【力量訓練的「訓練量」該如何設定?】
跑者的訓練量俗稱「跑量」,單位是「公里」,所以月跑量三百是指一個月總訓練距離300公里。在力量訓練圈的「訓練量」(Training Volume)常是「總反覆次數」 (Total Repetition)的同義詞;而「月總量」就是指一個月的總反覆次數,像我們會建議初跑者的月跑量最好不要超過100公里一樣,在做重訓時,有沒有一個區間可以讓大家參考呢?下面是《The System》的作者群建議:
#以下為譯文:
以剛接觸訓練的新手來說,月總量最好從750次(總反覆次數)開始;而菁英運動員的上限設在1,600次。在前蘇聯時代,我們親眼看到他們運動員以更高的月總量進行訓練。然而,我們後來也發現這跟他們使用加強運動表現的補給品有關,那使運動員能更快恢復。
總反覆次數是指在單一個週期中(這裡是指中週期)所有基本力量動作重複次數的總合。因此總反覆次數750的意思是在不同的訓練強度與動作中總共累計的次數,但這個數字不包括輔助訓練的動作。
從帳面上來看,750這個數字分配到一個月十二到十六次課表當中,看起來似乎很小,但我們這們所定的750這個數字比較像是「基本量」,而非下限,如果總反覆次數低於750下,就不會為運動員的成長帶來實質的影響。表 4.14 中的數值並不是意味著高水平或菁英運動員在四週內的總反覆次數永遠不會有低於1,000次情況發生,那只是維持成長的基本量。對運動員的恢復能力影響最大的是訓練量,因此這些範圍中比較需要注意的是上限的數值。若月總量超過上限值,恢復能力將快速到受到侵害,而且侵害的速度比任何其他因素都快。
一位菁英水準的運動員可以在一個月的時間裡完成1,000次以下的訓練,就算在恢復期也經常發生。然而,訓練新手若超過1,000次的上限,大都要承擔受傷或嚴重過度訓練的風險。
許多教練擔心他們的運動員練不夠,所以無法有效獲得力量和爆發力的進步。他們不想因為目標定得太低而有所保留,這讓他們感覺是「浪費」了一個月的訓練時間。剛開始採用這個方法來訓練時有這種感覺很自然,我們系統中的每一位教練也都曾經歷過相同的掙扎。
美國的力量教練已經把「訓練要用盡全力」當作一種信念,訓練完還有餘力好像就會覺得不夠認真。但請相信我們。我們說的方法很少失敗,也幾乎沒有過度訓練的風險,這些區間已被證明能最有效地幫助運動員進步。
在調整運動員的訓練量時,需要考慮到他們的技巧、經驗、過去的醫療史、訓練史、性別、實際年齡與訓練年齡。
我們過去的慘痛教訓可以讓你少走許多彎路。當你在訓練量的拿捏上猶豫不決時,原則是寧少勿多。寧可因量太少沒進步,也不要犯下過量訓練的錯誤。
總訓練量不包括輔助訓練或是特別針對「局部效果」的練習次數。那些動作主要是為了強化特定肌肉或是使全身力量動作能做得更好的輔助性訓練,所以我們不會把它們算在總訓練量中。
最受我們重視的力量訓練動作不只對身體的負擔很大,技術要求也很高;正因如此,我們才會嚴格限制訓練量。
雖然輔助訓練不會被計算在總訓練量裡,但你不要因此失控,開始加練很多你想練的輔助動作。永遠記住:效率第一。
#原文如下
The absolute floor of volume for a novice athlete is 750 total exercise repetitions per month, and the ceiling for the elite athlete is 1,600 total reps. During our time in the former Soviet Republics, we witnessed athletes performing even higher monthly training volumes. However, as we found later, that was often with the benefit of performance-enhancing substances that allowed for more rapid recovery.
In a single cycle, the total number of repetitions pertains to all exercises performed in the key movements. This means 750 total repetitions are spread between the different exercises among the range of training intensities we want to emphasize.
On the surface, these can seem like small numbers when we consider they may be spread out over 12 to 16 training sessions. That 750-rep total is really more like the basement rather than the floor of total volume—any less than 750 will not budge the needle on gains. That does not mean advanced or elite-level athletes will not have cycles that dip below 1,000 reps. These ranges should be more prescriptive of the ceiling of higher volumes to avoid exceeding. Pushing monthly volume beyond these ranges erodes recovery more rapidly than any other factor.
An elite-level athlete can use a month with a total volume of under 1,000 reps, as will often be the case when returning to training. However, a novice athlete can rarely exceed the 1,000-rep ceiling without risking an injury or a significant overtraining effect.
Many coaches worry their athletes will not do enough work to promote gains in strength and power. They do not want to “waste” a month by aiming too low on total volume and leaving some gains in the tank. That is a natural feeling when adopting this method, and each of us went through the same mental struggle.
Strength coaches in America are not hard-wired to accept less than maximum. However, trust us when we say that without fail, these ranges have proven to be the most effective in generating progress with almost no risk of overtraining.
Fine-tuning where your athletes fall in a volume range takes skill, experience, and consideration of their medical and training history, biological and training age, and gender.
