What is *When We Are Seen* by Denise Young about?

*When We Are Seen* blends memoir and leadership guidance, chronicling Denise Young’s journey as one of the first Black women executives at Apple. It offers a roadmap for fostering inclusion by embracing authenticity, leveraging personal narratives, and empowering others in workplaces not designed for marginalized voices.

Who should read *When We Are Seen* by Denise Young?

This book is essential for DEI professionals, corporate leaders, and individuals navigating systemic exclusion. It resonates with anyone seeking strategies to thrive in unwelcoming environments while advocating for holistic inclusivity.

Is *When We Are Seen* by Denise Young worth reading?

Yes. Critics praise its raw authenticity and actionable frameworks for leadership. *Publishers Weekly* highlights its unique focus on inclusivity as an intrinsic value rather than a profit-driven tactic, making it stand out among business memoirs.

What are the main themes in *When We Are Seen*?

Key themes include: - **Authenticity**: Bringing one’s full identity to work (e.g., wearing locs, sharing passions). - **Resilience**: Navigating Silicon Valley’s white male-dominated culture as a “first and only”. - **Empowerment**: Using empathy and intuition to unlock potential in oneself and others.

How does Denise Young define “being seen” in the workplace?

Young describes it as an active practice of valuing individuals’ unique attributes while dismantling exclusionary systems. This involves leaders creating spaces where marginalized voices holistically contribute without code-switching or minimizing their identities.

What career lessons does Denise Young share from her Apple tenure?

- **Emotional intelligence**: Co-creating the Apple Store’s human-centric culture under Steve Jobs and Tim Cook. - **Advocacy**: Using storytelling to bridge gaps between leadership and underrepresented employees. - **Persistence**: Overcoming microaggressions by focusing on measurable impact over approval.

What critiques exist about *When We Are Seen*?

Some reviewers note the book leans more into personal memoir than organizational strategy, which may leave readers seeking concrete DEI policies wanting deeper tactical guidance.

How does *When We Are Seen* approach diversity differently?

It frames inclusivity as a moral imperative rather than a performance metric, rejecting the notion that diverse teams matter only for profitability or innovation. Young argues belonging itself is the goal.

『まなざしのなかに』の要約

自分の力を発揮する方法 — そして、その過程で他者に力を与える方法

デニス・ヤング

4.08(80 Reviews)

『まなざしのなかに』の要約の概要

Apple初の黒人女性役員が贈る、可視性とパワーに関する変革的なガイド。ロン・ジョンソンといったビジネス界の巨頭たちから称賛され、デイヴ・シャペルとの印象的な出会いも描かれた『When We Are Seen』は、真のリーダーシップの秘訣を提示しています。それは、他者を認めると同時に、自分自身も真に認められること（seeing others while being truly seen yourself）です。

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第1章

Unveiling the Unseen: A Journey Through Identity and Belonging

In a pivotal moment at the Fifth Avenue Apple Store opening in New York, Denise Young Smith experienced what it truly means to be seen. As the only Black woman executive contributing to Apple's revolutionary retail vision, her unique perspective helped shape what would become retail history. When comedian Dave Chappelle visited that night and acknowledged her with a simple "I see you, sis," it crystallized a powerful truth about recognition and belonging that would define her career. This moment of authentic connection stands in stark contrast to her 2014 feature in Fortune magazine, where despite eighteen years at Apple-thirteen in leadership roles-she was bizarrely characterized as "Apple's New Voice," erasing her extensive contributions to establishing over 425 Apple Stores worldwide. Young's journey from Colorado Springs to Apple's executive suite offers profound insights into what it means to truly see others and be seen yourself in environments where difference is often overlooked or misunderstood. Her story has become required reading for anyone seeking to understand how organizations can create cultures where everyone can thrive, with celebrities from tech and entertainment circles citing her work as transformative in understanding workplace belonging.

