跟读练习: Cambridge 12 Test 2 Section 4 Listening - 通过视频学习英语口语
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Section 4.
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You will hear part of a lecture about conflict at work, given by a business studies lecturer.
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First, you have some time to look at questions 31 to 40.
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Thank you.
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Now listen carefully and answer questions 31 to 40.
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Over the years, attitudes towards workers have changed considerably.
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After all, there was a time when workers had no rights at all and laboured in appalling conditions.
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Conditions have improved a lot, but conflict in the workplace is still common,
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and human resources managers nowadays need to be able to deal with it when necessary.
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What is conflict in the workplace?
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Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable.
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from minor, harmless arguments to, at the opposite extreme, physical violence.
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Much of this is covered by the term bullying,
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by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
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Although all behaviour like this is a form of conflict, not all conflict can be described in these terms.
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As with all human behaviour, there are numerous reasons for it,
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but often it's caused by someone who feels the need to show their superiority over someone else,
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in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
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In some cases, one person simply dislikes the other,
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on the basis that the personality of one is in some way incompatible with that of the other person.
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A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic.
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Not that that justifies treating them badly, of course.
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Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
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These conflicts are called structural and could come about, for example,
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when a sales team believe they are the only people in the business who do any useful work
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and look down on behind-the-scenes administrators.
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Conflict obviously affects the individuals concerned.
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The situation is likely to be very stressful for victims,
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resulting in their absence from work, possibly for months.
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For the company, if no effort is made to deal with conflict,
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it can spiral out of control and even lead to the breakdown of the business.
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Some interesting work with chief executives,
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CEOs, has uncovered some of the reasons why they may treat colleagues badly.
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Many CEOs combine two opposing characteristics.
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Confidence, that is, the belief that they're capable of great achievements, with a high level of anxiety,
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a fear of missing targets, whether set by themselves or by the directors of the company.
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This combination can make them respond badly to anyone who questions their decisions.
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In a high-pressure work environment,
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such characteristics become problematic, and it's particularly difficult to tackle the situation where colleagues,
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managers and board members are all trying to achieve their own visions.
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When they can't agree on strategic issues and on where they see the business going, there are real problems.
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For managers at lower levels within the organisation, it might seem that an autocratic form of management,
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where the chief executive gives orders and everyone else has to obey, would see more conflict than others.
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Interestingly, though, a company with a more democratic business model can suffer more
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when uncertainty about who to report to leads to conflicting demands.
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Now I'll say a little about dealing with the type of conflict that has harmful effects.
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Of course, the ideal is to prevent it arising in the first place.
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A good manager at any level will make efforts to earn the respect of the people they work with,
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particularly those who report to them.
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That will involve politeness in all communications and treating them as equals who happen to have a different role within the organisation.
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Sometimes, of course, conflict does occur and can get out of hand.
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In such cases, the Human Resources Department often gets involved.
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However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
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then an external mediator might be able to help.
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By talking to both sides and trying to find the truth of what's been happening,
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they can build a clear picture of the situation and give feedback that both sides will accept,
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precisely because they're independent.
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That is the end of section four.
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You now have half a minute to check your answers.
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That is the end of the listening test.
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In the IELTS test, you would now have 10 minutes to transfer your answers to the answer sheet.
