ted英语演讲稿中英范文

ted英语演讲稿中英范文第1篇

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 hardstructure, processes, systems. The softfeeling, 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 rulesthe 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.

ted英语演讲稿中英范文第2篇

小计划帮你实现大目标

Google工程师Matt Cutts在TED的励志演讲稿

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.

几年前， 我感觉对老一套感到枯燥乏味， 所以我决定追随伟大的美国哲学家摩根斯普尔洛克的脚步，尝试做新事情30天。这个想法的确是非常简单。考虑下，你常想在你生命中做的一些事情 接下来30天尝试做这些。 这就是，30天刚好是这么一段合适的时间 去养成一个新的习惯或者改掉一个习惯例如看新闻在你生活中。

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.

当我在30天做这些挑战性事情时，我学到以下一些事。第一件事是，取代了飞逝而过易被遗忘的岁月的是 这段时间非常的更加令人难忘。挑战的一部分是要一个月内每天我要去拍摄一张照片。我清楚地记得那一天我所处的位置我都在干什么。我也注意到随着我开始做更多的，更难的30天里具有挑战性的事时，我自信心也增强了。我从一个台式计算机宅男极客变成了一个爱骑自行车去工作的人为了玩乐。甚至去年，我完成了在非洲最高山峰乞力马扎罗山的远足。在我开始这30天做挑战性的事之前我从来没有这样热爱冒险过。

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.”

我也认识到如果你真想一些槽糕透顶的事，你可以在30天里做这些事。你曾想写小说吗?每年11月，数以万计的人们在30天里，从零起点尝试写他们自己的5万字小说。这结果就是，你所要去做的事就是每天写1667个字要写一个月。所以我做到了。顺便说一下，秘密在于除非在一天里你已经写完了1667个字，要不你就甭想睡觉。你可能被剥夺睡眠，但你将会完成你的小说。那么我写的书会是下一部伟大的美国小说吗?不是的。我在一个月内写完它。它看上去太可怕了。但在我的余生，如果我在一个TED聚会上遇见约翰霍奇曼，我不必开口说，“我是一个电脑科学家。”不，不会的，如果我愿意我可以说，“我是一个小说家。”

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.

我这儿想提的最后一件事。当我做些小的、持续性的变化，我可以不断尝试做的事时，我学到我可以把它们更容易地坚持做下来。这和又大又疯狂的具有挑战性的事情无关。事实上，它们的乐趣无穷。但是，它们就不太可能坚持做下来。当我在30天里拒绝吃糖果，31天后看上去就像这样。

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.

所以我给大家提的问题是：大家还在等什么呀?我保准大家在未来的30天定会经历你喜欢或者不喜欢的事，那么为什么不考虑一些你常想做的尝试并在未来30天里试试给自己一个机会。

Thanks. 谢谢。

Matt Cutts简介：

ted英语演讲稿中英范文第3篇

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 hardstructure, processes, systems. The softfeeling, 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 rulesthe 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.

ted英语演讲稿中英范文第4篇

3分钟ted演讲稿做自己1

大家好!

传说中有一种孩子，叫做“别人家的孩子”，家长们都爱“别人家的孩子”。于是，我们习惯了仰望，别人学习好，别人长得漂亮，别人有钱，别人气质好，别人

有些人习惯于仰望别人，回头却发现自己正被别人仰望着。其实并非一无是处，你只是没有发现自己，认识自我。学会自信，学会勇敢地昂首挺胸，认真的做自己。而不是一味仰望别人的背影，那样只会影响自己的发挥。

我有一个邻居，她非常腼腆，很少跟陌生人说话。很小的时候，妈妈就离开了她，让她长期与爸爸一同生活。她的周围有很多小朋友，他们有爸爸也有妈妈。她很伤心，她也有妈妈，而她的妈妈不喜欢她。她妈妈选择了离开她和爸爸，与别人生活在一起。

我呢，属于玩得很疯的那种人，在小伙伴里，就我最活跃。经常听到父母在茶余饭后讨论：她妈妈又跟谁走了，多长时间没回来过，又把家里的钱卷走了之类的。

她的成绩很优秀。于是，经常往她家跑，带着作业本去问她题目。一开始她很害羞。渐渐地，除了教我题目，还跟我说一些有趣的事情。后来，除了带作业本去，还带一些小玩具小零食和她一起分享。最后，我们成了无话不谈的好朋友。她的。成绩越来越好，越来越突出，人缘也好了不少。她比我高一届，所以经常能在学校碰面，看着她的朋友越来越多，走路时与别人谈笑风生。再后来，她考上东中，而我在创新!我也不得不仰望她了，但在生活中，在学校里，我还是玩得开的，就是成绩平平了点。不过，我是个乐天派，别人考好大学，我可以考个好大专啊，反正“三百六十行，行行出状元”，靠本领赚到钱才是硬道理。

她现在生活得很幸福，她有父爱，有友情，有同学爱，本身也很优秀。遇到难题，她也不再闪躲，而是积极的寻找方法解决。

我们每个人都是不完美的，总有这样或那样的缺点，但只要克服缺点不断努力，就能不断走向完美。只有你想不到的，没有你做不到的，对自己要充满信心，自信做好你自己。

3分钟ted演讲稿做自己2

大家好!

