懂你英语level7文档精校版

./懂你英语原文Level7Unit1Soincollege,Iwasagovernmentmajor,whichmeansIhadtowritealotofpapers.Now,whenanormalstudentwritesapaper,theymightspreadtheworkoutalittlelikethis.So,youknow--yougetstartedmaybealittleslowly,butyougetenoughdoneinthefirstweekthat,withsomeheavierdayslateron,everythinggetsdone,thingsstaycivil.AndIwouldwanttodothatlikethat.Thatwouldbetheplan.Iwouldhaveitallreadytogo,butthen,actually,thepaperwouldcomealong,andthenIwouldkindofdothis.在大学,我读的是政府专业。也就是说,我需要写很多的论文。一般的学生写论文时,他们可能会这样安排：<看图>你可能开头会慢一点,但第一周有这些已经足够。后期再一点点的增加,最后任务完成,非常的有条理。我也想这么做,所以一开始也是这么计划的。我做了完美的安排<看图>,但后来,实际上论文任务一直出现,我就只能这样了<看图>。Andthatwouldhappeneverysinglepaper.Butthencamemy90seniorthesis,apaperyou'resupposedtospendayearon.AndIknewforapaperlikethat,mynormalworkflowwasnotanoption.Itwaswaytoobigaproject.SoIplannedthingsout,andIdecidedIkindofhadtogosomethinglikethis.Thisishowtheyearwouldgo.SoI'dstartofflight,andI'dbumpitupinthemiddlemonths,andthenattheend,Iwouldkickitupintohighgearjustlikealittlestaircase.Howhardcoulditbetowalkupthestairs?Nobigdeal,right?我的每一篇论文都是这种情况,直到我长达90页的毕业论文任务,这篇论文理应花一年的时间来做,我也知道这样的工作,我先前的工作方式是行不通的,这个项目太大,所以我制定了计划。决定按照这样的方式工作,这样来安排我这一年。<看图>开头我会轻松一点,中期任务逐渐增加,到最后,我再全力冲刺一下。整体是这种阶梯式安排,一层一层走楼梯有多难?所以没什么大不了的,是吧?Butthen,thefunniestthinghappened.Thosefirstfewmonths?Theycameandwent,andIcouldn'tquitedostuff.Sowehadanawesomenewrevisedplan.Andthen--Butthenthosemiddlemonthsactuallywentby,andIdidn'treallywritewords,andsowewerehere.Andthentwomonthsturnedintoonemonth,whichturnedintotwoweeks.但后来,好笑的事情出现了,头几个月时光匆匆而逝,我还没有来得及动工,所以我们明智的调整了计划。然后,中间的几个月也过去了,我还是一个字也没有动,眨眼就到了这里,然后两个月变成了一个月,再变成了2周。AndonedayIwokeupwiththreedaysuntilthedeadline,stillnothavingwrittenaword,andsoIdidtheonlythingIcould:Iwrote90pagesover72hours,pullingnotonebuttwoall-nighters--humansarenotsupposedtopulltwoall-nighters--sprintedacrosscampus,doveinslowmotion,andgotitinjustatthedeadline.一天我醒来,发现离交稿日期只剩3天了,但我还一个字都没写。我别无选择,只能在接下来的72小时里,连续通宵两个晚上赶论文——一般人不应连续通宵两个晚上。90页赶出来后,我飞速冲过校园,像电影中的特写慢镜头一样,恰好在截止日期前的最后一刻交上。Ithoughtthatwastheendofeverything.ButaweeklaterIgetacall,andit'stheschool.Andtheysay,"IsthisTimUrban?"AndIsay,"Yeah."Andtheysay,"Weneedtotalkaboutyourthesis."AndIsay,"OK."Andtheysay,"It'sthebestonewe'veeverseen."Thatdidnot

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wasavery,verybadthesis.Ijustwantedtoenjoythatonemomentwhenallofyouthought,"Thisguyisamazing!"No,no,itwasvery,verybad.我以为事情就这么完了,但一周后,我接到一个电话,是学校打来的。他们说："你是TimUrban吗?"我说："是。"他们说："我们要说一说你的毕业论文。"我说："好啊。"他们说："这是我见过最棒的论文。"……当然不可能。论文非常非常的差劲。我只想享受下你们对我的崇拜,想听你们说："这老兄太厉害了。"没有,其实写的非常差劲。Anyway,todayI'mawriter-bloggerguy.IwritetheblogWaitButWhy.Andacoupleofyearsago,Idecidedtowriteaboutprocrastination.Mybehaviorhasalwaysperplexedthenon-procrastinatorsaroundme,andIwantedtoexplaintothenon-procrastinatorsoftheworldwhatgoesonintheheadsofprocrastinators,andwhywearethewayweare.不管怎样,我现在成为了一个博客写手,经营着"waitbutwhy"这个博客。几年前,我决定写写拖延这件事。我的行为方式总让身边非拖延者感到不能理解。