Title 1の先生方によると 小学校で このプログラムを受ける男子生徒の割合は 女生徒1人につき4~5人だそうです これが問題である理由は
And if you ask Title I teachers, they'll tell you they've got about four or five boys for every girl that's in their program, in the elementary grades.
The icebergs around me were almost 200 feet out of the water, and I could only help but wonder that this was one snowflake on top of another snowflake, year after year.
So this presumably means that these Denisovans had been more widespread in the past, since we don't think that the ancestors of Melanesians were ever in Siberia.
(Laughter) World population, PC placements, the archive of all of medical literature, Moore's law, the old way of sequencing, and here's all the new stuff.
What we found is -- (Laughter) If I got this data studying you, I would be thrilled, because there's a trend there, and that means that I can get published, which is all that really matters.
That's one of the reasons so much of what we've come to think of as Western science and mathematics and engineering was really worked out in the first few centuries of the Common Era by the Persians and the Arabs and the Turks.
そのままラテン文字 X に置き換えました これがラテン語に入り ほぼ600年間にわたって 数学の教科書の 基礎になったのです
And once that happened, once this material was in Latin, it formed the basis for mathematics textbooks for almost 600 years.
I don't have ego involved in this. (Laughter) Give it away. Share it with people, because the people who can use it the most are the ones with no resources and no technology and no status and no power.
But what lifted my heart and strengthened my soul was that even though this was the case, although they were not seen as ordinary, this could only mean one thing: that they were extraordinary -- autistic and extraordinary.
So this is a project I'm working on, and this is a series of front covers to downgrade our super, hyper — (Laughter) (Applause) to downgrade our super, hyper-mobile phones into the essence of their function.
The day after, when really it became a lot of talking, I said to myself, and my wife said to me, I also want a poster, so this is her. (Laughter) Because it's working, put me in a poster now.
そして これが― （拍手） そして これが― 世界一のミラーを息子に見せようと 思った理由です
And this is why -- (Applause) — And this is why we decided to share the best mirror in the world with him.
And so I would say that's really the best way to make decisions, is go after what it is that creates meaning in your life and then trust yourself to handle the stress that follows.
That's the stigma, because unfortunately, we live in a world where if you break your arm, everyone runs over to sign your cast, but if you tell people you're depressed, everyone runs the other way.
I knew right away that this was a golden hour, a short period of time in which I could change his story, I could change the story that he would tell himself for the rest of his life.
And if had been a horror movie, people in the audience would have started saying, "Don't go in there. Don't go in there." (Laughter) And of course, the crocodile was in the shadows.
Now, just to put that into perspective, that's about 400 times fewer than the best estimates of how many intelligent extraterrestrial life forms there are.
And at first, I found this quite a difficult thing to get my head around, but one way that helped me to think about it is, I can see, I've got over by my seat a bottle of water, right?
But then came along these master storytellers -- the big bankers, the finance ministers, the prime ministers -- and they tell us a very convincing story: "Look, you see this green piece of paper?
(Laughter) Guys, you have to understand, this had been going for, like, weeks, albeit hitherto the greatest weeks of my life, but I had to knock it on the head.
(Applause) And that was so much fun, right, that it got me thinking: like, what would happen if I just spent as much time as could replying to as many scam emails as I could?
And this is what mindfulness is all about: Seeing really clearly what we get when we get caught up in our behaviors, becoming disenchanted on a visceral level and from this disenchanted stance, naturally letting go.
Actually, if you just look at your thumbnail -- about a square centimeter -- there are something like 60 billion neutrinos per second from the sun, passing through every square centimeter of your body.
And this is why that’s not entirely a good thing: because over the age of 65, your risk of getting Alzheimer’s or Parkinson’s disease will increase exponentially.
Why this is interesting is because in the past decade, we have found that this is not just some anomaly of this ridiculous, glow-in-the-dark bacterium that lives in the ocean -- all bacteria have systems like this.
And so we started to think, if this really is about communication in bacteria, and it's about counting your neighbors, it's not enough to be able to only talk within your species.
この成功報酬的な動機付け― If Then式に「これをしたら これが貰える」 というやり方は 状況によっては機能します
These contingent motivators -- if you do this, then you get that -- work in some circumstances.
It's worked so well that Atlassian has taken it to the next level with 20% time -- done, famously, at Google -- where engineers can spend 20% of their time working on anything they want.
Talk about getting by with nothing. (Laughter) And this, in many ways -- (Applause) -- is a symbol of the resilience of the Inuit people and of all indigenous people around the world.
Google Mapsを見てください これが14番 15番 16番 17番 18番 19番地です
Just look at Google Maps here. There's Block 14, 15, 16, 17, 18, 19.
There's a problem: If you're not a food expert, and you've got tight budgets and it's getting tighter, then you can't be creative, you can't duck and dive and write different things around things.
（笑） どうかしてますよね でもこれが 想像力が 現実を生み出すという テーマに戻ってくるんです
(Laughter) Sounds crazy. But this goes back to that theme about your imagination creating a reality.
逆に 個人の選択に徹すれば 互いの能力や関係まで 損なう結果になりかねません されど これが
To insist that they choose independently might actually compromise both their performance and their relationships.
So what this means, this incredible freedom of choice we have with respect to work, is that we have to make a decision, again and again and again, about whether we should or shouldn't be working.
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