推荐等级：
发布时间： 2021-12-24 11:23
扫码用手机做题
When you're promoted to a new job,chere are a lot of relationships that need recalibrating.You have a new boss,new direct reports,and,important.ly,a new set of peers.How can you show you have what it takes to be their equal wilhout appearing arrogant?How do you break out of the mentee/mentor dynamic?And what should you do abouL that one colleague who doesn't take you seriously?1.Congratulations on your promotion-now you need to prove you're worthy of it in the eyes of those who have known you as an underling."Any time you change your role or you get promoted,there's a change in the rules of engagement,"says Amy Jen Su,managing part.ner of Paravis Partners and coauthor of own the Room.She recommends staying focused on the long term.Your peer group"represents a potentially powerful coalition,"she says."They are your sounding boards and sources of support."Michael Watkins,the chairman of Genesis Advisers,a professor at IMD says"You need to fundamentally reset how people see you."2."It's understandable that you may feel vulnerable and insecure,"around your new peers-especially at first,says Watkins."You are stepping up to the big leagues."You may even suffer from a touch of imposter syndrome.But you mustn't let self-doubc get the better of you.And don't assume the worst.It's highly likely that these people"weighed in on your promotion"and believe you are up to the task,adds Jen Su."They see you as qualified and capable and ready for the job."Try not to get consumed by actively"tiying to prove yourself"to your new peer group,she says.3.Be confident-but not overconfident.Othewise you risk being seen as"too big for your boots,"says Watkins.Think about"how you want to be.perceived"by your peers,and"how they will form opinions"of you,says Wackins.Go in with a collaborative mindset."You want to be viewed as a person can work with,"he says.Your goal is to demonstrace that"you're someone with a depth of knowledge but who also wants to learn and help."Project competence."Show conviction;"but be humble about it."Don't,be deferential;be appropriately respectful."4.When you're the new kid on the block,it's"incumbent on you"to reach out to your colleagues and try to get to know them,says Watkins.Upon starting the job,he recommends scheduling"a series of one-on-ones"with your new peers and talk abouc how you will best work together going fonvard."These conversations needn't be confined to conference rooms or cubicles,adds Jen Su.She suggests inviting them out for coffee or lunch-"there's huge value to spending informal time with your colleagues batting ideas around."Your objective is to become a"good thought partner"to your peers."Seek to understand their perspectives,"she says."Ask for their input-not because you need t.heir permission,but because you appreciate their counsel."5.Recasting your professional persona takes time and your colleagues'opinions of you may not shift ovemight.Be preparecl,too,that cerlain Tough cookies on your team might try to test your mettle.whaTever you do,"don't take it personally,"says Jen Su."The more you let this person get under your skin,the more they will poke you."Watkins recommends"cultivating a Thick skin and setting boundaries"of what are you and aren't willing to do."Otherwise you risk getting run over."It's also important that you not lose sight of the relationships that matter most."What your peers think about you is important,but what your boss thinks about you is very important."
3选？
本题解析：
这段指出,两个专家建议要自信,但不要过于自信。否则你有可能被看作“太自负”,要让自己成为可以合作的人,要表现出自己的能力。由此可知,该段主要建议为,“表现出自己职业性的一面”。故此处小标题为[C]Project professionalism
When you're promoted to a new job,chere are a lot of relationships that need recalibrating.You have a new boss,new direct reports,and,important.ly,a new set of peers.How can you show you have what it takes to be their equal wilhout appearing arrogant?How do you break out of the mentee/mentor dynamic?And what should you do abouL that one colleague who doesn't take you seriously?1.Congratulations on your promotion-now you need to prove you're worthy of it in the eyes of those who have known you as an underling."Any time you change your role or you get promoted,there's a change in the rules of engagement,"says Amy Jen Su,managing part.ner of Paravis Partners and coauthor of own the Room.She recommends staying focused on the long term.Your peer group"represents a potentially powerful coalition,"she says."They are your sounding boards and sources of support."Michael Watkins,the chairman of Genesis Advisers,a professor at IMD says"You need to fundamentally reset how people see you."2."It's understandable that you may feel vulnerable and insecure,"around your new peers-especially at first,says Watkins."You are stepping up to the big leagues."You may even suffer from a touch of imposter syndrome.But you mustn't let self-doubc get the better of you.And don't assume the worst.It's highly likely that these people"weighed in on your promotion"and believe you are up to the task,adds Jen Su."They see you as qualified and capable and ready for the job."Try not to get consumed by actively"tiying to prove yourself"to your new peer group,she says.3.Be confident-but not overconfident.Othewise you risk being seen as"too big for your boots,"says Watkins.Think about"how you want to