Questions 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 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 inte1ligent 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 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 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 pat of the losingfaction. 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 4ecision 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. 　　4l.From the first paragraph we can learn that . 　　A.executive,specialized expert,are no more clever than person in the street 　　B.very few people dec1de 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 　　42.Judging from the context,what does the wordthem（line 4, paragraph 2）refer to？ 　　A.Decision makers. 　　B.The losing faction. 　　C.Anger,resentment,and jealousy. 　　D.Other people. 　　43.Aldous Huxley's remark （Paragraph 3） implies that. 　　A.there is a subtle difference between right and wrong 　　B.we cannot tell who is right and what is wrong 　　C.what is right is more important than who is right 　　D.what is right accounts for the question who is right 　　44.According to the author,the function of the structured-inquiry method is . 　　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 　　45.The structured-inquiry process can be useful for . 　　A.decision makers 　　B.intelligence analysis meeting 　　C.the experts'information 　　D.marketing focus groups