ted：如何做出艰难的选择

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身残志坚艾米·珀迪TED励志演讲稿与车间主任就职发言稿汇编

身残志坚艾米·珀迪TED励志演讲稿各位朋友：你们好!假如生活是一本书，而你是作者，那么你会希望自己编写出怎样的故事?而当年正是这个想法改变了我的人生。

我在炎热的拉斯维加斯的沙漠中长大，我所向往的是自由自在的生活。

我做着周游世界的白日梦，想象着能够住在下雪的地方，并把所有想讲的故事一一拍摄出来。

19岁那年，高中毕业后的一天，我真的去了下雪的地方，成为了一名按摩治疗师。

这份工作只需要用到手，旁边就是按摩桌。

那时的我能去任何地方。

这是人生中第一次，我感到自由、独立、安全。

生活就在我的掌控之中。

但这时我的生活出现了逆转。

一天我感觉自己的了流感便提早回到了家，可是不到24小时，我住进了医院，要靠呼吸机维持生命，并且被告知只有不到2%的存活可能。

几天之后，我陷入了昏迷，医生诊断为病毒性脑膜炎，一种疫苗可以预防的血液感染。

在接下去的两个半月里，我失去了脾脏、肾脏，失去了左耳的听力，两腿膝盖以下被截肢。

当我的父母用轮椅把我从医院推出来的时候，我感觉自己像是被拼起来的玩具人。

那时我以为最坏的日子已经结束了，但是几周之后，当我第一次看到我的新腿，这才意识到远没有结束。

我的支撑棒是笨重的金属块，它用管子与踝关节和黄色的橡胶脚固定在一起，从脚趾到踝关节上凸出来的橡胶线，看上去像静脉。

我不知道自己想要什么，但绝对不会是这个。

当时我的妈妈在我身旁，我们抱头痛哭，泪如雨下。

后来，我戴上这粗短的腿站了起来，那可真是太疼了，行动也不利索。

我在想，天哪，我要怎么靠这些假肢周游世界?怎么过我想要的充满奇遇和有故事的生活?怎么再去滑雪?那天一到家我就爬上了床。

此后几个月，生活都如此，我彻底失去了信念，逃避现实，对假肢置之不理，我在身体上和精神上彻底地崩溃了。

但是我知道，生活总要继续，为了过下去，我必须得跟过去的amy告别，学着接纳新的amy第1 页共21 页。

我忽然明白，我的身高不必再是固定的5英尺5英寸(1.68m)，相反，我想多高就多高，想多矮就多矮，这完全取决于我跟谁约会。

ted：如何做出艰难的选择

TED：如何做出艰难的选择？最近几天，在线下和线下收到好几个关于选择的咨询，都是读者面临人生中的一些大事，不知道如何判断。

我不打算去代替别人选择人生，但一直在头疼如何回应，刚好遇到一个TED视频，解决了我的问题，也跟大家安利一下，希望也在你面临艰难选择时做出更好的判断关于选择方式还有推荐另一篇文章：如何在生活与工作中做出更好的选择?正文科学的思考可以解决世间一切重要之事。

所以越艰难的选择，我们变得越理性，枚举各种利弊条件，写了一页又一页。

但这时让我们抓狂的事情发生了：我们还是做不了决定！这是因为我们的无知吗？演讲者Ruth Chang亲身经历告诉你，一切不是我们想象得那么简单。

所以，艰难选择之所以艰难，并不是因为我们考虑的不周全，我们的无知，而是因为他们之间本来就没有最好的选择。

因为价值的世界不同于科学的世界。

科学的世界可以被量化，但前一种世界不可以被量化。

“越难的选择，越大程度取决于自己”。

所以，这是不是就验证了，我说的那句：你当时所做的选择，都是你当时认为的最好的选择呢？最后献上哲学家朱莉安的一句话：只有尊重你放弃的选项，才能让你选择的选项变得更有价值。

做出选择时，就是找出说服自己的理由，想想自己想成为怎样的人，比较外界的因素，确实更为有效。

有很多时候，选择之所以艰难，就是因为我们没有想清楚自己到底想要的是什么，从自身找原因去做出选择更有效。

换句说，做选择时是进行价值观的衡量，应该完全遵从自己的想法，选择自己愿意选择的选项。

艰难选择带给我们的是机遇——一个看清自身和遵从内心的方向前进的机遇。

这几天刚好在看几本哲学书籍，然后反复看了几遍视频之后，刚好理解了演讲者Ruth Chang的观点：当你面临人生重大选择的时候，应该选择你的世界观，而不是利益。

扩展阅读：20岁光阴不再来不要吞吃命运的饼干献给女生的毕业演讲：永远不要因为“你是个女人”而放弃什么是你这辈子最重要的东西，你将如何评价你的人生100天行动读者反馈@君月瑶汇报一下2.25以来成绩:一.扇贝打卡已坚持525天二.每天早晚刷牙时做20个深蹲，睡前做45个卷腹三.25天中有14天坚持了郑多燕小红帽和哑铃操二选一，剩余11天坚持了跳绳走路等运动。

TED演讲接受挑战,直面困难,把失败当做成功的垫脚石!

