More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

More than ever, creativity has become a hot commodity in the workplace. Businesses compete_____ (1) for new ideas, and Silicon Valley－with its extreme focus_____ (2) innovation－is the current bright spot of the U. S. economy. Top employers are_____ (3) looking to hire individuals who excel at creative thinking.

But a recent paper by Devon Proudfoot suggests that in certain contexts, people are more likely to_____ (4) creativity with men than with women. In one study, he and his colleagues_____ (5) one hundred online participants to evaluate a_____ (6) professional who was described as_____ (7) an architect or a fashion designer. Half the participants were_____ (8) to believe that the professional was a man while the other half were told that the person was a woman. When it came to architecture，the participants rated the images as_____ (9) creative when they thought the work had been done by a man.

He ran a_____ (10) study that looked at data collected about one-hundred senior-level executives_____ (11) in an MBA program. As part of the curriculum, each executive was _____ (12) evaluated by their supervisors and direct reports on several_____ (13), including perceived innovativeness. Looking at the evaluations_____ (14) gender revealed that the female executives were judged by their supervisors as less innovative in their thinking compared to the male executives. There were no differences in the ratings of innovativeness by direct reports.

Past research has shown that people in high-power positions are more likely to rely on

_____ (15) when judging others compared to those in low-power positions. _____ (16), it makes sense that supervisors, and not direct reports, showed the_____ (17). If the results from this study can be_____ (18) to other settings, then women may be at an unfair_____ (19) in workplaces where people at the top place a high degree of_____ (20) on creative and innovative thinking.

It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don't at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth's story:

I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way.

It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn't a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you' 11 probably have to ask for it.

Performance is your best bargaining chip when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.

Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services?

Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction.

According to the passage, before taking a job, a person should_____.

It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don't at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth's story:

I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way.

It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn't a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you' 11 probably have to ask for it.

Performance is your best bargaining chip when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.

Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services?

Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction.

What can be inferred from Beth's story?

It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don't at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth's story:

I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way.

It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn't a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you' 11 probably have to ask for it.

Performance is your best bargaining chip when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.

Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services?

Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction.

We can learn from the passage that_____.

It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don't at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth's story:

I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way.

It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn't a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you' 11 probably have to ask for it.

Performance is your best bargaining chip when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.

Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services?

Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction.

To get a pay raise, a person should_____.

It is easier to negotiate initial salary requirement because once you are inside, the organizational constraints influence wage increases. One thing, however, is certain: your chances of getting the raise you feel you deserve are less if you don't at least ask for it. Men tend to ask for more, and they get more, and this holds true with other resources, not just pay increases. Consider Beth's story:

I did not get what I wanted when I did not ask for it. We had cubicle (小隔间) offices and window offices. I sat in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles. Several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did not voice my opinion either way.

It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn't a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you' 11 probably have to ask for it.

Performance is your best bargaining chip when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs (a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.

Use information as a bargaining chip too. Find out what you are worth on the open market. What will someone else pay for your services?

Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style to guide the direction of the interaction.

To be successful in negotiations, one must_____.

"Men labor under a mistake. The better part of the man is soon plowed into the soil for compost. " So wrote Henry David Thoreau in his 1854 classic, Walden, and so confirms the Gallup organization based on recent surveys of 25 million people in 189 countries. Work frustrates rather than fulfills almost 90 percent of the world's workforce.

Most people work because they need money, but scholars have long known that money is not what people most want from work. In fact, J. D. Houser's 1938 book, What People Want from Business, put money 21st on the list, and Robert Hoppock's extensive study entitled Job Satisfaction, published in 1935, found that the best predictors of workplace satisfaction were autonomy, variety, security, appreciation, positive relationships and opportunities for advancement.

In Why We Work, Schwartz, a psychology professor at Swarthmore College, promises to explain why the modern work experience falls so far short of this ideal. Unfortunately, he does so mainly by criticizing the views of three straw men: Adam Smith, the 18th-century author of The Wealth of Nations, and 20th-century thinkers Frederick Taylor, the inventor of management science, and B. F. Skinner, a pioneer of behavioral psychology. All three wrote about the power of incentives－promised rewards－and Schwartz's book is largely a diatribe against what he calls the " incentive theory of everything".

In education, medicine and law, in particular, Schwartz says, the focus on efficiency and profitability has robbed practitioners of the intrinsic motivators that drew them to these professions in the first place. All three professions have turned into assembly lines in which behavior is scripted to maximize gain.

But virtually any job, Schwartz notes, can be made satisfying if it is modified to boost autonomy and to include "variety, complexity, skill development, and growth"(Sound familiar?). The problem with this proposed fix is that he largely glosses over why many business owners and executives avoid such practices. Efficiency and profitability are important, after all. The small family farm provided meaningful experiences for workers, sure, but it did not produce much food.

Ironically, Schwartz mentions Google as an exception to what he sees as the modern obsession with incentive-based management, overlooking the fact that Google employees are chauffeured to work each morning in leather-appointed buses and fed free of charge by gourmet chefs.

