Unit 4 Clarifying positions

国开电大本科《管理英语4》机考真题(第0005套)说明：2023年4月整理资料。

第一大题、交际用语(单选题)1-5题:选择正确的语句完成下列对话。

1.—Reading is the best way to pass time on the train.—_________,I never go traveling without a book.A.You are jokingB.That’s trueC.It sounds like fun[答案]B2.―How did your meeting go yesterday?―________actually,it was really frustrating.A.Not so goodB.Very goodC.Nothing special[答案]A3.―Jack,I’d like to have your opinions about my written report.―________But I have one suggestion.A.It looks fine to me.B.You are too modest.C.That’s a good idea.[答案]A4.―Terribly sorry to interrupt,but may I use your dictionary?―Yes,________.A.of course.B.it doesn’t matter.C.no hurry.[答案]A5.―This project is too big for me to finish on time.―__________________A.Please dome a favor.B.You may ask for help.C.I’ll give you a hand.[答案]C第二大题、词汇与结构(单选题)1-15题:阅读下面的句子,从A、B、C三个选项中选出一个能填入空白处的正确选项。

高中英语【人教版2019】选择性必修第一册Unit 4 Body Language 重点单词短语句型【问题查找】Ⅰ. 重点单词1. clarify vt. __________2. tendency n__________3. imply vt. __________4. barely adv. __________5. occupy vt. __________6. stare vt. __________7. distract vt. __________ 8. distinguish vi. &vt. __________9. anxiety n. __________ 10. bother vi. &vt. __________11. weep vi. &vt. __________ 12. conflict n. &vi. __________13. intervene vi. __________ 14. ponent n. __________15.interaction n. __________ 16. vary vi. __________17.approve vi.&vt. __________ 18. demonstrate vt. __________19.witness vt.&n. __________ 20.employ vt. __________21.barrier n. __________ 22.reliable adj. __________23.incident n. __________ 24.assess vt. __________25.reveal vt. __________ 26. inquire vi.＆vt. __________Keys: 1. 使清晰易懂；阐明2. 趋势；倾向3. 意味着；暗示4. 几乎不；勉强才能5. 占据；占用6. 盯着看；凝视7. 使分心8. 区分；辨别9. 焦虑；担心10. 费心；麻烦11. 哭泣；流泪12. 矛盾；冲突；抵触13. 干预；介入14. 组成部分；零件15. 交流;相互影响16.变化;改变17. 赞成;同意批准;通过18. 表现;表达;说明;证明19. 目击;见证;目击者20. 使用;应用;雇用21. 隔阅;障碍22. 可靠的;可信赖的23. 发生的事情;严重事件24. 评估;评价25. 揭示;显示;露出26. 询问;打听Ⅱ. 核心短语1.go on ________________2.in one’s mind ________________3.look up ________________4.lean forward ________________5.as though ________________6.stare at. . . ________________7.call on ________________ 8.bother to do sth. ________________9.have conflicts with sb. ________________ 10.react to. . . ________________11.by contrast ________________ 12.by parison ________________13.make inferences ________________ 14.break down________________15.straighten up________________ 16.in other words________________17.at work________________Keys: 1.发生2.在某人的脑海中3.向上看；查阅4.向前倾斜5.好像6. 盯着……看7.访问；要求;正式邀请8. 费心地做某事9. 与某人有冲突10.对……做出反应11.相比之下12. (与…)相比较13. 推理;推断14.消除;分解;打破15. 直起来;整理;收拾整齐16. 换句话说;也就是说17. 有某种影响;在工作【要点精讲】【重点单词】1.tendency n. 倾向；趋势【原句复现】People have a tendency to lean towards whatever they are interested in. 无论对什么感兴趣，人们都有身体前倾的倾向。

初二英语说明文语言特点分析单选题40题1. The description of the animal in the passage is very _____.A. accurateB. vividC. simpleD. confusing答案：B。

