54. According to James March, experience .
(A) is overvalued
(B) is easy to explain
(C) should be actively sought
(D) should be highly respected

50.While visiting the Virtual LoB, the public can_____ (A) get a general idea of the LoB (B) meet more world-famous experts (C) learn how to put up a library building (D) understand how the specialists work on the project

51. Which of the following is true of the LoB when it opens? (A) a, b, d (B) a, c, e (C) b, c, d (D) b, d, e

52. This text more probably from . (A) a computer book (B) a library guide (C) a project handbook (D) newspaper report

53. “Experience may possibly be the best teacher, but it is not a particularly good teacher.” You might think that Winston Churchill or perhaps Mark Twain spoke those words, but they actually come from James March, a predecessor at Stanford University and a pioneer in the field of organization decision making. 53For years March (possibly be wisest philosopher of management) has studied how humans think and act, and he continues to do so in his new book The Ambiguities of Experience. He begins by reminding us of just how firmly we have been sticking to the idea of experiential learning: “Experience is respected；experience is sought；experience is explained.” The problem is that learning from experience involves （涉及）serious complications（复杂化），ones that are part of the nature of experience itself and which March discusses in the body of this book. In one interesting part of book，for example，he turns a double eye toward the use of stories as the most effective way of experiential learning. 55In our efforts to make stories interesting, he argues, we lose part of the complicated truth of things. He says “The more accurately （精确的）reality is presented，the less understandable the story，and the more understandable the story, the less realistic it is.” Besides being a broadly knowledgeable researcher，March is also a poet, and his gift shines though in the depth of views he offers and the simple language he uses. Though the book is short, it is demanding：54Don’t pick it up looking for quick, easy lessons. Rather, be ready to think deeply about learning from experience in work and life. According to the text, James March is . (A) a poet who uses experience in his writing (B) a teacher who teachers story writing in university (C) a researcher who studies the way humans think and act (D) a professor who helps organizations make important decisions

55. What can we learn from Paragraph 3? (A) Experience makes stories more accurate. (B) Stories made interesting fail to fully present the truth. (C) The use of stories is the best way of experiential learning. (D) Stories are easier to understand when reality is more accurately described.

56. What’s the purpose of this text? (A) To introduce a book. (B) To describe a researcher. (C) To explain experiential learning. (D) To discuss organizational decision making.

57. In business, there is a speed difference: It’s the difference between how important a firm’s leaders say speed is to their competitive (竞争的) strategy（策略）and how fast the company actually moves. 59The difference is important regardless of industry and company size. 57Companies fearful of losing their competitive advantage spend much time and money looking for ways to pick up the speed. In our study of 343 businesses, 57the companies that chose to go, go, go to try to gain an edge ended with lower sales and operating incomes than those that paused at key moments to make sure they were on the right track. What’s more, the firms that “slowed down to speed up “improved their top and bottom lines, averaging 40% higher sales and 52% higher operating income over a three-year period. 58How did they disobey the laws of business physics, taking more time than competitors yet performing better? They thought differently about what “slower” and “faster” mean. Firms sometimes fail to understand the difference between operation speed (moving quickly) and strategic speed (reducing the time it takes to deliver value). Simply increasing the speed of production, for example, may be one way to try to reduce the speed difference. But that often leads to reduced value over time, in the form of lower-quality products and services. In our study, 59higher performing companies with strategic speed always made changes when necessary. They became and discussion. They encouraged new ways of thinking. And they allowed time to look and learn. By contrast (相比而言)，performance suffered at firms that moved fast all the time， paid too much attention to improving efficiency, stuck to tested methods, didn’t develop team spirit among their employees, and had little time thinking about changes. Strategic speed serves as a kind of leadership. Teams that regularly take time to get things right, rather than plough ahead full bore, are more successful in meeting their business goals. That kind of strategy must come from the top. What does the underlined part “gain an edge” in Paragraph 2 mean? (A) Increase the speed. (B) Get an advantage. (C) Reach the limit. (D) Set a goal.

58. The underlined part “the laws of business physics”in Paragraph 3 means ______. (A) spending more time and performing worse. (B) spending more time and performing better (C) spending less time and performing worse (D) spending less time and performing better

59. What can we learn from the text? (A) How fast a firm moves depends on how big it is. (B) How competitive a firm is depends on what it produces. (C) Firms guided by strategic speed take time to make necessary changes. (D) Firms guided by operational speed take time to develop necessary team spirit.

60. Where could be the last title for the text? (A) Improve quality? Serve better. (B) Deliver value? Plough ahead. (C) Reduce time? Move faster. (D) Need speed? Slow down.