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Most human beings actually decide before they think. When any human being—executive, specialized expert, or person in the street

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问题     Most human beings actually decide before they think. When any human being—executive, specialized expert, or person in the street—encounters a complex issue and forms an opinion, often within a matter of seconds, how thoroughly has he or she explored the implications of the various courses of action? Answer: not very thoroughly. Very few people, no matter how intelligent or experienced, can take inventory of the many branching possibilities, possible outcomes, side effects, and undesired consequences of a policy or a course of action in a matter of seconds. Yet, those who pride themselves on being decisive often try to do just that. And once their brains lock onto an opinion, most of their thinking thereafter consists of finding support for it.
    A very serious side effect of argumentative decision making can be a lack of support for the chosen course of action on the part of the "losing" faction. When one faction wins the meeting and the others see themselves as losing, the battle often doesn’t end when the meeting ends. Anger, resentment, and jealousy may lead them to sabotage the decision later, or to reopen the debate at later meetings.
    There is a better. As philosopher Aldous Huxley said, "It isn’t who is right, but what is right, that counts."
    The structured-inquiry method offers a better alternative to argumentative decision making by debate. With the help of the Internet and wireless computer technology the gap between experts and executives is now being dramatically closed. By actually putting the brakes on the thinking process, slowing it down, and organizing the flow of logic, it’s possible to create a level of clarity that sheer argumentation can never match.
    The structured-inquiry process introduces a level of conceptual clarity by organizing the contributions of the experts, then brings the experts and the decision makers closer together. Although it isn’t possible or necessary for a president or prime minister to listen in on every intelligence analysis meeting, it’s possible to organize the experts’ information to give the decision maker much greater insight as to its meaning. This process may somewhat resemble a marketing focus group; it’s a simple, remarkably clever way to bring decision makers closer to the source of the expert information and opinions on which they must base their decisions.
Judging from the context, what does the word "them" (Line 7, Para. 2) refer to?
选项 A、Decision makers.
B、The "losing" faction.
C、Anger, resentment, and jealousy.
D、Other people.
答案B
解析 本题关键词是them，属于词汇题，定位第二段上下文。根据第二段第二句话，一方在会议上获胜时，另一方就会认为自己失败了，会议结束了，争斗通常仍不会停止(the battle often doesn’t end)，可以看出这里的争斗是获胜方和失败方之间的；第三句话紧接说，愤怒、怨恨以及嫉妒可能导致他们(them)过后阻挠已做出的决定，或者在随后的会议上重新开始争论。从逻辑常理看，胜利的一方一般不会愤怒或怨恨，更不会阻挠决定，因此them只能指代失败的一方。第二段第一句话也提到，辩论决策法产生的一个非常严重的负面影响可能是缺少“失败的”一方对所选决策的支持。所以选项B与原文指代一致，为正确选项。选项A、C、D均曲解文意。第二段：辩论决策法的弊端是失败的一方并不妥协。
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