TED演講：活著的意義

Ricardo Semler是一位非常成功,又很激進企業(yè)家。

他這次在TED演講中和大家分享他是如何以一種看似無序的方式管理自己的公司，他是如何看待人生，以及他又是如何推進一項新的教育改革的。

中英演講稿：

00:11

On Mondays and Thursdays, I learn how to die. I call them my terminal days. My wife Fernanda doesn't like the term, but a lot of people in my family died of melanoma cancer and my parents and grandparents had it. And I kept thinking, one day I could be sitting in front of a doctor who looks at my exams and says, "Ricardo, things don't look very good. You have six months or a year to live."

每周一和周四， 我都要學習如何死去。 我把它們稱作我的終結日。 我妻子費爾南達不喜歡這個詞， 但是我的家族中很多人 都死于黑色素瘤癌， 我的父母和祖父母也都患有這種病。 我不由得想，總有一天我會去見醫(yī)生， 他/她看著我的檢驗結果說， “里卡多，情況看起來不太好。 你的生命只剩下半年到一年的時間了。“

00:38

And you start thinking about what you would do with this time. And you say, "I'm going to spend more time with the kids. I'm going to visit these places, I'm going to go up and down mountains and places and I'm going to do all the things I didn't do when I had the time." But of course, we all know these are very bittersweet memories we're going to have. It's very difficult to do. You spend a good part of the time crying, probably. So I said, I'm going to do something else.

如果是你就會開始思考要如何 利用這余下的時間。 你通常會說， ”我得花更多的時間在孩子身上。 我要去這些地方， 我要翻山越嶺，走南闖北， 我要完成之前一直沒做成的事。“ 不過當然，我們都知道 這些都會成為苦樂參半的回憶。 這很難做到。 你可能會把大量的時間拿來痛哭一場。 于是我決定，要做點別的事。

01:04

Every Monday and Thursday, I'm going use my terminal days. And I will do, during those days,whatever it is I was going to do if I had received that piece of news. (Laughter)

每個周一和周四， 我會好好利用我的終結日。 如果我得到了這個(不幸的)消息， 我就會在那些天里去完成我想做的事。 (笑聲)

01:17

When you think about -- (Applause) when you think about the opposite of work, we, many times,think it's leisure. And you say, ah, I need some leisure time, and so forth. But the fact is that, leisureis a very busy thing. You go play golf and tennis, and you meet people, and you're going forlunch, and you're late for the movies. It's a very crowded thing that we do. The opposite of workis idleness. But very few of us know what to do with idleness. When you look at the way that wedistribute our lives in general, you realize that in the periods in which we have a lot of money, wehave very little time. And then when we finally have time, we have neither the money nor thehealth.

當你想到—— (掌聲) 當你想到工作的反義詞， 我們在很多時候會想到”休閑“。 你會說，噢， 我需要一些閑暇時間，等等。 不過實際上，休閑是個非常累人的過程。 你要去玩高爾夫球和網球，約見朋友， 要去吃午飯，趕著去看電影。 我們要做的事多得讓人應接不暇。 其實工作的反義詞是”無所事事“。 不過很少有人知道要怎么 才能做到無所事事。 你可以大致看一下我們是 如何分配這一生的， 你會發(fā)現存在一些周期， 當我們有很多錢的時候， 我們沒有什么時間。 當我們有時間的時候， 卻沒什么錢，身體也出了狀況。

02:04

So we started thinking about that as a company for the last 30 years. This is a complicatedcompany with thousands of employees, hundreds of millions of dollars of business that makesrocket fuel propellent systems, runs 4,000 ATMs in Brazil, does income tax preparation for dozensof thousands. So this is not a simple business.

于是在過去的三十年中， 我們一直在以運營公司的方式思考這個問題。 這是個結構復雜的公司， 擁有幾千名雇員， 幾億美元的 火箭燃料推進系統的生意， 在巴西運營著4000臺ATM機， 為幾萬人準備收入稅材料。 所以這不是一個簡單的生意。

02:28

We looked at it and we said, let's devolve to these people, let's give these people a company wherewe take away all the boarding school aspects of, this is when you arrive, this is how you dress, thisis how you go to meetings, this is what you say, this is what you don't say, and let's see what'sleft. So we started this about 30 years ago, and we started dealing with this very issue. And so wesaid, look, the retirement, the whole issue of how we distribute our graph of life. Instead of goingmountain climbing when you're 82, why don't you do it next week? And we'll do it like this, we'll sellyou back your Wednesdays for 10 percent of your salary. So now, if you were going to be aviolinist, which you probably weren't, you go and do this on Wednesday.

