GCT综合英语第6单元课文翻译

仅做参考

好好学习，天天向上

Unit 6

A Vision of Work Place in the 21st Century

(Quality and Excellence, the Keys to Good Business in the

Future)

关于21世纪的工作场所的想象（追求品质和卓越是未来好企业的关键）

1. I know you‘re supposed to talk about one thing in a speech, not two, but today I‘m going to violate that rule and go ahead and talk about two topics, and then see if I can bring them together somehow.

我知道在一次讲话中应该只谈论一件事情，而不是两个，但今天我要违反这条规则，并且开始谈论两个主题，然后看看能不能以某种方式把他们联系在一起。

3. American business has entered a process of change that is continuous and permanent. A process that forever alters the way things are. Monumental change. Vital change.

美国企业已经进入到一个持续的永久的变化过程之中，这个过程永远改变着事物的本质。这是具有纪念意义的改变，也是非常重要的改变。

4. Counties all over the world are developing their economies and entering the main stream of global competition. There are plenty of opportunities that American business can seize, abroad and at home, but we have to get there ―fastest with the most‖, as the wise general said during the Civil War ----or somebody else will. And we can do that, if we keep in mind one crucial ingredient above all: quality.

世界各地的国家都在发展他们的经济，并且已经进入到全球化竞争的主流之中。美国有很多机会可以去抓住，不管是国外的还是国内的，但是正如内战时期一位英明的将领所说，我们必须以“最快的速度”去抓住它们，不然别人会抢在们前面去抓住这些机会。我们完全可以做到这一点，如果我们牢记一个至关重要的因素：品质。

5. I know, those of you who have been preparing for careers in manufacturing have become familiar with concepts like just-in-time, simultaneous engineering, integrated manufacturing…and also the mandates that drive them ---efficiency, speed, cost containment and quality.

我知道，你们那些已经准备好投身工业事业的人早已经对准时制生产、同步工程、集成制造等概念非常熟悉了，并且也对控制它们的指令——效率、速度、控制成本和质量了如指掌。

6. Let me suggest that you also equip yourselves with a global mind-set a global consciousness.

我建议你也以一个全球性的思维来装备自己——即树立全球化意识。

7. Today the opportunities to operate anywhere in the world are open. Some people think modern economies can just close the gates, but the movement of capital and ideas knows no borders. Isolationism is out of the question, there‘s no alternative to thinking globally.

今天，机会在世界的任何地方都是均等的。有些人认为现代经济会关闭它的大门，但是资本和观念是不分国界的。闭关自守已经过时了，除了树立全球化意识别无选择。

8. Even if you‘re not in a company that competes overseas, you‘re affected. There is no such thing as isolationism anymore, not for nations, not even for companies and nor for individuals. The company with a competitive advantage will go anywhere there‘s an opportunity to make profitable use of that adva ntage. So if you‘re not playing at a word-class level, watch out: somebody, somewhere in the world, may be watching for an opening.

即使你不是在一个海外竞争性的公司里，你也会受到影响的。再也没有任何事情是孤立的了，从国家到企业，甚至个人都是如此。有竞争优势的公司会抓住各种机会去利用这种优势以达到利益最大化。

9. Time, change and competitive advantage and survival in a global environment of continuous and unanticipated changes. That is the marching song for the employees of the 21st century. And if we wait till then to recognize the tune, we won‘t make it past the 1990s.

时间、变化和竞争优势，以及生存在一个全球化的持续变化的无法预料的环境里。那就是21世纪专为员工奏响的进行曲。如果我们等到那个时候才去认识到这首曲子，我们就不会让它在二十世纪90年代过去.

10. Let‘s wrap up all the requirements of industry now and in the year ahead, all the operation styles and procedures, and put just one label on all of it, in one word: QUALITY.

让我们聚焦于现在和未来一年时间里工业的所有要求，所有的操作方式和程序等，一切都可以用一个词语来归纳：那就是质量。

11. Quality should be throughout the customer‘s experience with whatever it is th at our company does. Of course, ―companies‖don‘t do anything ---people do. Everybody in the organization contributes in some way to total experience of the customer---the ―entire value chain‖, as Michael Porter of Harvard University puts it. Companies that are rich in people who contribute valuably and consistently gain the competitive advantage.

