题目内容
12．Social media and the mobile web have given rise to a strange phenomenon called the selfie．It refers to a picture of yourself，usually shared on any social networking website．（36）BSome selfies are extreme close-ups，and others show part of an arm held straight outward．A few of them even feature the subject standing in front of a bathroom mirror．
Everyone takes selfies，but the younger crowd seems to be especially involved in the trend．Young people are relatively heavier digital users．They are interested in staying connected to their friends．（37）D
There are also kinds of psychological factors driving people to take a selfie and upload it to a social networking site．（38）EA quick and easy way to attract other's attention is to get"likes"and comments from friends．Secondly，it's human nature to show off your own great achievements．When you feel good about yourself or look good，it's far too easy to take out your phone and document it all through one or several selfies．（39）G That's right．Sometimes people are bored at work，bored at school，bored at home and even bored on the toilet．Last but not least，social media is about being social!If that means uploading as many selfies as possible，then so be it．It's fun，and it's a cool way to sort of document your own life．
Finally，there are things to be mindful of when you're posting．It's easy to think you're sharing a photo with a few people．（40）FSo don't post anything online，selfie especially．
A．The rise of selfies has become universal．
B．There are lots of selfie styles．
C．The desire to take，post and get"likes"on selfies goes back to a biological behavior．
D．Social media，to some extent，is the driving force of their selfie activity．
E．The leading factor is that people want to get attention from as many people as possible．
F．But the whole world of social media is public and every individual can get access to it．
G．There are also people who will take selfies because they have nothing else better to do．
分析 文章主要讲述的是"自拍"这个话题，很贴近日常生活．自拍已经成为一种全球性的流行语，自拍照流传于各种社交网站．自拍的狂热主要有三方面的原因．在肯定自拍的同时，也有人担心自拍照会影响到个人的自尊心．
解答 36．B．推理判断题．根据后文Some selfies are extreme close-ups（特写镜头），and others show part of an arm held straight outward可知自拍的方式有很多种；故选B．
37．D．推理判断题．根据前文There are also kinds of psychological factors driving people to take a selfie and upload it to a social networking site可知社会媒体，在某种程度上，是他们的自拍活动的驱动力；故选D．
38．E．推理判断题．根据后文A quick and easy way to attract other's attention is to get"likes"and comments from friends可知最主要的因素是人们希望尽可能多地关注人们；故选E．
39．G．推理判断题．根据后文Sometimes people are bored at work，bored at school，bored at home and even bored on the toilet可知也有人晒自拍照，因为他们没有其他更好的事情；故选G．
40．F．推理判断题．根据后文So don't post anything online，selfie especially可知整个社会媒体都是公开的，每个人都可以接触到它，这不安全；故选F．
点评 七选五阅读是完成性阅读，和完形填空很类似，不同的是一个选词，一个选句子．解题时，要注意上下文语境，充分考虑信息词（选项中和空格前后句子中相同或相近的词），选出最符合语境的句子．
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15．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/mad about data collection and analysis． |
| An example of a complexifier-Phillip | ●He demanded extra data and blamed colleagues for their （74）inability/failing/failure 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/classify different 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）creators of it． |