シャドーイング練習: This Book Will Teach You How Expert Negotiators Get to Yes - 動画で英語スピーキングを学ぶ
練習モードを選ぶ
各モードは全画面の練習ルームで開きます。
174 文
文が短すぎたり長すぎる場合は、Editをタップして調整してください。
1
William Urey and Roger Fisher are the founders of the Harvard Negotiation Project.
2
They've written a book together titled "Getting to Yes."
3
I recently read the book and want to share with you the key lessons.
4
According to the book, negotiation isn't about splitting things 50 /50 or insisting on your way or my way.
5
It is definitely not about winning or losing.
6
If you're asking who is winning, You've already lost.
7
So, what is a negotiation about, then?
8
Let me give you a few examples and you'll see.
9
Two men argue in a library, one wants the window open for fresh air, The other wants it closed to avoid the wind blowing his papers.
10
So what do you do?
11
Do you leave it half open, a bit open, or closed?
12
The librarian listens to both, and then goes and opens the window in another room, bringing in fresh air without disturbing the papers.
13
This leaves both sides happy.
14
Another example.
15
Two people want to share cake, but can't agree on how to divide it fairly.
16
Regardless of how you cut it, they will both complain that the other side got a bigger piece.
17
So what do you do?
18
Well?
19
You ask one person to cut the cake, and the other chooses first.
20
Since the person cutting knows that the other side picks first, he will split it evenly to avoid getting a smaller piece.
21
One last example: Two kids argue over an orange.
22
The parent takes the knife, cuts the orange 50 /50, and gives each kid half.
23
One kid eats the fruit and throws away the peel, while the other uses the peel to bake a cake and throws the fruit into the trash.
24
If the parent had asked why they wanted the orange, both kids could have gotten 100 % of what they wanted.
25
but they only got 50%.
26
As you can see from these examples, negotiation is about finding a solution that leaves both sides happy Without hurting the relationship.
27
So how do you do it?
28
How do you find those wise and practical solutions like the ones we just saw?
29
Here's a four -step framework that will make you a smarter negotiator.
30
Step number one.
31
Focus on interests.
32
not physicians.
33
Remember the story about the two men arguing over a window in the library?
34
It illustrates a common problem in negotiations where people focus too much on their positions, Instead of arguing about positions,
35
Shift your focus, to interest.
36
The benefits of focusing on interests are obvious, but doing it can be hard.
37
Positions are clear and specific.
38
Interests might be hidden or vague.
39
So how do you find the interests of the other side?
40
Simply ask why.
41
Why do they want what they want?
42
Try to see things from their point of view.
43
Once you discover their underlying interests, Talk about them openly.
44
People listen better if they feel understood.
45
They think those who understand them are smart and kind.
46
If you want them to listen to your interests, Start by showing you care and understand theirs.
47
Of course, you need to communicate your interests as well the other side might not know them.
48
To turn your interests into real options, ask yourself If they agree with me tomorrow, what do I want them to do?
49
Step number two.
50
Use fair standards.
51
No matter how well you understand what the other side wants, conflicts will always pop up.
52
You want lower rent, but your landlord wants it higher.
53
Instead of arguing back and forth, Use objective criteria to decide.
54
Recall the cake example?
55
When two men couldn't share a cake, having one man divide it and the other choose first is based on a fair standard.
56
Objective criteria are unbiased rules that don't depend on personal opinions.
57
Examples of this can be market prices, legal requirements, expert opinion, or fair standards that you both agree on.
58
In negotiation, often people resist agreeing because they feel like you're demanding it.
59
But if you say, Let's check the rules or regulations.
60
It shifts focus from what you want to what the rules say.
61
Suddenly, it's not you demanding it, but the rules.
62
For example, if your house construction contract doesn't specify how deep the foundations should be, and the contractor suggests two feet,
63
while you think five feet is the standard, Don't just compromise.
64
Instead, say: Look, maybe I'm wrong.
65
Maybe two feet is enough.
66
Does the government have standard specifications for these soil conditions?
67
What is the earthquake risk here?
68
Where do you suggest we look for standards to resolve this question?
69
Here is how you can apply this principle effectively.
70
Before you start, figure out some fair standards together with the other side.
71
For example, say, "You want a high price, and I want a low one." Let's figure out what a fair price would be.
72
What standards should we use?
