听力原文： Of all the methods of discovering new ideas, Disney during the Eisner years had one of the most unconventional. Modeled after a 1970s television program, Disney's 'Gong Show' was a big hit with managers and ordinary employees alike. Three times a year, Eisner and two of his top assistants would devote a day to listening to anybody and everybody — secretaries, set designers, theme park employees — who wanted to propose an idea. As many as 40 people were allowed to perform, present or otherwise sell their idea until a loud gong would signal that time was up. Then, after all the ideas were expressed, Eisner and his managers would discuss each one and make a decision. According to Peter Schneider, president of Disney features at the time, most of Disney's cartoon movies originated from these sessions, as did the idea for Disney's retail stores. Most organizations don't invite ideas with such insight, nor do they give instant feedback or make quick 'yes or no' decisions. 'In most companies there is no obvious strategy for selecting or even evaluating ideas,' concludes the American Management Association's survey of 1,356 global managers. Nearly half of respondents reported that their firms 'don't have a standard policy for evaluating ideas'. And only 17% said they use an independent review process to evaluate ideas. An effective, transparent selection process is essential to systematic innovation. Without one, ideas have no path toward gaining funding and resources and implementation. This power resides in the top of the organization, and associates are reluctant to assert themselves. An established review process invites participation by those whose job is not specifically innovation. It connects your 'idea funnel' to your 'idea pipeline' and accelerates the flow of ideas. Questions 33 to 35 are based on the passage you have just heard. 33. What's the purpose of Disney having the 'Gong Show'? 34. What do we learn about Eisner? 35. Compared with Disney, what do most organizations do? (30)