课堂示范
Jane Raymond, a consumer psychologist at the University of Wales in Bangor, is carefully holding and gazing at a bottle of Chillz mineral water like a baby. Despite being made of clear plastic, it looks as if it has been carved from ice. This simple feature means shoppers are drawn to this bottle over the others on the shelf and cannot resist picking it up, Raymond says. She studies the subtle factors that motivate us to buy what we buy and advises big companies on how powerful an advertisement is and how it could be designed to stick more firmly in a consumer's memory. Most of all, she works out how to attract your attention.
In today's fast-paced consumer world, attention is in short supply. Whether we are taking our time shopping in a mall, surfing the Internet for information, or just watching television as a form of passive entertainment, consumers are surrounded by messages—one every 15 seconds of our waking lives, according to some estimates. Last year, companies worldwide spent $401 billion on advertising, according to the independent World Advertising Research Centre in the UK. But as the graveyard of failed products shows, they usually get it wrong.
Nine out of ten new products meet an early death, says Jamie Rayner, director of research at ID Magasin, a UK consultancy specialising in consumer behaviour. And the reason, he explains, is simple: conventional advertising has ceased to work. Rayner and his colleagues have measured how consumers—particularly regular commuters—react to advertising, and their conclusion should alarm many executives. They used a camera embedded in a pair of glasses worn to and from work to record commuters' gaze as they glanced at advertisements on their journey. After analysing the recordings and questioning the subjects, they found that most of the advertisements made no impression at all: only about one per cent could be recalled without prompting. It seems that although we may be looking at brands and advertisements all day long, most of the time we're not taking anything in.
Raymond thinks she knows why. Her move from research in visual processing into consumer psychology began in the early 1990s, when she discovered some strange behaviours in the brain's attentional system. She showed people a stream of letters and numbers on a screen and asked them to look out for a letter X. When she asked her volunteers afterwards what they had seen, she found that if the X appeared up to half a second or so after the white letter, or vice versa, people failed to see it. She concluded that if something catches your attention, your brain is blind to anything else for a short period afterwards. She called this effect the "attentional blink." "In short, the reason most advertising doesn't work is that we're in a severe state of attentional overload. Unless advertising is presented in a way the brain can absorb, it is simply not seen," Raymond says.
So what does this mean for advertisers? A typical television advertisement consists of a series of attention-grabbing images interspersed with the product. But unless the scenes in the advertisement are cut to take account of attentional blinks, the brain is likely to ignore the information the advertiser wants to get across. The same applies to magazine advertisements, where viewers often register the main image but fail to pick up on the secondary images—the bits advertisers often desperately want us to see. Raymond says advertisers consistently fail to consider how easily the brain misses the point. It's not that they haven't realised that the space and time they have to get their message across has shrunk. But advertisers respond by cramming in ever more complex information. Raymond is opposed to this and her advice is simple: deliver your message in a straightforward manner and do so slowly, gently and concisely.
After her research on the attentional blink, she wondered whether attention would be linked to other processes in the brain, particularly emotion. Could our attentional state influence whether we like or dislike a brand, for example? Today, companies are hugely interested in the emotional value of their brands as they want their products to make us feel good. It is well known that if something elicits positive emotions then you are more likely to take notice of it. But Raymond's further research also demonstrates that if people are distracted by an image or a brand when performing an intellectually demanding task, they tend to instantly dislike the brands, regardless of their emotional value. So, for example, if you are reading a web page when a banner advertisement starts flashing, or are watching a film with intrusive product placement, it is probable you will come to dislike the brand whatever it is.
This contradicts the more-exposure-the-better rule most of the industry follows, says Raymond, and means that advertising can backfire horribly. Advertisers tend to buy as much exposure for a product as they can—through television and radio commercials, billboards, whatever they think will attract their target audiences—but again Raymond has found that this doesn't necessarily work in their favour. Perhaps the most dangerous time, says Raymond, is the holiday season when advertisers are madly competing to grab people's attention. "Marketers don't realise that humans digest information like they do food. Once they are full, if they are shown any more food, they're disgusted," she says.
In boxes 1-7 on your answer sheet, write
Choose NO MORE THAN THREE WORDS from the passage for each answer.
Write your answers in boxes 8-13 on your answer sheet.