我們看著這一切說， 我們不如把業(yè)務下放給這些員工吧， 讓他們自己運營一個公司， 我們把董事會所有那些 條條框框的部分去掉， 比如你要什么時間來， 你要如何打扮， 你要如何參加會議， 你要說些什么， 你不能說什么， 再看看接下來會如何。 我們30年前就開始這樣做了， 開始著手處理這個事情。 于是我們說，看吧，退休， 這就是我們如何分配生命的問題。 與其等到82歲的時候再去登山， 你為什么不下周就動身呢? 我們一般會這樣做， 我們會以你工資10%的價格 把你的周三返賣給你。 這樣一來，如果你想要成為一個小提琴家， 但這個愿望還沒有實現， 你就可以在周三去做。

03:12

And what we found -- we thought, these are the older people who are going to be really interestedin this program. And the average age of the first people who adhered were 29, of course. And sowe started looking, and we said, we have to do things in a different way. So we started sayingthings like, why do we want to know what time you came to work, what time you left, etc.? Can'twe exchange this for a contract for buying something from you, some kind of work? Why are webuilding these headquarters? Is it not an ego issue that we want to look solid and big andimportant? But we're dragging you two hours across town because of it?

我們發(fā)現—— 我們認為，真正對這個項目感興趣的 都會是些資歷更老的人。 當然，第一批參與這個項目的人的 平均年齡是29歲。 我們開始了觀察， 我們決定，要以一種不同的方式來運作。 于是我們開始這樣說， 為什么我們想要知道你什么時間去工作， 什么時間下班之類的信息? 我們難道不能以此為交換簽署一個合同， 從你那里購買點什么，比如一些工作? 我們?yōu)槭裁匆⑦@么多總部? 這不是一個關于我們想要高瞻遠矚進行 自我提升的問題嗎? 但我們是因為這個才讓你們 花2個小時從城那頭跑過來干活兒的嗎?

03:48

So we started asking questions one by one. We'd say it like this: One: How do we find people?We'd go out and try and recruit people and we'd say, look, when you come to us, we're not goingto have two or three interviews and then you're going to be married to us for life. That's not howwe do the rest of our lives. So, come have your interviews. Anyone who's interested ininterviewing, you will show up. And then we'll see what happens out of the intuition that rises fromthat, instead of just filling out the little items of whether you're the right person. And then, comeback. Spend an afternoon, spend a whole day, talk to anybody you want. Make sure we are thebride you thought we were and not all the bullshit we put into our own ads. (Laughter)

于是我們開始一個接一個的提問。 我們會這樣描述它： 一：我們怎樣招聘? 我們會出去嘗試招募人們，跟他們說， 看，當你來找我們， 我們并不是進行幾次面試， 然后你就需要一輩子為我們效力。 這不是我們利用余下生命的方式。 那么，來參加面試吧。 任何對面試感興趣的人，都會出現。 然后我們會看到從由此產生的 直覺之外能獲得什么， 而不只是通過填寫表格來判斷 你是不是最佳人選。 然后再讓你回來。 花一個下午，一整天， 跟任何你想找的人談話。 確定我們是你想找的對象， 別被我們廣告里的寫的破玩意兒忽悠了。 (笑聲)

04:33

Slowly we went to a process where we'd say things like, we don't want anyone to be a leader in thecompany if they haven't been interviewed and approved by their future subordinates. Every sixmonths, everyone gets evaluated, anonymously, as a leader. And this determines whether theyshould continue in that leadership position, which is many times situational, as you know. And so ifthey don't have 70, 80 percent of a grade, they don't stay, which is probably the reason why Ihaven't been CEO for more than 10 years. And over time, we started asking other questions.

慢慢的我們進入了一個過程， 我們會這樣說， 我們不想讓任何還沒有被未來的下屬 面試和肯定的人成為 公司的領導。 每半年，每個人都要以領導的身份 接受匿名評估。 這決定了他們是否應該 繼續(xù)在領導層任職， 多數情況下都是場景面試， 這個你們應該了解。 如果他們得不到百分之七八十的肯定， 他們就得走人， 這可能就是我已經從CEO的位子上 下來了10多年的原因。 過了一段時間， 我們開始問其他的問題。

05:11

We said things like, why can't people set their own salaries? What do they need to know? There'sonly three things you need to know: how much people make inside the company, how muchpeople make somewhere else in a similar business and how much we make in general to seewhether we can afford it. So let's give people these three pieces of information. So we startedhaving, in the cafeteria, a computer where you could go in and you could ask what someonespent, how much someone makes, what they make in benefits, what the company makes, whatthe margins are, and so forth. And this is 25 years ago.