蜗牛背着重重的壳在一棵葡萄树上爬呀爬，树上的两只黄鹂鸟笑话它说：“葡萄成熟还早得很，现在上来干什么?”蜗牛走自己的路，不管其他动物们说什么，它的目标很坚定，等到它爬上去的时候葡萄就成熟了。我们就要像蜗牛那样走自己的路，有坚定的目标，不论发生什么，旁人说什么，不动摇那颗初心。

牛顿小时候成绩差，是老师、同学眼中的学困生，但他爱好科学，梦想当科学家。同学们都嘲讽他。他选择做自己，坚持自己当科学家的道路，实验、归纳、总结，发现了万有引力定律。倘若没有当初坚持做自己毫不动摇的决心，倘若面对同学的嘲讽放弃梦想，就没有这么一个举世闻名的科学家。

我们每个人都是不一样的，要相信“我就是我，是颜色不一样的烟火”。适合自己的对于他人来说不一定适合，他人厌恶的短板也许正是我们的`长处。根据自己的特点去选择或取舍，不要盲目听从他人，走自己最坚定的路。

马上要升入高中了，我们这一届赶上不分文理科。同学们大多弃理从文，我要做我自己，我选择自己喜欢的物理、化学、生物三门。别人都说：“纯理科，你给自己挖坑往下跳啊。”“走自己的路，让别人去说吧。”适合自己的才是的，不忘初心，做自己。

3分钟ted演讲稿做自己3

大家晚上好!

我是来自工管1101班的汤亚，现任班上的学习委员。我相信每个人都有一份属于自己的志向，也许远大、也许平凡，那么，同学们，属于你的那份志向又能散发出多少光芒去指引你的未来呢?今天我站在这里，也并不是想要向你们证明我有多么好，我只是想让大家知道我的努力，和我一起分享我的收获。

其实有时候习惯也是一个可怕的东西，我曾经询问过有些平常喜欢逃课的人，他们的逃课心得是，可能第一逃课还是情有所原，可是当他们逃了第一次，就会想要逃第二次，第三次慢慢的就成了一种习惯，一种惰性。可能好多人都会认为，作为一个三本的学生，混个本科的文凭，每天混日子过着就行了，学这些东西也没什么用，反正现在很多公司就已经认定三本的学生不如一本二本的，因此，现在大学越来越多的人的追求变成不挂科就行，临考前临时抱佛脚，在寝室床头”挂柯南”，考前发条说说求人品大爆发等等。可是在我看来，一个人可以没有高学历，可以没有大学文化，但是绝不可以没有上进心和奋斗目标，否则你就会永远堕落，人生就没有多大意义。正因为我们是三本的学生，我们更应该比其他的人付出更多的努力，努力证明给社会看，我们也可以比一本二本的强其实大学里面学习的并不只是书本上的知识，更是一种态度，一种坚持。

可能大学里的上课，学习，考试都是枯燥的，但是我们怎样去忍耐这一种枯燥，怎样去坚持这一份枯燥呢?这是我们每一个人都应该学习的我是一个没有什么远大的目标和志向的人，什么一定要去哪里工作，一定要去哪里留学，一定要考哪里的研，我都没有想过，也不想去想，因为我总觉得这是一种空想，一切都在变换中，比起这些，我更喜欢给自己制定一些小目标，然后奔着自己的小目标努力前进。我也是一个自制力比较强的人，从小到大父母从没管过我学习，现在也是一样，他们对我完全是一种“放养型“，一直以来我都是自己给自己压力，自己给自己动力。现在也如此，从大一第一个学期开始，我从来没有逃过一节课，上课坐在前面几排，上课跟着老师来，考试前好好复习，每次考试前，我都会画一个表格，把每天的时间都安排好，然后按着安排的来过，这样把每天都规划好，会让我觉得每天都过得很充实。

我们寝室的人给我取过一个外号，叫做“作业狂”因为好几次我在寝室她在玩手机玩电脑的时候就看到我在做作业，其实我也不是因为喜欢做作业，也不是那种死读书，我只是一种急性子，不喜欢拖拉，不喜欢积压要做的事情，我喜欢尽快把要做的事情做好，今日事今日毕，因为我总觉得明天还会有更多的事情等着我去做。而且我一直相信一句话“只要付出了就一定会有回报”，所以在大一一年付出下，我得到的回报是大一一学年的综合测评在班级第一，专业第二。但是我从没有因此觉得我有多么厉害，我觉得这是我付出努力以后应得的，而且我也觉得我并不特别，因为我做得到的每个人其实都可以做到。在平时空余我也还会做一些兼职，做得最多的就是发传单，可能这个看上去是一个很容易的活，其实不然，其中的难受只有做过的人才知道。每次伸手递出传单，每声“看一下，谢谢!”所换来的却是不理不睬，不过我相信现在大部分人都发过传单，也正因为这样，现在发传单也就轻松不少，至少还会有人主动去问你要，会有些人还说要多拿几张来减轻发传单人的工作量，收到传单以后还会说一声“谢谢”。所以，只有经历了，才会懂得理解。

