Text 4
The telecity is a city whose life, direction, and functioning are largely shaped by telecommunications. In the twenty first century, cities will be based more and more on an economy that is dependent on services and intellectual property. Telecommunications and information networks will define a city’s architecture, shape, and character. Proximity in the telecity will be defined by the speed and bandwidth of networks as much as by geographical propinquity. In the age of the telecity, New York and Singapore may be closer than, say, New York and Arkadelphia, Arkansas.
Telecities will supersede megacities for several reasons, including the drive toward clean air, reducing pollution, energy conservation, more jobs based on services, and coping with the high cost of urban property. Now we must add the need to cope with terrorist threats in a high-technology world.
Western mind-sets were clearly jolted in the wake of the terrorist attack on the World Trade Center in New York City and attacks in Indonesia, Saudi Arabia, and else where. But the risks posed by twentieth-century patterns of urbanization and architecture have ye to register fully with political figures and leaders of industry. The Pentagon, for example, has been rebuilt in situation rather than distributed to multiple locations and connected by secure landlines and broadband wireless systems. Likewise, the reconstruction of the World Trade Center complex still represents a massive concentration of humanity and infrastructure. This is a remarkably shortsighted and dangerous vision of the future.
The security risks, economic expenses, and environmental hazards of over-centralization are everywhere, and they do not stop with skyscrapers and large governmental structures. There are risks also at seaports and airports, in food and water supplies, at nuclear power plants and hydroelectric turbines at major dams, in transportation systems, and in information and communications systems.
This vulnerability applies not only to terrorist threats but also to human error, such as system-wide blackouts in North America in August 2003 and in Italy in September 2003, and natural disasters such as typhoons, hurricanes, floods, and earthquakes. Leaders and planners are only slowly becoming aware that overcentralized facilities are the most vulnerable to attack or catastrophic destruction.
There is also growing awareness that new broadband electronic systems now allow governments and corporations to safeguard their key assets and people in new and innovative ways. So far, corporations have been quickest to adjust to these new realities, and some governments have begun to adjust as well.

According to the author, the most active advocates of telecities are（）

A:leaders and planners. B:urban architects. C:some corporations. D:government administrators.

Text 1
People in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors.
Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the availability of skilled workers in the region. The public’s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which leaders must lead.
People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology.
Even at the community level, foresight is critical: school officials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop.
Many of the best-known techniques for foresight were developed by government planners, especially in the military, when the post-World War Ⅱ atomic age made it critical to "think about the unthinkable" and prepare for it. Pioneering futurists at the: RAND Corporation (the first "think tank") began seriously considering what new technologies might emerge in the future and how these might affect US security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future.
The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population, land use, technology, and governmental systems).
Using these techniques and many others, futurists now can tell us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world’s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet.

All the following are cited as examples of the importance of exercising foresight EXCEPT（）

A:government administrators. B:school officials. C:school students and teachers. D:government planners.

People in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors.
Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the availability of skilled workers in the region. The public’s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which leaders must lead.
People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology.
Even at the community level, foresight is critical: School officials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop.
Many of the best-known techniques for foresight were developed by government planners, especially in the military, when the post-World War II atomic age made it critical to "think about the unthinkable" and prepare for it. Pioneering futurists at the RAND Corporation (the first "think tank ") began seriously considering what new technologies might emerge in the future and how these might affect U. S. security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future.
The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking systematically at what is happening now. The key thing to watch is not events ( sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population, land use, technology, and governmental systems) .
Using these techniques and many others, futurists now can tell us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world’s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet.
All the following are cited as examples of the importance of exercising foresight EXCEPT______.

