What is *American Crisis* by Andrew Cuomo about?

*American Crisis* chronicles Andrew Cuomo’s leadership as New York’s governor during the COVID-19 pandemic, detailing strategies like statewide lockdowns, mobilizing healthcare resources, and confronting federal missteps. The book blends personal reflections, crisis-management insights, and a call for unified governance, emphasizing data-driven decisions and transparent communication.

Who should read *American Crisis*?

This book is ideal for readers interested in political leadership, public health management, or pandemic-era policy. It offers value to policymakers, historians, and those seeking lessons on crisis response. Cuomo’s candid account also appeals to audiences analyzing governmental coordination during emergencies.

Is *American Crisis* worth reading?

Yes, for its firsthand perspective on navigating unprecedented public health challenges. Cuomo’s blend of personal anecdotes, policy critiques, and leadership frameworks provides a compelling case study in crisis management. Critics note its partisan undertones but praise its actionable insights for future emergencies.

What leadership lessons does *American Crisis* emphasize?

Cuomo highlights transparency, data-driven decision-making, and emotional resilience. Key lessons include unifying fragmented systems, prioritizing scientific facts over politics, and maintaining public trust through daily briefings. The book stresses adaptability, such as repurposing prisons to produce hand sanitizer during shortages.

How does Cuomo address his interactions with the Trump administration?

Cuomo critiques federal leadership for lacking coordination, detailing clashes over resource allocation and pandemic messaging. He recounts Trump’s demand for “gratitude” from governors and the administration’s failure to implement a unified national strategy.

What are the criticisms of *American Crisis*?

Critics argue Cuomo glosses over controversies, including New York’s nursing home policies and ethical concerns about prison labor for sanitizer production. Some view the memoir as self-congratulatory, though it avoids overt partisan rhetoric compared to other political memoirs.

How does *American Crisis* compare to other pandemic-era books?

Unlike memoirs focused on White House dynamics, Cuomo’s book centers on state-level execution, offering granular details on testing protocols, hospital capacity, and public communication. It contrasts with federal-centric accounts by emphasizing local governance’s role in crises.

What symbolic stories or quotes stand out in *American Crisis*?

Cuomo references “the New York Tough” mantra, symbolizing resilience, and shares emotional anecdotes, like a bus driver’s death from COVID-19. His father’s advice—“Never lie, because you can’t remember the lie”—underscores the book’s theme of honesty in leadership.

『アメリカン・クライシス』の要約

COVID-19パンデミックから学ぶリーダーシップの教訓

アンドリュー・クオモ

3.79(881 Reviews)

『アメリカン・クライシス』の要約の概要

『アメリカの危機（American Crisis）』の中で、ニューヨーク州のクオモ知事は、COVID-19の最も暗い時期におけるリーダーシップについて、ベストセラーとなった引込まれるような記録を綴っています。彼の物議を醸した決断は、アメリカのパンデミック対応をどのように形作ったのでしょうか。ワシントン・ポスト紙は、前例のない国家の緊急事態に立ち向かうための「印象的なロードマップ」であると評しました。

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第1章

Leadership in the Eye of the Storm: Cuomo's Battle Against COVID-19

When my phone rang late on March 1, 2020, I had no idea that call would mark the beginning of the greatest challenge of my governorship. My secretary Melissa DeRosa was calling to inform me of New York's first confirmed coronavirus case. Within days, it became clear that the federal government was woefully unprepared, with testing bottlenecked through a single CDC lab in Atlanta known for faulty results. As a former HUD Secretary and son of a governor, I sensed the federal government would soon abandon its responsibilities once they understood the depth of the problem. The appointment of Vice President Pence to head the Coronavirus Task Force initially seemed positive-his intervention with the FDA allowed New York to run our own COVID tests just as the virus was taking hold in our state. This moment would change history, as New York stood at the precipice of becoming the global epicenter of a pandemic that would test our resolve, our systems, and our very humanity.

