Second, we must allow students to hone their uniquely human attributes. 以下哪几个属于human attributes？ A: to collaborate B: to have empathy C: to have teamspirit

Directions:Inthissection,youaregoingtoreadapassagewithtenstatementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.Answerthequestionsbyfillingthecorrespondingletter. Teamspirit [A]Teamshavebecomethebasicbuildingblocksoforganizations.Recruitmentadvertisementsroutinelycallfor“teamplayers”.Businessschoolsgradetheirstudentsinpartontheirperformanceingroupprojects.Officemanagersknockdownwallstoencourageteambuilding.Teamsareasoldascivilization,ofcourse:evenJesushad12co-workers.ButanewreportbyDeloitte,“GlobalHumanCapitalTrends”,basedonasurveyofmorethan7,000executivesinover130countries,suggeststhatthefashionforteamworkhasreachedanewhigh.Almosthalfofthosesurveyedsaidtheircompanieswereeitherinthemiddleofrestructuringorabouttoembarkon(开始）it;andforthemostpart,restructuringmeantputtingmoreemphasisonteams. [B]Companiesareabandoningconventionalfunctionaldepartmentsandorganisingemployeesintocross-disciplinaryteamsthatfocusonparticularproducts,problemsorcustomers.Theseteamsaregainingmorepowertoruntheirownaffairs.Theyarealsospendingmoretimeworkingwitheachotherratherthanreportingupwards.Deloittearguesthataneworganisationalformisontherise:anetworkofteamsisreplacingtheconventionalhierarchy(等级体制). [C]Thefashionforteamsisdrivenbyasensethattheoldwayoforganisingpeopleistoorigidforboththemodemmarketplaceandtheexpectationsofemployees.Technologicalinnovationplacesgreatervalueonagility(灵活性).JohnChambers,chairmanofCiscoSystemsInc.,aworldwideleaderinelectronicsproducts,saysthat“wecompeteagainstmarkettransitions(过渡)，notcompetitors.Producttransitionsusedtotakefiveorsevenyears;nowtheytakeoneortwo.”Digitaltechnologyalsomakesiteasierforpeopletoco-ordinatetheiractivitieswithoutresortingtohierarchy.The“millennials”(千禧一代)whowillsoonmakeuphalftheworkforceinrichcountrieswereraisedfromnurseryschoolonwardstoworkingroups. [D]Thefashionforteamsisalsospreadingfromtheusualcorporatesuspects(suchasGEandIBM)tosomemoreunusualones.TheClevelandClinic,ahospitaloperator,hasreorganiseditsmedicalstaffintoteamstofocusonparticulartreatmentareas;consultants,nursesandotherscollaboratecloselyinsteadofbeingseparatedbyspeciality(专业)andrank.TheUSArmyhasgonethesameway.Inhisbook,“TeamofTeams'GeneralStanleyMcChrystaldescribeshowthearmy'shierarchicalstructurehindereditsoperationsduringtheearlystagesoftheIraqwar.Hissolutionwastolearnsomethingfromtheinsurgentsitwasfighting:decentraliseauthoritytoself-organisingteams. [E]Agoodruleofthumbisthatassoonasgeneralsandhospitaladministratorsjumponamanagementbandwagon,itistimetoaskquestions.LeighThompsonofKelloggSchoolofManagementinIllinoiswarnsthat,‘Teamsarenotalwaystheanswer—teamsmayprovideinsight,creativityandknowledgeinawaythatapersonworkingindependentlycannot;butteamworkmayalsoleadtoconfusion,delayandpoordecision-making.”ThelateRichardHackmanofHarvardUniversityonceargued,“Ihavenoquestionthatwhenyouhaveateam,thepossibilityexiststhatitwillgeneratemagic,producingsomethingextraordinary...Butdon'tcountonit.” [F]Hackman(whodiedin2013)notedthatteamsarehamperedbyproblemsofco-ordinationandmotivationthatchipawayatthebenefitsofcollaboration.High-flyersforcedtoworkinteamsmaybeundervaluedandfree-ridersempowered.Groupthinkmaybeunavoidable.Inastudyof120teamsofseniorexecutives,hediscoveredthatlessthan10%oftheirsupposedmembersagreedonwhoexactlywasontheteam.Ifitishardenoughtodefineateam'smembership,agreeingonitspurposeisharderstill. [G]Profoundchangesintheworkforcearemakingteamstrickiertomanage.Teamsworkbestiftheirmembershaveastrongcommonculture.Thisishardtoachievewhen,asisnowthecaseinmanybigfirms,alargeproportionofstaffaretemporarycontractors.Teamworkimproveswithtime:America’sNationalTransportationSafetyBoardfoundthat73%oftheincidentsinitscivil-aviationdatabaseoccurredonacrew’sfirstdayofflyingtogether.However,asAmyEdmondsonofHarvardpointsout,organisationsincreasinglyuse“team”asaverbratherthananoun:theyformteamsforspecificpurposesandthenquicklydisbandthem. [H]Theleastthatcanbeconcludedfromthisresearchisthatcompaniesneedtothinkharderaboutmanagingteams.Theyneedtoridtheirmindsofsentimentalism(感情用事)：themostsuccessfulteamshaveleaderswhoareabletosetanoveralldirectionandtakeimmediateaction.Theyneedtokeepteamssmallandfocused:givingintopressuretobemore“inclusive”isaguaranteeofdysfunction.JeffBezos,Amazon’sboss,saysthat“IfIseemorethantwopizzasforlunch,theteamistoobig.”Theyneedtoimmunizeteamsagainstgroup-think:Hackmanarguedthatthebestonescontain“deviants”(离经叛道者）whoarewillingtodosomethingthatmaybeupsettingtoothers. [I]Anewstudyof12,000workersin17countriesbySteelcase,afurniture-makerwhichalsodoesconsulting,findsthatthebestwaytoensureemployeesare“engaged”istogivethemmorecontroloverwhereandhowtheydotheirwork―whichmaymeanliberatingthemfromhavingtodoeverythingincollaborationwithothers. [J]However,organisationsneedtolearnsomethingbiggerthanhowtomanageteamsbetter:theyneedtobeinthehabitofaskingthemselveswhetherteamsarethebesttoolsforthejob.Teambuildingskillsareinshortsupply:Deloittereportsthatonly12%oftheexecutivestheycontactedfeeltheyunderstandthewaypeopleworktogetherinnetworksandonly21%feelconfidentintheirabilitytobuildcross-functionalteams.Looselymanagedteamscanbecomehotbedsofdistraction―employeesroutinelycomplainthattheycan'tgettheirworkdonebecausetheyareforcedtospendtoomuchtimeinmeetingsorcompelledtoworkinnoisyoffices.Evenintheageofopen-planofficesandsocialnetworkssomeworkisbestlefttotheindividual. 1.Successfulteamleadersknowexactlywheretheteamshouldgoandareabletotakepromptaction. 2.Decentralizationofauthoritywasalsofoundtobemoreeffectiveinmilitaryoperations. 3.Inmanycompanies,theconventionalformoforganizationisgivingwaytoanetworkofteams. 4.Membersofpoorlymanagedteamsareeasilydistractedfromtheirwork. 5.Teamworkismosteffectivewhenteammemberssharethesameculture. 6.AccordingtoareportbyDeloitte,teamworkisbecomingincreasinglypopularamongcompanies. 7.Someteammembersfindithardtoagreeonquestionslikemembershipandtheteam'spurpose. 8.Somescholarsthinkteamworkmaynotalwaysbereliable,despiteitspotentialtoworkwonders. 9.Toensureemployees'commitment,itisadvisabletogivethemmoreflexibilityastowhereandhowtheywork. 10.Producttransitionstakemuchlesstimenowthaninthepast.