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It’s almost impossible to go through life without experiencing some kind of failure. But, the wonderful thing about failure is that it’s entirely up to us to decide how to look at it. We can choose to see failure as “the end of the world,” or we can look at failure as the incredible learning experience that it often is. Every time we fail at something, we can choose to look for the lesson we’re meant to learn. These lessons are very important; they’re how we grow, and how we keep from making that same mistake again. Failures stop us only if we let them. Failure can also teach us things about ourselves that we would never have learned otherwise. For instance, failure can help you discover how strong a person you are. Failing at something can help you discover your truest friends, or help you find unexpected motivation to succeed.

[A] Give compliments, just not too many. [B]Put on a good face, always. [C] Tailor your interactions. [D] Spend time with everyone. [E] Reveal, don’t hide, information. [F] Slow down and listen. [G] Put yourselves in others’ shoes. Five Ways to Win Over Everyone in the Office Is it possible to like everyone in your office? Think about how tough it is to get together 15 people, much less 50, who all get along perfectly. But unlike in friendships, you need coworkers. You work with them every day, and whether they’re your boss, direct report or equal, you depend on them just as they depend on you. Here are some ways that you can get the whole office on your side. 41. ___ If you have a bone to pick with someone in your workplace, you may try to stay tight-lipped around them. But you won’t be helping either one of you. A Harvard Business School study found that observers consistently rated those who were upfront about themselves more highly, while those who hid lost trustworthiness. The lesson is not that you should make your personal life an open book, but rather, when given the option to offer up details about yourself or studiously stash them away, you should just be honest. 42. _ Just as important as being honest about yourself is being receptive to others. We often feel the need to tell others how we feel, whether it’s a concern about a project, a stray thought, or a compliment. Those are all valid, but you need to take time to hear out your coworkers, too. In fact, rushing to get your own ideas out there can cause colleagues to feel you don’t value their opinions. Do your best to engage coworkers in a genuine, back-and-forth conversation, rather than prioritizing your own thoughts. 43. _ It’s common to have a “cubicle mate” or special confidant in a work setting. But in addition to those trusted coworkers, you should expand your horizons and find out about all the people around you. Use your lunch and coffee breaks to meet up with colleagues you don’t always see. Find out about their lives and interests beyond the job. It requires minimal effort and goes a long way. This will help to grow your internal network, in addition to being a nice break in the work day. 44. _ Positive feedback is important for anyone to hear. And you don’t have to be someone’s boss to tell them they did an exceptional job on a particular project. This will help engender good will in others. But don’t overdo it or be fake about it. One study found that people responded best to comments that shifted from negative to positive, possibly because it suggested they had won somebody over. 45. _____ This one may be a bit more difficult to pull off, but it can go a long way to achieving results. Remember in dealing with any coworker what they appreciate from an interaction. Watch out for how they verbalize with others. Some people like small talk in a meeting before digging into important matters, while others are more straightforward. Jokes that work on one person won’t necessarily land with another. So, adapt your style accordingly to type. Consider the person that you’re dealing with before each interaction and what will get you to your desired outcome. A、[A]B、[B]C、[C]D、[D]E、[E]F、[F]G、[G]

It is true that CEO pay has gone up--top ones may make 300 times the pay of typical workers on average, and since the mid-1970s CEO pay for large publicly traded American corporations has, by varying estimates, gone up by about 500%. The typical CEO of a top American corporation now makes about $18.9 million a year. The best model for understanding the growth of CEO pay is that of limited CEO talent in a world where business opportunities for the top firms are growing rapidly. The efforts of America's highest-earning 1% have been one of the more dynamic elements of the global economy. It's not popular to say, but one reason their pay has gone up so much is that CEOs really have upped their game relative to many other workers in the U.S. economy. Today’s CEO, at least for major American firms, must have many mere skills than simply being able to “run the company”, CEOs must have a good sense of financial markets and maybe even how the company should trade in them. They also need better public relations skills than their predecessors, as the costs of even a minor slipup can be significant. Then there’s the fact that large American companies are much more globalized than ever before, with supply chains spread across a larger number of countries. To lead in that system requires knowledge that is fairly mind-boggling plus, virtually all major American companies are beyond this major CEOs still have to do all the day-to-day work they have always done. The common idea that high CEO pay is mainly about ripping people off doesn’t explain history very well. By most measures, corporate governance has become a lot tighter and more rigorous since the 1970s. Yet it is principally during this period of stronger governance that CEO pay has been high and rising. That suggests it is in the broader corporate interest to recruit top candidates for increasingly tough jobs. Furthermore, the highest CEO salaries are paid to outside candidates, not to the cozy insider picks, another sign that high CEO pay is not some kind of depredation at the expense of the rest of the company. And the stock market reacts positively when companies tie CEO pay to, say, stock prices, a sign that those practices build up corporate value not just for the CEO.1、Which of the following has contributed to CEO pay rise?2、Compared with their predecessors, today’s CEOs are required to .3、CEO pay has been rising since the 1970s despite .4、High CEO pay can be justified by the fact that it helps .5、The most suitable title for this text would be .

