然而，在改革以后的若干年里，江苏省吸引了外国投资并从公共建设工程开支中受益颇多，而浙江省却不然。这种差异产生了令人吃惊的结果。

20年前，江苏省比浙江省更为富庶，但如今却比浙江穷，在每一项重要的经济和社会福利指标上都落后于浙江。平均来看，浙江居民的资产性收入要大大高于其北方邻省的居民，他们居住的房子更大，拥有电话、计算机、彩电、相机或汽车的比例更高。浙江的婴儿死亡率更低，浙江人的平均预期寿命更长，识字率也更高。值得注意的是，浙江的收入不平等程度也远远低于江苏。应该如何解释浙江更胜一筹的繁荣呢？最令人信服的解释是，在江苏，政府对经济干预过多，歧视本地企业而青睐外国资本；而浙江的官员则让本土企业家拥有自由支配权，允许他们构建更大、更富有活力的本地供应链。

中国经济奇迹的真正难解之处并不是其经济如何发展，而是西方专家为何对其发展历程的理解错误百出。一个原因是，这些外来旁观者误解了构成中国经济体系最基本的元素之一——乡镇企业——的性质。一些西方最知名的经济学家将乡镇企业称为具有中国特色——具有创新意义的混合体，在政府的控制下实现了高速增长——的资本主义象征。例如，诺贝尔奖得主约瑟夫•斯蒂格里兹就称赞乡镇企业为从社会主义到资本主义转型时最常见的问题——私人投资者的资产剥离——提供了具有独创性的解决方案1他认为，这些企业既具有公有制的形式，可以避免被掠夺，同时又能实现私营企业的高效率。

简而言之，西方经济学家常常认为乡镇企业归乡镇政府所有。就在2005年，另一位诺贝尔奖得主道格拉斯•罗斯在《华尔街日报》上撰文指出，乡镇企业“与经济学中的标准企业很少有相似之处” 2。但有证据表明，情况并非如此。在中国国务院1984年3月1日发布的一份政策性文件中，第一次正式提到了乡镇企业的名称。该文件将它们定义为“由乡镇主办的企业、由农民组成的联合企业、其他联合企业和个体企业。”“由乡镇主办的企业”一词指的是归乡镇所有并管理的集体企业。该政策文件中提到的所有其他企业均为私营企业：个人所有的企业或有多个股东的较大型企业——都是严格意义上的“经济学中的标准企业”。官方对“乡镇企业”一词的使用具有非常显著的一致性：它一直是既包括私营企业，也包括政府主办的企业。

西方经济学家之所以会犯错误，是因为他们认定该名称涉及到所有制。但中国官方却从地理含义上去理解它——位于乡镇的企业。中国农业部的记录证明，私人拥有并管理的企业实体在乡镇企业中占绝大部分。在1985年到2002年期间，集体所有制企业的数量于1986年达到顶峰，为173万家，而私营企业的数量却迅猛增长，从大约1050万家增加到超过2,000万家。换句话说，在改革时期，乡镇企业数量的增长完全归功于私营企业。到1990年，在改革的头10年中，此类私营企业雇用的劳动力数量占到了乡镇企业雇用劳动力总数的50%，而税后利润则占到了58%。

对中国发展的真正源泉的思想混乱也搅乱了外国人对中国企业出现在国际市场上的理解认知。人们常说，中国为全球竞争带来了新的企业模式，国家所有制与明智的运用政府对金融的控制相结合，创造了独一无二的竞争力源泉。计算机制造商联想公司就经常被赞颂为中国非传统商业环境中的一个杰作。

但是，联想的成功大部分要归功于其早期便在香港注册并在香港募集资本的能力，而香港被认为是世界上最自由的市场经济。1984年，联想公司从中国科学院获得了第一笔启

动资金，但其后所有重大投资的资金均来自于香港3。1988年，该公司从总部位于香港的中国技术公司获得了90万港币（11.6万美元）的投资，成立了合资公司，使联想能够将香港作为其法定的公司所在地。1993年，香港联想公司在香港证券交易所首次公开上市，集资1,200万美元。联想公司是香港基于市场的金融与法律体系的成功故事，而并非中国由国家控制的金融体系的成功案例。

当中国在汲取华尔街崩溃的教训，并准备应对全球经济低迷之时，它可能做的最糟糕的事情莫过于去接受它已经发现了比自由市场更高效的发展模式的说法。中国经济奇迹的真正经验其实非常传统——基于私有制和自由市场金融。中国的经验为全世界提供了非常及时的提示：旨在鼓励这些力量发展的改革的确奏效。

作者简介：

黄亚生，麻省理工学院Sloan管理学院副教授，从事政治经济学的教学工作，创建并管理麻省理工学院的中国和印度实验室，该实验室旨在帮助本土企业家提高管理技能。本文摘自其《具有中国特色的资本主义：企业精神与国家》（Capitalism with Chinese Characteristics: Entrepreneurship and the State）一书。

