演講稿分為多種寫作方式，有的是以會議為中心寫作，有的是以事情發生為中心寫作。在眾多的演講場合中，該怎么寫出適合場景的演講稿呢？以下是小編整理的關于《ted演講稿中英文對照》，供大家參考，更多范文可通過本站頂部搜索您需要的內容。
第一篇：ted演講稿中英文對照
Matt Cutts TED中英文對照雙語演講稿
Try Something New for 30 Days
小計劃幫你實現大目標
——Google工程師Matt Cutts在TED的勵志演講稿
A few years ago, I felt like I was stuck in a rut, so I decided to follow in the footsteps of the great American philosopher, Morgan Spurlock, and try something new for 30 days. The idea is actually pretty simple. Think about something you’ve always wanted to add to your life and try it for the next 30 days. It turns out, 30 days is just about the right amount of time to add a new habit or subtract a habit — like watching the news — from your life.
幾年前， 我感覺對老一套感到枯燥乏味， 所以我決定追隨偉大的美國哲學家摩根·斯普爾洛克的腳步，嘗試做新事情30天。這個想法的確是非常簡單?？紤]下，你常想在你生命中做的一些事情 接下來30天嘗試做這些。 這就是，30天剛好是這么一段合適的時間 去養成一個新的習慣或者改掉一個習慣——例如看新聞——在你生活中。
There’s a few things I learned while doing these 30-day challenges. The first was, instead of the months flying by, forgotten, the time was much more memorable. This was part of a challenge I did to take a picture everyday for a month. And I remember exactly where I was and what I was doing that day. I also noticed that as I started to do more and harder 30-day challenges, my self-confidence grew. I went from desk-dwelling computer nerd to the kind of guy who bikes to work — for fun. Even last year, I ended up hiking up Mt. Kilimanjaro, the highest mountain in Africa. I would never have been that adventurous before I started my 30-day challenges.
當我在30天做這些挑戰性事情時，我學到以下一些事。第一件事是，取代了飛逝而過易被遺忘的歲月的是 這段時間非常的更加令人難忘。挑戰的一部分是要一個月內每天我要去拍攝一張照片。我清楚地記得那一天我所處的位置我都在干什么。我也注意到隨著我開始做更多的，更難的30天里具有挑戰性的事時，我自信心也增強了。我從一個臺式計算機宅男極客變成了一個愛騎自行車去工作的人——為了玩樂。甚至去年，我完成了在非洲最高山峰乞力馬扎羅山的遠足。在我開始這30天做挑戰性的事之前我從來沒有這樣熱愛冒險過。
I also figured out that if you really want something badly enough, you can do anything for 30 days. Have you ever wanted to write a novel? Every November, tens of thousands of people try to write their own 50,000 word novel from scratch in 30 days. It turns out, all you have to do is write 1,667 words a day for a month. So I did. By the way, the secret is not to go to sleep until you’ve written your words for the day. You might be sleep-deprived, but you’ll finish your novel. Now is my book the next great American novel? No. I wrote it in a month. It’s awful. But for the rest of my life, if I meet John Hodgman at a TED party, I don’t have to say, “I’m a computer scientist.” No, no, if I want to I can say, “I’m a novelist.”
我也認識到如果你真想一些槽糕透頂的事，你可以在30天里做這些事。你曾想寫小說嗎?每年11月，數以萬計的人們在30天里，從零起點嘗試寫他們自己的5萬字小說。這結果就是，你所要去做的事就是每天寫1667個字要寫一個月。所以我做到了。順便說一下，秘密在于除非在一天里你已經寫完了1667個字，要不你就甭想睡覺。你可能被剝奪睡眠，但你將會完成你的小說。那么我寫的書會是下一部偉大的美國小說嗎?不是的。我在一個月內寫完它。它看上去太可怕了。但在我的余生，如果我在一個TED聚會上遇見約翰·霍奇曼，我不必開口說，“我是一個電腦科學家。”不，不會的，如果我愿意我可以說，“我是一個小說家。”
So here’s one last thing I’d like to mention. I learned that when I made small, sustainable changes, things I could keep doing, they were more likely to stick. There’s nothing wrong with big, crazy challenges. In fact, they’re a ton of fun. But they’re less likely to stick. When I gave up sugar for 30 days, day 31 looked like this.
