Many people consider their pets members of the family and are very sad when they die, but what if you could clone your dog, cat or bird?
A scientist in New Orleans, who has proved his ability to clone other animals, is now offering the possibility to pet owners here in Wisconsin．
Scientists have not been able to clone dogs, cats or other pets, but if and when the time comes, several companies will be ready and able to do the job．
The question is: Are you ready to clone your pet? Brett Reggio is betting on it．He is working on his Ph. D at Louisian State University. He's successfully cloned a goat five times and wants to try the process on family pets．  So he started a business called Lazaron． “What Lazaron provides is the first step in the cloning process． ”He said．“It’s for curing and storing the fiberglass cells that will be used for cloning．”
“Your first reaction is yeah! I think I’d like that．” said Donna Schacht, a pet owner．
“I don’t believe you can ever replace a special love,” pet owner Paulette Callattion said．
Most pet owners will tell you freezing your pet’s  DNA in hopes of one day cloning it is a personal decision．
Scientists say that cloning your own pet doesn’t mean that the offspring（后代） will have the same intelligence, temperament（性情） or other qualities that your pet has．
【小题1】From the passage we know that scientists have ______．

When Should a Leader Apologize and When Not?

Why Difficult?

When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when we’re acting as leaders, the circumstances are different. The act of apology is carried out not merely at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmony—while an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and when to apologize publicly?

Why Now?

The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology culture—apologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.

Why Bother?

Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional reputations are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.

Why Refuse?

Why is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations, as we shall see, but it is a high-risk strategy.

Who Owns the Moon?
Within the next ten years, the U. S., China, Israel, and a crowd of private companies plan to set up camp on the moon. So if and when they plant a flag, does that give them property rights?
A NASA working group hosted a discussion this week to ask: Who owns the moon? The answer, of course, is no use. The Outer Space Treaty, the international signed by more than 100 countries, states that the moon and other celestial bodies (天体) are the province of all mankind. No doubt that would annoy all of the people throughout the ages, like monks from the Middle Ages, who have tried to claim the moon was theirs.
But ownership is different from property rights. People who rent apartments, for example, don’t own where they live, but they still hold rights. So with all of the upcoming missions (派遣团) to visit the moon and beyond, space industry thought leaders are seriously asking themselves how to deal with a potential land rush.
“ This is a very relevant discussion right now. We’ve got this wave of new lunar missions from around the world,” said William Marshall, a scientist in the small-spacecraft office at NASA, but who spoke this week at an event hosted by NASA’s Co Lab, a collaborative(协力完成的) public-private working group. He was speaking from his personal interest and not on behalf of the agency.
To be sure, the United States aims to send astronauts back to the moon by as early as 2015, in a mission that would include a long-term settlement. China and Israel, among others, are also working on lunar projects. And for the first time, several private groups are building spacecraft to land on the moon in an attempt to win millions of dollars in the Google Lunar X Prize. Some participants say that they plan to gain some property rights in the mission.
【小题1】In the passage the writer seems to be worrying that ________.

When Should a Leader Apologize and When Not?
Why Difficult?
When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when we’re acting as leaders, the circumstances are different. The act of apology is carried out not merely at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmony—while an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and when to apologize publicly?
Why Now?
The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology culture—apologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.
Why Bother?
Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional reputations are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.
Why Refuse?
Why is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations, as we shall see, but it is a high-risk strategy.

IF and WHEN often had lunch together．Their conversation always focused  36  the things they hoped to achieve and they loved to talk about them．

This particular Saturaday when they met for lunch, WHEN  37  IF wasn’t in a great mood （心情）. After they sat at the usual table_  38 _ for them, WHEN asked IF, "You don't seem your usual  39 _self（样子）?" IF replied, "Yesterday I saw a course I wanted to take．If only I   40  the time．"

WHEN knew exactly how IF felt and said, "I too saw a  41 _and I' m going to register when I get   42 money．" WHEN then questioned IF, "What about the new job you were going to apply for?" IF answered, "I would have applied, but my   43   broke down．I couldn't type my resume（简历）．"

"Don't worry．I've been thinking about looking for another job also,  44 _I'll wait and when the weather gets   45 _．I will look then．I hate this awful weather．"

The man sitting nearby heard them talking about when this and if that．When he couldn't  46 __it any more, he went to them and said, "I think I know   47 _ you could solve your problems．"

IF smiled and thought that even if he knew the  48 __they faced, there was no way he could help!  49 _, IF asked the man for advice．The man said, "Your conversation reminds me of an old   50 _ .IF and WHEN were planted, and nothing   51 _．"

IF and WHEN both looked surprised and began to feel 52 of living their life for the "ifs" and "whens"．Finally, they came to a（n）_  53 _: next time they met, there would be no "ifs" or "whens"; they would   54 _ talk about what they had   55 _ !

1.A．in                 B．on               C．at               D．against

2.A．sensed             B．insisted         C．declared        D．promised

3.A．cleaned            B．made             C．used             D．reserved

4.A．sensitive         B．honest           C．cheerful        D．clumsy

5.A．had                B．spent            C．seized          D．valued

6.A．notice             B．job              C．course          D．chance

7.A．lucky              B．pocket           C．enough           D．paper

8.A．computer           B．fridge           C．camera           D．recorder

9.A．or                 B．but             C．for             D．after

10.A．drier             B．colder           C．wilder          D．nicer

11.A．take             B．decline          C．support         D．watch

12.A．if                B．where            C．why              D．how

13.A．changes          B．expenses         C．challenges      D．possibilities

14.A．Sadly                           B．Curiously              C．Calmly           D．Stubbornly

15.A．saying           B．story            C．habit            D．fiction

16.A．rose             B．grew            C．removed          D．remained

17.A．tired            B．proud            C．ashamed          D．aware

18.A．ambition         B．conclusion      C．description      D．agreement

19.A．even                           B．only                    C．still                D．thus

20.A．discussed                    B．promised        C．arranged        D．achieved