懂你英語原文Level7-Unit1

Part 1 Do you procrastinate

So in college, I was a government major, which means I had to write a lot of papers. Now, when a normal student writes a paper, they might spread the work out a little like this. So, you know --you get started maybe a little slowly, but you get enough done in the first week that, with some heavier days later on, everything gets done, things stay civil.And I would want to do that like that. That would be the plan. I would have it all ready to go, but then, actually, the paper would come along, and then I would kind of do this.

在大學，我讀的是政府專業。也就是說，我需要寫很多的論文。一般的學生寫論文時，他們可能會這樣安排：(看圖)你可能開頭會慢一點，但第一周有這些已經足夠。後期再一點點的增加，最後任務完成，非常的有條理。我也想這麼做，所以一開始也是這麼計劃的。我做了完美的安排(看圖)，但後來，實際上論文任務一直出現，我就只能這樣了(看圖)。

And that would happen every single paper. But then came my 90-page senior thesis, a paper youre supposed to spend a year on. And I knew for a paper like that, my normal work flow was not an option. It was way too big a project. So I planned things out, and I decided I kind of had to go something like this. This is how the year would go. So Id start off light, and Id bump it up in the middle months, and then at the end, I would kick it up into high gear just like a little staircase. How hard could it be to walk up the stairs? No big deal, right?

我的每一篇論文都是這種情況，直到我長達90頁的畢業論文任務，這篇論文理應花一年的時間來做，我也知道這樣的工作，我先前的工作方式是行不通的，這個項目太大，所以我制定了計劃。決定按照這樣的方式工作，這樣來安排我這一年。(看圖)開頭我會輕鬆一點，中期任務逐漸增加，到最後，我再全力衝刺一下。整體是這種階梯式安排，一層一層走樓梯有多難?所以沒什麼大不了的，是吧?

But then, the funniest thing happened. Those first few months? They came and went, and I couldnt quite do stuff. So we had an awesome new revised plan.

And then --But then those middle months actually went by, and I didnt really write words, and so we were here.And then two months turned into one month, which turned into two weeks.

但後來，好笑的事情出現了，頭幾個月時光匆匆而逝，我還沒有來得及動工，所以我們明智的調整了計劃。然後，中間的幾個月也過去了，我還是一個字也沒有動，眨眼就到了這裡，然後兩個月變成了一個月，再變成了2周。

And one day I woke up with three days until the deadline, still not having written a word, and so I did the only thing I could: I wrote 90 pages over 72 hours, pulling not one but two all-nighters -- humans are not supposed to pull two all-nighters -- sprinted across campus, dove in slow motion, and got it in just at the deadline.

一天我醒來，發現離交稿日期只剩3天了，但我還一個字都沒寫。我別無選擇，只能在接下來的72小時里，連續通宵兩個晚上趕論文——一般人不應連續通宵兩個晚上。90頁趕出來後，我飛速衝過校園，像電影中的特寫慢鏡頭一樣，恰好在截止日期前的最後一刻交上。

I thought that was the end of everything. But a week later I get a call, and its the school. And they say, "Is this Tim Urban?" And I say, "Yeah." And they say, "We need to talk about your thesis." And I say, "OK." And they say, "Its the best one weve ever seen." That did not Happen S.r.l. Official Web Site NEW was a very, very bad thesis. I just wanted to enjoy that one moment when all of you thought, "This guy is amazing!" No, no, it was very, very bad.

我以為事情就這麼完了，但一周後，我接到一個電話，是學校打來的。他們說：「你是Tim Urban嗎?」我說：「是。」他們說：「我們要說一說你的畢業論文。」我說：「好啊。」他們說：「這是我見過最棒的論文。」……當然不可能。論文非常非常的差勁。我只想享受下你們對我的崇拜，想聽你們說：「這老兄太厲害了。」沒有，其實寫的非常差勁。

Anyway, today Im a writer-blogger guy. I write the blog Wait But Why.And a couple of years ago, I decided to write about procrastination. My behavior has always perplexed the non-procrastinators around me, and I wanted to explain to the non-procrastinators of the world what goes on in the heads of procrastinators, and why we are the way we are.

不管怎樣，我現在成為了一個博客寫手，經營著「wait but why」這個博客。幾年前，我決定寫寫拖延這件事。我的行為方式總讓身邊非拖延者感到不能理解。我很想對世界上非拖延者的人解釋一下，我們拖延症患者的腦子是什麼樣的，為什麼我們會拖延。

Now, I had a hypothesis that the brains of procrastinators were actually different than the brains of other people. And to test this, I found an MRI lab that actually let me scan both my brain and the brain of a proven non-procrastinator,so I could compare them. I actually brought them here to show you today. I want you to take a look carefully to see if you can notice a difference. I know that if youre not a trained brain expert, its not that obvious, but just take a look, OK? So heres the brain of a non-procrastinator. Now ... heres my brain.

首先我假設，拖延症患者的大腦實際上和其他人的大腦不一樣。為了驗證這一點，我找了家核磁共振實驗室，給我和另一個確定是非拖延症的人，進行了腦部掃描，我好將二者進行對比，今天我帶到現場，給大家展示一下。我希望大家仔細觀察，看能不能注意到差異。我知道大家並非專業的大腦專家，較難看出他們的差異，但大家不妨先看一眼，如何? 這張是非拖延者的大腦，這張是我的大腦。

There is a difference. Both brains have a Rational Decision-Maker in them, but the procrastinators brain also has an Instant Gratification Monkey. Now, what does this mean for the procrastinator? Well, it means everythings fine until this happens. [This is a perfect time to get some work done.] [Nope!] So the Rational Decision-Maker will make the rational decision to do something productive, but the Monkey doesnt like that plan, so he actually takes the wheel, and he says, "Actually, lets read the entire Wikipedia page of the Nancy Kerrigan/ Tonya Harding scandal, because I just remembered that that happened.

兩張是有一點不同，兩個大腦都有一個理性決策人，但在拖延症患者的大腦里，還有一個及時行樂的猴子。那這對拖延症患者來說意味著什麼呢? 這意味著平時沒什麼異樣，但一旦發生了以下的情況，理性的決策人做出理性的決策，要去做一些實際的工作，但猴子不喜歡這個計劃，所以他搶過方向盤，說道：「說實話，我們還是去維基百科上查一查NKTH的醜聞吧。」因為我剛想起來還發生過這件事。

Then --Then were going to go over to the fridge, to see if theres anything new in there since 10 minutes ago. After that, were going to go on a YouTube spiral that starts with videos of Richard Feynman talking about magnets and ends much, much later with us watching interviews with Justin Biebers mom. All of thats going to take a while, so were not going to really have room on the schedule for any work today. Sorry!

然後我們會去翻冰箱，看看和十分鐘前相比有沒有什麼新的東西。然後我們去youtobe看一連串的視頻，從Richard Feynman談論磁鐵開始，一直到很久很久之後看到一個Justin Bieber媽媽的訪談才結束。以上這些事情都得花時間，所以我們今天沒有時間再來工作了。

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Now, what is going on here? The Instant Gratification Monkey does not seem like a guy you want behind the wheel. He lives entirely in the present moment. He has no memory of the past, no knowledge of the future, and he only cares about two things: easy and fun. Now, in the animal world, that works fine. If youre a dog and you spend your whole life doing nothing other than easy and fun things, youre a huge success!

所以，到底發生了什麼?這個及時行樂的猴子並非你希望控制方向的人，他完全生活在當下，沒有過去的記憶，也沒有未來的概念。他只關注兩件事情：簡單和開心。在動物界，這兩點沒有問題。如果你是一條狗，一輩子只追求一些簡單和快樂的事，那就是巨大的成功了

And to the Monkey, humans are just another animal species. You have to keep well-slept, well-fed and propagating into the next generation, which in tribal times might have worked OK. But, if you havent noticed, now were not in tribal times. Were in an advanced civilization, and the Monkey does not know what that is. Which is why we have another guy in our brain, the Rational Decision-Maker, who gives us the ability to do things no other animal can do. We can visualize the future. We can see the big picture.We can make long-term plans. And he wants to take all of that into account. And he wants to just have us do whatever makes sense to be doing right now.

但對猴子來說，人類是另外一個物種，你得正常睡眠、規律飲食、繁衍後代。在原始部落時代，這也沒太大問題。但你注意到沒有，現在並非原始部落時代，我們生活在一個現代文明社會中，而猴子完全不能理解這是什麼意思，這也是為什麼我們大腦中會有另外一個，理性的決策者，他使人類有能力做到其他動物無法做到的事情。我們能設想未來，可以從大局出發，制定長期計劃，他可以把所有這些事考慮在內。希望讓我們做出最合理的事情.

Now, sometimes it makes sense to be doing things that are easy and fun, like when youre having dinner or going to bed or enjoying well-earned leisure time. Thats why theres an overlap. Sometimes they agree. But other times, it makes much more sense to be doing things that are harder and less pleasant, for the sake of the big picture. And thats when we have a conflict. And for the procrastinator, that conflict tends to end a certain way every time, leaving him spending a lot of time in this orange zone, an easy and fun place thats entirely out of the Makes Sense circle. I call it the Dark Playground.