本题考查说明文词汇运用特点。

A 选项“accurate”意为准确的；B 选项“vivid”意为生动的；C 选项“simple”意为简单的；D 选项“confusing”意为令人困惑的。

文中对动物的描述应该是生动的，能让读者清晰地想象出动物的样子，所以选B。

2. The language used in the science article is mostly _____.A. complexB. clearC. ambiguousD. dull答案：B。

A 选项“complex”复杂的；B 选项“clear”清晰的；C 选项“ambiguous”模糊不清的；D 选项“dull”枯燥的。

科学文章的语言通常是清晰的，便于读者理解科学知识，故选B。

3. The words chosen in the travelogue are _____.A. preciseB. floweryC. casual答案：A。

A 选项“precise”精确的；B 选项“flowery”华丽的；C 选项“casual”随意的；D 选项“rare”罕见的。

游记中的用词通常是精确的，能准确传达地点和经历等信息，答案是A。

4. The vocabulary in the history text is _____.A. ancientB. modernC. limitedD. extensive答案：D。

A 选项“ancient”古老的；B 选项“modern”现代的；C 选项“limited”有限的；D 选项“extensive”广泛的。

历史文本需要涵盖较多的词汇来描述不同时期和事件，所以词汇是广泛的，选D。

EFFECTIVE NEGOTIATINGUnit 1 Preparing the Ground×Karen Black and Andrew Carter fail to communicate before they meet the Levien team.Andrew: You’re sure you don’t want one, KarenKaren: Not for me.Andrew.O.cours..don’.kno.Francois.a.all.Bu.yo.go.you.regar.wit.Shawn .____________.an..negotiate.a.Dalla.tw.year.ag.an..…Karen.I’.___________________.focu.o.th.fina.pa ckage..mus.knoc.dow.th.price.The.wann.knoc.u.down.bu.w.hav.go.som.roo .fo.maneuver.Andrew.That’.right.Shaw.wa.hel..procuremen.i.TE.a.London.Karen: What was keeping in mind is the ____________ push on _____ staff costs.Andrew.W.don’.nee.t.worr.abou.that.Karen.W.jus.pla.i.b..Shawn.ho.ar. youShawn.It’.goo.t.se.you.Andrew.Atlanta.wasn’.itAndrew: Dallas, actually.Shawn.Right.Thre.year.ago.Andrew: Two.Shawn: Yeah, sure eh… You two know each other, rightFrancoise.Yo.mus.b.Kare.Black.I’.Francois.Quantin.Welcom.t.Levien. Karen: We’ve spoken on the phone, haven’t we And this is Andrew Carter, export sales executive.Andrew: Sorry, I thought you two already knew each other.Shawn: That we all know each other now, can we …Francoise: Before we start, would you like a coffeeKaren: Would be nice.Francoise: MilkKaren: Yes, please.√Karen Black and Andrew Carter are better prepared for their meeting with the Levien team.Andrew: Here you go.Karen: Thanks.Andrew: So we wait for them to respond to our proposal.Karen.Yes.W.kno.th.staf.cost.an.th.pric.ar.th.mai.issues.Bu.we’.bett e.le.the.se.th.agenda.Andrew: And you’d still like me to do the presentationKaren: That __________________, Andrew.Andrew: And you watch the reactions and …Karen: And deal with any questions, yes.Andrew.You’l.b.carefu.wit.Shawn.Karen.H.trie..har.bargain.Karen.I’.sur..ca.handl.him.We’r.waitin.fo..lon.day.aren’.we Andrew.Well.___________. .don’.youFrancoise.Sorr.t.hav.kep.yo.waiting.Yo.mus.b.Kare.Black.I’.Francois.Quantin.An.thi.i.Shaw.Morrissey.Shawn.Goo.t.mee.you.Karen.Francoise.thi.i.m.______.partner.Andre.Cart er.Francoise.Nic.t.mee.you.Andrew.Ho.wa.you.flightKaren.Excellent.Les.tha.a.hour.Andrew: Hardly time for the breakfast they serve.Francoise: What about a coffee then before we get startShawn: Yeah, you can bring it through.Francoise.Ther.i.n.nee.t.worry.____________Karen: Ah…Shawn: Andrew, you’d like another onek.thre.sugars.Francoise: Sit down, please.Andrew: Are you missing your stay , ShawnShawn.Yeah..mis.th.kid.an.m.wife.Andre.an..negotiate..dea.a.Dalla.tw. year.ago.Andrew.Yes.Quit..marathon.3.hours.wasn’.itShawn.Andrew.I..jo.i.wort.doing.it’.wort.doin.well.Francoise: Perhaps we have a better start now.Unit 2 Setting the Agenda×Karen Black and Andrew Carter wait for Francoise Quantin to set the agenda.Francoise.W.hav.studie.you.proposa.wit.interest.An.generally.i.seem.t .fi.wit.ou.needs.Bu.I’.especiall.worrie.abou.____.t.m.team.Karen: Perhaps Andrew could present our proposal and then you…Francoise.I’.sur.yo.ca.understan.m.concern._______________________They’r.ver.dedicated.o.course.Bu.they’r.ver.unsettled.Andrew.Ca..sugges.w.presen.th.__________.fo.yo.choos.Okus.The.perhap. w.ca.identif.you.areas…Shawn.W.d.nee.som.assuranc.here.An.cut.wil.g._______.wor._____ Francoise: We must solve this out before we continue.Karen..see.Hav.yo.go.th.document.abou.rehirin.staf.A.I’.sur.yo.under stand.staffin.i..matte.o.___.fo._____.an.prices__________.w.hav.made.Now.i.yo.ca.agre.t.th.pric.befor.w.go…ter.W.wan.t.resolv.th.staffin.issue.first.T hey’r.tw.separat.problems.Andrew: What Karen is saying that the two are independent..They’r.not.W.wan.t.clos.you.staffin.issu.first.Your.isn’.th.onl.offe.o.th .table.yo.know.√Francoise Quantin sets an agenda for the negotiations.Francoise.I’.lik.t.star.b.sayin..fe.word.abou.th.meetin.toda.an.wha.w.expec.t.achieve.On.thin.I’.lik.t.clarif.fro.th.star.i.tha.w.se.Oku.a..stron.candidate.Bu.o.course.no.th.onl.one.Wha.w.hop.tmo.ground.I.tha.clearKaren: Fine!Francoise.