Career success could be predicted as early as kindergarten, according to a 20-year study recently published in the American Journal of Public Health.

Researchers from Pennsylvania State University and Duke University tracked more than 700 children from across the US between kindergarten and age 25 and found a significant correlation(相关性)between their social skills as kindergartners and their success as adults two decades later.

In 1991, teachers assessed how the kindergartners interacted(互动) with each other socially using a range of criteria like whether they cooperate with their peers without prompting(激励), if they're helpful to others, whether they're good at understanding feelings, and if they can solve problems on their own.

Researchers then kept track of whether the students went on to graduate high school on time, get a college degree, and find and keep a full-time job by 25. They also monitored the participants' involvement with crime, drug abuse, public assistance, and mental health issues.

The results showed that socially competent(有能力的)children were far more likely to earn a college degree and have a full-time job by 25 than those with limited social skills. Those with limited social skills also had a higher chance of getting arrested, binge(放纵)drinking, and applying for public housing.

“This study shows that helping children develop social and emotional skills is one of the most important things we can do to prepare them for a healthy future," said Kristin Schubert, program director at the Robert Wood Johnson Foundation, which funded the research, in a release.

“From an early age, these skills can determine whether a child goes to college or prison, and whether they end up employed or addicted." The good news, according to Damon Jones, lead author of the study, is that intervention(干预)at a young age can help improve social and emotional skills. “This research by itself doesn't prove that higher social competence can lead to better outcomes later on," he said. “But when combined with other research, it is clear that helping children develop these skills increases their chances of success in school, work, and life."

1.What has the 20-year study found?

A. Most kindergartners can solve problems alone.

B. Helpful children understand other's feeling better.

C. Outgoing children cooperate with their peers easily.

D. Social skills play a key role in children's development.

2.Paragraph 3 and 4 are mainly about?

A. when the researchers began their study

B. how long it took to complete the study

C. how the researchers conducted the study

D. what factors were studied by the experts

3.What should parents do to help their children to succeed according to Kristin Schubert?

A. Teach them how to cooperate with others.

B.Teach them some basic living skills.

C.Tell them to keep off alcohol

D. Coach them in their lessons.

4.The text makes very good sense to ____________.

A. teenagers B. educators

C. doctors D. general readers

Ammie Reddick from East Kilbride, Lanarkshire, was only 18 months old when she had the accident that had scarred(留下创伤) her for life. The curious child reached up to grab the wire of a hot kettle in the family kitchen and poured boiling water over her tiny body.

Her mother Ruby turned round and, seeing Ammie horribly burnt, called an ambulance which rushed her daughter to a nearby hospital. Twenty percent of Ammie’s body had been burned and all of her burns were third-degree. There, using tissue(组织) taken from unburned areas of Ammie’s body, doctors performed complex skin transplants(移植) to close her wounds and control her injuries, an operation that took about six hours. Over the next 16 years, Ammie underwent 12 more operations to repair her body.

When she started school at Maxwelton Primary at age 4, other pupils made cruel comments or simply wouldn’t play with her. “I was the only burned child in the street, the class and the school,” she recalled, “some children refused to become friends because of that.”

Today, aged 17, Ammie can only ever remember being a burned person with scars; pain is a permanent part of her body. She still has to have two further skin transplants. Yet she is a confident, outgoing teenager who offers inspiration and hope to other young burned victims.

She is a member of the Scottish Burned Children’s Club, a charity set up last year. This month, Ammie will be joining the younger children at the Graffham Water Center in Cambridgeshire for the charity’s first summer camp. “I’ll show them how to get rid of unkind stares from others,” she says. Ammie loves wearing fashionable sleeveless tops, and she plans to show the youngsters at the summer camp that they can too. “I do not go to great lengths to hide my burns scars,” she says, “I gave up wondering how other people would react years ago.”

1.How many operations has Ammie already had?

A. Twelve B. Thirteen

C. fourteen D. Fifteen

2.What did other children do when Ammie first went to school?

A. They were friendly to her.

B. They showed sympathy to her.

C. They were afraid of her.

D. They looked down upon her.

3.Ammie will teach the younger children at the Graffham Water Center to___________.

A. face others’ unkindness bravely

B. hide their scars by proper dressing

C. live a normal life

D. recover quickly

4.Which of the following words can’t properly describe Ammie?

A. Courageous B. Confident

C. Sensitive D. Outgoing

5.What can be the best title of the passage?

A. A Seriously Burned Girl Survives

B. Ways to Get Rid of Unkind Stares

C. Permanent Scars And Pain For a Girl

D. A Seriously Burned Angel of Hope

In business, there's a speed difference: It's the difference between how important a firm's leaders say speed is to their competitive(竞争的) strategy(策略) and how fast the company actually moves. The difference is important regardless of industry and company size. Companies fearful of losing their competitive advantage spend much time and money looking for ways to pick up the speed.

In our study of 343 businesses, the companies that chose to go, go, go to try to gain an edge ended up with lower sales and operating incomes than those that paused at key moments to make sure they were on the right track. What's more, the firms that “slowed down to speed up” improved their top and bottom lines, averaging 40% higher sales and 52% higher operating incomes over a three-­year period.

How did they disobey the laws of business physics, taking more time than Competitors yet performing better? They thought differently about what “slower” and “faster” mean. Firms sometimes fail to understand the difference between operational speed (moving quickly) and strategic speed (reducing the time it takes to deliver value).Simply increasing the speed of production, for example, may be one way to try to reduce the speed difference. But that often leads to reduced value over time, in the form of lower­-quality products and services.

In our study, higher ­performing companies with strategic speed always made changes when necessary. They became more open to ideas and discussion. They encouraged new ways of thinking. And they allowed time to look back and learn. By contrast (相比而言), performance suffered at firms that moved fast all the time, paid too much attention to improving efficiency, stuck to tested methods, didn't develop team spirit among their employees, and had little time thinking about changes.

Strategic speed serves as a kind of leadership. Teams that regularly take time to get things right, rather than plough ahead full bore, are more successful in meeting their business goals. That kind of strategy must come from the top.

1.What does the underlined part “gain an edge” in Paragraph 2 mean?

A. Increase the speed. B. Get an advantage.

C. Reach the limit. D. Set a goal.

2.The underlined part “the laws of business physics” in Paragraph 3 means ________.

A. spending more time and performing worse

B. spending more time and performing better

C. spending less time and performing worse

D. spending less time and performing better

3.What can we learn from the text?

A. How fast a firm moves depends on how big it is.

B. How competitive a firm is depends on what it produces.

C. Firms guided by strategic speed take time to make necessary changes.

D. Firms guided by operational speed take time to develop necessary team spirit.

4.Which could be the best title for the text?

A. Improve quality? Serve better.

B. Deliver value? Plough ahead.

C. Reduce time? Move faster.

D. Need speed? Slow down.

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