有時，做一些簡單開心的事情是很合理的，比如吃飯睡覺、享受贏得的休閑時光，所以二者也有重疊的部分。有時二者是一致的，但有些時候，從長遠的角度來看，一些更困難不開心的事情，才是合理的事情，所以就出現了衝突。對拖延症患者來說，每次這種衝突到最後的結果都一樣，都讓他在這片橙色區域里耗費大量時間，這裡很簡單很開心，但完全不在合理圈的範圍內，我將這個區域稱為黑暗操場。

Now, the Dark Playground is a place that all of you procrastinators out there know very well. Its where leisure activities happen at times when leisure activities are not supposed to be happening. The fun you have in the Dark Playground isnt actually fun, because its completely unearned, and the air is filled with guilt, dread, anxiety, self-hatred -- all of those good procrastinator feelings. And the question is, in this situation, with the Monkey behind the wheel, how does the procrastinator ever get himself over here to this blue zone, a less pleasant place, but where really important things happen?

這個黑暗操場，所有的拖延者患者都應該很熟悉，在這裡發生了許多，本不應該在此時進行的休閑活動。你在黑暗操場獲得的樂趣，實際並不有趣，因為這並非你應得的。這裡的空氣充滿了內疚、恐懼、焦慮和自我憎恨——這些都是拖延症患者常有的情緒。所以問題是，在猴子掌握方向盤的情況下，拖延症患者如何進入這邊的藍色區域呢?這裡雖然沒有這麼舒適，但進行的事情都非常重要。

Well, turns out the procrastinator has a guardian angel, someone whos always looking down on him and watching over him in his darkest moments -- someone called the Panic Monster. Now, the Panic Monster is dormant most of the time, but he suddenly wakes up anytime a deadline gets too close or theres danger of public embarrassment, a career disaster or some other scary consequence. And importantly, hes the only thing the Monkey is terrified of.

好吧, 原來拖拉者有一個守護天使, 一個總是低頭看著他, 在他最黑暗的時刻看著他的人--有人叫這個驚慌的怪物。現在, 恐慌怪獸大部分時間都處於休眠狀態, 但他突然在最後期限太近時醒來, 或者有公眾困窘、職業災難或其他可怕後果的危險。重要的是, 他是猴子唯一害怕的東西。

Now, he became very relevant in my life pretty recently, because the people of TED reached out to me about six months ago and invited me to do a TED Talk. Now, of course, I said yes. Its always been a dream of mine to have done a TED Talk in the past. But in the middle of all this excitement, the Rational Decision-Maker seemed to have something else on his mind.

最近, 驚慌在我的生活中變得非常重要, 因為 ted 的人在六月前聯繫了我，邀請我做 ted 演講。當然, 我答應了。做次 TED 談話過去一直是我的夢想。但在所有這些興奮的中間, 理性的決策者似乎還有別的心事。

He was saying, "Are we clear on what we just accepted? Do we get whats going to be now happening one day in the future? We need to sit down and work on this right now." And the Monkey said, "Totally agree, but lets just open Google Earth and zoom in to the bottom of India, like 200 feet above the ground, and scroll up for two and a half hours til we get to the top of the country, so we can get a better feel for India." So thats what we did that day.

他說: "我們是否清楚我們剛剛接受了什麼？我們是否會在將來的某一天發生什麼？我們需要坐下來, 現在就做這項工作。猴子說, "完全同意, 但讓我們打開谷歌地球和放大到印度的底部, 像200英尺以上的地面, 並滾動了兩個半小時, 直到我們到達國家的頂端, 所以我們可以得到一個更好的感覺為印度。這就是我們那天所做的。

As six months turned into four and then two and then one, the people of TED decided to release the speakers. And I opened up the website, and there was my face staring right back at me. And guess who woke up? So the Panic Monster starts losing his mind, and a few seconds later, the whole systems in mayhem. And the Monkey -- remember, hes terrified of the Panic Monster -- boom, hes up the tree! And finally, finally, the Rational Decision-Maker can take the wheel and I can start working on the talk.

當六個月變成四個, 然後兩個, 然後一個, TED 的人決定公布演講人。我打開了網站, 我的臉正盯著我。你猜誰醒了？於是恐慌怪獸開始失去理智, 幾秒鐘後, 整個系統陷入混亂。還有那隻猴子--記住, 他害怕驚恐的怪物--砰, 他在樹上, 最後, 理性的決策者可以掌舵, 我可以開始工作了。

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Now, the Panic Monster explains all kinds of pretty insane procrastinator behavior, like how someone like me could spend two weeks unable to start the opening sentence of a paper, and then miraculously find the unbelievable work ethic to stay up all night and write eight pages. And this entire situation, with the three characters -- this is the procrastinators system. Its not pretty, but in the end, it works. This is what I decided to write about on the blog a couple of years ago.

現在, 恐慌怪獸解釋了各種非常瘋狂的拖拉行為, 像我這樣的人怎麼可能花兩周的時間無法開始一篇論文開頭的句子, 然後奇蹟般地找到令人難以置信的職業道德, 熬夜寫八頁。 這整個情況, 與三字元-這是拖拉系統。它不漂亮, 但最終, 它的工作。這是我幾年前決定在博客上寫的。

And they were all writing, saying the same thing: "I have this problem too." But what struck me was the contrast between the light tone of the post and the heaviness of these emails. These people were writing with intense frustration about what procrastination had done to their lives, about what this Monkey had done to them. And I thought about this, and I said, well, if the procrastinators system works, then whats going on? Why are all of these people in such a dark place?

他們都在寫, 說著同樣的話: "我也有這個問題。但令我吃驚的是, 郵報的光色調和這些郵件的沉重對比。 這些人對拖延對他們的生活所做的事情感到強烈的沮喪, 這隻猴子對他們做了什麼。我想過這一點, 我說, 如果拖拉的系統起作用了, 那到底是怎麼回事？為什麼這些人都在這麼黑的地方？

When I did, I was amazed by the response. Literally thousands of emails came in, from all different kinds of people from all over the world, doing all different kinds of things. These are people who were nurses, bankers, painters, engineers and lots and lots of PhD students. And they were all writing, saying the same thing: "I have this problem too." But what struck me was the contrast between the light tone of the post and the heaviness of these emails. These people were writing with intense frustration about what procrastination had done to their lives, about what this Monkey had done to them. And I thought about this, and I said, well, if the procrastinators system works, then whats going on? Why are all of these people in such a dark place?

從字面上成千上萬的電子郵件來自世界各地的不同類型的人, 做各種不同的事情。 這些人是護士, 銀行家, 畫家, 工程師和許多博士學生。他們都在寫同一句話：「我也有這個問題。」但真正讓我感到觸動的，是我博客的輕描淡寫，和郵件的沉重文風之間的強烈對比。這些讀者以非常沮喪的語言，告訴我拖延對他們的生活造成了哪些影響，告訴我猴子對他們都做了些什麼。我思考了一下，問道，既然拖延症患者的系統是有效果的，那到底哪不對呢?為什麼這些人都置身黑暗之中呢?

Well, it turns out that theres two kinds of procrastination. Everything Ive talked about today, the examples Ive given, they all have deadlines. And when theres deadlines, the effects of procrastination are contained to the short term because the Panic Monster gets involved. But theres a second kind of procrastination that happens in situations when there is no deadline. So if you wanted a career where youre a self-starter -- something in the arts, something entrepreneurial -- theres no deadlines on those things at first, because nothings happening, not until youve gone out and done the hard work to get momentum, get things going.

原來，拖延分為兩種，我今天所說的拖延和所舉的例子，都是有截止日期的。一旦有了截止日期，拖延的影響會被限制在一定時期內，因為後期驚慌怪獸會出現，但還有第二種拖延，這種拖延是沒有截止日期的，所以如果你想在一些領域內自學成才——比如學個藝術或者創個業——這些事情開始都是沒有截止日期的，因為開始不會有什麼變化，直到你拼盡全力，辛勤投入，才會有一點起色，你才能看到進展。

Theres also all kinds of important things outside of your career that dont involve any deadlines, like seeing your family or exercising and taking care of your health, working on your relationship or getting out of a relationship that isnt working. Now if the procrastinators only mechanism of doing these hard things is the Panic Monster, thats a problem, because in all of these non-deadline situations, the Panic Monster doesnt show up. He has nothing to wake up for, so the effects of procrastination, theyre not contained; they just extend outward forever.

