全新版大学英语综合教程第4册课文原文

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全新版大学英语第四册课文

Unit 1 Text A The ICY Defender

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They say that pride comes before a fall. In the case of both Napoleon and Hitler, the many victories they enjoyed led them to believe that anything was possible, that nothing could stand in their way. Russia's icy defender was to prove them wrong.

THE ICY DEFENDER

Nila B, Smith

In 1812, Napoleon Bonaparte, Emperor of the French, led his Grand Army into Russia. He was prepared for the fierce resistance of the Russian people defending their homeland. He was prepared for the long march across Russian soil to Moscow, the capital city. But he was not prepared for the devastating enemy that met him in Moscow — the raw, bitter, bleak Russian winter.

In 1941, Adolf Hitler, leader of Nazi Germany, launched an attack against the Soviet Union, as Russia then was called. Hitler's military might was unequaled. His war machine had mowed down resistance in most of Europe. Hitler expected a short campaign but, like Napoleon before him, was taught a painful lesson. The Russian winter again came to the aid of the Soviet soldiers.

Napoleon's Campaign

In the spring of 1812, Napoleon assembled an army of six hundred thousand men on the borders of Russia. The soldiers were well trained, efficient, and well equipped. This military force was called the Grand Army. Napoleon, confident of a quick victory, predicted the conquest of Russia in five weeks.

Shortly afterwards, Napoleon's army crossed the Neman River into Russia. The quick, decisive victory that Napoleon expected never happened. To his surprise, the Russians refused to stand and fight. Instead, they retreated eastward, burning their crops and homes as they went. The Grand Army followed, but its advance march soon became bogged down by slow-moving supply lines.

In August, the French and Russian armies engaged at Smolensk, in a battle that left over ten thousand dead on each side. Yet, the Russians were again able to retreat farther into Russian territory. Napoleon had won no decisive victory. He was now faced with a crucial decision. Should he continue to pursue the Russian army? Or should he keep his army in Smolensk for the approaching winter?

Napoleon took the gamble of pressing on to Moscow, 448 kilometers away. On September 7,1812, the French and Russian armies met in fierce battle at Borodino, 112 kilometers west of Moscow. By nightfall, thirty thousand French and forty-four thousand Russians lay dead or wounded on the battlefield.

Again, the Russian army retreated to s
afety. Napoleon had a clear path to Moscow, but the occupation of the city became an empty victory. The Russians fled their capital. Soon after

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the French arrived, a raging fire destroyed two-thirds of the city. Napoleon offered a truce to Alexander I, but the Russian czar knew he could bide his time: "We shall let the Russian winter fight the war for us."

Napoleon soon realized he could not feed, clothe, and quarter his army in Moscow during the winter. In October 1812, he ordered his Grand Army to retreat from Moscow.

The French retreat turned into a nightmare. From fields and forests, the Russians launched hit-and-run attacks on the French. A short distance from Moscow, the temperature had already dropped to minus 4 degrees Celsius. On November 3, the winter's first snow came. Exhausted horses fell dead in their tracks. Cannon became stuck in the snow. Equipment had to be burned for fuel. Soldiers took ill and froze to death. The French soldiers dragged on, leaving the dead along every mile.

As the Russian army was gathering its strength, the French had to flee Russia to avoid certain defeat. At the Berezina River, the Russians nearly trapped the retreating French by burning the bridges over the swollen river. But Napoleon, by a stroke of luck, was able to build two new bridges. Thousands of French soldiers escaped, but at the cost of fifty thousand dead. Once across the Berezina, the tattered survivors limped toward Vilna.

Of the six hundred thousand soldiers Napoleon had led into Russia, less than one hundred thousand came back. The weakened French army continued its retreat westward across Europe. Soon, Britain, Austria, Russia, and Prussia formed a powerful alliance and attacked these stragglers. In March 1814, Paris was captured. Napoleon abdicated and went into exile, his empire at an end.

Hitler's Invasion

By early 1941, Adolf Hitler, leader of Nazi Germany, had seized control of most of Europe. To the east of Hitler's German empire was the Soviet Union. On June 22,1941, without a declaration of war, Hitler began an invasion of the Soviet Union that was the largest military land campaign in history. Confident of a quick victory, Hitler expected the campaign to last no longer than three months. He planned to use the blitzkrieg, or "lightning war," tactics that had defeated the rest of Europe. The invasion had three broad thrusts: against Leningrad and Moscow and through the Ukraine.

Caught off guard by the invasion, Soviet leader Joseph Stalin instructed the Russian people to "scorch the earth" in front of the German invaders. Farms and factories were burned, destroyed, or rendered useless. During the first ten weeks of the invasion, the Germans pushed the front eastward, and the Russians suffered more than a million casualties.

