Yesterday, after telling my brother, Rhys, and me to stop playing like wild animals, Mom went to take a bath. We were having a pillow fight when 　36 one hit a vase. Mom 　37 the loud crash. Wasting no time, she came 　38 into the room. I was sure that she was going to shout at us, but instead she just knelt by the 39 and began to cry.

　 This made Rhys and me feel pretty 　40 . We went over and put our arms around her, and she explained to us why she was so upset. In the pieces 　41 a broken glass rose, one petal (花瓣)gone, which was given by Dad on their first wedding anniversary. Dad had said that if he ever forgot to bring flowers home 　42 an anniversary in the future, Mom was to look at that one. It was like their love—it would last a 　43 .

　 We began crying, and 　44 to glue it. But Mom said that wouldn’t really fix it. 　45 it had been broken, the 　46 of the “limited edition” had reduced. As Mom 　47 began to pick up the mess, we tried everything we could think of to　 48 her up, but even our best funny faces didn’t 　49 . Tears kept coming down her cheeks. Everything was picked up. Seeing Mom going back to the bath, I 　50 her and put both hands on her shoulders, saying, “All things can be 　51 ，Mom. The only thing that cannot be broken is our 　52 . It’s the only thing that can never be broken. ”

　 Mom hugged me very tightly and 　53 smiled. After dinner that night, Mom glued the petal back onto the rose. Then she softly said, “My rose is truly unique. Its tiny damage reminds me of 　54 more important：the realization that love 　55　 forever. ”

36. A. gradually　　　　　　　　　　　　　　　　　　　　　　　 B. suddenly

C. surprisingly　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. immediately

37. A. caused　　　　　　　　　　　　　　　　　　　　　　　　　 B. witnessed

C. heard　　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. ignored

38. A. dressing　　　　　　　　　　　　　　　　　　　　　　　　 B. shouting

C. flying　　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. crying

39. A. pieces　　　　　　　　 B. vase　　　　　　　　　　　　 C. pillow　　　　　　　 D. ground

40. A. disappointed　　　　　　　　　　　　　　　　　 B. angry

C. awful　　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. sensitive

41. A. grew　　　　　　　　 B. lay　　　　　　　　　　　　　 C. stood　　　　　　　 D. existed

42. A. for　　　　　　　　　　　　　 B. in　　　　　　　　　　 C. from　　　　　　　　 D. by

43. A. decade　　　　　　　 B. year　　　　　　　　　　　　 C. season　　　　　　　　　　 D. lifetime

44. A. offered　　　　　　　　　　　　　　　　　　　　　　　　 B. supported

C. pretended　　　　　　　　　　　　　　　　　　　　　　　　　 D. agreed

45. A. Just as　　　　　　　　　　　　　　　　　　　　　　　　　 B. In case

C. Now that　　　　　　　　　　　　　　　　　　　　　　　　　　 D. Even though

46. A. price　　　　　　　　　 B. wealth　　　　　　　 C. value　　　　　　　　 D. treasure

47. A. skillfully　　　　　　 B. hopefully　　　　　 C. kindly　　　　　　　 D. slowly

48. A. cheer　　　　　　　　 B. make　　　　　　　　 C. light　　　　　　　　 D. get

49. A. smile　　　　　　　　 B. work　　　　　　　　 C. show　　　　　　　 D. say

50. A. prevented　　　　　　　　　　　　　　　　　　　　　　　 B. stopped

C. kept　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. followed

51. A. destroyed　　　　　　　　　　　　　　　　　　　　　　　 B. mended

C. improved　　　　　　　　　　　　　　　　　　　　　　　　　　 D. broken

52. A. friendship　　　　　　　　　　　　 　　　　　　　　　　 B. honesty

C. love　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. happiness

53. A. finally　　　　　　　　　　　　　　　　　　　　　　　　　 B. quickly

C. confidently　　　　　　　　　　　　　　　　　　　　　　　　 D. immediately

54. A. anything　　　　　　　　　　　　　　　　　　　　　　　　 B. something

C. nothing　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　 D. everything

55. A. changes　　　　　　　　　　 B. appears　　　　　　　　　 C. lasts　　　　　　　　　　　　 D. keeps

　　Even plant can run a fever, especially when they’re under attack by insects or disease. But unlike human, plants can have their temperature taken from 3, 000 feet away - straight up. A decade ago, adopting the infrared （红外线）scanning technology developed for military purposes and other satellites, physicist Stephen Paley came up with a quick way to take the temperature of crops to determine which ones are under stress. The goal was to let farmers precisely target pesticide （杀虫剂）spraying rather than rain poison on a whole field, which invariably includes plants that don’t have pest （害虫）problems.
　　Even better, Paley’s Remote Scanning Services Company could detect crop problems before they became visible to the eye. Mounted on a plane flown at 3, 000 feet at night, an infrared scanner measured the heat emitted by crops. The data were transformed into a color - coded map showing where plants were running“ fevers”. Farmers could then spot - spray, using 50 to 70 percent less pesticide than they otherwise would.
　　The bad news is that Paley’s company closed down in 1984, after only three years. Farmers resisted the new technology and long - term backers were hard to find. But with the renewed concern about pesticides on produce, and refinements in infrared scanning, Paley hopes to get back into operation. Agriculture experts have no doubt the technology works. “This technique can be used on 75 percent of agricultural land in the United States, ” says George Oerther of Texas A & M. Ray Jackson , who recently retired from the Department of Agriculture, thinks remote infrared crop scanning could be adopted by the end of the decade. But only ff Paley finds the financial backing which he failed to obtain 10 years ago.
　56．Plants will emit an increased amount of heat when they are________.
　　A. sprayed with pesticides     B. facing an infrared scanner
　　C. in poor physical condition   D. exposed to excessive sun rays
　57．In order to apply pesticide spraying precisely, we can use infrared scanning to________.
　　A. estimate the damage to the crops    B. measure the size of the affected area
　　C. draw a color -coded map          D. locate the problem area
　58．Farmers can save a considerable amount of pesticide by________.
　　A. resorting to spot – spraying   B. consulting infrared scanning experts
　　C. transforming poisoned rain    D. detecting crop problems at an early stage
　59．The application of infrared scanning technology to agriculture met with some difficulties________.,
　　A. the lack of official support        B. its high cost
　　C. the lack of financial support      D. its failure to help increase production
　60．Infrared scanning technology may be brought back into operation because of________.
　　A. the desire of farmers to improve the quality of their produce
　　B. growing concern about the excessive use of pesticides on crops
　　C. the forceful promotion by the Department of Agriculture
　　D. full support from agricultural experts

