Speaking Oct 21

Describe a person you know who runs a family business.

Well, let me see… I’m going to talk about my aunt Li, who runs a family tea shop in Fuzhou. I’ve known her all my life, and during one winter break I actually helped out for a couple of weeks. The business is small but remarkably well-organised: her parents handle trusted suppliers in the mountains, she manages inventory control and customer service, and my uncle takes care of online fulfilment.

What they sell is, you know, pretty specialised: Tieguanyin and Da Hong Pao, plus some white tea bricks packaged for gifting. She insists on quality assurance—the leaves are graded, vacuum-sealed, and labelled with harvest dates and altitude, which sounds a bit academic but it really builds consumer confidence. In the shop, she plays soft guzheng music and offers tastings; online she does short livestreams explaining brewing parameters.

Why does this matter to me? To be honest, watching her translate craft knowledge into transparent standards was eye-opening. She keeps a simple spreadsheet to track defect rates, repeat purchases, and cash flow, and then makes data-driven decisions about pricing and promotions. As a physics postgraduate, I found her approach very familiar: it’s essentially experimental design—control the variables, test, and iterate.

What I’ve learned from her, or rather what I’ve internalised, is operational discipline and customer empathy. She taught me that reliability creates brand loyalty, and that ethical sourcing is not just a slogan but a long-term strategy. At the end of the day, her calm tenacity and process mindset have influenced how I run experiments in the lab and how I think about sustainable business.

Well, let me see… I’m going to talk about my aunt Lili, who runs a family tea shop in Fuzhou.
/aɪ θɪŋk wel let miː siː aɪm ˈɡəʊ.ɪŋ tuː tɔːk əˈbaʊt maɪ ɑːnt ˈliːli huː rʌnz eɪ ˈfæm.ɪ.li tiː ʃɒp ɪn fuːˈdʒəʊ/

I’ve known her all my life, and during one winter break I actually helped out for a couple of weeks.
/aɪv nəʊn hɜːr ɔːl maɪ laɪf ænd ˈdjʊə.rɪŋ wʌn ˈwɪn.tə breɪk aɪ ˈæk.tʃu.ə.li helpt aʊt fɔː eɪ ˈkʌp.əl ɒv wiːks/

The business is small but remarkably well-organised: her parents handle trusted suppliers in the mountains, she manages inventory control and customer service, and my uncle takes care of online fulfilment.
/ðiː ˈbɪz.nɪs ɪz smɔːl bʌt rɪˈmɑː.kə.bli wel ˈɔː.ɡə.naɪzd hɜː ˈpeə.rənts ˈhæn.dəl ˈtrʌs.tɪd səˈplaɪ.əz ɪn ðiː ˈmaʊn.tɪnz ʃiː ˈmæn.ɪ.dʒɪz ˈɪn.vən.tər.i kənˈtrəʊl ænd ˈkʌs.tə.mə ˈsɜː.vɪs ænd maɪ ˈʌŋ.kəl teɪks keə ɒv ˌɒnˈlaɪn fʊlˈfɪl.mənt/

What they sell is, you know, pretty specialised: Tieguanyin and Da Hong Pao, plus some white tea bricks packaged for gifting.
/wɒt ðeɪ sel ɪz juː nəʊ ˈprɪt.i ˈspeʃ.ə.laɪzd ˌtiː.eɪˌɡwænˈjɪn ænd dɑː hɒŋ paʊ plʌs sʌm waɪt tiː brɪks ˈpæk.ɪdʒd fɔː ˈɡɪf.tɪŋ/

She insists on quality assurance—the leaves are graded, vacuum-sealed, and labelled with harvest dates and altitude, which sounds a bit academic but it really builds consumer confidence.
/ʃiː ɪnˈsɪsts ɒn ˈkwɒl.ɪ.ti əˈʃɔː.rəns ðiː liːvz ɑː ˈɡreɪ.dɪd ˈvæk.juːm siːld ænd ˈleɪ.bəld wɪð ˈhɑː.vɪst deɪts ænd ˈæl.tɪ.tjuːd wɪtʃ saʊndz eɪ bɪt ˌæk.əˈdem.ɪk bʌt ɪt ˈrɪə.li bɪldz kənˈsjuː.mə ˈkɒn.fɪ.dəns/

