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Illiteracy may be considered more as an abstract concept than a condition. When a famous English writer used the (1) over two hundred years ago, he was actually (2) to people who could (3) read Greek or Latin. (4) ,it seems unlikely that university examiners had this sort of (5) in mind when they reported on "creeping illiteracy" in a report on their students’ final examination in 1988. (6) the years, university lecturers have been (7) of an increasing tendency towards grammatical sloppiness, poor spelling and general imprecision (8) their students’ ways of writing; and sloppy writing is all (9) often a reflection of sloppy thinking. Their (10) was that they had (11) to do teaching their own subject (12) teaching their undergraduates to write. Some lecturers believe that they have a (n) (13) to stress the importance of maintaining standards of clear thinking (14) the written word in a world dominated by (15) communications and images. They (16) on the connection between clear thinking and a form of writing that is not only clear, but also sensitive to (17) of meaning. The same lecturers argue that undergraduates appear to be the victims of a "softening process" that begins (18) the teaching of English in schools, but this point of view has, not (19) , caused a great deal of (20) . 9（）
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For more than 40 years, a controlling insight in my educational philosophy has been the recognition that no one has ever been -- no one can be -- educated in school or college.46) That would be the case if our schools and colleges were at their very best, which they certainly are not, and even if the students were among the best and the brightest as well as conscientious in the application of their powers.The reason is simply that youth itself -- immaturity -- is an unconquerable obstacle to becoming educated. Schooling is for the young. Education comes later, usually much later. 47) The very best thing for our schools to do is to prepare the young for continued learning in later life by giving them the skills of learning and the love of it. Our schools and colleges are not doing that now, but that is what they should be doing.48) To speak of an educated young person or of a wise young person, rich in the understanding of basic ideas and issues is as much a contradiction in terms as to speak of a round square. The young can be prepared for education in the years to come, but only mature men and women can become educated, beginning the process of their 40s and 50s and reaching some amount of genuine insight, sound judgment and practical wisdom after they have turned 60.This is what no high school or college graduates know or can understand. As a matter of fact, most of their teachers do not seem to know it. 49) In their obsession with covering ground and in the way in which they test or examine their students, they certainly do not act as if they understood that they were only preparing their students for education in later life rather than trying to complete it within the realms of their institutions.There is, of course, some truth in the ancient insight that awareness of ignorance is the beginning of wisdom. But, remember, it is just the beginning. From there on one has to do something about it. 50) And to do it intelligently one must know something of its muses and cures -- why adults need education and what, if anything, they can do about it. The very best thing for our schools to do is to prepare the young for continued learning in later life by giving them the skills of learning and the love of it. Our schools and colleges are not doing that now, but that is what they should be doing.
Illiteracy may be considered more as an abstract concept than a condition. When a famous English writer used the (1) over two hundred years ago, he was actually (2) to people who could (3) read Greek or Latin. (4) ,it seems unlikely that university examiners had this sort of (5) in mind when they reported on "creeping illiteracy" in a report on their students’ final examination in 1988. (6) the years, university lecturers have been (7) of an increasing tendency towards grammatical sloppiness, poor spelling and general imprecision (8) their students’ ways of writing; and sloppy writing is all (9) often a reflection of sloppy thinking. Their (10) was that they had (11) to do teaching their own subject (12) teaching their undergraduates to write. Some lecturers believe that they have a (n) (13) to stress the importance of maintaining standards of clear thinking (14) the written word in a world dominated by (15) communications and images. They (16) on the connection between clear thinking and a form of writing that is not only clear, but also sensitive to (17) of meaning. The same lecturers argue that undergraduates appear to be the victims of a "softening process" that begins (18) the teaching of English in schools, but this point of view has, not (19) , caused a great deal of (20) . 12（）
