DẠNG 2 : MULTIPLE CHOICE

GIỚI THIỆU DẠNG MULTIPLE

CHOICE
• Loại câu hỏi này thường sẽ theo thứ tự của bài đọc. Nếu bạn đã tìm ra một
câu trả lời, câu trả lời tiếp theo sẽ nằm ở phần bài đọc ở phía dưới và có thể
không quá xa đoạn trên.
• Câu hỏi dạng này kiểm tra khả năng nắm được ý chính của một phần trong
bài đọc và sau đó là tìm một số thông tin cụ thể.
• Điểm khó khi làm dạng bài này đó là lượng thông tin phải đọc khá nhiều,
ngoài ra đôi khi các đáp án có thể giống nhau, dễ gây nhầm lẫn
Ví dụ
 4 BƯỚC ĐƠN GIẢN LÀM
DẠNG MULTIPLE CHOICE
• BƯỚC 1. Đọc và gạch chân từ khóa trong câu hỏi
• BƯỚC 2. Đọc bài đọc và tìm các từ khóa có trong câu hỏi, xác định đoạn
văn tương ứng (chứa thông tin để trả lời câu hỏi)
• BƯỚC 3. Đọc các đáp án và gạch chân các từ khóa. Tập trung vào những
từ tạo nên sự khác biệt giữa các đáp án.
• BƯỚC 4. So sánh từng phương án (với thông tin trong bài đọc) để tìm ra
đáp án đúng
Lưu ý: Để chắc chắn tìm được đáp án đúng, bạn cần có lí do loại trừ các đáp
án còn lại.
Passage 3 – Test 1 – Cambridge 10
The psychology of innovation
Why are so few companies truly innovative?

1. Innovation is key to business survival，and companies put substantial resources into inspiring employees to
develop new ideas. There are, nevertheless, people working in luxurious, state-of-the-art centres designed to
stimulate innovation who find that their environment doesn’t make them feel at all creative. And there are those who
don’t have a budget, or much space, but who innovate successfully.
2. For Robert B. Cialdini, Professor of Psychology at Arizona State University, one reason that companies don’t
succeed as often as they should is that innovation starts with recruitment. Research shows that the fit between an
employee’s values and a company’s values makes a difference to what contribution they make and whether, two
years after they join, they’re still at the company. Studies at Harvard Business School show that, although some
individuals may be more creative than others, almost every individual can be creative in the right circumstances.
3. One of the most famous photographs in the story of rock’n’roll emphasises Ciaidini’s views. The 1956 picture of
singers Elvis Presley, Carl Perkins, Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in
Memphis tells a hidden story. Sun’s ‘million-dollar quartet’ could have been a quintet. Missing from the picture is
Roy Orbison’ a greater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to
revolutionise popular music with songs that fused black and white music, and country and blues. Presley, Cash,
Perkins and Lewis instinctively understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the
goal, and only ever achieved one hit with the Sun label.
4. The value fit matters, says Cialdini, because innovation is, in part, a process of change, and under that pressure we,
as a species, behave differently, ‘When things change, we are hard-wired to play it safe.’ Managers should therefore
adopt an approach that appears counterintuitive -they should explain what stands to be lost if the company fails to
seize a particular opportunity. Studies show that we invariably take more gambles when threatened with a loss than
when offered a reward.
5. Managing innovation is a delicate art. It’s easy for a company to be pulled in conflicting directions as the marketing,
product development, and finance departments each get different feedback from different sets of people. And
without a system which ensures collaborative exchanges within the company, it’s also easy for small ‘pockets of
innovation‟ to disappear. Innovation is a contact sport. You can‟t brief people just by saying, ‘We’re going in this
direction and I’m going to take you with me.’
6. Cialdini believes that this ‘follow-the-leader syndrome, is dangerous, not least because it encourages bosses to go it alone.
‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one person is the
smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist James Watson. Watson,
together with Francis Crick, discovered the structure of DNA, the genetic information carrier of all living organisms. ‘When
asked how they had cracked the code ahead of an array of highly accomplished rival investigators, he said something that
stunned me. He said ”he and Crick had succeeded because they were aware that they weren’t the most intelligent of the
scientists pursuing the answer. The smartest scientist was called Rosalind Franklin who, Watson said, “was so intelligent she
rarely sought advice”.’
7. Teamwork taps into one of the basic drivers of human behaviour. ‘The principle of social proof is so pervasive that we don’t
even recognise it,’ says Cialdini. ‘If your project is being resisted, for example, by a group of veteran employees, ask another
old-timer to speak up for it.’ Cialdini is not alone in advocating this strategy. Research shows that peer power, used
horizontally not vertically, is much more powerful than any boss’s speech.
8. Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers and
historical events that prove that even something as simple as writing deepens every individual’s engagement in the project. It
is, he says, the reason why all those competitions on breakfast cereal packets encouraged us to write in saying, in no more
than 10 words: ‘I like Kellogg’s Com Flakes because… .’ The very act of writing makes us more likely to believe it.
9. Authority doesn’t have to inhibit innovation but it often does. The wrong kind of leadership will lead to what Cialdini calls
”captainitis, the regrettable tendency of team members to opt out of team responsibilities that are properly their’. He calls it
captainitis because, he says, ”crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight
captain makes a clearly wrong-headed decision”. This behaviour is not, he says, unique to air travel, but can happen in any
workplace where the leader is overbearing.
10. At the other end of the scale is the 1980s Memphis design collective, a group of young designers for whom ”the only rule was
that there were no rule”. This environment encouraged a free interchange of ideas, which led to more creativity with form,
function, colour and materials that revolutionised attitudes to furniture design.
11. Many theorists believe the ideal boss should lead from behind, taking pride in collective accomplishment and giving credit
where it is due. Cialdini says:”Leaders should encourage everyone to contribute and simultaneously assure all concerned that
every recommendation is important to making the right decision and will be given full attention” The frustrating thing about
innovation is that there are many approaches, but no magic formula. However, a manager who wants to create a truly
innovative culture can make their job a lot easier by recognising these psychological realities.
Question 27 – 30
Choose the correct letter, A, B, C or D.

