1、大学英语六级分类模拟题 455 及答案解析(总分：395.00，做题时间：90 分钟)一、Reading Comprehensio(总题数：0，分数：0.00)二、Section A(总题数：1，分数：20.00)Dealing with CriticismA. No one likes getting criticism. But it can be a chance to show off a rare skill: taking negative feedback (反馈)well. It is a skill that requires practice, humility and a
2、 sizable dose of self-awareness. But the ability to learn from criticism fuels creativity at work, studies show, and helps the free flow of valuable communication. B. Tempering an emotional response can be hard, especially “if you“re genuinely surprised and you“re getting that flood of anger and pan
3、ic,“ says Douglas Stone, a lecturer at Harvard Law School and co-author of “Thanks for the Feedback.“ C. Gillian Florentine was stunned when a supervisor at a previous employer accused her of working “under the cover of darkness.“ She was gathering internal data for a proposal she planned to present
4、 to him on scheduling flexibility for information-technology employees, says Ms. Florentine, a Pittsburgh human-resources consultant. She knew she should respond calmly, acknowledge that she sometimes made decisions on her own and ask specifically what had upset him. Her emotional response overrode
5、her judgment, however. “I was like, “Are you kidding me?“ she says. “I felt offended and personally hurt,“ and responded in an angry tone. Ms. Florentine later smoothed over the rift and promised to keep the boss better informed. But she told him that his wording had “felt like a personal attack on
6、my integrity.“ D. Many employees don“t get much practice receiving negative feedback, managers say. It is out of fashion, for one thing: Some 94% of human-resources managers favour positive feedback, saying it has a bigger impact on employees“ performance than criticism, according to a 2013 survey o
7、f 803 employers by the Society for Human Resource Management and Globoforce. Performance reviews are infrequent, with 77% of employers conducting them only once a year. E. When people are criticized, the strong feelings that follow can be tough to control. “If you end up in a puddle of tears, that“s
8、 going to be the memorable moment,“ says Dana Brownlee, founder of Professionalism Matters, Atlanta, a corporate-training company. F. If tears well up or you feel yourself becoming defensive, ask to wait 24 hours before responding, says Brad Karsh, president of JB Training Solutions, Chicago, a cons
9、ulting and training company. “Say, “thank you very much for the feedback. What I“d like to do is think about it.“ G. People react badly to feedback for one of three reasons, says Mr. Stone: The criticism may seem wrong or unfair. The listener may dislike or disrespect the person giving it. Or the fe
10、edback may rock the listener“s sense of identity or security. H. Some people distort feedback into a devastating personal critique. Mr. Stone suggests writing down: “What is this feedback about, and what is it not about?“ Then, change your thinking by eliminating distorted thoughts. “The goal is to
11、get the feedback back into the fight-sized box“ as a critique of specific aspects of your current performance, he says. I. Mr. Stone recalls a meeting years ago where a client tossed down on the table a report he and his colleague and co-author Sheila Heen had written and yelled, “This is a piece of
12、 s!“ Mr. Stone says his heart sank: “I“m thinking, “This meeting is not going well.“ But Ms. Heen had a comeback: “When you say s, could you be more specific? What do you mean?“ The questions touched off a useful two-hour discussion, Mr. Stone says. Ms. Heen confirms the account. J. “What“ questions
13、, such as “What evidence did you see?“ tend to draw out more helpful information, says productivity-training consultant Garrett Miller. Questions that begin with “why,“ such as, “Why are you saying that?“ breed resentment and bog down the conversation, says Mr. Miller, chief executive of CoTria, Tra
14、nquility, N.J. K. It is tempting to dismiss criticism from a boss you dislike. Lori Kleiman, a speaker and author on human-resource issues in Chicago, finished a sales call several years ago by signing up a new client. A manager who had been listening in called afterward, congratulated her, then del
15、ivered a critique: Ms. Kleiman said “like“ too often while talking to the client. Ms. Kleiman felt angry at the call, because she felt this manager frequently “one-upped“ her, and at first dismissed the feedback, she says. But after some thought, she saw that the manager was right. As a result, she
16、says, she began to choose her words more carefully and broke the habit. L. Extra restraint is needed if a boss or colleague issues a critique in a meeting in front of others. “Don“t create a scene. Just nod and keep a smile,“ says Mr. Karsh. Later, acknowledge the feedback, but explain that it wasn“
17、t appropriate or helpful to receive it in front of others. Ask that in the future, “we have those discussions one-on-one,“ he says. M. Employees tend to become less defensive if they receive frequent feedback, says Catalina Andrade, training and benefits manager at Tris3ct, a Chicago marketing agenc