我們會說， 為什么員工不能自己定薪水? 他們需要知道什么? 你只需要知道3件事： 員工在公司內部創(chuàng)造了多少價值， 員工在別的地方的類似公司 創(chuàng)造了多少價值， 以及整體上我們付出了多少努力 才能負擔得起這些薪水? 那么我們提供給人們這三樣信息。 于是在公司的就餐區(qū)， 我們設立了一臺計算機， 你可以進去查詢 什么人花了多少錢， 有了多少收入， 他們創(chuàng)造了多少利潤， 公司盈利了多少， 還有多少利潤，等等。 這是在25年以前。

05:46

As this information started coming to people, we said things like, we don't want to see yourexpense report, we don't want to know how many holidays you're taking, we don't want to knowwhere you work. We had, at one point, 14 different offices around town, and we'd say, go to theone that's closest to your house, to the customer that you're going to visit today. Don't tell uswhere you are. And more, even when we had thousands of people, 5,000 people, we had twopeople in the H.R. department, and thankfully one of them has retired. (Laughter)

當人們開始接觸這些信息， 我們會說， 我們對你們的花費報告沒有興趣， 不想知道你們花了多少天休假， 也不想知道你們在哪工作。 我們在某個時期在一個城鎮(zhèn) 有14個不同的辦公室， 我們會說，去那個離你家最近， 離你今天要見的客戶最近的地方上班。 不要告訴我們你在哪。 還有，即便我們有幾千個雇員， 5000人左右， 我們的HR部門只有2個人， 謝天謝地其中一個已經退休了。 (笑聲)

06:19

And so, the question we were asking was, how can we be taking care of people? People are theonly thing we have. We can't have a department that runs after people and looks after people. Soas we started finding that this worked, and we'd say, we're looking for -- and this is, I think, themain thing I was looking for in the terminal days and in the company, which is, how do you set upfor wisdom? We've come from an age of revolution, industrial revolution, an age of information, anage of knowledge, but we're not any closer to the age of wisdom. How we design, how do weorganize, for more wisdom? So for example, many times, what's the smartest or the intelligentdecision doesn't jive. So we'd say things like, let's agree that you're going to sell 57 widgets perweek. If you sell them by Wednesday, please go to the beach. Don't create a problem for us, formanufacturing, for application, then we have to buy new companies, we have to buy ourcompetitors, we have to do all kinds of things because you sold too many widgets. So go to thebeach and start again on Monday. (Laughter) (Applause)

那么我們問的問題就是， 我們要怎么關心員工呢? 員工是我們擁有的一切。 我們無法設立一個部門專門 照顧員工們的日常事務。 于是當我們開始發(fā)現這種方式能夠奏效， 我們就開始尋找—— 我覺得這是我在公司時的終結日里 重點要探索的東西， 就是說，我們要怎樣讓公司 以更睿智的方式運作? 我們已經走過了革命時代， 工業(yè)革命， 信息時代，知識時代， 但是我們從未走近過睿智時代。 我們要如何更智慧的 進行設計和組織活動? 比方說，有很多次， 最聰明或者最明智的決定并不奏效。 我們就會說， 我們來做這樣一個約定： 你每周要售出57個器件。 如果你在周三前賣完，就趕緊去休假吧。 不要給我們制造問題， 不管是在制造上還是應用上， 否則我們就得買新的公司， 我們就得把我們的競爭對手買下來， 就因為你賣了太多器件， 我們就得忙到不可開交。 所以趕緊去休假吧， 周一再回來繼續(xù)干活兒。 (笑聲)(掌聲)

07:26

So the process is looking for wisdom. And in the process, of course, we wanted people to knoweverything, and we wanted to be truly democratic about the way we ran things. So our board hadtwo seats open with the same voting rights, for the first two people who showed up. (Laughter)And so we had cleaning ladies voting on a board meeting, which had a lot of other very importantpeople in suits and ties. And the fact is that they kept us honest.

所以這個過程就是尋找智慧。 在這個過程中， 我們當然想讓員工了解每件事， 我們想要在一切行動中 都做到真正的民主。 所以我們的董事會還有2個 具有相同選舉權的空位， 先過來應征的2個人就能得到。 (笑聲) 于是我們的董事會上出現了 清潔工大媽在投票， 其他的都是西裝革履的權高位重之人。 事實就是他們讓我們始終保持坦誠。

07:57

This process, as we started looking at the people who came to us, we'd say, now wait a second,people come to us and they say, where am I supposed to sit? How am I supposed to work?Where am I going to be in 5 years' time? And we looked at that and we said, we have to startmuch earlier. Where do we start? We said, oh, kindergarten seems like a good place.

