一、Part Ⅱ Listening Comprehension
1、Question 1 is based on the news report you have just heard.
A、To satisfy the curiosity of tourists.
B、To replace two old stone bridges.
C、To enable tourists to visit Goat Island.
D、To improve utility services in the state.
2、Question 2 is based on the news report you have just heard.
A、Countless tree limbs.
B、A few skeletons.
C、Lots of wrecked boats and ships.
D、Millions of coins on the bottom.
3、Question 3 is based on the news report you have just heard.
A、It suspended diplomatic relations with Libya.
B、It urged tourists to leave Tunisia immediately.
C、It shut down two border crossings with Libya.
D、It launched a fierce attack against Islamic State.
4、Question 4 is based on the news report you have just heard.
A、Advise Tunisian civilians on how to take safety precautions.
B、Track down the organization responsible for the terrorist attack.
C、Train qualified security personnel for the Tunisian government.
D、Devise a monitoring system on the Tunisian border with Libya.
5、Question 5 is based on the news report you have just heard.
A、An environment-friendly battery.
B、An energy-saving mobile phone.
C、A plant-powered mobile phone charger.
D、A device to help plants absorb sunlight.
6、Question 6 is based on the news report you have just heard.
A、While sitting in their schools courtyard.
B、While playing games on their phones.
C、While solving a mathematical problem.
D、While doing a chemical experiment.
7、Question 7 is based on the news report you have just heard.
A、It increases the applications of mobile phones.
B、It speeds up the process of photosynthesis.
C、It improves the reception of mobile phones.
D、It collects the energy released by plants.
8、Question 8 is based on the conversation you have just heard.
A、He visited the workshops in the Grimsby plant.
B、He called the woman and left her a message.
C、He used stand-ins as replacements on all lines.
D、He asked a technician to fix the broken production line.
9、Question 9 is based on the conversation you have just heard.
A、It is the most modern production line.
B、It assembles super-intelligent robots.
C、It has stopped working completely.
D、It is going to be upgraded soon.
10、Question 10 is based on the conversation you have just heard.
A、To seek her permission.
B、To place an order for robots.
C、To request her to return at once.
D、To ask for Tom’s phone number.
11、Question 11 is based on the conversation you have just heard.
A、She is on duty.
B、She is having her day off.
C、She is on sick leave.
D、She is abroad on business.
12、Question 12 is based on the conversation you have just heard.
A、He saved a baby boy’s life.
B、He wanted to be a superhero.
C、He prevented a train crash.
D、He was a witness to an accident.
13、Question 13 is based on the conversation you have just heard.
A、He has a 9-month-old boy.
B、He is currently unemployed.
C、He enjoys the interview.
D、He commutes by subway.
14、Question 14 is based on the conversation you have just heard.
A、A rock on the tracks.
B、A misplaced pushchair.
C、A strong wind.
D、A speeding car.
15、Question 15 is based on the conversation you have just heard.
A、She stood motionless in shock.
B、She cried bitterly.
C、She called the police at once.
D、She shouted for help.
16、Question 16 is based on the passage you have just heard.
A、She inherited her family ice-cream business in Billings.
B、She loved the ice-cream business more than teaching primary school.
C、She started an ice-cream business to finance her daughter’s education.
D、She wanted to have an ice-cream truck when she was a little girl.
17、Question 17 is based on the passage you have just heard.
A、To preserve a tradition.
B、To amuse her daughter.
C、To help local education.
D、To make some extra money.
18、Question 18 is based on the passage you have just heard.
A、To raise money for business expansion.
B、To make her truck attractive to children.
C、To allow poor kids to have ice-cream too.
D、To teach kids the value of mutual support.
19、Question 19 is based on the passage you have just heard.
A、The reasons for imposing taxes.
B、The various services money can buy.
C、The various burdens on ordinary citizens.
D、The function of money in the modern world.
20、Question 20 is based on the passage you have just heard.
A、Educating and training citizens.
B、Improving public transportation.
C、Protecting people’s life and property.
D、Building hospitals and public libraries.
21、Question 21 is based on the passage you have just heard.
A、By asking for donations.
B、By selling public lands.
C、By selling government bonds.
D、By exploiting natural resources.