___________.th.agenda.Firs.we’.lik.yo.t.presen.you.proposa l.W.hav.rea.it.bu.we’.lik.yo.t.g.ove.th.critica......Andrew.understan.you’r.goin.t.prepar.t.d.this.Andrew: Won’t you take about 10~15 minutes Please feel free to ask any questions while I’m talking.Francoise.Good.Tha.wil.hel.u.identif.issue.whic.nee.mor.discussion.Af te.tha..sugges.w.tr.t.resolv.an.outstandin.differences.an.the.finall.assumin.tha.w.ca.agree..though.w.coul.wor.a.actio.pla.fo.th.nex.fe.months..th.roo.nex.doo.an.time.There’.coffe.staf.ther.i.yo.nee.it.Karen: Thanks!Francoise: What about the end of the day Are you flying back this evening Karen: Yes, well, we could get rooms from the airport house.Shawn: I’m sure we can get you somewhere better than that. Francoise: Hopefully, you won’t did the hotel.Unit 3 Establishing Positions×Andrew Carter presents the Okus proposal without reference to Levien’s needs.Andrew.A.yo.ca.see.w.als.hav..broa.rang.o.client.i.variou.industries.Fo.example.w.recentl.too.of.a.I.managemen.o.centra.. Francoise.W.kno.this.Andrew.It’.th.offe.yo.mad.u.tha.w.ar.intereste.in.Andrew.O.course.yes.Le.me.Her.w.are.We’v.broke.thi.dow.b.department…Shawn: Sorry.Karen.Andrew.sorr.t.interrupt.Bu.perhap.Francois.an.Shaw.woul.lik.t.h ea.abou.contro.systems.pricing.an.staffin.levels.Shawn: Staffing will be good.Andrew.Yes…Sorry…Yes.I’.sur..go.anothe.overhea.o.that.We’v.looke.ove.you.….her.w.are.you.curren.level.o.I.operatio.o.support.Shawn.That’.great.Andrew.Bu.wha..reall.wan.t.kno.is.ar.yo.goin.t.hir .staf.o.notKaren.Andrew.perhap..shoul.answe.that.A.yo.know.staffin.level.depen.o .th.leve.o.servic.yo.decid.t.g.for.Th.on.yo.choos.depen.o.th.degre.o. .servic.an.suppor.yo.require.√Andrew Carter presents the Okus proposal and gives the Levien team the information they need.Andrew.So.movin.on.I’.lik.t.focu.quickl.o.th.thre.critica.area.an.th e.hea.you.response.Now.thi.slid.cover.managemen.o.control.A.it’.real l.th.make-or-brea.facto.o.an.outsourcin.contract.w.reall.go.t.merg.an .the.improv.o.you.managemen.systems.So.wha.w.propos.t.d.i.t.pu.on.per manen.manage.o.sigh.an.on.supportin.enginee.a.well.An.question.s.far Shawn: And who’ll deal with special projects or problemsAndrew: Our plan for that will be to use our own UK-based engineers or on _______basis.Francoise: I’m not sure I understand how your project management system operates for urgent work..th.simila.approac.o.othe.contracts.Th.I.manage.her.wi l.hav..day-to-da.contro.bu.whe.h.o.sh.need.help.tha.ca.b.calle.____Ok .D.yo.hav.an.question.o.thisShawn: But won’t be a first for you, servicing a contract overseas Karen.Yes.that’.right.Bu.w.d.hav.simila.client.i.Edinburgh.fo.exampl e.an.tim.an.distanc.varianc.i.no..lo.difference.betwee.Belgiu.an.Scot land.W.don’.anticipat.an.problem.o.tha.scope.Andrew: Perhaps you’d like to talk to our clients ____________. Francoise.No.We’v.alread.followe.th.reference.Pleas.g.on.Andrew: Fine! Can I go on to talk a little bit about pricingUnit 4 Clarifying Positions×Karen Black tries to clarify how the contract pricing is calculated. Karen.No.Wha.w.ar.sayin.i.th.costs.base.o.numbe.o.factors.Th.time.o.d ay.o.course.i.on.o.them.W.kee..lo.o.al.callout.an.i.th.figur.fo..mont .exceed.th.fixe.invoic.fee.there’l.b.adjustment.th.followin.months. Francoise: What’s the fixed invoice feeKaren.Th.rat.i.o.pag.2.o.th.proposal.I.depends…Shawn: What about the callout rateKaren: It depends on the time of the day.Shawn: Can you give me a ___________ figureFrancoise: Where are the figures for the project manager feesKaren.Right.Andrew.hav.yo.go.th.rate.fo.tha.Th.poin.we’.lik.t.stres.i.tha.w.hav.calculate..globa.price.an.yo.onl.pa..mor.i.yo.go.al.th.ge nera.level.o.suppor.w.offe.it.Shawn: Here do we get a choice on thisKaren.Tha.perhap.wha..a.saying.W.hav.offere.tw.level.o.support.Th.basi.leve.buy.you…Francoise: Sorry, can, before you go on, I see, Andrew, _______ the figures for project management.Andrew: Project manager rate is hourly, but if you look at the overall package, the rate can come out much lower than these figures. Shawn: What about my optionsKaren: That’s spelt out on page 34!√Karen Black gets a chance to clarify the figures in the Okus proposal.Karen: If you look at the page 22, what we do is keep a log of all callouts and if the figure for a month is more than the fixed invoice fee, we make adjustment in the following months.Francoise: So, we can’t be certain about how much the monthly invoice fee will be.Karen: It depends which level of support you opt for.Francoise: Can you explain thatKaren.Certainly.A.yo.ca.see.ther.ar.tw.levels.Leve..i.al.inclusive.yo .pa..se.fee.yo.specif.wha.I.projec.you___.doing.an.yo.don’.pa.anythi n.extra.Francoise: So, our contract will specify all IT projects for the next five years.Karen.No.it’.shor.______.a.time.W.dra.___________schedule.Shawn: OK! What’s the difference between project and the regular support work.bac.t.tha.moment.Shaw.I’.jus.lik.t.ge.th.tw.option.___ _________.Wit.Leve.A.yo.onl.pa..monthl.bill.wit.Leve.B.ther.ar.n.projec.managemen.fee.i.th.charge.s.tha.woul.b.___.tw.monthl.bill.Francoise: So, what we have to decide is how we want to pay, but even cost eac h month or project by projectKaren: Which is Level B, exactly.Shawn..stil.don’.ge.it.Karen.Whe.i.th.projec.Whe.i.jus.suppor.work Andrew: As Karen was saying, we specify the project in Level A, with Level B, the IT manager, we need to get the approval through the projectas it comes up.Shawn: OK! Can we go over the approval processAndrew.Yes.I.yo.loo.a.Sectio.Three.__.th.proposa.you’l.see.Unit 5 Managing Conflict×Sean Morrissey personalizes the problems with the Okus team. Andrew.We’v.draw.u.th.schedule.o.th.projec.whic.w.bot.fee.nee.t.b.carrie.ou.i.th.followin.year.Thi.coul.b.introducin.ne.software.training.hardwar.operates…Shawn.Yeah.Bu.ho.d.w.kno.whe.yo.guy’.doin.suppor.wor.an.whe.they’r.doin.projec.workAndrew: I think we will all know what type of work.Shawn..don’.thin.so.It’l.b.yo.guy.interes.