這個過程，當我們開始關注來應聘的人， 我們會說，等一下， 來找我們的人會說， 我要坐在哪兒等呢? 我要怎么工作? 工作5年之后我的職業(yè)發(fā)展是什么樣子? 我們看著這種情況說， 我們得早點行動。 我們要從哪兒開始呢? 我們說，哦， 幼兒園看起來是個不錯的地兒。

08:15

So we set up a foundation, which now has, for 11 years, three schools, where we started askingthe same questions, how do you redesign school for wisdom? It is one thing to say, we need torecycle the teachers, we need the directors to do more. But the fact is that what we do witheducation is entirely obsolete. The teacher's role is entirely obsolete. Going from a math class, tobiology, to 14th-century France is very silly. (Applause) So we started thinking, what could it looklike? And we put together people, including people who like education, people like Paulo Freire, andtwo ministers of education in Brazil and we said, if we were to design a school from scratch, whatwould it look like?

于是我們設立了一個基金，到目前為止， 在11年內已經開設了3所學校， 在那里我們開始問同樣的問題， 你們要如何重新設計出更睿智的學校? 總結一下可以這么說， 我們需要更新師資隊伍， 我們需要校長做更多的事情。 但事實是我們在教育上 做的事情已經完全過時了。 教師的角色也已經完全過時了。 上完數學課，去上生物課， 再了解下14世紀的法國，這簡直太傻了。 (掌聲) 于是我們開始想， 新式的學校應該是什么樣子呢? 我們把大家聚在一起， 他們當中包括熱愛教育的人們， 像保羅弗雷勒(巴西教育家，哲學家) 這樣的人，還有巴西的教育部長們， 我們問，如果我們要 徹底重新建立一所學校， 應該是一所什么樣的學校呢?

09:05

And so we created this school, which is called Lumiar, and Lumiar, one of them is a public school,and Lumiar says the following: Let's divide this role of the teacher into two. One guy, we'll call atutor. A tutor, in the old sense of the Greek "paideia": Look after the kid. What's happening athome, what's their moment in life, etc.. But please don't teach, because the little you knowcompared to Google, we don't want to know. Keep that to yourself. (Laughter) Now, we'll bring inpeople who have two things: passion and expertise, and it could be their profession or not. And weuse the senior citizens, who are 25 percent of the population with wisdom that nobody wantsanymore. So we bring them to school and we say, teach these kids whatever you really believe in.So we have violinists teaching math. We have all kinds of things where we say, don't worry aboutthe course material anymore. We have approximately 10 great threads that go from 2 to 17.Things like, how do we measure ourselves as humans? So there's a place for math and physics andall that there. How do we express ourselves? So there's a place for music and literature, etc., butalso for grammar.

于是我們創(chuàng)立了這么一類學校， 叫做Lumiar， 其中一所是公立學校， Lumiar的口號是這樣的： 我們要把教師的角色分成兩部分。 其中一部分我們叫他家庭教師。 一個家庭教師，古希臘語稱作"paideia“： 也就是照看孩子的人。 主要負責家里雜事， 他們生命中的重要時刻，等等。 但是不要教課， 因為你知道的那點兒東西跟谷歌比起來 根本不算什么，我們也不想知道。 你自己留著就好了。 (笑聲) 現在，我們主要招募的是 具備如下兩個條件的人： 有熱情，并且具備專業(yè)能力， 不過未必要跟他們從事的職業(yè)相關。 我們雇傭年長一些的公民， 他們占據了25%的人口， 具備其他人不具備的智慧。 于是我們邀請他們來到學校，跟他們說， 教會這些孩子你們所信仰的東西。 于是我們的小提琴家在教授數學。 在很多事情上我們都會說， 不要再擔心教學材料了。 我們大概有針對2-17歲年齡的 10種絕佳的設想。 例如，作為人類，我們要如何定位自己? 于是就有了一個教授數學 和物理等學科的地方。 我們要如何表達自己的想法和感受? 于是就有了一個教授音樂 和文學的地方，等等， 還有語法。

10:23

And then we have things that everyone has forgotten, which are probably the most importantthings in life. The very important things in life, we know nothing about. We know nothing aboutlove, we know nothing about death, we know nothing about why we're here. So we need a threadin school that talks about everything we don't know. So that's a big part of what we do. (Applause) So over the years, we started going into other things. We'd say, why do we have toscold the kids and say, sit down and come here and do that, and so forth. We said, let's get thekids to do something we call a circle, which meets once a week. And we'd say, you put the rulestogether and then you decide what you want to do with it. So can you all hit yourself on thehead? Sure, for a week, try. They came up with the very same rules that we had, except they'retheirs. And then, they have the power, which means, they can and do suspend and expel kids sothat we're not playing school, they really decide.

