Trying to Repeat Success劍橋雅思8-聽力原文翻譯及答案解析

一、Trying to Repeat Success聽力原文：

Good morning,everyone.

In the last few lectures I've been dealing with business finance,but now I'm going to move on to business systems.

And in today's lecture I'm going to talk about what can go wrong when businesses try to copy their own best practices.

Once a business has successfully introduced a new process-managing a branch bank,say,or selling a new product-the parent organisation naturally wants to repeat that success,and capture it if possible on a bigger scale.

The goal,then,is to utilise existing knowledge and not to generate new knowledge.

It's a less glamorous activity than pure innovation,but it actually happens more often,as a matter of fact.

However,surprisingly,getting things right the second time is not necessarily any simpler than it was the first time.

Now,there's been a lot of research into how companies can repeat their previous successes,and it certainly hasn't been confined to the United States.

It seems that most large industries are trying to repeat their own successes,and manage the knowledge they've acquired-but even so it has been shown that the overwhelming majority of attempts fail.

A host of studies confirm this,covering a wide range of business settings:branch banks,retail stores,real estate agencies,factories,call centres...

to name but a few.

So why do so few managers get things right the second or third time?

Let's consider one reason for failure-placing too much trust in the people who are running the successful operation,the'experts'shall we say.

Managers who want to apply existing knowledge typically start off by going to an expert-such as the person who designed and is running a successful department store-and picking their brains.

Now,this approach can be used if you want to gain a rough understanding of a particular system,or understand smaller,isolated problems.

The trouble is,even the expert doesn't fully grasp the whole thing because when it comes to complex systems,the individual components of the process are interwoven with one another.

The expert never has complete access to the necessary information.

And the situation's complicated even further by the fact that experts are usually not aware of their own ignorance.

The ignorance can take various forms.

For instance,a lot of details of the system are invisible to managers.

Some may be difficult to describe-learned on the job and we"known by workers perhaps,but impossible to describe in a way that's helpful.

And there are some things that people know or do that they're not even aware of.

Now,let's consider two types of mistake that can occur when a manager actually starts to set up a duplicate system to replicate a successful process.

Firstly,perhaps he forgets that he was just trying to copy another process,and starts trying to improve on it.

Another mistake is trying to use the best parts of various different systems,in the hope of creating the perfect combination.

Unfortunately,attempts like these usually turn out to be misguided and lead to problems.

Why?

Well,for various reasons.

Perhaps there weren’t really any advantages after all,because the information wasn't accurate.

Or perhaps the business settings weren't really comparable.

More typically,the advantages are real enough,but there are also disadvantages that have been overlooked.

For example,the modifications might compromise safety in some way.

So,what's the solution?

Well,I don't intend to suggest that it's easy to get things right the second time...

it's not.

But the underlying problem has more to do with attitudes than the actual difficulty of the task,and there are ways of getting it right.

These involve adjusting attitudes,first of all...

being more realistic and cautious really.

Secondly,they involve exerting strict controls on the organisational and operational systems.

And this in turn means copying the original as closely as possible.

Not merely duplicating the physical characteristics of the factory,but also duplicating the skills that the original employees had.

Reliance on a template like this offers the huge advantage of built-in consistency.

