2023年大學(xué)英語四級信息匹配

大學(xué)英語四、六級考試信息匹配題閱讀訓(xùn)練Ｄｉrｅctｉoｎs:Inthｉssection，yoｕaｒegoingｔoreadapassagewithtenstateｍeｎtｓattａcheｄｔoiｔ．Eaｃｈstaｔemｅntconｔainsinformationgiveninoneoftheparａgrapｈ.Idｅntifｙtｈepaｒaｇｒａｐhｆromwhicｈｔheinformａｔionisｄerivｅd．Youmａychｏｏseapａｒagｒaphｍｏreｔｈanonce.Eachparagrapｈismａrkedwithａleｔｔer.AｎｓwerｔhequeｓtｉonsbymａrｋiｎgtｈecorｒｅspoｎdiｎgletteronＡnｓwｅrSheｅt２．Passagｅ1ＳｕｒｖivingtｈeＲecｅssionAmｅrica’srｅcｅssionｂｅｇanquｉetｌyａt(yī)ｔhｅｅndof20２3.Sｉncetheｎｉthaｓｅvｏlｖedｉｎｔoaglobalcrisｉs.Rｅasonaｂlepeoplemaydｉsagｒｅｅaboutｗhomtoｂlame．Fiｎanｃiｅrsｗhowerenoｔａsclevｅrastheytｈoughttheyweｒe?Rｅgulａt(yī)orsfallingasleeｐatwｏrk?Cｏnsuｍerswhｏborｒowedtoomuｃh?Polｉticｉanｓｗhｏthoｕｇhtｌeｓslyproｍoteｄｈｏmｅ-ownershipfｏｒthoseｗhｏcouｌdnotａｆｆorｄit?Ａllaｒeｇuilt;aｎdwhａt(yī)ａmｅssｔhｅyｈavecreated．Sｉnｃｅ２０２3Amｅricaｈasshed5millionjｏbs.Ｍｏretｈａn１５%ｏｆtheworkforceａreｊoblesｓoｒunderemplｏｙed—roｕghｌｙ25ｍｉｌlionwｏrｋers.Ｔheonlyinｄustriessweｌｌiｎgthｅirｐａｙrollsarehealｔhcａre,utｉlitiｅsａｎdｔhefeｄeｒaｌgoｖｅrｎmenｔ．ThevａｌueofｌistedsharｅsinAmeriｃａnfirmsｃolｌａpｓedby５7%fｒｏmitspeakｉnOctobｅr20２3ｔｏaｌowｉnMarｃhtｈisｙear,ｔhouｇｈｉthassincebounｄｅdbacksｏｍｅwhａt(yī).Induｓｔrｉalｐｒｏduｃtionfeｌlby１2.8%inthｅyeaｒｔoＭarｃh,tｈeworstｓｌidesiｎｃetheＳecondWorｌｄＷａr．MarkZａnｄi,aneｃｏｎomisｔａt(yī)Mｏｏdy’ｓEcｏｎｏmｙ.ｃoｍ，pｒediｃｔsｔhaｔｔheｒeｃｅssionｗiｌlsｈrinｋAmｅrｉca’sｅconomyｂｙ３.5%intotal.“Ｆormosｔexecuｔives,thisiｓtheworsｔｂｕsｉnessenviｒonmenｔｔhey’veｅｖｅrseeｎ.”Tiｍｅsａrｅsoｔｏuｇhthａt(yī)eｖenbｏｓseｓａrｅｔａkiｎgpａyｃｕts．Ｍedｉａn（中位數(shù)的）pａyforcｈiｅfｅxecutiｖesofS&Ｐ500comｐaｎiｅsfeｌl6.8％ｉn２023.ＴｈｅｏverthrowｎbuｓinessgiantsoｆWallＳtrｅettooｋthebigｇｅstknｏｃｋ,wｉthaveｒａｇepaycutｓof３8%aｎdmｅｄiａｎｂonusｅsofzｅro.Buttｈerewassomeｐainfｏrevｅrｙonｅ:mediaｎｐayforcｈiefeｘeｃutiｖesｏfｎon－finａｎcialfirmsiｎtｈeS&P500felｌby2.7%.Neaｒlyeverｙbｕsiｎｅｓshasasadtaletotell.Forexａmpｌe,ArneSｏｒensｏｎ,theｐresideｎtoｆMaｒrioｔthotｅｌ,lｉkenstｈｅcrisisｔotｈedownturnthatｈithisbｕsinesｓaｆterＳepteｍbｅr11th,２０2３．Whenthｅｔwintｏwｅrsfelｌ,Amｅｒicａnsstopｐedtrａｖelliｎg．Maｒrioｔtｈadｉtｓwｏrstqｕａrtｅｒever,ｗitｈｒevenuespeｒroomfallingby25%.Ｔhiｓyeaｒ,wiｔhoutatｅrroristaｔtack，thｅhoteｌindustｒyis“ｐｕtｔｉｎgthesaｍｅnumbersoｎtｈebｏａｒd”,ｓaｙｓMｒ．Sorｅnsoｎ.Oｔherｉndｕｓｔrieshavesufferｅdevenmore.Larｇenuｍbersoｆbuiｌdeｒs,pｒopeｒtｙfiｒmsandｒetailｅrｓhavegonebａnkruｐt．AnｄadisａsｔｅrhashｉｔDｅtroit．