Madrid was hailed as a public health beacon last November when it rolled out ambitious restrictions on the most polluting cars. Seven months and one election day later, a new conservative city council suspended enforcement of the clean air zone, a first step toward its possible demise. Mayor Jose Luis Martinez-Almeida made opposition to the zone a centrepiece of his election campaign, despite its success in improving air quality. A judge has now overruled the city’s decision to stop levying fines, ordering them reinstated. But with legal battles ahead, the zone’s future looks uncertain at best. Madrid’s back and forth on clean air is a pointed reminder of the limits to the patchwork, city-by-city approach that characterises efforts on air pollution across Europe, Britain very much included. Among other weaknesses, the measures cities must employ when left to tackle dirty air on their own are politically contentious, and therefore vulnerable. That’s because they inevitably put the costs of cleaning the air on to individual drivers--who must pay fees or buy better vehicles--rather than on to the car manufacturers whose cheating is the real cause of our toxic pollution. It’s not hard to imagine a similar reversal happening in London. The new ultra-low emission zone (Ulez) is likely to be a big issue in next year’s mayoral election. And if Sadiq Khan wins and extends it to the North and South Circular roads in 2021 as he intends, it is sure to spark intense opposition from the far larger number of motorists who will then be affected. It’s not that measures such as London’s Ulez are useless. Far from it. Local officials are using the levers that are available to them to safeguard residents’ health in the face of a serious threat. The zones do deliver some improvements to air quality, and the science tells us that means real health benefits--fewer heart attacks, strokes and premature births, less cancer, dementia and asthma. Fewer untimely deaths. But mayors and councilors can only do so much about a problem that is far bigger than any one city or town. They are acting because national governments--Britain’s and others across Europe--have failed to do so. Restrictions that keep highly polluting cars out of certain areas--city centres, “school streets”, even individual roads--are a response to the absence of a larger effort to properly enforce existing regulations and require auto companies to bring their vehicles into compliance. Wales has introduced special low speed limits to minimise pollution. We’re doing everything but insist that manufacturers clean up their cars.1、Which of the following is true about Madrid’s clean air zone?2、Which is considered a weakness of the city-level measures to tackle dirty air?3、The author believes that the extension of London’s Ulez will .4、Who does the author think should have addressed the problem?5、It can be inferred from the last paragraph that auto companies .

Rats and other animals need to be highly attuned to social signals from others so they can identify friends to cooperate with and enemies to avoid. To find out if this extends to non-living beings, Laleh Quinn at the University of California, San Diego and her colleagues tested whether rats can detect social signals from robotic rats. They housed eight adult rats with two types of robotic rat--one social and one asocial--for four days. The robots rats were quite minimalist, resembling a chunkier version of a computer mouse with wheels-to move around and colorful markings. During the experiment, the social robot rat followed the living rats around, played with the same toys, and opened cage doors to let them escape. Meanwhile, the asocial robot rat simply moved forwards and backwards and side to side. Next, the researchers trapped the robot rats in cages and gave the living rats the opportunity to release them by pressing a lever. Across 18 trials each, the living rats showed a preference for freeing the social robot, releasing it 30 per cent of the time, compared to 19 per cent for the asocial robot. This suggests that the rats perceived the social robot as a genuine social being. They may have bonded more with the social robot because it displayed behaviours like communal exploring and playing. This could lead to the rats better remembering having freed it earlier, and wanting the robot to return the favour when they get trapped, says Quinn. “Rats have been shown to engage in multiple forms of reciprocal help and cooperation, including what is referred to as direct reciprocity--where a rat will help another rat that has previously helped them,” says Quinn. The readiness of the rats to befriend the social robot was surprising given its minimal design. The robot was the same size as a regular rat but resembled a simple plastic box on wheels."We'd assumed we’d have to give its moving head and tail, facial features, and put a scene on it to make it smell like a real rat, but that wasn’t necessary,” says Janet Wiles at the University of Queensland in Australia, who helped with the research. The finding shows how sensitive rats are to social cues, even when they come from basic robots. Similarly, children tend to treat robots as if they are fellow beings, even when they display only simple social signals. “We humans seem to be fascinated by robots, and it turns out other animals are too,” says Wiles.1、Quinn and her colleagues conducted a test to see if rats can .2、What did the asocial robot do during the experiment?3、According to Quinn, the rats released the social robot because they .4、Janet Wiles notes that rats .5、It can be learned from the text that rats .

