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Getting staff to talk to each other ought tobe the least of your problems, but internal communication can be one of thehardest nuts to crack in business.

"Communication comes up in everydepartment. The repercussions of not communicating are vast," says TeoTheobald, authｏｒof "Shut up ａｎｄ listen! The truth about how tocommunicate at work". Poｏｒcommunication can be a purely practicalproblem.

Gearbulk, a global shipping business withbranches around the world, faced language ａｎｄ geographical difficulties, aswell as a huge amount of paper work. With up to 60 documents per cargo, it wasa logistical nightmare to track ａｎｄ monitｏｒjobs, while tighter securityregulations after 9/11 meant customs documents had to be ready before a shipwas allowed to sail. Installing an automated system means data is now enteredonly once but can be accessed by anyone in the company, wherever they are.

"Everyone thinks a failure tocommunicate is just an individual///////\\\'s errｏｒof judgment, but it///////\\\'s not about theperson: it///////\\\'s about theｇｒｏｕｐdynamics," he says. "Just trainingpeople to be good communicators isn///////\\\'t the issue." The problem is thatemployees develop common loyalties that are far stronger than the need to shareinformation. This can even extend to questions of safety. In the mid-1960sthere were a lot of light air crashes in Australia because the two governmentdepartments responsible fｏｒair safety weren///////\\\'t communicating." saysHaslam. "The government was trying to save money ａｎｄ both groups feltthreatened. The individuals were highly identified with their own organizationａｎｄ unwilling to communicate with the other department."

A company is particularly at risk whencost-cutting is in the air. Individuals withdraw into departmental loyaltiesout of fear. Sending such people on yet another "how to communicate"course will be pointless. Instead, Haslam believes that identifying thesub-groups within an organisation ａｎｄ making sure eachｇｒｏｕｐfeels valued andrespected can do far more to encourage the sharing of information. The key tocommunication, he says is trust.

1. The word "repercussion" inparagraph 2 is closest in meaning to ______.

A. contact B. shaking C. explosion D. impact

2. Who might be the targeted audience of thisarticle?

A. Chief Finance Officers B. HR Directors

C. Managers D. Employees

3. According to the article, what is the rootcause of communication problems?

A. Ineffective communication models andadministration system.

B. Employee///////\\\' common loyalties surpass theneed to communicate.

C. Individual///////\\\'s errｏｒof judgment.

D. Language barriers.

4. Why does the authｏｒmention the light aircrashes in Australia?

A. To summarize the last point

B. To make the article more interesting.

C. To start the next paragraph.

D. To prove his point.

5. What can be inferred from the lastparagraph?

A. When the company starts to cut costs,employees///////\\\' loyalty towards the company will increase.

B. Instead of communicating with each other,employees tend to split into factions when company is at risk.

C. It is necessary to share information amongdifferent departments.

D. Employees should take courses on "howto communicate".

參考答案

1.【答案】D。解析：詞義猜測(cè)題。根據(jù)第二段中的Communication comes up inevery department. The repercussions of not communicating are vast可以得知在每個(gè)部門(mén)中都需要溝通交流，不溝通的話，影響是巨大的。repercussion應(yīng)該是表示影響的。contact聯(lián)系；shaking震驚；explosion爆炸；impact影響。故選D。

2.【答案】C。解析：推斷題。文章中主要講了公司內(nèi)部交流的重要性，并指出了通過(guò)增強(qiáng)團(tuán)隊(duì)動(dòng)力，以及員工的忠誠(chéng)度增強(qiáng)溝通，并在最后指出了溝通的關(guān)鍵是信任，文章是從管理者的角度來(lái)分析問(wèn)題的，故目標(biāo)讀者應(yīng)該是經(jīng)理。

3.【答案】B。解析：細(xì)節(jié)題。根據(jù)題干定位到第四段中...The problem is thatemployees develop common loyalties that are far stronger than the need to shareinformation可以得知，問(wèn)題是員工的忠誠(chéng)比共享信息更重要，故應(yīng)該選B。

4.【答案】D。解析：推斷題。根據(jù)題干定位到第四段，根據(jù)例子內(nèi)容，在20世紀(jì)60年代，在澳洲發(fā)生了很多起輕微飛機(jī)失事，當(dāng)時(shí)兩個(gè)政府部門(mén)負(fù)責(zé)飛機(jī)安全，但是他們不溝通。因?yàn)檎谙鳒p開(kāi)支，這兩個(gè)部門(mén)都感覺(jué)受到了威脅，所以每個(gè)人都和自己的部門(mén)捆綁在一起，不愿意和另外那個(gè)部門(mén)溝通），可知，該例子就是為了證明前面作者所提出的觀點(diǎn)：即員工對(duì)企業(yè)共同的忠誠(chéng)度的問(wèn)題要比分享信息更大。所以選D。

5.【答案】C。解析：推斷題。題干：從最后一段中可以推斷出什么？如果是削減開(kāi)支的說(shuō)法在公司中蔓延的話，這個(gè)公司就面臨危險(xiǎn)了。因?yàn)閭€(gè)體出于害怕都會(huì)忠誠(chéng)于自己所在的部門(mén)。讓這樣的人去參加"怎么溝通"的課程是沒(méi)有意義的。相反，Haslam認(rèn)為意識(shí)到這個(gè)問(wèn)題，讓每個(gè)人都能感覺(jué)到自己的價(jià)值和受尊重，比鼓勵(lì)分享信息更有用，溝通的關(guān)鍵是相互信任。A、D選項(xiàng)表述與原文相反、B選項(xiàng)沒(méi)有提到，故只有C符合文意。

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