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  3. If the various advocates of the conflicting options are all smart, experienced, and well informed, why do they disagree so compl

If the various advocates of the conflicting options are all smart, experienced, and well informed, why do they disagree so compl

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问题     If the various advocates of the conflicting options are all smart, experienced, and well informed, why do they disagree so completely? Wouldn’t they all have thought the issue through carefully and come to approximately the same "best"—conclusion?
    The answer to that crucial question lies in the structure of the human brain and the way it processes information.
    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 way. 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.
选项 A、executive and specialized expert are no more clever than person in the street.
B、very few people decide before they think.
C、those who pride themselves on being decisive often fail to do so.
D、people tend to consider carefully before making decisions.
答案C
解析 推理题。文章一开始就谈到，如果各种观点的倡导者都是非常聪明、经验丰富、见闻广博的人，为什么他们的见解完全不一致?为什么他们不能得出大致相同的—"最好的"—结论?然后第二段接着提到问题的答案在于人的大脑结构和处理信息的方法不同。大多数人实际上先决定，后思考，很少有人能够在做决定前那一刹那间就将各种问题考虑得面面俱到，而自夸有决断能力的人经常就试图要那么做，然而却做不到这一点，他们的头脑一旦锁定为某种见解，其思想就固定了。"经理和专家与街上的人一样不聪明"，"几乎很少有人会在思考之前决定"和"人们倾向于在做决定之前仔细思考"都不能从文章前三段中推出来。
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