第二篇 WOytxE
Conventional wisdom about conflict seems pretty much cut and dried. Too little H: {7X1bV
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to e(B9liXM
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark sKaE-sbJY
creativity and motivate people in a healthy and competitive way. ;e8V
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Recent research by Professor Charles R. Schwenk, however, suggests that the ^U7OMl4Usq
optimal level of conflict may be more complex to determine than these simple B0UJq./`
generalizations. He studied perceptions of conflict among a sample of executives. q 2? X"!
Some of the executives worked for profit-seeking organizations and others for 7 2db[
not-for-profit organizations. " dh:-x6
Somewhat surprisingly, Schwenk found that opinions about conflict varied } /^C|iS7
systematically as a function of the type of organization. Specifically, managers in <I*x0BM=
not-for-profit organizations strongly believed that conflict was beneficial to their x2VBm$
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organizations and that it promoted higher quality decision making than might be S5=Udd"
achieved in the absence of conflict. 'C+;r?1!h
Managers of for-profit organizations saw a different picture. They believed that ffDc 6*.Q
conflict generally was damaging and usually led to poor-quality decision making in N1Ee zC'^
their organizations. Schwenk interpreted these results in terms of the criteria for }qPhx6 nP
effective decision making suggested by the executives. In the profit-seeking }k$4/7ri
organizations, decision-making effectiveness was most often assessed in financial *iX e^ <6v
terms. The executives believed that consensus rather than conflict enhanced financial 25{ uz
indicators. | ?m` xO
In the not-for-profit organizations, decision-making effectiveness was defined WPuz]Ty
from the perspective of satisfying constituents. Given the complexities and /ci]}`'ws
ambiguities associated with satisfying many diverse constituents executives perceived _uxPx 21g}
that conflict led to more considered and acceptable decisions. 5CYo7mJ 6+
31.In the eyes of the author, conventional opinion on conflict is________. ;]D(33) (
A) wrong P1kB>" bR
B) oversimplified t@zdm y
C) misleading h=VqxG C&
D) unclear 3 -
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注：文章第一句 C*V d -U
32.Professor Charles R. Schwenk's research shows________. 1hQN8!: <
A) the advantages and disadvantages of conflict n$+M%}/f
B) the real value of conflict PBqy F
C) the difficulty in determining the optimal level of conflict |WQ9a' '
D) the complexity of defining the roles of conflict $Rtgr{ {;"
注：文章第二段 lP<I|O=z
33.We can learn from Schwenk's research that________. s&PM,BFf
A) a person’s view of conflict is influenced by the purpose of his organization <>&=n+ i
B) conflict is necessary for managers of for-profit organizations r s8\)\ z
C) different people resolve conflicts in different ways {")\0|2\x
D) it is impossible for people to avoid conflict '?Bg;Z'L %
注：文章第三段 /MTf0^9
34.The passage suggests that in for - profit organizations_______. d.F)9h]XHO
A) there is no end of conflict E)p9eU[#
B) expression of different opinions is encouraged }6m
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C) decisions must be justifiable HOW7cV'X
D) success lies in general agreement S>:,z}i
注：文章第四段，justifiable 合法化 4*H"Z(HP
35.People working in a not - for - profit organization________. %e%7oqR?
A) seem to be difficult to satisfy _9If/ RD
B) are free to express diverse opinions dSK 0h(8
C) are less effective in making decisions [Eq<":)
D) find it easier to reach agreement |"7Pv
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B C A D B
