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1、2005年真题uestions 41 to 45 are based on the following passage: Most human beings actual1y decide before they think. When any human being－executive, specialized expert, or person in the streetencounters a complex issue and forms an opinion, often within a matter of se
2、conds, 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 inte1ligent or experienced, can take inventory of the many branching possibilities, possible outcomes, side e
3、ffects, and undesired consequences of a policy or a course of action in a matter of seconds. Yet, those who pride themse1ves on being decisive often try to do just that. And once their brains lock onto an opinion, most of their thinking thereafter consists of findi
4、ng 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
5、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.
6、” 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 b
7、rakes 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 contribu
8、tions of the experts, then brings the experts and the decision makers closer together. Although it isn’t possible or necessary for a president or