Now that members of Generation Z are graduating college this spring--the most commonly-accepted definition says this generation was born after 1995, give or take a year--the attention has been rising steadily in recent weeks. Gen Zs are about to hit the streets looking for work in a labor market that's tighter than it's been in decades. And employers are planning on hiring about 17 percent more new graduates for jobs in the U.S. this year than last, according to a survey conducted by the National Association of Colleges and Employers. Everybody wants to know how the people who will soon inhabit those empty office cubicles will differ from those who came before them. If “entitled” is the most common adjective, fairly or not, applied to millennials (those born between 1981 and 1995), the catchwords for Generation Z are practical and cautious. According to the career counselors and experts who study them, Generation Zs are clear-eyed, economic pragmatists. Despite graduating into the best economy in the past 50 years, Gen Zs know what an economic train wreck looks like. They were impressionable kids during the crash of 2008, when many of their parents lost their jobs or their life savings or both. They aren't interested in taking any chances. The booming economy seems to have done little to assuage this underlying generational sense of anxious urgency, especially for those who have college debt. College loan balances in the U.S. now stand at a record S1.5 trillion, according to the Federal Reserve. One survey from Accenture found that 88 percent of graduating seniors this year chose their major with a job in mind. In a 2019 survey of University of Georgia students, meanwhile, the career office found the most desirable trait in a future employer was the ability to offer secure employment(followed by professional development and training, and then inspiring purpose). Job security or stability was the second most important career goal(work-life balance was number one), followed by a sense of being dedicated to a cause or to feel good about serving the greater good. That’s a big change from the previous generation. “Millennials wanted more flexibility in their lives,” notes Tanya Michelsen, Associate Director of YouthSight, a UK-based brand manager that conducts regular 60-day surveys of British youth, in findings that might just as well apply to American youth. “Generation Z are looking for more certainty and stability, because of the rise of the gig economy. They have trouble seeing a financial future and they are quite risk averse.”1、Generation Zs graduating college this spring .2、Generation Zs are keenly aware .3、The word “assuage”(line 9, Para. 2) is closet in meaning to .4、It can be learned from Paragraph 3 that Generation Zs .5、Michelsen thinks that compared with millennials, Generation ZS are .

Being a good parent is what every parent would like to be. But defining what it means to be a good parent is undoubtedly very 1 , particularly since children respond differently to the same style of parenting. A calm, rule-following child might respond better to a different sort of parenting than, 2 , a younger sibling. 3 , there’s another sort of parent that’s easier to 4 : a patient parent. Children of every age benefit from patient parenting. Still, 5 every parent would like to be patient, this is no easy 6 . Sometimes parents get exhausted and frustrated and are unable to maintain a 7 and composed style with their kids. I understand this. You’re only human, and sometimes your kids can 8 you just a little too far. And then the 9 happens: You lose your patience and either scream at your kids or say something that was a bit too 10 and does nobody any good. You wish that you could 11 the clock and start over. We’ve all been there. 12 , even though it’s common, it’s vital to keep in mind that in a single moment of fatigue, you can say something to your child that you may 13 for a long time. This may not only do damage to your relationship with your child but also 14 your child’s self-esteem. If you consistently lose your 15 with your kids, then you are inadvertently modeling a lack of emotional control for your kids. We are all becoming increasingly aware of the 16 of modeling tolerance and patience for the younger generation. This is a skill that will help them all throughout life. In fact, the ability to emotionally regulate or maintain emotional control when 17 by stress is one of the most important of all life’s skills. Certainly, it’s 18 to maintain patience at all times with your kids. A more practical goal is to try to be as calm as you can when faced with 19 situations involving your children. I can promise you this: As a result of working toward this goal, you and your children will benefit and 20 from stressful moments feeling better physically and emotionally.

