英语素材78：专四

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migrate迁徙；迁移

overdose配药过量，使过分沉溺；药量过多

acre英亩（≈4047平方米）

fission原子能裂变；分裂生殖

cannery罐头工厂

motto座右铭；格言；箴言；口号

throng群集，蜂拥；一大群人

withdraw取款；撤退

carnival狂欢节

conceivable想得到的，可想像的

trolley手推车；电车；有轨电车；无轨电车

succession一连串；连续，继续

factor因素

nourishment营养品

tyrant暴君

carton硬纸盒，纸板箱，塑料箱

serpent大毒蛇，阴险的人

genetics遗传学

vanity自负；（带镜子的）梳妆台

fuse导火线；熔断

kerosene煤油

credulous轻信的，因轻信而产生的

batter（用鸡蛋、牛奶等调制的）面糊；连续猛击

bowler玩保龄球戏者

poultry家禽（肉）

torrent湍流，洪流，奔流

hearty衷心的；亲切的；精神饱满的；丰盛的；强烈的

stylish时尚的，漂亮的

ascent登高；上坡路；上升

necessity必需品

policy政策，方针；保险单

canteen食堂

loop环；打成环状

outlook景色，风光；观点；前景

ambiguity模棱两可 ambi关于，驱动

consultant顾问；高级顾问医师

skirmish小战役，小争吵；卷入战役（争论），搜索

hedgehog刺猬 hedge保护手段 hog猪

blast爆炸；一阵（疾风等）；用（炸药）炸，摧毁

salvation拯救，救赎；救世；救助

rhythm节奏；韵律

serenity平静 seren平静的

cockroach蟑螂

persevere坚持，不屈不挠

oar桨，橹

humanitarian人道主义者；慈善家；博爱的

chronological按照时间顺序排列的 chrono时间

collision碰撞；冲突 colli碰撞

inlet水湾，小湾；进口，入口

boxer拳击手

clockwise顺时针方向的

deceased死去的，死去了的

testimony证据，证词；见证，证明

inhumane残忍的，无人情味的

mob（指民众）包围（为攻击或赞赏）；（尤指）暴民

hog猪，贪婪的人；贪婪攫取，多占

token礼券，代金券；象征；筹码；象征性的

heir继承人；后继者

mischief恶作剧

rim（圆形物体的）边缘

waterproof防水的；做防水处理；雨衣

boom轰鸣声；繁荣；风靡；激增；迅速发展

calcium钙

nuclear fission核裂变

a carton of milk一盒牛奶

an influential star有影响力的

a kerosene lamp煤油灯

be in chronological order按照时间先后顺序来排列

the outlook of the mountains

The crowds thronged into the mall.

A hedgehog is a small mammal with a spiny exterior.有着尖刺表皮的哺乳动物

TED英语演讲：五种让你在变化的时代获胜的方式

前言：谁说改变一定是艰苦的？组织改变专家Jim Hemerling 认为，在现代社会适应工作不一定是让人精疲力尽的，也可以振奋人心。为了把企业改变成一个有活力的集体，他根据以人为本的准则，归纳出五点。以下是他的10分40秒演讲。

First of all,let’s acknowledge that change is hard.People naturally resist change,especially when it’s imposed on them.But there are things that organizations do that make change even harder and more exhausting for people than it needs to be.First of all,leaders often wait too long to act.As a result,everything is happening in crisis mode.Which,of course,tends to be exhausting.Or,given the urgency,what they’ll do is they’ll just focus on the short-term results,but that doesn’t give any hope for the future.Or they’ll just take a superficial,one-off approach,hoping that they can return

