1. 문제 출제 연습용

문제1

The concept of overtourism rests on a particular assumption about people and places common in tourism studies and the social sciences in general. Both are seen as clearly defined and demarcated. People are framed as bounded social actors either playing the role of hosts or guests. Places, in a similar way, are treated as stable containers with clear boundaries. Hence, places can be full of tourists and thus suffer from overtourism. But what does it mean for a place to be full of people? Indeed, there are examples of particular attractions that have limited capacity and where there is actually no room for more visitors. This is not least the case with some man-made constructions such as the Eiffel Tower. However, with places such as cities, regions or even whole countries being promoted as destinations and described as victims of overtourism, things become more complex. What is excessive or out of proportion is highly relative and might be more related to other aspects than physical capacity, such as natural degradation and economic leakages (not to mention politics and local power dynamics).

문제2

How you focus your attention plays a critical role in how you deal with stress. Scattered attention harms your ability to let go of stress, because even though your attention is scattered, it is narrowly focused, for you are able to fixate only on the stressful parts of your experience. When your attentional spotlight is widened, you can more easily let go of stress. You can put in perspective many more aspects of any situation and not get locked into one part that ties you down to superficial and anxiety-provoking levels of attention. A narrow focus heightens the stress level of each experience, but a widened focus turns down the stress level because you’re better able to put each situation into a broader perspective. One anxiety-provoking detail is less important than the bigger picture. It’s like transforming yourself into a nonstick frying pan. You can still fry an egg, but the egg won’t stick to the pan.

문제3

Even those with average talent can produce notable work in the various sciences, so long as they do not try to embrace all of them at once. Instead, they should concentrate attention on one subject after another (that is, in different periods of time), although later work will weaken earlier attainments in the other spheres. This amounts to saying that the brain adapts to universal science in time but not in space. In fact, even those with great abilities proceed in this way. Thus, when we are astonished by someone with publications in different scientific fields, realize that each topic was explored during a specific period of time. Knowledge gained earlier certainly will not have disappeared from the mind of the author, but it will have become simplified by condensing into formulas or greatly abbreviated symbols. Thus, sufficient space remains for the perception and learning of new images on the cerebral blackboard.

2. 편집기 연습용 (1) - 긴 지문 편집

Ted - Start With Why

How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they’re more innovative than all their competition. And yet, they’re just a computer company. They’re just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different?

Why is it that Martin Luther King led the Civil Rights Movement? He wasn’t the only man who suffered in a pre-civil rights America, and he certainly wasn’t the only great orator of the day. Why him? And why is it that the Wright Brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded… and they didn’t achieve powered man flight, and the Wright Brothers beat them to it. There’s something else at play here.

About three and a half years ago I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there’s a pattern. As it turns out, all the great and inspiring leaders and organizations in the world — whether it’s Apple or Martin Luther King or the Wright Brothers — they all think, act and communicate the exact same way. And it’s the complete opposite to everyone else. All I did was codify it, and it’s probably the world’s simplest idea. I call it the Golden Circle.

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren’t. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by “why” I don’t mean “to make a profit.” That’s a result. It’s always a result. By “why,” I mean: What’s your purpose? What’s your cause? What’s your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It’s obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations — regardless of their size, regardless of their industry — all think, act and communicate from the inside out.

Let me give you an example. I use Apple because they’re easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: “We make great computers. They’re beautifully designed, simple to use and user friendly. Want to buy one?” “Meh.” And that’s how most of us communicate. That’s how most marketing is done, that’s how most sales is done and that’s how most of us communicate interpersonally. We say what we do, we say how we’re different or how we’re better and we expect some sort of a behavior, a purchase, a vote, something like that. Here’s our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here’s our new car: It gets great gas mileage, it has leather seats, buy our car. But it’s uninspiring.

Here’s how Apple actually communicates. “Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?” Totally different right? You’re ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don’t buy what you do; people buy why you do it. People don’t buy what you do; they buy why you do it.

