【正文】 at leads to strong you have 10 teams that typically perform, you39。ve why is it? Because they understand triangles and selfreinforcing geometrical patterns are the key to building stable CEOs, a little bit better than average, but here39。t :12 So the capacity to play in prototype is really essential, but let39。re the most interesting structures of them :18 So the question you want to ask is: How e? Why? What is it about them? And Peter likes to say that none of the kids spend any time trying to be CEO of Spaghetti, ? They don39。d like to share some of them with :01 So, normally, most people begin by orienting themselves to the talk about it, they figure out what it39。s pretty simple: Teams of four have to build the tallest freestanding structure out of 20 sticks of spaghetti, one yard of tape, one yard of string and a marshmallow has to be on , though it seems really simple, it39。s actually pretty hard because it forces people to collaborate very so, I thought this was an interesting idea, and I incorporated it into a design it was a huge since then, I39。s going to look like, they jockey for they spend some time planning, organizing, they sketch and they lay out spend the majority of their time assembling the sticks into evergrowing then finally, just as they39。t spend time jockeying for there39。s look at how different teams the average for most people is around 20 inches。s where it gets you put you put an executive the team, they get significantly better.(Laughter)It39。ll get maybe six or so that have standing :30 And I tried something thought, let39。s deep lessons for us about the nature of incentives and :21 So, you might ask: Why would anyone actually spend time writing a marshmallow challenge? And the reason is, I help create digital tools and processes to help teams build cars and video games and visual what the marshmallow challenge does is it helps them identify the hidden , frankly, every project has its own marshmallow, doesn39。s world records that are on this as :11 And the fundamental lesson, I believe, is that design truly is a contact demands that we bring all of our senses to the task, and that we apply the very best of our thinking, our feeling and our doing to the challenge that we have at sometimes, a little prototype of this experience is all that it takes to turn us from an “uhoh” moment to a “tada” that can make a big :36 Thank you very much.第二篇：演講初稿奉獻(xiàn) 讓生命綻放輝煌尊敬的各位領(lǐng)導(dǎo)，各位評(píng)委大家好：我是來(lái)自 的一名稅務(wù)干部，今天我演講的題目是《奉獻(xiàn) 讓生命綻放輝煌》。作為一名參加工作不久的年輕 職工，時(shí)時(shí)以學(xué)習(xí)先進(jìn)典型、提升自身素養(yǎng)，提高工作能力為己任，在工作中要扎實(shí)肯干，勤奮好學(xué)；作為一名黨齡比工齡要長(zhǎng)的共產(chǎn)黨員，更加不能忘記黨的宗旨，黨的教導(dǎo)，把學(xué)習(xí)先進(jìn)楷模，發(fā)揚(yáng)黨的優(yōu)良傳統(tǒng)和作風(fēng)牢記在心。