ABOUT THE SPEAKER
Dan Pallotta - Author, speaker, reformer
We dream boldly in the dimension of our doing, but set the bar no higher than stability in our emotional lives. It’s time to dream in multiple dimensions at the same time, says AIDSRide Founder Dan Pallotta. He aims to transform the way society thinks about giving, and being.

Why you should listen

"The nonprofit sector is critical to our dream of changing the world. Yet there is no greater injustice than the double standard that exists between the for-profit and nonprofit sectors. One gets to feast on marketing, risk-taking, capital and financial incentive, the other is sentenced to begging,” Dan Pallotta says in discussing his book Charity Case. This economic starvation of our nonprofits is why he believes we are not moving the needle on great social problems. “My goal … is to fundamentally transform the way the public thinks about charity within 10 years.”

Pallotta is best known for creating the multi-day charitable event industry, and a new generation of philanthropists with the AIDS Rides and Breast Cancer 3-Day events, which raised $582 million in nine years. He is president of Advertising for Humanity, which helps foundations and philanthropists transform the growth potential of their favorite grantees. He is also the founder and President of the Charity Defense Council .

More profile about the speaker
Dan Pallotta | Speaker | TED.com
TED2013

Dan Pallotta: The way we think about charity is dead wrong

Dan Pallotta: 我們對慈善的思想是完全錯誤

Filmed:
4,867,243 views

行動主義者及籌款家 Dan Pallotta 指出我們對慈善的雙重標準,推動著我們的關係破裂。太多非牟利是被讚賞在它們如何少開支,而不是它們做了什麼。他們沒有討論道德等同節儉,反而要我們要支持他們的宏念和成就 (即使那需要龐大開支)。在這種大膽的談話中,他說:「讓我們改變我們的思維方式改變世界。」
- Author, speaker, reformer
We dream boldly in the dimension of our doing, but set the bar no higher than stability in our emotional lives. It’s time to dream in multiple dimensions at the same time, says AIDSRide Founder Dan Pallotta. He aims to transform the way society thinks about giving, and being. Full bio

Double-click the English transcript below to play the video.

