题型:任务型阅读 题类:常考题 难易度:困难
江苏省如皋市2020届高三下学期英语语数英学科模拟(三)试卷
Rather than just fix what's disturbing you, positive psychology looks to actively improve individual and organizational well-being. Here's how Havas Worldwide is working to build a happier, more energetic- and ultimately more creative workforce.
"There is a strong relationship between employee happiness and a workforce that is productive, creative, and flourishing." he says, pointing 10 lab studies designed to test creativity after participants have been made more and less happy, which shows creative levels improve when people are happier.
It is an approach based on a relatively new branch of psychology called "positive psychology" which, in recent years, has been adopted as a management tool by a number of Fortune 500 companies.
“Positive psychology' is about playing to strengths- enhancing positive emotions, rather than the old approach of using psychology to fix problems." Frude explains. “How we are using it is to demonstrate skills that help boost an individual's sense of well-being- for example, ways of building resilience (复原力),or becoming more positive, or better managing your emotions in a positive direction by understanding what boosts or rewards you can give yourself to cause a positive emotional uplift.
Build happiness and well-being among staff and in an organization will benefit from a more emotionally intelligent workforce: people who not only understand their own and other people's emotions but can manage their own and other people's emotions in a more effective way, too, which is what inspired Russ Lidstone, CEO of creative agency Havas Worldwide London whose clients include Credit Suisse, Santander, and Durex—to ask Frude and his company, the Happiness Consultancy, to help boost levels of happiness, well-being, and resilience in his agency's 240-strong workforce.
"The notion that 40% of your brain can be trained to adapt is an interesting one. Another selling point for me is that a freed mind in a more confident and secure individual is more likely to feel free to express itself in different, innovative, and ultimately more creative ways."
What all this means in practice is that, between now and the end of the year, every member of the 240-member staff based at Havas Worldwide's offices in London and Manchester will undertake a four-week course in positive psychology run by Frude.
Each two-hour session is designed to share techniques, approaches, and interventions participants can then put into practice in the workplace. Then participants report back the following week.
"This isn't about "fixing' a specific problem but making the organization work even better."
Professor Frude insists "It's about helping individuals to get more out of their lives and enabling mangers 10 recognize the potential positive (and negative) impact that can come from putting people with a particular outlook into a team."
Though these are early days, Lidstone says the experience has already affected his approach as CEO. Frude adds:" Lerning to manage your emotional wellbeing is like teaching a man to fish skill that will keep you going for a lifetime."
Title |
Happiness Means . |
of positive psychology |
Many companies have adopted positive psychology as a management tool. the old approach, it is aimed at playing to strengths and ” an individual's sense of well-being. Those who can understand and more manage their own and other people's emotions can improve their well-being. Therefore, they have more confidence and , thus making them become more creative. |
The training on and managers |
Russ Lidstone has to Frude and his company to help boost his workers' levels of happiness. The course four-week is intended to help the organization work even better. Though these are early days, Lidstone says that the experience has made a to his approach as CEO. |
Nowhere is the place you never want to go. It's not on any departure board, and though some people like to travel so far off the motherland that it looks like Nowhere, most wanderers ultimately long to get somewhere. Yet every now and then—if there's nowhere else you can be and all other options have gone—going nowhere can prove the best adventure around.
Nowhere is entirely uncharted; you've never read a guidebook entry on it or followed others' suggestions on a train ride through its suburbs. Few YouTube videos exist of it. Moreover, it's free from the most dangerous kind of luggage, expectation. Knowing nothing of a place in advance opens us up to a high energy we seldom encounter while walking around Paris or Kyoto with a list of the 10 things we want—or, in embarrassing truth, feel we need—to see.
I'll never forget a bright January morning when I landed in San Francisco from Santa Barbara, just in time to see my connecting flight to Osaka take off. I hurried to the nearest airline counter to ask for help, and was told that I would have to wait 24 hours, at my own expense, for the next day's flight. An unanticipated delay is exactly what nobody wants on his schedule. The airline didn't answer for fog-related delays, a gate agent declared, and no alternative flights were available.
Millbrae, California, the drive-through town that encircles San Francisco's airport, was a mystery to me. With one of the world's most beautiful cities only 40 minutes to the north, and the unofficial center of the world, Silicon Valley, 27 miles to the south, Millbrae is known mostly as a place to fly away from, at high speed.
It was a cloudless, warm afternoon as a shuttle bus deposited me in Millbrae. Locals were taking their dogs for walks along the bay while couples wandered hand in hand beside an expanse of blue that, in San Francisco, would have been crowded with people and official “attractions.” I checked in to my hotel and registered.
Suddenly I was enjoying a luxury I never allow myself, even on vacation: a whole day free. And as I made my way back to my hotel, lights began to come on in the hills of Millbrae, and I realized I had never seen a sight half so lovely in glamorous, industrial Osaka. Its neighbor Kyoto is attractive, but it attracts 50 million visitors a year.
