IELTS Reading: Actual Test Vol 6 - Test 3

A

Up to the middle of the 18th century, the navigators were still unable to exactly identify the position at sea, so they might face a great number of risks such as the shipwreck or running out of supplies before arriving at the destination. Knowing one’s position on the earth requires two simple but essential coordinates, one of which is the longitude.

B

The longitude is a term that can be used to measure the distance that one has covered from one’s home to another place around the world without the limitations of naturally occurring baseline like the equator. To determine longitude, navigators had no choice but to measure the angle with the naval sextant between Moon centre and a specific star— lunar distance—along with the height of both heavenly bodies. Together with the nautical almanac, Greenwich Mean Time (GMT) was determined, which could be adopted to calculate longitude because one hour in GMT means 15-degree longitude. Unfortunately, this approach laid great reliance on the weather conditions, which brought great inconvenience to the crew members. Therefore, another method was proposed, that is, the time difference between the home time and the local time served for the measurement. Theoretically, knowing the longitude position was quite simple, even for the people in the middle of the sea with no land in sight. The key element for calculating the distance travelled was to know, at the very moment, the accurate home time. But the greatest problem is: how can a sailor know the home time at sea?

C

The simple and again obvious answer is that one takes an accurate clock with him, which he sets to the home time before leaving. A comparison with the local time (easily identified by checking the position of the Sun) would indicate the time difference between the home time and the local time, and thus the distance from home was obtained. The truth was that nobody in the 18th century had ever managed to create a clock that could endure the violent shaking of a ship and the fluctuating temperature while still maintaining the accuracy of time for navigation.

D

After 1714, as an attempt to find a solution to the problem, the British government offered a tremendous amount of £20,000, which were to be managed by the magnificently named ‘Board of Longitude’. If timekeeper was the answer (and there could be other proposed solutions, since the money wasn’t only offered for timekeeper), then the error of the required timekeeping for achieving this goal needed to be within 2.8 seconds a day, which was considered impossible for any clock or watch at sea, even when they were in their finest conditions.

E

This award, worth about £2 million today, inspired the self-taught Yorkshire carpenter John Harrison to attempt a design for a practical marine clock. In the later stage of his early career, he worked alongside his younger brother James. The first big project of theirs was to build a turret clock for the stables at Brockelsby Park, which was revolutionary because it required no lubrication. Harrison designed a marine clock in 1730, and he travelled to London in seek of financial aid. He explained his ideas to Edmond Halley, the Astronomer Royal, who then introduced him to George Graham, Britain’s first-class clockmaker. Graham provided him with financial aid for his early-stage work on sea clocks. It took Harrison five years to build Harrison Number One or HI. Later, he sought the improvement from alternate design and produced H4 with the giant clock appearance. Remarkable as it was, the Board of Longitude wouldn’t grant him the prize for some time until it was adequately satisfied.

F

Harrison had a principal contestant for the tempting prize at that time, an English mathematician called John Hadley, who developed sextant. The sextant is the tool that people adopt to measure angles, such as the one between the Sun and the horizon, for a calculation of the location of ships or planes. In addition, his invention is significant since it can help determine longitude.

G

Most chronometer forerunners of that particular generation were English, but that doesn’t mean every achievement was made by them. One wonderful figure in the history is the Lancastrian Thomas Earnshaw, who created the ultimate form of chronometer escapement—the spring detent escapement—and made the final decision on format and productions system for the marine chronometer, which turns it into a genuine modem commercial product, as well as a safe and pragmatic way of navigation at sea over the next century and half.

A

Even though crocodiles have existed for 200 million years, they’re anything but primitive. As crocodiles’ ancestors, crocodilia came to adapt to an aquatic lifestyle. When most of the other contemporary reptiles went extinct, crocodiles were able to make it because their bodies changed and they adapted better to the climate. They witnessed the rise and fall of the dinosaurs, which once ruled the planet, and even the 65 million years of alleged mammalian dominance didn’t wipe them off. Nowadays, the crocodiles and alligators are not that different from their prehistoric ancestors, which proves that they were (and still are) incredibly adaptive.

B

The first crocodile-like ancestors came into existence approximately 230 million years ago, and they had many of the features which make crocodiles natural and perfect stealth hunters: streamlined body, long tail, protective armour and long jaws. They are bom with four short, webbed legs, but this does not mean that their capacity to move on the ground shall ever be underestimated. When they move, they are so fast that you won’t even have any chance to try making the same mistake again by getting too close, especially when they’re hunting.

