Shadowing Practice: Cambridge 12 Test 2 Section 4 Listening - Learn English Speaking with Video
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Section 4.
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You will hear part of a lecture about conflict at work, given by a business studies lecturer.
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First, you have some time to look at questions 31 to 40.
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Thank you.
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Now listen carefully and answer questions 31 to 40.
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Over the years, attitudes towards workers have changed considerably.
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After all, there was a time when workers had no rights at all and laboured in appalling conditions.
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Conditions have improved a lot, but conflict in the workplace is still common,
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and human resources managers nowadays need to be able to deal with it when necessary.
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What is conflict in the workplace?
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Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable.
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from minor, harmless arguments to, at the opposite extreme, physical violence.
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Much of this is covered by the term bullying,
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by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
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Although all behaviour like this is a form of conflict, not all conflict can be described in these terms.
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As with all human behaviour, there are numerous reasons for it,
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but often it's caused by someone who feels the need to show their superiority over someone else,
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in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
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In some cases, one person simply dislikes the other,
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on the basis that the personality of one is in some way incompatible with that of the other person.
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A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic.
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Not that that justifies treating them badly, of course.
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Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
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These conflicts are called structural and could come about, for example,
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when a sales team believe they are the only people in the business who do any useful work
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and look down on behind-the-scenes administrators.
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Conflict obviously affects the individuals concerned.
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The situation is likely to be very stressful for victims,
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resulting in their absence from work, possibly for months.
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For the company, if no effort is made to deal with conflict,
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it can spiral out of control and even lead to the breakdown of the business.
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Some interesting work with chief executives,
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CEOs, has uncovered some of the reasons why they may treat colleagues badly.
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Many CEOs combine two opposing characteristics.
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Confidence, that is, the belief that they're capable of great achievements, with a high level of anxiety,
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a fear of missing targets, whether set by themselves or by the directors of the company.
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This combination can make them respond badly to anyone who questions their decisions.
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In a high-pressure work environment,
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such characteristics become problematic, and it's particularly difficult to tackle the situation where colleagues,
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managers and board members are all trying to achieve their own visions.
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When they can't agree on strategic issues and on where they see the business going, there are real problems.
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For managers at lower levels within the organisation, it might seem that an autocratic form of management,
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where the chief executive gives orders and everyone else has to obey, would see more conflict than others.
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Interestingly, though, a company with a more democratic business model can suffer more
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when uncertainty about who to report to leads to conflicting demands.
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Now I'll say a little about dealing with the type of conflict that has harmful effects.
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Of course, the ideal is to prevent it arising in the first place.
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A good manager at any level will make efforts to earn the respect of the people they work with,
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particularly those who report to them.
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That will involve politeness in all communications and treating them as equals who happen to have a different role within the organisation.
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Sometimes, of course, conflict does occur and can get out of hand.
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In such cases, the Human Resources Department often gets involved.
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However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
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then an external mediator might be able to help.
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By talking to both sides and trying to find the truth of what's been happening,
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they can build a clear picture of the situation and give feedback that both sides will accept,
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precisely because they're independent.
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That is the end of section four.
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You now have half a minute to check your answers.
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That is the end of the listening test.
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In the IELTS test, you would now have 10 minutes to transfer your answers to the answer sheet.
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Vocabulario y notas de pronunciación para esta lección
Esta lección de conversación de nivel C1 se basa en el vídeo “Cambridge 12 Test 2 Section 4 Listening”. Las palabras que más se repiten: conflict, manager, answer, colleague, behaviour. Este vídeo tiene 61 frases y 774 palabras para practicar shadowing. La parte hablada dura 8:34. El hablante habla despacio, unas 90 palabras por minuto, así que hay tiempo para imitar cada sonido. El 84 % de las palabras está entre las 3.000 más comunes del inglés; conviene repasar el resto antes de empezar.
