(relief) The clients played cards to______the boredom of the long wait.

(globe) The commission is calling for a______ban on whaling.

ontruedreammankindbecauseterm bysensetakeman-madedependhardI doubt the holy man's idea of happiness, and I doubt the dreams of happiness-market, too.Whatever happiness may be, I believe, it is neither in having nothing nor in having more, but in changing-in changing the world and(51)______into pure states.To change is to make efforts to deal with difficulties.As Yeats, a great Irish poet,once put it,happiness we get for a lifetime (52)______on how high we choose our difficulties. Robert Frost,a great American poet,was thinking in almost the same(53)______when we spoke of “the pleasure of taking pains".It is easy to understand.We even demand difficulty for the fun in our games.We demand it because without difficulty there can be no game.And a game is a way of making something (54)______for the fun of it.The rules of the game are(55)______difficulties,When the player ruins the fun,he always does so by refusing to play (56)______the rules. It is easier to win at chess if youare free,at your pleasure, to cast away all the rules, but the fun is in winning within the rules.The same is (57)______to happiness.The buyers and sellers at the happiness-market seem to have lost their(58)______of the pleasure of difficulty.Heaven knows what they are playing,but it seems a dull game. And the Indian holy man seems dull to us,I suppose, (59)______he seems to be refusing to play anything at all.The Western weakness may be in the(60)______that happiness can be bought.Perhaps the Eastern weakness is in the idea that there is such a thing as perfect happiness in man himself. Both of themforget a basic fact:no difficulty,no happiness.(From What Is Happiness?)

Are the endless decisions of modern life leading to decision fatigue，depleting（耗尽）our willpower（意志力）to the point that we end up making increasingly poor，even self-destructive choices?In an excerpt adapted from his book,John Tierney makes the case that they do.The piece opens with a description of research on parole（假释）decisions made by Israeli judges，which found that the judges were dramatically more likely to free prisoners earlier in the day or right after lunch,compared with other times.But Stanford psychology professor Carol Dweck has found an interesting perspective.Her research shows that while decision fatigue does occur,it primarily affects those who believe that willpower runs out quickly."We find that people get fatigued or depleted after a difficult task only when they believe that willpower is a limited resource,but not when they believe it's not so limited,"says Dweck.Because the majority of people tend to view their stores of willpower as being limited,the effect appears universal in studies that don't distinguish between people holding various beliefs."If you look over our studies,we get effects that look like overall fatigue.But when you break it down into the people who believe willpower is limited and those who donI',you have two separate groups," says Dweck. "In fact, in some cases,the people who believe that willpower is not so limited actually perform better after a difficult task."In the excerpt,Tierney cites research showing that consumption of sugar restores depleted willpower.One study involved giving people either thick,tasty milkshakes or flavorless,low-fat drinks after a series of decision-based tasks had reduced their performance. As long as the food contained sugar, it didn't matter whether the stuff was rewardingly tasty. Although the researchers initially thought that indulging in something pleasurable would reduce participants' decision fatigue, it turned out that it was the sugar,not the pleasure,that actually boosted brain performance.Other studies have shown that,similarly,sugar consumption reduces people's expressions of prejudice,presumably by helping them maintain self-restraint.Dweck has tested how this idea fits with her theory on willpower:“We find that sugar improves self-control only for the people who believe in limited willpower,"she says."We think that people who believe in limited willpower are always checking to see how fatigued they are.If they feel fatigued,they show a deficit.If you give them sugar and they get a surge of energy,they don't show a deficit.”According to Tierney's excerpt,Israeli judges were more likely to free prisoners ______.

Are the endless decisions of modern life leading to decision fatigue，depleting（耗尽）our willpower（意志力）to the point that we end up making increasingly poor，even self-destructive choices?In an excerpt adapted from his book,John Tierney makes the case that they do.The piece opens with a description of research on parole（假释）decisions made by Israeli judges，which found that the judges were dramatically more likely to free prisoners earlier in the day or right after lunch,compared with other times.But Stanford psychology professor Carol Dweck has found an interesting perspective.Her research shows that while decision fatigue does occur,it primarily affects those who believe that willpower runs out quickly."We find that people get fatigued or depleted after a difficult task only when they believe that willpower is a limited resource,but not when they believe it's not so limited,"says Dweck.Because the majority of people tend to view their stores of willpower as being limited,the effect appears universal in studies that don't distinguish between people holding various beliefs."If you look over our studies,we get effects that look like overall fatigue.But when you break it down into the people who believe willpower is limited and those who donI',you have two separate groups," says Dweck. "In fact, in some cases,the people who believe that willpower is not so limited actually perform better after a difficult task."In the excerpt,Tierney cites research showing that consumption of sugar restores depleted willpower.One study involved giving people either thick,tasty milkshakes or flavorless,low-fat drinks after a series of decision-based tasks had reduced their performance. As long as the food contained sugar, it didn't matter whether the stuff was rewardingly tasty. Although the researchers initially thought that indulging in something pleasurable would reduce participants' decision fatigue, it turned out that it was the sugar,not the pleasure,that actually boosted brain performance.Other studies have shown that,similarly,sugar consumption reduces people's expressions of prejudice,presumably by helping them maintain self-restraint.Dweck has tested how this idea fits with her theory on willpower:“We find that sugar improves self-control only for the people who believe in limited willpower,"she says."We think that people who believe in limited willpower are always checking to see how fatigued they are.If they feel fatigued,they show a deficit.If you give them sugar and they get a surge of energy,they don't show a deficit.”According to Dweck's research,decision fatigue tends to affect those who ______.