In the north, the Germans closed in on Leningrad. Despite great suffering, however, the people of Leningrad refused to surrender
. As the battle of Leningrad dragged on into winter, the city's situation became desperate. As food ran out, people died from hunger and disease

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. By the middle of the winter of 1941-1942, nearly four thousand people starved to death every day. Close to one million people died as a result of the siege.

In the center of Russia, Hitler's goal was the capture of Moscow. Because the Germans had anticipated a quick victory, they had made no plans for winter supplies. October arrived with heavy rains. "General Mud" slowed down the movement of the Germans' lightning attack.

As Hitler's armies drew closer and closer to Moscow, an early, severe winter settled over the Soviet Union, the harshest in years. Temperatures dropped to minus 48 degrees Celsius. Heavy snows fell. The German soldiers, completely unprepared for the Russian winter, froze in their light summer uniforms. The German tanks lay buried in the heavy snowbanks. The Russian winter brought the German offensive to a halt.

By the summer of 1942, Hitler had launched two new offensives. In the south, the Germans captured Sevastopol. Hitler then pushed east to Stalingrad, a great industrial city that stretched for 48 kilometers along the Volga River. Despite great suffering, Soviet defenders refused to give up Stalingrad.

In November 1942, the Russians launched a counterattack. With little or no shelter from the winter cold in and around Stalingrad, German troops were further weakened by a lack of food and supplies. Not until January 1943 did the Germans give up their siege. Of the three hundred thousand Germans attacking Stalingrad, only ninety thousand starving soldiers were left. The loss of the battle for Stalingrad finally turned the tide against Hitler. The German victories were over, thanks in part to the Russian winter.

During 1943 and 1944, the Soviet armies pushed the German front back toward the west. In the north, the Red Army broke the three-year siege of Leningrad with a surprise attack on January 15,1944. Within two weeks, the heroic survivors of Leningrad saw their invaders depart. By March 1944, the Ukraine farming region was again in Soviet hands. On May 9, 1944, Sevastopol was liberated from the Germans. The Russians were now heading for Berlin.

For Hitler, the invasion of the Soviet Union had turned into a military disaster. For the Russian people, it brought unspeakable suffering. The total Soviet dead in World War II reached almost 23 million.

Russia's Icy Defender

The elements of nature must be reckoned with in any military campaign. Napoleon and Hitler both underestimated the severity of the Russian winter. Snow, ice, and freezing temperatures took their toll on both invading armies. For the Russian people, the winter was an icy defender.




Unit Two Text A Smart Cars

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Smart cars that can see, hear, feel, smell, and talk?
And drive on their own? This may sound like a dream, but the computer revolution is set to turn it into a reality.

SMART CARS

Michio Kaku

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Even the automobile industry, which has remained largely unchanged for the last seventy years, is about to feel the effects of the computer revolution.

The automobile industry ranks as among the most lucrative and powerful industries of the twentieth century. There are presently 500 million cars on earth, or one car for every ten people. Sales of the automobile industry stand at about a trillion dollars, making it the world's biggest manufacturing industry.

The car, and the roads it travels on, will be revolutionized in the twenty-first century. The key to tomorrow's "smart cars" will be sensors. "We'll see vehicles and roads that see and hear and feel and smell and talk and act," predicts Bill Spreitzer, technical director of General Motors Corporation's ITS program, which is designing the smart car and road of the future.

Approximately 40,000 people are killed each year in the United States in traffic accidents. The number of people that are killed or badly injured in car accidents is so vast that we don't even bother to mention them in the newspapers anymore. Fully half of these fatalities come from drunk drivers, and many others from carelessness. A smart car could eliminate most of these car accidents. It can sense if a driver is drunk via electronic sensors that can pick up alcohol vapor in the air, and refuse to start up the engine. The car could also alert the police and provide its precise location if it is stolen.

Smart cars have already been built which can monitor one's driving and the driving conditions nearby. Small radars hidden in the bumpers can scan for nearby cars. Should you make a serious driving mistake (e.g., change lanes when there is a car in your "blind spot") the computer would sound an immediate warning.

At the MIT Media Lab, a prototype is already being built which will determine how sleepy you are as you drive, which is especially important for long-distance truck drivers. The monotonous, almost hypnotic process of staring at the center divider for long hours is a grossly underestimated, life-threatening hazard. To eliminate this, a tiny camera hidden in the dashboard can be trained on a driver's face and eyes. If the driver's eyelids close for a certain length of time and his or her driving becomes erratic, a computer in the dashboard could alert the driver.