质量应该贯穿于顾客认为我们企业应该做到的各个环节的始终。当然，“公司”不用做作何事，应该由人来做。组织里的每个人在某种程度上都对顾客体验到公司的良好质量贡献了一定的力量——即“整个价值链”，正如哈佛大学的迈克尔·波特所说的。拥有更多高价值和高稳定性员工的公司会有更大的竞争优势。

12. But that doesn‘t just happen. It takes leadership. So what will be expected of leaders?

但那并不常发生。因此需要领导。那么对领导又有哪些期望呢？

13. Leadership today is about empowering employees to direct themselves and operate as teams…empowering them with a clear, consistent understanding of organizational goals and the means by which we intend to achieve them…empowering them with recogni tion ---- immediately, and sincerely as one human being another.

现在的领导是授权员工指挥自己，并且像一个团队那样运作，让他们能对组织的目标以及我们想依靠他们获得的东西有一个清晰的一致的理解——让他们能够认可——立刻并真诚地换位思考。

14. If we lead like that, we attend to what might be called the First Commandment for business leaders today--- and that is, to make ourselves accountable for the continuous renewal of the organization. Richard Teerlink is Chief Executive Officer of Harley-Davidson, which is one of the great success stories of the century. Harley Davidson increased production by 133percent in seven years and increased its market share from 23percent to 64 percent:.Not bad. And you don‘t have to wade through acres of executive memos to find out how they did it, either. Mr. Teerlink makes it very simple. He says: Leaders have three responsibilities: One, make sure that you define the reality. Two, be a servant. Three, say ―thank you‖. Because ?a leader‘s only real success comes through the efforts of others‖.

如果我们能那样做，我们便是在试图达到现在被称为商界领袖第一定律的境界——这就是让自己对持续不断更新的组织负责。里查德·蒂林克是哈雷—戴维森的首席执行官，而哈雷是这个世纪的一个伟大的成功典范。哈雷—戴维森在过去7年里产量提高了133%，而市场份额也从23%提高到64%，这听起来并不坏。你也不必费尽心力地去查询执行备忘录的每一行每一个角落去找出他们是怎样做到的。蒂林克先生简单地总结了他们的成功。他说，领导人有三个主要职责：第一，确保你明确了实际情况；第二，做个“仆人”；第三，会说“谢谢”。因为一个领导的真正成功来自于别人的努力。

15. We are leaders only if we can look through the eyes of our followers, and ask ourselves the questions that our followers would ask, and answer them straight and clear.

我们是领导，唯有通过我们的追随者的眼睛看到他们的所想，并且可以问自己他们可能会问到的问题，然后直接清楚地回答他们。

16 One of our recruiters say he focuses on five considerations: first, of course, whether the applicant has a broad-based education with sound technical training in the areas where we have or anticipate openings, but second, through fifth, in no particular order, are good oral and written communications skills, team- working skills, the applicant‘s ethical base, and sensitivity to social and environmental issues.

我们的一个招聘人员说，他主要关注五个因素：首先，当然是申请人是否有深厚的教育基础，这个基础包括我们所要求的技术领域里的良好的技术培训。第二到第五个因素排名不分先后分别是：良好的英语口语和书面表达能力，团队协作能力，申请人的道德品质，以及对社会和环境的灵敏度。

17 The University of Southern California study found that the mathematics- oriented people have personality and decision-making traits that work well in corporations with rigid hierarchies, but not so well in organizations operating with loosely managed teams. They analyzed the personality tests of 1200 business students at the University of Southern California and found that the quantitatively oriented ones were generally intolerant of uncertainty, uncomfortable with complex data, and even unanalytical.

南加州大学的研究发现，数理性导向的人的个性特征和决策特点在等级制度严格的企业中发挥着非常好的作用，但在管理团队松散的组织里他们就发挥得不太好了。他们分析了南加州大学的1200名学商业的学生的性格测试，最终发现定量导向的那些学生一般不能忍受不确定性，对复杂的数据也会感到不安，甚至不能对这些数据进行分析。

18. The study found that the high- verbal people, on the other hand, thrive on complexity and uncertain ty; they‘re more analytic, nonjudgmental, more open-minded, and better at integrative thing- at putting together The Big Picture.

