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1 TRAITS OF THE KEY PLAYERS翻译核心员工的特征1，核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
“在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2，这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
他们想从另一家公司招募核心员工。
然而，每家公司也从新人中招人。
他们要寻找的是完全一样的东西。
“我们把他们和公司顶级员工表现出的特质进行对照。
假如他们看起来有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3，“这是一种有根据的猜测，”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4 特征1：无私的合作者职业顾问和化学家约翰·费策尔最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5，许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的容提供事迹证明。
G r o w i n g U p1 Fifty years ago parents still asked boys if they wanted to grow up to be president, and asked it not jokingly but seriously. Many parents who were hardly more than paupers still believed their sons could do it. Abraham Lincoln had done it. We were only sixty-five years from Lincoln. Many of grandfather who walked among us could remeber Lincoln. Men of grandfatherly age were the worst for asking if you wanted to grow up to be president. A surprising number of little boys said yes and meant it.五十年前父母大都会问男孩子们长大后想不想当总统，问这话时一本正经，并非开玩笑。
许多穷得跟乞丐似的父母也仍然相信他们的孩子能当上总统。
亚伯拉罕?林肯就做到了。
我们与林肯那个时代仅仅差65年。
依然健在的许多爷爷辈的人还能记得林肯时代。
就是他们最喜欢问你长大后想不想当总统。
回答说想当的小男孩数量多得惊人，而且他们是当真的。
2 I was asked many times myself. No, I didn’t want to grow up to be president. My mother was present during one of these interrogations. An elderly uncle, having posed the usual question and exposed my lack of interest in the presidency, asked, “Well, what do you want to be when you grow up.我就曾经被问过多次。
UNIT41. Think for a moment about your own life — the activities of your day, the possessions you enjoy, the surroundings in which you live. Is there anything you don’t have at this moment that you would like to have? Anything that you have, but that you would like more of? If your answer is “no,” then congratulations — either you are well advanced on the path of Zen self-denial, or else you are a close relative of Ted Turner . The rest of us, however, would benefit from an increase in our material standard of living. This simple truth is at the very core of economics. It can be restated this way: we all face the problem of scarcity.2 Almost everything in your daily life is scarce. You would benefit from a larger room or apartment, so you have a scarcity of space. You have only two pairs of shoes and could use a third for hiking; you have a scarcity of shoes. You would love to take a trip to Chicago, but it is difficult for you to find the time or the money to go — trips to Chicago are scarce.3 Because of scarcity, each of us is forced to make choices. We must allocate our scarce time to different activities: work, play, education, sleep, shopping, and more. We must allocate our scarce spending power among different goods and services: food, furniture, movies, long-distance phone calls, and many others.4 Economists study the choices we make as individuals and how those choices shape our economy. For example, the goods that each of us decides to buy ultimately determine which goods business firms will produce. This, in turn, explains which firms and industries will hire new workers and which will lay them off.5. Economists also study the more subtle and indirect effects of individual choice on our society. Will most Americans continue to live in houses, or — like Europeans will most of us end up in apartments? Will we have an educated and well-informed citizenry? Will museums and libraries be forced to close down? Will traffic congestion