我們還做了一些幾乎所有人 都忘記了的事， 這些可能是生命中最重要的事。 生命中最重要的一些事， 我們卻一無所知。 我們完全不了解愛， 完全不了解死亡， 我們完全不知道自己為什么會在這里。 所以我們需要學校提供一些思路 告訴我們每一件我們不知道的事。 那就是我們工作的主要部分。 (掌聲) 過去的這些年，我們開始涉足其他領域。 我們會問，為什么我們需要斥責孩子們， 告訴他們坐下，過來，做那個，等等。 我們決定讓孩子們做一件 我們稱之為周期的事， 也就是每周會面一次。 我們對他們說，你們自己制定規(guī)則， 然后自己來決定你們要怎么做。 那么你們能每周想出一個點子嗎? 當然，花一周的時間試試看。 他們想到了跟我們制定的 規(guī)則一樣的規(guī)矩， 只不過這是他們自己的點子。 然后他們就有權力了， 也就是說他們能夠讓孩子們 停課甚至把他們開除， 這樣一來就不是我們在運營學校， 他們才是真正做決定的人。

11:30

And then, in this same vein, we keep a digital mosaic, because this is not constructivist orMontessori or something. It's something where we keep the Brazilian curriculum with 600 tiles of amosaic, which we want to expose these kids to by the time they're 17. And follow this all the timeand we know how they're doing and we say, you're not interested in this now, let's wait a year.And the kids are in groups that don't have an age category, so the six-year-old kid who is readyfor that with an 11-year-old, that eliminates all of the gangs and the groups and this stuff that wehave in the schools, in general. And they have a zero to 100 percent grading, which they dothemselves with an app every couple of hours. Until we know they're 37 percent of the way we'dlike them to be on this issue, so that we can send them out in the world with them knowingenough about it. And so the courses are World Cup Soccer, or building a bicycle. And people willsign up for a 45-day course on building a bicycle. Now, try to build a bicycle without knowing thatpi is 3.1416. You can't. And try, any one of you, using 3.1416 for something. You don't knowanymore. So this is lost and that's what we try to do there, which is looking for wisdom in thatschool.

然后，用同樣的方式， 我們保留了一個數碼馬賽克， 因為這不是構成論法或者蒙特梭利 (意大利女醫(yī)師及教育家)之類的教育法。 我們的做法能夠以600塊馬賽克的形式 保留巴西的教育課程， 希望這些孩子在17歲前都能夠接觸到。 我們一直在追蹤他們的進度， 我們知道他們表現的如何， 我們會說，你現在對這個不太感興趣， 再等一年看看。 這些孩子被劃分成了很多組， 但是并不以年齡為劃分標準， 于是6歲的孩子可以跟一個 11歲的孩子上同樣的課， 這就消除了所有的幫派和團體， 通常這些現象在普通的學校都很常見。 我們有0到100%的評分制度， 每隔幾個小時他們自己就用 應用軟件給自己打分。 直到我們認為他們已經掌握了 我們所要求的37%左右的技能， 我們就會把他們推到社會上去， 因為他們已經掌握了足夠的知識技能。 我們提供的的課程就是看世界杯足球賽， 或者拼裝一輛自行車。 學生們一般都會注冊一個 45天的自行車組裝課。 嘗試在不知道pi的值是3.1416的 情況下組裝一輛自行車。 你們做不到吧。 你們都試一下用3.1416做點什么。 你們應該都想不出來了。 也就是說這種能力已經喪失了， 這也正是我們在學校里教的， 也就說在我們的學校里尋找智慧。

12:52

And that brings us back to this graph and this distribution of our life. I accumulated a lot of moneywhen I think about it. When you think and you say, now is the time to give back -- well, if you'regiving back, you took too much. (Laughter) (Applause) I keep thinking of Warren Buffet waking upone day and finding out he has 30 billion dollars more than he thought he had. And he looks andhe says, what am I going to do with this? And he says, I'll give it to someone who really needs this.I'll give it to Bill Gates. (Laughter) And my guy, who's my financial advisor in New York, he says,look, you're a silly guy because you would have 4.1 times more money today if you had mademoney with money instead of sharing as you go. But I like sharing as you go better. (Applause)

這就把我們帶回了這幅藍圖， 以及我們生活的這種分布狀態(tài)。 當我想到這個問題，我募集了很多錢。 你們仔細想想之后就會說， 現在是時候回饋社會了—— 不過，如果你想要回饋， 那就說明你已經拿的太多了。 (笑聲)(掌聲) 我總是會想到沃倫·巴菲特 (美國投資家，“股神”)某天醒來， 發(fā)現他擁有的資產比之前 想象的還要多300億美元。 他看著這個數字說道， 我要拿這些錢干點什么呢? 他說，我得把它給真正需要的人。 我要把它給比爾·蓋茨。 (笑聲) 我在紐約的財務顧問， 他說，看，你太傻了， 如果你用錢生錢， 而不是把它們捐出去， 你現在就會擁有相當于 之前4.1倍的資產了。 不過我還是更喜歡把它們捐出去。 (笑聲)

