Uh­oh, the new year's just begun and already you're finding it hard to keep those resolutions to junk the junk food，get off the couch or kick smoking. There's a biological reason why a lot of our bad habits are so hard to break—they get deep­rooted in our brains.

That's not an excuse to give up. Understanding how unhealthy behaviors become deep­rooted has scientists learning some tricks that may help good habits replace the bad.“Why are bad habits stronger? You're fighting against the power of an immediate reward. We all as creatures give greater value to an immediate reward than something that's delayed，” says Dr Nora Volkow, director of the National Institute on Drug Abuse.

Just how that bit of happiness turns into a habit involves a pleasure­sensing chemical named dopamine(多巴胺). It trains the brain to want that reward again and again—increasing the connection each time—especially when it gets the right cue(暗示) from your environment.

People tend to overestimate their ability to resist temptations around them, thus destroying attempts to get rid of bad habits. Even scientists who recognize it find it hard to resist.“I don't like popcorn. But every time I go to the cinema, I have to eat it，” Volkow says.“It's fascinating.”

A movement to pay people for behavior changes may make use of that connection, as some companies offer employees immediate payments for adopting better habits. However paying for behavior turns out, researchers say there are some steps that may help counter your brain's hold on bad habits: repeat，repeat，repeat the new behavior—the same routine at the same time of day. Determined to exercise？Doing it at the same time of the morning makes the brain recognize the habit eventually. If you don't do it, you feel awful. Exercise itself raises dopamine levels, so eventually your brain will get a feel­good hit even if your muscles protest. Reward yourself with something you really desire, Volkow stresses. You exercised all week? Stuck to your diet? Buy a book, a great pair of jeans, or try a fancy restaurant.

20．What's the subjective reason for being hard to break bad behaviors?

A．Some behaviors get deep­rooted in our brains.

B．We prefer an immediate reward.

C．We value delayed gifts.

D．We are all creatures of nature.

21．What does the underlined word “connection” in Paragraph 3 refer to?

A．Pleasure and behavior.  　B．Brain and reward.

C．Happiness and dopamine.  　D．Cue and environment.

22．It can be inferred that the higher the dopamine level is，________．

A．the harder it is for you to break the bad habit

B．the less pleasure you will get

C．the stronger bad habits will become

D．the more you'll want to get a reward

23．Why does Volkow eat popcorn even though he doesn't like it?

A．Because he recognizes the importance of him.

B．Because it is needed for normal growth of the body.

C．Because he can't resist the temptation of it.

D．Because it makes him relaxed to eat popcorn while seeing films.

A lot of management training each year for Circle K Corporation, a national chain of convenience stores. Among the topics we address in our course is the retention（保护力） of quality employees-a real challenge to managers when you consider the pay scale（标准）in the service industry. During these discussions, I ask the participants（参加者）, “What has caused you to stay long enough to become a manager?” Some time back a new manager took the question and slowly, with her voice almost breaking, said, “It was a ＄19 baseball glove.”

Cynthia told the group that she originally took a Circle K clerk job as an interim（临时的） position while she looked for something better. On her second or third day behind the counter, she received a phone call from her nine-year-old son, Jessie. He needed a baseball glove for Little League. She explained that as a single mother, money was very tight, and her first check would have to go for paying bills. Perhaps she could buy his baseball glove with her second or third check. When Cynthia arrived for work the next morning, Patricia, the store manager, asked her to come to the small room in the back of the store that served as an office. Cynthia wondered if she had done something wrong or left some part of her job incomplete from the day before. She was concerned and confused.

Patricia handed her a box. “I overheard you talking to your son yesterday,” she said, “and I know that it is hard to explain things to kids. This is a baseball glove for Jessie because he may not understand how important he is, even though you have to pay bills before you can buy gloves. You know we can’t pay good people like you as much as we would like to; but we do care, and I want you to know you are important to us.”

