[考点]胃的外分泌
[分析]胃的外分泌腺主要有三种，即贲门腺、泌酸腺（壁细胞、主细胞、黏液颈细胞）和幽门腺。壁细胞分泌盐酸和内因子；主细胞分泌胃蛋白酶原；黏液颈细胞、贲门腺和幽门腺均分泌黏液（主要成分为糖蛋白）。
How to Disagree with Someone More Powerful than You
Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here is how to disagree with someone more powerful than you.
41.____________
After this risk assessment, you may decide it's best to hold off on voicing your opinion. Maybe you haven't finished thinking the problem through, the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your
thinking--all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you are in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.
42.____________
Before you share your thoughts, think about what the powerful person cares about--it may be the credibility of their team or getting a project done on time. You're more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match.
43.____________
This step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, "I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?" This gives the person a choice, allowing them to verbally opt in, And, assuming they say yes it will make you feel more confident about voicing your disagreement.
44.____________
You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety,it undercuts the message, it sends a mixed message, and your counterpart gets to choose what to read.
Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you. It also makes you seem confident, even if you aren't.
45.____________
Emphasize that you're offering your opinion, not gospel truth. It may be a well-informed, well researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence. Instead of saying something like, "If we set an end-of-quarter deadline, we'll never make it, "say, "This is just my opinion, but I don't see how we will make that deadline. " Having asserted your position (as a position, not as a fact), demonstrate equal curiosity about other views. Remind the person that this is your point of view and then invite critique. Be genuinely open to hearing other opinions.
A．Stay calm
B．Stay humble
C．Don't make judgments
D．Be realistic about the risks
E．Decide whether to wait
F．Ask permission to disagree
G．Identify a shared goal
第（45）题选
How to Disagree with Someone More Powerful than You
Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here is how to disagree with someone more powerful than you.
41.____________
After this risk assessment, you may decide it's best to hold off on voicing your opinion. Maybe you haven't finished thinking the problem through, the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your
thinking--all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you are in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.
42.____________
Before you share your thoughts, think about what the powerful person cares about--it may be the credibility of their team or getting a project done on time. You're more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match.
43.____________
This step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, "I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?" This gives the person a choice, allowing them to verbally opt in, And, assuming they say yes it will make you feel more confident about voicing your disagreement.
44.____________
You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety,it undercuts the message, it sends a mixed message, and your counterpart gets to choose what to read.
Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you. It also makes you seem confident, even if you aren't.
45.____________
Emphasize that you're offering your opinion, not gospel truth. It may be a well-informed, well researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence. Instead of saying something like, "If we set an end-of-quarter deadline, we'll never make it, "say, "This is just my opinion, but I don't see how we will make that deadline. " Having asserted your position (as a position, not as a fact), demonstrate equal curiosity about other views. Remind the person that this is your point of view and then invite critique. Be genuinely open to hearing other opinions.
A．Stay calm
B．Stay humble
C．Don't make judgments
D．Be realistic about the risks
E．Decide whether to wait
F．Ask permission to disagree
G．Identify a shared goal
第（44）题选
How to Disagree with Someone More Powerful than You
Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here is how to disagree with someone more powerful than you.
41.____________
After this risk assessment, you may decide it's best to hold off on voicing your opinion. Maybe you haven't finished thinking the problem through, the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your
thinking--all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you are in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.
42.____________
Before you share your thoughts, think about what the powerful person cares about--it may be the credibility of their team or getting a project done on time. You're more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match.
43.____________
This step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, "I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?" This gives the person a choice, allowing them to verbally opt in, And, assuming they say yes it will make you feel more confident about voicing your disagreement.
44.____________
You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety,it undercuts the message, it sends a mixed message, and your counterpart gets to choose what to read.
Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you. It also makes you seem confident, even if you aren't.
45.____________
Emphasize that you're offering your opinion, not gospel truth. It may be a well-informed, well researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence. Instead of saying something like, "If we set an end-of-quarter deadline, we'll never make it, "say, "This is just my opinion, but I don't see how we will make that deadline. " Having asserted your position (as a position, not as a fact), demonstrate equal curiosity about other views. Remind the person that this is your point of view and then invite critique. Be genuinely open to hearing other opinions.
