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Often when we think about changing someone's mind, whether it's in our personal lives or professional lives, we think the answer is pushing.
通常情况下，当我们想要改变某人的想法时，无论是个人生活还是职业生活中，我们都认为这是种劝解。
If it's trying to change our spouse's mind, we think about listing more reasons.
倘若试图改变配偶的想法，我们需要考虑罗列出许多理由。
We think about changing the boss's mind, we think about making one more PowerPoint presentation.
想考虑改变老板的想法，我们会考虑再做一份PowerPoint来陈述。
And it's clear why we think that'll work.
我们认为这样行得通的原因也很明显。
If you think about the physical world, take a chair for example, and we think about moving a chair, pushing is often a great way to get a chair to go.
在现实世界中，以一把椅子为例，如果我们想移动它，推一把就可以让椅子移动。
But when it comes to applying that same intuition to people there's a challenge, which is, when we push chairs, chairs go.
但当我们要把同样的情况应用到人身上时，就存在这样一个挑战，即当我们推椅子时，椅子就会移动。
When we push people they don't necessarily go, they often push back.
当我们劝解他人时，他们不一定会顺从，反而通常会反对。
Often, you know, we push, and we prod, and we add more reasons, or more facts, or more figures, and nothing happens.
通常，我们会劝解、敦促，还会增加更多的理由、事实或数据，但依然不为所动。
Change is really hard. And so, if pushing isn't the answer, well, well what is?
改变真的很难。因此，如果劝解不是解决办法，那什么才是呢？
And it turns out there's this interesting analogy in chemistry. Chemical change is really hard.
在化学中有一个有趣的类比。化学变化真的很难。
It often takes thousands if not millions of years for carbon to turn into diamonds, and plant matter to turn into oil.
碳转化为钻石，植物转化为石油，通常需要数千年甚至数百万年的时间。
And so chemists often add temperature and pressure to make change happen faster.
因此化学家们经常增温、加压以使得变化更快。
But it turns out, there's a special set of substances chemists often use to make change happen faster and easier.
但事实上，化学家们经常使用特殊物质，使变化发生得更快更容易。
These substances are called catalysts.
这些物质叫做催化剂。
And what catalysts neatly do, in the chemical world, is they make change happen faster with less energy.
在化学界中，催化剂的作用便是用更少的能量使反应发生得更快。
They reduce, essentially, the barrier to change.
它们从本质上减少了改变的阻碍。
And in the social world, we tend to think about catalysts as just people that catalyze change, that cause change to happen.
而在社会中，我们倾向于把催化剂看作是那些促使变革发生、催化变革的人。
But really, in this book, I'm borrowing on that same notion from chemistry.
但实际上，在本书中我也是从化学中借用了同样的概念。
Too often we think change is about pushing.
我们常常认为改变就是要劝解。
We think if we just come up with one more way people will eventually come around.
我们认为，如果再想出一种方案，人们最终会改变主意的。
Rarely though, do we take a step back and say, "Well, hold on, why hasn't that person changed already? What's stopping them?
然而，我们很少会退一步说，“好吧，等等，那个人为什么还没有改变呢？是什么阻止了他们呢？
What's the thing getting in the way—that barrier or that obstacle that's getting in the way—and how can I mitigate it?"
到底是什么东西挡道了呢？是隔阂或障碍在挡道？我怎么才能使其缓解呢？”
I've talked to everyone, from startup founders, and people who changed their boss's mind,
我和很多人都谈过，从创业者到那些改变老板想法的人，
to folks that got their kids to do what they wanted their kids to do, or change their spouse's behavior.
到那些让孩子按父母意愿做事的人，亦或那些改变配偶行为的人。
But also more interesting types of individuals that changed things in the almost most difficult of circumstances.
但也有更有趣的那种人，在几乎最困难的情况下改变了事态。
I talked to people that have gotten folks to come from one political side to the other.
我与那些让人们从一个政治立场而转向另一政治立场的人交谈过。
I've talked to hostage negotiators that got people to come out with their hands up.
