题目内容
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People's decisions to migrate might be influenced by all the following EXCEPT______.
A．personalities
B．education
C．marital status
D．abilities
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Physicians who have been on the job for several hours, for example, are more likely to prescribe antibiotics to patients when it’s unwise to do so. “Presumably it’s because it’s simple and easy to write a prescription and consider a patient case closed rather than investigate further,” Polman says.
But decision fatigue goes away when you are making the decision for someone else. When people imagine themselves as advisers and imagine their own choices as belonging to someone else, they feel less tired and rely less on decision shortcuts to make those choices. “By taking upon the role of adviser rather than decision maker, one does not suffer the consequences of decision fatigue,” he says. “It’s as if there’s something fun and liberating about making someone else’s choice.”
Getting input from others not only offers a fresh perspective and thought process, it often also includes riskier choices. While this sounds undesirable, it can be quite good, says Polman. “When people experience decision fatigue—when they are tired of making choices—they have a tendency to choose to go with the status quo (现状), he says. But the status quo can be problematic, since a change in the course of action can sometimes be important and lead to a positive outcome.”
In order to achieve a successful outcome or reward, some level of risk is almost always essential. “People who are susceptible to decision fatigue will likely choose to do nothing over something,” he says. “That’s not to say that risk is always good, but it is related to taking action, whereas decision fatigue assuredly leads to inaction and the possible chagrin(懊恼)of a decision maker who might otherwise prefer a new course but is unfortunately hindered.”
Just because you can make good choices for others doesn’t mean you’ll do the same for yourself, Polman cautions. “Research has found that women negotiate higher salaries for others than they do for themselves,” he says, adding that people slip in and out of decision roles.
What does the author say about people making decisions？
A.They may become exhausted by making too many decisions for themselves.
B.They are more cautious in making decisions for others than for themselves.
C.They tend to make decisions the way they think advantageous to them.
D.They show considerable differences in their decision-making abilities.
What does the example about the physicians illustrate？
A.Patients seldom receive due care towards the end of the day.
B.Prescription of antibiotics can be harmful to patients’health.
C.Decision fatigue may prevent people making wise decisions.
D.Medical doctors are especially susceptible to decision fatigue.
When do people feel less decision fatigue？
A.When they take decision shortcuts.
B.When they help others to make decisions.
C.When they have major decisions to make.
D.When they have advisers to turn to.
What are people likely to do when decision fatigue sets in？
A.They turn to physicians for advice.
B.They tend to make risky decisions.
C.They adopt a totally new perspective.
D.They refrain from trying anything new.
What does the passage say about taking some risk in decision making？
A.It is vital for one to reach the goal desired.
B.It is likely to entail serious consequences.
C.It will enable people to be more creative.
D.It will more often than not end in regret.
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？Read the article below about delegation.
？In most of the lines 34 - 45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT on your Answer Sheet.
？If there is an extra word in the line, write the extra word in CAPITAL LETFERS on your Answer Sheet.
Are you one of those people who doesn’t trust anyone else to do what needs to be done？ Some managers they can’t bear anyone else to help them in any way. They
34. don't believe that anyone can do such a job as well as they can. It is not surprising
35. that they then get overwhelmed by work and complain that they have far too much
36. to do, but it could be argued that it is by their own fault. If they learnt to delegate,
37. they would have much more time available. Besides the saving time and freeing
38. them to concentrate on tasks that are important, delegating also benefits to the
39. company. If managers delegate effectively, their staff will become more skilled and
40. committed. Asking staff to make the decisions improves their efficiency and morale.
41. This will contribute itself not only to the success of the team, but to the success of
42. the company as a whole. More importantly, it will also show how good a person's
43. managerial skills are, which is useful when those candidates are considered for
44. the promotion. Trusting other people to do a job properly and providing them with the
45. opportunity to do so well is therefore an essential management skill in the workplace of today.
(34)
Climate change may be real, but it’s still not easy being green
How do we convince our inner caveman to be greener？We ask some outstanding social scientists.