除了工作之外，還有很多其他重要的事情，也是沒有截止日期的，比如看望家人、鍛煉身體、保持健康、維繫感情，或者從一段不合適的感情中抽身。如果說拖延症患者處理這些困難的唯一機制，是驚慌怪獸的話，那就有問題了，因為在這些沒有截止日期的情況下，驚慌怪獸是不會現身的，沒有喚醒他的條件，所以這一類拖延的後果是沒有限制的，他們會不斷地肆意延伸。

And its this long-term kind of procrastination thats much less visible and much less talked about than the funnier, short-term deadline-based kind. Its usually suffered quietly and privately. And it can be the source of a huge amount of long-term unhappiness, and regrets.

和有截止日期的好笑的短期拖延相比，這種長時期的拖延，更不易被人察覺，也更少被談論到，他常常在無聲無息中折磨著人們，可以說是大部分長期抑鬱和悔恨的根源。

And I thought, thats why those people are emailing, and thats why theyre in such a bad place. Its not that theyre cramming for some project. Its that long-term procrastination has made them feel like a spectator in their own lives. The frustration is not that they couldnt achieve their dreams; its that they werent even able to start chasing them.

我想，這也是為什麼這些人會寫信，為什麼狀態這麼差的原因吧。他們並非在為某個項目臨時抱佛腳，這種長期拖延使他們有時感覺，自己只是生活的旁觀者，讓他們沮喪的不是他們沒有實現夢想，而是他們甚至還沒有開始追尋夢想。

So I read these emails and I had a little bit of an epiphany -- that I dont think non-procrastinators exist.Thats right -- I think all of you are procrastinators. Now, you might not all be a mess, like some of us, and some of you may have a healthy relationship with deadlines, but remember: the Monkeys sneakiest trick is when the deadlines arent there.

我讀著這些來信，忽然有一種頓悟——我覺得非拖延者是不存在的，沒錯，我認為你們所有人都是拖延者，當然你們可能不像，我們有些人這麼混亂。你們有些人可能與截止日期保持著良性的關係。但記住：猴子最狡猾的伎倆，發生在沒有截止日期的時候。

Now, I want to show you one last thing. I call this a Life Calendar. Thats one box for every week of a 90-year life. Thats not that many boxes, especially since weve already used a bunch of those. So I think we need to all take a long, hard look at that calendar. We need to think about what were really procrastinating on, because everyone is procrastinating on something in life. We need to stay aware of the Instant Gratification Monkey. Thats a job for all of us. And because theres not that many boxes on there, its a job that should probably start today. Well, maybe not today, but ...You know. Sometime soon.

最後我想給大家看一個東西，我稱之為「生命日曆」。這裡的每一個格子都代表90年生命中的一周，格子數並不是很多，尤其我們已經用掉了許多。我想我們需要好好花時間，認真看看這個日曆。我們需要想一下，我們真正在拖延的是什麼，因為每個人在生命中都有拖延一些東西，我們需要警惕及時行樂的猴子，這是我們所有人的任務。因為這裡的格子數並不多，所以或許我們今天就應該行動起來，或許不一定是今天，而是儘快。

Thank you.

Part 2 How great leaders inspire action

一個偉大的領導者如何激發購買力

註解：

Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?" His examples include Apple, Martin Luther King, and the Wright brothers -- and as a counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.

正文：

How do you explain when things dont go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, theyre more innovative than all their competition. And yet, theyre just a computer company. Theyre just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasnt the only man who suffered in a pre-civil rights America. And he certainly wasnt the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out control-powered, manned flight when there were certainly other teams who were better qualified, better funded, and they didnt achieve powered man flight, and the Wright brothers beat them to it. Theres something else at play here.

你怎樣解釋當一些事情出乎我們意料的進行？或者說，你怎樣解釋當別人能成就一些看似不符合所有猜想的事？例如：為什麼蘋果那樣創新？一年一年又一年，他們比他所有的競爭對手都要敢於創新。可是，他只是一家電腦公司。他們就象其他人一樣。他們擁有同樣的方法吸取同樣的人才，擁有同樣的代理商，同樣的顧問，同樣的媒體。但是為什麼他們看上去會某些不同之處呢？為什麼Martin Luther King領導公民權利運動？他不是唯一一個遭遇非公民待遇的美國公民。他無疑不只僅僅是那個時候偉大的演講家。為什麼是他？為什麼懷特兄弟能夠發明人造帶動力控制的飛行器，而當時其他人無疑擁有更好的資格，更多資金，他們卻沒能完成人造動力飛行器，而懷特兄弟於這點打敗了他們。這是因為有其他東西於此發揮作用。

About three and a half years ago I made a discovery, and this discovery profoundly changed my view on how I thought the world worked. And it even profoundly changed the way in which I operate in it. As it turns out -- theres a pattern -- as it turns out, all the great and inspiring leaders and organizations in the world, whether its Apple, or Martin Luther King or the Wright brothers, they all think, act and communicate the exact same way. And its complete opposite to everyone else. All I did was codify it. And its probably the worlds simplest idea. I call it the golden circle.

大約三年半之前，我有個新發現，這個發現深深的改變了我的對於我曾經認為這個世界如何運行的觀點。並且它甚至深深的改變了我運營事物的方式。如它所示——這是一個圖案——如這個所示，這個世界上所有偉大的有感染力的領導者們或者組織，無論是蘋果，或者Martin Luther King或者懷特兄弟，他們都確切的以同一種方式思考，行動和交流。但是這個是完全不同於其他人的方式。所有我做的只是把他整理出來。並且這可能是世界上最簡單的注意。我把它叫做黃金圓圈。

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others arent. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by "why" I dont mean "to make a profit." Thats a result. Its always a result. By "why" I mean: whats your purpose? Whats your cause? Whats your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. Its obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations, regardless of their size, regardless of their industry, all think, act and communicate from the inside out.

為何？如何？是何？這個小模型就解釋了為什麼一些組織和一些領導者們能有能力鼓舞那些其他人不能做到的地方。讓我快速的定義這些術語。每個人，每個單獨的組織都百分之百的明白他們在做什麼。其中一些知道如何去做，無論你們把他叫做你們的差異價值，或者是你們的獨特工序，或者你們的專利。但是很少很少的人們或者組織知道為什麼他們做他們所做的。這裡的「為何」不是指「為利潤」。利潤是個結果。他總會是結果。而「為何」我所指的是：你的目的是什麼？你的動機是什麼？你的信仰是什麼？為什麼你的組織會出現？你為什麼而在早上早起？為什麼其他人需要在乎你的這些？那麼，結果是，我們思考的方式，我們行動的方式，和我們交流的方式都是由外而內的。這個很明顯，我們的方式都是從清晰的事物到模糊的事物。但是激勵型領導者們和組織，不論他們的大小，行業，所有的思想，行動和交流都是自內於外的。

Let me give you an example. I use Apple because theyre easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this. "We make great computers. Theyre beautifully designed, simple to use and user friendly. Want to buy one?" Neh. And thats how most of us communicate. Thats how most marketing is done. Thats how most sales are done. And thats how most of us communicate interpersonally. We say what we do, we say how were different or how were better and we expect some sort of a behavior, a purchase, a vote, something like that. Heres our new law firm. We have the best lawyers with the biggest clients. We always perform for our clients who do business with us. Heres our new car. It gets great gas mileage. It has leather seats. Buy our car. But its uninspiring.

讓我給你們一個例子。我用蘋果公司作為例子是因為他們很容易去理解，並且每個人都能理解。如果蘋果公司如同其他公司一樣，他們的市場營銷信息就可能是這樣。「我們做最棒的電腦。設計精美，使用簡單，界面友好。你想要買一台嗎？」不怎麼樣吧。這就是我們大部分人的交流方式。這就是大部分的市場營銷所採取的。這也是大部分商家所採取的。這也是我們中大部分人於人際間的交流方式。我們說我們做什麼工作的，我們說我們是何如與眾不同，或者我們是如何的更優秀，然後我們就期待著別人的一些反應，一個購買力，一個投票支持，類似於這些的反應。這是我們新開的律師事務所。我們擁有最好的律師和最大的客戶。我們總是能滿足我們的客戶們的要求。這是我們的新車型。非常省油。舒適的座椅。買我們的車吧。一點都不鼓舞人心 。

Heres how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? Youre ready to buy a computer from me. All I did was reverse the order of information. What it proves to us is that people dont buy what you do; people buy why you do it. People dont buy what you do; they buy why you do it.

而這是蘋果公司事實上如何交流的。「我們做的所有事，我們相信在挑戰現狀。我們相信用不同的方式思考。而我們挑戰現狀的方式就是我們開發我們的產品擁有精美的設計，使用簡單，並且界面友好。我們讓最棒的電腦得以呈現。你想要買一台嗎？」完全不一樣對嗎？你們樂意從我這裡購買一台電腦嗎。我所做的只是將這些信息的順序重新排列。這些證明了人們不想從你那裡買你所做的產品；人們買的是你的信念和宗旨。人們買的不是你做的什麼產品；他們買的是你做這些的信念和宗旨。

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But were also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apples just a computer company. Theres nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. Theyre eminently qualified to make flat screen TVs. Theyve been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs. And they make great quality products. And they can make perfectly well-designed products. And nobody bought one. In fact, talking about it now, we cant even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People dont buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Heres the best part.

