ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: Know Before You Tell - The Three-Part Framework Every Communicator Needs
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In today's world, communication is all about juggling multiple priorities.
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With focus and intention, you can be successful.
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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 Think Fast, Talk Smart, the podcast.
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Today, I am very excited to chat with my colleague and friend, Farnas Khadem.
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Farnas is the Vice President of University Communications at Stanford, where she oversees the institution's global media relations, digital strategy, and internal communications.
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Prior to Stanford, Farnas served as the Vice President of Communication at Caltech.
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Her background includes public service with the U .S.
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Department of State as a Foreign Service Officer.
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Well, welcome, Farnas.
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Thanks for being here.
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I look forward to continuing our coffee chats so everybody can hear.
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Yeah, thanks for having me, Matt.
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I'm really actually happy to be here.
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You and I have been talking for a long time about this and having some great conversations, and it's nice to bring it to this forum.
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Excellent.
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I agree.
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Shall we get started?
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Absolutely.
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So to begin, your team is involved in many types of communication.
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Do you have some overarching principle that guides how you see effective communication?
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First, let me tell you that as a communicator, I like to think in threes.
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Like, I feel like that's the way to do it.
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You think in threes, you talk in threes, you remember it, other people remember it.
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Excellent.
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Give me the three things.
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Yeah.
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So I'll tell you the three things.
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So first is just know your goal, right?
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Like I think in the end, communications is about what is it you're trying to get across.
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And if you don't know what that goal is as an individual or an organization,
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you're just, you're not, you're not gonna be able to do anything.
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Second is know your audience.
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Like that's the other thing
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that people don't always think about is you got to really be thinking about who you're talking to.
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And the third is know your data.
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Like I think we're gonna probably talk a lot about listening today.
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So much of communications is about listening and not talking.
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And data is the way you listen.
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I mean, when you're working in an organization like this, you are constantly having to go back and see what worked and what didn't.
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So if you don't know your data, you don't know your audience, you don't know your goal.
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So it's all kind of a circle.
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So those are really our overarching principles when we think about this.
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Absolutely.
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Have to have a clear goal.
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We talk a lot about goals.
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The understanding your audience.
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And I want to talk about audiences because you have many that you have to serve.
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And then this notion of reflecting, using data to understand what works, what doesn't work, how do we craft that message?
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Really important.
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A lot of people just see the goal of communication as getting information out.
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But it's really how does it land?
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And you capture that in those three.
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You also have to traverse a wide variety of channels, right?
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You mentioned social.
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There's written magazines, newspapers.
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How do you think that landscape is changing? and how do you approach, are there certain messages that are better for certain channels?
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That seems to be another big variable you have to deal with.
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It's such a good question and it is such a conundrum right now, right?
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Because the exponential increase of channels is phenomenal.
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The noise out there, the cacophony, right?
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People are overwhelmed with information.
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And so most things don't even get through because there's just too much out there.
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So I think part of the testing is exactly that.
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You look at back to the audiences, right?
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We know that some audiences prefer things in short bursts.
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They want, they're like video.
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They prefer Instagram.
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Shorter, the better.
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We look a lot at like national polls too, or international polls.
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Like Pew says that half of people right now get their news from social media.
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I mean, that's phenomenal phenomenal.
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So if that's a place where we need to push out more news, we try to do that that way.
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Long form still has a place, right?
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Long form writing stories, they're still really important, but people aren't going to read 2 ,000 word stories anymore.
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They're just very rarely are they going to do that.
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So one of the things we do as a team is we sit down
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and let's say we have a story and we actually go through that exact process.
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We say, okay, like, is this better as maybe a short piece in writing, maybe with an accompanying video,
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and maybe even with a media pitch.
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Like we have media relations.
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We have really strong people who talk to journalists.
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And sometimes people don't need to hear it directly from us.
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We're actually better off sharing it with the media who will then share it with the public.
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And so we go through that on almost every story.
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I think that's a big lesson for people to take away is that it's not just the information,
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but you really have to think about the channel.
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And maybe it's a multi -channel approach for the story.
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And sometimes it might be not your organization, but helping other organizations amplify and send that out.
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That's useful for people to think about.