Two of the most frustrating things about driving a car are getting lost and getting stuck in traffic. While the computer revolution is unlikely to cure these problems, it will have a positive impact. Sensors in your car tuned to radio signals from orbiting satellites can locate your car precisely at any moment and warn of traffic jams. We already have twenty-four Navstar satellites orbiting the earth, making up what is called the Global Positioning System. They make it p
ossible to determine your location on the earth to within about a hundred feet. At any given time, there are several GPS satellites orbiting ove

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rhead at a distance of about 11,000 miles. Each satellite contains four "atomic clocks," which vibrate at a precise frequency, according to the laws of the quantum theory.

As a satellite passes overhead, it sends out a radio signal that can be detected by a receiver in a car's computer. The car's computer can then calculate how far the satellite is by measuring how long it took for the signal to arrive. Since the speed of light is well known, any delay in receiving the satellite's signal can be converted into a distance.

In Japan there are already over a million cars with some type of navigational capability. (Some of them locate a car's position by correlating the rotations in the steering wheel to its position on a map.)

With the price of microchips dropping so drastically, future applications of GPS are virtually limitless. "The commercial industry is poised to explode," says Randy Hoffman of Magellan Systems Corp., which manufactures navigational systems. Blind individuals could use GPS sensors in walking sticks, airplanes could land by remote control, hikers will be able to locate their position in the woods — the list of potential uses is endless.

GPS is actually but part of a larger movement, called "telematics," which will eventually attempt to put smart cars on smart highways. Prototypes of such highways already exist in Europe, and experiments are being made in California to mount computer chips, sensors, and radio transmitters on highways to alert cars to traffic jams and obstructions.

On an eight-mile stretch of Interstate 15 ten miles north of San Diego, traffic engineers are installing an MIT-designed system which will introduce the "automated driver." The plan calls for computers, aided by thousands of three-inch magnetic spikes buried in the highway, to take complete control of the driving of cars on heavily trafficked roads. Cars will be bunched into groups of ten to twelve vehicles, only six feet apart, traveling in unison, and controlled by computer.

Promoters of this computerized highway have great hopes for its future. By 2010, telematics may well be incorporated into one of the major highways in the United States. If successful, by 2020, as the price of microchips drops to below a penny a piece, telematics could be adopted in thousands of miles of highways in the United States. This could prove to be an environmental boon as well, saving fuel, reducing traffic jams, decreasing air pollution, and serving as an alternative to highway expansion.

Unit 3 Text A Get The Job You Want

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Harvey Mackay, who runs his own company, often interviews applicants for jobs. Here he lets us into the secret of what qualities an employer is looking for, and gives four
tips on what can help you to stand out from the crowd.

GET THE JOB YOU WANT

Harvey B, Mackay

I run a manufacturing company with about

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350 employees, and I often do the interviewing and hiring myself. I like talking to potential salespeople, because they're our link to customers.

When a recent college graduate came into my office not too long ago looking for a sales job, I asked him what he had done to prepare for the interview. He said he'd read something about us somewhere.

Had he called anyone at Mackay Envelope Corporation to find out more about us? No. Had he called our suppliers? Our customers? No.

Had he checked with his university to see if there were any graduates working at Mackay whom he could interview? Had he asked any friends to grill him in a mock interview? Did he go to the library to find newspaper clippings on us?

Did he write a letter beforehand to tell us about himself, what he was doing to prepare for the interview and why he'd be right for the job? Was he planning to follow up the interview with another letter indicating his eagerness to join us? Would the letter be in our hands within 24 hours of the meeting, possibly even hand-delivered?

The answer to every question was the same: no. That left me with only one other question: How well prepared would this person be if he were to call on a prospective customer for us? I already knew the answer.

As I see it, there are four keys to getting hired:

1. Prepare to win. "If you miss one day of practice, you notice the difference," the saying goes among musicians. "If you miss two days of practice, the critics notice the difference. If you miss three days of practice, the audience notices the difference."

When we watch a world-class musician or a top athlete, we don't see the years of preparation that enabled him or her to become great. The Michael Jordans of the world have talent, yes, but they're also the first ones on and the last ones off the basketball court. The same preparation applies in every form of human endeavor. If you want the job, you have to prepare to win it.

When I graduated from college, the odds were good that I would have the same job for the rest of my life. And that's how it worked out. But getting hired is no longer a once-in-a-lifetime experience. Employment experts believe that today's graduates could face as many as ten job changes during their careers.

That may sound like a lot of pressure. But if you're prepared, the pressure is on the other folks — the ones who haven't done their homework.

You won't get every job you go after. The best salespeople don't close every sale. Michael Jordan makes barely half of his field-goal attempts. But it takes no longer to prepare well for one interview than to wander in half-prepared for five. And your prospects for success will be many times better.

