新视野大学英语读写教程(第三版)第二册课文原文及翻译

新视野大学英语读写教程(第三版)第二册课文原文及翻译

for keeping multiple options open. Most people can't marshal the will for painful choices, not even students at the Massachusetts Institute of Technology (MIT), where Dr. Ariely teaches behavioral economics. In an experiment that investigated decision-making, hundreds of students couldn't bear to let their options vanish, even though it was clear they wouldprofit from doing so. 4 丹· 阿雷利极富启迪性的新书 《可预见的非理性》对项羽作了专题介绍。这本书对看似

非理性的人类行为，譬如人类总想留住多项选择机会的倾向，进行了引人入胜的调查。 大 多数人都不能整理自己的思路来做痛苦的选择，麻省理工学院上阿雷利博士行为经济学这门 课的学生也不例外。 在调查作决策的一项实验中，几百名学生都不能忍受眼睁睁看着他们 的选择机会消失，即使他们很清楚这样做对他们有利。

5 The experiment revolved around a game that eliminated the excuses we usually have for refusing to let go. In the real world, we can always say, \options.\Chinese lessons, but her parents won't stop any one of them because they might come in handy some day!

5 实验是围绕着一个游戏展开的，这个游戏排除了我们通常不肯放手的借口。 在现实世界 里，我们总会说：“保留我们的选择机会是对的。” 想要一个好的例子吗？ 一个十多岁的女 孩被足球、芭蕾舞、钢琴、中文课给累得筋疲力尽，但她的父母不会让她停止任何一项活动， 理由是它们有一天可能会派上用场！

6 In the experiment sessions, students played a computer game that provided cash behind three doors appearing on the screen. The rule was the more money you earned, the better player you were, given a total of 100 clicks. Every time the students opened a door by clicking on it, they would use up one click but wouldn't get any money. However, each subsequent click on that door would earn a fluctuating sum of money, with one door always revealing more money than the others. The important part of the rule was each door switch, though having no cash value, would also use up one of the 100 clicks. Therefore, the winning strategy was to quickly check all the doors and keep clicking on the one with the seemingly highest rewards. 6 在这个实验里，学生要玩一个电脑游戏: 在电脑屏幕上会显示三扇门，每扇门后都会提供 一些现金。 该游戏的规则是每个人都只能点击 100 次，你点击获取的钱越多，你就玩得越 好。

学生每点击一次打开一扇门，他们会用掉一个点击数，但却不会得到任何钱。 然而，

随后接着在那扇门上的每次点击都会挣得数额不等的钱，三扇门显示的钱总有一扇比另外两 扇多。 这个游戏规则的重点是虽然每次换门没有金钱回报，可还是会用掉一次点击数。 所 以，制胜战略是要迅速查看所有的门，然后只点击那扇似乎是钱最多的门。

新视野大学英语读写教程(第三版)第二册课文原文及翻译

7 While playing the game, students noticed a modified visual element: Any door left un-clicked for a short while would shrink in size and vanish. Since they already understood the game, they should have ignored the vanishing doors. Nevertheless, they hurried to click on the lesser doors before they vanished, trying to keep them open. As a result, they wasted so many clicks rushing back to the vanishing doors that they lost money in the end. Why were the students so attached to the lesser doors? They would probably protest that they were clinging to the doors to keep future options open, but, according to Dr. Ariely, that isn't the true factor. 7

在玩游戏时，学生们注意到了一个视觉上的变化：如果有片刻没点击某扇门，那扇门就

会慢慢缩小并消失。由于他们已了解了游戏规则，他们本应对要消失的门不予理睬。 然而， 在它们消失以前，他们却迫不及待地去点击那些变小的门，试图让它们开启着。 结果是，

他们在匆忙回去点击那些快消失的门时浪费了很多点击数以至于最后输了钱。 为什么学生 对那些变小的门如此依恋呢？ 他们可能会争辩说，他们紧抓住这些门是为将来多留一些机 会。但是，据阿雷利博士说，这不是真正的原因。

8 Instead of the excuse to maintain future options open, underneath it all the students' desire was to avoid the immediate, though temporary, pain of watching options close. \price to avoid the emotion of loss,\easily measured in lost cash. In life, the corresponding costs are often less obvious such as wasted time or missed opportunities. 8

在他们为将来多留一些机会的借口背后反映出的是所有的学生都不堪目睹眼前的选择机 会被剥夺，尽管这种痛苦是临时的。 阿雷利博士说：“每闭上一扇选择之门就如同经受了一

次损失，人们宁愿付出很大的代价，也要避免情感的失落。” 在实验中，损失很容易用丢失 的现金来衡量。 在生活中，相应的损失就往往没那么明显，如浪费时间，错过机会。

9 \Ariely writes. \may work more hours at our jobs without realizing that the childhood of our sons and daughters is slipping away.\ 9

