(完整版)TED英语演讲稿：如何让选择更容易
ted演讲稿(精心整理2)(两篇)
引言概述：TED（Technology,Entertnment,Design）是一项全球知名的演讲活动，旨在分享思想、激发创意和推动全球进步。
TED演讲稿成为了各行各业专家和领袖们分享想法的重要平台。
本文将精心整理TED演讲稿（精心整理2）的内容，探讨其中的亮点和启示。
正文内容：1.演讲主题的选择1.1演讲主题应具有吸引力和独特性。
1.2演讲主题应与听众关系密切。
1.3演讲主题要具有影响力和可行性。
2.引言部分的设计2.1引言应具有吸引力，引起观众兴趣。
2.2引言部分要简明扼要地介绍演讲主题和背景。
2.3引言部分应包含令人印象深刻的语句或故事。
3.主要内容的展开3.1主要内容应围绕演讲主题展开。
3.2主要内容应具有逻辑性和条理性。
3.3主要内容可以通过数据、案例和事实进行支持和论证。
4.结构和语言的运用4.1结构要清晰明了，使观众易于跟随。
4.2语言要简练准确，避免使用复杂的专业术语。
4.3语言要有感染力，能够引起观众共鸣。
5.思想启示和行动呼吁5.1思想启示要给观众带来新的视角和思考。
5.2思想启示要启发观众去做出积极的改变和努力。
5.3演讲结束前的行动呼吁要具有可行性和可操作性。
总结：演讲主题的选择要具有吸引力和独特性，与听众关系密切，并具有影响力和可行性。
引言部分的设计要引起观众兴趣，简明扼要地介绍演讲主题和背景，并包含令人印象深刻的语句或故事。
然后，主要内容的展开要围绕演讲主题展开，具有逻辑性和条理性，并通过数据、案例和事实进行支持和论证。
同时，结构要清晰明了，语言要简练准确，有感染力，思想启示要给观众带来新的视角和思考，启发他们去做出积极的改变和努力，演讲结束前的行动呼吁要具有可行性和可操作性。
TED演讲稿的核心价值在于连接人与人之间的思想，并启发他们去追求卓越和改变。
只有通过精心整理和设计，才能将这些思想真正传递给听众，激发他们的思考和行动。
希望本文的内容可以对你的TED演讲稿写作有所启发和指导。
TED演讲双语演讲稿：如何找到自己喜欢的工作？(精编word打印版)
TED演讲双语演讲稿：如何找到自己喜欢的工作？（精编word打印版）演讲时间：2015年10月讲者简介：Scott Dinsmore：企业家演讲简介：美国企业家斯科特·丁斯莫尔在离开了一份让人感觉度日如年的工作后，用了四年时间来思考怎样才能让人找到一份既快乐而又有意义的工作。
在这篇深入浅出的演讲中，他讲述了自己是如何寻找，又是如何开始一项重要事业的历程。
让我们一起跟着他来思考：什么工作是非你不可的，这才是你自己的价值所在！双语演讲稿Wow, what an honor. I always wondered what this would feel like.非常荣幸。
我一直很好奇这会是什么感觉。
So eight years ago, I got the worst career advice of my life.八年前，我听到一个有生以来最烂的职场建议。
I had a friend tell me,有个朋友跟我说，"Don't worry about how much you like the work you're doing now.“ 斯科特，别考虑你喜不喜欢现在的工作，It's all about just building your resume."重要的是简历上好看。
”And I'd just come back from living in Spain for a while,我那时候在西班牙住了一段时间，刚回来，and I'd joined this Fortune 500 company. I thought, "This is fantastic.进了一家财富500强公司。
我想，“真是太棒了，I'm going to have big impact on the world."我要做改变世界的大事情。
TED演讲选择越多,困惑越多 英文稿
I'm going to talk to you about some stuff that's in this book of mine that I hope will resonate with other things you've already heard, and I'll try to make some connections myself, in case you miss them. I want to start with what I call the "official dogma." The official dogma of what? The official dogma of all western industrial societies. And the official dogma runs like this: if we are interested in maximizing the welfare of our citizens, the way to do that is to maximize individual freedom. The reason for this is both that freedom is in and of itself good, valuable, worthwhile, essential to being human. And because if people have freedom, then each of us can act on our own to do the things that will maximize our welfare, and no one has to decide on our behalf. The way to maximize freedom is to maximize choice.The more choice people have, the more freedom they have, and the more freedom they have, the more welfare they have.This, I think, is so deeply embedded in the water supply that it wouldn't occur to anyone to question it. And it's also deeply embedded in our lives. I'll give you some examples of what modern progress has made possible for us. This is my supermarket. Not such a big one. I want to say just a word about salad dressing. 175 salad dressings in my supermarket, if you don't count the 10 different extra-virgin olive oils and 12 balsamic vinegars you could buy to make a very large number of your own salad dressings, in the off chance that none of the 175 the store has on offer suit you. So this is what the supermarket is like. And then you go to the consumer electronics store to set up a stereo system -- speakers, CD player, tape player, tuner, amplifier. And in this one single consumer electronics store, there are that many stereo systems. We can construct six and a half million different stereo systems out of the components that are on offer in one store.You've got to admit that's a lot of choice. In other domains -- the world of communications. There was a time, when I was a boy, when you could get any kind of telephone service you wanted, as long as it came from Ma Bell. You rented your phone. You didn't buy it. One consequence of that, by the way, is that the phone never broke. And those days are gone. We now have an almost unlimited variety of phones, especially in the world of cell phones. These are cell phones of the future. My favorite is the middle one -- the MP3 player, nose hair trimmer, and creme brulee torch. And if by some chance you haven't seen that in your store yet, you can rest assured that one day soon you will. And what this does is it leads people to walk into their stores asking this question. And do you know what the answer to this question now is? The answer is "No." It is not possible to buy a cell phone that doesn't do too much.So, in other aspects of life that are much more significant than buying things, The same explosion of choice is true. Health care -- it is no longer the case in the United States that you go to the