シャドーイング練習: ENGLISH SPEECH | BILL GATES: Harvard Commencement Address (English Subtitles) - 動画で英語スピーキングを学ぶ
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Thank you.
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President Bach, former President Rudenstein, incoming President Faust, members of the Harvard Corporation,
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and the Board of Overseers, members of the faculty, parents, and especially the graduates.
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I've been waiting more than 30 years to say this.
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Dad, I always told you I'd come back and get my degree.
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I want to thank Harvard for this honor.
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I'll be changing my job next year, and it will be nice to finally have a college degree on my resume.
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I applaud the graduates for taking a much more direct route to your degrees.
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For my part, I'm just happy that the Crimson called me Harvard's most successful dropout.
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I guess that makes me valedictorian of my own special class.
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I did the best of everyone who failed.
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But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school.
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I'm a bad influence.
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That's why I was invited to speak at your graduation.
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If I'd spoken at your orientation, fewer of you might be here today.
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Harvard was a phenomenal experience for me.
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Academic life was fascinating.
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I used to sit in on lots of classes that I hadn't even signed up for.
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And dorm life was terrific.
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I lived up at Radcliffe in Courier House.
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There were always a lot of people in my dorm room late at night discussing things
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because everyone knew that I didn't worry about getting up in the morning.
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That's how I came to be the leader of the anti -social group.
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We clung to each other as a way of validating our rejection of all those social people.
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Radcliffe was a great place to live.
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There were more women up there and most of the guys were math science types.
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The combination offered me the best odds, if you know what I mean.
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That's where I learned the sad lesson that improving your odds doesn't guarantee success.
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One of my biggest memories of Harvard came in January 1975, when I made a call from Courier House to a company in Albuquerque,
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New Mexico that had begun making the world's first personal computer.
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I offered to sell them software.
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I worried they would realize I was just a student in a dorm and hang up on me.
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Instead they said, we're not quite ready.
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Come see us in a month, which was a good thing because we hadn't written the software yet.
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From that moment I worked day and night on the extra credit project
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that marked the end of my college education and the beginning of a remarkable journey with Microsoft.
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What I remember above all about Harvard was being in the midst of so much energy and intelligence.
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It could be exhilarating, intimidating, sometimes even discouraging, but always challenging.
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It was an amazing privilege and though I left early, I was transformed by my years at Harvard,
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the friendships I made and the ideas I worked on.
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But taking a serious look back, I do have one big regret.
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I left Harvard with no real awareness of the awful inequities in the world, the appalling disparities of health and wealth,
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and opportunity that condemn millions of people to lives of despair.
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I learned a lot here at Harvard about new ideas in economics and politics.
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I got great exposure to the advances being made in the sciences.
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But humanity's greatest advances are not in its discoveries, but in how those discoveries are applied to reduce inequity.
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Whether through democracy, strong public education, quality health care, or broad economic opportunity,
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reducing inequity is the highest human achievement.
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I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country.
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And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.
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It took me decades to find out.
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You graduates came to Harvard at a different time.
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You know more about the world's inequities than the classes that came before.
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In your years here, I hope you've had a chance to think about how, in this age of accelerating technology,
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we can finally take on these inequities and we can solve them.
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Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause.
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And you wanted to spend that time and money where it would have the greatest impact in saving and improving lives.
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Where would you spend it?
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For Melinda and I, the challenge is the same.
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How can we do the most good for the greatest number with the resources we have?
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During our discussions on this question, Melinda
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and I read an article about the millions of children who are dying every year in poor countries from diseases
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that we had long ago made harmless in this country.
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Measles, malaria, pneumonia, hepatitis B, yellow fever.
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One disease that I had never heard of, rotavirus, was killing half a million children each year, none of them in the United States.
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We were shocked.
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We had assumed that if millions of children were dying and they could be saved,
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the world would make it a priority to discover and deliver the medicines to save them.
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But it did not.
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For under a dollar, there were interventions that could save lives that just weren't being delivered.
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If you believe that every life has equal value, it's revolting to learn that some lives are seen as worth saving and others are not.
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We said to ourselves, this can't be true, but if it is true, it deserves to be the priority of our giving.
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So we began our work in the same way anyone here would begin it.
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We asked, how could the world let these children die?
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Why?
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The answer is simple and harsh.