LastｙｅarｔheAmerｉcanｃarinｄusｔrｙhadthecａpacitｙtoｍaｋe１7millioｎveｈicles.Salｅｓin202３coulｄbｅbａｒelｙhaｌfoｆtｈaｔ.TｈｅBiｇＴhreeＡmｅricancarmakeｒs—ＧｅneｒaｌＭotｏrs,FordａnｄChryｓleｒ—ａccｕｍuｌatedrｕinｏuｓcosｔsoｖeｒtｈeｐｏst-waｒｙｅars,suchasgold-plaｔedhealthplansａｎｄpensionsforwoｒｋｅｒｓwhoretireｄaｓｙoungas48．Allthreeaｒedespeｒatelｙｒｅstrucｔuｒｉng．OnｌyFoｒdmaysurvｉvｅinｉｔｓｃurｒenｔfｏrｍ.Ｈａrｄtｉｍesbreedｈａrdfeｅlｉnｇ．FewAmericansunderstaｎdwhatｃausedtherecessｉoｎ.Someａrｅseｅkingscａpegoatｓ(替罪羊）.Politicｉanｓaｒehａppｙtｏｔakeadvａntagｅ．BosｓeshaｖebeenｓｕmｍonedtｏＷａshinｇtontobｅsｃolｄedｏnlｉveｔelevｉsion．Thepｒｅsｉdentcｏndemnｓthｅirgreed.Busｉnｅssfolksarｅbendingoｖerbａckｗardstoavoｉdsｅemｉnｇextｒavａgant.Mｅetｉngsatresｏrｔsａｒesｕｄdeｎlyunacｃeｐtable．GｏｌdmanSacｈs,aｎinvｅstmｅntｂank，cancelleｄaconｆerenｃｅinLasＶegasattｈelasｔminutｅaｎｄreboｏkｅditinSanFrａnciｓco,whicｈcostｍoreｂutsoundedlesｓｆｕn．Anyway,theｐaｉnwillevｅntｕａllyeｎd．Ａｍericanbusiｎeｓswｉｌlregaｉｎitssｈiｎe.Ｍaｎｙｆiｒｍsｗilｌdie，butｔｈeｓurvivorswillemｅrgeleanｅrandstrongeｒtｈanbefore.Thefiｎａncialsecｔor’ｓｓhareoｆtｈeeｃoｎomywillｓhrinｋ,anｄstaｙｓhrｕnkforｙeａrstocome.Ｔｈeiｍportanceofnon-ｆｉnanｃiaｌｆｉrmsｗillaｃｃordinglｙｒisｅ,ａloｎｇｗｉｔhthｅiraｂｉlitytｏatｔraｃtthebeｓtｔaleｎt.Ａmericawｉllｒemａiｎｔｈebeｓtplａceonｅaｒｔｈtodobusineｓs,solongasBaraｃｋObaｍaanｄtheDeｍocｒaｔsinＣongｒessresisttheteｍｐtａt(yī)ｉontoiｎteｒｆeretｏomuch,anｄsolongaｓorganｉzeｄlaboｒｓdoesnｏtoverplayｉtｓhaｎd.Mr.Oｂａmａ’ｓplａnｔｏcurｂｃarbonｄiｏxideemissｉｏnｓ（排放）,thoughｎeｃessary,willbeｆarｆromｃｏｓt-free,whatｅｖｅrｈissunｎyspeecheｓontｈｅsｕbｊecｔmighｔsuｇｇest．Thesｈｉfttoaｌow-ｃarbonｅconｏｍywillhｅlpsoｍefirms,ｈurtothersandrｅquｉreevｅryoｒｇanizatiｏnthatuseｓmuｃhｅｎｅrｇytｏrethiｎkｈowitoperａt(yī)ｅs.IｔｉsｈａrdertopredicthｏwMr.Obａma’ｓpropｏseｄｒeformstothefａiliｎghｅａｌth-caｒesyｓｔemｗｉｌlｔurnout.Ifhesucceedｓincurｂiｎgcoｓts—aｂiｇｉｆ—itｗoｕｌdbeahugegaｉnforＡmeｒica.Somebusiｎesswillｂｅnefitbｕtｔhevastｂulｋoｆtheｓavｉngswｉllbecaptｕｒedbyworkers，notｔhｅirｅmployers.Ｉnthｅｎexｔｃoｕｐleofyｅarstheｂusｉnessesthatthｒivewillbeｔhosetｈataｒetightwithcoｓts,caｒefulｏfｄｅｂt,cａｕtｉouｓｗｉthｃaｓhflowaｎdeｘtrｅｍｅｌyａt(yī)tentivetowhａt(yī)cuｓｔｏｍeｒｓｗant．Thｅywｉllincludeplentyofnamｅsｎｏonehaｓyetheａrdof.Timeｓcｈａngｅ,aｎdcoｒpｏrａt(yī)ioｎschanｇewiththem.In１955Ｔimｅ’ｓMａnoftｈeYeaｒwａsHarlowCurｔice,thebosｓofGM．HiｓfirmｗａslｅadｉngAmericaｔowardｓ“anewｅconｏmｉcoｒｄer”,tｈemaｇａzｉｎewｒｏte.TｈａnkｓtoｍｅnｌｉｋｅＣｕrtiｃｅ,“thebonｄsｏｆｓcarcitｙ”hadbeenｂrokenandＡｍeｒｉcawasｒolling“ｔoaｎalｌ-ｔimehiｇhofprｏspeｒitｙ”．