How to build (and rebuild) trust | Frances Frei

797,450 views ・ 2018-05-25

TED


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譯者: Lilian Chiu 審譯者: Yanyan Hong
00:13
I want to talk to you about how to build and rebuild trust,
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我想要和大家討論的是 如何建立和重新建立信任,
00:17
because it's my belief that trust
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因為我相信,我們所做的一切
00:20
is the foundation for everything we do,
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都是以信任為基礎,
00:24
and that if we can learn to trust one another more,
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而且如果我們能夠 學會更相信別人,
00:29
we can have unprecedented human progress.
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我們就能達成 史無先例的人類進展。
00:35
But what if trust is broken?
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但如果信任被破壞了呢?
00:38
What if your CEO is caught on video, disparaging an employee?
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如果你公司的執行長被逮到 蔑視員工,且有影片為證,怎麼辦?
00:45
What if your employees experience a culture of bias, exclusion and worse?
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如果你的員工遇到偏見、排擠, 或更糟的文化,怎麼辦?
00:53
What if there's a data breach,
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如果發生資料洩漏,
00:55
and it feels an awful lot like a cover-up than seriously addressing it?
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且感覺起來非常像是在掩飾, 不是要認真處理此問題,怎麼辦?
01:02
And most tragically,
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最悲劇的是,
01:04
what if a technological fail leads to the loss of human life?
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如果技術上的錯誤造成了 人命的損失,怎麼辦?
01:11
If I was giving this talk six months ago,
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如果我做這場演講是在六個月前,
01:13
I would have been wearing an Uber T-shirt.
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我會穿著 Uber(優步)的 T 恤來。
01:18
I'm a Harvard Business School professor,
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我是哈佛商學院的教授,
01:20
but I was super attracted to going to an organization
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但我超級想要去一間,可說是,
01:25
that was metaphorically and perhaps quite literally on fire.
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也許真的是,如火中燒的組織。
01:32
I had read everything that was written in the newspaper,
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我把報紙的內容通通都讀過了,
01:35
and that was precisely what drew me to the organization.
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正因為如此,我才被這間組織吸引。
01:39
This was an organization that had lost trust
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這間組織失去了所有
01:42
with every constituent that mattered.
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重要成員的信任。
01:47
But there's a word about me that I should share.
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但我應該和大家分享 一個關於我的詞。
01:50
My favorite trait is redemption.
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我最喜歡的特質是救贖。
01:54
I believe that there is a better version of us around every corner,
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我相信,在每一個轉角, 我們都能遇見最好的自己,
01:58
and I have seen firsthand
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我親眼見過
02:00
how organizations and communities
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組織、社區,以及個人
02:03
and individuals change at breathtaking speed.
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如何用驚人的速度改變。
02:08
I went to Uber with the hopes that a turnaround there
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我去 Uber 希望能夠扭轉局面,
02:12
could give license to the rest of us
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希望我們其他人
02:15
who might have narrower versions of their challenges.
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得以縮小所面對挑戰的範圍。
02:21
But when I got to Uber, I made a really big mistake.
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到 Uber 之後,我犯了一個大錯。
02:26
I publicly committed to wearing an Uber T-shirt every day
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我公開承諾每天 都要穿 Uber T 恤,
02:31
until every other employee was wearing an Uber T-shirt.
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直到所有其他員工都穿上 Uber T 恤為止。
02:36
I had clearly not thought that through.
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很顯然,我沒想清楚就承諾了。
02:39
(Laughter)
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(笑聲)
02:40
It was 250 days of wearing an Uber T-shirt.
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結果 250 天都穿著 Uber T 恤。
02:46
Now I am liberated from that commitment,
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現在我已經從那承諾解脫了,
02:50
as I am back at HBS,
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我回到哈佛商學院,
02:52
and what I'd like to do is share with you
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而我想要和各位分享的是
02:56
how far I have taken that liberty,
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我帶著這份自由走了多遠,
03:01
which, it's baby steps,
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這距離是用寶寶步伐來衡量的,
03:04
(Laughter)
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(笑聲)
03:05
but I would just say I'm on my way.
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但我只會說,我正在走這段路。
03:07
(Laughter)
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(笑聲)
03:09
Now, trust, if we're going to rebuild it,
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如果我們要重新建立信任的話,
03:12
we have to understand its component parts.
