卡耐基演講·鼓動(dòng)聽眾采取行動(dòng)的演講

第一次世界大戰(zhàn)期間，一位著名的英國(guó)主教在額普頓營(yíng)對(duì)正要前往戰(zhàn)場(chǎng)作戰(zhàn)的士兵講話，有一些士兵明白作戰(zhàn)的意義，但多數(shù)人并不了解。這一點(diǎn)我很清楚，因?yàn)槲液退麄兞倪^?？墒沁@位主教大人大談什么“國(guó)際親善”以及“塞爾維亞在太陽(yáng)下應(yīng)有權(quán)占一席之地”。而士兵們大半對(duì)塞爾維亞是城鎮(zhèn)還是疾病都不清楚。所以，他不如對(duì)誰也不懂的“星云學(xué)說”發(fā)表一篇響亮的頌辭，反正效果完全一樣。不過，在他講演過程中，倒沒有一個(gè)騎兵跑開，因?yàn)橛袘棻驹诿總€(gè)出口，防止他們逃掉。A FAMOUS ENGLISH BISHOP, during World War I, spoke to the troops at Camp Upton. They were on their way to the trenches; only a very small percentage of them had any adequate idea why they were being sent. I know; I questioned them. Yet the Lord Bishop talked to these men about "International Amity" and "Serbia's Right to a Place in the Sun". Why, half of them did not know. whether Serbia was a town or a disease. He might just as well have delivered a learned disquisition on the nebular hypothesis. However, not a single trooper left the hall while he was speaking; military police were stationed at every exit to prevent their escape.

我無意取笑這位主教，他是一位不折不扣的學(xué)者。在宗教人士面前，他很可能聲勢(shì)奪人，功力盡現(xiàn)。但面對(duì)這些軍人他卻失敗了，而且是“全軍覆沒”。為什么？因?yàn)樗涣私馑穆牨?，也不知自己講演的確實(shí)目的，當(dāng)然也就不知道該怎么做了。I do not wish to belittle the bishop. He was every inch a scholar, and before a body of churchmen he would probably have been powerful; but he failed with these soldiers, and he failed utterly. Why? He evidently knew neither the precise purpose of his talk nor how to accomplish it.

講演的目的指的是什么呢？任何講演，不論自己是不是了解，一般都是指下面所列的四個(gè)目的之一：What do we mean by the purpose of a talk? Just this: every talk, regardless of whether the speaker realizes it or not, has one of four major goals. What are they?

——說服聽眾，取得響應(yīng)。1.To persuade or get action.

——說明情況。2.To inform.

——增強(qiáng)印象，使人信服。3.To impress and convince.

——給人們帶來歡樂。4.To entertain.

我們以林肯總統(tǒng)一系列具體的演講實(shí)例來說明吧。Let us illustrate these by a series of concrete examples from Abraham Lincoln's speaking career.

林肯曾經(jīng)發(fā)明過一種可將擱淺在沙灘或其他阻礙物中的船只吊起來的裝置，并獲得了專利。這一點(diǎn)好像很少有人知道。他制造出的這種器械模型放在他的律師事務(wù)所的辦公室里，當(dāng)朋友來看模型時(shí)，他就不厭其煩地講解它的功用、制造方法等。這種講解的主要目的，就是說明情況。Few people know that Lincoln once invented and patented a device for lifting stranded boats off sand bars and other obstructions. He worked in a mechanic's shop near his law office making a model of his apparatus. When friends came to his office to view the model, he took no end of pains to explain it. The main purpose of those explanations was to inform.

他在蓋茨堡發(fā)表不朽的講演，他作第一次和第二次總統(tǒng)就職講演，亨利·柯雷過世時(shí)的致辭——在這樣的場(chǎng)合里，林肯的主要目的是增強(qiáng)聽眾的印象，使他們信服。When he delivered his immortal oration at Gettysburg, when he gave his first and second inaugural addresses, when Henry Clay died and Lincoln delivered a eulogy on his life - on all these occasions, Lincoln's main purpose was to impress and convince.

他對(duì)陪審團(tuán)講話時(shí)，想贏得有利的決定；進(jìn)行政治講演，想贏得選票。這樣的目的，就是取得行動(dòng)上的響應(yīng)。In his talks to juries, he tried to win favorable decisions. In his political talks, he tried to win votes. His purpose, then, was action.

