2#风井更换主扇期间末端水泵房应急措施
高职英语2课文翻译
Unit31.It’s importa nt to know your objecti ves on a busines s trip,and to set out with those goals in mind and how toaccompl ish them.But along the way,somethi ng ratheramazing happens when you travelon busines s.You may go to some prettyamazing places,and get chances to see thingsyou would have never soughtout on your own.翻译：了解出差的目的，出发时牢记目标并清楚如何达成目标，这些都是很重要的。
但在途中也会发生一些有趣的事情。
你可能会去到一些令人惊叹的地方，有机会看到你自己可能永远都发现不了的东西。
s s.There are times when you have complet ed your work and 2.Busines s trips don’t have to be all about busine,attract ions and good food.The first resourc e to find out what is reallyyou can take in some of the local colorn g is the locals. If you go to a faraway town to conduct busines s cool to enjoy in the city or town you are visitiwith a partner or vendor, they are often more than happy to show you the lay of the land and what is fun to see and do in the town.翻译：商务旅行不必都是生意。
2用英语怎么写
1.2用英文怎么写2的英文是two。
词汇分析音标：英[tuː] 美 [tu]释义：n. 两个adj. 两个的num. 二短语Two Whatevers 两个凡是Two Women 烽火母女泪；两个女人；战地两女性；两女Two Cops 特警冤家；两个警察；锄暴特警；两个刑警Two Soldiers 两个士兵；两名士兵；同胞兄弟；幽默英语故事两名士兵Two Lamps 两盏巨灯Perfect Two 新天生一对；天生一对；咸菜贤才大贤永才例句1、They teamed Class One with Class Two.他们将一班和二班编成一队。
我们用两个师包围了这座城市。
3、We talked about two hours, but he hedged over my questions.我们用两个师包围了这座城市。
4、Working together for two months welded them into a group.在一起工作两个月使他们形成了一个团体。
5、He died two months ago.他两个月前去世了。
2.2的英文怎么写2的英文是two。
two英 [tu：] 美 [tu]n. 两个；两个东西；两点钟；一对；adj. 两个的；我同；num. 两个；第二；二；双语例句1. It's a long way to go for two people in their seventies.对于两个七十几岁的人来说，这段路太远了。
他在那儿的时候体重下降了2英石。
3. I undid the bottom two buttons of my yellow and grey shirt.我解开了自己黄灰相间的衬衫上最下面的两个纽扣。
4. It would be difficult to find two men who were more dissimilar.很难找到彼此间差异更大的人了。
2氧化镁化学式
2氧化镁化学式《2氧化镁化学式》嘿，同学们！今天咱们来好好唠唠这个氧化镁的化学式MgO，虽然看起来就这么简单的两个字母和一个数字，但这里面包含的化学知识可不少呢！首先，咱们得说说这个氧化镁是怎么形成的，这就涉及到化学键啦。
化学键就像是原子之间的小钩子，把原子们紧紧地连在一起。
在氧化镁里呢，是离子键在起作用。
咱可以把离子键想象成带正电和带负电的原子像超强磁铁般吸在一起。
镁原子（Mg）它容易失去2个电子，就变成了带2个正电荷的镁离子（Mg²⁺），而氧原子（O）呢，它特别想得到2个电子，于是就变成了带2个负电荷的氧离子（O²⁻）。
这一个带正电，一个带负电，就像磁铁的正负极一样，“嗖”的一下就吸到一块儿了，形成了氧化镁（MgO）。
再来说说化学平衡，这就好比是一场拔河比赛。
把反应物看成是一队人，生成物看成是另一队人。
在反应开始的时候，反应物这边人多力量大，就一个劲儿地往生成物那边转化，这就是正反应。
但是随着生成物这边的人越来越多，它们又会往反应物那边转化，这就是逆反应。
当两边转化的速度一样快的时候，就像拔河两边力量相等了，谁也拉不动谁了，这时候就是达到了化学平衡状态，反应物和生成物的浓度也就不再变化了。
不过呢，这个平衡也不是一成不变的，如果我们改变一些条件，就像拔河的时候一方突然来了几个帮手，这个平衡就会被打破，然后又会重新建立新的平衡。
那分子的极性又是什么呢？咱们可以把分子想象成小磁针。
就拿水来说，水是极性分子，它就像一个小磁针一样，氧一端像磁针南极带负电，氢一端像北极带正电。
而二氧化碳就不一样了，二氧化碳是直线对称的分子，就像一个两边一样重的扁担，两边的力量相互抵消了，所以它是非极性分子，就没有像小磁针那样有一端带正电一端带负电的情况。
接着讲讲配位化合物吧。
配位化合物就像是一场聚会，中心离子就是这个聚会的主角，而配体呢，就像是来参加聚会的小伙伴，不过这些小伙伴有个特殊的本事，就是能提供孤对电子来和主角共享。
全新版大学英语(第二版)综合教程2课文背诵段落原文及翻译
11 To restore balance to my life, I force myself back into the real world. I call people, arrange to meet with the few remaining friends who haven't fled New York City. I try to at least get to the gym, so as to set apart the weekend from the rest of my week. I arrange interviews for stories, doctor's appointments -- anything to get me out of the house and connected with others.
