跟讀練習: How to Create Change | Simon Sinek - 通過影片學習英語口語
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153 句
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People with new ideas, whether they have neurodiversity or not, are threatening to the status quo.
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And there's nothing wrong with the status quo per se.
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The reason the status quo exists is because things are kind of working.
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And the people who are the most defensive of the status quo are people who benefit from the status quo.
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So if you come in and say, I'm going to try something new with no guarantee of success, away, if we fail you're all going to lose your jobs.
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Not a lot of takers, which is why most people don't start businesses.
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Most people aren't entrepreneurs and nor should they be because the chances of failure are overwhelming.
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And even if you have the desire and you've got a family and kids, like it's just not worth the risk
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because the chances are in the high 90th percentiles that you're going to fail in the first three years.
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And so you You have to remember that.
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And so my rule has never been to try and convince people who don't want to be convinced.
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Because all you're going to do is fight.
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I'm right, you're wrong.
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And they're going to say, no, I'm right, you're wrong.
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And you're both right.
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Contextual.
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For me, my religion for new ideas has been something called the law of diffusion of innovations, bell curve.
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In every population, you're going to have a standard deviation.
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You're going to have high performers, you're going to have low performers, you're going to have an average.
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Always, right?
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What Emmett Rogers wrote about in the 1950s
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when he wrote about the low of diffusion is that the first 2.5% of any population, this one included, are going to be your big idea people, your innovators, Steve Jobs, Richard Branson, right?
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The next 12.5% of your population are your early adopters.
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These are the people who are very comfortable spending time, money, or energy to be a part of something that reflects their own beliefs.
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They have a pretty good risk tolerance.
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They stand in line for 48 hours to see a new
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Star Wars movie where you could just go two weeks later and buy a ticket and go in.
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For them, that's worth it, right?
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Then you have your majority, the 68%.
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More cynical, more practical.
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What's in it for me?
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Will I get my money back?
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Am I going to get in trouble if everything goes wrong, right?
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Then you have your laggards, the last 16%.
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The only reason they make any change is because you have no choice anymore.
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The law of diffusion says that if it's market success or mass market acceptance for any idea or product, you have to achieve between 15% and 18% market penetration.
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And there's a social phenomenon that happens called a tipping point.
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It just goes.
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And the reason is very simple.
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It's because the early majority will not try something until someone else has tried it first.
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The problem is, is that if you ignore this, you'll always get about 10% of people who believe what you believe, who see what you see.
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Right?
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Always.
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Oh, love her, she gets it.
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Oh my god, he's an idiot, he doesn't get it.
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Get what?
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But that's how we describe it.
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Right?
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And that 10% is not enough to make the system tip, and that's where you get frustration.
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And so what Jeffrey Moore wrote about called Crossing the Chasm is how do you get from 10% to 15 to 18%?
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And what I learned is that the way you talk to early adopters is by starting with why.
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Talk about what you believe, not what you do.
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Talk about why you're doing it, not what the plan is.
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Talk about the dream.
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And what I learned was the more I did that, the more I found the early adopters, and they were willing to take risks, and they were willing to experiment.
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I built my entire brand with zero marketing budget and no public relations.
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And at the time, no social media.
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It's because I made a decision that I was going to focus only on early adopters.
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And I was going to start with why.
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I got really good at learning how to talk to people at an emotional level, not a product or fact level.
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Eventually the facts and product had to bear out.
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But that's not where I started.
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Start with why. and the system tipped.
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And I've done it in companies.
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I've done it in companies.
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And so if you wanna affect change in your company, stop trying to convince people.
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So I'll give you a real real-life example.
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In the early days of me spreading this message of Start With Why, I was doing consulting because I still hadn't figured out how I wanted to spread it.
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And I needed every dollar I could get.
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I was living hand to fist.
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I mean, I had no money in the bank account, literally like pennies.
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And I remember a guy called me, and he'd heard about me.