A) The road to climate hell is paved with our good intentions. Politicians may tackle polluters while scientists do battle with carbon emissions. But the most pervasive problem is less obvious: our own behaviour. We get distracted before we can turn down the heating. We break our promise not to fly after hearing about a neighbor’s rip to India. Ultimately, we can’t be bothered to change our attitude. Fortunately for the planet, social science and behavioral economics may be able to do that for us.
B) Despite mournful polar bears and carts showing carbon emissions soaring, mot people find it hard to believe that global warming will affect them personally. Recent polls by the Pew Research Centre in Washington, DC, found that 75-80 per cent of participants regarded climate change as an important issue. But respondents ranked it last on a list of priorities.
C) This inconsistency largely stems from a feeling of powerlessness. “When we can’t actually remove the source of our fear, we tend to adapt psychologically by adopting a range of defense mechanisms,” says Tom Crompton, change strategist for the environmental organization World Wide Fund for Nature.
D) Part of the fault lies with our inner caveman. Evolution has programmed humans to pay most attention to issues that will have an immediate impact. “We worry most about now because if we don’t survive for the next minute, we’re not going to be around in ten years’ time,” says Professor Elke Weber of the Centre for Research on Environmental Decisions at Columbia University in New York. If the Thames were lapping around Big Ben, Londoners would face up to the problem of emissions pretty quickly. But in practice, our brain discounts the risks—and benefits—associated with issues that lie some way ahead.
E) Matthew Rushworth, of the Department of Experimental Psychology at the University of Oxford, sees this in his lab every day. “One of the ways in which all agents seem to make decisions is that they assign a lower weighting to outcomes that are going to be further away in the future,” he says. “This is a very sensible way for an animal to make decisions in the wild and would have been very helpful for humans for thousands of years.”
F) Not any longer. By the time we wake up to the threat posed by climate change, it could well be too late. And if we’re not going to make national decisions about the future, others may have to help us to do so.
G) Few political libraries are without a copy of Nudge: Improving Decisions About Health, Wealth and Happiness, by Richard Thaler and Cass Sunstein. They argue that governments should persuade us into making better decisions—such as saving more in our pension plans—by changing the default options. Professor Weber believes that environmental policy can make use of similar tactics. If, for example, building codes included green construction guidelines, most developers would be too lazy to challenge them.
H) Defaults are certainly part of the solution. But social scientists are most concerned about crafting messages that exploit our group mentality(心态). ”We need to understand what motivates people, what it is that allows them to make change,” says Professor Neil Adger, of the Tyndall Centre for Climate Change Research in Norwich. ”It is actually about what their peers think of them, what their social norms are, what is seen as desirable in society.” In other words, our inner caveman is continually looking over his shoulder to see what the rest of the tribe are up to.
I) The passive attitude we have to climate change as individuals can be altered by counting us in—and measuring us against—our peer group. “Social norms are primitive and elemental,” says Dr. Robert Cialdini, author of Influence: The Psychology of Persuasion. “Birds flock together, fish school together, cattle herd together … just perceiving norms is enough to cause people to adjust their behavior. in the direction of the crowd.”
J) These norms can take us beyond good intentions. Cialdini conducted a study in San Diego in which coat hangers bearing messages about saving energy were hung on people’s doors. Some of the messages mentioned the environment, some financial savings, others social responsibility. But it was the one that mentioned the actions of neighbours that drove down power use.
K) Other studies show that simply providing the facility for people to compare their energy use with the local average is enough to cause them to modify their behaviour. The Conservatives plan to adopt this strategy by making utility companies print the average local electricity and gas usage on people’s bills.
L) Social science can also teach politicians how to avoid our collective capacity for self-destructive behaviour. Environmental campaigns that tell us how many people drive SUVs unwittingly (不经意地) imply that this behaviour is widespread and thus permissible. Cialdini recommends some careful framing of the message. “Instead of normalising the undesirable behaviour, the message needs to marginalise it, for example, by stating that if even one person buys yet another SUV, it reduces our ability to be energy-independent.”