研究还发现，语言能力强的人在另一个方面，会对复杂性和不确定性更擅长。他们往往具有更强的分析能力、更客观、思维更加开阔，并且更加擅长综合分析事务——即将一个大的图画拼接在一起。

19. People who thrive on excellence stand out. They pursue their goals with a will, with energy. They contribute more than talent and time –they care. They don‘t wait for someone else to do what needs to be done. They seek no easy way out; they know that excellence is hard and you have to pursue it purely and relentlessly. They persevere. They have a sense of priority and purpose. They appreciate the dignity of others. They enjoy the journey.

卓越的人往往会脱颖而出。他们通过自己的意志和努力达到自己的目标。他们付出的不仅仅是自己的天资和时间——他们更加专注。他们不会像其他人一样

去等待需要他们做的事，他们不会选择这样一条容易的道路，他们知道要变得卓越是非常困难的，必须要纯粹地毫不松懈地去追求。他们坚持不懈。他们知道事情的轻重缓急和自己的目的。他们看重别人的尊严。他们享受这样的一个过程。

21. If change is the only constant, it is certain that a changing world is constantly offering new opportunities to those who are prepared, imaginative and diligent.

如果变化是唯一不变的，那么这个变化的世界会一直给这些准备好的、富于想象力和勤奋的人提供机会的。

22. But the path is not clearly marked-the signposts say only ―quality‖ and ―excellence‖. The map offers no other directions. But maybe this is enough… for those who are prepared, imaginative and diligent.

但是这条路径并没有清晰地标记出来——路标上只是说“品质”和“卓越”。地图上没有提供方向。但也许这已经足够——对于这些已经准备好的、富于想象力和勤奋的人来说。

23. At the Nintendo Company which makes computer games, a game designer asked his boss, ―What should I make?‖ ―Something great‖, the boss answered, ―Something, great‖.

在发明电脑游戏的任天堂公司，一名游戏设计师问老板：“我应该做什么？”“一引起了不起的事情。”老板回答说：“一些事情，了不起的事情。”

24. Let‘s all do something great.

让我们都去做一些了不起的事情吧！

Passage One

In the world of private business, there are a few key things we do routinely. We scan the environment for profitable opportunities. We examine target markets to discover products and services that are in growing demand. We examine competitive products to determine what unique selling points we must build into our own products if we are to have an edge. We know that we must engage in these market-oriented activities if we are to survive, if we are to grow.

在私营企业的环境中，有些关键的事情是我们日常要做的，在整个环境中寻找盈利的机会，在不断增长的产品和服务的需求中搜索目标市场，如果我们想在市场中占有优势，就必须在有竞争力的产品中发现其独特的买点，并将之植入自己的产品，若想幸存于残酷的商战，并不断壮大，我知道我们必须坚持这些以市场为导向的积极活动。

Only after we have thoroughly understand our markets and recognized what they need and want from us do we go on to examine our resources ignored to determine which of these needs and wants we can satisfy. very often, we lack key resources, different kinds of equipment and tools, unaccustomed skills, additional capital, unexploited channels of distribution, new technology, etc. that are required to satisfy what the market demands. We then go out to gather those resources. 只有在我们彻底的了解市场，了解我之于它的作用，才能在自身中寻求使其满足的资源。我们缺乏资源、各式的设备和工具、奇技、累计资本、未开发的分配渠道、新科技等也是时有发生。这些正是满足市场需求所必备的，然而，我们需要整合这些资源。

We realize very clearly that our success depends very much more on our being market-driven rather than resource-led.我非常清楚地意识到，我们的成功绝大部分取决于市场驱动而不是资源导向。

It is unfortunate that this lesson which most of the companies in the private business sector have learned so well - the need to be market -driven-is largely ignored by the public sector. 不幸的是，在大部分私营企业的部门学习的关于市场导向必要性的课程，却被其他公共部门所忽略。

Take any developing country that is trying to expand its export income. 以部分试图增加出口收入的发展中国家为例。

