第二篇 3F, M{' q
Conventional wisdom about conflict seems pretty much cut and dried. Too little r
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to (w-"1(
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark [ DpOI
creativity and motivate people in a healthy and competitive way. iAe"oXK|
Recent research by Professor Charles R. Schwenk, however, suggests that the SkV pZh
optimal level of conflict may be more complex to determine than these simple `/1rZ#
generalizations. He studied perceptions of conflict among a sample of executives. nGGw(6c%>
Some of the executives worked for profit-seeking organizations and others for u"5/QB{
not-for-profit organizations. Rm3W&hQ
Somewhat surprisingly, Schwenk found that opinions about conflict varied \u.5 _
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systematically as a function of the type of organization. Specifically, managers in oBmv^=cH
not-for-profit organizations strongly believed that conflict was beneficial to their idBd aZg
organizations and that it promoted higher quality decision making than might be #}.{|'L
achieved in the absence of conflict. \> su97
Managers of for-profit organizations saw a different picture. They believed that /E/6(c
conflict generally was damaging and usually led to poor-quality decision making in ;xq ;c\N
their organizations. Schwenk interpreted these results in terms of the criteria for ) j]f
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effective decision making suggested by the executives. In the profit-seeking :hO
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organizations, decision-making effectiveness was most often assessed in financial '3^_:E5y
terms. The executives believed that consensus rather than conflict enhanced financial gs}&a3d7k
indicators. 1$))@K-I
In the not-for-profit organizations, decision-making effectiveness was defined bPV}T`
from the perspective of satisfying constituents. Given the complexities and 3I'7+?@@l
ambiguities associated with satisfying many diverse constituents executives perceived Nba1!5 :M
that conflict led to more considered and acceptable decisions. R(>
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31.In the eyes of the author, conventional opinion on conflict is________. D(_j;?i
A) wrong laCVj6Rk
B) oversimplified Y qKQm+G
C) misleading 'uqY %&U
D) unclear Fyz1LOH[X
注：文章第一句 mg3YKHNG
32.Professor Charles R. Schwenk's research shows________. h ^zcM_
A) the advantages and disadvantages of conflict y7b>>|C
B) the real value of conflict Y>i
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C) the difficulty in determining the optimal level of conflict ^x >R #.R
D) the complexity of defining the roles of conflict -!j5j:RR
注：文章第二段 )P W Zc?M
33.We can learn from Schwenk's research that________. =, U~
A) a person’s view of conflict is influenced by the purpose of his organization meD?<g4n~"
B) conflict is necessary for managers of for-profit organizations t;
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C) different people resolve conflicts in different ways p?<T
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D) it is impossible for people to avoid conflict 0@ jhNtL
注：文章第三段 2,6|l.WFpE
34.The passage suggests that in for - profit organizations_______. [ @/x
A) there is no end of conflict 'oM&Ar$
B) expression of different opinions is encouraged PAjH*5I A
C) decisions must be justifiable )O6_9f_
D) success lies in general agreement m@`
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注：文章第四段，justifiable 合法化 J+nUxF;EE
35.People working in a not - for - profit organization________. tc<HA7vpt~
A) seem to be difficult to satisfy D"s
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B) are free to express diverse opinions >KCnmi
C) are less effective in making decisions T oK'Pd
D) find it easier to reach agreement _Dg|Iz,Uh
B C A D B
