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《考研英语阅读理解100篇 基础版》第2章 社会文化类 Unit 29






Tanna Oldfield's software company needed to establish rapport between some new hires and the firm's old guard.She says the company,which is based in Austin,Texas,wanted to do something different—to“step out of the box”.So she asked her employees to step out of a plane.At 14,000 feet.Oldfield says the sky-high bonding exercise left the workers“exhilarated” and“more confident” in just one day.“If they could conquer fears about sky diving,” she says,“they could overcome work issues.” 
Even in a climate of corporate cost-cutting,Oldfield's company(she prefers that it remain unidentified)and many other New Economy survivors continue to invest money in training sessions that do not involve blackboards,computers or conference rooms.Instead,they send their employees on increasingly elaborate,and even risky,“team-building” trips.From white-water rafting to caving and rock climbing,corporate trainers are raising the difficulty level on challenges for the cubicle set. 
Hard times may even persuade some companies to loosen their purse strings.Diane Katz,who has a doctoral degree in conflict resolution,says half the clients who go on her year-old Working Circle team-building exercises in Arizona are there because bosses want to reward them for good work.“People need to let off steam in harder times,” says Katz,who uses horse whisperers—who claim to speak to the animals,a practice popularized by Robert Redford's movie“The Horse Whisperer”—as facilitators on singing trail rides in the Sonoran desert (the people sing,not the horses). 
After an office shake-up,Elizabeth Burg,a project coordinator for Visa U.S.A.in Foster City.,Calif.,staged a regatta to help employees learn how to work together in a new environment.A corporate training firm,Adventure Associates of El Cerrito,Calif.,taught boating basics to Burg and 20 landlubber co-workers and then set them loose on 34-foot sailboats for a race on San Francisco Bay (with a professional skipper aboard each yacht,just in case).“As adults,we don’t usually get to play in areas where we’re not experts,” Burg says.“People cooperated and interacted differently.” 
After a reorganization last fall,DMR,a New Jersey-based telecommunications consulting firm,flew more than 100 employees of various ages to the Blue Ridge Mountains in Virginia for a four-and-a-half-day program run by the Outdoor Wilderness Leadership School.“I expected a total disaster,” recalls John Tedesco,a fifty-something sales executive.But after dangling 90 feet above the ground in a rope harness on a granite rock face,Tedesco learned to rely on much younger colleagues.“You’re taking risks you usually don’t deal with,and suddenly your co-workers are helping you,” he recalls.“Nothing has been the same since.” That's because rugged outdoor challenges can topple rigid office hierarchies and encourage the sort of camaraderie often missing from traditional off-site work events.“You see people in a different light,” says Tedesco.And when the most junior employee turns out to be more wilderness-savvy than the CEO,everyone relaxes—except possibly the CEO. 
注(2):本文习题命题模仿对象为2004年真题Text 1。 
1.What does Oldfield expect her software company to be rewarded by the trip? 
A) A good spirit of confidence. 
B) The ability to overcome difficulties. 
C) A good relationship among the employees. 
D) The courage to jump at a high height. 
2.Which of the following is NOT the advantage of team-building excursions? 
A) A good place to know your strong points compared with the CEO. 
B) A good place to vent one's feelings. 
C) A good place to learn how to work together. 
D) A good place to improve your exchange with colleagues. 
3.The expression“let off steam”(Line 4,Paragraph 3)most probably means ______. 
A) solving the problems 
B) saving themselves 
C) getting out of the difficulty 
D) releasing one's offensive feelings 
4.What effect does a four-and-a-half-day program bring to John Tedesco? 
A) A total disaster fell on him. 
B) His ideas have been totally changed. 
C) He cares about his colleagues. 
D) He is dependant on his colleagues. 
5.What can we infer from the text? 
A) Team-building trips can solve employees’ problems. 
B) Team-building trips are popular with many companies. 
C) There are risks,as well as rewards in team-building trips. 
D) Employees are able to overcome difficulties after the trips. 

维萨美国(Visa U.S.A.)公司加州福斯特城项目协调员伊丽莎白·伯格在大规模重组办公室人员以后,发起了一次赛舟会以帮助公司员工学会如何在一个新环境里合作共事。一家培训公司——设在加州埃尔塞里托的冒险联合公司——对伯格和另外20名“旱鸭子”同事进行了划船的基本训练,然后让他们分别乘34英尺长的帆船(每艘船上配一名专业船长,以防万一)参加在旧金山海湾举行的赛艇比赛。“作为成年人,我们一般不习惯在我们不懂行的领域里玩”,伯格说,“每个人的合作和反应也都不一样。” 

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