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本课的词汇与口语要点
这节 C1 级别的口语课以视频“Cambridge 12 Test 2 Section 4 Listening”为素材。 视频中反复出现的词有：conflict, manager, answer, colleague, behaviour。 这段视频共有 61 个句子、774 个单词可供跟读。 讲话部分时长为 8:34。 说话人语速较慢，每分钟约 90 个词，你有足够的时间模仿每一个音。 84% 的单词属于英语最常用的 3,000 词，其余的词建议在练习前先学一下。
视频中的重点词汇
视频中最难的 15 个单词，附发音和释义：
| 单词 | 发音 | 释义 |
|---|---|---|
| colleague 名词 | /ˈkɒliːɡ/ | 同事, 同僚 |
| arise 动词 | /əˈɹaɪz/ | 起來 /起来, 產生 /产生 |
| characteristic 名词 | /ˌkæɹ(ə)ktəˈɹɪstɪk/ | 特性, 特質 /特质 |
| workplace 名词 | /ˈwɝkˌpleɪs/ | 工作場所 /工作场所, 職場 /职场 |
| incompatible 形容词 | /ˌɪŋkəmˈpætɪbəl/ | 不兼容的, 不相容的 |
| mediator 名词 | /ˈmidieɪtɚ/ | 調解人 /调解人 |
| pessimistic 形容词 | /ˌpɛ.səˈmɪs.tɪk/ | 悲觀的 /悲观的 |
| politeness 名词 | /pəˈlaɪtnəs/ | 禮貌 /礼貌, 客氣 /客气 |
| superiority 名词 | /sʊˌpɪə(ɹ).iˈɒ.ɹɪ.ti/ | 優勢 /优势, 優越 /优越 |
| optimism 名词 | /ˈɑptɪmɪzəm/ | 樂觀主義 /乐观主义 |
| lecturer 名词 | /ˈlɛkt͡ʃəɹə/ | 講師 /讲师, 演講者 /演讲者 |
| hierarchy 名词 | /ˈhaɪ.ə.ɹɑː(ɹ).ki/ | 等級制度 /等级制度, 階層 /阶层 |
| harmless 形容词 | /ˈhɑɹmləs/ | 無害 /无害 |
| obey 动词 | /oʊˈbeɪ/ | 服從 /服从, 遵守 |
| spiral 名词 | /ˈspaɪɹəl/ | 螺線 /螺线 |
视频中出现的短语动词
| 单词 | 释义 |
|---|---|
| look down on 动词 | 看不起, 瞧不起 |
视频中的语法
说话人最常用的结构，并附上视频中的原话：
| 结构 | 视频中的用法 |
|---|---|
| 被动语态 be + 过去分词 — 强调发生了什么，而不是谁做的 | is covered · can be described · are called |
| 现在完成时 have/has + 过去分词 — 过去发生但与现在仍有关联的事 | have changed · have improved · has uncovered |
| 定语从句 who / which + 从句 — 补充说明人或事物 | someone who feels · anyone who questions · those who report |
需要注意的发音
说话人用了 6 次缩略和弱读形式，例如 they're, aren't, can't。请按听到的简短形式来说。
- 长单词——注意重音位置: characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, abusively /əˈbju.sɪv.li/, incompatible /ˌɪŋkəmˈpætɪbəl/, intolerant /ɪnˈtɑləɹənt/, pessimistic /ˌpɛ.səˈmɪs.tɪk/
中文母语者容易读错的音：
- /v/ — 不要读成 /w/，上齿轻触下唇: abusively /əˈbju.sɪv.li/, uncover /ʌnˈkʌvɚ/, behave /bɪˈheɪv/
- 词尾辅音 — 要读清楚，后面不要加元音: colleague /ˈkɒliːɡ/, arise /əˈɹaɪz/, characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, workplace /ˈwɝkˌpleɪs/, intolerant /ɪnˈtɑləɹənt/
- /r/ 和 /l/ 的区别: intolerant /ɪnˈtɑləɹənt/, lecturer /ˈlɛkt͡ʃəɹə/, harmless /ˈhɑɹmləs/, spiral /ˈspaɪɹəl/, problematic /ˌpɹɑ.bləˈmæt.ɪk/
如何用这段视频练习
- 先完整听一遍视频，不要开口，记下不认识的单词。
- 用正常速度逐句跟读，每句重复到你的节奏与说话人一致为止。
- 录下自己的声音并与原声对比，特别注意 colleague, arise, characteristic 这类单词。
什么是跟读法？
跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。