Why We Work seems superficial, perhaps in part because the author was incentivized to present his views in a fast-moving, assembly-line format. TED talks are limited to 18 minutes, and the new TED Books, of which this is one, are limited to about 100 pages. Now that would be an intriguing topic for a TED book: how to get people to pay attention to in-depth discussions about complex issues that cannot be explored adequately in the blink of an eye.

From the first two paragraphs, we learn that_____.

"Men labor under a mistake. The better part of the man is soon plowed into the soil for compost. " So wrote Henry David Thoreau in his 1854 classic, Walden, and so confirms the Gallup organization based on recent surveys of 25 million people in 189 countries. Work frustrates rather than fulfills almost 90 percent of the world's workforce.

Most people work because they need money, but scholars have long known that money is not what people most want from work. In fact, J. D. Houser's 1938 book, What People Want from Business, put money 21st on the list, and Robert Hoppock's extensive study entitled Job Satisfaction, published in 1935, found that the best predictors of workplace satisfaction were autonomy, variety, security, appreciation, positive relationships and opportunities for advancement.

In Why We Work, Schwartz, a psychology professor at Swarthmore College, promises to explain why the modern work experience falls so far short of this ideal. Unfortunately, he does so mainly by criticizing the views of three straw men: Adam Smith, the 18th-century author of The Wealth of Nations, and 20th-century thinkers Frederick Taylor, the inventor of management science, and B. F. Skinner, a pioneer of behavioral psychology. All three wrote about the power of incentives－promised rewards－and Schwartz's book is largely a diatribe against what he calls the " incentive theory of everything".

In education, medicine and law, in particular, Schwartz says, the focus on efficiency and profitability has robbed practitioners of the intrinsic motivators that drew them to these professions in the first place. All three professions have turned into assembly lines in which behavior is scripted to maximize gain.

But virtually any job, Schwartz notes, can be made satisfying if it is modified to boost autonomy and to include "variety, complexity, skill development, and growth"(Sound familiar?). The problem with this proposed fix is that he largely glosses over why many business owners and executives avoid such practices. Efficiency and profitability are important, after all. The small family farm provided meaningful experiences for workers, sure, but it did not produce much food.

Ironically, Schwartz mentions Google as an exception to what he sees as the modern obsession with incentive-based management, overlooking the fact that Google employees are chauffeured to work each morning in leather-appointed buses and fed free of charge by gourmet chefs.

Why We Work seems superficial, perhaps in part because the author was incentivized to present his views in a fast-moving, assembly-line format. TED talks are limited to 18 minutes, and the new TED Books, of which this is one, are limited to about 100 pages. Now that would be an intriguing topic for a TED book: how to get people to pay attention to in-depth discussions about complex issues that cannot be explored adequately in the blink of an eye.

The author thinks it an unfortunate thing that Schwartz's book_____.

"Men labor under a mistake. The better part of the man is soon plowed into the soil for compost. " So wrote Henry David Thoreau in his 1854 classic, Walden, and so confirms the Gallup organization based on recent surveys of 25 million people in 189 countries. Work frustrates rather than fulfills almost 90 percent of the world's workforce.

Most people work because they need money, but scholars have long known that money is not what people most want from work. In fact, J. D. Houser's 1938 book, What People Want from Business, put money 21st on the list, and Robert Hoppock's extensive study entitled Job Satisfaction, published in 1935, found that the best predictors of workplace satisfaction were autonomy, variety, security, appreciation, positive relationships and opportunities for advancement.

In Why We Work, Schwartz, a psychology professor at Swarthmore College, promises to explain why the modern work experience falls so far short of this ideal. Unfortunately, he does so mainly by criticizing the views of three straw men: Adam Smith, the 18th-century author of The Wealth of Nations, and 20th-century thinkers Frederick Taylor, the inventor of management science, and B. F. Skinner, a pioneer of behavioral psychology. All three wrote about the power of incentives－promised rewards－and Schwartz's book is largely a diatribe against what he calls the " incentive theory of everything".

In education, medicine and law, in particular, Schwartz says, the focus on efficiency and profitability has robbed practitioners of the intrinsic motivators that drew them to these professions in the first place. All three professions have turned into assembly lines in which behavior is scripted to maximize gain.

But virtually any job, Schwartz notes, can be made satisfying if it is modified to boost autonomy and to include "variety, complexity, skill development, and growth"(Sound familiar?). The problem with this proposed fix is that he largely glosses over why many business owners and executives avoid such practices. Efficiency and profitability are important, after all. The small family farm provided meaningful experiences for workers, sure, but it did not produce much food.

Ironically, Schwartz mentions Google as an exception to what he sees as the modern obsession with incentive-based management, overlooking the fact that Google employees are chauffeured to work each morning in leather-appointed buses and fed free of charge by gourmet chefs.

Why We Work seems superficial, perhaps in part because the author was incentivized to present his views in a fast-moving, assembly-line format. TED talks are limited to 18 minutes, and the new TED Books, of which this is one, are limited to about 100 pages. Now that would be an intriguing topic for a TED book: how to get people to pay attention to in-depth discussions about complex issues that cannot be explored adequately in the blink of an eye.

According to Schwartz, which of the following should be responsible for low work satisfaction in education, medicine and law?

