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  3. Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute

Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute

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问题     Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute to others without seeking anything in return. They might offer assistance, share knowledge, or make valuable introductions. When they act like takers, they try to get other people to serve their ends while carefully guarding their own expertise and time.
    Organizations have a strong interest in fostering giving behavior. A willingness to help others achieve their goals lies at the heart of effective collaboration, innovation, quality improvement, and service excellence. In workplaces where such behavior becomes the norm, the benefits multiply quickly.
    But even as leaders recognize the importance of generous behavior and call for more of it, workers receive mixed messages about the advisability of acting in the interests of others. As a matter of fact, various situations put employees against one another, encouraging them to undercut rather than support their colleagues’ efforts. Even without a dog-eat-dog scoring system, strict delineation of responsibilities and a focus on individual performance metrics can cause a "not my job" mentality to take hold.
    As employees look around their organizations for models of success, they encounter further reasons to be wary of generosity. A study by the Stanford professor Frank Flynn highlighted this problem. When he examined patterns of favor exchange among the engineers in one company, he found that the least-productive engineers were givers—workers who had done many more favors for others than they’d received. I made a similar discovery in a study of salespeople: The ones who generated the least revenue reported a particularly strong concern for helping others.
    This creates a challenge for managers. Can they promote generosity without cutting into productivity and undermining fairness? How can they avoid creating situations where already-generous people give away too much of their attention while selfish coworkers feel they have even more license to take? How, in short, can they protect good people from being treated like doormats?
    Part of the solution must involve targeting the takers in the organization—providing incentives for them to collaborate and establishing repercussions for refusing reasonable requests. But even more important, my research suggests, is helping the givers act on their generous impulses more productively. The key is for employees to gain a more subtle understanding of what generosity is and is not. Givers are better positioned to succeed when they distinguish generosity from three other attributes—timidity, availability, and empathy—that tend to travel with it.
We know from Paragraph 3 that
选项 A、leaders fail to appreciate the value of giving behavior.
B、workers are encouraged to provide mutual support.
C、many working environment discourages generosity.
D、employees are told to mind their own businesses only.
答案C
解析 首先要关注第三段开头的转折词But，说明接下来的内容与第二段意思相反或相对。该段第二句以As a matter of fact(事实上)引出解答该题的关键句。various situations公司的各种情况，即工作环境影响员工为他人付出的积极性，故答案为C项。从第三段首句可知公司领导者意识到了付出行为的重要性，甚至还号召大家为他人付出更多。所以A项错误。从第二句encouraging them to undercut rather than support．．．可知员工实际上没有被鼓励相互扶持，而是被迫相互倾轧，故B项也不对。从本段最后一句可知not my job是可能会导致的一种心态，而非公司本意，D项are told错误。
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