第2章

The Power of Being Truly Seen

Growing up in Colorado Springs, I developed strong observation skills by listening to adults. I absorbed their stories, watching body language and tone, particularly in social settings. Unlike many Black children raised to be "barely seen and not heard" (a protective cultural remnant from post-enslavement), my parents allowed me to develop my own viewpoints and included me in adult conversations. These early experiences shaped my ability to see others deeply. At Miss June's Dance Academy, I first encountered a pattern that would follow me throughout life: I was the only Black child among my peers. This difference manifested physically-my curvier body contrasted with the angular ballet standard, my naturally proud head carriage was criticized for being "too high." By age eleven, I became serious about dance but held myself back, internalizing subtle messages that "different" meant "not as good." Everything changed when my instructors cast me as the Autumn Fairy in Prokofiev's Cinderella-a solo role I never imagined could be mine. My family helped me prepare, dyeing tights in tea and coloring toe shoes to match my skin tone-a burden Black dancers like Misty Copeland still face today. That night at the Colorado Springs Fine Arts Center, I was truly seen. My teachers had gone against existing practices, enhancing their program while transforming a young Black girl's self-perception. We all need moments of being truly seen throughout our lives. My parents, Leon and Margaret Young, were my first and most important "seers," encouraging me to listen, learn, connect, and develop my voice. Other early seers included Ms. Zarle Sims, my high school literature teacher, who introduced me to the Harlem Renaissance writers, and J. James Brown, who saw leadership potential in me at my first professional job. These moments of being seen programmed my personal GPS system; they solidified my being. Recognizing this power, I now intentionally strive to see others, knowing that seeing and valuing sows thriving.

聴きながら、すべての言葉を目で追えます

『まなざしのなかに』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

Where Belonging Takes Root

At Grambling State University, I encountered the school's powerful motto: "Where Everybody Is Somebody." For the first time, I felt seen for my beauty as a Black woman, with young men calling us "queens" with genuine reverence. The student body assembled from diverse backgrounds-some arriving by plane with trunks of nice clothes, others dropped off with belongings in paper sacks. HBCUs understood that each student needed individualized support to achieve greatness. Professor Miss Lee Grant required me to score 4% higher on tests while allowing others to retake exams when necessary-recognizing that equity means treating people differently to help everyone succeed. This philosophy could transform corporate America. Harvard scholar J. Richard Hackman found successful teams need "enabling conditions" to thrive, and Google research showed psychological safety creates the best teamwork. HBCUs have mastered this approach, producing 40% of Black engineers, 50% of Black lawyers, and 80% of Black judges-yet corporate America still struggles with the concept of equity, often confusing it with reverse racism. Growing up, belonging to a Black church meant unconditional acceptance and being truly seen. Trinity Missionary Baptist Church was an extension of my life and education, offering comfort, community, and belonging. Music especially captivated me-the connectivity of songs, voices rising and falling together, how a single chord could evoke shared feelings and history. When Mr. John Bowen became our new choir director, he pulled me aside after rehearsal and asked why I was "shout-singing," telling me I was working too hard trying to be heard. "You have a beautiful voice," he told me quietly, "but you're going to ruin it with all that screeching. Sing in your voice, and don't stop singing until you believe your voice is as beautiful as I do." His acknowledgment changed my life, offering external validation I didn't yet have for myself. Finding one's voice means understanding what you're saying, why you're saying it, the impact it has, and finding courage to use it.

第4章

Navigating Professional Landscapes as "The Only"

I've had only one Black boss in my entire professional career. This reality stands in stark contrast to the experience of many in the dominant culture who have always worked for people who look like them. For Black and brown people, it's still not the norm to work for someone who shares our appearance or cultural touchpoints-especially in STEM fields, where representation at leadership levels remains startlingly low. Recent studies show that less than 4% of executive positions in tech companies are held by Black professionals, creating an environment where being "the only one" is a common experience. After graduating from Grambling, I was hired at a nonprofit consortium but struggled in my fundraising role. My boss, a tall blonde white woman, publicly humiliated me in staff meetings, critiquing everything from my presentation style to my approach to donor relations. This experience highlighted how cultural disconnects can manifest in professional settings, often leading to misinterpretations and unfair assessments. Everything changed when J. James Brown, a reserved Black man who worked as an executive program director, offered me a position in his department. J became my mentor, teaching me invaluable lessons about corporate navigation: how to read boardroom dynamics, listen effectively without appearing passive, identify key decision-makers in complex organizational structures, and maintain confidentiality while building trust networks. Witnessing a Black man exert such influence while sharing knowledge freely with me was joyful and transformative, offering a rare glimpse of what representation in leadership could mean. When I left to work for Apple in 1996, J tearfully told me, "I knew from the beginning you were going to be great. I saw it." His words carried the weight of shared understanding and genuine recognition. I feared I might never again have a boss as kind, brilliant, and who saw me through a shared cultural lens-a fear that proved true. Most subsequent bosses responded best to parts of me most like them, looking for conformity rather than seeing my unique assets. They often praised my technical skills while seeming uncomfortable with my direct communication style or cultural references, creating an unspoken pressure to code-switch and conform. In corporate settings, feeling and emotion are often dismissed as weaknesses, particularly for professionals of color who face additional scrutiny. This suppression creates environments of disconnection, minimal trust, and diminished respect. Many organizations pride themselves on being "purely rational," but this approach ignores the fundamental human elements that drive innovation and collaboration. We resist feelings because they're hard, uncertain, and messy-uncontrollable in a world we believe must be controlled. Yet actively seeing others around us, acknowledging their full humanity and lived experiences, is not just about inclusion - it's a pathway to better performance, innovation, and organizational success. This requires moving beyond mere tolerance to genuine appreciation of different perspectives and working styles, creating spaces where all employees can bring their authentic selves to work.

