Shadowing Practice: Risk management basics: What exactly is it? - Learn English Speaking with Video
Les maken...
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People say to me, what's risk management really all about?
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Surely it's a lot to do with probability and statistics and a complex process that's very difficult to apply.
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And I disagree.
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I think managing risk is one of the most natural things we can do and one of the most important.
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And for me, risk management is essentially asking and answering six basic questions.
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questions and they're questions that everybody wants to ask no matter what situation they're in, whether it's a personal dilemma, a project process or some kind of organisational decision.
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The first question is, what are we trying to do?
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And that really leads us into the first step of a risk process, which is objective setting, understanding the scope and the context and the environment within which we're having to manage risk.
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So what am I trying to achieve is the first question and it's the first step of the risk process.
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Once we know what we're trying to achieve, the second question is, what might affect me?
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Are there things out there in the future which could either hinder me achieving my goals or maybe even help me.
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And that question, what might affect me, is our step into risk identification, finding the uncertainties that matter, the future events which, if they occurred, would help or hinder as we try to achieve our goals.
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The third question is that not all of those things we've identified are equally important.
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So my third question is which of those things that might affect me are most important.
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And that leads us to the step of the risk process that we call risk assessment, risk evaluation or risk analysis.
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Trying to prioritise those things that might affect us in two key dimensions.
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How likely is it to happen and if it did happen what effect could it have on our goals?
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Either positive or negative because of course risk includes both threats and opportunities.
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So our first three questions are what am I trying to achieve, what might affect me and which are the most important ones.
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That gives me a prioritised list of uncertainties that matter.
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Now the fourth question, what should we do about it?
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And this is really important because otherwise we're just the victims of uncertainty and things might happen on our projects which we weren't expecting.
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So now we know what the key risks are we can design some responses.
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We could try on bad risks to avoid them or minimize them or protect ourselves.
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For good risks we could try to maximize or exploit them or to make ourselves more able, position ourselves to be better able to exploit them, to use them if they happen.
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So our fourth question, what am I trying to achieve, what might affect me, which are the important ones and what shall I do?
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Then of course we have to do what we said we'd do and our fifth question is, did it work?
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Often we find that the actions that we plan to take in response to risk are not actually achieving what we did want and so we might need to modify our approach.
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And the last question which is really important, question six, what changed?
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life, business is constantly changing, very dynamic, and we need to make sure that we spot the new risks that have arisen since the last time we looked, since the last time that we took action.
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Now I think those six questions are easy, they're intuitive, they're the sorts of questions that anybody would ask in any important situation.
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What am I trying to achieve?
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What might affect me?
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Which are the important ones?
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What can I do about it?
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Once I've done that, did it work?
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And what's changed?
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And if we build our risk process around those six simple questions then it becomes easy to do, it It becomes intuitive, it becomes a natural process that doesn't involve lots of bureaucracy, lots of forms, lots of statistics.
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We're just asking and answering important questions.
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Of course on a bigger project we might want to apply those six questions at a more detailed level with templates and tools and modelling and all sorts of other approaches.
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But as at its root, whether we're trying to put a man on the moon or we're trying to move from one side of the office to the other, a complex project or a simple project, the same six questions apply.
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So next time you're tempted to think that risk management is really difficult, just remember the six questions, ask them, answer them and manage your risk.
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Woordenschat en spreektips bij deze les
Deze spreekles op niveau C1 is gebaseerd op de video “Risk management basics: What exactly is it?”. Deze woorden komen het vaakst terug: risk, affect, process, achieve, project. Deze video bevat 42 zinnen en 777 woorden om na te spreken. Het gesproken deel duurt 4:22. De spreker praat in een natuurlijk tempo van ongeveer 178 woorden per minuut, dicht bij een alledaags gesprek. 91% van de woorden hoort bij de 3.000 meest gebruikte Engelse woorden; de rest kun je beter vooraf bekijken. 14 van de 42 zinnen zijn vragen, dus het is goede oefening voor vraagintonatie en korte antwoorden.
