炸馍片

作者写得较重，一般的粉丝是不管这么多的，他们只要能下载就行。产业链的利益联系也是必然。对于英语水平较高而且下载方便者而言，看avi和英文字幕也是不错的选择。但是提到报道应该关注中美TV差异，我很赞同。

作者：koala

最近三联做了个美剧的报导---《越狱》的中国隐秘流行. 与之前各个门户网站关于美剧的报导(sina hata同学除外)相比, 诚然, 好了许多. 但是仍然存在许多谬误. 因此, 在本文开头, 需要纠正这些错误.



首先, 必须要说明的是, 美剧来中国的路, 和字幕组全然没有关系!

全世界有很多组织在弄TVRip, 美剧的TVrip组织都在北美(废话-_-), 绝大部分在美东, 加拿大也有一部分; 例如studio 60 部分剧集就是加拿大的源, 因为加拿大电视台先播.

当这些小组(比如三联文章提到的LOL,XOR)在site pre作品之后, racers就开始跑了, 把这些文件跑到不同的dump(三联文章中的韩国服务器也是之一), 而racer中的中国人就会把这些tvrip跑回到国内的dump中. 很多论坛都有自己的dump, 比如吐鲁番, tx, ly,等等, 这样论坛的人就拿到了raw, 必须要注意的是, 这些文件都是没有任何组织的logo的.

而国外的网友如果下到这些rip, 有可能会把它们放到mininova等bt网站上共享, 但是国内各个字幕组的HDTV源, 我很负责的说, 没有几个是自己用bt下回来的.

注: 如果看不懂site, pre, racer,dump这些名词, 没关系, 你只要知道2点, 1.绝大部分tvrip来到中国都是通过ftp传输实现的, 和bt没有关系. 2. tvrip来到中国, 和字幕组也没有关系.

话分两头, 字幕怎么来的? 一个就是听译, 第二就是cc字幕. cc字幕就是美国电视网为了照顾听障观众, 内设的隐藏字幕, 观众可以设置将其与语音同步输出, 也可以用特定的电脑软件将其转录成txt文件. 起初, 这些cc字幕都是国外网友分享的, 现在,各个论坛都在招募能够转录cc字幕的人, 而且待遇从厚哟..

有了raw, 有了en sub或者听译的字幕, 论坛压制组就开始行动了, 如三联文章所说的过程一般, 再通过国内这么多的bt站点, 流传到看美剧的人手中. 而三联文章中提到各种版本, 最流行的自然是内嵌中文字幕的rmvb版本, 各个论坛也是主推它, 为啥? 有论坛的logo (crap), 容易卖给小区和网吧做vod点播呗. 而三联文章中提到的其他版本, 能获得的人仅仅是一小撮人而已.



中国人真的很有小聪明, 任何事情到了国内必然会"中国化", 0day简单的说就是拒绝任何和钱沾边的东西, 可是在国内版权意识淡漠的情况下, 商业化做的风生水起.

国外的专业论坛, 只是大家讨论的地方;而国内的论坛, 必然会提供"免费"或者付费的资源下载, 影视论坛若没有下载, 人气必然不高, 其实国内的这些论坛, 都背靠着盗版商, 公司或者垄断机构, 比如ly,背靠着就是兰溪电信, 所有资源都可以被拿去做vod点播, tx背靠苏图,又比如fr, ydy. 咳咳, 如果没有这些背后资金的支持, 按照他们所说的全部免费, 怎么维护论坛运转?

那些论坛的最高层早就和公司达成协议, 对方出钱, 论坛提供压制的rmvb. 各个论坛都有一批rmvb压制人员, 美其名曰rmvb体积小, 方便下载, 其实是rmvb可以做成vod点播. 校内可以免费下载, 可是网吧的那些人不容易下载到, 他们的资源只能从论坛买.

等你混论坛混到最高层, 自然会了解, 自然可以用资源赚钱了. 不错吧..



不可否认, 字幕组里有很多英语牛人, 有很多了解美国流行文化,历史背景的人, 有很多热爱美剧的人; 但是我还是为他们感到悲哀. 论坛的那些高层就是用字幕的心血来赚钱, 反正字幕组是只要你提供资源, 总会有人愿意干, 说句难听的, 被人卖了还不知道, 你不过是别人的挣钱工具. sigh

现象1: yyets很少即时单独放字幕文件, 都是内嵌的rmvb;

现象2: 现在很多fr出的字幕, 在shooter上是找不到的.

