如果改變不了環境，先要改變自己?那萬一我們是對的呢?你，是傳統教育的寵兒，還是被邊緣化的叛逆者?如果你無法能達到所謂的標準，你就應該被定義成所謂的“差生”，被剝奪受優質教育的權利嗎?你，是否自我否定過自我懷疑過?下面是小編為大家收集關於TED英語演講：你最重要，歡迎借鑑參考。
中英對照翻譯
So it's 1969, New York City, third grade music class, and our teacher brings us into a room with nothing but a piano and chairs. And one by one, he calls us up, and he plays middle C, and he asks us to sing it.
1969年，紐約市，三年級的音樂課上，老師帶我們走進一個只有一架鋼琴和幾把椅子的房間。他一個個地點名，彈奏了中央C音，要求我們跟着唱。
(Singing) And you're either instructed to go to the right of the room or the left side of the room.
(唱歌)接着你根據指示要麼走到房間右邊，要麼走到左邊。
And when all 35 kids are done, the left side of the room, which I was a part of, was told to stand up and go back to home room.
當35個孩子都結束跟唱時，房間左邊的孩子們，我也是其中之一，被要求起立，回到年級教室。
And none of us ever received another music class again in elementary school. An in club and an out club was established, and I didn't even know what the gating test was in the moment.
從那以後一直到國小畢業，我們再也沒有上過音樂課。入選陣營和淘汰陣營就這樣建立了，而當時我甚至不知道什麼是入門測試。
A few years later, English class ...
幾年之後，英語課……
first paper of a new semester, and I get the paper back, and it's C+, with the comment, "Good as can be expected."
新學期的第一篇作文批改後下發了，我拿回來一看，成績是C+，還有一條評語，“意料之中的良好”。
Now, honestly, I didn't mind a C+. I was just happy it wasn't a C- or a D. But the "good as can be expected" comment ... even at that young age, it didn't seem right. It seemed somehow limiting.
其實坦白説，我並不介意得了C+。反而我還慶幸不是C-或D。但是“意料之中的良好”這個評語……即便是在童年時期，也讓我覺得不太舒服。似乎像是一種限定性評語。
Now, how many people here have had an experience similar to that, either at school or the workplace? We're not alone.
那麼，在座的有多少人在學校或者工作場所有過相似的經歷?看來並不是只有我們。
So I guess it might be ironic that my life path would lead me to a career of making music and writing for Blue Man Group and starting a school.
我覺得這可能有點諷刺，我的人生道路引導我成為了藍人樂隊的音樂製作人和編劇，並且創辦了一所學校。
But school was torture for me. As someone who didn't have a natural proclivity for academics, and my teachers never seemed to understand me, I didn't know how to navigate schools and schools didn't know what to do with me.
但學校對我來説是一種折磨。作為一名對學術天生就沒有太多興趣的學生，我的老師們似乎從來都不理解我，我不知道怎麼過好校園生活，學校也不知道該拿我怎麼辦。
So I started to ask the question, even back then, if these environments didn't know what to do with people who didn't fit a standard mold, why weren't we reshaping the environments to take advantage of people's strengths? What I've come to believe is that we need to cultivate safe and conducive conditions for new and innovative ideas to evolve and thrive.
所以我開始問這個問題，甚至年少時就有了這個想法，如果這些環境不知道如何包容那些不適應標準模式的人，為什麼我們不重新塑造這些環境來充分利用人們各自的優勢?我逐漸開始相信，為了使創新的思想發展和繁榮，我們需要創造安全有利的環境。
We know that humans are innately innovative, because if we weren't, we'd all be using the same arrowheads that we were using 10,000 years ago. So one of the things that I started to question is, are there ways to make innovation easier and happen more frequently? Is there a way to take those aha moments, those breakthroughs that seem to happen randomly and occasionally, and have them happen intentionally and frequently?
我們知道人類天生具有創造力，因為如果沒有的話，我們可能都還在使用一萬年以前的箭頭石器。所以，在這之中我想問的是，有沒有什麼方法可以使創新變得更容易，更頻繁?有沒有一種方法可以使那些看似隨機、偶然發生的頓悟時刻和突破，刻意地、頻繁地發生?
When we started Blue Man Group in 1988, we had never done an off-Broadway show before. We'd actually done almost not heater. But we knew what we were passionate about, and it was a whole series of things that we had never seen onstage before, things like art and pop culture and technology and sociology and anthropology and percussion and comedy and following your bliss.
當1988年創立藍人樂隊之前，我們從未做過外百老匯戲劇表演。實際上，我們幾乎沒有做過戲劇表演。但是我們知道我們對什麼充滿激情，這些是我們之前在舞台上從未見到過的，像是藝術、流行文化、技術、社會學、人類學、打擊樂器、喜劇以及隨性而為。
We established a rule that nothing made it onstage if we had seen it before, and we wanted to inspire creativity and connectedness in ourselves and our audiences; we wanted to do a little bit of social good, and we wanted to have fun doing it. And in the office, we wanted to create an environment where people treated each other just a little bit better, just a little bit more respect and consideration than in the outside world. And we continued to iterate and collaborate and find solutions to create things that hadn't been seen.