______.suppor.wor.______.projec.work_________.char g.fo.th.________thing.Andrew: Shawn, I’m interested in a partnership, based on trust.Shawn: Great idea, Andrew! But you won’t be on sight working here, will youAndrew: We personally no! I don’t see your point.Shawn: My point is that we won’t know what you guys are doing. Andrew: But we’re going to appoint project manager from your staff! Shawn.Look.Andrew.I’v.see.hundred.o.thes.projects.an.there’.alway.roo.fo.maneuver.You’v.no._____.lot.o.experience_________.contract. Andrew: Shawn! I’ve been in this industry for 15 years; I really don’t see how you call me inexperienced.Karen.Andrew..don’.thin.Shaw.wa.sayin.that.Ca..sugges.w.tak..break Francoise.Yes.goo.idea.Wh.don’.yo.g.nex.doo.There’.coffe.i.yo.nee.it. Shawn: Coffee will be the last they’ll need.Francoise: What are you trying to do, ShawnShawn.Wha.a..tryin.t.d..wa.jus.gettin.th.righ.wha..wan.them.W.kne.___ ___.tim.out.Francoise.No.._______________________.people.an..wan.__________.goo.r elationship..don’.thin.wha.w.hav.achieve.b.takin.i.personally. Shawn.It’fortabl.there.It ’.wort.tryin.t.shak.the.up.Francoise: That may be the way you do things, but it’s not the way I run things in my department.√Sean Morrissey depersonalizes the problems with the Okus team.Andrew.S.w.hav.draw.u.th.schedule.o.th.project.whic.w.bot.fee.nee.t.b .carrie.ou.o.th.followin.year.Thi.coul.b.introducin.ne.software.training.hardwar.operates…Shawn.Sorr.t.interrupt.Andrew.Bu..stil.nee.t.kno.whe.yo.guy’.doin.su ppor.work.whe.they’r.doin.projec.work.Andrew: That doesn’t need to be clarified.Karen: What if we p ut something in t he contractShawn.Tha.wil.b..start.It’.mor.tha..loggin..worr.about.Yo.kno.i.on.o .you.guy.i.spendin.coupl.o.hour.sortin.ou.problem.on.o.th.PCs.an.the.a.hou.bac.o.ou.custome.database.W.nee.jus.thin.__________.thre.hour.o .projec.work.Andrew..hop.not.Shawn.Ou.tea.wil.b.workin.t.you.budget.Shawn..kno.that.Andrew.Bu.wh.i.goin.t.supervis.al.theseAndrew: We have talked about taking one of your team as our team manager. Shawn.Yeah.Bu.yo.stil.__________________.UK.Tha.wil.b._____.you.log. Andrew: So, it’s the accuracy of log that worrying you.Shawn.Yeah.they’c.o.experienc.here.Pleas.don’.ge.m.wrong.It’.th.peopl.o.th.groun.I’.worrie.about.W.als.kno.tha.there’l.b..lo.o.roo.fo.maneuve.wit.thes.contracts.Karen..thin..se.wha.yo._______________.Shawn.Ca..sugges..brea.Andre.a n..nee.t.tal.i.throug.________.more.Francoise: Good idea! Please use the room next door.……Francoise: How do you think is goingShawn.OK.Sloggin.busines.coul.b..nightmar.__________.________.fin.som .wa.t._________.Francoise: The Level A option does that.Shawn.Yeah.Bu.th.cos.o.i..it’l.b.grea.w.ca.pus._______.globa.pric.fo.suppor.an.minimu.projec.work. Francoise: Could we suggest itShawn.No.That’.____.m.poin.___________.Unit 6 Making and Responding to Proposal×Sean Morrissey responds aggressively to a new proposal from Karen Black and Andrew Carter.Shawn: So, what’ll be got for usKaren: We’d like to make a proposal.Shawn: Before you do that, let me explain our position.Karen: Go on.Shawn.W.don’.lik.th.concep.o.logging.W.thin.ever.cal.woul.b.logged__ __.thi.projec.work.W.can’.thro.mone.away.W.wan..globa.pric.t._______ __.suppor.wor.an.projec.work.Karen: But that is exactly what our Level A package offers you.Shawn: Your Level A is prohibited ___________ cost.Karen: WHATShawn: Expensive! We don’t want to pay for something we don’t use. Karen.W.d.understan.that.Shawn.That’.wh.w.fee.w.coul.offe.yo.somethi n.betwee.th.two.Shawn: We want a fourth support package with the great IT project for a fixed price, OK We don’t want any surprises.Andrew: That’s why we offered you Level A, Shawn.Shawn: _____________ is too expensive, Andrew.Andrew.Yo.can’._______.bot.ways.You’r.askin.fo..Roll.Royce.bu.you’plet.security.you’v.go.t.pa.fo.it.Shawn.______can’.make__________..gues.__________________.a.well.√Sean Morrissey responds more positively to the latest Okus proposal. Karen: We discuss the problem of logging support and project work, and we’d like to make a proposal.Shawn: Let’s hear it.Karen.Firstly.w.d.understan.you.concer.abou.th.pricin.systems.Leve..i .to.expensive.Leve..hold.to.man....surprises.S.w.propos..leve.o.suppor.betwee..an.B.W.includ.al.maintenanc.an.suppor.wor.an.th.fixe.price___________.Ho.doe.tha.soundShawn.Goo.i.theory.Bu..can’.se.an.differenc.betwee.tha.an.Leve.A.W.w an.t.agre..monthl.rat.fo..centra.suppor.an.projec.work.Karen: What about urgent additional workFrancoise: You could quote for that when it’s necessary.Andrew: Wouldn’t that be difficult to manage in reality We could get delay if we waited for your approval.Karen: How ____________ work, FrancoiseFrancoise: Maybe we could agree ___________ started yet to cover urgent projects.Karen: Will the IT manager have control of thatFrancoise: No! But I’m sure I could approve most of the work myself. Karen.___________.soundin.excited.Tha.woul.work.Andrew: Let’s go back to the original proposal __________ figures to this.Shawn: Great! Let’s get started.。

