Most firms consider expert individuals to be too elitist, temperamental, egocentric, and difficult to work with. Force such people to collaborate on a high-stakes project and they just might come to fisticuffs. Even the very notion of managing such a group seems unimaginable. So most organizations fall into default mode, setting up project teams of people who get along nicely._____

The result, however, is disastrous

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The result is mediocrity

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The result is creation of experts who then become elitists

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Naturally, they drive innovations

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Solution

The correct option is B The result is mediocrity
Solution: Correct Answer Option: (b)
If we look at the last line of the paragraph, the author has mentioned that organizations are now focusing on setting up project teams of people who get along nicely rather than those who are experts. Following this flow, answer option (b) fits in perfectly as the right answer choice

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Similar questions

Q. Most firms consider expert individuals to be too elitist, temperamental, egocentric, and difficult to work with. Force such people to collaborate on a high- stakes project and they just might come to fisticuffs. Even the very notion of managing such a group seems unimaginable. So, most organizations fall into the default mode, setting up project teams of people who get along nicely.

Q. In the below paragraph the last sentence has been deleted. Choose the option that completes the paragraph in the most appropriate way.

Most firms consider expert individuals to be too elitist, temperamental, egocentric, and difficult to work with. Force such people to collaborate on a high - stakes project and they just might come to fisticuffs. Even the very notion of managing such a group seems unimaginable. So most organizations fall into default mode, setting up project teams of people who get along nicely. ___

DIRECTIONS for questions 1 -5: Each of the following questions has a paragraph from which one sentence has been deleted. From the given options, choose the one that completes the paragraph in the most appropriate way.

Most firms consider expert individuals to be too elitist, temperamental, egocentric, and difficult to work with. Force such people to collaborate on a high-stakes project and they just might come to fisticuffs. Even the very notion of managing such a group seems unimaginable. So most organizations fall into default mode, setting up project teams of people who get along nicely._______________________________

Q. (A) When virtuoso teams begin their work, individuals are in and group consensus is out. (B) As project progresses, however, the individual starts harness themselves to the product of the group. (C) Sooner or later, the members break through their own egocentrism and become a plurality with single-minded focus on the goal. (D) In short, they morph into a powerful team with a shared identity

Q. (A) When virtuoso teams begin their work, individuals are in and group consensus is out.
(B) As project progresses, however, the individual starts harness themselves to the product of the group.
(C) Sooner or later, the members break through their own egocentrism and become a plurality with single-minded focus on the goal.
(D) In short, they morph into a powerful team with a shared identity.

(2005)

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