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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 is the author’s argument about office communication?
选项 A、It is an effective way to solve office conflicts.
B、It affects work efficiency in a negative way.
C、It should come to a halt at intervals.
D、It is useful for workers to find new ideas.
答案B
解析 推理判断题。定位句提到，办公室沟通恰恰是以牺牲对工作至关重要的那种专注为代价的。由此推断，办公室沟通会影响工作效率，故答案为B)。A)“是解决办公室冲突的一种有效方法”，该段第四句提到我们习惯于将谈话作为解决方案的来源——用于解决冲突或寻找新的想法，但并未评论其有效性，故排除；C)“应时不时地停一下”，本段前两句提到了思考三秒钟和每天留下大约三到四件事情不说，并未提及时不时地停止沟通，故排除；D)“对上班族寻找新想法有用”，该段第四句提到我们习惯于将谈话作为寻找新想法的来源，并未评论其是否有用，故排除。
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