以后会发生什么，我不知道，但是我只知道一件事，那就是不管遇到什么困难，我都会认真对待每一件事，勇往直前，坚持坚持再坚持,努力努力在努力，做好我自己。

3分钟ted演讲稿做自己4

尊敬的各位老师、亲爱的各位同学：

大家好!我是来自五、二班的何燕玲，我今天为大家演讲的题目是《爱我中华，做好自己》。最近我们的校园里掀起了主题读书活动的热潮，在班级里，课下、午休、业余，好多同学都在热情高涨地捧读《复兴中华，从我做起》这本书。读着这本书，我不禁为祖国十年的巨变感到无比自豪;我因一个又一个感人的故事而饱含热泪。

祖国的强大，民族的复兴，离不开华夏儿女的忠诚爱国和努力拼搏;离不开华夏儿女的默默奉献和不懈奋斗。打开历史的长卷，因为爱国，岳飞背刻“精忠报国”;因为爱国，江姐笑对酷刑“竹签子是竹子做的，而共产党员的意志是钢铁铸成的”。

再翻开新时期的篇章，我们听到了“雷锋出差一千里，好事做了一火车”的佳话;看到了朱光亚、黄光辉等学识渊博、潜心钻研的科学家;看到了杨利伟、刘洋等兢兢业业的航天英雄;看到了最美司机吴斌、最美教师张丽莉在危难时刻，替他着想的美好心灵。他们在各行各业的战线上，释放着自己的光和热，为祖国的兴盛做出了自己的贡献。他们有卓著的成就，有超凡的表现，他们名载史册、家喻户晓。跟他们比起来，我们显得似乎渺小而平凡。作为华夏子孙，老师教育我们要爱我的祖国。作为一名小学生，我们不必追求英勇献身、无需做得惊天动地。我们可以学习的是他们刻苦勤奋、默默奉献的品质，能够做到的是从现在做起，从点滴做起，做好自己，以实际行动来表达对祖国的爱。

孝亲敬长、团结同学、关心他人，做个懂礼仪的孩子;认真听讲、按时作业、温故知新，做个会学习的孩子;自觉关灯、自觉关掉水龙头、不乱倒饭菜，做个“节约小标兵”;多种一棵树，多栽一株草，多参加一次环保活动，做个“环保小卫士”;尊重祖国的语言文字，热爱中华民族的优秀文化，做个传承文明的孩子??这些点滴小事，如果你能自觉做，能坚持做，相信好习惯就会与你同行，伴随一生。

俗话说“不积跬步，无以至千里;不积小流，无以成江海。”如果连这些生活中的点滴小事，我们都不能做好，那将来长大，又如何去成就一番大事，如何去担当复兴中华的责任呢?

亲爱的同学们，“爱我中华，复兴中华”不能光喊口号，而是要我们拿出实实在在的行动。从现在做起，从点滴做起，做好自己!让我们共同宣誓：顽强拼搏!自强不息!立志为中华民族的伟大复兴而勤奋学习!

谢谢大家!

3分钟ted演讲稿做自己5

亲爱的朋友们:

人人都要自己学会感恩，感谢天地，感谢命运，感谢一切一切的所有，天地虽宽，道路坎坷，但是只要心中有爱，心存感恩，就会努力做好自己，花开花落也一样会珍惜。

感恩是积极向上的思考和谦卑的态度，它是自发性的行为。当一个人懂得感恩时，便会将感恩化做一种充满爱意的行动，实践于生活中。一颗感恩的心，就是一个和平的种子，因为感恩不是简单的报恩，它是一种责任、自立、自尊和追求一种阳光人生的精神境界!

感恩是一种处世哲学，感恩是一种生活智慧，感恩更是学会做人，成就阳光人生的支点。从成长的角度来看，心理学家们普遍认同这样一个规律:心的改变，态度就跟着改变;态度的改变，习惯就跟着改变;习惯的改变，性格就跟着改变;性格的改变，人生就跟着改变，愿感恩的心改变我们的态度，愿诚恳的态度带动我们的习惯，愿良好的习惯升华我们的性格，愿健康的性格收获我们美丽的人生!

朋友相聚，酒甜歌美，情浓意深，我感恩上苍，给了我这么多的好朋友，我享受着朋友的温暖，生活的香醇，如歌的友情。走出家门，我走向自然。放眼花红草绿，莺飞燕舞，我感恩大自然的无尽美好，感恩上天的无私给予，感恩大地的宽容浩博。

生活的每一天，我都充满着感恩情怀，我学会了宽容，学会了承接，学会了付出，懂得了回报。所以，每天，我都有一个好心情，我幸福的生活着每一天。我懂得，学会了感恩，才会在生活中发现美好，用微笑去对待每一天，用微笑去对待世界，对待人生，对待朋友，对待困难。宽容和感动可以化腐朽为神奇，化冰峰为春暖，化干戈为玉帛。

学会感恩，我的一颗心永远被温暖笼罩，被甜美滋润，我的生活中没有冰雪，没有冲突，没有愤怒，没有战争，没有咒骂。

我感恩，感恩生活，感恩网络，感恩朋友，感恩大自然，每天，我都以一颗感动的心去承接生活中的一切。

感恩，是人生的最大智慧;感恩，是人性的一大美德。常怀感恩之心，我们便能够无时无刻地感受到家庭的幸福和生活的快乐。在感恩的世界里，我们还会时时提醒自己:滴水之恩，当涌泉相报!