Directions： Write an essay based on the chart below. In your writing, you should 1)interpret the chart, and 2)give your comments. You should write about 150 words on the ANSWER SHEET. (15 points)

Directions： Suppose you are organizing an online meeting. Write an email to Jack, an international student, to 1) invite him to participate, and 2) tell him the details. You should write about 100 words on the ANSWER SHEET. Do not use your own name. Use “Li Ming” instead. Do not write your address. (10 points)

Directions: Translate the following text into Chinese. Write your translation on the ANSWER SHEET. (15 points) ①We tend to think that friends and family members are our biggest sources of connection, laughter, and warmth. ②While that may well be true, researchers have also recently found that interacting with strangers actually brings a boost in mood and feelings of belonging that we didn't expect. ①In one series of studies, researchers instructed Chicago-area commuters using public transportation to strike up a conversation with someone near them. ②On average, participants who followed this instruction felt better than those who had been told to stand or sit in silence. ③The researchers also argued that when we shy away from casual interactions with strangers, it is often due to a misplaced anxiety that they might not want to talk to us. ④Much of the time, however, this belief is false. ⑤As it turns out, many people are actually perfectly willing to talk—and may even be flattered to receive your attention.

How to disagree with someone more powerful than you ①Your boss proposes a new initiative you think won’t work. ②Your senior colleague outlines a project timeline you believe is unrealistic. ③What do you say when you disagree with someone who has more power than you do? ④How do you decide whether it’s worth speaking up? ⑤And if you do, what exactly should you say?⑥Here’s how to disagree with someone more powerful than you. 41. . ①You may decide it’s best to hold off on voicing your opinion. ②Maybe you haven’t finished thinking the problem through, or you want to get a clearer sense of what the group thinks. ③If you think other people are going to disagree too, you might want to gather your army first. ④People can contribute experience or information to your thinking—all the things that would make the disagreement stronger or more valid. ⑤It’s also a good idea to delay the conversation if you are in a meeting or other public space. ⑥Discussing the issue in private will make the powerful person feel less threatened. 42. . ①Before you share your thoughts, think about what the powerful person cares about—it may be the credibility of their team or getting a project done on time. ②You’re more likely to be heard if you can connect your disagreement to a higher purpose. ③When you do speak up, don’t assume the link will be clear. ④You’ll want to state it overtly, contextualizing your statements so that you’re seen not as a disagreeable subordinate but as a colleague who’s trying to advance a common objective. ⑤The discussion will then become more like a chess game than a boxing match. 43. . ①This step may sound overly deferential, but it’s a smart way to give the powerful person psychological safety and control. ②You can say something like, “I know we seem to be moving toward a first-quarter commitment here. ③I have reasons to think that won’t work. ④I’d like to lay out my reasoning. ⑤Would that be OK?” ⑥This gives the person a choice, allowing him to verbally opt in. ⑦And, assuming he says yes, it will make you feel more confident about voicing your disagreement. 44. . ①You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. ②When your body language communicates reluctance or anxiety, it undercuts the message. ③It sends a mixed message, and your counterpart gets to choose what signals to read. ④Deep breaths can help, as can speaking more slowly and deliberately. ⑤When we feel panicky, we tend to talk louder and faster. ⑥Simply slowing the pace and talking in an even tone helps the other person cool down and does the same for you. ⑦It also makes you seem confident, even if you aren’t. 45. . ①Emphasize that you’re only offering your opinion, not gospel truth. ②It may be a well-informed, well-researched opinion, but it’s still an opinion, so talk tentatively and slightly understate your confidence. ③Instead of saying: “If we set an end-of-quarter deadline, we will never make it,” say, “This is just my opinion, but I don’t see how we will make that deadline.” ④Having asserted your opinion (as a position, not as a fact), demonstrate equal curiosity about other views. ⑤Remind the person that this is your point of view, and then invite critique. ⑥Be open to hearing other opinions.” A、Stay calm.B、Stay humble.C、Decide whether to wait.D、Be realistic about the risks.E、Don't make judgements.F、Identify a shared goal.G、Ask permission to disagree.

