Option 3 is correct. The key sentence in the rugby section is: 「こうした個人の目的を無視し、ただ『勝つ』というチームの目標だけのためにプレーを強要してしまっては、チームから活力が失われてしまうだろう。」(If you ignore these individual purposes and force players to play only for the team goal of 'winning,' the team will lose its vitality.) Option 3 captures this precisely: if you don't consider each person's purpose and only demand winning, the team won't become strong (活力が失われる = チームは強くならない).
1Option 1 says 'If players with high goals don't gather, the team's strength won't grow.' The passage never discusses gathering players with high goals. The author's point is about how to manage players who already have diverse individual purposes, not about recruitment or the quality of players' goals.
2Option 2 says 'Even if winning is the only team goal, individual skills won't improve.' The passage does not focus on whether individual skills improve. The author's concern is the team losing vitality (活力), not individual skill development. This option shifts the focus from the team-level consequence to individual skill improvement, which is not the main point.
4Option 4 says 'If individual purposes and team goals don't match, the team's vitality will be lost.' This is subtly but critically wrong. The author explicitly states at the very beginning: 「組織内の人間の目標を無理やり一致させる必要はない」(there is no need to force goals to align). The problem is not the mismatch itself, but rather ignoring individual purposes and forcing only the team goal. The author accepts that goals can differ; what matters is creating a system with flexibility, not forcing alignment.
活力 — vitality, energy, vigor
強要する — to force, to compel
一致させる — to make match/align
接点を持たせる（せってんをもたせる） — to create a point of contact/connection
2.①こうした傾向とはどのようなことか。
1やりたくない仕事をしようとしない。
2転職することがよいことだと考えている。
3自身の興味や関心が変わりやすい。
4自身の資質や可能性を活かす努力をしない。
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Answer: 1. やりたくない仕事をしようとしない。
The phrase 「こうした傾向」 refers to the behavior described in the immediately preceding sentences. The text states that young people think, 「仕事がおもしろくないのなら、嫌な仕事をするくらいなら、さっさと別の企業に転職したほうがいい」 (If the work isn't interesting, rather than doing unpleasant work, it's better to quickly change jobs to another company). Option 1, 「やりたくない仕事をしようとしない」 (They do not try to do work they don't want to do), accurately summarizes this attitude of refusing to do unpleasant work.
2The passage mentions that young people think it is better to change jobs *rather than* do unpleasant work. It does not state that they consider changing jobs itself to be inherently 'good' (よいこと).
3The passage does not mention anything about young people's interests or concerns changing easily (変わりやすい). It only says they show no interest in things unrelated to themselves.
4The passage explicitly states that young people consider 「自分の資質や可能性を活かせるかどうか」 (whether they can utilize their own qualities and potential) as a top priority when choosing a workplace. Therefore, saying they do not make an effort to utilize them is incorrect.
傾向 — tendency, trend
転職 — changing jobs
資質 — qualities, aptitude, nature
第一義 — primary, most important (thing)
許容 — permission, acceptance, toleration
3.②嘆いてもしかたがないと筆者が考えるのはなぜか。
1個人の「目的」と組織の「目的」が一致することはありえないから。
2個人の「価値観」や「目的」のよい悪いを考えても、意味がないから。
3組織によって「価値観」や「目的」が異なっている時代だから。
4組織の中に多様な「価値観」や「目的」を持った人がいる時代だから。
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Answer: 4. 組織の中に多様な「価値観」や「目的」を持った人がいる時代だから。
Option 4 is correct. The passage states: '会社に対する「価値観」やそこに所属するための「目的」が多様化しているのだと。つまり、かつてのように組織の中で目標が一元化されえなくなったのが「今」という時代なのである。これはよい悪いとか、正しいか正しくないかという以前に、現実なのだ。であるならば、そうした状況を嘆いてもしかたがない。' The author argues that within an organization, people now hold diverse values and purposes, and this is simply the reality of the current era—not something to be judged as good or bad. Because it is an unavoidable reality, lamenting it is pointless. Option 4 captures this precisely: it is an era where people with diverse '価値観' and '目的' exist within an organization.
1This option claims that individual and organizational purposes can never align (一致することはありえない). The passage never says alignment is impossible—rather, the author advocates creating a system with flexibility to find '接点' (common ground) between the two. This contradicts the author's own proposal.
2This option focuses on the futility of judging whether individual values/purposes are good or bad. While the passage does mention 'よい悪いとか...以前に、現実なのだ,' the core reason lamenting is pointless is not about the meaninglessness of value judgments, but about the fact that diversity within organizations is an unavoidable reality of the era. This option misidentifies the emphasis.
3This option says values and purposes differ '組織によって' (depending on the organization / between organizations). However, the passage discusses diversification '組織の中で' (within an organization)—that individuals within the same organization now have varied values and purposes. The distinction between 'within' and 'between' organizations makes this option incorrect.
嘆く — to lament, to grieve, to deplore
多様化 — diversification, becoming diverse
一元化 — unification, centralization under one principle
価値観 — values, sense of values
許容 — acceptance, tolerance, permitting
4.筆者によると、組織運営のために必要なことは何か。
1目標達成のために、意志が統一しやすい組織をつくること。
2チームで価値観を共有し、仕事に対する全員の意欲を高めること。
3個人の目的を認めて、チームの目標のために役割を果たさせること。
4個人の目的と組織の目標を一致させて、各自に責任を持たせること。
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Answer: 3. 個人の目的を認めて、チームの目標のために役割を果たさせること。
The author states in the final paragraph that rather than lamenting the current situation, organizations should first "許容" (accept/tolerate) each individual's purpose, and then unify everyone's will to share the team's goal, making each person fulfill their role with responsibility. Option 3 perfectly summarizes this: accepting individual purposes (個人の目的を認めて) and having them fulfill their roles for the team's goal (チームの目標のために役割を果たさせること).
1The author explicitly states at the beginning of the passage that there is no need to forcibly align people's goals (組織内の人間の目標を無理やり一致させる必要はない). Creating an organization where wills are easily unified contradicts the author's view that goals can no longer be centralized (一元化されえなくなった).
2The author argues that what should be shared is the team's "goal" (目標), not their "values" (価値観). Furthermore, the focus is on accepting individual purposes and having members fulfill their roles, not merely raising overall motivation for work.
4This contradicts the author's core premise stated in the very first sentence: "組織内の人間の目標を無理やり一致させる必要はないと思っている" (I don't think it's necessary to forcibly align the goals of people within the organization). The author advocates for finding a point of contact (接点) between them, not making them identical (一致させる).
許容 — acceptance, tolerance, permitting
共有 — sharing
一元化 — unification, centralization
嘆く — to lament, to deplore
活かす — to make the most of, to utilize effectively
接点 — point of contact, common ground
第一義 — primary, most important (thing)
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