शैडोइंग अभ्यास: Quick Thinks: A CLEAR Way Through Conflict - वीडियो के साथ अंग्रेजी बोलना सीखें
पाठ बनाया जा रहा है...
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Conflict and challenge can arise in a flash.
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Being able to communicate calmly and clearly in these situations can have a huge impact on your short and long -term relationships.
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My name is Matt Abrahams, and I teach strategic communication at Stanford Graduate School of Business.
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Welcome to this special Quick Thinks episode of Think Fast, Talk Smart, the podcast.
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I am thrilled to share that an updated version of my Think Faster, Talk Smarter book and audiobook is now available.
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I've added content that shares how best to leverage AI for spontaneous speaking, how to reduce the added communication anxiety AI can bring,
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along with many other best practices I've learned since the book first came out.
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Additionally, I've added a chapter many people requested on how to handle in -the -moment conflict.
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Take a listen to an excerpt from the updated audiobook on how to better manage emotional challenges
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that can flare up in our relationships.
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Application number seven, staying calm, focused, and clear when conflict strikes.
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Key insight.
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Years ago, a friend of mine ran into some unexpected trouble during a birthday dinner for his sister that he was hosting.
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As my friend was slicing up his sister's favorite roast chicken dish, she made a snide remark about his parenting skills.
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Feeling hurt and offended, he couldn't help but lob some bitter insults back at her.
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Their dispute escalated, and despite the efforts of other family members to intervene, his sister stormed out.
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The two didn't speak for a few years.
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Today, my friend realizes that their rupture didn't have to happen, but was spurred by the spontaneous, unpredictable nature of the conflict.
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Caught by surprise, he simply couldn't handle the situation as calmly and productively as he might have.
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Conflicts in relationships might be unpleasant, but they aren't inherently bad.
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In fact, they're essential.
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Research suggests that conflict when properly handled can lead to better work outcomes, stronger relationships, and creative problem -solving.
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The key is to overcome the strong emotions that seize hold of us when we unexpectedly find ourselves under fire.
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The spontaneous nature of these moments is precisely what makes them so challenging.
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When someone takes offense at a comment we've made, or interrupts with sharp criticism, or says something that disappoints us and leaves us stewing,
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we know that an aggressive or otherwise ill -advised retort on our part will only make matters worse.
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We have to get our message right, but we're also usually not at our calmest, clearest, or most rational.
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These situations demand our very best communication precisely when our stress response undermines our ability to deliver it.
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As Joseph Grenny, co -author of the book Crucial Conversations notes, under conditions of threat, we have a tendency to tell ourselves three kinds of stories,
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victim, villain, and helpless stories.
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In the moment, my friend might have convinced himself that he was a helpless victim who had been accosted by his sister.
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He hadn't done anything to deserve that.
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He might have framed his sister as the villain, someone who apparently feels entitled to say whatever she wants, regardless of whom she hurts.
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He might have justified the insults he threw at her by reasoning that he had no choice as he was under attack.
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Anyone affronted like he'd been would have responded similarly he was helpless to respond otherwise.
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These three kinds of narratives work together to lock us into defensiveness.
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They amp up our emotions and justify unhealthy responses, creating what researchers call a conflict spiral,
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in which negative emotions and expressions feed on themselves.
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We're not doomed to such spirals.
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With the right tools and a bit of practice, we can train ourselves to overcome the emotions that arise when we're caught by surprise,
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so that we can respond in ways that strengthen our relationships.
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Although we might not always achieve the outcomes we want, we can boost our chances if we learn to manage conflict productively and disagree nicely.
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Why it matters.
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Understanding how to communicate effectively in these unplanned conflict moments is one of the most valuable skills we can develop.
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When we mishandle impromptu disagreements at work or at home, our productivity and that of others around us declines.
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Our relationships fracture and we can suffer long -term damage to our reputations.
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We also miss the opportunity to learn about ourselves and others, which could lead to better solutions and set us up better for future interactions.
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When we become adept at disagreeing, we can become more effective.
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happier, and connected with others around us.
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Craft your content.
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A mountain of research exists around conflict, and I've been fortunate to have a number of experts appear on my Think Fast, Talk Smart podcast as guests.
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Coming away from these conversations, it occurred to me that devices from earlier in this audiobook, for instance, what, so what,
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now what, can help structure our communication responses in conflict so we don't simply need another one.
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Instead, we need a method for cautiously laying the groundwork for an effective response.
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Before we can pin down precisely how to communicate when in the heat of conflict, we first must step back,
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calm ourselves, and interrogate the situation in a methodical way.
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Synthesizing the insights and approaches of my podcast guests, I've arrived at a five -step framework called CLEAR, C -L -E -A -R,
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that allows us to achieve a refreshing clarity even in the most heated moments.