73
By focusing on fair standards, you can turn a clash of interests into a shared goal.
74
Step number three: invent options for mutual gain.
75
Recall the example of the kids fighting over an orange, instead of splitting it 50 /50, they could have found a way for both to get 100 % of what they wanted.
76
This scenario highlights the importance of inventing options for mutual gain in negotiations.
77
So, how do you invent creative solutions then?
78
Here's how.
79
Simply get together with your side or with the other side and brainstorm about all the possible solutions.
80
Let the ideas flow freely.
81
Don't judge or pick any of the ideas in the first stage.
82
Separate the brainstorming from the selection session.
83
For brainstorming, choose a few participants.
84
change the environment, Design an informal atmosphere.
85
Define the purpose After brainstorming, start with the most promising ideas.
86
Then, discuss ways to improve them.
87
People often assume differences in negotiation create problems, yet these differences can lead to solutions.
88
Remember the orange example?
89
A wise solution was possible because each side wanted different parts of the orange.
90
It's absurd to think your differences lead to the problem.
91
It's actually the differences that lead to creative solutions.
92
Step number four.
93
separate the people from the problem.
94
Before starting a negotiation, visualize a vertical line splitting a person down the middle.
95
On one side is the person, and on the other side is the problem.
96
Always put the person first and the problem second.
97
Negotiators are people first.
98
Your goal in negotiation is to be soft on the person, but hard on the problem.
99
Often, we are soft on the person, so we end up being soft on the problem as well and we don't get what we want.
100
or were hard on the problem but also end up being hard on the person, damaging the relationship.
101
Be soft on the person, Compliment whenever you can and appreciate the effort.
102
At every negotiation stage, ask yourself, Am I paying enough attention to the people problem?
103
People have different viewpoints.
104
their egos are easily threatened.
105
They see the world from their perspective, often confusing their perceptions with reality.
106
They frequently misinterpret your words and fail to communicate their true intentions.
107
Remember, you must deal not only with their problems, but also with your own.
108
Your anger and frustration can block agreement as well.
109
Your perceptions may be one -sided, and you might not be listening or communicating effectively.
110
One of the best ways to prevent people problems is by building a relationship with the other side before.
111
The negotiation starts.
112
Negotiating with someone you know is easier than with a stranger.
113
So arrive early to chat and stay a bit afterward.
114
Get to know their likes and dislikes.
115
These informal interactions make future negotiations a lot easier.
116
Multiple studies show that simply getting to know the other side increases the success rate, by 25 to 30 percent.
117
Okay.
118
Now you might say, "All these four steps sound fair and nice, but what if the other side isn't playing by fair rules?" What if they use dirty tactics?
119
What if they are more powerful?
120
Or what if they attack me personally?
121
Here's how to deal with each of these situations.
122
Let's start with Dirty Tactics.
123
People lie and use various pressure tactics.
124
Recognizing these tricks often neutralizes them, Mention it directly.
125
"Joe, it seems like you and Ted are playing good cop and bad cop.
126
If you need a break to get on the same page, just ask." Mentioning the tactic makes it less effective and may make the other side worry about losing you.
127
Just raising a question can be enough to end it.
128
However, be careful, Avoid personal attacks.
129
Focus on the problem, not the person.
130
Instead of saying, "You put me facing the sun deliberately," say, The sun in my eyes is distracting.
131
Can we adjust the schedule and meet later?
132
I can't concentrate like this.
133
What if they are more powerful?
134
If the other side has big guns, don't turn the negotiation into a gunfight.
135
The best thing you can do is to develop your BATNA.
136
Best alternative to a negotiated agreement.
137
Think how you would feel walking into a job interview with no other offers.
138
Think how difficult the salary negotiation would go.
139
Now contrast that with how you would feel walking into an interview with two other job offers.
140
The difference is power.
141
the more easily you can walk away from a negotiation, the greater your power.
142
Developing your BATNA not only enables you to determine what a minimally acceptable agreement it will probably raise that minimum.
143
Always develop your BATNA before negotiating.
144
Don't say, Let's negotiate first and see what happens.
145
Without BATNA, you're negotiating blindly.
146
What if they attack you personally?
147
When they attack you instead of the problem, things get tough.
148
You want a fair solution, but they tear down your ideas.
149
It's natural to defend yourself, but that leads nowhere.
