责任感英文演讲ted

在 英语学习 的过程，大家想要尽可能的提高英语水平的话，进行英语演讲不仅是对自己水平的测验，同时也是对自己英语水平提高的做法，下面是我给大家整理的经典TED 英语 演讲稿 范文 五篇，欢迎大家借鉴与参考，希望对大家有所帮助。

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TED英语演讲稿1

I think the cause is more complicated. I think, as a society, we put more pressure on our boys to succeedthan we do on our girls. I know men that stay home and work in the home to support wives with careers,and it's hard. When I go to the Mommy-and-Me stuff and I see the father there, I notice that the other mommies don't play with him. And that's a problem, because we have to make it as important a job,because it's the hardest job in the world to work inside the home, for people of both genders, if we're going to even things out and let women stay in the workforce. Studies show that households with equal earning and equal responsibility also have half the divorce rate.And if that wasn't good enough motivation for everyone out there, they also have more — how shall I say this on this stage?

TED英语演讲稿2

They know each other more in the biblical sense as well. Message number three: Don't leave before you leave. I think there's a really deep irony to the fact that actions women are taking — and I see this all the time — with the objective of staying in the workforceactually lead to their eventually leaving. Here's what happens: We're all busy. Everyone's busy. A woman's busy. And she starts thinking about having a child, and from the moment she starts thinking about having a child, she starts thinking about making room for that child. "How am I going to fit this into everything else I'm doing?" And literally from that moment, she doesn't raise her hand anymore, she doesn't look for a promotion, she doesn't take on the new project, she doesn't say, "Me. I want to do that." She starts leaning back.

TED英语演讲稿3

The problem is that — let's say she got pregnant that day, that day — nine months of pregnancy, three months of maternity leave, six months to catch your breath — Fast-forward two years, more often — and as I've seen it — women start thinking about this way earlier — when they get engaged, or married, when they start thinking about having a child, which can take a long time. One woman came to see me about this. She looked a little young. And I said, "So are you and your husband thinking about having a baby?" And she said, "Oh no, I'm not married." She didn't even have a boyfriend.

TED英语演讲稿4

I said, "You're thinking about this just way too early." But the point is that what happens once you start kind of quietly leaning back? Everyone who's been through this — and I'm here to tell you, once you have a child at home, your job better be really good to go back, because it's hard to leave that kid at home. Your job needs to be challenging. It needs to be rewarding. You need to feel like you're making a difference. And if two years ago you didn't take a promotion and some guy next to you did, if three years ago you stopped looking for new opportunities,you're going to be bored because you should have kept your foot on the gas pedal. Don't leave before you leave. Stay in. Keep your foot on the gas pedal, until the very day you need to leave to take a break for a child — and then make your decisions. Don't make decisions too far in advance, particularly ones you're not even conscious you're making.

TED英语演讲稿5

My generation really, sadly, is not going to change the numbers at the top. They're just not moving. We are not going to get to where 50 percent of the population — in my generation, there will not be 50 percent of [women] at the top of any industry. But I'm hopeful that future generations can. I think a world where half of our countries and our companies were run by women, would be a better world. It's not just because people would know where the women's bathrooms are, even though that would be very helpful.I think it would be a better world. I have two children. I have a five-year-old son and a two-year-old daughter. I want my son to have a choice to contribute fully in the workforce or at home, and I want my daughter to have the choice to not just succeed, but to be liked for her accomplishments.

