作者：韩满玲,王瑞
出版社：清华大学出版社
格式: AZW3, DOCX, EPUB, MOBI, PDF, TXT
考研英语题源深阅读Ⅴ：《经济学人》与《评论》分册试读：
前言
对于广大考研学子而言，考研英语阅读一直是一座难以跨越的高峰。近年来，随着考研英语阅读呈现出一系列的新变化，包括题源范围扩大化、文章题材多样化、考查角度灵活化等，阅读理解部分对考生的能力要求也相应有所提高。虽然市面上已有各种考研英语辅导资料来帮助考生攻克阅读难关，但是，无数的经验表明，仅靠题海战术及所谓的应试技巧是远远不够的，紧扣历年真题、深入剖析题源文章、注重阅读能力培养、实现应试技巧的全面提升才是决胜英语阅读的关键所在。
增加阅读量、扩大阅读范围是提高考生阅读能力的最有效的办法，而如何从浩如烟海的辅导资料中选择出真正贴近考研英语阅读、全面提升考研英语能力的文章则是至关重要的一步。事实上，如果我们能够选对英语文章、进行透彻分析，并且考生能够读深读透、坚持训练、持续总结，英语阅读能力的提升便指日可待。
幸运的是，通过对历年考研真题阅读理解文章来源的整理，我们发现，这其中是有规律可循的。下表为我们详细总结出的2003年-2013年的考研英语阅读理解部分真题来源以及出题频次汇总：近十年考研阅读真题来源汇总
上表详细列出了近十年考研英语真题阅读文章来源以及各刊物出题频次，根据这些报刊杂志的题源特点，我们按照真题选取频度由低到高，分类分册编写了5本丛书：《考研英语题源深阅读Ⅰ：纽约时报与麦肯锡季刊分册》、《考研英语题源深阅读Ⅱ：新闻周刊、探索频道与哈佛商业评论分册》、《考研英语题源深阅读Ⅲ：时代周刊、科学、美国新闻与世界报道分册》、《考研英语题源深阅读Ⅳ：科学美国人、商业周刊与卫报分册》、《考研英语题源深阅读Ⅴ：经济学人与评论分册》。本系列丛书的编写正是基于这样的目的：在题源中精心选取在难度、篇幅、风格、题材方面与真题尽可能贴近的文章，附之以主旨、词汇、难句、文化背景等全方位多角度的点拨，从而最大限度地帮助考生节约复习时间、提高学习效率、实现英语阅读能力与应试技巧的双重跨越式提升。具体而言，本书在编写上具有以下特点：
1．选文真题紧密接轨，应试学习两不耽误
本系列丛书涵盖考研真题十三大主要题源，力图为考生呈现最为全面的英语阅读图景。所选文章均为近两年的最新文章，题材涉及社会人生、文化艺术、科技教育、自然健康、经济管理等各个方面，极具时效性及新颖性。同时， 选文紧扣与真题贴近的原则，无论在难度、篇幅还是题材、风格上都尽可能靠拢真题，力求为考生打造最为真实有效的演练平台。
2．词汇难句一网打尽，能力技巧同步提升
本系列丛书在所选文章后附有详尽的词汇归纳，将重点词汇按照“大纲词汇”及“超纲词汇”分类，并加以注释。释义不仅包含单词在文章的语境中的意思，也全面涵盖该词的多种意义，并给出常见搭配与相关例句，方便考生加深记忆，并在阅读中轻松扩展词汇量。
本系列丛书从每篇文章中摘选三到五个长难句并给出翻译以扫除考生在阅读过程中遇到的障碍，同时帮助读者加深对英文中多种表达方式的理解，品鉴地道英文表达之魅力。
3．主旨背景一步到位，知识趣味完美融合
本系列丛书对每篇文章的主旨都进行了概括以使读者在阅读完一篇文章后，能够根据主旨介绍迅速抓住文章的话题、观点及作者的行文思路，有助于考生进行下一步的精读，进而全面准确地理解文章。
同时，每篇文章后附加的“文化背景小链接”也是本书的一大亮点。该板块主要选取文章所涉及的文化背景知识的词汇、短语，或者当今社会最为流行的新词、热词进行介绍，以增加趣味性和知识性。这不仅加深了考生对文章的全面理解，还帮助考生拓展了视野，丰富了知识结构，更好地了解我们所处的时代背景、社会文化、潮流趋势，最终真正实现能力培养与快乐阅读的完美融合。
4．题源真题对照比较，方法趋势同时掌握
本系列丛书在每册伊始，对相关真题的改编与出题点做出了演示与剖析，并在每册最后的附录中列出了各册所涉期刊的历年真题，以期待考生进一步熟悉考试出题思路和改编趋势。
无限风光在险峰。我们真诚地期望本书能够助广大考生一臂之力，成功翻越“考研阅读”这一高峰，让更多的考生有机会感受胜利之巅的美好风光！同时，本书同样适用于希望品味地道英语文章、提升英语能力的读者朋友们，也希望它能给您带去语言之美和阅读之乐。编 者2013年6月 第一篇从题源文章到考研真题的改编演示
我们知道一篇考研英语的阅读真题是不可能与所选取的报刊杂志上的文章完全一致的,因为原文文章可能存在篇幅过长,超纲词汇较多,口语化表达或者书面化用语比较丰富等不适合考试阅读的情况。这就需要考研编题组对原文文章进行精简、改编,通过对题源文章和考研英语阅读真题的对比研究,我们发现,改编的原则大概有以下几条：
一、删去原文文章的题目。
二、将个别超出大纲词汇或者并不常用的词语更换成大纲词汇或我们比较熟悉的词汇、短语等。
三、将含有感情色彩,影响文章感情判断的词语或文章主旨立场的词或短语更换成没有感情色彩的、比较中性的词语。
四、精简文章内容,将不影响文章大意和阅读连贯性的细节部分合并或者直接去掉。
本书开篇分别对选自《经济学人》和《评论》的原文文章与考研英语真题文章进行对比分析,具体演示将题源文章改编为考研英语阅读的过程。同时,在右侧附上真题对应题及答案（答案见本章末）。
2005年硕士研究生入学统一考试
Reading Part A Text 1选自 Fair and Square, The Economist, Sep.18th, 2003①Fair and Square
