Section C

　　Directions: In this section, you will hear a passage three times. When the passage is read for the first time, you should listen carefully for its general idea. When the passage is read for the second time, you are required to fill in the blanks numbered from 36 to 43 with the exact words you have just heard. For blanks numbered from 44 to 46 you are required to fill in the missing information. For these blanks, you can either use the exact words you have just heard or write down the main points in your own words. Finally, when the passage is read for the third time, you should check what you have written.

　　注意：此部分试题请在答题卡2上作答。

　　In America, people are faced with more and more decisions every day, whether it's picking one of 31 ice cream (36) _____ or deciding whether and when to get married. That sounds like a great thing. But as a recent study has shown, too many choices can make us (37) _____, unhappy – even paralyzed with indecision.

　　That's (38) _____ true when it comes to the workplace, says Barry Schwartz, an author of six books about human (39) _____. Students are graduating with a (40) _____ of skills and interests, but often find themselves (41) _____ when it comes to choosing an ultimate career goal.

　　In a study, Schwartz observed decision-making among college students during their (42) _____ year. Based on answers to questions regarding their job-hunting (43) _____ and career decisions, he divided the students into two groups: "maximizers" who consider every possible option, and "satisficers" who look until they find an option that is good enough.

　　You might expect that the students (44) _________________________________. But it turns out that's not true. Schwartz found that while maximizers ended up with better paying jobs than satisficers on average, they weren't as happy with their decision.

　　The reason (45) _________________________________. When you look at every possible option, you tend to focus more on what was given up than what was gained. After surveying every option, (46) _________________________________.

　　Part IV Reading Comprehension (Reading in Depth) (25 minutes)

　　Section A

　　Directions: In this section, there is a short passage with 5 questions or incomplete statements. Read the passage carefully. Then answer the questions or complete the statements in the fewest possible words. Please write your answers on Answer Sheet 2.

　　Questions 47 to 51 are based on the following passage.

　　How good are you at saying "no"? For many, it's surprisingly difficult. This is especially true of editors, who by nature tend to be eager and engaged participants in everything they do. Consider these scenarios:

　　It's late in the day. That front-page package you've been working on is nearly complete; one last edit and it's finished. Enter the executive editor, who makes a suggestion requiring a more-than-modest rearrangement of the design and the addition of an information box. You want to scream: "No! It's done!" What do you do?

　　The first rule of saying no to the boss is don't say no. She probably has something in mind when she makes suggestions, and it's up to you to find out what. The second rule is don't raise the stakes by challenging her authority. That issue is already decided. The third rule is to be ready to cite options and consequences. The boss's suggestions might be appropriate, but there are always consequences. She might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell her she can have what she wants, but explain the consequences. Understand what she's trying to accomplish and propose a Plan B that will make it happen without destroying what you've done so far.

　　Here's another case. Your least-favorite reporter suggests a dumb story idea. This one should be easy, but it's not. If you say no, even politely, you risk inhibiting further ideas, not just from that reporter, but from others who heard that you turned down the idea. This scenario is common in newsrooms that lack a systematic way to filter story suggestions.

　　Two steps are necessary. First, you need a system for how stories are proposed and reviewed. Reporters can tolerate rejection of their ideas if they believe they were given a fair hearing. Your gut reaction (本能反应) and dismissive rejection, even of a worthless idea, might not qualify as systematic or fair.

　　Second, the people you work with need to negotiate a "What if ...?" agreement covering "What if my idea is turned down?" How are people expected to react? Is there an appeal process? Can they refine the idea and resubmit it? By anticipating "What if...?" situations before they happen, you can reach understanding that will help ease you out of confrontations.

　　47. Instead of directly saying no to your boss, you should find out __________.

　　48. The author's second warning is that we should avoid running a greater risk by __________.

　　49. One way of responding to your boss's suggestion is to explain the __________ to her and offer an alternative solution.

　　50. To ensure fairness to reporters, it is important to set up a system for stories to __________.

　　51. People who learn to anticipate "What if...?" situations will be able to reach understanding and avoid __________.