minion英语流利说 level 7 阅读原文

2021年1月9日发(作者：俞翼如)
Level7英语阅读原文
Unit1 part 1

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 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 then two months turned into one month, which
turned into two weeks. < br>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, Urban?I say, say,
need to talk about your I say, And they say, the best one
we've ever seen.
bad thesis. I just wanted to enjoy that one moment when all of you thought,
is amazing!
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 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, 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。
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 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,
now happening one day in the future? We need to sit down and work on this right
the Monkey said, 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.
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。
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:
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:
problem too.
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< br>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 '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.



Unit1 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 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.
正文：
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Mart in 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
profit.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< br>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. make great computers. They're beautifully designed,
simple to use and user friendly. Want to buy one?
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< br>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. 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。D ell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 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。< br>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,
doesn't feel right.
part of the brain that controls decision-making, doesn't control language. And the best
we can muster up is,
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？< br>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。
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,
company fail?
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S amuel 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,
improve upon your technology,
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,
it's about 10 percent,
We all have about 10 percent who just
That's like that gut feeling,
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,

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10 %
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Jef frey 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< br>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。
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, have a product that pauses live TV, skips commercials,
rewinds live TV and memorizes your viewing habits without you even asking.
the cynical majority said,
You're scaring us.
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.
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,
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. Ki ng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
(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< br>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
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。




Unit1 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< br>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19 87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?
hold my breath for a really long time. how could it be done?
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< br>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< br>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'm going to fail.
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1 0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1 20，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
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,
said,
was like
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)















Unit2 part 1 NEVER，EVER GIVE UP

It's the fifth time I stand on this shore, the Cuban shore, looking out at that distant
horizon, believing, again, that I'm going to make it all the way across that vast,
dangerous wilderness of an ocean. Not only have I tried four times, but the greatest
swimmers in the world have been trying since 1950, and it's still never been done.

The team is proud of our four attempts. It's an expedition of some 30 people. Bonnie
is my best friend and head handler, who somehow summons will, that last drop of will
within me, when I think it's gone, after many, many hours and days out there. The
shark experts are the best in the world -- large predators below. The box jellyfish, the
deadliest venom in all of the ocean, is in these waters, and I have come close to dying
from them on a previous attempt. The conditions themselves, besides the sheer
distance of over 100 miles in the open ocean -- the currents and whirling eddies and
the Gulf Stream itself, the most unpredictable of all of the planet Earth.

And by the way, it's amusing to me that journalists and people before these attempts
often ask me,
And I'm thinking, what are they imagining? That I'll just sort of do some celestial
navigation, and carry a bowie knife in my mouth, and I'll hunt fish and skin them
alive and eat them, and maybe drag a desalinization plant behind me for fresh water.
(Laughter)

Yes, I have a team. (Laughter) And the team is expert, and the team is courageous,
and brimming with innovation and scientific discovery, as is true with any major
expedition on the planet.

And we've been on a journey. And the debate has raged, hasn't it, since the Greeks, of
isn't it what it's all about? Isn't life about the journey, not really the destination? And
here we've been on this journey, and the truth is, it's been thrilling. We haven't
reached that other shore, and still our sense of pride and commitment, unwavering
commitment. When I turned 60, the dream was still alive from having tried this in my
20s, and dreamed it and imagined it. The most famous body of water on the Earth
today, I imagine, Cuba to Florida. And it was deep. It was deep in my soul. And when
I turned 60, it wasn't so much about the athletic accomplishment, it wasn't the ego of

was, how much life is there left? Let's face it, we're all on a one-way street, aren't we,
and what are we going to do? What are we going to do as we go forward to have no
regrets looking back? And all this past year in training, I had that Teddy Roosevelt
quote to paraphrase it, floating around in my brain, and it says,
ahead and sit back in your comfortable chair and you be the critic, you be the observer,
while the brave one gets in the ring and engages and gets bloody and gets dirty and
fails over and over and over again, but yet isn't afraid and isn't timid and lives life in a
bold way.

And so of course I want to make it across. It is the goal, and I should be so shallow to
say that this year, the destination was even sweeter than the journey. (Laughter)
(Applause) But the journey itself was worthwhile taking. And at this point, by this
summer, everybody -- scientists, sports scientists, endurance experts, neurologists, my
own team, Bonnie -- said it's impossible. It just simply can't be done, and Bonnie said
to me,
of it, so I'll be there.

