跟讀練習: Quick Thinks: A CLEAR Way Through Conflict - 通過影片學習英語口語

選擇練習模式

每種模式都會開啟全屏練習室。

166 句
如果句子過短或過長，請點選 Edit 進行調整。
1
Conflict and challenge can arise in a flash.
衝突與挑戰可能在一瞬間爆發。
2
Being able to communicate calmly and clearly in these situations can have a huge impact on your short and long -term relationships.
在這類情況下能夠冷靜清晰地溝通，會對你的短期和長期人際關係產生巨大的影響。
3
My name is Matt Abrahams, and I teach strategic communication at Stanford Graduate School of Business.
我叫馬特·亞伯拉罕，在斯坦福大學商學院教授戰略溝通課程。
4
Welcome to this special Quick Thinks episode of Think Fast, Talk Smart, the podcast.
歡迎收聽《快速思考，明智表達》播客的這期特別“快思”特輯。
5
I am thrilled to share that an updated version of my Think Faster, Talk Smarter book and audiobook is now available.
我非常高興地告訴大家，我的《快速思考，高效表達》一書及有聲讀物的最新版本現已上線。
6
I've added content that shares how best to leverage AI for spontaneous speaking, how to reduce the added communication anxiety AI can bring,
我補充了相關內容，介紹瞭如何最有效地利用人工智慧進行即興發言，以及如何減少人工智慧可能帶來的額外溝通焦慮。
7
along with many other best practices I've learned since the book first came out.
以及這本書首次出版以來我學到的許多其他最佳實踐。
8
Additionally, I've added a chapter many people requested on how to handle in -the -moment conflict.
此外，我新增了一章很多人要求的內容，介紹如何處理突發的即時衝突。
9
Take a listen to an excerpt from the updated audiobook on how to better manage emotional challenges
請聽一段更新版有聲書的節選，內容是關於如何更好地應對情緒挑戰。
10
that can flare up in our relationships.
那可能會在我們的人際關係中突然爆發。
11
Application number seven, staying calm, focused, and clear when conflict strikes.
第七項應用，在衝突爆發時保持冷靜、專注和思路清晰。
12
Key insight.
核心洞見。
13
Years ago, a friend of mine ran into some unexpected trouble during a birthday dinner for his sister that he was hosting.
多年前，我的一個朋友在為他姐姐舉辦生日晚宴時，遇到了一些意想不到的麻煩。
14
As my friend was slicing up his sister's favorite roast chicken dish, she made a snide remark about his parenting skills.
當我的朋友正在切他姐姐最愛的烤雞時，她尖刻地批評了他的育兒能力。
15
Feeling hurt and offended, he couldn't help but lob some bitter insults back at her.
他感到既受傷又被冒犯，忍不住回嘴對她說了些尖刻的話。
16
Their dispute escalated, and despite the efforts of other family members to intervene, his sister stormed out.
他們的爭執愈演愈烈，儘管其他家人出面調解，他的妹妹還是怒氣衝衝地摔門而去。
17
The two didn't speak for a few years.
兩人有好幾年沒說話了。
18
Today, my friend realizes that their rupture didn't have to happen, but was spurred by the spontaneous, unpredictable nature of the conflict.
今天，我的朋友意識到他們的決裂本不必發生，只是被那場衝突自發且不可預測的性質所推動。
19
Caught by surprise, he simply couldn't handle the situation as calmly and productively as he might have.
由於事發突然，他根本無法像原本可能的那樣冷靜且高效地應對局面。
20
Conflicts in relationships might be unpleasant, but they aren't inherently bad.
人際關係中的衝突可能令人不快，但它們本身並非壞事。
21
In fact, they're essential.
事實上，它們是必不可少的。
22
Research suggests that conflict when properly handled can lead to better work outcomes, stronger relationships, and creative problem -solving.
研究表明，衝突若得到妥善處理，能夠帶來更好的工作成果、更穩固的人際關係以及更具創造性的問題解決方案。
23
The key is to overcome the strong emotions that seize hold of us when we unexpectedly find ourselves under fire.
關鍵在於克服當我們意外遭遇攻擊時攫住我們的強烈情緒。
24
The spontaneous nature of these moments is precisely what makes them so challenging.
這些時刻的自發性恰恰是它們如此具有挑戰性的原因。
25
When someone takes offense at a comment we've made, or interrupts with sharp criticism, or says something that disappoints us and leaves us stewing,
當有人對我們說過的話感到生氣，或是突然插話尖刻批評，又或是說出一些讓我們失望、憋悶的話時，
26
we know that an aggressive or otherwise ill -advised retort on our part will only make matters worse.
我們知道，我方若做出咄咄逼人或欠考慮的反駁，只會讓事態進一步惡化。
27
We have to get our message right, but we're also usually not at our calmest, clearest, or most rational.
我們必須準確傳達自己的想法，但通常我們也並非處於最冷靜、最清醒或最理性的狀態。
28
These situations demand our very best communication precisely when our stress response undermines our ability to deliver it.
恰恰在壓力反應削弱我們溝通能力的時候，這些情況卻要求我們展現出最佳的溝通水平。
29
As Joseph Grenny, co -author of the book Crucial Conversations notes, under conditions of threat, we have a tendency to tell ourselves three kinds of stories,
正如《關鍵對話》一書的合著者約瑟夫·格雷尼所指出的，在受到威脅的情況下，我們往往會對自己講述三種類型的故事。
30
victim, villain, and helpless stories.
受害者、加害者與無助者的敘事。
31