In the shop, she plays soft guzheng music and offers tastings; online she does short livestreams explaining brewing parameters.
/ɪn ðiː ʃɒp ʃiː pleɪz sɒft ˈɡuː.dʒʌŋ ˈmjuː.zɪk ænd ˈɒf.əz ˈteɪ.stɪŋz ˌɒnˈlaɪn ʃiː dʌz ʃɔːt ˈlaɪv.striːmz ɪkˈspleɪ.nɪŋ ˈbruː.ɪŋ pəˈræm.ɪ.təz/

Why does this matter to me? To be honest, watching her translate craft knowledge into transparent standards was eye-opening.
/waɪ dʌz ðɪs ˈmæt.ə tuː miː tuː biː ˈɒn.ɪst ˈwɒtʃ.ɪŋ hɜː trænzˈleɪt krɑːft ˈnɒl.ɪdʒ ˈɪn.tuː trænˈspær.ənt ˈstæn.dədz wɒz aɪ ˈəʊ.pən.ɪŋ/

She keeps a simple spreadsheet to track defect rates, repeat purchases, and cash flow, and then makes data-driven decisions about pricing and promotions.
/ʃiː kiːps eɪ ˈsɪm.pəl ˈspred.ʃiːt tuː træk ˈdiː.fekt reɪts rɪˈpiːt ˈpɜː.tʃəs.ɪz ænd kæʃ fləʊ ænd ðen meɪks ˈdeɪ.tə ˈdrɪv.ən dɪˈsɪʒ.ənz əˈbaʊt ˈpraɪ.sɪŋ ænd prəˈməʊ.ʃənz/

As a physics postgraduate, I found her approach very familiar: it’s essentially experimental design—control the variables, test, and iterate.
/æz eɪ ˈfɪz.ɪks ˌpəʊstˈɡrædʒ.u.ət aɪ faʊnd hɜː əˈprəʊtʃ ˈver.i fəˈmɪl.i.ə ɪts ɪˈsen.ʃəli ɪkˌsper.ɪˈmen.təl dɪˈzaɪn kənˈtrəʊl ðiː ˈveə.ri.ə.bəlz test ænd ˈɪt.ər.eɪt/

What I’ve learned from her, or rather what I’ve internalised, is operational discipline and customer empathy.
/wɒt aɪv lɜːnd frɒm hɜː ɔː ˈrɑː.ðə wɒt aɪv ɪnˈtɜː.nə.laɪzd ɪz ˌɒp.əˈreɪ.ʃən.əl ˈdɪs.ə.plɪn ænd ˈkʌs.tə.mə ˈem.pə.θi/

She taught me that reliability creates brand loyalty, and that ethical sourcing is not just a slogan but a long-term strategy.
/ʃiː tɔːt miː ðæt rɪˌlaɪ.əˈbɪl.ə.ti kriˈeɪts brænd ˈlɔɪ.əl.ti ænd ðæt ˈeθ.ɪ.kəl ˈsɔː.sɪŋ ɪz nɒt dʒʌst eɪ ˈsləʊ.ɡən bʌt eɪ lɒŋ tɜːm ˈstræt.ə.dʒi/

At the end of the day, her calm tenacity and process mindset have influenced how I run experiments in the lab and how I think about sustainable business.
/æt ðiː end ɒv ðiː deɪ hɜː kɑːm təˈnæs.ɪ.ti ænd ˈprəʊ.ses ˈmaɪnd.set hæv ˈɪn.flu.ənst haʊ aɪ rʌn ɪkˈsper.ɪ.mənts ɪn ðiː læb ænd haʊ aɪ θɪŋk əˈbaʊt səˈsteɪ.nə.bəl ˈbɪz.nəs/

Part 3

What are the advantages and disadvantages of family business?

Well, I think family businesses have some clear advantages. Trust is pre-existing social capital, so decisions can be made quickly and with goal alignment. There’s also a strong long-term orientation—owners think in decades, which supports quality assurance and reputation management. In many cases, tacit knowledge is passed down through informal apprenticeship, which preserves craftsmanship.

That said, there are downsides. Nepotism can undercut meritocracy; talented outsiders may feel excluded. Conflicts can spill over from dinner tables to boardrooms, which hurts governance and accountability. And, to be honest, many family firms face capital constraints and succession risk; scaling up without professionalisation is tough.

At the end of the day, I suppose the model works best when families install clear governance structures, invite independent advisors, and separate ownership from day-to-day management where appropriate.

