選擇英語演講稿模板（6篇范文）

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選擇英語演講稿模板

選擇英語演講稿模板1

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n this 1962 speech given at rice university in houston, te_as, president john f. kennedyreaffirmed america"s commitment to landing a man on the moon before the end of the 1960s.the president spoke in philosophical terms about the need to solve the mysteries of spaceand also defended the enormous e_pense of the space program.

president pitzer mr. vice president, governor, congressman thomas, senator wiley, andcongressman miller, mr. webb, mr. bell, scientists, distinguished guests, and ladies andgentlemen:

i appreciate your president having made me an honorary visiting professor, and i will assureyou that my first lecture will be very brief.

i am delighted to be here and i"m particularly delighted to be here on this occasion.

we meet at a college noted for knowledge, in a city noted for progress, in a state noted forstrength, and we stand in need of all three, for we meet in an hour of change and challenge, ina decade of hope and fear, in an age of both knowledge and ignorance. the greater ourknowledge increases, the greater our ignorance unfolds.

despite the striking fact that most of the scientists that the world has ever known are alive andworking today, despite the fact that this nation"s own scientific manpower is doubling every 12years in a rate of growth more than three times that of our population as a whole, despitethat, the vast stretches of the unknown and the unanswered and the unfinished still faroutstrip our collective comprehension.

no man can fully grasp how far and how fast we have come, but condense, if you will, the50,000 years of man"s recorded history in a time span of but a half-century. stated in theseterms, we know very little about the first 40 years, e_cept at the end of them advanced manhad learned to use the skins of animals to cover them. then about 10 years ago, under thisstandard, man emerged from his caves to construct other kinds of shelter. only five years agoman learned to write and use a cart with wheels. christianity began less than two years ago.the printing press came this year, and then less than two months ago, during this whole 50-year span of human history, the steam engine provided a new source of power. newtone_plored the meaning of gravity. last month electric lights and telephones and automobilesand airplanes became available. only last week did we develop penicillin and television andnuclear power, and now if america"s new spacecraft succeeds in reaching venus, we will haveliterally reached the stars before midnight tonight.

this is a breathtaking pace, and such a pace cannot help but create new ills as it dispels old,new ignorance, new problems, new dangers. surely the opening vistas of space promise highcosts and hardships, as well as high reward.

so it is not surprising that some would have us stay where we are a little longer to rest, to wait.but this city of houston, this state of te_as, this country of the united states was not built bythose who waited and rested and wished to look behind them. this country was conquered bythose who moved forward--and so will space.

william bradford, speaking in 1630 of the founding of the plymouth bay colony, said that allgreat and honorable actions are accompanied with great difficulties, and both must beenterprised and overcome with answerable courage.

if this capsule history of our progress teaches us anything, it is that man, in his quest forknowledge and progress, is determined and cannot be deterred. the e_ploration of space willgo ahead, whether we join in it or not, and it is one of the great adventures of all time, and nonation which e_pects to be the leader of other nations can e_pect to stay behind in this race forspace.

those who came before us made certain that this country rode the first waves of the industrialrevolution, the first waves of modern invention, and the first wave of nuclear power, and thisgeneration does not intend to founder in the backwash of the coming age of space. we mean tobe a part of it--we mean to lead it. for the eyes of the world now look into space, to the moonand to the planets beyond, and we have vowed that we shall not see it governed by a hostileflag of conquest, but by a banner of freedom and peace. we have vowed that we shall not seespace filled with weapons of mass destruction, but with instruments of knowledge andunderstanding.

yet the vows of this nation can only be fulfilled if we in this nation are first, and, therefore, weintend to be first. in short, our leadership in science and industry, our hopes for peace andsecurity, our obligations to ourselves as well as others, all require us to make this effort, tosolve these mysteries, to solve them for the good of all men, and to become the world"sleading space-faring nation.

we set sail on this new sea because there is new knowledge to be gained, and new rights to bewon, and they must be won and used for the progress of all people. for space science, likenuclear science and all technology, has no conscience of its own. whether it will become aforce for good or ill depends on man, and only if the united states occupies a position of pre-eminence can we help decide whether this new ocean will be a sea of peace or a new terrifyingtheater of war. i do not say that we should or will go unprotected against the hostile misuse ofspace any more than we go unprotected against the hostile use of land or sea, but i do saythat space can be e_plored and mastered without feeding the fires of war, without repeating themistakes that man has made in e_tending his writ around this globe of ours.

there is no strife, no prejudice, no national conflict in outer space as yet. its hazards arehostile to us all. its conquest deserves the best of all mankind, and its opportunity forpeaceful cooperation many never come again. but why, some say, the moon? why choosethis as our goal? and they may well ask why climb the highest mountain? why, 35 years ago,fly the atlantic? why does rice play te_as?

we choose to go to the moon. we choose to go to the moon in this decade and do the otherthings, not because they are easy, but because they are hard, because that goal will serve toorganize and measure the best of our energies and skills, because that challenge is one thatwe are willing to accept, one we are unwilling to postpone, and one which we intend to win,and the others, too.

it is for these reasons that i regard the decision last year to shift our efforts in space from lowto high gear as among the most important decisions that will be made during my incumbencyin the office of the presidency.

in the last 24 hours we have seen facilities now being created for the greatest and mostcomple_ e_ploration in man"s history. we have felt the ground shake and the air shatteredby the testing of a saturn c-1 booster rocket, many times as powerful as the atlas whichlaunched john glenn, generating power equivalent to 10,000 automobiles with theiraccelerators on the floor. we have seen the site where five f-1 rocket engines, each one aspowerful as all eight engines of the saturn combined, will be clustered together to make theadvanced saturn missile, assembled in a new building to be built at cape canaveral as tall asa 48 story structure, as wide as a city block, and as long as two lengths of this field.

within these last 19 months at least 45 satellites have circled the earth. some 40 of them weremade in the united states of america and they were far more sophisticated and supplied farmore knowledge to the people of the world than those of the soviet union.

the mariner spacecraft now on its way to venus is the most intricate instrument in thehistory of space science. the accuracy of that shot is comparable to firing a missile fromcape canaveral and dropping it in this stadium between the 40-yard lines.

transit satellites are helping our ships at sea to steer a safer course. tiros satellites have givenus unprecedented warnings of hurricanes and storms, and will do the same for forest fires andicebergs.

we have had our failures, but so have others, even if they do not admit them. and they may beless public.

to be sure, we are behind, and will be behind for some time in manned flight. but we do notintend to stay behind, and in this decade, we shall make up and move ahead.

the growth of our science and education will be enriched by new knowledge of our universeand environment, by new techniques of learning and mapping and observation, by new toolsand computers for industry, medicine, the home as well as the school. technical institutions,such as rice, will reap the harvest of these gains.

and finally, the space effort itself, while still in its infancy, has already created a great numberof new companies, and tens of thousands of new jobs. space and related industries aregenerating new demands in investment and skilled personnel, and this city and this state, andthis region, will share greatly in this growth. what was once the furthest outpost on the oldfrontier of the west will be the furthest outpost on the new frontier of science and space.houston, your city of houston, with its manned spacecraft center, will become the heart of alarge scientific and engineering community. during the ne_t 5 years the national aeronauticsand space administration e_pects to double the number of scientists and engineers in this area,to increase its outlays for salaries and e_penses to $60 million a year; to invest some $200million in plant and laboratory facilities; and to direct or contract for new space efforts over $1billion from this center in this city.

to be sure, all this costs us all a good deal of money. this year"s space budget is three timeswhat it was in january 1961, and it is greater than the space budget of the previous eightyears combined. that budget now stands at $5,400 million a year--a staggering sum, thoughsomewhat less than we pay for cigarettes and cigars every year. space e_penditures will soonrise some more, from 40 cents per person per week to more than 50 cents a week for everyman, woman and child in the united states, for we have given this program a high nationalpriority--even though i realize that this is in some measure an act of faith and vision, for wedo not now know what benefits await us. but if i were to say, my fellow citizens, that we shallsend to the moon, 240,000 miles away from the control station in houston, a giant rocketmore than 300 feet tall, the length of this football field, made of new metal alloys, some ofwhich have not yet been invented, capable of standing heat and stresses several times morethan have ever been e_perienced, fitted together with a precision better than the finestwatch, carrying all the equipment needed for propulsion, guidance, control,communications, food and survival, on an untried mission, to an unknown celestial body, andthen return it safely to earth, re-entering the atmosphere at speeds of over 25,000 miles perhour, causing heat about half that of the temperature of the sun--almost as hot as it is heretoday--and do all this, and do it right, and do it first before this decade is out--then we mustbe bold.

i"m the one who is doing all the work, so we just want you to stay cool for a minute.

however, i think we"re going to do it, and i think that we must pay what needs to be paid. idon"t think we ought to waste any money, but i think we ought to do the job. and this will bedone in the decade of the si_ties. it may be done while some of you are still here at school atthis college and university. it will be done during the terms of office of some of the people whosit here on this platform. but it will be done. and it will be done before the end of thisdecade.

and i am delighted that this university is playing a part in putting a man on the moon as partof a great national effort of the united states of america.

many years ago the great british e_plorer george mallory, who was to die on mount everest, wasasked why did he want to climb it. he said, "because it is there."

well, space is there, and we"re going to climb it, and the moon and the planets are there, andnew hopes for knowledge and peace are there. and, therefore, as we set sail we ask god"sblessing on the most hazardous and dangerous and greatest adventure on which man hasever embarked.

thank you.

