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Cooperation  at  work  is  generally  seen  as  a  good  thing.  The  latest  survey  by  the  Financial  Times  of  what  employers  want  from  MBA  graduates  found  that  the  ability  to  work  with  a  wide   variety  of  people  was  what  managers  wanted  most.  But  managers  always  have  to  balance  the  benefits  of  teamwork,  which  help  ensure  that  everyone  is  working  towards  the  same  goal,  with the  dangers  of  "groupthink"  when  critics  are  reluctant  to  point  out  a  plan's  drawbacks  for  fear  of  being kept out of the group. The disastrous Bay of Pigs invasion of Cuba in 1961 was a classic case  of  groupthink.  Skeptics  were  reluctant  to  challenge  John  F.  Kennedy,  the  newly  elected  American president.
Modern   communication   methods   mean   that   cooperation   is   more   frequent.   Workers   are   constantly  in  touch  with  each  other  via  e-mail  messaging  groups  or  mobile  calls.  But  does  that  improve,  or  lower  performance?  A  new  study  by  three  American  academics,  tried  to  answer  this  question.   They   set   a   logical   problem   (designing   the   shortest   route   for   a   travelling   salesman visiting  various   cities).  Three   groups  were   involved:   one  where  subjects   acted   independently; another where they saw the solutions  posted  by team  members at every stage; and a third where  they  were  kept  informed  of  each  other's  views  only  intermittently.
The  survey  found  that  members  of  the  individualist  group  reached  the  premier  solution  more often   than   the   constant   cooperators   but   had   a   poorer   average   result.   The   intermittent  cooperators  found  the  right  result  as  often  as  the  individualists,  and  got  a  better  average  solution When it comes to ideal generation, giving people a bit of space to a solution seems to be a good  idea.  Occasional  cooperation  can  be  a  big  help:  most  people  have  benefited  from  a  colleague's brainwave or (just as often) wise advice to avoid a  particular course of action.
Further  clues  come  from  a  book,  Superminds,  by  Thomas  Malone  of  the  Massachusetts   Institute   of   Technology.   He   says   that   three   factors   determine   the   collective   intelligence   of cooperating  groups:  social  intelligence  (how  good  people  were  at  rating  the  emotional  states  of  others);  the  extent  to  which  members  took  part  equally  in  conversation  (the  more  equal,  the  better);  and  the  cooperation  of  women  in  the  group  (the  higher,  the  better).  Groups  ranked  highly  in these areas cooperated far better than others.
In short, cooperation  may  be a  useful tool  but  it doesn't work  in every situation.    41.The author cites the example of The Bay of Pigs invasion of Cuba in paragraph 1 to(   ).
A.show  that  teamwork  cannot  always  be  beneficial
B.prove that team  players are skilled at communication
C.prove that critics are unwilling to challenge anybody
D.show the danger of groupthink is not very serious
42.The  underlined  phrase  "the  intermittent  cooperators"  in  paragraph  3  refers  to(   ).
A.those who do  not cooperate  but  reach the  best solution
B.those who are seldom informed of other's views
C.those who cooperate with others occasionally
D.the constant cooperators with a poor average result
43.Which  of the following factors  makes  a team  cooperate  better!
A.Group  members  cooperating  all  the  time
B.Group  members  in a good emotional state
C.Equal distribution of men and women
D.Equal  participation  in  the  communication
44.Which can be the best title of the passage?
A.When Teamwork Works
B.What Teamwork is About
C.How Teamwork Operates
D.A Useful Tool: Cooperation

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