- 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 suggests 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：C】
根据题干关键词SriniPillay和suggests定位在文章第五段。该段的前两句自问自答，得出结论——公司取消最后期限是不现实的，故B项表述错误，为干扰项。该段接着指出哈佛医学院助理临床教授西里尼·皮拉伊的观点，他“建议公司帮助员工减压，使他们即使在重压之下仍能‘访问’大脑的创意区”。所以C项“公司帮助员工使大脑中的创造力区域保持活跃”是文中观点的同义转换，故C项为正确选项。
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