2020高考英語 考前30天之備戰(zhàn) 專題四 任務(wù)型閱讀 第一節(jié) 任務(wù)型閱讀解題方法突破 能力摸底學(xué)案

《2020高考英語 考前30天之備戰(zhàn) 專題四 任務(wù)型閱讀 第一節(jié) 任務(wù)型閱讀解題方法突破 能力摸底學(xué)案》由會(huì)員分享，可在線閱讀，更多相關(guān)《2020高考英語 考前30天之備戰(zhàn) 專題四 任務(wù)型閱讀 第一節(jié) 任務(wù)型閱讀解題方法突破 能力摸底學(xué)案（6頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、專題四 任務(wù)型閱讀 第一節(jié) 任務(wù)型閱讀解題方法突破 （2020·江蘇卷） When Should a Leader Apologize and When Not? Why Difficult? When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when were acting as leaders, the circumstances are different

2、. The act of apology is carried out not merely at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to ap

3、ologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmony—while an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done?

4、 How can leaders decide if and when to apologize publicly? Why Now? The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology culture—apologies of all kinds and for all sorts of w

5、rongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies. Why Bother? Why do we

6、apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional

7、 reputations are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so. Why Refuse? W

8、hy is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afr

9、aid that the admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations, as we shall see, but it is a highrisk strategy. 詳解詳析 1. performance/act/activity信息查找題。根據(jù)第一段中It is a performance

10、in which every expression matters and every word becomes part of the public record.可直接找到。 2. easy信息歸納題。根據(jù)第一段中Refusing to apologize can be smart, or it can be stupid.可歸納出。 3. properly/appropriately/successfully/rightly信息歸納題。根據(jù)第一段倒數(shù)第三句…while an apology that is too little, too late, or too obvi

11、ously strategic can bring on individual and institutional ruin.可知。 4. urgent信息查找題。根據(jù)第二段第一句The question of whether leaders should apologize publicly has never been more urgent. 可直接找到。 5. culture信息查找題。根據(jù)第二段第二句…the United States in particular has developed an apology culture—apologies of all k

12、inds and for all sorts of wrongdoings are made far more frequently than before.可直接找到。 6. growing/increasing/rising信息查找題。根據(jù)第二段倒數(shù)第二句More newspaper writers have written about the growing importance of public apologies.可直接找到。 7. expected/supposed/required信息查找題。根據(jù)第三段第四句They are expected to appear

13、 strong and capable.可直接找到。 8. public信息轉(zhuǎn)換題。根據(jù)第三段最后兩句可知。 9. likely信息查找題。根據(jù)最后一段第三句Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky.可直接找到。 10. harm/damage信息轉(zhuǎn)換題。根據(jù)最后一段倒數(shù)第二句Leaders may also be afraid that the admission of a mistake will damage or destroy the organization for which they are responsible.可知。由動(dòng)詞damage/destroy得出名詞harm/damage。 Neglect of health is doctors wealth. 忽視健康成就了醫(yī)生的財(cái)富。