選擇英語演講稿模板2

閱讀小貼士：模板2共計(jì)3520個(gè)字，預(yù)計(jì)閱讀時(shí)長9分鐘。朗讀需要18分鐘，中速朗讀24分鐘，在莊重嚴(yán)肅場合朗讀需要32分鐘，有217位用戶喜歡。

knowing the consequences of choice

over the past spring festival, i got involved in a family dispute. right before i got home, four satellite channels of cctv were added to the 14 channels we had already had. in prime time at night, they all had interesting shows. therefore, the five of us-my parents, my sisters and i-had to argue over what to watch. finally, we agreed that we should watch the "most interesting" programme... if we

could agree what that was.

however, all of us there remember that for a long time after we had tv, there were only one or two channels available. the increase in options reveals an important change in our life: the abundance of choice.

fifteen years ago we all dressed in one style and in one colour. today, we select from a wide variety of designs and shades.

fifteen years ago, we read few newspapers. today, we read english newspapers like the china daily and the 21st century, as well as various chinese newspapers.

fifteen years ago, english majors took only courses in language and literature. today, we also study western culture, journalism, business communications, international relations, and computer science.

the emergence of choices marks the beginning of a new era in china"s history; an era of diversity, of material and cultural richness, and an era of the rebirth of the chinese nation.

we enjoy the abundance of choice. but this has not come easily.

about 150 years ago, china was forced to open up its door by western canons and gunboats. it has been through the struggle and sacrifice of generations that we finally have gained the opportunity to choose for ourselves. the policy of reform and openness is the choice that has made all the difference.

like others of my age, i"m too young to have e_perienced the time when the chinese people had no right to choose. however, as the ne_t century draws near, it is time to ask: what does choice really mean to us young people?

is choice a game that relies on chance or luck? is choice an empty promise that never materializes? or is choice a puzzle so difficult that we have to avoid it?

first, i would like to say: to choose means to claim opportunities.

i am a third-year english major. an important choice for me, of course, is what to do upon graduation. i can go to graduate school, at home or abroad. i can go to work as a teacher, a translator, a journalist, an editor and a diplomat. actually, the system of mutual selection has allowed me to approach almost every career opportunity in china.

indeed, this is not going to be an easy choice. i would love to work in such big cities as beijing or shanghai or shenzhen. i would also love to return to my hometown, which is intimate, though slightly lagging in development. i would love to stay in the coastal area where life is e_citing and fast-paced. i would also love to put down roots in central and western china, which is underdeveloped, but holds

great potential.

all of these sound good. but they are only possibilities. to those of us who are bewildered at the abundance of opportunities, i would like to say: to choose means to accept challenge.

to us young people, challenge often emerges in the form of competition. in the ne_t century, competition will not only come from other college graduates, but also from people of all ages and of all origins.

with increasing international e_changes, we have to face growing competition from the whole outside world. this is calling for a higher level of our personal development.

fifteen years ago, the knowledge of a foreign language or of computer operation was considered merely an advantage. but today, with wider educational opportunities, this same knowledge has become essential to everyone.

given this situation, even our smallest choices will require great wisdom and personal determination.

as we gain more initiative in choice making, the consequence of each choice also becomes more important.

nuclear power, for instance, may improve our quality of life. but it can also be used to damage the lives and possessions of millions.

economic development has enriched our lives but brought with it serious harm to our air, water and health.

to those of us who are blind to the consequences of their choices, i would like to say, to choose means to take responsibility. when we are making choices for ourselves, we cannot casually say: "it"s just my own business. " as policy makers of the ne_t century, we cannot fail to see our responsibility to those who share the earth with us.

the traditional chinese culture teaches us to study hard and work hard so as to honor our family. to me, however, this family is not just the five of us who quarreled over television programmes. rather, it is the whole of the human family. as i am making my choices, i will not forget the smile of my teacher when i correctly spelled out the word "china" for the first time, i will not forget the happy faces of the boys and girls we helped to send back to school in the mountains of jiang_i province. i will not forget the tearful eyes of women and children in bosnia, chechnya and somali, where millions are suffering from war, famine or poverty.

all these people, known and unknown, make up our big human family. at different points, they came into my life and broaden my perspective. now as i am to make choices for myself, it is time to make efforts to improve their lives, because a world will benefit us all only if every one in it can lead a peaceful and prosperous life.

選擇的重要性

去年春節(jié)期間，我陷入過一場家庭紛爭。在我回家之前，我們家的電視除了已有的14個(gè)頻道外又增加了四個(gè)衛(wèi)星頻道。晚上的黃金時(shí)間，每個(gè)頻道的節(jié)目都很精彩.結(jié)果，我們一家五口(父母，兩個(gè)姐姐和我)為了選臺(tái)而爭執(zhí)起來。最后，我們決定應(yīng)當(dāng)看"最有意思"的節(jié)目——如果我們?cè)谑裁词?最有意思"上可以認(rèn)同的話。

不過我們?nèi)记宄赜浀?，買了電視后的好長一段時(shí)間里，只有一兩個(gè)頻道可供選擇。電視頻道的增多反映出我們生活中的一個(gè)重大變化:選擇余地的擴(kuò)大。

15年前，我們身著同樣的款式，單一的色調(diào)。而如今，紛繁的花色和眾多的式樣讓我們挑得眼花繚亂。 15年前，英語專業(yè)的學(xué)生只能選語言與文學(xué)課程。而如今，我們還學(xué)習(xí)西方文化，新聞，商務(wù)，國際關(guān)系，甚至還有計(jì)算機(jī)課程。

選擇的涌現(xiàn)標(biāo)志著中國進(jìn)入了一個(gè)嶄新的時(shí)代，一個(gè)充滿多樣化的時(shí)代，一個(gè)物質(zhì)與精神都愈加豐富的時(shí)代，一個(gè)中華民族獲得新生的時(shí)代。

我們?yōu)檫x擇之多而歡呼雀躍，同時(shí)也深深地感到這一切來之不易。

一個(gè)半世紀(jì)之前，在西方大炮、戰(zhàn)艦的威通下，中國被迫打開了國門。經(jīng)過祖祖輩輩的抗?fàn)幣c犧牲，我們才最終贏得了當(dāng)家作主的機(jī)會(huì)。改革開放這個(gè)正確的抉擇使一切發(fā)生了翻天覆地的變化。

我和其他同齡人一樣，太年輕了、沒有經(jīng)歷過中國人喪失選擇權(quán)的歲月。但是，隨著下個(gè)世紀(jì)的腳步越走越近，我們是該們心自間了:選擇，對(duì)于我們青年一代，到底意味著什么?

選擇，是場靠僥幸來獲勝的游戲嗎?是句不用兌現(xiàn)的空話嗎?抑或是種讓人知難而退的困境?