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One of the other things I'm super impressed with
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that I think others who aren't in a university setting who
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have some comms responsibility is you'll pull people together from different areas who all do communication work.
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have them share best practices, have them learn from each other, really empowering and enabling them,
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not just through the people process and infrastructure that you talked about, but by actually having them engage with each other to feel supported.
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Because it can be lonely if you're a single comms person sitting out there in some corporation, but being connected can be really helpful.
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We have so many great people doing communications for organizations around the university, but a lot of them are one -person shops.
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And so they're, to your point, lonely.
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They may not have as much knowledge about what's happening.
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They don't have an ecosystem.
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They don't have that connection, that connective tissue.
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And so we thought mentorship is another great way to do that.
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And it was really wonderful to see what a difference that made in exactly for the reasons you said.
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So related to mentorship, I want to talk tangentially about a lot of what your team does is equip people to communicate who aren't naturally communicators.
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I'm thinking of academics or staff people working in a lab.
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Do you have best practices that you've observed, either in the work you've done or your people have done,
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to help somebody who might not be experienced as a communicator, who for whatever reason is in a position to communicate?
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Maybe they've discovered something new or they've got some expertise that's being pulled to the fore.
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Or how do you help people be better communicators as a coach, as a guide?
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This is one of my favorite things to do in communications.
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I've been doing this work off and on for decades.
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And one of the best things you can do is help people, because even just a few tips takes people such a long way.
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One of the misconceptions that I have to tell you about communications is we all think everybody can do it.
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We all went to school.
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We can all write.
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We can all read.
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We can all speak.
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And therefore, we think communications means just that.
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And communications, if you do it well, is an art.
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And not everybody, to your point, can do that, right?
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And so we actually do.
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We offer that kind of training to faculty, to staff, to others.
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And it's as simple as kind of, I mentioned, I started out talking about the rule of three, right?
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You have three things that you want to communicate and think about.
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And you just tell people even something like that, come up with your top three things that you want to say.
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And that's life -changing for them.
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They think about that, they process, and then they are able to more clearly communicate their thoughts.
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We can help people on camera.
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We can put them in front of a video camera and then help them see how they come across when they're communicating.
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We talk to them about their work
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and kind of walk them through how to explain
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that in a way that is understandable
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because a lot of people are very good at being able to explain their work in the way that they understand it,
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but not necessarily in the way that other people would understand it.
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Right.
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There's a lot of things that we can do along those lines that we really actually enjoy doing.
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We think it's a big part of our job.
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I love that you gave three examples.
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And, you know, people might not know this, but one of the reasons that the leadership at the business school,
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but also you and your position were supportive of this podcast as it started, it is it gave an opportunity for faculty to practice,
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to get out there, to be sharing their information.
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Because part of it, as you said, when you talked about recording people, it's one thing to understand how to do it.
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It's one thing to know your message.
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It's another thing to get the reps in doing it.
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And so I think it's great that you help people in all those ways.
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Exactly.
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In your various roles that you've held, especially here, you've had to deal with public crises.
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What advice do you have for our listeners who have to deal with challenges, perhaps not on the scale that you have had too?
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So it's such an interesting question, Matt.
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I don't know if I would have started out my career
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or even told you a decade ago
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that crisis would be one of the things I would do most and I would spend so much time on, or that I would enjoy,
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because I don't think anybody can say they enjoy a crisis.
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But in some ways, it's one of the most interesting parts of doing communications for an organization.
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Yeah.
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So one of the things I've really loved doing the last few years in particular is going out
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and teaching about how to do crisis.
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And so maybe some of what I'll share is a little bit of what I say in these courses
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or talks that I give.
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Benjamin Franklin said, by failing to prepare, you prepare to fail.
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Yes.
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If no one ever takes away anything else having to do with communications, I hope they remember that.
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That the most important thing to do in a crisis is just to have prepared in advance.
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So what does that mean?
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That means, let's say you're working in a job like mine in an organization or any communications job.
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Think about what are your top things that could go wrong in your particular job, in your particular organization.
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What are the top five scenarios of what kind of crisis you can have?
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And they're different, right?
