30. Answer: ii Explain Section D · This section discusses the “misguided” assumptions about efficiency. The emphasis on order has led to people‟s efforts to become organised without understanding that organisation does not always bring increased productivity. These basic assumptions can be considered “fundamental beliefs that are in fact incorrect”. Thus, the answer is ii.
o Fundamental = basic
o Incorrect = misguided
31. Answer: ix Explain Section E · Section E mentions the term “diminishing returns” of order, which basically means that the disadvantages of organising may eventually outweigh the advantages at some point: “if the cost of formally structuring something outweighs the benefit of doing it, then that thing ought not to be formally structured”. This has been shown in recent studies, so there is evidence behind this. Thus, the correct heading is ix – Evidence that a certain approach can have more disadvantages than advantages.
o Advantages = benefits
32. Answer: vii Explain Section F · This section suggests that “the best approach is to create an environment devoid of structure”, which “can lead to new solutions that, under conventionally structured environments, would never be reached”. This implies that a new approach can achieve outcomes that are impossible under the current practice (a conventionally structured environment). The answer is vii.
33. Answer: iv Explain Section G · Section G discusses the new approach – disorganisation, which has been embraced by many companies: Google, General Electric, Oticon, etc. Thus, the heading for this section is iv – Organisations that put a new approach into practice.
o Organisations = companies
o Put into practice = embrace
34. Answer: viii Explain Section H · This section warns readers that “…disorder, much like order, also seems to have diminishing utility, and can also have detrimental effects on performance if overused”. Therefore, they should only be used “so far as it is useful”. So the only appropriate heading for this is viii – Neither approach guarantees continuous improvement.
