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Caffeine, the stimulant in coffee, has been called
“the most widely used psychoactive substance on Earth .”
Synder, Daly and Bruns have recently proposed that
caffeine affects behavior. by countering the activity in
(5) the human brain of a naturally occurring chemical called
adenosine. Adenosine normally depresses neuron firing
in many areas of the brain. It apparently does this by
inhibiting the release of neurotransmitters, chemicals
that carry nerve impulses from one neuron to the next.
(10) Like many other agents that affect neuron firing,
adenosine must first bind to specific receptors on
neuronal membranes. There are at least two classes
of these receptors, which have been designated A1 and
A2. Snyder et al propose that caffeine, which is struc-
(15) turally similar to adenosine, is able to bind to both types
of receptors, which prevents adenosine from attaching
there and allows the neurons to fire more readily than
they otherwise would.
For many years, caffeine’s effects have been attri-
(20) buted to its inhibition of the production of phosphodi-
esterase, an enzyme that breaks down the chemical
called cyclic AMP.A number of neurotransmitters exert
their effects by first increasing cyclic AMP concentra-
tions in target neurons. Therefore, prolonged periods at
(25) the elevated concentrations, as might be brought about
by a phosphodiesterase inhibitor, could lead to a greater
amount of neuron firing and, consequently, to behav-
ioral stimulation. But Snyder et al point out that the
caffeine concentrations needed to inhibit the production
(30) of phosphodiesterase in the brain are much higher than
those that produce stimulation. Moreover, other com-
pounds that block phosphodiesterase’s activity are not
stimulants.
To buttress their case that caffeine acts instead by pre-
(35) venting adenosine binding, Snyder et al compared the
stimulatory effects of a series of caffeine derivatives with
their ability to dislodge adenosine from its receptors in
the brains of mice. “In general,” they reported, “the
ability of the compounds to compete at the receptors
(40) correlates with their ability to stimulate locomotion in
the mouse; i.e., the higher their capacity to bind at the
receptors, the higher their ability to stimulate locomo-
tion.” Theophylline, a close structural relative of caffeine
and the major stimulant in tea, was one of the most
(45) effective compounds in both regards.
There were some apparent exceptions to the general
correlation observed between adenosine-receptor binding
and stimulation. One of these was a compound called
3-isobuty1-1-methylxanthine(IBMX), which bound very
(50) well but actually depressed mouse locomotion. Snyder
et al suggest that this is not a major stumbling block to
their hypothesis. The problem is that the compound has
mixed effects in the brain, a not unusual occurrence with
psychoactive drugs. Even caffeine, which is generally
(55) known only for its stimulatory effects, displays this
property, depressing mouse locomotion at very low
concentrations and stimulating it at higher ones.
The primary purpose of the passage is to______
A.discuss a plan for investigation of a phenomenon that is not yet fully understood
B.present two explanations of a phenomenon and reconcile the differences between them
C.summarize two theories and suggest a third theory that overcomes the problems encountered in the first two
D.describe an alternative hypothesis and provide evidence and arguments that support it
E.challenge the validity of a theory by exposing the inconsistencies and contradictions in it

A.”
Synder,
B.
(10)
C.
For
D.A
E.
To
F.e.,
G.”
H.
There
I.
The
J.discuss
K.present
L.summarize
M.describe
N.challenge

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D
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The majority of successful senior managers do notclosely follow the classical rational model of first clari-fying goals, assessing the problem, formulating options,estimating likelihoods of success, making a decision,(5) and only then taking action to implement the decision.Rather, in their day-by-day tactical maneuvers, thesesenior executives rely on what is vaguely termed “intu-ition” to mangage a network of interrelated problemsthat require them to deal with ambiguity, inconsistency,(10) novelty, and surprise; and to integrate action into theprocess to thinking.Generations of writers on management have recog-nized that some practicing managers rely heavily onintuition. In general, however, such writers display a(15) poor grasp of what intuition is. Some see it as the oppo-site of rationality: others view it as an excuse for ca-priciousness.Isenberg’s recent research on the cognitive processesof senior managers reveals that managers’ intuition is(20) neither of these. Rather, senior managers use intuitionin at least five distinct ways. First, they intuitively sensewhen a problem exists. Second, managers rely on intu-ition to perform. well-learned behavior. patterns rapidly.This intuition is not arbitrary or irrational, but is based(25) on years of painstaking practice and hands-on experi-ence that build skills. A third function of intuition is tosynthesize isolated bits of data and practice into an inte-grated picture, often in an “Aha!” experience. Fourth,some managers use intuition as a check on the results(30) of more rational analysis. Most senior executives arefamiliar with the formal decision analysis models andtools, and those who use such systematic methods forreaching decisions are occasionally leery of solutionssuggested by these methods which run counter to their(35) sense of the correct course of action. Finally, managerscan use intuition to bypass in-depth analysis and moverapidly to engender a plausible solution. Used in thisway, intuition is an almost instantaneous cognitiveprocess in which a manager recognizes familiar patterns.(40) One of the implications of the intuitive style. of execu-tive management is that “thinking” is inseparable fromacting. Since managers often “know” what is rightbefore they can analyze and explain it, they frequentlyact first and explain later. Analysis is inextricably tied(45) to action in thinking acting cycles, in which managersdevelop thoughts about their companies and organiza-tions not by analyzing a problematic situation and thenacting, but by acting and analyzing in close concert.Given the great uncertainty of many of the manage-(50) ment issues that they face, senior managers often insti-gate a course of action simply to learn more about anissue. They then use the results of the action to developa more complete understanding of the issue. One impli-cation of thinking acting cycles is that action is often(55) part of defining the problem, not just of implementingthe solution.According to the passage, senior managers use intuition in all of the following ways EXCEPT to______A.speed up of the creation of a solution to a problemB.identify a problemC.bring together disparate factsD.stipulate clear goalsE.evaluate possible solutions to a problem