跟讀練習: Risk management basics: What exactly is it? - 通過影片學習英語口語
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42 句
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People say to me, what's risk management really all about?
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Surely it's a lot to do with probability and statistics and a complex process that's very difficult to apply.
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And I disagree.
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I think managing risk is one of the most natural things we can do and one of the most important.
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And for me, risk management is essentially asking and answering six basic questions.
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questions and they're questions that everybody wants to ask no matter what situation they're in, whether it's a personal dilemma, a project process or some kind of organisational decision.
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The first question is, what are we trying to do?
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And that really leads us into the first step of a risk process, which is objective setting, understanding the scope and the context and the environment within which we're having to manage risk.
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So what am I trying to achieve is the first question and it's the first step of the risk process.
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Once we know what we're trying to achieve, the second question is, what might affect me?
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Are there things out there in the future which could either hinder me achieving my goals or maybe even help me.
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And that question, what might affect me, is our step into risk identification, finding the uncertainties that matter, the future events which, if they occurred, would help or hinder as we try to achieve our goals.
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The third question is that not all of those things we've identified are equally important.
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So my third question is which of those things that might affect me are most important.
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And that leads us to the step of the risk process that we call risk assessment, risk evaluation or risk analysis.
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Trying to prioritise those things that might affect us in two key dimensions.
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How likely is it to happen and if it did happen what effect could it have on our goals?
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Either positive or negative because of course risk includes both threats and opportunities.
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So our first three questions are what am I trying to achieve, what might affect me and which are the most important ones.
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That gives me a prioritised list of uncertainties that matter.
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Now the fourth question, what should we do about it?
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And this is really important because otherwise we're just the victims of uncertainty and things might happen on our projects which we weren't expecting.
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So now we know what the key risks are we can design some responses.
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We could try on bad risks to avoid them or minimize them or protect ourselves.
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For good risks we could try to maximize or exploit them or to make ourselves more able, position ourselves to be better able to exploit them, to use them if they happen.
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So our fourth question, what am I trying to achieve, what might affect me, which are the important ones and what shall I do?
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Then of course we have to do what we said we'd do and our fifth question is, did it work?
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Often we find that the actions that we plan to take in response to risk are not actually achieving what we did want and so we might need to modify our approach.
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And the last question which is really important, question six, what changed?
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life, business is constantly changing, very dynamic, and we need to make sure that we spot the new risks that have arisen since the last time we looked, since the last time that we took action.
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Now I think those six questions are easy, they're intuitive, they're the sorts of questions that anybody would ask in any important situation.
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What am I trying to achieve?
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What might affect me?
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Which are the important ones?
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What can I do about it?
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Once I've done that, did it work?
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And what's changed?
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And if we build our risk process around those six simple questions then it becomes easy to do, it It becomes intuitive, it becomes a natural process that doesn't involve lots of bureaucracy, lots of forms, lots of statistics.
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We're just asking and answering important questions.
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Of course on a bigger project we might want to apply those six questions at a more detailed level with templates and tools and modelling and all sorts of other approaches.
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But as at its root, whether we're trying to put a man on the moon or we're trying to move from one side of the office to the other, a complex project or a simple project, the same six questions apply.
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So next time you're tempted to think that risk management is really difficult, just remember the six questions, ask them, answer them and manage your risk.
FOR YOU
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為什麼通過這個影片練習口語？
在學習英語時，口語表達是一個關鍵的技能。觀看此影片時，您不僅能瞭解風險管理的基本概念，還能通過跟隨講者的語調和節奏來提高您的發音和流利度。利用這種 看YouTube學英語 的方式，您可以在輕鬆愉快的氛圍中練習口語。通過模仿講者的表達，您能夠掌握真實的對話技巧，增強自信，適應各種交流場合。特別是在複雜的工作或專案管理背景下，運用所學的語言技能可以幫助您更有效地溝通。
語法與表達在語境中的應用
在影片中，講者使用了幾個關鍵的語法結構，這些結構對於有效溝通至關重要：
- 疑問句的使用：通過提問（如“我們想要達成什麼目標？”），講者展示瞭如何引導討論並聚焦於核心問題。
- 條件句：講者提到：“如果發生了某些事情，會有什麼影響？”這類句型幫助您理解事件的後果，有助於更清晰的表達思路。
- 情態動詞：在討論應對風險時，講者使用了“可以”、“應該”等情態動詞，表達能力和建議，這對於日常對話非常實用。
常見的發音陷阱
在此次影片中，講者的一些發音可能會對學習者造成挑戰。例如，"risk" 和 "identify" 的發音需要注意，確保清晰和準確。此外，在講述過程中，講者在某些詞彙上加入了一些重音，這可能會影響您對句子的理解。建議您在 英語影子跟讀 時，特別關注這些發音細節，練習時可以嘗試糾正自己的發音。從而在真實情境中更自信地運用英語。
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 | we've identified · have arisen · I've done |
| 定語從句 who / which + 從句 — 補充說明人或事物 | process, which is · question 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。