영어 모의고사 (자동 편성)

Earthquakes strike without any warning, which is exactly why the seconds immediately after the shaking begins ①matters more than any other moment in an emergency. Safety experts consistently teach the same three steps: drop to the ground, take cover under sturdy furniture, and hold on until the shaking ②stops. Many people instinctively want to run outside during a quake, ③imagining that open space is always safer than a building. Furniture that seems merely inconvenient during a fire drill, such as a heavy desk, becomes a lifesaving shield when the ceiling above begins ④to crack. After the shaking stops, experts warn that the greatest remaining danger is often a damaged structure rather than a second earthquake, so calmly checking for hazards before moving is just as important as ⑤reacting quickly at the first tremor.

Why do people often ①overvalue objects they have partly built themselves, even when the finished product is objectively ②inferior to something they could have simply purchased? This puzzle, which researchers named after a furniture retailer famous for selling items that require home assembly, challenges the standard economic assumption that value is determined solely by an object's inherent qualities. In a series of experiments, participants who assembled a plain storage box were willing to pay nearly as much for their own ③imperfect creation as they were for a professionally built version, despite being fully aware of its flaws. Labor, it seems, functions as a kind of psychological investment: once effort has been poured into a task, individuals become ④reluctant to judge the outcome objectively, because doing so would require admitting that their effort was partly wasted. This tendency helps explain why consumers often prefer products that demand some degree of personal assembly, even when a comparable finished item is available at a ⑤higher price and requires no time investment whatsoever.

Conventional industrial zones typically operate as ①isolated facilities, each purchasing raw materials independently and disposing of waste without regard for neighboring plants, even when one factory's discarded byproduct could serve as ②valuable input for another. An eco-industrial park reorganizes this arrangement by clustering diverse companies within a single area and encouraging them to exchange materials, energy, and water through a practice known as industrial symbiosis. A power plant's ③surplus heat, for example, might be piped to a nearby greenhouse, while a food processing facility's organic waste could be converted into biogas that powers another factory's equipment. Such exchanges require companies to coordinate schedules and share information they might otherwise regard as ④proprietary, a level of cooperation rarely achieved without deliberate institutional support. Local governments therefore often play a coordinating role, mapping which industries could exchange resources and providing incentives for companies willing to participate. Consequently, eco-industrial parks have come to be seen as a model capable of ⑤increasing both waste disposal costs and raw material expenses simultaneously.

Our class field trip to the national art museum began with a worksheet that I initially found ①annoying, since it asked us to stand in front of a single painting for a full five minutes before moving on. Five minutes felt unbearably long for one picture, and I nearly skipped ahead to the next room. Forcing myself to stay, however, I began noticing details that a quick glance would have missed entirely: a faint second figure hidden in the shadows, brushstrokes that grew ②rougher toward the edges of the canvas, a color repeated in three unrelated corners. My initial impression of the painting as simply pleasant slowly became something closer to ③fascination. Our teacher later explained that most museum visitors spend under fifteen seconds per artwork on average, which means they experience galleries as a ④sharp, detailed collection of individual works. That single afternoon taught me that patience, not ⑤expertise, is often the only thing separating a bored visitor from an amazed one.

In our elective fashion design class, the first assignment was not to sketch a beautiful outfit but to design clothing for a specific, unusual situation, such as a rainy commute or a wheelchair user's daily routine. I initially found the assignment ①strange, since I had imagined fashion design as primarily about appearance rather than practical problem-solving. Researching my chosen situation, a delivery worker who bikes through the city in all weather, changed how I approached the project entirely. I realized that pockets needed to be ②reachable while cycling, that bright colors could improve visibility to drivers at night, and that waterproof fabric mattered more than any decorative detail I had originally planned. My final design looked far ③simpler than the elaborate sketches some classmates produced, yet our teacher praised it precisely because every choice ④ignored a real problem the wearer would actually face. I finished the unit understanding that thoughtful design often begins with a person's ⑤needs, not with a striking image.