150
You push, they push back, and soon you're stuck.
151
So what do you do?
152
Use negotiation jujitsu.
153
Sidestep their attacks.
154
Here's how.
155
1. Look behind their position.
156
When they say what they want, don't just say yes or no. Ask why they want it.
157
Understand what is really important to them.
158
2. If they keep rejecting anything you say, then ask for their advice.
159
If you were me, what would you do?
160
They will put themselves in your shoes and give you the solutions.
161
3. Invite criticism.
162
Instead of defending your ideas, Ask them what's wrong with them.
163
This will help you learn about their interests.
164
I would like to conclude this video with a great story that explains what negotiation truly is.
165
In 1964, an American father and his 12 -year -old son were playing frisbee in Hyde Park, London.
166
Few people in England had seen a frisbee before, so a small crowd gathered.
167
After a while, a man approached and asked, Sorry to bother you.
168
I've been watching you for 15 minutes.
169
Who's winning?
170
In negotiations, asking "who's winning" is like asking that in a marriage.
171
If you're focused on winning, you've missed the point.
172
The real goal is working together and finding a solution that satisfies both sides' interests.
173
I hope this was a useful video.
174
Thanks for watching.
アプリをダウンロード
流暢に話すために必要なすべて
AI発音採点文ごとに採点
IPA練習すべての音をマスター
単語学習自分の単語帳を作る
単語ゲーム遊びながら覚える
同じチャンネル
B21
Atomic Habits in 13 Min
Daily ConversationWorking Adults
B23
Money Isn’t Earned by Working Hard—It’s Earned by Owning Assets: RICH DAD POOR DAD/ Robert Kiyosaki
Business EnglishWorking Adults
B21
If you Don't Understand CREDIT, You Don't Understand Money
Business EnglishDaily ConversationUniversity Students
C17
Once You Learn Economics, You Can't Be MANIPULATED Anymore
University StudentsWorking Adults
![Reprogram your brain (it only takes 7 days) -Dr. Joe Dispenza [*5 Million views]](https://img.youtube.com/vi/w5l9xoIMy-Q/mqdefault.jpg)
C1Reprogram your brain (it only takes 7 days) -Dr. Joe Dispenza [*5 Million views]
Daily ConversationWorking Adults
B2The Entire Map of Personal Finance in 17 Minutes
Business EnglishWorking Adults
B2The Four Agreements - FULL Summary
Business EnglishUniversity StudentsWorking Adults
FOR YOU
おすすめ動画
B22
199 文
How to Get What You Want Without Being A Jerk
Business EnglishInterview EnglishUniversity Students
B21
119 文
How to Win Every Argument (Even if You Are Wrong)
Business EnglishInterview EnglishDaily Conversation
B210
50 文
How to win a negotiation, with former FBI hostage chief Chris Voss
Business EnglishInterview EnglishUniversity Students
B22
109 文
Doing This (Almost) GUARANTEES You Get Hired In A Job Interview!
Business EnglishInterview EnglishUniversity Students
B27
154 文
The #1 Skill That Multiplies Every Other Skill
Business EnglishInterview EnglishUniversity Students
B24
233 文
How to Think 10 Steps Ahead In Any High Stakes Conversation
Business EnglishInterview EnglishUniversity Students
B275
29 文
