We hear a lot about goal setting, but hardly anything about why we are so obsessed with goal setting in the first place. Many of us relentlessly pursue goals — which we take for granted as good — without pausing to ask ourselves whether we should.

我們聽過很多關(guān)于設(shè)定目標的說法，但幾乎沒有聽說過為什么我們一開始就對目標設(shè)定如此癡迷，我們中的許多人堅持不懈地追求目標——我們認為這是理所當然的好事——卻沒有停下來問自己是否應該這樣做。

There’s a meta dimension to goal setting. What are the circumstances and environments out of which certain kinds of goals emerge? Where, or who, do we adopt our goals from in the first place?
It turns out that there are systems of desire behind nearly every goal — from education to investing to social media — which generate and shape the goals of the people within the systems. And the systems I’m referring to are systems of desire.

目標設(shè)定有一個元維度，某些類型的目標是在什么情況和環(huán)境下產(chǎn)生的？我們的目標首先從哪里，或者說從誰那里獲得？
事實證明，幾乎每一個目標背后都有一個“欲望系統(tǒng)”——從教育到投資到社交媒體——這些系統(tǒng)產(chǎn)生并塑造了系統(tǒng)內(nèi)人們的目標，而我所指的系統(tǒng)就是這個欲望系統(tǒng)。

We should spend a lot more time thinking about these systems — even mapping them out and understanding our place within them — and less time talking about how to achieve the many socially derived goals that emerge from them.
If we see the systems, we gain the ability to see goals that lie outside them.

我們應該花更多的時間思考這些系統(tǒng)，甚至把它們繪制出來，理解我們在其中的位置，而不是談論如何實現(xiàn)由它們產(chǎn)生的許多社會衍生目標。如果我們看到了系統(tǒng)，我們就有能力看到系統(tǒng)之外的目標。

Moving Goalposts
Author James Clear writes in his book Atomic Habits: An Easy and Proven Way to Build Good Habits and Break Bad Ones that “we don’t rise to the level of our goals, we fall to the level of our systems.” From the standpoint of desire, our goals are the product of our systems. We can’t want something that is outside the system of desire we occupy.

移動的“球門柱”
作家詹姆斯 · 克萊爾在他的書《原子習慣: 培養(yǎng)好習慣和打破壞習慣的簡單而行之有效的方法》中寫道: “我們不會上升到目標的層次，我們會跌到系統(tǒng)的層次?！睆挠慕嵌葋砜?，我們的目標是我們系統(tǒng)的產(chǎn)物，我們不可能想要在我們所處的欲望系統(tǒng)之外的東西。

The obsession with goal setting is misguided, even counterproductive. Setting goals isn’t bad. But when the focus is on how to set goals rather than how to choose them in the first place, goals can easily turn into instruments of self-flagellation.

癡迷于設(shè)定目標是被誤導了，甚至會適得其反，設(shè)定目標并不是壞事，但是，當人們關(guān)注的是如何設(shè)定目標，而不是如何首先選擇目標時，目標很容易變成自我鞭笞的工具。

Most people aren’t fully responsible for choosing their own goals. People pursue the goals that are on offer to them in their system of desire. Goals are often chosen for us, by models. And that means the goalposts are always moving.
Some trends in goal setting: don’t make goals vague, grandiose, or trivial; make sure they’re SMART (specific, measurable, assignable, relevant, and time-based); make them FAST (another acronym: frequent, ambitious, specific, and transparent); have good OKRs (obxtives and key results); put them in writing; share them with others for accountability. Goal setting has become very complicated. If someone tried to take all the latest tactics into account, it would be a wonder if they managed to set any goals at all.

大多數(shù)人對選擇自己的目標并不完全負責，人們追求的是他們的欲望系統(tǒng)中提供給他們的目標，目標往往是由模型為我們選擇的——這意味著“球門柱”（目標）總是在移動。
目標設(shè)定的一些趨勢：不要讓目標變得模糊、過于宏大或瑣碎；確保它們是SMART（具體、可衡量、可分配、相關(guān)和基于時間）；使它們成為FAST（另一個縮寫：頻繁、雄心勃勃、具體和透明）；有良好的OKRs（目標和關(guān)鍵結(jié)果）；把它們寫下來；與他人分享，建立問責制。
目標設(shè)定已經(jīng)變得非常復雜，如果有人試圖把所有最新的策略都考慮進去，那么他真能制定出任何目標來都將是一個奇跡。

Don’t get me wrong: some of these tactics may be helpful. If I want to lose weight, it would help to set goals that are specific, measurable, assignable, relevant, and time-based. But it’s not immediately apparent that losing weight is a good goal for me to begin with. Why do I want to lose weight? What if I am at an ideal weight and I want to lose weight simply to look more like someone I saw on Instagram?

