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  3. Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute

Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute

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问题     Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute to others without seeking anything in return. They might offer assistance, share knowledge, or make valuable introductions. When they act like takers, they try to get other people to serve their ends while carefully guarding their own expertise and time.
    Organizations have a strong interest in fostering giving behavior. A willingness to help others achieve their goals lies at the heart of effective collaboration, innovation, quality improvement, and service excellence. In workplaces where such behavior becomes the norm, the benefits multiply quickly.
    But even as leaders recognize the importance of generous behavior and call for more of it, workers receive mixed messages about the advisability of acting in the interests of others. As a matter of fact, various situations put employees against one another, encouraging them to undercut rather than support their colleagues’ efforts. Even without a dog-eat-dog scoring system, strict delineation of responsibilities and a focus on individual performance metrics can cause a "not my job" mentality to take hold.
    As employees look around their organizations for models of success, they encounter further reasons to be wary of generosity. A study by the Stanford professor Frank Flynn highlighted this problem. When he examined patterns of favor exchange among the engineers in one company, he found that the least-productive engineers were givers—workers who had done many more favors for others than they’d received. I made a similar discovery in a study of salespeople: The ones who generated the least revenue reported a particularly strong concern for helping others.
    This creates a challenge for managers. Can they promote generosity without cutting into productivity and undermining fairness? How can they avoid creating situations where already-generous people give away too much of their attention while selfish coworkers feel they have even more license to take? How, in short, can they protect good people from being treated like doormats?
    Part of the solution must involve targeting the takers in the organization—providing incentives for them to collaborate and establishing repercussions for refusing reasonable requests. But even more important, my research suggests, is helping the givers act on their generous impulses more productively. The key is for employees to gain a more subtle understanding of what generosity is and is not. Givers are better positioned to succeed when they distinguish generosity from three other attributes—timidity, availability, and empathy—that tend to travel with it.
In the author’s view, the most important way to solve the problem under discussion is to
选项 A、take some measures to make takers be more collaborative.
B、reasonably refuse or turn down some requests of the takers.
C、ask the givers to get rid of being timid, available as well as sympathetic.
D、make the concept of generosity well understood and practised by employees.
答案D
解析 最后一段提出解决问题的方法和建议。注意线索词Part of the solution．．．，even more important．．．以及The key is to…。题干问的是最重要的解决方法，因此迅速锁定该段第三句。D项是原句to gain a subtle understanding of...的同义转换。由此可知选D项。A项在最后一段首句，也是解决办法之一，有一定的干扰性，但该选项只是part of the solution的内容，并非题干所强调的the most important way，故排除。B项错误解读了原文的establishing repercussions for refusing reasonable requests，原文讲的是制订回应机制防止索取者拒绝他人合理的请求。C项无中生有，文中最后一句只是说要让付出者把慷慨和timidity，availability，and empathy区分开来，并没有提及付出者要远离这些，故排除。
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