懂你英语level7文档精校版最新中英对照

懂你英语原文Level7

Unit1

So in college, I was a government major, which means I had to write a lot of papers. Now, when a normal student writes a paper, they might spread the work out a little like this. So, you know --you get started maybe a little slowly, but you get enough done in the first week that, with some heavier days later on, everything gets done, things stay civil.And I would want to do that like that. That would be the plan. I would have it all ready to go, but then, actually, the paper would come along, and then I would kind of do this.

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)。

And that would happen every single paper. But then came my 90-page senior thesis, a paper you're supposed to spend a year on. And I knew for a paper like that, my normal work flow was not an option. It was way too big a project. So I planned things out, and I decided I kind of had to go something like this. This is how the year would go. So I'd start off light, and I'd bump it up in the middle months, and then at the end, I would kick it up into high gear just like a little staircase. How hard could it be to walk up the stairs? No big deal, 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?

But then, the funniest thing happened. Those first few months? They came and went, and I couldn't quite do stuff. So we had an awesome new revised plan.

And then --But then those middle months actually went by, and I didn't really write words, and so we were here.And then two months turned into one month, which turned into two weeks.

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。

And one day I woke up with three days until the deadline, still not having written a word, and so I did the only thing I could: I wrote 90 pages over 72 hours, pulling not one but two all-nighters -- humans are not supposed to pull two all-nighters -- sprinted across campus, dove in slow motion, and got it in just at the deadline.

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。

I thought that was the end of everything. But a week later I get a call, and it's the school. And they say, "Is this Tim Urban?" And I say, "Yeah." And they say, "We need to talk about your thesis." And I say, "OK." And they say, "It's the best one we've ever seen." That did not Happen S.r.l. Official Web Site NEW was a very, very bad thesis. I just wanted to enjoy that one moment when all of you thought, "This guy is amazing!" No, no, it was very, very bad.

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Tim

Urban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, today I'm a writer-blogger guy. I write the blog Wait But Why.And a couple of years ago, I decided to write about procrastination. My behavior has always perplexed the non-procrastinators around me, and I wanted to explain to the non-procrastinators of the world what goes on in the heads of procrastinators, and why we are the way we are. 不管怎样，我现在成为了一个博客写手，经营着“wait but

why”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, I had a hypothesis that the brains of procrastinators were actually different than the brains of other people. And to test this, I found an MRI lab that actually let me scan both my brain and the brain of a proven non-procrastinator,so I could compare them. I actually brought them here to show you today. I want you to take a look carefully to see if you can notice a difference. I know that if you're not a trained brain expert, it's not that obvious, but just take a look, OK? So here's the brain of a non-procrastinator. Now ... here's my brain.

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。

There is a difference. Both brains have a Rational Decision-Maker in them, but the procrastinator's brain also has an Instant Gratification Monkey. Now, what does this mean for the procrastinator? Well, it means everything's fine until this happens. [This is a perfect time to get some work done.] [Nope!] So the Rational Decision-Maker will make the rational decision to do something productive, but the Monkey doesn't like that plan, so he actually takes the wheel, and he says, "Actually, let's read the entire Wikipedia page of the Nancy Kerrigan/ Tonya Harding scandal, because I just remembered that that happened.

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 --Then we're going to go over to the fridge, to see if there's anything new in there since 10 minutes ago. After that, we're going to go on a YouTube spiral that starts with videos of Richard Feynman talking about magnets and ends much, much later with us watching interviews with Justin Bieber's mom. All of that's going to take a while, so we're not going to really have room on the schedule for any work today. 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Richard Feynman谈论磁铁开始，一直到很久很久之后看到一个Justin

Bieber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。

3

Now, what is going on here? The Instant Gratification Monkey does not seem like a guy you want behind the wheel. He lives entirely in the present moment. He has no memory of the past, no knowledge of the future, and he only cares about two things: easy and fun. Now, in the animal world, that works fine. If you're a dog and you spend your whole life doing nothing other than easy and fun things, you're a huge success!

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

And to the Monkey, humans are just another animal species. You have to keep well-slept, well-fed and propagating into the next generation, which in tribal times might have worked OK. But, if you haven't noticed, now we're not in tribal times. We're in an advanced civilization, and the Monkey does not know what that is. Which is why we have

another guy in our brain, the Rational Decision-Maker, who gives us the ability to do things no other animal can do. We can visualize the future. We can see the big picture.We can make long-term plans. And he wants to take all of that into account. And he wants to just have us do whatever makes sense to be doing right now.

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, sometimes it makes sense to be doing things that are easy and fun, like when you're having dinner or going to bed or enjoying well-earned leisure time. That's why there's an overlap. Sometimes they agree. But other times, it makes much more sense to be doing things that are harder and less pleasant, for the sake of the big picture. And that's when we have a conflict. And for the procrastinator, that conflict tends to end a certain way every time, leaving him spending a lot of time in this orange zone, an easy and fun place that's entirely out of the Makes Sense circle. I call it the Dark Playground.

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, the Dark Playground is a place that all of you procrastinators out there know very well. It's where leisure activities happen at times when leisure activities are not supposed to be happening. The fun you have in the Dark Playground isn't actually fun, because it's completely unearned, and the air is filled with guilt, dread, anxiety,

self-hatred -- all of those good procrastinator feelings. And the question is, in this situation, with the Monkey behind the wheel, how does the procrastinator ever get himself over here to this blue zone, a less pleasant place, but where really important things happen?

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, turns out the procrastinator has a guardian angel, someone who's always looking down on him and watching over him in his darkest moments -- someone called the Panic Monster. Now, the Panic Monster is dormant most of the time, but he suddenly wakes up anytime a deadline gets too close or there's danger of public embarrassment, a career disaster or some other scary consequence. And importantly, he's the only thing the Monkey is terrified of.

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, he became very relevant in my life pretty recently, because the people of TED reached out to me about six months ago and invited me to do a TED Talk. Now, of course, I said yes. It's always been a dream of mine to have done a TED Talk in the past. But in the middle of all this excitement, the Rational Decision-Maker seemed to have something else on his mind.

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。

He was saying, "Are we clear on what we just accepted? Do we get what's going to be now happening one day in the future? We need to sit down and work on this right now." And the Monkey said, "Totally agree, but let's just open Google Earth and zoom in to the bottom of India, like 200 feet above the ground, and scroll up for two and a half hours til we get to the top of the country, so we can get a better feel for India." So that's what we did that day.

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。

As six months turned into four and then two and then one, the people of TED decided to release the speakers. And I opened up the website, and there was my face staring right back at me. And guess who woke up? So the Panic Monster starts losing his mind, and a few seconds later, the whole system's in mayhem. And the Monkey -- remember, he's terrified of the Panic Monster -- boom, he's up the tree! And finally, finally, the Rational Decision-Maker can take the wheel and I can start working on the talk.

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。

4

Now, the Panic Monster explains all kinds of pretty insane procrastinator behavior, like how someone like me could spend two weeks unable to start the opening sentence of a paper, and then miraculously find the unbelievable work ethic to stay up all night and write eight pages. And this entire situation, with the three characters -- this is the procrastinator's system. It's not pretty, but in the end, it works. This is what I decided to write about on the blog a couple of years ago.

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。

And they were all writing, saying the same thing: "I have this problem too." But what struck me was the contrast between the light tone of the post and the heaviness of these emails. These people were writing with intense frustration about what procrastination had done to their lives, about what this Monkey had done to them. And I thought about this, and I said, well, if the procrastinator's system works, then what's going on? Why are all of these people in such a dark place?

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？

When I did, I was amazed by the response. Literally thousands of emails came in, from all different kinds of people from all over the world, doing all different kinds of things. These are people who were nurses, bankers, painters, engineers and lots and lots of PhD students. And they were all writing, saying the same thing: "I have this problem too." But what struck me was the contrast between the light tone of the post and the heaviness of these emails. These people were writing with intense frustration about what procrastination had done to their lives, about what this Monkey had done to them. And I thought about this, and I said, well, if the procrastinator's system works, then what's going on? Why are all of these people in such a dark place?

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, it turns out that there's two kinds of procrastination. Everything I've talked about today, the examples I've given, they all have deadlines. And when there's deadlines, the effects of procrastination are contained to the short term because the Panic Monster gets involved. But there's a second kind of procrastination that happens in situations when there is no deadline. So if you wanted a career where you're a self-starter -- something in the arts, something entrepreneurial -- there's no deadlines on those things at first, because nothing's happening, not until you've gone out and done the hard work to get momentum, get things going.

