Part B

Directions :

Read the following text and answer the questions by choosing the most suitable subheading from the list A-G for each of the numbered paragraphs (41-45). There are two extra subheadings which you do not need to use. Mark your answers on the answer SHEET. (10 points)


How to Disagree with Someone More Powerful Than You

Your boss proposes a new initiative you think won't work. Your senior colleague outlines a project timeline you believe is unrealistic. What do you say when you disagree with someone who has more power than you do? How do you decide whether it's worth speaking up? And if you do, what exactly should you say? Here's how to disagree with someone more powerful than you.

(41) EDecide whether to wait.

You may decide it's best to hold off on voicing your opinion, Maybe you haven't finished thinking the problem through, or you want to get a clearer sense of what the group thinks. If you think other people are going to disagree, too, you might want to gather your army first. People can contribute experience or information to your thinking all the things that would make the disagreement stronger or more valid. It's also a good idea to delay the conversation if you're in a meeting or other public space. Discussing the issue in private will make the powerful person feel less threatened.

(42) DIdentify a shared goal.

Before you share your thoughts, think about what the powerful person cares about——it may be the credibility of their team or getting a project done on time. You're more likely to be heard if you can connect your disagreement to a higher purpose. State it overtly, contextualizing your statements so that you're seen not as a disagreeable subordinate but as a colleague who's trying to advance a common objective. The discussion will then become more like a chess game than a boxing match.

(43) FAsk permission to disagree.

This step may sound overly deferential, but it's a smart way to give the powerful person psychological safety and control. You can say something like, “ I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?” This gives the person a choice, allowing him to verbally opt in. And, assuming he says yes, it will make you feel more confident about voicing your disagreement.

(44) AStay calm.

You might feel your heart racing or your face turning red, but do whatever you can to remain neutral in both your words and actions. When your body language communicates reluctance or anxiety, it undercuts the message. It sends a mixed message, and your counterpart gets to choose what signals to read. Deep breaths can help, as can speaking more slowly and deliberately. When we feel panicky, we tend to talk louder and faster. Simply slowing the pace and talking in an even tone helps the other person cool down and does the same for you. It also makes you seem confident, even if you aren't.

(45) BStay humble.

Emphasize that you're only offering your opinion, not gospel truth. It may be a well-informed, well-researched opinion, but it's still an opinion, so talk tentatively and slightly understate your confidence. Instead of saying, “ If we set an end-of-quarter deadline, we'll never make it,” say, “ This is just my opinion, but I don't see how we will make that deadline." Having asserted your position (as a position, not as a fact). demonstrate equal curiosity about other views. Remind the person that this is your point of view, and then invite critique. Be open to hearing other opinions.


【总体分析】:

来源:Harvard Business Review《哈佛商业周刊》2016.03.17。文章主要介绍向上司合理提出异议的方法和技巧,从“进言之前的准备工作”到“进言时的言行举止”均有详细说明。

  1. 【E】

    Decide whether to wait.

    解析

    第二段指出,如果还未充分考虑与上司产生争议的这一问题,或想要先了解同事的看法,或正身处会议室等公共场合,那么最好暂缓提反对意见,即要等待提异议的合适时机或场合,E项“决定是否再等等”与该段主旨相符,其中 Decide原词复现首句(You mav)decide,wait近义复现首句 hold off on 和⑤句 delay。

  2. 【D】

    Identify a shared goal.

    解析

    第三段针对进言之前的准备工作、进言之时的谈吐提建议,指出需要先了解上司关注的目标,后将这一目标与个人异议相结合,并在进言之时直白地挑明这两者的关联,以向上司证明你是一个努力推进共同目标的同事,D项“确定共同目标”契合本段主旨。

  3. 【F】

    Ask permission to disagree.

    解析

    第四段先评价“这一做法(This step)”:看似过于顺从,实则是卸下上司心理防卫的明智之举。后举例说明“这一做法”:向上司请求表达异议的许可。最后指出该做法的作用:让上司更可能听取反对意见。综合可见,F项“请求允许表达异议”与该段主旨一致,其中Ask permission 与⑤句 Would that be OK 的请求之意相符。

  4. 【A】

    Stay calm.

