self-correct

US

・

UK

B1 中級

otherpos-map.undefined在沒有外部幫助或指導的情況下糾正自己。

a capacity to self-correct ranks among the greatest political strengths

影片字幕

SignAssess --手語學習的線上軟體(SignAssess - E-learning software for online sign language training)

09:48

SignAssess --手語學習的線上軟體(SignAssess - E-learning software for online sign language training)

and thirdly the completed exercise to self-correct against
三是完成了對照自查自糾的練習。
Now I have the opportunity to self-correct against a model
現在，我有機會對照一個模型進行自我修正

財政政策和刺激政策。經濟學速成班#8 (Fiscal Policy and Stimulus: Crash Course Economics #8)

11:54

財政政策和刺激政策。經濟學速成班#8 (Fiscal Policy and Stimulus: Crash Course Economics #8)

So even if the economy does self-correct in the long run, there's no reason to wait it out
所以就算經濟確實會在長時間過後自動復原，但並不表示真的得乖乖慢慢等。

機器人找到新工作？- 摩天大樓洗窗機 (Robots Find A New Job? - Skyscraper Window Washers)

01:33

機器人找到新工作？- 摩天大樓洗窗機 (Robots Find A New Job? - Skyscraper Window Washers)

Every obstacle that it might have, like a head bobbing out the window or window opening the robot will self correct and move around it.
它可能會有的每一個障礙物，比如頭向窗外晃動或者開窗，機器人都會自我修正，並繞過它。

快速學習任何知識的 5 個簡單步驟（作為成年人） (5 easy steps to learn anything FASTER (as an adult))

16:13

快速學習任何知識的 5 個簡單步驟（作為成年人） (5 easy steps to learn anything FASTER (as an adult))

So adding a few more words, adding another sentence, and if you make a mistake, self-correct so you know what you did wrong.
所以，多加幾個詞，多加一句話，如果你犯了錯誤，就自我糾正，這樣你就知道自己錯在哪裡了。

為什麼你的親戚們總是顯擺自誇？以及該怎麼讓他們閉嘴？（Bragging: Why People Brag? Is Bragging Good or bad?How about humble bragging? How to stop doing it?）

09:00

為什麼你的親戚們總是顯擺自誇？以及該怎麼讓他們閉嘴？（Bragging: Why People Brag? Is Bragging Good or bad?How about humble bragging? How to stop doing it?）

in the description, but the following is my favorite: Boast about yourself, then self-correct,
好像突然意識到這聽起來有多不恰當。

當別人總是踩你界線時 ► 你該怎麼做？- 美國特勤局前特務 Evy Poumpouras 伊芙‧波普拉斯（中英字幕） (當別人總是踩你界線時 ► 你該怎麼做？- 美國特勤局前特務 Evy Poumpouras 伊芙‧波普拉斯（中英字幕）)

03:22

當別人總是踩你界線時 ► 你該怎麼做？- 美國特勤局前特務 Evy Poumpouras 伊芙‧波普拉斯（中英字幕） (當別人總是踩你界線時 ► 你該怎麼做？- 美國特勤局前特務 Evy Poumpouras 伊芙‧波普拉斯（中英字幕）)

Why don't they self-correct?
他們為什麼不自我糾正？

如何創造未來薩姆-奧特曼 (How To Build The Future: Sam Altman)

46:52

如何創造未來薩姆-奧特曼 (How To Build The Future: Sam Altman)

And then you have multiple agents that then self-correct, that work together.
然後，你就會有多個代理，然後自我糾正，共同工作。

為什麼有些人能夠在短短幾天內學會新的技能？- Josh Kaufman（中英字幕） (為什麼有些人能夠在短短幾天內學會新的技能？- Josh Kaufman（中英字幕）)

05:25

為什麼有些人能夠在短短幾天內學會新的技能？- Josh Kaufman（中英字幕） (為什麼有些人能夠在短短幾天內學會新的技能？- Josh Kaufman（中英字幕）)

Researching just enough that you're able to identify the most important sub-skills, but also understanding and being able to self-correct as you're practicing.
研究的內容要足夠多，這樣才能確定最重要的子技能，同時還要了解並能夠在練習時自我糾正。
So those are the things that you should know so that you can self-correct as you practice.
所以，這些都是你應該知道的，這樣你才能在練習時自我糾正。

只要 20 小時就能學會任何事 - 喬許．考夫曼 (Josh Kaufman) 在 TEDxCSU (只要 20 小時就能學會任何事 - 喬許．考夫曼 (Josh Kaufman) 在 TEDxCSU)

