【文章內(nèi)容簡(jiǎn)介】 e than offset all the investments and expenses incurred in pursuit of our goal which we now call “Mission Zero”: zero environmental impacts by the year 2020. This has allowed the business case for sustainability to develop and bee crystal clear. Costs are down, not up — dispelling a myth and exposing the false choice between the environment and the economy. 　　將一個(gè)處于鼎盛時(shí)期的贏利企業(yè)拆卸分解，從商業(yè)的角度看合理嗎？?jī)H消除浪費(fèi)這一項(xiàng)行動(dòng)，以及13年來(lái)因此而節(jié)約下來(lái)的3億7千2百萬(wàn)美元的成本，不僅抵消而且超出了我們?cè)谧非蟪掷m(xù)發(fā)展目標(biāo)方面的投資和花費(fèi)總額。我們現(xiàn)在將此目標(biāo)命名為“歸零使命”：到2020年實(shí)現(xiàn)對(duì)環(huán)境的零影響?！皻w零使命”使這個(gè)可持續(xù)性發(fā)展的實(shí)業(yè)案例得以發(fā)展，并變得清澈透明。成本下降了，并非上升了，一個(gè)虛構(gòu)的理念就此打破，讓我們看到在環(huán)境和經(jīng)濟(jì)之間并非必然就是擇此傷彼的虛假選擇?！　mazingly, this initiative has produced a better business model, a better way to bigger and more legitimate profits. It outpetes its petitors in the rough and tumble of the marketplace, but not at the expense of the Earth or future generations. Instead it includes Earth and generations not yet born in winwinwin relationships. As validation of this, the Interface share price has moved from $2 to $20 in four years, as we have dug out of the deepest, longest recession in our industry’s history, a recession we might not have survived without the enormous boost of sustainability. 　　令人驚訝的是，這一創(chuàng)舉產(chǎn)生了一個(gè)更好的商業(yè)模式，找到了一個(gè)可獲取更大利潤(rùn)，并且收入更加合法的更好的途徑。這種模式在激烈殘酷的市場(chǎng)競(jìng)爭(zhēng)中擊敗了它的所有對(duì)手，卻并不以傷害地球或后代的利益為代價(jià)。相反，這種模式將地球和尚未出生的后代納入一種三贏的關(guān)系。作為證明，英特飛的股價(jià)四年內(nèi)從2美元攀升至20美元，公司也從產(chǎn)業(yè)史上影響最深、持續(xù)最久的經(jīng)濟(jì)衰退中脫險(xiǎn)而出。如果沒(méi)有可持續(xù)性發(fā)展的極大推動(dòng)，我們也許無(wú)法在這場(chǎng)經(jīng)濟(jì)衰退中存活下來(lái)?！　ut, what about the big picture? What does the Interface journey have to teach us? A sustainable society into the indefinite future depends totally and absolutely on a vast, ethically driven redesign of the industrial system, triggered by an equally vast mindshift — one mind at a time, one organization at a time, one technology at a time, one building, one pany, one university curriculum, one munity, one region, one industry at a time — until the entire system has been transformed into a sustainable one existing ethically in balance with Earth’s natural systems, upon which every living thing, even civilization itself, utterly depends. 　　但是，怎樣從全局來(lái)看呢？英特飛的歷程能給我們帶來(lái)什么啟迪？一個(gè)可持續(xù)發(fā)展的社會(huì)要想久遠(yuǎn)維系，就需要全方位地、徹頭徹尾地對(duì)工業(yè)體系進(jìn)行龐大的、由道德驅(qū)動(dòng)的重新設(shè)計(jì)，這要由同樣龐大的思想認(rèn)識(shí)轉(zhuǎn)變來(lái)啟動(dòng)，即一次改變一個(gè)想法、一個(gè)機(jī)構(gòu)、一項(xiàng)技術(shù)、一座建筑、一家公司、一所大學(xué)的課程、一個(gè)社區(qū)、一個(gè)地區(qū)、一個(gè)行業(yè)，直到整個(gè)體系轉(zhuǎn)變成為一個(gè)可持續(xù)發(fā)展的，在道德準(zhǔn)則上能與地球生態(tài)系統(tǒng)和諧相處的體系，這才是所有的生物，乃至文明本身完全賴(lài)以生存的基礎(chǔ)?！　