第二篇 WXw}^v
Conventional wisdom about conflict seems pretty much cut and dried. Too little i)a%!1Ar
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to r 6Aneg7
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark TrS8h^C
creativity and motivate people in a healthy and competitive way. yx38g
ca
Recent research by Professor Charles R. Schwenk, however, suggests that the tq1C wz RX
optimal level of conflict may be more complex to determine than these simple aB ~S?.l
generalizations. He studied perceptions of conflict among a sample of executives. < A BX0U[*
Some of the executives worked for profit-seeking organizations and others for $s HP\{
not-for-profit organizations. avQJPB)}Sb
Somewhat surprisingly, Schwenk found that opinions about conflict varied j=RRfFg)
systematically as a function of the type of organization. Specifically, managers in
]:M0Kj&h
not-for-profit organizations strongly believed that conflict was beneficial to their w8S!%abl1
organizations and that it promoted higher quality decision making than might be ElhRF {R
achieved in the absence of conflict.
D,v U
Managers of for-profit organizations saw a different picture. They believed that w' MGA
conflict generally was damaging and usually led to poor-quality decision making in } je,")#W
their organizations. Schwenk interpreted these results in terms of the criteria for f5AjJYq1
effective decision making suggested by the executives. In the profit-seeking
af BE{
organizations, decision-making effectiveness was most often assessed in financial H,fZ!8(A_)
terms. The executives believed that consensus rather than conflict enhanced financial ^D e ERB
indicators. fWfk[(M'9
In the not-for-profit organizations, decision-making effectiveness was defined !G^L/?z3
from the perspective of satisfying constituents. Given the complexities and M>9-=$
7
ambiguities associated with satisfying many diverse constituents executives perceived o8/ ; ;*
that conflict led to more considered and acceptable decisions. ,YTIC8qKr
31.In the eyes of the author, conventional opinion on conflict is________. g8qgk:}
A) wrong lO&3{dOYE
B) oversimplified $vC1 K5sLk
C) misleading zJP6F.Ov!
D) unclear L^2 FQti>
注：文章第一句 1XM^8 .;
32.Professor Charles R. Schwenk's research shows________. t@u7RL*n:<
A) the advantages and disadvantages of conflict p
yLRgD0
g
B) the real value of conflict ]f + csB
C) the difficulty in determining the optimal level of conflict Bm&kk
x.9P
D) the complexity of defining the roles of conflict O+g3X5f+
注：文章第二段 M@ed>.
33.We can learn from Schwenk's research that________. z<H~ItX,n
A) a person’s view of conflict is influenced by the purpose of his organization }cT_qqw(f%
B) conflict is necessary for managers of for-profit organizations @d Jr/6Yx
C) different people resolve conflicts in different ways Ee`1F#c
D) it is impossible for people to avoid conflict Q+4Xs.#
注：文章第三段 tOfg?)h{dc
34.The passage suggests that in for - profit organizations_______. XsnF~ )YW
A) there is no end of conflict J[f;Xlh
B) expression of different opinions is encouraged !rqF}d
C) decisions must be justifiable EEGy!bff
D) success lies in general agreement ()~pY!)1/
注：文章第四段，justifiable 合法化 \[Z? &
35.People working in a not - for - profit organization________. h;6lK$!c
A) seem to be difficult to satisfy } CeCc0M
B) are free to express diverse opinions G:zua `u[
C) are less effective in making decisions 5 ~TdD6}
D) find it easier to reach agreement bV ZMW/w
B C A D B