Soon,Aｍerｉcａnswouｌdneedtospend“cｏmｐarａｔiｖelylittｌeｔｉｍeeaｒｎiｎgａｌiｖｉｎg”.HａlfａcentuｒylaterＧMｉsatypｉcalexampleforpｏormanaｇemenｔ.InMarchｉtscｈiefexecuｔivｅwasfｉrｅdbyTime’sｃurｒｅｎtMａｎofｔheＹeaｒ,Mr.Obａma.Ｔhegｏｖernｍｅｎtｎowbacksupｔhedoｍesｔiccariｎdustry,ｌendiｎgｉtmoneyandovｅｒseeingｉｔsturnarouｎｄplａｎs．Wiｔhluｃk,tｈｉswillbｅshoｒt-lived.ＢutthｅｒeiｓadangeｒthatWashｉnｇtoｎｗillｅndｕｐｍicｒomanagingnotoｎlｙDeｔroitbutalsootheｒpａｒｔsoｆtheeｃｏｎｏmｙ.ＡｎdｃｌeveｒasMｒ．Obaｍa’sadｖisersare,ｈｉstｏrｙsuggesｔstheywiｌlbeｂaｄatｔｈis.TheAmｅrica’sreｃessionaffecｔｅｄthｅhｏtelinduｓtryａsbａdlyａｓthe9/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aｔiｓalsｏiｔsstｒｅnｇth:ｉt’seａsyｆｏrreaｄerstoundersｔaｎd，aｎdｔoｄｏtｈeａritｈmeticfoｒtheｉrｏwnschoolsiftｈey’dlｉke.Rankingschooｌsisalwａyscontrｏversiaｌ,andthｉsｙearagroupof3８sｕperintendenｔs(地區(qū)教育主管）fromｆｉvestａt(yī)eｓwroｔｅtoaskｔhatthｅirscｈoｏｌｓbeexｃludeｄfｒｏmthecalculatｉoｎ.“Itisiｍpｏssibｌetoknoｗwhiｃhhｉghschoolsare‘thｅbeｓｔ’intｈｅｎatiｏn，”theirｌetterread,inpａｒt.“Deｔeｒminingwhｅtherdｉｆfｅｒｅntｓcｈoolsdoordｏn’tｏfｆeraｈigｈｑuａlｉtyoｆeｄucationrequiｒｅｓａlｏokａt(yī)maｎydiｆferentmeasｕｒes,iｎcｌudingｓｔｕdents’ｏvｅraｌlacademicacｃompliｓhｍentsaｎｄｔheiｒｓubsｅquentperfｏrｍａnｃeincoｌlege.Andｔaｋinｇiｎtｏｃｏnsideratiｏnthｅｕniqueｎeｅdsoftheｉrcommuｎｉtieｓ.”Intheeｎdthesuperintenｄeｎtｓagreｅｄtｏpｒｏｖidｅtｈeｄaｔaｗｅsought，ｗhichiｓ,aftｅrall,ｐｕblicｉｎｆｏrmation.Thｅreis,inourview,norｅalｄｉsｐutｅhere;weａreaｌlsｅeｋinｇtｈｅsamethｉng,ｗhichisschoolstｈatbｅttｅｒserveourchｉldrenａndoｕrnationbｙｅncouraｇingstudeｎtstｏｍakeｔougｈsｕｂｊｅｃtsundｅrtheguｉｄancｅofgifteｄtｅaｃhers.Aｎdifwekeepｗorkingtowarｄthaｔgｏal,ｓｏｍeｄａy,perｈaｐｓａlistwon’tｂeｎecｅssary.Iｎｐractｉｃalｕse,ｓiｍplicｉtyissｔilｌconsiｄeredａstrｅｎｇtｈofＮewswｅｅｋ’ｓschooｌrankｉngsystｅｍiｎｓｐiteoｆthｅｃritiｃismitreceivｅs．Aｓaresultsettｉｎgupｂｉｇschooｌs,studｅnｔｓ’ｐeｒfｏrmancedeｃｌined.Ｎｅwsweｅｋrankeｄhighsｃhｏｏｌsaccordingtotheircolleｇｅ-leveltestｐaｒｔiｃｉｐatioｎ.Halfacentuｒｙago,biｇ,ｍodern,ｓuburbanｈighschooｌswｅｒｅestaｂlishedtoensuｒeefficｉenteｄuｃatioｎforbabyboomers.Iｔisａgrｅedｔhaｔquａｌifｉｅdteacｈｅrs,betterserｖｉcｅsandencourａgemeｎtarekeystｏreachiｎgtheultimategoaｌofschooleｄuｃation.Themｏstｎｏｔｉcｅablｅtrendiｎhighｓcｈoｏledｕｃａt(yī)ionisthespｌｉtｔｉｎgofｌaｒgeschoolsintosmalleronｅs.Itｉsｓtilｌunｋnownｗheｔheｒsｍallerｓchoolsｗｉｌlbeasolｕtioｎtoaｌｌｅduｃationａlprｏblems.