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The best title for the passage is "___."

In Paragraph 3, why does the author give the example of trying out a new dish?

People benefit from stepping out of the comfort zone in the following ways EXCEPT being more ___.

The underlined word "intimidating" in Paragraph 6 is closest in meaning to ___.

According to Paragraph 7, a space of "optimal anxiety" refers to where ___.

According to the passage, what can people do to achieve "optimal anxiety"?

D) This lucky match between designer and material maker is, unfortunately, a rare exception. The tale of Patagonia's eco-wetsuit offers a lesson of the larger challenge facing green materials on the path from lab to market. The process remains a complex web that few materials survive. But a recent survey of design leaders reveals that while eco-materials still face a tougher journey than their conventional peers, the process of green technology transfer is making progress. E) Though spotty, statistics on green materials markets are all pointing up. The building industry is one of the largest shifting towards lower-impact practices. In the US, the green construction market is worth roughly $100bn, a ten-fold rise since 2006, according to the 2013 Dodge Construction Green Outlook. As a share, green construction now accounts for 44% of total US commercial and institutional construction, up from near zero a decade ago. F) Evidence suggests that big corporations are deepening their commitment to these priorities, as well. For example, Green adoption has also been accelerating at Ford. A decade ago, engineers at the No.2 US automaker were distrustful of the cost and performance benefits of alternatives. Today, following a string of successful material substitutions, design engineers are required to evaluate and pick green candidates where they equal or exceed conventional materials. G) Ford's shift didn't come quickly. "We were kicked out of conference rooms," laughs Debbie Mielewnki, technical leader for Plastics Research at Ford Motor Co, recalling her efforts in the early 2000s to pitch bio-based plastics to the car maker's internal development engineers. "They saw only risk and additional cost," she says. But thanks to the protection of Bill Ford Jr, the company's then CEO, Ford's bio-plastics R&D program had the time and funding to mature new offerings to the point where today soy-based polyurethane foams(大豆聚氨酯泡沫塑料) are used in the seat cushions, backs, and headrests of all vehicles built in North America. A focus on value and performance has helped reverse early disbelief. "Our goal has always been to match the price and performance of any material we're hoping to replace," she says. H) As its commitment to recover and re-use waste carpet materials started to take root in the 1990s, Atlanta-based Interface, a $1bn-per-year manufacturer of carpet used primarily in commercial spaces, recognised it could push this goal only as quickly as a key fibre supplier, Italy's Aquafil, was able to develop and scale-up processes to harvest fibers from recovered carpets and to then re-melt them for use in new carpeting. "This was more of us pushing recycled materials," by Interface, "rather than a pull" from the market, says Nigel Stansfield, Interface's vice president and chief innovations officer. "We had to overcome a perception that recycled was more costly, or performed less well." I) Interface also faced a reverse logistics (物流)challenge: it had to work with existing and new partners to learn how to capture and truck tons of carpet back to its partner plants. "To make this work, we've had to focus on all parts of the product's life cycle at once," Stansfield says. At the installation phase, for example, this has meant educating flooring installers to abandon long-standing practices of gluing carpets down, which damages the material at the later recovery stage. Interface instead relies on gravity and strong gluey patches to link its carpet tile and keep carpets locked down. And at the end-of-use stage, the move has meant developing reverse logistics flows, to steer carpet waste away from landfills, and back to re-processors such as Aquafil. J) Designers are widely frustrated by a lack of consistent, reliable services that can verify green materials' virtues. The industry needs a "greenwash monitor (漂绿监控)," Patagonia's Copeland says. There has been some movement toward this goal, with efforts including Nike's MAKING app, Material ConneXion, and the Sustainable Packaging Coalition.Green materials can fail an evaluation for many reasons.A few years ago, Patagonia became interested in bamboo-based fabrics. The cultivation of fast-growing bamboo was appealing as a sustainable raw material. But on deeper investigation,Patagonia passed on the new fabrics because the process to convert bamboo into fibres proved just as poisonous as the standard method. K) "Most clients think that sustainable design is simply a case of switching existing material for a greener option," says Chris Sherwin, head of sustainability at Seymourpowell, a London-based design advisor." Same product, new material: that's wrong on many grounds." Sherwin argues that it's critical to understand that the stuff from which a product is made often accounts for only a tiny fraction of the impact of the use-phase of a product's lifetime. Hence, it's smarter for laundry soap makers to improve the performance of their cleansers in cold water rather than focus solely on revising packaging."We should start with more fundamental product redesign," Sherwin says."We must start by asking, how will the consumers' needs best be satisfied, and design accordingly."【缺少答案，请补充】