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Ihave spent the last years, trying to resolve two enigmas: why is productivity so disappointing in all the companies where I work? I have worked with more than 500 companies. Despite all the technological advance – computers, IT, communications, telecommunications, the internet. Enigma number two: why is there so little engagement at work? Why do people feel so miserable, even actively disengaged? Disengaged their colleagues. Acting against the interest of their company. Despite all the affiliation events, the celebration, the people initiatives, the leadership development programs to train managers on how to better motivate their teams. At the beginning, I thought there was a chicken and egg issue: because people are less engaged, they are less productive. Or vice versa, because they are less productive, we put more pressure and they are less engaged. But as we were doing our analysis we realized that there was a common root cause to these two issues that relates, in fact, to the basic pillars of management. The way we organize is based on two pillars. The hard—structure, processes, systems. The soft—feeling, sentiments, interpersonal relationship, traits, personality. And whenever a company reorganizes, restructures, reengineers, goes through a cultural transformation program, it chooses these two pillars. Now we try to refine them, we try to combine them. The real issue is – and this is the answer to the two enigmas – these pillar are obsolete. Everything you read in business books is based either two of the other or their combine. They are obsolete. How do they work when you try to use these approaches in front of the new complexity of business? The hard approach, basically is that you start from strategy, requirement, structure, processes, systems, KPIs, scorecards, committees, headquarters, hubs, clusters, you name it. I forgot all the metrics, incentives, committees, middle offices and interfaces. What happens basically on the left, you have more complexity, the new complexity of business. We need quality, cost, reliability, speed. And every time there is a new requirement, we use the same approach. We create dedicated structure processed systems, basically to deal with the new complexity of business. The hard approach creates just complicatedness in the organization. Let’s take an example. An automotive company, the engineering division is a five-dimensional matrix. If you open any cell of the matrix, you find another 20-dimensional matrix. You have Mr. Noise, Mr. Petrol Consumption, Mr. Anti-Collision Propertise. For any new requirement, you have a dedicated function in charge of aligning engineers against the new requirement. What happens when the new requirement emerges? Some years ago, a new requirement appeared on the marketplace: the length of the warranty period. So therefore the requirement is repairability, making cars easy to repair. Otherwise when you bring the car to the garage to fix the light, if you have to remove the engine to access the lights, the car will have to stay one week in the garage instead of two hours, and the warranty budget will explode. So, what was the solution using the hard approach? If repairability is the rew requirement, the solution is to create a new function, Mr. Repairability. And Mr. Repairability creates the repairability process. With a repairability scorecard, with a repairability metric and eventually repairability incentive.That came on top of 25 other KPIs. What percentage of these people is variable compensation? Twenty percent at most, divided by 26 KPIs, repairability makes a difference of 0.8 percent. What difference did it make in their action, their choices to simplify? Zero. But what occurs for zero impact? Mr. Repairability, process, scorecard, evaluation, coordination with the 25 other coordinators to have zero impact. Now, in front of the new complexity of business, the only solution is not drawing box es with reporting lines. It is basically the interplay. How the parts work together. The connection, the interaction, the synapse. It is not skeleton of boxes, it is the nervous system of adaptiveness and intelligence. You know, you could call it cooperation, basically. Whenever people cooperate, they use less resources. In everything. You know, the repairability issue is a cooperation problem. When you design cars, please take into account the need of those who will repair the cars in the after sales garage. When we don’t cooperate we need more time, more equipment, more system, more teams. We need – when procurement, supply chain, manufacturing don’t cooperate we need more stock, more investories, more working capital. Who will pay for that? Shareholder? Customers? No, they will refuse. So who is left? The employees, who have tocompensate through their super individual efforts for the lack of cooperation. Stress, burnout, they are overwhelmed, accidents. No wonder they disengage. How do the hard and the soft try to foster cooperation? The hard: in banks, when there is problem between the back office and the front office, they don’t cooperate. What is the solution? They create a middle office. What happens one years later? Instead of one problem between the back and front, now have to problems. Between the back and the middle and between the middle and the front. Plus I have to pay for the middle office. The hard approach is unable to foster cooperation. It can only add new boxes, new bones in the skeleton. The soft approach: to make people cooperate, we need to make then like each other. Improve interpersonal feelings, the more people laike each other, the more they will cooperate. It is totally worng. It even counterproductive. Look, at home I have two TVs. Why? Precisely not to have to cooperate with my wife. Not to have to impose tradeoffs to my wife. And why I try not to impose tradeoffs to my wife is precisely because I love my wife. If I didn’t love my wife, one TV would be enough: you will watch my favorite football game, if you are not happy, how is the book or the door? The more we like each other, the more we avoid the real cooperation that would strain our relationships by imposing tough tradeoffs. And we go for a second TV or we escalate the decision above for arbitration. Definitely, these approaches are obsolete. To deal with complexity, to enhance nervous system, we have created what we call the smart simplicity approach based on simple rules. Simple rule number one: understand what others do. What is their real work? We need go beyond the boxes, the job description, beyond the surface of the container, to understand the real content. Me, designer, if I put a wire here, I know that it will mean that we will have to remove the engine to access the lights. Second, you need to reinforce integrators.

