We have Star performers!
A. The difference between companies is people. With capital and technology in plentiful supply, the critical resource for companies in the knowledge era will be human talent. Companies full of achievers will, by definition, outperform organisations of plodders. Ergo, compete ferociously for the best people. Poach and pamper stars; ruthlessly weed out second-raters. This, in essence, has been the recruitment strategy of the ambitious company of the past decade. The ‘talent mindset’ was given definitive form in two reports by the consultancy McKinsey famously entitled The War for Talent. Although the intensity of the warfare subsequently subsided along with the air in the internet bubble, it has been warming up again as the economy tightens: labour shortages, for example, are the reason the government has laid out the welcome mat for immigrants from the new Europe.
B. Yet while the diagnosis – people are important – is evident to the point of platitude, the apparently logical prescription – hire the best – like so much in management is not only not obvious: it is in fact profoundly wrong. The first suspicions dawned with the crash to earth of the dotcom meteors, which showed that dumb is dumb whatever the IQ of those who perpetrate it. The point was illuminated in brilliant relief by Enron, whose leaders, as a New Yorker article called ‘The Talent Myth’ entertainingly related, were so convinced of their own cleverness that they never twigged that collective intelligence is not the sum of a lot of individual intelligence. In fact, in a profound sense, the two are opposites. Enron believed in stars, noted author Malcolm Gladwell, because they didn’t believe in systems. But companies don’t just create: ‘they execute and compete and coordinate the efforts of many people, and the organisations that are most successful at that task are the ones where the system is the star’. The truth is that you can’t win the talent wars by hiring stars – only lose it. New light on why this should be so is thrown by an analysis of star behaviour in this months’ Harvard Business Review. In a study of the careers of 1,000 star-stock analysts in the 1990s, the researchers found that when a company recruited a star performer, three things happened.
C. First, stardom doesn’t easily transfer from one organisation to another. In many cases, performance dropped sharply when high performers switched employers and in some instances never recovered. More of success than commonly supposed is due to the working environment – systems, processes, leadership, accumulated embedded learning that are absent in and can’t be transported to the new firm. Moreover, precisely because of their past stellar performance, stars were unwilling to learn new tricks and antagonised those (on whom they now unwittingly depended) who could teach them. So they moved, upping their salary as they did – 36 per cent moved on within three years, fast even for Wall Street. Second, group performance suffered as a result of tensions and resentment by rivals within the team. One respondent likened hiring a star to an organ transplant. The new organ can damage others by hogging the blood supply, other organs can start aching or threaten to stop working or the body can reject the transplants altogether, he said. ‘You should think about it very carefully before you do a transplant to a healthy body.’ Third, investors punished the offender by selling its stock. This is ironic since the motive for importing stars was often a suffering share price in the first place. Shareholders evidently believe that the company is overpaying, the hiree is cashing in on a glorious past rather than preparing for a glowing present, and a spending spree is in the offing.
D. The result of mass star hirings as well as individual ones seems to confirm such doubts. Look at County NatWest and Barclays de Zoete Wedd, both of which hired teams of stars with loud fanfare to do great things in investment banking in the 1990s. Both failed dismally. Everyone accepts the cliche that people make the organisation – but much more does the organisation make the people. When researchers studied the performance of fund managers in the 1990s, they discovered that just 30 per cent of the variation in fund performance was due to the individual, compared to 70 per cent to the company-specific setting.
E. That will be no surprise to those familiar with systems thinking. W Edwards Deming used to say that there was no point in beating up on people when 90 per cent of performance variation was down to the system within which they worked. Consistent improvement, he said, is a matter not of raising the level of individual intelligence, but of the learning of the organisation as a whole. The star system is glamorous – for the few. But it rarely benefits the company that thinks it is working. And the knock-on consequences indirectly affect everyone else too. As one internet response to Gladwell’s New Yorker article put it: after Enron, ‘the rest of corporate America is stuck with overpaid, arrogant, underachieving, and relatively useless talent.’
F. Football is another illustration of the star vs systems strategic choice. As with investment banks and stockbrokers, it seems obvious that success should ultimately be down to money. Great players are scarce and expensive. So the club that can afford more of them than anyone else will win. But the performance of Arsenal and Manchester United on one hand and Chelsea and Real Madrid on the other proves that it’s not as easy as that. While Chelsea and Real have the funds to be compulsive star collectors – as with Juan Sebastian Veron – they are less successful than Arsenal and United which, like Liverpool before them, have put much more emphasis on developing a setting within which stars-in-the-making can flourish. Significantly, Thierry Henry, Patrick Veira and Robert Pires are much bigger stars than when Arsenal bought them, their value (in all senses) enhanced by the Arsenal system. At Chelsea, by contrast, the only context is the stars themselves – managers with different outlooks come and go every couple of seasons. There is no settled system for the stars to blend into. The Chelsea context has not only not added value, but it has also subtracted it. The side is less than the sum of its exorbitantly expensive parts. Even Real Madrid’s galacticos, the most extravagantly gifted on the planet, are being outperformed by less talented but better-integrated Spanish sides. In football, too, stars are trumped by systems.