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我們得要了解它的組成。
03:15
The component parts of trust are super well understood.
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信任的組成是非常清楚的。
03:19
There's three things about trust.
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信任有三個重點。
03:24
If you sense that I am being authentic,
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如果你感覺到我很真實,
03:28
you are much more likely to trust me.
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你就非常有可能會相信我。
03:32
If you sense that I have real rigor in my logic,
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如果你感覺到我的邏輯很嚴謹,
03:37
you are far more likely to trust me.
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你更有可能會相信我。
03:40
And if you believe that my empathy is directed towards you,
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如果你相信我同理的對象就是你,
03:45
you are far more likely to trust me.
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你更有可能會相信我。
03:48
When all three of these things are working,
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當這三個重點都發揮作用時,
03:51
we have great trust.
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我們就會有很棒的信任。
03:54
But if any one of these three gets shaky,
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但如果三項當中有一項不穩固了,
03:57
if any one of these three wobbles,
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如果三項當中有一項在動搖了,
04:01
trust is threatened.
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信任就會受到威脅。
04:04
Now here's what I'd like to do.
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以下是我想要做的。
04:06
I want each of us to be able to engender more trust tomorrow,
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我想要我們每個人 明天都能獲得更多的信任,
04:11
literally tomorrow, than we do today.
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真的,就是明天, 要比今天得到更多信任。
04:15
And the way to do that is to understand where trust wobbles for ourselves
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對我們自己來說,做法就是去了解 信任是在哪裡出現了動搖,
04:21
and have a ready-made prescription to overcome it.
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並用現成的處方來克服它。
04:24
So that's what I would like to do together.
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所以,那就是我希望能一起做的。
04:28
Would you give me some sense of whether or not you're here voluntarily?
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各位是否能讓我知道一下, 你們是自願來這裡的嗎?
04:31
(Laughter)
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(笑聲)
04:33
Yeah. OK. Alright. Awesome.
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好,好極了。
04:35
OK. So --
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好,那──
04:36
(Laughter)
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(笑聲)
04:38
it's just super helpful feedback.
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那是超有幫助的回饋。
04:40
(Laughter)
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(笑聲)
04:42
So the most common wobble is empathy.
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所以,最常見的動搖,是同理心。
04:49
The most common wobble
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最常見的動搖
04:50
is that people just don't believe that we're mostly in it for them,
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就是大家不願相信 有人會總為他們好,
04:55
and they believe that we're too self-distracted.
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他們相信我們太自我分心了。
04:59
And it's no wonder.
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這並不讓人意外。
05:01
We are all so busy with so many demands on our time,
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我們都好忙碌, 好多事需要我們的時間,
05:04
it's easy to crowd out the time and space
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很容易就會把同理心所需要的
05:08
that empathy requires.
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時間和空間排擠掉。
05:10
For Dylan to be Dylan, that takes real time.
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要讓狄倫是狄倫, 是需要真的花時間的。
05:15
And for us, if we have too much to do, we may not have that time.
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對我們來說,若有太多事要做, 我們可能就沒有那樣的時間。
05:20
But that puts us into a vicious cycle,
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但那就讓我們陷入了惡性循環,
05:22
because without revealing empathy,
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因為沒有表現出同理心,
05:25
it makes everything harder.
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就會讓一切更困難。
05:27
Without the benefit of the doubt of trust, it makes everything harder,
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若沒有信任感來相信對方 無法證明的清白,一切會更困難,
05:31
and then we have less and less time for empathy, and so it goes.
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接著我們能給予同理心的時間 就更少了,以此類推。
05:36
So here's the prescription:
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所以,處方如下:
05:39
identify where, when and to whom
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找出哪裡、何時,以及誰
05:46
you are likely to offer your distraction.
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會讓你想要分心。
05:51
That should trace pretty perfectly
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那應該就非常能夠讓你追溯到
05:54
to when, where and to whom you are likely to withhold your empathy.
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在哪裡、從何時,以及誰 讓你想擱置同理心。
06:01
And if in those instances,
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如果在那樣的情況下,
06:03
we can come up with a trigger that gets us to look up,
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你能夠想出一種機制, 讓我們能抬頭起來看,
06:10
look at the people right in front of us,
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看著就在我們面前的人,
06:13
listen to them,
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傾聽他們,
06:14
deeply immerse ourselves in their perspectives,
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讓我們自己深深沉浸到 他們的觀點當中,
06:19
then we have a chance of having a sturdy leg of empathy.