The bloody trail of our mistakes can save you a lot of added stress: When in doubt, it is always better to err on the side of less volume than too much.
The total volume number does not include accessory work or exercises of “local effect.” Those exercises are more targeted muscle strengthening or exercises to support the main movements.
We are mainly concerned about the most physically taxing exercises that demand more of an athlete’s attention to technique—hence, the volume restrictions.
Although the accessory work is not included in the volume calculations, you still cannot go wild, adding as much as you want. Always remember this: efficiency first.
(以上摘錄自原文第132~133)
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We Expect Police to Be Brave For Us. But What Happens When They’re Not?
When Lt. Craig Cardinale got to Marjory Stoneman Douglas High School as a mass shooting ( ) was unfolding ( ) last year, he found Deputy Scot Peterson pacing outside, repeating, “Oh, my God. Oh, my God.”
The deputy, who was assigned to the school, was behaving in ways typically associated with fear or panic, the lieutenant told investigators. He was moving “back and forth ( ),” talking to himself and “breathing heavily.”
What he was not doing was what the prevailing ( ) law enforcement protocol ( ) says was his first responsibility: Go into the building. Stop the gunman.
Peterson has been castigated ( ) and criminally charged with endangering children and culpable negligence ( ) in connection with the attack that left 17 people dead. The case against him is highly unusual and promises to raise all manner of legal questions, such as whether a police officer’s failure to perform as trained can lead to ( ) prison.
But it also raises a larger moral question: How much bravery do we expect, or demand, of law enforcement officers? What level of courage rises to the level of heroism — and what is just part of earning the paycheck?
Officers themselves are likely to hear inconsistent ( ) or even contradictory messages that may reflect the public’s polarized ( ) view of police as protectors or oppressors. Police officers rushed into the twin towers as they were collapsing; they have also shot and killed unarmed people for fear of losing their own lives.
“Every cop has heard some variation of ‘Your first job is to go home at the end of your shift,’ some version of ‘It’s better to be tried ( ) by 12 than carried by six.’ And every cop has also heard ‘You are the heroes; you are the front lines of defense; you are the ones who are supposed to run toward the gunshots,’ ” said Seth Stoughton, a former police officer who now teaches law at the University of South Carolina.
Expectations and training have changed drastically since the Columbine High School massacre ( ) in 1999, when law enforcement was criticized for failing to quickly confront ( ) the assailants and 13 people died. Until then, typical police protocol had been for officers to wait for backup, or for the SWAT team to arrive.
But after that, many departments rewrote policies to emphasize that every minute could mean another death. Officers were instructed to impede ( ) or take down the gunman immediately.
Dan Oates, who was the chief of police in Aurora, Colorado, when 12 people died and 70 were wounded in a shooting in a movie theater there in 2012, said officers are now drilled ( ) in tactics that put the well-being of hostages and innocents first.
人們期望警察勇敢無畏,但要是他們做不到呢?
去年,當克蘭格.卡丁納爾小隊長抵達發生大型槍擊案的馬喬瑞史東曼道格拉斯高中時,他發現警官史考特.彼得森在外頭踱步並不斷說著「我的天啊、我的天啊。」
小隊長告訴調查人員,這位被派往該校的警官表現出來的,是跟恐懼與驚慌有關的典型行為,他「來回」移動、自言自語,而且「呼吸急促」。
而他沒能做到的,是履行現今通行執法準則下他的首要職責:進入大樓內制止槍手。
彼得森受到嚴厲批判,並因在這起17人死亡的攻擊事件中使兒童性命陷入危險,且有重大疏失而被以刑事罪名移送法辦。他的這個案例頗不尋常,而且肯定會引發各種法律問題,例如警察是否會因未能按照受過的訓練行事而導致入獄。
而此案同時也引發一個更大的道德問題:我們對執法人員的勇敢該有多大的期望或要求?要有多少勇氣才能達到英雄的水準?只用來賺取薪水的勇氣又該是多少?
警察本身可能會聽到不一致甚至互相矛盾的訊息,而這些訊息反映了民眾對於警察是保護者或壓迫者的兩極看法,警察曾經在雙子星大樓正在倒塌時衝了進去;而他們也曾因為害怕失去自己的生命而開槍打死手無寸鐵的人。
出身警界、目前在南卡羅來納大學教法律的塞斯.史托頓說:「每個警察都聽過『你的第一要務就是值完班回家』這樣的論調,以及『被12個人審判總比被6個人抬著要好』之類說法,每個警察也都聽過『你們是英雄、你們是防線的最前線、你們是應該向槍聲奔去的那群人』。」
1999年科倫拜恩高中大屠殺發生以來,人們的期望與訓練有了巨大變化。當時執法部門因未能快速對抗攻擊者,以致有13人死亡而受到指摘,而在那之前,典型的警察準則是讓警察等候支援,或是等特警小組抵達。
但在那以後,許多警局改寫了準則,強調每分鐘都可能意味又有一人死亡。警察也奉命立即阻止或擊斃持槍歹徒。
2012年,科羅拉多州奧羅拉市一家電影院發生12人死亡、70人受傷的槍擊事件,時任奧羅拉市警察局長的歐茨表示,警察現在受的戰術訓練是將人質與無辜者的福祉擺在第一。
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