"Men labor under a mistake. The better part of the man is soon plowed into the soil for compost. " So wrote Henry David Thoreau in his 1854 classic, Walden, and so confirms the Gallup organization based on recent surveys of 25 million people in 189 countries. Work frustrates rather than fulfills almost 90 percent of the world's workforce.

Most people work because they need money, but scholars have long known that money is not what people most want from work. In fact, J. D. Houser's 1938 book, What People Want from Business, put money 21st on the list, and Robert Hoppock's extensive study entitled Job Satisfaction, published in 1935, found that the best predictors of workplace satisfaction were autonomy, variety, security, appreciation, positive relationships and opportunities for advancement.

In Why We Work, Schwartz, a psychology professor at Swarthmore College, promises to explain why the modern work experience falls so far short of this ideal. Unfortunately, he does so mainly by criticizing the views of three straw men: Adam Smith, the 18th-century author of The Wealth of Nations, and 20th-century thinkers Frederick Taylor, the inventor of management science, and B. F. Skinner, a pioneer of behavioral psychology. All three wrote about the power of incentives－promised rewards－and Schwartz's book is largely a diatribe against what he calls the " incentive theory of everything".

In education, medicine and law, in particular, Schwartz says, the focus on efficiency and profitability has robbed practitioners of the intrinsic motivators that drew them to these professions in the first place. All three professions have turned into assembly lines in which behavior is scripted to maximize gain.

But virtually any job, Schwartz notes, can be made satisfying if it is modified to boost autonomy and to include "variety, complexity, skill development, and growth"(Sound familiar?). The problem with this proposed fix is that he largely glosses over why many business owners and executives avoid such practices. Efficiency and profitability are important, after all. The small family farm provided meaningful experiences for workers, sure, but it did not produce much food.

Ironically, Schwartz mentions Google as an exception to what he sees as the modern obsession with incentive-based management, overlooking the fact that Google employees are chauffeured to work each morning in leather-appointed buses and fed free of charge by gourmet chefs.

Why We Work seems superficial, perhaps in part because the author was incentivized to present his views in a fast-moving, assembly-line format. TED talks are limited to 18 minutes, and the new TED Books, of which this is one, are limited to about 100 pages. Now that would be an intriguing topic for a TED book: how to get people to pay attention to in-depth discussions about complex issues that cannot be explored adequately in the blink of an eye.

It can be inferred from Paragraph 6 that in the author's eyes, Google_____.

"Men labor under a mistake. The better part of the man is soon plowed into the soil for compost. " So wrote Henry David Thoreau in his 1854 classic, Walden, and so confirms the Gallup organization based on recent surveys of 25 million people in 189 countries. Work frustrates rather than fulfills almost 90 percent of the world's workforce.

Most people work because they need money, but scholars have long known that money is not what people most want from work. In fact, J. D. Houser's 1938 book, What People Want from Business, put money 21st on the list, and Robert Hoppock's extensive study entitled Job Satisfaction, published in 1935, found that the best predictors of workplace satisfaction were autonomy, variety, security, appreciation, positive relationships and opportunities for advancement.

In Why We Work, Schwartz, a psychology professor at Swarthmore College, promises to explain why the modern work experience falls so far short of this ideal. Unfortunately, he does so mainly by criticizing the views of three straw men: Adam Smith, the 18th-century author of The Wealth of Nations, and 20th-century thinkers Frederick Taylor, the inventor of management science, and B. F. Skinner, a pioneer of behavioral psychology. All three wrote about the power of incentives－promised rewards－and Schwartz's book is largely a diatribe against what he calls the " incentive theory of everything".

In education, medicine and law, in particular, Schwartz says, the focus on efficiency and profitability has robbed practitioners of the intrinsic motivators that drew them to these professions in the first place. All three professions have turned into assembly lines in which behavior is scripted to maximize gain.

But virtually any job, Schwartz notes, can be made satisfying if it is modified to boost autonomy and to include "variety, complexity, skill development, and growth"(Sound familiar?). The problem with this proposed fix is that he largely glosses over why many business owners and executives avoid such practices. Efficiency and profitability are important, after all. The small family farm provided meaningful experiences for workers, sure, but it did not produce much food.

Ironically, Schwartz mentions Google as an exception to what he sees as the modern obsession with incentive-based management, overlooking the fact that Google employees are chauffeured to work each morning in leather-appointed buses and fed free of charge by gourmet chefs.

Why We Work seems superficial, perhaps in part because the author was incentivized to present his views in a fast-moving, assembly-line format. TED talks are limited to 18 minutes, and the new TED Books, of which this is one, are limited to about 100 pages. Now that would be an intriguing topic for a TED book: how to get people to pay attention to in-depth discussions about complex issues that cannot be explored adequately in the blink of an eye.

According to the last paragraph, the reason why the book Why We Work appears superficial might partly be that the book's writer_____.

The early retirement of experienced workers is seriously harming the U. S. economy, according to a new report from the Hudson Institute, a public policy research organization. Currently, many older experienced workers retire at an early age. According to the recently issued statistics, 79 percent of qualified workers begin collecting retirement benefits at age 62; if that trend continues, there will be a labor shortage that will hinder the economic growth in the twenty-first century.

