大学英语（三）学习通超星期末考试答案章节答案2024年

大学英语（三）学习通超星期末考试章节答案2024年pressureon

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答案:as非限定性定语从句:对()的补充说明,如果省去,也不会影响主句的意思。

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答案:a名词性()也可以由关系副词引导。

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答案:ringGivemeahammerIcanuseto()thenailinwith.Thehammerhasalonghandle

答案:strikeIhaven'tgotthe()toolstorepairthecar.WhatshallIdo?

答案:properNowtheydressthe()24hoursaday,365daysayear.

答案:sameTheideaofdressing()cameaboutbecauseoftheweather.

答案:alikeAshumanrelationships()soimportant.

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答案:nohavetrouble()sth

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答案:inaseriesoflectures

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答案:prospectpopularity是人气

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答案:对comebackto翻译是回到

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答案:fellHewaswithinan()ofsolvingtheproble

答案:inchFormanykids,attendingsummer()istheirfirstrealexperiencewithleavinghome

答案:campIgrewupona()withahugefamily.

答案:farmAsfatewouldhaveit,my()wouldsoonchangeagain,andinaverybigway.

答案:lifePassageCDirections:Inthefollowingarticle,somesentenceshavebeenremoved.ChoosethemostsuitableonefromthechoiceslistedfromAtoHtofitintoeachofthenumberedgaps.ThereisONEwhichdoesnotfitinanyofthegaps.

WhyfailureisgoodforsuccessToachievethegreatestsuccess,youhavetoembracetheprospectoffailure.Thesweetestvictoryistheonethat'smostdifficult.Theonethatrequiresyoutoreachdowndeepinside,tofightwitheverythingyou'vegot,tobewillingtoleaveeverythingoutthereonthebattlefield—withoutknowing,untilthatdo-or-diemoment,ifyourheroiceffortwillbeenough.Societydoesn'trewarddefeat,andyouwon'tfindmanyfailuresdocumentedinhistorybooks.__1__

SuchisthecasewithThomasEdison,whosemostmemorableinventionwasthelightbulb,whichpurportedlytookhim1,000triesbeforehedevelopedasuccessfulprototype."Howdiditfeeltofail1,000times?"areporterasked."Ididn'tfail1,000times,"Edisonresponded."Thelightbulbwasaninventionwith1,000steps."__2__Infact,we'resofocusedonnotfailingthatwedon'taimforsuccess,settlinginsteadforalifeofmediocrity.Whenwedomakemissteps,weglossover(掩盖)them,selectivelyeditingoutthemiscalculationsormistakesinourlife'sresume.Tomanyinoursuccess-drivensociety,failureisn'tjustconsideredanon-option—it'sdeemedadeficiency,saysKathrynSchulz,authorof

BeingWrong:AdventuresintheMarginofError."Ofallthethingswearewrongabout,thisideaoferrormightwelltopthelist,"Schulzsays."Itisourmeta-mistake:Wearewrongaboutwhatitmeanstobewrong.Farfrombeingasignofintellectualinferiority,thecapacitytoerriscrucialtohumancognition."Whenwetakeacloserlookatthegreatthinkersthroughouthistory,awillingnesstotakeonfailureisn'taneworextraordinarythoughtatall.FromthelikesofAugustine,DarwinandFreudtothebusinessmavericks(自行其是的人)andsportslegendsoftoday,failureisaspowerfulatoolasanyinreachinggreatsuccess."Failureanddefeatarelife'sgreatestteachersbutsadly,mostpeople,andparticularlyconservativecorporatecultures,don'twanttogothere,"saysRalphHeath,managingpartnerofSynergyLeadershipGroupandauthorof

CelebratingFailure:ThePowerofTakingRisks,MakingMistakes,andThinkingBig."Insteadtheychoosetoplayitsafe,toflybelowtheradar,repeatingthesamesafechoicesoverandoveragain.Theyoperateunderthebeliefthatiftheymakenowaves,theyattractnoattention;noonewillyellatthemforfailingbecausetheygenerallyneverattemptanythinggreatatwhichtheycouldpossiblyfailorsucceed."__3__Accordingtoarecentarticlein

