【正文】 cit, an empathy Bren233。 Brown said, and I quote, “Shame can39。t survive empathy.” Shame cannot survive 39。ve seen some very dark days in my life, and it was the passion and empathy from my family, friends, professionals, and sometimes even strangers that saved empathy from one person can make a theory of minority influence, proposed by social psychologist Serge Moscovici, says that even in small numbers, when there39。s consistency over time, change can the online world, we can foster minority influence by being bee an upstander means instead of bystander apathy, we can post a positive ment for someone or report a bullying me, passionate ments help abate the can also counteract the culture by supporting organizations that deal with these kinds of issues, like the Tyler Clementi Foundation in the , In the , there39。s AntiBullying Pro, and in Australia, there39。s Project talk a lot about our right to freedom of expression, but we need to talk more about our responsibility to freedom of all want to be heard, but let39。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 39。d like to end on a personal the past nine months, the question I39。ve been asked the most is now? Why was I sticking my head above the parapet? You can read between the lines in those questions, and the answer has nothing to do with top note answer was and is because it39。s time: time to stop tiptoeing around my past。time to stop living a life of opprobrium。and time to take back my 39。s also not just about saving who is suffering from shame and public humiliation needs to know one thing: You can survive know it39。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? Sha