现象3: 所有的rmvb都有crap logo, why? 难道这些字幕组比XOR, LOL还牛逼?

字幕本来就是free的, 为什么不放到shooter上让大家下载, 还要弄rmvb, 卖给社会的人? 谁能告诉我为什么? 商业化?



OMTV最近1,2年才真正热起来, 为什么? 语言是很重要的因素. 很感谢字幕组, 让广大英语水平不够的人和懒人能看到精彩的美剧. 但是, 要想提高英语水平, 还是要扔掉字幕这个拐杖. 同时, 你也会发现很多你跟字幕过一遍时没有注意的细节, 更了解剧中人的思维.

要做一个真正的fans, 我们关注的应该是TV本身, 而不应该是字幕, 资源, 商业化. 三联的美剧特别报导, 是否更应该关注中美TV差异, 而不是塑造"字幕组" 这种实际侵犯了版权的悲情角色.

憨态可掬的猫熊，一个普通的动作在它们身上发生显的超搞笑

If No Independent Developers Are 100 Times Smarter Than You, Then Why Do Some Get 100 Times the Results?
by Steve Pavlina, CEO, Dexterity Software

Editor's Note: Our Spotlight Article of the Month was written by former ASP President, Steve Pavlina. You will have the opportunity to network with Steve and other knowledgable ASP members in the private newsgroup after you join the ASP.

Several months ago I decided to conduct an informal but lengthy study of successful shareware businesses. The primary question I asked was this: Why are some shareware developers more successful than others? I looked at dozens of shareware businesses with sales ranging from only a few hundred dollars a year to those with sales of over one million dollars a year. This article summarizes the absolute best of what I learned.

Most of us enjoy working on our strengths, myself included. If you are a talented programmer, you may spend a great deal of time refining your programming skills. Many shareware developers see themselves primarily as programmers, and this makes perfect sense, since that is how most of us got our start in shareware. Unfortunately, I've found that the "shareware programmer" mindset will probably do more to limit your success than just about anything else. Beyond a certain minimum threshold, programming skill becomes a fairly insignificant factor in running a successful shareware business.

It is said that in every field, there are only a handful of critical success factors, such that if you master just those factors, you master your business. This is no less true with shareware, which I believe has seven critical skills. They are: decide, create, promote, sell, serve, measure, and improve. To the degree to which you fail to master any one of these skills, that is the degree to which you limit your own success. I found that the most successful shareware businesses paid attention to most or all of these factors, while the least successful ones tended to focus on only a few while virtually ignoring the rest.

So here are the seven critical success factors in shareware:

1. Decide.
Set clear goals, and make plans to achieve them. Goal setting is of paramount importance in any business. A famous study conducted at Harvard University found that only 3% of Harvard's 1953 graduating class had clear written goals with plans to achieve them. Twenty years later, the same class was surveyed again, and it was learned that that same 3% was worth more in financial terms than the other 97% combined! In addition the researchers found that the 3% had better health, relationships, and social skills.

Goals must be clear, written, specific, realistic, and measurable, and every goal must have a deadline. Making more money is not a goal. Increasing your sales by 20% within the next 90 days is a goal. Write your goals down, or type them up on your computer, and review them regularly, at least once a week if not every day. You should set both short-term (one year or less) and long-term (one to five year) goals for your shareware business. Then construct plans for the accomplishment of these goals, and schedule time to work on these plans. Goals should consist of measurable outcomes, but plans should consist of actionable steps. Increasing your sales by 15% may be a goal, and submitting your shareware to ten more download sites is an actionable step.

The word "decide" comes from the Latin decidere, which means, literally, "to cut off from." When you decide to set a goal, you are also deciding not to engage in all the possible alternatives. When you decide to spend your week marketing your software, for instance, you are deciding not to spend that week on product development, email, web surfing, etc. There is tremendous power is making absolute, committed decisions. If you have a tendency to lose hours, days, or even weeks to unimportant email correspondence, web surfing, phone calls, or other distractions, then you probably have impotent goals that do not inspire you. You will notice an immediate improvement in your effectiveness and attitude the first day you decide in advance how you will use your time, and commit to that decision. Simply ask yourself at any given moment, "What is the best use of my time right now?"

