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In business, if not politics, the world has quietened down a bit: the number

游客2023-12-17  22
问题    In business, if not politics, the world has quietened down a bit: the number of spectacular bankruptcies, indictments, scandals, and implosions is not as high as it was. Although executives still have to face a global slowdown, the uncertain effects of the war in the Middle East, and the still fresh confusion over bird flu, they might now be excused a deep breath and a look at aspects of their businesses that may have been neglected in the scramble to stay on top of new accounting laws and restated earnings.
   One area to start catching up on is knowledge. This is true both personally, as executives work out whether or not they are staying on top of internal or external developments, but also at die level of companies. A survey of knowledge management, Knowledge Unplugged, published in 2005 by McKinsey, found that the best-performing companies were far more likely than the worst-performing ones to use creative techniques for acquiring, processing and distributing knowledge--everything from emphasizing team work in product development to holding "idea contests" and trying to avoid boring daily routines.
   But creating an atmosphere in which knowledge can be shared can be almost as challenging as obtaining it in the first place. This is the potential prisoner’s dilemma of knowledge: the more valued it becomes, the less incentive employees have to share it with one another, at; the risk of losing the competitive advantage of what they know--or, worse, seeing another profit at their expense. This proves to be even truer at the company level. While firms might turn to external partners to enhance their knowledge base, the sharing will be incomplete without mutual trust.
   Since "knowledge" is such a vague term, it helps to have specific goals in mind when looking to gain more of it. Are you looking for information about your company, or industry in particular?, Despite the general slowdown in executive education, there are still a number of courses devoted specifically to helping managers in given industries--technology, for example, or health care. Are you more concerned with acquiring more knowledge, or putting it to better use? Do you need to move quickly, or is this a subject that needs to be explored in greater depth?
   And bear in mind that styles of learning vary. Some people will profit most from informal networking; some enjoy learning in a classroom; others will be able to take advantage of the company intranet. Be flexible in the pursuit of knowledge; it is better to set performance targets, concentrate on meeting them, and allow individuals and their teams to explore their own solutions Sometimes the best way to generate knowledge is simply a bit of brainstorming.
   The edition of Executive Education Outlook looks at the options available to executives in gaining knowledge, and enhancing what they already have. It includes a look at the state of distance learning--neither the revolution the hype claimed it would be in the late 1990s, nor completely dismissible--as a possible conduit of knowledge, the best place to go for new programmes in knowledge management, and a consideration of the demand for the best sources of knowledge: business school academics.
   Coming in June, Global Executive will also feature a series of Executive Dialogue interviews with prominent CIOs, further exploring the themes of information and knowledge gathering. Concentrating on knowledge now may be the best way to be prepared for the next challenges facing the business world. [br] We can conclude that the passage is possibly ______.
选项 A、the preface of a book.
B、the interview of some publications.
C、an academic paper.
D、a magazine article.
答案 D
解析 推断题。文章开篇指出商界管理者们现在有时间审视自己过去忽视的一些东西了，第二段提出主旨：获取知识。接下来分析公司在获取知识、分享知识方面遇到的问题。告诫人们获取知识的方式多种多样。最后两段介绍了两本相关出版物，显然这是一篇以说明为主、议论为辅的文章，告诉管理者们如何获取知识，[D]最有可能。[B]具有强干扰性，如果本文是书评，就不会在前五段围绕某一主题展开论述，只在最后两段介绍出版物，故排除。
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