首先，我認(rèn)為，選擇意味著抓住機(jī)遇。

我是英語專業(yè)三年級(jí)學(xué)生，我所面臨的一個(gè)重大選擇當(dāng)然是畢業(yè)后的去向。我可以攻讀碩士學(xué)位，或在國內(nèi)，或在國外。我可以走上工作崗位，做名教師，翻譯，記者，編輯或外交家.實(shí)際上，雙向選擇的體制在我面前鋪開了通向各行各業(yè)的大道。

說真的，這個(gè)選擇并不好做。我愿意在像北京、上海、深圳這樣的大都市里工作，我也盼著能回到雖不那么發(fā)達(dá)卻使我倍感親切的故鄉(xiāng)。我希望可以留在生活節(jié)奏快，令人興奮的沿海地帶，我也愿意扎根于廣炭的中西部地區(qū)，那里雖然條件艱苦，卻有極大的發(fā)展?jié)摿Α?/p>

所有這一切聽上去令人振奮，但它們畢竟只是可能性。有些人面對(duì)五花八門的選擇挑得眼花繚亂，我要告訴他們:選擇就意味著接受挑戰(zhàn)。

對(duì)于我們青年一代，挑戰(zhàn)常以竟?fàn)幍男问匠霈F(xiàn)。到下個(gè)世紀(jì)，競爭者將不僅只是其他大學(xué)畢業(yè)生，更有各行各業(yè)不同年齡層的人們。

隨著國際交流的不斷增多，我們得面對(duì)來自整個(gè)外部世界日益激烈的競爭，這就對(duì)我們個(gè)/、的發(fā)展提出了更高的要求。

15年前，懂門外語或會(huì)用計(jì)算機(jī)是個(gè)優(yōu)越條件。但今天，隨著受教育面的拓寬，以上的知識(shí)也成了每個(gè)人必備的條件。

在這種形勢下，即便最細(xì)小的選擇也要求我們具有極大的智慧和自主精神。

當(dāng)我們面對(duì)選擇不斷增強(qiáng)自己的主動(dòng)性時(shí)，每一次選擇的結(jié)果也同樣變得愈加重要。

比方說，核能可以提高人民的生活水平，可它同樣也能毀滅千百萬人的生命財(cái)產(chǎn)。

經(jīng)濟(jì)的發(fā)展使我們富裕起來，卻也給我們的空氣、水、健康帶來了嚴(yán)重危害。有些人對(duì)選擇的后果毫不在乎，我要對(duì)他們說:選擇還意味著承擔(dān)責(zé)任。我們替自己做選擇時(shí)，不能隨口一句"這不關(guān)別人的事"。作為下個(gè)世紀(jì)的決策者，我們必須承擔(dān)對(duì)和我們共同擁有這個(gè)地球的人們所負(fù)的責(zé)任。

傳統(tǒng)的中華文化教育我們，要勃奮學(xué)習(xí)，努力工作，以榮耀家門。然而我認(rèn)為，這個(gè)家門并不只指諸如我的那個(gè)爭看電視的五口小家。更確切地說，它指的是整個(gè)人類這個(gè)大家庭。當(dāng)我為自己的未來做出選擇時(shí)，我不會(huì)忘記自己第一次正確讀出"china"這個(gè)單詞時(shí)老師臉上的笑容。我也不會(huì)忘記在我們的幫助下重返校園的江西山區(qū)的孩子們興奮的臉龐。我更不會(huì)忘記飽受戰(zhàn)火、饑荒、貧困蹂蹦的波斯尼亞、車臣、索馬里，不會(huì)忘記那里成千上萬的婦女兒童淚水模糊的雙眼。

所有這些我認(rèn)識(shí)或不認(rèn)識(shí)的人們組成了人類這個(gè)大家庭。他們從不同的時(shí)空中走進(jìn)了我的生活，開拓了我的視野。現(xiàn)在，我將為自己做出抉擇，該是為使他們的生活變得美好而奮斗的時(shí)候了。因?yàn)橹挥挟?dāng)每個(gè)人都過上和平、富足的生活，世界才能成為大家的樂園.

選擇英語演講稿模板3

閱讀小貼士：模板3共計(jì)5022個(gè)字，預(yù)計(jì)閱讀時(shí)長13分鐘。朗讀需要26分鐘，中速朗讀34分鐘，在莊重嚴(yán)肅場合朗讀需要46分鐘，有195位用戶喜歡。

簡介：面對(duì)商場里五花八門的商品，你的選擇恐懼癥又犯了嗎? 美國哥倫比亞大學(xué)商學(xué)教授sheena iyengar研究如何讓你在做選擇時(shí)更容易。為了讓你的選擇省時(shí)省力，商家又會(huì)有哪些訣竅呢?

do you know how many choices you make in a typical day? do you know how many choices you make in typical week? i recently did a survey with over 2,000 americans, and the average number of choices that the typical american reports making is about 70 in a typical day. there was also recently a study done with ceos in which they followed ceos around for a whole week. and these scientists simply documented all the various tasks that these ceos engaged in and how much time they spent engaging in making decisions related to these tasks. and they found that the average ceo engaged in about 139 tasks in a week. each task was made up of many, many, many sub-choices of course. 50 percent of their decisions were made in nine minutes or less. only about 12 percent of the decisions did they make an hour or more of their time. think about your own choices. do you know how many choices make it into your nine minute category versus your one hour category? how well do you think you"re doing at managing those choices?

today i want to talk about one of the biggest modern day choosing problems that we have, which is the choice overload problem. i want to talk about the problem and some potential solutions. now as i talk about this problem, i"m going to have some questions for you and i"m going to want to know your answers. so when i ask you a question, since i"m blind, only raise your hand if you want to burn off some calories. (laughter) otherwise, when i ask you a question, and if your answer is yes, i"d like you to clap your hands. so for my first question for you today: are you guys ready to hear about the choice overload problem? (applause) thank you.

so when i was a graduate student at stanford university, i used to go to this very, very upscale grocery store; at least at that time it was truly upscale. it was a store called draeger"s. now this store, it was almost like going to an amusement park. they had 250 different kinds of mustards and vinegars and over 500 different kinds of fruits and vegetables and more than two dozen different kinds of bottled water -- and this was during a time when we actually used to drink tap water. i used to love going to this store, but on one occasion i asked myself, well how come you never buy anything? here"s their olive oil aisle. they had over 75 different kinds of olive oil, including those that were in a locked case that came from thousand-year-old olive trees.

so i one day decided to pay a visit to the manager, and i asked the manager, "is this model of offering people all this choice really working?" and he pointed to the busloads of tourists that would show up everyday, with cameras ready usually. we decided to do a little e_periment, and we picked jam for our e_periment. here"s their jam aisle. they had 348 different kinds of jam. we set up a little tasting booth right near the entrance of the store. we there put out si_ different flavors of jam or 24 different flavors of jam, and we looked at two things: first, in which case were people more likely to stop, sample some jam? more people stopped when there were 24, about 60 percent, than when there were si_, about 40 percent. the ne_t thing we looked at is in which case were people more likely to buy a jar of jam. now we see the opposite effect. of the people who stopped when there were 24, only three percent of them actually bought a jar of jam. of the people who stopped when there were si_, well now we saw that 30 percent of them actually bought a jar of jam. now if you do the math, people were at least si_ times more likely to buy a jar of jam if they encountered si_ than if they encountered 24.

now choosing not to buy a jar of jam is probably good for us -- at least it"s good for our waistlines -- but it turns out that this choice overload problem affects us even in very consequential decisions. we choose not to choose, even when it goes against our best self-interests. so now for the topic of today: financial savings. now i"m going to describe to you a study i did with gur huberman, emir kamenica, wei jang where we looked at the retirement savings decisions of nearly a million americans from about 650 plans all in the u.s. and what we looked at was whether the number of fund offerings available in a retirement savings plan, the 401(k) plan, does that affect people"s likelihood to save more for tomorrow. and what we found was that indeed there was a correlation. so in these plans, we had about 657 plans that ranged from offering people anywhere from two to 59 different fund offerings. and what we found was that, the more funds offered, indeed, there was less participation rate.

so if you look at the e_tremes, those plans that offered you two funds, participation rates were around in the mid-70s -- still not as high as we want it to be. in those plans that offered nearly 60 funds, participation rates have now dropped to about the 60th percentile. now it turns out that even if you do choose to participate when there are more choices present, even then, it has negative consequences. so for those people who did choose to participate, the more choices available, the more likely people were to completely avoid stocks or equity funds. the more choices available, the more likely they were to put all their money in pure money market accounts. now neither of these e_treme decisions are the kinds of decisions that any of us would recommend for people when you"re considering their future financial well-being.

well, over the past decade, we have observed three main negative consequences to offering people more and more choices. they"re more likely to delay choosing -- procrastinate even when it goes against their best self-interest. they"re more likely to make worse choices -- worse financial choices, medical choices. they"re more likely to choose things that make them less satisfied, even when they do objectively better. the main reason for this is because, we might enjoy gazing at those giant walls of mayonnaises, mustards, vinegars, jams, but we can"t actually do the math of comparing and contrasting and actually picking from that stunning display. so what i want to propose to you today are four simple techniques -- techniques that we have tested in one way or another in different research venues -- that you can easily apply in your businesses.

the first: cut. you"ve heard it said before, but it"s never been more true than today, that less is more. people are always upset when i say, "cut." they"re always worried they"re going to lose shelf space. but in fact, what we"re seeing more and more is that if you are willing to cut, get rid of those e_traneous redundant options, well there"s an increase in sales, there"s a lowering of costs, there is an improvement of the choosing e_perience. when proctor & gamble went from 26 different kinds of head & shoulders to 15, they saw an increase in sales by 10 percent. when the golden cat corporation got rid of their 10 worst-selling cat litter products, they saw an increase in profits by 87 percent -- a function of both increase in sales and lowering of costs. you know, the average grocery store today offers you 45,000 products. the typical walmart today offers you 100,000 products. but the ninth largest retailer, the ninth biggest retailer in the world today is aldi, and it offers you only 1,400 products -- one kind of canned tomato sauce.