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那麼我們就有機會 能展現穩健的同理心。
06:24
And if you do nothing else,
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如果你沒有其他事要做,
06:27
please put away your cell phone.
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請把你的手機收起來。
06:31
It is the largest distraction magnet yet to be made,
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它是所有被創造出來的東西中, 最會讓人分心的,
06:36
and it is super difficult to create empathy and trust in its presence.
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當有手機在的時候, 非常難創造同理心和信任。
06:44
That takes care of the empathy wobblers.
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這樣就能處理好同理心出現的動搖。
06:48
Logic wobbles can come in two forms.
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邏輯的動搖有兩種形式。
06:52
It's either the quality of your logic
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可能是你邏輯思維的品質,
06:56
or it's your ability to communicate the logic.
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也可能是你溝通交流邏輯的能力。
07:00
Now if the quality of your logic is at risk,
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如果問題出在你的邏輯的品質,
07:04
I can't really help you with that.
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我實在幫不了你。
07:06
(Laughter)
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(笑聲)
07:07
It's like, not in this much time.
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在這點時間內沒辦法。
07:09
(Laughter)
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(笑聲)
07:12
But fortunately, it's often the case that our logic is sound,
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但幸運的是,通常問題在於 我們的邏輯聽起來是什麼樣子,
07:17
but it's our ability to communicate the logic that is in jeopardy.
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處於危險當中的 是我們溝通傳達邏輯的能力。
07:23
Super fortunately, there's a very easy fix to this.
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幸運地是,有種很簡單的方式 可以解決這個問題。
07:27
If we consider that there are two ways to communicate in the world,
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如果在這個世界上, 溝通的方式只有兩種,
07:33
and Harvard Business School professors are known for two-by-twos --
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哈佛商學院教授最知名的 就是用二乘二的表──
07:36
nonsense, it's the triangle that rocks.
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胡說,三角形才是最厲害的。
07:39
(Laughter)
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(笑聲)
07:42
If we consider that there are two ways to communicate in the world,
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如果在這個世界上, 溝通的方式只有兩種:
07:47
and the first one is when you take us on a journey,
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第一種是,你帶我們踏上一段旅程,
07:51
a magnificent journey that has twists and turns
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一段壯麗的旅程,有著許多轉折,
07:56
and mystery and drama,
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有著神秘性與戲劇性,
07:59
until you ultimately get to the point,
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一直到最終的目的地為止,
08:03
and some of the best communicators in the world
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世界上一些最棒的溝通
08:06
communicate just like this.
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就是用像這樣的方式進行的。
08:09
But if you have a logic wobble,
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但如果你的邏輯是動搖的,
08:11
this can be super dangerous.
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這就會變得非常危險。
08:15
So instead, I implore you,
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所以,我反而要懇求各位,
08:19
start with your point in a crisp half-sentence,
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一開始先用乾淨俐落的句子 來講你的論點,
08:25
and then give your supporting evidence.
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接著提出支持的證據。
08:29
This means that people will be able to get access
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這就表示,大家可以接觸到
08:32
to our awesome ideas,
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我們很棒的點子,
08:34
and just as importantly,
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同樣重要的是,
08:37
if you get cut off before you're done ...
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如果你在說完之前就被打斷……
08:41
ladies --
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女士們──
08:43
(Laughter)
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(笑聲)
08:45
(Applause)
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(掌聲)
08:52
If you get cut off before you're done,
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如果你在說完之前就被打斷,
08:56
you still get credit for the idea,
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點子還是歸功於你,
08:58
as opposed to someone else coming in and snatching it from you.
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而不會是其他人跑來 把點子給偷走。
09:01
(Applause)
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(掌聲)
09:08
You just gave me goosebumps.
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你們讓我起雞皮疙瘩。
09:09
(Laughter)
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(笑聲)
09:11
The third wobble is authenticity, and I find it to be the most vexing.
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第三,對於真實性的動搖, 我覺得它是最讓人傷腦筋的。
09:17
We as a human species can sniff out in a moment,
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我們人類只要一片刻,
09:21
literally in a moment,
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真的就是一片刻,
09:23
whether or not someone is being their authentic true self.
