第二篇 2L N6pu
Conventional wisdom about conflict seems pretty much cut and dried. Too little $)NS]wJ]3
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to s.7=!JQ#]p
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark `l'T/F \
creativity and motivate people in a healthy and competitive way. &C b,C+q
Recent research by Professor Charles R. Schwenk, however, suggests that the I H=$
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optimal level of conflict may be more complex to determine than these simple C~4SP CU
generalizations. He studied perceptions of conflict among a sample of executives. kiJ=C2'&
Some of the executives worked for profit-seeking organizations and others for ^cNuEF9
not-for-profit organizations. ^k7I+A
Somewhat surprisingly, Schwenk found that opinions about conflict varied A^FkU
systematically as a function of the type of organization. Specifically, managers in fx+_;y
not-for-profit organizations strongly believed that conflict was beneficial to their +&)/dHbL`]
organizations and that it promoted higher quality decision making than might be Pl/Xh03E
achieved in the absence of conflict. TaSS) n
Managers of for-profit organizations saw a different picture. They believed that F% a&|X
conflict generally was damaging and usually led to poor-quality decision making in -){6ynqv
their organizations. Schwenk interpreted these results in terms of the criteria for }Fu1Y@M%
effective decision making suggested by the executives. In the profit-seeking ] / Nt
organizations, decision-making effectiveness was most often assessed in financial sAU%:W{
terms. The executives believed that consensus rather than conflict enhanced financial ]cP%d -x}
indicators. L&s~j/ pR
In the not-for-profit organizations, decision-making effectiveness was defined 0J/ yd
from the perspective of satisfying constituents. Given the complexities and D+;4|7s+
ambiguities associated with satisfying many diverse constituents executives perceived jj2=|)w$3
that conflict led to more considered and acceptable decisions. T8\@CV!
31.In the eyes of the author, conventional opinion on conflict is________. `AE6s.p?
A) wrong >;Oa|G
B) oversimplified `q]' ^EzJ
C) misleading nI?*[y
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D) unclear VRY(@# q
注：文章第一句 aNKw.S>
32.Professor Charles R. Schwenk's research shows________. B!J?,SB
A) the advantages and disadvantages of conflict _Zav Y<6
B) the real value of conflict |)To 0Z
C) the difficulty in determining the optimal level of conflict 3HXeBW
D) the complexity of defining the roles of conflict *A!M0TK?i,
注：文章第二段 KB~1]cYMp
33.We can learn from Schwenk's research that________. 2|\mBP`ok
A) a person’s view of conflict is influenced by the purpose of his organization G3|23G.~)(
B) conflict is necessary for managers of for-profit organizations u, iiS4'Ze
C) different people resolve conflicts in different ways <H] PP6_g:
D) it is impossible for people to avoid conflict ::02?
注：文章第三段 p&Nav,9x
34.The passage suggests that in for - profit organizations_______. &u|t{C#0
A) there is no end of conflict vh"';L_*37
B) expression of different opinions is encouraged 4d@0v n{
C) decisions must be justifiable o7+<sL
D) success lies in general agreement fXnTqKAfu6
注：文章第四段，justifiable 合法化 =
aj|auu
35.People working in a not - for - profit organization________. >h2qam
A) seem to be difficult to satisfy o"RE4s\G~r
B) are free to express diverse opinions =>Ae]mi 7
C) are less effective in making decisions h\#4[/
D) find it easier to reach agreement H4v%$R;K
B C A D B