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题型讲解
读题,注意字数
简答题的题目要求中会明确规定答案的字数限制,如 "NO MORE THAN THREE WORDS"、"NO MORE THAN TWO WORDS AND/OR A NUMBER" 等。做题前务必仔细阅读要求,避免因超字数而丢分。同时注意题目是否指定了段落范围。
优先提取专有名词、特殊词等"显眼包"用来定位
简答题的题干本身就是定位线索。优先提取专有名词(人名、地名、机构名)、数字、大写字母词等"显眼包",这些词在原文中最具辨识度,能帮助快速锁定答案所在位置。
疑问词即是空格,通过题干关键词锁定对象
简答题的疑问词(What, Which, When, Where, Who, How, Why)直接决定了答案的内容类型。通过题干中的关键词锁定原文中的对象后,找到疑问词对应的答案信息。例如 What 问事物,Who 问人物,When 问时间,Where 问地点,How 问方式/数量。
原文关键词匹配,选词填写,不要强行删改
在原文中找到与题干关键词匹配的句子后,从中选取合适的词或短语作为答案。注意:答案必须来自原文,不要自行改写或同义替换;照抄原文中的词即可,参考填空题的做法。同时检查答案是否符合字数限制。
课堂练习1
When research scholars, including archaeologists and anthropologists, study societies past or present, it can be very useful to have a system of ranking against which to test their ideas. A four-fold categorizing system was developed by the American anthropologist Elman Service; each grouping is associated with certain types of site and settlement. The four types are known as bands, tribes, chiefdoms and early states.
Bands
These are small-scale societies, generally of fewer than 100 people, who live by hunting and gathering, moving seasonally to take advantage of wild (undomesticated) food sources. Most groups who live in this way today, such as the Hadza of Tanzania or the San of southern Africa, would be classified as bands. The members of one band are generally related to each other, either by descent or by marriage. Bands lack formal leaders, so there are no clear economic differences or other differences in status among the members. Because bands are composed of mobile groups, their sites consist mainly of seasonally occupied camps and some other sites, such as work sites, where tools are made or other specific activities are carried out. Archaeological sites associated with this type of society may show evidence of insubstantial dwellings, along with the debris of residential occupation. Most sites from the Palaeolithic period (more than 12,000 years ago) seem to be associated with groups of this type.
Tribes
These are generally larger than bands but rarely number more than a few thousand people, whose diet is mainly based on plants or domestic animals. Typically, these people are settled farmers, but for some groups life is nomadic, with a mobile economy based on herds of animals. Although some tribes have officials, these lack the economic base necessary for effective use of power. The typical settlement pattern for tribes is one of permanent agricultural homesteads or villages. Characteristically, no one settlement dominates any of the others in the region. Instead, the archaeologist often finds evidence of isolated, permanently occupied houses, or permanent villages. These latter may be made up of a collection of free-standing houses like those of the first farmers of the Danube Valley in Europe, or their houses may be grouped together, as in the pueblos of the American Southwest, or the early farming village of Catalhoyuk in what is now Turkey.
Chiefdoms
These operate on the principle of ranking—differences in social status between people. Different lineages (groups claiming descent from a common ancestor) are graded on a scale of prestige, and the senior lineage, and hence the society as a whole, is governed by a chief. Prestige and rank are determined by how closely related one is to the chief, and there is no true stratification into classes. The role of the chief is crucial. Often, there is local specialisation in craft products such as pottery, cloth and leatherware, and any surplus of these and of foodstuffs is periodically paid to the chief. He uses these to pay his retainers and may also redistribute them to his subjects as rewards. The chiefdom generally has a centre of power, often with temples, residences of the chief and his retainers, and craft specialists. Chiefdoms vary greatly in size, but the range is generally between 5,000 and 20,000 persons. Chiefdoms give indications that some sites were more important than others and may have operated as permanent ritual and ceremonial centres, although they were not centres with an established bureaucracy. Examples are Moundville in Alabama, USA, or the late-Neolithic monuments of Wessex in southern Britain, including the famous ceremonial centre of Stonehenge.
Early states
These preserve many of the features of chiefdoms, but the ruler, perhaps a king or queen, has explicit authority to establish laws and to enforce them by means of a standing army. The society no longer depends on kin relationships but is stratified into different classes. Agricultural workers and the poorer urban dwellers make up the base of the pyramid, with the craft specialists above them and the priests and relatives of the ruler higher still. The society is regarded as a territory owned by the ruling lineage and populated by tenants who have the obligation to pay taxes. The central capital houses the officials of a bureaucratic administration. One of their main functions is to collect revenue (often in the form of taxes and tolls) and distribute it to government, army and craft specialists. Many early states developed complex redistribution systems to support these essential services.