Almost always, the officials who are given the task of promoting exports look at the products that the country is already producing and start searching the world for markets for those products. They invariably find that several other countries, usually their neighbor, are already selling the same products to the target markets that they have chosen.通常，被赋予促进外贸任务的官员视该国已经生产的产品，在全世界范围内为其搜索市场，他们总是发现，一些其他国家，通常是邻国，已经向他

们选中的目标市场出售相同的产品。

In order to gain a foot-hold in these already developed markets therefore, they resort to price cutting, and to cut-throat competition. To succeed in this, they find that they have to cut their labor costs down to bone. In effect, they have to pass down to the manual workers, to the poorest classes in the society, the costs and sacrifices demanded by the development strategies they have chosen. Sometimes, they succeed in competing with, or in beggaring their neighbors -and in the process, in cutting their own throats. 了在已开发的市场中寻求平衡，他们只有通过降价来应付残酷的竞争。为了赢得这场战争，他们只有减少劳动资本的支出。事实上，这种因他们所选择的发展策略而带来的消耗和牺牲通常延伸至普通的劳力劳动者，社会上最贫穷的阶层。他们在与邻国的竞争中或者使其削弱的过程中胜利，通常需要自断命脉。

Why is it so difficult for us to learn what we already know? 为什么学习已经知道的东西对我们来说却如此困难？

Has it ever struck you that the most economically successful countries in Asia, -Japan, South Korea and Singapore-have the least abundant natural resources? they do not have the extensive, well -watered ,fertile plains, the rich forests, the much -treasured oil and gas reserve, the gold, tin, copper, nickel, limestone, and countless other types of mineral deposits that the less -developed countries of Asia have. Is it possible that it is because they do not have these resources that they have become rich? With little to fall back on, they have been forced to concentrate on the needs, the wants, the preferences of their markets and then to search for ways to satisfy these needs, and the wants. Their necessarily became the mother of their market orientation. 在亚洲，日本，韩国和新加坡，获得经济上成功的国家都拥有丰富的自然资源，这一点是不是打击到你？但他们没有像亚洲其他欠发达国家一样，拥有广阔而水草丰美的平原和丰富的自然资源，以及更珍贵的石油及天然气资源、金矿、锡、铜、镍、石灰岩、和其他无以计数矿床。可能是因为他们没有这些资源而变得富有吗？几乎无可依靠的情况下，他们只有着眼于市场的需求和偏好，再探索出满足这些需求的方式，这必然成为其市场定位的原型。

Passage Two

The Growth strategy is a corporate-level strategy that seeks to the level of the organization's operations. This includes increasing such popular quantitative measures as sales revenues, number of employees, and market share. Growth can be achieved through direct expansion, vertical integration, horizontal integration, or diversification.

提升战略是企业为了寻求组织业务的战略。这包括提升销售收入，员工人数和市场份额。通过直接的扩张，垂直整合，横向联合或者多样

化可以实现增长。

Growth through direct expansion is achieved by internally increasing a firm's sales, production capacity, or workforce. No other firms are acquired or merged with; instead, the company chooses to grow by itself through its own business operations. For instance, McDonald's has pursued a growth strategy by way of direct expansion. The company has grown by awarding franchises to people who are willing to be trained in the ―McDonald's way‖ and by open ing company-owned outlets.

通过直接扩张实现的提升是由增强公司的销售、生产能力或者劳动力实现的。没有其他公司取得或者合并,相反，公司选择通过自己的业务来成长。例如，麦当劳曾经通过这种直接扩张的发展战略。

A company might also choose to grow by vertical integration, which is an attempts to gain control of inputs (backward vertical integration), outputs (forward vertical integration), or both. In backward vertical integration, the organization attempts to gain control of its inputs by becoming its own supplier. For instance, United Airlines has created its own in-￡light food services business. In forward vertical integration, the organization gains control of its outputs (products or services) by becoming its own distributor. For example, Gateway Computer's retail stores are example of an organization controlling its distribution.

