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提出主题：很多经理人员要依赖直觉，后面才讲直觉的特点The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals1D4C, assessing4A the problem, formulating options4B, estimating likelihoods of success4E, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage 一系列 interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking. 过去对直觉的错误理解：管理学作家的观点两种Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp2D of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for 任性，反复无常.
直觉的5个特点/5种运用方法Isenbergs recent research on the cognitive processes of senior managers reveals that managers intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists1B. Second, managers rely on intuition to perform 熟知的行为 patterns rapidly7E. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and 亲手实践的经验 that build skills. A third function of intuition is to synthesize3C isolated bits of data and practice1C into an integrated picture, often in an Aha!恍然大悟 experience. Fourth, some managers use intuition as a check on the results1E of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to 绕开，绕过 in-depth analysis and move rapidly to engender a plausible solution1A. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.
以下两段讲直觉的一个重要含义：想/做循环One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by actingand analyzing in close 协作，合作.
几种可能性：继续讲原因的模式;总结归纳;延伸性内容Given the great uncertainty of many of the management issues that they face, senior managers often instigate 一系列 action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of 认识 the problem, not just of implementing the solution.
1. According to the passage, senior managers use intuition in all of the following ways EXCEPT to五项大列举出的题
speed up of the creation of a solution to a problem1A第五点
identify a problem1B第一点
bring together disparate facts1C第三点
stipulate clear goals1D老模式
evaluate possible solutions to a problem1E第四点
2. The passage suggests which of the following about the writers on management mentioned in line 12?信息题
They have criticized managers for not following the classical rational model of decision analysis.
They have not based their analyses on a sufficiently large sample of actual managers.
They have relied in drawing their conclusions on what managers say rather than on what managers do.
They have misunderstood2D how managers use intuition in making business decisions.
They have not acknowledged the role of intuition in managerial practice.
3. Which of the following best exemplifies an Aha! experience as it is presented in the passage?
A manager risks taking an action whose outcome is unpredictable to discover whether the action changes the problem at hand.
A manager performs well-learned and familiar behavior patterns in creative and uncharacteristic ways to solve a problem.
A manager suddenly connects3C seemingly unrelated facts and experiences to create a pattern relevant to the problem at hand.
A manager rapidly identifies the methodology used to compile data yielded by systematic analysis.
A manager swiftly decides which of several sets of tactics to implement in order to deal with the contingencies suggested by a problem.
4. According to the passage, the classical model of decision analysis includes all of the following EXCEPT
evaluation4A of a problem
creation of possible solutions4B to a problem
establishment of clear goals4C to be reached by the decision
action undertaken in order to discover more information about a problem新模式直觉模式
comparison of the probable effects of different solutions to a problem4E
5. It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?
Manager X analyzes first and then acts; Manager Y does not.
Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not.说反了
Manger Y depends on day-to-day tactical maneuvering所有经理都这样，不是X和Y的区别; manager X does not.
6. It can be inferred from the passage that thinking/acting cycles in managerial practice would be likely to result in which of the following?
I. A manager analyzes a network of problems and then acts on the basis of that analysis.
II. A manager gathers data by acting and observing the effects of action.
III. A manager takes action without being able to 明确表达 reasons for that particular action.
I only
II only
I and II only
II and III only
I, II, and III
7. The passage provides support for which of the following statements?信息题ABD无，C反
Managers who rely on intuition are more successful than those who rely on formal decision analysis.比较句，不对
Managers cannot justify文中只是说有时不能明确表达，而不是说没有正当理由 their intuitive decisions.
Managers intuition works contrary to文中明确说过直觉不是理性的反面，不对 their rational and analytical skills.
Logical analysis of a problem increases the number文中没提到过解决方案的数量 of possible solutions.
Intuition enables managers to employ their practical experience more efficiently7E.虽然是比较句，但却是对的
8. Which of the following best describes the organization of the first paragraph of the passage?主题题
An assertion is made and a specific supporting example is given.
A conventional model is dismissed and an alternative introduced.新老观点对比型
The results of recent research are introduced and summarized.
Two opposing points of view are presented and evaluated.
A widely accepted definition is presented and qualified.
