下文是关于2021年考研英语(二)的真题及答案，对此真题感兴趣的朋友不要错过了，小编还整理出了考研英语二各题型答题技巧分析，相信会对大家有帮助，下面是出国留学网整理的“考研英语二真题及答案2021年”，此文本仅供参考，欢迎阅读。

2021考研英语(二)真题及答案

　　Section I Use of English

　　It＇s not difficult to set targets for staff. It is much harder，（1）to understand their negative harder，consequences. Most work-related behaviors have multiple components. （2） one and the others become distorted.

　　Travel on a London bus and you＇ll （3） see how this works with drivers. Watchpeople get on and show their tickets. Are they carefully inspected？ Never. Do people get on without paying？ Of course！ Are there inspectors to（4） that people have paid？

　　Possibly， but very few.And people who run for the bus？ They are（5）. How about jumping lights？ Buses do so almost as frequently as cyclists.

　　Why？ Because the target is（6）. People complained that buses were late andinfrequent. （7），the number of buses and bus lanes were increased， and drivers were（8）or punished according to the time they took.And drivers hit these targets. But they （9） hit cyclists. If the target was changed to （10）you would have more inspectors and more sensitive pricing.If the criterion changed to safety， you would get more （ 11 ） drivers who obeyed traffic laws.But both these criteria would be at the expense of time.

　　There is another （12）： people became immensely inventive in hitting targets. Have you（13 ） that you can leave on a flight an hour late but still arrive on time？

　　Tailwinds？ Of course not！ Airlines have simply changed the time a（14）is meant to take. A one-hour flight is now billed as a two-hour flight.

　　The（15）of the story is simple. Most jobs are multidimensional， with multiple criteria. Choose one criterion and you may well（16）others. Everything can be done faster and made cheaper， but there is a （ 17 ） Setting targets can and does have unforeseen negative consequences.

　　This is not an argument against target-setting. But it is an argument for exploring consequences first. All good targets should have multiple criteria （18）critical factors such as time， money，， quality and customer feedback. The trick is not only to（19） just one or even two dimensions of the objective， but also to understand how to help people better（20）the objective.

　　1.A. therefore B. again C. moreover D.however

　　2.A. identify B.assess C.emphasize D. explain

　　3.A.curiously B.quickly C.eagerly D. nearly

　　4.A. check B.prove C. recall D. claim

　　5.A. threatened B.mocked C. ignored D. blamed

　　6.A. hospitality B.competition C. punctuality D. innovation

　　7.A. Yet B.Besides C. Still D. So

　　8.B. trained C.grouped D.hired

　　9.A.rather B.also C.once D.only

　　10.A. comfort B.efficiency C. security D.revenue

　　11.A. cautious B. quiet C. diligent D. friendly

　　12.A. purpose B.prejudice C. policy D. problem

　　13.A. revealed B.noticed C.admitted D.reported

　　14.A. break B. departure C. transfer D. trip

　　15.A.moral B.background C.style D.form

　　16.A. sacrifice B. criticize C. tolerate D.interpret

　　17.A. secret B.cost C.product D. task

　　18.A. relating to B. calling for C. accounting for D. leading to

　　19.A. predict B.restore C.specify D.create

　　20.A. review B. achieve C. present D.modify

　　答案：1-5 DCBAC 6-10 CAABD 11-15 ADBDB 16-20 ABACB

　　Section II Reading Comprehension

　　Part A Directions:

　　Read the following four texts. Answer the questions below each text by choosing [A]， [B]， [C] or [D]. Mark your answers on the ANSWER SHEET. （40 points）

　　Text 1

　　Reskilling is something that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind.

　　We know we are moving into a period where the jobs in demand will change rapidly， as will the requirements of the jobs that remain. Research by the WEF detailed in the Harvard Business Review， finds that on average 42 per cent of the core skills ＂ within job roles will change by 2022. That is a very short timeline， so we can only imagine what the changes will be further in the future.

