跟讀練習: 27 июля 2026 г. - 通過影片學習英語口語
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147 句
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Reviewer Gopalco A few years ago,
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I broke into my own house.
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I had just driven home, it was around midnight in the dead of Montreal winter, I'd been visiting my friend Jeff across town,
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and the thermometer on the front porch read minus 40 degrees.
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And don't bother asking if that's Celsius or Fahrenheit, minus 40 is where the two scales meet.
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It was very cold.
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And as I stood on the front porch fumbling in my pockets, I found I didn't have my keys.
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In fact, I could see them through the window, lying on the dining room table where I had left them, so I quickly ran around and tried all the other doors and windows, and they were locked tight.
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I thought about calling a locksmith.
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At least I had my cell phone, but at midnight, it could take a while for a locksmith to show up and it was cold.
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I couldn't go back to my friend Jeff's house for the night
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because I had an early flight to Europe the next morning and I needed to get my passport and my suitcase.
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So, desperate and freezing cold, I found a large rock and I broke through the basement window, cleared out the shards of glass,
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I crawled through, I found a piece of cardboard and taped it up over the whole opening,
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figuring that in the morning on the way to the airport I could call my contractor and ask him to fix it.
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This was going to be expensive, but probably no more expensive than a middle-of-the-night locksmith, so I figured under the circumstances, I was coming out even.
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Now, I'm a neuroscientist by training, and I know a little bit about how the brain performs under stress.
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It releases cortisol, that raises your heart rate, it modulates adrenaline levels, and it clouds your thinking.
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So the next morning, when I woke up, on too little sleep, worrying about the hole in the window
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and the mental note that I had to call my contractor
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and the freezing temperatures and the meetings I had upcoming in Europe, and with all the cortisol in my brain,
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my thinking was cloudy, but I didn't know it was cloudy because my thinking was cloudy.
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And it wasn't until I got to the airport check-in counter that I realized I didn't have my passport.
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So I raced home in the snow and ice, 40 minutes, got my passport, raced back to the airport.
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I made it just in time, but they had given away my seat to someone else, so I got stuck in the back of the plane next to the bathrooms, in a seat that wouldn't recline on an eight-hour flight.
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Well, I had a lot of time to think during those eight hours of no sleep.
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And I started wondering, are there things that I can do, systems that I can put into place that will prevent bad things from happening.
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Or, at least if bad things happen, will minimize the likelihood of it being a total catastrophe.
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So I started thinking about that, but my thoughts didn't crystallize until about a month later.
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I was having dinner with my colleague Danny Kahneman, the Nobel Prize winner, and I somewhat embarrassedly told him about having broken my window and, you know, forgotten my passport.
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And Danny shared with me that he'd been practicing something called prospective hindsight.
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It's something that he had gotten from the psychologist Gary Klein, who had written about it a few years before, also called the premortem.
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Now, you all know what the postmortem is.
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Whenever there's a disaster, a team of experts come in and they try to figure out what went wrong, right?
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Well, in the premortem, Danny explained, you look ahead and you try to figure out all the things that could go wrong,
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and then you try to figure out what you can do to prevent those things from happening or to minimize the damage.
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So what I want to talk to you about today are
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some of the things we can do in the form of a premortem.
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Some of them are obvious, some of them are not so obvious.
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I'll start with the obvious ones.
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Around the home, designate a place for things that are easily lost.
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Now, this sounds like common sense, and it is, but there's a lot of science to back this up, based on the way our spatial memory works.
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There's a structure in the brain called the hippocampus
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that evolved over tens of thousands of years to keep track of the locations of important things, where the well is, where fish can be found,
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that stand of fruit trees, where the friendly and enemy tribes live.
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The hippocampus is the part of the brain that in London taxicab drivers becomes enlarged.
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It's the part of the brain that allows squirrels to find their nuts.
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And if you're wondering, somebody actually did the experiment where they cut off the olfactory sense of the squirrels, and they could still find their nuts.
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They weren't using smell, they were using the hippocampus, this exquisitely evolved mechanism in the brain for finding things.
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But it's really good for things that don't move around much, not so good for things that move around.
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So this is why we lose car keys and reading glasses and passports.
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So in the home, designate a spot for your keys, a hook by the door, maybe a decorative bowl, for your passport,
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a particular drawer, for your reading glasses, a particular table.
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If you designate a spot and you're scrupulous about it, your things will always be there when you look for them.
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What about travel?
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Take a cell phone picture of your credit cards, your driver's license, your passport, mail it to yourself so it's in the cloud.
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If these things are lost or stolen, you can facilitate replacement.
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Now, these are some rather obvious things.
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Remember, when you're under stress, the brain releases cortisol.
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Cortisol is toxic, and it causes cloudy thinking.
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So part of the practice of the premortem is to recognize that under stress, you're not going to be at your best, and you should put systems in place.
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And there's perhaps no more stressful a situation than when you're confronted with a medical decision to make.
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And at some point, all of us are going to be in
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that position where we have to make a very important decision about the future of our medical care
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or that of a loved one to help them with the decision.