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's also all kinds of important things outside of your career that don't involve any deadlines, like seeing your family or exercising and taking care of your health, working on your relationship or getting out of a relationship that isn't working. Now if the procrastinator's only mechanism of doing these hard things is the Panic Monster, that's a problem, because in all of these non-deadline situations, the Panic Monster doesn't show up. He has nothing to wake up for, so the effects of procrastination, they're not contained; they just extend outward forever.

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。

And it's this long-term kind of procrastination that's much less visible and much less talked about than the funnier, short-term deadline-based kind. It's usually suffered quietly and privately. And it can be the source of a huge amount of long-term unhappiness, and regrets.

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。

And I thought, that's why those people are emailing, and that's why they're in such a bad place. It's not that they're cramming for some project. It's that long-term procrastination has made them feel like a spectator in their own lives. The frustration is not that they couldn't achieve their dreams; it's that they weren't even able to start chasing them.

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。

So I read these emails and I had a little bit of an epiphany -- that I don't think non-procrastinators exist.That's right -- I think all of you are procrastinators. Now, you might not all be a mess, like some of us, and some of you may have a healthy relationship with deadlines, but remember: the Monkey's sneakiest trick is when the deadlines aren't there. 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, I want to show you one last thing. I call this a Life Calendar. That's one box for every week of a 90-year life. That's not that many boxes, especially since we've already used a bunch of those. So I think we need to all take a long, hard look at that calendar. We need to think about what we're really procrastinating on, because everyone is procrastinating on something in life. We need to stay aware of the Instant Gratification Monkey. That's a job for all of

us. And because there's not that many boxes on there, it's a job that should probably start today. Well, maybe not today, but ...You know. Sometime soon.

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。

Thank you.

Part 2 How great leaders inspire action

一个伟大的领导者如何激发购买力

注解：

Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?" His examples include Apple, Martin Luther King, and the Wright brothers -- and as a counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.

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How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America. And he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out

control-powered, manned flight when there were certainly other teams who were better qualified, better funded, and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here. 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Martin Luther

King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。

About three and a half years ago I made a discovery, and this discovery profoundly changed my view on how I thought the world worked. And it even profoundly changed the way in which I operate in it. As it turns out -- there's a pattern -- as it turns out, all the great and inspiring leaders and organizations in the world, whether it's Apple, or Martin Luther King or the Wright brothers, they all think, act and communicate the exact same way. And it's complete opposite to everyone else. All I did was codify it. And it's probably the world's simplest idea. I call it the golden circle.

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Martin Luther

King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? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by "why" I don't mean "to make a profit." That's a result. It's always a result. By "why" I mean: what's your purpose? What's your cause? What's your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations, regardless of their size, regardless of their industry, all think, act and communicate from the inside out.

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。

Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this. "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" Neh. And that's how most of us communicate. That's how most marketing is done. That's how most sales are done. And that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that. Here's our new law firm. We have the best lawyers with the biggest clients. We always perform for our clients who do business with us. Here's our new car. It gets great gas mileage. It has leather seats. Buy our car. But it's uninspiring.

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's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? You're ready to buy a computer from me. All I did was reverse the order of information. What it proves to us is that people don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it.

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。

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs. And they make great quality products. And they can make perfectly well-designed products. And nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part.

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。

None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, What you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our homo sapien brain, our neocortex, corresponds with the "what" level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains. And our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all

decision-making, and it has no capacity for language.

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。

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls decision-making, doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right." Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you,

those aren't other body parts controlling your behavior. It's all happening here in you limbic brain, the part of the brain that controls decision-making and not language.

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。

But if you don't know why you do what you do, and people respond to why you do what you do, then how you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hired people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for your you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.

但是如果你不知道你问什么做你所有的，而人们对你所做事物的动机做出反应，然后，你曾如何得到人们对你的投票，或者从你购买某些东西，或者更正要的，忠诚的想要成为你所做事物或事业的一员。再者，目的不是仅仅出售给那些需要你所有用的物品的人们；目的是销售给那些同你拥有共同景愿的人们。目标不是仅仅雇佣那些需要工作的人们；是雇佣那些与你拥有同样景愿的人。我总是说，你们知道，如果你雇佣一个仅仅是因为他们能胜任这项工作的人，他们会为了你的钱而工作，但是如果你雇佣同你拥有共同景愿的人，他们会为你付出血汗，辛酸和泪水般的工作。这一点没有比怀特兄弟故事更好的例子了。

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Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. I mean, even now, you ask people, "Why did your product or why did your company fail?" and people always give you the same permutation of the same three things, under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Deptartment to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected. He knew all the big minds of the day. He hired the best minds money could find. And the market conditions were fantastic. The New York Times followed him around everywhere. And everyone was rooting for Langley. Then how come you've never heard of Samuel Pierpont Langley?

大部分人不知道Samuel Pierpont

Langley这个人。然而回到20th世纪初期，投入人造农历飞行器的热情就象如今的网站一样热。每个人都在尝试它。Samuel Pierpont

Langley拥有，我们认为，最能成功的要领。我的意思是，即使是现在，你问别人，“为什么你的产品或者你的公司失败了，破裂了？”人们总是给你同样的列出三样相同的东西：缺乏资金，用人不善，市场形势

不好。总会是这三个原因，那么让我们仔细观察下。国防部投资Samuel Pierpont Langley

50，000美元作为研发飞行器。资金不是问题。他曾在哈佛工作过，也在Smithsonian工作过，并且人脉极广。他认识当时最优秀的人才。因此，他雇佣能用资金吸引到的最优秀的人才。并且当时的形势更是空前的出色。纽约时报时刻跟踪报道他。每个人都支持他。但是为什么你们连听都没听说过他呢？

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money. They paid for their dream with the proceeds from their bicycle shop. Not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur. And the New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers' dream, worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crash before they came in for supper.

与此同时，几百英里外的俄亥俄洲Dayton小镇，Orville Wright和Wilbur

Wright两兄弟，他们没有任何我们认为是成功的要素的基础。他们没有钱。他们把他们在单车店的收益作为梦想的资金。团队里没有一人受过大学教育，就连两兄弟一样也没有上过大学。没有纽约时报的跟踪报道。不同的是，怀特兄弟是发自内心的想去做这件事。他们相信，如果他们能够制造出飞行机器，那会改变世界前进的脚步。Samuel Pierpont

Langley却不同。他想要变得富有，他想要出名。他在追求最终结果。他在追求富裕。看吧，看接下来怎么样。那些相信怀特兄弟梦想的人们，与他俩付出血汗，辛酸与泪水的工作。而另外的只是为了薪水支票而工作。后来流传的故事说，怀特兄弟每次出去工作，都必须带五组零件，因为那是他们回来吃晚饭前将会坠毁的次数。

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing, the day the Wright brothers took flight, he quit. He could have said, "That's an amazing discovery guys, and I will improve upon your technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous, so he quit.

最后，在1903年12月17日，怀特兄弟成功试飞，甚至没人在场见证这个。我们在数天之后才得知此消息。后来的事情进一步证明了Langley的动机不纯，他在怀特兄弟成功试飞的当天就辞职了。他本应该说：“这

是一个伟大的发明，我将会改进你们的技术，”但是他没有。他不是第一个发明飞行器的人，他没能变的

富有，他没能成为名人，因此他离开了。

People don't buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation. And if you don't know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.

(Laughter)

人们不会因为你做的而去购买；他们因为你的信念而去购买。如果你谈论你的信仰是什么，你将会吸引那些与有同样景愿的人。但是为什么吸引那些与你有同样景愿的人很重要呢？有种叫做创新的扩散的定律。如果你们不知道这个定律，你们肯定知道这个术语。首先，人口中2.5%是革新者。剩下的13.5%是我们早

期的采纳者。接下来的34%是我们早期接受的大多数对象，晚接受的和迟钝的人。这部分最后行动的人买按键电话的唯一原因是因为他们再也买不到转盘电话了。（笑声）

We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration. And then the system tips. And I love asking businesses, "What's your conversion on new business?" And they love to tell you, "Oh, it's about 10 percent," proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." That's how we describe them,

right. That's like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap, that you have to close, as Jeffrey Moore calls it, "crossing the chasm." Because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.