关于辩论赛介绍的英语作文Title: The Art of Debate: An Introduction。

Debate, a venerable art form dating back centuries, is a structured discussion where participants present arguments on a particular topic. It's a platform for critical thinking, persuasive communication, and intellectual engagement. In this essay, we'll delve into the essence of debate, its structure, benefits, and how it fosters personal growth and understanding.### Understanding Debate:Debate is more than just arguing; it's a disciplined exchange of ideas. Typically, it involves two opposing teams – one affirming the resolution and the other negating it. Each team consists of speakers who present arguments and rebuttals following a set format.### Structure of a Debate:1. Opening Statements: Each team presents its stance on the resolution, outlining key arguments.2. Rebuttals: Teams respond to opponents' arguments, highlighting flaws and presenting counterpoints.3. Cross-Examination: A period where teams can question each other's arguments, clarifying or challenging positions.4. Closing Statements: Final opportunity for teams to reinforce their main points and leave a lasting impression.### Benefits of Debate:1. Critical Thinking: Debaters learn to analyze issues, evaluate evidence, and form logical arguments.2. Communication Skills: Effective debating requires clarity, persuasiveness, and the ability to articulateideas convincingly.3. Research: Debaters delve into diverse topics, enhancing their knowledge base and research skills.4. Confidence: Presenting arguments in front of an audience boosts confidence and public speaking abilities.5. Empathy and Understanding: Debating exposes participants to diverse perspectives, fostering empathy and understanding.### Personal Growth:Participating in debates nurtures several personal attributes essential for success in various spheres of life. It cultivates resilience in the face of opposition, teaches teamwork, and instills a respect for differing opinions. Moreover, it hones one's ability to think on their feet, adapt to unforeseen circumstances, and respondintelligently under pressure.### Conclusion:In conclusion, debate is a valuable pursuit that transcends mere verbal sparring. It's an intellectual exercise that sharpens the mind, refines communication skills, and nurtures personal growth. Whether one aspires to become a lawyer, a politician, or simply wishes to engage meaningfully with the world, mastering the art of debate is an invaluable asset. So, embrace the challenge, hone your skills, and let the exchange of ideas propel you towards greater understanding and excellence.。