doctor, and the doctor tells you what to do. Instead, you go to the doctor, and the doctor tells you, well, we could do A, or we could do B. A has these benefits, and these risks. B has these benefits, and these risks. What do you want to do? And you say, "Doc, what should I do?" And the doc says, A has these benefits and risks, and B has these benefits and risks. What do you want to do? And you say, "If you were me, Doc, what would you do?" And the doc says, "But I'm not you." And the result is -- we call it "patient autonomy," which makes it sound like a good thing. But what it really is is a shifting of the burden and the responsibility for decision-making from somebody whoknows something -- namely the doctor -- to somebody who knows nothing and is almost certainly sick and thus not in the best shape to be making decisions -- namely the patient.There's enormous marketing of prescription drugs to people like you and me, which, if you think about it, makes no sense at all, since we can't buy them. Why do they market to us if we can't buy them? The answer is that they expect us to call our doctors the next morning and ask prescriptions to be changed. Something as dramatic as our identity has now become a matter of choice, as this slide is meant to indicate. We don't inherit an identity, we get to invent it. And we get to re-invent ourselves as often as we like. And that means that every day when you wake up in the morning, you have to decide what kind of person you want to be. With respect to marriage and family, there was a time when the default assumption that almost everyone had is that you got married as soon as you could, and then you started having kids as soon as you could. The only real choice was who, not when, and not what you did after.Nowadays, everything is very much up for grabs. I teach wonderfully intelligent students, and I assign 20 percent less work than I used to. And it's not because they're less smart, and it's not because they're less diligent. It's because they are preoccupied, asking themselves, "Should I get married or not? Should I get married now? Should I get married later? Should I have kids first, or a career first?" All of these are consuming questions. And they're going to answer these questions, whether or not it means not doing all the work I assign and not getting a good grade in my courses. And indeed they should. These are important questions to answer. Work -- we are blessed, as Carl was pointing out, with the technology that enables us to work every minute of every day from any place on the planet -- except the Randolph Hotel.(Laughter)There is one corner, by the way, that I'm not going to tell anybody about, where the WiFi works. I'm not telling you about it because I want to use it. So what this means, this incredible freedom of choice we have with respect to work, is that we have to make a decision, again and again and again, about whether we should or shouldn't be working. We can go to watch our kid play soccer, and we have our cell phone on one hip, and our Blackberry on our other hip, and our laptop, presumably, on our laps. And even if they're all shut off, every minute that we're watching our kid mutilate a soccer game, we are also asking ourselves, "Should I answer this cell phone call? Should I respond to this email? Should I draft this letter?" And even if the answer to the question is "no," it's certainly going to make the experience of your kid's soccer game very different than it would've been. So everywhere we look, big things and small things, material things and lifestyle things, life is a matter of choice. And the world we used to live in looked like this. That is to say, there were some choices, but not everything was a matter of choice. And the world we now live in looks like this. And the question is, is this good news, or bad news? And the answer is yes.(Laughter)We all know what's good about it, so I'm going to talk about what's bad about it. All of this choice has two effects, two negative effects on people. One effect, paradoxically, is that it producesparalysis, rather than liberation. With so many options to choose from, people find it very difficult to choose at all. I'll give you one very dramatic example of this, a study that was done of investments in voluntary retirement plans. A colleague of mine got access to investment records from Vanguard, the gigantic mutual fund company of about a million employees and about 2,000 different workplaces. And what she found is that for every 10 mutual funds the employer offered, rate of participation went down two percent. You offer 50 funds -- 10 percent fewer employees participate than if you only offer five. Why? Because with 50 funds to choose from, it's so damn hard to decide which fund to choose that you'll just put it off until tomorrow. And then tomorrow, and then tomorrow, and tomorrow, and tomorrow, and of course tomorrow never comes. Understand that not only does this mean that people are going to have to eat dog food when they retire because they don't have enough money to put away, it also means that making the decision is so hard that they pass up significant matching money from the employer. By not participating, they are passing up as much as 5,000 dollars a year from the employer, who would happily match their contribution. So paralysis is a consequence of having too many choices. And I think it makes the world look like this.