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And so I want to talk about that, and I'm going to talk about a very particular medical condition.
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But this stands as a proxy for all kinds of medical decision-making, and indeed for financial decision-making and social decision-making,
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any kind of decision you have to make that would benefit from a rational assessment of the facts.
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So, suppose you go to your doctor and the doctor says, I just got your lab work back.
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Your cholesterol is a little high." Now, you all know that high cholesterol is associated with an increased risk of cardiovascular disease,
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heart attacks, stroke.
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And so you're thinking having high cholesterol isn't the best thing.
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And so the doctor says, you know, I'd like to give you a drug that'll help you lower your cholesterol, a statin.
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And you've probably heard of statins.
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You know that they're among the most widely prescribed drugs in the world today.
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You probably even know people who take them.
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and you're thinking, yeah, give me the statin.
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But there's a question you should ask at this point, a statistic you should ask for, that most doctors don't like talking about,
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and pharmaceutical companies like talking about even less.
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It's for the number needed to treat.
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Now, what is this, the NNT?
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It's the number of people that need to take a drug
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or undergo a surgery or any medical procedure before one person is helped.
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And you're thinking, what kind of crazy statistic is that?
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The number should be one.
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My doctor wouldn't prescribe something to me if it's not going to help.
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But actually, medical practice doesn't work that way.
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And it's not the doctor's fault.
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If it's anybody's fault, it's the fault of scientists like me.
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We haven't figured out the underlying mechanisms well enough.
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But GlaxoSmithKline estimates that 90 percent of the drugs work in only 30 to 50 percent of the people.
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So the number needed to treat for the most widely prescribed statin, what do you suppose it is?
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How many people have to take it before one person's helped?
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Three hundred.
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This is according to research by research practitioners Jerome Gruppen and Pamela Hartzband, independently confirmed by Bloomberg.com.
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I ran through the numbers myself.
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Three hundred people have to take the drug for a year before one heart attack, stroke or other adverse event is prevented.
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Now, you're probably thinking, well, OK, one in three hundred chance of lowering my cholesterol.
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Why not, doc?
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Give me the prescription anyway.
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But you should ask at this point for another statistic, and that is, tell me about the side effects, right?
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So for this particular drug, the side effects occur in 5 percent of the patients.
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And they include terrible things, debilitating muscle and joint pain, gastrointestinal distress.
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But now you're thinking, well, 5 percent, not very likely it's going to happen to me, I'll still take the drug.
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But wait a minute.
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Remember, under stress, we're not thinking clearly, so think about how you're going to work through this ahead of time to manufacture the chain of reasoning on the spot.
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Three hundred people take the drug, right?
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One person's helped.
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Five percent of those three hundred have side effects.
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That's fifteen people.
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You're fifteen times more likely to be harmed by the drug than you are to be helped by the drug.
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Now, I'm not saying whether you should take the statin or not.
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I'm just saying you should have this conversation with your doctor.
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Medical ethics requires it.
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It's part of the principle of informed consent.
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You have the right to have access to this kind of
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information to begin the conversation about whether you want to take the risks or not.
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Now, you might be thinking, I've pulled this number out of the air for shock value.
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In fact, it's rather typical, this number needed to treat.
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For the most widely performed surgery on men over the age of 50, removal of the prostate for cancer, the number needed to treat is 49.
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That's right, 49 surgeries are done for every one person who's helped.
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And the side effects in that case occur in 50 percent of the patients.
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They include impotence, erectile dysfunction, urinary incontinence, rectal tearing, fecal incontinence.
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And if you're lucky, and you're one of the 50 percent who has these, they'll only last for a year or two.
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So, the idea of the premortem is to think ahead of time to the questions
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that you might be able to ask that will push the conversation forward.
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You don't want to have to manufacture all of this on the spot.
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And you also want to think about things like quality of life, because you have a choice oftentimes.
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Do I want a shorter life that's pain-free, or a longer life that might have a great deal of pain towards the end?
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These are things to talk about and think about now with your family and your loved ones.
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You might change your mind in the heat of the moment, but at least you're practiced with this kind of thinking.
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Remember, our brain, under stress, releases cortisol.
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And one of the things that happens at that moment is a whole bunch of systems shut down.
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There's an evolutionary reason for this.
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Face to face with a predator, you don't need your digestive system or your libido or your immune system,
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Because if your body is expending metabolism on those things and you don't react quickly, you might become the lion's lunch, and then none of those things matter.
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Unfortunately, one of the things that goes out the window during those times of stress is rational, logical thinking, as Danny Kahneman and his colleagues have shown.
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So we need to train ourselves to think ahead to these kinds of situations.
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I think the important point here is recognizing that all of us are flawed.
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We all are going to fail now and then.
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The idea is to think ahead to what those failures might be, to put systems in place that will help minimize the damage,
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or to prevent the bad things from happening in the first place.
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Getting back to that snowy night in Montreal, when I got back from my trip, I had my contractor install a combination lock next to the door with a key to the front door in it,
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an easy-to-remember combination.
