还是应该注意对文章的逻辑性理解。将文章、题目和解释列出供参考。 Passage 4
The majority of successful senior managers do not closely follow the classical rational model of first clari- fying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, (5) 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 “intu- ition” to mangage a network of interrelated problems that require them to deal with ambiguity, inconsistency, (10) novelty, and surprise; and to integrate action into the process to thinking. Generations of writers on management have recog- nized that some practicing managers rely heavily on intuition. In general, however, such writers display a (15) poor grasp of what intuition is. Some see it as the oppo- site of rationality: others view it as an excuse for ca- priciousness. Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is (20) neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intu- ition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based (25) on years of painstaking practice and hands-on experi- ence that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an inte- grated picture, often in an “Aha!” experience. Fourth, some managers use intuition as a check on the results (30) 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 (35) sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. (40) One of the implications of the intuitive style of execu- tive 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 (45) to action in thinking/acting cycles, in which managers develop thoughts about their companies and organiza- tions not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert. Given the great uncertainty of many of the manage- (50) ment issues that they face, senior managers often insti- gate a course of 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 impli- cation of thinking/acting cycles is that action is often (55) part of defining the problem, not just of implementing the solution. 23. 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? (A) Manager X analyzes first and then acts; Manager Y does not. (B) Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not (C) Manager X takes action in order to arrive at the solution to a problem; Manager Y does not. (D) Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not. (E) Manger Y depends on day-to-day tactical maneuvering; manager X does not. C is the best answer. The question requires you to compare behavior based on intuition with behavior based on formal decision analysis. This choice specifies that the manager who uses intuition incorporates action into the decision-making process, but the manager who uses formal analysis does not. This distinction is made in several places in the passage. Lines 6-7 emphasize that decision-making and action-taking are separate steps in formal decision analysis: “making a decision, and only then taking action.” On the other hand, those who use intuition “integrate action into the process of thinking” (lines 15-16).Again, the author mentions that in the intuitive style of management, “ ‘thinking’ is inseparable from acting” (lines 60-61), and “action is often part of defining the problem” (lines 80-81). 由上，ETS考察的是两种不同决策方式的区别。如果在读文章过程中，认识到区别所在，做题也就容易些了。不妨根据解释部分所说明的关注问题来反复看看文章，看看自己为什么没有把这些信息点联系起来，应该会有些进步的。 | 
