The Park We Nearly Designed Wrong

LISTENING • B2 PRE-ADVANCED • INFERENCE

Listening for inference

Choose the best answer. What do Nora and Malik really mean?

🔄 Changing your mind 🧠 Inference 🎧 B2 listening

1. Why is Nora initially cautious about changing one’s mind?

2. What caused Nora to reconsider the remote-first policy?

3. What does Malik suggest happens when a belief becomes part of someone’s identity?

4. Why does Malik recommend asking what would change your mind?

5. What is the main conclusion of the debate?

The Park We Nearly Designed Wrong

LISTENING • B2 PRE-ADVANCED • FILL THE GAPS

The Skill of Changing Your Mind

Type the missing exact words. Empty answers are ignored.

🔄 Changing your mind ✍️ Exact words ✅ Check only filled

1. Nora says changing your mind too often can make you ___.

2. Nora agrees that people should respond to ___.

3. Changing the remote-work policy carried a ___.

4. Malik says a belief can become connected to a ___.

5. Nora realises that part of her was ___.

6. Malik recommends asking ___.

7. The amount of change should depend on the ___.

8. New evidence led Nora to a ___ about the method.

9. Malik compares changing your mind to ___.

10. Responsible revision can be a form of ___.

The Park We Nearly Designed Wrong

LISTENING • B2 PRE-ADVANCED • TIMELINE

The Skill of Changing Your Mind

Put the ideas in order from 1 to 10. Empty items are ignored.

🔄 Changing your mind 🧭 Sequence 🧠 Critical thinking

The speakers distinguish careless inconsistency from responsible revision based on clear standards.

Malik argues that refusing to update a view may be stubbornness rather than strength.

They explain how to communicate a revised position clearly without pretending the original view was foolish.

Junior employees describe problems with learning, relationships, and asking for help remotely.

Nora says frequent changes can make a person appear unreliable.

Malik recommends deciding in advance what kind of evidence would justify changing a belief.

They conclude that evidence-based revision can be a form of intellectual courage.

Nora recognises that she focused on productivity data that supported her original position.

Nora describes strongly supporting a remote-first policy for her department.

Nora publicly changes the policy and introduces two shared office days each week.

The Park We Nearly Designed Wrong

Audio 30: The Park We Nearly Designed Wrong Урок курса: 35. Формат: монолог. Слов: 538. Hi, I’m Ellis. For the past three years, I have volunteered with a group that helps look after a small riverside park. Last winter, we were asked to comment on a plan to improve it. The proposal included brighter lighting, wider paths, a new café, and a large paved area for events. At first, I supported almost every part of it. The park had problems. Paths became muddy after rain, there were too few places to sit, and some visitors avoided it in the evening. A café might bring more people in and help pay for maintenance. The plans looked organised and attractive. I imagined a park that would finally receive the attention it needed. Then a local researcher asked us to examine what the drawings left out. The paved area would replace a section of long grass and several young trees. Those areas looked untidy on the plan, but they provided habitat. Removing them could make the park easier to manage while reducing the variety of plants and animals living there. I felt defensive. We had spent weeks discussing the proposal, and I did not want to return to the beginning. I also worried that objections would be used as an excuse to do nothing. The park needed investment, and simply calling for wildlife conservation would not repair a damaged path. The researcher agreed. She was not asking us to reject every change. She suggested comparing different designs and checking which problems each one would solve. That made the discussion more practical. We began separating improvements to access from changes made mainly for appearance. For example, a wider path was useful in some places but unnecessary in others. More lighting was not automatically the same as better lighting. We asked the designers to explain where it would be directed and what effect it might have. Waste management also needed attention: adding a café without a reliable collection plan could create more litter beside the river. We eventually supported a revised proposal. It kept an accessible route, added seating where people needed it, and reduced the amount of new paving. It also included a plan for looking after the trees after planting. A promise of reforestation would have meant little without someone responsible for keeping new trees alive. If we had approved the original design immediately, we would have less space for wildlife now. But if I were the kind of person who rejected every compromise, I would probably have voted against the revised plan too. Neither extreme would have answered all the needs of the place. There are still disagreements. Some residents want more events; others want less noise. We do not treat every complaint as proof that the project failed. Instead, we compare what is happening with the reasons we supported the changes in the first place. The experience taught me that environmental decisions involve more than choosing between development and protection. You need to ask what is being improved, what may be lost, and which effects can be checked later. I still value accessible public spaces. Changing my view of the design did not mean abandoning that principle. It meant accepting that the first version was not the only way to put it into practice.