2. Never stop learning. Recently I played a doubles tennis match paired
with a 90-year-old. I wondered how things would work out; I shouldn't have. We hammered our opponents 6-1, 6-1!

As we were switching sides t

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o play a third set, he said to me, "Do you mind if I play the backhand court? I always like to work on my weaknesses." What a fantastic example of a person who has never stopped learning. Incidentally, we won the third set 6-1.

As we walked off the court, my 90-year-old partner chuckled and said, "I thought you'd like to know about my number-one ranking in doubles in the United States in my age bracket, 85 and up!" He wasn't thinking 90; he wasn't even thinking 85. He was thinking number one.

You can do the same if you work on your weaknesses and develop your strengths. To be able to compete, you've got to keep learning all your life.

3. Believe in yourself, even when no one else does. Do you remember the four-minute mile? Athletes had been trying to do it for hundreds of years and finally decided it was physically impossible for humans. Our bone structure was all wrong, our lung power inadequate.

Then one human proved the experts wrong. And, miracle of miracles, six weeks after Roger Bannister broke the four-minute mile, John Landy beat Bannister's time by nearly two full seconds. Since then, close to eight hundred runners have broken the four-minute mile!

Several years ago my daughter Mimi and I took a crack at running the New York Marathon. At the gun, 23,000 runners started — and 21,244 finished. First place went to a Kenyan who completed the race in two hours, 11 minutes and one second. The 21,244th runner to finish was a Vietnam veteran. He did it in three days, nine hours and 37 minutes. With no legs, he covered 26.2 miles. After my daughter and I passed him in the first few minutes, we easily found more courage to finish ourselves.

Don't ever let anyone tell you that you can't accomplish your goals. Who says you're not tougher, harder working and more able than your competition? You see, a goal is a dream with a deadline: in writing, measurable, identifiable, attainable.

4. Find a way to make a difference. In my opinion, the majority of New York cabdrivers are unfriendly, if not downright rude. Most of the cabs are filthy, and almost all of them sport an impenetrable, bulletproof partition. But recently I jumped into a cab at LaGuardia Airport and guess what? It was clean. There was beautiful music playing and no partition.

"Park Lane Hotel, please," I said to the driver. With a broad smile, he said, "Hi, my name is Wally," and he handed me a mission statement. A mission statement! It said he would get me there safely, courteously and on time.

As we drove off, he held up a choice of newspapers and said, "Be my guest." He told me to help myself to the fruit in the basket on the back seat. He held up a cellular phone and said, "It's a dollar a minute if you'd like to make a call."

Shocked, I blurted, "How long have you been practicing this?" He answer
ed, "Three or four years."

"I know this is prying." I said, "but how much extra money do you earn in tips?"

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"Between $12,000 and $14,000 a year!" he responded proudly.

He doesn't know it, but he's my hero. He's living proof that you can always shift the odds in your favor.

My mentor, Curt Carlson, is the wealthiest man in Minnesota, owner of a hotel and travel company with sales in the neighborhood of $9 billion. I had to get to a meeting in New York one day, and Curt generously offered me a ride in his jet. It happened to be a day Minnesota was hit with one of the worst snowstorms in years. Minneapolis-St. Paul International Airport was closed for the first time in decades.

Then, though the storm continued to pound us, the airport opened a runway for small craft only. As we were taxiing down it to take off, Curt turned to me and said gleefully, "Look, Harvey, no tracks in the snow!"

Curt Carlson, 70 years old at the time, rich beyond anyone's dreams, could still sparkle with excitement about being first.

From my standpoint, that's what it's all about. Prepare to win. Never stop learning. Believe in yourself, even when no one else does. Find a way to make a difference. Then go out and make your own tracks in the snow.

Unit 4Text A America As A Collage

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Is America going to decline like other great nations have before? The author thinks not, arguing that the type of society being created in America is quite unlike any that has gone before it. Read what he has to say and see whether you agree.

AMERICA AS A COLLAGE

Ryzsard Kapuscinski

The mere fact that America still attracts millions of people is evidence that it is not in decline. People aren't attracted to a place of decline. Signs of decline are sure to be found in a place as complex as America: debt, crime, the homeless, drugs, dropouts. But the main characteristic of America, the first and most enduring impression, is dynamism, energy, aggressiveness, forward movement.

It is so hard to think of this nation in decline when you know that there are vast regions of the planet which are absolutely paralyzed, incapable of any improvement at all.

It is difficult for me to agree with Paul Kennedy's thesis in The Rise and Fall of Great Powers that America must inevitably follow historical precedent. That's the way history used to be — all powerful nations declined and gave way to other empires. But maybe there is another way to look at what is happening. I have a sense that what is going on here concerns much more than the fate of a nation.

