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  3. About 20 years ago I was leading a brainstorming session in one of my MBA classes, and it was like wading through oatmeal. We we

About 20 years ago I was leading a brainstorming session in one of my MBA classes, and it was like wading through oatmeal. We we

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问题     About 20 years ago I was leading a brainstorming session in one of my MBA classes, and it was like wading through oatmeal. We were talking about something that many organizations struggle with; how to build a culture of equality in a male-dominated environment. Though it was an issue the students cared about, they clearly felt uninspired by the ideas they were generating. After a lot of discussion, the energy level in the room was approaching nil. Glancing at the clock, I resolved to at least give us a starting point for the next session.
    "Everyone," I improvised, "let’s forget about finding answers for today and just come up with some new questions we could be asking about this problem. Let’s see how many we can write down in the time we have left. " The students dutifully started to throw out questions, and I scribbled them on a chalkboard, redirecting anybody who started to suggest an answer. To my surprise, the room was quickly energized. At the end of the session, people left talking excitedly about a few of the questions that had emerged—those that challenged basic assumptions we had been making. For instance; Were there grassroots efforts we could support, rather than handing down rules from the top? And; What could we learn from pockets within our own organization that had achieved equality, instead of automatically looking elsewhere for best practices? Suddenly, there was much more to discuss, because we had opened up unexpected pathways to potential solutions.
    Brainstorming for questions, not answers, wasn’t something I’d tried before. It just occurred to me in that moment, probably because I had recently been reading sociologist Parker Palmer’s early work about creative discovery through open, honest inquiry. But this technique worked so well with the students that I began experimenting with it in consulting engagements, and eventually it evolved into a methodology that I continue to refine. By now I’ve used it with hundreds of clients, including global teams at Chanel, Danone, Disney, EY, Fidelity, Genentech, Salesforce, and dozens of other companies; nonprofit organizations; and individual leaders I’ve coached.
    Underlying the approach is a broader recognition that fresh questions often beget novel—even transformative—insights. Consider this example from the field of psychology: Before 1998 virtually all well-trained psychologists focused on attacking the roots of mental disorders and deficits, on the assumption that well-being came down to the absence of those negative conditions. But then Martin Seligman became president of the American Psychological Association, and he reframed things for his colleagues. What if, he asked in a speech at the APA’s annual meeting, well-being is just as driven by the presence of certain positive conditions—keys to flourishing that could be recognized, measured, and cultivated? With that question, the positive psychology movement was born.
What probably enlightened the author to the new method to brainstorm?
选项 A、The work of Martin Seligman.
B、The work of Parker Palmer.
C、The methodology he came up with.
D、The experience he had with dozens of companies.
答案B
解析 推理判断题。根据题干的提示，可以定位到第三段第二句：“当时我突然想到这样做，也许是因为那时正在读社会学家帕克-帕尔默的早期著作……”。选项[A]中提到的名字Martin Seligman出现在第四段，跟本题无关；[C]“他提出的方法论”是他提出新方法之后形成的，因果颠倒，错误；[D]“他和一些公司做的实验”也偏离题意。因此答案为[B]。
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