单选题 职业选择 中国有句古话“劳心者治人，劳力者治于人”。这句话反映了中国传统文化中的等级划分，也直接影响到现代人的职业选择。从事脑力劳动的“白领”成为让人羡慕的对象，而体力劳动者“蓝领”即使收入丰厚，社会地位仍然不高。在传统观念中，人们认为商人只注重追求利益，因此经商曾是被很多人看不起的职业。但是随着社会的进步和经济的发展，从商已经成为很多年轻人择业时的首选。现在，自主创业的大学毕业生人数不断增加。

单选题It's normal to think of a conversation as taking place between people who are in the same room, surrounded by the same set of physical objects and influences, and aware of each other's facial and bodily gestures. When this is not so, the difference is 27 by using another term for what is going on 'telephone conversation' for instance. As a consequence of their situation, conversationalists (交谈者) are able to place a great deal of 28 on the immediately surrounding bit of the world—what may be called the 'extra-linguistic context' in their 29 to communicate with each other: a raised eyebrow, a 30 movement, a glance towards some person or thing, may 'say' a great deal without the need for any words at all. Thus, to anyone listening at a keyhole, and so 31 of the contextual cues, the language being used may well sound 32 , incomplete, and probably difficult to hear at times, because of the great changes of speed and loudness that can so easily be used by people sitting or standing 33 close to each other. Conversationalists will also, as a rule, be relaxed and not unduly worried about the 34 they are creating unlike the lecturer, or the person 35 an interview. Slips and errors of grammar will be frequent, and will bother no-one: they certainly form an expected part of conversation, and perhaps even a welcome one, because to talk too smoothly and correctly is to run the risk of sounding like a book and no one likes to talk to a book. Similarly, slight carelessness of pronunciation will be common, and few people will bother to go in for the 'tidying up' of speech, or the adoption of an unusually 'posh' accent that is sometimes 36 in circumstances where it is thought necessary to 'create impression'. A. straightforward B. noticeable C. deprived D. reference E. relatively F. recognized G. accused H. impression I. illustrating J. slight K. attempt L. undergoing M. reliance N. consequently O. inexplicit

单选题 Questions13-15 are based on the passage you have just heard.