in our cities continue to worsen, or is there relief in sight? These questions hinge, in large part, on the separate decisions of millions of people. To answer them requires an understanding of how people make choices under conditions of scarcity.6. Think for a moment about the goals of our society. We want a high standard of living for all citizens: clean air, safe streets, and good schools. What is holding us back from accomplishing all of these goals in a way that would satisfy everyone? You probably already know the answer: scarcity. 1. 想一想你的生活：你每天从事的活动，你所拥有的财产，你所居住的环境。
UNIT6What does it feel like to help dying patients through their final days? Experience it through the eyes of hospice nurse Jill Campbell, who does her job with grace, compassion, and gratitude.1.Outside, it's noisy on this busy block of row houses in Baltimore. But inside one tidy living room, all is quiet except for the sound of a woman's raspy breathing. The patient is huddled in an easy chair under a handmade pink-and-blue afghan, a knit cap on her head and booties on her feet. She has trouble staying warm these days. Her cancer has returned with a vengeance and she has only a few weeks to life. Hospice nurse Jill Campbell kneels down beside her patient, listens to her breathing, and then checks her blood pressure. Campbell has already hauled in oxygen tanks, showed family members how to work them, organized the medicine, and assessed how her patient has been eating and sleeping.2.But now is a moment to connect one-on-one. Campbell wraps her hands aro und the woman’s hands and rubs them together to warm them. She looks into her face. “are you feeling a little better?” she asks softly.3.Getting to know her patients and helping them through the toughest time of their lives is what Campbell, 43, appreciates most about being a hospice nurse. “I don’t know of another position where you can do more for people,” she says.4.Her patients have all been told that they have six months or less to live. Rather than continue with often-difficult or painful treatments that probably won’t extend their lives, they have decided to stop trying for a cure. Instead, with the help of hospice care, they’ll focus on comfort and on living whatever they have left of their lives to the fullest ---usually in their own home.5.Being able to die at home is a major part of the appeal of hospice, but patients and family members may not see it that way at first. “A lot of people still view hospice as giving up and letting the disease in,” says Campbell. That’s why the decision to c all in hospice care can be an incredibly difficult one for a family to make. Once they do, though, most patients and their families soon understand the value of having a team of dedicated professionals---including social workers, health aides, chaplains, and nurses---work together to provide not only physical but also emotional and spiritual support. 帮助即将离世的患者度过最后的时光会是怎样的感受呢？让我们借助吉尔·坎贝尔的所见经历这一切吧。
UNIT71. Several leading modern business leaders seem, surprisingly, to downplay the importance of strategy. You can make too much fuss about strategy, they imply--- you have a few clear options; just choose one and get on with it. is it really that simple?2. “Strategy is straightforward---just pick a general direction and implement like hell.”Jack Welch, for example---the chairman and CEO of the USA’s General Electric Company; the man who grow the company from a market capitalization of $27 billion to a $140 billion, making GE the largest and most valuable company in the world. he must