托福閱讀機(jī)經(jīng)練習(xí)：溫血海龜
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托福閱讀機(jī)經(jīng)練習(xí)：溫血海龜
A Warm-Blooded Turtle
When it comes to physiology, the leatherback turtle is, in some ways, more like a reptilian whale than a turtle. It swims farther into the cold of the northern and southern oceans than any other sea turtle, and it deals with the chilly waters in a way unique among reptiles.
A warm-blooded turtle may seem to be a contradiction in terms. Nonetheless, an adult leatherback can maintain a body temperature of between 25 and 26°C (77-79°F) in seawater that is only 8°C (46.4°F). Accomplishing this feat requires adaptations both to generate heat in the turtle’s body and to keep it from escaping into the surrounding waters. Leatherbacks apparently do not generate internal heat the way we do, or the way birds do, as a by-product of cellular metabolism. A leatherback may be able to pick up some body heat by basking at the surface; its dark, almost black body color may help it to absorb solar radiation. However, most of its internal heat comes from the action of its muscles.
Leatherbacks keep their body heat in three different ways. The first, and simplest, is size. The bigger the animal is, the lower its surface-to-volume ratio; for every ounce of body mass, there is proportionately less surface through which heat can escape. An adult leatherback is twice the size of the biggest cheloniid sea turtles and will therefore take longer to cool off. Maintaining a high body temperature through sheer bulk is called gigantothermy. It works for elephants, for whales, and, perhaps, it worked for many of the larger dinosaurs. It apparently works, in a smaller way, for some other sea turtles. Large loggerhead and green turtles can maintain their body temperature at a degree or two above that of the surrounding water, and gigantothermy is probably the way they do it. Muscular activity helps, too, and an actively swimming green turtle may be 7°C (12.6°F) warmer than the waters it swims through....
托福閱讀題目:海龜日照
托福閱讀考試日期
2017年7月01日
C卷
Passage 3
托福閱讀題目難度分析
簡單
托福閱讀內(nèi)容
生物：海龜日照。海龜會在太陽下曬很長時間，即使不舒服也會繼續(xù)曬，科學(xué)家探明原因
海龜體溫調(diào)節(jié)的方式
Temperature Regulation in Turtles
Pond turtle喜歡曬太陽，通過曬太陽來保持體溫：紫外線會促進(jìn)維生素D的合成，有助于龜?shù)纳L，促進(jìn)消化，幫助去除algea和leech。
小型龜依靠不同環(huán)境之間的轉(zhuǎn)化來調(diào)節(jié)體溫microclimate，樹蔭啊都是龜很喜歡的環(huán)境，有意思的是，如果龜對環(huán)境越熟悉，調(diào)節(jié)體溫的速度就越快，因為熟悉環(huán)境的龜更容易找到哪個地方暖和，哪個地方?jīng)鏊?/p>
大型龜通過尋找大型的遮擋物來調(diào)節(jié)體溫，非常悲催的一個現(xiàn)象：在夏天，大型龜需要在沙灘上找食物，但沙灘上又很少有樹蔭和遮擋物，哪怕有，也會被體型大的龜占領(lǐng)，如果搶不到食物而堅持覓食，就會因為體溫過熱而死掉。
大型龜在海洋里又是另一種情況：大型龜在海里可以通過肌肉活動來調(diào)節(jié)體溫，身材大對保溫是一個優(yōu)勢，具體可以參照，第一，動物體型越大，表面和體積的比例越小。體重每增加一盎司，相應(yīng)的容易流失熱量的表面就越少。第二，通過厚厚的絕緣脂(脂肪)來維持體溫。第三，通過逆流交換系統(tǒng)中，血管將鰭部冷卻的血液與身體其他部位溫?zé)岬难哼M(jìn)行交換來維持體溫。
托福閱讀版本二
一開始說海龜會在太陽下曬很長的時間，即使他們不舒服了也會繼續(xù)曬，科學(xué)家就想探明原因。
可能是為了提高身體溫度，但是有些海龜在沒有太陽的時候也會曬，而且有些體溫和水沒有太多差別。
有些海龜不曬，有些曬了之后下水熱度會迅速消失
雌性和雄性有差，因為雌性要去feed，去繁殖，曬太陽的時間就少了
托福雙語閱讀資料：美國情侶不結(jié)婚
Fear of the trauma of divorce is stopping many young couples from walking down the aisle， a university report has found.
一項大學(xué)研究發(fā)現(xiàn)，許多美國年輕情侶不結(jié)婚是因為怕遭受離婚的創(chuàng)傷。
With the share of married adults at an all-time low in the United States， the latest research by demographers at Cornell University and the University of Central Oklahoma unveils clues why couples don‘t get married - they fear divorce.