单选题 How Women Are Reshaping the Defense Industry The defense industry is facing unprecedented challenges, with the help of a new group of women leaders. A. Women currently hold a little over four percent of the Fortune 500 CEO positions. However, in the defense industry, women are at the helm of 50 percent of the largest firms. Although women are hardly new to the industry, they are moving rapidly into the top jobs, and in the process melting away the defense industry's male-dominated image. B. As the vice chairman of the House Defense Appropriations subcommittee, a subcommittee I have served on for eight years, and the chairman of the State and Foreign Operations Appropriations subcommittee, which I have been at the helm of for the last six years, I have witnessed the transition, and seen the challenges, firsthand as more women serve as leaders within the defense community. C. The defense industry is facing unprecedented challenges. Yet, with the help of a new group of women leaders, solutions to the defense industry's challenges are being advanced, and in the process the future of our national security is being shaped and secured. D. For years, Della Williams, a constituent of mine, was one of just a handful of women defense industry executives. She started the company Williams R.D.M., formerly known as Williams Pyro, in 1963. Williams R.D.M is a defense contracting firm with more than 100 employees. While she has overseen tremendous growth of her company, establishing a positive name for her business did not prove to be an obstacle-free endeavor for Williams. She founded her company at a time when women's roles in the workforce were only beginning to change, and she dealt with her share of gender-related challenges early on. E. Back then, and even today, women in the workforce often feel they are not listened to. Instead of letting this serve as an obstacle, women have turned it into a strength by becoming better listeners themselves and in the process stronger leaders. This trait becomes very important when you have management-union issues, for instance. It also leads to more win—win decisions and less ego driven results. F. Fifty years ago, most engineers were men, and when they picked up the phone to call Williams Pyro, they expected to speak with a male counterpart on the other end. When they heard Della Williams' voice on the line, many of them were skeptical of whether she could help them. To the skeptics, Williams would say, 'Try me.' If she couldn't help them, they were no worse off than before they called—but that was rarely the case. G. Like most executives, earning a good reputation and rapport with customers and other industry leaders didn't come without Williams spending a lot of time at work. Unfortunately for her, as a woman, the idea of balancing work and family would inevitably come up. She felt a duty to her employees, their families and her customers, so there were many nights when Williams remained at work instead of going home. She was so devoted to the success of Williams Pyro that she even returned to work four days after having her third child during the full-scale development of Lockheed Martin's F-16. H. Similarly to Williams, Marillyn Hewson, who now serves as the chief executive officer of Lockheed Martin, has shown herself to be an exceptional leader in the industry. Her employment at Lockheed began in the early 1980s, and she has since served in 18 different leadership positions. She claims she climbed the ladder at Lockheed because of her self-reliance, which she learned from her family growing up. Her father died when she was nine, and her mother was left to raise five children as a single mother. This tragedy taught her not only self-reliance, but to be responsible for her own personal successes or failures. I. In November 2012, Hewson became Lockheed's CEO because the corporate leadership and the board of directors recognized her talent, and because she was known for never holding back when given an opportunity. J. When she took over the top job, the Joint Strike Fighter program was uncertain, and even the smallest mistakes made were amplified by the media. The Joint Strike Fighter is unique in the world, but has had continuing problems with the Pentagon. There was a real lack of partnering that changed almost immediately when Marilyn took over. The conversation changed as did the attitude. Decisions were made that had been delayed for months. K. Women tend to be problem solvers by nature. In many cases, that trait becomes more important than having a particular title, their name on the door or the highest salary, but this can also work to their detriment and make it take longer to reach the top. L. To combat problems with the Joint Strike Fighter program, Hewson appointed Lorraine Martin as the program's general manager in April 2013. As a result of Hewson and Martin's work, criticism of the program has been significantly reduced. These women achieved this outcome by bringing authenticity to the table and rebuilding the program's credibility. Rather than tucking away the company's previous errors, they acknowledged them. They supported contract incentives that now hold Lockheed accountable and pushed the company to make the aircraft for less money. M. At General Dynamics, Phebe Novakovic earned a similar reputation for authenticity within her first weeks as CEO. When the company's $ 2 billion loss first hit the news on January 23, 2013, General Dynamics' stock price fell by more than five percent within a span of a few hours. Rather than whitewashing the situation, Novakovic spoke candidly about the problems at hand and emphasized measures that were going to be taken to fix them. Her honesty caught the attention of Wall Street, and it responded. By the end of the day, General Dynamics' stock rose 50 cents higher than the previous day. N. Through using their instincts of honesty and authenticity, these women made it to the top of their industry—even when they were sometimes the only women in the room. Linda Hudson, CEO of B.A.E., also understands the feeling of being alone in a room full of men. As the first female CEO of a major defense company, she has played a critical role in changing a culture that has traditionally been closed to women. Although the market was starting to sour when Hudson took over at B.A.E. in October 2009, Hudson successfully reversed the negative opinions that were out there. She streamlined the company, better integrated the two dozen businesses that B.A.E. had cobbled together through acquisitions, and cut costs as the market demanded. O. Hudson, Williams, Hewson, Novakovic and other women leaders in the defense industry are meeting and exceeding demands for better management during this time of fiscal restraint. They are proving that one's gender doesn't matter. What matters is what you do with the opportunities given to you. In the process, they are shaping the world.

单选题This is not a typical summer camp. But Michelle Pawlaw is glad she signed up for it. 'Getting to experience the fires hands-on is really cool and something that most people don't get to do,' she said. Michelle and eight other teenage girls are 27 in the three-day camp offered by the Arlington County Fire Department 28 just outside of Washington. Firefighter Clare Burley is in charge of the program. 'The purpose is to try to get young women interested in 29 the fire service as a career,' she said. The free of charge, overnight camp is designed to let the girls experience what 30 do in the line of duty to protect the community. That includes some rigorous activities such as moving a fire victim. They take classes and learn how to climb the ladder on a fire truck, 31 emergency tools and rescue. They also do their share of cleaning the 32 and the equipment for an injured person. Firefighting is still a male-dominated service, but Burley says with 22 women on its force of 320 the Arlington Fire Department is above the national 33 of 4.5 percent. Burley joined the department seven years ago. 'We do everything that the guys do to the same standard. We are tested to the same standard. We are 34 to operate at the same standard,' she said. 'We need to wash the lettuce and put it in a green big bowl,' said Lieutenant Robert Beer. The girls help the 35 on duty prepare for dinner. It is also part of the program. And, the girls say, by 36 three days together, they also made new friends and had a lot of fun. A. located B. average C. almost D. operate E. expected F. firehouse G. crew H. greenhouse I. considering J. firefighters K. nearly L. cost M. participating N. imagined O. spending

单选题 Directions: For this part, you are allowed 30 minutes to write an essay commenting on the remark 'Make up your mind to act decidedly and take the consequences. No good is ever done in this world by hesitation.' You can cite examples to illustrate your point. You should write at least 150 words but no more than 200 words.