Well, I think family businesses have some clear advantages.
/aɪ θɪŋk ˈfæm.əl.i ˈbɪz.nɪs.ɪz hæv sʌm klɪə ədˈvɑːn.tɪ.dʒɪz/

Trust is pre-existing social capital, so decisions can be made quickly and with goal alignment.
/trʌst ɪz priː ɪɡˈzɪs.tɪŋ ˈsəʊ.ʃəl ˈkæp.ɪ.təl səʊ dɪˈsɪʒ.ənz kæn biː meɪd ˈkwɪk.li ænd wɪð ɡəʊl əˈlaɪn.mənt/

There’s also a strong long-term orientation—owners think in decades, which supports quality assurance and reputation management.
/ðeəz ˈɔːl.səʊ eɪ strɒŋ ˌlɒŋˈtɜːm ˌɔː.ri.enˈteɪ.ʃən ˈəʊ.nəz θɪŋk ɪn ˈdek.eɪdz wɪtʃ səˈpɔːts ˈkwɒl.ɪ.ti əˈʃɔː.rəns ænd ˌrep.jʊˈteɪ.ʃən ˈmæn.ɪdʒ.mənt/

In many cases, tacit knowledge is passed down through informal apprenticeship, which preserves craftsmanship.
/ɪn ˈmen.i ˈkeɪ.sɪz ˈtæs.ɪt ˈnɒl.ɪdʒ ɪz pɑːst daʊn θruː ɪnˈfɔː.məl əˈpren.tɪ.ʃɪp wɪtʃ prɪˈzɜːvz ˈkrɑːft.smən.ʃɪp/

That said, there are downsides.
/ðæt sed ðeə ɑː ˈdaʊn.saɪdz/

Nepotism can undercut meritocracy; talented outsiders may feel excluded.
/ˈnep.ə.tɪ.zəm kæn ˌʌn.dəˈkʌt ˌmer.ɪˈtɒk.rə.si ˈtæl.ən.tɪd ˌaʊtˈsaɪ.dəz meɪ fiːl ɪkˈskluː.dɪd/

Conflicts can spill over from dinner tables to boardrooms, which hurts governance and accountability.
/ˈkɒn.flɪkts kæn spɪl ˈəʊ.və frɒm ˈdɪn.ə ˈteɪ.bəlz tuː ˈbɔːd.ruːmz wɪtʃ hɜːts ˈɡʌv.ə.nəns ænd əˌkaʊn.təˈbɪl.ɪ.ti/

And, to be honest, many family firms face capital constraints and succession risk; scaling up without professionalisation is tough.
/ænd tuː biː ˈɒn.ɪst ˈmen.i ˈfæm.əl.i fɜːmz feɪs ˈkæp.ɪ.təl kənˈstreɪnts ænd səkˈseʃ.ən rɪsk ˈskeɪ.lɪŋ ʌp wɪˈðaʊt prəˌfeʃ.ə.nə.laɪˈzeɪ.ʃən ɪz tʌf/

At the end of the day, I suppose the model works best when families install clear governance structures, invite independent advisors, and separate ownership from day-to-day management where appropriate.
/æt ðiː end ɒv ðiː deɪ aɪ səˈpəʊz ðiː ˈmɒd.əl wɜːks best wen ˈfæm.əl.iz ɪnˈstɔːl klɪə ˈɡʌv.ə.nəns ˈstrʌk.tʃəz ɪnˈvaɪt ˌɪn.dɪˈpen.dənt ədˈvaɪ.zəz ænd ˈsep.ər.eɪt ˈəʊ.nə.ʃɪp frɒm ˌdeɪ.təˈdeɪ ˈmæn.ɪdʒ.mənt weə əˈprəʊ.pri.ət/

How to be a successful businessman in your country?

Well, in China, I think a successful businessperson needs policy literacy and regulatory compliance first. The landscape is dynamic, so staying aligned with industry standards, data protection rules, and tax obligations is, you know, non-negotiable. Beyond that, it’s about product–market fit. Do some due diligence, build a clear value proposition, and test it with A/B experiments rather than relying on gut feeling.

As a physics student, I’d treat the venture like an experiment: set falsifiable hypotheses, track unit economics and customer acquisition costs, and iterate fast. To be honest, operational discipline matters just as much—supply-chain reliability, quality assurance, and a healthy cash conversion cycle keep you alive when demand is volatile.

