Moving to a new town or even a new neighborhood is stressful at any age, but a new study shows that frequent moves in childhood are related to poorer well-being(幸福) in adulthood, especially among people who are more introverted(内向的) or neurotic(神经症的).
The researchers tested the relationship between the number of childhood moves and well-being in a sample of 7108 American adults who were followed for 10 years.
“We know that children who move frequently are more likely to perform poorly in school and have more behavioral problems,” said the study’s lead author Shigehiro Oishi. “However, the long-term effects of moving on well-being in adulthood have been overlooked by researchers.”
The study’s participants, who were between the ages of 20 and 75, were contacted in 1994 and 1995 and were surveyed again 10 years later. They were asked how many times they had moved as children, as well as about their psychological well-being, personality type and social relationships.
The researchers found that the more times people moved as children, the more likely they were to report lower life satisfaction and psychological well-being at the time they were surveyed. The research also showed that those who moved frequently as children had fewer quality social relationships as adults.
The researchers also looked to see if different personality types affected frequent movers’ well-being. Among introverts, the more moves participants reported as children, the worse off they were as adults. “Moving a lot makes it difficult for people to keep long-term close relationships.” Said Oishi. “This might not be a serious problem for outgoing people who can make friends quickly and easily.”
The findings showed neurotic people who moved frequently reported less life satisfaction and poorer psychological well-being than people who did not move as much and people who were not neurotic. However, the number and quality of neurotic people’s relationships had no effect on their well-being, no matter how often they had moved as children. In the article, Oishi thinks this may be because neurotic people have more negative reactions to stressful life events in general.
“We can guess that moving often creates more stress,” Oishi said. “But we need more research on this link before we can conclude that moving often in childhood can, in fact, be dangerous to your health in the long-term.”
【小题1】What can be learnt about the new study from the passage?

Moving to a new town or even a new neighborhood is stressful at any age, but a new study shows that frequent moves in childhood are related to poorer well-being(幸福) in adulthood, especially among people who are more introverted(内向的) or neurotic(神经症的).

The researchers tested the relationship between the number of childhood moves and well-being in a sample of 7108 American adults who were followed for 10 years.

“We know that children who move frequently are more likely to perform poorly in school and have more behavioral problems,” said the study’s lead author Shigehiro Oishi. “However, the long-term effects of moving on well-being in adulthood have been overlooked by researchers.”

The study’s participants, who were between the ages of 20 and 75, were contacted in 1994 and 1995 and were surveyed again 10 years later. They were asked how many times they had moved as children, as well as about their psychological well-being, personality type and social relationships.

The researchers found that the more times people moved as children, the more likely they were to report lower life satisfaction and psychological well-being at the time they were surveyed. The research also showed that those who moved frequently as children had fewer quality social relationships as adults.

The researchers also looked to see if different personality types affected frequent movers’ well-being. Among introverts, the more moves participants reported as children, the worse off they were as adults. “Moving a lot makes it difficult for people to keep long-term close relationships.” Said Oishi. “This might not be a serious problem for outgoing people who can make friends quickly and easily.”

The findings showed neurotic people who moved frequently reported less life satisfaction and poorer psychological well-being than people who did not move as much and people who were not neurotic. However, the number and quality of neurotic people’s relationships had no effect on their well-being, no matter how often they had moved as children. In the article, Oishi thinks this may be because neurotic people have more negative reactions to stressful life events in general.

“We can guess that moving often creates more stress,” Oishi said. “But we need more research on this link before we can conclude that moving often in childhood can, in fact, be dangerous to your health in the long-term.”

1.What can be learnt about the new study from the passage?

2.What is the purpose of the study?

3.According to Oishi,            .

4.The fifth and sixth paragraphs mainly talk about             .

5.It can be inferred from the passage that           .

In business, there is a speed difference: It's the difference between how important a firms leaders say speed is to their competitive (竞争的) strategy（策略）and how fast the company actually moves. The difference is important regardless of industry and company size .Companies fearful of losing their competitive advantage spend much time and money looking for ways to pick up the speed.
In our study of 343 businesses, the companies that choose to go, go, go to try to gain an edge ended up with lower sales and operating incomes than those that paused at key moments to make sure they were on the right track, What’s more, the firms that “slowed down to speed up “improved their top and bottom lines, averaging 40% higher sales and 52% higher operating incomes over a three-year period.
How did they disobey the laws of business physics, taking more time than competitors yet performing better? They thought differently about what “slower” and “faster” mean. Firms sometimes fail to understand the difference between operation speed (moving quickly )and strategic speed (reducing the time it takes to deliver value ).Simply increasing the speed of production, for example ,may be one way to try to reduce the speed difference .But that often leads to reduced value over time, in the form of lower-quality products and services.
In our study, higher-performing companies with strategic speed always made changes when necessary. They became more open to ideas and discussion. They encouraged new ways of thinking. And they allowed time to look back and learn. By contrast (相比而言), performance suffered at firms that moved fast all the time, paid too much attention to improving efficiency, stuck to tested methods, didn’t develop team spirit among their employees, and had little time thinking about changes.
Strategic speed serves as a kind of leadership. Teams that regularly take time to get things right , rather than plough ahead full bore , are more successful in meeting their business goals . That kind of strategy must come from the top.
【小题1】 What does the underlined part “gain an edge ”in Paragraph 2 mean ? 

In business, there is a speed difference: It's the difference between how important a firms leaders say speed is to their competitive (竞争的) strategy（策略）and how fast the company actually moves. The difference is important regardless of industry and company size .Companies fearful of losing their competitive advantage spend much time and money looking for ways to pick up the speed.

In our study of 343 businesses, the companies that choose to go, go, go to try to gain an edge ended up with lower sales and operating incomes than those that paused at key moments to make sure they were on the right track, What’s more, the firms that “slowed down to speed up “improved their top and bottom lines, averaging 40% higher sales and 52% higher operating incomes over a three-year period.

How did they disobey the laws of business physics, taking more time than competitors yet performing better? They thought differently about what “slower” and “faster” mean. Firms sometimes fail to understand the difference between operation speed (moving quickly )and strategic speed (reducing the time it takes to deliver value ).Simply increasing the speed of production, for example ,may be one way to try to reduce the speed difference .But that often leads to reduced value over time, in the form of lower-quality products and services.

In our study, higher-performing companies with strategic speed always made changes when necessary. They became more open to ideas and discussion. They encouraged new ways of thinking. And they allowed time to look back and learn. By contrast (相比而言), performance suffered at firms that moved fast all the time, paid too much attention to improving efficiency, stuck to tested methods, didn’t develop team spirit among their employees, and had little time thinking about changes.

Strategic speed serves as a kind of leadership. Teams that regularly take time to get things right , rather than plough ahead full bore , are more successful in meeting their business goals . That kind of strategy must come from the top.

1. What does the underlined part “gain an edge ”in Paragraph 2 mean ? 

A. Increase the speed.

B. Get an advantage.

C. Reach the limit.

D. Set a goal.

2.. The underlined part “the laws of business physics” in Paragraph 3 means ___________.  

A. spending more time and performing worse.

B. spending more time and performing better

C. spending less time and performing worse

D. spending less time and performing better

3.What can we learn from the text?  

A. how fast a firm moves depends on how big it is.

B. how competitive a firm is depends on what it produces.

C. Firms guided by strategic speed take time to make necessary changes.

D. Firms guided by operational speed take time to develop necessary team spirit.

4.. Which could be the best title for the text?  

A. Improve quality? Serve better.

B. Deliver value? Plough ahead.

C. Reduce time? Move faster.

D. Need speed? Slow down.