英语四六级典藏笔记（3）.docx

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1、 目录英语四六级典藏笔记（3）外刊时文卫报时文. 1哈佛商业评论时文.4科学美国人时文.7经济学人时文 .10 外刊时文卫报时文Sleep is surprisingly little understood. Scientists still havent agreed on how itevolved, or what its purpose is. What we do know, however, is that it is vital and that many of us arent getting enough.This is partly a symptom of what I

2、call “the great acceleration” the speedingup of everyday life, driven largely by technology. As we work and play harder,sleep gets squeezed out. Studies show that were getting less and worse sleep:in one survey only 15% of Britons said they felt refreshed by it.Weve all read the warnings about readi

3、ng iPhones in bed. But while thats partof the problem, theres something much bigger going on. What we think of asthe body clock isnt one clock at all. Its billions of them embedded into our everycell. This is why we get jet lag: those billions of clocks, and the processes theygovern (such as digesti

4、on or light-dark perception), get out of kilter with eachother.The great acceleration has nudged our bodies out of synch with the day/nightcycle and the result is what experts call social jet lag. We live at “work oclock”,wrenching ourselves back to normal at weekends. According to Till Roenneberg,o

5、ne of the worlds leading sleep researchers, “the majority of the population inthe industrialized world” suffers from this “forced synchrony” and pays theprice in terms of health and wellbeing since those clocks also control vitalprocesses such as detoxification or DNA repair.The more antisocial your

6、 schedule, the greater the problems. Shift work is nowclassified as a probable carcinogen by the World Health Organization, followingmonitoring of night workers such as nurses as well as studies in which micewere forced to flip their day/night cycle. As well as increased cancer risk, the1/ 12 外刊时文an

7、imals developed all kinds of other problems and had shorter life spans.Long night shifts have been held responsible for all manner of accidents,including Chernobyl (where the workers had been on duty for at least 13 hours).One of the key symptoms of sleep deprivation just like being drunk is thatyou

8、 dont realize how badly off you are. When scientists monitored juniordoctors at night, they found “micro-sleep” events happening all over theirbrains: they would be partly or largely asleep in the middle of conversations,and even operations.So how can we fix this? We do need to look after night work

9、ers better and putdown the iPhone before bed. But we can also find and follow our “chronotype”.Being a lark or an owl is not just a matter of psychological preference, itsgenetically determined. Some of us tend to feel more awake and alert late on;others spring up at the crack of dawn.本文选自 2016 年 4

10、月卫报中一篇题为睡眠、科学和如何打败社会时差的文章。参考译文：出人意料地，人类对于睡眠的了解微乎其微。关于睡眠是如何演化和其目的是什么，科学家始终没有达成一致。但是我们确实知道的是，它至关重要的，并且我们中的大多数人都没有得到足够的睡眠。这就是我们所谓“伟大的加速”的症状之一，技术从很大程度上促使我们提高了日常生活的速度。我们拼命地工作，尽情地玩，睡眠时间却被挤占了。研究表明我们睡眠更少了而且睡眠质量更差了：一项调查表明，只有 15%的英国人睡醒后感到活力焕发。我们都读到过不能在床上看苹果手机的警告。但尽管这是问题的一部分，但是还有更加严重的问题存在。我们所认为的生物钟根本不是一个时钟，它是存

11、在于我们每一个细胞中的数十亿个时钟。这就是为什么我们会有时差感：那数十亿个时钟以及他们管理的过程（比如消化或者光明暗感觉），彼此间失去平衡。2/ 12 外刊时文这个伟大的加速让我们的身体脱离了昼/夜循环的周期同步，其结果是产生专家所谓的社会时差。我们生活在“工作时间”里，然后强迫自己在周末恢复正常。世界领先顶尖的睡眠研究人员之一，Till Roenneberg,指出：“工业社会的大多数人”都受到这个“强制同步”的影响，在健康和幸福上付出了很大的代价，因为生物钟控制着诸如排毒和 DNA 修复这样关键的过程。你的日程越脱离社会，问题就会越严重。世界卫生组织通过对上夜班的护士进行监测，并且对被迫不停