now in the financial savings world, i think one of the best e_amples that has recently come out on how to best manage the choice offerings has actually been something that david laibson was heavily involved in designing, which was the program that they have at harvard. every single harvard employee is now automatically enrolled in a lifecycle fund. for those people who actually want to choose, they"re given 20 funds, not 300 or more funds. you know, often, people say, "i don"t know how to cut. they"re all important choices." and the first thing i do is i ask the employees, "tell me how these choices are different from one another. and if your employees can"t tell them apart, neither can your consumers."

now before we started our session this afternoon, i had a chat with gary. and gary said that he would be willing to offer people in this audience an all-e_penses-paid free vacation to the most beautiful road in the world. here"s a description of the road. and i"d like you to read it. and now i"ll give you a few seconds to read it and then i want you to clap your hands if you"re ready to take gary up on his offer. (light clapping) okay. anybody who"s ready to take him up on his offer. is that all? all right, let me show you some more about this. (laughter) you guys knew there was a trick, didn"t you. (honk) now who"s ready to go on this trip. (applause) (laughter) i think i might have actually heard more hands.

all right. now in fact, you had objectively more information the first time around than the second time around, but i would venture to guess that you felt that it was more real the second time around. because the pictures made it feel more real to you. which brings me to the second technique for handling the choice overload problem, which is concretization. that in order for people to understand the differences between the choices, they have to be able to understand the consequences associated with each choice, and that the consequences need to be felt in a vivid sort of way, in a very concrete way. why do people spend an average of 15 to 30 percent more when they use an atm card or a credit card as opposed to cash? because it doesn"t feel like real money. and it turns out that making it feel more concrete can actually be a very positive tool to use in getting people to save more.

so a study that i did with shlomo benartzi and alessandro previtero, we did a study with people at ing -- employees that are all working at ing -- and now these people were all in a session where they"re doing enrollment for their 401(k) plan. and during that session, we kept the session e_actly the way it used to be, but we added one little thing. the one little thing we added was we asked people to just think about all the positive things that would happen in your life if you saved more. by doing that simple thing, there was an increase in enrollment by 20 percent and there was an increase in the amount of people willing to save or the amount that they were willing to put down into their savings account by four percent.

the third technique: categorization. we can handle more categories than we can handle choices. so for e_ample, here"s a study we did in a magazine aisle. it turns out that in wegmans grocery stores up and down the northeast corridor, the magazine aisles range anywhere from 331 different kinds of magazines all the way up to 664. but you know what? if i show you 600 magazines and i divide them up into 10 categories, versus i show you 400 magazines and divide them up into 20 categories, you believe that i have given you more choice and a better choosing e_perience if i gave you the 400 than if i gave you the 600. because the categories tell me how to tell them apart.

here are two different jewelry displays. one is called "jazz" and the other one is called "swing." if you think the display on the left is swing and the display on the right is jazz, clap your hands. (light clapping) okay, there"s some. if you think the one on the left is jazz and the one on the right is swing, clap your hands. okay, a bit more. now it turns out you"re right. the one on the left is jazz and the one on the right is swing, but you know what? this is a highly useless categorization scheme. (laughter) the categories need to say something to the chooser, not the choice-maker. and you often see that problem when it comes down to those long lists of all these funds. who are they actually supposed to be informing?

my fourth technique: condition for comple_ity. it turns out we can actually handle a lot more information than we think we can, we"ve just got to take it a little easier. we have to gradually increase the comple_ity. i"m going to show you one e_ample of what i"m talking about. let"s take a very, very complicated decision: buying a car. here"s a german car manufacturer that gives you the opportunity to completely custom make your car. you"ve got to make 60 different decisions, completely make up your car. now these decisions vary in the number of choices that they offer per decision. car colors, e_terior car colors -- i"ve got 56 choices. engines, gearshift -- four choices. so now what i"m going to do is i"m going to vary the order in which these decisions appear. so half of the customers are going to go from high choice, 56 car colors, to low choice, four gearshifts. the other half of the customers are going to go from low choice, four gearshifts, to 56 car colors, high choice.

what am i going to look at? how engaged you are. if you keep hitting the default button per decision, that means you"re getting overwhelmed, that means i"m losing you. what you find is the people who go from high choice to low choice, they"re hitting that default button over and over and over again. we"re losing them. they go from low choice to high choice, they"re hanging in there. it"s the same information. it"s the same number of choices. the only thing that i have done is i have varied the order in which that information is presented. if i start you off easy, i learn how to choose. even though choosing gearshift doesn"t tell me anything about my preferences for interior decor, it still prepares me for how to choose. it also gets me e_cited about this big product that i"m putting together, so i"m more willing to be motivated to be engaged.

so let me recap. i have talked about four techniques for mitigating the problem of choice overload -- cut -- get rid of the e_traneous alternatives; concretize -- make it real; categorize -- we can handle more categories, less choices; condition for comple_ity. all of these techniques that i"m describing to you today are designed to help you manage your choices -- better for you, you can use them on yourself, better for the people that you are serving. because i believe that the key to getting the most from choice is to be choosy about choosing. and the more we"re able to be choosy about choosing the better we will be able to practice the art of choosing.

thank you very much.

(applause)

選擇英語演講稿模板4

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dear，

i am speaking not as a briton， not as a european， not as a member of a western democracy， but as a human being， a member of the species man， whose continued e_istence is in doubt。 the world is full of conflicts： jews and arabs; indians and pakistanis; white men and negroes in africa; and， overshadowing all minor conflicts， the titanic struggle between communism and anticommunism。

almost everybody who is politically conscious has strong feelings about one or more of these issues; but i want you， if you can， to set aside such feelings for the moment and consider yourself only as a member of a biological species which has had a remarkable history and whose disappearance none of us can desire。 i shall try to say no single word which should appeal to one group rather than to another。 all， equally， are in peril， and， if the peril is understood， there is hope that they may collectively avert it。 we have to learn to think in a new way。 we have to learn to ask ourselves not what steps can be taken to give military victory to whatever group we prefer， for there no longer are such steps。 the question we have to ask ourselves is： what steps can be taken to prevent a military contest of which the issue must be disastrous to all sides？

the general public， and even many men in positions of authority， have not realized what would be involved in a war with hydrogen bombs。 the general public still thinks in terms of the obliteration of cities。 it is understood that the new bombs are more powerful than the old and that， while one atomic bomb could obliterate hiroshima， one hydrogen bomb could obliterate the largest cities such as london， new york， and moscow。 no doubt in a hydrogen—bomb war great cities would be obliterated。 but this is one of the minor disasters that would have to be faced。 if everybody in london， new york， and moscow were e_terminated， the world might， in the course of a few centuries， recover from the blow。 but we now know， especially since the bikini test， that hydrogen bombs can gradually spread destruction over a much wider area than had been supposed。 it is stated on very good authority that a bomb can now be manufactured which will be 25，000 times as powerful as that which destroyed hiroshima。 such a bomb， if e_ploded near the ground or under water， sends radioactive particles into the upper air。 they sink gradually and reach the surface of the earth in the form of a deadly dust or rain。 it was this dust which infected the japanese fishermen and their catch of fish although they were outside what american e_perts believed to be the danger zone。 no one knows how widely such lethal radioactive particles might be diffused， but the best authorities are unanimous in saying that a war with hydrogen bombs is quite likely to put an end to the human race。 it is feared that if many hydrogen bombs are used there will be universal death — sudden only for a fortunate minority， but for the majority a slow torture of disease and disintegration。。。

here， then， is the problem which i present to you， stark and dreadful and inescapable： shall we put an end to the human race1 or shall mankind renounce war？ people will not face this alternative because it is so difficult to abolish war。 the abolition of war will demand distasteful limitations of national sovereignty。 but what perhaps impedes understanding of the situation more than anything else is that the term "mankind" feels vague and abstract。 people scarcely realize in imagination that the danger is to themselves and their children and their grandchildren， and not only to a dimly apprehended humanity" and so they hope that perhaps war may be allowed to continue provided modern weapons are prohibited。 i am afraid this hope is illusory。 whatever agreements not to use hydrogen bombs had been reached in time of peace， they would no longer be considered binding in time of war， and both sides would set to work to manufacture hydrogen bombs as soon as war broke out， for if one side manufactured the bombs and the other did not， the side that manufactured them would inevitably be victorious。。。

as geological time is reckoned， man has so far e_isted only for a very short period one million years at the most。 what he has achieved， especially during the last 6，000 years， is something utterly new in the history of the cosmos， so far at least as we are acquainted with it。 for countless ages the sun rose and set， the moon wa_ed and waned， the stars shone in the night， but it was only with the coming of man that these things were understood。 in the great world of astronomy and in the little world of the atom， man has unveiled secrets which might have been thought undiscoverable。 in art and literature and religion， some men have shown a sublimity of feeling which makes the species worth preserving。 is all this to end in trivial horror because so few are able to think of man rather than of this or that group of men？ is our race so destitute of wisdom， so incapable of impartial love， so blind even to the simplest dictates of self—preservation， that the last proof of its silly cleverness is to be the e_termination of all life on our planet？ — for it will be not only men who will perish， but also the animals， whom no one can accuse of communism or anticommunism。

i cannot believe that this is to be the end。 i would have men forget their quarrels for a moment and reflect that， if they will allow themselves to survive， there is every reason to e_pect the triumphs of the future to e_ceed immeasurably the triumphs of the past。 there lies before us， if we choose， continual progress in happiness， knowledge， and wisdom。 shall we， instead， choose death， because we cannot forget our quarrels？ i appeal， as a human being to human beings： remember your humanity， and forget the rest。 if you can do so， the way lies open to a new paradise; if you cannot， nothing lies before you but universal death。

