阅读下列短文，从每题所给的四个选项（A、B、C和D）中，选出最佳选项。

     The idea of inventing an international language is not a new one. Over the past 180 years, linguists (语言学家) have created over ten different languages that are based on German, Spanish, and English. One of these was Basic English.

     By 1923 the First World War had been over for five years, but Europe was still recovering from its effects. Charles Kay Ogden, a linguist and writer, was running several bookshops in Cambridge. He published The Meaning of Meaning (1923), a book describing how we use language. The book received high praise, which drove Ogden to design an international language — something that was much simpler than English. In 1930 Ogden's book Basic English: A General Introduction with Rules and Grammar was published.

     Perhaps it takes about seven years for one to become a good English speaker. Ogden believed that Basic English could be learned in seven weeks. There were only 850 words and the grammar was very simple.

     The language attracted the attention of educators all over the world, but its development was stopped by the Second World War. After the war, both the British Prime Minister Winston Churchill and the President of the United States Franklin D. Roosevelt looked for ideas that might bring world peace. They both gave speeches that encouraged the use of Ogden's international language. In the past 60 years, the language has had some success. In some parts of East Asia, teachers are still using Ogden's word lists.

     However, in the main, the language has disappeared. Because there are many more non-native than native speakers of English, recently some linguists have asked whether we should give careful consideration to Ogden's ideas again. And the Wikipedia website (www.wikipedia.org) has started a version (版本) written in Basic English for non-native learners of the language. Search for it on the Internet now!  

    In ancient Egypt, the pharaoh(法老) treated the poor message runner like a prince when he arrived at the palace, if he brought good news. However, if the exhausted runner had the misfortune to bring the pharaoh unhappy news, his head was cut off.

    Shades of that spirit spread over today's conversations. Once a friend and I packed up some peanut butter and sandwiches for an outing. As we walked light-heartedly out the door, picnic basket in hand, a smiling neighbor looked up at the sky and said, ”Oh boy, bad day for a picnic. The weatherman says it's going to rain.”I wanted to strike him on the face with the peanut butter and sandwiches. Not for his stupid weather report, for his while!

    Several months ago I was racing to catch a bus. As I breathlessly put my handful of cash across the Greyhound counter, the sales agent said with a broad smile ,”Oh that bus left five minutes ago.” Dreams of head-cutting!

    It's not the news that makes someone angry. It's the unsympathetic attitude with which it's delivered. Everyone must give bad news from time to time, and winning professionals do it with the proper attitude. A doctor advising a patient that she needs an operation does it in a caring way. A boss informing an employee he didn't get the job takes on a sympathetic tone. Big winners know, when delivering any bad news, they should share the feeling of the receiver.

    Unfortunately, many people are not aware of this. When you're tired from a long flight, has a hotel clerk cheerfully said that your room isn't ready yet? When you had your heart set on the toast beef, has your waiter mainly told you that he just served the last piece? It makes you as traveler or diner want to land your fist right on their unsympathetic faces.

    Had my neighbor told me of the upcoming rainstorm with sympathy, I would have appreciated his warming .Had the Greyhound salesclerk sympathetically informed me that my bus had already left, I probably would have said, ”Oh, that's all right. I'll catch the next one.” Big winners, when they bear bad news ,deliver bombs with the emotion the bombarded(被轰炸的)person is sure to have.

    While your pet fish may appear to be unaware of your presence, chances are that it knows you extremely well and can probably even identify you from a crowd of human faces!

    To test if this was accurate, some scientists decided to study archerfish（喷水鱼）. These animals don't have a sophisticated（复杂的）brain that is necessary to recognize the slight differences between human facial features.

    They began by presenting four archerfish with images of two human faces. Initially, the fish spit at both. However, they soon learned spitting water at the one selected by the researchers earned them a food treat. After that, they focused primarily on that image. The researchers then took the experiment one step further by introducing 44 other human faces to the mix.

    To the researcher's astonishment, the trained archerfish were able to recall the learned image almost 81% of the time. And this accuracy improved to 86% when the researchers made the identification even harder, by replacing the colored photos with a set of black and white images and hiding the shape of the head.

