ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: My 17 Minute AI Workflow To Stand Out At Work

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215 ประโยค

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In 2025, it will take you longer to read something and comprehend it than the amount of time it took to create it.

So if you think finding the signal within all

that noise is only going to get worse with all

that AI generated regurgitation of posts on LinkedIn and all that SEO optimized blog posts that don't actually contain anything good.

So we have to move up the knowledge work value chain and luckily we can do it with AI as well.

So let's come back to the fundamentals of knowledge work and find where we can get leverage.

Knowledge work can be broken down into four steps.

We have our input, the data, the knowledge, the information that we get,

and then we process it to get some sort of output.

right and then from the feedback of the output we then improve our input right

and over time we're going to spiral upwards we're going to

improve the quality of our knowledge work now most people spend

the majority of their time thinking about how can i outsource my thinking process to ai

and so we're using claude we're using chat to pt or say okay you write this for me, you do that for me.

But we realize the results are not really fantastic.

And why is that?

It's because the input that LLMs have are pretty average, right?

We're averaging down to the level of the internet.

It's got some gold in it, but the majority is pretty average.

So what we want to do instead of focusing on process, we want to focus on using AI to improve our inputs.

Even if nothing changes in the way that we process information, our outputs will be better because we won't have this garbage in garbage out problem.

So let's focus our effort on using AI to help us improve our inputs.

And the 8020 we're going to do here is to add academic papers and research into our input.

Now you might think, okay, first of all, boring.

Second of all, this is practical work, right?

This is not some sort of academic research that we're conducting.

We need practical things to happen.

But think about it.

Do you read Harvard Business Review or McKinsey Quarterly or the MIT Sloan Review?

All of these are aimed to take boring, hard, complex academic papers, make it relevant to working professionals

and deliver it in a way

that we can get something actionable out of them we got

to realize now we don't want to be readers of hbr right we read

so slowly but if you just feed the entire archive to chat gpt immediately it will know

so much more than you right

and we don't want to even be the writer for hbr

because people spend their entire life writing a few insights you know you can just leverage those insights

if you don't want to why spend

that time researching instead what you want to be is hbr itself for your team for your organization meaning

that you are going through trusted resources that are complex

that are nuanced take that translate it into the context

that you're in create frameworks that make that theoretical knowledge

and insight into something that's actionable

and be able to share it deliver it in a way

that busy people can understand so we gotta move up the value chain

and look at the things that used to be reserved to academics scientists authors

that had the resources had the time had the brain power

to sit through long -winded papers now you can too

and let's take an example and let me show you the three tools

that i use to make sure i become hbr for my

team for my organization all right let's use an example say one of the biggest things

that managers face which is the problem of team underperform they are bright people

but they seem like they don't want to do anything they're

always complaining about stuff how do i improve team performance okay

so usually if you get average input you might go to chat gpt

and ask it this question

which will give you some average results you might go to

google it might give you some average inputs let's give it a try

so you know how to improve team performance at work common

question right oh gosh it tells you focus on goals focus

on open communication i mean these are just such empty broad recommendations

that is not going to lead to great output

so what i like to do instead is to use the first tool of today elicit

so this helps you find academic papers

on the question that you ask so let's just copy

and paste this

and see what kind of results we get in elicit it's free you just have to sign up and you'll get

something like this you get the summary of the top four papers that's for free

and then you get a list of the papers

that is relevant now what i like to do is just to make sure what i'm reading is

well cited is peer -reviewed

and not some random thing i like to sort by most

cited i take a look for example team design features

and team performance there seems to be a relationship let's take

a look at this one all right what you can do is then click into semantic scholar

which will usually lead you to the actual paper itself

and in this case it is locked so

if you don't have access you know to a university subscription

or something you might not be able to see this

but no problem we'll just copy and paste the paper name and go into google and see

if we can find a pdf version okay here we go

here's the pdf published by sage let's just double check

that seems to be the right one okay so we'll download this

and then we'll use the second tool of today

which is notebook lm by google

so it this tool unlike chat gpt unlike claude is not using ai on the internet's knowledge

but it's only on the sources that you upload

so you have less likely likelihood of hallucination sign up with your google account

and you'll see something like this so you want to create a notebook

and essentially that just houses your sources

and since we downloaded a pdf we are going to just

upload it here now we haven't even read the paper we don't really know what's in there

so what i like to do is to use it as a table of content first, and this is automatically generated by Notebook LN.

