第二篇 J&4LyIpQ
Conventional wisdom about conflict seems pretty much cut and dried. Too little a.QF`J4"'
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ]etLobV
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 6O2 r5F$T
creativity and motivate people in a healthy and competitive way. ciO^2X
Recent research by Professor Charles R. Schwenk, however, suggests that the 0p\R@{
optimal level of conflict may be more complex to determine than these simple 'PTWC.C?9
generalizations. He studied perceptions of conflict among a sample of executives. P [-2^1P"
Some of the executives worked for profit-seeking organizations and others for rSDS9Vf(
not-for-profit organizations. LQ
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Somewhat surprisingly, Schwenk found that opinions about conflict varied Ga0=
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systematically as a function of the type of organization. Specifically, managers in O{hGh{y
not-for-profit organizations strongly believed that conflict was beneficial to their Cc^`M9dP
organizations and that it promoted higher quality decision making than might be 9NvV{WI-1
achieved in the absence of conflict. j&) "a,f
Managers of for-profit organizations saw a different picture. They believed that :9!? ${4R
conflict generally was damaging and usually led to poor-quality decision making in {:M5t1^UC
their organizations. Schwenk interpreted these results in terms of the criteria for 3l"7 $B
effective decision making suggested by the executives. In the profit-seeking -#T?C ]}
organizations, decision-making effectiveness was most often assessed in financial aR30w xW&)
terms. The executives believed that consensus rather than conflict enhanced financial }wzU<(Rx
indicators. Q- 78B'!=
In the not-for-profit organizations, decision-making effectiveness was defined b48 9sa
from the perspective of satisfying constituents. Given the complexities and # 7K&x.w$
ambiguities associated with satisfying many diverse constituents executives perceived lgp- /O"T
that conflict led to more considered and acceptable decisions. rQgRD)_%w
31.In the eyes of the author, conventional opinion on conflict is________. n)$T
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A) wrong [H$37Hx !
B) oversimplified WF#eqU*&
C) misleading `Z L ~k
D) unclear @WVpDhG
注：文章第一句 t.Hte/, k
32.Professor Charles R. Schwenk's research shows________. ?.66B9Lld
A) the advantages and disadvantages of conflict o>lk+Q#L @
B) the real value of conflict ^6Y4=
C) the difficulty in determining the optimal level of conflict
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D) the complexity of defining the roles of conflict g/Q hI
注：文章第二段 8$</HNu,
33.We can learn from Schwenk's research that________. 9&e=s<6dO
A) a person’s view of conflict is influenced by the purpose of his organization >R "]{y
B) conflict is necessary for managers of for-profit organizations It.G-(
C) different people resolve conflicts in different ways d%tF~|#A%
D) it is impossible for people to avoid conflict KICy!
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注：文章第三段 Q
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34.The passage suggests that in for - profit organizations_______. X1Vx 6+[
A) there is no end of conflict d $~q
B) expression of different opinions is encouraged )Zx;Z[
C) decisions must be justifiable &K
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D) success lies in general agreement IK~'ke
注：文章第四段，justifiable 合法化 oCD#Gmr
35.People working in a not - for - profit organization________. -yKx"Q9F
A) seem to be difficult to satisfy $kPC"!X\
B) are free to express diverse opinions ^id9_RU
C) are less effective in making decisions -P"9KnsO
D) find it easier to reach agreement u x-pu G
B C A D B
