跟讀練習: 9 Mental Models You Can Use to Think Like a Genius - 通過影片學習英語口語
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In this video, you'll learn nine different mental models that you can use to solve difficult problems, see the world in ways that no one else could even fathom, and all around just improve how you think.
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If you're wondering what a mental model is, it's simply a representation of how the world works.
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We operate in a very complex world, and it's impossible to truly understand all the different intricacies of everything that we experience.
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So in order to help us, we use these different models and ideas that we do understand to aid us in learning about the things that we don't understand.
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Here's a quick example.
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Let's say an environmentalist, a botanist, and a business person walk into a forest.
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They're all going to focus on different things.
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The environmentalist may focus on the impact of climate change.
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The business person is probably going to look at the forest and see the immense value of the land, and the botanist is going to focus on the ecosystem.
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Each person essentially is simplifying the innate complexity of the forest into something that they can understand with the limited knowledge that they have.
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While doing this isn't necessarily bad, what they see is entirely limited to what they know and therefore they can't see the full scope of the forest.
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So one thing they may end up doing is sharing their specialized knowledge with each other.
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This creates a scenario where each person develops a much more well-rounded understanding of the forest.
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This is exactly what you do with mental models.
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You learn the fundamental concepts of other disciplines to help give you a bigger toolbox, if you will, to sort of see the world through.
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The more models you have, the more lenses you can use while you look at the world, and therefore the fewer blind spots that you end up having.
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So now that you understand what a mental model is and the importance of using all of these different models throughout your life, let's learn what some of those models actually are and how you can use them.
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One of the most important mental models to learn is map is not the territory.
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This model teaches that the representation of reality is not actual reality.
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Even the best maps are imperfect because they are naturally reductions of what they represent.
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if a map were to represent the territory with perfect fidelity it would no longer be a reduction of the thing it would
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just be the thing like like imagine trying to navigate new york with a map the size of new york in your pocket
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there are just so many obvious reasons why that won't work at a more practical level the graph or the spreadsheet of the
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financials of the company isn't actually the financials of the company so it doesn't accurately represent the real important numbers and the dollars in your bank account.
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The information about a project from your direct report isn't the actual project.
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So before making decisions based on these assumptions and maps and reports and summaries, you have to ensure that you understand 100% that the reduction of the thing is not the thing.
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So make sure you get familiar with the actual territory before you make an important decision and not just go based on whatever the map is saying.
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Circle of competence is simple.
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Each one of us through our experience and our study has built up useful knowledge knowledge on different areas of the world.
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Some of those areas are inside of our circle of competence and these are the things that we understand well.
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If you work as a marketing director, marketing is probably within your circle of competence.
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Product might be around the edges and engineering is well outside of your circle of competence.
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So now when you make a decision, you can evaluate where the scope of that decision lies relative to your circle of competence.
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If it If the decision falls inside of it, you can make the decision with the confidence knowing that you have the expertise to make the decision.
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If the decision falls outside of the scope of your circle of competence, that's when you can consult an expert whose circle of competence contains that decision.
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Tom Watson, the founder of IBM, put it best when he said, I'm no genius.
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I'm smart in spots and I stay around those spots.
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We should all aim to do the same.
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Almost everyone can anticipate the immediate results of their actions.
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This type of first-order thinking is easy and safe, but it's also a way to ensure that you get the same results that everyone else does.
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Second-order thinking is thinking further ahead and thinking holistically.
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It not only requires us to consider our actions and their immediate consequences, but also the consequences of those consequences.
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There's a really famous story about this that is now called the cobra effect and it's about in the 1900s British colonials ruled India at the time but there was a massive cobra problem.
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They were just everywhere.
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What the government did was they decided to pay citizens to kill snakes.
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So citizens would kill the snakes and then bring them to the government and they get paid for it.
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Kind of like a bounty system.
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What ended up happening was the citizens just started breeding snakes so they could kill them to make more money.
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Once the government found out about this and ended the bounty program the citizens now had no need for all these newborn snakes so they just
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let them loose in the street making the cobra problem even worse off than it was before this story illustrates the perfect example of
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what happens when someone doesn't consider the second order effects of their decisions you might be wondering where i'm getting this content from and it's from
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our actual books we've written three books on mental models and how to use them in your life we've also written hundreds of blog posts on our site fs.blog so if So if you want to learn more about any of these and go into more detail,
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you can visit our site, again that's fs.blog, or you can visit the link, it's linked down in the description below.
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Probabilistic thinking is essentially trying to estimate, using some tools of math and logic, the likelihood of any specific outcome happening.
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The world, as complex as it is, is very rarely black and white.
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So instead of deciding things as either happening or not happening, probabilistic thinking encourages us to assign a probability estimate to that thing happening to get a more accurate result.
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As a simple example, let's say you read a headline in a local paper that says car break-ins on the rise.
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Now, without thinking probabilistically, you probably might start freaking out about leaving your car parked on the side of the street.
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But using probabilistic thinking, you can add a little bit more context to this.
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For example, let's say you know that violent crime has been declining to its lowest rates in decades.
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Your city is now safer than it has been ever.
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Let's also say that the chance of your car getting broken into last year was 1 in 10,000, or 0.01%.
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The article states, with accuracy probably, that this type of crime has doubled.
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It is now 2 in 10,000, or 0.02%.
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Now is that worth being terribly worried about?
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Probably not.
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The prior information here is key.
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When we factor it in, we realize that our safety isn't really being compromised.
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Inversion is a powerful tool to improve your thinking because it helps you identify and remove different obstacles to success.