而在林肯當(dāng)選總統(tǒng)的前兩年，曾經(jīng)準(zhǔn)備過一個(gè)有關(guān)發(fā)明的講演。他就是想給大家?guī)硪恍g樂；可惜他在這個(gè)方面沒有成功。他原本想做個(gè)通俗的演講家，結(jié)果遭遇了挫折。甚至有一次，在一個(gè)鎮(zhèn)子里竟然沒有任何人來聽。Two years before he was elected president, Lincoln prepared a lecture on inventions. His purpose was to entertain. At least, that should have been his goal; but he was evidently not very successful in attaining it. His career as a popular lecturer was, in fact, a distinct disappointment. In one town, not a person came to hear him.

不過，林肯在另外的一些演講中獲得了很大的成功，其中一些已經(jīng)成為人類語(yǔ)言中的經(jīng)典之作。為什么呢？因?yàn)樵谄渌矫娴闹v演中，他知道自己的目的，并且知道怎樣去達(dá)到這個(gè)目的。But he succeeded notably in his other speeches, some of which have become classics of human utterance. Why? Largely because in those instances he knew his goal, and he knew how to achieve it.

而另外的一些講演者不能把自己的目標(biāo)與聽眾的目標(biāo)相結(jié)合，所以導(dǎo)致手忙腳亂，說話不流暢，演講也就不可避免地失敗了。Because so many speakers fail to line up their purpose with the purpose of the meeting at which they are speaking, they often flounder and come to grief.

例如：一個(gè)美國(guó)國(guó)會(huì)議員在紐約舊馬戲場(chǎng)去作說明性的講演，講什么美國(guó)在如何備戰(zhàn)等等。聽眾開始耐心而禮貌地聽了十分鐘，然后十五分鐘，總之希望他的講話最好能快快結(jié)束?？墒撬蝗ダ頃?huì)這些，喋喋不休地扯了個(gè)沒完沒了。聽眾想要的是娛樂，可不想在這里挨訓(xùn)，所以就沒有耐心聽他演講了。開始有人嘲諷地喝倒彩，其他人接著起哄，立刻就有上千人吹起口哨，吼叫起來。議員真是很愚蠢，居然在這個(gè)時(shí)候還感覺不出觀眾的心情，仍然悶頭繼續(xù)講。觀眾的不耐煩激化成怒氣，他們決定叫他安靜下來。于是，觀眾的吼叫和憤怒淹沒了他的聲音——他被觀眾的吼叫、噓聲哄下了講臺(tái)，令他羞愧難當(dāng)。For example: A United States congressman was once hooted and hissed and forced to leave the stage of the old New York Hippodrome, because he had-unconsciously, no doubt, but nevertheless, unwisely-chosen to make an informative talk. The crowd did not want to be instructed. They wanted to be entertained. They listened to him patiently, politely, for ten minutes, a quarter of an hour, hoping the performance would come to a rapid end. But it didn't. He rambled on and on; patience snapped; the audience would not stand for more. Someone began to cheer ironically. Others took it up. In a moment, a thousand people were whistling and shouting. The speaker, obtuse and incapable as he was of sensing the temper of his audience, had the bad taste to continue. That aroused them. A battle was on. Their impatience mounted to ire. They determined to silence him. Louder and louder grew their storm of protest. Finally, the roar of it, the anger of it, drowned his words-he could not have been heard twenty feet away. So he Was forced to give up, acknowledge defeat, and retire in humiliation.

讓我們以之為鑒吧，讓自己講演的目的適合于聽眾和場(chǎng)合。前面所說的議員如果事先斟酌一下自己要演講的目標(biāo)是否適合前來想得到快樂的觀眾的目標(biāo)，他就不會(huì)慘敗了。所以，一定要事先把聽眾和場(chǎng)合分析清楚后，才可以從四種目的中選出一種作為你的目的。Profit by his example. Fit the purpose of your talk to the audience and the occasion. If the congressman had decided in advance whether his goal of informing the audience would fit the goal of the audience in coming to the political rally, he would not have met with disaster. Choose one of the four purposes only after you have analyzed the audience and the occasion which brings them together.

每一目標(biāo)都需要進(jìn)行不同的處理，都有不同的組織形態(tài)，都有各自容易犯的錯(cuò)誤和阻礙。為了能把演講中重要部分的組織結(jié)構(gòu)解說清楚，以下將分四個(gè)章節(jié)進(jìn)行談?wù)?。本章討論“?jiǎn)短講演以獲得行動(dòng)響應(yīng)”這個(gè)話題。另外三章，則討論另外三個(gè)話題：說明情況，增強(qiáng)印象使人信服以及帶給聽眾的歡樂。To give you guidance in the important area of speech construction, this entire chapter is devoted to the short talk to get action. The next three chapters will be devoted to the other major speech purposes: to inform, to impress and convince, and to entertain. Each purpose demands a different organizational pattern of treatment, each has its own stumbling blocks that must be hurdled.