合作原则谈判法I.Separate the People from the Problem 对事不对人II.Focus on Interests Not Positions 针对利益而非立场III.Invent Options for Mutual Gain 为共同利益献策IV.Introduce an Objective Criterion 以客观标准为本munication practice交际练习VI.Effective negotiating 成功谈判4. Clarifying Positions （VCD）Collaborative Principled Negotiation (CPN) is also commonly known as Harvard Principled Negotiation, which is developed by Roger Fisher and William Ury in the book Getting to Yes.The core of the principle is to reach a solution to both parties by way of stressing interests and not by way of bargaining.It suggests that you look for mutual gains whenever , and that where your interests , you should insist that the result be based on some fair standards of the will of either side. i.e. an criterion should be applied to.It enables you to be while protecting you against those who would take advantage of your fairness.CPN consists of four basic components:1.separate the people from the problem2.focus on interests not positions3.invent options for mutual gain4.introduce an objective criterionThe four components are with each other and should be applied to throughout the whole course of the negotiations.1.Separate the People from the ProblemIt is generally understood that in negotiations problems will be discussed and resolved if talks are going on in a and atmosphere. Unfortunately more often than not high is build up due to negotiators’ prejudice against the other party or poor on each other or misled of the other party’s intention.As a result negotiators’ feeling is mingled with interests and events to be discussed.For situation as such, CPN develops threes steps for both parties to follow, which are:1.Develop empathy1)We put ourselves in their ;2)We avoid blaming them for our ;3)We help them in the process.2.Manage emotions:1)We allow them to let steam;2)We overreact to emotional outburstsmunicate:1)We listen and summarize what we ;2)We trying to score points and debating them as opponents;3)We do not berate them about what they are doing .On the whole, to separate people from problem, the crucial point is to the other party, one’s own emotion and communication.We look for chances to correct our counterparts if their opinion is not right; we allow them to express their if they feel upset and we find more chances to our opinions if misunderstanding happens.By doing so we treat our counterpart as a cooperator sitting on the same_____ sinking and floating together, and the course of negotiation as a of achieving______ success hand in hand.2. Focus on Interests Not Positions______ of interests bring people to negotiation table. Negotiating parties holding on to their own positions is for the purpose of having their realized or protecting their or gaining more .Successful negotiations are the result of mutual and of interests rather than keeping firm on one’s own .Negotiating parties can try the following methods in order to concentrate on______ not .1.Identify interests1)We explore their which stand in our way;2)We examine the different of different people on their sides;3)We look at their human needs underlying their .2.Talk about interests1)We and accept their interests;2)We our understanding or a problem before proposing solutions;3)We try not to look and focus more on looking forward.In negotiation it is very often difficult to focus on since the interests of one party are frequently not clearly identified and expressed , and comparatively speaking are concrete and explicitly exposed to each other.One important task of negotiations is to overpass one’s position and to look forsolutions satisfying both parties’ .neighboring countries has been a disturbing factor for the instability in the region. Some countries have demanded sea territory and some other countries have declared actual controlling right over some islands.Facing the dispute, China, being the real owner of the sea area, reiterates China’s sovereignty over the territory, meanwhile exploring the real interests of the neighboring countries’ demanding for the territory.It was found out that an important reason behind their claim is the rich fishing and mineral resources in the area.The Chinese government hence proposed in talks with relative countries that “put aside dispute, engage in joint exploration”.The proposal met with general acceptance and proved to be quite effective in lightening the tense atmosphere in the region.3. Invent Options for Mutual GainThe first two components look at the relation between people and problems, and interests and positions, which are conducive for negotiators to establishing an objective view on those important factors in negotiations. The third component of inventing options for mutual gain provides an approach to fulfillment of the two parties’ demands.There are in fact always solutions to problems to be solved, which is unfortunately, often not fully understood.Generally speaking, there are three factors hindering people from seeking for alternative solutions:One is the fixed distributive plan. The distributive concept retards creative thinking and options and hence results in failure of negotiations.The second is seeking for only solution. Negotiators are not aware of the fact that creative thinking and options are part of a successful negotiation.The third is considering only one’s options suiting one’s own .To get rid of the above mentioned barriers and offer creative options, the following steps can be considered:1.Diagnose1)We set aside the idea that their have to be at our expense;2)We encourage each other to help problems;3)We do not prematurely focus on an option people are ready.2.Invent creative options:1)We separate inventing options from them;2)We develop several options before looking for a ;3)We look for common and interests;4)We look for options that would make the decision for them.Selecting an option requires a to decide one option is better than the other or is the among several options, and now it comes to the fourth component---introducing an objective criterion.4. Introduce an Objective CriterionThe first three components advocate the benefits of considering parties’ interests and designing a distributive pattern that would satisfy both sides’ demands.However, conflicts and disputes of the two parties over interest gaining will not______ no matter how considerable the two sides try to be and how creative in providing options.When the two sides can not which option is and rational, looking for an will be a way .An objective criterion should be fair, effective and rational if it is regarded as objective.The following points will be considered when telling if a criterion is fair and objective or not.1.An objective criterion should be independent of of all parties andthus be from sentimental influence of any one.2.An objective criterion should be and realistic3.An objective criterion should be at least theoretically by bothsides.One point is clear that different have different objective criteria.For example,Criteria of price talking will include factors of cost, market situation, depreciation, price competition and other necessary factors.In other negotiations, experts’ opinions, international conventions and norms and legal documents will all serve as objective criteria.In the Sino-US negotiation on into WTO, the two parties disputed over China’s developing country status.US took the position that China should be treated as a developed country. To back US stance, American negotiator cited China’s growing exports and large foreign reserve holdings.They argued that in developing countries China’s sophisticated technology in launching and retrieving satellites had no parallel.One American negotiator even compared the situation in China with that in India and some African countries. He said when he opened the door of a family in a poorestarea randomly chosen by the Chinese government and asked the people if they had their breakfast, he was told they did, and he went on asking if lunch and supper were guaranteed, the answer was yes. However he had a very different story in some African countries and even in some areas in India. People there had little food for breakfast, not to mention lunch and supper.The two countries insisted on their own standards and it was hard to bridge the discrepancy.When an objective criterion is agreed upon, the other important thing to do is to______ a fair procedural standard, which means the procedure or ______ of carrying out the criteria.The procedure will be regarded as fair when one party cuts a cake and asks the other party to choose first.Other procedures which may be called fair can be1.doing in turns2.drawing lots3.looking for an arbitratorTo sum up, in introducing an objective criterion:1.We look for______ objective criteria;2.We discuss ______ different standards may be appropriate;3.We look for______ procedural standard.In Fisher and Ury’s view, the three standards described below can be applied to for judging success or failure of a negotiation approach:1.If an agreement is possibly reached, it should satisfy the ______interests of both parties to the ______ and resolve their conflicts,meanwhile protecting public interests;2.The agreement should be highly ______;3.The agreement will ______, or at least not hurt the relationship of thetwo parties.Summary to Collaborative Principled Negotiation:Collaborative Principled Negotiation provides us with a way to reach a ______agreement for tough negotiations. CPN has proved to be suitable to almost ______ situations:from international negotiations to ______ and private negotiations;from simple events to ______ situations andfrom ______ talks to urgent meetings.Every negotiation is different, but the basic elements do not ______.Collaborative Principled Negotiation is an all-purpose strategy.The success of CPN does not rely on playing tricks or negotiators’ resourcefulness but on ______, ______and mutual understanding.COMMUNICATION SKILLS交际练习1. Make proposals about the following.1) A five per cent cut in the training budget.2) A two per cent rise in productivity.3) A meal with your colleagues after work.4) A company excursion to the national forest park.5) A reduce production costs.6) To shorten the working hours by two and a half hours per week.2. Use the conditional constructions (if…or unless…) to exert pressure in the following situations.1) (company to IT providers) cancel the contract/reduce our fees.2) (factory to supplier) choose another supplier/ pay on time.3) (negotiator to negotiator) end the negotiation/ a concession.4) (boss to employee) lose your job/ work harder.5) (employee to boss) leave the company/better working condition.6) ( job candidate to boss) accept a new job/higher pay.7) (supplier to company) order 10,000 pieces of this product /get a quantitydiscount.3. Put the following situational dialogue into English.你好，何先生。

