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题型:阅读理解-阅读单选 难度:0.4 引用次数:92 题号:22396990

Users of Google Gemini, the tech giant’s artificial intelligence model, recently noticed that asking it to create images of Vikings, or German soldiers from 1943 produced surprising results: hardly any of the people were white. Other image-generation tools have been criticized because they tend to show white men when asked for images of entrepreneurs or doctors. Google wanted Gemini to avoid this trap; instead, it fell into another one, depicting George Washington as black. Now attention has moved on to the chatbot’s text responses, which turned out to be just as surprising.

Gemini declined to write a job ad for a fossil fuel lobby group (游说团体), because fossil fuels are bad and lobby groups prioritize “the interests of corporations over public well-being”. Asked if Hamas is a terrorist organization, it replied that the conflict in Gaza is “complex”; asked if Elon Musk’s tweeting of memes had done more harm than Hitler, it said it was “difficult to say”. You do not have to be a critic to perceive its progressive bias.

Inadequate testing may be partly to blame Google lags behind OpenAI, maker of the better-known ChatGPT. As it races to catch up, Google may have taken short cuts. Other chatbots have also had controversial launches Releasing chatbots and letting users uncover their faults, which can be swiftly addressed, lets firms move faster, if they are prepared to endure the potential risks and bad publicity, observes Ethan Mollick, a professor at Wharton Business School.

But Gemini has clearly been deliberately adjusted to produce these responses. This raises questions about Google’s culture. Is the firm so financially secure, with vast profits from Internet advertising, that it feels free to try its hand at social engineering? Do some employees think it has not just an opportunity, but a responsibility, to use its reach and power to promote a particular agenda? All eyes are now on Google’s boss. Sundar Pichai. He says Gemini is being fixed. But does Google need fixing too?

1. What was the problem of Google Gemini in the first paragraph?
A.Having a racial prejudice.B.Responding to wrong texts.
C.Criticizing political figures.D.Going against historical facts.
2. What is Paragraph 2 mainly about?
A.Gemini’s bias in text responses.
B.Gemini’s refusal to make progress.
C.Gemini’s failure to give definite answers.
D.Gemini’s avoidance of political conflicts.
3. What does Ethan Mollick think of Gemini’s early launch?
A.Creative.B.Promising.
C.Illegal.D.Controversial.
4. What can we infer about Google from the last paragraph:
A.Its security is doubted.B.It lacks financial support.
C.It needs further improvement.D.Its employees are irresponsible.

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【推荐1】Although problems are a part of our lives, it certainly doesn't mean that we let them rule our lives forever. One day or another, you'll have to stand up and say—problems, I don't want you in my life.

    1    Problems with friends, parents, girlfriends, husbands, and children—the list goes on. Apart from these, the inner conflicts within ourselves work, too. These keep adding to our problems. Problems come in different shaped and colors and feelings.

But good news is that all problems can be dealt with. Now read on to know how to solve your problems.

Talk, it really helps. What most of us think is that our problem can be understood only by us and that no talking is going to help.     2    Talking helps you move on and let go.

Write your problems.     3    When you write down your problems, you are setting free all the tension from your system. You can try throwing away the paper on which you wrote your problems. By doing this, imagine yourself throwing away the problems from your life.

Don't lose faith and hope. No matter what you lose in life, don't lose faith and hope. Even if you lose all your money, family…you should still have faith.     4    

Your problems aren't the worst. No matter what problem you get in life, there are another one million people whose problems are huger than yours.     5    Your problems might just seem big and worse, but in reality they can be removed.

Go about and solve your problems because every problem, however big or small, always has a way out.

A.Of course, we've been fighting troubles ever since we were born.
B.When we have a problem, a pressing, critical, urgent, life-threatening problem, how do we try and solve it?
C.Having a personal diary can also be of huge help if you don't want a real person to talk with.
D.But the truth is that when you talk about it, you're setting free the negative energies that have been gathering within you.
E.We can often overcome the problem and achieve the goal by making a direct attack.
F.Tell yourself:when they can deal with them, why can't I?
G.With faith and hope, you can rebuild everything that you lose.
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文章大意:本文是一篇议论文。文章就通过消费来做有意义的事情,到底应该买贵的还是廉价的产品进行讨论。

【推荐2】Danone Portugal introduced a new yogurt named Juntos. For every pack of yogurt that a person bought, he would donate yogurt to a family in need. Danone had done its research. Increasingly, people say they want to buy from brands that give them a sense of purpose. Surely a yogurt that helped the needy would be appealing. But Juntos was a failure. Despite sinking millions into a marketing campaign, Danone pulled Juntos from the market only months after it was launched. Now the same product is simply marketed as a tasty yogurt.