It may be that the Euro-centered American nation is declining as it gives way to a new Pacific civilization that will include, but not be limited to, America. Historically speaking, America may not decline, but instead fuse with the Pacific culture to create a kin
d of vast Pacific collage, a mix of Hispanic and Asian cultures linked through the most modern communication technologies.

Traditional histor

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y has been a history of nations. But here, for the first time since the Roman Empire, there is the possibility of creating the history of a civilization. Now is the first chance on a new basis with new technologies to create a civilization of unprecedented openness and pluralism. A civilization of the polycentric mind. A civilization that leaves behind forever the ethnocentric, tribal mentality. The mentality of destruction.

Los Angeles is a premonition of this new civilization.

Linked more to the Third World and Asia than to the Europe of America's racial and cultural roots. Los Angeles and southern California will enter the twenty-first century as a multiracial and multicultural society. This is absolutely new. There is no previous example of a civilization that is being simultaneously created by so many races, nationalities, and cultures. This new type of cultural pluralism is completely unknown in the history of mankind.

America is becoming more plural every day because of the unbelievable facility of the new Third World immigrants to put a piece of their original culture inside of American culture. The notion of a "dominant" American culture is changing every moment. It is incredible coming to America to find you are somewhere else — in Seoul, in Taipei, in Mexico City. You can travel inside this Korean culture right on the streets of Los Angeles. Inhabitants of this vast city become internal tourists in the place of their own residence.

There are large communities of Laotians, Vietnamese, Cambodians, Mexicans, Salvadorans, Guatemalans, Iranians, Japanese, Koreans, Armenians, Chinese. We find here Little Taipei, Little Saigon, Little Tokyo, Koreatown, Little Central America, the Iranian neighborhood in Westwood, the Armenian community in Hollywood, and the vast Mexican-American areas of East Los Angeles. Eighty-one languages, few of them European, are spoken in the elementary school system of the city of Los Angeles.

This transformation of American culture anticipates the general trend in the composition of mankind. Ninety percent of the immigrants to this city are from the Third World. At the beginning of the twenty-first century, 90 percent of the world's population will be dark-skinned; the white race will be no more than 11 percent of all human beings living on our planet.

Something that can only be seen in America: In the landscaped, ultraclean high-technology parks of northern Orange County there is a personal computer company that seven years ago did not exist. There were only strawberry fields where the plant is. Now, there is a $500 million company with factories in Hong Kong and Taiwan as well.

The company was founded by three young immigrants — a Pakistani Muslim and two Chinese from Hong Kong. They only became citizens in 1984. Ea
ch individual is now probably worth $30 million.

Walking through this company we see only young, dark faces — Vietnamese, Cambodians, Laotian

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s, Mexicans — and the most advanced technology. The culture of the work force is a mix of Hispanic-Catholic family values and Asian-Confucian group loyalty. Employment notices are never posted; hiring is done through the network of families that live in southern California. Not infrequently, employees ask to work an extra twenty hours a week to earn enough money to help members of their extended family buy their first home.

In Los Angeles, traditional Third World cultures are, for the first time, fusing with the most modern mentalities and technologies.

Usually, the contact between developed and underdeveloped worlds has the character of exploitation — just taking people's labor and resources and giving them nothing. And the border between races has usually been a border of tension, of crisis. Here we see a revolution that is constructive.

This Pacific Rim civilization being created is a new relationship between development and underdevelopment. Here, there is openness. There is hope. And a future. There is a multicultural crowd. But it is not fighting. It is cooperating, peacefully competing, building. For the first time in four hundred years of relations between the nonwhite Western world and the white Western world, the general character of the relationship is cooperation and construction, not exploitation, not destruction.

Unlike any other place on the planet, Los Angeles shows us the potential of development once the Third World mentality merges with an open sense of possibility, a culture of organization, a Western conception of time.

For the destructive, paralyzed world where I have spent most of my life, it is important, simply, that such a possibility as Los Angeles exists.

To adjust the concept of time is the most difficult thing. It is a key revolution of development.

Western culture is a culture of arithmetical time. Time is organized by the clock. In non-Western culture, time is a measure between events. We arrange a meeting at nine o'clock but the man doesn't show up. We become anxious, offended. He doesn't understand our anxiety because for him, the moment he arrives is the measure of time. He is on time when he arrives.

In 1924, the Mexican philosopher Jose Vasconcelos wrote a book dreaming of the possibility that, in the future, all races on the planet would merge into one type of man. This type of man is being borne in Los Angeles, in the cultural sense if not the anthropological sense. A vast mosaic of different races, cultures, religions, and moral habits are working toward one common aim. From the perspective of a world submerged in religious, ethnic, and racial conflict, this harmonious cooperation is something unbelievable. It is truly striking.