這個解釋了每個在座的人為什麼非常自然的要買一台蘋果公司的電腦。但是我們同樣非常自然的買一個蘋果公司的MP3播放器，或者一部蘋果電話，或者蘋果DVR。但是如我之前所說，蘋果公司只是一個計算機公司。從結構上沒有什麼能把它同其他競爭者區別開。它的競爭者都同樣具備製作所有這樣產品的資格和能力。而事實上，他們也嘗試過，幾年前，Gateway公司推出了平板電視機。他們非常能勝任生產製造平板電視。他們已經製造平板顯示器許多年了。卻沒人購買。Dell公司推出了MP3播放器和掌上電腦。他們產品設計精良。卻沒人購買。事實上，現在來談論這些，我們甚至無法想像買一台Dell的MP3播放器。你為什麼會從一家電腦公司買一台MP3播放器呢？但是我們每天都在這麼做。人們不會因為你做什麼而購買；他們因為你做的產品的信念而購買。目標不是與每個需要你生產的人做生意。目標是與那些與你有共同景願的人做生意。這就是最精彩的部分。

None of what Im telling you is my opinion. Its all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, What you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our homo sapien brain, our neocortex, corresponds with the "what" level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains. And our limbic brains are responsible for all of our feelings, like trust and loyalty. Its also responsible for all human behavior, all decision-making, and it has no capacity for language.

我所告訴你們的這些都不是我自己的觀點。這些觀點都能從生物學裡找到根源。不是心理學，而是生物學。如果你觀察人類大腦的橫截面，由上自下觀察，你會發現人類大腦實際上是分成三個主要組成部分，而這三個部分和黃金圓圈匹配的非常好。我們最新的腦部，我們管轄智力的腦部，我們的大腦皮層，對應著「是什麼」這個圓環。大腦皮層負責我們所有的理智和分析性思維和語言。中間的兩個部分組成我們的邊緣大腦。我們的邊緣大腦負責於我們所有的感受，比如信任和忠誠。它還負責所有的人類行為，所有的決策，而他沒有語言的能力。

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesnt drive behavior. When we can communicate from the inside out, were talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just doesnt feel right." Why would we use that verb, it doesnt "feel" right? Because the part of the brain that controls decision-making, doesnt control language. And the best we can muster up is, "I dont know. It just doesnt feel right." Or sometimes you say youre leading with your heart, or youre leading with your soul. Well, I hate to break it to you, those arent other body parts controlling your behavior. Its all happening here in you limbic brain, the part of the brain that controls decision-making and not language.

換句話說，當我們由外自內交流時，是的，人們能理解大量的複雜信息，比如特徵，優點，事實和圖標。但不會激發行為。當我們能由內自外的交流時，我們是直接同大腦負責控制行為的部分進行交流，然後我們通過一些我們所說和所做的實際的事物使得人們理性的思考這些。這就是內心決策的由來。你們知道，有時候你們給某人展示所有的事實和圖表，他們會說，「我知道所有的事實和細節說明什麼，但是就是感覺有什麼不對。」為什麼我們會用那個動詞，「感覺」不對？因為我們大腦中負責控制決策的部分不負責控制語言。我們只好說，「我不知道，這個就是感覺不對。」或者有時候你們會說你是由你的內心所引導，或者由你的靈魂所引導。我不想對你們把這些觀點分得太徹底，這些不是身體的其他部分在控制著你的行為。它全發生在你的邊緣大腦里，大腦中控制決策但不負責語言的那部分。

But if you dont know why you do what you do, and people respond to why you do what you do, then how you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; its to hired people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, theyll work for your money, but if you hire people who believe what you believe, theyll work for your you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.

但是如果你不知道你問什麼做你所有的，而人們對你所做事物的動機做出反應，然後，你曾如何得到人們對你的投票，或者從你購買某些東西，或者更正要的，忠誠的想要成為你所做事物或事業的一員。再者，目的不是僅僅出售給那些需要你所有用的物品的人們；目的是銷售給那些同你擁有共同景願的人們。目標不是僅僅僱傭那些需要工作的人們；是僱傭那些與你擁有同樣景願的人。我總是說，你們知道，如果你僱傭一個僅僅是因為他們能勝任這項工作的人，他們會為了你的錢而工作，但是如果你僱傭同你擁有共同景願的人，他們會為你付出血汗，辛酸和淚水般的工作。這一點沒有比懷特兄弟故事更好的例子了。

3

Most people dont know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. I mean, even now, you ask people, "Why did your product or why did your company fail?" and people always give you the same permutation of the same three things, under-capitalized, the wrong people, bad market conditions. Its always the same three things, so lets explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Deptartment to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected. He knew all the big minds of the day. He hired the best minds money could find. And the market conditions were fantastic. The New York Times followed him around everywhere. And everyone was rooting for Langley. Then how come youve never heard of Samuel Pierpont Langley?

大部分人不知道Samuel Pierpont Langley這個人。然而回到20th世紀初期，投入人造農曆飛行器的熱情就象如今的網站一樣熱。每個人都在嘗試它。Samuel Pierpont Langley擁有，我們認為，最能成功的要領。我的意思是，即使是現在，你問別人，「為什麼你的產品或者你的公司失敗了，破裂了？」人們總是給你同樣的列出三樣相同的東西：缺乏資金，用人不善，市場形勢不好。總會是這三個原因，那麼讓我們仔細觀察下。國防部投資Samuel Pierpont Langley 50，000美元作為研發飛行器。資金不是問題。他曾在哈佛工作過，也在Smithsonian工作過，並且人脈極廣。他認識當時最優秀的人才。因此，他僱傭能用資金吸引到的最優秀的人才。並且當時的形勢更是空前的出色。紐約時報時刻跟蹤報道他。每個人都支持他。但是為什麼你們連聽都沒聽說過他呢？

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money. They paid for their dream with the proceeds from their bicycle shop. Not a single person on the Wright brothers team had a college education, not even Orville or Wilbur. And the New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, itll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers dream, worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because thats how many times they would crash before they came in for supper.

與此同時，幾百英里外的俄亥俄洲Dayton小鎮，Orville Wright和Wilbur Wright兩兄弟，他們沒有任何我們認為是成功的要素的基礎。他們沒有錢。他們把他們在單車店的收益作為夢想的資金。團隊里沒有一人受過大學教育，就連兩兄弟一樣也沒有上過大學。沒有紐約時報的跟蹤報道。不同的是，懷特兄弟是發自內心的想去做這件事。他們相信，如果他們能夠製造出飛行機器，那會改變世界前進的腳步。Samuel Pierpont Langley卻不同。他想要變得富有，他想要出名。他在追求最終結果。他在追求富裕。看吧，看接下來怎麼樣。那些相信懷特兄弟夢想的人們，與他倆付出血汗，辛酸與淚水的工作。而另外的只是為了薪水支票而工作。後來流傳的故事說，懷特兄弟每次出去工作，都必須帶五組零件，因為那是他們回來吃晚飯前將會墜毀的次數。

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing, the day the Wright brothers took flight, he quit. He could have said, "Thats an amazing discovery guys, and I will improve upon your technology," but he didnt. He wasnt first, he didnt get rich, he didnt get famous, so he quit.

最後，在1903年12月17日，懷特兄弟成功試飛，甚至沒人在場見證這個。我們在數天之後才得知此消息。後來的事情進一步證明了Langley的動機不純，他在懷特兄弟成功試飛的當天就辭職了。他本應該說：「這是一個偉大的發明，我將會改進你們的技術，」但是他沒有。他不是第一個發明飛行器的人，他沒能變的富有，他沒能成為名人，因此他離開了。

People dont buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation. And if you dont know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you cant buy rotary phones anymore.

(Laughter)

人們不會因為你做的而去購買；他們因為你的信念而去購買。如果你談論你的信仰是什麼，你將會吸引那些與有同樣景願的人。但是為什麼吸引那些與你有同樣景願的人很重要呢？有種叫做創新的擴散的定律。如果你們不知道這個定律，你們肯定知道這個術語。首先，人口中2.5%是革新者。剩下的13.5%是我們早期的採納者。接下來的34%是我們早期接受的大多數對象，晚接受的和遲鈍的人。這部分最後行動的人買按鍵電話的唯一原因是因為他們再也買不到轉盤電話了。（笑聲）

We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration. And then the system tips. And I love asking businesses, "Whats your conversion on new business?" And they love to tell you, "Oh, its about 10 percent," proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." Thats how we describe them, right. Thats like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before youre doing business with them versus the ones who dont get it? So its this here, this little gap, that you have to close, as Jeffrey Moore calls it, "crossing the chasm." Because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, theyre comfortable making those gut decisions. Theyre more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.