『まなざしのなかに』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

Finding My Voice in Silicon Valley

My Apple journey began in Fountain, Colorado, when I heard about Apple's new presence nearby. Despite knowing little about the company beyond its "cool" reputation and iconic rainbow logo, I was hired as a college and community recruiting specialist. The position aligned perfectly with my background in education and human resources, though I had no tech industry experience. When Apple divested the Colorado site in 1997, I unexpectedly received a call from Cupertino offering me a role in employee relations - a pivotal moment that would reshape my career trajectory. After settling in Northern California in 1996, I was immediately welcomed by Black colleagues connected to a vibrant network of African American professionals in the area. The newly forming employee resource groups provided reliable connection and support systems that proved invaluable. A "secret Black bat signal" - typically informal emails and phone calls - brought together Black professionals from various tech companies including Oracle, HP, and Sun Microsystems. These gatherings felt like HBCU reunions-places to belong where we valued what each person offered, sharing stories, strategies, and solidarity in an industry where we were often the only ones in our respective rooms. Despite being inside major firms, many people of color remained unseen and systematically blocked from venture capital funding. While Silicon Valley claimed to be a meritocracy, the reality was starkly different. One of Black Valley's best practices was celebrating each other's achievements - from promotions to startup launches to speaking engagements. If only the financial rewards had followed, we'd have forged a formidable tech presence. Instead, less than 1% of VC funding went to Black founders, despite numerous qualified entrepreneurs. When I moved to Cupertino, I could name all the top female Black leaders-it was a devastatingly short list. By 2021, Apple employed just 177 Black women out of 30,745 professional roles-less than 1 percent. These numbers hadn't significantly improved in decades. Companies addressed these small numbers as statistics rather than delving into our actual experiences - the isolation, the extra scrutiny, the burden of representation. We were turned into one-dimensional integers rather than seen as actual people, families, and communities striving to contribute our talents and perspectives. Throughout my time in tech leadership, I witnessed chronic handwringing over lack of diversity without recognizing the fundamental issue: employees of color were not statistics to be managed but voices to be heard. In countless diversity meetings, we were treated as numbers to be charted and analyzed rather than people with valuable thoughts and experiences worth hearing. The tech industry's approach to diversity remained superficial - focused on recruitment numbers while ignoring retention, advancement, and genuine inclusion. This numbers-first mentality masked the real human stories of struggle, perseverance, and achievement that needed to be acknowledged and learned from.