(Laughter)You really want to get the decision right if it's for all eternity, right? You don't want to pick the wrong mutual fund, or even the wrong salad dressing. So that's one effect. The second effect is that even if we manage to overcome the paralysis and make a choice, we end up less satisfied with the result of the choice than we would be if we had fewer options to choose from. And there are several reasons for this. One of them is that with a lot of different salad dressings to choose from, if you buy one, and it's not perfect -- and, you know, what salad dressing is? It's easy to imagine that you could have made a different choice that would have been better. And what happens is this imagined alternative induces you to regret the decision you made, and this regret subtracts from the satisfaction you get out of the decision you made, even if it was a good decision. The more options there are, the easier it is to regret anything at all that is disappointing about the option that you chose.Second, what economists call opportunity costs. Dan Gilbert made a big point this morning of talking about how much the way in which we value things depends on what we compare them to. Well, when there are lots of alternatives to consider, it is easy to imagine the attractive features of alternatives that you reject, that make you less satisfied with the alternative that you've chosen. Here's an example. For those of you who aren't New Yorkers, I apologize.(Laughter)But here's what you're supposed to be thinking. Here's this couple on the Hamptons. V ery expensive real estate. Gorgeous beach. Beautiful day. They have it all to themselves. What could be better? "Well, damn it," this guy is thinking, "It's August. Everybody in my Manhattan neighborhood is away. I could be parking right in front of my building." And he spends two weeks nagged by the idea that he is missing the opportunity, day after day, to have a great parking space. Opportunity costs subtract from the satisfaction we get out of what we choose, even when whatwe choose is terrific. And the more options there are to consider, the more attractive features of these options are going to be reflected by us as opportunity costs. Here's another example. Now this cartoon makes a lot of points. It makes points about living in the moment as well, and probably about doing things slowly. But one point it makes is that whenever you're choosing one thing, you're choosing not to do other things. And those other things may have lots of attractive features, and it's going to make what you're doing less attractive.Third: escalation of expectations. This hit me when I went to replace my jeans. I wear jeans almost all the time. And there was a time when jeans came in one flavor, and you bought them, and they fit like crap, and they were incredibly uncomfortable, and if you wore them long enough and washed them enough times, they started to feel OK. So I went to replace my jeans after years and years of wearing these old ones, and I said, "You know, I want a pair of jeans, here's my size." And the shopkeeper said, "Do you want slim fit, easy fit, relaxed fit? You want button fly or zipper fly? You want stonewashed or acid washed? Do you want them distressed? You want boot cut, you want tapered, blah blah blah ..." On and on he went. My jaw dropped, and after I recovered, I said, "I want the kind that used to be the only kind."(Laughter)He had no idea what that was, so I spent an hour trying on all these damn jeans, and I walked out of the store -- truth be told -- with the best fitting jeans I had ever had. I did better. All this choice made it possible for me to do better. But I felt worse. Why? I wrote a whole book to try and explain this to myself. The reason I felt worse is that, with all of these options available, my expectations about how good a pair of jeans should be went up. I had very low expectations. I had no particular expectations when they only came in one flavor. When they came in 100 flavors, damn it, one of them should've been perfect. And what I got was good, but it wasn't perfect. And so I compared what I got to what I expected, and what I got was disappointing in comparison to what I expected. Adding options to people's lives can't help but increase the expectations people have about how good those options will be. And what that's going to produce is less satisfaction with results, even when they're good results. Nobody in the world of marketing knows this. Because if they did, you wouldn't all know what this was about. The truth is more like this.