Question

求高人帮忙翻译一下这篇英语短文

We want to be a company that is constantly renewing itself, leaving the past behind ,adapting to change .Managements that hang on to weakness for whatever reason-tradition, sentiment, or their own management weakness-won’t be around in the future.’
How do you bring people into the change process? Start with reality. Get all of the facts out. Give people the rationale for change, laying it out in the clearest, most dramatic terms. When everybody gets the same facts, they’ll generally come to the same conclusion.’
The difference between winning and losing will be how the men and women of our company view change. If they see it as a threat, we lose. But if they are provided with the educational tools and are encouraged to use them-to the point where they see change as an opportunity, then every door we must pass through to win big around the world will swing open to us.’
Gradual change doesn’t work very well in the type of transformation General Electric has gone through. If your change isn’t big enough, the bureaucracy can beat you. Look at Winston Churchill and Franklin Roosevelt. They said, ”This is what it’s going to be.” And then they did it. Big bold changes.’
‘(GE leaders always) have enormous energy and the ability to energise and invigorate others, to stimulate and relish change and not be frightened or paralysed by it, and to see change as an opportunity, not a threat.’

‘Most bureaucracies unfortunately still think in incremental terms rather than in terms of fundamental change. Changing the culture means constantly asking now how fast am I going, how well am I doing versus how well I did a year or two years before? How fast and how well am I doing compared with the world outside? Are we moving faster, and are we doing better against that external standard?’

Answer 1

We want to be a company that is constantly renewing itself, leaving the past behind ,adapting to change .Managements that hang on to weakness for whatever reason-tradition, sentiment, or their own management weakness-won〉t be around in the future.〉

我们希望成为一家不断自我更新的公司，摒弃过去，适应改变。不摆脱弱点的管理(层)，不论理由是传统，感情用事，或本身在管理方面的不足以处，都将会被淘汰。

How do you bring people into the change process? Start with reality. Get all of the facts out. Give people the rationale for change, laying it out in the clearest, most dramatic terms. When everybody gets the same facts, they〉ll generally come to the same conclusion.〉

那麼该如何推动人们参与这改变的过程呢？从实事求是著手。交待全部的实情。用最清楚及最激动人心的措辞来解释改变的理由。当每人都知道实况，他们通常都会有相同的看法。

The difference between winning and losing will be how the men and women of our company view change. If they see it as a threat, we lose. But if they are provided with the educational tools and are encouraged to use them-to the point where they see change as an opportunity, then every door we must pass through to win big around the world will swing open to us.〉

成功及失败的分别将会是本公司的(男女)职员对改变的看法。如果他们视为(一种)威胁，我们便失败。但要是他们获提供学习资源，并受鼓励用以将这改变作为机会，则我们在跨国取得重大成功的所有必需经过的阻碍将会迎刃而解(必需通过的每一度门将会为我们打开)。

Gradual change doesn〉t work very well in the type of transformation General Electric has gone through. If your change isn〉t big enough, the bureaucracy can beat you. Look at Winston Churchill and Franklin Roosevelt. They said, 〃This is what it〉s going to be.〃 And then they did it. Big bold changes.〉

对於通用电气所经历的那类改革，渐进的改变效果不大。如果改变规模不足，可能会因为繁文褥节而失败。以丘吉尔及罗斯福为例。他们说：「将会发生便是这样。」而后他们行事。重大果敢的改变。

¯(GE leaders always) have enormous energy and the ability to energise and invigorate others, to stimulate and relish change and not be frightened or paralysed by it, and to see change as an opportunity, not a threat.〉

(通用电气的领袖总是)有著无比的魄力及才能，用以激励及振奋别人、用以促进及追求改变，不因之而害怕或不知所措、以及用以视改变为机会，而非威胁。

¯Most bureaucracies unfortunately still think in incremental terms rather than in terms of fundamental change. Changing the culture means constantly asking now how fast am I going, how well am I doing versus how well I did a year or two years before? How fast and how well am I doing compared with the world outside? Are we moving faster, and are we doing better against that external standard?〉