Early-state societies show a characteristic settlement pattern in which cities play the predominant part. The city is typically a large population centre of more than 5,000 people, with major public buildings, and often there is a pronounced settlement hierarchy with the capital city as the major centre and subsidiary or regional centres as well as local villages.
Certainly, it would be wrong to over-emphasise the importance of the four types of society given above, or to spend too long agonising as to whether a particular society should be classified in one category or another. However, in seeking to talk about early societies, we must use words and hence concepts to do so. Elman Service's categories provide us with a good framework to organise our thoughts. They should not, however, deflect us from focusing on changes over time in the different institutions of a society, whether in the social sphere, the organisation of the food quest, technology, contact and exchange, or the spiritual life.
In boxes 1-7 on your answer sheet, write
Choose NO MORE THAN TWO WORDS AND/OR A NUMBER from the passage for each answer.
Write your answers in boxes 8-13 on your answer sheet.
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课堂练习2
A A tiny insect navigates its way across featureless salt-pans. A cockroach successfully works out how to scramble over an obstacle. The mantis shrimp scans its aquatic world through hyperspectral eyes. Using the most basic of equipment and brains tinier than a pin-head, insects constantly solve complex problems of movement, vision and navigation – processing data that would challenge a super-computer. How they do it is driving one of the most exciting new fields of technology – biomimetics and biorobotics, the imitation of insect systems to control man-made machines. Delegates at a recent conference presented some outcomes of their work in this area.
B Dr Alex Zelinsky suggested that the method by which wasps use landmarks to find their way back to the nest may one day be part of a system for navigating cars that know where to go. A research team led by Dr Zelinsky has shown that a robot can navigate its way among 50 different landmarks by recognising them individually using a panoramic camera. "The inspiration came from biology, where wasps use a practical method turn back and look to orient themselves as they emerge from their nest. By flying to and fro, they look at the wasp nest from different angles and perspectives so they can recognise it again," he explained. The robot's panoramic camera logs the surrounding area and its key landmarks, which are then stored in its computer according to how reliable they are as navigational aids. The landmarks are then scaled, from small to large, so that the robot can recognise whether it is getting closer to or further away from them. Their location is built into a map in its mind, which operates at different scales and instructs the robot whether to turn left or right at a particular mark. The technology provides a general way for a machine to navigate an unknown landscape.
C For three decades, Professor Ruediger Wehner has journeyed from Switzerland to the Sahara Desert where Cataglyphis, a tiny ant with a brain weighing just 0.1 mg, performs acts of navigational genius when it leaves its nest, forages for food and returns successfully. Cataglyphis uses polarised light, caused when air molecules scatter light, to orient and steer itself. Wehner's team found that the ant has a set of specialised photoreceptors along the upper rim of its eyes that detect polarised light, while other receptors perform different navigational tasks. As the sun moves, the ant notes its direction each time it leaves the nest and updates its internal compass. Using other eye receptors it stores a snapshot image of landmarks close to the nest entrance in its eyes and compares this with what it sees as it returns. The ant also has a way of measuring distance travelled, while a path integrator periodically informs the ant of its current position relative to its point of departure. Rather than integrate all the information it receives in its brain, the ant actually performs a number of complex calculations in different organs. Like a super-computer, the ant has many separate sub-routines going on simultaneously.
Using the ant's ability to steer by polarised light and to store and reuse landscape images, Wehner and colleagues have built "Sahabot," a small vehicle that uses polarisers and a CCD camera to store 360° images of its surroundings. It navigates by using polarised sunlight and comparing the current images of landmarks to the ones in its memory.
D Professor Robert Michelson had a different desert challenge – to design a flying robot that can not only navigate but also stay aloft and hover in the thin atmosphere of Mars. Drawing inspiration from insect flight, he has gone beyond nature to devise a completely new concept for a flying machine. The "Entomopter" is a sort of double-ended dragonfly whose wings beat reciprocally. Michelson says that the flapping-wing design gives the craft unusually high lift compared with a fixed-wing flyer, enabling it to fly slowly or hover in the thin Martian air – whereas a fixed-wing craft would have to move at more than 400 km/h and could not stop to explore.
