ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: This Book Will Teach You How Expert Negotiators Get to Yes

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174 ประโยค

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William Urey and Roger Fisher are the founders of the Harvard Negotiation Project.

They've written a book together titled "Getting to Yes."

I recently read the book and want to share with you the key lessons.

According to the book, negotiation isn't about splitting things 50 /50 or insisting on your way or my way.

It is definitely not about winning or losing.

If you're asking who is winning, You've already lost.

So, what is a negotiation about, then?

Let me give you a few examples and you'll see.

Two men argue in a library, one wants the window open for fresh air, The other wants it closed to avoid the wind blowing his papers.

So what do you do?

Do you leave it half open, a bit open, or closed?

The librarian listens to both, and then goes and opens the window in another room, bringing in fresh air without disturbing the papers.

This leaves both sides happy.

Another example.

Two people want to share cake, but can't agree on how to divide it fairly.

Regardless of how you cut it, they will both complain that the other side got a bigger piece.

So what do you do?

Well?

You ask one person to cut the cake, and the other chooses first.

Since the person cutting knows that the other side picks first, he will split it evenly to avoid getting a smaller piece.

One last example: Two kids argue over an orange.

The parent takes the knife, cuts the orange 50 /50, and gives each kid half.

One kid eats the fruit and throws away the peel, while the other uses the peel to bake a cake and throws the fruit into the trash.

If the parent had asked why they wanted the orange, both kids could have gotten 100 % of what they wanted.

but they only got 50%.

As you can see from these examples, negotiation is about finding a solution that leaves both sides happy Without hurting the relationship.

So how do you do it?

How do you find those wise and practical solutions like the ones we just saw?

Here's a four -step framework that will make you a smarter negotiator.

Step number one.

Focus on interests.

not physicians.

Remember the story about the two men arguing over a window in the library?

It illustrates a common problem in negotiations where people focus too much on their positions, Instead of arguing about positions,

Shift your focus, to interest.

The benefits of focusing on interests are obvious, but doing it can be hard.

Positions are clear and specific.

Interests might be hidden or vague.

So how do you find the interests of the other side?

Simply ask why.

Why do they want what they want?

Try to see things from their point of view.

Once you discover their underlying interests, Talk about them openly.

People listen better if they feel understood.

They think those who understand them are smart and kind.

If you want them to listen to your interests, Start by showing you care and understand theirs.

Of course, you need to communicate your interests as well the other side might not know them.

To turn your interests into real options, ask yourself If they agree with me tomorrow, what do I want them to do?

Step number two.

Use fair standards.

No matter how well you understand what the other side wants, conflicts will always pop up.

You want lower rent, but your landlord wants it higher.

Instead of arguing back and forth, Use objective criteria to decide.

Recall the cake example?

When two men couldn't share a cake, having one man divide it and the other choose first is based on a fair standard.

Objective criteria are unbiased rules that don't depend on personal opinions.

Examples of this can be market prices, legal requirements, expert opinion, or fair standards that you both agree on.

In negotiation, often people resist agreeing because they feel like you're demanding it.

But if you say, Let's check the rules or regulations.

It shifts focus from what you want to what the rules say.

Suddenly, it's not you demanding it, but the rules.

For example, if your house construction contract doesn't specify how deep the foundations should be, and the contractor suggests two feet,

while you think five feet is the standard, Don't just compromise.

Instead, say: Look, maybe I'm wrong.

Maybe two feet is enough.

Does the government have standard specifications for these soil conditions?

What is the earthquake risk here?

Where do you suggest we look for standards to resolve this question?

Here is how you can apply this principle effectively.

Before you start, figure out some fair standards together with the other side.

For example, say, "You want a high price, and I want a low one." Let's figure out what a fair price would be.

What standards should we use?

By focusing on fair standards, you can turn a clash of interests into a shared goal.

Step number three: invent options for mutual gain.

Recall the example of the kids fighting over an orange, instead of splitting it 50 /50, they could have found a way for both to get 100 % of what they wanted.

This scenario highlights the importance of inventing options for mutual gain in negotiations.

So, how do you invent creative solutions then?

Here's how.

Simply get together with your side or with the other side and brainstorm about all the possible solutions.

Let the ideas flow freely.

Don't judge or pick any of the ideas in the first stage.

Separate the brainstorming from the selection session.

For brainstorming, choose a few participants.

change the environment, Design an informal atmosphere.

Define the purpose After brainstorming, start with the most promising ideas.

Then, discuss ways to improve them.

People often assume differences in negotiation create problems, yet these differences can lead to solutions.

Remember the orange example?

A wise solution was possible because each side wanted different parts of the orange.

It's absurd to think your differences lead to the problem.

It's actually the differences that lead to creative solutions.

Step number four.

separate the people from the problem.

Before starting a negotiation, visualize a vertical line splitting a person down the middle.

On one side is the person, and on the other side is the problem.

Always put the person first and the problem second.

Negotiators are people first.

Your goal in negotiation is to be soft on the person, but hard on the problem.