G. So if not by hiring stars, how do you compete in the war for talent? You grow your own. This worked for investment analysts, where some companies were not only better at creating stars but also at retaining them. Because they had a much more sophisticated view of the interdependent relationship between star and system, they kept them longer without resorting to the exorbitant salaries that were so destructive to rivals.
Plant Scents
A. Everyone is familiar with scented flowers, and many people have heard that floral odors help the plant attract pollinators. This common notion is mostly correct, but it is surprising how little scientific proof of it exists. Of course, not all flowers are pollinated by biological agents – for example, many grasses are wind-pollinated – but the flowers of the grasses may still emit volatiles. In fact, plants emit organic molecules all the time, although they may not be obvious to the human nose. As for flower scents that we can detect with our noses, bouquets that attract moths and butterflies generally smell “sweet,” and those that attract certain flies seem “rotten” to us.
B. The release of volatiles from vegetative parts of the plant is familiar, although until recently the physiological functions of these chemicals were less clear and had received much less attention from scientists. When the trunk of a pine tree is injured – for example, when a beetle tries to burrow into it – it exudes a very smelly resin. This resin consists mostly of terpenes – hydrocarbons with a backbone of 10, 15 or 20 carbons that may also contain atoms of oxygen. The heavier C20 terpenes, called diterpenes, are glue-like and can cover and immobilize insects as they plug the hole. This defense mechanism is as ancient as it is effective: Many samples of fossilized resin, or amber, contain the remains of insects trapped inside. Many other plants emit volatiles when injured, and in some cases the emitted signal helps defend the plant. For example, (Z)-3-hexenyl acetate, which is known as a “green leaf volatile” because it is emitted by many plants upon injury, deters females of the moth Heliothis virescens from laying eggs on injured tobacco plants. Interestingly, the profile of emitted tobacco volatiles is different at night than during the day, and it is the nocturnal blend, rich in several (Z)-3-hexen-1-olesters, that is most effective in repelling the night-active H. virescens moths.
C. Herbivore induced volatiles often serve as indirect defenses. These bulwarks exist in a variety of plant species, including corn, beans, and the model plant species Arabidopsis thaliana. Plants not only emit volatiles acutely, at the site where caterpillars, mites, aphids or similar insects are eating them but also generally from non-damaged parts of the plant. These signals attract a variety of predatory insects that prey on the plant-eaters. For example, some parasitic wasps can detect the volatile signature of a damaged plant and will lay their eggs inside the offending caterpillar; eventually, the wasp eggs hatch, and the emerging larvae feed on the caterpillar from the inside hatch, and the emerging larvae feed on the caterpillar from the inside out. The growth of infected caterpillars is retarded considerably, to the benefit of the plant. Similarly, volatiles released by plants in response to herbivore egg laying can attract parasites of the eggs, thereby preventing them from hatching and avoiding the onslaught of hungry herbivores that would have emerged. Plant volatiles can also be used as a kind of currency in some very indirect defensive schemes. In the rainforest understory tree Leonardoxa Africana, ants of the species Petalomyrmex phylax patrol young leaves and attack any herbivorous insects that they encounter. The young leaves emit high levels of the volatile compound methyl salicylate, a compound that the ants use either as a pheromone or as an antiseptic in their nests. It appears that methyl salicylate is both an attractant and a reward offered by the tree to get the ants to perform this valuable deterrent role.
D. Floral scent has a strong impact on the economic success of many agricultural crops that rely on insect pollinators, including fruit trees such as the bee-pollinated cherry, apple, apricot and peach, as well as vegetables and tropical plants such as papaya. Pollination not only affects crop yield, but also the quality and efficiency of crop production. Many crops require most, if not all, ovules to be fertilized for optimum fruit size and shape. A decrease in fragrance emission reduces the ability of flowers to attract pollinators and results in considerable losses for growers, particularly for introduced species that had a specialized pollinator in their place of origin. This problem has been exacerbated by recent disease epidemics that have killed many honeybees, the major insect pollinators in the United States.