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C. Check yourself.
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L. Listen with receptiveness.
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E. Explore their perspective.
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A. Acknowledge before advocating.
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R. Respond strategically.
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After running through the first four steps in the CLEAR framework, you can then leverage earlier structures in the R step to help you craft your message in the moment.
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Let's explore each of these five steps in turn.
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Step 1.
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Check yourself.
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Self -awareness is the foundation for effective communication during conflicts.
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You can't engage productively with others if you don't understand your own internal state.
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Jen Nguyen, a professor at New York University's Stern School of Business, advises we should first look for cues and clues that we're feeling triggered, a lump in our throat,
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butterflies, a clenched jaw, a quickened pulse.
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If we sense these and similar signs, we can learn to pause even just for a few seconds,
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taking a breath or two while imagining a peaceful place or a person whom we find calming.
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This serves to activate our parasympathetic nervous system and counteract our stress response.
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It also gives us a moment to shift out of a reactive mode
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and move from a hotter emotional state to a cooler one.
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As we're pausing, we can reframe the situation in our minds, reminding ourselves that what we initially took as a threat might actually be an opportunity to learn.
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We might ask ourselves why someone might reasonably be acting as our partner in conflict is.
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Example.
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Years ago, a colleague of mine, I'll call him Chuck, and I were collaborating on a fairly high -stakes work project.
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During a meeting with our mutual boss, Chuck proposed a course of action that undercut me and ran counter to what he and I had previously agreed.
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I was surprised and angry.
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I felt my chest tighten as it always does when I get upset, and this clued me in to take a moment to pause and check in with myself.
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Rather than rushing to confront Chuck in front of our boss, I managed to calmly ask Chuck why he thought his approach was the best course of action.
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Step two, listen openly.
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Once you've checked yourself, focus on listening, making use of the skills presented in chapter four.
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Passive hearing isn't enough.
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You must show genuine curiosity about the other person's perspective and openness to what they might be saying.
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What Harvard University's Julia Minson calls conversational receptiveness.
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As she found in her research, adding simple phrases that express a willingness to learn dramatically changes how others perceive us.
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Try saying, I understand this is a really complicated topic and I'd love to understand your point of view.
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Or, I get that some people might disagree, and I'd like to learn about your perspective.
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You can also convey curiosity explicitly by asking respectful, open questions.
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As the person speaks, process what they're saying rather than planning out what you're going to say next.
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We often feel uncomfortable showing curiosity when we're in conflict with others, as it can feel like we're acquiescing.
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But the benefits of curiosity and listening are significant.
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As Minson notes, research participants who expressed curiosity came across as dramatically more reasonable and thoughtful and pleasant than those who didn't.
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Example.
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In my conflict with Chuck, I asked lots of questions, including, what are the short and long -term implications of your plan of action?
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And are there ways that we can support your goals while also addressing mine?
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I queried him about specific tactical issues like cost, timing, and scalability.
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My tone here was critically important.
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I conveyed genuine curiosity and deference, listening intently to his responses.
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Although Chuck did provide a clear rationale and detailed information, he wound up digging into his position.
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This wasn't what I'd hoped, but at least I had a better sense of how strongly he held his position and how thoroughly he'd thought it out.
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Step 3.
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Explore their perspective.
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Before you can respond effectively, be sure that you understand not just what the other person is saying, but why they're saying it.
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This requires that you think strategically about their situation, motivations, and interests.
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Ask yourself what's going on in this person's mind?
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What concerns do they have?
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Thinking back to the villain stories that Joseph Grenny mentioned try to challenge such narratives in your mind.
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Might this person be behaving more reasonably or rationally than you think?
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Do they have insight, perspective, or experience that you lack?
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And might this be guiding their actions?
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Are you ascribing negative intent to them where none existed?
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Example.
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As my conversation with Chuck unfolded, my boss and I learned
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that he was really most concerned about finding a new role
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for an employee of his who had a lot of potential but was struggling in his current role.
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The desire to help this employee was a key reason
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that Chuck had deviated from the course of action on which we'd previously agreed.
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Step four, acknowledge before advocating.
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Once you understand the other person's perspective, don't just rush in presenting your own.
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Rather, convey your understanding by paraphrasing back what the other person said and making sure that you've heard them correctly.
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Many conflicts flare out of control because we rush to make our point without first showing we've genuinely listened.
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By conveying our understanding, we're not necessarily agreeing with the other person.
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We're simply demonstrating that we've heard them and that we respect them enough to consider carefully what they're saying.
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In repeating what you've heard, emphasize any points of agreement, ask for clarification if needed,
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and guard against subtly disparaging or reframing what they've said in the course of paraphrasing it.