首先，我們來談?wù)勅绾谓M織講演，使聽眾樂意采取行動(dòng)。First, let's get down to the brass tacks of organizing our talks to get the audience to act.

有沒有一種方法，把我們要演講的材料安排好，讓人們能輕松地抓住我們要求聽眾去做的事情呢？或者哪怕僅僅是一種策略而已。Is there some method of marshaling our material so that we will have the best chance for successful follow through on what we ask the audience to do? Or is it just a matter of hit-and-miss tactics?

我在1930年和同事們討論過這個(gè)問題。我的課程當(dāng)時(shí)在全國(guó)各地開始受到歡迎。由于班級(jí)人數(shù)眾多，我們便對(duì)學(xué)生的演講采取兩分鐘的限制。如果講演者的目標(biāo)只在娛樂或說明，這個(gè)限制對(duì)講演不會(huì)造成影響。但是，等我們進(jìn)行到要鼓勵(lì)聽眾采取行動(dòng)的演講時(shí)，就不一樣了。如果采用老套的自亞里士多德以來就被講演家所遵循的組織結(jié)構(gòu)形式——緒論、本論和結(jié)論結(jié)構(gòu)，便會(huì)使這種激勵(lì)聽眾行動(dòng)的演講無法施展。我們需要一些新鮮的東西，一個(gè)穩(wěn)當(dāng)?shù)姆椒?，在兩分鐘的限制?nèi)得到結(jié)果，并獲得聽眾的響應(yīng)。I remember discussing this subject with my associates back in the thirties when my classes were beginning to catch on all over the country. Because of the size of our groups we were using a two-minute limit on the talks given by class members. This limitation did not affect the talk when he purpose of the speaker was merely to entertain or inform. But when we came to the talk to actuate, that was something else. The talk to get action just didn't get off the ground when we used the old system of introduction, body, and conclusion-the organizational pattern followed by speakers since Aristotle. Something new and different was obviously needed to provide us with a surefire method of obtaining results in a two-minute talk designed to get action from the listeners.

我們分別在芝加哥、洛杉磯和紐約舉行會(huì)議，所有的老師都參加研討。這里有在名牌大學(xué)演講系執(zhí)教的；有在事業(yè)經(jīng)營(yíng)上占著舉足輕重地位的；有來自正在快速擴(kuò)展的廣告促銷界的。我們希望結(jié)合這些背景和智慧，探討出演講結(jié)構(gòu)的新方法——一個(gè)合理的、能反映出我們時(shí)代所需要的、合乎心理學(xué)和管理學(xué)的方法，以影響聽眾，讓他們采取行動(dòng)。We held meetings in Chicago, Los Angeles, and New York. We appealed to all our instructors, many of them on the faculties of speech departments in some of our most respected universities. Others were men who held key posts in business administration. Some were from the rapidly expanding field of advertising and promotion. From this amalgam of background and brains, we hoped to get a new approach to speech organization, one that would be streamlined, and one that would reflect our age's need for a psychological as well as a logical method for influencing the listener to act.

天道酬勤，我們終于研究出講演結(jié)構(gòu)的“魔法公式”，在培訓(xùn)班上采用后一直使用到今天。這個(gè)“魔法公式”是什么?請(qǐng)看： ——一開始講，描述實(shí)例的細(xì)節(jié)，生動(dòng)說明你希望傳達(dá)給聽眾的理念。 ——詳細(xì)清晰地說出你的論點(diǎn)。 ——陳述緣由，強(qiáng)調(diào)聽眾如果按照你所說的去做，會(huì)獲得什么好處。We were not disappointed. From those discussions came the Magic Formula of speech construction. We began using it in our classes and we have been using it ever since. What is the Magic Formula? Simply this: Start your talk by giving us the details of your Example, an incident that graphically illustrates the main idea you wish to get across. Second, in specific-clear-cut terms give your Point, tell exactly what you want your audience to do; and third, give your reason, that is, highlight the advantage or benefit to be gained by the listener when he does what you ask him to do.