(Laughter)The reason that everything was better back when everything was worse is that when everything was worse, it was actually possible for people to have experiences that were a pleasant surprise. Nowadays, the world we live in -- we affluent, industrialized citizens, with perfection the expectation -- the best you can ever hope for is that stuff is as good as you expect it to be. You will never be pleasantly surprised because your expectations, my expectations, have gone through the roof. The secret to happiness -- this is what you all came for -- the secret to happiness is low expectations.(Laughter)(Applause)I want to say -- just a little autobiographical moment -- that I actually am married to a wife, and she's really quite wonderful. I couldn't have done better. I didn't settle. But settling isn't always such a bad thing. Finally, one consequence of buying a bad-fitting pair of jeans when there is only one kind to buy is that when you are dissatisfied, and you ask why, who's responsible, the answer is clear. The world is responsible. What could you do? When there are hundreds of different styles of jeans available, and you buy one that is disappointing, and you ask why, who's responsible? It is equally clear that the answer to the question is you. You could have done better. With a hundred different kinds of jeans on display, there is no excuse for failure. And so when people make decisions, and even though the results of the decisions are good, they feel disappointed about them, they blame themselves.Clinical depression has exploded in the industrial world in the last generation. I believe a significant -- not the only, but a significant contributor to this explosion of depression, and also suicide, is that people have experiences that are disappointing because their standards are so high. And then when they have to explain these experiences to themselves, they think they're at fault. And so the net result is that we do better in general, objectively, and we feel worse. So let me remind you. This is the official dogma, the one that we all take to be true, and it's all false. It is not true. There's no question that some choice is better than none, but it doesn't follow from that that more choice is better than some choice. There's some magical amount. I don't know what it is. I'm pretty confident that we have long since passed the point where options improve our welfare.Now, as a policy matter -- I'm almost done -- as a policy matter, the thing to think about is this. What enables all of this choice in industrial societies is material affluence. There are lots of places in the world, and we have heard about several of them, where their problem is not that they have too much choice. Their problem is that they have too little. So the stuff I'm talking about is the peculiar problem of modern, affluent, Western societies. And what is so frustrating and infuriating is this: Steve Levitt talked to you yesterday about how these expensive and difficult to install child seats don't help. It's a waste of money. What I'm telling you is that these expensive, complicated choices -- it's not simply that they don't help. They actually hurt. They actually make us worse off.If some of what enables people in our societies to make all of the choices we make were shifted to societies in which people have too few options, not only would those people's lives be improved, but ours would be improved also. This is what economists call a Pareto-improving move. Income redistribution will make everyone better off -- not just poor people -- because of how all this excess choice plagues us. So to conclude. You're supposed to read this cartoon, and, being a sophisticated person, say, "Ah! What does this fish know? You know nothing is possible in this fishbowl." Impoverished imagination, a myopic view of the world -- and that's the way I read it at first. The more I thought about it, however, the more I came to the view that this fish knows something. Because the truth of the matter is that if you shatter the fishbowl so that everything is possible, you don't have freedom. You have paralysis. If you shatter this fishbowl so that everything is possible, you decrease satisfaction. You increase paralysis, and you decrease satisfaction. Everybody needs a fishbowl. This one is almost certainly too limited -- perhaps evenfor the fish, certainly for us. But the absence of some metaphorical fishbowl is a recipe for misery, and, I suspect, disaster. Thank you very much.(Applause)。