What is the common aim that harmonizes competing cultures in one pla
ce?

It is not only the better living standard. What attracts immigrants to America is the essential characteristic of American culture: the c

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hance to try. There is a combination of two things that are important: culture and space. The culture allows you to try to be somebody — to find yourself, your place, your status. And there is space not only in a geographical sense, but in the sense of opportunity, of social mobility. In societies that are in crisis and in societies which are stagnant — or even in those which are stable — there is no chance to try. You are defined in advance. Destiny has already sentenced you.

This is what unites the diverse races and cultures in America. If the immigrant to America at first fails, he always thinks, "I will try again." If he had failed in the old society, he would be discouraged and pessimistic, accepting the place that was given to him. In America, he's thinking, "I will have another chance, I will try again." That keeps him going. He's full of hope.

Unit 5 Text A A Friend in Need

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Some people seem easy to understand: their character appears obvious on first meeting. Appearances, however, can be deceptive.



A FRIEND IN NEED

Somerset Mauqham

For thirty years now I have been studying my fellowmen. I do not know very much about them. I shrug my shoulders when people tell me that their first impressions of a person are always right. I think they must have small insight or great vanity. For my own part I find that the longer I know people the more they puzzle me.

These reflections have occurred to me because I read in this morning's paper that Edward Hyde Burton had died at Kobe. He was a merchant and he had been in business in Japan for many years. I knew him very little, but he interested me because once he gave me a great surprise. Unless I had heard the story from his own lips, I should never have believed that he was capable of such an action. It was more startling because both in appearance and manner he suggested a very definite type. Here if ever was a man all of a piece. He was a tiny little fellow, not much more than five feet four in height, and very slender, with white hair, a red face much wrinkled, and blue eyes. I suppose he was about sixty when I knew him. He was always neatly and quietly dressed in accordance with his age and station.

Though his offices were in Kobe, Burton often came down to Yokohama. I happened on one occasion to be spending a few days there, waiting for a ship, and I was introduced to him at the British Club. We played bridge together. He played a good game and a generous one. He did not talk very much, either then or later when we were having drinks, but what he said was sensible. He had a quiet, dry humor. He seemed to be popular at the club and afterwards, when he had gone, they described him as one of the best. It happened that we
were both staying at the Grand Hotel and next day he asked me to dine with him. I met his wife, fat, elderly, and smiling, and his two daughters

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. It was evidently a united and affectionate family. I think the chief thing that struck me about Burton was his kindliness. There was something very pleasing in his mild blue eyes. His voice was gentle; you could not imagine that he could possibly raise it in anger; his smile was benign. Here was a man who attracted you because you felt in him a real love for his fellows. At the same time he liked his game of cards and his cocktail, he could tell with point a good and spicy story, and in his youth he had been something of an athlete. He was a rich man and he had made every penny himself. I suppose one thing that made you like him was that he was so small and frail; he aroused your instincts of protection. You felt that he could not bear to hurt a fly.

One afternoon I was sitting in the lounge of the Grand Hotel when Burton came in and seated himself in the chair next to mine.

'What do you say to a little drink?'

He clapped his hands for a boy and ordered two gin fizzes. As the boy brought them a man passed along the street outside and seeing me waved his hand.

'Do you know Turner?' said Burton as I nodded a greeting.

'I've met him at the club. I' m told he's a remittance man.'

'Yes, I believe he is. We have a good many here.'

'He plays bridge well.'

'They generally do. There was a fellow here last year, oddly enough a namesake of mine, who was the best bridge player I ever met. I suppose you never came across him in London. Lenny Burton he called himself. I believe he'd belonged to some very good clubs.'

'No, I don't believe I remember the name.'

'He was quite a remarkable player. He seemed to have an instinct about the cards. It was uncanny. I used to play with him a lot. He was in Kobe for some time.'

Burton sipped his gin fizz.

'It's rather a funny story,' he said. 'He wasn't a bad chap. I liked him. He was always well-dressed and smart-looking. He was handsome in a way with curly hair and pink-and-white cheeks. Women thought a lot of him. There was no harm in him, you know, he was only wild. Of course he drank too much. Those sort of fellows always do. A bit of money used to come on for him once a quarter and he made a bit more by card-playing. He won a good deal of mine, I know that.'

Burton gave a kindly chuckle. I knew from my own experience that he could lose money at bridge with a good grace. He stroked his shaven chin with his thin hand; the veins stood out on it and it was almost transparent.

'I suppose that is why he came to me when he went broke, that and the fact that he was a namesake of mine. He came to see me in my office one day and asked me for a job. I was rather surprised.' He told me that there was no more money coming from home and he wanted to work. I asked him how old he was.

"Thirty-five,
" he said.