第2章

Facing an Unprecedented Crisis with Clarity and Truth

At sixty-two, life has taken me through many roles: outer-borough middle-class guy, campaign manager, nonprofit founder, assistant DA, lawyer, federal cabinet secretary, state attorney general, and governor. I know myself well-I'm obsessive about getting things done, disdain political theater, don't suffer fools, and am admittedly controlling. When COVID hit, I recognized immediately that our divided country lacked the capacity to handle it effectively. From the beginning, I established a simple communication strategy: provide unbiased factual evidence about the virus and its progress. These mundane government briefings quickly became required viewing first for New Yorkers, then for the entire nation. The challenge was communicating data that established credibility while instilling confidence. As my daughter Mariah wisely noted, "Don't tell me to relax; tell me why I should be relaxed." While New Yorkers are a diverse international community, they can be parochial-believing something isn't real until it happens in New York. Even with the announcement of the first case, most hadn't reached high anxiety. But I had. We had no idea how bad things would become. For weeks, federal authorities directed our attention to Asia and the West Coast, but we'd soon discover the coronavirus had actually come from Europe, silently circulating among thousands for weeks or months. When New Rochelle emerged as our first "hot spot," I knew attitudes would change. This suburban community quickly became ground zero because "patient zero," lawyer Lawrence Garbuz, had been infected well before he knew it. As a "super-spreader," he attended a Bat Mitzvah, a funeral, worked at his law office, took public transportation, and visited a doctor's office-spreading the virus to dozens before anyone realized what was happening. If COVID could explode in New Rochelle, it could happen anywhere.

聴きながら、すべての言葉を目で追えます

『アメリカン・クライシス』の要約の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

Building a Government Response from Scratch

I found myself constantly switching between two distinct roles: calming communicator during briefings and aggressive operations manager afterward. The operational challenges were enormous, complicated by unclear boundaries between state and federal responsibilities. We needed to establish entire systems for testing, quarantine, hospital capacity, equipment, and staffing-most of which were either inadequate or nonexistent. Testing quickly became our top priority. The CDC and FDA maintained tight control over testing, routing every test through a single Atlanta lab. When their test kits produced false positives and relied on limited reagent supplies, New York's Wadsworth Center immediately mobilized to create its own COVID test. By the third week of February, they had developed a more reliable test using commercially available reagents, which the FDA approved on February 29-the first non-CDC test to receive approval. With permission to conduct our own tests, we announced the ambitious goal of increasing capacity from four hundred to a thousand tests daily within a week. What seemed pie-in-the-sky then would eventually need to exceed fifty thousand tests per day. Within the first two weeks of March, eight top-quality labs were equipped and approved for testing, and by March 13, the FDA authorized New York's Department of Health to approve all labs within the state. We ultimately built a network of more than 850 collection sites across the state and activated more than 250 laboratories. Meanwhile, projections suggested New York would need 110,000-140,000 hospital beds at the apex, but we only had 53,000 beds and 3,000 ICU beds statewide. My first request to hospital leaders seemed insane: every hospital had to increase capacity by 50% and stop elective surgeries. Even with this increase to 75,000 beds, we'd only meet about 60% of projected need.

第4章

The Ventilator Crisis and Federal Failures

Ventilators became my all-consuming obsession. These sophisticated $15,000 machines, which breathe for patients when their lungs fail, were suddenly the most precious commodity in healthcare. New York normally maintained a supply of about 4,000-6,000 ventilators, but epidemiological models and healthcare experts estimated we'd need 30,000 more to handle the incoming surge of COVID patients. Every state was desperately seeking ventilators, but New York, as the epicenter of the outbreak, needed them most urgently. The federal strategic national stockpile had only 10,000 units for the entire nation - a woefully inadequate number for a crisis of this magnitude. President Trump interpreted my increasingly urgent ventilator requests as personal attacks rather than desperate pleas for help, openly mocking them during a Fox News interview with Sean Hannity. He consistently downplayed the severity of the crisis, comparing COVID to "just like the flu" or insisting it would "magically disappear" with warmer weather. While the federal response stalled, I mobilized every possible resource, calling business leaders, diplomats, and anyone with Chinese manufacturing contacts to help us secure more ventilators. We simultaneously pursued creative alternatives - converting BiPAP sleep apnea machines into emergency ventilators, experimenting with splitting single ventilators to serve multiple patients, and even preparing manual bag-valve-mask devices (nicknamed "ambu bags") as a desperate last resort. The mounting evidence made it clear that we were increasingly on our own. The federal government's failures were becoming not just problematic but catastrophic. Trump's European travel ban, announced on March 12, came weeks or even months too late - genetic analysis would later confirm that the virus had been silently circulating in New York since January. The ban's chaotic implementation made matters worse, as it was announced just two days before taking effect. This triggered a mass exodus of potentially infected travelers rushing to airports before the deadline, creating dangerous overcrowding in terminals on both sides of the Atlantic. The scenes of packed airports during a pandemic highlighted the administration's failure to properly manage the crisis. I came to view this as comparable to Pearl Harbor - a massive intelligence and detection failure that allowed an enemy to strike. COVID had invaded America primarily through European travelers entering via JFK and Newark airports, silently seeding infections throughout the dense Northeast corridor while federal authorities remained oblivious or indifferent. The consequences would prove staggering - this failure to detect and contain COVID's initial spread would ultimately claim more than ten times the number of American lives lost at Pearl Harbor. The parallel was stark: just as military intelligence missed the signs of an impending attack in 1941, our federal disease surveillance systems had failed to detect this biological invasion until it was far too late.