In the moment, my friend might have convinced himself that he was a helpless victim who had been accosted by his sister.
那一刻，我的朋友或許已經說服自己，他是一個被姐姐搭話騷擾的無助受害者。
32
He hadn't done anything to deserve that.
他根本沒做過任何該遭這種對待的事。
33
He might have framed his sister as the villain, someone who apparently feels entitled to say whatever she wants, regardless of whom she hurts.
他可能把自己的妹妹塑造成了一個反派，一個顯然覺得自己有權想說什麼就說什麼，完全不顧會傷害到誰的人。
34
He might have justified the insults he threw at her by reasoning that he had no choice as he was under attack.
他可能會以自己受到攻擊、別無選擇為由，為自己對她的那些侮辱性言論開脫。
35
Anyone affronted like he'd been would have responded similarly he was helpless to respond otherwise.
任何一個受到他那樣冒犯的人都會做出類似的反應，他別無選擇，只能如此回應。
36
These three kinds of narratives work together to lock us into defensiveness.
這三類敘事共同作用，讓我們陷入防禦心態。
37
They amp up our emotions and justify unhealthy responses, creating what researchers call a conflict spiral,
它們會放大我們的情緒，為不健康的反應提供理由，形成研究人員所說的衝突螺旋。
38
in which negative emotions and expressions feed on themselves.
在這種情況下，負面情緒與表達會不斷自我強化。
39
We're not doomed to such spirals.
我們並非註定會陷入這種惡性迴圈。
40
With the right tools and a bit of practice, we can train ourselves to overcome the emotions that arise when we're caught by surprise,
只要掌握正確的方法並稍加練習，我們就能訓練自己克服突發狀況時產生的情緒波動。
41
so that we can respond in ways that strengthen our relationships.
這樣我們就能以有助於鞏固彼此關係的方式作出回應。
42
Although we might not always achieve the outcomes we want, we can boost our chances if we learn to manage conflict productively and disagree nicely.
雖然我們未必總能得到想要的結果，但如果學會以建設性的方式處理衝突、友善地表達不同意見，就能提升達成所願的機率。
43
Why it matters.
這為何重要。
44
Understanding how to communicate effectively in these unplanned conflict moments is one of the most valuable skills we can develop.
掌握在這些突發衝突時刻進行有效溝通的方法，是我們能夠培養的最有價值的技能之一。
45
When we mishandle impromptu disagreements at work or at home, our productivity and that of others around us declines.
當我們在工作或家庭中處理即興分歧不當的時候，我們以及周圍人的工作效率都會下降。
46
Our relationships fracture and we can suffer long -term damage to our reputations.
我們的人際關係會破裂，我們的聲譽也可能長期受損。
47
We also miss the opportunity to learn about ourselves and others, which could lead to better solutions and set us up better for future interactions.
我們也錯失了了解自己和他人的機會，而這本可以帶來更好的解決方案，讓我們在未來的互動中處於更有利的位置。
48
When we become adept at disagreeing, we can become more effective.
當我們善於表達不同意見時，我們就能變得更高效。
49
happier, and connected with others around us.
更加快樂，也能與身邊的人建立更緊密的聯絡。
50
Craft your content.
創作您的內容。
51
A mountain of research exists around conflict, and I've been fortunate to have a number of experts appear on my Think Fast, Talk Smart podcast as guests.
52
Coming away from these conversations, it occurred to me that devices from earlier in this audiobook, for instance, what, so what,
53
now what, can help structure our communication responses in conflict so we don't simply need another one.
54
Instead, we need a method for cautiously laying the groundwork for an effective response.
55
Before we can pin down precisely how to communicate when in the heat of conflict, we first must step back,
56
calm ourselves, and interrogate the situation in a methodical way.
57
Synthesizing the insights and approaches of my podcast guests, I've arrived at a five -step framework called CLEAR, C -L -E -A -R,
58
that allows us to achieve a refreshing clarity even in the most heated moments.
59
C. Check yourself.
60
L. Listen with receptiveness.
61
E. Explore their perspective.
62
A. Acknowledge before advocating.
63
R. Respond strategically.
64
After running through the first four steps in the CLEAR framework, you can then leverage earlier structures in the R step to help you craft your message in the moment.
65
Let's explore each of these five steps in turn.
66
Step 1.
67
Check yourself.
68
Self -awareness is the foundation for effective communication during conflicts.
69
You can't engage productively with others if you don't understand your own internal state.
70
Jen Nguyen, a professor at New York University's Stern School of Business, advises we should first look for cues and clues that we're feeling triggered, a lump in our throat,
