Passage 13 結(jié)論解釋型（經(jīng)理人的直覺）
提出主題：很多經(jīng)理人員要依賴直覺，后面才講直覺的特點The majority（本以為是老觀點，但是看到后面有do not follow，可以判斷不是） of successful（+） senior managers do not closely follow the classical（這個才是老觀點） rational model of first clarifying goals*1D*4C, assessing*4A the problem, formulating options*4B, estimating likelihoods of success*4E, making a decision, and only then taking action to implement the decision.（強(qiáng)對比兩方只需看一方，另一方可以取非，因此這里講經(jīng)典模式可以不看） Rather（轉(zhuǎn)折）, in their day-by-day (day-by-day: adj.每天的day-to-day: adj.日常的, 逐日的) tactical maneuvers, these senior executives rely on what is vaguely termed “intuition” to manage a network of一系列 interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.（主題句）
過去對直覺的錯誤理解：管理學(xué)作家的觀點——兩種（要注意和作者不一定一致）Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however（極端轉(zhuǎn)折，和作者的不同）, such writers display a poor grasp*2D（-） of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness任性，反復(fù)無常.
直覺的5個特點/5種運(yùn)用方法Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these（指第二段結(jié)尾的兩種說法）. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists*1B. Second, managers rely on intuition to perform well-learned behavior熟知的行為 patterns rapidly*7E. This intuition is not arbitrary or irrational, but（轉(zhuǎn)折） is based on years of painstaking practice and hands-on experience親手實踐的經(jīng)驗 that build skills. A third function of intuition is to synthesize*3C isolated bits of data and practice*1C into an integrated picture, often in an “Aha!”恍然大悟 experience. Fourth, some managers use intuition as a check on the results*1E of more rational analysis. （以下是廢話，可暫時不讀）Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery (leery: SUSPICIOUS, WARY often used with of) of solutions suggested by these methods which run counter to (run counter to: v.違反, 背道而馳) their sense of the correct course of action. Finally, managers can use intuition to bypass繞開，繞過 in-depth analysis and move rapidly to engender a plausible solution*1A. （以下是廢話，可暫時不讀）Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.
以下兩段講直覺的一個重要含義：想/做循環(huán)One of the implications of the intuitive style of executive management is that “thinking” is inseparable from acting.（本段的主題句） Since（原因） managers often “know” what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles（文章后面出現(xiàn)的新名詞，一般都是很重要的語言）, in which（新名詞的解釋一定要看） managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by actingand analyzing（by doing，重要內(nèi)容） in close concert協(xié)作，合作.
幾種可能性：繼續(xù)講原因——本文的模式；總結(jié)歸納；延伸性內(nèi)容Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of一系列 action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles（和上一段一個內(nèi)容） is that action is often part of defining認(rèn)識（=understanding） the problem, not just of implementing the solution.
1. According to the passage, senior managers use intuition in all of the following ways EXCEPT to五項大列舉出的題
(A) speed up of the creation of a solution to a problem*1A第五點
(B) identify a problem*1B第一點
(C) bring together disparate facts*1C第三點
(D) stipulate clear goals*1D老模式（D）
(E) evaluate possible solutions to a problem*1E第四點
2. The passage suggests which of the following about the “writers on management” mentioned in line 12?信息題（有定位）
(A) They have criticized managers for not following the classical rational model of decision analysis.
(B) They have not based their analyses on a sufficiently large sample of actual managers.
(C) They have relied in drawing their conclusions on what managers say rather than on what managers do.
(D) They have misunderstood*2D how managers use intuition in making business decisions.（D）
(E) They have not acknowledged the role of intuition in managerial practice.
3. Which of the following best exemplifies “an ‘Aha!’ experience”（第三點） (line 28) as it is presented in the passage?
(A) A manager risks taking an action whose outcome is unpredictable to discover whether the action changes the problem at hand.
(B) A manager performs well-learned and familiar behavior patterns in creative and uncharacteristic ways to solve a problem.
(C) A manager suddenly connects*3C seemingly unrelated facts and experiences to create a pattern relevant to the problem at hand.
(D) A manager rapidly identifies the methodology used to compile data yielded by systematic analysis.（C）
(E) A manager swiftly decides which of several sets of tactics to implement in order to deal with the contingencies suggested by a problem.