TED英语演讲稿：如何让选择更容易_英语演讲稿_
TED英语演讲稿：如何让选择更容易简介：面对商场里五花八门的商品，你的选择恐惧症又犯了吗? 美国哥伦比亚大学商学教授sheena iyengar研究如何让你在做选择时更容易。
为了让你的选择省时省力，商家又会有哪些诀窍呢?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 experiment, and we picked jam for our experiment. 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 six 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 six, about 40 percent. the next 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 thepeople who stopped when there were six, 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 six times more likely to buy a jar of jam if they encountered six 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 extremes, 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 moneyin pure money market accounts. now neither of these extreme 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 extraneous redundant options, well there's an increase in sales, there's a lowering of costs, there is an improvement of the choosing experience. 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 examples 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-expenses-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 informationthe 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 exactly 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 example, 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 magazineaisles 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 experience 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 complexity. 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 complexity. i'm going to show you one example 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, exterior car colors -- i've got 56 choices. engines, gearshift -- four choices. so now what i'mgoing 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 excited 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 extraneous alternatives; concretize -- make it real; categorize -- we can handle more categories, less choices; condition for complexity. 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)。
关于选择的英语演讲稿三篇
关于选择的英语演讲稿三篇演讲稿一：The Power of ChoiceGood morning, ladies and gentlemen. Today, I want to talk to you about the power of choice.We make choices every day, from the moment we wake up to the moment we go to bed. Some choices are small and seemingly insignificant, like what to eat for breakfast or what clothes to wear. Other choices are more significant, like what career path to pursue or who to spend our time with.The power of choice lies in the fact that it gives us the ability to shape our own lives. Every choice we make has the potential to change the course of our future. Whether it’s choosing to take a risk and pursue a new opportunity, or choosing to stay in our comfort zone, our choices have a direct impact on the direction our lives take.But sometimes, the power of choice can be overwhelming. With so many options and decisions to make, it can be difficult to know which path to take. We may feel paralyzed by the fear of making the wrong choice, or we may feel pressured by the expectations of others. In these moments, it’s important to remember that we have the power to choose how we respond to these challenges. We can choose to embrace the uncertainty and take a leap of faith, or we can choose to seek guidance and support from those around us.Ultimately, the power of choice is a reminder that we have the ability to create the life we want for ourselves. We may not always have control over the circumstances we find ourselves in, but we always have the power to choose how we respond to thosecircumstances. By embracing this power, we can take control ofour own destinies and create a life that is meaningful and fulfilling. So I urge you all to embrace the power of choice. Take the time to reflect on the choices you make and the impact they have on your life. And remember that no matter what challenges you may face, you always have the power to choose how you respond. Thank you.