13:48

I taught MBAs at MIT for a time and I ended up, one day, at the Mount Auburn Cemetery. It is abeautiful cemetery in Cambridge. And I was walking around. It was my birthday and I was thinking.And the first time around, I saw these tombstones and these wonderful people who'd done greatthings and I thought, what do I want to be remembered for? And I did another stroll around, andthe second time, another question came to me, which did me better, which was, why do I want tobe remembered at all? (Laughter) And that, I think, took me different places. When I was 50, mywife Fernanda and I sat for a whole afternoon, we had a big pit with fire, and I threw everything Ihad ever done into that fire. This is a book in 38 languages, hundreds and hundreds of articles andDVDs, everything there was. And that did two things. One, it freed our five kids from following inour steps, our shadow -- They don't know what I do. (Laughter) Which is good. And I'm not goingto take them somewhere and say, one day all of this will be yours. (Laughter) The five kids knownothing, which is good.

我以前在麻省理工給MBA學生們上過課， 有一天我路過 Mount Auburn公墓。 這片坐落在劍橋鎮(zhèn)的公墓很漂亮。 我在公墓里走來走去。 那天是我的生日，我在思考。 第一次，我看到了這些墓碑， 還有這些建立了豐功偉績的出色的人們， 我就在想， 我想要別人因為什么記住我呢? 我又在墓地里繞了一圈， 第二次，我又想到了一個問題， 對我更有幫助， 為什么我要讓人們記住我呢? (笑聲) 我覺得是這種想法把 我?guī)チ瞬煌牡胤健?在我50歲的時候， 我和妻子費爾南德花了一個下午， 我們有一個大火坑， 我把自己過去的所有成就 全都付之一炬了。 有一本被譯成了38種語言的書， 成百上千的文章和DVD， 幾乎所有手邊的東西。 這就產生了兩個結果。 一個是解放了我們的5個孩子，他們不需要 繼承我們的家業(yè)，生活在我們的陰影中—— 他們不會知道我做了什么。 (笑聲) 這很好。 我也不會把他們帶去什么地方， 跟他們說， 有一天這一切都會是你們的。 (笑聲) 這五個孩子一無所知，這很好。

14:59

And the second thing is, I freed myself from this anchor of past achievement or whatever. I'm freeto start something new every time and to decide things from scratch in part of those terminaldays. And some people would say, oh, so now you have this time, these terminal days, and so yougo out and do everything. No, we've been to the beaches, so we've been to Samoa and Maldivesand Mozambique, so that's done. I've climbed mountains in the Himalayas. I've gone down 60meters to see hammerhead sharks. I've spent 59 days on the back of a camel from Chad toTimbuktu. I've gone to the magnetic North Pole on a dog sled. So, we've been busy. It's what I'dlike to call my empty bucket list. (Laughter)

第二個就是， 我把自己從過去的成就之類的 東西中解放了出來。 我可以自由的利用 那些終結日做些新鮮事兒， 從零開始做決定。 一些人會說， 噢，現在你有了這些終結日里的時間， 可以走出去做任何事。 不是的，我們去過了海灘， 我們去了薩摩亞群島， 馬爾代夫，和莫桑比克， 這些都做過了。 我爬過了喜馬拉雅的山峰。 我也下潛到過60米的深海， 見到了錘頭鯊。 我花了59天的時間騎著駱駝從乍得(中非國家) 到了延巴克圖(西非馬里共和國城市)。 我坐著雪橇犬拉的爬犁到過北磁極。 我們一直很忙。 我把這叫做空清單。 (笑聲)

15:50

And with this rationale, I look at these days and I think, I'm not retired. I don't feel retired at all. Andso I'm writing a new book. We started three new companies in the last two years. I'm now workingon getting this school system for free out into the world, and I've found, very interestinglyenough, that nobody wants it for free. And so I've been trying for 10 years to get the publicsystem to take over this school rationale, much as the public schools we have, which has insteadof 43 out of 100, as their rating, as their grades, has 91 out of 100. But for free, nobody wants it.So maybe we'll start charging for it and then it will go somewhere. But getting this out is one of thethings we want to do.