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The market did not reward saving the lives of these children, and governments did not subsidize it.
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So the children died because their mothers and fathers had no power in the market and no voice in the system.
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But you and I have both.
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We can make market forces work better for the poor if we can develop a more creative capitalism.
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If we can stretch the reach of market forces so
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that more people can make a profit or at least earn a living serving people who are suffering from the great inequities.
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We can also oppress governments around the world to spend taxpayer money in ways
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that better reflect the values of the people who pay the taxes.
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If we can find approaches that meet the needs of the poor in ways
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that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world.
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Now this task is open -ended.
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It can never be finished.
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But a conscious effort to answer this challenge can change the world.
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I am optimistic that we can do this.
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But I talk to skeptics who claim there is no hope.
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They say,
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inequity has been with us since the beginning and will be with us until the end because people just don't care.
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I completely disagree.
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I believe we have more caring than we know what to do with.
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All of us here in this yard, at one time or another, have seen human tragedies that broke our heart.
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And yet we did nothing, not because we didn't care, but because we didn't know what to do.
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If we had known how to help, we would have acted.
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The barrier to change is not too little caring.
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it is too much complexity.
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To turn caring into action, we need to see a problem, see a solution, and see the impact.
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But complexity blocks all three steps.
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Even with the advent of the Internet and 24 -hour news, it is still a complex enterprise to get people to truly see the problems.
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When an airplane crashes, officials immediately call a press conference.
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They promise to investigate, determine the cause, and prevent similar crashes in the future.
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But if the officials were brutally honest,
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they would say, of all the people in the world who died today from preventable causes,
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one half of one percent were on this plane.
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We're determined to do everything possible to solve the problem that took the lives of the one half of 1%.
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The problem is not just the plane crash, but the millions of preventable deaths.
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We don't read much about these deaths.
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The media covers what's new.
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And millions of people dying is nothing new.
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So it stays in the background where it's easy to ignore.
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But even when we do see it or read about it, it's difficult to keep our eyes on the problem.
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It's difficult to look at suffering if the situation is so complex that we don't know how to help.
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And so we look away.
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If we can really see a problem, which is the first step, we come to the second step,
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cutting through the complexity to find a solution.
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Finding solutions is essential if we want to make the most of our caring.
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If we have clear and proven answers any time an organization or individual asks, how can I help, then we can get action
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and we can make sure that none of the caring in the world is wasted.
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But complexity makes it hard to mark a path of action for everyone who cares, and makes it hard for their caring to matter.
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Cutting through complexity to find solutions runs through four predictable stages.
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Determine a goal, find the highest impact approach,
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Deliver the technology ideal for that approach and in the meantime use the best application of technology you already have.
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Whether it's something sophisticated like a new drug or something simple like a bed net.
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The AIDS epidemic offers an example.
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The broad goal of course is to end the disease.
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The highest leverage approach is prevention.
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The ideal technology would be a vaccine that gives lifelong immunity with a single dose.
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So governments, drug companies and foundations are funding vaccine research.
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But their work is likely to take more than a decade.
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So in the meantime, we have to work with what we have in hand
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and the best prevention approach we have now is getting people to avoid risky behavior.
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Pursuing that goal starts the four -step cycle again.
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This is the pattern.
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The crucial thing is to never stop thinking and working,
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and never do what we did with malaria and tuberculosis in the 20th century,
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which is to surrender to complexity and quit.
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The final step after seeing the problem
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and finding an approach is to measure the impact of the work
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and to share that success or failure so that others can learn from the efforts.
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You have to have the statistics, of course.
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You have to be able to show, for example, that a program is vaccinating millions more children.
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You have to be able to show, for example, a decline in the number of children dying from the diseases.
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This is essential not just to improve the program, but also to help draw more investment from business and government.
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But if you want to inspire people to participate, you have to show more than numbers.
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You have to convey the human impact of the work
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so people can feel what saving a life means to the families affected.
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I remember going to the World Economic Forum some years back
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and sitting on a global health panel that was discussing ways to save millions of lives.
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Millions!
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Think of the thrill if you could save just one person's life, then multiply that by millions.
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Yet, this was the most boring panel I've ever been on.
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Ever.
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So boring, even I couldn't stand it.
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What made that experience especially striking was
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that I had just come from an event where we were introducing version 13 of some piece of software
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and we had people jumping and shouting with excitement.
