题目内容

The American Bystander

On a humid subway ride into work a few days ago, a woman on the other end of my car had a seizure (病情突然发作). All of a sudden, I heard her let out a painful sigh as she collapsed. For several minutes, the train continued down the track, and everyone in the car just stared at the woman. Finally, at the next stop a man informed the operator of what had happened and called 911. Luckily the woman came to herself as the EMTs carried her off the train. Ever since, I’ve been puzzled by the same question — why didn’t anyone do anything? And more importantly, why didn’t I do anything?

We’ve learned about the commonly referenced bystander effect—a psychological phenomenon in which individuals will avoid offering help to a person in need when other people are present. The bystander effect is attributed to two different psychological processes: social influence—individuals in a group will monitor and imitate other group members’ behavior—and shift of responsibility—individuals will cease to help because they believe that someone else will.

Even though most people probably haven’t witnessed a woman having a seizure on the subway, I’m sure if asked, anyone could think of a time when they could have helped and simply didn’t. In fact, I know that we have all experienced the bystander effect, because I believe it is one of American society’s most common headaches.

Anyone who follows the news can tell you that most of what we hear or read about these days is another death or another hate crime committed right in our own country. Consider the most recent theatre shooting in Nashville. The headlines read Another Theatre Shooting, Gunman is dead. When we read that headline or heard it on the news, most of us just acknowledged how sad it was, then told ourselves that there is nothing we can do to help and assumed that someone else would.

If America is just one large group of witnesses, all while telling ourselves that someone else most certainly will step in, how can we hope to shake the hold of this social psychological spell? The solution lies solely within us, to know the difference between doing what is justifiable and doing what is right, helping those in need when we have the means and opportunity to do so.

I want to be like the man on the subway who told the operator about the woman’s seizure, because as soon as he did, people followed suit and offered help. We have the power to choose whether to justify passivity or actively decide to do the right thing, and as a society I believe we ought to break free from our psychological tendency to just stand by.

1.What was the most passengers’ attitude towards the woman’s seizure?

A. Indifferent. B. Skeptical.

C. Enthusiastic. D. Concerned.

2.The psychological explanation for the fact that most people hesitate to help is that ________.

A. they need heroes or good examples to learn from

B. they believe such cases are none of their business

C. they fear that their behavior will be imitated by others

D. they count on other group members to give a helping hand

3.What can we learn from the theatre shooting in Nashville?

A. The mass media are only too concerned about crimes and deaths.

B. The majority of the US citizens are suffering from crimes.

C. People get too accustomed to pay adequate attention to crimes.

D. Media coverage is inconsistent with what the Americans assume.

4.As far as the author is concerned, the key to solving such an effect lies in ________.

A. the necessary means and opportunity to help others

B. the essential power to display psychological tendency

C. the acute awareness of making a right choice

D. the determined effort to help whoever is in need of help

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When you drive the app on your phone, it shows you, with green bars that increase or decrease, how close or far away you are from the Tile. You can also program it to make a sound when you get close to the Tile. And you can link up your phone with up to ten Tiles. And if your lost object — a dog, for example, or a stolen bike — go out of your own phone’s 150-foot Bluetooth range, you can set it as a “lost item”. If any of the phones with the Tile app comes within range of your lost item, a message will be sent to your phone, telling you its position. The Tile app also has the function to remember where it last saw your Tile, so that you can easily find where you left it.

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1.What can the Tile app help you?

A. To find other phone users.

B. To find your missing items.

C. To save your phone’s power.

D. To use your phone more wisely.

2.What does the second paragraph mainly tell us?

A. What the Tile app is.

B. How the Tile app works.

C. Why the Tile app was created.

D. What the advantages of the Tile app are.

3.What can we learn from the passage?

A. The Tile need be charged after a year of use.

B. One smart phone can only be linked up with one Tile.

C. The Tile can’t be linked up with a phone without Bluetooth.

D. A missing item can’t be found if it goes out of your phone’s Bluetooth range.

4.Where does the passage probably come from?

A. A news report. B. Science fiction.

C. A personal diary. D. An advertisement.

Imagine that you’re looking at your company-issued smartphone and you notice an e-mail from Linkedln:“These companies are looking for candidate like you!” You aren’t necessarily searching for a job, but you’re always open to opportunities, so out of curiosity, you click on the link. A few minutes later your boss appears at your desk. “We’ve noticed that you’re spending more time on Linkedln lately, so I wanted to talk with you about your career and whether you’re happy here,” she says Uh-oh.

It’s an awkward scene. Attrition(损耗) has always been expensive for companies, but in many industries the cost of losing good workers is rising, owing to tight labor markets. Thus companies are making greater efforts to predict which workers are at high risk of leaving so that managers can try to stop them. Methods range from electronic monitor to sophisticated analyses of employees’ social media lives.

Some of this work may be a reason to let employees to quit. In general, people leave their jobs because they don’t like their boss, don’t see opportunities for promotion or growth, or are offered a higher pay; these reasons have held steady for years.

New research conducted by CEB, a Washington-based technology company, looks not just at why workers quit but also at when. “We’ve learned that what really affects people is their sense of how they’re doing compared with other people in their peer group, or with where they thought they would be at a certain point in life, says Brian Kropp, who heads CEB’s HR practice. “We’ve learned to focus on moments that allow people to make these comparisons.”

Technology also provides clues about which star employees might be eyeing the exit. Companies can tell whether employees using work computers or phones are spending time on (or even just opening e-mails from) career websites, and research shows that more firms are paying attention to these things. Large companies have also begun tracking badge swipes(浏览痕迹)—employees’ use of an ID to enter and exit the building or the parking garage—to identify patterns that suggest a worker may be interviewing for a job.

1.From the first paragraph, we can infer Linkedln is ________.

A. an e-mail

B. a job from the Internet

C. a professional social network

D. a world-famous company

2.What’s the main idea of the second paragraph?

A. The cost of losing good workers is rising.

B. Companies are stricter with workers than before.

C. Measures have been taken to find the potential workers who want to quit.

D. Finding new jobs has been a trend for most workers.

3.According to the research by CEB, which of the following might be the most probable reason for workers to quit their jobs?

A. They don’t like their bosses.

B. Workers are always doing comparisons.

C. Not seeing opportunities for promotion.

D. To find a higher-paid job.

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