第6章

Building Apple's Revolutionary Retail Culture

After just a year in Employee Relations, I was tapped by HR SVP Dan Walker to help with "a little project"-which turned out to be building the operational and cultural infrastructure for the soon-to-be-revealed Apple Stores. When Walker later asked me to take on the permanent role leading the people aspects of the stores, I initially declined, feeling intimidated by my lack of retail experience. When I hesitated, Dan Walker responded with wisdom: "But you know people and you know culture, and you know it better than anyone else that we've met or that we know inside of the company, period, bar none." From the beginning, Ron Johnson, the first executive hired to lead Apple Stores, wanted to build something that led with people. Walker recognized that I viewed issues through the same human lens as Ron-we were a matched business pairing fueled by the same belief in prioritizing people. In building Apple Store teams, we aimed to represent the communities they served, creating some diversity in markets like New York, Atlanta, and Southern California. This wasn't just a "low wage" story as media portrayed, but a potential pipeline for developing talent. Store leaders innovated ways to offer staff "experiences" that made them attractive within various markets. Working at an Apple Store became a badge of honor, with departing employees well-trained for new opportunities and "clapped out" in celebration. The stores boasted some of retail's lowest attrition rates, with employees frequently stating, "I feel like I belong here" and recommending the workplace to friends and family. At Apple Stores, we recognized that creating enriched customer engagement required employees who felt fully realized in their roles. We couldn't expect thousands of employees to authentically touch millions of customers if they themselves felt treated casually or cheaply. We listened to employees' needs-implementing tuition assistance, full health benefits for part-timers, and growth opportunities. We learned that our most reliable staff for enriching customer experiences were those who loved learning, thinking and inspiring-traits requiring an environment where they could thrive.

聴きながら、すべての言葉を目で追えます

『まなざしのなかに』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

Cultural Intelligence in Action

During a global meeting in China, our team encountered a critical challenge while attempting to translate the concept of "performance management" across different cultural contexts. The seemingly straightforward business term revealed itself to be a complex web of cultural interpretations and historical baggage. When I noticed David, the sole Black man in the room, becoming increasingly withdrawn from the discussion, I recognized the telltale signs of cultural disconnect and intentionally created space for his voice. He responded with remarkable candor: "Performance management to a Black person is really code for 'We are trying to fire you, but we don't really have a good reason.'" His words carried the weight of generations of workplace discrimination and systemic barriers. While some participants initially dismissed his perspective as overly sensitive, the Japanese team members offered their own culturally specific interpretation - viewing performance management through the lens of deep personal shame and loss of face in their society. I validated David's experience, explaining how his reaction reflected a documented pattern in American corporate environments where performance management systems have historically been used as tools of racial discrimination. The conversation, though uncomfortable, proved transformative. Despite initial resistance from some quarters, David's perspective catalyzed a deeper examination of our terminology. This led us to develop new, more culturally inclusive language for our global process, demonstrating how diversity in the room can lead to better, more nuanced solutions. My role as cultural interpreter became crucial in bridging these different worldviews, helping participants understand that each perspective offered valuable insight into how our processes might be perceived and experienced differently across cultures. Another illustrative example emerged during a retail initiative when an operations team proposed bright orange t-shirts for a store campaign. The Black and brown team members immediately raised concerns, explaining that the color carried strong associations with prison uniforms and institutional discrimination in their communities. The swift switch to teal blue wasn't just about color preference - it reflected an organization's ability to recognize and respond to cultural sensitivities without requiring extensive justification or debate. Cultural intelligence manifests differently across situations - sometimes enabling quick, decisive actions like the t-shirt color change, other times requiring years of patient dialogue and systematic change. The key lesson remains consistent: having multiple dimensions of humanity represented in decision-making spaces is non-negotiable, even when it makes processes more complex and conversations more challenging. This complexity is not a burden but an asset that leads to more inclusive and effective outcomes. In my years at Apple, I frequently found myself translating the company's unique culture for newcomers, particularly those from different cultural backgrounds or those unfamiliar with Silicon Valley's distinct ethos. While Apple University offered formal courses like "What Makes Apple, Apple" to communicate cultural expectations, many employees, especially those in satellite offices or retail locations, lacked access to these resources. This created an invisible barrier that made it harder for them to fully participate in and contribute to the company's culture, highlighting the ongoing need for cultural translation and bridge-building at all levels of the organization.

