关于列举取舍问题，请指教

pangpangshin

The majority of successful senior managers do not

closely follow the classical rational model of first clari-

fying goals, assessing the problem, formulating options,

estimating likelihoods of success, making a decision,

(5) and only then taking action to implement the decision.

Rather, in their day-by-day tactical maneuvers, these

senior executives rely on what is vaguely termed “intu-

ition” to mangage a network of interrelated problems

that require them to deal with ambiguity, inconsistency,

(10) novelty, and surprise; and to integrate action into the

process to thinking.

Generations of writers on management have recog-

nized that some practicing managers rely heavily on

intuition. In general, however, such writers display a

(15) poor grasp of what intuition is. Some see it as the oppo-

site of rationality: others view it as an excuse for ca-

priciousness.

Isenberg’s recent research on the cognitive processes

of senior managers reveals that managers’ intuition is

(20) neither of these. Rather, senior managers use intuition

in at least five distinct ways. First, they intuitively sense

when a problem exists. Second, managers rely on intu-

ition to perform well-learned behavior patterns rapidly.

This intuition is not arbitrary or irrational, but is based

(25) on years of painstaking practice and hands-on experi-

ence that build skills. A third function of intuition is to

synthesize isolated bits of data and practice into an inte-

grated picture, often in an “Aha!” experience. Fourth,

some managers use intuition as a check on the results

(30) of more rational analysis. Most senior executives are

familiar with the formal decision analysis models and

tools, and those who use such systematic methods for

reaching decisions are occasionally leery of solutions

suggested by these methods which run counter to their

(35) sense of the correct course of action. Finally, managers

can use intuition to bypass in-depth analysis and move

rapidly to engender a plausible solution. Used in this

way, intuition is an almost instantaneous cognitive

process in which a manager recognizes familiar patterns.

(40) One of the implications of the intuitive style of execu-

tive management is that “thinking” is inseparable from

acting. Since managers often “know” what is right

before they can analyze and explain it, they frequently

act first and explain later. Analysis is inextricably tied

(45) to action in thinking/acting cycles, in which managers

develop thoughts about their companies and organiza-

tions not by analyzing a problematic situation and then

acting, but by acting and analyzing in close concert.

Given the great uncertainty of many of the manage-

(50) ment issues that they face, senior managers often insti-

gate a course of action simply to learn more about an

issue. They then use the results of the action to develop

a more complete understanding of the issue. One impli-

cation of thinking/acting cycles is that action is often

(55) part of defining the problem, not just of implementing

the solution.

我想请问大家在读文章时这种小列举在句首的话，也先省略不看（出题目再看）

还是看时就记住呢？

白精精

又看到了MM的贴~~8过解答不了你~~等大牛吧~~

pangpangshin

UP

wei_wangyan

个人认为LZ说的两种办法都不可取。

“记住”，不可能记住一篇文章中那么多信息的；

“省略不看”，很可能会影响对后面文章的理解。

建议速读，能把握意思，知道方向，如果真考到细节题或者EXCEPT题，再回来定位，一定要回来定位。