Jobs and Gates, 1991
The Macintosh Partnership1
In astronomy, a binary2 system occurs when the orbits of two stars are linked because of their gravitational interaction. There have been analogous3 situations in history, when an era is shaped by the relationship and rivalry4 of two orbiting superstars: Albert Einstein and Niels Bohr in twentieth-century physics, for example, or Thomas Jefferson and Alexander Hamilton in early American governance. For the first thirty years of the personal computer age, beginning in the late 1970s, the defining binary star system was composed of two high-energy college dropouts both born in 1955.
Bill Gates and Steve Jobs, despite their similar ambitions at the confluence5 of technology and business, had very different personalities6 and backgrounds. Gates’s father was a prominent Seattle lawyer, his mother a civic7 leader on a variety of prestigious8 boards. He became a tech geek at the area’s finest private school, Lakeside High, but he was never a rebel, hippie, spiritual seeker, or member of the counterculture. Instead of a Blue Box to rip off the phone company, Gates created for his school a program for scheduling classes, which helped him get into ones with the right girls, and a car-counting program for local traffic engineers. He went to Harvard, and when he decided9 to drop out it was not to find enlightenment with an Indian guru but to start a computer software company.
Gates was good at computer coding, unlike Jobs, and his mind was more practical, disciplined, and abundant in analytic10 processing power. Jobs was more intuitive and romantic and had a greater instinct for making technology usable, design delightful11, and interfaces12 friendly. He had a passion for perfection, which made him fiercely demanding, and he managed by charisma14 and scattershot intensity15. Gates was more methodical; he held tightly scheduled product review meetings where he would cut to the heart of issues with lapidary16 skill. Both could be rude, but with Gates—who early in his career seemed to have a typical geek’s flirtation17 with the fringes of the Asperger’s scale—the cutting behavior tended to be less personal, based more on intellectual incisiveness18 than emotional callousness19. Jobs would stare at people with a burning, wounding intensity; Gates sometimes had trouble making eye contact, but he was fundamentally humane20.
“Each one thought he was smarter than the other one, but Steve generally treated Bill as someone who was slightly inferior, especially in matters of taste and style,” said Andy Hertzfeld. “Bill looked down on Steve because he couldn’t actually program.” From the beginning of their relationship, Gates was fascinated by Jobs and slightly envious21 of his mesmerizing22 effect on people. But he also found him “fundamentally odd” and “weirdly flawed as a human being,” and he was put off by Jobs’s rudeness and his tendency to be “either in the mode of saying you were shit or trying to seduce24 you.” For his part, Jobs found Gates unnervingly narrow. “He’d be a broader guy if he had dropped acid once or gone off to an ashram when he was younger,” Jobs once declared.
Their differences in personality and character would lead them to opposite sides of what would become the fundamental divide in the digital age. Jobs was a perfectionist who craved25 control and indulged in the uncompromising temperament26 of an artist; he and Apple became the exemplars of a digital strategy that tightly integrated hardware, software, and content into a seamless package. Gates was a smart, calculating, and pragmatic analyst27 of business and technology; he was open to licensing28 Microsoft’s operating system and software to a variety of manufacturers.
After thirty years Gates would develop a grudging29 respect for Jobs. “He really never knew much about technology, but he had an amazing instinct for what works,” he said. But Jobs never reciprocated30 by fully31 appreciating Gates’s real strengths. “Bill is basically unimaginative and has never invented anything, which is why I think he’s more comfortable now in philanthropy than technology,” Jobs said, unfairly. “He just shamelessly ripped off other people’s ideas.”
When the Macintosh was first being developed, Jobs went up to visit Gates at his office near Seattle. Microsoft had written some applications for the Apple II, including a spreadsheet program called Multiplan, and Jobs wanted to excite Gates and Co. about doing even more for the forthcoming Macintosh. Sitting in Gates’s conference room, Jobs spun33 an enticing34 vision of a computer for the masses, with a friendly interface13, which would be churned out by the millions in an automated35 California factory. His description of the dream factory sucking in the California silicon36 components37 and turning out finished Macintoshes caused the Microsoft team to code-name the project “Sand.” They even reverse-engineered it into an acronym38, for “Steve’s amazing new device.”