選擇英語演講稿模板5

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面對(duì)困難的選擇，我們一開始就錯(cuò)了

演講者：ruth chang

think of a hard choice you"ll face in the near future. it might be between two careers--artist and accountant--or places to live--the city or the country--or even between two people to marry--you could marry betty or you could marry lolita. or it might be a choice about whether to have children, to have an ailing parent move in with you, to raise your child in a religion that your partner lives by but leaves you cold. or whether to donate your life savings to charity.

設(shè)想在不久的未來，你將面對(duì)一個(gè)艱難的決定。這也許是在兩份職業(yè)中做出一個(gè)選擇，藝術(shù)家還是會(huì)計(jì)師;也許是選擇居住的地方，城市還是鄉(xiāng)村;也許是在兩個(gè)人中選擇和誰結(jié)婚，betty 或者是lolita;抑或思考是否要孩子;是否讓年老體衰的父母跟你一起住;是否讓你的孩子信奉你配偶信仰的宗教，即便你會(huì)因自身不信奉而被冷落;又或者說，是否將畢生積儲(chǔ)捐贈(zèng)給慈善機(jī)構(gòu)。

chances are, the hard choice you thought of was something big, something momentous, something that matters to you. hard choices seem to be occasions for agonizing, hand-wringing, the gnashing of teeth. but i think we"ve misunderstood hard choices and the role they play in our lives. understanding hard choicesuncovers a hidden power each of us possesses.

有可能，你所思考的這些艱難抉擇都十分龐大，十分重要你也十分重視。每當(dāng)困難的選擇出現(xiàn)，他都會(huì)讓你感到痛苦、絕望，讓你咬牙切齒。但我認(rèn)為我們誤解了艱難抉擇的定義，更誤解了其在我們生活中扮演的角色。倘若能理解這些艱難決定，我們每個(gè)人便會(huì)發(fā)掘出一種隱藏的潛力。

what makes a choice hard is the way the alternatives relate. in any easy choice, one alternative is better than the other. in a hard choice, one alternative is better in some ways, the other alternative is better in other ways, and neither is better than the other overall. you agonize over whether to stay in your current job in the city or uproot your life for more challenging work in the country, because staying is better in some ways,moving is better in others, and neither is better than the other overall.

一個(gè)抉擇之所以難是由于選項(xiàng)之間相互關(guān)聯(lián)。任何簡單的抉擇中，總有一種選擇比另一種要好?？稍谄D難抉擇中，一種選擇在某些方面較好，另一種選擇在其他方面較好，二者各有千秋讓人無法定奪。你痛苦地糾結(jié)于應(yīng)該繼續(xù)呆在這座城市里干這份工作，還是改變一下你的生活方式到鄉(xiāng)村去接受更具挑戰(zhàn)性的工作，因?yàn)榱粝掠辛粝碌暮锰?，離開也有好處，兩種選擇各有千秋難以定奪。

we shouldn"t think that all hard choices are big. let"s say you"re deciding what to have for breakfast. you could have high fiber bran cereal or a chocolate donut. suppose what matters in the choice is tastiness and healthfulness. the cereal is better for you, the donut tastes way better, but neither is better than the other overall, a hard choice.

我們不應(yīng)該認(rèn)為所有的艱難抉擇都很龐大。打個(gè)比方，你正決定吃什么早餐。你可以吃高纖維全谷干麥片，或者吃巧克力甜甜圈。假設(shè)在此抉擇中的決定性因素是美味程度和健康程度。麥片對(duì)你身體好，甜甜圈卻好吃很多，但兩者都有自身優(yōu)勢，這就是一個(gè)艱難抉擇。

realizing that small choices can also be hard, may make big hard choices seem less intractable. after all, we manage to figure out what to have for breakfast, so maybe we can figure out whether to stay in the city or uproot for the new job in the country.

如果意識(shí)到小的選擇也可能會(huì)變得困難，那面對(duì)大的艱難抉擇時(shí)我們可能就不會(huì)覺得那么棘手了。畢竟，我們總能決定早餐吃什么，所以我們也許能夠想明白，究竟要留在市區(qū)，還是到鄉(xiāng)下接手新的工作。

we also shouldn"t think that hard choices are hard because we are stupid. when i graduated from college, i couldn"t decide between two careers, philosophy and law. i really loved philosophy. there are amazing things you can learn as a philosopher, and all from the comfort of an armchair. but i came from a modest immigrant family where my idea of lu_ury was having a pork tongue and jelly sandwich in my school lunchbo_, so the thought of spending my whole life sitting around in armchairs just thinking ... well, that struck me as the height of e_travagance and frivolity.

同時(shí)，我們也不應(yīng)該覺得，選擇之所以難是因?yàn)樽约汉苡薮?。在我剛大學(xué)畢業(yè)的時(shí)候，我無法從兩種職業(yè)中抉擇，哲學(xué)還是法律。我真心喜歡哲學(xué)，若能成為哲學(xué)家，便能學(xué)到很多驚奇的東西，而且舒舒服服地坐在椅子上就好。可我出生自一個(gè)樸實(shí)簡素的移民家庭，我對(duì)奢侈的概念，就是能在上學(xué)的午餐盒里找到一塊豬舌和一份果凍三明治。所以這種一輩子僅坐在椅子上思考的想法，其實(shí)，對(duì)我來說只是一種奢侈和輕浮的假象罷了。

so i got out my yellow pad, i drew a line down the middle, and i tried my best to think of the reasons for and against each alternative. i remember thinking to myself, if only i knew what my life in each career would be like. if only god or netfli_ would send me a dvd of my two possible future careers, i"d be set. i"d compare them side by side, i"d see that one was better, and the choice would be easy.

所以我拿出自己黃色筆記本，在中間劃了一條線，然后竭盡所能地寫出每種選擇的利與弊。當(dāng)時(shí)我就想：如果能知道選擇某種職業(yè)后我的人生會(huì)變成怎樣就好了。如果上帝或者網(wǎng)飛公司能送我一張dvd來向我描述這兩種充滿可能性的職業(yè)生涯，那我就能做出選擇了。我就能一一對(duì)比，看看哪種更好，這樣一來抉擇就簡單多了。

but i got no dvd, and because i couldn"t figure out which was better, i did what many of us do in hard choices: i took the safest option. fear of being an unemployed philosopher led me to become a lawyer, and as i discovered, lawyering didn"t quite fit. it wasn"t who i was.

但我沒有收到這種dvd，而且由于我實(shí)在想不出哪一種更優(yōu)，我就和大多數(shù)人一樣：選擇了最安全的一項(xiàng)。成為失業(yè)哲學(xué)家的恐懼，驅(qū)使我成了一名律師?？珊髞砦野l(fā)現(xiàn)，當(dāng)律師不大適合我，這不是真正的我。

so now i"m a philosopher, and i study hard choices, and i can tell you, that fear of the unknown, while a common motivational default in dealing with hard choices, rests on a misconception of them.

所以我現(xiàn)在是名哲學(xué)家，我鉆研艱難抉擇，我可以告訴大家，對(duì)未知產(chǎn)生恐懼是在進(jìn)行困難抉擇時(shí)的自然反應(yīng)，而這種恐懼來源于對(duì)艱難抉擇的誤解。

it"s a mistake to think that in hard choices, one alternative really is better than the other, but we"re too stupid to know which, and since we don"t know which, we might as well take the least risky option. even taking two alternatives side by side with full information, a choice can still be hard. hard choices are hard not because of us or our ignorance; they"re hard because there is no best option.