13 However, I do not want to overstate my case. There is enormous creativity to be found in Chinese scientific, technological and artistic innovations past and present. And there is a danger of exaggerating creative breakthroughs in the West. When any innovation is examined closely, its reliance on previous achievements is all too apparent (the "standing on the shoulders of giants" phenomenon).
周边地面 2
周边地面——对没有地下室的建筑指底层房间外墙内侧两米范围内的地面。
对有地下室埋墙的建筑，指从室外地面和埋墙的交线算起向下两米内为周边地面。
非周边地面——对没有地下室的房间指底层地面中周边地面以外的部分。
有地下室埋墙的建筑，非周边地面指埋墙和地面面积的和减去从室外地面和埋墙交线算起向下两米的面积。
关于周边地面和非周边地面的几点说明1．周边地面和非周边地面的定义周边地面指距外墙内表面2m以内的地面，其余部分划为非周边地面。
位于室外地面以下的外墙（地下室外墙）应从与室外地面相平的墙壁算起，往下2m范围内为周边地面，其余部分划为非周边地面。
2．节能标准中对周边地面和非周边地面传热阻的计算《民用建筑节能设计标准》（采暖居住部分）JGJ26-95和《公共建筑节能设计标准》GB50189-2005对周边地面和非周边地面热阻采用了不同的计算方法，应分别对待。
A) 居住建筑：换热阻计算依据来源于《供热工程》（贺平孙刚编著）。
由于室内热量通过地面传到室外的路程长短不同，即热阻值不同，靠近外墙的室内地面，距离室外路程短，热阻值小，传热量大，反之远离外墙的地面热阻值大，传热量小，离外墙8m以远的地面，传热量基本不变。
基于上述情况，在工程上一般采用近似方法计算，把地面沿外墙平行的方向分成四个计算地带（每2m为一个地带，8m以外地面按第四地带考虑），如图1示。
1) 对于贴土非保温地面（组成地面的各层材料导热系数λ都大于1.16W/m?℃），各地带的传热系数和换热阻如下：周边地面传热系数限值为0.52 W / m2·℃地区，考虑到非保温地面第一地带（周边地面）的传热系数为0.47 W / m2·℃，小于限值0.5 2W / m2·℃,可不做保温；非周边地面（第二、三、四地带）不做保温时传热系数最大值为0.23 W / m2·℃,小于限值0.3 W / m2·℃，同样也能满足非周边地面限值的要求。
现代大学英语中级写作(上)_Unit 2
No mistakes
Questions to think about Is this a directive or informative process
analysis? It is an informative process analysis giving the history of Liquid Paper. What is the central idea of the essay? Is the thesis statement presented or implied? The central idea is how Liquid Paper was invented and how it became a big business. The thesis statement is implied.
What is Process Analysis?
• A process analysis(PA) is a step-by-step explanation of how to do something , or how something works/ is done or made, or how something happened.
