Not everyone is on board. A 33-year-old Deloitte senior manager in a southeastern office, who works half-days on Mondays and Fridays for health reasons and requested anonymity because she was not authorized to speak on the record, says one "old school" manager insisted on scheduling meetings when she wouldn't be in the office. "He was like, 'Yeah, I know we have the program,'" she recalls, "'but I don't really care.'"

然而，接下來筆者話鋒一轉，指出not everyone is on board。根據這個轉折，我們可以知道作者接下來要指出有些人并不接受這種改變，仍然堅持以前偏重工作的生活方式。顯然的，接下來33歲德勤高級經理的例子正是在論證這一點，我們也完全沒有必要仔細讀它。

Deloitte CEO Barry Salzberg admits he's still struggling to convert "nonbelievers," but says they are the exceptions. The recession provides an incentive for companies to design more lattice-oriented careers. Studies show telecommuting, for instance, can help businesses cut real estate costs 20% and payroll 10%. What's more, creating a flexible workforce to meet staffing needs in a changing economy ensures that a company will still have legs when the market recovers. Redeploying some workers from one division to another — or reducing their salaries — is a whole lot less expensive than laying everyone off and starting from scratch.

接下來作者繼續開始討論這種新模式的益處，屬于細節部分。但是由于題目第四題出到了此處，所以大家要認真閱讀。

Young employees who dial down now and later become managers may reinforce the idea that moving sideways on the lattice doesn't mean getting sidelined. "When I saw other people doing it," says Keehn, "I thought I could try." As the compelling financial incentives for flexibility grow clearer, more firms will be forced to give employees that chance. Turns out all Keehn had to do was ask.

到了文章的最后，作者的意思又有了新的轉換，這從文章的第一句就可以看出來，后面的引用還是對這一新思想的論證，不需要細讀。