如果你是一个苦恼的人，你应该学会感恩，因为感恩是驱除你的苦恼的一剂良方妙药;如果你是一个对生活心灰意冷的人，你应学会感恩，因为感恩的时候就是你的身心得到温暖的时候;如果你是一个郁郁不得志的人，你应学会感恩，因为感恩会使你的心情渐渐舒畅，渐渐平和;如果你是一个被生活压得喘不过气来的人，你应学会感恩，因为感恩会使你逐步释放重负、放松身心;如果你是一个只顾索取的人，你更应学会感恩，因为感恩会使你变得会适当地给予;如果你是一个快乐的人，你也应学会感恩，这样，你的快乐就会取之不尽......

对别人感恩，相应会得到他人对你的感恩，所以你是得到了两份好心情。

学会感恩，就是学会了长存感激之情，永存爱心。爱的力量是非凡的，它会把一个人塑造得更为完美。外国有一个感恩节，可咱们中国却没有，那倒无妨，咱们何不把每一天都当作感恩节来过呢。朋友，如果你想有一个好的心境，那不妨试着学会感恩，把每一天都当作你的感恩节。

人们往往会牢记自己的付出，却容易忘记感恩。爱因斯坦说过“每天我都要无数次地提醒自己，我的内心和外在的生活，都是建立在其他人的劳动的基础上。我必须竭尽全力，像我曾经得到的和正在得到的那样，作出同样的贡献。”我们只是个普通的人，不可能像伟人那样对人类有卓越的贡献。但当我们赤裸裸地来到人世，从无知直到长大成人，每时每刻都在享受着大自然、亲朋和无数陌生人给予的一切，我们被爱紧紧围绕着，许许多多人在为我们的成长，我们的生活奉献着、付出过，我们难道不应该永远记住所有人和事，所有爱和恩，为此承担一份歉疚，珍惜、知足现有的一切吗?

感恩是爱和善的基础，我们虽然不可能变成完人，但常怀着感恩的情怀，至少可以让自己活的更加美丽，更加充实。而感恩是需要学习，需要培育的。西方的父母从孩子很小的时候就要求他们写感恩日记，感恩阳光、感恩自然、感恩一切给予微笑和爱的人。

所以培育感恩情结，并非是一朝一夕的功夫，如果人人都有一颗感恩的心，那天天都是感恩节，这世界就会变得更加美丽。

但即使有感恩的心，人们也常常是只记得感谢给我们关心、帮助、掌声的人，在他们需要帮助的时候也会助一臂之力。而少有人去感激伤害、欺骗、打击过我们的人，我们常常对他们是报以怨恨。

其实，对那些伤害过我们、带给我们疼痛的人，我们也应该记得:正是他们让我们对这个世界有了一个更深刻的认识，我们不仅要学会用一颗感恩的心去体会真情，更要学会用一颗感恩的心去驱逐伤害.

愿人人都拥有一颗感恩的心。

ted英语演讲稿中英范文第5篇

恩，事实上，我希望能再待久一点。我在波斯湾这边生活和教书已经超过30年了。(掌声)这段时间里，我看到了很多变化。现在这份数据是挺吓人的，而我今天要和你们说的是有关语言的消失和英语的全球化。我想和你们谈谈我的朋友，她在阿布达比教成人英语。在一个晴朗的日子里，她决定带她的学生到花园去教他们一些大自然的词汇。但最后却变成是她在学习所有当地植物在阿拉伯语中是怎么说的。还有这些植物是如何被用作药材，化妆品，烹饪，香草。这些学生是怎么得到这些知识的呢?当然是从他们的祖父母，甚至曾祖父母那里得来的。不需要我来告诉你们能够跨代沟通是多么重要。

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? well i dont know. but i do know that ive seen a lot of changes. when i first came out to the gulf, i came to kuwait in the days when 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. 但遗憾的是，今天很多语言正在以前所未有的速度消失。每14天就有一种语言消失，而与此同时，英语却无庸置疑地成为全球性的语言。这其中有关联吗?我不知道。但我知道的是，我见证过许多改变。初次来到海湾地区时，我去了科威特。当时教英文仍然是个困难的工作。其实，没有那么久啦，这有点太久以前了。总之，我和其他25位老师一起被英国文化协会聘用。我们是第一批非穆斯林的老师，在科威特的国立学校任教。我们被派到那里教英语，是因为当地政府希望国家可以现代化并透过教育提升公民的水平。当然，英国也能得到些好处，产油国可是很有钱的。 okay. now this is the major change that ive seen -- how teaching english has morphed from being a mutually 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 youre not a native speaker, you have to pass a test. 言归正传，我见过最大的改变，就是英语教学的蜕变如何从一个互惠互利的行为变成今天这种大规模的国际产业。英语不再是学校课程里的外语学科，也不再只是英国的专利。英语(教学)已经成为所有英语系国家追逐的潮流。何乐而不为呢?毕竟，最好的教育来自于最好的大学，而根据最新的世界大学排名，那些名列前茅的都是英国和美国的大学。所以自然每个人都想接受英语教育，但如果你不是以英文为母语，你就要通过考试。 now can it be right to reject a student on linguistic ability well, i dont think so. we english teachers reject them all the time. we put a stop sign, and we stop them in their tracks. they cant pursue their dream any longer, till they get english. now let me put it this way, if i met a dutch speaker who had the cure for cancer, would i stop him from entering my british university? i dont 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 universal. 但仅凭语言能力就拒绝学生这样对吗?譬如如果你碰到一位天才计算机科学家，但他会需要有和律师一样的语言能力吗?我不这么认为。但身为英语老师的我们，却总是拒绝他们。我们处处设限，将学生挡在路上，使他们无法再追求自己的梦想，直到他们通过考试。现在容我换一个方式说，如果我遇到了一位只会说荷兰话的人，而这个人能治愈癌症，我会阻止他进入我的英国大学吗?我想不会。但事实上，我们的确在做这种事。我们这些英语老师就是把关的。你必须先让我们满意，使我们认定你的英文够好。但这可能是危险的。把太多的权力交由这么小的一群人把持，也许会令这种障碍太过普及。