2. Create.
Develop high-quality products that people will want to buy. Many shareware developers have mastered this skill, but it is only one piece to the puzzle. Obviously if you are going to succeed in shareware, you need one or more products to sell, yet I've found that many of the most successful shareware developers spend less than 50% of their time on product development. And you don't necessarily need a lot of products; many incredibly successful shareware developers have only one or two.

Focus on creating assets in your business while minimizing liabilities. Robert Kiyosaki's book Rich Dad, Poor Dad provides my favorite definitions of these terms: Assets put money in your pocket, while liabilities take money out of your pocket. It isn't really that difficult to find yourself with more liabilities and expenses than assets. Magazine and service subscriptions, depreciating hardware, frequent software upgrades, development tools, web hosting and internet fees, taxes, and materials and supplies can whittle away your shareware income very quickly, especially when you are first starting out. Your goal should always be to develop assets that are capable of producing income on their own. If you aren't making money while you are asleep, then you probably have a job instead of assets. Think of product development as investing, and strive to maximize your return on investment. You are investing your time and energy to produce something which can generate income on its own. The most successful shareware developers have spent their time building up strong assets; they make huge incomes even when they aren't working. As you develop new products, keep in mind the goal of creating an automated income-generating system.

3. Promote.
Market your business and your products, and distribute your shareware as widely as possible. If you build a better mousetrap, you will only attract mice, but if you market a better mousetrap, you will attract customers. This is an area where one finds a great disparity between the best and worst performing shareware companies. Spending 15-25% of their time and resources on marketing is common among the best companies, with little or no marketing among the worst. If you don't like marketing or feel that it is beyond your abilities, you have two choices. Either commit to learning how to do it, or partner with someone who can help you. If you do decide to learn marketing yourself, I recommend books by Jay Conrad Levinson, Al Ries / Jack Trout, and Jay Abraham.

What are the two most powerful words in advertising? If you don't know these off the top of your head, then you had better memorize them now. They are the words "free" and "new." Those two words have made more fortunes than any others. You will see them used liberally in all types of effective advertising. Sometimes just adding the word "free" to the title of an ad can double or triple the response rate. Sprinkle these words generously throughout your web site. Offer free downloads, freeware utilities, new releases, free contests, a free newsletter, new tips and tricks, etc. Put them on your nag screens by offering free tech support, the newest version, free bonuses, etc. As tired and clichRs these words may seem, their effectiveness in attracting customers remains unsurpassed.

Marketing is not just uploading your programs to shareware sites, although that is certainly important. Write and send out press releases using a PR service. Take the time to improve your search engine rankings. If you aren't on a first-name basis with at least a dozen software reviewers, set a goal to make it so. A friendly reviewer can do a world of good for your business. I can credit significant numbers of sales to software reviewers with whom I've developed a relationship over a period of months. Host a regular contest on your web site. They cost virtually nothing to maintain, and they continue to bring in new traffic month after month, ultimately resulting in new customers.

There is no reason not to have a newsletter, and if you don't have one yet, start one today. There are free services available to host your newsletter for you, making list management painless. I send out a very simple newsletter once a month, and it takes me less than thirty minutes to write each one. Every time I send one out, web site traffic and sales are measurably higher for the next several days. And since new people sign up every day, each issue tends to be even more effective than the last.

4. Sell.
If you are running a business instead of just a hobby, then you actually need to sell your products. This is arguably the one area where most shareware professionals perform worst of all, but ignorance of selling is perilous. Of all seven success factors, selling is probably the single most important skill. The number one reason businesses fold is simply due to lack of sales. If you have strong sales, it is much tougher to fail, even if you screw up everything else.

Selling is both an art and a science, and there are many outstanding books on selling. Brian Tracy is one of my favorite authors in this area -- he has several excellent books and tape programs related to selling. A real page-turner is Frank Bettger's How I Raised Myself From Failure to Success in Selling, which will give you a lot of anecdotal insights into selling. Many people feel that selling is beneath them, a shameless, disreputable occupation. Most of those people are broke! You can develop the greatest new product in the world, but if you don't know anything about selling, you are doomed to failure. What business could possibly succeed without sales? Best-writing authors rarely make any money, but best-selling authors do. If I could spend a day with either the world's greatest programmer or the world's greatest salesperson, I'd pick the salesperson in a heartbeat.

