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填空题Thanks to the rise of social media, news is no longer gathered exclusively by reporters and turned into a story but emerges from an ecosystem in which journalists, sources, readers and viewers exchange information. The change began around 1999, when blogging tools first became widely available, says Jay Rosen, professor of journalism at New York University. The result was "the shift of the tools of production to the people formerly known as the audience," he says. (41) ______. At first many news organisations were openly hostile towards these new tools. In America the high point of the antagonism between bloggers and the mainstream media was in late 2004, when "60 Minutes", an evening news show on CBS, alleged on the basis of leaked memos that George Bush junior had used family connections to win favourable treatment in the Air National Guard in the 1970s. (42) ______ CBS retracted the story and Dan Rather, one of the most respected names in American news, resigned as the show's anchor in early 2005. (43) ______ Newspapers and news channels have since launched blogs of their own, hired many bloggers and allowed readers to leave comments. They also invite pictures, video and other contributions from readers and seek out material published on the Internet, thus incorporating non-journalists into the news system. (44) ______ "We see these things as being highly complementary to what we do," says Martin Nisenholtz of the New York Times. Many journalists who were dismissive about social media have changed their tune in the past few months as their value became apparent in the coverage of the Arab uprisings and the Japanese earthquake, says Liz Heron, social-media editor at the New York Times. Rather than thinking of themselves as setting the agenda and managing the conversation, news organisations need to recognise that journalism is now just part of a conversation that is going on anyway, argues Jeff Jarvis, a media guru at the City University of New York. (45) ______. All this requires journalists to admit that they do not have a monopoly on wisdom. "Ten years ago that was a terribly threatening idea, and it still is to some people," says the Guardian's Alan Rusbridger. "But in the real world the aggregate of what people know is going to be, in most cases, more than we know inside the building. " [A] Journalists are becoming more inclined to see blogs, Facebook, Twitter and other forms of social media as a valuable adjunct to traditional media (and sometimes a corrective to them). [B] The role of journalists in this new world is to add value to the conversation by providing reporting, context, analysis, verification and debunking, and by making available tools and platforms that allow people to participate. [C] By providing more raw material than ever from which to distil the news, social media have both done away with editors and shown up the need for them. [D] This was followed by a further shift: the rise of "horizontal media" that made it quick and easy for anyone to share links (via Facebook or Twitter, for example) with large numbers of people without the involvement of a traditional media organisation. In other words, people can collectively act as a broadcast network. [E] With a single click of a Facebook "Like" button, for example, you can recommend a story, video or slideshow to your entire network of friends. [F] Bloggers immediately questioned the authenticity of the memos. A former CBS News executive derided blogging as "a guy sitting in his living room in his pyjamas writing what he thinks". But the bloggers were right. [G] But in the past few years mainstream media organisations have changed their attitude. The success of the Huffington Post (博客网站), which launched in May 2005 with a combination of original reporting by members of staff, blog posts from volunteers (including many celebrity friends of Arianna Huffington's, the site's co-founder) and links to news stories on other sites, showed the appeal of what Ms Huffington calls a "hybrid" approach that melds old and new, professional and amateur.

填空题As companies continue to cut costs, the days of frequent promotions are a distant memory. So are the days of endless opportunities to show off your skills. Layoff survivors, faced with fewer options are finding themselves in career purgatory—there's no way up and no way out. After talking to career coaches, managers, recruiters, and psychologists, Fortune put together eight tips to help workers break free from the inertia. 41. Avoid taking cover Don't hide out behind your computer. "You should really work to increase or maintain the visibility that you have," says David Opton, founder and CEO of career management firm ExecuNet. Build a circle of allies Fortify your current relationships and work on making new ones, both within and outside the office. "Allies will be helpful in terms of letting you know information, like if there's a job possibility that comes up," says Dee Soder, founder of the CEO Perspective Group. Who you know can make a big difference, especially in difficult times. 42. Load up on new tools This is the perfect time to acquire new expertise. (If the boss can't pay, do it on your own.) 43. Look beyond your job description People don't get promotions just because they do their jobs well; they get promotions because they take initiative. Lauren Doliva, a partner at recruiting firm Heidrick Struggles International, has a client looking to hire a CO0. 44. Manage your own PR "Doing well is part productivity and part publicity," says Marilyn Moats Kennedy, a managing partner at Career Strategies. Be creative Remember, says Doliva, "people hire us to think, not just to do." This is the perfect time to tackle the project that you've always wished you had more time for. Soder recommends scheduling an hour each day to work on extra things such as new initiatives or ways to improve your job or that of those above you. Take responsibility for your success Be proactive, not reactive. Says Kennedy: "If you're waiting for something to happen to you, it's not going to be anything positive." Figure out your goals and let managers know what they are; identify your weaknesses and work on them; find better ways to harness your strengths. For nontangible skills— leadership, management, communication—coaches recommend hiring a coach. A client of Soder's was put into a new management role, but didn't feel like she had what it took to oversee a bigger team. She went out and hired a coach who helped her learn how to interact with top executives as well as how to run a bigger territory. She has since been promoted again. Taking responsibility for your own success is something everyone should do, regardless of external factors. Otherwise you're heading straight for burnout. 45. Adjust your attitude Don't panic. Even though the economy is in a recession, your career is not coming to an end. How you look at the situation will have a big impact on whether you stay stuck or move ahead. "One can choose to say there is no opportunity or one can choose to look for it," says Doliva. In fact, many coaches believe that being stuck is just a state of mind. [A] Let people know when you accomplish something or when you put in the extra effort to get a project done early. Without being cheesy, make sure that you're giving off the right vibes by keeping a positive attitude, avoiding emotional outbursts, and appearing calm and organized. And don't forget to look the part. Many didn't get promotions because of their professional presence—grooming, clothes, and body language. [B] When someone brought up the VP of operations, who was the obvious candidate for the job, the CEO rejected him outright. "He said no because the VP only does what's expected," says Doliva. "The CEO didn't see him as someone who would take the risks and the time to do the job better. " Now is not the time for complacency, even if you're not gunning for a spot in the executive suite. Coaches suggest that employees come in early, stay late, and take on extra projects. Little things can make a big difference. [C] Brush up on computer skills, audit a class, or get a certificate or degree in your field—and when jobs do open up, you'll be ready. [D] "What you don't want to do is start getting depressed", adds Melissa Karz, founder of Kadima Coaching. "Be what you want to attract." It might be helpful to hunt for motivation in other places. "Now is the time to start taking a look at how fulfilling your life is outside of work," says Lois Frankel, president of Corporate Coaching International. Find exciting activities to replenish yourself with—and then bring that positive spirit into the office. [E] Amid all of the layoffs, you've managed to keep your job—but the chances of moving up are slim to none. Nobody above you is going to leave now, and there's no money for special projects to prove yourself. You're stuck. Here's how to avoid fading into the woodwork. [F] Speak up in meetings, join task forces; and volunteer for difficult projects that co-workers aren't willing to tackle.