　　The question of who should pay for reskilling is a thorny one For individual companies， the temptation is always to let go of workers whose skills are no longer demand and replace them with those whose skills are.That does not always happen.AT&T is often given as the gold standard of a company who decided to do a massive reskilling program rather than go with a fire-and-hire strategy，ultimately retraining 18，000 employees. Prepandemic， other companies including Amazon and Disney had also pledged to create their own plans. When the skills mismatch is in the broader economy though， the focus usually turns to government to handle.Efforts in Canada and elsewhere have been arguably languid at best， and have given us a situation where we frequently hear of employers begging for workers even at times and In regions where unemployment is high.

　　With the pandemic， unemployment is very high indeed. In February.at 3.5 per cent and 5.5 per cent respectively， unemployment rates in Canada and the United States were at generational lows and worker shortages were everywhere. As of May， those rates had spiked up to 13.3 per cent and 13.7 per cent， and although many worker shortages had disappeared， not all had done so. In the medical field， to take an obvious example， the pandemic meant that there were still clear shortages of doctors，nurses and other medical personnel

　　Of course， it is not like you can take an unemployed waiter and train him to be a doctor in a few weeks，no matter who pays for it. But even if you cannot close that gap，maybe you can close others， and doing so would be to the benefit of all concerned That seems to be the case in Sweden， where the pandemic kick-started a retraining program where business as well as government had a role.

　　Reskilling in this way would be challenging in a North American context. You can easily imagine a chorus of ＂you cant do that，＂ because teachers or nurses or whoever have special skills， and using any support staff who has been quickly trained is bound to end in disaster. Maybe. Or maybe it is something that can work ＇ell in Sweden， with its history of co-operation between business， labour and government， but not in North America where our history is very different.Then again， maybe it is akin to wartime， when extraordinary things take place， but it is business as usual after the fact. And yet， as in war the pandemic is teaching us that many things， including rapid reskilling， can be done if there is a will to do them. In any case Swedens work force is now more skilled， in more things，and more flexible than it was before.

　　Of course， reskilling programs， whether for pandemic needs or the post pandemic world， are expensive and at a time when every ones budgets are lean this may not be the time to implement them. Then again，extending income support programs to get us through the next months is expensive， too， to say nothing of the cost of having a swath of long-term unemployed in the POST-COVID years Given that， perhaps we should think hard about whether the pandemic can jump-start us to a place where res killing becomes much more than a buzzword.

　　21. Research by the World Economic Forum suggests .

　　A. an increase in full-time employment

　　B. an urgent demand for new job skills

　　C. a steady growth of job opportunities

　　D. a controversy about the “core skills”

　　22.AT&T is cited to show .

　　A. an alternative to the fire-and-hire strategy

　　B. an immediate need for government support

　　C. the importance of staff appraisal standards

　　D. the characteristics of reskilling program

　　23. Efforts to resolve the skills mismatch in Canada .

　　A. have driven up labour costs

　　B. have proved to be inconsistent

　　C. have met with fierce opposition

　　D. have appeared to be insufficient

　　24. We can learn from Paragraph 3 that there was .

　　A. a call for policy adjustment

　　B. a change in hiring practices

　　C. a lack of medical workers

　　D.a sign of economic recovery

　　25.Scandinavian Airlines decided to .

　　A. Great job vacancies for the unemployed

　　B. Prepare their laid-off workers for other jobs

　　C.Retrain their cabin staff for better services

　　D. finance their staff＇ s college education

　　Text 2

　　With the global population predicted to hit close to 10 billion by 2050， and forecasts that agricultural production in， some regions will need to nearly double to keep pace， food security is increasingly making headlines. In the UK， it has become a big talking point recently too， for rather particular reason： Brexit.