Everybody loves a fat pay rise. Yet pleasure at your own can vanish if you learn that a colleague has been given a bigger one. Indeed, if he has a reputation for slacking, you might even be outraged. Such behaviour is regarded as "all too human", with the underlying assumption that other animals would not be capable of this finely developed sense of grievance. But a study by Sarah Brosnan and Frans de Waal of Emory University in Atlanta, Georgia, which has just been published in Nature, suggests that it is all too monkey, as well.
The researchers studied the behaviour of female brown capuchin monkeys.Monkeys, which have all the necessary ingredients to ②capture the public imagination. They look cute. They are good-natured, co-operative creatures, and they share their food readily. ③Above all, like their finicky female human counterparts, they tend to pay much closer attention to the value of "goods and services" than ④males. (although why this is so remains a mystery).
Such characteristics make them perfect candidates for Dr. Brosna's and Dr. de Waal's study. The researchers spent two years teaching their monkeys to exchange tokens for food. Normally, the ⑤monkeys were happy enough to exchange swappieces of rock for slices of cucumber. However, when two monkeys were placed in separate but adjoining chambers, so that each could observe what the other was getting in return for its rock, their behaviour became markedly different.
In the world of capuchins, grapes are luxury goods (and much preferable to cucumbers).So when one monkey was handed a grape in exchange for her token, the second was reluctant to hand hers over for a mere piece of cucumber. And if one received a grape without having to provide her token in exchange at all, the other either tossed her own token at the researcher or out of the chamber, or refused to accept the slice of cucumber. Indeed, the mere presence of a grape in the other ⑥chamber (without (in the absence of an actual monkey able to eat it) ⑦was enough to induce resentment sullen behaviourin a female capuchin.
Dr Brosnan and Dr de Waal report that such behaviour is unusual in their trained monkeys. During two years of bartering prior to these experiments, failure to exchange tokens for food occurred in fewer than 5% of trials. And what made the behaviour even more extraordinary was that these monkeys forfeited food that they could see—and which they would have readily accepted in almost any other set ⑧of circumstances.
