- 阅读理解B
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： Srini Pillay says that - A 、in uncertain situations, you make reactions based on the sense of pessimism
- B 、companies should get rid of deadlines
- C 、firms help employees keep the creative part of the brain active
- D 、when making decisions, you should have a good capacity to look at a problem through other people's eyes
- E 、what happens when executives are making decisions
- 、a deadline increases your stress of finding ways of solving the problems
- 、feelings of uncertainty activates brain centers associated with anxiety and disgust
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参考答案【正确答案：A】
文章在第七段第二次出现SriniPillay并含有其观点和看法。该段第一句提到西里尼．皮拉伊援引了一项研究，并指出该研究的发现。紧接着就是西里尼·皮拉伊的观点，即“在不确定的时刻，你会在那种无望感的驱使下行动”。所以A项中的In uncertain situations，make reactions，based on the sense of pessimism是文中in times of uncertainty，acting，out of that sense of doom and gloom的同义复现。所以A项为正确选项。G项是文中a study的同位语中的宾语成分，是对研究内容的具体阐述，并非是SriniPillay的直接表达，故排除。
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- C 、firms help employees keep the creative part of the brain active
- D 、when making decisions, you should have a good capacity to look at a problem through other people's eyes
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- 、a deadline increases your stress of finding ways of solving the problems
- 、feelings of uncertainty activates brain centers associated with anxiety and disgust
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