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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.
To ensure fairness to reporters, it is important to set up a system for stories to______.
选项
答案be proposed and reviewed
解析 此题是针对文章所阐述的第二个情境提出的，当你最不喜欢的记者提出了一个愚蠢的新闻报道的想法时，你该怎样适当地解决呢?文章倒数第二段首句提出有两个步骤是必要的。第一，你需要一个机制来进行申报新闻故事和评估申报，此处将原文的for how stories are proposed and reviewed转化成题干及答案的for stories to be proposed and reviewed。
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