Gates had launched Microsoft by writing a version of BASIC, a programming language, for the Altair. Jobs wanted Microsoft to write a version of BASIC for the Macintosh, because Wozniak—despite much prodding39 by Jobs—had never enhanced his version of the Apple II’s BASIC to handle floating-point numbers. In addition, Jobs wanted Microsoft to write application software—such as word processing and spreadsheet programs—for the Macintosh. At the time, Jobs was a king and Gates still a courtier: In 1982 Apple’s annual sales were $1 billion, while Microsoft’s were a mere40 $32 million. Gates signed on to do graphical versions of a new spreadsheet called Excel, a word-processing program called Word, and BASIC.
Gates frequently went to Cupertino for demonstrations41 of the Macintosh operating system, and he was not very impressed. “I remember the first time we went down, Steve had this app where it was just things bouncing around on the screen,” he said. “That was the only app that ran.” Gates was also put off by Jobs’s attitude. “It was kind of a weird23 seduction visit, where Steve was saying, ‘We don’t really need you and we’re doing this great thing, and it’s under the cover.’ He’s in his Steve Jobs sales mode, but kind of the sales mode that also says, ‘I don’t need you, but I might let you be involved.’”
The Macintosh pirates found Gates hard to take. “You could tell that Bill Gates was not a very good listener. He couldn’t bear to have anyone explain how something worked to him—he had to leap ahead instead and guess about how he thought it would work,” Hertzfeld recalled. They showed him how the Macintosh’s cursor moved smoothly42 across the screen without flickering43. “What kind of hardware do you use to draw the cursor?” Gates asked. Hertzfeld, who took great pride that they could achieve their functionality solely44 using software, replied, “We don’t have any special hardware for it!” Gates insisted that it was necessary to have special hardware to move the cursor that way. “So what do you say to somebody like that?” Bruce Horn, one of the Macintosh engineers, later said. “It made it clear to me that Gates was not the kind of person that would understand or appreciate the elegance45 of a Macintosh.”
Despite their mutual46 wariness47, both teams were excited by the prospect48 that Microsoft would create graphical software for the Macintosh that would take personal computing49 into a new realm, and they went to dinner at a fancy restaurant to celebrate. Microsoft soon dedicated51 a large team to the task. “We had more people working on the Mac than he did,” Gates said. “He had about fourteen or fifteen people. We had like twenty people. We really bet our life on it.” And even though Jobs thought that they didn’t exhibit much taste, the Microsoft programmers were persistent52. “They came out with applications that were terrible,” Jobs recalled, “but they kept at it and they made them better.” Eventually Jobs became so enamored of Excel that he made a secret bargain with Gates: If Microsoft would make Excel exclusively for the Macintosh for two years, and not make a version for IBM PCs, then Jobs would shut down his team working on a version of BASIC for the Macintosh and instead indefinitely license53 Microsoft’s BASIC. Gates smartly took the deal, which infuriated the Apple team whose project got canceled and gave Microsoft a lever in future negotiations54.
For the time being, Gates and Jobs forged a bond. That summer they went to a conference hosted by the industry analyst Ben Rosen at a Playboy Club retreat in Lake Geneva, Wisconsin, where nobody knew about the graphical interfaces that Apple was developing. “Everybody was acting55 like the IBM PC was everything, which was nice, but Steve and I were kind of smiling that, hey, we’ve got something,” Gates recalled. “And he’s kind of leaking, but nobody actually caught on.” Gates became a regular at Apple retreats. “I went to every luau,” said Gates. “I was part of the crew.”