A:government administrators B:school officials C:school students and teachers D:government planners

The telecity is a city whose life, direction, and functioning are largely shaped by telecommunications. In the twenty-first century; cities will be based more and more on an economy that is dependent on services and intellectual property. Telecommunications and information networks will define a city’s architecture, shape, and character. Proximity in the telecity will be defined by the speed and bandwidth of networks as much as by geographical propinquity. In the, age of the telecity, New York and Singapore may be closer than, say, New York and Arkadelphia, Arkansas.
Telecities will supersede megacities for several reasons, including the drive toward clean air, reducing pollution, energy conservation, more jobs based on services, and coping with the high cost of urban property. Now we must add the need to cope with terrorist threats in a high-technology world.
Western mind-sets were clearly jolted in the wake of the terrorist attack on the World Trade Center in New York City and attacks in Indonesia, Saudi Arabia, and elsewhere. But the risks posed by twentieth-century patterns of urbanization and architecture have yet to register fully with political figures and leaders of industry. The Pentagon, for example, has been rebuilt in situation rather than distributed to multiple locations and connected by secure landlines and broadband wireless systems. Likewise, the reconstruction of the World Trade Center complex still represents a massive concentration of humanity and infrastructure. This is a remarkably shortsighted and dangerous vision of the future.
The security risks, economic expenses, and environmental hazards of over centralization are everywhere, and they do not stop with skyscrapers and large governmental structures. There are risks also at seaports and airports, in food and water supplies, at nuclear power plants and hydroelectric turbines at major dams, in transportation systems, and in information and communications systems.
This vulnerability applies not only to terrorist threats but also to human error, such as system-wide blackouts in North America in August 2003 and in Italy in September 2003, and natural disasters such as typhoons, hurricanes, floods, and earthquakes. Leaders and planners are only slowly becoming aware that over centralized facilities are the most vulnerable to attack or catastrophic destruction.
There is also growing awareness that new broadband electronic systems now allow governments and corporations to safeguard their key assets and people in new and innovative ways. So far, corporations have been quickest to adjust to these new realities, and some governments have begun to adjust as well.
According to the author, the most active advocates of telecities are______.

A:leaders and planners B:urban architects C:some corporations D:government administrators

Text 1

All the following are cited as examples of the importance of exercising foresight EXCEPT______.

A:government administrators B:school officials C:school students and teachers D:government planners

Text 4

According to the author, the most active advocates of telecities are______.

A:leaders and planners B:urban architects C:some corporations D:government administrators

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

All the following are cited as examples of the importance of exercising foresight EXCEPT______.

A:government administrators B:school officials C:school students and teachers D:government planners

Text 4 The telecity is a city whose life, direction, and functioning are largely shaped by telecommunications. In the twenty first century, cities will be based more and more on an economy that is dependent on services and intellectual property. Telecommunications and information networks will define a city’s architecture, shape, and character. Proximity in the telecity will be defined by the speed and bandwidth of networks as much as by geographical propinquity. In the age of the telecity, New York and Singapore may be closer than, say, New York and Arkadelphia, Arkansas. Telecities will supersede megacities for several reasons, including the drive toward clean air, reducing pollution, energy conservation, more jobs based on services, and coping with the high cost of urban property. Now we must add the need to cope with terrorist threats in a high-technology world. Western mind-sets were clearly jolted in the wake of the terrorist attack on the World Trade Center in New York City and attacks in Indonesia, Saudi Arabia, and else where. But the risks posed by twentieth-century patterns of urbanization and architecture have ye to register fully with political figures and leaders of industry. The Pentagon, for example, has been rebuilt in situation rather than distributed to multiple locations and connected by secure landlines and broadband wireless systems. Likewise, the reconstruction of the World Trade Center complex still represents a massive concentration of humanity and infrastructure. This is a remarkably shortsighted and dangerous vision of the future. The security risks, economic expenses, and environmental hazards of over-centralization are everywhere, and they do not stop with skyscrapers and large governmental structures. There are risks also at seaports and airports, in food and water supplies, at nuclear power plants and hydroelectric turbines at major dams, in transportation systems, and in information and communications systems. This vulnerability applies not only to terrorist threats but also to human error, such as system-wide blackouts in North America in August 2003 and in Italy in September 2003, and natural disasters such as typhoons, hurricanes, floods, and earthquakes. Leaders and planners are only slowly becoming aware that overcentralized facilities are the most vulnerable to attack or catastrophic destruction. There is also growing awareness that new broadband electronic systems now allow governments and corporations to safeguard their key assets and people in new and innovative ways. So far, corporations have been quickest to adjust to these new realities, and some governments have begun to adjust as well.

According to the author, the most active advocates of telecities are（）

A:leaders and planners. B:urban architects. C:some corporations. D:government administrators.