BusinessWeek,manycompaniesaredeliberatelyseekingoutthosewithtrackrecords(表现记录)reflectingbothfailureandsuccess,believingthatthosewhohavebeeninthetrenches,survivedbattleandcomeoutontheothersidehaveirreplaceableexperienceandperseverance.They'reveteransoffailure.Theprevailingschoolofthoughtinprogressivecompanies—suchasIntuit,GeneralElectric,CorningandVirginAtlantic—isthatgreatsuccessdependsongreatrisk,andfailureissimplyacommonbyproduct.__4__"Thequickestroadtosuccessistopossessanattitudetowardfailureof‘nofear',"saysHeath."Todotheirworkwell,tobesuccessfulandtokeeptheircompaniescompetitive,leadersandworkersonthefrontlinesneedtosticktheirnecksoutamileeveryday.Theyhavetodeliverrisky,edgy,breakthroughideas,plans,presentations,advice,technology,products,leadership,billsandmore.Andtheyhavetodeliverallthesefearlessly—withoutanyfearwhatsoeveroffailure,rejectionorpunishment."__5__Toachieveyourpersonalbest,toreachunparalleledheights,tomaketheimpossiblepossible,youcan'tfearfailure,youmustthinkbig,andyouhavetopushyourself.Whenwethinkofpeoplewiththismindset,weimaginethedaredevils,thepioneers,theinventors,theexplorers:Theyembracefailureasanecessarysteptounprecedentedsuccess.Butyoudon'thavetowalkatightrope,climbMountQomolangmaorcurepolio(小儿麻痹症)toemploythismindsetinyourownlife.Whentherewardsofsuccessaregreat,embracingpossiblefailureiskeytotakingonavarietyofchallenges,whetheryou'rereinventingyourselfbystartinganewbusinessorallowingyourselftotrustanotherpersontobuildadeeperrelationship."Toachieveanyworthygoal,youmusttakerisks,"sayswriterandspeakerJohnC.Maxwell.Inhisbook

FailingForward:TurningMistakesintoSteppingStonesforSuccess,hepointstotheexampleoflegendaryaviatorAmeliaEarhart,whosetseveralrecordsandachievedmanyfirstsinherlifetime,includingbeingthefirstfemalepilottoflysolo(单飞)overtheAtlanticOcean.__6__Ofcourse,therisksyoutakeshouldbecalculated;youshouldn'tflyblindlyintothenightandsimplyhopeforthebest.Achievingthegoaloratleastwagingaheroiceffortrequirespreparation,practiceandsomeawarenessofyourskillsandtalents."Oneofthebiggestsecretstosuccessisoperatinginsideyourstrengthzonebutoutsideofyourcomfortzone,"Heathsays.Althoughyoumightfailincredibly,youmightsucceedincredibly—andthat'swhyincredibleriskandcouragearerequisite(必不可少的).Eitherway,you'lllearnmorethaneveraboutyourstrengths,talentsandresolve,andyou'llstrengthenyourwillforthenextchallenge.Ifthissoundslikedangerousterritory,itcanbe.__7__Thefirstistoconsciouslymaintainapositiveattitudesothat,nomatterwhatyouencounter,you'llbeabletoseethelessonsoftheexperienceandcontinuetopushforward."It'struethatnoteveryoneispositivebynature,"saysMaxwell,whociteshisfatherassomeonewhowoulddescribehimselfasanegativepersonbynature."Here'showmydadchangedhisattitude.Firsthemadeachoice:Hecontinuallychoosestohaveapositiveattitude.Second,he'scontinuallyreadingandlisteningtomaterialsthatbolsterthatattitude.Forexample,he'sread

ThePowerofPositiveThinking

manytimes.Ididn'tgetitatfirst,soonceIaskedhimwhy.Hisresponse:‘Son,IneedtokeepfillingthetanksoIcanstaypositive.'"Finally,Heathstaysmotivatedbythethoughtthat,"IfIbecomecomplacentanddon'ttakerisks,someonewillnoticewhatIamdoingandimproveuponmyeffortsovertime,andputmeoutofwork.You'vegottokeepfindingbetterwaystorunyourlife,orsomeonewilltakewhatyou'veaccomplished,improveuponit,andbeverypleasedwiththeresults.Keepmovingforwardordie."

A.

Executivesofsuchorganizationsdon'tmourntheirmistakesbutinsteadparlaythemintofuturegains.B.

Inpursuitofthoseinspirationalsuccesses,wehavetoprepare,workandfail.C.