雖然我都在不同的時間不同的地點在這個範圍內，但是創新擴散定律告訴我們如果你想要在大眾市場讓一個點子成功或者被接受，在你獲得15%到18%的市場滲透率這個轉折點前是無法實現的。那時之後市場之門才會得以打開。我喜歡問一些公司，「你的新生意怎麼樣啊？」他們就喜歡很自豪的告訴你，「哦,大約是10%吧」。你可能抓住10%的客戶後就難再上升了。我們都能那10%的客戶「了解。」是的，這是我們如何描述他們的。那就象內心的感覺。「哦，他們就只是了解。」問題是：你如何發現那些在你與之做生意前能意會的，和那些沒能意會的？那麼就是這點縫隙，你必須填補這個小小的縫隙，如Jeffrey Moore把他叫做「跨越鴻溝」。因為，你知道，早期的大部分在某些人已經作為第一個嘗試之前是不會去嘗試某些事物的。這些人們，革新者和早期接受者，他們是很樂意嘗試這個勇敢的決定。他們更樂意去做這些由他們對這個的信念和世界觀的直覺去決定這些，而不是因為產品是什麼樣的。

These are the people who stood on line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didnt do it because the technology was so great. They did it for themselves. Its because they wanted to be first. People dont buy what you do; they buy what you do it. And what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them. They were first. People dont buy what you do; they buy why you do it.

這是一批在iPhone剛出來時在網上等上六小時去購買的人，而其實你只要一星期後進入商店就能在貨架上買到一個。這是一批在平板電腦剛出來時花40，000美元買上一台的人們，儘管當時技術還不夠好。順便說句，他們這麼做的原因並不是當時產品技術很好。因為他們想成為第一個體驗的人。人們不會因為你的產品而去購買；他們因為你的信念而去購買。你所做的不過是簡單的表達了你的信念。事實上，人們會做那些表現他們信念的事。那些在iPhone剛出來的六個小時，去花上六個小時排隊的人，是因為他們的世界觀，出於別人怎麼去想他們。他們作為第一批體驗者購買不是因為你的產品，而是你的信念。

4

So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. Its a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions. Right. You should have success then. Look at TiVo. From the time TiVo came out, about eight or nine years ago, to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.

那麼讓我給你們一個很著名的例子，一個關於創新擴散定律的著名的失敗和著名的成功的例子。首先是這個著名的失敗的例子。是一個商業例子。如我一秒之前所說的，成功的要素是資金，人才，和良好的市場環境。是的，接下來你應該成功。看看TiVo（數字視頻公司）。自TiVo推出之時，大概是八年，九年以前，一直到如今，他們是唯一的最高品質的產品，沒有爭議。他們的資金實力非常雄厚。市場環境也極其之好。我的意思是，我們把TiVo作為一個動詞。如我經常把東西蒂沃到我那台華納數碼視頻錄像機裡面。

But TiVos a commercial failure. Theyve never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and its never traded above 10. In fact, I dont even think its traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product, they told us all what they had. They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the cynical majority said, "We dont believe you. We dont need it. We dont like it. Youre scaring us." What if they had said, "If youre the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People dont buy what you do; they buy why you do it. And what you do simply serves as the proof of what you believe.

但TiVo卻是一個商業上的失敗。他們未曾賺一分錢。當他上市時，他們的股票大概在30或40美元，隨後就暴跌，成交價沒能超過10美元。事實上，我的印象中他的成交價沒有超過6美元，除開一些小的震蕩。因為你會發現，當TiVo發行他們的產品時，他們告訴我們的只是他們擁有什麼產品。他們說道，「我們的產品能讓直播電視得以暫停，跳過商業廣告，恢複電視直播，並且不需要你的刻意設置就能記住你的收看習慣。」挑剔的人們就說了，「我們不相信你們。我們不需要你的產品。我們不喜歡他。你在嚇唬我們。」但如果他們說，「如果你是想要完全掌控你生活方方面面的人，朋友，我們有你想要的產品。它能暫停直播節目，跳過廣告，記憶你的收看習慣，等等等等。」人們不會因為你的產品而購買；他們因為你的信念而購買。你所做的僅僅是要證明你的信念而已。

Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasnt the only man in America who was a great orator. He wasnt the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didnt go around telling people what needed to change in America. He went around and told people what he believed. "I believe. I believe. I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day, at the right time, to hear him speak.

現在讓我給你們一個創新擴散定律成功的例子。1963年的夏天，250，000人出現在華盛頓廣場前，只為聽到Dr. King的演講。他們未收到任何請帖，也沒有網站能確定時間日期。他們怎麼做到的呢？Dr. King不是美國唯一一個偉大的演講家。他也不是唯一一個在民權法案出台前在美國遭受歧視的美國人。事實上，他的有些想法並不好。但是他有個天賦。他並沒有到處給人們說美國需要改變什麼。他只是到處告訴人們他相信什麼。「我相信。我相信。我相信。」這是他告訴人們的。而那些與他有同樣信念的人受到了他的啟發，他們也開始把自己的信念告訴別人。有些人就建立起一些組織讓這些話傳給更多人。瞧，250，000人在那天準確的時間出現了，去聆聽他的演講。

How many of them showed up for him? Zero. They showed up for themselves. Its what they believed about America that got them to travel in a bus for eight hours, to stand in the sun in Washington in the middle of August. Its what they believed, and it wasnt about black versus white. 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world, those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority, will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech.

(Laughter)

有多少人是因為他而去的呢？沒有。他們是為他們自己去的。是他們對美國的一種信念使得他們會坐八小時的公車到達，並且站在八月中旬的烈日下的華盛頓。是因為他們的信念，而不是因為黑人與白人的鬥爭。25%的聽眾是白人。Dr. King相信世界上有兩種類型的法律，一種是上帝制定的，另一種則是人制定的。在人們制定的所有法律同上帝制定的法律完全一致之前，我們將會生活在一個公正的世界裡。而公民權利運動則恰巧一個絕好的機會幫助他把這個信念實現。我們追隨的不是他，而是我們自己。順便說句，他發表了「我有一個夢想」的演講，而不是「我有一個計劃」的演講。（笑聲）

Listen to politicians now with their comprehensive 12-point plans. Theyre not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority. But those who lead inspire us. Whether theyre individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And its those who start with "why" that have the ability to inspire those around them or find others who inspire them.

Thank you very much.

聽聽現在政治家提出的12點的大雜燴計劃。他們沒能鼓動任何人。因為一些是人當官的，一些是領袖。領導者擁有權利和身份。但是那些具有領袖氣質的才能領導我們的，無論是個人或組織，我們追隨那些領導者，不是因為我們必須追隨，因為我們想要追隨。我們追隨的那些領導者，不是因為他，而是因為我們自己。也只有那些從 「為什麼」這個圓圈出發的人 才有能力 激勵周圍的人， 或者找到能夠激勵他們的人。

非常感謝大家。

Part 3 How I held my breath for 17 minute

as a magician, i try to create images that make people stop and think. i also try to challenge myself to do things that doctors say are not possible. i was buried alive in new york city in a coffin, buried alive in a coffin in april, 1999, for a week. i lived there with nothing but water. and it ended up being so much fun that i decided i could pursue doing more of these things. the next one is i froze myself in a block of ice for three days and three nights in new york city. that one was way more difficult than i had expected. the one after that, i stood on top of a hundred foot pillar for 36 hours. i began to hallucinate so hard that the buildings that were behind me started to look like big animal heads. 　　

作為一個魔術師， 我總是嘗試去創造一個現象 可以讓人們駐足思考。 我也試著挑戰自己 做一些醫生看來不可能的事情。 我曾於1999年4月， 被埋在紐約一口棺材裡 整整一個星期。 著一個禮拜僅靠水存活下來。 但結果是我從中獲得極大的樂趣。 於是我決定去追求 實現更多這樣的事。 下一次就是我把自己凍在一個大冰塊里 整整三天三夜，地點是紐約。 那次要比我想像的困難許多。 接下來的一次，我站在一百多英尺高的柱子頂端 整整36個小時。 快結束時我開始產生非常強烈的幻覺 以至於我覺得身後的建築看起來像巨型動物的頭。 　　

so, next i went to london. in london i lived in a glass box for 44 days with nothing but water. it was, for me, one of the most difficult things id ever done, but it was also the most beautiful. there was so many skeptics, especially the press in london, that they started flying cheeseburgers on helicopters around my box to tempt me. (laughter) so, i felt very validated when the new england journal of medicine actually used the research for science. 　　

後來，我去了倫敦。 在倫敦，我在一個玻璃箱里生存了44天 也是除了水什麼都沒有。 對於我來說，這次是所有挑戰中最艱難的一次， 但它仍然是非常美好的一次歷程。 當時有許多持懷疑態度的人，尤其是倫敦的記者們， 他們坐直升機徘徊在我的玻璃箱周圍 到處扔漢堡引誘我。 (笑聲) 我通過這次活動被認可而感到非常高興， 新英格蘭醫學雜誌 還以此作為研究供科學參考。

My next pursuit was i wanted to see how long i could go without breathing, like how long i could survive with nothing, not even air. i didnt realize that it would become the most amazing journey of my life. 　　