22、Question 22 is based on the passage you have just heard.
A、It is located at the center of the European continent.
B、It relies on tourism as its chief source of revenues.
C、It contains less than a square mile of land.
D、It is surrounded by France on three sides.
23、Question 23 is based on the passage you have just heard.
A、Its beauty is frequently mentioned in American media.
B、Its ruler Prince Rainier married an American actress.
C、It is where many American movies are shot.
D、It is a favorite place Americans like to visit.
24、Question 24 is based on the passage you have just heard.
A、Tobacco.
B、Potatoes.
C、Machinery.
D、Clothing.
25、Question 25 is based on the passage you have just heard.
A、European history.
B、European geography.
C、Small countries in Europe.
D、Tourist attractions in Europe.
二、Part III Reading Comprehension
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
26、(1)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
27、(2)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
28、(3)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
29、(4)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
30、(5)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
31、(6)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
32、(7)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
33、(8)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
34、(9)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26_____ work out that way. Dog-fighting victims are 27_____ and killed for profit and “sport”, yet their criminal abusers often receive a 28_____ sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation (缓刑). Some progress has been made in the prosecution (起诉) of animal fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they 29_____ penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30_____. The U.S. Sentencing Commission, which 31_____ these sentencing guidelines, is revisiting them, proposing to raise the minimum sentence from 6-12 to 21-27 months, This is a step in the right 32_____, but we’ d like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, we’re working with animal advocates and state and federal lawmakers to 33_____ anti-cruelty laws across the country, as well as supporting laws and policies that assist overburdened animal 34_____ that care for animal fighting victims. This help is 35_____ important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place.
35、(10)
A、inadequate
B、critically
C、sufferings
D、hesitate
E、rarely
F、determine
G、tortured
H、strengthen
I、inspired
J、shelters
K、method
L、creates
M、minimal
N、direction
O、convenient
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
36、Some famous companies are already using gamification and more are trying to do the same.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
37、Gamification is not a miracle cure for all workplaces as it may have negative results.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
38、To enhance morale, one company asks its employees to identify their fellow workers when starting their computers.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
39、The idea of gamifacation was practiced by some businesses more than a century ago.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
40、There is reason to believe that gamification will be here to stay.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
41、Video games contributed in some ways to the wide application of gamification.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
42、When turning work into a game, it is necessary to understand what makes games interesting.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
43、Gamification in employee training does not always need technology.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
44、The most successful gamification platforms transform daily work assignments into fun experiences.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
When Work Becomes a Game
【A】What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
【B】 Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essentially, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
【C】It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
【D】The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate ( 巨头 ) Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
【E】But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority of young people grew up playing video games, and an increasingly high percentage of adults play these video games too,” Werbach says.
【F】 A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is about understanding what is motivating to this group of players, which requires some understanding of psychology.”
【G】Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees’ morale ( 士 气 ). When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
【H】Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
【I】 Some people do not take naturally to gamified work environments, Cornetti says. In her experience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, I’m not talking about a ‘game’ at all”, Cornetti says. “I’m talking about a ‘simulation’(模拟), I’m talking about ‘being able to solve this problem.’ ”
【J】Gamification is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.
【K】Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar with the structures and expressions of digital games.” “We are far from reaching the peak,” Cornetti agrees. “There is no reason this will go away.”
45、It is necessary to use terms other than “gamification” for some professions.
A、A
B、B
C、C
D、D
E、E
F、F
G、G
H、H
I、I
J、J
K、K
Recently I attended several meetings where we talked about ways to retain students and keep younger faculty members from going elsewhere. It seems higher education has become an industry of meeting-holders whose task it is to “solve” problems—real or imagined. And in my position as a professor at three different colleges, the actual problems in educating our young people and older students have deepened, while the number of people hired—not to teach but to hold meetings—has increased significantly. Every new problem creates a new job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, the center is a clearing house (信息交流中心) for using technology in classrooms and in online courses. It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years.
I offer a simple proposition in response: Many of our problems-class attendance, educational success, student happiness and well-being-might be improved by cutting down the bureaucratic (官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of our administrative staff with classroom teachers, we might actually get a majority of our classes back to 20 or fewer students per teacher. This would be an environment in which teachers and students actually knew each other.