填空题"Universal history, the history of what man has accomplished in this world, is at bottom the History of the Great Men who have worked here," wrote the Victorian stage Thomas Carlyle. Well, not any more it is not. Suddenly, Britain looks to have fallen out with its favourite historical form. This could be no more than a passing literary craze, but it also points to a broader truth about how we now approach the past: less concerned with learning from forefathers and more interested in feeling their pain. Today, we want empathy, not inspiration. From the earliest days of the Renaissance, the writing of history meant recounting the exemplary lives of great men. In 1337, Petrarch began work on his rambling writing De Viris Illustribus—On Famous Men, highlighting the virtus (or virtue) of classical heroes. Petrarch celebrated their greatness in conquering fortune and rising to the top. This was the biographical tradition which Niccolo Machiavelli turned on its head. In The Prince, the championed cunning, ruthlessness, and boldness, rather than virtue, mercy and justice, as the skills of successful leaders. Over time, the attributes of greatness shifted. The Romantics commemorated the leading painters and authors of their day, stressing the uniqueness of the artist's personal experience rather than public glory. By contrast, the Victorian author Samual Smiles wrote Self-Help as a catalogue of the worthy lives of engineers, industrialists and explores. "The valuable examples which they furnish of the power of self-help, if patient purpose, resolute working and steadfast integrity, issuing in the formulation of truly noble and many character, exhibit," wrote Smiles. "what it is in the power of each to accomplish for himself" His biographies of James Walt, Richard Arkwright and Josiah Wedgwood were held up as beacons to guide the working man through his difficult life. This was all a bit bourgeois for Thomas Carlyle, who focused his biographies on the truly heroic lives of Martin Luther, Oliver Cromwell and Napoleon Bonaparte. These epochal figures represented lives hard to imitate, but to be acknowledged as possessing higher authority than mere mortals. Communist Manifesto. For them, history did nothing, it possessed no immense wealth nor waged battles: "It is man, real, living man who does all that. "And history should be the story of the masses and their record of struggle. As such, it needed to appreciate the economic realities, the social contexts and power relations in which each epoch stood. For: "Men make their own history, but they do not make it just as they please; they do not make it under circumstances chosen by themselves, but under circumstances directly found, given and transmitted from the past. " This was the tradition which revolutionized our appreciation of the past. In place of Thomas Carlyle, Britain nurtured Christopher Hill, EP Thompson and Eric Hobsbawm. History from below stood alongside biographies of great men. Whole new realms of understanding—from gender to race to cultural studies—were opened up as scholars unpicked the multiplicity of lost societies. And it transformed public history too: downstairs became just as fascinating as upstairs. [A] emphasized the virtue of classical heroes. 41. i Petrarch [B] highlighted the public glory of the leading artists. 42. Niccolo Machiavelli [C] focused on epochal figures whose lives were hard to imitate. 43. Samuel Smiles [D] opened up new realms of understanding the great men in history. 44. Thomas Carlyle [E] held that history should be the story of the masses and their record ofstruggle. 45. Marx and Engels [F] dismissed virtue as unnecessary for successful leaders. [G] depicted the worthy lives of engineer industrialists and explorers.

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