Last November, engineers in the healthcare division of GE unveiled something called the "Light- Speed VCT", a scanner that can create a startlingly good three-dimensional image of a beating heart. This spring Staples, an American office-supplies retailer, will stock its shelves with a gadget called a "wordlock", a padlock that uses words instead of numbers. The connection In each case, the firm’s customers have played a big part in designing the product. How does innovation happen The familiar story involves scientist in academic institutes and R&D labs. But lately, corporate practice has begun to challenge this old-fashioned notion. Open-source software development is already well-known. Less so is the fact that Bell, an American bicycle-helmet maker, has collected hundreds of ideas for new products from its customers, and is putting several of them into production. Not only is the customer king: now he is market-research head, R&D chief and product-development manager, too. This is not all new. Researchers have demonstrated the importance of past user contributions to the evolution of everything from sporting equipment to construction materials and scientific instruments. But the rise of online communities, together with the development of powerful and easy-to-use design tools, seems to be boosting the phenomenon, as well as bringing it to the attention of a wider audience, says Eric Von Hippel of MIT. "User innovation has always been around," he says. "The difference is that people can no longer deny that it is happening." Harnessing customer innovation requires different methods, says Mr. Von Hippel. Instead of taking the temperature of a representative sample of customers, firms must identify the few special customers who innovate. GE’s healthcare division calls them "luminaries". They tend to be well-published doctors and research scientists from leading medical institutions, says GE, which brings up to 25 luminaries together at regular medical advisory board sessions to discuss the evolution of GE’s technology. GE’s products then emerge from collaboration with these groups. At the heart of most thinking about innovation is the belief that people expect to be paid for their creative work: hence the need to protect and reward the creation of intellectual property. One really exciting thing about user-led innovation is that customers seem willing to donate their creativity freely, says Mr. Von Hippel. This may be because it is their only practical option: patents are costly to get and often provide only weak protection. Some people may value the enhanced reputation and network effects of freely revealing their work more than any money they could make by patenting it. Either way, some firms are starting to believe that there really is such a thing as a free lunch. According to the author, user-led innovation
Niall FitzGerald would have liked to leave Unilever in a blaze of glory when he retires at the end of September. The co-chief executive of the Anglo-Dutch consumer-goods group was one of the godfathers of Unilever’s "Path to Growth" strategy of focusing on its brands, which was launched five years ago. But the plan failed to deliver on many of its promises. On September 20th, Unilever warned that it would not report its promised double-digit growth in profits this year. It is a tough time for producers of branded consumer goods. Unilever and its competitors have to cope with pressure on prices and stiff competition from supermarkets’ own brands. Colgate-Palmolive warned of lower profits on the same day. Nestle recently disappointed investors with its latest results. Even so, Unilever admits the bulk of its troubles are self-inflicted. The "Path to Growth" strategy aimed to make the firm more efficient. Unilever saved about 4 billion euro ( $ 4.9 billion) in costs over the past five years and reduced its portfolio of brands from 1,600 to some 450. But it still failed to meet its targets for profit and sales, reporting a sales decline of 0.7% for the second quarter of this year. Andrew Wood at Sanford Bernstein, an investment-research firm, thinks the main problem is under-investment in advertising and marketing, an infatuation with brands and unrealistic performance targets. Unilever cut its ad and marketing expenditure at the worst moment, says Mr. Wood. Com- moditised products are especially: vulnerable to the onslaught of retailers’ own brands. In margarine, for instance, retailers’ own brands now capture as much as one-fifth of the market. Unilever also over-extended some successful brands, for instance Bertolli’s olive oils and pasta sauces. According to Mr. Wood, Unilever can sustainably grow its business about 3% a year; it was shooting for 5-6%. Unilever’s chief financial officer (CFO) counters that consumers look for a product and then buy a brand, so his firm needs to focus on brands. Unilever intends to step up its marketing efforts, although ad spending is supposed to remain at current levels. At present, Unilever spends 14.5% of sales on ads. But even the CFO admits the company has "issues of competitiveness". After seven quarters of disappointing performance, it needs to regain credibility with investors. Over the next few months, management will rethink its strategy for the next five-year plan. Patrick Cescau, a Frenchman who will take over from Mr. FitzGerald, is inheriting a tricky legacy. Unilever’s CFO thinks that Wood’s comments are
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