E. One means by which plant breeders circumvent the pollination problem is by breeding self-compatible, or apomictic, varieties that do not require fertilization. Although this solution is adequate, its drawbacks include near genetic uniformity and consequent susceptibility to pathogens. Some growers have attempted to enhance honeybee foraging by spraying scent compounds on orchard trees, but this approach was costly, had to be repeated, had potentially toxic effects on the soil or local biota, and, in the end, proved to be inefficient. The poor effectiveness of this strategy probably reflects inherent limitations of the artificial, topically applied compounds, which clearly fail to convey the appropriate message to the bees. For example, general spraying of the volatile mixture cannot tell the insects where exactly the blossoms are. Clearly, a more refined strategy is needed. The ability to enhance existing floral scent, which could all be accomplished by genetic engineering, would allow us to manipulate the types of insect pollinators and the frequency of their visits. Moreover, the metabolic engineering of fragrance could increase crop protection against pathogens and pests.
F. Genetic manipulation of the scent will also benefit the floriculture industry. Ornamentals, including cut flowers, foliage and potted plants, play an important aesthetic role in human life. Unfortunately, traditional breeding has often produced cultivars with improved vase life, shipping characteristics, color and shape while sacrificing desirable perfumes. The loss of scent among ornamentals, which have a worldwide value of more than $30 billion, makes them important targets for the genetic manipulation of flower fragrance. Some work has already begun in this area, as several groups have created petunia and carnation plants that express the linalool synthase gene from C. Breweri. These experiments are still preliminary: For technical reasons, the gene was expressed everywhere in the plant, and although the transgenic plants did create small amounts of linalool, the level was below the threshold of detection for the human nose. Similar experiments in tobacco used genes for other monoterpene synthases, such as the one that produces limonene, but gave similar results.
G. The next generation of experiments, already in progress, includes sophisticated schemes that target the expression of scent genes specifically to flowers or other organs – such as special glands that can store antimicrobial or herbivore-repellent compounds.
Knowledge in medicine
A. What counts as knowledge? What do we mean when we say that we know something? What is the status of different kinds of knowledge? In order to explore these questions, we are going to focus on one particular area of knowledge – medicine.
B. How do you know when you are ill? This may seem to be an absurd question. You know you are ill because you feel ill; your body tells you that you are ill. You may know that you feel pain or discomfort but knowing you are ill is a bit more complex. At times, people experience the symptoms of illness, but in fact, they are simply tired or over-worked or they may just have a hangover. At other times, people may be suffering from a disease and fail to be aware of the illness until it has reached a late stage in its development. So how do we know we are ill, and what counts as knowledge?
C. Think about this example. You feel unwell. You have a bad cough and always seem to be tired. Perhaps it could be stress at work, or maybe you should give up smoking. You feel worse. You visit the doctor who listens to your chest and heart, takes your temperature and blood pressure, and then finally prescribes antibiotics for your cough.
D. Things do not improve but you struggle on thinking you should pull yourself together, perhaps things will ease off at work soon. A return visit to your doctor shocks you. This time the doctor, drawing on years of training and experience, diagnoses pneumonia. This means that you will need bed rest and a considerable time off work. The scenario is transformed. Although you still have the same symptoms, you no longer think that these are caused by pressure at work. You now have proof that you are ill. This is the result of the combination of your own subjective experience and the diagnosis of someone who has the status of a medical expert. You have a medically authenticated diagnosis and it appears that you are seriously ill; you know you are ill and have the evidence upon which to base this knowledge.
E. This scenario shows many different sources of knowledge. For example, you decide to consult the doctor in the first place because you feel unwell – this is personal knowledge about your own body. However, the doctor’s expert diagnosis is based on experience and training, with sources of knowledge as diverse as other experts, laboratory reports, medical textbooks and years of experience.
F. One source of knowledge is the experience of our own bodies; the personal knowledge we have of changes that might be significant, as well as the subjective experiences are mediated by other forms of knowledge such as the words we have available to describe our experience, and the common sense of our families and friends as well as that drawn from popular culture. Over the past decade, for example, Western culture has seen a significant emphasis on stress-related illness in the media. Reference to being ‘stressed out’ has become a common response in daily exchanges in the workplace and has become part of popular common-sense knowledge. It is thus not surprising that we might seek such an explanation of physical symptoms of discomfort.
G. We might also rely on the observations of others who know us. Comments from friends and family such as ‘you do look ill’ or ‘that’s a bad cough’ might be another source of knowledge. Complementary health practices, such as holistic medicine, produce their own sets of knowledge upon which we might also draw in deciding the nature and degree of our ill health and about possible treatments.
