2011年6月大学英语六级考试真题试卷(7)

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 caref ully. 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 i s especially true of editors, who by nature tend to be eager and engaged participants in everythi ng 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 desi gn 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 probabl y has something in mind when she makes suggestions, and it's up to you to find out what. The second rule is don't rai se the stakes by challenging her authority. That issue i s 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 attenti on, 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. Thi s one should be easy, but it's not. If you say no, even politely, you ri sk inhibiting further ideas, not just from that reporter, but from others who heard that you turned down the idea. Thi s 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 di smissive 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 understandi ng 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 i s 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...?" situati ons will be able to reach understanding and avoi d

__________.

Section B

Directions:There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A), B), C) and D). You should decide on the best choice and mark the corresponding letter on Answer Sheet 2 with a single line through the centre. Passage One