M) Tapping into how we already see ourselves is crucial. The most successful environmental strategy will marry the green message to our own sense of identity. Take your average trade union member, chances are they will be politically motivated and be used to collective action—much like Erica Gregory. A retired member of the Public and Commercial Services Union, she is setting up one of 1,100 action groups with the support of Climate Solidarity, a two-year environmental campaign aimed at trade unionists.
N) Erica is proof that a great-grandmother can help to lead the revolution if your get the psychology right—in this case, by matching her enthusiasm for the environment with a fondness for organising groups. “I think there must be something in it.” She is expecting up to 20 people at the first meeting she has called, at her local pub in the Cornish village of Polperro.
O) Nick Perks, project director for Climate Solidarity, believes this sort of activity is where the future of environmental action lies. “Using existing civil society structures or networks is a more effective way of creating change … and obviously trade unions are one of the biggest civil society networks in the UK,” he says. The “Love Food, Haste Waste” campaign entered into a collaboration last year with another such network—the Women’s Institute. Londoner Rachel Talor joined the campaign with the aim of making new friends. A year on, the meetings have made lasting changes to what she throws away in her kitchen. “It’s always more of an incentive if you’re doing it with other people,” she says. “It motivates you more if you know that you’ve got to provide feedback to a group.”
P) The power of such simple psychology in fighting climate change is attracting attention across the political establishment. In the US, the House of Representatives Science Committee has approved a bill allocating $10 million a year to studying energy-related behaviour. In the UK, new studies are in development and social scientists are regularly spotted in British government offices. With the help of psychologists, there is fresh hope that we might go green after all.
46. When people find they are powerless to change a situation, they tend to live with it.
47. To be effective, environmental messages should be carefully framed.
48. It is the government’s responsibility to persuade people into making environment-friendly decisions.
49. Politicians are beginning to realize the importance of enlisting psychologists’ help in fighting climate change.
50. To find effective solutions to climate change, it is necessary to understand what motivates people to make change.
51. In their evolution, humans have learned to pay attention to the most urgent issues instead of long-term concerns.
52. One study shows that our neighbors’ actions are influential unchanging our behavior.
53. Despite clear signs of global warming, it is not easy for most people to believe climate change will affect their own lives.
54.We would take our future into consideration in making decisions concerning climate change before it is too late.
55. Existing social networks can be more effective in creating change in people’s behaviour.
Psychologists have discovered that even the most independent-minded of us will conform. to social pressure when we are with a group of people. In one classie experiment, people were showna vertical line and asked to find a line of identical length from a selection of three.
You might think that this is an absurdly easy task, and when people perform. it by themselves they do it very well. However, psychologists have discovered that we are very easily swayed by the opinions of other people when we do this task in a group. In one study, a group of three people was set up,where two of the people were confederates(同伙 )of the experimenter.When the confederates deliberately gave wrong answers,people were often swayed to give the wrong answer also. In fact, 75% of people gave at least o ne wrong answer, with some people conforming to peer pressure on every occasion.
But why do people conform. in this way？ In an easy task like this, it seems that people do not want to step out of line with the prevailing opinion of the group. On more difficult tasks, people also conform. because they lose onfidence in their own ability to make decisions and prefer to trust the majority opinion instead.
A typical example of this kind of conformity arises when we come across people in distress. Would you help a woman who has been attacked in the street？It turns out that you are much more likely to go to her assistance if you are alone.When other people are also around,a diffusion of responsibility occurs. People are paralysed into inaction, because everyone assumes that someone else will go to the woman' s assistance.
25. In Paragraph 1, the underlined word "conform" probably means“ ()”.
A.seek independence
B.disobey orders
C.seek pleasure
D.follow what others do
26.What is the purpose of the experiment described in Paragraph 2？ To().
A.explain why people would be influenced by the opinions of others
B.prove that people are easily influenced by the opinions of others
C.train the confederates of the experimenter as independent-minded
D.describe how people would be influenced by the opinions of others
27.In the last paragraph, according to the author,why wouldn’t one help the woman ？He().