Text 4 ①We’re fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to five-minute interaction, and deliberation can be not only extraneous but intrusive. ②In one study of the ability she called “thin slicing,” the late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor’s overall effectiveness. ③Their ratings correlated strongly with students’ end-of-semester ratings. ④Another set of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. ⑤Their ratings were just as accurate, demonstrating the intuitive nature of the social processing. ①Critically, another group was asked to spend a minute writing down reasons for their judgment, before giving the rating. ②Accuracy dropped dramatically.③Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures or utterances, rather than letting the complex interplay of subtle signals form a holistic impression. ④She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners. ①Other research shows we’re better at detecting deception from thin slices when we rely on intuition instead of reflection. ②“It’s as if you’re driving stick shift,” says Judith Hall, a psychologist at Northeastern University, “and if you start thinking about it too much, you can’t remember what you’re doing. ③But if you go on automatic pilot, you’re fine. ④Much of our social life is like that.” ①Thinking too much can also harm our ability to form preferences. ②College students’ ratings of strawberry jams and college courses aligned better with experts’ opinions when the students weren’t asked to analyze their rationale. ③And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex when they had a lot of information to process. ①Intuition’s special powers are unleashed only in certain circumstances. ②In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules, comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech).③Then they rated the degree to which they had used intuition (“gut feelings,” “hunches,” “my heart”). ④Use of their gut hurt their performance on the first four tasks, as expected, and helped them on the rest. ⑤Sometimes the heart is smarter than the head. 1、Nalini Ambady’s study deals with. 2、In Ambady’s study, rating accuracy dropped when participants. 3、Judith Hall mentions driving to show that. 4、When you are making complex decisions, it is advisable to. 5、What can we learn from the last paragraph?

Text 3 ①When Microsoft bought task management app Wunderlist and mobile calendar Sunrise in 2015, it picked two newcomers that were attracting considerable buzz in Silicon Valley. ②Microsoft’s own Office dominates the market for “productivity” software, but the start-ups represented a new wave of technology designed from the ground up for the smartphone world. ①Both apps, however, were later scrapped, after Microsoft said it had used their best features in its own products.②Their teams of engineers stayed on, making them two of the many “acqui-hires” that the biggest companies have used to feed their great hunger for tech talent. ①To Microsoft’s critics, the fates of Wunderlist and Sunrise are examples of a remorseless drive by Big Tech to chew up any innovative companies that lie in their path. ②“They bought the seedlings and closed them down,” complained Paul Arnold, a partner at San Francisco-based Switch Ventures, putting an end to businesses that might one day turn into competitors. ③Microsoft declined to comment. ①Like other start-up investors, Mr. Arnold’s own business often depends on selling start-ups to larger tech companies, though he admits to mixed feelings about the result: “②I think these things are good for me, if I put my selfish hat on. ③But are they good for the American economy?④ I don't know.” ①The US Federal Trade Commission says it wants to find the answer to that question. ②This week, it asked the five most valuable US tech companies for information about their many small acquisitions over the past decade. ③Although only a research project at this stage, the request has raised the prospect of regulators wading into early-stage tech markets that until now have been beyond their reach. ①Given their combined market value of more than $5.5 trillion, rifling through such small deals—many of them much less prominent than Wunderlist and Sunrise—might seem beside the point. ②Between them, the five biggest tech companies have spent an average of only $3.4 billion a year on sub-$1 billion acquisitions over the past five years—a drop in the ocean compared with their massive financial reserves, and the more than $130 billion of venture capital that was invested in the US last year. ①However, critics say the big companies use such deals to buy their most threatening potential competitors before their businesses have a chance to gain momentum, in some cases as part of a “buy and kill” tactic to simply close them down. 1、What is true about Wunderlist and Sunrise after their acquisitions? 2、Microsoft’s critics believe that the big tech companies tend to. 3、Paul Arnold is concerned that small acquisitions might. 4、The US Federal Trade Commission intends to. 5、For the five biggest tech companies, their small acquisitions have.