12、日夜进行颠倒的老鼠进行了研究之后，把倒班工作制度列为一个可能的致癌因素。除了癌症风险增加，接受实验的动物身上出现了各种问题，而且寿命偏短。长时间的夜班导致了各种各样工作事故的发生，比如切尔诺贝利事件（事发时相关人员已经工作了至少 13 小时）。睡眠不足的一个主要症状-就像醉酒一样-就是你自己意识不到你自己的状况有多糟糕。当科学家们在夜里观测初级医师时，科学家们发现这些医生一直处于 “微睡眠”状态：他们在说话甚至手术时，会进入半睡眠甚至完全睡着的状态。那么我们如何来解决这个问题？我们确实需要更加关心夜班工作者，然后在上床睡觉前放下苹果手机。但是我们需要发现并顺应我们的“时型”。做一个早起的云雀还

13、是晚睡的猫头鹰不只是心理偏好，这是基因决定的。有的人在晚上会很清醒和警觉，有的人在则会在破晓时分更精神。3/ 12 外刊时文哈佛商业评论时文When organizations get into big trouble, fixing the culture is usually theprescription. Thats what most everyone said General Motors needed to do afterits recall crisis in 2014and ever since, CEO Mary Barra has been focusing oncre

14、ating “the right environment” to promote accountability and head off futuredisasters. Cultural reform has likewise been proposed as the solution toexcessive use of force by police departments, unethical behavior in banks, andjust about any other major organizational problem you can think of. All eye

15、s areon culture as the cause and the cure.But the corporate leaders we have interviewedcurrent and former CEOs whohave successfully led major transformationssay that culture isnt somethingyou “fix.” Rather, in their experience, cultural change is what you get afteryouve put new processes or structur

16、es in place to tackle tough businesschallenges like reworking an outdated strategy or business model. The cultureevolves as you do that important work.Though this runs counter to the going wisdom about how to turn things aroundat GM, the VA, and elsewhere, it makes intuitive sense to look at culture

17、 as anoutcomenot a cause or a fix. Organizations are complex systems with manyripple effects. Reworking fundamental practices will inevitably lead to somenew values and behaviors. Employees may start seeing their contributions tosociety in a whole new light. This is what happened at Ecolab when CEO

18、DougBaker pushed decisions down to the front lines to strengthen customerrelationships. Or people might become less adversarial toward seniorexecutivesas Northwest employees did after Delta CEO Richard Andersonacquired the airline and got workers on board by meeting their day-to-dayneeds.4/ 12 外刊时文T

19、he leaders we spoke with took different approaches for different ends. Forexample, Alan Mulally worked to break down barriers between units at Ford,whereas Dan Vasella did a fair amount of decentralizing to unleash creativeenergy at Novartis. But in every case, when the leaders used tools such asdec

20、ision rights, performance measurement, and reward systems to addresstheir particular business challenges, organizational culture evolved ininteresting ways as a result, reinforcing the new direction.Revisiting their stories provides a richer understanding of corporatetransformation and cultures role

21、 in it. All of these stories show, in a range ofsettings, that culture isnt a final destination. It morphs right along with thecompanys competitive environment and objectives. Its really more of atemporary landing placewhere the organization should be at that moment, ifthe right management levers ha

22、ve been pulled.本文选自 2016 年 4 月哈佛商业评论一篇题为问题不是出在文化上的文章。参考译文：当组织陷入困境，解决的惯例通常是对文化进行修复。几乎人人都说，通用汽车在 2014年遭遇汽车召回危机后，需要做的就是修复文化。而自召回事件以后，通用 CEO 玛丽芭拉就一直致力于创造一个“正确的环境”，来增强责任感，避免未来再次发生危机。同样，文化改革也被提议作为防止警察部门过度使用武力、银行不道德行为和任何你能想到的重大组织问题的解决方案。所有人都将文化视为问题的原因和对策。但我们采访的企业领导者包括那些曾成功领导重要改革的现任和前任 CEO 称，文化不是让你修复的东西。相反，

23、依照他们的经验，文化变革应该是像像修改落后的战略或商业模式那样，采用新的流程和新的结构去应对艰巨商业挑战之后所得到的。尽管这与通用汽车和 VA 等组织扭转危机所用的理念有冲突，但将文化视为结果，而非原因或解决方案，在直觉上是成立的。组织是会产生涟漪反应的复杂系统，修改基础流程必然带来新的价值观和行为。员工会开始从全新的视角看待自己对社会的贡献，它就发生在艺5/ 12 外刊时文康公司。为加强客户关系，艺康公司执行总裁道格贝克，将决定权下放到一线。或者，员工对高管的敌对情绪也可能得到缓解，例如达美航空执行总裁理查德安德森在收购西北航空后，通过满足原西北航空员工的正当需求，赢得支持。我们所采访的领导

