文档内容
目录
目 录
刘琦——外刊时文
《卫报》时文 .................................................................................................................. 1
《哈佛商业评论》时文 ................................................................................................... 4
《科学美国人》时文 ....................................................................................................... 7
《经济学人》时文 ........................................................................................................ 10刘琦——外刊时文
《卫报》时文
新东方在线四六级阅读导师 刘琦
@刘琦老师
Sleep is surprisingly little understood. Scientists still haven’t agreed on how it
evolved, or what its purpose is. What we do know, however, is that it is vital –
and that many of us aren’t getting enough.
This is partly a symptom of what I call “the great acceleration” – the speeding
up of everyday life, driven largely by technology. As we work and play harder,
sleep gets squeezed out. Studies show that we’re getting less and worse sleep:
in one survey only 15% of Britons said they felt refreshed by it.
We’ve all read the warnings about reading iPhones in bed. But while that’s part
of the problem, there’s something much bigger going on. What we think of as
the body clock isn’t one clock at all. It’s billions of them embedded into our every
cell. This is why we get jet lag: those billions of clocks, and the processes they
govern (such as digestion or light-dark perception), get out of kilter with each
other.
The great acceleration has nudged our bodies out of synch with the day/night
cycle – and the result is what experts call social jet lag. We live at “work o’clock”,
wrenching ourselves back to normal at weekends. According to Till Roenneberg,
one of the world’s leading sleep researchers, “the majority of the population in
the industrialized world” suffers from this “forced synchrony” and pays the
price in terms of health and wellbeing since those clocks also control vital
processes such as detoxification or DNA repair.
The more antisocial your schedule, the greater the problems. Shift work is now
classified as a probable carcinogen by the World Health Organization, following
monitoring of night workers such as nurses as well as studies in which mice
were forced to flip their day/night cycle. As well as increased cancer risk, the
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animals developed all kinds of other problems and had shorter life spans.
Long night shifts have been held responsible for all manner of accidents,
including Chernobyl (where the workers had been on duty for at least 13 hours).
One of the key symptoms of sleep deprivation – just like being drunk – is that
you don’t realize how badly off you are. When scientists monitored junior
doctors at night, they found “micro-sleep” events happening all over their
brains: they would be partly or largely asleep in the middle of conversations,
and even operations.
So how can we fix this? We do need to look after night workers better – and put
down the iPhone before bed. But we can also find and follow our “chronotype”.
Being a lark or an owl is not just a matter of psychological preference, it’s
genetically determined. Some of us tend to feel more awake and alert late on;
others spring up at the crack of dawn.
本文选自2016年4月《卫报》中一篇题为《睡眠、科学和如何打败社会时差》的文章。
参考译文：
出人意料地，人类对于睡眠的了解微乎其微。关于睡眠是如何演化和其目的是什么，科
学家始终没有达成一致。但是我们确实知道的是，它至关重要的，并且我们中的大多数人都
没有得到足够的睡眠。
这就是我们所谓“伟大的加速”的症状之一，技术从很大程度上促使我们提高了日常生
活的速度。我们拼命地工作，尽情地玩，睡眠时间却被挤占了。研究表明我们睡眠更少了而
且睡眠质量更差了：一项调查表明，只有15%的英国人睡醒后感到活力焕发。
我们都读到过不能在床上看苹果手机的警告。但尽管这是问题的一部分，但是还有更加
严重的问题存在。我们所认为的生物钟根本不是一个时钟，它是存在于我们每一个细胞中的
数十亿个时钟。这就是为什么我们会有时差感：那数十亿个时钟以及他们管理的过程（比如
消化或者光明暗感觉），彼此间失去平衡。
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这个伟大的加速让我们的身体脱离了昼/夜循环的周期同步，其结果是产生专家所谓的
社会时差。我们生活在“工作时间”里，然后强迫自己在周末恢复正常。世界领先顶尖的睡
眠研究人员之一，Till Roenneberg,指出：“工业社会的大多数人”都受到这个“强制同步”
的影响，在健康和幸福上付出了很大的代价，因为生物钟控制着诸如排毒和DNA修复这样
关键的过程。
你的日程越脱离社会，问题就会越严重。世界卫生组织通过对上夜班的护士进行监测，
并且对被迫不停日夜进行颠倒的老鼠进行了研究之后，把倒班工作制度列为一个可能的致癌
因素。除了癌症风险增加，接受实验的动物身上出现了各种问题，而且寿命偏短。
长时间的夜班导致了各种各样工作事故的发生，比如切尔诺贝利事件（事发时相关人员
已经工作了至少13小时）。睡眠不足的一个主要症状--就像醉酒一样--就是你自己意识不到
你自己的状况有多糟糕。当科学家们在夜里观测初级医师时，科学家们发现这些医生一直处
于 “微睡眠”状态：他们在说话甚至手术时，会进入半睡眠甚至完全睡着的状态。
那么我们如何来解决这个问题？我们确实需要更加关心夜班工作者，然后在上床睡觉前
放下苹果手机。但是我们需要发现并顺应我们的“时型”。做一个早起的云雀还是晚睡的猫
头鹰不只是心理偏好，这是基因决定的。有的人在晚上会很清醒和警觉，有的人在则会在破
晓时分更精神。
3 / 12刘琦——外刊时文
《哈佛商业评论》时文
新东方在线四六级阅读导师 刘琦
@刘琦老师
When organizations get into big trouble, fixing the culture is usually the
prescription. That’s what most everyone said General Motors needed to do after
its recall crisis in 2014—and ever since, CEO Mary Barra has been focusing on
creating “the right environment” to promote accountability and head off future
disasters. Cultural reform has likewise been proposed as the solution to
excessive use of force by police departments, unethical behavior in banks, and
just about any other major organizational problem you can think of. All eyes are
on culture as the cause and the cure.