C

Like other reptiles, crocodiles are poikilothermal animals (commonly known as coldblooded, whose body temperature changes with that of the surroundings) and consequently, require exposure to sunlight regularly to raise body temperature. When it is too hot, they would rather stay in water or shade. Compared with mammals and birds, crocodiles have a slower metabolism, which makes them less vulnerable to food shortage. In the most extreme case, a crocodile can slow its metabolism down even further, to the point that it would survive without food for a whole year, enabling them to outlive mammals in relatively volatile environments.

D

Crocodiles have a highly efficient way to prey catching. The prey rarely realises there might be a crocodile under the water because the crocodile makes a move without any noise or great vibration when spotting its prey. It only keeps its eyes above the water level. As soon as it feels close enough to the victim, it jerks out of the water with its wide open jaws. Crocodiles are successful because they are capable of switching feeding methods. It chases after fish and snatches birds at the water surface, hides in the waterside bushes in anticipation of a gazelle, and when the chance to ambush presents itself, the crocodile dashes forward, knocks the animal out with its powerful tail and then drags the prey into the water to drown.

E

In many crocodilian habitats, the hot season brings drought that dries up their hunting grounds, leaving it harder for them to regulate body temperatures. This actually allowed reptiles to rule. For instance, many crocodiles can protect themselves by digging holes and covering themselves in mud, waiting for months without consuming any food or water until the rains finally return. They transform into a quiescent state called aestivation.

F

The majority of crocodilian is considered to go. into aestivation during the dry season. In a six-year study by Kennett and Christian, the King Crocodiles, a species of Australian freshwater crocodiles, spent nearly four months a year underground without access to water resources. Doubly labelled water was applied to detect field metabolic rates and water flux, and during some years, plasma fluid samples were taken once a month to keep track of the effects of aestivation regarding the accumulation of nitrogenous wastes and electrolyte concentrations.

G

The study discovered that the crocodiles’ metabolic engines function slowly, creating waste and exhausting water and fat reserves. Waste is stored in the urine, becoming more and more concentrated. Nevertheless, the concentration of waste products in blood doesn’t fluctuate much, allowing the crocodiles to carry on their normal functions. Besides, even though the crocodiles lost water reserves and body weight when underground, the losses were proportional; upon emerging, the aestivating animals had no dehydration and displayed no other harmful effects such as a slowed-down growth rate. The two researchers reckon that this capacity of crocodiles to get themselves through the harsh times and the long starvation periods is sure to be the answer to the crocodilian line’s survival throughout history.

A

In a scruffy office in midtown Manhattan, a team of 30 artificial-intelligence programmers is trying to simulate the brains of an eminent sexologist, a well-known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagic’s software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagic’s prospects are hard to gauge (in ten years’ time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms because they see such half-barmy “innovative” ideas as the key to their own future success.

B

Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re-engineered have been (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal-Mart, which have produced ideas or products that have changed their industries.

C

A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of today’s merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others’ intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals.

D

And therein lies the terror for big companies: that innovation seems to work best outside them. Several bigs established “ideas factories”, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. “In the management of creativity, size is your enemy,” argues Peter Chernin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller units – even at the risk of incurring higher costs.

E

It is easier for ideas to thrive outside big firms these days. In the past, if a clever scientist had an idea he wanted to commercialise, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms’ total revenue now comes from licensed-in technology.

F

Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But many others worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas in-house. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for “intrapreneurship” – devolving power and setting up internal ideas-factories and tracking stocks so that talented staff will not leave.

G

Some people think that such restructuring is not enough. In a new book, Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behaviour needed to deal with disruptive technologies. Hence the fashion for cannibalization – setting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welch’s Internet initiative at General Electric is called “Destroyyourbusines.com”.

H

Nobody could doubt that innovation matters. But need large firms to be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another sceptical note is sounded by Amar Bhidé, a colleague of Mr Christensen’s at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them.

I

At Kimberly-Clark, Mr Sanders had to discredit the view that jobs working on new products were for “those who couldn’t hack it in the real business.” He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firm’s current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a form of disposable underwear for menstruating women.

J

Will all this creative destruction, cannibalization and culture tweaking make big firms more creative? David Post, the founder of Umagic, is skeptical: “The only successful intrapreneurs are ones who leave and become entrepreneurs.” He also recalls with glee the looks of total incomprehension when he tried to hawk his “virtual experts” idea three years ago to the idea labs of firms such as IBM – though, as he cheerfully adds, “of course, they could have been right.” Innovation – unlike, apparently, sex, parenting and fitness – is one area where a computer cannot tell you what to do.