A．Stay calm
B．Stay humble
C．Don't make judgments
D．Be realistic about the risks
E．Decide whether to wait
F．Ask permission to disagree
G．Identify a shared goal
第（43）题选
How to Disagree with Someone More Powerful than You
Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here is how to disagree with someone more powerful than you.
41.____________
After this risk assessment, you may decide it's best to hold off on voicing your opinion. Maybe you haven't finished thinking the problem through, the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your
thinking--all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you are in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.
42.____________
Before you share your thoughts, think about what the powerful person cares about--it may be the credibility of their team or getting a project done on time. You're more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match.
43.____________
This step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, "I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?" This gives the person a choice, allowing them to verbally opt in, And, assuming they say yes it will make you feel more confident about voicing your disagreement.
44.____________
You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety,it undercuts the message, it sends a mixed message, and your counterpart gets to choose what to read.
Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you. It also makes you seem confident, even if you aren't.
45.____________
Emphasize that you're offering your opinion, not gospel truth. It may be a well-informed, well researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence. Instead of saying something like, "If we set an end-of-quarter deadline, we'll never make it, "say, "This is just my opinion, but I don't see how we will make that deadline. " Having asserted your position (as a position, not as a fact), demonstrate equal curiosity about other views. Remind the person that this is your point of view and then invite critique. Be genuinely open to hearing other opinions.
A．Stay calm
B．Stay humble
C．Don't make judgments
D．Be realistic about the risks
E．Decide whether to wait
F．Ask permission to disagree
G．Identify a shared goal
第（42）题选
How to Disagree with Someone More Powerful than You
Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you think is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here is how to disagree with someone more powerful than you.
41.____________
After this risk assessment, you may decide it's best to hold off on voicing your opinion. Maybe you haven't finished thinking the problem through, the whole discussion was a surprise to you, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contribute experience or information to your
thinking--all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you are in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.
42.____________
Before you share your thoughts, think about what the powerful person cares about--it may be the credibility of their team or getting a project done on time. You're more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up, don't assume the link will be clear. You'll want to state it overtly, contextualizing your statements so that you're seen not as a disagreeable underling but as a colleague who's trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match.
43.____________
This step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, "I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?" This gives the person a choice, allowing them to verbally opt in, And, assuming they say yes it will make you feel more confident about voicing your disagreement.
44.____________
You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety,it undercuts the message, it sends a mixed message, and your counterpart gets to choose what to read.
Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps calm the other person down and does the same for you. It also makes you seem confident, even if you aren't.
45.____________
Emphasize that you're offering your opinion, not gospel truth. It may be a well-informed, well researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence. Instead of saying something like, "If we set an end-of-quarter deadline, we'll never make it, "say, "This is just my opinion, but I don't see how we will make that deadline. " Having asserted your position (as a position, not as a fact), demonstrate equal curiosity about other views. Remind the person that this is your point of view and then invite critique. Be genuinely open to hearing other opinions.
A．Stay calm
B．Stay humble
C．Don't make judgments
D．Be realistic about the risks
E．Decide whether to wait
F．Ask permission to disagree
G．Identify a shared goal
第（41）题选
We're fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed "thin slicing", the late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly with students end-of-semester ratings. Another set of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. Their ratings were just as accurate, demonstrating the intuitive nature of the social processing.
Critically, another group was asked to spend a minute writing down reasons for their judgment,before giving the rating. Accuracy dropped dramatically. Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures of utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners.
Other research shows we're better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. "It's as if you're driving a stick shift, " says Judith Hall, a psychologist at Northeastern University, "and if you start thinking about it too much, you can't remember what you're doing. But if you go on automatic pilot, you're fine. Much of our social life is like that. "
Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex--when they had a lot of information to process.
Intuition's special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules,
comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech). Then they rated the degree to which they had used intuition ("gut feelings, ""hunches, " "my heart" ). Use of their gut hurt their performance on the first four tasks, as expected,and helped them on the rest. Sometimes the heart is smarter than the head.
