シャドーイング練習: Thinking Beyond Sheryl Sandberg's Lean In, with Jody Greenstone Miller | Big Think - YouTubeで英語スピーキングを学ぶ
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Sheryl Sandberg and the cadre of women who are writing about the problems women have that are creating barriers for their success,
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Sheryl Sandberg and the cadre of women who are writing about the problems women have that are creating barriers for their success,
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whether it's confidence or it's being bossy or it is being perceived as somehow less friendly or desirable if you are successful,
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are all fine.
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These are not new ideas.
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These are ideas that have been around since Matina Horner,
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40 years ago, wrote her famous Fear of Success study where she showed
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that women were afraid of what success would do to them.
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And she did a fantastic research project where she asked women from very elite colleges
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and men from elite colleges to answer a prompt.
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And the prompt was, Jane finds herself at the top of her medical school class.
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And for men it was,
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John finds himself at the top of his medical school class.
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And the men would write about John's wonderful success and how he would prosper and have a wonderful family and wife.
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And the women would write things like,
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Jane will be torn limb from limb,
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she will be miserable for the rest of her life,
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she's never going to be happy.
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And based on this, Martina Horner said,
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women have an internal block that prevents them from being successful because they're afraid of its impact.
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Now, this was 40 years ago.
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So what we're hearing today from people like Cheryl is very much the same,
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that there are these internal things,
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there are societal perceptions, and that those are the real hurdles to women becoming true leaders globally,
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and leaders whether it's politics,
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whether it's nonprofits or whether it's corporate America.
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And I don't think there's anything necessarily wrong with that.
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And some of these I think are in fact real issues,
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but I don't think that's the real problem.
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I think the real problem is the way institutions are structured and the paths to leadership today,
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which require one kind of person to be successful.
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And that kind of person is the kind of person who makes the judgment that working and working
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at very intense ways that require sacrifices across many other elements of an individual's life
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is the way you will achieve success and they're willing to make that choice.
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And there's nothing wrong with that.
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The problem is many people,
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many of them are women,
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but many of them increasingly are millennial men,
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don't always want to exercise their talents in a way that it means sacrificing so much of the rest of their life.
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And so if we really want to tackle why there aren't more women in leadership
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and why maybe you will want different kinds of leaders,
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what I call a diversity of leadership that really is about a diversity of values,
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not just diversity of gender or race,
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you need to create alternative paths to leadership.
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And what that really means is what is the problem?
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If it's not leaning in,
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if it's not confidence, what's stopping women?
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I believe it's the fact that most jobs today at the very senior levels require an inordinate amount of time.
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It's not a mystery.
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It's not rocket science.
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It's that jobs today are structured to require people to work 80,
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90, 100 hours a week in order to achieve success in the organization.
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To me, that is both short-sighted on behalf of organizations,
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because I don't think they're are getting the best of people and they're limiting their talent pool,
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and obviously individuals who may desire to exercise their talents,
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if they're lucky enough to have them,
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to rise to the top in a way that they can do it with still allowing for other things in their life.
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I think you've got to re-examine how organizations are structured and rethink time.
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So when we think about time,
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the fact that people are working five days a week,
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eight, ten hours a day is actually relatively arbitrary.
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It's a holdover from the period of time when we were a farming culture.
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And you have to ask yourself, why does that matter?
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What matters is the amount of time we need to get a particular piece of work done
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and how we are going to apply talent against that.
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It's not as though there is a magic to working five days a week or six days a week,
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eight hours a day or ten hours a day.
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That's just what we're used to.
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This is not rocket science.
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It's not curing cancer.
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It's something that every individual manager and every company has the power to change.
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And the reason you want to change it,
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you want to think about changing it,
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is that you can expand your talent pool.
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There are a lot of people on the sidelines who have enormous talent,
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but they want to work differently.
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They want to work three months a year,
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not 12 months a year.
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They want to work four days a week,
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not five days a week.
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They want to work six hours a day,
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not 10 hours a day.
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There are all kinds of reasons that people have different time commitments that will work for them.
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And companies today are not flexible enough to understand how to accommodate
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and manage so that you can take advantage of this talent pool.
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And if you open your aperture to think about time differently,
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then you will find enormous resources available to you that were not available to you right now.
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So you absolutely will have greater communication cost,
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greater teamwork cost, but you will have such a loyal and productive talent pool inside of your company,
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that those costs, I think, are more than offset.
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And our experience has been that people who work 25 hours a week are the most efficient,
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the most focused.
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They know they have time to do whatever else they need to do in their life when they're not working.
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So when they work, they really work.
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If you hire somebody 40,
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50, 60 hours a week,
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the rest of their life doesn't go away.
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It just gets squeezed in.
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And so productivity is impacted.
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And I think you find that it affects both satisfaction because people always feel stretched and ultimately productivity.
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And so I feel from our experience
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that the folks who are working less than 40 hours a week are as productive
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and maybe more productive than the people who work more.
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Again, it's not right or wrong,
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but it's an ability to have a culture where not everybody has made the decision
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that I'm gonna put my head down
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and only focus on my work to the exclusion of other things in my life
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because I want to excel and I want to be a leader,
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you will be bringing in people who have made different choices
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but may have just as much talent and just as much ambition actually and just as much drive,
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they just want to do it in the smaller chunks.
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このレッスンについて
このレッスンでは、シャーリル・サンドバーグの「リーン・イン」に関連する問題を考察しつつ、女性のリーダーシップの障壁について学びます。特に、女性が成功する上で直面する内面的な障害や社会的な偏見について探ります。この動画の内容を通じて、英語のスピーキング練習を行い、リーダーシップや成功に関する英語表現を強化します。
キーワードとフレーズ
- 成功への恐れ - Fear of success
- 内部のブロック - Internal block
- リーダーシップの多様性 - Diversity of leadership
- 時間を要求する仕事 - Jobs that require an inordinate amount of time
- 社会的認識 - Societal perceptions
- 異なるリーダーの価値観 - Diversity of values in leadership
- キャリアの選択 - Choices in career
練習のヒント
この動画のスピードとトーンに合わせたシャドーイング練習を行う際のアドバイスをいくつか紹介します。特に、英語スピーキング練習を行う際には以下の点に注意してください：
- まずは動画を通して内容を理解しましょう。それから、もう一度再生し、話し手に合わせて言葉の後を追いましょう。
- 発音やイントネーションに注意してください。感情や強調がどのように表現されているかを意識しながら練習すると効果的です。
- 短いフレーズに分けて練習することで、ストーリー全体を把握しながらスピーキングスキルを向上させましょう。
- 自分のペースで練習した後、次第にスピードを上げることで、実際の会話に適応する能力を養います。
- 特に取得した語彙やフレーズを使って独自の文章を作成してみると、記憶に定着しやすくなります。
このプロセスを通じて、shadowspeakやshadow speakingを意識した練習を続けて、IELTS スピーキング対策にも役立てましょう。
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。