我和人质谈判专家谈过，他们让犯人举手投降出来。
And I've talked to people like substance abuse counselors, who've gotten people to quit even when quitting hadn't worked in the past.
我还和物质滥用咨询师之类的人谈过，他们能让人们戒除恶习，即使在过去这并不奏效。
Again and again, I saw the same five barriers come up, and so I put them in the framework:
一次又一次，我看到同样的五个障碍出现了，所以将它们置于这一框架内：
reactants, endowment, distance, uncertainty, and corroborating evidence, together spell the word reduce, which is exactly what great catalysts do.
反应物、禀赋、距离、不确定性及确凿的证据，一起拼出了reduce一词，这正是催化剂所为。
The basic idea of reactants is when we push people, they push back, they don't just go along with what we want them to do, they push back.
反应物的基本理念就是，当我们劝解时，他们会反对；他们不会顺从我们意愿去做事，他们会反对。
And so, we need to figure out how to reduce that by giving them freedom and autonomy.
因此，我们需要弄清楚如何通过赋予他们自由和自主权来减少这种情况。
Endowment. The basic idea there is we tend to be attached to the status quo.
禀赋。基本的观点是我们倾向于维持现状。
We tend to do what we've done already because it feels safe, because we know it, and we become attached to it.
我们倾向于做已经做过的事情，因为感到安全，因为熟悉，因此我们变得依附于此。
And so the challenge there is how do we highlight that doing nothing isn't as safe or as costless as people might think?
因此，我们面临的挑战是，如何强调什么都不做并不像人们想象的那样安全或无成本？
D, for distance. There, the challenge is often we ask for too much, and when we ask for too much, people aren't even willing to consider what we're asking for.
D代表距离。在此我们面临的挑战往往是要求太多，而当我们要求太多时，人们甚至都不会愿意去考虑我们的要求。
And so we need to shrink distance and start with smaller asks, and then ask for more.
因此，我们需要缩短距离，从较小的要求开始，此后再要求更多。
Uncertainty. There, it's just that new things are often uncertain, whether it's a new product, a new service, new idea. That's always scary.
不确定性。新事物往往是不确定的，不管是新产品、新服务，还是新想法。总是很可怕。
And people don't want to move from a safe thing to a scary one.
人们不希望一个安全的东西变成可怕的。
And so, how we can alleviate uncertainty, make people feel more comfortable with change that's often scary?
因此，我们如何才能减轻不确定性，让人们对经常令人害怕的变化感到更自在呢？
And then last but not least, corroborating evidence is about providing more proof.
最后但同样重要的是，确凿的证据就是提供更多的证据。
You know, particularly for big change, we need more evidence or more proof that it's gonna be good for us.
特别是对于重大改变，需要更多的证据对我们更为有利。
And so there, it's about bringing together multiple sources of influence to change minds and drive action.
因此，要将多种影响源汇集起来，以改变主意并推动行动。
The principles vary across situations, right?
原则也是因情况而异，对吧？
You know, sometimes the barrier is reactants, and other times it's uncertainty, sometimes it's endowment, and sometimes it's more about distance.
有时候障碍是反应物，有时候是不确定性，有时候是禀赋，有时候更多的是距离。
But it's not more about, you know, products and services versus personal change; the same things come up all the time.
如你所知，但这并不是产品和服务与个人改变的对比；同样的事情一直在发生。
So if you're a boss of a small organization, people still have reactants.
因此，如果您是小型组织的老板，那么人们中仍然会有反应物。
Same if you're part of a large organization and talking to a client. The barriers are often quite similar.
如果您是大型组织的一员并在与客户交谈，也是如此。障碍通常非常相似。
It's more about how we apply barrier removal, the specific strategies we might use to do so, but the concepts are very much the same.
更多的是关于我们如何消除障碍，我们可使用的具体策略，但概念是非常相似的。
And that's exactly what great catalysts do.
而这正是重要的催化剂所做的。
They don't push harder, they don't add more temperature or more pressure.
它们不会大力推动，不会增温或加压。
They figure out what the barriers are to change and they mitigate them.
他们找出了要改变的障碍，并予以缓解。