2的书写方法
2的书写方法在日常生活中，我们经常会涉及到数字2的书写。
无论是在学习、工作还是生活中，正确的书写方法都是非常重要的。
下面，我们就来详细了解一下数字2的书写方法。
首先，我们要明确数字2的基本形态。
数字2是阿拉伯数字中的一个，它的基本形态是一个弯曲的弧线，上面有一个小圆圈。
这是我们最常见的数字2的书写形式，也是最标准的书写形式。
在书写时，我们需要注意保持数字2的整体形状，保持圆润、匀称，不要出现歪斜、变形等情况。
其次，我们要注意数字2的书写顺序。
在书写数字2时，一般是从上到下、从左到右的书写顺序。
首先画出数字2的上半部分的曲线，然后再画下半部分的曲线，最后在上半部分的曲线上方画一个小圆圈。
这样的书写顺序可以帮助我们更好地掌握数字2的书写方法，保持数字的整体形状和美观度。
除了基本形态和书写顺序外，我们还需要了解数字2的书写规范。
在正式的文件、文书、报告中，数字2的书写需要符合一定的规范。
一般来说，数字2要与其他数字保持一致的字体、大小和风格，以保持整个文档的统一性和美观度。
在手写时，我们也需要注意字迹工整、规范，避免出现潦草、模糊的情况。
此外，数字2的书写还需要注意与其他数字的区分。
在一些情况下，数字2可能会与字母z混淆，因此在书写时要特别小心，确保数字2的书写清晰可辨，不会引起误解。
总的来说，正确的数字2的书写方法对我们的学习、工作和生活都是非常重要的。
通过掌握数字2的基本形态、书写顺序和书写规范，我们能够更好地书写出整洁、规范的数字2，提高书写质量，避免出现错误和混淆。
希望大家能够重视数字2的书写方法，不断提升自己的书写水平，为自己的学习和工作增添亮点。
2021 年全国硕士研究生入学统一考试英语(二)试题真题(打印版)
2021 年全国硕士研究生入学统一考试英语(二)试题Section I Use of EnglishDirections:Read the following text.Choose the best word(s) for each numberedblank and mark A,B, C or D on ANSWER SHEET 1. (10 points)Section Reading ComprehensionPart ADirections:Read the following four texts.Answer the questions below each textby choosing A, B, C, or D. Mark your answers on ANSWER SHEET 1.(40 points)Reskilling is something that sounds like a buzzword but is actually arequirement if we plan to have a future where a lot of would-beworkers do not get left behind.. We know we are moving into a period where the jobs in demandwill change rapidly, as will the requirements of the jobs that remain.Research by the WEF detailed in the Harvard Business Review, findsthat on average 42 per cent of the core skills " within job roles willchange by 2022. That is a very short timeline, so we can onlyimagine what the changes will be further in the future.The question of who should pay for reskilling is a thorny one Forindividual companies, the temptation is always to let go of workerswhose skills are no longer demand and replace them with thosewhose skills are.That does not always happen.AT&T is often given asthe gold standard of a company who decided to do a massivereskilling program rather than go with a fire-and-hire strategy.ultimatelyretraining 18,000employees. Prepandemic,othercompanies including Amazon and Disney had also pledged to createtheir own plans. When the skills mismatch is in the broader economythough, the focus usually turns to government to handle. Efforts inCanada and elsewhere have been arguably languid at best, and havegiven us a situation where we frequently hear of employers beggingfor workers even at times and In regionswhere unemployment is high.With the pandemic, unemployment is veryhigh indeed. In February,at 3.5 per cent and 5.5 per cent respectively,unemployment rates inCanada and the United States were at generational lows and workershortages were everywhere.As of May, those rates had spiked up to13.3 per cent and 13.7 per cent, and although many worker shortageshad disappeared, not all had done so. In the medical field, to take anobvious example,the pandemic meant that there were still clearshortages of doctors, nurses and other medical personnelOf course, it is not like you can take an unemployed waiter andtrain him to be a doctor in a few weeks, no matter who pays for it.Buteven if you cannot close that gap, maybe you can close others, anddoing so would be to the benefit of all concerned That seems to bethe case in Sweden, where the pandemickick-started a retrainingprogram where business as well as government had a role.Reskiling in this way would be challenging in a North Americancontext. You can easily imagine a chorus of"you cant do that,"because teachers or nurses or whoever have special skills, and usingany support staff who has been quickly trained is bound to end indisaster. Maybe. Or maybe it is something that can work 'ell inSweden,with its history of co-operation between business,labourand government, but not in North Americawhere our history is verydifferent. Then again, maybe it is akin to wartime, when extraordinarythings take place, but it is business as usualafter the fact.And yet, asin war the pandemic is teaching us that many things, including rapidreskilling, can be done if there is a will to do them. In any case,Swedens work force is now more skilled, in more things,and moreflexible than it was before.Of course, reskilling programs, whether for pandemic needs or thepostpandemic world,are expensive and at a time when everyonesbudgets are lean this may not be the time to implement them.Thenagain,extending income support programs to get us through thenext months is expensive, too, to say nothing of the cost of having aswath of long-term unemployed in thePOST-COVID