有的企业也会选择通过垂直整合，这个一种试图获得收入控制

（向后垂直一体化）支出（向前垂直整合）或者两者同时增加。在向后的垂直整合中，组织试图通过成为自己的供应商来获得收入的控制。例如，美国联合航空公司创造了自己清淡食物的服务业务。在向前垂直整合中，组织通过成为它自己的经销商来获得支出的控制。例如，网关计算机零售商就是一个例子。

In horizontal integration, a company grows by combining with other organizations in the same industry-that is, combining operations with competitors. For instance, H. J. Heinz, Inc., the food processing company, combined operations with an organic baby food company, Earth‘s best, to help its own Heinz baby foods division become more competitive. Because combining with competitors might decrease the amount of competition in an industry, the U. S. Federal Trade Commission assesses the impact of such proposed growth actions and must approve any proposed horizontal integration strategy. Other countries have similar restrictions.

在水平的整合里，公司通过与其他组织在相同的. 例如，H. J.亨氏公司，一个食品加工公司，与一个婴儿食品公司—地球的精华，联合作战来帮助亨氏的婴儿食品区域变得更加具有竞争力。因为与竞争对手的结合能降低在这个行业的竞争数量，美国联邦贸易委员会评估这种带来的影响。其他国家也有类似的限制。

Finally, an organization can grow through diversifications, either

related or unrelated. Related diversification is when a company grows by merging with or acquiring firms in different but related industries. For example, American Standard Co. is in a variety of businesses including bathroom fixtures, air-conditioning and heating units, plumbing parts, and brakes for trucks. Unrelated diversification is when a company grows by merging with or acquiring firms in different and unrelated industries. For example, Lancaster Colony Corporation makes salad dressing, car mats, and candles. These industries are different and unrelated.

最后，一个组织可以通过多样化的经营成长，要么相关要么不相关。例如，标准的美国公司的业务是很多元化的，包括卫生间装置、空调格供暖单位、水暖配件以及刹车和卡车。例如，殖民地的Lancaster 公司就是做、汽车垫和蜡烛。这些行业都是不同而且无关的。

综合英语(一)课文及翻译

Lesson One: The Time Message Elwood N, Chapman 新的学习任务开始之际，千头万绪，最重要的是安排好时间，做时间的主人。本文作者提出了7点具体建议，或许对你有所启迪。 1 Time is tricky. It is difficult to control and easy to waste. When you look a head, you think you have more time than you need. For Example,at the beginning of a semester, you may feel that you have plenty of time on your hands, but toward the end of the term you may suddenly find that time is running out. You don't have enough time to cover all your duties (duty), so you get worried. What is the answer? Control! 译：时间真是不好对付，既难以控制好，又很容易浪费掉，当你向前看时，你觉得你的时间用不完。例如，在一个学期的开始，你或许觉得你有许多时间，但到学期快要结束时，你会突然发现时间快用光了，你甚至找不出时间把所有你必须干的事情干完，这样你就紧张了。答案是什么呢？控制。 2 Time is dangerous. If you don't control it, it will control you. I f you don't make it work fo r you, it will work against you. So you must become the master of time, not its servant. As a first-year college student, time management will be your number one Problem. 译：时间是危险的，如果你控制不了时间，时间就会控制你，如果你不能让时间为你服务，它就会起反作用。所以，你必须成为时间的主人，而不是它的奴仆，作为刚入学的大学生，妥善安排时间是你的头等大事。 3 Time is valuable. Wasting time is a bad habit. It is like a drug. The more time you waste,the easier it is to go on wasting time. If seriously wish to get the most out of college, you must put the time message into practice. 译：时间是珍贵的，浪费时间是个坏习惯，这就像毒品一样，你越浪费时间，就越容易继续浪费下去，如果你真的想充分利用上大学的机会，你就应该把利用时间的要旨付诸实践。 Message1. Control time from the beginning. 4 Time is today, not tomorrow or next week. Start your plan at the Beginning of the term. 译：抓紧时间就是抓紧当前的时间，不要把事情推到明天或是下周，在学期开始就开始计划。 Message2. Get the notebook habit. 5 Go and buy a notebook today, Use it to plan your study time each day. Once a weekly study plan is prepared, follow the same pattern every week with small changes. Sunday is a good day to make the Plan for the following week.

