Text 1
If the various advocates of the conflicting options are all smart, experienced, and well informed, why do they disagree so completely Wouldn’t they all have thought the issue through carefully and come to approximately the same "best"--conclusion
The answer to that crucial question lies in the structure of the human brain and the way it processes information.
Most human beings actually decide before they think. When any human being--executive, specialized expert, or person in the stree--encounters a complex issue and forms an opinion, often within a matter of seconds, how thoroughly has he or she explored the implications of the various courses of action Answer: not very thoroughly. Very few people, no matter how intelligent or experienced, can take inventory of the many branching possibilities, possible outcomes, side effects, and undesired consequences of a policy or a course of action in a matter of seconds. Yet, those who pride themselves on being decisive often try to do just that. And once their brains lock onto an opinion, most of their thinking thereafter consists of finding support for it.
A very serious side effect of argumentative decision making can be a lack of support for the chosen course of action on the part of the "losing" faction. When one faction wins the meeting and the others see themselves as losing, the battle often doesn’t end when the meeting ends. Anger, resentment, and jealousy may lead them to sabotage the decision later, or to reopen the debate at later meetings.
There is a better way. As philosopher Aldous Huxley said, "It isn’t who is right, but what is right, that counts." The structured-inquiry method offers a better alternative to argumentative decision making by debate. With the help of the Internet and wireless computer technology, the gap between experts and executives is now being dramatically closed. By actually putting the brakes on the thinking process, slowing it down, and organizing the flow of logic, it’s possible to create a level of clarity that sheer argumentation can never match.
The structured-inquiry process introduces a level of conceptual clarity by organizing the contributions of the experts, then brings the experts and the decision makers closer together. Although it isn’t possible or necessary for a president or prime minister to listen in on every intelligence analysis meeting, it’s possible to organize the experts’ information to give the decision maker much greater insight as to its meaning. This process may somewhat resemble a marketing focus group; it’s a simple, remarkably clever way to bring decision makers closer to the source of the expert information and opinions on which they must base their decisions.

A:executive and specialized expert are no more clever than person in the street. B:very few people decide before they think. C:those who pride themselves on being decisive often fail to do so. D:people tend to consider carefully before making decisions.

Something big is happening to the human race--something that could be called The Great Transformation.
The Transformation consists of all the changes that are occurring m human life due to advancing technology. For thousands of years such progress occurred slowly. Now, everything is changing so fast that you may find yourself wondering where all this progress is really leading.
Nobody knows what all these changes really will mean in the long run. But this mysterious Transformation is the biggest story of all time. It is the story of the human race itself.
Some people worry about what will happen when the deposits of petroleum are gone, but already researchers are finding all kinds of new ways to obtain energy. Someday, solar power collected by satellites circling the earth of fission power manufactured by mankind may give us all the energy we need for an expanding civilization. Space exploration promises to open up many new territories for human settlement, as well as leading to the harvest of mineral resources like the asteroids.
Scientific research continues to open up previously undreamed-of possibilities. Fifty years ago, few people could even imagine things like computers, lasers, and holography. Today, a host of newly emerging technologies such as artificial intelligence and genetic engineering are opening up all kinds of new paths for technologists.
Like it or not, our advancing technology has made us masters of the earth. We not only dominate all the other animals, but we are reshaping the world’ s plant life and even its soil and rocks, its waters and surrounding air. Mountains are being dug up to provide minerals and stone for buildings. The very ground under our feet is washing away as we chop down the forests, plow up the fields, and excavate foundations for our buildings.
Human junk is cluttering up not only the land but even the bottom of the sea. And so many chemicals are being released into the air by human activities that scientists worry that the entire globe may warm, causing the polar icecaps to melt and ocean waters to flood vast areas of the land.
During the twentieth century, advancing technology has enabled man to reach thousands of feet into the ocean depths and to climb the highest mountains. Mount Everest, the highest mountain of all, resisted all climbers until the 1950’s: Now man is reaching beyond Earth to the moon, Mars, and the stars.
No one knows what the Great Transformation means or where it will ultimately lead. But one thing is sure: Human life 50 years from now will be very different from what it is today.
It’s also worth noting that our wondrous technology is posing an increasingly insistent question: When we can do so many things, how can we possibly decide what we really should do When humans were relatively powerless, they didn’t have to make the choices they have to make today.
Technology gives us the power to build a magnificent new civilization—if we can just agree on what we want it to be. But today, there is little global agreement on goals and how we should achieve them.
So it remains to be seen what will happen as a result of our technology. Pessimists worry that we will use the technology eventually to blow ourselves up. But they have been saying that for decades, and so far we have escaped. Whether we will continue to do so remains unknown--but we can continue to hope.
Advancing technology could possibly make us______.