单选题 自驾游(self-driving tour)属于自助旅游的一种类型，是近年来我国新兴的旅游方式，以自由、灵活、富有个性化等突出特点被旅游者接受和喜爱。自驾游在选择目的地、参与旅程设计和体验自由等方面，给旅游者提供了极大的灵活性，与传统的参团旅游(group tour)相比具有自身的特点和魅力。随着自驾旅游者的增多，自驾游市场已经成形，越来越多的旅行社、汽车俱乐部、汽车租赁公司(car rental companies)看好这一市场，并涉足这一市场的开发。

单选题 Last summer, the missing white-letter hairstreak butterfly was spotted in Scotland for the first time in 133 years. Conservationists wondered if the creature had established a breeding colony in the country—and a new discovery suggests there is good reason to be optimistic. As Russell Jackson reports for the Scotsman, volunteer naturalists recently found a cluster of tiny white-letter hairstreak eggs on an elm tree in Lennel, a small village near the country of Berwickshire. Volunteers with the UK's Butterfly Conservation have been carefully tracking white-letter hairstreak migrations for more than ten years. The butterfly, which boasts a distinctive 'W' pattern on the underside of its wings, is native to the U.K. and was once widespread in England and Wales. But white-letter hairstreak numbers have declined drastically in recent decades, largely due to an outbreak of Dutch elm disease, an illness that took hold in the 1960s. The disease has killed millions of British elm trees, which is the food source for white-letter hairstreak caterpillars (蝴蝶或蛾的幼虫). Recently, there have been signs that the butterfly's populations are recovering. The Butterfly Conservation team has observed the white-letter hairstreak gradually spreading northwards, possibly due to warming climates. But the white-letter hairstreak is still a very rare sight in Scotland, and the volunteers who found the cluster of eggs—Ken Haydock and Jill Mills—were thrilled by the discovery. 'It was a lovely sunny morning and we were searching the elm trees by the River Tweed at Lennel when Jill called me over,' Haydock says in a Butterfly Conservation statement. 'I could see by the look on her face that she had found something. We were both smiling with disbelief and delight when we realized what Jill had found and within seconds I was fumbling in my pack for the camera—my hands were shaking!' That Haydock and Mills managed to spot the eggs is quite remarkable; according to Vittoria Traverso of Atlas Obscura, white-letter hairstreak eggs are smaller than a grain of salt. The volunteers were also excited to discover an old, hatched eggshell amid the cluster of new eggs. According to the Butterfly Conservation, this suggests that the white letter hairstreak could have been breeding in the area since at least 2016. Paul Kirkland, the director of the Butterfly Conservation's Scotland chapter, says in the statement that conservationists will 'need to have a few more years of confirmed sightings' before they can classify the white-letter hairstreak as a resident species of Scotland. 'If this happens, it would take the total number of butterflies found in Scotland to 34,' he says, 'which really would be something to celebrate.'