71
butterflies, a clenched jaw, a quickened pulse.
72
If we sense these and similar signs, we can learn to pause even just for a few seconds,
73
taking a breath or two while imagining a peaceful place or a person whom we find calming.
74
This serves to activate our parasympathetic nervous system and counteract our stress response.
75
It also gives us a moment to shift out of a reactive mode
76
and move from a hotter emotional state to a cooler one.
77
As we're pausing, we can reframe the situation in our minds, reminding ourselves that what we initially took as a threat might actually be an opportunity to learn.
78
We might ask ourselves why someone might reasonably be acting as our partner in conflict is.
79
Example.
80
Years ago, a colleague of mine, I'll call him Chuck, and I were collaborating on a fairly high -stakes work project.
81
During a meeting with our mutual boss, Chuck proposed a course of action that undercut me and ran counter to what he and I had previously agreed.
82
I was surprised and angry.
83
I felt my chest tighten as it always does when I get upset, and this clued me in to take a moment to pause and check in with myself.
84
Rather than rushing to confront Chuck in front of our boss, I managed to calmly ask Chuck why he thought his approach was the best course of action.
85
Step two, listen openly.
86
Once you've checked yourself, focus on listening, making use of the skills presented in chapter four.
87
Passive hearing isn't enough.
88
You must show genuine curiosity about the other person's perspective and openness to what they might be saying.
89
What Harvard University's Julia Minson calls conversational receptiveness.
90
As she found in her research, adding simple phrases that express a willingness to learn dramatically changes how others perceive us.
91
Try saying, I understand this is a really complicated topic and I'd love to understand your point of view.
92
Or, I get that some people might disagree, and I'd like to learn about your perspective.
93
You can also convey curiosity explicitly by asking respectful, open questions.
94
As the person speaks, process what they're saying rather than planning out what you're going to say next.
95
We often feel uncomfortable showing curiosity when we're in conflict with others, as it can feel like we're acquiescing.
96
But the benefits of curiosity and listening are significant.
97
As Minson notes, research participants who expressed curiosity came across as dramatically more reasonable and thoughtful and pleasant than those who didn't.
98
Example.
99
In my conflict with Chuck, I asked lots of questions, including, what are the short and long -term implications of your plan of action?
100
And are there ways that we can support your goals while also addressing mine?
101
I queried him about specific tactical issues like cost, timing, and scalability.
102
My tone here was critically important.
103
I conveyed genuine curiosity and deference, listening intently to his responses.
104
Although Chuck did provide a clear rationale and detailed information, he wound up digging into his position.
105
This wasn't what I'd hoped, but at least I had a better sense of how strongly he held his position and how thoroughly he'd thought it out.
106
Step 3.
107
Explore their perspective.
108
Before you can respond effectively, be sure that you understand not just what the other person is saying, but why they're saying it.
109
This requires that you think strategically about their situation, motivations, and interests.
110
Ask yourself what's going on in this person's mind?
111
What concerns do they have?
112
Thinking back to the villain stories that Joseph Grenny mentioned try to challenge such narratives in your mind.
113
Might this person be behaving more reasonably or rationally than you think?
114
Do they have insight, perspective, or experience that you lack?
115
And might this be guiding their actions?
116
Are you ascribing negative intent to them where none existed?
117
Example.
118
As my conversation with Chuck unfolded, my boss and I learned