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He said, you know, I got your number from whomever.
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I've heard you do great work.
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He literally said this to me, convince me why I should hire you.
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Now, as much as I needed his business, I got very good at hearing who's an early adopter and who's not.
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Convince me why I should hire you, not an early adopter.
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So literally I said to him, don't.
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Don't.
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He goes, what?
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I'm like, I am the wrong guy for you.
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Right?
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But the people who called me and said, you're on to something.
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It's not perfect, but you're on to something.
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I said yes to them.
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Every time.
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Even if they paid me zero.
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because what ended up happening is they let me experiment on their businesses.
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I would literally say, can I try something new on your company?
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They went, yeah, try it.
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Go ahead.
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That's an early adopter mentality.
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Going back to you, find the early adopters, the ones who want to try it, volunteer.
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I'll tell you a real-life example of how it worked inside a company.
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You'll like this too.
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A big company, they've got 100,000 employees.
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They wanted me to build a millennial training program for them, right?
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Because of the millennial leadership issues.
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So I said, okay, but we're going to do it my way.
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Because this is how big companies do things.
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They spend lots of money to hire all the best people to make the training program, and then they launch it.
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And they have PowerPoints galore saying, this is why you need to take part in this program.
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And people go, no. And they go, no, it's really good.
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And then it fails.
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Good stuff, just no adoption.
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And a lot of resistance.
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I know this because you can't take new things and give them to the majority.
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Duh.
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So I said, we're going to do it my way.
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And here's what we're going to do.
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Because early adopters, you want small barriers.
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You don't want to make everything too easy.
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You want small barriers, right?
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So I said, here's what we're going to do.
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I'm going to teach the first class.
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And I don't know what the program is going to look like.
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We have no program.
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We're going to teach one class.
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And I'm going to teach it.
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And they have to apply.
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We only have 100 spaces.
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And they have to apply to be a part of it.
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And I made them write essays. from across the company.
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We made the announcement it's going to happen.
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We did an application process.
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It wasn't easy.
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We read the actual essays and chose 100 people.
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We told them that you're going to have to come to New York for the training, wherever you are, across the country.
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You're going to get no extra money for it.
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We said that nobody born before the year 1984 was eligible to come into the room, which means all the senior leaders couldn't come spy on me.
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I was the only person born before 1984 who was in the room.
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And it was fantastic and we had tons of fun.
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And at the end I said, look, this program isn't built.
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I need volunteers to help build it.
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And here's the conditions.
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I'm going to, we can't, we don't have any more money to give you.
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You still have to do your regular job.
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It's not, it probably won't help you get promoted.
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It's just that you think this is important work.
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I had 50 volunteers from the room who wanted to help build the program.
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Great.
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I let them all go back to their job.
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They all fly home.
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About two weeks later, the sponsor, my sponsor at the company calls me up, furious at me.
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You screwed me.
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I'm like, what happened?
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He goes, I'm getting calls from across the country from all of these managers screaming and yelling at me, demanding, why aren't my people invited into this thing?
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And I leaned in and I said, that's called demand.
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We created demand because all the early adopters went back and said, this is amazing, we need it.
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No marketing, no PR, no PowerPoints.
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And best of all, they were going to build it for us.
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So that's how you leverage the law of diffusion
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when you have new ideas in a system that's largely resistant to new ideas.