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As a thinking tool, it means approaching a situation from the opposite end of the natural starting point.
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When most of us start a new project, we like to think about what success would look like and then we set the goals and priorities around getting there.
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Using inversion though, you think about what failure would look like and what might cause that.
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Then you set goals and priorities to ensure you avoid whatever it is that might cause that failure.
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Instead of thinking about success and aiming for whatever that looks like, you think about failure and make sure you stay away from whatever that looks like.
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Charlie Munger has famously said, all I want to know is where I'm going to die, so I'll never go there.
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Simpler explanations are more likely to be true than complicated ones.
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This is the essence of Occam's razor, a classic principle of logic and problem solving.
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Instead of wasting your time trying to disprove very complex and intertwined scenarios, you can make decisions more confidently by basing them on the explanation that has the fewest moving parts.
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A simple example of Occam's razor is used to find the truth among conspiracy theories.
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Most conspiracy theories have many complicated and interwoven threads that seemingly paint a bigger picture, but for conspiracy theory to be true, all of those individual threads need to be proven 100% accurate.
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That's really hard to do.
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It's much simpler and much more rational, honestly, to assume the logical explanation because it has fewer dependencies.
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For example, the Titanic hitting an iceberg and sinking is pretty cut and dry.
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There's not many dependencies.
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On the other hand, a lot of things had to have happened for the Freemasons to cause the sinking of the Titanic, which is believed by some.
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Doctors often look for the simplest solution to an ailment, and scientists usually start with the least complicated hypothesis to disprove, and then they go from there.
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Another helpful razor is Hanlon's razor.
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This model says that we should not attribute to maliciousness that which is easily explained by incompetence.
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Essentially, just because someone does something that makes you mad or upsets you doesn't mean they're out to get you like we so often believe.
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It's far more likely that they are just ignorant of something or something else is going on in their life.
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For example, if a good friend hasn't responded to your messages lately, using Hanlon's razor we can assume it's far more likely that they are busy with work or something personal came up than it is that they no longer want to be your friend
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reciprocity or the principle of reciprocation if we want to get super fancy it states that for every action there is an equal and
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opposite reaction in life the same is true if you treat someone with kindness odds are they are going to reciprocate kindness back to you but the opposite is also true.
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If you treat someone poorly, you can't be surprised when they do the same to you.
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Reciprocity prompts us to rewrite the golden rule a little bit, saying, do unto others knowing that something will be done unto you.
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Activation energy is a model from chemistry, and it tells us that a chemical reaction needs a certain amount of energy before it can begin working.
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One way to increase energy in a chemical reaction is with a catalyst.
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This is something that can be added to a reaction to lower the activation energy that is required.
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Using this practically in our lives, we can identify some catalysts like coffee or inspiration even that make doing hard work or a big project easier.
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Writing a long paper is a really difficult task and takes a lot of activation energy to start and get going.
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If you drink coffee, you can help lower that activation energy and get you going a lot quicker.
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When someone you know is struggling to get started on a project or finish a project, try to identify what's causing so much activation energy to be required and see if you can somehow lower that threshold.
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If you enjoyed this video and you want more Mental Models content, subscribe to our weekly newsletter.
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Every Sunday, we'll send you timeless ideas and actionable insights you can use for work and life.
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You can go to fs.blog slash newsletter or visit the link down in the description.
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Thank you.
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為什麼要通過這個影片練習口語？
通過這個影片，學習者可以掌握九種不同的思維模型，能夠幫助他們更有效地解決問題和理解複雜的世界。在練習英語口語時，使用這些思維模型不僅有助於提升理解力，還能增強表達能力。例如，在討論環保、商業和生態時，學習者可以從不同的角度看待問題，這種多元視角將極大地豐富他們的口語內容和深度。
此外，練習時可以運用這些思維模型，提升雅思口語練習的效果。通過模擬影片中的討論，學習者不僅能提高英語發音，還能學會如何將複雜概念簡化並表達清楚。這種方法有效地結合了聽說訓練，使得學習者在溝通時更加自信和流暢。
語法與表達在情境中的應用
在這個影片中，講者使用了一些關鍵結構，學習者可以重點分析並應用於口語練習中：
- 用法示例：“The map is not the territory.” 這句話強調了現實與其代表之間的區別，適合用於討論類比和比喻。
- 思考表達：“Circle of competence” 是指個人在特定領域內的知識範圍，鼓勵學習者在發言時明確自己擅長的話題。
- 因果關係：“If... then...” 的使用使學習者能夠清晰地表達因果關係，這是雅思口語重要評分標準之一。
通過模仿和重複這些短語，學習者可以提高自己的表達能力，使其更加地道和自然，促進在看YouTube學英語時的理解與應用。
常見的發音陷阱
在影片中，有一些發音容易讓非母語者感到困惑：
- “models”: 這個詞的“o”發音可能與一些學習者的預期不同，注意要重讀第一個音節。
- “consequences”: 這個多音節單詞在快速說話時容易發音不清，學習者應多練習分節發音。
- “understand”: 常常被快速說話者模糊化，學習者需特別注意清晰地發出每一個音節。
通過對這些發音進行集中練習，學習者將能有效提高英語發音，進而在進行英語口語練習時更加流暢。運用 shadow speak 方法，即跟隨影片聲音模仿發音，能夠加快掌握這些發音的速度。
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 | is now called · being compromised · be proven |
| 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 | has built · we've written · has been |
| 定語從句 who / which + 從句 — 補充說明人或事物 | Titanic, which is · that which is |
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。