题目内容
5．Dear editor，You can find language pollution whenever you open a newspaper or turn on your TV set，listen to a popular song at various advertisements．Language pollution exists almost everywhere and can be seen in the following places：
1．Chinese characters are written in the complex （复杂的 ） form．Although simplified（简化的） Chinese characters were accepted for use many years ago，it seems that more and more people like Chinese characters written in the complex form．
2．Many goods are produced in China but carry foreign names，which sound strange and have no meaning at all．
3．Words and expressions being used have a bad meaning．"Ba"（霸），which means bully in Chinese，is one example．Now there are a lot of goods，restaurants，even factories or firms，with"Ba"in their names．
4．There are too many incorrect grammatical expressions．Some films have strange names and incorrect grammatical structures．"Ai ni mei shang liang'，which means"I love you without consulting"，is grammatically incorrect and this kind of expression is now becoming popular．
Some language experts point out that language pollution must be done away with，which is an idea shared by myself and many others．
Fan Yongqian
8．The writer of the letter suggests thatA．
A．something be done to make our language pure （纯正）
B．the Chinese language not have the word"ba"
C．everything have a good name and a good meaning
D．everybody try their best to stop pollution
9．What the writer wants to say is thatB．
A．great difference exists between the Chinese characters written in the complex form and simplified form
B．many people agree with the experts on language pollution in China
C．our newspapers，TV programs，pop songs and advertisements are getting polluted
D．some film writers haven't studied Chinese grammar
10．The expression"do away with"in the last paragraph means"D"．
A．clean
B．recycle
C．get away
D．end
11．What do you guess Fan Yongqian is？He or she probably isA．
A．a reader
B．a singer of pop songs
C．a language expert
D．an expert of grammar．
分析 本文是一封读者写给编辑的信，列举了现在的语言污染现象，认为我们应该一起净化语言．
解答 8．A 推理题．根据文章最后一段Some language experts point out that language pollution must be done away with，可知我们认为要采取行动来净化我们的语言，故A正确．
9．B 推理题．根据文章第一段You can find language pollution whenever you open a newspaper or turn on your TV set，listen to a popular song at various advertisements．说明现在报纸，电视，新闻里有太多的语言的污染，故B正确．
10．D 猜测词义题．本文章最后一段Some language experts point out that language pollution must be done away with，which is an idea shared by myself and many others说明很多专家都指出语言污染应该被终止，故D正确．
11．A主旨大意题．由前面的称呼Dear editor，可推知这是一名读者写给编辑的，故A正确．
点评 在做阅读理解时，考生可快速阅读短文，通读测试题，明确考察点，在对应细读，加快做题速度．有时间还可以复查校对答案．
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相关题目
3．---Do you think their table tennis team will win the first place at the coming Olympic Games？
---_____________．Ours is much stronger than theirs．（ ）
---_____________．Ours is much stronger than theirs．（ ）
| A． | Of course | B． | It depends | ||
| C． | Don't mention it | D． | By no means |
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． |