第二篇 "`Q &s
Conventional wisdom about conflict seems pretty much cut and dried. Too little W{U z#o
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ^+p7\D/E(
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark U45kA\[bZ
creativity and motivate people in a healthy and competitive way. 2$r8^}Nj?
Recent research by Professor Charles R. Schwenk, however, suggests that the hXnfZx%
optimal level of conflict may be more complex to determine than these simple sGFvSW
generalizations. He studied perceptions of conflict among a sample of executives. `6y=ky.,
Some of the executives worked for profit-seeking organizations and others for \)$:
not-for-profit organizations. 8+i=u"
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Somewhat surprisingly, Schwenk found that opinions about conflict varied unKPqc%q=n
systematically as a function of the type of organization. Specifically, managers in 3_bqDhVI5
not-for-profit organizations strongly believed that conflict was beneficial to their wKU9I[]
organizations and that it promoted higher quality decision making than might be /|0xOiib
achieved in the absence of conflict. 6 0TM!\
Managers of for-profit organizations saw a different picture. They believed that 4mjlat(d
conflict generally was damaging and usually led to poor-quality decision making in :
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their organizations. Schwenk interpreted these results in terms of the criteria for 12VIP-ABK
effective decision making suggested by the executives. In the profit-seeking ( /7b8)g
organizations, decision-making effectiveness was most often assessed in financial av&~A+b .r
terms. The executives believed that consensus rather than conflict enhanced financial gLm, ;'h%u
indicators. fUMjLA|*I<
In the not-for-profit organizations, decision-making effectiveness was defined OxQ 5P;O
from the perspective of satisfying constituents. Given the complexities and O^J=1 9Ri
ambiguities associated with satisfying many diverse constituents executives perceived nW)?cQ
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that conflict led to more considered and acceptable decisions. d Gglt Y
31.In the eyes of the author, conventional opinion on conflict is________. IwXWtVL
A) wrong $Qz<
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B) oversimplified JC0# pU;
C) misleading Lk) I;;
D) unclear $DXO7;#
注：文章第一句 $K.DLqDt
32.Professor Charles R. Schwenk's research shows________. NH;e |8
A) the advantages and disadvantages of conflict v w 6$v
B) the real value of conflict |a#=o}R_
C) the difficulty in determining the optimal level of conflict o}DR p4;Ka
D) the complexity of defining the roles of conflict svx7
注：文章第二段 hraR:l
D
33.We can learn from Schwenk's research that________. 6cd!;Ca
A) a person’s view of conflict is influenced by the purpose of his organization No"i6R+
B) conflict is necessary for managers of for-profit organizations \q?^DI:`
C) different people resolve conflicts in different ways v
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D) it is impossible for people to avoid conflict [[HCP8Wk
注：文章第三段 v4W q0>o
34.The passage suggests that in for - profit organizations_______. cRH(@b
Xr
A) there is no end of conflict <THw l/a
B) expression of different opinions is encouraged dG7d}0O
u'
C) decisions must be justifiable ;O1jf4y
D) success lies in general agreement (kVY\!UAt
注：文章第四段，justifiable 合法化 - <g[P_#
35.People working in a not - for - profit organization________. *v%gNq
A) seem to be difficult to satisfy )u+O~Y95&i
B) are free to express diverse opinions |fywqQFq
C) are less effective in making decisions %X's/;(Lx`
D) find it easier to reach agreement ZBR^ $?nj
B C A D B