虽然我都在不同的时间不同的地点在这个范围内，但是创新扩散定律告诉我们如果你想要在大众市场让一个点子成功或者被接受，在你获得15%到18%的市场渗透率这个转折点前是无法实现的。那时之后市场之

门才会得以打开。我喜欢问一些公司，“你的新生意怎么样啊？”他们就喜欢很自豪的告诉你，“哦,大约是1 0%吧”。你可能抓住10%的客户后就难再上升了。我们都能那10%的客户“了解。”是的，这是我们如何描述他们的。那就象内心的感觉。“哦，他们就只是了解。”问题是：你如何发现那些在你与之做生意前能意会的，和那些没能意会的？那么就是这点缝隙，你必须填补这个小小的缝隙，如Jeffrey

Moore把他叫做“跨越鸿沟”。因为，你知道，早期的大部分在某些人已经作为第一个尝试之前是不会去尝

试某些事物的。这些人们，革新者和早期接受者，他们是很乐意尝试这个勇敢的决定。他们更乐意去做这些由他们对这个的信念和世界观的直觉去决定这些，而不是因为产品是什么样的。

These are the people who stood on line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do it because the technology was so great. They did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy what you do it. And what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them. They were first. People don't buy what you do; they buy why you do it.

这是一批在iPhone刚出来时在网上等上六小时去购买的人，而其实你只要一星期后进入商店就能在货架上买到一个。这是一批在平板电脑刚出来时花40，000美元买上一台的人们，尽管当时技术还不够好。顺便

说句，他们这么做的原因并不是当时产品技术很好。因为他们想成为第一个体验的人。人们不会因为你的产品而去购买；他们因为你的信念而去购买。你所做的不过是简单的表达了你的信念。事实上，人们会做那些表现他们信念的事。那些在iPhone刚出来的六个小时，去花上六个小时排队的人，是因为他们的世界观，出于别人怎么去想他们。他们作为第一批体验者购买不是因为你的产品，而是你的信念。

4

So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions. Right. You should have success then. Look at TiVo. From the time TiVo came out, about eight or nine years ago, to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.

那么让我给你们一个很著名的例子，一个关于创新扩散定律的著名的失败和著名的成功的例子。首先是这个著名的失败的例子。是一个商业例子。如我一秒之前所说的，成功的要素是资金，人才，和良好的市场环境。是的，接下来你应该成功。看看TiVo（数字视频公司）。自TiVo推出之时，大概是八年，九年以前，一直到如今，他们是唯一的最高品质的产品，没有争议。他们的资金实力非常雄厚。市场环境也极其之好。我的意思是，我们把TiVo作为一个动词。如我经常把东西蒂沃到我那台华纳数码视频录像机里面。But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't even think it's traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product, they told us all what they had. They

said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People don't buy what you do; they buy why you do it. And what you do simply serves as the proof of what you believe.

但TiVo却是一个商业上的失败。他们未曾赚一分钱。当他上市时，他们的股票大概在30或40美元，随后就暴跌，成交价没能超过10美元。事实上，我的印象中他的成交价没有超过6美元，除开一些小的震荡。因

为你会发现，当TiVo发行他们的产品时，他们告诉我们的只是他们拥有什么产品。他们说道，“我们的产

品能让直播电视得以暂停，跳过商业广告，恢复电视直播，并且不需要你的刻意设置就能记住你的收看习惯。”挑剔的人们就说了，“我们不相信你们。我们不需要你的产品。我们不喜欢他。你在吓唬我们。”但如果他们说，“如果你是想要完全掌控你生活方方面面的人，朋友，我们有你想要的产品。它能暂停直播节目，跳过广告，记忆你的收看习惯，等等等等。”人们不会因为你的产品而购买；他们因为你的信念而购买。你所做的仅仅是要证明你的信念而已。

Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe. I believe. I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day, at the right time, to hear him speak.

现在让我给你们一个创新扩散定律成功的例子。1963年的夏天，250，000人出现在华盛顿广场前，只为听到Dr. King的演讲。他们未收到任何请帖，也没有网站能确定时间日期。他们怎么做到的呢？Dr.

King不是美国唯一一个伟大的演讲家。他也不是唯一一个在民权法案出台前在美国遭受歧视的美国人。事实上，他的有些想法并不好。但是他有个天赋。他并没有到处给人们说美国需要改变什么。他只是到处告诉人们他相信什么。“我相信。我相信。我相信。”这是他告诉人们的。而那些与他有同样信念的人受到了他的启发，他们也开始把自己的信念告诉别人。有些人就建立起一些组织让这些话传给更多人。瞧，250

，000人在那天准确的时间出现了，去聆听他的演讲。

How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them to travel in a bus for eight hours, to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white. 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world, those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority, will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech.

(Laughter)

有多少人是因为他而去的呢？没有。他们是为他们自己去的。是他们对美国的一种信念使得他们会坐八小时的公车到达，并且站在八月中旬的烈日下的华盛顿。是因为他们的信念，而不是因为黑人与白人的斗争。25%的听众是白人。Dr.

King相信世界上有两种类型的法律，一种是上帝制定的，另一种则是人制定的。在人们制定的所有法律同上帝制定的法律完全一致之前，我们将会生活在一个公正的世界里。而公民权利运动则恰巧一个绝好的机

会帮助他把这个信念实现。我们追随的不是他，而是我们自己。顺便说句，他发表了“我有一个梦想”的演讲，而不是“我有一个计划”的演讲。（笑声）

Listen to politicians now with their comprehensive 12-point plans. They're not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority. But those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to inspire those around them or find others who inspire them.

Thank you very much.

听听现在政治家提出的12点的大杂烩计划。他们没能鼓动任何人。因为一些是人当官的，一些是领袖。领

导者拥有权利和身份。但是那些具有领袖气质的才能领导我们的，无论是个人或组织，我们追随那些领导者，不是因为我们必须追随，因为我们想要追随。我们追随的那些领导者，不是因为他，而是因为我们自己。也只有那些从 “为什么”这个圆圈出发的人才有能力激励周围的人，或者找到能够激励他们的人。

非常感谢大家。

Part 3 How I held my breath for 17 minute

as a magician, i try to create images that make people stop and think. i also try to challenge myself to do things that doctors say are not possible. i was buried alive in new york city in a coffin, buried alive in a coffin in april, 1999, for a week. i lived there with nothing but water. and it ended up being so much fun that i decided i could pursue doing more of these things. the next one is i froze myself in a block of ice for three days and three nights in new york city. that one was way more difficult than i had expected. the one after that, i stood on top of a hundred foot pillar for 36 hours. i began to hallucinate so hard that the buildings that were behind me started to look like big animal heads.

作为一个魔术师，我总是尝试去创造一个现象可以让人们驻足思考。我也试着挑战自己

做一些医生看来不可能的事情。我曾于1999年4月，被埋在纽约一口棺材里整整一个星期。

着一个礼拜仅靠水存活下来。但结果是我从中获得极大的乐趣。于是我决定去追求实现更多这样的事。

下一次就是我把自己冻在一个大冰块里整整三天三夜，地点是纽约。那次要比我想象的困难许多。

接下来的一次，我站在一百多英尺高的柱子顶端整整36个小时。快结束时我开始产生非常强烈的幻觉

以至于我觉得身后的建筑看起来像巨型动物的头。

so, next i went to london. in london i lived in a glass box for 44 days with nothing but water. it was, for me, one of the most difficult things i'd ever done, but it was also the most beautiful. there was so many skeptics, especially the press in london, that they started flying cheeseburgers on helicopters around my box to tempt me. (laughter) so, i felt very validated when the new england journal of medicine actually used the research for science.

后来，我去了伦敦。在伦敦，我在一个玻璃箱里生存了44天也是除了水什么都没有。

对于我来说，这次是所有挑战中最艰难的一次，但它仍然是非常美好的一次历程。

当时有许多持怀疑态度的人，尤其是伦敦的记者们，他们坐直升机徘徊在我的玻璃箱周围

到处扔汉堡引诱我。 (笑声) 我通过这次活动被认可而感到非常高兴，新英格兰医学杂志

还以此作为研究供科学参考。

My next pursuit was i wanted to see how long i could go without breathing, like how long i could survive with nothing, not even air. i didn't realize that it would become the most amazing journey of my life.