Gates enjoyed his frequent visits to Cupertino, where he got to watch Jobs interact erratically56 with his employees and display his obsessions57. “Steve was in his ultimate pied piper mode, proclaiming how the Mac will change the world and overworking people like mad, with incredible tensions and complex personal relationships.” Sometimes Jobs would begin on a high, then lapse58 into sharing his fears with Gates. “We’d go down Friday night, have dinner, and Steve would just be promoting that everything is great. Then the second day, without fail, he’d be kind of, ‘Oh shit, is this thing going to sell, oh God, I have to raise the price, I’m sorry I did that to you, and my team is a bunch of idiots.’”
Gates saw Jobs’s reality distortion field at play when the Xerox59 Star was launched. At a joint60 team dinner one Friday night, Jobs asked Gates how many Stars had been sold thus far. Gates said six hundred. The next day, in front of Gates and the whole team, Jobs said that three hundred Stars had been sold, forgetting that Gates had just told everyone it was actually six hundred. “So his whole team starts looking at me like, ‘Are you going to tell him that he’s full of shit?’” Gates recalled. “And in that case I didn’t take the bait.” On another occasion Jobs and his team were visiting Microsoft and having dinner at the Seattle Tennis Club. Jobs launched into a sermon about how the Macintosh and its software would be so easy to use that there would be no manuals. “It was like anybody who ever thought that there would be a manual for any Mac application was the greatest idiot,” said Gates. “And we were like, ‘Does he really mean it? Should we not tell him that we have people who are actually working on manuals?’”
After a while the relationship became bumpier61. The original plan was to have some of the Microsoft applications—such as Excel, Chart, and File—carry the Apple logo and come bundled with the purchase of a Macintosh. “We were going to get $10 per app, per machine,” said Gates. But this arrangement upset competing software makers62. In addition, it seemed that some of Microsoft’s programs might be late. So Jobs invoked63 a provision in his deal with Microsoft and decided not to bundle its software; Microsoft would have to scramble64 to distribute its software as products sold directly to consumers.
Gates went along without much complaint. He was already getting used to the fact that, as he put it, Jobs could “play fast and loose,” and he suspected that the unbundling would actually help Microsoft. “We could make more money selling our software separately,” Gates said. “It works better that way if you’re willing to think you’re going to have reasonable market share.” Microsoft ended up making its software for various other platforms, and it began to give priority to the IBM PC version of Microsoft Word rather than the Macintosh version. In the end, Jobs’s decision to back out of the bundling deal hurt Apple more than it did Microsoft.
When Excel for the Macintosh was released, Jobs and Gates unveiled it together at a press dinner at New York’s Tavern65 on the Green. Asked if Microsoft would make a version of it for IBM PCs, Gates did not reveal the bargain he had made with Jobs but merely answered that “in time” that might happen. Jobs took the microphone. “I’m sure ‘in time’ we’ll all be dead,” he joked.
The Battle of the GUI
At that time, Microsoft was producing an operating system, known as DOS, which it licensed66 to IBM and compatible computers. It was based on an old-fashioned command line interface that confronted users with surly little prompts such as C:\>. As Jobs and his team began to work closely with Microsoft, they grew worried that it would copy Macintosh’s graphical user interface. Andy Hertzfeld noticed that his contact at Microsoft was asking detailed67 questions about how the Macintosh operating system worked. “I told Steve that I suspected that Microsoft was going to clone the Mac,” he recalled.
They were right to worry. Gates believed that graphical interfaces were the future, and that Microsoft had just as much right as Apple did to copy what had been developed at Xerox PARC. As he freely admitted later, “We sort of say, ‘Hey, we believe in graphics68 interfaces, we saw the Xerox Alto too.’”
In their original deal, Jobs had convinced Gates to agree that Microsoft would not create graphical software for anyone other than Apple until a year after the Macintosh shipped in January 1983. Unfortunately for Apple, it did not provide for the possibility that the Macintosh launch would be delayed for a year. So Gates was within his rights when, in November 1983, he revealed that Microsoft planned to develop a new operating system for IBM PCs featuring a graphical interface with windows, icons69, and a mouse for point-and-click navigation. It would be called Windows. Gates hosted a Jobs-like product announcement, the most lavish70 thus far in Microsoft’s history, at the Helmsley Palace Hotel in New York.