我這兒想提的最后一件事。當我做些小的、持續性的變化，我可以不斷嘗試做的事時，我學到我可以把它們更容易地堅持做下來。這和又大又瘋狂的具有挑戰性的事情無關。事實上，它們的樂趣無窮。但是，它們就不太可能堅持做下來。當我在30天里拒絕吃糖果，31天后看上去就像這樣。
So here’s my question to you: What are you waiting for? I guarantee you the next 30 days are going to pass whether you like it or not, so why not think about something you have always wanted to try and give it a shot for the next 30 days.
所以我給大家提的問題是：大家還在等什么呀?我保準大家在未來的30天定會經歷你喜歡或者不喜歡的事，那么為什么不考慮一些你常想做的嘗試并在未來30天里試試給自己一個機會。
Thanks. 謝謝。
Matt Cutts簡介：
Matt Cutts是Google所有工程師中最廣為人知的一個，因為他幾乎每天都在自己的blog上面和讀者們分享與Google相關的一切信息，包括技術與非技術類。 Matt寫的文章深入淺出，簡明易懂，實用價值很高，因此他在互聯網上具有相當高的名氣。簡言之，Matt Cutts是Google的Anti-spam之王。
第二篇：TED演講稿英文
當工作越來越復雜，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 companies where I work? I have worked with more than 500 companies. Despite all the technological advance
–
computers,
IT,
communications, telecommunications, the internet.
Enigma number two: why is there so little engagement at work? Why do people feel so miserable, even actively disengaged? Disengaged their colleagues. Acting against the interest of their company. Despite all the affiliation events, the celebration, the people initiatives, the leadership development programs to train managers on how to better motivate their teams.
At the beginning, I thought there was a chicken and egg issue: because people are less engaged, they are less productive. Or vice versa, because they are less productive, we put more pressure and they are less engaged. But as we were doing our analysis we realized that there was a common root cause to these two issues that relates, in fact, to the basic pillars of management. The way we organize is based on two pillars.
The hard—structure, processes, systems. The soft—feeling, sentiments, interpersonal relationship, traits, personality. And whenever a company reorganizes, restructures, reengineers, goes through a cultural transformation program, it chooses these two pillars. Now we try to refine them, we try to combine them. The real issue is – and this is the answer to the two enigmas – these pillar are obsolete. Everything you read in business books is based either two of the other or their combine. They are obsolete. How do they work when you try to use these approaches in front of the new complexity of business? The hard approach, basically is that you start from strategy, requirement, structure, processes,
systems,
KPIs,
scorecards,
committees, headquarters, hubs, clusters, you name it. I forgot all the metrics, incentives, committees, middle offices and interfaces. What happens basically on the left, you have more complexity, the new complexity of business. We need quality, cost, reliability, speed. And every time there is a new requirement, we use the same approach. We create dedicated structure processed systems, basically to deal with the new complexity of business. The hard approach creates just complicatedness in the organization. Let’s take an example. An automotive company, the engineering division is a five-dimensional matrix. If you open any cell of the matrix, you find another 20-dimensional matrix. You have Mr. Noise, Mr. Petrol Consumption, Mr. Anti-Collision Propertise. For any new requirement, you have a dedicated function in charge of aligning engineers against the new requirement. What happens when the new requirement emerges? Some years ago, a new requirement appeared on the marketplace: the length of the warranty period. So therefore the requirement is repairability, making cars easy to repair. Otherwise 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 explode. So, what was the solution using the hard approach? If repairability is the rew requirement, the solution is to create a new function, Mr. Repairability. And Mr. Repairability creates the repairability process. With a repairability scorecard, with a repairability metric and eventually repairability incentive.That came on top of 25 other KPIs. What percentage of these people is variable compensation? Twenty percent at most, divided by 26 KPIs, repairability makes a difference of 0.8 percent. What difference did it make in their action, their choices to simplify? Zero. But what occurs for zero impact? Mr. Repairability, process, scorecard, evaluation, coordination with the 25 other coordinators to have zero impact. Now, in front of the new complexity of business, the only solution is not drawing box es with reporting lines. It is basically the interplay. How the parts work together. The connection, the interaction, the synapse. It is not skeleton of boxes, it is the nervous system of adaptiveness and intelligence. You know, you could call it cooperation, basically. Whenever people cooperate, they use less resources. In everything. You know, the repairability issue is a cooperation problem.