『アメリカン・クライシス』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第5章

Surge and Flex: Reimagining Healthcare Delivery

With experts projecting 110,000-140,000 needed hospital beds against our 53,000, I drew inspiration from Churchill's Dunkirk rescue. We sketched out a "Surge & Flex" plan that would treat all 100+ hospitals as one unified system. Working closely with Michael Dowling of Northwell, we created a hospital capacity coordination center where any hospital could request transfers, staff, PPE or ventilators 24/7. The system would balance patient loads across facilities, centralize purchasing to prevent hospitals competing against each other, and share staff where needed. The Surge & Flex system expanded hospital reporting requirements to include detailed inventories of supplies and equipment, creating a statewide database. An executive order gave the state authority to distribute items to hospitals in greatest need based on data showing which facilities faced the most critical shortages. A transportation logistics system was mobilized to move equipment throughout the state, ensuring no patient would lack a ventilator while nearby hospitals had available ones. To coordinate this system, New York created a Hospital Capacity Coordination Committee (HCCC) that operated 24/7 as a command center. Staffed by the Department of Health, senior hospital system officials, and logistical experts from the New York National Guard, the HCCC was accessible to every healthcare facility via a hotline answered at any time. Throughout the crisis, the HCCC facilitated thousands of patient transfers, delivered millions of PPE items, and deployed hundreds of ventilators, significantly reducing COVID's impact on New York. The challenge wasn't simply announcing closedown policies but ensuring public compliance. With only about 6,000 state troopers and limited local enforcement capabilities, compliance would be essentially voluntary. The public needed to understand and accept these measures as necessary.

第6章

Politics, Power, and Presidential Relations

Working with the Trump administration proved challenging at every turn, revealing deep divisions between public health priorities and political considerations. The White House consistently viewed the pandemic through a political lens rather than a public health one, creating significant obstacles for state-level response efforts. Trump appeared convinced that COVID-19 was primarily a "Democratic state problem" that wouldn't significantly affect Republican states, despite mounting evidence of the virus's indiscriminate spread. This partisan framing extended aggressively to reopening discussions, with Trump characterizing it as Republicans wanting to restore the economy versus Democrats allegedly trying to prolong shutdowns to damage his reelection prospects. I maintained a deliberate strategy of working to preserve a functional relationship with Trump to maximize federal support for New York, consistently expressing gratitude when warranted-despite finding it personally distasteful. White House officials repeatedly emphasized that public praise was the primary currency for securing Trump's response, creating an uncomfortable dynamic where political theater seemed to outweigh public health concerns. While the federal government did provide some meaningful assistance with converting the Javits Center into a medical facility, deploying the USNS Comfort hospital ship, and eventually helping secure ventilators and PPE, these isolated instances of cooperation stood in stark contrast to their broader negligence that allowed the virus to arrive unchecked from Europe in the first place. The political dynamics became particularly apparent during an unexpected moment while having dinner with my daughters. We were stunned to see Trump playing video clips of me praising him during his COVID briefing, using these selective moments to craft a narrative of widespread gubernatorial support. I found myself having to explain to my skeptical daughters the complex distinction between politics and governance-that sometimes effective leadership requires working with people you fundamentally disagree with for the greater good of your constituents. The transactional nature of the administration's approach became even more evident in June, when Trump awarded Governor Murphy $2 billion for a New Jersey bridge project, explicitly framing it as "repayment" because Murphy was "gracious" and consistently positive in his public comments about Trump. White House officials made it increasingly clear they wanted unconditional praise from governors, not substantive criticism or policy discussions. I maintained my position of expressing genuine gratitude for specific assistance like the Javits Center conversion and the USNS Comfort deployment, while refusing to ignore the federal government's broader neglect of critical needs and systematic failures in the pandemic response. This period highlighted the challenging balance between maintaining necessary federal cooperation and standing firm on critical public health principles, all while navigating an unprecedented crisis that demanded both decisive leadership and diplomatic finesse.