Negotiating a Job Offer: Salary and Flexibility
American AccentBusiness EnglishInterview EnglishWorking Adults
B24
152 文
تعلم الإقناع والتفاوض باللغة الإنجليزية | بودكاست تعلم الانجليزية B1-B2
Business EnglishDaily ConversationUniversity Students
B212
419 文
Stop Rambling: The 3-2-1 Speaking Trick That Makes You Sound Like A CEO
Business EnglishInterview EnglishUniversity Students
B233
9 文
Get them to say yes more often… by giving them an out. @Dr.ShadeZahrai
Business EnglishUniversity StudentsWorking Adults
B25
86 文
How self awareness solves problems
Business EnglishUniversity StudentsWorking Adults
B22
351 文
Directness with Respect: How to Make the Hard Conversations Easy
Business EnglishUniversity StudentsWorking Adults
このレッスンの語彙とスピーキングのポイント
このB2レベルのスピーキングレッスンは、動画「This Book Will Teach You How Expert Negotiators Get to Yes」を教材にしています。 繰り返し出てくる語は次のとおりです：negotiation, interest, solution, example, fair。 この動画には、シャドーイング用の文が174文、単語が1853語あります。 音声の長さは11:29です。 話す速さは1分あたり約161語で、日常会話に近い自然なペースです。 単語の86%は英語の頻出3,000語に含まれます。残りは練習の前に確認しておきましょう。 全174文のうち28文が疑問文なので、疑問文のイントネーションや短い受け答えの練習に向いています。
この動画の重要語彙
動画の中で特に難しい単語15語を、発音と意味つきで紹介します。
| 単語 | 発音 | 意味 |
|---|---|---|
| negotiation 名詞 | /nɪˌɡəʊ.ʃiˈeɪ.ʃən/ | 交渉 |
| negotiate 動詞 | /nəˈɡəʊ.ʃi.eɪt/ | 交渉する, 折衝する |
| brainstorming 名詞 | ブレインストーミング, ブレーンストーミング | |
| invent 動詞 | /ɪnˈvɛnt/ | 発明する |
| tactics 名詞 | /ˈtæktɪks/ | 戦術 |
| criterion 名詞 | /kɹaɪˈtɪɹ.i.ən/ | 基準, 判断基準 |
| peel 動詞 | /piːl/ | 皮を剥く |
| informal 形容詞 | /ɪnˈfɔɹ.m(ə)l/ | 非公式の, 日常の |
| divide 動詞 | /dɪˈvaɪd/ | 分割する, 分ける |
| perception 名詞 | /pɚˈsɛpʃ(ə)n/ | 知覚 |
| jujitsu 名詞 | /ˌd͡ʒuːˈd͡ʒɪtsuː/ | 柔術 |
| neutralize 動詞 | /ˈnutɹəˌlaɪz/ | 中和する, 相殺する |
| visualize 動詞 | /ˈvɪʒuəˌlaɪz/ | 思い描く, 視覚化する |
| disturb 動詞 | /dɪˈstɜːb/ | 乱す |
| librarian 名詞 | /laɪˈbɹɛə̯ɹi.ən/ | 司書 |
動画に出てくる句動詞
| 単語 | 意味 |
|---|---|
| throw away 動詞 | 棄てる, 捨てる |
繰り返し練習したい文
動画に出てくる短く完結した文です。日常会話でそのまま使えます。
- Do you leave it half open, a bit open, or closed?
- What standards should we use?
- Can we adjust the schedule and meet later?
- What if they attack you personally?
- If you were me, what would you do?
この動画の文法
話し手がよく使っている文型を、動画の実際の表現とともに紹介します。
| 文型 | 動画での表現 |
|---|---|
| 受動態 be + 過去分詞 — 誰がするかより、何が起きるかに焦点を当てる | might be hidden · is based · are unbiased |
| 現在完了形 have/has + 過去分詞 — 過去の出来事が今も関係している | They've written · You've already lost · you've missed |
注意したい発音
話し手はdon't, you're, can'tなど、短縮形や弱形を24回使っています。聞こえたとおりの短い形で発音しましょう。
- 「th」の音: threaten /ˈθɹɛt.n̩/, theirs /ðɛɚz/, earthquake /ˈɝθkweɪk/
- 「sh」と「zh」の音: negotiation /nɪˌɡəʊ.ʃiˈeɪ.ʃən/, negotiate /nəˈɡəʊ.ʃi.eɪt/, negotiator /nɪˈɡəʊ.ʃi.eɪ.tə/, perception /pɚˈsɛpʃ(ə)n/, visualize /ˈvɪʒuəˌlaɪz/
- 長い単語（アクセントの位置に注意）: negotiation /nɪˌɡəʊ.ʃiˈeɪ.ʃən/, negotiate /nəˈɡəʊ.ʃi.eɪt/, criterion /kɹaɪˈtɪɹ.i.ən/, negotiator /nɪˈɡəʊ.ʃi.eɪ.tə/, misinterpret /ˌmɪs.ɪnˈtɜː.pɹɪt/
この動画での練習方法
- まず声を出さずに動画を最後まで聞き、知らない単語をメモします。
- まず0.75倍速で一文ずつシャドーイングし、慣れてきたら通常の速度に戻します。
- 自分の声を録音して元の音声と比べます。negotiation, negotiate, brainstormingなどの単語に特に注意しましょう。
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。