This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we’re also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple’s just a computer company. There’s nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They’re eminently qualified to make flat screen TVs. They’ve been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products — and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy one from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here’s the best part:

None of what I’m telling you is my opinion. It’s all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our neocortex, corresponds with the “what” level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It’s also responsible for all human behavior, all decision-making, and it has no capacity for language.

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn’t drive behavior. When we can communicate from the inside out, we’re talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, “I know what all the facts and details say, but it just doesn’t feel right.” Why would we use that verb, it doesn’t “feel” right? Because the part of the brain that controls decision-making doesn’t control language. And the best we can muster up is, “I don’t know. It just doesn’t feel right.” Or sometimes you say you’re leading with your heart, or you’re leading with your soul. Well, I hate to break it to you, those aren’t other body parts controlling your behavior. It’s all happening here in your limbic brain, the part of the brain that controls decision-making and not language.

But if you don’t know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it’s to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they’ll work for your money, but if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright Brothers.

Most people don’t know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success.

I mean, even now, you ask people, “Why did your product or why did your company fail?” and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It’s always the same three things, so let’s explore that.

Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we’ve never heard of Samuel Pierpont Langley?

3. 편집기 연습용 (2) - 삭제기

연습문제1

다음 글의 요지로 가장 적절한 것은?

Being able to prioritize your responses allows you to connect more deeply with individual customers, be it a one-off interaction around a particularly delightful or upsetting experience, or the development of a longer-term relationship with a significantly influential individual within your customer base. If you've ever posted a favorable comment or any comment, for that matter about a brand, product or service, think about what it would feel like if you were personally acknowledged by the brand manager, for example, as a result. In general, people post because they have something to say and because they want to be recognized for having said it. In particular, when people post positive comments they are expressions of appreciation for the experience that led to the post. While a compliment to the person standing next to you is typically answered with a response like "Thank You," the sad fact is that most brand compliments go unanswered. These are lost opportunities to understand what drove the compliments and create a solid fan based on them.

① 고객과의 관계 증진을 위해 고객의 브랜드 칭찬에 응답하는 것은 중요하다.

② 고객의 피드백을 면밀히 분석함으로써 브랜드의 성공 가능성을 높일 수 있다.

③ 신속한 고객 응대를 통해서 고객의 긍정적인 반응을 이끌어 낼 수 있다.

④ 브랜드 매니저에게는 고객의 부정적인 의견을 수용하는 태도가 요구된다.

⑤ 고객의 의견을 경청하는 것은 브랜드의 새로운 이미지 창출에 도움이 된다.

[정답/모범답안]

1

[해설]

{소재}

고객의 칭찬에 대한 응답의 필요성

{해석}

응답의 우선순위를 정할 수 있으면 특히 기쁘거나 불쾌한 경험에 대한 일회성 상호작용이든, 고객층 내에서 영향력이 큰 개인과 장기적인 관계를 발전시키는 것이든 개별 고객과 더 깊이 소통할 수 있다. 브랜드, 제품 또는 서비스에 대해 호의적인 댓글이나 의견을 게시한 적이 있다면 그 결과로 브랜드 매니저에게 개인적으로 인정받는다면 어떤 기분이 들지 생각해 보라. 일반적으로 사람들은 할 말이 있고 그 말을 한 것에 대해 인정받고 싶어서 글을 게시한다. 특히 사람들이 긍정적인 댓글을 게시하는 것은 해당 게시물을 올리게 된 경험에 대한 감사의 표현이다. 옆에 서 있는 사람에 대한 칭찬은 일반적으로 "감사합니다"와 같은 응답으로 답하지만, 안타까운 사실은 대부분의 브랜드 칭찬이 답장 없이 사라진다는 것이다. 이러한 경우 칭찬의 동기를 이해하고 이를 바탕으로 탄탄한 팬을 만들 수 있는 기회를 잃게 된다.

{Structures in Focus}

[Being able to prioritize your responses] allows you to connect more deeply with individual customers, be it a one-off interaction around a particularly delightful or upsetting experience, or the development of a longer-term relationship with a significantly influential individual within your customer base.