Older Americans constitute an increasing proportion of the population, according to the U. S. Census Bureau, and the population of those over age 65 will grow by 60% between 2001 and 2020. During the same period, the group aged 18 to 44 will increase by only 4%. Keeping older skilled workers employed, even part time, would increase U. S. economic output and strengthen the tax base; but without significant policy reforms, massive early retirement among baby boomers seems more likely.

Retirement at age 62 is an economically rational decision today. Social Security and Medicaid earnings limits and tax penalties subject our most experienced workers to marginal tax rates as high as 67%. Social Security formulas encourage early retirement. Although incomes usually rise with additional years of work, any pay increases after the 35-year mark result in higher social Security taxes but only small increases in benefits.

Hudson Institute researchers believe that federal tax and benefit policies are at fault and reforms are urgently needed, but they disagree with the popular proposal that much older Americans will have to work because Social Security will not support them and that baby boomers are not saying enough for retirement. According to the increase in 401 (k) and Keogh retirement plans, the ongoing stock market on Wall Street, and the likelihood of large inheritances, there is evidence that baby boomers will reach age 65 with greater financial assets than previous generations.

The Hudson institute advocates reforming government policies that now discourage work and savings, especially for older worker. Among the report's recommendations: Tax half of all Social Security benefits, regardless of other income; provide 8% larger benefits for each year beyond 65; and permit workers nearing retirement to negotiate compensation packages that may include a lower salary but with greater healthcare benefits. However, it may take real and fruitful planning to find the right solution to the early retirement of older experienced workers; any measures taken must be allowed to prolong the serviceability of older experienced workers.

According to Hudson Institute researchers, the effect of the early retirement of qualified workers in the U. S. economy is_____.

The early retirement of experienced workers is seriously harming the U. S. economy, according to a new report from the Hudson Institute, a public policy research organization. Currently, many older experienced workers retire at an early age. According to the recently issued statistics, 79 percent of qualified workers begin collecting retirement benefits at age 62; if that trend continues, there will be a labor shortage that will hinder the economic growth in the twenty-first century.

Older Americans constitute an increasing proportion of the population, according to the U. S. Census Bureau, and the population of those over age 65 will grow by 60% between 2001 and 2020. During the same period, the group aged 18 to 44 will increase by only 4%. Keeping older skilled workers employed, even part time, would increase U. S. economic output and strengthen the tax base; but without significant policy reforms, massive early retirement among baby boomers seems more likely.

Retirement at age 62 is an economically rational decision today. Social Security and Medicaid earnings limits and tax penalties subject our most experienced workers to marginal tax rates as high as 67%. Social Security formulas encourage early retirement. Although incomes usually rise with additional years of work, any pay increases after the 35-year mark result in higher social Security taxes but only small increases in benefits.

Hudson Institute researchers believe that federal tax and benefit policies are at fault and reforms are urgently needed, but they disagree with the popular proposal that much older Americans will have to work because Social Security will not support them and that baby boomers are not saying enough for retirement. According to the increase in 401 (k) and Keogh retirement plans, the ongoing stock market on Wall Street, and the likelihood of large inheritances, there is evidence that baby boomers will reach age 65 with greater financial assets than previous generations.

The Hudson institute advocates reforming government policies that now discourage work and savings, especially for older worker. Among the report's recommendations: Tax half of all Social Security benefits, regardless of other income; provide 8% larger benefits for each year beyond 65; and permit workers nearing retirement to negotiate compensation packages that may include a lower salary but with greater healthcare benefits. However, it may take real and fruitful planning to find the right solution to the early retirement of older experienced workers; any measures taken must be allowed to prolong the serviceability of older experienced workers.

The older experienced workers in America tend to retire early because their prolonged service may_____.

The early retirement of experienced workers is seriously harming the U. S. economy, according to a new report from the Hudson Institute, a public policy research organization. Currently, many older experienced workers retire at an early age. According to the recently issued statistics, 79 percent of qualified workers begin collecting retirement benefits at age 62; if that trend continues, there will be a labor shortage that will hinder the economic growth in the twenty-first century.

Older Americans constitute an increasing proportion of the population, according to the U. S. Census Bureau, and the population of those over age 65 will grow by 60% between 2001 and 2020. During the same period, the group aged 18 to 44 will increase by only 4%. Keeping older skilled workers employed, even part time, would increase U. S. economic output and strengthen the tax base; but without significant policy reforms, massive early retirement among baby boomers seems more likely.

Retirement at age 62 is an economically rational decision today. Social Security and Medicaid earnings limits and tax penalties subject our most experienced workers to marginal tax rates as high as 67%. Social Security formulas encourage early retirement. Although incomes usually rise with additional years of work, any pay increases after the 35-year mark result in higher social Security taxes but only small increases in benefits.

Hudson Institute researchers believe that federal tax and benefit policies are at fault and reforms are urgently needed, but they disagree with the popular proposal that much older Americans will have to work because Social Security will not support them and that baby boomers are not saying enough for retirement. According to the increase in 401 (k) and Keogh retirement plans, the ongoing stock market on Wall Street, and the likelihood of large inheritances, there is evidence that baby boomers will reach age 65 with greater financial assets than previous generations.