The researchers suggest that capuchin monkeys, like humans, are guided by social emotions. In the wild, they are a co-operative, group-living species. Such co-operation is likely to be stable only when each animal feels it is not being cheated. Feelings of righteous indignation, it seems, are not the preserve of people alone. Refusing a lesser reward completely makes these feelings abundantly clear to other members of the group. However, whether such a sense of fairness evolved independently in capuchins and humans, or whether it ⑨stems from the common ancestor that the species had 35 millionm years ago, is, as yet, an unanswered question.
21．In the opening paragraph, the author introduces his topic by_____________.
A．posing a contrast
B．justifying an assumption
C．making a comparison
D．explaining a phenomenon
考查作者的写作手法，出题点在举例处，通过对例子的理解找出答案。
22．The statement "it is all too monkey" (Paragraph 1, last line) implies that_____________.
A．monkeys are also outraged by slack rivals
B．resenting unfairness is also monkeys' nature
C．monkeys, like humans, tend to be jealous of each other
D．no animals other than monkeys can develop such emotions
考查对第一段全段内容的整体把握,通过总结得出答案。
23．Female capuchin monkeys were chosen for the research most probably because they are_____________.
A．more inclined to weigh what they get
B．attentive to researchers instructions
C．nice in both appearance and temperament
D．more generous than their male companions
考查对第二段最后一句的理解。
24．Dr.Brosnan and Dr.de Waal have eventually found in their study that the monkeys_____________.
A．prefer grapes to cucumbers
B．can be taught to exchange things
C．will not be co-operative if feeling cheated
D．are unhappy when separated from others
考查对第四段所列例子细节的把握。
25．What can we infer from the last paragraph?
A．Monkeys can be trained to develop social emotions.
B．Human indignation evolved from an uncertain source.
C．Animals usually show their feelings openly as humans do.
D．Cooperation among monkeys remains stable only in the wild.
考查对最后一段的理解,根据第一句即可得出解题线索。
2011年硕士研究生入学统一考试
Reading Part A Text 1选自 Selling Classical Music, Commentary, Sep. 2007⑩Selling Classical Music
The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement in July of his appointment to ⑪succeed Lorin Maazel in 2009. For the most part, the response has been favorable, to say the least. "Hooray! At last!" wrote Anthony Tommasini,a the sober sided classical-music critic of the New York ⑫Times.
One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. He is chief conductor of the Royal Stockholm Philharmonic Orchestra and recently spent three years as music director of the Santa Fe Opera. Both posts are undeniably important, but neither can fairly be described as a high-profile job. And while Gilbert has also led the New York Philharmonic in 31 concerts since making his debut with the orchestra six years ago, these appearances, though they were for the most part well received by critics and concertgoers, did not win for him ⑬anything remotely approaching universal acclaim. Even Tommasini, who had advocated Gilbert's appointment in the Times, calls him "an unpretentious musician with no air whiff of the formidable conductor ⑭maestro about him." As a description of the next music director of an ⑮orchestra that has hitherto been led by musicians like Gustav Mahler (among others) Gustav Mahler, Willem Mengelberg, Arturo Toscanini, Sir John Barbirolli, Bruno Walter, Dimitri Mitropoulos, Leonard Bernstein, and Pierre Boulez, that seems likely to have struck at least some Times readers as faint praise.
For my part, I have no idea whether Gilbert is a great conductor or even a good one. I have never seen him conduct, or listened to any of the handful of recordings he has made to date. Nothing that I read about his Philharmonic concerts made me feel any urgent need to go ⑯and hear them. To be sure, he performs an impressive variety of interesting compositions, but it is not necessary for me to visit Avery Fisher Hall, or anywhere else, to hear interesting orchestral music. All I have to do is to go to my CD shelf, or boot up my computer and download still more recorded music from iTunes.
Devoted concertgoers who reply that recordings are no substitute for live performance are missing the point. For the time, attention, and money of the art-loving public, classical instrumentalists must compete not only with opera houses, dance troupes, theater companies, and museums, but also with the recorded performances of the great classical musicians of the 20th century. These recordings are cheap,⑰
ubiquitously available everywhere,and very often much higher in artistic quality than today's live performances; moreover, they can be "consumed" at a time and place of the listener's choosing. The ⑱widespread availability of such recordings of the standard repertory has thus brought about a crisis in the institution of the traditional classical concert.Concert, one to which most classical musicians have been fatally slow to respond.
