シャドーイング練習: Crisis Communication Theory: IELTS LISTENING (actual test) kèm đáp án & transcript with location - YouTubeで英語スピーキングを学ぶ
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Section 4.
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You will hear part of a lecture to business management students about what managers should do when their organisation faces a crisis.
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First, you have some time to look at questions 31 to 40 on page 7.
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Thank you.
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Now listen carefully and answer questions 31 to 40.
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Today, I want to talk about how organisations can respond to a crisis,
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which happens when a serious problem occurs suddenly and must be dealt with quickly.
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I will talk about a theory that tells crisis managers how to communicate in different kinds of crises.
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Some people ask why we need theory in crisis communication.
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Isn't logic the answer?
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Yes, it is sometimes.
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but organizations often handle crisis communication badly.
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What we find is that,
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in reality, much of the advice that organizations receive on how to respond to a crisis is just a guess.
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Theory and research allow us to take those suggestions and test them.
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Then, managers can be given advice based on actual evidence of what works and what doesn't.
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The crisis theory has categorized three general types of crises.
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One type is a crisis where the organization is a victim and has very little responsibility.
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For example, this kind of crisis could be caused by a rumor.
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The second kind is accidental.
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There isn't much responsibility because there are other outside factors that contributed to it.
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And the third one, and the most difficult to actually manage, is a preventable crisis.
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In this kind of crisis, those affected believe strongly that a mistake was made within the organization.
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The type of crisis is important because the more people think the organization is responsible for the crisis,
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the angrier they become at the organization.
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The theory begins by suggesting a two-part basic response that can be used in all kinds of crisis.
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The first part is to provide information to those affected so that they can protect themselves from further harm.
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Many crises pose a risk to people.
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For example, if there is a chemical release, people might have to evacuate an area.
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or if there's a product which could be harmful, people need to be told about it so they don't buy it or so if they have bought it,
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they can return it.
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The second part of the basic response is to communicate the action the organization is planning in order to prevent another crisis.
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This is important because those affected by a crisis are often concerned that it is going to happen again.
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Beyond this, crisis managers also have other tools to shape how people think about the crisis.
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Crisis managers can use several strategies to do this.
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One strategy is to diminish the crisis.
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If crisis managers have proof, which is convincing, they can argue that a crisis is not as bad as people think.
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If they can argue this successfully, the harmful effects are reduced.
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Another way to shape thinking is to give excuses which emphasize a lack of intent.
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Therefore, people will see the crisis as an accident.
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This is important because an accidental crisis is much easier to manage than an intentional crisis.
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Crisis managers can also protect the organization's reputation when there is a major crisis.
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Their first goal is to reduce the negative opinions generated by the crisis.
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This can be done by presenting new positive facts and figures about the organization,
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or by reminding people of past good works done by the organization.
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Rebuild strategies are useful for preventable crises or when there has been a series of accidental crises,
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as these crises present a severe threat to the perceived reliability of the organization.
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For example, a crisis where the organization is clearly at fault
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or broke a law can be very damaging and can result in loss of business.
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Rebuild strategies can also be used to reduce the impact of the crisis.
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To do this, crisis managers say and do things to benefit those affected by the crisis.
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The reputation of the organization can also be protected in practical ways.
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The problem can sometimes be addressed by offering an apology to those affected by the crisis.
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This may be sufficient action when the problem is relatively minor.
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However, if the crisis is very severe, the most common strategy is to offer compensation to those affected.
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So, to summarize, crisis communication theory is interesting to managers as it gives positive guidance on how to respond.
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It can help them figure out which strategy...
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That is the end of Section 4.
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You now have half a minute to check your answers.
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Thank you.
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Thank you.
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このレッスンについて
「Crisis Communication Theory: IELTS LISTENING (actual test) kèm đáp án & transcript with location」を使って、シャドーイングで英語を練習しましょう。
毎日15〜30分の練習で、IELTSスピーキングへの自信と実践的な英会話力が身につきます。
シャドーイングとは？英語上達に効果的な理由
シャドーイング（Shadowing）は、もともとプロの通訳者養成プログラムで開発された言語学習法で、多言語習得者として知られるDr. Alexander Arguelles によって広く普及されました。方法はシンプルですが非常に効果的：ネイティブスピーカーの英語を聞きながら、1〜2秒の遅延で声に出してすぐに繰り返す——まるで「影（shadow）」のように話者を追いかけます。文法ドリルや受動的なリスニングと異なり、シャドーイングは脳と口の筋肉が同時にリアルタイムで英語を処理・再現することを強制します。研究により、発音精度、抑揚、リズム、連音、リスニング力、そして会話の流暢さが大幅に向上することが確認されています。IELTSスピーキング対策や自然な英語コミュニケーションを目指す方に特におすすめです。