聴きながら、すべての言葉を目で追えます

『アメリカン・クライシス』の要約の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

The Human Side of Leadership

The daily briefings had gained worldwide attention, bringing an outpouring of support from across America and beyond. I received thousands of handmade masks, many with beautiful letters and cards-a daily "B12 shot for the soul." We displayed these masks on a large board at one briefing, calling it "Self-Portrait of America," showcasing the beauty in our unity amid crisis. The outreach was extraordinary and often touching. Henry Winkler called after learning I was a Fonz fan. Hillary Clinton checked in to offer help. Robert Redford wrote from Utah. Winston Churchill's granddaughter inscribed a book praising my "inspirational leadership" during "Your finest hour!" Most moving were the tens of thousands of ordinary citizens asking how they could help. One letter particularly touched me-from a Kansas farmer who sent one of his five N95 masks for a New York doctor or nurse, keeping the other four because his wife had only one lung. I read this letter at a briefing without using his full name, but a reporter tracked down Dennis Ruhnke, generating more press. Ultimately, Kansas State University awarded him his degree, which he'd abandoned decades earlier to care for his mother and the family farm after his father died. When I called to congratulate him, his humility overwhelmed me-he was simply doing what he considered right, unaware of how special his gesture truly was. Each COVID death took a piece of me. I felt personally responsible for every essential worker who died-like the bus driver who went to work because I determined buses had to operate. Though exhausted, I refused to skip the daily briefings. Every morning I'd consider reasons to take a day off: being too tired, avoiding press questions, giving my team a break. But the relationship I'd formed with the public was paramount. People were reading my emails and calling me; they relied on me. They never quit on me, and I wouldn't quit on them.

第8章

Flattening the Curve Against All Odds

Six weeks after New York's first case, we had defied expert projections by flattening the curve faster than anticipated. Despite our tenuous position, we'd avoided needing the projected 110,000-140,000 hospital beds. The initial models, developed by leading epidemiologists and healthcare experts, predicted catastrophic hospital bed requirements at our apex. Despite expanding capacity from 53,000 to nearly 90,000 beds through emergency measures - converting convention centers, dormitories, and hotels into medical facilities - experts remained skeptical we could bend the curve below 110,000 through social distancing and behavior changes alone. New Yorkers proved them wrong-we never exceeded 19,000 beds, less than one-fifth of the projected need. By mid-April, mounting evidence and real-world data had convinced me that masks were significantly more effective than experts initially claimed. I'd grown increasingly skeptical of so-called experts who had failed to anticipate the virus's European pathway to America, focusing instead almost exclusively on China and Asia. Despite the U.S. Surgeon General's earlier emphatic statements against mask-wearing for the general public, I became the first governor to mandate masks for all New Yorkers in public spaces-a significant action that risked substantial public backlash and political consequences. The decision was driven by data from countries like South Korea and Japan, where widespread mask usage appeared to correlate with lower transmission rates. Our comprehensive antibody testing program across New York revealed surprising and counterintuitive results: essential workers had markedly lower infection rates than the general population. NYC police showed 10.5% infection versus 19.9% in the general NYC population, while doctors and nurses working in emergency rooms had just 12% infection rates. Transit workers, grocery store employees, and other frontline workers similarly showed lower-than-expected rates. This was both an enormous relief and a scientific puzzle-how could workers with the highest exposure have lower rates? The explanation emerged through careful analysis: PPE worked effectively, particularly masks, which experts increasingly believed could prevent both transmission and inhalation of the virus. This finding fundamentally challenged initial assumptions about mask effectiveness and helped shape public health policy nationwide. The data demonstrated that proper protective measures, consistently applied, could significantly reduce transmission even in high-risk environments.