back to business as usual as soon as the crisis is over.This kind of approach is kind of the way some students approach preparing for standardized tests.In order to get test scores to go up,teachers will end up teaching to the test.Now,that approach can work;test results often do go up.But it fails the fundamental goal of education:to prepare students to succeed over the long term.So given these obstacles,what can we do to transform the way we transform organizations so rather than being exhausting,it’s actually empowering and energizing?To do that,we need to focus on five strategic imperatives,all of which have one thing in common:putting people first.The first imperative for putting people first is to inspire through purpose.Most transformations have financial and operational goals.These are important and they can be energizing to leaders,but they tend not to be very motivating to most people in the organization.To motivate more broadly,the transformation needs to connect with a deeper sense of purpose.Take LEGO.The LEGO Group has become an extraordinary global company.Under their very capable leadership,they’ve actually undergone a series of transformations.While each of these has a very specific focus,the North Star,linking and guiding all of them,has been Lego’s powerful purpose:inspire and develop the builders of tomorrow.Expanding globally?It’s not about increasing sales,but about giving millions of additional children access to LEGO building bricks.Investment and innovation?It’s not about developing new products,but about enabling more children to experience the joy of learning through play.Not surprisingly,that deep sense of purpose tends to be highly motivating to LEGO’s people.The second imperative for putting people first is to go all in.Too many transformations are nothing more than head-count cutting exercises;layoffs under the guise of transformation.In the face of relentless competition,it may well be that you will have to take the painful decision to downsize the organization,just as you may have to lose some weight in order to run a marathon.But losing weight alone will not get you across the finish line with a winning time.To win you need to go all in.You need to go all in.Rather than just cutting costs,you need to think about initiatives that will enable you to win in the medium term,initiatives to drive growth,actions that will fundamentally change the way the company operates,and very importantly,investments to develop the leadership and the talent.The third imperative for putting people first is to enable people with the capabilities that they need to succeed during the transformation and beyond.Over the years I’ve competed in a number of triathlons.You know,frankly,I’m not that good,but I do have one distinct capability.I am remarkably fast at finding my bike.By the time I finish the swim,almost all the bikes are already gone.Real triathletes know that each leg–the swim,the bike,the run–really requires different capabilities,different tools,different skills,different techniques.Likewise when we transform organizations,we need to be sure that we’re giving our people the skills and the tools they need along the way.Chronos,a global software company,recognized the need to transfer from building products–software products–to building software as a service.To enable its people to take that transformation,first of all they invested in new tools that would enable their employees to monitor the usage of the features as well as customer satisfaction with the new service.They also invested in skill development,so that their employees would be able to resolve customer service problems on the spot.And very importantly,they also reinforced the collaborative behaviors that would be required to deliver an end-to-end seamless customer experience.Because of these investments,rather than feeling overwhelmed by the transformation,Chronos employees actually felt energized and empowered in their roles.In the era of “always-on” transformation,change is a constant.My fourth imperative therefore is to instill a culture of continuous learning.When Satya Nadella became the CEO of Microsoft in February 2014,he embarked on an ambitious transformation journey to prepare the company to compete in a mobile-first,cloud-first world.This included changes to strategy,the organization and very importantly,the culture.Microsoft’s culture at the time was one of silos and internal competition–not exactly conductive to learning.Nadella took this head-on.He rallied his leadership around his vision for a living,learning culture,shifting from a fixed mindset,where your role was to show up as the smartest person in the room,to a growth mindset,where your role was to listen,to learn and to bring out the best in people.Well,early days,Microsoft employees already noticed this shift in the culture–clear evidence of Microsoft putting people first.My fifth and final imperative is specifically for leaders.In a transformation,a leader needs to have a vision,a clear road map with milestones,and then you need to hold people accountable for results.In other words,you needs to be directive.But in order to capture the hearts and minds of people,you also need to be inclusive.Inclusive leadership is critical to putting people first.I live in the San Francisco Bay area.And right now,our basketball team is the best in the league.We won the 2015 championship,and we’re favored to win again this year.There are many explanations for this.They have some fabulous players,but one of the key reasons is their head coach,Steve Kerr,is an inclusive leader.When Kerr came to the Warriors in 2014,the Warriors were looking for a major transformation.They hadn’t won a national championship since 1975.Kerr came in, and he had a clear vision,and he immediately got to work.From the outset,he reached out and engaged the players and the staff.He created an environment of open debate and solicited suggestions.During games he would often ask, “What are you seeing that I’m missing?”One the best examples of this came in game four of the 2015 finals.The Warriors were down two games to one when Kerr made the decision to change the starting lineup;a bold move by any measure.The Warriors won the game and went on to win the championship.And it is widely viewed that that move was the pivotal move in their victory.Interestingly,it wasn’t actually Kerr’s idea.It was the idea of his 28-year-old assistant,Nick U’Ren.Because of Kerr’s leadership style,U’Ren felt comfortable bringing the idea forward.And Kerr not only listened,but he implemented the idea and then afterwards,gave U’Ren all the credit–actions all consistent with Kerr’s highly inclusive approach to leadership.In the era of “always-on” transformation,organizations are always going to be transforming.But doing so does not have to be exhausting.We owe it to ourselves,to our organizations and to society more broadly to boldly transform our approach to transformation.To do that,we need to start putting people first.Thank you.