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本課的詞彙與口語要點
這節 C1 級別的口語課以影片“How to Create Change”為素材。 這段影片共有 153 個句子、1573 個單詞可供跟讀。 講話部分時長為 7:56。 說話人語速較快，每分鐘約 198 個詞，會出現較多連讀和弱讀。 88% 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
影片中最難的 15 個單詞，附發音和釋義：
| 單詞 | 發音 | 釋義 |
|---|---|---|
| adopter 名詞 | /əˈdɑp.tɚ/ | 採納者 |
| diffusion 名詞 | /dɪˈfju.ʒən/ | 散射 |
| performer 名詞 | /pɚˈfɔɹmɚ/ | 伶 |
| sponsor 名詞 | /ˈspɒn.səː/ | 保證人 /保證人 |
| deviation 名詞 | /ˌdiː.viˈeɪʃən/ | 偏離 /偏離 |
| neurodiversity 名詞 | /ˌn(j)ʊɹoʊˌdaɪˈvɝsəti/ | 神經多樣性 /神經多樣性 |
| overwhelm 動詞 | /ˌoʊ.vɚˈwɛlm/ | 吞沒 /吞沒 |
| cynical 形容詞 | /ˈsɪnɪkəl/ | 玩世不恭 |
| penetration 名詞 | /pɛ.nəˈtɹeɪ.ʃən/ | 滲透 /滲透 |
| mentality 名詞 | /mɛnˈtæləti/ | 心態 /心態, 心理 |
| yell 動詞 | /jɛl/ | 叫喊, 叫 |
| leverage 名詞 | /ˈlɛv.(ə.)ɹɪd͡ʒ/ | 槓桿 /槓桿 |
| fist 名詞 | /fɪst/ | 拳頭 /拳頭 |
| threaten 動詞 | /ˈθɹɛt.n̩/ | 威脅 /威脅, 恐嚇 /恐嚇 |
| frustration 名詞 | /fɹʌsˈtɹeɪ.ʃən/ | 挫折 |
影片中出現的短語動詞
| 單詞 | 發音 | 釋義 |
|---|---|---|
| bear out 動詞 | /bɛəɹ ˈaʊt/ | 證實 /證實 |
| end up 動詞 | 到達 | |
| figure out 動詞 | 弄清楚 | |
| go ahead 動詞 | /ˌɡoʊ əˈhɛd/ | 請便 /請便 |
| go back 動詞 | 回去, 返回 |
值得反覆跟讀的句子
影片中簡短而完整的句子，可以直接用在日常對話裡：
- Because all you're going to do is fight.
- What's in it for me?
- Will I get my money back?
- I've done it in companies.
- I'm like, what happened?
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 |
|---|---|
| 定語從句 who / which + 從句 — 補充說明人或事物 | people who are · takers, which is · people who don |
| 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 never been · has tried · I've done |
需要注意的發音
說話人用了 58 次縮略和弱讀形式，例如 you're, I'm, don't。請按聽到的簡短形式來說。
- “sh” 和 “zh” 音: diffusion /dɪˈfju.ʒən/, deviation /ˌdiː.viˈeɪʃən/, penetration /pɛ.nəˈtɹeɪ.ʃən/, frustration /fɹʌsˈtɹeɪ.ʃən/
- 長單詞——注意重音位置: millennial /mɪˈlɛn.ɪ.əl/, deviation /ˌdiː.viˈeɪʃən/, innovator /ˈɪnəˌveɪtəɹ/, neurodiversity /ˌn(j)ʊɹoʊˌdaɪˈvɝsəti/, penetration /pɛ.nəˈtɹeɪ.ʃən/
中文母語者容易讀錯的音：
- /v/ — 不要讀成 /w/，上齒輕觸下唇: deviation /ˌdiː.viˈeɪʃən/, innovator /ˈɪnəˌveɪtəɹ/, neurodiversity /ˌn(j)ʊɹoʊˌdaɪˈvɝsəti/, overwhelm /ˌoʊ.vɚˈwɛlm/, whomever /humˈɛvɚ/
- 詞尾子音 — 要讀清楚，後面不要加母音: consult /ˈkɑnsʌlt/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, fist /fɪst/, furious /ˈfjʊəɹi.əs/, resistant /ɹəˈzɪstənt/
- /r/ 和 /l/ 的區別: galore /ɡəˈloɹ/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, tolerance /ˈtɑ.lə.ɹəns/
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 adopter, diffusion, performer 這類單詞。
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。