H. Perhaps the most influential and authoritative source of knowledge is the medical knowledge provided by the general practitioner. We expect the doctor to have access to expert knowledge. This is socially sanctioned. It would not be acceptable to notify our employer that we simply felt too unwell to turn up for work or that our faith healer, astrologer, therapist or even our priest thought it was not a good idea. We need an expert medical diagnosis in order to obtain the necessary certificate if we need to be off work for more than the statutory self-certification period. The knowledge of the medical sciences is privileged in this respect in contemporary Western culture. Medical practitioners are also seen as having the required expert knowledge that permits them legally to prescribe drugs and treatment to which patients would not otherwise have access. However, there is a range of different knowledge upon which we draw when making decisions about our own state of health.
I. However, there is more than existing knowledge in this little story; new knowledge is constructed within it. Given the doctor’s medical training and background, she may hypothesize ‘is this now pneumonia?’ and then proceed to look for evidence about it. She will use observations and instruments to assess the evidence and – critically – interpret it in light of her training and experience. This results in new knowledge and new experience both for you and for the doctor. This will then be added to the doctor’s medical knowledge and may help in the future diagnosis of pneumonia.
Part 1
Questions 1-4
Reading Passage has seven paragraphs, A–G. Which paragraph contains the following information?
NB You may use any letter more than once.
1. One example from non-commerce/business settings that better system wins bigger stars 1
2. One failed company that believes stars rather than the system 2
3. One suggestion that the author made to acquire employees than to win the competition nowadays 3
4. One metaphor to human medical anatomy that illustrates the problems of hiring stars 4
Questions 5-8
Do the following statements agree with the information given in the Reading Passage?
YES if the statement agrees with the views of the writer
NO if the statement contradicts the views of the writer
NOT GIVEN if it is impossible to say what the writer thinks about this
5. McKinsey who wrote The War for Talent had not expected the huge influence made by this book. 5
6. Economic condition becomes one of the factors which decide whether or not a country would prefer to hire foreign employees. 6
7. The collapse of Enron is caused totally by an unfortunate incident instead of company’s management mistake. 7
8. Football clubs that focus making stars in the setting are better than simply collecting stars. 8
Questions 9-13
Complete the sentences below. Choose NO MORE THAN TWO WORDS from the passage.
An investigation carried out on 1000 9 . Participants of a survey by Harvard Business Review found a company hire a 10 has negative effects. For instance, they behave considerably worse in a new team than in the 11 that they used to be. They move faster than wall street and increase their 12 . Secondly, they faced rejections or refuse from those 13 within the team. Lastly, the one who made mistakes had been punished by selling his/her stock share.
Part 2
Questions 14-17
Reading Passage has seven paragraphs, A–G. Which paragraph contains the following information?
14. Substance released to help plants themselves 14
15. Scent helps plant’s pollination. 15
16. Practice on genetic experiment of fragrance 16
17. Plant’s scent attracts herbivore’s enemy for protection. 17
Questions 18-21
Do the following statements agree with the information given in the Reading Passage?
TRUE if the statement agrees with the information
FALSE if the statement contradicts the information
NOT GIVEN if there is no information on this
18. We have few evidence to support the idea that scent attracts pollinators. 18
19. Heliothis virescens won’t eat those tobacco leaves on which they laid eggs. 19
20. Certain ants are attracted by volatiles to guard plants in rainforest. 20
21. Pollination only affects fruit trees’ production rather than other crop trees. 21
Questions 22-26
Choose the correct letter A, B, C or D.
Part 3
Questions 27-32
Complete the table. Choose NO MORE THAN THREE WORDS from the passage.
| Source of knowledge | Examples |
| Personal experience | Symptoms of a 27
and tiredness Doctor’s measurement by taking 28 and temperature Common judgment from 29 around you |
| Scientific evidence | Medical knowledge from the general 30
. e.g. doctor’s medical 31 Examine the medical hypothesis with the previous drill and 32 |
Questions 33-40
Reading Passage has nine paragraphs, A–I. Which paragraph contains the following information?
33. the contrast between the nature of personal judgment and the nature of doctor’s diagnosis 33
34. a reference of culture about pressure 34
35. sick leave will not be permitted without the professional diagnosis 35
36. how doctors’ opinions are regarded in society 36
37. the illness of patients can become part of new knowledge 37
38. a description of knowledge drawn from non-specialized sources other than personal knowledge 38
39. an example of collective judgment from personal experience and professional doctor 39
40. a reference that some people do not realize they are ill 40