题目内容
15．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/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． |
分析 本文是一篇说明文，介绍了"complexifiers"，文章首先提出"complexifiers"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．故填"tendency"．
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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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． |
20．Happy People Make Their Partners HealthierPeople who are happier are usually also healthier-and not just because they're happy about being healthy．When humans feel good，they're more likely to be active and less likely to attempt to cheer themselves up with cheeseburgers，ice cream and a two-day Game of Thrones marathon．
But a new study suggests that people whose partners are happier are probably also in better shape，even independently of their own happiness．In fact，the study's data suggests that people with a happy partner are 34% more likely to be healthy than those married to a downer．
The authors propose a couple of reasons why a happy person might improve the health of their lover．First，a happy spouse is a better caretaker； he or she is more likely to have the emotional energ y to look after a significant other，making sure they're O．K．，have taken their medicine and are looked after when they're ill．
Secondly，people with a positive outlook are more likely to be playing the long game； they eat better，they exercise，they sleep regularly，they make plans and avoid doing self-destructive things because they feel good about the future．And they bring their companions along for the ride．"Happy people drag their partners out of bed to go exercise，and they encourage them to eat healthier，"says Bill Chopik an associate psychology professor at MSU，and lead author of the study．
And thirdly，happy partners make life eas ier for their partners because their partners aren't stressed by the fact that their closest companion is always in a bad mood，and they're not exhausted by efforts to make them happy or under constant pressure．
It's hard to know what moral to draw from the study-apart from try to marry a happy person-since the stress of trying to figure out how to improve your spouse's mood may well undo all the beneficial effects of having a happy spouse．Chopik has a workaround．"Relationship satisfaction between couples is one of the largest predictors of happiness，"he says．So instead of trying to figure out what's up with him or her，he suggests working out what's up with the two of you．
But a new study suggests that people whose partners are happier are probably also in better shape，even independently of their own happiness．In fact，the study's data suggests that people with a happy partner are 34% more likely to be healthy than those married to a downer．
The authors propose a couple of reasons why a happy person might improve the health of their lover．First，a happy spouse is a better caretaker； he or she is more likely to have the emotional energ y to look after a significant other，making sure they're O．K．，have taken their medicine and are looked after when they're ill．
Secondly，people with a positive outlook are more likely to be playing the long game； they eat better，they exercise，they sleep regularly，they make plans and avoid doing self-destructive things because they feel good about the future．And they bring their companions along for the ride．"Happy people drag their partners out of bed to go exercise，and they encourage them to eat healthier，"says Bill Chopik an associate psychology professor at MSU，and lead author of the study．
And thirdly，happy partners make life eas ier for their partners because their partners aren't stressed by the fact that their closest companion is always in a bad mood，and they're not exhausted by efforts to make them happy or under constant pressure．
It's hard to know what moral to draw from the study-apart from try to marry a happy person-since the stress of trying to figure out how to improve your spouse's mood may well undo all the beneficial effects of having a happy spouse．Chopik has a workaround．"Relationship satisfaction between couples is one of the largest predictors of happiness，"he says．So instead of trying to figure out what's up with him or her，he suggests working out what's up with the two of you．
| Happy People Make Their Partners Healthier | |
| Benefits of being a happy person | （71）Owning good health Bing active （72）ratherthan cheering themselves up with cheeseburgers，ice cream and a two-day Game of Thrones marathon． Leading a healthy and （73）regularlife Doing things as scheduled |
| Benefit of marrying a happy partner | Being in good shape，even having （74）nothing/littleto do with their own happiness． |
| （75）Factorsleading to a happy person improving the health of their lovers | ◆Being considerate to their lovers （1）Having the emotional energy to look after their partners （2）（76）Ensuring/Guaranteeing，Securingtheir partners keep fit （3）Urging their lover to take medicine ◆Having a positive outlook and having positive （77）effects/impacts，influenceon their partners （1）Helping them develop a healthy and regular life （2）Urging them to work out and （78）accompanyingthem ◆Making life easier for their partners （1）Being always in a bad mood （2）（79）Riddingtheir partners of the pressure to amuse them |
| （80）Conclusion drawn from the study | Marry a happy person and there is no need to figure out what's up with him or her．Working out what's up with the two of you matters a lot． |