—_______ I've got a present for him.
—Me too. So you _______ any sympathy from me here.
I was holding her hand when the man in the white coat came in. 1 both sets of X-rays, he said seriously: Her lungs were filling up with fluid(液体). This meant that 2 I would need to consult with specialists, and stop whatever was 3 into my mother's lungs.
4, this doctor seemed to have another plan. He began speaking to me about “the quality of life.” He gave me a list of my mother's 5 and then concluded that they added up to the 6 of her life. I had heard the phrase “We can make her 7” too many times. Now I was more 8 than hurt when doctors wanted to kill my mother.
My mother couldn't walk, talk or swallow after her stroke, but nursing her was not 9. Whenever I asked her if her diseases were too hard on her, she just 10 her head. She was conveying to me her love and understanding beyond 11. And not just to me.
A young nurse stopped me just before the doctor appeared: “You know, I 12 my new job to your mother: She 13 me to learn to drive, so I would be not 14 buses and I could get to the hospital to work.”
So, I couldn't help questioning the doctor's 15 of quality of life. How did he arrive at the 16 that my mother should die? Was he making a(n) 17 calculation, that to keep a bedridden(卧床不起的) person alive was costly? He certainly did not “calculate” her endless love, the way it 18 everyone who came in contact with her. If human life is 19 to cost-benefit analyses, all forms of caring for any reason other than self-interest will be 20. Can we do better?
Regulating a complex new technology is hard, particularly if it is evolving rapidly. With autonomous vehicles(AVs) just around the corner, what can policymakers do to ensure that they arrive safely and smoothly and deliver on their promise?
The immediate goal is to make sure that AVs are safe without preventing innovation. In America, experimental AVs are allowed on the road in many states as long as the companies operating them accept responsibility. Chris Urmson of Aurora says American regulators have got things right, working closely with AV firms and issuing guidelines rather than strict rules that might prevent the progress of the industry. “It's important that we don't jump to regulation before we actually have something to regulate.” he says.
On the other hand, Singapore's government has taken the most hands-on approach to preparing for AVs, says Karl Iagnemma of Nutonomy, an AV startup that has tested vehicles in the city-state. For example, it has introduced a “driving test” that AVs must pass before they can go on the road. This does not guarantee safety but sets a minimum standard.
Elsewhere, regulators have permitted limited testing on public roads but want to see more evidence that the vehicles are safe before going further, says Takao Asami of the Renault issan-Mitsubishi alliance(联盟). “Simple accumulation of mileage(里程) will never prove that the vehicle is safe.” he says. Instead, regulators are talking to car makers and technology firms to develop new safety standards. Marten Levenstam, head of product strategy at Volvo, compares the process to that of developing a new drug. First, you show in the laboratory that it might work; then you run clinical trials in which you carefully test its safety and efficiency; and if they are successful, you ask for regulatory approval to make the drug generally available. Similarly, autonomous cars are currently at the clinical-trial stage, without final approval as yet. It is not possible to prove that a new drug is entirely safe, but the risk is worth taking because of the benefits the drug provides. It will be the same for AVs, he suggests. After all, nowadays human-driven vehicles are hardly risk-free.
Cooperation at work is generally seen as a good thing. The latest survey by the Financial Times of what employers want from MBA graduates found that the ability to work with a wide variety of people was what managers wanted most. But managers always have to balance the benefits of teamwork, which help ensure that everyone is working towards the same goal, with the dangers of “groupthink” when critics are reluctant to point out a plan's drawbacks for fear of being kept out of the group. The disastrous Bay of Pigs invasion of Cuba in 1961 was a classic case of groupthink. Skeptics were reluctant to challenge John F. Kennedy, the newly elected American president.
Modern communication methods mean that cooperation is more frequent. Workers are constantly in touch with each other via e-mail messaging groups or mobile calls. But does that improve, or lower performance? A new study by three American academics, tried to answer this question. They set a logical problem (designing the shortest route for a travelling salesman visiting various cities). Three groups were involved: one where subjects acted independently; another where they saw the solutions posted by team members at every stage; and a third where they were kept informed of each other's views only intermittently.
The survey found that members of the individualist group reached the premier solution more often than the constant cooperators but had a poorer average result. The intermittent cooperators found the right result as often as the individualists, and got a better average solution. When it comes to ideal generation, giving people a bit of space to a solution seems to be a good idea. Occasional cooperation can be a big help: most people have benefited from a colleague's brainwave or (just as often) wise advice to avoid a particular course of action.
Further clues come from a book, Superminds, by Thomas Malone of the Massachusetts Institute of Technology. He says that three factors determine the collective intelligence of cooperating groups: social intelligence (how good people were at rating the emotional states of others); the extent to which members took part equally in conversation (the more equal, the better); and the cooperation of women in the group (the higher, the better). Groups ranked highly in these areas cooperated far better than others.
In short, cooperation may be a useful tool but it doesn't work in every situation.
An introduction to this book is as superfluous as a candle in front of a powerful searchlight. But a convention of publishing seems to require that the candle should be there, and I am proud to be the one to hold it. About ten years ago I picked up from the pile of new books on my desk a copy of Sons and Lovers by a man of whom I had never heard, and I started to race through it with the immoral speed of the professional reviewer. But after a page or two I found myself reading, really reading. Here was—here is—a masterpiece in which every sentence counts, a book packed with significant thought and beautiful, arresting phrases, the work of a remarkable genius whose gifts are more richly various than those of any other young English novelist.
To appreciate the rich variety of Mr. Lawrence we must read his later novels and his volumes of poetry. But Sons and Lovers reveals the range of his power. Here are combined and blended(混合的) sort of “realism” and almost lyric(抒情的) imagery and rhythm. The speech of the people is that of daily life and the things that happen to them are normal adventures and accidents; they fall in love, marry, work, fail, succeed, and die. But of their deeper emotions and of the relations of these little human beings to the earth and to the stars, Mr. Lawrence makes something near to poetry and prose(散文) without violating its proper “other harmony.”