Jobs was furious. He knew there was little he could do about it—Microsoft’s deal with Apple not to do competing graphical software was running out—but he lashed71 out nonetheless. “Get Gates down here immediately,” he ordered Mike Boich, who was Apple’s evangelist to other software companies. Gates arrived, alone and willing to discuss things with Jobs. “He called me down to get pissed off at me,” Gates recalled. “I went down to Cupertino, like a command performance. I told him, ‘We’re doing Windows.’ I said to him, ‘We’re betting our company on graphical interfaces.’”
They met in Jobs’s conference room, where Gates found himself surrounded by ten Apple employees who were eager to watch their boss assail72 him. Jobs didn’t disappoint his troops. “You’re ripping us off!” he shouted. “I trusted you, and now you’re stealing from us!” Hertzfeld recalled that Gates just sat there coolly, looking Steve in the eye, before hurling73 back, in his squeaky voice, what became a classic zinger. “Well, Steve, I think there’s more than one way of looking at it. I think it’s more like we both had this rich neighbor named Xerox and I broke into his house to steal the TV set and found out that you had already stolen it.”
Gates’s two-day visit provoked the full range of Jobs’s emotional responses and manipulation techniques. It also made clear that the Apple-Microsoft symbiosis74 had become a scorpion75 dance, with both sides circling warily76, knowing that a sting by either could cause problems for both. After the confrontation77 in the conference room, Gates quietly gave Jobs a private demo of what was being planned for Windows. “Steve didn’t know what to say,” Gates recalled. “He could either say, ‘Oh, this is a violation78 of something,’ but he didn’t. He chose to say, ‘Oh, it’s actually really a piece of shit.’” Gates was thrilled, because it gave him a chance to calm Jobs down for a moment. “I said, ‘Yes, it’s a nice little piece of shit.’” So Jobs went through a gamut79 of other emotions. “During the course of this meeting, he’s just ruder than shit,” Gates said. “And then there’s a part where he’s almost crying, like, ‘Oh, just give me a chance to get this thing off.’” Gates responded by becoming very calm. “I’m good at when people are emotional, I’m kind of less emotional.”
As he often did when he wanted to have a serious conversation, Jobs suggested they go on a long walk. They trekked80 the streets of Cupertino, back and forth32 to De Anza college, stopping at a diner and then walking some more. “We had to take a walk, which is not one of my management techniques,” Gates said. “That was when he began saying things like, ‘Okay, okay, but don’t make it too much like what we’re doing.’”
As it turned out, Microsoft wasn’t able to get Windows 1.0 ready for shipping81 until the fall of 1985. Even then, it was a shoddy product. It lacked the elegance of the Macintosh interface, and it had tiled windows rather than the magical clipping of overlapping82 windows that Bill Atkinson had devised. Reviewers ridiculed83 it and consumers spurned84 it. Nevertheless, as is often the case with Microsoft products, persistence85 eventually made Windows better and then dominant86.
Jobs never got over his anger. “They just ripped us off completely, because Gates has no shame,” Jobs told me almost thirty years later. Upon hearing this, Gates responded, “If he believes that, he really has entered into one of his own reality distortion fields.” In a legal sense, Gates was right, as courts over the years have subsequently ruled. And on a practical level, he had a strong case as well. Even though Apple made a deal for the right to use what it saw at Xerox PARC, it was inevitable87 that other companies would develop similar graphical interfaces. As Apple found out, the “look and feel” of a computer interface design is a hard thing to protect.
And yet Jobs’s dismay was understandable. Apple had been more innovative88, imaginative, elegant in execution, and brilliant in design. But even though Microsoft created a crudely copied series of products, it would end up winning the war of operating systems. This exposed an aesthetic89 flaw in how the universe worked: The best and most innovative products don’t always win. A decade later, this truism caused Jobs to let loose a rant50 that was somewhat arrogant90 and over-the-top, but also had a whiff of truth to it. “The only problem with Microsoft is they just have no taste, they have absolutely no taste,” he said. “I don’t mean that in a small way. I mean that in a big way, in the sense that they don’t think of original ideas and they don’t bring much culture into their product.”
