题目内容
10.Overcome the Complexity Within YouAlthough 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. |
分析 本文是一篇说明文,文章首先提出复杂者(喜欢把事情复杂化的人)有哪些特征,然后举出例子来说明复杂者和简化者在遇到具体事情时的处理方式.接着通过两者的对比,得出结论:复杂者通常趋向于制造麻烦,而简化者通过简化问题,可以更好地避开麻烦,从而解决问题.
解答 71.Characteristics/Features 归纳概括题.根据该空右边的三个要点可知,本行表格介绍 complexifiers的特征.故填"Characteristics/Features特征".
72.tendency 推理题.根据"some people seem to be likely to create complexity"可知他们更"倾向于"制造麻烦,把事情复杂化.
73.crazy/mad 推理题.根据"they always wait for more data and better analysis"他们总是等待更多的数据和更好的分析,可知他们"疯狂地"收集以及分析数据.故填"crazy/mad".
74.inability/failing/failure 推理题.根据"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"可知,他要求有额外的数据并且指责同事"无法"详细回答问题.故填"inability/failing无法".
75.action/measures/steps 推理题.根据"he kept telling HR that he wanted more time to evaluate them,so no changes were made."可知,他声称有更多的时间来评估,但是从不付出"行动".故填"action/measures/steps"
76.inefficient/ineffective 推理题.根据"The result was that market share and profitability continued to decline."可知,他所做的过程是一个"低效的"甚至是"无效的"过程,所以才导致市场份额和利润持续下降.故填"inefficient/ineffective 低效的/无效的".
77.unnecessary推理题.根据"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."可知复杂者需要更多的信息,而简化者考虑问题则"不需要"获得完整的数据.故填"unnecessary不需要"
78.sort/classify推理题.根据"complexifiers ask their people to keep multiple balls in the air.Simplifiers on the other hand narrow the focus to a few key things"可知Complexifiers喜欢把不同的事物"分类"和分析,而简化者关注事物的关键点和结果.故填"sort/classify分类".
79.convey推理题.根据"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."可知,复杂者使用复杂的图表来通知人们,而简化者则通过简单的故事来传达信息.
80.creators推理题.根据"asking these questions can help keep us honest about whether we are avoiding complexity,or creating it."可知,通过这些问题我们可以知道自己是在回避麻烦,还是在制造麻烦.即"avoiders回避者"还是"creators制造者"
点评 题目涉及多道细节理解题,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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No,it's about ________.( )
A. | 7 minutes walk | B. | 7 minute walk | C. | 7 minutes'walk | D. | 7 minute's walk |
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. |
-________.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 |
A. | In fact | B. | In theory | C. | On average | D. | In particular |