When you design cars, please take into account the need of those who will repair the cars in the after sales garage. When we don’t cooperate we need more time, more equipment, more system, more teams. We need – when procurement, supply chain, manufacturing don’t cooperate we need more stock, more investories, more working capital. Who will pay for that? Shareholder? Customers? No, they will refuse. So who is left? The employees, who have tocompensate through their super individual efforts for the lack of cooperation. Stress, burnout, they are overwhelmed, accidents. No wonder they disengage. How do the hard and the soft try to foster cooperation?
The hard: in banks, when there is problem between the back office and the front office, they don’t cooperate. What is the solution? They create a middle office.
What happens one years later? Instead of one problem between the back and front, now have to problems. Between the back and the middle and between the middle and the front. Plus I have to pay for the middle office. The hard approach is unable to foster cooperation. It can only add new boxes, new bones in the skeleton. The soft approach: to make people cooperate, we need to make then like each other. Improve interpersonal feelings, the more people laike each other, the more they will cooperate. It is totally worng. It even counterproductive.
Look, at home I have two TVs. Why? Precisely not to have to cooperate with my wife. Not to have to impose tradeoffs to my wife. And why I try not to impose tradeoffs to my wife is precisely because I love my wife. If I didn’t love my wife, one TV would be enough: you will watch my favorite football game, if you are not happy, how is the book or the door? The more we like each other, the more we avoid the real cooperation that would strain our relationships by imposing tough tradeoffs. And we go for a second TV or we escalate the decision above for arbitration.
Definitely, these approaches are obsolete. To deal with complexity, to enhance nervous system, we have created what we call the smart simplicity approach based on simple rules. Simple rule number one: understand what others do. What is their real work? We need go beyond the boxes, the job description, beyond the surface of the container, to understand the real content. Me, designer, if I put a wire here, I know that it will mean that we will have to remove the engine to access the lights. Second, you need to reinforce integrators. Integrators are not middle office, they are managers, existing managers that you reinforce so that they have power and interest to make others cooperate. How can you reinforce your managers as integrators? By removing layers. When there are too many layers people are too far from the action. Therefore they need KPIs, metrics, they need poor proxies for reality. They don’t understand reality and they add the complicatedness of metrics, KPIs. By removing rules—the bigger we are, the more we need integrators, therefore the less rules we must have, to give discretionary power to managers. And we do the opposite – the bigger we are, the more rules we create. And we end up with the Encyclopedia Britannica of rules. You need to increase the quanitity of power so that you can empower everybody to use their judgment, their intelligence. You must give more cards to people so that they have the critical mass of cards to take the risk to cooperate, to move out of insulation. Otherwise, they will withdraw. They will disengage. These rules, they come from game theory and organizational sociology. You can increase the shadow of the future. Create feedback loops that expose people to the consequences of their actions. This is what the automotive company did when they saw that Mr. Repairability had no impact. They said the design engineers: now, in the three years, when the new car is launched on the market, you will move to the after sales network, and become in charge of the warranty budget, and if the warranty budget explodes, it will explode in your face. Much more powerful than 0.8 percent variable compensation. You need also to increase reciprocity, by removing the buffers that make us self-sufficient. When you remove these buffers, you hold me by the nose, I hold you by the ear. We will cooperate. Remove the second TV. There are many second TVs at work that don’t create value, they just provide dysfunctional self-sufficiency.