不要誤會我的意思：這些策略中的一些可能是有幫助的。如果我想減肥，制定具體的、可衡量的、可分配的、相關(guān)的和基于時間的目標會有幫助，但是，對我來說，減肥是不是一個好的目標并不是一開始就很明顯，我為什么要減肥？如果我現(xiàn)在的體重很理想，而我想減肥只是為了看起來更像我在Instagram上看到的某個人呢？

People set goals and make plans to arrive at a future point called “progress.” But will it be progress? How can we be so sure? The French chef Sébastien Bras set a goal to maintain his restaurant’s three Michelin stars, and he pursued it vigilantly. Then one day he realized the pursuit was killing him. He told the Michelin Guide to take back their stars and not to come back. Some goals — even good ones — overstay their welcome.

人們設(shè)定目標，制定計劃，以達到一個被稱為 "進步 "的未來點，但這是進步嗎？我們怎么能如此肯定？法國廚師塞巴斯蒂安-布拉斯（Sébastien Bras）設(shè)定了一個目標，即保持他的餐廳的米其林三星，并且他警惕地追求這個目標，然后有一天，他意識到這種追求正在殺死他，他告訴《米其林指南》收回他們的三星，不要再來了，有些目標——即使是好的目標——會超出自己的期望。

Have you noticed that goals have an irreproachable and unimpeachable status? You want to run an ultramarathon? People will applaud your determination. Run for city office? You have their support. Sell your home and move into the back of a van? Cool, essentialism is in. Nobody will question your goals.

你有沒有注意到，目標占據(jù)了一個無可指責、無可挑剔的地位？你想跑一次超級馬拉松 ？人們會為你的決心鼓掌，你想競選市政府職位？他們會支持你，你想賣掉你的房子，搬到貨車車廂里去??？也很好，現(xiàn)在“本質(zhì)主義”很流行的嘛——你看，沒有人會質(zhì)疑你的目標。
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But it’s worth asking where goals come from in the first place. Every goal is embedded within a system.
Mimetic desire — the phenomenon of our wanting what other people want because they want it — is the unwritten, unacknowledged system behind visible goals. The more we bring that system to light, the less likely it is that we’ll pick and pursue the wrong goals.

但我們有必要首先問問目標從何而來，每個目標都是嵌入在某個系統(tǒng)之中的。
模仿的欲望——我們想要別人想要的東西，因為他們想要——是隱藏在可見目標背后的不成文的、未被承認的系統(tǒng)，我們越是把這個系統(tǒng)暴露出來，我們就越不可能選擇和追求錯誤的目標。

Mimetic Systems
First, let’s look at a few more examples of what I call mimetic systems of desire — places, where the desire to achieve certain things are to be a certain kind of person, are heavily influenced by what other people desire or have desired in the past.

模仿系統(tǒng)
首先，讓我們再看幾個我稱之為欲望模仿系統(tǒng)的例子——在這里，實現(xiàn)某些事情的欲望和成為某某種特定類型人的欲望，在很大程度上受到其他人的欲望或過去的欲望影響。

These systems are mimetic (which is another word for imitation) because everyone is unconsciously imitating the desires of the people around them or those who came before them. Few stop to ask whether pursuing the goals they have been conditioned to pursue are even in their best interest.
The U.S. education system, the venture capital industry, the “publish or perish” racket for academics and social media, are examples of mimetic systems: mimetic desire sustains them.

這些系統(tǒng)是模仿性的（ imitation的另一種說法），因為每個人都在不自覺地模仿他們周圍的人或前人的欲望，很少有人停下來問，追求那些他們習以為常的目標是否符合他們的最佳利益。
美國的教育系統(tǒng)、風險投資行業(yè)、學術(shù)界和社交媒體的 "不出版就滅亡 "的喧囂，都是模仿系統(tǒng)的例子：模仿的欲望支撐著它們。

In U.S. secondary schools, most students organize their energy around college application builders such as their grade point average, standardized test scores, and extracurricular activities. Many high schools have the goal of 100 percent “college placement,” even though many university students feel they are no longer getting value for their money and wind up crushed by debt.

