【正文】 So let me tell you a A couple of years ago, a woman es into Beth Israel Deaconess medical center for a 一個(gè)女人到 Beth Israel Deaconess 診所做手術(shù)Beth Israel39。ve got a problem to solve, which is, how are you going to explain all of those people who disagree with you?當(dāng)你有這種感覺的時(shí)候 你的問題就大了 因?yàn)槿绻闶菍Φ?為甚么還有人和你持不同意見?It turns out, most of us explain those people the same way, by resorting to a series of unfortunate 思考方式去解釋這些異議The first thing we usually do when someone disagrees with us is we just assume they39。s most baffling and most tragic about this is that it misses the whole point of being 最大的悲劇是 它讓我們錯(cuò)失了身為人的珍貴意義It39。t really know what39。I thought this one thing was going to happen and something else happened instead.39。m wrong.”或許我錯(cuò)了。s what I like me, at 22, a few of you may have also taken wrong turns and fallen in love with the wrong person, maybe even your me, though, your boss probably wasn39。listen as I confess my love for the president, and, of course, my heartbreak。s suffering and humiliation after it was too 39。s a lot of pain, and there are no perimeters around how many people can publicly observe you and put you in a public is a very personal price to public humiliation, and the growth of the Internet has jacked up that nearly two decades now, we have slowly been sowing the seeds of shame and public humiliation in our cultural soil, both onand websites, paparazzi, reality programming, politics, news outlets and sometimes hackers all traffic in 39。s not need to return to a longheld value of passionpassion and , we39。s acknowledge the difference between speaking up with intention and speaking up for Internet is the superhighway for the id, but online, showing empathy to others benefits us all and helps create a safer and better need to municate online with passion, consume news with passion, and click with imagine walking a mile in someone else39。s may not be painless, quick or easy, but you can insist on a different ending to your passion for all deserve passion, and to live both online and off in a more passionate you for listening.第三篇：TED演講稿英文當(dāng)工作越來越復(fù)雜，給你6個(gè)簡化守則Ihave spent the last years, trying to resolve two enigmas: why is productivity so disappointing in all the panies where I work? I have worked with more than 500 all the technological advance–puters，IT，munications, telemunications, the number two: why is there so little engagement at work? Why do people feel so miserable, even actively disengaged? Disengaged their against the interest of their all the affiliation events, the celebration, the people initiatives, the leadership development programs to train managers on how to better motivate their the beginning, I thought there was a chicken and egg issue: because people are less engaged, they are less vice versa, because they are less productive, we put more pressure and they are less as we were doing our analysis we realized that there was a mon root cause to these two issues that relates, in fact, to the basic pillars of way we organize is based on two hard—structure, processes, soft—feeling, sentiments, interpersonal relationship, traits, whenever a pany reorganizes, restructures, reengineers, goes through a cultural transformation program, it chooses these two we try to refine them, we try to bine real issue is – and this is the answer to the two enigmas – these pillar are you read in business books is based either two of the other or their are do they work when you try to use these approaches in front of the new plexity of business? The hard approach, basically is that you start from strategy, requirement, structure, processes，systems，KPIs，scorecards，mittees, headquarters, hubs, clusters, you name forgot all the metrics, incentives, mittees, middle offices and happens basically on the left, you have more plexity, the new plexity of need quality, cost, reliability, every time there is a new requirement, we use the same create dedicated structure processed systems, basically to deal with the new plexity of hard approach creates just plicatedness in the ’s take an automotive pany, the engineering division is a fivedimensional you open any cell of the matrix, you find another 20dimensional have , Consumption, any new requirement, you have a dedicated function in charge of aligning engineers against the new happens when the new requirement emerges? Some years ago, a new requirement appeared on the marketplace: the length of the warranty therefore the requirement is repairability, making cars easy to when you bring the car to the garage to fix the light, if you have to remove the engine to access the lights, the car will have to stay one week in the garage instead of two hours, and the warranty budget will , what was the solution using the hard approach? If repairability is the rew requirement, the solution is to create a new function, creates the repairability a repairability scorecard, with a repairability metric and eventually repairability came on top of 25 other percentage of these people is variable pensation? Twenty percent at most, divided by 26 KPIs, repairability makes a difference of difference did it make in their action, their choices to simplify? what occurs for zero impact? , process, scorecard, evaluation, coordination with the 25 other coordinators to have zero , in front of the new plexity of business, the only solution is not drawing box es with reporting is basically the the parts work connection, the interaction, the is not skeleton of boxes, it is the nervous system of adaptiveness and know, you could call it cooperation, people cooperate, they use less know, the repairability issue is a cooperation you design cars, please take into account the need of those who will repair the cars in the after sales we don’t cooperate we need more time, more equipment, more system, more need – when procurement, supply chain, manufacturing don’t cooperate we need more stock, more investories, more working will pay for that? Shar