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，接下来笔者话锋一转，指出not everyone is on board。根据这个转折，我们可以知道作者接下来要指出有些人并不接受这种改变，仍然坚持以前偏重工作的生活方式。显然的，接下来33岁德勤高级经理的例子正是在论证这一点，我们也完全没有必要仔细读它。

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.

接下来作者继续开始讨论这种新模式的益处，属于细节部分。但是由于题目第四题出到了此处，所以大家要认真阅读。

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转换，这从文章的第一句就可以看出来，后面的引用还是对这一新思想的论证，不需要细读。