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  3. During times of great crisis, human beings typically turn to one of two strategies: fight or flight. There is, however, a third

During times of great crisis, human beings typically turn to one of two strategies: fight or flight. There is, however, a third

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问题     During times of great crisis, human beings typically turn to one of two strategies: fight or flight. There is, however, a third strategy: learning and deep change.  It is based on the principle that all events, especially the most tragic, are ripe with opportunities for learning.
    The September 11 terrorists demonstrated expertise (专门技术) in systems theory. They knew that complex systems always have two sides.  One is creative and allows for great Speed and efficiency (for example, civil aviation aircraft and high-rise office towers). The other is potentially destructive and can generate major catastrophes( using civil aviation against the high-rise target).
    All of our current complex systems, including information systems, biotechnology, air travel, nuclear power, and the mail system, have these two major characteristics. All are susceptible (易受影响的) to organizational error (the Challenger tragedy) , human error (Chernobyl) , and terrorism (Oklahoma City). Yet terrorism is the darkest and most dangerous side of our complexity.
    In the case of the World Trade Center, terrorists deliberately exploited the "destructive side" of aircraft and highly populated office towers.  If one simply joins hijacking with car bombing, and magnifies their effects, then September 11 is the result.
    The lesson we must learn from September 11 is that our management practices, private and public, are one-dimensional. Whether it is with regard to civil aviation safety or real estate, our world is dominated by concerns about profitability. These constrain us from implementing needed and proven safety procedures in aviation and high-rise office design. The focus on profitability also pushes our systems to grow unreasonably large, rendering them more vulnerable to terrorist attacks.
    Approximately 76% of the criteria used to measure organizational efficiency are financial. Only 24% consider nonfinancial indicators such as health, safety, or the global impact that organizations have on communities and the world in general. Devoting more of our attention to nonfinancial indicators can help us develop new strategies to match the complexity of fighting terrorism. The fields of risk and crisis management already use some of these strategies.
The failure to implement safety procedures needed in aviation and high-rise office design results from ______.
选项 A、the great speed and efficiency of modern society
B、the complexity of various organizations
C、the management style
D、the predominance of concerns about profitability
答案D
解析 细节推论题。根据文章第五段内容，我们可知9．11事件给我们的教训是我们的管理是平面的 (one-dimensional)，即只关心赢利(concerns about profitability)，而这种观念在实践中带来两个后果：一是在航空和高层建筑的设计中忽视必要的安全防范措施，另一后果是片面求大。因此本题正确答案是D项。
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