标志：题干中包含明确位置，如：(Line 1, Para. 3)。
解答语义题关键抓两点：利用并列平行结构、根据上下文的语义推断。
语义题错误选项的特点：简单词的本意。
(1) 简单词的本意往往为错误选项。
例题4：05年6月
What do the environmentalists mean by saying “Not so fast” (Line 1, Para. 3)? C
A) Oil exploitation takes a long time
B) The oil drilling should be delayed
C) Don’t be too optimistic
D) Don’t expect fast returns
分析：题干非常简单，从字面意思上看与速度和时间有关系，AB中的takes a long time和delayed都是Not so fast的字面意思，D选项更是用fast来解释Not so fast，因此ABD同时排除，正确答案是C，与简单的题干的字面意思没有直接联系。
总结：语义题的题干如果很简单，那么正确答案就与字面意思无关。
(2) 利用并列平行结构
例题5：(对应例文1)
The word “shun” (Line 1, Para. 1) most probably means ___B___.
A) cut down on减少
B) stay away from 远离
C) run out of 用完
D) put up with 忍受(B)
分析：“Humans should not try to avoid stress any more than they would shun food, love or exercise.”在本句话中出现比较more than，把前后的内容进行对比they对应Humans，shun对应avoid，对应正确答案B，stay away from 远离。
总结：灵活利用并列、比较等平行结构寻找对应
(3) 根据上下文的语义推断
例题6：2008年12月
What does Dr. Ross Cartmill mean by “the ostrich approach” (Line 1, Para. 9)? D
A) A casual attitude towards one’s health conditions
B) A new therapy for certain psychological problems
C) Refusal to get medical treatment for fear of the pain involved
D) Unwillingness to find out about one’s disease because of fear
分析：原文Then there is the ostrich approach. “Some men are scared of what might be there and would rather not know,” says Dr. Ross Cartmill. 关于ostrich approach的意思，需要看上下文的内容，也就是对应在后面的那句话，D选项中的Unwillingness to find out对应原文的would rather not know，fear对应scared，因此为正确答案。
总结：语义题不是考察你是否认识这个单词，而是考察你能不能利用上下文推断出它在文章里的含义。
四、快速阅读：
快速阅读项目规定的完成时间是在作文之后的9:40-9:55，而且9:55的时候会收答题卡I其中包含作文和快速阅读，因此快速阅读只有15分钟，不光要完成解答还要填好机读卡，在速度上要求很高，因此就要求快速阅读的做题方法有别于深度阅读，但方法的根本还是一致的，那就是关键词的定位。
快速阅读解题三步骤：
(1)浏览大标题小标题，了解文章主题结构。
(2)根据题干中的关键词结合小标题和出题顺序在原文中找到定位。
(3)正确答案：1-7完整照抄原文或对原文同义改写的选项为正确答案;8-10对比原文与题干，缺失的成分为答案，注意填入的内容的时态和主谓搭配与题干一致。
How Do You See Diversity 2009年6月
As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.
He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice.
“It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was that the candidate’s “different” behavior was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting (避开) your eyes.
“I was just thrown off by the lack of eye contact; not realizing it was cultural,” Tiffany says. “I missed out, but will not miss that opportunity again.”
Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.
Hire Advantage
At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases (偏见) from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.
“During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to say in the real estate market much longer than others in the same profession.”
Blinded by Gender
Dale is an account executive who attended one of my workshops on supervising a diverse workforce. “Through one of the sessions, I discovered my personal bias,” he recalls. “I learned I had not been looking at a person as a whole person, and being open to differences.” In his case, the blindness was not about culture but rather gender.
“I had a management position open in my department; and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel.” Dale’s assumptions are another example of the well-intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce.
“I learned from the class that instead of imposing my gender biases into the situation. I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision.” Dale credits the workshop, “because it helped me make decisions based on fairness.”
Year of the Know-It-All