UnlikeEdison,manyofusavoidtheprospectoffailure.D.

Althoughherfinalflightprovedfateful,Maxwellbelievessheknewtherisk—andthatthepotentialrewardwasworthit.E.

However,intoday'spost-recessioneconomy,someemployersarenolongershyingawayfromfailure—they'reembracingit.F.

Buttherearewaystoeaseintothisfearlessmindset.G.Theexceptionsarethosefailuresthatbecomesteppingstonestolatersuccess.H.

Thesameholdstrueforpersonalquests,whetherinovercomingsomespecificchallengeorreachingyourfullpotentialinallaspectsoflife.

答案:G;C;E;A;H;D;FPassageBDirections:Youaregoingtoreadapassagewith10statementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.

DesignersmustlearntoembracefailureA.

Inourexperience,oneofthescariestsnakesintheroomisthefearoffailure,whichmanifestsitselfinmanywayslikefearofbeingjudged,fearofgettingstarted,andfearoftheunknown.Andwhilemuchhasbeensaidaboutfearoffailure,itstillisthesinglebiggestobstaclepeoplefacetocreativesuccess.B.Awidelyheldmythsuggeststhatcreativegeniusesrarelyfail.YetaccordingtoKeithSimonton,aprofessorinUniversityofCalifornia,actuallytheoppositeistrue:Creativegeniuses,fromartistslikeMozarttoscientistslikeDarwin,arequiteprolific(多产的)whenitcomestofailure.Hisresearchhasfoundthatcreativepeoplesimplydomoreexperiments.Theirultimate"strokesofgenius"don'tcomeaboutbecausetheysucceedmoreoftenthanotherpeople—theyjustdomore,period.Theytakemoreshotsatthegoal.Thatisthesurprising,compellingmathematicsofinnovation:Ifyouwantmoresuccess,youhavetobepreparedtoshrugoffmorefailure.C.TakeThomasEdison,forexample.Edison,oneofthemostfamousandprolificinventorsinhistory,hadfailurebakedintohiscreativeprocess.Heunderstoodthatanexperimentendinginfailureisnotafailedexperimentaslongasconstructivelearningisgained.Heinventedtheincandescent(白炽的)lightbulb,butonlyafterthelessonsofathousandunsuccessfulattempts.Edisonmaintainedthatthe"realmeasureofsuccessisthenumberofexperimentsthatcanbecrowdedinto24hours".D.Infact,earlyfailurecanbecrucialtosuccessininnovation.Becausethefasteryoufindweaknessesduringaninnovationcycle,thefasteryoucanimprovewhatneedsfixing.WegrewupinOhio,homeofaviationpioneersOrvilleandWilburWright.TheWrightbrothersarebestrememberedforwhatissometimescalledthe"firstflight"inDecemberof1903atKittyHawk.Butthataccomplishmentoverlooksthehundredsofexperimentsandfailedflighttrialsintheyearsthatleduptothatfirstsuccessfulflight.Infact,somereportssuggestthattheWrightbrotherspickedKittyHawkinpartbecausetheremoteOuterBankslocationwoulddrawlessmediaattentionduringtheirexperiments.E.EdisonandtheWrightbrothersmayseemlikeancienthistory,butthetraditionoflearningfromenlightenedtrialanderrorisstillverymuchalivetoday.WhenSteelcasedecidedtoreinventthetraditionalclassroomchair,theyworkedwithourdesignteamtobuildover200prototypesofallshapesandsizes.Theyconstructedplywood(胶合板)components,attachingthemtopiecesofexistingchairs.Theywenttolocalcolleges,askingstudentsandprofessorstointeractwiththese"experiencemodels"andgivefeedback.Theycarvedshapesoutoffoamandfabricatedpartson3Dprinterstogetasenseofshapeandsize.Allthatrelentlessexperimentationpaidoff.TheNodechairreplacedtherigidityofitspredecessorswithacomfortableswivelseat,anadjustableworksurface,atripodbasetoholdbackpacks—andthewholethingissetoncasters.Theresultisamobile,flexible21st-centuryclassroomchairthatquicklytransitsfromlecture-basedseatingtogroupactivities,fittingwithtoday'svariedteachingstyles.Launchedin2010,Nodechairsarealreadyinuseat800schoolsanduniversitiesaroundtheworld.F.NeitherEdison,northeWrightbrothers,normodern-dayinnovatorslikethedesignteamontheNodechairweredefensiveorembarrassedabouttheirmethodoftrialanderror.Askanyseasonedinnovator,andtheywilllikelyhaveanimpressivecollectionof"warstories"aboutfailuresontheirpathtowardsuccess.G.AlbertBandura,afamouspsychologist,usedtheprocessofguidedmastery—aseriesofsmallsuccesses—tohelppeoplegaincourageandovercomedeep-seatedphobias.Whatwouldhavebeennearlyimpossibletoaccomplishinonegiantleapbecamemanageableinsmallsteps,withtheguidanceofsomeoneknowledgeableinthefield.Inasimilarway,weuseastep-by-stepprogressiontohelppeoplediscoverandexperiencethetoolsandmethodologiesofdesignthinking,graduallyincreasingthelevelofchallengetohelpindividualstranscendthefearoffailurethatblockstheirbestideas.Thesesmallsuccessesareintrinsicallyrewarding,andhelppeopletogoontothenextlevel.H.Inourclassesorworkshops,wefirstaskpeopletoworkthroughquickdesignchallenges,whetherit'storedesignthegift-givingexperienceortorethinktheirdailycommute.Wemayjumpinwithsomehelporasmallnudge,butmostlyweletthemfigureoutsolutionsthemselves.Buildingconfidencethroughexperienceencouragesmorecreativeactioninthefuture,whichfurtherbolsters(支撑)confidence.Forthisreason,wefrequentlyaskstudentsandteammemberstocompletemultiplequickdesignprojects,ratherthanonebigproject,tomaximizethenumberoflearningcycles.I.Atthedesignschool,oneofthegoalsofgettingpeopletoworktogetheronaprojectistohelpthempracticenewskillsandchallengethemselvesandmostlikelyexperiencefailureasaresult.Webelievethelessonslearnedfromfailuresmaymakeussmarter—evenstronger.Butthatdoesn'tmakefailureanymorefun.Failureishard,evenpainful.AsStanfordprofessorBobSuttonandIDEOpartnerDiegoRodriguezoftensayatthedesignschool,"Failuresucks,butinstructs."J.Theinescapablelinkbetweenfailureandinnovationisalessonyoucanonlylearnthroughdoing.Wegivestudentsachancetofailassoonaspossible,inordertomaximizethelearningtimethatfollows.Insteadoflonglecturesfollowedbyexercises,mostofourclassesatthedesignschoolgivestudentsalittleinstructionupfront,andthengetthemworkingonaprojectorachallenge.Wefollowupindebriefs(汇报)toreflectonwhatsucceededandwhatcanbelearnedfromthingsthatdidn'twork.K.Facingfailure,inordertowipeawaythefear,wassomethingunderstoodintuitivelybyourfriendJohnCassCassidy,lifelonginnovatorandcreatorofKlutzPress.Inhisbook,