Are the endless decisions of modern life leading to decision fatigue，depleting（耗尽）our willpower（意志力）to the point that we end up making increasingly poor，even self-destructive choices?In an excerpt adapted from his book,John Tierney makes the case that they do.The piece opens with a description of research on parole（假释）decisions made by Israeli judges，which found that the judges were dramatically more likely to free prisoners earlier in the day or right after lunch,compared with other times.But Stanford psychology professor Carol Dweck has found an interesting perspective.Her research shows that while decision fatigue does occur,it primarily affects those who believe that willpower runs out quickly."We find that people get fatigued or depleted after a difficult task only when they believe that willpower is a limited resource,but not when they believe it's not so limited,"says Dweck.Because the majority of people tend to view their stores of willpower as being limited,the effect appears universal in studies that don't distinguish between people holding various beliefs."If you look over our studies,we get effects that look like overall fatigue.But when you break it down into the people who believe willpower is limited and those who donI',you have two separate groups," says Dweck. "In fact, in some cases,the people who believe that willpower is not so limited actually perform better after a difficult task."In the excerpt,Tierney cites research showing that consumption of sugar restores depleted willpower.One study involved giving people either thick,tasty milkshakes or flavorless,low-fat drinks after a series of decision-based tasks had reduced their performance. As long as the food contained sugar, it didn't matter whether the stuff was rewardingly tasty. Although the researchers initially thought that indulging in something pleasurable would reduce participants' decision fatigue, it turned out that it was the sugar,not the pleasure,that actually boosted brain performance.Other studies have shown that,similarly,sugar consumption reduces people's expressions of prejudice,presumably by helping them maintain self-restraint.Dweck has tested how this idea fits with her theory on willpower:“We find that sugar improves self-control only for the people who believe in limited willpower,"she says."We think that people who believe in limited willpower are always checking to see how fatigued they are.If they feel fatigued,they show a deficit.If you give them sugar and they get a surge of energy,they don't show a deficit.”What do Tierney and Dweck agree on?

Are the endless decisions of modern life leading to decision fatigue，depleting（耗尽）our willpower（意志力）to the point that we end up making increasingly poor，even self-destructive choices?In an excerpt adapted from his book,John Tierney makes the case that they do.The piece opens with a description of research on parole（假释）decisions made by Israeli judges，which found that the judges were dramatically more likely to free prisoners earlier in the day or right after lunch,compared with other times.But Stanford psychology professor Carol Dweck has found an interesting perspective.Her research shows that while decision fatigue does occur,it primarily affects those who believe that willpower runs out quickly."We find that people get fatigued or depleted after a difficult task only when they believe that willpower is a limited resource,but not when they believe it's not so limited,"says Dweck.Because the majority of people tend to view their stores of willpower as being limited,the effect appears universal in studies that don't distinguish between people holding various beliefs."If you look over our studies,we get effects that look like overall fatigue.But when you break it down into the people who believe willpower is limited and those who donI',you have two separate groups," says Dweck. "In fact, in some cases,the people who believe that willpower is not so limited actually perform better after a difficult task."In the excerpt,Tierney cites research showing that consumption of sugar restores depleted willpower.One study involved giving people either thick,tasty milkshakes or flavorless,low-fat drinks after a series of decision-based tasks had reduced their performance. As long as the food contained sugar, it didn't matter whether the stuff was rewardingly tasty. Although the researchers initially thought that indulging in something pleasurable would reduce participants' decision fatigue, it turned out that it was the sugar,not the pleasure,that actually boosted brain performance.Other studies have shown that,similarly,sugar consumption reduces people's expressions of prejudice,presumably by helping them maintain self-restraint.Dweck has tested how this idea fits with her theory on willpower:“We find that sugar improves self-control only for the people who believe in limited willpower,"she says."We think that people who believe in limited willpower are always checking to see how fatigued they are.If they feel fatigued,they show a deficit.If you give them sugar and they get a surge of energy,they don't show a deficit.”What would help reduce decision fatigue according to Paragraph 6?

