同為英語(yǔ)考試，
GMAT大概是托福的2倍難度，
雅思的2.5倍難度，
這是一場(chǎng)讓眾多高智商高英語(yǔ)水平的筒子們都討厭的考試。
之所以討厭還不就是因?yàn)楦悴欢ǎ?/font>
對(duì)于中國(guó)考生來(lái)說(shuō)，
很大一部分都栽在了Verbal上，
而Verbal部分，
閱讀又是很多同學(xué)的心病，
短文章抓不住核心點(diǎn)，
長(zhǎng)文章慌著時(shí)間去閱讀，
追求著速度卻又錯(cuò)成了狗
放慢速度時(shí)間又不夠
小編飆車(chē)拯救你的閱讀還不趕緊上車(chē)
在閱讀里面，大家的問(wèn)題不外乎就是讀得慢，讀不懂兩方面，往往存在著這樣的問(wèn)題，解決不了又不得不做，所以大家才會(huì)對(duì)閱讀產(chǎn)生厭煩甚至是畏懼的心理。
所以今天我們來(lái)講怎么解決？
1、語(yǔ)言基礎(chǔ)問(wèn)題
即詞匯量和分析句子能力
詞匯（其中含有專(zhuān)業(yè)詞匯跟偏義詞匯）和句子（長(zhǎng)難句居多）是構(gòu)成整篇文章的基本元素，如果我們自身很多單詞都不認(rèn)識(shí)，那文章就讀不懂，文章讀不懂，沒(méi)有打好基礎(chǔ)，就更加不可能做得對(duì)題目。 GMAT考試詞匯量在1萬(wàn)左右，如果你的單詞量只有3000，那么盲目去找各種閱讀方法，除非解題方法特別牛逼，不然結(jié)果肯定效果就跟拿著好槍不知道怎么瞄準(zhǔn)。
所以大家不妨先花幾個(gè)時(shí)間打好單詞基礎(chǔ)，用高強(qiáng)度的詞匯積累把語(yǔ)言基礎(chǔ)打好；再把長(zhǎng)難句的讀法學(xué)會(huì)。
具體做法如下: 詞匯：托福詞匯（張紅巖老師編著的）每天4小時(shí)積累 5-6天完成。長(zhǎng)難句：完成詞匯后，度娘搜索長(zhǎng)難句50句，進(jìn)行第一遍精翻+第二遍抓取句子主干
2、缺乏閱讀方法
GMAT閱讀不同于雅思托福的閱讀雅思托�？梢灾苯涌搭}找答案，GMAT需要先看文章，理清楚文章的整個(gè)脈絡(luò)才可以真正做好題目。
帶著題目去看文章想在文章里面找答案是行不通的，不僅難定位，并且選擇的時(shí)候會(huì)非常的慌亂。
原因是GMAT考的更多的是看懂字面意思基礎(chǔ)上的邏輯，不清楚整個(gè)文章的脈絡(luò)走向，就很找準(zhǔn)定位，直接導(dǎo)致細(xì)節(jié)題選不出答案或者選錯(cuò)。
所以不妨試試先看文章，理清楚整個(gè)文章的邏輯，再完成題目。我們一般可以根據(jù)每段首句和段內(nèi)出現(xiàn)的轉(zhuǎn)折詞來(lái)找文章框架。
下面我們舉個(gè)例子，來(lái)詳細(xì)的講解一下！
比如說(shuō)下面這個(gè)文章
Recent years have brought minority-owned businesses in the United States unprecedented opportunities—as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons why Blacks, Hispanics, and other minority groups have difficulty establishing themselves in business is that they lack access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government. Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises. Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority businesses rose from $77 million in 1972 to $1.1 billion in 1977. The projected total of corporate contracts with minority businesses for the early 1980’s is estimated to be over 53 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investments in new plants, staff, equipment, and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company’s efforts must soon result in orders, or both the morale and the financial health of the business will suffer. A second risk is that White-owned companies may seek to cash in on the increasing apportionments through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil rights groups and minority business owners have complained to Congress about minorities being set up as “fronts (a person, group, or thing used to mask the identity or true character or activity of the actual controlling agent)” with White backing, rather than being accepted as full partners in legitimate joint ventures. Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming—and remaining—dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases: when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.
按照我們的閱讀法讀下來(lái)就是：
▼P1:1.MOB opportunities and risks.
1a.CRA：MOB lack access to orders.
1b. congress required businesses help MOB
1c.Some federal and local agencies apportion contracts to MOB
▼P2:2. Corporate response substantial.
2a.1972:7700W上升到1977:11億 80s:estimated 53billion
▼P3: P3:MOB promising and dangers，risk1：expanding and overextending too fast
3a.expanding and overextending too fast, make substantial investments in staff… 3b. SC must soon result in orders, or morale and financial heal health will suffer.
▼P4: 4：risk2:WOC cash in through formation of joint ventures
4a.WOC and MOB legitimately team up to acquire business that neither could acquire alone
4b.But CR and MOB complained “fronts”, not full partners
▼P5:5.risk3:MOB became dependent
5a.MOB difficult to broaden customer bases.have to struggle against complacency.
這樣文章的邏輯就一目了然，不管是理解文章剩下的內(nèi)容還是說(shuō)做主旨題（文章邏輯對(duì)應(yīng)主旨題）或者細(xì)節(jié)題定位都會(huì)好很多。
方法教給大家了，如何運(yùn)用到題目當(dāng)中并掌握他就靠同學(xué)們自己的努力了。