在美國的中學里，大多數(shù)學生把他們的精力都集中在大學申請上，比如他們平均績點、標準化考試成績和課外活動，許多高中的目標是百分之百的 "大學錄取率"，盡管許多大學生覺得他們的錢花得并非物有所值，最終被債務壓垮。

Students have lost sight of the teleology, or final purpose, of the education system. When you’re in fifth grade, you know clearly that your goal is to get to sixth grade — and it goes like that up through twelfth grade, at which point you’ve spent the past four years of your life preparing for something called “college” along carefully defined lines (you probably even had a college advisor who advised you as to which schools you should apply for, based on your data).

學生們已經(jīng)忽略了教育系統(tǒng)的目標，或者說最終目的。當你上五年級的時候，你清楚地知道你的目標是升入六年級—— 一直到十二年級，這時你已經(jīng)花了你生命中的四年時間，按照精心定義的路線為一個叫做 "大學 "的東西做準備（你甚至可能有一個上大學顧問，根據(jù)你的數(shù)據(jù)，建議你應該申請哪些學校）。

College is where the teleology grows even less clear. Is the goal to get a good job? To get into grad school? To be a well-rounded person who is able to think critically? To be a good citizen? When I started at the Stern School of Business as an undergrad, I had no idea. So what did I do? I looked around to see what everyone else was doing — what everyone else seemed to want. There was a clear obxt of desire: Wall Street. So I fought for it, and I got what I thought I wanted. And that’s when I began my miserable fifteen-month career in Advanced Excel and PowerPoint.

大學是一個讓目標變得更加模糊的地方。你的目標是找一份好工作嗎？去讀研究生？成為一個具備批判性思維并全面發(fā)展的人？做一個好公民？當我作為一個本科生開始在斯特恩商學院學習時，我是不知道，對此一無所知。那我做了什么？我環(huán)顧四周，看看其他人都在做什么——似乎其他人都想要點什么，其中有一個明確的愿望對象: 華爾街，所以我努力爭取，我得到了我認為自己想要的東西，就在那時，我開始了我長達15個月的高級Excel和PowerPoint 打工人的悲慘職業(yè)生涯。

Traditional venture capital (VC) funds operate in a mimetic system. They need extraordinary returns on their investments to justify the risks they take. Many only fund companies that have the potential to return ten times the value of their investment within five to seven years. Because of their investment timeline, VCs favor technology companies that can scale quickly — not foodservice companies that might grow steadily but only incrementally over twenty or thirty years. They’re looking for instant ramen, not risotto.

傳統(tǒng)的風險投資基金也是基于模仿系統(tǒng)運作的，他們需要超常的投資回報來證明他們所承擔的風險是合理的，許多人只投資那些有可能在五到七年內(nèi)回報十倍于其投資價值的公司，由于他們的投資期限，風險投資公司更青睞于能夠迅速擴大規(guī)模的科技公司——而不是那些可能穩(wěn)定增長但在20或30年內(nèi)只能緩慢增長的餐飲服務公司，他們要的是速食拉面，而不是意大利燴飯。

The VC demand for quick-hitting investments increases the attractiveness of tech start-ups to entrepreneurs. A mimetic system takes shape. It is driven not only by economic incentives and financial returns — which no doubt factor in — but also the prestige and validation that come with being financed by the right VC. They award Michelin stars in the form of investment checks. And for VCs: the benefits of having invested in sexy companies and headline-grabbing CEOs.

風險投資公司對快速投資的需求增加了科技初創(chuàng)企業(yè)對企業(yè)家的吸引力，一個模仿系統(tǒng)形成了，它不僅受到經(jīng)濟激勵和財務回報的驅(qū)動 (這毫無疑問是因素之一) ，還受到被合適的風險投資公司投資所帶來的聲望和認可的推動，他們以投資支票的形式授予“米其林星級”，對于風投公司來說，投資于備受矚目的公司和引人注目的CEO所帶來的好處也是如此。
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Social media platforms thrive on mimesis. Twitter encourages and measures imitation by showing how many times each post has been retweeted. People are more likely to use Facebook the more they are engaged with mimetic models, rivals whose posts they can track and comment on.
The greater the mimetic forces on a social media platform, the more people want to use it. If social media companies were to build in more friction or braking mechanisms for mimetic behavior, they would decrease user engagement and ultimately revenue; they have strong financial incentives to accelerate mimetic behavior. If two people argue on a social media platform, drawing others into the feud, it’s not hard to see who wins: the platform.