27. The example of the ‘million-dollar quartet’ underlines the writer’s point about
A recognising talent.
B working as a team.
C having a shared objective.
D being an effective leader.

28. James Watson suggests that he and Francis Crick won the race to discover the DNA code because they
A were conscious of their own limitations.
B brought complementary skills to their partnership.
C were determined to outperform their brighter rivals.
D encouraged each other to realise their joint ambition.

29. The writer mentions competitions on breakfast cereal packets as an example of how to
A inspire creative thinking.
B generate concise writing.
C promote loyalty to a group.
D strengthen commitment to an idea.

30. In the last paragraph, the writer suggests that it is important for employees to
A be aware of their company's goals.
B feel that their contributions are valued.
C have respect for their co-workers‟ achievements.
D understand why certain management decisions are made.
 27. The example of the ‘million-dollar quartet’ underlines the writer’s point about
A.recognising talent.
B.working as a team.
C.having a shared objective.
D.being an effective leader.

1. Đọc câu hỏi và gạch chân từ khóa trong câu hỏi: Câu hỏi là “The example of the ‘million-dollar quartet’ underlines the
writer’s point about”, ta có thể thấy từ khóa là “million-dollar quartet” (tên bức ảnh) và “writer’s point” (quan điểm của
tác giả) Có thể hiểu câu này là “Ví dụ về bức ảnh “Nhóm tứ tấu triệu đô la” nhấn mạnh quan điểm của tác giả về…”

2. Xác định đoạn văn tương ứng (chứa thông tin để trả lời câu hỏi) trong bài đọc: Căn cứ vào từ khóa ở bước 1 có thể dễ
dàng tìm thấy đoạn văn nói về bức “million-dollar quartet” là đoạn văn thứ 3 trong bài đọc.
Chú ý sẽ ít khi tìm thấy đúng keyword mà sẽ là synonym. Ví dụ: keyword trong câu hỏi là point, từ trong đoạn văn thứ 3
là view. (đều là quan điểm), hay từ underline nghĩa ở đây tương đương với emphasize (nhấn mạnh)

3. Đọc kĩ các đáp áp & Gạch chân các từ quan trọng. Các đáp án trong câu 27 có sự khác biệt rõ ràng, đề cập đến 4 vấn đề
khác nhau: tài năng (talent), làm việc nhóm (team), mục tiêu chung (shared objective), lãnh đạo (leader).
A. recognising talent.
B. working as a team.
C. having a shared objective.
D. being an effective leader.

