SET

Have you ever been afraid to talk back when you were treated unfairly Have you ever bought something just because the salesman talked you into it Are you afraid to ask a boy (girl) for a date
Many people are afraid to assert themselves (insist upon their own rights). Dr. Robert Alberti, author of Stand Up, Speak Out, and Talk Back, thinks it’s because their self-esteem is low. "Our whole set-up makes people doubt themselves, " says Alberti. "There’s always a’ superior’ around—a parent, a teacher, a boss—who ’knows better’".
But Alberti and other scientists are doing something to help people to assert themselves. They offer "assertiveness training" courses (AT). In the AT courses people learn that they have a right to be themselves. They learn to speak out and feel good about doing so. They learn to be aggressive without hurting other people.
In one way, learning to speak out is to overcome fear. A group taking an AT course will help the timid person to lose his fear. But AT uses an even stronger motive—the need to share. The timid person speaks out in the group because he wants to tell how he feels. AT says you can get to feel good about yourself. And once you do, you can learn to speak out.

A:make them distrust their own judgment B:make things more favorable for them C:keep them from speaking out as much as their superiors do D:help them to learn to speak up for their rights

The driver began to speed up to （） for the hour had lost in the traffic jam.

A:keep up B:take up C:catch up D:make up

Michael Porter, who has made his name throughout the business community by advocating his theories of competitive advantages, is now swimming into even more shark-infested waters, arguing that competition can save even America’s troubled health-care system, the largest in the world. Mr. Porter argues in " Redefining Health Care" that competition, if properly applied, can also fix what ails this sector.
That is a bold claim, given the horrible state of America’s health-care system. Just consider a few of its failings: America pays more per capita for health care than most countries, but it still has some 45m citizens with no health insurance at all. While a few receive outstanding treatment, he shows in heart-wrenching detail that most do not. The system, wastes huge resources on paperwork, ignores preventive care and, above all, has perverse incentives that encourage shifting costs rather than cutting them outright. He concludes that it is "on a dangerous path, with a toxic combination of high costs, uneven quality, frequent errors and limited access to care. "
Many observers would agree with this diagnosis, but many would undoubtedly disagree with this advocacy of more market forces. Doctors have an intuitive distrust of competition, which they often equate with greed, while many public-policy thinkers argue that the only way to fix America’s problem is to quash the private sector’s role altogether and instead set up a government monopoly like Britain’s National Health Service.
Mr. Porter strongly disagrees. He starts by acknowledging that competition, as it has been introduced to America’s health system, has in fact done more harm than good. But he argues that competition has been introduced piecemeal, in incoherent and counter-productive ways that lead to perverse incentives and worse outcomes:" health-care competition is not focused on delivering value for patients," he says.
Mr. Porter offers a mix of solutions to fix this mess, and thereby to put the sector on a genuinely competitive footing. First comes the seemingly obvious (but as yet unrealized ) goal of data transparency. Second is a redirection of competition from the level of health plans, doctors, clinics and hospitals, to competition "at the level of medical conditions, which is all but absent". The authors argue that the right measure of "value" for the health of treatment, and what the cost is for that entire cycle. That rightly emphasizes the role of early detection and preventive care over techno-fixes, pricey pills and the other failings of today’s system.
If there is a failing in this argument, it is that he sometimes strays toward naive optimism. Mr. Porter argues, for example, that his solutions are so commonsensical that private actors in the health system could forge ahead with them profitably without waiting for the government to fix its policy mistakes. That is a tempting notion, but it falls into a trap that economists call the fallacy of the $ 20 bill on the street. If there really were easy money on the pavement, goes the argument, surely previous passers-by would have bent over and picked it up by now.
In the same vein, if Mr. Porter’s prescriptions are so sensible that companies can make money even now in the absence of government policy changes, why in the world have they not done so already One reason may be that they can make more money in the current sub- optimal equilibrium than in a perfectly competitive market--which is why government action is probably needed to sweep aside the many obstacles in the way of Mr. Porter’s powerful vision.