单选题 The world is going through the biggest wave of mergers and acquisitions (收购)ever witnessed. The process sweeps from hyperactive America to Europe and reaches the emerging countries with unsurpassed might. Many in these countries are looking at this process and worrying: 'Won't the wave of business concentration turn into an uncontrollable anti-competitive force?' There's no question that the big are getting bigger and more powerful. Multinational corporations accounted for less than 20% of international trade in 1982. Today the figure is more than 25% and growing rapidly. International affiliates account for a fast-growing segment of production in economies that open up and welcome foreign investment. In Argentina, for instance, after the reforms of the early 1990s, multinationals went from 43% to almost 70% of the industrial production of the 200 largest firms. This phenomenon has created serious concerns over the role of smaller economic firms, of national businessmen and over the ultimate stability of the world economy. I believe that the most important forces behind the massive MA wave are the same that underlie the globalization process: falling transportation and communication costs, lower trade and investment barriers and enlarged markets that require enlarged operations capable of meeting customers' demands. All these are beneficial, not detrimental, to consumers. As productivity grows, the world's wealth increases. Examples of benefits or costs of the current concentration wave are scanty. Yet it is hard to imagine that the merger of a few oil firms today could recreate the same threats to competition that were feared nearly a century ago in the U.S., when the Standard Oil trust was broken up. The mergers of telecom companies, such as World Com, hardly seem to bring higher prices for consumers or a reduction in the pace of technical progress. On the contrary, the price of communications is coming down fast. In cars, too, concentration is increasing—witness Daimler and Chrysler, Renault and Nissan—but it does not appear that consumers are being hurt. Yet the fact remains that the merger movement must be watched. A few weeks ago, Alan Greenspan warned against the mega mergers in the banking industry. Who is going to supervise, regulate and operate as lender of last resort with the gigantic banks that are being created? Won't multinationals shift production from one place to another when a nation gets too strict about violation to fair competition? And should one country take upon itself the role of 'defending competition' on issues that affect many other nations, as in the U.S. vs. Microsoft case?

单选题 Making choices is hard. That would be why researcher Moran Cerf has eliminated it from his life. As a rule, he always chooses the second menu item at a restaurant. This is informed by his research in neuroeconomics (神经经济学) (a somewhat new, divisive field) at Northwestern University. As Business Insider describes, Cerf has extended his ideas—which draw on some controversial ideas in psychology, including ego depletion (自我损耗)—out into a piece of advice that, to maximize happiness, people should 'build a life that requires fewer decisions by surrounding themselves with people who embody traits they prefer.' On an intuitive level, Cerf's idea makes sense: Many choices people make are the product of social pressures and the inputs of trusted people around them. One example Cerf furnishes is that, in addition to consistently ordering the second menu item, he never picks where to eat. Rather, he limits his decision to his dining partner—which friend he plans to eat with, presumably one he trusts—and always lets them pick. While it's unclear what, if any, scientific principles underlie those pieces of advice, there is no shortage of research showing that choices can sometimes feel more confusing than liberating. An example from Quanta posits (假设): If you have a clear love of Snickers, choosing that over an Almond Joy or a Milky Way should be a no-brainer. And, as an experiment conducted by neuroscientist Paul Glimcher at NYU shows, most of the time it is. Until you introduce more choices. When the participants were offered three candy bars (Snickers, Milky Way, and Almond Joy) they had no problem picking their favorite, but when they were given the option of one among 20, including Snickers, they would sometimes stray from their preference. When the choices were taken away in later trials, the participants would wonder what caused them to make such a bad decision. As Quanta details, according to a model called 'divisive normalization (分裂归一化), which has gained some traction, the way the brain encodes choices has a lot to do with how it values all its options. So if you have two things that are clearly distinct, brain areas involved in decision-making fire in a pattern that makes the decision clear. When the choices are comparable, the brain does its best to focus on the distinctions between the two, but more choices crowd that out.

单选题 A wise man once said that the only thing necessary for the triumph of evil is for good men to do nothing. So, as a police officer I have some urgent things to say to good people. Days after days my men and I struggle to hold back a tidal wave of crime. Something has gone terribly wrong with our proud American way of life. It has happened in the area of values. A key ingredient is disappearing, and I think I know what it is: accountability. Accountability isn't hard to define. It means that every person is responsible for his or her actions and liable for their consequences. Of the many values that hold civilization together—honesty, kindness, and so on—accountability may be the most important of all. Without it, there can be no respect, no trust, no law—and, ultimately, no society. My job as a police officer is to impose accountability on people who refuse, or have never learned, to impose it on themselves. But as every policeman knows, external controls on people's behavior are far less effective than internal restraint such as guilt, shame and embarrassment. Fortunately, there are still communities—small towns, usually—schools maintain discipline and where parents hold up standards that proclaim: 'In this family certain things are not tolerated—they simply are not done!' Yet more and more, especially in our large cities and suburbs, these inner restraints are loosening. Your typical robber has gone. He considers your property his property; he takes what he wants including your life if you enrage him. The main cause for this break-down is a radical shift in attitudes. Thirty years ago if a crime was committed, society was considered the victim. Now in a shocking reversal, it is the criminal who is considered victimize: by his underprivileged upbringing, by the school that didn't teach him to read, by the church that failed to reach him with moral guidance, by the parents who didn't provide a stable home. I don't believe it. Many others in equally disadvantaged circumstances choose not to engage in criminal activities. If we free the criminal, even partly, from accountability, we become a society of endless excuses where no one accepts responsibility for anything. We in America desperately need more people who believe that the person who commits a crime is the one responsible for it.