E Engineer Roger Quinn and entomologist Professor Roy Ritzmann are taking their inspiration from cockroaches. According to Quinn and Ritzmann, the ability of cockroaches to run very fast over rough terrain may one day give rise to a completely new all-terrain vehicle with six legs, or maybe even wheel-like legs called "whegs." The key to the cockroach's remarkable cross-country performance lies partly in the fact that its legs do a lot of the thinking without having to consult the brain. Quinn and Ritzmann are drawing on cockroach skills to create robotic walkers and control strategies that capture the remarkable capacity of these insects to traverse complex terrain and navigate safely toward goals while avoiding obstacles. The team has already designed a series of robots that run on six legs or on whegs, enabling them to handle surprisingly rugged terrain.
F International experts believe there are tremendous opportunities in biorobotics. However, delegates at the conference had differing visions for the future of the science. While some were concerned that the initial applications of biorobotics may be military, others, such as Dr Barbara Webb, predicted swarms of tiny, cheap, insect-like robots as society's cleaners and collectors. Sonja Kleinlogel hoped the study of the hyperspectral eyes of the mantis shrimp might yield remote sensors that can watch over the environmental health of our oceans. Several delegates were concerned about the ethical implications of biorobotics and urged that close attention be paid to this as the science and technologies develop.
Choose NO MORE THAN THREE WORDS from the passage for each answer.
Write your answers in boxes 33-36 on your answer sheet.
Match each robot with the person credited with its development.
Write the correct letter, A-G, in boxes 37-40 on your answer sheet.
A. a robot that makes use of light as well as stored images for navigational purposes
B. a robot that can contribute to environmental health
C. a robot that can move over difficult surfaces
D. a robot that categorises information from the environment according to its usefulness
E. a robot that can be used to clean surfaces and collect rubbish
F. a robot that has improved on the ability of the insect on which it is based
G. a robot that can replace soldiers in war
37. Dr Alex Zelinsky
38. Professor Ruediger Wehner
39. Professor Robert Michelson
40. Roger Quinn and Professor Roy Ritzmann
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课后练习
The importance of language management in multinational companies has never been greater than today. Multinationals are becoming ever more conscious of the importance of global coordination as a source of competitive advantage, and language remains the ultimate barrier to aspirations of international harmonization. Before attempting to consider language-management strategies, companies will have to evaluate the magnitude of the language barrier confronting them and, in doing so, examine it in three dimensions: language diversity, language penetration and language sophistication. Companies next need to turn their attention to how they should best manage language. There is a range of options from which MNCs can formulate their language strategy.
Lingua Franca
The simplest answer—though realistic only for English-speaking companies—is to rely on one's native tongue. As recently as 1991 a survey of British exporting companies found that over a third used English exclusively in dealings with foreign customers. This attitude that "one language fits all" has also been carried through into the Internet age. A survey of the websites of top American companies confirmed that over half made no provision for foreign-language access, and another found that less than 10 % of leading companies were able to respond adequately to e-mails other than in the company's language. Widespread though it is, however, reliance on a single language is a strategy that is fatally flawed. It makes no allowance for the growing trend in linguistic nationalism whereby buyers in Asia, South America and the Middle East in particular are asserting their right to "work in the language of the customer". It also fails to recognise the increasing vitality of languages such as Spanish, Arabic and Chinese that over time are likely to challenge the dominance of English as a lingua franca. In the IT arena it ignores the rapid globalisation of the Internet, where the number of English-language e-commerce transactions, e-mails and websites is rapidly diminishing as a percentage of the total. Finally, total reliance on a single language puts the English speaker at risk in negotiations. Contracts, rules and legislation are invariably written in the local language, and a company unable to operate in that language is vulnerable.
Functional Multilingualism
Another improvised approach is to rely on what has been termed "functional multilingualism". Essentially, this means muddling through—relying on a mix of languages, pidgins and gestures to communicate by whatever means the parties have at their disposal. In a social context such a shared effort might aid bonding, the frustration of communication being regularly punctuated by moments of absurdity and humour. However, as the basis for business negotiations it appears very hit-and-miss. Yet Hagen's recent study suggests that 16 % of international business transactions are conducted in a "cocktail of languages". Functional multilingualism shares the same defects as reliance on a lingua franca and increases the probability of cognitive divergence between the parties.