我很想对世界上非拖延者的人解释一下,我们拖延症患者的脑子是什么样的,为什么我们会拖延。Now,Ihadahypothesisthatthebrainsofprocrastinatorswereactuallydifferentthanthebrainsofotherpeople.Andtotestthis,IfoundanMRIlabthatactuallyletmescanbothmybrainandthebrainofaprovennon-procrastinator,soIcouldcomparethem.Iactuallybroughtthemheretoshowyoutoday.Iwantyoutotakealookcarefullytoseeifyoucannoticeadifference.Iknowthatifyou'renotatrainedbrainexpert,it'snotthatobvious,butjusttakealook,OK?Sohere'sthebrainofanon-procrastinator.Now...here'smybrain.首先我假设,拖延症患者的大脑实际上和其他人的大脑不一样。为了验证这一点,我找了家核磁共振实验室,给我和另一个确定是非拖延症的人,进行了脑部扫描,我好将二者进行对比,今天我带到现场,给大家展示一下。我希望大家仔细观察,看能不能注意到差异。我知道大家并非专业的大脑专家,较难看出他们的差异,但大家不妨先看一眼,如何?这张是非拖延者的大脑,这张是我的大脑。Thereisadifference.BothbrainshaveaRationalDecision-Makerinthem,buttheprocrastinator'sbrainalsohasanInstantGratificationMonkey.Now,whatdoesthismeanfortheprocrastinator?Well,itmeanseverything'sfineuntilthishappens.[Thisisaperfecttimetogetsomeworkdone.][Nope!]SotheRationalDecision-Makerwillmaketherationaldecisiontodosomethingproductive,buttheMonkeydoesn'tlikethatplan,soheactuallytakesthewheel,andhesays,"Actually,let'sreadtheentireWikipediapageoftheNancyKerrigan/TonyaHardingscandal,becauseIjustrememberedthatthathappened.两张是有一点不同,两个大脑都有一个理性决策人,但在拖延症患者的大脑里,还有一个及时行乐的猴子。那这对拖延症患者来说意味着什么呢?这意味着平时没什么异样,但一旦发生了以下的情况,理性的决策人做出理性的决策,要去做一些实际的工作,但猴子不喜欢这个计划,所以他抢过方向盘,说道："说实话,我们还是去维基百科上查一查NKTH的丑闻吧。"因为我刚想起来还发生过这件事。Then--Thenwe'regoingtogoovertothefridge,toseeifthere'sanythingnewintheresince10minutesago.Afterthat,we'regoingtogoonaYouTubespiralthatstartswithvideosofRichardFeynmantalkingaboutmagnetsandendsmuch,muchlaterwithuswatchinginterviewswithJustinBieber'smom.Allofthat'sgoingtotakeawhile,sowe'renotgoingtoreallyhaveroomonthescheduleforanyworktoday.Sorry!然后我们会去翻冰箱,看看和十分钟前相比有没有什么新的东西。然后我们去youtobe看一连串的视频,从RichardFeynman谈论磁铁开始,一直到很久很久之后看到一个JustinBieber妈妈的访谈才结束。以上这些事情都得花时间,所以我们今天没有时间再来工作了。3Now,whatisgoingonhere?TheInstantGratificationMonkeydoesnotseemlikeaguyyouwantbehindthewheel.Helivesentirelyinthepresentmoment.Hehasnomemoryofthepast,noknowledgeofthefuture,andheonlycaresabouttwothings:easyandfun.Now,intheanimalworld,thatworksfine.Ifyou'readogandyouspendyourwholelifedoingnothingotherthaneasyandfunthings,you'reahugesuccess!所以,到底发生了什么?这个及时行乐的猴子并非你希望控制方向的人,他完全生活在当下,没有过去的记忆,也没有未来的概念。他只关注两件事情：简单和开心。在动物界,这两点没有问题。如果你是一条狗,一辈子只追求一些简单和快乐的事,那就是巨大的成功了AndtotheMonkey,humansarejustanotheranimalspecies.Youhavetokeepwell-slept,well-fedandpropagatingintothenextgeneration,whichintribaltimesmighthaveworkedOK.But,ifyouhaven'tnoticed,nowwe'renotintribaltimes.We'reinanadvancedcivilization,andtheMonkeydoesnotknowwhatthatis.Whichiswhywehaveanotherguyinourbrain,theRationalDecision-Maker,whogivesustheabilitytodothingsnootheranimalcando.Wecanvisualizethefuture.Wecanseethebigpicture.Wecanmakelong-termplans.Andhewantstotakeallofthatintoaccount.Andhewantstojusthaveusdowhatevermakessensetobedoingrightnow.但对猴子来说,人类是另外一个物种,你得正常睡眠、规律饮食、繁衍后代。在原始部落时代,这也没太大问题。