know a thing or two about strategy. But here’s what he says: “In real life, strategy is actually very straightforward. You pick a general direction and you implement like hell.”Or Allan leighton, the man who was recruited by Archie Norman to help res cue the UK’s ailing Asda supermarket chain, and went on to build the company into one of Britain’s most successful retailers. “Strategy is important,” says Leighton, “but it is a compass, not a road map. It tells you in which direction you are heading, but the important bit is how you get there.”Or Louis Gerstner, the man who rescued IBM in the 1990’s when the struggling mainframe supplier was about to be driven into extinction by the new, smaller and more agile personal computer manufacturers. “It is extremely difficult to develop a unique strategy for a company; and if the strategy is truly different, it is probably highly risky. Execution really is the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future.”3. So strategy is simple. And having an ingenious new strategy is less important than carrying it out successfully. In fact it might be dangerous. It that right?Let’s look at one last quote from Mr. Welch. “When I became CEO in 1981, we launched a highly publicized initiative: be number one or number two in every market, and fix, sell or close to get there. This was not our strategy, although I’ve often heard it descri bed that way.It was a galvanising mantra to describe how we were going to do business going forward. Our strategy was much more directional. GE was going to move away from businesses that were being commoditized toward businesses that manufactured high-value technology products or sold services instead of things.”Grand strategy versus strategy4. I would argue that these CEO’s blue chip corporations are taking a slightly Olympian view of the concept of “strategy.” Let’s call what hey are talking about “grand strategy” a strategy, but in the overarching sense, like the American car industry saying that they are going to move out gas-guzzlers and into smaller, more fuel-efficient models. 1.一些领先的现代企业领导人似乎，奇怪的是，淡化战略的重要性。
上册Unit OneTRAITS OF THE KEY PLAYERS David G. Jensen核心员工的特征大卫·G．詹森1 What exactly is a key player? A "Key Player" is a phrase that I've heard about from employers during just about every search I've conducted. I asked a client - a hiring manager involved in a recent search - to define it for me. "Every company has a handful of staff in a given area of expertise that you can count on to get the job done. On my team of seven process engineer and biologists, I've got two or three whom I just couldn't live without," he said. "Key players are essential to my organization. And when we hire your company to recruit for us, we expect that you'll be going into other companies and finding just that: the staff that another manager will not want to see leave. We recruit only key players."1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
it Four我国在世界上的竞争力很高兴有机会为贵校系列经济研讨会举行开幕式，因为我认为，在经济飞速变化的当今时代，教育界起着至关重要的作用。
我国的企业和工人面临一系列强大力量，这些力量将影响今后我国在世界上的竞争能力。
成功地使工人和管理人员做好准备，驾驭这些力量，将是决定结果的一个重要因素。
其中最核心的力量，是计算机和电信技术的加速发展。
人们有理由地期望，这种发展将使我们在21世纪的生活水平显著提高。
但是，在短期内，飞速的科技变革产生这样一种情况，其中多数管理人员与工人借以工作的工厂和设备的更迭速度加快，给人这样一种感觉，即人的技能正以美国历史上前所未有的速度老化过时。
我将设法把这一极不寻常的现象放在我国经济大变革的背景下来探讨，并希望说明，教育，尤其是提高高级技能，对今后我国经济的增长为何如此重要。
几乎可以肯定，财富的创造都是伴随着人们利用日益增长的知识和不断增长的资本，生产出有价值的商品和服务。
借助各种市场价格，企业家们竭力弄清那些人们看重的各类产品和服务。
一个世纪之前，至少我们许多的努力是用于生产衣食住行方面的产品。
只有当农作物产量提高，蒸汽动力得以开发，纺织业效率提高时，现有的工作时间才能腾出来进行提供和消费选择性较大的商品和服务。
我们制造汽车和冰箱，学会如何用越来越少的投入生产这些产品。