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就能嗅出一個人 是否呈現出真正的自己。
09:27
So in many ways, the prescription is clear.
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所以,在許多意義上, 處方很明確。
09:30
You don't want to have an authenticity wobble? Be you.
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你不希望真實性被動搖? 那就做自己。
09:35
Great.
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好極了。
09:38
And that is super easy to do
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當你身邊都是和你很相似的人時,
09:40
when you're around people who are like you.
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要做到這點很容易。
09:45
But if you represent any sort of difference,
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但如果你代表著某種差異,
09:50
the prescription to "be you" can be super challenging.
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「做自己」這個處方 可能會非常有挑戰性。
09:57
I have been tempted at every step of my career,
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在我職涯中, 我一路上都會受到誘惑,
10:02
tempted personally and tempted by coaching of others,
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受到個人的誘惑 以及他人指導的誘惑,
10:05
to mute who I am in the world.
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不要在這個世界上表達出真正的我。
10:08
I'm a woman of super strong opinions,
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我是個主見超強的女性,
10:11
with really deep convictions,
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信念很深,
10:14
direct speech.
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說話很直。
10:16
I have a magnificent wife,
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我有個很棒的太太,
10:19
and together, we have such crazy ambition.
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在一起時,我們有很瘋狂的野心。
10:23
I prefer men's clothes
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我偏好穿男性化的服裝,
10:26
and comfortable shoes.
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和舒適的鞋子。
10:29
Thank you, Allbirds.
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謝謝你,Allbirds(鞋子品牌)。
10:30
(Laughter)
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(笑聲)
10:33
In some contexts, this makes me different.
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在某些情況中, 這點就會讓我與人不同。
10:38
I hope that each person here
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我希望這裡的每一個人
10:40
has the beautiful luxury of representing difference
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都能有美好奢華的機會
來表達自己人生中某些差異的情況。
10:44
in some context in your life.
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10:47
But with that privilege
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但若有那樣的特權,
10:50
comes a very sincere temptation to hold back who we are,
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就表示也會受到真誠誘惑, 讓我們不展現出真正的自我,
10:55
and if we hold back who we are,
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而若我們不展現出真正的自我,
10:58
we're less likely to be trusted.
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我們就不太可能會被信任。
11:00
And if we're less likely to be trusted,
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如果我們不太可能被信任,
11:02
we're less likely to be given stretch assignments.
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就不太可能會有人想要 給予我們延展型任務。
11:05
And without those stretch assignments, we're less likely to get promoted,
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若沒有延展型任務, 我們就比較不可能升遷,
11:08
and so on and so on until we are super depressed
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以此類推,直到我們對於 資深領導階層的人口統計傾向
11:12
by the demographic tendencies of our senior leadership.
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感到超級沮喪為止。
11:15
(Laughter)
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(笑聲)
11:16
And it all comes back to our being our authentic selves.
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最終都還是要回歸到 做最真實的自己。
11:23
So here's my advice.
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所以,我的建議如下:
11:26
Wear whatever makes you feel fabulous.
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穿讓你感覺很棒的服裝。
11:30
Pay less attention to what you think people want to hear from you
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不用太注意你認為 別人想要聽你說些什麼,
11:34
and far more attention to what your authentic, awesome self needs to say.
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但要學會注意你最真實的、 最棒的自我想要說些什麼。
11:41
And to the leaders in the room,
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給觀眾中的領導人,
11:44
it is your obligation
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你的義務是
11:46
to set the conditions that not only make it safe for us to be authentic
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要讓環境條件不僅讓我們能感到 做真實的自己是安全的,
11:51
but make it welcome,
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同時也是受歡迎的,
11:54
make it celebrated,
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是被讚頌的,
11:56
cherish it for exactly what it is,
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珍惜它真正的樣子,
12:00
which is the key for us achieving greater excellence
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這就是讓我們能超越 我們認為可能的範圍,
12:03
than we have ever known is possible.
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達到出類拔萃的關鍵。
12:08
So let's go back to Uber. What happened at Uber?
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所以,咱們回來談 Uber。 在 Uber 發生了什麼事?
12:11
When I got there, Uber was wobbling all over the place.
