【文章內(nèi)容簡介】 nformation in the passage, which of the following is LEAST likely to occur as a result of animal’s intuitive awareness of quantities?　　A. A pigeon is more attracted by a box containing two pieces of food than by a box containing one piece.　　B. When asked by its trainer how old it is, a monkey holds up five fingers.　　C. When one of its four kittens crawls away, a mother cat misses it and searches for the missing kitten.　　D. A lion follows one antelope instead of a herd of antelopes because it is easier to hunt a single prey.解析：　　　　文章中介紹了某些動物很驚人的數(shù)字能力。但是無論怎樣，他們對數(shù)字的感覺也只是一種本能。　　　　作者舉這個例子是為了證明他所提出的某些動物能夠認(rèn)知某些東西的數(shù)量?！　　　「鶕?jù)上下文以及我們的常識，觀察動物的習(xí)性是需要很長時間，而且應(yīng)該是隱蔽的。　　　　It has also been noted by naturalist that a certain type of wasp always provides fivenever four, never sixcaterpillars for each of their eggs?！　　　hen asked by its trainer how old it is, a monkey holds up five ，都只是一種反復(fù)訓(xùn)練之后的一種本能的反映。而不是真正的說出他的年齡. The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their daybyday tactical maneuvers, these senior executives rely on what is vaguely termed “intuition” to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise。 and to integrate action into the process of thinking.　　Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality。 others view it as an excuse for capriciousness.　　Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform welllearned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and handson experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an “Aha!” experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass indepth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.　　One of the implications of the intuitive style of executive management is that “thinking” is inseparable from acting. Since managers often “know” what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their panies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.　　Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more plete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.　　1. According to the text, senior managers use intuition in all of the following ways EXCEPT to　　[A] speed up of the creation of a solution to a problem.　　[B] identify a problem.　　[C] bring together disparate facts.　　[D] stipulate clear goals.　　2. The text suggests which of the following about the “writers on management” mentioned in line 1, paragraph 2?　　[A] They have criticized managers for not following the classical rational model of decision analysis.　　[B] They have not based their analyses on a sufficiently large sample of actual managers.　　[C] They have relied in drawing their conclusions on what managers say rather than on what managers