点击
收听单词发音
收听单词发音 |
1
partnership
|
|
| n.合作关系，伙伴关系 | |
参考例句： |
|
|
|
|
2
binary
|
|
| adj.二，双；二进制的；n.双(体)；联星 | |
参考例句： |
|
|
|
|
3
analogous
|
|
| adj.相似的；类似的 | |
参考例句： |
|
|
|
|
4
rivalry
|
|
| n.竞争，竞赛，对抗 | |
参考例句： |
|
|
|
|
5
confluence
|
|
| n.汇合，聚集 | |
参考例句： |
|
|
|
|
6
personalities
|
|
| n. 诽谤，（对某人容貌、性格等所进行的）人身攻击； 人身攻击；人格, 个性, 名人( personality的名词复数 ) | |
参考例句： |
|
|
|
|
7
civic
|
|
| adj.城市的，都市的，市民的，公民的 | |
参考例句： |
|
|
|
|
8
prestigious
|
|
| adj.有威望的，有声望的，受尊敬的 | |
参考例句： |
|
|
|
|
9
decided
|
|
| adj.决定了的，坚决的；明显的，明确的 | |
参考例句： |
|
|
|
|
10
analytic
|
|
| adj.分析的，用分析方法的 | |
参考例句： |
|
|
|
|
11
delightful
|
|
| adj.令人高兴的，使人快乐的 | |
参考例句： |
|
|
|
|
12
interfaces
|
|
| 界面( interface的名词复数 )； 接口（连接两装置的电路，可使数据从一种代码转换成另一种代码）； 交界； 联系 | |
参考例句： |
|
|
|
|
13
interface
|
|
| n.接合部位，分界面；v.(使)互相联系 | |
参考例句： |
|
|
|
|
14
charisma
|
|
| n.(大众爱戴的)领袖气质，魅力 | |
参考例句： |
|
|
|
|
15
intensity
|
|
| n.强烈，剧烈；强度；烈度 | |
参考例句： |
|
|
|
|
16
lapidary
|
|
| n.宝石匠；adj.宝石的；简洁优雅的 | |
参考例句： |
|
|
|
|
17
flirtation
|
|
| n.调情，调戏，挑逗 | |
参考例句： |
|
|
|
|
18
incisiveness
|
|
| n.敏锐，深刻 | |
参考例句： |
|
|
|
|
19
callousness
|
|
参考例句： |
|
|
|
|
20
humane
|
|
| adj.人道的，富有同情心的 | |
参考例句： |
|
|
|
|
21
envious
|
|
| adj.嫉妒的，羡慕的 | |
参考例句： |
|
|
|
|
22
mesmerizing
|
|
| adj.有吸引力的，有魅力的v.使入迷( mesmerize的现在分词 ) | |
参考例句： |
|
|
|
|
23
weird
|
|
| adj.古怪的，离奇的；怪诞的，神秘而可怕的 | |
参考例句： |
|
|
|
|
24
seduce
|
|
| vt.勾引，诱奸，诱惑，引诱 | |
参考例句： |
|
|
|
|
25
craved
|
|
| 渴望，热望( crave的过去式 )； 恳求，请求 | |
参考例句： |
|
|
|
|
26
temperament
|
|
| n.气质，性格，性情 | |
参考例句： |
|
|
|
|
27
analyst
|
|
| n.分析家，化验员；心理分析学家 | |
参考例句： |
|
|
|
|
28
licensing
|
|
| v.批准，许可，颁发执照( license的现在分词 ) | |
参考例句： |
|
|
|
|
29
grudging
|
|
| adj.勉强的，吝啬的 | |
参考例句： |
|
|
|
|
30
reciprocated
|
|
| v.报答，酬答( reciprocate的过去式和过去分词 )；（机器的部件）直线往复运动 | |
参考例句： |
|
|
|
|
31
fully
|
|
