Question

3．Section B （10 marks）
Directions：Read the following passage．Complete the diagram by using the information for the passage．Write NO MORE THAN 3 WORDS for each answer．
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．The act of apology is carried out not only 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 apologize 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？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 wrongdoings 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 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 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？
Why 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 afraid 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．

-→•Public apology is much more than a（an）（61）personal/individualact．
•It's no（62）easyjob to strike a balance between apologizing or not．
•Apologies not （63）properly/appropriately/successfully/rightlyoffered can bring on individual and institutional ruin．
Why has the issue of public apology been so（64）urgentnow in USA？-→•In an （65）apology culture，admission of all sorts of wrongdoings is more required than before．
•The（66）growing importanceof public apologies has been widely reported in the mass media．
-→•Being public figures，leaders are supposed to appear （67）strong and capable．
•There needs to be a sufficient reason for a leader to （68）express apology/apologizein public．-→•Making apologies is likely to be personally uncomfortable and  （69）（even） professionally risky．
•Admission of a mistake or wrongdoing will probably do （70）damage/harmto their organization．

Answer 1

分析 本文主要講述了道歉的重要性，尤其提到作為領(lǐng)導(dǎo)人什么時候該出面向公眾道歉什么時候不該．

解答 61．personal/individual  細(xì)節(jié)題．根據(jù)第一段第三句"The act of apology is carried out not only at the level of the individual but also at the level of the institution．"可知在公眾面前道歉不僅僅是個人行為．
62．easy 概括題．第一段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．The act of apology is carried out not only at the level of the individual but also at the level of the institution．描述了道歉是一件非常困難的事情，換句話說就是不容易的事情．
63．properly/appropriately/successfully/rightly  細(xì)節(jié)題．根據(jù)第一段倒第二句"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．"可知道歉是否得當(dāng)關(guān)乎重大．
64．urgent 細(xì)節(jié)題．由第二段第一句話The question of whether leaders should apologize publicly has never been more urgent領(lǐng)導(dǎo)人是否應(yīng)該公開道歉的問題從未更為緊迫可知，填urgent．
65．a(chǎn)pology culture 細(xì)節(jié)題．由第二段第二句During the last decade or so，the United States in particular has developed an apology culture-apologies of all kinds and．． 可知在過去的10年里，美國人尤其養(yǎng)成了一種道歉文化，故答案為apology culture
66．growing importance 細(xì)節(jié)題．由第二段第三句More newspaper writers have written about the growing importance of public apologies．可知，公眾道歉的影響已經(jīng)被大眾傳媒報道．
67．strong and capable 細(xì)節(jié)題．根據(jù)第三段第四句"They are expected to appear strong and capable．他們被期望表現(xiàn)出強(qiáng)大和有能力"可知答案．
68．express apology/apologize 細(xì)節(jié)題．根據(jù)第三段最后一句Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so．可得知作為領(lǐng)導(dǎo)人在公共場合作適當(dāng)?shù)牡狼甘潜仨毜?br />69．（even） professionally risky 細(xì)節(jié)題．根據(jù)第四段第三句"Because leaders are public figures，their apologies are likely to be personally uncomfortable and even professionally risky．"可知領(lǐng)導(dǎo)人是公共任務(wù)，他們的道歉有可能會使得自己不舒服也有甚至有風(fēng)險．
70．damage/harm 細(xì)節(jié)題．由第四段第四句"Leaders may also be afraid that the admission of a mistake will damage or destroy the organization for which they are responsible．領(lǐng)導(dǎo)者也可能害怕承認(rèn)錯誤會損害或摧毀他們負(fù)責(zé)任的組織．"可知答案．

點評 題目涉及多道細(xì)節(jié)理解題，做題時結(jié)合原文和題目有針對性的找出相關(guān)語句進(jìn)行仔細(xì)分析，推理判斷題也是要在抓住關(guān)鍵句子的基礎(chǔ)上合理的分析才能得出正確答案，切忌胡亂猜測，一定要做到有理有據(jù)．