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And I have to admit, I still have piles of mail that haven't been sorted and piles of emails that I haven't gone through.
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So I'm not completely organized, but I see organization as a gradual process, and I'm getting there.
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Thank you very much.
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本課的詞彙與口語要點
這段影片共有 147 個句子、2217 個單詞可供跟讀。 講話部分時長為 12:15。 說話人語速較快，每分鐘約 181 個詞，會出現較多連讀和弱讀。 83% 的單詞屬於英語最常用的 3,000 詞，其餘的詞建議在練習前先學一下。
影片中的重點詞彙
影片中 15 個值得學習的單詞，附發音和釋義：
| 單詞 | 發音 | 釋義 |
|---|---|---|
| passport 名詞 | /ˈpæspɔɹt/ | 護照 /護照 |
| cholesterol 名詞 | /kəˈlɛstəɹɒl/ | 膽固醇 /膽固醇 |
| cloudy 形容詞 | /ˈklaʊ̯diː/ | 多雲 /多雲 |
| minimize 動詞 | /ˈmɪn.ɪˌmaɪz/ | 最小化 |
| occur 動詞 | /əˈkɜː/ | 發生 /發生 |
| cloud 名詞 | /ˈklaʊ̯d/ | йүн, 雲 /雲 |
| midnight 名詞 | /ˈmɪd(ˌ)naɪt/ | 三更, 夜半 |
| mechanism 名詞 | /ˈmɛk.ə.nɪ.zəm/ | 機械 /機械, 機構 /機構 |
| pile 名詞 | /paɪl/ | 堆 |
| freeze 動詞 | /ˈfɹiːz/ | 凍結 /凍結, 凍 /凍 |
| rational 形容詞 | /ˈɹæʃ(ə)nəl/ | 合理的, 理性的 |
| minus | /ˈmaɪ.nəs/ | 減 /減 |
| colleague 名詞 | /ˈkɒliːɡ/ | 同事, 同僚 |
| porch 名詞 | /pɔɹt͡ʃ/ | 門廊 /門廊, 玄關 /玄關 |
| squirrel 名詞 | /ˈskwɪ.ɹ(ə)l/ | 松鼠, 灰鼠 |
影片中出現的短語動詞
| 單詞 | 發音 | 釋義 |
|---|---|---|
| figure out 動詞 | 弄清楚 | |
| come out 動詞 | /ˌkʌm ˈaʊt/ | 出, 出來 /出來 |
| cut off 動詞 | /ˌkʌt ˈɔf/ [ˌkɐɾ ˈɔf] | 切下, 割下 |
| go out 動詞 | 出, 出口 | |
| go through 動詞 | 通過 /通過 | |
| run around 動詞 | 忙碌, 奔忙 | |
| show up 動詞 | 露面 |
需要注意的發音
說話人用了 52 次縮略和弱讀形式，例如 you're, don't, I'm。請按聽到的簡短形式來說。
- “th” 音: bother /ˈbɑðɚ/, ethics /ˈɛθ.ɪks/, locksmith /ˈlɑksmɪθ/, thermometer /θɚˈmɑ.mɪ.tɚ/
- “sh” 和 “zh” 音: rational /ˈɹæʃ(ə)nəl/, shock /ʃɔk/, prescription /pɹəˈskɹɪp.ʃən/, evolutionary /ˌiː.vəˈluː.ʃən.ɛɹ.i/, spatial /ˈspeɪ.ʃəl/
- 長單詞——注意重音位置: cholesterol /kəˈlɛstəɹɒl/, statistical /stəˈtɪs.tɪ.kəl/, mechanism /ˈmɛk.ə.nɪ.zəm/, experiment /ɪkˈspɛɹ.ə.mənt/, independently /ˌɪndɪˈpɛndəntli/
如何用這段影片練習
- 先完整聽一遍影片，不要開口，記下不認識的單詞。
- 先用 0.75 倍速逐句跟讀，熟練之後再回到正常速度。
- 錄下自己的聲音並與原聲對比，特別注意 passport, cholesterol, cloudy 這類單詞。
影片中的語法
說話人最常用的結構，並附上影片中的原話：
| 結構 | 影片中的用法 |
|---|---|
| 被動語態 be + 過去分詞 — 強調發生了什麼，而不是誰做的 | were locked · are easily lost · can be found |
| 現在完成時 have/has + 過去分詞 — 過去發生但與現在仍有關聯的事 | you've probably heard · haven't figured · I've pulled |
什麼是跟讀法？
跟讀法 (Shadowing) 是一種有科學依據的語言學習技巧，最初開發用於專業口譯員的培訓，並由多語言者Alexander Arguelles博士普及。這個方法簡單而強大：您在聽英語母語原聲的同時立即大聲重複——就像是一個延遲1-2秒緊跟說話者的影子。與被動聽力或語法練習不同，跟讀法強迫您的大腦和口腔肌肉同時處理並模模擬實的講話模式。研究表明它能顯著提高發音準確性，語調，節奏，連讀，聽力理解和口語流利度——使其成為雅思口語備考和真實英語交流最有效的方法之一。