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A researcher studying corporate executives found that they

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A researcher studying corporate executives found that they [#permalink] New post 28 Apr 2012, 20:09
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A researcher studying corporate executives found that they tend to have “take charge”
personalities, with the predominant traits of assertiveness, decisiveness, and self-confidence.
The researcher concluded that people who are more “take charge” than the average person
are more likely to become corporate executives. Which of the following, if true, most
seriously weakens the researcher’s conclusion?
A) Holding the job of a corporate executive causes people to develop “take charge” personality
traits.
b) When working on charitable or community projects, corporate executives often use their
ability to make decisions and lead people to make those projects successful.
c) Some people who are not executives have stronger “take charge” personalities than some
people who currently serve as corporate executives.
d) Many people who aspire to become executives exhibit different management styles in their
current jobs.
e) The executives that the researcher studied were often unsuccessful when they tried to
manage their family activities as they do their business activities.

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Re: CR - Weaken - # 4 [#permalink] New post 07 May 2012, 09:45
A) Holding the job of a corporate executive causes people to develop “take charge” personality
traits.

A reverses the causal relationship.
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Re: CR - Weaken - # 4 [#permalink] New post 07 May 2012, 18:51
mohankumarbd wrote:
A researcher studying corporate executives found that they tend to have “take charge”
personalities, with the predominant traits of assertiveness, decisiveness, and self-confidence.
The researcher concluded that people who are more “take charge” than the average person
are more likely to become corporate executives. Which of the following, if true, most
seriously weakens the researcher’s conclusion?


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This is another causal reasoning question.

People who have "take charge" (CAUSE) ----> (EFFECT) Become executives.
One of the way to weaken this causal relationship is to show that the REVERSE RELATIONSHIP holds true. Becoming executive lead them to develop "take charge" personality.

Option A is correct.
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Re: CR - Weaken - # 4 [#permalink] New post 08 May 2012, 10:37
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The argument: people with "take charge" personalities are likely to become executives. How do we weaken? By showing that people who become executive do not necessarily have "take charge" personalities.

A) Holding the job of a corporate executive causes people to develop “take charge” personality
traits.

Bullys-eye: having an executive job makes someone have a "take charge" personality. That is, it is the job that causes the "take charge" personality, and not the fact that "take charge" people are drawn to the executive job.

b) When working on charitable or community projects, corporate executives often use their
ability to make decisions and lead people to make those projects successful.

Does not relate.

c) Some people who are not executives have stronger “take charge” personalities than some
people who currently serve as corporate executives.

This one is tempting. But it doesn't really weaken the argument. After all, the argument is that "take charge" people are the only ones that the become executives, not that the only job "take charge" people have is that of an executive.


d) Many people who aspire to become executives exhibit different management styles in their
current jobs.

Does not relate to those who are executives (aspiring and actually being are two different things).

e) The executives that the researcher studied were often unsuccessful when they tried to
manage their family activities as they do their business activities.

Totally unrelated.

Hope that helps :).
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Re: A researcher studying corporate executives found that they [#permalink] New post 01 Sep 2013, 10:50
Consider how the researcher reached the conclusion that having a more “take
charge” personality makes a person more likely to become a corporate
executive. Only one justification is given for this proposed cause and effect: the
observation that a “take charge” personality tends to be observed in people who
are corporate executives. However, it could be the case that the cause and effect
relationship flows in the opposite direction than that proposed in the argument, as
it is possible that a person first becomes a corporate executive and then
develops a more “take charge” personality as a result.
(A) CORRECT. If a “take charge” personality is observed in people who are
corporate executives because the job itself causes those traits to emerge, then
the researcher’s conclusion that the personality traits lead to the job would be
weakened.
(B) The behavior of corporate executives outside of the corporate world is not
relevant to the argument.
(C) The fact that some non-executives have stronger "take charge" personalities
than some people who are corporate executives does not substantially weaken
the argument, as the existence of people who embody the extremes of a "take
charge" personality does not disprove that those with a "take charge" personality
are more likely to move into the role of corporate executive. Moreover, the
personalities of non-executives are not relevant as counterexamples to the
researcher’s argument about executives.
(D) The argument concerns “take charge” personality traits, not other
management styles. It is possible that the people who aspire to become
executives have “take charge” personalities, but have to adjust their
management style according to the demands of their current jobs. Thus, this
statement does not weaken the researcher’s conclusion.
(E) The success or failure of the executive’s management style, particularly
outside of the corporate world, is not relevant to the conclusion.
Re: A researcher studying corporate executives found that they   [#permalink] 01 Sep 2013, 10:50
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