单选题His health failing, ______ in 1995. A. Andrew Peters went on leave from the army B. so Andrew Peters went on leave from the army C. when the army gave Andrew Peters leave D. the army gave Andrew Peters leave

单选题To impress a future employer, one should dress neatly and be ______.

单选题Her shabby clothes were often made ______ by her classmates.

单选题Which of the following is true according to the last paragraph?

单选题For a lack of space, I had to ______ a lot of excellent materials, which I intend to include in another book.

单选题A ship is in great danger. Please point out the ship's exact ______ .

单选题 Call it the 'learning paradox': the more you struggle and even fail while you're trying to learn new information, the better you're likely to recall and apply that information later. The learning paradox is at the heart of 'productive failure,' a phenomenon identified by researcher Manu Kapur. Kapur points out that while the model adopted by many teachers when introducing students to new knowledge—providing lots of structure and guidance early on, until the students show that they can do it on their own—makes intuitive sense, it may not be the best way to promote learning. Rather, it's better to let the learners wrestle (较劲) with the material on their own for a while, refrain tug from giving them any assistance at the start. In a paper published recently, Kapur applied the principle of productive failure to mathematical problem solving in three schools. With one group of students, the teacher provided strong 'scaffolding'—insturctional support—and feedback. With the teacher's help, these pupils were able to find the answers to their set of problems. Meanwhile, a second group was directed to solve the same problems by collaborating with one another, without any prompts from their instructor. These students weren't able to complete the problems correctly. But in the course of trying to do so, they generated a lot of ideas about the nature of the problems and about what potential solutions would look like. And when the two groups were tested on what they'd learned, the second group 'significantly outperformed' the first. The apparent straggles of the floundering(挣扎的) group have what Kapur calls a 'hidden efficacy': they lead people to understand the deep structure of problems, not simply their correct solutions. When these students encounter a new problem of the same type on a test, they're able to transfer the knowledge they've gathered more effectively than those who were the passive recipients of someone else's expertise. In the real world, problems rarely come neatly packaged, so being able to discern their deep structure is key. But, Kapur notes, none of us like to fail, no matter how often Silicon Valley entrepreneurs praise the beneficial effects of an idea that fails or a start-up company that crashes and bums. So we need to 'design for productive failure' by building it into the learning process. Kapur has identified three conditions that promote this kind of beneficial struggle. First, choose problems to work on that 'challenge but do not frustrate.' Second, provide learners with opportunities to explain and elaborate on what they're doing. Third, give learners the chance to compare and contrast good and bad solutions to the problems. And to those students who protest this tough-love teaching style: you'll thank me later.

单选题Carly Fiorina, Hewlett-Packard"s chief executive, came out fighting on November 14th. In a conference call with analysts, she announced better-than-expected quarterly results, even though profits were down. Ms Fiorina also reiterated why she believes her $ 24 billion plan to acquire Compaq is the best way forward for HP, despite objections by Hewlett and Packard family members. Last week Walter Hewlett, whose father co-founded the company, expressed concern that the merger would increase HP"s exposure to the shrinking PC market and would distract managers from the more important task of navigating through the recession. There are two ways to defend the deal. One is to point out its advantages, which is what Ms Fiorina did this week. Merging with Compaq, she said, would enable HP to reach its goals faster than it could on its own. The deal would improve HP"s position in key markets such as storage and high-end computing, as well as the economics of its PC business. It would double the size of HP"s sales force and broaden its customer base, providing more potential clients for its services and consulting arms. It would improve cash flow, margins and efficiency by adding "breadth and depth" to HP. "Having spent the last several months planning the integration of these two companies, we are even more convinced of the power of this combination," Ms Fiorina concluded. It sounds too good to be true, and it almost certainly is. But the other way to defend the deal is to point out that, even if it was a bad idea to start with, abandoning it could be even worse—a view that, unsurprisingly, Ms Fiorina chose not to advance, but is being quietly put forward by the deal"s supporters. Scrapping the merger would be extremely painful for a number of reasons. Since the executive teams of both firms have committed themselves to the deal, they would be utterly discredited if it fell apart, and would probably have to go. Under the terms of the merger agreement, HP might have to pay Compaq as much as $ 675m if it backed out. The two firms would be considerably weakened; they would also be rivals again, despite having shared confidential technical and marketing information with each other over the past few months. In short, it would all be horribly messy. What can be done to save the deal? Part of the problem is that HP has no plan B. "They need a brand-recovery effort immediately," says one industry analyst. HP must give the impression that it is strong and vital, rather than desperate, and that its future is not dependent on the deal going forward. That could make the merger look more attractive and bring investors back on board. This week"s results will certainly help. The David and Lucile Packard Foundation, which owns just over one-tenth of HP"s shares, will decide whether to back the merger in the next few weeks, and HP"s shareholders are to vote on it early next year. The more credible HP"s plan B, the less likely it is that it will be needed.

单选题It is the business of the police to prevent and detect crime and of the law court to punish______

单选题Which one of the following statements is NOT true according to the article?

单选题Peter was the first one who finished the test, but he worked so fast ______ a great many mistakes.

单选题It was ______ of them to share their meal with their out-of-work neighbors.

单选题此题为音频题

单选题The doctor hit me just below the knee to test my ______ .

单选题She had changed so much that I could hardly ______ her.

单选题（）

单选题The governor's ______ remarks caused his political party much embarrassment. A. forceful B. impromptu C. rehearsed D. unrestrained