我的下一个追求便是想试试不呼吸能坚持多久，也就是说什么都没有的情况下我能活多久，甚至没有空气。我并没有意识到，这一次成就了我生命中最美妙的旅程。

As a young magician i was obsessed with Houdini and his underwater challenges. so, i began, early on, competing against the other kids, seeing how long i could stay underwater while they went up and down to breathe, you know, five times, while i stayed under on one breath. By the time i was a teenager i was able to hold my breath for three minutes and 30 seconds. I would later find out that was houdini's personal record. 作为一个年轻的魔术师

我沉迷于霍迪尼和他在水下屏气挑战。孩童时候，我就开始与其他的孩子们比试，看可以在水下待多久，当他们得反复探头出水面呼吸，大概5次之多，我却可以一直待在水下，完全不需要换气。。

当我是青少年的时候我已经可以水下屏气达3分30秒之久，后来我才发现那就是霍迪尼的个人纪录。

in 1987 i heard of a story about a boy that fell through ice and was trapped under a river. he was underneath, not breathing for 45 minutes. when the rescue workers came they resuscitated him and there was no brain damage. his core temperature had dropped to 77 degrees. as a magician, i think everything is possible. and i think if something is done by one person it can be done by others. i started to think, if the boy could survive without breathing for that long, there must be a way that i could do it.

在1987年，我听说了一个故事，一个男孩掉进冰封的河里，困于河底。他45分钟内没有呼吸。

当救援人员赶到抢救并唤醒他时，发现他并没有脑损伤，他的心脏温度降至77度。

作为一个魔术师，我相信一切皆有可能。我认为如果某个人可以做到某件事，那么任何人都可以做到。

我开始思索，如果这个男孩可以如此长时间不呼吸而活下来，那么必定有某种途径让我也可以做到。

so, i met with a top neurosurgeon. and i asked him, how long is it possible to go without breathing, like how long could i go without air? and he said to me that anything over six minutes you have a serious risk of hypoxic brain damage. so, i took that as a challenge, basically. (laughter) my first try, i figured that i could do something similar, and i created a water tank, and i filled it with ice and freezing cold water. and i stayed inside of that water tank hoping my core temperature would start to drop. and i was shivering. in my first attempt to hold my breath i couldn't even last a minute. so, i realized that was completely not going to work.

于是我找了最好的神经科医师，问他人若是不呼吸最长支撑多久，也就是哪怕连空气都没有我能撑多久?

他告诉我，任何超过6分钟不呼吸的行为，都会因缺氧而造成严重脑损伤的危险。

那么毫无疑问，我便把它列入了我的挑战。 (笑声) 第一次试验，我打算模拟那个男孩遭遇的情况，

弄一个水缸，注满彻骨的冰水，然后就跳进那个水缸里，希望我的体温可以下降。

当不住地时我颤抖。第一次尝试我甚至连一分钟都坚持不了。于是我意识到简单的模拟行不通，

so, i went to talk to a doctor friend, and i asked him how could i do that? "i want to hold my breath for a really long time. how could it be done?" and he said, "david, you're a magician, create the illusion of not breathing, it will be much easier." (laughter) so, he came up with this idea of creating a rebreather, with a co2 scrubber, which was basically a tube from home depot, with a balloon duct-taped to it, that he thought we could put inside of me, and somehow be able to circulate the air and rebreathe with this thing in me. this is a little hard to watch. but this is that attempt. so, that clearly wasn't going to work. (laughter)

我便找了一位医生朋友，询问他我怎样才能屏气那么久，

“我想在在水下长时间屏气。怎么样才可以做到呢?”我问他，他回答，“大卫，你是魔术师，

设计一个不呼吸的假象岂不是更容易?” (笑声) 他想出这么个点子，做一个内呼吸装置，内置一个co2

涤气器，其实基本上就是一个家用的管子，再套一个气球仅此而已。

他认为可以把这个东西放到我身体里，然后用某种方式可以循环空气达到再呼吸的目的。

他是这么把东西放进来的，这过程看起来会不太舒服... 但那是一次尝试。好了，很显然它是不会起作用的。(笑声)

then i actually started thinking about liquid breathing. there is a chemical that's called perflubron. and it's so high in oxygen levels that in theory you could breathe it. so, i got my hands on that chemical, filled the sink up with it, and stuck my face in the sink and tried to breathe that in, which was really impossible. it's basically like trying to breathe, as a doctor said, while having an elephant standing on your chest. so, that idea disappeared.

接着我开始考虑试试液体呼吸。有一种叫全氟化合物的化学药剂，含氧量特别高，

理论上你是可以用它来呼吸。于是我打算尝试这种化学试剂，将它灌满水缸，把脸浸在里面，试着呼吸。但那实在是不太可能，基本上就如医生所说，情况如同一头大象踩住你胸口的同时你还非得呼吸一样。

这个法子看来也行不通。

then i started thinking, would it be possible to hook up a heart/lung bypass machine and have a surgery where it was a tube going into my artery, and then appear to not breathe while they were oxygenating my blood? which was another insane idea, obviously.

接着我想到，有没有可能在我的心脏和肺之间用机械搭桥，然后做手术把管子放入动脉，

表面没有呼吸但事实上这些装备在为我的血液供氧? 但这显然又是另一个疯狂的想法。

then i thought about the craziest idea of all the ideas: to actually do it. (laughter) to actually try to hold my breath past the point that doctors would consider you brain dead. so, i started researching into pearl divers. you know, because they go down for four minutes on one breath. and when i was researching pearl divers, i found the world of

free-diving. it was the most amazing thing that i ever discovered, pretty much. there is many different aspects to free-diving. there is depth records, where people go as deep as they can. and then there is static apnea. that's holding your breath as long as you can in one place without moving. that was the one that i studied.

后来，我想出了一个最疯狂的办法：那就是，真刀真枪的来。 (笑声) 去真正憋气至那一刻，

那连医生都认为会脑死亡的时间。于是我开始搜集有关采珠人的信息。

因为他们可以只用一口气便在水下待4分钟之久。而且当我在做采珠人调查时

我发现了另一番洞天--自由潜水。它几乎可以说是我至今发现最奇妙的事。自由潜水有很多种，

有深度记录的，人们可以潜到他们能达到的最大深度，还有静止屏气，就是能憋气多久就憋多久，

但必须静止在一个固定的地方。那就是我调查的研究。

the first thing that i learned is when you're holding your breath you should never move at all; that wastes energy. and that depletes oxygen, and it builds up co2 in your blood. so, i learned never to move. and i learned how to slow my heart rate down. i had to remain perfectly still and just relax and think that i wasn't in my body, and just control that. and then i learned how to purge. purging is basically hyperventilating. you blow in and out ... you do that, you get lightheaded, you get tingling. and you're really ridding your body of co2. so, when you hold your breath it's infinitely easier. then i learned that you have to take a huge breath, and just hold and relax and never let any air out, and just hold and relax through all the pain.

我学到的第一个要领就是当你在屏气时应该一动不动，否则会浪费能量，消耗氧气，

并会使血液中的co2含量升高。所以我试着不去移动。我也学到了怎样减缓我的心率。

必须去保证一动不动并且非常放松想象自己已经不在身体里，并且要持续保持。

然后我学了怎样净化呼吸，净化呼吸实际上就是强力呼吸。呼进，呼出然后会感到眩晕，耳鸣，

这样就可以排除身体内的co2，接着当你再屏气的时候，就会感到轻松。

然后我学到必须要吸很大的一口气，憋住，放松，别让一点儿空漏出去，

憋着并放松着尝试忍过所有的痛苦感觉。

every morning, this is for months, i would wake up and the first thing that i would do is i would hold my breath for, out of 52 minutes, i would hold my breath for 44 minutes. so, basically what that means is i would purge, i'd breath really hard for a minute. and i would hold, immediately after, for five and half minutes. then i would breath again for a minute, purging as hard as i can, then immediately after that i would hold again for five and half minutes. i would repeat this process eight times in a row. out of 52 minutes you're only breathing for eight minutes. at the end of that you're completely fried, your brain. you feel like you're walking around in a daze. and you have these awful headaches. basically, i'm not the best person to talk to when i'm doing that stuff.

