【文章內(nèi)容簡(jiǎn)介】 must be made to achieve a modal shift. Such a change cannot be achieved overnight, all the less so after over half a century of constant deterioration in favour of road. This has reached such a pitch that today rail freight services are facing marginalisation, with just 8% of market share, and with international goods trains struggling along at an average speed of 18km/h. Three possible options have emerged.G The first approach would consist of focusing on road transport solely through pricing. This option would not be acpanied by plementary measures in the other modes of transport. In the short term it might curb the growth in road transport through the better loading ratio of goods vehicles and occupancy rates of passenger vehicles expected as a result of the increase in the price of transport. However, the lack of measures available to revitalise other modes of transport would make it impossible for more sustainable modes of transport to take up the baton.H The second approach also concentrates on road transport pricing but is acpanied by measures to increase the efficiency of the other modes (better quality of services, logistics, technology). However, this approach does not include investment in new infrastructure, nor does it guarantee better regional cohesion. It could help to achieve greater uncoupling than the first approach, but road transport would keep the lion’s share of the market and continue to concentrate on saturated arteries, despite being the most polluting of the modes. It is therefore not enough to guarantee the necessary shift of the balance.I The third approach, which is not new, prises a series of measures ranging from pricing to revitalising alternative modes of transport and targeting investment in the transEuropean network. This integrated approach would allow the market shares of the other modes to return to their 1998 levels and thus make a shift of balance. It is far more ambitious than it looks, bearing in mind the historical imbalance in favour of roads for the last fifty years, but would achieve a marked break in the link between road transport growth and economic growth, without placing restrictions on the mobility of people and goods.Questions 2226Do the following statements agree with the information given in Reading Passage 2?In boxes 2226 on your answer sheet, writeTRUE if the statement agrees with the informationFALSE if the statement contradicts the informationNOT GIVEN if there is no information on this22 The need for transport is growing, despite technological developments.23 To reduce production costs, some industries have been moved closer to their relevant consumers.24 Cars are prohibitively expensive in some EU candidate countries.25 The Gothenburg European Council was set up 30 years ago.26 By the end of this decade, CO2 emissions from transport are predicted to reach 739 billion tonnes.READING PASSAGE 3You should spend about 20 minutes on Questions 2740, which are based on Reading Passage 3 below.The psychology of innovationWhy are so few panies truly innovative?Innovation is key to business survival, and panies put substantial resources into inspiring employees to develop new ideas. There are, nevertheless, people working in luxurious, stateoftheart centres designed to stimulate innovation who find that their environment doesn’t make them feel at all creative. And there are those who don’t have a budget, or much space, but who innovate successfully.For Robert B. Cialdini, Professor of Psychology at Arizona State University, one reason that panies don’t succeed as often as they should is that innovation starts with recruitment. Research shows that the fit between an employee’s values and a pany’s values makes a difference to what contribution they make and whether, two years after they join, they’re still at the pany. Studies at Harvard Business School show that, although some individuals may be more creative than others, almost every individual can be creative in the right circumstances.One of the most famous photographs in the story of rock’n’roll emphasises Cialdini’s views. The 1956 picture of singers Elvis Presley, Carl Perkins, Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in Memphis tells a hidden story. Sun’s ‘milliondollar quartet’ could have been a quintet. Missing from the picture is Roy Orbison, a greater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to revolutionise popular music with songs that fused black and white music, and country and blues. Presley, Cash, Perkins and Lewis instinctively understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the goal, and only ever achieved one hit with the Sun label.The value fit matters, says Cialdini, because innovation is, in part, a process of change, and under that pressure we, as a species, behave differently, ‘When things change, we are hardwired to play it safe.’ Managers should therefore adopt an approach that appears counterintuitive they should explain what stands to be lost if the pany fails to seize a particular opportunity. Studies show that we invariably take more gambles when threatened with a loss than when offered a reward.Managing innovation is a delicate art. It’s easy for a pany to be pulled in conflicting directions as the marketing, product development, and finance departments each get different feedback from different sets of people. And without a system which ensures collaborative exchanges within the pany, it’s also easy for small ‘pockets of innovation’ to disappear. Innovation is a contact sport. You can’t brief people just by saying, ‘We’re going in this direction and I’m going to take you with me.’Cialdini believes that this ‘followtheleader syndrome’ is dangerous, not least because it encourages bosses to go it alone. ‘It’s been scientifically proven that three people will be better than one at s