18、y. Tris3ct trains managers to give frequent, direct feedback and to show understanding while doing so. N. Some feedback may actually be out of line with your performance or character. It is fair to ask a supervisor about the basis for the critique, Mr. Karsh says. If the boss hasn“t bothered to gath
19、er estimations from co-workers, clients or customers who know and depend on your work, it may be all fight to ask that their evaluations be included. O. After reflecting on feedback for a while, however, most people realize, “I can totally see why someone would say that,“ Mr. Karsh adds. Mr. Miller,
20、 the productivity consultant, says he was angry when a boss on a previous job scolded him for hosting an informal team strategy meeting the night before an all-employee conference. The meeting was productive. But the boss criticized Mr. Miller, reminding him of the boss“s directive that no conferenc
21、e gatherings were to begin until the next day. “I was screaming in my mind,“ Mr. Miller says, but he kept quiet. After some thought, he realized that “it wasn“t about whether I made a good business decision. It was about his authority.“ He called the boss and left a voice-mail apology, saying he sho
22、uld have cleared his plans in advance. “All feedback has some truth in it,“ even if only to reveal how others think, Mr. Miller says. Before dismissing it, ask yourself, “What I can learn from this?“（分数：20.00）(1).Employees will not so defensive if they receive constant feedback.（分数：2.00）(2).It“s ver
23、y hard to control one“s response towards criticism, especially when you are very angry.（分数：2.00）(3).Most employees don“t get much negative feedback because most managers think positive feedback has better effect on people than negative feedback.（分数：2.00）(4).When Ms. Florentine was accused by her bos
24、s she felt deeply hurt and responded in an angry tone but she latter she calmed down and reacted reasonably.（分数：2.00）(5).Mr. Karsh said sometimes the feedback may be not true and in that case you can ask your supervisor the cause of his criticism.（分数：2.00）(6).Some people distort feedback into a pers
25、onal criticism but the fight way to treat the feedback is treating it as a criticism of specific aspects of your present work.（分数：2.00）(7).There is always some kind of truth behind feedback even if it only shows how others think of you so we should think what we can learn from it.（分数：2.00）(8).There
26、are three reasons which may cause people feel angry on hearing negative feedback.（分数：2.00）(9).Learning from criticism is a useful skill which is very hard to master but it also adds creativity at work and facilitates valuable communication.（分数：2.00）(10).People often want to dismiss the criticism fro
27、m a person they dislike and Ms. Kleiman once dismissed a criticism from a manager but later she found the manager was right.（分数：2.00）三、Section B(总题数：0，分数：0.00)四、Passage One(总题数：3，分数：162.00)There is nothing like the suggestion of a cancer risk to scare a parent, especially one of the over-educated, e
28、co-conscious type. So you can imagine the reaction when a recent USA Today investigation of air quality around the nation“s schools singled out those in the smugly (自鸣得意的) green village of Berkeley, Calif., as being among the worst in the country. The city“s public high school, as well as a number o
29、f daycare centers, preschools, elementary and middle schools, fell in the lowest 10%. Industrial pollution in our town had supposedly turned students into living science experiments breathing in a laboratory“s worth of heavy metals like manganese, chromium and nickel each day. This is a city that re
30、quires school cafeterias to serve organic meals. Great, I thought, organic lunch, toxic campus. Since December, when the report came out, the mayor, neighborhood activists (活跃分子) and various parent-teacher associations have engaged in a fierce battle over its validity: over the guilt of the steel-ca
31、sting factory on the western edge of town, over union jobs versus children“s health and over what, if anything, ought to be done. With all sides presenting their own experts armed with conflicting scientific studies, whom should parents believe? Is there truly a threat here, we asked one another as
32、we dropped off our kids, and if so, how great is it? And how does it compare with the other, seemingly perpetual health scares we confront, like panic over lead in synthetic athletic fields? Rather than just another weird episode in the town that brought you protesting environmentalists, this latest
33、 drama is a trial for how today“s parents perceive risk, how we try to keep our kids safewhether it“s possible to keep them safein what feels like an increasingly threatening world. It raises the question of what, in our time, “safe“ could even mean. “There“s no way around the uncertainty,“ says Kim