我的下一個追求便是想試試不呼吸能堅持多久， 也就是說什麼都沒有的情況下我能活多久， 甚至沒有空氣。 我並沒有意識到， 這一次成就了我生命中最美妙的旅程。 　　

As a young magician i was obsessed with Houdini and his underwater challenges. so, i began, early on, competing against the other kids, seeing how long i could stay underwater while they went up and down to breathe, you know, five times, while i stayed under on one breath. By the time i was a teenager i was able to hold my breath for three minutes and 30 seconds. I would later find out that was houdinis personal record. 　　作為一個年輕的魔術師 我沉迷於霍迪尼和他在水下屏氣挑戰。 孩童時候，我就開始與其他的孩子們比試， 看可以在水下待多久， 當他們得反覆探頭出水面呼吸， 大概5次之多，我卻可以一直待在水下，完全不需要換氣。。 當我是青少年的時候 我已經可以水下屏氣達3分30秒之久， 後來我才發現那就是霍迪尼的個人紀錄。 　　

in 1987 i heard of a story about a boy that fell through ice and was trapped under a river. he was underneath, not breathing for 45 minutes. when the rescue workers came they resuscitated him and there was no brain damage. his core temperature had dropped to 77 degrees. as a magician, i think everything is possible. and i think if something is done by one person it can be done by others. i started to think, if the boy could survive without breathing for that long, there must be a way that i could do it. 　　

在1987年，我聽說了一個故事， 一個男孩掉進冰封的河裡， 困於河底。 他45分鐘內沒有呼吸。 當救援人員趕到 搶救並喚醒他時，發現他並沒有腦損傷， 他的心臟溫度降至77度。 作為一個魔術師，我相信一切皆有可能。 我認為如果某個人可以做到某件事， 那麼任何人都可以做到。 我開始思索，如果這個男孩 可以如此長時間不呼吸而活下來， 那麼必定有某種途徑讓我也可以做到。 　　

so, i met with a top neurosurgeon. and i asked him, how long is it possible to go without breathing, like how long could i go without air? and he said to me that anything over six minutes you have a serious risk of hypoxic brain damage. so, i took that as a challenge, basically. (laughter) my first try, i figured that i could do something similar, and i created a water tank, and i filled it with ice and freezing cold water. and i stayed inside of that water tank hoping my core temperature would start to drop. and i was shivering. in my first attempt to hold my breath i couldnt even last a minute. so, i realized that was completely not going to work. 　　

於是我找了最好的神經科醫師， 問他人若是不呼吸最長支撐多久， 也就是哪怕連空氣都沒有我能撐多久? 他告訴我，任何超過6分鐘不呼吸的行為， 都會因缺氧而造成 嚴重腦損傷的危險。 那麼毫無疑問，我便把它列入了我的挑戰。 (笑聲) 第一次試驗，我打算模擬那個男孩遭遇的情況， 弄一個水缸， 注滿徹骨的冰水， 然後就跳進那個水缸里， 希望我的體溫可以下降。 當不住地時我顫抖。第一次嘗試 我甚至連一分鐘都堅持不了。 於是我意識到簡單的模擬行不通， 　　

so, i went to talk to a doctor friend, and i asked him how could i do that? "i want to hold my breath for a really long time. how could it be done?" and he said, "david, youre a magician, create the illusion of not breathing, it will be much easier." (laughter) so, he came up with this idea of creating a rebreather, with a co2 scrubber, which was basically a tube from home depot, with a balloon duct-taped to it, that he thought we could put inside of me, and somehow be able to circulate the air and rebreathe with this thing in me. this is a little hard to watch. but this is that attempt. so, that clearly wasnt going to work. (laughter) 　　

我便找了一位醫生朋友， 詢問他我怎樣才能屏氣那麼久， 「我想在在水下長時間屏氣。怎麼樣才可以做到呢?」我問他， 他回答，「大衛，你是魔術師， 設計一個不呼吸的假象豈不是更容易?」 (笑聲) 他想出這麼個點子， 做一個內呼吸裝置， 內置一個co2 滌氣器， 其實基本上就是一個家用的管子， 再套一個氣球僅此而已。 他認為可以把這個東西放到我身體里， 然後用某種方式可以循環空氣達到再呼吸的目的。 他是這麼把東西放進來的， 這過程看起來會不太舒服... 但那是一次嘗試。 好了，很顯然它是不會起作用的。 (笑聲) 　　

then i actually started thinking about liquid breathing. there is a chemical thats called perflubron. and its so high in oxygen levels that in theory you could breathe it. so, i got my hands on that chemical, filled the sink up with it, and stuck my face in the sink and tried to breathe that in, which was really impossible. its basically like trying to breathe, as a doctor said, while having an elephant standing on your chest. so, that idea disappeared. 　　

接著我開始考慮 試試液體呼吸。 有一種叫全氟化合物的化學藥劑， 含氧量特別高， 理論上你是可以用它來呼吸。 於是我打算嘗試這種化學試劑， 將它灌滿水缸，把臉浸在裡面， 試著呼吸。 但那實在是不太可能， 基本上就如醫生所說， 情況如同一頭大象踩住你胸口的同時你還非得呼吸一樣。 這個法子看來也行不通。 　　

then i started thinking, would it be possible to hook up a heart/lung bypass machine and have a surgery where it was a tube going into my artery, and then appear to not breathe while they were oxygenating my blood? which was another insane idea, obviously. 　　

接著我想到， 有沒有可能在我的心臟和肺之間用機械搭橋， 然後做手術把管子放入動脈， 表面沒有呼吸但事實上這些裝備在為我的血液供氧? 但這顯然又是另一個瘋狂的想法。 　　

then i thought about the craziest idea of all the ideas: to actually do it. (laughter) to actually try to hold my breath past the point that doctors would consider you brain dead. so, i started researching into pearl divers. you know, because they go down for four minutes on one breath. and when i was researching pearl divers, i found the world of free-diving. it was the most amazing thing that i ever discovered, pretty much. there is many different aspects to free-diving. there is depth records, where people go as deep as they can. and then there is static apnea. thats holding your breath as long as you can in one place without moving. that was the one that i studied. 　

　後來，我想出了一個最瘋狂的辦法： 那就是，真刀真槍的來。 (笑聲) 去真正憋氣至那一刻， 那連醫生都認為會腦死亡的時間。 於是我開始搜集 有關採珠人的信息。 因為他們可以只用一口氣便在水下待4分鐘之久。 而且當我在做採珠人調查時 我發現了另一番洞天--自由潛水。 它幾乎可以說是我至今發現最奇妙的事。 自由潛水有很多種， 有深度記錄的，人們可以潛到他們能達到的最大深度， 還有靜止屏氣， 就是能憋氣多久就憋多久， 但必須靜止在一個固定的地方。 那就是我調查的研究。 　　

the first thing that i learned is when youre holding your breath you should never move at all; that wastes energy. and that depletes oxygen, and it builds up co2 in your blood. so, i learned never to move. and i learned how to slow my heart rate down. i had to remain perfectly still and just relax and think that i wasnt in my body, and just control that. and then i learned how to purge. purging is basically hyperventilating. you blow in and out ... you do that, you get lightheaded, you get tingling. and youre really ridding your body of co2. so, when you hold your breath its infinitely easier. then i learned that you have to take a huge breath, and just hold and relax and never let any air out, and just hold and relax through all the pain. 　

　我學到的第一個要領就是當你在屏氣時 應該一動不動，否則會浪費能量， 消耗氧氣， 並會使血液中的co2含量升高。所以我試著不去移動。 我也學到了怎樣減緩我的心率。 必須去保證一動不動並且非常放鬆 想像自己已經不在身體里， 並且要持續保持。 然後我學了怎樣凈化呼吸， 凈化呼吸實際上就是強力呼吸。 呼進，呼出 然後會感到眩暈，耳鳴， 這樣就可以排除身體內的co2， 接著當你再屏氣的時候，就會感到輕鬆。 然後我學到必須要吸很大的一口氣， 憋住，放鬆，別讓一點兒空漏出去， 憋著並放鬆著嘗試忍過所有的痛苦感覺。 　　

every morning, this is for months, i would wake up and the first thing that i would do is i would hold my breath for, out of 52 minutes, i would hold my breath for 44 minutes. so, basically what that means is i would purge, id breath really hard for a minute. and i would hold, immediately after, for five and half minutes. then i would breath again for a minute, purging as hard as i can, then immediately after that i would hold again for five and half minutes. i would repeat this process eight times in a row. out of 52 minutes youre only breathing for eight minutes. at the end of that youre completely fried, your brain. you feel like youre walking around in a daze. and you have these awful headaches. basically, im not the best person to talk to when im doing that stuff. 　　