years Given that,perhaps we should think hard about whether the pandemic canjump-start us to a place where reskilling becomes much more than abuzzword.B.PreDaacancies for the unemplovo teau.e1C. Retrain their cabin staff for better servicesD.finance their staff' s college educationText 2When Microsoft bought task managennent app Wunderlist andmobile calendar Sunrise in 2015, it pickecup two newcomers thatwere attracting considerable buzz in Silicon Valley. Microsoft' s ownOffice dominates the market for"productivity"software, but thestart-ups represented a new wave of technology designed from theground up for the smartphone world.Both apps, however, were later scrapped, after Microsoft said it hadused their best features in its own productsTheir teams of engineersstayed on, making them two of the many" acqui-hires"that thebiggest companies have used to feed their insatiable hunger for techtalent.To Microsoft’ s critics,the fates of Wunderlist and Sunrise areexamples of a remorseless drive by Big Tech to chew up anyinnovative companies that lie in their path. " They bought theseedlings and closed them down,"complained Paul Arnold, a partnerat San Francisco-based Switch Ventures, putting paid to businessesthat might one day turn into competitors. Microsoft declined tccomment.Like other start-up investors,Mr Arnold ' s own business oftendepends on selling start-ups to larger tech companies,though headmits to mixed feelings about the result:"I think these things aregood for me, if I put my selfish hat on. But are they good for theAmerican economy? I don' t know.”The US Federal Trade Commission says it wants to find the answerto that question. This week, it asked the five most valuable US techcompanies for information about their many smallacquisitions ovelthe past decade. Although only a research project at this stage, therequest has raised the prospect of regulators wading into early-stagetech markets that until now have been beyond their reach.Given their combined market value of more than $5.5tn,riflingthrough such small deals —many of them much less prominent thanwunderlist and Sunrise —might seem beside the point. Betweenthem,the five companies (Apple，Microsoft,Google，Amazon andFacebook) have spent an average of only $3.4bn a year on sub-$1bnacquisitions over the past five years a drop in the ocean compared with their massive financial reserves, and the more than$130bn of venture capital that was invested in the US last year.However, critics say that the big companies use such deals to buytheir most threatening potential competitcrs before their businesseshave a chance to gain momentum, in some cases as part of a"buyand kill" tactic to simply close them down31. What is true about Wuderlist and sunrise after their acquisitionsA.Their market values declined.B. Their tech features improvedC. Their engineers were retainedD. Their products werere-priced.32. Microsoft's critics believe that the big tech companies tend toA. ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors.33. Paul Arnold is concerned that small acquisitions miahtA. harm the national economyB. worsen market competitionC. discourage start-up investorsD.weaken big tech companies.34. The US Federal Trade Commission intend toA. examine small acquisitionsB. limit Big Tech'’ s expansionC. supervise start-ups’operationsD.encourage research collaboration35. For the five biggest tech companies, their small acquisition haveA. brought little financial pressureB. raised few management challengesC.set an example for future dealsD. generated considerable profitsText 4we're fairly good at judging people based on first impressions,thin slices of experience ranging from a glimpse of a photo to afive-minute interaction, and deliberation can be not only extraneousbut intrusive. In one study of the ability she dubbed"thin slicing,"the late psychologist Nalini Ambady asked participants to watchsilent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly withstudents’ end-of-semester ratings.Another set of participants had tccount backward from 1,000 by nines as they watched the clips,occupying their conratings were just asaccurate, demonstrie social processing.Critically, anotherninute writing downreasons for their Jjudgment,betore giving the rating. Accuracydropped dramatically. Ambady suspected that deliberation focusedthem on vivid but misleading cues,such as certain gestures orutterances, rather than letting the complex interplay of subtle signalsform a holistic impression. She found similar interference whenparticipants watched 15-second clips of pairs of people and judgedwhether they were strangers, friends, or dating partners.Other research shows we' re better at detecting deception andsexual orientation from thin slices when we rely on intuition insteadof reflection.