okay. but, i hear you say, what about the research? its all in english. so the books are in english, the journals are done in english, but that is a self-fulfilling . it feeds the english requirement. and so it goes on. i ask you, what happened to translation? if you think about the islamic 于是，我听到你们问但是研究呢?研究报告都要用英文。”的确，研究论著和期刊都要用英文发表，但这只是一种理所当然的现象。有英语要求，自然就有英语供给，然后就这么循环下去。我倒想问问大家，为什么不用翻译呢?想想伊斯兰的黄金时代，当时翻译盛行，人们把拉丁文和希腊文翻译成阿拉伯文或波斯文，然后再由拉伯文或波斯文翻译为欧洲的日耳曼语言以及罗曼语言。于是文明照亮了欧洲的黑暗时代。但不要误会我的意思，我不是反对英语教学或是在座所有的英语老师。我很高兴我们有一个全球性的语言，这在今日尤为重要。但我反对用英语设立障碍。难道我们真希望世界上只剩下600种语言，其中又以英文或中文为主流吗?我们需要的不只如此。那么我们该如何拿捏呢?这个体制把智能和英语能力画上等号这是相当武断的。

and i want to remind you that the giants upon whose shoulders todays stand did not have to have english, they didnt 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 didnt start until 1964 with toefl, the american test of english. now its 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 arent bad, theyre okay, but they are prohibitive to so many millions of poor people. so immediately, were rejecting them. 我想要提醒你们，扶持当代知识分子的这些“巨人肩膀不必非得具有英文能力，他们不需要通过英语考试。爱因斯坦就是典型的例子。顺便说一下，他在学校还曾被认为需要课外补习，因为他其实有阅读障碍。但对整个世界来说,很幸运的当时他不需要通过英语考试，因为他们直到1964年才开始使用托福。现在英语测验太泛滥了，有太多太多的英语测验，以及成千上万的学生每年都在参加这些考试。现在你会认为，你和我都这么想，这些费用不贵，价钱满合理的。但是对数百万的穷人来说，这些费用高不可攀。所以，当下我们又拒绝了他们。 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 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. its a circular thing. 这使我想起最近看到的一个新闻标题：“教育：大鸿沟”现在我懂了。我了解为什么大家都重视英语，因为他们希望给孩子最好的人生机会。为了达成这目的，他们需要西方教育。毕竟，不可否认，最好的工作都留给那些西方大学毕业出来的人。就像我之前说的，这是一种循环。

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 couldnt get the results they wanted. they really didnt 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 cant 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. 好，我跟你们说一个关于两位科学家的故事：有两位英国科学家在做一项实验，是关于遗传学的，以及动物的前、后肢。但他们无法得到他们想要的结果。他们真的不知道该怎么办，直到来了一位德国的科学家。他发现在英文里前肢和后肢是不同的二个字，但在遗传学上没有区别。在德语也是同一个字。所以，叮!问题解决了。如果你不能想到一个念头，你会卡在那里。但如果另一个语言能想到那念头，然后通过合作我们可以达成目的，也学到更多。

我的女儿从科威特来到英格兰，她在阿拉伯的学校学习科学和数学。那是所阿拉伯中学。在学校里，她得把这些知识翻译成英文，而她在班上却能在这些学科上拿到最好的成绩。这告诉我们，当外籍学生来找我们，我们可能无法针对他们所知道的给予赞赏，因为那是来自于他们母语的知识。当一个语言消失时，我们不知道还有什么也会一并失去。