每天早晨，连续几个月，我醒来第一件事就是屏住呼吸在52分钟内，我能憋气44分钟。

那就是说我会用净化呼吸的方式，用力的呼吸一分钟然后就马上屏气5分半钟，接着再用力呼吸一分钟，使最大的力气去净化呼吸，然后马上再一次屏住呼吸5分半钟。我会连续重复这样的过程8次。

在52分钟内，我其实只呼吸8分钟。在快要结束时，我觉得大脑快炸开了，就好像在一片耀眼中行走，

头痛欲裂。似乎我属于做的出却描述不出的人。

i started learning about the world-record holder. his name is tom sietas. and this guy is perfectly built for holding his breath. he's six foot four. he's 160 pounds. and his total lung capacity is twice the size of an average person. i'm six foot one, and fat. we'll say big-boned. (laughter) i had to drop 50 pounds in three months. so, everything that i put into my body i considered as medicine. every bit of food was exactly what it was for its nutritional value. i ate really small controlled portions throughout the day. and i started to really adapt my body. (laughter)

我开始了解到这个记录的保持者叫汤姆斯塔斯。这家伙就像是为屏气而生的，他有6尺4，160磅重。

而且他的肺活量是正常人的2倍。我呢，6尺1寸，很胖，或者可以硬是说成骨架比较大。 (笑声)

所以我必须在三个月内减掉50磅。所有放进我嘴里的东西我都看作是药物，

每一小块食物都按照营养价值需要来吃。一天内我都保持吃非常小量的食物，

渐渐的我开始保持很好的状态了。 (笑声)

the thinner i was, the longer i was able to hold my breath. and by eating so well and training so hard, my resting heart-rate dropped to 38 beats per minute. which is lower than most olympic athletes. in four months of training i was able to hold my breath for over seven minutes. i wanted to try holding my breath everywhere. i wanted to try it in the most extreme situations to see if i could slow my heart rate down under duress. (laughter)

我越瘦，就越能长时间屏住呼吸。通过饮食控制搭配艰苦的训练，我的心率下降到每分钟38次，

比多数奥林匹克选手都要低。在4个月的训练，我已经可以屏住呼吸长达7分钟之久。

我在任何地方都训练屏气，尝试在极端的环境下屏气检验是否可能降低心率在如此高压下。 (笑声)

i decided that i was going to break the world record live on prime-time television. the world record was eight minutes and 58 seconds, held by tom sietas, that guy with the whale lungs i told you about. (laughter) i assumed that i could put a water tank at lincoln center and if i stayed there a week not eating, i would get comfortable in that situation and i would slow my metabolism, which i was sure would help me hold my breath longer than i had been able to do it. i was completely wrong.

终于我准备好要打破世界纪录，要在黄金时段的电视频道直播。当时的世界纪录是8分58秒，

汤姆，斯塔斯始终保持，我告诉过你们那个家伙有鲸鱼一样大的肺。 (笑声)

我设想可以在林肯中心放一个巨型水缸然后我不吃饭在那里面先待一个礼拜，就会比较适应了，

并且新陈代谢也会缓慢下来，我很肯定这样做可以帮我更长时间的屏住呼吸。显然我完全错了。

i entered the sphere a week before the scheduled air date. and i thought everything seemed to be on track. two days before my big breath hold attempt, for the record, the producers of my television special thought that just watching somebody holding their breath, and almost drowning, is too boring for television. (laughter) so, i had to add handcuffs, while holding my breath, to escape from. this was a critical mistake. because of the movement i was wasting oxygen. and by seven minutes i had gone into these awful convulsions. by 7:08 i started to black out. and by seven minutes and 30 seconds they had to pull my body out and bring me back. i had failed on every level. (laughter)

我提前一个礼拜去到中心，感觉一切都渐渐上了轨道，没想到的是，在破纪录憋气尝试的前两天，

电视制作人突然觉得光看人憋气像是快要淹死对电视节目太过无聊。 (笑声) 于是我不得不加上手铐，

边屏气边试着挣脱它们。这被证明是个极严重的错误。开始后我因为挣脱的动作浪费了很多氧气，

到第7分钟我已经开始不住可怕的抽搐中。到7分08秒时，我开始失去知觉， 7分30秒的时候

他们必须把我拉出来进行抢救。我输的一塌糊涂。 (笑声)

so, naturally, the only way out of the slump that i could think of was, i decided to call oprah. (laughter) i told her that i wanted to up the ante and hold my breath longer than any human being ever had. this was a different record. this was a pure o2 static apnea record that guinness had set the world record at 13 minutes. so, basically you breath pure o2 first, oxygenating your body, flushing out co2, and you are able to hold much longer. i realized that my real competition was the beaver. (laughter)

所以很自然唯一可以摆脱消沉我可以想到的就是去找奥普拉。 (笑声) 我告诉他我要提高赌注

我要屏住呼吸长过所有人。这是个不同的记录，这次是纯氧静止屏气记录，

由吉尼斯目前的13分钟为世界纪录。也就是先吸入入纯氧, 充沛氧气，排出二氧化碳。

然后你就可以屏气更长时间。当时我意识到，我真正的竞争者是-- 海狸。 (笑声)

in january of '08 oprah gave me four months to prepare and train. so, i would sleep in a hypoxic tent every night. a hypoxic tent is a tent that simulates altitude at 15,000 feet. so, it's like base camp everest. what that does is, you start building up the red blood cell count in your body, which helps you carry oxygen better. every morning, again, after getting out of that tent your brain is completely wiped out. my first attempt on pure o2, i was able to go up to 15 minutes. so, it was a pretty big success.

08年1月奥普拉给了我4个月准备和训练。我每晚睡在低氧舱里，所谓低氧舱就是模拟

海拔15000尺的含氧量，跟终极野营似的。这么做的原因是，可以累积体内红细胞的数目，

帮助你更好的保存氧气。每个早晨，同样的，从低氧舱里出来时大脑一片空白。

第一次尝试纯氧时，我已经可以屏气15分钟。这已经算是不小的成功了。

the neurosurgeon pulled me out of the water because in his mind, at 15 minutes your brain is done, you're brain dead. so, he pulled me up, and i was fine. there was one person there that was definitely not impressed. it was my

ex-girlfriend. while i was breaking the record underwater for the first time, she was sifting through my blackberry, checking all my messages. (laughter) my brother had a picture of it. it is really ... (laughter)

当那个神经外科医师把我从水里拉出来时相当震惊-- 在他看来，15分钟不呼吸你的大脑就完了，脑死亡--

可是当他把我拉出来，我却状态良好，当时肯定有一个人是觉得没什么大不了，

就是我的前女友。当我在水下第一次打破纪录时，她却在翻我的黑莓手机，检查我所有的短信。 (笑声)

我哥哥拍了张当时的照片。那真的是... (笑声)

i then announced that i was going to go for sietas' record, publicly. and what he did in response, is he went on regis and kelly, and broke his old record. then his main competitor went out and broke his record. so, he suddenly pushed the record up to 16 minutes and 32 seconds. which was three minutes longer than i had prepared. you know, it was longer than the record.

终于我宣布公开挑战斯塔斯的记录，他所做的回应，就是在regis and kelly节目中，

自己打破他以前的记录。然后他的主要竞争者又出来，并再次打破记录。这样，他突然将记录16分32秒。比我所做的准备长出3分钟。你知道，比原来纪录长。

now, i wanted to get the science times to document this. i wanted to get them to do a piece on it. so, i did what any person seriously pursuing scientific advancement would do. i walked into the new york times offices and did card tricks to everybody. (laughter) so, i don't know if it was the magic or the lore of the cayman islands, but john tierney flew down and did a piece on the seriousness of breath-holding.

这下，我打算让科学时代杂志来报道这一切，我希望他们也能参与，于是，我做了任何一个

严谨探索科学的人都该做的事，我走进纽约时报的办公室给每个人表演纸牌魔术。 (笑声)

我不知道是魔术的原因还是开曼群岛的信仰，约翰，第尔尼被说服了，

还写了一篇论屏住呼吸之严重性的报道。

while he was there i tried to impress him, of course. and i did a dive down to 160 feet, which is basically the height of a 16 story building, and as i was coming up, i blacked out underwater, which is really dangerous; that's how you drown. luckily kirk had seen me and he swam over and pulled me up.