And now we're there. And as we're looking out, kind of a surreal moment before the
first stroke, standing on the rocks at Marina Hemingway, the Cuban flag is flying
above, all my team's out in their boats, hands up in the air,
you,
been using it in training -- find a way. You have a dream and you have obstacles in
front of you, as we all do. None of us ever get through this life without heartache,
without turmoil, and if you believe and you have faith and you can get knocked down
and get back up again and you believe in perseverance as a great human quality, you
find your way, and Bonnie grabbed my shoulders, and she said,
Florida.

And we started, and for the next 53 hours, it was an intense, unforgettable life
experience. The highs were high, the awe, I'm not a religious person, but I'll tell you,
to be in the azure blue of the Gulf Stream as if, as you're breathing, you're looking
down miles and miles and miles, to feel the majesty of this blue planet we live on, it's
awe- inspiring. I have a playlist of about 85 songs, and especially in the middle of the
night, and that night, because we use no lights -- lights attract jellyfish, lights attract
sharks, lights attract baitfish that attract sharks, so we go in the pitch black of the
night. You've never seen black this black. You can't see the front of your hand, and
the people on the boat, Bonnie and my team on the boat, they just hear the slapping of
the arms, and they know where I am, because there's no visual at all. And I'm out
there kind of tripping out on my little playlist. (Laughter) I've got a tight rubber cap,
so I don't hear a thing. I've got goggles and I'm turning my head 50 times a minute,
and I'm singing, ? Imagine there's no heaven ? ? doo doo doo doo doo ? ? It's easy if
you try ? ? doo doo doo doo doo ? And I can sing that song a thousand times in a row.
(Laughter) Now there's a talent unto itself. (Laughter) (Applause) And each time I get
done with ? Ooh, you may say I'm a dreamer but I'm not the only one ? 222. ?
Imagine there's no heaven ? And when I get through the end of a thousand of John
Lennon's

And then there are the crises. Of course there are. And the vomiting starts, the
seawater, you're not well, you're wearing a jellyfish mask for the ultimate protection.
It's difficult to swim in. It's causing abrasions on the inside of the mouth, but the
tentacles can't get you. And the hypothermia sets in. The water's 85 degrees, and yet
you're losing weight and using calories, and as you come over toward the side of the
boat, not allowed to touch it, not allowed to get out, but Bonnie and her team hand me
nutrition and asks me what I'm doing, am I all right, I am seeing the Taj Mahal over
here. I'm in a very different state, and I'm thinking, wow, I never thought I'd be
running into the Taj Mahal out here. It's gorgeous. I mean, how long did it take them
to build that? It's just -- So, uh, wooo. (Laughter) And then we kind of have a cardinal
rule that I'm never told, really, how far it is, because we don't know how far it is.
What's going to happen to you between this point and that point? What's going to
happen to the weather and the currents and, God forbid, you're stung when you don't
think you could be stung in all this armor, and Bonnie made a decision coming into
that third morning that I was suffering and I was hanging on by a thread and she said,

saw light, because the day's easier than the night, and I thought we were coming into
day, and I saw a stream of white light along the horizon, and I said,
morning soon.
hours, which for most swimmers would be a long time. (Laughter) (Applause) You
have no idea how many 15-hour training swims I had done.

So here we go, and I somehow, without a decision, went into no counting of strokes
and no singing and no quoting Stephen Hawking and the parameters of the universe, I
just went into thinking about this dream, and why, and how. And as I said, when I
turned 60, it wasn't about that concrete
machinations. That's the discipline, and it's the preparation, and there's a pride in that.
But I decided to think, as I went along, about, the phrase usually is reaching for the
stars, and in my case, it's reaching for the horizon. And when you reach for the
horizon, as I've proven, you may not get there, but what a tremendous build of
character and spirit that you lay down. What a foundation you lay down in reaching
for those horizons.

And now the shore is coming, and there's just a little part of me that's sad. The epic
journey is going to be over.

So many people come up to me now and say,
tracker that was on the computer? When are you going to do the next one? We just
can't wait to follow the next one.
there for years. And so there won't be another epic journey in the ocean.