this is -- i dont know if you saw it on cnn recently -- they gave the heroes award to a young kenyan shepherd boy who couldnt study at night in his village like all the village children,篇二：杨澜ted演讲稿中英文 yang lan: the generation thats remaking china the night before i was heading for scotland, i was invited to host the final of chinas got talent show in shanghai with the 80,000 live audience in the stadium. guess who was the performing guest?susan boyle. and i told her, im going to scotland the next day. she sang beautifully, and she even managed to say a few words in chinese. [chinese]so its not like hello or thank you, that ordinary stuff. it means green onion for free. why did she say that? because it was a line from our chinese parallel susan boyle -- a 50-some year-old woman, a vegetable vendor in shanghai, who loves singing western opera, but she didnt understand any english or french or italian, so she managed to fill in the lyrics with vegetable names in chinese. (laughter) and the last sentence of nessun dorma that she was singing in the stadium was green onion for free. so [as] susan boyle was saying that, 80,000 live audience sang together. that was hilarious. so i guess both susan boyle and this vegetable vendor in shanghai belonged to otherness. they were the least expected to be successful in the business called entertainment, yet their courage and talent brought them through. and a show and a platform gave them the stage to realize their dreams. well, being different is not that difficult. we are all different from different perspectives. but i think being different is good, because you present a different point of view. you may have the chance to make a difference. my generation has been very fortunate to witness and participate in the historic transformation of china that has made so many changes in the past 20, 30 years. i remember that in the year of 1990,when i was graduating from college, i was applying for a job in the sales department of the first five-star hotel in beijing, great wall sheraton -- its still there. so after being interrogated by this japanese manager for a half an hour, he finally said, so, miss yang, do you have any questions to ask me?i summoned my courage and poise and said,yes, but could you let me know, what actually do you sell? i didnt have a clue what a sales department was about in a five-star hotel. that was the first day i set my foot in a five-star hotel. my life, and i feel proud of that. but then we are also so fortunate to witness the transformation of the whole country. i was in beijings bidding for the olympic games. i was representing the shanghai expo. i saw china embracing the world and vice versa. but then sometimes im thinking, what are todays young generation up to? how are they different, and what are the differences they are going to make to shape the future of china, or at large, the world? so making a living is not that easy for young people. college graduates are not in short supply.in urban areas, college graduates find the starting salary is about 400 u.s. dollars a month, while the average rent is above $500. so what do they do? they have to share space -- squeezed in very limited space to save money -- and they call themselves tribe of ants. and for those who are ready to get married and buy their apartment, they figured out they have to work for 30 to 40 years to afford their first apartment. that ratio in americawould only cost a couple five years to earn, but in china its 30 to 40 years with the skyrocketing real estate price. so through some of the hottest topics on microblogging, we can see what young people care most about. social justice and government accountability runs the first in what they demand.for the past decade or so, a massive urbanization and development have let us witness a lot of reports on the forced demolition of private property.and it has aroused huge anger and frustrationamong our young generation. sometimes people get killed, and sometimes people set themselves on fire to protest. so when these incidents are reported more and more frequently on the internet,people cry for the government to take actions to stop this. so the good news is that earlier this year, the state council passed a new regulation on house requisition and demolition and passed the right to order forced demolition from local governments to the court. similarly, many other issues concerning public safety is a hot topic on the internet. we heard about polluted air, polluted water, poisoned food. and guess what, we have faked beef. they have sorts of ingredients that you brush on a piece of chicken or fish, and it turns it to look like beef.and then lately, people are very concerned about cooking oil, because thousands of people have been found [refining] cooking oil from restaurant slop. so all these things have aroused a huge outcry from the internet. and fortunately, we have seen the government responding more timely and also more frequently to the public concerns. while young people seem to be very sure about their participation in public policy-making, but sometimes theyre a little bit lost in terms of what they want for their personal life. china is soon to pass the u.s. as the number one market for luxury brands -- thats not including the chinese expenditures in europe and elsewhere. but you know what, half of those consumers are earning a salary below 2,000 u.s. dollars. theyre not rich at all. theyre taking those bags and clothes as a sense of identity and social status. and this is a girl explicitly saying on a tv dating show that she would rather cry in a bmw than smile on a bicycle.but of course, we do have young people who would still prefer to smile, whether in a bmw or [on] a bicycle. so happiness is the most popular word we have heard through the past two years. happiness is not only related to personal experiences and personal values, but also, its about the environment. people are thinking about the following questions: are we going to sacrifice our environment further to produce higher gdp? how are we going to perform our social and political reform to keep pace with economic growth, to keep sustainability and stability? and also, how capable is the systemof self-correctness to keep more people contentwith all sorts of friction going on at the same time?i guess these are the questions people are going to answer. and our younger generation are going to transform this country while at the same time being transformed themselves. thank you very much. 杨澜ted演讲：重塑中国的一代 中文演讲稿

在来爱尔兰的前一晚，我应邀主持了中国达人秀在上海的体育场和八万现场观众。 猜猜谁是表演嘉宾?苏珊大妈。我告诉她，“我明天要去爱尔兰了。” 她歌声犹如天籁。而且她还可以说点中文。

“送你葱。” 这不是“你好、谢谢”之类的日常用语。这组词翻译过来是免费给你青葱，为什么她要说这个呢?因为这是我们中国版的苏珊大妈很有名的一句歌词。

这位五十几岁的大妈在上海以贩卖蔬菜为生。她喜欢西方的歌剧，但是她不懂任何外语，所以她就把中文蔬菜名填做歌词。当她在体育场里 唱到今夜无人入眠的最后一句时，她唱的是“送你葱”。苏珊大妈和全场八万观众一起唱“送你葱”，多有意思的场面。

我想苏珊大妈和这位在上海做蔬菜买卖的都属于不同寻常的人。在业界所谓的娱乐圈，他们最不可能取得成功，但是他们的勇气和才华让他们成功了。一场秀，一个平台给了他们实现梦想的舞台。

与众不同不难，从不同的角度看我们都是不一样的。我认为与众不同是好的，因为你有不同的看法，这给你机会去产生不同的影响。

我们这代人有幸见证和参与了过去二三十年中国的历史性的转型。

我记得在九十年代，刚从大学毕业的我申请了一份在北京五星级酒店销售部的工作。在日本经理一个半小时的面试后，他最后说：“杨小姐，你有什么问题要问我吗?”我鼓起勇气，定定神然后问道：“您能告诉我销售部到底销售什么?”我对于五星级酒店的销售部的职责一点都摸不着头脑。那是我在五星级酒店的第一天。