ＨｉghschoolsfuｎdeｄbytheBillanｄMeｌｉndaＧatesＦoundatｉoｎaresｍａllinsizｅ.Dｉｆferenｔmeasｕreｓｓhｏuldbｅｕsedｉnassｅssingｔhequaｌiｔyofschooleducａt(yī)ion.The“ａdviｓory”claｓseｓａt(yī)Hilｌｓdａｌewereseｔupsotｈatstudenｔscoｕｌｄmａintainｃlｏserreｌａt(yī)ionsｈipwｉtｈtheirteachｅｒｓ.(GBDBICFCHF）Ｐａｓｓａｇe3．HigｈwaysＥarｌyｉｎｔhe2０thcenｔurｙ,moｓtofthestｒｅetsandroａdsｉnｔheU.S.wereｍaｄeofdiｒt,brick,andceｄａｒwoodblｏｃks.Bｕiltforｈoｒse,cａrriagｅ,andｆoｏttrafｆiｃ,ｔｈeywｅrｅusuａｌlypｏoｒlｙｃaredｆorａndｔooｎarrｏｗtｏaｃｃommodａt(yī)e（容納)autｏmobileｓ.Withtｈｅinｃｒeaｓeiｎａutoproduction，privateturnpiｋe（收費公路)cｏmpaniesuｎdｅrlocalauthorｉtｉｅsbegantosｐｒingｕp,ａndby1９21tｈｅrewere３８7００0mileｓofpａｖedroａds．Manｙwerebuｉｌtuｓingspｅcificaｔionsoｆ１9thｃenturyＳcottiｓheｎginｅersTｈomａsＴelfoｒdandJohnMａcＡｄam(foｒｗhomｔｈemaｃａdaｍsurfａceiｓｎamed),wｈｏsespeｃificationｓstｒｅsseｄｔｈeiｍpｏrtａnｃeofadeｑuａt(yī)edraiｎage.Beｙｏndthat,theｒewerenonationalsｔandarｄsforsize,wｅigｈtｒesｔrｉcｔｉons，orcomｍｅｒcialｓiｇｎs.ＤurinｇＷo(hù)rｌdWａrＩ.roａｄｓtｈroughｏｕtthecoｕntrywereｎearlｙdestroｙedbytｈeweightoｆtrｕcks.WhenＧｅｎerａlＥisenhowerreｔurnedfrｏｍGermａｎyｉn1９19,afｔerｓｅrｖiｎgintheU.S.ａrmy’ｓfiｒstｔｒaｎsｃoｎtineｎtalmotｏrcoｎvoy（車隊),ｈｅｎoted:“Ｔhｅoldconvｏyhaｄstａｒteｄｍｅthiｎkｉngaboutgood,ｔwo－lanｅｈｉｇｈwaｙs，ｂｕtGeｒmanｙ’sAuｔoｂahnｏrmotorｗayhadｍadｅmesｅethｅｗisdｏmofbroadｅｒrｉbbonsaｃrｏsstheｌand.”Itwouldtａkeaｎotｈerｗarbeforｅthefederａlｇｏveｒnmentwｏｕｌdactoｎanａｔｉoｎaｌｈigｈwaｙsysｔem.DurｉｎgWorｌdWａrＩI,atremendousｉncreaｓeiｎtrucksａndｎewroaｄsweｒerequired.Thｅwardｅmonsｔrａｔeｄhowcrｉｔiｃalhighwａyswerｅｔoｔhedｅfeｎsｅeffort.Thirｔeenpercentofｄeｆeｎseplａntsｒecｅiｖedallthｅｉrsuppliesｂytruｃk，ａndａlmoｓｔａllotｈerｐlaｎtｓshｉppｅdｍｏｒｅｔhanｈａlfoftheiｒprodｕcｔｓbyvehicle.Tｈewarａlsｏｒevealedｔhaｔlocalcｏntroｌoｆhｉghwayｓhadlｅｄｔoacoｎfｕsinｇvariｅｔｙｏfdｅｓignstａndards.Evenfederalandstａt(yī)ehiｇhwaysdidｎotfoｌlowｂａｓiｃstanｄarｄs.Ｓomestatesaｌloweｄtｒucksｕptｏ3６０00ｐｏuｎdｓ,ｗｈileotheｒsｒｅstrｉctedａnｙtｈiｎgover700０pｏuｎds.Agoverｎｍentｓtｕdyｒecｏmmeｎdedaｎaｔiｏnalhighwaysystemof３3９20milｅs,andcｏngrｅｓｓｓooｎpａsｓedtｈeFｅderal-AｉdHighwaｙActｏf1944，whicｈcalledfｏrsｔrict,ceｎｔｒaｌｌｙｃｏｎtrollｅddeｓigｎcrｉｔｅriａ.Theinteｒstａｔｅｈｉghwaysｙstemwasfinaｌlｙlauncｈeｄiｎ1956aｎdｈasbeeｎhａiledasｏneoｆthｅｇreatestpublicwoｒｋsprojectsofｔhecentury.Tｏbuildｉts440０0-mileweboｆhighwａｙs,bｒｉdges,andｔｕｎnels,hｕndｒｅdsofｕniqueenginｅｅｒingdeｓignsandsolｕtｉonshaｄtoｂeｗｏrkedout.Cｏnsiｄeｒthemａnygeoｇrａｐｈicｆeatｕresofthecountrｙ:mountａinｓ，steｅｐgrades,wｅｔlands,ｒivｅｒｓ,desｅｒtsanｄplａｉｎs．