当他在那儿的时候，我试图给他深刻印象于是我猛地下潜了160尺，大概有16层楼那么高，

可我在上浮过程中，昏了过去，那是相当危险的。那就是人们如何溺水的。幸运的是克尔克看到我

他游过去把我救了上来。

So, i started full focus. i completely trained to get my breath hold time up for what i needed to do. but there was no way to prepare for the live television aspect of it, being on oprah. but in practice, i would do it face down, floating on the pool. but for tv they wanted me to be upright so they could see my face, basically. the other problem was the suit was so buoyant that they had to strap my feet in to keep me from floating up. so, i had to use my legs to hold my feet

into the straps that were loose, which was a real problem for me. that made me extremely nervous, raising the heart rate.

这下我开始全神贯注了。我彻底严格的训练延长屏气时间，做我该做的事。

但不可能完全按照将电视直播的方式而准备，也就是那个奥普拉的节目。

练习中，我会面朝下，悬浮在水缸中，但上电视时，他们却希望我面朝前，以便观众看见我的脸。

另一个问题是，那身衣服让我易悬浮，所以他们不得不用皮带绑住我的脚保持我不至上浮，

同时我得用双腿帮助脚站稳在那个松松的皮带里面，那对我来说是非常头疼的事，因为它导致我极度紧张，提高了心率。

then, what they also did was, which we never did before, is there was a heart-rate monitor. and it was right next to the sphere. so, every time my heart would beat i'd hear the beep-beep-beep-beep, you know, the ticking, really loud. which was making me more nervous. and there is no way to slow my heart rate down. so, normally i would start at 38 beats per minute, and while holding my breath it would drop to 12 beats per minute, which is pretty unusual. (laughter) this time it started at 120 beats, and it never went down.

除此之外，他们还装了，我以前从未试过的，就是装了一个心率监测器它就在放置在我的球型水缸旁边，所以，每一次我心跳动时，都会听到哔哔的声音。你知道，那个声音，非常吵。它导致我更加紧张。

而且我竟然没有办法去降低心率。一般情况下我的心率是每分钟38次，

而且当我屏住呼吸时它会降到每分钟12次，这是可是很不寻常的。 (笑声)

这一次，它却以每分钟120次作为开始，再也没有降下去。

i spent the first five minutes underwater desperately trying to slow my heart rate down. i was just sitting there thinking, "i've got to slow this down. i'm going to fail, i'm going to fail." and i was getting more nervous. and the heart rate just kept going up and up, all the way up to 150 beats. basically it's the same thing that created my downfall at lincoln center. it was a waste of o2. when i made it to the halfway mark, at eight minutes, i was 100 percent certain that i was not going to be able to make this. there was no way for me to do it. 在水下前5分钟

我疯狂的尝试降低心率，当时我只不住地想，“我必须让心率减速我要失败了，我要失败了。”

而且我越来越紧张。心率一直飙升，直到每分钟150次。其实就是出现了和伦敦中心失败时一样的情况，

心跳过快浪费氧气. 当我坚持到一半的时候，大概8分钟时，我已经百分百确定我不会成功了。

我根本做不到。

so, i figured, oprah had dedicated an hour to doing this breath hold thing, if i had cracked early it would be a whole show about how depressed i am. (laughter) so, i figured i'm better off just fighting and staying there until i black out, at least then they can pull me out and take care of me and all that. (laughter)

然后，我想，奥普拉贡献一整个小时来做这个水下屏气的节目。如果我早早失败了

它就会变成一个描述我失败后如何沮丧的节目。 (笑声) 所以，我发现我还是最好强撑着，直到昏过去，

至少这样他们可以先把我拉出来再抢救什么的。 (笑声)

i kept pushing to 10 minutes. at 10 minutes you start getting all these really strong tingling sensations in your fingers and toes. and i knew that that was blood shunting, when the blood rushes away from your extremities to provide oxygen to your vital organs. at 11 minutes i started feeling throbbing sensations in my legs, and my lips started to feel really strange.

我一直坚持到10分钟，在第十分钟时我开始有这种非常强烈的手指和脚趾镇痛的感觉。

我知道那是血液分流，也就是血液从肢端回流去为重要的器官供氧。在第11分钟，我开始感到

腿部的抽搐感，而且嘴唇感觉奇怪。

at minute 12 i started to have ringing in my ears, and i started to feel my arm going numb. and i'm a hypochondriac, and i remember

arm numb means heart attack. so, i started to really get really paranoid. then at 13 minutes, maybe because of the hypochondria. i started feeling pains all over my chest. it was awful. at 14 minutes, i had these awful contractions,

like this urge to breathe. (laughter) 在第12分钟我开始耳鸣，而且胳膊开始麻木。

我是个忧郁症患者，我记起任何的麻木意味着心脏病。于是我开始恐慌起来。

然后在第13分钟，可能由于忧郁症，我感到胸前巨痛。太难受了。在第14分钟，我有一种强烈的欲望，想要呼吸的欲望。 (笑声)

At 15 minutes i was suffering major o2 deprivation to the heart. and i started having ischemia to the heart. my heartbeat would go from 120, to 50, to 150, to 40, to 20, to 150 again. it would skip a beat. it would start. it would stop. and i felt all this. and i was sure that i was going to have a heart attack. so, at 16 minutes what i did is i slid my feet out because i knew that if i did go out, if i did have a heart attack, they'd have to jump into the binding and take my feet out before pulling me up. so, i was really nervous. 在第15分钟，我遭受心脏缺氧的症状，

心脏开始供血不足，心率从120，下降到50，又从150到40，20，又到150. 它会忽然停跳一拍，

时而开始，时而停止。而且我能感受到这发生的一切。我很确定我快要心脏病了。

于是在第16分钟，我把脚滑出扣带因为我知道如果我确实要离开水面，或是突发心脏病，

他们会先跳进来松开我的脚上的扣带再拉我出水。所以我非常紧张。

so, i let my feet out, and i started floating to the top. and i didn't take my head out. but i was just floating there waiting for my heart to stop, just waiting. they had doctors with the "pst," you know, so, sitting there waiting. and then suddenly i hear screaming. and i think that there is some weird thing -- that i had died or something had happened. and then i realized that i had made it to 16:32. so, with the energy of everybody that was there i decided to keep pushing. and i went to 17 minutes and four seconds. (applause) 我松开了我的脚，开始任由身体上浮，

但我没有把头伸出水面，我只是，等待我心跳停止的那一刻... 等待着... 你知道他们有神经科的医生

坐在那里等着抢救我。突然，我听到尖叫声，我想一定是很疯狂的事发生了，比如我死了之类的。

然而我突然意识到，我坚持到了16：32! 在场每一位观众释放出来给予我的能量让我决定继续坚持...

我坚持到了,17分30秒。 (掌声)

as though that wasn't enough, what i did immediately after is i went to quest labs and had them take every blood sample that they could to test for everything and to see where my levels were, so the doctors could use it, once again.

i also didn't want anybody to question it. i had the world record and i wanted to make sure it was legitimate.

即使那还不够，在出来之后我立刻去了实验室他们尽可能地提取了各处的血液样本

以测试所有指标以及我的状况，那样医生就可以把它们记录在案。当然我不希望任何人怀疑，

我创造了世界纪录，我当然希望确定它是堂堂正正的。

so, i get to new york city the next day, and this kid walks up to me -- i'm walking out of the apple store -- this kid walks up to me he's like, "yo, d!" i'm like "yeah?" he said, "if you really held your breath that long, why'd you come out of the water dry?" i was like "what?" (laughter) and that's my life. so ... (laughter)

这样第二天我去了纽约，有个小孩朝我走过来--我刚走出“苹果”-- 这孩子走向我，说，“嘿，大卫!”

我说“怎么了?” 他说，“如果你真的可以水下屏气那么久，为什么你从水里出来的时候是干的?”

