单选题We all know that in a situation like this a cool head is______.

单选题When families gather for Christmas dinner, some will stick to formal traditions dating back to Grandma"s generation. Their tables will be set with the good dishes and silver, and the dress code will be Sunday-best. But in many other homes, this china-and-silver elegance has given way to a stoneware-and-stainless informality, with dresses assuming an equally casual-Friday look. For hosts and guests, the change means greater simplicity and comfort. For makers of fine china in Britain, it spells economic hard times. Last week Royal Doulton, the largest employer in Stoke-on-Trent, announced that it is eliminating 1,000 jobs—one-fifth of its total workforce. That brings to more than 4,000 the number of positions lost in 18 months in the pottery region. Wedgwood and other pottery factories made cuts earlier. Although a strong pound and weak markets in Asia play a role in the downsizing, the layoffs is Stoke have their roots in earthshaking social shifts. A spokesman for Royal Doulton admitted that the company "has been somewhat slow in catching up with the trend" to- ward casual dining. Families eat together less often, he explained, and more people eat alone, either because they are single or they eat in front of television. Even dinner parties, if they happen at all, have gone casual. In a time of long work hours and demanding family schedules, busy hosts insist, rightly, that it"s better to share a takeout pizza on paper plates in the family room than to wait for the perfect moment or a "real" dinner party. Too often, the perfect moment never comes. Iron a fine-patterned tablecloth? Forget it. Polish the silver? Who has time? Yet the loss of formality has its down side. The fine points of etiquette (礼节) that children might once have learned at the table by observation or instruction from parents and grandparents ("Chew with your mouth closed." "Keep your elbows off the table.") must be picked up elsewhere. Some companies now offer etiquette seminars for employees who may be competent professionally but clueless socially.

单选题Most people have come to realize that it is about time the government ______further measures to control the population.

单选题Could you please ______ why you can"t come to attend the meeting?

单选题The simple act of surrendering a telephone number to a store clerk may seem innocuous—so much so that many consumers do it with no questions asked. Yet that one action can set in motion a cascade of silent events, as that data point is acquired, analyzed, categorized, stored and sold over and over again. Future attacks on your privacy may come from anywhere, from anyone with money to purchase that phone number you surrendered. If you doubt the multiplier effect, consider your e-mail inbox. If it's loaded with spam, it's undoubtedly because at some point in time you unknowingly surrendered your e-mail to the wrong Web site. Do you think your telephone number or address are handled differently? A cottage industry of small companies with names you've probably never heard of—like Acxiom or Merlin—buy and sell your personal information the way other commodities like corn or cattle futures are bartered. You may think your cell phone is unlisted, but if you've ever ordered a pizza, it might not be. Merlin is one of many commercial data brokers that advertises sale of unlisted phone numbers compiled from various sources—including pizza delivery companies. These unintended, unpredictable consequences that flow from simple actions make privacy issues difficult to grasp, and grapple with. In a larger sense, privacy also is often cast as a tale of "Big Brother"—the government is watching you or a big corporation is watching you. But privacy issues don't necessarily involve large faceless institutions: A spouse takes a casual glance at her husband's Blackberry, a co-worker looks at e-mail over your shoulder or a friend glances at a cell phone text message from the next seat on the bus. While very little of this is news to anyone—people are now well aware there are video cameras and Internet cookies everywhere—there is abundant evidence that people live their lives ignorant of the monitoring, assuming a mythical level of privacy. People write e-mails and type instant messages they never expect anyone to see. Just ask Mark Foley or even Bill Gates, whose e-mails were a cornerstone of the Justice Department's antitrust case against Microsoft. And polls and studies have repeatedly shown that Americans are indifferent to privacy concerns. The general defense for such indifference is summed up a single phrase: "I have nothing to hide. " If you have nothing to hide, why shouldn't the government be able to peek at your phone records, your wife see your e-mail or a company send you junk mail? It's a powerful argument, one that privacy advocates spend considerable time discussing and strategizing over. It is hard to deny, however, that people behave different when they're being watched. And it is also impossible to deny that Americans are now being watched more than at any time in history.

单选题The continuous rain ______ the harvesting of the wheat crop by two weeks.

单选题Lisa:Well, honey, how did you like the opera?Henry:__ 56__ ?Lisa: Of course.Henry:To tell the truth, I was bored to death. What a ridiculous art form! __57__Lisa:Hum! __58 __? It was beautiful. And yo

单选题______ mother-to-be Cherie Blair stunned the party by wearing a sensational violet silk trouser suit which she had specially made for the big night.

单选题From par

单选题First launched in April this year, Net My Singapore also includes efforts that training, development, and the exploration of new technologies based on.

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, refraining 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' - instructional 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 struggles 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 burns. 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A: How are you doing today? B: ______.