    解析

    第五段先指出向上司提异议时要尽力保持不动声色,随后说明紧张等情绪对沟通效果的负面影响,并提出两条抚平情绪的建议:深呼吸、更缓慢更谨慎地讲话。可见本段主要建议读者保持镇静,避免负面情绪影响进言的成败,A项“保持冷静”契合本段主旨。

  5. 【B】

    Stay humble.

    解析

    第六段先建议读者向上司强调自己仅是在提供“个人观点”而非“绝对真理”,后又提出要采用试探性的表达,收敛自信,最后指出要耐心倾听对方的意见甚至批评。B项“保持谦逊(不要自视甚高)”是对这些建议的准确概括,Stay humble 近义复现②句 understate your confidence。

【全文翻译】:

如何向比你位高权重的人表达不同意见

你的老板提出了一项你觉得行不通的新方案。你的上司草拟了一份你认为不现实的项目进度表。当你不赞同某位比你位高权重者的意见时,你会说些什么?你又如何判定是否值得明确表态?如果你确定值得,那具体应该怎么说?以下方法可以用来向比你更有权势的人表达不同意见。

41.【E】决定是否再等等

你可能决定最好暂缓表达自己的看法。你或许尚未把问题完全考虑清楚,或者你想更清楚地了解团队的想法。倘若觉得其他人也会持反对意见,你也许想先召集自己的队伍。大家可以贡献出自己的经验或讯息来帮你思考--所有这些经验或讯息都会让你的反对声音更有力或者更有效。如果你正在开会或在其他公共场合,那暂时搁置这场谈话也不失为一种好方法。私下讨论这一问题会让这位权势人物觉得不那么受到威胁。

42.【D】确定共同目标

在你分享自己的想法之前,先想想这位权势人物关心的是什么--可能是团队的信誉,也可能是按期完成某一项目。如果你能将自己的反对意见与一个更高的目标关联起来,那么你的意见就更有可能被听进去。要直白地挑明这一关联:将你的陈述情景化,这样你就不会被看成是一个话不投机的下属,而是会被视为一位努力推进共同目标的同事。这时,讨论就会变得更像是一场棋类游戏,而不是一场拳击比赛。

43.【F】请求允许表达异议

这一步看似过于顺从,但它是能让权势人物感到心理安全、拥有掌控权的明智之举。你可以这么说:“我知道我们似乎就要制定出第一季度的任务目标了,但我有理由认为这一目标行不通。我想阐述一下我的思路。可以吗?"这就给了对方选择的余地,让他可以口头上做出回应。假如他说可以,这会让你更有底气去发表自己的异议。

44.【A】保持冷静

你可能感到心跳加这或者面红耳赤,但要尽你所能无论是在言语上还是在动作上都保持不动声色若你的肢体语言传达出勉强或焦虑,则会让你传达的信息大打折扣。它会传递出一条混杂的讯息,让对方有权选择解读哪些信号。深呼吸会有所帮助,更缓慢更谨慎地讲话也会管用。我们感到惊慌焦虑时往往会提高音量和语遠。仅仅放慢语速并保持平和的口吻便能帮助对方平静下来,这对你自己也会有同样的效果。这也会让你看起来很自信,即便实际上你并不自信。

45.【B】保持谦逊

强调你仅仅是在提供自己的意见,而不是呈递绝对的真理。你的意见也许是基于充足的依据、深入的研究,但它仍然只是意见,因此要采用试探性的表达,略微收敛你的自信。不要说“若将完成期限设定在季度末,那我们无论如何也实现不了”,而应说“这仅是我的个人意见,但我确实不明白我们如何能在这个期限之前完成”。在坚定地表达了自己的观点(作为一种立场,而非一种事实)之后,应当对他人的观点表现出同样的兴趣。提醒对方这是你的看法,然后请他提出批评意见。要敞开心胸去聆听他人的观点。

干扰项翻译

【C】务实对待风险

【G】不要下评判