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  3. "If you had to identify, in one word, the reason the human race has not achieved, and never will achieve, its full potential, th

"If you had to identify, in one word, the reason the human race has not achieved, and never will achieve, its full potential, th

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问题     "If you had to identify, in one word, the reason the human race has not achieved, and never will achieve, its full potential, that word would be meetings." Thus spoke humorist Dave Barry, and many of us would agree. But it doesn’t have to be this way. Some tips for having a good one:
    Start and end strongly. Running a productive meeting isn’t rocket science. As Denver-based consultant Teri Schwartz notes, much of it boils down to opening and conducting every meeting with a purpose and closing it with a plan for "going forward." Problems arise when people forget this. "It’s like flying a plane," says Schwartz. "Most crashes happen at takeoff and landing."
    Pick a leader. Four years ago, Cleveland’s KeyCorp Bank adopted a new principle: Always assign someone to lead. "The worst thing you can do is go into a meeting with no one in charge," says the bank’s senior EVP and chief risk officer, Charles Hyle. "It turns into a shouting match."
    Think small. Be realistic about what you can accomplish. "You can’t solve world hunger in an hour," Schwartz says. By the same token, keep the number of attendees manageable to stimulate discussion. "When you have too many people in the room," says Hyle, "everyone clams up as if their mouths were sealed."
    Direct, don’t dominate. "People hate it when they can’t get their work done because they have to go to somebody else’s meeting," says Columbia Business School professor Michael Feiner. So encourage others to speak up and get involved, especially junior staffers. "They need to believe it’s not his meeting or her meeting, but ’our’ meeting," Feiner says.
    Lay down the rules of engagement. Everyone should understand who will take notes and how decisions will be made. Remember that consensus is typically a bad thing. "It means there isn’t enough dialogue or debate," says Feiner, "and that’s the lifeblood of any innovative organization." Jon Petz, the author of Boring Meetings Suck, suggests assigning follow-up tasks during the final five to ten minutes, then repeating them later in a group e-mail so that there’s no confusion.
Which of the following statements would Michael Feiner agree with?
选项 A、Consensus may go against creativity.
B、Consensus lays the foundation for success.
C、Consensus is essential to decision-making.
D、Consensus requires sacrifice of individual interests.
答案A
解析 第六段Michael Feiner认为达成一致通常不是一件好事。因为“这意味着没有足够的对话或争论，而对话和争论才是创新组织的源泉”。所以他认为一致意见不利于创新。
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