我没反应过来“什么?” (笑声) 这就是我的生活。你瞧... (笑声)

as a magician i try to show things to people that seem impossible. and i think magic, whether i'm holding my breath or shuffling a deck of cards, is pretty simple. it's practice, it's training, and it's -- it's practice, it's training and experimenting, while pushing through the pain to be the best that i can be. and that's what magic is to me, so, thank you. (applause)

作为一个魔术师，我试着展现一些东西那些看似不可能的事。我认为魔术，不管是水下屏气

还是捣鼓一副纸牌，道理都很简单。就是练习，训练，以及... 就是练习，训练，以及不断尝试。

去强忍过那些极痛苦的时刻，做自己能做的一切。这就是魔术对于我的意义。谢谢你们。 (掌声)

懂你英语LUnit

L6U n i t1-1L i s t e n i n g事故和身体恢复 Harry Beecham works for a hi-tech German company based in the Munich. Last month, he was in an automobile accident. He was on his way to attend an important meeting in New York City. He had just arrived on a flight from London and was taking a taxi into the city. The weather was terrible and the road was icy. He was in a hurry so he asked the taxi driver to get him into the city as soon as possible. The taxi driver agreed and sped up but just as they left the airport, the car was out of control. It spun around and skidded into(滑入) the path of an oncoming truck. Fortunately, the truck was going too fast, so nobody was killed. But the taxi was severely damaged and both passengers were injured. The taxi driver survived with only a few injured because he was wearing a seatbelt. The car accident wouldn’t have been happened had the weather been better. Had he put on his seatbelt, he might not have been injured so badly. Had the weather been better, the accident wouldn’t have been happened. The taxi airbag had also been deployed(使展开), absorbing much of the impact. However, Harry, who was in the back seat, having put on his seatbelt. As a result, he was severely injured, and had to be rushed to the hospital. Now, a month later, Harry still can’t remember much of what happened. When he first woke up in the hospital, it was several hours after the accident and he wasn’t sure where he was. The bad news was that he couldn’t move his legs. This was because his back had been broken in the accident. The doctor later told him that he might never regain the use of his legs. Some of his nerves in his spine(脊柱) and legs had been damaged but everything else was OK. Now, Harry is trying to figure out what to do. If he works hard and exercises every day, there will still a chance that he legs will recover on their own. There are also some new treatments that might help his nerve regenerate. Still, he should be prepared for the long recovery and possibility that he might never walk again. Without the use of his legs, he wouldn’t be able to continue working in the same way. it wouldn’t be possible to travel, so he would have to find another way to attend the meeting. Either that or he would have to look for another way to make a living. Harry has a good disability insurance, so mon ey won’t be problem for a while. But sooner or later, he wants to be able to earns a living again. Of course he isn’t planning to give up on his legs. If he works hard, he might still be able to regain the use and learn to walk again. Some of his nerves had been damaged but there was a chance that they were healed. The new drugs being developed might make it possible for the nerves to grow back. Still, he has to face the possibility that nothing will work. Whatever happens, Harry is determined to think posi tively. Even he can’t walk, he can still attend the meeting all over the world. With technology, he could be anywhere and there is much that he can still do. Luckily, he still has to use his arms and hands and his brain is still functioning. With the right attitude, he can find a way forward. There is no reason to despair in or feeling sorry for oneself. That kind of think won’t solve anything. He just hopes that his company or another will get him a chance to prove himself. He could still be a valuable asset for them, come or make. Spun around使…旋转( spin的过去式和过去分词) L6 Unit 1-1 Dialogue 衣着和礼仪 Hey, what do you think? do you like it? No, it’s too short. We can’t wear that to the office. If you do, nobody will be able to concentrate.

懂你英语lunit

Unit 3-1 Listening There are many forms of lives on earth, including human beings. Life exists in a variety of conditions. Some forms of live live in the watery environment, like the oceans. Other forms of lives can be found in very dry areas like desserts. However, for any form of live to exist, conditions must be right. When the conditions aren’t right, that form of lives can extinct. To become extinct means to die out completely. Conditions must be right for life to exist. Millions of years ago, there were forms of lives that no longer exist. When condition changed, this form of life died out. One extinction event happened about 250 million years ago. This is the largest extinction event of all time. Many forms of lives become extinct. 96% of all lives in the oceans died out. Most insects also became extinct. This event happened over a period of several million years. The causes of this extinction event are still unknown. Possible causes include largest volcanic eruptions and global warming. Some scientists believe that there were several causes. They believe that a series of events caused the extinctions. Scientists are working for better understand what really happened. In modern times, we human beings face changing conditions. For humans to live, we need clean air and clean water. Pollution is now a growing problem around the world. Pollution poisons the air and water that we depend on. Polluted air makes people sick and afraid to get outside. Polluted water poisons our food supply. As a result, we never know which foods are safe to eat. Human beings can be not live in a poisoned environment. Therefore, pollution is a major threat to our existence. Humans need temperature to be in a comfortable range. To be in a comfortable range means to be neither too hot nor too cold. With global warming, global temperatures are rising. As global temperatures rise, the polar icecaps will melt. As the polar icecaps melt, ocean levels will rise. Areas of some countries will soon be under water. People would be forced to relocated from flooded areas. In nature, even small changes can sometimes have large effects. It’s difficult to predict what’s going to happen. The entire ecosystem that we depend on is changing. Some of these changings are irreversible. Irreversible changes cannot be undone. Let’s hope the humans are smart enough to understand how the world is changing. With more understanding, we make better choices about what to do. We c an face the challenge of the pollutions and global warming. We need to do this before it’s too late. This planet of earth is our only home and we need to protect it. Unit 3-1 vocabulary Lizard 蜥蜴 Mammals are covered by hair or fur, have a backbone and warm-blooded. All mammals produce milk for the young. Reptiles are covered by s, includes snakes, lizards and turtles. Reptiles have a backbone and are cold-blooded, which means they often rely on the external resources of heat. Birds are covered by feather and are warm blooded. Most of the birds can fly and many types of bird migrate great distances. Most insects such ants and bees have a small 3 parts body with 3 pairs of legs. Some insects, such as mosquitoes, spread diseases that cause the deaths of many humans.

懂你英语Level 3 unit 1

懂你英语L e v e l3 u n i t1

Level 3 unit 1 part1 Listening Kathy usually gets up at 6:30, but th is morning, she didn’t hear her alarm. As a result, she overslept. She didn’t get up until 7:00, 30 minutes later than usual. As a result, she didn’t have time to c ook breakfast for her children. -Why did she oversleep? –She didn’t hear her alarm. -Why didn’t she cook breakfast? –She didn’t have time. Today Kathy and her kids left home early. They usually leave home at 7:30, but today they left at 7:15. They left early because they had to buy breakfast on their way to school. -Why did they leave home early? –They had to buy breakfast on their way to school. -What did they have to buy on their way to school? –their breakfast. It usually takes 45 minutes to drive her kids to school, but today it took longer. It took them longer because they stopped for breakfast along the way. It took 15 minutes for them to have breakfast. They ate at a little coffee shop along the side of the road. -How long does it usually take to drive her kids to school? –It usually takes 45 minutes. -How long did it take them to have breakfast? –It took 15 minutes. After eating breakfast, they got back into their car. On most days the traffic isn’t too bad in the morning.

英语流利说懂你英语Level4- Unit3教学内容

英语流利说懂你英语L e v e l4-U n i t3

懂你英语Level4 Unit 3 Part1 it 3-1 listening时间花费 Look at these 2 pie graphs. They show how these 2 people spend their days, not including weekends. The one on the top shows how Emma divides up her days. She is a designer who works for a company. As Emma’s graph shows, the biggest portion部分 of her day is spent working. She works an average of 8 hours a day, which is one third of her day. She gets an average of 6 hours to sleep which is 25% of her day. That’s less sleep than Marti n gets. According to his graph, he gets an average of 7 hours to sleep which is about 29% of his day. On the other hand, Martine who is engineer, works more hours than Emma does. Martine average 9 hours a day at work co mpare to Emma’s 8. That’s 37.5% compare to 33%. Other factors shown in the graph included time for meals and commuting to work. Other activities include getting dress and doing household chores such as doing laundry and paying bills. As you can see, for Martin, commuting is taking a large amount of his time. If he could reduce his commute time, he will have more time for other things. And it isn’t just the time. When the traffic is really heavy his commute is stressful. It will be great if he can work from home one or two days a week. He life will be more enjoyable. And we look at Emma’s graph, we see she probably needs more sleep. Perhaps, she should spend a bit less time socializing with her friends. On the other hand, socializing with her friend is something she really values. As for putting on makeup, she isn’t willing to change that. For her, exercising, socializing and staying beautiful help her deal with the stressful work. In conclusion, Emma and Martin both wish there were more hours in a day. This next graph shows how various factors compare important to 1350 jobs applicants. Applicants were between 20 to 25 years ago. They were asked to list which factors were most important for a good job. As the graph shows, money was the most important factor for 25% of the applicants. However, other factors are also important. The second most important factor was the work environment. In other words, for many, money is everything. People want to like where they work. In fact, if we combine working environment and co-workers, the total is 35%. This is well above the 25% for salary and benefits. Taking together, they are more important than salary and benefits. Career path is also important especially for younger applicants. They want to see that their job helps to build a successful career. For older workers, this may not be as important.