One possible response is for classical performers to program attractive new music that is not yet available on record. Gilbert's own interest in new music has been widely noted: Alex Ross,a the classical-⑲music critic, of the New Yorker,has described him as a man with an ⑳inquisitive, contemporary mind"who is capable of turning the Philharmonic into "a markedly different, more vibrant organization." But what will be the nature of that difference? Merely expanding the orchestra's repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between America's oldest orchestra and the new audience it hopes to attract.
21．We learn from Paragraph 1 that Gilbert's appointment has_____________.
A．incurred criticism
B．raised suspicion
C．received acclaim
D．aroused curiosity
出题点在第一段第二句。
22．Tommasini regards Gilbert as an artist who is_____________.
A．influential
B．modest
C．respectable
D．talented
考查对第二段第二句,尤其是“unpretentious”这个词的理解。
23．The author believes that the devoted concertgoers_____________.
A．ignore the expenses of live performances
B．reject most kinds of recorded performances
C．exaggerate the variety of live performances
D．overestimate the value of live performances
考查作者对现场表演虔诚追随者的态度。结合第三、四段内容可得出答案。
24．According to the text, which of the following is true of recordings?
A．They are often inferior to live concerts in quality.
B．They are easily accessible to the general public.
C．They help improve the quality of music.
D．They have only covered masterpieces.
出题点在第四段第三句及最后一句。
25．Regarding Gilbert's role in revitalizing the Philharmonic, the author feels_____________.
A．doubtful
B．enthusiastic
C．confident
D．puzzled
考查作者的观点态度,解题线索在文章最后一段,尤其是最后三句。【答案】:
2005年
21．［C］
22．［B］
23．［A］
24．［C］
25．［B］
2011年
21．［C］
22．［B］
23．［D］
24．［B］
25．［A］
注释
①删去文章的题目。
②删去“capuchin monkeys”后的较长的解释,对文意无影响。
③删去“female human counterparts”前的超纲词“finicky”,降低难度。
④删去与文章无关的转折句。
⑤将“swap”替换为使用更普遍的同义词“exchange”,更易于理解。
⑥将词组“in the absence of”替换为同义单词“without”。
⑦将“sullen behavior“替换为近义大纲词汇“resentment”。
⑧删除驯化的猴子行为的实验描述。
⑨将“m”替换为“ million”,使意义更清晰明了。
⑩删去了原文标题。
⑪删去了关于纽约爱乐乐团这一新任命的一些具体细节信息,如时间、上任乐团指挥等,这些信息与文意关系不大,删去不影响理解。
⑫省去了对Anthony Tommasini 任职杂志的介绍,将定指“the”替换为泛指“a”。
⑬删去了对于Gilbert 背景资历的大段介绍。
⑭将超纲词“whiff”替换为同义简单词汇“air”,将“maestro（大音乐家）”替换为“conductor（音乐指挥）”。
⑮将列举的一长串的指挥家精简为“musicians like Gustav Mahler”。
⑯删去了作者对Gilbert 的主观了解。
⑰将难度系数较高的词汇“ubiquitously（无所不在地）”替换成同义简单词汇“everywhere”。
⑱删去了“concert”后面的修饰语。
⑲删去Alex Ross 供职的具体杂志,将定指改为泛指。
⑳删去Ross 对Gilbert 的长串评价中的一小部分,更易于理解。 第二篇题源文章阅读第一部分 社会人生类Passage OneSteve Jobs史蒂夫·乔布斯
Nobody else in the computer industry, or any other industry for that matter, could put on a show like Steve Jobs. His product launches, at which he would stand alone on a black stage and conjure up a "magical" or "incredible" new electronic gadget in front of an awed crowd, were the performances of a master showman.All computers do is fetch and shuffle numbers, he once explained, but do it fast enough and "the results appear to be magic". He spent his life packaging that magic into elegantly designed, easy to use products.
He had been among the first, back in the 1970s, to see the potential that lay in the idea of selling computers to ordinary people. In those days of green-on-black displays, when floppy discs were still floppy, the notion that computers might soon become ubiquitous seemed fanciful. But Mr Jobs was one of a handful of pioneers who saw what was coming. Crucially, he also had an unusual knack for looking at computers from the outside, as a user, not just from the inside, as an engineer—something he attributed to the experiences of his wayward youth.