00:16
I want to talk about social社會 innovation革新
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今天我想講的是社會創新
00:20
and social社會 entrepreneurship創業.
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和公益創業
00:23
I happen發生 to have triplets三胞胎.
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我碰巧有三胞胎
00:26
They're little. They're five years年份 old.
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他們還小,他們五歲
00:29
Sometimes有時 I tell people I have triplets三胞胎.
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有時候我告訴人家我有三胞胎
00:30
They say, "Really? How many許多?"
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他們說﹐ "真的嗎? 幾個?"
00:33
Here's這裡的 a picture圖片 of the kids孩子.
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這是他們的照片
00:34
That's Sage智者 and Annalisa安娜麗莎 and Rider騎士.
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那時Sage, Annalisa, 和Rider
00:38
Now, I also happen發生 to be gay同性戀者.
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我同時也是同性戀者
00:43
Being存在 gay同性戀者 and fathering做父親 triplets三胞胎 is by far
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同時身為同性戀者和三胞胎的爸爸
00:46
the most socially社交上 innovative創新, socially社交上 entrepreneurial創業 thing
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應該是我做過
00:48
I have ever doneDONE.
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最有創意和最大膽的事
00:51
(Laughter笑聲) (Applause掌聲)
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(笑) (掌聲)
00:55
The real真實 social社會 innovation革新 I want to talk about
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我真正要談的公益創新是
00:58
involves涉及 charity慈善機構.
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關於慈善
01:00
I want to talk about how the things we've我們已經 been taught to think
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我想講的是我們從小怎樣被灌輸
01:03
about giving and about charity慈善機構
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對於幫助別人﹐慈善
01:05
and about the nonprofit非營利性 sector扇形
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和非牟利團體的看法
01:07
are actually其實 undermining破壞 the causes原因 we love
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其實它們潛意識破壞我們所愛護的
01:11
and our profound深刻 yearning懷念 to change更改 the world世界.
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以及我們潛在去改變世界的渴望
01:15
But before I do that, I want to ask if we even believe
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我說這個以前﹐我想問一下我們其實相不相信
01:17
that the nonprofit非營利性 sector扇形 has any serious嚴重 role角色 to play
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非牟利組織擔任著
01:20
in changing改變 the world世界.
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改變世界的重要角色
01:23
A lot of people say now that business商業 will lift電梯 up the developing發展 economies經濟,
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很多人說既然一般的企業幫助促進發展中的經濟體
01:26
and social社會 business商業 will take care關心 of the rest休息.
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那麼就由社會型企業來負責餘下的那部分
01:29
And I do believe that business商業 will move移動
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我相信企業會帶動
01:32
the great mass of humanity人性 forward前鋒.
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很大部份的人性前進
01:35
But it always leaves樹葉 behind背後 that 10 percent百分 or more
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但同時, 它亦會放棄10%或以上的
01:39
that is most disadvantaged劣勢 or unlucky不幸的.
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那些最不幸﹐最弱勢的人群
01:43
And social社會 business商業 needs需求 markets市場,
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社會型企業需要市場
01:45
and there are some issues問題 for which哪一個 you just can't develop發展
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而它們亦沒有那些龐大的資金
01:47
the kind of money measures措施 that you need for a market市場.
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去拓展它們想開發的市場
01:51
I sit on the board of a center中央 for the developmentally發育 disabled,
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我是一個專門針對成長發展障礙的中心的董事
01:54
and these people want laughter笑聲
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他們需要的是笑容
01:56
and compassion同情 and they want love.
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關懷﹐他們需要愛
02:00
How do you monetize賺錢 that?
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你如何把它們金錢化?
02:04
And that's where the nonprofit非營利性 sector扇形
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非牟利團體和慈善事業
02:06
and philanthropy慈善事業 come in.
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便是在這時上場
02:08
Philanthropy慈善事業 is the market市場 for love.
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慈善工作是一個愛的市場
02:12
It is the market市場 for all those people
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為了那些沒有其他市場
02:14
for whom there is no other market市場 coming未來.
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來幫助他們的人們
02:17
And so if we really want, like Buckminster巴克明斯特 Fuller富勒 said,
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所以,尤如Buckminster Fuller (美國哲學家、建築師及發明家)說的
02:20
a world世界 that works作品 for everyone大家,
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如果我們想要一個服務於所有人
02:22
with no one and nothing left out,
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不遺漏一個人的世界
02:25
then the nonprofit非營利性 sector扇形 has to be
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非牟利團體必定
02:27
a serious嚴重 part部分 of the conversation會話.
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要是很重要的一方
02:30
But it doesn't seem似乎 to be working加工.
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但這似乎不是太順利﹐
02:32
Why have our breast乳房 cancer癌症 charities慈善機構
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為什麼我們的乳癌組織
02:34
not come close to finding發現 a cure治愈 for breast乳房 cancer癌症,
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還沒有找到根治乳癌的方法
02:37
or our homeless無家可歸 charities慈善機構 not come close
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或救助流浪兒團體
02:39
to ending結尾 homelessness無家可歸 in any major重大的 city?
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還未解決大城市中無家可歸的問題?
02:42
Why has poverty貧窮 remained保持 stuck卡住 at 12 percent百分
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為什麼美國四十年來
02:45
of the U.S. population人口 for 40 years年份?
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貧乏人口的比例還是停留在12%?
02:49
And the answer回答 is, these social社會 problems問題
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答案是﹐這些社會問題
02:52
are massive大規模的 in scale規模,
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其實很大
02:54
our organizations組織 are tiny up against反對 them,
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我們的團體相比之下猶如螳臂當車
02:57
and we have a belief信仰 system系統 that keeps保持 them tiny.
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而且我們有一套信仰體系讓它們顯得更渺小
03:01
We have two rulebooks規則手冊.
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我們有兩套規章制度
03:02
