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

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.
According to the author, the function of the structured-inquiry method is________.
选项 A、to make decision by debate
B、to apply the Internet and wireless computer technology
C、to brake on the thinking process, slowing it down
D、to create a level of conceptual clarity
答案D
解析 本题关键词是structured—inquiry method，问题是：作者认为组织调查法有什么作用?定位第四、五段。根据第四段第一句，组织调查法(The structured—inquiry method)提供了一种比通过争论产生的辩论决策法更合理的选择(a better alternative)。但是关键词定位到的这句话并没有对应的正确选项，需要继续看下文。第三句说，通过控制和减缓思维过程以及组织逻辑思维，就可能形成清晰的思路(a level of clarity)，而且第三句方式状语中的putting，slowing和organizing的逻辑主语就是本题的关键词The structured-inquiry method，所以组织调查法的function就是可能形成清晰的思路(a level of clarity)；第五段第一句话也提到，通过组织分析专家提出的意见，组织调查法(The structured-inquiry process)形成了概念上的清晰思路(a level of conceptual clarity)，于是将专家和决策者更紧密地联系起来；这里的The structured—inquiry process与题干the structured-inquiry method一致，因此选项D与原文相符，为正确选项。同理可知，选题A正反混淆，通过讨论做决定是辩论决策法，不是组织调查法。选项B来自第四段第二句，互联网和无线电脑技术只是方法和手段。而不是功能，所以选项B属于答非所问；选项C也是方法和手段，不是组织调查法的功能，也属于答非所问。第四段：组织调查法可以缩小隔膜、形成清晰的思路。第五段：组织调查法使专家和决策者更加紧密地联系起来。
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