4. So sánh từng phương án (với thông tin trong bài đọc) để tìm ra đáp án đúng. Trong đoạn 3, tác giả cho thấy rằng trong
khi bốn người ở bức ảnh “nhóm tứ tấu triệu đô la” “million-dollar quartet” là Presley, Cash, Perkins và Lewis đã hiểu và
tin tưởng vào tham vọng của Phillips về việc cải cách âm nhạc hiện đại, Roy Orbision là người không có mặt trong bức
tranh đã không được tạo cảm hứng bởi mục tiêu này. -> tức là 4 ông trong bức tranh đều chung mục tiêu, tin tưởng và
được tạo cảm hứng bởi mục tiêu này. Vì vậy, ví dụ bức tranh này nhấn mạnh quan điểm của tác giả về việc “có một mục
đích chung.” (shared objective). Các đáp án còn lại như tài năng, lãnh đạo, làm việc nhóm, ta thấy đều không có thông tin
trong đoạn văn -> đáp án C
Passage 3 – Test 1 – Cambridge 10
The psychology of innovation
Why are so few companies truly innovative?

1. Innovation is key to business survival，and companies put substantial resources into inspiring employees to
develop new ideas. There are, nevertheless, people working in luxurious, state-of-the-art centres designed to
stimulate innovation who find that their environment doesn’t make them feel at all creative. And there are those who
don’t have a budget, or much space, but who innovate successfully.
2. For Robert B. Cialdini, Professor of Psychology at Arizona State University, one reason that companies don’t
succeed as often as they should is that innovation starts with recruitment. Research shows that the fit between an
employee’s values and a company’s values makes a difference to what contribution they make and whether, two
years after they join, they’re still at the company. Studies at Harvard Business School show that, although some
individuals may be more creative than others, almost every individual can be creative in the right circumstances.
3. One of the most famous photographs in the story of rock’n’roll emphasises Ciaidini’s views. The 1956 picture of
singers Elvis Presley, Carl Perkins, Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in
Memphis tells a hidden story. Sun’s ‘million-dollar quartet’ could have been a quintet. Missing from the picture is
Roy Orbison’ a greater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to
revolutionise popular music with songs that fused black and white music, and country and blues. Presley, Cash,
Perkins and Lewis instinctively understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the
goal, and only ever achieved one hit with the Sun label.
4. The value fit matters, says Cialdini, because innovation is, in part, a process of change, and under that pressure we,
as a species, behave differently, ‘When things change, we are hard-wired to play it safe.’ Managers should therefore
adopt an approach that appears counterintuitive -they should explain what stands to be lost if the company fails to
seize a particular opportunity. Studies show that we invariably take more gambles when threatened with a loss than
when offered a reward.
5. Managing innovation is a delicate art. It’s easy for a company to be pulled in conflicting directions as the marketing,
product development, and finance departments each get different feedback from different sets of people. And
without a system which ensures collaborative exchanges within the company, it’s also easy for small ‘pockets of
innovation‟ to disappear. Innovation is a contact sport. You can‟t brief people just by saying, ‘We’re going in this
direction and I’m going to take you with me.’
 27. The example of the ‘million-dollar quartet’ underlines the writer’s point about
A. recognising talent.
B. working as a team.
C. having a shared objective.
D. being an effective leader.

3. One of the most famous photographs in the story of rock’n’roll emphasises Ciaidini’s views. The 1956 picture of
singers Elvis Presley, Carl Perkins, Johnny Cash and Jerry Lee Lewis jamming at a piano in Sun Studios in Memphis
tells a hidden story. Sun’s ‘million-dollar quartet’ could have been a quintet. Missing from the picture is Roy Orbison’ a
greater natural singer than Lewis, Perkins or Cash. Sam Phillips, who owned Sun, wanted to revolutionise popular music
with songs that fused black and white music, and country and blues. Presley, Cash, Perkins and Lewis instinctively
understood Phillips’s ambition and believed in it. Orbison wasn’t inspired by the goal, and only ever achieved one hit
with the Sun label.
 28. James Watson suggests that he and Francis Crick won the race to discover the DNA code because they
A . were conscious of their own limitations.
B . brought complementary skills to their partnership.
C . were determined to outperform their brighter rivals.
D . encouraged each other to realise their joint ambition.

1. Đọc câu hỏi và gạch chân từ khóa trong câu hỏi: Câu hỏi là “James Watson suggests that he and Francis Crick won the race to
discover the DNA code because they…”. Tạm dịch “James Watson cho rằng ông ấy và Francis Crick đã thắng trong cuộc đua để
khám phá ra mã DNA bởi vì họ…”

2. Xác định đoạn văn tương ứng (chứa thông tin để trả lời câu hỏi) trong bài đọc: Căn cứ vào từ khóa ở bước 1 ta có thể tìm thấy từ
khóa trong đoạn 6. Chỉ có đoạn 6 của bài đọc mới nhắc đến James Waston và Francis Crick và việc 2 người tìm ra mã DNA.