“It' s as if you' re driving a stick shift," says Judith Hall,a psychologist at Northeastern University,"and if you start thinkingabout it too much, you can' t remember what you’ re doing. But if yougo on automatic pilot, you' re fine. Much of our social life is like that."Thinking too much can also harm our ability to form preferencesCollege students' ratings of strawberry jams and college coursesaligned better with experts' opinions when the students weren'tasked to analyze their rationale. And peoplemadecar-buyingdecisions that were both objectively better and more personallysatisfying when asked to focus on their feelings rather than on details,but only if the decision was complex — when they had a lot o1information to process.Intuition ' s special powers are unleashed only in certaincircumstances. In one study, participants completed a battery of eighttasks, including four that tapped reflective thinking (discerning rules,comprehending vocabulary) and four that tapped intuition andcreativity (generating new products or figures of speech).Then theyrated the degree to which they had used intuition ( "gut feelings,""hunches,"“my heart”). Use of their gut hurt their performance onthe first four tasks,as expected, and helped them on the restSometimes the heart is smarter than the head.36. Nalini Ambabys study deals with_A. instructor student interactionB.the power of people's memoryC. the reliability of first impressionsD.People’s ability to influence others37. In Ambaby ' s study,rating accuracydropped whenparticipants_A. gave the rating in limited timeB. focused on specific detailsC. watched shorter video clipsD. discussed with on another38.Judith Hall mentions driving to mention that_A. memory can be selectiveB.reflection can be distractingC. social skills must be cultivatedD. deception is difficult to detect39. When you are making complex decisions, it is advisable to_A. follow your feelingsB. list your preferencesc. seek expert adviceD.collect enough data40.(缺)Directions:In the following article, some sentences have been removed. FotQuestions 41—45, choose the most suitable one from the list A—G tcfit into each of the numbered blanks.There are two extra choiceswhich do not fit in any of the blanks. Mark your answers on ANSWERSHEET 1.(10 points)A. Stay calmB. Stay humbleC. Don’t make judgmentsD.Be realistic about the risksE. Decide whether to waitF.Ask permission to disagreeG. Identify a shared goalHow to Disagree with Someone More Powerful than YouYour boss proposes a new initiative you think won' t work.Youlsenior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has morepower than you do? How do you decide whether it’s worth speakingup? And if you do, what exactly should you say? Here' s how tcdisagree with someone more powerful than you.41.You may decide it' s best to hold off on voicing your opinion.Maybe you haven’t finished thinking the problem through, the wholediscussion was a surprise to you, or you want to get a clearer sense oiwhat the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking—all the things that wouldmake the disagreement stronger or more valid. It's also a good ideato delay the conversation if you' re in a meeting or other public space.Discussing the issue in private will make the powerful person feel lessthreatened.42.Before you share your thoughts,think about what the powerfulperson cares aboutit may be "the credibility of their team orgetting a project done on time. You' re more likely to be heard if youcan connect your disagreement to a higher purpose.When you dospeak up, don' t assume the link will be clear. You’ ll want to state itovertly, contextualizing your statements so that you' re seen not as adisagreeable underling but as a colleague whos trying to advance ashared goal. The discussion will then become more like a chess gamethan a boxing match.43.This step may sound overly deferential, but it' s a smart way to givethe powerful person psychological safety and control. You can saysomething like,“I know we seem to be moving toward a first-quartercommitment here.I have reasons to think that won' t work.T d like to lay out my reasoning. Would that be OK?"This gives the person achoice,allowing them to verbally opt in.And, assuming they say yes.it willmake, you feel more confidentabout voicing yourdisagreement.44._You might feel