Passage One
If leadership, basically speaking, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic (有魅力的) and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to compromise, dissent, or change. Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are like them as well as those who like them. So it’s worth the time to uncover real similarities and offer genuine praise.
Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It’s sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do have respect for experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it’s self-evident. Finally, people want more of a commodity when it’s scarce; it follows, then, that exclusive information is more persuasive than widely available data.
1. Many executives think that ________.
A) they don’t have to acquire the skills of persuasion
B) they have mastered the skills of persuasion
C) it is impossible for them to handle persuasion
D) persuasion is of no use
2. The psychologists’ research shows that ________.
A) persuasion is beyond average people’s grasp
B) persuasion can be learned
C) people tend to ignore the importance of persuasion
D) people are born with the ability to persuade
3. According to the passage, people are less willing to work together with ________.
A) those who are different from them
B) their relatives and friends
C) those who like them
D) their classmates and teachers
4. The author warns the manager ________.
A) to have any promise made by others written down
B) not to break their promises
C) to make promises explicitly and willingly
D) to help people keep their promises
5. The executives can strengthen their position ________.
A) even if they don’t have any expertise
B) if they know something unknown to their subordinates
C) if they have more commodities
D) even if they don’t know how to persuade
Passage Two
Trade secretes cover everything that patents cover, and much more. A trade secret is knowledge, which may include business knowledge or technical knowledge, that is kept secret for the purpose of gaining an advantage in business over one’s competitors. Customer lists, sources of supply of scarce material, or sources of supply with faster delivery or lower prices may be trade secrets. Certainly, secret processes, formulas, techniques, manufacturing know-how, advertising schemes,