The teachers must be free to teach in their own way—the curriculum should be flexible enough so that they can use their individual talents to achieve the goals of the course. Additionally, they should be allowed to teach, and be rewarded for doing it well. Teachers are not people who are great at and consumed by research and happen to appear in a classroom. Good teaching and research are not exclusive, but they are also not automatic companions. Teaching is an art and a craft, talent and practice; it is not something that just anyone can be good at. It is utterly confusing to me that people do not recognize this, despite the fact that pretty much anyone who has been a student can tell the difference between their best and worst teachers.
46、What does the author say about present-day universities?
A、They are effectively tackling real or imagined problems.
B、They often fail to combine teaching with research.
C、They are over-burdened with administrative staff.
D、They lack talent to fix their deepening problems.
Recently I attended several meetings where we talked about ways to retain students and keep younger faculty members from going elsewhere. It seems higher education has become an industry of meeting-holders whose task it is to “solve” problems—real or imagined. And in my position as a professor at three different colleges, the actual problems in educating our young people and older students have deepened, while the number of people hired—not to teach but to hold meetings—has increased significantly. Every new problem creates a new job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, the center is a clearing house (信息交流中心) for using technology in classrooms and in online courses. It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years.
I offer a simple proposition in response: Many of our problems-class attendance, educational success, student happiness and well-being-might be improved by cutting down the bureaucratic (官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of our administrative staff with classroom teachers, we might actually get a majority of our classes back to 20 or fewer students per teacher. This would be an environment in which teachers and students actually knew each other.
The teachers must be free to teach in their own way—the curriculum should be flexible enough so that they can use their individual talents to achieve the goals of the course. Additionally, they should be allowed to teach, and be rewarded for doing it well. Teachers are not people who are great at and consumed by research and happen to appear in a classroom. Good teaching and research are not exclusive, but they are also not automatic companions. Teaching is an art and a craft, talent and practice; it is not something that just anyone can be good at. It is utterly confusing to me that people do not recognize this, despite the fact that pretty much anyone who has been a student can tell the difference between their best and worst teachers.
47、According to the author, what kind of people do universities lack most?
A、Good classroom teachers.
B、Efficient administrators.
C、Talented reaearchers.
D、Motivated students.
Recently I attended several meetings where we talked about ways to retain students and keep younger faculty members from going elsewhere. It seems higher education has become an industry of meeting-holders whose task it is to “solve” problems—real or imagined. And in my position as a professor at three different colleges, the actual problems in educating our young people and older students have deepened, while the number of people hired—not to teach but to hold meetings—has increased significantly. Every new problem creates a new job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, the center is a clearing house (信息交流中心) for using technology in classrooms and in online courses. It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years.
I offer a simple proposition in response: Many of our problems-class attendance, educational success, student happiness and well-being-might be improved by cutting down the bureaucratic (官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of our administrative staff with classroom teachers, we might actually get a majority of our classes back to 20 or fewer students per teacher. This would be an environment in which teachers and students actually knew each other.
The teachers must be free to teach in their own way—the curriculum should be flexible enough so that they can use their individual talents to achieve the goals of the course. Additionally, they should be allowed to teach, and be rewarded for doing it well. Teachers are not people who are great at and consumed by research and happen to appear in a classroom. Good teaching and research are not exclusive, but they are also not automatic companions. Teaching is an art and a craft, talent and practice; it is not something that just anyone can be good at. It is utterly confusing to me that people do not recognize this, despite the fact that pretty much anyone who has been a student can tell the difference between their best and worst teachers.
48、What does the author imply about the classes at present?
A、They facilitate students’ independent learning.
B、They help students form closer relationships.
C、They have more older students than before.
D、They are much bigger than is desirable.
Recently I attended several meetings where we talked about ways to retain students and keep younger faculty members from going elsewhere. It seems higher education has become an industry of meeting-holders whose task it is to “solve” problems—real or imagined. And in my position as a professor at three different colleges, the actual problems in educating our young people and older students have deepened, while the number of people hired—not to teach but to hold meetings—has increased significantly. Every new problem creates a new job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, the center is a clearing house (信息交流中心) for using technology in classrooms and in online courses. It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years.