External Language Resources
A more rational response is to employ external resources such as translators and interpreters, and certainly there are many excellent companies specialised in these fields. However, this is by no means an end to the language barrier. For a start these services can be very expensive, with a top simultaneous interpreter commanding daily rates as high as a partner in an international consulting firm. Secondly, any good translator or interpreter will insist that, to be fully effective, they must understand the context of the subject matter—something not always possible owing to complexity, lack of preparation time, or more often the reluctance of the parties to explain the wider context to an outsider. Unless there has been considerable pre-explanation, ambiguity and cultural overtones are likely to remain in the source messages. Interpreters will of course endeavour to provide a hi-fidelity translation, but in such circumstances they must use initiative and guess-work, clearly injecting a potential source of misunderstanding. Finally, while a good interpreter will attempt to convey spirit as well as meaning, there is inevitably a loss of rhetorical power; for negotiation, persuasion or humour, an interpreter is a poor substitute for direct communication.
Training
The immediate and understandable reaction to any skills shortage is to consider personnel development, and the language-training industry is well developed, offering programmes at almost every level and in numerous languages. However, no company should be deluded into believing training alone guarantees success. Training budgets are geared to the economic cycle: when times are good, money is invested; when belts tighten, training is one of the first luxuries to be pared down. In a study across four European countries nearly twice as many companies said they needed language training in coming years as had conducted it in past years—highlighting the gap between good intentions and delivery. Unless a company is committed to sustaining the strategy even through bad times, it will fail. One notable and committed leader in language training is the Volkswagen Group. Over many years it has developed a language strategy that can be regarded as a model of professional management. Volkswagen treats language training as a strategic solution, not a tactical one. Progressing from "basics" to full "communication competence" requires completion of six language stages, each demanding roughly 90 hours of classroom refresher work, supplemented by self-study over 6-9 months. Each stage ends with an achievement test that is a prerequisite for continuing. Even this highly structured programme expects a minimum of three years of fairly intensive study before an accountant, engineer, buyer or salesperson can work effectively in a foreign language. Clearly, firms pursuing this route must do so with realistic expectations and long-term commitment; except for brush-up courses for the already fluent, training is not a quick fix and other methods will still be needed.
Write the correct letter, A-L, in boxes 27-32 on your answer sheet.
A. gestures B. clients C. transactions D. assumption
E. accurate F. documents G. managers H. body language
I. long-term J. effective K. rivals L. costly
Choose NO MORE THAN THREE WORDS AND/OR A NUMBER from the passage for each answer.
Write your answers in boxes 33-39 on your answer sheet.
Write your answer in box 40 on your answer sheet.
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参考答案
| 题号 | 答案 | 题型 |
|---|---|---|
| 1 | F | T/F/NG |
| 2 | NG | T/F/NG |
| 3 | T | T/F/NG |
| 4 | T | T/F/NG |
| 5 | T | T/F/NG |
| 6 | NG | T/F/NG |
| 7 | F | T/F/NG |
| 8 | regular commuters | 简答题 |
| 9 | visual processing | 简答题 |
| 10 | secondary images | 简答题 |
| 11 | emotional value | 简答题 |
| 12 | intrusive product placement | 简答题 |
| 13 | holiday season | 简答题 |
| 题号 | 答案 | 题型 |
|---|---|---|
| 1 | T | T/F/NG |
| 2 | NG | T/F/NG |
| 3 | F | T/F/NG |
| 4 | F | T/F/NG |
| 5 | T | T/F/NG |
| 6 | T | T/F/NG |
| 7 | NG | T/F/NG |
| 8 | tools | 简答题 |
| 9 | nomadic | 简答题 |
| 10 | grouped together | 简答题 |
| 11 | foodstuffs | 简答题 |
| 12 | 20,000 | 简答题 |
| 13 | agricultural workers | 简答题 |
| 题号 | 答案 | 题型 |
|---|---|---|
| 33 | mantis shrimps | 简答题 |
| 34 | (a) panoramic camera | 简答题 |
| 35 | the Sahara Desert | 简答题 |
| 36 | polarized light | 简答题 |
| 37 | D | 人名匹配 |
| 38 | A | 人名匹配 |
| 39 | F | 人名匹配 |
| 40 | C | 人名匹配 |
| 题号 | 答案 | 题型 |
|---|---|---|
| 27 | B | Summary选词 |
| 28 | F | Summary选词 |
| 29 | A | Summary选词 |
| 30 | C | Summary选词 |
| 31 | L | Summary选词 |
| 32 | D | Summary选词 |
| 33 | personal development | 简答题 |
| 34 | a luxury | 简答题 |
| 35 | a language strategy | 简答题 |
| 36 | strategic | 简答题 |
| 37 | six | 简答题 |
| 38 | 90 hours | 简答题 |
| 39 | three years | 简答题 |
| 40 | C | 选择题 |