男性，30岁。施工时不慎从10米高处坠落，导致右胸2～5肋骨骨折、血气胸、肝脾破裂、

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, these senior executives rely on what is vaguely termed "intuition" to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.

Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse of capriciousness.

Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and personal experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an "Aha!" experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally suspicious of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to find out a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.

One of the implications of the intuitive style of executive management is that "thinking" is inseparable from acting. Since managers often "know" what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is invariably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.

Given the great uncertainty of many of the management issues that they face, senior managers often initiate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution. (454 words)

According to the text, senior managers use intuition in all of the following ways EXCEPT（）

A. to speed up the creation of a solution to a problem

B.to identify a problem or bring together different facts

C. to initiate clear goals and in the end attain them

D.to evaluate possible solutions to a problem

用科学记数法表示下列各数：

（1）1万=______；1亿=______；

（2）80000000=______；-76500000=______．

患者男，31岁，因“会阴部外伤3h”来诊。患者下船时，会阴部骑跨在船沿上，立即出现 * * 口滴血，之后不能排尿，发生尿潴留。查体：T37.2℃，P80次/min，R20次/min，BP130/70mmHg；会阴、阴茎和阴囊明显肿胀。

处理措施包括（）

A.给予足量抗生素预防感染

B.单纯行耻骨上膀胱穿刺造瘘

C.立即行经会阴 * * 修补术或断端吻合术

D.经会阴切口清除血肿

E.慎重而仔细止血

F.留置导尿管2～3周

G.立即行 * * 会师术

法律心理和法律思想体系是根据( )，对法律意识进行的分类。

A．认识过程的两个阶段——感性认识和理性认识

B．法律意识的政治属性

C．主体的不同

D．法律意识的专业化程度

患者，男性，29岁，车祸致左胸疼痛，呼吸极度困难4h。护理查体发现，脉搏细速，血压80/60mmHg，皮肤湿冷，发绀，出冷汗、烦躁不安。气管移向右侧，左胸廓饱满，肋间隙增宽，叩诊为鼓音，右肺听诊呼吸音消失，头颈部、右胸部有皮下气肿。临床诊断为左第4一7肋骨骨折。

最可能的临床诊断为（）

A.闭合性气胸

B.张力性气胸

C.开放性气胸

D.创伤性气胸

E.血气胸伴失血性休克