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Many employees must be tempted to query on a daily basis when they see their bosses headed down the wrong track. But caution, for fear of appearing insubordinate or foolish and thus possibly at risk of losing their jobs, often leads workers to keep silent.

A culture of silence can be dangerous, argues a new book, “The Fearless Organization”, by Amy Edmondson, a professor at Harvard Business School. Some of her examples are from the airline industry. One was its deadliest accident: a crash between Boeing 747s in the Canary Islands in 1977 when a co-pilot felt unable to query his captain’s decision to take off based on a misunderstanding of instructions from air-traffic control.

The risks may be lower than life or death in most organizations, but companies also suffer  when people keep silent, Ms Edmondson believes. Volkswagen was caught up in a scandal(丑闻) over diesel(柴油)emissions from 2015. The engines of its diesel models did not meet American emissions standards and engineers devised a system to fool the regulators. Ms Edmondson says the company’s culture had been one based on threaten and fear; Ferdinand Piëch, its longtime boss, boasted of telling engineers they had six weeks to improve the bodywork fitting on pain of dismissal. In the circumstances, engineers were understandably unwilling to mention the bad news on emissions standards and instead worked around the problem. In a corporate culture based on fear and intimidation, it may appear that targets are being achieved in the short term. But in the long run the effect is likely to be counterproductive. Studies show that fear inhibits learning. And when confronted with a problem, scared workers find ways of covering it up or getting around it with inefficient practices.

The answer is to create an atmosphere of “psychological safety” whereby workers can speak their minds. In a sense, this is the equivalent of Toyota’s “lean manufacturing” process, which allows any worker who spots a problem to stop the production line. This does not mean that workers, or their ideas, are immune from criticism, or that they should complain incessantly.

As mundane(平凡的)tasks are automated, and workers rely on computers for data analysis, the added value of humans will stem from their creativity. But as Ms Edmondson’s book amply demonstrates, it is hard to be either constructive or creative if you are not confident about speaking out.

1.The underlined word “insubordinate” means   .

A.being inferior B.disobeying a superior

C.getting aggressive D.being ignorant

2.We can conclude from Paragraph 3 that   .

A.Volkswagen’s engineers designed a system to meet American emissions standards

B.when facing problems, scared workers resolve them directly

C.Volkswagen’s engineers were at risk of losing jobs

D.the culture of fear and intimidation must be counterproductive in the long term.

3.Which of the following is TRUE according to the author?

A.A culture of being silent can be life-threatening.

B.The risk of keeping silent is not necessarily associated with life and death.

C.Volkswagen’s culture is on the basis of fear.

D.The value of humans lies in originality in today’s highly-automated world.

4.What is the passage mainly about?

A.An introduction to Amy Edmondson’s new book.

B.The disadvantages of fear and intimidation culture.

C.Companies will perform better if employees are not threatened into silence.

D.People need to be confident when they are speaking out.

高三英语阅读选择中等难度题

少年,再来一题如何?
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