阅读理解 · 章节测
- 适用：学完 阅读理解题型与解题框架 后的实战检验
- 题量：Passage One / Passage Two 各 5 题（每篇约 400 词），新题型（7 选 5）5 题，补充题组 5 题（源自各章自测），共 20 题
- 计时建议：传统阅读每篇 18-20 分钟，新题型 15 分钟，补充题组约 5 分钟；全文合计约 60 分钟
- 做法要求：先按流程做题（题干 → 定位 → 出处句 → 选项），再对照 答案与解析（独立答案页）；每道错题必须点名干扰项套路（偷换概念 / 以偏概全 / 无中生有 / 过度推理 / 原文反向 / 词汇迷惑 / 张冠李戴），说不出来套路的不算完成订正
- 全部文章与题目为模拟题（真题风格自编，不与任何真题原文重合）
- 错题请登记进 00-错题本，关联考点填题型标签（主旨 / 细节 / 推理 / 态度 / 例证 / 词义句义 / 新题型）
Passage One
The four-day working week has moved from the margins of management theory to the center of public debate, and the discussion is now driven less by ideology than by data. In a widely cited pilot program, dozens of companies across several industries cut hours by twenty percent while holding pay flat. When researchers followed up six months later, most participating firms reported revenue that had held steady or grown, and employees reported lower burnout and better sleep. Advocates of the policy treated these results as conclusive.
The enthusiasm, however, outruns what the trial can actually support. Participating firms were volunteers, and firms that already doubted the model stayed away; what remains is a sample biased toward employers whose workflows could absorb a shorter week. Nor did the researchers observe a control group, which means the gains in well-being cannot be cleanly separated from the morale boost of simply being studied. Social scientists have a name for this problem, and it haunts workplace research more than most fields: people change their behavior when they know someone is watching.
There is also the question of what "productivity" means in a four-day setting. In knowledge work, output is notoriously hard to measure, so employees and managers fall back on proxies — hours logged, tickets closed, messages answered. A compressed week improves those proxies for a simple reason: it forces teams to cut meetings they never needed. The policy works, in other words, partly as a meeting-reduction program wearing the costume of a scheduling reform. That insight is less exciting than the headline, but it is far more portable: a company could capture much of the same benefit without touching the calendar at all.
Skeptics raise a different worry: that shorter weeks will widen the gap between comfortable office jobs and the shift work that keeps hospitals staffed and goods delivered. The concern is legitimate, though it is an argument about how the gains are distributed rather than about whether the gains exist. Some pilot companies responded by raising wages for weekend crews; others quietly returned to five days and said little about it.
Where does this leave the debate? The honest reading of the evidence is modest. Shorter weeks appear to work for some organizations some of the time, for reasons that are only partly understood. The stronger conclusion is about method: workplace reforms will keep producing noisy, oversold findings until researchers can compare like with like. Until then, both the cheerleaders and the doomsayers are selling certainty that the data cannot yet afford.
21. According to the first paragraph, the pilot program found that most participating firms
- A. suffered a sharp decline in revenue
- B. cut employee pay along with hours
- C. maintained or increased their revenue
- D. failed to measure employee burnout
22. The author mentions the absence of a control group in the second paragraph to
- A. explain why the pilot attracted volunteer firms
- B. question how firmly the reported well-being gains support the policy
- C. prove that employees behaved dishonestly during the trial
- D. show that social scientists coined the term for this problem
23. The phrase "wearing the costume of" (Line 5, Paragraph 3) suggests that the compressed week
- A. functions largely as a disguised way to reduce meetings
- B. is merely a theatrical exercise with no real effect
- C. imposes stricter dress codes on participating teams
- D. misleads employees about their working hours
24. Toward the four-day working week, the author's attitude is
- A. fully supportive
- B. indifferent
- C. doubtful about its feasibility in any firm
- D. cautiously reserved about the evidence
25. Which of the following would be the best title for the text?
- A. Four Days, Better Sleep: The Case Is Closed
- B. Workplace Reform: Hired, Trialled, and Settled
- C. The Scheduling Fix: Why Shorter Weeks Always Work
- D. A Popular Experiment Weaker Than Its Headline
Passage Two
In 2005, a time-use researcher made an observation that now seems prophetic: the scarcest resource in rich countries was no longer money or calories but attention. Two decades on, the prediction has hardened into an industry. Applications that block distracting websites sell subscriptions to the very people whose devices fragmented their focus in the first place, and books promising to restore "deep work" outsell most novels. We have, in effect, built a market that profits twice from the same deficit — once when it is created and once when it is sold back as a cure.
Defenders of the attention economy argue that no one is forced to scroll, and that complaining about persuasion is like blaming a bakery for its smell. The analogy is comforting but incomplete. A bakery does not run thousands of experiments on each customer to learn precisely when willpower fails, nor does it redesign its windows overnight in response to what it learned. Modern software does exactly that, with a speed and granularity that older forms of persuasion never approached. The playing field is not tilted by cleverness alone but by iteration.
None of this means individuals are helpless. The most effective countermeasures documented so far are startlingly dull: putting the phone in another room, printing reading lists on paper, scheduling email into two windows a day. Digital minimalists often describe these moves in heroic terms, as if choosing a paperback were an act of resistance. The self-dramatization is a little absurd, but the underlying logic is sound. Friction, it turns out, is a decision made in advance: every small obstacle placed between a person and a feed saves that person from renegotiating the bargain a hundred times a day.