A:there is no easy money on the pavement for passers by to pick up B:Mr. Porter is very likely to fall in a trap set up by the economists C:competition alone is not enough to cure the health care system D:only government actions can sweep aside the obstacles along the way

You really do have to wonder whether a few years from now we’ll look back at the first decade of the 21st century—when food prices spiked, energy prices soared, world population surged, tornados plowed through cities, floods and droughts set records, populations were displaced and governments were threatened by the confluence of it all—and ask ourselves. What were we thinking How did we not panic when the evidence was so obvious that we’d crossed some growth, climate, natural resource and population redlines all at once "The only answer can be denial," argues Paul Gilding, an Australian environmentalist, in a new book called The Great Disruption. "When you are surrounded by something so big that requires you to change everything about the way you think and see the world, then denial is the natural response. But the longer we wait, the bigger the response required."
Gilding cites the work of the Global Footprint Network, an alliance of scientists, which calculates how many "planet Earths" we need to sustain our current growth rates. G. F. N. measures how much land and water area we need to produce the resources we consume and absorb our waste, using prevailing technology. On the whole, says G. F. N. , we are currently growing at a rate that is using up the Earth’s resources far faster than they can be sustainably replenished, so we are eating into the future.
This is not science fiction. This is what happens when our system of growth and the system of nature hit the wall at once. We are now using so many resources and putting out so much waste into the Earth that we have reached some kind of limit, given current technologies. The economy is going to have to get smaller in terms of physical impact.
We will not change systems, though, without a crisis. But don’t worry, we’re getting there. We’re currently caught in two loops: One is that more population growth and more global warming together are pushing up food prices, causing political instability in the Middle East, which leads to higher oil prices, thus to higher food prices and more instability. At the same time, improved productivity means fewer people are needed in every factory to produce more stuff. So if we want to have more jobs, we need more factories. More factories making more stuff make more global warming, and that is where the two loops meet.
But Gilding is actually an eco-optimist. As the impact o the imminent Great Disruption hits us, he says, "our response will be proportionally dramatic, mobilizing as we do in war. We will change at a scale and speed we can barely imagine today, completely transforming our economy, including our energy and transport industries, in just a few short decades. " We will realize, he predicts, that the consumer-driven growth model is broken and we have to move to a more happiness-driven growth model, based on people working less and owning less.

A:be frightened into rethinking the ways we treat the earth B:refuse to admit the follies committed by human beings C:set a redline for population growth and the exploration of nature D:come up with a response required to cope with the worsening situation

Brighton is a popular seaside town on the south coast of England. Not long ago, some policemen were very (21) . There (22) several serious accidents (23) by motorists driving too fast. The police started to set up a speed trap(速度监视器). They measured (24) of 88 yards on a straight road and watched to see (25) a car took to (26) that far. They knew that if a car took six seconds, it was traveling faster (27) the (28) limit of 30 miles an hour.
When the policemen were ready, they did (29) a hedge(树篱) and started to (30) passing cars. During their first half an hour, they caught five drivers. The policemen wrote down the (31) of each car and the name and address of the (32) . But for the next half an hour the policemen didn’t see anybody (33) too fast. They thought that this was very (34) . One of them drove a quarter of a mile along the road and saw two students (35) on the grass. They were (36) a sheet of cupboard so that motorists could see it. On the notice one of the students (37) : "Danger. Speed trap."
The policemen took the notice away and wrote down the names of the students. Later on they were each fined ￡5 for (38) to stop the police (39) motorists who were (40) the law.

A:breaking up B:holding up C:folding up D:stopping up

The initial voltage of self-excitation generator set up by .

A:residual magnetism B:voltage regulator C:electrical current for excitation D:the other running generator

"When radar is set to ships head up display, all fixed targets displayed on the screen will appear to______．

A:track down the screen on a reciprocal heading at the speed ship is moving B:rotate in the same direction as the ship rotates C:make the identification of smaller targets difficult D:allow a certain amount of afterglow of targets"

What publications should a GMDSS Operator consult regarding the proper set-up and operation of vessel equipment ?______．

A:ITU Publications B:The manufacturers instruction manuals C:Part 90 of the FCC Rules andRegulations D:Code of Federal Regulations, Title 47, Part 80, Subpart W"