单选题 Mind-controlled Cars A. A car in Germany can be steered with thought alone. Rose Eveleth asks its driver and his team about the very difficult skills required to steer mind-controlled vehicles. Henrik Matzke is in the driving seat of a car, poised to make a very unusual move. The car pulls up to a junction. He concentrates for a moment, willing the car to turn. The steering wheel spins, and the car veers to the right, accelerating away. With his hands on his lap, Matzke is driving the car with thought alone, often at speeds up to 50km/h (31mph). B. He's part of a team at the Free University of Berlin working on what they call the Brain Driver—a project that's hoping to bring research into reading and interpreting brain signals into people's cars and homes. What is it like to control a one-and-a-half-tonne vehicle with your mind? C. The original premise behind Brain Driver was to build a system that someone with a physical disability can use to move through the world—as well as cars, the team has developed the technology for wheelchairs too. Brain Driver would, in theory, allow them to drive by simply thinking 'right' and 'left' and 'forward'. D. But turning that dream into a reality is as hard as it sounds. Adalberto Llarena, a roboticist with the Brain Driver project, says the team has faced two main challenges: the hardware and the humans. On the hardware side, they're trying to design a commercially practicable piece of equipment that can listen in on the brain's whispers and turn them into meaningful signals that power a machine. On the human side, they've got to develop something that real people can actually learn to use. E. The Brain Driver consists of a headset with 16 sensors that monitor electrical signals from the brain. Clinical devices usually use 32 sensors, but Llarena and his team are Wing to build something that's as small, cheap as possible. 'We think that 16 are probably too many,' he says. 'We're trying to figure out if we can take half of them out.' They're already working with tiny, micro-volt signals from inside the brain and Wing to read and interpret them. F. After reading these signals through the skull, the system has to turn them into instructions for the wheelchair or car. The idea is that the driver thinks one distinct thought to turn right, and another left, while the electrodes pick up the associated activity. G. But those thoughts won't necessarily be as simple as the words 'left' and 'right'; it could be something more abstract, like a certain place or a shape. 'It was a long process because I didn't know what to do at all. I was thinking of everything, the beach, red cubes, red circles.' Eventually he figured out that if he pictured a red cube in his mind, and then imagined that cube moving forward in his skull he could make the machine move forward. If he thought about that cube moving left, he could go left. H. 'In my case it was quite easy,' says Matzke, which prompts the rest of the team to laugh. 'The other guys are laughing because it's not working for them,' he explains. And that's the human challenge in making something like this work—training your brain to produce signals that the machine can interpret is really hard. Even Matzke, who was the natural in the group, said it took months to get confident enough to actually use a car or wheelchair. 'I got confident to about 70%,' he says 'but you can't get into a car and say, 'I'm 70% confident'.' After months of training, he was able to control a car through a course on a former airport—where there would be no risk of collision should a stray thought pop into his head (the car is not approved for public roads when under mind-control). I. He's not worried about the experience. 'It's not so weird,' he says, 'because we've already developed self-driving cars. If you're sitting in a car that's already driving itself, it's not that weird to drive it with your brain,' he says. J. But there are limitations. Right now, the instructions are binary—there's no way to make a slight left, or a slight right. Nor is there a way to control the speed moving forward. You also need to maintain total focus and relaxation while driving. K. Such difficulties have already frustrated owners of thought-controlled prosthetic arms (假肢). Training to use these requires months of work—a process many patients find tiresome. Some patients abandon the arm, saying it's just too hard to use. L. Llarena wants to avoid the same thing happening with brain driving, so they're working on simplifying the system. It'll rely less on ram-by-turn instructions from the brain, and more on allowing the brain to select locations and letting the chair or car do the rest. So, rather than steering the wheelchair around each individual turn, the user could simply think the signal for 'kitchen' and the chair would take them there. M. In the future, implanting electrodes in the brain could allow much finer control, says Omar Mendoza, an expert in brain signal processing who works with Llarena. 'You can get really good results in those cases,' he says—although even severely disabled people might be reluctant to have brain surgery to restore their mobility. N. Llarena and his team aren't the only ones trying to develop cars and wheelchairs for people who can't physically power them. A few years ago, Toyota worked on a brain-controlled wheelchair that users could start, stop and turn with their minds. And one team recently got a race car driver behind the wheel again. Rather than using brain signals, he controlled the car by tilting his head and gnashing his teeth. O. So far, nobody is ready to release brain-powered cars onto the roads or wheelchairs into the home. Before that can happen, they need an easier system to use and more robust methods that can jump in when a driver gets distracted or confused. 'On one side we have the programs, and on the other side we have the people who need to use these tools,' Llarena say. 'But in the middle we have the problem.' That is the gap that future designs will need to bridge, certainly before you see a thought-controlled car overtaking you on the road. For now Matzke is one of the few people in the world who has hit the road with his mind alone.