社交媒體平臺因模仿而繁榮。Twitter通過顯示每個帖子被轉(zhuǎn)發(fā)的次數(shù)來鼓勵和衡量模仿行為，人們越是與模仿模式接觸，就越有可能使用Facebook，人們越是喜歡模仿模型，就越有可能使用 Facebook，他們會去追蹤和評論他們的帖子。
一個社交媒體平臺上的模仿力量越大，人們就越想使用它。如果社交媒體公司限制模仿行為，建立更多的約束或制動機制，將會減少用戶參與，最終導致收入減少，因此他們有強烈的經(jīng)濟動機來加速模仿行為——如果兩個人在社交媒體平臺上爭論不休，那就把其他人也拉進這場爭斗，不難看出誰是贏家：這個平臺。

Systems of desire, both positive and negative, are everywhere. Prisons, monasteries, families, schools, and friend groups operate as systems of desire. And when a strong mimetic system is in place, it remains in place until it’s disrupted by a stronger one.

欲望的系統(tǒng)，無論是積極的還是消極的，都無處不在，監(jiān)獄、寺院、家庭、學校和朋友圈都是一個欲望系統(tǒng)，當一個強大的模仿系統(tǒng)一旦存在，它就會一直存在，直到它被一個更強大的系統(tǒng)所破壞。

So What Can We Do?
To step back, create distance from the systems of desire that we’re part of, and to try to see them for what they are.?
Stepping back and taking a high-level view of a system of desire is like flying over the country in a plane and seeing the fields and rivers and valleys below. It’s the best way to spot petty rivalries, small-spirited ambitions, and the emptiness of certain accolades or achievements.

那么，我們能做些什么呢？
退后一步，與我們所處的欲望系統(tǒng)保持距離，并試著看清它們的本來面目。
退后一步，對欲望系統(tǒng)進行高層次的觀察，就像坐在飛機上俯瞰一個國家，看看下面的田野、河流和山谷，這是發(fā)現(xiàn)瑣碎的競爭、小肚雞腸的野心、以及某些空洞的榮譽或成就最好的方法。

If we want to go beyond the status quo or routines, we’ll need to gain perspective. So caught up are many of us with self-preservation and identity reuation brought on by the pandemic — Am I a Mask Wearer or Not? Am I a Risk-Taker or Safety Maximalist? Will I Be a Work-From-Homer or an Office Guy?— that we’re overdue for some serious self-examination as to where we go from here.

如果我們想超越現(xiàn)狀或常規(guī)，我們就需要獲得視角。我們中的許多人都陷入了由大流行帶來的自我保護和身份重估中——我是戴口罩還是不戴 ？我是一個風險承擔者還是一個安全至上主義者？我是要居家工作還是常駐辦公室 ？——我們早就應該認真地自我檢討，看看接下來該怎么辦。

How do we know whether the new goals and desires and lifestyles that we’ve either adopted, or want to adopt as we emerge from the pandemic, are indeed the ones that will lead to fulfillment?
The answers are elusive without radical honesty about the systems of desire that are shaping us. We should start mapping them out. Literally. You don’t have to be an artist, but you do have to externalize in some way the systems of desire that are deeply internalized within you.

我們?nèi)绾沃?，我們在這場大流行爆發(fā)后所采納或希望采納的新目標、新愿望和新生活方式，是否真的會帶來滿足？
如果沒有對塑造我們的欲望系統(tǒng)的徹底誠實，答案是難以捉摸的，我們應該開始把它們繪制出來，你不必成為一個藝術(shù)家，但你必須以某種方式將你內(nèi)心深處的欲望系統(tǒng)具體化。

It’s one thing to know a landscape by sight, another thing entirely to know it well enough to be able to map it out so that others may know how to navigate it too. The same is true of our inscape, or inner landscape. When it comes to our desires and the systems that mold them, we don’t truly understand them until we’ve named and communicated them.

