) boring events for a local newspaper.

 

23. Where do the best journalists work?

［A］ Fleet Street. ［B］ For the national newspapers.

［C］ Anywhere that accepts features writers. ［D］ In a variety of places.

 

24. Which of the following is NOT given as a common way to start in journalism?

［A］ Having family connections. ［B］ Writing for trade magazines.

［C］ Writing articles freelance. ［D］ Writing about celebrities.

 

25. What is the “cylindrical filing cabinet” mentioned in the final paragraph?

［A］ A storage place for useless job applications.

［B］ A wastebasket.

［C］ A filing cabinet for personnel files.

［D］ A place for keeping articles that are not immediately needed, but might be needed in the future.

 

Text 2

“3M” comes from “Minnesota Mining & Manufacturing,” but those three M’s might better stand for Mistake = Magic = Money. Throughout its 101year history, many of 3M’s breakthrough products have followed a similar arc: A 3M customer identifies a problem, and a 3M engineer expresses confidence in being able to solve it. He bangs his head against the wall for years, facing repeated setbacks, until management finally tells him to stop wasting time and money. Undeterred, the engineer stumbles onto a solution and turns a dead end into a ringing success.

Although William McKnight, the man responsible for 3M’s entrepreneurial culture, was not, in fact, a company founder, he does deserve the credit for what made 3M successful during his 59 years at the company and beyond. Says Noa Staryk, chair of the McKnight Foundation, which McKnight founded in 1953: “There are two values that resonate from my great-grandfather: innovation and risk taking.”

His tenure started—naturally—with a mistake. Just as the company showed a profit, with sales at about $22,000 a month, angry clients suddenly began returning 3M sandpaper. It turned out that several casks of olive oil had spilled onto a shipment of 3M abrasives in transit, and the oil-tainted “sand” failed to retain its adhesion to the backing paper. And no one had noticed the problem. After that debacle McKnight established a research lab to test materials at every stage of production.

McKnight’s move to center the business on research ended up having the dual effect of not only testing ideas but also generating them. He set the tone with his philosophy of “Listen to anybody with an idea.” When he received a letter in 1920 from an ink manufacturer requesting bulk mineral samples (not one of 3M’s businesses), McKnight wanted to know what the correspondent would do with the minerals. A Philadelphia inventor named Francis Okie had sent the note, and he wanted to develop his invention of waterproof sandpaper. McKnight realized that Okie’s idea would rapidly be accepted because it produced less friction than dry sandpaper and didn’t generate hazardous dust when used wet. He boug

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