The thoughtfulness, empathy and love of this convenience store manager demonstrates vividly that people remember more how much an employer cares than how much the employer pays. An important lesson for the price of a Little League baseball glove.

Among many of the problems in the service industry, talked about in this passage, is         .

       A．how to ensure his employees’ high pay

       B．how to attract more customers

       C．how to look carefully after the employees

       D．how to keep the good employees from leaving

Although a new manager, Cynthia would do her job well in keeping quality employees because she         .

       A．had mastered all the courses for the manager

       B．had already formed good relationship with the employees

       C．know the way how to deal with her employees

       D．had her own personal experience

This passage shows us that to run a business well it is necessary for managers to let their employees know         .

       A．how much they can get for their job.

       B．what good positions they can get later

       C．they are very necessary to the business  

       D．they are nice as well as useful

The story told in this passage tells us that employees care about         .

       A．only how large a pay they can get

       B．love from the managing people rather than only money

       C．if their children could be properly taken care of

       D．what position they can be offered

Parking has long been a major headache for drivers in Shanghai. The Transportation Department is mapping out a new plan for the city’s parking system. There are one million cars on the road in Shanghai but only enough public parking space to provide room for 15 percent of these vehicles. It is no wonder that local drivers get so worried trying to find a place to park.

The city is seeing a rise in private car owners. In March, the city sent out 2,000 private car licenses, the highest number of licenses ever sent out in a month. And prices rose to 14,600 yuan, 500 more than in February. Industry experts say this suggests that local people have a strong, active interest in buying cars.

By the year 2020, the number of automobiles in Shanghai will probably reach two million. If one parking lot is for each car, then a lot of parking space should be built for these vehicles.

Downtown Shanghai is most short of parking space. However, experts point out that simply building more parking lots in downtown areas is not practical and doesn’t provide an ideal solution. The idea of “ Park & Ride” system has been suggested. This means that drivers can leave their vehicles in car parks nearby subway or bus stations and ride public transport to go downtown. Based on this idea, the city will limit the number of parking lots in downtown areas and demand higher parking fees but build more parking areas near main subway and bus stops.

The underlined phrase “mapping out” in the first paragraph means __________.

A. making       B. arguing              C. commanding           D. requesting

About __________ drivers can find places to park their cars in Shanghai now.

A. 850,000      B. 1,000,000            C. 150,000          D. 2,000,000

What can we infer from the second paragraph?

A. The city sent out more private licenses in February.

B. Less and less people bought cars in March.

C. The city sent out less private licenses in March.

D. More and more people are going to buy cars.

According to the idea of a “ Park & Ride ” system, the city will __________.

A. send out more private car licenses

B. build more parking lots near bus stops

C. encourage people to buy more cars

D. build more parking areas downtown

Parking has long been a major headache for drivers in Shanghai. The Transportation Department is mapping out a new plan for the city’s parking system. There are one million cars on the road in Shanghai but only enough public parking space to provide room for 15 percent of these vehicles. It is no wonder that local drivers get so worried trying to find a place to park.
The city is seeing a rise in private car owners. In March, the city sent out 2,000 private car licenses, the highest number of licenses ever sent out in a month. And prices rose to 14,600 yuan, 500 more than in February. Industry experts say this suggests that local people have a strong, active interest in buying cars.
By the year 2020, the number of automobiles in Shanghai will probably reach two million. If one parking lot is for each car, then a lot of parking space should be built for these vehicles.
Downtown Shanghai is most short of parking space. However, experts point out that simply building more parking lots in downtown areas is not practical and doesn’t provide an ideal solution. The idea of “ Park & Ride” system has been suggested. This means that drivers can leave their vehicles in car parks nearby subway or bus stations and ride public transport to go downtown. Based on this idea, the city will limit the number of parking lots in downtown areas and demand higher parking fees but build more parking areas near main subway and bus stops.
【小题1】The underlined phrase “mapping out” in the first paragraph means __________.