3. Đọc kĩ các đáp áp & Gạch chân các từ quan trọng.

A.were conscious of their own limitations
B.brought complementary skills to their partnership
C.were determined to outperform their brighter rivals
D.encouraged each other to realise their joint ambition

4. So sánh từng phương án (với thông tin trong bài đọc) để tìm ra đáp án đúng.

Trong đoạn 6 có nhắc đến những từ như

highly accomplished rival tương ứng với brighter rival -> chú ý hơn vào đáp án C
aware tương ứng với conscious, not the most intelligient với limitations. -> chú ý hơn vào đáp án A

Ở phần cuối đoạn 6, ông ấy (James Watson) và Crick đã thành công vì họ nhận thức được rằng họ không phải là những nhà khoa học
thông thái nhất khi theo đuổi tìm ra câu trả lời. Nhà khoa học nhanh trí nhất được cho là Rosalind Franklin người thông minh đến nỗi
mà cô ấy hiếm khi cần tìm đến lời khuyên của ai đó”. Điều này có nghĩa không giống với Franklin người mà quá thông thái để cần sự
trợ giúp của người khác, James Watson và Crick đã biết rằng họ có những hạn chế, do đó, họ cùng cộng tác với nhau và đã tìm kiếm
thành công ra mã DNA.-> đáp án A. 2 đáp án B và D không hề được đề cập đến. Đáp án C là kiên quyết làm tốt hơn những đối thủ
sáng giá hơn họ. Ở đây James Waston và Francis Crick chỉ thừa nhận về việc họ không phải những người giỏi nhất, thừa nhận có
những đối thủ rất sáng giá, nhưng không nói về quyết tâm phải vượt qua. -> đáp án A
6. Cialdini believes that this ‘follow-the-leader syndrome, is dangerous, not least because it encourages bosses to go it alone.
‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one person is the
smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist James Watson. Watson,
together with Francis Crick, discovered the structure of DNA, the genetic information carrier of all living organisms. ‘When
asked how they had cracked the code ahead of an array of highly accomplished rival investigators, he said something that
stunned me. He said ”he and Crick had succeeded because they were aware that they weren’t the most intelligent of the
scientists pursuing the answer. The smartest scientist was called Rosalind Franklin who, Watson said, “was so intelligent she
rarely sought advice”.’
7. Teamwork taps into one of the basic drivers of human behaviour. ‘The principle of social proof is so pervasive that we don’t
even recognise it,’ says Cialdini. ‘If your project is being resisted, for example, by a group of veteran employees, ask another
old-timer to speak up for it.’ Cialdini is not alone in advocating this strategy. Research shows that peer power, used
horizontally not vertically, is much more powerful than any boss’s speech.
8. Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers and
historical events that prove that even something as simple as writing deepens every individual’s engagement in the project. It
is, he says, the reason why all those competitions on breakfast cereal packets encouraged us to write in saying, in no more
than 10 words: ‘I like Kellogg’s Com Flakes because… .’ The very act of writing makes us more likely to believe it.
9. Authority doesn’t have to inhibit innovation but it often does. The wrong kind of leadership will lead to what Cialdini calls
”captainitis, the regrettable tendency of team members to opt out of team responsibilities that are properly their’. He calls it
captainitis because, he says, ”crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight
captain makes a clearly wrong-headed decision”. This behaviour is not, he says, unique to air travel, but can happen in any
workplace where the leader is overbearing.
10. At the other end of the scale is the 1980s Memphis design collective, a group of young designers for whom ”the only rule was
that there were no rule”. This environment encouraged a free interchange of ideas, which led to more creativity with form,
function, colour and materials that revolutionised attitudes to furniture design.
11. Many theorists believe the ideal boss should lead from behind, taking pride in collective accomplishment and giving credit
where it is due. Cialdini says:”Leaders should encourage everyone to contribute and simultaneously assure all concerned that
every recommendation is important to making the right decision and will be given full attention” The frustrating thing about
innovation is that there are many approaches, but no magic formula. However, a manager who wants to create a truly
innovative culture can make their job a lot easier by recognising these psychological realities.
 28. James Watson suggests that he and Francis Crick won the race to discover the DNA code because they
A.were conscious of their own limitations
B.brought complementary skills to their partnership
C.were determined to outperform their brighter rivals
D.encouraged each other to realise their joint ambition

