题目内容
2．-I still haven't made any progress in writing an English essay．-________．How can you expect to write a passage when you don't understand the words？（ ）
| A． | Learn to walk before you run | |
| B． | Practice makes perfect | |
| C． | Don't put the cart before the horse | |
| D． | Learn to fish but not just ask for fish |
分析 --我仍然没有在写英语作文上取得任何进步．
--要从基础做起，循序渐进．既然你连单词都不理解，你怎么能够期待写出文章呢？
解答 答案：A 考查谚语．Learn to walk before you run按部就班，循序渐进，先学走再学跑；Practice makes perfect熟能生巧；Don't put the cart before the horse不要本末倒置；Learn to fish but not just ask for fish不只是为了得到鱼才学会捕鱼，技多不压身．根据句意，A项正确．
点评 英语谚语，可以在文章开始或结尾使用，起到吸引别人注意和画龙点睛之用．
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10．Overcome the Complexity Within You
Although it doesn't show up clearly in any personality test，some people seem to be likely to create complexity．Instead of cutting to the heart of an issue and narrowing down projects，they allow the scope to keep expanding； and instead of making decisions，they always wait for more data and better analysis．
People of"complexifiers"are characterized with these behaviors，always leaving complexity in their wake and making it more difficult for colleagues，customers，and even family members to get things done．Here's a brief example：
Due to changing market conditions，a billion-dollar consumer products company was starting to see decline in market share and profitability．To turn things around，an industry expert named Phillip was brought in as a new general manager．
Phillip turned out to be a classic complexifier．At every meeting he asked for extra data and scolded his people for not knowing the answers to every detailed question he could think of．And although he was dissatisfied with some members，he kept telling HR that he wanted more time to evaluate them，so no changes were made．Eventually he reorganized the unit into a team that most of his people didn't fully understand him．The result was that market share and profitability continued to decline．
Obviously Phillip represents an extreme example of a complexifier．But all of us fall into this category from time to time．If you want to learn how to think more like a"simplifier，"here are four questions that you can ask yourself and/or discuss with your team：
How much data is enough？Complexifiers always want more information，with the hope that the next bit or byte will answer all questions and hold the key to success．Simplifiers understand that there will never be complete data and that it's necessary to create hypotheses （假设） and action plans based on an intuitive sense of how much is enough．
Have we agreed on the key issues？Rather than get locked in to a few things，complexifiers ask their people to keep multiple balls in the air．Simplifiers on the other hand narrow the focus to a few key things and give their people permission to stop doing things that don't make the cut．
Do we have an efficient process for rapid review and course correction？Complexifiers like to spend their time in long meetings，sorting through reports and analyses．Simplifiers have focused reviews of the key priorities and hold people accountable for their commitments and results．They also learn as they go，continually testing their hypotheses about what should be done against the reality of what's working and what is not．This allows them to shift course whenever necessary．
Can we explain our plan to others？Complexifiers have a hard time communicating their plans to colleagues and customers，relying on intricate （复杂的） charts and diagrams rather than simple，straightforward messages．Simplifiers tell stories that can get across the situation，the goals，and the plans-in a way that helps people understand what they need to do and how their work fits with everything else．
Some people are naturals at simplification．But for the rest of us，asking these questions can help keep us honest about whether we are avoiding complexity，or creating it．
Although it doesn't show up clearly in any personality test，some people seem to be likely to create complexity．Instead of cutting to the heart of an issue and narrowing down projects，they allow the scope to keep expanding； and instead of making decisions，they always wait for more data and better analysis．
People of"complexifiers"are characterized with these behaviors，always leaving complexity in their wake and making it more difficult for colleagues，customers，and even family members to get things done．Here's a brief example：
Due to changing market conditions，a billion-dollar consumer products company was starting to see decline in market share and profitability．To turn things around，an industry expert named Phillip was brought in as a new general manager．
Phillip turned out to be a classic complexifier．At every meeting he asked for extra data and scolded his people for not knowing the answers to every detailed question he could think of．And although he was dissatisfied with some members，he kept telling HR that he wanted more time to evaluate them，so no changes were made．Eventually he reorganized the unit into a team that most of his people didn't fully understand him．The result was that market share and profitability continued to decline．
Obviously Phillip represents an extreme example of a complexifier．But all of us fall into this category from time to time．If you want to learn how to think more like a"simplifier，"here are four questions that you can ask yourself and/or discuss with your team：
How much data is enough？Complexifiers always want more information，with the hope that the next bit or byte will answer all questions and hold the key to success．Simplifiers understand that there will never be complete data and that it's necessary to create hypotheses （假设） and action plans based on an intuitive sense of how much is enough．
Have we agreed on the key issues？Rather than get locked in to a few things，complexifiers ask their people to keep multiple balls in the air．Simplifiers on the other hand narrow the focus to a few key things and give their people permission to stop doing things that don't make the cut．
Do we have an efficient process for rapid review and course correction？Complexifiers like to spend their time in long meetings，sorting through reports and analyses．Simplifiers have focused reviews of the key priorities and hold people accountable for their commitments and results．They also learn as they go，continually testing their hypotheses about what should be done against the reality of what's working and what is not．This allows them to shift course whenever necessary．
Can we explain our plan to others？Complexifiers have a hard time communicating their plans to colleagues and customers，relying on intricate （复杂的） charts and diagrams rather than simple，straightforward messages．Simplifiers tell stories that can get across the situation，the goals，and the plans-in a way that helps people understand what they need to do and how their work fits with everything else．
Some people are naturals at simplification．But for the rest of us，asking these questions can help keep us honest about whether we are avoiding complexity，or creating it．
| Title：Overcome the Complexity Within You | |
| （71）Characteristics/Features of complexifiers | ●They have a （72）tendency to make things complex． ●What they focus on is usually off the point． ●They are （73）crazy/madabout data collection and analysis． |
| An example of a cmplexifier-Phillip | ●He demanded extra data and blamed colleagues for their （74）to answer his detailed questions． ●He claimed more time to evaluate them，but never took （75）action/measures/steps． ●What he did proved to be an （76）inefficient/ineffective process． |
Contrasts between complexifiers and simplifiers | ●Complexifiers want more information while simplifiers consider obtaining complete data （77）unnecessary． ●Complexifiers keep their people busy with multiple things whereas simplifiers focus on key things． ●Complexifiers like to （78）sort/classifydifferent reports and analysis while simplifiers focus reviews of the key priorities and results． ●Complexifiers employ complicated charts to inform people while simplifiers （79）convey messages through simple stories |
| A possible solution to the problem | Asking questions can help identify if we are complexity avoiders or （80）of it． |
17．How amazing you have overcome so many difficulties and eventually succeeded，______？（ ）
| A． | isn't it | B． | haven't you | C． | wasn't it | D． | didn't you |
11．The most unbelievable thing is that Wikileaks has got hold of some secret government documents．（ ）
| A． | simply | B． | sincerely | C． | somehow | D． | Yet |