同时，我和上千名大学女生参加了一场由中国中央电视台举办的史无前例的公开选拔。制作人告诉我们他们想找一位可爱，天真，美丽的新面孔。当轮到我时，我站起来说道，“为什么女孩在电视上必须是漂亮，甜美，无邪的，像个花瓶?为什么她们不能有她们的想法，她们自己的声音?” 我想我一定得罪了评委。但是事实上，我的发言给他们留下了深刻的印象。接下来我进入了第二轮的选拔，然后是第三轮，第四轮。在经过七轮的选拔后，我胜出了。成为了一个国家电视台黄金时段节目的主持人。

不管你们相不相信，那是中国电视上第一个节目可以允许主持人自由发挥而不是去读审查后的稿子。这个节目的观众人数高达两到三千万。

几年后，我决定去美国哥伦比亚大学进修。之后我有了自己的传媒公司，这是在我刚毕业的时候想都不敢想的。

ted英语演讲稿中英范文第6篇

T E D即T e c h n o l o g y (技术) , Entertainment (娱乐) , Design (设计) 三个单词的首字母, 它是由美国建筑师理查德沃曼创办的一家非盈利机构。机构成立之初邀请了在这三个领域有突出成就的人物进行18分钟的演讲, 分享成就和感悟。随着机构的发展, 演讲者和演讲内容从最开始的技术、娱乐和设计领域扩展到政治、经济、教育、艺术、医学、心理学等领域。2006年6月开始, TED演讲视频可以免费下载和观看, 这使得TED在全球范围内得以传播。中国作为网联网高速发展的国家之一, 为TED演讲视频的广泛传播和快速下载提供了必要的外在条件。

二、TED演讲视频的特点和作用

(一) 视频采用地道、规范和精心设计的语言

视频演讲者多为英美国家人士, 主要使用英式和美式英语。部分演讲者来自非英语国家, 会带有本地口音。这样一种全球性、多元性的英语语音、语调有益于学生了解英语使用的全球性和地域差异。通过对不同英语语音、语调的接触, 学生可以科学地选择适合自己的语音、语调加以模仿和练习。其次, 由于演讲的特殊性, 演讲者的演说往往具有感染力, 感情丰沛, 身势语多样, 语气语调也不同于教科书上严谨、正式的风格。因此, 学生更容易理解和接受。再次, 演讲者需要在18分钟内清晰地表达自己的感悟和总结自己的经验、成就、看法等, 演讲语言往往经过反复打磨和锤炼, 最后呈现给观众的是经过精心设计的语言。学生可以以演讲词为蓝本[1], 学习英语词汇、句法, 甚至是行文结构。

(二) 视频内容丰富多样

TED演讲视频内容已扩展到政治、经济、文化、教育、艺术、医学等, 甚至人们的日常生活、普通人不寻常的经历也开始出现在演讲内容里。不同专业不同行业的学习者都可以在TED里学到相关的学科知识。演讲内容既有从全新角度谈经典话题, 也有全球性热点问题的探讨。近年来, TED演讲者背景更多元, 有过不寻常经历的普通人也屡次出现在TED演讲中, 有利于拉近学习者和演讲者之间的距离。在这些演讲中, 学生不仅可以找到感兴趣的内容, 而且可以扩大知识面, 丰富自己对某话题的看法和见解, 并培养多元化、全球化意识。当今世界是个多元化世界, 教材远远不能满足人才培养目标和学生对汲取全球信息的诉求。TED演讲视频则在一定程度上弥补了这一不足。通过观看TED, 学生不仅可以发现世界、了解世界, 还可以更全面深刻地认识自己和他人。譬如, 看完关于抑郁症的TED视频后, 学生能够更全面、正确地了解这种疾病, 并积极帮助和关心身边有此疾病的患者。

(三) 视频时长有利于学习者学习

英语电影、电视剧等长久以来被用于英语教学, 但是所选视频多是截取的一个或多个影视片段, 因此缺乏完整性。这些被割裂的片段往往不能很好地反映出影视剧的风格和主题, 在学生不了解剧情的情况下, 教学效果往往不尽如人意。英语歌曲时长比较适合用于学生的听说训练, 但是由于歌词比较口语化, 有的歌词甚至出现大量俚语和粗俗的语言, 因此在运用于英语教学时都有其局限性。而TED视频短小、内容完整、语言地道精炼, 在对学生进行听、说、读、写训练时和影视剧、歌曲相比, 具有明显优势。

TED视频从最初的18分钟缩减到现在大部分10分钟左右的时长。时间上的改变让学习者可以更加方便、高效地选择碎片化学习。时间上的缩减也更有利于降低视频难度, 让更多的英语学习者投入到演讲视频的学习中来。学习者在面临互联网大量的信息源时, 简洁、高效、快速的视频信息更容易吸引学习者的注意, 维持学习者的学习兴趣, 并激发学习者的学习动力。

三、TED演讲视频应用于大学英语教学

(一) TED演讲视频应用于读写课堂

大学英语课堂教学主要为读写教学和视听说教学, 各自有各自对应级别的教材。读写教程每个单元都有固定的主题, 每个单元的两篇课文都以单元主题为中心展开。由于教材从编写到出版, 往往要经历较长时间, 因此再前沿的教材都具有时效性, 甚至出现与现实不符的情况。

