Part IV Cloze
(15 minutes)
Directions: There are 20 blanks in the following passage. For each blank there are four choices marked A), B), C) and D). You should choose the ONE that best fits into the passage.
From the war room to the board room, negotiations are a part of everyday life. Successful negotiations demand a clear 31 of one's opponent. But what 32 should one take to achieve such an understanding in everyday negotiations?
Psychologist Adam Galinsky and colleagues William Maddux, Debra Gilin, and Judith White asked a 33 question and found that success in negotiations 34 on focusing on the head and not the 35 . In other words, it is better to understand the perspective of negotiation opponents 36 sympathize with them.
Perspective-taking, according to the study published in the April 2008 issue of Psychological Science, 37 understanding and anticipating an opponent's interests, thoughts, and 38 behaviors, whereas empathy (同情) focuses mostly on sympathy and compassion for another.
"Perspective takers are able to step outside the limits of their own immediate, biased frames of preference," wrote the authors. "Empathy, 39 , leads individuals to violate norms of equity and equality and to provide preferential treatments."
The researchers 40 a total of three studies designed to assess the relationship between successful negotiations and perspective-taking and empathy tendencies. In two of them, the participants negotiated the sale of a gas station 41 a deal based solely on price was impossible: the seller's 42 price was higher than the buyer's limit. However, both parties' basic interests were compatible (相容的), and so creative deals were possible. In the first study, those 43 who scored highly on the perspective-taking part of a personality test were more likely to successfully 44 a deal. In contrast, higher scores on empathy led the two parties to be 45 at reaching a creative deal.
In the second study involving the same gas station negotiation, participants were 46 into three groups: the perspective-taking group, who were told to imagine 47 the other person was thinking; the empathy group, who were told to imagine what the other person was 48 ; and a control group. The psychologists discovered that perspective-takers secured the most agreements and increased the satisfaction of their opponents 49 the control condition. Although empathizers produced the highest level of opponent satisfaction, they were less successful than perspective-takers at reaching a deal and 50 failed to create long-term value for themselves and their opponent.
31. A) knowledge B) understanding C) awareness D) alertness
32. A) suggestion B) way C) approach D) proposal
33. A) same B) similar C) alike D) like
34. A) relies B) decides C) lies D) depends
35. A) mind B) reason C) emotion D) heart
36. A) other than B) more than C) rather than D) better than
37. A) involves B) devolves C) evolves D) revolves
38. A) probably B) likely C) perhaps D) possibly
39. A) therefore B) thus C) although D) however
40. A) reformed B) performed C) confirmed D) conformed
41. A) where B) which C) why D) what
42. A) requiring B) requesting C) demanding D) asking
43. A) opponents B) participants C) competitors D) members
44. A) arrive at B) lead to C) get to D) arrive in
45. A) more successful B) more failing C) less successful D) less failing
46. A) separated B) cut C) sorted D) fallen
47. A) that B) whether C) which D) what
48. A) saying B) considering C) feeling D) looking
49. A) comparing to B) compared to C) compared in D) comparing with
50. A) so B) finally C) that D) thus |