You need to reward those who cooperate and blame those who don’t cooperate. The CEO of The Lego Group, JK, has a great way to use it. He say, blame is not for failure, it is for failing to help or ask for help. It changes everything. Suddenly it becomes in my interest to be transparent on my real weakness, my real forecast, because I know I will not be blamed if I fail, but if I fail to help or ask for help. When you do this, it has a lot of implications on organizational design. You stop drawing boxes, dotted lines, full lines; you look at their interplay.
It has a lot of implication on financial policies that we use. On human resource management practices. When you do that, you can manage complexity, the new complexity of business, without getting complicated. You create more value with lower cost. You simultaneously improve performance and satisfaction at work because you have remove the common root cause that hinders both. Complicatedness: this is your battle, business leader. The real battle is not against competitors. This is rubbish, very abstract. When do we meet competitors to fight them? The real battle is against ourselves, against our bureaucracy, our complicatedness. Only you can fight, can do it. Thank you!
第三篇：TED演講——不要固執于英語英文字幕
不要固執于英語
I know what you’re thinking. You think I’ve lost my way, and somebody’s going to come on the stage in a minute and guide me gently back to my seat. I get that all thetimein Dubai. “Here on holiday are you, dear?”“Come to visit the children?”“How long are you staying?”Well actually, I hope for a while longer yet. I have been living and teaching in Gulf for over 30 years. And in that time, I have seen a lot of changes. Now that statistic is quit shocking. And I want to talk to you today about language loss and the globalization of English. I want to tell you about my friend who was teacher English to adults in Abu Dhabi. And one fine day, she decided to take them into the garden to teach them some nature vocabulary. But it was she who ended up learning all the Arabic words for the local plants, as well as their uses, medicinal uses, cosmetics, cooking, herbal. How did those students get all that knowledge? Of course, from their grandparentsand even their great-grandparents. It’s not necessary to tell you how important it is to be able to communicate across generation. But sadly, today, languages are dying at an unprecedented rate. A language dies every 14 days. Now at the same time, English is the undisputed global language. Could there be a connection? We don’t know. But I do knowthat I’ve seen a lot of changes. When I first came out to the Gulf, I came to Kuwait in the days it was still a hardship post. Actually, not that long ago. That is a little bit too early. But nevertheless, I was recruited by the British Council along with about 25 other teachers. And we were the first non-Muslims to teach in the state schools there in Kuwait. We were brought to teach English because the government wanted to modernize the country and empower the citizens through education. And of course, the U.K. benefited from some of that lovely oil wealth.
Okay. Now this is the major change that I’ve seen how teaching English has morphed from being a mutually beneficial practice to becoming a massive international business that it is today. No longer just a foreign language on the school curriculum.And no longer the sole domain of mother England. It has become a bandwagon for every English-speaking nation on earth. And why not? After all, the best education according to the latest World University Rankings is to be found in the universities of the U.K. and the U.S. So everybody wants to have an English education, naturally. But if you’re not a native speaker, you have to pass a test. Now can it be right to reject a student on linguistic ability alone? Perhaps you have a computer scientist who’s a
genius. Would he need the same language as a lawyer, for example? Well, I don’t think so. We English teachers reject them all the time. We put a stop sign, and we stop them in their tracks.They can’t pursue their dream any longer, till they get English. Now let me put it this way, if I met a monolingual Dutch speakerwho had the cure for cancer, would I stop him from entering my British University? I don’t think so. But indeed, that is exactly what we do. We English teachers are the gatekeepers. And you have to satisfy us first that your English is good enough. Now it can be dangerous to give too much power, to a narrow segment of society. Maybe the barrier would be too university. Okay.
