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  3. Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the Northern Line, o

Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the Northern Line, o

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问题     Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the Northern Line, or New Yorkers for tourists who walk too slowly: the dislike is real, yet if the despised thing were to vanish, it’d be like surrendering a piece of your soul.
    When researchers probed into why people put up with the strain that meetings place on their time and sanity, they found something surprising—those who resent and dread meetings the most also defend them as a "necessary evil" , sometimes with great passion. True, research suggests that meetings take up vastly more of the average manager’s time than they used to. True, done badly, they’re associated with lower levels of innovation and employee wellbeing (幸福). But that’s just office life, right? It’s not supposed to be fun. That’s why they call it work.
    Underlying (引起) this attitude is an assumption that’s drummed into us not just as workers but as children, parents and romantic partners: that more communication is always a good thing. So suggestions abound for (大量存在) communicating better in meetings—for example, hold them standing up, so speakers will come to the point more quickly. But even when some companies consider abolishing meetings entirely, the principle that more communication is better isn’t questioned. If anything, it’s reinforced when such firms introduce "flat" management structures, with bosses always available to everyone, plus plenty of electronic distraction. In fact, constant connectivity is disastrous for both job satisfaction and the bottom line.
    And anyway, once you give it three seconds’ thought, isn’t it clear that more communication frequently isn’t a good thing? Often, the difference between a successful marriage and a second-rate one consists of leaving about three or four things a day unsaid. At work, it’s surely many more than four, though for a different reason: office communication comes at the cost of precisely the kind of focus that’s essential to good work. Yet we’re so accustomed to seeing talking as a source of solutions—for resolving conflicts or finding new ideas—that it’s hard to see when it is the problem.
What does the author think of the "flat" management structure?
选项 A、It forces bosses to frequently contact their employees.
B、It helps to soften employees’ bottom line of work.
C、It is definitely a disaster to employees’ job satisfaction.
D、It strengthens people’s deeply-rooted notion of communication.
答案D
解析 事实细节题。定位句提到，当这些公司引入“扁平式”管理结构时，沟通越多越好这一原则还会得到加强，故答案为D)。A)“迫使老板经常联系员工”，定位句明确提到每个人都可以随时找到老板，但并非老板主动联系员工，故排除；B)“帮助软化员工的工作底线”，该段末句提到保持联系对工作满意度和盈亏底线来说都是灾难性的，并没有直接提及“扁平”的管理结构对底线的影响，故排除；C)“毫无疑问，对工作满意度而言是灾难性的”属于绝对表述，可以排除。
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