但你注意到没有,现在并非原始部落时代,我们生活在一个现代文明社会中,而猴子完全不能理解这是什么意思,这也是为什么我们大脑中会有另外一个,理性的决策者,他使人类有能力做到其他动物无法做到的事情。我们能设想未来,可以从大局出发,制定长期计划,他可以把所有这些事考虑在内。希望让我们做出最合理的事情.Now,sometimesitmakessensetobedoingthingsthatareeasyandfun,likewhenyou'rehavingdinnerorgoingtobedorenjoyingwell-earnedleisuretime.That'swhythere'sanoverlap.Sometimestheyagree.Butothertimes,itmakesmuchmoresensetobedoingthingsthatareharderandlesspleasant,forthesakeofthebigpicture.Andthat'swhenwehaveaconflict.Andfortheprocrastinator,thatconflicttendstoendacertainwayeverytime,leavinghimspendingalotoftimeinthisorangezone,aneasyandfunplacethat'sentirelyoutoftheMakesSensecircle.IcallittheDarkPlayground.有时,做一些简单开心的事情是很合理的,比如吃饭睡觉、享受赢得的休闲时光,所以二者也有重叠的部分。有时二者是一致的,但有些时候,从长远的角度来看,一些更困难不开心的事情,才是合理的事情,所以就出现了冲突。对拖延症患者来说,每次这种冲突到最后的结果都一样,都让他在这片橙色区域里耗费大量时间,这里很简单很开心,但完全不在合理圈的范围内,我将这个区域称为黑暗操场。Now,theDarkPlaygroundisaplacethatallofyouprocrastinatorsoutthereknowverywell.It'swhereleisureactivitieshappenattimeswhenleisureactivitiesarenotsupposedtobehappening.ThefunyouhaveintheDarkPlaygroundisn'tactuallyfun,becauseit'scompletelyunearned,andtheairisfilledwithguilt,dread,anxiety,self-hatred--allofthosegoodprocrastinatorfeelings.Andthequestionis,inthissituation,withtheMonkeybehindthewheel,howdoestheprocrastinatorevergethimselfoverheretothisbluezone,alesspleasantplace,butwherereallyimportantthingshappen?这个黑暗操场,所有的拖延者患者都应该很熟悉,在这里发生了许多,本不应该在此时进行的休闲活动。你在黑暗操场获得的乐趣,实际并不有趣,因为这并非你应得的。这里的空气充满了内疚、恐惧、焦虑和自我憎恨——这些都是拖延症患者常有的情绪。所以问题是,在猴子掌握方向盘的情况下,拖延症患者如何进入这边的蓝色区域呢?这里虽然没有这么舒适,但进行的事情都非常重要。Well,turnsouttheprocrastinatorhasaguardianangel,someonewho'salwayslookingdownonhimandwatchingoverhiminhisdarkestmoments--someonecalledthePanicMonster.Now,thePanicMonsterisdormantmostofthetime,buthesuddenlywakesupanytimeadeadlinegetstoocloseorthere'sdangerofpublicembarrassment,acareerdisasterorsomeotherscaryconsequence.Andimportantly,he'stheonlythingtheMonkeyisterrifiedof.好吧,原来拖拉者有一个守护天使,一个总是低头看着他,在他最黑暗的时刻看着他的人--有人叫这个惊慌的怪物。现在,恐慌怪兽大部分时间都处于休眠状态,但他突然在最后期限太近时醒来,或者有公众困窘、职业灾难或其他可怕后果的危险。重要的是,他是猴子唯一害怕的东西。Now,hebecameveryrelevantinmylifeprettyrecently,becausethepeopleofTEDreachedouttomeaboutsixmonthsagoandinvitedmetodoaTEDTalk.Now,ofcourse,Isaidyes.It'salwaysbeenadreamofminetohavedoneaTEDTalkinthepast.Butinthemiddleofallthisexcitement,theRationalDecision-Makerseemedtohavesomethingelseonhismind.最近,惊慌在我的生活中变得非常重要,因为ted的人在六月前联系了我,邀请我做ted演讲。当然,我答应了。做次TED谈话过去一直是我的梦想。但在所有这些兴奋的中间,理性的决策者似乎还有别的心事。Hewassaying,"Areweclearonwhatwejustaccepted?Dowegetwhat'sgoingtobenowhappeningonedayinthefuture?Weneedtositdownandworkonthisrightnow."AndtheMonkeysaid,"Totallyagree,butlet'sjustopenGoogleEarthandzoomintothebottomofIndia,like200feetabovetheground,andscrollupfortwoandahalfhourstilwegettothetopofthecountry,sowecangetabetterfeelforIndia."Sothat'swhatwedidthatday.他说:"我们是否清楚我们刚刚接受了什么？我们是否会在将来的某一天发生什么？我们需要坐下来,现在就做这项工作。猴子说,"完全同意,但让我们打开谷歌地球和放大到印度的底部,像200英尺以上的地面,并滚动了两个半小时,直到我们到达国家的顶端,所以我们可以得到一个更好的感觉为印度。这就是我们那天所做的。