Text 2 ①With the global population predicted to hit close to 10 billion by 2050, and forecasts that agricultural production in some regions will need to nearly double to keep pace, food security is increasingly making headlines. ②In the UK, it has become a big talking point recently too, for a rather particular reason: Brexit. ①Brexit is seen by some as an opportunity to reverse a recent trend towards the UK importing food. ②The country produces only about 60 per cent of the food it eats, down from almost three-quarters in the late 1980s. ③A move back to self-sufficiency, the argument goes, would boost the farming industry, political sovereignty and even the nation’s health. ④Sounds great – but how feasible is this vision? ①According to a report on UK food production from the University of Leeds, UK, 85 per cent of the country’s total land area is associated with meat and dairy production. ②That supplies 80 per cent of what is consumed, so even covering the whole country in livestock farms wouldn’t allow us to cover all our meat and dairy needs. ①There are many caveats to those figures, but they are still grave. ②To become much more self-sufficient, the UK would need to drastically reduce its consumption of animal foods, and probably also farm more intensively – meaning fewer green fields and more factory-style production. ①But switching to a mainly plant-based diet wouldn’t help. ②There is a good reason why the UK is dominated by animal husbandry: most of its terrain doesn’t have the right soil or climate to grow crops on a commercial basis. ③Just 25 per cent of the country’s land is suitable for crop-growing, most of which is already occupied by arable fields. ④Even if we converted all the suitable land to fields of fruit and veg – which would involve taking out all the nature reserves and removing thousands of people from their homes – we would achieve only a 30 per cent boost in crop production. ①Just 23 per cent of the fruit and vegetables consumed in the UK are currently home-grown, so even with the most extreme measures we could meet only 30 per cent of our fresh produce needs. ②That is before we look for the space to grow the grains, sugars, seeds and oils that provide us with the vast bulk of our current calorie intake. 1、Some people argue that food self-sufficiency in the UK would. 2、The report by the University of Leeds shows that in the UK. 3、Crop-growing in the UK is restricted due to. 4、It can be learned from the last paragraph that British people. 5、The author's attitude to food self-sufficiency in the UK is__.

Text 1 ①“Reskilling” is something that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind. ②We know we are moving into a period where the jobs in demand will change rapidly, as will the requirements of the jobs that remain. ③Research by the World Economic Forum finds that on average 42 per cent of the “core skills” within job roles will change by 2022. ④That is a very short timeline. ①The question of who should pay for reskilling is a thorny one. ②For individual companies, the temptation is always to let go of workers whose skills are no longer in demand and replace them with those whose skills are. ③That does not always happen. ④AT&T is often given as the gold standard of a company who decided to do a massive reskilling program rather than go with a fire-and-hire strategy. ⑤Other companies including Amazon and Disney had also pledged to create their own plans. ⑥When the skills mismatch is in the broader economy though, the focus usually turns to government to handle. ⑦Efforts in Canada and elsewhere have been arguably languid at best, and have given us a situation where we frequently hear of employers begging for workers, even at times and in regions where unemployment is high. ①With the pandemic, unemployment is very high indeed. ②In February, at 3.5 per cent and 5.5 per cent respectively, unemployment rates in Canada and the United States were at generational lows and worker shortages were everywhere. ③As of May, those rates had spiked up to 13.3 per cent and 13.7 per cent, and although many worker shortages had disappeared, not all had done so.④ In the medical field, to take an obvious example, the pandemic meant that there were still clear shortages of doctors, nurses and other medical personnel. ①Of course, it is not like you can take an unemployed waiter and train him to be a doctor in a few weeks, no matter who pays for it. ②But even if you cannot close that gap, maybe you can close others, and doing so would be to the benefit of all concerned. ③That seems to be the case in Sweden: When forced to furlough 90 per cent of their cabin staff, Scandinavian Airlines decided to start up a short retraining program that reskilled the laid-off workers to support hospital staff. ④The effort was a collective one and involved other companies as well as a Swedish university. 1、Research by the World Economic Forum suggests. 2、AT&T is cited to show. 3、Efforts to resolve the skills mismatch in Canada. 4、We can learn from Paragraph 3 that there was. 5、Scandinavian Airlines decided to__.

①It’s not difficult to set targets for staff. ②It is much harder, 1 , to understand their negative consequences. ③Most work-related behaviors have multiple components.④ 2 one and the others become distorted. ①Travel on a London bus and you’ll 3 see how this works with drivers.②Watch people get on and show their tickets. ③Are they carefully inspected? ④Never. ⑤Do people get on without paying? ⑥Of course! ⑦Are there inspectors to 4 that people have paid? ⑧Possibly, but very few. ⑨And people who run for the bus? ⑩They are 5 . ⑪How about jumping lights? ⑫Buses do so almost as frequently as cyclists. ①Why? ②Because the target is 6 . ③People complained that buses were late and infrequent. ④ 7 , the number of buses and bus lanes were increased, and drivers were 8 or punished according to the time they took. ⑤And drivers hit these targets. ⑥But they 9 hit cyclists. ⑦If the target was changed to 10 , you would have more inspectors and more sensitive pricing. ⑧If the criterion changed to safety, you would get more 11 drivers who obeyed traffic laws. ⑨But both these criteria would be at the expense of time. ①There is another 12 : people became immensely inventive in hitting targets. ②Have you 13 that you can leave on a flight an hour late but still arrive on time? ③Tailwinds? ④Of course not! ⑤Airlines have simply changed the time a 14 is meant to take. ⑥A one-hour flight is now billed as a two-hour flight. ①The 15 of the story is simple. ②Most jobs are multidimensional, with multiple criteria. ③Choose one criterion and you may well 16 others. ④Everything can be done faster and made cheaper, but there is a 17 . ⑤Setting targets can and does have unforeseen negative consequences. ①This is not an argument against target-setting. ②But it is an argument for exploring consequences first. ③All good targets should have multiple criteria 18 critical factors such as time, money, quality and customer feedback. ④The trick is not only to 19 just one or even two dimensions of the objective, but also to understand how to help people better 20 the objective.

