专题04 阅读理解之议论文10篇（第一期）-2023高考英语北京市名校模拟真题速递

2023高考英语北京市名校模拟真题速递 第一期 专题04 阅读理解之议论文10篇 （2023秋·北京丰台·高三统考一模）Over millions of years humans have responded to certain situations without thinking too hard. If our ancestors spotted movement in the nearby forest, they would run first and question later. At the same time, the ability to analyze and to plan is part of what separates us from other animals. The question of when to trust your instinct (直觉)and when to think slow matters in the office as much as in the savannah(草原). Slow thinking is the feature of a well-managed workplace. Yet instinct also has its place. Some decisions are more connected to emotional responses and less to analysis. In demanding customer-service or public-facing situations, instinct is often a better guide to how to behave. Instinct can also be improved. Plenty of research has shown that instinct becomes more unerring with experience. In one well-known experiment, volunteers were asked to assess whether a selection of designer handbags were real or not. Some were instructed to operate on instinct and others to deliberate(深思熟虑)over their decision. Instinct worked better for those who owned at least three designer handbags; indeed, it outperformed analysis. The more expert you become, the better your instinct tends to be. However, the real reason to embrace fast thinking is that it is, well, fast. It is often the only way to get through the day. To take one example, when your inbox floods with new emails at the start of a new day, there is absolutely no way to read them all carefully. Instinct is what helps you decide which ones to answer and which to delete or leave unopened. Fast thinking can also help the entire organization. The value of many managerial decisions lies in the simple fact that they have been made at all. Yet as data explodes, the temptation(诱惑)to ask for one more bit of analysis has become much harder to resist. Managers often suffer from overthinking, turning a simple problem into a complex one. When to use instinct in the