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  3. Read the article below about changing attitudes to creativity in the workplace, and the questions on the opposite page. For each

Read the article below about changing attitudes to creativity in the workplace, and the questions on the opposite page. For each

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问题 Read the article below about changing attitudes to creativity in the workplace, and the questions on the opposite page.
For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet.
                CREATIVITY IN THE WORKPLACE
Nowadays, many UK companies are striving to be more creative. But according to a recent survey of senior managers, the lack of a can-do mentality amongst employees and an aversion to risk is hindering British business. Many think there is too much focus on delivering results quickly, which leaves insufficient time to think creatively. Some complain that a lack of coherent vision on creativity prevents their organisation from being more innovative.
    Yet while senior managers may regret the lack of creativity, they must take much of the blame for creating the situation. Until recently, successive generations of management ignored innovative ideas from employees. Indeed, new ways of thinking were often regarded as an unwanted distraction, and original thinkers received little support. Despite the fact that many organisations are now taking steps to reorient the business culture to promote creativity, it is not surprising, given this background, that a creative environment is hard to establish.
    Another related issue is raised by Katrina Murray, a partner in a management consultancy: ’While many senior managers still complain about the lack of support for creativity in their organisations, they also fail to appreciate the contribution that they themselves can make. In some companies, there is a perception that only managers at board level can influence the company culture.’ Murray feels that such organisations are unlikely to change. For her, ’creative organisations are made up of individuals who believe they can dictate their own future. Companies need to be able to spot these individuals and gently encourage them to lead the way’
    It is also necessary for senior managers to reexamine their role. According to Alex Sadowski, an American professor of management science, ’promoting creativity means re-evaluating most of what we know about management. It means organisations must be prepared to invest in ideas without being sure of the return on that investment.’ Katrina Murray agrees with this view. ’Businesses are expert at the measured approach, which involves analysis and risk avoidance. But there is another approach, which involves intuition and not always looking at the bottom line. What is hard is establishing a working environment in which both these approaches can function simultaneously.’
    Nevertheless, there are some pleasing indicators of progress in this area. Many of the senior managers interviewed in the survey say their organisations have adopted a number of strategies to encourage individuals to channel their creativity. Among these are giving open and honest feedback, allowing employees the freedom to measure their performance against more flexible goals, and higher toleration levels of failure. Senior managers also recognise that the way an organisation is led and managed is critical to building a creative environment and that they themselves have an important role to play.
    But there are some experts who believe an even more fundamental change is needed. Tom Robertson, a professor of creative education, believes that the lack of creativity in companies is a problem that originated in schools and universities. The solution, he says, lies in more enlightened educational policies. ’There are already signs of this, but creativity is still concentrated in certain sectors, such as pharmaceuticals, advertising and the media. These sectors have always valued creativity, but the real challenge will be to shift some of these sectors’ practices into more traditional manufacturing and service companies.’
Many senior managers feel that organisations have difficulties innovating because of
选项 A、a poor level of skills among employees.
B、an emphasis on rapid achievement.
C、an increased risk associated with change.
D、an insistence on a standard company philosophy.
答案B
解析
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