好的演讲，就是要让人不舒服 | 双语哈评(2)

一旦了解了这个方法，你会发现其应用广泛，TED演讲，重要讲话，教育视频、博客、文章，几乎所有说服..流场合里都存在。与Twitter上“即时”碎片信息不一样，跟邮件也不同，演讲提供了充足的时间解释清楚，而且通过声音、表情和肢体动作让人相信应该按演讲人说的做。 [好文分享：www.11jj.com]

  [好文分享：www.11jj.com]

你还可以在展示中加入很多漂亮的图片和图表抓住人们的注意力，但不能只在视觉上下功夫，真正重要的是强有力的观点和扣人心弦的好故事。我可能会觉得你用了很多美图，但如果不能告诉我接下来该做什么，或是我能从中学到什么，很可能在我印象里你就是做了个“挺好的演讲”，但不会有什么实际行动。

 

说到底，精心准备的演讲能让人集中精力，真正努力。如今各种各样的工具都在让人精神涣散，效率大受影响，注意力才是人们迫切需要的。

英文原文

It’s no secret that our digital communication tools are overwhelming us. A Deloitte study found that U.S. workers (in aggregate) look at their phones almost 8 billion times a day, and research shows that U.S. productivity has waned since the introduction of the smartphone. But the world of business needs a way to bring people together to share information and explain ideas, and to get them to reach for the same goals. So what’s the happy medium we’re looking for?

I’m going to suggest a classic, underappreciated solution: presentations. They often get a bad rap because they’re often badly made. A good one takes many hours to build: It requires research and clarity of thinking, and great care must be given to word choice, image selection, and flow. Yet when we do that important work, presentations can help us do something more effectively than almost any other communication tool at our disposal (which is saying a lot, because there are many). They enable us to make a compelling, persuasive argument — without overwhelming people with disjointed messages or a fire hose of information.

 

When I was on the high school debate team in the 1970s, we studied the psychological concept of cognitive dissonance, and I’ve since used it to create thousands of speeches and inspirational talks. The idea behind it is very simple: If you want a group of people to adopt your point of view, start by describing some difficult or painful issue they’re faced with. Maybe it’s a problem they didn’t realize they had, or maybe it’s something they recognize as an ongoing challenge. Either way, you’re forcing them to hold two contradictory things in their minds at once: either what they already believe and what you’re telling them, or what they know and how they behave. That dissonance ratchets up their discomfort, which makes them want to fix it. From there, you move to your explanation of the problem, and then to your proposed solution, which will replace the dissonance with harmony.