第二篇 c#nFm&}dm
Conventional wisdom about conflict seems pretty much cut and dried. Too little a#FkoA~M
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to '{XDh K
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark Rct|"k_"Ys
creativity and motivate people in a healthy and competitive way. 4][m!dsU
Recent research by Professor Charles R. Schwenk, however, suggests that the qc~6F'?R
optimal level of conflict may be more complex to determine than these simple q,V JpqQ
generalizations. He studied perceptions of conflict among a sample of executives. LtbL[z>]
Some of the executives worked for profit-seeking organizations and others for g 'c4&Do
not-for-profit organizations. -[i9a:eRM
Somewhat surprisingly, Schwenk found that opinions about conflict varied "C.'_H!Ex
systematically as a function of the type of organization. Specifically, managers in rZ 9bz}K
not-for-profit organizations strongly believed that conflict was beneficial to their |\
@e
organizations and that it promoted higher quality decision making than might be r4dG83qg
achieved in the absence of conflict. *D
#H-]9
Managers of for-profit organizations saw a different picture. They believed that LSlaz
conflict generally was damaging and usually led to poor-quality decision making in [J\5DctX;c
their organizations. Schwenk interpreted these results in terms of the criteria for 4ao
oBY$
effective decision making suggested by the executives. In the profit-seeking #9O
*@
organizations, decision-making effectiveness was most often assessed in financial UoPd>q4Uj
terms. The executives believed that consensus rather than conflict enhanced financial c.6u)"@$
indicators. ^tsIgK ^9H
In the not-for-profit organizations, decision-making effectiveness was defined T[U&Y`3g
from the perspective of satisfying constituents. Given the complexities and *ntq;]
ambiguities associated with satisfying many diverse constituents executives perceived 'cy35M
that conflict led to more considered and acceptable decisions. a 1 M-F3
31.In the eyes of the author, conventional opinion on conflict is________. )XMSQ ="m
A) wrong ,&
=(DJ
B) oversimplified Y oNg3
C) misleading o4o &}
D) unclear ncb?iJ/b^
注：文章第一句 +`kfcA#pi
32.Professor Charles R. Schwenk's research shows________. vmAMlgZ8{<
A) the advantages and disadvantages of conflict DF%\ 1C>
B) the real value of conflict kLR4?tX!
C) the difficulty in determining the optimal level of conflict L T!B]y
D) the complexity of defining the roles of conflict @cAv 8i K
注：文章第二段 eJilSFp1
33.We can learn from Schwenk's research that________. +
htTrHjt
A) a person’s view of conflict is influenced by the purpose of his organization x%B^hH;W
B) conflict is necessary for managers of for-profit organizations _zI9 5
C) different people resolve conflicts in different ways HC*=E .J
D) it is impossible for people to avoid conflict qg:R+`z
注：文章第三段 %Z 9<La
34.The passage suggests that in for - profit organizations_______. P H9MB
A) there is no end of conflict uaNJTob
B) expression of different opinions is encouraged apF!@O^}y
C) decisions must be justifiable ul/= 1]1?
D) success lies in general agreement UAnq|NJO
注：文章第四段，justifiable 合法化 bRJYw6oA<
35.People working in a not - for - profit organization________. { r` l
A) seem to be difficult to satisfy skR/Wf9DH
B) are free to express diverse opinions I$\dT 1m$
C) are less effective in making decisions w}G2m) (
D) find it easier to reach agreement g TY \B.
B C A D B