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What could happen at a university could be very different than in a business or even in someone's personal life.
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What are the things that could happen?
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And then you sort of try to plan around those.
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Do you have the right...
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tools?
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If you're in an organization, do you have the right people?
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Do you know who's supposed to do what?
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Do you know roles and responsibilities?
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And so that whole process of actually thinking through what could go wrong
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and putting in place the tools
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and resources you need to address it is bar none the most important thing you can do.
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Excellent.
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So beyond preparation, what are some things you advise?
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Let's say a crisis does erupt and you have to now communicate internally, externally?
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What do you teach on how to handle that step in the process?
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I mean, I think there's a lot of different things you have to think about at
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that point of what do you do.
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I think one is that it really ultimately, when you're in a crisis, truth and transparency are paramount.
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People want to know what is actually happening.
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And if what is happening is you don't know what is happening, you have to tell people you don't know what is happening.
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So don't assume you have to know everything before you communicate.
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You just have to communicate and tell people what you know.
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Be truthful, be transparent.
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Second is in today's world with how fast things are moving.
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And as we talked about the multiple channels, and for example, how quickly information moves on social, you have to do it early and often.
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So I think the days where you could say something,
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You could wait an hour or two to communicate something or a day or two in a crisis or long gone.
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And then you have to do it regularly over and over and over again, again, even if you don't know what is happening.
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Those are like two of the main things that I talk about when I talk about how to communicate in a crisis.
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The thing I always end with to tell people is forgive yourself because here's what's going to happen in a crisis.
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It is going to be the fog of war.
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No matter how much you have practiced, no matter how much you have prepared, it's not going to go as you think it will.
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The preparation will help you, obviously, because then you are better able to manage those curveballs.
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You're not spending time on the basics.
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You're spending time on trying to manage how things are going.
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But in the end, it's not going to go exactly as you anticipate.
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Things are going to go wrong.
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And a lot of people beat themselves up for that.
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And I think that's the one thing is forgive yourself.
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Go back.
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Do that learning.
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Incorporate those learnings for the next time.
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And just know that's the way a crisis works.
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I love the idea that you're doing reflection, a postmortem to learn, giving yourself grace to understand that it's not going to go perfectly.
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And there might be things that go wrong, but we can learn from it.
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And yet again, you didn't disappoint.
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Three Ts, truth, transparency, and I'm going to add timeliness.
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Timeliness.
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Absolutely.
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Absolutely.
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I'd like to get your insight into what makes for a good story.
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Now I know it depends on the audience, but are there certain elements that you like to see in stories?
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Is there, for example, it has to have some emotional appeal or there has to be something vivid?
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For you, what makes for a good story?
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So I love that question because there's so much focus right now in the age of AI on storytelling, right?
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So you're seeing articles and headlines all the time about what is good storytelling?
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What is the room for storytelling in the world of artificial intelligence and so forth?
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I mean, there are many elements, I think, to telling a good story.
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For me personally, I think the single most important thing is does it create a connection?
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And ultimately, a connection is usually about something personal.
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You can be a great speaker.
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When I think about TED Talks, right?
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What are the ones that really resonate?
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It's when somebody gets up and they are vulnerable and they share something about themselves and their background and who they are.
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And all of a sudden that connection is made human to human.
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And that is the essence of a great story.
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And I think all the other things are really important.
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But, Matt, I got to tell you for me, and I see it in my own personal life, right?
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Anytime I'm talking to someone, whether it's one -on -one or I'm giving a talk or I'm somewhere else, when I share something about my background,
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how something in my life taught me a lesson that brought me to where I am, I instantly notice a change.
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And so I think that connection and that personal nature is absolutely core.
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As somebody who has interacted with you and heard the stories you tell, you're very good at connecting.
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And you use several techniques to do it.
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You like to use analogies.
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You like to use descriptive language.
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And there are a lot of tools that can enable that connection.
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But I agree, it boils down to connection.
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And you alluded to AI.
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So I'd love to ask the AI question.
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AI is impacting communication all over the place.
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As somebody who runs a communication organization, what is your approach to...
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using AI to help and also being concerned about some of the problems
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that come with people who use AI in terms of hallucinations and other things.
