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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.
The structured-inquiry process can be useful for________.
选项 A、decision makers
B、intelligence analysis meeting
C、the experts’ information
D、marketing focus groups
答案A
解析 本题关键词是The structured inquiry process，问题是：组织调查法的过程有益于什么?定位第四、五段。根据第四段可以看出组织调查法有益于：缩小专家和行政主管之间的隔膜；形成清晰的思路，但没有对应的正确选项。再看第五段第一句，组织调查法形成了概念上的清晰思路，于是将专家和决策者更紧密地联系起来，即组织调查法有益于：专家(the experts)和决策者(the decision makers)，因此选项A与原文属于相同含义，为正确选项。选项C的experts后增加了information一词，属于偷换概念。选项B是原文细节，不是有益之处，属于答非所问。选项D来自第五段第三句，但本句话是一个比喻，把组织调查法比作市场信息综合小组(marketing focus groups)，这和题目问题没有关系，也属于答非所问。
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