第二篇 &H]/'i-
Conventional wisdom about conflict seems pretty much cut and dried. Too little Hj|&P/jY]*
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to | Ia9bg'1U
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark uT4|43<
G
creativity and motivate people in a healthy and competitive way. P|bow+4
Recent research by Professor Charles R. Schwenk, however, suggests that the ;_)~h$1%=
optimal level of conflict may be more complex to determine than these simple m]!hP
^^
generalizations. He studied perceptions of conflict among a sample of executives. 26rg-?;V^
Some of the executives worked for profit-seeking organizations and others for H{vKk
not-for-profit organizations. Ly+UY.v"
Somewhat surprisingly, Schwenk found that opinions about conflict varied 32 <D9_
systematically as a function of the type of organization. Specifically, managers in @%R4V[Lo.
not-for-profit organizations strongly believed that conflict was beneficial to their W&*&O,c
organizations and that it promoted higher quality decision making than might be :xPo*#[Z(A
achieved in the absence of conflict. 2URGd#{VQ
Managers of for-profit organizations saw a different picture. They believed that 05 q760I+
conflict generally was damaging and usually led to poor-quality decision making in A~bSB
n: '
their organizations. Schwenk interpreted these results in terms of the criteria for :rVR{,pL
effective decision making suggested by the executives. In the profit-seeking Nrr})
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organizations, decision-making effectiveness was most often assessed in financial pT]hPuC
terms. The executives believed that consensus rather than conflict enhanced financial {Ya$Q#l
indicators. C
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In the not-for-profit organizations, decision-making effectiveness was defined p|-MwC
eH
from the perspective of satisfying constituents. Given the complexities and S{+t>en
ambiguities associated with satisfying many diverse constituents executives perceived f=F:Af!
that conflict led to more considered and acceptable decisions. Xxg |01
31.In the eyes of the author, conventional opinion on conflict is________. [`\ VgKeu
A) wrong |IcW7(
B) oversimplified lFBpNUnzU
C) misleading @s L N
D) unclear !c yrt<
注：文章第一句 ka9@7IFM
32.Professor Charles R. Schwenk's research shows________. Fc1!i8vv
A) the advantages and disadvantages of conflict m)tu~ neM
B) the real value of conflict |U|>YA1[ b
C) the difficulty in determining the optimal level of conflict f*o
D) the complexity of defining the roles of conflict RpivO,
注：文章第二段 <L-F3Buu
33.We can learn from Schwenk's research that________. z\]Z/Bz:6
A) a person’s view of conflict is influenced by the purpose of his organization ~7PD /dre
B) conflict is necessary for managers of for-profit organizations 5kiW@{m
C) different people resolve conflicts in different ways =tOB f RM
D) it is impossible for people to avoid conflict ` 2W^Ui,4
注：文章第三段 3`^@ymY
34.The passage suggests that in for - profit organizations_______. V]zc-gYI
A) there is no end of conflict *S,~zOYN
B) expression of different opinions is encouraged xi5"? *&Sb
C) decisions must be justifiable U ^dfNi@q
D) success lies in general agreement E4 X6f
注：文章第四段，justifiable 合法化 F/oqYk9`
35.People working in a not - for - profit organization________. yvd)pH<a2
A) seem to be difficult to satisfy sINQ?4_8T
B) are free to express diverse opinions e5' I W__
C) are less effective in making decisions FNQ<k[#K'~
D) find it easier to reach agreement Y(PCc }/\
B C A D B