帶著這種邏輯， 我回顧這些日子，我就想， 我還沒退休呢。 我一點也沒覺得自己已經退休了。 于是我又開始寫一本新書。 我們在過去的兩年里 又開設了3個新公司。 我現在正在努力讓這種教育系統 面向全世界免費開放， 我還發(fā)現一個非常有趣的現象， 沒有人希望免費的接受這種教育。 我已經嘗試了10年, 想讓公共系統接受這種教育理念， 比如讓我們目前的公立學校， 不再使用43/100的評分制度， 而是使用91/100的制度。 但是如果免費，沒有人想要。 所以可能我們要開始收點錢， 慢慢的人們就會接受它。 但是讓這個辦法奏效是我們的目的之一。

16:35

And I think what this leaves us as a message for all of you, I think is a little bit like this: We've alllearned how to go on Sunday night to email and work from home. But very few of us have learnedhow to go to the movies on Monday afternoon. And if we're looking for wisdom, we need to learnto do that as well. And so, what we've done all of these years is very simple, is use the little tool,which is ask three whys in a row. Because the first why you always have a good answer for. Thesecond why, it starts getting difficult. By the third why, you don't really know why you're doingwhat you're doing. What I want to leave you with is the seed and the thought that maybe if youdo this, you will come to the question, what for? What am I doing this for? And hopefully, as aresult of that, and over time, I hope that with this, and that's what I'm wishing you, you'll have amuch wiser future. Thank you very much. (Applause)

我覺得這就給我們所有人 留下了一個信息， 我覺得可以這樣理解： 我們都知道如何在周日晚上 在家里收發(fā)郵件和工作。 但是我們當中很少有人知道 如何在周一下午去看電影。 如果我們在尋找智慧， 我們就也需要知道如何做到這一點。 所以我們這些年做的事情其實很簡單， 比如利用一些小技巧， 也就是同時問三個為什么。 因為第一個問題你總是有 一個很好的答案。 第二個問題，就有點難了。 到了第三個問題， 你根本不知道為何你要做現在正在做的事。 我想讓這種想法在你們的頭腦中扎根， 可能如果你們這么做了， 會遇到一個問題，為什么要做這個呢? 我現在做的事是為了什么呢? 希望隨著時間過去，可以得到這樣的結果， 我希望，也是對你們的期待， 你們會有一個更睿智的未來。 謝謝大家。 (掌聲)

17:44

Chris Anderson: So Ricardo, you're kind of crazy. (Laughter) To many people, this seems crazy.And yet so deeply wise, also. The pieces I'm trying to put together are this: Your ideas are soradical. How, in business, for example, these ideas have been out for a while, probably thepercentage of businesses that have taken some of them is still quite low. Are there any timesyou've seen some big company take on one of your ideas and you've gone, "Yes!"?

Chris Anderson(以下稱CA): 那么里卡多，您還真是瘋狂啊。 (笑聲) 對于很多人來說，這看起來很瘋狂。 不過也蘊藏了很深的智慧。 我想試著總結一下： 您的理念非常的前衛(wèi)。 比如說，在商業(yè)中， 這些理念一直被排斥在外， 可能采用這些理念的公司 比例還是非常低的。 有沒有哪次你見到某個大公司 采納了您的某個理念， 而您也接受了呢?

18:20

Ricardo Semler: It happens. It happened about two weeks ago with Richard Branson, with hispeople saying, oh, I don't want to control your holidays anymore, or Netflix does a little bit of thisand that, but I don't think it's very important. I'd like to see it happen maybe a little bit in a bit of amissionary zeal, but that's a very personal one. But the fact is that it takes a leap of faith aboutlosing control. And almost nobody who is in control is ready to take leaps of faith. It will have tocome from kids and other people who are starting companies in a different way.

Ricardo Semier(以下稱RS)： 這種情況發(fā)生過，大概兩周前吧， 理查德·布蘭森 (英國維珍集團執(zhí)行長)的人說， 哦，我再也不想過問你的假期了， 或者Netflix(美國最大的在線DVD租賃商) 也做了一些類似的事情， 不過我不覺得這很重要。 我希望看到它以類似 傳教的形式被傳播， 不過這只是我個人的觀點。 不過事實是它很快就會成為 帶有失控風險的一種信念飛躍。 幾乎沒有哪個有控制力的人會 接受信念的飛躍。 它會首先在孩子，或者以不同方式在 創(chuàng)業(yè)者身上發(fā)生。

18:50

CA: So that's the key thing? From your point of view the evidence is there, in the business point ofview this works, but people just don't have the courage to -- (Whoosh)

CA：所以這就是關鍵所在嗎? 依據您的觀點，證據就在那里， 從一個商業(yè)的觀點來看這是可行的， 不過人們就是沒有勇氣去—— 閃電般的立刻行動。

18:58

RS: They don't even have the incentive. You're running a company with a 90-day mandate. It's aquarterly report. If you're not good in 90 days, you're out. So you say, "Here's a great programthat, in less than one generation --" And the guy says, "Get out of here." So this is the problem. (Laughter)