119
that he was really most concerned about finding a new role
120
for an employee of his who had a lot of potential but was struggling in his current role.
121
The desire to help this employee was a key reason
122
that Chuck had deviated from the course of action on which we'd previously agreed.
123
Step four, acknowledge before advocating.
124
Once you understand the other person's perspective, don't just rush in presenting your own.
125
Rather, convey your understanding by paraphrasing back what the other person said and making sure that you've heard them correctly.
126
Many conflicts flare out of control because we rush to make our point without first showing we've genuinely listened.
127
By conveying our understanding, we're not necessarily agreeing with the other person.
128
We're simply demonstrating that we've heard them and that we respect them enough to consider carefully what they're saying.
129
In repeating what you've heard, emphasize any points of agreement, ask for clarification if needed,
130
and guard against subtly disparaging or reframing what they've said in the course of paraphrasing it.
131
When conveying disagreement, don't immediately contradict it, but instead point to a more integrative and inclusive approach.
132
Instead of saying, I understand you're frustrated, but we discussed this deadline last week, say, I understand why you might be frustrated,
133
and I want to talk about how we can make this deadline work.
134
The simple use of and instead of but makes all the difference.
135
Example.
136
After posing questions and listening attentively, I recounted Chuck's position in my own words,
137
indicating that I understood how strongly he felt and that I appreciated his position.
138
I also indicated respectfully that I didn't agree with him and that I also had an alternative viewpoint that was worth considering.
139
Step 5.
140
Respond strategically.
141
After the first four steps, you're finally ready to respond substantively.
142
You might feel tempted to advocate strongly for your position and adopt a take -no -prisoners approach.
143
Instead, respond with an eye toward maintaining the relationship and keeping dialogue open.
144
Following the advice given elsewhere in this audiobook, clarify your own deeper goals and core priorities,
145
and adjust your communication given the specific relationships in play.
146
Think too about which communication medium might be the most advantageous given the circumstances.
147
Instead of responding immediately in the moment, perhaps it would help to wait a few hours and send an email.
148
Doing so might give you and the other person time and space to think and let your emotions cool.
149
On the other hand, email might feel too formal, and using it might be taken as a sign of distancing and disrespect.
150
It all depends on the situation.
151
Example.
152
In my conflict with Chuck, I thought of a way we could implement his desired course of action while modifying it to satisfy my concerns.
153
We could adopt a phased approach
154
that allowed his employee to do both the role Chuck wanted and a bit of the role I needed.
155
This wasn't a perfect solution, but it was good enough.
156
Although Chuck grew heated, I presented this solution in a way that was calm and reasonable.
157
My boss expressed appreciation for the professional way I'd conducted myself, and in the end, he decided to go with what I proposed.
158
Well, there you have it.
159
A clear way to handle the in -the -moment conflicts that we all experience.
160
I find myself relying on these techniques often, and they really can make a difference.
161
I encourage you to use these techniques as well.
162
Please check out my updated Think Faster, Talk Smarter book wherever you get your books and audiobooks.
163
This episode was produced by Katherine Reed, Ryan Campos, and me, Matt Abrahams.
164
Our music is from Floyd Wonder.
165
With special thanks to Podium Podcast Company and the audio team at Simon & Schuster for providing this excerpt.
166
Thank you.

