2021년 고2 6월 전국 연합 모의고사 변형 문제 2

 

2021년 고2 6월 전국 연합 모의고사

변형 문제 2

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2021년 고2 6월 전국 연합 모의고사 변형 문제 2

일반 워크북 형태의 문제에서 벗어나 The Makings가 만든

2021년 고2 6월 전국 연합 모의고사 변형 문제 2

출판사에서 오랫동안 영어 번역과 교정을 하셨던 원어민 선생님과

현직에서 강사를 하고 있는 연구진들이 학생들을 위한 최상의  

2021년 고2 6월 전국 연합 모의고사 변형 문제 2 를 선보입니다.

사고력과 이해력을 요구하는 문제들로 내신 대비 뿐만이 아니라

수능도 한꺼번에 공부하실 수 있는 자료입니다.

중간고사&기말고사 전에 더메이킹스(The Makings)에서 제작한

2021년 고2 6월 전국 연합 모의고사 변형 문제로 마무리 하세요.

 

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2021년 고2 6월 전국 연합 모의고사 변형 문제 2

The Makings의 2021년 고1 6월 전국 연합 모의고사 변형 문제는

총 11개의 유형으로 구성되어 있습니다.

1. 빈칸 채우기(객관식)

2. 글의 내용 일치/불일치(객관식/한글 선택지)

3. 글의 내용 일치/불일치(객관식/영어 선택지)

4. 글 끼어 넣기(객관식)

5. 어법(서술형)

6. 어휘(서술형)

7. 주제문(객관식/영어 선택지)

8. 어휘 빈칸 채우기(서술형)

9. 영작(서술형)

10. 요약문 완성하기(서술형)

11. 문단 재배열 하기(객관식)

 

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더메이킹스(The Makings)가 제작한  2021년 고2 6월 전국 연합 모의고사

변형 문제 2의 지문입니다.

 

1번 지문(문항 번호 29번)

While working as a research fellow at Harvard, B. F. Skinner carried out a series of experiments on rats, using an invention that later became known as a "Skinner box." A rat was placed in one of these boxes, which had a special bar fitted on the inside. Every time the rat pressed this bar, it was presented with food. The rate of bar‑pressing was automatically recorded. Initially, the rat might press the bar accidentally, or simply out of curiosity, and as a consequence receive some food. Over time, the rat learned that food appeared whenever the bar was pressed, and began to press it purposefully in order to be fed. Comparing results from rats given the "positive reinforcement" of food for their bar‑pressing behavior with those that were not, or were presented with food at different rates, it became clear that when food appeared as a consequence of the rat's actions, this influenced its future behavior.

 

2번 지문(문항 번호 30번)

Let's return to a time in which photographs were not in living color. During that period, people referred to pictures as "photographs" rather than "black‑and‑white photographs" as we do today. The possibility of color did not exist, so it was unnecessary to insert the adjective "black‑and‑white." However, suppose we did include the phrase "black‑and‑white" before the existence of color photography. By highlighting that reality, we become conscious of current limitations and thus open our minds to new possibilities and potential opportunities. World War I was given that name only after we were deeply embattled in World War II. Before that horrific period of the 1940s, World War I was simply called "The Great War" or, even worse, "The War to End All Wars." What if we had called it "World War I" back in 1918? Such a label might have made the possibility of a second worldwide conflict a greater reality for governments and individuals. We become conscious of issues when we explicitly identify them.

 

3번 지문(문항 번호 31번)

The tendency for one purchase to lead to another one has a name: the Diderot Effect. The Diderot Effect states that obtaining a new possession often creates a spiral of consumption that leads to additional purchases. You can spot this pattern everywhere. You buy a dress and have to get new shoes and earrings to match. You buy a toy for your child and soon find yourself purchasing all of the accessories that go with it. It's a chain reaction of purchases. Many human behaviors follow this cycle. You often decide what to do next based on what you have just finished doing. Going to the bathroom leads to washing and drying your hands, which reminds you that you need to put the dirty towels in the laundry, so you add laundry detergent to the shopping list, and so on. No behavior happens in isolation. Each action becomes a cue that triggers the next behavior.

 

4번 지문(문항 번호 32번)

While leaders often face enormous pressures to make decisions quickly, premature decisions are the leading cause of decision failure. This is primarily because leaders respond to the superficial issue of a decision rather than taking the time to explore the underlying issues. Bob Carlson is a good example of a leader exercising patience in the face of diverse issues. In the economic downturn of early 2001, Reell Precision Manufacturing faced a 30 percent drop in revenues. Some members of the senior leadership team favored layoffs and some favored salary reductions. While it would have been easy to push for a decision or call for a vote in order to ease the tension of the economic pressures, as co-CEO, Bob Carlson helped the team work together and examine all of the issues. The team finally agreed on salary reductions, knowing that, to the best of their ability, they had thoroughly examined the implications of both possible decisions.