But the corporate leaders we have interviewed—current and former CEOs who
have successfully led major transformations—say that culture isn’t something
you “fix.” Rather, in their experience, cultural change is what you get after
you’ve put new processes or structures in place to tackle tough business
challenges like reworking an outdated strategy or business model. The culture
evolves as you do that important work.
Though this runs counter to the going wisdom about how to turn things around
at GM, the VA, and elsewhere, it makes intuitive sense to look at culture as an
outcome—not a cause or a fix. Organizations are complex systems with many
ripple effects. Reworking fundamental practices will inevitably lead to some
new values and behaviors. Employees may start seeing their contributions to
society in a whole new light. This is what happened at Ecolab when CEO Doug
Baker pushed decisions down to the front lines to strengthen customer
relationships. Or people might become less adversarial toward senior
executives—as Northwest employees did after Delta CEO Richard Anderson
acquired the airline and got workers on board by meeting their day-to-day
needs.
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The leaders we spoke with took different approaches for different ends. For
example, Alan Mulally worked to break down barriers between units at Ford,
whereas Dan Vasella did a fair amount of decentralizing to unleash creative
energy at Novartis. But in every case, when the leaders used tools such as
decision rights, performance measurement, and reward systems to address
their particular business challenges, organizational culture evolved in
interesting ways as a result, reinforcing the new direction.
Revisiting their stories provides a richer understanding of corporate
transformation and culture’s role in it. All of these stories show, in a range of
settings, that culture isn’t a final destination. It morphs right along with the
company’s competitive environment and objectives. It’s really more of a
temporary landing place—where the organization should be at that moment, if
the right management levers have been pulled.
本文选自2016年4月《哈佛商业评论》一篇题为《问题不是出在文化上》的文章。
参考译文：
当组织陷入困境，解决的惯例通常是对文化进行修复。几乎人人都说，通用汽车在2014
年遭遇汽车召回危机后，需要做的就是修复文化。而自召回事件以后，通用CEO玛丽·芭拉
就一直致力于创造一个“正确的环境”，来增强责任感，避免未来再次发生危机。同样，文
化改革也被提议作为防止警察部门过度使用武力、银行不道德行为和任何你能想到的重大组
织问题的解决方案。所有人都将文化视为问题的原因和对策。
但我们采访的企业领导者——包括那些曾成功领导重要改革的现任和前任CEO称，文
化不是让你修复的东西。相反，依照他们的经验，文化变革应该是像像修改落后的战略或商
业模式那样，采用新的流程和新的结构去应对艰巨商业挑战之后所得到的。
尽管这与通用汽车和VA等组织扭转危机所用的理念有冲突，但将文化视为结果，而非
原因或解决方案，在直觉上是成立的。组织是会产生涟漪反应的复杂系统，修改基础流程必
然带来新的价值观和行为。员工会开始从全新的视角看待自己对社会的贡献，它就发生在艺
5 / 12刘琦——外刊时文
康公司。为加强客户关系，艺康公司执行总裁道格·贝克，将决定权下放到一线。或者，员工
对高管的敌对情绪也可能得到缓解，例如达美航空执行总裁理查德·安德森在收购西北航空
后，通过满足原西北航空员工的正当需求，赢得支持。
我们所采访的领导者为了不同的目标，采用不同的做法。比如艾伦·穆拉利致力于消除
福特各部门之间的隔阂，而丹尼·魏思乐下了很大力气将权力下放，释放诺华制药公司的创
造力。但在所有例子中，每当领导者使用如决策权利、绩效考核和奖励制度等办法来解决自
己所面临的业务挑战时，组织文化都会以奇妙的方式随之演进，进一步确定新方向。
回顾这些领导者的故事，让我们更深刻地了解到企业改革和企业文化在变革中的作用。
于是我们分享了访谈中最精彩的部分。所有故事都表明，文化在很多情况下不是终点，它随
公司的竞争环境和目标而改变，文化更像是暂时的停驻点---如果应对挑战的方法正确，文
化就是组织当下应该在的位置。
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《科学美国人》时文
新东方在线四六级阅读导师 刘琦
@刘琦老师
Having an active social life is one of the strongest predictors of longevity and
good health. Human connection is one of the most fundamental and important
human drives. But it can also be our most tiring!