莱温斯基在ted演讲里陈述了网络语言欺凌受害者的苦楚，以下是我整理的莱温斯基ted 演讲稿 ，提供中英文两种版本。一起来看看吧。

站在你们面前的这个女性曾在公众面前沉默了十年。显然，现在不一样了，不过这只是最近的事。几个月前在福布斯”30位30岁以下创业者”峰会上,我首次公开发表演讲，峰会上有1500位杰出人士，全部不到30岁。这就意味着在1998年，其中最年长的人也只有14岁，最年轻的则只有4岁。我同他们开玩笑，有些人似乎只是从说唱音乐中听过我的名字。没错，说唱音乐唱过我，几乎有40首这样的说唱音乐。

在我演讲当晚 意外的事情发生了，作为一个41岁的女性，竟然有一个27岁的小伙子勾搭我。我知道，难以相信吧?他很有魅力，说了不少奉承的话，结果我拒绝了。知道他的搭讪不成功在哪吗?他说他能让我感到又回到了22岁……那天晚上我意识到，40岁时不想回到22岁的人或许就只有我了。22岁时，我爱上了我的老板，在24岁那年，我明白了其毁灭性的后果。

能否请大家举手告诉我，如果你觉得自己22岁时没有犯过错，没有做过让自己后悔的事，请举手?同我想的一样，和我一样，22岁那年，你们中的一些人大概也犯过错，爱上过错误的人，或许也正是你的老板。不过和我不同，你的老板八成不是美国总统。当然，生活充满了意外。每一天我都被提醒这个错误，我每天都在深深后悔。

1998年 在卷入一段不可能的爱情之后，我被卷入政治、法律和媒体的漩涡中心，一场前所未见的漩涡。记得吧，就在几年前，新闻只有三个来源：读报刊杂志、听收音机和看电视，就这些了。但我的命并没这么好，这起丑闻通过数字革命被公之于众。数字革命意味着我们能获取所有想要的信息，不管何时何地。丑闻在1998年1月被首次揭露就是通过互联网。这是传统媒体第一次在重大事件报道上被因特网抢先，一个点击的声音响彻了全世界。

对我个人而言，它让我一夜间从一个完完全全的无名人士变成一个被全世界公开羞辱的对象。我成了零号病人，第一个经历如何在全球范围内瞬间失去个人声誉。

这种由科技促进的草率道德审判导致我在网络世界里被投石暴民围攻。诚然，这是在社交媒体出现之前，不过人们还是可以在线评论，邮件转发 故事 ，当然，也能转发残忍的笑话。新闻媒体将我的照片贴得到处都是，借此销售报纸，为网站吸引 广告 商，为电视吸引眼球。

记得我那张照片吗?戴着贝雷帽的那张?我承认，我犯了错误，特别是不该戴那顶贝雷帽。在关注故事之外，人们对我个人的关注和道德审判也是前所未有的，我被打上各种标签 荡妇、妓女、母狗、婊子、贱人，当然还有 “那个女人”。很多人都看到了我，但很少有人了解我。我明白，人们很容易忘记一个女人是多维度的，其实她也有灵魂，也曾是完好无缺的。17年前，这些发生在我身上的事还没有专门的名词来称呼。现在，我们称之为网络欺凌和线上骚扰。

今天，我想和大家分享一些个人经历，我要讲讲这些经历如何塑造了我的 文化 观察。我希望我过去的经历，能够引起变革，让其他人少遭遇欺凌。1998年 我失去了声誉和尊严，我几乎失去了一切，包括生命。让我给大家描绘一下，这是1998年9月，我坐在一间没有窗户的办公室，在独立检察官办公室，嗡嗡作响的荧光灯下，我听着自己的声音，这是一年前电话窃听录取的声音，这位录音者，我原来还当作朋友。我坐在那里是因为法律要求，我要亲自鉴定全部二十小时的对话录音。过去的八个月，这些录音带中的神秘内容，就像达摩克利斯之剑一样悬在我的头顶。想想，谁能记得自己一年前说了什么。我很害怕，很屈辱地听着，听我自己平日闲暇时的扯东拉西，听我自己坦白对总统的爱意。当然，还有我的心碎。听到那个有时狡猾、有时暴躁、有时愚蠢的我——无情、记仇、粗鲁。我听着，深深地感到羞愧，这是最糟糕的我，糟糕到我自己都不认识。