“有时候，这些门是慢慢关闭的，我们没有看到它们在悄然消失，”阿雷利博士写道：“我们

可能花很多时间在工作上，却没有意识到我们子女的童年正在悄悄溜走。”

新视野大学英语读写教程(第三版)第二册课文原文及翻译

10 So, what can be done to restore balance in our lives? One answer, Dr. Ariely says, is to implement more prohibitions on overbooking. We can work to reduce options on our own, delegating tasks to others and even giving away ideas for others to pursue. He points to marriage as an example, \ourselves not to keep options open. We close doors and announce to others we've closed doors.\ 10

那么，我们可以做些什么让我们的生活恢复平衡呢？阿雷利博士说，一个办法是制止更 多的超额预约。 我们可以自己减少选择，将任务委派给其他人，甚至放弃一些点子，让其 他人去做。

他用婚姻作为例子：“在婚姻中，我们承诺不保留选择机会，我们就创造了获得 最佳选择的有利局面。我们关上可选择的门，并告诉别人我们已作出选择。”

11 Since conducting the door experiment, Dr. Ariely says he has made a conscious effort to lessen his load. He urges the rest of us to resign from committees, prune holiday card lists, rethink hobbies and remember the lessons of door closers like Xiang Yu. 11

阿雷利博士说，自从进行了这个点击门的实验，他已经有意识地努力减轻自己的负担。 他 敦促我们辞去委员会的工作，删减送节日贺卡的名单，重新思考兴趣爱好，并记住像项羽那 样的关门者给我们的启示。

12 In other words, Dr. Ariely is encouraging us to discard those things that seem to have outward merit in favor of those things that actually enrich our lives. We are naturally prejudiced to believe that more is better, but Dr. Ariely's research provides a dose of reality that strongly suggests otherwise. 12

换言之，他是鼓励我们放弃那些似乎只有表面价值的东西，而去追求那些能真正丰富我 们生活的东西。 我们很自然、很偏执地相信选择越多越好，但阿雷利博士的研究却强有力 地告诉我们事实并非如此。

13 What price do we pay for trying to have more and more in life? What pleasure and satisfaction can be derived from focusing our energy and attention in a more concentrated fashion? Surely, we will have our respective answers. 13

我们想在生活中得到越来越多选择的代价是什么？我们能从更集中的精力和注意力中 获得什么样的喜悦和满足？ 当然，我们每个人都会有自己的答案。

14 Consider these important questions: Will we have more by always increasing options or will we have more with fewer, carefully chosen options? What doors should we close in order to allow the right windows of opportunity and happiness to open?

新视野大学英语读写教程(第三版)第二册课文原文及翻译

14

试想一下这些重要的问题：怎么做会使我们获得更多，是不断增加选择，还是只保持少 数精心挑选的选择？ 我们应关闭什么门，以便让机会和幸福之窗打开？

Unit 7 section A Woman at the management level 女性管理者

1 When Monica applied for a job as an administrative assistant in 1971, she was asked whether she would rather work for a male or a female attorney. \man,\needing no personal accommodation whatsoever.\asked the same question, she said, \much more accessible to their employees; they're much more sensitive and intimate with their employees.\ 1 当莫妮卡 1971 年申请一个行政助理的工作时，有人问她想与男律师共事还是与女律师共 事。 “我马上说想与男律师共事，”她说。

“我认为男老板和女雇员的关系更自然，丝毫不需 互相调整。 ” 但 20 年后，有人问她同样的问题时，她说： “令我感到惊喜的是，对员工来说， 女上司更容易接近，她们更能理解人，与员工更亲密。”

2 Female bosses today are still finding they face subtle resistance. There is still a segment of the population, both men and, surprisingly, women who report low tolerance for female bosses. The growing presence of female bosses has also provoked two major questions that revolve around styles: Do men and women manage differently, and, if so, is that a good thing? 2 今天的女上司仍然发现，她们面临着不易察觉的阻力。 还是有一部分人——有男性，令

人惊讶的是还有女性——说很难忍受为女性工作。 女上司的不断涌现，也引出了与工作方

式有关的两个主要问题：男人和女人管理风格不同吗？如果有不同，是一件好事吗？

3 Monica is disposed to think so, on both counts. Now a 40-year-old mother of four, she is president of a public sector labor union with 45,000 members. \employees are probably different from those of male managers preceding me,\\in. I have a more flexible style — not soft, just more understanding.\Monica's assistant agrees, \tends to delegate more and is always looking for a consensus. People are happy and flourish because they have an input into decisions and they are not mere bystanders; their energies are harnessed. On the other hand, consensus takes longer.\