阅读短文，从每题所给的四个选项(A、B、C和D)中，选出最佳选项。

    Whenever we see a button, we are eager to press it because we know something will happen. This is true in most cases, for example on a doorbell and on the "on/off" button on the TV. But some buttons are actually fake, like the "close" button on a lift.

    Many people are in the habit of pressing the "close" button because they don't have the patience to wait for the lift doors to shut. But lifts' "close" buttons are a complete scam (骗局), at least in the US-the doors will not close any faster no matter how hard you press.

    It started in the 1990s when the Americans with Disabilities Act was passed in the US, making sure that all lifts stayed open long enough so that people with disabilities could enter. Only US firefighters and repairmen can use the buttons to speed up the door-closing process if they have a code or special keys.

    But to normal lift riders, the buttons aren't completely useless. According to psychologists, fake buttons can actually make you feel better by offering you a sense of control.

    "Perceived (能够感知的) control is very important. It reduces stress and increases well-being," Ellen J. Langer, a psychology professor, said, "having a lack of control is associated with depression（沮丧）."

    Experts have revealed that a lot of buttons that don't do anything exist in our lives for this same purpose. For example, many offices in the US have fake thermostats (温度调节器) because people tend to feel better when they think they can control the temperature in their workplace.

    Pedestrian(行人) crosswalk buttons don't live up to their names either. Pressing them used to help make the traffic signals change faster, but that was before computer-controlled traffic signals were introduced.

    But psychologists found it interesting that even when people are aware of these little "white lies", they still continue to push fake buttons because as long as the doors eventually close, it is considered to be worth the effort.

    "That habit is here to stay," John Kounios, a psychology professor, said. "Even though I have real doubts about the traffic light buttons, I always press them. After all, I've got nothing else to do while waiting. So why not press the button in the hope that this one will work?"

    One of the features of a successful business is its ability to employ creativity to constantly push into new territory. Without growth and innovation, businesses eventually fade away. Those with staying power, however, have mastered an often-overlooked factor that allows them to focus on the future clearly: empathy (共情). While that may surprise many, I am certain that the ability to connect with and relate to others—empathy in its purest form—is the force that moves businesses forward.

    Though the concept of empathy might go against the modern concept of a traditional workplace competitive, the reality is that for business leaders to experience success, they need to not just see or hear the activity around them, but also relate to the people they serve.

    Some may think they want the results from doggedly (顽强地) pursuing their goals without much thought for other people. This attitude works for some, but at some point often sooner rather than later everyone needs to rely on their relationships and established personal and professional connections. These relationships are the product of taking an honest and dedicated interest in others and their businesses. Successful people do not operate alone; each of us needs the support of others to achieve positive results that push us toward our goals. True empathy combines understanding both the emotional and the logical rationale(根据) that goes into every decision.

    Effectively understanding empathy involves viewing it as each person's connection to the people and marketplace that surround them. A biological principle known as co-evolution explains that the adaptation of an organism is caused by the change of a related object. Similarly, businesses and their leaders participate in co-evolution-type relationships. Business success depends on empathetic leaders who are able to adapt, build on the strengths around them, and relate to their environment. When businesses fail, it is often because leaders have stopped focusing on understanding their environment and instead stay separated in their own operations. Successful business leaders are receptive to disturbance and aware of what is going on in their organizations both internally and externally.

    To develop an effective workforce, we must be willing to give in and meet people where they are. This can be frustrating and uncomfortable, particularly when you feel like your position makes more sense or offers a better solution. A critical part of developing empathy, however, is learning to understand, respect and implement another individual's point of view rather than forcing your own.

    Do you often dream at night? How do you feel when you dream? Is it useful to our health? “Dreams may be more important than sleep, and we all need to dream,” some scientists say.

    Dreams take up about one quarter of our sleeping time. People have several dreams each night. Dreams are like short films. They are usually in colour. Some dreams are like old films. They come to us over and over again. That may be because the dreamer is worrying about something. Dreaming may be a way of trying to find an answer. Some people get new ideas about their work from dreams. They may have been thinking about their work all day. These thoughts can carry over into dreams.

    Sometimes we wake up with a good feeling from a dream. But often we can't remember the dream. Dreams can disappear quickly from memory.

    Too much dreaming can be harmful. The more we sleep, the longer we dream. The mind is at work when we dream. That is why we may have a long sleep and still wake up tired.

    Lebanese filmmaker Nadine Labaki has become the first female artist in the Arab world to be nominated (提名)for an Academy Award ,or Oscar.

    Labaki directed the film Capernaum ,a film about a Syrian refugee (难民)boy and a Kenyan baby who live without parents on the streets of Beirut. It was nominated for best foreign language film.

Labaki will be one of the few female directors to compete for an Oscar this year. She told the Associated press "I wish there were a lot more women filmmakers this year represented, nominated in the Oscars. But I am sure in a few years we won't be having this problem anymore."

    Unlike in the West, women filmmakers are industry leaders in Lebanon.

Capernaum received a 15-minute standing ovation (热烈欢迎)at this year's Cannes Film Festival. It won the Jury Prize—the third-highest award given at Cannes.

    The United Nations has publicly praised the film. Lebanon's Foreign Minister said.

    Capernaum put a Lebanese touch on the international film industry.

    The Oscar nomination of Capernaum is the second for Lebanon in two years in the film group. It demonstrates the country's rising star power.

    Labaki called making the movie a life-changing experience. She said Capernaum helps humanize the real struggles of refugees only briefly talked about in the news.

    We can't help but acknowledge that there is a fear of refugees in general around the world and there are these walls we are building, and this fear that keeps growing," Labaki said.

    Capernaum will compete against four other films for the Oscar, including awards season favorite Roma. Directed by Mexico's Alfonso Cuaron, it earned 10 Oscar nominations, including for best picture.

London Underground

    The world's first subway was built in London in 1863. At the time, the government was looking for a way to reduce traffic problems in the city of London. The poor areas of the city were so crowded with people that it was almost impossible for horse carriages to get through. The city officials were interested in trying to make it possible for workers to live outside of London and travel easily to work each day. If people had a cheap and convenient way that they could depend on to go to and from work, they would relocate their homes outside of the city. This would help ease(减轻) the pressure of too many people living in the poor parts of London. From these problems, the idea of the London Underground, the first subway system, was born.

    The plans for building the Underground met with several problems and delays, but the fast track was finally opened in January 1863. A steam train pulled the cars along the fast underground track which was 6 kilometers (3.7 miles) long. About 30,000 people got on the subway the first day. Riders were treated to comfortable seats (standing up while the train was moving was not allowed), and pleasant decorations inside each of the cars. However, the smoke from the engine soon filled the air in the tunnels with ash and soot(煤灰), as well as chemical gases. Fans had to be put in the tunnels later to keep the air clean enough for people to breathe. Even with its problems, riding in the Underground did catch on. It carried 9 million riders in its first year.