At the end of the day, those who combine policy awareness with data-driven decisions and consistent execution are more likely to scale sustainably.

Well, in China, I think a successful businessperson needs policy literacy and regulatory compliance first.
/wel ɪn ˈtʃaɪ.nə aɪ θɪŋk eɪ səkˈses.fəl ˈbɪz.nɪsˌpɜː.sən niːdz ˈpɒl.ɪ.si ˈlɪt.ər.ə.si ænd ˈreɡjələtəri kəmˈplaɪ.əns fɜːst/

The landscape is dynamic, so staying aligned with industry standards, data protection rules, and tax obligations is, you know, non-negotiable.
/ðiː ˈlænd.skeɪp ɪz daɪˈnæm.ɪk səʊ ˈsteɪ.ɪŋ əˈlaɪnd wɪð ˈɪn.də.stri ˈstæn.dədz ˈdeɪ.tə prəˈtek.ʃən ruːlz ænd tæks ˌɒb.lɪˈɡeɪ.ʃənz ɪz juː nəʊ ˌnɒn.nɪˈɡəʊ.ʃi.ə.bəl/

Beyond that, it’s about product–market fit.
/bɪˈjɒnd ðæt ɪts əˈbaʊt ˈprɒd.ʌkt ˈmɑː.kɪt fɪt/

Do some due diligence, build a clear value proposition, and test it with A/B experiments rather than relying on gut feeling.
/duː sʌm djuː ˈdɪl.ɪ.dʒəns bɪld eɪ klɪə ˈvæl.juː ˌprɒp.əˈzɪʃ.ən ænd test ɪt wɪð eɪ biː ɪkˈsper.ɪ.mənts ˈrɑː.ðə ðæn rɪˈlaɪ.ɪŋ ɒn ɡʌt ˈfiː.lɪŋ/

As a physics student, I’d treat the venture like an experiment: set falsifiable hypotheses, track unit economics and customer acquisition costs, and iterate fast.
/æz eɪ ˈfɪz.ɪks ˈstjuː.dənt aɪd triːt ðiː ˈven.tʃə laɪk æn ɪkˈsper.ɪ.mənt set ˈfɔːl.sɪ.faɪ.ə.bəl haɪˈpɒθ.ə.siːz træk ˈjuː.nɪt ˌiː.kəˈnɒm.ɪks ænd ˈkʌs.tə.mə ˌæk.wɪˈzɪʃ.ən kɒsts ænd ˈɪt.ə.reɪt fɑːst/

To be honest, operational discipline matters just as much—supply-chain reliability, quality assurance, and a healthy cash conversion cycle keep you alive when demand is volatile.
/tuː biː ˈɒn.ɪst ˌɒp.əˈreɪ.ʃən.əl ˈdɪs.ə.plɪn ˈmæt.əz dʒʌst æz mʌtʃ səˈplaɪ tʃeɪn rɪˌlaɪ.əˈbɪl.ə.ti ˈkwɒl.ɪ.ti əˈʃɔː.rəns ænd eɪ ˈhel.θi kæʃ kənˈvɜː.ʃən ˈsaɪ.kəl kiːp juː əˈlaɪv wen dɪˈmɑːnd ɪz ˈvɒl.ə.taɪl/

At the end of the day, those who combine policy awareness with data-driven decisions and consistent execution are more likely to scale sustainably.
/æt ðiː end ɒv ðiː deɪ ðəʊz huː kəmˈbaɪn ˈpɒl.ɪ.si əˈweə.nəs wɪð ˈdeɪ.tə ˈdrɪv.ən dɪˈsɪʒ.ənz ænd kənˈsɪs.tənt ˌek.sɪˈkjuː.ʃən ɑː mɔː ˈlaɪk.li tuː skeɪl səˈsteɪ.nə.bli/

Do people in your country like to work for big companies or small companies?

To be honest, many people in China still gravitate toward large companies—including well-known tech firms and established manufacturers—because they offer job security, structured career paths, and fairly comprehensive benefits packages. I think the brand signalling also matters: a famous employer enhances one’s professional credibility on a CV and opens doors later. In practice, big firms provide systematic training, clear performance metrics, and exposure to cross-functional projects, which is reassuring for new graduates.
That said, the trade-off is bureaucracy and slower decision cycles. Well, or rather, you gain stability but may lose autonomy. Still, for a physics postgraduate like me, access to cutting-edge equipment and rigorous quality assurance in a large R&D centre is genuinely attractive. At the end of the day, the perceived risk-adjusted return favours big companies for a lot of entry-level candidates.

