问题 问答题 案例分析题

材料一位于山东省枣庄市南端的台儿庄,是京杭大运河沿线唯一保留了“明清时代运河村落风貌”遗存的古城。这座运河古城在二战中被摧毁后,剩下古运河码头、古驳岸、忠和堂药店等部分遗存,其中忠和堂药店仅有部分外墙存在,随时都有坍塌的可能(现已整修)。 材料二英国人向来以固守传统而闻名,古城保护概念深入人心。位于伦敦北大约200公里的地方,有座始建于公元前71世纪的小城叫约克,被称为“英国的历史书”。它见证了英格兰诸多重要的历史时刻,经过整修后它以其古老的历史积淀和适宜人居的现代化发展获得了“最受欢迎城市”,“最适宜居住城市”等荣誉。 材料三2013年10月,全国改善农村人居环境工作会议在浙江召开,中 * * * * 习 * * 就改善农村人居环境作出重要批示。有关专家指出:改善农村人居环境,建设美丽乡村,一个核心的问题就是如何做好传统村落的保护和继承工作,通过它们了解华夏文明的文化密码和历史细节,一个民族不能失去文化的记忆。

结合材料,用生活与哲学的相关知识分析如何做好传统村落保护与继承工作。

答案

参考答案:

①物质决定意识,意识具有能动作用,要求我们从国情出发,树立正确的思想意识,发挥其积极指导作用。在传统村落的保护和继承中要提高全民族的文保意识,增强全民族的文化自觉和文化自信,否则就会失去中 * * 的根基。

②联系的普遍性和发展的普遍性要求我们要坚持联系观点和发展观点,在传统村落的保护和继承中要立足长远,着眼于未来,把握它的整体性,把各个部分、各个要素联系起来,统筹考虑,合理安排。

③矛盾的普遍性和特殊性辩证统一,要求我们在矛盾普遍性原理指导下,具体问题具体分析。传统村落的保护既要借鉴外国、外地经验,又要突出本地文化的特色,尊重文化多样性,因地制宜,不能千城一面。

④价值观有导向作用,我们要树立正确的价值观,坚持正确的价值选择和判断,遵循社会发展规律,自觉站在最广大人民的立场上,把人民群众的根本利益作为最高价值追求。在传统村落的保护中要树立正确的政绩观,以人为本,解民之忧。

解析:

本问考查传统文化传承与保护的哲学措施,有一定的难度,学生要运用发散性思维,结合材料,结合传统村落保护的认识来作答。如,借鉴英国经验,同时结合我们自己的特点,即把矛盾普遍性和特殊性统一起来;从目前我国大量传统村落、传统文化濒临消失的现状以及国人只重经济,只看眼前的狭隘思想意识,我们应从国情出发,树立正确思想意识、价值观、价值选择等;又如“台儿庄”等一些历史名城的保护要结合历史,考虑历史保护对现在及未来的影响(作用),传统村落保护要考虑整体性,统筹安排,才能是功在当代,利在千秋,这则需要坚持联系和发展观点。

考点:本题考查了传统文化的特点、文化的继承与发展、中华文化的特点和作用的知识;一切从实际出发、联系的观点、发展的观点、矛盾的普遍性和特殊性的辩证统一、价值观的导向作用的知识。

单项选择题
单项选择题

A deal is a deal—except, apparently, when Entergy is involved. The company, a major energy supplier in New England, provoked justified outrage in Vermont last week when it announced it was reneging on a longstanding commitment to abide by the state’s strict nuclear regulations.

Instead, the company has done precisely what it had long promised it would not challenge the constitutionality of Vermont’s rules in the federal court, as part of a desperate effort to keep its Vermont Yankee nuclear power plant running. It’s a stunning move.

The conflict has been surfacing since 2002, when the corporation bought Vermont’s only nuclear power plant, an aging reactor in Vernon. As a condition of receiving state approval for the sale, the company agreed to seek permission from state regulators to operate past 2012. In 2006, the state went a step further, requiring that any extension of the plant’s license be subject to Vermont legislature’s approval. Then, too, the company went along.

Either Entergy never really intended to live by those commitments, or it simply didn’t foresee what would happen next. A string of accidents, including the partial collapse of a cooling tower in 207 and the discovery of an underground pipe system leakage, raised serious questions about both Vermont Yankee’s safety and Entergy’s management—especially after the company made misleading statements about the pipe. Enraged by Entergy’s behavior, the Vermont Senate voted 26 to 4 last year against allowing an extension.

Now the company is suddenly claiming that the 2002 agreement is invalid because of the 2006 legislation, and that only the federal government has regulatory power over nuclear issues. The legal issues in the case are obscure: whereas the Supreme Court has ruled that states do have some regulatory authority over nuclear power, legal scholars say that Vermont case will offer a precedent-setting test of how far those powers extend. Certainly, there are valid concerns about the patchwork regulations that could result if every state sets its own rules. But had Entergy kept its word, that debate would be beside the point.

The company seems to have concluded that its reputation in Vermont is already so damaged that it has noting left to lose by going to war with the state. But there should be consequences. Permission to run a nuclear plant is a public trust. Entergy runs 11 other reactors in the United States, including Pilgrim Nuclear station in Plymouth. Pledging to run Pilgrim safely, the company has applied for federal permission to keep it open for another 20 years. But as the Nuclear Regulatory Commission (NRC) reviews the company’s application, it should keep in mind what promises from Entergy are worth.

According to Paragraph 4, Entergy seems to have problems with its()

A. managerial practices

B. technical innovativeness

C. financial goals

D.business vision