이 문장은 어쩌고 저쩌고 구문이 어쩌고 문법이 어쩌고 어휘가 어쩌고~~

These are lost opportunities to understand what drove the compliments and create a solid fan based on them.

이 문장은 어쩌고 저쩌고 구문이 어쩌고 문법이 어쩌고 어휘가 어쩌고~~

prioritize 우선순위를 매기다, 우선시하다

interaction 상호 작용

appreciation 인정, 감사

one-off 일회성의

acknowledge 감사하다, 인정하다

recognize 인정하다

compliment 칭찬

lead to 초래하다, 이어지다

solid 확고한, 탄탄한

연습문제2

다음 글의 주제로 가장 적절한 것은?

Managers of natural resources typically face market incentives that provide financial rewards for exploitation. For example, owners of forest lands have a market incentive to cut down trees rather than manage the forest for carbon capture, wildlife habitat, flood protection, and other ecosystem services. These services provide the owner with no financial benefits, and thus are unlikely to influence management decisions. But the economic benefits provided by these services, based on their non-market values, may exceed the economic value of the timber. For example, a United Nations initiative has estimated that the economic benefits of ecosystem services provided by tropical forests, including climate regulation, water purification, and erosion prevention, are over three times greater per hectare than the market benefits. Thus cutting down the trees is economically inefficient, and markets are not sending the correct “signal” to favor ecosystem services over extractive uses.

* exploitation: 이용 ** timber: 목재

① necessity of calculating the market values of ecosystem services

② significance of weighing forest resources’ non-market values

③ impact of using forest resources to maximize financial benefits

④ merits of balancing forests’ market and non-market values

⑤ ways of increasing the efficiency of managing natural resources

[정답/모범답안]

2

[해설]

{소재}

스트레스에 대처하기 위한 주의 집중 방식

{해석}

주의를 집중하는 방식은 스트레스에 대처하는 방식에 중요한 역할을 한다. 주의가 흩어져 있으면 스트레스를 해소하는 능력이 저하되는데, 주의가 흩어져 있어도 집중의 범위가 좁기 때문에 스트레스를 받는 부분에만 집착할 수 있기 때문이다. 주의 집중의 범위가 넓어지면 스트레스를 더 쉽게 놓을 수 있다. 어떠한 상황이든 훨씬 더 많은 관점을 균형감 있게 바라볼 수 있고, 여러분을 피상적이고 불안을 유발하는 주의 집중 수준에 얽매는 한 부분에 갇히지 않을 수 있다. 초점이 좁아지면 각 경험의 스트레스 수준이 높아지지만, 초점이 넓어지면 각 상황을 더 넓은 관점으로 바라볼 수 있기 때문에 스트레스 수준이 낮아진다. 불안을 유발하는 하나의 세부 사항은 큰 그림보다 덜 중요하다. 마치 달라붙지 않는 프라이팬으로 변신하는 것과 같다. 여전히 달걀을 튀길 수는 있지만 달걀이 팬에 달라붙지 않는다.

{Structures in Focus}

[Being able to prioritize your responses] allows you to connect more deeply with individual customers, be it a one-off interaction around a particularly delightful or upsetting experience, or the development of a longer-term relationship with a significantly influential individual within your customer base.

이 문장은 어쩌고 저쩌고 구문이 어쩌고 문법이 어쩌고 어휘가 어쩌고~~

These are lost opportunities to understand what drove the compliments and create a solid fan based on them.