24、者为了不同的目标，采用不同的做法。比如艾伦穆拉利致力于消除福特各部门之间的隔阂，而丹尼魏思乐下了很大力气将权力下放，释放诺华制药公司的创造力。但在所有例子中，每当领导者使用如决策权利、绩效考核和奖励制度等办法来解决自己所面临的业务挑战时，组织文化都会以奇妙的方式随之演进，进一步确定新方向。回顾这些领导者的故事，让我们更深刻地了解到企业改革和企业文化在变革中的作用。于是我们分享了访谈中最精彩的部分。所有故事都表明，文化在很多情况下不是终点，它随公司的竞争环境和目标而改变，文化更像是暂时的停驻点-如果应对挑战的方法正确，文化就是组织当下应该在的位置。6/ 12 外刊时文科学美国人时文Having

25、an active social life is one of the strongest predictors of longevity andgood health. Human connection is one of the most fundamental and importanthuman drives. But it can also be our most tiring!As human beings，we tend to overplay our differences, and underestimate justhow similar we all really are

26、 deep down in our basic needs, strivings, andfrustrations. Emerging research shows that even though we each show distinctpatterns of thoughts, motivations, and behaviors that make us different fromeach other, we actually display the whole spectrum of behaviors in our everydaylife. Everybody sometime

27、s gets tired from too many social interactions,sometimes acts like a jerk, sometimes is lazy, etc.In a brand new study, two Finnish researchers looked at one of the mostprominent descriptions about introverts: that they need to be alone andrecharge after too many social interactions. While this is u

28、ndoubtedly true, doesthis really differentiate introverts from extraverts? Incredibly this idea hasnever actually been tested scientifically until now.Over the course of 12 days, 48 participants filled out measures of theirpersonality, mood, stress, and levels of fatigue. Five times a day, they were

29、asked to describe their behavior, feelings, and situations during the last hour.They also were asked to describe the extent to which they interacted in personwith others in the past hour. In addition to looking at the effects of behavingextraverted, they also looked at the effects of behaving consci

30、entiously.They found that the more people were acting extraverted and conscientious, themore they reported being in a positive mood and feeling lower levels of fatiguein the moment, but after 3 hours they reported higher levels of fatigue. The level7/ 12 外刊时文of fatigue depended on the number of peop

31、le met during the last hour, theintensity of the social interactions, and how much they had a specific goal inmind when they were studying or working. Interestingly, these effects werefound for both introverts and extraverts.While the findings on conscientiousness are not surprising (hard work is ha

32、rdwork!), this is the first direct evidence suggesting that too much socializing isdraining for everyone. Indeed, prior research has shown that in general, whenunder stress, tired, or living in crowded circumstances, people often choose tobe alone if they can. This research also adds to a growing li

33、terature suggestingthat in the moment, acting extraverted has the same consequences on mood forboth introverts and extraverts. Taken together, all of this research suggests thatfor most humans on this planet, having a reasonable amount of socialinteraction and working hard toward goals makes people

34、feel good, but toomuch of either tends to make people tired after a few hours.本文选自 2016 年 6 月 14 日科学美国人杂志中一篇题为外向者和内向者在过多社交后都会筋疲力尽的文章。参考译文：积极的社交生活是长寿以及健康最为有利的判断之一。人类之间相互联系是人类进化的最基本也是最重要的动力之一。但是它也会使我们感到很疲劳。作为人类，我们往往过分夸大我们之间的不同，并且低估了我们实际上在基本需求，努力以及挫折方面有着极大的相似。近来研究表明即使我们每个人思维模式不同，动机不同，行为不同，实际上我们在日常生活中展现

35、了我们全部的行为。每个人都会时而因为太多的社交活动而感到疲劳，时而表现像个笨蛋，时而表现懒惰，等等。在一项全新研究中，两个芬兰研究人员看到了一个对内向性格最典型的描述之一:他们需要独处并且太多的社交活动之后他们需要再次充电。这无疑是正确的，但是就凭这一点就能区分性格内向和性格外向？难以置信的是这一想法直到现在从来没有得到验证。8/ 12 外刊时文在过去的 12 天中，48 位参与人员填写了对他们性格、情绪、压力以及疲劳度进行估量的表格。一天 5 次，他们要描述他们在过去一小时中的行为，感觉以及状况。他们还需要描述在过去的一小时他们自己与他人互动的程度。除了了解表现外向的结果，他们还要了解他们认

