How to lead in a crisis | The Way We Work, a TED series

277,301 views ・ 2020-11-02

TED


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00:00
Transcriber: Erin Gregory Reviewer: Ivana Korom
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We think of a great leader
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譯者: Pooi Ling Ng 審譯者: Thomas Tam
偉大的領導者
00:01
as the unwavering captain who guides us forward
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就像堅定的船長,
引領我們穿越挑戰和複雜狀況。
00:04
through challenge and complexity.
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Confident, unwavering leaders,
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擁有自信和堅毅,
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armed with data and past experience
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配備著數據和過往的經歷,
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have long been celebrated in business and politics alike.
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在商業和政治領域長期享有盛譽。
00:14
But sometimes and certainly now,
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但有時,特別是現在,
00:17
a crisis comes along that is so new and so urgent
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面對的危機,是從未有過而又緊迫,
00:20
that it upends everything we thought we knew.
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同時顛覆著我們所有的認知。
00:22
[The Way We Work]
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【我們的工作方式】
00:25
[Made possible with the support of Dropbox]
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【由 Dropbox 贊助支持】
00:27
One thing we know for sure
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我們確定無疑的一件事情,
00:28
is that more upheavals are coming.
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更多的動盪即將來臨。
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In a completely interconnected world
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在完全互聯的世界,
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a single political uprising,
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若出現政治動亂、
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a viral video, a distant tsunami,
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熱門視頻、遙遠海嘯、
00:37
or a tiny virus can send shock waves around the world.
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或小小的病毒, 也為全世界掀起滔天巨浪。
00:42
Upheaval creates fear,
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動盪帶來恐懼,
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and in the midst of it people crave security,
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身處其中的人們,渴望得到安全;
00:46
which can incline leaders
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此時的領導者
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toward the usual tropes of strength, confidence, constancy,
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展現慣常的力量、信心和毅力,
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but it won't work.
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但已行不通了。
00:54
We have to flip the leadership playbook.
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因此我們需要推翻領導力的指引。
00:56
First, this type of leadership requires
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首先,這種類型的領導人
00:59
communicating with transparency, communicating often.
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需要經常和透明的溝通。
01:02
So how can leaders lead when there is so little certainty,
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那麽,處於𣊬息萬變的情況下,
他們又如何應對呢?
01:05
so little clarity?
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01:07
Whether you are a CEO, a prime minister, a middle manager
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無論你是首相、首席執行官、中層管理,
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or even a head of school,
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還是一名校長,
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upheaval means you have to ramp up the humility.
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動盪就意味著你必須虛心求教。
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When what you know is limited,
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當你所知有限時,
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pretending that you have the answers isn't helpful.
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假裝知道,是沒有幫助的。
01:20
Amidst upheaval, leaders must share what they know
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在動盪中,領導者必定要分享他們所知,
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and admit what they don't know.
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並承認自己的不足。
01:25
Paradoxically, that honesty creates more psychological safety for people,
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有悖常理的是,坦誠溝通 才會帶給人們更多的安全感,
01:30
not less.
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而不是更少。
01:31
For example when the pandemic devastated the airline industry
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舉個例子,當疫情在一夜之間
給航空業帶來摧毀性的打擊,
01:35
virtually overnight,
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01:36
CEO of Delta Airlines Ed Bastian
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達美航空首席執行官艾德·巴斯蒂安,
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ramped up employee communication
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儘管對未來的走向知之甚少,
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despite having so little clarity
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又面臨嚴峻的後果,
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about the path ahead, facing truly dire results.
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依然加強與員工的溝通。
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At one point in 2020,
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2020 年的某個時刻,
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losing over a hundred million dollars a day,
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達美航空一天損失一億美元,
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it would have been far easier for Bastian
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對巴斯蒂安來說,在採取行動前
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to wait for more information before taking action,
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獲取更多資訊,或許會容易些;
但在動盪時期,高效的領導者
01:56
but effective leaders during upheaval
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don't hide in the shadows.
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並不會躲在角落。
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In fact, as Bastian put it,
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事實上,正如巴斯蒂安所說,
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it is far more important to communicate
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當你心中一團迷霧,
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when you don't have the answers than when you do.
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及時溝通尤為重要。
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Second, act with urgency despite incomplete information.
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第二,儘管信息不全, 領導人也要採取緊急行動。
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Admitting you don't have the answers
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要承認自己沒有解決方案,
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does not mean avoiding action.
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但並不意味著不採取行動。
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While it's natural to want more information,
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人之天性是希望獲得更多信息,
而迅速行動就是 獲取更多信息的唯一途徑。
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fast action is often the only way to get more information.
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02:21
Worse, inaction leaves people feeling lost and unstable.
