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  3. What makes a group intelligent? You might think a group’s IQ would be simply the average intelligence of the group’s members, or

What makes a group intelligent? You might think a group’s IQ would be simply the average intelligence of the group’s members, or

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问题     What makes a group intelligent? You might think a group’s IQ would be simply the average intelligence of the group’s members, or perhaps the intelligence of the team’s smartest participant. But researchers who study groups have found that this isn’t so.
    Rather, a group’s intelligence emerges from the interactions that go on within the group. A team’s intelligence can be measured, and like an individual’s IQ score, it can accurately predict the team’s performance on a wide variety of tasks. And just as an individual’s intelligence is expandable, a group’s intelligence can also be increased. Here are five suggestions on how to guide the development of smart teams:
    Choose team members carefully. The smartest groups are composed of people who are good at reading one another’s social cues, according to a study led by Carnegie Mellon University professor Anita Williams Woolley and published in the journal Science.
    Talk about the " how". Many members of teams don’t like to spend time talking about " process" , preferring to get right down to work—but Woolley notes that groups who take the time to discuss how they will work together are ultimately more efficient and effective.
    Share the floor. In the most intelligent teams, found Woolley, members take turns speaking. Participants who dominate the discussion or who hang back and don’t say much bring down the intelligence of the group. Alex Sandy Pentland, an MIT professor who studies group dynamics, has found that in smart teams, members connect directly with one another—not just with the team leader—and they’re constantly engaging in "back channel" or side conversations that supplement the main discussion.
    Boost informal social connections among members. The smartest teams spend a lot of time communicating outside of formal meetings, says Pentland. He tells of a call center where team members’ coffee breaks were staggered across the workday. Changing the schedule so that all members had a coffee break at the same time led them to do their work more efficiently and feel more satisfied with their jobs.
    Be open to external influences. In the most successful groups, Pentland discovered, team members regularly take off on their own to explore and discover. They then bring that information back to the group, stimulate the group’s work with fresh insights from the world outside the conference room.
What can be inferred from the case of a call center told by Pentland?
选项 A、Coffee breaks should be guaranteed to team members across the workday.
B、Informal social contacts among members establish more efficient work.
C、Team leaders’ informal meetings with members should be cancelled.
D、Coffee breaks make members more efficient and satisfied with their jobs.
答案B
解析 推理判断题。本题考查朋特兰德提及呼叫中心这一案例的意义。由定位句可知，在呼叫中心修改了时间表，让所有员工的喝咖啡休息时间都在同一个点上之后，员工们工作起来更有效率，并且对自己的工作感到更满意。B)中的informal social contacts among members是对应第六段首句提出的观点，establish more efficient work对应第六段末句中的work more efficiently，故为答案。A)“团队成员在工作日应该享有咖啡休息时间”和C)“团队领导者与成员之间的非正式会议应该取消”，都不是朋特兰德提及呼叫中心这一案例的用意，故排除；D)“咖啡休息时间使成员工作更高效、对工作更满意”是对定位句的过度推断，在呼叫中心的咖啡休息时间错开的时候，员工工作并没有更高效，而休息时间在同一个点，即成员之间有机会进行私下沟通时，他们工作才更高效，所以这是团队成员私下沟通而非咖啡休息时间的作用，故排除。
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