All right.

So now we have a table of contents.

Okay.

Groups is important.

There's classification theory.

Looks like we have to look at characteristics, some team size, team level task design, leadership.

100

Okay.

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Interesting.

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Now I don't want to read this yet it's a lot of text

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and really poorly formatted but you know notebook lm is still pretty much experimental

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so we will give them some time to figure this out but now we have a general idea

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let's click back on notebook guide

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and let's look at the suggested questions since we haven't read it

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but ai has processed it i usually like to use one

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of the questions just to give me the basic gist

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so here we go how to team design feature impact overall

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team performance let's see what it says all right well looks like there are about three components

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and we saw that in the table content as well right

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so there's team composition there's task design and then there's leadership

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and i love this val notebook lm

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which is you can click into this to find the actual

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place in the source where it talks about this idea

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so even though this giant paper is probably you know tens

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of thousands of words what i can do is figure out

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which parts are most relevant to me and actually find the citation of it

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so i can better understand what is it that they say

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and let's say you know i find i can't change the

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team composition i'm not going to fire anyone i'm not going to hire anyone new

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but i want to change task design and leadership i can focus on these cited areas first.

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Okay.

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So that's the first cool part about the Elicit to Notebook LM workflow, but this is only one paper, right?

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So what I would do again is go back to Elicit and now see if there's any other papers that are interesting.

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Well, leaders can learn about teamwork developing high -performance teams.

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That seems interesting.

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Let's take a look, see if we can find the paper oh here is pdf fantastic

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so now we don't have to oh no

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okay bad request that's all right it happens let's go back and let's see a via the publisher

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oh it's a wiley paper let's see

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if we can get the pdf all right we can't

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if you're at work i mean surely your work will help you subsidize getting this paper

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but even if they don't let's see if we can find it somewhere else

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let's see if this is the right one fantastic all right here's the second pdf we got

136

We will head back to notebook .lm.

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and this time we're going to press on the plus sign

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and again upload it here once that's done processing you'll see down here

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that now you can chat with both sources but before we do

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that actually i want to uncheck the previous one

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because i just want to understand what this new paper is about

142

so let me do a table of content for this one source

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and i will see that it's generating a new note let's wait for

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that all right here we go there are five essentials to building high performance teams leadership capable

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and committed members norms a team structure that has clear mission responsibility goal

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and framework to get results see this is already

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so much more clear and specific compared to the Google search results

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which just got diluted over time of everyone maybe one person starting from the source

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but eventually secondary sources just dilute the message okay a way to manage team processes

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and that's the fifth one okay great now let's select both and ask it to what are the key character components,

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key changes a leader can make in a team to improve performance.

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Now it will look through both sources and give us an answer.

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All right. So, okay.

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Focus on member selection.

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Let's say that's not relevant to us.

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Promote task meaningfulness.

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And this was mentioned in the first source, right?

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Empower the team with autonomy.

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I don't know if we've seen this.

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Okay.

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So this was in the first document.

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Great.

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And it gives us the exact things that we should be doing.

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Cultivate intra -team coordination.

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All right.

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Provide effective leadership, which means guiding

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motivating

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and supporting the team let's see details now let's say out

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of all of this i think for my team the thing

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that makes sense the most is to promote task meaningfulness i want to empower the team

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and i want to facilitate team development and of course provide effective leadership so

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give me a detailed plan with three changes each

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so we can improve team performance now you have a high level plan of how to do this

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but it still feels somewhat vague even though we know

175

that the input is good

176

and we're focusing on what academics have found out now we want to do the next part

177

which is we're going to copy this and i'm going to go into claude and say help me create a detailed

178

plan to improve team performance using

179

and i'm going to copy in what notebook lm has shared

180

with me now two seconds we got a 12 month three phase like four module plan to improve team performance

181

So just think about if you were HR or you were a team lead and you share this plan with management, they will be blown out of their socks,

182

but that's not all we need.