We have one for the nonprofit非營利性 sector扇形
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一套是對非牟利團體
03:04
and one for the rest休息 of the economic經濟 world世界.
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另一套是對趨利的世界
03:07
It's an apartheid種族隔離, and it discriminates辨別
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這就是種族歧視
03:09
against反對 the [nonprofit非營利性] sector扇形 in five different不同 areas,
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它在五個方面歧視了非牟利團體
03:12
the first being存在 compensation賠償金.
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第一是回報
03:15
So in the for-profit以營利為目的 sector扇形, the more value you produce生產,
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你在非牟利團體裡面製造的價值越多
03:18
the more money you can make.
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你賺的錢越多
03:20
But we don't like nonprofits非營利組織 to use money
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但我們不喜歡非牟利團體花錢
03:22
to incentivize激勵 people to produce生產 more in social社會 service服務.
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激勵人們在公益服務上創造更多
03:25
We have a visceral內臟 reaction反應 to the idea理念 that anyone任何人
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我們對某些人通過幫助別人而獲利良多
03:28
would make very much money helping幫助 other people.
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這個想法有本能的厭惡
03:32
Interesting有趣 that we don't have a visceral內臟 reaction反應
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但有趣的是我們對於那些賺賺得盆滿缽溢
03:34
to the notion概念 that people would make a lot of money not helping幫助 other people.
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而又不去幫助別人的人又不厭惡
03:37
You know, you want to make 50 million百萬 dollars美元
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要是你想靠售賣暴力電腦游戲
03:40
selling銷售 violent暴力 video視頻 games遊戲 to kids孩子, go for it.
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賺五千萬﹐去吧﹗
03:42
We'll put you on the cover of Wired有線 magazine雜誌.
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我們會讓你登上Wired 雜誌的封面
03:44
But you want to make half a million百萬 dollars美元
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但如果你想靠治好患瘧疾的小孩
03:46
trying to cure治愈 kids孩子 of malaria瘧疾,
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賺取五十萬
03:47
and you're considered考慮 a parasite寄生物 yourself你自己. (Applause掌聲)
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你自己就會被看作一條寄生蟲
03:55
And we think of this as our system系統 of ethics倫理,
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我們都以為這是道德觀念
03:58
but what we don't realize實現 is that this system系統
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但我們不知道的其實這套觀念
04:00
has a powerful強大 side effect影響, which哪一個 is,
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有一個非常顯著的弊病
04:03
it gives a really stark與之形成鮮明, mutually相互 exclusive獨家 choice選擇
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它給出了一個非此即彼的選擇
04:07
between之間 doing very well for yourself你自己 and your family家庭
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要麼最好的給予自己和家人
04:10
or doing good for the world世界
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要麼為世界作出貢獻
04:13
to the brightest minds頭腦 coming未來 out of our best最好 universities高校,
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讓精英雲集的頂尖大學
04:16
and sends發送 tens of thousands數千 of people
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可以每年把數以千計能影響世界的人們
04:18
who could make a huge巨大 difference區別 in the nonprofit非營利性 sector扇形
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送進非牟利機構裡
04:21
marching行軍 every一切 year directly into the for-profit以營利為目的 sector扇形
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就像數以千計直接送到牟利企業的人們一樣
04:23
because they're not willing願意 to make that kind of lifelong終身 economic經濟 sacrifice犧牲.
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因為他們並不願意放棄經濟上的長期損失
04:28
Businessweek工作週 did a survey調查, looked看著 at the compensation賠償金 packages
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《商業週刊》雜誌做了一項調查
04:32
for MBAs工商管理碩士 10 years年份 of business商業 school學校,
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把不同工商管理碩士(MBAs)的收入進行統計
04:35
and the median中位數 compensation賠償金 for a Stanford斯坦福 MBAMBA,
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斯坦福大學的MBA,在三十八歲時的收入中位數
04:38
with bonus獎金, at the age年齡 of 38, was 400,000 dollars美元.
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加上紅利,是四十萬美元
04:42
Meanwhile與此同時, for the same相同 year, the average平均 salary薪水
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同時,一家資產為五百萬以上的美國醫療慈善機構的
04:44
for the CEOCEO of a $5 million-plus萬以上 medical charity慈善機構 in the U.S.
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行政總裁平均收入是二十三萬美元
04:48
was 232,000 dollars美元, and for a hunger飢餓 charity慈善機構, 84,000 dollars美元.
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而一家致力解決飢饉問題的
慈善機構的總裁收入是八萬四千美元
04:53
Now, there's no way you're going to get a lot of people
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要很多有能力去賺四十萬的人
04:55
with $400,000 talent天賦 to make a $316,000 sacrifice犧牲
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現在放棄三十一萬六, 而當一家飢饉救助會的總裁
04:59
every一切 year to become成為 the CEOCEO of a hunger飢餓 charity慈善機構.
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簡直是天方夜談
05:03
Some people say, "Well, that's just because those MBAMBA types類型 are greedy貪婪."
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有些人會說, "都是因為那些MBA貪婪"
05:07
Not necessarily一定. They might威力 be smart聰明.
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其實不然,他們是聰明
05:09
It's cheaper便宜 for that person to donate
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一個人每年
05:11
100,000 dollars美元 every一切 year to the hunger飢餓 charity慈善機構,
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捐給飢饉救助會十萬元
05:15
save保存 50,000 dollars美元 on their taxes,
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從而少交五萬元的稅是比較便宜的
05:17
so still be roughly大致 270,000 dollars美元 a year ahead of the game遊戲,
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即使這樣他們還是比救助會
的總裁要多賺二十七萬美元
05:22
now be called a philanthropist慈善家 because they donated捐贈
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又會因為捐了十萬塊錢
05:24
100,000 dollars美元 to charity慈善機構,
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被稱做大慈善家
05:26
probably大概 sit on the board of the hunger飢餓 charity慈善機構,
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有時還會出席飢饉慈善的董事會
05:28
indeed確實, probably大概 supervise監督 the poor較差的 SOB哭泣
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監管那些不知死活
05:30
who decided決定 to become成為 the CEOCEO of the hunger飢餓 charity慈善機構,
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非要當飢饉救助會的行政總裁
05:34
and have a lifetime一生 of this kind of power功率 and influence影響
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還能終生保有這些勢力和影響力
05:37
and popular流行 praise讚美 still ahead of them.
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並廣受讚譽