随着这些商品进入大多数家庭，人们转而将精力用于创造较少受体积限制的高价值商品，如体积较小的晶体管电器，并进而提供各种无形服务——医疗、教育、娱乐和旅行等。
对每种商品或服务的各种特性分类定价，有助于其对每个人产生最大价值的价值最大化。
努力扩大选择，以满足个人的特定需求，必将导致从比较直接地利用物质资源和劳动力，转变为利用思想和概念——或更笼统地说利用信息——去创造价值。
因此，毫不奇怪，在过去这个世纪中，美国实物实际国内总产值的最大一部分增长，归因于新的见解，更宽泛地说，归因于新的知识—如何重新安排客观物质，以实现更高的生活水平。
1. Recently, one of us had the opportunity to speak with a medical student about a research rotation that the student was planning to do. She would be working with Dr. Z, who had given her the project of writing a paper for which he had designed the protocol, collected the data, and compiled the results. The student was to do a literature search and write the first draft of the manuscript. For this she would become first author on the final publication. When concerns were raised about the proposed project, Dr. Z was shocked. "l thought I was doing her a favor," he said innocently, "and besides, I hate writing!"2. Dr. Z is perhaps a bit naive. Certainly, most researchers would know that the student's work would not merit first authorship. They would know that "gift" authorship is not an acceptable research practice. However, an earlier experience in our work makes us wonder. Several years ago, in conjunction with the grant from the Fund for the Improvement of Pott Secondary Education (FIPSE), a team of philosophers and scientists at Dartmouth College 2 ran a University Seminar series for faculty on the topic "Ethical Issues in scientific Research."At one seminar, a senior researcher (let's call him Professor R) argued a similar position to that of Dr. Z. In this case Professor R knew that "gift" authorship, authorship without a significant research contribution, was an unacceptable research practice. However, he had a reason to give authorship to his student.The student had worked for several years on a project suggested by him and the project had yielded to publishable data. Believing that he had a duty to the student to ensure a publication, Professor R had given the student some data that he himself had collected and told the student to write it up. The student had worked hard, he said, albeit on another project, and the student would do the writing. Thus, he reasoned, the authorship was not a "gift."3. These two stories point up a major reason for encouraging courses in research ethics: Good intentions do not necessarily result in ethical decisions. Both of the faculty members in the above scenarios "meant well." In both cases, the faculty members truly believed that what they were doing was morally acceptable. In the first case, Dr. Z's indefensible error was that he was unaware of the conventions of the field.In particular, he seemed blissfully oblivious to the meaning of first authorship. In the second case, Professor R was do ng what he thought best for the student without taking into consideration that moral. ty is a public system and that his actions with regard to a single student have public consequences for the practice of science as a profession.4. Well-meaning scientists, such as those just mentioned, can, with the best of intentions, make unethical decisions. In some cases, such decisions may lead individuals to become embroiled in cases of misconduct. A course in research ethics can help such scientists to appreciate that it is their responsibility to know professional conventions as well as to understand the public nature of morality.1. 最近，我们当中的一员有机会与一名医科学生谈论她正计划要做的一个实验室轮转项目。
研究生英语系列教材综合教程(上)课文翻译Unit 1核心员工的特征1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
他们想从另一家公司招募核心员工。
然而，每家公司也从新人中招人。
他们要寻找的是完全一样的东西。
“我们把他们和公司顶级员工表现出的特质进行对照。