透過視覺來了解風景是一回事，完全了解它，把它描繪出來以便其他人也知道如何去瀏覽則是另一回事，而我們的內(nèi)在的“風景”或者說內(nèi)在景觀也是如此，對于我們的欲望和塑造它們的系統(tǒng)，我們只有搞清楚它們并與之溝通后才能真正理解它們。

Map Out the Systems of Desire in Your World
Every industry, every school, every family has a particular system of desire that makes certain things more or less desirable. Know which systems of desire you’re living in. There’s probably more than one.
Our most pressing problems are problems of desire. We can’t want that which we’ve never seen or heard, or that which lies outside of the world that we live in, unless we’ve stopped believing that the universe of desire ends at whatever shore we happen to be standing on.

描繪出你的欲望系統(tǒng)
每個行業(yè)、每個學校、每個家庭都有一個特定的欲望系統(tǒng)，它或多或少地會讓某些事情變得更加理想或不理想，了解你生活在哪些欲望系統(tǒng)中（可能不止一個）。
我們最緊迫的問題是欲望的問題。我們不可能想要那些我們從未見過或聽過的東西，或者那些位于我們生活的世界之外的東西，除非我們已經(jīng)不再相信欲望的世界終結(jié)在我們所站立的彼岸。

Setting better goals requires looking to the future and wanting something enough to effect change.It means falling in love with a better version of the future.
That’s the only way we’ll want to do something about climate change, poverty, or epidemic levels of obesity (among other things). We’ll need to desire the necessary changes more than we desire the alternatives — the comfortable, easy ways forward.

設(shè)定更好的目標需要著眼于未來，希望有足夠的東西來實現(xiàn)改變，這意味著愛上一個更好的未來。
我們想要對氣候變化、貧困或肥胖癥的流行 (以及其它問題)采取行動，這是唯一的方式，我們需要的是必要的改變，而不是其他選擇——舒適、簡單的前進方式。

It starts with not growing complacent in the systems of desire that we’re in. First, we have to see them.
Here’s one exercise that I found helpful.
On a piece of paper, draw a large circle. The circle represents some system of desire that you’re currently in: your family, your company, your friend group, maybe even your country.

首先，我們不能自滿于我們所處的欲望系統(tǒng)，我們必須正視它們。
這里有一個我覺得很有用的練習。
在一張紙上，畫一個大圓圈，這個圓圈代表你目前所處的某種欲望系統(tǒng)：你的家庭、你的公司、你的朋友圈，甚至可能是你的國家。
原創(chuàng)翻譯：龍騰網(wǎng) http://mintwatchbillionaireclub.com 轉(zhuǎn)載請注明出處


On the inside of the circle, map out all of the people or institutions that are responsible for setting the goals that you (or other people) typically pursue. (For instance: Instagram Fitness Influencer That I Follow Has Six-Pack Abs). Be honest with yourself about how attached you are to the goals and people that you list.
Then ask yourself: What are some things that I might want to pursue that lie completely outside the boundaries, for which there is no support or understanding? These things fall outside of the circle.

在圓圈的內(nèi)側(cè)，畫出所有負責設(shè)定你（或其他人）通常追求的目標的人或機構(gòu)。例如：我關(guān)注的Instagram上的健身達人有六塊腹?。?，誠實地告訴自己，你對你所列舉的目標和人有多重視。
然后問問你自己：有哪些事情是我想要去做的，卻是完全超出界限的，是不被支持和理解的 ? 這些東西都在圓圈之外。

The outside is much harder to see. It’s the mysterious domain of desires and goals for which there aren’t any immediate models inside the system. Coming up with these doesn’t come easily. But it’s worth wrestling with for a few days.This is exercise in setting goals “outside the box” (or in this case, the circle.) The difference here is that we’re dealing with desire. We’re talking about goals, not ideas. Goals have to do with something we want, not just something we think.

圈外的東西更難看到，這是一個神秘的欲望和目標領(lǐng)域，在系統(tǒng)內(nèi)部沒有任何直接的模型，想出這些并不容易，但它值得我們花上幾天時間去思考。
這是“跳出框框”( 在這里是圓圈 ) 設(shè)置目標的練習，不同之處在于我們處理的是欲望，我們談論的是目標，而不是想法，目標與我們想要的東西有關(guān)，又不僅僅是我們想的東西。

The power of conformity is well-known in the realm of ideas, but far more powerful in the realm of desire. We want what other people want because there’s comfort in knowing that someone else is pursuing the same thing that we are. Nobody wants to run a marathon alone.
Yet the idea that I want to run a marathon at all is the more interesting thing. Where did I get it in the first place?