19:27

只要 20 小時就能學會任何事 - 喬許．考夫曼 (Josh Kaufman) 在 TEDxCSU (只要 20 小時就能學會任何事 - 喬許．考夫曼 (Josh Kaufman) 在 TEDxCSU)

The second is learn enough to self-correct.
二是學會自我糾正。
What you want to do is learn just enough that you can actually practice and self-correct or self-edit as you practice.
你要做的是學習到足夠多的知識，這樣你就可以在實踐中自我糾正或自我編輯。

如何在幾秒鐘內讓別人尊重你...| 特工 Evy Poumpouras (How To Make People Respect You In SECONDS... | Secret Agent Evy Poumpouras)

10:20

如何在幾秒鐘內讓別人尊重你...| 特工 Evy Poumpouras (How To Make People Respect You In SECONDS... | Secret Agent Evy Poumpouras)

in those environments if someone's not if you feel like your manager or your your boss or your or the ceo or even like a colleague isn't showing you respect and i know i've read your story so i know that this happened multiple times in your life where there'd be someone around you that wasn't showing you the respect you deserve and i have a lot of people that come up to me and they say i'm struggling because my boss is not showing me respect or my colleague this colleague isn't listening to me or all these kinds of things where does your mind default to when i say that like where do you go to in your mind what is your like action a so with the last one you just said my colleagues don't listen to me i would come back and i would say give me an example of where they don't listen to you right so i would say to you when you do speak do you look at people when you speak do you project your voice so it's called paralinguistics everyone's so focused on what they say like reading my notes or reading my agenda they don't think about the tone pitch of the voice how are you delivering this are you projecting your voice or do you do you talk like this when you speak i have a question i just want to share something people gonna like glaze over i have a question or or you're even just the tone how you end your hi i'm evy hi i'm evy feels different those are simple things you can do to make sure people hear you the other thing is i say this a lot when i speak to companies because communication is a big thing don't just talk to talk there's this thing out there and especially with women where it's like make sure they hear you make sure your voice is heard at the table i'm fine with that do you have something beneficial to say or value to say because if you don't don't say anything half the meetings i go to i don't speak because i maybe i have nothing to say it's so interesting i am from being in many boardrooms for many many years probably 15 years being in marketing board rooms for 15 years about 10 years being in marketing boardrooms with ceos with my team with lots of different people lots of different teams i've had thousands and thousands of meetings i eventually observe something in myself which is a bit of a prejudice that i have which is the minute someone speaks based on their contribution score which is like a credit score based on all of the contributions you made in the past in those first couple of seconds if their previous contributions were all valuable everyone in the room would stop and look and lean in but if they're if they developed a low contribution score because they'd continually talked for the sake of talking ie they're just like i'll give an example um in my new york office back in the day there was this one one guy who would be in a brainstorm trying to solve a problem and he would start speaking and you you'd see by the way he started speaking that he hadn't hadn't actually thought through what he was going to say and he'd go what about um if we put a i don't know like a pop-up and uh like maybe we'll do some tiktoks uh and so honestly what i then observed from that individual is every time they open their mouth people would instantly basically like dismiss the idea because they had such a low contribution score and like we all have a contribution score you have one i have one based on the last 10 years of when we've opened our mouth how valuable it was to the people around us like that individual whenever he spoke i would see the person sat next to him who i won't name almost like low-key roll their eyes in the first five seconds and shut it down before he'd even got it out and then there was this other guy called in my uk office called paul never spoke like never really said anything super mature super experienced guy the minute he said anything because every time he opened his mouth it was important and valuable and considered everyone went he could interrupt anyone the instant silence everyone stares over at this guy because when he contributed we all knew that he had something valuable to add and i so i would say to my team i said this to this team that i hit we're here with us in new york like just make sure you protect your contribution score that i think that's such a brilliant way to say it yes you're probably yes it's like it's your score because people keep tabs on you yeah they know stephen's gonna say something he doesn't always speak but if he's gonna say something every time he drops something he drops something of value where people think like i have to talk because everyone tells me i have to talk make my voice heard no shut up and if you're silent then you're not of value that's what people think they think right you didn't add anything right well you didn't take anything away either yes i will tell you this too stephen when i go to meetings or sometimes i go to meetings and if i'm the dumbest person in the room i'm the happiest person that's the one time where i'm happy because i'm thinking wow look at all these smart people around me and i get to be part of this i get to