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题干：Takemuchofwhatyouknowabouthowthebestexecutivesmakedecisions.Now,forgetit.Forinstance,weall"know"thattightdeadlinesleadtoinspiration.Excepttheyoftendon't.Instead,theytypicallyarecounterproductive—makingpeoplelesscreativepreciselywhentheyneedtobe.Ormostofusassumethatwhenwetrytosolveproblems,we'redrawingonthelogicalpartsofourbrains.But,infact,greatstrategistsseemtodrawontheemotionalandintuitivepartsoftheirbrainmuchmore.Here'sacloserlookatsomeofthediscoveriesresearchershavemade.Wantinnovation?Bewaryofdeadlines.Weoftenthinkadeadlinecanhelpusshakeoffinertiaandfocusongettingajobdone.Butthebrainresearchsuggestspreciselytheoppositeistrue.Adeadline,instead,moreoftenlimitsourthinkingandcanleadtomuchworsedecisionmaking.RichardBoyatzisisaprofessorinCaseWesternReserveUniversity.He—alongwithothers—hasfoundthatatightdeadlineincreasespeople'surgencyandstresslevels."Theresearchshowsusthatthemorestressfuladeadlineis,thelessopenyouaretootherwaysofapproachingtheproblem,''hesays."Theverymomentswheninorganizationswewantpeopletothinkoutsidethebox,theycan'tevenseethebox."Doesthatmeancompaniesshouldgetridofdeadlines?Inmostcases,that'snotrealistic.SoSriniPillay,anassistantclinicalprofessoratHarvardMedicalSchool,suggeststhatcompanieshelpemployeesreducestressandaccessthecreativepartsofthebrainevenwhenthey'reunderpressure.Bigunknownsleadtobadchoices.Thetickingclockofadeadlineisn'ttheonlykindofpressurethatmakesforbaddecisions.Sodoesuncertainty,suchasfeelingthatyourjoboryourcompany'sfutureisunderthreat.SriniPillaycitesastudythatdiscoveredthatfeelingsofuncertaintyactivatedbraincentersassociatedwithanxietyanddisgust,andthatsuchconcernsnaturallyleadtocertainkindsofdecisions."Intimesofuncertainty,"hesays,"youstartactingoutofthatsenseofdoomandgloom."Goodthinkerslookpastfacts.Everybodyisawareofthereveredimageofthehardheadeddecisionmaker,whogoesaftercoldfacts.Butresearchersarefindingthetruthismuchmorecomplex:Thebestleadersseemtoleanontheiremotionsmuchmorethanlogic.RoderickGilkey,aprofessorofmanagementatEmoryUniversity,conductedastudywithcolleaguestolookatwhathappenswhenexecutivesaremakingstrategicdecisions.Forexample,agoodstrategicthinkerwouldpayattentiontoemotionalreactionandthinkthroughthefull,long-termimpactofthecutsonthingslikeemployeemorale,retentionandproductivity.Theresultmightbeadifferentwayofimprovingprofitability."Whenyou'remakingadecisioninanorganization,youalsoneedtothinkaboutpeopleandtheirreactions,"saysDavidRock,directoroftheresearchorganizationNeuroLeadershipInstitute."Alotofthestrategiesthatgowrongarebecausemanagershaven'tthoughtthroughwhathappenswhenthishitspeople."
题目：
Roderick Gilkey wants to observe that
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