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Communicative strategies
As anyone who has tried to communicate in an L2 knows, learners frequently experience problems in saying what they want to say because of their inadequate knowledge. If learners do not know a word in the target language they may “borrow” a word from their L1 or use another target‐language word that is approximate in meaning, or try to paraphrase the meaning of the word, or even construct an entirely new word. These strategies, with the obvious exception of those that are L1 based, are also found in the language use of native speakers.
There have been a number of attempts to construct psycholinguistic models to account for the use of communication strategies. Claus Faerch and Gabriele Kasper, for example, proposed a model of speech production which involves a planning and an execution phase. Communication strategies are seen as part of the planning phase.They are called upon when learners experience some kind of problem with an initial plan which prevents them from executing it. They can either abandon the initial plan and develop an enterily different one by means of reduction strategy (such as switching to a different topic) or try to maintain their original communicative goal by adopting some kind of achievement strategy (such as L1 borrowing).
As Selinker has pointed out, communication strategies constitute one of the processes responsible for learner errors. We might expect, therefore, that the choice of communication strategies will reflect the learners’ stage of development. For example, learners might expect to switch from L1‐based strategies to L2‐based strategies as their knowledge of the L2 develops. It would also be interesting to discover whether the use of communication strategies has any effect on L2 acquisition. For example, do learners notice the gap more readily as a result of having to use a communication strategy? Or does successful use of a communication strategy obviate the need for learners to pick out the correct target‐language forms?
(ELLIS, Rod. Second Language Acquisition. Oxford University, 1997. P.60‐61. Adapted.)
Read the text to answer
Communicative strategies
As anyone who has tried to communicate in an L2 knows, learners frequently experience problems in saying what they want to say because of their inadequate knowledge. If learners do not know a word in the target language they may “borrow” a word from their L1 or use another target‐language word that is approximate in meaning, or try to paraphrase the meaning of the word, or even construct an entirely new word. These strategies, with the obvious exception of those that are L1 based, are also found in the language use of native speakers.
There have been a number of attempts to construct psycholinguistic models to account for the use of communication strategies. Claus Faerch and Gabriele Kasper, for example, proposed a model of speech production which involves a planning and an execution phase. Communication strategies are seen as part of the planning phase.They are called upon when learners experience some kind of problem with an initial plan which prevents them from executing it. They can either abandon the initial plan and develop an enterily different one by means of reduction strategy (such as switching to a different topic) or try to maintain their original communicative goal by adopting some kind of achievement strategy (such as L1 borrowing).
As Selinker has pointed out, communication strategies constitute one of the processes responsible for learner errors. We might expect, therefore, that the choice of communication strategies will reflect the learners’ stage of development. For example, learners might expect to switch from L1‐based strategies to L2‐based strategies as their knowledge of the L2 develops. It would also be interesting to discover whether the use of communication strategies has any effect on L2 acquisition. For example, do learners notice the gap more readily as a result of having to use a communication strategy? Or does successful use of a communication strategy obviate the need for learners to pick out the correct target‐language forms?
(ELLIS, Rod. Second Language Acquisition. Oxford University, 1997. P.60‐61. Adapted.)
“Has everyone arrived?”
“Yes, everyone ___________ Peter.”
Text 1:
How being bilingual can boost your career
Whether you’re fresh out of college or a seasoned executive, insiders agree that fluency in a second language can not only help you stand out among prospective employers, it can also open doors to opportunities that those without foreign language skills might miss.
In today’s global economy, the ability to communicate in another language has become a significant advantage in the workforce. Research has found that people who speak at least one foreign language have an average annual household income that’s $10,000 higher than the household income of those who only speak English. And about 17 percent of those who speak at least one foreign language earn more than $100,000 a year.
A recent survey found that nearly 9 out of 10 headhunters in Europe, Latin America, and Asia say that being at least bilingual is critical for success in today’s business environment. And 66 percent of North American recruiters agreed that being bilingual will be increasingly important in the next 10 years.
“In today’s global economy you really have to understand the way business is done overseas to maximize your potential. A second language equips you for that,” says Alister Wellesley, managing partner of a Connecticut-based recruiting firm. “If you’re doing business overseas, or with someone from overseas, you obtain a certain degree of respect if you’re able to talk in their native language.”
Language skills can also be key for service industries. At the Willard InterContinental Washington, a luxury hotel a few blocks from the White House, a staff of about 570 represents 42 nations, speaking 19 languages. The Willard’s front-of-house employees such as the concierge speak at least two languages. Bilingualism is not an absolute requirement, but it is desirable, according to Wendi Colby, director of human resources.
Workers with skills in a second language may have an edge when it comes to climbing Willard’s professional ladder. “The individual that spoke more languages would have a better chance for a managerial role, whatever the next level would be,” Colby says. “They are able to deal with a wide array of clients, employees.”
So which languages can give you a leg up on the job market? Insiders agree the most popular – and marketable – languages are Spanish, German, French, Italian, Russian and Japanese, with a growing emphasis on Mandarin, given China’s booming economy. So let’s learn Mandarin!
“We see demand from a full range of industries,” says Wellesley. “Actually it depends on which company you’re working for and the country in which they’re located.”
Adapted from: LATHAM-KOENIG, Christina & OXENDEN,
Clive. American English File 5. 2nd edition. Oxford: OUP,
2018.
Text 1:
How being bilingual can boost your career
Whether you’re fresh out of college or a seasoned executive, insiders agree that fluency in a second language can not only help you stand out among prospective employers, it can also open doors to opportunities that those without foreign language skills might miss.
In today’s global economy, the ability to communicate in another language has become a significant advantage in the workforce. Research has found that people who speak at least one foreign language have an average annual household income that’s $10,000 higher than the household income of those who only speak English. And about 17 percent of those who speak at least one foreign language earn more than $100,000 a year.
A recent survey found that nearly 9 out of 10 headhunters in Europe, Latin America, and Asia say that being at least bilingual is critical for success in today’s business environment. And 66 percent of North American recruiters agreed that being bilingual will be increasingly important in the next 10 years.
“In today’s global economy you really have to understand the way business is done overseas to maximize your potential. A second language equips you for that,” says Alister Wellesley, managing partner of a Connecticut-based recruiting firm. “If you’re doing business overseas, or with someone from overseas, you obtain a certain degree of respect if you’re able to talk in their native language.”
Language skills can also be key for service industries. At the Willard InterContinental Washington, a luxury hotel a few blocks from the White House, a staff of about 570 represents 42 nations, speaking 19 languages. The Willard’s front-of-house employees such as the concierge speak at least two languages. Bilingualism is not an absolute requirement, but it is desirable, according to Wendi Colby, director of human resources.
Workers with skills in a second language may have an edge when it comes to climbing Willard’s professional ladder. “The individual that spoke more languages would have a better chance for a managerial role, whatever the next level would be,” Colby says. “They are able to deal with a wide array of clients, employees.”
So which languages can give you a leg up on the job market? Insiders agree the most popular – and marketable – languages are Spanish, German, French, Italian, Russian and Japanese, with a growing emphasis on Mandarin, given China’s booming economy. So let’s learn Mandarin!
“We see demand from a full range of industries,” says Wellesley. “Actually it depends on which company you’re working for and the country in which they’re located.”
Adapted from: LATHAM-KOENIG, Christina & OXENDEN,
Clive. American English File 5. 2nd edition. Oxford: OUP,
2018.
Conheça nossos planos