我們不應(yīng)該認(rèn)為，在艱難抉擇中某種選擇總會(huì)會(huì)比另一種好，可我們自身太愚蠢，所以無法辨別，那既然我們無法定奪，倒不如選風(fēng)險(xiǎn)最小的那項(xiàng)。就算你完全了解了兩種選項(xiàng)并將其一一對(duì)照，你仍然很難決定。選擇之所以難，不是因?yàn)槲覀儫o知;難的原因在于沒有最優(yōu)選項(xiàng)。

now, if there"s no best option, if the scales don"t tip in favor of one alternative over another, then surely the alternatives must be equally good. so maybe the right thing to say in hard choices is that they"re between equally good options. but that can"t be right. if alternatives are equally good, you should just flip a coin between them, and it seems a mistake to think, here"s how you should decide between careers, places to live, people to marry: flip a coin.

那么，如果沒有最佳項(xiàng)，如果衡量的天秤不會(huì)傾向于任何一方，那么任何選項(xiàng)都一定是好的。所以面對(duì)艱難抉擇，可能正確的思維方式，就是認(rèn)為選項(xiàng)雙方一樣好。這種想法肯定不對(duì)。如果選項(xiàng)都一樣好，那還不如直接拋硬幣算了，這樣就會(huì)產(chǎn)生思想誤區(qū)，讓你認(rèn)為自己選擇事業(yè)、住處、婚嫁時(shí)都拋硬幣選擇就好了。

there"s another reason for thinking that hard choices aren"t choices between equally good options. suppose you have a choice between two jobs: you could be an investment banker or a graphic artist. there are a variety of things that matter in such a choice, like the e_citement of the work, achieving financial security,having time to raise a family, and so on.

還有另外一個(gè)原因，使艱難選擇并非是在同等好的選項(xiàng)中抉擇。假設(shè)你要在兩份工作中挑選：你可以做投資銀行家，或做平面設(shè)計(jì)師。在這個(gè)選擇當(dāng)中有頗多決定性因素，譬如工作帶來的興奮程度、能獲得的經(jīng)濟(jì)保障、顧家時(shí)間等等。

maybe the artist"s career puts you on the cutting edge of new forms of pictorial e_pression. maybe the banking career puts you on the cutting edge of new forms of financial manipulation.

也許藝術(shù)家這個(gè)職業(yè)能讓你接觸最前沿的圖像表達(dá)技術(shù)?；蛟S當(dāng)銀行家你就能接觸最前端的金融操縱手段。你可以想象任何兩種你喜歡的職業(yè)，但兩者都不會(huì)比另一方好的。

imagine the two jobs however you like, so that neither is better than the other.now suppose we improve one of them, a bit. suppose the bank, wooing you, adds 500 dollars a month to your salary. does the e_tra money now make the banking job better than the artist one? not necessarily. a higher salary makes the banking job better than it was before, but it might not be enough to make being a banker better than being an artist.

現(xiàn)在，假設(shè)我們能稍微改進(jìn)其中的一方。假設(shè)一間銀行嘗試討好你，在你的月薪里增加500美元。這一筆額外的金錢會(huì)不會(huì)讓這份銀行家的工作優(yōu)于當(dāng)藝術(shù)家呢?說不準(zhǔn)。更高的薪酬讓銀行家的工作優(yōu)于以前，但額外薪水不一定足夠讓成為銀行家變得比成為藝術(shù)家好。

but if an improvement in one of the jobs doesn"t make it better than the other, then the two original jobs could not have been equally good. if you start with two things that are equally good, and you improve one of them, it now must be better than the other. that"s not the case with options in hard choices.

可如果對(duì)其中一種職業(yè)進(jìn)行改進(jìn)后結(jié)果并沒有讓一方優(yōu)于另一方，那么兩種選擇本身就不可能是一樣好。如果兩件事一開始都同等的好，當(dāng)你改進(jìn)了其中一件，那它就一定會(huì)優(yōu)于另一個(gè)。在艱難抉擇中并非如此。

so now we"ve got a puzzle. we"ve got two jobs. neither is better than the other, nor are they equally good.so how are we supposed to choose? something seems to have gone wrong here. maybe the choice itself is problematic, and comparison is impossible. but that can"t be right. it"s not like we"re trying to choose between two things that can"t be compared. we"re weighing the merits of two jobs, after all, not the merits of the number nine and a plate of fried eggs. a comparison of the overall merits of two jobs is something we can make, and one we often do make.

那么現(xiàn)在我們就有一個(gè)疑惑了。這兩份工作，沒有一方能完勝另一方，但又不是同等的好。究竟該怎么選擇呢? 貌似有些事情出錯(cuò)了?？赡苓x項(xiàng)的本身就存在問題，導(dǎo)致我們無法比較。但這也不對(duì)啊。我們并不是要在兩種不能被對(duì)比的事物間選擇。我們說到底是在衡量兩份工作的利弊，不是對(duì)比數(shù)字9和一盤煎雞蛋的好處。對(duì)比兩份工作的總體優(yōu)勢是我們能做到的，也是我們經(jīng)常做的事。

i think the puzzle arises because of an unreflective assumption we make about value. we unwittingly assume that values like justice, beauty, kindness, are akin to scientific quantities, like length, mass and weight. take any comparative question not involving value, such as which of two suitcases is heavier. there are only three possibilities.

我認(rèn)為疑惑產(chǎn)生的原因源于一種我們對(duì)價(jià)值的草率設(shè)想。我們不知不覺地認(rèn)為，諸如正義、美麗、善良的價(jià)值觀都與一些科學(xué)度量類似，都能被量度，譬如長度、質(zhì)量、重量。試想一個(gè)與價(jià)值觀毫不相關(guān)的比較，例如兩個(gè)行李箱中哪個(gè)更重。僅有三種可能性。

the weight of one is greater, lesser or equal to the weight of the other. properties like weight can be represented by real numbers -- one, two, three and so on -- and there are only three possible comparisons between any two real numbers. one number is greater, lesser, or equal to the other.not so with values.

其中一個(gè)的重量大于、小于或等于另一個(gè)。像重量這樣的性質(zhì)能夠用真實(shí)的數(shù)字來表達(dá)——1,2,3…… 而且在兩個(gè)數(shù)字間的比較中只有三種可能。一個(gè)數(shù)字大于、小于或等于另一個(gè)數(shù)字價(jià)值觀卻不是如此。

as post-enlightenment creatures, we tend to assume that scientific thinking holds the key to everything of importance in our world, but the world of value is different from the world of science. the stuff of the one world can be quantified by real numbers. the stuff of the other world can"t. we shouldn"t assume that the world of is, of lengths and weights, has the same structure as the world of ought, of what we should do.

作為后啟蒙時(shí)期的生物，我們總是設(shè)想科學(xué)思維可以解決世界上一切重要的問題，但價(jià)值觀的世界不同于科學(xué)的世界?？茖W(xué)界中，一切事物可被數(shù)字度量。可價(jià)值觀的世界中卻不能。我們不能認(rèn)為充斥著"是否"、"長度"和"重量"的數(shù)字世界與"該不該"和"該做什么"的價(jià)值世界有著同樣的架構(gòu)。

so if what matters to us -- a child"s delight, the love you have for your partner — can"t be represented by real numbers, then there"s no reason to believe that in choice, there are only three possibilities -- that one alternative is better, worse or equal to the other. we need to introduce a new, fourth relation beyond being better, worse or equal, that describes what"s going on in hard choices. i like to say that the alternatives are "on a par."

所以，如果我們覺得重要的東西，如：孩子的幸福、對(duì)另一半的愛，不能用數(shù)字來表示，那么我們就沒有理由相信，在抉擇過程中只有三種可能性：其中一選項(xiàng)總會(huì)優(yōu)于、劣于或等于另一項(xiàng)。我們需要一種全新的思考維度，第四種關(guān)系除了優(yōu)于、劣于和等于之外，第四種關(guān)系能描述艱難抉擇的運(yùn)行模式。我偏好把各選項(xiàng)看做 "等價(jià)"。

when alternatives are on a par, it may matter very much which you choose, but one alternative isn"t better than the other. rather, the alternatives are in the same neighborhood of value, in the same league of value, while at the same time being very different in kind of value. that"s why the choice is hard.

當(dāng)所有選項(xiàng)等價(jià)時(shí)，你的選擇就變得極為重要，但選項(xiàng)本身卻沒有哪個(gè)比其他的好。反之，所有的選擇項(xiàng)都有類似的價(jià)值，都處于同一種價(jià)值范疇當(dāng)中，但同時(shí)他們又具有不同的價(jià)值。這正是讓選擇變得困難的原因。

understanding hard choices in this way uncovers something about ourselves we didn"t know. each of us has the power to create reasons. imagine a world in which every choice you face is an easy choice, that is, there"s always a best alternative. if there"s a best alternative, then that"s the one you should choose,because part of being rational is doing the better thing rather than the worse thing, choosing what you have most reason to choose.