　　Brexit is seen by some as an opportunity to reverse a recent trend towards the UK importing food. The country produces only about 60 percent of the food it eats，down from almost three-quarters in the late 1980s.A move back to self-sufficiency， the argument goes， would boost the farming industry， political sovereignty and even the nation＇s health. Sounds great—but bow feasible is this vision？

　　According to a report on UK food production from the University of Leeds， UK，85 per cent of the country＇s total land area is associated with meat and dairy production. That supplies 80 per cent of what is consumed， so even covering the whole country in livestock farms wouldn＇t allow us to cover all our meat and dairy needs.

　　There are many caveats to those figures， but they are still grave. To become much more self- sufficient， the UK would need to drastically reduce its consumption of animal foods，and probably also farm more intensively—meaning fewer green fields， and more factory-style production.

　　But switching to a mainly plant-based diet wouldn＇t help. There is a good reason why the UK is dominated by animal husbandry： most of its terrain doesn＇t have the right soil or climate to grow crops on a commercial basis. Just 25 percent of the county＇s land is suitable for crop-growing， most of which is already occupied by arable fields. Even if we converted all the suitable land to fields of fruit and veg—which would involve taking out all the nature reserves and removing thousands of people from their homes—we would achieve only a 30 percent boost in crop production.

　　Just 23 percent of the fruit and vegetables consumed in the UK are currently home-grown， so even with the most extreme measures we could meet only 30 percent of our fresh produce needs. That is before we look for the space to grow the grains， sugars，seeds and oils that provide us with the vast bulk of our current calorie intake.

　　26. Some people argue that food self-sufficient in UK would

　　A. be hindered by its population ground

　　B. become a priority of government

　　C. pose a challenge to its farming industry

　　D. contribute to the nation＇s well-being

　　27. The report by the University of Leeds shows that in the UK

　　A. farmland has been inefficiently utilized

　　B. factory-style production needs reforming

　　C. most land is used for meat and dairy production

　　D. more green fields will be converted for farming

　　28.Crop-growing in he UK is restricted due to

　　A. its farming technology

　　B. its dietary tradition

　　C. its natural conditions

　　D. its commercial interests

　　29. It can be learned from the last paragraph that British people

　　A.rely largely on imports for fresh produce

　　B. enjoy a steady rise in fruit consumption

　　C. are seeking effective ways to cut calorie intake

　　D. are trying to grow new varieties of grains

　　30. The author＇s attitude to food self-sufficient in the UK is

　　A. defensive

　　B. doubtful

　　C. tolerant

　　D. optimistic

　　答案：21~25BADCB 26~30DCCAB

　　Text 3

　　When Microsoft bought task management app Wunderlist and mobile calendar Sunrise in 2015， it picked up two newcomers that were attracting considerable buzz in Silicon Valley. Microsoft’s own Office dominates the market for “productivity” software， but the start-ups represented a new wave of technology designed from the ground up for the smart phone world.

　　Both apps， however， were later scrapped， after Microsoft said it had used their best features in its own products. Their teams of engineers stayed on， making them two of the many “acquit-hires”that the biggest companies have used to feed their insatiable hunger for tech talent.

　　To Microsoft’s critics， the fates of Wunderlist and Sunrise are examples of a remorseless drive by Big Tech to chew up any innovative companies that lie in their.

　　path. “They bought the seedlings and closed them down，” complained Paul Arnold， a partner at San Francisco-based Switch Ventures， putting paid to businesses that might one day turn into competitors. Microsoft declined to comment.

　　Like other start-up investors， Mr Arnold’ s own business often depends on selling start-ups to larger tech companies， though he admits to mixed feelings about the result： “I think these things are good for me， if I put my selfish hat on. But are they good for the American economy？ I don’t know.”

　　The US Federal Trade Commission says it wants to find the answer to that question. This week， it asked the five most valuable US tech companies for information about their many small acquisitions over the past decade. Although only a research project at this stage， the request has raised the prospect of regulators wading into early-stage tech markets that until now have been beyond their reach.