『アメリカン・クライシス』の要約をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Reopening Safely: A Data-Driven Approach

We needed to reopen, and do it intelligently. While experts across the country talked about economic reopening plans with testing and data-driven approaches, no coherent methodology existed yet. The stakes were enormous - rushing would risk a deadly second wave, while moving too slowly would deepen the economic crisis. I assembled my team of health experts, data scientists, and policy advisors to develop what would become the most comprehensive, science-based reopening plan in the country. Our plan meticulously tracked specific metrics like infection rate (R0), daily hospital capacity, testing volumes, and contact tracing capabilities. We established two distinct data thresholds: first, a set of stringent metrics showing the virus was definitively under control before any reopening could begin, and second, ongoing monitoring metrics to adjust the reopening pace if virus spread increased. I illustrated this complex system with a PowerPoint slide showing dashboard gauges measuring specific metrics and a valve representing reopening pace - a visual that became iconic in our daily briefings and helped New Yorkers understand the process. We strategically divided New York into ten distinct regions based on healthcare capacity and population patterns, with each region needing to meet seven specific metrics before initiating reopening: 14 days of declining COVID-19 hospitalizations, declining death rates over the same period, fewer than two new hospitalizations per 100,000 residents, maintaining at least 30% hospital bed capacity, preserving 30% ICU capacity, achieving testing levels of 30 per 1,000 residents monthly, and establishing 30 contact tracers per 100,000 residents. The reopening process followed four carefully calibrated phases, starting with low-risk essential businesses like construction and manufacturing, then gradually moving to higher-risk, less essential operations like retail, restaurants, and entertainment venues. Each phase was separated by a mandatory two-week monitoring period to assess virus spread patterns. We recruited prominent global experts including Dr. Michael Osterholm from the University of Minnesota and Dr. Samir Bhatt from Imperial College London to independently review regional data before approving advancement to subsequent phases. We created and distributed "NY Forward: A Guide to Reopening New York & Building Back Better" - a comprehensive 156-page manual that provided detailed guidance to local governments on everything from PPE requirements to workplace protocols. All metrics and daily data were posted on a public website with an intuitive dashboard that allowed every New Yorker and local official to track progress in real-time. This unprecedented level of transparency and data sharing created a vital relationship of trust between citizens and government during a period of great uncertainty. The dashboard became a model for other states and even countries developing their own reopening frameworks.

第10章

Lessons for America's Future

After 110 consecutive days of briefings, I was ready to conclude my daily updates. The experts had underestimated New Yorkers, assuming our behavior would follow national patterns of government distrust and political division. Instead, we witnessed a unified population, informed and empowered, forging a strong sense of community. We had climbed the mountain, crossed the plateau, and survived the decline. We'd been through hell and emerged on the other side, with infection rates down to the minimum achievable level of around 1 percent during reopening. COVID merely exposed America's underlying weaknesses that have been growing for years. Our national divisions and government incompetence allowed the virus to ravage our country. The irony is that stopping "community spread" required forging actual community. For too many years, government service has become a dying art, with rhetoric and positioning replacing actual performance. Our electoral process no longer selects competent officials who can distinguish between advocacy and accomplishment. My model of real progressivism affirms aspirations while proving they can be achieved-showing that government can work to realize our goals: allowing same-sex marriage without interfering with others' rights, raising minimum wages without hurting the economy, building affordable housing without destroying neighborhoods, completing large construction projects on time and budget, and building infrastructure that serves the public good. I believe once progressives demonstrate this capacity, they'll vindicate American optimism and unleash unlimited potential for good. But we must counter the skepticism conservatives have planted. Every day conservatives say "No we can't," and I say "Yes we can." The COVID pandemic has been a potentially transformational political moment, making government relevant in ways not seen since the Great Depression. People now know which leaders were competent and which weren't. Progressives can change politics for the next fifty years as FDR did after the Depression-but only if we deliver results, not just words. As we begin reopening, we must recognize that COVID-19 has permanently reshaped our nation and daily life. Rather than simply returning to how things were, we must seize this opportunity to "reimagine" and build back better than before-transforming our health, education, housing systems, and economy. Most urgently, we need to restructure our public health infrastructure to combat future pandemics using the lessons learned. We must draw clear lines of responsibilities between levels of government during health crises, establish early detection systems for public health threats, and ensure public health organizations can operate free from political interference. The experts had underestimated New Yorkers, assuming our behavior would follow national patterns of government distrust and political division. Instead, we witnessed a unified population, informed and empowered, forging a strong sense of community. Though challenges remained, we had gained a new confidence in what we could accomplish together. In some ways, this wasn't the end but only the beginning.

