ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: Tell me a time You Handled a Difficult Situation (Interview Question)
กำลังสร้างบทเรียน...
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Having that perfect fairytale ending to the interview question, tell me about a difficult situation, challenge or conflict, and how you handled it, is sort of like saying,
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oh, I just work really hard when answering what's your biggest weakness.
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Both answers seem a little too good to be true.
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Unfortunately, a lot of good candidates fall into the trap of
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thinking a flawless conflict resolution is all that's required to pass this question.
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But as soon as the interviewer follows up with additional questions, that facade starts to crack and break because let's be real,
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very rarely are workplace conflicts so cleanly resolved.
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In this video, I'll show you how having a less than ideal outcome can still make for a powerful answer,
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share how we can apply learnings from Nelson Mandela to this interview question, and provide a full sample answer at the very end.
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So let's get started.
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Hi friends, welcome back to the channel.
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If you're new here, my name is Jeff, and we're all about practical career and interview tips.
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So if you're a current student or working professional, consider subscribing for more actual content.
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The key to coming up with a realistic
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and meaningful answer to the how did you handle a difficult situation interview question is to first understand
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that the interviewer is not looking for a perfect ending.
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Instead, you wanna show number one, you are able to listen to and accept other people's point of views even if you have already formed your own opinion.
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And number two, you're able to put the needs of the business above your own
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when a conflict does arise in the workplace.
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In a way, any outcome you end your answer with is simply a byproduct of how well you did those two things.
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Starting with the ability to hold your tongue and hear everyone else out.
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This is important because any hiring manager knows that workplace conflict is inevitable
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and in many cases necessary for a healthy team dynamic.
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I'll link a study published in the Harvard Business Review on that topic down below.
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And this is where the famous quote from Nelson Mandela comes in, be the last one to speak.
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In a professional context, especially one where a conflict is involved, good managers know that letting the other person feel heard is half the battle,
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even if that person's ideas are rejected in the end.
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So a core part of your answer to, tell me a time you dealt with conflict on the job, should involve some version of you asking the other party
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to expand on the reasons as to why they believe they are correct.
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Then you show that you have fully understood their point of view by paraphrasing the answer and repeating it back to them.
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This tells the interviewer you have generally tried to put yourself in their shoes.
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This part of your answer should fall under the action category of your overall structure, which we'll come back to in a little bit.
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By the way, please let me know down in the comments if you're getting value from this video so far.
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And while down there, make sure to click that like button three times as it would mean the world to me.
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Moving on to putting the needs of the business above your own.
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This part is more self-explanatory.
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The hiring manager needs to know
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that they're hiring a team player who's willing to put aside personal differences for the sake of the organization.
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To put it bluntly, are you willing to let your pride take a hit to show
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that you can take the high road and be a professional?
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To convey this point effectively, you pinpoint the exact moment where all parties involved are at the most risk of losing face.
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Then show how you deescalate the situation by providing a platform for everyone to step down on.
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Common best practices here include suggesting a cool off period and revisiting the situation a day after,
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or even acknowledging the other direction or idea has more merits than your own and could potentially be a better solution.
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This part of your answer should be under the result category of your overall structure
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and should clearly show how the broader team or business benefited as a result of your actions.
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At this point, many of my regular viewers will know the answer structure I'm referring to.
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Yes, I am talking about a good old buddy, Carl.
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Context, action, results, and learnings.
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I've done a whole video on why Carl is a superior answer structure to the STAR method, so make sure to check that out if you haven't already.
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While context and learnings play a complementary role for this specific compared to the more important action and results pillars.
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There are several pro tips I can share here as well.
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The context part of your answer should mention a relevant conflict you might realistically face in the new role you're applying for.
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For example, if you're applying for a job in a technology company where the team structures are relatively flat,
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a meaningful conflict is how you try to influence others without authority and the challenges that you faced.
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For the learnings part, this is simply an opportunity for you to recap what you did, explain why it was a correct course of action in that instance,
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and what you would do in a similar situation next time.
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Putting all this together, here's your sample answer you can reference.
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Hopefully you'll be able to see that even though the result was less than perfect, it makes for a very convincing and meaningful answer.
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Okay, Jeff, could you please tell me about a difficult work situation and how you handled it? Of course.
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So a few weeks ago, a colleague on another team approached me asking for my help.
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She had just developed a new training program for our clients
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and she wanted to leverage some of the content my team had created.
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Usually this wouldn't be a problem, but we found out very quickly that because she had her own program landing page and we had ours,
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having the same content on both our platforms would have caused confusion for our users.
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Because there were clearly some synergies between our projects, we decided to sit down
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and having brainstorming session to figure out how we can help her achieve her goals without completely changing our existing infrastructure.
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Over the course of two days, I asked her a series of questions that helped us map out the user journey for her clients and mine.
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She was actually surprised I took the time to do this
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because usually other team members would just tell her yes or no based on her initial proposal.
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Unfortunately, even after two days, we were unable to figure out a good solution without having to deprecate one of our landing pages.
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So we agreed to consult a manager who had experience in this area.
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The manager acknowledged this was a tricky situation, and after referencing a similar project that she's worked on in the past, she gave us a solution
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that involved directing some of my existing users to my colleague's platform that will only host more advanced content.
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While this meant less traffic to my colleague and myself in the short term, this was clearly beneficial to the end user,
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and we kept the same content from showing up on two different platforms.
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Looking back, while we did need to consult a manager for this particular situation, I was pretty proud of how we exhausted all our options before exploring alternatives.
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We learned a lot from that user mapping exercise, and we actually came up with new ideas during the brainstorm sessions.