Vａrｉａblｅｓincｌuｄedthesｌopeoftｈelａnd,theａbｉlityｏｆtｈepavementtoｓｕｐpｏrttheload,ｔｈensityoｆroaｄｕse,anｄtheｎａt(yī)ureoftheｕnderlｙingｓｏil.Uｒbanarｅaswｅreaｎoｔheｒproblem.Innovatiｖｅdｅsｉgnsofrｏadｗays,ｔｕnneｌs，bridges,ｏvｅrｐasses,andintｅｒchanｇｅｓthａt(yī)cｏuｌdｒuｎthrｏuｇhｏrｂｙpaｓsｕrbａnａｒeassoonbｅganｔoweａvetheｉrwａyａcｒｏssthecouｎtry,foｒeｖeｒalterｉngｔheｆaceｏｆAｍeｒｉca.Ｌong-spａｎ,segmentｅｄ-ｃoncrｅte，caｂle－stayedbrｉｄgeｓsuchasHaｌeBｏgｇsiｎＬouｉsiａnaandtheSunｓhineＳkyｗayiｎＦlorｉda,ａndｒemarkabletｕnnｅlｓlikeForｔMcＨeｎｙinＭａｒｙｌanｄaｎdＭｔ.ＢakeｒinWasｈｉngｔon,metmanyofthenａｔｉon’sｐhｙsicalcｈalleｎges．Trａfficcontrolsystemsandmｅｔhodsofｃonstruｃtioｎdeveｌopeｄundertheinｔｅrstａt(yī)eｐrograｍsｏｏninｆｌueｎｃedｈｉghwａｙcｏnstructionarounｄthewｏrｌd，aｎdｗerｅiｎvａlｕａbleinimprovｉｎｇtｈecｏｎdiｔiｏnｏfｕrbanstreetsaｎｄtrafficpatterns．Toｄay,theintｅrｓtａt(yī)esｙstemlinｋseｖeｒｙmajoｒcityintheU．S.witｈCａnadaaｎdMexicｏ.Builtwitｈsaｆｅｔyｉnmiｎd,tｈehighwaｙshavewiｄｅlaｎｅｓaｎｄshouldeｒs,dｉｖidingmeｄians,orbaｒｒiｅrs,lonｇeｎtryａndeｘｉtlaｎes,curｖｅｓengineerｅdfoｒsafｅtuｒns,anｄlimｉtedaccess．ThedeathraｔeonhigｈwaysishaｌfofalloｔherU．Ｓ．rｏaｄs(.86deaｔｈspeｒ100millｉonpａssengermｉlｅｓcoｍpareｄto1.99per１00milｌiononallotherｒｏads).ByｏpenｉngｔhｅNorｔhＡｍeｒicａｎcｏntinent,highwayshaveeｎａｂledｃｏnsumergoodsandsｅrvicesｔoreachpeoｐleｉnremoteaｎｄｒuralareａsoｆthecoｕntrｙ，spuｒrｅdthegrｏｗthｏｆsｕbｕrbｓ,andｐroｖiｄｅdpｅｏplewiｔhgrｅaｔｅroptｉoｎsiｎｔermoｆｊobs,ａccesｓtocｕlturalpｒogｒａmｓ,ｈｅalthcaｒe，anｄotherｂenefits.Aboｖeａｌｌ,ｔhｅiｎterstatesysｔemprovidesindivｉｄualｓｗiｔhwhattheycｈｅrｉshｍost:perｓonａlfreedomoｆmobility．Theinterstaｔｅsysteｍｈａsbｅｅnａneｓｓentiaｌelｅmeｎｔofthenation’ｓeconｏmicgrowthintｅｒｍsｏfsｈipｐingaｎdｊobcreaｔｉon:mｏretｈａn７5peｒcｅｎtthenaｔｉon’sfreigｈｔdｅｌiｖｅriesａrrivebyｔruck；aｎdｍostproducｔstｈａt(yī)ａrrｉvebyrａilorairuｓeinｔerｓtateｓｆorｔｈelａｓtlegｏfthejoｕrnｅybyｖehiclｅ.NotonlyhasｔｈehighwaysｙstｅｍaffｅctedtheAｍericaecoｎomｙbyprｏｖiｄｉngshｉｐｐingｒoutｅs,ｉtｈasledtotheｇrowthofspｉn-ｏffindｕstrｉｅslikeseｒvicestatｉons,motelｓ,resｔauraｎts,andｓhoppｉngcｅnteｒｓ．Ithａsalｌoｗedthｅrelocaｔｉoｎofmａｎuｆactｕｒingｐｌantｓandothｅｒinｄｕstriｅsfromｕrbａnareaｓtorural．Ｂｙｔhｅｅｎdofthｅceｎturytherewasanimmenseｎetworkofpavedrｏads,resideｎｔｉalstｒeets,ｅｘｐressｗayｓ,andfreewaysbuilttosupｐortmiｌlioｎsofvehｉcles.ＴｈehighwaysyｓtemwａsoffiｃｉallyrenaｍｅdfoｒＥiｓenhoweｒtoｈonorhｉsviｓioｎａndleadeｒship.Ｔheｙeａｒconｓｔructionbeganhesａid:“Togethｅr，theunitｅdｆorｃｅsｏfｏurcoｍmuｎicatioｎandtｒansｐｏrtａt(yī)ｉonｓystemｓareｄynamｉcelementsintheveｒｙnａｍeweｂear—UnitｅdＳtaｔｅs.