Assixmonthsturnedintofourandthentwoandthenone,thepeopleofTEDdecidedtoreleasethespeakers.AndIopenedupthewebsite,andtherewasmyfacestaringrightbackatme.Andguesswhowokeup?SothePanicMonsterstartslosinghismind,andafewsecondslater,thewholesystem'sinmayhem.AndtheMonkey--remember,he'sterrifiedofthePanicMonster--boom,he'supthetree!Andfinally,finally,theRationalDecision-MakercantakethewheelandIcanstartworkingonthetalk.当六个月变成四个,然后两个,然后一个,TED的人决定公布演讲人。我打开了网站,我的脸正盯着我。你猜谁醒了？于是恐慌怪兽开始失去理智,几秒钟后,整个系统陷入混乱。还有那只猴子--记住,他害怕惊恐的怪物--砰,他在树上,最后,理性的决策者可以掌舵,我可以开始工作了。4Now,thePanicMonsterexplainsallkindsofprettyinsaneprocrastinatorbehavior,likehowsomeonelikemecouldspendtwoweeksunabletostarttheopeningsentenceofapaper,andthenmiraculouslyfindtheunbelievableworkethictostayupallnightandwriteeightpages.Andthisentiresituation,withthethreecharacters--thisistheprocrastinator'ssystem.It'snotpretty,butintheend,itworks.ThisiswhatIdecidedtowriteaboutontheblogacoupleofyearsago.现在,恐慌怪兽解释了各种非常疯狂的拖拉行为,像我这样的人怎么可能花两周的时间无法开始一篇论文开头的句子,然后奇迹般地找到令人难以置信的职业道德,熬夜写八页。这整个情况,与三字符-这是拖拉系统。它不漂亮,但最终,它的工作。这是我几年前决定在博客上写的。Andtheywereallwriting,sayingthesamething:"Ihavethisproblemtoo."Butwhatstruckmewasthecontrastbetweenthelighttoneofthepostandtheheavinessoftheseemails.Thesepeoplewerewritingwithintensefrustrationaboutwhatprocrastinationhaddonetotheirlives,aboutwhatthisMonkeyhaddonetothem.AndIthoughtaboutthis,andIsaid,well,iftheprocrastinator'ssystemworks,thenwhat'sgoingon?Whyareallofthesepeopleinsuchadarkplace?他们都在写,说着同样的话:"我也有这个问题。但令我吃惊的是,邮报的光色调和这些邮件的沉重对比。这些人对拖延对他们的生活所做的事情感到强烈的沮丧,这只猴子对他们做了什么。我想过这一点,我说,如果拖拉的系统起作用了,那到底是怎么回事？为什么这些人都在这么黑的地方？WhenIdid,Iwasamazedbytheresponse.Literallythousandsofemailscamein,fromalldifferentkindsofpeoplefromallovertheworld,doingalldifferentkindsofthings.Thesearepeoplewhowerenurses,bankers,painters,engineersandlotsandlotsofPhDstudents.Andtheywereallwriting,sayingthesamething:"Ihavethisproblemtoo."Butwhatstruckmewasthecontrastbetweenthelighttoneofthepostandtheheavinessoftheseemails.Thesepeoplewerewritingwithintensefrustrationaboutwhatprocrastinationhaddonetotheirlives,aboutwhatthisMonkeyhaddonetothem.AndIthoughtaboutthis,andIsaid,well,iftheprocrastinator'ssystemworks,thenwhat'sgoingon?Whyareallofthesepeopleinsuchadarkplace?从字面上成千上万的电子邮件来自世界各地的不同类型的人,做各种不同的事情。这些人是护士,银行家,画家,工程师和许多博士学生。他们都在写同一句话："我也有这个问题。"但真正让我感到触动的,是我博客的轻描淡写,和邮件的沉重文风之间的强烈对比。这些读者以非常沮丧的语言,告诉我拖延对他们的生活造成了哪些影响,告诉我猴子对他们都做了些什么。我思考了一下,问道,既然拖延症患者的系统是有效果的,那到底哪不对呢?为什么这些人都置身黑暗之中呢?Well,itturnsoutthatthere'stwokindsofprocrastination.EverythingI'vetalkedabouttoday,theexamplesI'vegiven,theyallhavedeadlines.Andwhenthere'sdeadlines,theeffectsofprocrastinationarecontainedtotheshorttermbecausethePanicMonstergetsinvolved.Butthere'sasecondkindofprocrastinationthathappensinsituationswhenthereisnodeadline.Soifyouwantedacareerwhereyou'reaself-starter--somethinginthearts,somethingentrepreneurial--there'snodeadlinesonthosethingsatfirst,becausenothing'shappening,notuntilyou'vegoneoutanddonethehardworktogetmomentum,getthingsgoing.