The Hudson institute advocates reforming government policies that now discourage work and savings, especially for older worker. Among the report's recommendations: Tax half of all Social Security benefits, regardless of other income; provide 8% larger benefits for each year beyond 65; and permit workers nearing retirement to negotiate compensation packages that may include a lower salary but with greater healthcare benefits. However, it may take real and fruitful planning to find the right solution to the early retirement of older experienced workers; any measures taken must be allowed to prolong the serviceability of older experienced workers.

The second paragraph is written chiefly to show that_____.

The early retirement of experienced workers is seriously harming the U. S. economy, according to a new report from the Hudson Institute, a public policy research organization. Currently, many older experienced workers retire at an early age. According to the recently issued statistics, 79 percent of qualified workers begin collecting retirement benefits at age 62; if that trend continues, there will be a labor shortage that will hinder the economic growth in the twenty-first century.

Older Americans constitute an increasing proportion of the population, according to the U. S. Census Bureau, and the population of those over age 65 will grow by 60% between 2001 and 2020. During the same period, the group aged 18 to 44 will increase by only 4%. Keeping older skilled workers employed, even part time, would increase U. S. economic output and strengthen the tax base; but without significant policy reforms, massive early retirement among baby boomers seems more likely.

Retirement at age 62 is an economically rational decision today. Social Security and Medicaid earnings limits and tax penalties subject our most experienced workers to marginal tax rates as high as 67%. Social Security formulas encourage early retirement. Although incomes usually rise with additional years of work, any pay increases after the 35-year mark result in higher social Security taxes but only small increases in benefits.

Hudson Institute researchers believe that federal tax and benefit policies are at fault and reforms are urgently needed, but they disagree with the popular proposal that much older Americans will have to work because Social Security will not support them and that baby boomers are not saying enough for retirement. According to the increase in 401 (k) and Keogh retirement plans, the ongoing stock market on Wall Street, and the likelihood of large inheritances, there is evidence that baby boomers will reach age 65 with greater financial assets than previous generations.

The Hudson institute advocates reforming government policies that now discourage work and savings, especially for older worker. Among the report's recommendations: Tax half of all Social Security benefits, regardless of other income; provide 8% larger benefits for each year beyond 65; and permit workers nearing retirement to negotiate compensation packages that may include a lower salary but with greater healthcare benefits. However, it may take real and fruitful planning to find the right solution to the early retirement of older experienced workers; any measures taken must be allowed to prolong the serviceability of older experienced workers.

When mentioning "the ongoing stock market on Wall Street", the author_____.

The early retirement of experienced workers is seriously harming the U. S. economy, according to a new report from the Hudson Institute, a public policy research organization. Currently, many older experienced workers retire at an early age. According to the recently issued statistics, 79 percent of qualified workers begin collecting retirement benefits at age 62; if that trend continues, there will be a labor shortage that will hinder the economic growth in the twenty-first century.

Older Americans constitute an increasing proportion of the population, according to the U. S. Census Bureau, and the population of those over age 65 will grow by 60% between 2001 and 2020. During the same period, the group aged 18 to 44 will increase by only 4%. Keeping older skilled workers employed, even part time, would increase U. S. economic output and strengthen the tax base; but without significant policy reforms, massive early retirement among baby boomers seems more likely.

Retirement at age 62 is an economically rational decision today. Social Security and Medicaid earnings limits and tax penalties subject our most experienced workers to marginal tax rates as high as 67%. Social Security formulas encourage early retirement. Although incomes usually rise with additional years of work, any pay increases after the 35-year mark result in higher social Security taxes but only small increases in benefits.

Hudson Institute researchers believe that federal tax and benefit policies are at fault and reforms are urgently needed, but they disagree with the popular proposal that much older Americans will have to work because Social Security will not support them and that baby boomers are not saying enough for retirement. According to the increase in 401 (k) and Keogh retirement plans, the ongoing stock market on Wall Street, and the likelihood of large inheritances, there is evidence that baby boomers will reach age 65 with greater financial assets than previous generations.

The Hudson institute advocates reforming government policies that now discourage work and savings, especially for older worker. Among the report's recommendations: Tax half of all Social Security benefits, regardless of other income; provide 8% larger benefits for each year beyond 65; and permit workers nearing retirement to negotiate compensation packages that may include a lower salary but with greater healthcare benefits. However, it may take real and fruitful planning to find the right solution to the early retirement of older experienced workers; any measures taken must be allowed to prolong the serviceability of older experienced workers.

Towards the issue, what the author is most concerned about will be_____.

This week, California legislators received a pair of letters signed by dozens of corporations in support of two bills that would require the state to further reduce its greenhouse gas emissions through 2050. In both letters, the firms say tackling climate change is "one of America's greatest economic opportunities of the 21st century."

Some of these companies you'd expect to see among advocates for stronger environmental policy: Patagonia, the North Face and Ben and Jerry's. But there are also companies less well-known for climate advocacy: Gap and the candy company Mars Inc. signed both letters. eBay and the LA-based homebuilding company KB Home each signed a letter, too. One of the largest corporate supporters of both bills, Dignity Health, California's largest not-for-profit hospital chain, also signed both letters.