your heart racing or your face turning red, but dcwhatever you can to remain neutral in both your words and actions,When your body language communicates reluctance or anxiety,itundercuts the message. Itsends a mixed message, and yourcounterpart gets to choose what to read. Deep breaths can help, ascan speaking more slowly and deliberately. When we feel panicky wetend to talk louder and faster. Simply slowing the pace and talking inan even tone helps the other person calm down and does the samefor you. It also makes you seem confident, even if you aren't.45._Emphasize that you're offering your opinion, not gospel truth. Itmay be a well-informed, well-researched opinion, but it' s still anopinion, my talk tentatively and slightly understate your confidence.Instead of saying something like, " If we set an end-of-quarterdeadline, we'll never make it,:" say,“This is just my opinion, but ldon't see how we will make that deadline." Having asserted yourposition(as a position，not as a fact) demonstrate equal curiosityabout other views.Remind the person that this is your point of view,and then invite critique. Be open to hearing other opinions.Part CDirections:Translate the following text into Chinese. Write your translation onthe ANSWER SHEET. (10 points)We tend to think that friends and family members are our biggestsource of connection, laughter and warmth . While that may well betrue, researchers have also recently found that interacting withstrangers actually brings a boost in mood and feelings of belongingthat we didn't expect.In one series of studies,researchers instructed Chicago- areacommuters using publictransportation to strike up a conversationwith someone near them. On average,participants who followed thisinstruction felt better than those who had been told to stand or sit insilence.The researchers also argued that when we shy away fromcasual interactions with strangers,It is often due to a misplacedanxiety that they might not want to talk to us. Much of the time,however, this belief is false . As it tums outmany people are actuallyperfectly wiling to talk- and may even beflattered to receive yourattention .Section m WritinPart A51. Directions:Suppose you are organising an online meeting. Write an email to Jackan international student.(1) invite him to participate,and(2) tell him the detailsYou should write neatly on ANSWER SHEET 2.Do not sign your own name at the end of the e-mail. Use " LiMing"instead.Do not write the address. (10 points)Part B52.Directions:Write an essay based on chart below. In your writing,you should(1) interpret the chart,and(2) give your commentsYou should write about 150words on theANSWERhave a chance to gain momentum, in some cases as part of a"buyand kill" tactic to simply close them down31. What is true about Wuderlist and sunrise after their acquisitionsA.Their market values declined.B. Their tech features improvedC. Their engineers were retainedD. Their products werere-priced.32. Microsoft's critics believe that the big tech companies tend toA. ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors.33. Paul Arnold is concerned that small acquisitions miahtA. harm the national economyB. worsen market competitionC. discourage start-up investorsD.weaken big tech companies.34. The US Federal Trade Commission intend toA. examine small acquisitionsB. limit Big Tech'’ s expansionC. supervise start-ups’operationsD.encourage research collaboration35. For the five biggest tech companies, their small acquisition haveA. brought little financial pressureB. raised few management challengesC.set an example for future dealsD. generated considerable profitsText 4we're fairly good at judging people based on first impressions,thin slices of experience ranging from a glimpse of a photo to afive-minute interaction, and deliberation can be not only extraneousbut intrusive. In one study of the ability she dubbed"thin slicing,"the late psychologist Nalini Ambady asked participants to watchsilent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly withstudents’ end-of-semester ratings.Another set of participants had tccount backward from 1,000 by nines as they watched the clips,occupying their conratings were just asaccurate, demonstrie social processing.Critically, anotherninute writing downreasons for their Jjudgment,betore giving the rating. Accuracydropped dramatically. Ambady suspected that deliberation focusedthem on vivid but misleading cues,such as certain gestures orutterances, rather than letting the complex interplay of subtle signalsform a holistic impression. She found similar interference whenparticipants watched 15-second clips of pairs of people and judgedwhether they were strangers, friends, or dating partners.Other research shows we' re better at detecting deception andsexual orientation from thin slices when we rely on intuition insteadof reflection.