演讲稿二：The Art of Decision MakingGood afternoon, everyone. Today, I want to talk to you about theart of decision making.We are faced with decisions every day, both big and small. From choosing what to eat for lunch to deciding on a career path, the decisions we make have a direct impact on our lives. But often, the process of making decisions can be daunting and overwhelming. We may feel paralyzed by the fear of making the wrong choice or unsure of where to even begin.But the truth is, decision making is an art that can be mastered. It’s about more than just weighing the pros and cons or following our instincts. It’s about understanding our values, priorities, and goals, and using them as a guide to make choices that align withour true selves.One key aspect of mastering the art of decision making is learningto trust ourselves. We are often bombarded with outside opinions and expectations, which can cloud our judgment and lead us astray. But by learning to trust our instincts and intuition, we can make decisions that are true to who we are and what we want for ourselves.Another important aspect of decision making is being open to new possibilities. Sometimes, the best choices are not the most obvious ones. By being open to new ideas and perspectives, we can expand our options and make decisions that are truly in our best interest.Finally, the art of decision making is about taking ownership of our choices. It’s about recognizing that we have the power to shape our own destinies and create the lives we want for ourselves. By taking responsibility for our decisions, we can learn from our mistakes and grow as individuals.So I urge you all to embrace the art of decision making. Take the time to reflect on the choices you make and the impact they have on your life. And remember that no matter what challenges you may face, you always have the power to choose how you respond. Thank you.演讲稿三：The Freedom of ChoiceGood evening, everyone. Today, I want to talk to you about the freedom of choice.We live in a world where we are constantly bombarded with choices. From the products we buy to the people we surround ourselves with, we are faced with an endless array of options every day. But with this freedom of choice comes a great responsibility. We have the power to shape our own destinies, but we must also be mindful of the impact our choices have on ourselves and those around us.The freedom of choice is a privilege that not everyone in the world has. Many people are denied the basic rights and freedoms that we often take for granted. But with this privilege comes theresponsibility to use it wisely. We must use our freedom of choice to create a world that is just, inclusive, and equitable for all.But sometimes, the freedom of choice can be overwhelming. We may feel paralyzed by the sheer number of options available to us, or we may feel pressured by the expectations of others. In these moments, it’s important to remember that we have the power to choose how we respond to these challenges. We can choose to embrace the uncertainty and take a leap of faith, or we can choose to seek guidance and support from those around us.Ultimately, the freedom of choice is a reminder that we have the ability to create the life we want for ourselves. We may not always have control over the circumstances we find ourselves in, but we always have the power to choose how we respond to those circumstances. By embracing this power, we can take control of our own destinies and create a life that is meaningful and fulfilling. So I urge you all to embrace the freedom of choice. Take the time to reflect on the choices you make and the impact they have on your life. And remember that no matter what challenges you may face, you always have the power to choose how you respond. Thank you.。
ted 英语演讲稿
TED英语演讲稿演讲者介绍大家好，我是今天的演讲者。
我很荣幸能够站在这个舞台上与大家分享我的观点和经验。
我是一个热衷于学习与探索的人，特别喜欢听一些TED英语演讲。
这些演讲给我带来了很多启发和思考，也帮助我在英语学习中取得了进步。
因此，我今天想要与大家分享一些TED英语演讲的魅力和学习方法。
TED英语演讲的魅力TED英语演讲是一种以简短而精彩的演讲形式，涵盖了许多不同的主题，从科学、技术到艺术、社会问题等等。
这些演讲者通常都是在自己的领域里非常有造诣的专家，他们的演讲内容既丰富又有深度。
通过这些演讲，我们可以了解到最前沿的科技发展、社会问题的热点话题等等。
而且，TED英语演讲的另一个特点是用简练明了的语言来表达复杂的内容。
演讲者经过深思熟虑，通过简单的话语来传达深刻的思想。
这使得这些演讲不仅适合英语母语人士观看，也同样适合非英语母语者学习英语。
这种简洁明了的语言风格不仅有助于提高我们的英语表达能力，同时也让我们更容易理解和吸收演讲内容。
此外，TED英语演讲还通过精心设计的演讲技巧和表达方式将内容生动而有趣地呈现给观众。
演讲者不仅直接面对观众，还会结合幻灯片、视频等多媒体元素来增强演讲的效果。
这些技巧不仅让演讲内容更加生动有趣，也可以激发观众的思考和参与感。
学习TED英语演讲的方法接下来，我想和大家分享一些学习TED英语演讲的方法，希望对大家有所帮助。
1. 选择合适的演讲主题首先，我们可以根据自己的兴趣和需求选择合适的TED英语演讲主题。
有时候，我们可以选择一些熟悉的主题，这样我们可以更容易地理解演讲内容。
而有时候，我们也可以选择一些新颖的主题，挑战自己的思维和理解能力。
通过不同主题的选择，我们可以拓宽自己的知识面，提高自己的英语水平。
2. 多听多读其次，我们可以通过多听多读的方式来学习和掌握TED英语演讲。
我们可以选择一些我们感兴趣的演讲，先通过听的方式来理解和领悟演讲内容，然后再通过阅读演讲稿来更加深入地理解和记忆演讲的详细内容。
TED演讲双语演讲稿：做出正确决策的三个关键(精编word打印版)
TED演讲双语演讲稿：做出正确决策的三个关键（精编word打印版）演讲时间：2018年10月讲者简介：Tom Griffiths：认知学家演讲简介：做决定是让人头疼的事，认知学家Tom Griffiths认为，我们可以从计算机运算那里学到一些解决问题的逻辑，不论是决定晚上吃什么还是该买怎样的房子，这些技巧都能让我们做出更好的决策。
双语演讲稿If there's one city in the world where it's hard to find a place to buy or rent, it's Sydney. And if you've tried to find a home here recently, you're familiar with the problem. Every time you walk into an open house, you get some information about what's out there and what's on the market, but every time you walk out, you're running the risk of the very best place passing you by. So how do you know when to switch from looking to being ready to make an offer?如果世界上有个城市很难买房或者租房，它就是悉尼。
