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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.
Aldous Huxley’s remark (Paragraph 3) implies that________.
选项 A、there is a subtle difference between right and wrong
B、we cannot tell who is right and what is wrong
C、what is right is more important than who is right
D、what is right accounts for the question who is right
答案C
解析 本题关键词是Aldous Huxley，问题是：第三段阿道司.赫胥黎的话表明什么?定位第三段。根据第二段的主要内容，辩论决策法的弊端是失败的一方并不妥协，即辩论双方都认为自己有理而不肯让步。第三段第一句称，解决争端有更好的办法，显然下一句说的就是更好的办法。用代入法可以发现，选项A、B、D算不上是解决争端的更好的方法，而选项C符合上下文逻辑，也符合句型结构。其实，第三段中的“It is not A，but B”是固定句型，意思为：重要的不是A，而是B；由此可见选项C与原文属于相同含义，为正确选项，其他选项均曲解文意。第三段：赫胥黎认为“谁正确”不重要，“什么是正确的”才重要。
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