4. According to the passage, the classical model（第一段的經(jīng)典模式） of decision analysis includes all of the following EXCEPT
(A) evaluation*4A of a problem
(B) creation of possible solutions*4B to a problem
(C) establishment of clear goals*4C to be reached by the decision
(D) action undertaken in order to discover more information about a problem新模式——直覺模式（D）
(E) comparison of the probable effects of different solutions to a problem*4E
5. It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X（使用直覺）, who uses intuition to reach decisions, and Manager Y（傳統(tǒng)決策模式）, who uses only formal decision analysis?
(A) Manager X analyzes first and then acts; Manager Y does not.
(B) Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
(C) Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.（最后兩段：想和做的循環(huán)）
(D) Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not.說反了（C）
(E) Manger Y depends on day-to-day tactical maneuvering所有經(jīng)理都這樣，不是X和Y的區(qū)別; manager X does not.
6. It can be inferred from the passage that “thinking/acting cycles” (line 45) in managerial practice would be likely to result in which of the following?
I. A manager analyzes a network of problems and then acts（理性經(jīng)典模式） on the basis of that analysis.
II. A manager gathers data by acting（想做循環(huán)） and observing the effects of action.
III. A manager takes action（想做循環(huán)） without being able to articulate明確表達(dá) reasons for that particular action.
(A) I only
(B) II only
(C) I and II only
(D) II and III only（D）
(E) I, II, and III
7. The passage provides support for which of the following statements?信息題（無定位）ABD無，C反
(A) Managers who rely on intuition are more successful than those who rely on formal decision analysis.比較句，不對
(B) Managers cannot justify文中只是說有時不能明確表達(dá)，而不是說沒有正當(dāng)理由 their intuitive decisions.
(C) Managers’ intuition works contrary to文中明確說過直覺不是理性的反面，不對 their rational and analytical skills.
(D) Logical analysis of a problem increases the number文中沒提到過解決方案的數(shù)量 of possible solutions.（E）
(E) Intuition enables managers to employ their practical experience more efficiently*7E.（第三段，第二個用處）雖然是比較句，但卻是對的
8. Which of the following best describes the organization of the first paragraph of the passage?主題題（寫法性）
(A) An assertion is made and a specific supporting example is given.
(B) A conventional model is dismissed and an alternative introduced.新老觀點對比型
(C) The results of recent research are introduced and summarized.
(D) Two opposing points of view are presented and evaluated.（B）
(E) A widely accepted definition is presented and qualified.
提出主題：很多經(jīng)理人員要依賴直覺，后面才講直覺的特點The majority（本以為是老觀點，但是看到后面有do not follow，可以判斷不是） of successful（+） senior managers do not closely follow the classical（這個才是老觀點） rational model of first clarifying goals*1D*4C, assessing*4A the problem, formulating options*4B, estimating likelihoods of success*4E, making a decision, and only then taking action to implement the decision.（強(qiáng)對比兩方只需看一方，另一方可以取非，因此這里講經(jīng)典模式可以不看） Rather（轉(zhuǎn)折）, in their day-by-day (day-by-day: adj.每天的day-to-day: adj.日常的, 逐日的) tactical maneuvers, these senior executives rely on what is vaguely termed “intuition” to manage a network of一系列 interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.（主題句）
過去對直覺的錯誤理解：管理學(xué)作家的觀點——兩種（要注意和作者不一定一致）Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however（極端轉(zhuǎn)折，和作者的不同）, such writers display a poor grasp*2D（-） of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness任性，反復(fù)無常.
直覺的5個特點/5種運(yùn)用方法Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these（指第二段結(jié)尾的兩種說法）. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists*1B. Second, managers rely on intuition to perform well-learned behavior熟知的行為 patterns rapidly*7E. This intuition is not arbitrary or irrational, but（轉(zhuǎn)折） is based on years of painstaking practice and hands-on experience親手實踐的經(jīng)驗 that build skills. A third function of intuition is to synthesize*3C isolated bits of data and practice*1C into an integrated picture, often in an “Aha!”恍然大悟 experience. Fourth, some managers use intuition as a check on the results*1E of more rational analysis. （以下是廢話，可暫時不讀）Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery (leery: SUSPICIOUS, WARY often used with of) of solutions suggested by these methods which run counter to (run counter to: v.違反, 背道而馳) their sense of the correct course of action. Finally, managers can use intuition to bypass繞開，繞過 in-depth analysis and move rapidly to engender a plausible solution*1A. （以下是廢話，可暫時不讀）Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.