原来,拖延分为两种,我今天所说的拖延和所举的例子,都是有截止日期的。一旦有了截止日期,拖延的影响会被限制在一定时期内,因为后期惊慌怪兽会出现,但还有第二种拖延,这种拖延是没有截止日期的,所以如果你想在一些领域内自学成才——比如学个艺术或者创个业——这些事情开始都是没有截止日期的,因为开始不会有什么变化,直到你拼尽全力,辛勤投入,才会有一点起色,你才能看到进展。There'salsoallkindsofimportantthingsoutsideofyourcareerthatdon'tinvolveanydeadlines,likeseeingyourfamilyorexercisingandtakingcareofyourhealth,workingonyourrelationshiporgettingoutofarelationshipthatisn'tworking.Nowiftheprocrastinator'sonlymechanismofdoingthesehardthingsisthePanicMonster,that'saproblem,becauseinallofthesenon-deadlinesituations,thePanicMonsterdoesn'tshowup.Hehasnothingtowakeupfor,sotheeffectsofprocrastination,they'renotcontained;theyjustextendoutwardforever.除了工作之外,还有很多其他重要的事情,也是没有截止日期的,比如看望家人、锻炼身体、保持健康、维系感情,或者从一段不合适的感情中抽身。如果说拖延症患者处理这些困难的唯一机制,是惊慌怪兽的话,那就有问题了,因为在这些没有截止日期的情况下,惊慌怪兽是不会现身的,没有唤醒他的条件,所以这一类拖延的后果是没有限制的,他们会不断地肆意延伸。Andit'sthislong-termkindofprocrastinationthat'smuchlessvisibleandmuchlesstalkedaboutthanthefunnier,short-termdeadline-basedkind.It'susuallysufferedquietlyandprivately.Anditcanbethesourceofahugeamountoflong-termunhappiness,andregrets.和有截止日期的好笑的短期拖延相比,这种长时期的拖延,更不易被人察觉,也更少被谈论到,他常常在无声无息中折磨着人们,可以说是大部分长期抑郁和悔恨的根源。AndIthought,that'swhythosepeopleareemailing,andthat'swhythey'reinsuchabadplace.It'snotthatthey'recrammingforsomeproject.It'sthatlong-termprocrastinationhasmadethemfeellikeaspectatorintheirownlives.Thefrustrationisnotthattheycouldn'tachievetheirdreams;it'sthattheyweren'tevenabletostartchasingthem.我想,这也是为什么这些人会写信,为什么状态这么差的原因吧。他们并非在为某个项目临时抱佛脚,这种长期拖延使他们有时感觉,自己只是生活的旁观者,让他们沮丧的不是他们没有实现梦想,而是他们甚至还没有开始追寻梦想。SoIreadtheseemailsandIhadalittlebitofanepiphany--thatIdon'tthinknon-procrastinatorsexist.That'sright--Ithinkallofyouareprocrastinators.Now,youmightnotallbeamess,likesomeofus,andsomeofyoumayhaveahealthyrelationshipwithdeadlines,butremember:theMonkey'ssneakiesttrickiswhenthedeadlinesaren'tthere.我读着这些来信,忽然有一种顿悟——我觉得非拖延者是不存在的,没错,我认为你们所有人都是拖延者,当然你们可能不像,我们有些人这么混乱。你们有些人可能与截止日期保持着良性的关系。但记住：猴子最狡猾的伎俩,发生在没有截止日期的时候。Now,Iwanttoshowyouonelastthing.IcallthisaLifeCalendar.That'soneboxforeveryweekofa90-yearlife.That'snotthatmanyboxes,especiallysincewe'vealreadyusedabunchofthose.SoIthinkweneedtoalltakealong,hardlookatthatcalendar.Weneedtothinkaboutwhatwe'rereallyprocrastinatingon,becauseeveryoneisprocrastinatingonsomethinginlife.WeneedtostayawareoftheInstantGratificationMonkey.That'sajobforallofus.Andbecausethere'snotthatmanyboxesonthere,it'sajobthatshouldprobablystarttoday.Well,maybenottoday,but...Youknow.Sometimesoon.最后我想给大家看一个东西,我称之为"生命日历"。这里的每一个格子都代表90年生命中的一周,格子数并不是很多,尤其我们已经用掉了许多。我想我们需要好好花时间,认真看看这个日历。我们需要想一下,我们真正在拖延的是什么,因为每个人在生命中都有拖延一些东西,我们需要警惕及时行乐的猴子,这是我们所有人的任务。因为这里的格子数并不多,所以或许我们今天就应该行动起来,或许不一定是今天,而是尽快。Thankyou.Part2Howgreatleadersinspireaction一个伟大的领导者如何激发购买力注解：SimonSinekhasasimplebutpowerfulmodelforinspirationalleadershipallstartingwithagoldencircleandthequestion"Why?"HisexamplesincludeApple,MartinLutherKing,andtheWrightbrothers--andasacounterpointTivo,which<untilarecentcourtvictorythattripleditsstockprice>appearedtobestruggling.