183

Let's say out of all of this still sounds like really a lot of complications.

184

So let's ask it, what are the 80,

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20 changes I can make to my team to drive performance

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that is dependent on leaders and not the team members to make a change and refer to,

187

and I'm going to ask it to refer to these two studies, which is called a meta -analytic review

188

And now, Claude has a better idea of where I'm getting these things from.

189

And so based on details that Ian knows about these two sources, it gave me the core leader action plan okay

190

so task design optimization seems to be one of them authority distribution second highest impact

191

and contextual support so now from 12 months we're down to three months And it gives us some expected results.

192

If that's true or not, we can wait to see, but it helps us list out things like key successful factors, measurement frameworks.

193

So let's say, help me create a matrix to better design tasks with clear goals

194

and interdependence structures.

195

Here we go.

196

Now we've got a framework that we can use to assess goals, clarity level, we can use interdependence level, we can see where they intersect.

197

And we can even show the team, hey, this is what I'm thinking about for changing how we think about tasks.

198

What do you think and get feedback on it, right?

199

Now, if we simply ask Claude, help me with what I need to improve my team's performance.

200

let's see what we get.

201

Alright, it's asking me a few questions that's actually already improvement since previous GPTS.

202

So let's say work team with teams underperforming and unmotivated.

203

Alright, and see, the plan it gives me is so much more vague, right?

204

Communicate and feedback like I know this right having clear goals I know this I know all of this

205

but it doesn't help help me help me create a framework to set goals let's say

206

and yes smart is good monitoring is good but

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but as you can see

208

because the input quality is not there we're stuck with these buzzwords that we hear all the time.

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I am excited and optimistic about the changes coming to knowledge work.

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We can critically think more.

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We can actually be more creative and associative and generalist.

212

I think we'll have a great time in this era of AI.

213

Let me know how you feel about it.

214

Check out this video on how I use AI to create McKinsey style visuals and I'll see you in the next video.

215

Bye!

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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้

บทเรียนฝึกพูดระดับ B2 นี้ใช้วิดีโอ “My 17 Minute AI Workflow To Stand Out At Work” เป็นสื่อ คำที่ถูกพูดซ้ำบ่อยที่สุด: paper, performance, improve, input, source วิดีโอนี้มี 215 ประโยค และ 2511 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 17:29 ผู้พูดพูดด้วยความเร็วสม่ำเสมอ ประมาณ 144 คำต่อนาที เหมาะกับการฝึกพูดตาม 88% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ คำศัพท์จึงตามได้ง่าย

คำศัพท์สำคัญในวิดีโอนี้

คำที่ยากที่สุด 15 คำในวิดีโอ พร้อมคำอ่านและความหมาย:

คำศัพท์	คำอ่าน	ความหมาย
notebook คำนาม	/ˈnoʊtˌbʊk/	สมุด
upload คำกริยา	/ˈʌpˌloʊd/	อัปโหลด
pasta คำนาม	/ˈpɑ.stə/	พาสตา
bore คำกริยา	/boɹ/	เจาะ, ไช
garbage คำนาม	/ˈɡɑɹ.bɪd͡ʒ/	กาก, ขยะ
hallucination คำนาม	/həˌluːsɪˈneɪʃən/	ภาพลวงตา
sock คำนาม	/sɑk/	ถุงเท้า
autonomy คำนาม	/ɔˈtɑ.nə.mi/	อัตตาณัติ, ภาวะอิสระ
optimistic คำคุณศัพท์	/ˌɒptɪˈmɪstɪk/	มองโลกในแง่ดี
module คำนาม	/ˈmɑd͡ʒul/	มอดูล, โมดูล
clarity คำนาม	/ˈklæɹ.ɪ.ti/	ความชัดเจน
translate คำกริยา	/tɹænzˈleɪt/	แปล
norm คำนาม	/nɔːm/	บรรทัดฐาน
archive คำนาม	/ˈɑɹˌkaɪv/	หอจดหมายเหตุ, หน่วยเก็บถาวร
publisher คำนาม	/ˈpʌblɪʃɚ/	ผู้พิมพ์