A.thinks he has no responsibilities to give a hand
B.thinks he has has nothing to do with it
C.is too shy to give his helping hand
D.thinks someone else will offer assistance
28.What method does the author mainly use to develop the text？ (
A.Giving examples.
B.Cause-effect analysis.
C.Comparative analysis.
D.Process analysis.
To discover the worst is to face the decision of【B6】or not to continue in the same pattern. To learn the best is to face the decision of whether or not to live up【B7】it.【B8】discovery may involve change and【B9】causes anxiety.【B10】, this can be a creative anxiety which may be thought of as excitement—the excitement of enhancing one's【B11】for being a winner.
Transactional analysis(沟通分析) is a(n)【B12】you can use to know yourself, to know how you relate to others, and to discover the dramatic【B13】your life is taking. The unit of personality structure is the ego state. By becoming【B14】of your ego state, you can【B15】between your various sources of thoughts, feelings, and behavior. pattern, You can be more aware of the choices available to you.
The unit of measure in interpersonal relationships is the【B16】. By analyzing your transactions, you can gain a【B17】conscious control of how you operate with other people and how they operate with you.
Transactional analysis is a practical【B18】from which you can【B19】old decisions and behavior. and change【B20】you decide is desirable for you to change.
【B1】
A．known
B．unknown
C．surrounded
D．unlimited
Snap decisions can be important defense mechanisms; if we are judging whether someone is dangerous, our brains and bodies are hard-wired to react very quickly, within milliseconds. But we need more time to assess other factors. To accurately tell whether someone is sociable, studies show, we need at least a minute, preferably five. It takes a while to judge complex aspects of personality, like neuroticism or open-mindedness.
But snap decisions in reaction to rapid stimuli aren’t exclusive to the interpersonal realm. Psychologists at the University of Toronto found that viewing a fast-food logo for just a few milliseconds primes us to read 20 percent faster, even though reading has little to do with eating. We unconsciously associate fast food with speed and impatience and carry those impulses into whatever else we’re doing, Subjects exposed to fast-food flashes also tend to think a musical piece lasts too long.
Yet we can reverse such influences. If we know we will overreact to consumer products or housing options when we see a happy face (one reason good sales representatives and real estate agents are always smiling), we can take a moment before buying. If we know female job screeners are more likely to reject attractive female applicants, we can help screeners understand their biases-or hire outside screeners.
John Gottman, the marriage expert, explains that we quickly “thin slice” information reliably only after we ground such snap reactions in “thick sliced” long-term study. When Dr. Gottman really wants to assess whether a couple will stay together, he invites them to his island retreat for a muck longer evaluation; two days, not two seconds.
Our ability to mute our hard-wired reactions by pausing is what differentiates us from animals: doge can think about the future only intermittently or for a few minutes. But historically we have spent about 12 percent of our days contemplating the longer term. Although technology might change the way we react, it hasn’t changed our nature. We still have the imaginative capacity to rise above temptation and reverse the high-speed trend.
The time needed in making decisions may____ .
A.vary according to the urgency of the situation
B.prove the complexity of our brain reaction
C.depend on the importance of the assessment
D.predetermine the accuracy of our judgment
John Gottman says that reliable snap reaction are based on____ .
A.critical assessment
B.“thin sliced”study
C.sensible explanation
D.adequate information
The author’s attitude toward reversing the high-speed trend is____ .A.tolerant
B.uncertain
C.optimistic
D.doubtful
Our reaction to a fast-food logo shows that snao decisions____ .A.can be associative
B.are not unconscious
C.can be dangerous
D.are not impulsive
To reverse the negative influences of snap decisions,we should____ .A.trust our first impression
B.do as people usually do
C.think before we act
D.ask for expert advice
A.t raditional
B.mainstream
C.popul ar
D.mass
People who disagree with women's opinions believe ______.
A．women can't do what men can
B．men can earn money more easily than women
C．men's responsibilities are different front women's
D．men have to work much harder than women
Some people believe that _____.
A．women can' t do what men can
B．men have to work much harder than women
C．men can earn money more easily than women
D．men' s duties are different from women's