“It' s as if you' re driving a stick shift," says Judith Hall,a psychologist at Northeastern University,"and if you start thinkingabout it too much, you can' t remember what you’ re doing. But if yougo on automatic pilot, you' re fine. Much of our social life is like that."Thinking too much can also harm our ability to form preferencesCollege students' ratings of strawberry jams and college coursesaligned better with experts' opinions when the students weren'tasked to analyze their rationale. And people madecar-buyingdecisions that were both objectively better and more personallysatisfying when asked to focus on their feelings rather than on details,but only if the decision was complex — when they had a lot o1information to process.Intuition ' s special powers are unleashed only in certaincircumstances. In one study, participants completed a battery of eighttasks, including four that tapped reflective thinking (discerning rules,comprehending vocabulary) and four that tapped intuition andcreativity (generating new products or figures of speech).Then theyrated the degree to which they had used intuition ( "gut feelings,""hunches,"“my heart”). Use of their gut hurt their performance onthe first four tasks,as expected, and helped them on the restSometimes the heart is smarter than the head.36. Nalini Ambabys study deals with_A. instructor student interactionB.the power of people's memoryC. the reliability of first impressionsD.People’s ability to influence others37. In Ambaby ' s study,rating accuracydropped whenparticipants_A. gave the rating in limited timeB. focused on specific detailsC. watched shorter video clipsD. discussed with on another38.Judith Hall mentions driving to mention that_A. memory can be selectiveB.reflection can be distractingC. social skills must be cultivatedD. deception is difficult to detect39. When you are making complex decisions, it is advisable to_A. follow your feelingsB. list your preferencesc. seek expert adviceD.collect enough data40.(缺)Directions:In the following article, some sentences have been removed. FotQuestions 41—45, choose the most suitable one from the list A—G tcfit into each of the numbered blanks.There are two extra choiceswhich do not fit in any of the blanks. Mark your answers on ANSWERSHEET 1.(10 points)A. Stay calmB. Stay humbleC. Don’t make judgmentsD.Be realistic about the risksE. Decide whether to waitF.Ask permission to disagreeG. Identify a shared goalHow to Disagree with Someone More Powerful than YouYour boss proposes a new initiative you think won' t work.Youlsenior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has morepower than you do? How do you decide whether it’s worth speakingup? And if you do, what exactly should you say? Here' s how tcdisagree with someone more powerful than you.41.You may decide it' s best to hold off on voicing your opinion.Maybe you haven’t finished thinking the problem through, the wholediscussion was a surprise to you, or you want to get a clearer sense oiwhat the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking—all the things that wouldmake the disagreement stronger or more valid. It's also a good ideato delay the conversation if you' re in a meeting or other public space.Discussing the issue in private will make the powerful person feel lessthreatened.42.Before you share your thoughts,think about what the powerfulperson cares aboutit may be "the credibility of their team orgetting a project done on time. You' re more likely to be heard if youcan connect your disagreement to a higher purpose.When you dospeak up, don' t assume the link will be clear. You’ ll want to state itovertly, contextualizing your statements so that you' re seen not as adisagreeable underling but as a colleague whos trying to advance ashared goal. The discussion will then become more like a chess gamethan a boxing match.43.This step may sound overly deferential, but it' s a smart way to givethe powerful person psychological safety and control. You can saysomething like,“I know we seem to be moving toward a first-quartercommitment here.I have reasons to think that won' t work.T d like to lay out my reasoning. Would that be OK?"This gives the person achoice,allowing them to verbally opt in.And, assuming they say yes.it willmake, you feel