To be honest, many people in China still gravitate toward large companies—including well-known tech firms and established manufacturers—because they offer job security, structured career paths, and fairly comprehensive benefits packages.
/tuː biː ˈɒn.ɪst ˈmen.i ˈpiː.pəl ɪn ˈtʃaɪ.nə stɪl ˈɡræv.ɪ.teɪt təˈwɔːd lɑːdʒ ˈkʌm.pən.iz ɪnˈkluː.dɪŋ ˌwel ˈnəʊn tek fɜːmz ænd ɪˈstæb.lɪʃt ˌmæn.jʊˈfæk.tʃər.əz bɪˈkɒz ðeɪ ˈɒf.ə dʒɒb sɪˈkjʊə.rɪ.ti ˈstrʌk.tʃəd kəˈrɪə pɑːðz ænd ˈfeə.li ˌkɒm.prɪˈhen.sɪv ˈben.ɪ.fɪts ˈpæk.ɪ.dʒɪz/

I think the brand signalling also matters: a famous employer enhances one’s professional credibility on a CV and opens doors later.
/aɪ θɪŋk ðə brænd ˈsɪɡ.nəl.ɪŋ ˈɔːl.səʊ ˈmæt.əz eɪ ˈfeɪ.məs ɪmˈplɔɪ.ə ɪnˈhɑːn.sɪz wʌnz prəˈfeʃ.ən.əl ˌkred.ɪˈbɪl.ɪ.ti ɒn eɪ ˌsiː ˈviː ænd ˈəʊ.pənz dɔːz ˈleɪ.tə/

In practice, big firms provide systematic training, clear performance metrics, and exposure to cross-functional projects, which is reassuring for new graduates.
/ɪn ˈpræk.tɪs bɪɡ fɜːmz prəˈvaɪd ˌsɪs.təˈmæt.ɪk ˈtreɪ.nɪŋ klɪə pəˈfɔː.məns ˈmet.rɪks ænd ɪkˈspəʊ.ʒə tuː ˌkrɒs ˈfʌŋk.ʃən.əl ˈprɒdʒ.ekts wɪtʃ ɪz ˌriː.əˈʃɔː.rɪŋ fɔː njuː ˈɡrædʒ.u.əts/

That said, the trade-off is bureaucracy and slower decision cycles.
/ðæt sed ðə ˈtreɪd.ɒf ɪz bjʊəˈrɒk.rə.si ænd ˈsləʊ.ə dɪˈsɪʒ.ən ˈsaɪ.kəlz/

Well, or rather, you gain stability but may lose autonomy.
/wel ɔː ˈrɑː.ðə juː ɡeɪn stəˈbɪl.ɪ.ti bʌt meɪ luːz ɔːˈtɒn.ə.mi/

Still, for a physics postgraduate like me, access to cutting-edge equipment and rigorous quality assurance in a large R&D centre is genuinely attractive.
/stɪl fɔː eɪ ˈfɪz.ɪks ˌpəʊstˈɡrædʒ.u.ət laɪk miː ˈæk.ses tuː ˌkʌt.ɪŋ ˈedʒ ɪˈkwɪp.mənt ænd ˈrɪɡ.ər.əs ˈkwɒl.ɪ.ti əˈʃɔː.rəns ɪn eɪ lɑːdʒ ɑː diː ˈsen.tə ɪz ˈdʒen.ju.ɪn.li əˈtræk.tɪv/

At the end of the day, the perceived risk-adjusted return favours big companies for a lot of entry-level candidates.
/æt ðiː end ɒv ðə deɪ ðə pəˈsiːvd rɪsk əˈdʒʌs.tɪd rɪˈtɜːn ˈfeɪ.vəz bɪɡ ˈkʌm.pən.iz fɔː eɪ lɒt ɒv ˈen.tri ˌlev.əl ˈkæn.dɪ.deɪts/

Do you think globalization is a positive development?