What can we learn from the last paragraph?
We're fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed "thin slicing", the late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly with students end-of-semester ratings. Another set of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. Their ratings were just as accurate, demonstrating the intuitive nature of the social processing.
Critically, another group was asked to spend a minute writing down reasons for their judgment,before giving the rating. Accuracy dropped dramatically. Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures of utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners.
Other research shows we're better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. "It's as if you're driving a stick shift, " says Judith Hall, a psychologist at Northeastern University, "and if you start thinking about it too much, you can't remember what you're doing. But if you go on automatic pilot, you're fine. Much of our social life is like that. "
Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex--when they had a lot of information to process.
Intuition's special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules,
comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech). Then they rated the degree to which they had used intuition ("gut feelings, ""hunches, " "my heart" ). Use of their gut hurt their performance on the first four tasks, as expected,and helped them on the rest. Sometimes the heart is smarter than the head.
When you are making complex decisions,it is advisable to_______.
We're fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed "thin slicing", the late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly with students end-of-semester ratings. Another set of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. Their ratings were just as accurate, demonstrating the intuitive nature of the social processing.
Critically, another group was asked to spend a minute writing down reasons for their judgment,before giving the rating. Accuracy dropped dramatically. Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures of utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners.
Other research shows we're better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. "It's as if you're driving a stick shift, " says Judith Hall, a psychologist at Northeastern University, "and if you start thinking about it too much, you can't remember what you're doing. But if you go on automatic pilot, you're fine. Much of our social life is like that. "
Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex--when they had a lot of information to process.
Intuition's special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules,
comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech). Then they rated the degree to which they had used intuition ("gut feelings, ""hunches, " "my heart" ). Use of their gut hurt their performance on the first four tasks, as expected,and helped them on the rest. Sometimes the heart is smarter than the head.
Judith Hall mentions driving to mention that_______.
We're fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed "thin slicing", the late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly with students end-of-semester ratings. Another set of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. Their ratings were just as accurate, demonstrating the intuitive nature of the social processing.
Critically, another group was asked to spend a minute writing down reasons for their judgment,before giving the rating. Accuracy dropped dramatically. Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures of utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners.
Other research shows we're better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. "It's as if you're driving a stick shift, " says Judith Hall, a psychologist at Northeastern University, "and if you start thinking about it too much, you can't remember what you're doing. But if you go on automatic pilot, you're fine. Much of our social life is like that. "
Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex--when they had a lot of information to process.
Intuition's special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules,
comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech). Then they rated the degree to which they had used intuition ("gut feelings, ""hunches, " "my heart" ). Use of their gut hurt their performance on the first four tasks, as expected,and helped them on the rest. Sometimes the heart is smarter than the head.
In Ambady's study,rating accuracy dropped when participants_______.
We're fairly good at judging people based on first impressions, thin slices of experience ranging from a glimpse of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed "thin slicing", the late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly with students end-of-semester ratings. Another set of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. Their ratings were just as accurate, demonstrating the intuitive nature of the social processing.
Critically, another group was asked to spend a minute writing down reasons for their judgment,before giving the rating. Accuracy dropped dramatically. Ambady suspected that deliberation focused them on vivid but misleading cues, such as certain gestures of utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers, friends, or dating partners.
Other research shows we're better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. "It's as if you're driving a stick shift, " says Judith Hall, a psychologist at Northeastern University, "and if you start thinking about it too much, you can't remember what you're doing. But if you go on automatic pilot, you're fine. Much of our social life is like that. "
Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college courses aligned better with experts' opinions when the students weren't asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details, but only if the decision was complex--when they had a lot of information to process.
Intuition's special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules,
comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech). Then they rated the degree to which they had used intuition ("gut feelings, ""hunches, " "my heart" ). Use of their gut hurt their performance on the first four tasks, as expected,and helped them on the rest. Sometimes the heart is smarter than the head.
Nalini Ambady's study deals with_______.