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當我到那裡時, Uber 整個企業都在動搖。
12:16
Empathy, logic, authenticity were all wobbling like crazy.
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同理心、邏輯、真實性 通通都在嚴重動搖。
12:22
But we were able to find super effective, super quick fixes for two of the wobbles.
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但針對其中兩項動搖,我們得以 找到超有效、超快速的處理方式。
12:29
I'll give you an illustration of empathy.
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我來說明一下同理心的部分。
12:32
In the meetings at Uber,
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在 Uber 的會議上,
12:33
it was not uncommon for people to be texting one another ...
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經常會看見有人傳簡訊給別人……
12:38
about the meeting.
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說會議的事。
12:40
(Laughter)
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(笑聲)
12:45
I had never seen anything like it.
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我從來沒有見過那樣的情況。
12:48
(Laughter)
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(笑聲)
12:50
It may have done many things,
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它可能有很多作用,
12:51
but it did not create a safe, empathetic environment.
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但並沒有創造出 一個有同理心的安全環境。
12:55
The solution though, super clear:
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不過,解決方案超級明確:
12:58
technology, off and away.
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科技,關機並遠離。
13:00
And that forced people to look up,
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強迫大家抬頭看,
13:03
to look at the people in front of them,
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看他們面前的人,
13:06
to listen to them,
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傾聽他們,
13:07
to immerse themselves in their perspectives
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將自己沉浸到對方的觀點當中,
13:09
and to collaborate in unprecedented ways.
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以前所未有的方式來合作。
13:15
Logic was equally wobbly,
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邏輯也同樣在動搖,
13:18
and this was because the hypergrowth of the organization
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原因是因為該組織的狂飆級成長
13:21
meant that people, managers were getting promoted
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意味著大家、經理,會得到升遷,
13:24
again and again and again.
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一而再,再而三地升遷。
13:27
Soon, they were put in positions that they had no business being in.
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沒多久,他們就會被放到 他們不應擔任的職位。
13:31
Their positions outstripped their capability,
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他們的職位高於他們的能力,
13:34
and it was not their fault.
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這不是他們的錯。
13:36
The solution: a massive influx of executive education
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解決方案:大量導入主管教育訓練,
13:41
that focused specifically on logic,
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把焦點特別放在邏輯、
13:45
on strategy and leadership.
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策略,以及領導能力。
13:48
It gave people the rigor of the quality of their logic,
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這樣能夠讓大家的邏輯更嚴謹精確,
13:51
and it turned a whole lot of triangles, right-side up,
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且能把許多三角形轉過來, 把對的那一端轉向上,
13:56
so people were able to communicate effectively with one another.
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這麼一來,大家彼此 就能做有效的溝通。
14:01
The last one, authenticity, I'll say it's still mighty wobbly,
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最後一項,真實性, 我認為它還是非常動搖,
14:07
but honestly, that doesn't make Uber very different
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但老實說,那也不會讓 Uber
14:09
from all of the other companies I've seen in Silicon Valley and beyond.
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跟我所見過矽谷及矽谷之外的 其他公司有多大的不同。
14:15
It is still much easier to coach people to fit in.
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指導大家融入仍然容易許多。
14:20
It is still much easier to reward people
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當有人能說出你打算說的話時,
14:23
when they say something that you were going to say,
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去獎勵他是較容易的。
14:27
as opposed to rewarding people when they say something
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相對之下,若有人說出的話 和你打算說的話完全不同時,
14:29
entirely different than what you were going to say.
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還願意獎賞他,就不容易了。
14:34
But when we figure out this,
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但當我們想通了這點,
14:36
when we figure out how to celebrate difference
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當我們想通如何讚頌差異,
14:40
and how to let people bring the best version of themselves forward,
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以及如何讓大家展現出 自己最好的一面,
14:43
well holy cow, is that the world I want my sons to grow up in.
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老天!我多希望我的孩子 能在這樣的世界長大。
14:49
And with the collection of people here,
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在座的各位,
14:51
it would be a privilege to lock arms with you
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能和你們緊密合作是一項殊榮,
14:54
and go ahead and rebuild trust in every corner of the globe.
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讓我們一起在世界的 每個角落重建信任。
14:58
Thank you very much.
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非常謝謝。
15:00
(Applause)
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(掌聲)
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