Martin found it impossible not to respond to his new knowledge.So he started to make gentle interventions, based more on what he could hear his colleagues thinking than on what he could hear them saying.“So, John, are you really saying...” “Susan, do you really think that？” “Tom, have you got an idea on how we could take this forward？” They looked at him, puzzled.In truth, he felt rather proud of his_newly­acquired_talent.

　　As the meeting progressed, it was clear to him that each member of the meeting was learning how to hear the thoughts of the others.The game­playing started to fall away; people started to speak more directly; views became better understood; the atmosphere became more open and trusting.

　　The meeting ended.As people left the room, Martin found that he could still hear what they were thinking.“That was the best meeting we’ve ever had.” “All meetings should be like that.” “In future, I’m going to say what I think.”

　　()1.It is known from the first paragraph that Martin ________.

　　A．just came back from his business trip in New York

　　B．was found to suffer from a serious heart disease during the trip

　　C．had a good time during his fortnight’s stay in New York

　　D．didn’t like his work in his London office

　　()2.Why did Martin hate his company’s team meeting?

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