Mr Jobs caught the computing bug while growing up in Silicon Valley. As a teenager in the late 1960s he cold-called his idol, Bill Hewlett, and talked his way into a summer job at Hewlett-Packard. But it was only after dropping out of college, travelling to India, becoming a Buddhist and experimenting with psychedelic drugs that Mr Jobs returned to California to co-found Apple, in his parents' garage, on April Fools' Day 1976."A lot of people in our industry haven't had very diverse experiences,"he once said."So they don't have enough dots to connect, and they end up with very linear solutions." Bill Gates, he suggested, would be "a broader guy if he had dropped acid once or gone off to an ashram when he was younger".
Dropping out of his college course and attending calligraphy classes instead had, for example, given Mr Jobs an apparently useless love of typography. But support for a variety of fonts was to prove a key feature of the Macintosh, the pioneering mouse-driven, graphical computer that Apple launched in 1984. With its windows, icons and menus, it was sold as "the computer for the rest of us". Having made a fortune from Apple's initial success, Mr Jobs expected to sell "zillions" of his new machines. But the Mac was not the mass-market success Mr Jobs had hoped for, and he was ousted from Apple by its board.
Yet this apparently disastrous turn of events turned out to be a blessing: "the best thing that could have ever happened to me", Mr Jobs later called it. He co-founded a new firm, Pixar, which specialised in computer graphics, and Next, another computer-maker. His remarkable second act began in 1996 when Apple, having lost its way, acquired Next, and Mr Jobs returned to put its technology at the heart of a new range of Apple products. And the rest is history: Apple launched the iMac, the iPod, the iPhone and the iPad, and (briefly) became the world's most valuable listed company. "I'm pretty sure none of this would have happened if I hadn't been fired from Apple," Mr Jobs said in 2005. When his failing health forced him to step down as Apple's boss in August, he was hailed as the greatest chief executive in history. Oh, and Pixar, his side project, produced a string of hugely successful animated movies.
In retrospect, Mr Jobs was a man ahead of his time during his first stint at Apple. Computing's early years were dominated by technical types. But his emphasis on design and ease of use gave him the edge later on. Elegance, simplicity and an understanding of other fields came to matter in a world in which computers are fashion items, carried by everyone, that can do almost anything."Technology alone is not enough," said Mr Jobs at the end of his speech introducing the iPad 2, in March 2011."It's technology married with liberal arts, married with humanities, that yields the results that make our hearts sing." It was an unusual statement for the head of a technology firm, but it was vintage Steve Jobs.
提纲挈领
本文主要介绍了苹果公司品牌创始人史蒂夫·乔布斯的生平和主要事迹。文章在开始就指出乔布斯是世界上电脑行业或其他行业无人企及的伟人，他让电子产品和电脑不断变得简约化、平民化。而乔布斯的远见从他青年时期就可以看出端倪，他在硅谷时喜欢寻找电脑漏洞，休学后选修了书法课，这也为他今后在苹果公司的图画技术打下了基础。乔布斯在产品发布会的最后说道："只靠科技远远不够，只有与人文、人性联姻的科技，才能孕育出与我们心灵产生共鸣的产品。"这体现了乔布斯的智慧与远见。
障碍词汇大 纲 词 汇
hail［heil］v.热情地承认某人/某物为；下雹；欢迎，呼喊，大声招呼 n.雹；来得又多又猛的事物【搭配】 hail from 来自，出生于；greet sb with a hail 向某人欢呼致敬【例句】The book was hailed as a masterpiece.
这本书被誉为杰作。
retrospect［ˈretrəspekt］n.回顾 v.回顾，回想，追忆【搭配】in retrospect 回想起来，事后看来；historical retrospect 历史回顾【例句】In retrospect, it's easy to see why we were wrong.
回顾过去就很容易明白我们为什么错了。
conjure up（如变戏法般）使某事物突然地或意外地出现；用魔法召唤【例句】I had lost my pen, but she conjured up another one for me from somewhere.
我把钢笔弄丢了，可是她像变戏法似的不知从什么地方又给我弄来一支。
step down辞职，退让；逐步降低【例句】It's time for me to step down and let a younger person become chairman.