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When conveying disagreement, don't immediately contradict it, but instead point to a more integrative and inclusive approach.
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Instead of saying, I understand you're frustrated, but we discussed this deadline last week, say, I understand why you might be frustrated,
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and I want to talk about how we can make this deadline work.
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The simple use of and instead of but makes all the difference.
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Example.
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After posing questions and listening attentively, I recounted Chuck's position in my own words,
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indicating that I understood how strongly he felt and that I appreciated his position.
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I also indicated respectfully that I didn't agree with him and that I also had an alternative viewpoint that was worth considering.
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Step 5.
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Respond strategically.
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After the first four steps, you're finally ready to respond substantively.
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You might feel tempted to advocate strongly for your position and adopt a take -no -prisoners approach.
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Instead, respond with an eye toward maintaining the relationship and keeping dialogue open.
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Following the advice given elsewhere in this audiobook, clarify your own deeper goals and core priorities,
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and adjust your communication given the specific relationships in play.
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Think too about which communication medium might be the most advantageous given the circumstances.
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Instead of responding immediately in the moment, perhaps it would help to wait a few hours and send an email.
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Doing so might give you and the other person time and space to think and let your emotions cool.
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On the other hand, email might feel too formal, and using it might be taken as a sign of distancing and disrespect.
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It all depends on the situation.
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Example.
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In my conflict with Chuck, I thought of a way we could implement his desired course of action while modifying it to satisfy my concerns.
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We could adopt a phased approach
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that allowed his employee to do both the role Chuck wanted and a bit of the role I needed.
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This wasn't a perfect solution, but it was good enough.
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Although Chuck grew heated, I presented this solution in a way that was calm and reasonable.
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My boss expressed appreciation for the professional way I'd conducted myself, and in the end, he decided to go with what I proposed.
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Well, there you have it.
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A clear way to handle the in -the -moment conflicts that we all experience.
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I find myself relying on these techniques often, and they really can make a difference.
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I encourage you to use these techniques as well.
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Please check out my updated Think Faster, Talk Smarter book wherever you get your books and audiobooks.
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This episode was produced by Katherine Reed, Ryan Campos, and me, Matt Abrahams.
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Our music is from Floyd Wonder.
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With special thanks to Podium Podcast Company and the audio team at Simon & Schuster for providing this excerpt.
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Thank you.
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इस पाठ की शब्दावली और बोलने के सुझाव
यह B2 स्तर का स्पीकिंग पाठ वीडियो “Quick Thinks: A CLEAR Way Through Conflict” पर आधारित है। सबसे ज़्यादा दोहराए गए शब्द ये हैं: conflict, Chuck, step, moment। इस वीडियो में शैडोइंग के लिए 166 वाक्य और 2315 शब्द हैं। बोला गया हिस्सा 15:09 लंबा है। वक्ता लगभग 153 शब्द प्रति मिनट की स्वाभाविक गति से बोलता है, जो रोज़मर्रा की बातचीत के करीब है। केवल 78% शब्द अंग्रेज़ी के 3,000 सबसे आम शब्दों में से हैं, इसलिए शब्दावली कठिन है।
इस वीडियो की मुख्य शब्दावली
वीडियो के 15 सबसे कठिन शब्द, उच्चारण और अर्थ के साथ:
| शब्द | उच्चारण | अर्थ |
|---|---|---|
| curiosity संज्ञा | /ˌkjʊɹ.iˈɑ.sə.ti/ | जिज्ञासा |
| emotion संज्ञा | /ɪˈməʊ.ʃən/ | भावना, जज़्बा |
| audiobook संज्ञा | /ˈɔdi.oʊbʊk/ | श्रव्यपुस्तक |
| convey क्रिया | /kənˈveɪ/ | व्यक्त करना |
| podcast संज्ञा | /ˈpɑdˌkæst/ | पॉडकास्ट, कोशसत्र |
| helpless विशेषण | /ˈhɛlplɪs/ | विवश, असहाय |
| villain संज्ञा | /ˈvɪl.ən/ | खलनायक |
| precisely क्रिया विशेषण | /pɹɪˈsaɪs.li/ | यथार्थतः, यथावत् |
| arise क्रिया | /əˈɹaɪz/ | उद्गम |
| insult संज्ञा | /ɪnˈsʌlt/ | अपमान, अनादर |
| acknowledge क्रिया | /əkˈnɑ.lɪd͡ʒ/ | स्वीकार करना |
| offend क्रिया | /əˈfɛnd/ | अपमान करना |
| disrespect संज्ञा | /dɪsɹɪˈspɛkt/ | अनादर, अपमान |
| disagreement संज्ञा | /dɪsəˈɡɹiːmənt/ | बहस |
| fracture संज्ञा | /ˈfɹæk.t͡ʃʰəː/ | अस्थिभंग, शिकस्त |
दोहराने लायक वाक्य
वीडियो के छोटे, पूरे वाक्य जिन्हें आप रोज़ की बातचीत में इस्तेमाल कर सकते हैं:
- We're not doomed to such spirals.