be.perceived"by your peers,and"how they will form opinions"of you,says Wackins.Go in with a collaborative mindset."You want to be viewed as a person can work with,"he says.Your goal is to demonstrace that"you're someone with a depth of knowledge but who also wants to learn and help."Project competence."Show conviction;"but be humble about it."Don't,be deferential;be appropriately respectful."4.When you're the new kid on the block,it's"incumbent on you"to reach out to your colleagues and try to get to know them,says Watkins.Upon starting the job,he recommends scheduling"a series of one-on-ones"with your new peers and talk abouc how you will best work together going fonvard."These conversations needn't be confined to conference rooms or cubicles,adds Jen Su.She suggests inviting them out for coffee or lunch-"there's huge value to spending informal time with your colleagues batting ideas around."Your objective is to become a"good thought partner"to your peers."Seek to understand their perspectives,"she says."Ask for their input-not because you need t.heir permission,but because you appreciate their counsel."5.Recasting your professional persona takes time and your colleagues'opinions of you may not shift ovemight.Be preparecl,too,that cerlain Tough cookies on your team might try to test your mettle.whaTever you do,"don't take it personally,"says Jen Su."The more you let this person get under your skin,the more they will poke you."Watkins recommends"cultivating a Thick skin and setting boundaries"of what are you and aren't willing to do."Otherwise you risk getting run over."It's also important that you not lose sight of the relationships that matter most."What your peers think about you is important,but what your boss thinks about you is very important."
4选？
本题解析：
这段的建议主要指出,如果你是新人,要主动联系你的同事,并试着去了解他们。由此可知,这个建议是要和同事打好关系。故[B]Build bridges为正确答案。
When you're promoted to a new job,chere are a lot of relationships that need recalibrating.You have a new boss,new direct reports,and,important.ly,a new set of peers.How can you show you have what it takes to be their equal wilhout appearing arrogant?How do you break out of the mentee/mentor dynamic?And what should you do abouL that one colleague who doesn't take you seriously?1.Congratulations on your promotion-now you need to prove you're worthy of it in the eyes of those who have known you as an underling."Any time you change your role or you get promoted,there's a change in the rules of engagement,"says Amy Jen Su,managing part.ner of Paravis Partners and coauthor of own the Room.She recommends staying focused on the long term.Your peer group"represents a potentially powerful coalition,"she says."They are your sounding boards and sources of support."Michael Watkins,the chairman of Genesis Advisers,a professor at IMD says"You need to fundamentally reset how people see you."2."It's understandable that you may feel vulnerable and insecure,"around your new peers-especially at first,says Watkins."You are stepping up to the big leagues."You may even suffer from a touch of imposter syndrome.But you mustn't let self-doubc get the better of you.And don't assume the worst.It's highly likely that these people"weighed in on your promotion"and believe you are up to the task,adds Jen Su."They see you as qualified and capable and ready for the job."Try not to get consumed by actively"tiying to prove yourself"to your new peer group,she says.3.Be confident-but not overconfident.Othewise you risk being seen as"too big for your boots,"says Watkins.Think about"how you want to be.perceived"by your peers,and"how they will form opinions"of you,says Wackins.Go in with a collaborative mindset."You want to be viewed as a person can work with,"he says.Your goal is to demonstrace that"you're someone with a depth of knowledge but who also wants to learn and help."Project competence."Show conviction;"but be humble about it."Don't,be deferential;be appropriately respectful."4.When you're the new kid on the block,it's"incumbent on you"to reach out to your colleagues and try to get to know them,says Watkins.Upon starting the job,he recommends scheduling"a series of one-on-ones"with your new peers and talk abouc how you will best work together going fonvard."These conversations needn't be confined to conference rooms or cubicles,adds Jen Su.She suggests inviting them out for coffee or lunch-"there's huge value to spending informal time with your colleagues batting ideas around."Your objective is to become a"good thought partner"to your peers."Seek to understand their perspectives,"she says."Ask for their input-not because you need t.heir permission,but because you appreciate their counsel."5.Recasting your professional persona takes time and your colleagues'opinions of you may not shift ovemight.Be preparecl,too,that cerlain Tough cookies on your team might try to test your mettle.whaTever you do,"don't take it personally,"says Jen Su."The more you let this person get under your skin,the more they will poke you."Watkins recommends"cultivating a Thick skin and setting boundaries"of what are you and aren't willing to do."Otherwise you risk getting run over."It's also important that you not lose sight of the relationships that matter most."What your peers think about you is important,but what your boss thinks about you is very important."