California has been at the forefront of climate change-related legislative action. In 2006, it passed The California Global Warming Solutions Act, which required the state by 2020 to reduce its greenhouse gas emissions back down to 1990 levels (about 15 percent below where it would have been if it had continued doing nothing).

With the state on track to reach that goal, these two new bills on deck in the state legislature are pushing for further reform. SB 350 calls for a 50-percent reduction in petroleum use, and a 50-percent increase in energy efficiency in existing buildings, as well as 50-percent of utility power to come from renewable energy by 2030. SB 32 would require the state to further slash greenhouse gas emissions—to 80 percent below 1990 levels—through 2050.

California could save $ 8 billion on health care costs related to respiratory illnesses like asthma if the state meets the goals for 2030 laid out in SB 350, according to Rachelle Reyes Wenger, the director of public policy and community advocacy at Dignity Health.

"Healing requires an environment that lets people have a healthy lifestyle," she told The Huffington Post. "Climate change threatens to undermine 50 years of advancement in population health."

The oil industry, on the other hand, has mounted firm opposition to both bills and there will certainly be upfront costs to changing the way that Californians get their energy. But it's important to think about the cost of inaction as well, says Carol Lee Rawn, the director of the transportation program at the nonprofit advocacy group Ceres.

While cutting down on emissions is costly, California's aggressive stance on curbing them is also bringing it business.

Proterra, a company that makes fully electric buses, is moving much of its corporate staff to California from South Carolina. Proterra CEO Ryan Popple told Huff Post that California's 2006 law allowed alternative energy companies to flourish there.

The purpose of two letters signed by many corporations is to_____.

This week, California legislators received a pair of letters signed by dozens of corporations in support of two bills that would require the state to further reduce its greenhouse gas emissions through 2050. In both letters, the firms say tackling climate change is "one of America's greatest economic opportunities of the 21st century."

Some of these companies you'd expect to see among advocates for stronger environmental policy: Patagonia, the North Face and Ben and Jerry's. But there are also companies less well-known for climate advocacy: Gap and the candy company Mars Inc. signed both letters. eBay and the LA-based homebuilding company KB Home each signed a letter, too. One of the largest corporate supporters of both bills, Dignity Health, California's largest not-for-profit hospital chain, also signed both letters.

California has been at the forefront of climate change-related legislative action. In 2006, it passed The California Global Warming Solutions Act, which required the state by 2020 to reduce its greenhouse gas emissions back down to 1990 levels (about 15 percent below where it would have been if it had continued doing nothing).

With the state on track to reach that goal, these two new bills on deck in the state legislature are pushing for further reform. SB 350 calls for a 50-percent reduction in petroleum use, and a 50-percent increase in energy efficiency in existing buildings, as well as 50-percent of utility power to come from renewable energy by 2030. SB 32 would require the state to further slash greenhouse gas emissions—to 80 percent below 1990 levels—through 2050.

California could save $ 8 billion on health care costs related to respiratory illnesses like asthma if the state meets the goals for 2030 laid out in SB 350, according to Rachelle Reyes Wenger, the director of public policy and community advocacy at Dignity Health.

"Healing requires an environment that lets people have a healthy lifestyle," she told The Huffington Post. "Climate change threatens to undermine 50 years of advancement in population health."

The oil industry, on the other hand, has mounted firm opposition to both bills and there will certainly be upfront costs to changing the way that Californians get their energy. But it's important to think about the cost of inaction as well, says Carol Lee Rawn, the director of the transportation program at the nonprofit advocacy group Ceres.

While cutting down on emissions is costly, California's aggressive stance on curbing them is also bringing it business.

Proterra, a company that makes fully electric buses, is moving much of its corporate staff to California from South Carolina. Proterra CEO Ryan Popple told Huff Post that California's 2006 law allowed alternative energy companies to flourish there.

We can infer from Paragraph 2 that nowadays_____.

This week, California legislators received a pair of letters signed by dozens of corporations in support of two bills that would require the state to further reduce its greenhouse gas emissions through 2050. In both letters, the firms say tackling climate change is "one of America's greatest economic opportunities of the 21st century."

Some of these companies you'd expect to see among advocates for stronger environmental policy: Patagonia, the North Face and Ben and Jerry's. But there are also companies less well-known for climate advocacy: Gap and the candy company Mars Inc. signed both letters. eBay and the LA-based homebuilding company KB Home each signed a letter, too. One of the largest corporate supporters of both bills, Dignity Health, California's largest not-for-profit hospital chain, also signed both letters.

California has been at the forefront of climate change-related legislative action. In 2006, it passed The California Global Warming Solutions Act, which required the state by 2020 to reduce its greenhouse gas emissions back down to 1990 levels (about 15 percent below where it would have been if it had continued doing nothing).

With the state on track to reach that goal, these two new bills on deck in the state legislature are pushing for further reform. SB 350 calls for a 50-percent reduction in petroleum use, and a 50-percent increase in energy efficiency in existing buildings, as well as 50-percent of utility power to come from renewable energy by 2030. SB 32 would require the state to further slash greenhouse gas emissions—to 80 percent below 1990 levels—through 2050.

California could save $ 8 billion on health care costs related to respiratory illnesses like asthma if the state meets the goals for 2030 laid out in SB 350, according to Rachelle Reyes Wenger, the director of public policy and community advocacy at Dignity Health.