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So we spent a lot of time talking about AI.
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I believe very strongly in moderation in all things, and that carries over for me into the workplace.
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And AI is a really good example of this.
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So we're really approaching it in a much more moderated and methodical fashion.
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Every person in the university communications team at Stanford has to have an AI goal.
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Okay.
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Right?
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That was something that I said at the beginning of this year.
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But what that means is very different from person to person and from team to team.
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For some people, that may be my goal is I'm going to take a class
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and try to understand better how to write prompts.
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For someone else, it might be more of an incorporation into their daily work.
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And I largely let the team know.
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I said, I want you to do this for you, not so much even for me, for the institution.
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I think that having familiarity with these tools is going to be so important for the next generation of people in communications.
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And so I think it's incumbent on me to help them learn how to use it.
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And there are some really great things that we can and are using AI for.
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So I think one of the certainly can make a lot of processes easier, whether it be in the writing or editing phase or so forth,
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we can use it.
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And we're thinking about more how to use it for targeting particular audiences,
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because I think AI can do a lot to help us find the right audiences for our messages.
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But then to the flip side of what you asked about, there are a lot of problems,
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too, that can come with that if people rush to try to do it too much.
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So the other thing we did is we worked with actually some great faculty
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and others around the university and we created AI guidelines for communicators.
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And these are now publicly available.
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And they're just some basic common sense things that try to address the fact of attribution.
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If you're going to use AI, don't like tell people you've used AI in some process in this.
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Two is, you know, understand the hallucinations are real.
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So make sure you have backed up in terms of fact checking anything that you have out there.
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And I think that's got to be, those two things have to go hand in hand.
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Explore in moderation, see how it can help you.
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And on the other side, be careful and make sure you know where the red lines are.
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Thank you for summarizing that for us.
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The key takeaway I have from what you said is, to what end?
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To what end?
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You know, just because it's there doesn't mean you need to use it, doesn't mean you need to use it in a specific way.
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I like that.
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And I think all of our colleagues across the university who are
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so instrumental in advancing AI would be very pleased with your answer.
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So that's great too.
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Well, Fernaz, I knew this would be a great conversation.
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We always have great conversations when we grab coffee.
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I'd like to end by asking you three questions.
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One, I'm going to create just for you, and two, I've been asking everybody for a long time.
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We started our talk today highlighting listening reflection.
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I'd love for you to share a little bit of advice on how you try to listen well
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and any advice or guidance you give others to improve listening skills?
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I'm going to share a story.
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Great.
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I had a lot of great experiences when I worked as a U .S diplomat overseas.
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I was incredibly privileged to do so.
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And one of them was to meet some really phenomenal people.
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And when I was serving in Italy, I had the chance to meet Bill Clinton.
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And one of the great things that people will talk about Bill Clinton all the time is that
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He is a great communicator.
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But one of the reasons that I thought
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and I saw it firsthand was
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when I got to meet him is he makes you feel as if there is no one else except you.
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Like he is truly listening to you.
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And I met him in a public forum in Florence with a thousand people around us.
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But in that 20 seconds, I felt like I was the only person.
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There was a real connection there.
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So I think none of us can be Bill Clinton, not all of us can be Bill Clinton,
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but I felt very much like that taught me something.
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If your attention is fully on someone, you're not multitasking, you're not looking over to the right, you're not doing something else,
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but you actually look like you're listening to someone, that can go a long way.
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That one very short interaction taught me a lot years ago.
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Yeah, paying attention and then having the intention to really connect makes a big difference.
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And regardless of what you think of his politics, you know, he is very well known for that ability to connect and to listen.
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Thank you.
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Question two, who is a communicator that you admire and why?
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See, I thought that question might come because I'm a longtime listener.
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Well, good.
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Thank you.
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Thank you.
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And I'm going to be a little contrarian there.
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Okay.
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I don't have one.
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And I'll tell you why.
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Okay.
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I think one of the things that we've talked about here, communications has so many different facets, right?
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You've got to be a good listener.
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You've got to be able to be clear.
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You've got to be passionate about your topic.
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Different people have different strengths in that.
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And it's hard for me to think about one person who has all of that, right?