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And it taught me that next time, it's probably smart to involve a third party with experience in that area, right from the beginning, to be more efficient.
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As you can see, the candidate, who is surprisingly handsome, did a good job on both one and two.
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He first showed that he was open to hearing new perspectives, even if it meant extra work, and then was willing to suffer a short-term loss for the benefit of the client and business.
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If you're interviewing right now, feel free to check out my playlist on comment interview questions and answers that I'll link right there, and make sure to subscribe if you haven't already.
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See you on the next video.
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In the meantime, have a great one.
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คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้
บทเรียนฝึกพูดระดับ B2 นี้ใช้วิดีโอ “Tell me a time You Handled a Difficult Situation” เป็นสื่อ คำที่ถูกพูดซ้ำบ่อยที่สุด: answer, conflict, situation, manager วิดีโอนี้มี 84 ประโยค และ 1428 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 6:57 ผู้พูดพูดเร็ว ประมาณ 206 คำต่อนาที จึงมีการเชื่อมเสียงและลดเสียงค่อนข้างมาก 86% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ ส่วนที่เหลือควรดูไว้ก่อนเริ่มฝึก
คำศัพท์สำคัญในวิดีโอนี้
คำที่ยากที่สุด 11 คำในวิดีโอ พร้อมคำอ่านและความหมาย:
| คำศัพท์ | คำอ่าน | ความหมาย |
|---|---|---|
| workplace คำนาม | /ˈwɝkˌpleɪs/ | ที่ทำงาน |
| consult คำกริยา | /ˈkɑnsʌlt/ | ปรึกษา, หารือ |
| colleague คำนาม | /ˈkɒliːɡ/ | เพื่อนร่วมงาน |
| paraphrase คำกริยา | /ˈpæɹəfɹeɪz/ | ถอดความ |
| pillar คำนาม | /ˈpɪlɚ/ | เสา, หลัก |
| viewer คำนาม | /ˈvju.ɚ/ | ผู้ชม |
| convey คำกริยา | /kənˈveɪ/ | ถ่ายทอด, ลำเลียง |
| surprisingly คำกริยาวิเศษณ์ | /səˈpɹaɪzɪŋli/ | อย่างแปลกใจ |
| realistic คำคุณศัพท์ | /ˌɹɪəˈlɪs.tɪk/ | สมจริง |
| resolve คำกริยา | /ɹɪˈzɑlv/ | ตั้งมั่น, มุ่งมั่น |
| weakness คำนาม | /ˈwik.nɪs/ | ความอ่อนแอ |
กริยาวลีที่คุณจะได้ยิน
| คำศัพท์ | ความหมาย |
|---|---|
| sit down คำกริยา | นั่ง |
ไวยากรณ์ในวิดีโอนี้
โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:
| โครงสร้าง | ในวิดีโอ |
|---|---|
| Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน | have already formed · I've done |
| Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ | is involved · are rejected |
การออกเสียงที่ควรระวัง
ผู้พูดใช้รูปย่อและรูปลดเสียง 20 ครั้ง เช่น you're, I'll, haven't ให้พูดแบบสั้นตามที่ได้ยิน
- เสียง “sh” และ “zh”: beneficial /ˌbɛn.ɪˈfɪʃ.əl/, confusion /kənˈfjuːʒən/
- คำยาว — ลงเสียงหนักให้ถูกพยางค์: explanatory /ɪkˈsplæn.ə.t(ɔː.)ɹi/, complementary /ˌkɑmplɪˈmɛnt(ə)ɹi/, inevitable /ɪˈnɛvɪtəbəl/, beneficial /ˌbɛn.ɪˈfɪʃ.əl/, surprisingly /səˈpɹaɪzɪŋli/
เสียงที่คนไทยมักออกเสียงยาก:
- เสียงท้ายคำ — ออกเสียงให้ครบ ไม่เปลี่ยนเป็นตัวสะกดแบบไทย: workplace /ˈwɝkˌpleɪs/, acknowledge /əkˈnɑ.lɪd͡ʒ/, paraphrase /ˈpæɹəfɹeɪz/, flawless /ˈflɔləs/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/
- /v/ — ไม่ใช่ /w/ ให้ฟันบนแตะริมฝีปากล่าง: interviewer /ˈɪntɚvjuɚ/, revisit /ɹiːˈvɪzɪt/, viewer /ˈvju.ɚ/, convey /kənˈveɪ/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/
- /z/ — เสียงก้อง ไม่ใช่ /s/: paraphrase /ˈpæɹəfɹeɪz/, revisit /ɹiːˈvɪzɪt/, exhaust /ɪɡˈzɔst/, arise /əˈɹaɪz/, surprisingly /səˈpɹaɪzɪŋli/
วิธีฝึกกับวิดีโอนี้
- ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
- เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
- อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง workplace, consult, colleague เป็นพิเศษ
เทคนิค Shadowing คืออะไร?
Shadowing เป็นเทคนิคการเรียนรู้ภาษาที่ได้รับการรับรองทางวิทยาศาสตร์ พัฒนาขึ้นสำหรับการฝึกนักแปลมืออาชีพ วิธีการนี้เรียบง่ายแต่ทรงพลัง: คุณฟังเสียงภาษาอังกฤษจากเจ้าของภาษาและพูดตามทันที — เหมือนเงาที่ตามผู้พูดด้วยช่วงเวลาห่าง 1-2 วินาที การวิจัยแสดงว่าเทคนิคนี้ปรับปรุงความแม่นยำในการออกเสียง ทำนองเสียง จังหวะ การเชื่อมเสียง การฟังเข้าใจ และความคล่องแคล่วในการพูดได้อย่างมีนัยสำคัญ