单选题 The unique human habit of taking in and employing animals—even competitors like wolves—spurred on human tool-making and language, which have both driven humanity's success, Pat Shipman says, paleoanthropologist of Penn State University. 'Wherever you go in the world, whatever ecosystem (生态系统) , whatever culture, people live with animals,' Shipman said. For early humans, taking in and caring for animals would seem like a poor strategy for survival. 'On the face of it, you are wasting your resources. So this is a very weird behavior,' Shipman said. But it's not so weird in the context something else humans were doing about 2.6 million years ago: switching from a mostly vegetarian diet to one rich in meat. This happened because humans invented stone hunting tools that enabled them to compete with other top predators. Quite a rapid and bizarre switch for any animal. So we invented the equipment, learned how to track and kill, and eventually took in animals who also knew how to hunt—like wolves and other canines. Others, like goats, cows and horses, provided milk, hair and, finally, hides and meat. Managing all of these animals—or just tracking them—requires technology, knowledge and ways to preserve and convey information. So languages had to develop and evolve to meet the challenges. Tracking game has even been argued to be the origin of scientific inquiry, said Peter Richerson, professor emeritus (名誉退休的) in the Department of Environmental Science and Policy at the University of California, Davis. One of the signs that this happened is in petroglyphs (史前岩画) and other rock art left by ancient peoples. At first they were abstract, geometric patterns that are impossible to decipher (翻译). Then they converge on one subject: animals. There have also been genetic changes in both humans and our animals. For the animals those changes developed because human bred them for specific traits, like a cow that gives more milk or a hen that lays more eggs. But this evolutionary influence works both ways. Dogs, for instance, might have been selectively taken in by humans who shared genes for more compassion. Those humans then prospered with the dogs' help in hunting and securing their homes.

单选题 In general, our society is becoming one of giant enterprises directed by a bureaucratic management in which man becomes a small, well-oiled cog (齿轮) in the machinery. The oiling is done with higher wages, well-ventilated factories and piped music, and by psychologists and 'human-relations' experts; yet all this oiling does not alter the fact that man has become powerless, that he does not wholeheartedly participate in his work and that he is bored with it. In fact, the blue and the white collar workers have become economic puppets (木偶) who dance to the tune of automated machines and bureaucratic management. The worker and employee are anxious, not only because they might find themselves out of a job; they are anxious also because they are unable to acquire any real satisfaction or interest in life. They live and die without ever having confronted the fundamental realities of human existence as emotionally and intellectually independent and productive human beings. Those higher up on the social ladder are no less anxious. Their lives are no less empty than those of their subordinates. They are even more insecure in some respects. They are in a highly competitive race. To be promoted or to fall behind is not a matter of salary but even more a matter of self-respect. When they apply for their first job, they are tested for intelligence as well as for the right mixture of submissiveness and independence. From that moment on they are tested again and again by the psychologists, for whom testing is a big business, and by their superiors, who judge their behavior, sociability, capacity to get along, etc. This constant need to prove that one is as good as or better than one's fellow-competitor creates constant anxiety and stress, the very causes of unhappiness and illness. Am I suggesting that we should return to the pre-industrial mode of production or to nineteenth-century 'free enterprise' capitalism (资本主义)? Certainly not. Problems are not solved by returning to a stage which one has already outgrown. I suggest transforming our social system from a bureaucratically managed industrialism in which maximal production and consumption are ends in themselves into a humanist industrialism (工业制度) in which man and full development of his potentialities—those of love and of reason—are the aims of social arrangements. Production and consumption should serve only as means to this end, and should be prevented from ruling man.