几天后 斯塔尔 报告 被提交给国会，所有录音和原文稿，所有被窃取的言语，都成了其中一部分。人们能够读到原文稿就已经很让人害怕了，但这还没完，数周后，录音带又被公开到电视上，还有很大一部分散播到了网上。这种公开羞辱很折磨人，生命几乎变得不可承受。这种情况在1998年的时候发生得并不常见，”这种情况”指的是窃取人们的私下言语、行为、对话或照片将之公开于众--没有征得同意的公开、没有来龙去脉的公开、没有丝毫同情的公开。

快进12年到2010年，社交媒体出现了，像我这样的例子开始越来越多，甚至无论当事人有没有犯错。而且公众人物和普通人都深受其害，有些事件的结果非常悲惨。

2010年9月 我和我妈打了一通电话，我们谈到了一则新闻，关于罗格斯大学的一个大学新生。他叫泰勒·克莱门蒂——亲切、灵敏、富有创造性的泰勒被室友偷拍到和另一个男的有亲密行为，视频被传播到网上，嘲笑和网络欺凌之火被点燃。几天后，泰勒从乔治·华盛顿大桥纵身跃下……生命就这样逝去……他只有18岁。

我妈讲到泰勒和他家人时非常激动，她发自内心的痛苦。我在当时还有点无法理解，不过我逐渐意识到，她在重新经历1998年，重新经历她每晚都坐在我的床头的时候，重新经历她让我洗澡时不要关门的时候，重新经历她和爸爸担心我会因为羞辱而死去的时候。一点也不夸张。

现如今，很多父母都没来得及介入挽救自己至爱的子女，很多父母在知道子女的痛苦和羞辱时都为时已晚。泰勒悲剧而无谓的死亡，对我而言是一个转折点。它让我重新审视了我的亲身经历，让我开始思考周遭充满羞辱和欺凌的世界，让我看到了不同的东西。

在1998年 没人知道因特网这种新生技术会将人类引往何方。自诞生以来，因特网让人类以难以设想的方式联系了起来，让人们找到失散的兄弟姐妹、挽救生命，发起革命。不过同时，我所经历的阴暗面、网络欺凌和肆意辱骂也如雨后春笋增生。每天在网上，总有人，特别是依然稚嫩不知如何处理这些的年轻人总会被如此欺凌和羞辱，以至于感觉无法活到第二天，有些人也确实悲剧地因此而死。这一点也不虚拟。

ChildLine是致力于帮助年轻人处理各种问题的英国公益组织。去年，该组织发布了一则惊人的统计结果，2012到2013年，与网络欺凌相关的电话和电子邮件增加了87%。一篇来自荷兰的综合分析首次显示出，网络欺凌比网下欺凌更容易导致自杀意念。去年还有一项研究让我很震惊，或许我本不该惊讶，该研究显示羞辱是比高兴、甚至愤怒都更为强烈的情感。对他人残忍已经不是新鲜事了，但网上，由技术促进的羞辱却会被放大，不受遏制而且永远可以被看到。传统的羞辱只会局限于家庭、村庄、学校或是社区，而现在则会扩展到网络社区。成百万上千万的人能匿名地用言语攻击你，这会让人非常痛苦，而且能够公开看到这些攻击的人是没有限定范围的。被公开羞辱对个人损害很大，因特网的传播大幅提升了这个损害。

近二十年来，我们逐渐在文化的土壤中，播下了羞辱和公开侮辱的种子。无论是网上还是网下，八卦网站、狗仔队、真人节目、政治、新闻报道甚至黑客，这些都是羞辱的 渠道 。麻木不仁、无孔不入的网络环境让网络煽动、隐私侵犯、网络欺凌越来越猖獗。这种转变创造出了尼古拉斯·米尔斯教授所说的“羞辱文化”。