| adv.完全地，全部地，彻底地；充分地 | |
参考例句： |
|
|
|
|
32
forth
|
|
| adv.向前；向外，往外 | |
参考例句： |
|
|
|
|
33
spun
|
|
| v.纺，杜撰，急转身 | |
参考例句： |
|
|
|
|
34
enticing
|
|
| adj.迷人的；诱人的 | |
参考例句： |
|
|
|
|
35
automated
|
|
| a.自动化的 | |
参考例句： |
|
|
|
|
36
silicon
|
|
| n.硅(旧名矽) | |
参考例句： |
|
|
|
|
37
components
|
|
| （机器、设备等的）构成要素，零件，成分； 成分( component的名词复数 )； [物理化学]组分； [数学]分量； （混合物的）组成部分 | |
参考例句： |
|
|
|
|
38
acronym
|
|
| n.首字母简略词，简称 | |
参考例句： |
|
|
|
|
39
prodding
|
|
| v.刺，戳( prod的现在分词 )；刺激；促使；（用手指或尖物）戳 | |
参考例句： |
|
|
|
|
40
mere
|
|
| adj.纯粹的；仅仅，只不过 | |
参考例句： |
|
|
|
|
41
demonstrations
|
|
| 证明( demonstration的名词复数 )； 表明； 表达； 游行示威 | |
参考例句： |
|
|
|
|
42
smoothly
|
|
| adv.平滑地，顺利地，流利地，流畅地 | |
参考例句： |
|
|
|
|
43
flickering
|
|
| adj.闪烁的，摇曳的，一闪一闪的 | |
参考例句： |
|
|
|
|
44
solely
|
|
| adv.仅仅，唯一地 | |
参考例句： |
|
|
|
|
45
elegance
|
|
| n.优雅；优美，雅致；精致，巧妙 | |
参考例句： |
|
|
|
|
46
mutual
|
|
| adj.相互的，彼此的；共同的，共有的 | |
参考例句： |
|
|
|
|
47
wariness
|
|
| n. 注意,小心 | |
参考例句： |
|
|
|
|
48
prospect
|
|
| n.前景，前途；景色，视野 | |
参考例句： |
|
|
|
|
49
computing
|
|
| n.计算 | |
参考例句： |
|
|
|
|
50
rant
|
|
| v.咆哮；怒吼；n.大话；粗野的话 | |
参考例句： |
|
|
|
|
51
dedicated
|
|
| adj.一心一意的；献身的；热诚的 | |
参考例句： |
|
|
|
|
52
persistent
|
|
| adj.坚持不懈的，执意的；持续的 | |
参考例句： |
|
|
|
|
53
license
|
|
| n.执照，许可证，特许；v.许可，特许 | |
参考例句： |
|
|
|
|
54
negotiations
|
|
| 协商( negotiation的名词复数 )； 谈判； 完成（难事）； 通过 | |
参考例句： |
|
|
|
|
55
acting
|
|
| n.演戏，行为，假装；adj.代理的，临时的，演出用的 | |
参考例句： |
|
|
|
|
56
erratically
|
|
| adv.不规律地，不定地 | |
参考例句： |
|
|
|
|
57
obsessions
|
|
| n.使人痴迷的人（或物）( obsession的名词复数 )；着魔；困扰 | |
参考例句： |
|
|
|
|
58
lapse
|
|
| n.过失，流逝，失效，抛弃信仰，间隔；vi.堕落，停止，失效，流逝；vt.使失效 | |
参考例句： |
|
|
|
|
59
xerox
|
|
| n./v.施乐复印机，静电复印 | |
参考例句： |
|
|
|
|
60
joint
|
|
| adj.联合的，共同的；n.关节，接合处；v.连接，贴合 | |
参考例句： |
|
|
|
|
61
bumpier
|
|
| adj.困难重重的( bumpy的比较级 )；崎岖的；（使） 处境艰难；气流不稳的 | |