กริยาวลีที่คุณจะได้ยิน

คำศัพท์	ความหมาย
go back คำกริยา	กลับไป

ประโยคที่ควรฝึกพูดซ้ำ

ประโยคสั้น ๆ ที่สมบูรณ์จากวิดีโอ ซึ่งนำไปใช้ในบทสนทนาประจำวันได้:

We're averaging down to the level of the internet.
Let's say that's not relevant to us.
I don't know if we've seen this.

ไวยากรณ์ในวิดีโอนี้

โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:

โครงสร้าง	ในวิดีโอ
Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ	can be broken · are aimed · are nuanced
Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน	haven't even read · haven't read · has processed
Relative clauses who / which + อนุประโยค — ข้อมูลเพิ่มเติมเกี่ยวกับคนหรือสิ่งของ	face which is · leadership, which means · studies, which is

การออกเสียงที่ควรระวัง

ผู้พูดใช้รูปย่อและรูปลดเสียง 51 ครั้ง เช่น we're, don't, I'm ให้พูดแบบสั้นตามที่ได้ยิน

เสียง “sh” และ “zh”: actionable /ˈæk.ʃə.nə.bəl/, associative /əˈsoʊ.ʃi.ə.tɪv/, complication /ˌkɑm.pləˈkeɪ.ʃən/, hallucination /həˌluːsɪˈneɪʃən/, optimization /ˌɑptəmaɪˈzeɪʃən/
คำยาว — ลงเสียงหนักให้ถูกพยางค์: actionable /ˈæk.ʃə.nə.bəl/, analytic /ˌænəˈlɪtɪk/, associative /əˈsoʊ.ʃi.ə.tɪv/, complication /ˌkɑm.pləˈkeɪ.ʃən/, generalist /ˈd͡ʒɛn.(ə.)ɹə.lɪst/

เสียงที่คนไทยมักออกเสียงยาก:

เสียงท้ายคำ — ออกเสียงให้ครบ ไม่เปลี่ยนเป็นตัวสะกดแบบไทย: actionable /ˈæk.ʃə.nə.bəl/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, garbage /ˈɡɑɹ.bɪd͡ʒ/, associative /əˈsoʊ.ʃi.ə.tɪv/, nuance /ˈnjuː.ɑːns/
/v/ — ไม่ใช่ /w/ ให้ฟันบนแตะริมฝีปากล่าง: vague /veɪɡ/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, associative /əˈsoʊ.ʃi.ə.tɪv/, cultivate /ˈkʌltɪveɪt/, motivate /ˈmoʊ.tɪ.veɪt/
/z/ — เสียงก้อง ไม่ใช่ /s/: optimize /ˈɑptɪmaɪz/, subsidize /ˈsʌbsɪdaɪz/, optimization /ˌɑptəmaɪˈzeɪʃən/, upwards /ˈʌpwɚdz/, translate /tɹænzˈleɪt/

วิธีฝึกกับวิดีโอนี้

ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
พูดตามทีละประโยคด้วยความเร็วปกติ ทำซ้ำแต่ละประโยคจนจังหวะของคุณตรงกับผู้พูด
อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง notebook, upload, pasta เป็นพิเศษ

เทคนิค Shadowing คืออะไร?

Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ

เทคนิค shadowing: อ่านคู่มือฉบับเต็มทีละขั้นตอน →

ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: My 17 Minute AI Workflow To Stand Out At Work

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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้

คำศัพท์สำคัญในวิดีโอนี้

กริยาวลีที่คุณจะได้ยิน

ประโยคที่ควรฝึกพูดซ้ำ

ไวยากรณ์ในวิดีโอนี้

การออกเสียงที่ควรระวัง

วิธีฝึกกับวิดีโอนี้

เทคนิค Shadowing คืออะไร?