Directions: Write an essay based on the following chart. In your writing, you should (1)interpret the chart, and (2)give your comments. You should write about 150 words on the ANSWER SHEET. (15 points)

Directions: Suppose you are planning a campus food festival. Write an e-mail to the international students in your university to (1)introduce the food festival, and (2)invite them to participate. You should write about 100 words on the ANSWER SHEET. Do not use your own name in the email. Use"Li Ming" instead. (10points)

Although we try our best, sometimes our paintings rarely turn out as originally planned. Changes in the light, the limitations of your painting materials, and the lack of experience and technique mean that what you start out trying to achieve may not come to life the way that you expected. Although this can be frustrating and disappointing, it turns out that this can actually be good for you. Unexpected results have two benefits: you pretty quickly learn to deal with disappointment and realise that when one door closes,another opens. You also quickly learn to adapt and come up with creative solutions to the problems the painting presents, and thinking outside the box will become your second nature. In fact, creative problem-solving skills are incredibly useful in daily life, with which you're more likely to be able to find a solution when a problem arises.

How to Get Active Again Getting back into exercise can be a challenge in the best of times, but with gyms and in-person exercise classes off- limits to many people these days, it can be tricky to know where to start. And it's important to get the right dose of activity. “Too much too soon either results in injury or burnout,” says Mary Yoke, PhD, a faculty member in the kinesiology department at Indiana University in Bloomington. The following simple strategies will help you return to exercise safely after a break. 41._______________________. Don't try to go back to what you were doing before your break. If you were walking 3 miles a day, playing 18 holes of golf three times a week, or lifting 10-pound dumbbells for three sets of 10 reps, reduce activity to ½ mile every other day, or nine holes of golf once a week with short walks on other days, or use 5-pound dumbbells for one set of 10 reps. Increase time, distance, and intensity gradually. “This isn't something you can do overnight,” Denay says. But you'll reap benefits such as less anxiety and improved sleep right away. 42._. If you're breathing too hard to talk in complete sentences, back off. If you feel good, go a little longer or faster. Feeling wiped out after a session? Go easier next time. And stay alert to serious symptoms, such as chest pain or pressure, severe shortness of breath or dizziness, or faintness, and seek medical attention immediately. 43._. Consistency is the key to getting stronger and building endurance and stamina. Ten minutes of activity per day is a good start, says Marcus Jackovitz, DPT, a physical therapist at the University of Miami Hospital. All the experts we spoke with highly recommend walking because it's the easiest, most accessible form of exercise. Although it can be a workout on its own, if your goal is to get back to Zumba classes, tennis, cycling, or any other activ ity, walking is also a great first step. 44._. Even if you can't yet do a favorite activity, you can practice the moves. With or without a club or racket, swing like you're hitting the ball. Paddle like you're in a kayak or canoe. Mimic your favorite swimming strokes. The action will remind you of the joy the activity brought you and prime your muscles for when you can get out there again. 45._______________________. Exercising with others “can keep you account able and make it more fun, so you're more likely to do it again,” Jackovitz says. You can do activities such as golf and tennis or take a walk with others and still be socially distant. But when you can't connect in person, consider using technology. Chat on the phone with a friend while you walk around your neighborhood. FaceTime with a relative as you strength train or stretch at home. You can also join a livestream or on-demand exercise class.A、Make it a habitB、Don't go it aloneC、Start Low, Go SlowD、Talk with your doctorE、Listen to your bodyF、Go through the motionsG、Round out your routine

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