You've definitely been told at various points in your life that you need to break out of your comfort zone. Maybe you've been at a restaurant and have been nervous to try a new dish, or you've been in the same position at the same job for too many years, and now it's time for a change. In any of these cases, it's probably time to break out in order to really succeed. Beyond discovering tasty exotic food, studies show that stepping out of your comfort zone leads to greatly increased productivity, creativity, and the ability to cope with unexpected changes and further your success. There's a big caveat (警告) though: When you're sweating bullets and are so terrified that you can barely function, stepping outside your comfort zone is anything but productive. Taking a leap of faith can be downright intimidating. After all, our comfort zone has the word "comfort" in it for a reason. In fact, that's the reason many of us avoid stepping outside this zone – we've heard a million times over that it's great for us, but it feels absolutely awful in practice. Thankfully, science has an answer. A study conducted way back in 1908 by two psychologists showed that remaining in a state of comfort ensured steady performance (sounds about right). However, in order to increase or maximize performance levels, we need to be in a space of "optimal anxiety". This is where we benefit from a little bit of fear. Or, as the New York Times recently put it, "If you're too comfortable, you're not productive. And if you're too uncomfortable, you're not productive. Like Goldilocks, we can't be too hot or too cold." Challenging yourself in this place can allow you to accomplish incredible things. Think of a mountain climber; when they begin climbing mountains they don't start with Everest. They start with smaller peaks until they build up a tolerance. Once that tolerance is reached, the climber will plateau (达到平衡) and achieve a steady state of performance, then destroy that tolerance until they reach the peak. You easily can do this too by reaching your "optimal anxiety" – that Goldilocks level where you achieve maximum productivity and continually push your boundaries.【缺少答案，请补充】

A) For the past four decades, the leader of Formula One car racing, one of the biggest annual sporting series in the world, was Bernie Ecclestone, a former motorcycle parts dealer who built it into an international presence essentially on his own. B) Out of these assistants, Siri is the most well-known. The assistant uses voice inquiries and a natural-language user interface (界面) to answer questions. The software adapts to users' individual language usages, searches, and preference, with continuing use. C) Yet now the dictator is gone. After an American company, Liberty Media, acquired the Formula One competition recently, Chase Carey—a former executive with Fox Broadcasting Company and DirecTV who by his own admission is not a fierce racing fan—was named to replace Ecclestone and to try to renovate the organization's management, reach and ambition. D) Among the goals, Carey said in an interview on Tuesday, is one that just about every global sport seems interested in a destination American city, like New York, Los Angeles, Miami or Las Vegas. Carey's ambitious plan is two-fold: first, change the business model of Formula One, which he said was a "one-man show" under Ecclestone that had a largely narrow vision when it came to negotiating partnership deals; and second, alter the way fans experience the sport, both in person and remotely, so that connections between the audience and people within the series are easier to make. E) While Formula One commands enormous audiences throughout the world, many American sports fans know it as that other motorsport, the one that is not Nascar (纳斯卡车赛). Formula One teams race far more technologically advanced vehicles around tracks all over the world—in magnificent events in places like Malaysia, Monaco, Singapore and the United Arab Emirates, and on tradition-rich tracks like Silverstone in England and Monza in Italy too. F) The series has an annual race in Austin, Texas. But within "a few years," Carey said, he plans to bring another to a destination American city, like New York, Los Angeles, Miami or Las Vegas. Carey's ambitious plan is two-fold: first, change the business model of Formula One, which he said was a "one-man show" under Ecclestone that had a largely narrow vision when it came to negotiating partnership deals; and second, alter the way fans experience the sport, both in person and remotely, so that connections between the audience and people within the series are easier to make. G) Increased digital access for fans, a more behind-the-scenes experience for broadcast viewers and innovation in areas like virtual reality—what is it like to speed around a track inside a Ferrari? —are among the possibilities. "The sport has clearly been underserved," Carey said. "It doesn't do anything digitally. There's no marketing. It doesn't tell any stories. The goal in this is to make the fans connect to the live experience as much as possible, and the tools you have to do that, we're not using at all." H) The larger question, though, is a familiar one: Is there room for Formula One in the ever-crowded sports landscape of the United States? Opinions vary, particularly because viewing habits among consumers continue to evolve. John Bloom, a professor at Shippensburg University who has studied American sports history, said the biggest challenge for any sport trying to increase its presence in the United States was framing itself in a way that had lasting appeal. "Sports generally become popular in some way because they establish a narrative," Bloom said. "When I think of motorsports in the U.S.,【缺少答案，请补充】

Chase Carey believes greater use should be made of digital technology to make Formula One more accessible to its fans.

Chase Carey was deeply impressed by the ceremony preceding last year's Monaco race.

One of Chase Carey's goals is to make Formula One more appealing to Americans.

A former motorbike parts dealer led Formula One for the past forty years.

Chase Carey thought the audience of Formula One could be made to share his feeling about the race.

Chase Carey used to serve as a top advisor for a major broadcasting company.

Chase Carey intends to make connections easier between the audience and the Formula One racers.

The new leader of Formula One admitted he was not super interested in car racing.

People's opinions differ as to whether Formula One can be promoted in the U.S.

Compared with other racing series, Formula One focuses more on speed and involves more danger.

According to the passage, what leads to the very different styles of contract negotiation between Asia and the United States?