這個(gè)公式，非常適合如今快節(jié)奏的生活。講演者不能再沉湎于冗長(zhǎng)、閑散的緒論之類的東西。人們?cè)絹碓矫?，他們希望講演者以直接的言語(yǔ)，一針見血地說出要說的話。他們習(xí)慣了精簡(jiǎn)濃縮的新聞報(bào)道，讓他們可以不必轉(zhuǎn)彎抹角便能直接獲得事實(shí)。他們淹沒在麥迪遜街節(jié)節(jié)進(jìn)逼的廣告招牌、電視、雜志和報(bào)紙的一些有力的，詞語(yǔ)鮮明的，把信息全部?jī)A出——一字千金沒有半點(diǎn)浪費(fèi)的廣告中。所以，利用這個(gè)“魔法公式”，可以確定能獲得聽眾的注意，并可將焦點(diǎn)對(duì)準(zhǔn)重點(diǎn)。它能避免無趣的開場(chǎng)白，像是“我沒有時(shí)間把這場(chǎng)講演準(zhǔn)備得很好”，或“你們的主席請(qǐng)我談?wù)撨@個(gè)題目時(shí)，我在想，為何他要挑選我”。聽眾對(duì)道歉或辯解不感興趣，不論是真是假。他們要的是行動(dòng)，在“魔法公式”里，你一開口便讓他們看到了你的行動(dòng)。This is a formula highly suited to our swift paced way of life. Speakers can no longer afford to indulge in long, leisurely introductions. Audiences are composed of busy people who want whatever the speaker has to say in straightforward language. They are accustomed to the digested, boiled-down type of journalism that presents the facts straight from the shoulder. They are exposed to hard-driving Madison Avenue advertising that shoots the message in forceful, clear terms from signboard, television screen, magazine, and newspaper. Every word is measured and nothing is wasted. By using the Magic Formula you can be certain of gaining attention and focusing it upon the main point of your message. It cautions against indulgence in vapid opening remarks, such as: I didn't have time to prepare this talk very well, or "When your chairman asked me to talk on this subject, I wondered why he selected me." Audiences are not interested in apologies or excuses, real or simulated. They want action. In the Magic Formula you give them action from the opening word.

這套公式是非常理想的作簡(jiǎn)短談話的方式，因?yàn)槠渲杏兄撤N程度的懸念。當(dāng)你開始敘述時(shí)，聽眾被你的故事所吸引，但要等到兩分鐘或三分鐘的時(shí)間接近尾聲時(shí)，才能知道你的重點(diǎn)。要是希望聽眾照你的要求去做，這一招就很有必要。講演者如果想讓聽眾為某事而慷慨解囊，假如這樣開口：“各位先生，各位女士，我來這兒要向各位每人收取五美元。”不管這件事是多么值得他們掏錢，但這樣聽眾一定爭(zhēng)先恐后奪門而逃。反過來，如果講演者描述了自己去兒童醫(yī)院探訪的時(shí)候，看到一個(gè)幼童在偏遠(yuǎn)的醫(yī)院里因缺乏經(jīng)濟(jì)援助而無法動(dòng)手術(shù)后，那么他獲得聽眾支持的機(jī)會(huì)，就不知要增加多少倍。由此可見，為期望中的行動(dòng)鋪路的，正是故事和實(shí)例。The formula is ideal for short talks, because it is based upon a certain amount of suspense. The listener is caught up in the story you are relating but he is not aware of what the point of your talk is until near the end of the two-or three-minute period. In cases where demands are made upon the audience, this is almost necessary for success. No speaker who wants his audience to dig deep in their pocketbooks for a cause, no matter how worthy, will get very far by starting like this: "Ladies and gentlemen. I'm here to collect five dollars from each of you." There would be a scramble for the exits. But if the speaker describes his visit to the Children's Hospital, where he saw a particularly poignant case of need, a little child who lacked financial help for an operation in a distant hospital, and then asks for contributions, the chances of getting support from his audience would be immeasurably enhanced. It is the story, the Example, that prepares the way for the desired action.