For shareware developers, there are two important areas where selling counts most. You must have a web site that sells and a shareware version that sells. Your web site should do a lot of the prospecting and selling for you. It is your on-line salesperson. You must convince people to download your evaluation versions and to buy your full versions. Your order form must be easy to use; it is amazing how many sales are lost by poorly constructed order forms. Your shareware version is your off-line salesperson. While it is certainly possible to make money where the shareware and registered versions are identical, most successful shareware developers agree that having strong registration incentives will increase sales. Many people have time-limited shareware versions. Some use feature limitation. Both approaches work well. The more compelling reasons you give your customers to buy, the more sales you will get. For more ideas on improving your demo version's effectiveness at selling, see our Registration Incentives Article.

Sell the sizzle, not the steak. Product features do not equal customer benefits. I could have given this article a more logical title such as, "The Shareware Success Cycle." Instead, I gave it an emotional title. If these were the titles of two otherwise identical sales letters, the first one would have gone straight to the trash unread, while the second would have had a chance to generate a sale. It is not uncommon for a simple headline change to make a tenfold difference in response rate. By all means, you should definitely list product features on your web site, since customers will want that information, but it won't sell your product as well as your benefits will. To determine the difference between a feature and a benefit, ask the question, "Will a customer buy the product specifically for this reason?" No one will buy your product because it supports fifty different graphics formats, floating palettes, and customizable colors. Those are features. But customers will buy your product because they believe it will save them money, make them feel more organized and efficient, entertain them, etc. The top six things that people want are survival, power, love, money, recognition, and acceptance. If you can find ways to tie any of these into your product, you will have some compelling benefits. Extracting the benefits behind your product can be challenging, but if you are getting any sales at all, then your product does have benefits. If you're not sure what your product's benefits are, just ask your customers why they bought it. All benefits are emotional in nature. For instance, customers may purchase a screen saver because they believe it will make them feel more creative, amused, peaceful, etc. Customers always buy on emotion and justify with fact, and if you're honest with yourself, you'll realize that you do this too.

A great place to learn about selling is your local WalMart-type store. Look at all the products on the shelves. How do they present themselves? Do you see the words "free" and "new" on any boxes? What is the sizzle that these products are using to entice you to buy? Let's take diapers for instance. You may see Pampers, Luvs, and Huggies. Those are all emotion-laden names. These are products that collect your baby's waste, but they are selling you on the values of pampering, loving, and hugging your child. If you think you are selling a product, you are wrong. Your product is a string of millions of ones and zeros. You are selling values and feelings. If you sell games, you are selling fun. If you sell utilities, you may be selling time or power. If you sell an image editor, you may be selling creativity or beauty. Know what you are really selling.

5. Serve.
Provide outstanding customer service with a positive attitude. Serve the customer better than anyone else serves the customer. This is one area where shareware can massively outdo retail. Turn every tech support situation into an opportunity to create a customer who is shocked and amazed to receive such incredibly good service. Some of my users with the worst technical problems ended up becoming my most loyal customers, referring friends and family members in droves, simply because I went the extra mile to solve their problems. They know and I know that no other company would have ever gone so far to help them. See every tech support email as a golden opportunity by knowing that you can provide better service than any large retail company ever could.

Find new ways to provide value to your customers. Give away freebies now and then to keep them feeling good about your company. Fix bugs promptly, and continue to add commonly requested features. Offer a free newsletter with helpful tips and tricks on getting the most out of your products, and inform customers of updates, bug fixes, and new releases. If you talk to customers on the phone, stand up and smile as soon as you answer. Treat your customers as you would want to be treated.