正文：Howdoyouexplainwhenthingsdon'tgoasweassume?Orbetter,howdoyouexplainwhenothersareabletoachievethingsthatseemtodefyalloftheassumptions?Forexample:WhyisApplesoinnovative?Yearafteryear,afteryear,afteryear,they'remoreinnovativethanalltheircompetition.Andyet,they'rejustacomputercompany.They'rejustlikeeveryoneelse.Theyhavethesameaccesstothesametalent,thesameagencies,thesameconsultants,thesamemedia.Thenwhyisitthattheyseemtohavesomethingdifferent?WhyisitthatMartinLutherKingledtheCivilRightsMovement?Hewasn'ttheonlymanwhosufferedinapre-civilrightsAmerica.Andhecertainlywasn'ttheonlygreatoratoroftheday.Whyhim?AndwhyisitthattheWrightbrotherswereabletofigureoutcontrol-powered,mannedflightwhentherewerecertainlyotherteamswhowerebetterqualified,betterfunded,andtheydidn'tachievepoweredmanflight,andtheWrightbrothersbeatthemtoit.There'ssomethingelseatplayhere.你怎样解释当一些事情出乎我们意料的进行？或者说,你怎样解释当别人能成就一些看似不符合所有猜想的事？例如：为什么苹果那样创新？一年一年又一年,他们比他所有的竞争对手都要敢于创新。可是,他只是一家电脑公司。他们就象其他人一样。他们拥有同样的方法吸取同样的人才,拥有同样的代理商,同样的顾问,同样的媒体。但是为什么他们看上去会某些不同之处呢？为什么MartinLutherKing领导公民权利运动？他不是唯一一个遭遇非公民待遇的美国公民。他无疑不只仅仅是那个时候伟大的演讲家。为什么是他？为什么怀特兄弟能够发明人造带动力控制的飞行器,而当时其他人无疑拥有更好的资格,更多资金,他们却没能完成人造动力飞行器,而怀特兄弟于这点打败了他们。这是因为有其他东西于此发挥作用。AboutthreeandahalfyearsagoImadeadiscovery,andthisdiscoveryprofoundlychangedmyviewonhowIthoughttheworldworked.AnditevenprofoundlychangedthewayinwhichIoperateinit.Asitturnsout--there'sapattern--asitturnsout,allthegreatandinspiringleadersandorganizationsintheworld,whetherit'sApple,orMartinLutherKingortheWrightbrothers,theyallthink,actandcommunicatetheexactsameway.Andit'scompleteoppositetoeveryoneelse.AllIdidwascodifyit.Andit'sprobablytheworld'ssimplestidea.Icallitthegoldencircle.大约三年半之前,我有个新发现,这个发现深深的改变了我的对于我曾经认为这个世界如何运行的观点。并且它甚至深深的改变了我运营事物的方式。如它所示——这是一个图案——如这个所示,这个世界上所有伟大的有感染力的领导者们或者组织,无论是苹果,或者MartinLutherKing或者怀特兄弟,他们都确切的以同一种方式思考,行动和交流。但是这个是完全不同于其他人的方式。所有我做的只是把他整理出来。并且这可能是世界上最简单的注意。我把它叫做黄金圆圈。Why?How?What?Thislittleideaexplainswhysomeorganizationsandsomeleadersareabletoinspirewhereothersaren't.Letmedefinethetermsreallyquickly.Everysingleperson,everysingleorganizationontheplanetknowswhattheydo,100percent.Someknowhowtheydoit,whetheryoucallityourdifferentiatedvaluepropositionoryourproprietaryprocessoryourUSP.Butvery,veryfewpeopleororganizationsknowwhytheydowhattheydo.Andby"why"Idon'tmean"tomakeaprofit."That'saresult.It'salwaysaresult.By"why"Imean:what'syourpurpose?What'syourcause?What'syourbelief?Whydoesyourorganizationexist?Whydoyougetoutofbedinthemorning?Andwhyshouldanyonecare?Well,asaresult,thewaywethink,thewayweact,thewaywecommunicateisfromtheoutsidein.It'sobvious.Wegofromtheclearestthingtothefuzziestthing.Buttheinspiredleadersandtheinspiredorganizations,regardlessoftheirsize,regardlessoftheirindustry,allthink,actandcommunicatefromtheinsideout.为何？如何？是何？