第二篇 { ; );E
Conventional wisdom about conflict seems pretty much cut and dried. Too little bSU9 s
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to $jo}?Y+
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark soA>&b !?
creativity and motivate people in a healthy and competitive way. .? CDWbzq
Recent research by Professor Charles R. Schwenk, however, suggests that the }3j/%oN.(
optimal level of conflict may be more complex to determine than these simple PDvqA {
generalizations. He studied perceptions of conflict among a sample of executives. k# ZO4
Some of the executives worked for profit-seeking organizations and others for tn+i5Eso
not-for-profit organizations. 8fTuae$^
Somewhat surprisingly, Schwenk found that opinions about conflict varied kM*f9x
systematically as a function of the type of organization. Specifically, managers in oOBN
not-for-profit organizations strongly believed that conflict was beneficial to their DoX#+
07u4
organizations and that it promoted higher quality decision making than might be GfD!Z3
achieved in the absence of conflict. {$bAs9L
Managers of for-profit organizations saw a different picture. They believed that !FZb3U@
conflict generally was damaging and usually led to poor-quality decision making in 0Q_AF`"
their organizations. Schwenk interpreted these results in terms of the criteria for ^O6P Zm5J}
effective decision making suggested by the executives. In the profit-seeking 6Y)'p
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organizations, decision-making effectiveness was most often assessed in financial >1T=Aw2Z.
terms. The executives believed that consensus rather than conflict enhanced financial 2TmQaDu%b
indicators. U
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In the not-for-profit organizations, decision-making effectiveness was defined Ra&HzK?
from the perspective of satisfying constituents. Given the complexities and G?&0Z++
ambiguities associated with satisfying many diverse constituents executives perceived Q*ZqY
that conflict led to more considered and acceptable decisions. `]#D dJ_|
31.In the eyes of the author, conventional opinion on conflict is________. `XB( d@%
A) wrong 8TD:~ee
B) oversimplified 73A 1+2
C) misleading OvX z+C,
D) unclear ^j[>.D
注：文章第一句 K!7o#"GM
32.Professor Charles R. Schwenk's research shows________. m%m/#\J E
A) the advantages and disadvantages of conflict QK&<im-
B) the real value of conflict (zwxrOS
C) the difficulty in determining the optimal level of conflict 8&qCH>Cf
D) the complexity of defining the roles of conflict ]QJLES
注：文章第二段 2shr&M fp[
33.We can learn from Schwenk's research that________. .!\y<9
A) a person’s view of conflict is influenced by the purpose of his organization 5 ]:fkx
B) conflict is necessary for managers of for-profit organizations @C0{m7q
C) different people resolve conflicts in different ways 4};iL)
D) it is impossible for people to avoid conflict B#&U5fSw+0
注：文章第三段 -A(] ",*J
34.The passage suggests that in for - profit organizations_______. puG$\D-[
A) there is no end of conflict 4Smno%jq
B) expression of different opinions is encouraged lj/ ?P9
C) decisions must be justifiable v}Gq.(b
D) success lies in general agreement 1`Cr1pH
注：文章第四段，justifiable 合法化 =O?<WJoK
35.People working in a not - for - profit organization________. Q1 mz
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A) seem to be difficult to satisfy & [`p qX
B) are free to express diverse opinions pFX Do4eH
C) are less effective in making decisions A7>0Pn%D3
D) find it easier to reach agreement H[U$4
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B C A D B