相反, TED演讲视频很多都是社会热点和最新研究的展示, 而且内容丰富, 演讲者背景多元, 这就很好地弥补了教材的不足。教师可以选择和每单元主题一致的TED视频, 在课上以导入部分播放, 并以小组为单位让学生速记好词好句, 小组间展开竞争, 记录数量最多、准确率最高的小组胜出, 并纳入形成性评估。此外, 教师还可以提出3-5个问题引发学生的思考, 让学生在学习课文前充分调动积极性并激发学习兴趣。教师也可以选择在课后将演讲视频和演讲稿上传qq群和微信群, 选择其中一段或两段经典段落要求学生抄写、背诵, 或者布置相关作文并要求学生用到演讲中的重点词句。

(二) TED演讲视频应用于视听说课堂

目前大部分高校所用视听说教材为《新视野视听说教程》和《新视野听说教程》。其中, 后者每单元主题和读写课所用教材《新视野读写教程》主题一致, 因此后者也成为视听说课上主要使用的教材。TED演讲视频与视听说课的教学目的和培养人才目标一致, 可以作为试听说课的有益补充。

教师可以在上完一个单元后将符合单元主题的演讲稿设置成听写填空练习, 具体来说, 教师可将大学英语四六级高频词汇从演讲稿中找出, 并替换为空白。课上先让学生略读演讲文稿获得主要信息, 然后完整播放一遍视频, 让学生对视频内容有一个视觉和听觉的直观感受。接下来, 教师关掉画面, 只放声音, 放音两遍, 学生边听边做填词练习。第四遍时, 教师可再次让学生观看视频和英文字幕进行纠错, 并简要解释演讲稿中重要词句。听写结束后, 教师还可将学生分为小组, 重述视频的主要内容, 归纳要点, 并讨论演讲者的观点, 提出自己的看法。小组讨论结束后, 由2-3组向全班展示讨论结果。

TED演讲题材多样, 演讲语速适中, 用词准确、地道, 而且内容具有鲜明的时代特点。TED视频从演讲台的布景到演讲者的选择都很专业、先进, 很多演讲内容都和学生的专业相关, 或者贴近学生的日常生活, 因此很容易吸引学生并被他们理解接受。因此, 将TED视频应用于视听说课堂既是教材内容的延伸, 又给学生打开了一扇了解和认识世界的窗口, 在使用了多年英语电影、美剧英剧、英语歌曲之外, 将TED视频应用于大学英语视听说课堂不失为一个全新的尝试。

(三) TED演讲视频应用于学生自主学习

除了将TED视频作为读写和视听说课堂的教学材料, 教师还可以选择将TED视频作为学生自主学习材料, 可以将TED视频上传到群文件, 学生课下以小组为单位学习并制作PPT展示视频的主要内容, 小组内部安排好角色分工, 在视听说课上向全班进行展示。

教师可在学期初将全班进行分组, 每个小组本学期将有一次上台展示PPT的机会, 并由学生选出最佳讲解小组, 教师对前三名小组成员进行奖励, 可以是加平时分, 也可以是适当的物质奖励。为了达到最佳展示效果, 教师可在每次课前检查各小组的PPT并提出修改建议。小组进行展示时, 按照小组内部协商的分工, 将有一名同学进行全程摄像, 演讲结束后演讲者可以反复观看自己演讲时的视频, 并对比TED演讲者的语音、语气、语调和身势语, 可以用英语段落或者小短文的形式分析和总结自己的不足 (学生可选择上交教师评阅) , 从而提高英语演讲技能。这种小组PPT展示既可以让学生对每单元主题有更全面、更深入的了解, 又可以当堂对每单元主题词汇和句型进行反复操练。不仅培养了学生的学习自主性, 组织能力, 小组内部协商合作能力, 还能够活跃课堂气氛, 激发学生学英语, 说英语, 展示英语的兴趣, 收到了良好的效果。

四、结语

网络技术的发展为广大英语教师和学习者带来了丰富的资源和多样化的选择, 但同时也给教育者带来了巨大的挑战。在教材不能顺应瞬息万变的信息社会时, 网络学习资源起到了很好的补充。如何在众多的英语学习资源中筛选出适合英语课堂教学并能有效提升教学质量的材料, 如何将资源进行重构整合, 改编成适合本校学生学习水平的材料, 并为学生提供自我展示和互相交流的学习平台, 是广大教师面临和思考的问题[2]。

TED演讲视频语言地道精炼、内容符合时代特点, 具有鲜明的时代性和趣味性。TED视频从形式到内容满足了学生了解世界、探索世界的内在需求, 拓展了学生的知识面, 更是对学校所学知识的有益补充。教师可选择符合课堂教学主题的相关视频, 在读写和视听说课上采用不同的教学手段和方法, 采用课上和课下相结合的方式, 从而构建多维互动的立体教学模式。

摘要：随着互联网的快速发展, 越来越多的网络资源被应用于大学英语教学。通过分析TED演讲视频的特点和作用, 提出了TED融入大学英语教学的思想, 并探讨了如何将TED视频与大学英语读写和视听说教学合理结合的具体方法。

关键词：大学英语,读写,视听说,TED演讲视频

参考文献

[1] 彭敏.TED演讲在大学英语读写教学中的应用[J].才智, 2015 (15) :42.