提出主题：很多经理人员要依赖直觉，后面才讲直觉的特点The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals1D4C, assessing4A the problem, formulating options4B, estimating likelihoods of success4E, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage 一系列 interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking. 过去对直觉的错误理解：管理学作家的观点两种Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp2D of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for 任性，反复无常.
直觉的5个特点/5种运用方法Isenbergs recent research on the cognitive processes of senior managers reveals that managers intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists1B. Second, managers rely on intuition to perform 熟知的行为 patterns rapidly7E. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and 亲手实践的经验 that build skills. A third function of intuition is to synthesize3C isolated bits of data and practice1C into an integrated picture, often in an Aha!恍然大悟 experience. Fourth, some managers use intuition as a check on the results1E of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to 绕开，绕过 in-depth analysis and move rapidly to engender a plausible solution1A. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.
以下两段讲直觉的一个重要含义：想/做循环One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by actingand analyzing in close 协作，合作.
几种可能性：继续讲原因的模式;总结归纳;延伸性内容Given the great uncertainty of many of the management issues that they face, senior managers often instigate 一系列 action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of 认识 the problem, not just of implementing the solution.
1. According to the passage, senior managers use intuition in all of the following ways EXCEPT to五项大列举出的题
speed up of the creation of a solution to a problem1A第五点
identify a problem1B第一点
bring together disparate facts1C第三点
stipulate clear goals1D老模式
evaluate possible solutions to a problem1E第四点
2. The passage suggests which of the following about the writers on management mentioned in line 12?信息题
They have criticized managers for not following the classical rational model of decision analysis.
They have not based their analyses on a sufficiently large sample of actual managers.
They have relied in drawing their conclusions on what managers say rather than on what managers do.
They have misunderstood2D how managers use intuition in making business decisions.
They have not acknowledged the role of intuition in managerial practice.
3. Which of the following best exemplifies an Aha! experience as it is presented in the passage?
A manager risks taking an action whose outcome is unpredictable to discover whether the action changes the problem at hand.
A manager performs well-learned and familiar behavior patterns in creative and uncharacteristic ways to solve a problem.
A manager suddenly connects3C seemingly unrelated facts and experiences to create a pattern relevant to the problem at hand.
A manager rapidly identifies the methodology used to compile data yielded by systematic analysis.
A manager swiftly decides which of several sets of tactics to implement in order to deal with the contingencies suggested by a problem.
4. According to the passage, the classical model of decision analysis includes all of the following EXCEPT
evaluation4A of a problem
creation of possible solutions4B to a problem
establishment of clear goals4C to be reached by the decision
action undertaken in order to discover more information about a problem新模式直觉模式
comparison of the probable effects of different solutions to a problem4E
5. It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis?
Manager X analyzes first and then acts; Manager Y does not.
Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not.
Manager X takes action in order to arrive at the solution to a problem; Manager Y does not.
Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not.说反了
Manger Y depends on day-to-day tactical maneuvering所有经理都这样，不是X和Y的区别; manager X does not.
6. It can be inferred from the passage that thinking/acting cycles in managerial practice would be likely to result in which of the following?
I. A manager analyzes a network of problems and then acts on the basis of that analysis.
II. A manager gathers data by acting and observing the effects of action.
III. A manager takes action without being able to 明确表达 reasons for that particular action.
I only
II only
I and II only
II and III only
I, II, and III
7. The passage provides support for which of the following statements?信息题ABD无，C反
Managers who rely on intuition are more successful than those who rely on formal decision analysis.比较句，不对
Managers cannot justify文中只是说有时不能明确表达，而不是说没有正当理由 their intuitive decisions.
Managers intuition works contrary to文中明确说过直觉不是理性的反面，不对 their rational and analytical skills.
Logical analysis of a problem increases the number文中没提到过解决方案的数量 of possible solutions.
Intuition enables managers to employ their practical experience more efficiently7E.虽然是比较句，但却是对的
8. Which of the following best describes the organization of the first paragraph of the passage?主题题
An assertion is made and a specific supporting example is given.
A conventional model is dismissed and an alternative introduced.新老观点对比型
The results of recent research are introduced and summarized.
Two opposing points of view are presented and evaluated.
A widely accepted definition is presented and qualified.