이 문장은 어쩌고 저쩌고 구문이 어쩌고 문법이 어쩌고 어휘가 어쩌고~~

let go of ~을 놓다[해소하다]

fixate on 고정하다[집착하다]

attentional 주의의

spotlight 스포트라이트, 집중, 초점

widen 넓히다

perspective ①관점 ②균형감

tie down 얽매다

superficial 피상적인

anxiety-provoking 불안감을 유발하는

perspective 관점[시각]

nonstick 요리 도중 눌어붙지 않는

4. 편집기 연습용 (3) - 정답채우기

문제1

Over the last decade the attention given to how children learn to read has foregrounded the nature of textuality, and of the different, interrelated ways in which readers of all ages make texts mean. ‘Reading’ now applies to a greater number of representational forms than at any time in the past: pictures, maps, screens, design graphics and photographs are all regarded as text. In addition to the innovations made possible in picture books by new printing processes, design features also predominate in other kinds, such as books of poetry and information texts. Thus, reading becomes a more complicated kind of interpretation than it was when children’s attention was focused on the printed text, with sketches or pictures as an adjunct. Children now learn from a picture book that words and illustrations complement and enhance each other. Reading is not simply ____________. Even in the easiest texts, what a sentence ‘says’ is often not what it means.

① knowledge acquisition

② word recognition

③ imaginative play

④ subjective interpretation

⑤ image mapping

정답 4

문제2

Negotiation can be defined as an attempt to explore and reconcile conflicting positions in order to reach an acceptable outcome.

(A) Areas of difference can and do frequently remain, and will perhaps be the subject of future negotiations, or indeed remain irreconcilable. In those instances in which the parties have highly antagonistic or polarised relations, the process is likely to be dominated by the exposition, very often in public, of the areas of conflict.

(B) In these and sometimes other forms of negotiation, negotiation serves functions other than reconciling conflicting interests. These will include delay, publicity, diverting attention or seeking intelligence about the other party and its negotiating position.

(C) Whatever the nature of the outcome, which may actually favour one party more than another, the purpose of negotiation is the identification of areas of common interest and conflict. In this sense, depending on the intentions of the parties, the areas of common interest may be clarified, refined and given negotiated form and substance.

*reconcile: 화해시키다 **antagonistic: 적대적인 *** exposition: 설명

① (A) - (C) - (B) ② (B) - (A) - (C)

③ (B) - (C) - (A) ④ (C) - (A) - (B)

⑤ (C) - (B) - (A)

정답

4

문제3

글의 흐름으로 보아, 주어진 문장이 들어가기에 가장 적절한 곳을 고르시오.

As this happens, molecules have a harder time slipping quickly past one another, so they begin to slow down, and as they do this, they make stronger connections.

Look around you right now, and there’s a good chance you’ll find yourself in the presence of some glass. ( ① ) Whatever the item — a drinking glass, glass lenses, a window pane — it was once a molten liquid that reached temperatures of over 1700°C and was then allowed to cool. ( ② ) During this process, the molecules never achieved a structured arrangement but instead remained as disordered as they had been in the liquid state. ( ③ ) A molecular snapshot of the liquid state and the glass state would appear almost identical, although there is more crowding in the glass thanks to the contraction that occurs during cooling. ( ④ ) It’s a bit like how it’s easier to grab the hand of someone who is walking slowly past you than to grab the hand of someone driving past you in a convertible going 150 kilometres per hour, which is not advisable. ( ⑤ ) As the cooling continues, so, too, does this process until at last the molecules become fixed in place and glass is formed.

정답 4

문제4

다음 글의 밑줄 친 부분 중, 어법상 틀린 것은?

A number of studies provide substantial evidence of an innate human disposition to respond differentially to social stimuli. From birth, infants will orient preferentially towards the human face and voice, ①[seeming] to know that such stimuli are particularly meaningful for them. Moreover, they register this connection actively, imitating a variety of facial gestures that are presented to them ― tongue protrusions, lip tightenings, mouth openings. They will even try to match gestures ②[which] they have some difficulty, experimenting with their own faces until they succeed. When they ③[do] succeed, they show pleasure by a brightening of their eyes; when they fail, they show distress. In other words, they not only have an innate capacity for matching their own kinaesthetically experienced bodily movements with ④[those] of others that are visually perceived; they have an innate drive to do so. That is, they seem to have an innate drive to imitate others whom they judge ⑤[to be] ‘like me’.