如果你最近在找地方安家，你一定对此深有感触。
每次你走进一个对公众开放的待售房，就会了解到市场上相关的信息，但每次你从房子里走出去，就冒着错过最好房子的风险。
那么你怎么知道何时从单纯的寻找，转向准备出手呢？This is such a cruel and familiar problem that it might come as a surprise that it hasa simple solution. 37 percent.这个如此残酷和熟悉的问题却可能有个让人惊讶的简单解决方案。
关于选择的英文演讲稿范文
关于选择的英文演讲稿范文Life is a choice, everybodys different choices and will have a different life. A kind of choice is a life-style, a choice to change back into many kinds of experience. People have many times choice, but choose after they wont start all over again, even can choose then choose from.Only when a person lifetime, is to choose the enriched life is choose to live a life is different, choose let me become a kind of person, is choice makes me feel suantiankula. I should cherish own choice, life only have once, I will make my life belongs to myself, not my life, others choice! Life is a choice, everybodys different choices and will have a different life. A kind of choice is a life-style, a choice to change back into many kinds of experience. People have many times choice, but choose after they wont start all over again, even can choose then choose from.关于选择的英文演讲稿范文2Without exception,everyone has to make choices in life,whether they concern school,career,or love.While some choices are simple,one cannot avoid the task of making difficult decisions.Choices are often directly related to ones happiness.University students,for example,face a hard and crucial decision upon graduating.Many students have difficulty deciding whether to continue studying or begin developing a career.Every individual is different,and one must take the factors of ones personal life into consideration.In addition to an awareness of specific circumstances,however,making the right choice also depends on correct appraisal of oneself.In order to choose correctly,therefore,one must be both realistic and self aware.Furthermore,once having made a decision,one should seriously accept and pursue the path one has chosen,and strive towards the realization of ones goal with spirit. 关于选择的英文演讲稿范文3In daily life we are often faced with choices.More often than not,we have to make cardinal decisions indepentently.This moment is very important for everyone to go through.In order to make a decision that we will not regret,we should bear these two principles in mind:thinking before acting,and never missing any opportunities that arise.On one hand,we should have an apparent,objective judgment about ourselves while maintaining aclear idea about the world around us.On the other hand,we should also think about opportunity.Many people may not quite agree with this and think that opportunity is so rare that only the luckiest people come across it.However,opportunity is open to everyone and one should make good use of it when confronted with it.One should take advantage of it just like the proverb states:“Opportunities are only from the prepared minds.”So when one is faced with choices the next time,remember that using the mind and taking advantage of good opportunities will pave the way to success.关于选择的英文演讲稿范文4Occupation choice is a personal for their employment type,direction is selected and confirmed.It is the people enter the real social life domain important behavior,life is a critical link. Through the choice of occupation,is beneficial to people and labor post better,make the person goes into social labor post. Occupation choice is the important content of human socialization,it is advantageous to socialization and implementation.Through the choice of occupation,is beneficial to obtain biggereconomic benefits.Through the choice of occupation,can achieve the social benefit. First of all,in the occupation planners professional guidance,scientific system about ourselves.Again,combination of consulting work experience,education degree,disposition,intelligence,physical condition,social resources and other factors,to determine the next step or the next few steps how to get the occupation,A personal career proper or not is related to his future.To understand their own personality characteristics are very important things,predictions can provide personal characteristics parameters,can effectively grasp the business direction.