　　Even plant can run a fever, especially when they’re under attack by insects or disease. But unlike human, plants can have their temperature taken from 3, 000 feet away - straight up. A decade ago, adopting the infrared （红外线）scanning technology developed for military purposes and other satellites, physicist Stephen Paley came up with a quick way to take the temperature of crops to determine which ones are under stress. The goal was to let farmers precisely target pesticide （杀虫剂）spraying rather than rain poison on a whole field, which invariably includes plants that don’t have pest （害虫）problems.

　　Even better, Paley’s Remote Scanning Services Company could detect crop problems before they became visible to the eye. Mounted on a plane flown at 3, 000 feet at night, an infrared scanner measured the heat emitted by crops. The data were transformed into a color - coded map showing where plants were running“ fevers”. Farmers could then spot - spray, using 50 to 70 percent less pesticide than they otherwise would.

　　The bad news is that Paley’s company closed down in 1984, after only three years. Farmers resisted the new technology and long - term backers were hard to find. But with the renewed concern about pesticides on produce, and refinements in infrared scanning, Paley hopes to get back into operation. Agriculture experts have no doubt the technology works. “This technique can be used on 75 percent of agricultural land in the United States, ” says George Oerther of Texas A & M. Ray Jackson , who recently retired from the Department of Agriculture, thinks remote infrared crop scanning could be adopted by the end of the decade. But only ff Paley finds the financial backing which he failed to obtain 10 years ago.

　56．Plants will emit an increased amount of heat when they are________.

　　A. sprayed with pesticides     B. facing an infrared scanner

　　C. in poor physical condition   D. exposed to excessive sun rays

　57．In order to apply pesticide spraying precisely, we can use infrared scanning to________.

　　A. estimate the damage to the crops    B. measure the size of the affected area

　　C. draw a color -coded map          D. locate the problem area

　58．Farmers can save a considerable amount of pesticide by________.

　　A. resorting to spot – spraying   B. consulting infrared scanning experts

　　C. transforming poisoned rain    D. detecting crop problems at an early stage

　59．The application of infrared scanning technology to agriculture met with some difficulties________.,

　　A. the lack of official support        B. its high cost

　　C. the lack of financial support      D. its failure to help increase production

　60．Infrared scanning technology may be brought back into operation because of________.

　　A. the desire of farmers to improve the quality of their produce

　　B. growing concern about the excessive use of pesticides on crops

　　C. the forceful promotion by the Department of Agriculture

　　D. full support from agricultural experts

When Should a Leader Apologize and When Not？

Why Difficult？

When we wrong someone we know，even not intentionally，we are generally expected to apologize so as to improve the situation. But when we’re acting as leaders，the circumstances are different. The act of apology is carried out not only at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart，or it can be stupid. So，readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmony—while an apology that is too little，too late，or too obviously strategic can bring on individual and institutional ruin. What，then，is to be done？How can leaders decide if and when to apologize publicly？

Why Now？

The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so，the United States in particular has developed an apology culture—apologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles，cartoons，advice columns，and radio and television programs have similarly dealt with the subject of private apologies.

Why Bother？

Why do we apologize？Why do we ever put ourselves in situations likely to be difficult，embarrassing，and even risky？Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind，their individual and institutional reputations are in danger. Clearly，then，leaders should not apologize often or lightly. For a leader to express apology，there needs to be a good，strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.

Why Refuse？

Why is it that leaders so often refuse to apologize，even when a public apology seems to be in order？Their reasons can be individual or institutional. Because leaders are public figures，their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that the admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations，as we shall see，but it is a high-risk strategy.

―→·Public apology is much more than a(an)   　72　    act.

·It’s no    　73　   job to strike a balance between apologizing or not.

·Apologies not    　74　    offered can bring on individual and institutional ruin.

―→     ·In an    　76　， admission of all sorts of wrongdoings is more required than before.

·The    　77　  of public apologies has been widely reported in the mass media.

―→ ·Being public figures， leaders are supposed to appear    　78　.

·There needs to be a sufficient reason for a leader to    　79　    in public.―→ ·Making apologies is likely to be personally uncomfortable and   　80　.

·Admission of a mistake or wrongdoing will probably do    　81　   to their organization.