JugglingfortheCompleteKlutz,Cassidydidn'tstartusoutjugglingtwoballs,orevenone.Hebeganwithsomethingmorebasic:"thedrop".Steponeissimplytothrowallthreeballsintheairandletthemdrop.Thenrepeat.Inlearningtojuggle,theangst(忧虑)comesfromfailure—fromhavingtheballfalltothefloor.Sowithstepone,Cassidyaimstonumbaspiringjugglerstothat.Havingtheballfalltothefloorbecomesmorenormalthantheballnotfallingtothefloor.Afteraddressingourfearoffailure,jugglingbecomesaloteasier.Thetwoofuswereskepticalatfirst,butwiththehelpofhissimpleapproach,wereallydidlearntojuggle.L.Fearoffailureholdsusbackfromlearningallsortsofnewskills,fromtakingonrisks,andtacklingnewchallenges.Creativeconfidenceasksthatweovercomethatfear.Youknowyouaregoingtodroptheball,makemistakes,andgoinawrongdirectionortwo.Butyoucometoacceptthatit'spartoflearning.Andindoingso,youareabletoremainconfidentthatyouaremovingforward,despitethesetbacks.

______1.Duringaninnovationcycle,theearlieryoufindyourweaknesses,theearlieryoucanimprovewhatisunsatisfying.______2.Buildingconfidencebasedonexperienceurgesmorecreativeactioninthefuture,whichinturnhelpstokeepandstrengthenconfidence.______3.Jugglingwillbecomemucheasierifyouovercomethefearoffailureofdroppingtheball.______4.Oppositetoawidelybelievedthought,aprofessorhasfoundthatcreativepeoplejustconductmoreexperiments,andtheirsuccessisbaseduponmorefailures.______5.Onegiantleapmaybeimpossibletorealize,butwhendividedintosmallsteps,itcanbemanageable.______6.Theinevitablerelationshipbetweenfailureandinnovationisalessonyoucanonlylearnthroughacting.______7.ThesuccessoftheNodechairindicatesthatthetraditionoflearningfrominspiringtrialanderrorstillpaysofftoday.______8.Whenyouacceptthatfailureispartoflearning,youareabletostayconfidentthatyouareadvancing.______9.Failureishard,exhausting,andevenpainful,butthelessonslearnedfromfailuremaymakeussmarterandstronger.______10.Edisonclaimedthatthenumberofexperimentsdoneinadaycouldbetherealmeasureofsuccess.

答案:D;H;K;B;G;J;E;L;I;(10)CDirections:Youaregoingtoreadapassagewith10statementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.

ThesecretofApple'ssuccess:SimplicityA.