정답 2

which > with which

문제5

다음 글의 밑줄 친 부분 중, 문맥상 낱말의 쓰임이 적절하지 않은 것은?

Bazaar economies feature an apparently flexible price-setting mechanism that sits atop more enduring ties of shared culture. Both the buyer and seller are aware of each other’s ①[restrictions]. In Delhi’s bazaars, buyers and sellers can ②[assess] to a large extent the financial constraints that other actors have in their everyday life. Each actor belonging to a specific economic class understands what the other sees as a necessity and a luxury. In the case of electronic products like video games, they are not a ③[necessity] at the same level as other household purchases such as food items. So, the seller in Delhi’s bazaars is careful not to directly ask for very ④[low] prices for video games because at no point will the buyer see possession of them as an absolute necessity. Access to this type of knowledge establishes a price consensus by relating to each other’s preferences and limitations of belonging to a ⑤[similar] cultural and economic universe.

정답 4

low > high

5. 편집기 연습용 (4) - 단어 뜻 분리

negotiation 협상 explore 탐색하다 conflicting 상충하는 acceptable 수용할 수 있는 outcome 결과 favour 유리하게 하다 identification (실체를) 밝힘, 확인 intention 의도 clarify 명확하게 하다 refine 정제하다 substance 실체 irreconcilable 화해할 수 없는, 조정될 수 없는 polarise 양극화를 초래하다 dominate 지배하다 publicity 홍보 divert 방향을 바꾸게 하다 intelligence 정보, 기밀 norm 규범 conform to ~에 순응하다, ~을 따르다 initial 최초의 prescribe 지시하다, 규정하다 utter 말하다, 발화하다 prescriptive 지시하는 alternately 다른 방식으로 conformity 순응 observe 관찰하다 regularity 규칙성

커스텀

6. 커스텀 프롬프트 (1)

[테스트]

□ additional □ layer

□ go beyond □ imitate

□ futuristic □ composer

□ shy away from

추가적인 층

~을 넘어서다, 능가하다 흉내내다, 모방하다 미래의

작곡가

~을 피하다

□ unique □ reflect □ present □ possess □ familiar □ structure

□ interfere with

독특한, 특별한 반영하다, 나타내다 제시하다

가지다, 소유하다 친숙한, 익숙한 구조

~을 저해[방해]하다

□ recognizable □ galaxy

□ context □ unfamiliar

□ acceptable * score

** cadence

알아볼 수 있는 은하계

맥락, 환경 낯선, 드문

받아들일 수 있는 악보

(율동적인) 박자

7. 커스텀 프롬프트 (2)

아래에 영어와 한글 뜻 여러 개가 뒤죽박죽 섞여 있어. 각각 짝을 맞춰서 한 줄에 하나씩 정리해줘. □나 *같은 불필요한 기호는 삭제해줘.

ex) additional : 추가적인

주의를 집중 하는 방 식은 스트 레스에 대처하 는 방식에 중요한 역할 을 한다. 주의가 흩어져 있 으면 스트 레스를 해소하는 능력이 저하 되는데, 주의 가 흩어져 있어도 집 중의 범위가 좁기 때문에 스트레스 를 받는 부분에만 집착할 수 있기 때문 이다. 주의 집중의 범위가 넓어지면 스트레 스를 더 쉽게 놓을 수 있다. 어떠한 상황이든  훨씬 더 많은 관점을 균 형감 있게 바라볼 수 있고, 여러분을 피상 적이고 불안을 유발 하는 주의 집중 수준에  얽매는 한 부분에 갇히지 않 을 수 있다. 초점이 좁아지면 각 경험의 스트레스 수준이 높아지지만, 초점이 넓어지면 각 상황을 더 넓은 관점으로 바라볼 수 있기 때문에 스트레스 수준이 낮아진다. 불안을 유발하는 하나의 세부 사항은 큰 그림보다 덜 중요하다. 마치 달라붙지 않는 프라이팬으로 변신하는 것과 같다. 여전히 달걀을 튀길 수는 있지만 달걀이 팬에 달라붙지 않는다.