Take the marvellous paragraph on next to the last page of Sons and Lovers (Mr. Lawrence depends so little on plot in the ordinary sense of the word that it is perfectly fair to read the end of his book first):
Where was he? One tiny upright speck of flesh, less than an ear of wheat lost in the field. He could not bear it. On every side the immense dark silence seemed pressing him, so tiny a spark, into extinction, and yet, almost nothing, he could not be extinct. Night, in which everything was lost, went reaching out, beyond stars and sun, stars and sun, a few bright grains, went spinning round for terror, and holding each other in embrace, there in the darkness that outpassed them all, and left them tiny and daunted(气馁). So much, and himself, infinitesimal, at the core a nothingness, and yet not nothing.
Such glorious writing lifts the book far above a novel which is merely a story. I beg the reader to attend to every line of it and not to miss a single one of the many sentences that await and surprise you. Some are enthusiastic and impressive, like the paragraph above; others are keen, “realistic” observations of things and people. In one of his books Mr. Lawrence makes a character say, or think, that life is “mixed.” That indicates his philosophy and his method. He blends the accurately literal and trivial(琐碎的) with the extremely poetic.
To find a similar blending of tiny daily detail and wide imaginative vision, we must go back to two older novelists, Hardy and Meredith. I do not mean that Mr. Lawrence derives(源于) immediately from them or, indeed, that he is clearly the disciple(弟子) of any master. I do feel simply that he is of the elder stature(名望) of Hardy and Meredith, and I know of no other young novelist who is quite worthy of their company. When I first tried to express this comparison, this connection, I was contradicted by a fellow-critic, who pointed out that Meredith and Hardy are entirely unlike each other and that therefore Mr. Lawrence cannot resemble both. To be sure, nothing is more hateful than forced comparisons, nothing more boring than to discover parallels between one work of art and another. An artist's mastery consists in his difference from other masters. But to refer a young man of genius to an older one, at the same time pronouncing his independence and originality, is a fair, if not very superior, method of praising him.
注意：每个空格只填1个单词。
The changes facing fast-food companies
Fast food was once thought to be recession-proof. When consumers need to cut spending, cheap meals like Big Macs and Whoppers become even more attractive. As a result, fast-food chains have survived the recession better than their more expensive competitors. In 2009 sales at full-service restaurants in America fell by more than 6%, but total sales remained about the same at fast-food chains. In some markets, such as Japan, France and Britain, total spending on fast food increased.
But in this ongoing recession(萧条), which is more severe, not all fast-food companies have been as fortunate. Many, such as Burger King, have seen sales fall. In the recession, while some people trade down to fast food, many others eat at home more frequently to save money. Smaller fast-food chains in America, such as Jack in the Box and Carl's Jr., have been hit particularly hard in this downturn because they cut back spending on advertising.
In face of such challenges, some fast-food companies have sacrificed their own profits by trying to give customers better value. During the recession companies set prices low, hoping to tempt more customers through the door. But in many cases that strategy doesn't work. Some companies are rethinking their strategies. KFC has launched a chicken sandwich that costs around $5 to attract consumers away from $1 specials.
Companies are also trying to get customers to buy new and more items, including drinks. McDonald's started selling better coffee as a challenge to Starbucks. Its “McCafe” line now accounts for an estimated 6% of sales in America. As fast-food companies shift from “super size” to “more buys”, they need to keep customer traffic high throughout the day. Many see breakfast as a big opportunity, and not just for fatty food. McDonald's has started selling porridge in America, because the profits can be high.
But what about those growing waistlines? So far, fast-food firms have cleverly avoided government regulation. By providing options like salads and low-calorie sandwiches, they have at least given the impression of doing something about helping to fight obesity(肥胖). These offerings don't necessarily lead to profit loss, as they can broaden the appeal of stores to groups of diners that include some people who don't want to eat a burger.
But calls for tougher government regulation never wear down. This year Congress passed America's health-reform bill, which requires restaurant chains with 20 or more stores to put the calorie-content of items they serve to the menu. And the recent proposal by a county in California to ban McDonald's from including toys in its high-calorie “Happy Meals”, because law makers believe it attracts children to unhealthy food, suggests that fast-food companies will have to continue trying something new.
The changes facing fast-food companies
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The hardworking and never-give-up attitude of Malaysian badminton star Lee Chong Wei has won many people's hearts.
The 36-year-old player is already a veteran of the badminton world. Despite this, he doesn't want to call it a day. At the moment, nose cancer is keeping him out of the game.
At a press conference earlier this month, Lee said that he hopes to return to badminton next year and to compete in his fifth Olympic Games held in Tokyo in 2020. “It's going to be tough to fight for the gold medal, but I will try my very best because it's always my dream,” he said. Although Lee is one of the world's greatest players, he has never won a badminton world championship. So if health permits, he will continue to compete because he wants an Olympic gold. Besides his great determination, his other drive is his passion for the sport. “One of the most important things in life to him is badminton,” Lee's coach Misbun Sodik told the New Straits Times.
After two months of cancer treatment that caused eating and sleeping problems, recently Lee began a little training.
【写作内容】
1）用约30个单词概述上述信息的主要内容；
2）综合上述信息，用约120个单词谈一谈“热情对于一个人事业成功的重要性”及其理由。
【写作要求】
1）写作过程中不能直接引用原文语句；
2）作文中不能出现真实姓名和学校名称；
3）不必写标题。
【评分标准】
内容完整，语言规范，语篇连贯，词数适当。