我该把主席的位子让给较年轻的人了。超纲词汇
ubiquitous［juːˈbikwitəs］a.普遍存在的
wayward［ˈweiwəd］a.不易管教的，不听话的
ashram［ˈӕʃrəm］n.嬉皮群居村，修行的处所
typography［taiˈpɔɡrəfi］n.印刷术，印刷版面式样
zillion［ˈziljən］n.极大而不确定的数目 a.无限数的
oust［aʊst］v.罢黜，取代
stint［stint］n.从事某项工作（或活动）的时间 v.节省，吝惜
vintage［ˈvintidʒ］a.优秀的，典型的
floppy disc 软磁碟，软盘
liberal arts 人文科学
难句翻译
But it was only after dropping out of college, travelling to India, becoming a Buddhist and experimenting with psychedelic drugs that Mr. Jobs returned to California to cofound Apple, in his parents' garage, on April Fools' Day 1976.
译文：正是经历了辍学、环游印度、皈依佛教并染指迷幻药，在回到加州之后，乔布斯才能于1976年的愚人节那天在父母的车库里与人合伙创立了苹果公司。
Bill Gates, he suggested, would be "a broader guy if he had dropped acid once or gone off to an ashram when he was younger".
译文：乔布斯认为，比尔·盖茨可以成为一个“更广博的家伙，如果他年轻时也能吸吸毒或者外出灵修一次”。
When his failing health forced him to step down as Apple's boss in August, he was hailed as the greatest chief executive in history.
译文： 每况愈下的健康状况使他被迫于八月份辞去了苹果公司总裁的职务，而他仍被赞誉为历史上最伟大的首席执行官。文化背景小链接
Apple：苹果公司，原称苹果电脑公司，是全球第一大手机生产商，同时是全球主要的PC厂商，也是世界上市值最大的上市公司，其核心业务是电子科技产品。苹果的Apple II于20世纪70年代推动了个人电脑革命，其后的Macintosh于20世纪80年代接力持续发展。最知名的产品是其出品的Apple II、Macintosh电脑、iPod音乐播放器、iTunes商店、iMac一体机、iPhone手机和iPad平板电脑等。其在高科技企业中以创新闻名。Passage TwoIs a Government Entitled to Say Who is Fit to Run a Media Company?政府有权决定谁适合管理传媒公司吗？
The hacking scandal at the British newspapers owned by media mogul Rupert Murdoch has transfixed the English press in the last year and become a major political issue. So it's not surprising that the parliamentary committee tasked with investigating the matter would seek to heap opprobrium on Murdoch for the various sins committed by his employees in the cause of digging up dirt on the famous and not so famous who became the subject of notoriety. If laws were broken then, as would be the case in the United States, the chips must fall were they may and the guilty brought to book. But the committee's published conclusions about the scandal went beyond that. In its report, the committee stated that Murdoch was "not a fit person" to run an international media conglomerate.
Murdoch is an easy person to dislike. His unparalleled success in publishing and broadcast media is unprecedented and widely envied. He is identified (not always correctly) with the political right and therefore is considered an enemy of all that is good by the political left, especially those in the media who dislike his visionary decision to create outlets where the traditional liberal consensus will not predominate. But even if one were to agree with those who think his influence on the industry pernicious and his politics odious, how can anyone, especially in the media, regard the attempt by some in the British parliament to determine who can and who cannot own a media company?
In making such a statement, the narrow majority of the committee that voted to approve the report (It passed by a vote of 6-4 with Labor and Liberal Democrat members voting in favor and Conservatives opposed), have taken this issue beyond any wrongdoing committed at the now-shuttered News of the World owned by Murdoch's News Corporation.Though the leaders of the company may have failed to act to stop illegal wiretapping and other scurrilous practices, for a government committee to seek to force Murdoch to leave his position at the top of the company he founded is an abuse of power that is no less sinister than anything Murdoch may have done or not done.
The implications of this statement go beyond a mere committee report. Blowback from the scandal forced the Murdoch family to withdraw a bid for control of a satellite broadcast outlet. And by seeking to tie British Prime Minister David Cameron's government to the scandal, it's clear that there is more at work here than a disturbing
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