第五篇：Ted演讲

Tony Porter 谈对男性的呼吁

关于这场演讲

在TEDWomen，Tony Porter对全世界男性发出呼吁，别太“大男子主义”。他讲述了自己切身经历，阐述了为何这种在多数男性身上根深蒂固的观念，会致使男性对女性，以及对彼此发生不尊重、虐待和伤害。他提出解决办法：打破陈规，从“男子汉标准”中解放。

关于Tony Porter

Tony Porter是教育家和活动者，他为消除对女性暴力侵害所作的努力受到国际认可。

为何要听他演讲：

Tony Porter是非盈利组织“对男性的呼吁：终止对女性暴力侵害组织”的策划者和共同创始人。Porter的参与和自我检查的要点，与许多家庭暴力和性暴力项目紧密相联，施行于一些知名组织，如全国橄榄球联盟和全国职业篮球联赛，以及全国各地高校，包括美国西点军校和安纳波利斯美国海军学院。Porter还是美国国务院国际讲师，在刚果民主共和国做过大量工作。

他是酒精与药物成瘾研究机构纽约办公室的教员，在此，他参与编著了针对美国黑人化学品依赖的临床课程。他还为社会服务组织开发社会公正模型。

“Ted Bunch和Tony Porter就男性有责任终止对女性的暴力侵害，以精彩的亲身经历分享他们的观点，他们提出更正人们心中的男子汉标准，就是解决办法之

一。两人通过自己的人生经历，来说明家庭暴力问题，其实是公民权利问题。” —摘自My Sister's Place网站

Tony Porter的英语网上资料

首页：acalltomen.com

[TED科技‧娱乐‧设计]

已有中译字幕的TED影片目录（繁体）（简体）。请注意繁简目录是不一样的。

Tony Porter 谈对男性的呼吁

我在纽约长大，位于哈莱姆区跟布朗克斯区之间。作为男孩子，大人教给我们，男人必须要坚决，要强壮，要勇敢，要强硬；不许痛苦，不许表露情感，愤怒除外。当然，也不能畏缩。男性负责，也就是说女性不用。男性引路，你们只要跟着照做就好。男性高一等，女性低一等。男性强大，女性弱小。女性价值不大，是男性的所有物，是物品。更确切说，是性对象。后来我知道，那是男性的社会形象标准，或称其为“男子汉的标准”。看看这里面都有什么，所有关于如何做

才够男人的定义。我还想说，毫无疑问，作为男人，有很多美好的事情，非常美好。但与此同时，有些东西实在非常纠结。我们确实需要开始质疑它，审视它，并对我们所熟知的男子汉标准进行拆析和重定义。

这是我的两个孩子，Kendall和Jay，一个11岁，一个12岁。Kendall比Jay大15个月。有段时间我的妻子，她叫Tammie，还有我，我们非常忙，叮，咚，当，Kendall和Jay诞生了。（笑声）当他们长到五六岁，四五岁时，Jay可以过来，哭着跑过来。至于她为什么哭没有关系，她可以趴在我的膝盖上，拿我的袖子擦鼻涕。哭吧，大声哭，爸爸在呢，就是这样。

另一方面，如果Kendall，如我所说，他只比妹妹大15个月，他哭着跑过来，或是只要我听到他的哭声，就要拉警报了。我会给他大约30秒的时间，也就是说，等他到我跟前，我就会说，“你哭什么哭？抬起头来，看着我，告诉我怎么了？告诉我怎么了？我不能理解，你为什么哭？”由于自己的失职，我有责任和义务把他教育成一个男人，让他符合这些男子汉标准中的条条框框。我发现我会这么说，“回你的房间去。回去，回你的房间。坐下，振作一下，再回来跟我说话，当你可以像...” 像什么？（观众：男人）“像男人一样。”他才五岁。当我这么做的时候，我会对自己说，“天呢，我是怎么了？我在做什么？我为什么要这样？”回想一下，我想到了我父亲。

有一段时间，我们家发生了一次很痛苦的经历。我哥哥，Henry，当我们十几岁的时候，他死于不幸。如我所说，我们住在纽约，当时我们住在布朗克斯区。葬礼在一个叫长岛的地方举行，距市区有两小时车程。当我们准备从墓地返回时，车子停在洗手间旁，让大家在长途返回之前下车方便一下。随后人们都下车了，我母亲，我姐姐，我姑姑，她们都出去了，只有我爸爸和我留在车里。女人们离

开不久，他便放声大哭。他不想在我面前哭，但他知道，回去的路上他会忍不住的。在我面前哭，要比在有女性的场合下哭的好。这个男人，在10分钟之前，刚刚把他年幼的儿子亲手埋葬。这种痛苦是我无法想象的。我印象最深的是，他为在我面前哭而向我道歉。同时，他还给我鼓励，把我举起来，因为我没哭。

