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economy. By the time a problem has been addressed and remedied it may have vanished in the
be a deeper
by new abuses of power． But
marketplace, to replaced there is conceptual problem,
Competitilainterpretetoo. on w as presently d deals with financial disadvantage to consumers and this obviouwhen the service
don’them． This not s users of these s pay for t e userservicepeople who buy
customers ． That would be
s of their s are not their the advertising from them — and Facebook and ， the two virtual ， dominate digital
advertising Google giants
to the disadvantage of all other media and entertainment companies ．
The oulivedata ， and we， the users ， product r s to data for they ’re selling is convert
the benefit of the digital giants. Just as some ants farm the bugs called aphidsfor the honeydew producwhen they so Google farms us digitthey e feed, for the data that our al lives yield ． Ants keep predatory insects away from where their aphids feed; Gmail
keeps the
spammers out of our
’t feel like a human or democratic
inboxes. It doesn relationship ， even if both sides benefit ．
31. According to Paragraph 1, Facebook acquired WhatsApp for its. A.digital products B.user information C.physical assets D.quality service
32.Linking phone numbers to Facebook identities may. A.worsen political disputes B.mess up customer records C.pose a risk to Facebook users D.mislead the European commission 33.According to the author,competition law. A.should serve the new market powers B.may worsen the economic imbalance C.should not provide just one legal solution D.cannot keep pace with the changing market
34.Competition law as presently interpreted can hardly protect Facebook users because. A.they are not defined as customers B.they are not financially reliable C.the services are generally digital
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D.the services are paid for by advertisers 35.The ants analogy is used to illustrate.
A.a win-win business model between digital giants B.a typical competition pattern among digital giants C.the benefits provided for digital giants ’customers D.the relationship between digital giants and their users
Text 4
To combat the trap
of putting
a premium on being busy,Cal Newport,author
of Deep work:
Rules for Focused Success in a Distracted world, work”— the ability to focus without distraction.
recommends building a habit of “deep
— be it lengthy
taking a
the
There are a number of approaches to mastering the art of deep work retreats
dedicated to a specific
task;developing
a daily
ritual;or
“journalistic ” approach to seizing moments of deep work when you can throughout
day.
Whichever approach,the key is to determine your length of focus time and stick to it.
Newport also recommends interruptions and get
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“deepscheduling ” to c
ombat constant
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more done in less time. “At any given point,Ishould have deep work scheduled for ro the next month.Once on the calendar doctor ’s appointment
or important meeting ”,he writes.
Another approach to getting more done in less time is to rethink how you prioritize your day— in particular Messy:The Power
how we craft
our to-do lists.Tim Harford, author of
I protect
this
time like
ughly Iwould a
of Disorder to Transform Our Lives,points to a study in the early 1980s that divided
undergraduates into two groups:some were advised to set out monthly goals and study activities;others were told to plan activities and goals in much more detail,day by day.
While the researchers assumed that the well-structured daily plans would be most effective when it came to the execution of tasks,they were wrong:the detailed daily plans demotivated students.Harford argues that inevitable distractions often render the daily to-do list ineffective,while leaving room for
improvisation in such a list can reap the best results.
In order to make the most of our focus and energy. We also need to embrace downtime,or as Newport suggests,
“be lazy. ”
“Idleness is not just a vacation,an indulgence or a vice;it is as indispensable to be brain as Vitamin D is to the body...[idleness]is, paradoxically, necessary to getting any work done, ”he argues.
Srini Pillay,an assistant professor of psychiatry at Harvard Medical School,believes this counter-intuitive link between downtime and productivity may be due to the way our brains operate When our brains switch between being focused
and unfocused on a task,they tend to be more efficient.
“What people don’t realise is that in order to complete these tasks they need to use both the focus and unfocus circuits in their brain ”
36. The key to mastering the art of deep work is to ________. A.keep to your focus time B.list your immediate tasks C.make specific daily plans D.seize every minute to work
37.The study in the early 1980s cited by Harford shows that ________. A.distractions may actually increase efficiency B.daily schedules are indispensable to studying C. students are hardly motivated by monthly goals
D.detailed plans many not be as fruitful as expected
. says Pillay.
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38.According to Newport, idleness is ________. A.a desirable mental state for
busy people
B.a major contributor to physical health C.an effective way to save time and energy D.an essential factor in accomplishing any work 39. Pillay believes that our brains ’ shift and unfocused _______. A.can result in psychological well-being B.canbring about greater efficiency C.is aimed at better balance in work D.is driven by task urgency
40.This text is mainly about _______. A.ways to relieve the tension of busy life B.approaches to getting more done in less time
between being focused
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