05:41
The second第二 area of discrimination區別 is advertising廣告 and marketing營銷.
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第二方面的歧視來自宣傳跟廣告
05:45
So we tell the for-profit以營利為目的 sector扇形, "Spend, spend, spend on advertising廣告
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我們告訴牟利機構,"花,花,把錢都花在廣告上
05:48
until直到 the last dollar美元 no longer produces產生 a penny一分錢 of value."
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直到榨乾最後一滴價值"
05:52
But we don't like to see our donations捐款 spent花費 on advertising廣告 in charity慈善機構.
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但我們偏不喜歡看到我們的捐款被花在為慈善做廣告上
05:55
Our attitude態度 is, "Well, look, if you can get the advertising廣告 donated捐贈,
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我們的態度是,"聽著,如是你真的要做那件事情
05:59
you know, at four o'clock in the morning早上, I'm okay with that.
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你在清晨四點鐘做,我沒意見。
06:02
But I don't want my donations捐款 spent花費 on advertising廣告.
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但我真的不想看到我的捐款用在廣告上
06:04
I want it go to the needy貧窮."
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我是想它用在有需要的人身上啊。"
06:07
As if the money invested投資 in advertising廣告
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誰說投資在廣告上
06:08
could not bring帶來 in dramatically顯著 greater更大 sums總和 of money
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就不能帶來巨大的收益
06:11
to serve服務 the needy貧窮.
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去幫助有需要的人
06:13
In the 1990s, my company公司 created創建
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1990 年,我的公司開辦了
06:15
the long distance距離 AIDSRideAIDSRide bicycle自行車 journeys旅程
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AIDSRide長途單車之旅
06:18
and the 60-mile-long-mile長 breast乳房 cancer癌症 three-day三天 walks散步,
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和三天六十英哩長的乳癌步行活動
06:23
and over the course課程 of nine years年份,
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經過九年的時間
06:26
we had 182,000 ordinary普通 heroes英雄 participate參加,
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我們有18萬2千名平凡的勇士參與
06:31
and they raised上調 a total of 581 million百萬 dollars美元.
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一共籌得五億八千一百萬美元的善款
06:36
They raised上調 more money more quickly很快 for these causes原因
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他們為了這些目標籌得的錢
06:41
than any events事件 in history歷史,
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比以往任何活動籌得還要多還要快
06:43
all based基於 on the idea理念 that people are weary厭倦
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因為他們曉得人們厭煩被要求做這些
06:45
of being存在 asked to do the least最小 they can possibly或者 do.
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起碼他們能夠做到的
06:48
People are yearning懷念 to measure測量
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人們渴望瞭解自己在所關注的事業上
06:51
the full充分 distance距離 of their potential潛在
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在所關注的事業上
06:53
on behalf代表 of the causes原因 that they care關心 about deeply.
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盡力得到的結果。
06:56
But they have to be asked.
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但得有人邀請他們
06:59
We got that many許多 people to participate參加
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我們之所以有那麼多參賽者
07:01
by buying購買 full-page完整頁面 ads廣告 in The New York紐約 Times,
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全靠放在紐約時代雜誌
07:03
in The Boston波士頓 Globe地球, in primetime黃金時間 radio無線電 and TV電視 advertising廣告.
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波士頓環球報的整版廣告,
還有電台,電視黃金時段的廣告
07:07
Do you know how many許多 people we would have gotten得到
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你知道如果我們把宣傳放在自助洗衣店門口
07:08
if we put up flyers傳單 in the laundromat自助洗衣房?
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會有多少人參加嗎?
07:12
Charitable慈善 giving has remained保持 stuck卡住, in the U.S.,
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慈善捐助在美國一直停滯不前
07:15
at two percent百分 of GDPGDP ever since以來 we started開始 measuring測量 it in the 1970s.
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從1970年至今一直維持在國内生產總值的2%
07:19
That's an important重要 fact事實, because it tells告訴 us
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這個告訴我們很重要的一個事情
07:22
that in 40 years年份, the nonprofit非營利性 sector扇形
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就是四十年來,非牟利行業
07:24
has not been able能夠 to wrestle搏鬥 any market市場 share分享
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到現在還有從牟利行業那處
07:28
away from the for-profit以營利為目的 sector扇形.
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爭得一點點市場
07:30
And if you think about it, how could one sector扇形
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試想一下
07:32
possibly或者 take market市場 share分享 away from another另一個 sector扇形
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一個連市場行銷都不被允許的行業
07:36
if it isn't really allowed允許 to market市場?
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又如何能夠從另一個行業那裡拿走市場?
07:39
And if we tell the consumer消費者 brands品牌,
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我們會告訴消費品品牌
07:40
"You may可能 advertise廣告 all the benefits好處 of your product產品,"
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"你該宣傳產品所有的好處"
07:43
but we tell charities慈善機構, "You cannot不能 advertise廣告 all the good that you do,"
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但那邊,我們告訴慈善機構,
"你不能夠宣傳你做過什麼好事"
07:46
where do we think the consumer消費者 dollars美元 are going to flow?
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那你認為消費者的鈔票會落入哪一邊?
07:50
The third第三 area of discrimination區別 is the taking服用 of risk風險
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第三樣歧視是為提高收益而創新
07:53
in pursuit追求 of new ideas思路 for generating發電 revenue收入.
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所承受的風險
07:58
So Disney迪士尼 can make a new $200 million百萬 movie電影 that flops觸發器,
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迪士尼可以虧掉一部二億元的電影
08:01
and nobody沒有人 calls電話 the attorney律師 general一般.
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沒有人會起訴它
08:04
But you do a little $1 million百萬 community社區 fundraiser募捐
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但要是你為了貧困籌了區區一百萬的款項
08:07
for the poor較差的, and it doesn't produce生產 a 75 percent百分 profit利潤
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而在頭一年
08:10
to the cause原因 in the first 12 months個月,
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沒有達到75%的盈餘
08:12
and your character字符 is called into question.
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你的聲譽就會遭到質疑
08:15
So nonprofits非營利組織 are really reluctant不情願 to attempt嘗試 any brave勇敢,
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所以非牟利機構其實真的對大膽的,銳意進取的
08:18
daring大膽, giant-scale巨大的規模 new fundraising籌款 endeavors努力
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大型的籌款活動卻步
