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  3. How good are you at saying "no"? For many, it’s surprisingly difficult. This is especially true of editors, who by nature tend t

How good are you at saying "no"? For many, it’s surprisingly difficult. This is especially true of editors, who by nature tend t

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问题     How good are you at saying "no"? For many, it’s surprisingly difficult. This is especially true of editors, who by nature tend to be eager and engaged participants in everything they do. Consider these scenarios:
    It’s late in the day. That front-page package you’ve been working on is nearly complete; one last edit and it’s finished. Enter the executive editor, who makes a suggestion requiring a more-than-modest rearrangement of the design and the addition of an information box. You want to scream: " No \ It’s done!" What do you do?
    The first rule of saying no to the boss is don’t say no. She probably has something in mind when she makes suggestions, and it’s up to you to find out what. The second rule is don’t raise the stakes by challenging her authority. That issue is already decided. The third rule is to be ready to cite options and consequences. The boss’s suggestions might be appropriate, but there are always consequences. She might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell her she can have what she wants, but explain the consequences. Understand what she’s trying to accomplish and propose a Plan B that will make it happen without destroying what you’ve done so far.
    Here’s another case. Your least-favorite reporter suggests a dumb story idea. This one should be easy, but it’s not. If you say no, even politely, you risk inhibiting further ideas, not just from that reporter, but from others who heard that you turned down the idea. This scenario is common in newsrooms that lack a systematic way to filter story suggestions.
    Two steps are necessary. First, you need a system for how stories are proposed and reviewed. Reporters can tolerate rejection of their ideas if they believe they were given a fair hearing. Your gut reaction (本能反应) and dismissive rejection, even of a worthless idea, might not qualify as systematic or fair.
    Second, the people you work with need to negotiate a "What if . . . ?" agreement covering "What if my idea is turned down?" How are people expected to react? Is there an appeal process? Can they refine the idea and resubmit it? By anticipating "What if. . . ?" situations before they happen, you can reach understanding that will help ease you out of confrontations.
The author’s second warning is that we should avoid running a greater risk by______.
选项
答案challenging our boss’authority
解析 文章提出我们不应该冒险挑战老板的权威，题干中的running a greater risk与原文中的raise the stakes属于同义转述，所以by后面的内容就是答案。
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