单选题 Nothing More Than Feelings A. First, you realise it's a gorilla. The opening strains of Phil Collins's 'In the Air Tonight' are playing; the beast is enraptured (陶醉的). As the camera pulls back, you see that he's seated at a drum kit. He raises his drumsticks (鼓槌), then brings them resoundingly down. Only in the final frames do you discover that the gorilla is pitching (竭力推销) Cadbury's Dairy Milk chocolate. B. This advertisement, released in 2007, should not have worked. Conventional wisdom doubted that a jerk of joy from a drumming gorilla, however rhythmically gifted, would spur sales of chocolate bars. A member of the team that developed the ad says that when it was passed to Millward Brown, the world's biggest tester of adverts, the firm found that it scored poorly among women on its measures of 'awareness' and 'brand appeal' and about average among men (Millward Brown says it did better on other measures). Yet Cadbury went ahead, and was rewarded with millions of online views, better perceptions of its brand and higher sales. Return on investment was three times the average for packaged-goods marketing campaigns. C. Behind Cadbury's gorilla success was an unlikely inspiration: Daniel Kahneman, a psychologist who won a Nobel Prize in 2002 for showing that people are not the rational agents that economists had thought they were. He argues, most famously in Thinking, Fast and Slow, a 2011 book popularising his work, that the mind (human, that is, not gorilla) incorporates two systems: an intuitive 'system one', which makes many decisions automatically, and a calculating but lazy 'system two', which rationalises system one's ideas and sometimes overrules them. For Mr Kahneman's disciples advertising is above all a way to groom system one, to spur consumers towards a buy. D. Kahnemanite advertising prizes emotion over information and pays more attention to a brand's 'purpose' than to its products. It exploits system one's tendency to react to subtle cues. In a print advert for a Betty Crocker pie, a version with the fork placed on the right triggered a 20% higher 'purchase intent' than one with the fork on the left (because most people eat with their right hands). This demands not just new ways of making adverts but new methods for judging if they will work. Researchers must 'laser in on measuring emotion as almost the single metric' that predicts success, says John Kearon of BrainJuicer, a market-research firm. E. This season's crop of televisual tear-jerkers (催人泪下的事物) reflects such thinking. A sweaty game of wheelchair basketball ends with all the players but one walking out of the gym. 'The choices we make reveal the true nature of our character,' intones the voice-over (解说), in the hope that one of those choices will be to drink Guinness stout. In the Christmas offering of Britain's Royal Mail, posties of many colours deliver parcels in all weathers, accompanied by an a cappella rendition (表演) of the Beatles' 'All You Need is Love'. F. Of course, admen (广告人) were aiming at system one long before they had heard of it: 'Sex sells' is one of the oldest mottos in the business, after all. Even information-packed adverts that seem to be appealing to reason are really playing on emotions, points out Mr Kahneman, who does not give advice to marketers. G. His followers are inclined to dispense with system two altogether. Marketers at Procter Gamble, maker of Tide detergent and Pampers nappies, were trained to get across the 'single benefit' that a product would give its purchaser, says Jim Stengel, a former marketing chief at the firm, now a consultant. 'There was not a whole lot of recognition of emotional connection with a brand or company.' But that has changed. PG's tribute to athletes' mothers during the Olympics was aimed directly at system one. H. Rare is the marketer today who does not spout (喋喋不休地说) systemic terminology, but there are disagreements over how to tell what system one is feeling, and over the role of system two. In testing an advert before it goes to market, Brain Juicer asks subjects to say which of eight faces, each expressing a different emotion, best reflects the feeling it arouses and how intense it is. The firm tested the gorilla advert after its release. It scored the highest emotional-intensity marks (viewers felt happiness and surprise) of any advert to that point. I. Decode, a rival, uses 'implicit association', in which subjects associate images (say of a chocolate bar) with concepts (perhaps 'comfort') and their reactions are timed. The faster the response, the deeper the link between the two. Decode found that the gorilla advert invoked 'security' and 'enjoyment' better than a less-popular successor involving drag-racing trucks, which had unchocolatey overtones of 'adventure'. J. Some say the most telling signals are biological. Neuro-Insight, an Australian outfit, monitors electrical activity in viewers' brains. When viewers watched the Cadbury advert, signals that suggested images were being stored in long-term memory peaked three times: when subjects recognised a gorilla, when they saw the drums and when the brand appeared. K. Everyone gangs up on Millward Brown, perhaps in part because its losses could be their gains. Its surveys tease out such things as how 'engaging' an advert is by asking viewers to answer a series of questions, a system-two task that masks system one's reactions, say critics. Admen resent its emphasis on 'persuasion', which predicts short-term sales but seems deadeningly rational. For such 'creatives', permission to pack a purely emotional wallop (猛击) feels liberating. L. Millward Brown has always probed for emotional responses, insists Graham Page, its head of consumer neuroscience. People are aware of their feelings, so it is legitimate to discover them by asking questions. The new biometric techniques are useful for finding out how people came to feel as they do. Mr Page says Millward Brown has worked more with them than any other firm. M. Furthermore, he says, do not underrate system two. It usually interacts with the system-one response to reach a decision. That is why passengers overcome their reflexive aversion to some budget airlines; guided by hard-headed system two, they buy the cheap tickets. Still, Mr Page admits, researchers used to focus too much on thinking. Now Millward Brown is as keen as anyone to explore consumers' instincts. N. There is an irony in this. Most readers of Mr Kahneman's bestseller will end up mistrusting system one for its tendency to mislead. Not marketing folk. System one craves chocolate.

单选题As a public relations officer, you should know your customers detail.

单选题Which of the following is NOT the reason for the greenhouse effect?

单选题The story took place in a small town ______ the morning of February 6. [A] at [B] on [C] in

单选题Thousands of Irish people starved during the “Potato Famine”because______. 

单选题They have ______ production.

单选题Consumer groups are protesting against higher prices in this city now.