再看看列蘭·史多是怎樣打動(dòng)聽眾、支持聯(lián)合國(guó)兒童救援行動(dòng)的：Note how the incident-example is used by Leland Stowe to predispose his audience to support the United Nations' Appeal for Children:

“我祈禱自己再不要這樣了：一個(gè)孩子和死亡之間只差一顆花生。難道還有比這更凄慘的嗎？我希望永遠(yuǎn)不要這樣，不要在事后永遠(yuǎn)活在這種悲慘的記憶里。如果一月的一天，在雅典被炸彈炸得千瘡百孔的工人區(qū)里，你曾聽到他們的聲音，見到他們的眼睛……可是，我所留下的一切，只是半磅重的一罐花生而已。當(dāng)我費(fèi)力地打開它時(shí)，成群衣衫襤褸的孩子把我團(tuán)團(tuán)圍住，瘋狂地伸出他們的手。更有大批的母親，懷抱嬰兒推擠爭(zhēng)搶……她們都把嬰兒舉向我，只剩皮骨的小手抽搐地伸張著。我盡力使每個(gè)花生都發(fā)生作用。I pray that I'll never have to do it again. Can there be anything much worse than to put only a peanut between a child and death? I hope you'll never have to do it, and live with the memory of it afterward. If you had heard their voices and seen their eyes, on that January day in the bomb scarred workers' district of Athens ... Yet all I had left was a half-pound can of peanuts. As I struggled to open it, dozens of ragged kids held me in a vise of frantically clawing bodies. Scores of mothers, with babes in their arms, pushed and fought to get within arm's reach. They held their babies out toward me. Tiny hands of skin and bone stretched convulsively. I tried to make every peanut count.

“在他們的瘋狂擠擁之下，我?guī)缀醣凰麄冏驳?。舉目只見百來只手：乞求的手、抓握的手、絕望的手，全是瘦小得可憐的手。這里分一顆鹽花生，那里分一顆鹽花生。再在這里一顆，再在那里一顆。數(shù)百只的手伸著，請(qǐng)求著；數(shù)以百只的眼睛閃出希望的光芒。我無助地站在那里，手中只剩個(gè)藍(lán)色的空罐子……啊，我希望這種情形永遠(yuǎn)不會(huì)發(fā)生在你身上?！盜n their frenzy they nearly swept me off my feet. Nothing but hundreds of hands: begging hands, clutching hands, despairing hands; all of them pitifully little hands. One salted peanut here, and one peanut there. Six peanuts knocked from my fingers, and a savage scramble of emaciated bodies at my feet. Another peanut here, and another peanut there. Hundreds of hands, reaching and pleading; hundreds of eyes with the light of hope flickering out. I stood there helpless, an empty blue can in my hand ... Yes, I hope it will never happen to you.

這套“魔法公式”也可運(yùn)用于書信和對(duì)員工作指示。母親可以利用它來激發(fā)孩子，而孩子也會(huì)發(fā)現(xiàn)使用它向父母要求什么也很容易。它像一把心理利刃，在生活中，你可以用它把自己的理念傳達(dá)給別人。The Magic Formula can be used also in writing business letters and giving instructions to fellow employees and subordinates. Mothers can use it when motivating their children, and children will find it useful when appealing to their parents for a favor or privilege. You will find it a psychological tool that can be used to get your ideas across to others every day of your life.

即使在廣告界里，“魔法公式”也是每天都會(huì)被使用的。伊弗雷迪電池公司最近在電視上做了一系列的廣告，就是根據(jù)這套公式設(shè)計(jì)的。首先，主持人講述一個(gè)故事——比如，某個(gè)人在深夜被困在一輛翻倒的汽車?yán)铩Ｔ诎堰@個(gè)意外繪聲繪色地描述后，請(qǐng)出受害者把故事說完，即怎樣通過使用伊弗雷迪電池的手電筒發(fā)出的亮光，及時(shí)為他帶來援助。然后，主持人再回到他的目的，點(diǎn)出“重點(diǎn)和緣由”：“購(gòu)買伊弗雷迪電池，你便可在類似的緊急事故中活命。”這些故事都來自伊弗雷迪電池公司真人實(shí)事的檔案資料。我不知道這套廣告幫伊弗雷迪賣了多少電池，可我確信“魔法公式”真的很管用，可以有效地向聽眾陳述你要他們?nèi)プ龌虮苊馊プ龅氖虑?。下面，我們就一步步地進(jìn)行討論吧。Even in advertising the Magic Formula is used every day. Eveready Batteries recently ran a series of radio and television commercials built upon this Formula. In the Example step, the announcer told of someone's experience of being trapped, for instance, in an overturned car late at night. After giving the graphic details of the accident, he then called upon the victim to finish the story by telling how the beams of the flashlight, powered by Eveready Batteries, brought help in time. Then the announcer went on to the Point and Reason: "Buy Eveready Batteries and you may survive a similar emergency." These stories were all true experiences out of the Eveready Battery Company's files. I don't know how many Eveready Batteries this particular advertising series sold, but I do know that the Magic Formula is an effective method of presenting what you want an audience to do, or to avoid. Let us take up the steps, one at a time.