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I love getting people excited about software, but why can't we generate even more excitement for saving lives?
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You can't get people excited unless you can help them see and feel the impact.
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The way to do that is another complex question.
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Still, I'm optimistic.
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Yes, inequity has been with us forever.
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But the new tools we have to cut through complexity have not been with us forever.
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They are new.
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They can help us make the most of our caring.
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And that's why the future can be different from the past.
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The defining and ongoing innovations of this age, biotechnology, the personal computer
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and the internet give us a chance we have never had before to end extreme poverty and end death from preventable disease.
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Sixty years ago, George Marshall came to this commencement and he announced a plan to assist the nations of post -war Europe.
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He said, I quote, I think one difficulty is
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that the problem is one of such enormous complexity
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that the very massive facts presented to the public by press
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and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation.
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It is virtually impossible at this distance to grasp at all the real significance of the situation.
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Thirty years after Marshall made his address, which was 30 years ago,
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as my class graduated without me, technology was emerging that would make the world smaller,
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more open, more visible, less distant.
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The emergence of low -cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.
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The magical thing about this network is not just that it collapses distance, and makes everyone your neighbor.
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It also dramatically increases the number of brilliant minds we can bring in to work together on the same problem.
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And it scales up the rate of potential innovation to a staggering degree.
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At the same time, for every person who has access to this technology, five people don't.
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That means many creative minds are left out of this discussion, smart people with practical intelligence
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and relevant experience who don't have the technology to hone their talents or contribute their ideas to the world.
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We need as many people as possible to gain access to this technology,
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because these advances are triggering a revolution in what human beings can do for one another.
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They are making it possible, not just for national governments,
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but for universities, corporations, small organizations, and even individuals.
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to see problems, see approaches, and measure the impact of their efforts to address the hunger,
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poverty, and desperation George Marshall spoke of 60 years ago.
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Members of the Harvard family,
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here in the yard is one of the great collections of intellectual talent in the world. For what purpose?
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There is no question that the faculty, the alumni,
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the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world.
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But can we do more?
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Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?
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Let me make a request of the deans and the professors, the intellectual leaders here at Harvard.
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As you hire new faculty, award tenure, review curriculum, and determine degree requirements,
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please ask yourself, should our best minds be more dedicated to solving our biggest problems?
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should Harvard encourage its faculty to take on the world's worst inequities?
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Should Harvard students know about the depth of global poverty, the prevalence of world hunger, the scarcity of clean water,
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the girls kept out of school, the children who die from diseases we can cure?
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Should the world's most privileged learn about the lives of the world's least privileged?
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These are not rhetorical questions.
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You will answer with your policies.
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My mother, who is filled with pride the day I was admitted here never stopped pressing me to do more for others.
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A few days before I was married she hosted a bridal event at
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which she read aloud a letter about marriage that she had written to Melinda.
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My mother was very ill with cancer at the time
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but she saw one more opportunity to deliver her message and at the close of the letter she said,
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from those to whom much is given, much is expected.
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When you consider what those of us here in this yard have been given in talent,
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privilege, and opportunity, there is almost no limit to what the world has a right to expect from us.
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In line with the promise of this age, I want to exhort each of the graduates here to take on an issue,
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a complex problem, a deep inequity, and become a specialist on it.
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If you make it the focus of your career, that would be phenomenal.
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But you don't have to do that to make an impact.
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For a few hours every week, you can use the growing power of the internet to get informed, find others with the same interests,
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see the barriers and find ways to cut through them.
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Don't let complexity stop you.
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Be activists, take on big inequities.
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I feel sure it will be one of the great experiences of your lives.
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You graduates are coming of age in an amazing time.
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As you leave Harvard, you have technology that members of my class never had.
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You have awareness of global inequity which we did not have.
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And with that awareness, you likely also have an informed conscience that will torment you
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if you abandon these people whose lives you could change with modest effort.
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You have more than we had.
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And you must start sooner and carry on longer.
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And I hope you will come back here to Harvard 30 years from now
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and reflect on what you have done with your talent and your energy.
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I hope you will judge yourselves not on your professional accomplishments alone, but also
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on how well you have addressed the world's deepest inequities on
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how well you treated people a world away who have nothing in common with you but their humanity.
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Good luck.
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