It always amazes me to see fellow shareware developers complain about their customers. You may indeed have a challenging customer on occasion, and there are a couple different ways to handle it. You can blame the customer and ultimately flip the bozo bit on him/her, or you can assume total responsibility for attracting that customer and having a product or system that doesn't adequately serve him/her. The first option leaves you disempowered with no chance to change the situation. The second option empowers you to take action to resolve the problem. If you hold a core belief that your customers are idiots, then this will be reflected in your product design, marketing, web site, etc. You will then attract idiots as customers because that's the type of person you had in mind throughout your design process. If, however, you start from a core belief that your customers are brilliant, friendly, honest people who want you to succeed, you will make different decisions in product design, marketing, etc, and you will attract those types of customers. I chose the latter approach when developing Dweep, and I am absolutely amazed at the brilliant, warm, loving, honest customers it attracts on a daily basis. Tech support becomes a joy instead of a headache. Never release a product thinking that someone would have to be an idiot to register it, or you will attract nothing but idiots. When you release a new product, you should feel that it will attract nothing but intelligent, friendly customers. Attitude is everything.

6. Measure.
Keep track of all the metrics in your business. Measure your web traffic, especially hits, visitors, and top referrers. Is your traffic increasing or decreasing? How many hits are you getting from search engines? What keywords are most effective for you? How many people signed up for your newsletter in the last month? Measure your sales, expenses, profit / loss, new customers, and number of tech support emails. Are these figures increasing or decreasing? How effective was your advertising?

Measure the subjective areas as well. Were your goals met? Where did you succeed? Where did you have a learning experience? What went as expected, better than expected, or worse than expected? What were the causes? Did you get any new reviews? If so, did they contain any constructive criticism? What kind of feedback did you get about your products and web site? Take the time to conduct a simple competitive analysis. Review five or ten competitor's web sites, products, search engine positions, etc. Then ask other developers for their honest opinions about your own web site. If you've never done this before, you'll be amazed at all the constructive feedback you'll receive.

The purpose of measuring is to gather accurate data with which to make better decisions. If you don't measure your results, it is very easy to draw erroneous conclusions. Create a simple spreadsheet to record your numerical results on a monthly basis, and make sure all the figures make sense to you. If you think you made a profit this month, but your checking account doesn't reflect it, then you may be missing some expenses. Strive to understand the causes behind every figure. If your sales spike or dip, always find out why. Then do more of what causes positive results and less of what causes negative results.

7. Improve.
Refine your approach in each area of your business, based on conclusions drawn from your latest measurements. If your current plan isn't working, revise it and try something else. Apply what you learned from your last competitive analysis. Bounce new ideas off other developers. Read a book in your weakest area, and develop a new skill. Evaluate new software and web-based services, set up a network, or experiment with some new technology that can help improve your business. Expand your web site. Improve your on-line order form. Add new features to your products, and improve your product descriptions. Based on your latest measurements, how can you do more of what worked and less of what didn't work?

Master these seven skills, and you will have an outstandingly successful shareware business. Fail to master any one, and that is the one that will limit the height of your success. You don't have to be 100 times smarter to make your business 100 times more effective. The horse that wins the race by a nose may get ten times the prize money of the horse that loses by a nose. Rate yourself on a scale of one to ten in each of these seven skills. Then begin working on your worst skill first, since that will provide you with the greatest overall improvement. If you bring a level nine up to a level ten, that is only a 10% improvement. But if you bring a level two up to a level six, you can triple your effectiveness.

Steve Pavlina is the CEO and founder of Dexterity Software and writes and speaks on software and computer gaming industry topics regularly. This article is Copyright ? 2000 by Steve Pavlina.

几张PP,静物和小虫子
我的相机



小玩具
】


蜜蜂


蝴蝶

今天早上在街上吃早饭，听到如下对话
饭店门口卖纸和矿泉水的：盛汤的时候往外多漫点儿，纸卖不动了
盛汤的：哦

有一句名言“如果一块被扔出去的石头会思想的话，它也肯定会认为是在按照自己的意识在飞行”。



现在全国上下反日高潮方兴未艾，到处都是“只要反日就是有理”，上海有打华师大日本留学生的，北京有砸日本大使馆的，“打砸抢”就剩下还没有抢了。



但是在这些反日战士中，有几个人真正了解日本的呢？



就说南京大屠杀吧，国人知不知道日本人从来没有否认过这是战争犯罪，即使极右翼也只敢在到底有没有30万人上做文章。据我所知，敢否认南京大屠杀的日本人就只有原民进党，现属民主党的西村一个人，石原慎太郎都没有否认过。