34、berly Thompson, president of Kid Risk, a nonprofit group that studies children“s health. “That means your choices can matter, but it also means you aren“t going to know if they do.“ A 2004 report in the journal Pediatrics explained that nervous parents have more to fear from fire, car accidents and
35、drowning than from toxic chemical exposure. To which I say: Well, obviously. But such concrete hazards are beside the point. It“s the dangers parents can“tand may neverquantify that occur all of sudden. That“s why I“ve rid my cupboard of microwave food packed in bags coated with a potential cancer-c
36、ausing substance, but although I“ve lived blocks from a major fault line (地质断层) for more than 12 years, I still haven“t bolted our bookcases to the living room wall.（分数：71.00）(1).What does a recent investigation by USA Today reveal?（分数：14.20）A.Heavy metals in lab tests threaten children“s health in
37、Berkeley.B.Berkeley residents are quite contented with their surroundings.C.The air quality around Berkeley“s school campuses is poor.D.Parents in Berkeley are over-sensitive to cancer risks their kids face.(2).What response did USA Today“s report draw?（分数：14.20）A.A heated debate,B.Popular support.C
38、.Widespread panic.D.Strong criticism.(3).How did parents feel in the face of the experts“ studies?（分数：14.20）A.They felt very much relieved.B.They were frightened by the evidence.C.They didn“t know who to believe.D.They weren“t convinced of the results.(4).What is the view of the 2004 report in the j
39、ournal Pediatrics?（分数：14.20）A.It is important to quantify various concrete hazards.B.Daily accidents pose a more serious threat to children.C.Parents should be aware of children“s health hazards.D.Attention should be paid to toxic chemical exposure.(5).Of the dangers in everyday life, the author thi
40、nks that people have most to fear from _.（分数：14.20）A.the uncertainB.the quantifiableC.an earthquakeD.unhealthy foodHeavier people are more likely to be killed or seriously injured in car accidents than lighter people, according to new research. That could mean car designers will have to build in new
41、 safety features to compensate for the extra hazards facing overweight passengers. In the US, car manufacturers have already had to redesign air bags so they inflate to lower pressures, making them less of a danger to smaller women and children. But no one yet knows what it is that puts overweight p
42、assengers at extra risk. A study carried out in Seattle, Washington, looked at more than 26,000 people who had been involved in car crashes, and found that heavier people were at far more risk. People weighing between 100 and 119 kilograms are almost two-and-a-half times as likely to die in a crash
43、as people weighing less than 60 kilograms. And importantly, the same trend held up when the researchers looked at body mass index (BMI)a measure that takes height as well as weight into account. Someone 1.8metres tall weighing 126 kilograms would have a BMI of 39, but so would a person 1.5metres tal
44、l weighing 88 kilograms. People are said to be obese if their BMI is 30 or over. The study found that people with a BMI of 35 to 39 were over twice as likely to die in a crash compared with people with a BMI of about 20. It is not just total weight, but obesity itself that“s dangerous. While they do
45、 not yet know why this is the case, the evidence is worth pursuing, says Charles Mock, a surgeon and epidemiologist at the Harborview Injury Prevention and Research Centre in Seattle, who led the research team. He thinks one answer may be for safety authorities to use heavier crash-test dummies when
46、 certifying cars as safe to drive. Crash tests normally use dummies that represent standard-sized males weighing about 78 kilograms. Recently, smaller crash-test dummies have also been used to represent children inside crashing cars. But larger and heavier dummies are not used. The reasons for the h
47、igher injury and death rates are far from clear. Mock speculates that car interiors might not be suitably designed for heavy people. Besides, obese people, with health problems such as high blood pressure or diabetes, could be found it tougher to recover from injury. Richard Kent, an expert in impac
48、t biomechanics at the University of Virginia, thinks the new research has established a legitimate connection between obesity and severe injury or death. Because the research used BMI data; it has not confused taller (and therefore heavier than average) people with those who are overweight. People w
49、ho are obese might also be at risk because seat belts do not hold them as securely in a crash. “For example, a large amount of fat tissue between the restraint system and the bony thorax acts much like a winter coat: it introduces “slack“ into the restraint system and decreases its performance,“ Kent says.（分数：20.00）(1).The reason why heavy people get injured or killed more easily in traffic accidents _.（分数：4.00）A.lies in drunk drivingB.lies in the air bagC.lies in the safety beltD.is not clearly known yet(2).Which one of the following people is the most likely to get killed
