【選項(xiàng)】

　　A.a win-win business model between digital giants

　　B.a typical competition pattem among digital giants

　　C.the benefits provided for digital giants' customers

　　D.the relationship between digital giants and their users

　　31. 【答案】 [B]user information

　　【解析】細(xì)節(jié)題。根據(jù)題干信息定位到第一段第二句。該句提到兩年前Facebook花了更多的錢獲得了WhatsApp的信息服務(wù)。接著提到WhatsApp提供給Facebook的是關(guān)于其用戶的朋友圈以及社會(huì)生活等具體精煉的信息。由此可知，B項(xiàng)為正確答案。

　　32. 【答案】[C]pose a risk to Facebook users

　　【解析】細(xì)節(jié)題。根據(jù)題干關(guān)鍵詞linking the phone number定位第二段第一句。該句提到Facebook向歐洲委員會(huì)承諾不會(huì)把用戶的電話號(hào)與Facebook的身份認(rèn)證連系到一起，但是協(xié)議通過之后Facebook立馬失信。接下來提到“甚至都不清楚信息里面都有什么，也不知誰發(fā)的消息，發(fā)送的目的又是什么”。因此，可能會(huì)給用戶造成風(fēng)險(xiǎn)。因此C項(xiàng)符合文意。

　　33. 【答案】[D]cannot keep pace with the changing market

　　【解析】細(xì)節(jié)題。根據(jù)題干關(guān)鍵詞competition law 定位到第三段第一句。該句指出“競爭法似乎成為解決這些不平等權(quán)力的唯一辦法，但是此法案太過笨拙”。下一句提到“一方面，相比于數(shù)據(jù)經(jīng)濟(jì)變化的速度，此法案發(fā)展是非常緩慢的”。由此可知，該法案跟不上當(dāng)前市場變化的步伐。因此D項(xiàng)為正確答案。

　　34. 【答案】[D]the services are paid for by advertisers.

　　【解析】根據(jù)題目中的because 可確定為因果細(xì)節(jié)題。題干中的信息出現(xiàn)在第三段后半部分，是題目中的原詞 competition law as presently interpreted，而原因在其后面的句子。下文寫到，the users of their services are not，讀到這里的not，一定要找而是誰。繼續(xù)讀下一句，That would be the people who buy advertising from them…，與選項(xiàng)對(duì)應(yīng)，可得出[D]the services are paid for by advertisers。

　　35. 【答案】[D]the relationship between digital giants and their users.

　　【解析】根據(jù)題目中is used to illustrate可判斷為例證題，要找到the ants analogy論據(jù)所證明的論點(diǎn);論點(diǎn)在論據(jù)之前，因此先找到論據(jù)the ants analogy，再找到論據(jù)前的論點(diǎn)句。所以本題定位到最后一段的第一句，The product …is data，and we…convert our lives to data…。此句中，data即digital giants，we 即 users。因此答案為[D]the relationship between digital giants and their users.

　　Text4

　　To combat the trap of putting a premium on being busy, Cal Newport,author of Deep Work: Rules for Focused Success in a Distracted World,recommends building a habit of “deep work” - the ability to fucus without distraction.

　　There are a number of approaches to mastering the art of deep work - be it lengthy retreats dedicated to a specific task; developing a daily ritual;or taking a “journalistic” approach to seizing moments of deep work when you can throughout the day. Whichever approach,the key is to determine your length of focus time and stick to it.

　　Newport also recommends “deep scheduling” to combat constant interruptions and get more done in less time. “At any given point, I should have deep work scheduled for roughly the next month.Once on the calendar, I protect this time like I would a doctor’s appointment or important meeting,” he writes.

　　Another approach to getting more done in less time is to rethink how you prioritise your day-in particular how we craft our to-do lists.Tim Harford, author of Messy: The Power of Disorder to Transform Our Lives, points to a study in the early 1980s that divided undergraduates into two groups: some were advised to set out monthly goals and study activities; others were told to plan activities and goals in much more detail, day by day.

　　While the researchers assumed that the well-structured daily plans would be most effective when it come to the execution of tasks, they were wrong: the detailed daily plans demotivated students. Harford argues that inevitable distractions often render the daily to-do list ineffective,while leaving room for improvisation in such a list can reap the best results.

　　In order to make the most of our focus and energy, we also need to embrace downtime, or as Newport suggests, “be lazy.”

　　“Idleness is not just a vacation, an indulgence or a vice; it is as indispensable to the brain as vitamin D is to the body...[idleness] is ,paradoxically, necessary to getting any work done,” he argues.