第8章

The Misunderstood Power of Empathy

Empathy isn't optional but essential for any organization seeking to build a human-focused culture. It's a must-have skill across all industries that counterintuitively creates more space and time by collecting valuable perspective that can be deployed when needed. A manager who truly sees her team is better positioned to address human issues when they arise. Empathy is often mistakenly seen as "being nice" rather than a strategic advantage. This misperception of empathy as weakness rather than strength persists in business. As Michael Ventura writes in Applied Empathy, it's a "squishy word...confused with sympathy and mistaken for being nice." Yet even medical professionals are shifting from detached concern to empathy, as psychiatrist Jodi Halpern notes that patients don't trust aloof doctors, and studies prove empathy's healing benefits. Business leaders resist empathy for three main reasons: fear of appearing merely "nice," confusion with sympathy, and concern it signals agreement with positions they don't support. This resistance prevents them from gaining the strategic advantages empathy provides. Leaders often fail to recognize the experience gap for those without access to networks and mentorship. When a young Hispanic employee asked Tim Cook about mentoring programs, Tim's honest response that he "learned from everybody" missed the deeper need behind the question-this employee had the courage to ask because he genuinely needed guidance that wasn't available to him. Creating human-centered systems isn't magical-it's professional, intentional work. When colleagues complimented my team's ability to make things "come together like magic," I clarified that our design brief "starts with how to care and ends with how to thrive." The chain reaction of seeing people with empathy, insight and intelligence happened because we deliberately sought out emotional intelligence traits, prioritized empathy, and required compassion in leaders. This wasn't "nice" work-it was serious, demanding, and ultimately the most important work of our lives.

『まなざしのなかに』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

The Burden of Translation

The uncomfortable truth remains that people of color are still quietly "auditioning" for roles they've already been hired for, constantly needing to prove they deserve their positions. They face more frequent, longer, and more challenging scrutiny than white colleagues. This subconscious hazing creates a longer journey to belonging, if it's ever reached at all. I can't name a single BIPOC person who hasn't experienced this. Code-switching extends beyond speech to appearance, particularly hair for Black women. Our hair is existential, deeply cultural, and expressive of our entire life narratives. It is sacred art-studied from infancy, cultivated throughout life, and planned even for final burial wishes. The emotional attachment Black women have to hair will never be fully understood by others. The necessity of the CROWN Act (Create a Respectful and Open World for Natural Hair)-now adopted in twenty states and thirty cities-demonstrates how fraught this issue became. Needing legal protection for our right to simply be is beyond comprehension, yet we continue to express ourselves proudly and regally despite this battle. Occasionally, I risked vulnerability by explaining my code-switching experience to coworkers-balancing the desire to be seen, speaking multiple work languages, deflecting microaggressions Matrix-like, advocating for others, while still being a contributing professional. The othered are accustomed to this centering. We have expertise succeeding from subterranean starting points, required to know everything about the dominant culture while they remain uninformed about us. Each microaggression feels like a toxic dart-depleting strength while the shooter stands oblivious to the harm done. When people must expend energy on translation, allaying fear, and fighting isolation, how is this human loss accounted for? I imagine a world where pointing out offensive comments brings understanding rather than defensiveness.

第10章

The Future of Seeing and Being Seen

As a storyteller, I advocate gathering our life stories-the memories, people, and moments that shaped us-and reflecting on them. This reflection reveals how we impact others and illuminates the mysteries about ourselves. Most of us are smart enough to learn from this and decide what to carry forward. What if, as Steve Jobs suggested about "getting in a little over their heads," we dig deeper into seeing others? Could today's version mean unlearning what's untenable or unjust? Could relearning mean no longer responding with unfounded fear about others? These imbalanced times might require more connection versus isolation, more alignment than polarization. When we are seen, light is cast onto something formerly dimmed or forgotten. At scale, an individual pause to see can translate into an entire movement to include. Fortune 500 companies, with their $37 trillion in market value and 29 million employees, could shift the world's course-but only if they shift their consciousness alongside their business direction. Modern commerce contains the attributes for both social engineering and economic transformation, though business leaders often claim these cannot coexist. The need to belong is part of the human genome. Being seen is the kinetic force behind human connection, endorsing our existence to others and ourselves. It's both physiological and emotional, releasing oxytocin when we feel accepted, with the power to change life's direction. For those in marginalized groups-whether by race, gender, identity, ability, appearance, or more-the opposite of being seen is something we've experienced abundantly: from brutal oppression to being overlooked, brushed aside, unheard, or dismissed. This chips away at our ability to connect with others in work and life. We live in an era of casual erasure through banned books and biased AI, where history is being rewritten rather than revisited. My journey, seen by millions, should not be erased. My story demonstrates why seeing others matters deeply and why representation is profound. We all can impact the culture around us without waiting for authority figures to act. We have the power to shift consciousness, culture, and behavior, especially in moments when we feel powerless. We can create our own ecosystems of inclusivity and connection without waiting for systems to right themselves. We don't need diversity training to learn about others' lives-small children do it naturally. We only need to care. Sight will follow.

