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The interview has been going on for about 20 minutes and everything seems to be going well．Then, suddenly, the interviewer asks an expected question,“Which is not important, law or love?”
Job applicants increasingly find themselves asked strange questions like this．And the signs are that this is beginning to happen in China．Employers want people who are skilled, enthusiastic and devoted．So these are qualities that reasonable intelligent job applicant will try to show no matter what his or her actual feelings are．
In response, employers are increasingly using questions that can try and show the applicants' true personality．The question in the first paragraph comes from a test called the Kiersey Personality Sorter．It is an attempt to discover how people solve problems, ________ This is often called aptitude(智能)testing．
According to Mark Baldwin of Alliance many job applicants in China are finding this type of questions difficult．When a Chinese person fills out an aptitude test he or she will think there is a right answer and they may well fail because they try to guess what the examiner wants to see．
This is sometimes called the prisoner's dilemma(窘境)．Applicants are trying to act cleverly in their own interest．But they fail because they don't understand what the interviewer is looking for．Remember that in an aptitude test, the correct answer is always the honest answer．
1．What is the best title of the passage?(Please answer within 10 words．)
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2．Which sentence in the passage can be replaced by the following one?
More and more people are realizing that they will have to face some unexpected questions when being interviewed．
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3．Please fill in the blank in the third paragraph with proper words or phrases to complete the sentence．(Please answer within 10 words．)
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4．What question would you like to ask the applicant if you were the employer in order to figure out his personality?(Please answer within 20 words．)
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5．Translate the underlined sentence into Chinese．
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When Should a Leader Apologize and When Not？
Why Difficult？
When we wrong someone we know，even not intentionally，we are generally expected to apologize so as to improve the situation. But when we’re acting as leaders，the circumstances are different. The act of apology is carried out not only at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart，or it can be stupid. So，readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmony—while an apology that is too little，too late，or too obviously strategic can bring on individual and institutional ruin. What，then，is to be done？How can leaders decide if and when to apologize publicly？
Why Now？
The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so，the United States in particular has developed an apology culture—apologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles，cartoons，advice columns，and radio and television programs have similarly dealt with the subject of private apologies.
Why Bother？
Why do we apologize？Why do we ever put ourselves in situations likely to be difficult，embarrassing，and even risky？Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind，their individual and institutional reputations are in danger. Clearly，then，leaders should not apologize often or lightly. For a leader to express apology，there needs to be a good，strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.
Why Refuse？
Why is it that leaders so often refuse to apologize，even when a public apology seems to be in order？Their reasons can be individual or institutional. Because leaders are public figures，their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that the admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations，as we shall see，but it is a high-risk strategy.
―→·Public apology is much more than a(an) 72 act.
·It’s no 73 job to strike a balance between apologizing or not.
·Apologies not 74 offered can bring on individual and institutional ruin.
―→ ·In an 76 ， admission of all sorts of wrongdoings is more required than before.
·The 77 of public apologies has been widely reported in the mass media.
―→ ·Being public figures， leaders are supposed to appear 78 .
·There needs to be a sufficient reason for a leader to 79 in public.
―→ ·Making apologies is likely to be personally uncomfortable and 80 .
·Admission of a mistake or wrongdoing will probably do 81 to their organization.
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