Often, we are soft on the person, so we end up being soft on the problem as well and we don't get what we want.

100

or were hard on the problem but also end up being hard on the person, damaging the relationship.

101

Be soft on the person, Compliment whenever you can and appreciate the effort.

102

At every negotiation stage, ask yourself, Am I paying enough attention to the people problem?

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People have different viewpoints.

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their egos are easily threatened.

105

They see the world from their perspective, often confusing their perceptions with reality.

106

They frequently misinterpret your words and fail to communicate their true intentions.

107

Remember, you must deal not only with their problems, but also with your own.

108

Your anger and frustration can block agreement as well.

109

Your perceptions may be one -sided, and you might not be listening or communicating effectively.

110

One of the best ways to prevent people problems is by building a relationship with the other side before.

111

The negotiation starts.

112

Negotiating with someone you know is easier than with a stranger.

113

So arrive early to chat and stay a bit afterward.

114

Get to know their likes and dislikes.

115

These informal interactions make future negotiations a lot easier.

116

Multiple studies show that simply getting to know the other side increases the success rate, by 25 to 30 percent.

117

Okay.

118

Now you might say, "All these four steps sound fair and nice, but what if the other side isn't playing by fair rules?" What if they use dirty tactics?

119

What if they are more powerful?

120

Or what if they attack me personally?

121

Here's how to deal with each of these situations.

122

Let's start with Dirty Tactics.

123

People lie and use various pressure tactics.

124

Recognizing these tricks often neutralizes them, Mention it directly.

125

"Joe, it seems like you and Ted are playing good cop and bad cop.

126

If you need a break to get on the same page, just ask." Mentioning the tactic makes it less effective and may make the other side worry about losing you.

127

Just raising a question can be enough to end it.

128

However, be careful, Avoid personal attacks.

129

Focus on the problem, not the person.

130

Instead of saying, "You put me facing the sun deliberately," say, The sun in my eyes is distracting.

131

Can we adjust the schedule and meet later?

132

I can't concentrate like this.

133

What if they are more powerful?

134

If the other side has big guns, don't turn the negotiation into a gunfight.

135

The best thing you can do is to develop your BATNA.

136

Best alternative to a negotiated agreement.

137

Think how you would feel walking into a job interview with no other offers.

138

Think how difficult the salary negotiation would go.

139

Now contrast that with how you would feel walking into an interview with two other job offers.

140

The difference is power.

141

the more easily you can walk away from a negotiation, the greater your power.

142

Developing your BATNA not only enables you to determine what a minimally acceptable agreement it will probably raise that minimum.

143

Always develop your BATNA before negotiating.

144

Don't say, Let's negotiate first and see what happens.

145

Without BATNA, you're negotiating blindly.

146

What if they attack you personally?

147

When they attack you instead of the problem, things get tough.

148

You want a fair solution, but they tear down your ideas.

149

It's natural to defend yourself, but that leads nowhere.

150

You push, they push back, and soon you're stuck.

151

So what do you do?

152

Use negotiation jujitsu.

153

Sidestep their attacks.

154

Here's how.

155

1. Look behind their position.

156

When they say what they want, don't just say yes or no. Ask why they want it.

157

Understand what is really important to them.

158

2. If they keep rejecting anything you say, then ask for their advice.

159

If you were me, what would you do?

160

They will put themselves in your shoes and give you the solutions.

161

3. Invite criticism.

162

Instead of defending your ideas, Ask them what's wrong with them.

163

This will help you learn about their interests.

164

I would like to conclude this video with a great story that explains what negotiation truly is.

165

In 1964, an American father and his 12 -year -old son were playing frisbee in Hyde Park, London.

166

Few people in England had seen a frisbee before, so a small crowd gathered.

167

After a while, a man approached and asked, Sorry to bother you.

168

I've been watching you for 15 minutes.

169

Who's winning?

170

In negotiations, asking "who's winning" is like asking that in a marriage.

171

If you're focused on winning, you've missed the point.

172

The real goal is working together and finding a solution that satisfies both sides' interests.

173

I hope this was a useful video.

174

Thanks for watching.

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วิดีโอแนะนำ

199 ประโยค

คำศัพท์และข้อสังเกตด้านการพูดสำหรับบทเรียนนี้

บทเรียนฝึกพูดระดับ B2 นี้ใช้วิดีโอ “This Book Will Teach You How Expert Negotiators Get to Yes” เป็นสื่อ คำที่ถูกพูดซ้ำบ่อยที่สุด: negotiation, interest, solution, example, fair วิดีโอนี้มี 174 ประโยค และ 1853 คำ สำหรับฝึกพูดตาม ช่วงที่มีเสียงพูดยาว 11:29 ผู้พูดพูดด้วยความเร็วเป็นธรรมชาติ ประมาณ 161 คำต่อนาที ใกล้เคียงกับบทสนทนาในชีวิตประจำวัน 86% ของคำอยู่ใน 3,000 คำที่ใช้บ่อยที่สุดในภาษาอังกฤษ ส่วนที่เหลือควรดูไว้ก่อนเริ่มฝึก จากทั้งหมด 174 ประโยค มี 28 ประโยคเป็นคำถาม จึงเหมาะสำหรับฝึกน้ำเสียงประโยคคำถามและการตอบสั้น ๆ