Belangrijke woorden in deze video
De 13 moeilijkste woorden uit de video, met uitspraak en betekenis:
| Woord | Uitspraak | Betekenis |
|---|---|---|
| uncertainty zelfstandig naamwoord | /ʌnˈsɜːtənti/ | onzekerheid |
| hinder werkwoord | /ˈhɪndɚ/ | hinderen (hinder), moeilijk maken |
| intuitive bijvoeglijk naamwoord | /ɪnˈtjuːɪtɪv/ | intuïtief |
| exploit zelfstandig naamwoord | /ˈɛksplɔɪt/ | heldendaad |
| bureaucracy zelfstandig naamwoord | /bjʊˈɹɑ.kɹə.si/ | bureaucratie |
| maximize werkwoord | /ˈmæksəmaɪz/ | maximaliseren |
| template zelfstandig naamwoord | /ˈtɛm.plɪt/ | sjabloon, malplaatje |
| dilemma zelfstandig naamwoord | /daɪˈlɛmə/ | dilemma |
| modify werkwoord | /ˈmɑ.dɪˌfaɪ/ | modificeren, veranderen |
| arise werkwoord | /əˈɹaɪz/ | ontstaan |
| probability zelfstandig naamwoord | /ˌpɹɑ.bəˈbɪl.ə.ti/ | waarschijnlijkheid |
| dimension zelfstandig naamwoord | /daɪˈmɛn.ʃən/ | dimensie, afmeting |
| disagree werkwoord | /dɪsəˈɡɹi/ | niet overeenkomen, niet overeenstemmen |
Zinnen om te herhalen
Korte, volledige zinnen uit de video die je in alledaagse gesprekken kunt gebruiken:
- People say to me, what's risk management really all about?
- The first question is, what are we trying to do?
- What am I trying to achieve?
- What can I do about it?
- Once I've done that, did it work?
Grammatica in deze video
De structuren die de spreker het meest gebruikt, met de exacte woorden uit de video:
| Structuur | In de video |
|---|---|
| Present perfect have/has + voltooid deelwoord — iets uit het verleden dat nu nog telt | we've identified · have arisen · I've done |
| Betrekkelijke bijzinnen who / which + zin — extra informatie over een persoon of ding | process, which is · and which are · question which is |
Uitspraak om op te letten
De spreker gebruikt 16 samentrekkingen en verkorte vormen, zoals we're, they're, doesn't. Spreek ze kort uit, zoals je ze hoort.
- De klanken “sh” en “zh”: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, dimension /daɪˈmɛn.ʃən/
- Lange woorden — let op de klemtoon: uncertainty /ʌnˈsɜːtənti/, intuitive /ɪnˈtjuːɪtɪv/, bureaucracy /bjʊˈɹɑ.kɹə.si/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, probability /ˌpɹɑ.bəˈbɪl.ə.ti/
Klanken die Nederlandstaligen lastig vinden:
- Stemhebbende eindmedeklinker — /b/, /d/, /g/, /z/, /v/ niet verscherpen: intuitive /ɪnˈtjuːɪtɪv/, maximize /ˈmæksəmaɪz/, minimize /ˈmɪn.ɪˌmaɪz/, arise /əˈɹaɪz/
- /g/ — een harde plofklank, geen Nederlandse “g”: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, disagree /dɪsəˈɡɹi/
Zo oefen je met deze video
- Luister de hele video één keer zonder te spreken en noteer de woorden die je niet kent.
- Begin op 0,75× snelheid, spreek zin voor zin na en ga terug naar normale snelheid zodra het makkelijk gaat.
- Neem jezelf op en vergelijk met het origineel; let daarbij op woorden als uncertainty, hinder, intuitive.
Wat is de Shadowing-techniek?
Shadowing is een wetenschappelijk onderbouwde taalleermethode die oorspronkelijk is ontwikkeld voor professionele tolkentraining en gepopulariseerd door polyglot Dr. Alexander Arguelles. De methode is eenvoudig maar krachtig: je luistert naar native Engelse audio en herhaalt het onmiddellijk hardop — als een schaduw die de spreker volgt met slechts 1–2 seconden vertraging. In tegenstelling tot passief luisteren of grammaticadrills, dwingt shadowing je hersenen en mondspieren om echte spraakpatronen tegelijkertijd te verwerken en te reproduceren. Onderzoek toont aan dat het de uitspraaknauwkeurigheid, intonatie, ritme, verbonden spraak, luisterbegrip en spreekvaardigheid aanzienlijk verbetert — waardoor het een van de meest effectieve methoden is voor IELTS Speaking-voorbereiding en echte Engelse communicatie.