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idingto the oeyerMerand Kckslrjusthowngnumber of organizations exploring the four-day workweck.Supporters cite many benefits,including improved physical and mental health,increased genderequity and positive cnvironmental impacts.It is casy to imagine what we might do with an additionalday-off-spend time with family and fricnds,pursuc a hobby,sleep.Pilot findings show increasedproductivity as well.Many in favor of the four-day workweck anticipate a more fulfilled community.Some leaders will see the research and belicve that a pilot is worthwhile.Others will resist the idea.They were taught that face time with employecs is the only way to ensure accountability (andproductivity.Less face time can feel like a loss of control.White each organization will need to find what works for them,doing so can be a productive exercise.Leaders can let employees work out the details rather than"solving"the challenge from the top down.Perpetual Guardian asked employees to propose their own productivity measures,including how toincrease productivity and arrange shifts.Awin,a tech firm,saw 80 employees volunteer for task forcesto ensure that their switch to a four-day workweek went smoothly.32.Why are Americans doubtful about the new workweek practice?A.There are limited legislation proposals for it.B.It challenges American work valuc.C.It goes beyond their standard workweek.D.There are few pilots for it across the globe.33.What is paragraph 2 mainly discussing?A.American work culture.B.Challenges of the new practice.C.Details of the new workweek pilots.D.The possibility of adopting the new practice.34.What can be achieved by the new practice?A.A more healthy and efficient society.B.Diversity of organization management.C.Increased sense of responsibility.D.More choices of community services.35.What does the author suggest leaders do?A.Handle the challenges from the top down.B.Allow the employees to try the new practice.C.Work out detailed solutions for the organization.D.Develop more ways to measure productivity.