The Secret to Overcoming Failure接受挑战，直面困难，把失败当做成功的垫脚石！What is your biggest failure? Have you been able to move past it? Does it still impact daily life? Last year, I failed to accomplish a very important personal goal, something that brought me to my knees. Today, I’m going to share that story with you, and also the lessons that I’ve discovered about how to overcome it.你最大的失败是什么？你是否已经走出了它的阴影？它还会影响日常生活吗？去年，我没能完成一个非常重要的个人目标，这件事几乎把我击垮了。

今天，我将与大家分享这个故事，以及我是如何克服失败的。

Let’s start by doing a little visualization. So please get comfortable in your seat. Perhaps take a long, deep breath. And I’d like you to think about the greatest success that you’ve ever experienced. Now, take a little trip back in time. Can you remember when you set the goal? Can you remember all the planning that you did that helped you achieve that success? OK, now, clear your minds. One more visualization. This time, I want you to think about that big failure. Again, go back in time. Can you remember when you set that goal? Can you remember all the planning that you did that didn’t come to fruition? Perhaps you can remember the exact moment when you knew that you were going to fail. And maybe just the thought of that failure is bringing back lots of feelings of shame. If you’re anything like me, it was much easier to think about the failure and the planning that didn’t come to fruition than the success.让我们先来做一个小小想象。

TED英语演讲稿：怎么让挑选更非常容易

TED英语演讲稿：怎么让挑选更非常容易介绍：应对大型商场里五花八门的产品，你的选择困难症又犯了没有? 美国哥伦比亚大学商学院专家教授Sheena Iyengar科学研究怎样使你在做挑选时更非常容易。

为了更好地让自身情况了节省成本，店家又有什么技巧呢?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 themanager, "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 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 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 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 three main negative consequences to offering people more and more choices. They're more likelyto 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 thistrip. (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 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 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 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 thoselong 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'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 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)。

如何做出艰难决定演讲稿

如何做出艰难决定演讲稿
尊敬的各位领导，亲爱的同事们：
今天，我想和大家分享的主题是如何做出艰难决定。

在我们的
生活和工作中，经常会遇到一些让人难以抉择的选择，这时候我们
就需要学会如何做出艰难决定。

首先，我们需要明确的认识到，艰难决定是不可避免的。

生活
中总会有一些选择让我们左右为难，但是我们不能因为害怕做出决
定而选择逃避。

在面对困难选择的时候，我们需要坦然面对，勇敢
地做出决定。

其次，我们需要充分的思考和分析。

在做出决定之前，我们需
要充分了解问题的各个方面，分析各种可能的结果和后果。

这样才
能够更加清晰地认识到每个选择的利弊，从而做出更加明智的决定。

另外，我们需要倾听内心的声音。

有时候，我们的内心会告诉
我们正确的选择是什么，我们需要倾听自己内心的声音，相信自己
的直觉。

同时，也可以向身边的朋友、家人或者同事寻求意见，他
们的建议也会对我们做出决定有所帮助。

最后，我们需要勇于承担决定的后果。

无论我们做出了怎样的
选择，我们都需要勇敢地面对决定带来的一切后果。

无论是好是坏，都要勇敢地承担，因为这就是我们做出选择的责任。

在面对艰难决定的时候，我们需要坦然面对，充分思考，倾听
内心，勇于承担后果。

只有这样，我们才能够做出更加明智的选择，让自己走上更加正确的道路。

谢谢大家！。

TED英语演讲：你该如何面对艰难的选择_英语演讲稿_

TED英语演讲：你该如何面对艰难的选择人生的选择无处不在，有的选择很简单，有的选择则很艰难。

而艰难的选择并不都是大的抉择，甚至中午吃什么也会变得很艰难。

所以面对艰难选择，我们应该如何抉择?本期TED演讲者Ruth Chang将告诉我们，面对艰难选择，我们一开始的方向就错了。

下面是小编为大家收集关于TED英语演讲：你该如何面对艰难的选择，欢迎借鉴参考。

面对困难的选择，我们一开始就错了演讲者：Ruth ChangThink 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.设想在不久的未来，你将面对一个艰难的决定。

