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  3. "THE SERVANT"(1963)is one of those films that it is impossible to forget. The servant exploits his master’s weaknesses until he

"THE SERVANT"(1963)is one of those films that it is impossible to forget. The servant exploits his master’s weaknesses until he

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问题    "THE SERVANT"(1963)is one of those films that it is impossible to forget. The servant exploits his master’s weaknesses until he turns the tables: the story ends with the a cringing master ministering to a lordly servant. It is hard to watch it today without thinking of another awkward relationship—the one between business folk and their smartphones.
   Smart devices are sometimes empowering. They put a world of information at our fingertips. But for most people the servant has become the master. Not long ago only doctors were on call all the time. Now everybody is. Bosses think nothing of invading their employees’ free time. Work invades the home far more than domestic chores invade the office.
   Hyperconnectivity exaggerates the decline of certainty and the general cult of flexibility. Smartphones make it easier for managers to change their minds at the last moment. Employees find it ever harder to distinguish between "on-time" and "off-time"—and indeed between real work and make-work. None of this is good for businesspeople’ s marriages or mental health. It may be bad for business, too. When bosses change their minds at the last minute, it is hard to plan for the future.
   How can we reap the benefits of connectivity without becoming its slaves? One solution is digital dieting. Banning browsing before breakfast can reintroduce a small amount of civilization. Banning texting at weekends or, say, on Thursdays, can really show the iPhone who is boss.
   The problem with this approach is that it works only if you live on a desert island or at the bottom of a lake. Leslie Perlow of Harvard Business School argues that for most people the only way to break the 24/7 habit is to act collectively rather than individually. One of the world’s most hard-working organisations, the Boston Consulting Group, introduced rules about when people were expected to be offline, and encouraged them to work together to make this possible. Eventually it forced people to work more productively while reducing burnout.
   Ms Perlow’s advice should be taken seriously. The problem of hyperconnectivity will only get worse, as smartphones become smarter and young digital natives take over the workforce. But ultimately it is up to companies to outsmart the smartphones by insisting that everyone turn them off from time to time.
The example of Boston Consulting Group is used to illustrate that
选项 A、its employees work hard.
B、to break the 24/7 habit needs to act collectively.
C、people work more productively if their burnout is reduced.
D、making a rule helps employees work productively.
答案B
解析 细节题。根据题干关键词定位到第五段。该段先指出数字节食的方法并不实用，接着介 绍了珀洛的观点“对多数人而言，打破全天待命工作状态的习惯需要大家的共同努力而不是单 独行动”，接着举了Boston Consulting Group的例子。因此举例是为了验证上述观点，B项正确。 A项和C项都属于例子的内容，不能体现例子的作用。D项属于过度推断，无根据。
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