Chapter 6Chapter 13Negotiations *4steps:CHAPTER 1The roles of negotiations information:On the whole,negotiation information plays a crucial role from three aspects:Information Souring:信息来源Information Processing :信息的加工处理After information is gathered,it must be processed in four stages:Prioritizing one's goals.Tree levels of goals .确定三维价格目标Targets can be classified into three levelsChoosing a strategyIf a strategy is analyzed from a situation angle,there are five kinds of negotiation strategies:Setting an agenda制定谈判议程An agenda is composed of three parts:Choosing the negotiation place:Rehearsing roles.彩排谈判前的彩排可以处理哪些问题？Rehearsing need to solve the following four problem:Chapter 2There are several kinds of people that need to be avoided when putting together a team.（四类不受重视的人）Larger Teams （经典五人谈判小组）A typical large team contingent consists of five members.Their roles may be divided as follows:Chapter 3The feature of needs:Maslow's Need TheoryHe classified a human being's needs under five main headings:Application of the Need Theory in Negotiations.Principled Negotiation（NP）原则性谈判Chapter 4Offensive Tactics主动进攻战术What-if Scenarios.The throw-inWell,I don’t know.Help me.Use leading questions.Issue a “Veiled”TreatDefensive Tactics.防卫战术Defensive Tactics.●Become Emotional.●Laugh●Walk out●Make tiny concessions.Chapter 5 Verbal indications（匹配）：The Speed of Closing●Rushing the close may raise questions.●Delaying closure may also raise question.●Every negotiator wants to close as speedily as possible,but there may bedangers in trying to close too fast.Chapter 13Questioning -Method.Using ways of inviting questions from listeners include phrases such as:phrases as：Questioning -AskingIt is a general question,one might ask:Questioning-RespondingIf the question indicates some sort of confusion or need clarification,it is best tobegin with a mild eful phrases include:weaken a negotiating position.The questions can be avoided with such phrases as:barter: 以物易物，物物交易fair exchange: 公平交易quotation 报价单binding 约束Strategies and Tactics 战略与战术swap 交换insurance 保险transporter 运输方money exchanger 货币兑换商agreement (达成的)协议contract (正式的)合同consideration：a reward 报酬or payment for a serviceitem：a single object 一件物品或商品strike a deal：make a deal 成交goal 宏伟的，大的目标objective 具体的，容易实现的小目标target 更细化，更具体的指标intangible 无形资产workable 切实可行的infrastructure 基础设施logistics 后勤strategy 战略tactics 战术sign 符号signal 暗号sticky 棘手的conflicting 冲突的，不一致的neutrality 中立立场venue 发生地点；集合地点rehearsing roles 彩排strength in numbers 人多力量大assignments 任务，作业the pooled judgement 集中的判断crop up 突然出现out of turn 鲁莽地，不合时宜地divide and conquer 各个击破a unified front 统一战线integrity 正直，诚实people person 受欢迎的人，善于打交道的人self-esteem 自尊acute listening skills 敏锐的听力技能loose cannons 我行我素不顾后果的人obvious biases 明显的偏见inherent 内在的，固有的driving force 驱动的repetitious 重复的one-off 一次性的selective 选择性的Physical needs 生理需求Safety needs 安全需求Social needs 社会需求Ego or esteem needs 自尊需求Self-actualization needs 自我实现需求in convergence 一致distributive negotiation 两分法谈判，赢输谈判，零和谈判integrative negotiation 一体化谈判，合作谈判，双赢谈判one-shot deal 一锤子买卖offensive tactics 主动进攻战术defensive tactics 防卫战术the short end of the stick 劣势to be on the same page 本组内意见完全一致room and board (公司支付)食宿ultimatum 最后通牒pushy 鲁莽veiled 隐藏的out to get you 争取彻底打败你construction company 建筑公司refinance 重新贷款outstanding 未解决的accrue 产生intuition 直觉verbal indications 言语标志non-verbal indication 非言语标志objective 客观的subjective 主观的rejection 拒绝predictable 可预测的consensus 一致，共识value-added 增值的redundant 多余的，过剩的market penetration 市场渗透general enquiry 一般询盘special enquiry 具体询盘firm order 实盘non-firm order 虚盘tender call 招标tender document 招标文件tender bid 投标conglomerate 企业集团benchmark 基准polar the deal 两种完全相反的态度或行动land the deal 完成谈判unwritten rules 不成文规定impatience 急躁，无耐心lock up the deal 完成协议informality 非正式，不拘礼节delineate 详细描述aversion 厌恶lulls 暂停a unified front 统一战线accrue 产生acute listening skills 敏锐的听力技能agreement (达成的)协议assignments 任务，作业aversion 厌恶barter: 以物易物，物物交易benchmark 基准binding 约束conflicting 冲突的，不一致的conglomerate 企业集团consensus 一致，共识consideration：a reward or 报酬payment for a serviceconstruction company 建筑公司contract (正式的)合同crop up 突然出现defensive tactics 防卫战术delineate 详细描述distributive negotiation 两分法谈判，赢输谈判，零和谈判divide and conquer 各个击破driving force 驱动的Ego or esteem needs 自尊需求fair exchange: 公平交易firm order 实盘general enquiry 一般询盘goal 宏伟的，大的目标impatience 急躁，无耐心in convergence 一致informality 非正式，不拘礼节infrastructure 基础设施inherent 内在的，固有的insurance 保险intangible 无形资产integrative negotiation 一体化谈判，合作谈判，双赢谈判integrity 正直，诚实intuition 直觉item：a single object 一件物品或商品land the deal 完成谈判lock up the deal 完成协议logistics 后勤loose cannons 我行我素不顾后果的人lulls 暂停market penetration 市场渗透money exchanger 货币兑换商neutrality 中立立场non-firm order 虚盘non-verbal indication 非言语标志objective 具体的，容易实现的小目标objective 客观的obvious biases 明显的偏见offensive tactics 主动进攻战术one-off 一次性的one-shot deal 一锤子买卖out of turn 鲁莽地，不合时宜地out to get you 争取彻底打败你outstanding 未解决的people person 受欢迎的人，善于打交道的人Physical needs 生理需求polar the deal 两种完全相反的态度或行动predictable 可预测的pushy 鲁莽quotation 报价单redundant 多余的，过剩的refinance 重新贷款rehearsing roles 彩排rejection 拒绝repetitious 重复的room and board (公司支付)食宿Safety needs 安全需求selective 选择性的Self-actualization needs 自我实现需求self-esteem 自尊sign 符号signal 暗号Social needs 社会需求special enquiry 具体询盘sticky 棘手的Strategies and Tactics 战略与战术strategy 战略strength in numbers 人多力量大strike a deal：make a deal 成交subjective 主观的swap 交换tactics 战术target 更细化，更具体的指标tender bid 投标tender call 招标tender document 招标文件the pooled judgement 集中的判断the short end of the stick 劣势to be on the same page 本组内意见完全一致transporter 运输方ultimatum 最后通牒unwritten rules 不成文规定value-added 增值的veiled 隐藏的venue 发生地点；集合地点verbal indications 言语标志workable 切实可行的。