这也许是在两份职业中做出一个选择，艺术家还是会计师;也许是选择居住的地方，城市还是乡村;也许是在两个人中选择和谁结婚，Betty 或者是Lolita;抑或思考是否要孩子;是否让年老体衰的父母跟你一起住;是否让你的孩子信奉你配偶信仰的宗教，即便你会因自身不信奉而被冷落;又或者说，是否将毕生积储捐赠给慈善机构。

TED中英文演讲稿如何面对困境,坦然生活？

TED演讲稿如何面对困境，坦然生活？难度：✫✫✫Maybe you've crashed again -and you're in the dark familiar place.你或许又要崩溃了,再次陷入熟悉的黑暗中As ever, one mess-up reminds you of all the fiascos, you tell yourself you've generated in the past和以往一样搞砸一件事就让你回想起所有,自己以前闯下的祸and, more broadly, of your fundamental idiocy说严重点它让你想起自己是多么白痴and - beyond that -of the doubtful nature of your entire existence. The next steps from here are well known: retreat,despair, flagellation, feeling yet smaller, ever greater doubt and deeper self-loathing.除此之外，接下来会发生什么也是众所皆知的，还让你怀疑自己的存在，退缩绝望自我鞭笞自我菲薄，越来越深的自我怀疑和自我厌恶。

You have mined this cavern expertly over the years. Maybe - before this latest mini catastrophe- you'd been feeling a bit stronger, you've come to expect a little more of life.这些年来你深谙于此，也许在这场小灾难没发生之前，你还觉得自己坚强了一点儿，开始对生活有了更大的期待As if! This is a return to reality; you are back now where you assume you belong, the sad subterranean place from which you should've never have sought to escape.好像，突然被带回了现实，此刻你回到了你自认为本该呆的地方，一个你本不该试图逃离的悲伤的地下世界But what about if, this time, just for once, as a mad experiment in living (and with little left to lose), you tried a different route, you chose a fresh approach to despair,但如果这一次仅仅这一次，当一个疯狂的生命体验者（没有什么可以失去了），你尝试了不同的路线，你选择了一种全新的方式面对绝望you chose to argue with it using a strange weapon, moulded out of an attitude of radical melancholy and defiant vulnerability. What if you told yourself a few sharply different things?你选择了用一种特异的武器来与它对峙，这种武器的锻造同时熔合了极致的忧愁和对脆弱的蔑视。

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TED：如何做出艰难的选择？
最近几天，在线下和线下收到好几个关于选择的咨询，都是读者面临人生中的一些大事，不知道如何判断。

我不打算去代替别人选择人生，但一直在头疼如何回应，刚好遇到一个TED视频，解决了我的问题，也跟大家安利一下，希
望也在你面临艰难选择时做出更好的判断关于选择方式还
有推荐另一篇文章：如何在生活与工作中做出更好的选择?
正文
科学的思考可以解决世间一切重要之事。

所以越艰难的选择，我们变得越理性，枚举各种利弊条件，写了一页又一页。

但这时让我们抓狂的事情发生了：我们还是做不了决定！这是因为我们的无知吗？演讲者Ruth Chang亲身经历告诉你，一切不是我们想象得那么简单。

所以，艰难选择之所以艰难，并不是因为我们考虑的不周全，我们的无知，而是因为他们之间本来就没有最好的选择。

因为价值的世界不同于科学的世界。

科学的世界可以被量化，但前一种世界不可以被量化。

“越难的选择，越大程度取决于自己”。

做出选择时，就是找出说服自己的理由，
想想自己想成为怎样的人，比较外界的因素，确实更为有效。

有很多时候，选择之所以艰难，就是因为我们没有想清楚自己到底想要的是什么，从自身找原因去做出选择更有效。

换句说，做选择时是进行价值观的衡量，应该完全遵从自己的想法，选择自己愿意选择的选项。

艰难选择带给我们的是机遇——一个看清自身和遵从内心的方向前进的机遇。

扩展阅读：20岁光阴不再来不要吞吃命运的饼干献给女生的毕业演讲：永远不要因为“你是个女人”而放弃什么是你这辈子最重要的东西，你将如何评价你的人生
100天行动读者反馈@君月瑶汇报一下2.25以来成绩:一.扇贝打卡已坚持525天二.每天早晚刷牙时做20个深蹲，睡前做45个卷腹三.25天中有14天坚持了郑多燕小红帽和哑铃操二选一，剩余11天坚持了跳绳走路等运动。

变化:体重无多少变动，身体线条更好了，生活规律了，气色变好了。

总结:尽可能坚持每天跳操跳绳，争取穿上短袖前瘦下来！@张洋我现在每天睡前都坚持看书，古典诗词、哲学、心理学、文学小说等，多则几小时，少则几分钟，已经坚持了三十多天，觉得阅读真的让人平心静气，而且让人有收获的感觉，非常利于睡眠。

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