[402] - Reading - Đọc hiểu 10 câu - Chuyên đề Ôn thi THPT Tiếng Anh năm 2025

THE WORLD’S FIRST GPS
On a stormy night in 1707, four ships struck rocks off the south coast of England and sank. One thousand, four hundred sailors were drowned. [I]The ships had crashed because they had no way of knowing how far they had travelled in a particular direction; they could not calculate their longitude, which required accurate time measurement. [II] It was the most serious in a series of accidents at sea, and a stunned British government decided to act. [III] In such difficult circumstances, they believed that the best response to the disaster was a competition: the Longitude Prize. [IV]
The Longitude Prize was an exceptional contest. To claim victory, a person needed to find a method for determining the distance a ship had traveled east or west from its point of departure. Geniuses such as Sir Isaac Newton had failed to find a solution, so to ensure the interest of Britain's greatest scientific minds, the government offered a prize of £20,000 - the equivalent of £2.6 million in today's money. However, to everyone's surprise, it wasn't a famous academic who solved the problem, but an unknown carpenter. When John Harrison wasn't engaged in woodworking, he was making clocks. An accurate clock would enable sailors to ascertain their position, but at the time it was believed that making a mechanical clock capable of operating on a ship was impossible. The movement of the sea and the changes in temperature destroyed the delicate parts. However, after three frustrated attempts, Harrison's fourth sea clock, H4, finally triumphed. Its mechanics were so good that the H4 worked better than most clocks on land.
The Longitude Prize and Harrison's success generated a lot of interest in the 18th century, but it was soon forgotten. However, in 2013, the British government created a new Longitude Prize, offering £10 million to the person who could solve a great challenge to humanity. An enthralled public then took part in a TV programme where viewers chose one challenge from a list of six for scientists to focus on. The question now is, will someone be able to solve it just as well as Harrison solved the challenge presented to him?
(Adapted from Friend Global 12 – SGK)

AGILE WORKING
The world is undergoing rapid transformation due to advancements in technology, globalisation, and recurring crises, compelling workplaces to continuously adapt to remain competitive. In traditional work environments, an exemplary employee was one who adhered to a strict 9-to-6 schedule, followed directives, and maintained a diligent appearance. However, with the proliferation of smartphones and internet access, many companies now operate with virtual teams across different time zones. Consequently, employees are often required to manage tasks remotely and engage in work outside of conventional hours, shifting the emphasis from merely working hard to working more efficiently [I]
The managerial role has also evolved. [II] Rather than micromanaging, many organisations now implement a project-oriented approach, where managers define objectives and facilitate collaboration. Agile managers play a pivotal role in helping employees adjust to varying responsibilities across projects, fostering a culture of flexibility and teamwork.
In response to these changes, organisations are increasingly adopting agile working practices. [III] According to Unilever, agile working entails "achieving work outcomes with maximum flexibility and minimal restrictions." This approach transcends flexible hours or remote working; it also encompasses designing workspaces that cater to diverse tasks. These may include open spaces for collaborative efforts, standing desks to enhance energy and productivity, quiet areas for deep focus, and social zones for informal interactions. Such environments are specifically tailored to meet the individual needs of employees, liberating them from the constraints of a traditional office setting.
In essence, agile working prioritizes adaptability in all facets of professional life—working hours, locations, technologies, roles, and team dynamics. [IV] This flexibility equips organisations to navigate a rapidly evolving landscape, boosting productivity while fostering a more dynamic workforce. By embracing agility, companies not only enhance performance but also create an environment conducive to innovation and employee well-being, securing their competitive edge in a constantly shifting world.
(Adapted from Agile working - LearnEnglish)

BUILDING TRUST
Establishing robust business relationships is predicated on collaboration and teamwork, with trust forming an essential cornerstone. Nevertheless, the methods for cultivating trust can vary widely among individuals and cultures. Understanding these differences allows us to strengthen trust with colleagues and clients, thereby fostering deeper professional relationships. [I]
Take Valeria, for example. She tried to build rapport with her international clients by discussing personal topics such as her family life and parenting techniques, even going so far as to share pictures of her children. Unfortunately, her clients found this behavior unprofessional, which undermined their trust in her. [II] Similarly, Kelly engaged in a team-building activity at a British company, where she highlighted her academic accomplishments in an attempt to impress her new colleagues. Instead of being impressed, her coworkers were uncomfortable, interpreting her remarks as self-promotion. Likewise, trainer David encountered challenges when he attempted to establish credibility with his trainees by recounting his experiences with prestigious companies and high-profile clients. However, the participants deemed his approach irrelevant, preferring that he focus on the training content rather than on his past achievements. [III]
[IV] The intricacies of building trust stem from the differing expectations of those involved. Trust expert Richard Barrett identifies two core dimensions of trust: character and competence. Building trust through character involves exhibiting qualities such as integrity, fairness, and transparency, while building trust through competence focuses on demonstrating expertise, achievements, and experience. The emphasis placed on these two approaches largely depends on the context. In a job interview, for instance, competence may take precedence, whereas in a collaborative team setting, character traits like honesty and openness are more highly valued.
In the end, there is no single, definitive approach to cultivating trust. Quick judgments, like those made by Valeria’s clients or Kelly’s colleagues, can impede the development of trust. By assuming positive intent and practicing generosity in our evaluations of others, we create an environment where trust can thrive in professional relationships.
(Adapted from Building trust - LearnEnglish)