'"And what have you been doing hitherto?" I asked him.

'"Well, nothing very much," he said.

'I coul

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dn't help laughing.

'"I'm afraid I can't do anything for you just yet," I said. "Come back and see me in another thirty-five years, and I'll see what I can do."

'He didn't move. He went rather pale. He hesitated for a moment and then he told me that he had had bad luck at cards for some time. He hadn't been willing to stick to bridge, he'd been playing poker, and he'd got trimmed. He hadn't a penny. He'd pawned everything he had. He couldn't pay his hotel bill and they wouldn't give him any more credit. He was down and out. If he couldn't get something to do he'd have to commit suicide.

'I looked at him for a bit. I could see now that he was all to pieces. He'd been drinking more than usual and he looked fifty. The girls wouldn't have thought so much of him if they'd seen him then.

'"Well isn't there anything you can do except play cards?" I asked him.

'"I can swim," he said.

'"Swim!"

'I could hardly believe my ears; it seemed such an insane answer to give.

'"I swam for my university."

'I got some glimmering of what he was driving at. I've known too many men who were little tin gods at their university to be impressed by it.

'"I was a pretty good swimmer myself when I was a young man," I said.

'Suddenly I had an idea.'

Pausing in his story, Burton turned to me.

'Do you know Kobe?' he asked.

'No,' I said, 'I passed through it once, but I only spent a night there.'

'Then you don't know the Shioya Club. When I was a young man I swam from there round the beacon and landed at the creek of Tarumi. It's over three miles and it's rather difficult on account of the currents round the beacon. Well, I told my young namesake about it and I said to him that if he'd do it I'd give him a job.

'I could see he was rather taken aback.

'"You say you're a swimmer," I said.

"I'm not in very good condition," he answered.

'I didn't say anything. I shrugged my shoulders. He looked at me for a moment and then he nodded.

'"All right," he said. "When do you want me to do it?"

'I looked at my watch. It was just after ten.

"The swim shouldn't take you much over an hour and a quarter. I'll drive round to the creek at half past twelve and meet you. I'll take you back to the club to dress and then we'll have lunch together."

'"Done," he said.

'We shook hands. I wished him good luck and he left me. I had a lot of work to do that morning and I only just managed to get to the creek at Tarumi at half past twelve. But I needn't have hurried; he never turned up.'

'Did he funk it at the last moment?' I asked.

'No, he didn't funk it. He started all right. But of course he'd ruined his constitution by drink and dissipation. The currents round the beacon were more
than he could manage. We didn't get the body for about three days.'

I didn't say anything for a moment or two. I was a trifle shocked. Then

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I asked Burton a question.

'When you made him that offer of a job, did you know he'd be drowned?'

He gave a little mild chuckle and he looked at me with those kind and candid blue eyes of his. He rubbed his chin with his hand.

'Well, I hadn't got a vacancy in my office at the moment.'

Unit 6 Text A OLD Father Time Becomes A Terror

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As the pace of life in today's world grows ever faster, we seem forever on the go. With so much to do and so little time to do it in, how are we to cope? Richard Tomkins sets about untangling the problem and comes up with an answer.

OLD FATHER TIME BECOMES A TERROR

Richard Tomkins

Once upon a time, technology, we thought, would make our lives easier. Machines were expected to do our work for us, leaving us with ever-increasing quantities of time to waste away on idleness and pleasure.

But instead of liberating us, technology has enslaved us. Innovations are occurring at a bewildering rate: as many now arrive in a year as once arrived in a millennium. And as each invention arrives, it eats further into our time.

The motorcar, for example, promised unimaginable levels of personal mobility. But now, traffic in cities moves more slowly than it did in the days of the horse-drawn carriage, and we waste our lives stuck in traffic jams.

The aircraft promised new horizons, too. The trouble is, it delivered them. Its very existence created a demand for time-consuming journeys that we would never previously have dreamed of undertaking — the transatlantic shopping expedition, for example, or the trip to a convention on the other side of the world.

In most cases, technology has not saved time, but enabled us to do more things, in the home, washing machines promised to free women from having to toil over the laundry. In reality, they encouraged us to change our clothes daily instead of weekly, creating seven times as much washing and ironing. Similarly, the weekly bath has been replaced by the daily shower, multiplying the hours spent on personal grooming.

Meanwhile, technology has not only allowed work to spread into our leisure time — the laptop-on-the-beach syndrome — but added the new burden of dealing with faxes, e-mails and voicemails. It has also provided us with the opportunity to spend hours fixing software glitches on our personal computers or filling our heads with useless information from the Internet.

Technology apart, the Internet points the way to a second reason why we feel so time-pressed: the information explosion.