To be honest, I’d say globalization is broadly beneficial, but only conditional on governance. It has enabled knowledge diffusion, economies of scale, and greater consumer welfare through lower prices and wider choice. In my own field—physics—global conferences and open repositories mean my classmates and I can replicate experiments and benchmark code with teams abroad; that collaborative spillover simply wouldn’t happen in a closed system.
That said, I must say there are serious externalities: income polarization, labour dislocation, and a larger carbon footprint from extended supply chains. So, basically, the policy response matters: active labour-market programmes, carbon pricing, and due-diligence on supply chains can convert a diffuse set of winners and losers into a more inclusive outcome. At the end of the day, globalization is a tool rather than a destiny—it’s positive when standards, redistribution, and competition policy keep pace.

To be honest, I’d say globalization is broadly beneficial, but only conditional on governance.
/tuː biː ˈɒn.ɪst aɪd seɪ ˌɡləʊ.bəl.aɪˈzeɪ.ʃən ɪz ˈbrɔːd.li ˌben.ɪˈfɪʃ.əl bʌt ˈəʊn.li kənˈdɪʃ.ən.əl ɒn ˈɡʌv.ən.əns/

It has enabled knowledge diffusion, economies of scale, and greater consumer welfare through lower prices and wider choice.
/ɪt hæz ɪˈneɪ.bəld ˈnɒl.ɪdʒ dɪˈfjuː.ʒən ɪˈkɒn.ə.miz ɒv skeɪl ænd ˈɡreɪ.tə kənˈsjuː.mə ˈwel.feə θruː ˈləʊ.ə ˈpraɪ.sɪz ænd ˈwaɪ.də tʃɔɪs/

In my own field—physics—global conferences and open repositories mean my classmates and I can replicate experiments and benchmark code with teams abroad; that collaborative spillover simply wouldn’t happen in a closed system.
/ɪn maɪ əʊn fiːld ˈfɪz.ɪks ˈɡləʊ.bəl ˈkɒn.fər.ən.sɪz ænd ˈəʊ.pən rɪˈpɒzətriz miːn maɪ ˈklɑːs.meɪts ænd aɪ kæn ˈrep.lɪ.keɪt ɪkˈsper.ɪ.mənts ænd ˈbentʃ.mɑːk kəʊd wɪð tiːmz əˈbrɔːd ðæt kəˈlæb.ər.ə.tɪv ˈspɪlˌəʊ.və ˈsɪm.pli ˈwʊd.ənt ˈhæp.ən ɪn eɪ kləʊzd ˈsɪs.təm/

That said, I must say there are serious externalities: income polarization, labour dislocation, and a larger carbon footprint from extended supply chains.
/ðæt sed aɪ mʌst seɪ ðeər ɑː ˈsɪə.ri.əs ˌek.stəˈnæl.ə.tiz ˈɪn.kʌm ˌpəʊ.lə.raɪˈzeɪ.ʃən ˈleɪ.bə ˌdɪs.ləˈkeɪ.ʃən ænd eɪ ˈlɑː.dʒə ˈkɑː.bən ˈfʊt.prɪnt frɒm ɪkˈsten.dɪd səˈplaɪ tʃeɪnz/

So, basically, the policy response matters: active labour-market programmes, carbon pricing, and due-diligence on supply chains can convert a diffuse set of winners and losers into a more inclusive outcome.
/səʊ ˈbeɪ.sɪ.kli ðiː ˈpɒl.ɪ.si rɪˈspɒns ˈmæt.əz ˈæk.tɪv ˈleɪ.bə ˈmɑː.kɪt ˈprəʊ.ɡræmz ˈkɑː.bən ˈpraɪ.sɪŋ ænd dʒuː ˈdɪl.ɪ.dʒəns ɒn səˈplaɪ tʃeɪnz kæn kənˈvɜːt eɪ dɪˈfjuːs set ɒv ˈwɪn.əz ænd ˈluː.zəz ˈɪn.tuː eɪ mɔːr ɪnˈkluː.sɪv ˈaʊt.kʌm/

At the end of the day, globalization is a tool rather than a destiny—it’s positive when standards, redistribution, and competition policy keep pace.
/æt ðiː end ɒv ðiː deɪ ˌɡləʊ.bəl.aɪˈzeɪ.ʃən ɪz eɪ tuːl ˈrɑː.ðə ðæn eɪ ˈdes.tɪ.ni ɪts ˈpɒz.ɪ.tɪv wen ˈstæn.dədz ˌriː.dɪs.trɪˈbjuː.ʃən ænd ˌkɒm.pəˈtɪʃ.ən ˈpɒl.ɪ.si kiːp peɪs/

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