5选？
本题解析：
这段指出,重塑你的职业形象是需要时间的,你的同事对你的看法可能不会在一夜之间改变,所以要作好思想准备,有耐心打长久战。故[A]Be patient为正确答案。
When you're promoted to a new job,chere are a lot of relationships that need recalibrating.You have a new boss,new direct reports,and,important.ly,a new set of peers.How can you show you have what it takes to be their equal wilhout appearing arrogant?How do you break out of the mentee/mentor dynamic?And what should you do abouL that one colleague who doesn't take you seriously?1.Congratulations on your promotion-now you need to prove you're worthy of it in the eyes of those who have known you as an underling."Any time you change your role or you get promoted,there's a change in the rules of engagement,"says Amy Jen Su,managing part.ner of Paravis Partners and coauthor of own the Room.She recommends staying focused on the long term.Your peer group"represents a potentially powerful coalition,"she says."They are your sounding boards and sources of support."Michael Watkins,the chairman of Genesis Advisers,a professor at IMD says"You need to fundamentally reset how people see you."2."It's understandable that you may feel vulnerable and insecure,"around your new peers-especially at first,says Watkins."You are stepping up to the big leagues."You may even suffer from a touch of imposter syndrome.But you mustn't let self-doubc get the better of you.And don't assume the worst.It's highly likely that these people"weighed in on your promotion"and believe you are up to the task,adds Jen Su."They see you as qualified and capable and ready for the job."Try not to get consumed by actively"tiying to prove yourself"to your new peer group,she says.3.Be confident-but not overconfident.Othewise you risk being seen as"too big for your boots,"says Watkins.Think about"how you want to be.perceived"by your peers,and"how they will form opinions"of you,says Wackins.Go in with a collaborative mindset."You want to be viewed as a person can work with,"he says.Your goal is to demonstrace that"you're someone with a depth of knowledge but who also wants to learn and help."Project competence."Show conviction;"but be humble about it."Don't,be deferential;be appropriately respectful."4.When you're the new kid on the block,it's"incumbent on you"to reach out to your colleagues and try to get to know them,says Watkins.Upon starting the job,he recommends scheduling"a series of one-on-ones"with your new peers and talk abouc how you will best work together going fonvard."These conversations needn't be confined to conference rooms or cubicles,adds Jen Su.She suggests inviting them out for coffee or lunch-"there's huge value to spending informal time with your colleagues batting ideas around."Your objective is to become a"good thought partner"to your peers."Seek to understand their perspectives,"she says."Ask for their input-not because you need t.heir permission,but because you appreciate their counsel."5 Recasting your professional persona takes time and your colleagues'opinions of you may not shift ovemight.Be preparecl,too,that cerlain Tough cookies on your team might try to test your mettle.whaTever you do,"don't take it personally,"says Jen Su."The more you let this person get under your skin,the more they will poke you."Watkins recommends"cultivating a Thick skin and setting boundaries"of what are you and aren't willing to do."Otherwise you risk getting run over."It's also important that you not lose sight of the relationships that matter most."What your peers think about you is important,but what your boss thinks about you is very important."