As human beings，we tend to overplay our differences, and underestimate just
how similar we all really are deep down in our basic needs, strivings, and
frustrations. Emerging research shows that even though we each show distinct
patterns of thoughts, motivations, and behaviors that make us different from
each other, we actually display the whole spectrum of behaviors in our everyday
life. Everybody sometimes gets tired from too many social interactions,
sometimes acts like a jerk, sometimes is lazy, etc.
In a brand new study, two Finnish researchers looked at one of the most
prominent descriptions about introverts: that they need to be alone and
recharge after too many social interactions. While this is undoubtedly true, does
this really differentiate introverts from extraverts? Incredibly this idea has
never actually been tested scientifically until now.
Over the course of 12 days, 48 participants filled out measures of their
personality, mood, stress, and levels of fatigue. Five times a day, they were
asked to describe their behavior, feelings, and situations during the last hour.
They also were asked to describe the extent to which they interacted in person
with others in the past hour. In addition to looking at the effects of behaving
extraverted, they also looked at the effects of behaving conscientiously.
They found that the more people were acting extraverted and conscientious, the
more they reported being in a positive mood and feeling lower levels of fatigue
in the moment, but after 3 hours they reported higher levels of fatigue. The level
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of fatigue depended on the number of people met during the last hour, the
intensity of the social interactions, and how much they had a specific goal in
mind when they were studying or working. Interestingly, these effects were
found for both introverts and extraverts.
While the findings on conscientiousness are not surprising (hard work is hard
work!), this is the first direct evidence suggesting that too much socializing is
draining for everyone. Indeed, prior research has shown that in general, when
under stress, tired, or living in crowded circumstances, people often choose to
be alone if they can. This research also adds to a growing literature suggesting
that in the moment, acting extraverted has the same consequences on mood for
both introverts and extraverts. Taken together, all of this research suggests that
for most humans on this planet, having a reasonable amount of social
interaction and working hard toward goals makes people feel good, but too
much of either tends to make people tired after a few hours.
本文选自2016年6月14日《科学美国人》杂志中一篇题为《外向者和内向者在过多社交
后都会筋疲力尽》的文章。
参考译文：
积极的社交生活是长寿以及健康最为有利的判断之一。人类之间相互联系是人类进化的
最基本也是最重要的动力之一。但是它也会使我们感到很疲劳。
作为人类，我们往往过分夸大我们之间的不同，并且低估了我们实际上在基本需求，努
力以及挫折方面有着极大的相似。近来研究表明即使我们每个人思维模式不同，动机不同，
行为不同，实际上我们在日常生活中展现了我们全部的行为。每个人都会时而因为太多的社
交活动而感到疲劳，时而表现像个笨蛋，时而表现懒惰，等等。
在一项全新研究中，两个芬兰研究人员看到了一个对内向性格最典型的描述之一:他们
需要独处并且太多的社交活动之后他们需要再次充电。这无疑是正确的，但是就凭这一点就
能区分性格内向和性格外向？难以置信的是这一想法直到现在从来没有得到验证。
8 / 12刘琦——外刊时文
在过去的12天中，48位参与人员填写了对他们性格、情绪、压力以及疲劳度进行估量
的表格。一天5次，他们要描述他们在过去一小时中的行为，感觉以及状况。他们还需要描
述在过去的一小时他们自己与他人互动的程度。除了了解表现外向的结果，他们还要了解他
们认真表现的结果。
研究人员发现，测试者越表现外向，越认真，他们情绪越好，越积极，并且那一刻的疲
劳程度越低，但是3个小时之后他们报告非常高程度的疲劳。疲劳程度与他们刚刚过去的一
小时遇到人的数量有关，也就是社交的密度。同时疲劳程度还与他们学习和工作时是否心中
有明确目标有关。有趣的是，这些研究发现的结果即适用于外向也适用于内向性格的人
尽管有关认真程度的研究结果意料之中，但是这是第一个直接的证据表明过多的社交活
动会使每个人感到心力交瘁。实际上，之前的研究已经表明通常情况下，当人们处于压力之
下，感到疲劳或者生活在嘈杂的环境中，如果有可能，都会选择独处。这一研究又增加了新
的证据表明在表现外向的那一刻内向性格和外向性格的人会产生同样的情绪。综合起来，这
项研究表明对于大多数地球人而言，拥有合理数量的社交活动以及努力工作实现目标会使人
感觉良好，但是这两者任何一者过多都会使人几小时后感觉疲劳。
9 / 12刘琦——外刊时文
《经济学人》时文
新东方在线四六级阅读导师 刘琦
@刘琦老师
NOT since the era of imperial Rome has the “thumbs-up” sign been such a
potent and public symbol of power. A mere 12 years after it was founded,
Facebook is a great empire with a vast population, immense wealth, a
charismatic leader, and mind-boggling reach and influence. The world's largest
social network has 1.6 billion users, a billion of whom use it every day for an
average of over 20 minutes each. In the Western world, Facebook accounts for
the largest share of the most popular activity (social networking) on the most
widely used computing devices (smartphones); its various apps account for 30%
of mobile internet use by Americans. And it is the sixth-most-valuable public
company on Earth, worth some $325 billion.