08:21
for fear恐懼 that if the thing fails失敗, their reputations名譽
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怕的是一旦失敗
08:23
will be dragged through通過 the mud.
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它們便會聲名狼藉
08:25
Well, you and I know when you prohibit禁止 failure失敗,
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你該知道禁止失敗
08:27
you kill innovation革新.
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我們便會泄氣。
08:29
If you kill innovation革新 in fundraising籌款, you can't raise提高 more revenue收入.
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要是在籌款活動上沒有創新,
就不會有任何收入提高
08:32
If you can't raise提高 more revenue收入, you can't grow增長.
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要是沒有收入,你便不會發展
08:34
And if you can't grow增長, you can't possibly或者 solve解決 large social社會 problems問題.
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不能夠發展,你便不能夠解決龐大的社會問題
08:39
The fourth第四 area is time.
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第四點是時間。
08:41
So Amazon亞馬遜 went for six years年份 without returning回國 any profit利潤 to investors投資者,
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亞馬遜網站連續六年沒有發盈利給投資者
08:45
and people had patience忍耐.
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人們都還有耐性
08:47
They knew知道 that there was a long-term長期 objective目的 down the line
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他們知道這是
08:50
of building建造 market市場 dominance霸主地位.
175
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一個在市場中獨佔鰲頭的長線項目
08:51
But if a nonprofit非營利性 organization組織 ever had a dream夢想
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但要是公益機構夢想要花六年
08:54
of building建造 magnificent華麗的 scale規模 that required需要 that for six years年份,
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創做一個龐大項目
08:58
no money was going to go to the needy貧窮,
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而這些錢都不會被用在有需要的人上
09:00
it was all going to be invested投資 in building建造 this scale規模,
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全部金錢都用在投資在項目上
09:02
we would expect期望 a crucifixion受難.
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它一定不會有好日子過
09:06
And the last area is profit利潤 itself本身.
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最後是盈餘
09:07
So the for-profit以營利為目的 sector扇形 can pay工資 people profits利潤
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牟利商業可以靠分紅
09:10
in order訂購 to attract吸引 their capital首都 for their new ideas思路,
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來吸引人們來投資它們的新概念
09:13
but you can't pay工資 profits利潤 in a nonprofit非營利性 sector扇形,
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但非牟利機構不可以,
09:16
so the for-profit以營利為目的 sector扇形 has a lock on the multi-trillion-dollar多萬億美元 capital首都 markets市場,
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牟利能夠獨霸市場
09:20
and the nonprofit非營利性 sector扇形 is starved飢餓 for growth發展
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但非牟利機構得不到成長
09:23
and risk風險 and idea理念 capital首都.
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跟機會以及理想的資本
09:26
Well, you put those five things together一起 -- you can't use money
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你用五根指頭算算,
09:29
to lure talent天賦 away from the for-profit以營利為目的 sector扇形,
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你未能把能幹的人從牟利機構中挖過來
09:31
you can't advertise廣告 on anywhere隨地 near the scale規模
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你不能夠像牟利機構般
09:33
the for-profit以營利為目的 sector扇形 does for new customers顧客,
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宣傳,賣廣告去吸引新客戶
09:36
you can't take the kinds of risks風險 in pursuit追求 of those customers顧客
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你沒有牟利機構的能力承受
09:39
that the for-profit以營利為目的 sector扇形 takes,
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追求那些客戶的風險
09:41
you don't have the same相同 amount of time to find them
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你沒有像牟利機構那樣多的時間
09:43
as the for-profit以營利為目的 sector扇形,
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去找那些客戶
09:44
and you don't have a stock股票 market市場 with which哪一個 to fund基金 any of this,
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你沒有股票市場去支助你所有這些行為
09:47
even if you could do it in the first place地點,
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就算你一開始能這麼做
09:49
and you've just put the nonprofit非營利性 sector扇形
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相較於牟利企業非牟利機構已經在
09:51
at an extreme極端 disadvantage壞處 to the for-profit以營利為目的 sector扇形
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非牟利機構已經在每個層面上
09:54
on every一切 level水平.
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都處於極端的劣勢
09:57
If we have any doubts疑惑 about the effects效果 of this separate分離 rule規則 book,
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要是你對這雙種標準的效果有所質疑
10:00
this statistic統計 is sobering發人深省:
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這些統計數字能叫你醒悟過來
10:02
From 1970 to 2009,
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從1970年 到2009年
10:05
the number of nonprofits非營利組織 that really grew成長,
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真正超越了五百萬年收入大關的
10:07
that crossed越過 the $50 million百萬 annual全年 revenue收入 barrier屏障,
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非牟利機構
10:11
is 144.
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有144個
10:13
In the same相同 time, the number of for-profits營利 that crossed越過 it
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如此同時,能夠跨過那收入關卡的牟利機構
10:15
is 46,136.
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有46,136個
10:18
So we're dealing交易 with social社會 problems問題 that are massive大規模的 in scale規模,
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我們在處理那些龐大的社會問題
10:22
and our organizations組織 can't generate生成 any scale規模.
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但我們的機構自己卻無法成長
10:24
All of the scale規模 goes to Coca-Cola可口可樂 and Burger漢堡包 King國王.
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全部的規模效益都落入到可口可樂和漢堡王
10:28
So why do we think this way?
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我們為何會這樣想?
10:31
Well, like most fanatical狂熱的 dogma教條 in America美國,
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美國的這些狂熱信條
10:35
these ideas思路 come from old Puritan清教徒 beliefs信仰.
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來源于從前的清教徒的教義
10:39
The Puritans清教徒 came來了 here for religious宗教 reasons原因, or so they said,
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清教徒們,或者按他們自己的說法,來這裡出於宗教理由
10:42
but they also came來了 here because they wanted to make a lot of money.
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但他們也是為了賺大錢
10:45
They were pious people but they were also
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他們是虔誠的教徒
10:47
really aggressive侵略性 capitalists資本家,