Ｗithｏuttheｍ，wｅｗouldbeamereａlｌianceｏｆmａnysepａrateｐarts.”Mａnyofthepｒoblemsｐrｅsenｔedbｙｔhecｏuntrｙ’sgeogｒapｈｉcalfｅatｕrｅsfoundsoluｔiｏnsininnovaｔiveenｇineeringｐrojｅｃts.Aｃentｕryａgo,thereｗerealmｏstnｏnationalstandａrdsｆｏrpａvedｒoａdｓiｎthｅU.S.TheinｔerｓtatesysｔemwasreｎaｍｅdafteｒEisenhoｗｅｒinrecogniｔiｏnoｆhiｓｖisiｏｎanｄleaderｓｈip.GenerａlEisenhowerfｅltthattｈebroaｄmotorwaｙsmaｄemoｒｅseｎsethanｔhetwo-lanｅhighwayｓofAmeｒicａ.Itwａsinｔhe19５0sthaｔthｅAmeriｃangｏｖerｎmentfiｎａlｌytooｋactｉｏntobuｉldanatioｎalhighwaysyｓtem.Undersaｆetycoｎｓideｒaｔionｓ,tｈedeaｔhｒatｅｏｎinｔｅrｓtaｔeｈighwaysisｍuｃhlowertｈａnｔｈatoｆotｈerAmeｒicanroads．Trｕｃksusingtｈeinｔerstatehighｗaysｄeliｖermorｅthａnｓｅｖenty-fｉveｐeｒｃentofthｅfreightinU.S.Thanｋstotｈehiｇhways,Ａmeｒicaｎpｅopleｃangoanyｗheretｈeyｌikeaｒｏundthecｏuｎtry.Ｔoacｅｒｔaineｘtent,thｅdｅｖelopmeｎtofinterstatehｉgｈwaysystｅminＡmericahaｓpromotｅdtheｎaｔiｏn’ｓeconｏmiｃgrｏwｔh．Iｎｔeｒmsofhｉｇｈwaycｏnsｔrｕctiｏn，tｈewhｏleｗｏrlｄwaｓinflｕenｃedｂｙtheU.S．(DBＩBDＦＨGHE）Ｐaｓｓage4ＴｈeMagｉcianTherｅvｏｌｕtｉｏnthatＳtｅvｅJoｂslｅdiｓoｎlyjuｓtｂeｇinniｎｇWｈenitcaｍetoｐuttinｇonashｏw，nobｏdyｅlseｉntｈecｏmｐuｔerinｄusｔry,oｒanyoｔherindｕstｒyfoｒthａt(yī)ｍatteｒ,cｏuldmatchSteveJｏbs.Hisｐroｄucｔｌauｎｃheｓ，ａt(yī)whiｃhｈewouldsｔaｎｄalｏneoｎaｂlacｋstａｇeａnｄpｒoｄｕcｅasiｆbymagican“inｃredible”ｎｅweｌeｃtrｏnicgaｄgeｔ(小器具）infrontofanaｍazedcｒowｄ,weretheｐerｆoｒmanｃｅsofamasｔｅrsｈowman.Alｌcｏmpuｔeｒsdoisｆetchaｎdｗorkwithnumbｅrs，heｏnｃeexplａinｅd,butdoitfａstenｏughand“ｔheｒｅsｕｌｔsappeartobemａgic”．Mr.Jobs,wｈodｉedrｅcentlｙaｇed５６,spenthislifepackaｇinｇｔhemagｉcintoeｌeｇantlyｄesiｇnｅｄ，ｅａsｙ-tｏ-useｐｒoductｓ.Ｔheｒeａctiontohiｓｄeatｈ，withpeoｐleleavｉngcａndlｅsandｆlｏｗｅrsouｔsideAｐplestｏreｓandpoliticｉａnsｓiｎginｇｐrａisesoｎtheinteｒneｔ，isproｏfthａt(yī)Mr．Ｊobshａdbecomesomeｔhingｍuchmorｅsiｇnificaｎtｔhanjｕｓｔａclｅｖermoney-maker．Hestｏoｄoutｉｎtｈreewayｓ—aｓａt(yī)echｎologist,asacｏrｐｏrateleａｄerandasｓomebodywhoｗasaｂｌetomakｅpeoplelovewhathadｐｒeviｏuslｙbeeｎiｍpｅrsoｎal，fuｎｃtionａlgadgets.Strａngeｌy,itisｔｈislastquａlitytｈaｔmaｙｈaｖethedｅepeｓtefｆectｏｎtｈewａypeｏplelive.Theeraofｐersｏnaltechnｏlogｙiｓiｎｍanywayｓjustbｅginning．Asaｔechnoloｇiｓt,Mｒ.Ｊｏbswasｄiffｅｒeｎｔbeｃausｅheｗaｓｎoｔａnengｉneｅr—andthatwashisgreａt(yī)stｒeｎｇtｈ.Insｔeadhewaskeenlｙｉnｔerｅｓtediｎｐrｏｄuctdesigｎandａesｔhｅtics(美學(xué)）,aｎdinmａkingaｄvaｎｃedteｃｈnｏlogｙsiｍpletouse.Herepeａｔedlytoｏkanexistinｇｂuthalf-forｍedidea—theｍｏuｓe-ｄrivencompｕteｒ,thedｉgｉtalmusiｃplayer,tｈesｍａrtphｏｎe,thｅtableｔｃｏｍpuｔer（平板電腦)—andｓhｏｗedthｅrestｏftheｉndusｔryhowtoｄoitpropeｒlｙ.Rivaｌfirmｓcomｐeｔｅdwithｅachｏｔheｒtofｏｌｌowwhereｈｅｌed.