Apple'spackage-designteamhadjustreturnedfromitspresentationtoSteveJobs,andthefacestoldthestory—theyhadthat"thingsdidn'tgoexactlyasweplanned"look."Thesuspenseiskillingme,"Isaidtotheprojectleader."How'ditgothismorning?""Well,"hesaid,"StevehituswiththeSimpleStick."Translation:Stevehadrejectedtheirwork—notbecauseitwasbadbutbecause,insomeway,itfailedtodistiltheideatoitsessence.Thepersonleadingtheprojecthaddirectedtheteamtocreatepackagingfortwoversionsofthesameproduct.Jobshaddecidedthiswasbrain-dead."Justcombinethem,"hesaid."Oneproduct,onebox."Therewasnoneedtoexploretheideaofasecondpackage.B.Hewasright.Itwassimpler,quicker,better.Theconversationwasoverinminutes,anditleftoneverysmartandtalentedgroupofpeoplewonderingwhytheyhadn'tthoughtofthatbefore.TheSimpleSticksymbolizesacorevaluewithinApple,whichinspirespeopletothinkbrutal,tothinksmall,andtodobusinesstheSteveJobsway.Sometimesit'sheldupasinspiration;othertimesit'swielded(挥动)likeacaveman'sclub:adeep,almostreligiousbeliefinthepowerofsimplicity.C.SteveJobsdemandedstraightforwardcommunicationfromothersasmuchashedisheditouthimself.He'dcutyouoffifyourambled(闲聊).Heranhisbusinessasiftherewerepreciouslittletimetowaste,whichwellreflectedtherealityforApple—assurelyitdoesforanycompanyseriousaboutcompeting.Thisisprobablytheoneelementofsimplicitythat'seasiesttoinstitute.You'llmakesomepeoplesquirm(局促不安),buteveryonewillknowwheretheystand;100percentofyourgroup'stimewillbefocusedonforwardprogress—noneedtodecodewhatpeoplearereallysaying.D.ThereisageneralperceptionthatJobswasthenastytyrantwhodemandedallegiance(效忠),barkedcommands,andinstilled(灌输)thefearofGodinthosearoundhim.WhileJobscertainlydidexhibitsuchbehavior,thisportraitisincomplete.Themancouldalsobefunny,warm,andevencharming.Thereisahugedifferencebetweenbeingbrutallyhonestandsimplybeingbrutal.E.AformerAppleseniorstafferremembersaroutinethathesawplayedoutoftenduringhistimeasadirectreporttoJobs.Hecallsit"therotatingturret(旋转炮台)".Therewasnopredictingwhenitwouldhappen,asitdependedonhowconversationsevolved.Butinsomemeeting,atsomerandomtime,somepoorsoulintheroomwouldsaysomethingthateveryoneintheroomcouldtellwasgoingtolightJobs'fuse.Firstcametheuncomfortablepause.Theoffendingcommentwouldreverberateintheair,anditwouldseemasiftheentireworldwentintoslowmotionasJobs'internalsensorsfixedontheoriginofthesoundwave.Youcouldalmosthearthemeshing(啮合)ofgearsashis"turret"slowlyturnedtowardtheguiltyparty.Everyoneknewwhatwascoming,butwaspowerlesstostopit.Finally,theturretwouldlockontoitstarget.InasplitsecondJobswouldactivatehisfiringmechanism,andwithoutasecondthoughthe'dunloadallhisammunition.Itwasuncomfortabletowatchandevenmoreuncomfortabletoexperience,butatAppleitwasjustafactoflife.F.Howmanyoverpopulatedmeetingsdoyousitthroughinayear?Howmanyofthosemeetingsgetsidetracked(使离题)orlosefocusinawaythatwouldneveroccurifthegroupwerehalfthesize?Thesmall-grouprulerequiresenforcement,butit'sworththecost.Outintherealworld,whenItalkaboutsmallgroupsofsmartpeople,Irarelygetanypushback.That'sbecausecommonsensetellsusit'stherightwaytogo.Mostpeopleknowfromexperiencethatthefastestwaytolosefocus,wastevaluabletime,andwaterdowngreatideasistoentrustthemtoalargegroup.Justasweknowthatthereisequaldangerinputtingideasatthemercyofalargegroupofapprovers.G.Onereasonwhylarge,unwieldygroupstendtobecreatedinmanycompaniesisthatthecultureofacompanyisbiggerthananyoneperson.It'shardtochange"thewaywedothingshere".Thisiswherethefreaksofsimplicityneedtostepinandovercometheinertia(惰性).Onemustbejudiciousandrealisticaboutapplyingthesmall-groupprinciple.Simplymakinggroupssmallerwillobviouslynotsolveallproblems,and"small"isarelativeterm.YouneedtobetheenforcerandbepreparedtohittheprocesswiththeSimpleStickwhenthegroupisthreatenedwithunnecessaryexpansion.H.InoneiconictechnologycompanywithwhichIworkedIfoundaframedsignineveryconferenceroomdesignedtonudgetheemployeestowardgreaterproductivity.Theheadlineonthesignwashowtohaveasuccessfulmeeting.Whatthesesignsreallysaid,though,was:"Welcometoaverybigcompany!Justfollowthesesignsandyou'llfitinwell."It'snothardtoimagineJobs,whoactivelyfoughtbig-companybehavior,joyouslyrippingthesesignsoffthewallandreplacingthemwithAnselAdamsprintsthatmightprovideamomentofreflectionorinspiration.I.IfyoueverworkatAppletherewillbenosignsonthewalltellingyouhowtorunameeting.Likewise,therewillbenosignstellingyouhowtotieyourshoesorfillaglassofwater.Theassumptionisthatyouarewellequippedwithbrainsandcommonsenseandthatyou'reafullyfunctioningadult.Ifyou'renotalreadyadiscipleofsimplicity,you'llbecomeonesoon.Eitherthat,oryou'lldecideyou'drathernotbepartofsuchathing,whichisOK,too.Simplicityprefersnothavingtotrainabuckingbronco(野马).J.It'snaturalforpeopletoberesistanttochange,largeorsmall,sotryingtochangeattitudeswithinanorganizationcanbedifficult.Butwhenyouspreadthewordaboutthevalueofsimplicityyouarenotspreadingsomeoddballtheory,you'reechoingoneofthemostsuccessfulpeopleinbusinesshistory.IfyourefertothebenefitsApplehasenjoyedbyembracingsimplicity,andmaketheappropriateparallelstoyourownbusiness,you'llbuildacompellingcase.K.Youcanspreadthereligionofsimplicityprojectbyproject,byinteractingwithpeopleandgroupsoneatatime.Gettingpeopletobuyintoaconcepttothepointwheretheystartcontributingtheirownideascanliterallycreateamovementwithinanorganization.L.Simplicityisawayoflookingateverypartofyourjob,thejobsofthosearoundyou,andthewayyourcompanyoperates.Onceyoustartseeingtheworldthroughthelensofsimplicityyou'llbeastoundedathowmanyopportunitiesexisttoimprovethewayyourbusinessworks.

_____1.AtApple,yourprecioustimewillbeconcentratedonhowtomakeforwardprogressinsteadoftryingtofigureoutwhatothersarereallysaying._____2.Itcanbedifficulttomakechangesinanorganizationforpeoplet