託福綜合寫作是要求考生根據一段閱讀材料和一段聽力材料來寫的。下面是小編整理的託福TOP2綜合寫作範文及材料，希望能幫到大家!
The lecturer talks about research conducted by a firm that used the group system to handle their work. He says that the theory stated in the passage was very different and somewhat inaccurate when compared to what happened in reality.
First, some members got free rides. That is, some didn’t work hard but got recognition for the success nonetheless. This also indicates that people who worked hard were not given recognition they should have gotten. In other words, they weren’t given the opportunity to “shine”. This directly contradicts what the passage indicates.
Second, groups were slow in progress. The passage says that groups are more responsive than individuals because of the number of people involved and their aggregated resources. However, the speaker talks about how the firm found out that groups were slower than individuals in decision making. Groups needed more time for meetings, which are necessary procedures in decision making. This was another place where experience contradicted theory.
Third, influential people might emerge and lead the group towards glory or failure. If the influent people are going in the right direction there would be no problem. But in cases where they go in the wrong direction, there is nobody that has enough influence to counter the decision made. In other words, the group might turn into a dictatorship, with the influential party as the leader, and might become less flexible in its thinking. They might become one-sided, and thus fail to succeed.
Rating annotation：
Once you can read past what seem to be the results of poor typing, this Benchmark 5 does an excellent job of presenting the points about the contribution and recognition of group members as well as about speed of group decisions. The final paragraph contains one noticeable error (“influent”), which is then used correctly two sentences later (“influential”). Overall, this is a successful response and scored within (though perhaps not at the top of) the 5 level.
閱讀材料：In many organizations, perhaps the best way to approach certain new projects is to assemble a group of people into a team. Having a team of people attack a project offers several advantages.
在很多機構裏，恰當完成一個新項目的最好方法可能是把一組人組織成一個團隊。一個團隊來完成一個項目有幾個優勢。
First of all, a group of people has a wider range of knowledge, expertise, and skills than any single individual is likely to possess. Also, because of the numbers of people involved and the greater resources they possess, a group can work more quickly in response to the task assigned to it and can come up with highly creative solutions to problems and issues.
首先，一組人員意味着有比任何一個個體擁有更爲廣泛的知識、技能以及技巧。同時，因爲有更多數量人員的介入和更多資源的佔有，團隊工作可以以更快的速度對任務作出反應。同時，也能創造性地解決遇到的問題和爭議。
Sometimes these creative solutions come about because a group is more likely to make risky decisions that an individual might not undertake. This is because the group spreads responsibility for a decision to all the members and thus no single individual can be held accountable if the decision turns out to be wrong.
由於在團隊工作中個體無需承擔風險，所以會傾向於作出冒險的決定。這就導致了團隊工作有時候可以創造性地解決問題。這是因爲團隊把團隊決策的責任分攤給所有的成員了，這樣的話，即使決策最後證明是錯的，也不會有任何個體需要對此負責。
Taking part in a group process can be very rewarding for members of the team. Team members who have a voice in making a decision will no doubt feel better about carrying out the work that is entailed by the decision than they might doing work that is imposed on them by others. Also, the individual team member has a much better chance to “shine”, to get his or her contributions and ideas not only recognized but recognized as highly significant, because a team's overall results can be more far-reaching and have greater impact than what might have otherwise been possible for the person to accomplish or contribute working alone.
加入一個團隊對於個體成員來說是一個非常榮耀的。對於那些能夠影響決策的成員來說，毫無疑問，他們在團隊行爲中得來的決策快感要優於他們被動地接受別人指派任務時候的感受。同時，團隊中的個人有更多“閃耀”的機會，這些機會的實現是由於他們對團隊的貢獻不但被認可，而且是高度低認可。這種高度的認可是因爲團隊的成就和影響力是要要高於個體。團隊可以實現個體所不完成的任務，達到個體所不能達到的高度。
聽力材料Now I want to tell you about what one company found when it decided that it would turn over some of its new projects to teams of people, and make the team responsible for planning the projects and getting the work done. After about six months, the company took a look at how well the teams performed.
現在我要給大家講講在一個公司考慮以團隊工作的形式進行項目時候的發現吧。這幾個項目是以團隊的形式負責和完成的。六個月之後，公司來驗收項目進行的如何。
On virtually every team, some members got almost a “free ride” . . . they didn't contribute much at all, but if their team did a good job, they nevertheless benefited from the recognition the team got. And what about group members who worked especially well and who provided a lot of insight on problems and issues? Well . . . the recognition for a job well done went to the group as a whole, no names were named. So it won't surprise you to learn that when the real contributors were asked how they felt about the group process, their attitude was just the opposite of what the reading predicts.
實際上，在每個團隊都會有一些成員選擇“搭便車”。這些成員並沒有對團隊的工作有任何貢獻，但是如果整個團隊很好地完成了任務，他們也會從團隊所獲得的認可中獲利。那麼對於那些在團隊中努力工作，爲團隊所面臨的問題和正義提供很多簡介的人呢?沒有人知道他們的名字。當這些真正的貢獻者被問及團隊工作的感受是，他們的態度則是和閱讀部分所預計的相反的。你應該不會對這樣的態度感到意外的。
Another finding was that some projects just didn't move very quickly. Why? Because it took so long to reach consensus; it took many, many meetings to build the agreement among group members about how they would move the project along.
另一個發現就是，一些項目進行的`速度不是很快。爲什麼呢?這是因爲團隊需要很長的時間達成一致意見，他們需要開很多會才能在成員之間對於如何進行項目達成共識。
On the other hand, there were other instances where one or two people managed to become very influential over what their group did. Sometimes when those influencers said “That will never work” about an idea the group was developing, the idea was quickly dropped instead of being further discussed. And then there was another occasion when a couple influencers convinced the group that a plan of theirs was “highly creative.” And even though some members tried to warn the rest of the group that the project was moving in directions that might not work, they were basically ignored by other group members. Can you guess the ending to this story? When the project failed, the blame was placed on all the members of the group.
在另一方面，有些證據表明在團隊中會有一到兩個人會對整個團隊非常有影響力。有時候，當他們對團隊中正在運行的想法說了一句“這是行不通”的時候，這個想法就會在沒有進行深入談討論之前就被放棄了。同時，還會存在這樣一種情況：這些有影響力的人篤定他們相處的方法是“非常有創造性的”。這時候，即便有些成員會試圖提醒其他成員項目現在正在沿着一個錯誤的方向進行，甚至有可能失敗的。但是他們的聲音會被其他的成員所忽略。你能猜到這個故事的結局嗎?結局就是，當這個項目失敗的時候，責備會被所有團隊成員一同承擔。