Change blindness refers to a striking limitation of human perception in which observers fail to notice substantial alterations to a visual scene, provided the change occurs during a brief disruption such as an eye movement or a momentary obstruction. In a now-famous demonstration, researchers showed participants two versions of a photograph in alternation, separated by a short blank screen, and asked them to identify what had changed. Even when an entire building disappeared or a person's clothing shifted color, many viewers stared at the picture without detecting anything unusual. This phenomenon occurs because visual attention, rather than passively recording every detail like a camera, _______________. Whatever falls outside that narrow spotlight is represented only sparsely, if at all, leaving it vulnerable to being overwritten without notice. Consequently, change blindness demonstrates that our impression of a rich, complete visual world is, to a surprising extent, an illusion constructed by the mind, not a faithful record of external reality.

As cities have expanded across landscapes once covered with absorbent soil, impervious surfaces have turned stormwater from a resource that recharges groundwater into a hazard that floods streets and carries pollutants into waterways. Green infrastructure, which mimics the hydrological functions that natural landscapes once performed, offers planners _______________. Rain gardens, shallow depressions planted with deep-rooted vegetation, are designed to capture runoff from rooftops, allowing it to filter slowly through soil before reaching underground aquifers. Permeable pavement, made of porous materials that let water pass directly through, serves a similar purpose along sidewalks, where asphalt would remain impenetrable. For example, cities that replaced pavement with permeable alternatives have reported notable reductions in flooding during storms that once overwhelmed sewers. However, engineers caution that green infrastructure cannot entirely replace conventional pipes in dense cores, where heavy runoff still requires structural reinforcement. Consequently, municipalities now regard green and gray infrastructure as complementary systems, each compensating for the other's limitations.

Janis identified several warning signs, including an illusion of invulnerability that leads a group to underestimate risk, pressure on dissenters to fall in line, and self-appointed mindguards who shield the group from information that might disrupt its confidence. Even highly capable individuals can make disastrous collective decisions once they are absorbed into a tightly knit group, a phenomenon psychologist Irving Janis termed groupthink. ( ① ) Within cohesive committees, boards, and advisory councils, members often prioritize consensus and group harmony over a rigorous evaluation of alternatives, silencing doubts rather than risking the discomfort of dissent. ( ② ) Sociologists extend this analysis beyond small committees, noting that entire organizations can develop cultures that reward conformity and punish employees who raise inconvenient questions. ( ③ ) Historical inquiries into policy failures and corporate disasters frequently reveal that critical information existed within the organization but never reached decision makers. ( ④ ) This was not because it was hidden, but because no one felt safe enough to voice it aloud. ( ⑤ )

주어진 문장: This vulnerability explains why crucial instructions embedded in the middle of a lengthy list are so often overlooked or misremembered. Anyone designing a presentation, a curriculum, or a grocery list should attend to a well-documented pattern in human memory known as the serial position effect. When people are asked to recall items from a list right after studying it, they consistently remember the items presented at the beginning and end far better than those buried in the middle. ( ① ) The advantage for early items, called the primacy effect, arises because those items receive more rehearsal and are more likely to be transferred into long-term storage before subsequent items compete for attention. ( ② ) The advantage for final items, known as the recency effect, occurs because those items remain accessible in short-term memory at the moment of recall. ( ③ ) Middle items suffer because they must compete for limited rehearsal opportunities while lacking the stability afforded by extended processing. ( ④ ) Communicators who ignore this pattern risk burying their most important point where it will predictably be forgotten. ( ⑤ ) A more effective strategy, therefore, places the crucial message at the beginning or end, precisely where memory proves most reliable.

주어진 문장: The first of these, often called System 1, operates beneath conscious awareness, shaping judgments before a person even realizes a decision is being made. Psychologists studying human judgment often describe the mind as operating through two distinct systems rather than a single unified process. ( ① ) System 1 works quickly and automatically, generating impressions and snap judgments without any noticeable sense of effort, much as a driver instinctively brakes when a ball suddenly rolls into the street. ( ② ) System 2, by contrast, is slow, deliberate, and demanding, engaged only when a problem requires careful calculation or conscious reasoning. ( ③ ) Most daily decisions are handled almost entirely by System 1, which allows people to function efficiently without exhausting their limited mental resources. ( ④ ) This efficiency comes at a cost, however, because System 1 relies on simple shortcuts that can produce systematic errors, and System 2 is frequently too lazy or too occupied to double-check them. ( ⑤ )