王家元書(shū)記不談條件，勇挑重?fù)?dān)，舍小家、顧大家，扎根基層，創(chuàng)新巧干，帶領(lǐng)全村黨員群眾共同致富，創(chuàng)造出了“特色產(chǎn)業(yè)、生態(tài)農(nóng)業(yè)、旅游觀光”一體化的科學(xué)發(fā)展之路，把春風(fēng)村從一窮二白的落后村變成了全省文明的富裕村。怎樣才能讓愛(ài)永不消逝？那就讓它傳承下去吧。有一天，他遇到了改變自己人生經(jīng)歷的一件重要的事情：那是2006年二月的一天，劉司農(nóng)下班走在回家的路上，路過(guò)濱江路的時(shí)候，突然聽(tīng)到一陣急促的呼救聲，他轉(zhuǎn)頭一看，發(fā)現(xiàn)湍急的長(zhǎng)江河水里有一名學(xué)生正在拼命掙扎著大喊“救命”！正在這危急的時(shí)刻，劉司農(nóng)沒(méi)有片刻的遲疑和思索，立馬快步?jīng)_到河邊，來(lái)不及解開(kāi)自己的衣裳，便奮不顧身地跳入冰冷刺骨的江水中，用盡全身力氣將落水的學(xué)生救上岸來(lái)?？墒?，抱著對(duì)稅收工作的熱忱，對(duì)稅收事業(yè)的無(wú)限熱愛(ài)。周?chē)耐露疾唤獾貑?wèn)他:都退休了，單位也不會(huì)給你多發(fā)一分錢(qián)的工資，何不在家逗逗小孫兒，頤養(yǎng)天年，安享晚年之樂(lè)；非要在這艱苦的辦公環(huán)境里任勞任怨地工作呢。多少革命先烈無(wú)私奉獻(xiàn)出的生命，才創(chuàng)造出我們國(guó)富民安的社會(huì)生活；多少英雄模范無(wú)私奉獻(xiàn)出的青春，才勾勒出我們和諧美好的社會(huì)環(huán)境。作為一名身在基層，為黨和國(guó)家的 事業(yè)奉獻(xiàn)著自己的激情，奉獻(xiàn)著自己的青春，那是一件多么值得自豪的事情。比如，我要求自己每個(gè)月做兩次演講，而且每次都要我的同學(xué)或朋友去旁聽(tīng)，給我反饋意見(jiàn)。當(dāng)我反復(fù)練習(xí)演講技巧后，我自己又發(fā)現(xiàn)了許多秘訣，比如：不用講稿，通過(guò)講故事的方式來(lái)表達(dá)時(shí)，我會(huì)表現(xiàn)得更好，于是，我仍準(zhǔn)備講稿但只在排練時(shí)使用；我發(fā)現(xiàn)我回答問(wèn)題的能力超過(guò)了我演講的能力，于是，我一般要求多留時(shí)間回答問(wèn)題；我發(fā)現(xiàn)自己不感興趣的東西就無(wú)法講好，于是，我就不再答應(yīng)講那些我沒(méi)有興趣的題目。青少年的自信心與他的成功概率成正比。的確，口才很重要。一切美麗的花朵，都植根于沃土之中，離開(kāi)了泥土，它也就失去了養(yǎng)分；沒(méi)有了泥土，它就會(huì)干枯、凋零。要有崇高的思想少年朋友們，大家或許都有過(guò)這樣的體驗(yàn)，當(dāng)一個(gè)自己言行欠佳的同學(xué)或老師批評(píng)你的時(shí)候，你的心里一定很不服氣。無(wú)論是演講、談話、論辯都是一種向聽(tīng)眾作宣傳的雙重活動(dòng)，你的思想、品德、感情、修養(yǎng)都會(huì)在有意與無(wú)意中影響著聽(tīng)眾的思想、品德、感情、修養(yǎng)。如果一個(gè)演講者、一個(gè)論辯員沒(méi)有高尚的思想修養(yǎng)做后盾，那么他的演講、論辯是不可能成功的，其結(jié)果只能是臺(tái)上他講，臺(tái)下講他。我們要說(shuō)給別人聽(tīng)，首先就得自己有。要有遠(yuǎn)見(jiàn)卓識(shí)遠(yuǎn)見(jiàn)卓識(shí)是演講者、交談?wù)?、論辯者必須具備的一種素質(zhì)。你永遠(yuǎn)不可能征服你的聽(tīng)眾。在他表演之前，有一位演員錯(cuò)把“黃石市”說(shuō)成了“黃石縣”，引起了觀眾的哄笑。我在這里當(dāng)然要說(shuō)成省，給提上一級(jí)，這樣一降一提，哈，就平啦！幾句話，引得全場(chǎng)哄堂大笑，馬季機(jī)智巧妙地給圓了場(chǎng)，使演出得以順利進(jìn)行。這就需要我們?cè)谘葜v、談話、論辯的過(guò)程中隨時(shí)地注意對(duì)方的變化，觀察對(duì)方的表情，掌握聽(tīng)眾的情緒，并要根據(jù)聽(tīng)眾的反饋及時(shí)調(diào)整我們演講、談話、論辯的內(nèi)容及角度，把聽(tīng)眾不愿聽(tīng)而你又打算講的東西刪掉，加進(jìn)一些聽(tīng)眾感興趣的內(nèi)容，這沒(méi)有較強(qiáng)的應(yīng)變能力是做不到的。一定的記憶能力記憶力也是演講者、談話者、論辯者的一項(xiàng)重要的素質(zhì)。培養(yǎng)記憶力是要下點(diǎn)苦工夫的。總之，我們只有過(guò)目成誦，才能出口成章?！贝_實(shí)，要練就一副懸河之口，非下一番苦工夫不可。他一方面博覽群書(shū)、積累知識(shí)，一方面他又刻苦練習(xí)。“寶劍鋒自磨勵(lì)出，梅花香自苦寒來(lái)。面對(duì)同一件事，沒(méi)受過(guò)語(yǔ)言訓(xùn)練者的表述，有可能是語(yǔ)無(wú)倫次的、雜亂無(wú)章的，即使說(shuō)上一大堆話，也只會(huì)是廢話一堆，若是受過(guò)良好語(yǔ)言訓(xùn)練的人，他可能只須很少的語(yǔ)句，就會(huì)十分簡(jiǎn)煉、完整且合乎邏輯地抓住主要情節(jié)和情節(jié)之間的關(guān)系，將事件表述出來(lái)。你完全有必要根據(jù)上述要求來(lái)檢審一下你自己，看看你具備些什么，又缺乏些什么？缺乏的主要原因是什么？總之，你要自己給自己的講話能力作個(gè)診斷，找出原因，才能對(duì)癥下藥演講能力是每個(gè)人特別需要的能力，大家對(duì)訓(xùn)練演講能力的速成方法很感興趣、卻又信心不足，其實(shí)這并不難，掌握了以下方法就可以建立穩(wěn)固的基礎(chǔ)，大大提高演講能力。準(zhǔn)備方法只有充分準(zhǔn)備的演講者，才會(huì)有充分的信心平常，我們講話十分自然，想的是觀念而不是字句，一旦觀念清楚，字句很自然地就脫口而出，就像呼吸空氣一樣。具體說(shuō)來(lái)，就是先把你的題目好好思考過(guò)，使其漸趨成熟、深入......然后，再把這