以下兩段講直覺的一個重要含義：想/做循環(huán)One of the implications of the intuitive style of executive management is that “thinking” is inseparable from acting.（本段的主題句） Since（原因） managers often “know” what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles（文章后面出現(xiàn)的新名詞，一般都是很重要的語言）, in which（新名詞的解釋一定要看） managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by actingand analyzing（by doing，重要內(nèi)容） in close concert協(xié)作，合作.
幾種可能性：繼續(xù)講原因——本文的模式；總結(jié)歸納；延伸性內(nèi)容Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of一系列 action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles（和上一段一個內(nèi)容） is that action is often part of defining認(rèn)識（=understanding） the problem, not just of implementing the solution.
1. According to the passage, senior managers use intuition in all of the following ways EXCEPT to五項大列舉出的題
(A) speed up of the creation of a solution to a problem*1A第五點
(B) identify a problem*1B第一點
(C) bring together disparate facts*1C第三點
(D) stipulate clear goals*1D老模式（D）
(E) evaluate possible solutions to a problem*1E第四點
2. The passage suggests which of the following about the “writers on management” mentioned in line 12?信息題（有定位）
(A) They have criticized managers for not following the classical rational model of decision analysis.
(B) They have not based their analyses on a sufficiently large sample of actual managers.
(C) They have relied in drawing their conclusions on what managers say rather than on what managers do.
(D) They have misunderstood*2D how managers use intuition in making business decisions.（D）
(E) They have not acknowledged the role of intuition in managerial practice.
3. Which of the following best exemplifies “an ‘Aha!’ experience”（第三點） (line 28) as it is presented in the passage?
(A) A manager risks taking an action whose outcome is unpredictable to discover whether the action changes the problem at hand.
(B) A manager performs well-learned and familiar behavior patterns in creative and uncharacteristic ways to solve a problem.
(C) A manager suddenly connects*3C seemingly unrelated facts and experiences to create a pattern relevant to the problem at hand.
(D) A manager rapidly identifies the methodology used to compile data yielded by systematic analysis.（C）
(E) A manager swiftly decides which of several sets of tactics to implement in order to deal with the contingencies suggested by a problem.
4. According to the passage, the classical model（第一段的經(jīng)典模式） of decision analysis includes all of the following EXCEPT
(A) evaluation*4A of a problem
(B) creation of possible solutions*4B to a problem
(C) establishment of clear goals*4C to be reached by the decision
(D) action undertaken in order to discover more information about a problem新模式——直覺模式（D）
(E) comparison of the probable effects of different solutions to a problem*4E
5. It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X（使用直覺）, who uses intuition to reach decisions, and Manager Y（傳統(tǒng)決策模式）, who uses only formal decision analysis?
(A) Manager X analyzes first and then acts; Manager Y does not.
(B) Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
(C) Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.（最后兩段：想和做的循環(huán)）
(D) Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not.說反了（C）
(E) Manger Y depends on day-to-day tactical maneuvering所有經(jīng)理都這樣，不是X和Y的區(qū)別; manager X does not.
6. It can be inferred from the passage that “thinking/acting cycles” (line 45) in managerial practice would be likely to result in which of the following?
I. A manager analyzes a network of problems and then acts（理性經(jīng)典模式） on the basis of that analysis.
II. A manager gathers data by acting（想做循環(huán)） and observing the effects of action.
III. A manager takes action（想做循環(huán)） without being able to articulate明確表達(dá) reasons for that particular action.
(A) I only
(B) II only
(C) I and II only
(D) II and III only（D）
(E) I, II, and III
7. The passage provides support for which of the following statements?信息題（無定位）ABD無，C反
(A) Managers who rely on intuition are more successful than those who rely on formal decision analysis.比較句，不對
(B) Managers cannot justify文中只是說有時不能明確表達(dá)，而不是說沒有正當(dāng)理由 their intuitive decisions.
(C) Managers’ intuition works contrary to文中明確說過直覺不是理性的反面，不對 their rational and analytical skills.
(D) Logical analysis of a problem increases the number文中沒提到過解決方案的數(shù)量 of possible solutions.（E）
(E) Intuition enables managers to employ their practical experience more efficiently*7E.（第三段，第二個用處）雖然是比較句，但卻是對的
8. Which of the following best describes the organization of the first paragraph of the passage?主題題（寫法性）
(A) An assertion is made and a specific supporting example is given.
(B) A conventional model is dismissed and an alternative introduced.新老觀點對比型
(C) The results of recent research are introduced and summarized.
(D) Two opposing points of view are presented and evaluated.（B）
(E) A widely accepted definition is presented and qualified.