“But,” I hear you say, “What about the research? It’s all in English.” So the books are in English, the journals are done in English, but that is self-fulfilling prophecy. It deeds the English requirement. And so it goes on. I ask you, what happened to translation? If you think about the Islamic Golden Age, there was lots of translation then. They translate from Latin and Greek into Arabic, into Persian, and then it was translated on into the Germanic languages of Europe and the Romance languages. And so light shone upon the Dark Ages of Europe. Now don’t get me wrong. I am not against teaching English, all you English teachers out there. I love thatwe have a global language. We need one today more than ever. But I am against using it as a barrier. Do we really want to end up with 600 languages and the main one being English and Chinese? We need more than that. Where do we draw the line? This system equates intelligence with a knowledge of English which is quite arbitrary. And I want to remind you that the giant upon whose shoulders today’s intelligentsia stand did not have to have English, they didn’t have to pass an English test. Case in point, Einstein. He, by the way, was considered remedial at school because he was, in fact, dyslexic. But fortunately for the world, he did not have to pass an English test. Because they didn’t start until 1964 with TOEFL, the AmericanTest of English. Now it’s exploded. There are lots and lots of tests of English. And millions and millions of students take these tests every year. Now you might think, you and me, those fees aren’t bad, they’re okay, but they are prohibitive to so many millions of poor people. So immediately, we’re rejecting them. It brings to mind a headline I saw recently: “Education: The Great Divide.” Now I get it, I understand why people would focus on English. They want to give their children the best chance in the life. And to do that, they need a Western education. Because, of course, the best jobs go to people out of the Western Universities, that I put on earlier. It’s a circular thing.
Okay. Let me tell you a story about two scientists, two English scientists. They were doing an experiment to do with genetics and the forelimbs and the hind limbs of animals. But they couldn’t get the results they wanted. They really didn’t know what to do, until along came a German scientist who realized that they were using two words for forelimb and hind limb, whereas genetics does not differentiate and neither does German. So bingo, problem solved. If you can’t think a thought, you are stuck. But if another language can think that thought, then, by cooperating, we can achieve and learn so much more. My daughter, came to England from Kuwait. She had studied science and mathematics in Arabic. It’s an Arabic medium school. She had to translate it into English at her grammar school. And she was the best in the class at those subjects. Which tells us, that when students come to us from abroad, we may not be giving them enough credit for what they know. And they know it in their own language. When a language dies, we don’t know what we lose with that language. This is –I don’t know if you saw it on CNN recently—they give the Heroes Award to a young Kenyan shepherd boy who couldn’t study at night in his village like all the village children, because the Kerosene lamp, it had smoke and it damaged his eyes. And anyway, there was never enough kerosene, because what does a dollar a day buy for you? So he invented a cost-free solar lamp. And now the children in his village get the same grades at school as the children who have electricity at home. When he received his award, he said these lovely words: The children can lead Africa from a dark continent, to a light continent. A simple idea, but it could have such fat-reaching consequences.
Peoplewho have no light, whether it’s physical or metaphorical, cannot pass our exam, and we can never know what they know. Let us not keep them and ourselves in the dark. Let us celebrate diversity. Mind your language. Use it to spread great ideas.
第四篇：(TED英文演講)讀書改變命運——觀后感
Education changes our fortune —— Feedback Educational equality is a permanent topic among the society. The poor should get the same access to an entire education as others possess. However, there are still too many women lost their opportunities to know their culture and this world because of extreme poverty.
The speaker once helped a number of women with their languages by attending certain courses. These courses were often held in the local suburbs.Furthermore, the inequality between men and women is the fundamental restriction to their unfair education. Many women were eager to control over their simple daily routines and small details that we take for granted. Since those women received the education they deserve, they all realized that the only way to control their life was through education. There are so many facts that show us that it is impossible to overcome barriers to education. Education is the best means to own a better future. Eventually, I’d like to end up with what the speaker said :“Question your convictions. Be who you want to be，not who they want you to be. Don’t accept their enslavement, for your mother birthed you free.”
第五篇：(TED英文演講)用新詞改變世界——觀后感
“Change the world with new words.”————Feedback From the speaker, although English is a kind of wonderful language in the world, there are still many holes in it. To improve this, the speaker once created a dictionary as a supplementary to these holes. Accordingly, it received a great deal of positive reactions. Whereas, not merely language, other p
Finally, end up with a saying: “Creating a life that reflects your values and satisfies your soul is a rare achievement. To invent your own life’s meaning is not easy, but it’s still allowed, and I think you’ll be happier for the trouble.”