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So we just talked about Bill Clinton and his ability to listen and connect.
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If you look at someone, let's say like an Oprah Winfrey, she's fabulous at warmth.
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And that is a really important part of connection.
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I spent many years doing technical or science communications, and I'm a little bit of a nerd and a geek that way,
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too, and I'm passionate about it.
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But when I look at somebody like a Neil deGrasse Tyson or a Bill Nye, their ability to simplify is their strength.
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So it feels to me like you can take little pieces and parts of everybody out there,
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like the things that really matter to you and say,
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I want a little bit of this and a little bit of that and a little bit of that.
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No one person has that.
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I love a little piece of all of them.
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So I will accept your heresy.
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Yes.
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Because what you just shared in your response is the purpose of this question.
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It's really to look behind what makes for good communicators.
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And you did a nice job of delineating it.
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But I'm going to give you an opportunity in our final question to give three key ingredients for a successful communication recipe.
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What are the most essential from your perspective?
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Well, thank you for asking in threes.
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Yes.
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The three things that I think are very much a reflection of some of the things we've already talked about, right?
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One is know your goal in your audience.
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You've got to know what you're trying to communicate and who you're trying to communicate to.
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Two, we just finished talking about it, listening.
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Are you a good listener?
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Do you do active listening?
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Have you spent your time actually thinking about what the other person has said,
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as opposed to trying to be the one to think ahead to what you're going to say?
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On the third point, I'm going to diverge a little bit.
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I'm going to say if you're an individual, you're doing it as a person versus as someone representing an organization.
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As a person, I think people hear this,
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but they do not always appreciate just how much nonverbal communication matters, right?
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So how much your eye contact, your smile, your body language, your gestures make a difference.
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And so be thoughtful and be intentional about that.
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In an organization, if you're representing an organization for good communications, I had a great boss once who said, Farnaz, a big part of your job.
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It's to educate your bosses.
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You think people know the same things you do.
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They don't know the same things you do.
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So effective communication is to make sure that those who are decision makers around you are educated.
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They know what you know, and that will lead to good communications outcomes for an organization.
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Wow.
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Okay, lots there.
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So goal -based, focusing on your audience, listening, reflecting, absolutely key.
