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  3. Ten years ago, I got a call from a reporter at a big-city daily paper. "I’m writing a story on communication skills," she said.

Ten years ago, I got a call from a reporter at a big-city daily paper. "I’m writing a story on communication skills," she said.

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问题     Ten years ago, I got a call from a reporter at a big-city daily paper. "I’m writing a story on communication skills," she said. "Are communication skills important in business?" I assumed I had misheard her question, and after she repeated it for me I still didn’t know how to respond. Are communication skills important? "Er, they are very important," I managed to squeak out. My brain said: Are breathing skills important? The reporter explained: "The people I’ve spoken with so far have been mixed on the subject."
    Ten years ago, we were trapped even deeper in the Age of Left-Brain Business. We were way into Six Sigma and Iso 9000 and spreadsheets and regulations and policies. We thought we could line-item budget our way to greatness, create shareholder value by tracking our employees’ every keystroke, and employ a dress-code policy to win in the marketplace. And lots of us believed that order and uniformity could save the world—the business world, anyway. We had to go pretty far down that path before we caught onto the limits of process, technology, and linear thinking.
    The right brain is coming back into style in the business world, and not a moment too soon. Smart salespeople say, "We’ve got compelling story that accords with our customer’s values and history." Strong leaders say, "We’re creating a context for our team members that weaves their passions into ours." Consultants get big money for providing perspective on the "user experience." That’s not a linear, analytical process. These days, we’re talking about emotion again, and context and meaning. Thank goodness we are. I was about to choke on the death-by-spreadsheet diet, and I wasn’t the only one.
    Job seekers get great jobs today by avoiding the Black Hole of Keyword-Searching and going straight to a human decision-maker to share a story that links the job seeker’s powerful history with the decisionmaker’s present pain. Leadership teams spend their off-site weekends talking about not the next 400 strategic initiatives on somebody’s list but rather a story-type road map to keep the troops philosophically on board while they take the next hill.
    The right brain’s return is coming just at the right time, when employees are sick of not only their jobs but also the cynical, hypocritical, and obsessively left-brain behaviors they see all around them in corporate life. Smart employers will grab this opportunity to lose the three-inch-thick policy manuals and enforcement mentality. There’s no leverage in those, no spark, and no aha. We’ve seen where the left-brain mentality has gotten us: to the land of spreadsheets, with PowerPoints and burned-out shells where our workforce used to be.
Under the influence of right-brain thinking, the leadership strives to ________.
选项 A、inspire the passions of their team members
B、make more practical strategic initiatives
C、create a more favorable working environment
D、adopt an enforcement mentality for management
答案C
解析 根据题干中的关键词right-brain thinking和leadership可定位到第三段。该段开始讲述“右脑思维”，其中第三句直接引用了有影响力的领导(Strong leaders)的话，本题答案可以从该话语中去寻找。第三句中的context为关键词，该词表示某事物产生的或应考虑到的环境、背景，由此可见，领导们旨在给员工创造更好的环境。C项符合文意，故正确。文中第三句提到要把员工们的激情与领导层们的融合在一起(weaves their passions into ours)，没有提到激发激情，故不选A项。由第四段第二句可知，右脑思维回归后，他们不再讨论战略性举措而是讨论故事型的路线图(talking about not the…strategic initiatives…but rather…)，故B项也不对。enforcement mentality在第五段第二句提到，但该句是说聪明的老板会丢掉强制心态，D项与文意相反，故不正确。
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