新一代大学英语综合教程1英语课文翻译

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discordant [] adj. 不和谐的，刺耳的；不一致的 【例句】Leonato thought they would make a discordant pair. 里奥那托认为他们不适宜作夫妻。 【搭配】discordant views不一致的观点 【助记】dis＋cord（心）＋ant→不一条心→不一致的 weld [] vt. 焊接，煅接 n. 焊接，焊缝 【例句】The car has had a new wing welded on. 这辆汽车焊接了一个新的翼子板。【助记】wedding 结婚就是两人熔合在一起不分开。we-ld we-我们ld-路灯我们把路灯焊接在一起。 【派生】welding n. 焊接 crackle [] n. 劈啪响；裂纹 vi. （使）发劈啪声 【例句】The radio crackled again. 收音机又吱吱啦啦地响了起来。 laser [] n. 激光 【例句】This is a virtual keyboard with laser impressions on any table or other surface. 这是一个可以在任何桌面或其他表面投射的激光虚拟键盘。 【助记】发音记忆：“镭射”→激光

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Unit1如何发表演说斯蒂芬·卢卡斯 1.在人类创造的万物中，语言可能是最卓越的一项创造。通过语言，我们可以分享经验、阐明价值观念、交流思想、传播知识、传承文化。确实，语言对于思想本身至关重要。和流行的信仰不同的是：语言并不是简单地反映事实，而是通过对事件意义的思考来帮助人们感悟现实。 2.优秀的演说者尊重语言并懂得如何驾驭语言。语言是演说者展示才能的工具，对于他们来说，如同其他职业的工具一样,语言也有特殊的功用。作为一名演说者，你应该意识到话语的意义，并懂得如何准确无误地使用语言，使其表达清楚，趣味横生，恰如其分。 3.如同数字对于会计的重要性一样，准确地使用语言对于演说者至关重要。在没有确切知道一个词语的意思之前，千万不要盲目使用。碰到没有把握的词语，一定要查词典追根究底。当你准备演讲之前，一定要不断地问自己：“我究竟想说些什么？我究竟想表达什么样的意思？”因此，对于一篇演讲稿的用词来说，必须准确无误。 4.语言表达清楚无误，听众就能很快抓住你的意思。鉴于此，演说者应该使用那些对于大多数人来说非常熟悉的词语，这些词语不需要任何专业背景就能够理解；演说者应该使用那些表达具体而不是相对抽象的词语；并且千万不要乱堆砌辞藻，哗众取宠。 5.准确生动地使用语言能够使你的演说贴近生活。有一种方法可以使你的语言更加生动形象，那就是通过展开联想或创造语言图示。通过使用表达具体的词语、明喻或者暗喻等手法可以展开想象。明喻是对事物不同之处的比较，不过有些是相同的：它们总是包含“像……一样”或者“如同……一样”这样的连词。暗喻是一种隐性的比喻，它能够把两个形式不同但是有一些相通之处的事物联系在一起，暗喻不包含“像……一样”或者“如同……一样”这样的连词。 6.另一种让你的演说生动形象的方法是注重语言的节奏感。有四种修辞格可以让你的语言富有节奏感：排比、重复、头韵和对比。排比是将一组或一系列具有相似结构的词语、短语或者句子排列在一起；重复是在一系列短句或者长句的开头或者结尾使用相同的一句话或者一组词语；头韵是指邻近或者相邻的几个句子中的首个词语的辅音字母相同；对比是将一些意思相反的词语或者句子并列在一起，通常使用排比结构。 7.恰当地使用语言是指语言的运用要符合特定的场合、特定的观众和特定的主题。同时，恰当地使用语言还意味着演说者要有自己的语言风格，而不是模仿他人的口吻。如果演说者的语言在各个方面都能够做到恰如其分，那么这篇演说成功的机率就会大大提高。 8.优秀的演说并不是空穴来风、缺乏论据的决断。演说者必须找到强有力的论据来支持其观点。实际上，熟练地使用论据经常是区别一篇优秀演说词和一篇空洞演说词的关键所在。一般来说，通常有三种论据材料：事例、统计数据和证词。 9.在演说过程中，你可以使用一些简明扼要的例子——比如过去发生的一个很具体的事件——有时候，你可以罗列好几个简明的例子，借此增强听众的印象。扩展性的例子——描述、