不幸的是，大部分掌权的人仍然对改变抱著要一步一步的想法，而非彻底进行。改变这种文化，乃是意味著要不断的问本身进行得有多快，本身的表现相对於一年前或两年前多麼的好？本身与外界(外面的世界)相比的速度及表现如何？以外界的标准来说，我们的速度是否更快及表现是否更好？

Answer 2

我们要成为一个公司，是不断自我更新，使过去的落后，适应变化。管理机构的弱点是挂到不管什么原因，传统，情感，或他们自己的管理弱点，won't在未来左右。 '
你如何使改革进程的人呢？开始与现实。得到所有事实。给人们变革的理由，在铺设最清晰，最引人注目的条款出来。当每个人都得到了相同的事实，他们通常会得出相同的结论。'
胜负之间的差异将是怎样的男人和我们公司的看法改变妇女。如果他们看到它是一个威胁，我们输了。但是，如果他们提供的教育工具，并鼓励他们使用到的地步，他们认为这是一个机会改变，那么每一个门，我们必须通过赢得世界各地的大开放，我们将摆动。'
逐步改变并不能很好地工作在通用电气的改造型经历。如果你的变化是不够大，官僚能打败你。看看温斯顿丘吉尔和富兰克林罗斯福。他们说：“这是它的将来。”然后他们做到了。大。大胆的变化，
'（通用电气的领导人总是）有巨大的能量和能力，激发和鼓舞人，以激励和津津乐道的变化，而不是害怕或陷于麻木，并认为这是一个机遇，而不是威胁的变化。'

'最不幸的官僚机构仍然认为在增量上，而不是根本性的变化上。改变企业文化的手段不断问我现在要多快，我怎么好怎么好，我还是做了一年或前两年在做什么？如何快速，以及如何做的比我外面的世界？我们移动更快，我们在做对，外部标准更好吗？'

Answer 3

我们想要是经常更新自己的公司，留下过去后边，适应变动。抓住弱点的管理任何原因传统、情绪，或者他们自己的管理弱点不要是在将来附近。’
怎么您带领人进入变动过程？ 开始以现实。 得到所有事实。 给人们变化的理论基础，放置它在最清楚，多数戏剧时期上。 当大家得到同样事实，他们一般将得出同一个结论。’
在赢取和丢失之间的区别将是怎么我们的公司景色的人和妇女改变。 如果他们看见它作为威胁，我们丢失。 但，如果他们带有教育工具和被鼓励使用他们对点，他们看变动作为机会，然后我们必须通过通过赢取大在世界范围内的每个门将摇摆开放对我们。’
逐渐变动在变革通用电器的种类不很好运作经历了。 如果您的变动不是足够大的，官僚可能摔打您。 看Winston Churchill和Franklin Roosevelt。 他们说”，这是什么它是”。 他们然后做了它。 大大胆的变动。’
`(总GE领导)有极大的能量和能力加强和鼓舞其他，由它刺激和美味变动和不吓唬或者不麻痹和看变动作为机会，不是威胁’。

多数官僚不幸地仍然认为用增加术语而不是根据根本变动的`。 改革文化意味现在经常问多快是我去，多么恰当是做对多么恰当的我我以前做了一年或二年？ 多快和多么恰当我做与海外比较？ 是我们快速地移动，并且是更好做反对那个外部标准的我们？’

Answer 4

我们的公司是承先启后，继往开来，不断革新和发展。那些守旧，抱残守缺者将会被淘汰。
要把员工带入革新地过程，首先是讲要求实务，列出实例。让全体有共识，为何要重整与革新，以实际和根本着手，完成目标。故此，公司的成败在于员工对革新看法。若视之为祸，必败无疑。反之，让全体有启发性的器材或模式在手，进而激发他们视革新为良机。从而，抛砖引玉，天下为公。在通用电气以逐步改进策列受阻。英国首相邱吉尔和美国总统罗斯福说过“就这么干”，他们大刀阔斧进行改变，完成大业。
‘通用电气领导韵语有魄力去激发他人进行革新，不惧困绕，视革新为先机而非洪水猛兽。’
不幸的是，还有衮衮诸公相信逐步求变而莫视基本变通。要变通习俗，就要自我检讨，我所做的和往年相比，有进步吗？和外界相比，定位如何？当我们努力向前，我们的水准和他人相比，孰强？孰弱？