"Healing requires an environment that lets people have a healthy lifestyle," she told The Huffington Post. "Climate change threatens to undermine 50 years of advancement in population health."

The oil industry, on the other hand, has mounted firm opposition to both bills and there will certainly be upfront costs to changing the way that Californians get their energy. But it's important to think about the cost of inaction as well, says Carol Lee Rawn, the director of the transportation program at the nonprofit advocacy group Ceres.

While cutting down on emissions is costly, California's aggressive stance on curbing them is also bringing it business.

Proterra, a company that makes fully electric buses, is moving much of its corporate staff to California from South Carolina. Proterra CEO Ryan Popple told Huff Post that California's 2006 law allowed alternative energy companies to flourish there.

According to the text, which of the following is true about The California Global Warming Solutions Act?

This week, California legislators received a pair of letters signed by dozens of corporations in support of two bills that would require the state to further reduce its greenhouse gas emissions through 2050. In both letters, the firms say tackling climate change is "one of America's greatest economic opportunities of the 21st century."

Some of these companies you'd expect to see among advocates for stronger environmental policy: Patagonia, the North Face and Ben and Jerry's. But there are also companies less well-known for climate advocacy: Gap and the candy company Mars Inc. signed both letters. eBay and the LA-based homebuilding company KB Home each signed a letter, too. One of the largest corporate supporters of both bills, Dignity Health, California's largest not-for-profit hospital chain, also signed both letters.

California has been at the forefront of climate change-related legislative action. In 2006, it passed The California Global Warming Solutions Act, which required the state by 2020 to reduce its greenhouse gas emissions back down to 1990 levels (about 15 percent below where it would have been if it had continued doing nothing).

With the state on track to reach that goal, these two new bills on deck in the state legislature are pushing for further reform. SB 350 calls for a 50-percent reduction in petroleum use, and a 50-percent increase in energy efficiency in existing buildings, as well as 50-percent of utility power to come from renewable energy by 2030. SB 32 would require the state to further slash greenhouse gas emissions—to 80 percent below 1990 levels—through 2050.

California could save $ 8 billion on health care costs related to respiratory illnesses like asthma if the state meets the goals for 2030 laid out in SB 350, according to Rachelle Reyes Wenger, the director of public policy and community advocacy at Dignity Health.

"Healing requires an environment that lets people have a healthy lifestyle," she told The Huffington Post. "Climate change threatens to undermine 50 years of advancement in population health."

The oil industry, on the other hand, has mounted firm opposition to both bills and there will certainly be upfront costs to changing the way that Californians get their energy. But it's important to think about the cost of inaction as well, says Carol Lee Rawn, the director of the transportation program at the nonprofit advocacy group Ceres.

While cutting down on emissions is costly, California's aggressive stance on curbing them is also bringing it business.

Proterra, a company that makes fully electric buses, is moving much of its corporate staff to California from South Carolina. Proterra CEO Ryan Popple told Huff Post that California's 2006 law allowed alternative energy companies to flourish there.

According to Rachelle Reyes Wenger, to reach the goals of SB 350_____.

This week, California legislators received a pair of letters signed by dozens of corporations in support of two bills that would require the state to further reduce its greenhouse gas emissions through 2050. In both letters, the firms say tackling climate change is "one of America's greatest economic opportunities of the 21st century."

Some of these companies you'd expect to see among advocates for stronger environmental policy: Patagonia, the North Face and Ben and Jerry's. But there are also companies less well-known for climate advocacy: Gap and the candy company Mars Inc. signed both letters. eBay and the LA-based homebuilding company KB Home each signed a letter, too. One of the largest corporate supporters of both bills, Dignity Health, California's largest not-for-profit hospital chain, also signed both letters.

California has been at the forefront of climate change-related legislative action. In 2006, it passed The California Global Warming Solutions Act, which required the state by 2020 to reduce its greenhouse gas emissions back down to 1990 levels (about 15 percent below where it would have been if it had continued doing nothing).

With the state on track to reach that goal, these two new bills on deck in the state legislature are pushing for further reform. SB 350 calls for a 50-percent reduction in petroleum use, and a 50-percent increase in energy efficiency in existing buildings, as well as 50-percent of utility power to come from renewable energy by 2030. SB 32 would require the state to further slash greenhouse gas emissions—to 80 percent below 1990 levels—through 2050.

California could save $ 8 billion on health care costs related to respiratory illnesses like asthma if the state meets the goals for 2030 laid out in SB 350, according to Rachelle Reyes Wenger, the director of public policy and community advocacy at Dignity Health.

"Healing requires an environment that lets people have a healthy lifestyle," she told The Huffington Post. "Climate change threatens to undermine 50 years of advancement in population health."

The oil industry, on the other hand, has mounted firm opposition to both bills and there will certainly be upfront costs to changing the way that Californians get their energy. But it's important to think about the cost of inaction as well, says Carol Lee Rawn, the director of the transportation program at the nonprofit advocacy group Ceres.

While cutting down on emissions is costly, California's aggressive stance on curbing them is also bringing it business.