What happened? To find the reason behind Juntos’ failure, Lawrence Williams and his colleagues did an experiment where they showed people some products and asked these people to pick one option. They reminded some to focus on the “purposeful and valuable” aspect while others were told to “enjoy themselves” and focus on “delight and pleasure.” They found that participants who prioritized meaning preferred the less expensive product when compared with people who put pleasure in the first place.

So why were meaning-seekers cheaping out? Lawrence Williams asked participants to explain their decision-making to find out. He learned that meaning-oriented people were not thinking about how the product they might buy could bring meaning to their lives. Instead, they were occupied with what else they could do with their money.

I am all for people making wise and strategic financial choices. But cheap products can create many problems. Inexpensive options often do not last as long as the higher-end ones. As a result, we shop more often, which is ultimately worse for our wallets. Plus, that spending pattern can do a greater damage to the environment. Thanks in part to fast fashion, people buy 60 percent more clothing today than they did 15 years ago. The fashion industry alone emits more greenhouse gases than international flights and maritime (海洋的) shipping combined.

So before you dive into your wallet for some deals, try not to fix only on what you are spending or saving. Think carefully about what you are buying, too.

1. What is the main reason for the failure of Juntos?
A.It ignored marketing strategies.B.It priced itself relatively high.
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C.By explaining reasons.D.By making some comparisons.
4. Which is the most suitable title for the text?
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C.Meaning seekers or Quality-pursuersD.Fast Fashion: a Hit to Your Wallet
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【推荐3】The personal grievance provisions of New Zealand’s Employment Relations Act 2000 (ERA) prevent an employer from firing an employee without good cause. Instead, dismissals must be justified. Employers must both show cause and act in a procedurally fair way.

Personal grievance procedures were designed to guard the jobs of ordinary workers from “unjustified dismissals”. The premise was that the common law of contract lacked sufficient protection for workers against arbitrary conduct by management. Long gone are the days when a boss could simply give an employee contractual notice.

But these provisions create difficulties for businesses when applied to highly paid managers and executives. As countless boards and business owners will attest, constraining firms from firing poorly performing, high-earning managers is a handbrake on boosting productivity and overall performance. The difference between C-grade and A-grade managers may very well be the difference between business success or failure. Between preserving the jobs of ordinary workers or losing them. Yet mediocrity is no longer enough to justify a dismissal.

Consequently and paradoxically laws introduced to protect the jobs of ordinary workers may be placing those jobs at risk.

If not placing jobs at risk, to the extent employment protection laws constrain business owners from dismissing under-performing managers, those laws act as a constraint on firm productivity and therefore on workers’ wages. Indeed, in “An International Perspective on New Zealand’s Productivity Paradox” (2014), the Productivity Commission singled out the low quality of managerial capabilities as a cause of the country’s poor productivity growth record.

Nor are highly paid managers themselves immune from the harm caused by the ERA’s unjustified dismissal procedures. Because employment protection laws make it costlier to fire an employee, employers are more cautious about hiring new staff. This makes it harder for the marginal manager to gain employment. And firms pay staff less because firms carry the burden of the employment arrangement going wrong.

Society also suffers from excessive employment protections. Stringent job dismissal regulations adversely affect productivity growth and hamper both prosperity and overall well-being.

Across the Tasman Sea, Australia deals with the unjustified dismissal paradox by excluding employees earning above a specified “high-income threshold” from the protection of its unfair dismissal laws. In New Zealand, a 2016 private members’ Bill tried to permit firms and high-income employees to contract out of the unjustified dismissal regime. However, the mechanisms proposed were unwieldy and the Bill was voted down following the change in government later that year.

1. The personal grievance provisions of the ERA are intended to ________.
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C.regulate the privileges of the employersD.safeguard the rights of ordinary workers
2. It can be learned from paragraph 3 that the provisions may ________.
A.hinder business developmentB.justify managers’ authority
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3. Which of the following can be inferred from the passage?
A.ERA’s sensible approach corresponds with the international trend of democracy.
B.The society will see a rise in well-being with the ERA’s procedures carried out.
C.Non-proficient managerial capabilities make employees suffer from salary cuts.
D.High-income threshold in Australia is relatively beneficial to business owners.
4. What’s the author’s attitude towards the personal grievance provisions issued by ERA?
A.AppreciativeB.SkepticalC.OptimisticD.Contradictory
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