下載應用

流利口語所需的一切

AI 發音評分逐句打分
音標練習掌握每個音
詞彙學習建立你的詞庫
詞彙遊戲邊玩邊學
掃碼
掃碼
Download on theApp StoreGet it onGoogle Play

同頻道

Talk Back: Why Arguing With Yourself Can Help You FlourishC1
1

Talk Back: Why Arguing With Yourself Can Help You Flourish

Daily ConversationUniversity StudentsWorking Adults
Quick Thinks: Network Smarter and Make Better ConnectionsC1
1

Quick Thinks: Network Smarter and Make Better Connections

Business EnglishUniversity StudentsWorking Adults
Trust the Process: How to Design Teams That Actually WorkC1
1

Trust the Process: How to Design Teams That Actually Work

Daily ConversationUniversity StudentsWorking Adults
Want To Make Your Ideas Stick? Make It Into A Meme!B2
1

Want To Make Your Ideas Stick? Make It Into A Meme!

Business EnglishUniversity StudentsWorking Adults
What 300 Episodes Has Taught UsB2

What 300 Episodes Has Taught Us

Daily ConversationWorking Adults
Directness with Respect: How to Make the Hard Conversations EasyB2
2

Directness with Respect: How to Make the Hard Conversations Easy

Business EnglishUniversity StudentsWorking Adults
Why Every Question Is A GiftB2
2

Why Every Question Is A Gift

Business EnglishWorking Adults
Shark Tank's Daniel Lubetzky: The Pitch Mistake That Loses InvestorsC1
3

Shark Tank's Daniel Lubetzky: The Pitch Mistake That Loses Investors

Business EnglishWorking Adults
A Matter of Meaning: What Other People Teach You About Your CommunicationC1
1

A Matter of Meaning: What Other People Teach You About Your Communication

Daily ConversationUniversity StudentsWorking Adults
Don't Lose the Room: How to Make Ideas StickB2
1

Don't Lose the Room: How to Make Ideas Stick

Business EnglishDaily ConversationUniversity Students
Your Voice Is a Wind Instrument | Matt Abrahams on Projecting Without StrainingC1
6

Your Voice Is a Wind Instrument | Matt Abrahams on Projecting Without Straining

Daily ConversationUniversity StudentsWorking Adults
The First 5 Seconds: How to Start a Speech the Moment All Eyes Suddenly Turn to You | AMAC1
2

The First 5 Seconds: How to Start a Speech the Moment All Eyes Suddenly Turn to You | AMA

Business EnglishUniversity StudentsWorking Adults
The Devastating Note That Nearly Made Adam Grant Quit TeachingC1
2

The Devastating Note That Nearly Made Adam Grant Quit Teaching

Daily ConversationUniversity StudentsWorking Adults
The Respect Effect: What Stereotype Threat Teaches Us About CommunicationC1
4

The Respect Effect: What Stereotype Threat Teaches Us About Communication

Business EnglishUniversity StudentsWorking Adults
Ask Matt Anything: Don’t Let Your Communication Fizzle at the FinishB2
6