Vocabulario clave de este vídeo
Las 15 palabras más avanzadas del vídeo, con su pronunciación y significado:
| Palabra | Pronunciación | Significado |
|---|---|---|
| colleague sustantivo | /ˈkɒliːɡ/ | colega, compañero |
| arise verbo | /əˈɹaɪz/ | surgir, provenir |
| characteristic sustantivo | /ˌkæɹ(ə)ktəˈɹɪstɪk/ | característica |
| workplace sustantivo | /ˈwɝkˌpleɪs/ | lugar de trabajo, curro |
| appalling adjetivo | /əˈpɔːlɪŋ/ | terrible, horrible |
| incompatible adjetivo | /ˌɪŋkəmˈpætɪbəl/ | incompatible, malavenido |
| intolerant adjetivo | /ɪnˈtɑləɹənt/ | intolerante |
| mediator sustantivo | /ˈmidieɪtɚ/ | mediador, tercero en discordia |
| mouthpiece sustantivo | /ˈmaʊθˌpiːs/ | micrófono |
| pessimistic adjetivo | /ˌpɛ.səˈmɪs.tɪk/ | pesimista, agorero |
| politeness sustantivo | /pəˈlaɪtnəs/ | educación, cortesía |
| uncover verbo | /ʌnˈkʌvɚ/ | destapar, descobijar |
| superiority sustantivo | /sʊˌpɪə(ɹ).iˈɒ.ɹɪ.ti/ | superioridad |
| interestingly adverbio | interesantemente | |
| aggressively adverbio | agresivamente |
Phrasal verbs que vas a escuchar
| Palabra | Significado |
|---|---|
| get out of verbo | salirse de, ponerse fuera de |
| look down on verbo | menospreciar, ningunear |
Gramática en este vídeo
Las estructuras que más usa el hablante, con las palabras exactas del vídeo:
| Estructura | En el vídeo |
|---|---|
| Voz pasiva be + participio pasado — importa lo que ocurre, no quién lo hace | is covered · can be described · are called |
| Present perfect have/has + participio pasado — una acción pasada que sigue importando ahora | have changed · have improved · has uncovered |
| Oraciones de relativo who / which + oración — información extra sobre una persona o cosa | someone who feels · anyone who questions · those who report |
Pronunciación a tener en cuenta
El hablante usa 6 contracciones y formas reducidas, como they're, aren't, can't. Dilas en su forma corta, tal como las oyes.
- Palabras largas — cuida el acento: characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, abusively /əˈbju.sɪv.li/, incompatible /ˌɪŋkəmˈpætɪbəl/, intolerant /ɪnˈtɑləɹənt/, pessimistic /ˌpɛ.səˈmɪs.tɪk/
Sonidos difíciles para hispanohablantes:
- s + consonante al inicio — sin añadir una “e” delante: spiral /ˈspaɪɹəl/, stressful /ˈstɹɛsfəl/
- /v/ — no es /b/: los dientes tocan el labio inferior: abusively /əˈbju.sɪv.li/, uncover /ʌnˈkʌvɚ/, behave /bɪˈheɪv/
- /z/ — sonora, no /s/: arise /əˈɹaɪz/, optimism /ˈɑptɪmɪzəm/, oppose /əˈpoʊz/
Cómo practicar con este vídeo
- Escucha el vídeo entero una vez sin hablar y anota las palabras que no conoces.
- Haz shadowing frase por frase a velocidad normal, repitiendo cada una hasta que tu ritmo coincida con el del hablante.
- Grábate y compara con el original, prestando atención a palabras como colleague, arise, characteristic.
¿Qué es la Técnica de Shadowing?
Shadowing es una técnica de aprendizaje de idiomas respaldada por la ciencia, desarrollada originalmente para la formación de intérpretes profesionales y popularizada por el políglota Dr. Alexander Arguelles. El método es simple pero poderoso: escuchas audio en inglés nativo y lo repites en voz alta de inmediato, como una sombra que sigue al hablante con solo 1-2 segundos de retraso. A diferencia de la escucha pasiva o los ejercicios de gramática, el shadowing obliga a tu cerebro y músculos de la boca a procesar y reproducir simultáneamente patrones de habla reales. Las investigaciones muestran que mejora significativamente la precisión de la pronunciación, la entonación, el ritmo, el habla conectada, la comprensión auditiva y la fluidez al hablar, convirtiéndola en una de las metodologías más efectivas para la preparación del IELTS Speaking y la comunicación en inglés en el mundo real.