Are the endless decisions of modern life leading to decision fatigue，depleting（耗尽）our willpower（意志力）to the point that we end up making increasingly poor，even self-destructive choices?In an excerpt adapted from his book,John Tierney makes the case that they do.The piece opens with a description of research on parole（假释）decisions made by Israeli judges，which found that the judges were dramatically more likely to free prisoners earlier in the day or right after lunch,compared with other times.But Stanford psychology professor Carol Dweck has found an interesting perspective.Her research shows that while decision fatigue does occur,it primarily affects those who believe that willpower runs out quickly."We find that people get fatigued or depleted after a difficult task only when they believe that willpower is a limited resource,but not when they believe it's not so limited,"says Dweck.Because the majority of people tend to view their stores of willpower as being limited,the effect appears universal in studies that don't distinguish between people holding various beliefs."If you look over our studies,we get effects that look like overall fatigue.But when you break it down into the people who believe willpower is limited and those who donI',you have two separate groups," says Dweck. "In fact, in some cases,the people who believe that willpower is not so limited actually perform better after a difficult task."In the excerpt,Tierney cites research showing that consumption of sugar restores depleted willpower.One study involved giving people either thick,tasty milkshakes or flavorless,low-fat drinks after a series of decision-based tasks had reduced their performance. As long as the food contained sugar, it didn't matter whether the stuff was rewardingly tasty. Although the researchers initially thought that indulging in something pleasurable would reduce participants' decision fatigue, it turned out that it was the sugar,not the pleasure,that actually boosted brain performance.Other studies have shown that,similarly,sugar consumption reduces people's expressions of prejudice,presumably by helping them maintain self-restraint.Dweck has tested how this idea fits with her theory on willpower:“We find that sugar improves self-control only for the people who believe in limited willpower,"she says."We think that people who believe in limited willpower are always checking to see how fatigued they are.If they feel fatigued,they show a deficit.If you give them sugar and they get a surge of energy,they don't show a deficit.”What effect does sugar have on those believing in limited willpower according to Dweck?

Feedback,I am told,is like a delicious dish for service providers.That's all very well for those that receive it,but where is the reward for those that give it? I'm pretty tired of getting back from a business trip and finding my inbox filled with every supplier that I used asking for my commentary on their services.The airline,my car hire and the hotels I stayed at all use their possession of my email address to send their requests for my opinion.If I am sufficiently bothered to click into their surveys,I reckon I could waste a good half an hour ticking boxes and adding remarks.Some of these requests for my observations suggest I might win a prize by being added to a draw.Who,I wonder,ever wins? Are there lists of those who benefit? I doubt it.Why are we getting this constant deluge（接连不断）of requests to help businesses improve themselves? Hotels are the worst.It never happened 30 years ago and I blame the Internet.Ever since that innovation,hotel chains have been using electronic survey tools to track guest satisfaction and monitor quality among their properties.Based on an analysis of chains that have purchased the industry guest satisfaction surveys by JD Power,hotel brands with higher scores apparently make more money than those with lower ones.Well,that makes sense, and it proves that these surveys are just a cheap way of asking me to improve someone else's enterprise.And while the business traveller might think that their suggestions are being taken into account to improve their future experiences,it's actually only the scores in the boxes that are being used by an anonymous head office to monitor operational management's effectiveness.The pressure is on the operator to keep satisfaction high, and numbers can be manipulated by the design of the questions and the focus of the form.Trend history shows that respondents （调查对象）consistently rate facility higher than service.Removing some of the questions about service and adding a few about the quality of the bedding can spin the overall scores positively. Wherever service is involved,it appears that satisfaction scores fall. The School of Hotel Administration at Comell University has produced a number of studies of such surveys that show a 20% drop in approval ratings between physicaI facilities and service.All of this seems to indicate that surveys can be designed to fit whatever the originator wishes to hear.What annoys the author upon his return from a business trip?

Feedback,I am told,is like a delicious dish for service providers.That's all very well for those that receive it,but where is the reward for those that give it? I'm pretty tired of getting back from a business trip and finding my inbox filled with every supplier that I used asking for my commentary on their services.The airline,my car hire and the hotels I stayed at all use their possession of my email address to send their requests for my opinion.If I am sufficiently bothered to click into their surveys,I reckon I could waste a good half an hour ticking boxes and adding remarks.Some of these requests for my observations suggest I might win a prize by being added to a draw.Who,I wonder,ever wins? Are there lists of those who benefit? I doubt it.Why are we getting this constant deluge（接连不断）of requests to help businesses improve themselves? Hotels are the worst.It never happened 30 years ago and I blame the Internet.Ever since that innovation,hotel chains have been using electronic survey tools to track guest satisfaction and monitor quality among their properties.Based on an analysis of chains that have purchased the industry guest satisfaction surveys by JD Power,hotel brands with higher scores apparently make more money than those with lower ones.Well,that makes sense, and it proves that these surveys are just a cheap way of asking me to improve someone else's enterprise.And while the business traveller might think that their suggestions are being taken into account to improve their future experiences,it's actually only the scores in the boxes that are being used by an anonymous head office to monitor operational management's effectiveness.The pressure is on the operator to keep satisfaction high, and numbers can be manipulated by the design of the questions and the focus of the form.Trend history shows that respondents （调查对象）consistently rate facility higher than service.Removing some of the questions about service and adding a few about the quality of the bedding can spin the overall scores positively. Wherever service is involved,it appears that satisfaction scores fall. The School of Hotel Administration at Comell University has produced a number of studies of such surveys that show a 20% drop in approval ratings between physicaI facilities and service.All of this seems to indicate that surveys can be designed to fit whatever the originator wishes to hear.What does the author think of the prize offering for taking surveys according to Paragraph 2?