Directions: In this part, you will have 15 minutes to go over the passage quickly and answ

er the questions on Answer Sheet 1.

For questions 1-7, choose the best answer from the four choices marked A．,B．,C )and D．. For questions 8-10, complete the sentences with the information given in the passage.

How Do You See Diversity

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice. “It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was Opt the candidate’s “different” behavior. was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting (避开) your eyes.

“I was just thrown off by the lack of eye contact; not realizing it was cultural,” Tiffany says. “I missed out, but will not miss that opportunity again.”

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.

Hire Advantage

At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases (偏见) from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.

“During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate teethes began to change, it was because we had a diverse agent pool that we were able to say in the real estate market much longer than others in the same profession.”

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce. “Through one of the sessions, I discovered my personal bias,” he recalls. “I learned I had not been looking at a person as a whole person, and being open to differences.” In his case, the blindness was not about culture but rather gender.

“I had a management position open in toy department; and the two finalists were a man and a woman. lied I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to he home with her children and not travel.” Dale’s assumptions are another example of the well-Intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce.

“I learned from the class that instead of imposing my gender biases into the situation. I needed to present the full range of duties, responsibilities and expectations to all candidates and allots them to make an informed decision.” Dale credits the workshop, “because it helped me make decisions based on fairness.”

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops. Fie recalls a major lesson learned f

A．He just wouldn’t look her in the eye.

B．He was slow in answering her questions.

C．His resume didn’t provide the necessary information.

D．His answers to some of her questions were irrelevant.