【正文】 來自瑞典的電話，告訴他“你這輩子只有這20分鐘的清靜時(shí)間了”?！　hat was his ultimate quest?　　他追尋的最終目標(biāo)是什么呢？ 　　“I want to know how God created this world ... I want to know His thoughts。1905年他寫了三篇重要的論文，分別是關(guān)于光的本質(zhì)（證明原子存在）、相對論以及著名的原子能等式：E=mcsup2/sup.。這就是相對論。但是當(dāng)有人敦促他舉例說明，以便讓大眾能理解相對論時(shí)，他說：“把手放在燙人的爐上時(shí)，一分鐘就像是一個(gè)小時(shí)。愛因斯坦用數(shù)學(xué)公式表達(dá)的思想也許只有少數(shù)才思敏銳的科學(xué)家才能理解，但他卻能簡潔地闡明自己思想之精髓，使人人都能夠理解?；蛟S這個(gè)悟性才是激發(fā)他天分的真正力量所在。他把數(shù)學(xué)當(dāng)做滿足自己好奇心并用以證明他后來發(fā)現(xiàn)宇宙運(yùn)行規(guī)律的手段。原來人可以證明那些不易明顯看出的角度和線段的定理?！　t age 12, Albert Einstein came upon a set of ideas that impressed him as “holy.” It was a little book on Euclidean plane1 geometry. The concept that one could prove theorems of angles and lines that were in no way obvious made an “indescribable impression” on the young student. He adopted mathematics as the tool he would use to pursue his curiosity and prove what he would discover about the behavior of the universe. 　　愛因斯坦12歲的時(shí)候發(fā)現(xiàn)了一系列他認(rèn)為是“神圣”的觀念。愛因斯坦的思想還受到一位醫(yī)科學(xué)生的啟迪。”　　One advantage Albert Einstein’s developing mind enjoyed was the opportunity to municate with adults in an intellectual way. His uncle, an engineer, would e to the house, and Albert would join in the discussions. His thinking was also stimulated by a medical student who came over once a week for dinner and lively chats. 　　阿爾伯特?愛因斯坦的思維發(fā)展得益于他有機(jī)會與成人進(jìn)行智力交流。而瑪嘉卻驚奇地看著她哥哥阿爾伯特能有條不紊地搭起14層的紙牌高樓。他的耐心和毅力使他做起事情來能比大多數(shù)人都更持久。“我沒有特殊的天分”，他常常說，“我只是有強(qiáng)烈的好奇心。引導(dǎo)指南針的無形力量使愛因斯坦認(rèn)識到，我們?nèi)庋劭吹降闹皇鞘澜绲囊徊糠郑挛锉澈筮€有“某種東西，某種深藏著的東西”。但是無論他怎樣擺弄，指針卻總是會回到原來指北的位置。那是小愛因斯坦第一次見到指南針。但當(dāng)媽媽把剛出生的妹妹瑪嘉抱到他面前時(shí)，小愛因斯坦只是以疑慮的眼光盯著她，最后說道，“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。兩歲時(shí)，母親波琳許諾給他一個(gè)驚喜。愛因斯坦直到三歲時(shí)還很少開口說話。 (771 words) Unit 2 Nobel Prize WinnersPassage AEinstein’s Compass愛因斯坦的指南針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?” 　　小愛因斯坦是個(gè)安靜的孩子?！　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。如果沒有可持續(xù)性發(fā)展的極大推動，我們也許無法在這場經(jīng)濟(jì)衰退中存活下來。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?！　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，并且收入更加合法的更好的途徑?！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。 　　Can taking a profitable business apart at the height of its success make business sense? The waste elimination initiative alone —and the avoided costs of $372 million over 13 years — have more 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？僅消除浪費(fèi)這一項(xiàng)行動，以及13年來因此而節(jié)約下來的3億7千2百萬美元的成本，不僅抵消而且超出了我們在追求持續(xù)發(fā)展目標(biāo)方面的投資和花費(fèi)總額。對于一個(gè)善待消費(fèi)者的公司而言，這是難以交代的。這就說明有業(yè)可就，訂單滾滾而來，產(chǎn)品源源出廠，以及利潤存入銀行。通過減少浪費(fèi)而獲得的補(bǔ)償確實(shí)起了關(guān)鍵性作用，有助于英特飛（其實(shí)也包括所有公司）達(dá)到可持續(xù)發(fā)展目標(biāo)；如果我們不這樣重新定義化石燃料能源，我們就不可能最終實(shí)現(xiàn)可持續(xù)發(fā)展的目標(biāo)。這一定義雄心勃勃地轉(zhuǎn)化為行動理念：做任何事情都要一開始就做對，而且每次如此?！　umulatively, we have avoided $372 million in costs by eliminating waste, in a quest that is