ne person, you, can make the difference in your organization. The key is: Do something, then do something else. 　　即使一個(gè)人，你本人，也能在你的機(jī)構(gòu)中發(fā)揮作用。關(guān)鍵是：行動(dòng)起來(lái)先做一件事，接著再做另一件。 (771 words) Unit 2 Nobel Prize WinnersPassage AEinstein’s Compass愛(ài)因斯坦的指南針Young Albert was a quiet boy. “Perhaps too quiet”, thought Hermann and Pauline Einstein. He spoke hardly at all until age 3. They might have thought him slow, but there was something else evident. When he did speak, he’d say the most unusual things. At age 2, Pauline promised him a surprise. Albert was excited, thinking she was bringing him some new fascinating toy. But when his mother presented him with his new baby sister Maja, all Albert could do was stare with questioning eyes. Finally he responded, “where are the wheels?” 　　小愛(ài)因斯坦是個(gè)安靜的孩子。愛(ài)因斯坦夫婦赫爾曼和波琳認(rèn)為他“或許太安靜了”。愛(ài)因斯坦直到三歲時(shí)還很少開(kāi)口說(shuō)話(huà)。父母差點(diǎn)就誤認(rèn)為他是反應(yīng)遲鈍，但有一個(gè)明顯的事實(shí)打消了他們的疑慮，因?yàn)楫?dāng)他真的開(kāi)口說(shuō)話(huà)時(shí)，說(shuō)出的話(huà)便異乎尋常。兩歲時(shí)，母親波琳許諾給他一個(gè)驚喜。小愛(ài)因斯坦非常高興，以為媽媽會(huì)帶給他一件有趣的新玩具。但當(dāng)媽媽把剛出生的妹妹瑪嘉抱到他面前時(shí)，小愛(ài)因斯坦只是以疑慮的眼光盯著她，最后說(shuō)道，“輪子在哪兒？”　　When Albert was 5 years old and sick in bed, Hermann Einstein brought him a device that did stir his intellect . It was the first time he had seen a pass. He lay there shaking and twisting the odd thing, certain he could fool it into pointing off in a new direction. But try as he might, the pass needle would always find its way back to pointing in the direction of north. “A wonder,” he thought. The invisible force that guided the pass needle was evidence to Albert that there was more to our world than meets the eye. There was “something behind things, something deeply hidden.” 　　愛(ài)因斯坦五歲的時(shí)候有一次臥病在床，父親赫爾曼送給他一個(gè)新玩意兒。正是這個(gè)小玩意開(kāi)啟了他的智力。那是小愛(ài)因斯坦第一次見(jiàn)到指南針。他躺在床上搖晃擺弄著這個(gè)稀奇的東西，認(rèn)為自己能將指針糊弄到指向另一個(gè)方向。但是無(wú)論他怎樣擺弄，指針卻總是會(huì)回到原來(lái)指北的位置?！罢嫫婷睢?，他想。引導(dǎo)指南針的無(wú)形力量使愛(ài)因斯坦認(rèn)識(shí)到，我們?nèi)庋劭吹降闹皇鞘澜绲囊徊糠?，事物背后還有“某種東西，某種深藏著的東西”。　　So began Albert Einstein’s journey down a road of exploration that he would follow the rest of his life. “I have no special gift,” he would say, “I am only passionately curious.” 　　阿爾伯特?愛(ài)因斯坦就這樣踏上了他窮其一生的探索之路。“我沒(méi)有特殊的天分”，他常常說(shuō)，“我只是有強(qiáng)烈的好奇心。”　　Albert Einstein was more than just curious though. He had the patience and determination that kept him at things longer than most others. Other children would build houses of cards up to 4 stories tall before the cards would lose balance and the whole structure would e falling down. Maja watched in wonder as her brother Albert me