I offer a simple proposition in response: Many of our problems-class attendance, educational success, student happiness and well-being-might be improved by cutting down the bureaucratic (官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of our administrative staff with classroom teachers, we might actually get a majority of our classes back to 20 or fewer students per teacher. This would be an environment in which teachers and students actually knew each other.
The teachers must be free to teach in their own way—the curriculum should be flexible enough so that they can use their individual talents to achieve the goals of the course. Additionally, they should be allowed to teach, and be rewarded for doing it well. Teachers are not people who are great at and consumed by research and happen to appear in a classroom. Good teaching and research are not exclusive, but they are also not automatic companions. Teaching is an art and a craft, talent and practice; it is not something that just anyone can be good at. It is utterly confusing to me that people do not recognize this, despite the fact that pretty much anyone who has been a student can tell the difference between their best and worst teachers.
49、What does the author think of teaching ability?
A、It requires talent and practice.
B、It is closely related to research.
C、It is a chief factor affecting students’ learning.
D、It can be acquired through persistent practice.
Recently I attended several meetings where we talked about ways to retain students and keep younger faculty members from going elsewhere. It seems higher education has become an industry of meeting-holders whose task it is to “solve” problems—real or imagined. And in my position as a professor at three different colleges, the actual problems in educating our young people and older students have deepened, while the number of people hired—not to teach but to hold meetings—has increased significantly. Every new problem creates a new job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, the center is a clearing house (信息交流中心) for using technology in classrooms and in online courses. It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years.
I offer a simple proposition in response: Many of our problems-class attendance, educational success, student happiness and well-being-might be improved by cutting down the bureaucratic (官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of our administrative staff with classroom teachers, we might actually get a majority of our classes back to 20 or fewer students per teacher. This would be an environment in which teachers and students actually knew each other.
The teachers must be free to teach in their own way—the curriculum should be flexible enough so that they can use their individual talents to achieve the goals of the course. Additionally, they should be allowed to teach, and be rewarded for doing it well. Teachers are not people who are great at and consumed by research and happen to appear in a classroom. Good teaching and research are not exclusive, but they are also not automatic companions. Teaching is an art and a craft, talent and practice; it is not something that just anyone can be good at. It is utterly confusing to me that people do not recognize this, despite the fact that pretty much anyone who has been a student can tell the difference between their best and worst teachers.
50、What is the author’s suggestion for improving university teaching?
A、Creating an environment for teachers to share their teaching experiences.
B、Hiring more classroom teachers and allowing them to teach in their own way.
C、Using high technology in classrooms and promoting exchange of information.
D、Cutting down meetings and encouraging administrative staff to go to classrooms.
The secret to eating less and being happy about it may have been cracked years ago—by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards—like the toys in McDonald’s Happy Meals—stimulate the same reward centers in the brain as food does.
The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal if it was paired with a non-food item.
They found that the majority of both kids and adults opted for a half-sized portion when combined with a prize. Both options were priced the same.
Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket (彩票), with a $10, $50 or $100 payout, and this was as effective as a tangible gift in persuading people to eat less.
“The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting,” says Reimann.
He theorizes that it is the emotional component of these intangible prizes that make them effective. In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included.
“One explanation for this finding is that possible awards may be more emotionally provoking than certainty awards,” says Reimann. “The uncertainty of winning provides added attraction and desirability through emotional ‘thrills’. The possibility of receiving an award also produces a state of hope—a state that is in itself psychologically rewarding.” In other words, there’s a reason why people like to gamble.
How might this knowledge be used to help people eat more healthily?
One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Or maybe the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant—and make you eat a little less.
51、What do we learn about McDonald’s inclusion of toys in its Happy Meals?
A、It may shed light on people’s desire to crack a secret.
B、It has proved to be key to McDonald’s business success.
C、It appeals to kid’s curiosity to find out what is hidden inside.
D、It may be a pleasant way for kids to reduce their food intake.
The secret to eating less and being happy about it may have been cracked years ago—by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards—like the toys in McDonald’s Happy Meals—stimulate the same reward centers in the brain as food does.
The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal if it was paired with a non-food item.
They found that the majority of both kids and adults opted for a half-sized portion when combined with a prize. Both options were priced the same.
Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket (彩票), with a $10, $50 or $100 payout, and this was as effective as a tangible gift in persuading people to eat less.
“The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting,” says Reimann.
He theorizes that it is the emotional component of these intangible prizes that make them effective. In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included.
“One explanation for this finding is that possible awards may be more emotionally provoking than certainty awards,” says Reimann. “The uncertainty of winning provides added attraction and desirability through emotional ‘thrills’. The possibility of receiving an award also produces a state of hope—a state that is in itself psychologically rewarding.” In other words, there’s a reason why people like to gamble.
How might this knowledge be used to help people eat more healthily?
One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Or maybe the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant—and make you eat a little less.
52、What is the finding of the researchers led by Martin Reimann?
A、Reducing food intake is not that difficult if people go to McDonald’s more.
B、Most kids and adults don’t actually feel hungry when they eat half of their meal.
C、Eating a smaller portion of food does good to the health of kids and adults alike.
D、Most kids and adults would choose a smaller meal that came with a non-food item.
The secret to eating less and being happy about it may have been cracked years ago—by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards—like the toys in McDonald’s Happy Meals—stimulate the same reward centers in the brain as food does.
The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal if it was paired with a non-food item.
They found that the majority of both kids and adults opted for a half-sized portion when combined with a prize. Both options were priced the same.
Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket (彩票), with a $10, $50 or $100 payout, and this was as effective as a tangible gift in persuading people to eat less.
“The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting,” says Reimann.
He theorizes that it is the emotional component of these intangible prizes that make them effective. In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included.
“One explanation for this finding is that possible awards may be more emotionally provoking than certainty awards,” says Reimann. “The uncertainty of winning provides added attraction and desirability through emotional ‘thrills’. The possibility of receiving an award also produces a state of hope—a state that is in itself psychologically rewarding.” In other words, there’s a reason why people like to gamble.
How might this knowledge be used to help people eat more healthily?
One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Or maybe the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant—and make you eat a little less.
53、What is most interesting in Martin Reimann’s finding?
A、Kids preferred an award in the form of money to one in the form of a toy.
B、Adults choose the smaller portion on the mere promise of a future award.
C、Both kids and adults felt satisfied with only half of their meal portions.
D、Neither children nor adults could resist the temptation of a free toy.
The secret to eating less and being happy about it may have been cracked years ago—by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards—like the toys in McDonald’s Happy Meals—stimulate the same reward centers in the brain as food does.
The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal if it was paired with a non-food item.
They found that the majority of both kids and adults opted for a half-sized portion when combined with a prize. Both options were priced the same.
Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket (彩票), with a $10, $50 or $100 payout, and this was as effective as a tangible gift in persuading people to eat less.
“The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting,” says Reimann.
He theorizes that it is the emotional component of these intangible prizes that make them effective. In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included.
“One explanation for this finding is that possible awards may be more emotionally provoking than certainty awards,” says Reimann. “The uncertainty of winning provides added attraction and desirability through emotional ‘thrills’. The possibility of receiving an award also produces a state of hope—a state that is in itself psychologically rewarding.” In other words, there’s a reason why people like to gamble.
How might this knowledge be used to help people eat more healthily?
One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Or maybe the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant—and make you eat a little less.
54、How does Martin Reimann interpret his finding?
A、The emotional component of the prizes is at work.
B、People now care more about quality than quantity.
C、People prefer certainty awards to possible awards.
D、The desire for a future reward is overwhelming.
The secret to eating less and being happy about it may have been cracked years ago—by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards—like the toys in McDonald’s Happy Meals—stimulate the same reward centers in the brain as food does.
The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal if it was paired with a non-food item.
They found that the majority of both kids and adults opted for a half-sized portion when combined with a prize. Both options were priced the same.
Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket (彩票), with a $10, $50 or $100 payout, and this was as effective as a tangible gift in persuading people to eat less.
“The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting,” says Reimann.
He theorizes that it is the emotional component of these intangible prizes that make them effective. In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included.
“One explanation for this finding is that possible awards may be more emotionally provoking than certainty awards,” says Reimann. “The uncertainty of winning provides added attraction and desirability through emotional ‘thrills’. The possibility of receiving an award also produces a state of hope—a state that is in itself psychologically rewarding.” In other words, there’s a reason why people like to gamble.