关于选择的英文演讲稿范文5Nowadays,with the rapid development of our society,almost all the graduates have to face a choice:to get a job first or to find the job you like first?As far as I am concerned,the graduates should get a job first and then choose the job they like.The reasons can be listed as follows:First of all,for many students,even they themselves don’t know what kind of job they want to choose.For these students,to get ajob first can help them find out their favorite job through trying different work.What’s more,the graduates are all under great employment pressure.There are thousands of graduates need to find their jobs every year.So if the graduates don’t get their jobs as soon as they leave the school,they will miss the best chance to get a st but not least,one can accumulate experience and broaden horizons in his or her first job.It’s certain that these experiences will contribute to future job.As the famous saying goes “One should apply theory to practice.”,students should apply what they have learned in class to their jobs,thus enhancing their working skills. Above all,nowadays under the greater employment pressure,the graduates should get a job first and then to choose the job they like.Since students can have a better understanding of what they like and gain experience in the first job.。
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TED英语演讲稿：如何让选择更容易简介：面对商场里五花八门的商品，你的选择恐惧症又犯了吗? 美国哥伦比亚大学商学教授sheena iyengar 研究如何让你在做选择时更容易。
为了让你的选择省时省力，商家又会有哪些诀窍呢?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 alsorecently 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 youknow 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 ofmustards and vinegars and over 500 different kinds offruits and vegetables and more than two dozen different kinds of bottled water -- andthis 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 experiment, and we picked jam for our experiment. 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 six 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 six, about 40 percent. the next thing we looked at is in which case were people more likely tobuy 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 six, 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 six times more likely to buy a jar of jam if they encountered six 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 retirementsavings decisions of nearly a million americans from about 650 plans all in the 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 extremes, 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. themore choices available, the more likely they were to putall their money in pure money market accounts. now neither of these extreme 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 threemain negative consequences to offering people more and more choices. they're more likely to delay choosing --procrastinate even when it goes against their bestself-interest. they're more likely to make worsechoices -- 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 inyour businesses.the first: cut. you've heard it said before, butit'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 extraneous redundant options, well there's an increase in sales,there's a lowering of costs, there is an improvementof the choosing experience. 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 examples that has recently come out on how to best manage the choice offerings has actually been somethingthat 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, peoplesay, "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 bewilling to offer people in this audience an all-expenses-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 theni 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 thatit 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 to30 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 exactly 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 example,here's a study we did in a magazine aisle. it turns outthat 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 experience 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 thedisplay 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 tothe 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 complexity. itturns 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 complexity. i'm going to show you one example 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, exterior 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 gofrom 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 excited 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 -- getrid of the extraneous alternatives; concretize -- make it real; categorize -- we can handle more categories, less choices; condition for complexity.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)TED英语演讲稿：科技如何帮我阅读Ted 英语演讲稿:Be an Opportunity Maker 机会创造者TED英语演讲稿：四种影响我们的声音方式TED英语演讲稿：我们为什么快乐？Ted 英语演讲稿：How I held my breath for 17 minutes 如何憋气17TED英语演讲稿: 如何在社交网络溅起水花TED英语演讲稿：坠机让我学到的三件事TED英语演讲稿：解密爱情与出轨TED英语演讲稿：我们为什么要睡觉TED英语演讲稿：如何跟压力做朋友。