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也是激進的資本家
10:50
and they were accused被告 of extreme極端 forms形式 of profit-making牟利 tendencies傾向
219
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比起其他殖民者
10:53
compared相比 to the other colonists殖民者.
220
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他們被指責使用極端手段來牟利
10:56
But at the same相同 time, the Puritans清教徒 were Calvinists加爾文,
221
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但同時﹐清教徒也是加爾文主義者
10:59
so they were taught literally按照字面 to hate討厭 themselves他們自己.
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所以他們被教導要怨恨自己
11:01
They were taught that self-interest自我利益 was a raging憤怒 sea
223
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他們被教導利己主義是罪惡的源頭
11:04
that was a sure path路徑 to eternal永恆 damnation詛咒.
224
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是一條通向永恆詛咒必經的道路
11:08
Well, this created創建 a real真實 problem問題 for these people, right?
225
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這樣不就會產生真正的問題?
11:10
Here they've他們已經 come all the way across橫過 the Atlantic大西洋 to make all this money.
226
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他們不辭萬里越洋來賺錢
11:13
Making製造 all this money will get you sent發送 directly to Hell地獄.
227
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但賺這些錢又會把你直接推向地獄
11:17
What were they to do about this?
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他們該怎樣做?
11:18
Well, charity慈善機構 became成為 their answer回答.
229
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慈善公益就是他們的答案
11:20
It became成為 this economic經濟 sanctuary避難所
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這是他們經濟的避難所
11:23
where they could do penance苦修 for their profit-making牟利 tendencies傾向
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他們可以繼續
11:26
at five cents on the dollar美元.
232
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每一塊錢裡的五分錢懺悔
11:29
So of course課程, how could you make money in charity慈善機構
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理所當然地﹐要是慈善是你為牟利而懺悔
11:31
if charity慈善機構 was your penance苦修 for making製造 money?
234
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那你怎樣能夠以它來賺錢?
11:34
Financial金融 incentive激勵 was exiled放逐 from the realm領域 of helping幫助 others其他
235
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在幫助別人的國度裡﹐經濟獎勵是不容許的
11:38
so that it could thrive興旺 in the area of making製造 money for yourself你自己,
236
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因為那會促使你去為自己賺錢﹐
11:42
and in 400 years年份, nothing has intervened干預
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四百年來﹐從來沒有聲音介入說
11:45
to say, "That's counterproductive適得其反 and that's unfair不公平."
238
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"這只會適得其反﹐這是不公平的"
11:50
Now this ideology思想 gets得到 policed維持治安 by this one very dangerous危險 question,
239
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現在總有一個非常危險的問題縈繞著這種觀念
11:54
which哪一個 is, "What percentage百分比 of my donation捐款 goes to the cause原因 versus overhead高架?"
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"我的捐款有多少是落到慈善事業?
有多少落入慈善機構的營運開銷?"
11:58
There are a lot of problems問題 with this question.
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這問題漏洞百出
12:00
I'm going to just focus焦點 on two.
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我只說兩個
12:02
First, it makes品牌 us think that overhead高架 is a negative,
243
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第一﹐ 我們認為開銷是無意義的
12:07
that it is somehow不知何故 not part部分 of the cause原因.
244
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它並不屬於慈善事業
12:10
But it absolutely絕對 is, especially特別 if it's being存在 used for growth發展.
245
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但它絕對是﹐ 特別是假如它們被用於機構發展
12:15
Now, this idea理念 that overhead高架 is somehow不知何故
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日常開銷在某種程度上
12:18
an enemy敵人 of the cause原因
247
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是慈善事業的大敵
12:19
creates創建 this second第二, much larger problem問題, which哪一個 is,
248
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由此衍生了第二個更大的問題
12:22
it forces軍隊 organizations組織 to go without the overhead高架 things
249
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它逼迫這些機構拋開它們確實需要
12:25
they really need to grow增長
250
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用以發展的營運開銷來運作
12:27
in the interest利益 of keeping保持 overhead高架 low.
251
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為的只是將此開銷控制在低水準
12:30
So we've我們已經 all been taught that charities慈善機構 should spend
252
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我們提倡的是﹐慈善團體應該盡可能得在
12:33
as little as possible可能 on overhead高架 things like fundraising籌款
253
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像籌款這些活動上削減開支
12:36
under the theory理論 that, well, the less money you spend on fundraising籌款,
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在這種觀念下﹐你在籌款上花費越少
12:39
the more money there is available可得到 for the cause原因.
255
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便會有更多的錢花在慈善上
12:42
Well, that's true真正 if it's a depressing壓抑 world世界
256
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假如在一個我們無法把事業做大的蕭條社會
12:45
in which哪一個 this pie餡餅 cannot不能 be made製作 any bigger.
257
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那確是真的
12:48
But if it's a logical合乎邏輯 world世界 in which哪一個 investment投資 in fundraising籌款
258
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但如果是在一個正常社會,越多捐款
12:52
actually其實 raises加薪 more funds資金 and makes品牌 the pie餡餅 bigger,
259
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便會有更多資金讓這餅變大
12:55
then we have it precisely恰恰 backwards向後,
260
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我們就是在背道而馳
12:57
and we should be investing投資 more money, not less,
261
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我們該投資更多錢在籌款上
13:00
in fundraising籌款, because fundraising籌款 is the one thing
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而不是更少
13:02
that has the potential潛在 to multiply the amount of money
263
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因為籌款更有可能大量積聚財富
13:05
available可得到 for the cause原因 that we care關心 about so deeply.
264
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用我們真的關心的事情上
13:10
I'll give you two examples例子. We launched推出 the AIDSRidesAIDSRides
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我給你們兩個例子
13:12
with an initial初始 investment投資 of 50,000 dollars美元 in risk風險 capital首都.
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我們找風投融了五萬美元作為
初始資金投在AIDSRides活動上
13:16
Within nine years年份, we had multiplied乘以 that 1,982 times
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九年內﹐資金增長了1,982 倍
13:21
into 108 million百萬 dollars美元 after all expenses花費 for AIDS艾滋病 services服務.
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扣除所有開支以後﹐共一點八億美元用在愛滋事務上.
13:26
We launched推出 the breast乳房 cancer癌症 three-days三天
