2025年06月六级第2套仔细阅读 Passage 1 原文翻译及答案解析

Simulators are most often utilized within industries such as nuclear power, aviation and surgery where failure results in disastrous consequences. To maximize the value from a simulation learning experience, participants should immediately and directly apply their learning to a specific intervention within their organization.

模拟器最常用于核电、航空和外科手术等行业，因为在这些行业中失败会导致灾难性后果。为了最大化模拟学习体验的价值，参与者应立即且直接地将所学应用到其组织内的特定干预措施中。

Most organizations aspire to deploy significant change programs, only to find them nearly impossible to implement. That is largely because successful change requires more than a vision; it requires a workforce that not only doesn't resist change, but embraces it.

大多数组织都渴望部署重大变革计划，却发现它们几乎无法实施。这在很大程度上是因为成功的变革不仅需要愿景；还需要一个不仅不抵制变革、而且拥抱变革的劳动力。

To achieve success, an organization must build a transformation program that will allow change to be rapidly pulled across its departments and throughout its layers. Regardless of the level of senior management commitment, unless key thought leaders at all levels embrace the change, the initiative will wither and die. To create this kind of widespread passion, learning leaders must expose the workforce to what could be, which will enable them to rethink their mental models, enable them to break free from their deep-rooted paradigms and embrace the opportunity to learn.

为了实现成功，组织必须建立一个转型计划，使变革能够快速地推进到各个部门和各个层级。无论高层管理者的承诺程度如何，除非各层级的关键思想领袖拥抱变革，否则该倡议将会衰亡。为了创造这种广泛的激情，学习领导者必须让劳动力了解可能的前景，这将使他们能够重新思考自己的心智模型，摆脱根深蒂固的范式，并拥抱学习的机会。

Allowing participants to enter a simulated environment provides them with the opportunity to experience alternative realities which can prompt them to rethink their current beliefs.

让参与者进入模拟环境，为他们提供了体验替代现实的机会，这可以促使他们重新思考当前的信念。

Behavioral change is not easy for most adults. Lectures, training programs and workshops can explain the intellectual elements of transformation, but they are seldom effective at getting to the behavioral aspects that lie at the heart of a significant change initiative. Further, under normal working conditions, managers rarely see the full effect of their employee development efforts. As such, an intervention like a simulation can provide the stimulus for change.

对大多数成年人来说，行为改变并非易事。讲座、培训计划和工作坊可以解释转型的智力要素，但它们很少能有效触及重大变革倡议核心的行为方面。此外，在正常工作条件下，管理者很少能看到员工发展工作的全部效果。因此，像模拟这样的干预措施可以为变革提供刺激。

An effective simulation can be better than experience as a learning tool because it accelerates time, compresses space, and unlike reality, is specifically designed to maximize participant learning. Simulations provide an immersive learning experience where skills, processes and knowledge all can be highlighted in a way reality cannot. The ability to explore, experiment and repeatedly apply new knowledge in unlimited, risk-free models is what makes simulation one of the most productive forms of learning.

作为一种学习工具，有效的模拟可能比经验更好，因为它加速时间、压缩空间，并且与现实不同，它专门设计来最大化参与者的学习。模拟提供了一种沉浸式学习体验，技能、过程和知识都可以以现实无法做到的方式突出显示。在无限、无风险的模型中探索、实验和反复应用新知识的能力，使得模拟成为最富成效的学习形式之一。

Well-designed simulations can enable individuals and groups to develop a deep level of understanding about how their decisions and intuitive responses to business stimuli affect their fellow participants and the organization as a whole. To reap the benefits, however, simulations must feel like reality. At the end of the successful simulation, participants must clarify "Is this how it really is?" If not, they will view the experience as a game, which can be difficult to apply to work, or irrelevant to everyday work tasks. To maximize benefits from simulation, participants should immediately apply the learning from the experience to forge a smooth link between learning and doing.

精心设计的模拟可以使个人和群体对他们的决策和对商业刺激的直觉反应如何影响其他参与者和整个组织形成深刻的理解。然而，要获得好处，模拟必须感觉像现实。在成功模拟结束时，参与者必须澄清“实际情况就是这样吗？”如果不是，他们将把这次经历视为游戏，这可能难以应用到工作中，或与日常工作任务无关。为了最大化模拟的好处，参与者应立即将经验中学到的东西应用到工作中，以在学习和实践之间建立顺畅的联系。