But the point is, and the point was that every day of our lives is epic, and I'll tell you,
when I walked up onto that beach, staggered up onto that beach, and I had so many
times in a very puffed up ego way, rehearsed what I would say on the beach. When
Bonnie thought that the back of my throat was swelling up, and she brought the
medical team over to our boat to say that she's really beginning to have trouble
breathing. Another 12, 24 hours in the saltwater, the whole thing -- and I just thought
in my hallucinatory moment, that I heard the word tracheotomy. (Laughter) And
Bonnie said to the doctor,
when she gets to the shore, she's gonna be pissed off.

But the truth is, all those orations that I had practiced just to get myself through some
training swims as motivation, it wasn't like that. It was a very real moment, with that
crowd, with my team. We did it. I didn't do it. We did it. And we'll never forget it. It'll
always be part of us.

And the three things that I did sort of blurt out when we got there, was first,
ever give up.
I don't stand up and say, don't ever give up. I didn't give up, and there was action
behind these words.
The second is,
Sixty-four, that no one at any age, any gender, could ever do, has done it, and there's
no doubt in my mind that I am at the prime of my life today. (Applause) Yeah. Thank
you.

And the third thing I said on that beach was,
in the world, and in many ways, of course, it is, and in other ways, and the most
important ways, it's a team, and if you think I'm a badass, you want to meet Bonnie.
(Laughter)

Bonnie, where are you? Where are you? There's Bonnie Stoll. (Applause) My buddy.

The Henry David Thoreau quote goes, when you achieve your dreams, it's not so
much what you get as who you have become in achieving them. And yeah, I stand
before you now. In the three months since that swim ended, I've sat down with Oprah
and I've been in President Obama's Oval Office. I've been invited to speak in front of
esteemed groups such as yourselves. I've signed a wonderful major book contract. All
of that's great, and I don't denigrate it. I'm proud of it all, but the truth is, I'm walking
around tall because I am that bold, fearless person, and I will be, every day, until it's
time for these days to be done.

Thank you very much and enjoy the conference.

Thank you. Thank you. Thank you. (Applause) Thank you. Thank you. Thank you.
Thank you. Thank you. Find a way! (Applause)










Unit2 part 2The boiling river of the Amazon
As a boy in Lima, my grandfather told me a legend of the Spanish conquest of
Peru. Atahualpa, emperor of the Inca, had been captured and killed. Pizarro and his
conquistadors had grown rich, and tales of their conquest and glory had reached Spain
and were bringing new waves of Spaniards, hungry for gold and glory. They would go
into towns and ask the Inca,
more gold?
小时候，我住在利马；爷爷给我讲了一个关于- 西班牙征服秘鲁的传奇故事。
印加 帝国的末代皇帝阿塔瓦尔帕，被抓住并处死。皮萨罗和征服者们变得富有起
来，他们攻克秘鲁的传说和赞 颂传到了西班牙，吸引了一批西班牙人来此淘金。
他们去到镇子里，问印加人：“还有哪个文明没被攻克 ？还有哪里有黄金？”
And the Inca, out of vengeance, told them,
gold you want there. In fact, there is a city called Paititi -- El Dorado in Spanish
--made entirely of gold.
而出于报复，印加人就告诉他们：“去亚马逊， 那里有挖不完的黄金”。事
实上，那里有一个叫做?帕依提提? ——西班牙语叫El Dorado的城市是由黄金建
成的”。
The Spanish set off into the jungle, but the few that return come back with
stories,stories of powerful shamans,of warriors with poisoned arrows,of trees so tall
that they blotted out the sun,spiders that ate birds, snakes that swallowed men
wholeand a river that boiled.
于是这些西班牙人动身前往那片丛林，结果只有少数人带着故 事回来了，他
们带回了关于强大的萨满巫师的故事，关于拿着毒箭的武士的故事，关于那里的
树 太高以至遮住了阳光的故事，关于吃鸟的蜘蛛、能够吞下一整个人的大蛇，以
及一条沸腾的河流的故事。
All this became a childhood years passed. I'm working on my PhD
at SMU,trying to understand Peru's geothermal energy potential,when I remember this
legend,and I began asking that the boiling river exist?