假如他们看起来有同样特征的话，我们就在他们身上赌一把。
”只是这样有点儿冒险。
3“这是一种有根据的猜测，”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4特征1：无私的合作者职业顾问和化学家约翰·费策尔最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。
UNIT 31. Most Americans would have a difficult time telling you, specifically, what the values are that Americans live by. They have never given the matter much thought.2. Even if Americans had considered this question, they would probably, in the end, decide not to answer in terms of a definitive list of values. The reason for this decision is itself one very American value — their belief that every individual is so unique that the same list of values could never be applied to all, or even most, of their fellow citizens.3. Although Americans may think of themselves as being more varied and unpredictable than they actually are, it is significant that they think they are. Americans tend to think they have been only slightly influenced by family, church or schools. In the end, each believes, “I personally chose which values I want to live my own life by.”4. The different behaviors of a people or a culture make sense only when seen through the basic beliefs, assumptions and values of that particular group. When you encounter an action, or hear a statement in the United States that surprises you, try to see it as an expression of one or more of the values listed here.5. Before proceeding to the list itself, we should also point out that Americans see all of these values as very positive ones. They are not aware, for example, that the people in many Third World countries view some of these values as negative or threatening.In fact, all of these American values are judged by many of the world’s citizens as negative and undesirable. Therefore, it is not enough simply to familiarize yourself with these values. You must also, so far as possible, consider them without the negative or derogatory connotation that they might have for you, based on your own experience and cultural identity.Personal Control over the Environment6. Americans no longer believe in the power of Fate, and they have come to look at people who do as being backward, primitive, or hopelessly naive. To be called “fatalistic” is one of the worst criticisms one can receive in the American context; to an American, it means one is superstitious and lazy, unwilling to take any initiative in bringing about improvement.7. In the United States, people consider it normal and right that Man should control Nature, rather than the other way around. More specifically, people believe every single individual should have control over whatever in the environment might potentially affect him or her. 1.大多数美国人在谈起其赖以生存的价值观时会感到力不从心。
Unit One核心员工的特征大卫• G. xx1 核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。
我们只招募核心员工。
”2 这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
他们想从另一家公司招募核心员工。
然而，每家公司也从新人中招人。
他们要寻找的是完全一样的xx。
“我们把他们和公司顶级员工表现出的特质进行对照。
假如他们看起来有同样特征的话，我们就在他们身上赌一把。
” 只是这样有点儿冒险。
3“这是一种有根据的猜测，”我的人事经理客户说。
作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。
4 特征1：无私的合作者职业顾问和化学家约翰・xx最早提出了这个特征。
关于这个特征，人们已经写了大量的文章。
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。
“这里需要合作，” xx说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无私精神的员工就脱颖而出了。
在企业环境中，没有这样的思维方式就不可能成功。
”5 许多xx 和研究生在进行这种过渡的过程中表现得相当费力。
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
你可以xx提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。
这个方法，加上你在描述业绩时开明地使用代词“我们”，而不是“我”，能使公司对你的看法从“单干户”转变成“合作者”。
更为有利的是，要在你实验室内部，以及在和你们实验室合作的人们之间，培养一个良好声誉：一个鼓励并发动合作的人——还要保证让那些会接听调查电话的人们谈及你的这个品质。
6 特征2：紧迫感网站论坛频繁写稿的撰稿人。