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我們投資了三十五萬美元
13:28
with an initial初始 investment投資 of 350,000 dollars美元 in risk風險 capital首都.
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在三天乳癌步行活動上
13:32
Within just five years年份, we had multiplied乘以 that 554 times
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僅僅五年﹐增長了554倍
13:37
into 194 million百萬 dollars美元 after all expenses花費
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扣除開支後達到一億九千四百萬美元
13:40
for breast乳房 cancer癌症 research研究.
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用在乳腺癌研究上
13:42
Now, if you were a philanthropist慈善家 really interested有興趣 in breast乳房 cancer癌症,
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要是你是真的熱心於乳癌的慈善家
13:45
what would make more sense:
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哪一樣比較合理
13:47
go out and find the most innovative創新 researcher研究員 in the world世界
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去找世上最頂尖的研究家
13:51
and give her 350,000 dollars美元 for research研究,
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給她三十五萬美元用作研究
13:54
or give her fundraising籌款 department the 350,000 dollars美元
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還是給她的籌款部門三十五萬元
13:58
to multiply it into 194 million百萬 dollars美元 for breast乳房 cancer癌症 research研究?
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利用它來變出一億九千四百萬美金用作乳腺癌研究?
14:03
2002 was our most successful成功 year ever.
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2002年是我們最成功的一年
14:06
We netted網狀 for breast乳房 cancer癌症 alone單獨, that year alone單獨,
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光在乳癌事業上,光在那一年
14:09
71 million百萬 dollars美元 after all expenses花費.
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我們就淨賺七千一百萬美元
14:13
And then we went out of business商業,
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令人沮喪的是,忽然之間
14:16
suddenly突然 and traumatically外傷.
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我們歇業了
14:19
Why? Well, the short story故事 is, our sponsor贊助 split分裂 on us.
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為什麼? 簡單來說﹐我們被贊助商背叛了
14:23
They wanted to distance距離 themselves他們自己 from us
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他們想跟我們保持距離
14:25
because we were being存在 crucified釘在十字架上 in the media媒體
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因為我們投資了四成的盈利
14:28
for investing投資 40 percent百分 of the gross in recruitment招聘
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在招聘﹐和客戶服務還有體驗上
14:31
and customer顧客 service服務 and the magic魔法 of the experience經驗
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而被傳媒定罪了
14:35
and there is no accounting會計 terminology術語 to describe描述
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因為這在財務報表上沒有專門的會計術語來對應
14:38
that kind of investment投資 in growth發展 and in the future未來,
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那些用於成長與前景的投資
14:41
other than this demonic惡魔的 label標籤 of overhead高架.
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只有這欄邪惡的營運費用
14:46
So on one day, all 350 of our great employees僱員
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一天間﹐我們全部350員工
14:51
lost丟失 their jobs工作
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統統失業了
14:56
because they were labeled標記 overhead高架.
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因為他們是所謂的開銷
14:59
Our sponsor贊助 went and tried試著 the events事件 on their own擁有.
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我們的贊助上嘗試自己舉辦同類型的活動
15:02
The overhead高架 went up.
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開銷少了
15:03
Net income收入 for breast乳房 cancer癌症 research研究 went down
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用於乳癌研究的淨收入
15:05
by 84 percent百分, or 60 million百萬 dollars美元 in one year.
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減少了84個百分比﹐即是一年六千萬
15:11
This is what happens發生 when we confuse迷惑
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當我們把道德與節儉渾淆起來
15:14
morality道德 with frugality節儉.
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就會發生諸如此類的事
15:19
We've我們已經 all been taught that the bake sale拍賣 with five percent百分 overhead高架
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我們一直宣導的是,從道德角度來說,只營運費用率在5%的餅乾義賣活動
15:22
is morally道德 superior優越 to the professional專業的 fundraising籌款 enterprise企業 with 40 percent百分 overhead高架,
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比營運費用率在40%的專業籌款機構更可取
15:26
but we're missing失踪 the most important重要 piece of information信息,
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但我們忽略了最重要的一環
15:29
which哪一個 is, what is the actual實際 size尺寸 of these pies餡餅?
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究竟那塊餅有多大?
15:33
Who cares管它 if the bake sale拍賣 only has five percent百分 overhead高架 if it's tiny?
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誰去理會用5%來辦糕點義賣但收益甚微?
15:38
What if the bake sale拍賣 only netted網狀 71 dollars美元 for charity慈善機構
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假如因為他們沒有投資擴大規模
15:41
because it made製作 no investment投資 in its scale規模
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它只能賺到71美元用來搞慈善?
15:43
and the professional專業的 fundraising籌款 enterprise企業 netted網狀
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而專業募款機構因為這麼做了
15:45
71 million百萬 dollars美元 because it did?
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卻能夠籌到七千一百萬?
15:48
Now which哪一個 pie餡餅 would we prefer比較喜歡, and which哪一個 pie餡餅
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那麼﹐我們更喜歡哪張餅?
15:50
do we think people who are hungry飢餓 would prefer比較喜歡?
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那些飢餓的人更想要哪塊餅?
15:54
Here's這裡的 how all of this impacts影響 the big picture圖片.
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這就是這一切如何來影響大局的
15:57
I said that charitable慈善 giving is two percent百分 of GDPGDP in the United聯合的 States狀態.
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我說過慈善捐款是在美國國內生產總值的百分之二
16:01
That's about 300 billion十億 dollars美元 a year.
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這大約是一年三百億美金。
16:03
But only about 20 percent百分 of that, or 60 billion十億 dollars美元,
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只有大概2成﹐或六十億美元
16:07
goes to health健康 and human人的 services服務 causes原因.
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用在衛生健康和人類服務。
16:09
The rest休息 goes to religion宗教 and higher更高 education教育 and hospitals醫院
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其他用在宗教﹐高等教育和醫療上
16:13
and that 60 billion十億 dollars美元 is not nearly幾乎 enough足夠
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那六十億美元
16:16
to tackle滑車 these problems問題.
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根本不夠解決這些問題
16:18
But if we could move移動 charitable慈善 giving
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要是我們能夠把慈善捐贈
16:20
from two percent百分 of GDPGDP up just one step
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用那2%增加到
16:25