listen i love to sit back and listen there's times i just had a meeting with like my scripted agent sylvie with my manager about some tv project and i knew enough to know to say they're like hey evie this and this and i said you know what this is space i don't know i'm gonna follow your lead fill me in i'm taking a seat back you guys do the talking what about when someone compromises your boundaries or disrespects you how do you react to that because i think i have a lot of leaders around me in my various businesses and i see sometimes that some leaders struggle with confrontation they struggle with you know team member might disrespect them in some way or might disregard might not deliver work to the right standard and they might struggle with like pulling that person in knowing how to do that and how to address that situation and the avoidance of that conflict obviously just causes a bigger future problem because you're setting a new you're setting a new boundary right you've let someone jeopardize or cross a line and if you don't i'm assuming that if in the moment you don't address that they're going to cross it again in the future this is really about like conflict resolution interpersonal conflict resolution and when you've been disrespected how do you deal with that so the first i'm going to do is i'm going to flip it back what have you done to let people think that they can do that to you that's the first thing i'm going to say what standards have you created or what things have you set up to let people think i don't have to deliver on time i can't be disrespectful i can't show up late for i in the past set a standard for this right or in some way that i showed up in the past that's the first thing i'm going to do what is there something i have done to create an environment where a person thinks that it is okay to do these things that's first why do you go to i because i'm the one who sets the tone for i i just interviewed a chief of station former chief of station john franchi he's former cia and he managed a lot of people and a very strong a lot of strong personalities because you've got officers and all these in different people and he said to me you know what i learned he said it is easier to be more have boundaries and be a little bit more sturdy and more authoritative in the beginning and then pull back and to be everybody's friend and then try to put those boundaries in place the latter doesn't work he's like you do the first you let people know what you expect of them and then you can pull back a little bit but you always have to toe that line so that's what i'm going to say first and he's right what tone have i set in the environment that i'm working that people think it's okay to do these things that's one now let's say sometimes i have an outlier i have a person who does these things as soon as it happens you have to address it what people do is they don't address things they let it go it's small and then happens again it's small then again and then we become resentful we become pissed why does this person keep doing it why don't they self-correct again it goes back to me why haven't i addressed it people are afraid of conflict conflict can be done in a great way you have to think of conflict as think of it as like i'm competing i'm i can speak to you not raise my voice not make it ugly and debate something with you in the in the white house next to the oval office was the cabinet room the cabinet room is where the president would sit with all his heads you know secretary of treasury secretary of homeland security and they would discuss and debate policies laws and they would compete one person would say i don't like this idea this is why another person would say well this idea doesn't work this is why you have to be comfortable in doing that most people are not they don't understand that you can sit somebody down and say hey you know this happened can you tell me about that i had someone who worked for me and she had made a mistake on something and so it was a pretty big mistake so i i called her up and i said hey you know what this and this happened you know talk me through it and i let her explain and you know she said you know i'm sorry this and that uh there's a reason why but the one thing i did i said because i wanted to rectify it because i didn't want it to happen again i was like is there anything i can do to help make your job better so you can be more successful at what you do because i want to hear is there something i'm doing or not doing that's impacting her decision making or the way she sees things so it's a twofold but you also too when it comes to respect and this is a whole separate thing you brought up with the respect part just make sure people are that feels disrespected because sometimes people can't take somebody pushing back and if my goal is to make a great product or business deal or transaction then everything we do should be in furtherance of that but what happens is steven people are so afraid of hurting other people's feelings or stepping on other people's toes nobody says something and that's worse if you love the driver ceo brand and you watch this channel please do me a huge favor become part of the 15 of the viewers on this channel that have hit the subscribe button it helps us tremendously and the bigger the channel gets the bigger the guests
在這些環境中，如果有人不尊重你，如果你覺得你的經理、老闆、首席執行官甚至同事沒有尊重你，我知道我讀過你的故事，所以我知道這在你的生活中發生過多次，你周圍的人沒有給你應得的尊重。他們說我在掙扎，因為我的老闆不尊重我，或者我的同事不聽我的話，或者所有這些事情，當我說這些話的時候，你會想到什麼，比如你會想到什麼，你的行動是什麼？所以我想對你說，當你說話的時候，你會看著別人嗎？你會發出聲音嗎？當你這樣說話時，我有一個問題，我想和大家分享一些東西，人們會瞪大眼睛，我有一個問題，或者你甚至只是語氣，你如何結束你的 "