如此理解艱難抉擇，我們就會(huì)在自己身上發(fā)現(xiàn)一些意料之外的東西。我們每個(gè)人都有能力去創(chuàng)造理由。想象一下若在某個(gè)世界中你只需面對(duì)簡單抉擇，那么，永遠(yuǎn)都有最佳項(xiàng)。若有最佳項(xiàng)，你就應(yīng)該選它，因?yàn)楸３掷碇蔷鸵馕吨x好的不選壞的，選最合理的。

in such a world, we"d have most reason to wear black socks instead of pink socks,to eat cereal instead of donuts, to live in the city rather than the country, to marry betty instead of lolita. a world full of only easy choices would enslave us to reasons.

在這樣的世界里，我們有充足的理由去穿黑襪子而不穿粉色襪子，去吃干麥片不吃甜甜圈，去留在城市里不轉(zhuǎn)向鄉(xiāng)區(qū)，去娶betty而不娶lolita。充滿簡單抉擇的世界，會(huì)讓我們成為"原由"的奴隸。

when you think about it,it"s nuts to believe that the reasons given to you dictated that you had most reason to pursue the e_act hobbies you do, to live in the e_act house you do, to work at the e_act job you do. instead, you faced alternatives that were on a par -- hard choices -- and you made reasons for yourself to choose that hobby, that house and that job.

當(dāng)你這樣想，你會(huì)發(fā)現(xiàn)自己一定是瘋了才會(huì)相信擺在你面前的選擇會(huì)決定你追尋各種事物的理由，會(huì)決定你的愛好，讓你住現(xiàn)在的房子，讓你選現(xiàn)在的工作。事實(shí)上，當(dāng)你面對(duì)的是多個(gè)選擇，多個(gè)等價(jià)的選擇，困難的選擇，你會(huì)為自己制造理由來選擇這項(xiàng)愛好、這所房子和這份工作。

when alternatives are on a par, the reasons given to us, the ones that determine whether we"re making a mistake, are silent as to what to do. it"s here, in the space of hard choices, that we get to e_ercise our normative power -- the power to create reasons for yourself, to make yourself into the kind of person for whom country living is preferable to the urban life.

當(dāng)各選項(xiàng)等價(jià)時(shí)，我們面前的各種理性原由，這些讓我們分清對(duì)錯(cuò)的原由，都無法給予我們一個(gè)答案。唯有在這個(gè)有艱難抉擇的世界里，我們才能鍛煉自己的規(guī)范性力量，以創(chuàng)造自我的原由，讓自己變成心中想成為的人，一種更喜愛鄉(xiāng)村生活而不是城市生活的人。

when we choose between options that are on a par, we can do something really rather remarkable. we can put our very selves behind an option. here"s where i stand. here"s who i am, i am for banking. i am for chocolate donuts.

當(dāng)我們需要在等價(jià)選項(xiàng)間抉擇時(shí)，我們能做出一些十分了不起的事。我們能把自身放在一個(gè)選項(xiàng)之后。(說道)這就是我的選擇，這就是我。我選銀行業(yè)。我選巧克力甜甜圈。

this response in hard choices is a rational response, but it"s not dictated by reasons given to us. rather, it"s supported by reasons created by us. when we create reasons for ourselves to become this kind of person rather than that, we wholeheartedly become the people that we are. you might say that we become the authors of our own lives.

在艱難抉擇中，這種反應(yīng)是一種理性反應(yīng)，但卻不是由我們面前的各種原由所決定的。反而，這是由我們自己創(chuàng)造的理由所支撐起來的。當(dāng)我們?yōu)樽晕覄?chuàng)造原由去成為這種人而非那種人時(shí)，我們就打心底里完完全全地成就了真正的自己。你可以說，我們成了譜寫自我人生篇章的作者。

so when we face hard choices, we shouldn"t beat our head against a wall trying to figure out which alternative is better. there is no best alternative. instead of looking for reasons out there, we should be looking for reasons in here: who am i to be? you might decide to be a pink sock-wearing, cereal-loving, country-living banker, and i might decide to be a black sock-wearing, urban, donut-loving artist. what we do in hard choices is very much up to each of us.

所以當(dāng)面對(duì)艱難抉擇，不應(yīng)該拿腦袋撞墻絞盡腦汁地去想哪個(gè)選項(xiàng)更優(yōu)。最佳項(xiàng)并不存在。與其在外界苦命尋找理由，我們?cè)撏睦镎遥?我想成為什么樣的人?你可能會(huì)決定成為一個(gè)穿粉色襪子、愛好干麥片，還住在鄉(xiāng)村的銀行家。而我可能會(huì)決定成為一個(gè)穿黑襪子，住在城市里，喜歡吃甜甜圈的藝術(shù)家。面臨艱難抉擇時(shí)的反應(yīng)很大程度上取決于我們自己每個(gè)人。

now, people who don"t e_ercise their normative powers in hard choices are drifters. we all know people like that. i drifted into being a lawyer. i didn"t put my agency behind lawyering. i wasn"t for lawyering. drifters allow the world to write the story of their lives. they let mechanisms of reward and punishment -- pats on the head, fear, the easiness of an option -- to determine what they do. so the lesson of hard choices: reflect on what you can put your agency behind, on what you can be for, and through hard choices, become that person.

那些不鍛煉自己規(guī)范性力量的人會(huì)成為"漂流者"。我們都認(rèn)識(shí)那樣的人。我(被理性原由限定)"漂流"成了律師。我并沒有全身心投入到律師業(yè)務(wù)當(dāng)中。我不適合當(dāng)律師。漂流者允許這個(gè)世界譜寫他們的生命篇章(被拖著走)。他們讓獎(jiǎng)罰機(jī)制—— 鼓勵(lì)、畏懼、選擇的簡單性——來決定自己的道路。所以艱難抉擇教會(huì)我們要審視自己能把身心與精力放到何處，自己究竟追求什么，并通過困難抉擇來成為那種人。

far from being sources of agony and dread, hard choices are precious opportunities for us to celebrate what is special about the human condition, that the reasons that govern our choices as correct or incorrectsometimes run out, and it is here, in the space of hard choices, that we have the power to create reasons for ourselves to become the distinctive people that we are. and that"s why hard choices are not a curse but a godsend.

艱難抉擇不是痛苦和恐懼的來源，而是難得的機(jī)遇讓我們慶幸人類有如此特殊的選擇權(quán)利，慶幸有時(shí)候區(qū)分選擇正誤的理性原由會(huì)用盡，而且，慶幸有在這個(gè)具有艱難抉擇的世界里，我們有能力去為自己創(chuàng)造理由，去成為與眾不同的自己。這就是為什么，艱難抉擇不是一種詛咒，而是天賜之物。

thank you.(applause)

謝謝(掌聲)

你該如何面對(duì)艱難的選擇觀后感

演講臺(tái)上，當(dāng)別人激情澎湃、出口成章的時(shí)候，你是不是想過：我什么時(shí)候能成為這樣的人?

生活中，當(dāng)聽到別人在談?wù)撃衬晨忌狭四乃聘咝＃龅氖裁垂ぷ?，年薪多少的時(shí)候，你是不是想過：我什么時(shí)候能成為這樣的人?

當(dāng)你為此深夜輾轉(zhuǎn)反側(cè)、不能入眠的時(shí)候，有沒有反問過自己：我怎么樣才能成為那樣的人呢?

如何才能成為一個(gè)很厲害的人呢?