RS：他們根本就沒有動機。 你正在運作一個有90天授權的公司。 這是個季度報告。 如果你在90天內沒有好的表現， 你就得出局。 如果你說，”這里有個很不錯的項目， 只用不到一代人的時間——“ 對方就會說，”你可以離開這兒了。“ 這就是問題。 (笑聲)

19:18

CA: What you're trying to do in education seems to me incredibly profound. Everyone is botheredabout their country's education system. No one thinks that we've caught up yet to a world wherethere's Google and all these technological options. So you've got actual evidence now that the kidsso far going through your system, there's a dramatic increase in performance. How do we helpyou move these ideas forward?

CA：您在教育領域嘗試做的事情 在我看來具有極其深刻的意義。 每個人對自己國家的 教育系統都頗有微詞。 沒人覺得我們已經步入了一個 可以自由使用谷歌和各種技術的世界。 您現在已經有了確切的證據， 從您的教育系統中走出來的孩子們， 都在能力上有了飛躍性的進步。 那么我們要如何幫助您推廣這種理念呢?

19:42

RS: I think it's that problem of ideas whose time has come. And I've never been very evangelicalabout these things. We put it out there. Suddenly, you find people -- there's a group in Japan,which scares me very much, which is called the Semlerists, and they have 120 companies. They'veinvited me. I've always been scared to go. And there is a group in Holland that has 600 small,Dutch companies. It's something that will flourish on its own. Part of it will be wrong, and it doesn'tmatter. This will find its own place. And I'm afraid of the other one, which says, this is so goodyou've got to do this. Let's set up a system and put lots of money into it and then people will do itno matter what.

RS：我認為理念問題的時代已經來臨了。 我從來就沒有覺得這些是 需要傳播的福音。 我們就把它放在那兒。 突然，你就發(fā)現人們—— 在日本有一群人， 讓我感到很不安， 他們被稱作塞姆勒主義者， 他們擁有120所公司。 他們邀請過我。 我總是覺得很恐慌，不太想去。 在荷蘭有一個組織， 有600個小型荷蘭公司。 它們能夠自己蓬勃發(fā)展。 其中一部分會出現問題， 但是沒關系。 這一部分會自己找到立足之地。 讓我感到害怕的是另一部分， 他們會說， 這個很不錯，你應該去做一下。 我們來建立一個系統，投一些錢進去， 然后人們無論如何都會做下去。

20:26

CA: So you have asked extraordinary questions your whole life. It seems to me that's the fuelthat's driven a lot of this. Do you have any other questions for us, for TED, for this group here?

CA：那么您這一生已經問了 很多卓越的問題。 在我看來這些都是這一切發(fā)生的動力。 您還有什么其他問題要問我們， 或者TED，或者在座的觀眾嗎?

20:38

RS: I always come back to variations of the question that my son asked me when he was three.We were sitting in a jacuzzi, and he said, "Dad, why do we exist?" There is no other question.Nobody has any other question. We have variations of this one question, from three onwards. Sowhen you spend time in a company, in a bureaucracy, in an organization and you're saying, boy --how many people do you know who on their death beds said, boy, I wish I had spent more time atthe office? So there's a whole thing of having the courage now -- not in a week, not in twomonths, not when you find out you have something -- to say, no, what am I doing this for? Stopeverything. Let me do something else. And it will be okay, it will be much better than what you'redoing, if you're stuck in a process.

RS：我總是會回想我兒子在三歲的時候 問過的各種各樣的問題。 我們坐在按摩浴缸里， 他說，”爸爸，我們?yōu)槭裁磿嬖?“ 沒有別的問題了。 也沒人問過其他的問題。 從三歲以后，我們就有了很多基于 這同一個問題的千變萬化的問題。 當你花時間在公司，在政府，在某個組織， 你會說，孩子—— 你認識多少人臨終前會說， 孩子，我希望把更多的時間花在辦公室? 所以現在有件需要你拿出勇氣的事—— 不是一個星期，不是2個月， 也不是當你突然有了什么想法—— 你要說，不，我做這個是為了什么呢? 先停下。做點別的事情吧。 一切都會好的， 會比你現在做的事情要好得多， 如果你在某件事情中困住了。

21:30

CA: So that strikes me as a profound and quite beautiful way to end this penultimate day of TED.Ricardo Semler, thank you so much. RS: Thank you so much. 00:11

CA：這就讓我能夠以一種 深刻和美妙的方式 結束倒數第二天的TED講座。 里卡多·塞姆勒，非常感謝! RS：謝謝大家。