リスニング対策⑧：青山学院大（英米文BC方式）

青山学院大（英米文）BC方式　リスニング問題です。

設問をよく読んで、耳を傾けてくださいね。

Alice Watersさんに関しては知っておくべき人物だと思います。

 

<以下問題です。>

Part II  Short Answers

ここでは，音声を聞いて，質問に対する答えを英語で書きます。必要な情報は必ず解答に含めてください。まず，PartⅡの問題をよく読んでください。音声は1分後に流れます。

26. What did Alice Waters think about people who took care of the land?
27. What was one way that Alice Waters got people to love Chez Panisse?
28. What were the relationships like among the cooking team at Chez Panisse?
29. How did her training in Montessori education influence the way Alice Waters ran her restaurant?
30. What are some of the questions that Alice Waters asks those who apply to work with her?

＜スクリプト＞

Interviewer: Thank you for coming to speak with us today, Alice Waters, It’s truly an hour.

WATERS: Thank you for inviting me.

Interviewer: How did you shift from restaurateur owner and chef to activist?

WATERS: Well, I’d been active before in the antiwar and civil rights movements in the 1960s. But after President Kennedy and Martin Luther King Jr. were shot, I just kind of dropped out. I wanted to do something I was passionate about and open a little restaurant and feed my friends the French food I’d fallen in love with when I went to Paris in the early ’60s. In trying to find that food I ended up connecting with the local organic farmers. I depended on them, became friends with them, celebrated them. I realized that the people who take care of the land are precious and need to be paid for the hard work they do. I didn’t think that was radical. To me, it seems natural: We take care of the land; we celebrate the harvest; we use seasonal, local ingredients to cook together; and we sit down at the table to eat.

Interviewer: Aside from sourcing, how did Chez Panisse stand out?

WATERS:I was always looking to this French model of a little restaurant, not fancy, maybe one Michelin star, with every detail just so. People thought I cared too much about lighting, portion size, and everything else. And I was pretty uncompromising, but I was also always willing to listen to somebody with a better idea. I wanted people to love what we were cooking. That was most important. So I used as much olive oil as I wanted, and I was willing to give people more than they expected, and I never cared about making money. We had only one menu each night, and that forced us to discover new ingredients because we wanted to surprise people.

 

Interviewer: With no formal training in cooking technique, why did you think you could become a chef?

WATERS:I think I was empowered by the 1960’s political movement that looked for alternatives to “business as usual” cultural values and ways of living, which said, “You can do whatever you want.” It was in that spirit that my friends and I opened Chez Panisse. We didn’t have to be chefs. We read about French cooking and thought, Well, if we make a mistake, we’ll give people something else to eat. If you burned the corn soup, you called it grilled corn soup. It was working with a group of friends, and we tried to make something that was greater than the sum of the parts.

 

Interviewer: How do you encourage teamwork?

WATERS: Everybody on the cooking team can say something about what’s being cooked. It’s not a system where the vegetable choppers do all the prep work in the morning and the chefs cook in the afternoon. The chefs wash and dry the salad, too, and we all taste the dish. You learn something when you work with food from beginning to end, and if you are listening to people and considering their opinions, they feel like they’re part of something bigger. The mission also empowers everybody — from the chefs to the dishwashers. They know we have a part to play in trying to change the food system in the United States.

 

Interviewer: You were trained in Montessori education. How did that influence the way you ran the restaurant?

WATERS: Montessori emphasizes learning by doing, using all the senses. You touch, taste, smell, look, and listen. I wanted the experience of the restaurant to be like that. So I would fan the smells of rosemary outside so that when people approached, they could already anticipate what was to come. I put beautiful flowers on the table and food on the counters. And then, of course, they could touch and taste what they were served but also come into the kitchen and see it being cooked.

Interviewer: What qualities do you look for in your team members?

WATERS: I hire people who bring different talents and cultivate a team spirit. When someone is too involved in their own work, it’s very hard to have them in the kitchen. I ask people what they like to cook for themselves, where they shop, what books they read. I want to know if they’ve ever worked on a farm and whether they ate dinner with their family at night when they were little. I’ve always wanted a balance of men and women, and I treasure the people who come from other countries, who have traveled and speak other languages. We have a big internship program, which brings university students in, and I think that constant change keeps us alive.

＜模範解答＞

26. She thought that they were precious and needed to be paid for their hard work.
    Alice Waters believed that people who took care of the land were precious and deserved to be paid for their hard work.

27. She used as much olive oil as she wanted.
    She prioritizes the quality of the food and dining experience above all else.
    She focused on every detail.

 

28. Everybody on the cooking team could say something about what was being cooked.
    Everyone works together from start to finish.

 

29. She wanted customers to enjoy food using all five senses.
    She created a great dining experience in her restaurant where people could touch, taste, smell, look, and listen.

 

30. She asks them what they like to cook for themselves, where they shop, and what books they read.
    She asks them whether they have worked on a farm?
    She asks whether they eat dinner with their family at night when they were little.