全新版大学英语综合教程3课文原文及翻译6-8

unit 6 The Last Leaf When Johnsy fell seriously ill, she seemed to lose the will to hang on to life. The doctor held out little hope for her. Her friends seemed helpless. Was there nothing to be done? 约翰西病情严重，她似乎失去了活下去的意志。医生对她不抱什么希望。朋友们看来也爱莫能助。难道真 的就无可奈何了吗？ 1 At the top of a three-story brick building, Sue and Johnsy had their studio. "Johnsy" was familiar for Joanna. One was from Maine; the other from California. They had met at a cafe on Eighth Street and found their tastes in art, chicory salad and bishop sleeves so much in tune that the joint studio resulted. 在一幢三层砖楼的顶层，苏和约翰西辟了个画室。“约翰西”是乔安娜的昵称。她们一位来自缅因州，一 位来自加利福尼亚。两人相遇在第八大街的一个咖啡馆，发现各自在艺术品味、菊苣色拉，以及灯笼袖等方面趣 味相投，于是就有了这个两人画室。 2 That was in May. In November a cold, unseen stranger, whom the doctors called Pneumonia, stalked about the district, touching one here and there with his icy fingers. Johnsy was among his victims. She lay, scarcely moving on her bed, looking through the small window at the blank side of the next brick house. 那是5月里的事。到了11月，一个医生称之为肺炎的阴森的隐形客闯入了这一地区，用它冰冷的手指东 碰西触。约翰西也为其所害。她病倒了，躺在床上几乎一动不动，只能隔着小窗望着隔壁砖房那单调沉闷的侧墙。 3 One morning the busy doctor invited Sue into the hallway with a bushy, gray eyebrow. 一天上午，忙碌的医生扬了扬灰白的浓眉，示意苏来到过道。 4 "She has one chance in ten," he said. "And that chance is for her to want to live. Your little lady has made up her mind that she's not going to get well. Has she anything on her mind? “她只有一成希望，”他说。“那还得看她自己是不是想活下去。你这位女朋友已经下决心不想好了。她有 什么心事吗？” 5 "She -- she wanted to paint the Bay of Naples some day," said Sue. “她――她想有一天能去画那不勒斯湾，”苏说。 6 "Paint? -- bosh! Has she anything on her mind worth thinking about twice -- a man, for instance?" “画画？――得了。她有没有别的事值得她留恋的――比如说，一个男人？” 7 "A man?" said Sue. "Is a man worth -- but, no, doctor; there is nothing of the kind." “男人？”苏说。“难道一个男人就值得――可是，她没有啊，大夫，没有这码子事。” 8 "Well," said the doctor. "I will do all that science can accomplish. But whenever my patient begins to count the carriages in her funeral procession I subtract 50 per cent from the curative power of medicines." After the doctor had gone Sue went into the workroom and cried. Then she marched into Johnsy's room with her drawing board, whistling a merry tune. “好吧，”大夫说。“我会尽一切努力，只要是科学能做到的。可是，但凡病人开始计算她出殡的行列里有 几辆马车的时候，我就要把医药的疗效减去一半。”大夫走后，苏去工作室哭了一场。随后她携着画板大步走进 约翰西的房间，口里吹着轻快的口哨。 9 Johnsy lay, scarcely making a movement under the bedclothes, with her face toward the window. She was looking out and counting -- counting backward. 约翰西躺在被子下几乎一动不动，脸朝着窗。她望着窗外，数着数――倒数着数！ 10 "Twelve," she said, and a little later "eleven"; and then "ten," and "nine"; and then "eight" and "seven," almost together. “12，”她数道，过了一会儿“11”，接着数“10”和“9”；再数“8”和“7”，几乎一口同时数下来。 11 Sue looked out of the window. What was there to count? There was only a bare, dreary yard to be seen, and the blank side of the brick house twenty feet away. An old, old ivy vine climbed half way up the brick wall. The cold breath of autumn had blown away its leaves, leaving it almost bare. 苏朝窗外望去。外面有什么好数的呢？外面只看到一个空荡荡的沉闷的院子，还有20英尺开外那砖房的侧墙，上面什么也没有。一棵古老的常青藤爬到半墙高。萧瑟秋风吹落了枝叶，藤上几乎光秃秃的。