题目内容
7．A handshake is one of the most common ways to greet others，but US President Donald Trump's unusual method has been put under the microscope lately．Much like an armwrestler in a match，the recently-elected leader has a habit of yanking （猛拉） people's hands toward himself during handshakes．And while a typical handshake is only brief，the one between him and Japanese Prime Minister Shinzo Abe on Feb 10 lasted a full 19 seconds．
Simply having a strong hand is not the explanation here．According to Darren Stanton，a body language expert from the UK，while handshakes are usually an exchange of kindness，Trump uses his as a way to show power and control，regardless of how uncomfortable it makes people．"It is as if to say，‘Hey，I'm in charge，don't mess with me，'"Stanton told The Independent．
Apart from Trump's"yank-shake"，there are other ways people display power with their hands．At business talks or political meetings，for example，some people may rotate （旋转） their wrists during handshakes so that their hand ends up on top instead of underneath．Some may squeeze so hard that it leaves the other person's hand in pain．
According to Stanton，by pulling people into his personal space，Trump is also testing w hether they are willing to cooperate with him．"For example，if someone was resistant to being yanked towards him and stood their ground，he would know that he has work to do with them before he got what he wanted，"Stanton told Express．
This is probably why on Feb 13 when Canadian Prime Minister Justin Trudeau visited the White House，all eyes were on how he was going to handle Trump's handshake．Fortunately，Trudeau managed to avoid the embarrassment by grabbing Trump's shoulder to stop himself being pulled in．Afterward，some Twitter users wrote that this proved Trudeau's strong leadership，with one even calling the moment"one of Canada's greatest victories"．
Vice magazine summed up the exchange between the two leaders as："…no regular handshake．This was the first shot in a bloodless war．"
25．According to Darren Stanton，Trump uses his"yank-shake"toA．
a．show his kindness
b．gain control
c．remind people of his status
d．see if people are cooperative
e．get people to lower their guard
A．bcd
B．abc
C．ace
D．bde
26．The phrase"stood their ground"in Paragraph 5 probably meansB．
A．going ahead
B．standing still
C．turning around
D．pulling out
27．According to the text，the way Trudeau reacted to Trump's handshakeB．
A．annoyed Trump
B．displayed his power
C．was considered rude
D．was likely to start a war
28．What can be concluded from the text？C
A．Some people spin their wrists during handshakes to show extra respect．
B．Handshakes are the most preferable way for political leaders to greet others．
C．The way someone shakes another person's hand can have different meanings．
D．The longer two people shake their hands，the better their relationship is．
分析 文章主要讲述了握手的方式有很多种，表达的含义也有很多种．主要瞄上了美国总统特朗普的握手方式与众不同．
解答 25．A 细节理解题．根据文章内容"a body language expert from the UK，while handshakes are usually an exchange of kindness，Trump uses his as a way to show power and control，regardless of how uncomfortable it makes people"从英国的身体语言专家看来，握手通常是交换善良，而特朗普用他的表现为权力和控制，无论让人多么不舒服．故选A．
26．B 词义猜测题．根据文章内容"if someone was resistant to being yanked towards him and stood their ground"如果有人能够抵抗拉向他，站在自己的立场，划线部分的含义是指站在原地不动．故选B．
27．B 细节理解题．根据文章内容"Trudeau managed to avoid the embarrassment by grabbing Trump's shoulder to stop himself being pulled in．Afterward，some Twitter users wrote that this proved Trudeau's strong leadership，with one even calling the moment"one of Canada's greatest victories"．"特鲁多通过抓住特朗普的肩膀来阻止自己被拉进来，从而避免了尴尬．后来，一些Twitter用户写道，这证明了特鲁多的强大领导力，甚至有人称他为"加拿大最伟大的胜利之一"．故选B．
28．C 主旨题．文章主要讲述了握手的方式有很多种，表达的含义也有很多种．主要描述了美国总统特朗普的握手方式与众不同，通过文章内容故选C．
点评 做这类题材阅读理解时要求考生对文章通读一遍，做题时结合原文和题目有针对性的找出相关语句进行仔细分析，结合选项选出正确答案．推理判断题也是要在抓住关键句子的基础上合理的分析才能得出正确答案，切忌胡乱猜测，一定要做到有理有据．
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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． |