2011年6月cet6真题答案(9)

2011年6月cet6真题及答案

In a study, Schwartz observed decision-making among college students during their (42) _____ year. Based on answers to questions regarding their job-hunting (43) _____ and career decisions, he divided the students into two groups: "maximizers" who consider every possible option, and "satisficers" who look until they find an option that is good enough.

You might expect that the students (44) _________________________________. But it turns out that's not true. Schwartz found that while maximizers ended up with better paying jobs than satisficers on average, they weren't as happy with their decision.

The reason (45) _________________________________. When you look at every possible option, you tend to focus more on what was given up than what was gained. After surveying every option, (46) _________________________________.

Part IV Reading Comprehension (Reading in Depth) (25 minutes)

Section A

Directions: In this section, there is a short passage with 5 questions or incomplete statements. Read the passage carefully. Then answer the questions or complete the statements in the fewest possible words. Please write your answers on Answer Sheet 2.

Questions 47 to 51 are based on the following passage.

How good are you at saying "no"? For many, it's surprisingly difficult. This is especially true of editors, who by nature tend to be eager and engaged participants in everything they do. Consider these scenarios:

It's late in the day. That front-page package you've been working on is nearly complete; one last edit and it's finished. Enter the executive editor, who makes a suggestion requiring a

more-than-modest rearrangement of the design and the addition of an information box. You want to scream: "No! It's done!" What do you do?

The first rule of saying no to the boss is don't say no. She probably has something in mind when she makes suggestions, and it's up to you to find out what. The second rule is don't raise the stakes by challenging her authority. That issue is already decided. The third rule is to be ready to cite options and consequences. The boss's suggestions might be appropriate, but there are always consequences. She might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell her she can have what she wants, but explain the consequences. Understand what she's trying to accomplish and propose a Plan B that will make it happen without destroying what you've done so far.

Here's another case. Your least-favorite reporter suggests a dumb story idea. This one should be easy, but it's not. If you say no, even politely, you risk inhibiting further ideas, not just from that reporter, but from others who heard that you turned down the idea. This scenario is common in newsrooms that lack a systematic way to filter story suggestions.