Ask Matt Anything: Don’t Let Your Communication Fizzle at the Finish

Business EnglishWorking Adults
3 Techniques for Managing Speaking AnxietyB2
7

3 Techniques for Managing Speaking Anxiety

Business EnglishInterview EnglishUniversity Students
Message Market Fit: Turning Great Ideas Into Communication That LandsB2
3

Message Market Fit: Turning Great Ideas Into Communication That Lands

Business EnglishUniversity StudentsWorking Adults
REPLACED BY RETHINKS How to Pitch Anything: 10-20-30 Rule by Guy KawasakiB2
2

REPLACED BY RETHINKS How to Pitch Anything: 10-20-30 Rule by Guy Kawasaki

Business EnglishUniversity StudentsWorking Adults
Small Talk Tips From a Matchmaker: Start Your Story in the MIDDLE!C1
6

Small Talk Tips From a Matchmaker: Start Your Story in the MIDDLE!

Business EnglishInterview EnglishUniversity Students
Quick Thinks: How to Have Better Conversations About AgingB2
1

Quick Thinks: How to Have Better Conversations About Aging

Business EnglishDaily ConversationUniversity Students
FOR YOU

推薦影片

Conflict makes smart people irrational. Here’s how to stay in control | Amy GalloB2
3
51 句

Conflict makes smart people irrational. Here’s how to stay in control | Amy Gallo

Business EnglishWorking Adults
How to Think Fast Before You Speak: Framework ThinkingC1
1
140 句

How to Think Fast Before You Speak: Framework Thinking

Business EnglishWorking Adults
How to Have Difficult Conversations (Even If It's Confronting)B2
4
233 句

How to Have Difficult Conversations (Even If It's Confronting)

Business EnglishDaily ConversationUniversity Students
LET'S DO A YAP CHALLENGE!B2
2
23 句

LET'S DO A YAP CHALLENGE!

Business EnglishDaily ConversationWorking Adults
The Hard Truth About Leading ChangeC1
3
46 句

The Hard Truth About Leading Change

Business EnglishWorking Adults
15 Minutes of English Listening Practice Listen and Learn Improve Your Skills With Internal StrifeC1
1
6 句

15 Minutes of English Listening Practice Listen and Learn Improve Your Skills With Internal Strife

Business EnglishWorking Adults
How to Have Composure at Work: the Inner Piece of PresenceB2
1
50 句

How to Have Composure at Work: the Inner Piece of Presence

Business EnglishWorking Adults
Live For Yourself, Not For OthersC1
4
244 句

Live For Yourself, Not For Others

Business EnglishUniversity StudentsWorking Adults
The 3-Step System for Simplifying Your Work and LifeB2
699 句

The 3-Step System for Simplifying Your Work and Life

Business EnglishDaily ConversationUniversity Students
How to Handle International Client Calls Smoothly in English | Client CallsB2
1
261 句

How to Handle International Client Calls Smoothly in English | Client Calls

Business EnglishWorking Adults

本課的詞彙與口語要點

這節 B2 級別的口語課以影片“Quick Thinks: A CLEAR Way Through Conflict”為素材。 影片中反覆出現的詞有：conflict, Chuck, step, moment。 這段影片共有 166 個句子、2315 個單詞可供跟讀。 講話部分時長為 15:09。 說話人語速自然，每分鐘約 153 個詞，接近日常對話。 只有 78% 的單詞屬於英語最常用的 3,000 詞，詞彙難度較高。