我們定了一條原則，舞台上不會出現我們之前見過的東西，我們想激發自己和觀眾的創造力和連通性;我們想為社會公益盡點綿薄之力，也想充分地享受這個過程。在辦公室，我們想創造一種環境，相比外界而言，在這種環境下人與人之間更加善待彼此，更加尊重和關心彼此。我們不斷重複、協作、尋找方法來創造之前從未見過的事物。
Over time, I've come to identify the optimal conditions for these types of creative and innovative environments are clear intent, purpose and passion: this is working on something bigger than ourselves.
久而久之，我逐漸識別出打造具有創造力和創新性環境的最佳條件就是明確的意圖、目的以及激情：這在比我們自身還要強大的事物上面起作用。
Personal integrity: it's doing what we say we're going to do. It's being our authentic self in all interactions.
正直的人品：它會使我們説到做到。它是我們互相交流中的真實自我。
Direct communication and clear expectations, even when the subject matter is difficult.
直接的交流和明確的期望，即便是在主題難以商榷的時候。
Grit and perseverance: iteration, iteration, iteration.
勇氣和毅力：重複、重複、重複。
Establish collaborative teams. Instill deep trust and mutual respect. Everyone on your team is in. There is no out club. We rise as a team, we fall as a team, and decisions are decisions until they're not.
組建協作團隊。逐漸灌輸高度信任和互相尊重。你團隊裏的每一個人都參與其中。沒有人應該置身事外。成也團隊，敗也團隊，決定就是，決定要堅持到底。
Embrace multiple perspectives. This means all voices matter, all emotions matter.
包容多種觀點。這意味着所有的聲音都很重要，所有的情感都很重要。
Address disagreements head-on. People should feel seen and heard.
各種意見互相碰撞。人們應該感受到自己被關注、被傾聽。
Take risks and celebrate mistakes. A commitment to being a learning organization, always trying to spiral up wards the innovation and learning curves.
敢於承擔風險，樂觀面對錯誤。承諾成為一個學習型組織，一直努力推動創新和學習曲線呈螺旋式上升。
And speak in one voice. This is perhaps the glue that holds all these conditions together. The concept is that we speak in the exact same manner about someone who's not in the room as if they are in the room.
發出同一種聲音。這有可能是粘連所有這些條件的粘合劑。這意味着我們用完全相同的方式，當面和私下談論別人。
Now this seems basic, but it's an aspirational practice that helps deal with difficult situations in a more respectful way. Sewing this practice in can have a profound effect on raising the bar, on mutual respect, trust, reducing gossip and politics in the office and the classroom, and thus reducing the noise that gets in the way of the innovative process.
這看似簡單，但其實是一個考驗意志力的實踐，有助於以更委婉的方式處理困難的情況。運用這一方法，對於實現進步，互相尊重、信任，減少辦公室、教室的流言蜚語和爭鬥具有深遠影響，從而減少妨礙創新進程的閒言碎語。
At Blue Man Group, iteration was essential for our creative process. We were writing a piece where we were trying to illustrate the consumption / waste loop in a funny and creative and surprising way for our audiences. Now, if you have yourselves thought about trying to do the same endeavor, I can save you a lot of time right here and now.
在藍人樂隊，重複循環對於我們的創意過程十分重要。我們在寫一個作品的時候會試圖以一種有趣的、創意的以及驚奇的方式向我們的觀眾説明消耗-浪費循環。如果你們也想這麼做，此時此刻我就可以幫你們節約很多時間。
I can definitively tell you that oatmeal, Jell-O, Cream of Wheat, Gak, pudding, clay, tapioca, Silly Putty and tomato paste do not slide through a tube that's coiled up under your costumes that's meant to come out an orifice in your chest and spray towards the audience. It won't happen.
我可以肯定地告訴你燕麥片、果凍、麥片粥、泥漿、布丁、黏土、木薯粉、彈性橡皮泥和番茄醬，以上這些都不是通過盤旋在你們衣服裏的管子噴射，而是通過你們胸前的噴孔朝觀眾噴射。別擔心，這不會發生的。
After months of iteration, we finally happened upon bananas.
在經歷了幾個月的重複測試之後，我們最後偶然發現了香蕉。
Who knew that bananas would have the exact right properties to stay solid even when pushed through a tube with forced air, yet slippery enough to have the dramatic oozing effect that we were looking for.
誰會知道香蕉正好有這個屬性，當它被加壓氣流通過一根管子推出去時，能夠保持固體狀態，而且它足夠光滑，能夠產生引人注目的滲透效果。
This piece became a signature of the BlueMan show.
這個作品成為藍人秀的一個代表作。
But we didn't throw out all the rules of theater altogether. We had set designs. We had lighting designs. We had a stage manager calling the shows. But I'm fairly sure we were one of the very first shows that was connecting with our audience in a respectful way, by hanging them upside down, dipping them in paint, slamming them against a canvas, putting their heads in 70 pounds of Jell-O, and then making them one of the heroes of the show.