日本的教育，可能让国人很吃惊，是左派把持的。中小学教师的最大的工会组织“日教组”是由日共控制的，他们否认天皇，否认自卫队，否认太阳旗，否认“君之代”（日本国歌）。这点知道的人可能不多吧？日本没有“国旗国歌法”的，所以太阳旗，君之代在日本经常被扯皮。前年文部省要求学校的毕业仪式上要升国旗，唱国歌，遭到很多学校抵制，有不少校长被撤职的。



国人知不知道，在日本“爱国主义”这个词是犯忌的，谁都不敢用的。因为让人想起军国主义。



国人知不知道，日本入常其实只是小泉的政治秀，没人想入，就小泉想，小泉是打着改革的旗号上台的，上台以后却处处碰壁，内政搞不好，就只能在外交上玩玩了。小泉上台后的几次国政选举都是靠打北朝鲜绑架这张牌才如履薄冰地走了过来，现在这张牌打到头了，北朝鲜不可能再有让步了，怎么办？玩入常这张牌吧。



“军国主义复活”？那是笑话，看看地图就知道了，美军的横田基地在什么地方？就卡住了东京湾！日本人敢动？所以石原慎太郎作为东京都知事，看着横田基地就有火。有火也没办法。谁让你和老美去打的？谁让你不听山本五十六大将的话的？国人看到山本五十六在日本受人尊敬可能会想到军国主义复活什么的。其实不然，山本五十六受人尊敬是因为他反对对美开战，而且准确地预言了战争的结果。因为山本是哈佛大学毕业的，他知道美国的工业实力，美国是无法战胜的。



日本是只有战死的军人才能用方尖型墓碑，那个墓地里都有这种墓碑。看看上面的字就知道几乎全是死于二战的，每家都有人在国外战死，在国内被炸死。所以日本人最不能想象就是再和谁打仗。夏天8，9月份日本各地都有象中国庙会那样的节日，最后的高潮是游行，各大公司，民间团体出彩车，出乐队游行。走在游行队伍的最前面的是谁，国人可能猜不出来吧？猜不出来不要紧，看那牌子上的汉字，是个中国人都认识，“驻日米军管弦乐团”。我曾经问过不少日本人“看见他们烦不烦？”要知道驻日美军的费用是日本人买单的，每年每名美军要花费6000多万日元，就是60多万美元。日本人怎么回答？“不烦，有了他们就有了和平，不会打仗了。”



我不知道从那里看得出来日本在复活军国主义？



日本人不肯正视历史？不肯向受害者赔罪？如果美国在南海撞机事件后的"I am sorry"就可以算是道歉的话，那么日本已经道过多少此歉了？田中首相，日本天皇，包括国人最恨的小泉，小泉在卢沟桥抗战纪念馆说了些什么可能国人都不去记忆了吧？



89年欧美各国制裁中国，就日本没积极参加，不但不积极参加，而且还派天皇访华。这算什么？这不算对华友好？有人有要说了“那是想做生意”，可我要问了，你要别人怎么样啊？

歪曲历史，确实有歪曲历史的人，确实有歪曲历史的教科书，但是有多少人？日本是个民主国家，你不能不让别人说话，至于听不听是你的自由。所以我还不知道有哪个学校用了扶桑社的教科书的。


文章作者是冰言乱语

http://www.bullog.cn/blogs/ird/archives/19139.aspx

话说回来，中国人又是怎样对待历史的呐？不说别的，抗战史从我上小学到现在有几种版本？那个版本是真的？什么“雍正王朝”，“康熙大帝”，“乾隆大帝”什么的是不是在歪曲历史？和坤是谁都知道的大贪官，雍正是大兴文字狱的暴君，不知什么时候成了可比老一辈无产阶级革命家的人物了。那算不算歪曲历史？对，那是文艺作品，没人把那玩意儿当真。可为什么就一定认为日本人拿扶桑社的玩意儿当了真？