懂你英语level6文档精校版最新中英对照

Level 6 Unit 1 1/4 Listening Harry bitchem works for a high-tech German company, based in Munich. Last month he was in an automobile accident. He was on his way to attend an important meeting in New York City. 哈里·比特汉姆在慕尼黑的一家德国高科技公司工作。上个月他出了车祸。他正在去纽约参加一个重要会议的路上。 He had just arrived on a flight from London and was taking a taxi into the city. The purpose of his trip was to attend a meeting. The weather was terrible and the road was icy. 他刚从伦敦乘飞机到达，正在打车进城。他这次旅行的目的是参加一个会议。天气很糟糕，道路结冰。 He was in a hurry so he asked the taxi driver to get him into the city as soon as possible. The taxi driver agreed and sped up. But just as they left the airport, the car went out of control. It spun around and skidded into the path of an oncoming truck. Fortunately, the truck wasn’t going too fast, so nobody was killed. But the taxi was severely damaged and both passangers were injured. 他很着急，所以他请出租车司机尽快把他送到城里。出租车司机同意了，加快了速度。但就在他们离开机场时，车失控了。它旋转着滑进一辆迎面而来的卡车的路径。幸运的是，卡车开得不太快，所以没有人死亡。但是出租车严重损坏，两个乘客都受伤了。 The accident wouldn’t have happened had the weather been better. Had the weather been better the accident wouldn’t have happened If the weather hadn’t been bad, the accident probably wouldn’t have happened. The taxi driver survived with only a few injuries because he was wearing a seatbelt. 如果天气好一点，事故就不会发生了。如果天气好一点，事故就不会发生了。如果天气不坏，事故可能不会发生。出租车司机因系安全带而仅受了一点伤，幸免于难。 The taxi’s airbag had also deployed, absorbing much of the impact. However, Harry, who is in the back seat, hadn’t put on his seatbelt. As a result, he was severely injured and had to be rush to a hospital. Had he put on his seatbelt, he might not have been injured so badly. Now a month later Harry still can’t remember much of what happened. When he first woke up in the hospital it was several hours after the accident and he was sure where he was. The bad news was that he couldn’t move his legs. This was because his back had been broken in the accident. The doctors later told him that he might never regain the use of his legs. Some of the nerves in his spain and legs had been damaged but everything else was OK. He couldn’t move his legs because his back had been broken in the accident. 出租车的安全气囊也展开了，吸收了大部分冲击力。然而，坐在后座的哈利没有系上安全带。结果，他受了重伤，不得不赶往医院。如果他系上安全带，他可能不会伤得那么重。一个月后，哈利仍然记不起发生了什么事。当他第一次在医院醒来时，已经是事故发生后的几个小时了，他很确定自己在哪里。坏消息是他的腿动不了。这是因为他的背在事故中折断了。医生后来告诉他，他可能再也不能恢复双腿的功能了。他的西班牙和腿上的一些神经已经受损，但其他一切都没问题。他不能移动他的腿，因为他的背在事故中折断了。 Now Harry is trying to figure out what to do.

(完整版)英语流利说懂你英语Level4-Unit3

懂你英语Level4 Unit 3 Part1 it 3-1 listening时间花费 Look at these 2 pie graphs. They show how these 2 people spend their days, not including weekends. The one on the top shows how Emma divides up her days. She is a designer who works for a company. As Emma’s graph shows, the biggest portion部分of her day is spent working. She works an average of 8 hours a day, which is one third of her day. She gets an average of 6 hours to sleep which is 25% of her day. That’s less sleep than Martin gets. According to his graph, he gets an average of 7 hours to sleep which is about 29% of his day. On the other hand, Martine who is engineer, works more hours than Emma does. Martine average 9 hours a day at work co mpare to Emma’s 8. That’s 37.5% compare to 33%. Other factors shown in the graph included time for meals and commuting to work. Other activities include getting dress and doing household chores such as doing laundry and paying bills. As you can see, for Martin, commuting is taking a large amount of his time. If he could reduce his commute time, he will have more time for other things. And it isn’t just the time. When the traffic is really heavy his commute is stressful. It will be great if he can work from home one or two days a week. He life will be more enjoyable. And we look at Emma’s graph, we see she probably needs more sleep. Perhaps, she should spend a bit less time socializing with her friends. On the other hand, socializing with her friend is something she really values. As for putting on makeup, she isn’t willing to change that. For her, exercising, socializing and staying beautiful help her deal with the stressful work. In conclusion, Emma and Martin both wish there were more hours in a day. This next graph shows how various factors compare important to 1350 jobs applicants. Applicants were between 20 to 25 years ago. They were asked to list which factors were most important for a good job. As the graph shows, money was the most important factor for 25% of the applicants. However, other factors are also important. The second most important factor was the work environment. In other words, for many, money is everything. People want to like where they work. In fact, if we combine working environment and co-workers, the total is 35%. This is well above the 25% for salary and benefits. Taking together, they are more important than salary and benefits. Career path is also important especially for younger applicants. They want to see that their job helps to build a successful career. For older workers, this may not be as important. Older workers often put the higher value on the balance between life and work. What do you think. it 3-1 vocabulary领土、军事、政治、政权状态 The government of a country is a control system. Governments make laws and provide services to their citizens. The land over which a government has controlled, is its territory /'t?r?t?ri/领土. A country’s territory has boundaries/'ba?ndri/ or borders.

懂你英语level 3 unit

L e v e l3u n i t1p a r t1 Listening Kathy usually gets up at 6:30, but th is morning, she didn’t hear heralarm. As a result, she overslept. She didn’t get up until 7:00, 30 minutes later than usual. As a result, she didn’t have time to cook breakfast for her children. -Why did she oversleep? –She didn’t hear her alarm. -Why didn’t she cook breakfast? –She didn’t have time. Today Kathy and her kids left home early. They usually leave home at 7:30, but today they left at 7:15. They left early because they had to buy breakfast on their way to school. -Why did they leave home early? –They had to buy breakfast on their way to school. -What did they have to buy on their way to school? –their breakfast. It usually takes 45 minutes to drive her kids to school, but today it took longer. It took them longer because they stopped for breakfast along the way. It took 15 minutes for them to have breakfast. They ate at a little coffee shop along the side of the road. -How long does it usually take to drive her kids to school? –It usually takes 45 minutes. -How long did it take them to have breakfast?

懂你英语LUnit P中英文版

Unit 3-3 Listening Harry is on the business trip. Yesterday he was supposed to fly from San Francisco to Shanghai. 哈利正在出差。昨天他应该从旧金山飞到上海 However, things didn't turn out the way they are supposed to. In fact, nothing went the way it was supposed to. 然而，事情并没有按照他们应该的方式发展。事实上，没有事情会像预期的那样发展。 Everything went wrong and he didn't get on his flight. As a result, he stayed in San Francisco. 一切都出问题了，他没有上飞机。结果，他留在了旧金山。 The following is summary what happen. 以下是总结所发生的事情。 Yesterday he got up at usual and had breakfast. 昨天他像往常一样起床吃早饭。 Everything seemed to be fine and he was looking forward to the trip. 一切似乎都很好，他很期待这次旅行 He was just about to check out of his hotel when he felt the pain. 他正要退房，突然感到疼痛。 It was a pain on his lower back. It was a dorm pain at first, not too bad. 他腰部疼痛。一开始是宿舍疼，不算太糟。 So he didn't worry about it and he checked out the hotel. 所以他不用担心，他结账离开了酒店。 Then he got on a shuttle bus to the airport. 然后他上了去机场的穿梭巴士。 About half way to the airport, the pain in his back started to get worse. 大约去机场的半路上，他的背痛开始加重。 It was a growing pain and he was beginning to worry. 疼痛越来越大，他开始担心起来 Soon it was difficult for him to sit in his seat. 很快他就很难坐下去了。