- Let's explore each of these five steps in turn.
- Ask yourself what's going on in this person's mind?
- Might this person be behaving more reasonably or rationally than you think?
- Do they have insight, perspective, or experience that you lack?
इस वीडियो का व्याकरण
वक्ता जिन संरचनाओं का सबसे अधिक प्रयोग करता है, वीडियो के असली शब्दों के साथ:
| संरचना | वीडियो में |
|---|---|
| Present perfect have/has + past participle — बीता हुआ काम जिसका असर अभी भी है | I've added · I've learned · we've made |
| Passive voice be + past participle — ज़ोर इस पर कि क्या होता है, न कि कौन करता है | was spurred · had been accosted · might be frustrated |
| Relative clauses who / which + उपवाक्य — व्यक्ति या वस्तु के बारे में अतिरिक्त जानकारी | someone who apparently · those who didn |
ध्यान देने योग्य उच्चारण
वक्ता 52 बार संक्षिप्त रूपों का प्रयोग करता है, जैसे we're, I've, didn't। इन्हें वैसे ही छोटा बोलें जैसा आप सुनते हैं।
- “th” की ध्वनियाँ: unhealthy /ʌnˈhɛl.θi/, thrill /θɹɪl/, thoughtful /ˈθɔːtfəl/, strengthen /ˈstɹɛŋ(k)θən/, thoroughly /ˈθʌɹ.ə.li/
- “sh” और “zh” की ध्वनियाँ: emotion /ɪˈməʊ.ʃən/, clarification /ˌklæɹɪfɪˈkeɪʃən/, implication /ˌɪmpləˈkeɪʃən/, refresh /ɹɪˈfɹɛʃ/, rational /ˈɹæʃ(ə)nəl/
- लंबे शब्द — बलाघात सही रखें: curiosity /ˌkjʊɹ.iˈɑ.sə.ti/, audiobook /ˈɔdi.oʊbʊk/, spontaneous /spɑnˈteɪ.ni.əs/, reasonably /ˈɹiː.zən.ə.bli/, clarification /ˌklæɹɪfɪˈkeɪʃən/
हिंदी भाषियों के लिए मुश्किल ध्वनियाँ:
- /v/ और /w/ का फ़र्क़ — /v/ में ऊपर के दाँत निचले होंठ को छूते हैं, /w/ में होंठ गोल होते हैं: convey /kənˈveɪ/, villain /ˈvɪl.ən/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, viewpoint /ˈvjuː.pɔɪnt/, intervene /ˌɪntəˈviːn/
- /z/ — इसे “ज” (/dʒ/) न बनाएँ: paraphrase /ˈpæɹəfɹeɪz/, excerpt /ˈɛɡzɜː(p)t/, arise /əˈɹaɪz/, pause /pɔːz/, reasonably /ˈɹiː.zən.ə.bli/
- शब्द की शुरुआत में s + व्यंजन — पहले “इ” न जोड़ें: spontaneous /spɑnˈteɪ.ni.əs/, spiral /ˈspaɪɹəl/, strengthen /ˈstɹɛŋ(k)θən/, stake /steɪk/
इस वीडियो से अभ्यास कैसे करें
- पहले बिना बोले पूरा वीडियो एक बार सुनें और जो शब्द नहीं आते उन्हें लिख लें।
- 0.75× गति से शुरू करें, एक-एक वाक्य की शैडोइंग करें, और सहज लगने पर सामान्य गति पर लौटें।
- अपनी आवाज़ रिकॉर्ड करें और मूल से तुलना करें, ख़ासकर curiosity, emotion, audiobook जैसे शब्दों पर ध्यान दें।
शैडोइंग तकनीक क्या है?
शैडोइंग (Shadowing) एक विज्ञान-समर्थित भाषा सीखने की तकनीक है जो मूल रूप से पेशेवर दुभाषिया प्रशिक्षण के लिए विकसित की गई थी। विधि सरल लेकिन शक्तिशाली है: आप मूल अंग्रेज़ी ऑडियो सुनते हैं और तुरंत इसे ज़ोर से दोहराते हैं — जैसे वक्ता की छाया 1-2 सेकंड की देरी से। शोध से पता चलता है कि यह उच्चारण सटीकता, स्वर, लय, जुड़ी हुई ध्वनियाँ, सुनने की समझ और बोलने की प्रवाहशीलता में काफ़ी सुधार करता है।