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  3. Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the Northern Line, o

Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the Northern Line, o

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问题     Every office worker hates meetings. But it’s a strange sort of hate, similar to the hatred of Londoners for the Northern Line, or New Yorkers for tourists who walk too slowly: the dislike is real, yet if the despised thing were to vanish, it’d be like surrendering a piece of your soul.
    When researchers probed into why people put up with the strain that meetings place on their time and sanity, they found something surprising—those who resent and dread meetings the most also defend them as a "necessary evil" , sometimes with great passion. True, research suggests that meetings take up vastly more of the average manager’s time than they used to. True, done badly, they’re associated with lower levels of innovation and employee wellbeing (幸福). But that’s just office life, right? It’s not supposed to be fun. That’s why they call it work.
    Underlying (引起) this attitude is an assumption that’s drummed into us not just as workers but as children, parents and romantic partners: that more communication is always a good thing. So suggestions abound for (大量存在) communicating better in meetings—for example, hold them standing up, so speakers will come to the point more quickly. But even when some companies consider abolishing meetings entirely, the principle that more communication is better isn’t questioned. If anything, it’s reinforced when such firms introduce "flat" management structures, with bosses always available to everyone, plus plenty of electronic distraction. In fact, constant connectivity is disastrous for both job satisfaction and the bottom line.
    And anyway, once you give it three seconds’ thought, isn’t it clear that more communication frequently isn’t a good thing? Often, the difference between a successful marriage and a second-rate one consists of leaving about three or four things a day unsaid. At work, it’s surely many more than four, though for a different reason: office communication comes at the cost of precisely the kind of focus that’s essential to good work. Yet we’re so accustomed to seeing talking as a source of solutions—for resolving conflicts or finding new ideas—that it’s hard to see when it is the problem.
What did researchers find about people’s attitude towards meeting?
选项 A、Their attitude and behavior are paradoxical.
B、People who hate meetings the most are senior managers.
C、Those who like meetings might be considered insane.
D、More meetings are regarded as a sign of less innovation.
答案A
解析 推理判断题。定位句提到，那些怨恨和恐惧会议的人也是最为捍卫会议的人，他们有时会带着激情捍卫会议，认为会议是“必要的邪恶”。由此推断，人们对会议的态度与表现相互矛盾，故答案为A)。B)“最讨厌会议的人是高级经理们”，该段第二句提到，与过去相比，现在的会议占据更多普通管理者的时间，显然这里并没有特指高级经理，故排除；C)“喜欢会议者可能会被认为精神不正常”，文中只是在第二段首句提到“理性”(sanity)，并未提到喜欢会议者被如何看待，故排除；D)“更多的会议被视作更低创新水平的标志”，该段第三句指出，搞不好的话，会议会造成创新水平和员工福祉的降低，不能得出更多会议与较低创新水平直接关联的结论，故排除。
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