評論
打印
It was at a time when they did not have the technology on numerous levels to send, to land a person on the moon. And yet, he declared that goal that "by the end of the decade, we will do it. "It energized NASA-some people thought he was crazy, but it energized them.
那時他們都還沒有能將人送往月球并使其著陸的技術。然而他宣布了這個目標“十年內我們要做到”，這給予了NASA(美國國家航空和宇宙航行局)動力，有些人覺得他瘋了，但它確實給予了他們動力。
And you know, after 1969, NASA experienced a real drop in their motivation, in their passion. Until essentially the mid 80s. Because they didn't have a similar inspiring goal. We see it also in the individual level.
而在1969年后，NASA動力嚴重減少，熱情急劇減退，一直持續到80年代中期，因為他們沒有類似的激勵性的目標了。在個人水平上同樣可以看到。
And I talked about it in the book, where people had goals and then did not achieve these goals, or achieve these goals and did not set new goals. And they felt enervated, and very often, uninspired.
我在書里也說道，當人們有了目標而沒有實現這些目標，或者實現了目標卻沒有制定新目標時，他們就會感到精疲力竭，失去動力。
Stretch goals.
要明確目標
Ellen Langer did the following research: bringing in a group of people and introduce them to highly successful scientists and inventors. And she asked them- these were you know world famous, world class performers- and she asked these individuals, these students to assess these very successful individuals and then to say, "how likely are you to reach their level?"
埃倫·蘭格做了以下研究：聚集一組人將他們介紹給成功的科學家和發明家，然后告訴他們這些是世界知名的科學家，然后她讓這些人，讓這些學生評估這些成功人士，然后問“你覺得你有多大可能達到他們的水平？”
And they assess them extremely highly. They respect them. They admire them. And they said that they are unlikely to achieve their level.
然后他們給了這些人非常高的評價，尊重他們，敬仰他們，說自己永遠達不到他們的水平。