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
curiosity 名詞/ˌkjʊɹ.iˈɑ.sə.ti/好奇, 好奇心
emotion 名詞/ɪˈməʊ.ʃən/感情, 情感
audiobook 名詞/ˈɔdi.oʊbʊk/有聲讀物 /有聲讀物, 音像圖書 /音像圖書
convey 動詞/kənˈveɪ/傳遞 /傳遞, 輸送 /輸送
podcast 名詞/ˈpɑdˌkæst/播客
helpless 形容詞/ˈhɛlplɪs/無助的 /無助的, 無力的 /無力的
spontaneous 形容詞/spɑnˈteɪ.ni.əs/自發的
villain 名詞/ˈvɪl.ən/惡棍 /惡棍, 壞傢伙
insight 名詞/ˈɪnsaɪ̯t/見地 /見地
frustrate 動詞/ˈfɹʌsˌtɹeɪt/令人失望, 挫折
paraphrase 動詞/ˈpæɹəfɹeɪz/釋義 /釋義, 意譯 /意譯
excerpt 名詞/ˈɛɡzɜː(p)t/摘錄, 節錄 /節錄
leverage 名詞/ˈlɛv.(ə.)ɹɪd͡ʒ/槓桿 /槓桿
arise 動詞/əˈɹaɪz/起來 /起來, 產生 /產生
insult 名詞/ɪnˈsʌlt/侮辱

影片中出現的短語動詞

單詞發音釋義
check out 動詞退房
come out 動詞/ˌkʌm ˈaʊt/出, 出來 /出來

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：

  • We're not doomed to such spirals.
  • Let's explore each of these five steps in turn.
  • Ask yourself what's going on in this person's mind?
  • Might this person be behaving more reasonably or rationally than you think?
  • Do they have insight, perspective, or experience that you lack?

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
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I've added · I've learned · we've made
被動語態 be + 過去分詞 — 強調發生了什麼，而不是誰做的was spurred · had been accosted · might be frustrated
定語從句 who / which + 從句 — 補充說明人或事物someone who apparently · those who didn

需要注意的發音

說話人用了 52 次縮略和弱讀形式，例如 we're, I've, didn't。請按聽到的簡短形式來說。

  • “th” 音: unhealthy /ʌnˈhɛl.θi/, thrill /θɹɪl/, thoughtful /ˈθɔːtfəl/, strengthen /ˈstɹɛŋ(k)θən/, thoroughly /ˈθʌɹ.ə.li/
  • “sh” 和 “zh” 音: emotion /ɪˈməʊ.ʃən/, clarification /ˌklæɹɪfɪˈkeɪʃən/, implication /ˌɪmpləˈkeɪʃən/, refresh /ɹɪˈfɹɛʃ/, rational /ˈɹæʃ(ə)nəl/
  • 長單詞——注意重音位置: curiosity /ˌkjʊɹ.iˈɑ.sə.ti/, audiobook /ˈɔdi.oʊbʊk/, spontaneous /spɑnˈteɪ.ni.əs/, reasonably /ˈɹiː.zən.ə.bli/, clarification /ˌklæɹɪfɪˈkeɪʃən/

中文母語者容易讀錯的音：

  • /v/ — 不要讀成 /w/，上齒輕觸下唇: convey /kənˈveɪ/, villain /ˈvɪl.ən/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, viewpoint /ˈvjuː.pɔɪnt/, intervene /ˌɪntəˈviːn/
  • 詞尾子音 — 要讀清楚，後面不要加母音: audiobook /ˈɔdi.oʊbʊk/, podcast /ˈpɑdˌkæst/, helpless /ˈhɛlplɪs/, spontaneous /spɑnˈteɪ.ni.əs/, insight /ˈɪnsaɪ̯t/
  • /r/ 和 /l/ 的區別: calmly /ˈkɑː(ɹ)m.li/, precisely /pɹɪˈsaɪs.li/, leverage /ˈlɛv.(ə.)ɹɪd͡ʒ/, reasonably /ˈɹiː.zən.ə.bli/, clarification /ˌklæɹɪfɪˈkeɪʃən/

如何用這段影片練習

  1. 先完整聽一遍影片，不要開口，記下不認識的單詞。
  2. 先用 0.75 倍速逐句跟讀，熟練之後再回到正常速度。
  3. 錄下自己的聲音並與原聲對比，特別注意 curiosity, emotion, audiobook 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。

影子跟讀法: 閱讀完整分步指南 →