　　Given their combined market value of more than $5.5tn， rifling through such small deals—many of them much less prominent than Wunderlist and Sunrise—might seem beside the point. Between them， the five companies （Apple， Microsoft， Google， Amazon and Face book） have spent an average of only $3.4bn a year on sub-$1bn acquisitions over the past five years—a drop in the ocean compared with their massive financial reserves， and the more than $130bn of venture capital that was invested in the US last year.

　　However， critics say that the big companies use such deals to buy their most threatening potential competitors before their businesses have a chance to gain momentum， in some cases as part of a “buy and kill”. tactic to simply close them down.

　　31. What is true about Wunderlist and sunrise after their acquisitions .

　　A. Their market values declined

　　B. Their tech features improved

　　C. Their engineers were retained

　　D. Their products were re-priced

　　32. Microsoft’s critics believe that the big tech companies tend to .

　　A. ignore public opinions

　　B. treat new tech talent unfairly

　　C. exaggerate their product quality

　　D. eliminate their potential competitors

　　33. Paul Arnold is concerned that small acquisitions might .

　　A. harm the national economy

　　B. worsen market competition

　　C. discourage start-up investors

　　D. weaken big tech companies

　　34. The US Federal Trade Commission intend to .

　　A. examine small acquisitions

　　B. limit Big Tech＇ s expansion

　　C. supervise start-ups＇ operations

　　D.encourage research collaboration

　　35. For the five biggest tech companies， their small acquisition have .

　　A. brought little financial pressure

　　B. raised few management challenges

　　C. set an example for future deals

　　D. generated considerable profits

　　Text 4

　　We’re fairly good at judging people based on first impressions， thin slices of experience ranging from a glimpse of a photo to a five-minute interaction， and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed “thin slicing.” The late psychologist Nalini Ambady asked participants to watch silent 10-second video clips of professors and to rate the instructor’s overall effectiveness. Their ratings correlated strongly with students’ end-of-semester ratings.Another set of participants had to count backward from 1，000 by nines as they watched the clips，occupying their conscious working memory. Their ratings were just as accurate， demonstrating the intuitive nature of the social processing.

　　Critically， another group was asked to spend a minute writing down reasons fortheir judgment，before giving the rating. Accuracy dropped dramatically.Ambady suspected that deliberation focused them on vivid but misleading cues， such as certain gestures of utterances， rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference when participants watched 15-second clips of pairs of people and judged whether they were strangers， friends， or dating partners.

　　Other research shows we＇re better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection.“It’ s as if you’re driving a stick shift，＂ says Judith Hall，a psychologist at Northeastern University， ＂and if you start thinking about it too much， you can＇ t remember what you＇ re doing.But if you go on automatic pilot， you’re fine.Much of our social life is like that.＂

　　Thinking too much can also harm our ability to form preferences College students＇ ratings of strawberry jams and college courses aligned better with experts＇ opinions when the students weren＇t asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details，but only if the decision was complex — when they had a lot of information to process.

　　Intuition＇s special powers are unleashed only in certain circumstances. In one study， participants completed a battery of eight tasks， including four that tapped reflective thinking （discerning rules， comprehending vocabulary） and four that tapped intuition and creativity （generating new products or figures of speech）.Then they rated the degree to which they had used intuition （“gut feelings，” “hunches，” “my heart”）. Use of their gut hurt their performance on the first four tasks，as expected， and helped them on the rest Sometimes the heart is smarter than the head.

　　Other research shows we re better at detecting deception and sexual orientation from thin slices when we rely on intuition instead of reflection. ＂It＇ s as if you＇ re driving a stick shift，＂ says Judith Hall， a psychologist at Northeastern University，＂and if you start thinking about it too much， you can＇t remember what you＇re doing. But if you go on automatic pilot， you re fine. Much of our social life is like that.＂ Thinking too much can also harm our ability to form preferences College students ratings of

　　strawberry jams and college courses aligned better with experts＇ opinions when the students weren＇t asked to analyze their rationale.And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details， but only if the decision was complex-when they had a lot of information to process.