Even so, Mark Zuckerberg, Facebook's 31-year-old founder and chief executive,
has even greater ambitions. He has plans to connect the digitally unconnected
in poor countries by beaming internet signals from solar-powered drones, and
is making big bets on artificial intelligence (AI), “chatbots” and virtual reality
(VR). This bid for dominance will bring him into increasing conflict with the
other great empires of the technology world, and Google in particular. The
ensuing battle will shape the digital future for everyone.
Facebook has prospered by building compelling services that attract large
audiences, whose attention can then be sold to advertisers. The same is true of
Google. The two play different roles in their users' lives: Google has masses of
data about the world, whereas Facebook knows about you and your friends; you
go to Google to get things done, but turn to Facebook when you have time to
kill. Yet their positions of dominance and their strategies are becoming
remarkably similar. Unparalleled troves of data make both firms difficult to
challenge and immensely profitable, giving them the wealth to make bold bets
and to deal with potential competitors by buying them. And both firms crave
10 / 12刘琦——外刊时文
more users and more data—which, for all the do-gooding rhetoric, explains why
they are both so interested in extending internet access in the developing world,
using drones or, in Google's case, giant balloons.
The task is to harness data to offer new services and make money in new ways.
Facebook's bet on AI is a recognition that “machine learning”—in which
software learns by crunching data, rather than having to be explicitly
programmed—is a big part of the answer.
本文选自2016年5月《经济学人》杂志中一篇名为《马克•扎克伯格准备为争夺下一个计
算时代的统治地位而战》的文章。
参考译文：
自罗马帝国时代以来，“竖起大拇指”这一手势就成为了公开且有力的权力象征。成立
仅十二年之后，Facebook 已成为一个伟大的帝国，人口众多、财富无数、领袖魅力非凡，
且影响力和影响范围令人难以想象。这一全球最大的社交网络拥有16亿用户，其中十亿每
天平均使用时间超过20分钟。在西方世界，Facebook 在最广泛使用的计算设备（智能手
机）上的最受欢迎的活动（社交网络）中所占份额最大；它各种各样的应用占美国人移动互
联网使用的30%。它是全球市值第六大的上市公司，价值3250亿美元。
即便如此，31岁的Facebook创始人及首席执行官马克•扎克伯格（Mark Zuckerberg）
仍有更宏伟的志向。他计划用太阳能供电的无人机发送互联网信号，以连接贫困国家尚未连
入数字世界的人，他在人工智能（AI）、聊天机器人和虚拟现实（VR）上押下重注。对统治
地位的竞逐会令他和科技世界其他伟大帝国之间的冲突不断增加，尤其是同谷歌之间。今后
的战斗将为每个人塑造数字化的未来。
Facebook打造多个引人瞩目的服务吸引大量用户，继而将用户的关注卖给广告商，以
此取得成功。谷歌也是如此。这两大公司在其用户的生活中扮演着不同的角色：谷歌拥有关
11 / 12刘琦——外刊时文
于这个世界的大量数据，而Facebook了解你和你的朋友；你用谷歌是为了完成任务，但要
打发时间时你会找Facebook。然而它们的统治地位和战略正变得越来越相似。无与伦比的
数据宝藏让两家公司都难有敌手，且获利颇丰，它们的财富足以掷下豪注并且通过收购解决
潜在竞争者。这两家公司渴求更多用户、更多数据，用冠冕堂皇的说法，这解释了为何它们
都对在发展中国家扩展互联网连接兴趣浓厚，Facebook使用无人机，谷歌则使用巨型气球。
现在的任务是利用数据提供新的服务，以新的方式赚钱。Facebook在人工
智能方面的赌注是对“机器学习”的认可，即软件通过分析数据学习，而不需要精确编写程
序。
12 / 12