我觉得把这个思维用在学习这件事上，同样适用。改变是困难的，人们自然而然地抗拒改变，特别是这种改变强加在他们身上的时候。有些学生喜欢把所有作业留到周日晚上“一盏灯，一支笔，创造属于他们的中国奇迹。”尽管他们憎恶这种危机情绪，但仍然对“创造奇迹”乐此不疲。那种“精疲力尽的感觉”往往是生不如死。

我非常欣赏Jim Hemerling提到的一句，“为了得到理想的分数，老师们最终沦为只为分数忙碌。目前阶段，这种方式是有效的，考试结果会变好。但它未能实现教育的根本目标：让学生为长期的成功做好准备。”有些事看透却无力改变，这是令人沮丧的，也是悲哀的。面对无情的竞争，学生不得不通过“应试”来获得更高的分数，老师也不得不实行“题海战术”。老师背负着深厚的使命感，学生都渴望听到胜利的号角声。

中考倒计时了，每个人都需要全力以赴。抛开应试教育不谈，无论是主动迎战，还是被迫出征，学生都该思考这场战役让你取胜的动机是什么？父母的殷殷期盼？不想做loser?还是自己的雄心壮志？诗词鉴赏中常会提到“怀才不遇”、“壮志难酬”等词，那么，有一个让你施展才华的大好机会摆在面前，你怎可浪费？前段时间高考宣誓，有个学生代表因为一句话被狂喷，引起不少人的反感，甚至遭到网暴–“清晨六点的天空很黑，但得到的成绩真的很耀眼！”这句话如果放在五六年前，肯定是非常励志的。遗憾的是，时代在改变，学生的思想也在持续更新。家长奉为圭臬的一些“进步思想”，在学生眼中就是“无可救药，迂腐至极”。

Jim Hemerling还有一句话说得无可挑剔，“在一个改变永不下线的时代，只有变化是不变的。”因此，他提出要灌输一种持续学习的文化。2014年2月，萨蒂亚.纳德拉成为微软首席执行官，为了让企业在一个移动和云时代具有竞争力，他开启了一段富有野心的改变旅程。同样地，在大环境无可撼动的情况下，学生能做的只能是改变固定思维，做个聪明的应试者，诚如达尔文的“物竞天择，适者生存”。没有人会去关心一个失败者的言论，学生本领再大，也逃不出五指山。毛泽东有句诗写道“蚍蜉撼树谈何易”。那么，接受不能改变的，把握能改变的，就是最好的选择。

最后，学生需要有一个方向，一个明确目标的计划，并为此奋斗百天。每一个人都需要为自己的选择付出代价。你选择努力，也许会成为冰心笔下“明艳的花朵”；你选择躺平，就需要为“糟糕的结果”买单。

学习本身也并不需要让人觉得筋疲力尽，为了保持学生的精力充沛，他们需要掌握科学且高效的学习方法。