　　36. Nalini Ambaby’s study deals with .

　　A. instructor student interaction

　　B. the power of people’s memory

　　C. the reliability of first impressions

　　D.People＇s ability to influence others

　　37. In Ambaby ＇s study， rating accuracy dropped when participants .

　　A. gave the rating in limited time

　　B. focused on specific details

　　C. watched shorter video clips

　　D.discussed with on another

　　38. Judith Hall mentions driving to mention that .

　　A. memory can be selective

　　B. reflection can be distracting

　　C. social skills must be cultivated

　　D. deception is difficult to detect

　　39. When you are making complex decisions， it is advisable to .

　　A. follow your feelings

　　B. list your preferences

　　C. seek expert advice

　　D. collect enough data

　　40. What can we learn from the last paragraph？

　　A. Generating new products takes time

　　B. Intuition may affect reflective tasks

　　C. Vocabulary comprehension needs creativity

　　D. Objective thinking may boost intuitiveness

　　答案：31-35 CDAAA 36~40 CBBAB

　　Part B

　　Directions:

　　Read the following text and answer the questions by choosing the most suitable subheading from the list A-G for each numbered paragraphs （41-45）. There are two extra subheadings which you do not need to use. Mark your answers on the ANSWER SHEET. （10 points）

　　A. Stay calm

　　B. Stay humble

　　C. Don＇ t make judgments

　　D. Be realistic about the risks

　　E. Decide whether to wait

　　F. Ask permission to disagree

　　G. Identify a shared goal

　　How to Disagree with Someone more powerful than you.Your boss proposes a new initiative you think won’t work. Your senior colleague outlines a project timeline you think is unrealist.

　　What do you say when you disagree with someone who has more power than you do？ How do you decide whether it＇s worth speaking up？ And if you do， what exactly should you say？ Here is how to disagree with someone more powerful than you.

　　41. E. Decide whether to wait

　　After this risk assessment， You may decide it’s best to hold off on voicing your opinion. Maybe you haven’t finished thinking the problem through the whole discussion was a surprise to you， or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree too， you might want to gather your army first. People can contribute experience or information to your thinking--all the things that would make the disagreement stronger or more valid It＇ s also a good idea to delay the conversation if you re in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.

　　42. G. Identify a shared goal

　　Before you share your thoughts， think about what the powerful person cares about—it may be “the credibility of their team of getting a project done on time. You＇ re more likely to be heard if you can connect your disagreement to a higher purpose. When you do speak up， don＇ t assume the link will be clear You ll want to state it overtly， contextualizing your statements so that you re seen not as a disagreeable underling but as a colleague who＇ s trying to advance a shared goal. The discussion will then become more like a chess game than a boxing match，” says Weeks

　　43. F. Ask permission to disagree

　　This step may sound overly deferential， but it＇s a smart way to give the powerful person psychological safety and control. You can say something like， I know we seem to be moving toward a first-quarter commitment here i have reasons to think that won ＇t work i＇ d like to way out my reasoning. Would that be ok？ This gives the person a choice， allowing them to verbally opt in. And， assuming they say yes it will make you feel more confident about voicing you disagreement.

　　44. A. Stay calm

　　You might feel your heart racing or your face turning red but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety，it undercuts the message. It sends a mixed message， and your counterpart gets to choose what to read. Deep breaths can help， as can speaking more slowly and deliberately. When we feel panicky we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps the other person calm down and does the same or you. It also makes you seem confident， even if you aren’t.

　　45.B. Stay humble

　　Emphasize that you re offering your opinion， not gospel truth.I may be a well-informed， well-researched opinion， but it＇s still an opinion， my talk tentatively

　　and slightly understate your confidence instead of saying something like，＂If we set an end-of-quarter deadline， we＇ll never make it，＂ say，This is just my opinion， but don’t see how we will make that deadline. Having asserted your position（as a position， not as a fact）demonstrate equal curiosity about other views remind the person that this is your point of view and then invite critique. Be open to hearing other opinions.