这个小模型就解释了为什么一些组织和一些领导者们能有能力鼓舞那些其他人不能做到的地方。让我快速的定义这些术语。每个人,每个单独的组织都百分之百的明白他们在做什么。其中一些知道如何去做,无论你们把他叫做你们的差异价值,或者是你们的独特工序,或者你们的专利。但是很少很少的人们或者组织知道为什么他们做他们所做的。这里的"为何"不是指"为利润"。利润是个结果。他总会是结果。而"为何"我所指的是：你的目的是什么？你的动机是什么？你的信仰是什么？为什么你的组织会出现？你为什么而在早上早起？为什么其他人需要在乎你的这些？那么,结果是,我们思考的方式,我们行动的方式,和我们交流的方式都是由外而内的。这个很明显,我们的方式都是从清晰的事物到模糊的事物。但是激励型领导者们和组织,不论他们的大小,行业,所有的思想,行动和交流都是自内于外的。Letmegiveyouanexample.IuseApplebecausethey'reeasytounderstandandeverybodygetsit.IfApplewerelikeeveryoneelse,amarketingmessagefromthemmightsoundlikethis."Wemakegreatcomputers.They'rebeautifullydesigned,simpletouseanduserfriendly.Wanttobuyone?"Neh.Andthat'showmostofuscommunicate.That'showmostmarketingisdone.That'showmostsalesaredone.Andthat'showmostofuscommunicateinterpersonally.Wesaywhatwedo,wesayhowwe'redifferentorhowwe'rebetterandweexpectsomesortofabehavior,apurchase,avote,somethinglikethat.Here'sournewlawfirm.Wehavethebestlawyerswiththebiggestclients.Wealwaysperformforourclientswhodobusinesswithus.Here'sournewcar.Itgetsgreatgasmileage.Ithasleatherseats.Buyourcar.Butit'suninspiring.让我给你们一个例子。我用苹果公司作为例子是因为他们很容易去理解,并且每个人都能理解。如果苹果公司如同其他公司一样,他们的市场营销信息就可能是这样。"我们做最棒的电脑。设计精美,使用简单,界面友好。你想要买一台吗？"不怎么样吧。这就是我们大部分人的交流方式。这就是大部分的市场营销所采取的。这也是大部分商家所采取的。这也是我们中大部分人于人际间的交流方式。我们说我们做什么工作的,我们说我们是何如与众不同,或者我们是如何的更优秀,然后我们就期待着别人的一些反应,一个购买力,一个投票支持,类似于这些的反应。这是我们新开的律师事务所。我们拥有最好的律师和最大的客户。我们总是能满足我们的客户们的要求。这是我们的新车型。非常省油。舒适的座椅。买我们的车吧。一点都不鼓舞人心。Here'showAppleactuallycommunicates."Everythingwedo,webelieveinchallengingthestatusquo.Webelieveinthinkingdifferently.Thewaywechallengethestatusquoisbymakingourproductsbeautifullydesigned,simpletouseanduserfriendly.Wejusthappentomakegreatcomputers.Wanttobuyone?"Totallydifferentright?You'rereadytobuyacomputerfromme.AllIdidwasreversetheorderofinformation.Whatitprovestousisthatpeopledon'tbuywhatyoudo;peoplebuywhyyoudoit.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.而这是苹果公司事实上如何交流的。"我们做的所有事,我们相信在挑战现状。我们相信用不同的方式思考。而我们挑战现状的方式就是我们开发我们的产品拥有精美的设计,使用简单,并且界面友好。我们让最棒的电脑得以呈现。你想要买一台吗？"完全不一样对吗？你们乐意从我这里购买一台电脑吗。我所做的只是将这些信息的顺序重新排列。这些证明了人们不想从你那里买你所做的产品；人们买的是你的信念和宗旨。人们买的不是你做的什么产品；他们买的是你做这些的信念和宗旨。ThisexplainswhyeverysinglepersoninthisroomisperfectlycomfortablebuyingacomputerfromApple.Butwe'realsoperfectlycomfortablebuyinganMP3playerfromApple,oraphonefromApple,oraDVRfromApple.But,asIsaidbefore,Apple'sjustacomputercompany.There'snothingthatdistinguishesthemstructurallyfromanyoftheircompetitors.Theircompetitorsareallequallyqualifiedtomakealloftheseproducts.Infact,theytried.Afewyearsago,GatewaycameoutwithflatscreenTVs.They'reeminentlyqualifiedtomakeflatscreenTVs.They'vebeenmakingflatscreenmonitorsforyears.Nobodyboughtone.DellcameoutwithMP3playersandPDAs.Andtheymakegreatqualityproducts.Andtheycanmakeperfectlywell-designedproducts.Andnobodyboughtone.Infact,talkingaboutitnow,wecan'tevenimaginebuyinganMP3playerfromDell.WhywouldyoubuyanMP3playerfromacomputercompany?Butwedoiteveryday.Peopledon'tbuywhatyoudo;theybuywhyyoudoit.Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave.Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve.Here'sthebestpart.这个解释了每个在座的人为什么非常自然的要买一台苹果公司的电脑。但是我们同样非常自然的买一个苹果公司的MP3播放器,或者一部苹果电话,或者苹果DVR。但是如我之前所说,苹果公司只是一个计算机公司。从结构上没有什么能把它同其他竞争者区别开。它的竞争者都同样具备制作所有这样产品的资格和能力。而事实上,他们也尝试过,几年前,Gateway公司推出了平板电视机。他们非常能胜任生产制造平板电视。他们已经制造平板显示器许多年了。却没人购买。Dell公司推出了MP3播放器和掌上电脑。他们产品设计精良。却没人购买。事实上,现在来谈论这些,我们甚至无法想象买一台Dell的MP3播放器。你为什么会从一家电脑公司买一台MP3播放器呢？但是我们每天都在这么做。人们不会因为你做什么而购买；他们因为你做的产品的信念而购买。目标不是与每个需要你生产的人做生意。目标是与那些与你有共同景愿的人做生意。这就是最精彩的部分。NoneofwhatI'mtellingyouismyopinion.It'sallgroundedinthetenetsofbiology.Notpsychology,biology.Ifyoulookatacross-sectionofthehumanbrain,lookingfromthetopdown,Whatyouseeisthehumanbrainisactuallybrokenintothreemajorcomponentsthatcorrelateperfectlywiththegoldencircle.Ournewestbrain,ourhomosapienbrain,ourneocortex,correspondswiththe"what"level.Theneocortexisresponsibleforallofourrationalandanalyticalthoughtandlanguage.Themiddletwosectionsmakeupourlimbicbrains.Andourlimbicbrainsareresponsibleforallofourfeelings,liketrustandloyalty.It'salsoresponsibleforallhumanbehavior,alldecision-making,andithasnocapacityforlanguage.我所告诉你们的这些都不是我自己的观点。这些观点都能从生物学里找到根源。不是心理学,而是生物学。如果你观察人类大脑的横截面,由上自下观察,你会发现人类大脑实际上是分成三个主要组成部分,而这三个部分和黄金圆圈匹配的非常好。我们最新的脑部,我们管辖智力的脑部,我们的大脑皮层,对应着"是什么"这个圆环。大脑皮层负责我们所有的理智和分析性思维和语言。中间的两个部分组成我们的边缘大脑。我们的边缘大脑负责于我们所有的感受,比如信任和忠诚。它还负责所有的人类行为,所有的决策,而他没有语言的能力。Inotherwords,whenwecommunicatefromtheoutsidein,yes,peoplecanunderstandvastamountsofcomplicatedinformationlikefeaturesandbenefitsandfactsandfigures.Itjustdoesn'tdrivebehavior.Whenwecancommunicatefromtheinsideout,we'retalkingdirectlytothepartofthebrainthatcontrolsbehavior,andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom.Youknow,sometimesyoucangivesomebodyallthefactsandfigures,andtheysay,"Iknowwhatallthefactsanddetailssay,butitjustdoesn'tfeelright."Whywouldweusethatverb,itdoesn't"feel"right?Becausethepartofthebrainthatcontrolsdecision-making,doesn'tcontrollanguage.Andthebestwecanmusterupis,"Idon'tknow.Itjustdoesn'tfeelright."Orsometimesyousayyou'releadingwithyourheart,oryou'releadingwithyoursoul.Well,Ihatetobreakittoyou,thosearen'totherbodypartscontrollingyourbehavior.It'sallhappeninghereinyoulimbicbrain,thepartofthebrainthatcontrolsdecision-makingandnotlanguage.换句话说,当我们由外自内交流时,是的,人们能理解大量的复杂信息,比如特征,优点,事实和图标。但不会激发行为。当我们能由内自外的交流时,我们是直接同大脑负责控制行为的部分进行交流,然后我们通过一些我们所说和所做的实际的事物使得人们理性的思考这些。这就是内心决策的由来。你们知道,有时候你们给某人展示所有的事实和图表,他们会说,"我知道所有的事实和细节说明什么,但是就是感觉有什么不对。"为什么我们会用那个动词,"感觉"不对？因为我们大脑中负责控制决策的部分不负责控制语言。我们只好说,"我不知道,这个就是感觉不对。"或者有时候你们会说你是由你的内心所引导,或者由你的灵魂所引导。我不想对你们把这些观点分得太彻底,这些不是身体的其他部分在控制着你的行为。它全发生在你的边缘大脑里,大脑中控制决策但不负责语言的那部分。Butifyoudon'tknowwhyyoudowhatyoudo,andpeoplerespondtowhyyoudowhatyoudo,thenhowyouevergetpeopletovoteforyou,orbuysomethingfromyou,or,moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo.Again,thegoalisnotjusttoselltopeoplewhoneedwhatyouhave;thegoalistoselltopeoplewhobelievewhatyoubel