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不作為,更糟的是 會讓人們感覺迷茫和不安。
02:25
When New Zealand Prime Minister Jacinda Ardern
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當新西蘭首相傑辛達·阿德恩
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laid out a four level alert system very early
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在應對新冠疫情時,
很早就啟動四級警報系統,
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in the COVID-19 crisis,
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she lacked information with which to set the level.
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但她當時缺泛設定級別的依據信息。
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Despite lacking answers, she did not wait to communicate
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儘管她沒有明確答案,
鑑於國家面臨的威脅, 她立刻就跑出來溝通。
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about the threat with the nation.
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02:41
At first she set the level at two,
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起初她把級別設定為二級,
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only to change it to four two days later as cases rose.
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隨著情況發展,兩天後就升為四級。
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That triggered a national lockdown,
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由此引發了全國性的封鎖,
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which no doubt saved countless lives.
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挽救無數人的生命。
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Later, when cases began to dissipate,
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後來,情況開始好轉,
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she made subsequent decisions
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她根據新趨勢
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reflecting that new information.
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做出了相應的決策。
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Third, leaders must hold purpose and values steady,
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第三,領導人必須抱持 深遠的願景和價值觀,
即使具體目標和情況發生改變。
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even as goals and situations change.
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03:05
Values can be your guiding light
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當一切都在撲朔迷離之中,
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when everything else is up in the air.
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價值觀就是你的指路明燈。
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If you care about customer experience,
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如果你關注客戶的體驗,
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don't let go of that in times of upheaval.
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不要在動盪時期放棄這些體驗。
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If a core value is health and safety,
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如果你的核心價值是健康和安全,
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put that at the center of every decision you make.
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就將它們放在你要做的 每個決策重要的位置。
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Now doing this requires being very transparent
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做到這點要有高度透明的價值觀;
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about what your values are,
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03:24
and in this way, your steadfastness shows
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個人的堅定不僅展現在計劃書上,
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not in your plans but in your values.
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而且深植於你的價值觀中。
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Prime Minister Ardern's clear purpose all along
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首相阿德恩自始至終明確的宗旨,
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was protecting human life.
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是保護人民的生命。
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Even as the immediate goal shifted from preventing illness
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儘管她當時的目標,由阻止疫情傳播
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to preparing health systems
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轉變為落實醫療系統的配套,
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and ultimately to bolstering the economy.
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到最終為促進經濟發展。
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And finally, give power away.
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接著,最後是權力的分享。
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Our instincts are to hold even more tightly
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我們本能地在動盪時期緊握權力,
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to control in times of upheaval, but it backfires.
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但這適得其反。
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One of the most effective ways to show leadership,
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展現最有效領導力的方式,
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if counterintuitive,
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有點兒反直覺,
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is to share power with those around you.
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是與你周圍的人分享權力。
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Doing this requires asking for help,
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做到這點需要尋求他人幫助,
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being clear that you can't do it alone.
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了解獨木難成林。
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This also provokes innovation
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在賦予他人意義的同時,
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while giving people a sense of meaning.
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也會激發他們的創造力。
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Nothing is worse in a crisis
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在危機時感到自己無能為力,
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than feeling like there's nothing you can do to help.
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這才是最糟糕的情況。
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We follow this new kind of leader through upheaval,
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我們能跟隨這樣的新型領導跨越危機,
是因為我們的信心
04:14
because we have confidence
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不是來自於領導的路線圖, 卻是他們的願景指南針。
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not in their map but in their compass.
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04:19
We believe they've chosen the right direction
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我們相信他們在現有境況下
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given the current information,
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選擇了正確的方向,
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and that they will keep updating.
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而且他們會持續更新。
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Most of all, we trust them
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最重要的是,我們信任他們,
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and we want to help them in finding and refinding
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希望幫助他們找到或重新找到
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the path forward.
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前進的道路。
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