我重新审视这件事。作为男人，我们会害怕，这种害怕让我们瘫痪，让我们成为男子汉的标准的奴隶。我还记得跟一个12岁男孩的对话，他是足球选手。我问他，我说，“如果当着所有队员的面，教练说你踢球像个女孩，你会怎么样？”我本以为他会说，我会很伤心，很愤怒，很生气之类的。但不，男孩这么跟我说，男孩说，“这会把我毁掉。”于是我自问，“天呢，如果被称作女孩就会把他毁掉，那么关于女孩，我们都教给他些什么？”

（掌声）

这把我带回了我的12岁那年。我在市区的廉租公寓长大，那时我们住在布朗克斯区。一个叫Johnny的家伙住在我家附近，他当时16岁左右，我们都12岁左右，比较小。他总是跟我们这些小孩呆在一起。这个家伙，他经常不干好事。他让很多家长感到奇怪，“这个16岁孩子，在一群12岁孩子中做什么？”他也确实不做好事。他是个问题少年，母亲因海洛因摄入过量而死，奶奶把他养大，父亲不管他。他奶奶有两份工作，他经常独自在家。我说过，我们都是小孩，得仰望这个大哥哥。他很酷，他很好。这是那些小妹妹说的，“他很好。”他做过爱，我们都仰望他。

一天，我出门玩，就在周围玩，我记不得在玩什么。他在窗口，叫我上去。他说，“嘿，Anthony。”小时候他叫我Anthony。“嘿，Anthony，快上来。”Johnny

叫我，我就去。我跑上楼。他打开门后，对我说，“你想要吗？”我立刻明白了他的意思。因为在我们长大的那个年代，根据当时的男子汉标准，“你想要吗”只有两层意思，不是性就是毒品。而我们不吸毒。我的准则，我的男子汉准则，立刻受到威胁。有两点：一，我没做过爱。男人之间不讨论这个。你只会告诉最亲密的朋友，让他发誓保密，跟他讲你的第一次。而对其他人，则会说我两岁就开始做爱了，没什么第一次可言。（笑声）另一点我不能说的是，我不想要。这样更糟。我们应该时刻窥伺，女性只是物品，确切说，是性对象。总之，这些我都不能说。所以，就如我母亲所言，长话短说，我只是对Johnny说，“好。”他让我到他房间里。我进去了，躺在床上的是个叫Sheila的邻居女孩，她16岁，全身赤裸。现在来看，她有心理疾病，有时会比其他人更自闭。我们给她取了很多不好的绰号。总之，Johnny刚跟她做完爱。其实，他强奸了她，但他会说是做爱。因为，当时Sheila没有说“不”，她也没说“是”。

因此他给我机会也这样做。于是我走进去，关上门。各位，我呆住了。我依门而立，这样Johnny不能破门而入，发现我什么都没干。我站了好长一会，长到足够我干点什么了。现在，我想的不是要做什么，而是要怎么出去。我只有12岁，但很聪明。我把裤拉链拉下来，走进客厅。我看到的是，当我和Sheila在房间里时，Johnny到窗边招呼别人上来，所以现在满屋子都是人，就像医生的候诊室。他们问我感觉如何，我对他们说，“感觉不错。”然后在他们面前拉上裤拉链，走出门去。

我是带着愧疚说出这段的。当时我也带着极大的愧疚感，但我很矛盾。因为我感到愧疚的同时，又感到兴奋，我没被抓住。而对发生的一切，我觉得糟糕。这种害怕脱离了男子汉的标准，完全包住了我。对我来说，我和我的男子汉标准，曾经比Sheila和她的遭遇更重要。总的来说，我们作为男人，被教育说女性价值

不大，把她们看做所有物，看做男人的性对象，这就形成一个等式，等号右边是对女性的暴力侵害。我们作为男人，作为好男人，就如大多数的男人，我们所做的事，都是在这个社会形象标准下进行。我们以为自己不在此列，但其实我们正是其中之一。看到了吗，我们必须明白，这类价值不大，所有物，性对象的观念，致使暴力现象频频发生。因此解决办法就在我们身上，同时问题也在我们身上。疾病控制中心说过，男性对女性的暴力现象，已达到流行病的普遍程度，是女性的最大健康隐忧。国内如此，国外亦如此。

所以我再简单说几句。这是我生命中的挚爱，我女儿Jay，我希望她的世界里，我会希望男性如何对待女性？我需要你们与我一道，共同努力。你我共同合作，致力于如何培养我们的儿子，教导他们成为男人。可以不强硬，也可以表露情感，可以促进平等，可以拥有女性朋友，就是这样，可以做一个完整的人。我们男性的解放，与你们女性的解放相依存。我问过一个九岁男孩，我问他说，“如果你不用再遵循这些男子汉标准，你会怎样？”他告诉我，“我就自由了。”

英语ted盖茨老婆演讲——可口可乐[共五篇]

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