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Read the following text. Choose the best word or phrase for each numbered blank and mark A, B, C or D on ANSWER SHEET 1. With Airbus’s giant A380 airliner about in to take to the skies, you might think planes could not get much bigger — and you would be right. For a given design, it turns (21) , there comes a point where the wings become too heavy to generate (22) lift to carry their own weight. (23) a new way of designing and making materials could (24) that problem. Two engineers (25) University College London have devised an innovative way to customise and control the (26) of a material throughout its three-dimensional structure. In the (27) of a wing, this would make possible a material that is dense, strong and load-bearing at one end, close to the fuselage, (28) the extremities could be made less dense, lighter and more (29) . It is like making bespoke materials, (30) you can customise the physical properties of every cubic millimetre of a structure. The new technique combines existing technologies in a(n) (31) way. It starts by using finite-element-analysis software, of the type commonly used by engineers, (32) a virtual prototype of the object. The software models the stresses and strains that the object will need to (33) throughout its structure. Using this information it is then (34) to calculate the precise forces acting on millions of smaller subsections of the structure. (35) of these subsections is (36) treated as a separate object with its own set of forces acting on it — and each subsection (37) for a different microstructure to absorb those local forces. Designing so many microstructures manually (38) be a huge task, so the researchers apply an optimisation program, called a genetic algorithm, (39) This uses a process of randomization and trial-and-error to search the vast number of possible microstructures to find the most (40) design for each subsection.
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Read the following text. Choose the best word or phrase for each numbered blank and mark A, B, C or D on ANSWER SHEET 1. With Airbus’s giant A380 airliner about in to take to the skies, you might think planes could not get much bigger — and you would be right. For a given design, it turns (21) , there comes a point where the wings become too heavy to generate (22) lift to carry their own weight. (23) a new way of designing and making materials could (24) that problem. Two engineers (25) University College London have devised an innovative way to customise and control the (26) of a material throughout its three-dimensional structure. In the (27) of a wing, this would make possible a material that is dense, strong and load-bearing at one end, close to the fuselage, (28) the extremities could be made less dense, lighter and more (29) . It is like making bespoke materials, (30) you can customise the physical properties of every cubic millimetre of a structure. The new technique combines existing technologies in a(n) (31) way. It starts by using finite-element-analysis software, of the type commonly used by engineers, (32) a virtual prototype of the object. The software models the stresses and strains that the object will need to (33) throughout its structure. Using this information it is then (34) to calculate the precise forces acting on millions of smaller subsections of the structure. (35) of these subsections is (36) treated as a separate object with its own set of forces acting on it — and each subsection (37) for a different microstructure to absorb those local forces. Designing so many microstructures manually (38) be a huge task, so the researchers apply an optimisation program, called a genetic algorithm, (39) This uses a process of randomization and trial-and-error to search the vast number of possible microstructures to find the most (40) design for each subsection.
Read the following text. Choose the best word or phrase for each numbered blank and mark A, B, C or D on ANSWER SHEET 1. With Airbus’s giant A380 airliner about in to take to the skies, you might think planes could not get much bigger — and you would be right. For a given design, it turns (21) , there comes a point where the wings become too heavy to generate (22) lift to carry their own weight. (23) a new way of designing and making materials could (24) that problem. Two engineers (25) University College London have devised an innovative way to customise and control the (26) of a material throughout its three-dimensional structure. In the (27) of a wing, this would make possible a material that is dense, strong and load-bearing at one end, close to the fuselage, (28) the extremities could be made less dense, lighter and more (29) . It is like making bespoke materials, (30) you can customise the physical properties of every cubic millimetre of a structure. The new technique combines existing technologies in a(n) (31) way. It starts by using finite-element-analysis software, of the type commonly used by engineers, (32) a virtual prototype of the object. The software models the stresses and strains that the object will need to (33) throughout its structure. Using this information it is then (34) to calculate the precise forces acting on millions of smaller subsections of the structure. (35) of these subsections is (36) treated as a separate object with its own set of forces acting on it — and each subsection (37) for a different microstructure to absorb those local forces. Designing so many microstructures manually (38) be a huge task, so the researchers apply an optimisation program, called a genetic algorithm, (39) This uses a process of randomization and trial-and-error to search the vast number of possible microstructures to find the most (40) design for each subsection.
Part A Read the following four texts. Answer the questions below each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1.Text 1If the various advocates of the conflicting options are all smart, experienced, and well-informed, why do they disagree so completely Wouldn’t they all have thought the issue through carefully and come to approximately the same "best" conclusion The answer to that crucial question lies in the structure of the human brain and the way it processes information. Most human beings actually 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 intelligent 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 themselves 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 part of the "losing" faction. 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 decision later, or to reopen the debate at later meetings. There is a better way. 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. The structured-inquiry process can be useful for ______.
Text 3People in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the availability of skilled workers in the region. The public’s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which leaders must lead. People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology. Even at the community level, foresight is critical: School officials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop. Many of the best-known techniques for foresight were developed by government planners, especially in the military, when the post-World War Ⅱ atomic age made it critical to "think about the unthinkable" and prepare for it. Pioneering futurists at the RAND Corporation (the first "think tank") began seriously considering what new technologies might emerge in the future and how these might affect U.S. security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future. The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population. land use, technology, and governmental systems). Using these techniques and many others, futurists now can tell us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world’s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet. According to the text, the most important for the futurists to grasp is ______.
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