Who knows if I'll ever visit Millbrae again? But I'm confident that Nowhere will slip into my schedule many times more. No place, after all, is uninteresting to the interested eye. Nowhere is so far off the map that its smallest beauties are a discovery.
The Unexpected Joys of a Trip to Nowhere | |
Passage outline | Supporting details |
Introduction to Nowhere | ●Although many choose to travel beyond the {#blank#}1{#/blank#}, they actually hope to get somewhere. ●Getting nowhere can be the best adventure when we are{#blank#}2{#/blank#} out of options. |
{#blank#}3{#/blank#} of Nowhere | ●You don't have to be {#blank#}4{#/blank#} on a guidebook entry or others' advice. ●With limited information of a place and little expectation, we will encounter a {#blank#}5{#/blank#} high energy that doesn't exist when visiting Paris or Kyoto. |
The author's experience of getting nowhere | ●The airline wasn't {#blank#}6{#/blank#} for unexpected delays and there were no alternative flights available. ●He decided to visit the mysterious Millbrae,{#blank#}7{#/blank#} between San Francisco and Silicon Valley. ●He {#blank#}8{#/blank#}to enjoy such a luxurious and free time in big cities before. |
Conclusion | ●Though {#blank#}9{#/blank#} about whether to visit Millbrae again, Nowhere will be included in his schedule. ●Nowhere is entirely uncharted with its beauties to be {#blank#}10{#/blank#}. |
This time of year, thousands of college applicants wait for enotices and auspiciously(吉利地) sized envelopes from schools, under terrible pressure from their parents, friends, teachers, and themselves. As to this, I offer some advice, which comes not only from a bit of experience, but also a bit of research: just cool out and continue, okay?
Many parents and students think there is a world of difference between the lifelong outcomes of an Aminus student who gets into, say. Princeton, and an Aminus student who applies to Princeton but "only" gets into some less selective school, like Penn State or the University of Wisconsin. They assume that a decision made by faceless Ivy League admissions officers, to some extent, will mark the difference between success and failure in life.
There are two important things to say about this stress. First, to put the anxiety into context, the kids applying to these schools are already doing quite well. Seventy percent of 29-year-olds don't have a bachelor's degree, and the majority of BAs are earned at nonselective schools that accept a majority of their applicants. Many of the applicants have already won life's lottery.
But if that doesn't ease the nerves of the 40,000 people waiting on Stanford or Penn, here is a more encouraging conclusion from economics. For most applicants, it doesn't matter if they don't get into their top choice, according to a paper by Stacy Dale, a mathematician at Mathematica Policy Research, and Alan Krueger, an economist at Princeton University. They tracked two groups of students——one that attended college in the 1970s and the other in the early 1990s. They wanted to know:Did students attending the most elite colleges earn more in their 30s. 40s. and 50s than students with similar SAT scores, who were rejected by elite colleges? The short answer was no. Or, in the author's language, the difference between the students who went to superselective schools and the students with similar SAT scores rejected by those schools and went to less selective institutions was "indistinguishable from zero."
What does that mean? It means that, for many students, "who you are" is more important than where you go. It's hard to show that highly selective colleges add much earning power, even with their distinguished professors and professional networks. In addition, the decision of admissions officers isn't as important as the sum of the decisions, habits, and relationships students have built up to this point in their young life.
For the elite colleges themselves, the DaleKrueger paper had additional, fascinating findings. It's found that the most selective schools do make an extraordinary difference in life earning for minority students from less-educated families who are more likely to rely on colleges to provide the training and job networks with great influence. Getting into Princeton if your parents went to Princeton? Fine, although not a gamechanger. But getting into Princeton if your parents both left community college after a year? That could be gamechanging. Whatever the results, it's more important to choose a university that is suited to the college applicants.
What is an elite college really worth for? | |
Introduction | College applicants tend to feel{#blank#}1{#/blank#}while awaiting admission decisions. |
Author's advice | College applicants should cool down and carry {#blank#}2{#/blank#}. |
General {#blank#}3{#/blank#} | Success and failure in life is partly {#blank#}4{#/blank#}by which school you will go to. |
Two important things | Those {#blank#}5{#/blank#} to the top universities have already won half the battle in their young life. Students graduating from top universities don't necessarily earn more money than those who are turned {#blank#}6{#/blank#} by top universities. |
Implication of the research | {#blank#}7{#/blank#} qualities matter more than where a student gets degree. {#blank#}8{#/blank#} can be more important than the social and problem-solving skills students have acquired. |
Additional findings of the research | Minority students from lesseducated families can gain access to the {#blank#}9{#/blank#} networks through highly selective colleges. |
Conclusion | It makes sense to find a good {#blank#}10{#/blank#}. |
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