第二篇 *5d6Q
Conventional wisdom about conflict seems pretty much cut and dried. Too little M}x]\#MMY
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to (fcJp)D
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark y87oW_"h
creativity and motivate people in a healthy and competitive way. XN}^:j_ 2
Recent research by Professor Charles R. Schwenk, however, suggests that the MkX=34oc^
optimal level of conflict may be more complex to determine than these simple g[ $4a4X
generalizations. He studied perceptions of conflict among a sample of executives. *I9O+/,
Some of the executives worked for profit-seeking organizations and others for +a0` ,Jc
not-for-profit organizations.
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Somewhat surprisingly, Schwenk found that opinions about conflict varied E D^0 t
systematically as a function of the type of organization. Specifically, managers in \@m^w"Ij
not-for-profit organizations strongly believed that conflict was beneficial to their 5&TH\2u
organizations and that it promoted higher quality decision making than might be qB5.of[N!
achieved in the absence of conflict. r1/9BTPKdJ
Managers of for-profit organizations saw a different picture. They believed that
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conflict generally was damaging and usually led to poor-quality decision making in #Fz/}lO
their organizations. Schwenk interpreted these results in terms of the criteria for 4/AE;y X
effective decision making suggested by the executives. In the profit-seeking +F+M[ef<ws
organizations, decision-making effectiveness was most often assessed in financial D|$Fw5!^k6
terms. The executives believed that consensus rather than conflict enhanced financial f"SK3hI$ p
indicators. q![`3m-d .
In the not-for-profit organizations, decision-making effectiveness was defined 9J$-E4G.M
from the perspective of satisfying constituents. Given the complexities and CD[}|N
ambiguities associated with satisfying many diverse constituents executives perceived c3.;
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that conflict led to more considered and acceptable decisions. a'(B}B=h
31.In the eyes of the author, conventional opinion on conflict is________. S? #6{rx
A) wrong ^09-SUl^
B) oversimplified 8p]9A,Uq&
C) misleading
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D) unclear 8QMib3p
注：文章第一句 hkMV
A
32.Professor Charles R. Schwenk's research shows________.
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A) the advantages and disadvantages of conflict )+|Y;zC9
B) the real value of conflict J4u>77I
C) the difficulty in determining the optimal level of conflict LVT:oIQ
D) the complexity of defining the roles of conflict ^h^.;Iqr=
注：文章第二段 .3 &( Y
33.We can learn from Schwenk's research that________. KwU;+=_ .
A) a person’s view of conflict is influenced by the purpose of his organization T^vhhfCUr
B) conflict is necessary for managers of for-profit organizations w[C*w\A\M
C) different people resolve conflicts in different ways S%aup(wu6
D) it is impossible for people to avoid conflict dz!m8D0
注：文章第三段 5XV|*O;
34.The passage suggests that in for - profit organizations_______. ~d\^ynQ
A) there is no end of conflict zwz_K!229
B) expression of different opinions is encouraged @S:T8
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C) decisions must be justifiable "By$!R -&
D) success lies in general agreement Ft?eqDS1
注：文章第四段，justifiable 合法化 huW,kk<]y
35.People working in a not - for - profit organization________. p6V#!5Q
A) seem to be difficult to satisfy 7Mk>`4D'c
B) are free to express diverse opinions Nfn PXsad
C) are less effective in making decisions *<X1M~p$
D) find it easier to reach agreement {xeJO:M3/
B C A D B