来看一些显著例子 这些还只是最近六个月发生的。“Snapchat”该服务主要是年轻人在用，宣称其内容阅后即焚，信息只会存在几秒，可以想象这会涉及到哪类内容。Snapchat用户所使用的一种长久保留信息的第三方应用程序被入侵了，十万人的个人对话、照片、视频被泄露到网上，这些内容的寿命就这样变成了永远。詹妮弗·劳伦斯和其他几位演员的iCloud帐户被入侵，私人私密裸照被传播到互联网上，未经任何允许。一个八卦网站仅仅因为这一个内容，就获得了五百万以上的点击量。再想想索尼影业黑客袭击，最受关注的文档，竟然是公开羞辱价值最大的一些私人邮件。在这种羞辱文化中，公开羞辱还被贴上了另一种价格标签，这里衡量的并不是受害者遭受了多少损失，诸如泰勒，还有很多人的遭遇，尤其是女性、少数群体以及多元性别群体中的成员。这里的价格标签衡量的是借此牟利者的利润，侵入他人私人领域成了一种原料受到这些人的无情挖掘、包装和销售。一个市场在诞生，公开羞辱变成了其中的商品。

耻辱则变成了一种产业。如何赚钱呢?点击。羞辱越多，点击也就越多，点击越多，广告费也越多。这是一个危险的循环。我们对这些八卦点击得越多，我们就会对故事背后的人越麻木，我们越是麻木，就越会去点击。自始至终，都是有些人在利用他人的痛苦在牟利，每一次点击，我们都是在作出选择。文化中充斥的公开羞辱越多，越被接受，我们就会越多地看到网络欺凌、网络煽动、黑客入侵，还有线上骚扰。为什么?因为它们的核心都是羞辱，这种行为成为了我们所创造的一种文化症状。

改变行为从改变信念开始，无论是种族歧视还是同性恋歧视，现在和过去的很多歧视都是这样来消除。随着对同性婚姻观念的改变，更多人被赋予了平等的自由。随着对可持续性的倡导，越来越多的人开始回收利用。对于羞辱的文化也应如此，我们需要文化革命，公开羞辱这种流血的娱乐应当终止。无论是因特网上、还是文化中，现在都该干预了。

转变可以从简单的事开始，不过它本身并不简单。我们需要回归人类固有的一种价值，也就是同情心和同理心。网上正在经历同情心缺乏和同理心危机。引用研究者布琳·布朗的话，”羞辱在同理心下无法存活”。

我生命中经历了一些异常黑暗的日子，是来自家人、朋友、专业人士甚至一些陌生人的同情心和同理心拯救了我，哪怕只有一个人的理解也会很有用。社会心理学家谢尔盖·莫斯科维奇所提出的小众影响理论认为哪怕是小众人群，只要能坚持下去，变化也能发生。在网络世界中，我们可以通过站起来来培育小众影响力，站起来是说不再冷漠旁观而是发表积极评论支持受害者或是举报欺凌现象。相信我，富有同情心的评论能够减少消极效果，我们还可以通过支持处理这类问题的组织机构来对抗这种羞辱文化。例如：美国有泰勒·克莱门蒂基金会，英国有反欺凌项目，澳大利亚有Rockit项目。

我们经常提到表达自由的权利，此外我们还应该更多地谈到我们在表达自由上的责任。我们都希望自己的声音被听到，不过我们需要区分怀有意图的发声和请求关注的发声，因特网是表达自我的超级高速公路。不过在网上换位思考他人处境对所有人都是有利的，而且能够帮助创建更安全更美好的世界。我们需要怀着同情心在网上交流，怀着同情心阅读新闻，怀着同情心点击网站。

试想下自己活在别人的新闻头条里。

最后，我想以个人说明作结，过去九个月里我被问得最多的问题是为什么，为什么现在，为什么我要出这个头。你们应该可以听出这些问题的言外之意。答案同政治无关。

我的回答是：因为是时候了，是时候不再为过去而小心翼翼，是时候不再背负耻辱地活着，是时候讲述自己的经历。这不仅仅是为了拯救我自己，任何遭受耻辱和公开羞辱的人都需要知道一点——你能撑过来，我知道这很难，肯定会有痛苦，肯定不会来得轻松容易。不过你能坚持下去 并书写出不同的故事结局。同情自己，我们都值得同情，无论线上还是线下，我们都需要生活在一个更富有同情心的世界。

谢谢聆听!