คำศัพท์สำคัญในวิดีโอนี้

คำที่ยากที่สุด 15 คำในวิดีโอ พร้อมคำอ่านและความหมาย:

คำศัพท์	คำอ่าน	ความหมาย
negotiation คำนาม	/nɪˌɡəʊ.ʃiˈeɪ.ʃən/	การต่อรอง, การเจรจา
negotiate คำกริยา	/nəˈɡəʊ.ʃi.eɪt/	ต่อรอง, เจรจา
invent คำกริยา	/ɪnˈvɛnt/	คิดค้น
tactics คำนาม	/ˈtæktɪks/	ยุทธวิธี
peel คำกริยา	/piːl/	ปอก
informal คำคุณศัพท์	/ɪnˈfɔɹ.m(ə)l/	ไม่เป็นทางการ
perception คำนาม	/pɚˈsɛpʃ(ə)n/	การรับรู้
disturb คำกริยา	/dɪˈstɜːb/	รบกวน
librarian คำนาม	/laɪˈbɹɛə̯ɹi.ən/	บรรณารักษ์
tactic คำนาม	/ˈtæktɪk/	ยุทธวิธี
specify คำกริยา	/ˈspɛs.əˌfaɪ/	ระบุ
participant คำนาม	/pɑːɹˈtɪsəpənt/	ผู้เข้าร่วม
dislike คำกริยา	/dɪsˈlaɪk/	ไม่ชอบ, เขม่น
conclude คำกริยา	/kənˈkluːd/	ปิดท้าย
bake คำกริยา	/beɪk/	อบ

กริยาวลีที่คุณจะได้ยิน

คำศัพท์	ความหมาย
throw away คำกริยา	ทิ้ง

ประโยคที่ควรฝึกพูดซ้ำ

ประโยคสั้น ๆ ที่สมบูรณ์จากวิดีโอ ซึ่งนำไปใช้ในบทสนทนาประจำวันได้:

Do you leave it half open, a bit open, or closed?
What standards should we use?
Can we adjust the schedule and meet later?
What if they attack you personally?
If you were me, what would you do?

ไวยากรณ์ในวิดีโอนี้

โครงสร้างที่ผู้พูดใช้บ่อยที่สุด พร้อมคำพูดจริงจากวิดีโอ:

โครงสร้าง	ในวิดีโอ
Passive voice be + กริยาช่อง 3 — เน้นสิ่งที่เกิดขึ้น ไม่ใช่ผู้กระทำ	might be hidden · is based · are unbiased
Present perfect have/has + กริยาช่อง 3 — เหตุการณ์ในอดีตที่ยังเกี่ยวข้องกับปัจจุบัน	They've written · You've already lost · you've missed

การออกเสียงที่ควรระวัง

ผู้พูดใช้รูปย่อและรูปลดเสียง 24 ครั้ง เช่น don't, you're, can't ให้พูดแบบสั้นตามที่ได้ยิน

เสียง “th”: threaten /ˈθɹɛt.n̩/, theirs /ðɛɚz/, earthquake /ˈɝθkweɪk/
เสียง “sh” และ “zh”: negotiation /nɪˌɡəʊ.ʃiˈeɪ.ʃən/, negotiate /nəˈɡəʊ.ʃi.eɪt/, negotiator /nɪˈɡəʊ.ʃi.eɪ.tə/, perception /pɚˈsɛpʃ(ə)n/, visualize /ˈvɪʒuəˌlaɪz/
คำยาว — ลงเสียงหนักให้ถูกพยางค์: negotiation /nɪˌɡəʊ.ʃiˈeɪ.ʃən/, negotiate /nəˈɡəʊ.ʃi.eɪt/, criterion /kɹaɪˈtɪɹ.i.ən/, negotiator /nɪˈɡəʊ.ʃi.eɪ.tə/, misinterpret /ˌmɪs.ɪnˈtɜː.pɹɪt/

วิธีฝึกกับวิดีโอนี้

ฟังวิดีโอให้จบหนึ่งรอบโดยยังไม่ต้องพูด แล้วจดคำที่ยังไม่รู้จัก
เริ่มที่ความเร็ว 0.75× พูดตามทีละประโยค แล้วกลับไปใช้ความเร็วปกติเมื่อเริ่มคล่อง
อัดเสียงตัวเองแล้วเทียบกับต้นฉบับ โดยสังเกตคำอย่าง negotiation, negotiate, invent 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: This Book Will Teach You How Expert Negotiators Get to Yes

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คำศัพท์สำคัญในวิดีโอนี้

กริยาวลีที่คุณจะได้ยิน

ประโยคที่ควรฝึกพูดซ้ำ

ไวยากรณ์ในวิดีโอนี้

การออกเสียงที่ควรระวัง

วิธีฝึกกับวิดีโอนี้

เทคนิค Shadowing คืออะไร?