教师学科教案[ 20 – 20 学年度第__学期]任教学科：_____________ 任教年级：_____________ 任教老师：_____________xx市实验学校Unit 4 Position Lesson 2 教案教学目标1. 学习介词in, on, behind, under, of, at…? They are /2. 学习句型Where is /Where’s…? It is /It’s on the desk. Where are / Where’re…They’re under the bed.3.掌握简单的实景操练。

教具投影仪，录音机，以及一些日用品，如：上衣，书包，时钟，相片，饮料，水果等。

教学方法教师可利用教室里现有的东西引导学生进行操练。

也可借用其他东西，如：图片，录音机的等。

教学步骤Step 1 Revision教师拿几样实物，让学生复习本课需要用到的单词。

1.Where is my cap/ shirt/ book/ ball/ kite?Where are my socks/ shoes?on/ in/ under/ in front of/ behind…2.It’ｓThey’re on/ in/ under/ in front of/ behind…问答的方式老师自便，可老师问，学生答，也可学生问，学生答。

Step 2 Presentation寻找一个提问者看不见的东西。

如：老师上课时找不到黑板擦，问一个学生。

---- Where’s the老师也可自问自答。

并重复答语，引出介词in。

然后再brush? ---- It’s in the teacher’s table.把黑板擦放在课桌里，某个学生的书包里等，练习介词in。

教师引入介词的次序以及转换方式是相当重要的。

由于介词的引入对今后的学习具有深远的影响，所以，教师一定要抓住一个介词反复强化，其他几个介词一定要在首次引入的介词巩固之后再引入。