A:decisive B:powerless C:hesitant D:mysterious

Section Ⅱ Reading Comprehension Part A Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1. Text 1 If the various advocates of the conflicting options are all smart, experienced, and well informed, why do they disagree so completely Wouldn’t they all have thought the issue through carefully and come to approximately the same "best"--conclusion The answer to that crucial question lies in the structure of the human brain and the way it processes information. Most human beings actually decide before they think. When any human being--executive, specialized expert, or person in the stree--encounters a complex issue and forms an opinion, often within a matter of seconds, how thoroughly has he or she explored the implications of the various courses of action Answer: not very thoroughly. Very few people, no matter how intelligent or experienced, can take inventory of the many branching possibilities, possible outcomes, side effects, and undesired consequences of a policy or a course of action in a matter of seconds. Yet, those who pride themselves on being decisive often try to do just that. And once their brains lock onto an opinion, most of their thinking thereafter consists of finding support for it. A very serious side effect of argumentative decision making can be a lack of support for the chosen course of action on the part of the "losing" faction. When one faction wins the meeting and the others see themselves as losing, the battle often doesn’t end when the meeting ends. Anger, resentment, and jealousy may lead them to sabotage the decision later, or to reopen the debate at later meetings. There is a better way. As philosopher Aldous Huxley said, "It isn’t who is right, but what is right, that counts." The structured-inquiry method offers a better alternative to argumentative decision making by debate. With the help of the Internet and wireless computer technology, the gap between experts and executives is now being dramatically closed. By actually putting the brakes on the thinking process, slowing it down, and organizing the flow of logic, it’s possible to create a level of clarity that sheer argumentation can never match. The structured-inquiry process introduces a level of conceptual clarity by organizing the contributions of the experts, then brings the experts and the decision makers closer together. Although it isn’t possible or necessary for a president or prime minister to listen in on every intelligence analysis meeting, it’s possible to organize the experts’ information to give the decision maker much greater insight as to its meaning. This process may somewhat resemble a marketing focus group; it’s a simple, remarkably clever way to bring decision makers closer to the source of the expert information and opinions on which they must base their decisions.

A:executive and specialized expert are no more clever than person in the street. B:very few people decide before they think. C:those who pride themselves on being decisive often fail to do so. D:people tend to consider carefully before making decisions.

About 20 of the passengers who were injured in a plane crash are said to be in ______ condition.

A:decisive B:urgent C:vital D:critical

His plan should succeed for it seems quite (feasible).

A:complete B:possible C:daring D:decisive

His plan should succeed for it seems quite (feasible).

A:complete B:possible C:daring D:decisive

Stage Fright Fall down as you come onstage. That’s an odd trick. Not recommended. But it saved the pianist Vladimir Feltsman when he was a teenager back in Moscow. The veteran cellist Mstislav Rostropovich tripped him purposely to cure him of pre-performance panic, Mr. Feltsman said,"All my fright was_______（51）. I already fell. What else could happen?" Today, music schools are addressing the problem of anxiety in classes that_______（52）with performance techniques and career preparation. There are a variety of strategies that musicians can learn to _______（53） stage fright and its symptoms: icy fingers, shaky limbs, racing heart, blank mind. Teachers and psychologists offer wide-ranging advice, from basics like learning pieces inside out, _______（54） mental discipline, such as visualizing a performance and taking steps to relax. Don’t _______（55） that you’re jittery ,they urge; some excitement is natural, even necessary for dynamic playing. And play in public often, simply for the experience. Psychotherapist Diane Nichols suggests’some _______（56） for the moments before performance, "Take two deep abdominal breaths, open up your shoulders, then smile,"she says."And not one of these’please don’t kill me’smiles. Then _______（57） three friendly faces in the audience, people you would communicate with and make music to, and make eye contact with them."She doesn’t want performers to think of the audience _______（58） a judge. Extreme demands by mentors or parents are often at the _______（59） of stage fright, says Dorothy Delay, a well-known violin teacher. She tells other teachers to demand only what their students are able to achieve. When Lynn Harrell was 20, he became the principal cellist of the Clever land Orchestra, and he suffered extreme stage fright."There were times when I got so _______（60） I was sure the audience could see my chest responding to the throbbing. It was just total panic. I came to a _______（61） where I thought,If I have to go through this to play music, I think I’ m going to look for another job. Recovery, he said, involved developing humility-recognizing that _______（62） his talent, he was fallible, and that an imperfect concert was not a disaster. It is not only young artists who suffer, of course. The legendary pianist Vladimir Horowitz’s nerves were famous. The great tenor Franco Corelli is another example."They had to push him on stage,"Soprano Renata Scotto recalled. _______（63）, success can make things worse."In the beginning of your career, when you’re scared to death, nobody knows who you are, and they don’t have any _______（64）,"Soprano June Anderson said."There’s _______（65） to lose. Later on, when you’re known, people are coming to see you, and they have certain expectations. You have a lot to lose." 　　 Anderson added,"I never stop being nervous until I’ve sung my last note."

A:decisive B:nervous C:excited D:grateful