選擇自己愿意選擇的，即刻行動(dòng)，從工作核心區(qū)開始。

選擇自己愿意選擇的

做重大選擇時(shí)，應(yīng)該從終極問題出發(fā)，以人生最高目標(biāo)作為第一原則。ted上有個(gè)視頻叫：how to make hard choices，演講者是 ruth chang，她在里面提到做出選擇時(shí)，就是找出說服自己的理由，想想自己想成為怎樣的人，比較外界的因素，確實(shí)更為有效。有很多時(shí)候，選擇之所以艱難，就是因?yàn)槲覀儧]有想清楚自己到底想要的是什么，從自身找原因去做出選擇更有效。

借用哲學(xué)家朱莉安的一句話：只有尊重你放棄的選項(xiàng)，才能讓你選擇的選項(xiàng)變得更有價(jià)值。做選擇時(shí)就是進(jìn)行價(jià)值觀的衡量，應(yīng)該完全遵從自己的想法，選擇自己愿意選擇的選項(xiàng)。

在很多情況下，人們經(jīng)常會(huì)在一些選擇中面臨二選一，比如學(xué)生要畢業(yè)時(shí)會(huì)在考研還是去找工作之中做出決定，談戀愛時(shí)進(jìn)展到一定階段就會(huì)考慮應(yīng)該跟另一半結(jié)婚還是分手。當(dāng)你面臨兩個(gè)極端選擇時(shí)，第一步就是要學(xué)會(huì)不信任"是或否"式?jīng)Q定。你可能正在陷入了思維狹隘的誤區(qū)。需要跳出當(dāng)前的思維方式，試著去用不同的角度去考慮問題，比如可以去尋找兩個(gè)選擇之間的連接點(diǎn)把能力連接起來?用六頂思維帽來評(píng)估自己的誤區(qū)和其它可能，試著做出一些創(chuàng)造性的改造，總之，永遠(yuǎn)不要放棄尋找第三選項(xiàng)，因?yàn)樽詈玫倪x擇，往往來自在更高目標(biāo)指引下的我們的創(chuàng)造。

即使對(duì)一些重大選擇做出了錯(cuò)誤的決定，并也不代表你的人生就毀滅了，當(dāng)你把時(shí)間放到一生來看，人生就是一個(gè)不斷選擇再選擇的過程，等過上一段時(shí)間新的選擇也可能會(huì)顛覆原先那個(gè)關(guān)鍵的選擇，選擇本來也是可以被修正、被重塑的。不管你做了哪個(gè)選擇，你的某些東西或特質(zhì)是永遠(yuǎn)不會(huì)改變的，只要你能堅(jiān)持自己的目標(biāo)，雖然走的是另一條路但最終都會(huì)帶著你走向同一個(gè)目的地。

即刻行動(dòng)

微信上曾發(fā)起過一個(gè)活動(dòng)叫100天行動(dòng)。在100天內(nèi)聚焦一個(gè)目標(biāo)，每天堅(jiān)持下去，最終培養(yǎng)成習(xí)慣。這個(gè)活動(dòng)目前有數(shù)十萬人參加，其中一個(gè)最常見的現(xiàn)象就是有人在加入這個(gè)活動(dòng)時(shí)，經(jīng)?？紤]太多的問題，比如選擇練字做為目標(biāo)，然后就考慮應(yīng)該練什么字帖，選什么筆，安排在什么時(shí)間，總想等到所有條件都合適或自己完全準(zhǔn)備好才會(huì)開始，而一旦有這樣的想法基本上都會(huì)拖延很長時(shí)間沒有開始，當(dāng)你要去完成一件事的時(shí)候，并且不知道應(yīng)該如何去做，最好的辦法就直接開始去做。只要開始了第一步，就會(huì)有第二步、第三步。就象剛才提到的練字，只要開始寫上幾天字，然后定期做一些總結(jié)和回顧，慢慢的就能找到符合自己的方法并且堅(jiān)持下去。

在行動(dòng)之后總會(huì)遇到各種各樣問題，但只要問題開始細(xì)化之后，就比較容易去解決。但如果你總是想準(zhǔn)備好之后再去行動(dòng)，那么你永遠(yuǎn)無法完全準(zhǔn)備好。

從工作核心區(qū)開始

任務(wù)分解的"三明治模型"

一個(gè)任務(wù)可以象三明治一樣分解成不同的類型和區(qū)域，對(duì)于我們所面臨的任務(wù)來說，絕大多數(shù)任務(wù)都有一個(gè)至關(guān)重要、通常也是最棘手的部分，這個(gè)部分需要我們集中精力、非常專注地進(jìn)行思考，然后將其破解。一旦這個(gè)部分被完成，那么這個(gè)任務(wù)就已經(jīng)完成了大半，余下的就是一些支持性的、補(bǔ)充性的工作。

當(dāng)你面臨一個(gè)比較艱巨的任務(wù)的時(shí)候，直接把任務(wù)切片，找出工作的核心區(qū)，然后開始調(diào)整自己的狀態(tài)、安排時(shí)間、環(huán)境，可以使用番茄工作法，利用專注不受干擾的、能純粹跳脫出來思考的、能達(dá)至"心流"狀態(tài)把最關(guān)鍵的"核心區(qū)"搞定，這個(gè)任務(wù)會(huì)比較容易被攻克。

對(duì)不同認(rèn)知類型的工作分層處理

人的大腦在對(duì)不同認(rèn)知類型進(jìn)行切換時(shí)，需要重新進(jìn)行調(diào)整，如在寫書時(shí)可以分為文字、圖片、排版，如果按常規(guī)方式進(jìn)行，一邊文字一邊排版，然后遇到配圖的地方，在找圖，這樣的效率就很低，但你把任務(wù)按類型進(jìn)行分解分為文字、插圖和排版，寫文字的時(shí)候就一路往下寫，對(duì)于需要插圖的地方，只是記下位置標(biāo)記和特征要點(diǎn)，待到一整章寫完后，才返回去加上插圖。最后再排版，象使用ps處理圖片中的圖層一樣進(jìn)行分層操作，效率就很會(huì)提高很多。

在處理多項(xiàng)任務(wù)的場景中。比如你現(xiàn)在有兩個(gè)任務(wù)要做，一個(gè)是寫一個(gè) word 文檔，另一個(gè)是做一個(gè)ppt，常規(guī)的做法是先把其中一個(gè)做完再做另一個(gè)，或者其中一個(gè)先做。一部分再換到另一個(gè)。而圖層工作法可以這么做，把 word 任務(wù)分解為word 文字、 word 圖示、word 排版三部分，把 ppt 分解為 ppt 文字、ppt 圖示、ppt 排版三部分。然后將相同認(rèn)知類型的工作組合在一起，處理的效率就會(huì)大大加快。

"圖層工作法"是完成一個(gè)復(fù)雜作品或者復(fù)雜項(xiàng)目的基礎(chǔ)，甚至可能是最有效的戰(zhàn)術(shù)，而對(duì)于習(xí)慣于制作簡單作品的我們來說，它也是幫助我們邁向更高行動(dòng)能力的一架梯子。正如德國思想家本雅明所說："寫好散文要經(jīng)過三個(gè)臺(tái)階，一個(gè)是音樂的，這時(shí)它被構(gòu)思;一個(gè)是建筑的，這時(shí)它被搭建起來;最后一個(gè)是紡織的，這時(shí)它被織成。"

子曰：吾日三省吾身。要想成為一個(gè)很厲害的人，我們是不是也得經(jīng)常問問自己：是否選擇了自己愿意為之拼搏的選擇?選擇之后是否為之即刻付諸行動(dòng)?行動(dòng)是否張弛有度、條理分明?

選擇英語演講稿模板6

閱讀小貼士：模板6共計(jì)7665個(gè)字，預(yù)計(jì)閱讀時(shí)長20分鐘。朗讀需要39分鐘，中速朗讀52分鐘，在莊重嚴(yán)肅場合朗讀需要70分鐘，有236位用戶喜歡。

how to make hard choices

演講者：ruth chang

| 中英對(duì)照演講稿 |

同時(shí)，我們也不應(yīng)該覺得，選擇之所以難是因?yàn)樽约汉苡薮馈Ｔ谖覄偞髮W(xué)畢業(yè)的時(shí)候，我無法從兩種職業(yè)中抉擇，哲學(xué)還是法律。我真心喜歡哲學(xué)，若能成為哲學(xué)家，便能學(xué)到很多驚奇的東西，而且舒舒服服地坐在椅子上就好?？晌页錾砸粋€(gè)樸實(shí)簡素的移民家庭，我對(duì)奢侈的概念，就是能在上學(xué)的午餐盒里找到一塊豬舌和一份果凍三明治。所以這種一輩子僅坐在椅子上思考的想法，其實(shí)，對(duì)我來說只是一種奢侈和輕浮的假象罷了。

so now i"m a philosopher, and i study hard choices, and i can tell you, that fear of the unknown, while a common motivational default in dealing with hard choices, rests on a misconception of them.

maybe the artist"s career puts you on the cutting edge of new forms of pictorial e_pression. maybe the banking career puts you on the cutting edge of new forms of financial manipulation.

也許藝術(shù)家這個(gè)職業(yè)能讓你接觸最前沿的圖像表達(dá)技術(shù)。或許當(dāng)銀行家你就能接觸最前端的金融操縱手段。你可以想象任何兩種你喜歡的職業(yè)，但兩者都不會(huì)比另一方好的。

作為后啟蒙時(shí)期的生物，我們總是設(shè)想科學(xué)思維可以解決世界上一切重要的問題，但價(jià)值觀的世界不同于科學(xué)的世界?？茖W(xué)界中，一切事物可被數(shù)字度量?？蓛r(jià)值觀的世界中卻不能。我們不能認(rèn)為充斥著"是否"、"長度"和"重量"的數(shù)字世界與"該不該"和"該做什么"的價(jià)值世界有著同樣的架構(gòu)。