6. Cialdini believes that this ‘follow-the-leader syndrome, is dangerous, not least because it encourages bosses to go it
alone. ‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one
person is the smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist
James Watson. Watson, together with Francis Crick, discovered the structure of DNA, the genetic information
carrier of all living organisms. ‘When asked how they had cracked the code ahead of an array of highly
accomplished rival investigators, he said something that stunned me. He said ”he and Crick had succeeded because
they were aware that they weren’t the most intelligent of the scientists pursuing the answer. The smartest scientist
was called Rosalind Franklin who, Watson said, “was so intelligent she rarely sought advice”.’
29. The writer mentions competitions on breakfast cereal packets as an example of how to
A.inspire creative thinking.
B.generate concise writing.
C.promote loyalty to a group.
D.strengthen commitment to an idea.

1. Đọc câu hỏi và gạch chân từ khóa trong câu hỏi: Tìm từ khóa trong câu hỏi: “The writer mentions competitions on breakfast cereal
packets as an example of how to…” Tạm dịch “Tác giả đề câp đến sự cạnh tranh trên những túi đựng ngũ cốc cho bữa sáng như là một ví
dụ làm thế nào để…”

2. Xác định đoạn văn tương ứng (chứa thông tin để trả lời câu hỏi) trong bài đọc: Căn cứ vào từ khóa ở bước 1 để xác định đoạn 8 là đoạn
văn tương ứng. Chỉ đoạn 8 là có từ “competitions on breakfast cereal”

3. Đọc kĩ các đáp áp & Gạch chân các từ quan trọng.

A.Inspire creative thinking
B.Generate concise writing
C.promote loyalty to a group
D.strengthen commitment to an idea

4. So sánh từng phương án (với thông tin trong bài đọc) để tìm ra đáp án đúng.

Tìm các từ trong các phương án trả lời được paraphrase lại trong đoạn văn
deepen = strengthen
commitment to an idea =engagement in the project => Chú ý hơn vào đáp án D
write = writing => Chú ý hơn vào đáp án B

Phân tích nghĩa: Trong đoạn 8, “…thậm chí một thứ gì đó đơn giản như việc viết lách làm tăng thêm sự hứa hẹn của mọi cá nhân với nhau
trong một dự án”. Sau đó, tác giả đề cập đến “sự cạnh tranh trên các túi đựng ngũ cốc cho bữa sáng” như là một ví dụ để củng cố thêm cho
sự phát hiện này. Do đó, ví dụ được đưa ra để làm tăng thêm sự cam kết giữa mọi cá nhân với nhau đối với một ý tưởng nào đó.
Phân tích các đáp án còn lại: Đáp A và C không có thông tin trong đoạn văn. Trong bài đọc có đề cập tới writing tuy nhiên không phải
concise writing mà là writing để deepen (= strengthen) commitment to an idea (=engagement in the project). Vậy nên ở đây đáp án là D.
6. Cialdini believes that this ‘follow-the-leader syndrome, is dangerous, not least because it encourages bosses to go it alone.
‘It’s been scientifically proven that three people will be better than one at solving problems, even if that one person is the
smartest person in the field.’ To prove his point, Cialdini cites an interview with molecular biologist James Watson. Watson,
together with Francis Crick, discovered the structure of DNA, the genetic information carrier of all living organisms. ‘When
asked how they had cracked the code ahead of an array of highly accomplished rival investigators, he said something that
stunned me. He said ”he and Crick had succeeded because they were aware that they weren’t the most intelligent of the
scientists pursuing the answer. The smartest scientist was called Rosalind Franklin who, Watson said, “was so intelligent she
rarely sought advice”.’
7. Teamwork taps into one of the basic drivers of human behaviour. ‘The principle of social proof is so pervasive that we don’t
even recognise it,’ says Cialdini. ‘If your project is being resisted, for example, by a group of veteran employees, ask another
old-timer to speak up for it.’ Cialdini is not alone in advocating this strategy. Research shows that peer power, used
horizontally not vertically, is much more powerful than any boss’s speech.
8. Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers and
historical events that prove that even something as simple as writing deepens every individual’s engagement in the project. It
is, he says, the reason why all those competitions on breakfast cereal packets encouraged us to write in saying, in no more
than 10 words: ‘I like Kellogg’s Com Flakes because… .’ The very act of writing makes us more likely to believe it.
9. Authority doesn’t have to inhibit innovation but it often does. The wrong kind of leadership will lead to what Cialdini calls
”captainitis, the regrettable tendency of team members to opt out of team responsibilities that are properly their’. He calls it
captainitis because, he says, ”crew members of multipilot aircraft exhibit a sometimes deadly passivity when the flight
captain makes a clearly wrong-headed decision”. This behaviour is not, he says, unique to air travel, but can happen in any
workplace where the leader is overbearing.
10. At the other end of the scale is the 1980s Memphis design collective, a group of young designers for whom ”the only rule was
that there were no rule”. This environment encouraged a free interchange of ideas, which led to more creativity with form,
function, colour and materials that revolutionised attitudes to furniture design.
11. Many theorists believe the ideal boss should lead from behind, taking pride in collective accomplishment and giving credit
where it is due. Cialdini says:”Leaders should encourage everyone to contribute and simultaneously assure all concerned that
every recommendation is important to making the right decision and will be given full attention” The frustrating thing about
innovation is that there are many approaches, but no magic formula. However, a manager who wants to create a truly
innovative culture can make their job a lot easier by recognising these psychological realities.
 29. The writer mentions competitions on breakfast cereal packets as an example of how to
A inspire creative thinking.
B generate concise writing.
C promote loyalty to a group.
D strengthen commitment to an idea.

