Letchildrenlearntojudgetheirownwork.Achildlearningtotalkdoesnotlearnbybeingcorrectedallthetime;ifcorrectedtoomuch,hewillstoptalking.Henoticesathousandtimesadaythedifferencebetweenthelanguagesheusesandthelanguagethosearoundhimuse.Bitbybit,hemakesthenecessarychangestomakehislanguagelikeotherpeople.Inthesameway,whenchildrenlearntodoalltheotherthingstheylearntodowithoutbeingtaught-towalk,run,climb,whistle,rideabicycle-comparethoseperformanceswiththoseofmoreskilledpeople,andslowlymaketheneededchanges.Butinschoolwenevergiveachildachancetofindouthisownmistakesforhimself,letalonecorrectthem.Wedoitallforhim.Weactasifwethoughtthathewouldnevernoticeamistakeunlessitwaspointedouttohim,orcorrectitunlesshewasmadeto.Soonhebecomesdependentontheteacher.Lethimdoithimself.Lethimworkout,withthehelpofotherchildrenifhewantsit,whatthiswordsays,whatansweristothatproblem,whetherthisisagoodwayofsayingordoingthisornot.

Ifitisamatterofrightanswers,asitmaybeinmathematicsorscience,givehimtheanswerbook.Lethimcorrecthisownpapers.Whyshouldweteacherswastetimeonsuchroutinework?Ourjobshouldbetohelpthechildwhenhetellsusthathecan’tfindthewaytogettherightanswer.Let’sendthisnonsenseofgrades,exams,marks,Letusthrowthemallout,andletthechildrenlearnwhatalleducatedpersonsmustsomedaylearn,howtomeasuretheirownunderstanding,howtoknowwhattheyknowordonotknow.

Letthemgetonwiththisjobinthewaythatseemssensibletothem.Withourhelpasschoolteachersiftheyaskforit.Theideathatthereisabodyofknowledgetobelearntatschoolandusedfortherestofone’slifeisnonsenseinaworldascomplicatedandrapidlychangingasours.Anxiousparentsandteacherssay,“Butsupposetheyfailtolearnsomethingessentialtheywillneedtogetintheworld?”Don’tworry!Ifitisessential,theywillgooutintotheworldandlearnit.

1.Whatdoestheauthorthinkisthebestwayforchildrentolearnthings?

A.bycopyingwhatotherpeopledo.

B.bymakingmistakesandhavingthemcorrected.

C.bylisteningtoexplanationsfromskilledpeople.

D.byaskingagreatmanyquestions.

2.Whatdoestheauthorthinkteachersdowhichtheyshouldnotdo?

A.Theygivechildrencorrectanswers.

B.Theypointoutchildren’smistakestothem.

C.Theyallowchildrentomarktheirownwork.

D.Theyencouragechildrentomarktocopyfromoneanother.

3.Thepassagesuggeststhatlearningtospeakandlearningtorideabicycleare___.

A.notreallyimportantskills.

B.moreimportantthanotherskills.

C.basicallydifferentfromlearningadultskills.

D.basicallythesameaslearningotherskills.

4.Exams,grades,andmarksshouldbeabolishedbecausechildren’sprogressshouldonlybeestimatedby___.

A.educatedpersons.

B.thechildrenthemselves.

C.teachers.

D.parents.

5.Theauthorfearsthatchildrenwillgrowupintoadultswhilebeing___.

A.tooindependentofothers.

B.toocriticalofthemselves.

C.incapabletothinkforthemselves.

D.incapabletousebasicskills.

翻译训练：

要了解中国文化，就应该对中国的戏曲文化有所了解。中国地方戏种类很多，其中京剧是一个具有代表性的剧种。作为一个独立的剧种，京剧的诞生大约是在1840年至I860年。京剧是在吸收其他地方戏营养的基础上形成的。京剧有明确的角色分工;在念白上用北京方言;在音乐上以胡琴为主要伴奏乐器。由于京剧是在融合各种地方戏之精华的基础上形成的，所以它不仅为北京的观众所钟爱，也受到全国人民的喜爱。

Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodsofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalmaneuvers,theseseniorexecutivesrelyonwhatisvaguelytermedintuitiontomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseforcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandhands-onexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsmofdataandpracticeintoanintegratedpicture,ofteninanAha!experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallyleeryofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthecorrectcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytoengenderaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthatthinkingisinseparablefromacting.Sincemanagersoftenknowwhatisrightbeforetheycananalyzeandexplainit,theyfrequentlyactfirstandexplainlater.Analysisisinextricablytiedtoactioninthinking/actingcycles,inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninstigateacourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplicationofthinking/actingcyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.

1.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTto

[A]Speedupofthecreationofasolutiontoaproblem.

[B]Identifyaproblem.

[C]Bringtogetherdisparatefacts.

[D]Stipulatecleargoals.

2.Thetextsuggestswhichofthefollowingaboutthewritersonmanagementmentionedinline1,paragraph2

[A]Theyhavecriticizedmanagersfornotfollowingtheclassicalrationalmodelofdecisionanalysis.

[B]Theyhavenotbasedtheiranalysesonasufficientlylargesampleofactualmanagers.

[C]Theyhavereliedindrawingtheirconclusionsonwhatmanagerssayratherthanonwhatmanagersdo.

[D]Theyhavemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.

3.ItcanbeinferredfromthetextthatwhichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis

[A]ManagerXanalyzesfirstandthenacts;ManagerYdoesnot.

[B]ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.

[C]ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.

[D]ManagerYdrawsonyearsofhands-onexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.

4.Thetextprovidessupportforwhichofthefollowingstatements

[A]Managerswhorelyonintuitionaremoresuccessfulthanthosewhorelyonformaldecisionanalysis.

[B]Managerscannotjustifytheirintuitivedecisions.

[C]Managers''intuitionworkscontrarytotheirrationalandanalyticalskills.

[D]Intuitionenablesmanagerstoemploytheirpracticalexperiencemoreefficiently.

5.Whichofthefollowingbestdescribestheorganizationofthefirstparagraphofthetext

[A]Anassertionismadeandaspecificsupportingexampleisgiven.

[B]Aconventionalmodelisdismissedandanalternativeintroduced.

[C]Theresultsofrecentresearchareintroducedandsummarized.

[D]Twoopposingpointsofviewarepresentedandevaluated.

Although____Spanish，heattendedthecourse.

_____enoughtimeandmoney,theresearcherswouldhavebeenabletodiscovermoreinthisfield.