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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.
From the first paragraph we can learn that________.
选项 A、executive, specialized expert, are no cleverer 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 本题属于段落定位题，定位第一段。第一段第一句话指出，大多数人实际上还没有思考就已经做出了决定(decide before they think)。这句话是本段的主题句，下文的行政主管、专家、街上的行人以及第五句中提到的那些自诩有决断力的人(those who pride themselves on being decisive)都是在没有充分思考的情况下就做决策，显然这样的决策是失败的，因为他们没有考虑一项政策或一个行动方案的各种可能性、可能的结果、负面影响以及不良后果。也就是说，他们并没有决策能力。由此可见，选项C与原文属于相同含义，为正确选项。选项A无中生有，原文并没有就行政主管、专家和街上的行人做聪明程度的对比，提及他们只是用来证明首句的例子而已。选项B和选项D意思一致，都强调人们会在做决定之前认真思考，但这与段首句正反混淆。第一段：大多数人包括自诩有决策力的人都会不经仔细思考就做出决策。
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