★★★★★

『アメリカン・クライシス』の要約を最後まで読み終えました

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『アメリカン・クライシス』の要約の主要テーマ

pandemic response management
federal state relations
crisis communication strategy
public health infrastructure
emergency resource procurement

『アメリカン・クライシス』の要約の名言集

I don't suffer fools, and am admittedly controlling.
Ventilators became my all-consuming obsession.
The mounting evidence made it clear that we were increasingly on our own.
COVID had invaded America primarily through European travelers.

『アメリカン・クライシス』の要約の登場人物

Andrew M. CuomoAuthor and Governor of New York during the crisis
Melissa DeRosaSecretary to the Governor
Mike PenceVice President and head of the Task Force
Lawrence GarbuzLawyer identified as a super-spreader

著者について

アンドリュー・M・クオモは、元ニューヨーク州知事であり政治的リーダーでもあります。緊迫感あふれる回顧録『American Crisis』の中で、彼はパンデミックにおける指導力の軌跡を綴り、統治への洞察と危機管理戦略を融合させています。

ニューヨーク州第56代知事（2011年〜2021年）として、クオモは結婚の平等、州全域での15ドルの最低賃金、画期的な銃規制改革などの進歩的な政策を形作り、同時にマリオ・M・クオモ橋のような革新的なインフラプロジェクトを監督しました。

彼のキャリアは、クリントン政権下での米国住宅都市開発長官やニューヨーク州司法長官といった公職に及び、その根底には父マリオ・クオモ知事から受け継いだ権利擁護の遺産があります。

2020年に行われたクオモの毎日の新型コロナウイルス（COVID-19）に関する記者会見は、プレッシャーの下での明快さが評価され、国際エミー賞特別賞を受賞しました。前著の回顧録『All Things Possible』では、彼の政治界での台頭と困難の中での回復力が詳述されています。『American Crisis』は、11年間にわたる知事としての経験から、前例のない激動期におけるリーダーシップについての率直な教訓を提示しています。

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私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

正直、まだアプリを使いこなせていませんが、この数日使っただけで本当に感動しました… BeFreed は、今まで使ったどの学習アプリともレベルが違います。夢中になれるうえに集中力も実際に上がるので、スマホをだらだら見てしまう人にぴったりです！

@ladyInfinity

ちょうど 23 日前に BeFreed を購入して、それから毎日欠かさず使っています。仕事の流れと学習習慣に完全に溶け込みました。

@jayallen

正直なところ、このアプリは期待をすべて超えてきました。どんなテーマでも音声を生成してもらえて、その結果には驚かされます。私の専門は心理療法で、多分野にまたがる領域ですが、それでも回答はとても正確です。

@Raguipa

何よりありがたいのは、スマホをだらだら見る時間が減ったことです。探す時間が減って、吸収する時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせが素晴らしいです。

@colonyofcreatorsNGO

私は 24 年間、PhotoReading 加速学習のインストラクターをしています… 本と読書と学びが私の専門ですが、BeFreed は情報を消化しやすい形で届ける革新的なアプローチを見事に実現しています。

@BeFreed user

ただの本の要約アプリではありません。「ファン」スタイルを使ってみたら、従来のやり方よりずっと良い要約で、アイデアもつかみやすいです。これだけでも十分元が取れます。

@austinakon

このアプリが大好きです。数日使っただけで、聞くのが止まらなくなりました。始め方として最高です。

@jcrules328

本当に気に入っています。約 1 か月試していますが、まさに掘り出し物だと感じます。BeFreed で自分だけのテーマを作れるのが便利で、声も素晴らしく、ナレーションの選択肢は無限です。

