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It was at a time when they did not have the technology on numerous levels to send, to land a person on the moon. And yet, he declared that goal that "by the end of the decade, we will do it. "It energized NASA-some people thought he was crazy, but it energized them.
那时他们都还没有能将人送往月球并使其着陆的技术。然而他宣布了这个目标“十年内我们要做到”，这给予了NASA(美国国家航空和宇宙航行局)动力，有些人觉得他疯了，但它确实给予了他们动力。
And you know, after 1969, NASA experienced a real drop in their motivation, in their passion. Until essentially the mid 80s. Because they didn't have a similar inspiring goal. We see it also in the individual level.
而在1969年后，NASA动力严重减少，热情急剧减退，一直持续到80年代中期，因为他们没有类似的激励性的目标了。在个人水平上同样可以看到。
And I talked about it in the book, where people had goals and then did not achieve these goals, or achieve these goals and did not set new goals. And they felt enervated, and very often, uninspired.
我在书里也说道，当人们有了目标而没有实现这些目标，或者实现了目标却没有制定新目标时，他们就会感到精疲力竭，失去动力。
Stretch goals.
要明确目标
Ellen Langer did the following research: bringing in a group of people and introduce them to highly successful scientists and inventors. And she asked them- these were you know world famous, world class performers- and she asked these individuals, these students to assess these very successful individuals and then to say, "how likely are you to reach their level?"
埃伦·兰格做了以下研究：聚集一组人将他们介绍给成功的科学家和发明家，然后告诉他们这些是世界知名的科学家，然后她让这些人，让这些学生评估这些成功人士，然后问“你觉得你有多大可能达到他们的水平？”
And they assess them extremely highly. They respect them. They admire them. And they said that they are unlikely to achieve their level.
然后他们给了这些人非常高的评价，尊重他们，敬仰他们，说自己永远达不到他们的水平。