每天早晨，連續幾個月， 我醒來第一件事 就是屏住呼吸 在52分鐘內， 我能憋氣44分鐘。 那就是說我會用凈化呼吸的方式， 用力的呼吸一分鐘 然後就馬上屏氣5分半鐘， 接著再用力呼吸一分鐘， 使最大的力氣去凈化呼吸， 然後馬上再一次屏住呼吸5分半鐘。 我會連續重複這樣的過程8次。 在52分鐘內，我其實只呼吸8分鐘。 在快要結束時，我覺得大腦快炸開了， 就好像在一片耀眼中行走， 頭痛欲裂。 似乎我屬於做的出卻描述不出的人。 　　

i started learning about the world-record holder. his name is tom sietas. and this guy is perfectly built for holding his breath. hes six foot four. hes 160 pounds. and his total lung capacity is twice the size of an average person. im six foot one, and fat. well say big-boned. (laughter) i had to drop 50 pounds in three months. so, everything that i put into my body i considered as medicine. every bit of food was exactly what it was for its nutritional value. i ate really small controlled portions throughout the day. and i started to really adapt my body. (laughter) 　　

我開始了解到這個記錄的保持者 叫湯姆 斯塔斯。 這傢伙就像是為屏氣而生的， 他有6尺4，160磅重。 而且他的肺活量是 正常人的2倍。 我呢，6尺1寸，很胖， 或者可以硬是說成骨架比較大。 (笑聲) 所以我必須在三個月內減掉50磅。 所有放進我嘴裡的東西 我都看作是藥物， 每一小塊食物都按照營養價值需要來吃。 一天內 我都保持吃非常小量的食物， 漸漸的我開始保持很好的狀態了。 (笑聲) 　　

the thinner i was, the longer i was able to hold my breath. and by eating so well and training so hard, my resting heart-rate dropped to 38 beats per minute. which is lower than most olympic athletes. in four months of training i was able to hold my breath for over seven minutes. i wanted to try holding my breath everywhere. i wanted to try it in the most extreme situations to see if i could slow my heart rate down under duress. (laughter) 　　

我越瘦，就越能長時間屏住呼吸。 通過飲食控制搭配艱苦的訓練， 我的心率下降到每分鐘38次， 比多數奧林匹克選手都要低。 在4個月的訓練，我已經可以屏住呼吸 長達7分鐘之久。 我在任何地方都訓練屏氣， 嘗試在極端的環境下屏氣 檢驗是否可能降低心率 在如此高壓下。 (笑聲) 　　

i decided that i was going to break the world record live on prime-time television. the world record was eight minutes and 58 seconds, held by tom sietas, that guy with the whale lungs i told you about. (laughter) i assumed that i could put a water tank at lincoln center and if i stayed there a week not eating, i would get comfortable in that situation and i would slow my metabolism, which i was sure would help me hold my breath longer than i had been able to do it. i was completely wrong. 　　

終於我準備好要打破世界紀錄， 要在黃金時段的電視頻道直播。 當時的世界紀錄是8分58秒， 湯姆，斯塔斯始終保持，我告訴過你們那個傢伙有鯨魚一樣大的肺。 (笑聲) 我設想可以在林肯中心放一個巨型水缸 然後我不吃飯在那裡面先待一個禮拜， 就會比較適應了， 並且新陳代謝也會緩慢下來， 我很肯定這樣做可以 幫我更長時間的屏住呼吸。 顯然我完全錯了。 　

　i entered the sphere a week before the scheduled air date. and i thought everything seemed to be on track. two days before my big breath hold attempt, for the record, the producers of my television special thought that just watching somebody holding their breath, and almost drowning, is too boring for television. (laughter) so, i had to add handcuffs, while holding my breath, to escape from. this was a critical mistake. because of the movement i was wasting oxygen. and by seven minutes i had gone into these awful convulsions. by 7:08 i started to black out. and by seven minutes and 30 seconds they had to pull my body out and bring me back. i had failed on every level. (laughter) 　　

我提前一個禮拜去到中心， 感覺一切都漸漸上了軌道， 沒想到的是，在破紀錄憋氣嘗試的前兩天， 電視製作人 突然覺得 光看人憋氣像是快要淹死 對電視節目太過無聊。 (笑聲) 於是我不得不加上手銬， 邊屏氣邊試著掙脫它們。 這被證明是個極嚴重的錯誤。 開始後我因為掙脫的動作浪費了很多氧氣， 到第7分鐘我已經開始不住可怕的抽搐中。到7分08秒時，我開始失去知覺， 7分30秒的時候 他們必須把我拉出來進行搶救。 我輸的一塌糊塗。 (笑聲) 　

　so, naturally, the only way out of the slump that i could think of was, i decided to call oprah. (laughter) i told her that i wanted to up the ante and hold my breath longer than any human being ever had. this was a different record. this was a pure o2 static apnea record that guinness had set the world record at 13 minutes. so, basically you breath pure o2 first, oxygenating your body, flushing out co2, and you are able to hold much longer. i realized that my real competition was the beaver. (laughter) 　　

所以很自然唯一可以擺脫消沉 我可以想到的 就是去找奧普拉。 (笑聲) 我告訴他我要提高賭注 我要屏住呼吸長過所有人。 這是個不同的記錄， 這次是純氧靜止屏氣記錄， 由吉尼斯目前的13分鐘為世界紀錄。 也就是先吸入入純氧, 充沛氧氣，排出二氧化碳。 然後你就可以屏氣更長時間。 當時我意識到，我真正的競爭者是-- 海狸。 (笑聲) 　　

in january of 08 oprah gave me four months to prepare and train. so, i would sleep in a hypoxic tent every night. a hypoxic tent is a tent that simulates altitude at 15,000 feet. so, its like base camp everest. what that does is, you start building up the red blood cell count in your body, which helps you carry oxygen better. every morning, again, after getting out of that tent your brain is completely wiped out. my first attempt on pure o2, i was able to go up to 15 minutes. so, it was a pretty big success. 　　

08年1月 奧普拉給了我4個月準備和訓練。 我每晚睡在低氧艙里， 所謂低氧艙就是模擬 海拔15000尺的含氧量， 跟終極野營似的。 這麼做的原因是， 可以累積體內紅細胞的數目， 幫助你更好的保存氧氣。 每個早晨，同樣的，從低氧艙里出來時 大腦一片空白。 第一次嘗試純氧時，我已經可以屏氣15分鐘。 這已經算是不小的成功了。 　　

the neurosurgeon pulled me out of the water because in his mind, at 15 minutes your brain is done, youre brain dead. so, he pulled me up, and i was fine. there was one person there that was definitely not impressed. it was my ex-girlfriend. while i was breaking the record underwater for the first time, she was sifting through my blackberry, checking all my messages. (laughter) my brother had a picture of it. it is really ... (laughter) 　　

當那個神經外科醫師把我從水裡拉出來時相當震驚-- 在他看來，15分鐘不呼吸 你的大腦就完了，腦死亡-- 可是當他把我拉出來，我卻狀態良好， 當時肯定有一個人是覺得沒什麼大不了， 就是我的前女友。當我在水下第一次打破紀錄時， 她卻在翻我的黑莓手機， 檢查我所有的簡訊。 (笑聲) 我哥哥拍了張當時的照片。那真的是... (笑聲) 　　

i then announced that i was going to go for sietas record, publicly. and what he did in response, is he went on regis and kelly, and broke his old record. then his main competitor went out and broke his record. so, he suddenly pushed the record up to 16 minutes and 32 seconds. which was three minutes longer than i had prepared. you know, it was longer than the record. 　

　終於我宣布 公開挑戰斯塔斯的記錄， 他所做的回應， 就是在regis and kelly節目中， 自己打破他以前的記錄。 然後他的主要競爭者又出來，並再次打破記錄。 這樣，他突然將記錄 16分32秒。 比我所做的準備長出3分鐘。 你知道，比原來紀錄長。 　　

now, i wanted to get the science times to document this. i wanted to get them to do a piece on it. so, i did what any person seriously pursuing scientific advancement would do. i walked into the new york times offices and did card tricks to everybody. (laughter) so, i dont know if it was the magic or the lore of the cayman islands, but john tierney flew down and did a piece on the seriousness of breath-holding. 　　

這下，我打算讓科學時代雜誌來報道這一切， 我希望他們也能參與， 於是，我做了任何一個 嚴謹探索科學的人都該做的事， 我走進紐約時報的辦公室 給每個人表演紙牌魔術。 (笑聲) 我不知道是魔術的原因還是開曼群島的信仰， 約翰，第爾尼被說服了， 還寫了一篇論屏住呼吸之嚴重性的報道。 　

　while he was there i tried to impress him, of course. and i did a dive down to 160 feet, which is basically the height of a 16 story building, and as i was coming up, i blacked out underwater, which is really dangerous; thats how you drown. luckily kirk had seen me and he swam over and pulled me up.