　　答案：41~45 EGFAB

　　Section III Translation

　　46. Directions:

　　Translate the following text into Chinese. Write your translation neatly on the ANSWER SHEET. （15 points）

　　We tend to think that friends and family members are our biggest sources of connection， laughter and warmth. While that may well be true， researchers have also recently found that interacting with strangers actually brings a boost in mood and feelings of belong that we didn’t expect.

　　In our series of studies， researchers instructed Chicago area commuters using public transportation to strike up a conversation with someone near them. On average， participants who followed the instruction felt better than those who had been told to stand or sit in silence. There searchers also argued that when we shy away from casual interaction with strangers， it is often due to a misplaced anxiety that they might not want to talk to us. Much of the time， however， this belief is false. As it turns out， many people are actually perfectly willing to talk—and may even be flattered to receive your attention.

　　Section IV Writing

　　Part A

　　47. Directions:

　　Suppose you are organizing an online meeting. Write an email to Jack， an international student.

　　1） invite him to participate， and

　　2） tell him the details

　　You should write neatly on ANSWER SHEET 2.

　　Do not sign your own name at the end of the e-mail. Use ＂Li Ming＂instead.

　　Do not write the address.（10 points）

　　Part B

　　48. Directions:

　　Write an essay based on the chart below. In your writing， you should

　　1） interpret the chart， and

　　2） give your comments

　　You should write about 150 words on the ANSWER SHEET. （15 points）

　　考研英语二各题型答题技巧分析汇总

　　考研英语的作文占有的分值非常大，无论是英一还是英二都包括两部分小作文和大作文。那么由于他们之间的差异性，我们必须要分别准备，才能获得高分。下面为大家整理了2020考研英语二各题型答题技巧分析汇总，供大家参考。

　　技巧一、完形填空

　　1.题量较多，分数较低，可以的话放在最后来回答。

　　2.答题步骤可分为：

　　（1）先通读题目和选项，题目一般含有文中的关键词，选项一般是对某一个段落或某几个段落的概括总结。通读题目和选项后，会对文章的主题和大概内容有所了解。

　　（2）找出题目的关键词所在的段落，找出选项中与关键词所在段落同义、近义或相关性的词语，实现关键词的对接，确定句子间的关联性，从而选出正确答案。另外，通过阅读选项，有可能找出跟其他选项表达完全不同意思的句子，通过阅读文章，我们就可以直接将该选项排除，进一步降低选项的难度。

　　（3）把选出的选项同题目连在一起阅读，查看内容是否连贯，前后是否一致。

　　3.参考“红花绿叶”原则：

　　（1）红花词：以下8个词（词组）均出现过3次以上，每次都作为正确答案出现：however，while，although，forexample，suchas，because...

　　（2）绿叶词：以下10个词均出现2-3次，但从未成为正确答案：at，ifonly，onlyif，nowthat...

　　技巧二、阅读理解

　　1.五种题型不同的应对方法：

　　（1）细节题

　　根据题目寻找关键词，再根据关键词定位所在段落。80%往下找，20%往上找，要注意的是，跟文章几乎一模一样的选项，一般是错误的，正确答案是和文章主旨相符合的。

　　（2）主旨题

　　需要看清楚这篇文章的主要描写的对象是什么。因为错误选项中最常见的就是混淆关系，张冠李戴。此外，这类题型答案多在文章末段可以找到，要多加留心文章的最后一段。同时，如果问某一段的中心思想，要注意这一段的首句和尾句。

　　（3）态度题

　　要审题。要注意文章中的主人物的观点和作者的观点是不同的。考生们在写这类题目时，可以在看文章时候划下语气词和主语，同时注意文章中的转折词，一般在转折词的后面可以找到答案。