Schools and employers, meanwhile, are reaching for structural answers. Some companies now schedule meeting-free mornings; some schools lock phones away until the final bell. Early evaluations suggest such policies help most those who were struggling most — a pattern familiar from other public-health interventions. Critics call the rules paternalistic, and in a narrow sense they are. But paternalism is not a magic word that ends the argument; the relevant question is whether the cost to freedom is worth the benefit to focus, and that is an empirical matter, not a philosophical one.
The deepest obstacle lies elsewhere. The firms best positioned to design calmer software are the ones whose revenue depends on engagement, and engagement is measured in minutes. Expecting them to reform voluntarily is like expecting a casino to post signs reminding visitors that the odds favor the house. Regulation may eventually arrive, as it did for tobacco and seatbelts, but it will be slow, contested, and written by people who grew up after the deficit did.
26. The author mentions the bakery analogy in the second paragraph to
- A. show that complaints about persuasion are unreasonable
- B. prove that bakeries never experiment on customers
- C. examine and then reject an argument defended by the industry
- D. illustrate how bakeries redesign their windows overnight
27. According to the third paragraph, effective countermeasures against distraction share the feature of
- A. requiring heroic self-discipline
- B. adding small obstacles in advance
- C. renegotiating the bargain daily
- D. relying on new software subscriptions
28. The word "granularity" (Line 5, Paragraph 2) is closest in meaning to
- A. the quality of being finely detailed
- B. the tendency to grow coarser over time
- C. the amount of grain produced
- D. the severity of punishment
29. It can be inferred from the fourth paragraph that
- A. paternalistic policies are always justified by their results
- B. the weakest users benefit most from structural interventions
- C. schools have abandoned phone locks after evaluations
- D. freedom and focus cannot be weighed against each other
30. The author suggests that real change in the attention economy will most likely come from
- A. voluntary reforms by engagement-driven firms
- B. individual acts of digital minimalism alone
- C. casinos posting honest signs about odds
- D. eventual regulation despite its slow pace
新题型（7 选 5）
Directions: In the following text, some sentences have been removed. For Questions 31-35, choose the most suitable one from the list A-G to fit into each numbered gap in the text. There are two extra choices, which you do not need to use.
When New Year's resolutions collapse by the second week of January, willpower usually takes the blame. Research on habit formation tells a less dramatic story: people fail not because their motivation is weak but because they rely on motivation at all. Habits are better understood as engineering problems, and like most engineering problems they yield to design rather than to effort.
The starting point is the loop. Every habit, from brushing teeth to checking a phone, runs through the same three stages: a cue, a routine, and a reward. [31] ______ Once you can name the cue, you have found the lever you can actually pull.
Consider a familiar case. A developer checks social media every time a build takes more than a minute. The cue is not boredom; it is the waiting itself. [32] ______ The phone stays in the bag, and the cue now triggers a different, harmless routine.
Environmental design beats resolution because it removes the decision entirely. A person who must choose, every evening, whether to open a textbook is a person who will sometimes choose not to. [33] ______ The decision happens once, on a quiet Sunday, instead of being re-fought nightly when energy is low.
Progress, however, must be measured honestly. Habit trackers that never show a missed day create a fragile sense of success, and one broken streak is often enough to abandon the whole project. [34] ______ What matters is the slope of the line, not any single point on it.
None of this makes motivation useless; it makes motivation unnecessary as a daily input. Motivation is the spark that chooses which habits to build, while design is the machinery that keeps them running. [35] ______ The people who seem effortlessly disciplined are, for the most part, simply living inside machines they built on purpose.
- [A] A better metric is the weekly ratio of completed sessions to planned ones, which absorbs an occasional lapse without collapsing.
- [B] By redesigning the loop — leaving a book on the pillow, laying out running clothes the night before — the evening decision is made in advance and cannot fail in the moment.
- [C] Rewards, on the other hand, are the hardest element to change, because they are fixed by biology rather than by circumstances.
- [D] The routine is the checking; the reward is a brief relief from waiting.
- [E] The trick is not to suppress the loop but to edit its middle stage: replace the routine while keeping the cue and the reward intact.
- [F] Building a machine takes an afternoon; letting it run takes a season, which is why most people give up before the parts fit together.
- [G] In the waiting case above, the replacement routine was invented not by the developer but by a colleague who faced the same problem.
补充题组（源自各章自测）
以下题目原为《阅读理解题型与解题框架》章节正文的自测，迁入本卷统一作答与批改。
来自《阅读理解题型与解题框架》的自测
补-1 题干 "The author mentions the Stanford experiment in Paragraph 3 to..." 属于哪类题型？解题的第一动作是什么？
补-2 出处句为 "Only firms with more than 200 staff were required to publish the data." 选项 "All companies must disclose the data." 犯了哪种套路？
补-3 题干关键词是 1990s，你在原文找不到 1990s，第一步该做什么？
补-4 态度题选项出现 indifferent / confused，处理原则是什么？
补-5 一道推理题你选的选项"读起来完全是原文那句话"，为什么反而要警惕？
错题登记提醒
完成订正后，将错题登记到 00-错题本：错因按"概念不清 / 审题偏差 / 技巧缺失"归类（如定位错句属审题偏差，未识别干扰套路属技巧缺失，词义题不认识僻义属概念不清），关联考点填本题标签。同一题型累计错误 3 条以上，回读 阅读理解题型与解题框架 对应小节，并向协调者申请一次定向测（同题型变式重复）。
答案与解析见独立答案页：阅读理解·章节测-答案（独立成页便于打印试卷时不含答案）。