8. Writing, visualising and prototyping can stimulate the flow of new ideas. Cialdini cites scores of research papers
and historical events that prove that even something as simple as writing deepens every individual’s engagement
in the project. It is, he says, the reason why all those competitions on breakfast cereal packets encouraged us to
write in saying, in no more than 10 words: ‘I like Kellogg’s Com Flakes because… .’ The very act of writing makes
us more likely to believe it.
 30. In the last paragraph, the writer suggests that it is important for employees to
A be aware of their company's goals.
B feel that their contributions are valued.
C have respect for their co-workers‟ achievements.
D understand why certain management decisions are made.

1. Đọc câu hỏi và gạch chân từ khóa trong câu hỏi: Từ khóa trong câu hỏi: “In the last paragraph, the writer suggests that it is important
for employees to…”

2. Xác định đoạn văn tương ứng (chứa thông tin để trả lời câu hỏi) trong bài đọc: Câu hỏi này đã chỉ sẵn đoạn văn tương ứng là đoạn văn
cuối cùng của bài đọc

3. Đọc kĩ các đáp áp & Gạch chân các từ quan trọng.

A be aware of their company's goals.
B feel that their contributions are valued.
C have respect for their co-workers‟ achievements.
D understand why certain management decisions are made.

4. So sánh từng phương án (với thông tin trong bài đọc) để tìm ra đáp án đúng.

Tìm các từ trong các phương án trả lời được paraphrase lại trong đoạn văn
“contribute”, “recommendation” tương ứng với “contribution”, => Chú ý hơn vào đáp án B
“given full attention” với “valued”,
“achievement” với “accomplishment”. => Chú ý hơn vào đáp án C
Như vậy, ta sẽ chú ý hơn vào đáp án B và C. Tuy nhiên cũng không bỏ qua 2 phương án còn lại mà ta sẽ sử dụng phương pháp loại trừ.

Phân tích nghĩa: Trong đoạn cuối, Leaders should encourage everyone to contribute and simultaneously assure all concerned that every
recommendation is important to making the right decision and will be given full attention “những người lãnh đạo nên khuyến khích mọi
người cống hiến và đồng thời đảm bảo họ được quan tâm để đảm bảo mọi góp ý của họ đều được chú ý và đóng góp 1 phần trong quá
trình quyết định”. Điều này đồng nghĩa với việc các đóng góp của họ đều được trân trọng, tương đương đáp án B. Các đáp án còn lại đều
không có thông tin trong đoạn văn cuối.
 30. In the last paragraph, the writer suggests that it is important for employees to
A be aware of their company's goals.
B feel that their contributions are valued.
C have respect for their co-workers‟ achievements.
D understand why certain management decisions are made.

11. Many theorists believe the ideal boss should lead from behind, taking pride in collective accomplishment and
giving credit where it is due. Cialdini says:”Leaders should encourage everyone to contribute and simultaneously
assure all concerned that every recommendation is important to making the right decision and will be given full
attention” The frustrating thing about innovation is that there are many approaches, but no magic formula.
However, a manager who wants to create a truly innovative culture can make their job a lot easier by recognising
these psychological realities.
Hope you guys like my lesson ^^
- Ngoc Bach

BY NGOC BACH