　　（4）推断题

　　主要考查学生对这篇文章的理解，所以必须要根据题意通读文章内容。

　　（5）词义题

　　找出关键词所在段落，若本来就清楚该单词意思就不难做。若不清楚，可以先对比各选项意思，再联系该词前后内容所表达出来的意思，选取。

　　2.有关选项：

　　（1）四个选项分布一般是平均的。

　　（2）若纠结某个题目，可以参考答案分布排除一些答案。同时答案一般不会AAA，BBB，CCC，DDD这种3个连在一起的正确答案，一篇文章里同一个正确答案选项出现的概率一般不会超过2次。

　　技巧三、新题型

　　1.小标题

　　小标题的解题技巧主要集中在段落和小标题关联性的比对上：

　　（1）关注段落首句、第二句，看是否有没有关键词和短语和待选小标题的词相同，若有，列为重点，再进一步比对详细内容。

　　（2）快速扫视段落，看看是否有某词或事物反复被提到多次的情况，再看该词或该事物是否有在小标题中出现，若有，则列为重点，再进一步比对详细内容。

　　（3）若前面两项都没有，则回到段落首末句，看看小标题中出现了首末句重点词的同义替换表达，若有，则该项就是答案。

　　（4）总的来说，小标题中一般包含对某一段落核心内容的再现，只是再现的方式不同，一般包括原词再现、同义词再现、词义再现三种形式，种在解题过程中很容易就能看出，后两种则需要细心比对。

　　2.多项对应（匹配题）

　　主要考查理解和判断能力：

　　（1）通读题目和选项，题目一般含有文中的关键词，选项一般是对某一个段落或某几个段落的概括总结。通读题目和选项后，会对文章的主题和大概内容有所了解。

　　（2）带着问题阅读文章，找出题目的关键词所在的段落，找出选项中与关键词所在段落同义、近义或相关性的词语，实现关键词的对接，确定句子间的关联性，从而选出正确答案。

　　（3）关键词的确定无疑是解决该题的首要步骤。在历年的多项对应中，题干中的关键词多为一些专有名词。

　　技巧四、翻译

　　1.叮嘱：对于翻译题而言，主要靠的是英语的积累。所以想在后阶段想快速提分，难度会比较大。虽然提分较难，但不能随便失分，一定要保证字迹工整。

　　2.要点技巧：

　　（1）调整顺序：

　　①AofB（应该翻译是B的A）。A为数量时，则翻译应为AB。

　　②当后面的定语太长的时候，放在后面即可。

　　③当一个句子里，表示时间、地点、条件、原因、方式等的词、词组或者从属地位的状语，应该要往前翻译。

　　（2）被动语态的翻译：尽量不要带有“被”字，要把被动变主动。

　　（3）当所有方法都试过，翻译都不通顺时，则可大胆意译。

　　技巧五、作文

　　1.小作文

　　（1）不要一看到题目要求后就忙于动笔，虽说字数要求在一百词左右，但依旧要在脑子里面理清思路。

　　（2）首先交代写信目的，要注意关联词或衔接词的运用，要对个人观点进行阐述。

　　（3）行文间要注意简化描述，用简短的语句代替冗长的语句。

　　2.大作文

　　（1）要检查自己的模板是不是网上疯传的模板，一定要有自己的模板。如果是千篇一律的模板，作文分数可能会比较难看。

　　（2）基础较好的同学可以自助整理句式结构，针对常用图表类有系统地整理。添加亮点句式，使作文更加。

　　（3）可用长短句结构。写一个短小精辟的句子，可以起到画龙点睛的作用。把短句放在段首或段末，揭示主题。

　　（4）阐述几个要点的时候可以采用先短后长的句群形式。

　　（5）短语表达是一个亮点的体现，也是一个凑字数的可行方法。若在思维短路时，使用短语表达，字数会明显增加，表达也更加准确。