参考例句： |
|
|
|
|
|
62
makers
|
|
| n.制造者，制造商（maker的复数形式） | |
参考例句： |
|
|
|
|
63
invoked
|
|
| v.援引( invoke的过去式和过去分词 )；行使（权利等）；祈求救助；恳求 | |
参考例句： |
|
|
|
|
64
scramble
|
|
| v.爬行，攀爬，杂乱蔓延，碎片，片段，废料 | |
参考例句： |
|
|
|
|
65
tavern
|
|
| n.小旅馆，客栈；小酒店 | |
参考例句： |
|
|
|
|
66
licensed
|
|
| adj.得到许可的v.许可，颁发执照(license的过去式和过去分词) | |
参考例句： |
|
|
|
|
67
detailed
|
|
| adj.详细的，详尽的，极注意细节的，完全的 | |
参考例句： |
|
|
|
|
68
graphics
|
|
| n.制图法，制图学；图形显示 | |
参考例句： |
|
|
|
|
69
icons
|
|
| n.偶像( icon的名词复数 )；（计算机屏幕上表示命令、程序的）符号，图像 | |
参考例句： |
|
|
|
|
70
lavish
|
|
| adj.无节制的；浪费的；vt.慷慨地给予，挥霍 | |
参考例句： |
|
|
|
|
71
lashed
|
|
| adj.具睫毛的v.鞭打( lash的过去式和过去分词 )；煽动；紧系；怒斥 | |
参考例句： |
|
|
|
|
72
assail
|
|
| v.猛烈攻击，抨击，痛斥 | |
参考例句： |
|
|
|
|
73
hurling
|
|
| n.爱尔兰式曲棍球v.猛投，用力掷( hurl的现在分词 )；大声叫骂 | |
参考例句： |
|
|
|
|
74
symbiosis
|
|
| n.共生（关系），共栖 | |
参考例句： |
|
|
|
|
75
scorpion
|
|
| n.蝎子，心黑的人，蝎子鞭 | |
参考例句： |
|
|
|
|
76
warily
|
|
| adv.留心地 | |
参考例句： |
|
|
|
|
77
confrontation
|
|
| n.对抗，对峙，冲突 | |
参考例句： |
|
|
|
|
78
violation
|
|
| n.违反(行为)，违背(行为)，侵犯 | |
参考例句： |
|
|
|
|
79
gamut
|
|
| n.全音阶，(一领域的)全部知识 | |
参考例句： |
|
|
|
|
80
trekked
|
|
| v.艰苦跋涉，徒步旅行( trek的过去式和过去分词 )；（尤指在山中）远足，徒步旅行，游山玩水 | |
参考例句： |
|
|
|
|
81
shipping
|
|
| n.船运（发货，运输，乘船） | |
参考例句： |
|
|
|
|
82
overlapping
|
|
| adj./n.交迭（的） | |
参考例句： |
|
|
|
|
83
ridiculed
|
|
| v.嘲笑，嘲弄，奚落( ridicule的过去式和过去分词 ) | |
参考例句： |
|
|
|
|
84
spurned
|
|
| v.一脚踢开，拒绝接受( spurn的过去式和过去分词 ) | |
参考例句： |
|
|
|
|
85
persistence
|
|
| n.坚持，持续，存留 | |
参考例句： |
|
|
|
|
86
dominant
|
|
| adj.支配的，统治的；占优势的；显性的；n.主因，要素，主要的人(或物)；显性基因 | |
参考例句： |
|
|
|
|
87
inevitable
|
|
| adj.不可避免的，必然发生的 | |
参考例句： |
|
|
|
|
88
innovative
|
|
| adj.革新的，新颖的，富有革新精神的 | |
参考例句： |
|
|
|
|
89
aesthetic
|
|
| adj.美学的，审美的，有美感 | |
参考例句： |
|
|
|
|
90
arrogant
|
|
| adj.傲慢的，自大的 | |
参考例句： |
|
|
|
| 欢迎访问英文小说网 |