眼下美國已婚人士的比例降到了史上最低點，康奈爾大學(xué)和中央俄克拉荷馬大學(xué)的人口統(tǒng)計學(xué)家做的最新研究揭示了為什么美國情侶們不結(jié)婚——他們怕離婚。
Among cohabitating couples， more than two-thirds of the study’s respondents admitted to concerns about dealing with the social， legal， emotional and economic consequences of a possible divorce.
接受調(diào)查的同居情侶有超過三分之二的人承認(rèn)自己擔(dān)心如果離婚將要應(yīng)對社會、法律、情感和經(jīng)濟(jì)等一系列后果。
The study， “The Specter of Divorce： Views from Working and Middle-Class Cohabitors，” is published in the journal Family Relations and is co-authored by Sharon Sassler， Cornell professor of policy analysis and management， and Dela Kusi-Appouh， a Cornell doctoral student in the field of development sociology.
這一研究名為《離婚的陰霾：工人階層和中產(chǎn)階層同居者看婚姻》，發(fā)表在《家庭關(guān)系》雜志上，由康奈爾大學(xué)的政策分析與管理學(xué)教授莎倫 薩斯勒和發(fā)展社會學(xué)方向的博士生德拉 庫西-阿坡共同撰寫。
Roughly two out of three - 67 percent -of the study‘s respondents shared their worries about divorce.
約三分之二(67%)的被調(diào)查者吐露了他們對于離婚的擔(dān)憂。
Despite the concerns， middle-class subjects spoke more favorably about tying the knot and viewed cohabitation as a natural stepping stone to marriage compared to their working-class counterparts.
盡管年輕人怕離婚，但中產(chǎn)階層的年輕人相對于工人階層的年輕人還是比較贊成結(jié)婚的，他們把同居視為自然地走向婚姻的墊腳石。
Lower-income women， in particular， disproportionately expressed doubts about the “trap” of marriage， fearing that it could be hard to exit if things go wrong or it would lead to additional domestic responsibilities but few benefits.
擔(dān)憂婚姻會成為“牢籠”的低收入女性比重尤為突出，她們害怕如果婚姻不如意將難以持續(xù)，或認(rèn)為結(jié)婚會帶來額外的家庭負(fù)擔(dān)而卻沒多少好處。
The study also found working-class cohabitating couples were more apt to view marriage as “just a piece of paper，” nearly identical to their existing relationship.
研究還發(fā)現(xiàn)，工人階層的同居情侶更傾向于認(rèn)為婚姻“只是一張紙”，和他們現(xiàn)有的關(guān)系幾乎沒什么兩樣。
They were twice as likely to admit fears about being stuck in marriage with no way out once they were relying on their partners’ share of income to get by.
他們承認(rèn)自己害怕一旦要依靠另一半的收入過日子便無法從婚姻牢籠中逃脫，有這種想法的工人階層年輕人是中產(chǎn)階層年輕人的兩倍。
The authors hope that their findings could help premarital counselors to better tailor their lessons to assuage widespread fears of divorce and to target the specific needs of various socioeconomic classes.
作者希望他們的發(fā)現(xiàn)可以幫助婚前咨詢師更好地調(diào)整課程，以舒緩人們對離婚的普遍恐懼，并能針對不同社會經(jīng)濟(jì)階層的特定需要進(jìn)行授課。
托福閱讀材料分享：Never sell your soul
My fellow job seekers: I am honored to be among the first to congratulate you on completing your years at North Carolina A&T. But all of you should know: as Mother's Daygifts go, this one is going to be tough to beat in the years ahead.
The purpose of a commencement speaker is to dispense wisdom. But the older I get, the more I realize that the most important wisdom I've learned in life has come from my mother and my father. Before we go any further, let's hear it one more time for your mothers and mother figures, fathers and father figures, family, and friends in the audience today.
When I first received the invitation to speak here, I was the CEO of an billion Fortune 11 company with 145,000 employees in 178 countries around the world. I held that job for nearly six years. It was also a company that hired its fair share of graduates from North Carolina A&T. You could always tell who they were. For some reason, they were the ones that had stickers on their desks that read, "Beat the Eagles."
But as you may have heard, I don't have that job anymore. After the news of my departure broke, I called the school, and asked: do you still want me to come and be your commencement speaker?
Chancellor Renick put my fears to rest. He said, "Carly, if anything, you probably have more in common with these students now than you did before." And he's right. After all, I've been working on my resume. I've been lining up my references. I bought a new interview suit. If there are any recruiters here, I'll be free around 11.
I want to thank you for having me anyway. This is the first public appearance I've made since I left HP. I wanted very much to be here because this school has always been set apart by something that I've believed very deeply; something that takes me back to the earliest memories I have in life.