但是我們並沒有拋棄全部的戲劇規則。我們有佈景設計。我們有燈光設計。還有一名舞台監督主管。但我相當確定，我們的表演是最早以一種尊重的方式與觀眾建立聯繫的表演之一，通過將他們倒吊起來，把他們浸入顏料裏，再拍到帆布上，把他們的頭部放到70磅重的果凍中，然後使他們成為表演的主角。
Besides that, we didn't reinvent what didn't need to be reinvented.
此外，我們並沒有重複不需要被重複的東西。
Years later, we took all this learning and we created a school -- a school for our children that we wish we had gone to, a school where it was just as important what happened in the hallways between classes as what happened in the classes; a place where you got music class even when you couldn't sing middle C. At Blue School, teachers and parents and students are equal collaborators at the table, intentionally creating a safe space where they can develop a lifelong, joyful passion for learning.
多年之後，我們基於全部經驗創辦了一所學校——一所為我們的孩子創辦的，連我們自己都希望兒時能夠進入的學校，一所無論走廊裏發生的一切還是教室裏發生的一切，都同樣重要的學校;一個即使你無法唱出中央C音，依然可以在這裏上音樂課的地方。在藍學校裏，老師、家長和學生是顯而易見的平等的合作者，他們有意地創造出一個安全的空間，身處其中，他們可以產生對學習的一種終身的、愉悦的激情。
Again, we didn't try to reinvent the wheel when it didn't need to be reinvented. We don't shy away from the more traditional methods like direct instruction, when it's the best way into a lesson. But we balance it with an integrated learning across all subjects approach, and balance is the key. In fact, Blue School was founded on a balance between academic mastery, creative thinking, and self and social intelligence. I realize that this might sound like common sense, but in some circles, this is radical.
再次説明，我們不會在非必要時做毫無意義的重複。我們不會羞於使用傳統的方法，比如直接教學法，如果這是授課的最好方式。但是我們用一種跨學科的綜合學習方法與之達到相互平衡，平衡即是關鍵。實際上，藍學校就是建立在學術能力、創造性思維、自我和社交智能三者相互平衡的基礎之上。我知道這聽起來似乎是常識，但在一些圈子裏，會被認為是激進的。
And these qualities have brought a lot of attention to Blue School as a truly innovative school.
作為一所真正的創新型學校，這些品質使藍學校備受關注。
Nearly 10 years in, we announced the expansion of the middle school. Our faculty asked our sixth graders to participate in the development of middle school values. Their process began with a question: What do you need from our community to be happy and productive at school? Students moved through a six-week process of individual work, collaborative work, refinement, and consensus, and the list they came up with is really extraordinary.
花了將近十年的時間，我們宣佈擴展中學。全體教員要求我們的六年級學生一起參與發展中學價值觀。他們的活動以一個問題開始：你需要從我們的團體中得到什麼，可以使你在學校獲得快樂和收穫?學生們通過為時六個星期的獨立思考，合作討論，提煉並達成一致，他們所列出的內容非常出色。
Be engaged and present with each other.
互相參與彼此的工作。
Respect and support what others need in order to learn.
尊重與支持其他人為了學習而需要的東西。
Be inclusive of our diversity -- the way we look, think and act.
包容我們的多樣性——即包容我們的外貌、思想以及行為。
Cultivate the practice of self-awareness and awareness of others.
培養自我意識行為以及他人意識的行為。
Honor and make time for fun and joy.
騰出時間做些有趣的事情。
And challenge ourselves, practice being OK, making mistakes, and support each other through them.
挑戰自我，行為端正，犯錯誤，並通過這些互相支持。
Remember, these kids were 11 years old when they came up with this. They articulated what took us 20 years to identify.
要知道，提出以上觀點的孩子們才11歲。他們明確有力地表達出了我們花了20多年才得出的觀點。
One of the great by-products of creating these vibrant communities is that we become attractors for people who want to prioritize these values. They want to prioritize it above things like money and prestige and tradition. We can all be on this road together, you at your own values in your own companies, in your own communities and families.
創建這個充滿活力的團體順帶產生了一個了不起的效果。那就是我們吸引了那些更看重這些價值觀的人們。他們想把這些價值觀排在金錢、名譽以及傳統之前。在你們所在的公司裏，你們自己的團體裏、家裏，你們有自己的價值觀，我們所有人都可以攜手共進。
For us, for me, it was about prioritizing children's voices to give them the tools to help build a harmonious and sustainable world. I invite you to be on this exciting, passionate, joyful journey together. And together, good as can be expected is limitless when the expectation is that by reshaping our environments, we can change the world.
對於我們，對於我，這種價值觀是把孩子們的訴求排在前面，給他們提供方法，幫助他們建立一個和諧、可持續的世界。我在此邀請各位一同參與這個令人激動的、充滿激情的、愉悦的旅程。一起努力，當我們的期望是通過重塑我們所處的環境，我們就可以改變世界的時候，意料之中的美好就永無止境。
Thank you.(Applause)
謝謝。(掌聲)