Ｉceｓｓhebrｏｕghtaｂｏｕｔgｒｅaｔchangｅsiｎcomputiｎg,mｕsic,teleｃｏｍｓandtheｎewｓbuｓinessｔhatwｅreｐaiｎfulｆorexistiｎgfｉrmｓbｕtwelcomedbymiｌlｉonｓｏｆconsｕｍers．Witｈinthewiｄerｂｕsineｓsworld，amａnwhoｌikeｄｔoseehimｓelｆaｓahipｐy,ｐerｍａnｅntｌｙｉnrevolｔaｇaｉnstbigcompanｉeｓ,endedupbeinｇhａiledｂｙmanyofthoｓecｏｒpｏrａt(yī)ｅgｉａntｓａsoｎeoftｈegrｅａt(yī)ｅstcｈiefｅｘｅｃｕｔｉｖesoｆhｉｓtiｍe．Tｈaｔwasｐartlyｄueｔoｈｉsｔaleｎts:ｓhowmanshiｐ,sｔrategicvisｉon，aｎaｓｔonｉshingattｅｎtiｏntoｄetaｉｌａｎdａdictaｔoｒialmaｎagemｅntstｙｌｅwhiｃhmanｙbｏssesｍustｈａvｅenvieｄ.Buｔｍosｔｏfallitｗaｓtｈeextraｏrdinaｒytｒａjectｏry（軌跡）ofhiｓlife.Hisfaｌlfｒomgraceｉnthe１9８0s,foｌloｗedbyhiｓrｅturnｔｏApplein1996afｔeraperiｏdｉnｔheｗilderness,isaninｓpｉrａt(yī)iontoａnybｕsｉnesspｅrsoｎwhosecａreｅrhａsｔａｋenaｔurnｆｏｒtheworse．ThewaｙinwｈichＭｒ.Jｏbsｒeviｖｅｄtｈｅfailingcoｍpanｙheｈａdco-ｆoundｅｄandtuｒｎedｏtheｗｏrｌd’sbｉggesｔtechfirｍ(biggereveｎthanBｉllＧate’ｓMiｃｒosｏfｔ，tｈｅｃompanytｈａt(yī)ｈａdouｔsｍaｒtｅｄAｐpｌesodramaｔｉcalｌyｉnthｅ1980s）,souｎdｓｌｉｋesometｈingfromａHollｙwｏｏdmoｖie.ButwhaｔwａsperhａｐsmｏstaｓtonishinｇaboｕtMｒ.Jobswaｓtｈeabｓoluｔeｌｏyａltyｈｅｍanagｅｄtoｉnsｐirｅｉncustomｅｒｓ.ManyAｐplｅｕsersｆeｅlｔhemsｅｌｖestoｂepartｏfａcomｍunｉtｙ,ｗitｈＭr.Jｏbsasｉｔｓlｅadeｒ．Andｔherewａsｉndeeｄapersonａllink.Aｐplｅ’spｒodｕctswereｄｅｓigneｄtoａcｃordwiththeboss’ｓtasｔeandtｏmeetｈisextｒeｍeｌｙhigｈsｔａndａｒｄs.EveｒyiＰhonｅorＭacBookhasｈisfingerｐriｎtｓａｌlｏｖerit.Ｈisgrｅaｔachievｅｍenｔｗａstoｃｏｍbineaｎemotionalspaｒｋwｉtｈcomｐｕtertｅchnology,ａｎdmaketheresｕltiｎgproductfeelpｅrsｏnal．ＡｎdthａｔiswhaｔpｕtMr．Jobsoｎｔherｉｇhtsｉdｅｏfhistory,astechｎologiｃalｉnnovａt(yī)ionhasｍｏvedintoｃｏｎsumereｌectronｉcsｏveｒthepaｓtdｅcade．Ａsoursｐecialreporｔｉntｈisiｓsue(ｐrintedbｅfoｒｅＭr.Ｊoｂｓ’sdeatｈ)explainｓ,ｉnnovationusedtｏspiｌloverfroｍｍiｌitarｙaｎdcoｒporａt(yī)eｌaｂoｒatoriestｏｔheｃｏｎsumermarket,ｂuｔｌatｅlyｔhｉsproceｓshasｏｒeverse.Ｍａｎyｐeｏplｅ’ｓhoｍｅｓnowhaveｍorepoweｒｆul,andｍoｒeflexiblｅ,deｖicｅsthａｎtheirofｆｉｃｅｓdo；coｎsuｍergａdgeｔｓaｎdonｌiｎｅｓervicｅsaｒesmartｅrａnｄeaｓiｅrｔoｕsｅthanmｏstcｏmｐanｉｅs’ｓｙsｔｅｍs.Faｍiliaｒcｏｎｓｕmeｒpｒoｄuctsarebeingaｄopｔｅｄbyｂusinessｅs,ｇoｖernmenｔanｄthｅarmeｄforｃeｓ.Ｃompaniｅsareeｍpｌoyingiｎ-hｏuseｖｅｒsionsoｆFacebookaｎdｃreａt(yī)ingtｈeirown“appstoｒeｓ”todelｉversoftwaｒetｏemｐloyeｅs．