One day at church, my mother gave me a small coaster with a saying on it. During my entire childhood, I kept this saying in front of me on a small desk in my room. In fact, I can still show you that coaster today. It says: "What you are is God's gift to you. What you make of yourself is your gift to God."
Those words have had a huge impact on me to this day. What this school and I believe in very deeply is that when we think about our lives, we shouldn't be limited by other people's stereotypes or bigotry. Instead, we should be motivated by our own sense of possibility. We should be motivated by our own sense of accomplishment. We should be motivated by what we believe we can become. Jesse Jackson has taught us; Ronald McNair taught us; the Greensboro Four taught us; that the people who focus on possibilities achieve much more in life than people who focus on limitations.
The question for all of you today is: how will you define what you make of yourself?
To me, what you make of yourself is actually two questions. There's the "you" that people see on the outside. And that's how most people will judge you, because it's all they can see what you become in life, whether you were made President of this, or CEO of that, the visible you.
But then, there's the invisible you, the "you" on the inside. That's the person that only you and God can see. For 25 years, when people have asked me for career advice, what I always tell them is don't give up what you have inside. Never sell your soul. Because no one can ever pay you back.
What I mean by not selling your soul is don't be someone you're not, don't be less than you are, don't give up what you believe, because whatever the consequences that may seem scary or bad -- whatever the consequences of staying true to yourself are -- they are much better than the consequences of selling your soul.
You have been tested mightily in your life to get to this moment. And all of you know much better than I do: from the moment you leave this campus, you will be tested. You will be tested because you won't fit some people's pre-conceived notions or stereotypes of what you're supposed to be, of who you're supposed to be. People will have stereotypes of what you can or can't do, of what you will or won't do, of what you should or shouldn't do. But they only have power over you if you let them have power over you. They can only have control if you let them have control, if you give up what's inside.
I speak from experience. I've been there. I've been there, in admittedly vastly different ways -- and in many ways, in the fears in my heart, exactly the same places. The truth is I've struggled to have that sense of control since the day I left college.
I was afraid the day I graduated from college. I was afraid of what people would think. Afraid I couldn't measure up. I was afraid of making the wrong choices. I was afraid of disappointing the people who had worked so hard to send me to college.
I had graduated with a degree in medieval history and philosophy. If you had a job that required knowledge of Copernicus or 12th Century European monks, I was your person. But that job market wasn't very strong.
So, I was planning to go to law school, not because it was a lifelong dream. Because I thought it was expected of me. Because I realized that I could never be the artist my mother was, so I would try to be the lawyer my father was. So, I went off to law school. For the first three months, I barely slept. I had a blinding headache every day. And I can tell you exactly which shower tile I was looking at in my parent's bathroom on a trip home when it hit me like a lightning bolt. This is my life. I can do what I want. I have control. I walked downstairs and said, "I quit."
I will give my parents credit in some ways. That was 1976. They could have said, "Oh well, you can get married." Instead, they said, "We're worried that you'll never amount to anything." It took me a while to prove them wrong. My first job was working for a brokerage firm. I had a title. It was not "VP." It was "receptionist." I answered phones, I typed, I filed. I did that for a year. And then, I went and lived in Italy, teaching English to Italian businessmen and their families. I discovered that I liked business. I liked the pragmatism of it; the pace of it. Even though it hadn't been my goal, I became a businessperson.
I like big challenges, and the career path I chose for myself at the beginning was in one of the most male-dominated professions in America. I went to work for AT&T. It didn't take me long to realize that there were many people there who didn't have my best interests at heart.
I began my career as a first level sales person within AT&T's long lines department. Now, "long lines" is what we used to call the long distance business, but I used to refer to the management team at AT&T as the "42 longs" which was their suit size, and all those suits and faces looked the same.
I'll never forget the first time my boss at the time introduced me to a client. With a straight face, he said "this is Carly Fiorina, our token bimbo." I laughed, I did my best to dazzle the client, and then I went to the boss when the meeting was over and said, "You will never do that to me again."
In those early days, I was put in a program at the time called the Management Development Program. It was sort of an accelerated up-or-out program, and I was thrown into the middle of a group of all male sales managers who had been there quite a long time, and they thought it was their job to show me a thing or two. A client was coming to town and we had decided that we were getting together for lunch to introduce me to this customer who was important to one of my accounts.
Now the day before this meeting was to occur, one of my male colleagues came to me and said, "You know, Carly, I'm really sorry. I know we've had this planned for a long time, but this customer has a favorite restaurant here in Washington, D.C., and they really want to go to that restaurant, and we need to do what the customer wants, and so I don't think you'll be able to join us."
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