當他在那兒的時候，我試圖給他深刻印象 於是我猛地下潛了160尺， 大概有16層樓那麼高， 可我在上浮過程中，昏了過去， 那是相當危險的。那就是人們如何溺水的。 幸運的是克爾克看到我 他游過去把我救了上來。

So, i started full focus. i completely trained to get my breath hold time up for what i needed to do. but there was no way to prepare for the live television aspect of it, being on oprah. but in practice, i would do it face down, floating on the pool. but for tv they wanted me to be upright so they could see my face, basically. the other problem was the suit was so buoyant that they had to strap my feet in to keep me from floating up. so, i had to use my legs to hold my feet into the straps that were loose, which was a real problem for me. that made me extremely nervous, raising the heart rate. 　　

這下我開始全神貫注了。 我徹底嚴格的訓練延長屏氣時間， 做我該做的事。 但不可能完全按照將電視直播的方式而準備， 也就是那個奧普拉的節目。 練習中，我會面朝下，懸浮在水缸中， 但上電視時，他們卻希望我面朝前， 以便觀眾看見我的臉。 另一個問題是， 那身衣服讓我易懸浮， 所以他們不得不用皮帶綁住我的腳保持我不至上浮， 同時我得用雙腿幫助腳站穩在那個鬆鬆的皮帶裡面， 那對我來說是非常頭疼的事， 因為它導致我極度緊張， 提高了心率。 　

　then, what they also did was, which we never did before, is there was a heart-rate monitor. and it was right next to the sphere. so, every time my heart would beat id hear the beep-beep-beep-beep, you know, the ticking, really loud. which was making me more nervous. and there is no way to slow my heart rate down. so, normally i would start at 38 beats per minute, and while holding my breath it would drop to 12 beats per minute, which is pretty unusual. (laughter) this time it started at 120 beats, and it never went down. 　　

除此之外，他們還裝了， 我以前從未試過的，就是裝了一個心率監測器 它就在放置在我的球型水缸旁邊， 所以，每一次我心跳動時，都會聽到嗶嗶的聲音。 你知道，那個聲音，非常吵。 它導致我更加緊張。 而且我竟然沒有辦法去降低心率。 一般情況下 我的心率是每分鐘38次， 而且當我屏住呼吸時它會降到每分鐘12次， 這是可是很不尋常的。 (笑聲) 這一次，它卻以每分鐘120次作為開始， 再也沒有降下去。 　

　i spent the first five minutes underwater desperately trying to slow my heart rate down. i was just sitting there thinking, "ive got to slow this down. im going to fail, im going to fail." and i was getting more nervous. and the heart rate just kept going up and up, all the way up to 150 beats. basically its the same thing that created my downfall at lincoln center. it was a waste of o2. when i made it to the halfway mark, at eight minutes, i was 100 percent certain that i was not going to be able to make this. there was no way for me to do it. 　　在水下前5分鐘 我瘋狂的嘗試降低心率， 當時我只不住地想，「我必須讓心率減速 我要失敗了，我要失敗了。」 而且我越來越緊張。 心率一直飆升， 直到每分鐘150次。 其實就是出現了和倫敦中心失敗時一樣的情況， 心跳過快浪費氧氣. 當我堅持到一半的時候，大概8分鐘時， 我已經百分百確定 我不會成功了。 我根本做不到。 　　

so, i figured, oprah had dedicated an hour to doing this breath hold thing, if i had cracked early it would be a whole show about how depressed i am. (laughter) so, i figured im better off just fighting and staying there until i black out, at least then they can pull me out and take care of me and all that. (laughter) 　

　然後，我想，奧普拉貢獻一整個小時 來做這個水下屏氣的節目。如果我早早失敗了 它就會變成一個描述我失敗後如何沮喪的節目。 (笑聲) 所以，我發現我還是最好強撐著， 直到昏過去， 至少這樣他們可以先把我拉出來再搶救什麼的。 (笑聲) 　

　i kept pushing to 10 minutes. at 10 minutes you start getting all these really strong tingling sensations in your fingers and toes. and i knew that that was blood shunting, when the blood rushes away from your extremities to provide oxygen to your vital organs. at 11 minutes i started feeling throbbing sensations in my legs, and my lips started to feel really strange. 　　

我一直堅持到10分鐘，在第十分鐘時 我開始有這種非常強烈的 手指和腳趾鎮痛的感覺。 我知道那是血液分流， 也就是血液從肢端迴流 去為重要的器官供氧。 在第11分鐘，我開始感到 腿部的抽搐感， 而且嘴唇感覺奇怪。 　

　at minute 12 i started to have ringing in my ears, and i started to feel my arm going numb. and im a hypochondriac, and i remember

arm numb means heart attack. so, i started to really get really paranoid. then at 13 minutes, maybe because of the hypochondria. i started feeling pains all over my chest. it was awful. at 14 minutes, i had these awful contractions, like this urge to breathe. (laughter) 　　在第12分鐘我開始耳鳴， 而且胳膊開始麻木。 我是個憂鬱症患者，我記起任何的麻木意味著心臟病。 於是我開始恐慌起來。 然後在第13分鐘，可能由於憂鬱症， 我感到胸前巨痛。 太難受了。 在第14分鐘， 我有一種強烈的慾望， 想要呼吸的慾望。 (笑聲) 　

At 15 minutes i was suffering major o2 deprivation to the heart. and i started having ischemia to the heart. my heartbeat would go from 120, to 50, to 150, to 40, to 20, to 150 again. it would skip a beat. it would start. it would stop. and i felt all this. and i was sure that i was going to have a heart attack. so, at 16 minutes what i did is i slid my feet out because i knew that if i did go out, if i did have a heart attack, theyd have to jump into the binding and take my feet out before pulling me up. so, i was really nervous. 　　在第15分鐘，我遭受 心臟缺氧的癥狀， 心臟開始供血不足， 心率從120， 下降到50，又從150到40，20，又到150. 它會忽然停跳一拍， 時而開始，時而停止。而且我能感受到這發生的一切。 我很確定我快要心臟病了。 於是在第16分鐘，我把腳滑出扣帶 因為我知道如果我確實要離開水面， 或是突發心臟病， 他們會先跳進來鬆開我的腳上的扣帶 再拉我出水。所以我非常緊張。 　

　so, i let my feet out, and i started floating to the top. and i didnt take my head out. but i was just floating there waiting for my heart to stop, just waiting. they had doctors with the "pst," you know, so, sitting there waiting. and then suddenly i hear screaming. and i think that there is some weird thing -- that i had died or something had happened. and then i realized that i had made it to 16:32. so, with the energy of everybody that was there i decided to keep pushing. and i went to 17 minutes and four seconds. (applause) 　　我鬆開了我的腳，開始任由身體上浮， 但我沒有把頭伸出水面， 我只是，等待我心跳停止的那一刻... 等待著... 你知道他們有神經科的醫生 坐在那裡等著搶救我。 突然，我聽到尖叫聲， 我想一定是很瘋狂的事發生了， 比如我死了之類的。 然而我突然意識到，我堅持到了16：32! 在場每一位觀眾釋放出來給予我的能量 讓我決定繼續堅持... 我堅持到了,17分30秒。 (掌聲) 　　

as though that wasnt enough, what i did immediately after is i went to quest labs and had them take every blood sample that they could to test for everything and to see where my levels were, so the doctors could use it, once again. i also didnt want anybody to question it. i had the world record and i wanted to make sure it was legitimate.

　　即使那還不夠，在出來之後我立刻 去了實驗室 他們儘可能地提取了各處的血液樣本 以測試所有指標以及我的狀況， 那樣醫生就可以把它們記錄在案。 當然我不希望任何人懷疑， 我創造了世界紀錄，我當然希望 確定它是堂堂正正的。 　

　so, i get to new york city the next day, and this kid walks up to me -- im walking out of the apple store -- this kid walks up to me hes like, "yo, d!" im like "yeah?" he said, "if you really held your breath that long, whyd you come out of the water dry?" i was like "what?" (laughter) and thats my life. so ... (laughter) 　　

這樣第二天我去了紐約， 有個小孩朝我走過來--我剛走出「蘋果」-- 這孩子走向我，說，「嘿，大衛!」 我說「怎麼了?」 他說，「如果你真的可以水下屏氣那麼久， 為什麼你從水裡出來的時候是乾的?」 我沒反應過來「什麼?」 (笑聲) 這就是我的生活。你瞧... (笑聲) 　

　as a magician i try to show things to people that seem impossible. and i think magic, whether im holding my breath or shuffling a deck of cards, is pretty simple. its practice, its training, and its -- its practice, its training and experimenting, while pushing through the pain to be the best that i can be. and thats what magic is to me, so, thank you. (applause) 　　

作為一個魔術師，我試著展現一些東西 那些看似不可能的事。 我認為魔術，不管是水下屏氣 還是搗鼓一副紙牌， 道理都很簡單。 就是練習，訓練，以及... 就是練習，訓練，以及不斷嘗試。 去強忍過那些極痛苦的時刻，做自己能做的一切。 這就是魔術對於我的意義。謝謝你們。 (掌聲)