How might this knowledge be used to help people eat more healthily?
One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Or maybe the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant—and make you eat a little less.
55、What can we infer from Martin Reimann’s finding?
A、People should eat much less if they wish to stay healthy and happy.
B、More fast food restaurants are likely to follow McDonald’s example.
C、We can lead people to eat less while helping the restaurant business.
D、More studies are needed to find out the impact of emotion on behavior.
三、Part IV Translation
56、 在中国文化中，黄颜色是一种很重要的颜色，因为它具有独特的象征意义。在封建（feudal）社会中，它象征着统治者的权力和权威。那时，黄色是专为皇帝使用的颜色，皇家宫殿全都漆成黄色，皇袍总是黄色的，而普通老百姓是禁止穿黄色衣服的。在中国，黄色也是收获的象征。秋天庄稼成熟时，田野变得一片金黄。人们兴高采烈，庆祝丰收。
参考答案：
全文普通版：
Yellow is a very important color in Chinese culture for it has unique symbolic meanings. In feudal society, it symbolizes rulers’ power and authority. At that time, yellow could only be used by the emperor , royal palaces were painted yellow and imperial robes were always yellow while ordinary people were forbidden to wear yellow clothes. In China, yellow is also the symbol of harvest. All the fields turn yellow in autumn when all crops are ripe. Chinese people are excited to celebrate harvest.
全文高配版：
Yellow, a very important color in Chinese culture, is endowed with unique symbolic significance. In feudal society, it stands for rulers’ power and authority. At that time, yellow was exclusively designed for emperor, with royal palaces painted yellow and imperial robes always being yellow, while ordinary people were never permitted to wear yellow clothes. In China, yellow also stands for harvest. When crops are ripening in autumn, people celebrate the harvest cheerfully, with the fields taking on a vast expanse of golden appearance.
四、Part I Writing
57、Directions: For this part, you are allowed 30 minutes to write an essay. Suppose you have two options upon graduation: one is to take a job in a company and the other to go to a graduate school. You are to make a choice between the two. Write an essay to explain the reasons for your choice. You should write at least 120 words but no more than 180 words.
参考答案：
【范文】
There is a heated discussion about what college students choose to do after their graduation. Some students think that with the competition being more and more fierce in the job market, it is more difficult to find a decent and high salary job, so a great number of students will seize it if there appears a good chance. However at same time, an increasing number of people are beginning to realize that education is not complete with graduation.
On my personal note, I hold the views that college students are supposed to start their career after graduation. The reasons are as follows. First and foremost, it is beneficial for college students to develop their practical skills and accumulate valuable working experience, which cannot be learned from the textbook and it is helpful to employ these experience and skills in future career. Besides, there is a tendency that many college students have achieved great academic success in university, but they fail to make use of the knowledge in actual situation. Thirdly if the students choose to undertake postgraduate study, their parents will shoulder more financial burden and students especially who are in bad economic conditions will have more stress and anxiety which bring more trouble than benefits.
In conclusion, I support the point of view that college students should choose to commit themselves to working after their graduation. In my opinion, what is learnt from practical experience is far more significant than what is learnt from books.
【参考译文】
关于大学生毕业后应该做什么的讨论愈加激烈。一些人认为现在职场竞争越来越激烈，想要找到体面又高薪的工作也越来越困难，所以很多同学认为如果好机会一旦来临，他们一定毫不犹豫地抓住它。与此同时，越来越多的人意识到毕业并不意味着教育的终止。
就我而言，我认为大学生毕业后应该开始工作，原因如下：首先，发展实践技能、积累宝贵的工作经验将使大学生受益匪浅，并且这些都是在书本上学不到的内容。如果掌握了这些经验和技巧，对未来的职业发展就会有很大帮助。其次，还有一个趋势是很多大学生高分低能，在实际工作中并不懂得灵活运用学过的知识。此外，如果大学生选择继续读研的话，他们的父母要承担更多的经济负担，学生自己尤其是家庭经济条件不好的同学也将承受更大的压力，这样反而弊大于利。
总而言之，我支持大学生毕业后应该投身工作的观点，从实战中学到的知识远比书本上学到的更重要，更有意义。
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