Article: How good are you at saying "no"? For many, it's surprisingly difficult. This is especially true of editors, who by nature tend to be eager and engaged participants in everything they do. Consider these scenes: It's late in the day. That front-page package you've been working on is nearly complete; the last editing and it's finished. Then enters the chief editor, who makes a suggestion requiring a more-than-modest rearrangement of the design and the addition of an information box. You want to scream: "No! It's done!" What do you do? The first rule of saying no to the boss is "don't say no". He probably has something in mind when he makes the suggestion, and it's up to you to find out what. The second rule is "don't raise the risks by challenging his authority". That issue is already decided. The third rule is "be ready to put forward choices and consequences". The boss's suggestion might be appropriate, but there are always consequences. He might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell him he can have what he wants, but explain the consequences. Understand what he's trying to accomplish and propose a Plan B that will make it happen without destroying what you've done so far. Here's another case. Your least-favorite reporter suggests a silly story idea. This one should be easy, but it's not. If you say no, even politely, you risk holding back further ideas, not just from that reporter, but from others who heard that you turned down the idea. This case is common in newsrooms that lack a systematic way to filter story suggestions. Two steps are necessary. First, you need a system for how stories are proposed and reviewed. Reporters can bear rejection of their ideas if they believe they are given a fair hearing. Your natural reaction and strong rejection, even of a worthless idea, might not qualify as systematic or fair. Second, the people you work with need to make a "What if",agreement covering ''What if my idea is turned down?" How are people... Question: Why is it important to set up a system for stories to be proposed and reviewed? Yes or no, is the answer "To guarantee reporters chances to give further explanations."?
Yes

Article: In a society where lung and breast cancers are leading causes of cancer death worldwide, early detection of the disease is highly desirable. In a new scientific study, researchers present astonishing new evidence that man's best friend, the dog, may have the ability to contribute to early cancer detection. Researchers show scientific evidence that a dog's extraordinary smelling ability can distinguish people with both early and late stage lung and breast cancers from healthy people. Researchers first discovered this in the case report of a dog warning its owner to the presence of a melanoma by constantly sniffing the skin lesion . Later studies published in major medical magazines proved the ability of trained dogs to detect both melanomas and bladder cancers. The new study is the first to test whether dogs can detect cancers only by sniffing the breath of cancer patients. In this study, five household dogs were trained within a short 3-week period to detect lung or breast cancer by sniffing the breath of cancer patients. The experiment consisted of 86 cancer patients (55 with lung cancer and 31 with breast cancer) and 83 healthy people. All cancer patients had recently been diagnosed with cancer and had not yet undergone any chemotherapy treatment . The dogs were presented with breath samples from the cancer patients and the healthy ones, captured in a special tube. Dogs were trained to give a positive identification of a cancer patient by sitting or lying down directly in front of a test station containing a cancer patient sample, while ignoring healthy samples. The results of the study showed that dogs can detect breast and lung cancer between 88% and 97%. Moreover, the study also proved that the trained dogs could even detect the early stages of lung cancer, as well as early breast cancer. The researchers concluded that breath analysis might become a potential of cancer diagnosis. Question: The last sentence of the passage means_. Yes or no, is the answer "breath analysis can be used in diagnosing cancers in the future"?
No

Article: Men and women are still treated unequally in the workplace. Women continue to earn less, on average, for the same performance. Research has shown that both conscious and subconscious biases contribute to this problem. But we've discovered another source of inequality: Women often don't get what they want and deserve because they don't ask for it. In three separate studies, we found that men are more likely than women to negotiate for what they want. The first study found that the starting salaries of male MBAs who had recently graduated from Carnegie Mellon were 7.6%, or almost $4,000, higher on average than those of female MBAs from the same program. That's because most of the women had simply accepted the employer's salary offer; in fact, only 7% had attempted to negotiate. But 57% of their male counterparts--or eight times as many men as women--had asked for more. Another study tested this gender difference in the lab. Subjects were told that they would be observed playing a word game and that they would be paid between $3 and $10 for playing. After each subject completed the task, an experimenter thanked the participant and said, "Here's $3. Is $3 OK?" For the men, it was not OK, and they said so. Their requests for more money are nine times as many as the women's. The largest of the three studies surveyed several hundred people over the Internet, asking them about the most recent negotiations they'd attempted or started and when they expected to negotiate next. The study showed that men place themselves in negotiation situations much more often than women do. There are several reasons accounting for the phenomenon. First, women often are taught from an early age not to promote their own interests and to focus instead on the needs of others. The messages girls receive--from parents, teachers, other children, the media, and society in general--can be so powerful that when they grow up they may not realize that they've made this behavior part of them, or they may realize it but not understand how it... Question: Which of the following statements is NOT true? Yes or no, is the answer "Men believe that the better they work, the better they're paid."?
No

Article: The story of "Who Moved My Cheese?"was created by Dr. Spencer Johnson to help him deal with a difficult change in his life. It showed him how to take his changing situation seriously but not take himself so seriously. When his friends noticed how much better life had become for him, and asked why, Dr.Johnson shared his "Cheese" story. Many later said how greatly the story had helped them to keep their sense of humor, to change, and to gain something better, too. Twenty years after the story was created, "Who Moved My Cheese?" was finally published. It soon became a No.1 international best seller, with one million hardcover copies in print within the first sixteen months and over ten million copies within the next two years. Some critics do not understand why so many people find the book so valuable. They say the story is simple enough for a child to understand, and it insults their intelligence. Some even fear it suggests that people should mindlessly accept unnecessary changes forced upon them by others, although that is not in the story. The author said that both the fans and the critics are "right" in their own way. It is not what is in the story of "Who Moved My Cheese?" but how you understand it and apply it to your own situation that gives it value. Hopefully the way you understand the story of "Who Moved My Cheese?" and the way you put it into action in your life will help you find and enjoy the "New Cheese" you deserve . (278words) Question: The writer's purpose in writing the passage is to _ . Yes or no, is the answer "help readers understand the book and get something from it"?
No