改變世界的阻礙，并非人類的冷漠，而是世界的太過復(fù)雜性。

為了將關(guān)心轉(zhuǎn)變?yōu)樾袆?dòng)，我們需要找到問題，發(fā)現(xiàn)解決方法，評(píng)估后果。但是復(fù)雜性阻礙了這些步驟。

就算我們真地發(fā)現(xiàn)了問題所在，也不過是邁出了第一步，接著還有第二步：那就是從復(fù)雜的事件中找到解決辦法。

從復(fù)雜中找到解決辦法可以分為四個(gè)步驟：確定目標(biāo)，找到最高效的方法，發(fā)現(xiàn)適用于這個(gè)方法的新 技術(shù) ，同時(shí)最聰明地利用現(xiàn)有的技術(shù)——不管它是復(fù)雜的藥物，還是最 簡(jiǎn)單 的蚊帳。

在發(fā)現(xiàn)問題、找到解決方法之后，就是最后一步——評(píng)估 工作 結(jié)果，將你的成功經(jīng)驗(yàn)或者失敗教訓(xùn)分享，這樣其他人就可以從你的努力中有所收獲。

但是如果你想激勵(lì)其他人參加你的 項(xiàng)目 ，你就必須拿出比統(tǒng)計(jì)數(shù)字更多的東西：你必須展示你工作的人性因素，這樣人們才會(huì)感到拯救一個(gè)生命對(duì)那些處在困境中的家庭意味著什么。【吶不喊】

對(duì)應(yīng)原句：

The barrier to change is not too little caring; it is too much complexity.

To turn caring into action, we need to see a problem, see a solution, and see the impact. But complexity blocks all three steps.

If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.

Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have — whether it's something sophisticated, like a drug, or something simpler, like a bednet.

The final step – after seeing the problem and finding an approach – is to measure the impact of your work and share your successes and failures so that others learn from your efforts.

But if you want to inspire people to participate, you have to show more than numbers; you have to convey the human impact of the work – so people can feel what saving a life means to the families affected.

比爾·蓋茨：永遠(yuǎn)別向復(fù)雜低頭