영어 모의고사 (자동 편성)

When people recall precisely where they were and what they were doing at the moment they learned of some momentous public event, the resulting memory often feels extraordinarily vivid, as though it ①had been etched into the mind with photographic precision; researchers have termed such recollections flashbulb memories. Proponents of this concept once ②argued that the emotional intensity and surprise ③accompanying such events ④triggers a distinct neural mechanism that preserves details with unusual fidelity, effectively exempting them from the gradual decay that afflicts ordinary memories. Subsequent longitudinal studies, however, have complicated this picture considerably: when researchers compared accounts gathered within days of an event to accounts gathered years later, they discovered that details had frequently been altered, omitted, or even fabricated, even though the individuals reporting them expressed unwavering confidence in their accuracy. This persistent mismatch between subjective certainty and objective consistency implies that flashbulb memories, far from being flawless recordings, are reconstructed narratives ⑤shaped by rehearsal, media exposure, and the passage of time.

Working memory refers to the mental workspace in which information ①is temporarily held and manipulated while a person performs a cognitive task. Such tasks include solving an arithmetic problem, following a rapid conversation, or holding a phone number in mind before dialing it. In the mid-twentieth century, the psychologist George Miller proposed that this workspace could accommodate roughly seven discrete items. His claim proved so influential that it ②become widely known as the magic number seven. Subsequent research, however, revealed that Miller's estimate was somewhat generous, since it failed to account for the complexity of the material ③being remembered. Nelson Cowan later argued that when rehearsal strategies ④are prevented and attention is tightly controlled, genuine capacity hovers closer to four items rather than seven. This discrepancy suggests that what earlier studies had measured was not raw storage capacity itself but a hybrid quantity ⑤inflated by clever strategies. Contemporary psychologists therefore distinguish between the fixed limit of working memory and the flexible techniques that allow individuals to transcend that limit.

Many students ①assume that perfectionists work harder than everyone else, but psychologists describe a puzzling pattern called the perfectionism-procrastination cycle. Because perfectionists set impossibly high standards, they often feel ②anxious before they even begin, and the task feels overwhelming. They then ③accelerate the work to avoid facing their own unrealistic expectations, even though delay only increases their stress later. Likewise, an employee facing an important report may check emails repeatedly rather than begin drafting, fearing an early attempt will seem ④inadequate. Ironically, this avoidance guarantees the very failure that perfectionists dread, since ⑤rushed, last-minute work rarely meets their own high standards.

Consider a large heap containing ten thousand grains of sand. Nearly everyone agrees that removing a single grain from such a heap leaves another heap behind; surely one grain could never make the difference between a heap and a non-heap. Yet if this principle is applied repeatedly, grain by grain, the heap eventually ② grows to a single lonely grain, or even to no grains at all, and logic alone seems to force us to accept that this final result still counts as a heap. Something has clearly ① gone wrong along the way, since no reasonable person would call one grain of sand a heap, but pinpointing exactly which single removal transformed a heap into a non-heap seems ③ impossible. The puzzle exposes a deep discomfort with vague terms like "heap," "tall," or "bald," concepts that seem to admit no sharp ④ boundary yet are used confidently in everyday language. Some philosophers conclude that classical logic itself may need to be ⑤ revised to accommodate the genuine vagueness built into ordinary human language.

When people face a difficult decision, they often weigh not only the expected outcome of each option but also how ① pleasant it would feel to discover later that a different choice had been better. This anticipation of future regret, rather than the size of the potential loss itself, frequently becomes the ② dominant factor shaping the final decision. Investors, for example, sometimes continue holding a declining stock rather than selling it, not because they expect the price to recover, but because selling would force them to confront the possibility of having made a clear mistake. Researchers have found that people feel ③ sharper regret over losses that resulted from taking action than over identical losses that resulted from doing nothing, which helps explain why so many individuals default to inaction whenever a decision feels ④ uncertain. Ironically, this strategy of avoiding regret can itself produce outcomes that are later regretted even more ⑤ deeply than the ones it was originally designed to prevent.

Soyeon joined an online study group chat where dozens of students planned a class project together every evening. When one member suggested skipping a required survey step to save time, several others ①quickly agreed, and no one raised any objections. Soyeon ②privately worried that skipping the survey might weaken their project, but seeing everyone else nodding along, she stayed ③vocal rather than risk sounding difficult. The group proceeded confidently, convinced their shortcut was harmless, until their teacher pointed out ④serious gaps once the project was submitted. She realized that the chat's friendly, unified atmosphere had actually discouraged critical thinking, making poor decisions feel completely ⑤normal at the time.

Stairs seem too ordinary to be dangerous, which is why many people treat them carelessly, texting, carrying an armful of books, or skipping two steps at a time. Emergency room records tell a different story: _______________. Familiarity encourages a kind of autopilot mode, in which a person stops looking at each step and instead relies on memory of where the stairs should be.

주어진 문장: At first, this seemed like a small, sentimental gesture with little business value. Years ago, a small shoe company struggled to compete with larger, well-funded rivals in the market. ( ① ) Its products were solid, but customers rarely remembered the brand after a single purchase. One day, the founder decided to share the story behind the company: how her grandfather had once repaired shoes for factory workers who could not afford new pairs. She began printing this story on every shoebox and posting it across social media. ( ② ) Surprisingly, customers started responding not just to the shoes themselves but to the values the story represented. ( ③ ) Sales slowly increased as people felt they were supporting something meaningful rather than simply buying a product. ( ④ ) Other companies noticed this shift and began crafting their own narratives, hoping to create similar emotional connections. ( ⑤ ) Eventually, the founder realized that a compelling story, told honestly, could turn ordinary customers into loyal supporters.

주어진 문장: He paused for a moment, feeling unsure about what the right choice really was. One Saturday morning, Jiho carried a heavy bag of old clothes to the donation box near his apartment. He had grown taller over the winter, so many shirts no longer fit him. ① At first, he almost threw the clothes into the regular trash without thinking twice. ② However, his older sister reminded him that clean clothes could still help someone else. She explained that donating clothes was like giving a plant a second chance to grow. ③ For example, a jacket he had outgrown might keep another child warm this winter. ④ Therefore, Jiho folded each shirt neatly and placed them gently inside the box. In contrast to his first careless idea, he now felt genuinely happy about his choice. ⑤ Walking home, Jiho realized that small actions could create meaningful change for others.

주어진 문장: Correcting this bias, therefore, requires more than good intentions or personal willpower. Anyone who has ever promised to finish a project "by Friday," only to still be working on it weeks later, has experienced the planning fallacy firsthand. ( ① ) This term describes the persistent tendency of individuals and organizations to underestimate how long a task will take, how much it will cost, and how many complications will inevitably arise. ( ② ) What makes this bias particularly stubborn is that awareness of past failures rarely leads to more accurate predictions; a construction firm that finished its last three projects late will often insist, with genuine confidence, that this next project will be different. ( ③ ) Researchers argue that planners focus almost exclusively on the specific steps of the current task while ignoring the broader statistical record of similar projects that came before. ( ④ ) One proposed remedy, known as reference class forecasting, requires planners to deliberately consult outcomes from comparable past projects rather than relying solely on their own optimistic intuition. ( ⑤ ) Until such external correction becomes standard practice, ambitious deadlines will likely continue to be broken with remarkable consistency.