從眾的力量在思想領(lǐng)域是眾所周知的，但在欲望領(lǐng)域更強大，我們想要別人想要的東西，因為知道別人在追求和我們一樣的東西會讓我們感到安慰，沒有人會愿意獨自一人跑馬拉松。
然而，我想跑馬拉松的想法才是更有趣的事情，這個想法一開始是從何而來的？
原創(chuàng)翻譯：龍騰網(wǎng) http://mintwatchbillionaireclub.com 轉(zhuǎn)載請注明出處


The question that our culture will have to answer is whether we want to run more and more decadent marathons, or whether we want to go to Mars, or whether there’s a greater desire that we are in the process of realizing.
We’ll realize it by recognizing not only our limiting beliefs, but also recognizing the people and things that limit our desires.

我們的文化將不得不回答的問題是，我們是想跑越來越頹廢的馬拉松，還是想去火星，或者是否有一個更大的欲望，我們正在實現(xiàn)的過程中。
我們要認識到這一點，不僅要認識到我們的受限心理，還要認識到限制我們欲望的人和事。
原創(chuàng)翻譯：龍騰網(wǎng) http://mintwatchbillionaireclub.com 轉(zhuǎn)載請注明出處


Entrepreneur and VC Marc Andreessen, in an April 2020 post on his company’s website titled “It’s Time to Build,” wonders how so many Western countries were unprepared — from a production standpoint — for the COVID-19 outbreak in 2020. At one point, there were serious shortages of ventilators, test kits, cotton swabs, even hospital gowns. The complacency and malaise seemed to extend to many other domains, even before the pandemic — to education, manufacturing, transportation. Why were Americans no longer building the things of the future? he asked.

2020年4月，企業(yè)家兼風險投資家 Marc Andreessen 在他的公司網(wǎng)站上發(fā)表了一篇題為《是時候建設(shè)了》的文章，他想知道從生產(chǎn)的角度來說為什么這么多西方國家對2020年新冠病毒的爆發(fā)毫無準備，呼吸機、檢測試劑盒、棉簽，甚至醫(yī)院的病號服都一度出現(xiàn)嚴重短缺，這種自滿情緒和萎靡不振似乎延伸到了許多其他領(lǐng)域，甚至在大流行病之前就已經(jīng)出現(xiàn)了，譬如教育、制造業(yè)和交通運輸業(yè)，他問，為什么美國人不再建造未來的東西 ？

The problem is not capital or competence or even a lack of awareness of what’s needed. “The problem is desire,” Andreessen wrote. “We need to ‘want’ these things.” But he acknowledges that there are forces in place that prevent us from wanting to build the things we need: regulatory capture, industry incumbents, stalemate politics. “The problem is inertia,” he continued. “We need to want these things more than we want to prevent these things.”

問題不在于資本或能力，甚至不在于缺乏對所需事物的認識，“問題在于欲望,”安德森寫道“我們需要‘想要’的欲望?！?br /> 但他承認，有一些力量在阻止我們想要建造我們需要的東西：監(jiān)管部門的掣肘、行業(yè)既得利益者、僵持的政治。
“問題在于慣性，”他繼續(xù)說道“ 我們需要更多地想要這些東西的欲望，而不是想要阻止這些東西的欲望。”

Crippled systems of desire, unable to adapt, have made it so that we gravitate toward the path of least resistance — monetizing YouTube videos of people reacting to other YouTube videos, for instance — and lack the will to build the essential tools needed for human survival and flourishing.

由于欲望系統(tǒng)遭到破壞，我們無法適應，我們被吸引到了阻力最小的道路上——例如，將人們對其他 YouTube 視頻的反應轉(zhuǎn)化為金錢，缺乏建立人類生存和繁榮所需的基本工具的意愿。

If you understand the systems of desire that color the choices of people around you, you’re more likely to see emergent possibilities by daring to look in different directions.
Make visible what is invisible. Mark the boundaries of your current world of wanting, and you’ll gain the ability to transcend it.

如果你理解了周圍人的欲望系統(tǒng)，你就更有可能看到突發(fā)的可能性，因為你敢于看向不同的方向。
使不可見的東西可見，標記出你你當前欲望世界的界限，你就會獲得超越它的能力。