Doctoｒｓusetaｂｌetcｏｍｐｕtｅrsfortheirｗｏrkｉnhosｐitａls.Meanwｈiｌｅ,thenuｍberofconsumersｈungryfoｒsuchgadgｅｔsconｔiｎuｅstosｗelｌ.Apple’ｓproｄuctｓａrｅｎｏｗbeingsｎａｐpeduｐiｎＤeｌhiａndDalｉａｎjusｔａsinDubｌinaｎdDａllas.Ｍr．Jobshadaｒeputａt(yī)ioｎasacontrolfreak(怪人）,aｎdhｉscｒiticscｏｍplainedtｈａｔtheprｏductsａndｓystemsｈｅdesiｇnedwerｅclosedanｄiｎｆｌexｉble,inthｅｎameofgreａｔerｅａseofuse.Yeｔｈealｓoempowereｄmｉllionｓｏfｐｅopleｂygiviｎgthemacｃesｓｔocutting-ｅdgｅtechnology.Ｈｉsinsiｓｔｅnｃeonpuｔtiｎgusersfirst,andfoｃusingoｎeleganceａndsimpｌiｃiｔy，hasbecomｅdeｅp－ｒｏoteｄiｎhisｏwnｃompａny，andisｓpｒｅaｄｉngtorivalfirｍstoｏ．ＩtisnoloｎgerjustatＡppｌethatｄesｉgｎerｓask：“Whａt(yī)wｏｕldStｅvｅJobsdo?”ＴheｇapbetweeｎA(yù)pｐｌｅaｎdｏthertechfirｍsisoｎｌylikelytonaｒrow.Tｈｉsweek’sannoｕｎｃeｍeｎtofaｎewiＰhonebyamanagｅmeｎtteａmledbyTiｍＣook,whoｒｅplacedMr．ＪｏbsaｓchiｅfexecｕｔivｅｉnＡugusｔ,wasｇｅｎeraｌlyreｇardeｄaｓｃomｐetｅntbutuninｓpiring.WiｔhoｕtMr.Joｂstｏshoｗerhiｓstardustｏntｈｅｅvenｔ,ｉｔfeltliｋｅjuｓtaｎothｅrｐrodｕctlａunchfromjｕｓtaｎotｈeｒtｅchnoｌogｙｆｉrｍ.AtｔherecｅntunvｅｉlinｇofatablｅputeｒbｙJeｆｆBezosｏｆＡmａzoｎ,ｗhoｓｅcompanyisdoinｇthｅbｅstｊｏbｏｆｆollowｉngAppｌe’sleaｄinｃｏmbiｎｉngｈａrｄwａre,ｓoftwａrｅ,conｔentandｓervicｅsｉnaneａｓy-ｔo-usebundle,ｔhereｗereｓeveralａｔｔａcｋsatApｐｌe.Butbｙdoｉｎghiｓbesttｏimｉｔａt(yī)ｅMr.Jobs,Mr.Ｂｅｚoｓalｓoflａt(yī)ｔeredhｉm.WithMｒ.Ｊｏｂsｇone,Appleisｊｕstonｅｏfmａnｙtｅchnｏlｏgyｆirmｓtｒyingtoａrｏｕsehiｓunｃontrolｌａｂｌeｓpiritｉnnewprｏｄucts.Ｍr．JｏbswassaidbyａnenｇｉneeｒｉntheｅａrlyyeaｒｓoｆAppｌｅtｏeｍitａ“rｅａｌｉtyｄisｔoｒtioｎ（扭曲)fｉeld”,suｃhwerｅhｉspowersofpersｕaｓioｎ.Butｉntheendhecreatedareａlｉtyofｈiｓｏwｎ,chaｎｎelingｔhemagicofｃoｍｐutinｇduｃtsthatrｅｓｈapedenｔireindusｔrieｓ.Tｈeｍaｎwhosaiｄinhｉsyｏuthｔhathewanｔedto“putadiｎginｔheuniversｅ”didjusｔtｈaｔ.StｅｖeJｏbswaｓobsｅssedwithelegantandｕsｅr-ｆｒieｎdlyｇaｄgｅｔs,wｈichwashiｓgreａt(yī)ｓtrengｔｈ.Inspitｅoftheuser-ｆｒiendｌｉｎessoｆApｐleｐｒoducｔs，cｒｉticscomplaiｎedtｈattheywｅreclosｅdaｎdiｎflexible.SｔevｅJobsｆulfilｌedhisｐrｏmiseandｈaｄｓuccｅedediｎreｄefininｇtheｐrｏdｕcｔsincｏmpｕterinｄuｓtries．SteveJobsstａrtedtheerａofpersoｎalteｃhnｏlogｙ,whichhasaｐｒofｏundimｐactoｎpeｏple’ｓｗayofliｆe．StevｅＪｏbsｗaｓthoughthighｌyofbyｌｅadｅrｓｏfmａnylargeｃompａｎｉeｓforhisachieｖementsanｄperｓoｎａlcｈaｒm．Iｎtｅgｒatinｇtｈｅeasy-to－ｕseelｅmenｔsｔoｔhｅｕtmost,AmazonhasbecomethｅbｅｓtAppｌeｆollowｅｒmａnytｅchnｏloｇｙｆirmｓ.Apｐle’sprodｕctｓareveｒypopularinmanｙiｎdustｒｉeｓaｎｄplaｃｅs,brinｇｉｎｇｍuchcomfｏrtaｎdconｖenｉｅncetｏpｅople’sliｆeａnｄwｏrk.Nooｎｅcａn