1 . Five years ago, I took a career risk by leaving my job to work on a ship. My medical friends did their best to persuade me, saying that running away to sea would____my career. But after these years working as a junior doctor, I was willing to take the risk. ____for adventure, I boarded a ship in Singapore with 2, 000 passengers and crew. To my____，the hospital was well equipped, with an X-ray machine and a blood analyzer. That first voyage was a learning experience, a ____ schedule full of safety drills. There was so much new information to______ . Even remembering which uniform to wear each day was a_____ . Most confusing, I often forgot to ______my clock when the ship crossed time zones.

As a doctor, I was ______for the 600 crew. and I was on call for the entire ship. Far from ____ seasickness and sunburn, I had to deal with other diseases, for my patients were wide and varied. The ship’s medical center was ____ a floating emergency room, and we didn’t have a team of specialists on hand for a second _____ . With long and unpredictable hours, it required mental _____ .

As you can guess, many of the passengers were elderly. Heart attacks don’t ____ geography and emergency evacuations (疏散)were difficult to arrange. I recall one such patient, who was taken off the ship halfway through the Panama Canal .After a _____ ride in an old ambulance, I was relieved that the patient ______long enough to arrive at the hospital in Panama City. ____ , there were several unexpected benefits to the job. I regularly ______the passenger facilities (设施)and I even hosted my own table of passengers in the evenings. On rare days off, I_____ as a tour guide on trips ashore. I got to fly over Alaska in a seaplane and watched a ballet in St Petersburg.

Now, I understand being a ship doctor is not a job-it's a way of _____ .One year at sea became two. I lost my career ambitions, _____I redefined happiness in my life.

2 . Collaboration at work is generally seen as a good thing. The latest survey by the Financial Times of what employers want from MBA graduates found that the ability to work in a team, to work with a wide variety of people and to build, maintain and expand a network of people were three of the top five skills that managers wanted.

But managers always have to balance the merits of teamwork, which help ensure that everyone is working towards the same goal, with the dangers of “groupthink”, when some don’t point out the faults of a plan to fit in with others. When people are aware of the views of others, there is a tendency for them to follow, as participants are reluctant to look foolish by deviating from the majority view. The same effect   may lead to stock-market bubbles.

Modern communication methods mean that collaboration is more frequent. Workers are constantly in touch with each other via e-mail, messaging groups or mobile calls. But does that improve or worsen performance?

A new study by Ethan Bernstein, Jesse Shore and David Lazer, three American academics, tried to answer this question. They set a logical problem (devising the shortest route for a travelling salesman visiting various cities). Three groups were involved: one where subjects acted independently; another where they saw the solutions posted by team members at every stage; and a third where they were kept informed of each other’s views only intermittently (间歇地).

The survey found that members of the individualist group reached the best solution more often than the constant collaborators, but had a poorer average result. The intermittent collaborators found the right result as often as the individualists, and got a better average solution.

When it comes to idea generation, giving people a bit of space to find a solution seems to be a good idea. Occasional collaboration can be a big help; most people have benefited from a colleague’s wise advice to avoid a particular course of action.

Close teamwork may be vital in the lower reaches of a group, but at the top, someone has to make a decision. At this stage, intense collaboration may be less helpful. Fashion houses with co-creative directors are rated as less creative by industry experts than brands that were individually led. Co-led teams of Himalayan climbers are more likely to suffer deaths than those with single leaders. Experts think that co-leadership “creates uncertainty over who is really in charge”. The battles between Sandy Weill and John Reed when they were co-chief executives of Citigroup in the late 1990s were infamous. Less than 5% of companies in the Fortune 500 have used a co-CEO structure since 1989. In short, collaboration may be a useful tool, but it doesn’t work in every situation.