二、Trying to Repeat Success聽力中文翻譯：

大家早上好。

在過去的幾節(jié)課中，我一直在討論商業(yè)金融，但現(xiàn)在我將繼續(xù)討論商業(yè)系統(tǒng)。

在今天的講座中，我將討論當企業(yè)試圖復制自己的最佳實踐時可能出現(xiàn)的錯誤。

一旦一個企業(yè)成功地引入了一個新的流程，比如說管理一家分行，或者銷售一種新產品，母公司自然希望重復這一成功，并在可能的情況下在更大范圍內取得成功。

因此，目標是利用現(xiàn)有知識，而不是產生新知識。

與純粹的創(chuàng)新相比，這是一項不那么吸引人的活動，但事實上，它發(fā)生的頻率更高。

然而，令人驚訝的是，第二次做對并不一定比第一次簡單。

現(xiàn)在，已經有很多關于公司如何重蹈覆轍的研究，當然不僅僅局限于美國。

似乎大多數(shù)大型行業(yè)都在試圖重復自己的成功，并管理他們所獲得的知識，但即便如此，已經證明絕大多數(shù)嘗試都失敗了。

大量研究證實了這一點，涵蓋了廣泛的商業(yè)環(huán)境：分行、零售店、房地產代理、工廠、呼叫中心。。。

僅舉幾個例子。

那么，為什么很少有經理能在第二次或第三次做對事情呢？

讓我們考慮一下失敗的一個原因——我們應該說，過于信任那些成功運營的人。

想要應用現(xiàn)有知識的管理者通常首先去找專家，比如設計和經營一家成功百貨公司的人，然后挑選他們的大腦。

現(xiàn)在，如果您想大致了解特定系統(tǒng)，或了解較小的孤立問題，可以使用這種方法。

問題是，即使專家也不能完全掌握整個過程，因為當涉及到復雜系統(tǒng)時，過程的各個組成部分是相互交織的。

專家永遠無法完全獲得必要的信息。

由于專家們通常不知道自己的無知，情況變得更加復雜。

無知可以采取各種形式。

例如，管理者看不到系統(tǒng)的許多細節(jié)。

有些可能很難描述——在工作中學到的東西，我們“也許被員工所認識，但無法用一種有用的方式來描述”。

還有一些人們知道或做的事情他們甚至沒有意識到。

現(xiàn)在，讓我們考慮兩種類型的錯誤，當經理實際開始設置復制系統(tǒng)來復制成功的流程時，可能會發(fā)生這兩種錯誤。

首先，也許他忘記了他只是想復制另一個流程，并開始嘗試改進它。

另一個錯誤是試圖使用各種不同系統(tǒng)的最佳部分，以期創(chuàng)建完美的組合。

不幸的是，像這樣的嘗試通常會被誤導，并導致問題。

為什么？

嗯，由于各種原因。

也許畢竟沒有什么優(yōu)勢，因為信息不準確。

或者，也許商業(yè)環(huán)境并不具有可比性。

更典型的情況是，優(yōu)勢確實存在，但也存在被忽視的劣勢。

例如，修改可能會以某種方式危及安全。

那么，解決方案是什么？

嗯，我不想說第二次做對事情很容易。。。

事實并非如此。

但潛在的問題更多地與態(tài)度有關，而不是任務的實際困難，而且有一些方法可以糾正它。

這些包括調整態(tài)度，首先。。。

更加現(xiàn)實和謹慎。

其次，它們涉及對組織和運營系統(tǒng)實施嚴格控制。

這又意味著盡可能地復制原作。

不僅復制了工廠的物理特征，還復制了原員工的技能。

依賴這樣的模板提供了內置一致性的巨大優(yōu)勢。

三、Trying to Repeat Success聽力問題：

Question 31-34

Choose the correct letter,A,B or C.

31.Compared to introducing new business processes,attempts to copy existing

A.more attractive.

B.more frequent.

C.more straightforward.

32.Most research into the repetition of success in business has

A.been done outside the United States.

B.produced consistent findings.

C.related to only a few contexts.

33.What does the speaker say about consulting experts?

A.Too few managers ever do it.

B.It can be useful in certain circumstances.

C.Experts are sometimes unwilling to

34.An expert's knowledge about a business system may be incomplete because

A.some details are difficult for workers to explain.

B.workers choose not to mention certain details.

C.details are sometimes altered by workers.

Question 35-40

Complete the notes below.

Write ONE WORD ONLY for each answer.Setting up systems based on an existing process

Two mistakes

Manager tries to:

?improve on the original process

?create an ideal from the best parts of several processes

Cause of problems

?information was inaccurate

?comparison between the business settings was invalid

?disadvantages were overlooked,e.g.effect of changes on

Solution

?change

?impose rigorous

?copy original very closely:

-physical features of the

-theof original employees

四、Trying to Repeat Success聽力答案：

31.B

32.B

33.B

34.A

35.combination/system

36.safety

37.attitude/attitudes

38.control/controls

39.factory/factories

40.skills

五、Trying to Repeat Success聽力答案解析

31.B此題的答案出現(xiàn)在強烈轉折詞之后，原文but it actually happens more often中often和備選項B中的frequent同義。

32.B原文A host of studies confirm this,covering a wide range of business settings...的意思是有很多研究已經證實了這個，并且這些研究覆蓋了范圍很廣的商業(yè)背景。

33.B原文...this approach can be used if you want to gain a rough understanding of a particular system,or understand smaller,isolated problems.的意思是如果你想大概了解一個特定的系統(tǒng)，或者了解孤立的小問題的話，可以使用這個方法。那么，可以推斷出這個方法可以在特定的環(huán)境下使用，因而答案選B。

34.A原文中的difficult to describe和備選項中的difficult for workers to explain表達同樣的意思。

35.combination/system此題答案應該是一個名詞，另外，ideal和perfect是同義詞，因而不難找出答案。

36.safety原文的modification和題干中的change都表示改變的意思。

37.attitude(s)首先這道題的定位詞是solution，另外，題干中的change和原文中的adjust都表示改變的意義，根據(jù)這兩點，不難找出答案。

38.control(s)原文exert strict controls和題干中imposing rigorous controls的意思都是施行嚴格的控制。

39.factory/factories原文characteristics和題干中feature的意思都是特點。

40.skills原文skills that the original employees had的意思是原來的雇員所擁有的技術。

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