1选？
本题解析：
该段落指出,几个专家,即艾米·简·苏和迈克尔·沃特金斯对于这个问题的看法。由此可知,本段主旨是专家的意见,故选[G]What the experts say
When you're promoted to a new job,chere are a lot of relationships that need recalibrating.You have a new boss,new direct reports,and,important.ly,a new set of peers.How can you show you have what it takes to be their equal wilhout appearing arrogant?How do you break out of the mentee/mentor dynamic?And what should you do abouL that one colleague who doesn't take you seriously?1.Congratulations on your promotion-now you need to prove you're worthy of it in the eyes of those who have known you as an underling."Any time you change your role or you get promoted,there's a change in the rules of engagement,"says Amy Jen Su,managing part.ner of Paravis Partners and coauthor of own the Room.She recommends staying focused on the long term.Your peer group"represents a potentially powerful coalition,"she says."They are your sounding boards and sources of support."Michael Watkins,the chairman of Genesis Advisers,a professor at IMD says"You need to fundamentally reset how people see you."2."It's understandable that you may feel vulnerable and insecure,"around your new peers-especially at first,says Watkins."You are stepping up to the big leagues."You may even suffer from a touch of imposter syndrome.But you mustn't let self-doubc get the better of you.And don't assume the worst.It's highly likely that these people"weighed in on your promotion"and believe you are up to the task,adds Jen Su."They see you as qualified and capable and ready for the job."Try not to get consumed by actively"tiying to prove yourself"to your new peer group,she says.3.Be confident-but not overconfident.Othewise you risk being seen as"too big for your boots,"says Watkins.Think about"how you want to be.perceived"by your peers,and"how they will form opinions"of you,says Wackins.Go in with a collaborative mindset."You want to be viewed as a person can work with,"he says.Your goal is to demonstrace that"you're someone with a depth of knowledge but who also wants to learn and help."Project competence."Show conviction;"but be humble about it."Don't,be deferential;be appropriately respectful."4.When you're the new kid on the block,it's"incumbent on you"to reach out to your colleagues and try to get to know them,says Watkins.Upon starting the job,he recommends scheduling"a series of one-on-ones"with your new peers and talk abouc how you will best work together going fonvard."These conversations needn't be confined to conference rooms or cubicles,adds Jen Su.She suggests inviting them out for coffee or lunch-"there's huge value to spending informal time with your colleagues batting ideas around."Your objective is to become a"good thought partner"to your peers."Seek to understand their perspectives,"she says."Ask for their input-not because you need t.heir permission,but because you appreciate their counsel."5.Recasting your professional persona takes time and your colleagues'opinions of you may not shift ovemight.Be preparecl,too,that cerlain Tough cookies on your team might try to test your mettle.whaTever you do,"don't take it personally,"says Jen Su."The more you let this person get under your skin,the more they will poke you."Watkins recommends"cultivating a Thick skin and setting boundaries"of what are you and aren't willing to do."Otherwise you risk getting run over."It's also important that you not lose sight of the relationships that matter most."What your peers think about you is important,but what your boss thinks about you is very important."
2选？
本题解析：
第二段指出,两个专家都认为,在刚刚晋升的时候,你可能会感到不安全。但不能因此自我怀疑,要尽可能得更自信。由此可知,该段主要建议是“要自信,积极乐观”。能反映这一点的小标题只有[D]Think posilively
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
Which of the following sliould be considered in the new social COJitract according to the last paragraph?
本题解析：
细节题。根据题干信息可定位到最后一段。
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
Which of the following could be a proper tide for the passage?
本题解析：
主旨题。主旨题定位到主体词和主题句。正确答案必须包含主体词:new social contract
Food in France is always political.Marie-Antoinette ran into trouble after advising the poor to eat cake;the far right has made its"fight"against halal meat in schools its rallying cry and don't get a French person started on whether to say pain au chocolat.or chocolatine（a burning topic dividing the country,which was even discussed in parliament in May）.Yet even by French stanclards,the developing row between butchers and vegans is quite something.Angry butchers have just written a letter to the French interior minister,Gerard Collomb,asking for police protection against violence from vegan"fanatics"who have mounted a guerilla campaign of intimidation against them.Butcher's shops arouncl the country have been sprayed with fake blood and vandalised by vegan activists."Stop speciesism"was daubed over one rotisserie in Lille and its windows were broken.Most traditional French cuisine（which was placed on UNESCO's world cultural hericage list in 2010）caters for the carnivore.Think of cassoulet,foie gras,quiche lorraine and boeuf bourguignon.And because the French take so much pride in that tradition,ditching animal products-not only meat,but also cheese-is widely frowned on.No matter that illustrious Frenchmen,such as Vollaire,were vegetarians.In the orthodox French mind,meal in various sauces makes the bulk of the meal:if you take it out,what's left?After I went vegetarian,my parents started cooking three dishes at every family meal to make up for the lack of meat-it being thought that if you don't.eat meat,there probably won't be enough food in your plate.In many French restaurants,vegetarians and vegans struggle to order something that isn't composed solely of three salad leaves and a radish.And from a young age,French schoolchildren are taught that a meal isn't complete without meat.Although carbs or vegetables are sometimes seen as optional,meat definitely isn't.French butchers are right to be angry about their vandalised shops and are perhaps womed that meat sales are falling as vegetarianism and veganism are becoming more popular.But their letter unnecessarily attempts to discredit veganism,dividing"normal"people who eat meat from the wild eccentrics who don't.Demanding police protection for a few broken windows also seems a bic over the top in light of the power of the meat industry lobby.This group exerts such influence that it recently defeated two measures seen as"anti-meat".First,the French parliament dropped a proposal to introduce at least one vegetarian school meal a week.Then it voted in favour of a ban of the use of meat-relaled words such as"sausage"or"bacon"for the selling of veggie or vegan alLernalive products.