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We've heard some of that before.
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The importance of nonverbals.
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It's not just the message, but how the message comes across.
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And then your job is to make sure that those you're speaking to, be they, your bosses, your peers,
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have the information they need to be successful.
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So the goal of communication is to educate, which certainly doesn't surprise me, given the role that you have as head of comms at a university.
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For us, this was fantastic.
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Lots of key takeaways from lots of different areas of communication, from how we can be better ourselves, how we can better our organizations,
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how we can handle crises, how we can deal with AI.
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Thank you so much for your insight and thanks for joining.
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Thank you for having me.
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That was a lot of fun, Matt.
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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
บทเรียนฝึกพูดนี้ใช้วิดีโอ “Know Before You Tell - The Three-Part Framework Every Communicator Needs” เป็นสื่อ วิดีโอนี้มี 393 ประโยค และ 4493 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 23:33 ผู้พูดพูดเร็ว ประมาณ 191 คำต่อนาที จึงมีการเชื่อมเสียงและลดเสียงค่อนข้างมาก 88% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ คำศัพท์จึงตามได้ง่าย
คำศัพท์สำคัญในวิดีโอนี้
คำที่ควรเรียนรู้ 15 คำจากวิดีโอ พร้อมคำอ่านและความหมาย:
| คำศัพท์ | คำอ่าน | ความหมาย |
|---|---|---|
| connect คำกริยา | /kəˈnɛkt/ | เชื่อม, ต่อ |
| listener คำนาม | /ˈlɪs(ə)nɚ/ | ผู้ฟัง |
| faculty คำนาม | /ˈfæk.əl.ti/ | คณะ |
| reflection คำนาม | /ɹɪˈflɛkʃən/ | การสะท้อน |
| lesson คำนาม | /ˈlɛs.ən/ | บทเรียน |
| reflect คำกริยา | /ɹɪˈflɛkt/ | สะท้อน |
| principle คำนาม | /ˈpɹɪn.sɪ.pəl/ | หลัก, คติ |
| intention คำนาม | /ɪnˈtɛnʃn̩/ | ความตั้งใจ |
| forgive คำกริยา | /fɚˈɡɪv/ | ยกโทษให้, ให้อภัย |
| lonely คำคุณศัพท์ | /ˈloʊnli/ | เหงา |
| podcast คำนาม | /ˈpɑdˌkæst/ | พอดแคสต์, พอดคาสต์ |
| colleague คำนาม | /ˈkɒliːɡ/ | เพื่อนร่วมงาน |
| topic คำนาม | /ˈtɑpɪk/ | หัวข้อ, กระทู้ |
| necessarily คำกริยาวิเศษณ์ | /ˌnɛs.əˈsɛɹ.ə.li/ | ต้อง |
| infrastructure คำนาม | /ˈɪnfɹəˌstɹʌkt͡ʃə/ | โครงสร้างพื้นฐาน |
กริยาวลีที่คุณจะได้ยิน
| คำศัพท์ | ความหมาย |
|---|---|
| go back คำกริยา | กลับไป |
| get up คำกริยา | ลุก |
| go out คำกริยา | ออก, ออกไป |
| sit down คำกริยา | นั่ง |
ประโยคที่ควรฝึกพูดซ้ำ
ประโยคสั้น ๆ ที่สมบูรณ์จากวิดีโอ ซึ่งนำไปใช้ในบทสนทนาประจำวันได้:
- How do you think that landscape is changing?
- If you're in an organization, do you have the right people?
- Do you know who's supposed to do what?
- Do you know roles and responsibilities?
- For you, what makes for a good story?
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| Present perfect continuous have/has been + -ing — การกระทำที่เริ่มก่อนหน้านี้และยังดำเนินอยู่ | have been talking · I've been doing · I've been asking |
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | you've observed · they've discovered · you've held |
| Relative clauses who / which + อนุประโยค — ข้อมูลเพิ่มเติมเกี่ยวกับคนหรือสิ่งของ | people who talk · somebody who might · somebody who has |
| Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ | is involved · being connected · being pulled |
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 109 ครั้ง เช่น you're, don't, I'm ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “th”: thoughtful /ˈθɔːtfəl/, warmth /wɔɹmθ/, methodical /mɪˈθɑdɪkəl/, truthful /ˈtɹuːθ.f(ə)l/
- เสียง “sh” และ “zh”: reflection /ɹɪˈflɛkʃən/, intention /ɪnˈtɛnʃn̩/, preparation /ˌpɹɛpəˈɹeɪʃ(ə)n/, passionate /ˈpæʃənɪt/, rush /ɹʌʃ/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: communicate /kəˈmjuːnɪkeɪt/, phenomenal /fɪˈnɒmɪnəl/, preparation /ˌpɹɛpəˈɹeɪʃ(ə)n/, transparency /tɹænsˈpæɹənsi/, naturally /ˈnæt͡ʃ.(ə.)ɹə.li/
เสียงที่คนไทยมักออกเสียงยาก:
- เสียงท้ายคำ — ออกเสียงให้ครบ ไม่เปลี่ยนเป็นตัวสะกดแบบไทย: phenomenal /fɪˈnɒmɪnəl/, poll /poʊl/, principle /ˈpɹɪn.sɪ.pəl/, enable /ɪˈneɪ.bəl/, forgive /fɚˈɡɪv/
- /v/ — ไม่ใช่ /w/ ให้ฟันบนแตะริมฝีปากล่าง: forgive /fɚˈɡɪv/, versus /ˈvɝsəs/, overseas /ˌoʊvɚˈsiːz/, vulnerable /ˈvʌln(ə)ɹəbl̩/, privilege /ˈpɹɪv.(ɪ.)lɪd͡ʒ/
- /z/ — เสียงก้อง ไม่ใช่ /s/: overseas /ˌoʊvɚˈsiːz/, expertise /ˌɛkspɜːˈtiːz/, observe /əbˈzɜːv/, resonate /ˈɹɛz.əˌneɪt/, summarize /ˈsʌməˌɹaɪz/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง connect, listener, faculty เป็นพิเศษ
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