Proterra, a company that makes fully electric buses, is moving much of its corporate staff to California from South Carolina. Proterra CEO Ryan Popple told Huff Post that California's 2006 law allowed alternative energy companies to flourish there.

By the example of the company Proterra in the last paragraph, the author intends to show_____.

The transition to adulthood is difficult. Rapid physical growth begins in early adolescence－typically between the ages of 9 and 13－and thought processes start to take on adult characteristics. Many youngsters find these changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest by simply keeping an open line of communication and

preparing for change before it occurs. The main issues that arise during adolescence are:

41._____.

A child's self-worth is particularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that they're not as good as other people, that they are failures, losers, ugly or unintelligent.

42._____.

Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction is great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite－loud and angry－in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness.

43._____.

Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing and frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult adolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs help. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.

44._____.

There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.

45._____.

Adolescence marks a period of increasing independence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up— and for parents, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people examine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their parents, discovering them on their own enables the young person to develop a sense of integrity.

Although adolescence will present challenges for young people and their parents, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.

_____.

The transition to adulthood is difficult. Rapid physical growth begins in early adolescence－typically between the ages of 9 and 13－and thought processes start to take on adult characteristics. Many youngsters find these changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest by simply keeping an open line of communication and

preparing for change before it occurs. The main issues that arise during adolescence are:

41._____.

A child's self-worth is particularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that they're not as good as other people, that they are failures, losers, ugly or unintelligent.

42._____.

Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction is great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite－loud and angry－in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness.

43._____.

Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing and frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult adolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs help. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.

44._____.

There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.

45._____.

Adolescence marks a period of increasing independence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up— and for parents, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people examine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their parents, discovering them on their own enables the young person to develop a sense of integrity.

Although adolescence will present challenges for young people and their parents, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.

_____.

The transition to adulthood is difficult. Rapid physical growth begins in early adolescence－typically between the ages of 9 and 13－and thought processes start to take on adult characteristics. Many youngsters find these changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest by simply keeping an open line of communication and

preparing for change before it occurs. The main issues that arise during adolescence are:

41._____.

A child's self-worth is particularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that they're not as good as other people, that they are failures, losers, ugly or unintelligent.

42._____.

Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction is great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite－loud and angry－in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness.

43._____.

Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing and frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult adolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs help. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.

44._____.

There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.

45._____.

Adolescence marks a period of increasing independence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up— and for parents, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people examine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their parents, discovering them on their own enables the young person to develop a sense of integrity.

Although adolescence will present challenges for young people and their parents, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.

_____.

The transition to adulthood is difficult. Rapid physical growth begins in early adolescence－typically between the ages of 9 and 13－and thought processes start to take on adult characteristics. Many youngsters find these changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest by simply keeping an open line of communication and

preparing for change before it occurs. The main issues that arise during adolescence are:

41._____.

A child's self-worth is particularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that they're not as good as other people, that they are failures, losers, ugly or unintelligent.

42._____.

Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction is great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite－loud and angry－in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness.

43._____.

Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing and frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult adolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs help. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.

44._____.

There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.

45._____.

Adolescence marks a period of increasing independence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up— and for parents, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people examine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their parents, discovering them on their own enables the young person to develop a sense of integrity.

Although adolescence will present challenges for young people and their parents, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.

_____.

The transition to adulthood is difficult. Rapid physical growth begins in early adolescence－typically between the ages of 9 and 13－and thought processes start to take on adult characteristics. Many youngsters find these changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest by simply keeping an open line of communication and

preparing for change before it occurs. The main issues that arise during adolescence are:

41._____.

A child's self-worth is particularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that they're not as good as other people, that they are failures, losers, ugly or unintelligent.

42._____.

Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction is great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite－loud and angry－in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness.

43._____.

Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing and frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult adolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs help. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.

44._____.

There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.

45._____.

Adolescence marks a period of increasing independence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up— and for parents, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people examine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their parents, discovering them on their own enables the young person to develop a sense of integrity.

Although adolescence will present challenges for young people and their parents, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.

_____.

Getting a proper amount of rest is absolutely essential for building your energy resources. If you frequently work far into the night or have a poor sleep, it stands to reason that you may start to feel a little run down. Though everybody is different, most people need at least seven to eight hours of sleep per night in order to function at their best.

If you have been lacking energy, try going to bed earlier at night. If you can wake up feeling well-rested, it will be an indication that you are starting to get an appropriate amount of sleep at night. If you sleep more than eight hours every night but still don't feel energetic, you may actually be getting too much sleep.

Once in a while, you are bound to have nights where you don't get an adequate amount of sleep. When your schedule permits you can also consider taking a short sleep during the day, for sometimes taking a nap is the perfect way to recharge your batteries.

Directions:

You bought a digital camera in a store last week, and you have found that there is something wrong with it. Write a letter to the store manager to explain the problem, express your complaints and suggest a solution.

You should write about 100 words on ANSWER SHEET 2.

Do not sign your own name at the end of the letter. Use “Li Ming” instead.

Do not write the address.

Directions:

Write an essay based on the following chart, in which you should

1) describe the chart and

2) state your opinions drawn from it.

You should write about 150 words neatly on the ANSWER SHEET.