Article: Every profession or trade, every art, and every science has its technical vocabulary, the function of which is partly to refer to things or processes which have no names in ordinary English, and partly to secure greater exactness in expression. Such special dialects, or jargon, are necessary in technical discussion of any kind. Being universally understood by the devotees of the particular science or art, they have the precision of a mathematical formula . Besides, they save time, for it is much more economical to name a process than to describe it. Thousands of these technical terms are very properly included in every large dictionary, yet, as a whole, _ Different professions, however, differ widely in the character of their special vocabularies. In trades and handicrafts and other professions, such as farming and fishing, that have occupied great numbers of men from remote times, the technical vocabulary is very old. It consists largely of native words, or of borrowed words that have worked themselves into the very fiber of our language, hence, though highly technical in many particulars, these vocabularies are more familiar in sound, and more generally understood than most other technicalities. The special dialects of law, medicine, and philosophy have also become pretty familiar to cultivated person, and have contributed much to the popular vocabulary. Yet, every profession still possesses a large body of technical terms that remain essentially foreign, even to educated speech. And the proportion has been much increased in the last fifty years, particularly in the various departments of natural and political sciences and in the mechanic arts. So new terms are coined with the greatest freedom, and abandoned with indifference when they have served their turn. Most of the new coinages are restricted to special discussions and seldom get into general literature or conversation. Yet no profession is nowadays, as all profession once were, a closed guild . The lawyer, the physician, the man of science, and... Question: From the passage, we can learn that _ . Yes or no, is the answer "there is more social communication between professionals and others"?
No

Article: Dealing with conflict in the workplace is rarely easy. Hurt feelings and anger can lead to lower employee morale as well as a loss of productivity and a poor work environment. As a manager. you should find some ways yourself to solve the conflict. The goal is to build a team-centered workforce. You can use role-reversal methods to help each employee understand how the other feels. This model works best when there are only two parties involved. You can hold a meeting with annoyed workers in your office. You might say. "Jane, explain to me how you would feel if Nancy went to lunch with your clients ( ) without telling you?" Or. "Nancy, how would you respond if Jane came to me with complaints about you, but hadn't tried to talk to you about them first? " Workers often respond better to praise than criticism. By publicly drawing attention to employees who have healthy work relationships. you can increase the awareness for those who encourage any conflict. Avoid mentioning teams or departments that are being troubled by conflict. Instead. focus on the teams that work well together You might say. " _ ," or -Special thanks to the finance department for their teamwork in making sure that the quarterly reports were accurate" And help your employees see that differences can be good and don't necessarily lead to anger or disagreement This is one of the best ways to settle workplace conflicts. You can meet with employees and try to stress the value of different techniques. This lets all parties know that their own styles can be effective. You might say. " I know you disagree on how to market our services. but when you combine Jim's email marketing with Joe's personal one-on-one phone calls, you can increase sales. The two of you go well together. " Or. "I know you have different styles for interacting with clients. but Sally's take-them-out-for-coffee approach works well together with Ann's formal business meeting style Both are necessary for building relationships and getting work done. " Question: The author's purpose of writing the text is most likely to _ . Yes or no, is the answer "instruct"?
No

Q: Article: Kai-Fu Lee is one of the most successful Chinese professional managers. He worked for big companies such as Apple, Microsoft and Google. Now he works for himself and he also writes some books. Behind each of his choices is his belief that you should "lead your life" rather than "live your life". He made his first big decision in 1990. He was then the youngest associate professor of Carnegie Mellon University. If he had stayed a little longer, he would have become a tenured professor. But he decided to join Apple. There, he led his team to many hi-tech miracles , such as the iPod and iPhone which changed the world using hi-tech. In 1996, he went to work in SGI. In 1998, he joined Microsoft and started up Microsoft Research China which is now called Microsoft Research Asia. Because of his effort, it becomes one of the best labs in the world. In 2005, he moved on again, to Google. In his four years there, Google's market share in China jumped from 16% to 30%. Now, he has started his own company "Innovation Works". He aims to help new Chinese companies in mobile computing and e-commerce and also help China's young people start up their own business. Young people can send their business ideas to the company. If Lee likes an idea he receives, his company will help to turn the idea into a business. Lee has written several books. His Be Your Personal Bestis a bestseller. His autobiographyMaking a World of Difference: the Kai-Fu Lee Storytells the story of Lee's many successes but also setbacks on the way to becoming a technology and business giant. Question: How many times has Lee changed his jobs? Yes or no, is the answer "Five."?
A: Yes

(Question)
Article: How far would you be willing to go to satisfy your need to know?Far enough to find out your possibility of dying from a terrible disease?These days that's more than an academic question,as Tracy Smith reports in our Cover Story. There are now more than a thousand genetic tests,for everything from baldness to breast cancer,and the list is growing.Question is,do you really want to know what might eventually kill you?For instance,Nobel Prizewinning scientist James Watson,one of the first people to map their entire genetic makeup,is said to have asked not to be told if he were at a higher risk for Alzheimer's . "If I tell you that you have an increased risk of getting a terrible disease,that could weigh on your mind and make you anxious,through which you see the rest of your life as you wait for that disease to hit you.It could really mess you up." said Dr.Robert Green,a Harvard geneticist. "Every ache and pain," Smith suggested,could be understood as "the beginning of the end.""That's right.If you ever worried you were at risk for Alzheimer's disease,then every time you can't find your car in the parking lot,you think the disease has started." Dr.Green has been thinking about this issue for years.He led a study of people who wanted to know if they were at a higher genetic risk for Alzheimer's.It was thought that people who got bad news would,for lack of a better medical term, _ .But Green and his team found that there was "no significant difference" between how people handled good news and possibly the worst news of their lives.In fact,most people think they can handle it.People who ask for the information usually can handle the information,good or bad,said Green. Question: Which of the following is TRUE of James Watson? Yes or no, is the answer "He doesn't want to know his chance of getting a disease."?
(Answer)
Yes