共用题干The Science of PersuasionIf leadership consists of getting things done through others,then persuasion is one of the leader's essential tools.Many executives have assumed that this tool is beyond their grasp,available only to the charismatic（有魅力的）and the eloquent. Over the past several decades , though , experimental psychologists have learned which methods reliably lead people to concede,comply,or change.Their research shows that persuasion is governed by several principles that can be taught and applied.The first principle is that people are more likely to follow someone who is similar to them than someone who is not.Wise managers,then,ask peers to help make their cases.Second,people are more willing to cooperate with those who are not only like them but who like them,as well.So it's worth the time to uncover real similarities and offer genuine praise.Third,experiments confirm the intuitive truth that people tend to treat you the way you treatthem.It's a sound policy to do a favor before seeking one.Fourth,individuals are more likely to keep promises they make voluntarily and clearly.The message for managers here is to get commitments in writing. Fifth,studies show that people really do defer to（服从）experts.So before they attempt to exert influence,executives should take pains to establish their own expertise and not assume that it's self-evident. Finally,people want more of a commodity when it's scarce;it follows,then, that exclusive information is more persuasive than widely available data.There is no need for a manager to find out the merits of his employees.A:Right B:Wrong C:Not mentioned
共用题干
The Science of Persuasion
If leadership consists of getting things done through others,then persuasion is one of the leader's essential tools.Many executives have assumed that this tool is beyond their grasp,available only to the charismatic（有魅力的）and the eloquent. Over the past several decades , though , experimental psychologists have learned which methods reliably lead people to concede,comply,or change.Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not.Wise managers,then,ask peers to help make their cases.
Second,people are more willing to cooperate with those who are not only like them but who like them,as well.So it's worth the time to uncover real similarities and offer genuine praise.
Third,experiments confirm the intuitive truth that people tend to treat you the way you treat
them.It's a sound policy to do a favor before seeking one.Fourth,individuals are more likely to keep promises they make voluntarily and clearly.The message for managers here is to get commitments in writing. Fifth,studies show that people really do defer to（服从）experts.So before they attempt to exert influence,executives should take pains to establish their own expertise and not assume that it's self-evident. Finally,people want more of a commodity when it's scarce;it follows,then, that exclusive information is more persuasive than widely available data.
The Science of Persuasion
If leadership consists of getting things done through others,then persuasion is one of the leader's essential tools.Many executives have assumed that this tool is beyond their grasp,available only to the charismatic（有魅力的）and the eloquent. Over the past several decades , though , experimental psychologists have learned which methods reliably lead people to concede,comply,or change.Their research shows that persuasion is governed by several principles that can be taught and applied.
The first principle is that people are more likely to follow someone who is similar to them than someone who is not.Wise managers,then,ask peers to help make their cases.
Second,people are more willing to cooperate with those who are not only like them but who like them,as well.So it's worth the time to uncover real similarities and offer genuine praise.
Third,experiments confirm the intuitive truth that people tend to treat you the way you treat
them.It's a sound policy to do a favor before seeking one.Fourth,individuals are more likely to keep promises they make voluntarily and clearly.The message for managers here is to get commitments in writing. Fifth,studies show that people really do defer to（服从）experts.So before they attempt to exert influence,executives should take pains to establish their own expertise and not assume that it's self-evident. Finally,people want more of a commodity when it's scarce;it follows,then, that exclusive information is more persuasive than widely available data.
There is no need for a manager to find out the merits of his employees.
A:Right
B:Wrong
C:Not mentioned
A:Right
B:Wrong
C:Not mentioned
参考解析
解析：答题依据在第一段的二、三句。用though转折，表明实验证明的与行政主管的看法不同。
答题依据在第二段的第三句。
文章并未提及管理者不雇用与他们不同的人。
文章第二段提到“值得花时间去发现真正的共同点并给予真挚的赞誉”。因此此句说“管理者没有必要去发现员工的优点”是错误的。
第三段第一句提到“confirm the intuitive truth"，并不是“contrary to our expectation"，因此这句话错误。
文章没有讨论英明的管理者和愚蠢的管理者。
答题依据在文章最后一句。独家信息要比人人皆知的信息更有说服力。
答题依据在第二段的第三句。
文章并未提及管理者不雇用与他们不同的人。
文章第二段提到“值得花时间去发现真正的共同点并给予真挚的赞誉”。因此此句说“管理者没有必要去发现员工的优点”是错误的。
第三段第一句提到“confirm the intuitive truth"，并不是“contrary to our expectation"，因此这句话错误。
文章没有讨论英明的管理者和愚蠢的管理者。
答题依据在文章最后一句。独家信息要比人人皆知的信息更有说服力。