第二篇 YaY;o^11/
Conventional wisdom about conflict seems pretty much cut and dried. Too little Rktn/V i
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to Dvq *XI5
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Gw\G+T?M-
creativity and motivate people in a healthy and competitive way. lk
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Recent research by Professor Charles R. Schwenk, however, suggests that the _Pfx_+
optimal level of conflict may be more complex to determine than these simple l_Y
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generalizations. He studied perceptions of conflict among a sample of executives. A&}nRP 9
Some of the executives worked for profit-seeking organizations and others for )/+eL RN5G
not-for-profit organizations. &, Zz
Somewhat surprisingly, Schwenk found that opinions about conflict varied 3"^)bGe
systematically as a function of the type of organization. Specifically, managers in y
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not-for-profit organizations strongly believed that conflict was beneficial to their Z_^Kl76D
organizations and that it promoted higher quality decision making than might be iu6WGm R
achieved in the absence of conflict. mtWx ?x
Managers of for-profit organizations saw a different picture. They believed that ?%za: {
conflict generally was damaging and usually led to poor-quality decision making in q/w6sQx$
their organizations. Schwenk interpreted these results in terms of the criteria for YCB 3
effective decision making suggested by the executives. In the profit-seeking #/B~G.+(
organizations, decision-making effectiveness was most often assessed in financial [Tb3z:UUvf
terms. The executives believed that consensus rather than conflict enhanced financial Ti@P4:q
indicators. 9tc@
In the not-for-profit organizations, decision-making effectiveness was defined sNk>0 X[
from the perspective of satisfying constituents. Given the complexities and V Q,\O
ambiguities associated with satisfying many diverse constituents executives perceived Y%?!AmER
that conflict led to more considered and acceptable decisions. |E_+*1l q.
31.In the eyes of the author, conventional opinion on conflict is________. ]- s`#
A) wrong b1>$sPJ+
B) oversimplified n xh/&%
C) misleading Ppb2"I k
D) unclear MTITIecw=
注：文章第一句 Dgq[ g_+l
32.Professor Charles R. Schwenk's research shows________. V Y&9kN
A) the advantages and disadvantages of conflict yA >p[F
B) the real value of conflict n,Mw#
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C) the difficulty in determining the optimal level of conflict _]r)6RT
D) the complexity of defining the roles of conflict (zL Iv9$
注：文章第二段 z#E,96R
33.We can learn from Schwenk's research that________. R?9Plzt5
A) a person’s view of conflict is influenced by the purpose of his organization \=G
Xe.}4d
B) conflict is necessary for managers of for-profit organizations VX>t!JP p
C) different people resolve conflicts in different ways sK9h=J;F/
D) it is impossible for people to avoid conflict "KT nX#<0
注：文章第三段 B?YfOSF=5
34.The passage suggests that in for - profit organizations_______. Pymh^i
A) there is no end of conflict 0_zSQn9c
B) expression of different opinions is encouraged ]jY)M<:J4
C) decisions must be justifiable !zJ67-G
D) success lies in general agreement .- 26 N6S
注：文章第四段，justifiable 合法化 QEHZ=Yg%3
35.People working in a not - for - profit organization________. CY).I`aJ
A) seem to be difficult to satisfy rMFZ#38d
B) are free to express diverse opinions +4p ;4/=
C) are less effective in making decisions HY| SLk/E
D) find it easier to reach agreement [3NV #
B C A D B