    The results of the study suggest that though having tiny brains, archerfish may have developed high visual discrimination abilities. While it is contrary to the previous theory that a sophisticated brain is necessary to recognize human faces, the researchers believe they do not recognize faces by recalling complex facial information like gender and identity, but more likely by discriminating between detailed  patterns. Even so, the fact that these archerfish could “remember” those faces demonstrates that they have an impressive memory for details that lasts much longer than the originally-thought 3 seconds!

    This is not the first time researchers have realized how “smart” fish are. Previous studies have shown that fish can recognize those fish they have “socialized” with previously, and even recall complex three-dimensional maps of their surroundings.

    It was a shock and a painful lesson for many people when the police announced the cause of a bus accident in Chongqing on Oct 28. Video footage (片段) from inside the bus suggested that after a passenger missed her stop and asked the driver to stop, but he refused. She began hitting him over the head with her cell phone. During the conflict, the driver lost control of the bus and it jumped into the Yangtze River, causing 15 deaths.

    Zheng Chuankai, a lawyer in Beijing, said the accident showed that it was important that those who cause danger to public safety face severe punishment. Such attacks are inhuman but common. In fact, it is not rare to hear of passengers attacking bus drivers in China. This month, a local court in Shenyang, Liaoning province, sentenced three people to up to three years in prison for endangering public safety by distracting bus drivers, Xinhua reported. “Passengers who interfere (妨碍) with bus drivers are endangering public safety, which is equal to serious crimes like arson (纵火) and poisoning.” Liu Changsong，a Beijing lawyer, told the Global Times.

To prevent similar cases from happening, many Chinese cities have taken measures to keep bus drivers safe. Dozens of cities including Beijing, Xi'an, Wuhan, Changsha and Nanning have plans to add safety fences to buses to protect drivers from any interference by passengers.

    The bus operator in Quanzhou, Fujian Province, has invited psychologists to teach drivers how to manage their emotions when facing an angry passenger. These measures are necessary, but they are not enough.

    “Public security is closely connected with social morality (道德). People should obey the law, be more self-disciplined and sensible.”

    Many countries have introduced measures to deal with the problem of violence against bus drivers. On every bus in the US state of New Jersey, a sign on the back of the driver's seat warns passengers that anyone attacking a driver can be fined or put into prison.

    In London, the local government has launched a program to train drivers to deal with angry passengers and avoid potential conflicts.

    It's nice to have people of like mind around. Agreeable people boost your confidence and allow you to relax and feel comfortable. Unfortunately, that comfort can hinder the very learning that can expand your company and your career.

    It's nice to have people agree, but you need conflicting perspectives to dig out the truth. If everyone around you has similar views, your work will suffer from confirmation bias (偏颇).

    Take a look at your own network. Do your contacts share your point of view on most subjects? If yes, it's time to shake things up. As a leader, it can be challenging to create an environment in which people will freely disagree and argue, but as the saying goes: From confrontation(冲突) comes brilliance.

    It's not easy for most people to actively seek conflict. Many spend their lives trying to avoid arguments. There's no need to go out and find people you hate, but you need to do some self-assessment to determine where you have become stale(疲沓的) in your thinking. You may need to start by encouraging your current network to help you identify your blind spots.

    Passionate, energetic debate does not require anger and hard feelings to be effective. But it does require moral strength. Once you have worthy opponents, set some ground rules so everyone understands responsibilities and boundaries. The objective of this debating game is not to win but to get to the truth that will allow you to move faster, farther, and better.

    Fierce debating can hurt feelings, particularly when strong personalities are involved. Make sure you check in with your opponents so that they are not carrying the emotion of the battles beyond the battlefield. Break the tension with smiles and humor to reinforce the idea that this is friendly discourse and that all are working toward a common goal.

    Reward all those involved in the debate sufficiently when the goals are reached. Let your sparring partners (拳击陪练) know how much you appreciate their contribution. The more they feel appreciated, the more they'll be willing to get into the ring next time.