@DanielCZ

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

役立つ情報やアイデアを 8〜15 分のポッドキャスト風音声にぎゅっとまとめて聞けるのが最高です。ポッドキャストは余計な話が多くて苦手でしたが、これは無駄を全部そぎ落としてくれます。

@BeFreed user

博士課程の仕上げの段階で、なじみのない資料を大量に読む必要があります… BeFreed ならプロンプトを入力するだけで、アプリが資料を探して音声ポッドキャストを作ってくれます。BeFreed のほうが NotebookLM よりも流れがスムーズだと感じます。

@Brad

朝食を作りながら、散歩しながら、通勤しながら聞くものを YouTube でよく探していましたが、BeFreed は広告も余計な話もなしで、もっと的を絞った聞き方をさせてくれます！

@BeFreed user

このプラットフォームの一番の魅力は、その万能さです。扱えないテーマは文字どおりひとつもありません。何を投げても応えてくれます… 制限がまったくないのに約束をきちんと果たしてくれる学習ツールには、なかなか出会えません。

@jayallen

BeFreed は素晴らしいです。使いやすいデザインのおかげで、操作に迷う時間が減り、学ぶ時間が増えました。オーディオブック、ポッドキャスト、学習プランの組み合わせは天才的で、毎日の習慣がすっかり変わりました。

@BeFreed user

最初はイタリア語でポッドキャストを作る方法を理解するのに少し時間がかかりましたが、わかった瞬間、最高でした！どんなテーマでも説明してもらえて、しかもとても賢く、うまく話してくれます！

@matteo77

BeFreed は毎日使うオーディオブックアプリになりました… 一番気に入っているのは、自分のテキストを入れると、外出先でも聞ける音声にしてくれるところです。

@kotanzu1

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第10章

『アメリカン・クライシス』の要約

『アメリカン・クライシス』の要約の概要

『アメリカン・クライシス』の要約をさまざまな学習スタイルで探る

Leadership in the Eye of the Storm: Cuomo's Battle Against COVID-19

Facing an Unprecedented Crisis with Clarity and Truth

聴きながら、すべての言葉を目で追えます

Building a Government Response from Scratch

The Ventilator Crisis and Federal Failures

『アメリカン・クライシス』の要約をもっと深く楽しむ

Surge and Flex: Reimagining Healthcare Delivery

Politics, Power, and Presidential Relations

聴きながら、すべての言葉を目で追えます

The Human Side of Leadership

Flattening the Curve Against All Odds

『アメリカン・クライシス』の要約をもっと深く楽しむ

Reopening Safely: A Data-Driven Approach

Lessons for America's Future

『アメリカン・クライシス』の要約を最後まで読み終えました

『アメリカン・クライシス』の要約の主要テーマ

『アメリカン・クライシス』の要約の名言集

『アメリカン・クライシス』の要約の登場人物

著者について

アメリカン・クライシスの要約をダウンロード

他のユーザーのお気に入り

『アメリカン・クライシス』の要約についてのよくある質問

What is American Crisis by Andrew Cuomo about?

Who should read American Crisis?

Is American Crisis worth reading?

What leadership lessons does American Crisis emphasize?

もっと見る

BeFreedは好奇心旺盛な仲間が集うグローバルコミュニティ

『アメリカン・クライシス』の要約をさまざまな学習スタイルで探る

Leadership in the Eye of the Storm: Cuomo's Battle Against COVID-19

Facing an Unprecedented Crisis with Clarity and Truth

聴きながら、すべての言葉を目で追えます

Building a Government Response from Scratch

The Ventilator Crisis and Federal Failures

『アメリカン・クライシス』の要約をもっと深く楽しむ

Surge and Flex: Reimagining Healthcare Delivery

Politics, Power, and Presidential Relations

聴きながら、すべての言葉を目で追えます

The Human Side of Leadership

Flattening the Curve Against All Odds

『アメリカン・クライシス』の要約をもっと深く楽しむ

Reopening Safely: A Data-Driven Approach

Lessons for America's Future

『アメリカン・クライシス』の要約を最後まで読み終えました

他のユーザーのお気に入り

もっと見る