to three percent百分 of GDPGDP, by investing投資 in that growth發展,
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總生產力的3%
16:29
that would be an extra額外 150 billion十億 dollars美元 a year in contributions捐款,
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這一小步便是一年額外的150億美元
16:32
and if that money could go disproportionately不成比例
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要是這筆款項的絕大部分能
16:35
to health健康 and human人的 services服務 charities慈善機構,
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送到衛生健康和人類服務的公益團體上
16:37
because those were the ones那些 we encouraged鼓勵 to invest投資 in their growth發展,
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因為我們鼓勵投資在它們的發展壯大上
16:40
that would represent代表 a tripling三倍 of contributions捐款 to that sector扇形.
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那將會募集到三倍的款項
16:45
Now we're talking scale規模.
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我們現在在談論規模
16:46
Now we're talking the potential潛在 for real真實 change更改.
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我們在談論真正改變的可能性
16:50
But it's never going to happen發生 by forcing迫使
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但這不是強迫它們把眼光收回來
16:52
these organizations組織 to lower降低 their horizons視野
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放到如何緊縮營運費用那些使人洩氣的目標
16:55
to the demoralizing士氣受挫 objective目的 of keeping保持 their overhead高架 low.
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所能實現的
17:00
Our generation does not want its epitaph墓誌銘 to read,
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我們這一代可不希望
17:04
"We kept不停 charity慈善機構 overhead高架 low."
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把"我們把慈善開支保持在最低" 刻在墓碑上
17:06
(Laughter笑聲) (Applause掌聲)
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(笑) (掌聲)
17:14
We want it to read that we changed the world世界,
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我們希望被刻上“我們改變了世界”
17:17
and that part部分 of the way we did that
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我們能做到的部分原因正是
17:18
was by changing改變 the way we think about these things.
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我們改變了思考方式
17:21
So the next下一個 time you're looking at a charity慈善機構,
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所以下一次你見到一家公益機構
17:23
don't ask about the rate of their overhead高架.
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不要問他們開支有多少
17:26
Ask about the scale規模 of their dreams,
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而要問他們夢想的大小
17:28
their Apple-蘋果-, Google-谷歌-, Amazon-scale亞馬遜規模 dreams,
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像蘋果,穀歌,亞馬遜那樣大的夢想
17:32
how they measure測量 their progress進展 toward those dreams,
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他們怎樣衡量抵達夢想的進度
17:34
and what resources資源 they need to make them come true真正
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他們用什麼資源來使美夢成真
17:37
regardless而不管 of what the overhead高架 is.
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而不管開支是多少
17:38
Who cares管它 what the overhead高架 is if these problems問題 are actually其實 getting得到 solved解決了?
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要是那些問題真的被解決了﹐誰來理會開銷多少?
17:43
If we can have that kind of generosity慷慨,
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要是我們有這種慷慨
17:47
a generosity慷慨 of thought, then the non-profit非盈利 sector扇形 can play
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這種思想的慷慨,那麼非牟利部門可以在改變
17:50
a massive大規模的 role角色 in changing改變 the world世界 for all those citizens公民
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這個人們亟待它改變的世界中
17:55
most desperately拼命 in need of it to change更改.
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發揮巨大的作用
18:01
And if that can be our generation's一代 enduring持久 legacy遺產,
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如果那能成為我們留給後世不朽的遺產
18:06
that we took responsibility責任
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即我們負擔起了
18:08
for the thinking思維 that had been handed down to us,
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反思,修正
18:11
that we revisited再訪 it, we revised修訂 it,
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留傳給我們的思想的責任
18:14
and we reinvented改造 the whole整個 way humanity人性 thinks about changing改變 things,
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並且我們徹底改變了人們思索變革的方法
18:18
forever永遠, for everyone大家,
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永遠地,為每一個人
18:22
well, I thought I would let the kids孩子 sum up what that would be.
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我想該讓孩子們來總結這將會是怎樣的一回事
18:27
Annalisa安娜麗莎 Smith-Pallotta史密斯 - 帕洛塔: That would be --
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Annalisa Smith-Pallotta (女兒): 這將是
18:28
Sage智者 Smith-Pallotta史密斯 - 帕洛塔: -- a real真實 social社會 --
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Sage Smith-Pallotta (女兒): 一個真真正正的社會
18:30
Rider騎士 Smith-Pallotta史密斯 - 帕洛塔: -- innovation革新.
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Rider Smith-Pallotta (兒子): 改革
18:32
Dan Pallotta帕洛塔: Thank you very much. Thank you.
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Dan Pallotta: 感謝大家。謝謝.
18:36
(Applause掌聲)
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(掌聲)
18:45
Thank you. (Applause掌聲)
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謝謝 (掌聲)
Translated by Josephine Yeung
Reviewed by Sarah Zhang

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ABOUT THE SPEAKER
Dan Pallotta - Author, speaker, reformer
We dream boldly in the dimension of our doing, but set the bar no higher than stability in our emotional lives. It’s time to dream in multiple dimensions at the same time, says AIDSRide Founder Dan Pallotta. He aims to transform the way society thinks about giving, and being.

Why you should listen

"The nonprofit sector is critical to our dream of changing the world. Yet there is no greater injustice than the double standard that exists between the for-profit and nonprofit sectors. One gets to feast on marketing, risk-taking, capital and financial incentive, the other is sentenced to begging,” Dan Pallotta says in discussing his book Charity Case. This economic starvation of our nonprofits is why he believes we are not moving the needle on great social problems. “My goal … is to fundamentally transform the way the public thinks about charity within 10 years.”

Pallotta is best known for creating the multi-day charitable event industry, and a new generation of philanthropists with the AIDS Rides and Breast Cancer 3-Day events, which raised $582 million in nine years. He is president of Advertising for Humanity, which helps foundations and philanthropists transform the growth potential of their favorite grantees. He is also the founder and President of the Charity Defense Council .

More profile about the speaker
Dan Pallotta | Speaker | TED.com