A couple of centuries ago, nearly all the world's accumulated learning could be contained in the heads of a few philosophers. Today, those heads could not hope to accommodate more t
han a tiny fraction of the information generated in a single day.

News, facts and opinions pour in from every corner of the world. The televi

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sion set offers 150 channels. There are millions of Internet sites. Magazines, books and CD-ROMs proliferate.

"In the whole world of scholarship, there were only a handful of scientific journals in the 18th century, and the publication of a book was an event," says Edward Wilson, honorary curator in entomology at Harvard University's museum of comparative zoology. "Now, I find myself subscribing to 60 or 70 journals or magazines just to keep me up with what amounts to a minute proportion of the expanding frontiers of scholarship."

There is another reason for our increased time stress levels, too: rising prosperity. As ever-larger quantities of goods and services are produced, they have to be consumed. Driven on by advertising, we do our best to oblige: we buy more, travel more and play more, but we struggle to keep up. So we suffer from what Wilson calls discontent with super abundance — the confusion of endless choice.

Of course, not everyone is overstressed. "It's a convenient shorthand to say we're all time-starved, but we have to remember that it only applies to, say, half the population," says Michael Willmott, director of the Future Foundation, a London research company.

"You've got people retiring early, you've got the unemployed, you've got other people maybe only peripherally involved in the economy who don't have this situation at all. If you're unemployed, your problem is that you've got too much time, not too little."

Paul Edwards, chairman of the London-based Henley Centre forecasting group, points out that the feeling of pressures can also be exaggerated, or self-imposed. "Everyone talks about it so much that about 50 percent of unemployed or retired people will tell you they never have enough time to get things done," he says. "It's almost got to the point where there's stress envy. If you're not stressed, you're not succeeding. Everyone wants to have a little bit of this stress to show they're an important person."

There is another aspect to all of this too. Hour-by-hour logs kept by thousands of volunteers over the decades have shown that, in the U.K., working hours have risen only slightly in the last 10 years, and in the U.S., they have actually fallen — even for those in professional and executive jobs, where the perceptions of stress are highest.

In the U.S., John Robinson, professor of sociology at the University of Maryland, and Geoffrey Godbey, professor of leisure studies at Penn State University found that, since the mid-1960s, the average American had gained five hours a week in free time — that is, time left after working, sleeping, commuting, caring for children and doing the chores.

The gains, however, were unevenly distributed. The people who benefited the most were singles and empty-nesters. Those who gained
the least — less than an hour — were working couples with pre-school children, perhaps reflecting the trend for parents to spend more time nurtu

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ring their offspring.

There is, of course, a gender issue here, too. Advances in household appliances may have encouraged women to take paying jobs: but as we have already noted, technology did not end household chores. As a result, we see appalling inequalities in the distribution of free time between the sexes. According to the Henley Centre, working fathers in the U.K. average 48 hours of free time a week. Working mothers get 14.

Inequalities apart, the perception of the time famine is widespread, and has provoked a variety of reactions. One is an attempt to gain the largest possible amount of satisfaction from the smallest possible investment of time. People today want fast food, sound bytes and instant gratification. And they become upset when time is wasted.

"People talk about quality time. They want perfect moments," says the Henley Centre's Edwards. "If you take your kids to a movie and McDonald's and it's not perfect, you've wasted an afternoon, and it's a sense that you've lost something precious. If you lose some money you can earn some more, but if you waste time you can never get it back."

People are also trying to buy time. Anything that helps streamline our lives is a growth market. One example is what Americans call concierge services — domestic help, childcare, gardening and decorating. And on-line retailers are seeing big increases in sales — though not, as yet, profits.

A third reaction to time famine has been the growth of the work-life debate. You hear more about people taking early retirement or giving up high pressure jobs in favour of occupations with shorter working hours. And bodies such as Britain's National Work-Life Forum have sprung up, urging employers to end the long-hours culture among managers and to adopt family-friendly working policies.

The trouble with all these reactions is that liberating time — whether by making better use of it, buying it from others or reducing the amount spent at work — is futile if the hours gained are immediately diverted to other purposes.

As Godbey points out, the stress we feel arises not from a shortage of time, but from the surfeit of things we try to cram into it. "It's the kid in the candy store," he says. "There's just so many good things to do. The array of choices is stunning. Our free time is increasing, but not as fast as our sense of the necessary."

A more successful remedy may lie in understanding the problem rather than evading it.

Before the industrial revolution, people lived in small communities with limited communications. Within the confines of their village, they could reasonably expect to know everything that was to be known, see everything that was to be seen, and do everything that was to be done.

Today, being curious by nature, we are sti
ll trying to do the same. But the global village is a world of limitless possibilities, and we can never achieve our aim.

It is not more time