more confidentabout voicing yourdisagreement.44._You might feel your heart racing or your face turning red, but dcwhatever you can to remain neutral in both your words and actions,When your body language communicates reluctance or anxiety,itundercuts the message. Itsends a mixed message, and yourcounterpart gets to choose what to read. Deep breaths can help, ascan speaking more slowly and deliberately. When we feel panicky wetend to talk louder and faster. Simply slowing the pace and talking inan even tone helps the other person calm down and does the samefor you. It also makes you seem confident, even if you aren't.45._Emphasize that you're offering your opinion, not gospel truth. Itmay be a well-informed, well-researched opinion, but it' s still anopinion, my talk tentatively and slightly understate your confidence.Instead of saying something like, " If we set an end-of-quarterdeadline, we'll never make it,:" say,“This is just my opinion, but ldon't see how we will make that deadline." Havingasserted yourposition(as a position，not as a fact) demonstrate equal curiosityabout other views.Remind the person that this is your point of view,and then invite critique. Be open to hearing other opinions.Part CDirections:Translate the following text into Chinese. Write your translation onthe ANSWER SHEET. (10 points)We tend to think that friends and family members are our biggestsource of connection, laughter and warmth . While that may well betrue, researchers have also recently found that interacting withstrangers actually brings a boost in mood and feelings of belongingthat we didn't expect.In one series of studies,researchers instructed Chicago- areacommuters using public transportation to strike up a conversationwith someone near them. On average,participants who followed thisinstruction felt better than those who had been told to stand or sit insilence.The researchers also argued that when we shy away fromcasual interactions with strangers,It is often due to a misplacedanxiety that they might not want to talk to us. Much of the time,however, this belief is false . As it tums outmany people are actuallyperfectly wiling to talk- and may even beflattered to receive yourattention .Section m WritinPart A51.Directions:Suppose you are organising an online meeting. Write an email to Jackan international student.(1)invite him to participate,and(2) tell him the detailsYou should write neatly on ANSWER SHEET 2.Do not sign your own name at the end of the e-mail. Use " LiMing"instead.Do not write the address. (10 points)Part B52.Directions:Write an essay based on chart below. In your writing,you should(1) interpret the chart,and (2)give your commentsYou should write about 150words on theANSWERSHEET.(15points)60.0%,50.0% ,4.0%s30.0N)23.9%20.ogsy,10.0gy .px.hep.0.0%。
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2#风井更换主扇期间
六采区末端水泵房应急保障措施
根据矿井生产风量增加需要，需对2#风井主扇进行更换，计划从11月27日开始拆除2#风井2#主扇，处理风机下方基础，为保障2#主扇拆除期间六采区末端水泵房的安全运行，特制定此安全技术措施。
一、六采区末端水泵房概述
六采区末端水仓仓容4800m3，安装4台D450-60×5水泵，配备2趟Φ273mm管路，一趟Φ250mm管路排至2号风井底水仓，最大排水能力900m3/h。
主要承担六采区末端出水点的排放。
六采区末端水仓现有仓容1700 m3，出水点现涌水量观测为150 m³/h，末端水仓仓容能满足出水点8小时的正常涌水。
二、停电8小时内的保障措施
1、主扇更换前要对六采区中部直排系统进行检查，保证水泵完好，地
面供电系统能正常运行，保证采区出水的应急
2、末端水泵房排水人员要在2#风井换主扇特殊期间，对水仓水位进行
时时观测，水位达到0.5米时就要进行排水，不能等水位上升至0.8米进行排水，保证水位经常稳定在0.5以下。
3、因供电故障10分钟内无法正常启动水泵时，调度室电话通知机电维
运区排水人员撤离至自然通风点。
4、人员撤离前要对水泵房内水泵、水位监测器、开关等设备进行检查，
保证水泵完好、水位监测器读数正常、开关能正常开停。
5、六采区末端水泵房水位监测器最低水位指数0.3米，机电维运区贯
彻学习更换主扇期间特殊管理规定，要求六采区末端泵房排水水位排至最低水位0.3米，水位显示在0.5米正常开泵排水，（六采区末端水位最高显示
0.8米为红色蓄满警戒），六采区末端水仓蓄水时长4小时，
6、六采区末端水泵房水淹小井后涌入泵房水位到达0.8米高度不影响
水泵正常运行，水泵房0.80米下预计可蓄水1小时。
超过0.8米后将造成水泵无法运行。
三、停电超过8小时的保障措施
1、2#风井更换主扇前可对末端水泵房备用水泵提前移至六采区四联巷，
末端水泵房保证两台水泵运行，满足水仓的正常排水。
2、停电超过8小时后水位上涨造成末端水泵房淹巷，水位涨至标高+247
时，预计末端联巷可蓄水1296m3，可蓄水时长8小时。
3、停电时间延长水位上涨至标高+259以下时，六采区皮带巷、六采区
右回风巷预计可蓄水9840 m3，蓄水时长65小时。
4、2#风井更换主扇前，可对2-603采空区闭墙进行破孔释放有毒有害
气体，采空区内有毒有害气体稀释后可破闭。
停电时长超过8小时后，末端水泵房淹巷，可通过泄水巷引入2-603采空区，预计采空区可蓄水容积1380000 m3，蓄水时长9200小时。
四、恢复运行程序
1、主扇恢复运行前必须掌握矿井总回瓦斯情况，通过瓦斯监控系统进行查看，当瓦斯监控系统上传中断后必须查看中断前的瓦斯最高浓度，分析判断目前瓦斯浓度，当瓦斯浓度小于1.0％时经指挥部同意开启主扇，否则严禁主扇运行。
当瓦斯浓度超过 1.0％时指挥部决定矿井是否现采取主扇反转降低回风巷中的
瓦斯浓度后在恢复主扇正常运转。
2、主扇恢复运行后，在往井下各变电所送电时，首先由瓦检员携带光瓦对各变电所内的瓦斯情况进行检查并汇报调度室，在瓦斯浓度小于0.5％具备送点条件后，由调度室通知恢复井下各变电所内供电，在恢复变电所供电期间，优先考虑恢复瓦斯监控系统、移动抽采泵站、六采区末端水泵房供电。
3、恢复供电后瓦检员要携带光瓦、一氧化碳及硫化氢检测器，对水泵房进行有毒有害气体检测，各项数据达标后，排水人员进入水泵房检查水泵、水位监测器、开关情况，各项设备完好后方可进行开泵排水。
4、停电时长超过8小时恢复送电送风时，矿井要启动《李雅庄煤矿水灾事故应急预案》，对六采区末端进行应急排水，当水位下降至小井后要及时连接备用水泵，保证水位不在持续上涨。
5、2-603回采面通过应急排水泵进行采空区排水，水位下降至安全区后可撤离设备，进行封闭。
五、避灾路线
六采区末端水泵房—六采区皮带巷—2#站台—主井—地面
2#风井更换主扇期间
六采区末端水泵房应急保障措施
总工程师：
机电矿长：
安全矿长：
地质副总：
机电科：
通风区：
地测科：
编制：
日期：2017年12月5日。