36、真表现的结果。研究人员发现，测试者越表现外向，越认真，他们情绪越好，越积极，并且那一刻的疲劳程度越低，但是 3 个小时之后他们报告非常高程度的疲劳。疲劳程度与他们刚刚过去的一小时遇到人的数量有关，也就是社交的密度。同时疲劳程度还与他们学习和工作时是否心中有明确目标有关。有趣的是，这些研究发现的结果即适用于外向也适用于内向性格的人尽管有关认真程度的研究结果意料之中，但是这是第一个直接的证据表明过多的社交活动会使每个人感到心力交瘁。实际上，之前的研究已经表明通常情况下，当人们处于压力之下，感到疲劳或者生活在嘈杂的环境中，如果有可能，都会选择独处。这一研究又增加了新的证据表明在表现外向的那一刻内向性

37、格和外向性格的人会产生同样的情绪。综合起来，这项研究表明对于大多数地球人而言，拥有合理数量的社交活动以及努力工作实现目标会使人感觉良好，但是这两者任何一者过多都会使人几小时后感觉疲劳。9/ 12 外刊时文经济学人时文NOT since the era of imperial Rome has the “thumbs-up” sign been such apotent and public symbol of power. A mere 12 years after it was founded,Facebook is a great empire with a vast population

38、, immense wealth, acharismatic leader, and mind-boggling reach and influence. The worlds largestsocial network has 1.6 billion users, a billion of whom use it every day for anaverage of over 20 minutes each. In the Western world, Facebook accounts forthe largest share of the most popular activity (s

39、ocial networking) on the mostwidely used computing devices (smartphones); its various apps account for 30%of mobile internet use by Americans. And it is the sixth-most-valuable publiccompany on Earth, worth some $325 billion.Even so, Mark Zuckerberg, Facebooks 31-year-old founder and chief executive

40、,has even greater ambitions. He has plans to connect the digitally unconnectedin poor countries by beaming internet signals from solar-powered drones, andis making big bets on artificial intelligence (AI), “chatbots” and virtual reality(VR). This bid for dominance will bring him into increasing conf

41、lict with theother great empires of the technology world, and Google in particular. Theensuing battle will shape the digital future for everyone.Facebook has prospered by building compelling services that attract largeaudiences, whose attention can then be sold to advertisers. The same is true ofGoo

42、gle. The two play different roles in their users lives: Google has masses ofdata about the world, whereas Facebook knows about you and your friends; yougo to Google to get things done, but turn to Facebook when you have time tokill. Yet their positions of dominance and their strategies are becomingr

43、emarkably similar. Unparalleled troves of data make both firms difficult tochallenge and immensely profitable, giving them the wealth to make bold betsand to deal with potential competitors by buying them. And both firms crave10 / 12 外刊时文more users and more datawhich, for all the do-gooding rhetoric

44、, explains whythey are both so interested in extending internet access in the developing world,using drones or, in Googles case, giant balloons.The task is to harness data to offer new services and make money in new ways.Facebooks bet on AI is a recognition that “machine learning”in whichsoftware le

45、arns by crunching data, rather than having to be explicitlyprogrammedis a big part of the answer.本文选自 2016 年 5 月经济学人杂志中一篇名为马克扎克伯格准备为争夺下一个计算时代的统治地位而战的文章。参考译文：Facebook 打造多个引人瞩目的服务吸引大量用户，继而将用户的关注卖给广告商，以此取得成功。谷歌也是如此。这两大公司在其用户的生活中扮演着不同的角色：谷歌拥有关11 / 12自罗马帝国时代以来，“竖起大拇指”这一手势就成为了公开且有力的权力象征。成立仅十二年之后，Facebook

46、已成为一个伟大的帝国，人口众多、财富无数、领袖魅力非凡，且影响力和影响范围令人难以想象。这一全球最大的社交网络拥有 16 亿用户，其中十亿每天平均使用时间超过 20 分钟。在西方世界，Facebook 在最广泛使用的计算设备（智能手机）上的最受欢迎的活动（社交网络）中所占份额最大；它各种各样的应用占美国人移动互联网使用的 30%。它是全球市值第六大的上市公司，价值 3250 亿美元。即便如此，31 岁的 Facebook 创始人及首席执行官马克扎克伯格（Mark Zuckerberg）仍有更宏伟的志向。他计划用太阳能供电的无人机发送互联网信号，以连接贫困国家尚未连入数字世界的人，他在人工智能（AI）、聊天机器人和虚拟现实（VR）上押下重注。对统治地位的竞逐会令他和科技世界其他伟大帝国之间的冲突不断增加，尤其是同谷歌之间。今