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Early in the film "A Beautiful Mind", the mathematician John Nash is seen sitting in a Princeton courtyard, hunched over a playing board covered with small black and white pieces that look like pebbles. He was playing Go, an ancient Asian game. Frustration at losing that game inspired the real Nash to pursue the mathematics of game theory, research for which he eventually was awarded a Nobel Prize.
In recent years, computer experts, particularly those specializing in artificial intelligence, have felt the same fascination and frustration. Programming other board games has been a relative snap. Even chess has succumbed to the power of the processor. Five years ago, a chess-playing computer called Deep Blue not only beat but thoroughly humbled Garry Kasparov, the world champion at that time. That is because chess, while highly complex, can be reduced to a matter of brute force computation. Go is different. Deceptively easy to learn, either for a computer or a human, it is a game of such depth and complexity that it can take years for a person to become a strong player. To date, no computer has been able to achieve a skill level beyond that of the casual player.
The game is played on a board divided into a grid of 19 horizontal and 19 vertical lines. Black and white pieces called stones are placed one at a time on the grid’s intersections. The object is to acquire and defend territory by surrounding it with stones. Programmers working on Go see it as more accurate than chess in reflecting the ways the human mind works. The challenge of programming a computer to mimic that process goes to the core of artificial intelligence, which involves the study of learning and decision-making, strategic thinking, knowledge representation, pattern recognition and perhaps most intriguingly, intuition.
Along with intuition, pattern recognition is a large part of the game. While computers are good at crunching numbers, people are naturally good at matching patterns. Humans can recognize an acquaintance at a glance, even from the back.
Daniel Bump, a mathematics professor at Stanford, works on a program called GNU Go in his spare time.
"You can very quickly look at a chess game and see if there’s some major issue," he said. But to make a decision in Go, he said, players must learn to combine their pattern-matching abilities with the logic and knowledge they have accrued in years of playing.
"Part of the challenge has to do with processing speed. The typical chess program can evaluate about 300,000 positions in a second, and Deep Blue was able to evaluate some 200 million positions in a second. By mid-game, most Go programs can evaluate only a couple of dozen positions each second," said Anders Kierulf, who wrote a program called SmartGo.
In the course of a chess game, a player has an average of 25 to 35 moves available. In Go, on the other hand, a player can choose from an average of 240 moves. A Go-playing computer would need about 30,000 years to look as far ahead as Deep Blue can with chess in three Seconds, said Michael Reiss, a computer scientist in London. But the obstacles go deeper than processing power. Not only do Go programs have trouble evaluating positions quickly; they have trouble evaluating them correctly. Nonetheless, the allure of computer Go increases as the difficulties it poses encourage programmers to advance basic work in artificial intelligence.
For that reason, Fotland said, "writing a strong Go program will teach us more about making computers think like people than writing a strong chess program. \
Which writing skill is NOT employed in this passage

A. Comparison.
B. Contrast.
C. Exemplification.
D. Definition.
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单项选择题A suitable title for the passage would be [A] Japan: A Mobility Oriented Society. [B] A Irreversible Trend in Japan. [C] Japan: A Post-Car Society. [D] The Gadget-Crazy Generation.

Alarmed by this state of decay, the Japan Automobile Manufacturers Association launched a comprehensive study of the market in 2006. It found a widening wealth gap, demographic changes—fewer households with children, a growing urban population—and general lack of interest in cars led Japanese to hold their vehieles longer, replace their cars with smaller ones or give up car ownership altogether. "Japan’s automobile society stands at a crossroads," says Ryuichi Kitamura, a transport expert and professor at Kyoto University. He says he does not expect the trend to be reversed, as studies show that the younger Japanese consumers are, the less interested they are in having a car. JAMA predicts a further sales decline of 1.2 percent in 2008. Some analysts believe that if the trend continues for much longer, further consolidation in the automotive sector (already under competitive pressure) is likely.
Japanese demographics have something to do with the problem. The country’s urban population has grown by nearly 20 percent since 1990, and most city dwellers use mass transit (the country’s system is one of the best developed in the world) on a daily basis, making it less essential to own a car. Experts say Europe, where the car market is also quite mature, may" be in for a similar shift.
But in Japan, the "demotorization"process, or kuruma banare, is also driven by cost factors. Owning and driving a car can cost up to $500 per month in Japan, including parking fees, car insurance, toll roads and various taxes. Taxes on a $17, 000 ear in Japan are 4.1 times higher than in the United States, 1.7 times higher than in Germany and 1.25 times higher than in the U. K. , according to JAMA. "’Automobiles used to represent a symbol of our status, a Western, modern lifestyle that we aspired for," says Kitamura. For today’s young people, he argues, "such thinking is completely gone. "
Cars are increasingly just a mobile utility; the real consumer time and effort goes into picking the coolest mobile phones and personal computers, not the hippest hatchback. The rental-car industry has grown by more than 30 percent in the past eight years, as urbanites book weekend wheels over the Internet. Meanwhile, government surveys show that spending on cars per household per year fell by 14 percent, to $600, between 2000 and 2005, while spending on Net and mobile-phone subscriptions rose by 39 percent, to $1,500, during the same period.
For Japanese car companies, the implications are enormous. "Japan is the world’s second largest market, with a 17 to 18 percent share of our global sales. It’s important," says Takao Katagiri, corporate vice president at Nissan Motor Co. The domestic market is where Japanese carmakers develop technology and build their know-how, and if it falters, it could gut an industry that employs 7.8 percent of the Japanese work force.
While surging exports, particularly to emerging markets, have more than offset the decline in domestic sales so far, companies are looking for ways to turn the tide. Nissan, for example, is trying to appeal to the digital generation with promotional blogs and even a videogame. A racing game for Sony’s PlayStation, for example, offers players the chance to virtually drive the company’s latest sporty model, the GT-R—a new marketing approach to create buzz and tempt them into buying cars. Toyota Motors has opened an auto mall as part of a suburban shopping complex near Tokyo, hoping to attract the kinds of shoppers who have long since stopped thinking about dropping by a car dealership. It’s a bit akin to the Apple strategy of moving electronics out of the soulless superstore, and into more appealing and well-trafficked retail spaces. It worked for Apple, but then Apple is so 21st century.