20年以前，国人最很的是苏修，苏联人最坏，最不是玩艺，中国所有倒霉的事全是因为有苏修在搞鬼。只要苏修完了蛋中国就好了。现在也一样，只不过苏修换成了日本。日本人最坏，最不是玩艺，中国所有倒霉的事全是因为有日本在搞鬼。只要日本完了蛋中国就好了。历史就是这样惊人的相似。



现在知道了，当年的恨苏修只是被人洗了脑，那么，现在呢？



经常有这种事：你所想的，不是你要想的，而是有人要你想的。

http://www.fifid.com/review/1005675/

从我做起。

另外，片尾曲很好听，网上现在还没下载，我自己录了一段听。

I Need to Wake Up

Have I been sleeping?
I've been so still afraid of crumbling
Have I been careless?
Dismissing all the distant rumblings
Take me where I am supposed to be
To comprehend the things that I can't see

'Cause I need to move
I need to wake up
I need to change
I need to shake up
I need to speak out
Something's got to break up
I've been asleep
And I need to wake up now

And as a child
I danced like it was 1999
My dreams were wild
The promise of this new world
Would be mine
Now I am throwing off the carelessness of youth
To listen to an inconvenient truth

That I need to move
I need to wake up
I need to change
I need to shake up
I need to speak out
Something's got to break up
I've been asleep
And I need to wake up now

I am not an island
I am not alone
I am my intentions
Trapped here in this flesh and bone

And I need to move
I need to wake up
I need to change
I need to shake up
I need to speak out
Something's got to break up
I've been asleep
And I need to wake up now

I want to change
I need to shake up
I need to speak out
Or, something's got to break up
I've been asleep
And I need to wake up now

        《神奇史沟飞》
　　《文身迷综》
　　《狐狸河的救赎》
　　《大光头有智慧》
　　《小史快跑》
　　《翻墙总动员》
　　《史沟飞和他的狱友》
　　《拯救大哥林肯》
　　《史沟非监狱历险记》
　　《阿吏正传》
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　　《将逃跑进行到底》
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　　 ——狐狸河监狱越狱事件全程系列跟踪报道
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　　《史考菲密码 》
　　《我和监狱有个约会》
　　《地道战之下水道战》
　　《我和一群猛男不得不说的秘事》
　　《怎样从洗漱池里逃走》
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　　《总统秘令》
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　　《自由之路》
　　《判我无罪》
　　《逃啊逃 逃到外婆桥》
　　《这个逃犯不太冷》
　　《屎沟飞传》
　　《翻火车》
　　《狐狸河中年翻墙事件》
　　《一场越狱引发的血案》
　　《RUN T-BAG RUN!》
　　《狐狸河秘史》
　　《风月撬枷人》
　　《出逃的心》
　　《狱中逃》
　　《囚》
　　《落镔汉》
　　《越狱也疯狂》
　　《监狱风云》
　　《坏游狐狸河28天》
　　《你追我赶的故事》
　　《我的文身难友》
　　《疯狂约会犹他州》
　　《猫和老虎Catch Me If You Can!》
　　《完全脱狱指南》
　　《一背文身闯天涯》
　　《我知道你去年背上纹了什么》
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　　《一个男人和另外七个男人的故事》
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　　《纹身 纸鹤 和狱》
　　《掘坑八壮士》
　　《狐狸河秘史》
　　《风月撬枷人》
　　《出逃的心》
　　《狱中逃》
　　《囚》
　　《落镔汉》
　　《越狱也疯狂》
　　《监狱风云》
　　《坏游狐狸河28天》
　　《饿虎藏笼》
　　《奔向自由》
　　《囚兄狱弟》
　　《迈克尔的救赎》
　　《狐&狸》
　　《沉默的镐钖》
　　《掘狱奇兵》
　　《困兽》
　　《监狱怪人》
　　《我把自己送进监狱》
　　《午夜溜啦》
　　《囹之破》
　　《掘钭士》
　　《狱中人》
　　《狱卒呆包》
　　《林肯想自由》
　　《天下无犯》
　　《我的五百万》
　　《乱事枷人》
　　《只有胖子落单》
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　　《刑囚大战》
　　《犹他 我来了》
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　　《非走不可》
　　《胜利大逃亡》
　　《监狱总动员》
　　《我的哥哥将坐电椅》
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　　《那个女人未锁门》
　　《一囚成名》
　　《像迈克那样做囚》