By citing Marie-Antoinette's words,the author aims to explain.
本题解析：
例证题。根据题干关键词Marie-Antoinette可定位到第一段。
Food in France is always political.Marie-Antoinette ran into trouble after advising the poor to eat cake;the far right has made its"fight"against halal meat in schools its rallying cry and don't get a French person started on whether to say pain au chocolat.or chocolatine（a burning topic dividing the country,which was even discussed in parliament in May）.Yet even by French stanclards,the developing row between butchers and vegans is quite something.Angry butchers have just written a letter to the French interior minister,Gerard Collomb,asking for police protection against violence from vegan"fanatics"who have mounted a guerilla campaign of intimidation against them.Butcher's shops arouncl the country have been sprayed with fake blood and vandalised by vegan activists."Stop speciesism"was daubed over one rotisserie in Lille and its windows were broken.Most traditional French cuisine（which was placed on UNESCO's world cultural hericage list in 2010）caters for the carnivore.Think of cassoulet,foie gras,quiche lorraine and boeuf bourguignon.And because the French take so much pride in that tradition,ditching animal products-not only meat,but also cheese-is widely frowned on.No matter that illustrious Frenchmen,such as Vollaire,were vegetarians.In the orthodox French mind,meal in various sauces makes the bulk of the meal:if you take it out,what's left?After I went vegetarian,my parents started cooking three dishes at every family meal to make up for the lack of meat-it being thought that if you don't.eat meat,there probably won't be enough food in your plate.In many French restaurants,vegetarians and vegans struggle to order something that isn't composed solely of three salad leaves and a radish.And from a young age,French schoolchildren are taught that a meal isn't complete without meat.Although carbs or vegetables are sometimes seen as optional,meat definitely isn't.French butchers are right to be angry about their vandalised shops and are perhaps womed that meat sales are falling as vegetarianism and veganism are becoming more popular.But their letter unnecessarily attempts to discredit veganism,dividing"normal"people who eat meat from the wild eccentrics who don't.Demanding police protection for a few broken windows also seems a bic over the top in light of the power of the meat industry lobby.This group exerts such influence that it recently defeated two measures seen as"anti-meat".First,the French parliament dropped a proposal to introduce at least one vegetarian school meal a week.Then it voted in favour of a ban of the use of meat-relaled words such as"sausage"or"bacon"for the selling of veggie or vegan alLernalive products.
It can be inferred from Paragraph 2 that
本题解析：
推理题。根据题干可以定位到第二段。
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
Which of the following is TRUE about renewing the contract?
本题解析：
推断题。根据题干关键词renewing the contract可定位到第三段。
试卷分类：学硕教育学
练习次数：0次
试卷分类：学硕心理学
练习次数：0次
试卷分类：管理类联考综合
练习次数：0次
试卷分类：法硕非法学
练习次数：0次
试卷分类：法硕法学
练习次数：0次
试卷分类：西医综合
练习次数：0次
试卷分类：政治
练习次数：0次
试卷分类：中医综合
练习次数：0次
试卷分类：431金融学综合
练习次数：4次
试卷分类：431金融学综合
练习次数：7次