他之前是一名科学家。
许多年前他转向了企业，并一直做到高级管理的职位。
他在公司一个部门负责策略和商业开发工作，这个部门每年上缴的税收xx24 亿多美元。
他就是一个重视紧迫感的人。
7“一年365天，一周7天，一天24 小时，生意始终在进行，那意味着一年365 天，一周7 天，一天24小时，竞争也同样在进行，”豪特说，“公司取胜的方法之一就是要更快地到达‘目的地'。
这就是说，你不仅要把所有能支持公司快速运转的功能都调动起来，而且还得知道如何决定‘目的地'是哪里。
这样，不仅对那些行动快速的人们，也对那些思维敏捷，并有勇气按自己的想法行事的人们都提出了要求。
这需要全公司各部门的运作，而不仅仅是管理部门的工作。
”8 特征 3 ：风险容忍度企业要求员工能承受风险。
“一名求职者需要表现出仅凭不准确、不完整的信息就做出决策的能力。
他或她必须能接纳不确定因素并冒着风险做出结论，”一位客户在职业描述中写道。
9 豪特赞同这一说法。
“商业成功通常有这样一个特质：那就是能接受不确定因素和风险——个人的，组织上的和财务上的。
这就让许多科学家感到不适应，因为学术上的成功其实是依靠认真而严谨的研究。
更进一步说，伟大的科学常常是由找寻答案的过程和答案本身两者同时来定义的。
因此科学家们往往沉迷于过程。
在企业里，你需要了解过程，但最终你会迷上答案，然后根据你认为该答案对你的企业所具有的意义来冒风险。
像这样敢冒风险是一套技能组合，是所有雇主在他们最好的员工身上所寻找的xx。
”10 风险容忍度的另外一个要点是求职者对失败的承受度。
失败很重要，因为这表示你不怕冒险。
所以各家公司总会寻找有可能犯错误并敢于承认错误的求职者。
大家都知道如何谈论成功——或者当他们在寻找工作的时候应该知道。
但很少有人乐意谈论失败，更少有人知道如何从失败的边缘吸取教训和获得经验。
“对我的企业来说，求职者需要坦然地谈论他或她的失败，而且他或她需要有真正的失败经历，而不是特意为面试而XX的XX。
如果做不到的话，那么这个人冒的风险还不够，”豪特说。
11特征4：善于处理人际关系XX • XX在XX科德遗传工程公司从事业务拓展。
XX最近才转行到企业，做业务方面的工作。
我向他咨询这个重要特征，是因为在他的新业务角色中，人际沟通能力在成功和失败之间发挥着很大的作用。
“科学家毕生都在积累知识，培养技术上的敏锐感，”他说，“但为企业工作需要完全不同的XX ――人际交往的能力。
想转行到企业界的科学家们必须优先考虑他们的社会关系资源而不是技术资源。
对一个以前一直根据专业知识水平被评价的人来说，突然之间要根据他的人际交往能力来评价他，真是十分令人恐惧。
”12然而，如果认为只有像XX那样的生意人才需要熟练的人际沟通技巧，那就错了。
事实上，我所遇见的在企业工作的核心费工们之所以取得成功，很大程度上是因为他们能够与公司上下各种各样的人共事。
Unit Two 中餐被公认为全球最佳美食之一，其种类之丰富，工艺之繁复，使其理所当然地成为游客大快朵颐的乐事之一。
xx 美食1xx 美食是xx 文化一道绚烂的风景线，这点从世界各地随处可见的中餐馆可以窥见。
当今，烹饪业正以前所未有的速度在发展。
10年前，xx 只有几千家餐馆，而今天却有10 万多家大小不等的餐馆遍布市内。
2 地方美食众所周知，明朝以来出现了八大菜系，分别是XX菜、四川菜、XX、XX菜、XX菜、XX 菜、湖南菜和XX菜。
除了这些传统菜系，XX的烹饪业也经历了巨大的变化：每个地方都形成了自己的特色菜，不同菜系汇集于XXXX 这样的XX。
3 被誉为“天府之国”的XX 也是个美食之都。
在那里的任何一家餐馆都能找到既可口又经济实惠的美食。
川菜的原料虽简单，但调料却大有讲究。
川菜以口味辣著称，但仅是口味辣还不能使川菜区别于其他辣口味的菜系，比如湖南菜和贵州菜。
川菜的特别之处在于花椒的使用。
尝过花椒之后，人们的舌头和嘴巴会留下酥麻的感觉。
除了花椒之外，川菜还常用辣椒粉之类的调料。
因使用豆豉作配料，再加上一套独特的烹饪方式，如今川菜在全世界都十分有名和受欢迎。
近几年涌现了一大批著名的专做川菜的餐馆，比如谭鱼头。
4XX 在XX 南部，全年气候温和，物产丰富。
它还是最早对外开放的通商口岸之一。
XX 的餐饮文化独具特色，对XX 其他地方乃至全世界产生了深远的影响。
XX 以其好生猛海鲜、追求新奇、细致考究的烹饪方法而著称。
XX 中的各式煲汤如今已深受全国各地人民喜爱。
5XX菜口味清淡，精致玲珑，是长江下游区域菜肴的代表。
XX醋鱼是其中的一道名菜。
这道菜鲜美，酥嫩，带着自然的XX。
XX乃至世界各地的中餐馆XX能找得到这道菜，但口味往往不及在XXXX 吃得那般纯正。
因为只有XX 拥有来自XX 的鱼和水。
6 每道菜都有一段故事XX 菜名五花八门，而每道名菜都有一段有趣的故事，说明它如何博得人们的喜爱。
一个好名字能使这道菜更有意思；但有些菜名太怪异了，听起来让人一头雾水，不要说外国人难以理解，就是XX人往往也不是很清楚。
你要是望文生义，准得闹出笑话来。
7拿XX “狗不理”包子来说吧。
“狗不理”纯手工制作，大小均等，深受欢迎。
这些包子整整齐齐地放在托盘上时，看上去就像是含苞欲放的菊花。
皮儿很薄，馅儿饱蘸肉汁，口感柔软，香而不腻。
可为什么叫“狗不理”呢?8“狗不理”的背后有一段有趣的故事。
大约150年前，“狗不理”包子在xx 初次亮相。
当地有个小伙子，名叫狗子，在一家包子店当学徒。
三年后，自己单独开了一家包子店。
他做的包子味道鲜美，因此生意十分红火，吸引了越来越多的XX。
狗子工作十分卖力，可他还是满足不了大家的需要，XX们只得等很长时间。
有些XX等得不耐烦了，就在外面嚷嚷着催他快点，可狗子忙着做包子呢，哪有时间搭理。
后来人们就把他做的包子称作“狗不理”，意思是“狗子不搭理他们”。
可就是这个有点怪里怪气的名字，反倒起了很好的广告作用，这个名字一直沿用到了今天。
如今“狗不理”已经成为XX 的老字号。
9XX 菜里有一道深受欢迎的菜，叫东坡肉。
这道菜是把五花肉切成大块，配上青葱，在锅底放些生姜，然后加料酒、酱油和糖用慢火做出来的。
这道菜色泽XX，酥嫩多汁，如“狗不理”一样毫无肥腻之感。
它以北宋时代大诗人XX的名字命名。
XX在XX做官时发明了这道菜。
据说，他当时负责XX的排污工程，经常拿红烧肉犒劳工人。
后来为了纪念这位才华横溢、慷慨大方的诗人，人们就把它称作东坡肉。
10佛跳墙是XX莱里的一道名菜，亦被称作XX第一菜。
这道莱的主料不下20种, 有鸡肉、鸭肉、海参、干贝、蹄筋、鱼唇、鱼肚、火腿配料10多种，有蘑菇、冬笋、鸽蛋等。
所有的原料均放在一个陶罐里，加上料酒和鸡汤后，用文火炖，一直炖到肉汁鲜美，柔润细腻，XX 浑厚。
轻舔一口，余香满口。
这道特色菜的背后有这么一个故事：11 佛跳墙是由XX 一个叫聚春园的餐馆在清朝光绪年间发明的，早先菜名为八珍锅，而后改为XX。
一日，几位秀才到聚春园饮酒。
菜上桌时，其中一位即兴赋诗一首“坛启荤香飘四邻，佛闻弃禅跳墙来。
”佛跳墙这一菜名便由此得来。
12食物传达的XX和盛情在XX 人看来，吃最重要的，尤其在过节时，莫过于是吃饭时的XX 气氛。
吃饭时，年长的和年少的按照年龄大小依次坐好，在欢乐祥和的气氛中，说说笑笑。
席间，长辈为晚辈夹菜，晚辈给长辈敬酒，营造出一派欢乐、XX、和谐的气氛。
13在XX，主人会把最好的XX分给客人。
他们用公筷把清蒸鱼最好的部分或最嫩的肉夹给最重要的来宾。
这种习俗用来表达尊敬、XX和好客之意，至今在老一辈的XX 人中还是很流行。
14这种饮食习俗对XX人的性格也有几分影响。
从某种意义上说，它增强了人们的集体主义精神。
无论在聚会还是在宴席上，人们首先考虑大家的需求，把吃饭当成是谦卑有礼和XX 他人的场合。
15XX 人特别在乎过节时吃什么，不同的节日吃不同的食物。
比如除夕夜全家团圆时，北方人吃肉饺或菜饺，象征辞旧迎新。
元宵节吃元宵，元宵是糯米粉做的甜团子，象征家庭团圆、美满。
端午节吃粽子，人们用芦苇XX 把糯米包成三角形的粽子是为了纪念受人XX的诗人屈原。
屈原因遭政治迫害自沉于XX。
传说古时候人们把粽子投到XX，希望水中的龙不要带走他。
之后，端午节包粽子和吃粽子的习俗就慢慢形成了。
Unit Three没有文学的休闲生活犹如死亡抑或活埋。
——xx（xx 哲学家）《xx 特》风行之迷1J．K．xx 发誓说自己从来没有过这种预想。