★★★★★

『まなざしのなかに』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

『まなざしのなかに』の要約の主要テーマ

workplace belonging
inclusive leadership
psychological safety
equity vs equality
navigating corporate identity

『まなざしのなかに』の要約の名言集

Seeing and valuing sows thriving.
Where Everybody Is Somebody.
Equity means treating people differently to help everyone succeed.
Finding one's voice means understanding what you're saying.
Feeling and emotion are often dismissed as weaknesses.

『まなざしのなかに』の要約の登場人物

Denise YoungAuthor and former Apple executive
Leon and Margaret YoungThe author's parents and early mentors
Dave ChappelleComedian who acknowledged Young at an Apple event
Miss Lee GrantProfessor at Grambling State University
Mr. John BowenChoir director at Trinity Missionary Baptist

著者について

『When We Are Seen: How to Come Alive, Lead Better, and Create More Careful Organizations』の著者であるデニス・ヤング（Denise Young）は、著名なリーダーシップおよびインクルージョン戦略家です。Apple社で20年以上にわたりエグゼクティブを務め、同社初の黒人人事責任者およびインクルージョン＆ダイバーシティ担当副社長を歴任しました。

企業文化と公平性に関する彼女の画期的な取り組みは、世界で最も革新的な企業のひとつでのキャリアと、その後のコーネル・テック（Cornell Tech）でのエグゼクティブ・イン・レジデンスとしての役割に基づいています。回顧録と実践的な洞察を融合させた『When We Are Seen』は、インクルーシブな環境を育んできたヤングの専門知識を背景に、プロフェッショナルな場における帰属意識、共感、そして主体性の回復といったテーマを深く掘り下げています。

『Black Enterprise』誌の「最もパワフルな女性」に選出され、『Fortune』誌の「最もパワフルな女性」特集でも紹介されたヤングは、パフォーミング・アーティストおよびレコーディング・アーティストとしてのキャリアを並行して歩みながら、グローバル企業に対してリーダーシップと文化に関するアドバイスを行っています。彼女の独自の視点は、企業の厳格さと創造的な表現を橋渡しし、変革をもたらす人間中心の職場へのロードマップを提示しています。

本書はその率直なストーリーテリングと実用的なフレームワークで高く評価されており、業界のリーダーやインクルージョンの推進者たちから賞賛を集めています。

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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！

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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

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7章

『まなざしのなかに』の要約

『まなざしのなかに』の要約の概要

『まなざしのなかに』の要約をさまざまな学習スタイルで探る

Unveiling the Unseen: A Journey Through Identity and Belonging

The Power of Being Truly Seen

聴きながら、すべての言葉を目で追えます

Where Belonging Takes Root

Navigating Professional Landscapes as "The Only"

『まなざしのなかに』の要約をもっと深く楽しむ

Finding My Voice in Silicon Valley

Building Apple's Revolutionary Retail Culture

聴きながら、すべての言葉を目で追えます

Cultural Intelligence in Action

The Misunderstood Power of Empathy

『まなざしのなかに』の要約をもっと深く楽しむ

The Burden of Translation

The Future of Seeing and Being Seen

『まなざしのなかに』の要約を最後まで読み終えました

『まなざしのなかに』の要約の主要テーマ

『まなざしのなかに』の要約の名言集

『まなざしのなかに』の要約の登場人物

著者について

まなざしのなかにの要約をダウンロード

他のユーザーのお気に入り

『まなざしのなかに』の要約についてのよくある質問

What is When We Are Seen by Denise Young about?

Who should read When We Are Seen by Denise Young?

Is When We Are Seen by Denise Young worth reading?

What are the main themes in When We Are Seen?

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

『まなざしのなかに』の要約をさまざまな学習スタイルで探る

Unveiling the Unseen: A Journey Through Identity and Belonging

The Power of Being Truly Seen

聴きながら、すべての言葉を目で追えます

Where Belonging Takes Root

Navigating Professional Landscapes as "The Only"

『まなざしのなかに』の要約をもっと深く楽しむ

Finding My Voice in Silicon Valley

Building Apple's Revolutionary Retail Culture

聴きながら、すべての言葉を目で追えます

Cultural Intelligence in Action

The Misunderstood Power of Empathy

『まなざしのなかに』の要約をもっと深く楽しむ

The Burden of Translation

The Future of Seeing and Being Seen

『まなざしのなかに』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