5 . A few months ago, one of my fellow graduate students was offered an incredible career-building opportunity. His efforts on a student-led campaign to increase federal funding for basic research had _________ an invitation to speak on a conference panel(专家组). It would look great on his CV(简历). I was _________ for him, of course. I had been a(n) _________ partner in the campaign. I felt that I deserved the same opportunity. Yet I hadn’t been _________ and I wasn’t sure why.

Growing up, I had been taught that the way to _________ was to put my head down and work hard. If my work was good enough, it would speak for itself and I would be _________. This view, coupled with a natural _________, meant that I _________ worked up the nerve to put myself forward. However, I decided that I need to _________ my life again——by becoming my own biggest __________.

So, with my __________ beating fast, I asked my colleague to ask the panel organizers to __________ me. My mind flooded with a list of well-practiced __________. Maybe I didn’t deserve it. Maybe I was being too __________. But my colleague immediately contacted the organizers, who quickly agreed to __________ me to the panel. I’ve come to understand that I can’t be recognized for my work if I’m invisible. This isn’t a revolutionary __________ which many people are unfamiliar with, I know, but as an introvert(内向的人) this is my __________ Mount Everest.

I think advocating for myself will always make me a little __________. But I do plenty of other uncomfortable things to __________ I’m living my best life, like getting flu shots. I suppose I can do the same for my __________.

2.只允许修改10处，多者(从第11处起)不计分。

I’m very glad to receive the letter you sent me. I have been thinking the question you asked me. From my point of view, you can come to China after finished your studies.

For the one reason, China’s development offers a number of job opportunity for the young. What’s more, what you are studying is bad needed in China nowadays. In fact, many big companies in our city are hoping to hire people like me.

For another reason, China is a country with such a different culture as many foreigners enjoy living and working here. Why not come but join them? If you came here, I will do how I can to help you.

9 . When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuse, he came right out and said he was leaving “to pursue my goal of running a company.” Broadcasting his ambition was “very much my decision,” McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.

McGee says leaving without a position lined up gave him time to reflect on what kinds of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn’t alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don’t get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.

As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders.

The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn Ferry, senior partner Dennis Carey: “I can’t think of a single search I’ve done where a board has not instructed me to look at sitting CEOs first.”

Those who jumped without a job haven’t always landed in top positions quickly. Ellen Marram quit as chief of Tropicana when the business became part of PepsiCo (PEP) a decade ago, saying she wanted to be a CEO. It was a year before she became head of a tiny internet-based commodities exchange. Robert Willemstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.

Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. “The traditional rule was it’s safer to stay where you are, but that’s been fundamentally inverted,” says one headhunter. “The people who’ve been hurt the worst are those who’ve stayed too long.”

10 . An employee whose personality traits closely match the traits that are ideal for his or her job is likely to earn more than an employee whose traits are less congruent (一致的), according to new research.

Findings from previous research have shown that some personality traits are generally beneficial when it comes to a work environment. Being highly conscientious (勤勉认真的), lead researcher Jaap J.A. Denissen notes, is connected with being hard-working and well-organized, qualities that are typically prized in employees. But Denissen questioned the idea that there is an ideal personality type. The researchers thought that the match, or mismatch, between a person's traits and job requirements, might be important when it comes to important outcomes like income.

The researchers developed a new way of directly comparing the fit between a given employee and a given job, using the well-established Big Five personality traits to quantify (量化) the traits that a job requires. The researchers examined personality, yearly income, and jobs of 8,458 persons living in Germany.

The results showed that fit really does matter, at least when it comes to extraversion, agreeableness, and openness to experiences. For these three traits, greater congruence between an employee's own personality and a job's requirements was connected with higher income. Importantly, the data also showed that employees who were more agreeable, more conscientious, or more open to experiences than their jobs required actually earned less than people who had congruent levels of those traits.

The researchers note that additional studies will be required to understand how job experiences, job satisfaction, and job performance might influence the association between the individual job personality fit and income. The results of the present study do suggest that achieving the right fit requires a special approach to knowing both personal traits and job-related traits. Paying attention to the approach could have important implications for both employees and employers.